Town of Apex. Annual Budget Fiscal Year

Transcription

1 Town of Apex Annual Budget Fiscal Year

2 Town of Apex, North Carolina FY Annual Budget Table of Contents Budget Budget Message... 1 Attachment 1: General Fund Expenditure by Classification Attachment 2: General Fund Capital Projects & Significant Purchase Requests Attachment 3: Vehicle Replacement/Addition Requests Attachment 4: Electric Fund Capital Projects & Significant Purchase Requests Attachment 5: Water/Sewer Fund Capital Projects & Significant Purchase Requests Attachment 6: Electric Rate Changes Attachment 7: Water/Sewer Rate Changes Attachment 8: New Position Requests Budget Ordinance Fee Schedule Organizational Chart Personnel Summary Personnel Requests General Fund Revenues Expenditures Governing Body Administration Human Resources Information Services Legal Services Economic Development Finance Planning Facility Services Police Fire EMS Public Works & Transportation Utility Engineering - Water Resources Streets Solid Waste Services... 97

3 Fleet Services Inspections & Permitting Parks & Recreation Cultural Arts Center Cemetery/Special Appropriations Debt Service/Other Financing Uses/Contigency Electric Fund Revenues Expenditures Water & Sewer Fund Revenues Expenditures Water & Sewer Administration Water Treatment Water Maintenance Sewer Treatment Sewer Maintenance Other Funds Police: State Funds Police: Federal Funds Police: Donations Fire: Donations EMS: Donations Health & Dental Fund Cemetery Fund Water & Sewer Capital Reserve Fund Fire/EMS Capital Reserve Fund Perry Library Fund Recreation Capital Reserve Fund Transportation Capital Reserve Fund Supplemental Information Capital Improvement Plan Glossary

4 Town of Apex, North Carolina FY Annual Budget Budget Message April 21, 2017 To: Honorable Mayor Lance Olive Members of the Apex Town Council INTRODUCTION In accordance with the Local Government Budget and Fiscal Control Act and N.C. General Statute , the proposed Annual Budget for Fiscal Year beginning July 1, 2017 and ending June 30, 2018 is balanced and hereby submitted for your consideration. The proposed budget focuses on maintaining a progressive posture relative to maintaining Apex s expansive and growing infrastructure, having adequate staff for quality service delivery, providing competitive compensation for our staff, and maintaining sufficient reserves to accomplish long term goals of the town and in accordance with policy. The annual budget process is influenced by external factors including the condition of the national, state, and local economies, and the emergent and pre-emergent needs identified in our community by the elected body, staff, and advisory boards. All these factors are considered in this budget, and armed with the knowledge that this document represents a significant amount of careful consideration and study, we are confident that it will allow the Town to meet its obligations, fulfill its goals, and remain fiscally strong. OVERVIEW The total operating budgets for the three major funds are: GENERAL FUND General Fund $51,029,892 Electric Fund $37,591,000 Water & Sewer Fund $19,060,310 Total Major Funds $107,681,202 The General Fund is used to account for resources traditionally associated with government which are not required legally or by sound financial management to be accounted for in another fund. Expenditures are divided into functional departments in order to present a clear understanding of the costs of providing certain services. Personnel assigned to a specific functional area are paid from that department. Expenditures The demands for service to a growing community result in higher costs and additional resources to meet needs, including personnel (as covered later in this document), equipment, and investment in facilities and infrastructure. The Town must also keep pace with increases in the costs of goods and 1

