City of north las vegas 2017 budget book copy by Xavone Charles

ADOPTED BUDGET

City of North Las Vegas, Nevada Fiscal Year 2016-2017

City of North Las Vegas

Adopted Budget

Fiscal Year 2016-17

Sa Ge

Festival 2016 N th L V

Dr. Qiong X. Liu, P.E., PTOE City Manager

Darren Adair Finance Director

2250 Las Vegas Blvd. N. North Las Vegas, Nevada 89030 (702) 633-1000 â&#x20AC;¢ TDD (800) 326-6868 ADA (702) 633-1510 www.cityofnor thlasvegas.com i

For the eleventh year, the Government Finance Officers Association of the United States and Canada (GFOA) presented its Distinguished Budget Presentation Award to the City of North Las Vegas, Nevada for its FY 2016 budget, fiscal year beginning July 1, 2015. In order to receive this award, a governmental entity must publish a document that meets program criteria as a policy document, as a financial plan, as an operations guide, and as a communications device. This award is valid for a period of one year and reflects the commitment of the City and our staff to meeting the highest principles of governmental budgeting.

CITY OF NORTH LAS VEGAS

John J. Lee Mayor

Isaac E. Barron Pamela A. Goynes-Brown Mayor Pro Tempore - Ward 1 Ward 2

Qiong Liu City Manager

Anita G. Wood Ward 3

Darren Adair Director of Finance

ADOPTED BUDGET FISCAL YEAR 2016-17

Richard J. Cherchio Ward 4

CITY OF NORTH LAS VEGAS

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CITY OF NORTH LAS VEGAS

Table of Contents

Introduction Page ................................................................................................................ i Distinguished Budget Presentation Award FY 2016 .................................................. ii City Council Members............................................................................................... iii Table of Contents......................................................................................................... v Budget Message ......................................................................................................... ix Contact Information/Acknowledgements ........................................................................ xxi

Budget Overview Budget Overview Contents................................................................................................. 1 City Facilities Map ............................................................................................................. 2 About the City of North Las Vegas .................................................................................... 3 Ward Map ........................................................................................................................... 4 City Management Structure................................................................................................ 5 Economic and Demographic Information .......................................................................... 6 About the Budget and the Budget Process....................................................................... 16 Budget Calendar ............................................................................................................... 19 Budget Basis and Financial Structure............................................................................... 20 Financial Management Policies ....................................................................................... 22 Debt Management ............................................................................................................ 26 Debt Capacity and Statutory Debt Limitation.................................................................. 29 Summary of Debt Service Requirements ......................................................................... 32

All Funds Summary

All Funds Summary Contents .......................................................................................... 35 All Funds Summary ......................................................................................................... 36 Fund Balance Variances................................................................................................... 40 Long term Outlook............................................................................................................41 Revenue Analysis............................................................................................................. 42 Property Taxes ................................................................................................................. 45 Intergovernmental Revenue ............................................................................................. 50 Charges for Services ........................................................................................................ 51 Miscellaneous Revenue ................................................................................................... 51 Interfund Transfers........................................................................................................... 52 Expenditure Analysis ....................................................................................................... 53 Expenditures by Function & Department........................................................................ 55 Expenditures by Object ................................................................................................... 55 Personnel Summary Analysis.......................................................................................... 57

ADOPTED BUDGET FISCAL YEAR 2016-17

CITY OF NORTH LAS VEGAS

General Fund

General Fund Contents ...................................................................................................... 59 Statement of Revenue, Expenditures, and Changes in Fund Balance Trend .................... 61 General Fund Summary of Revenues................................................................................ 62 General Fund Revenue Analysis ....................................................................................... 63 Property Taxes ................................................................................................................... 63 Licenses, Permits and Franchise Fees ............................................................................... 64 Charges for Services.......................................................................................................... 65 Intergovernmental Revenue .............................................................................................. 66 Consolidated Tax Revenue................................................................................................ 66 Fines and Miscellaneous Revenue .................................................................................... 67 Transfers from Other Funds .............................................................................................. 68 Expenditures by Object ..................................................................................................... 69 Expenditures by Function.................................................................................................. 70 Transfers to Other Funds ................................................................................................... 71 General Fund Ten Year History......................................................................................... 72

Other Funds Other Fund Contents ......................................................................................................... 77 Fund Numbers and Descriptions ....................................................................................... 78 Special Revenue Fund Descriptions.................................................................................. 79 Special Revenue Funds FY 2016-17 Summary ................................................................ 80 Public Safety Tax .............................................................................................................. 82 More Cops Sales Tax ........................................................................................................ 83 Public Safety Support ........................................................................................................ 85 Street Maintenance, Parks, and Fire Stations .................................................................... 87 Fuel Taxes - Roadway Operations Fund ........................................................................... 89 Special Purpose Funds....................................................................................................... 90 Municipal Court Support................................................................................................... 92 North Las Vegas Library District ...................................................................................... 94 North Las Vegas Redevelopment Agency ........................................................................ 95 Community Development ................................................................................................. 98 Park Construction Tax..................................................................................................... 100 Park District Map ............................................................................................................101 Parks and Recreation Support ......................................................................................... 102 Debt Service Fund ........................................................................................................... 104 Capital Projects Fund ......................................................................................................105 Reconciliation of Capital Project Funds to the CIP ........................................................ 109 Proprietary Funds ............................................................................................................ 110 Water Utility Fund........................................................................................................... 113 Wastewater Utility Fund ................................................................................................. 118 Municipal Golf Course Fund........................................................................................... 122 Internal Service Funds..................................................................................................... 124 Motor Equipment Fund ................................................................................................... 124 Internal Service Fund Vehicle Charges........................................................................... 125 FY 2016-17 Vehicle Replacement Charges .................................................................... 127 Self Insurance Fund......................................................................................................... 128

ADOPTED BUDGET FISCAL YEAR 2016-17

Departmental Budgets

CITY OF NORTH LAS VEGAS

Departmental Budgets Contents ......................................................................................129 Budget Divisions within Departments by Funding Source .............................................131 Mayor and City Council ..................................................................................................134 City Manager ...................................................................................................................136 City Attorney ...................................................................................................................142 City Clerk.........................................................................................................................147 Community Development & Compliance .......................................................................154 Finance.............................................................................................................................165 Fire Department ...............................................................................................................172 Human Resources ............................................................................................................178 North Las Vegas Library District ....................................................................................181 Municipal Court...............................................................................................................185 Neighborhood & Leisure Services...................................................................................189 Police Department ...........................................................................................................197 Public Works....................................................................................................................205 Utilities Department.........................................................................................................215 General Expenses.............................................................................................................225 Interfund Transfer Reconciliation....................................................................................226

Strategic Plan Strategic Plan Contents................................................................................................... 229 Strategic Plan 2015 to 2019 ............................................................................................231

Capital Improvement Program (CIP) Capital Improvement Program Contents .........................................................................239 Capital Improvement Descriptions ..................................................................................241 Capital Improvements Financial Summary .....................................................................246 FY 2016-17 Capital Improvement Projects.....................................................................248 Approved Capital Improvement Plan FY 2017 to 2021..................................................267

Statistical Section and Glossary Statistical Section Contents .............................................................................................273 Notice of Public Hearing .................................................................................................275 Salary Tables by Grade....................................................................................................276 Alphabetical Listing of City Positions.............................................................................283 Employee Benefit Rate Table..........................................................................................287 List of Acronyms .............................................................................................................288 Glossary ...........................................................................................................................289

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BUDGET MESSAGE

Mayor John J. Lee

City Manager Dr. Qiong X. Liu, P.E., PTOE

Council Members Isaac E. Barron Pamela A. Goynes-Brown Anita G. Wood Richard J. Cherchio

Budget Message June 1, 2016 Honorable Mayor and Members of the City Council e are pleased to present to you the fiscal 2017 program of services as adopted May 18, 2016. This budget document represents the Cityâ&#x20AC;&#x2122;s unwavering dedication to provide its citizens with sound fiscal management that facilitates the highest levels of service and a strong quality of life. Although challenges still exist, the economy has continued its recent trend of steady economic growth since the Great Recession. State unemployment has dipped to less than 6%, given the strong job growth experienced across a multitude of diversified industries. Housing, retail, tourism, and gaming have all realized respectable year- over-year growth that is anticipated to continue in the near future. However, perhaps the strongest reason for optimism is the increase in large scale, high growth companies such as Faraday Future and Hyperloop, looking to call North Las Vegas their home. Although tax incentives have been given to these anchor companies, it is anticipated that Faraday and Hyperloop will attract other related businesses, thus creating a business ecosystem from which property taxes are cultivated.

While positive economic signs exist, significant hurdles remain. The 2017 Budget was not able to keep revenues in line with expenditures as a result of increases in hiring to keep pace with service level demands. As a result, fund balance is projected to be drawn down by approximately $2 million. While the General Fund has been able to maintain an 8% or greater fund balance in 2015, 2016, and is anticipated to do so again in 2017, the goal is to improve to at least 18% fund balance within the next five years. The City must continue to seek balance between fiscal health, current service levels, and the encouragement of growth to maximize the quality of life for all citizens it governs. Opportunities will continue to be ex- plored, efficiencies maximized, staffing levels reviewed, and expenditures analyzed to put forth the most comprehensive and cost effective financial plan possible. Other issues considered while developing the budget, as well as future financial planning are: a) Improving long-term financial stability, thereby increasing creditor and analyst confidence. b) Infrastructure maintenance and replacements. c) Increasing staff to support anticipated growth in development and citizens' service needs. d) Establishing reserves for Financial Stabilization and unfunded liabilities.

The Boom Years July 1st, 2015 the City's certified population is 235,395, and comprises approximately 100.4 square miles. The City has reached the milestone of doubling in size within the last fifteen years when April 2000 identified the City's population as 115,531. According to the U.S. Census Bureau, the City of North Las Vegas was the 3rd ranked city in the United States for cumulative growth between April 2000 and July 2008. The North Las Vegas population grew by 88.0% during that time period, with an average annual growth rate of 8.2%. The year 2009 was the first time the City's ranking fell below the top five since it first appeared on the list in 2000. As North Las Vegas is approximately 43% built-out, there still remains significant room for future residential, commercial and industrial growth and expansion.

BUDGET MESSAGE

Organization of the Adopted Budget

This budget message is intended to provide our Residents, City Council and Stakeholders with a broad overview of the adopted budget with associated significant changes and issues. The Budget Overview section provides statistical information concerning the City and related local economy, financial policies and debt management information. The All Funds Summary and General Fund Summary sections offer detailed analysis of revenues, expenditures, and changes in fund balance, with primary focus on the General Fund. The General Fund rightly receives the greatest attention during the budget review process inasmuch as this fund provides the essential core services to the citizenry and is the largest of any city fund that is potentially subject to unexpected revenue fluctuations. Following the General Fund other tabbed sections included are Other Fund summaries, Departmental Budgets, Strategic Plan Summary, the Capital Improvement Program Summary and lastly, a Statistical and Glossary Section. Within the Departmental Budgets section, Staff, City Council, and Citizens are provided an overview of the costs of each city service or function as well as the funding source for each program. Each departmental budget includes a mission statement and description of services provided, a multi-year summary of financial and staffing tables. Continuing to further improve this document, the format has changed this year to showcase the departments efforts towards achieving Councils' Strategic Plan, by directly aligning this year's highlights, the 2017 departmental goals and department performance measures to the Council goals.

Budget Summary and Highlights The fiscal 2017 operating budget amounts to $366.7 million and is supplemented with $149.5 million in capital improvement projects to produce a total financial program of $516.2 million. The operating budget provides an increase of $15.8 million, or 4.5% increase from the 2016 projection and a $37.4 million, or 33.4% increase over the fiscal year 2016 projected capital project spending plan.

2016 Projection

319,046,660

352,482,791

350,947,747

366,738,238

15,790,491

4.5

87,496,107

99,309,029

112,081,280

149,497,635

37,416,355

33.4

406,542,767

451,791,820

463,029,027

516,235,873

53,206,845

11.5

2015 Actual Operating Budget Capital Improvement Projects Total Budget

2017 Adopted Budget

2016 Adopted Budget

2016 vs. 2017 Variance Amount Percent

The following highlights are included in the fiscal 2017 budget:

Finance $ The Cityâ&#x20AC;&#x2122;s portion of the overall $3.3544 tax rate will remain unchanged at $1.1637. $ The Cityâ&#x20AC;&#x2122;s assessed valuation of property increased by 10.2% from FY 2016, however, property tax revenue increased by only 2.1% over 2016 projection due to abatements. $ Appropriations for $149.5 million in capital projects identified in the fiscal 2017 Capital Improvement Program (CIP) are included. $ General Fund ending fund balance is projected to meet the 8% of total expenditures and other uses requirement per Resolution #2471. $ Provide periodic comparative annual financial forecasts that reflect the status of budgetary control in terms of meeting annual financial goals and targeted objectives. Information Technology $ Provides for an additional $3.5 million in Technology improvements. CIP projects include a Criminal Justice Case Management Implementation for $740,295, Business License, Land Management, Permitting Application for $1.6 million, upgrade or replace Email and Collaboration Solution for $325,000 and $831,225 in technology refresh (includes Infrastructure, Personal Computing Devices, Servers and Telephony).

BUDGET MESSAGE

Parks $ Invests an additional $1.9 million in renovation of existing parks, including $340,000 for Craig Ranch Regional Park, $840,000 for Kiel Ranch Park Ph I, II & III, $690,000 in park renovation projects and pool improvements for Silver Mesa Recreation Center. Public Safety - Fire $ Provides $1.0 million for CIP Projects for the Fire Department, which includes equipment replacements of $447,000 used by fire fighters such as radios, SCBA (breathing apparatuses), turnouts, $350,000 for engine refurbish (Unit 1072), and $230,000 for Fire Station 52 enhanced remodel, Fire Station 55 refurbish and other Fire Station remodel/replacement needs. Public Safety - Police $ CIP projects for Police includes the demolition of Detention Center A, B, F Dorm and Administration Facility for $100,000, Range Bullet traps $350,000, Police department core systems upgrade $802,000 and Radio replacements for $1.1 million for a total $2.4 million Police CIP program. Public Works $ The Public Works program includes over $123.4 million in capital expenditures. Highlights include various flood control improvement projects totaling $39.1 million, and various transportation projects for $47.6 million, Municipal facility repair and vehicle replacements of $2.1 million and most significantly SID funded Apex Infrastructure development for $34.6 million. Utilities $ Approximately $17.3 million is allocated for Water and Wastewater Fund capital expenditures, including $3.2 million for Nellis Reclaimed Water Line, $800,000 for water and sewer line oversizing, $1.9 million for Utility Billing system replacement, $1.2 million for Reservoir Repainting, $1.6 million for Wells and Pump station rehab, $5.9 million for Northeast Interceptor, $1.1 million for wastewater repairs and improvements, and $1.6 million for various other water projects. General Staffing $ In the initial 2017 tentative budget was a plan to increase staffing levels necessary to meet, maintain and increase City services as steady population growth continues (approximately 2% annually last three years). As part of the preliminary tentative budget, the City would have needed to identify a $7.7 million reduction plan to allow the City to hire to the Department Director's recommended minimum staffing level. The minimum identified staffing needs of 173 FTE's all funds (130 General fund) has been reduced to 79 all funds, with 50 additional FTE's within the General fund to maintain an 8.6% ending fund balance within the General fund. Other Issues Affecting the Budget At this pivotal time for the City as numerous development opportunities begin to take place, the greatest concern is having sufficient staffing levels to meet the demands of new residential, commercial and industrial growth. While the 2017 budget includes an increase in staffing to directly address the growing service needs, efforts have been made to find efficiencies in other areas to help offset hiring costs by: a) Contractual negotiations that benefit both the City and employees. b) Re-evaluating outside contracts for cost and service efficiencies. c) Expanding efforts to invest and redefine the downtown area to promote further development. d) Identifying additional revenue sources. e) Researching innovative approaches to combat rising health care costs.

BUDGET MESSAGE

Revenues and Other Sources $516,235,873 The City expects to receive $501.6 million in revenue, combined with the use of $14.6 million in fund balance for total resources available of $516.2 million in fiscal 2017. This is an increase of $53.2 million as compared to 2016 projections. This increase is mainly due to the possible Special Improvement District being tentatively planned for the City's Apex industrial area to cover infrastructure demands needed for the increased development of the area, shown in Miscellaneous Revenues of $34.6 million. The beginning fund balance and cash equivalents is estimated at $196.9 million as of July 1, 2016.

Property Taxes 10.3%

Fund Balance 2.8%

Miscellaneous 14.7%

Licenses and Permits 7.5%

Fines and Forfeitures 1.5%

Consolidated Tax Distribution 10.1%

Transfers From Other Funds 7.6% Intergovernmental Revenue 24.3%

Other Taxes 0.2%

Downtown North Las Vegas

Total Revenues by Source 2015 Actual

2016 Adopted Budget

Charges for Services 21.0%

2016 Projection

2017 Adopted Budget

2016 vs. 2017 Variance Amount Percent

49,998,827

51,941,072

53,025,659

1,084,587

2.1

800,226

630,000

775,000

145,000

Licenses and Permits

35,182,873

35,931,229

36,284,106

38,856,567

2,572,461

7.1

Intergovernmental Revenue

99,407,353

117,014,000

119,891,960

125,647,251

5,755,291

4.8

Consolidated Tax Distribution

47,685,565

48,825,320

49,412,711

52,089,973

2,677,262

5.4

Charges for Services

106,428,878

105,165,076

105,039,558

108,491,185

3,451,627

3.3

Fines and Forfeitures

8,735,016

7,907,500

6,977,224

7,740,500

763,276

10.9

44,719,309

34,571,795

40,502,986

75,670,280

35,167,294

86.8

2,961,724

25,000

45,666,777

39,823,497

40,397,642

39,294,254

(1,103,388)

(2.7)

9,957,331

11,926,768

14,620,204

2,693,435

22.6

451,791,820

463,029,027

516,235,873

53,206,845

11.5

Property Taxes Other Taxes

Miscellaneous Other Financing Sources Transfers From Other Funds Fund Balance / Reserves Total Revenues

441,586,548

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BUDGET MESSAGE

Expenditures by Function $516,235,873 The fiscal 2017 program amounts to $516.2 million and represents a $53.2 million increase from the fiscal year 2016 projections. The City continues to keep expenditures flat wherever possible with the focus on increasing staffing needs, in particular within the public safety and developmental service areas. Beyond staffing needs, the City is focused on the annexed APEX industrial area. $34.6M has been identified in the 2017-2020 CIP as the initial phase for developing this area. More information can be found in the â&#x20AC;&#x153;CIPâ&#x20AC;? section of this document.

Community Support 2.8%

Transfers to Other Funds 7.6% Culture and Recreation 3.8%

Utility Enterprises 18.5% Debt Service 2.2%

General Government 6.6%

Public Works 25.1%

Internal Services 4.6% Public Safety 27.6%

Judicial 1.2%

Residential Streets of North Las Vegas Camino Eldorado & Tropical Parkway

Total Expenditures by Function

2017

2016

2015 Actual 21,433,409

Adopted Budget 29,251,760

2016 Projection 30,604,840

Adopted Budget 33,727,544

2016 vs. 2017 Variance Amount

Percent

3,122,704

10.2

7,946,982

5,864,795

5,902,795

6,035,522

132,727

2.2

132,535,782

133,838,606

8,760,407

6.5

Public Safety

124,700,965

142,599,013

64,495,344

89,513,473

89,939,108

129,385,774

39,446,666

43.9

Public Works

22,454,704

19,869,721

(2,584,983)

(11.5)

Culture & Recreation

24,335,013

21,028,924 15,426,165

14,781,070

6,808,027

14,232,046

(549,024)

(3.7)

Community Support

83,569,545

91,495,933

95,324,463

3,828,530

4.2

22,830,048

22,066,348

23,764,190

1,697,842

7.7

11,447,831

11,447,981

11,503,346

55,365

0.5

39,823,497

40,397,642

39,294,254

(1,103,388)

(2.7)

500,000

100,000

500,000

400,000

400

451,791,820

463,029,027

516,235,873

53,206,845

11.5

General Government Judicial

Utility Enterprises

98,135,944

Internal Services

23,436,570

Debt Service

12,927,221

Transfers to Other Funds

21,923,292

Contingency/Attrition

Total Expenditures by Function

400,000 406,542,767

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BUDGET MESSAGE

Linking the Budget with the Strategic Plan The key characteristic of a budget is to provide linkage with city goals or priorities. The City must be receptive to the needs of its citizenry and proactive in the management of growth, development, and revitalization in order to promote a safe and vibrant environment throughout the community. The following three goals represent areas of strategic importance, which must be addressed in order for the Strategic Plan 2015 to 2019 to be realized. These goals provide overall direction and serve as a basis for decisions considered during the budget process. Below is a summary view of some significant accomplishments in fiscal year 2016 towards achieving the City's goals. By way of reference, please see the Departmental Budget Section for a more complete list of accomplishments which the City and it’s dedicated employees have attained.

Goal 1: Target employment and business growth in aerospace and defense, logistics and

operations, and health and medical service by updating and overhauling the City's business practices, focusing on customer services, and establishing an innovative market-based approach to economic development. City Council City Manager City Attorney City Clerk Community Development & Compliance

Finance

Fire

Library

Neighborhood & Leisure Services

Police

Public Works

Utilities

Goals c ieved: • City Manager assisting Faraday Future which is a catalytic company building their 3 million sq ft electric car manufacturing plant out at Apex Industrial Park. It’s more than a $1 billion investment within the first 10 years; it will create 4,500 jobs with an average wage of $22 per hour with a full benefits package and the economic impact over 20 years is $87 billion. • City Manager assisting Hyperloop One which has developed a propulsion open air test track at Apex Industrial Park to be the world’s next breakthrough in the $154 trillion transportation industry. The company is developing high-pressure tubes and their pod compartments that will carry passengers and goods. In the next two years the project will create more than 89 new jobs and investing more than $121 million in facilities and equipment. • City Manager Economic Development Division announced Bigelow Areospace, a 130 employee company in NLV designed and launched a two year test on its expandable space station module. • The Downtown Redevelopment Agency purchased the historic Washington Continuation School which is near a primary entryway into the downtown area, is centrally located to other assets and property owned by the RDA, which is positioning itself to revitalize the area.

• Agora Realty’s purchase of the 23-acre shopping center located on Lake Mead Boulevard between Civic Center Drive and McDaniel Street, is making significant investment downtown - anchored by Conn’s Home Plus Store and bringing in additional national retailers to anchor the center. • Cracker Barrel chose North Las Vegas as one of the first two stores to be built in all of Nevada. The old-fashioned chain that is the best family restaurant in America will be opening its doors this fall.

• City Attorney provided ongoing legal advice and consultation to Economic Development and Community Development by drafting resolutions and ordinances to encourage health and medical services in North Las Vegas. xiv

BUDGET MESSAGE

• City Attorney worked with City management to draft partnership agreement with Las Vegas Global Economic Alliance and Urban Land Institute to encourage employment and business growth in Apex. • City Clerk’s Office worked in collaboration with the Community Development and Compliance Department in regards to Medical Marijuana (special use permits). The Department processed a total of 746 agenda items, 32 Ordinances, 17 Resolutions, 5,857 public hearing notices, letters to applicants, property owners/representatives, and publications in the Review Journal and Signage notices. • CDC-Building Safety provided on-site plan review for the Bigalow aerospace project. • CDC-Building Safety continued support of Hughes Association 1 Aerojet Way complex through inspections. • CDC-Building Safety processed numerous medical marijuana projects to meet state deadlines to help customers of this new industry become operational without delay. • CDC-Business License adopted and implemented ordinance amendment to allow the licensing of professionals, which aligns the City of North Las Vegas with other valley jurisdictions. • CDC-Fire Prevention maintained next day inspection service for new construction related requests 100% of the time. • CDC-Planning & Zoning negotiated the Huanghai (Vegas Trading Village) development agreement, a 35-acre, mixed-use development containing over 211,000 square feet of warehouse space; 211,000 square feet of showroom space; and 56,000 square feet of commercial office space. • CDC-Planning & Zoning adopted amendments to Title 17 (Zoning Ordinance) regarding Medical Marijuana Establishments to ensure compliance with the State’s requirements. • CDC-Planning & Zoning amended Title 17 (Zoning Ordinance) to amend the allowable uses within industrial districts to improve development opportunities within the City. • Finance Administration worked on a financial plan to provide infrastructure to APEX, a roughly 20,000 acre industrial park located within the City's boundaries that would provide 57,960 direct jobs through aircraft and general machinery manufacturing, warehousing and storage, wholesale trade business, and data processing. • Finance Budget assisted Public Works with the development of the 2017-2021 Capital Improvement Plan to further development of the City's infrastructure, streets and parks. • Fire reduced department-wide turn out times by 17 seconds. • Library formed a partnership with Workforce Connection’s One Stop Career Center to allow for their basic computer and workforce development classes to be taught in our City Hall library branch. The success of this program led to Goodwill of Southern Nevada offering additional workforce development classes at our Aliante library branch. • Library received grant funding to upgrade our public access computers at all three library branches. These computers are used for homework help, resume writing, job applications, job searches, and many other tasks related to patrons seeking gainful employment. • NLS-Choice Neighborhood Initiative (CNI) is preparing to submit the Transformation Plan draft to HUD on 7/15/16 that will enable the city to apply for the Choice Neighborhood Implementation Grant of $30 million dollars. The Transformation Plan, for the Choice target area, will attract private and public investments and resources to transform neighborhoods by revitalizing severely distressed public and/or assisted housing and investing and leveraging investments in well-functioning services providing economic development to the area.

BUDGET MESSAGE

• NLS-RPH-Right of Way processed and completed three (3) annexations encompassing approximately 104+/- acres in the APEX industrial park. Additional acreage to the City and more vacant and industrial land would be available for economic development. Current total acreage annexed into City boundary is 11,597.59 acres of roughly 20,000 acres. • Police finalized and updated all police and jail applications with new State and Court criminal codes. • Police department hired 25 Police Officers. • Public Works Development & Flood Control issued approximately 635 construction permits and approved 51 new projects for construction compared to 447 construction permits and 38 new projects during the previous fiscal year. • Public Works Development & Flood Control coordinated with SNWA on land development projects in APEX to provide groundwater solution to allow developers to meet critical time lines. • Public Works Development and Flood Control Division saw increased development activity over the prior year, including the emergence of new development types (car manufacturing medical marijuana and new transportation technology, (Hyperloop)) locating in the Apex area. • Utility Department will continue planning and implementation of the Apex water and wastewater systems to support both short term and long term growth of the 7,300 developable acres in Apex. Short term growth will be accommodated by using groundwater wells and community septic systems. Long term growth will be supported through construction of a 16 mile water pipeline and new wastewater treatment facility. • Utility Department completed 90 percent design of the Northeast Interceptor Sewer to provide sewer services to the undeveloped areas of the City south of the Speedway. Design was budgeted in the FY16 Capital Improvement Budget with phase I construction scheduled for FY17. • Utility Business Services division installed an outdoor utility bill payment kiosk and the replacement of two indoor kiosks. The outdoor kiosk provides customers with the ability to pay 24-7. All new kiosks offer the customer a quick and improved payment experience.

Mayor Lee City Manager Dr Qiong Liu with Faraday Future Executives at Groundbreaking Ceremony, 2016.

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BUDGET MESSAGE

Goal 2: Establish financial stability by resolving our long-term financial challenges and building accountability and efficiency at City Hall.

City Council

City Attorney

City Clerk

Community Development & Compliance

Fire

Human Resources

North Las Vegas Library

eighborhood & Leisure Services

Police

Public Works

Utilities

City Manager

Finance

Goals achieved:

• City Administration adopted new Core Values - ACT - Accountability, Communication, Teamwork - Resolution 2534. • City Manager Communications Division successfully promoted the City by launching monthly digital newsletters for residents of each of the City Council Wards, launching a redesigned City website, improving the City’s social media outreach using FaceBook, Twitter, Periscope and YouTube, and staging multiple community and family events on the City Hall grounds. • City Administration successfully negotiated a new collective bargaining agreement with the Police Officers Association with a manageable budget/fiscal impact for the next 2 years. • City Administration leased City Hall office space to Faraday Future. • City Attorney's office obtained judgments in excess of $56,000 in North Las Vegas Municipal Court bond forfeitures. • City Attorney applied for and received grant funding to hire a victim witness advocate through the U.S. Department of Justice, Office on Violence Against Women STOP 2015 Formula Grant. • City Clerk's all meetings/agendas were posted in a timely manner and in compliance with Nevada Open Meeting Law, thereby eliminating the risk of exposure for non-compliance and supporting fiscal responsibility. • CDC-Building Safety eliminated disaster assessment requirements in most applications to allow for an over-the-counter (OTC) review process. • CDC-Code Enforcement increased efforts with the Property Abatement Program focusing on abandoned and neglected properties with the respective cost recovery components to reduce blight in our community. • CDC-Graffiti Division implemented Smartphone technology via cellular phones and mobile device applications that aid in the immediate reporting of illegal graffiti and signs. • CDC-Graffiti Division obtained reimbursement funding for graffiti abatements within the Clark County Regional Flood Control Channels and for beautification projects within the City's Redevelopment Areas. • Finance Administration continued to provide more effective use of the City's building facilities by strategically relocating departments resulting in rental office space for two other governmental agencies, as well as, the lease and sale of vacant building facilities. • Finance Budget coordinated development and adoption of the $516.2M fiscal 2017 Budget.

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BUDGET MESSAGE

• Finance Budget received the Distinguished Budget Presentation Award for its FY 2016 Budget, the 11th year the City has received this award. • Finance Accounting received the Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association (GFOA) for the Comprehensive Annual Financial Report (CAFR). This is the 34th consecutive year for which the City has received this award. • Finance Purchasing & Risk Management conducted 60 infrastructure recovery actions. • Finance Information Technology increased Server Virtualization to 80%. • Fire department increased the amount of patient transports resulting in cost recovery to the City. • Human Resources developed improvements in the recruiting process, national search and sourcing programs developed to attract talent for key positions. • Library installed self-check machines at all of our branches, now over half of all circulation transactions take place through self-check. This innovation frees up library staff to work on more important tasks. These machines secured with outside agency grants and private donations. • NLS-RPH Right of Way worked with various departments to identify City surplus properties for future for sales. Several remnant parcels were identified as well as real property either vacant with no future use or facilities no longer needed for municipal services. Two remnant parcels were sold to adjacent property owners. • NLS-RPH Grants worked on identifying deficiencies in process or outcomes in the timely expenditures and accounting of grant funds (CDBG, HOME, ESG, and LIHTF, etc.) by creating new financial policies and procedures and coordinating with Finance staff. • Police department will continue to become fully automated, (i.e. wireless citations, activity logs, pet licensing, & NETRMS), adding Field Interview Cards, vehicle traffic accident reports, and vehicle impounds to the automation suite, decreasing the number of errors. • Police department researched City Hall security and provided report with recommendations. • Public Works Infrastructure Maintenance division continued to upgrade the energy management thermostat’s and system control software to allow the City to reduce energy costs in its buildings. • Public Works processed a total of 5,900 GPS points and completed 250 customer service requests. Mapped a total of 30.9 miles of water pipe, 7.0 miles of sanitary sewer pipe, completed 340 mapping requests, and processed 330 as-builts. • Public Works Transportation Services continued to increase fleet vehicle auction proceeds by selling vehicles using “on line” sales program, and participating in three State auctions per year. • Public Works Transportation Services achieved ASE (Automotive Service Excellence) Blue Seal Certification again. • Utilities Operations division executed a contract with the Colorado River Commission to purchase 1.7 megawatts of power from Hoover Dam beginning October 1, 2017. Estimated savings over the first 5 years is $124,000. • Utilities Operations division working on Capital Improvement Project for the automation of 60 pressure regulating valves (PRV) kicked off the design phase. The goal is to automate and control the water system PRV’s by the SCADA System. • Utilities Business Services division due to the efforts made through the Squatters Taskforce, communication has improved between Utilities, Code Enforcement and PD staff. This effort also resulted in an improvement of document retention and record verification for customers requesting new service. This helps to ensure utilities revenue can be secured and that our assets are protected.

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BUDGET MESSAGE

Goal 3: Unify our community by protecting and fortifying our community builders like parks and libraries, and strengthening our police and fire services.

City Council

City Manager

Development & Compliance

Finance

Municipal Court

City Attorney

City Clerk

North Las Vegas Library

eighborhood & Leisure Services

Police

Public Works

Utilities

Goals achieved: • City Administration successfully negotiated a new collective bargaining agreement with the Police Officers Association with a manageable budget/fiscal impact for the next 2 years. • City Attorney's office recovered over $294,900 in forfeiture monies for the City and Police Department. • City Attorney's office handled over 3,000 contacts with victims of crime. • City Attorney provided training to employees to minimize risk and liability for the City while interacting with the public. • City Clerk's office completed 102 records requests within the State mandated time frame to include providing overall management of the process Citywide including extensive record requests for police, fire, and parks records and information. • City Clerk's office provided an early voting site June 1st at City Hall for June 14, 2016 Election focusing on improved voter services that bring in more voters and protect and fortify the communities of the City of North Las Vegas. • CDC-Planning & Zoning negotiated development standards and design guidelines for the Villages at Tule Springs. • CDC-Planning & Zoning completed the review of the Comprehensive Plan for the compliance with the Southern Nevada Regional Planning Coalition Regional Schools Transportation Access Plan. • Finance Information Technology provided Library public access computer replacement. • Finance Information Technology implemented Virtual Desktop Infrastructure at Main Library. • Fire participated in a total of 308 community outreach events, reaching 596,372 people. • Fire became a Registered Agency through the Center for Public Safety Excellence. • Library completed a 5 year strategic plan for the Library District that focusses on key areas of service. Built into the plan are efficiency models that will allow staff to concentrate their efforts on areas of service that have the greatest positive impact for our community. • Library added more adult educational programs, with a focus on computer literacy and workforce development.

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BUDGET MESSAGE

• Municipal Court had 61,022 Customers Served at Customer Service Windows. • Neighborhood & Leisure Services in September with the partnership with National Recreation Park Association ( NRPA) Parks Build Community initiative Joe Kneip Park was completely renovated. Joe Kneip Park was selected for the “leave behind” project for the 2015 national conference held in Las Vegas. NRPA solicited donations from various national park and playground equipment suppliers an estimated $400,000 of equipment was donated. • Neighborhood & Leisure Services in October celebrated the grand opening of the Craig Ranch Regional Park Amphitheater with concerts by Yesterday the Beatles Tribute Band, War, Sammy Kershaw, and Comedian Paul Rodriguez. • Neighborhood & Leisure Services in June held the grand opening of Phase I of Kiel Ranch Historical Park. • Police assisted LVMPD (Las Vegas Metro Police Department) with New Years Eve, Presidential Visits, and other high visibility events. • Police participated in the 2016 Rodeo Speedway Exercise, a full-scale exercise for both police, fire and medical preparedness. • Police department supported local fund-raising: Angel Tree. The Division put together a Holiday Donation for Safe Nest and were able to donate numerous items needed. (toiletries, toys, etc.). • Public Works Development & Flood Control division obtained National Flood Insurance Program (NFIP) Community Rating System (CRS) “Recertification” in October 2015 ensuring that the community (City) remains in good standing until the next recertification period. • Public Works Engineering & Construction Services division completed 11 construction projects totaling ~$37.6 million. • Public Works Infrastructure Maintenance division completed 148 tons of asphalt improvements on City-wide projects and over 2,658 linear feet of sidewalk on asphalt patches, curb, gutter and sidewalk replacements. • Public Works Transportation Services reviewed 1,037 Temporary Traffic Control plans. • Utility Business Services Homeland security requirements met, Installed RSA secure ID tokens on SCADA System. • Utility Operations division published the 2015 Water Quality Report in accordance with state and federal regulations. In FY 16, Water delivered by the City of North Las Vegas met or exceeded all state and federal drinking water standards.

Band performs at Craig Ranch Regional Park Amphitheater Event 2016.

2016 Fire Department new recruits.

CITY OF NORTH LAS VEGAS

Contact Information City Attorney - Civil ...................................(702) 633-1050 City Attorney - Criminal .............................(702) 633-2100 City Clerk ....................................................(702) 633-1030 City Manager ..............................................(702) 633-1005 Code Enforcement .......................................(702) 633-1677 Community Development & Compliance ...(702) 633-1537 Finance Department ....................................(702) 633-1460 Fire Department ...........................................(702) 633-1102 Human Resources Department ....................(702) 633-1501 Library District ............................................(702) 633-1070 Mayor and Council ......................................(702) 633-1007 Municipal Court ..........................................(702) 633-1130 Neighborhood & Leisure Services ..............(702) 633-1171 Permit Application Center ...........................(702) 633-1536 Police Department .......................................(702) 633-9111 Public Works Department ...........................(702) 633-1200 Utilities Department ....................................(702) 633-1275 Web Site ...............................www.cityofnorthlasvegas.com

Acknowledgements The City of North Las Vegas Adopted Budget is published each June by the Budget Division of the Finance Department: Darren Adair, Finance Director Linda Poleski, Budget Manager Justin O'Brien, Financial Analyst II A special thank you to the City of North Las Vegas Design and Print Center for their participation and support in producing this document, as well as, all Department Directors and staff for their assistance in sharing their accomplishments and visions.

ADOPTED BUDGET FISCAL YEAR 2016-17

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CITY OF NORTH LAS VEGAS

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xxii

Budget Overview

In This Section This section includes two topics that help the reader gain an overall understanding of the City of North Las Vegas. First is background information about the city including economic and demographic data. Next is the discussion about the budget process and the financial management policies of the city.

City Facilities Map .......................................... 2 About the City of North Las Vegas ................. 3 Ward Map ....................................................... 4 City Management Structure............................ 5 Economic and Demographic Information ....... 6 About the Budget and the Budget Process ... 16 Budget Calendar........................................... 19 Budget Basis and Financial Structure .......... 20 Financial Management Policies.................... 22 Debt Management ........................................ 26 Debt Capacity & Statutory Debt Limit ............29 Summary of Debt Service Requirements ..... 32

Taste, Tunes and Toons, Fiesta in front of City Hall.

CITY OF NORTH LAS VEGAS

City of North Las Vegas Facility and Services Map 19 36 1 2 7 26 10 4a 12 35 1

32 9

11 7

37 28

Other

5. 6. 7. 8.

16 8

City Parks and Pools

1. City Hall 2. Justice Facility 3. Police Stations 4a. Aliante Library 4b. Alexander Library 5. Fire Administration Building 6. Business License 7. Fire Stations 8. Neighborhood Recreation Center 9. Silver Mesa Recreation Center

1. 2. 3. 4.

1 3

City Facilities and Services

Department of Motor Vehicles Post Offices North Las Vegas Airport Community College of Southern Nevada North Las Vegas Chamber of Commerce North Vista Hospital Shadow Creek Golf Course VA Hospital

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24.

Aliante - Nature Discovery Park Aviary Park Boris Terrace Park Brooks Tot Lot Cheyenne Ridge Park Cheyenne Sports Complex City View Park College Park Craig Ranch Regional Park Deer Springs Park Desert Horizons Park Eldorado Park Nicholas E. Flores Jr. Park Gold Crest Park Theron H. Goynes Park Hartke Park & Pool NRC Hebert Memorial Park Joe Kneip Park McCool Regional Park Monte Vista Park Municipal Golf Course Petitti Park/Pool Rotary Tot Lot Richard Tam Park

25. 26. 27. 28. 29. 30. 31. 32. 33. 34. 35. 36. 37.

Utilities 1. 2. 3. 4.

Water, City of North Las Vegas Southwest Gas Nevada Energy Wastewater Reclamation Facility

Trails 1. Lower Las Vegas Wash Trail 2. Upper Las Vegas Trail

ADOPTED BUDGET FISCAL YEAR 2016-17

Sandstone Ridge Park Seastrand Park Tonopah Park Valley View Park Annie L. Walker Park Prentiss Walker Memorial Pool & Park Tom Williams School Park Silver Mesa Recreation Center & Pool Desert Demonstration Garden Skyview Multi-Gen Center Tropical Breeze Park Aliante Golf Course Kiel Ranch Park

CITY OF NORTH LAS VEGAS

ABOUT THE CITY

The City of North Las Vegas stretches across the northern rim of the Las Vegas Valley in Clark County, Nevada and encompasses approximately 100.4 square miles. It is situated on the northern city limits of the City of Las Vegas, the county seat, and is the fourth1 most populated, incorporated city in Nevada. The City provides its citizens with police and fire protection, wastewater and water systems, parks, two golf courses, streets, a municipal court and other general governmental services. The economy of the North Las Vegas area is based on commerce, tourism, industry and government.

of government. The Mayor is elected on an at-large, non-partisan basis to serve a four-year term. Effective January 1, 2000, North Las Vegas Council wards were created. The four Council members must live within, and are elected by, their ward. Terms of office are staggered so that City-wide elections are held every two years for either two or three of the five offices. The five-member City Council is the policy-making body of the City. By a majority vote, the Council may enact and enforce ordinances and orders and pass resolutions necessary for the operation of municipal government and management of City affairs. Council members also actively serve in leadership positions for numerous intergovernmental agencies and associations to further the interests of the City.

City Government The City of North Las Vegas was incorporated on May 1, 1946. The City operates under the provisions of an act cited as Chapter 573, Statutes of Nevada, 1971, as amended. It maintains a Council-Manager form

1 Nevada State Demographer 2014 estimates

Mayor Lee speaking at the North 5th Street Super Arterial ribbon cutting ceremony

ADOPTED BUDGET FISCAL YEAR 2016-17

CITY OF NORTH LAS VEGAS

The current Mayor and members of the City Council and their terms of office are as follows:

Name John J. Lee, Mayor Isaac E. Barron, Mayor Pro Tempore Pamela A. Goynes-Brown Anita G. Wood Richard Cherchio

Ward Represented

Term Expires

At Large Ward 1 Ward 2 Ward 3 Ward 4

June 2017 June 2017 June 2019 June 2017 June 2019

September 2014, Ordinance 2687 was adopted repealing Ordinance 2620 of the North Las Vegas Municipal Code establishing four wards based on current population as determined by the last preceding National Census.

See Inset 'A' Below

E CRAIG RD

E ALEXANDER RD

E AV

MTHOOD ST

NA DIN E P ETE RSE N B LVD

E LAKE MEAD BLVD

N 21ST ST

E OWENS AV

CITY COUNCIL WARDS

BRUCE ST

W CAREY AV

E GOWAN RD

Inset A

John J. Lee Mayor

Isaac E. Barron Councilman Ward 1

1 in = 1 miles

Public Works GIS

Pamela A. Goynes-Brown Councilwoman Ward 2

0.5

Anita G. Wood Councilwoman Ward 3

T h n is o f m r a o it n o fsi d r p si a l p y u p r o o es n N .yl o a il b a siytl u s md e a o ts h t a e u c a r o yc h tf d e a a t d n ile a e d et h n ier .

ADOPTED BUDGET FISCAL YEAR 2016-17

J ul y 12 , 015

Miles 3

Richard J. Cherchio Councilman Ward 4

W CHEYENN

Âµ

pwmr - 15- 77_war dmapweb

LA MADRE WY

E GILMORE AV

W GOWAN RD

E EL CAMPO GRANDE AV

COLEMAN ST

W CRAIG RD

E HAMMER LA

W LONE MOUNTAIN RD

215

GRAND VALLEY PKWY

W WASHBURN RD

LOSEE R

W EL CAMPO GRANDE AVE

E AZURE DR WY E TROPICAL PK

CHUCK LENZIE CT

E AZURE AV

N H O L LY W O O D B LV D

W ANN RD

E CENTENNIAL PKWY

N LAMB BLVD

N BRUCE ST

INGS WY

LAWRENCE ST

DONNAST

215

N 5TH ST

N DECATUR BLVD

HORSE DR

COLEMAN ST

CITY OF NORTH LAS VEGAS

City Management Structure

The City Manager and City Attorney are appointed by, and report to, the City Council. The City Manager's administration consists of the City Manager, Economic & Business Development, Assistant City Manager, Communications Division, and twelve departments: City Attorney, City Clerk, Community Development & Compliance, Finance, Fire, Human Resources, Municipal Court Administration, Neighborhood & Leisure Services, Police, Public Works, Utilities, and the Library District. In addition to General Government activities, the City Council exercises oversight responsibility for the North Las Vegas Library District and the North Las Vegas Redevelopment Agency; consequently, these activities have been included in this financial report as blended component units. The 2016-17 Budget includes 1,308.22 funded, full-time equivalent employees.

Citizens

City Council Redevelopment Agency

North Las Vegas Library Board of Trustees

City Manager Municipal Court Administration

City Attorney

Municipal Court Judge

Economic & Business Development

Assistant City Manager

Fire

Library

Communications Division

City Clerk

Community Dev. & Compliance

Finance

Public Works

Police

Resources

Neighborhood & Leisure Services

ADOPTED BUDGET FISCAL YEAR 2016-17

Utilities

CITY OF NORTH LAS VEGAS

Economic and Demographic Information To a considerable degree, the City is an integral part of the Clark County economy. Residents of North Las Vegas are employed, shop and recreate in the City as well as in Las Vegas, Henderson, Boulder City and unincorporated areas of Clark County. Conversely, people who are employed, shop and recreate in North Las Vegas may live in the surrounding areas.

Cumulative Estimates of Resident Population Change (Population of 100,000 or more) Rank

City, State

Population July 1, 2008

Population April 1, 2000

% Increase 2000 to 2008

McKinney, TX

121,211

54,427

122.7%

Gilbert, AZ

216,449

114,701

88.7%

North Las Vegas, NV

217,253

115,531

88.0%

Port St. Lucie, FL

154,353

88,883

73.7%

Victorville, CA

110,318

64,058

72.2%

Round Rock, TX

104,446

61,594

69.6%

Elk Grove, CA

133,003

81,103

64.0%

Cape Coral, FL

156,835

102,468

53.1%

Miramar, FL

108,484

72,739

49.1%

10.

Peoria, AZ

157,960

108,917

45.0%

Source: U.S. Census Bureau: July 1, 2008

Population: Growth Trend According to the U.S. Census Bureau, the City of North Las Vegas was the 3rd ranked city for cumulative growth between April 2000 and July 2008. The North Las Vegas population grew by 88.0% during that time period, with an average annual growth rate of 8.2%. Additionally, the U.S. Census Bureau ranked the City as the 19th fastest growing city between July 1, 2007 and July 1, 2008, with an estimated growth rate of 2.0%. The double digit growth has abated for now, however growth continues at a slower but steady pace. The City's population for July 1, 2015 is 235,395, a slight increase of 2.1% over 2014, but an overall increase of 100% from July 1, 2000. North Las Vegas is a culturally diverse city, Population: Projections as indicated by the results of Census 2010 Ye a r Popula tion % Incre a se 2006 198,516 10.2% 2007 210,472 6.0% North Las 2008 214,661 2.0% Vegas Nevada USA 2009 215,022 0.2% White 47.4% 66.2% 72.4% 2010 217,482 1.1% 2011 223,873 2.9% Black or African American 19.9% 8.1% 12.6% 2012 222,009 -0.8% 0.8% 1.2% 0.9% American Indian / Alaska Native 2013 226,199 1.9% Asian 6.3% 7.2% 4.8% 2014 230,491 1.9% Native Hawaiian / Pacific Islander 0.8% 0.6% 0.2% 2015 235,395 2.1% Hispanic or Latino origin 38.8% 26.5% 16.3% 2025 279,390 2035 335,622 Two or more races 5.8% 4.7% 2.9% Build Out 410,000 Source: State Certified Population as of July 1 each year Note: Build out Sources: U.S. Census Bureau, Census 2010 number includes land not yet released by the Bureau of Land Management

ADOPTED BUDGET FISCAL YEAR 2016-17

CITY OF NORTH LAS VEGAS

Zip Code Profiles The City of North Las Vegas currently has fourteen zip codes - 89030, 89031, 89032, 89033*, 89081, 89084, 89085, 89086, 89087*, 89165*, 89101**, 89115**, 89124**, and 89130**. Category Occupied Housing Units Vacant Housing Units Population Age: Under 18 18-24 25-34 35-44 45-54 55-64 65+ Education: No High School Diploma High School Diploma (GED) Some college Associate degree Bachelor degree Post/Professional degree Gender: Male Female Type of Dwelling: Single-family Apartment Condo/Townhouse/Plexes Mobile Home Household Income: Under $15,000 $15,000-24,999 $25,000-34,999 $35,000-49,999 $50,000-74,999 $75,000-99,999 $100,000+ Median Occupancy Status: Owner Renter Average Household Size Category

89030 13,638 1,418 53,220

89031 21,613 1,599 67,887

89032 14,547 1,512 45,330

89081 10,882 826 34,473

89084 8,855 652 25,213

89085 1,297 73 3,631

89086 Citywide+ 1,665 72,497 433 6,513 4,977 234,731

33.6% 11.5% 14.6% 13.4% 11.3% 7.8% 7.9%

27.7% 10.3% 14.2% 15.4% 13.6% 10.0% 8.9%

27.7% 10.9% 14.0% 13.5% 13.1% 10.6% 10.3%

30.9% 10.1% 18.3% 15.9% 11.5% 7.2% 6.1%

26.4% 7.8% 13.4% 15.9% 11.7% 11.9% 13.0%

32.8% 8.0% 15.2% 19.6% 10.7% 8.2% 5.6%

31.5% 10.9% 20.9% 15.3% 9.9% 6.5% 5.0%

30.1% 9.9% 15.8% 15.6% 11.7% 8.9% 8.1%

51.6% 28.5% 12.4% 3.3% 3.5% 0.7%

14.9% 30.7% 27.9% 10.0% 11.2% 5.3%

20.3% 35.1% 24.5% 7.3% 8.5% 4.2%

14.5% 31.7% 25.6% 10.7% 11.8% 5.6%

5.1% 22.2% 28.0% 14.8% 20.3% 9.5%

5.1% 25.5% 33.6% 12.0% 16.4% 7.5%

13.4% 23.9% 35.5% 8.7% 10.5% 8.0%

17.8% 28.2% 26.8% 9.5% 11.7% 5.8%

51.7% 48.3%

49.5% 50.5%

48.8% 51.2%

49.4% 50.6%

49.2% 50.8%

49.1% 50.9%

49.5% 50.5%

49.6% 50.4%

53.6% 14.1% 27.1% 5.2%

89.3% 5.2% 6.5% 0.0%

71.9% 19.1% 8.9% 0.0%

81.4% 15.1% 3.4% 0.0%

85.6% 6.1% 8.2% 0.0%

100.0% 0.0% 0.0% 0.0%

47.2% 52.8% 0.0% 0.0%

75.6% 16.1% 7.7% 0.7%

23.4% 16.0% 16.9% 15.3% 17.5% 4.7% 4.4% $30,872

5.6% 5.4% 8.6% 16.1% 25.5% 18.1% 20.9% $62,906

10.6% 10.8% 11.3% 15.1% 23.4% 13.8% 14.9% $51,379

5.9% 5.5% 12.2% 20.3% 20.5% 15.9% 18.4% $56,416

5.6% 3.8% 9.0% 15.8% 20.2% 15.2% 30.3% $68,369

5.1% 2.0% 7.6% 16.0% 19.2% 23.2% 26.9% $70,017

3.8% 7.8% 18.4% 21.2% 22.1% 12.7% 14.0% $48,995

8.6% 7.3% 12.0% 17.1% 21.2% 14.8% 18.5% $55,565

42.0% 58.0% 3.9

71.9% 28.1% 3.14

59.7% 40.3% 3.12

58.9% 24.0% 3.17

67.9% 19.3% 2.85

79.0% 21.0% 2.8

41.5% 58.5% 2.99

60.1% 35.6% 3.14

North Las Vegas

Size Population Population Density (per Sq. mile) FY2017 G.F. Budget (millions) 2017 Operating Tax Rate 2017 Combined Prop Tax Rate Assessed Value FY 17 (billions)

100 238,342 2,383 $138.97 $1.16 $3.35 $6.06

Sources: 2016 Las Vegas Perspective, Nevada State Department of Taxation

Las Vegas

135 628,711 4,657 $531.62 $0.77 $3.28 $16.58

Henderson

Unincorp Clark County

105 291,432 2,776 $244.92 $0.71 $2.90 $11.63

7,442 953,845 128 $1,303.26 $0.61 $2.93 $74.59

Boulder City

208 16,011 77 N/A $0.26 $2.59 $0.69

+ Citywide total includes only the 89030, 89031, 89032, 89081, 89084, 89085, and 89086 zip codes. * Profile information not yet available. ** Zip code only partially in North Las Vegas, profile information is not available.

ADOPTED BUDGET FISCAL YEAR 2016-17

Mesquite

32 19,299 603 $20.77 $0.55 $2.77 $0.68

Master Planned Communities

CITY OF NORTH LAS VEGAS

North Las Vegas currently has two major master- planned communities which are significantly built out, Eldorado and Aliante. These communities have set the standard for future developments. A new master planned community by Park Highlands is planned for the City's northern edge.

Current Land Use Approximately 43% of the land in North Las Vegas is developed. The largest percentage of land is zoned Open Land, which is typically a holding zone that has the potential to allow for a wide range of development in the future.

Public/ Semi-Public 2.9% Planned Unit Development 10.6%

Single Family Residential 18.9%

Commercial 4.2%

Open Land 31.2%

Economic Indicators Southern Nevada's economy is anticipated to continue to strengthen through 2016. The following economic indicators for the City of North Las Vegas and the metropolitan Las Vegas area are based on statistics available primarily from 1) the University of Nevada Las Vegas Center for Business and Economic Research for calendar year 2016, 2) the 2016 Las Vegas Perspective, 3) the Nevada Department of Taxation, 4) the Nevada Gaming Control Board, 5) and the Las Vegas Convention and Visitors Authority.

Multi Family Residential 3.2%

Mixed Use Development 0.5%

Industrial 28.5%

Future Land Use

Employment The employment picture has continued to improve over the course of the prior twelve months. The state’s unemployment rate dipped to 5.9% in March, down from 6.8% in March 2015. The month of March was the 44th consecutive month in which the state’s annual job growth outpaced the nation and the 63rd straight month of positive job gains. Construction was the leading industry for growth, adding 11.9% to the work force, followed by education and health services at 5.3%, professional business services at 3.8%, and retail at 3.3%. Nevada’s initial claims for unemployment insurance fell in March to a pre-recession low of 12,343.

This chart shows the City's future land use at build out. The greatest percentage of land has been designated for Industrial use. Over the past four years, the City has annexed approximately 18 square-miles of industrial land at the northeastern part of the city. Public/ Semi-Public Downtown Master Planned 4.0% Community 11.3% 11.2% Open Space Commercial 5.4% 2.6% Mixed Use Single Family 9.1% Low Density 15.0% Single Family Medium Density 6.1%

Source: Las Vegas Review Journal

Multi-Family 1.6%

Industrial 33.7%

Source: City of North Las Vegas Community Services & Development Department; percentages calculated from the City's current Zoning Map. Most Planned Unit Developments are medium density residential or commercial.

ADOPTED BUDGET FISCAL YEAR 2016-17

CITY OF NORTH LAS VEGAS

This continues a positive trend and compares favorably to one year ago when 65.4% sold within 60 days.

Housing Prices The Las Vegas real estate market is in the best shape it has been in a decade and is well posi- tioned to continue the housing recovery going forward. Due to improving employment, rising incomes, and a 2.2% population growth in 2015, there has been a decreasing number of distressed properties. Distressed properties have been reduced from 135,000 during the peak of the recession to about 35,000. As a result, the median resale price of a home has been stable at approximately $220,000, up an average of 3.8% from $212,568 a year ago. With less than a three month supply of homes available for sale in April 2016, 70.8% of all local existing homes sold within 60 days of being placed on the market.

Source: Greater Las Vegas Association of Realtors, Las Vegas Review Journal

Retail Clark County's taxable sales were $19.7 billion in the first half of fiscal 2016, an increase of 5.7% over the same period in fiscal 2015. Sales taxes are a component of six revenue sources deposited in the "local government tax distribution fund" and then distributed by the County subject to statutory formula.

Taxable Sales 1/ Fiscal Year Ended June 30 2006

Clark County Total 35,745,051,299

2007

36,262,388,158

1.5%

49,427,707,106

2008

35,930,373,796

-0.9%

48,196,848,945

2009

31,378,241,926

-12.7%

42,086,614,338

2010

27,969,288,365

-10.9%

37,772,066,777

2011

29,046,719,719

3.9%

39,935,010,577

2012

31,080,880,557

7.0%

42,954,750,131

2013

32,566,664,630

4.8%

45,203,408,413

2014

35,040,891,695

7.6%

47,440,345,167

2015

37,497,073,742

7.0%

50,347,535,591

July to December 2014

18,678,416,208

25,245,646,467

July to December 2015

19,738,318,159

5.7%

26,604,170,071

Percent Change

State Total

9.6%

48,581,095,724

1/ - Subject to revision

Source: State of Nevada - Department of Taxation

Lincoln Elementary groundbreaking ceremony

ADOPTED BUDGET FISCAL YEAR 2016-17

Percent Change 9.9% 1.7% -2.5% -12.7% -10.3% 5.7% 7.6% 5.2% 4.9% 6.1% - 5.4%

Tourism & Gaming

CITY OF NORTH

LAS VEGAS Las Vegas Visitor Volume

The tourism industry has shown a slow but steady upward trend since the Great Recession, recovering 97.1% of its loss according to the Clark County Tourism Index. Tourism is forecasted to surpass its previous peak in the not too distant future. Airport traffic has begun to grow at a significant pace with a March year over year increase of 5.4%. Gaming revenue as of year end 2015 has increased 8.9% since its low in 2009. With encouraging data coming from tourism and local airport traffic, it is anticipated that gaming revenue will continue to see a slow and steady increase.

(in thousands)

Calendar Years 2003-2015

35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 45,000 40,000

Actual

Construction Trends

(in millions)

Ye a r 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 *Projected

Calendar Years 2003-2015

12,000

10,000

8,000

6,000

Through May, we have seen a substantial increase in single-family home permits. The commercial sector is seeing a slight drop as expected, given the remarkable number of permits in 2015. Total Building % Permits Difference 13,867 16,262 17.3% 14,049 -13.6% 11,085 -21.1% 7,854 -29.1% 6,076 -22.6% 6,196 2.0% 6,732 8.7% 5,494 -18.4% 6,003 9.3% 6,246 4.0% 9,351 49.7% 6,247 -33.2%

Clark County Gross Gaming Revenues

Construction permit activity through mid-May 2016 has shown a promising trend for the year. Although the total number of permits is trending below last year, overall project valuation is on par with last year's impressive mark. The significant drop in total number of permits is due to the recently passed ruling on residential rooftop solar energy.

Building Permits

03 04 05 06 07 08 09 10 11 12 13 14 15

Year

Sources: University of Nevada Las Vegas, Center for Business and Economic Research; Las Vegas Convention and Visitor Authority; Nevada Gaming Control Board; Nevada Department of Taxation

4,000

2,000 0

Commercial Industrial % Permits Difference 470 616 31.1% 783 27.1% 820 4.7% 530 -35.4% 393 -25.8% 332 -15.5% 329 -0.9% 285 -13.4% 330 15.8% 343 3.9% 361 5.2% 354 -1.9%

03 04 05 06 07 08 09 10 11 12 13 14 15

Year

Actual

Building Permit History

14,000 12,000 10,000 8,000 6,000 4,000 2,000 0 18,000 16,000

Actual Projected

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Year

CITY OF NORTH LAS VEGAS

Economic Development

The City of North Las Vegas is proud of its long- standing tradition of maintaining a business- friendly atmosphere. Despite difficult economic conditions nationwide, North Las Vegas is paving the way to become a premier site for green sustainable industries and high-tech businesses. The City also fosters a positive environment for new small businesses and entrepreneurial endeavors. The City continues to see growth among home-based businesses and independent startups.

North Las Vegas has a wealth of resources for existing and prospective businesses, including strong community partnerships with agencies such as the North Las Vegas Chamber of Commerce and the Las Vegas Global Economic Alliance.

North Las Vegas also boasts proximity to major transportation corridors, railways and two airports. This gives North Las Vegas businesses easy access to large and growing markets across the Western United States, including California, Arizona and Utah. Its master-planned communities, including Eldorado and Aliante, provide a variety of quality homes and amenities that allow people to live com- fortably and conveniently near where they work.

Labor and Workforce Traditionally, manufacturing and warehouse distribution companies have dominated the local market. However, high-tech businesses, including leaders in solar and green technology, and custom manufacturing facilities are moving to North Las Vegas in greater numbers. New power centers and neighborhood shopping centers present commercial services jobs, while the nearby Nellis Air Force Base, casinos and hotels continue to offer excellent career opportunities.

trial Park is one of the most important areas in the region with the largest parcels of contiguous land available. The NorthGate Industrial Park with immediate access to I-15 via Lam Blvd Interchange will offer 2 million sq ft of industrial space with 32â&#x20AC;&#x2122; minimum clear height, rear loading configura- tions and itâ&#x20AC;&#x2122;s attracting the likes of fortune 500 companies. The Golden Triangle Industrial Park, near Losee and Craig road, offers existing warehouse and distribution facilities, including office space, docks, and easy access to transportation corridors. The North Beltway Industrial Park, near the 215 Beltway and Tropical is also a new area of development opening up approximately 900 acres with great Interstate access. Most industrial park areas are within easy access to Interstate 15, and some offer rail access. The City continues to attract new business, and work with existing businesses on expansion. Apex Industrial Park - Situated along the Inter- state 15 corridor, just 25 minutes from McCarran International Airport, and within 5 hours from the Ports of Los Angeles and Long Beach, APEX has the potential to become one of the predominant industrial developments in the western United States. Located just minutes north of downtown Las Ve- gas, Apex offers access to municipal ground water, high pressure gas, and an abundance of power sup- plied by five power generation stations. With over 7,000 acres available and 2 major anchors already established, Apex Industrial Park is primed to lead North Las Vegas' Industrial expansion well into the future.

Transformation Happens Here New Growth and Development North Las Vegas prides itself in nurturing existing companies, while working with regional partners on incentives for new companies. The City has several industrial parks, ranging in size from 80 to 7,000 acres. Among them, The Apex Indus-

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Faraday Future - Faraday Future is a user- centric, advanced mobility company. Their global team leverages the talents of leading thinkers and passionate creators from the technology and auto motive industries to bring premium, intuitive, and seamlessly connected electric vehicles to people worldwide. A ceremonial ground breaking was held at the Apex Industrial Park in North Las Vegas in April 2016 for a massive $1.0 Billion, 3 million square foot electric car manufacturing facility. The facility will be highly connected, futuristic looking and environmentally conscious in producing its premium electric vehicles within a two year time frame. It is anticipated the auto plant will have a positive economic ripple effect throughout the region by attracting other companies to the area. Faraday itself is expected to employ 4,500 people over a 10 year period with the creation of another 9,000 indirect jobs. Sources: Faraday Future website; Las Vegas Review Journal.

Apex Industrial Park. A two mile full scale test track will be constructed along with plans for a 20,000 square foot test facility. Hyperloop estimates the project will support 214 jobs over a ten year period along with another 22 construction related jobs over that time period. Source: Las Vegas Review Journal

Cracker Barrel - Founded in Tennessee in 1969, Cracker Barrel Old Country Store has become one of the most successful restaurant franchises in the nation. Set to open this summer, the restauarant will boast over 9,000 square feet, seat 180 customers and employ about 175 workers.

Faraday Future Factory Rendering

Faraday Future FFZERO1 Concept Car

Hyperloop Technologies - Hyperloop is an environmentally friendly transport system that can be built above, below, or at ground level and underwa- ter. The system would have the ability to transport both freight and passengers at speeds greater than 600 mph through high pressure tubes. Hyperloop announced plans to be the second transportation

BUSINESS LICENSING The Cityâ&#x20AC;&#x2122;s Business License Division is a great resource for entrepreneurs and established businesses who wish to operate in North Las Vegas. Business License specialists field inquiries for and about existing businesses and assist applicants in obtaining and renewing business licenses. Complaints regarding businesses operating in the City are received and investigated by the Business License Division. The Business License Division recently launched a regional business license initiative to develop a multi-jurisdictional license. This initiative, which

oriented company planning to build facilities at the

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CITY OF NORTH LAS VEGAS

is limited to contractors, allows businesses who provide services to regional clients to operate with a single license from their primary jurisdiction. This license identifies the additional jurisdictions in which the contractor operates, and allows the primary jurisdiction to collect license fees on their behalf. The jurisdictions participating in this regional effort are North Las Vegas, Henderson, Las Vegas and unincorporated Clark County. This system saves businesses time and money, while reducing the City’s administrative costs.

14,000 12,000 10,000 8,000 6,000 4,000 2,000 0

Business License History

16,000

Year

Actual Projected

BroadAcres Marketplace & Events Center - After completing a comprehensive property renovation, including additional nearby acquisitions and improvements totaling more than $4 million, Broadacres continued with the completion of a live-entertainment complex. The complex, on Las Vegas Boulevard North, included a full-scale sound stage, a conference facility and a comple- mentary food and beverage center. Fiesta Plaza - Agora Realty’s purchase of the 23- acre shopping center located on Lake Mead Bou- levard between Civic Center Drive and McDaniel Street, is making significant investment downtown -anchored by Conn’s Home Plus Store. Agora has made major improvements in the past 12 months transforming this shopping plaza into a commercial hub for downtown residents by bringing in national retailers to anchor the center. The group plans to add a children’s park and finish the center with multiple shops featuring food, crafts and artisans.

18,000

grams and projects targeting the revitalization of the City's downtown commercial and residential neighborhoods.

Redevelopment Development The North Las Vegas Redevelopment Agency is a governmental organization that was created in November 1990 by the City of North Las Vegas to help improve the quality of life for all who live, work, and play within the Downtown Redevelop- ment Area. The agency supports the revitalization of under used properties and encourages the creation of new commercial and retail redevelopment opportunities. The agency has supported the development of new senior/affordable housing, strengthening of older downtown residential neighborhoods and has provided financing for improvements to public facilities and infrastructure.

Redevelopment Medical District The North Las Vegas Redevelopment District is focused on attracting companies and services from the medical industry to downtown North Las Vegas’ burgeoning medical district. Several companies already have chosen to bring their practice or company to downtown North Las Vegas, including the following recent arrivals:

North Vista Hospital - North Vista Hospital is a 177 bed, state-of-the-art hospital located in the heart of North Las Vegas’s downtown redevelopment area. North Vista offers comprehensive healthcare services, including emergency care, The Redevelopment Agency Board consists of heart care, advanced surgical procedures, diagnos- members of the North Las Vegas City Council and tic imaging and help for a broad range of medical the City Manager serves as executive director. A conditions. North Vista has invested more than primary goal of the Redevelopment Agency Board half million dollars in exterior façade improve- is to help revitalize the economy in mature neigh- ments and they continue to look at expansion plans borhoods throughout the City. Through a carefully that include the former police building they pur- balanced series of investments and initiatives, the chased from the city in 2014. Redevelopment Agency supports numerous pro-

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Major Employers in the City of North Las Vegas (More than 100 Employees) Company Clark County School District* Nellis Air Force Base** College Of Southern Nevada* Marmaxx Distribution Center City Of North Las Vegas Unistaff LLC Aliante Station Hotel & Casino Cannery Hotel Casino, The Republic Silver State Disposal Texas Station Gambling Hall & Republic Silver State Disposal North Vista Hospital National Security Technologies Bed Bath & Beyond Veolia Transportation Svcs Inc Brady Linen Services Wal-Mart Supercenter Exel Vision Drywall & Paint LLC Amazon.Com.Kydc LLC Brady Linen Services LLC Fiesta Casino Hotel Smith'S Manpower, Inc. Medicwest Ambulance Inc Us Foodservice Inc Jerrys Nugget Inc Desert Plastering LLC Hirschi Masonry LLC C Martin Company Inc Valleycrest Landscape Maint Dotty's C Martin Company Inc Staffmark Las Vegas Chrysalis Clearwater Paper Corporation Renu Oil Of America Aggregate Industries Acosta Sales & Marketing Pli Holdings Inc T&R Construction Group Rolling Frito-Lay Sales Power House Plastering Inc Wirtz Beverage Nevada Lucky Club Casino And Hotel Las Vegas Athletic Club Fedex Arcata Associates, Inc. Department Of Motor Vehicles

Description Education K-12 U.S. Air Force Junior Colleges General Warehousing and Storage Municipal Government Temporary Help Services Casino Hotels Casino Hotels Solid Waste Collection Casino Hotels Warehouse Clubs and Supercenters General Medical & Surgical Hospitals Research and Development General Warehousing and Storage Bus/Other Motor Vehicle Transit Systems Drycleaning and Laundry Services Warehouse Clubs and Supercenters General Warehousing and Storage Residential Drywall Contractors General Warehousing and Storage Industrial Launderers Casino Hotels Supermarkets and Other Grocery Stores Temporary Help Services Ambulance Services General Line Grocery Merchant Casinos (Non Hotel) Residential Masonry Contractors Residential Masonry Contractors Home Centers Landscaping Services Managing Offices Facilities Support Services Temporary Help Services Residental Mental & Substance Abuse Care Sanitary Paper Product Manufacturing Materials Recovery Facilities Highway, Street, and Bridge Construction All Other Support Services Commercial Gravure Printing Residential Drywall Contractors Confectionery Merchant Wholesalers Residential Masonry Contractors Wine and Spirit Merchant Wholesalers Casino Hotels Fitness and Recreational Sports Centers Couriers Engineering Services Transportation Program Administration

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Employees 35,000-39,999 30,000-39,999 2,000-2,499 1,000-1,499 1,000-1,499 1,000-1,499 900-999 800-899 700-799 700-799 600-699 600-699 600-699 500-599 500-599 500-599 400-499 400-499 400-499 400-499 400-499 400-499 300-399 300-399 300-399 300-399 300-399 300-399 300-399 200-299 200-299 200-299 200-299 200-299 200-299 200-299 200-299 200-299 200-299 200-299 200-299 200-299 200-299 200-299 100-199 100-199 100-199 100-199 100-199

CITY OF NORTH LAS VEGAS

Major Employers in the City of North Las Vegas (More than 100 Employees) cont. Company USPS Nor-Meadow Mesa Lhoist North America Of Arizona Inc La Bonita Grocery Store G & K Services Cintas Corp No 3 Petro Stopping Center Roush Management LLC Spacecraft Components Corp Knight Transportation College Park Rehab Center Pridestaff Inc Gold's Gym Cdw Logistics Inc Silver State Materials Llc Marianas Supermarket American Bottling Company, The Buffalo Wild Wings Grill & Bar Integrity Commercial Cleaning Teg Staffing Inc Ryans Express Silver Nugget Cole Kepro International Llc Leadpoint Business Services Tommy Hilfiger Retail Solarcity Lowe S Home Centers Llc Poker Palace Inc Western Casework Corp Wirtz Beverage Nevada Beer Inc Bighorn Casino Shadow Creek Golf Course Republic Electric Sun State Components Of NV Inc Labor Ready Inc Bigelow Aerospace LLC Mission Pines Nursing & Rehab Quality Towing Superior Linen Broadacres Swap Meet SGPS Showrig Inc Desert Concrete LLC Las Vegas 51s Decton Southwest Inc Staffing Network

Description Postal Service Lime Manufacturing Supermarkets and Other Grocery Stores Linen Supply Industrial Launderers Other Gasoline Stations Testing Laboratories Electronic Connector Manufacturing General Freight Trucking, Long-Dist LTL Nursing Care Facilities Temporary Help Services Fitness and Recreational Sports Centers General Warehousing and Storage Ready-Mix Concrete Manufacturing Supermarkets and Other Grocery Stores Other Grocery Product Merchant Full-Service Restaurants Janatorial Services Temporary Help Services All Other Ground Passenger Transport Casinos (Non Hotel) Misc. Manufacturing Materials Recovery Facilities Family Clothing Stores Residential Electrical Contractors Home Centers Casinos (Non Hotel) Wood Kitchen Cabinets and Countertops Beer and Ale Merchant Wholesalers Casinos (Non Hotel) Golf Courses and Country Clubs Residential Electrical Contractors Truss Manufacturing Temporary Help Services Guided Missiles and Space Vehicles Continuing Care Retirement Communities Motor Vehicle Towing Linen Supply Lessors of Other Real Estate Property Independent Artists, Writers, and Performers Residential Poured Foundation Contractor Sports Teams and Clubs Temporary Help Services Temporary Help Services

Source: Nevada Department of Employment, Training Rehabilitation (DETER), Research and Analysis Bureau Qtr 1 2016.

*Employers who hire workers and serve clientele regionally

**Source: Nellis AFB website

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Employees 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199 100-199

CITY OF NORTH LAS VEGAS

ABOUT THE BUDGET AND THE BUDGET PROCESS The fiscal 2017 Budget is presented as a policy document, an operations guide, a financial plan, and a communications device. This document will be submitted to the Government Finance Officers Association (GFOA) for review and consideration of the Distinguished Budget Award. GFOA presented the City of North Las Vegas with the Distinguished Budget Award for its fiscal 2016 Budget last year, its tenth award from GFOA.

addresses areas that may not be traditional budget document topics. These include current and future debt management, staffing levels, long-range planning, capital spending plans, and the tax base and its relationship to the provision of services.

3. A Link With the General Public The budget provides a unique opportunity to allow and encourage public review of City operations. The budget describes the activities of the City, the reason or cause for those activities, future implica- tions, and the direct relationship to the citizenry.

What?

The budget provides four functions:

1. A Policy Document

The budget functions as a policy document in that the decisions made within the budget will "reflect the general principles or plans that guide the actions taken for the future." As a policy document, the budget makes specific attempts to link desired goals and policy direction to the actual day-to-day activities of the City staff.

2. An Operational Tool

The budget of the City reflects its operation. Activities of each City function and organization have been planned, formalized, and described in the following sections. This process will help to maintain an understanding of the various operations of the City and how they relate to each other, and to the attainment of the policy issues and goals of the City Council. In this effort, the budget

A Legally Required Financial Planning Tool Traditionally a financial planning tool, the budget is also a State law requirement of all cities as stated in Nevada Revised Statutes (NRS) 354.598. The budget must be adopted as a balanced budget and must be in place prior to the expenditure of any City funds. The budget is the legal authority to expend public monies and controls those expenditures by limiting the amount of the appropriation at either the fund or department level. The revenues of the City are estimated, along with available cash reserves, to indicate funds available. The staff requests for appropriations comprise the disbursement side of the budget.

The City of North Las Vegas Municipal Airport

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CITY OF NORTH LAS VEGAS

How Does the Budget Compare to the Annual Report? The City prepares an annual financial report in conformance with generally accepted accounting principles (GAAP). The budget is prepared using the same basis of accounting. The Governmental Fund types are budgeted on a modified accrual basis and can be directly compared to the operating statements in the City's annual report. The Proprietary Fund types are budgeted on a full accrual basis and depicted in the annual report using a full accrual basis.

Why?

The budget is a requirement of State law, and as adopted, constitutes the legal authority for expenditures. The City's budget is adopted at the fund level so expenditures may not legally exceed appropriations at that level. The City's budget is generally amended a minimum of once a year. Starting in 2015, the division has included a mid-year augmentation. All appropriations, except operating grants and capital projects, lapse at year-end. Unexpended resources must be re appropriated in the subsequent period.

In addition, the budget process affords both an inter- esting and challenging opportunity to reassess plans, overall goals and the means for accomplishing them.

It is through this effort that the budget is the single most important policy document produced each year. Much effort is expended to ensure the budget plan will achieve the goals and objectives of the City Council.

discussions between the City Manager, the departments, and the City Council about the status of ongoing programs and new goals and objectives for the future. Reporting and Monitoring

The budget and its policies are implemented through the individual departments and the accounting controls of the Finance Department. The budget is monitored by a reporting system consisting of monthly reports available to the department directors and divisional managers. Financial reports are prepared by the Finance Department comparing actual expenditures and revenues with the budget. In these reports, financial data is presented at the same level of detail as the final budget. Financial reports are submitted to the City Council on a quarterly basis. The budget is formally augmented by Council action at year-end. Staff Planning and Preparation

Budget preparation begins in October, with the projection of City reserves, revenues, expenditures, and financial capacity. It is with this "groundwork" that departmental budget requests are made and subsequently reviewed. One of the key foundations to the City's budget is the City Work Plan. This schedule appears on the following pages.

Components of the Budget There are three components of the budget: the base budget, capital improvements, and supplemental requests. 1. Base Budget Approach

The base budget consists of budget proposals sufficient to maintain the operation of programs that have been authorized in earlier budgets. Development of the Fiscal 2017 budget used the 2016 budget as a base, requiring departments to identify what was needed based on current levels of service.

How? The Budget Process

Determining Policies and Goals

The Budget process for the City of North Las Vegas is, in some respects, an ongoing year-round activity. The formal budget planning begins in the fall with

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CITY OF NORTH LAS VEGAS

2. Capital Improvements

and citizen review by April 15th of each year in accordance with NRS 354.596. The Council holds a workshop on the tentative budget to examine the budget in detail. The City Council then conducts a preliminary budget hearing before acting formally on the budget. A public hearing is scheduled for the City Council meeting on the third Tuesday in May, with the final budget being adopted by June 1st.

The budget includes capital projects previously authorized by City Council as part of the five-year Capital Improvement Plan (CIP). The budget CIP authorizes a series of projects scheduled for construction in fiscal year 2016. The Council approves specific projects up to the funding approved in the budget. If more funds become available, or third party funding can be arranged, a budget amendment is considered.

Final Budget

The final budget is issued in the same format as the tentative budget, and as this formal published document, but is modified by the City Council. The actual appropriations, implementing, and amending the budget are contained in the budget adopted by the City Council.

The City's capital program is funded primarily by interlocal funds of other governmental agencies, the issuance of general obligation bonds, and federal and state loan and grant programs.

3. Supplemental Requests

Supplemental requests amounted to $9.2 million in the 2017 budget for all funds. Police was approved for $5.4MM mostly relating to Officer funding, the reopening of Detention, increase in vehicle Replacement, overtime increases, and City of Las Vegas inmate housing contract increases. The Utilities Department had $800K in supplemental requests relating to Sensus AMR System replacement and two additional customer service reps. Neighborhood Leisure services had approximately $700K in supplemental, the largest being landscape contract increases. City Clerk had $500K for Elections and CCED reimbursement. $460K was included in additional staffing to the general fund. Public Works had $400K mostly relating to staffing increases. City Attorney had $300K relating to risk management and legal claim tracking software. Community Development and Compliance had $300K mostly relating to staffing increases and paint supply for graffiti removal. The remaining $300K is for the Redevelopment faรงade/beautification program, fire alarm office staff increases, and Human Resources benefits enrollment software.

Amending the Budget The City Manager is authorized to transfer budgeted amounts between departments within any fund. However, any revisions that increase the total appropriations of a fund must be approved by the City Council. The status of the budget is comprehensively reviewed in June and a Resolution and public notice is presented to Council of all adjustments that have occurred through the year, and filed with the Department of Taxation. All requests for amendments are filed with the Finance Director.

Tentative Budget In March, the budget is ready for the City Manager's review. The tentative budget is prepared in the State prescribed format, and is available for City Council

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Budget Calendar FY 2016-17 Budget preparation allows the City the opportunity to reassess goals, objectives, and the means for accomplishing them. The budget document is the method of presenting in financial terms the overall plan for the 2017 fiscal year. The following goals guided the development of the budget and set the direction of activity for the various departments during the upcoming year.

2015

Aug Se p Oct

2016

Nov

De c

Jan

Fe b

Mar

Apr

May

Jun

July

CIP Kickoff/Public Works distributes forms to depts.

Departments review 20172021 projects for timing, scope, costs, and submit new projects.

Budget begins development of FY 2017 Budget

2016-2017 Budget Fiscal Kickoff & distribution of budget procedures CIP Meetings with City Manager

Receive preliminary revenue projections from Dept of Taxation Provide preliminary revenue estimates to City Manager

Revise budgeted revenues as necessary based upon final projections

Departments meet with City Manager /Finance to review proposed budgets

Receive final revenue projections from Dept. of Taxation

Council T Budget Workshop

Tentative Submit Budget

to Dept. of Taxation (APRIL 15)

Public hearing/formal adoption Budget 2017 Budget (MAY 18)

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Submit Adopted Budget to Dept. of Taxation (JUNE 1)

City Council augment/amend FYE June 30, 2016 Budget

CITY OF NORTH LAS VEGAS

Governmental Fund Types

Budget Basis and Financial Structure City's Organizational Units

General Fund - The general fund is the general oper-

The accounts of the City are organized on the basis of funds, each of which is considered a separate accounting entity. The operations of each fund are accounted for with a separate set of self-balancing accounts that comprise its revenues and expenditures, or expenses, as appropriate. Government resources are allocated to and accounted for in these funds based upon the purposes for which they are to be spent and the means by which spending activities are controlled.

ating fund of the City. All general tax revenues and other receipts that are not required either legally or by generally accepted accounting principles (GAAP) to be accounted for in other funds are accounted for in the general fund. Special Revenue Funds - Special revenue funds are

used to account for the proceeds of specific revenue sources (other than major capital projects) that are

Departments are responsible for carrying out a major governmental activity, such as Police or Public Works services. A department is comprised of one or more unique divisions to further define a service delivery, such as the Traffic Operations Division of the Department of Public Works.

Debt Service Funds - Debt service funds are used to

account for the accumulation of resources for, and the payment of, general long-term debt principal, interest, and related costs. The City's budget included two debt service funds. The ad valorem debt service was completed in fiscal year 2015 and therefore reduced to one fund in 2016.

Budgeting by Function Presentation of the operating budget is also structured by functions, which delineate budget expenditures in terms of broad goals and objectives. Major functions include:

(1) (2) (3) (4) (5) (6) (7)

legally restricted to expenditures for specified purposes. The City has many special revenue funds though the largest are the Public Safety Tax Fund and the Street Maintenance, Parks and Fire Stations Fund.

General Government Judicial Public Safety Public Works Culture & Recreation Community Support Debt Service

Capital Projects Funds - Capital projects funds are

used to account for financial resources used for the acquisition or construction of major capital facilities. The City has a number of capital projects, which are summarized and reported by function. Proprietary Fund Types

Functions are prescribed by the Governmental Accounting Standards Board (GASB). Functions may transcend specific fund or departmental boundaries in that a function encompasses all associated activities, regardless of fund or department, directed toward the attainment of a general goal or objective.

Enterprise Funds - Enterprise funds are used to

account for operations that are financed and operated in a manner similar to private business enterprises. The intent of the governing body is that the cost (expenses, including depreciation) of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges. The City's enterprise funds consist of the Water Utility Fund, Wastewater Utility Fund and the Golf Course Fund.

Financial Structure

For accounting purposes, a local government is not treated as a single, integral entity. Rather, a government is viewed as a smaller collection of separate entities known as â&#x20AC;&#x153;fundsâ&#x20AC;?. All funds used by the City of North Las Vegas are classified into one of six fund types. The City appropriates to all funds represented in this budget book. The following are the six fund types used.

Internal Service Funds - Internal service funds are

for the financing of goods or services provided by one department or agency to other departments or agencies of the City, or to other governmental units, on a cost reimbursement basis. There are two internal service funds, the Motor Equipment Fund and the Self Insurance Reserve Fund.

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revenue sources are not considered measurable and available, and are not treated as susceptible to accrual. Expenditures are generally recognized under the modified accrual basis of accounting when the related fund liability is incurred. Exceptions to this general rule include: (1) principal and interest on general long-term debt which is recognized when due; (2) accumulated sick pay and accumulated vacation pay, which are not recorded as expenditures until paid; and (3) certain inventories of supplies which are considered expenditures when purchased.

Measurement Focus Governmental fund types are accounted for on a "spending" or "financial flow" measurement focus. This means that only current assets and current liabilities are generally included on the balance sheets. Accordingly, the reported undesignated fund balances (net current assets) are considered a measure of available, spendable, or appropriable resources. Governmental fund type operating statements present increases (revenues and other financing sources) and decreases (expenditures and other financing uses) in net current assets.

Proprietary and fiduciary fund types are accounted for on an "income determination" measurement focus. Accordingly, all assets and liabilities are included on their balance sheets and the reported fund equity (total reported assets less total reported liabilities) provides an indication of the economic net worth of the fund. Operating statements for proprietary fund types (on an income determination measurement focus) report increases (revenues) and decreases (expenses) in total economic net worth.

Basis of Accounting and Measurement Focus The City of North Las Vegas develops the revenue and expenditure/expense estimates contained in the annual budget in accordance with GAAP. Enterprise fund budgets are prepared in conformance with GAAP, except that capital outlay expenses are budgeted for interim management purposes and subsequently recorded as fixed assets at year-end. Depreciation expense is budgeted. Because the revenue and expenditure/expense estimates are based on GAAP, it is important for the reader to have an understanding of accounting principles as they relate to these estimates. The following is a brief overview of the measurement focus and basis of accounting.

All Proprietary Funds use the accrual basis of accounting. Revenues are recognized when earned and expenses are recognized when incurred. Fiduciary Funds are accounted for on the modified accrual basis.

Relationship between Budget and Accounting During the year, the accounting system is maintained on the same basis as the adopted budget. This enables departmental budgets to be easily monitored monthly via accounting system reports. Accounting adjustments are made at fiscal year end to conform to GAAP. The major differences between this adopted budget and GAAP for governmental fund types are: (a) encumbrances are recorded as the equivalent of expenditures (budget) as opposed to a reservation of fund balance (GAAP); (b) certain revenues and expenditures, (e.g. compensated absences) not recognized for budgetary purposes are accrued (GAAP). Enterprise Fund differences include:

(a) encumbrances are recorded as the equivalent of expenditures (budget) as opposed to a reservation of fund balance (GAAP); (b) certain items, e.g., principal expense and capital outlay are recorded as expenditures for budgetary purposes as opposed to adjustments of the appropriate balance sheet accounts (GAAP); (c) depreciation is recorded as an expense (GAAP) at year-end.

All governmental fund types are accounted for using the modified accrual basis of accounting. Under the modified accrual basis, revenues are recognized when they become measurable and available as net current assets. Primary revenues, including property taxes, special assessments, intergovernmental revenues and charges for services, are treated as susceptible to accrual under the modified accrual basis. Other

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FINANCIAL MANAGEMENT POLICIES

The Finance Department developed the following financial policies to help City Council and management view their approach to financial management from an overall, long-range vantage point.

well managed financially and maintained in sound fiscal condition. • To adhere to the highest accounting and management policies as set by the Government Finance Officers' Association, the Governmental Accounting Standards Board, and other professional standards for financial reporting and budgeting.

Unlike private entities, there are no "bottom line" profit figures that assess the financial performance of the City, nor are there any authoritative standards by which City officials can judge themselves. Instead, City Council and management work together to set goals and objectives that measure the performance and effectiveness of municipal programs and services.

Operating Management Policies Long-Term Financial Health - All departments will

participate in the responsibility of meeting policy goals and ensuring long-term financial health. Future service plans and program initiatives will be developed to reflect current policy directives, projected resources, and future service requirements.

Financial policies can be used to establish similar goals and targets for the City's financial operations, so that the City Council and City officials can monitor how well the City is performing. Formal financial policies provide for a consistent approach to fiscal strategies and set forth guidelines to measure financial performance and future budgetary programs.

Forecasts - Revenue and expenditure forecasts will

be prepared to examine the City's ability to absorb operating costs due to changes in the economy, service demands, and capital improvements. The forecast will be updated semi-annually, focus on a three-year horizon, but include a seven year outlook.

The following pages contain policy frameworks in the following areas: (1) (2) (3) (4) (5) (6) (7) (8)

Alternatives to Current Service Delivery -

General Financial Goals Operating Management Revenues Budget and Expenditures Capital Management Debt Management Reserves Financial Reporting

General Financial Goals • To ensure delivery of an adequate level of municipal services by assuring reliance on ongoing resources and by maintaining an adequate financial base.

• To ensure that the City is in a position to respond to changes in the economy or new service requirements without an undue amount of financial stress.

• To maintain a good credit rating in the financial community and assure taxpayers that the City is

Alternative means of service delivery will be evaluated to ensure that quality services are provided to our citizens at the most competitive and economical cost. Departments, in cooperation with the City Manager, will identify all activities that could be provided by another source and review options/alternatives to current service delivery. The review of service delivery alternatives and the need for the service will be performed annually or on an "opportunity" basis. Cash and Investments - Cash and Investment

programs will be maintained in accordance with the City Charter and the adopted investment policy to ensure that proper controls and safeguards are maintained. City funds will be managed in a prudent and diligent manner with an emphasis on safety of principal, liquidity, and financial return on principal in that order.