5 services we acquire in order to provide services to the town. We strive to maintain a responsible budget with each expenditure scrutinized to assure public value for the resources expended. The table below shows the growth in expenditures associated with the 20 departments that provide the services associated with the General Fund, and shows debt service, expenses related to debt issuance, and, in all other, transfers, cemetery, special appropriations, and contingency. The rate of growth shown in personnel is attributable to adding staff to meet service needs, and reduction in capital outlay costs is largely due to changes in how we account for these expenditures. This change, and the capital projects planned for the coming fiscal year are discussed in more detail in this document. The table below provides the total expenditure for each department and the General Fund as a whole, inclusive of debt service, financing uses, and contingency. Attachment 1 to this document contains a summary of the three classifications shown below by department. Some changes at the department level are the result of an organizational restructure that occurred in August of This restructure included the changing the department of Construction Management which to the Department of Building Inspections & Permitting, and creating a Water Resources & Utility Engineering department, and merging the Powell Bill Department with the Streets Department. The former Environmental Services Department was changed to the Solid Waste Services Department with the responsibilities of stormwater, utility engineering, and infrastructure inspections moving under the newly created Water Resources & Utility Engineering Department. Increases can be noted in the Administration and Information Technology Systems departments for the assignment of existing Construction Management staff to these departments. General Fund Expenditure Summary FY FY FY v Actual Amended Manager Budget Recommended % Change $ Change Governing Body 206, , , % 64,184 Administration 488, , , % 46,962 Human Resources 811, ,201 1,171, % 255,500 Information Technology 1,187,170 1,826,016 1,771, % -54,650 Legal Services 286, , , % 2,967 Economic Development 228, , , % 20,196 Finance 824, , , % -184,866 Planning 1,524,801 1,794,170 1,965, % 171,464 Facility Services 928,887 1,598,385 1,295, % -302,937 Police 9,136,699 11,176,337 12,450, % 1,274,374 Fire 6,192,050 8,199,534 7,428, % -771,467 EMS 1,727,499 1,767,730 1,811, % 43,510 Public Works Administration 320, ,436 1,155, % 401,254 Water Resources 0 1,191,350 1,510, % 318,770 Streets 2,280,534 4,518,765 3,397, % -1,120,787 Solid Waste Services 3,940,236 3,689,140 3,905, % 216,330 Fleet Services 339, , , % 117,923 Permits and Inspections 2,642,338 1,661,229 2,314, % 653,015 Recreation 3,506,984 4,368,311 3,874, % -493,938 Cultural Arts Center 434, , , % 51,990 Cemetery 22,461 24,600 35, % 10,900 Special Appropriations 41,394 42,500 36, % -6,000 Debt Service 3,484,628 3,914,702 3,124, % -790,091 Other Financing Uses 1,297, , , % -791,744 Contingency 0 159,537 64, % -95,419 TOTAL 41,854,055 51,992,453 51,029, % -962,561 2

6 Capital Expenditures In Fiscal Year we intend to continue to invest in our infrastructure and other capital items needed to continue to provide efficient and effective service to this community. Capital Projects and Significant Purchases Staff has identified needs for capital projects, facilities maintenance and improvements, and other significant purchases. Some of these purchases and projects are included in this budget, and some are being deferred due to needs being greater than resources available. Attachment 2 is a listing of capital project and significant purchase requests submitted for consideration in this budget. The items highlighted in yellow have not been fully funded in the budget. This list contains some CIP projects that are funded without using reserve funds, including the following: Purchase of a vacuum truck to replace the oldest of this type of vehicle in our fleet and addition of a chipper truck to assist with yard waste routes Second phase of a project to interconnect all Town facilities with fiber optic cable Replacing our outdated public safety radio console and computer aided dispatch systems Replacing radios for police, fire, and communications Vehicles The Town s entire fleet, including vehicles and equipment, are analyzed annually using operating and maintenance cost life-to-date as a basis for consideration under our replacement guidelines. This analysis is used to determine and prioritize fleet replacements. Utilization of vehicles and equipment beyond recommended life expectancy may result in increased operating and maintenance costs and decreased returns on resale. General Vehicle Replacement Guidelines General purpose vehicles (including sedans, sport utility vehicles, and pickup trucks limited to 1.5 tons Gross Vehicle Weight) are evaluated for replacement beginning at eight years or 75,000 miles, whichever comes first. Police vehicles (sedans or sport utility vehicles) are evaluated for replacement beginning at four years or 90,000 miles, whichever comes first. Unmarked vehicles are evaluated for replacement beginning eight years or 72,000 miles whichever comes first. Fire trucks / vehicles are evaluated for replacement beginning at years. Operating and maintenance costs increase significantly after this time frame. Specialized Vehicle Replacement Guidelines Dump trucks are evaluated for replacement beginning at ten years or 150,000 miles. Street sweepers / leaf collection trucks are evaluated for replacement beginning 5-10 years dependent upon operating and maintenance costs life-to-date. Bucket / electrical line trucks are evaluated for replacement beginning ten years or 150,000 miles. Within the parameters of the guidelines, eligible fleet items are considered for replacement and evaluated with a cost-benefit analysis. As in past years, the Town will continue to maintain some of the aging equipment for another year even though they meet the criteria in the guidelines. The table to the 3

7 right summarizes the vehicle needs presented for consideration in all three major funds and those recommended as part of this budget. Attachment 3 contains a list of the vehicles requested for replacement and addition, and an indication of the ones contained in this budget. PROJECT FUNDS Vehicles Number Cost Vehicles meeting replacement criteria* 112 8,499,000 Requested for replacement 28 1,387,000 Recommended for replacement 21 1,032,000 Additional (new) Vehicles Requested 31 1,593,000 Recommended for addition ,000 Total Recommended (Rep. + Add.) 37 1,908,000 Total Not Recommended (Rep. + Add.) 22 1,072,000 In prior fiscal years, the Town budgeted capital projects within Department budgets as part of the annual budget process. This inflates the operating budget and creates challenges in tracking projects and identifying trends to assist future fiscal planning. In Fiscal Year larger scale projects are more accurately tracked through project funds and are budgeted through Capital Project Ordinances in their respective funds. Transportation Project Fund The Transportation Project Fund includes large scale capital projects, some ongoing, and others planned to take place throughout the fiscal year. Revenues include proceeds from the November 2015 voter approved bond, federal grants and cost shares, and allocation of resources from the transportation reserve fund and capital project funds. The Transportation Project Fund includes revenues and expenditures related to the following projects: - Apex Peakway Southwest Connector - $13,000,000 The project completes a 3.2-mile contiguous route from East Williams to West Williams Street, acting as a western bypass of NC 55 and providing improved local connectivity to the south and west. The project includes a grade separation of the CSX railroad line and South Salem Street with sidewalks along all roadways. The rail crossing at Tingen Road, proposed to be a pedestrian-only crossing similar to the Thompson Street crossing, will be closed as required by the agreement with CSX Transportation. Input from consultants working on the grade separation study has increased project estimates. Funding for the construction of this project is planned to come from a portion of the $15 million transportation bond approved by voters in November 2015 and a $3 million federal grant. Local revenue will be used to fund permitting and design work started in FY Apex Barbecue Road Bridge Replacement - $300,000 The project will allow the greenway to pass underneath the bridge rather than crossing Apex Barbecue Road at-grade, so pedestrians and cyclists on the greenway do not have to travel to the roadway surface and compete with vehicular traffic. This is a contribution toward an NCDOT project to replace the Apex Barbecue Road Bridge over Beaver Creek. The Town has already entered into an agreement with NCDOT and paid the first installment of $200,000. This represents the remaining cost share. - Downtown Area Pedestrian Improvements - $675,000 The downtown area is an active pedestrian corridor, however, there is currently no complete pedestrian route for the many residents in the vicinity of Markham, James and East Moore Streets to access Apex Middle School, North Salem Street, the Apex Community Center, and Hunter Street Park. North Salem Street experiences high volumes of vehicular traffic and a sidewalk gap creates additional challenges for pedestrians. This project s components include: (1) construction of over 2,500 linear-feet of sidewalk along Markham, James, Wrenn, and North Salem Streets, (2) ramp 4