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CITY OF NORTH LAS VEGAS

Revenue Policies

Dedication of Revenues - Revenues will not be dedi-

Operating Budget and Expenditure Policies Balanced Budget - The operating budget must be

cated for specific purposes unless required by law or generally accepted accounting practices (GAAP). All non-restricted revenues will be deposited in the General Fund and appropriated by the budget process.

balanced with current revenues, which may include beginning balances less required reserves as established by City Council. (See current funding basis below)

Financial Stability - Current revenues will fund current

Budget Augmentations - The budget process is

expenditures and a diversified and stable revenue system will be developed to protect programs from short-term fluctuations in any single revenue source.

intended to weigh all competing requests for City resources, within expected fiscal constraints. Requests for new, ongoing programs made outside the budget process will be discouraged.

Utility and Golf User Fees - Enterprise (Water,

Wastewater, and Golf Course) user fees and charges will be examined on a cyclical basis to ensure that they recover all direct and indirect costs of service and any changes will be approved by the City Council. Any unfavorable balances in cost recovery will be high- lighted in budget documents. Rate adjustments for enterprise operations will be based on two to three-year fund plans.

Non-Enterprise Charges for Services - All non-

enterprise user fees and charges will be examined on a cyclical basis to determine the direct and indirect cost of service recovery rate. The acceptable recovery rate and any associated changes to user fees and charges will be approved by the City Council.

Grants - Grant funding will be considered to leverage

City funds. Inconsistent and/or fluctuating grants should not be used to fund ongoing programs. Programs financed with grant monies will be budgeted in separate cost centers and the service program will be adjusted to reflect the level of available funding. In the event of reduced grant funding, City resources will be substituted only after all program priorities and alternatives are considered during the budget process.

Credit and Collections - The City will follow

an aggressive and consistent policy of collecting revenues to the limit of our ability. The collection policy goal will be for all adjusted uncollectible accounts to be no more than 0.5% of the total City revenue being adjusted for bad debts annually.

Appropriations requested after the original budget is adopted will be approved only after consideration of the elasticity of revenues. Such appropriations will be approved by the City Manager. Budget Development - Budget development will

use strategic multi-year fiscal planning, conservative revenue forecasts, and modified zero-base expenditure analysis that requires every program to be justified annually in terms of meeting intended objectives. The process will include a diligent review of programs by staff, management, and City Council. Addition of personnel will only be requested to meet program initiatives and policy directives. After service needs have been thoroughly examined and it is determined that additional staffing will result in increased revenue, enhanced operating efficiencies, or service levels to the extent feasible. Personnel cost reductions will be achieved through attrition. Current Funding Basis - Current operating expen-

ditures will be paid from current revenues and fund

balance carried forward from the prior year after reserve requirements are met. The City will avoid budgetary and accounting practices that balance the current budget at the expense of future budgets. Maintenance and Replacement Funding - A multi-

year maintenance and replacement schedule will be developed and updated based on the City's projections of its future replacement and maintenance needs. The operating budget will provide for adequate maintenance and future replacement of the City's capital, plant, and equipment.

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Debt Capacity - An analysis showing how the new

Capital Management Policies

issue combined with current debt impacts the City's debt capacity and conformance with City debt policies will accompany every future bond issue proposal.

Capital Improvement Plan Development - A five-

year Capital Improvement Plan (CIP) will be developed and updated annually, including anticipated funding sources. Capital improvement projects are defined as infrastructure or equipment purchases or

General Obligation Debt - General Obligation Debt,

which is supported by property tax revenues and

construction that results in a capitalized asset costing more than $25,000 and having a useful life (depreciable life) of two years or more.

grows in proportion to the City's assessed valuation and/or property tax rate increases, will be utilized as authorized by voters. Other types of debt may also be utilized when they are supported by dedicated revenue sources (e.g., fees and user charges).

The CIP will include, in addition to current operating maintenance expenditures, adequate funding to support repair and replacement of deteriorating infrastructure and avoidance of a significant unfunded liability.

General Obligation Debt issuances will be managed on an annual basis to match funds to Capital Improvement Plan cash flow requirements while being sensitive to the property tax burden on citizens.

Proposed capital projects will be reviewed and prioritized by a cross-departmental team regarding accurate cost (design, capital, and operating) and overall consistency with the City's goals and objectives. Financing sources will then be identified for the highest-ranking projects.

Local Improvement District (LID) Bonds - It is

Future operating, maintenance, and replacement costs associated with new capital improvements will be forecasted, matched to available revenue sources, and included in the Operating Budget. Capital project contract awards will include a fiscal impact statement disclosing the expected operating impact of the project and when such cost is expected to occur.

Pay-as-you-go Capital Improvement Plan financing should account for a minimum of 25% of all capital improvement projects for each five-year planning period. Pay-as-you-go financing is defined as all sources of revenue other than City debt issuance, i.e., fund balance contributions, developer contributions, grants, endowments, etc.

intended that LID bonds will be primarily issued for neighborhoods desiring improvements to their property such as roads, water lines, sewer lines, streetlights, and drainage. LID bonds will be utilized only when it is expected that they will be issued for their full term. Interest on Bond Proceeds - Bond interest earn-

ings will be limited to funding changes to the bond financed Capital Improvement Plan, as approved by City Council, or be applied to debt service payment on the bonds issued for construction. Debt Coverage Ratios - Utility rates will be set, as

a minimum, to ensure the ratio of revenue to debt service meets bond ordinance requirements. The City's goal will be to maintain a minimum ratio of utility revenue to debt service of 2.0 or greater, to

ensure debt coverage in times of revenue fluctuations attributable to weather or other causes, and to ensure a balanced pay-as-you-go Capital Improvement Plan.

Debt Management Policies Improved Bond Ratings - The City will seek to

maintain and, if possible, improve its current bond rating in order to minimize borrowing costs and preserve access to credit.

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CITY OF NORTH LAS VEGAS

Reserve Policies

Financial Reporting Policies

Undesignated and Designated Fund Balance -

Accounting and Reporting Methods - The City's

accounting and financial reporting systems will be maintained in conformance with all state and federal laws, generally accepted accounting principles (GAAP) and standards of the Governmental Accounting Standards Board (GASB) and the Government Finance Officers Association (GFOA).

All fund designations and reserves will be evaluated annually for long-term adequacy and use requirements in conjunction with development of the City's five- year forecast.

General Fund Undesignated Fund Balance - With

Council adoption of the 2017 budget, fund balance was maintained at 8.6%, with plans to restore to an 18% level when revenue growth permits.

Comprehensive Annual Financial Report (CAFR) -

General Fund Reserves of 18.0% of annual General Fund operating expenditures will be maintained for unforeseen emergencies or catastrophic impacts to the City. Reserve funds in excess of 18.0% may be used for non-recurring emergency capital expenditures or dedicated to the Capital Improvement Plan. The following criteria must be met to qualify any portion of the General Fund surplus for these purposes:

â&#x20AC;˘ There are surplus balances remaining after all reserves and fund allocations are made.

The City's CAFR will be submitted to the GFOA Certification of Achievement for Excellence in Financial Reporting Program. The CAFR, for the fiscal year ending June 30, 2015, was awarded the certificate for the 35th consecutive year. The financial report should be in conformity with GAAP, demonstrate compliance with finance related legal and contractual provisions, disclose thoroughness and detail sufficiency, and minimize ambiguities and potentials for misleading inference. The audit opinion will be included with the City's CAFR. Distinguished Budget Awards Program - The City

was honored in receiving the GFOA Distinguished Budget Award for the tenth year for its Fiscal Year 2016 submission. The budget should satisfy criteria as a financial and programmatic policy document, a comprehensive financial plan, an operations guide for all organizational units and a communications device for all significant budgetary issues, trends, and resource choices. The City will submit the FY 2017 Budget Document for consideration.

â&#x20AC;˘ An analysis has occurred assuring that the City has an adequate level of short and long-term resources to support the proposed use of surplus balances.

â&#x20AC;˘ The funds are specifically appropriated by the City Council.

Utility Reserves - Water and Wastewater

Replacement Reserve will be maintained to ensure adequate funding for infrastructure deterioration repair. A minimum requirement of 2% of all tangible assets of the system will be maintained per bond ordinance requirements.

Internal Controls - Financial systems will maintain

internal controls to monitor revenues, expenditures, and program performance on an ongoing basis.

Water and Wastewater Unrestricted Fund Balance goal will be 25% of annual expenditure requirements for unforeseen emergencies or catastrophic impacts to the City's water and wastewater enterprise operations.

Self-Insurance Reserves - Self-Insurance Reserves

will be maintained at a level, which, together with purchased insurance policies, will adequately indem- nify the City's property, liability, workers compensation risk, and compensated absences liability. A qualified actuarial firm shall be retained on an annual basis in order to recommend appropriate funding levels, which will be approved by Council.

Fiscal Monitoring - Monthly financial reports will

present actual expenditures vs. budget on a monthly and cumulative basis. Major revenue sources will be monitored on a monthly basis, noting the status of each revenue source as compared to budget. A quarterly report will be presented to city management - indicating the status of actual revenues and expenditures as compared to the budget on a quarterly and cumulative basis, and will note any actions necessary to maintain the City's financial position.

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CITY OF NORTH LAS VEGAS

DEBT MANAGEMENT Issuance of Debt

statutory and constitutional limits, is necessary to retire the debt. The City has the following two types of general obligation bonds outstanding as of June 30, 2017:

Municipal bonds are issued to raise funds for the purpose of financing the infrastructure needs of the issuing municipality. These needs vary greatly, but can include streets and highways, water and wastewater systems and various public facilities. While issuance of debt is frequently an appropriate method of financing capital projects, it entails careful monitoring of such issuances to ensure that an erosion of the municipality's credit quality does not result.

â&#x20AC;˘ â&#x20AC;˘

General Obligation Revenue Bonds General Obligation Medium-Term Bonds

Any year in which the total property taxes levied within the City by all applicable taxing units exceed such property tax limitations, the reductions to be made by those units must be in property taxes levied for purposes other than the payment of their bonded indebtedness, including interest on such indebtedness.

Various types of securities are used to issue debt. Features of a security include its purpose (the construction and/or improvement of public or private projects), length of financing (short-term, medium-term and long-term), and the source of funds secured for repayment of the debt (property taxes, a specific stream of future income, or from all legally available funds of the municipality).

Nevada statutes provide that no act concerning the City's bonds or their security may be repealed, amended, or modified in such a manner as to impair adversely the bonds or their security until all of the bonds have been discharged in full or provision for their repayment and redemption has been fully made.

General Obligation Bonds General obligation bonds are backed by the full faith, credit and taxing power of the issuing jurisdiction. A municipality, for example, pledges unconditionally to pay the interest and principal on the debt as it comes due. This implies that all unrestricted public revenues will be used to meet the debt service requirements, including whatever level of property tax, subject to the jurisdiction's

The City does not currently have authorization from its electorate to issue more general obligation bonds to be paid from ad valorem taxes. However, the City reserves the privilege of issuing bonds or other securities at any time legal requirements are satisfied.

Council unveiling of the City of North Las Vegas official flag

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CITY OF NORTH LAS VEGAS

As indicated previously, the City has general obligation revenue bonds outstanding. The City has four outstanding bond issues in which not only are these bonds secured by the full faith, credit and taxing power of the City, but are additionally secured by pledged consolidated tax revenues for the repayment of this debt. The following table sets forth the City's outstanding bonds as of June 30, 2017, that are supported by consolidated tax revenues:

General Obligation Indebtedness Secured by Consolidated Tax Revenue (CTX) Issue

Judicial/Public Safety Facility Bonds City Hall Facility Bonds Judicial/Public Safety Refunding Bonds Building Refunding Bonds

Amount Retirement Outstanding Date

Issue Date

Original Amount

03/01/03 06/07/06 05/17/07 10/27/11

$ 32,500,000 105,000,000 7,630,000 27,070,000

$ 172,200,000

$ 135,535,000

Total

6,855,000 94,455,000 7,555,000 26,670,000

03/01/23 05/01/36 05/01/23 06/01/36

Funding Source General Revenue General Revenue General Revenue General Revenue

Fund

Consolidated

Tax

Fund

Consolidated

Tax

Fund

Consolidated

Tax

Fund

Consolidated

Tax

Nevada State Statutes allow for up to 15% of the Consolidated Tax Distribution (CTX) revenue to be pledged as security for payment of principal and interest on the above bonds. CTX consists of local government revenues from the following sources: Supplemental City/County Relief Tax, Basic City/County Relief Tax, Cigarette Tax, Liquor Tax, Governmental Services Tax and Real Property Transfer Tax. The City has no plans to issue additional general obligation bonds secured by CTX revenue at this time.

In addition to the above four bond issues that are additionally secured by pledged revenues, the City has five outstanding bond issues as of June 30, 2017, in which not only are these bonds secured by the full faith, credit and taxing power of the City, but are also additionally secured by water and wastewater revenues as follows:

General Obligation Debt Supported by Water and Wastewater Revenue Issue

Issue Date

Original Amount

Water and Wastewater Refunding Bonds Water and Wastewater Refunding Bonds Wastewater Reclamation System Bonds Water and Wastewater Improv Bonds Wastewater Sloan Channel Loan

05/17/05 07/01/05 10/04/06 06/17/10 04/01/13

$ 14,365,000 10,030,000 140,000,000 145,000,000 7,000,000

$ 316,395,000

$ 269,097,053

Total

Amount Retirement Outstanding Date 1,100,000 3,450,000 116,290,000 144,580,000 3,677,053

12/01/17 08/01/19 10/01/36 06/01/40 07/01/22

Funding Source Water Revenues Water Revenues Wastewater Revenues Wastewater Revenues Wastewater Revenues

The pledged revenues supporting the above bonds consist of income received by the City from the sale and distribution of water, the collection, transmission and treatment of wastewater, connection charges and/or otherwise, income derived from the works or property of the City after payment of reasonable and necessary costs of the operation and maintenance expenses of the City's Water and Wastewater Utility Systems. The City has no plans to issue additional general obligation bonds secured by water and wastewater income in the very near term.

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CITY OF NORTH LAS VEGAS

The following table sets forth the City's outstanding general obligation medium-term bonds as of June 30, 2017:

General Obligation Medium-Term Debt Supported by Various Funding Sources Issue

Issue Date

Original Amount

Amount Retirement Outstanding Date

Library District Refunding Bonds 05/27/10 Building Projects Refunding Bonds 07/01/10

$ 3,145,000 17,090,000

$ 1,310,000 9,765,000

Total

$ 20,235,000

$ 11,075,000

Funding Source(s)

04/01/20 Library District Revenues 07/01/20 Street, Parks and Fire Tax Override Fund

The City utilizes both medium- and long-term lengths of financing for the construction and/or improvements of its infrastructure and facilities. The term of medium-term general obligation bonds cannot exceed 10 years. The above bonds constitute direct and general obligations of the City, and the full faith and credit of the City is pledged for the payment of principal and interest, subject to Nevada constitutional and statutory limitations regarding the City's operating ad valorem levy. The ad valorem tax levy available to pay these bonds is limited to the City's maximum fiscal year 2016-17 operating levy of $0.3641. However, the City's operating levy for fiscal year 2016-17 is currently at $0.1937. The ad valorem tax rate available to pay these bonds is further limited by the limitation on the combined overlapping tax rate of $3.64 per $100 of assessed valuation. These bonds are a debt of the City and the City shall pledge all legally available funds of the City for their repayment. Nevada statutes provide that no act concerning the medium-term bonds or their security may be repealed, amended or modified in such a manner as to impair materially and adversely the medium-term bonds or their security until all of these bonds have been discharged in full or provision for their payment has been fully made. The City has no plans to issue additional medium-term general obligation bonds at this time.

Sky View Multi-Generational Recreational Center

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CITY OF NORTH LAS VEGAS

Special Assessment District Bonds Secured by Levied Assessments Another type of debt security that the City has are special assessment bonds. These are a special type of municipal bond used to finance a development project, such as the curbs, gutters, sidewalks, streets, water and wastewater infrastructure, as well as street lighting within a specific residential or commercial/ industrial area. Assessment bonds constitute a promise of repayment by property owners located within the specific boundaries (district) of the area that's being improved/constructed. Each property owner is assessed a portion of the indebtedness based on the amount of benefit the new construction/improvements adds to their individual property. Special assessment bonds do not constitute a debt or indebtedness of the City within the meaning of any constitutional or statutory provision and are not considered a general obligation of the City. Rather, these bonds are special obligations of the City and are payable from assessments levied against property located within each respective district, the surplus and deficiency fund and the general fund. The following table sets forth the City's outstanding special assessment district bonds secured by levied assessments as of June 30, 2017:

Issue Date

Issue Assessment District No. 63 (Lamb Boulevard)

11/01/07

Total

Original Amount

Amount Retirement Outstanding Date

12,680,000

1,505,000

$ 12,680,000

$ 1,505,000

11/01/17

Funding Source

Assessments Levied Against District Property

The City has no plans to issue more assessment bonds in the very near term.

Kiel Ranch Historic Park

Debt Capacity Nevada State Statues limit the aggregate principal amount of the city's general obligation debt to 20% of the City's total reported assessed valuation. Based upon the fiscal year 2016-17 assessed valuation, the City is limited to general obligation indebtedness in the aggregate amount of $1,227,185,222. The following table illustrates the city's general obligation statutory debt limitation.

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CITY OF NORTH LAS VEGAS

Statutory Debt Limitation As of June 30, 2017

Fiscal Year 2016-17 Assessed Valuation, including the North Las Vegas Redevelopment Agency

6,135,926,110

1,227,185,222

Supported by Consolidated Tax Revenue (CTX) Supported by Water and Wastewater Revenues 1/ Supported by General Fund and Other Legally Available Revenues

135,535,000 269,097,053 9,765,000

Total Outstanding Indebtedness

414,397,053

Permitted Additional Statutory Debt Limitation

812,788,169

20%

City Charter Limit Statutory Debt Limit

Outstanding General Obligation Indebtedness

Excludes the Library District Facility Bonds

Historical Statutory Debt Limitation As of June 30, 2017 Fiscal Year Ended June 30

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

Outstanding General Assessed Valuation $

2,786,327,439 3,369,487,416 4,863,589,059 7,021,149,876 9,093,539,492 9,287,861,980 6,774,486,662 4,784,719,323 4,488,418,230 4,032,200,606 4,111,539,215 4,781,850,692 5,568,765,728 6,135,926,110

Debt Limitation $

557,265,488 673,897,483 972,717,812 1,404,229,975 1,818,707,898 1,857,572,396 1,354,897,332 956,943,865 897,683,646 806,440,121 822,307,843 956,370,138 1,113,753,146 1,227,185,222

Obligation Debt $

105,854,000 102,494,000 250,135,000 378,574,000 366,039,000 353,420,000 482,475,000 453,058,000 443,026,000 449,023,000 445,265,500 433,525,000 421,770,125 414,397,053

Additional Statutory Debt Capacity

451,411,488 571,403,483 722,582,812 1,025,655,975 1,452,668,898 1,504,152,396 872,422,332 503,885,865 454,657,646 357,417,121 377,042,343 522,845,138 691,983,021 812,788,169

1/ Includes the assessed value of the North Las Vegas Redevelopment Agency. This value is included for purposes of calculating the debt limit but is not subject to State or local taxation for retirement of general obligation bond indebtedness. 2/ Excludes the Library District Facility Bonds and Special Improvement Districts.

Risk

The risk ("security") of a municipal bond is a measure of how likely the issuer is to make all payments, on time and in full, as promised in the agreement between the issuer and bond holders through the bond documents. Different types of bonds are secured by various types of repayment sources, based on the promises made in the bond documents. As noted previously, these repayment sources include property taxes, a specified stream of future income, such as income generated by a water utility from payments from customers, or from the assessments levied against property owners within an assessment district. In addition to these promises to repay the indebtedness, there's a different promise of security.

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CITY OF NORTH LAS VEGAS

The probability of repayment as promised is often determined by an independent reviewer, or "rating agency". The three main rating agencies for municipal bonds in the United States are Standard & Poor's, Moody's Investors Service and Fitch Ratings. These agencies can be hired by the municipal issuer to assign a bond rating, which is valuable information to potential bond holders that helps sell bonds in the primary and secondary markets.

The City's ratings are currently as follows: • Standard & Poor's - BB+ • Moody's Investors Service - Ba1 • Fitch Ratings - B+

The City’s ratings are based on a number of key items as cited by the rating agencies, including the effects of the City’s and region’s housing market, which was among the hardest hit by the collapse of the housing market and the resulting combined decline in assessed valuation of 52% from an all-time high in fiscal year 2009 to all-time low in 2013. Further, although assessed valuation increased by 2% in 2014 over fiscal year 2013, and another 16% in 2015 and in 2016, due to the enactment several years ago of property tax relief to residential property owners, there’s a partial abatement of taxes due to a 3% annual cap, which has left the City with a slow growth rate in property tax revenue going forward. Also cited is the 30% decline from an all-time high in fiscal year 2006 to an all-time low in fiscal year 2010 in consolidated taxes, the largest single revenue source in the general fund. However, consolidated taxes have increased by nearly 45% since fiscal year 2010, and are projected to increase by approximately another 5% in fiscal year 2017.

Budgeted Debt Service Requirements Fiscal Year 2016-17 Principal Debt Secured by Consolidated Tax Revenue (CTX) $ 275,000 Debt Supported by General Fund and Other Legally Available Resources 2,195,000 Subtotal 2,470,000

Debt Supported by Library District Revenues Debt Supported by Water Utility Revenues Debt Supported by Wastewater Utility Revenues Debt Supported by Special Assessment Levies

Interest $ 6,565,514 454,053 7,019,566

Total $ 6,840,514 2,649,053 9,489,566

74,898 258,600 14,914,165 99,460

474,898 3,093,600 19,327,237 2,003,760

400,000 2,835,000 4,413,072 1,904,300

Total

Outstanding Indebtedness as of June 30, 2016

$ 12,022,372

$ 22,366,689 $ 34,389,061

Outstanding Indebtedness by Category

2013

2014

2015

2016

2017

General Obligation Supported by General Fund and Other Legally Available Revenues General Obligation Secured by Consolidated Tax Revenue (CTX) General Obligation Secured by Ad Valorem Taxes General Obligation Secured by Water and Wastewater Revenues Improvements Secured by Special Assessment Levies Library District Revenues

$ 17,090,000 $ 16,090,000 $ 14,070,000 $ 11,960,000 $ 9,765,000 138,690,000 137,375,000 136,010,000 135,810,000 135,535,000 852,000 247,000 - 292,391,000 291,553,500 283,445,000 276,345,125 269,097,053 8,729,700 7,009,700 5,249,000 3,409,300 1,505,000 2,810,000 2,460,000 2,095,000 1,710,000 1,310,000

Total

$ 460,562,700 $ 454,735,200 $ 440,869,000 $ 429,234,425 $ 417,212,053

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CITY OF NORTH LAS VEGAS

The following table summarizes the Cityâ&#x20AC;&#x2122;s existing and proposed debt service expenses over the next five years.

Summary of Debt Service Requirements

Fiscal 201 to Fiscal 2021

Issue Year 2003 2005 2005 2006 2006 2007 2010 2011 2013

2017 Budget

Issue General Obligation Revenue Bonds Judicial/Public Safety Facilities Bonds $ Water & Wastewater Refunding Bonds (BB #R-11) Water & Wastewater Refunding Bonds, Series B City Hall Facility Bonds Wastewater Reclamation System Bonds Judicial/Public Safety Refunding Bonds Water & Wastewater Improvement Bonds, Series 2010A Building Refunding Bonds Wastewater Sloan Channel Loan

Subtotal General Obligation Medium-Term Bonds 2010 Various Building Projects Refunding Bonds

Special Improvement Assessment District Bonds 2007 Assessment District No. 61 (Ann Road) 2007 Assessment District No. 62 (Clayton Street) 2007 Assessment District No. 63 (Lamb Boulevard) Subtotal Total Debt Service Requirements - City North Las Vegas Library District 2010 General Obligation Medium-Term Refunding Bonds Total Debt Service Requirements - Library District

2018 Projected

2019 Projected

2021 Projected

2020 Projected

2,294,431 $ 1,127,500 1,220,900 6,259,700 8,933,381 388,533 10,383,115 2,223,738 750,000

225,931 $ 1,220,800 6,257,200 8,915,256 2,625,420 11,505,387 2,220,750 750,000

225,931 $ 1,218,900 6,250,950 8,898,631 2,629,348 11,483,174 2,219,175 750,000

225,931 - - 6,260,950 8,883,006 2,619,125 12,673,214 2,218,675 750,000

29,261,351

33,581,298

33,720,744

33,676,108

33,630,901

2,649,053

2,650,316

2,652,504

2,650,512

2,649,236

316,112 151,235 1,536,413 2,003,760

1,534,159 1,534,159

324,431 $ 1,879,500 1,214,100 4,709,700 8,953,506 391,645 9,623,731 1,414,738 750,000

33,914,163 $

37,765,773 $

36,373,248 $

36,326,620 $

474,898 $

477,378 $

473,982 $

474,929 $

474,898 $

477,378 $

473,982 $

474,929 $

NOTE: The preceding table excludes debt service administration costs.

Mayor Lee and Council at the Faraday Futures ground breaking ceremony

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- - - -

36,280,136 - -

CITY OF NORTH LAS VEGAS

The following table provides the principal and interest payments to maturity on the City's outstanding and proposed debt.

Summary of Scheduled Principal and Interest Payments for all Debt through Retirement Fiscal Year

Final Maturity of Bond Issue

Principal

Interest

Total

$ 16,386,533

$ 21,856,618

$ 38,243,151

2019

15,675,267

21,171,963

36,847,230

2020

16,339,277

20,462,273

36,801,550

2021 2022

16,538,569 14,543,151

19,741,568 19,018,232

36,280,137 33,561,383

2023

14,539,256

18,308,279

32,847,535

2024

14,880,000

17,570,441

32,450,441

2025

15,575,000

16,789,706

32,364,706

2026

16,305,000

15,966,142

32,271,142

2027

16,940,000

15,093,363

32,033,363

2028

17,735,000

14,186,223

31,921,223

2029

18,555,000

13,251,077

31,806,077

2030

19,425,000

12,265,888

31,690,888

2031

20,340,000

11,227,366

31,567,366

2032

21,295,000

10,140,201

31,435,201

2033

22,295,000

9,016,128

31,311,128

2034 2035

23,320,000 24,395,000

7,854,045 6,630,011

31,174,045 31,025,011

2036

25,545,000

5,340,673

30,885,673

2006 City Hall Facility Bonds; 2011 Building Refunding Bonds

2037

15,750,000

3,991,957

19,741,957

2006 Wastew ater Reclam ation System Bonds

2038

16,240,000

3,340,876

19,580,876

2039

16,935,000

2,273,583

19,208,583

2040

17,660,000

1,160,615

18,820,615

2018

Total

2005 Water & Wastew ater Refunding Bonds (BB #R-11); Assessment District No. 63 Bonds 2005 Water & Wastew ater Refunding Bonds; 2010 Library District Refunding Bonds 2010 Building Projects Refunding Bonds 2003 Judicial/Public Safety Facility Bonds; 2007 Judicial/Public Safety Refunding Bonds; WW Sloan Channel Loan

2010 Water & Wastew ater Im provem ent Bonds (BAB Bonds)

$ 417,212,053 $ 286,657,228 $ 703,869,281

Aliante Nature Discovery Park

ADOPTED BUDGET FISCAL YEAR 2016-17

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CITY OF NORTH LAS VEGAS

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3 4

All Funds Summary

In This Section This section includes tables and analysis that combine all city funds. In addition to expenditure and revenue analysis, readers will also find discussion of property tax rates, consolidated tax issues, and tables and analysis related to city staffing levels.

All Funds Summary .......................................36 Fund Balance Variances ................................40 Long term outlook.......................................... 41 Revenue Analysis......................................... 42 Property Taxes ............................................. 45 Intergovernmental Revenue ......................... 50 Charges for Services .................................... 51 Misc. Revenue.............................................. 51 Interfund Transfers ....................................... 52 Expenditure Analysis .................................... 53 Expenditures by Function & Dept ................. 55 Expenditures by Object ................................ 55 Personnel Summary Analysis....................... 57

NLV Police Department Honor Guard in Washington D.C. for National Police Week.

CITY OF NORTH LAS VEGAS

ALL FUNDS SUMMARY

This section includes summary schedules that combine information for all budgeted funds in the City. Trends and summaries of revenues and expenditures are shown in table and graphic form with analysis of trends and budget assumptions also included. The General Fund section of this book will provide further detail exclusively for the budget of the General Fund. The Other Funds section will provide more detail for all other funds in the budget.

The funds structure for the City is broken down by Governmental Funds and Proprietary Funds:

The Governmental Funds (green boxes shown on the following chart):

General Fund - is the City's primary operating fund - accounts for the accumulation of financial resources of the general government, except for those required to be accounted for in a separate fund. Special Revenue Funds - are used to account for financial resources that are restricted or committed to specific purposes other than debt service and capital projects.

Debt Service Funds - accounts for the accumulation of resources for, and the payment of, general obligation medium- and long-term debt principal and interest. Additionally, this fund is used to account for the collection and accumulation of resources for, and the payment of, principal and interest payments pertaining to those special assessments levied against and secured by a lien upon property within certain assessment districts, for which the City is financially obligated in the event there are deficiencies.

Capital Projects Funds - are used to account for financial resources that are restricted, committed or assigned to the improvement, acquisition or construction of capital assets.

The Proprietary Funds (blue boxes shown on the following chart):

Enterprise Funds - are used to account for activities for which a user fee is charged for goods or services. Internal Service Funds - Internal service funds are used to account for the financing of goods or services provided by one department or agency to other departments or agencies of the government and to other governmental units, on a cost reimbursement basis. The following chart reflects a summary of the total adopted budget for the City for fiscal 2017, and the breakdown within each funding group.

ADOPTED BUDGET FISCAL YEAR 2016-17

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CITY OF NORTH LAS VEGAS

ALL FUNDS SUMMARY Budget All Funds $ 516,235,873

General Fund $ 138,974,358

Debt Service $ 11,503,346

Special Revenue $ 85,456,137

Street Maint., Parks

Ad Valorem $ 0

& Fire Stations $9,066,995

Operating $ 11,503,346

Public Safety Tax $ 31,004,311

More Cops Sales Tax $ 12,860,859

Fuel Taxes Road Operations $3,365,751

Community Development $ 11,076,583

Redevelopment Agency $ 2,177,392

Library Operating $ 4,683,883

Enterprise $ 121,213,389

Internal Service $31,900,129

Public Safety $ 40,179,214

Golf Courses $ 2,442,965

Self Insurance $ 25,847,534

Street Improvements $ 47,553,773

Water Utility $ 64,449,895

Motor Equipment $ 6,052,595

General Government $34,600,000

Public Safety Support $ 3,890,002

Municipal Bldg Bonds $2,154,302

Park Construction Tax $437,200

Parks & Rec Support $ 3,432,963

Municipal Court $ 1,470,274

Capital Projects $127,188,514

Parks & Recreation $ 1,870,000

Special Purpose Revenue $ 1,989,924

Proprietary Funds $ 153,113,518

Governmental Funds $ 363,122,355

Civic Center Bonds $831,225

ADOPTED BUDGET FISCAL YEAR 2016-17

3 7

Wastewater Utility $54,320,529

CITY OF NORTH LAS VEGAS

Fund Balance

The All Funds Summary of Revenues, Expenditures and Changes in Fund Balance illustrates the change in the City's financial condition between fiscal years 2015, 2016 adopted budget, 2016 projection and the adopted 2017 budget. The term "financial condition" refers to the City's ability to maintain existing service levels, withstand local and regional economic disruptions, and meet the demands of growth, decline, and change.

All Funds Summary of Revenues, Expenditures and Changes in Fund Balance Fiscal Years 2015 - 2017

2015 Actual

Although there are many factors that evaluate financial condition, one measure of the City's financial strength is the level of fund balance, or the accumulated revenues in excess of expenditures. Although there are no set rules or formulas for setting fund balance, the need for fund balance is determined primarily by the amount and degree of risk associated with revenues and the amount of funds required to respond to major contingencies.

2016 Adopted Budget

2016 Projection

2017 Adopted Budget

2016 vs. 2017 Variance Amount Percent

Beginning Fund Balance

173,829,291

154,309,385

208,873,072

196,946,304

(11,926,768)

(5.7)

General Fund

132,980,610

132,205,201

132,510,247

137,786,530

5,276,283

4.0

Special Revenue Funds

77,548,901

76,478,595

79,253,494

83,119,247

3,865,753

4.9

Capital Projects Funds

70,099,030

85,098,389

86,055,214

123,072,713

37,017,499

43.0

Debt Service Funds

12,872,775

11,447,831

11,509,656

61,825

0.5

Proprietary Funds (1)

148,085,232

136,604,473

141,835,473

146,127,523

4,292,050

3.0

Total Revenue and Other Sources

441,586,548

441,834,489

451,102,259

501,615,669

50,513,410

11.2

128,462,958

131,632,770

132,001,024

138,974,358

6,973,334

5.3

67,683,653

79,086,347

79,537,971

85,456,137

5,918,166

73,292,531

90,840,953

93,210,744

127,188,514

33,977,770

Expenditures and Other Uses General Fund Special Revenue Funds Capital Projects Debt Service Proprietary Funds (1)

7.4

36.5

0.5

13,044,214

11,447,831

11,447,981

11,503,346

55,365

124,059,411

138,783,919

146,831,307

153,113,518

6,282,211

4.3

Total Expenditures and Other Uses

406,542,767

451,791,820

463,029,027

516,235,873

53,206,846

11.5

Ending Fund Balance

208,873,072

144,352,054

196,946,304

182,326,100

(14,620,204)

(7.4)

(1) Proprietary funds are reported on a cash flow basis.

Expenses are adjusted to reflect the elimination of depreciation expense and the inclusion of capital acquisitions and principal payments that are not formally budgeted but impact cash.

Revenues are adjusted to include proceeds from bonds and to exclude developer contributions.

ADOPTED BUDGET FISCAL YEAR 2016-17

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CITY OF NORTH LAS VEGAS

All Funds Summary Statement of Revenues, Expenditures and Changes in Fund Balance Fiscal Year 2017

Beginning Fund Balance

General Fund

Special Revenue Funds

13,105,575

60,411,305

Debt Service Funds 4,453,120

Capital Funds 15,746,143

Proprietary Funds 103,230,161

Revenues Property & Other Taxes

Totals 196,946,304 53,800,659

8,146,679

45,653,980

38,856,567 56,317,993

29,218,849

Charges for Services Fines and Forfeitures

4,775,398 4,735,500

2,833,500 65,000

Miscellaneous

1,652,110

1,722,810

2,020,090

34,781,611

35,493,659

75,670,280

114,484,247

79,494,139

2,020,090

120,547,116

145,750,823

462,296,415

General Government Judicial

23,262,587 5,234,658

369,410 800,864

2,473,930

7,621,617

33,727,544 6,035,522

Public Safety Public Works

89,674,911 2,489,024

51,458,302 4,921,563

1,127,000 121,630,987

338,800 344,200

8,761,219 1,654,771

6,795,537 12,577,275

1,870,000

2,442,965

Licenses and Permits Intergovernmental Revenue

Total Revenues

85,765,505

6,434,877 100,882,287 2,940,000

38,856,567 177,737,224 108,491,185 7,740,500

Expenditures by Function

Culture and Recreation Community Support Utility Enterprises Internal Services

95,324,463 23,764,190

Debt Service Attrition

Total Expenditures

131,577,170

76,922,951

11,503,346

Excess (deficit) of Revenues Over Expenditures

(17,092,923)

2,571,188

(9,483,256)

(6,554,801)

23,277,283

3,625,108

9,489,566

2,525,597

(7,397,188)

(8,533,186)

Net Changes in Fund Balances

(1,187,828)

(2,336,890)

Ending Fund Balances

11,917,747

58,074,415

Other Financing Sources (Uses) Sale of Equipment Operating Transfers In Operating Transfers Out

127,101,917

129,836,235

476,941,619

15,914,588

(14,645,204) 25,000

25,000

% Increase (Decrease)

-9.1%

95,324,463 23,764,190

500,000

19,869,721 14,232,046

11,503,346

Contingency

142,599,013 129,385,774

-3.9%

6,310 4,459,430

39,294,254

(86,597)

(23,277,283)

(39,294,254)

(4,115,801)

(6,985,995)

(14,620,204)

11,630,342

96,244,166

182,326,100

0.1%

Note: Proprietary funds are reported on a cash flow basis.

ADOPTED BUDGET FISCAL YEAR 2016-17

3 9

376,700

-26.1%

-6.8%

-7.4%

CITY OF NORTH LAS VEGAS

Summary

and maintain infrastructure throughout the City, while the Internal service funds increased their The City's unrestricted fund balances are expected reserves by almost $2 million. The Capital to decrease by $14.6 million, or 7.4% in the aggregate. The largest decrease occurred in the funds will decrease by $4.1 million, or 26.1% as projects complete and exhaust the remaining Proprietary funds by approximately $7 million or balances from prior years. $2.3 million or 3.9% 6.8%. The Water fund is planned to be reduced decrease within the Special Revenue funds, and by $6.3 million and Wastewater fund by $2.6 $1.2 million or 9.1% decrease within the General million as both funds work to upgrade, replace fund. The following are the factors contributing to the fund balance variance as compared to fiscal 2016:

z The General fund shows a 9.1% or $1.2 z Cash equivalents in the Water and Wastewater million decrease in fund balance, with the funds are projected to decrease by a net of ending fund balance at 8.6% of operating $9.0 million. The number of applications expenditures, including transfers out. for new water and wastewater service is Existing expenses were maintained with significantly lower, and this will continue to minimal increases but the City is trying to slow the growth in the City's customer base slowly grow staffing levels back to meet throughout fiscal year 2017. Throughout current growth demands from it's citizens and 2008-2015, residential development the development community. Although the continued its drastic slowdown due to a City is seeing slight gains in revenue as well large over supply of new homes and a record as, adding Medical Marijuana licensing, it is number of foreclosures. New development is still too early and the 2017 budgeted revenues occurring with the utility system and the City continues to use a conservative approach. is seeing a slight increase in fees collected. Utility connection fees are budgeted at z The Capital Projects fund balance decreased $3.8 million, a $33.6 million decrease from by a net $4.1 million or 26.1%. Several ten years ago. The Water and Wastewater on going projects continue spending the reserves were increased in prior years to remaining balances approved in the 2016 ensure that the funds would be available Capital Improvement Plan, such as: Parks & to pay for capital and operations expenses Rec projects ($0.4M), Fire, Police and Street during the construction of the Wastewater projects ($0.8M), as well as, the Municipal Reclamation Facility and other capital facility infrastructure and technology improvements in subsequent years. Currently improvement projects ($2.9M). those reserves are being spent to eliminate large additional rate increases to customers. z Special revenue funds are restricted revenues Water and Wastewater rates are set to increase for a variety of dedicated activities. The 3% annually to ensure that the future reserve fund balances are projected to decrease by minimums are maintained. a net $2.3 million, or 3.9%. Community Development funds that are estimated to z The Internal Service funds cash equivalents receive Federal and State Grants to assist are projected to increase by $2.0 million as with Housing issues and is estimated to the City continues to re-establish reserves for carry forward approximately $1.3 million in both Self Insurance funds and Replacement fund balance to be spent in FY 2017. The vehicles in the Motor Equipment fund. Redevelopment funds will spend down approximately $0.7 million to reinvest in the revitalization of the downtown areas. The remaining Special revenue funds offset each other with a net decrease of $0.3 million.

ADOPTED BUDGET FISCAL YEAR 2016-17

4 0

CITY OF NORTH LAS VEGAS

Types of Reserves

In addition, the City is required by state law to reserve 100% of annual debt service requirements. All of the fund balance in the Debt Service Funds is restricted. Approximately $22.4 million of the Water, Wastewater and Wastewater Reclamation's net assets are reserved for debt service.

There are four types of reserves: operational, catastrophic, replacement, and liquidity: Operational reserves are known as contingency funds and are appropriated in the annual budget for the purpose of meeting unexpected increases in service delivery. The City budgeted $500,000 in the General Fund for contingency purposes.

The Long Term outlook for the City's General Fund is reflected in the chart below.

Assumptions:

Catastrophic reserves are not appropriated but held in other funds for the purpose of providing emergency funds in the event of a natural disaster or if actual revenue falls short of anticipated revenue. The Financial Stabilization Fund was exhausted in 2010, however, the City hopes to reinstate it in the near future. The City has reserves in the Self-Insurance Fund for property losses.

General Fund Projection - Fiscal Years 2013 - 2022

180 170 160 150 140 130 120 200 190

Replacement reserves are accumulated for the purchase of equipment or other capital outlay. Utility rate adjustments are structured to provide a reserve equivalent to one year depreciation expense in the Water and Wastewater Fund for capital replacements. A vehicle replacement charge was established in 2012 to create an on going program for the replacement of the City's fleet. Other major equipment replacements are identified and planned for through the five year Capital Improvement Plan.

Revenues

Expenditures

1) Population growth of 3.3% to 3.5% per year. 2) Any shortfalls in other funds would be covered by the General Fund. 3) Revenue estimates conservative, Medical Marijuana revenue estimates remain at $2M annually. 4) PILT remaining transfer is eliminated in FY 2021. 5) Salary & Benefits reflect only merit increases, no COLA's or additional staffing added beyond 2017. 6) Supplies & Services reflect approx. 2.9% increase annually. 7) All debt service requirements have been included.

Liquidity reserves are the cash and investments that the City can use to adjust for fluctuations in revenues and expenditures. A significant portion of the General Fund revenue stream is elastic in nature. The City expects to maintain an 8.6% ratio of fund balance to expenditures during the fiscal year 2017. This will provide the City with a short-term operating expenditure reserve to offset unanticipated declines in city revenues.

Actions to be considered further:

Due to drastic declines in consumption of water and wastewater services, lower levels of connection fees, and increases in the number of vacant homes, current service rates may not provide adequate operating reserves for the Water and Wastewater funds. As such, rate increases for Water and Wastewater services are currently under review to insure a minimum 60 day reserve for each fund is maintained.

A) Further cost savings or additional revenue source needed to be able to increase staffing to meet the service needs as the City continues to grow. B) Improving long term financial stability, to continue to increase bond rating status. C) Infrastructure improvements and replacements. D) Establishing reserves for Financial Stabilization, and unfunded liabilities.

ADOPTED BUDGET FISCAL YEAR 2016-17

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CITY OF NORTH LAS VEGAS

Revenue Analysis The primary focus of the budget process is to forecast revenues and allocate these resources to meet the priorities of the Mayor, City Council, and our citizens. Revenues are used to pay for a variety of municipal services such as police, fire, parks, libraries, water and sewer, courts, economic and community development, regulatory services, and administrative functions. The growth in revenues depends primarily on the economy and our ability to keep city user fees in pace with inflation.

The City expects to receive $501.6 million in revenue in fiscal 2017, an increase of $50.5 million, or 11.2% over the 2016 projection. This increase is almost entirely attributed to the planned CIP project for the development of the APEX Industrial Park infrastructure through the establishment of a Special Improvement District ((SID) with the first phase estimated at $34.6 million. Increases within the General Fund are estimated at $5.3 million, with $2.7 million from Consolidated Sales Tax, and another $2.6 million through Business Licensing and Permitting, both indicators that the economy and the City are growing.

Major revenue and other financing sources include property taxes, intergovernmental revenue, consolidated tax distribution, charges for services (including water and wastewater), licenses and permits and transfers.

The General Fund supports core services to the citizens of North Las Vegas and accounts for 27.4% of the total revenue, or $137.8 million in the fiscal year 2017. The General Fund is not only the largest fund, but is the fund with the greatest potential for revenue fluctuations. While the General Fund has experienced double-digit growth rates in the past, levels of growth are expected to be much more moderate during the next ten years. The revenues forecasted in this budget are based on projections that the population in North Las Vegas will continue to grow at an estimated annual rate of 2.5% to 3.0%. Further details can be found in the General Fund section.

Special Revenue Funds account for 16.6% of total revenue and are earmarked for specific purposes either by law or city policy. The largest special revenue funds are the Public Safety Tax Fund, More Cops Sales Tax and the Street Maintenance, Parks, and Fire Station Fund. These funds are supported through property tax overrides and sales tax. The Assessed Valuation of property reached a double digit increase of 10.2% for 2017, but the abatements applied to the property tax revenue the City receives resulted in an increase to the Public Safety Tax Fund and the Street Maintenance, Parks and Fire Station Fund of 1.9% (further discussions on abatements can be found on page 46). Capital Project Funds account for investment in the City's infrastructure and public facilities and amount to 24.5% of the total revenue budget. $123.1 million in federal grants, contributions from the Regional Transportation Commission and Regional Flood Control District, SID districts, bond proceeds and special revenues will be used for constructing capital projects. Enterprise Funds include the City's water, wastewater, and golf services, operated as stand-alone businesses. It is expected that these funds will generate $112.2 million in fiscal 2017, accounting for 22.4% of the City's total revenue. User fees are assessed to cover the full cost of services and reflect a water and wastewater rate increase in projected revenues. Internal Service revenues include fees charged to City departments to offset the cost of self-insurance, post retirement benefits, and motor equipment services. Debt Service resources are designated for payment of long-term debt and are generated through transfers from other funds. These fund types combined account for 9.1% of all City revenue.

Councilman Cherchio at Rocky Mountain Ground breaking ADOPTED BUDGET FISCAL YEAR 2016-17

4 2

CITY OF NORTH LAS VEGAS

All Funds Revenue Summary

2015 Actual General Fund Special Revenue Funds Public Safety Support Special Purpose Revenue Public Safety Tax More Cops Sales Tax Park Construction Tax Parks & Recreation Support Municipal Court Support Community Development Street Maint, Parks, Fire Stations Fuel Taxes - Road Operations Library NLV Redevelopment Total Special Revenues Capital Projects Public Safety Street Improvements Culture & Recreation General Government Municipal Building Bonds Civic Center Bonds

2016 Adopted Budget

2016 Projection

2017 Adopted Budget

2016 vs. 2017 Variance Amount Percent

132,980,610

132,205,201

132,510,247

137,786,530

5,276,283

3,486,002 6,874,631

2,995,943 1,944,864

3,842,567 1,944,864

3,824,719 2,444,864

29,039,643

30,125,339

30,702,502

577,163

10,157,773

10,094,730

11,263,400

12,905,150

1,641,750

(17,848) 500,000

(15,200)

4.0 (0.5) 25.7 1.9

14.6

(6.6)

325,244

230,220

215,020

2,205,022 1,001,296

2,805,908 695,384

2,806,908 695,384

2,884,178 700,000

4,468,285

10,328,886

11,087,491

9,811,489

9,443,598

9,698,723

9,884,522

185,799

3,677,683

3,247,963

3,725,841

477,878

2,682,463 4,187,261

2,967,456 1,343,179

4,567,402 1,453,560

1,599,946 110,381

53.9 8.2

77,548,901

76,478,595

79,253,494

83,119,247

3,865,753

4.9

14,772,419 44,968,266

42,049,452 39,217,652

42,201,381 39,217,652

39,443,214 47,438,902

(2,758,167) 8,221,250

(6.5) 21.0

9,204,679

2,843,270

3,648,166

77,270 4,616 (1,276,002)

1,504,000

(2,144,166)

34,600,000

34,600,000 (253,403)

(11.5) 1.9

14.7

(58.8)

100.0

(74.5)

1,136,710

340,000

16,956

648,015

Total Capital Projects

70,099,030

85,098,389

86,055,214

123,072,713

37,017,499

43.0

Debt Service Debt Service Pd by Operations Debt Service Pd by Ad Valorem

12,865,829

11,447,831

11,509,656

61,825

0.5

Total Debt Service

12,872,775

11,447,831

11,509,656

61,825

0.5

Enterprise * Water Utility Wastewater Utility Golf

56,248,796 49,394,469

57,084,284 48,242,306

58,115,700 51,662,177

1,031,416 3,419,871

1.8 7.1

2,766,815

2,439,494

2,839,494

2,457,978

108,410,080

107,766,084

108,166,084

112,235,855

Internal Service * ISF Insurance ISF Motor Equipment

34,384,114

23,177,710

27,977,710

27,144,053

5,291,038

5,660,679

5,691,679

6,747,615

1,055,936

18.6

Total Internal Service

39,675,152

28,838,389

33,669,389

33,891,668

222,279

0.7

441,586,548

441,834,489

451,102,259

501,615,669

50,513,410

11.2

86,597

2.8 0.7

(648,015)

0.0

6,946

Total Enterprise

Total Revenue

(100.0)

Note: Proprietary funds are reported on a cash flow basis.

ADOPTED BUDGET FISCAL YEAR 2016-17

4 3

(381,516) 4,069,771

(833,657)

(13.4) 3.8 (3.0)

Total Revenues by Fund $501,615,669 Special Revenues 16.6%

CITY OF NORTH LAS VEGAS

Total Revenues by Source $501,615,669

Enterprise 22.4%

Property Taxes 10.6%

Internal Service 6.8%

Licenses and Permits 7.7%

Consolidated Tax Distribution 10.4%

Intergovernmental Revenues 25.1%

Capital Projects 24.5%

Debt Service 2.3%

Total Revenues by Source 2015 Actual

2016 Adopted Budget

Miscellaneous 15.1%

Transfers from Other Funds 7.8%

General Fund 27.4%

2016 Projection

2017 Adopted Budget

Other Taxes .2%

Fines and Forfeitures 1.5%

Charges for Services 21.6%

2016 vs. 2017 Variance Amount Percent

Property Taxes Other Taxes Licenses and Permits Intergovernmental Revenue Consolidated Tax Distribution Charges for Services Fines and Forfeitures Miscellaneous Other Financing Sources Transfers From Other Funds

49,998,827 800,226 35,182,873 99,407,353 47,685,565 106,428,878 8,735,016 44,719,309 2,961,724 45,666,777

51,941,072 630,000 35,931,229 117,014,000 48,825,320 105,165,076 7,907,500 34,571,795 25,000 39,823,497

51,941,072 630,000 36,284,106 119,891,960 49,412,711 105,039,558 6,977,224 40,502,986 25,000 40,397,642

53,025,659 775,000 38,856,567 125,647,251 52,089,973 108,491,185 7,740,500 75,670,280 25,000 39,294,254

1,084,587 145,000 2,572,461 5,755,291 2,677,262 3,451,627 763,276 35,167,294 (1,103,388)

2.1 23.0 7.1 4.8 5.4 3.3 10.9 86.8 0.0 (2.7)

Total Revenues

441,586,548

441,834,489

451,102,259

501,615,669

50,513,410

11.2

Note: Proprietary funds reflect Cash Flow basis.

Residential property in North Las Vegas

ADOPTED BUDGET FISCAL YEAR 2016-17

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CITY OF NORTH LAS VEGAS

Property Taxes Distribution of Property Tax Revenue - By Fund

Property taxes amount to $53.0 million, accounting for 10.6% of all city revenue. Total property tax revenue is expected to increase by $1.1 million, or 2.1%, from fiscal 2016 projection. Further discussion on the property tax revenue impacts can be found on the following page under "Property Tax Abatements".

The North Las Vegas Redevelopment District and the North Las Vegas Library District also levy property taxes in support of their operations. Additional information on property taxes may be found in the sections of this document relating to the General, Special Revenue and Debt Service funds.

North Las Vegas Library 5.0%

Redevelopment District 2.7%

General 15.4%

Streets, Fire and Parks Tax Overide 18.6% E-911 Tax 0.4%

Public Safety Tax Override 57.9%

The following table and chart depicts the distribution of property tax revenue by fund. The Public Safety Tax Fund will receive $30.7 million, or 57.9% of the total property tax revenue in fiscal 2017. The property taxes are generated from three voter approved overrides to provide additional public safety support. The combined tax rate in support of this fund is $0.73 per $100 of assessed valuation.

The Street Maintenance, Parks, and Fire Station Fund is funded through a voter approved tax override and accounts for 18.6% or $9.9 million of total property tax revenue. Revenue from the $0.235 tax rate may be used for street maintenance and acquiring, improving and equipping city parks, and fire stations.

The General Fund is expected to receive $8.1 million, or 15.4% of the total property tax revenue and is used to pay for core city services. The General Fund tax rate is $0.1937 per $100 of assessed valuation.

Other funds supported by property taxes include the North Las Vegas Library District Fund ($2.7 million), Redevelopment District Funds ($1.4 million), and the E-911 Fund ($214,457). These funds comprise 8.1% of total property taxes estimated in fiscal 2017.

Distribution of Property Tax Revenue - Fiscal Years 2015 to 2017

Fund General Public Safety Tax Override E-911 Tax Debt Service Redevelopment District Streets, Fire and Parks Tax Override North Las Vegas Library District Total

Annual Average Growth Rate

2015

2016 Adopted

2016

2017 Adopted

Actual

Budget

Projection

Budget

2016 vs. 2017 Variance Amount

7,684,227

7,993,531

8,146,679

153,148

28,947,026

30,125,339

30,702,502

577,163

198,340

206,338

214,457

8,119

1,342,228

1,311,579

1,421,960

110,381

9,312,474

9,697,883

9,883,682

185,799

2,507,588

2,606,402

2,656,379

49,977

49,998,826

51,941,072

53,025,659

1,084,587

-5.4%

1.9 1.9 3.9

0.0

6,943

Percent

3.9%

0.0%

ADOPTED BUDGET FISCAL YEAR 2016-17

4 5

2.1%

8.4 1.9 1.9 2.1

CITY OF NORTH LAS VEGAS

Property Tax Base and Tax Roll Collection

and costs, together with interest at the rate of ten percent per year from the date the taxes were due until paid. If delinquent taxes are not paid within the two-year redemption period, the County Treasurer obtains a deed to the property free of all encumbrances. Upon receipt of a deed, the County Treasurer may sell the property to satisfy the tax lien and any other liens that may be in place.

The City's estimated assessed valuation of property for the fiscal year ending June 30, 2017 amounts to $6,064,962,361. This represents a double digit increase of 10.2% from fiscal 2016 and is a sign that new and existing home sales, commercial construction, and economic activity in general throughout the metropolitan area is continuing to grow. State law requires that the County Assessor reappraise at least once every five years all real and secured personal property (other than certain utility owned property which is centrally appraised and assessed by the Nevada Tax Commission). It is the policy of the Clark County Assessor to reappraise all real and secured personal property in the County each year. State law requires that property be assessed at 35% of taxable value. The percentage may be adjusted upward or downward by the State Legislature. Based upon the estimated assessed valuation for fiscal year 2017, the taxable value of all taxable property within the City is $17.3 billion.

Property Tax Abatements In its 2005 session, the Nevada Legislature approved two bills (Assembly Bill 489 and Senate Bill 509 - the “Abatement Act”) that require reductions (abatements) of ad valorem taxes imposed on property in certain situations. The general impact of the Abatement Act limits increases in ad valorem property tax revenues received by any entity on existing residential property to 3% per year, or 8.0% for non- residential and Commercial property. However, the formula for Commercial compares a 10 year moving average to twice the CPI, which means if the City’s moving average goes negative, then the cap for the City could be (point) .2% or twice the CPI. Should this happen, there is a clause that all residential, not just non-owner occupied, can not be higher than the Commercial rate capped at 8%, but because of the rolling average going negative, could bring the residential cap down to .2% as well. The assessed valuation shows a double digit increase of 10.2%, it is the abatement amounts in North Las Vegas which limits the increase for FY 2017 property tax revenue to $1.1 million or 2.1%. Abatements for FY 2017 is expected to be $21.6 million.

"Taxable value" equals the value of the land plus the replacement value of improvements, less depreciation. Depreciation of improvements to real property is calculated at 1.5% of the cost of replacement for each year of adjusted actual age up to a maximum of fifty years. The maximum depreciation allowed is 75% of the cost of replacement. When a substantial addition or replacement is made to depreciable property, its "actual age" is adjusted i.e., reduced to reflect the increased useful term of the structure.

Taxes on real property are due on the third Monday in August. However, the taxpayer may elect to pay in installments on or before the third Monday in August and the first Mondays in October, January, and March of each fiscal year. Penalties are assessed if any taxes are not paid within ten days of the due date. In the event of nonpayment, the County Treasurer is authorized to hold the property for two years, subject to redemption upon payment of taxes, penalties

The following table and graph illustrate the impact abatements have had on the property tax revenue receipts for the City.

ADOPTED BUDGET FISCAL YEAR 2016-17

4 6

CITY OF NORTH LAS VEGAS

City of NorthLas Vegas

AssessedValuationandProperty Tax History

Fiscal

Assessed

Yr over Yr CNLVTax

Year

Valuation

%Change

Calculated Rate

State Estimated

Property Tax

Abatements

Property Tax

Yr over Yr

Total Budget

%Change

Yr over Yr

Property Tax Actual

%Change

Receipts

2000

1,690,419,042

14.99%

1.1649

19,691,691

19,777,000

15.00%

19,519,256

2001

1,921,330,055

13.66%

1.1784

22,640,953

22,641,000

14.48%

22,863,977

2002

2,054,529,700

6.93%

1.2037

24,730,374

24,730,000

9.23%

25,481,005

2003

2,377,556,608

15.72%

1.2037

28,618,649

28,618,000

15.72%

30,126,653

2004

2,734,445,463

15.01%

1.2037

32,914,520

33,114,500

15.71%

34,222,311

2005

3,318,379,189

21.35%

1.2037

39,943,330

39,943,300

20.62%

42,447,413

2006

4,749,825,535

43.14%

1.1887

56,461,200

(13,071,100)

43,390,100

8.63%

50,829,320

2007

6,972,362,883

46.79%

1.1687

81,486,000

(22,959,900)

58,526,200

34.88%

64,318,047

2008

8,961,029,085

28.52%

1.1637

104,279,500

(27,640,700)

76,639,000

30.95%

73,913,189

2009

9,132,667,067

1.92%

1.1637

106,276,800

(20,387,500)

85,889,300

12.07%

78,208,690

2010

6,660,944,839

Ͳ27.06%

1.1637

77,513,400

(6,217,400)

71,296,000

Ͳ16.99%

70,136,882

2011

4,719,007,066

Ͳ29.15%

1.1637

54,915,100

(1,961,000)

52,954,000

Ͳ25.73%

52,767,084

2012

4,434,688,599

Ͳ6.02%

1.1637

51,606,470

(1,852,080)

49,754,390

Ͳ6.04%

50,183,306

2013

3,987,869,401

Ͳ10.08%

1.1637

46,406,840

(1,440,890)

44,965,930

Ͳ9.62%

45,194,088

2014

4,068,384,524

2.02%

1.1637

47,343,790

(3,209,908)

44,133,891

Ͳ1.85%

44,959,122

2015

4,730,877,154

16.28%

1.1637

55,053,220

(9,652,482)

45,400,730

2.87%

46,142,055

2016

5,505,886,141

16.38%

1.1637

64,071,997

(16,048,906)

48,023,091

5.78%

48,023,091 *

2017

6,064,962,361

10.15%

1.1637

70,577,967

(21,630,648)

48,947,320

1.92%

Net diference betweenCalculatedProperty Tax collections andactual receipts from2006 Ͳ 2015 :

Total EstimatedAbatedRevenue from2006 Ͳ 2017

(146,072,514)

(120,739,443)

* Estimated

Note: AVdoes not include Redevelopment district Property Tax Budget &Actuals does not include Library &Redevelopment Agencies Actual Receipts include prior year collections 2006 Property Tax Cap goes into effect

Source: City of North Las Vegas Budget Stateforms on file with the Nevada Department of Taxation.

City of NorthLas Vegas Comprehensive Annual Financial Reports (CAFR).

$120

$100

i l l i o n s

Abated:

$80

$60

$40

$20

* budget

19%

Abated

18%

Property Tax Receipts

ADOPTED BUDGET FISCAL YEAR 2016-17

4 7

25%

31%

10.83% 17.14% 11.45% 18.23% 13.59% 24.03% 19.75% 26.54% 14.92%

5.81%

Ͳ10.32% Ͳ24.77% Ͳ4.90% Ͳ9.94% Ͳ0.52% 2.63% 4.08%

CITY OF NORTH LAS VEGAS

The City receives only 34.7% of all property taxes levied on North Las Vegas taxpayers. The following table and chart depict how property taxes are allocated to the taxing jurisdictions serving North Las Vegas residents.

Schedule of Overlapping Tax Rates1 Fiscal Years 2013 through 2017 Fiscal Year Ended June 30

2013

2014

2015

2016

2017

Tax Rate as % of Total

City of North Las Vegas Operating Rate Override Rate 3 Debt Service Rate Total City Tax Rate

0.1937 0.9475 0.0225 1.1637

0.1937 0.9525 0.0175 1.1637

0.1937 0.9700

5.8% 28.9%

1.1637

34.7%

Overlapping Governments North Las Vegas Library District Clark County Clark County School District 2 Combined Special Districts State of Nevada Total Other Overlapping

0.0632 0.6541 1.3034 0.0000 0.1700 2.1907

1.9% 19.5% 38.8% 0.0% 5.1% 65.3%

Total Overlapping Tax Rate

3.3544

100.0%

1. Per $100 of assessed valuation. Source: Property Tax Rates for Nevada Local Governments - State of Nevada Department of Taxation Fiscal year 2017 is based on final budgets submitted to the department of taxation.

Includes levies for the Las Vegas Artesian Basin and Las Vegas/Clark County Library District (debt) which expired in FY 2012.

3. Original Debt Service Override for Street Bonds retired in 2014.

Allocation of Overlapping Property Taxes - Fiscal 2017

Property Tax Limitations - Overlapping Tax Rates

The State of Nevada limits the total ad valorem property taxes levied by all overlapping governmental units within the boundaries of a county to $3.64 per $100 assessed valuation with State of certain exceptions. Two cents of the statewide Nevada property tax rate of $0.170 per 5.1% $100 assessed valuation is not included in computing compliance with this $3.64 cap.

Clark County 19.5%

North Las Vegas Library 1.9%

City of North Las Vegas 34.7%

The above table presents a five-year history of the overlapping tax rate for the City. The overlapping rates for various areas within the City vary depending on the rates imposed by applicable taxing jurisdictions. For fiscal 2017, the overlapping taxing rates within the City, per $100 of assessed valuation, is $3.3544.

Clark County School District 38.8%

ADOPTED BUDGET FISCAL YEAR 2016-17

4 8

CITY OF NORTH LAS VEGAS

Multiply $2,348.08 by 34.7%. Of the total bill, this North Las Vegas taxpayer will pay $814.59 per year for city services. This amounts to $67.88 per month, or $2.23 per day for police and fire protection, parks and recreation activities and programs, street maintenance and a variety of city programs.

How Property Taxes are Calculated The table below shows how property taxes are calculated for a North Las Vegas taxpayer whose home is valued at $200,000 by the Clark County Assessor. First, the value is converted to "assessed value" by multiplying $200,000 by 35%. The assessed value is $70,000 and becomes the basis for calculating the taxpayer's property tax bill.

The overlapping tax rate provides property tax revenue to the City and all taxing jurisdictions that serve North Las Vegas taxpayers. The 2017 overlapping tax rate for a North Las Vegas taxpayer is $3.3544 per $100 of assessed valuation.

Property Tax Allocation on $200,000 Home Taxing Jurisdiction

Divide $70,000 by $100 and multiply by $3.3544. The product is $2,348.08 and is the total property tax bill for this North Las Vegas taxpayer. The City's combined tax rate is $1.1637, or 34.7% of the total tax bill.

912.38

38.8%

City of North Las Vegas

814.59

34.7%

Clark County

457.87

19.5%

State of Nevada

119.00

5.1%

44.24

1.9%

0.00

0.0%

2,348.08

100.0%

Combined Special Districts Total

$2.23

How to Calculate Your City of North Las Vegas Property Taxes1 2. Clark County Assessed Value

70,000

( Appraised Value x 35%)

3. Assessed Value Divided by 100

5. Annual Property Tax Bill

700 1.1637

4. North Las Vegas Tax Rate

3 Donuts

$3.27

Gallon of Unleaded Gasoline

$2.31

Drive-Thru Breakfast Meal

$3.99

Sunday Newspaper

$2.50

Movies

814.59

(Assessed Value per 100 x Tax Rate)

Gallon of Milk

6. Monthly Property Tax Bill

_______67.88

7. Daily Property Tax Bill

_______2.23

Compare the Services Provided by the Daily Cost of Your Property Tax Bill to the Cost of:

200,000

1. Clark County Appraised Value

Clark County School District

NLV Library District

Annual Taxes

1 Based on Home Valued by Clark County at $200,000.

ADOPTED BUDGET FISCAL YEAR 2016-17

4 9

$11.00 $3.46

CITY OF NORTH LAS VEGAS

Revenues from the Clark County Flood Control District and the Regional transportation Commission fund several transportation and flood control projects in the 2017 Capital Improvement Plan.

Intergovernmental Revenue Intergovernmental revenue includes all revenue received from federal, state, and other local governments in the form of grants or shared revenues. Intergovernmental revenue amounts to $177.7 million, a net increase of $8.4 million over fiscal 2016 projection. This revenue source accounts for 35.5% of total resources and is largely comprised of monies received from state and federal grants ($20.4 million), the Clark County Flood Control District ($35.1 million), the Regional Transportation Commission ($45.9 million) and the Consolidated Tax Distribution ($52.1 million).

The remaining intergovernmental revenue ($24.2 million) reflects motor vehicle taxes, County gaming taxes, other shared revenue received from Clark County, the Las Vegas Convention and Visitors Authority, Sales Tax dedicated to Police and Utilities and Payment in Lieu of Taxes. About $4.2 million of this revenue is accounted for in the General Fund while the Police Sales Tax ($12.9 million), and Motor Vehicle Tax ($3.2 million) are reported in Special Revenue Funds, and $3.4 million reported in the Wastewater fund.

Intergovernmental Revenue $177,737,224 Regional Transportation Commission 16.3%

Motor Vehicle Fuel Tax 1.7%

State and Federal Grants 19.9%

Sales Tax - Utilities 1.8%

Utilities - PILT 1.3%

Sales Tax - Police 6.1%

Consolidated Tax Distribution 29.4%

Clark County Flood Control 22.2%

State and federal grants are budgeted at $20.4 million, and include $6.6 million for capital projects, $10.8 million for special revenues, and $3.0 million for Wastewater Reclamation Facility. Consolidated Tax Distribution continues to show improvement for the fifth consecutive year, and is budgeted at $52.1 million or a 5.4% increase over 2016 projection.

Room & Gaming Tax 1.3%

Special Ad Valorem Tax Clark County Flood Control District Consolidated Tax Distribution State and Federal Grants Sales Tax - Police Sales Tax - Utilities Motor Vehicle Fuel Taxes Room & Gaming Tax Utilities Payment in Lieu of Taxes Regional Transportation Commission

2016 Projection

2017 Adopted Budget

3,191,157 2,096,928 2,194,433 31,178,222

36,767,271 48,825,320 33,047,295 10,081,330 3,000,000 2,847,963 2,100,000 2,150,113 27,020,028

36,767,271 49,412,711 34,756,585 11,250,000 3,000,000 2,847,963 2,100,000 2,150,113 27,020,028

500,000 35,111,864 52,089,973 20,413,965 12,891,750 3,400,000 3,165,841 2,100,000 2,128,020 45,935,811

500,000 (1,655,407) 2,677,262 (14,342,620) 1,641,750 400,000 317,878 (22,093) 18,915,783

147,092,917

165,839,320

169,304,671

177,737,224

8,432,553

575,188 13,549,000 47,685,565 36,485,475 10,136,949

Total Intergovernmental Revenues

2016 Adopted Budget

2015 Actual

Intergovernmental Revenue

ADOPTED BUDGET FISCAL YEAR 2016-17

5 0

2016 vs. 2017 Variance 100.0 (4.5) 5.4 (41.3) 14.6 13.3 11.2 0.0 (1.0) 70.0 5.0

CITY OF NORTH LAS VEGAS

Charges for Services $108,491,185 Recreation Fees 4.0% Public Safety Fees 0.8%

Increases in Utility fees and Connection fees will account for $3.3 million, while all other areas will show a slight net increase of $137K.

Public Works Fees 0.7%

Fines and Forfeiture Revenue Fines and forfeiture revenue is budgeted at $7.7 million and accounts for 1.5% of total revenues. source is mainly court fines This revenue budgeted at $4.6 million and utility late penalties at $2.9 million. Miscellaneous Revenue and Other Financing revenue is Miscellaneous

Judicial Fees 1.5%

Utility Fees 93.0%

budgeted at $75.7 million and accounts for 15.1%

Charges for Services

of total revenues. This revenue source includes interest on investments, court administrative assessments, contributions and donations, reimbursements, and other revenue. This revenue source increased by $35.2 million mainly due to a $34.6 million SID capital project beginning in 2017. Interest earnings, estimated at $1 million, is a function of the relationship between the City's available cash balances and the interest rate. The city earns interest on its funds through various investment vehicles in accordance with the Nevada Revised Statutes. The City's investment policy stresses safety above yield and allows investments in U.S. Treasury and Agency obligations, certificates of deposit, commercial paper, banker's acceptances, money market funds, and the State of Nevada's Local Government Investment Pool.

Charges for services consist of a variety of revenues generated by city departments and include all revenues related to services performed whether received from private individuals or other government units. Charges for services include court fees, city clerk fees, planning and land development fees, public safety fees, special inspector services, swimming pool fees, parks and recreation fees, water and wastewater rate revenue, utility connection fees, and internal service charges.

This revenue source accounts for 21.6% of the total budget and is projected at $108.5 million in fiscal 2017. Charges for services are expected to increase in fiscal 2017 by approximately $3.5 million or 3.3%.

2015 Actual

Charges for Services

106,041

General Gov't Charges for Services Prisoner Board Fees Judicial Charges for Services Public Safety Charges for Services Public Works Charges for Services Culture and Rec. Charges for Services Utility Charges for Services Utility Connection Fees

40,554 2,470,512 1,163,338 1,346,685 4,078,142 92,466,117 4,757,488

Total Charges for Services

106,428,877

2016 Adopted Budget

2016 Projection

2017 Adopted Budget

2016 vs. 2017 Variance

85,000

75,000

0.0

0 1,817,900 959,100 475,561 4,273,082 94,874,433 2,680,000

0 1,665,880 819,400 625,221 4,299,624 94,874,433 2,680,000

1,584,300 956,400 670,000 4,336,787 97,743,698 3,125,000

(81,580) 137,000 44,779 37,163 2,869,265 445,000

0.0 (4.9) 16.7 7.2 0.9 3.0 16.6

105,165,076

105,039,558

108,491,185

3,451,627

3.3

ADOPTED BUDGET FISCAL YEAR 2016-17

5 1

CITY OF NORTH LAS VEGAS

Transfers from Other Funds Transfers amount to $39.3 million and account for 7.8% of total revenues. Because of their governmental nature, city-owned utilities are not subject to taxation. Therefore, a transfer from the Water and Wastewater Fund compensates the City for payments that are normally financed through property taxes and franchise fees. AB471, passed in the 2011 legislative session, requires entities to establish cost recovery formulas to assess PILT against their own utilities. Cities will have to develop a plan for reducing from current PILT transfer levels to that supported by the new formulas by 2021. Starting in fiscal year 2014, the City began reporting this transfer into three separate revenue accounts (to identify the portion of the transfer that are directly related to cost allocation, franchise fees and payment in lieu of taxes). The remaining transfer from the Water and Wastewater funds to the General Fund represents the revenue that will need to be made up by other sources by July 1st, 2021. Transfers From Other Funds 23,277,283

General Fund Special Revenues

3,625,108

Debt Service

9,489,566

Capital Project Funds

2,525,597 -

Self Insurance Funds

55,000

Golf Funds

39,294,254

Total Transfers From Other Funds

• New housing and commercial developments are expected to show increases in activity in 2017. The impact can be seen in the increase of revenues in permits, franchise fees and in business license fees. • Consolidated Tax (CTX) revenue is expected to increase by 5.4% in fiscal 2017. CTX has stabilized and has consistently showed year over year increases ranging from 2.8% to 11.5% for six consecutive years. Based upon this, the City anticipates this revenue to continue to show improvements going forward.

321,700

Water Fund

as abatements can account for as much as a 31% reduction to the calculated property tax. Values in residential and commercial properties continue to increase substantially, and the Property tax cap of 3% on residential property and 8% on non-residential and commercial will keep the revenues from increasing by double digits, however, as property is sold or newly constructed, the calculated tax is reset which will help get the City slightly higher percentage gains. However, the impact of the formula used to calculate the 10 year rolling average of commercial property tax gains, which now includes the full impact of the recession, it is estimated that property tax revenues will be roughly flat for several more years. This revenue source is planned to drop to 0.5% for approximately the next three years then gradually increase to 3.0 % by 2022 as a conservative approach.

• Medical Marijuana associated businesses opening delays, keep revenue projections for this source as minimal at $760,000, until consistent trending can be established.

Revenue Assumptions

The assumptions listed below assisted in the formulation of budgeted revenues.

• Revenues derived from the City's population is anticipated to increase by 2.5% to 3.0%. This is factored in revenues that are based upon population such as franchise fees, charges for services, and fines & forfeits.

• The City's operating tax rate will remain unchanged. Property taxes are projected to increase by an average of 2.1% in all funds. Although Assessed Valuation has shown double digit increases for three years, the City remains conservative on the property tax increases

ADOPTED BUDGET FISCAL YEAR 2016-17

5 2

CITY OF NORTH LAS VEGAS

Expenditure Analysis

The fiscal 2017 operating budget amounts to $366.7 million and is supplemented with $149.5 million in capital projects to produce a total financial program of $516.2 million. The budget is funded through six types of funds: General, Special Revenue, Debt Service, Capital Projects, Enterprise, and Internal Service Funds.

Total Expenditures by Fund Type $516,235,873 Special Revenues 16.6%

Enterprise 23.5%

Enterprise funds include the Water, Wastewater and Golf Fund and use a different basis of accounting since they operate similar to a business. Capital expenses and principal payments on debt are budgeted for managerial control, but reported on a GAAP basis in the annual report. The enterprise funds account for 23.5% of the budget and are expected to spend $121.2 million in fiscal 2017.

Internal Service 6.2%

General Fund 27.0%

Internal service funds are used to account for the financing of goods and services provided by one department or fund to other city departments on a cost-reimbursement basis. The City classifies the

Debt Service 2.2%

Debt service funds account for the payment of principal, interest, and fiscal agent fees on general obligation bonds and special assessment bonds. Water and Wastewater debt is accounted for in the enterprise funds. The debt service fund budget is $11.5 million in fiscal 2017 and accounts for 2.2% of all city expenditures.

Capital Projects 24.5%

Self-Insurance Fund and the Motor Equipment Fund in this manner. Total appropriations amount to $31.9 million and accounts for 6.2% of all city expenditures.

The General Fund provides a variety of services to the citizens of North Las Vegas and includes police and fire protection, planning, public works, street maintenance, parks and recreation, administration, courts, detention, and regulatory and administrative services. The General Fund budget is $139.0 million and accounts for 27.0% of all city expenditures. Special revenue funds account for a variety of program expenditures that are restricted either by law or city policy. The special revenue funds are budgeted at $85.5 million and account for 16.6% of all city expenditures. Capital projects deal with the purchase, construction, replacement, addition, or major repair of public facilities and infrastructure. These types of expenditures account for $127.2 million or 24.5% of the City's total financial program. Approximately $40.2 million is designated for Public Safety projects, $47.5 million for Street Improvement projects, $1.9 million for Parks and Recreation projects and $3.0 million for Municipal Buildings and Bond funded projects, and $34.6 million for General Government projects.

Information Technology Employee

ADOPTED BUDGET FISCAL YEAR 2016-17

5 3

CITY OF NORTH LAS VEGAS

All Funds Expenditure Summary

2015 Actual

2016 Adopted Budget

2016 Projection

2017 Adopted Budget

2016 vs. 2017 Variance Amount Percent

128,462,958

131,632,770

132,001,024

138,974,358

6,973,334

5.3

Special Revenue Funds Public Safety Support Special Purpose Revenue Street Maint, Parks, Fire Stations Public Safety Tax More Cops Sales Tax Fuel Taxes-Roadway Operations Park Construction Tax Parks & Recreation Support Municipal Court Support Community Development Library NLV Redevelopment

3,764,226 1,307,800 10,693,560 26,879,519 9,837,716 2,271,046 639,309 2,595,163 949,087 3,914,494 3,075,581 1,756,152

3,196,207 1,969,159 9,698,897 27,211,617 11,036,786 3,587,723 596,200 3,165,861 1,459,525 11,461,034 3,178,458 2,524,880

4,353,781 2,001,994 9,698,897 27,207,797 11,036,786 3,587,723 639,135 3,166,861 1,090,115 10,838,328 3,178,458 2,738,096

3,890,002 1,989,924 9,066,995 31,004,311 12,860,859 3,365,751 437,200 3,432,963 1,470,274 11,076,583 4,683,883 2,177,392

(463,779) (12,070) (631,902) 3,796,514 1,824,073 (221,972) (201,935) 266,102 380,159 238,255 1,505,425 (560,704)

(10.7) (0.6) (6.5) 14.0 16.5 (6.2) (31.6) 8.4 34.9 2.2 47.4 (20.5)

Total Special Revenues

67,683,653

79,086,347

79,537,971

85,456,137

5,918,166

7.4

Capital Projects Public Safety Street Improvements Culture & Recreation General Government Municipal Facilities Bonds Civic Center Bonds

14,934,161 43,828,151 9,750,578 8,130 2,674,223 2,097,288

43,644,022 40,840,613 3,689,809 1,000,885 1,665,624

43,413,002 40,840,613 3,898,579 3,052,826 2,005,724

40,179,214 47,553,773 1,870,000 34,600,000 2,154,302 831,225

(3,233,788) 6,713,160 (2,028,579) 34,600,000 (898,524) (1,174,499)

(7.4) 16.4 (52.0) 100.0 (29.4) (58.6)

Total Capital Projects

73,292,531

90,840,953

93,210,744

127,188,514

33,977,770

36.5

Debt Service Debt Service Pd by Operations Debt Service Pd by Ad Valorem

12,670,292 373,922

11,447,831 -

11,447,981 -

11,503,346 -

55,365 -

0.5 0.0

Total Debt Service

13,044,214

11,447,831

11,447,981

11,503,346

55,365

0.5

Enterprise Water Utility Wastewater Utility Golf

53,830,040 44,304,251 2,501,977

59,544,787 47,683,055 2,427,827

61,673,646 53,480,584 2,427,827

64,449,895 54,320,529 2,442,965

2,776,249 839,945 15,138

4.5 1.6 0.6

100,636,268

109,655,669

117,582,057

121,213,389

3,631,332

3.1

Internal Service ISF Insurance ISF Motor Equipment

19,941,724 3,481,419

23,396,191 5,732,059

23,396,191 5,853,059

25,847,534 6,052,595

2,451,343 199,536

10.5 3.4

Total Internal Service

23,423,143

29,128,250

29,249,250

31,900,129

2,650,879

9.1

406,542,767

451,791,820

463,029,027

516,235,873

53,206,846

11.5

General Fund

Total Enterprise

Total Expenditure

Note: Proprietary funds are reported on a cash flow basis. Depreciation expense is not included in this table.

ADOPTED BUDGET FISCAL YEAR 2016-17

5 4

CITY OF NORTH

LAS VEGAS

Comparative Expenditure Summary By Function and Department Fiscal Years 2015 - 2017

2015 Actual

2016 Adopted Budget

2016 Projection

2017 Adopted Budget

2016 vs. 2017 Variance Amount Percent

Expenditures by Function General Government Judicial Public Safety Public Safety-Protective Services Public Works Culture & Recreation Community Support Utility Enterprises Internal Services Debt Service Transfers to Other Funds Contingency

21,433,409 7,946,982 116,559,375 8,141,590 64,495,344 24,335,013 6,808,027 98,135,944 23,436,570 12,927,221 21,923,292 400,000

29,251,760 5,864,795 122,405,599 10,130,183 89,513,473 21,028,924 15,426,165 83,569,545 22,830,048 11,447,831 39,823,497 500,000

30,604,840 5,902,795 123,886,767 9,951,839 89,939,108 22,454,704 14,781,070 91,495,933 22,066,348 11,447,981 40,397,642 100,000

33,727,544 6,035,522 131,705,967 10,893,046 129,385,774 19,869,721 14,232,046 95,324,463 23,764,190 11,503,346 39,294,254 500,000

3,122,704 132,727 7,819,200 941,207 39,446,666 (2,584,983) (549,024) 3,828,530 1,697,842 55,365 (1,103,388) 400,000

10.2 2.2 6.3 9.5 43.9 (11.5) (3.7) 4.2 7.7 0.5 (2.7) 400.0

Total Expenditures by Function

406,542,767

451,791,820

463,029,027

516,235,873

53,206,845

11.5

903,634 3,323,758 2,453,674 673,888 4,553,968 12,927,221 9,100,114 33,360,230 66,535,442 1,096,822 2,556,581 7,980,027 22,506,633 85,439,795 78,740,174 74,390,806

971,023 5,022,900 2,859,815 621,302 5,655,173 11,447,831 9,728,941 33,042,997 65,746,032 1,187,983 2,650,958 5,864,795 25,277,807 90,685,630 107,459,088 83,569,545

971,023 5,304,026 2,884,737 730,802 6,036,173 11,447,981 10,250,131 32,640,223 65,732,512 1,146,616 2,650,958 5,902,795 26,339,992 92,466,275 107,028,851 91,495,933

797,504 4,719,324 2,969,151 1,188,813 6,641,742 11,503,346 12,070,819 34,015,180 68,801,916 852,900 2,738,883 6,035,522 22,419,774 99,008,106 147,148,430 95,324,463

(173,519) (584,701) 84,414 458,011 605,569 55,365 1,820,688 1,374,957 3,069,404 (293,716) 87,925 132,727 (3,920,218) 6,541,831 40,119,579 3,828,530

(17.9) (11.0) 2.9 62.7 10.0 0.5 17.8 4.2 4.7 (25.6) 3.3 2.2 (14.9) 7.1 37.5 4.2

406,542,767

451,791,820

463,029,027

516,235,873

53,206,845

11.5

2016 Adopted Budget

2016 Projection

Expenditures by Department City Council City Manager City Attorney City Clerk Community Development & Compliance Debt Service Finance Fire General Expense Human Resources Library Municipal Court Neighborhood & Leisure Services Police Public Works Utilities

Total Expenditures by Department

Expenditures by Object

2015 Actual Salaries & Wages Employee Benefits Supplies & Services Capital Outlay Debt Service Contingency Transfers Total Expenditures by Object

2017 Adopted Budget

2016 vs. 2017 Variance Amount Percent

95,291,895 56,580,185 91,381,609 80,003,884 37,218,417 400,000 45,666,777

107,634,436 59,370,868 128,646,104 81,310,468 34,506,447 500,000 39,823,497

106,024,436 63,052,788 126,860,840 92,086,874 34,506,447 100,000 40,397,642

114,384,149 69,019,510 168,223,158 90,425,741 34,389,061 500,000 39,294,254

8,359,713 5,966,722 41,362,318 (1,661,133) (117,386) 400,000 (1,103,388)

7.9 9.5 32.6 (1.8) (0.3) 400.0 (2.7)

406,542,767

451,791,820

463,029,027

516,235,873

53,206,845

11.5

Note: Proprietary funds are reported on a cash flow basis. Depreciation expense is not included in this table.

ADOPTED BUDGET FISCAL YEAR 2016-17

5 5

CITY OF NORTH LAS VEGAS

Salaries and Benefits

supplemental requests, a reduction of $2.5 million Personnel expenditures amount to $183.4 million, estimated in the 2016 projections S&S to be moved a $14.3 million increase from the 2016 projection. to benefit costs and $1.3 million increase to cover rising costs in ISF liability insurance, fleet services and utility accounts). Of the $14.3 million increase in salaries and benefits, an increase of $4.8 million includes the addition of 79.4 new positions, $1.3 million is Capital Outlay This category includes capital outlay and capital attributed to the reinstatement of merit increases projects, and accounts for 18.0% of the City's for all groups and $7.9 million is attributed to total budget. Capital outlay is budgeted at $90.4 new and ongoing capital projects. million, a decrease of $1.7 million over fiscal 2016 Supplies and Services projection. The supplies and services budget of $168.2 million More information on the CIP can be found in the 1) CIP Section and 2) Capital Project Fund and Special represents 28.6% of the total budget, an increase of Revenue Fund subsections of the Other Funds $41.4 million. $28.8 million of the increase is due Section of this book. to new capital projects beginning in 2017. $5.6 million increase in the general fund ($1.8 million in

Total Expenditures by Fund $516,235,873

Total Expenditures by Object $516,235,873

Transfers 7.6%

Employee Benefits 13.4%

Special Revenues 16.6%

Capital Outlay 17.5%

Enterprise 23.5%

Internal Service 6.2%

Debt Service 6.7%

Supplies & Services 32.5%

General Fund 27.0%

Contingency 0.1%

Salaries & Wages 22.2%

Capital Projects 24.5%

Debt Service 2.2%

Total Expenditures by Function Comparison 160 140

Millions

120 100 80 60 40 20 0

Judicial

2015-16 Projection

30.6

5.9

2016-17 Budget

33.7

6.0

Cul. & Rec

Utility Ent.

Int. Service

22.5

Comm. Support 14.8

133.8

89.9

142.6

129.4

91.5

19.9

14.2

95.3

ADOPTED BUDGET FISCAL YEAR 2016-17

5 6

22.1

Debt Service 11.4

Cont. / Attrition 0.2

Trf to Other Funds 40.4

23.8

11.5

0.5

39.3

CIT Y OF NORTH LAS VEGAS

PERSONNEL SUMMARY ANALYSIS

2015 Authorized

BY DEPARTMENT City Council City Manager City Attorney City Clerk Community Development & Compliance Finance Fire General Expense Human Resources Library Neighborhood & Leisure Services Municipal Court Police Public Works Utilities Total

BY FUNDS General Fund Public Safety Tax Fund Police Sales Tax Initiative Fund Utility Fund Golf Course Fund Motor Vehicle Fund Other Funds Total

BY FUNCTION General Government Judicial Public Safety Public Works Culture and Recreation Community Support Utilities Total

2016 Budget

2016 Projection

2017 Budget

Variance

10.0 11.3 17.0 4.0 36.7 41.0 167.0

9.0 14.3 18.0 4.0 44.7 42.0 162.0

8.0 14.0 18.0 4.0 48.5 44.0 162.0

10.0 20.0 114.5 63.0 482.5 100.5 134.0

8.0 15.0 18.0 4.0 50.5 44.0 162.0 4.5

18.5 117.5 50.0 517.5 97.5 145.0

18.5 117.5 51.0 504.5 106.5 132.4

18.5 125.1 51.0 562.5 109.7 135.4

58.0 3.2 3.0

1,211.5

1,240.0

1,228.9

1,308.2

79.4

703.0 138.0 61.0 134.5 6.9 10.0 158.1

707.4 151.0 61.0 145.5 7.9 8.0 159.2

700.0 149.0 61.0 133.4 6.8 9.5 169.2

751.0 157.0 69.0 136.4 8.3 10.7 175.9

51.0 8.0 8.0 3.0 1.5 1.2 6.7

1,211.5

1,240.0

1,228.9

1,308.2

79.4

121.8 63.0 687.5 49.7 137.0 18.5 134.0

110.7 50.0 725.5 49.7 137.5 21.6 145.0

115.4 51.0 718.5 51.0 143.5 17.1 132.4

123.1 51.0 777.5 52.0 151.1 18.1 135.4

7.7 59.0 1.0 7.7 1.0 3.0

1,211.5

1,240.0

1,228.9

1,308.2

79.4

ADOPTED BUDGET FISCAL YEAR 2016-17

5 7

1.0

2.0 4.5

7.7

CITY OF NORTH LAS VEGAS

Funded FTEâ&#x20AC;&#x2122;s By Function - FY 2017 Utilities 10.4%

Public Works 4.0%

Judicial 3.9%

General Government 9.4%

Culture & Recreation 11.5% Community Support 1.4%

Public Safety 59.4%

Personnel Summary For 10 - Year Period

Year

# FTE's

Employees per 1,000 Population

% Change Population

2008 2,194.0 2009 2,260.7 2010 2,193.9 2011* 1,723.8 2012* 1,440.3 2013* 1,275.8 2014* 1,261.2 2015* 1,202.0 2016* 1,240.0 2017* 1,308.2 * Funded Positions

6.8% 3.0% -3.0% -21.4% -16.4% -11.4% -1.1% -4.7% 3.2% 5.5%

10.42 10.53 9.98 7.72 6.62 5.70 5.68 5.31 5.38 5.56

210,472 214,661 219,914 223,213 217,482 223,873 222,009 226,199 230,491 235,395

Personnel Summary Trend

11.00

2,400.0 2,20 .0 2,000.0

10.00

1,600.0

9.00

1,200.0

8.00

800.0

7.00

1,800.0 1,400.0 1,000.0 600.0

6.00

400.0 200.0 -

2008

2009

2010

2011*

Number FTEs

2012*

2013*

2014*

2015*

Employees per 1,000 Population

ADOPTED BUDGET FISCAL YEAR 2016-17

5 8

2016*

2017*

5.00

General Fund

In This Section This section includes tables and analysis related to the General Fund. The funds revenue sources are described and trends and projections are presented. Expenditure trends are also included and are summarized by expense object and function.