8 upgrades at 5 intersections, (3) push-button pedestrian signals, (4) addition of a high-visibility crosswalk and signs across Salem Street, and (6) installation of a flashing beacon for an existing high-visibility crossing. This project will be submitted as the Town's Locally Administered Projects Program (LAPP) request for If awarded, the LAPP funds would cover 70% of construction costs (approximately $400,000). - Olive Chapel Road Bridge at NC 540 Sidewalk Enhancement - $150,000 This project will widen the existing sidewalk on the south side of the bridge and add a concrete barrier between the roadway and sidewalk. This project is designed to address citizen concerns about pedestrian safety along this busy section of Olive Chapel Road. The existing sidewalk is adjacent to the bridge wall and has no barrier adjacent to the gutter. Given the traffic speed, volume, and the narrow space, it is currently uncomfortable for pedestrians to walk along the existing sidewalk. The project provides improved pedestrian access to Olive Chapel Elementary School. - Seaboard Street Parking - $250,000 This project consists of curb, drainage structures, asphalt pavement, and markings on Seaboard Street. The project will add parking spaces along the east side of Seaboard Street, adjacent to CSX railroad, and will incorporate some drainage improvements to the existing system. This will provide designated parking to better serve the businesses, retail, and services in downtown Apex. Permission to construct within CSX right of way will be needed. - Street Resurfacing - $5,000,000 The Town is responsible for maintaining 150 miles of municipal streets with the annual resurfacing contract providing for most of the pavement maintenance needs. A recent survey of our streets reveals that we have deferred maintenance that needs to be addressed. Funding for this project is planned to come from a portion of the transportation bond approved by voters in November Our annual street maintenance contract addresses deficiencies in pavement condition throughout Apex on the municipally owned streets, but current and future resurfacing costs continue to exceed state funding under the Powell Bill, so additional General Fund revenues must be allocated. Parks & Recreation Project Fund In addition to a federal grant, we propose to use $1,862,000 from Parks and Recreation Subdivision Fees for the three projects discussed below. All of these projects are included in our CIP and represent investment in the facilities and infrastructure that serve this community. - Salem Pond Park, Phase II Construction - $350,000 Phase II of the project includes lighting of multi-purpose athletic field, shade structures, inclusive, accessible, all-ages playground, multi-generational site amenities including nature and environmental education signage, and final layers of asphalt on an existing trail providing a safe, accessible surface. Improvements in Phase II will enable the expansion of existing recreational programs and follows the Parks and Recreation Master Plan recommendation for more multipurpose open play fields. Also included are programmable spaces for multi-generational participants. Lighting will allow hours of operation to be expanded. Shade structures and site amenities are provided to allow for outdoor classroom experiences for both Town programs and school partnership activities with a focus on environmental education. Signage and educational stations will be installed and have seating. The playground will be designed to provide accessibility and inclusion of not only children with disabilities, but for children with disabled parents or veterans with disabilities. 5