Statement of Revenue, Expenditures, and Changes in Fund Balance Trend........... 61 General Fund Summary of Revenues .......... 62 General Fund Revenue Analysis.................. 63 Property Taxes ............................................. 63 Licenses, Permits and Franchise Fees ......... 64 Charges for Services .................................... 65 Intergovernmental Revenue ......................... 66 Consolidated Tax Revenue .......................... 66 Fines and Miscellaneous Revenue............... 67 Transfers from Other Funds .......................... 68 Expenditures by Object ................................ 69 Expenditures by Function ............................. 70 Transfers to Other Funds ............................. 71 General Fund Ten Year History.....................72

Craig Ranch Regional Park Amphitheater.

CIT Y OF NORTH LAS VEGAS

This page was intentionally left blank. ADOPTED BUDGET FISCAL YEAR 2016-17

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CITY OF NORTH LAS VEGAS

GENERAL FUND

The General Fund accounts for activity associated with traditional city services such as police, fire, parks and recreation, planning and economic development, public works, and general administration. The General Fund's total financial program amounts to $139.0 million in fiscal 2017.

General Fund Fiscal Years 2015 - 2017 Statement of Revenue, Expenditures and Changes in Fund Balance 2015 Actual Revenues Property Taxes Other Taxes Charges for Services Intergovernmental Resources Consolidated Tax Revenue Licenses and Permits Fines & Forfeits Miscellaneous Total Revenues

Expenditures by Function General Government Judicial Public Safety Public Works Culture and Recreation Community Support Contingency Attrition Savings

2016 vs. 2017 Variance

7,993,531

8,146,679

153,148

1.9

6,076,810 4,291,395 47,685,565 35,182,873 5,795,494 2,156,275

4,763,794 4,250,113 48,825,320 35,931,229 5,777,500 1,146,310

4,488,838 4,274,813 49,412,711 36,284,106 4,774,834 1,764,010

4,775,398 4,228,020 52,089,973 38,856,567 4,735,500 1,652,110

286,560 (46,793) 2,677,262 2,572,461 (39,334) (111,900)

6.4 (1.1) 5.4 7.1 (0.8) (6.3)

108,872,638

108,687,797

108,992,843

114,484,247

5,491,404

5.0

18,207,478 7,297,895 78,736,590 2,444,849 7,992,264 1,619,921

21,425,709 5,074,680 84,514,870 2,305,456 8,419,227 1,770,387 500,000 -

21,636,305 5,112,680 84,464,660 2,543,197 8,455,749 1,665,992 100,000 -

23,262,587 5,234,658 89,674,911 2,489,024 8,761,219 1,654,771 500,000

1,626,282 121,978 5,210,251 (54,173) 305,470 (11,221) 400,000

124,010,329

123,978,583

131,577,170

7,598,587

25,000 23,277,283 (7,397,188) 15,905,095

(215,121) 625,253 410,132

(1) (7.8) 2.6

(1,187,828) (1,697,051)

(333.3)

Total Expenditures

116,698,997

Other Financing Sources / (Uses) Sale of Equipment/Real Property Operating transfers in Operating transfers (out) Total Other Financing Sources / (Uses)

121,210 23,986,762 (11,763,961) 12,344,011

2017 Adopted Budget

2016 Projection

7,684,226

400,000

2016 Adopted Budget

25,000 23,492,404 (7,622,441) 15,894,963

25,000 23,492,404 (8,022,441) 15,494,963

Increase (Decrease) in Fund Balance

4,517,652

572,431

509,223

Beginning Fund Balance

8,078,700

10,136,612

12,596,352

13,105,575

509,223

12,596,352

10,709,043

13,105,575

11,917,747

(1,187,828)

Ending Fund Balance

ADOPTED BUDGET FISCAL YEAR 2016-17

6 1

7.5 2.4 6.2 (2.1) 3.6 (0.7) 400.0 6.1

4.0 (9.1)

CIT Y OF NORTH LAS VEGAS

General Fund Summary of Revenues For the Years 2015-2017 2015 Actual

2016 Adopted Budget

2016 Projection

2017 Adopted Budget

2016 vs. 2017 Variance

Taxes Property Taxes

7,684,226

7,993,531

8,146,679

153,148

1.9

Total Taxes

7,684,226

7,993,531

8,146,679

153,148

1.9

Licenses & Permits Business Licenses Liquor Licenses City Gaming Licenses County Gaming Licenses Franchise Fees Utility Franchise Fees Medical Marijuana Licensing Animal Licenses Engineering Permits Building Permits Total Licenses & Permits

5,217,983 260,225 1,502,692 1,184,385 16,995,232 4,327,100 529,588 76,144 528,731 4,560,793 35,182,873

4,341,010 301,430 1,521,167 1,265,000 17,892,800 4,576,050 2,000,000 62,000 500,000 3,471,772 35,931,229

4,516,032 442,000 1,510,000 1,265,000 17,448,400 4,576,050 745,000 62,000 500,000 5,219,624 36,284,106

5,469,000 450,000 1,520,000 1,300,000 18,075,000 4,715,000 760,000 65,000 500,000 6,002,567 38,856,567

952,968 8,000 10,000 35,000 626,600 138,950 15,000 3,000 782,943 2,572,461

21.1 2 1 3 4 3 2.0 4.8 - 15.0 7.1

Intergovernmental Revenues Grants Consolidated Tax Distribution Room and Gaming Taxes - LVCVA Payment in Lieu of Taxes

34 47,685,565 2,096,928 2,194,433

48,825,320 2,100,000 2,150,113

24,700 49,412,711 2,100,000 2,150,113

52,089,973 2,100,000 2,128,020

(24,700) 2,677,262 (22,093)

(100) 5.4 - (1.0)

Total Intergovernmental Revenues

51,976,960

53,075,433

53,687,524

56,317,993

2,630,469

4.9

Charges for Services Building and Zoning Fees Court Fees Other Fees Police - Other Fees Fire Prevention & Other Fees Medical Marijuana Permitting Prisoner Board Swimming Pool & Recreation Fees Administrative Fees - Utilities

823,997 1,955,196 78,110 267,931 670,070 497,500 23,966 25,058 1,734,982

705,000 1,474,500 50,561 127,100 607,000

705,000 1,322,480 50,783 128,400 456,000

938,000 1,224,300 50,000 128,400 555,000

18,200 1,781,433

44,742 1,781,433

Total Charges for Services

6,076,810

4,763,794

Other Revenues Fines & Forfeitures Interest Earnings Refunds & Reimbursements Inmate Payphone Commission Other Miscellaneous Revenue

5,795,494 868,027 341,197

5,777,500 354,000 296,710

1,068,261

520,600

510,400

(10,200)

Total Other Revenues

8,072,979

6,948,810

6,563,844

6,412,610

(151,234)

(2.3)

18,256,669 5,486,816

18,196,237 5,296,167

18,143,675 5,133,608

(52,562) (162,559)

(0) (3)

23,986,762 132,980,610 8,078,700 141,059,310

23,492,404 132,205,201 10,136,612 142,341,813

23,492,404 132,510,247 12,596,352 145,106,599

23,277,283 137,786,530 13,105,575 150,892,105

(215,121) 5,276,283 509,223 5,785,506

(0.9) 4.0 4.0 4.0

Transfer In from Other Funds: Vacant Building Clearance Forensic Services Fund Municipal Court Admin Assessment Water Fund Wastewater Fund Self Insurance Fund Self Ins. Fund - Employee Benefits Motor Equipment Fund Transfers from Other Funds Total Revenues Beginning Fund Balance Total Financial Resources

233,000 (98,180) (783)

33 (7) (2)

99,000

21.7

1,879,698

(44,742) 98,265

(100) 6

4,488,838

4,775,398

286,560

6.4

4,774,834 840,700 427,710

4,735,500 950,000 216,710

(39,334) 109,300 (211,000)

(1) 13 (49.3) (2)

206,705 36,572

ADOPTED BUDGET FISCAL YEAR 2016-17

6 2

CIT Y OF NORTH LAS VEGAS

General Fund Revenue Analysis

Increases (Decreases) In:

General fund revenues are anticipated to show a net increase of $5.3 million in fiscal 2017. Some revenues continue to show slight declines. Prisoner Board revenue is eliminated as the other local entities work to reduce their costs for interlocal prisoner detention. The Medical Marijuana Permitting fees received in 2015 were a one-time non-recurring fee. Court fines and fees continue declining, while gaming licenses remain relatively flat. On the positive side, Consolidated Tax Distribution is continuing to show gains with an estimated increase of $2.7 million in fiscal 2017. Medical Marijuana licensing becomes a new revenue source but with delays in opening it is projected to remain flat until historical trending can be used to project increases, and planning and franchise fees coming in strong suggesting development growth is underway.

Consolidated Taxes Charges for Services Taxes Licenses, Permits, Franchise Fees Intergovernmental Revenue and Miscellaneous, Fines & Forfeitures

Where The Operating Dollar Comes From $137,786,530 P.I.L.T. & Trfs In 16.9%

Intergovernmental Resources 3.1%

Fines and Forfeits 3.4% Taxes 5.9%

Licenses & Permits 28.2%

Charges for Services 3.5%

Consolidated Taxes 37.8%

Miscellaneous 1.2%

Property Taxes - Fiscal 2010 to 2022

Millions

The following graph presents a historical and projected summary of General Fund property tax revenue. The growth rate in property tax revenue is projected to increase by 1.9% in fiscal 2017. The large decline depicted in the graph between 2010 and 2011 is attributed in part to the shift of an 18 cent tax override earmarked strictly for Police functions which has been moved to the Public Safety Tax Special Revenue Fund. The City anticipates slow to no growth of 0.5% to 3.1% from 2018 and thereafter.

2.7 M 0.3 0.1 2.6

(0.2) (0.2) $ 5.3 M

Transfers In Net Revenue Variance

Property Taxes The General Fund receives only 15.4% of the total property taxes levied by the City. The City's property tax rate is $1.1637 per $100 of assessed valuation. Of this, $0.1937 goes to the General Fund. Property tax revenue amounts to 5.9% of the General Fund budget and is projected at $8.1 million in fiscal 2017. The County distributes property taxes to the City on a monthly basis.

2010

2012

2014 Actual

ADOPTED BUDGET FISCAL YEAR 2016-17

6 3

2016

2018

Projected

2020

2022

CIT Y OF NORTH LAS VEGAS

Licenses, Permits, Franchise Fees

Licenses, Permits, Franchise Fees - $38,856,567

Licenses, permits, and franchise fees account for 28.2% of the General Fund budget and is projected at $38.9 million, an increase of 7.1% over fiscal 2016 projection. License and permit revenue is directly influenced by the local economy and includes building and engineering permits and business, gaming, liquor, and animal licenses. Business License Revenue

Business license fees are assessed against all entities engaged in business within the city limits. Business license fees may be “flat” in nature, meaning the business pays a prescribed amount based on the nature of the business, or “gross” fees, which are based on a percentage of gross income. Gaming fees are a flat fee and are assessed based on the number of gaming devices on the property.

Business Licenses Engineering

Liquor

Licenses 1.2%

14.1%

Utility Permits 1.3%

Building Permits 15.4%

Franchise Fees 12.1%

Animal Licenses 0.2%

Medical Marijuana 2.0%

City Gaming 3.9% County Gaming 3.3%

Franchise Fees

46.5%

Business License Revenue Fiscal 2010 to 2022 12 10

Building Permit Revenue

Millions

2 -

2010

2012 2014 2016 Actual

2018

2020

Projected

2022

Building Permit Revenue Fiscal 2010 to 2022 8 7 6

Millions

Building permit revenue is highly dependent upon residential and commercial construction and can fluctuate with the economy. Residential construction continues to show positive signs of growth. An increase of 42% in number of new single-family residential construction, from 531 units last year to 752 units this year. Commercial permit activity remained positive throughout the year. There was a 1% drop in total valuation from $192 million to $189 million. This slight drop still indicates a very strong year as the City has experienced a significant increase for the past three years. There was a change in state legislation that negatively impacted the solar energy industry, resulting in estimated 15% drop in overall commercial valuation for this year. The medical marijuana, large industrial development, and small to medium commercial development are all showing signs of continued growth.

5 4 3 2 1 -

2010

2012

2014

Actual

ADOPTED BUD ET FISCAL YEAR 2016-17

Residential Street in North Las Vegas

6 4

2016

2018

Projected

2020

2022

CIT Y OF NORTH LAS VEGAS

Franchise Fees

Charges for Services

Franchise fees amount to $22.8 million, or 16.5% of the total General Fund budget. Franchise fees are imposed on gross revenues or a percentage of gross revenue on public companies operating within city limits. Franchise fees are paid by public utilities or other companies pursuant to franchise agreements and include electric, natural gas, cable, sanitation, telecommunication, and ambulance services. Franchise fees, which are a factor of City population, are showing signs of growth with a 3.5% increase anticipated in fiscal 2017. A new revenue identified in this category are franchise fees charged to the City's Utilities. Starting in 2014 the City had started to break down the PILT transfer from the Utility Department. This increase in 2014 is represented in the graph below.

Charges for Services consists of a variety of revenue types generated by General Fund departments. This revenue source is projected at $4.8 million and amounts to 3.5% of the General Fund budget. Charges for Services include court fees, building and zoning fees, public safety fees, fire prevention fees and recreation fees. The largest revenue source in this category is Utility Administrative overhead fees, estimated at $1.9 million in fiscal 2017. Starting in 2014 the City had started to break down the PILT transfer from the Utility Department, this is the increase in 2014 that can be seen in the graph below.

(Further discussion on the PILT transfer can be found in the transfers discussion at the end of this chapter.

Franchise Fees - $22,790,000

Charges for Services - $4,775,398

Building and Zoning Fees 19.6%

Gas Cable 7.7%

10.1% Sanitation 5.9%

Telecommunication 9.1%

Utilities 20.7%

Court Fees 25.6%

Fire Fees 11.6%

Other Fees 1.0%

Ambulance

Utility Fees 39.5%

0.4%

Electric 46.1%

Franchise Fees - Fiscal 2010 to 2022

Charges for Services - Fiscal 2010 to 2022

Millions

20 15

Police Other Fees 2.7%

2010

2012

2014 Actual

2016

2018

2020

2022

Projected

2010

2012

2014 Actual

ADOPTED BUDGET FISCAL YEAR 2016-17

6 5

2016

2018

Projected

2020

2022

CIT Y OF NORTH LAS VEGAS

support tax from 2.25% up to 2.60%. This .35% increase brings the total County sales tax rate up to 8.1%. Sales tax is collected by the State which places a portion of the sales tax into a fund to be transferred to local governments. Amounts in the fund are allocated to local governments on the basis of a formula mandated by State statute.

Intergovernmental Revenue This revenue source accounts for state shared revenues, miscellaneous grants, and the Consolidated Tax distribution. Intergovernmental revenue is projected at $56.3 million and accounts for 40.9% of total General Fund Revenue.

Other Intergovernmental Revenue

On September 1, 2015 the Clark County Commission approved an additional .05% increase for the specific purpose of hiring additional officers, bringing the total sales tax to 8.15% This increase became effective January 1, 2016.

Other intergovernmental revenue includes room and gaming taxes, and miscellaneous federal grants, and starting in 2014 a payment in lieu of taxes charged to the City's Utility Department. Other Intergovernmental revenue will remain flat and is estimated to be $4,228,020.

Intergovernmental revenue is projected at $56,317,993 and accounts for 40.9% of total General Fund Revenue.

Effective fiscal 2011, approximately $2.6 million in motor vehicle fuel tax revenue was shifted out of the General Fund, along with a corresponding amount of appropriations, to a new Special Revenue Fund. The shift occurred as, by NRS, these revenues are earmarked exclusively for street maintenance within the City.

The Consolidated Tax Distribution (CTX) is the largest single revenue source in the General Fund and is highly elastic in nature. The Consolidated Tax is collected by the State and distributed to the City based on statutory formulas. The CTX consists of local government revenues from the following six sources: Sales and Use Tax, Supplemental City/County Relief Tax ("SCCRT") and Basic City/County Relief Tax ("BCCRT"), Cigarette Tax, Liquor Tax, Governmental Services Tax, and Real Property Transfer Tax. CTX is estimated to be $52.1 million in fiscal 2017, a 5.4% increase from 2016 projection. The below chart presents a historical summary of Consolidated Tax revenue. This highly volatile revenue source provides 10.4% of total city revenues and 37.8% of total General Fund revenues.

Consolidated Tax Distribution

Effective July 1, 1998, Senate Bill 254 of the 1997 Legislature amended NRS 377.080 to form the Local Government Tax Distribution Fund.

Consolidated Tax Distribution Fiscal 2010 to 2022 70

Sales within Nevada are generally taxed at the rate of 6.50%. In addition, the voters in Clark County approved a 0.25% levy for flood control, 0.50% levy for transportation improvements, a 0.25% levy for water and wastewater improvements and a 0.25% levy for public safety. Further, during the 2009 legislative session, the legislature passed S.B. 429. The bill increases the local school

60 50 40 30 20 10 -

2010

2012

2014 Actual

ADOPTED BUDGET FISCAL YEAR 2016-17

6 6

2016

2018

Projected

2020

2022

CITY OF NORTH LAS VEGAS

The City's Position on the Consolidated Tax Distribution

Fines and Miscellaneous Revenue

The 1981 Nevada Legislature reduced property tax rates in what is known as the "Tax Shift," whereby cities and counties received less property tax revenue and more sales tax revenue. Nevada made this change to mirror California Proposition 13, along with more than forty states nationwide. By doing this, Nevada moved from basing its revenue structure from a stable and inelastic revenue source (property tax), to an unstable and elastic revenue source (sales tax). The methodology utilized in allocating the sales tax affected entities in a varied and not necessarily equitable manner. The changes in the 1981 tax shift have created problems and lasting effects.

As you can see in the chart below, Ctax is just returning to 2008 levels, however, it makes up 45.5% of total revenues (less transfers and other sources), as compared to 2008 when it accounted for only 30.5% of total revenues less other sources.

Millions

Fines and miscellaneous revenue amount to $6.4 million, or 4.7% of the General Fund budget. Court fines represent the largest revenue source in this category and are projected at $4.7 million in fiscal 2017. Interest earnings are generated on idle cash balances throughout the year and are a function of the relationship between the City's available cash balances and the interest rate. The City earns interest on its funds through various investment vehicles in accordance with the Nevada Revised Statutes. The City's investment policy stresses safety above yield and allows investments in U.S. Treasury and Agency obligations, certificates of deposit, commercial paper, banker's acceptances, money market funds, and the State of Nevada's Local Government Investment Pool. Interest earnings applicable to bond proceeds and certain special revenues do not accrue to the General Fund. Fines and Miscellaneous Revenue - $6,412,610

200

Interest Earnings 14.8%

150

Refunds & Reimbursements 3.4%

Miscellaneous 8.0%

100

Í˛

Ctax

Fines & Forfeitures 73.8%

GF Total Rev

Shopping Plaza in North Las Vegas

ADOPTED BUDGET FISCAL YEAR 2016-17

6 7

CITY OF NORTH LAS VEGAS

Transfers from Other Funds The second largest revenue source for the general fund is the transfer from the utilities fund, or payment in lieu of taxes (PILT). Prior to fiscal year 2005, this revenue was reflected as a payment in lieu of tax (PILT) on the Cityâ&#x20AC;&#x2122;s financial statements but was changed to be reflected as a transfer in, in accordance with governmental accounting standards, as there was no direct relationship between the amount of the transfer and the specific goods or services provided.

The formula below was used to calculate the 2017 PILT transfer and related revenues due to the City: Property Tax Calculation

Water

Wastewater

110,707,677

384,854,777

35.00%

38,747,687

134,699,172

CNLV Tax Rate

1.2269%

Calculated Property Tax

475,395

Net Fixed Assets 6/30/2016 Assessed Valuation Factor Calculation of Taxable Amount

1,652,624 2,128,020

Total General Fund Payment in Lieu of Taxes

(Reported under Intergovernmental Revenue)

The method to determine the amount of the transfer was adopted in 2005 and used from fiscal 2005-2013. Payment in Lieu of Taxes at 20.0% of Water and Wastewater Rate Revenue, Franchise Fees at 5.0% of Water and Wastewater Rate Revenue, and Overhead Fees at 15.0% of Water and Wastewater total revenue.

In December 2009, Council approved a $32 Million cap on the PILT transfer effective July 1, 2009.

Franchise Fees

Water

User Charges

Wastewater 41,800,000

52,500,000

Franchise fee %

5.00%

Calculated Franchise Fee

2,090,000

2,625,000

4,715,000

Total General Fund Franchise Fees

(Reported under License, Permits & Franchise Fees)

The 2011 State of Nevada legislative session passed AB471 which prohibits an entity from receiving transfers from its Utility fund. Because of the significant impact to the City, cities have been given until 2021 to reduce their dependency on PILT transfers, and must develop a method of cost allocation of overhead for the Utility Department.

Overhead Calculation

51.75

Wastewater FTE's

134.40

Total Utility FTE's

The remaining transfer in, now represents the revenue reduction in this category that must be replaced through expansion of existing revenues, identifying new revenue sources, or further reductions to expenditures by 2021 to be in compliance with AB471.

4.21%

6.72%

Total Overhead Allocation per fund

723,768

1,155,930

1,879,698

Total General Administrative Fees

(Reported under Charges for Services)

Water Total Utility charges

Wastewater

4,256,325

4,466,392

Prior PILT Payment

22,400,000

9,600,000

Remaining transfer

18,143,675

5,133,608

The revenues received from the Utility funds for 2017 are: Franchise Fees - $4,715,000 Administrative Fees - $1,879,698 Payment in Lieu of Taxes - $2,128,020 Remaining Transfer in - $23,277,283.

ADOPTED BUDGET FISCAL YEAR 2016-17

6 8

17,198,397

Total Budget of supporting divisions

The formula that has been developed is based upon cost recovery including an allocation of General fund costs incurred by the City on behalf of the Utility as administrative fees, franchise fees, and a payment in lieu of taxes that would normally be collected from an entity outside of the City.

82.65

Water FTE's

Percentage of City workforce

The City has researched and reviewed many different methodologies to determine an effective cost allocation. Beginning in fiscal year 2014 the new cost allocation method has been implemented.

1,229.70

Total CNLV FTE's as of June 30, 2016

General Fund Expenditures

CIT Y OF NORTH LAS VEGAS

The General Fund operating budget for fiscal 2017 amounts to $139.0 million, an increase of $7.0 million, or 5.3% from the 2016 projection. General Fund Expenditure by Object - Fiscal Years 2015 to 2017 2015 Actual Salaries and Wages Employee Benefits Services and Supplies Capital Outlay Contingency Transfers to Other Funds

Total Expenditures by Object

2016 Adopted Budget

57,821,449 34,729,821 23,747,684 43 400,000 11,763,961

57,270,777 33,999,412 32,240,140

128,462,958

2016 Projection

2017 Adopted Budget 57,976,275 36,400,082 36,700,813

500,000 7,622,441

55,263,110 37,493,546 31,096,927 25,000 100,000 8,022,441

131,632,770

132,001,024

138,974,358

500,000 7,397,188

General Fund Expenditure by Department - Fiscal Years 2015 to 2017 2016 2017 2015 Actual

Mayor and Council City Manager City Attorney City Clerk Community Dev. & Compliance Finance Fire General Expense Human Resources Municipal Court Neighborhood & Leisure Services Police Public Works Contingency Transfers to Other Funds Total Expenditures by Object

Adopted Budget

2,713,165 (1,093,464) 5,603,886 (25,000) 400,000 (625,253)

971,023 2,258,115 2,318,594 730,802 4,907,841 8,403,528 31,028,997 2,302,987 1,146,616 5,112,680 6,153,881 50,039,079 8,504,440 100,000 8,022,441

797,504 2,234,118 2,385,807 1,188,813 5,194,425 9,103,801 32,988,180 2,659,972 852,900 5,234,658 5,437,751 52,835,955 10,163,286 500,000 7,397,188

(173,519) (23,997) 67,213 458,011 286,584 700,273 1,959,183 356,985 (293,716) 121,978 (716,130) 2,796,876 1,658,846 400,000 (625,253)

128,462,958

131,632,770

132,001,024

138,974,358

6,973,334

The General Fund supplies and services budget totals $36.7 million, an increase of $5.6 million or 18.0%. The increase reflects a partial decrease of $2.5 million in supplies and services in 2016 (savings identified to cover anticipated benefit increases) and an increase in 2017 of $3.1 million. The main increases are attributed to Detention $540K, Elections $500K, Vehicle Replacement

5.3

2016 vs. 2017 Variance

971,023 2,190,206 2,293,672 621,302 4,908,051 8,086,528 31,050,997 2,492,487 1,187,983 5,074,680 5,457,838 50,027,079 9,148,483 500,000 7,622,441

Most major functions of city government are accounted for in the General Fund. As a result, salaries and benefits account for 67.9% of the General Fund budget. Personnel expenditures total $94.4 million, a $1.6 million increase from the 2016 projection. A breakdown of positions can be seen in further detail in the All Funds section.

4.9 (2.9) 18.0 (100) 400.0 (7.8)

6,973,334

903,634 1,214,400 2,039,023 672,642 3,778,613 6,434,740 31,721,935 2,190,823 1,096,754 7,297,894 5,881,890 44,672,671 8,393,978 400,000 11,763,961

Salaries and Benefits

Supplies and Services

2016 Projection

2016 vs. 2017 Variance

(17.9) (1.1) 2.9 62.7 5.8 8.3 6.3 15.5 (25.6) 2.4 (11.6) 5.6 19.5 400.0 (7.8) 5.3

$365K and CIP projects for IT and Police Departments of $1.1 million. Contingency

The contingency account is budgeted at $500,000, the same as fiscal 2016, and is appropriated for unforeseen expenditures. Capital Outlay

There is no capital outlay budgeted in fiscal 2017 in the General Fund.

ADOPTED BUDGET FISCAL YEAR 2016-17

6 9

CIT Y OF NORTH LAS VEGAS

Expenditures by Function

The General Fund budget is divided into nine areas that represent activities or functions. The major functions of the General Fund are general government, judicial, public safety, public works, culture and recreation, community support, debt service, contingency, and transfers to other funds. General Fund Expenditure by Function For The Years 2015 to 2017 2016 2017 2015 Actual

General Government Judicial Public Safety Public Works Culture & Recreation Community Support Contingency Attrition Transfers to Other Funds Total Expenditures by Function

Adopted Budget

21,425,709 5,074,680 84,514,870 2,305,456 8,419,227 1,770,387 500,000

21,636,305 5,112,680 84,464,660 2,543,197 8,455,749 1,665,992 100,000

11,763,961

7,622,441

8,022,441

23,262,587 5,234,658 89,674,911 2,489,024 8,761,219 1,654,771 500,000 7,397,188

128,462,958

131,632,770

132,001,024

138,974,358

1,626,282 121,978 5,210,251 (54,173) 305,470 (11,221) 400,000 (625,253) 6,973,334

7.5 2.4 6.2 (2.1) 3.6 (0.7) 400.0 - (7.8) 5.3

category of expenditures accounting for 64.5%, or $89.7 million of the General Fund budget. It includes appropriations for Police, Fire, Detention, Emergency Management, Building Safety, Code Enforcement, Traffic Engineering, and Animal Control. Expenditures in this function increased by $5.2 million, or 6.2%, from 2016 projections. The majority of the increase can be attributed to $1.9M for Detention, $364,000 for Vehicle Replacement, $370,000 for PD CIP project, $495,000 for increases for Uniform allowance, overtime and merits.

Contingency 0.4%

Transfers Out 5.3% Judicial 3.8%

2016 vs. 2017 Variance

Public Safety continues to represent the largest

General Community Government Support 1.2% 16.7%

Public Works 1.8%

Adopted Budget

18,207,478 7,297,895 78,736,590 2,444,849 7,992,264 1,619,921 400,000

General Fund Expenditures by Function Culture & Recreation 6.3%

2016 Projection

Public Safety 64.5%

Public Works accounts for $2.5 million, or 1.8% of the

budget and includes all divisions of the Public Works Department. Expenditures in this function decreased by $54,173 or 2.1%.

General Government accounts for about $23.3

million, or 16.7% of the total General Fund budget. Expenditures in this area increased by $1.6 million or 7.5%. City Departments in this function include City Council, City Manager, City Attorney, City Clerk, Finance, Human Resources, Information Technology, Planning, Maintenance, Custodial, and Non-Departmental expenses. Increases include: $700,000 for IT CIP projects, $483,500 for elections and $488,000 for additional staffing.

Culture and Recreation includes the Parks and

Recreation function and represents 6.3% or $8.8 million of the General Fund budget. The Culture and Recreation function increased by 3.6%. Community Support includes the cost of providing

services that develop and improve the economic condition of the community and its citizens. The Neighborhood & Leisure Department is in this category and amounts to $1.7 million or 1.2%.

The Judicial function includes all operations of the Municipal Court and amounts to $5.2 million in fiscal 2017. Expenditures in this function increased by 2.4% and represent 3.8% of the General Fund budget.

ADOPTED BUDGET FISCAL YEAR 2016-17

7 0

CIT Y OF NORTH LAS VEGAS

General Fund Comparative Expenditures by Function $138,974,358 90.0 80.0

Millions

70.0 60.0 50.0 40.0 30.0 20.0 10.0 0.0

Judicial

2016 Projection

21,636,305

5,112,680

2017 Budget

23,262,587

5,234,658

Cul. & Rec

84,464,660

2,543,197

8,455,749

1,665,992

100,000

2,489,024

8,761,219

1,654,771

500,000

89,674,911

Comm. Support

Other

Trf to Other Funds 8,022,441 7,397,188

General Fund Expenditures by Object

Interfund Transfers

This category accounts for transfers from one fund to another, which are not repayable and do not constitute

Transfers to Other Funds 5.3%

payment or reimbursement for goods provided or services performed. This account represents an expenditure of the disbursing fund, but not an expenditure of the reporting entity as a whole.

Services & Supplies 26.4%

Contingency 0.4%

General Fund budgeted transfers include $5.3 million in support of debt service, $240,407 in support of Police and Fire Grant matching, and $55,000 for the Municipal Golf Course, and $1,791,023 for the Library fund.

Salaries & Benefits 67.9%

General Fund Transfers to Other Funds For The Year 2015 to 2017 2016 2017 2015 Actual

Sp Rev - PD Grant Fund Sp Rev - FD Grant Fund Sp Rev - Housing Programs Library Fund Debt Service Funds Municipal Golf Course Fund Aliante Golf Course Fund ISF Liability Insurance ISF Workers Comp ISF Health Insurance ISF Employee Benefits Total Transfers to Other Funds

158,800 149,563 101,880 55,000 7,520,284 90,000 688,434

Adopted Budget

47,036 151,407

241,054 6,455,344 55,000 72,600 600,000

241,054 6,455,344 55,000 472,600 200,000 400,000

7,622,441

8,022,441

1,500,000 1,500,000

11,763,961

2016 Projection

ADOPTED BUDGET FISCAL YEAR 2016-17

7 1

Adopted Budget 89,000 151,407 1,791,023 5,310,758 55,000

7,397,188

2016 vs. 2017 Variance 41,964 1,549,969 (1,144,586)

89.2 - - 643 (17.7)

(472,600) (200,000) (400,000)

(100) (100.0) (100)

(625,253)

(7.8)

CITY OF NORTH LAS VEGAS

General Fund Ten Year History

The table below shows the financial activity and challenges the City has faced in the past ten years. It is clear that 2008 was the last of the growth years for the City in both revenues and expenditures as staffing was increased to keep up with the quick economic growth. Then it quickly reversed in 2009 through 2012, leveling off in 2013, showing slight gains in 2014 and continuing positive increases through 2017.

General Fund Revenues, Expenditures and Changes in Fund Balance 10 - Year Trend

2008 Actual

Revenues

(2)

Property Taxes (3) Other Taxes Licenses and Permits Intergovernmental Revenue Consolidated Taxes (4) Charges for Services Fines and Forfeitures (6) Miscellaneous

(3)

Total Revenues

Expenditures by Function

Public Safety (3) Public Works Culture and Recreation Community Support Contingency Est. Vacancy/Supplies Savings (2 & 5)

23,754,838 345,952 33,491,477 6,635,992 50,199,861 18,614,456 8,605,468 22,892,819

25,138,858 300,678 28,734,711 6,355,522 39,642,953 19,861,703 9,696,168 17,871,750

164,540,863

147,602,343

33,681,215 8,849,562

General Government Judicial

2009 Actual

35,370,281 9,809,507

2011 Actual

2012 Actual

9,056,731

8,491,299

26,271,308 2,521,605 36,538,629 12,116,338 9,505,810 3,075,519

26,274,983 2,528,412 37,565,290 4,046,341 6,653,848 2,073,940

99,085,940

87,634,113

21,991,037 9,568,676

17,228,576 8,346,323

2010 Actual 22,523,158 330,333 26,062,330 6,167,143 34,179,293 21,127,646 9,392,310 5,578,261 125,360,474

31,866,059 10,139,590

112,479,200 16,784,252 11,671,031 3,129,119

116,538,282 16,635,618 12,622,349 3,075,340 49,395

114,614,157 13,480,023 10,784,624 3,095,353

96,588,477 4,209,164 8,125,709 2,103,029

80,586,257 2,487,263 5,663,445 1,441,646

Total Expenditures

186,594,379

194,100,772

183,979,806

142,586,092

115,753,510

Excess (deficit) of Revenues Over Expenditures

(22,053,516)

(46,498,429)

(58,619,332)

(43,500,152)

(28,119,397)

49,427,464 (9,662,785)

46,795,701 (3,405,540)

34,527,046 (6,256,078)

35,029,309 (5,453,500)

Other Financing Sources (Uses)

Transfers In Transfers Out

Total Other Financing

31,038,491

Inc. (Dec.) in Fund Balance

28,270,968 (15,229,184)

46,094,939

39,361,189

22,953,382

7,724,198

37,109,968

46,094,939

(1,178,636) 38,182,553

22,953,382

7,724,198

46,094,939

39,361,189

22,953,382

7,724,198

9,180,610

37,109,968

Prior Period Adjustment (1) Beginning FB as Restated

Ending Fund Balance

23.1%

Fund Balance as a % of total exp.

39,764,679

29,575,809

43,390,161 (15,229,171)

8,984,975

Beginning Fund Balance

44,385,210 (13,346,719)

(6,733,750)

19.3%

12.2%

1,456,412

7.6%

5.2%

Noteworthy Events: 1) FY 2010 - "More Cops" audit findings adjustment.

2) FY 2011 - 18 cent Property Tax Override moved to Fund 287 Public Safety Tax Fund, along with corresponding expenditures dedicated to Policing and Public Safety. (Approx. $8.2M)

3) FY 2011 - Room Tax and Fuel Taxes were moved to Fund 293 Fuel Taxes - Road Operations Fund

4) 5)

along with corresponding expenditures dedicated to Traffic & Roadway Operations.

(Approx. $2.8M)

FY 2011 - Federal Prisoner Board Contract nears end only partial year. New prison facility opens in Pahrump Nevada. FY 2013 - Closed Jail facility and contracted detention services with the City of Las Vegas in 2013.

6) FY 2014 - Police move to Justice Facility, with sale of PD Downtown Command Center.

(Approx. $2M)

ADOPTED BUDGET FISCAL YEAR 2016-17

7 2

CITY OF NORTH LAS VEGAS

General Fund Ten Year History, cont.

Although there are positive signs of growth, city leadership has worked hard to keep the expenditure levels flat from 2012 through 2015, and only starting to address staffing shortages beginning in 2016. It is also clear that recurring revenues still do not cover recurring expenses without the transfer in from Utilities (which needs to be eliminated by 2021 per AB471). This continues to be one of the major issues to be resolved. Additional future concerns, are to restore fund balance to at least 18%, continue to meet all debt service requirements, and to focus on infrastructure needs as the City resumes it's growth. General Fund Revenues, Expenditures and Changes in Fund Balance 10 - Year Trend 2016 2017 2013 2014 2015 Adopted 2016 Adopted Actual Actual Actual Budget Projection Budget Revenues 7,537,599 7,489,422 7,684,226 7,993,531 7,993,531 8,146,679 Property Taxes Other Taxes 26,491,882 31,537,737 35,182,873 35,931,229 36,284,106 38,856,567 Licenses and Permits 2,342,535 4,417,933 4,291,395 4,250,113 4,274,813 4,228,020 Intergovernmental Revenue 39,434,352 43,976,942 47,685,565 48,825,320 49,412,711 52,089,973 Consolidated Taxes 3,146,630 4,978,360 6,076,810 4,763,794 4,488,838 4,775,398 Charges for Services 6,799,910 6,905,762 5,795,494 5,777,500 4,774,834 4,735,500 Fines and Forfeitures 1,313,599 3,399,694 2,277,485 1,171,310 1,789,010 1,677,110 Miscellaneous

87,066,507

102,705,850

108,993,848

108,712,797

109,017,843

18,690,083 7,799,232 75,134,666 2,480,513 6,275,643 1,513,325

17,735,087 7,789,274 76,165,971 2,380,904 7,247,546 1,537,972

18,207,478 7,297,895 78,736,590 2,444,849 7,992,264 1,619,921 400,000

21,425,709 5,074,680 84,514,870 2,305,456 8,419,227 1,770,387 500,000 -

21,636,305 5,112,680 84,464,660 2,543,197 8,455,749 1,665,992 100,000 -

124,010,329

123,978,583

131,577,170 Total Expenditures Excess (deficit) of Revenues (17,067,923) Over Expenditures

114,509,247 Total Revenues Expenditures by Function

111,893,462

112,856,754

116,698,997

(24,826,955)

(10,150,904)

(7,705,149)

(15,297,532)

(14,960,740)

31,822,119 (6,896,562)

24,812,933 (15,922,273)

23,986,762 (11,763,961)

23,492,404 (7,622,441)

23,492,404 (8,022,441)

24,925,557

8,890,660

12,222,801

15,869,963

15,469,963

23,262,587 5,234,658 89,674,911 2,489,024 8,761,219 1,654,771 500,000

General Government Judicial Public Safety Public Works Culture and Recreation Community Support Contingency Est. Vacancy/Supplies Savings

Other Financing Sources (Uses)

23,277,283 Transfers In (7,397,188) Transfers Out

15,880,095 Total Other Financing

(1,187,828) Inc. (Dec.) in Fund Balance

98,602

(1,260,244)

4,517,652

572,431

509,223

9,180,610

9,338,944

8,078,700

10,136,612

12,596,352

13,105,575 Beginning Fund Balance

59,732 9,240,342

9,338,944

8,078,700

10,136,612

12,596,352

Prior Period Adjustment 13,105,575 Beginning FB as Restated

9,338,944

8,078,700

12,596,352

10,709,043

13,105,575

11,917,747 Ending Fund Balance

7.9%

6.3%

9.8%

8.1%

9.9%

8.6%

Fund Balance as a % of total expenditures

ADOPTED BUDGET FISCAL YEAR 2016-17

7 3

CITY OF NORTH LAS VEGAS

General Fund revenue history

The table below shows the financial activity in greater detail of all the revenue sources for the General Fund. On the first page of the 10 - Year Trend of Revenues, Expenditures and Fund Balance, several of the notable changes that has occurred with the revenues has been identified, such as the loss of related prison revenues related to the closing of the Jail, shifting of tax revenues to Special Revenue funds that were for dedicated purposes, and the adjusted reporting methodology of the PILT transfer.

General Fund Revenue Detail - 10 Year Trend

Taxes

Property Taxes Room Taxes

Total Taxes Licenses & Permits

2008 Actual

2009 Actual

2010 Actual

23,754,838 345,952

25,138,858 300,678

22,523,158 330,333

24,100,790

Business Licenses Liquor Licenses City Gaming Licenses County Gaming Licenses Utility Franchise Fees Medical Marijuana Licenses Utility Department Franchise Fees * Animal Licenses Engineering Permits Building Permits

Total Licences & Permits

Federal & Local Grants Motor Vehicle Taxes Consolidated Tax Distribution Room and Gaming Taxes - LVCVA Payment in Lieu of Taxes * Regional Transportation Commission CC Flood Control

Interfund administrative charges Total Intergovernmental Revenues Charges for Services

43,630 482,202 2,141,756

28,734,711

26,062,330

619,007 2,675,497 39,642,953 1,838,353

662,511 2,512,512 34,179,293 1,627,150

1,185,291

1,222,665

1,364,970

45,998,475

37,565,290 2,124,392

654,160

404,020

36,538,629 1,867,445

40,346,436

40,093,702

39,060,234

1,330,775 386,775 2,135,769 132,986

1,004,339 148,313 2,144,967 381,783

296,859 61,025 2,668,042 71,340

199,596 19,250 2,405,430 38,935

632,828 192,510 13,662,921 139,892

356,359 212,506 15,473,859 139,577

261,518 326,016 17,302,892 139,954

252,942 654,370 8,496,339 49,476

19,861,703 9,696,168 14,802,841 2,333,128 315,080 420,701

27,567,918

21,127,646 9,392,310 3,633,035 1,141,042 345,062 459,122

14,970,571

8,727,788

9,505,810 955,319 839,945 235,440 1,044,815

6,653,848 596,219 667,955 97,540 712,226

12,581,329

4,677,633

2,032,898

18,804,066 13,412,255 2,523,826 3,000,000 3,000,000

17,810,628 13,261,836 17,000,000

18,403,674 13,468,246 5,692,948 4,553,200

18,213,260 13,786,740 397,300 96,848

32,216,321

31,072,464

31,871,920

ADOPTED BUDGET FISCAL YEAR 2016-17

7 4

34,527,046 133,612,986 22,953,382 156,566,368 32,000,000

22,736,536 9,263,464 529,309

345,000

1,942,551 52,444 177,366 1,315,069 379,268 2,550 177,093

4,046,341

1,010,000

46,795,701 172,156,175 38,182,553 210,338,728

12,116,338

3,645,063

49,427,464 197,029,807 46,094,939 243,124,746

26,274,983 71,575 226,969 2,617,855

26,271,308

208,063 2,912,042 50,199,861 2,330,596

44,385,210 208,926,073 37,109,968 246,036,041

45,735 187,954 1,675,906

31,498,287

* Total Revenue from Utility Funds

3,912,450 320,821 1,744,945 1,238,363 16,142,005

69,370 474,714 2,556,292

Total Other Revenues Transfers from Other Funds:

Transfers from Other Funds Total Revenues Beginning Fund Balance Total Financial Resources

8,491,299

46,970 1,621,528 6,034,514

8,605,468 18,538,740 3,671,470 254,236 428,373

9,056,731 3,784,962 386,930 1,746,800 1,460,347 16,224,681

18,614,456

Special Revenue Funds Community Development Fund Water Fund * Wastewater Fund * Capital Projects Fund Self Insurance Fund Motor Equipment Fund

8,491,299

3,911,019 493,900 1,758,722 1,271,755 16,717,339

Total Charges for Services Other Revenues

Fines & Forfeitures Interest Earnings Refunds & Reimbursements Inmate Payphone Commission Other Miscellaneous Revenue

22,853,491

9,056,731

4,630,443 593,475 1,670,923 1,655,795 17,083,699

56,835,853

Building and Zoning Fees Special Inspector Services Court Fees Other Fees Medical Marijuana Police - Other Fees Fire Prevention Fees Prisoner Board Swimming Pool & Recreation Fees Utility Administrative Fees *

5,293,371 256,188 1,582,255 1,144,013 17,512,638

33,491,477

Intergovernmental Revenues

25,439,536

2012 Actual

2011 Actual

35,029,309 122,663,422 7,724,198 130,387,620 32,000,000 2,500,000

CITY OF NORTH LAS VEGAS

General Fund revenue history, cont.

Starting in 2015, Medical Marijuana facilities have begun the permitting and licensing processes with the City. This will be a new revenue source for the City, however, the City remains conservative in it's estimates until further financial information becomes available. Court revenues continue declining, however, planning, permitting and franchise fees all show signs of growth that is happening in and around the City.

General Fund Revenue Detail - 10 Year Trend 2013 Actual

2014 Actual

2016 Adopted Budget

2015 Actual

2016 Projection

2017 Adopted Budget

7,537,599

7,489,422

7,684,226

7,993,531

8,146,679

7,537,599

7,489,422

7,684,226

7,993,531

8,146,679

3,811,769 638,444 1,650,282 1,387,405 15,769,356

4,250,145 452,431 1,514,373 1,086,655 16,506,438

74,747 463,354 2,696,525

4,282,500 90,361 569,310 2,785,524

5,217,983 260,225 1,502,692 1,184,385 16,995,232 529,588 4,327,100 76,144 528,731 4,560,793

4,341,010 301,430 1,521,167 1,265,000 17,892,800 2,000,000 4,576,050 62,000 500,000 3,471,772

4,516,032 442,000 1,510,000 1,265,000 17,448,400 745,000 4,576,050 62,000 500,000 5,219,624

5,469,000 450,000 1,520,000 1,300,000 18,075,000 760,000 4,715,000 65,000 500,000 6,002,567

26,491,882

31,537,737

35,182,873

35,931,229

36,284,106

38,856,567

117,539

164,624

39,434,352 2,224,996

43,976,942 2,082,929 2,170,380

47,685,565 2,096,928 2,194,433

48,825,320 2,100,000 2,150,113

24,700 49,412,711 2,100,000 2,150,113

Taxes

Property Taxes Room Taxes

Total Taxes

Licenses & Permits

Total Licenses & Permits

Intergovernmental Revenues

Federal & Local Grants Motor Vehicle Taxes Consolidated Tax Distribution Room and Gaming Taxes - LVCVA Payment in Lieu of Taxes * Regional Transportation Commission CC Flood Control

52,089,973 2,100,000 2,128,020

41,776,887

48,394,875

51,976,960

53,075,433

53,687,524

56,317,993

232,166

495,279

823,997

705,000

938,000

1,715,267 48,804

1,866,569 51,186

1,474,500 50,561

1,322,480 50,783

1,224,300 50,000

169,955 758,271 222,167

186,699 655,288 152,682 22,467 1,548,190

1,955,196 78,110 497,500 267,931 670,070 23,966 25,058 1,734,982

127,100 607,000

128,400 456,000

128,400 555,000

18,200 1,781,433

44,742 1,781,433

1,879,698

3,146,630

4,978,360

6,076,810

4,763,794

4,488,838

6,799,910 139,959 413,764 5,285 754,591

6,905,762 510,904 370,601

5,795,494 840,676 356,520

5,777,500 354,000 296,710

4,774,834 840,700 427,710

4,735,500 950,000 216,710

2,518,189

1,080,289

520,600

510,400

8,113,509

10,305,456

8,072,979

6,948,810

6,563,844

322,119

814,003

243,277

17,703,000 13,797,000

18,419,770 5,579,160

18,256,669 5,486,816

18,196,237 5,296,167

18,143,675 5,133,608

31,822,119 118,888,626 9,240,342 128,128,968

24,812,933 127,518,783 9,338,944 136,857,727

23,986,762 132,980,610 8,078,700 141,059,310

23,492,404 132,205,201 10,136,612 142,341,813

23,492,404 132,510,247 12,596,352 145,106,599

23,277,283 137,786,530 13,105,575 150,892,105

31,500,000

32,000,000

Interfund administrative charges Total Intergovernmental Revenues Charges for Services

4,775,398 Total Charges for Services Other Revenues

Fines & Forfeitures Interest Earnings Refunds & Reimbursements Inmate Payphone Commission Other Miscellaneous Revenue

6,412,610 Total Other Revenues Transfers from Other Funds:

32,000,001

Special Revenue Funds Community Development Fund Water Fund * Wastewater Fund * Capital Projects Fund Self Insurance Fund Motor Equipment Fund

Transfers from Other Funds Total Revenues Beginning Fund Balance Total Financial Resources

* Total Revenue from Utility Funds

ADOPTED BUDGET FISCAL YEAR 2016-17

7 5

CITY OF NORTH LAS VEGAS

This page was intentionally left blank. ADOPTED BUDGET FISCAL YEAR 2016-17

7 6

Other Funds

In This Section This section includes information pertaining to all other City funds except for the General Fund described earlier. Descriptions of all major funds include financial trends, revenue sources, projected fund balances, and types of expenditures. The governmental funds of Special Revenue, Capital, and Debt Service are presented, then the Proprietary funds of Utilities and Golf Course, and finally the Internal Services funds of Motor Equipment and Self-Insurance. Fund Numbers and Descriptions .................. 78 Special Revenue Funds Descriptions........... 79 Special Revenue Funds FY 2016-17 Summary .................................. 80 Public Safety Tax.......................................... 82 More Cops Sales Tax ................................... 83 Public Safety Support ................................... 85 Street Maint., Parks, and Fire Stations......... 87 Fuel Taxes - Roadway Operations Fund....... 89 Special Purpose Funds ................................ 90 Municipal Court..............................................92 North Las Vegas Library District.................... 94 North Las Vegas Redevelopment Agency.... 95 Community Development ............................. 98 Park Construction Tax ................................ 100 Park District Map ........................................ 101 Parks and Recreation Support ................... 102 Debt Service Fund....................................... 104 Capital Projects Fund .................................. 105 Reconciliation of Capital Projects Fund to the CIP .......................................... 109 Proprietary Funds ....................................... 110 Water Utility Fund ....................................... 113 Wastewater Utility Fund.............................. 118 Municipal Golf Course Fund ....................... 122 Internal Service Funds................................ 124 Motor Equipment Fund ............................... 124 Internal Service Fund Vehicle Charges ...... 125 FY 2016-17 Vehicle Replacement Charges 127 Self-Insurance Fund ................................... 128

Staff cleaning Bioreactor at the Wastewater Reclamation Facility.

CITY OF NORTH LAS VEGAS

FUND GROUPINGS

Fund Description

0268

Street Maintenance, Parks, and Fire Stations

0287

Public Safety Tax

Fund Description

P300 Debt Service Funds

Fund Description

P402 Street Improvement Capital Projects (Cont.)

0310 Debt Service Ad Valorem

0464 Clayton Street Improvements

0288 More Cops Sales Tax 0290 North Las Vegas Library Fund

0311

0465 Lamb Blvd/I-15 To Beltway

0501 SIAD No. 57

0466 LLV Wash Detention Basin Rec Ctr Offsites

P201 Special Purpose Revenue

0502

SIAD No. 58

0467 North 5th Street Arterial

SIAD No. 59

0468 Bus Turnouts

0231 Revolving Loan Fund

0503

0232 Real Estate Development Fund

0505

0234 Land Fund

0511

0267 Financial Stabilization Fund

0525

0272 800 MHZ Radio

0528

SIAD No. 60 SIAD No. 29 SIAD No. 48 SIAD No. 51

0471 DOJ Sidewalk Compliance

0472 FC - Transportation Projects

0530 SIAD No. 62 - Clayton Street

00294 PW-Non-CIP Reimbursable Programs 0295 Grant Fund - Non Capital Projects

0474 NDOT - Capital Projects

0550 Surplus And Deficiency Fund

0417 HUD-Capital Projects-Parks

0418 Las Vegas Wash Trail Connection

0423 Las Vegas Wash Trails

P401 Public Safety Capital Projects Fund 0409 Police Headquarters Rehab

0420 Police Substation

P203 Public Safety Support 0200 Miscellaneous Grant Fund

0201 Fire Dept Grant Fund

0413 Parks & Recreation Capital Projects

0533 SIAD No. 66 - Simmons Street

P403 Parks & Recreation Capital Projects

0534 SIAD No. 67 - Sawtooth Roadways

0222 NLV Redevelopment Agency #2

0532 SIAD No. 65 - Losee Road

0299 Equipment Replacement Fund P202 Redevelopment Agency Funds 0221 NLV Redevelopment Agency

0473 RTC - Transportation Projects

0531 SIAD No. 63 - Lamb Boulevard

0469 Dual Left Turn Lanes 0470 Simmons Street Improvements

0529 SIAD No. 61 - Ann Road

0286 Desert Tortoise Fund

0293 Fuel Taxes - Road Operations Fund

0424 Las Vegas Wash Trails Ph III

0485 Parks & Rec Projects, 2006A Bond

0425 Public Safety Projects - Police

0486 Craig Road Golf Course

0426

0487 Upper Las Vegas Wash BLM

Public Safety Projects - Fire

0427 Traffic Signal Projects

0238 Vacant Bldg. Clearance

0428 Jail Expansion Project

0489 Parks & Rec Projects - BLM

0264 Asset Forfeitures-Doj/Dot

0429 Public Safety Projects, 2006A Bond

0490 BLM Craig Ranch Purchase

0266 LLEBG Local Law Enforcement Grant

0431 Las Vegas Wash-Losee

0274 Forensic Services

0432 Simmons Street Channel

0276 Fire & Emergency Services

0433 Centennial Parkway Channel East

0279 Inmate Commissary Account

0434 Tributary To West Trib @ Alexander

0281 Narcotics Forfeitures

0435 Upper Las Vegas Wash (Craig-Elkhorn)

0283 Air Quality/Pollution Offset

0436 Gowan Outfall-Craig To Gowan

0298 E-911 Fund

0437 Annual RFCD Maintenance Program

P205 Park Construction Tax

0488 Park Renovations BLM

0438 A Channel-Craig Confluence

0252 Park District No. II 0253 Park District No. III 0254 Park District No. IV 0255 Park District No. V 0256 Park District No. VI Parks & Recreation Support

0439 A Channel Lining

0251 Park District No. I

0440 Cheyenne Peaking Basin

0441 ADA Accessibility FY 01/02

0443 Range Wash Storm Drain

P600 Enterprise Funds 0610

Craig Ranch Golf Course * 0632

Aliante Golf Course

0721 Health Insurance

Craig Road Improvements Ph I

0455 Martin Luther King Widening Ph I 0456 Carey Avenue Widening

0459 Owens Avenue Improvements

0285 Windsor Park-FNMA

0460 Craig Road Improvements, Ph III

0461 Las Vegas Boulevard Landscaping Ph II

0462 I15/Lamb Interchange

0289 Graffiti/Community Improvement

0463 Martin Luther King Ph II

0270 ACC Housing Assistance Program

0720 Employee Benefits

0452 Beltway Connections

0458 Ann Road Improvements

0233 Windsor Park-FNMA-CDBG

0710 Self-Insurance

0711 Workers Compensation Self Insurance

Housing Rehabilitation Fund

P700 Internal Service Funds

0457 Craig Road Improvements Ph II

0230 Community Development

0451 Las Vegas Boulevard Landscaping Ph I 0454

0621 Wastewater - Reclamation Project

NSP-Neighborhood Stabilization Program 0228 0229 Housing Programs Fund

0622 Wastewater Capital

0416 Street Bond Project 0422 Craig Road Landscaping Phase I 0430 Ann Rd Special Assessment

ADOPTED BUDGET FISCAL YEAR 2016-17

7 8

0630 Municipal Golf Course 0631

0226 NSP-State Neighborhood Stabilization 0227

0620 Wastewater Utility

0271 Court Facilities Admin Assessment 0273 Muni-Court Admin Assessment Community Development 0223 CDBG-R-ARRA 0224 Choice Neighborhoods 0225 Emergency Solutions Grant

Utility

0445 Gowan Outfall-Lone Mountain Rd

0415 Street Projects

0265 Judicial Enforcement Service Fund

0612 Water Capital

P402 Street Improvement Capital Projects 0403 HUD-Capital Projects-Streets

0292 Parks & Rec Capital Improvements

Water

0444 Multi-Modal Event Management System

0450 FC - Flood Control Projects

0410 Muni Court / CDC Remodel

0449 RTC - Traffic Signals

0280 Windsor Park

0277 Safekey

0408 Technology Improvements

0414 Network Computer System

0275 Parks & Rec Activities & Programs

0284 Kiel Ranch Restoration & Operation

0407 Civic Center - 2006 Bond

0411 General Govt Capital Improvements

0446 POLICE PROJECTS - BOND 2006

0278 Parks & Rec Community Events *

0406 Alexander Library

0412 Library Construction Fund

0405 City Hall - Other funding

P404 General Government Capital Improvements 0401 IT Projects, 2006A Bonds

0235 Kiel Ranch Cultural Affairs Grant

P207 Municipal Court

0442 Las Vegas Wash Main Branch

0447 RTC - Parks & Rec Projects

0210 Contributions to Police Department

P208

0282 Special A.V. Transportation

P206

Debt Service Operating

0730

Data

Processing

0750 Motor Equipment

CITY OF NORTH LAS VEGAS

SPECIAL REVENUE FUNDS Special revenue funds are used to account for specific revenues that are legally restricted to expenditures for specified purposes. Special Revenue Funds are further summarized into sub-categories that group funds of similar functions. Funds will be reported in these groupings on the following pages. Municipal Court Support Fund - accounts for voter approved property tax overrides accounts for fees collected to defray the costs of maintaining the Municipal Court. to be used exclusively for public safety programs. Public Safety Tax Fund -

Library District Fund -

Police Sales Tax Fund -

This special revenue fund was established as a result of approval of Assembly Bill 418 by the Nevada Legislature in the 2005 session. It will be used to track revenue and expenditures related to the funding of Police Officers.

accounts for monies received by the City from property taxes and costs related to the City Library. Redevelopment Agency Fund -

accounts for incremental property taxes assessed on the redevelopment district property and the costs of carrying out the redevelopment plan.

accounts for monies received by the City from various sources that are to be used for programs that enhance public safety.

Community Development Fund -

Public Safety Support Fund -

accounts for monies received by the City from the County as a grantee participant in the federal Community Development Block Grant Program as well as funds received from the State of Nevada and other sources. Funds must be used for qualifying community development projects.

Street Maintenance, Parks and Fire Station Fund -

accounts for voter approved property tax overrides to be used exclusively for street maintenance, and acquiring, equipping, or improving parks or fire stations.

Park Construction Tax Fund -

accounts for monies collected from developers to finance park construction projects.

Fuel Tax / Roadway Operations Fund -

accounts for monies received from motor vehicle fuel taxes which, by NRS, are limited only to street related projects.

Parks and Recreation Support Fund -

accounts for monies collected for the enhancement and support of park facilities and recreation programs.

Special Purpose Revenue Fund -

accounts for monies received from various sources which are to be used for specific purposes restricted by gift, grant, and/or resolutions. Special Revenue Funds Expenditures by Program Fiscal 2017

Public Safety Fuel Taxes Road Ops 3.9%

Parks & Rec

Support 4.6% Support 4.0%

Library 5.5%

Redevelopment 2.5%

Street Maint., Parks, Fire Stations 10.6%

Special Purpose Revenue 2.3%

Park Construction Tax 0.5%

Community

Development 13.0%

ADOPTED BUDGET FISCAL YEAR 2016-17

7 9

Municipal Court Support 1.7%

More Cops Sales Tax 15.0%

CITY OF NORTH LAS VEGAS

Special Revenue Funds Summary 2016-17 Fund Public Safety Tax: Public Safety Tax Fund

287

Total Public Safety Tax

More Cops Sales Tax: More Cops Sales Tax:

288

Total More Cops Sales Tax

Public Safety Support: Miscellaneous Grant Funds Fire Dept Grant Fund Contributions to Police Department Vacant Bldg. Clearance Asset Forfeitures - DOJ/DOT LLEBG Local Law Enforcement Grant Forensic Services Inmate Commissary Account Narcotics Forfeitures E-911 Fund

200 201 210 238 264 266 274 279 281 298

Total Public Safety Support

Street Maint., Parks, Fire Stations: Street Maint., Parks, Fire Stations

268

Total Street Maint., Parks, Fire

Fuel Taxes - Road Operations Fund Fuel Taxes - Road Operations Fund

293

Total Fuel Taxes - Road Operations

232 234 267 282 286 294 295

Total Special Purpose Revenue

Municipal Court Support: Judicial Enforcement Service Fund Court Facilities Admin Assessment Muni-Court Admin Assessment Total Municipal Court Support

265 271 273

Revenues

Expenses

Ending Balance

8,389,856

30,702,502

31,004,311

8,088,047

8,389,856

30,702,502

31,004,311

8,088,047

4,354,020

12,905,150

12,860,859

4,398,311

4,354,020

12,905,150

12,860,859

4,398,311

196,731 52,534 23,783 1,026,923 439,040 4,490

2,762,448 302,814 10,000 535,000

2,763,601 302,814 28,100 609,007

195,578 52,534 5,683 952,916 439,040 4,490

175,155 3,445 791,124

214,457

186,480

175,155 3,445 819,101

2,713,226

3,824,719

3,890,002

2,647,943

7,103,930

9,884,522

9,066,995

7,921,457

7,103,930

9,884,522

9,066,995

7,921,457

4,038,892

3,725,841

3,365,751

4,398,982

3,725,841

3,365,751

4,398,982

4,038,892

Special Purpose Revenue: Real Estate Development Fund Land Fund Financial Stabilization Fund Special A.V. Transportation Fund Desert Tortoise Fund PW Non-CIP Reimbursable Programs Grant Fund - Non-Capital Projects

Beginning Balance

19,303 177,933

19,303 177,933 1,746,685 19,103 5,929,000 (3,669)

501,950 100,000 1,842,914

100,000 1,889,924

2,248,635 19,103 5,881,990 (3,669)

7,888,354

2,444,864

1,989,924

8,343,294

710,490 335,960 265,743

360,000 200,000 140,000

852,553 375,000 242,721

217,937 160,960 163,022

1,312,192

700,000

1,470,274

541,918

ADOPTED BUDGET FISCAL YEAR 2016-17

8 0

CITY OF NORTH LAS VEGAS

Special Revenue Funds Summary 2016-17 (Cont.) Fund Library: Library Fund

290

Total Library Fund

Redevelopment Agencies: NLV Redevelopment Agency NLV Redevelopment Agency # 2

221 222

Total Redevelopment Agencies

Community Development: Choice Neighborhoods Emergency Solutions Grant NSP-State Neighborhood Stabilization NSP-Neighborhood Stabilization Housing Programs Fund Community Development Windsor Park - FNMA - CDBG Windsor Park Windsor Park - FNMA Graffiti / Community Improvement

224 225 226 227 229 230 233 280 285 289

Total Community Development

Park Construction Tax: Park District No. I Park District No. II Park District No. III Park District No. IV Park District No. V

251 252 253 254 255

Total Park Construction Tax

Parks and Recreation Support: Parks & Rec Activities & Programs Safekey Parks & Rec Community Events Kiel Ranch Restoration & Operation Parks & Rec Grant Funds

275 277 278 284 292

Total Parks and Recreation Support

Total Special Revenue Funds

Beginning Balance

Revenues

Expenses

Ending Balance

304,012

4,567,402

4,683,883

187,531

304,012

4,567,402

4,683,883

187,531

6,479,375 5,416,777

855,756 597,804

1,525,172 652,220

5,809,959 5,362,360

11,896,152

1,453,560

2,177,392

11,172,320

238,529

5,689,804 878 855,035 811,056

156,057 400,000 748,307 3,402,495 4,074,630 300,000

238,529 156,057 400,000 700,467 3,402,495 4,348,526 467,000 300,000 265,200 798,310

5,737,644 878 581,140 344,056 589,606 467,946

854,806 536,256

730,000

8,986,364

9,811,489

11,076,583

7,721,270

40,927 7,045 278,295 152,576 869,151

20 150,000 50,000 15,000

15,000 2,000 200,000 194,000 26,200

25,927 5,065 228,295 8,576 857,951

1,347,994

215,020

834,296 1,045,601 99,922 96,493

677,000 1,229,000 956,178 22,000

437,200

1,223,525 1,231,260 956,178 22,000

1,125,814

287,771 1,043,341 99,922 96,493

2,076,313

2,884,178

3,432,963

1,527,528

60,411,305

83,119,247

85,456,137

58,074,415

ADOPTED BUDGET FISCAL YEAR 2016-17

8 1

CITY OF NORTH LAS VEGAS

Public Safety Tax Fund Fund 0287

$31,004,311 Description

includes hiring additional police and detention officers, support personnel, and providing for equipment and other expenses for the Police Department and City Detention Center.

This special revenue fund was established by three voter approved property tax overrides that provides additional Public Safety Support; City Resolution 1376, 1456 and 1902. City Resolution 1376 was adopted in November 1986 to provide additional police officers and support personnel to fight drug and street crime into perpetuity. City Resolution 1456 was adopted in May 1989 in order to meet operating expenses for immediate and future public safety needs into perpetuity. Resolution 1902 was adopted in November 1996 to support the Safe Streets 2000 program that expires after 30 years.

Funding Source

The three voter approved tax overrides provides various amounts of revenue to this fund. City Resolution 1376 allows the City to levy a tax of $.18 per $100 of assessed valuation. Prior to FY10-11, the 18 cents override was accounted for in the general fund. City Resolution 1456 authorizes the City to impose a tax of $.35 per $100 of assessed valuation, whereas Resolution 1902 permits the City to levy a tax of $.20 per $100 of assessed valuation.

Major Services

Funds collected from this assessment are to be used strictly for the support of Public Safety in the Police Department. The override adopted in 1996 are to be used exclusively in support of implementing the Safe Streets 2000 Program, a multi-year crime fighting action plan, which

Public Safety Tax 2015 Actual

The $.20 Safe Streets override is due to sunset in the year 2026.

2016 Adopted Budget

2016 Projection

2017 Adopted Budget

2016 vs. 2017 Variance Amount Percent

Revenues Property Taxes - PS Overrides Charges for Services Miscellaneous Sale of Equipment

28,947,026 16,588 2,857 73,172

30,125,339

30,702,502

577,163 -

1.9 0.0 0.0 0.0

Total Revenue

29,039,643

30,125,339

30,702,502

577,163

1.9

Expenditures Salaries & Wages Employee Benefits Services & Supplies Transfers Out

13,716,200 9,259,461 3,625,606 278,252

14,039,127 9,258,928 3,136,562 777,000

14,035,627 9,258,608 3,136,562 777,000

14,177,134 10,124,100 5,593,077 1,110,000

141,507 865,492 2,456,515 333,000

1.0 9.3 78.3 42.9

Total Expenditures

26,879,519

27,211,617

27,207,797

31,004,311

3,796,514

14.0

Net Change

2,160,124

2,913,722

2,917,542

Beginning Fund Balance

3,312,190

3,635,010

5,472,314

8,389,856

5,472,314

6,548,732

8,389,856

8,088,047

Ending Fund Balance

ADOPTED BUDGET FISCAL YEAR 2016-17

8 2

(301,809)

CITY OF NORTH LAS VEGAS

More Cops Sales Tax Fund FUND 0288 $12,860,859 Description

This special revenue fund was established as a result of approval of Assembly Bill 418 by the Nevada Legislature in the 2005 session. It is used to track revenue and expenditures related to the funding of Police Officers. Major Services

Funds collected from this sales tax are to be used strictly for the hiring and equipping of new police officers. It is intended that 80 percent of any additional police officers employed and equipped pursuant to this act be assigned to uniform operations for marked patrol units in the community and for the control of traffic. It is further intended that each police department establish a program that promotes community participation in the protection of the residents.

During the 2013 legislative Special Session, Senate Bill 1 (SB1) was passed that allows for an increase in the sales and use tax, originally authorized by the Clark County Sales and Use Tax Act of 2005, of not more than fifteen- hundredths (15/100) of one percent. The increase must be approved by two-thirds of the members of the Clark County Board of Commissioners and can not be effective prior to October 1, 2013. SB1 also temporarily suspended provisions regarding replacement or supplanting of existing funds; imposed a requirement to match the number of officers hired with the new increase in the tax by filling vacant officer positions; and allowed for requesting a waiver of said match.

Funding Source

Advisory Question 9, approved by Clark County voters on November 2, 2004, supported a sales tax increase of one-half of one percent to fund these new positions. The tax of one quarter of one percent became effective October 1, 2005. An additional one quarter of one percent had also been included to take effect on October 1, 2009 if approved by the State Legislature. Due to the economic climate in the State, the legislature did not approve this additional funding during the 2009 session.

Officer Rosenthal and K9 Boris at Hometown Heroes game.

The 2011 legislature passed AB572 related to more cops funding. This bill requires entities to fund support of the Police Department at the same level as the new base year (2009-10) unless CTX or Property taxes have fallen by more than 2% since the base year. If the expenditures are projected to decrease without the corresponding decrease in the revenue triggers, Council must adopt a Resolution setting forth the finding and the reasons thereafter.

In 2015, the Clark County Commission conducted a public hearing, approved and adopted the ordinance No. 4321 with a 6 to 1 vote to amend Title 4, Chapter 4.18 of the Clark County Code to increase the sales tax rate from 8.1% to 8.15% effective on January 01, 2016. The newly imposed tax rate will employ and equip new officers throughout the valley, as authorized by Chapter 249 of the 2005 Nevada Legislature, and as amended by SB1 of the 2013 Special Session of the Nevada Legislature.

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CITY OF NORTH LAS VEGAS

More Cops Sales Tax

2015 Actual

2016 Adopted Budget

2016 Projection

2017 Adopted Budget

2016 vs. 2017 Variance Amount Percent

Revenues More Cops Sales Tax Miscellaneous Sale of Equipment Transfers In

10,136,949 5,078 15,745

10,081,330 13,400

11,250,000 13,400

12,891,750 13,400

1,641,750

14.6 0.0 0.0 0.0

Total Revenue

10,157,773

10,094,730

11,263,400

12,905,150

1,641,750

14.6

Expenditures Salaries & Wages Employee Benefits Services & Supplies

5,300,193 3,869,826 667,697

5,945,745 4,201,093 889,948

6,310,051 4,962,477 1,588,331

364,306 761,384 698,383

6.1 18.1 78.5

Total Expenditures

9,837,716

11,036,786

12,860,859

1,824,073

16.5

320,057

(942,056)

226,614

44,291

Net Change Beginning Fund Balance Ending Fund Balance

3,807,349

3,268,086

4,127,406

4,354,020

4,127,406

2,326,030

4,354,020

4,398,311

CNLV Police visit students at Elizondo Elementary School 2016.

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CITY OF NORTH LAS VEGAS

Public Safety Support - 2016 Edward Byrne Memorial Justice Assistance Grant.

Police Department Grants $2,763,601 Description The Police Department receives numerous grants that enhance its ability to provide services to the community. Active grants in FY16-17 include:

- 2016 Homeland Security Grant. Major Services The grants described previously as well as other small grants contribute to the Department’s ability to provide four major areas of service to our community. They are community policing services enhanced by the officers under the COPS Hiring Grant; victim advocacy services that are provided in collaboration with many community partners; traffic safety enforcement and education services that are funded by various grants from the Nevada Office of Traffic Safety and major crime and drug enforcement activities funded by a number of grants that enable the Department’s participation in area-wide specialized task force.alized task forces.

- Community Oriented Policing Services (COPS) Hiring grants in the amount of $325,000, will partially fund 15 Officers. - Community Oriented Policing Services (COPS) Community Policing Development grant in the amount of $100,000, will provide training, overtime, community events supports and technology equipment & service for the Police Department. - State Criminal Alien Assistance Program Grants (SCAAP) has a balance of $117,200, and it will assist in information sharing and technology, and overtime for Detention officers.

$186,480

E-911 Fund Description

- Office of Traffic Safety, Joining Forces Grant FFY 2016 has a balance of $55,700 for enforcement of traffic safety laws.

The North Las Vegas Emergency 911 Fund was approved by voters in November 1984 through a ½ cent charge per $100 of assessed property tax valuation into perpetuity. This special tax was for the purpose of funding capital and operating & maintenance costs of the 911 emergency response system.

- Office of Traffic Safety, Pedestrian Safety Grant FFY 2016 in the amount of $81,000 for pedestrian enforcement. - Edward Byrne Memorial Justice Assistance Grants FFY2015 in the amount of $176,300 for purchasing technology equipment and services.

Major Services The E-911 Fund maintains a program providing a single emergency number and caller identification system for police, fire, and paramedic services.

- Victims of Crime Act (VOCA) grant is in the second year funding of a three year grant in the amount of $125,000 to provide victim advocacy services. - Funding for joining task forces with Las Vegas Metropolitan Police Department and Federal agencies, in the amount of $220,000.

Grants expected to be received include:

- 2017 Joining Forces Grant for enforcement of traffic safety laws. - 2017 Pedestrian Safety Grant for pedestrian enforcement and education activities. K9 training.

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CITY OF NORTH LAS VEGAS

Fire Department Grants

$302,814

Vacant Building Clearance Fund

Description The Community Development & Compliance department oversees and manages the two programs that are tracked in this fund. The Solid Waste Enforcement Protection Team (SWEPT) program and Foreclosed Property Registration Program (FPRP).

Description The Fire Department oversees and manages the Emergency Management Performance Grant (EMPG) awarded from the Federal Emergency Management Agency (FEMA).

Major Services This program allows for an emergency management coordinator to administer the emergency response program. This role requires that all personnel with an emergency response role receives training on its incident management system, along with community outreach and preparedness activities.

Major Services The SWEPT program is funded through Republic Services for $180,000 annually to pay for a dedicated Code Enforcement Officer to assist in the removal of litter from properties in North Las Vegas. The FPRP program is aimed at gathering contact information from banks and property managers to assist the City in maintaining foreclosed and/or abandoned properties.

Public Safety Support

2016 Adopted Budget *

Revenues Taxes Intergovernmental Revenues Charges for Services Fines and Forfeitures Miscellaneous Sale of Equipment Transfers In

198,338 1,584,123 36,776 267,915 671,187 9,837 717,825

206,338 1,369,162 30,000

Total Revenue

2016 Projection

2017 Adopted Budget

2016 vs. 2017 Variance Amount Percent

214,457 1,714,855 30,000

415,000 975,443

1,106,653

1,455,407

348,754

3,486,002

2,995,943

3,842,567

3,824,719

(17,848)

(0.5)

Expenditures Salaries & Wages Employee Benefits Services & Supplies Capital Outlay Transfer Out

1,340,451 641,378 749,915 789,204 243,277

1,422,948 882,481 767,197 123,581

1,976,350 1,063,312 1,104,378 209,741

1,778,927 1,147,597 864,943 98,535

(197,423) 84,285 (239,435) (111,206)

(10.0) 7.9 (21.7) (53.0) 0.0

Total Expenditures

3,764,226

3,196,207

4,353,781

3,890,002

(463,779)

(10.7)

Beginning Fund Balance Ending Fund Balance

(278,225)

(200,264)

410,000

8,119 (297,331) (72,390) (5,000)

3.9 (14.8) 0.0 (100.0) (1.2) 0.0 31.5

206,338 2,012,186 30,000 72,390 415,000

Net Change

2015 Actual

$609,007

(65,283)

(511,214)

3,502,665

2,908,498

3,224,440

2,713,226

3,224,440

2,708,234

2,713,226

2,647,943

Valley View neighborhood Cleanup.

Choice Grant Award - Neighborhood Cleanup.

ADOPTED BUDGET FISCAL YEAR 2016-17

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CITY OF NORTH LAS VEGAS

Street Maintenance, Parks and Fire Stations FUND 0268 $9,066,995

Description

equipment, parkways, mall, grade separators, traffic separators, and traffic control equipment.

This special revenue fund was established by City Resolutions 1796 and 1818 in 1995 to track revenue and expenditures related to a voter approved tax override providing additional funding in support of bonded debt for constructing and maintaining City streets.

Funding Source

Resolution 2203 adopted in March 2001 and passed by voters in June 2001 amended the use of this fund to allow for the additional purpose of acquiring, improving, and equipping City parks and fire stations.

Major Services

Originally funds collected from this assessment were to be used strictly for the purpose of acquiring, constructing, reconstructing, and maintaining City streets. Resolution 2142 adopted in September of 1999 further clarified “Street Projects” to mean any street and capital improvements pertaining thereto, including without limitation grades, regrades, gravel, oiling, surfacing, macadamizing, paving, crosswalks, sidewalks, pedestrian right of ways, driveway approaches, curb cuts, curbs, gutters, sidewalks, culverts, catch basins, drains, sewers, manholes, inlets, outlets, retaining walls, bridges, overpasses, tunnels, underpasses, approaches, sprinkling facilities, artificial lights and lighting

This voter approved tax override authorizes the City to levy, for a period of 30 years beginning 1994-95 and will continue up to and including 2024-2025, a tax of $.24 per $100 of assessed valuation. The rate is split to first cover debt service on street bonds with the remainder used for other street maintenance, parks, or fire projects. In fiscal year 2008, the City reduced this tax to its citizens to $.2350 per $100 of assessed value. In fiscal year 2015, the last of the debt service on street bonds was retired.

Street Maintenance, Parks, and Fire Stations Projection

As property values continue to improve, it is estimated that the revenues in this fund should increase by approx. 3 to 4% annually. Expenditures for this fund are generally tied to the City’s Capital Improvement Plan and are distributed among the Fire Department, Street Division and the Parks and Recreation Department in accordance with Resolution 2203. Effective FY 2011, Roadway and Traffic Operations divisional budgets were moved to this fund in accordance with Resolution 2142. This resolution was passed and adopted on September 1, 1999.

Fire Department extinguishing 3-alarm fire.

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CITY OF NORTH LAS VEGAS

The resolution declared that it was the purpose to use the tax and the medium term obligations payable from the tax for “acquiring, constructing, reconstructing and maintaining City streets, including, without limitation, “street projects” as defined in NRS 268.722, which include among other things, sprinkling facilities, artificial lights and lighting equipment, parkways, mall, traffic separator, and similar street landscaping improvements.

Street Maintenance, Parks, Fire Fund Expenditure Distribution Fiscal 2017 Parks and Recreation 25.3%

This property tax override will sunset in 2025. Street

Maintenance 60.8%

Fire 13.9%

Fire Station 53 fleet.

Street Maintenance, Parks and Fire Stations

2015 Actual

2016 Adopted Budget

2016 Projection

2017 Adopted Budget

2016 vs. 2017 Variance Amount Percent

Revenues Taxes Miscellaneous Sale of Equipment Transfers In

9,312,473 1,948 12,184 116,993

9,697,883 840

9,883,682 840

185,799

1.9 0.0 0.0 0.0

Total Revenue

9,443,598

9,698,723

9,884,522

185,799

1.9

Expenditures Streets Fire Parks

5,838,823 2,127,262 2,727,475

5,409,622 1,456,449 2,832,826

5,513,018 1,257,904 2,296,073

103,396 (198,545) (536,753)

1.9 (13.6) (18.9)

10,693,560

9,698,897

9,066,995

(631,902)

(6.5)

(1,249,962)

(174)

817,527

8,354,066

5,921,090

7,104,104

7,103,930

7,104,104

5,920,916

7,103,930

7,921,457

Total Expenditures

Net Change Beginning Fund Balance Ending Fund Balance

ADOPTED BUDGET FISCAL YEAR 2016-17

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CITY OF NORTH LAS VEGAS

Fuel Taxes - Roadway Operations Fund Fund 0293 $3,365,751 Description

Effective fiscal year 2011, the City moved four revenue sources formerly reported in the General Fund into this special revenue fund. These revenues are restricted by NRS to only be used on street related projects and include expenditures related to taxes on motor fuel and transient lodging. Major Services

Funds collected from these taxes are to be used for the construction, repair, and maintenance of roadways, ensuring a quality transportation network within the City. Funding Source

NRS 365.180 authorizes a $0.036 per gallon tax on motor fuel. Of this $0.036 per gallon tax, $0.0125 per gallon goes directly to the county. The remaining $0.0235 per gallon is distributed among the county and all incorporated cities using a formula which considers population, area, total mileage of improved roads and streets, and vehicle miles traveled on improved roads and streets within each given jurisdiction, as outlined in NRS 365.550.

Fuel Taxes - Road Operations Fund 2015 Actual Revenues

NRS 365.190 authorizes a $0.0175 per gallon tax on motor fuel, which funds are allocated among the county, towns and cities within the county from which the tax originated. Allocation is based on the same ratio that the assessed valuation of property within the boundaries of a given jurisdiction bears to the total assessed valuation of property within the county, as outlined in NRS 365.560. NRS 365.192 authorizes a $0.01 per gallon tax on motor fuel, which funds are allocated among the county and incorporated cities based on the proportion which their respective total populations bear to the total population of the county, as outlined in NRS 365.562. Each of these fuel taxes is imposed on all motor fuel except aviation fuel, and are collected at the State level for distribution.

NRS 244.3351 authorizes a 1.0% tax on the gross receipts of transient lodging in the County. These funds are distributed to the incorporated cities 2016 Adopted wherein the tax was collected, or retained by Budget the county if collected in an unincorporated area of the county, as outlined in NRS 244.33512.

Other Taxes Ig-Motor Veh Fuel Tx 1.75 Ig-Motor Veh Fuel Tx 2.35 Ig-Motor Veh Fuel Tx 1Cent Miscellaneous Sale of equipment

486,389 1,117,012 1,118,848 955,297 137

400,000 1,041,459 962,140 844,364

2016 Projection 400,000 1,041,459 962,140 844,364

Total Revenue

3,677,683

3,247,963

Expenditures Salaries & Wages Employee Benefits Services & Supplies Capital Outlay Transfer Out

4,714 2,024 2,012,463 11,845 240,000

2,158,778 1,428,945

2,126,778 32,000 1,428,945

Total Expenditures

2,271,046

3,587,723

Net Change

1,406,637

Beginning Fund Balance

2,972,015

3,853,012

4,378,652

3,513,252

4,038,892

Ending Fund Balance

(339,760)

2017 Adopted Budget 560,000 1,149,692 1,108,543 907,606

3,725,841

477,878

83,824 51,855 2,196,072 1,034,000

83,824 51,855 69,294 (32,000) (394,945)

100.0 100.0 3.3 (100.0) (27.6)

3,365,751

(221,972)

(6.2)

4,398,982 360,090

4,038,892

2016 vs. 2017 Variance Amount Percent 160,000 40.0 108,233 10.4 146,403 15.2 63,242 7.5 0.0 0.0 14.7

8 9

CITY OF NORTH LAS VEGAS

Special Purpose Revenue Funds $177,933

Land Fund (balance)

Desert Tortoise Fund

Description The City Council adopted resolution 2175 in April of 2000 authorizing the establishment of the Land Fund. This fund holds the proceeds received as a result of surplus real property that the City may sell.

Description

Major Services

City Council ordinance 949, adopted in October of 1989, established that developments assist in the preservation of the Desert Tortoise, identified on the Federal Endangered Species Listing in August 1989.

The proceeds of such sales are deposited in the Land Fund and are to be used exclusively for the purchase or acquisition of other capital needs. Because this revenue is of a non-recurring nature, it is to be spent on non-recurring capital expenditures. Expenditures include site preparation; architectural, engineering, construction and related costs; and acquisition of property.

The collection of fees from developers is used to assist in the creation of a Habitat Conservation Plan and the application for a Section 10(a) permit under the Federal Endangered Species Act for Clark County. Funding Source

A $250 per acre fee is collected by the City of North Las Vegas from developers. These funds are disbursed monthly (with any accrued interest) to the Clark County Desert Tortoise Special Revenue Fund.

Funding Source

Revenue generated from the sale of surplus property by auction, negotiated sale, or other means. Any interest or income earned on money in the fund is to be credited to the fund.

Financial Stabilization Fund (balance)

Fund Balance by Fund Special A.V.

Description NRS 354.6115 allows local governments to establish a fund to stabilize the operation of the government. Ordinance 1860, passed in March of 1996, authorized the establishment of the Financial Stabilization Fund. The balance in this fund was used in fiscal year 2010 to help offset declining revenues.

$100,000

Desert Tortoise & Grant Fund 0.2%

Transportation Fund 26.9% Real Estate Development Fund 0.2%

Land Fund 2.1%

Major Services

The money in this fund may be used only if the total, actual revenue falls short of the total anticipated revenue in the General Fund. The fund balance may not exceed 10% of the expenditures from the General Fund from the previous year.

PW Non-CIP Reimbursable Programs 70.6%

Other funds included in the Special Purpose Revenue Group are:

Funding Source

Amounts which are transferred to the Financial Stabilization Fund are determined during the budget process and are used to protect the City against reduced services (and possible employee layoffs) in the event of an economic decline.

Fund 0232 - Real Estate Development Fund 0282 - Special Ad Valorem Transportation Fund 0294 - PW Non-CIP Reimb Programs Fund 0295 - Grant Fund - Non-Capital Projects

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CITY OF NORTH LAS VEGAS

Special Purpose Revenue Funds

2017 Adopted Budget

2015 Actual

2016 Adopted Budget *

Revenues Intergovernmental Revenues Miscellaneous

6,503,346 371,285

1,842,914 101,950

2,342,914 101,950

500,000

27.1 0.0

Total Revenue

6,874,631

1,944,864

2,444,864

500,000

25.7

222,427 104,628 980,745

351,400 202,342 1,389,172 26,245

351,400 202,342 1,422,008 26,245

351,400 202,342 1,436,182

14,175 (26,245)

0.0 0.0 1.0 (100.0)

1,307,800

1,969,159

2,001,995

1,989,924

(12,071)

(0.6)

Net Change

5,566,831

(24,295)

(57,131)

454,940

Beginning Fund Balance

2,378,654

2,380,595

7,945,485

7,888,354

7,945,485

2,356,300

7,888,354

8,343,294

Expenditures by Object Salaries & Wages Employee Benefits Services & Supplies Transfers Out

Total Expenditures

Ending Fund Balance

2016 Projection

Construction of North 5th Street bridge.

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2016 vs. 2017 Variance Amount Percent

CITY OF NORTH LAS VEGAS

Municipal Court Support Funds $852,553

Judicial Enforcement Service

Court Facilities Administrative Assessment

Description

This special revenue fund is used to track revenue and expenditures related to Municipal Court collection fees for unpaid administrative assessment fees or fines as authorized by Nevada Revised Statute 176.064.

$375,000

Description

This special revenue fund tracks revenue and expenditures related to a ten dollar administrative court assessment as authorized by Nevada Revised Statute 176.061. Use of proceeds is limited to costs related to the provision of court facilities.

Major Services

Funds collected from this assessment are to be used strictly for the support of the Municipal Court to develop and implement a program for the collection of fines, administrative assessments, fees and restitution.

Major Services

Funds collected from this assessment are to be used strictly for the support of the Municipal Court. This includes the acquisition of land for Municipal Court facilities; the construction of the facilities; renovation or expansion of existing facilities; acquisition of furniture, fixtures, or advanced technology in support of construction or expansion projects; or payment of debt service on any bonds issued to construct or renovate facilities for the Municipal Court. Expenditures in this fund include a transfer of $300,000 to the debt service fund to assist with the retirement of bonds used to finance the construction of the Justice Facility Center.

Funding Source

Collection fees are assessed to defendants whose fines, administrative assessments, or fees have become delinquent. Fees are 1) not more than $100 if the delinquency is less than $2,000; 2) not more than $500 if the delinquency is between $2,000 and $5,000 and 3) 10% of the amount of the delinquency if the amount of the delinquency is greater than $5,000.

Funding Source

A ten dollar administrative assessment is rendered against any defendant who pleads, or is found, guilty of a misdemeanor, including the violation of any municipal ordinance.

North Las Vegas Justice Facility

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CITY OF NORTH LAS VEGAS

Municipal Court Administrative Assessment

$242,721

Description

This special revenue fund is used to track revenue and expenditures related to Municipal Court administrative assessment fees as authorized by Nevada Revised Statue 176.059.

Major Services

Funds collected from this assessment are to be used strictly for the support of the Municipal Court. This includes training and education of personnel, acquisition of capital goods, management and operational studies, or audits.