9 - Apex Nature Park Soccer Field Turf Conversion - $1,500,000 This project in will convert two multi-use fields from natural grass to synthetic turf. Similar to the Hunter Street Park Field Conversion, converting the fields at the Nature Park would see immediate benefits by allowing the Town to ease into tournament play prior to the construction of Pleasant Park. Installing synthetic turf on the fields will also allow for the expansion of Town sponsored and co-sponsored programs. Life expectancy is seven to ten years and groups such as the Apex Sports Authority and Triangle Football Club are ready to partner with the Town on converting the fields and also are willing to rent the fields when they are currently unused in the off season. - Middle Creek Greenway, Phase II Design - $162,000 This project includes funding for the design phase of the project scheduled for construction in FY The project involves constructing approximately 2,871 linear feet (boardwalk, concrete, asphalt) covering the section of the Middle Creek Greenway from Pemberley through Miramonte and is Phase 2 of the regional connection between Apex and Holly Springs. The design plans will take into consideration environmental issues associated with the floodplain, floodway, wetlands and all previously approved plans. In addition to funding these projects, we will also use $526,200 of Parks and Recreation Subdivision Fees to make the last payment for the purchase of Pleasant Park. REVENUES For Fiscal Year , the ad valorem tax rate is recommended remain at a rate of $0.38 per $100 of valuation. In the past year, our tax base has grown to $6,452,310,526, so now each penny on the tax rates equates to $643,709. This level of total tax base growth translates into collecting over $1.8 million more in ad valorem taxes over the previous budget. This is revenue growth is attributable to new construction, development and annexations that have occurred over the past year. The projected increase in property tax collections is complemented by a few other revenue improvements. First, the sales tax distribution from the State is projected to increase by $800,000 or 8.7% from last year s projection. Powell Bill funding is projected to remain relatively stable over the next few years due to changes in how these funds are distributed by the State with slight increased based on population growth and miles of new roads added to the Town s transportation network. Permit and inspection fees are expected to increase by approximately $279,480 or 8.8% due to the level of growth we are currently experiencing and some changes in fees related to development. Other revenue sources are generally static. Across all revenue sources, inclusive of the use of reserve funds as explained above, the total revenue change for the General Fund is $972,412, a 2% decrease from the last budget year. Much of the decrease is due to changes in how we account for capital projects. The table below summarizes General Fund revenue. More detail is shown in the budget worksheets included with this document. FY Ad Valorem Tax Sales Tax Utility Franchise Refuse & Recycling Reserves Bond Proceeds All Other TOTAL 19,041,293 7,218,751 1,839,512 2,682, ,629,476 37,411,943 FY ,577,741 7,959,043 2,471,056 2,820, ,424,000 7,465,243 46,717,843 FY ,676,132 8,752,692 2,567,709 2,956,871 1,197, ,573,838 44,724,725 FY Budget 22,653,378 9,200,000 2,450,000 3,385,912 5,956, ,347,051 51,992,453 FY % Inc from Proposed 17 to 18 24,510, % 10,050, % 2,550, % 3,593, % 826, % 0 9,499, % 51,029, % 6

10 Fund Balance Fund Balance is, simply explained, the amount of assets in excess of liabilities in a given fund. The North Carolina Local Government Commission (LGC) monitors the level of unreserved Fund Balance each locality maintains as a sign of their relative financial strength. The benchmark the LGC uses is 8% of total expenditures, below which they express concern to the locality and direct action to increase the balance. The target set by the Town Council is to maintain an unrestricted Fund Balance of greater than 25%. Having such a balance enables us to meet our financial obligations without interruptions due to cash flow, generates investment income, eliminates the need for short-term borrowing, and provides a reserve of funds to respond to emergencies or opportunities. While we currently have Fund Balance in excess of the Council s policy, the proposed budget does not appropriate any General Fund balance for use in FY The Reserves revenue line in the summary table above reflects funding from the Parks and Recreation Subdivision Fee fund as described earlier. Fees & Charges No change in the current tax rate of $0.38 is recommended for FY A small increase is proposed for the yard waste, recycling, and trash collection. There are also some modest changes in development related fees. Proposed rate restructures and minimal increases in the rates for the water, sewer and electric services are detailed later in this document. Solid Waste Fees The current contract for solid waste and recycling services allows for an adjustment in unit cost consistent with the consumer price index (CPI) specific to trash and recycling. This year the CPI resulted in a 2.1% increase in costs. It is recommended that any increase in service contract costs are to be passed along to the customer so the service is not subsidized by general tax revenue. The table to the right shows the current rate and the new rate for each of the services. For the majority of our customers, the residential trash and recycling user, the result will be a $0.24 increase in the amount paid each month. Garbage and Recycling Charges Monthly Rates Garbage Current New Change Residential Commercial Recycling Current New Change Dumpsters Current New Change 8 CY CY CY Yard Waste Fees Also included on each monthly bill our customers receive is a charge for yard waste. This fee is to pay for the weekly service provided by our vacuum truck crews, chipper truck crews, and grapple truck crews. The fact that we provide this level of weekly service is unusual for most cities and towns, but we realize it is a service that our residents appreciate. The costs for this service increased minimally, resulting in a $0.01 increase to $6.86 per month. Vehicle Tag Fees North Carolina General Statutes enable cities and towns to levy a general municipal vehicle tax up to $30 without restriction as to the use of the revenue generated. This proposed budget includes a $5.00 increase in this tax up to $15.00 with $10.00 going directly to the Transportation Capital Reserve Fund to be used specifically for roadway improvements. Development Fees Each year the Development Fee Schedule is reviewed by the appropriate departments to determine if our fees are adequate to fund the service demands associated with different development activities. 7