North Las Vegas Justice Facility

Municipal Court Special Revenues Fiscal 2017

Funding Source

An administrative assessment fee is rendered against any defendant who pleads, or is found, guilty of a misdemeanor, including the violation of any municipal ordinance. The fee is based upon the amount of the fine and starts at $30 for a fine up to $50, going up to a fee of $120 for a fine over $500. The fees are distributed as $7 to the City, $2 to the Countyâ&#x20AC;&#x2122;s Juvenile Court, $7 to the Justice Courts to be used for Specialty Courts, and the balance to the State Treasurer.

Judicial Enforcement Service Fund 58.0%

Court Facilities Admin Assessment 25.5%

Muni-Court Admin Assessment 16.5%

Municipal Court Support Fund

2015 Actual

Revenues Charges for Services Miscellaneous

2016 Adopted Budget

2016 Projection

2017 Adopted Budget

2016 vs. 2017 Variance Amount Percent

515,316 485,980

343,400 351,984

360,000 340,000

1,001,296

695,384

700,000

4,616

0.7

Expenditures Salaries & Wages Employee Benefits Services & Supplies Transfers Out

302,969 152,218 193,900 300,000

302,991 159,954 696,580 300,000

302,991 159,954 327,170 300,000

302,995 166,026 701,253 300,000

4 6,072 374,083

0.0 3.8 114.3 0.0

Total Expenditures

949,087

1,459,525

1,090,115

1,470,274

380,159

34.9

52,209

(764,141)

(394,731)

Total Revenue

Net Change Beginning Fund Balance Ending Fund Balance

(770,274)

1,654,714

1,662,008

1,706,923

1,312,192

1,706,923

897,867

1,312,192

541,918

ADOPTED BUDGET FISCAL YEAR 2016-17

9 3

16,600 (11,984)

4.8 (3.4)

CITY OF NORTH LAS VEGAS

North Las Vegas Library District Fund 0290 $4,683,883

Description

Resolution 1687, which authorized the creation of the North Las Vegas Library District, was adopted in October 1993. This resolution designated a Board of Trustees, delineated the powers and duties of the Board of Trustees, and provided for a tax upon all taxable property within the District.

Major Services

The North Las Vegas Library District, with three branches in the City, meets the diverse informational, educational, and recreational needs of our community by providing materials, computers, special programs and reference services for the citizens of North Las Vegas.

Funding Source

The primary source of funding for the Library is a property tax levied on citizens at a rate of 6.32 cents per $100 of assessed valuation.

One of the many programs offered by the City of North Las Vegas Library District.

Library Fund

2015 Actual

2016 Adopted Budget

2016 Projection

2017 Adopted Budget

2016 vs. 2017 Variance Amount Percent

Revenues Taxes Intergovernmental Revenues Fines and Forfeitures Miscellaneous Transfers In

2,507,592 10,707 62,968 46,196 55,000

2,606,402

2,656,379

49,977

65,000 55,000 241,054

65,000 55,000 1,791,023

1,549,969

1.9 0.0 0.0 0.0 643.0

Total Revenue

2,682,463

2,967,456

4,567,402

1,599,946

53.9

Expenditures Salaries & Wages Employee Benefits Services & Supplies Debt Principal Interest Transfer to Debt Service Fund Contingency

1,088,580 522,684 472,569 365,000 107,748 519,000

1,079,509 545,721 548,967 385,000 91,761 527,500

1,109,399 585,154 569,432 400,000 74,898 1,945,000

29,890 39,433 20,465 15,000 (16,863) 1,417,500

2.8 7.2 3.7 3.9 (18.4) 268.7 0.0

Total Expenditures

3,075,581

3,178,458

4,683,883

1,505,425

47.4

Net Change

(393,118)

Beginning Fund Balance Ending Fund Balance

(211,002)

908,132

346,682

515,014

135,680

304,012

(116,481)

ADOPTED BUDGET FISCAL YEAR 2016-17

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304,012

187,531

CITY OF NORTH LAS VEGAS

North Las Vegas Redevelopment Agency Funds 0221 & 0222 $2,177,392

Redevelopment Area Descriptions

The original North Las Vegas “Downtown Redevelopment Area” was established in 1990 and is comprised of approximately 666 acres in-and- around the city’s existing downtown commercial core, including an Interstate-15 (“I-15”) off-ramp at Lake Mead Boulevard that provides direct access into downtown North Las Vegas and the North Vista Hospital.

Redevelopment Map

The “North Redevelopment Area” was created in 1999 and incorporates approximately 460 acres including a portion of Cheyenne Avenue, incorporating another Interstate-15 off-ramp which leads traffic into the Cheyenne Point Shopping Center redevelopment project and further on east to the main campus of the College of Southern Nevada (“CSN”), the largest, most diverse higher education institution in Nevada.

eligible for participation by the Agency Ultimately participation on behalf of the Agency depends upon the final discretion of the Redevelopment Agency Board.

Community Benefits

Community Revitalization - The Agency’s primary objective is to continue to make positive, incremental changes to the local business community and residential neighborhoods through providing programs, funding and efforts aimed at eliminating urban blight and assisting with the revitalization of public and private spaces within the downtown commercial core of the city.

Public Services - The Agency offers various types of assistance programs that are specifically intended to benefit property and business owners whose properties are located within the boundaries of either of the city’s Redevelopment Areas. Agency assistance can range from the simple expedition of planning and permitting processes, up to direct financial participation in redevelopment projects. Upgrading public improvements, the intensification of landscaping features and the financing infrastructure improvements are some of the typical types of upgrades that are potentially Councilwoman Pamela A. Goynes-Brown at Choice Neighborhood Community Garden ribbon cutting ceremony.

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CITY OF NORTH LAS VEGAS

Developing Agency Programs

Funding Source

The primary source of funding for the Redevelopment Agencies is a property tax levied on assessed valuation of property located within the district at a rate of $3.3555 per $100 of assessed valuation.

Redevelopment Goals

1. Increase the visibility, identity and unity of downtown North Las Vegas through physical design, way-finding, promotion and branding. 2. Pursue objectives that shape downtown into a thriving, culturally diverse, shopping, and dining and entertainment destination. 3. Foster new opportunities for businesses and generate job growth by encouraging private development through programming, planning and zoning ordinances. 4. Increase affordable and unique housing opportunities through new residential and mixed-use projects. 5. Enhance blight removal and deterioration in mature areas through the creation of special streetscape and safe city programs. 6. Create incentives and financing tools in order to attract development and the desired mix of uses. 7. Provide an integrated mobility plan and parking system within and to the downtown area.

Businesses located within either of the cityâ&#x20AC;&#x2122;s Redevelopment Areas may be eligible to obtain special state and local incentives, regulatory relief, and/or improved governmental services, potentially providing additional economic resources to inner-city commercial and residential neighborhoods that may have otherwise been neglected or simply overlooked. The Agency is also developing incentives and financing tools to offer business and commercial property owners a Commercial Property Facade Upgrade Program for which the reimbursement of funding for certain property improvements within the Area may also be awarded. The majority of Agency funding is typically appropriated for the financing of â&#x20AC;&#x153;public improvementsâ&#x20AC;? such as traffic lights, landscaping upgrades and utility improvements, etc. The Agency also facilitates the creation of public/private partnerships as a means of reinvesting public-sector funding back into the commercial and residential neighborhoods from where it had originally been originated.

yor and Council at Dignity Health Ground breaking ceremony March 2016

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CITY OF NORTH LAS VEGAS

Redevelopment Advisory Committee

The Redevelopment Agency is provided valuable input by the Redevelopment Advisory Committee (RAC).

The RAC guidelines are as follows:

• Nine members

On August 7, 2002, the Redevelopment Agency Board adopted Redevelopment RA Resolution No. 17, restructuring and reorganizing the RAC. The RAC’s purpose is to study, review, advise and make recommendations to the Redevelopment Agency Board on matters pertaining to redevelopment activities and neighborhood revitalization efforts within the boundaries of the North Las Vegas Redevelopment Areas.

• Members must either be residents, owners of businesses within the City, or be licensed to do business in the City. • Chair and Vice-Chair have voting privileges. • Each agency member appoints one member from his/her respective City Ward. In addition, an additional four at-large members are appointed by the Board. • Each member serves a staggered two year term.

The RAC will be tasked with reviewing plans for projects and finding creative funding sources.

• Revocation after three missed meetings.

• Recommendations are made for Downtown, North, and any future Redevelopment Areas.

North Las Vegas Redevelopment Agency 2015 Actual

2016 Adopted Budget

2016 Projection

2017 Adopted Budget

Revenues Taxes Charges for Services Miscellaneous Sale of Real Property

1,342,229 2,000 162,010 2,681,022

1,311,579

1,421,960

31,600

Total Revenue

4,187,261

1,343,179

Expenditures Salaries & Wages Employee Benefits Services & Supplies Capital Outlay

387,496 198,515 143,446 1,026,695

370,584 194,671 1,259,625 700,000

Total Expenditures

1,756,152

Net Change Beginning Fund Balance Ending Fund Balance

2016 vs. 2017 Variance Amount Percent

110,381

8.4 0.0 0.0 0.0

1,453,560

110,381

8.2

370,584 194,671 1,393,395 779,446

359,045 219,702 1,398,645 200,000

(11,539) 25,031 5,250 (579,446)

(3.1) 12.9 0.4 (74.3)

2,524,880

2,738,096

2,177,392

(560,704)

(20.5)

2,431,109

(1,181,701)

(1,394,917)

10,859,960

11,891,523

13,291,069

11,896,152

13,291,069

10,709,822

11,896,152

11,172,320

(723,832)

ADOPTED BUDGET FISCAL YEAR 2016-17

9 7

CITY OF NORTH LAS VEGAS

Community Development $1,100,467

Neighborhood Stabilization Description

Community Development Description

The Neighborhood Stabilization Program fund was used to account for revenues and expenditures for the Neighborhood Stabilization Program 1 (NSP1).

The Community Development Fund is used to account for revenues and expenditures for Community Development Block Grant (CDBG) programs for public service, capital projects, and program administration.

Major Services

The purpose of NSP1 was to acquire, rehabilitate, and resale foreclosed properties to qualified low, moderate and middle income residents. The program income received from NSP1 is funding the Blight Removal Program. The Code Enforcement Division is responsible for the demolition of dilapidated single family structures to eliminate blight, reduce crime and increase the health and safety of neighborhoods in NSP1 areas of greatest need.

Major Services

The purpose of the CDBG Program is to benefit low-to-moderate income households by developing viable communities which include decent housing, a suitable living environment, and expanded economic opportunities. Funding Source

Revenue for this fund is provided by Clark County through a grant from the Department of Housing and Urban Development (HUD).

Funding Source

Revenue for this fund is provided by Clark County and Nevada Housing Division (NHD) through a federal grant from the Department of Housing and Urban Development (HUD).

Emergency Solutions Grant Description

$156,057

The Emergency Solutions Grant fund is used to account for revenues and expenditures for the Emergency Solutions Grant (ESG).

$3,402,495

Housing Programs

$4,348,526

Description

Major Services

The Housing Program Fund is used to account for revenues and expenditures for the Home Investment Partnership Program (HOME) and Low-Income Housing Trust Fund (LIHTF) that provide a variety of housing related services to eligible households.

The purpose of the ESG program is to provide homeless individuals and families with homelessness prevention assistance, and providing permanent housing to the homeless population.

Funding Source

Major Services

Revenue for this fund is provided by Clark County through a grant from the Department of Housing and Urban Development (HUD).

This fund enables the acquisition and rehabilitation of rental housing units, assistance to first-time home buyers, and construction of affordable housing.

Choice Neighborhood Initiative Description

Funding Source

$238,529

The Choice Neighborhood Initiative fund is used to account for revenues and expenditures for the Choice Neighborhood Initiative (CNI).

Revenue for this fund is provided by Clark County and Nevada Housing Division (NHD) through a grant from the Department of Housing and Urban Development (HUD).

Major Services

The purpose of CNI is to focus on assisting communities to develop successful neighborhood transformation plans and build the support.

ADOPTED BUDGET FISCAL YEAR 2016-17

9 8

CITY OF NORTH LAS VEGAS Graffiti Fund

Funding Source

Revenue for this fund is provided by the Department of Housing and Urban Development (HUD).

$798,310

Description

The Community Development & Compliance Department oversees and manages the Graffiti Removal program that is tracked in this fund. North Las Vegas Municipal Code 13.04 established this fund to remove graffiti on City owned property and to pay for dedicated Graffiti staff members.

Windsor Park FNMA CDBG, Windsor Park & Windsor Park FNMA $1,032,200 Description

Ordinance 1303, which passed on December 7, 1998, authorized a $4,000,000 general obligation bond to be issued to account for revenues and expenditures for the relocation of Windsor Park residents.

Major Services

This fund must only be used for services related to graffiti removal, and supports the Beautiful P.L.A.C.E. Initiative. Graffiti staff focuses on four areas of graffiti: law, abatement, community involvement and education. In addition to responding to citizen concerns, Graffiti staff works pro actively to remove illegally placed graffiti and nuisance signs.

Major Services

This fund shall be expended for a voluntary relocation plan of Windsor Park residents. The City is assisting residents with funds for down payments to purchase other homes in North Las Vegas due to the soil subsidence.

Funding Source

The Graffiti Removal program is funded through a seventy-five ($.75) monthly assessment to each business customer or housing unit where the City provides water service. In May of 2015 ordinance 2700 was passed assessing an additional fifty cents ($.50) for a community improvement graffiti removal fee.

Fannie Mae purchased a $4,000,000 General Obligation (G.O.) Bond issued to the City. Fund 233 received $2.4 million to assist residents whose income was below 80% of the area median income. Fund 285 received $1.6 million to assist residents whose income was above 80% of the area median income.

Community Development Funds

2015 Actual

2016 Adopted Budget

Revenues Taxes Intergovernmental Revenues Miscellaneous Transfers In

Total Revenue

Expenditures Salaries & Wages Employee Benefits Services & Supplies Capital Outlay Transfers Out

Total Expenditures Net Change Beginning Fund Balance Ending Fund Balance

2016 Projection

2017 Adopted Budget

2016 vs. 2017 Variance Amount Percent

4,029,268 337,137 101,880

10,078,886 250,000

10,357,491 730,000

9,081,489 730,000

(1,276,002)

0.0 (12.3) 0.0 0.0

4,468,285

10,328,886

11,087,491

9,811,489

(1,276,002)

(11.5)

414,236 192,793 2,576,775

513,125 256,627 8,818,566 717,900 532,110

510,863 277,118 8,794,002 717,900 776,700

(2,262) 20,491 (24,564)

730,690

511,360 255,932 9,574,942 717,900 400,900

244,590

(0.4) 8.0 (0.3) 0.0 46.0

3,914,493

11,461,034

10,838,328

11,076,583

238,255

2.2

553,792

(1,132,148)

249,163

8,183,409

6,452,934

8,737,201

5,320,786

8,986,364

8,986,364 7,721,270 (1,265,094)

ADOPTED BUDGET FISCAL YEAR 2016-17

9 9

CITY OF NORTH LAS VEGAS

Park Construction Tax Fund Funds 0251-0256

Description

Nevada Revised Statute 278.4983, grants Cities and Counties the authority to establish residential construction tax and to set district boundaries and collect fees. City Ordinance 961, approved in January 1990, authorized a residential impact fee on new construction for the purpose of financing the development of neighborhood parks and park amenities. Ordinance 1081, passed in March 1993, allowed developers to avoid the impact fees by agreeing to develop and construct parks themselves. Resolution 1988, adopted December 1997, established boundaries and funds for each of the Cityâ&#x20AC;&#x2122;s six park districts.

less than 25 acres. These funds may also be used for the installation of park facilities in existing parks, as opposed to routine maintenance of such parks, in the respective park districts that are created for the benefit of the neighborhoods from which such money was derived. Funding Source

Revenues are separated into the fund of the collecting district and are based upon residential construction impact fees assessed on apartment and residential dwelling unit construction at a rate of $0.36 per square foot, or a maximum of $1,000, whichever is less. Collections are made at the time permits are issued.

Major Services

Funds collected are accounted for separately according to the respective park district from which they are derived and may be used only for the acquisition, improvement, or expansion (or any combination thereof) of neighborhood parks,

Parks Construction Tax Fund

2015 Actual

Petitti Park. 2016 Adopted Budget

2016 Projection

2017 Adopted Budget

2016 vs. 2017 Variance Amount Percent

Revenues Residential Construction Tax Miscellaneous

313,838 11,407

230,000 220

215,000 20

(15,000) (200)

(6.5) (90.9)

Total Revenue

325,245

230,220

215,020

(15,200)

(6.6)

Expenditures Services & Supplies Transfers Out

639,309

113,200 483,000

113,200 525,935

113,200 324,000

(201,935)

0.0 (38.4)

Total Expenditures

639,309

596,200

639,135

437,200

(201,935)

(31.6)

Net Change

(314,064)

(365,980)

(408,915)

(222,180)

Beginning Fund Balance Ending Fund Balance

2,070,973

1,554,064

1,756,909

1,347,994

1,756,909

1,188,084

1,347,994

1,125,814

ADOPTED BUDGET FISCAL YEAR 2016-17

1 0 0

CITY OF NORTH LAS VEGAS

Park District Map

Park District Boundaries

ADOPTED BUDGET FISCAL YEAR 2016-17

101

CITY OF NORTH LAS VEGAS

Parks and Recreation Support Funds Parks and Recreation Activities and Programs

Parks and Recreation Community Events

$1,223,525

Description

One of the primary function of the Leisure Services Division is to provide recreational center classes, aquatics and sports programs for the youth, adult, and senior citizens of North Las Vegas. Emphasis is placed on healthy activities that promote wellness in a recreational atmosphere. Programs are organized, conducted, and administered by a professional staff with expertise in all types of sports instruction and activities. Team competition is offered through the Sports Section for youth in basketball and soccer. Funding Source

User Fees and grants provide the sources of revenue to support this Special Revenue Fund.

Description

This program provides leisure opportunities for families in a nontraditional setting. With events ranging from movies in the park (Movie Madness) to Community Events at Craig Ranch Regional Park Amphitheater, every citizen should find something to their liking. Services provided in special events include park and picnic rentals and the rental of our Cityâ&#x20AC;&#x2122;s Mobile Stage. Funding Source

User fees, park and stage rentals and sponsorship contributions provide the sources of revenue to support this Special Revenue Fund.

Other smaller, miscellaneous funds included in the Parks and Recreational Support Group are:

$1,231,260

Safekey Description

$956,178

Safekey is a recreational enrichment program for children kindergarten through 5th grade, designed to meet the needs of the working parent(s). The before and after school program is offered at the majority of the Cityâ&#x20AC;&#x2122;s elementary schools. Safekey is staffed by trained recreation leaders. The program consists of an activity or game period, sports, arts and crafts, and special events. This program corresponds with the Clark County School District calendar.

Fund 0284 - Kiel Ranch Restoration & Operation Fund 0292 - Parks & Recreational Capital Improvements

Annually, during breaks in the school calendar, the City offers camps. Winter Day Camp is a two-week camp designed for those children who are on winter break. Spring Break Camp is a one-week camp designed for children during spring break. Summer Day Camp is a nine-week camp that is especially designed for those children who are on summer break. Arts & crafts, games, sports, music, and special events are offered. Funding Source

User Fees and grants provide the sources of revenue to support this Special Revenue Fund.

Hemp Fest 2016 at Craig Ranch Regional Park.

ADOPTED BUDGET FISCAL YEAR 2016-17

102

CITY OF NORTH LAS VEGAS

Parks and Recreation Support Funds 2015 Actual

2016 Adopted Budget

2016 Projection

2017 Adopted Budget

2016 vs. 2017 Variance Amount Percent

Revenues Charges for Services Intergovernmental Fines and Forfeitures Miscellaneous Trf In from Parks & Rec Activities

2,104,346 46,254 175 54,247

2,413,026 55,560

2,413,026 56,560

2,443,500 22,000

30,474 (34,560)

44,974 292,348

40,000 378,678

(4,974) 86,330

1.3 (61.1) 0.0 (11.1) 29.5

Total Revenue

2,205,022

2,805,908

2,806,908

2,884,178

77,270

2.8

999,383 234,262 409,701 35,818 916,000

1,431,965 287,512 939,904 214,132 292,348

1,303,965 287,512 1,068,904 214,132 292,348

1,509,851 320,555 1,223,879

205,886 33,043 154,975 (214,132) 86,330

2,595,163

3,165,861

3,166,861

3,432,963

(390,141)

(359,953)

Expenditures Salaries & Wages Employee Benefits Services & Supplies Capital Outlay Transfer to P&R Comm. Events

Total Expenditures

Net Change Beginning Fund Balance Ending Fund Balance

378,678

266,102

15.8 11.5 14.5 (100.0) 29.5 8.4

(548,785)

2,826,407

1,413,433

2,436,266

2,076,313

2,436,266

1,053,480

2,076,313

1,527,528

Parks and Recreation Support Revenues Fiscal 2017 Community Events 27.9%

Activities & Programs 35.6%

Safekey 35.9%

Parks & Rec Grants Fund 0.6%

Skate park at Craig Ranch Regional Park.

ADOPTED BUDGET FISCAL YEAR 2016-17

103

CITY OF NORTH LAS VEGAS

Debt Service Fund The Debt Service Fund is used to account for the accumulation of resources for the repayment of general obligation bond principal and the payment of interest from city resources and for special improvement assessment bond principal and interest from special improvement assessment levies when the City is obligated in some manner for the payment. Additional information providing more detail on debt service can be found in the latter portion of the Overview section

of this book. The following funds are included in the financial trend below: Fund 0310 Debt Service Ad Valorem Fund 0311 Debt Service Operating Fund 0501-0534 - Special Improvement Assessment Districts

Debt Service (Ad Valorem) Fund 2015 Actual Beginning Fund Balance

389,316

Revenues Taxes Miscellaneous

Total Revenue Expenditures Debt Principal Interest Trf To Street Maint., Parks & Fire

2016 Adopted Budget 15,393

2016 Projection

2017 Adopted Budget

22,339

2016 vs. 2017 Variance Amount Percent

22,339

6,945 0.42

0.0 0.0

6,946

0.0

247,000 9,929 116,993

Total Expenditures

0.0 0.0 0.0

0.0

373,922

Net Change

(366,977)

Ending Fund Balance

22,339

0.0

15,393

22,339

0.0

22,339

Note: Property Tax Override of .2350 which was initially established to pay for the bonds issued for Street Improvements will be satisfied in 2015, allowing the property tax to be used entirely for street maintenance and capital improvements for streets, parks & fire (fund 268).

Debt Service (Operating) Fund *

Beginning Fund Balance

Revenues Fines and Forfeitures Miscellaneous Transfer In - General Fund Transfer In - Str Maint., Fire, Park Transfer In - Crt Facilities Admin Transfer In - Library Fund

Total Revenue

2017 Adopted Budget

2015 Actual

2016 Adopted Budget

4,235,393

4,244,994

4,430,931

4,430,781

(150)

(0.0)

19,975 2,186,047 7,520,284 2,320,524 300,000 519,000

2,020,090 6,455,344 2,144,897 300,000 527,500

2,020,090 5,310,758 1,933,808 300,000 1,945,000

(1,144,586) (211,089)

0.0 0.0 (17.7) (9.8) 0.0 268.7

2016 Projection

2016 vs. 2017 Variance Amount Percent

1,417,500 61,825

0.5

(150) 224,600 (169,085)

(1.5) 5.4 (2.3)

12,865,830

11,447,831

11,509,656

Expenditures Services & Supplies Debt Principal Interest

10,828 5,145,700 7,513,764

10,020 4,149,700 7,288,111

10,170 4,149,700 7,288,111

10,020 4,374,300 7,119,026

Total Expenditures

12,670,292

11,447,831

11,447,981

11,503,346

55,365

6,310

6,460

4,437,091

6,310

Net Change

195,538

Ending Fund Balance

4,430,931

(150) 4,244,994

4,430,781

* Includes fund 0311 (Operating), and 0501-0534 (Special Improvement Assessment Districts)

ADOPTED BUDGET FISCAL YEAR 2016-17

104

0.5

(4,306.7) 0.1

CITY OF NORTH LAS VEGAS

Capital Projects Fund Capital projects funds are used to account for the acquisition and construction of major capital facilities other than those financed by proprietary, special revenue or trust funds. This section includes summaries and trends of capital project expenditures in the City. More detail of the capital projects along with projections for the next five years can be found in the Capital Improvement Program (CIP) section of this document.

Funds are grouped into subcategories by the nature of the capital projects.

General Government Projects -

Capital Projects Revenues by Source Fiscal 2017

Accounts for various general government capital improvement projects including City buildings

Miscellaneous 28.3%

Grants 5.3%

Parks and Recreation Projects -

Accounts for capital improvement expenditures at Parks and Recreation buildings and facilities

Library Construction Project -

Accounts for Library District capital improvement expenditures

Clark County Flood Control District 28.5%

Regional Transportation Commission 35.8%

Public Works Projects -

• Transportation - accounts for various projects in process to improve the streets and roads within the City limits • Flood Control - projects that address the City’s need to have the risk of flooding minimized

Transfers In (City Funds) 2.1%

Capital Projects Expenditures by Function Fiscal 2017 General Government 27.2%

Public Safety Projects -

Accounts for expenditures related to the capital projects associated with Police and Fire facilities, and the installation of traffic signals in developing areas and improvement of storm drainage systems

Municipal Building Bonds 1.7%

Street Improvements 37.3%

ADOPTED BUDGET FISCAL YEAR 2016-17

105

Parks & Recreation 1.5%

Public Safety 31.6% Civic Center Bonds 0.7%

CITY OF NORTH LAS VEGAS Capital Projects Summary

2015 Actual

2016 Adopted Budget

2016 Projection

2017 Adopted Budget

Revenue Intergovernmental Revenue Grants Regional Transportation Commission Clark County Flood Control District

25,017,200 25,251,713 13,549,001

18,217,381 25,177,114 36,767,271

18,979,342 25,177,114 36,767,271

6,560,744 44,092,897 35,111,864

Total Intergovernmental Revenue

63,817,914

80,161,766

80,923,727

85,765,505

Charges for Services

241,680

Miscellaneous Interest earnings Miscellaneous Other Contributions and donations from private sources Misc-SID Assessments

149,438

2016 vs. 2017 Variance Amount Percent

(12,418,598) 18,915,783 (1,655,407) 4,841,778 (149,438)

53,666 26,899

Total Miscellaneous

6.0 (100.0) (65.4) 75.1 (4.5)

0.0 0.0

125,250

357,000

359,491

181,611 34,600,000

(177,880) 34,600,000

205,815

357,000

359,491

34,781,611

34,422,120

Transfers In & Other Sources Refunding Bonds Issued General Fund Windsor Park Community Development Park District I Park District III Park District IV Street Maintenance, Parks, Fire Parks & Rec Community Events PW Non-CIP Reimbursable Programs Fuel Taxes - Roadway Operations IT Projects, 2006A Bonds City Hall Other Funding Parks & Rec Capital Projects Streets Capital Projects Public Safety Projects 2006A Bonds Parks Projects 2006A Bonds

2,755,287 916,000

Total Transfers In & Bond Proceeds Total Revenues Beginning Fund Balance

5,833,621 70,099,030 26,095,174

4,579,623 85,098,389 16,376,326

Total Resources Available

96,194,204

Expenditures Expenditures by Fund Groups Capital Projects - General Government Capital Projects - Public Safety Capital Projects - Street Improvements Capital Projects - Parks & Recreation Capital Projects - Municipal Building Bonds Capital Projects - Civic Center Bonds

9,575.2 0.0 100.0

86,597

0.0 0.0 0.0 0.0 (100.0) (44.3) (29.5) (42.3) 0.0 (100.0) (27.6) (100.0) (100.0) (100.0) (100.0) 0.0 100.0

4,622,558 86,055,214 22,901,673

2,525,597 123,072,713 15,746,143

(2,096,961) 37,017,499 (7,155,530)

(45.4) 43.0 (31.2)

101,474,715

108,956,887

138,818,856

29,861,969

27.4

8,130 14,934,161 43,828,151 9,750,578 2,674,223 2,097,288

43,644,022 40,840,613 3,689,809 1,000,885 1,665,624

43,413,002 40,840,613 3,898,579 3,052,826 2,005,724

34,600,000 40,179,214 47,553,773 1,870,000 2,154,302 831,225

34,600,000 (3,233,788) 6,713,160 (2,028,579) (898,524) (1,174,499)

100.0 (7.4) 16.4 (52.0) (29.4) (58.6)

Total Expenditures

73,292,531

90,840,953

93,210,744

127,188,514

Expenditures by Object Salaries and wages Employee benefits Services and supplies Capital outlay Debt Refunding Debt Issuance costs

1,420,310 862,733 4,797,660 65,111,828

5,689,478 2,468,817 7,951,342 73,671,050

5,695,478 2,475,397 7,772,141 76,207,462

11,242,186 4,849,283 36,605,347 74,405,101

5,546,708 2,373,886 28,833,206 (1,802,361)

97.4 95.9 371.0 (2.4) 0.0 0.0

1,100,000

1,060,266

86,597

(973,669)

(91.8)

73,292,531

90,840,953

93,210,744

127,188,514

22,901,673

10,633,762

15,746,143

11,630,342

96,194,204

101,474,715

108,956,887

138,818,856

15,234 167,791 639,309

240,000 1,100,000

350,000 248,000 235,000 1,267,551

350,000 9,625 269,530 246,780 1,267,551

26,245 1,428,945 340,000 648,015 22,437 13,430

350,000 150,000 174,000 731,000

1,034,000

Operating Transfers Out Total Expenditures Ending Fund Balance Total Commitments & Fund Balance

ADOPTED BUDGET FISCAL YEAR 2016-17

106

(9,625) (119,530) (72,780) (536,551) (26,245) (394,945) (340,000) (648,015) (22,437) (13,430)

33,977,770

36.5

33,977,770

36.5

(4,115,801)

(26.1)

29,861,969

27.4

CITY OF NORTH LAS VEGAS Capital Projects by Fund Financial Trend

2015 Actual

General Government Fund Beginning Fund Balance Revenues Misc-SID Assessments Interest earnings Transfers In

151,510

2016 Adopted Budget 151,510

2016 Projection 143,380

Ending Fund Balance

143,380

34,600,000

4,900 3,058 172

6,055,000 2,595,000 25,950,000

8,130

34,600,000

143,380

151,510

143,380

9,233,279

7,166,498

9,071,536

7,859,915

43,926 13,394,562 241,680

4,884,751 36,767,271

4,884,751 36,767,271 149,438

4,040,350 35,111,864

125,250

(844,401) (1,655,407) (149,438)

2,491

(2,491)

397,430

291,000

(106,430)

42,049,452

42,201,381

39,443,214

(2,758,167)

227,959 138,295 1,195,213 13,372,694

3,105,052 1,346,166 3,422,170 35,770,634

3,105,052 1,346,166 2,873,161 36,088,623

1,984,313 859,510 3,480,483 33,854,908

(1,120,739) (486,656) 607,322 (2,233,715)

14,934,161

43,644,022

43,413,002

40,179,214

(3,233,788)

9,071,536

5,571,928

7,859,915

7,123,915

3,498,490

3,138,602

4,638,606

3,015,645

18,198,630 25,207,787 154,439

16,763,099 20,292,363

5,820,744 40,052,547

(10,942,355) 19,760,184

1,380,512

357,000 1,805,190

181,611 1,384,000

(175,389) (421,190)

Total Revenue

44,968,267

39,217,652

47,438,902

8,221,250

Expenditures Salaries and wages Employee benefits Services and supplies Capital outlay Transfers Out

986,549 603,613 2,942,504 39,295,485

2,398,896 1,040,439 2,638,712 34,749,136 13,430

3,082,360 1,341,261 4,279,959 38,850,193

683,464 300,822 1,641,247 4,101,057 (13,430)

Total Expenditures

43,828,151

40,840,613

47,553,773

4,638,606

1,515,641

3,015,645

2,900,774

Total Expenditures Ending Fund Balance

Street Improvements Capital Fund Beginning Fund Balance Revenues Federal Grants County Grants Regional Transportation Commission Clark County Flood Control District Interest earnings Miscellaneous Other Refunds & Reimbursements Donations - Street Improvements Transfers In

Ending Fund Balance

ADOPTED BUDGET FISCAL YEAR 2016-17

107

(6.5)

0.0 (17.3) (4.5) (100.0) 0.0 0.0 0.0 (100.0) 0.0 (26.8)

(7.4)

(36.1) (36.2) 21.1 (6.2) 0.0 0.0

26,899

100.0 100.0 100.0 100.0 0.0 0.0

967,000

Expenditures Salaries and wages Employee benefits Services and supplies Capital outlay Debt Service Other Transfers Out

100.0 100.0 0.0 0.0

14,772,418

Total Revenue

34,600,000

Public Safety Projects Beginning Fund Balance Revenues Federal Grants Regional Transportation Commission Clark County Flood Control District Traffic Studies Interest earnings Rrr-Pw Reimbursement Other Contributions and donations from private sources Debt-Refunding Bonds Issued Transfers In

34,600,000

Total Expenditures

2016 vs. 2017 Variance Amount Percent

34,600,000

Total Revenue Expenditures Salaries and wages Employee benefits Services and supplies Capital outlay Transfers Out

2017 Adopted Budget

6,713,160

21.0

0.0 (65.3) 97.4 0.0 0.0 0.0 0.0 (49.1) (23.3)

16.4

28.5 28.9 62.2 11.8 (100.0)

CITY OF NORTH LAS VEGAS

Capital Projects by Program Financial Trend (Continued)

2015 Actual

Culture & Recreation Projects Beginning Fund Balance Revenues Federal Grants Regional Transportation Commission Miscellaneous Debt-Refunding Bonds Issued Transfers In

2016 Adopted Budget

2016 Projection

2017 Adopted Budget

2016 vs. 2017 Variance Amount Percent

2,205,636

1,113,436

1,659,737

1,409,324

6,818,570

1,454,282

2,216,243

740,000

2,386,109

1,388,988

1,431,923

764,000

(667,923)

9,204,679

2,843,270

3,648,166

1,504,000

(2,144,166)

165,215 100,793 235,860 9,248,710

149,955 66,537 700,600 2,750,280

149,955 66,537 700,600 2,959,050

104,388 46,387 89,225 1,630,000

(45,567) (20,150) (611,375) (1,329,050)

22,437

Total Expenditures

9,750,578

3,689,809

3,898,579

1,870,000

(2,028,579)

Ending Fund Balance

1,659,737

266,897

1,409,324

1,043,324

6,575,547

3,268,263

5,038,034

2,325,208

Total Revenue

Expenditures Salaries and wages Employee benefits Services and supplies Capital outlay Debt Service Interest expense Transfers Out

Municipal Building Facilities Bonds Beginning Fund Balance Revenues Federal Grants Regional Transportation Commission Miscellaneous Debt-Refunding Bonds Issued Transfers In

(1,476,243)

(22,437)

Expenditures Salaries and wages Employee benefits Services and supplies Capital outlay Debt Service Interest expense Transfers Out

1,100,000

340,000

86,597

(253,403)

1,136,710

340,000

86,597

(253,403)

25,554 15,674 197,907 1,335,088

35,575 15,675 208,635 401,000

41,575 22,255 318,343 2,330,653

16,125 7,125 1,974,455 70,000

(25,450) (15,130) 1,656,112 (2,260,653)

1,100,000

340,000

86,597

(253,403)

Total Expenditures

2,674,223

1,000,885

3,052,826

2,154,302

(898,524)

Ending Fund Balance

5,038,034

2,607,378

2,325,208

257,503

4,430,712

1,538,017

2,350,380

992,671

Civic Center Bonds Beginning Fund Balance Revenues Federal Grants Regional Transportation Commission Miscellaneous Debt-Refunding Bonds Issued Transfers In

16,956

Expenditures Salaries and wages Employee benefits Services and supplies Capital outlay Debt Service Interest expense Transfers Out

10,133 1,300 226,004 1,859,851

648,015

(648,015)

648,015

(648,015)

981,225

1,241,325 80,000

831,225

(410,100) (80,000)

(1,174,499)

684,399

Total Expenditures

2,097,288

1,665,624

2,005,724

831,225

Ending Fund Balance

2,350,380

520,408

992,671

161,446

(74.5) 0.0 0.0 0.0 0.0 (74.5)

(29.4)

(61.2) (68.0) 520.2 (97.0) 0.0 0.0 (74.5)

16,956

Total Revenue

(52.0)

(30.4) (30.3) (87.3) (44.9) 0.0 0.0 (100.0)

36,710

Total Revenue

(58.8) (66.6) 0.0 0.0 0.0 (46.6)

(684,399)

(100.0) 0.0 0.0 0.0 0.0 (100.0)

(58.6)

0.0 0.0 (33.0) (100.0) 0.0 0.0 (100.0)

Public Works Median Landscaping Project

Public Works new road construction

ADOPTED BUDGET FISCAL YEAR 2016-17

108

CITY OF NORTH LAS VEGAS

Reconciliation of Capital Budget to the CIP Amount

127,188,514

Project #

Fund

Dept

Project Description

Explanation

FY 2016-17 Capital Fund Projects

700,000 369,722

23031 26015

100 100

IT PD

Included in Fund 100 appropriations Included in Fund 100 appropriations

BL, Land Mgmt, Permitting Application Radio Replacement

52,000

26017

200

Included in Fund 200 appropriations

Police Dept Core Systems Upgrade

616,199 350,000 750,000

26015 26016 26017

287 287 287

PD PD PD

Included in Fund 287 appropriations Included in Fund 287 appropriations Included in Fund 287 appropriations

166,187

26015

288

Included in Fund 288 appropriations

369,410

23030

265

Included in Municipal Court Sp Rev

400,000 5,860,000 50,000 570,000 100,000 120,000 3,220,000 300,000 93,000

S0002 S0003 S0026 S0027 S0029 S0032 S0048 S0046 25001

620 620 620 620 620 620 620 620 620

UT UT UT UT UT UT UT UT UT

Included in Fund 620 appropriations Included in Fund 620 appropriations Included in Fund 620 appropriations Included in Fund 620 appropriations Included in Fund 620 appropriations Included in Fund 620 appropriations Included in Fund 620 appropriations Included in Fund 620 appropriations Included in Fund 620 appropriations

1,200,000 400,000 1,900,000 50,000 400,000 782,000 321,700 750,000 200,000 380,000 250,000 217,000

W0001 W0010 W0014 W0019 W0020 W0038 W0039 W0046 W0053 W0055 W0056 25001

610 610 610 610 610 610 610 610 610 610 610 610

UT UT UT UT UT UT UT UT UT UT UT UT

Included in Fund 610 appropriations Included in Fund 610 appropriations Included in Fund 610 appropriations Included in Fund 610 appropriations Included in Fund 610 appropriations Included in Fund 610 appropriations Included in Fund 610 appropriations Included in Fund 610 appropriations Included in Fund 610 appropriations Included in Fund 610 appropriations Included in Fund 610 appropriations Included in Fund 610 appropriations

658,500 144,200 210,000 128,800 200,000 117,000

25001 25001 25001 25001 25001 25002

100 268 287 288 293 750

GE GE PD PD PW GE

Included in Fund 750 appropriations Included in Fund 750 appropriations Included in Fund 750 appropriations Included in Fund 750 appropriations Included in Fund 750 appropriations Included in Fund 750 appropriations

485

Trf of bond proceeds for tracking puposes

(86,597)

Radio Replacement Firearms Range Bullet Traps Police Dept Core Systems Upgrade

Radio Replacement Criminal Justice Case Mgmt

Sewerline Oversizing Northeast Interceptor Sewer Secondary Containment for Chemical Storage Coating Repairs to Bioreactor Basins Gravity Belt Thickener Discharge Piping Impr. Pretreatment Software Upgrades Nellis Reclaimed Water Line WRF Capital Repairs Vehicle Replacement Program

Reservoir Repainting Waterline Oversizing Utility Billing System Payment Processing Equipment Replacement Water System Bolstering PRV Remote Monitoring Valve and Fire Hydrant Replacement Program West Cheyenne Well Rehabilitation Elstner Estates Well P2B Pump Station Rehabilitation PLC Upgrades at Wells/Pump Stations Vehicle Replacement Program

Vehicle Replacement Program Vehicle Replacement Program Vehicle Replacement Program Vehicle Replacement Program Vehicle Replacement Program OSHA Compliance Improvements

Bond Proceeds to be used for PS project

FY 2016-17 Approved CIP

149,497,635

and other Special Revenue sources and are therefore tracked within the appropriate Utilities Fund (0600 series) and Special Revenue Funds (0200 The Capital Budget for fiscal 2017 reflected in this series). section will differ from the capital projects that are found in the Capital Improvement Plan (CIP) Also transfers out of any Capital fund is not section of this book. There are two reasons for the included in the CIP but may be necessary, such as, differences. transfer of bond proceeds between capital projects for tracking purposes, and returning project First, this section is reporting revenues and balances to the original funding sources. expenditures by fund types. City of North Las Vegas capital projects are tracked by using funds The above table highlights the projects that designated in the 0400 series. That is what is account for the differences between the capital represented in this section. The CIP includes a funds budget reflected here and the fiscal 2017 number of projects that are funded by Utilities portion of the CIP reflected in the CIP section. Reconciliation of the Fiscal 2017 Capital Budget to the CIP

ADOPTED BUDGET FISCAL YEAR 2016-17

109

CITY OF NORTH LAS VEGAS

Proprietary Funds

Proprietary funds are used to account for a government’s business-type activities. There are two types of proprietary funds - Enterprise Funds and Internal Service Funds. Both fund types use Generally Accepted Accounting Principles (GAAP), as do businesses in the private sector. Both enterprise and internal service funds recover the full cost of providing services (including capital costs) through fees and charges to those who use their services. The adopted budget for each proprietary fund is based on GAAP and includes depreciation, but excludes capital

outlay and principal payments on debt. However, the management of these funds is based on the “bottom line,” and whether the expenses are supported by revenue. The City uses “cash flow basis” to evaluate these funds. This method works similarly to working capital and is the result of all transactions that affect cash and cash equivalents. By including capital outlay and debt service payments in the reconciliation of these funds, the City can determine whether the charges for services are adequate to cover all expenses and future capital needs.

Proprietary Funds Statement of Cash Flows Fiscal Year 2017 Water Fund Cash Flows from Operating Activities Revenue: Charges for services Fines and forfeitures Miscellaneous Total Revenue Expenses: Salaries and wages Employee benefits Services and supplies: Water Purchase Sewage Treatment Services and supplies Total Expenses

Wastewater Fund

Golf Fund

Self Insurance Fund

Motor Equipment Fund

54,949,000 2,140,000 705,000 57,794,000

44,040,000 800,000 377,000 45,217,000

1,893,287 509,691 2,402,978

27,144,053 27,144,053

4,594,095 4,594,095

100,882,287 2,940,000 33,329,839 137,152,126

6,657,904 3,311,644

4,266,230 2,073,553

113,020 19,387

4,459,258 2,726,339

844,753 385,113

16,341,165 8,516,036

18,661,937 25,847,534

3,131,269 4,361,135

15,979,298 819,546 50,755,148 92,411,193

1,296,519

232,960

15,979,298

Operating Income Cash Flows from Non-Operating Activities Revenues (Expenses) Interest earnings Intergovernmental Replacement revenue Replacement acquisitions Principal payments Interest expense Capital Outlay Total Non-Operating Revenues (Expenses) Income Before Transfers In (Out)

Transfers In from Other Funds Transfers Out to Other Funds

13,416,343 39,365,189

819,546 13,235,041 20,394,370

18,428,811

24,822,630

2,310,558 2,442,965 (39,987)

(349,960) 462,060

(28,826,345)

2,153,520 (1,341,500) (2,835,000) (258,600) (3,847,431)

(4,413,072) (14,914,165) (9,465,314)

(6,941,031)

(22,347,374)

11,487,780

2,475,256

321,700 (18,143,675)

(5,133,608)

(39,987)

1,296,519

695,020

(6,334,195)

(2,658,352)

15,013

1,296,519

695,020

36,124,825

20,146,179

999,029

41,065,462

4,894,666

29,790,630

17,487,827

1,014,042

42,361,981

5,589,686

ADOPTED BUDGET FISCAL YEAR 2016-17

110

15,914,588

376,700 (23,277,283)

55,000

Cash and Cash Equivalents July 1

44,740,933

10,300 6,434,877 2,153,520 (1,341,500) (7,248,072) (15,172,765) (13,662,705)

10,300 6,434,877

Net Increase (Decrease) in cash and cash equivalents Cash and Cash Equivalents June 30

Totals

(6,985,995)

103,230,161

96,244,166

CITY OF NORTH LAS VEGAS

Enterprise funds are used in situations where a fund provides services primarily to external customers. The City classifies its Water, Wastewater and Golf Funds as Enterprise Funds. GAAP mandates the use of an enterprise fund when legal requirements or management policy require that the full cost of providing services (including capital costs) be recovered through fees and charges.

Proprietary Funds Statement of Cash Flows For the Years 2015 - 2017

Internal Service Funds are designed to function on a cost-reimbursement basis and are used to recover the full cost of providing a given activity. Internal service funds are used when a fund primarily provides benefits to other funds, departments or agencies of the government. Costs in the Internal Service Funds are allocated to the benefiting funds in the form of fees and charges. The City classifies its Motor Equipment and Self-Insurance Funds as Internal Service Funds.

2015 Actual

Cash Flows from Operating Activities Revenue: Internal Service Charges Charges for services: Water fees Water Connection fees Wastewater fees WW Connection fees Other fees Fines and forfeitures Miscellaneous Total Revenue Expenses: Salaries and wages Employee benefits Services and supplies: Water purchase Sewage Treatment Services and supplies Total Expenses Operating Income

Transfers In from Other Funds Transfers Out to Other Funds

2016 Projection

2017 Adopted Budget

2016 vs. 2017 Variance Amount Percent

36,638,101

26,968,269

31,768,269

31,738,148

(30,121)

(0.1)

50,490,883 831,918 39,964,189 2,092,903 4,055,467 2,588,489 1,357,692 138,019,642

51,745,000 1,210,000 39,776,000 1,030,000 3,853,856 2,065,000 1,545,038 128,193,163

51,745,000 1,210,000 39,776,000 1,030,000 3,853,856 2,065,000 1,545,038 132,993,163

52,500,000 680,000 41,800,000 2,030,000 3,872,287 2,940,000 1,591,691 137,152,126

755,000 (530,000) 2,024,000 1,000,000 18,431 875,000 46,653 4,158,963

1.5 (43.8) 5.1 97.1 0.5 42.4 3.0 3.1

10,012,975 4,703,277

16,973,578 5,828,737

16,941,578 5,828,737

16,341,165 8,516,036

(600,413) 2,687,299

13,167,736 129,648 35,429,422 63,443,058

15,979,298 795,675 47,238,547 86,815,835

15,979,298 795,675 47,300,547 86,845,835

15,979,298 819,546 50,755,148 92,411,193

23,871 3,454,601 5,565,358

(3.5) 46.1 0.0 0.0 3.0 7.3 6.4

74,576,584

41,377,328

46,147,328

44,740,933

(1,406,395)

(3.0)

3,326,306 3,000,000

10,300 3,034,877 3,400,000

10,300 (291,429) 400,000

1,270,120 (1,341,500) (7,099,875) (15,492,000) (4,542,305)

1,301,120 (479,000) (7,099,875) (15,492,000) (13,422,193)

2,153,520 (1,341,500) (7,248,072) (15,172,765) (13,662,705)

852,400 (862,500) (148,197) 319,235 (240,512)

100.0 (8.8) 13.3 0.0 65.5 180.1 2.1 (2.1) 1.8

Cash Flows from Non-Operating Activities Revenues (Expenses) Interest Earnings 25,913 Grants 5,796,236 Sales Tax Revenue Sale of Equipment 48,553 Replacement revenue Replacement acquisitions Principal payments (8,109,000) Interest expense (15,720,276) Capital Outlay (13,043,592) Total Non-Operating Revenues (Expenses) (31,002,166) Income Before Transfers In (Out)

2016 Adopted Budget

(20,879,254)

(28,865,642)

(28,826,345)

43,574,418

20,498,074

17,281,686

15,914,588

4,194,888 (23,743,485)

814,884 (23,492,404)

1,214,884 (23,492,404)

376,700 (23,277,283)

39,297

(7.9)

(838,184) 215,121

(69.0) (0.9)

Net Increase (Decrease) in cash and cash equivalents

24,025,821

(2,179,446)

Cash and Cash Equivalents July 1

84,200,174

78,249,125

108,225,995

103,230,161

(4,995,834)

108,225,995

76,069,679

103,230,161

96,244,166

(6,985,995)

Cash and Cash Equivalents June 30

(4,995,834)

(6,985,995)

ADOPTED BUDGET FISCAL YEAR 2016-17

111

(0.1)

(1,367,098)

(1,990,161)

39.8

(4.6) (6.8)

CITY OF NORTH LAS VEGAS

Proprietary Fund Revenue Cash Flow Basis

Proprietary Fund Expenditures Cash Flow Basis

Replacement Vehicle Intergovernmental Revenue Revenue 4.4% 1.5% Golf Fees 1.6%

Water Purchase 10.4%

Internal Service Fees 21.7%

Fines & Forfeitures 2.0%

Services & Supplies 33.2%

Miscellaneous 0.7%

Water Fees 37.7%

Wastewater Fees 30.1%

Transfers In 0.3%

Enterprise Funds

Enterprise Funds are used to finance and account for the acquisition, operation and maintenance of City facilities that are intended to be entirely, or predominately, self-supported from user charges. Operations are accounted for so as to show a profit or loss on a basis comparable with industries in the private sector. The City of North Las Vegas operates the Utility Enterprise Fund, consisting of Water and Wastewater, and the Golf Course Funds.

The most significant issue affecting the Enterprise Funds is to ensure that these funds operate as self-supporting funds and maintain adequate cash balances to cover operating costs, PILT, debt service including debt coverage and capital repairs and replacements.

Expenditures for Enterprise Funds represent 23.5% of the City’s budget. The most significant issue affecting the Enterprise Funds is to ensure that these funds operate as self-supporting funds and maintain adequate cash balances to cover operating costs, PILT, debt service including debt coverage, and capital repairs and replacements. While all the enterprise funds are self-supporting and maintain adequate cash reserves, rate adjustments are needed to ensure this condition continues.

Debt Service 14.6% Capital Outlay 8.9%

Sewage Treatment 0.5%

Transfers Out 15.2%

Salary & Benefits 16.2%

Replacement Vehicle Acquisitions 1.0%

Basis of Accounting

The City of North Las Vegas uses the full accrual basis in preparing Enterprise Fund budgets. Revenues and expenses are recognized at the time they occur. For example, when homeowners use water, the City records the revenue when the meters are read and consumption is calculated. The date on which the customer pays the utility bill does not affect when the City records the revenue. Conversely, the City reports expenses when a service is performed or an item is purchased rather than the date the City pays the invoice. However, the City uses “net unrestricted assets” to evaluate these funds. Cash balances accumulate to a level sufficient for three purposes: 1. To provide resources for unforeseen needs and emergencies for repair and replacement (like fund balances in governmental funds); 2. To provide adequate security for long-term debt; and 3. To allow for a capital development program to reduce the need for borrowing. 4. Utilities Policy is to maintain a 25% Unrestricted Net Assets for reserves.

ADOPTED BUDGET FISCAL YEAR 2016-17

112

CITY OF NORTH LAS VEGAS

Water Utility Fund

Background

(SNWA) water purveyors, in which the City is one of the water purveyors. SNWA has recently completed Water Intake No. 3 and is constructing a Low Level Pump Station as a part of a Capital Improvement Plan to expand the systemâ&#x20AC;&#x2122;s capacity to reliably treat and transport Colorado River water to the water purveyor members. Intake 3 is scheduled to go online in the fall of 2015.

The Utility Department is responsible for managing the Water Fund. The major issues facing the water utility are water costs, water supply and conservation.

Source of Supply

The City obtains water from two sources: groundwater and the Colorado River basin. Groundwater is obtained from a series of City- owned operating wells that account for 10% of the potable water supply for the City. The remaining 90% of required water is met with treated Colorado River water furnished through the Southern Nevada Water Authority (SNWA). The water distribution system consists of multiple pump stations, well sites, storage facilities, and over 1,100 miles of water system piping. The Department also operates the Kapex water system consisting of a groundwater well, pump station, storage tanks and water system piping in the extreme northeast section of the city. This infrastructure enables the utility to provide water service to over 87,200 customer accounts serving an estimated population of 335,365 The water system serves incorporated North Las Vegas, as well as Sunrise Manor, which is a portion of unincorporated Clark County.

SNWA continues to pursue all opportunities to secure additional water for southern Nevada. The members of SNWA includes Boulder City, Henderson, Las Vegas, North Las Vegas, the Big Bend Water District, Clark County Water Reclamation District (formerly Clark County Sanitation District), and the Las Vegas Valley Water District. Among other things, SNWA is addressing water resource management and water conservation on a regional basis; planning, managing and developing additional supplies of water for Southern Nevada; and expanding and enhancing regional treatment and delivery capabilities.

The City purchases treated Colorado River water from SNWA at a wholesale rate based on that the cost to treat and distribute water to member agencies. The quantity of Colorado River water received by the City under the facilities and operations agreement with SNWA is based on an annual operating plan that ensures that as a whole the Las Vegas Valley does not exceed the Colorado River water allotment. The Southern Nevada Water System is a water supply system comprised of two water treatment plants and pumping and transmission facilities with delivery capacity of over 900 million gallons per day (mgd). Water is treated after diversion from Lake Mead and the potable water is delivered to the Southern Nevada Water Authority

Utilities Crew repair water main break at 25 foot depth.

ADOPTED BUDGET FISCAL YEAR 2016-17

113

CITY OF NORTH LAS VEGAS

Drought

Over the past fifteen years, the Colorado River Basin has experienced drought conditions. Lake Mead, our primary water resource, is currently less than 37 percent capacity.

The City and the other SNWA member agencies agreed to make permanent the drought restrictions enacted in 2003 and 2004. The permanent restrictions were implemented as normal conservation measures for the region. Water Rates

The cost of providing water service is recovered primarily through the water rates. It has been the Cityâ&#x20AC;&#x2122;s practice to review the factors contributing to the cost of water and evaluate the rates and charges on a cyclical basis. The last rate plan was updated in fiscal 2009-2010. The primary objective of the water rate model was to develop a financial plan and rate strategy that (1) generates sufficient revenue to meet current and future operating costs, debt obligations, and capital program needs, (2) meets cost of service standards for fair, equitable, and reasonable rates and fees, and (3) attempts to minimize required rate increases during the planning period. As a result, water rates increased by 3% in October 2011, and will increase by 3% annually in October of each year.

The City provides water services to residential, commercial, and industrial customers. Water rates currently consist of a monthly service charge and a four tiered volume charge for residential customers. The tiered volume-charge system is structured so that the difference in cost between the tiers is sufficient to promote conservation. A monthly service charge and a volume charge are in place for commercial and industrial customers. On October 1, 2014 the City officially took over the Kapex water system located in Garnet Valley. This system consists of a groundwater well, fire pump station, water lines and storage tanks which will provide interim water service to undeveloped portion of the City until a proposed 16 mile long water line extension is constructed from the Cityâ&#x20AC;&#x2122;s main water system. Additional groundwater improvements are planned in the next 18 months to accommodate the Faraday Futures electric car assembly plant scheduled to open by the end of 2017. The average residential water customer consumes 8,150 gallons per month. The average monthly water charge is currently $ 26.04.

In developing this model, the major cost drivers were increases in the price of wholesale water and overall increases in operation and maintenance expenses.

Utility management, working with SNWA and other water purveyors, has maintained an aggressive approach at keeping costs of the wholesale delivery charge at a minimum. Continued monitoring of the water utility rates is needed to ensure that future water purchases and other operating costs do not create a deficit ending balance. The Water fund cash equivalents are projected to be 29.8 million at the end of fiscal 2017.

Sun Valley Well pump repair.

ADOPTED BUDGET FISCAL YEAR 2016-17

114

CITY OF NORTH LAS VEGAS

Customer Account Growth Over the past ten years, the number of water meter services grew by over 10,745 or an increase of 14.04%. It is expected that the utility will service over 88,173 meters in 2017, an increase of 1% over 2016. Projections indicate a growth rate of 1% over the next five years.

Water Meter Growth

80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0

100,000

90,000

The graph depicted to the right, shows the growth in water meters over the last ten years and projections for the next five years.

Major Revenues Water Fund operating revenue is projected at $57.8 million. Approximately $52.5 million, or 90.8% of all water revenue is generated from the sale of water services to City customers. Rate revenue increased by $755 thousand or 1.4% due to rate increases, growth and water conservation.

Year

Water Meters

Projected Water Meters

Water Revenue Cash Flow Basis

Other charges for services amount to $ 2.4 million and include water connection and turn-on fees, water application fees, and backflow prevention fees.

Transfers In 0.6% Fines and forfeitures 3.7%

Miscellaneous

Late penalties and interest is budgeted at $2.1 million in fiscal year 2017. Miscellaneous revenue includes $705,000 in fees that are charged to Republic Services for garbage billing services. Connection fees are based on development activity and are charged to new customers who connect to the water system. The fee represents a charge for the fair share of the capital cost of the system already in place and the cost of increasing the capacity of the system to meet the additional demand created by the connection of new customers.

1.2% Other Fees 3.0% Water Fees 91.5%

Water Connection Fees

3.5 3.0 2.5 2.0 1.5 1.0 0.5 - 4.5

Dollars (Millions)

The local economic recession continues to adversely impact water revenues, and this is particularly apparent in connection fees which impacts the City and SNWA.

4.0

Water connection fees are projected at $0.6 million in fiscal year 2017, a significant difference from the record $17.2 million in fiscal 2005.

Year Actual

ADOPTED BUDGET FISCAL YEAR 2016-17

115

Projected

CITY OF NORTH LAS VEGAS

Water Fund Statement of Cash Flows For the Years 2015 - 2017

Cash Flows from Operating Activities Revenues: Charges for services: Water fees Connection Fees Other fees Fines and forfeitures Miscellaneous

2015 Actual

2016 Adopted Budget

2016 Projection

2017 Adopted Budget

50,490,883 831,918 1,832,667 1,871,443 786,440

51,745,000 1,210,000 1,802,000 1,465,000 775,000

52,500,000 680,000 1,769,000 2,140,000 705,000

755,000 (530,000) (33,000) 675,000 (70,000)

Total Revenue

55,813,351

56,997,000

57,794,000

797,000

1.4

2016 vs. 2017 Variance

1.5 (43.8) (1.8) 46.1 (9.0)

Expenses: Salaries and wages Employee benefits Services and supplies: Water purchase Services and supplies

5,221,630 2,571,848

6,393,674 3,031,443

6,657,904 3,311,644

264,230 280,201

13,167,736 8,686,685

15,979,298 10,708,541

15,979,298 10,729,541

15,979,298 13,416,343

2,686,802

4.1 9.2 0.0 0.0 25.0

Total Expenses

29,647,899

36,112,956

36,133,956

39,365,189

3,231,233

8.9

Operating Income

26,165,452

20,884,044

20,863,044

18,428,811

(2,434,233)

(11.7)

192,000 134,963 75,459

0.0 0.0 (6.3) (34.3) (1.9)

Cash Flows from Non-Operating Activities Revenues (Expenses) Interest earnings Sale of equipment 18,991 Principal payments (3,741,400) Interest expense (545,916) Capital Outlay (1,638,156) Total Non-Operating Revenues (Expenses) (5,906,481) Income Before Transfers In (Out) Transfers In from Other Funds Transfers Out to Other Funds Net Increase (Decrease) in cash and cash equivalents

(3,027,000) (393,563) (1,815,031)

(3,027,000) (393,563) (3,922,890)

(2,835,000) (258,600) (3,847,431)

(5,235,594)

(7,343,453)

(6,941,031)

20,258,971

15,648,450

13,519,591

11,487,780

416,454 (18,256,669)

87,284 (18,196,237)

321,700 (18,143,675)

2,418,756

402,422 (2,031,811) 234,416 52,562

(2,460,503)

(4,589,362)

(6,334,195)

(1,744,833)

Cash and Cash Equivalents July 1

38,295,431

34,602,363

40,714,187

36,124,825

(4,589,362)

Cash and Cash Equivalents June 30

40,714,187

32,141,860

36,124,825

29,790,630

(6,334,195)

New Outdoor Kiosk.

Water tank maintenance.

ADOPTED BUDGET FISCAL YEAR 2016-17

116

(5.5)

(15.0)

0.0 268.6 (0.3) 38.0

(11.3) (17.5)

CITY OF NORTH LAS VEGAS Major Expenses-Cash Flow Basis

The 2017 operating budget amounts to $39.4 million and is supplemented with capital outlay and construction ($3.8 million), debt service ($3.1 million) and the transfer to the general fund ($18.1 million) produces a total financial program of $64.4 million. Total expenses increased by $2.8 million or 4.5% as compared to the 2016 projection. Most of the increased expense is for power, and capital expense.

Salaries and benefits amount to $10.0 million, an increase of 5.8% as compared to fiscal 2016 projection. Wholesale water purchases accounts for 24.9% of the total budget and is budgeted the same as 2016. In 2016 the City purchased 90% of its water from SNWA.

SNWA’s wholesale water cost is $303 per acre foot. In addition, it is expected that the water utility’s usage will increase from 50,675 acre feet to 52,757 acre-feet of water in fiscal 2017.

Capital Outlay amounts to $3.8 million, a decrease of $75 thousand or 1.9%. A detail listing of all capital can be found in the Utility Department section of the budget.

The payment in lieu of taxes (PILT) is classified as a Transfer to the General Fund, consistent with governmental accounting standards. December 16, 2009 Council approved a policy change to the PILT calculation methodology placing a cap of $32 Million effective July 1, 2009. This amount for the Water Fund is $18.1 million in the fiscal year 2017 budget and is based on a formula on Water and Wastewater revenue. New allocation methodology was applied in 2014, complete discussion on this new method can be found in the General Fund revenue section. Water Expenses Cash flow Basis Salaries & Benefits 15.5%

Services & Supplies 20.8% Capital Outlay 6.0%

Supplies and services are budgeted at $13.4 million and include operating and maintenance items.

Debt Service is budgeted at $3.1 million, more detail can be found in the debt management section of this document.

Transfer to General Fund (PILT) 28.1%

Wholesale Water 24.8% Debt Service 4.8%

6” Water Main Repair using the safe dig.

ADOPTED BUDGET FISCAL YEAR 2016-17

117

CITY OF NORTH LAS VEGAS

Wastewater Utility Fund

Background

The wastewater collection system services all of incorporated North Las Vegas and contains over 671 miles of piping. The utility is also responsible for the maintenance of storm piping throughout the City.

The Utility Department is responsible for managing the Wastewater Fund. The major issues facing the wastewater utility are: the increasing cost of wastewater treatment and compliance with the Clean Water Act.

The cost of providing wastewater service is recovered primarily through the wastewater rates. It has been the City’s practice to review the factors contributing to the cost of wastewater service and evaluate the rates and charges on a cyclical basis. The last rate model was updated in fiscal year 2010. The primary objective of the wastewater rate model was to develop a financial plan and rate strategy that (1) generates sufficient revenue to meet current and future operating costs, debt obligations, and capital program needs, particularly for the wastewater reclamation facility, (2) meets cost of service standards for fair, equitable, and reasonable rates and fees, and (3) attempts to minimize required rate increases during the planning period. As a result, wastewater rates increased 3% in October 2011 and will increase by 3% annually in October of each year.

In developing this model, the major cost drivers were increases in the price of wastewater treatment and significant increases in debt service from bonding the construction of the wastewater reclamation facility.

Wastewater generated in the City is transmitted through City-owned sewer pipe lines to the City’s Water Reclamation Facility (WRF) with the exceptions of a small amount of flow from the northeast portion of the City that flows to the Clark County Water Reclamation District (CCWRD) treatment plant, and properties that are directly connected to the City of Las Vegas wastewater system where the City of North Las Vegas does not have existing wastewater lines. The majority of wastewater from North Las Vegas flows to the WRF, while smaller portions flow to CCWRD, and City of Las Vegas, is treated by these entities and discharged to the Las Vegas Wash and eventually to Lake Mead. The City of North Las Vegas discharges approximately 17.3 million gallons per day of wastewater.

Wastewater Reclamation Facility

Wastewater is a water resource for the City’s future. In the past, all of the wastewater generated within the city limits was conveyed to the City of Las Vegas and the Clark County Water Reclamation District for treatment. Once conveyed to these agencies, the potential for water reuse is gone and the water commodity is owned by those agencies. In addition, almost 67.8% of the Wastewater Fund’s operating budget paid for treatment costs to third party agencies. In January 2004, the City Council authorized an in-depth analysis on wastewater treatment options for the city. Subsequently, the City Council directed staff to pursue construction of a wastewater reclamation facility and authorized the City Manager to pursue a site for the facility. The proposed Wastewater Reclamation Facility and all associated infrastructure was estimated to cost approximately $321.3 million and was to be funded with bond proceeds and capital reserves. Construction of this facility was completed in FY 2013. The Water Reclamation Facility is up and running with a current average daily flow of 17.8 MGD. This allows independence from the City of Las Vegas wastewater treatment rates and provides the City with the ability to maximize efficiencies of operations and water resources.

Aerial View of the Water Reclamation Facility

ADOPTED BUDGET FISCAL YEAR 2016-17

118

CITY OF NORTH LAS VEGAS Wastewater Fund Statement of Cash Flows For the Years 2015 - 2017 2015 Actual

2016 Adopted Budget

2016 Projection

2017 Adopted Budget

Cash Flows from Operating Activities Revenues: Charges for services: Wastewater Fees Connection Fees Other fees Fines and forfeitures Miscellaneous

39,964,189 2,092,903 274,064 717,046 531,607

39,776,000 1,030,000 210,000 600,000 300,000

41,800,000 2,030,000 210,000 800,000 377,000

2,024,000 1,000,000

Total Revenue

43,579,809

41,916,000

45,217,000

3,301,000

3,605,516 1,775,851

4,077,303 1,905,011

4,266,230 2,073,553

188,927 168,542

129,648 2,461,315

795,675 13,948,273

795,675 13,957,273

819,546 13,235,041

23,871 (722,232)

7,972,330

20,726,262

20,735,262

20,394,370

35,607,479

21,189,738

21,180,738

24,822,630

3,326,306 3,000,000

10,300 3,034,877 3,400,000

Expenses: Salaries and wages Employee benefits Services and supplies: Sewage Treatment Services and supplies Total Expenses Operating Income

2016 vs. 2017 Variance

200,000 77,000

(340,892) 3,641,892

5.1 97.1 0.0 33.3 25.7 7.9

4.6 8.8 0.0 3.0 (5.2) (1.6) 17.2

Cash Flows from Non-Operating Activities Revenues (Expenses) Investment Earnings Grants Sales Tax Revenue Sale of equipment Principal payments Interest expense Capital Outlay Total Non-Operating Revenues (Expenses) Income Before Capital Contributions and Transfers Transfers In from Other Funds Transfers Out to Other Funds Net Increase (Decrease) in cash and cash equivalents

15,803 5,796,236

2,621 (4,367,600) (4,072,875) (4,072,875) (15,174,360) (15,098,437) (15,098,437) (11,303,145) (2,489,314) (8,277,843) (25,030,445) (15,334,320) (21,122,849) 10,577,034

(5,486,816)

5,855,418

(5,296,167)

(4,413,072) (340,197) (14,914,165) 184,272 (9,465,314) (1,187,471) (22,347,374) (1,224,525) 2,475,256

(5,133,608)

2,417,367

100.0 (8.8) 13.3 0.0 8.4 (1.2) 14.3 5.8 4,175.8

162,559

0.0 0.0 (3.1)

5,090,218

559,251

(5,238,278)

(2,658,352)

2,579,926

(49.3)

Cash and Cash Equivalents July 1

20,294,239

18,112,257

25,384,457

20,146,179

(5,238,278)

(20.6)

Cash and Cash Equivalents June 30

25,384,457

18,671,508

20,146,179

17,487,827

(2,658,352)

(13.2)

Reinstallation of MBR Cassette at the WRF.

57,889

10,300 (291,429) 400,000

Chemical Tanks for the Wastewater Reclamation Facility. ADOPTED BUDGE T FISCAL YEAR 2016-17

119

CITY OF NORTH LAS VEGAS

Wastewater Fund Revenue Cash Flow Basis

Wastewater Rates

Close monitoring of the Wastewater Utility rates are needed to ensure that the future wastewater treatment cost and other operating costs do not create a deficit ending balance.

Intergovernmental Other Fees 0.4% Revenue 12.5% Miscellaneous 0.7%

Connection Fees A single-family wastewater customer is billed 3.9% for a maximum monthly usage of 8,000 gallons. The average monthly wastewater bill is $ 43.94 Fines and Forfeitures 1.5% per month. The City provides wastewater service to over 64,700 customers with a population of 238,342. Wastewater rates consist of a monthly service fee and a fee per 1,000 gallons of water used. For residential customers, the wastewater Wastewater Fees rate is capped at a water usage of 8,000 gallons 81.0% each month. A monthly service fee and a fee Major Revenues per 1,000 gallons of water used are in place for Wastewater Fund operating revenue is projected commercial customers without a maximum cap. at $45.2 million.

Customer Account Growth

At present, the City services 64,800 wastewater accounts. Over the past ten years, the number of accounts grew by 7,669, an increase of 13.4% in the utilityâ&#x20AC;&#x2122;s customer base. It is expected that the wastewater utility will service 65,448 customers in 2017, with a 1% increase over 2016. Projections indicate a rate of growth of 1% annually during the next 5 years.

Wastewater Services Growth

Customer Accounts

70,000

60,000 50,000 40,000 30,000 20,000 10,000 0

The utility expects to receive $41.8 million in rate revenue generated from the sale of wastewater services to city customers. Wastewater account growth is based on the number of applications for new wastewater service. Applications for new utility service are significantly lower than recent record high levels and this is reflected by no change in other charges for services. Considerable standing inventory in the North Las Vegas housing and commercial markets must be absorbed before applications for new services return to normal levels. Late penalties increased by $200,000 and miscellaneous revenue increased by $77,000. The department changed its billing cycle from 27-33 days to fixed 21 day billing cycle. This resulted in an increased capture of late penalties that were not being caught under the old billing cycle.

05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20

Wastewater Services

Year

Projected Wastewater Services

Miscellaneous revenue includes approximately $ 302,000 in fees that are charged to Republic Services for garbage billing services. Connection fees are budgeted at $2,030,000. These fees are based on account growth and are conservatively budgeted because of their elastic nature.

ADOPTED BUDGET FISCAL YEAR 2016-17

120

CITY OF NORTH LAS VEGAS

The local economic recession continues to adversely impact wastewater revenues, and this is particularly apparent in connection fees. Throughout 2016, residential development increased and connection fees are projected at $2 million in fiscal 2017, a significant decrease from the record $18.1 million in fiscal 2006.

Supplies and services are budgeted at $13.2 million in fiscal 2017 and includes operating and maintenance items.

Connection fees are charged to new customers who connect to the wastewater system. The fee represents a charge for the fair share of the capital cost of the system already in place and the cost of increasing the capacity of the system to meet the additional demand created by the connection of new customers.

Capital outlay and construction appropriations total $9.5 million in the Wastewater Operations. A detail listing of all capital can be found in the Utility Department section of the budget.

Payment in lieu of taxes is classified as a Transfer to the General Fund, consistent with government accounting standards. December 16, 2009 Council approved a policy change to the PILT calculation methodology placing a cap of $32 Million effective July 1, 2009. This amount for the Wastewater Fund is $5.1 million in the fiscal year 2017 budget and is based on a formula on Water and Wastewater revenue. This new allocation methodology went into effect in 2014, complete discussion on this new method can be found in the General Fund revenue section.

Wastewater Connection Fees

8.0 7.0 6.0 5.0 4.0 3.0 2.0 1.0 -

10.0

Dollars (Millions)

9.0

12 Year

Actual

Projected

Debt service amounts to $19.3 million. More detail can be found in the debt management section of this document.

Wastewater Fund Expenditure by Object Cash flow Basis

Major Expenses - Cash Flow Basis

The 2017 operating budget amounts to $20.4 million and is supplemented with capital outlay ($9.5 million), debt service ($19.3 million), and the transfer to the General Fund ($5.1 million) to produce a total financial program of $54.3 million.

Salaries & Benefits 11.7%

Capital Outlay 17.4%

Transfer to General Fund (PILT) 9.5%

Salaries and benefits amount to $6.3 million, an increase of 6.0% as compared to fiscal 2016 projection.

Debt Service 35.5%

Wastewater treatment accounts for 1.5% of the total budget. Due to the operations of the Wastewater Reclamation Facility, Wastewater Treatment costs to an external entity have been drastically reduced.

ADOPTED BUDGET FISCAL YEAR 2016-17

121

Sewage Treatment 1.2%

Services & Supplies 24.4%

CITY OF NORTH LAS VEGAS

Golf Course Fund

Summary The City owns and operates two golf courses. The Municipal Golf Course, Par 3, is a small, 9-hole, par-3 golf course that allows for nighttime play and is open every day, except Christmas. The Municipal Golf Course cash reserves have declined due to the struggling economy and competition of nearby golf courses.

Funding Source User Fees provide a portion of the source of revenue to support this Proprietary Fund.

On February 19, 2009, the City acquired Aliante Golf Club, an 18-hole golf course located in the Aliante Master Planned Community. Aliante Golf Club offers a variety of amenities including Aliante Bar and Grill, Golf Shoppe, and Practice Facilities. The golf course is managed and maintained through a management agreement with a private operator. The fund has been subsidized by the General Fund but is projected to be operating in the black by 2017.

ADOPTED BUDGET FISCAL YEAR 2016-17

1 2 2

CITY OF NORTH LAS VEGAS

Golf Course Fund Statement of Cash Flows For the Years 2015 - 2017

2015 Actual

2016 Adopted Budget

2017 2016 Adopted Projection Budget

2016 vs. 2017 Variance

Cash Flows from Operating Activities Revenue: Golf Course Charges 1,948,736 Misc Other Charges 39,645

1,841,856 470,038

1,893,287 509,691

51,431 39,653

2.8 8.4

Total Revenue

1,988,381

2,311,894

2,402,978

91,084

3.9

Expenses: Salaries and wages Employee benefits Services and supplies

93,105 23,276 2,385,596

114,060 17,281 2,296,486

82,060 17,281 2,328,486

113,020 19,387 2,310,558

30,960 2,106 (17,928)

37.7 12.2 (0.8)

Total Expenses

2,501,977

2,427,827

2,442,965

15,138

0.6

75,946

(65.5)

Operating Income

(513,596)

(115,933)

(39,987)

Cash Flows from Non-Operating Activities Revenues (Expenses) 0.0

Capital Outlay Total Non-Operating Revenues (Expenses)

0.0 (513,596)

(115,933)

(39,987)

75,946

(65.5)

778,434

127,600

527,600

55,000

(472,600)

(89.6) 0.0

Net Increase (Decrease) in cash and cash equivalents

264,838

11,667

411,667

15,013

(396,654)

(96.4)

Cash and Cash Equivalents July 1

322,524

582,196

587,362

999,029

411,667

70.1

Cash and Cash Equivalents June 30

587,362

593,863

999,029

1,014,042

15,013

1.5

Income Before Transfers In (Out) Transfers In From Other Funds Transfers Out to Other Funds

North Las Vegas Aliante Golf Course

ADOPTED BUDGET FISCAL YEAR 2016-17

123

CITY OF NORTH LAS VEGAS

Internal Service Funds Internal service funds are used to account for the financing of goods or services provided by one department or agency to other departments or agencies of the City and to other government units on a cost reimbursement basis. Costs in the internal service funds are allocated to the benefiting funds in the form of fees and charges. The City of North Las Vegas operates two funds in this manner: The Motor Equipment Fund and the Self-Insurance Reserve Fund. The City uses “net unrestricted assets” to evaluate these funds.

Motor Equipment Fund The Motor Equipment Fund is used to account for repairs, maintenance, fuel, and services to vehicles of all departments of the City. The Fleet Operations Division of the Administrative Services Department is responsible for the management of the municipal vehicular and construction equipment fleet in as high a degree of mechanical readiness as economically possible. Services provided by this division include:

• Fleet emission and alternative fueled vehicle compliance • Vehicle/Equipment Rental • Vehicular Fleet Maintenance • Preventative Maintenance Program • Unscheduled Repair Program • Fuel and Parts Inventory Control • Vehicle/Equipment Specifications Preparation • Vehicle/Equipment Acquisition • Vehicle/Equipment Disposal

back rate.” The rate is calculated using a technique called Vehicle Equivalent Unit (VEU) analysis, which measures the cost incurred with the type of vehicle maintained. The operating and maintenance component of the rate includes oil, tires, labor, parts, and overhead. Fuel is a direct pass through billing. Operation and maintenance rates are structured to recover the full cost of the Fleet Operations Division. A table depicting the charge back rates to various departments is included in this section. The costs of the replacement vehicle is based upon the annual depreciation rate of each vehicle to the corresponding department in which the vehicle is maintained. Major Expenses - Cash Flow basis The 2017 operating budget amounts to $4.4 million, supplemented with capital outlay in the amount of $237,960, producing a total financial program of $4.6 million. This represents an increase of $208,536, or 5.0% from fiscal 2016 Projection. The vehicle replacement planned for 2017 amounts to $1.3 million an increase of $0.9 million over 2016 projection.

Major Revenues

Vehicle/Equipment ISF charges amount to $4.6 million in 2017. An additional $2.2 million is in anticipation of the vehicle replacement program based on a depreciation schedule of existing fleet. This program was developed by fleet staff and was presented for approval to Council in fiscal 2012. Costs for both the ISF charges are allocated back to the user departments in the form of a “charge

Fleet Service staff member performing vehicle inspection

ADOPTED BUDGET FISCAL YEAR 2016-17

124

CITY OF NORTH LAS VEGAS

Motor Equipment Fund Statement of Cash Flows For the Years 2015 - 2017

2017 Adopted Budget

2015 Actual

2016 Adopted Budget

5,264,097

4,390,559

4,594,095

203,536

4.6 0.0

Total Revenue

5,264,097

4,390,559

4,594,095

203,536

Expenses: Salaries and wages Employee benefits Services and supplies

4.6

664,297 284,699 2,430,132

715,433 328,111 3,109,055

844,753 385,113 3,131,269

129,320 57,002 22,214

18.1 17.4 0.7

Total Expenses

3,379,128

4,152,599

4,361,135

208,536

Operating Income

1,884,969

237,960

232,960

Cash Flows from Operating Activities Revenue: Reimbursements Miscellaneous

Cash Flows from Non-Operating Activities Revenues (Expenses) Sale of Equipment Replacement revenue Replacement acquisitions Capital Outlay

2016 vs. 2017 Variance

(2.1)

852,400 (862,500) 871,500

0.0 65.5 180.1 (71.3) (215.7)

(102,291)

1,270,120 (1,341,500) (237,960)

1,301,120 (479,000) (1,221,460)

(75,350)

(309,340)

(399,340)

462,060

861,400

(71,380)

(161,380)

695,020

856,400

1,809,619

2,153,520 (1,341,500) (349,960)

5.0

(5,000)

26,941

Total Non-Operating Revenues (Expenses) Income Before Transfers In (Out)

2016 Projection

(530.7) 0.0 0.0

Transfers in From Other Funds Transfers Out to Other Funds Net Increase (Decrease) in cash and cash equivalents

1,809,619

Cash and Cash Equivalents July 1

3,246,427

3,679,768

5,056,046

4,894,666

(161,380)

Cash and Cash Equivalents June 30

5,056,046

3,608,388

4,894,666

5,589,686

695,020

(71,380)

(161,380)

695,020

856,400

(530.7)

(3.2)

14.2

The ISF Vehicle Report depicts the charges assessed to each user department based on actual costs.

ISF CHARGES PER DIVISION - FY 2017

DEPARTMENT / DIVISION

ACCOUNT NUMBER

CDC-BUSINESS LICENSE FN-GENERAL EXPENSE PW-BUILDING MAINTENANCE FN-IT-ADMINISTRATION MC-BAILIFFS PW-BEAUTIFICATION CDC-FIRE INSPECTIONS CDC-BUILDING SAFETY CDC-CODE ENFORCEMENT PW-ECSD FD-FIRE SPT OPERATIONS NLS-REC DIVISION PW-PARK SERVICES

00100-150153 00100-150168 00100-160163 00100-180165 00100-190122 00100-210136 00100-290240 00100-290241 00100-290242 00100-290313 00100-300232 00100-700514 00100-700522

Continued on next page

ADOPTED BUDGET FISCAL YEAR 2016-17

125

TOTALS 4,850 76,519 26,485 1,935 5,071 29,623 11,306 20,237 12,718 37,029 1,029,601 35,953 87,598

CITY OF NORTH LAS VEGAS

ISF CHARGES PER DIVISION - FY 2017 â&#x20AC;¦ continued

DEPARTMENT / DIVISION

ACCOUNT NUMBER

TOTALS

PW-TRAFFIC OPERATIONS PW-ROADWAY OPERATIONS CDC-GRAFFITI PW-ROADWAY OPERATIONS PD-IDENTIFICATION PD-SOUTH AREA COMMAND PD-INVESTIGATION PD-TRAINING PD-SPECIAL OPERATIONS PD-RESOURCE MANAGEMENT PD-COMMUNICATIONS RADIO SHOP PD-N W AREA COMMAND PD-TECHNOLOGY NCIC PD-MOBILE COMMAND CENTER PD-INTERNAL AFFAIRS PD-TRAFFIC PD-SPECIAL ASSIGNMENT UNIT PD-SCHOOL XING GUARDS PD-DETENTION COMMAND PD-MARSHAL WARRANT SERVICES PD-ANIMAL CONTROL PD-IDENTIFICATION PD-ADMINISTRATION PD-SOUTH AREA COMMAND PD-INVESTIGATION PD-SPECIAL OPERATIONS PD-NARCOTICS PD-COMMUNITY SERVICES PD-RESOURCE MANAGEMENT PD-N W AREA COMMAND PD-TRAFFIC PD-SPECIAL ASSIGNMENT UNIT PD-SOUTH AREA COMMAND PD-INVESTIGATION PD-SPECIAL OPERATIONS PD-N W AREA COMMAND UD-SUPPORT SERVICES UD-SUPPORT SERVICES UD-WATER RECLAMATION FACILITY

00268-290293 00268-290312 00289-210294 00293-290312 00100-400210 00100-400213 00100-400214 00100-400215 00100-400216 00100-400221 00100-400222 00100-400223 00100-400224 00100-400225 00100-400226 00100-400227 00100-400229 00100-400230 00100-480252 00100-480261 00100-490410 00287-400210 00287-400211 00287-400213 00287-400214 00287-400216 00287-400217 00287-400218 00287-400221 00287-400223 00287-400227 00287-400229 00288-400213 00288-400214 00288-400216 00288-400223 00610-600323 00620-600323 00620-600339

154,611 156,686 23,870 346,065 7,405 59,807 99,124 1,619 188,190 2,951 9,958 218,158 2,958 880 11,389 89,964 8,647 2,053 52,275 18,025 51,154 16,822 10,380 144,528 42,909 110,263 81,375 7,770 5,522 218,798 55,345 6,666 193,290 11,652 9,907 121,648 451,077 193,301 28,128

TOTAL

ADOPTED BUDGET FISCAL YEAR 2016-17

126

$ 4,594,095

CITY OF NORTH LAS VEGAS

REPLACEMENT VEHICLE CHARGES BY DEPARTMENT FOR FY 2017

DEPARTMENT / DIVISION

ACCOUNT NUMBER

TOTALS

CDC-PLANNING CDC-BUSINESS LICENSE PW-BUILDING MAINTENANCE FN-IT-ADMINISTRATION PW-BEAUTIFICATION PW-ADMINISTRATION PW-ECSD FD-FIRE SPT OPERATIONS PD-RESOURCE MANAGEMENT PD-SPECIAL ASSIGNMENT UNIT PD-SCHOOL XING GUARDS PD-DETENTION COMMAND PD-MARSHAL WARRANT SERVICES NLS-REC DIVISION PW-PARK SERVICES PW-ROADWAY OPERATIONS PD-RESOURCE MANAGEMENT PD-RESOURCE MANAGEMENT PW-ROADWAY OPERATIONS PW-ROADWAY OPERATIONS

00100-110161 00100-150153 00100-160163 00100-180165 00100-210136 00100-290311 00100-290313 00100-300232 00100-400221 00100-400229 00100-400230 00100-480252 00100-480261 00100-700514 00100-700522 00268-290312 00287-400221 00288-400221 00293-290312 00294-290312

3,290 3,170 36,890 4,870 6,230 3,540 20,410 82,410 632,700 6,440 9,640 80,000 16,640 6,490 44,310 94,480 500,000 405,000 150,000 47,010

$ 2,153,520

TOTAL

Utilities HVAC truck displayed to local elementary school children on career day

North Las Vegas Fire Department fleet vehicles

ADOPTED BUDGET FISCAL YEAR 2016-17

1 2 7

CITY OF NORTH LAS VEGAS

Self-Insurance Reserve Fund

Major Revenues

Summary

The Self-Insurance Reserve Fund is used to account for costs incurred in self-insuring liability claims, unemployment, health and workers compensation programs. The fund also accounts for and accumulates resources to fund accrued sick leave and vacation leave payouts. The City renews the purchase of additional general liability insurance for the period beginning November 1 and ending October 31 of each year. This additional coverage protects the City from financial losses between $1,000,000 and $5,000,000.

In January 1994, the City elected to self-fund and manage its workers compensation insurance program. Currently, the excess workersâ&#x20AC;&#x2122; compensation insurance covers claims over $2,500,000. Prior to 1994, the City had coverage through the State Industrial Insurance System.

Beginning in fiscal year 2011, the City determined to self-fund its health insurance program, engaging a third party administrator to oversee the plan. As part of the program, the City purchased stop-loss insurance coverage of $200,000 per individual to limit City exposure resulting from excessive claims.

Interfund charges are budgeted at $27.1 million; a 0.9% decrease from 2016 projection. Rates are assessed against all salaries as a means of providing resouces to pay for expenditures and establish reserves for the self-insurance programs. Major Expenses - Cash Flow basis Total expenses in the Self-Insurance Fund amount to $25.8 million, an increase of $2.5 million or 10.5% when compared to the 2016 projection. As of June 30, 2016 a large portion of cash and cash equivalents was reserved to fund outstanding obligations. Specifically, these liabilities relate to OPEB, Workers Comp, health care claim related payables, and accrued employee benefits accounts payable. The above outstanding obligations restrict the majority of the cash and cash equivalents. The City should increase reserves to avert depletion of the fundâ&#x20AC;&#x2122;s assets resulting from rising liability claims and unfunded mandates such as the heart and lung bill and post retirement benefits.

Self Insurance Fund Statement of Cash Flows For the Years 2015 - 2017

2015 Actual Cash Flows from Operating Activities Revenue: Misc / Reimbursements Intergovernmental

2016 Adopted Budget

2016 Projection

2017 Adopted Budget

31,374,004

22,577,710

27,377,710

27,144,053

(233,657)

2016 vs. 2017 Variance (0.9) 0.0

Expenses: Salaries and wages Employee benefits Services and supplies

31,374,004

22,577,710

27,377,710

27,144,053

(233,657)

(0.9)

428,427 47,603 19,465,694

5,673,108 546,891 17,176,192

4,459,258 2,726,339 18,661,937

(1,213,850) 2,179,448 1,485,745

(21.4) 398.5 8.7

Total Expenses

19,941,724

23,396,191

25,847,534

Operating Income

11,432,280

3,981,519

1,296,519

Total Revenue

Non-Operating Revenues (Expenses) Interest earnings Total Non-Operating Revenues (Expenses) Income Before Transfers In (Out) Transfers in From Other Funds Transfers Out to Other Funds

(818,481)

3,000,000

600,000

Cash and Cash Equivalents July 1

22,041,553 36,483,943

10.5

(67.4) 0.0

10,110 11,442,390

14,442,390

2,451,343 (2,685,000)

10,110

Net Increase (Decrease) in cash and cash equivalents

Cash and Cash Equivalents June 30

(818,481)

(218,481)

3,981,519

1,296,519

600,000

(2,685,000)

0.0 (67.4)

(600,000)

(100.0) 0.0

(3,285,000)

(71.7)

4,581,519

1,296,519

21,272,541

36,483,943

41,065,462

4,581,519

12.6

21,054,060

41,065,462

42,361,981

1,296,519

3.2

ADOPTED BUDGET FISCAL YEAR 2016-17

1 2 8

Departmental Budgets

In This Section

This section includes the budgets for all City departments listing the Mayor and City Council and City Manager, followed alphabetically by all others. Each department description includes a mission statement, a staffing trend and a three-year financial trend which summarizes a departmentâ&#x20AC;&#x2122;s expenditures by expense object, division, and funding source.

Budget Divisions within Departments By Funding Source...................................... 131 Mayor and City Council ............................... 134 City Manager ............................................... 136 City Attorney................................................ 142 City Clerk..................................................... 147 Community Development & Compliance..... 154 Finance Department.................................... 165 Fire Department .......................................... 172 Human Resources....................................... 178 North Las Vegas Library District.................. 181 Municipal Court ........................................... 185 Neighborhood & Leisure Services............... 189 Police Department....................................... 197 Public Works ............................................... 205 Utilities Department ..................................... 215 General Expenses....................................... 225 Interfund Transfer Reconciliation ................ 226

Windmill at Craig Ranch Regional Park

CITY OF NORTH LAS VEGAS

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Budget Divisions Within Departments by Funding Source Departments / Divisions Mayor and Council

General Fund

Enterprise Funds

Internal Service Funds

HR-Administration LI-Administration

Capital Project Funds

- 100111

City Manager 100131 CM-Administration 100132 CM-Legislative Session 100291 CM Emergency Management 100630 CM-Developer Agreements 140610 CM-ED-Administration 140611 CM-ED-Redev Projects 210294 CM-Graffiti City Attorney 120110 CA-Self Insurance Liability 120155 CA-Administration 120200 CA-Criminal Law 120300 CA-Civil Law City Clerk 130141 CC-Election 130157 CC-Administration Community Development & Compliance 110159 CDC-Planning Administration 110160 CDC-Advanced Planning 110161 CDC-General Planning 150153 CDC-Business License 290240 CDC-Fire Inspections 290241 CDC-Building Safety 290242 CDC-Code Enforcement 210294 CDC-Graffiti Finance 150112 GE-Employee Benefits 150150 FN-Budget 150151 FN-Administration 150152 FN-Accounting 150155 FN-CIP and Grant Accounting 160154 FN-Purch & Risk Mgmnt 180165 FN-IT-Administration Fire 300231 FD-Administration 300232 FD-Fire Spt Operations 300233 FD-Fire Spt Services Human Resources 170158 Library 200523

Special Revenue Funds

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CITY OF NORTH LAS VEGAS

Budget Divisions Within Departments by Funding Source Departments / Divisions Cont…

General Fund

Municipal Court 190121 MC-Administration 190122 MC-Bailiffs Neighborhood & Leisure Services 210135 NLS-HN-Administration 210620 NLS-HN-Grants 700513 NLS-Aquatics 700514 NLS-Rec Division 700515 NLS-Neighborhood Rec 700516 NLS-Silver Mesa 700517 NLS-Skyview 700518 NLS-Sports 700519 NLS-Senior Programs 700520 NLS-Planning & Park Dev 700521 NLS-Administration 700523 NLS-Special Events 700524 NLS-Golf Course 700525 NLS-Safekey 700526 NLS-Craig Ranch Regional Park Police 400210 PD-Identification 400211 PD-Administration 400212 PD-Records 400213 PD-South Area Command 400214 PD-Investigation 400215 PD-Training 400216 PD-Investigative Support Bureau 400217 PD-Narcotics 400218 PD-Community Services 400219 PD-Safe Streets 2000 400220 PD-Communications 400221 PD-Resource Management 400222 PD-Communication Radio Shop 400223 PD-N W Area Command 400224 PD-Technology NCIC 400225 PD-Mobile Command Center 400226 PD-Internal Affairs 400227 PD-Traffic 400228 PD-Crime Analysis 400229 PD-Special Assignment Unit 400230 PD-School Xing Guards

Special Revenue Funds

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132

Enterprise Funds

Capital Project Funds

Internal Service Funds

CITY OF NORTH LAS VEGAS

Budget Divisions Within Departments by Funding Source Departments / Divisions Cont… 480252 480253 480254 480261

PD-Detention Command PD-Detention Services PD-Detention Court Services PD-Marshal Warrant Services

490410 PD-Animal Control Public Works 160113 PW-Fleet Operations 160163 PW-Building Maintenance 160164 PW-City Hall Maintenance 210136 290293 290296 290311 290312

PW-Beautification PW-Traffic Operations PW-Dev Flood Control PW-Administration PW-Roadway Operations

290313 700522 Utilities 600320 600321 600322 600323 600324 600325 600327

PW-Engineering Services PW-Park Services

600328 600329 600331 600332 600333

UD-Planning UD-Development UD-Office Customer Service UD-Field Customer Service UD-Financial

600335 600336 600337 600339 General

UD-Technical Services UD-Inspection UD-CIP Design/Const Mgmt UD-Water Reclamation Facility

150168 150112 120110 170111 150810

FN-General Expense GE-Employee Benefits CA-Self Insurance-Liability HR-Self Insurance - Workers Comp GE-Desert Tortoise

General

Special Revenue

Capital Project

Enterprise

Internal Service

Fund

Funds

UD-Administration UD-Operations UD-Pump Operations UD-Support Services UD-Pretreatment UD-Field Services UD-Mapping

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CITY OF NORTH LAS VEGAS

Mayor and City Council Mission Statement The mission of the City of North Las Vegas is to create and sustain the community for its residents, visitors, and businesses. The City is committed to being a balanced and well-planned community that provides quality municipal services, education, housing, recreation and leisure opportunities, economic vitality, security, public safety, strong community partnerships, and civic pride for a culturally rich, active, and a diverse population. Department Description The City of North Las Vegas is a full-service municipality providing recreational amenities, police and fire protection, water and sanitation service. It operates under a Charter form of government utilizing a Council-Manager system, with a Mayor and four Council members. The Mayor is elected on an at large basis; the Council members must live within, and are elected by, their ward and all serve a four-year term. Their terms are staggered so that elections are held every two years for two or three of the five offices.

The City Council appoints the City Manager and City Attorney. The City Manager serves as the Chief Administrative Officer to oversee daily municipal operations. City Council members also actively serve in leadership positions for numerous intergovernmental agencies and associations to further the interests of the City of North Las Vegas.

Three Goals in Five Years • Target employment and business growth in aerospace and defense, logistics and operations, and health and medical service by updating and overhauling the City’s business practices, focusing on customer services, and establishing an innovative market-based approach to economic development. • Establish financial stability by resolving our long-term financial challenges and building accountability and efficiency at City Hall. • Unify our community by protecting and fortifying our community builders like parks and libraries, and strengthening our police and fire services.

Mayor John J. Lee

The City Council is the legislative, or policy- making body of the City. By a majority vote, the City Council may enact, enforce ordinances and orders, and pass resolutions necessary for the operation of municipal government and management of City affairs. Councilman-Mayor Pro Tempore Isaac E. Barron

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Department Financial Trend - City Council 2015 Actual

2016 2017 Adopted 2016 Adopted Budget Projection Budget

518,598 316,666 68,370

507,486 369,561 93,976

387,013 314,956 95,535

(120,473) (54,605) 1,559

(23.7) (14.8) 1.7

903,634

971,023

797,504

(173,519)

(17.9)

Expenditures by Division Mayor-Council

903,634

971,023

797,504

(173,519)

(17.9)

Expenditures by Fund General Fund

903,634

971,023

797,504

(173,519)

(17.9)

903,634

971,023

797,504

(173,519)

(17.9)

2016 vs 2017 Variance Amount Percent

Expenditures by Object Salaries & Wages Employee Benefits Supplies & Services

Authorized Personnel - City Council 2015 Actual FTE's General Fund Total FTE's City Council

2016 2017 Projection Budget FTE's FTE's

10.00

9.00

8.00

10.00

9.00

8.00

Net Chg

Councilwoman Anita G. Wood

Councilwoman Pamela A. Goynes-Brown

2016 Budget FTE's

Councilman Richard J. Cherchio

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CITY OF NORTH LAS VEGAS

City Manager’s Office

CITY MANAGER

ASSIS TANT CITY MANAGER

COMMUNICATIONS & MARKETING

GOVERNMENT AFFAIRS

ECONOMIC & BUSINESS DEVELOPMENT

Mission Statement To provide effective leadership and innovative solutions to the City government; to guide and implement the City Council’s policies with integrity, professionalism, consistency, and fairness; to engage employees, citizens and community partners at the highest level of public participation possible. Department Description As appointed by the City Council, the City Manager serves as the Chief Executive Officer of the City. The City Manager recommends and implements public policies as approved by the City Council; administers and oversees daily operations of the City; prepares and submits the City’s annual budget; keeps the Council apprized of the City’s financial and operational status; makes reports and recommendations to the Council; ensures that all city ordinances and resolutions are implemented and enforced; and provides direction to all employees through department directors with the exception of the North Las Vegas Municipal Court Judges and City Attorney. The City Manager’s Office serves as a liaison to the North Las Vegas Municipal Court and the North Las Vegas Library District. The City Manager has oversight over all City departments and functions, including: City Clerk, Communications and Marketing, Community Development & Compliance, Economic & Business Development, Finance, Fire, Government Affairs, Human Resources, Library District, Neighborhood and Leisure Services, Police, Public Works, and Utilities.

Division/Major Program Description Communications and Marketing The Public Information Officer oversees the City’s communications related functions, including: public information, internal and external communications, media relations, issue management, branding and development of a distinct City image. The public communications function includes the issuance of news releases, production of print, on-line and/or broadcast promotional materials. This function also administers the maintenance and updates to the City’s website and social media sites, and participates in special event planning. Government Affairs Function The City Manager establishes and directs the City’s legislative platform with the assistance of the Assistant City Manager. The government affairs functions include inter-governmental collaboration and coordination, legislative initiatives and strategies, as well as efforts made by the lobbyist and legislative team as directed by the City Manager. The City Manager assigns and deploys staff to

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CITY OF NORTH LAS VEGAS

serve as liaisons to various committees, boards and commissions and to present legislative reports to the City Council, city administration and department directors.

Strategic Planning Function The City Manager’s office oversees the strategic planning effort and allocates staffing/resources to achieve the goals as directed by the City Council in the City’s action plan as a result of the strategic planning exercise. The office collaborates with each department to meet goals and measure outcomes on a regular basis.

ECONOMIC & BUSINESS DEVELOPMENT DIVISION The Economic and Business Development functions include two primary programs: Economic Development and Redevelopment within the designated Redevelopment areas. The dynamic combination of these programs allows us to better serve the community.

The Redevelopment Agency aids in the revitalization of the mature areas. The goal of Redevelopment is to stimulate re-investment in the downtown area, thereby enhancing the City’s overall image. Pursuant to redevelopment law, the Agency establishes project areas through the adoption of redevelopment plans. The Agency works with developers, property owners, construction of new infrastructure, the assemblage of land, or alternative project financing. The Downtown Redevelopment Area was established by the City Council in 1990 with the intent of revitalizing the downtown and its adjoining mature neighborhoods with new public and private investment. The Agency operates in accordance with Nevada Revised Statutes as a political entity that is separate from the City, although the City Council does serve as the Agency’s Board of Directors. As a result of the successes of the Downtown Redevelopment Area, a second redevelopment area, identified as the North Redevelopment Area, was adopted by the City Council in 1999.

Economic and Business Development is responsible for implementing programs that create and retain jobs. Programs take shape through a variety of business attraction, retention, and expansion activities. The creation and retention of high wage job opportunities subsequently increase the quality of life for residents of North Las Vegas. Economic and Business Development focuses on both short term strategies for more immediate development opportunities as well as long term strategies for opportunity areas, such as the Medical Job Creation Zones, North Beltway Industrial Park and the Apex Industrial Park, in addition to developing relationships and strategies for business sectors identified by the State and the Governor’s Office of Economic Development that will result in “spin-off” private investment and job creation. Working with the Las Vegas Metro Chamber of Commerce and the Las Vegas Global Economic Alliance, staff is responsible for pro-actively marketing North Las Vegas to the development community. New marketing materials are utilized in client response, meetings with developers, and in marketing outreach opportunities.

City Manager Dr. Qiong Liu honoring City employee with an award in Q1 2016

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CITY OF NORTH LAS VEGAS

FY 2016 Highlights: ; Continued to search for and implement economic development opportunities and cost-recovery strategies to further strengthen the financial stability of the City. ; Continued to focus on creating opportunities for infrastructure projects as well as large-scale industrial projects at ; ; ; ; ;

Apex. Prologis North I-15 Freeway Distribution Center is under construction for 410,640 sq ft of industrial space. Pauls Corp Lone Mountain corporate center completed 694,491 sq ft of industrial space. Prologis at the North Beltway Industrial Park located by the 215 - I-15 is doing a build to suit for a fortune 500 company for 525,000 sq ft of industrial space with a minimum of 500 jobs.

VanTrust is building the NorthGate Distribution Center, over 2 million sq ft of industrial space at Lamb and the I-15 with Building 1 & 2 completed Fall of 2016. Faraday Future is a catalytic company building their 3 million sq ft electric car manufacturing plant out at Apex Industrial Park. It’s more than a $1 billion investment within the first 10 years; it will create 4,500 jobs with an average wage of $22 per hour with a full benefits package and the economic impact over 20 years is 87 billion.

;

Hyperloop One has developed a propulsion open air test track at Apex Industrial Park to be the world’s next breakthrough in the $154 trillion transportation industry. The company is developing high-pressure tubes and their pod compartments that will carry passengers and goods. In the next two years the project will create more than 89 new jobs and investing more than $121 million in facilities and equipment.

;

Bigelow Areospace, a 130 employee company in NLV designed and launched a two year test on its expandable

;

; ; ;

space station module. The Downtown Redevelopment Agency purchased the historic Washington Continuation School which is near a primary entryway into the downtown area, is centrally located to other assets and property owned by the RDA, which is positioning itself to revitalize the area. Agora Realty’s purchase of the 23-acre shopping center located on Lake Mead Boulevard between Civic Center Drive and McDaniel Street, is making significant investment downtown -anchored by Conn’s Home Plus Store and bringing in additional national retailers to anchor the center. Cracker Barrel chose North Las Vegas as one of the first two stores to be built in all of Nevada. The old-fashioned chain that is the best family restaurant in America will be opening its doors this fall. Continued to exp ness developmen par ps with all interested parties both in U.S. and abroadlore busi t tnershi Established sister city relationships with cities in China and Mexico. Development Agreement for a one of a kind mixed use development project (Vegas Trade Village) to be constructed at the NE corner of Cheyenne and Commerce, which will signify the beginning of a transformation in the adjacent land uses.

FY 2017 Goals: z Continue to search for and implement economic development opportunities and cost-recovery strategies to further strengthen the financial stability of the City z Continue to work with owners/developers within targeted areas such as the Downtown and North Redevelopment

Area medical district, industrial parks, etc. to drive business growth. z Secure adequate funding for the design and construction of the water and sewer infrastructure in Apex and NE industrial park.

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CITY OF NORTH LAS VEGAS

z Continue to strive for excellence in customer service with new and improved processes and practice. z Harness diverse, cross-sectoral perspectives by identifying ways to encourage growth, increased productivity and

greater inclusion for targeted sectors. z Align with regional goals and partners to create more economic connectedness and to uncover niche opportunities

within a larger regional framework. z Increase opportunities that attract investment, increase the tax base, creates employment and generates public

revenues.

Performance Metrics:

Actual FY 2015

Goal FY 2016

Estimated FY 2016

Goal FY 2017

3,001

2,500

2,900

2,800

132

150

145

150

resulting in story

Number of town hall meetings held

106

210

110

100

z z

Number of citizen inquiries Average response time to close

z Number of news releases

z Percentage of news releases

z Number of proclamations/special

recognitions

Trend

' ' S S

FY 2016 Highlights: ; Continued to promote an organizational culture that focuses on service, accountability, communication and teamwork. ; Continued to identify opportunities and implement creative solutions to improve operational efficiency and customer

service

Adopted new Core Values - ACT - Accountability, Communication, Teamwork - Resolution 2534. ; Communications Division successfully promoted the City by launching monthly digital newsletters for residents of each of the City Council Wards, launching a redesigned City website, improving the Cityâ&#x20AC;&#x2122;s social media outreach using FaceBook, Twitter, Periscope and YouTube, and staging multiple community and family events on the City Hall grounds. ;

ADOPTED BUDGET FISCAL YEAR 2016-17

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CITY OF NORTH LAS VEGAS

Leased City Hall office space to Faraday Future. Opened the Police Department Wellness Center at City Hall. Continued to be strategic and proactive on all staffing and budgetary related issues to ensure that all departments deliver the municipal services and functions under the City Council approved budget. ; Planned and coordinated the 20th annual State of the City Address Luncheon with over 650 attendees. ; Successfully negotiated a new collective bargaining agreement with the Police Officers Association with a manageable budget/fiscal impact for the next 2 years. ; ; ;

FY 2017 Goals: z Continue to promote an organizational culture that focuses on service, accountability, communication and teamwork. z Continue to be strategic and proactive on all staffing and budgetary related issues to ensure that all departments will deliver the municipal services and functions with a higher level of efficiencies. z Continue to identify opportunities and implement creative solutions to improve operational efficiency and customer service. z Continue to lease the remaining space at City Hall to a mix of government agencies, non-profit organizations and the private sectors z Continue to refine and expand the newly designed website and promote effective communication both internally and externally. z Continue to provide positive public and media relations through news releases, news conferences, community meetings, and publications to increase the reach of the City’s social media footprint by adding platforms and users to promote Mayor and City Council, and City of North Las Vegas events. z Identify, coordinate and pursue new legislative actions that are beneficial to the citizens of North Las Vegas during

the 2017 legislative session

z Market and promote the City as a choice community in which to live and do business, and as a leader in innovation,

technology and best practices.

z Continue to improve outreach to and communication with the City’s Hispanic population. z Work with the Teamsters Local 14 and International Association of Firefighters to develop new collective bargaining

agreements.

z Continue to promote the use of City Hall plaza with ongoing community events and programs.

FY 2016 Highlights: ; Successfully negotiated a new collective bargaining agreement with the Police Officers Association with a manageable budget/fiscal impact for the next 2 years. FY 2017 Goals: z Focus on partnership with employee groups to strengthen the workforce. z Work with International Association of Firefighters to develop a new collective bargaining agreement. z Explore a cost-effective long-term solution of City’s jail services.

ADOPTED BUDGET FISCAL YEAR 2016-17

140

CITY OF NORTH LAS VEGAS

Authorized Personnel - City Manager 2015 Actual FTE's General Fund CM-Administration CM-ED-Administration CM-Communications

2016 2016 Budget Projection FTE's FTE's

2017 Budget FTE's

Net Chg

2.10 1.80 1.00

3.00 2.80 1.00

5.90 2.20

6.90 2.20

1.00

Total FTEs General Fund

4.90

6.80

8.10

9.10

1.00

Other Funds Fire Dept Grant Fund NLV Redevelopment Agency NLV Redevelopment Area - North

1.00 3.50 1.90

1.00 4.20 2.30

2.00 2.20 1.70

Total FTEs Other Funds

6.40

7.50

5.90

Total FTE's City Manager

11.30

14.30

14.00

15.00

Department Financial Trend - City Manager 2016 2017

- 1.00

2016 vs 2017 Variance Amount Percent

2015 Actual

Adopted Budget

2016 Projection

Adopted Budget

868,495 450,660 910,018 1,094,585

1,279,697 711,711 2,331,492 700,000

1,365,379 755,387 2,368,314 814,946

1,477,343 873,349 2,168,632 200,000

111,964 117,962 (199,682) (614,946)

8.2 15.6 (8.4) (75.5)

3,323,758

5,022,900

5,304,026

4,719,324

(584,702)

(11.0)

635,214 20,480 266,077 360,842 858,046 1,148,099 35,000

1,296,869 41,200 280,752 302,814 1,493,265 1,547,000 61,000

1,364,779 41,200 280,752 302,814 1,493,265 1,760,216 61,000

1,602,482 41,200

237,703

17.4

302,814 1,531,058 1,180,770 61,000

(280,752)

(100.0)

37,793 (579,446)

2.5 (32.9)

3,323,758

5,022,900

5,304,026

4,719,324

(584,702)

(11.0)

Expenditures by Fund General Fund 1,214,400 Fire Dept Grant 352,691 NLV Redevelopment Agency 1,459,959 NLV Redevelopment Agency # 2 278,382 Water Fund 18,326

2,190,206 302,814 1,809,680 675,200 45,000

2,258,115 302,814 1,889,127 808,970 45,000

2,234,118 302,814 1,500,172 637,220 45,000

(23,997)

(1.1)

(388,955) (171,750)

(20.6) (21.2)

3,323,758

5,022,900

5,304,026

4,719,324

(584,702)

(11.0)

Expenditures by Object

Salaries & Wages Employee Benefits Supplies & Services Capital Outlay

Expenditures by Division CM-Administration CM-Legislative Session CM-Communications CM-Emergency Mgmt CM-ED-Administration CM-ED-Redev Projects CM-Developer Agreements

ADOPTED BUDGET FISCAL YEAR 2016-17

141

CITY OF NORTH LAS VEGAS

City Attorney’s Office

CITY ATTORNEY CIVIL DIVISION

CRIMINAL DIVISION

Mission Statement The mission of the City Attorney’s office is to serve with integrity while providing efficient, high quality legal services to the City Council, City Management and individual departments. and its various departments. The Civil Division emphasizes preventative legal services aimed at minimizing risk to the City and avoiding litigation.

Department Description The City Attorney is the chief legal officer of the City. The City Attorney’s Office protects the City’s assets by minimizing exposure to liability and aggressively defending the City, its officers and employees. The City Attorney’s Office promotes the rule of law and public safety by prosecuting criminal activity and assisting victims of crime. The City Attorney’s Office is divided into the Civil Division and the Criminal Division.

The Criminal Division prosecutes individuals charged with committing criminal misdemeanors including, but not limited to, traffic offenses, domestic batteries, petty theft and driving under the influence. The Criminal Division also prosecutes violations of the City’s Municipal Code. The Criminal Division works in conjunction with the Police Department, Municipal Court, and other state and local agencies to develop programs to help reduce crime and better assist victims of crime.

Division/Major Program Description The Civil Division provides written and oral opinions to City Council, the City Manager, and the entire City government on issues related to statutory compliance. The Civil Division serves as legal counsel to all of the City’s boards and committees, including, the Redevelopment Agency, Planning Commission, Legislative Affairs Committee, Utility Advisory Board, North Las Vegas Library District, and Civil Service Board. The Civil Division is responsible for performing all transactional work for the City, including but not limited to, reviewing, drafting and negotiating contracts, interlocal agreements, real estate purchase agreements and leases, and ordinances and resolutions. When required, the Civil Division also defends the City and all City officials and employees in lawsuits and administrative claims brought against the City

City Attorney Sandra Douglass Morgan (far right) and Councilwoman Pamela Goynes-Brown with small children serving as Councilmembers for a day

ADOPTED BUDGET FISCAL YEAR 2016-17

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CITY OF NORTH LAS VEGAS

Actual FY 2015

Goal FY 2016

Estimated FY 2016

Goal FY 2017

Trend

and/or advice given thereby reducing outside counsel fees

284

N/A

371

N/A

reviewed thereby reducing outside counsel fees

336

Performance Metrics: z Total number of legal opinion given

z Total number of contracts drafted or

N/A

398

N/A

FY 2016 Highlights: ; Provided ongoing legal advice and consultation to Economic Development and Community Development by drafting resolutions and ordinances to encourage health and medical services in North Las Vegas. ;

Worked with City management to draft partnership agreement with Las Vegas Global Economic Alliance and Urban Land Institute to encourage employment and business growth in Apex.

FY 2017 Goals: z Work with Community Development and Compliance to ensure proper legal notice and process of development applications. z Provide timely legal review of Development Agreements and Ordinances focused on economic development. z Assist Economic Development with sale or purchases of property in redevelopment area and City.

Performance Metrics: z Avg. monthly active litigation files

handled in-house thereby reducing outside counsel fees z Avg. monthly pre-litigation claims

in- house thereby reducing outside counsel fees

Actual FY 2015

Goal FY 2016

Estimated FY 2016

Goal FY 2017

Trend

N/A

ADOPTED BUDGET FISCAL YEAR 2016-17

143

CITY OF NORTH LAS VEGAS

FY 2016 Highlights: ; Obtained judgments in excess of $56,000 in North Las Vegas Municipal Court bond forfeitures. ; Handled and defended an increasing number of pre-litigation claims, labor & unemployment cases and various litigation matters. ; Applied for and received grant funding to hire a victim witness advocate through the U.S. Department of Justice, Office on Violence Against Women STOP 2015 Formula Grant.

FY 2017 Goals: z Continue to provide effective legal services with an emphasis on proactive risk minimization and litigation prevention despite budget reductions and loss of resources. z Maximize grant funding and other external sources of funding for services provided by the City Attorneyâ&#x20AC;&#x2122;s office. z Maximize retention of seizure funds for Police Department.

z Strengthen existing Civil Division to reduce outside counsel costs.

Actual FY 2015

Goal FY 2016

Estimated FY 2016

Goal FY 2017

Trend

1,447

N/A

1,090

N/A

767

N/A

623

N/A

1,344

N/A

1,052

N/A

Average monthly Pre-Trials

584

N/A

475

N/A

Average monthly Scheduled Trials

156

N/A

176

N/A

Average monthly Traffic Cases

771

N/A

520

N/A

Average monthly Appeals

0.25

N/A

0.50

N/A

1,990

N/A

3,016

N/A

159

N/A

300

N/A

Performance Metrics: z z

Average monthly arraignments Average monthly Motions

z Average monthly In-Custody z z z z

Sessions

z Total number of contacts with victims

of crime

Number of contacts in person

ADOPTED BUDGET FISCAL YEAR 2016-17

144

CITY OF NORTH LAS VEGAS

z z

Number of contacts by phone Number of contacts by mail Number of contacts by TPOâ&#x20AC;&#x2122;s

z Number of contacts by referral

service

226

N/A

610

N/A

1,453

N/A

1,350

N/A

400

N/A

400

N/A

FY 2016 Highlights: ; Recovered over $294,900 in forfeiture monies for the City and Police Department. ; Provided legal representation for all City departments in various court and administrative law venues. Additionally, provided legal support for individual employees mandated to appear in legal proceedings. ;

Handled over 3,000 contacts with victims of crime.

; Provided ongoing training to City employees regarding employment law ; Provided training to employees to minimize risk and liability for the City while interacting with the public.

FY 2017 Goals: z Enhance the ability of the City Attorneyâ&#x20AC;&#x2122;s office to provide safety for victims and accountability for perpetrators through system improvement and the promotion of best practices in the prosecution of domestic violence cases. z Continue preserve public safety and quality of life for the City of North Las Vegas by holding criminal offenders

accountable by vigorously prosecuting criminal misdemeanors.

z Ensure efficient prosecution of criminals thereby deterring repeat offenses. z Assist with drafting / legal review of City policies, resolutions and ordinances to ensure a better quality of life for North Las

Vegas residents.

ADOPTED BUDGET FISCAL YEAR 2016-17

145

CITY OF NORTH LAS VEGAS

Department Financial Trend - City Attorney 2015

2016 Adopted

2016

2017 Adopted

Actual

Budget

Projection

Budget

1,523,227 767,975

1,670,240 921,918

1,651,522 940,636

162,472

267,657

2,453,674

2,859,815

2016 vs 2017 Variance Amount

Percent

1,655,159 955,291

3,637 14,655

0.2 1.6

292,579

358,701

66,122

22.6

2,884,737

2,969,151

84,414

2.9

Expenditures by Object Salaries & Wages Employee Benefits

Supplies & Services

Expenditures by Division CA-Administration CA-Criminal Law CA-Civil Law

888,109

949,558

911,574

1,167,019

255,445

28.0

1,119,981

1,190,224

1,210,560

20,336

1.7

445,584

720,033

591,572

(128,461)

(17.8)

(62,906)

(100.0)

CA-GG-Vacant

62,906

2,453,674

2,859,815

2,884,737

2,969,151

84,414

2.9

2,039,023 5,074

2,293,672

2,318,594

2,385,807

67,213

2.9

409,577

566,143

583,344

17,201

3.0

2,453,674

2,859,815

2,884,737

2,969,151

84,414

2.9

Expenditures by Fund General Fund Capital Funds

Self Insurance-Liability

Authorized Personnel - City Attorney 2015 Actual FTE's General Fund CA-Administration CA-Criminal Law CA-Civil Law

Total FTEs General Fund

Other Funds Self Insurance-Liability Total FTEs Other Funds Total FTE's City Attorney

2016 2016 Budget Projection FTE's FTE's

2017 Budget FTE's

3.80 9.00 1.80

3.80 9.00 2.30

3.80 9.00 1.80

14.60

15.10

14.60

2.40

2.90

3.40

2.40

2.90

3.40

17.00

18.00

ADOPTED BUDGET FISCAL YEAR 2016-17

146

Net Chg

CITY OF NORTH LAS VEGAS

City Clerk’s Office

CITY CLERK’S OFFICE

LEGISLATIVE MANAGEMENT

ELECTIONS MANAGEMENT

City Council Agenda Process

Candidate Services

Redevelopment Agency Agenda Process Advisory Board Administration

Library Board Agenda Process

RECORDS MANAGEMENT

Voter Services

Records Management Policy & Retention Schedule

Primary/General/Special Elections

Legal Agreement Administration

Public Records Requests

Mission Statement

To professionally support transparency in local government by accurately recording and preserving the actions of the City Council, Redevelopment Agency, and City advisory bodies; to ethically conduct municipal and special elections in accordance with statutory requirements; and to responsibly preserve all actions and legal agreements executed by the City and promptly respond to requests for that information.

Department Description Located on the eighth floor of City Hall, the City Clerk’s Office staff provides service to the public, City Council and City departments. The City Clerk’s Office is organized into three functional areas: 1) Legislative Management which includes support for City Council, Redevelopment Agency, and the Library Board 2) Elections Management which includes the coordination and conduct of City municipal and special elections, and 3) Records Management which includes the protection, accessibility, and archiving of City records including all legal agreements entered into by the City of North Las Vegas. The Clerk’s Office provides impartial and professional customer service in all of these areas, continually and consistently exceeding customer expectations.

Division/Major Program Description Legislative Management The City Clerk’s Office is charged with ensuring the City’s legislative processes are open to the public by providing a link between citizens and government through dissemination of information. The City Clerk’s Office responsibilities include: • Prepares agenda packets for Regular and Special City Council and Redevelopment Agency meetings using SIRE Agenda Management, a system which automates the agenda process producing a bookmarked agenda e-Packet that is accessed by the City Council and Department Directors on City issued iPads. • Processes official documents for each City Council, Redevelopment Agency, and Library Board meeting. • Attends all Regular and Special City Council, Redevelopment Agency, and Library Board meetings. • Records and prepares meeting minutes through SIRE Agenda Management system.

ADOPTED BUDGET FISCAL YEAR 2016-17

147

CITY OF NORTH LAS VEGAS

•

• • • •

Records and prepares meeting video and audio using SIRE Agenda Management system, a proprietary web-based software tool designed to efficiently organize and manage the City’s audio/video streaming content and allows public access, archive ability, and capability to index and integrate rich-media such as documents and slides into web casts. Provides maintenance and administration support to over 50 State, Regional, County and Committees, through SIRE Boards Management system efficiently organizing and providing a comprehensive database on members of the public who have indicated a willingness to serve on an advisory board/ committee. Administers and maintains accurate information on City Advisory Boards, including meeting dates, times, and locations, board mission/purpose, membership, membership contact information, and terms of membership. Coordinates appointment and reappointment of members to City advisory boards. Keeper of the City’s Official Seal. Currently provides agenda management support to the Library Board. Provides legislative management assistance to City advisory boards.

Elections Management The City Clerk serves as the official Election Filing Officer as designated by the State of Nevada and oversees all municipal elections in a fiscally responsible manner, consults with candidates for elective office, informs the public of election matters, and conducts Municipal and Special City Elections. The City Clerk’s office provides voter assistance and registration forms are available in the City Clerk’s Office. The City of North Las Vegas Primary and General Municipal Elections are conducted in April and June of odd-numbered years. The City Clerk’s Office works in conjunction with the Clark County Election Department to conduct Municipal Elections every two years and Special elections as needed.

Election related activities are conducted in accordance with all City, State, and Federal statutory regulations. The Clerk’s Office is responsible for receipt of Notice of Intent for Recall of a Public Officer, Candidate Nominating Petitions, and the Call for Special Elections. Staff is trained in election policies and prepares the candidate packet information, including mandatory filing forms as prescribed by the Nevada Secretary of State and posting this information on the City web site. During Federal, State and County held elections, which are held in even-numbered years. The City Clerk’s Office elections responsibilities include: • Determination of early voting sites and election-day polling locations. • Per Nevada Revised Statutes the publication of required notices. • Coordination and assistance with in-office voting. • Close of voter registration (10-day extended period). • Generation of all public relations efforts, as well as the compilation of election results. • Directly offering early voting (2 week period) at City Hall. • Calling and scheduling recall elections in accordance with Nevada Constitution, Article 2, Section 9. Records Management The City Clerk is the custodian of all official City records. As such, the Clerk’s Office is responsible for recording for posterity all actions approved by, for, and related to the City. The City Clerk is charged with protecting records and ensuring they are accurate and easily accessible. The City Clerk’s Office has on file current records as well as records as far back as May 1, 1946, the date of the City’s incorporation. Documents are maintained in a temperature, humidity and light-controlled area/vault. Records include but are not limited to Redevelopment Agency and Council ordinances, resolutions, minutes, election results, campaign reports, requests for public information, deeds, agreements, contracts, annexation records, infrastructure documentation, and many other vital records. The collection includes a vast number of historical photographs, some of which are available in digital format on-line.

ADOPTED BUDGET FISCAL YEAR 2016-17

148

CITY OF NORTH LAS VEGAS

The City Clerk’s Office is the hub for exchange of City information by responding to records requests from the public in accordance with Nevada law in a timely and courteous manner. The Clerk’s Office continues to improve efficiency and customer service through utilization of SIRE Enterprise Content Management (ECM) system, designed to store electronic records within indexed and easily searchable electronic cabinets. In addition, a third party resource is utilized by the Clerk’s Office for storage of vital hard copy documents off site. Both programs allow for prompt response to public requests for information. The City Clerk’s Office records management responsibilities include:

• •

•

• • •

Executes, files, indexes and preserves resolutions and ordinances. Facilitates the recordation of agreements, deeds, and other official documents; and codification of ordinances into the Municipal Code. Administers contracts for goods and services, obtaining all required documentation including bonds, insurance, and business licenses before work can begin. Attests all official contracts, bonds and other official City documents. Provides general support to the City Council and all City departments. Opens official City bids for services and contracts.

FY 2016 Highlights: ; All meetings/agendas were posted in a timely manner and in compliance with Nevada Open Meeting Law to include meetings where medical marijuana and health services were approved. ; Completed 102 records requests within the State mandated time frame to include providing overall management of the process Citywide, providing necessary information to support economic development and local medical services. ; Codified 100% of City Council municipal and zoning ordinances within 10-14 business days from the effective date

including changes to the code to support medical marijuana services and improvements to support expanded economic developmen operations within the Citt y.

;

City Clerk’s Office worked in collaboration with the Community Development and Compliance Department in regards to Medical Marijuana (special use permits). The Department processed a total of 746 agenda items, 32 Ordinances, 17 Resolutions, 5,857 public hearing notices, letters to applicants, property owners/representatives, and publications in the Review Journal and Signage notices.

; Provided an early voting site June 1st at City Hall for June 14, 2016 Election focusing on improved voter services that better

serve all communities within the City of North Las Vegas.

City Clerk staff

ADOPTED BUDGET FISCAL YEAR 2016-17

149

CITY OF NORTH LAS VEGAS

FY 2017 Goals: z Maintain compliance with the Nevada Open Meeting Law by posting all agendas and meeting notices in a timely manner.

z Reconfigure SIRE workflow to support early review of legal agreements coming before Council for approval. z Prepare for a possible Special Recall Election. Work with the Clark County Election Department on time frames, candidate

filing, contribution and expense reports, early voting sites, and the introduction of Vote Centers on Election Day.

z Codify 100% of municipal and zoning ordinances adopted by the City Council within 10-14 business days from the effective

date. z Draft and obtain Council approval for City records management policy and schedule. z Draft City agenda management standard operating procedures for SIRE to be used by staff Citywide. z Acquire electronic signature program to reduce time spent processing legal agreements. z Draft and obtain Council approval for a Public Records Request Policy. z Coordinate use of Voting Centers for next election,thereby reducing election costs to the City and providing more flexible

voting options for voters.

FY 2016 Highlights: ; All meetings/agendas were posted in a timely manner and in compliance with Nevada Open Meeting Law, thereby eliminating the risk of exposure for non-compliance and supporting fiscal responsibility. ; Completed 102 public records requests within the State mandated time frame to include providing overall management of the

process Citywide; staff spent a total of 34 hours responding to these requests. ; Codified 22 of City Council municipal and zoning ordinances within 10-14 business days from the effective date providing

an online tool providing 24/7/365 access to the City Code by Council, the public and staff. ; City Clerkâ&#x20AC;&#x2122;s Office worked in collaboration with all city departments processing a total of 746 agenda items, 32 Ordinances,

17 Resolutions, 5,857 public hearing notices, letters to applicants, property owners/representatives, publications in the Review Journal and Signage notices, thereby improving long-term fiscal responsibility, economic development, and improved efficiency of all offices at City Hall. ; Provided an early voting site June 1st at City Hall for June 14, 2016 Election using limited resources and personnel to

provide election services.

ADOPTED BUDGET FISCAL YEAR 2016-17

150

CITY OF NORTH LAS VEGAS

FY 2017 Goals:

z Maintain compliance with the Nevada Open Meeting Law by posting all agendas and meeting notices in a timely manner. z Reconfigure SIRE workflow to support early review of legal agreements coming before Council for approval. z Prepare for a possible Special Recall Election. Work with the Clark County Election Department on time frames, candidate

filing, contribution and expense reports, early voting sites, and the introduction of Vote Centers on Election Day.

z Codify 100% of municipal and zoning ordinances adopted by the City Council within 10-14 business days from the effective

date. z Draft and obtain Council approval for City records management policy and schedule. z Draft City agenda management standard operating procedures for SIRE to be used by staff Citywide. z Acquire electronic signature program to reduce time spent processing legal agreements. z Draft and obtain Council approval for a Public Records Request Policy. z Coordinate use of Voting Centers for next election, thereby reducing election costs to the City and providing more flexible

voting options for voters.

FY 2016 Highlights: ; All meetings/agendas were posted in a timely manner and in compliance with Nevada Open Meeting Law to include 6 North Las Vegas Library District Board meetings where City Clerkâ&#x20AC;&#x2122;s Office staff act as the recording secretary and perform all agenda management responsibilities for the Board. ;

Completed 102 records requests within the State mandated time frame to include providing overall management of the process Citywide including extensive record requests for police, fire, and parks records and information.

; Codified 100% of City Council municipal and zoning ordinances within 10-14 business days from the effective date

including annexations that include areas for improving park services and new developments that include positive community activities.

; City Clerkâ&#x20AC;&#x2122;s Office worked in collaboration with all city departments, processing a total of 746 agenda items, 32 Ordinances,

17 Resolutions, 5,857 public hearing notices, letters to applicants, property owners/representatives, publications in the Review Journal and Signage notices, thereby strengthening communities and building expanded parks, library, police, and fire services.

; Provided an early voting site June 1st at City Hall for June 14, 2016 Election focusing on improved voter services that bring

in more voters and protect and fortify the communities of the City of North Las Vegas.

ADOPTED BUDGET FISCAL YEAR 2016-17

151

CITY OF NORTH LAS VEGAS

FY 2017 Goals: z Maintain compliance with the Nevada Open Meeting Law by posting all agendas and meeting notices in a timely manner. z Reconfigure SIRE workflow to support early review of legal agreements coming before Council for approval. z Prepare for a possible Special Recall Election. Work with the Clark County Election Department on time frames, candidate

filing, contribution and expense reports, early voting sites, and the introduction of Vote Centers on Election Day.

z Codify 100% of municipal and zoning ordinances adopted by the City Council within 10-14 business days from the effective

date.

z Draft and obtain Council approval for City records management policy and schedule. z Draft City agenda management standard operating procedures for SIRE to be used by staff Citywide. z Acquire electronic signature program to reduce time spent processing legal agreements. z Draft and obtain Council approval for a Public Records Request Policy. z Coordinate use of Voting Centers for next election, thereby reducing election costs to the City and providing more flexible

voting options for voters.

Department Financial Trend - City Clerk 2015 Actual

2016 Adopted Budget

2016 Projection

2017 Adopted Budget

2016 vs 2017 Variance Amount Percent

Expenditures by Object Salaries & Wages Employee Benefits Supplies & Services

Expenditures by Division CC-Administration CC-Elections

Expenditures by Fund General Fund Civic Center - 2006 Bond

(4,836) 5,191 457,656

(1.6) 3.4 162.3

458,011

62.7

(25,500) 483,511

(4.1)

1,188,813

458,011

62.7

730,802

1,188,813

458,011

62.7

730,802

1,188,813

458,011

62.7

301,433 146,711 225,744

294,517 154,353 172,432

294,517 154,353 281,932

289,681 159,544 739,588

673,888

621,302

730,802

1,188,813

561,573 112,315

619,092 2,210

619,092 111,710

593,592 595,221

673,888

621,302

730,802

672,642 1,246

621,302

673,888

621,302

Authorized Personnel - City Clerk 2015 Actual FTE's General Fund

Total FTE's City Clerk

2016 Budget FTE's

2016 Projection FTE's

2017 Budget FTE's

4.00

ADOPTED BUDGET FISCAL YEAR 2016-17

152

Net Chg

CITY OF NORTH LAS VEGAS

Additional Department Performance Measures: Actual 2015-2016

Goal 2015-2016

27 13 6 46

24 12 6 42

746 67 29 842

100% 100% 100% 100%

Public Hearing Notices

5,857

100%

Advisory Boards Vacancy Rate (percentage) of on Advisory Boards Number of City Boards Supported Number of County Boards Supported Number of State/Regional Boards Supported Total

1.00% 10 10 37 57

0.00% 10 10 37 57

RECORDS MANAGEMENT Legal Agreements Contracts Recorded Documents Purchase Orders Total

310 453 109 872

100% 100% 100% 100%

Vital Records Liens - Code Enforcement and Utilities Minutes - City Council (# of pages) Minutes - Redevelopment Agency (# pages) Minutes - Library Board Ordinances processed in Clerk's Office Ordinances codified (excludes rezoning) Resolutions

89 490 56 48 32 22 17

100% 100% 100% 100% 100% 100% 100%

Public Records Request Requests Received Approximate Time Involved (hours)

102 34

100% N/A

LEGISLATIVE MANAGEMENT Meetings Published Council Redevelopment Agency Library Board Total Agenda Items Processed City Council Redevelopment Agency Library Board Total

ADOPTED BUDGET FISCAL YEAR 2016-17

153

24 12 6 42

100% 100% 100% 100% 100%

0.00% 10 10 37 57

100% 100% 100% 100%

ELECTIONS MANAGEMENT Candidates Served 7 100% Number Seats on Ballot 3 100% Registered Voters Served 102,758 100% Percentage Voted 9.38% 100% Votes - Mail Ballots 1.09% 100% Votes - Early Voting 5.42% 100% Votes - Election Day 2.87% 100% The City Clerk's Office goal is to provide the highest level of customer service and customer satisfaction, striving to provide all information and services within the time frames set by the Nevada Revised Statutes and Nevada Open Meeting Law.

Goal 2016-2017

100% 100% 100% 100% 100% 100% 100%

100% N/A

100% 100% 100% 100% 100% 100% 100%

CITY OF NORTH LAS VEGAS

Community Development & Compliance COMMUNITY DEVELOPMENT & COMPLIANCE DIRECTOR

BUILDING SAFETY & FIRE PREVENTION Administration

Business License Specialist

Building Inspections Building Review

CODE ENFORCEMENT

BUSINESS LICENSE

Business License Enforcement

Plan

PLANNING & ZONING

Enforcement Officers

Advanced Planning

Graffiti

Current Planning

Permit Application Center Fire

Engineering

Fire Inspections

Mission Statement To create and preserve a safe metropolitan community that has both style and sophistication, placing a high value on quality of life, aesthetics and the best that can be achieved from innovative concepts, to create and maintain the city of choice. To enhance the quality of life for all residents and businesses by fostering the implementation of creative ideas, policies, and innovative programs.

Understanding that strong and healthy neighborhoods and businesses are the foundation of all great cities, to enhance and sustain the Cityâ&#x20AC;&#x2122;s built environment and develop and promote livable neighborhoods where people feel safe; neighborhood character is preserved; housing is safe and affordable; the environment is healthy and attractive, and businesses have the opportunity to be successful.

Department Description The Community Development & Compliance Department consists of four (4) divisions: Building Safety and Fire Prevention, Business License, Code Enforcement, and Planning & Zoning. This department provides services from the inception of development through the planning phase and processes construction plans; verifies construction takes place as approved; makes certain that fire codes are met, confirms business licenses are issued for commercial facilities; and lastly, ensures that properties are maintained to the respective standards.

Divisions/Major Program Descriptions

Building Safety Division is responsible for public health and safety through the enforcement of building codes, ordinances, and standards as adopted by the City Council. The division is comprised of five (5) functional areas: Administration, Building Inspection, Building Plan Review, Fire Prevention, and Permit Application Center (PAC). This division is also responsible for enforcing the adopted codes and ordinances for new building construction and existing structures.

ADOPTED BUDGET FISCAL YEAR 2016-17

154

CITY OF NORTH LAS VEGAS

Administration is responsible for the daily management of the Building Safety Division. The Building Official manages this division and is supported by administrative staff. This section develops policies and procedures that guide the division in its daily operations. The Building Official is responsible to ensure that operations within the division are performed within the respective laws and ordinances while maintaining the highest level of customer service to the community. Additionally, this group takes the lead to streamline development processes to enhance development within our community. The Building Official and staff are also responsible for community outreach programs, as well as non-profit organizations within the industry. Building Inspection ensures that construction projects are built to the specifications of the approved plans and adopted codes. Staff works directly with customers in the field and performs predetermined interval inspections at specified stages of construction. Code compliance and keeping projects on track by providing timely inspections and guidance to project managers are top priorities for the inspection staff. This section also responds to complaints about deteriorated and damaged construction, as well as illegal construction or work without permits.

Building Plan Review verifies that all building plan submittals meet adopted codes and ordinances. This section works directly with homeowners, contractors, developers and design professionals to verify that projects are designed to meet the appropriate construction codes. Plan check staff also provides guidance to homeowners with standard designs for small projects such as room additions and patio covers. They are also members of various local code committees who provide guidance and directions for code adoptions, education, and public outreach, as well as represent our Building Officialâ&#x20AC;&#x2122;s directions on code issues. Fire Prevention consists of the Fire Engineering and Fire Inspections sections. Fire Prevention provides professional, efficient and effective plans examination and inspection services to reduce the loss of life and property and improve the quality of life for our

community. Fire Engineering provides professional plans review for conformance with all applicable building, fire and life safety codes, assists in development, implementation and application of City fire and life safety codes and regulations to ensure compliance and uniformity, and provides technical assistance to architects, engineers, developers, contractors and building owners in interpreting and complying with current fire and life safety codes, regulations, and standards. Fire Inspections is responsible for performing fire and life safety code compliance during new construction inspections, business license inspections, investigation of citizen complaints regarding fire code violations, required annual operational fire code permits and temporary activity or special event permitting. Fire Inspections is also responsible for the oversight of fireworks sales and assisting with fire origin and cause investigations. Permit Application Center (PAC) is the core of the development process for private construction and is the one-stop-shop for all building permits. The PAC staff is responsible for the intake, routing, and processing of all on-site development projects within the City. This includes the initial application and plan processing to the collection of all fees and issuance of building permits. Staff coordinates with other agencies and departments to verify that all laws and ordinances are met throughout the development process. They assist homeowners, residential, and commercial customers throughout the entire plans review and inspection processes. This section is also responsible for coordinating and streamlining processes and procedures to accommodate the on-going changes within the development industry to meet the individualized needs of our customers. Business License Division is responsible for providing service to the general public, business license applicants and existing licensees. Specifically, the Business License Division answers inquiries for and about existing businesses, assists applicants in obtaining the proper business license by providing application checklists to aid in the application process; receives and processes business license applications and renewals; and conducts follow-up on the approval and issuance of business licenses.

ADOPTED BUDGET FISCAL YEAR 2016-17

155

CITY OF NORTH LAS VEGAS

Complaints regarding businesses operating in the City are also received and investigated by the Business License Division. Business License is comprised of two (2) sections: Business License Specialist for license processing and Business License Enforcement to ensure compliance in the field. Business License Specialist provides clerical and technical support in the acceptance, processing and maintenance of business license applications, privileged and non-privileged business license applications which requires the ability to interpret and apply municipal codes and the regular use of independent judgment and initiative. Additionally, this group coordinates with other regulatory agencies to ensure state and regional requirements are in compliance prior to issuing licenses.

Business License Enforcement performs office and field based enforcement activities and investigations to ensure businesses are operating within the guidelines and limitations of Title 5 of the North Las Vegas Municipal Code, state and regional requirements. These officers respond to complaints about potential illegal business operations, proceed with investigations, issue citations to violators through the court system, and also provide support to the Business License Division technical staff. Code Enforcement Division is comprised of two (2) functional areas: Code Enforcement and Graffiti. Code Enforcement is responsible for maintaining existing properties through the enforcement of adopted ordinances and maintenance codes. Officers proactively enforce violations of the code, as well as respond to citizen concerns and complaints regarding potential life safety hazards, scenic blight, and improper use of land. It is the purpose of this division to educate property owners and citizens of North Las Vegas to work toward maintaining an attractive and safe community, which helps to improve both property values and the quality of life of those in the community. This group enforces Municipal Code requirements. It is the primary goal of this division to work with property owners for voluntary compliance.

Graffiti is responsible for the removal of scenic blight caused by illegally placed graffiti and signs. Graffiti staff removes graffiti from City owned property that includes buildings, public rights-of-way, flood channels, and performs abatements on privately owned property when voluntary compliance from the property owners is not achieved. This group responds to complaints, as well as proactively seeks to remove illegally placed graffiti and signs. It is the purpose of this group to not only remove graffiti, but to educate citizens and property owners about improving their quality of life by maintaining the properties and neighborhoods in North Las Vegas. It is the primary goal of this division to work with property owners to achieve voluntary compliance. Planning & Zoning Division is comprised of two (2) primary functional areas: Advanced Planning and Current Planning. Advanced Planning develops long-range policy plans to support the Cityâ&#x20AC;&#x2122;s priority of Well-Planned Quality Growth and addresses future community needs. The Comprehensive Plan, combined with other related land use studies and regional planning efforts, provides the framework to successfully implement strategies for growth-related issues within the City. In addition to planning for the Cityâ&#x20AC;&#x2122;s future, Advanced Planning works closely with local, state and federal jurisdictions on challenges that transcend governmental jurisdictional boundaries such as education, health care, natural environment, recreation and culture, transportation and sustainability. Advanced Planning prepares population estimates to support the Stateâ&#x20AC;&#x2122;s annual projections and conducts analyses in support of a wide range of projects for the City and region.

City staff review plans

ADOPTED BUDGET FISCAL YEAR 2016-17

156

CITY OF NORTH LAS VEGAS

Current Planning is responsible for ensuring the City grows and develops in accordance with the Cityâ&#x20AC;&#x2122;s priorities, Comprehensive Master Plan, and the Strategic Plan for 2012 - 2017 - 2030. Staff works with developers to ensure quality development that is in compliance with the Cityâ&#x20AC;&#x2122;s plans. Current Planning is responsible for reviewing all land use development proposals; ensuring interdepartmental and outside agency coordination during the review of development proposals. Staff within this division also has the responsibility to review all land use applications in accordance with specific adopted

plans or development tools such as the Downtown Redevelopment Plan, Downtown Master Plan and Investment Strategy, North Fifth Street Concept Plan, Zoning Ordinance, and appropriate Planning Principles. Current Planning is responsible for the preparation of staff reports containing appropriate recommendations to the Planning Commission and City Council, as well as reviewing building permits, business license requests, conditional use permits and other applications as appropriate.

Performance Metrics: Building Safety z Commercial Permit Issuance Time -

Actual FY 2015

Goal FY 2016

Estimated FY 2016

Goal FY 2017

Trend

2.5

1.5

5,538 997 860

6,050 1,198 774

5,839 988 881

6,400 1,087 792

Tenant Improvement (avg. # days) z Standard Plan Review Time for Commercial Permits (avg. # days)

Business License z Total Licenses z New Licenses z Inactivated Licenses

' T T

Fire Prevention z Continue to provide timely turnaround

z Continue to provide next day inspection

for Fire Plan Review submittals.

service for new construction related requests.

Planning & Zoning z Administrative Entitlements z Land Use Entitlements

87.25%

90.00%

100.00%

3,617 192

94.50%

100.00%

3,087 178

ADOPTED BUDGET FISCAL YEAR 2016-17

157

100.00%

3,395 195

' '

CITY OF NORTH LAS VEGAS

FY 2016 Highlights:

Building Safety ; Provided on-site plan review for the Bigalow aerospace project. ; Continued support of Hughes Association 1 Aerojet Way complex through inspections. ; Processed numerous medical marijuana projects to meet state deadlines to help customers of this new industry

become operational without delay.

Business License ; Adopted and implemented ordinance amendmentto allow the licensing ofprofessionals,which aligns the City of

North Las Vegas with other valley jurisdictions. ; Adopted and implemented ordinance amendment to business license regulations for medical marijuana establishments to improve customer service, efficiency and compliance with regulatory codes. ; Continued participation in the Multi-Jurisdictional Business License Workgroup with the goal of addressing regional business license issues.

Fire Prevention ; Fire Plan Review met the operational goal of providing a two week or less turnaround time for customers obtaining

construction permits 91% of the time throughout the entire year. ; Maintained next day inspection service for new construction related requests 100% of the time.

Planning & Zoning ; Negotiated the Huanghai (Vegas Trading Village) development agreement, a 35-acre, mixed-use development

containing over 211,000 square feet of warehouse space; 211,000 square feet of showroom space; and 56,000 square feet of commercial office space. ; Adopted amendments to Title 17 (Zoning Ordinance) regarding Medical Marijuana Establishments to ensure compliance with the Stateâ&#x20AC;&#x2122;s requirements. ; Amended Title 17 (Zoning Ordinance) to amend the allowable uses within industrial districts to improve development opportunities within the City.

FY 2017 Goals:

Building Safety z Implementation of inspections and tracking program to provide valuable information in a searchable document. z

Implementation of Tyler Technologies software and updated processes. z Implementation of full-time inspector and plan review for the Faraday Future project to reduce process times. z Create opportunities for further development process efficiencies at APEX Industrial Park.

Business License z Implement enhancements to the Municipal Code that govern Business Licenses, with the goals of developing more

Fire Prevention z Continue to provide timely turnaround forFire Plan Review submittals. z Continue to provide next day inspection service for new construction related requests. Planning & Zoning z Review and evaluate existing policies included in the Comprehensive Master Plan to ensure a sustainable future for

efficient and effective policies and procedures for the operations of the division. z Participate with other local entities to work on an automated system for applying or renewing business licenses that work in conjunction with the Secretary of Stateâ&#x20AC;&#x2122;s Business Portal. z Develop improvements to the online and electronic license renewal process. z Continue implementing licensing of professional and real estate professionals in the business community. z Enhance Business License revenues by hiring an auditor and additional field enforcement. z Develop audit procedures and begin gross revenue audits. z Continue to be present at local business events, expos and regional initiatives to represent the City. z Evaluate the North American Industry Classification System (NAICS) codes to clarify license types. z Continue to implement regulations and enforcement for medical marijuana facilities.

the City. z Continue to develop improvements in the application review process. z Develop and implement improvements to expedite land use entitlements for the business community. z Continue to review Title 17 (Zoning Ordinance) and amend as necessary to keep current.

ADOPTED BUDGET FISCAL YEAR 2016-17

158

CITY OF NORTH LAS VEGAS

Performance Metrics:

Goal FY 2016

Estimated FY 2016

Goal FY 2017

Trend

$273,143,514

$354,701,487

$325,170,850

3,000 2,600 300

3,005 2,804 303

3,000 2,800 300

S S S

35% 854 436

102% 858 292

40% 644 576

30 $259,500 $79,000 $48,000 $2,000

30 $231,571 $36,295 $14,083 $2,975

30 $245,500 $40,000 $15,000 $3,500

$200,000

$225,500

$7,266 $260,619 $180,000 $105,000 $285,000 $777,190

$5,000 $230,500 $180,000 $105,000 $285,000 $761,000

T S S S S S

Actual FY 2015

Building Safety z Building Permit Valuation $260,136,680 Code Enforcement z Number of Cases Opened 3,411 z Number of Cases Closed 2,671 z Number of Abatements 274 z Percent of Cost Recovery for Abatements 33% z Number of Property Registrations 1,314 z Number of Property Re-Registrations 623 z Number of Property Registration Modifications 43 z Registration Program Revenue $389,550 z Abatement Fee $74,500 z Lien Fee $38,000 z Re-Inspection Fee $1,170 z Clark County Special Tax Roll Assessment for Abatements z Muni Court Fee $13,888 z Fee and Fine Revenue $127,558 z Republic Service $180,000 z CDBG $105,000 z Grant Revenue $285,000 z Total Code Enforcement Revenue $802,108 Fire Prevention z Inspect all High Hazard buildings / facilities within the month of permit 85.00% expiration in accordance with the Inspection Frequency Schedule developed. z Inspect all Moderate Hazarddbuildings / facilities within the month of permit 85.00% expiration in accordance with the Inspection Frequency Schedule developed. Graffiti Code Enforcement - Graffiti z Number of Graffiti Abatements 14,771 z Square Footage of Graffiti Removed 1,565,687 z Estimated Cost of Property Damage $211,367,745 z Number of Illegal Signs Removed 147 z Community Presentations 6 z Community Involved Projects 4 Graffiti Revenue - 289 (Community Improvement) z Beautification Fee $240,000 z Restitution from Prosecution $9,260 z Redevelopment Funding z Flood Channel Reimbursement Funds z Total Graffiti Revenue $249,260 Planning & Zoning z Estimate Cityâ&#x20AC;&#x2122;s Population 233,808

$9,000 $138,000 $180,000 $105,000 $285,000 $682,500

S T T T S

100.00%

0.00%

100.00%

0.00%

100.00%

$720,000 $6,000 $40,000 $75,000 $841,000 237,000

41,970 4,020,473 $542,763,855 748 8 5 $718,000 $300 $40,000 $85,000 $843,300 238,342

ADOPTED BUDGET FISCAL YEAR 2016-17

159

S T

23,000 3,102,000 $419,175,000 800 3 5

47,000 4,116,273 $555,696,855 800 6 5 $720,000 $1,000 $40,000 $75,000 $836,000 243,000

S S S ' S S ' T S S S S

CITY OF NORTH LAS VEGAS

FY 2016 Highlights:

Building Safety ; Eliminated disaster assessment requirements in most applications to allow for an over-the-counter (OTC) review

process. ; Streamlined and simplified plan review processes for certain building permit application types to shorten the review time. ; Implementation of OTC plan review for tenant improvements within specific criteria; this program includes the OTC review from other departments.

Code Enforcement ; Increased efforts with the Property Abatement Program focusing on abandoned and neglected properties with the

respective cost recovery components to reduce blight in our community.

; In an effort to create a more livable community, assisted in the demolition of blighted, substandard, severely

damaged and hazardous residential properties. Seven substandard homes were identified and scheduled for demolition through the Blight Removal and Demolition Program utilizing HUD funded NSP1 (Neighborhood Stabilization Program). Two were demolished using NSP1 monies, four were demolished by the property owners, and two homes were rebuilt by the property owners. ; Provided public presentations to neighborhood and community partners to collaborate efforts to improve beautification throughout the City. ; Created a Focus Group to redesign the mobile application for cellular Smartphone and mobile devices to aid in the immediate reporting of code violations and citizen concerns. ; Marketed the Cityâ&#x20AC;&#x2122;s Smartphone applications to community partners and neighborhood organizations to use for the reporting of code violations or concerns in an effort to improve beautification efforts throughout the City.

; Implemented policy and collaborated with other City departments to address the illegal occupancy in vacant,

abandoned or homes in foreclosure. ; Enhanced operations with regional organizations and City departments to address the needs of the homeless, reducing scenic blight and homeless encampments.

Fire Prevention

; Revised Operational Permit program by ranking and establishing facility priorities based on the degree of hazard

classification.

Graffiti

; Added one full-time staff member to increase graffiti and sign removal. ; Obtained supplemental funding to assist with beautification projects in the Redevelopment Areas and flood

channels. ; Collaborated with North Las Vegas Police Department with the successful prosecution of several high profile graffiti vandals. ; Collaborated with CNLV Traffic Operations & Redevelopment to locate and install decorative wraps on traffic control boxes to promote the display of public art as a way to deter graffiti and support beautification efforts.

; Implemented Smartphone technology via cellular phones and mobile device applications that aid in the immediate

reporting of illegal graffiti and signs. ; Implemented the use of graffiti resistant protective coatings on City infrastructure and buildings. ; Assisted three candidates from Boy Scouts of America with projects to earn their Eagle Scout rank. ; Organized volunteers to remove graffiti in neighborhoods and on the Regional Trail System. ; Obtained reimbursement funding for graffiti abatements within the Clark County Regional Flood Control Channels and for beautification projects within the City's Redevelopment Areas.

Planning & Zoning

; Estimated the Cityâ&#x20AC;&#x2122;s population for FY 16 at 238,342 - an increase of approximately 4,500 residents (2%). ; Created a second Planning Assistant position to provide better customer service and support for the division.

ADOPTED BUDGET FISCAL YEAR 2016-17

160

CITY OF NORTH LAS VEGAS

FY 2017 Goals:

Building Safety

z Implementation of over-the-counter plan review for less complicated Fire Prevention projects. z

Create Annual Facilities Permit for High Rise Resort and other complex businesses. z Provide Annul Facilities Permit for North Las Vegas owned and operated properties. z Update the current routing matrix to streamline functions. z Implement Tyler Technologies software. z Re-evaluateinspectionservicestobestprovideforthecustomer'sneeds. z Improve field inspection efficiency using Tyler Technologies routing software.

Business License

z Implement enhancements to the Municipal Code that govern Business Licenses, with the goals of developing more

efficient and effective policies and procedures for division operations.

Code Enforcement z Propose an ordinance introducing a Property Maintenance Program to allow for efficiencies and a uniformed

approach to the enforcement of violations. z Propose an ordinance introducing civil penalties and fees to increase efficiencies in enforcement and decrease operating costs. z Seek additional grant opportunities to help offset department operational costs for service requests. z Continue to refine and enhance revenue generating programs. z Continue work with regional organizations and City departments to address the needs of the homeless and to eliminate dangerous encampments. z Refine and create new benchmarks for the Foreclosure Registration Program that addresses the care and maintenance of homes that are subject to the foreclosure process. z Continue work and collaborate with other City departments to address illegal occupancy in vacant, abandoned or homes in foreclosure. z Expand the use of media and social media to promote department successes with programs and coordinated events.

z Continue to promote the Cityâ&#x20AC;&#x2122;s Smartphone applications to community partners and neighborhood organizations to

use for the reporting of code violations or concerns in an effort to improve beautification efforts throughout the City.

Fire Prevention z Inspect all High Hazard buildings / facilities within the month of permit expiration in accordance with the

Inspection Frequency Schedule developed. z Inspect all Moderate Hazard buildings / facilities within the month of permit expiration in accordance with the Inspection Frequency Schedule developed.

Graffiti z Hire an additional staff member to increase graffiti and sign removal. z Seekadditionalgrantopportunitiestohelpoffsetdepartmentoperationalcostsforservicerequests. z Create an educational program to address the negative effects of graffiti on the community and promote the positive

aspects of a clean and graffiti-free city. z Find additional opportunities to promote the display of public art as a way to deter graffiti and support beautification efforts. z Seek equipment and products that improve efficiencies and reduce costs associated with graffiti removal. z Support participation and collaboration with volunteers and civic organizations with community events that promote the removal and reduction of graffiti. z Continue work with neighborhood and community partners to improve beautification efforts throughout the city.

z Continue to seek funding sources to support graffiti abatement and beautification projects. Planning & Zoning z Continue to improve customer service throughout the division and department.

ADOPTED BUDGET FISCAL YEAR 2016-17

161

CITY OF NORTH LAS VEGAS

Performance Metrics: Building Safety z Park Impact Fee collected through

Building Permits. Fire Prevention

z Inspect all Operational Permits within

their month of expiration in accordance with the Inspection Frequency Schedule developed.

Inspect all Deficiency Notices received from fire protection contractors within the timeframe of expectation in accordance with Completion of Assignments SOG.

Actual FY 2015

Goal FY 2016

Estimated FY 2016

Goal FY 2017

Trend

$314,044

$345,448

$411,087

$379,548

42.00%

100.00%

0.00%

100.00%

10.00%

100.00%

Villages at Tule Springs Land Use Plan

ADOPTED BUDGET FISCAL YEAR 2016-17

162

CITY OF NORTH LAS VEGAS

FY 2016 Highlights:

Building Safety ; Assisted the North Las Vegas Parks and Recreation Department with the Craig Ranch Regional Amphitheater

improvement project. ; Performed interdepartmental support for Kiel Ranch Historic Park rehabilitation.

Fire Prevention ; Collected additional revenue in the Fire Impact Fee account due to the amount of new square footage built in the

City.

Planning & Zoning ; Chaired the Southern Nevada Regional Planning Coalitionâ&#x20AC;&#x2122;s Regional Open Space and Trails Working Group. ;

Finalized the Complete Streets Corridor Ranking Study. ; Negotiated development standards and design guidelines for the Villages at Tule Springs. ; Completed the review of the Comprehensive Plan for the compliance with the Southern Nevada Regional Planning Coalition Regional Schools Transportation Access Plan.

FY 2017 Goals:

Building Safety z Implementation of Annual Facilities Permit for City project to eliminate the need for review and permitting of each

item allowed by the facilities permit process. z Prioritize CIP projects for plan review and permitting processes to be proactive to our City's needs. z Continue to look for ways to increase efficiency and customer service. z Continue to work with Fire Prevention to establish processes for internal and external customer service.

Fire Prevention z Inspect all Operational Permits within their month of expiration in accordance with the Inspection Frequency

Schedule developed. z Inspect all Deficiency Notices received from fire protection contractors within the timeframe of expectation in accordance with Completion of Assignments SOG.

Planning & Zoning z Review and evaluate existing policies included in the Comprehensive Master Plan to ensure a sustainable future for

the City. z Continue to review Title 17 (Zoning Ordinance) and amend as necessary. z Work with the Clark County Desert Conservation Program on the update to the Regional Multi-Species Habitat Conservation Plan. z Support the Southern Nevada Regional Planning Coalition regional planning efforts through participation on various regional working groups. z Develop the Northeast Valley Transportation Network Study in conjunction with the Regional Transportation Commission and Clark County. z Finalize all development criteria and agreements for the Villages at Tule Springs.

ADOPTED BU G ET FISCAL YEA

Permit Application Center (PAC) City Hall

163

2016-17

Business License Staff

CITY OF NORTH LAS VEGAS

Department Financial Trend - Community Development & Compliance 2016 Adopted Budget

2015 Actual

2017 Adopted Budget

2016 Projection

2016 vs 2017 Variance Amount Percent

Expenditures by Object

Salaries & Wages Employee Benefits Supplies & Services

Expenditures by Division CDC-PZ-Administration * CDC-PZ-Advanced * CDC-Planning CDC-Graffiti CDC-Fire Inspections CDC-Building Safety CDC-Code Enforcement CDC-Business License CDC-PSOTH-Vacant CDC-GG-Vacant

Expenditures by Fund General Fund Redevelopment Fund - Downtown Redvelopment Fund - North Vacant Building Clearance NSP-Neighborhood Stabilization Kiel Ranch Restoration & Operation Graffiti Fund Capital Funds Workers Compensation Fund

3,322,800 1,735,811 596,562

3,292,046 1,897,565 846,562

3,615,038 1,967,116 1,059,588

322,992 69,551 213,026

9.8 3.7 25.2

4,553,968

5,655,173

6,036,173

6,641,742

605,569

10.0

1,067,622 362,077 984,156 1,660,067 909,018 672,233

1,067,622 612,077 858,011 1,791,067 793,204 662,082 241,959 10,151

1,059,252 838,310 1,149,484 1,963,301 925,967 705,428

(8,370) 226,233 291,473 172,234 132,763 43,346 (241,959) (10,151)

(0.8) 37.0 34.0 9.6 16.7 6.5 (100.0) (100.0)

4,553,968

5,655,173

6,036,173

6,641,742

605,569

10.0

3,778,613

4,908,051 25,000 15,000 385,045

4,907,841 25,000 15,000 516,255

5,194,425 25,000 15,000 609,007

286,584

5.8

92,752

18.0

322,077

572,077

798,310

226,233

39.5

5,655,173

6,036,173

6,641,742

605,569

10.0

47,792 3,060 1,004,227 244,209 11,868 1,534,284 968,792 524,104 215,632

2,854,969 1,188,481 510,518

518,362 (22) 244,209 851 11,955 4,553,968

* Effective 2016 Fire Inspections Report to CDC

Authorized Personnel - Community Development & Compliance 2015 Actual FTE's General Fund CDC-Business License CDC-Building Safety CDC-Code Enforcement CDC-PZ-Advanced CDC-PZ-General CDC-Fire Prevention

2016 Budget FTE's

2016 Projection FTE's

2017 Budget FTE's

7.00 11.00 4.67 (1.00) 8.70

7.00 12.00 5.67

6.00 15.50 3.17

7.00 15.50 3.17

6.70 7.00

7.00 8.00

1.00

Total FTE's General Fund

30.37

38.37

39.67

Other Funds Vacant Building Clearance Graffiti

3.33 3.00

4.83 4.00

4.83 5.00

1.00

Total FTE's Other Funds

6.33

8.83

9.83

1.00

36.70

44.70

48.50

50.50

2.00

Total FTE's Community Dev. & Compliance

ADOPTED BUDGET FISCAL YEAR 2016-17

164

40.67

Net Chg

CITY OF NORTH LAS VEGAS

Finance Department

FINANCE DIRECTOR

BUDGET

Budget Prep Compliance & Monitoring Long Range Projections Budget Doc Development CIP/Grant Acctng

ADMINISTRATION

INFORMATION TECHNOLOGY

UTILITIES ACCOUNTING

CITYWIDE ACCOUNTING

Application Support Service Desk Telephony Support Server & Storage Support Database Adminstration Cybersecurity IT Technical Analysis IT Project Management Purchasing Desktop and Mobile Computer Support Network & Data Com. Support

Payroll A/P & Disbursements Capital Assets PnG Accounting GL Maintenance Financial Reporting

Utility GL Maint. Financial Rpting Statement Prep Account Maint. Rate Structure CIP/Grant Tracking Utility Budgets

FINANCE

ADMINISTRATIVE SERVICES

Debt Administration

Purchasing

Cash & Investment

Risk

A/R & Collections Financial Reporting

Management Formal

Mission Statement The mission of the Finance Department is to provide professional services to City departments and the citizens to ensure current and future fiscal integrity, optimal use of technology, and financial transparency. Department Description The Finance Department is organized into six divisions that provide services to other City departments and our citizens. The department provides financial and administrative services, including finance, accounting, budget and capital improvement programming, revenue collections, utilities financial reporting, grants, debt management, information technology, purchasing and risk management.

Division/Major Program Descriptions Administration - The Administration Division provides overall management of the Finance Department’s operations, facilitates Citywide financial planning, coordinates the financing of City projects, and provides City Management with current information concerning economic conditions and fiscal impacts of legislative decisions. Finance & Accounting- The Finance and Accounting Divisions are responsible for providing accurate and timely financial information to the public, bondholders, grantors, auditors, the City Council, and management. Such financial reporting information

includes the Comprehensive Annual Financial Report (CAFR), for which the City has won a Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association of the United States and Canada (GFOA). The Certificate of Achievement is the highest form of recognition in the area of governmental accounting and financial reporting, and its attainment represents a significant accomplishment by a government and its management. The City of North Las Vegas has been awarded the Certificate of Achievement every year since 1981. The Finance Division is responsible for debt administration, including the City’s Debt Management Policy and the corresponding reporting requirements associated with the issuance of municipal debt. Other responsibilities include cash management, investment of the City’s portfolio, special improvement district administration, as well as accounts receivable. The Accounting Division is responsible for payroll and the corresponding reporting requirements, accounts payable, capital assets, projects and grants accounting, including managing the reimbursements of capital programs, and monitoring the financial activities of various grant programs. This Division also maintains the integrity of the City’s general ledger.

ADOPTED BUDGET FISCAL YEAR 2016-17

165

Bidding

Contracts

CITY OF NORTH LAS VEGAS

Budget - The Budget Division is responsible for the coordination, preparation, and adoption of the City’s operating budget, as well as the submission of the adopted budget to the State Department of Taxation (State) as required by Nevada Revised Statutes. The Division is also responsible for reconciling and submitting the capital improvement plan (CIP) to the State, which outlines the short- and long-term capital improvement projects that will be implemented over the next five fiscal years. Other responsibilities include tracking full-time equivalent (FTE) positions, providing financial analysis in a variety of areas, including labor negotiations and legislative impacts, as well as providing assistance with the City’s annual audit process. This Division also prepares and submits the annual Adopted Budget document to the GFOA for review and consideration of the Distinguished Budget Award. Since its first submittal in fiscal year 2004, the City has received the Distinguished Budget Award every fiscal year, with the exception of fiscal year 2012. The City has also received special recognition budget awards from the GFOA, including Outstanding as a Communications Device and Outstanding as a Policy Document on several occasions.

The Application Support Team provides automated solutions to business problems. They analyze business processes; identify needs; design improvements; consider alternatives; recommend, develop, and implement solutions. Solutions may incorporate computer programs, internet services, the public telephone network and kiosks.

Utilities Accounting - The Utilities Accounting Division provides financial services in support of the City’s water and wastewater utilities. This includes accounting, accounts payable, accounts receivable, collections, general ledger maintenance, budgeting, financial forecasting and rate analysis. The Division also provides monthly financial and statistical reports for internal users.

Purchasing and Risk Management The Purchasing and Risk Management Division manages the procurement process with respect to materials, supplies, services, and equipment for City departments, ensuring the lowest possible cost without compromising quality. This Division also manages the City’s formal bidding processes, as well as administering the corresponding contracts. The City maintains a self-insurance fund to cover all liability and property damage claims made or occurring prior to securing its excess liability policies. As such, this Division purchases the excess liability insurance policies and also investigates and resolves non-injury property damage claims made against the City.

Information Technology (IT) - The IT Division provides services, including the purchase, installation, implementation, management, and maintenance of information technology systems. Services also include data and voice networks, IT security, electronic mail, internet access, website development, and audio/visual equipment through the following support groups:

The Desktop Support Team monitors technology operations to proactively enhance services with minimum disruption to business processes; provides a service desk for customer interaction and technical assistance; supports technical configuration inquiries; assists in gathering requirements; provides system performance validation; supports automated audio/visual equipment; and installs, maintains, and supports desktop hardware, business software, and related peripherals and equipment. The Infrastructure Team builds, maintains, and secures the City’s network and systems infrastructure. They provide reliable data and voice communications, manage and maintain servers and storage, and provide life cycle management of the City’s computing resources.

New Backup Server Room

ADOPTED BUDGET FISCAL YEAR 2016-17

166

CITY OF NORTH LAS VEGAS

FY 2016 Highlights:

Accounting and Budget ; Worked on a financial plan to provide infrastructure to APEX, a roughly 20,000 acre industrial park located within the City's boundaries that would provide 57,960 direct jobs through aircraft and general machinery manufacturing, warehousing and storage, wholesale trade business, and data processing. ; Enhanced applications to support medical marijuana systems requirements. ; Budget assisted Public Works with the development of the 2017-2021 Capital Improvement Plan to further development of the City's infrastructure, streets and parks. FY 2017 Goals: Accounting and Budget z Continue to explore financing solutions for infrastructure needs throughout the City and in particular areas of future development.

Actual FY 2015

Goal FY 2016

Estimated FY 2016

Goal FY 2017

Trend

Ba3/BBB+/BB+

Ba2/BB-/B

Ba1/BB+/B+

6.27%

8.05%

9.93%

8.58%

$452,728

$738,365

$800,000

$850,000

Yes

Public Hearings Held

Budget Books Produced

Yes

$30.9MM

$119.9MM

$54.8MM

$40.0MM

Performance Metrics: Accounting and Budget z z z z

Bond Rating General Fund Balance Reserve General Fund Rental Income Official 7 year forecast release

z GFOA Certificate of Achievement z z z z

(CAFR)

GFOA Distinguished Budget Award CIP Reimbursements Billed

ADOPTED BUDGET FISCAL YEAR 2016-17

167

CITY OF NORTH LAS VEGAS

Purchasing & Risk Management z Achieve fiscal savings through the use of competitive bidding, RFP’s and contracts negotiation.

$654K Savings $750K Savings $800K Savings $800K Savings

z Contracts

$12.5MM

$14.0MM

$15.7MM

$17.0MM

z Risk Mgmt Recovery

$309,602

$385,000

$390,000

$500,000

$151K Recovered

$160K Recovered

$168K Recovered

$170K Recovered

z Achieve fiscal savings through the

use of competitive bidding, RFP’s and contracts negotiation.

FY 2016 Highlights: Accounting and Budget ; Continued to provide more effective use of the City's building facilities by strategically relocating departments resulting in rental office space for two other governmental agencies, as well as, the lease and sale of vacant building facilities ; Received the Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association (GFOA) for the Comprehensive Annual Financial Report (CAFR). This is the 34th consecutive year for which the City has received this award. ; Coordinated development and adoption of the $516.2M fiscal 2017 Budget. ; Received the Distinguished Budget Presentation Award for its FY 2016 Budget, the 11th year the City has received this award. ; Coordinated with Public Works on development of the $236.6M 5-year Capital Improvement Plan for the fiscal years 2016- 2020 with funding option recommendations. Purchasing & Risk Management ; Negotiated over 200 contracts and Amendments. ; Processed over 24,000 purchase orders. ; Conducted 26 Formal Bids, Quotes, RFP’s. ; Conducted 60 infrastructure recovery actions. Information Technology ; Implemented backup server room. ; Replaced DMZ Infrastructure. ; Increased Server Virtualization to 80%. ; Refreshed City's website. ; Upgraded Sire Software. ; Upgrade Municipal Court IT applications. ; Implemented Self Service Checkout application.

FY 2017 Goals: Accounting and Budget z Continue to identify areas throughout the Organization where improved effectiveness and efficiencies will lead to cost containment and reductions without interruption to service delivery or placing undue financial burden on the citizens by way of additional taxes. Identified efficiency savings would allow the City the ability to increase staffing to assist with further growth and delivery services for the citizens of North Las Vegas. z Continue working with the Bonding Agencies to show the City's prudent fiscal management gains could allow for rating

improvements.

ADOPTED BUDGET FISCAL YEAR 2016-17

168

CITY OF NORTH LAS VEGAS

Purchasing & Risk Management z Increase the amount of contracts we enter into z Continue to expeditiously process purchase orders. z Increase the use of formal bids, quotes, RFP's. z Increase the amount of infrastructure recovery actions. z Reduce the amount of claims against the City. Information Technology z Implement Virtual DR Warm Site z Implement Next Generation Firewall.

z Implement Virtual Networking. z Replace Public Works Business License, Permitting, and Management Applications. z Replace Neighborhood and Leisure Services registration, sports leagues, and facility booking.

Actual FY 2015

Goal FY 2016

Estimated FY 2016

Goal FY 2017

Personal computers refreshed

250

125

Virtual Desktop Infrastructure

N/A

125

250

Performance Metrics: z z

FY 2016 Highlights: Information Technology ; Library public access computer replacement. ; Implement Virtual Desktop Infrastructure at the Main Library. FY 2017 Goals: z Implement Virtual Desktop Infrastructure at Alexander and Aliante Libraries.

ADOPTED BUDGET FISCAL YEAR 2016-17

169

Trend

CITY OF NORTH LAS VEGAS

Authorized Personnel - Finance

General Fund FN-Accounting FN-Administration FN-Budget FN-CIP Grant Accounting FN-IT-Administration FN-Purch & Risk Mgmt

Total FTE's General Fund Other Funds Wastewater Fund Water Fund

Total FTE's Other Funds

Total FTE's Finance

2016 Projection FTE's

2017 Budget FTE's

2015 Actual FTE's

2016 Budget FTE's

10.00 2.00 3.00 2.00 19.50 4.00

12.00 2.00 3.00 2.00 19.50 3.00

13.00 2.00 2.00 2.00 20.00 4.00

40.50

41.50

43.00

0.15 0.35

0.30 0.70

0.50

1.00

41.00

42.00

44.00

City of North Las Vegas Finance Team is selected as the recipients of the 18th Annual Cashman Good Government Award

ADOPTED BUDGET FISCAL YEAR 2016-17

170

Net Chg

CITY OF NORTH LAS VEGAS

Department Financial Trend - Finance 2015 Actual

2016 Adopted Budget

2017 Adopted Budget

2016 Projection

2016 vs 2017 Variance Amount Percent

Expenditures by Object

Salaries & Wages Employee Benefits Supplies & Services Capital Outlay

Expenditures by Division FN-Administration FN-Budget FN-Accounting FN-Purchasing & Risk Mgmnt FN-CIP and Grant Accounting FN-IT-Administration FN-GG-Vacant

Expenditures by Fund General Fund Special Revenue Funds Water Fund Wastewater Fund Workers Comp Fund

Total Operating Funds

3,200,191 1,496,819 2,077,887 2,325,217

3,652,672 1,897,035 4,179,234

3,611,103 1,938,604 4,440,924 259,500

3,757,642 2,026,002 6,287,175

146,539 87,398 1,846,251 (259,500)

4.1 4.5 41.6 (100.0)

9,100,114

9,728,941

10,250,131

12,070,819

1,820,688

17.8

316,257 370,445 1,195,823 342,290 235,740 6,639,559

347,203 297,546 1,829,449 482,567 204,167 6,568,009

332,203 360,029 1,721,854 478,933 204,167 7,074,394 78,551

343,049 296,887 1,937,057 502,697 210,137 8,780,992

10,846 (63,142) 215,203 23,764 5,970 1,706,598 (78,551)

3.3 (17.5) 12.5 5.0 2.9 24.1 (100.0)

9,100,114

9,728,941

10,250,131

12,070,819

1,820,688

17.8

6,434,740 788 78,333 33,570 109

8,086,528 369,410 84,625 36,268

8,403,528

700,273 369,410 1,947 838

8.3

84,625 36,268

9,103,801 369,410 86,572 37,106

6,547,540

8,576,831

8,524,421

9,596,889

1,072,468

12.6

1,970,741 531,300 83 332 3,407 942 332 758 362 9,817 226 28,179 3,751 249 2,095

981,225 170,885

1,321,325 404,385

831,225 1,642,705

(490,100) 1,238,320

(37.1) 306.2

2,552,574

1,152,110

1,725,710

2,473,930

748,220

43.4

9,100,114

9,728,941

10,250,131

12,070,819

1,820,688

17.8

2.3 2.3

Capital Projects Civic Center, 2006 Bonds IT Projects, 2006A Bonds HUD Capital Projects - Streets Municipal Facilities Parks & Rec Capital Projects Street Projects HUD Capital Projects - Parks PS Projects, 2006A Bonds Las Vegas Wash Main Branch FC - Flood Control Projects FC - Transportation Projects RTC - Transportation Projects NDOT - Capital Projects Parks & Rec Proj. - 2006 Bonds Parks & Rec Projects - BLM Total Capital Projects Total Departmental Expenditures

ADOPTED BUDGET FISCAL YEAR 2016-17

171

CITY OF NORTH LAS VEGAS

Fire Department FIRE CHIEF

EMERGENCY OPERATIONS

SUPPORT SERVICES

SPECIAL OPERATIONS

EMS Division Technical Rescue Fiscal Services Division Hazardous Materials Training Division Nevada Task Force 1 Fire Investigations Division Community Liaison/Public Information Officer Fire Accreditation/ ISO Coordinator

Fire Response EMS Response Rescue Response

Mission Statement To advance the City of North Las Vegas vision by providing dedicated emergency and community services in a professional manner. We will be a diverse workforce that provides quality fire and life safety through proactive and innovative training, education, ongoing risk assessments, and community involvement. We will be vigilant, brave and prepared. in training, initiate life safety drills, maintain equipment in a state of readiness, and interact with the public on fire prevention related matters as part of their daily routine, drills, maintain equipment in a state of readiness, and interact with the public on fire prevention related matters as part of their daily routine.

Department Description The Fire Department is budgeted for uniformed and civilian employees who comprise the Administration, Emergency Operations, and Support Services Divisions. Personnel provide emergency services response, basic and advanced life support, emergency management, training, fire investigations, public information, and public education, as well as administrative services.

The Support Services Division consists of the EMS Division, Fiscal Services Division, Training Division, Fire Investigations Division, Community Liaison (Public Education)/Public Information Officer, and the Fire Accreditation/ISO Division.

Division/Major Program Description The Administrative Division consists of the Executive Management Team, which includes the Fire Chief and one (1) Assistant Fire Chief who manages the major functional components of the department. The Executive Team is supported through the services of the Executive Secretary to the Fire Chief. The Emergency Operations Division is responsible for emergency and non-emergency response services. Eight (8) strategically located fire stations deploy personnel for twenty-four (24) hour emergency response to fires, medical emergencies, natural & man-made disasters, and various other calls for service. Uniform personnel participate

• The Emergency Medical Services (EMS) Division is responsible for ensuring all North Las Vegas Fire personnel provide the highest quality emergency medical care to the citizens and visitors of North Las Vegas. The EMS Division supports fire and rescue operations with supplies, oversees compliance with ambulance contractor agreements; provides medical disaster planning for the community; and serves on various local, state and national EMS committees. • The Fiscal Services Division assists in developing and maintaining the financial and budget process of the NLVFD. This division manages the department’s time entry, payroll, accounting and budget responsibilities.

ADOPTED BUDGET FISCAL YEAR 2016-17

172

CITY OF NORTH LAS VEGAS

• The Training Division is responsible for the personal safety, training and professional development of all department personnel. The Training Division conducts scheduled training for a vast variety of subjects including fire operations, hazardous materials, technical rescue, emergency medical services, personnel management/leadership, etc. The division is also responsible for providing guidance and oversight in the areas of continuing education and professional development.

The Special Operations Division is also included in support services and includes three programs: Technical Rescue, Hazardous Materials, and Nevada Task Force 1.

• The Fire Investigations Division is responsible for investigating fires to determine the origin and identify cause in an effort to prevent fires. If the cause of the fire is determined to be negligent, careless, or incendiary, the Fire Investigations Division will enforce local, state, and federal codes, laws and ordinances as applicable. • The Com m unity Liaison (Public Education)/Public Inform ation Officer is responsible for coordinating the department’s public, media, marketing and intergovernmental relations. The primary goal of the position is to disseminate information and keep the public informed, in conjunction with working with the media to allow this to happen. The Community Liaison Officer is the Supervisor for outreach programs for public education and prevention, supervised tours of the department, planning, organizing, and creating community events as well as participating in other programs via partnerships. • The Fire Accreditation/ISO Division is responsible for pursuing Fire Department Accreditation and working toward maintaining/improving the department’s Insurance Services Office (ISO) rating.