11 This year, as in the past, we are recommending changes to some fees to keep pace with increased service costs. The Development Fee Schedule, as proposed, is included with this document and shows the proposed changes in red text and the current fees in black text. Where there is no red text and no strikethrough of the current fee, there is no fee change proposed. ENTERPRISE FUNDS In addition to the General Fund, covering all typical government operations, the Town of Apex operates two enterprises: the electric utility and the water and sewer utility. These two enterprises are operated as businesses by having all revenues and expenditures accounted for separately from other functions of the Town, and by having rates established that cover all expenditures of the enterprise. ELECTRIC FUND We continue to experience growth in the number of customers we serve, increasing 4.5% in the last calendar year to over 17,700. The resulting growth in revenue is being used to fund the expansion of the system and increases in the cost of providing this service. Part of providing quality service to our customers is providing a sufficient number of well trained professional staff, making improvements to our system, and providing reliable equipment for our staff to use to maintain the system. Attachment 4 shows the costs of system expansion anticipated in the coming year along with the costs of vehicles and other equipment necessary to maintain our system. The investments made in system maintenance and improvements allowed us to maintain an impressive % system availability for our customers for calendar year The table below shows the growth in expenditures associated with the Electric Fund, and shows what we pay for wholesale power, the investment we are making in our system, debt service, and expenses related to personnel and operations. Electric Expenditure FY 2013 FY 2014 FY 2015 FY 2016 Personnel Services Operations Sales Tax Purchases for Resale Debt Service Capital Outlay Trans to Project / Cont. 3,046, , ,410 21,719, ,015 2,652,599 3,850,000 33,480,234 3,234,923 1,083, ,161 22,619, ,919 1,720,807 58,363 30,036,170 3,227,974 1,044,821 2,036,233 23,321, ,281 2,389, ,659,565 3,401, ,860 2,229,245 22,100, ,952 2,614,142 1,500,000 33,356,854 FY 2017 FY 2018 % Inc from (Budget) (Proposed) 17 to 18 3,498,413 3,974, % 1,278,234 1,592, % 2,260,000 2,350, % 25,234,000 25,500, % 639, , % 3,653,598 3,518, % 14,768 16, % 36,578,279 37,591, % Electric Project Fund Similar to the General Fund, we place significant capital projects in a Project Fund. In the Electric Fund, these projects include substation additions and upgrades, distribution line extensions, and major maintenance of infrastructure and equipment necessary to maintain the electric distribution system. The revenues for these projects include the allocation of electric fund balance and the allocation of resources located within the Electric Project Fund. No additional debt service is anticipated to complete the $3,100,000 in projects identified below, however, debt will be required for construction of the Mt. Zion Facility, planned for construction in FY