• Technical Rescue (TRT) The North Las Vegas Fire Department continues to work towards the development and implementation of a technical rescue program applicable to the needs of the City. Technical Rescue incidents can involve swift water /flash flooding, trench rescue, confined space and a variety of other entrapments. • Hazardous Materials (Haz-Mat) The North Las Vegas Fire Department continues to work towards the development and implementation of a hazardous materials response program that compliments the existing resources within the Las Vegas Valley. • Nevada Task Force 1 (NVTF-1) is one of twenty- eight (28) Federal Emergency Management Agency (FEMA) Urban Search and Rescue (USAR) Task Forces that are prepared to respond to state or federal disasters throughout the United States. These task force teams, complete with necessary tools, equipment, required skills and techniques, can be deployed by FEMA for the rescue of victims of structural collapses due to man-made or natural disasters. A USAR team consists of seven components: Command, Search, Rescue, Medical, Haz-Mat, Planning, and Logistics. A manager coordinates each of the components; the task force leader coordinates the team. Its members include doctors, structural engineers, riggers, technical information specialists, hazardous materials technicians, rescue specialists, search specialists, K-9 search specialists, communication specialists and others. North Las Vegas Fire Department has fifteen (15) members on the team.

NLVFD participating in Coats for Kids

ADOPTED BUDGET FISCAL YEAR 2016-17

173

CITY OF NORTH LAS VEGAS

Performance Metrics:

Actual FY 2015 1:20

z Average Turnout Time

Goal FY 2016 -

Estimated FY 2016 1:03

Goal FY 2017 1:00

Trend S

FY 2016 Highlights: ; Conducted monthly CPR classes for CNLV employees. ; Provided monthly ACLS and PALS recertification training. ; Reduced department-wide turn out times by 17 seconds.

FY 2017 Goals: z Provide car safety seat checks and installations at check points throughout the city and at fire stations. Provide our firefighters with educational refreshers on this subject. z Develop a Youth Firesetter Program. z Implement Continuous Quality Improvement in Emergency Medical Services (EMS). z Participate in the Healthcare Continuum. z Continue to provide hospital transport services to the citizens of North Las Vegas. z Refurbish an existing fire engine, rather than buying new, to enhance our services to the City.

Fire crews battling three alarm blaze

2015 Recruit Academy performing live fire training.

ADOPTED BUDGET FISCAL YEAR 2016-17

174

CITY OF NORTH LAS VEGAS

Performance Metrics:

Actual FY 2015 $58,371

z Cost Recovery

Goal FY 2016 -

Estimated FY 2016 $100K

Goal FY 2017 $400K

Trend S

FY 2016 Highlights: ; Increased amount of patient transports resulting in cost recovery to the City.

FY 2017 Goals: z Continue to seek grants for our fire department equipment and personnel, public education campaigns, and Northern S.T.A.R.S. Safety Village. z Continue to find ways to streamline processes for department personnel in order to eliminate extra work or duplication of effort. z Seek ordinance changes that would allow the fire department to recoup money for services provided. z

Revisit our ambulance franchise agreements. z Develop a succession plan for the future of the department. z Manage the Fire Grant fund for future years, mainly EMPG funds. z Complete IAFF Contractual changes with Finance/IT/Oracle. z Forecast the future fire budget based on APEX and other potential growth.

2016 Recruit Academy

ADOPTED BUDGET FISCAL YEAR 2016-17

175

CITY OF NORTH LAS VEGAS

Performance Metrics:

Actual FY 2015 33,246 233 events

z Training Hours z Public Education

Goal FY 2016 - -

Estimated FY 2016 37,172 308 events

Goal FY 2017 38,000 -

Trend S S

FY 2016 Highlights: ; Completed 37,172 hours of fire training. ; Held Engineer and Officer Development School and subsequent promotional tests. ; Held a firefighter recruit academy for seven new firefighter/paramedics. ; Participated in a total of 308 community outreach events, reaching 596,372 people. ; Completed 5,135 hours of EMS education. ; Completed the remodel of Fire Station 51. ; Became a Registered Agency through the Center for Public Safety Excellence.

FY 2017 Goals: z Continue hosting quarterly Pancake Breakfast/Open Houses at our fire stations. z Continue to educate the public during numerous community outreach events throughout the year. z Maintain partnership with the Boy Scouts of America with our Smoke Alarm installation program. z Implement a Critical Incident Stress Management program for our personnel. z Develop a Wellness and Fitness program for firefighters to improve their health and well-being. z Maintain membership in the Southern Nevada Arson Group (SNAG) and develop Standard Operating Guidelines (SOGâ&#x20AC;&#x2122;s) to ensure accountability, consistency and best practices throughout the Valley. z Deploy new radios throughout the department to ensure firefighters have sufficient means of communication and to maintain safety. z Remove expired firefighter helmets from service and deploy new one to maintain firefighter safety. z Seek to become an Accredited Agency and ensure our department is operating according to best practices.

z Maintain Insurance Services Office (ISO) rating of two (2) or better. z Hold at least one (1) Fire Academy to rebuild and strengthen our department. z Perform more hands-on training for our firefighters and seek funding to build/obtain a training center at which we

could hold hands-on training, public education, and fire academies. z Refresh Fire Stations 55 and 56 and apparatus bay doors at Fire Station 54.

Authorized Personnel - Fire 2015 Actual FTE's General Fund FD-Administration FD-Community Life Safety FD-Fire Spt Operations FD-Fire Spt Services

Total FTE's Fire

2016 Budget FTE's

2016 Projection FTE's

2017 Budget FTE's

6.00 8.00 142.00 11.00

6.00 1.00 144.00 11.00

6.00

145.00 11.00

167.00

162.00

ADOPTED BUDGET FISCAL YEAR 2016-17

176

Net Chg

CITY OF NORTH LAS VEGAS

Department Financial Trend - Fire 2016 Adopted Budget

2016 Projection

2017 Adopted Budget

18,538,947 10,418,354 3,196,254 1,206,675 24,280

17,258,569 10,371,822 4,033,606 1,379,000

16,911,449 10,718,942 3,462,158 1,547,674

17,707,932 11,378,990 4,380,258 548,000

33,384,510

33,042,997

32,640,223

34,015,180

1,374,957

4.2

1,161,425 28,099,847 1,911,613 1,181,672 1,029,953

1,326,246 29,563,705 1,929,176 223,870

1,274,995 28,662,615 2,113,614

1,309,851 30,528,804 2,176,525

34,856 1,866,189 62,911

2.7 6.5 3.0

33,384,510

33,042,997

32,640,223

34,015,180

1,374,957

31,721,935 29,785 4,772 361,609

31,050,997

31,028,997 2,052

32,988,180

1,959,183 (2,052)

32,118,101

31,050,997

31,031,049

32,988,180

1,957,131

1,242,129 24,280

1,992,000

1,609,174

1,027,000

(582,174)

(36.2)

1,266,409

1,992,000

1,609,174

1,027,000

(582,174)

(36.2)

33,384,510

33,042,997

32,640,223

34,015,180

2015 Actual

2016 vs 2017 Variance Amount Percent

Expenditures by Object

Salaries & Wages Employee Benefits Supplies & Services Capital Outlay Depreciation *

Expenditures by Division FD-Administration FD-Fire Operations FD-Fire Spt Services FD-Community Life Safety FD-Vacant

Expenditures by Fund General Fund Fire Grant Fund Parks & Rec Community Events Workers Compensation Fund

Total Operating Funds

Public Safety Projects - Fire Motor Equipment Fund

Total Capital Project Funds

Total Fire Departmental Expenditures

588,999

* This schedule also includes depreciation expense.

Fire Department personnel volunteering at a Pink Heals event at the Hard Rock Hotel and Casino for Breast Cancer Awareness. ADOPTED BUDGET FISCAL YEAR 2016-17

177

796,483 660,048 918,100 (999,674)

(588,999)

1,374,957

4.7 6.2 26.5 (64.6)

(100.0) 4.2 6.3 (100.0)

6.3

4.2

CITY OF NORTH LAS VEGAS

Human Resources Department HUMAN RESOURCES DIRECTOR ADMINISTRATIVE SERVICES MANAGER

TALENT SELECTION & DEVELOPMENT CLASSIFICATION/COMPENSATION EMPLOYEE & LABOR RELATIONS ADMINISTRATION / HRIS / COMPLIANCE

BENEFITS ADMINISTRATION SAFETY TRAINING/COMPLIANCE WORKER’S COMPENSATION

Mission Statement We serve the City of North Las Vegas by providing our internal and external customers with the highest quality Human Resources in an efficient, courteous, and professional manner.

services to the citizens of North Las Vegas with the goal of making the City of North Las Vegas an employer of choice in our community.

Department Description It is the responsibility of the Human Resources Department to manage the human capital for the City of North Las Vegas in the most efficient and cost effective manner without sacrificing the City’s most valuable asset, its employees. In May of 2015, the decision was made to outsource the Human Resources function to a well known international consulting firm, Prism Global Management Group, LLC. It is anticipated Prism and their excellent reputation for quality service will generate a long term savings for the City while ensuring exceptional 24/7 customer service.

Talent/Development/Learning: Human Resources facilitates individual, team and organizational staff performance improvement and leadership development through training, learning and development opportunities. Training related to compliance and safety requirements is also conducted.

Division/Major Program Description Talent/Recruitment/Selection: The department is dedicated to consistent professional service to its customers and is committed to providing professional and competent customer service in innovative recruitment methods. Prism and City Management have partnered to recruit, hire, develop and retain a competent and diversified workforce who in turn provide high quality and cost effective

Classification/Compensation: Valid and reliable selection methods are demonstrated along with competent classification review and development, fair and consistent compensation practices, effective performance management, and meaningful employee relations. Employee/Labor Relations: The department proactively addresses employee relations to further a positive and productive work environment consistent with the City’s vision, values, policies, and legal requirements. Employee relations activities administered include; contract interpretation

ADOPTED BUDGET FISCAL YEAR 2016-17

178

CITY OF NORTH LAS VEGAS

departments, and any other personnel changes. Assistance is provided to citizens, employees, and applicants concerning HR core services. Human Resources ensures the delivery of high quality and cost effective customer service.

and investigations related to discipline, grievances and complaints. We promote positive working relationships and activities with other City departments, divisions and outside agencies, and oversee the discipline procedure and standards of conduct to ensure adherence to City and departmental policies. Additionally, interpretation and clarification of applicable Federal, State and Local laws, City policy and procedures, contracts and ordinances are reviewed and applied ensuring compliance.

Administration/HRIS/Compliance: Prism services include HRIS reports, such as exit and on-boarding documents, turnover and wage reports, and updates of personnel changes into the HRIS system including pay schedules, benefit elections and contractual benefit changes. The department prepares annual HR and Worker’s Compensation budgets, and facilitates and resolves benefit claims issues for the self-funded medical plan. Electronic personnel files are maintained in Oracle for all City employees including processed unemployment and worker compensation claims, responses to requests for employment verifications, statistical data gathered related to personnel records as requested by City

Benefits/Safety/Workers’ Compensation: Human Resources provides a competitive employee benefits package including quality and cost-effective health insurance for medical, dental and vision care, life insurance, as well as retirement and deferred compensation plans. Administration of FMLA leave, COBRA, and compliance of mandated benefits, legislation, and legal requirements are performed. Additionally, the department administers a variety of supplemental and voluntary benefits, and coordinates educational events dealing with work/life balance, wellness seminars and other employee programs. The Human Resources Department ensures best practices and legal requirements to provide and maintain a safe and healthy work environment for employees and chairs the City’s safety committee. We also administer a Workers’ Compensation program which provides workers with protection and income replacement benefits due to an illness or injury suffered on the job.

FY 2016 Highlights: ; Workers Comp claims trending down. ; Online safety training and establishment of safety committee. ; HR metrics established and measured on a regular basis. ; Improvement in the recruiting process, national search and sourcing programs developed to attract talent for key positions. ; Employee Wellness program development; phase one. ; Vendor outreach, re-established key partner relationships resulting in employee perk benefits and discounts. ; Process n variety o areas positively impacting efficiency an communication between departmenimprovement i f d ts. FY 2017 Goals: z Implement benefits administration software. z Move to phase two in Wellness program development. z Review of all Teamster class specs. z Focus on leadership and development, specific HR training.

ADOPTED BUDGET FISCAL YEAR 2016-17

179

CITY OF NORTH LAS VEGAS

Department Financial Trend - Human Resources 2015 Actual

2016 Adopted Budget

2016 Projection

2017 Adopted Budget

2016 vs 2017 Variance Amount Percent

Expenditures by Object

Salaries & Wages Employee Benefits Supplies & Services

Expenditures by Division HR-Administration HR-GG-Vacant

Expenditures by Fund General Fund Workers Comp Self Insurance

852,900

(48,635) (24,234) (220,847)

(100.0) (100.0) (20.6)

1,146,616

852,900

(293,716)

(25.6)

1,187,983

1,146,616

852,900

(293,716)

(25.6)

1,096,822

1,187,983

1,146,616

852,900

(293,716)

(25.6)

1,096,754 68

1,187,983

1,146,616

852,900

(293,716)

(25.6)

1,096,822

1,187,983

1,146,616

852,900

(293,716)

(25.6)

690,258 271,552 135,012

668,302 400,614 119,067

48,635 24,234 1,073,747

1,096,822

1,187,983

912,132 184,690

ADOPTED BUDGET FISCAL YEAR 2016-17

180

CITY OF NORTH LAS VEGAS

Library District NORTH LAS VEGAS LIBRARY DISTRICT DIRECTOR Administration Circulation Adult Services Family Services Technical Services

Mission Statement In our city of many neighborhoods, we are the people and places that provide the educational resources to support students, grow careers, and enrich lives.

Adult Services is responsible for selecting materials for the collection, providing reference service, reader’s assistance, interlibrary loans, helping patrons with computers and electronic resources, and planning public library service programs appropriate to community needs.

Department Description The North Las Vegas Library District serves the residents of the City of North Las Vegas, which encompasses an area of 100+ square miles. The Library District consists of the North Las Vegas Library, the Aliante Library and the Alexander Library. The District serves a diverse community of more than 235,000 residents providing reference services and materials, popular materials, public access computers, children’s services, a Spanish collection, as well as programming for adults, children, and families.

Family Services is responsible for selecting materials, providing reference service, homework assistance, outreach, story times, and specialized programs for children and their families. Technical Services handles acquisition, cataloging, processing, and maintenance of the materials in the library.

Division/Major Program Description Administration provides leadership, guidance, direction, and supervision of library staff. They are also responsible for planning of services, technology, library facilities, and financial administration. This division develops ongoing community partnerships, seeks outside funding opportunities, implements and markets library services, and works with the City Manager, the Library Board of Trustees, and the Friends of the Library.

Circulation is responsible for activities connected with the lending and returning of library materials, the issuance of library cards, and the collection of fines. Director Forrest Lewis selected as 2015 Nevada Library Association’s Librarian of the Year ADOPTED BUDGET FISCAL YEAR 2016-17

181

CITY OF NORTH LAS VEGAS

FY 2016 Highlights: ; Received grant funding to upgrade our public access computers at all three library branches. These computers are used for homework help, resume writing, job applications, job searches, and many other tasks related to patrons seeking gainful employment. ; Formed a partnership with Workforce Connectionâ&#x20AC;&#x2122;s One Stop Career Center to allow for their basic computer and workforce

;

development classes to be taught in our City Hall library branch. The success of this program led to Goodwill of Southern Nevada offering additional workforce development classes at our Aliante library branch. Received grant funding to offer youth STEM programming for our pre-school and elementary students. These programs are designed to foster a love and appreciation for the STEM fields of Science, Technology, Engineering, and Mathematics.

FY 2017 Goals: z Work with IT to purchase and install the remaining public access computer, funded through a Museum and Library Services Technology Act grant. z Continue to offer basic computer and workforce development classes, offered through our community partners. z Pursue partnerships with the College of Southern Nevada and the University of Nevada, Las Vegas, to bring in additional workforce development and STEM classes. These partnerships will help to ensure an educated workforce for the high tech industries being courted for North Las Vegas.

FY 2016 Highlights: ; Installed self-check machines at all of our branches, now over half of all circulation transactions take place through self- check. This innovation frees up library staff to work on more important tasks. These machines secured with outside agency grants and private donations. ; Secured over $120,000 in grant funding to improve the programs and services of the North Las Vegas Library District.

FY 2017 Goals: z Continue to identify areas within the organization to improve efficiency and cost reductions. z Continue to seek community partnerships that allow us to enhance our services without the inherent cost involved with providing services in a vacuum. z Install bank card machines to allow patrons to pay their fines with debit or credit cards. z Continue to actively seek grant funding to provide a quality level of service beyond the realities of our established budget.

ADOPTED BUDGET FISCAL YEAR 2016-17

182

CITY OF NORTH LAS VEGAS

Actual FY 2015

Goal FY 2016

Estimated FY 2016

Goal FY 2017

Trend

Library Materials Circulation

502,249

600,000

430,000

500,000

Total Library Materials Holdings

200,166

210,000

205,000

210,000

Downloadable Book Circulation

47,098

50,000

63,000

65,000

Reference Questions Answered

53,378

60,000

45,000

50,000

Library Visitor Traffic

388,937

440,000

375,000

400,000

6,861

8,500

5,800

6,000

404 / 17,294

N/A

425 / 17,400

70,123

90,000

55,000

65,000

N/A

85,200

90,000

Performance Metrics: z z z z z z z z z

Library Cards Issued Library Program / Attendance Public Computer Usage Public WiFi Usage in the Library

FY 2016 Highlights: ; Completed a 5 year strategic plan for the Library District that focusses on key areas of service. Built into the plan are efficiency models that will allow staff to concentrate their efforts on areas of service that have the greatest positive impact for our community. ; Created updated Mission and Vision statements to reflect the findings and direction of the strategic plan. ; Worked with the IT department to update our website. The new site provides easier access to information on library programs and services, as well as online program and library card registration forms. ; Added more adult educational programs, with a focus on computer literacy and workforce development. FY 2017 Goals: z Add new online databases to reach non-traditional library users. Database services being considered include; online tutoring and homework assistance, ESL and foreign language instruction, and digital comic books and graphic novels for teens. z Increased focus on collection development to insure that we are maintaining a relevant materials collection for our patrons. z Continue to form meaningful partnerships to provide relevant educational resources. z Follow the guidelines of the strategic plan to focus our programs and services in the areas of workforce development and early childhood literacy.

Councilman Barron & Jose Armando Ruiz Talavera posing with models dressed in stylized costumes at the Alexander Library.

Young library patron showing off the snowman he made at the Alliante Library. Great job John!!

ADOPTED BUDGET FISCAL YEAR 2016-17

183

CITY OF NORTH LAS VEGAS

Department Financial Trend - Library

Expenditures by Object Salaries & Wages Employee Benefits Supplies & Services Principal Interest

Expenditures by Division LI-Administration

Expenditures by Fund Library Fund

2015 Actual

2016 Adopted Budget

2016 Projection

2017 Adopted Budget

1,088,580 522,684 472,569 365,000 107,748

1,079,509 545,721 548,967 385,000 91,761

1,109,399 585,154 569,432 400,000 74,898

29,890 39,433 20,465 15,000 (16,863)

2.8 7.2 3.7 3.9 (18.4)

2,556,581

2,650,958

2,738,883

87,925

3.3

2,556,581

2,650,958

2,738,883

87,925

3.3

2,556,581

2,650,958

2,738,883

87,925

3.3

2,556,581

2,650,958

2,738,883

87,925

3.3

2,556,581

2,650,958

2,738,883

87,925

3.3

Authorized Personnel - Library 2015 Actual FTE's Library Fund

Total FTE's NLV Library

2016 Budget FTE's

2016 Projection FTE's

2016 vs 2017 Variance Amount Percent

2017 Budget FTE's

20.00

18.50

20.00

18.50

Craft time at the City Hall Library Branch, in honor of El dia de los niños/El dia de los libros (Children’s Day/Book Day)

ADOPTED BUDGET FISCAL YEAR 2016-17

184

Net Chg

CITY OF NORTH LAS VEGAS

The Municipal Court

MUNICIPAL COURT JUDGES

COURT ADMINISTRATOR

JUDICIAL EXECUTIVE ASSISTANTS

EXECUTIVE ASSISTANT

Customer Service Division Court Programs Division Courtroom Support Division Court Compliance Division Warrant Division Judicial Enforcement Division Bailiff Division Information Technology Division

Mission Statement To provide a forum for fair and efficient adjudication of all matters brought before this court through continuous improvement of services, accessibility, and technology.

Department Description The Municipal Court is responsible for adjudicating traffic and misdemeanors that originate within the City of North Las Vegas. The North Las Vegas Municipal Court currently has two elected judges.

The court is comprised of the following divisions: Administration, Customer Service, Court Programs, Courtroom Support, Judicial Enforcement Division, Warrant Division, Information Technology, Bailiff Division, and Court Compliance Division.

Division/Major Program Description Administration is responsible for developing and implementing goals and objectives, policies and procedures, and overall planning and direction for the department. Administration also prepares and monitors the budget for the general fund, court facilities fund, administrative assessment fund, and the judicial enforcement funds within the court.

The Customer Service Division is the primary interface between the court and the public. The staff in this division is responsible for processing payments on court-ordered fines and bails, scheduling court appearances, maintaining all accounts receivable files, providing information on all archived cases, and processing mail and drop- box payments. This division assists customers in person and on the telephone. The Court Program Division manages the courtâ&#x20AC;&#x2122;s alternative sentencing programs and services for those cited with criminal misdemeanor offenses and traffic violations. The court currently offers a five-hour traffic school class, an eight-hour repeat offender class, a Driving Under the Influence (DUI) class, Counseling, a Life Skills class, a Petit Larceny class, and an Anger Management class. All of the classes are offered in English and Spanish.

ADOPTED BUDGET FISCAL YEAR 2016-17

185

CITY OF NORTH LAS VEGAS

This division also manages those who are assigned to the work program and have been sentenced to perform community service.

The Courtroom Support Division is comprised of a court preparatory unit and a courtroom unit. The court preparatory unit is responsible for all paperwork sent to the court from local law enforcement agencies and the Criminal Division of the North Las Vegas City Attorneyâ&#x20AC;&#x2122;s Office. This unit organizes all traffic citations prior to transferring them to the customer service division for additional processing and prepares all paperwork necessary for defendants who have scheduled court dates. It also works cooperatively with the courtroom unit to ensure that the presiding judge has all the documentation necessary for defendants scheduled to appear in court.

The courtroom unit is responsible for recording court proceedings and ensuring that all related documents related to each case are collected and properly maintained within case folders. It also issues pre-trial and trial dates and manages cases that have been forwarded to District Court on appeal.

retention and deletion of paper records. The Bailiff Division is responsible for providing a safe and secure environment for the public, staff, and judges. They operate the metal detector, scanner, and x-ray machines to reduce the risk of deadly weapons and/or contraband from entering the Justice Facility. The Bailiffs also assist with information and direction of court proceedings. The Court Compliance Division is responsible for monitoring the mandates of the Uniform System for Judicial Records and providing monthly statistics to the State. This Division is also responsible for recording and reconciling all revenue generated by the court and ensures that it is properly assigned and accounted for. To ensure compliance, the Stateâ&#x20AC;&#x2122;s Minimum Accounting Standards are used as a basis for cash handling procedures in the Division.

The Judicial Enforcement Division is responsible for enforcing judicial orders through the collection of delinquent fines and fees owed to the court. This division uses a variety of tools to assist in locating defendants whose cases are in delinquent or warrant status. These tools consist of contacting local community agencies, sending subpoenas to local utilities and places of employment, and reviewing credit reports. The court also utilizes a collection agency which this division oversees to ensure productivity.

The Warrant Division is responsible for the preparation of all Failure to Appear Warrants and Bench Warrants.

The Information Technology Division provides technical support for the courtâ&#x20AC;&#x2122;s computer system and responds to all requests and system problems. All computer training is also conducted through this division. This division is responsible for making sure the court is in compliance with the retention schedules set by the Nevada Revised Statutes for

North Las Vegas Municipal Court Building

ADOPTED BUDGET FISCAL YEAR 2016-17

186

CITY OF NORTH LAS VEGAS

Performance Metrics:

Actual FY 2015

Goal FY 2016

Estimated FY 2016

Goal FY 2017

Trend

z Percentage of qualified

defendants receiving court- appointed legal counsel z Compliance with language interpreter requirements z Compliance with state-mandated Minimum Accounting Standards

100%

z Compliance with disbursement of

100%

fines and fees to government agencies

FY 2016 Highlights: ; 5,488 Misdemeanor Cases Processed ; 13,951 Traffic and Parking Cases Processed ; $9,316,724 Fines, Fees and Assessments Imposed ; $8,570,417 Fines, Fees and Assessments Collected ; 11,745 Warrants Issued ; 12,571 Warrants Served ; 30,458 Court Hearings Held ; 61,022 Customers Served at Customer Service Windows ; 70,274 Customers Served via Telephone FY 2017 Goals: z Establish measurement standards for: (a) Time to disposition (the percentage of cases disposed or otherwise resolved with an established time frame); (b) Clearance Rates (the number of outgoing cases as a percentage of the number of incoming cases); and (c) Age of Pending Caseload (the age of active cases pending before the court). z Reduce customer wait time in the lobby and on the phone, and increasing customer service, by providing more information and options on the Court's website; streamlining processes; increased staff training; and adjustments in staffing for peak service times. z Increase compliance with cour ordered fines and fees through assignment of delinquen paymen accounts to a thirdt part t ty collection company.

Judge Sean Hoeffgen

Judge Catherine Ramsey

ADOPTED BUDGET FISCAL YEAR 2016-17

187

CITY OF NORTH LAS VEGAS

Department Financial Trend - Municipal Court 2017 Adopted Budget

2015 Actual

2016 Adopted Budget

4,648,455 2,451,111 880,461

3,232,057 1,731,906 900,832

3,157,057 1,781,906 938,832

3,243,921 1,834,621 956,980

86,864 52,715 18,148

2.8 3.0 1.9

7,980,027

5,864,795

5,902,795

6,035,522

132,727

2.2

5,673,343 2,099,569 207,115

5,354,919 509,876

5,289,919 562,876 50,000

5,501,824 533,698

211,905 (29,178) (50,000)

7,980,027

5,864,795

5,902,795

6,035,522

132,727

2.2

7,297,894 374,311 4,108 270,669 20,402 12,643

5,074,680 475,115 75,000 240,000

5,112,680 475,115 75,000 240,000

5,234,658 483,143 75,000 242,721

121,978 8,028

2.4 1.7

2,721

1.1

7,980,027

5,864,795

5,902,795

6,035,522

132,727

2.2

2016 Projection

2016 vs 2017 Variance Amount Percent

Expenditures by Object

Salaries & Wages Employee Benefits Supplies & Services

Expenditures by Division MC-Administration MC-Bailiffs MC-JUD-Vacant

Expenditures by Fund General MC Enforcement Service Court Facilities Admin Assessment Muni-Court Admin Assessment Self Insurance-Liability Workers Comp Fund

Total Departmental Expenditures

Authorized Personnel - Municipal Court 2015 Actual FTE's General Fund MC-Administration MC-Bailiffs Total FTEs General Fund

Other Funds Judicial Enforcement Service Fund Muni-Court Admin Assessment Total FTE's Other Funds

Total FTE's Municipal Court

2016 Budget FTE's

2016 Projection FTE's

2017 Budget FTE's

4.0 (5.2) (100.0)

Net Chg

45.00 13.00

38.00 7.00

39.00 7.00

58.00

45.00

46.00

4.00 1.00

5.00

63.00

50.00

51.00

ADOPTED BUDGET FISCAL YEAR 2016-17

188

CITY OF NORTH LAS VEGAS

Neighborhood & Leisure Services

NEIGHBORHOOD AND LEISURE SERVICES DIRECTOR

REAL PROPERTY & HOUSING SERVICES

LEISURE SERVICES

Administration

Right of Way Services

Recreation & Leisure Services

Housing Services

Park Planning & Development

Mission Statement To create and preserve a safe metropolitan community that has both style and sophistication, placing a high value on quality of life and aesthetics. To enhance the quality of life for all residents and businesses by fostering the implementation of creative ideas and innovative programs. Understanding that strong and healthy neighborhoods are the foundation of all great cities, to enhance and sustain the Cityâ&#x20AC;&#x2122;s built environment and develop and promote livable neighborhoods where people feel safe; neighborhood character is preserved; housing is decent, safe and affordable; the environment is healthy and attractive; streets and other public facilities are in clean condition; and residents are active in neighborhood and community affairs. To enhance the quality of life of the citizens of North Las Vegas by providing a diversity of open space, parks, and leisure opportunities and by providing programs and facilities to support citizensâ&#x20AC;&#x2122; diverse interests in parks, recreation, and culture. Core services are dispersed throughout the City to enable access to all residents of the community from toddlers to senior citizens.

Department Description The Neighborhood and Leisure Services consists of two divisions: Real Property and Housing Services and Leisure Services.

Divisions/Major Program Descriptions Real Property and Housing Services Right of Way is responsible for the acquisition of public rights of way, relocation of displaced persons or businesses, and the management and

disposal of City property. Housing Services offers a range of housing and community development programs designed to enhance affordable housing, provide capital improvements, and promote public services for low and moderate-income families with both federal and state funds. These programs provide a platform for the division to offer outreach opportunities to the communities

Right of Way is for the acquisition of public rights of way, management, transfer and sale or disposal of City property. It manages annexations,

ADOPTED BUDGET FISCAL YEAR 2016-17

189

CITY OF NORTH LAS VEGAS

reviews and calculates reapportionments of assessments and prepares documents for special improvement districts. All final, parcel, reversionary and boundary line adjustment maps are processed, reviewed and recorded by this division. Staff generates address maps, assigns addresses and maintains the general land information database. Special Improvement Districts (S.I.D.) and annexations of real property are handled by this division. Housing includes the administration of a variety of Federal and State Grants: Home Investment Partnership Program (HOME) The HOME program provides down payment assistance to first time homebuyers and gap financing for affordable housing development and rehabilitation.

Homeless Initiatives: The Housing Division is responsible for the following homeless grants and initiatives: Southern Nevada Regional Planning Coalitionâ&#x20AC;&#x2122;s Committee on Homelessness The City contributes approximately $100,000 annually to regional homeless coordination and the division provides representation on the Committee on Homelessness. Southern Nevada Continuum of Care (COC) Division staff supports the COC effort. Annually, the COC applies for federal funding to provide housing for the homeless; the COC received $6.5 million in current year funding.

Low Income Housing Trust Fund (LIHTF) This program provides gap financing for affordable housing development and rehabilitation. Critical Repair Program (CRP) CRP provides up to $10,000 as a deferred loan for urgent repairs on owner occupied homes. Neighborhood Stabilization Program 1 (NSP1) NSP1 enabled the City to purchase 59 foreclosed, single family homes; and, through its non-profit partners, those homes were resold to income eligible homebuyers. The City began the Blight Removal Program with the program income generated from the NSP1. Community Development Block Grants (CDBG) Community Development Block Grants are administered by the Housing staff. CDBG benefits low and moderate-income households by providing financial assistance to local non-profits that provide: 1) services to the homeless, 2) youth and education programs and 3) social service programs. CDBG also funds capital projects that benefit low and moderate- income households and neighborhoods, through public works projects and single family and multi- family rehabilitation.

Choice Neighborhood Initiative (CNI) The Choice Neighborhood Planning Grant is part of a Department of Housing & Urban Development (HUD) funded initiative that focuses on assisting communities to develop successful neighborhood transformation plans and build the support necessary for that plan to be successfully implemented.

Emergency Solutions Grant (ESG) Division staff administers the ESG program. The purpose of the ESG program is to fund projects that serve homeless individuals and families with supportive services, emergency shelter/transitional housing, assisting persons at risk of becoming homeless with homelessness prevention assistance, and providing permanent housing to the homeless population. Leisure Services The division offers programs and facilities to support citizensâ&#x20AC;&#x2122; diverse interests in parks, recreation, and culture. The divisionâ&#x20AC;&#x2122;s core services are dispersed throughout the City to enable access to all residents of the community from toddlers to senior citizens. The core sections are Recreation Services (Recreation Centers, Safekey and Aquatics) and Parks Services (Sports, Community Events, and Park Facility Rentals). Administration is responsible for all of the division communication and marketing activities with constant

ADOPTED BUDGET FISCAL YEAR 2016-17

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CITY OF NORTH LAS VEGAS

communication maintained with the City Council and advisory boards. This section is also responsible for budget development, as well as goal and priority setting for the division. A multitude of grants and alternative funding sources are actively being pursued. Craig Ranch Regional Park is our diamond signature park. It is the site of the former Craig Ranch Golf Course. The park is approximately 170 acres in size with a variety of features for the entire community such as one of the largest skate board parks on the west coast; amazing Adventure and Pioneer Playgrounds; community garden plots; and small and large dog park areas. Craig Ranch Regional Park is ideal for hosting various events from birthday parties to large multi-day festivals.

The Neighborhood Recreation Center is a 26,000 square foot facility with a gymnasium, library/social room, classrooms, multipurpose rooms, and staffing for the center. Programs run out of the facility are sports, instructional classes, senior services, open activities, fitness, center events, seminars, and workshops. SkyView Multi-Generational Recreational Center is operated by the YMCA of Southern Nevada. The center is 35,700 square feet and features an indoor swimming pool, fitness center, dance studio, and many programmable multi-purpose rooms.

Craig Ranch Regional Park Amphitheater is a 7-acre facility centrally located in the park. Capable of seating up to 8,000 plus. The venue is completely customizable to various events, and will provide the residents of Southern Nevada with live entertainment options ranging from community productions up to large-scale, multi-day, multi-artist festivals.

Safekey/Camps assist parents by providing children before and after school with supervised recreation in a safe, secure, and structured environment at 20 elementary schools in the morning and 21 sites in the afternoon around the City. The Division holds three (3) camp programs during the year - Holiday, Spring Break and summer camps. These programs are open for children in kindergarten through fifth grade. Recreation Centers are available for open use and structured programming. Each center has room space available to rent for private events. Silver Mesa Recreation Center is a 42,000 square foot facility that has a gymnasium, a fitness room, classrooms, multi-purpose rooms and staffing for the center. Programs run out of this facility include instructional classes, senior services, open activities, fitness, center events, seminars, and workshops.

Aquatics offers an extensive range of classes that include the Learn-to-Swim program developed by the American Red Cross Society. Outdoor pools provide extensive opportunities for recreation, lap, or water exercise, swimming, and youth competitive swim teams. The City currently operates four pools. Social Seniors Programs provides senior adults (over 55 years) with services that offer socialization, health and outreach, as well as an extensive array of recreational program opportunities. The senior programs embrace older adult residents through an extensive use of volunteers. The Sports Program provides youth and adult recreation as well as competitive leagues and tournaments throughout the Cityâ&#x20AC;&#x2122;s parks. The section also provides field rentals for tournaments, and manages the athletic field allocation process for community sports groups. Golf consists of two golf courses; a Par 3 golf and disc club and the Aliante Golf Club. The Par 3, 9-hole municipal course is for the novice to leisure golfer and also features a 18 holes of disc golf. Aliante Golf Club caters to the more experienced, competitive golfer with the 7,100 yard 18 hole layout.

ADOPTED BUDGET FISCAL YEAR 2016-17

191

CITY OF NORTH LAS VEGAS

Actual FY 2015

Goal FY 2016

Estimated FY 2016

Goal FY 2017

Trend

Annexations

100 Acres

120 Acres

Maps Received for Processing

FRI ROW Acquisitions

Performance Metrics: z z z

FY 2016 Highlights: ; Choice Neighborhood Initiative (CNI) is preparing to submit the Transformation Plan draft to HUD on 7/15/16 that will enable the city to apply for the Choice Neighborhood Implementation Grant of $30 million dollars. The Transformation Plan, for the Choice target area, will attract private and public investments and resources to transform neighborhoods by revitalizing severely distressed public and/or assisted housing and investing and leveraging investments in well-functioning services providing economic development to the area. ; Processed and completed three (3) annexations encompassing approximately 104+/- acres in the APEX industrial park. Additional acreage to the City and more vacant and industrial land would be available for economic development. Current total acreage annexed into City boundary is 11,597.59 acres of roughly 20,000 acres. ; Worked on partial acquisition of rights-of-way, temporary rights and prior rights verification necessary for six (6) Fuel Revenue Indexing (FRI) projects. ; In April the Par 3 Golf and Disc Club opened their 18 hole Disc Golf with a grand celebration. In an effort to expand

;

revenue generating ideas, disc golf operations have been added to the course. Currently, staff is keeping designated times for disc golf that are separate from ball golf In May the 36th annual San Genarro Feast was held for the first time at Craig Ranch Regional Park.

FY 2017 Goals: z Submit the final Transformation Plan to HUD on 1/15/2017. z Continue to work with developers and staff to identify areas to make the annexation process more efficient. z Continue to work on acquisition of public rights-of-way (roadway, utilities, drainage, trails, temporary rights or rights of entry, etc.) necessary for the construction of infrastructure for capital improvement projects or development of vacant parcels in the City.

Craig Ranch Regional Park Color Vibe 5k run ADOPTED BUDGET FISCAL YEAR 2016-17

192

CITY OF NORTH LAS VEGAS

Performance Metrics: z z

Billboard and wireless site leases Sale of remnant parcels

Actual FY 2015

Goal FY 2016

Estimated FY 2016

Goal FY 2017

Trend

$451,280

$452,000

$456,000

$2,000

$3,000

FY 2016 Highlights: ; Worked with various departments to identify City surplus properties for future for sales. Several remnant parcels were identified as well as real property either vacant with no future use or facilities no longer needed for municipal services. Two remnant parcels were sold to adjacent property owners. ; Worked on identifying deficiencies in process or outcomes in the timely expenditures and accounting of grant funds (CDBG, HOME, ESG, and LIHTF, etc.) by creating new financial policies and procedures and coordinating with Finance staff.

FY 2017 Goals: z Continue to maintain City Real Property Inventory to identify opportunities for future needs either to use an existing property for multiple City facilities uses or deem as surplus property for sale. Reduction of real property inventory to only properties needed may lead to a decrease of insurance costs for real property assets maintained. z Continue to identify areas where improved effectiveness and efficiencies will lead to timely expenditure of grant funds (CDBG, HOME, ESG, and LIHTF, etc.) and increase services to the public and/or availability of affordable housing units in the City.

Actual FY 2015

Goal FY 2016

Estimated FY 2016

Goal FY 2017

Trend

Events and Rentals in the Parks

377

415

404

440

Programming at Recreation Centers

389

428

452

480

Performance Metrics: z Events at Craig Ranch Regional Park z z

Amphitheater

ADOPTED BUDGET FISCAL YEAR 2016-17

193

CITY OF NORTH LAS VEGAS

FY 2016 Highlights: ; In July the North Las Vegas Aquatic program started a synchronized swim team the called North Neptunes. The young ladies are coached by Margaret Acevedo, Aquatics Manager. In their inaugural season the team competed. ; In September, staff completed the renovation of the irrigation system at Cheyenne Sports Complex. The complex hosted the Heroes Challenge softball tournament with teams from around the valley made up from Police Departments, Fire Departments, and Military personnel. ; In September with the partnership with National Recreation Park Association (NRPA) Parks Build Community initiative Joe Kneip Park was completely renovated. Joe Kneip Park was selected for the â&#x20AC;&#x153;leave behindâ&#x20AC;? project for the 2015 national conference held in Las Vegas. NRPA solicited donations from various national park and playground equipment suppliers an estimated $400,000 of equipment was donated. ; In October we celebrated the grand opening of the Craig Ranch Regional Park Amphitheater with concerts by Yesterday the Beatles Tribute Band, War, Sammy Kershaw, and Comedian Paul Rodriguez. ; In January the Aquatics program brought back the Polar Bear Plunge and it was featured at Petitti Pool. ; In April the City sponsored seasonal event at various locations for Tastes, Tunes, and Toons. Events include food festivals,

music, and movies. In April staff updated their Red Cross Shelter in place emergency management training. In May the first sold out concert at the Craig Ranch Amphitheater featured Al B. Sure and Friends. ; In June was the grand opening of Phase I of Kiel Ranch Historical Park. ; The Safekey program was awarded an additional $10,000 for the Out of School Time Grant through National Recreation and Park Association. ; The Senior program at Neighborhood Recreation Center received a $1,000 grant from the Water Color Society. The funds were used for classes, art exhibits, and student mural painting in the dance room ; Silver Mesa Recreation Center brought back the Hide and Glow Seek Easter Holiday egg hunt and hosted the first movie in the gym featuring Big Hero 6. ; Expanded the movies in the park program to multiple parks. ; Identified site for future library at Skyview Multigenerational Center. ; ;

FY 2017 Goals: z Utilizing Community Development Block Grant (CDBG) funds for the Neighborhood Parks Improvement Project. The two parks selected for renovation are Petitti and Valley View and they are located within the CDBG eligible area z Continue to work with right-of-way acquisitions of BLM rights for two detention basins to include multi-use trails. z Aquatic will expand programming to include Karaoke at the Pool and Movies at the Pool events. z Aquatics will expand their swim teams to include a new diving team. z Secure the purchase of several parcels of land to expand Kiel Ranch Historical Park and Craig Ranch Regional Park. z Work with a sports business group to build a soccer stadium at Craig Ranch Regional Park. z Work with the Las Vegas Railroad Society to bring the nostalgic miniature steam train to Craig Ranch Regional Park. z Work on the promotion and marketing to reestablish Cheyenne Sports Complex as a feature venue for Youth and Adult Softball leagues and Tournaments. z Make enhancements to Aliante Golf Course. z Coordinate with various departments to attain approvals to amend plan of development and move forward to secure authorization from BLM to include a library site at Skyview Multigenerational Center.

ADOPTED BUDGET FISCAL YEAR 2016-17

194

CITY OF NORTH LAS VEGAS

Department Financial Trend - Neighborhood & Leisure Services 2016 Adopted Budget

2016 Projection

2017 Adopted Budget

3,271,066 2,395,916 7,555,667 9,283,984 226,357

3,895,615 1,319,725 16,380,155 3,682,312 226,400

3,670,813 2,105,610 15,580,487 4,983,082 226,400

3,654,332 1,235,673 15,181,869 2,347,900 226,400

(16,481) (869,937) (398,618) (2,635,182)

(0.4) (41.3) (2.6) (52.9)

22,732,990

25,504,207

26,566,392

22,646,174

(3,920,218)

(14.8)

592,549 79,930 3,439,350 378,873 166,946 285,265 672,466 145,976 117,964 89,800

672,654 7,949 10,738,057 541,751 270,070 328,705 785,575 230,327 268,774 117,094 3,867,153 329,174

604,302 7,949 9,734,141 568,751 221,953 328,705 813,575 175,327 268,774 118,094 3,867,153 1,698,232

609,095

0.8 (100.0) (2.4) 15.5 32.7 (0.9) 19.3 1.7 8.3 1.4 (97.1) 29.1

2,781,778 1,096,503 2,995,789

2,781,778 1,048,561 3,045,789

9,501,573 657,101 294,435 325,827 970,278 178,230 290,969 119,781 113,200 2,193,004 399,000 2,669,365 1,253,260 2,885,846

4,793 (7,949) (232,568) 88,350 72,482 (2,878) 156,703 2,903 22,195 1,687 (3,753,953) 494,772 399,000 (112,413) 204,699 (159,943)

472,854

810,454 472,854

185,210

(810,454) (287,644)

(100.0) (60.8)

22,732,990

25,504,207

26,566,392

22,646,174

(3,920,218)

(14.8)

5,881,890 16,471 77,651 4,155 109,216 1,864,789 859,837 80

5,457,838 361,971 135,823 400,000 748,307 4,761,826 3,297,930 467,000 15,000 2,000 50,000 20,000 26,200 673,205 1,060,943 864,673 300,000 239,132 265,200

6,153,881 361,971 232,457 400,000 748,307 4,761,826 2,197,930 467,000 15,000 2,000 50,000 20,000 26,200 673,205 1,060,943 864,673 299,450 239,132 265,200

5,437,751 238,529 156,057 400,000 700,467 3,402,495 3,571,826 467,000 15,000 2,000 50,000 20,000 26,200 844,847 1,231,260 956,178 300,000

(716,130) (123,442) (76,400)

(11.6) (34.1) (32.9)

(47,840) (1,359,331) 1,373,896

(6.4) (28.5) 62.5

171,642 170,317 91,505 550 (239,132)

25.5 16.1 10.6 0.2 (100.0)

2015 Actual

2016 vs 2017 Variance Amount Percent

Expenditures by Object Salaries & Wages Employee Benefits Supplies & Services Capital Outlay Depreciation *

Expenditures by Division NLS-HN-Administration NLS-CO-Administration NLS-HN-Grants NLS-Aquatics NLS-Rec Division NLS-Neighborhood Rec NLS-Silver Mesa NLS-Skyview NLS-Sports NLS-Senior Programs NLS-Planning & Park Dev NLS-Administration NLS-Special Events NLS-Golf Course NLS-Safekey NLS-Craig Ranch Regional Park NLS-CS-Vacant NLS-PR-Vacancy PW-Real Property Services

9,238,007 68,647 2,760,231 970,235 1,788,975 270,011 1,176,764 491,001

Expenditures by Fund General Fund Choice Neighborhoods Emergency Solutions Grant NSP-State-Neighborhood Stabilization NSP-Neighborhood Stabilization Housing Programs Fund Community Development Windsor Park - FNMA - CDBG Park District No. I Park District No. II Park District No. III Park District No. IV Park District No. V Parks & Rec Activities And Programs Safekey Parks & Rec Community Events Windsor Park Kiel Ranch Restoration & Operation Windsor Park - FNMA

415,798 940,784 189,250 648 12,817

Note: Proprietary funds have been adjusted to reflect Cash flow basis. * This schedule also includes depreciation expense.

ADOPTED BUDGET FISCAL YEAR 2016-17

195

265,200

(4.0) 19.5 (5.3)

CITY OF NORTH LAS VEGAS

Department Financial Trend - Neighborhood & Leisure Services (Continued) 2016 Adopted Budget

2015 Actual

Parks & Rec Grants Fund Fuel Taxes - Road Operations Fund Golf Fund Craig Ranch Golf Course Aliante Golf Course Total Operating Funds

29,315 88 248,648 (14,563) 2,494,444 13,131,318

2017 Adopted Budget

2016 Projection

2016 vs 2017 Variance Amount Percent

35,560

36,560

22,000

(14,560)

(39.8)

282,866

324,870

42,004

14.8

2,371,361

2,344,494

(26,867)

(1.1)

21,836,835

21,529,962

20,776,174

(753,788)

(3.5)

2,313,090

2,521,860

1,130,000

(1,391,860)

(55.2)

1,354,282

1,160,288 1,354,282

740,000

(1,160,288) (614,282)

(100.0) (45.4)

Capital Projects HUD-Capital Projects-Streets Park & Recreation Capital Projects Street Projects HUD-Capital Projects-Parks Las Vegas Wash Main Branch RTC - Parks & Rec Projects Flood Control Projects RTC - Transportation Projects NDOT - Capital Projects Parks & Rec Projects 2006A Bonds Parks & Rec Projects - BLM

3,821 8,673,843 9,245 573,816 185 1,688 2,517 55,612 43,945 4,878 232,122

Total Capital Projects

9,601,672

3,667,372

5,036,430

1,870,000

(3,166,430)

(62.9)

22,732,990

25,504,207

26,566,392

22,646,174

(3,920,218)

(14.8)

Total Departmental Expenditures

Note: Proprietary funds have been adjusted to reflect Cash flow basis. * This schedule also includes depreciation expense.

Authorized Personnel - Neighborhood & Leisure Services 2015 Actual FTE's

2016 Budget FTE's

2016 Projection FTE's

2017 Budget FTE's

Net Chg

General Fund NLS-RPH-Administration NLS-CO-Administration NLS-RPH-Right of Way NLS-Aquatics NLS-Rec Division NLS-Neighborhood Rec NLS-Silver Mesa NLS-Skyview NLS-Senior Programs NLS-Administration NLS-Safekey NLS-Craig Ranch Regional Park

3.66 1.00 4.00 2.58 2.70 3.93 10.12 1.91 2.10 2.00 0.30 6.00

3.66 1.00 4.00 3.58 3.00 3.93 10.12 1.91 2.10 2.00

3.00

2.00 5.32 2.00 3.98 11.16 1.92 2.13 2.00

2.00 5.82 2.00 3.98 11.66 1.92 2.13 2.00

6.00

5.61

Total FTE's General Fund

40.30

41.30

39.12

40.12

3.13 6.92 0.33 0.88 13.11 10.11 39.69

3.13 7.92 0.33 0.88 13.11 10.11 40.69

2.43 6.75 0.03 0.54 19.17 10.82 38.61

2.43 8.25 0.03 0.54 20.67 10.82 42.26

74.17

76.17

78.35

85.00

6.65

114.47

117.47

125.12

7.65

Other Funds Community Development Municipal Golf Course Housing Programs Neighborhood Stabilization Program Parks & Rec Activities & Programs Parks & Rec Community Events Safekey

Total FTE's Other Funds

Total FTE's Neighborhood & Leisure Services

ADOPTED BUDGET FISCAL YEAR 2016-17

196

0.50 0.50

1.00

1.50 1.50 3.65

CITY OF NORTH LAS VEGAS

Police Department

ADMINISTRATIVE SUPPORT

BACKGROUNDS

CHIEF OF POLICE

INTERNAL AFFAIRS

LABOR RELATIONS LIAISON PIO

SPECIAL

ASSIGNMENTS

ADMINISTRATIVE SUPPORT

ASSISTANT CHIEF

RECRUITIN

FTEP/ACADEMY

CRIME ANALYSIS

POLICE OPERATIONS POLICE OPERATIONS I INVESTIIGATIVEE/ S. Area Command N.W. Area Command DETENSERVICES RVICES ADMINISTRATIVE SUPPORT

ADMINISTRATIVE SUPPORT

DETENTION SERVICES

ADMINISTRATIVE SERVICES

ADMINISTRATIVE SUPPORT

Mission Statement The Mission of the North Las Vegas Police Department is to enforce state, federal, and local laws within the framework of the constitution. We encourage the involvement of the community to assist in holding accountable those that commit crimes.

Chief Perez (3rd from left), Assistant Chief Noahr (2nd from left), & NLVPD officers attend Elizondo School Parade

ADOPTED BUDGET FISCAL YEAR 2016-17

197

CITY OF NORTH LAS VEGAS

Department Description

The neighborhood crime prevention and youth- oriented programs under the Community Services Division and Training Division reports to the South Area Command.

The Police Department is represented by five main program areas that represent the departmentâ&#x20AC;&#x2122;s broad spectrum of law enforcement, Detention and community policing services.

Division/Major Program Description

The Office of the Chief is responsible for overall administration, overseeing the public information function, ensuring that standards of professional conduct are maintained and appropriate discipline is administered through the Internal Affairs Division, and for implementing any special projects as may be needed by the department.

The Police Operations Command is comprised of the largest program area in terms of number of personnel and is divided into two commands; The Northwest Area Command and the South Area Command. The Traffic Division reports to the Northwest Area Command and the Crime Analysis Division reports to the South Area Command. This command provides our community with police patrol services on a 24/7 basis; traffic enforcement including school crossing guard services promote vehicular and pedestrian safety; as well as crime analysis capabilities and incorporates the services of the canine unit. In addition, this command is responsible for policy implementation and strategic planning for the department.

The Investigative Services Command is responsible for special operations activities including SWAT, street narcotics and street gang details, investigative services for crimes against persons and property, crime scene investigation and analysis, custodianship of evidence, and all narcotics related investigations. The Detention Command is responsible for ensuring that the safety and security needs as well as the objectives of our detention operations are being met on a daily basis. This command is also responsible for the safe transport of inmates to and from court, providing inmate services in discipline, housing, and work crews. This command includes the Police Records Bureau and Work Card/ fingerprint Unit. The Administrative Services Command serves as the provider of support and ancillary services to the police department. It includes the Animal Control Unit, technology systems support, fiscal and budgetary control, payroll, purchasing, grants management, and inventory management. Additionally, the Administrative Services Command provides radio and communications support including dispatch services.

NLVPD officers at a Recruit Military job fair in Los Angeles, California

ADOPTED BUDGET FISCAL YEAR 2016-17

198

CITY OF NORTH LAS VEGAS

FY 2016 Highlights: ; Hired 25 Police Officers. ; Provided training to City employees for active shooter incident preparedness. ; Participated in a joint staffing/facility needs assessment with City of Las Vegas for future Jail operations. ; Finalized and updated all police and jail applications with new State and Court criminal codes. ; Worked with Century Link to refine the 9-1-1 System to the new 7-digit dialing. ; Worked with Lied Animal Shelter Staff to improve communication between our organizations. ; Continued to work the City of Las Vegas IT and Chameleon IT to create officer activity logs in Chameleon FY 2017 Goals: z Implement field fingerprinting - First in Nevada. z Upgrade Tasers to replace outdated non-supported devices for Police Officers. z Upgrade CADS/PMDC/ALV/Open Query applications. z Continue efforts to fully staff the Police Department staffing pattern to achieve high level of service and improve effectiveness. z RelocateJailOpe ations back to the City of North Las Vegas.

FY 2016 Highlights: ; Continued to become fully automated, (i.e. wireless citations, activity logs, pet licensing, & NETRMS), adding Field Interview Cards, vehicle traffic accident reports, and vehicle impounds to the automation suite, decreasing the number of errors. ; Researched City Hall security and provided report with recommendations. ; Researched alternatives for NLV Police Shooting Range. ; Completed comprehensive staffing study for the Police Department to identify current and future staffing needs, with an implementation plan ; Refined the Crystal Report process to monitor the number of animals being released from the shelter, and those that are being sterilized. ; Updated the Animal Control Training Manual. FY 2017 Goals: z Revision of department training programs. z Update Departmental Polices/Procedures. z Upgrade Firearms Range to include installation of bullet traps

particles in the envto eliminate lead ronmeni t

ADOPTED BUDGET FISCAL YEAR 2016-17

199

CITY OF NORTH LAS VEGAS

Actual FY 2015

Goal FY 2016

Estimated FY 2016

Goal FY 2017

1.19

1.2

1.11

1.13

Officer initiated calls for service

72,582

N/A

64,286

N/A

911 calls for service

152,753

N/A

184,285

N/A

11,804

N/A

12,731

N/A

5.4

6.11

5.87

5.98

112

250

Performance Metrics: z Authorized sworn in personnel per

1,000 population

z Actual sworn in personnel per 1,000 z z

population

z Priority One (urgent) patrol

dispatched calls

z Urgent patrol dispatched calls

average stacked minutes

z Urgent patrol dispatched calls z z

average travel minutes

Community Services Meetings* Chief's Council

*Includes meetings & contacts by the Community Services Division such as Neighborhood Watch, Business Watch, School Programs & Apartment Watch

Trend

FY 2016 Highlights: ; Assisted LVMPD with New Years Eve, Presidential Visits, and other high visibility events. ; The NLV Mobile Command Center provided command post support during both of the UNLV Police Department at UNLV Homecoming Football Game. ; Provided support for several events held at Craig Ranch Regional Park. ; Participated in the 2016 Rodeo Speedway Exercise, a full-scale exercise for both police, fire and medical preparedness. ; Participated in several Rodeo Multi-Jurisdictional Communications exercises. ; 2-additional License Plate Reader vehicles purchased. ; Supported local fund-raising: Angel Tree. The Division put together a Holiday Donation for Safe Nest and were able to donate numerous items needed. (toiletries, toys, etc.) FY 2017 Goals: z Revitalize relationships with community based groups, regional partners, and intra-departmental entities. z Privatize School Crossing Guard program for better efficiency and effectiveness. z Reach out to local elementary schools and special city events. z Continue to update our website to make it easy to use and navigate. z Continue to provide outstanding customer service to the citizens, internal customers, and regional partners.

ADOPTED BUDGET FISCAL YEAR 2016-17

200

CITY OF NORTH LAS VEGAS

Authorized Personnel - Police 2015 Actual FTE's General Fund PD-Administration PD-Animal Control PD-Communications PD-Communications - Radio Shop PD-Crime Analysis PD-Identification PD-Internal Affairs PD-Investigation PD-Investigative Support Bureau PD-Narcotics PD-Northwest Area Command PD-Records PD-Resource Management PD-School Crossing Guards PD-South Area Command PD-Special Assignment Unit PD-Technology NCIC PD-Traffic PD-Training

Police General Fund Subtotal

2016 Budget FTE's

2016 Projection FTE's

2017 Budget FTE's

4.00 4.00 9.00 2.00 2.00 11.00 3.00 20.00 11.00 3.00 37.00 13.00 5.00 71.50 21.00 3.00 4.00 9.00 4.00

4.00 4.00 9.00 3.00 2.00 11.00 3.00 20.00 11.00 2.00 37.00 21.00 5.00 71.50 22.00 2.00 4.00 9.00 4.00

4.00 6.00 9.00 3.00 3.00 10.00 3.00 21.00 11.00 2.00 30.00 19.00 5.00 58.50 29.00 3.00 4.00 9.00 4.00

236.50

244.50

233.50

Police K-9 Bobby being sized for a new kevlar vest

NLV Police Honor Guard stands at attention during a recent event

ADOPTED BUDGET FISCAL YEAR 2016-17

201

Net Chg

CITY OF NORTH LAS VEGAS

Authorized Personnel - Police (Continued)

2015 Actual FTE's

PD-Commissary Resources PD-Detention Command PD-Detention Court Services PD-Detention Services PD-Marshal Warrant Services

2016 Projection FTE's

2017 Budget FTE's

Net Chg

25.00 6.00 3.00

25.00 6.00 3.00 12.00

27.00 4.00 2.00 12.00

51.00 4.00 20.00 12.00

24.00

34.00

46.00

45.00

87.00

42.00

270.50

290.50

278.50

320.50

42.00

2.00 1.00 19.00

3.00 1.00 19.00

3.00

19.00

3.00

3.00 2.00 11.00 10.00 5.00

3.00 2.00 12.00 10.00 5.00

3.00 2.00 10.00 10.00 5.00

4.00 2.00 10.00 10.00 5.00

29.00 7.00 2.00

30.00 7.00 2.00

27.00 3.00 2.00 5.00 1.00

38.00 3.00 2.00 5.00 1.00

40.00 2.00 2.00 5.00

47.00 2.00 2.00 5.00

7.00

132.00

145.00

143.00

151.00

8.00

3.00 2.00 1.00

Detention PS Tax Subtotal

6.00

Total FTE's Public Safety Tax Fund

138.00

151.00

149.00

157.00

8.00

Miscellaneous Grant Fund More Cops Sales Tax

13.00 61.00

15.00 61.00

16.00 61.00

16.00 69.00

8.00

Total FTE's Other Funds

74.00

76.00

77.00

85.00

8.00

482.50

517.50

504.50

562.50

58.00

Detention General Fund Subtotal Total FTE's General Fund Public Safety Tax Fund PD-Administration PD-Animal Control PD-Communications PD-Communications - Radio Shop PD-Community Services PD-Crime Analysis PD-Identification PD-Internal Affairs PD-Investigation PD-Investigative Support Bureau PD-Narcotics PD-North East Area Command PD-Northwest Area Command PD-Records PD-Resource Management PD-School Crossing Guards PD-South Area Command PD-Special Assignment Unit PD-Technology NCIC PD-Traffic PD-Training

Police Public Safety Tax Subtotal

PD-Detention Command PD-Detention Court Services PD-Detention Services

2016 Budget FTE's

18.00

1.00

Other Funds

Total FTE's Police

ADOPTED BUDGET FISCAL YEAR 2016-17

202

CITY OF NORTH LAS VEGAS

Department Financial Trend - Police 2015 Actual

2016 Adopted Budget

2016 Projection

2017 Adopted Budget

2016 vs 2017 Variance Amount Percent

Expenditures by Object Salaries & Wages Employee Benefits Supplies & Services Capital Outlay Depreciation *

2.9 7.3 22.4 (66.9) (100.0)

42,537,526 26,305,693 15,015,044 1,581,532 457,366

43,189,108 28,464,892 18,298,249 733,381

43,090,419 29,241,151 18,602,511 1,532,194 50,000

44,354,625 31,369,063 22,777,083 507,335

1,264,206 2,127,912 4,174,572 (1,024,859) (50,000)

85,897,161

90,685,630

92,516,275

99,008,106

6,491,831

7.0

PD-Identification PD-Administration PD-Records PD-South Area Command PD-Investigation PD-Training PD-Investigative Support Bureau PD-Narcotics PD-Community Services PD-Safe Streets 2000 PD-Communications PD-Resource Management PD-Communications Radio Shop PD-NW Area Command PD-Technology NCIC PD-Mobile Command Center PD-Internal Affairs PD-Traffic PD-Crime Analysis PD-Special Assignment Unit PD-Crossing Guards PD-Animal Control PD-PS-Vacant

1,943,255 2,262,226 1,892,377 15,679,826 7,265,527 735,569 6,273,114 2,729,816 382,040 39,446 3,823,077 2,023,755 593,944 14,764,827 1,221,964 54,699 1,016,238 3,526,674 386,909 928,765 656,443 1,184,757 1,426,980

2,021,040 1,794,743 2,579,334 16,768,386 7,152,460 847,642 6,654,283 2,933,768 397,430 75,000 3,342,483 3,059,348 871,605 14,537,334 1,374,466 57,106 1,044,455 3,541,411 408,366 1,317,747 881,144 1,323,028

1,970,395 2,596,896 2,576,077 16,220,149 7,406,171 849,642 6,670,453 3,035,618 397,680 75,000 3,250,819 2,829,916 871,605 14,560,081 1,528,536 57,106 1,045,455 3,777,880 408,366 1,317,747 881,144 1,269,731 1,832,396

2,064,452 3,876,228 2,565,551 18,290,059 7,559,651 899,544 6,919,834 2,914,923 408,291 75,000 3,411,580 4,483,071 874,674 15,322,931 1,643,137 57,766 1,049,566 3,482,053 420,941 1,110,448 1,204,938 1,317,319

94,057 1,279,332 (10,526) 2,069,910 153,480 49,902 249,381 (120,695) 10,611

4.8 49.3 (0.4) 12.8 2.1 5.9 3.7 (4.0) 2.7

160,761 1,653,155 3,069 762,850 114,601 660 4,111 (295,827) 12,575 (207,299) 323,794 47,588 (1,832,396)

4.9 58.4 0.4 5.2 7.5 1.2 0.4 (7.8) 3.1 (15.7) 36.7 3.7 (100.0)

Police Subtotal

70,812,228

72,982,579

75,428,863

79,951,957

4,523,094

6.0

13,855,049 305,147 1,499,173

13,535,960 254,502 1,535,787

15,433,348 466,566 1,184,545

1,897,388 212,064 (351,242)

14.0 83.3 (22.9)

2,043,682

1,761,163

1,971,690

210,527

12.0

Expenditures by Division

1,093,757 12,168,190 343,417 1,483,671 (664) (1,163) 1 (2,276)

PD-Security Control PD-Detention Command PD-Detention Services PD-Detention Court Services PD-Inmate Management PD-Inmate Records PD-Commissary Resources PD-Food Services PD-Marshal Warrant Services Detention Subtotal

15,084,933

17,703,051

17,087,412

19,056,149

1,968,737

11.5

Total Departmental Expenditures

85,897,161

90,685,630

92,516,275

99,008,106

6,491,831

7.0

* This schedule also includes depreciation expense.

ADOPTED BUDGET FISCAL YEAR 2016-17

203

CITY OF NORTH LAS VEGAS

Department Financial Trend - Police (continued)

Expenditures by Fund General Fund PD Grant Fund PD Contributions Asset Forfeitures - DOJ/DOT Parks & Rec Activities And Programs Parks & Rec Community Events Narcotics Forfeitures Public Safety Tax Police - Sales Tax .25% E-911 Fund Self Insurance-Liability Workers Compensation Fund Motor Equipment Fund

44,672,671 1,567,253 14,088 20,441 52,092 32,379 177,662 26,601,273 9,837,716 839,725 425,095 254,895 457,366

50,027,079 2,296,868 25,000

2016 Projection 50,039,079 3,072,577 29,603 100,000

2017 Adopted Budget

52,835,955 2,763,601 28,100

2016 vs 2017 Variance Amount Percent 2,796,876 (308,976) (1,503) (100,000)

5.6 (10.1) (5.1) (100.0)

(144,000) 3,463,514 1,824,073

(100.0) 13.1 16.5

(140,000)

(29.2)

26,434,617 11,036,786 186,480

144,000 26,430,797 11,036,786 186,480

29,894,311 12,860,859 186,480

338,800

478,800

338,800

84,952,656

90,345,630

91,518,122

98,908,106

Capital Projects Public Safety Projects 2006A Bonds

944,505

340,000

998,153

100,000

(898,153)

(90.0)

Total Capital Projects

944,505

340,000

998,153

100,000

(898,153)

(90.0)

85,897,161

90,685,630

92,516,275

99,008,106

Total Operating Funds

2016 Adopted Budget

2015 Actual

Total Departmental Expenditures

* This schedule also includes depreciation expense.

Police Dispatchers

ADOPTED BUDGET FISCAL YEAR 2016-17

204

7,389,984

6,491,831

8.1

7.0

CITY OF NORTH LAS VEGAS

Public Works Department

DIRECTOR OF PUBLIC WORKS/ CITY ENGINEER

ADMINISTRATION

DEPUTY DIRECTOR OF PUBLIC WORKS

Engineering & Construction Services

Survey & Real Property Services

CITY TRAFFIC ENGINEER

INFRASTRUCTURE MAINTENANCE

Traffic Engineering

Roadway Operations

Traffic Operations

Parks Maintenance

Fleet Services

Building Maintenance

Development & Flood Control

Custoldial Services

Mission Statement To provide responsive public services to our customers, and to promote the health, safety and welfare of our community. To provide a supportive, respectful working environment which encourages personal and professional growth.

Department Description The Public Works Department continues to focus on operational efficiency in all of its functional areas by improving processes, standardizing practices and procedures, as well as consolidating service areas and functions. Public Works consists of the following divisions: Administration, Development & Flood Control, Engineering & Construction Services, Infrastructure Maintenance, and Transportation Services.

Division/Major Program Description

Minimizing the negative impact on public safety and essential public services as much as possible has been the number one priority for the Department’s continued efforts to cope with financial challenges the City has endured. The Department is anxiously looking toward the future and planning for a smart, thoughtful growth in manpower.

Administration Division directs all facets of the Department’s operations, sets priorities, and assigns resources. It is responsible for evaluating City services, interpreting policies, developing strategies and comprehensive programs tailored to promote public safety and serve community needs, recommending & prioritizing capital improvement projects based on anticipated service demands and funding, performing long range planning and strategic programming of City’s infrastructure, and coordinating with Federal, State as well as other local government agencies on regional initiatives and issues that impact the City of North Las Vegas. Administrative staff also represents the City on various executive, regulatory and policy setting boards, and provides legislative representation as required.

Despite the challenging gap between the ever increasing service demands and very limited resources, the Department continues to strive for excellence in customer service and in providing responsive public services to the residents and businesses within the community.

Development & Flood Control Division reviews development projects, civil improvement plans and technical water, sewer and drainage studies for compliance with local, regional, state, and Federal regulations, applicable design standards, codes and water service rules; calculates and collects development-

ADOPTED BUDGET FISCAL YEAR 2016-17

205

CITY OF NORTH LAS VEGAS

related fees and bonds; executes offsite improvement agreements; processes permit applications for approval; issues permits for grading and offsite construction; administers the SNWA well conversion program; represents the City on regional water and wastewater committees and on numerous development and/or flood control related regional committees, including the National Pollutant Discharge Elimination System (NPDES) for storm water quality. It is also responsible for the City’s floodplain management by enforcing compliance with FEMA and Regional Flood Control District regulations. Engineering & Construction Services Division is responsible for professional engineering and construction management services to implement the City’s Capital Improvement Plan (CIP), including planning/project scoping, project design, bidding and construction management. Additionally, the division provides inspection services and quality control to both CIP projects and off-site improvements related to land development. CIP projects include roadways, bridges, flood control facilities, traffic signals, parks, trails, public buildings, facility renovations, water and sewer line construction and various other infrastructure projects and Public Works programs. Inspections of off-site improvements related to land development include inspection of wet and dry utilities, asphalt roadways, concrete curb, gutter and sidewalk, soils/geotechnical approvals and streetlights for commercial, multi- family and residential developments. The division also reviews and approves all Certificates of Occupancy for commercial and residential structures and coordinates project close-outs for surety bond exoneration of private development improvements. The division inspectors also perform all utility line location downloads and field work; and GPS/GIS collection of utilities and features of the City’s infrastructure. During the FY 14/15 fiscal year, the division included the addition of the Survey Division and Geographical Information System (GIS) group (formerly with the Utility Department). The survey group has two distinct functional areas. The group provides professional land surveying, construction surveying, and GPS/GIS services in support of the City’s needs. The survey services include: map review of submittals for compliance with NRS and City Municipal Codes; implementation, maintenance and installation of the City’s horizontal control reference network and

survey control monumentation; installation, verification and maintenance of the City’s vertical control benchmark system for compliance with established guidelines and to monitor subsidence; land surveys for the City including the City boundary surveys, annexation surveys, rights of way acquisitions, property and topographic design surveys for improvements to the City’s infrastructure and support of the Capital Improvement Program. The division is also responsible for the acquisition of rights- of-way, management, transfer, and sale or disposal of City property. It manages annexations, reviews and calculates reapportionments of assessments, and prepares documents for Special Improvement Districts. All final, parcel, reversionary, and boundary line adjustment maps are processed, reviewed, and recorded by this division. The GIS group is responsible for the centralization, updating, and maintenance of the City’s GIS information for Public Works and other departments as well as maintaining inventory of the City’s streets for centerline mileage certification and maintenance and mapping of the City’s fiber optic network. GIS currently maintains City Map, address control maps regulated by State law and City ordinance requirements, the Master Plan of Streets and Highways (MPSH), City Ward Maps, Census Bureau analysis, and other map products and layers to aid staff to provide higher efficiency in the analysis of data and research. Infrastructure Maintenance Division consists of four functional areas that are responsible keeping the City’s interests cleaned and maintained; Roadway Operations and Beautification, Parks Maintenance, Building Maintenance, and Custodial Services. Roadway Operations is responsible for sweeping over 661 center lane miles to comply with the City’s NPDES permit and the Federal Clean Air Act, performing pavement preservation and rehabilitation work including curb, gutter & sidewalk, maintaining 1,467 acres flood control appurtenances, 6 flood detention basins, and 2 earth levees as part of the Clark County Regional Flood Control Annual Maintenance Program and various other tasks that keep our right-of-ways safe, passable, and Maintenance and Custodial Services functional areas are responsible for the remedial and preventative cleaning and upkeep of City Buildings including but not limited to City Hall, Fire Stations, and Police Stations.

ADOPTED BUDGET FISCAL YEAR 2016-17

206

CITY OF NORTH LAS VEGAS

Public Works and Council giving the Proclamation for National Public Works Week to the American Public Works Association, Nevada Department of Transportation, and Parsons Transportation Group

Transportation Services is comprised of three work groups: Traffic Engineering, Traffic Operations, and Fleet Services.

the division maintains:

Traffic Engineering is responsible for review of land development related projects, traffic studies and civil improvement plans; review of capital improvement project plans; analysis of existing traffic conditions including signage, striping, traffic signal, parking and pedestrian facility operation; review of temporary traffic control plan; work zone traffic control inspections; inspection of new electrical services in City rights-of-way; implementation of the City’s Traffic Calming Policy for neighborhood streets; and coordination of transportation network development within the City and with other governmental agencies in the Southern Nevada area. Traffic Operations maintains intersection traffic signals, streetlights, fire emergency signals, school speed zone flashing beacons, traffic signs, pavement markings, the City’s fiber optic network, parking lot/area lighting and all City park lighting, including ball fields and tennis courts. Currently,

• • • • • • •

159 signalized intersections 7 fire station emergency signals 97 school flashers for 30 schools Estimated 31,050 street lights Estimated 3,077 park, sports field, pedestrian/ bicycle trails and City facility lights Estimated 90,450 traffic signs Estimated 1,572 lane miles of pavement markings

Fleet Services procures, maintains, and repairs all City vehicles and equipment through its operation of the Central Garage. Specific responsibilities include: vehicle/equipment maintenance and repair; inventory control; vehicle tracking and analysis; billing customers , parts and labor; vehicle titling, licensing and registration; take-home vehicle permitting; operation of the City’s pool fleet; vehicle acquisition and replacement; vehicle usage oversight; monitoring fuel usage and processing payments, contract management; and ensuring that the City adheres to state and federal requirements for emission testing, alternative fuel mandated compliance, and the related requirements of the Federal Clean Air Act.

ADOPTED BUDGET FISCAL YEAR 2016-17

207

CITY OF NORTH LAS VEGAS

FY 2016 Highlights: Administration ; The Department has received numerous accolades from developers and their engineers for its exemplary performance in serving the development community with an open-mind and creative problem solving approach to encourage and facilitate development activities with the City. Development & Flood Control ; Issued approximately 635 construction permits and approved 51 new projects for construction compared to 447 construction permits and 38 new projects during the prev scaious fi l year. ; Processed damage deposits and agreements for approximately 148 vacant finished lots for construction. ; Processed 71 expedited reviews and collected $420,550 in review fees, with approximately $264,000 in profit to the general fund. ; Coordinated with SNWA on land development projects in APEX to provide groundwater solution to allow developers to meet critical time lines. ; The Development and Flood Control Division saw increased development activity over the prior year, including the emergence of new development types (car manufacturing, medical marijuana, and new transportation technology (Hyperloop) locating in the Apex area. ; The Development and Flood Control Division continued to make available/offer an expedited review process for civil improvement plans, technical drainage studies and traffic studies.

FY 2017 Goals: Administration z Analyze and implement a Self-Certification process for Industrial Site Engineers and Designers modeled after the program in Phoenix, AZ. Engineering & Construction Services z Complete all incidental right-of-way activities with utility companies, NDOT, and developers for infrastructure maintenance, development, and capital improvement projects. z Continue to provide assistance to the Redevelopment Agency and Economic Development on special projects. Activities include completing dedications, vacation of alleys or other rights-of-way, parcel mapping, utilitiesâ&#x20AC;&#x2122; coordination, conveyance of approved City surplus parcels, GIS map creation.

Actual FY 2015

Goal FY 2016

Estimated FY 2016

Goal FY 2017

Trend

242

275

329

400

Beautification work orders completed

N/A

190

192

225

City Tacks completed

N/A

Performance Metrics: z Roadway Operations work orders z z

completed

ADOPTED BUDGET FISCAL YEAR 2016-17

208

CITY OF NORTH LAS VEGAS

FY 2016 Highlights: Administration ; CNLV continues to be one of the most competitive local governments in securing local, State and Federal funding for critical infrastructure projects with a proactive and creative approach. Development & Flood Control ; Cross-trained staff on Public Works and Utility review of land development projects. Engineering & Construction Services ; Continued to provide next day inspections for approximately 95% of all construction projects. ; Completed over 13,000 individual construction inspections and approximately 8,500 line location call-outs. ; Released a total of 23 subdivisions/commercial projects and damage deposits that resulted in approximately $12.7M in cash and bond releases. ; Provided Field Survey construction support for the Kiel Ranch Phase 1 Project, the Ft. Sumter Wall and Gate Project, the Decatur Sidewalk and the “N” Channel Flood Control Project. ; Processed a total of 5,900 GPS points and completed 250 customer service requests. Mapped a total of 30.9 miles of water pipe, 7.0 miles of sanitary sewer pipe, completed 340 mapping requests, and processed 330 as-builts. Infrastructure Maintenance ; Continued to upgrade the energy management thermostat’s and system control software to allow the City to reduce energy costs in its buildings. Transportation Services ; Continued to increase fleet vehicle auction proceeds by selling vehicles using “on line” sales program, and participating in three State auctions per year. ; Achieved ASE (Automotive Service Excellence) Blue Seal Certification again ; Actively tracked invoices from other departments that are vehicle related in order to capture true repair and maintenance costs. ; Increased emphasis on employee accountability for vehicle damage and overall vehicle condition. ;

Increased the service level on departments that have specialized vehicles in critical needs to reduce downtime.

FY 2017 Goals: Administration z Continue to lead and inspire emp oyees e exceptiona public serv o meet all challenges with a positil to provid l ices and t ve outlook, pro-active approach, creative problem solving, and team work. z Continue to focus on operational efficiency and process improvements in all critical functions and work efforts, and follow through with the implementation of plans with a strong sense of accountability and attention to details. z Evaluate and begin implementing an Asset Management/Work Order control program for all City assets. Development & Flood Control z Continue to streamline development processes and develop innovative solutions to help promote development in North Las Vegas z Coordinate and assist in the transition from Hansen to Tyler for land development project tracking and permitting. z Conduct Construction Site Stormwater training for all Public Works Construction Inspectors. z Conduct Industrial Site Stormwater training for all Utilities Industrial Site Inspectors. z Update Section 8.50 (Stormwater Regulations) of the City Municipal Code. Engineering & Construction Services z Provide project planning, design and construction management services on the City’s Capital Improvement Plan projects. z Award 10 construction projects with an estimated construction value of $18 million z Complete 10 construction projects, totaling $25 million in construction costs with less than 5% in construction change orders.

ADOPTED BUDGET FISCAL YEAR 2016-17

209

CITY OF NORTH LAS VEGAS

z Continue to improve the effectiveness and efficiency of the Division using available resources and consultants. z Update the current web map technology by building a new framework for a faster and more user friendly system; finalize the

removal of City Map. Infrastructure Maintenance z Provide cost savings through the effective operation of energy management systems. z Provide research on methods of performing property condition assessments for all City buildings and begin implementing a more proactive approach to asset maintenance. Transportation Services z Enhance the Preventive Maintenance (PM) program for all core functions (w/ goal to reduce service calls). z Respond to all citizen-inquiries regarding Traffic Engineering and Operations in a timely manner. z Continue to improve the Temporary Traffic Control Plan permit process. z Begin pilot programs for many new lighting technologies (dimming, video monitoring, traffic counts etc.). z Continue to re-evaluate Fleet Operations policies and procedures. z Develop and implement a vehicle replacement policy for Fleet Services. z In Fleet, continue to improve the customer experience, reduce wait times and limit vehicle downtime. z Perform efficiency and OSHA compliance improvements within the garage. z Continue to reduce vehicle maintenance part and supply costs.

Actual FY 2015

Goal FY 2016

Estimated FY 2016

Goal FY 2017

Trend

23,429

23,000

23,276

24,000

365

375

392

450

1,200 L.F

2,200 L.F

3,226 L.F

3,660 L.F

Concrete repairs

89 C.Y.

150 C.Y.

216 C.Y.

285 C.Y.

Asphalt repairs

73 Tons

200 Tons

230 Tons

250 Tons

Waste dumped

14,862 C.Y.

15,000 C.Y.

15,844 C.Y.

16,880 C.Y.

N/A

430 C.Y.

440 C.Y.

520 C.Y.

N/A

120

121

137

Performance Metrics: z z z z z z z

Roadway Operations Miles Swept Potholes Repaired Trip hazards removed

Debris and trash removed

z Beautification code enforcement

cases closed

ADOPTED BUDGET FISCAL YEAR 2016-17

210

CITY OF NORTH LAS VEGAS

FY 2016 Highlights: Administration ; The Department continues to be recognized by both citizens and peers for its operational efficiencies and outstanding customer services despite very limited staffing and resources. Development & Flood Control ; Began implementing suggested alterations to the City’s NPDES program that were the result of the NDEP Audit of the ; Obtained National Flood Insurance Program (NFIP) Community Rating System (CRS) “Recertification” in October 2015 ensuring that the community (City) remains in good standing until the next recertification period. ; In response to NDEP’s MS4 Program Audit, the City and other co-permittees collectively and collaboratively completed and submitted a single comprehensive response to NDEP in December 2015. Engineering & Construction Services ; Completed 11 construction projects totaling ~$37.6 million: ඵ Las Vegas Wash Main Branch Channel and Trail Phase 1, Improvement Project ඵ Petitti Pool Project ඵ Arrowhead Acres Waterline Replacement Project ඵ Losee - Lone Mountain Pedestrian Bridge ඵ Justice Facility Fencing Project ඵ Carey Avenue Rehabilitation, Revere to the I-15 ඵ Cheyenne Sports Complex Irrigation Renovation Project ඵ Major Street Rehabilitation, FY 14/15 ඵ Bus Turn-Out Project ඵ Craig Ranch Regional Park Amphitheater Project ඵ Fire Station 51 Remodel ; Awarded 10 construction contracts totaling ~$18.5 million: ඵ Rapid Flashing Pedestrian Crossings Project ඵ Fire Station 51 Remodel ඵ Decatur Boulevard Pavement Rehabilitation Project ඵ Flower and Perliter Waterline Project ඵ Las Vegas Wash “N” Channel Flood Control Project ඵ Valley Drive and Decatur Boulevard Sidewalk Project ඵ ADA Sidewalk Accessibility Project, FY14/15 ඵ Ann Road Channel East, Commerce to Upper Las Vegas Wash Project ඵ Las Vegas Boulevard Evans to Pecos Project ඵ Trail Signage Project Infrastructure Maintenance ; Maintained monthly street sweeping schedule for all City Roadways 98% of time. ; Cleaned and applied herbicides to 186 liner miles to all un-landscaped medians on arterial and collector roads. ; Completed 148 tons of asphalt improvements on City-wide projects and over 2,658 linear feet of sidewalk on asphalt patches, curb, gutter and sidewalk replacements. ; Removed over 16,000 cubic yards of soil and debris from Sandstone Ridge Detention Basin. ; Cleaned and Maintained 1,401 acres of Clark County Regional Flood Control Channels and Detention Basins. ; Cleaned and Maintained 29 City Parks.

ADOPTED BUDGET FISCAL YEAR 2016-17

211

CITY OF NORTH LAS VEGAS

Transportation Services ; Reviewed 1,037 Temporary Traffic Control plans. ; Completed 1,946 work orders.

FY 2017 Goals: Administration z Continue to collaborate with Federal, State and local agencies to further strengthen the Cityâ&#x20AC;&#x2122;s representation and competitiveness for additional funding opportunities for the design and construction of public infrastructure to meet existing and future needs of the community. Development & Flood Control z Continue work in obtaining the FEMA Flood Control Mitigation Grant for the Oak Island Drive Storm Drain Project. z Work with our regional co-permittees on addressing the findings of the Nevada Department of Environmental Protection Audit. Infrastructure Maintenance z Clean and apply annual herbicides to all un-landscaped medians within the City limits. z Maintain a monthly minimum City street sweeping rate of 98%. z Address all CityTrack items, reported sidewalk trip hazards and roadway pothole requests within one week of notification. z Clean and maintain 1,401 acres of Flood Control facilities. z Provide services for Right-of-Way clean up City wide and removed encampments within the Hope Community. Transportation Services z Complete the Video Detection Upgrade Project, which will update video detection in mature areas for improved vehicle detection and traffic flow. z Continue the ATMS (Apogee Controller Software Upgrade) by working w/ FAST to enhance traffic signal communications at all traffic signal cabinets. z Upgrade the existing school flasher system to a more reliable system with remote monitoring and troubleshooting capabilities. z Respond to repairs from accidents for knockdowns within a 3-5 day time period.

Public Works installing a water line

ADOPTED BUDGET FISCAL YEAR 2016-17

212

CITY OF NORTH LAS VEGAS

Department Financial Trend - Public Works 2015 Actual

Expenditures by Object Salaries & Wages Employee Benefits Supplies & Services Capital Outlay Depreciation *

2016 Adopted Budget

2016 Projection

2017 Adopted Budget

2016 vs 2017 Variance Amount Percent 6,426,456 2,513,293 29,052,314 2,127,516 (213,700)

56.0 43.7 152.3 3.0 (29.9)

39,905,879

37.0

7,298,201 3,949,235 15,907,573 51,585,166 298,936

11,722,032 5,402,195 19,823,431 70,511,430 763,700

11,482,670 5,745,514 19,076,922 70,723,745 713,700

17,909,126 8,258,807 48,129,236 72,851,261 500,000

79,039,110

108,222,788

107,742,551

147,648,430

4,093,280

4,951,100

4,937,012

13,703,372 519,015 46,554,252 1,037,490 1,558,576 446,915

42,617,895 337,803 42,858,995 2,486,621 566,896 172,409

332,750 4,144,835 3,666,156 1,475,308 642,377 453,940 410,844

4,991,673 6,156,959 1,450,293 700,006 487,975 444,163

42,577,610 271,523 42,880,833 2,446,459 479,634 144,082 126,017 540,096 4,283,000 6,087,759 1,472,293 630,006 458,107 408,120

5,234,161 34,600,000 39,798,641 452,125 52,819,536 1,205,262

79,039,110

108,222,788

107,742,551

147,648,430

39,905,879

37.0

9,148,483

8,504,440

10,163,286

1,658,846

19.5

6,286,449

6,402,187

115,738

1.8

2,158,778 1,842,914

2,158,778 1,873,914

2,331,751 1,889,924

172,973 16,010

8.0 0.9

6,156,959

6,137,959

5,555,295

(582,664)

(9.5)

25,593,583

24,961,540

26,342,443

150,000 350,000

Expenditures by Division PW-Traffic Operations PW-General Expense PW-Dev Flood Control PW-Administration PW-Roadway Operations PW-Engineering Services PW-Construction Services PW-Survey PW-PSOTH-Vacant PW-PW-Vacant PW-Park Services PW-Fleet Operations PW-Building Maintenance PW-City Hall Mainentance PW-Custodial Services PW-Beautification Expenditures by Fund General Fund Fire Dept Grant Fund NLV Redevelopment Agency Street Maintenance, Parks, Fire Stations Parks & Rec Activities And Programs Parks & Rec Community Events Graffiti Fund Fuel Tax PW Non-CIP Reimbursable Programs Workers Compensation Fund Motor Equipment Fund

8,393,978 945 17,811 5,617,755 9,845 4,851 6,750 2,030,897 1,305,927 11,613 3,793,367

Total Operating Funds

21,193,739

Capital Projects Kiel Ranch Restoration & Operation IT Projects, 2006A Bonds HUD-Capital Projects-Streets Civic Center 2006 Bonds Municipal Facilities Park & Recreation Capital Projects Street Projects HUD-Capital Projects-Parks Public Safety Projects - Fire Traffic Signal Projects Public Safety Projects 2006A Bonds Las Vegas Wash Main Branch RTC - Traffic Signals Flood Control Projects FC - Transportation Projects RTC - Transportation Projects NDOT - Capital Projects Parks & Rec Projects - 2006 Bonds Parks & Rec Projects - BLM Utilities - Water Fund Utilities - Wastewater Fund

(323) 49,999 32,931 125,301 7,798 185,987 220,275 21,977 8,299 22,420 23,684 552,340 43,926 13,050,438 152,525 25,121,016 18,150,801 18,669 56,095 849 364

Total Capital Projects

57,845,371

Total Departmental Expenditures

79,039,110

3,511,721

5,006,942 5,211,095 2,114,075 796,353 410,240

350,000

297,149 34,600,000 (2,778,969) 180,602 9,938,703 (1,241,197) (479,634) (144,082) (126,017) (540,096) 723,942 (876,664) 641,782 166,347 (458,107) 2,120

1,380,903

(150,000)

6.0 (6.5) 66.5 23.2 (50.7) (100.0) (100.0) (100.0) (100.0) 16.9 (14.4) 43.6 26.4 (100.0) 0.5

5.5 (100.0)

34,600,000

1,420,482

(2,091,239)

(59.6)

(151,929)

(100.0)

151,929 4,884,751 36,767,271

4,884,628 36,767,271

4,040,350 35,111,864

(844,278) (1,655,407)

(17.3) (4.5)

20,292,363 16,673,099

40,052,547 5,730,744

19,760,184 (10,942,355)

97.4 (65.6)

82,629,205

82,781,011

121,305,987

38,524,976

46.5

108,222,788

107,742,551

147,648,430

39,905,879

37.0

* This schedule also includes depreciation expense. Real Property Services Division has moved to Neighborhood and Leisure Services.

Note: Proprietary funds have been adjusted to reflect Cash flow basis.

ADOPTED BUDGET FISCAL YEAR 2016-17

213

CITY OF NORTH LAS VEGAS

Authorized Personnel - Public Works 2015 Actual FTE's General Fund PW-Administration PW-Construction Services PW-Dev Flood Control PW-Engineering Services PW-Survey PW-Traffic Operations PW-PR-Park Services PW-GS-Building Maintenance PW-GS-Custodial Services PW-Beautification

Total FTE's General Fund

Other Funds Fleet Operations (Motor Equipment) Street Maintenance, Parks, Fire Stations Fuel Tax

Total FTE's Other Funds

Total FTE's Public Works

2016 Budget FTE's

2016 Projection FTE's

2017 Budget FTE's

Net Chg

2.70

3.30 18.00

4.30 18.00

1.00

2.50 15.50 11.00

3.00 15.50 11.00

0.50

4.00

2.70 7.00 3.30 6.00 4.00 1.30 15.50 8.00 3.00 3.00

3.70 7.00 4.30 6.00 3.00 0.30 14.50 8.00 3.00 4.00

53.80

57.00

58.50

1.50

10.00 36.70

8.00 35.70

9.50 38.00 2.00

10.70 38.50 2.00

1.20 0.50

46.70

43.70

49.50

51.20

1.70

100.50

97.50

106.50

109.70

3.20

Transportation Services crew working on a crosswalk signal

Kiel Ranch restoration project

ADOPTED BUDGET FISCAL YEAR 2016-17

214

CITY OF NORTH LAS VEGAS

Utilities Department

UTILITIES DIRECTOR

BUSINESS SERVICES

ADMINISTRATION

OPERATIONS

Field Customer Service Office Customer Service

Support IT Planning

WATER RECLAMATION FACILITY

Field Services Water Operations

Plant Operations Maintenance Pretreatment

FINANCE

Purchasing Accounting Billing

Mission Statement Provide quality, cost effective utility services meeting the needs of our community.

Department Description

Division/Major Program Description

The Utilities Department is solely funded by the City of North Las Vegas Water and Wastewater Enterprise Funds. Enterprise Funds are used to account for operations financed and operated in a manner similar to a private business. The City of North Las Vegas’ intent is that all costs associated with providing utility (water and wastewater) service to the general public are financed and recovered through user charges.

The Finance Division provides purchasing, accounting, budgeting, forecasting and billing, bill printing and bill payment processing services for the department. In addition, printing services for the city have been restructured and assigned to bill printing staff.

In order to better serve the public and to increase efficiency, a functional consolidation was implemented in FY 13-14 that merged the Utilities engineering and development divisions with the Public Works engineering and development divisions. As a result of the consolidation, the Utilities Department was reorganized into five new divisions. The new organizational structure allows the Department to provide a full complement of business services and operate more efficiently as a business. In addition to providing quality customer service, fiscal responsibility, and safe, reliable product and services, the department is also responsible for planning orderly development and growth for utility infrastructure expansion.

The Business Services Division consists of two sections: Office Customer Service and Field Customer Services. The Business Services Division ensures that the customer receives the best service while protecting and enhancing the revenues and assets of the City’s Utilities Department. The following services are provided: • The Office Customer Services section performs cashiering for Utilities and Development Services Center, call center functions, utility account services including bill interpretation and adjustments, bill payment processing and collection of active accounts. • The Field Customer Services section performs meter reading installation and repairs, customer service (including starting and stopping services), consumption and conservation inquiries. This section also handles technology interface, project planning and testing, and related support services.

ADOPTED BUDGET FISCAL YEAR 2016-17

215

CITY OF NORTH LAS VEGAS

The Administration Division consists of three sections: Planning, Information Technology, and Administrative Support. Responsibilities include: • Administration and processing of well conversions and over sizing/refunding agreements. • Update Utility Service Rules and Design Standards. • Maintaining, updating, and calibrating water and wastewater system computer models for use in master planning and technical study efforts. • Ensure that City water and wastewater facilities are pro-actively identified and programmed on both local and regional levels. • Ensuring that all City ground-water permits are maintained in proper standing with the State of Nevada including submission of an annual report of production and recharge operations. • Provides information technology support and enhancements to all Divisions of the Utilities Department and other departments throughout the City. The Utilities Operations Division is responsible for providing safe and reliable water and wastewater service to our customers. It is organized into two sections: Field Services and Water Operations. The Utility Operations responsibilities include:

The Water Reclamation Division operates and maintains the City’s Water Reclamation Facility (WRF) and operates the City’s Pretreatment program. Its mission is to provide a high quality of wastewater treatment to meet all local, state, and federal regulatory requirements and be able to do so in the most cost effective manner. Construction of the Water Reclamation Facility was initiated in November 2008 and was completed in March 2013. Prior to that, the City of Las Vegas provided wastewater treatment to North Las Vegas customers. The WRF is up and running with a current average daily flow of 17 MGD. Construction of this plant permits the city to enhance economic development options within the city and control its own destiny at an economical price. The WRF utilizes MBR Technology as the treatment process, which is state of the art, and provides wastewater treatment to over 63,900 customers located in the City of North Las Vegas and portions of Clark County. Responsibilities for this division includes, but not limited to:

• Field Services currently repairs and maintains 1,100 miles of water main, 750 miles of sewer main. 84,000 water service laterals, 62,000 sewer service laterals and 9,802 fire hydrants This section also performs sewer cleaning and TV inspection of the City’s sanitary sewer collection system to help ensure the system works properly. Storm water maintenance on facilities tributary to Regional Flood Control facilities is also performed in this section. • Water Operations maintains and operates the water production and transmission system consisting of twenty water storage reservoirs, ten pumping stations, and five well sites. This section is also responsible for site security, and backflow programs. The Backflow program is mandated by the Nevada State Health Division and supported by chapter 13.20 of the City of North Las Vegas Municipal Code. The program is a key element in ensuring the integrity of the City’s potable water supply.

• Operation of the Water Reclamation Facility to meet the regulatory effluent discharge limits. • Perform scheduled maintenance on the equipment within the Water Reclamation Facility. • Regulatory permitting and reporting as required. • Planning and budgeting for Water Reclamation Facility operations. • Implements the City’s pretreatment program, which is mandated by the U. S. EPA’s Clean Water Act. The program protects the City’s wastewater facilities through the inspection and permitting of industrial/commercial businesses.

New water VN water meter

ADOPTED BUDGET FISCAL YEAR 2016-17

216

CITY OF NORTH LAS VEGAS

Performance Metrics: z z z

Actual FY 2015

z z

Goal FY 2017

Estimated FY 2016

Trend

Calls received

198,824

Calls abandoned(1)

74,255

% Calls answered

62.60%

90.00%

62.80%

90.00%

97.00%

90.00%

z % Service requests-completed when z

Goal FY 2016

scheduled

Number of meters read electronically

1,044,692

Number of meters read manually

40,932

Percent read electronically

96.20%

202,352

75,360

1,100,000

47,916 97.00%

95.80%

T 90.00%

* Calls abandoned include any call that is disconnected for any reason. The customer may have received the information in the messaging, or missed a callback or simply did not have the time to wait or receive a callback.

FY 2016 Highlights: Administration/Planning ; Completed 90 percent design of the Northeast Interceptor Sewer to provide sewer services to the undeveloped areas of the City south of the Speedway. Design was budgeted in the FY16 Capital Improvement Budget with phase I construction scheduled for FY17. ; Continue planning and implementation of the Apex water and wastewater systems to support both short term and long term growth of the 7,300 developable acres in Apex. Short term growth will be accommodated by using groundwater wells and community septic systems. Long term growth will be supported through construction of a 16 mile water pipeline and new wastewater treatment facility.

Business Services ; Installation of an outdoor utility bill payment kiosk and the replacement of two indoor kiosks. The outdoor kiosk provides customers with the ability to pay 24-7. All new kiosks offer the customer a quick and improved payment experience. ; Implemented the Fixed Income program y cus s program allows qualified cus omers wfor utilit tomers. Thi t ho are on a fixed income an additional 7 days to pay their bill without incurring penalties/late fees. ; Implemented the online payment arrangement option which allows utility customers the convenience of scheduling their own payment arrangement. ;

Revised the existing text/SMS message program to include payment arrangement notification and reminders.

; Simplified the payment arrangement process to allow for the maximum number of days and arrangement amount possible for

the customer. This reduced the overall amount of outstanding payment arrangements on all active accounts.

FY 2017 Goals: Business Services z Implementation of a Commercial Liaison who will provide service for property management, realtor and commercial customers. z Improvements to the customer service line and queueing system. Simplified routing options allow the customers to quickly reach a representative.

ADOPTED BUDGET FISCAL YEAR 2016-17

217

CITY OF NORTH LAS VEGAS

z Continuously review ways we can improve the customer service experience through the use of existing and new technology. z

Increase the call center answer rate and reduce the number of abandoned calls. Reduce the wait time for in-person transactions. Wastewater Reclamation Facility z Complete the design of the APEX water and wastewater system and begin construction for completion by January 2018.

z Establish funding mechanism for financing the Northeast Interceptor Sewer and complete construction by March 2018.

Performance Metrics:

Actual FY 2015

z Utilities Department Staffing

133.0

(FTEs) - Approved z Utilities Department Staffing (FTEs) - Filled z z z z z

129.0

133.0

135.4

128.0

135.4

Trend

120

Unaccounted for Water Rate

6.31%

8.00%

7.64%

8.00%

Valves exercised

1,590

3,500

1,059

3,500

Valves exercised (% of goal)

45.00%

Fire hydrant maintenance

75.00%

(% of goal)

Sewer Maintenance cleaning

68.70%

Camera/sewerline TV

124,000

Camera/sewerline TV (% of goal)

100.00%

(24 hour reportable)

Drop inlet cleaned/inspected

z Drop inlet cleaned/inspected

30.00% 7,925

5,586

541,523 L.F.

(% of goal)

5,956

z Sanitary Sewer overflow z

Goal FY 2017

z Sewer Maintenance cleaning z

Estimated FY 2016

OSHA Recordable Accidents

z Fire hydrant maintenance z

Goal FY 2016

70.40% 792,000 L.F.

7,925

560,000 L.F.

70.70% 124,000

93.30%

T S

792,000 L.F.

140,000

' '

150,000

T T

523

531

540

531

101.90%

101.70%

ADOPTED BUDGET FISCAL YEAR 2016-17

218

CITY OF NORTH LAS VEGAS

z z z

% Permit regulatory compliance Wastewater treatment cost per MGD Total odor complaints

100.00%

$1,320/MGD

$1,500/MGD

$1,217/MGD

$1,585/MGD

FY 2016 Highlights: Administration/Planning ; Made staffing changes at the WRF to enhance both the plant operations and industrial pretreatment program. ; Hired a Deputy Director to enhance operations management. ; Separated Industrial Pretreatment Program from the sanitary sewer inspection program and created a new classification called Environmental Technician to better meet goals and objectives. ; Coordinated with Nevada Department of Environmental Protection to conduct on premise testing for Water Distribution Operators 1,2,3 and 4. ; Implemented a new safety program and appointed a safety coordinator. ;

Reviewed modifications to the department’s water and sewer use ordinances with the Utility Advisory Board.

Operations ; Executed a contract with the Colorado River Commission to purchase 1.7 megawatts of power from Hoover Dam beginning October 1, 2017. Estimated savings over the first 5 years is $124,000. ; Cleaned over 531 drainage inlets discharging into regional flood control district channels. Per the City’s MS-4 permit with Nevada Division of Environmental Protection, the City is required to clean 20% of the 2651 drainage inlets each year. This program is funded by the Clark County Regional Flood Control District and is an important maintenance practice to insure the inlets are clear to accept storm water during rainfall events ; ; ;

Repaired 16 water line breaks, 449 water service laterals, 103 water valves and replaced 15 water valves. Exercised 5,227 fire hydrants and 981 valves. Valve and hydrant exercising is an important maintenance activity for both water quality and safety. Water operators performed preventative maintenance and repairs on 19 water storage facilities, 38 pumps and motors, 5 wells and 60 pressure regulating valves in 46 vaults.

; Water operators responded to more than 2,035 service requests. ; Cheyenne Well was abandoned and City entered and designed phase of a new replacement well on the same site.

A Capital Improvement Project for the automation of 60 pressure regulating vales (PRV) kicked off the design phase. The goal is to automate and control the water system PRV’s by the SCADA System. ; Backflow Cross-connection Specialists performed preventative maintenance, repairs and inspections on 300 City owned assemblies, 158 new installations and inspections, testing oversight 7,345 assemblies and 6,366 first notice letters. ; The City’s two backflow technicians serve on the board of the American Backflow Prevention Association (ABPA). ;

Business Services ; Due to the efforts made through the Squatters Taskforce, communication has improved between Utilities, Code Enforcement and PD staff. This effort also resulted in an improvement of document retention and record verification for customers requesting new service. This helps to ensure utilities revenue can be secured and that our assets are protected. ; Improved security for the cashiering area with the installation of bullet resistant glass. Finance ; Increased the number of open water accounts from 83,282 in July 2014, 84,361 in July 2015 and estimated 85,500 in July 2016.

ADOPTED BUDGET FISCAL YEAR 2016-17

219

CITY OF NORTH LAS VEGAS

;

Maintained the lowest per capita water use in the Las Vegas Valley at 140 gallons per capita per day in CY15. The valley wide consumption is 205 gpcd with a goal of 199 gpcd by 2035.

Reviewed several vendors for the replacement of the current Utilities Hansen system. Advanced Utility System was selected as new software vendor. Negotiated a contract, presented and received approval by City Council. The Utility Department has a 14 month implementation timeframe for the new system. The Department is working with Advanced on the design and conversion process. ; Reviewing several vendors for possible implementation with the Advanced Utility System to replace the interactive Voice Response/Interactive Web Response. The new system will work with Advance Utility System to provide an enhanced system for our customers. ; Worked with Finance Department to get a contract with Wells Fargo Bank for merchant services. The contract has been signed and implementation has started to convert the processing of Utility credit card payments through Wells Fargo. ;

Wastewater Reclamation Facility/Pretreatment ; Obtained NDEP Laboratory Certification. ; Completed Installation of orthophosphate analyzers in aerobic zone of bioreactors ;

Completed Installation of SCADA audible alarms system throughout the plant. ; Saved $30,577 by cleaning Bioreactor Tank in-house. ; Installed WIFI within the plant. Allows use of electronic devices to take maintenance and operation updates. ; Updated sewer use ordinance to incorporate new pretreatment requirements and submitted to Federal EPA for review. ; Completed a headwork analysis study and report to establish industrial pretreatment parameters. FY 2017 Goals: Administration/Planning z Continue to examine reorganizational changes to enhance operations. z Reduce OSHA recordable injuries by 10 percent over the next 2 years. OSHA recordable injuries include work related

injuries that requires medical treatment beyond first aid. Of prime importance is keeping workers safe. As a secondary benefit, reducing OSHA recordable injuries will reduce the amount of worker compensation paid by the department and free up funds for more productive use.

z Hire a Utilities Operation Manager. z Obtain City Council approval to update the Utility Departmentâ&#x20AC;&#x2122;s water and sewer ordinances to enhance operations and

provide better customer service. The Utility Advisory Board has already endorsed the changes.

Business Services z Continue to examine reorganizational changes to enhance operations. z Reduce OSHA recordable injuries by 10 percent over the next 2 years. OSHA recordable injuries include work related

z Hire a Utilities Operation Manager. z Obtain City Council approval to update the Utility Departmentâ&#x20AC;&#x2122;s water and sewer ordinances to enhance operations and

provide better customer service. The Utility Advisory Board has already endorsed the changes.

ADOPTED BUDGET FISCAL YEAR 2016-17

220

CITY OF NORTH LAS VEGAS

Operations z Implement a new on line method for entering backflow testing results into the new Customer Information System scheduled to come on line in May 2017. The current practice is time consuming and inefficient and results in a perpetual data entry backlog that makes the program inefficient. z Clean 20% of the City’s 2,651 drainage inlets to comply with its MS-4 Permit from Nevada Department of Environmental

Protection.

z Exercise and maintain 5,500 Fire Hydrants, 1,200 Water valves and replace 200 water valves located within city boundaries

and 20 percent of all main line valves 6 inch and larger in the Departments service area.

z Complete rehabilitation repairs of City Wells. With City Wells operating, we can save a significant amount on purchasing

water. Establish and maintain a ground water pumping goal of 10% of total water production. z Complete rehabilitation of Carlton #1 Reservoir during the winter months, and drain Robinson Reservoir for warranty inspection during the same period. Established goal of draining 4 reservoirs for inspection and evaluation by Professional Engineers each year. z Continue with the design phase of our PRV automation and control CIP and begin SCADA upgrades. The additional

information would allow Water Operations to operate more efficiently and assist in maintaining high water quality in our water system. z Begin CIP for P2B pump station. Increasing efficiency of the pumps and motors will save on operating costs and the installation of a covered partial enclosure will save on maintenance costs by protecting equipment from the elements. Business Services z Request proposals to implement the next generation smart meter program over the next 5 years. The Utility Department’s current automated metering system began in 2004. The batteries in the original installations are now dying, requiring rep es and registers per year. Rather than rep an outdated sys ylacement of 5,000-6,000 batteri lace with tem, it is to the Cit ’s benefit to upgrade to an advanced metering infrastructure system to read meters through wireless connections and eliminate the need for drive by meter reading. Customers will also be able to see their own water consumption and promote water conservation by being able to identify any leaks in their water system.

z Assist I.T. in the data conversion and implementation of Advanced Utility Systems (AUS) which will replace the Hansen

database.

z Enhance the large meter testing program. Large meters account for over 50 percent of water revenues and tend to under

Finance z Complete implementation of the Advanced Utility Systems, CIS infinity software and complete the conversion of the Hansen data into the new system. The Department has an accelerated implementation process and will be complete by the end of May 2017. This system will replace the Utilities portion of Hansen. z Select vendor to replace the current Interactive Voice Response/Interactive Web Response system and complete implementation of software to be in service by May 2017. z Complete conversion of Utilities merchant services to Wells Fargo Bank

Wastewater Reclamation Facility z Update the WRF Emergency Response Plan. z Clean out bioreactor center channel to improve plant operations. z Clean out Influent channel to eliminate inorganic build up, increasing channel capacity. z

Update plant secure system by installing night vision equipment. z Install New Cake conveyor system in existing Solids building. z

Repair or install new cover on Chlorine contact basin.

ADOPTED BUDGET FISCAL YEAR 2016-17

221

CITY OF NORTH LAS VEGAS

z Replace Gravity Belt Thickening system pumps to cut maintenance cost.

z Install 6 foot split face masonry wall at the pump gallery to protect the equipment from the weather. z Obtain final EPA approval of the Departmentâ&#x20AC;&#x2122;s Industrial Waste Pretreatment Program to resolve the Administrative Order

issues in August 2015

FY 2016 Highlights: Administration/Planning ; Keep the water system unaccounted for water use to less than 8 percent of total water pumped. Unaccounted for water is water not accounted for through metering and includes water lost through leaks, inaccurate water meters and fire hydrant flushing. Business Services ; Homeland security requirements met, Installed RSA secure ID tokens on SCADA System. ; Updated the Industrial Use Inventory ; Updated the Industrial Pretreatment Enforcement Response Plan and submitted to Federal EPA for review. Operations ; Published the 2015 Water Quality Report in accordance with state and federal regulations. In FY 16, Water delivered by the City of North Las Vegas met or exceeded all state and federal drinking water standards. ; The water distribution system pumped 52,861 acre feet of potable water through City facilities. Wastewater Reclamation Facility/Pretreatment ; Homeland security requirements met, Installed RSA secure ID tokens on SCADA System ; Updated the Industrial Use Inventory. ; Updated the Industrial Pretreatment Enforcement Response Plan and submitted to Federal EPA for review. FY 2017 Goals: Operations z Keep the water system unaccounted for water use to less than 8 percent of total water pumped. Unaccounted for water is water not accounted for through metering and includes water lost through leaks, inaccurate water meters and fire hydrant flushing z Establish and maintain water sampling goal of 100% Absent of Total Coliform and continue to exceed action levels on Lead

and Copper sampling. This can be obtained by executing a good flushing program. Wastewater Reclamation Facility z Install a reclaimed water irrigation system and plant grass in the front of the WRF to reduce the amount of dust that is clogging the filters in the blower assemblies. z Construct a reclaimed water line to supply the Nellis AFB golf course with reclaimed water for irrigation.

New Certified Lab at the WRF

WRF Control Center ADOPTED BUDGET FISCAL YEAR 2016-17

222

CITY OF NORTH LAS VEGAS

Department Financial Trend - Water

2017 Adopted Budget

2015 Actual

2016 Adopted Budget

5,221,630 2,571,848 21,854,421 1,638,156 3,741,400 545,916 5,582,900

6,338,206 3,004,228 26,640,897 1,815,031 3,027,000 393,563 5,508,400

6,338,206 3,004,228 26,661,897 3,922,890 3,027,000 393,563 5,508,400

6,602,436 3,283,314 29,347,867 3,847,431 2,835,000 258,600 5,410,000

264,230 279,086 2,685,970 (75,459) (192,000) (134,963) (98,400)

4.2 9.3 10.1 (1.9) (6.3) (34.3) (1.8)

41,156,271

46,727,325

48,856,184

51,584,648

2,728,464

5.6

732,055 10,115,602 2,677,337 14,016,538

862,669 13,135,323 2,847,978 16,556,608

938,468 12,762,523 3,086,577 16,600,907

2,557,297 389,804 456,874 74,225 822,056 1,702,818 1,819,629

3,025,069 422,688 519,462 224,428 1,195,748 2,183,627 1,783,748

128,776 363,524 (84,528) 11,941 5,372,323

274,150 701,355 2,930,300 64,172

862,669 13,135,323 2,794,985 16,492,741 (33,683) 2,988,358 419,184 519,462 224,428 1,185,363 2,134,150 1,783,748 (28,114) 274,150 701,355 5,059,159 64,172 278,734

75,799 (372,800) 291,592 108,166 33,683 92,853 (58,003) (36,970) 21,900 110,174 788,230 115,174 28,114 (8,820) 24,704 1,791,541 1,861 (278,734)

2016 Projection

2016 vs 2017 Variance Amount Percent

Expenditures by Object Salaries & Wages Employee Benefits Supplies & Services Capital Outlay Principal Interest Depreciation *

Expenditures by Division UD-Administration UD-Operations UD-Pump Operations UD-Support Services UD-Pretreatment UD-Field Services UD-Mapping UD-Planning UD-Development UD-Office Customer Service UD-Field Customer Service UD-Financial UD-Special Projects UD-Technical Services UD-Inspection UD-CIP Design/Const. Mgmt UD-Wastewater Reclamation Facility Cashflow Conversion/Vacant

3,081,211 361,181 482,492 246,328 1,295,537 2,922,380 1,898,922 265,330 726,059 6,850,700 66,033

8.8 (2.8) 10.4 0.7 (100.0) 3.1 (13.8) (7.1) 9.8 9.3 36.9 6.5 (100.0) (3.2) 3.5 35.4 2.9 (100.0)

41,156,271

46,727,325

48,856,184

51,584,648

2,728,464

5.6

Expenditures by Fund Water Utility

41,156,271

46,727,325

48,856,184

51,584,648

2,728,464

5.6

Total Operating Funds *

41,156,271

46,727,325

48,856,184

51,584,648

2,728,464

5.6

* This schedule includes depreciation expense, excludes transfers out.

Note: Proprietary funds reported on a Cash flow basis.

Authorized Personnel - Water 2015 Actual FTE's UD-Administration UD-Development UD-Field Customer Service UD-Field Services UD-Financial UD-Inspection UD-Mapping UD-Office Customer Service UD-Planning UD-Pump Operations UD-Special Projects UD-Support Services UD-Technical Services UD-Water Reclamation Facility Total FTE's Water

2016 Budget FTE's

2017 Budget FTE's

5.60 2.10 11.00 20.30 6.30 4.20 2.80 11.20 2.05 13.00

5.60 2.10 13.00 20.30 6.30 4.20 2.80 11.90 2.05 13.00

0.70 2.80

7.30 2.80 13.00 16.80 7.00 4.90 4.20 11.00 3.45 13.40 1.00 0.70 3.50

0.70 2.10 0.60

81.45

89.05

81.95

84.65

7.30 1.40 11.00 16.80 7.00 4.20 2.80 10.30 2.75 14.40

2016 Projection FTE's

ADOPTED BUDGET FISCAL YEAR 2016-17

223

Net Chg

2.00

0.70

2.70

CITY OF NORTH LAS VEGAS

Department Financial Trend - Wastewater

Expenditures by Object Salaries & Wages Employee Benefits Supplies & Services Capital Outlay Principal Interest Land Amortization Depreciation *

Expenditures by Division UD-Administration UD-Operations UD-Pump Operations UD-Support Services UD-Pretreatment UD-Field Services UD-Mapping UD-Planning UD-Development UD-Office Customer Service UD-Financial UD-Special Projects UD-Technical Services UD-Inspection UD-CIP Design/Const Mgt UD-Wastewater Facility Cashflow conversion / Vacant Expenditures by Fund Wastewater Utility Funds Total Operating Funds *

2015 Actual

2016 Adopted Budget

2016 Projection

2017 Adopted Budget

3,605,516 1,775,851 2,590,963 11,303,145 4,367,600 15,174,360 500,000 12,990,927

4,053,531 1,893,347 14,743,116 2,489,314 4,072,875 15,098,437 500,000 12,842,600

4,053,531 1,893,347 14,752,116 8,277,843 4,072,875 15,098,437 500,000 12,842,600

4,242,457 2,061,409 14,053,398 9,465,314 4,413,072 14,914,165 500,000 12,855,500

188,926 168,062 (698,718) 1,187,471 340,197 (184,272) 12,900

0.1

52,308,362

55,693,220

61,490,749

62,505,315

1,014,566

1.6

274,616 32,622,535 10 159,317 922,118 928,914 166,257 183,990 31,128 378,320 774,446

369,715 36,821,928

401,870 37,153,312

32,155 331,384

8.7 0.9

55,186 155,897 (63,144) 8,332,823 7,385,950

117,493 300,587 4,673,000 9,561,003

276,191 480,684 1,295,586 181,157 235,910 96,183 513,532 770,251

248,820 466,248 1,279,852 179,656 235,910 96,183 509,083 770,251 (12,050) 117,493 300,587 10,470,529 9,518,471 118,073

2016 vs 2017 Variance Amount Percent

267,244 488,534 1,363,504 154,799 220,343 105,575 557,611 819,628

18,424 22,286 83,652 (24,857) (15,567) 9,392 48,528 49,377 12,050 (3,775) 10,597 242,471 316,522 (118,073)

113,718 311,184 10,713,000 9,834,993

4.7 8.9 (4.7) 14.3 8.4 (1.2)

7.4 4.8 6.5 (13.8) (6.6) 9.8 9.5 6.4 (100.0) (3.2) 3.5 2.3 3.3 (100.0)

52,308,362

55,693,220

61,490,749

62,505,315

1,014,566

1.6

52,308,362

55,693,220

61,490,749

62,505,315

1,014,566

1.6

52,308,362

55,693,220

61,490,749

62,505,315

1,014,566

1.6

* This schedule includes depreciation expense, excludes transfers out.

Note: Proprietary funds reported on a Cash flow basis.

Authorized Personnel - Wastewater 2015 Actual FTE's UD-Administration UD-Development UD-Field Services UD-Field Customer Service UD-Financial UD-Inspection UD-Mapping UD-Office Customer Service UD-Planning UD-Pretreatment UD-Support Services UD-Technical Services UD-Water Reclamation Facility Total FTE's Wastewater

2016 Budget FTE's

2016 Projection FTE's

2017 Budget FTE's

2.70 0.60 7.20

2.70 1.20 7.20

2.40 0.90 9.10

3.00 1.80 1.20 4.70 1.25 8.00 0.30 1.20 20.60

3.00 2.10 1.80 5.00 1.55 8.00 0.30 1.50 21.60

2.70 1.80 1.20 4.80 0.95 3.00 0.30 0.90 22.40

2.70 1.80 1.20 5.10 0.95 3.00 0.30 0.90 22.40

52.55

55.95

50.45

50.75

ADOPTED BUDGET FISCAL YEAR 2016-17

224

Net Chg

0.30

CITY OF NORTH LAS VEGAS

General Expenses Department Description The General Expense Department is used to track expenditures that can be used citywide and are not associated with a specific department. Services and supplies reflected in this organization primarily represent utilities used throughout the City campuses including water, electricity, natural gas, postage, and communications.

A Contingency Reserve of $500,000 is available to fund emergency or unforeseen occurrences and is reflected in the Transfers and Other Expenses line of this budget. Interfund transfers for all funds total $39,294,254 are also included in the Transfers and Other Expenses budget. The following pages include a reconciliation of the interfund transfers for FY 2016/17 and the department financial trend.

Art contest winners at the Stone Soup Art Gallery

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Fiscal 2017 Transfer Reconciliation

Revenues - Transfers In

Account Description

Fund

Account

00100

370610

18,143,675

General Fund

00100

370620

5,133,608

General Fund

00200

370100

89,000

Police Grant Fund

00200

370287

1,110,000

Police Grant Fund

00201

370100

151,407

Fire Grant Fund

00238

370230

105,000

Vacant Bldg Clearance

00278

370275

378,678

Parks & Rec Community Events

00290

370100

1,791,023

00311

370100

5,310,758

Debt Service (Operating)

00311

370268

1,933,808

Debt Service (Operating)

00311

370271

300,000

Debt Service (Operating)

00311

370290

1,945,000

Debt Service (Operating)

00403

370230

350,000

HUD Capital Projects-Streets

00413

370254

174,000

Parks & Rec Capital Projects

00413

370253

150,000

Parks & Rec Capital Projects

00413

370268

440,000

Parks & Rec Capital Projects

00415

370293

1,034,000

00426

370268

291,000

00429

370485

86,597

00610

370230

321,700

00630

370100

55,000

Amount

(Transfer From)

Fund Description

39,294,254

Trf From-Water

Trf From-Wastewater Trf From-General

Trf From-Public Safety Tax Trf From-General

Trf From-Comm Dev

Trf From-Parks & Rec Activities and Programs

Trf From-General

Library

Trf From-General

Trf From-Street Maint, Parks, Fire Trf From-Court Facilities Admin Trf From-Library

Trf From-Comm Dev

Trf From-Park District IV Trf From-Park District III

Trf From-Street Maint, Parks, Fire

Trf From-Fuel Taxes - Roadway

Street Projects

Trf From-Street Maint, Parks, Fire

Public Safety Projects - Fire Public Safety Projects, 2006A Bonds

Trf From-Parks & Rec Projects, 2006 Bonds Trf From-Comm Dev

Water Fund

Trf From-General

Municipal Golf Course

Total Transfers In

National Day of Prayer event at City Hall

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Fiscal 2017 Transfer Reconciliation (continued) Expenditures - Transfers Out

Account Description Fund

Account

00100

470200

89,000

00100

470201

151,407

00100

470290

1,791,023

00100

470311

5,310,758

00100

470630

55,000

00230

470238

105,000

00230

470403

350,000

00230

470610

321,700

00253

470413

150,000

00254

470413

174,000

00268

470311

1,933,808

00268

470413

440,000

00268

470426

291,000

00271

470311

300,000

00275

470278

378,678

00287

470200

1,110,000

00290

470311

1,945,000

00293

470415

1,034,000

00485

470429

86,597

00610

470100

18,143,675

00620

470100

5,133,608

Amount

(Transfer To)

Fund Description

39,294,254

General Fund

Trf To-Police Grant Fund

General Fund

Trf To-Fire Grant Fund Trf

General Fund

Trf To-Debt Service (Operating)

General Fund General Fund

Community Development Community Development

To-Library

Trf To-Municipal Golf Course

Trf To-Vacant Bldg Clearance Trf To-HUD Capital Projects - Streets

Community Development

Trf To-Water Fund

Park District IV

Trf To-Capital Projects - Parks

Park District III

Street Maintenance Program Street Maintenance Program Street Maintenance Program

Court Facilities Admin Assessment

Parks & Rec Activities and Programs Public Safety Tax Library District

Fuel Tax - Roadway Operations

Parks & Rec Capital - 2006 Bonds Water fund

Wastewater Fund

Trf To-Capital Projects - Parks Trf To-Debt Service (Operating) Trf To-Capital Projects - Parks

Trf To-Public Safety Projects-Fire Trf To-Debt Service (Operating)

Trf To-Parks & Rec Community Events Trf To-Police Grant Fund Trf To-Debt Service (Operating) Trf To-Street Projects

Trf To-Public Safety, 2006A Bonds Trf To-General Fund Trf To-General Fund

Total Transfers Out

Battle Frog race event starting line

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CITY OF NORTH LAS VEGAS Department Financial Trend - General Expense

2017 Adopted Budget

2015 Actual

2016 Adopted Budget

2016 Projection

1,410,081 3,204,688 16,877,825

5,470,095 446,029 19,506,411

5,470,095 1,936,029 17,828,746

(1,092,049) 780,191 3,426,150 658,500

(20.0) 40.3 19.2

7,379 5,392,700 7,523,693 10,828 45,666,778 400,000 (1,023,930)

4,378,046 2,716,220 21,254,896 658,500

4,149,700 7,288,111 10,020 39,823,497 500,000

4,149,700 7,288,111 10,170 40,397,642 100,000

4,374,300 7,119,026 10,020 39,294,254 500,000

224,600 (169,085) (150) (1,103,388) 400,000

5.4 (2.3) (1.5) (2.7) 400.0

79,470,042

77,193,863

77,180,493

80,305,262

3,124,769

3,489,904 1,790,937 38,230

2,492,487 6,290,000

5,143,472 5,600,000

14,613,933 1,566,969

12,670,048 3,870,000 100,000 11,447,831 7,622,441 400,900

2,232,987 6,290,000 1,835 70,000 12,670,048 3,870,000 100,000 11,447,981 8,022,441 532,110

14,042,850 4,121,340 100,000 11,503,346 7,397,188 776,700

248,000 235,000 3,412,448 300,000

9,625 269,530 246,780 3,412,448 300,000

150,000 174,000 2,664,808 300,000

292,348

378,678

777,000 527,500 1,428,945 26,245

1,110,000 1,945,000 1,034,000

340,000 684,399 22,437 13,430

18,256,669 5,486,816 400,000 (1,023,930)

18,196,237 5,296,167 500,000

18,196,237 5,296,167 100,000

86,597 18,143,675 5,133,608 500,000

79,470,042

77,193,863

77,180,493

80,305,262

Expenditures by Object Salaries & Wages Employee Benefits Supplies & Services Capital Outlay Depreciation * Principal Interest Expense Other Debt Service Transfers Out Contingencies Cashflow Conversion Expenditures by Division General Expense Employee Benefits AS-Administration AS-GG-Vacant Workers Comp Self Insurance Desert Tortoise Debt Service Divisions Transfers (Fund 100) Transfers (Fund 230) Transfers (Fund 238) Transfers (Fund 251) Transfers (Fund 253) Transfers (Fund 254) Transfers (Fund 268) Transfers (Fund 271) Transfers (Fund 280) Transfers (Fund 274) Transfers (Fund 275) Transfers (Fund 278) Transfers (Fund 287) Transfers (Fund 290) Transfers (Fund 293) Transfers (Fund 294) Transfers (Fund 310) Transfers (Fund 401) Transfers (Fund 405) Transfers (Fund 413) Transfers (Fund 415) Transfers (Fund 485) Transfers (Fund 610) Transfers (Fund 620) Contingencies Cashflow Conversion

12,927,221 11,763,961 715,456 206,705 639,309 5,075,811 300,000 15,234 36,572 916,000 278,252 519,000 240,000 116,993 1,100,000

2016 vs 2017 Variance Amount Percent

4.0

2,910,485 (690,000) (1,835) (70,000) 1,372,802 251,340

130.3 (11.0) (100.0) (100.0) 10.8 6.5

55,365 (625,253) 244,590

0.5 (7.8) 46.0

(9,625) (119,530) (72,780) (747,640)

(100.0) (44.3) (29.5) (21.9)

86,330

29.5

333,000 1,417,500 (394,945) (26,245)

42.9 268.7 (27.6) (100.0)

(340,000) (684,399) (22,437) (13,430) 86,597 (52,562) (162,559) 400,000

(100.0) (100.0) (100.0) (100.0)

3,124,769

(0.3) (3.1) 400.0 4.0

* This schedule includes depreciation expense.

Authorized Personnel -General Expense 2015 Actual FTE's

2016 Budget FTE's

2016 Projection FTE's

General Fund FN-General Expense

Total FTE's FN-General Expense

ADOPTED BUDGET FISCAL YEAR 2016-17

228

2017 Budget FTE's

Net Chg

4.50

Strategic Plan

Strategic Plan 2015 to 2019 ....................... 231

Downtown North Las Vegas

CITY OF NORTH LAS VEGAS

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STRATEGIC PLAN

Three Goals in Five Years

City of North Las Vegas Strategic Plan

In light of declining revenues and resources resulting from the Great Recession, the North Las Vegas City Council called for a strategic plan to ensure a fiscally sound and stable foundation for recovery and renewed growth and prosperity. Over the past decade, the City had mastered the challenges and opportunities that accompany unprecedented growth and development through imagination, civic spirit, undaunted resolve and community pride. Those same virtues drive the strategic plan for long-term sustainability and economic diversity that will result in a well-planned and safe community that is amenity driven, people oriented, and attractive to residents, businesses and visitors.

City of North Las Vegas Mission Statement

The mission of the City of North Las Vegas is to create and sustain the community for its residents, visitors, and businesses. The City is committed to being a balanced and well-planned community that provides quality municipal services, education, housing, recreation and leisure opportunities, economic vitality, security, public safety, strong community partnerships, and civic pride for a culturally rich, active, and a diverse population.

The strategic plan lays out three goals for the City to achieve over the next five years. The goals were determined to be of strategic importance to achieve the City’s mission. Each project, service and program administered or managed by the City must be implemented in order to advance one or more of the goals. • Target employment and business growth in aerospace and defense, logistics and operations, and health and medical service by updating and overhauling the City’s business practices, focusing on customer services, and establishing an innovative market-based approach to economic development. • Establish financial stability by resolving our long-term financial challenges and building accountability and efficiency at City Hall. • Unify our community by protecting and fortifying our community builders like parks and libraries, and strengthening our police and fire services.

North Las Vegas Mayor and Council declare NLV as a Purple Heart City.

North Las Vegas Small Business Academy.

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GOAL 1: Target employment and

•

business growth in aerospace and defense, logistics and operations, and health and medical service by updating and overhauling the City's business practices, focusing on customer services, and establishing an innovative market- based approach to economic development.

City Council

City Manager

City Attorney

City Clerk

Community Development &Compliance

Finance

Fire

Police

Library

ublic Works

•

City Attorney will provide timely legal review of Development Agreements and Ordinances focused on economic development.

•

City Attorney will assist Economic Development with sale or purchases of property in redevelopment area and City.

•

City Clerk will maintain compliance with the Nevada Open Meeting Law by posting all agendas and meeting notices in a timely manner.

•

City Clerk will codify 100% of municipal and zoning ordinances adopted by the City Council within 10-14 business days from the effective date.

•

CDC-Building Safety implementation of Tyler Technologies software and updated processes.

•

CDC-Building Safety implementation of full-time inspector and plan review for the Faraday Future project to reduce process times.

•

CDC-Business License Division will participate with other local entities to work on an automated system for applying or renewing business licenses that work in conjunction with the Secretary of State’s Business Portal.

Neighborhood & Leisure Services

Utilities

Goals to reach in 12 months: •

•

City Manager will continue to work with owners/developers within targeted areas such as the Downtown and North Redevelopment Area medical district, industrial parks, etc. to drive business growth. City Manager will secure adequate funding for the design and construction of the water and sewer infrastructure in Apex and NE industrial park.

North Las Vegas Councilman Cherchio at Cummins Rocky Mountain Groundbreaking Ceremony.

City Manager will work to align with regional goals and partners to create more economic connectedness and to uncover niche opportunities within a larger regional framework. City Manager will work to increase opportunities that attract investment, increase the tax base, creates employment and generates public revenues.

Lincoln Elementary School Groundbreaking 2016.

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CITY OF NORTH LAS VEGAS

•

CDC-Business License Division will develop improvements to the online and electronic license renewal process. CDC-Business License Division will continue implementing licensing of professional and real estate professionals in the business community.

•

Police will implement field fingerprinting - First in Nevada.

•

Police will continue efforts to fully staff the Police Department staffing pattern to achieve high level of service and improve effectiveness.

•

CDC-Planning & Zoning will develop and implement improvements to expedite land use entitlements for the business community.

•

Finance Administration will continue to explore financing solutions for infrastructure needs throughout the City and in particular areas of future development.

Public Works Administration will analyze and implement a Self-Certification process for Industrial Site Engineers and Designers modeled after the program in Phoenix, AZ.

•

Fire will participate in the Healthcare Continuum.

Public Works Engineering & Construction Services division will complete all incidental right-of-way activities with utility companies, NDOT, and developers for infrastructure maintenance, development, and capital improvement projects.

•

Fire will implement Continuous Quality Improvement in Emergency Medical Services (EMS).

•

Library will pursue partnerships with the College of Southern Nevada and the University of Nevada, Las Vegas, to bring in additional workforce development and STEM classes. These partnerships will help to ensure an educated workforce for the high tech industries being courted for North Las Vegas.

Utility Business Services will implement a Commercial Liaison who will provide service for property management, realtor and commercial customers.

•

Utility Wastewater Reclamation Facility will complete the design of the APEX water and wastewater system and begin construction for completion by January 2018.

•

Utility Wastewater Reclamation Facility will establish funding mechanism for financing the Northeast Interceptor Sewer and complete construction by March 2018.

•

NLS-RPH-Right of way will continue to work on acquisition of public rights-of-way (roadway, utilities, drainage, trails, temporary rights or rights of entry, etc.) necessary for the construction of infrastructure for capital improvement projects or development of vacant parcels in the City.

Hyperloop One under construction.

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GOAL 2: Establish financial stability by

• City Clerk will draft and obtain Council approval for City records management policy and schedule.

resolving our long-term financial challenges and building accountability and efficiency at City Hall.

• City Clerk will draft City agenda management standard operating procedures for SIRE to be used by staff Citywide.

City Council

City Manager

City Attorney

City Clerk

Community Development &Compliance

Finance

Fire

Human Resources

North Las Vegas Library

Neighborhood & Leisure Services

• City Clerk will acquire electronic signature program to reduce time spent processing legal agreements. • CDC-Building Safety will implement over-the- counter plan review for less complicated Fire Prevention projects. • CDC-Code Enforcement will seek additional grant opportunities to help offset department operational costs for service requests.

Police

• CDC-Graffiti Division will support participation and collaboration with volunteers and civic organizations with community events that promote the removal and reduction of graffiti.

Utilities

Goals to reach in 12 months: • City Manager will continue to provide positive public and media relations through news releases, news conferences, community meetings, and publications to increase the reach of the City’s social media footprint by adding platforms and users to promote Mayor and City Council, and City of North Las Vegas events.

• Finance Administration will continue working with the Bonding Agencies to show the City's prudent fiscal management gains could allow for rating improvements. • Finance Purchasing & Risk Management will increase the use of formal bids, quotes, RFP's. • Finance Purchasing & Risk Management will increase the amount of infrastructure recovery actions.

• City Administration will work with the Teamsters Local 14 and International Association of Firefighters to develop new collective bargaining agreements.

• Finance Information Technology will replace Public Works Business License, Permitting, and Management Applications.

• City Manager will identify, coordinate and pursue new legislative actions that are beneficial to the citizens of North Las Vegas during the 2017 legislative session.

• Finance Information Technology will replace Neighborhood and Leisure Services registration, sports leagues, and facility booking.

• City Manager Economic Development Division will market and promote the City as a choice community in which to live and do business, and as a leader in innovation, technology and best practices.

• Fire will seek ordinance changes that would allow the fire department to recoup money for services provided. • Human Resources will implement benefits administration software.

• City Attorney will maximize grant funding and other external sources of funding for services provided by the City Attorney’s office.

• Library will install bank card machines to allow patrons to pay their fines with debit or credit cards.

• City Attorney will strengthen existing Civil Division to reduce outside counsel costs.

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• NLS-RPH-Right of way will continue to maintain City Real Property Inventory to identify opportunities for future needs either to use an existing property for multiple City facilities uses or deem as surplus property for sale. Reduction of real property inventory to only properties needed may lead to a decrease of insurance costs for real property assets maintained. • NLS-RPH-Grants will continue to identify areas where improved effectiveness and efficiencies will lead to timely expenditure of grant funds (CDBG, HOME, ESG, and LIHTF, etc.) and increase services to the public and/or availability of affordable housing units in the City. • Police will upgrade Firearms Range to include installation of bullet traps to eliminate lead particles in the environment. • Public Works Administration will evaluate and begin implementing an Asset Management/ Work Order control program for all City assets. • Public Works Development & Flood Control division will coordinate and assist in the transition from Hansen to Tyler for land development project tracking and permitting. • Public Works Engineering & Construction Services division will update the current web map technology by building a new framework for a faster and more user friendly system; finalize the removal of City Map. • Public Works Transportation Services will begin pilot programs for many new lighting technologies (dimming, video monitoring, traffic counts etc.).

• Utility Administration will obtain City Council approval to update the Utility Department’s water and sewer ordinances to enhance operations and provide better customer service. The Utility Advisory Board has already endorsed the changes. • Utilities Business Services will reduce OSHA recordable injuries by 10 percent over the next 2 years. OSHA recordable injuries include work related injuries that requires medical treatment beyond first aid. Of prime importance is keeping workers safe. As a secondary benefit, reducing OSHA recordable injuries will reduce the amount of worker compensation paid by the department and free up funds for more productive use. • Utility Operations will begin CIP for P2B pump station. Increasing efficiency of the pumps and motors will save on operating costs and the installation of a covered partial enclosure will save on maintenance costs by protecting equipment from the elements. • Utility will request proposals to implement the next generation smart meter program over the next 5 years. The Utility Department’s current automated metering system began in 2004. The batteries in the original installations are now dying, requiring replacement of 5,000- 6,000 batteries and registers per year. Rather than replace with an outdated system, is to the City’s benefit to upgrade to an advanced metering infrastructure system to read meters through wireless connections and eliminate the need for drive by meter reading. Customers will also be able to see their own water consumption and promote water conservation by being able to identify any leaks in their water system.

Finance Staff accepts Cashman Good Government Award.

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GOAL 3: Unify our community by

•

City Clerk will draft and obtain Council approval for a Public Records Request Policy.

•

City Clerk will coordinate use of Voting Centers for next election, thereby reducing election costs to the City and providing more flexible voting options for voters.

•

CDC-Fire Prevention will inspect all Deficiency Notices received from fire protection contractors within the timeframe of expectation in accordance with Completion of Assignments SOG.

•

CDC-Planning & Zoning will work with the Clark County Desert Conservation Program on the update to the Regional Multi-Species Habitat Conservation Plan.

•

CDC-Planning & Zoning will finalize all development criteria and agreements for the Villages at Tule Springs.

•

Finance Information Technology will implement Virtual Desktop Infrastructure at Alexander and Aliante Libraries.

Goals to reach in 12 months:

•

Fire will continue hosting quarterly Pancake Breakfast/Open Houses at our fire stations.

•

City Manager will focus on partnership with employee groups to strengthen the workforce.

•

City Administration will work with International Association of Firefighters to develop a new collective bargaining agreement.

Library will add new online databases to reach non-traditional library users. Database services being considered include; online tutoring and homework assistance, ESL and foreign language instruction, and digital comic books and graphic novels for teens.

•

City Manager will explore a cost-effective long-term solution of City’s jail services.

•

Enhance the ability of the City Attorney’s office to provide safety for victims and accountability for perpetrators through system improvement and the promotion of best practices in the prosecution of domestic violence cases.

Municipal Court will reduce customer wait time in the lobby and on the phone, and increasing customer service, by providing more information and options on the Court's website; streamlining processes; increased staff training; and adjustments in staffing for peak service times.

•

NLS-RPH Grants utilizing Community Development Block Grant (CDBG) funds for the Neighborhood Parks Improvement Project. The two parks selected for renovation are Petitti and Valle View and the are located within the CDBG eligible area.

protecting and fortifying our community builders like parks and libraries, and strengthening our police and fire services.

City Council

City Manager

City Attorney

City Clerk

Community Development &Compliance

Finance

North Las Vegas Library

Municipal Court

•

Neighborhood & Leisure Services

Public Works

Police

Utilities

City Attorney's office will continue to preserve public safety and quality of life for the City of North Las Vegas by holding criminal offenders accountable by vigorously prosecuting criminal misdemeanors.

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•

Aquatic will expand programming to include Karaoke at the Pool and Movies at the Pool events.

•

Secure the purchase of several parcels of land to expand Kiel Ranch Historical Park and Craig Ranch Regional Park.

•

Police will revitalize relationships with community based groups, regional partners, and intra-departmental entities.

•

Police will reach out to local elementary schools and special city events.

•

Public Works Administration will continue to collaborate with Federal, State and local agencies to further strengthen the City’s representation and competitiveness for additional funding opportunities for the design and construction of public infrastructure to meet existing and future needs of the community.

Public Works Infrastructure Maintenance will provide services for Right-of-Way clean up City wide and removed encampments within the Hope Community. Public Works Transportation Services will complete the Video Detection Upgrade Project, which will update video detection in mature areas for improved vehicle detection and traffic flow.

•

Public Works Transportation Services will upgrade the existing school flasher system to a more reliable system with remote monitoring and troubleshooting capabilities.

•

Utility Operations division will establish and maintain water sampling goal of 100% Absent of Total Coliform and continue to exceed action levels on Lead and Copper sampling. This can be obtained by executing a good flushing program.

•

Utility Wastewater Reclamation Facility will construct a reclaimed water line to supply the Nellis AFB golf course with reclaimed water for irrigation.

Valley View Neighborhood Cleanup.

NLV Police Department Community Outreach

Kiel Ranch Historical Park Grand Opening 2016.

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Capital Improvement Plan (CIP)

In This Section This section includes highlights from the Capital Improvement Plan adopted by the City Council in March 2016. Summaries of the funding sources and expenditures by function for the five-year plan are presented. Descriptions of the projects planned during the 2016-17 fiscal year are included, and listings of the projects remaining in the future four years of the program are reflected.

Capital Improvement Descriptions.............. 241 Capital Improvements Financial Summary..................................... 246 FY 2016-17 Capital Improvement Projects................................. 248 Approved Capital Improvement Plan FY 2016-17 to 2020-21............................... 267

Petitti Pool Renovation

CITY OF NORTH LAS VEGAS

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CAPITAL IMPROVEMENT PROGRAM

What are Capital Improvements?

Capital Improvements deal with the purchase, construction, replacement, addition, or major repair of public facilities and major equipment. The selection and evaluation of capital projects are difficult tasks that involve some speculation and ability to make estimates, which to some extent are based on historical perspectives. A “Capital Project” is of relatively high monetary value (at least $25,000), has a long life and results in the creation or revitalization of a fixed asset. A capital project is usually relatively large compared to other “capital outlay” items in the annual operating budget. This is the basic type of defini- tion we have used to guide the preparation of the capital program budget.

What is a Capital Improvement Program (CIP)? A CIP is a multi-year plan used to identify and coordinate public facility and equipment needs in a way that maximizes the return to the community. This advanced planning of all City projects helps the City Council, staff and public make choices based on rational decision-making rather than reacting to events as they occur.

The CIP commits resources to “mature” areas in our community and areas of new growth. The CIP presents only those major improvements that are viewed as most urgently needed and which can be funded from available revenue sources. The system of capital expenditure management is important because: 1) the consequences of investments and capital projects extend far into the future; 2) decisions to invest are often irre- versible; and 3) such decisions significantly influence a community's ability to grow and prosper.

government, providing services of the highest quality. 2) Growing diverse local economy. 3) Safest, most beautiful City in the Las Vegas Valley. 4) Upgraded City facilities and infrastructure. 5) Distinctive image and community identity. The first year of the CIP is called the Capital Budget. The Capital Budget is incorporated into the annual City Budget, which appropriates the funds necessary to implement a capital improvement. Why do we need a CIP? A CIP allows the community, through its City Council, to take a critical look at itself and identify what is good, what could be improved, what might be needed in the future and what opportunities might exist. Without this comprehensive approach, consideration and approval of capital improvements results in short-range, uncoordinated decision-making. Optimal capital planning provides a process that considers all possible projects at the same time and produces a planning record that balances projects, funding sources and timing schedules. In addition, a CIP: • Facilitates repair and replacement of existing items before they fail. • Promotes efficiency by reducing scheduling problems. • Safeguards against over-investment in one public facility or service at the expense of others. • Provides a framework to make decisions about growth and development of the community. • Helps preserve existing property values.

The 2017-2021 CIP addresses the following City Council priorities: Strategic Plan 2017 to 2021. Five Goals in Five Years: 1) Financially sustainable City

• Provides a continuing process that minimizes the impact of turnovers among elected and

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appointed officials.

• Focuses community attention on priority goals, needs and capabilities.

• Helps distribute costs more equitably.

• Informs citizens about the community's overall needs and resources.

4) City Council and Public Review/Adoption. The City Council provides opportunity(s) for public review and comment. Following incorporation of any changes, the City Council formally adopts the Plan. The first year of the Plan is adopted as the Capital Budget for incorporation into the City's next annual budget.

Program Descriptions

• Enhances opportunities for outside financial assistance.

The CIP summarizes capital projects into "programs" or categories that include the following:

The CIP Process The development and update of the CIP is an ongoing activity. It is part of the overall budgeting process since current year capital improvements are implemented through adoption of the City budget. Specific activities in the process are:

1) Timetable, Goals and Objectives. At the onset of the budgeting process, the CIP update begins with formal budget planning discussions between the City Manager, department heads and the City Council. A timetable is set that extends through development and final adoption of the budget, and a review is conducted reestab- lishing City goals and objectives through the next budget cycle.

2) Taking Inventory and Developing Proposals. Staff gathers information about the City's capital facilities and equipment and assesses the condition of each. Construction, repair, replacement and additions are considered and a list of proposed projects and equipment is developed.

3) Conducting a Financial Analysis. Staff conducts a financial analysis to examine historic and projected revenues and expenditures and to estimate the City's cash flow and long-term financial condition. Present and future capital financing alternatives are identified and recommendations are prepared to match the type of funding most appropriate for specific kinds of capital improvements.

Flood Control. The projects included in this area address the City's need to have the risk of flooding minimized. Parks and Recreation. The activities under this area provide for an environment for citizens to enjoy natural areas and an opportunity to participate in organized and unorganized leisure time activities. Public Safety. Activities under public safety advance our efforts to ensure to the best of our ability that the public is safe from crime and fire. Technology. Projects in this area provide for new and upgraded computer systems to meet ongoing technology changes and in protecting information. Transportation. The activities in this area provide for the engineering, maintenance, and construction of public rights-of-way within the city. Utilities. The projects in this area were developed to ensure efficient water and wastewater infrastructure that can meet existing and future needs, and be secure from outside threats.

6 inch water main repair safe dig

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Vehicles. The replacements in this area replenish City vehicles and heavy equipment necessary for the efficient and cost-effective operations of the City.

Future Years Projects. Projects included in this section are those that staff recommends be considered for completion should our financial realities change.

Grants. Various grants can be secured to assist with funding of specific projects. ($.14M) Motor Vehicle Fuel Tax. Funds restricted by NRS 365 to be used only on street related projects. ($1.4M) More Cops Fund. Special revenue fund established in 2005 to be used for expenditures related to the funding of Police Officers. ($0.5M)

Revenue and Other Financing Sources Included in the CIP are various funding sources including intergovernmental revenue, grants, general obligation bonds and pay-as-you-go financing which includes dedicated property taxes, development fees, developer contributions, utility rates, and available fund balances. The following summarizes the major funding sources for the CIP.

Municipal Court Funds. This funding source accounts for fees collected to defray the costs of maintaining the Municipal Court. ($0.7M) Nevada Department of Transportation (NDOT). Funding received from this resource is generally allocated to projects that are related to arterial street engineering or construction. ($17.2M)

Bureau of Land Management (BLM). The BLM provides funding for parks and recreation projects. These projects include new and refurbished parks and trails. ($0.74M)

Public Safety Tax Fund. This fund is a property tax override used exclusively for public safety programs. ($2.9M)

Clark County Regional Flood Control. Funding received from this source is restricted for flood control projects. ($79.7M)

Park District & Support Funds. Funds received as a result of residential construction tax recommended for capital improvements to parks within the district in which revenue is received. ($0.6M)

Community Development Block Grant. The City receives Community Development Block Grant (CDBG) funds from Clark County that can only be used within 10 census tracts within the City. ($2.4M)

General Fund. The General Fund accounts for day to day operational expenses and traditional city services, but will begin to include some funding for capital projects as other sources are exhausted. ($4.0M) General Obligation (G.O.) Bonds. G.O. Bonds are secured by the full faith and credit of the City. G.O. Bonds are typically secured by a pledge of the Cityâ&#x20AC;&#x2122;s property taxing power. The electorate must authorize G.O. Bonds if the debt is to be ser- viced by increasing taxes through a tax override. No tax increases will be required to retire existing or proposed debt. ($3.2M)

Regional Transportation Commission (RTC). The RTC manages federal funds that are committed to our regional transportation systems. Transportation projects that have a regional sig- nificance are recommended to RTC for funding. ($63.3M) Streets, Fire and Parks Tax Override Fund. In June 2001, voters approved the expansion of the tax override to include the acquisition of land, buildings, and equipment for fire and park facilities. The tax was originally approved for the purpose of street construction and street maintenance. ($12.5M) Traffic Cost Participation Agreements. Developer contributions dedicated for specific street intersection traffic signals. ($0.24M)

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Special Improvement District. This is a special type of municipal bond used to finance a development project within a specific residential or commercial/industrial area. ($184.5M)

Utility Enterprise. This enterprise fund is similar to a private business. Upgrading the Cityâ&#x20AC;&#x2122;s utility infrastructure reinvests a portion of the Cityâ&#x20AC;&#x2122;s water and wastewater revenue from its services to customers. ($48.9M)

Vehicle Replacement Reserves. in FY 2012 a vehicle replacement program was established through charging the departments to establish reserves within the Motor Vehicle Fleet fund to cover future replacement vehicle needs. ($8.3M) FY 2017 Revenues by Source

Vehicle Reserves 1.1% NDOT 3.8%

CCRFC 23.5%

RTC 29.5%

Tax Override 1.1% Misc. 2.9%

Special Imp. Dist. 23.2%

Utility Enterprise 11.3%

BLM 0.5%

GOB 1.9%

CDBG 0.5%

General Fund 0.7%

FY 2017 Expenditures by Category

Sewer 7.1%

Parks & Rec 1.3%

Police 1.6%

Water 4.4%

Vehicle Repl. 1.1% Muni Facilities 23.6% Flood Control 26.2% Transportation 31.8%

Tech Imp. 2.4%

Fire 0.5%

Capital Improvements The adopted 2017-2021 Capital Improvement Plan amounts to $431,362,148. The fiscal year 2017 program will be integrated with the operating budget that includes operating and maintenance costs on the new facilities. The fiscal 2017 Council approved capital program amounts to $149,497,635.

Highlights of the CIP are as follows: Flood Control projects amount to $83.8 million and are funded by the Clark County Regional Flood Control District and the Regional Transportation Commission. Projects include Hollywood Storm Drain System ($18.4M), Vandenberg North Detention Basin ($12.8M), Ann Road Channel East ($9.8M), Beltway Detention Basin and Channel ($7.0M), Beltway Collection System - Pecos ($6.3M), Hollywood System ($6.1M), Fifth Street Collector ($4.9M), Central Freeway Channel at Cheyenne ($4.2M), Range Wash - Beltway Conveyance ($2.6M), Las Vegas Wash - N. Channel Cheyenne to Gowan ($2.5M), Dunes South Detention Basin ($2.2M), Range Wash - Ann Branch ($2.1M), Simmons Street Improvements, Phase III-B ($2.1M), Speedway North Detention Basin ($1.5M), Lake Mead Drain to Las Vegas Wash ($767K) and Brooks Channel Improvements ($579K). Municipal Facilities projects amount to $174.2 million and are funded by Special Improvement District, General Obligation Bond, Motor Vehicle Enterprise Fund, and Tax Override Fire. Projects include Apex Infrastructure ($173.0M), Fire Stations ($750K), Building Maintenance HVAC remodel Infrastructure Replacement ($325K), Fleet Efficiency and OSHA Compliance Improvements ($117K), and Heavy Duty Tire Changer ($22K).

Parks and Recreation projects amount to $3.3 million and are funded by the BLM, Park District Funds, and Tax Override Parks. New parks and improvements include Aliante Golf Course Equipment Replacement ($750K), Kiel Ranch Historic Park Phase III-A ($580K), Par 3 Golf

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Course Irrigation & Electrical Renovation ($450K), City View Park & Par 3 Golf Course Facilities ($370K), Park Renovations North Phase I ($350K), Silver Mesa Pool Improvements ($170K), Kiel Ranch Historic Park - Phase II ($160K), Craig Ranch Regional Park Playground Surface II ($150K), Kiel Ranch Historic Park - Phase 1 ($100K), Craig Ranch Amphitheater Regional Park Amphitheater Mods ($100K), Craig Ranch Regional Park Playground Surface ($90K).

Public Safety amounts to approximately $11.7M and is allocated to projects benefitting the fire and police programs. Public Safety Improvements include Police Radio Replacement ($4.4M), Fire Engine Unit Replacement ($1.6M), Police Core Systems Upgrade ($1.5M), Firefighter SCBA Replacement ($839K), Firefighter Turnout Replacement ($778K), Fire Communication Replacement ($707K) Fire Cardiac Defibrillator Replacement ($535K), Police Firearms Range Bullet Traps ($350K), Fire Air Resource Replacement ($300K), Fire Hydraulic Rescue Tools ($220K), Rescue Replacement ($276K), Detention Center Dorm Admin Facility Demo ($100K), Fire AutoPulse Replacement and Ballistic Personal Protective Equipment ($128K). Tax Override Funds fund the Fire projects while General Obligation Bonds, More Cops Fund, Public Safety Tax, General Fund, and Edward Byrne Memorial Justice Assistance Grant fund the Police projects.

Technology Improvements amount to $4.9M over the next five years and are funded through current General Obligation Bonds, General Fund, and the Municipal Court Fund. Projects include Business License, Land Management, Permitting Application ($1.8M), Criminal Justice Case Management Implementation ($1.3M), Document Management & Agenda Processing Software ($636K), Technology Refresh for Personal Computing Devices ($511K), Upgrade/Replace Email & Collaboration Solution ($325K), Technology Refresh Infrastructure ($150K), Technology Refresh for Servers ($150K) and Technology Refresh for Telephony ($20K).

Transportation projects amount to $84.2M over the next five years. The transportation projects

are funded through the Regional Transportation Commission, Nevada Department of Transportation, Tax Overrides, Community Development Block Grant, Motor Vehicle Fuel Taxes, Southern Nevada Health District and Cost Participation Agreements. Major transportation projects include Las Vegas Blvd Improvements - Tonopah to Carey ($11.9M), Lake Mead Blvd Couplets Realignment ($6.4M), Tropical Pkwy/Hollywood Blvd. to I-15 ($6.3M), Tropical Pkwy Connector to CC-215 ($6.2M), N. 5th Street/Cheyenne Ave. Intersection Improvements ($5.2M), Major Street Rehab ($5.0M), Brooks Ave - N. 5th to MLK ($4.8M), Commerce Street Sawtooth Infill Project ($3.8M), Gowen Road Sawtooth Infill Project ($3.8M), Carey Ave. Complete Street Project ($3.6M), Alexander Road Sawtooth Infill Project ($3.3M), Valley Drive Sawtooth Infill Project - Cheyenne to Tropical ($3.0M), Multiple Traffic Signals ($2.8M), Cheyenne/Civic Center Dr. Intersection Improvements ($2.6M), Camino Al Norte - Lone Mountain to Ann Road ($2.0M), Revere St. Sawtooth Infill Project - Carey to Colton ($1.8M), ADA Accessibility Improvements ($1.75M), Las Vegas Blvd. North Pedestrian Safety Project ($1.5M), North 5th Street Signalization ($1.4M), Traffic Signal Fiber Optic Communications System ($1.3M) Lamb Blvd - Centennial Pkwy to CC-215 ($1.1M), and Gilmore Ave ($1.0M).

Wastewater Utility Improvements amount to $41.6M over the next five years and are funded through the Utility Enterprise Fund and Special Improvement District. Projects include Northeast Interceptor Sewer ($23.4M), Sewer Main Rehab: Carey, Losee, Cheyenne & Pecos ($6.0M), WRF Blower Enclosure ($3.3M), Nellis Reclaimed Water Line ($3.2M), Sewerline Oversizing ($2.0M), WRF Capital Repairs ($1.5M), Manhole Lining ($600K), Coating Repairs Bioreactor Basins ($570K), Solids Building Conveyor System Upgrade ($555K), Pretreatment Software Upgrades ($120K), Pecos/ Tropical Manhole Replacement ($100K), Gravity Belt Thickener Discharge Piping Improvements ($100k), Ferric Containment for Chemical Storage ($75K), & Secondary Containment for Chemical Storage ($50K).

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Water Utility improvements total $19.4 million over the next five years. Projects include Reservoir Repainting ($6.0M), Water System Bolstering ($2.0M), Waterline Oversizing ($2.0M), Hansen Billing System Replacement ($1.9M), Water Site Security Upgrade ($1.5M), Valve and Fire Hydrant Replacement Program ($1.5M), PRV Remote Monitoring ($782K), West Cheyenne Well Rehab ($750K), Carey Ave. Water Main Assessment ($578K), Payment Processing Equipment Replacement ($450K), P2B Pump Station Rehab ($380K), P2 Pump Station Rehab ($370K), Central Pump Station Rehab ($250K), PLC Upgrades at Wells/Pump Stations ($250K), Robinson Pump Station Rehab ($250K), Elstner Estates Well ($200K), and Water Distribution SCADA Upgrade ($200K). All water projects will be funded by the Community

Development Block Grant & Utility Fund Revenues.

Vehicle Replacements amount to $8.3 million over the next five years. The General Fund, Tax Overrides, Public Safety Tax, More Cops Tax, Fuel Tax and Utility Enterprise Funds are used to fund vehicle replacements. Operating Impacts A majority of the operating impacts have been built into the operating budget, however technological improvements will require an estimated $418K over the five year plan. These costs will primarily impact the General Fund and will create value added efficiencies over the same time.

CAPITAL IMPROVEMENT PLAN - OPERATING IMPACTS FY 2016-17 FY 2017-18 FY 2018-19 TECHNOLOGY IMPROVEMENTS Business License, Land Management, Permitting Application VDI Personal Computing Device Replacement TOTAL

5 Year Total

FY 2019-20

FY 2020-21

83,580

74,580

9,000

45,000

83,580

417,900

CATEGORY SUMMARY FY 2016-17 FY 2017-18

FY 2018-19

FY 2019-20

FY 2020-21

5 Year Total

417,900

372,900

83,783,222

Flood Control

39,152,214

8,785,050

16,086,236

16,854,925

2,904,797

Municipal Facilities

35,272,000

138,552,000

130,000

Parks & Recreation

1,870,000

950,000

50,000

400,000

797,000

985,000

1,125,000

1,407,000

Public Safety: Police

2,404,108

2,300,108

1,602,108

Technology Improvements

3,543,340

711,835

635,640

Transportation

47,553,773

16,650,200

7,128,314

1,800,000

11,068,500

Utilities: Sewer

10,620,000

18,306,000

3,405,000

3,575,000

5,700,000

Utilities: Water

6,633,700

2,870,000

2,950,000

3,127,800

3,830,000

Vehicles & Heavy Equipment

1,651,500

8,257,500

149,497,635

191,761,693

34,763,798

28,946,225

26,392,797

431,362,148

Public Safety: Fire

TOTAL

South Ann road improvements

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246

174,214,000

3,270,000

1,108,000

5,422,000

6,306,324

4,890,815

84,200,787

41,606,000 19,411,500

CITY OF NORTH LAS VEGAS

2015 Edward Byrne Memorial Justice Assistance Grant Bureau of Land Mgmt. CC Regional Flood Control Comm. Dev. Block Grant General Fund General Obligation Bond General Obligation Bond - FB More Cops Fund Motor Vehicle Enterprise Fund - FB Motor Vehicle Fuel Tax Municipal Court Fund NV Dept of Transportation Park District Fund - FB Park District No. III Park District No. IV Public Safety Tax Replacement Vehicles - Fund 100 Replacement Vehicles - Fund 268 Replacement Vehicles - Fund 287 Replacement Vehicles - Fund 288 Replacement Vehicles - Fund 293 Replacement Vehicles - Fund 610/620 RTC Fuel Revenue Indexing Funds RTC MVFT RTC SB5 Funds Southern Nevada Health District Special Improvement District Tax Override - Parks Tax Override Streets Tax Override Fire-FB Tax Override Parks - FB Tax Override Streets - FB Tax Override-Fire Traffic Cost Participation Agreements Utility Enterprise Fund

SOURCES OF REVENUE FY 2016-17 FY 2017-18 52,000 740,000 35,111,864 8,785,050 671,700 650,000 1,069,722 1,517,722 2,618,045 341,800 280,885 166,187 166,187 117,000 22,000 1,034,000 369,410 370,035 5,730,744 6,225,850 266,000 150,000 174,000 1,716,199 616,199 658,500 658,500 144,200 144,200 210,000 210,000 128,800 128,800 200,000 200,000 310,000 310,000 30,686,350 4,813,200 13,307,547 3,953,000 99,000 90,000 34,600,000 149,873,840 440,000 950,000 1,250,000 736,000 100,000 114,871 291,000 1,115,000 181,611 58,150 16,932,000 9,402,160

TOTAL

149,497,635

191,761,693

FY 2018-19

FY 2019-20

FY 2020-21

16,086,236 350,000 1,455,362

16,854,925 350,000

2,904,797 350,000

46,314

22,500

225,000

500,000

427,500

4,275,000

616,199 658,500 144,200 210,000 128,800 200,000 310,000 5,232,000

658,500 144,200 210,000 128,800 200,000 310,000

658,500 144,200 210,000 128,800 200,000 310,000 5,218,500

50,000 1,000,000

400,000 1,000,000

1,000,000

1,255,000

1,537,000

1,238,000

6,355,000

6,702,800

9,530,000

5 Year Total 52,000 740,000 79,742,872 2,371,700 4,042,806 2,959,845 280,885 498,561 139,000 1,327,814 739,445 17,159,094 266,000 150,000 174,000 2,948,597 3,292,500 721,000 1,050,000 644,000 1,000,000 1,550,000 45,950,050 17,260,547 99,000 90,000 184,473,840 1,840,000 4,250,000 736,000 100,000 114,871 5,436,000 239,761 48,921,960

34,763,798

28,946,225

26,392,797

431,362,148

166,187

Kiel Ranch restoration in progress

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CITY OF NORTH LAS VEGAS

Fiscal Year 2016-17 Capital Improvement Projects

Flood Control $39,152,214

Beltway Detention Basin & Channel 10373

Ann Road Channel East 10228 This project includes the design, right-of-way acquisition, and construction of approximately one mile of reinforced concrete box storm drain beneath Ann Road from west of N. 5th Street to the Upper Las Vegas Wash Channel. This project is described in the 2013 Clark County Regional Flood Control Master Plan Update as Facility Numbers ANEA 0000, 0008, 0030 and 0040. This project will collect and direct flood waters from the Las Vegas Wash watershed and discharge these flows into the Upper Las Vegas Wash Channel. This storm drain is an important segment of the flood control system collecting flows concentrated by the Northern Beltway. The project will also make improvements to Ann Road to widen to three travel lanes in each direction, improve N. 5th Street to two lanes in each direction and a portion of Bruce Street. 5,971,300 3,850,000

CC Regional Flood Control RTC MVFT

Beltway Collection System - Pecos 10389 The project involves design and construction of storm drains at the intersection of CC-215 and Pecos Road to convey flow from the Belt- way Channels on either side of Pecos Rd. This project was identified in the 2013 Clark County Regional Flood Control District Master Plan Update, structure nos. RWWE 0463 & RWBW 0000.

This project consists of design, right-of-way acquisition and construction for installing a 226 acre-feet detention basin and spillway facility and associated rip rap channels, reinforced concrete boxes and outlets. The project is described in the 2013 Master Plan Update as facility numbers RWRR 0107 thru 0261 and RWBE 0000. CC Regional Flood Control

Brooks Channel Improvements 10268 This project consists of the design and construction of concrete channel and box culverts from approximately 100 feet west of Losee Road to the Central Freeway Channel. The project is located between Brooks Avenue and the North 5th Street/Losee Road intersection. This project is identified in the 2013 Clark County Regional Flood Control District's Master Plan Update as Facility Numbers LVBR 0000, 0005 and 0011. These channel improvements will reduce flooding in a primarily industrial area south of Brooks Avenue. CC Regional Flood Control

424,822

CC Regional Flood Control

6,973,000

Kiel Ranch drainage system

ADOPTED BUDGET FISCAL YEAR 2016-17

248

578,500

CITY OF NORTH LAS VEGAS

Central Freeway Channel at Cheyenne 10384 This project includes the design, right-of-way acquisition and construction of approximately 1,500 feet of dual 13' x 10' reinforced concrete box storm drain under the Cheyenne Avenue bridge abutment. This project is identified in the 2013 Clark County Regional Flood Control District's Master Plan as Facility Number LV15 0051.

Hollywood System 10407 This project includes the design, right-of-way acquisition and construction of the facilities identified in the 2013 Clark County Regional Flood Control District's Master Plan as Facility Numbers RWHW 0300 thru 0412. CC Regional Flood Control

4,167,500

CC Regional Flood Control

Las Vegas Wash - N. Channel 10376

Fifth Street Collector 10390 The project includes design, right-of-way acquisition and construction of approximately 2,550 feet of new storm drain on N. 5th Street between Deer Springs Way and Centennial Pkwy. The storm drain will connect to the Centennial Pkwy Storm Drain. The project is shown as LV5C 0000 and 0002 on the Clark County Regional Flood Control District's 2013 Master Plan.

The project involves design and construction of concrete channel improvements in the Las Vegas Wash - North Channel along Community College Drive between Cheyenne Ave. & Gowan Rd. as identified in the 2013 Clark County Regional Flood Control District's Master Plan Update, structure no. LVNC 0038. CC Regional Flood Control

Hollywood Storm Drain System 10375 The project invovles design and construction of a storm drain on Hollywood Blvd. between Dunes South Detention Basin and Centennial Parkway and was identified in the 2013 Clark County Regional Flood Control District's Master Plan Update as structure nos. RWHW 00000 through RWHW 0277.

10,012,500

CC Regional Flood Control

2,545,700

Vandenberg N. Detention Basin 10227

704,097

CC Regional Flood Control

903,950

This project consists of the design and construction of a 140 acre-feet detention basin, spillway and outfall. The project also includes approximately 2 miles of reinforced box culverts in Pecos Road. This project is identified in the 2013 Clark County Regional Flood Control District Master Plan Up- date as Facility Numbers RWWE 0352, 0397, 0406, 0407, 0409, 0422 and 0439. This project will collect flood waters from the upper Range Wash watershed, within the Northern Beltway right-of-way, downstream discharging and routing reduced flows into the Vandenberg Detention Basin. This basin is an important part of the system. It is needed to reduce flows and maintain capacity in downstream facilities. CC Regional Flood Control

ADOPTED BUDGET FISCAL YEAR 2016-17

249

905,845

CITY OF NORTH LAS VEGAS

Simmons Street Improvements - Ph III B 10339B

This project originally consisted of roadway improvements to provide a minimum of two traffic lanes in each direction, a continuous turn lane, and temporary sidewalks on Simmons Street between Cheyenne Avenue and Craig Road. Since Fuel Rev- enue Indexing Funds were allocated and Regional Flood Control District Funds have been approved, the project was expanded to three lanes in each direction, curb and gutter, center medians, LED streetlighting in developed sections of Simmons Street, traffic control devices and concrete/asphalt sidewalks in developed/undeveloped sections.

Building Maint. HVAC Infrastructure Replace

10408 This project includes repairs to existing AC/Heat Exchangers/Controller Systems/Furnace Systems at multiple City owned facilities. Repair/upgrade the Honeywell System Citywide, replace evaporative cooler at Silver Mesa Pool, replace the AC units at Fire Station 54, replace the AC/Heat units at Utili- ties and replace AC/Heat units at Neighborhood Recreation Center.

Fire Station 52 Enhanced Remodel 22047

This project has been broken into 2 Phases, Phase III-B is a Regional Flood Control project which involves construction of 1,000 lf of 24' x 6' RCB and 2,800 lf of dual 18' x 6' RCB from Alexander Road to Red Coach Avenue, in addition to completing the roadway improvements in the corridor. Phase III-A is a Transportation project and is included in the Transportation section.

50,000

Tax Override Fire-FB

Fire Station 55 - Refurbish 22042 This project consists of remodel/refurbishing Fire Station 55. Fire Station 55 was originally built in 2003. Funds used to refurbish Fire Sta- tion 55 may be (but are not limited to) re-roof- ing, HVAC, painting, or minor construction. The estimated cost for Fire Station 55 - Refur- bish is $50,000.

Municipal Facilities $35,272,000

Minor remodel modification and upgrades to the Fire Station.

1,924,650 190,350

CC Regional Flood Control RTC Fuel Revenue Indexing Funds

325,000

General Obligation Bond

Apex Infrastructure 10458

This project consists of establishing a Special Improvement District, as contemplated by the 2015 Nevada Legislature Special Session SB1, that includes the design and construction of necessary infrastructure to the area known as the Apex. The site is located south of US 93 and west of I-15 (Exit 64).

50,000

Tax Override Fire-FB

Special Improvement District

34,600,000

Fire Station 52 ADOPTED BUDGET FISCAL YEAR 2016-17

250

CITY OF NORTH LAS VEGAS

Fire Station Remodel/Replacement 10459

City View Park & Par 3 Golf Course Facilities

10409

This project involves the design and construction for building related remodeling, repairs or replacements to the various City Fire Stations.

130,000

Tax Override Fire

Fleet & OSHA Compliance Improvements 25002 This project provides for Fleet efficiency and OSHA compliance related improvements to the existing central garage located at 100 East Brooks Avenue. Garage efficiency improvements include the installation of new product reels and product line where needed for automatic transmission fluid, grease, oil, and/or coolant In addition purchase of three sets of mobile column lifts for heavy vehicles. The reel and product line installation will save significant time by providing the needed product at the garage bay. The additional mobile column lifts are needed to allow multiple heavy duty vehicles to be worked on at the same time. The OSHA compliance improvements include the installation of new product tanks that include integral secondary containment. Some existing tanks do not have secondary containment as required by OSHA.

117,000

Motor Vehicle Enterprise Fund - FB

Parks & Recreation $1,870,000

Make repairs to the restroom facilities at City View Park and the Par 3 Golf Course. This project will repair the facilities, correct sewer line issues and update to current code provisions. In addition, this project will allow for the removal of the portable facilities currently in use. 176,000 74,000 120,000

Park District Fund - FB Park District No. IV Tax Override - Parks

Craig Ranch Regional Park Amphitheater Mods

10461 Modifications include but are not limited to a larger and better accessible box office, modification of the parameter fencing for security and crowd control purposes, and moving the front of house control system. Other structured improvements to the site will also be made. 100,000

Tax Override Parks - FB

Craig Ranch Regional Park Playground Surface

10419

All the three Phase I playground areas will receive specialized playground surface reconditioning. This will include pressure washing, re-applying colorized play surfacing and applying specialized sealer to prevent the rubberized surfacing from further deprecation. This will prolong the life of the product. Prolong the life expectancy of rubberized play surfacing and prevent the total replacement of rubberized play surfacing at a substantial savings. Park District Fund - FB

Silver Mesa Pool Restoration

ADOPTED BUDGET FISCAL YEAR 2016-17

251

90,000

CITY OF NORTH LAS VEGAS

Kiel Ranch Historic Park - Phase II 10351

Craig Ranch R.P. Playground Surface II 10441 Phase II construction playgrounds will receive specialized playground surface reconditioning. This includes pressure washing, re-applying specialized sealants and rubber coatings to prevent further damage and recondition the rubberized safety surfacing on all playgrounds constructed within phase II construction. This process needs to be performed every three to five years to prevent complete replacement of rubberized safety surfacing at a much lower cost. Extend life cycle of rubberized safety play surfacing. 150,000

Park District No. III

Kiel Ranch Historic Park - Phase I 10350 This project consists of the design and construction of improvements to Kiel Ranch Historic Park as recommended in the approved Keil Ranch Master Plan. Phase 1 Improve- ments will include the construction of a parking lot and entry gate from Carey Ave, cable rail fencing around the Adobe structure, signage (interpretive/entry), a soft surface trail, picnic ramadas, and a small pre-fabricated restroom located near the parking lot, enhanced landscaping, ADA compliant trails, picnic facilities and interpretive facilities and an archaeological exploration (test pits). Additional amenities within the secured historic portion of the park will include trails, historic entry drive and an orchard located northeast of the adobe structure. Bureau of Land Mgmt.

This project focuses on the restoration of the spring habitat, which would generally include weed removal, grading and contouring, wetland habitat planting, and construction of bioswales and water quality basins. The intent is to replace the current monoculture of cattails around the spring with a small sustainable wetland habitat. Detailed plant species selection and design will be based on the spring's water production, which will be determined during a year- long hydrostatic monitoring ofthe pond that will be initiated during the design of Phase I. The mature mesquites, acacia, and cottonwood will be protected, in addition to some dead trees that are often used for roosting and habitat. Noxious weeds will be removed. Run-off from the parking area that is currently directed to the spring area will be filtered through planted bioswales and settlement basins. Bureau of Land Mgmt.

160,000

Kiel Ranch Historic Park - Phase III (A) 10395 This project focuses on providing safe access to the spring habitat. It will involve the construction of a boardwalk and bird blinds along the southeast side of the spring. The boardwalk and bird blinds will provide overlooks to the historical park. The scope includes 3,000 sf of boardwalk, 1,000 sf of decomposed granite pathway, 500 lf of perimeter fence and wall, interpretive signage, and pedestrian lighting. Bureau of Land Mgmt. Park District No. IV

100,000

ADOPTED BUDGET FISCAL YEAR 2016-17

252

480,000 100,000

CITY OF NORTH LAS VEGAS

Park Renovations North Phase I 10411

The facilities at these parks need major repairs to meet National Recreation and Parks Association Standards. This project will make the necessary repairs and/or replacements to shade shelters, drinking fountains, various turf, fencing, infrastructure and playground equipment.

350,000

Tax Override Fire - FB

150,000

Tax Override - Parks

Fire Communication Replacement 22019

Silver Mesa Pool Improvements 10444 Currently, many of the features at Silver Mesa Pool are over 15 years old, and have deteriorated substantially to the point that the equipment is unsafe. Injuries have been caused due to cuts in the slide, damage to the plastering of the pool, and damage to the existing water feature. Silver Mesa sees ex- tremely high usage during the summer months and averages 300+ visitors per day during the summer. The equipment has been patched multiple times, to the point that patches are no longer cost effective. Therefore, replacement of this equipment is necessary. This CIP project asks for re-plastering the pool ($80K), replacing the water feature ($20K), and replacing all of the shade canopies ($35K).

Radios are a very important part of the Fire Depart- mentâ&#x20AC;&#x2122;s day-to-day operations. Radios are used as a key communication tool between two or more firefighters as well as on the scene of an emergency incident. Another way that these radio are a key role in our operations is to be able to communicate with our Dispatch Center. Due to the nature of the Fire Departmentâ&#x20AC;&#x2122;s business, radios require replacement more frequently than non-public safety departments; therefore, a regular replacement schedule for radios is necessary. 105,000 51,000

Tax Override Fire - FB Tax Override Fire

Firefighter-Hydraulic Rescue Tools - Extrication

22021

170,000

Tax Override - Parks

Standards indicate useful front line service life at ten years. Unit 1072 will be rotated down into a second line reserve status. Service demands and firefighter safety dictate firefighting apparatus be replaced on a ten year rotational basis, reducing property loss and enhancing personnel accountability. However, due to budget constraints, the service life of this vehicle has been extended beyond 10 years front line service.

Public Safety - Fire $797,000

Apparatus - Engine Refurbish Unit 1072 22010 This project consists of the acquisition of new fire apparatus to replace Unit 1072. The new equipment will replace current apparatus that was manufac- tured in the 1990's and has seen a 10 plus year front line service life.

This new equipment will bring the Fire Departments auto extrication equipment up to the NFPA standard 1670, Operations and Training of Technical Search/ Rescue and Auto Extrication. This equipment is a valuable tool for the fire department to have in our day-to-day operations. This equipment will be utilized for the extrication of citizens trapped in vehicles as a result of traffic accidents. Tax Override - Fire - FB

ADOPTED BUDGET FISCAL YEAR 2016-17

253

40,000

CITY OF NORTH LAS VEGAS

located inside the Detention Center and replacing with a parking lot. The facility is old and would require excessive funding to restore for usability by City Employees.

Firefighter-SCBA Replacement 22022

The Self Contained Breathing Apparatus is a requirement of NFPA 1852 & NFPA 1981. These two Standards on Open-Circuit Self-Contained Breath- ing Apparatus (SCBA) for Emergency Services, 2007; and Selection, Care, and Maintenance of Open-Circuit Self-Contained Breathing Apparatus (SCBA) identify the requirements for every firefighter to ensure their health and safety. This project replaces, refurbishes and maintains SCBA gear, including inspection and repair of SCBA calibration equipment.

110,000

Tax Override - Fire

Firefighter - Turnout Replacement 22023

As part of NFPA 1981 & 1982, Firefighter Turnout (personal protective equipment) is an essential part of firefighter safety and protection. This equipment protects firefighters from high amounts of heat, potentially dangerous chemicals, and blood borne diseases.

141,000

Tax Override - Fire - FB

Public Safety - Police $2,404,108

Detention Center 26011

Tax Override - Fire

100,000

Firearms Range Bullet Traps 26016 The Police Department in past fiscal cycles has had to expend $50K per year on annual lead abatement from the dirt berm backstop at their outdoor range facility. These permanent bullet traps will allow the lead bullets to be trapped in self-contained mecha- nisms which the lead can be removed easily and at almost no expense, instead of having to dig the lead out of the dirt and then replacing the dirt berm backstop. The lead removal is essential for the safe operations of the facility. There would need to be an additional expense of cleaning out the existing dirt berm for lead currently in the hill, before installation of the permanent bullet traps.This equipment, once installed will allow for the easy mining of lead and resale of that lead to recyclers at a greatly reduced cost to the city. The permanent traps represent a long term permanent solution to the collection and removal of lead contaminants which occurs during firearms training operations. This project will essentially be cost neutral in a period of 6 years and allow the PD to have firearms training without having to dig up the lead in the future. These traps will eliminate the need to ever mine the lead out of the dirt berm backstop in the future. This project is essential for the long term productive usage of this facility and the initial investment will pay for itself through the life of the equipment. Public Safety Tax

Demolish the vacant A, B and F Dorms located in the detention center. These facilities are temporary structures (trailers) and are no longer used. Also includes the demolition of approximately 19,000 square feet of the old Administration Facility

ADOPTED BUDGET FISCAL YEAR 2016-17

254

350,000

CITY OF NORTH LAS VEGAS

Police Department Core Systems Upgrade 26017

The Police Department’s Motorola applications core suites require upgrading. The shelf life of these applications and hardware is nearing their life cycles; NetRMS, CADS, PMDC, AVL, UDT, ATM and Open Query. City Attorney’s, Marshals, Fire, Animal Control and Court employees access many of these applications to perform their daily functions. Important to note; all versions of the Mo- torola applications (referred to as Friends of CADS) need to be upgraded at the same time due to the core architecture and designs that have changed in all modules. This will be an 18-24 month development/ deployment time frame.

The new radios will be capable of P25 Phase II, giving the Police Department the ability to communicate directly with Metro during emergency situations or joint efforts. The new radios will also give the end user more features that will help improve their job performance while supporting the citizens of North Las Vegas. New features will also have the technology not previously offered that will provide safety features in case of emergency. The new equipment will be supported and accessories will be available by the manufacturer for the long term. General Fund More Cops Fund Public Safety Tax

Technology Improvements $3,543,340

52,000 750,000

2015 Edward Byrne Grant Public Safety Tax

369,722 166,187 616,199

Radio Replacement 26015

Business License, Land Mgmt, Permitting 23031

The City of North Las Vegas utilizes the Southern Nevada Area Communications Council (SNACC) radio system as our primary radio communications network. This project will replace the existing Motorola radios that operate on the SNACC Radio System and are utilized by the Police Department. The current Motorola XTS/XTL 5000 Police radio equipment will no longer be supported as of the 4th quarter of 2018. Additionally, these radios are currently obsolete and are no longer available for purchase.

Replace the software and hardware supporting the Land Management, Permitting, Licensing and Reg- ulatory Management services offered by the City. This project will include the data migration, refresh of server and mobile device technology, interfaces with internal and external applications, training, testing, and replacement of customer portals for Customer/Business interaction with the City.