12 - Mt. Zion Facility Construction, Design - $400,000 This project is for the design work related to the construction of an administrative and operations facility to allow for the relocation of Electric Division personnel, vehicles, equipment, and supplies. Relocation of the Electric Division would free up additional space for personnel, vehicles, equipment, and supplies at the current Public Works campus allowing existing staff the room to grow into the foreseeable future with no new facilities needed for years. The current inventory yard does not allow for storage of all needed electric inventory so some is stored in a less secure location. This project would allow for ample room for Electric Division inventory in a single secure location and free up space for other town operations in the current secure yard for inventory specific to those operations. - Smart Grid Meters and Load Control - $1,200,000 This project provides an end-to-end solution for wireless smart grid and advanced metering. It will provide the ability to manage and monitor our electrical service customers by utilizing high speed, standards-based communications to access real-time data. In addition to advanced metering, this project will also provide updated load control devices, thermostats, and street light control hardware. The software provides meter data, network, load control, street light, and outage and customer portal management all in one easy to use platform. - Green Level Substation, Phase I - $1,500,000 The Green Level area is expected to add more than 1,700 new homes and associated services in the next few years. To support this scale of development, initially we will need to build a new 80 MVA substation with one 40 MVA Power Transformer installed. Having the electrical capacity ready in the form of a new substation (and distribution lines) will help ensure that we can provide reliable electrical service to this area. This project is contemplated in three phases. The first phase, in FY , will locate and acquire the land for the substation. Phase II, in FY , will design and build the substation with one 40 MVA transformer, and Phase III, in FY , will add the second 40 MVA transformer. REVENUES The table below summarizes revenue for the electric fund. The total for Fiscal Year is 5.1% greater than the amended budget in Fiscal Year , primarily due growth in power sales and charges for new service installation. Electric Revenue FY 2013 FY 2014 FY 2015 FY 2016 Sales Sales Tax Underground/Meters Fund Balance Other 27,625, , , ,718 29,079,961 29,053,633 1,004, , ,995 31,603,358 29,717,618 2,074, , ,310 32,659,262 30,230,968 2,110, , ,222 33,340,325 FY 2017 FY 2018 % Inc from (Budget) (Proposed) 17 to 18 31,895,447 33,700, % 2,260,000 2,350, % 986,000 1,385, % 742, % 134, , % 36,018,279 37,591, % During the past year and working with a consultant with significant electric rate experience, we performed a study of our electric rate structure and current rates. This is the first such holistic study performed in well over ten years. As a result of the study, and in consultation with the Finance Committee, this budget recommends changes to the rate structure to recover most fixed costs through the base rate and cover variable costs through the energy/demand charge. However, this is not a rate increase. For most of our customers, this change in structure will result in no change in their actual 9

13 monthly cost for electric service. A table showing the new versus the existing rates is included as Attachment 6 to this document. WATER / SEWER FUND The Water & Sewer Fund shows modest growth in revenues, as water demand has increased by 5.8% over the past year. Our customer base has grown 5.2% over the past calendar year to over 15,900. Rates have remained steady since they were changed in FY Rate increases were necessary to fund the financing plan for the construction of Apex s share of the projected cost of the Western Wake? Regional Water Reclamation Facility, and were planned with the goal of accumulating a cash reserve for the project. This cash reserve was combined with a June 2012 bond issue of $35 million, that was approved in the May 2005 Bond Referendum, to provide the funding to pay for the project and service the associated debt. This year s Water & Sewer Fund includes approximately $4 million for debt service payments, a figure which includes $8 million in borrowing for improvements to the Cary/Apex Water Treatment Plant. We plan to transfer money from fees collected on new development to the operating fund to offset these debt service expenses and use capital reserve funds for capital projects as described under the Water/Sewer Project Fund section below. Part of providing quality service to our customers is providing a sufficient number of well trained professional staff and making improvements to our systems. Attachment 5 reflects the projects and purchases included in the water and sewer budget this year. The table below shows the growth in expenditures associated with the Water & Sewer Fund, and shows what we pay for water, the investment we are making in our system, debt service, expenses related to personnel and operations. The large decrease in capital outlay is due to the move to account for large projects within a specific project fund as described earlier. Water & Sewer Expenditure FY 2013 FY 2014 FY 2015 Personnel Services Operations Purchases for Resale Debt Service Capital Outlay Contingency Transfers to Project Fund 3,437,870 2,775,991 1,284,955 1,237,961 1,356,181 3,850,000 13,942,958 3,765,066 2,954,241 1,609,188 2,142, , ,476 11,573,341 3,867,363 2,750,934 2,400,455 3,936, , ,897,872 FY ,088,990 2,570,154 2,965,657 3,958,295 1,731,629 0 FY 2017 FY 2018 % Inc from (Budget) (Proposed) 17 to 18 4,465,790 5,117, % 4,340,194 4,620, % 3,298,954 3,584, % 4,025,855 4,045, % 4,682,166 1,650, % 0 41,788 15,314,725 20,812,959 19,060, % Water/Sewer Project Fund At this time, no issuance of additional debt is projected to be needed to meet the capital needs, totaling $2,988,000, described below. - AMI Water Meter Upgrade, Phase I - $1,100,000 This project will deploy AMI (Advanced Metering Infrastructure) interfaces for all water meters. The first phase will replace all older transmitters in order to provide the same level of service to all customers in regards to available usage data. The first phase also includes the replacement of all meters that are 10 years old or older, thus exceeding their reliability and useful life. These 10