Benefits will include use of a “GIS Centric” solution, building the path to implement electronic plans review, utilization of state of the art technology, improved workflow and robust mobile workforce management, and provide for additional 24/7 services to better engage the public and business partners. The savings from operational budget for Maintenance and Support on existing products will be moved to support these products so ongoing Operational Budget is not adversely impacted. General Fund General Obligation Bond

NLVPD Mobile Command Center

ADOPTED BUDGET FISCAL YEAR 2016-17

255

700,000 946,820

CITY OF NORTH LAS VEGAS

Criminal Justice Case Mgmt. Implementation 23030

Implement JWork's suite of products to support Mu- nicipal Court, Criminal and Civil Attorney Office, Police Department and Finance criminal case management needs of the City. The solution includes enhancing the web portal to increase payment and inquiry options for citizens. Business processes with automated interfaces for the existing case management solution will be revised to work with JWork's.

200,000 170,885 369,410

General Obligation Bond General Obligation Bond - FB Public Safety Tax

Technology Refresh - Infrastructure 23001

The City has approximately 216 network devices for connecting computers, enabling Internet con- nectivity, integrating with government agencies, enabling wireless communications, and enabling telephony communications. These devices typically have five to seven year lifetimes after which they cannot be placed under warranty, are not supported by the manufacturer, and are prone to physical failure. The requested funds are to replace the most critical network devices which are overdue for replacement. It is estimated to cost $2.1 million dollars to replace the Cityâ&#x20AC;&#x2122;s network equipment. We are asking for continual capital improvement funding to replace network equipment every seven years. 110,000 40,000

General Obligation Bond General Obligation Bond - FB

Technology Refresh - Personal Computing 23015 The City has approximately 1280 personal computing devices of which 478 were purchased before 2009 and 289 were purchased in 2010. The industry standard is to replace PCs every three to five years. As devices mature they are prone to failure, possible security breaches and costly in parts and time to maintain. The requested funds will be used to replace the most outdated and problematic Desktop and Laptops either with a standard device or with a smaller device using VDI (Virtual Desktop Infrastructure). The City's goal is to replace approximately 20% of the City's desktop and laptops (excluding MDT's and those devices funded by the Muni Court, PD, or Grants) yearly. Addressing the refresh program annually will spread the cost and workload across several years. Failure to address the most critical or older machines will result in the loss of staff productivity. General Obligation Bond

511,225

Upgrade/Replace Email & Collaboration 23033 The Cityâ&#x20AC;&#x2122;s current email and collaboration solution has worked well but it is lacking productivity and security features. There are upgrade possibilities and alternative solutions which can greatly benefit the City. For budgetary purposes this project is estimated at $325,000 the first year and starting year two $245,000. Over time a 3% to 5% annual increase is expected. General Obligation Bond

Computer Lab at City Hall Library

ADOPTED BUDGET FISCAL YEAR 2016-17

256

325,000

CITY OF NORTH LAS VEGAS

Technology Refresh - Servers 23008

The City has approximately 160 servers and storage devices, the majority of which are over five years old and due for replacement. The equipment has moving parts and heat sensitive components which wear out over time. Without replacement the servers are prone to failure, which they regularly do. When they fail they disrupt the business of the City. The requested funds will be used to replace the most critical servers and storage devices which are failing. The City began re-investing in servers FY 12/13 after a four year gap due to budget constraints. The initial investment helped to shore up the Oracle, storage, and virtualization environ- ments, but most of the Cityâ&#x20AC;&#x2122;s servers are past end of life and danger of failure. Itâ&#x20AC;&#x2122;s critical to continue to replace damaged and failing servers to maintain business continuity and avoid loss of staff productivity.

100,000 50,000

General Obligation Bond General Obligation Bond - FB

Technology Refresh - Telephony 23028

performance. Additionally as features, performance and bug fixes are added to the software that runs the telephone system, a greater burden is placed on the server hardware that runs the telephone system. In 2012-13 a bug surfaced on the older phone device which requires replacing the phone with a new model. Approximately 97% of the telephones in use are more than 5 years old. General Obligation Bond - FB

20,000

Transportation $47,553,773 ADA Accessibility Improvements 10287 This project involves the replacement of sidewalk and sidewalk ramps, curb and gutter, safety lighting, drainage, road reconstruction, pedestrian crossings, and other improvements in various locations throughout the City. These improvements will provide increased accessibility and mobility, and enhance public safety within HUD-designated, Community Devel- opment Block Grant (CDBG)-eligible census tracts and neighborhoods. Community Dev. Block Grant

350,000

It is essential to replace aging telephones to ensure reliable communications and desktop computer performance. There are approximately 1,250 telephones registered in the telephone system. This initiative will replace approximately 20% of the telephones yearly and provide for replacement servers every three years. This approach will increase reliability, keep technology current, and assist in distribut- ing cost by avoiding a wholesale replacement of all telephones at once should the need arise. Desktop computers and telephones share the same network connection, not keeping the desktop phone current can adversely affect desktop computer Mayor Lee and school children celebrate Simmons Street Grand Opening

ADOPTED BUDGET FISCAL YEAR 2016-17

257

CITY OF NORTH LAS VEGAS

Alexander Road Sawtooth Infill Project 10388A

Carey Ave. Complete Street Project 10397

The project consists of design, right-of-way acquisition and construction to eliminate sawtooth roadways on Alexander Road between North 5th Street and Losee Rd. The goal is to provide a minimum two continuous travel lanes in each direction as well as temporary walk paths where none currently exist.

3,250,000

RTC Fuel Revenue Indexing Funds

Brooks Ave. N. 5th Street to M.L.K. 10450

RTC Fuel Revenue Indexing Funds RTC MVFT

This project involves design, right-of-way acquisition and construction of new roadway sections and removing and replacing damaged and failing pavement areas along Brooks Avenue. This project also includes striping, LED streetlights, utility relocations and other items required to complete the roadway.

3,780,000

RTC MVFT

Bus Turn Out 10363 To design, acquire right-of-way and construct a bus turn-out at the southeast corner of Chey- enne Avenue and Englestad Street. RTC SB5 Funds

90,000

The project consists of design and right of way acquisition to incorporate complete street elements into the roadway. Complete street elements will address pedestrian, transit, vehicular traffic and will explore adding bike lanes, relocating transmission lines, replacing curb and sidewalk to meet ADA standards and adding various streetscape elements. 100,000 3,500,000

Cheyenne/Civic Center Dr. Improvements 10341 This project includes the design and construction of a triple left turn lane on westbound Cheyenne Ave. to southbound I-15 and realign- ing the northbound I-15 ramp at Cheyenne Ave. In addition, the project will add a new southbound Civic Center right turn pocket at Chey- enne Ave. and modify the northbound Civic Center Dr. at Cheyenne Ave. to include dual left turn lanes, a shared left/thru lane and a dedicated right turn pocket to eastbound Cheyenne Ave. NV Dept of Transportation RTC MVFT

North 5th Street improvements nearing completion

ADOPTED BUDGET FISCAL YEAR 2016-17

258

2,501,042 136,958

CITY OF NORTH LAS VEGAS

Cheyenne/MLK Intersection Improvements 10266 This project includes the design and construction of a dedicated right turn lane and dual left turn lanes in both the east and west approaches along Cheyene Ave. at Martin L. King Blvd. Improvements will include curb, gutter, sidewalk, asphalt, relocation of streetlights and utilities and possibly a bus turn-out. 469,800 280,589 44,611

NV Dept. of Transportation RTC MVFT Traffic Cost Participation Agreements

Decatur Blvd. Sidewalk Project 10399 The project includes the design and construction of sidewalk along the eastern border of Decatur Blvd. between approximately Chuck Wagon Ave. and Lone Mountain Rd. Decatur Blvd. is a major arterial roadway and pedestrian access is critical between Chuck Wagon Ave. and Lone Mountain Rd. RTC Fuel Revenue Indexing Funds

Gilmore Ave. 10462

Commerce Street Sawtooth Infill Project 10388B The project consists of design and construction of roadway to eliminate missing roadway sections of Commerce Street between Cheyenne Ave. and Centennial Parkway. The goal is to provide a minimum of two travel lanes of roadway in each direction and complete pedestrian paths where they are not continuous.

303,000

Design, acquire right-of-way and construct/ rehabilitate failed roadway sections along Gilmore Avenue from Simmons Street to Allen Lane. RTC MVFT

1,000,000

Gown Road Sawtooth Infill Project 10388C

1,517,000

RTC Fuel Revenue Indexing Funds

Complete Streets Policy/Bike Lane Install. 10426 This project will develop a Complete Streets Policy for North Las Vegas, update City development codes, revise our comprehensive plan and enhance the Master Plan of Streets and Highways. This project will also construct bike lanes in the downtown area. The project will enhance multi-modal opportunities for downtown travelers and establish complete street standards within City guidelines and codes.

The project consists of design and construction of missing roadway sections and provide a minimum two lanes in each direction. In addition, asphalt pedestrian walkways will be constructed. RTC Fuel Revenue Indexing Funds

3,780,000

90,000

Sothern Nevada Health District

Lone Mountain to Washburn street paving

ADOPTED BUDGET FISCAL YEAR 2016-17

259

CITY OF NORTH LAS VEGAS

Lamb Blvd - Centennial Pkwy to CC-215 10453 This project entails design, right-of-way acquisition and construction of infill/rehabilitation roadway sections along the Lamb Boulevard corridor from Centennial Parkway to CC-215.

735,000

RTC MVFT

L.V. Blvd North Pedestrian Safety Project 10387 The project includes the design and construction of landscaping and fencing in the existing medians along Las Vegas Boulevard North. The intent of the project is to redirect pedestrians to designated crosswalks. RTC Fuel Revenue Indexing Funds

20015 This project consists of design, right of way acquisition and construction to improve the roadway, curbs, sidewalks, medians, lighting improvements and incorporate complete street elements throughout the project reach.

9,340,000

N. 5th Street Super Arterial, Phase 1D

10179D This project consists of the design, property acquisition and relocation, and construction of a grade separation over Losee Road beginning at the Union Pacific Railroad and ending at Cheyenne Ave.

171,000 9,000

NV Dept of Transportation RTC SB5 Funds

Major Street Rehabilitation

1,469,000

L.V. Blvd. Improvements - Tonopah to Carey

RTC Fuel Revenue Indexing Funds

The project will consist of four limited-access travel lanes and localized drainage improvements. The bridge structure will be built to accommodate six travel lanes and two dedicated bus lanes. Addition- al improvements include curb and gutter, sidewalks, streetlights and bicycle paths. North 5th Street is shown as an arterial on the Master Plan of Streets and Highways. It is being proposed upon ultimate build out as an 8-lane super arterial. A feasibility and preliminary engineering report, prepared by the Regional Transportation Commission of Southern Nevada, was prepared in FY 04/05. This route will provide a high volume connection from Owens Avenue to Cheyenne Avenue. The need for north- south routes such as this project was identified in the "I-15 Northeast Corridor Study."

10280 This project consists of the design and construction of pavement maintenance strategies for aging arterials, collectors, and local streets. The method of rehabilitation for individual streets vary from an asphalt overlay to complete removal and replacement. This work also includes addressing ADA compliance for the rehabilitated streets. These streets are not normally eligible for Regional Transportation Commission or County Development Block Grant funding. This is part of an annual program to maintain North Las Vegas' infrastructure asset. These improvements will include an annual crack-sealing program in the amount of $100,000. Motor Vehicle Fuel Tax

ADOPTED BUDGET FISCAL YEAR 2016-17

260

1,000,000

CITY OF NORTH LAS VEGAS

Multiple Traffic Signals 10385

Revere St Sawtooth Infill Project 10388D

The project consists of design and construction of traffic signals, controllers, pedestrian activa- tors, signage, pavement markings and intersection improvements at the intersections of Ann Road and Commerce Street, Gowan Ave. and Commerce Street and Alexander Rd. and Clay- ton Street.

The project consists of design and construction to eliminate sawtooth roadway sections and provide a minimum two travel lanes in each direction and pedestrian walkways. RTC Fuel Revenue Indexing Funds

School Flashing Beacon Upgrades 10415

2,840,800

RTC Fuel Revenue Indexing Funds

N. 5th/Cheyenne Intersection Improvements

10379 The project involves design and construction of improvements at the intersection of N. 5th Street and Cheyenne Ave. NV Dept of Transportation Tax Override Streets - FB

North 5th Street Signalization

This project will upgrade the school flashing beacon notifications from the current pager system to a modern cellular system. This will allow technicians to verify operation and trouble- shoot issues at individual locations. Motor Vehicle Fuel Tax

242,986 17,594

10380 This project involves the design and construction of signalized intersections along N. 5th Street at Ann Rd., Lone Mountain Rd. and at Gowan Rd.

Pedestrian Upgrades Donna & Tonopah

10451 This project includes pedestrian safety and traffic calming improvements fronting Mc- Call Elementary School and J.D. Smith Middle School. RTC Fuel Revenue Indexing Funds

29,000

Traffic Capacity & Safety Improvements 10246 This project includes design and construction of traffic signals as part of the Traffic Capacity and Safety Improvements Project, funded by developer cost participation funds. Traffic Cost Participation Agreements

132,000

Traffic Signal Video Detection Upgrade 10381

1,312,091 72,287

NV Dept of Transportation Tax Override Streets - FB

1,775,200

The project involves upgrading the video detection devices on signalized intersections along Craig Rd. between Decatur Blvd. and Walnut Rd., Cheyenne Ave. between Decatur Blvd. and Civic Center Drive and Las Vegas Blvd. between Tonopah Ave. and Evans Ave. NV Dept of Transportation Tax Override Streets - FB

590,000

ADOPTED BUDGET FISCAL YEAR 2016-17

261

474,825 24,990

CITY OF NORTH LAS VEGAS

Simmons Street Improvements, Phase III-A 10339A

Tropical Parkway Connector to CC-215 10401

This project originally consisted of roadway improvements to provide a minimum two traffic lanes in each direction, a continuous turn lane, and temporary sidewalks on Simmons Street between Cheyenne Ave. and Craig Road. Since the implementation of Fuel Revenue Indexing Funds and the approval of Regional Flood Control District Funds, the project has been expanded to three lanes in each direction, center medians, LED streetlighting in developed sections of Simmons Street, traffic control devices and concrete/asphalt sidewalks in developed/undeveloped sections.

The project involves design, environmental, right of way acquisition and construction of an eastern leg to the CC-215/I-15 interchange and connect to Tropical Parkway. The connection will include the completion of Tropical Parkway to Linn Lane and Linn Lane south to the intersection of El Campo Grande Avenue. This project will include four travel lanes, traffic signalization, pavement markings and signage. Once completed, this project will make it more convenient to develop the property between I-15 and Las Vegas Blvd. by providing direct access to I-15.

This project has been broken into two phases. Phase III-A is a transportation project. Phase III-B is primarily a Regional Flood project which involves construction of 1,000 lf of 24' x 6' RCB and 2,800 lf of dual 18' x 6' RCB from Alexander Rd. to Red Coach. In addition roadway improvements will be constructed within the corridor.

Motor Vehicle Fuel Tax NV Dept. of Transportation RTC MVFT

225,000

RTC Fuel Revenue Indexing Funds

Traffic Signal Fiber Optic Com. System

10414

5,000 464,000 25,000

Tropical Parkway/Hollywood Blvd to I-15 10412 This project includes the completion of four paved lanes of travel on Tropical Parkway to Hollywood Boulevard and the completion of Hollywood Boule- vard to I-15. This work will involve design, right- of-way acquisition and construction activities. RTC Fuel Revenue Indexing Funds

This project will evaluate the Cityâ&#x20AC;&#x2122;s traffic signal fiber optic communications system and determine potential corridor improvements and redundant routes. The second part of the project will be to install fiber in key locations.

A robust communication system allows for a well- coordinated traffic signal system and provides congestion and air quality benefits.

95,000 5,000

NV Dept of Transportation Traffic Cost Participation Agreements

2,280,000

Valley Drive Sawtooth Infill Project 10402 The project involves design, right of way acquisition and construction to eliminate sawtooth roadway sections on Valley Drive between Cheyenne Ave. and Tropical Parkway. The goal of the project is to provide a minimum of two travel lanes in each direction and continuous pedestrian walkways. RTC Fuel Revenue Indexing Funds

ADOPTED BUDGET FISCAL YEAR 2016-17

262

3,026,000

CITY OF NORTH LAS VEGAS

Utilities: Sewer $10,620,000

Coating Repairs to Bioreactor Basins S0027

When the bioreactor basins at the WRF were constructed, it was anticipated that the concrete ceilings would corrode due to the harsh environment and a anti-corrosive coating was applied. During inspection, it was found that the coating had failed on at least one of the basins. A new type of anticorrosive coating is proposed to preserve the life of the concrete basins.

570,000

Utility Enterprise Fund

Gravity Belt Thickener Discharge Piping S0029 The discharge lines between the centrifuge units and gravity belt thickeners in the solids building at the WRF receive a lot of pounding from the positive displacement pumps. It is proposed to reroute the discharge lines to prevent failure of the hoses discharging into the thickened solids storage tank. This will save approximately $16,000 in replacement hoses being replaced each year.

3,220,000

Utility Enterprise Fund

Northeast Interceptor Sewer S0003 This project consists of design and construction of approximately 4,100 LF of 36 inch sewer main, 17,400 LF of 30 inch sewer main and 8,400 LF of 21 inch sewer main to connect the undeveloped areas in the vicinity of Sloan Lane and Tropical Blvd. to the City Sewer System. The first phase, from the intersection of Betty Lane & Alto Ave. to 900 feet north of Cheyenne Ave. on Nellis Blvd. is required as part of the Enhanced Use Lease executed with Nellis when the WRF was built and is programmed for construction. The balance of the project along Nellis Blvd., Las Vegas Blvd. and Sloan Lane will be designed, but construction will not occur until additional funding is determined. 5,860,000

Utility Enterprise Fund

Secondary Containment for Chemical Storage

100,000

Utility Enterprise Fund

linear feet of 18 inch diameter reclaimed water main. The main will connect to an existing pump station at the WRF and will supply two ponds located on the golf course for irriagation use. This project supports Title XVI, utilization of reclaimed water and agreements with Nellis AFB that were implemented when the WRF facility was constructed.

S0026

Nellis Reclaimed Water Line S0048

The Enhanced Use Lease (EUL) between Nellis AFB and the City was executed in 2008 to permit construction of the WRF on Nellis Property requires the Utilities Department to construct a reclaimed water line to irrigate the Nellis Golf Course adjacent to the WRF facility. The project consitsts of the design and construction of approximately 10,000

The WRF needs additional secondary containment areas to store Ferric Chloride, Citric acid and various oils and solvents. Currently these chemicals are stored in the warehouse without secondary containment which is a violation of the Cityâ&#x20AC;&#x2122;s MS4 permit. It is proposed to create secondary containment in the existing warehouse where the chemicals are stored. Utility Enterprise Fund

ADOPTED BUDGET FISCAL YEAR 2016-17

263

50,000

CITY OF NORTH LAS VEGAS

Utilities: Water $6,633,700

Pretreatment Software Upgrades S0032

The Department has upgraded its Industrial Pretreat- ment Program to meet the requirements of an administrative order issued by the Federal EPA. One of the violations cited was lack of proper record- keeping and scheduling of inspections and enforcement actions. It is proposed to purchase software dedicated to pretreatment that will meet all of the requirements of an Industrial Pretreatment Program, which will include setting up permit parameters, required inspections, violations and also develop the required reports to EPA that are currently performed manually.

120,000

Utility Enterprise Fund

Sewerline Oversizing S0002 This project consists of oversizing developer sewer lines to provide additional capacity for future development. Oversizing typically occurs where new areas are being opened up (pioneered) and where previously oversized sewer lines are being extended. By oversizing developer sewer lines, additional capacity is provided for future development and the City's wastewater collection system develops in an orderly manner. Future tie-ins and cutting of pavement can be minimized and parallel sewer lines avoided.

400,000

Utility Enterprise Fund

Elstner Estates Well W0053 The Elstner Estates groundwater well was last rehabilitated in 1994. The well produces 2,500 gpm and is used to reduce use of the more expensive Colo- rado River surface water supply. The rehabilitation will include rehabilitating the existing pump and motor, cleaning and repairing the casing.

Hansen Utility Billing System Replacement W0014 A major change to the Hansen Utility Bill- ing System to improve account handling, billing, collections, financials and reporting was originally scheduled for 2006-2007. Hansen is no longer supporting the version of Hansen the Utility is using. In FY 15-16, the department contracted with Advanced Utilities System to replace the Hansen System. Im- plementation is ongoing and scheduled for completion in 2017. This change, when implemented, will impact all of the data stored on the current system and all the tables and files used by the system. This upgrade will provide the services necessary to maintain customer account information, and improve efficiency in dealing with customers. Useful life is estimated at 5 to 7 years.

Payment Processing Equipment Replacement

WRF Capital Repairs S0046

W0019

This project will establish a capital fund to enhance/ maintain the various wastewater treatment processes at the Water Reclaimation Facility. Utility Enterprise Fund

1,900,000

Utility Enterprise Fund

200,000

Utility Enterprise Fund

300,000

Payment processing equipment (utility bill printing and bill stuffing) requires periodic replacement. Utility Enterprise Fund

ADOPTED BUDGET FISCAL YEAR 2016-17

264

50,000

CITY OF NORTH LAS VEGAS

P2B Pump Station Rehabilitation W0055

PRV Remote Monitoring W0038

The P2B Pump Station is used to pump water to the Baro Canyon water reservoir located in the extreme southeast side of the water distribution system in Sunrise Manor. The station was built in the 1987 and has 3 pumps in need of rehabilitation along with replacement of the MCC panels. It is proposed to install a shelter over the pumps and panels to save on future maintenance costs.

380,000

Utility Enterprise Fund

PLC Upgrades at Wells/Pump Stations W0056 The Program Logic Controllers (PLC) at most of the department’s well sites and pump stations are at their end of life and no maintenance parts are available. The PLC’s are necessary to automate the pumps, valves motors and tanks in the City’s water distribution system.

250,000

Utility Enterprise Fund

Valve & Hydrant Replacement Program W0039 As a consequence of the valve exercising program, Field Services staff typically identifies broken valves in our water system. Over the years, we have created 95 water valve replacement work orders that we have not had the opportunity to repair. The replacement of a broken valves involves the excava- tion of the street, or intersection, isolating the water main, replacing the valves and associated appurtenances, backfilling and providing permanent street patches. A typical valve replacement can take up to two days to complete if all goes well. Replacement of these defective valves is critical towards maintaining pressures and fire flows to private structures.

321,700

Comm. Dev. Block Grant

The City’s water distribution system has 43 remote Pressure Regulating Valves (PRVs) that control water system pressures across 9 different pressure zones. Currently, if a PRV fails to open or close properly, we do not notice until we visit the vault and check upstream and downstream pressure settings. By installing remote monitoring equipment to observe pressures and flows at each of our PRVs, we can ensure our system is working efficiently, and reduce the risk of creating pressure problems. The equipment needed for this project is; flow monitors, pressure transducers, battery power sources and radios or cellular devices. The cost of the project is estimated at $469,000 for flow meters and PRV components, $203,000 for communications equipment, and $80,000 for labor. Total Cost = $752,000. Installing remote monitoring equipment would allow us to monitor system flows and pressures in SCADA, so that we are alarmed when settings are not normal. Some PRV failures can cause pumps to run unnecessarily driving pumping costs up and efficiency down. Utility Enterprise Fund

782,000

Reservoir Repainting W0001 The project consists of the repainting of the interior and exterior of four reservoirs throughout the City; location to be determined on an annual basis as needed. As a component of ongoing maintenance, repainting of these reservoirs will prevent more expensive repairs in the future. Utility Enterprise Fund

ADOPTED BUDGET FISCAL YEAR 2016-17

265

1,200,000

CITY OF NORTH LAS VEGAS

Water System Bolstering W0020

West Cheyenne Well Rehabilitation W0046

This project consists of the design and construction of water mains to improve the capacity, reliability and water quality within the water distribution system. The water system model provides staff with information regarding system constraints and is also a tool for use in identifying options to improve the system. System improvements may consist of replacement of undersized mains, or main extensions constructed to eliminate dead-ends and provide system looping.

The West Cheyenne well failed in 2013. The pump was pulled by a professional well driller, the casing was roto-scrubbed and the well was thoroughly inspected and recorded. Numerous penetrations were discovered in the casing, permitting poorer quality water from the shallow acquifer to enter the pump casing and reduce the quality of water being pumped. When wells are in operation, they produce water for less than 1/3 the cost of purchasing water from SNWA saving the City hundreds of thousands of dollars per year.

400,000

Utility Enterprise Fund

750,000

Utility Enterprise Fund

Waterline Oversizing W0010

Vehicles & Heavy Equipment $1,651,500

This project consists of oversizing developer water lines to provide additional capacity for future development. Oversizing typically occurs where new areas are being opened up (pioneered) and where previously oversized water lines are being extended. By oversizing developer water lines, additional capacity is provided for future development, and the City's water system develops in an orderly manner. Future taps and cutting of pavement can be minimized and parallel pipelines avoided.

400,000

Utility Enterprise Fund

Fleet Replacement Program 25001 This program reflects the projected fleet vehicle replacement proposed annually. Due to budget constraints, this funding will only be used when ab- solutely necessary. Vehicle selected for replacement will be prioritized based on criticality of equipment, mileage/hour meter readings, age, maintenance cost, and down time. General Fund Street Maintenance Fund Public Safety Tax Fund More Cops Sales Tax Fund Motor Vehicle Fuel Tax Fund Utility Enterprise Fund

ADOPTED BUDGET FISCAL YEAR 2016-17

266

658,500 144,200 210,000 128,800 200,000 310,000

CITY OF NORTH LAS VEGAS

Approved Major Capital Improvement Plan Outline FLOOD CONTROL Project # FY 2016-17 FY 2017-18

Ann Road Channel East

10228

5,971,300

RTC MVFT

3,850,000

3,850,000 10,000

10,000

5,821,361

424,822

10,000

5,821,361

10373

6,973,000

10268

CC Regional Flood Control

6,266,183 6,973,000 6,973,000

578,500

Central Freeway Channel at Cheyenne

10384

CC Regional Flood Control

4,167,500

Dunes South Detention Basin

10452

2,156,534

CC Regional Flood Control

2,156,534

Fifth Street Collector - Centennial to Deer Springs

10390

704,097

10375

10,012,500 10,012,500 903,950 903,950

CC Regional Flood Control

10407

4,869,625

4,165,528

704,097

Hollywood Storm Drain System CC Regional Flood Control Hollywood System - Centennial to Speedway #2 Det. Basin CC Regional Flood Control Lake Mead Drain to Las Vegas Wash CC Regional Flood Control Las Vegas Wash - N. Channel, Cheyenne to Gowan CC Regional Flood Control Range Wash - Ann Branch CC Regional Flood Control Range Wash Beltway Conveyance CC Regional Flood Control Simmons Street Improvements, Phase III-B CC Regional Flood Control RTC Fuel Revenue Indexing Funds Speedway North Detention Basin CC Regional Flood Control Vandenberg North Detention Basin, Collection & Outfall CC Regional Flood Control FLOOD CONTROL TOTAL

6,266,183

6,973,000

Brooks Channel Improvements

4,869,625

4,165,528 8,388,200 8,388,200 5,175,000 5,175,000

10456 10376

767,118 767,118 2,545,700 2,545,700

10457

2,137,679 2,137,679

10406 10339B

386,850 386,850

10227

2,169,000 2,169,000

2,115,000 1,924,650 190,350

10405

905,845 905,845 39,152,214

1,533,030 1,533,030

11,910,708 11,910,708 8,785,050

16,086,236

ADOPTED BUDGET FISCAL YEAR 2016-17

267

5 Year Total 5,971,300

424,822

CC Regional Flood Control

FY 2020-21

9,821,300

10389

CC Regional Flood Control Beltway Detention Basin and Channel

FY 2019-20

9,821,300

CC Regional Flood Control Beltway Collection System - Pecos

FY 2018-19

16,854,925

2,904,797

18,400,700 18,400,700 6,078,950 6,078,950 767,118 767,118 2,545,700 2,545,700 2,137,679 2,137,679 2,555,850 2,555,850 2,115,000 1,924,650 190,350 1,533,030 1,533,030 12,816,553 12,816,553 83,783,222

CITY OF NORTH LAS VEGAS

PARKS & RECREATION Project #

Aliante Golf Course Equipment Replacement

FY 2016-17

10443

FY 2017-18

FY 2020-21

10409

Park District Fund - FB

750,000 370,000

370,000

176,000

Park District No. IV

74,000

Tax Override Parks

120,000

Craig Ranch Regional Park Ampitheater Modifications

10461

Tax Override Parks - FB

74,000

120,000 100,000

100,000

Craig Ranch Regional Park Playground Surface

10419

Park District Fund - FB

90,000

Craig Ranch Regional Park Playground Surface II

10441

Park District No. III

150,000

Kiel Ranch Historic Park - Phase II

10351

Bureau of Land Mgmt.

160,000

Kiel Ranch Historic Park - Phase III (A)

10395

480,000

Park District No. IV

100,000

Kiel Ranch Historic Park - Phase I

10350

Bureau of Land Mgmt.

580,000

Bureau of Land Mgmt.

480,000 100,000 100,000

100,000

Par 3 Golf Course Irrigation and Electrical Renovation

10439

Tax Override Parks Park Renovations North Phase 1

10411

Tax Override - Parks Silver Mesa Pool Improvements

10444

Tax Override Parks

150,000

200,000

150,000

200,000

50,000

400,000

50,000

400,000

450,000 450,000 350,000 350,000 170,000

170,000

170,000 -

170,000

PARKS & RECREATION TOTAL

1,870,000

950,000

PUBLIC SAFETY: POLICE Project # FY 2016-17 FY 2017-18

Dentention Center A, B, F Dorm & Admin Facility

26011

General Obligation Bond

50,000

FY 2018-19

400,000

FY 2019-20

FY 2020-21

26016

Public Safety Tax 26017

Edward Byrne Memorial Justice Assistance Grant

802,000

350,000 350,000

698,000

1,500,000

698,000

52,000

General Fund Public Safety Tax

750,000

Radio Replacement

26015

1,152,108

1,602,108

General Fund

369,722

819,722

More Cops Fund

166,187

Public Safety Tax

616,199

2,404,108

2,300,108

1,602,108

ADOPTED BUDGET FISCAL YEAR 2016-17

268

5 Year Total 100,000

350,000 350,000

Police Department Core Systems Upgrade

3,270,000

100,000

100,000 100,000

Firearms Range Bullet Traps

5 Year Total 750,000

750,000

City View Park & Par 3 Golf Course Facilities

PUBLIC SAFETY: POLICE TOTAL

FY 2019-20

750,000

Tax Override Parks

FY 2018-19

4,356,324 2,009,166

498,561

1,848,597 -

6,306,324

CITY OF NORTH LAS VEGAS

PUBLIC SAFETY: FIRE Project # FY 2016-17 FY 2017-18 Apparatus - Air Resource Replacement Unit 1548

22030

FY 2018-19

FY 2019-20

300,000

Apparatus - Engine Replacement Unit 1072

22010

Tax Override Fire - FB

350,000

Apparatus - Engine Replacement Unit 1398

22031

629,000

Tax Override Fire

629,000

Apparatus - Engine Replacement Unit 1663

22036

660,000

660,000 22038

276,000

Tax Override Fire

276,000

Cardiac Defibrillator - Replacement

22049

535,000

Tax Override Fire

535,000

Fire - AutoPulse Replacement

22050

80,000

Tax Override Fire

80,000

Fire - Communication Replacement

22019

Tax Override Fire - FB

156,000

150,000

127,000

134,000

140,000

150,000

127,000

134,000

140,000

51,000

Fire Ballistic - Personal Protective Equipment

22039

Tax Override Fire - FB 22022

Firefighter - Turnout Replacement

22023

Tax Override Fire - FB

46,000

48,000

220,000

42,000

44,000

46,000

48,000

180,000

110,000

345,000

122,000

128,000

134,000

110,000

345,000

122,000

128,000

134,000

141,000

148,000

155,000

163,000

171,000

778,000

148,000

155,000

163,000

171,000

637,000

985,000

1,125,000

1,407,000

1,108,000

5,422,000

FY 2018-19

FY 2019-20

FY 2020-21

5 Year Total

141,000

Tax Override Fire

PUBLIC SAFETY: FIRE TOTAL

797,000

TECHNOLOGY IMPROVEMENTS Project # FY 2016-17 FY 2017-18

Business License, Land Management, Permitting

23031

1,117,860

740,295

540,795

200,000

170,760

General Obligation Bond - FB

170,885

Municipal Court Fund

369,410

700,000

1,281,090

370,760 170,885 739,445

370,035

23032

635,640

General Fund

635,640

635,640 23001

General Obligation Bond

150,000

110,000

General Obligation Bond - FB

40,000

Technology Refresh - Personal Computing Devices

23015

511,225

23008

150,000

General Obligation Bond

511,225

Technology Refresh - Servers General Obligation Bond

150,000

100,000

General Obligation Bond - FB

50,000

Technology Refresh - Telephony

23028

20,000

23033

325,000

General Obligation Bond - FB

20,000

Upgrade or Replace Email & Collaboration Solution General Obligation Bond

325,000

141,000

171,040

General Obligation Bond

Technology Refresh Infrastructure

839,000

946,820

General Obligation Bond

Doc. Mgmt. & Agenda Processing Software Replacement

839,000

1,817,860

700,000 23030

40,000

171,040

1,646,820

General Fund Criminal Justice Case Management Implementation

602,000

44,000

40,000

Tax Override Fire

80,000

707,000

42,000

40,000

Tax Override Fire Firefighter - SCBA Replacement

80,000

48,000

48,000 22021

535,000

48,000

Tax Override Fire Firefighter - Hydraulic Rescue Tools - Extrication

535,000

105,000

Tax Override Fire

TECHNOLOGY IMPROVEMENTS TOTAL

660,000

Tax Override Fire Apparatus - Rescue Replacement Unit 1696

5 Year Total 300,000

300,000

Tax Override Fire

FY 2020-21

3,543,340

711,835

ADOPTED BUDGET FISCAL YEAR 2016-17

269

635,640

4,890,815

CITY OF NORTH LAS VEGAS

Project # ADA Accessibility Improvements

10287

Comm. Dev. Block Grant Alexander Road Sawtooth Infill Project

TRANSPORTATION FY 2016-17 FY 2017-18

FY 2019-20

FY 2020-21

350,000

10388A

3,250,000

10450

3,780,000

1,044,000

3,780,000

1,044,000

RTC Fuel Revenue Indexing Funds

FY 2018-19

3,250,000

Brooks Ave. - N. 5th Street to Martin L. King Blvd. RTC MVFT Bus Turn-out

10363

RTC SB5 Funds

90,000 90,000

Camino Al Norte - Lone Mountain Rd. to Ann Rd.

10436

2,000,000

RTC MVFT

2,000,000

Carey Ave. Complete Street Project

10397

RTC Fuel Revenue Indexing Funds

3,600,000 100,000

RTC MVFT

3,500,000

Cheyenne/Civic Center Dr. Intersection Improvements

10341

NV Dept. of Transportation

2,638,000 2,501,042

RTC MVFT

136,958

Cheyenne/MLK Intersection Improvements

10266

795,000

NV Dept. of Transportation

469,800

RTC MVFT

280,589

Traffic Cost Participation Agreements

44,611

Commerce Street Sawtooth Infill Project

10388B

RTC Fuel Revenue Indexing Funds Complete Streets Policy Dev. & Bike Lane Install.

1,517,000

2,273,200

1,517,000

2,273,200

10426

90,000

10399

303,000

10462

1,000,000

Southern Nevada Health District

90,000

Decatur Blvd Sidewalk Project RTC Fuel Revenue Indexing Funds

303,000

Gilmore Avenue RTC MVFT

1,000,000

Gowan Road Sawtooth Infill Project

10388C

RTC Fuel Revenue Indexing Funds Lake Mead Blvd. Couplets Realignment RTC Fuel Revenue Indexing Funds

10413

Lamb Blvd. - Centennial Pkwy to CC-215

10453

3,780,000 3,780,000

RTC MVFT Las Vegas Blvd. North Pedestrian Safety Project

1,197,000 1,197,000 735,000

349,000

735,000

349,000

5,218,500 5,218,500

10387

1,469,000

20015

9,340,000

2,540,000

9,340,000

2,540,000

1,000,000

450,000 22,500 427,500

4,500,000 225,000 4,275,000

RTC Fuel Revenue Indexing Funds

1,469,000

Las Vegas Blvd. Improvements - Tonopah to Carey RTC Fuel Revenue Indexing Funds Major Street Rehabilitation

10280

Motor Vehicle Fuel Tax

1,000,000

Tax Override - Streets Multiple Traffic Signals

10385

RTC Fuel Revenue Indexing Funds

2,840,800 2,840,800

N. 5th Street Super Arterial, Phase 1D NV Dept of Transportation RTC SB5 Funds N. 5th Street/Cheyenne Ave. Intersection Improvements Motor Vehicle Fuel Tax NV Dept of Transportation Tax Override-Streets - FB North 5th Street Signalization NV Dept of Transportation Tax Override Streets - FB Pedestrian Upgrades at Donna St. and Tonopah Ave. RTC Fuel Revenue Indexing Funds Revere St. Sawtooth Infill Project - Carey Ave. to Colton RTC Fuel Revenue Indexing Funds School Flashing Beacon Upgrades Motor Vehicle Fuel Tax Simmons Street Improvements, Phase III-A RTC Fuel Revenue Indexing Funds Streetlight Replacement Project Tax Override - Streets

10179D

10379

10380

14051 10388D 10415 10339A

180,000 171,000 9,000 260,580 242,986 17,594 1,384,378 1,312,091 72,287 590,000 590,000 1,775,200 1,775,200 29,000 29,000 225,000 225,000

10455

250,000 250,000

ADOPTED BUDGET FISCAL YEAR 2016-17

270

1,750,000 1,750,000 3,250,000 3,250,000 4,824,000 4,824,000 90,000 90,000 2,000,000 2,000,000 3,600,000 100,000 3,500,000 2,638,000 2,501,042 136,958 795,000 469,800 280,589 44,611 3,790,200 3,790,200 90,000 90,000 303,000 303,000 1,000,000 1,000,000 3,780,000 3,780,000 6,415,500 6,415,500 1,084,000 1,084,000 1,469,000 1,469,000 11,880,000 11,880,000 5,000,000 1,000,000 4,000,000 2,840,800 2,840,800 180,000 171,000 9,000 5,210,580 247,500 4,945,486 17,594 1,384,378 1,312,091 72,287 590,000 590,000 1,775,200 1,775,200 29,000 29,000 225,000 225,000 250,000 250,000

5 Year Total

CITY OF NORTH LAS VEGAS TRANSPORTATION Traffic Capacity & Safety Improvements Traffic Cost Participation Agreements Traffic Signal Fiber Optic Communications System NV Dept of Transportation Traffic Cost Participation Agreements Traffic Signal Video Detection Upgrade NV Dept of Transportation Tax Override-Streets - FB Traffic Signal Video Detection Upgrades Phase 2 Motor Vehicle Fuel Tax NV Dept of Transportation Tropical Parkway Connector to CC-215 Motor Vehicle Fuel Tax NV Dept of Transportation RTC MVFT Tropical Pkwy. Hollywood Blvd. to I-15 RTC Fuel Revenue Indexing Funds Valley Dr. Sawtooth Infill Project - Cheyenne to Tropical RTC Fuel Revenue Indexing Funds

Project # FY 2016-17 10246 132,000 132,000 10414 100,000 95,000 5,000 10381 499,815 474,825 24,990 10427

10401

10412 10402

TRANSPORTATION TOTAL

Project # Coating Reairs to Bioreactor Basins

FY 2017-18

S0027

546,314 46,314 500,000

494,000 5,000 464,000 25,000 2,280,000 2,280,000 3,026,000 3,026,000

5,681,000

47,553,773

16,650,200

5,121,000 560,000 4,035,000 4,035,000

7,128,314

FY 2018-19

1,800,000

FY 2019-20

11,068,500

FY 2020-21

Utility Enterprise Fund

75,000

100,000

Manhole Lining

S0030

Utility Enterprise Fund Nellis Reclaimed Water Line

S0048

3,220,000

S0003

5,860,000

Utility Enterprise Fund

50,000

550,000

50,000

550,000

600,000 600,000

3,220,000 3,220,000

3,220,000

Northeast Interceptor Sewer Special Improvement District

23,416,000

17,556,000

11,473,840

Utility Enterprise Fund

5,860,000

Pecos & Tropical Manhole Replacement

11,942,160

6,082,160

S0031

100,000

Utility Enterprise Fund

100,000

Pretreatment Software Upgrades

S0032

Utility Enterprise Fund

120,000

Secondary Containment for Chemical Storage

S0026

Utility Enterprise Fund

50,000

Sewer Main Rehabilitation

S0022

Utility Enterprise Fund Sewerline Oversizing

S0002

Utility Enterprise Fund Solids Building Conveyor System Upgrade

2,000,000

400,000

2,000,000

55,000

500,000

55,000

500,000 300,000

3,000,000

3,300,000

S0049

Utility Enterprise Fund S0046

Utility Enterprise Fund

6,000,000

2,000,000 400,000

Utility Enterprise Fund

WRF Capital Repairs

6,000,000

400,000

S0003

WRF Blower Enclosure

5 Year Total

75,000

75,000 75,000

S0029

84,200,787

570,000

S0028

Gravity Belt Thickener Discharge Piping Improvements

5 Year Total 132,000 132,000 1,263,000 1,199,850 63,150 499,815 474,825 24,990 546,314 46,314 500,000 6,175,000 5,000 5,585,000 585,000 6,315,000 6,315,000 3,026,000 3,026,000

570,000

Utility Enterprise Fund

UTILITIES: SEWER TOTAL

FY 2020-21

570,000

Ferric Chloride Piping Improvements

FY 2019-20

1,163,000 1,104,850 58,150

UTILITIES: SEWER FY 2016-17 FY 2017-18

Utility Enterprise Fund

FY 2018-19

2,000,000 555,000 555,000

3,300,000

300,000

3,000,000

300,000

1,500,000

3,405,000

3,575,000

5,700,000

41,606,000

10,620,000

18,306,000

ADOPTED BUDGET FISCAL YEAR 2016-17

271

1,500,000

CITY OF NORTH LAS VEGAS

UTILITIES: WATER FY 2016-17 FY 2017-18

Project # Carey Avenue Water Main Assessment

FY 2018-19

FY 2019-20

W0049

FY 2020-21

577,800

Utility Enterprise Fund

577,800

Central Pump Station Rehabilitation Utility Enterprise Fund

W0052

Elstner Estates Well

250,000 250,000

W0053

200,000

Hansen Utility Billing System Replacement Utility Enterprise Fund

W0014

1,900,000 1,900,000

P2 Pump Station Rehabilitation

W0054

Utility Enterprise Fund

200,000

370,000

Utility Enterprise Fund

370,000

P2B Pump Station Rehabilitation Utility Enterprise Fund

W0055

380,000 380,000

Payment Processing Equipment Replacement

W0019

50,000

400,000

50,000

400,000

Utility Enterprise Fund PLC Upgrades at Wells/Pump Stations

W0056

250,000

Utility Enterprise Fund PRV Remote Monitoring

W0038

250,000 782,000

Utility Enterprise Fund

782,000

Reservoir Repainting Utility Enterprise Fund

W0001

Robinson Pump Station Rehabilitation

W0057

1,200,000 1,200,000

300,000

250,000

Utility Enterprise Fund

250,000

Valve and Fire Hydrant Replacement Program

W0039

Comm. Dev. Block Grant Utility Enterprise Fund Water Distribution SCADA Upgrade

321,700

300,000

321,700

300,000

W0058

200,000

Utility Enterprise Fund

200,000

Water Site Security Upgrade Utility Enterprise Fund

W0059

Water System Bolstering

W0020

1,530,000 1,530,000

Utility Enterprise Fund

400,000

400,000 400,000

2,870,000

2,950,000

3,127,800

3,830,000

19,411,500

FY 2020-21

5 Year Total

Waterline Oversizing Utility Enterprise Fund

W0010

400,000 400,000

West Cheyenne Well Rehabilitation

W0046

750,000

Utility Enterprise Fund

750,000

UTILITIES: WATER TOTAL

6,633,700

VEHICLES & HEAVY EQUIPMENT Project # FY 2016-17 FY 2017-18 Fleet Replacement Program

25001

FY 2018-19

FY 2019-20

1,651,500

Replacement Vehicles - General Fund

658,500

Replacement Vehicles - Street Maintenance Fund

144,200

Replacement Vehicles - Public Safety Tax Fund

210,000

Replacement Vehicle - More Cops Fund

128,800

Replacement Vehicle Parks - Motor Vehicle Fuel Tax Fund

200,000

Replacement Vehicle PW -Utility Funds

310,000

VEHICLES & HEAVY EQUIPMENT TOTAL

1,651,500

577,800 250,000 250,000 200,000 200,000 1,900,000 1,900,000 370,000 370,000 380,000 380,000 450,000 450,000 250,000 250,000 782,000 782,000 6,000,000 6,000,000 250,000 250,000 1,521,700 621,700 900,000 200,000 200,000 1,530,000 1,530,000 2,000,000 2,000,000 2,000,000 2,000,000 750,000 750,000

5 Year Total

ADOPTED BUDGET FISCAL YEAR 2016-17

272

8,257,500 3,292,500 721,000 1,050,000 644,000 1,000,000 1,550,000 8,257,500

Statistical Section and Glossary

In This Section This section includes additional statistical information such as a six year financial trend of the General Fund, City salary tables and position grades for the budget year and finally, a glossary including terms common to the City and municipal financial reports follows.

Notice of Public Hearing ............................. 275 Salary Tables by Grade.............................. 276 Alphabetical Listing of City Positions.......... 283 Employee Benefit Rate Table..................... 287 List of Acronyms ......................................... 288 Glossary ..................................................... 289

Entrance Sign to Craig Ranch Regional Park

CITY OF NORTH LAS VEGAS

This page was intentionally left blank. ADOPTED BUDGET FISCAL YEAR 2016-17

274

CITY OF NORTH LAS VEGAS

Salary Tables Effective July 1, 2016

41,827 47,889 152,925

Grade Position

Salary

Elected ELE-1 Council Member ELE-2 Mayor ELE-3 Municipal Judge

Grade Position

Salary

Department Director DD-55 Director of Human Resources DD-55 Director of OH and Neighborhood DD-55 Director of Administrative Services DD-55 Director of General Services DD-55 Director of Library DD-55 Court Administrator DD-55 Director of Neighborhood & Leisure Services

DD-56 DD-56 DD-56

Director of Economic Development Director of Community Development Director of Business Development

DD-57 DD-57 DD-57 DD-57

Director of Utilities Director of Finance Public Works Director/City Engineer Assistant City Attorney

DD-58 DD-58 DD-58 DD-58 DD-58

Deputy City Manager Chief of Police Fire Chief Assistant City Manager Assistant City Manager

Max 150,677

107,790

158,605

113,463

166,954

119,436

175,741

Min 102,402

City Manager

202,060

Grade Position Appointed/Confidential Exempt ADD-40 Assistant City Clerk

Min 77,113

Max 113,360

83,449

123,087

90,508

133,953

98,384

146,101

ADD-44 Assistant Director of Admin Services ADD-44 Assistant Fire Chief ADD-44 Police Captain ADD-44 Corrections Captain

100,393

148,389

ADD-46 Deputy Chief of Police

107,790

158,605

ADD-47 Deputy Fire Chief ADD-47 Assistant Chief of Police

113,463

166,954

Grade Position DD-59 City Attorney

DD-61

Contract 180,000

Salary

ADD-41 Water Reclamation Facility Administrator ADD-41 Building Official

ADD-42 Assistant Director of General Services ADD-42 City Traffic Engineer

ADD-42 Engineering Services Administrator ADD-42 Senior Deputy City Attorney ADD-42 Legislative Relations Program Manager ADD-42 Assistant Court Administrator ADD-42 Asst PW Director ADD-42 Deputy Director of Human Resources ADD-42 Assistant Director Police Services ADD-42 Assistant to the City Manager

ADD-43 Deputy Director Public Works ADD-43 Assistant Director of Finance ADD-43 Chief Deputy City Attorney ADD-43 Deputy Director of Operations ADD-43 Deputy Director of Utilities ADD-43 City Auditor

Grade Position Appointed/Confidential Exempt ACE-14 Medical Director

Salary

Min 39,668

Max 56,328

ACE-16 Human Resources Assistant ACE-16 Council Liaison ACE-16 Executive Secretary

44,490

63,620

ACE-17 Administrative Assistant

47,276

67,844

ACE-18 Financial Accountant I ACE-18 Victim Advocate Coordinator ACE-18 Special Asst to the Mayor and Council

50,355

72,512

ADOPTED BUDGET FISCAL YEAR 2016-17

276

CITY OF NORTH LAS VEGAS

Grade Position Appointed/Confidential Exempt ACE-19 Financial Accountant II ACE-19 Public Information Specialist ACE-19 Employment Assist Resource Rep.

Salary Min 53,757

Max 77,679

ACE-20 ACE-20 ACE-20 ACE-20 ACE-20

Crime and Intelligence Analyst Employment Development Specialist Grants Program Coordinator Public Information Officer Human Resources Analyst

57,520

83,403

ACE-21 ACE-21 ACE-21 ACE-21 ACE-21 ACE-21 ACE-21 ACE-21 ACE-21

Executive Assistant Financial Analyst I Economic Development Specialist Senior Grants Coordinator Legal Office Administrator Utilities Financial Analyst Internal Auditor Special Project Accountant Senior Human Resources Analyst

61,684

89,748

ACE-22 Chief Deputy City Clerk ACE-22 Financial Analyst II

66,299

96,797

ACE-23 ACE-23 ACE-23 ACE-23 ACE-23 ACE-23 ACE-23 ACE-23 ACE-23 ACE-23 ACE-23 ACE-23 ACE-23

Deputy City Attorney I Financial Analyst III Oracle Financial Applications Admin Budget Manager Library Services Manager City Clerk Finance Manager Principal Human Resources Analyst Police Officer Manager Crime Scene Investigations Admin Services Manager Safety Officer Training Administrator Manager Accounting

77,113

113,360

ACE-24 ACE-24 ACE-24 ACE-24 ACE-24 ACE-24

Detention Services Manager Utilities Business Services Manager Manager Learning and Organization Manager Resource Management Business Systems Architect Manager Purchasing

83,449

123,087

ACE-25 ACE-25 ACE-25 ACE-25 ACE-25 ACE-25 ACE-25 ACE-25 ACE-25

Utilities Financial Manager City Traffic Engineer Building Official Manager Information Technology Benefits Manager Employment Services Manager Deputy City Attorney II Housing & Neighborhood Svcs Outreach Manager Emergency Management

83,449

123,087

90,508

133,953

ACE-26 Chief Labor Relations Manager ACE-26 Chief of Staff ACE-26 Executive Management Analyst

Grade Position Appointed/Confidential Non-Exempt ACN-14 Administrative Receptionist ACN-14 Senior Office Assistant ACN-14 Interpreter Victim Witness Advocate

ACN-15 HR Representative I

ACN-16 Executive Secretary ACN-16 HR Representative II ACN-16 Legal Secretary ACN-16 Victim witness Advocate ACN-16 Assistant to the Utilities Director

ACN-18 Victim Witness Coordinator ACN-19 Paralegal

Salary Min 39,668

Max 56,328

41,961

59,793

44,490

63,620

104,632

50,355

72,512

53,757

77,679

ACN-23 Assistant Fire Protection Engineer

71,422

Grade Position Fire Batallion Chief RBC-25 Deputy Fire Marshal

Step 1

Step 2

Step 3

Step 4

Step 5

Step 6

Step 7

Step 8

81,704

85,773

90,041

94,524

99,231

104,168

109,356

114,799

77,203

81,064

85,118

93,157

99,027

105,284

111,952

119,057

BCN-25 Fire Batallion Chief Grade Position Fire Fighters Association FFN-49 Fire Fighter

81,705 Step 1

85,773 Step 2

90,039 Step 3

94,524 Step 4

99,229 Step 5

104,168 Step 6

109,357 Step 7

114,800 Step 8

50,512

53,036

55,689

60,111

63,496

67,085

70,890

74,918

FFN-51 Firefighter/Paramedic

58,089

60,992

64,042

68,464

71,848

75,438

79,243

83,271

RBC-26 EMS Chief

120,514 125,549 120,514 Step 9 78,481 86,833 Step 9

ADOPTED BUDGET FISCAL YEAR 2016-17

277

CITY OF NORTH LAS VEGAS

Step 1

Step 2

Step 3

Step 4

Step 5

Step 6

Step 7

55,229

57,992

60,891

65,753

69,475

73,424

77,610

82,043

62,305

65,421

68,692

74,218

78,449

82,934

87,689

92,727

85,962 97,181

55,368

58,136

61,043

65,917

69,649

73,608

77,804

82,248

86,177

54,500

59,374

64,247

69,118

73,992

78,865

83,739

88,610

93,484

48,227

50,638

53,169

55,829

60,262

63,496

67,253

71,067

75,107

62,306

65,420

68,692

74,218

78,449

82,934

87,689

92,727

97,181

70,870

74,412

78,133

84,419

89,232

94,332

99,742

105,473

110,537

FNR-71 Fire Protection Specialist FNR-71 Fire Investigator

62,462

65,584

68,864

74,403

78,645

82,883

87,909

92,959

66,832

70,175

73,684

79,609

84,150

88,961

94,062

99,466

Grade Position Police Non Supervisor POA-49 Police Officer POA-49 Corrections Officer

Step 1

Step 2

Step 3

Step 4

Step 5

Step 6

Step 7

Grade Position Fire Fighters Association FFN-52 Fire Engineer

FFN-56 Fire Captain FNR-63 Fire Fighter Trainee

47,526

FNR-64 Fire Prevention Inspector FNR-64 Public Education Specialist

FNR-65 Senior Fire Prevention Inspector FNR-65 Fire Accreditation ISO Coordinator

FNR-68 Fire Equipment Specialist

FNR-69 Fire Logistics Officer FNR-69 EMS Coordinator

FNR-70 Fire Protection Engineer

FNR-72 Health Care Coordinator

51,308

Step 8

Step 9

97,424

104,243

Step 8

59,859

62,852

65,995

69,294

72,759

76,397

82,509

84,571

POA - 53 (Hired on or after to July 1, 2014) POA-53 Police Officer POA-53 Corrections Officer POA-53 Deputy Marshal

53,873

57,009

58,719

60,480

62,295

65,565

67,532

69,558

71,645

POA-56 Detective POA-56 Police Labor Relations Liaison

91,337

93,164

95,027

38,688

40,622

42,654

44,786

47,026

49,377

51,846

54,438

57,160

41,829

43,920

46,116

48,422

50,843

53,385

56,055

58,857

61,800

PON-47 Bailiff

PON-48 Lead Bailiff Grade Position

Salary

Police Supervisor POA-61 Police Sergeant POA-61 Corrections Sergeant POA-61 Marshal Sergeant

POA-65 Police Lieutenant POA-65 Corrections Lieutenant

111,076

131,069

TME-18 Accountant TME-18 Corrections Support Supervisor TME-18 Inmate Records Bureau Administrator TME-18 Financial Accountant I

50,355

55,894

61,433

66,973

72,512

TME-19 Graphic Artist TME-19 Court Administration Trainer TME-19 Inmate Programs Coordinator TME-19 Assistant, Emergency Management TME-19 Financial Accountant II

53,757

59,738

65,718

71,698

77,679

57,520

63,990

70,461

76,932

83,403

Step 12

Step 13

Step 14

73,794

77,668

79,222

80,806

84,847

Step 11

Step 10

57,009

Step 9

POA - 50 (Hired prior to July 1, 2014) POA-50 Police Officer POA-50 Corrections Officer POA-50 Deputy Marshal

TME-20 Planner TME-20 Employee Development Specialist TME-20 Benefits Analyst TME-20 Human Resources Analyst TME-20 Parks Maint Supervisor TME-20 Public Services Librarian TME-20 Management Analyst TME-20 Parks and Recreation Analyst TME-20 Community Services Analyst TME-20 Senior Workers Compensation Specialist TME-20 Food Services Supervisor

ADOPTED BUDGET FISCAL YEAR 2016-17

278

CITY OF NORTH LAS VEGAS

Step 1

Step 2

Step 3

Step 4

61,684

68,700

75,716

82,732

89,748

66,299

73,923

81,548

89,172

96,797

71,422

79,724

88,027

96,329

104,632

Step 1

Step 2

Step 3

Step 4

Step 5

TME-24 Development & Flood Control Supervisor TME-24 Information Security Administrator TME-24 IT Project Manager TME-24 Utilities Development Engineer TME-24 Database Administrator TME-24 Web Architect TME-24 Manager II TME-24 Senior Database Administrator

77,114

86,175

95,237

104,298

113,360

TME-25 Manager Fleet Operations TME-25 Manager Redevelopment TME-25 Principal Engineer TME-25 Principal Transportation Planner TME-25 Manager, Code Enforcement TME-25 Manager Neighborhood Services TME-25 Manager III TME-25 Manager, Real Property & Housing

83,449

93,359

103,268

113,178

123,087

Grade Position Teamster Non-Exempt TMN-10 City Maintenance Worker

Step 1

Step 2

Step 3

Step 4

Step 5

32,417

35,658

38,900

42,142

TMN-11 Driver Messenger TMN-11 Library Assistant I TMN-11 Receptionist

33,978

37,418

40,858

44,298

Grade Position Teamster Exempt TME-21 Programmer Analyst TME-21 Manager Animal Control TME-21 Land Development Project Leader TME-21 Project Coordinator TME-21 Engineering Program Analyst TME-21 Manager Crime Analysis TME-21 Training Manager TME-21 Senior Human Resources Analyst TME-21 Manager Community Services TME-21 Court Programs Coordinator TME-21 Engineering Assistant TME-21 Labor Relations Liaison TME-21 Building Maintenance Project Coordinator TME-21 Manager Police Records TME-21 Manager Professional Standards

Step 5

TME-21 Transportation Coordinator Modeler TME-21 Branch Manager TME-21 Assistant Manager Communications TME-21 Business Development Officer TME-21 Structural Plans Examiner TME-21 Systems Administrator TME-21 Neighborhood Services Coordinator

TME-22 PAC Manager TME-22 GPS Survey Coordinator TME-22 Assistant Purchasing Manager TME-22 Network Analyst I TME-22 Assistant Manager Roadway Operations TME-22 Engineering Associate TME-22 Landscape Architect TME-22 Urban Designer TME-22 Plans Examination Supervisor TME-22 Asst Manager Traffic Operations

TME-22 Senior Planner TME-22 Senior Management Analyst TME-22 Systems Support Analyst TME-22 Senior Business Systems Analyst TME-22 Senior Programmer Analyst

TME-23 Real Property Coordinator TME-23 Senior Network Analyst TME-23 Principal Benefits Analyst TME-23 Communications Administrator TME-23 Manager Ct Automation and Records Grade Position Teamster Exempt Continued TME-23 Senior Architect TME-23 Manager, Business License TME-23 Principal Human Resources Analyst TME-23 Manager Police Communications TME-23 Senior Engineer TME-23 Principal Planner TME-23 Major Projects Coordinator TME-23 City Surveyor TME-23 Deputy City Surveyor TME-23 Federal Programs Supervisor TME-23 Senior Systems Administrator TME-23 Manager I

45,383 47,739

ADOPTED BUDGET FISCAL YEAR 2016-17

279

CITY OF NORTH LAS VEGAS

Step 1

Step 2

Step 3

Step 4

TMN-12 Laundry Specialist TMN-12 Transportation Services Assistant TMN-12 Building Custodian TMN-12 Community Improvement Assistant TMN-12 Court Clerk I

35,695

39,354

43,013

46,672

50,331

TMN-13 Police Communications Call Taker TMN-13 Library Assistant II TMN-13 Customer Service Specialist TMN-13 Fiscal Specialist TMN-13 Office Assistant TMN-13 Work Card/Fingerprint Assistant TMN-13 Billing Assistant TMN-13 Field Customer Service Represent TMN-13 WRF Operator Trainee TMN-13 Civilian Community Service Officer TMN-13 Police Records Assistant TMN-13 Legal Assistant

37,585

41,485

45,385

49,285

53,184

39,668

43,833

47,998

52,163

56,328

Step 1

Step 2

Step 3

Step 4

Step 5

41,961

46,419

50,877

55,335

59,793

44,490

49,272

54,055

58,837

63,620

Grade Position Teamster Non-Exempt

Step 5

TMN-14 Corrections Housekeeping Specialist TMN-14 Building Support Specialist TMN-14 Business License Specialist TMN-14 Security Control Technician TMN-14 Senior Office Assistant TMN-14 Roadway Operations Worker II TMN-14 Mail Messenger TMN-14 Corrections Assistant

TMN-14 Senior Work Card/Fingerprint Assistant TMN-14 Recreation Leader TMN-14 Library Assistant lll TMN-14 Land Development Processor TMN-14 Deputy City Clerk I TMN-14 Inmate Records Specialist TMN-14 Court Clerk II TMN-14 Senior Police Records Assistant TMN-14 Senior Legal Assistant TMN-14 Parks Maintenance Worker TMN-14 Warrant Clerk II

Grade Position Teamster Non-Exempt Continued TMN-15 School Crossing Guard Coordinator TMN-15 Classification Technician TMN-15 Database Coordinator TMN-15 Food Service Specialist TMN-15 Evidence Custodian TMN-15 Print Technician TMN-15 Fiscal Technician TMN-15 Accounting Technician TMN-15 Senior Court Clerk TMN-15 Inventory Control Specialist TMN-15 Billing Representative TMN-15 Purchasing Technician TMN-15 Utilities Line Locator TMN-15 Lead Customer Service Specialist TMN-15 HR Representative I TMN-15 Survey Technician TMN-15 Traffic Electrical Worker TMN-15 Professional Standards Coordinator TMN-15 Risk Management Coordinator

TMN-16 Multi Trades Assistant TMN-16 Street Sweeper Operator TMN-16 Animal Control Officer TMN-16 Security Control Supervisor TMN-16 Community Improvement Specialist TMN-16 Planning and Zoning Agenda Specialist TMN-16 Planning Assistant TMN-16 Help Desk Analyst TMN-16 HR Representative II TMN-16 Crime Scene Analyst I TMN-16 PAC Specialist TMN-16 Senior Accounting Technician TMN-16 Water Systems Operator I TMN-16 Field Customer Service Representative TMN-16 WRF Laboratory Technician TMN-16 Lead Customer Service Specialist TMN-16 Roadway Operations Crew Leader I TMN-16 Community Improvement Crew Leader TMN-16 Engineering Technician I TMN-16 Inmate Records Supervisor TMN-16 Deputy City Clerk II TMN-16 Assistant Terminal Agency Coordinator TMN-16 Interpreter Court Clerk TMN-16 Traffic Sign and Marking Technician TMN-16 Executive Secretary TMN-16 Supervisor I TMN-16 Supervisor II

ADOPTED BUDGET FISCAL YEAR 2016-17

280

CITY OF NORTH LAS VEGAS

Grade Position Teamster Non-Exempt Continued TMN-17 Police Communications Dispatcher TMN-17 Utilities Field Service Technician TMN-17 Food Service Crew Leader TMN-17 Court Clerk Supervisor TMN-17 Automotive Equipment Mechanic I TMN-17 Police Records Supervisor TMN-17 Construction Project Inspection Scheduler TMN-17 WRF Operator I TMN-17 Traffic Sign and Marking Technician TMN-17 GIS Technician TMN-17 Business License Enforcement Officer TMN-17 Senior Utilities Line Locator TMN-17 Engineering Technician II TMN-17 Services and Parts Specialist TMN-17 Pretreatment Inspector I TMN-17 Payroll Coordinator TMN-17 Legal Assistant Supervisor TMN-17 Investigative Specialist TMN-17 Parks Maint Crew Leader TMN-17 Crime Prevention Specialist

Step 1

Step 2

Step 3

Step 4

47,276

52,418

57,560

62,702

67,844

Grade Position Teamster Non-Exempt Continued

Step 1

Step 2

Step 3

Step 4

Step 5

50,355

55,894

61,433

66,973

72,512

53,757

59,738

65,718

71,698

77,679

TMN-18 Heavy Equipment Operator TMN-18 Welder TMN-18 Meter Mechanic TMN-18 Senior Field Customer Service Rep. TMN-18 Recreation Coordinator TMN-18 Office Supervisor TMN-18 Water Systems Operator II TMN-18 Customer Service Coordinator TMN-18 Real Property Agent TMN-18 Security Control Bureau Administrator TMN-18 Parks Equipment Maintenance Mechanic TMN-18 WRF Maintenance Mechanic TMN-18 Construction Financial Coordinator TMN-18 Associate Librarian TMN-18 WRF Operator II TMN-18 Utilities Mapping Specialist TMN-18 WRF Electrician TMN-18 Utility Systems Technician TMN-18 Backflow Technician TMN-18 Deputy City Clerk III TMN-18 Planning Examiner TMN-18 IA Pro Systems Coordinator TMN-18 Interpreter Translator TMN-18 Senior Survey Technician TMN-18 Engineering Technician III TMN-18 Multi Trades Technician TMN-18 Inspector Trainee TMN-18 Materials Technician TMN-18 Pretreatment Inspector II TMN-18 Utilities Inspector I TMN-18 Public Works Inspector l TMN-18 Training Coordinator TMN-18 Terminal Agency Coordinator TMN-18 Building Custodian Supervisor TMN-18 Evidence Vault Supervisor TMN-18 Traffic Safety Inspector TMN-18 Armorer/Firearms Training Instructor TMN-18 Systems Coordinator

Step 5

TMN-19 HVAC Technician TMN-19 Police Communications Supervisor TMN-19 Code Enforcement Officer TMN-19 Electronics Technician TMN-19 Communications Technician TMN-19 Buyer TMN-19 Utilities Field Service Crew Lead TMN-19 Crime Scene Analyst II TMN-19 Automotive TMN-19 Crime Analyst TMN-19 Traffic Analyst TMN-19 WRF Operator III TMN-19 Backflow Crew Leader TMN-19 GIS Analyst TMN-19 Executive Asst to Planning Commission TMN-19 Child Abuse Neglect Specialist TMN-19 Multi Trades Crew Leader TMN-19 Senior Pretreatment Inspector TMN-19 Inspector TMN-19 Offsite Construction Inspector Trainee TMN-19 Public Works Inspector ll TMN-19 Utilities Inspector ll TMN-19 Systems Technician I TMN-19 Court Compliance Coordinator TMN-19 Supervisor III TMN-19 Supervisor IV

ADOPTED BUDGET FISCAL YEAR 2016-17

281

CITY OF NORTH LAS VEGAS

Grade Position Teamster Non-Exempt Continued TMN-20 Plans Examiner TMN-20 Construction Project Inspector TMN-20 Senior Electronics Technician TMN-20 Senior Electrical Inspector TMN-20 Senior Real Property Agent TMN-20 Customer Service Supervisor I TMN-20 Senior Crime Scene Analyst TMN-20 Police Systems Specialist TMN-20 Business License Supervisor TMN-20 Utilities Operations Support Supervisor TMN-20 Combination Inspector TMN-20 Pretreatment Inspection Supervisor TMN-20 Agency Support Specialist TMN-20 Traffic Technician/Electrician TMN-20 Supervisor V

Step 1

Step 2

Step 3

Step 4

Step 5

57,520

63,990

70,461

76,932

83,403

61,684

68,700

75,716

82,732

89,748

66,299

73,923

81,548

89,172

96,797

71,422

79,724

88,027

96,329

104,632

77,114

86,175

95,237

104,298

113,360

TMN-21 Facilities Coordinator TMN-21 Utilities Projects Supervisor TMN-21 Senior Construction Project Inspector TMN-21 Systems Technician II TMN-21 Traffic Operations Supervisor TMN-21 Utilities Field Service Supervisor TMN-21 Water Systems Supervisor TMN-21 Automotive/Equipment Supervisor TMN-21 WRF Maintenance Supervisor TMN-21 WRF Operations Supervisor TMN-21 WRF Electronics Supervisor TMN-21 Recreation Supervisor TMN-21 Special Improvement District Coordinator TMN-21 Customer Service Supervisor II TMN-21 Community Service Program Supervisor TMN-21 Multi Trades Supervisor TMN-21 Technical Services Supervisor TMN-21 Utilities Operations Support Supervisor TMN-21 Pretreatment Inspection Supervisor TMN-21 Construction Inspector TMN-21 Public Works Inspector lll TMN-21 Utilities Inspector lll TMN-21 Graphic Operations Supervisor TMN-21 Lead Code Enforcement Officer TMN-21 Supervisor VII TMN-21 Supervisor VII TMN-21 Contracts Coordinator

TMN-22 Construction Project Inspection TMN-22 Supervisor Public Works Support TMN-22 Building Inspection Manager TMN-22 Utilities Inspection Supervisor

TMN-23 Utilities Support Supervisor TMN-23 Police Support System Supervisor

TMN-24 Network Supervisor TMN-24 Business Applications Supervisor TMN-24 Technology Support Supervisor

First annual Southern Nevada Heroes Challenge baseball game played by Fire and PD staff

ADOPTED BUDGET FISCAL YEAR 2016-17

282

CITY OF NORTH LAS VEGAS

Alphabetical Listing of Positions Position Accountant Accounting Technician Admin Services Manager Administrative Assistant Administrative Receptionist Agency Support Specialist Animal Control Officer Armorer/Firearms Training Instructor Assistant Chief of Police Assistant City Attorney Assistant City Clerk Assistant City Manager Assistant City Manager Assistant Court Administrator Assistant Director of Admin Services Assistant Director of Finance Assistant Director of General Services Assistant Director Police Services Assistant Fire Chief Assistant Fire Protection Engineer Assistant Manager Communications Assistant Manager Roadway Operations Assistant Purchasing Manager Assistant Terminal Agency Coordinator Assistant to the City Manager Assistant to the Utilities Director Assistant, Emergency Management Associate Librarian Asst Manager Traffic Operations Asst PW Director Automotive Automotive Equipment Mechanic I Automotive/Equipment Supervisor Backflow Crew Leader Backflow Technician Bailiff Benefits Analyst Benefits Manager Billing Assistant Billing Representative Branch Manager Budget Manager Building Custodian Building Custodian Supervisor Building Inspection Manager Building Maintenance Project Coordinator Building Official Building Official Building Support Specialist Business Applications Supervisor Business Development Officer Business License Enforcement Officer Business License Specialist Business License Supervisor Business Systems Architect Buyer Chief Labor Relations Manager Chief Deputy City Attorney Chief Deputy City Clerk Chief of Police Chief of Staff Child Abuse Neglect Specialist City Attorney City Auditor City Clerk City Maintenance Worker

Grade TME-18 TMN-15 ACE-23 ACE-17 ACN-14 TMN-20 TMN-16 TMN-18 ADD-47 DD-57 ADD-40 DD-58 DD-58 ADD-42 ADD-44 ADD-43 ADD-42 ADD-42 ADD-44 ACN-23 TME-21 TME-22 TME-22 TMN-16 ADD-42 ACN-16 TME-19 TMN-18 TME-22 ADD-42 TMN-19 TMN-17 TMN-21 TMN-19 TMN-18 PON-47 TME-20 ACE-25 TMN-13 TMN-15 TME-21 ACE-23 TMN-12 TMN-18 TMN-22 TME-21 ADD-41 ACE-25 TMN-14 TMN-24 TME-21 TMN-17 TMN-14 TMN-20 ACE-24 TMN-19 ACE-26 ADD-43 ACE-22 DD-58 ACE-26 TMN-19 DD-59 ADD-43 ACE-23 TMN-10

Position City Manager City Surveyor City Traffic Engineer City Traffic Engineer Civilian Community Service Officer Classification Technician Code Enforcement Officer Combination Inspector Communications Administrator Communications Technician Community Improvement Assistant Community Improvement Crew Leader Community Improvement Specialist Community Service Program Supervisor Community Services Analyst Construction Financial Coordinator Construction Inspector Construction Project Inspection Construction Project Inspection Scheduler Construction Project Inspector Contracts Coordinator Corrections Assistant Corrections Captain Corrections Housekeeping Specialist Corrections Lieutenant Corrections Officer Corrections Officer Corrections Officer Corrections Sergeant Corrections Support Supervisor Council Liaison Council Member Court Administration Trainer Court Administrator Court Clerk I Court Clerk II Court Clerk Supervisor Court Compliance Coordinator Court Programs Coordinator Crime Analyst Crime and Intelligence Analyst Crime Prevention Specialist Crime Scene Analyst I Crime Scene Analyst II Customer Service Coordinator Customer Service Specialist Customer Service Supervisor I Customer Service Supervisor II Database Administrator Database Coordinator Deputy Chief of Police Deputy City Attorney I Deputy City Attorney II Deputy City Clerk I Deputy City Clerk II Deputy City Clerk III Deputy City Manager Deputy City Surveyor Deputy Director of Human Resources Deputy Director of Operations Deputy Director of Utilities Deputy Director Public Works Deputy Fire Chief Deputy Fire Marshal Deputy Marshal Deputy Marshal

ADOPTED BUDGET FISCAL YEAR 2016-17

283

Grade DD-61 TME-23 ADD-42 ACE-25 TMN-13 TMN-15 TMN-19 TMN-20 TME-23 TMN-19 TMN-12 TMN-16 TMN-16 TMN-21 TME-20 TMN-18 TMN-21 TMN-22 TMN-17 TMN-20 TMN-21 TMN-14 ADD-44 TMN-14 POA-65 POA-49 POA-50 POA-53 POA-61 TME-18 ACE-16 ELE-1 TME-19 DD-55 TMN-12 TMN-14 TMN-17 TMN-19 TME-21 TMN-19 ACE-20 TMN-17 TMN-16 TMN-19 TMN-18 TMN-13 TMN-20 TMN-21 TME-24 TMN-15 ADD-46 ACE-23 ACE-25 TMN-14 TMN-16 TMN-18 DD-58 TME-23 ADD-42 ADD-43 ADD-43 ADD-43 ADD-47 RBC-25 POA-50 POA-53

CITY OF NORTH LAS VEGAS

Position Detective Detention Services Manager Development & Flood Control Supervisor Director of Administrative Services Director of Business Development Director of Community Development Director of Economic Development Director of Finance Director of General Services Director of Human Resources Director of Library Director of Neighborhood & Leisure Services Director of OH and Neighborhood Director of Utilities Driver Messenger Economic Development Specialist Electronics Technician Employee Development Specialist Employment Assist Resource Representative Employment Development Specialist Employment Services Manager EMS Chief EMS Coordinator Engineering Assistant Engineering Associate Engineering Program Analyst Engineering Services Administrator Engineering Technician I Engineering Technician II Engineering Technician III Evidence Custodian Evidence Vault Supervisor Executive Assistant Executive Asst to the Planning Commission Executive Management Analyst Executive Secretary Executive Secretary Executive Secretary Facilities Coordinator Federal Programs Supervisor Field Customer Service Represent Field Customer Service Representative Finance Manager Financial Accountant I Financial Accountant I Financial Accountant II Financial Accountant II Financial Analyst I Financial Analyst II Financial Analyst III Fire Accreditation ISO Coordinator Fire Batallion Chief Fire Captain Fire Chief Fire Engineer Fire Equipment Specialist Fire Fighter Fire Fighter Trainee Fire Investigator Fire Logistics Officer Fire Prevention Inspector Fire Protection Engineer Fire Protection Specialist Firefighter/Paramedic Fiscal Specialist Fiscal Technician Food Service Crew Leader

Grade POA-56 ACE-24 TME-24 DD-55 DD-56 DD-56 DD-56 DD-57 DD-55 DD-55 DD-55 DD-55 DD-55 DD-57 TMN-11 ACE-21 TMN-19 TME-20 ACE-19 ACE-20 ACE-25 RBC-26 FNR-69 TME-21 TME-22 TME-21 ADD-42 TMN-16 TMN-17 TMN-18 TMN-15 TMN-18 ACE-21 TMN-19 ACE-26 TMN-16 ACE-16 ACN-16 TMN-21 TME-23 TMN-13 TMN-16 ACE-23 TME-18 ACE-18 TME-19 ACE-19 ACE-21 ACE-22 ACE-23 FNR-65 BCN-25 FFN-56 DD-58 FFN-52 FNR-68 FFN-49 FNR-63 FNR-71 FNR-69 FNR-64 FNR-70 FNR-71 FFN-51 TMN-13 TMN-15 TMN-17

Position Food Service Specialist Food Services Supervisor GIS Analyst GIS Technician GPS Survey Coordinator Grants Program Coordinator Graphic Artist Graphic Operations Supervisor Health Care Coordinator Heavy Equipment Operator Help Desk Analyst Housing & Neighborhood Svcs Outreach HR Representative I HR Representative I HR Representative II HR Representative II Human Resources Analyst Human Resources Analyst Human Resources Assistant HVAC Technician IA Pro Systems Coordinator Information Security Administrator Inmate Programs Coordinator Inmate Records Bureau Administrator Inmate Records Specialist Inmate Records Supervisor Inspector Inspector Trainee Internal Auditor Interpreter Court Clerk Interpreter Translator Interpreter Victim Witness Advocate Inventory Control Specialist Investigative Specialist IT Project Manager Labor Relations Liaison Land Development Processor Land Development Project Leader Landscape Architect Laundry Specialist Lead Bailiff Lead Code Enforcement Officer Lead Customer Service Specialist Lead Customer Service Specialist Legal Assistant Legal Assistant Supervisor Legal Office Administrator Legal Secretary Legislative Relations Program Manager Library Assistant I Library Assistant II Library Assistant lll Library Services Manager Mail Messenger Major Projects Coordinator Management Analyst Manager Accounting Manager Animal Control Manager Community Services Manager Crime Analysis Manager Crime Scene Investigations Manager Ct Automation and Records Manager Emergency Management Manager Fleet Operations Manager I Manager II Manager III

ADOPTED BUDGET FISCAL YEAR 2016-17

284

Grade TMN-15 TME-20 TMN-19 TMN-17 TME-22 ACE-20 TME-19 TMN-21 FNR-72 TMN-18 TMN-16 ACE-25 TMN-15 ACN-15 TMN-16 ACN-16 TME-20 ACE-20 ACE-16 TMN-19 TMN-18 TME-24 TME-19 TME-18 TMN-14 TMN-16 TMN-19 TMN-18 ACE-21 TMN-16 TMN-18 ACN-14 TMN-15 TMN-17 TME-24 TME-21 TMN-14 TME-21 TME-22 TMN-12 PON-48 TMN-21 TMN-15 TMN-16 TMN-13 TMN-17 ACE-21 ACN-16 ADD-42 TMN-11 TMN-13 TMN-14 ACE-23 TMN-14 TME-23 TME-20 ACE-23 TME-21 TME-21 TME-21 ACE-23 TME-23 ACE-25 TME-25 TME-23 TME-24 TME-25

CITY OF NORTH LAS VEGAS

Position Manager Information Technology Manager Learning and Organization Manager Neighborhood Services Manager Police Communications Manager Police Records Manager Professional Standards Manager Purchasing Manager Redevelopment Manager Resource Management Manager, Business License Manager, Code Enforcement Manager, Real Property & Housing Marshal Sergeant Materials Technician Mayor Medical Director Meter Mechanic Multi Trades Assistant Multi Trades Crew Leader Multi Trades Supervisor Multi Trades Technician Municipal Judge Neighborhood Services Coordinator Network Analyst I Network Supervisor Office Assistant Office Supervisor Offsite Construction Inspector Trainee Oracle Financial Applications Administrator PAC Manager PAC Specialist Paralegal Parks and Recreation Analyst Parks Equipment Maintenance Mechanic Parks Maint Crew Leader Parks Maint Supervisor Parks Maintenance Worker Payroll Coordinator Planner Planning and Zoning Agenda Specialist Planning Assistant Planning Examiner Plans Examination Supervisor Plans Examiner Police Captain Police Communications Call Taker Police Communications Dispatcher Police Communications Supervisor Police Labor Relations Liaison Police Lieutenant Police Officer Police Officer Police Officer Police Officer Police Records Assistant Police Records Supervisor Police Sergeant Police Support System Supervisor Police Systems Specialist Pretreatment Inspection Supervisor Pretreatment Inspection Supervisor Pretreatment Inspector I Pretreatment Inspector II Principal Benefits Analyst Principal Engineer Principal Human Resources Analyst Principal Human Resources Analyst

Grade ACE-25 ACE-24 TME-25 TME-23 TME-21 TME-21 ACE-24 TME-25 ACE-24 TME-23 TME-25 TME-25 POA-61 TMN-18 ELE-2 ACE-14 TMN-18 TMN-16 TMN-19 TMN-21 TMN-18 ELE-3 TME-21 TME-22 TMN-24 TMN-13 TMN-18 TMN-19 ACE-23 TME-22 TMN-16 ACN-19 TME-20 TMN-18 TMN-17 TME-20 TMN-14 TMN-17 TME-20 TMN-16 TMN-16 TMN-18 TME-22 TMN-20 ADD-44 TMN-13 TMN-17 TMN-19 POA-56 POA-65 POA-49 POA-50 POA-53 ACE-23 TMN-13 TMN-17 POA-61 TMN-23 TMN-20 TMN-20 TMN-21 TMN-17 TMN-18 TME-23 TME-25 TME-23 ACE-23

Position Principal Planner Principal Transportation Planner Print Technician Professional Standards Coordinator Programmer Analyst Project Coordinator Public Education Specialist Public Information Officer Public Information Specialist Public Services Librarian Public Works Director/City Engineer Public Works Inspector l Public Works Inspector ll Public Works Inspector lll Purchasing Technician Real Property Agent Real Property Coordinator Receptionist Recreation Coordinator Recreation Leader Recreation Supervisor Risk Management Coordinator Roadway Operations Crew Leader I Roadway Operations Worker II Safety Officer Training Administrator School Crossing Guard Coordinator Security Control Bureau Administrator Security Control Supervisor Security Control Technician Senior Accounting Technician Senior Architect Senior Business Systems Analyst Senior Construction Project Inspector Senior Court Clerk Senior Crime Scene Analyst Senior Database Administrator Senior Deputy City Attorney Senior Electrical Inspector Senior Electronics Technician Senior Engineer Senior Field Customer Service Representative Senior Fire Prevention Inspector Senior Grants Coordinator Senior Human Resources Analyst Senior Human Resources Analyst Senior Legal Assistant Senior Management Analyst Senior Network Analyst Senior Office Assistant Senior Office Assistant Senior Planner Senior Police Records Assistant Senior Pretreatment Inspector Senior Programmer Analyst Senior Real Property Agent Senior Survey Technician Senior Systems Administrator Senior Utilities Line Locator Senior Work Card/Fingerprint Assistant Senior Workers Compensation Specialist Services and Parts Specialist Special Asst to the Mayor and Council Special Improvement District Coordinator Special Project Accountant Street Sweeper Operator Structural Plans Examiner Supervisor I

ADOPTED BUDGET FISCAL YEAR 2016-17

285

Grade TME-23 TME-25 TMN-15 TMN-15 TME-21 TME-21 FNR-64 ACE-20 ACE-19 TME-20 DD-57 TMN-18 TMN-19 TMN-21 TMN-15 TMN-18 TME-23 TMN-11 TMN-18 TMN-14 TMN-21 TMN-15 TMN-16 TMN-14 ACE-23 TMN-15 TMN-18 TMN-16 TMN-14 TMN-16 TME-23 TME-22 TMN-21 TMN-15 TMN-20 TME-24 ADD-42 TMN-20 TMN-20 TME-23 TMN-18 FNR-65 ACE-21 TME-21 ACE-21 TMN-14 TME-22 TME-23 TMN-14 ACN-14 TME-22 TMN-14 TMN-19 TME-22 TMN-20 TMN-18 TME-23 TMN-17 TMN-14 TME-20 TMN-17 ACE-18 TMN-21 ACE-21 TMN-16 TME-21 TMN-16

CITY OF NORTH LAS VEGAS

Position Supervisor II Supervisor III Supervisor IV Supervisor Public Works Support Supervisor V Supervisor VII Survey Technician Systems Administrator Systems Coordinator Systems Support Analyst Systems Technician I Systems Technician II Technical Services Supervisor Technology Support Supervisor Terminal Agency Coordinator Traffic Analyst Traffic Electrical Worker Traffic Operations Supervisor Traffic Safety Inspector Traffic Sign and Marking Technician Traffic Sign and Marking Technician Traffic Technician/Electrician Training Coordinator Training Manager Transportation Coordinator Modeler Transportation Services Assistant Urban Designer Utilities Business Services Manager Utilities Development Engineer Utilities Field Service Crew Lead Utilities Field Service Supervisor Utilities Field Service Technician Utilities Financial Analyst

Grade TMN-16 TMN-19 TMN-19 TMN-22 TMN-20 TMN-21 TMN-15 TME-21 TMN-18 TME-22 TMN-19 TMN-21 TMN-21 TMN-24 TMN-18 TMN-19 TMN-15 TMN-21 TMN-18 TMN-16 TMN-17 TMN-20 TMN-18 TME-21 TME-21 TMN-12 TME-22 ACE-24 TME-24 TMN-19 TMN-21 TMN-17 ACE-21

Position Utilities Financial Manager Utilities Inspection Supervisor Utilities Inspector I Utilities Inspector ll Utilities Inspector lll Utilities Line Locator Utilities Mapping Specialist Utilities Operations Support Supervisor Utilities Operations Support Supervisor Utilities Projects Supervisor Utilities Support Supervisor Utility Systems Technician Victim Advocate Coordinator Victim witness Advocate Victim Witness Coordinator Warrant Clerk II Water Reclamation Facility Administrator Water Systems Operator I Water Systems Operator II Water Systems Supervisor Web Architect Welder Work Card/Fingerprint Assistant WRF Electrician WRF Electronics Supervisor WRF Laboratory Technician WRF Maintenance Mechanic WRF Maintenance Supervisor WRF Operations Supervisor WRF Operator I WRF Operator II WRF Operator III WRF Operator Trainee

Council recognition of USA Track and Field athletes who competed in 2015 Junior Olympics

ADOPTED BUDGET FISCAL YEAR 2016-17

286

Grade ACE-25 TMN-22 TMN-18 TMN-19 TMN-21 TMN-15 TMN-18 TMN-20 TMN-21 TMN-21 TMN-23 TMN-18 ACE-18 ACN-16 ACN-18 TMN-14 ADD-41 TMN-16 TMN-18 TMN-21 TME-24 TMN-18 TMN-13 TMN-18 TMN-21 TMN-16 TMN-18 TMN-21 TMN-21 TMN-17 TMN-18 TMN-19 TMN-13

CITY OF NORTH LAS VEGAS

FY 2016-17 Benefit Rates

Holiday Pay:

All Employees - 0%

Public Employees Retirement System (PERS) Police and Fire - 40.50% All Other Employees - 28.00%

Health Insurance:

Employees with Teamster coverage - $9,600 Per Year Employees with City Plans - $19,500 Per Year Fire - $13,200 Per Year

Workerâ&#x20AC;&#x2122;s Compensation: Police and Fire - 5.0% All Other Employees - 3.5%

Employee Benefits:

Police and Fire - 10.0% All Other Employees - 6.0%

Social Security:

Employees not covered under PERS retirement discussed above - 6.20%

Medicare:

All employees hired after April 1, 1986 - 1.45%

Liability Self-Insurance: Police - 6.0% All Other Employees - 5.0%

Total Benefit Rates:

Police: 62.95% + Health Insurance Fire: 61.95% + Health Insurance All Other Full-Time Employees: 43.95% + Health Insurance Part-Time Employees: 17.15%

ADOPTED BUDGET FISCAL YEAR 2016-17

287

CITY OF NORTH LAS VEGAS

List of Acronyms

ACLS

Advanced Cardiac Life Support

LVMPD

ADA

Americans with Disabilities Act

NDT

AV BCCRT BLM CAFR CDBG CDC

Assessed Valuation

Nevada Department of Taxation Nevada Department of Transportation

NDOT

North Las Vegas

Basic City/County Relief Tax

NLV

Bureau of Land Management

NLVFD

North Las Vegas Fire Department

Comprehensive Annual Financial Report

NLVPD

North Las Vegas Police Department

Community Development Block Grant

Cost of Living Adjustment

COPS

Community Oriented Policing Services Grant

CTX