14 updates will allow the Town to better utilize our current system while we work toward converting to AMI in the subsequent phases. Upgrading to AMI technology will allow staff to take meter readings from a fixed location and have the readings enter directly into billing software. Phases 2-5 include funds to transition to AMI and to continue replacement of meters older than 10 years old. Tied with our proposed electric meter replacement, this project will allow us to deploy an advanced outage management system to greatly improve service to our customers. - Beaver Creek Outfall Improvements - $1,500,000 This project seeks to cure the erosion problems that currently exist along the town's sanitary sewer system adjacent to Beaver Creek. Three sewer manholes and associated 24-inch pipe are at risk due to their proximity to Beaver Creek. Maintenance and emergency access to this infrastructure is also limited. Beaver Creek has migrated into the sewer easement. This project will either install approximately 1,700 liner feet of 24-inch gravity sewer to bypass the problem area or restore Beaver Creek back to its original location keeping the town's sewer system out of harm. It's anticipated that bank erosion will continue to occur in this area further limiting access and causing damage to the manholes which could lead to a sanitary sewer overflow and expensive repairs. - Western Pressure Zone, Phase I - $388,000 This work is the first phase of a three phase project to create a Western Pressure Zone for water distribution on the rapidly developing western side of Apex. As Apex develops toward Jordan Lake, the ground elevations decrease, resulting in excessively high water pressures in that portion of the system. This project will connect two dead-end 24 inch water mains on Kelly Road that will result in the line running continuously down Kelly Road to the south side of Beaver Creek. This line will allow the Town to begin the transition to the western pressure zone west of Kelly Road as the master water plan utilizes a 24 inch backbone for the high pressure system and allows the construction of one of two pressure reducing valve stations (PRV) to be located on town-owned property at the Kelly Road Park. This line will also be part of a looped transmission main that will improve performance of the Tingen Road Tank. REVENUES The table below summarizes revenue for the Water & Sewer Fund. The total for Fiscal Year is 8.4% less than the amended budget in Fiscal Year , primarily due changes in the way we account for the use of reserves for significant projects as described above. Water & Sewer Revenue FY 2013 FY 2014 FY 2015 FY 2016 Water Sales Sewer Sales Tap Charges Contributed Capital Fund Balance/Reserves Sale of Capital Assets Other 5,095,412 6,553, ,586 2,602, ,887 14,598,714 5,336,495 6,866, ,120 6,477, , ,739 19,031,699 5,539,664 7,023, , ,200,000 2, ,738 14,156,270 5,733,606 7,239, , ,200,000 29, ,023 16,636,448 FY 2017 FY 2018 % Inc from (Budget) (Proposed) 17 to 18 6,187,164 6,483, % 7,767,563 8,217, % 170, , % 0 0 6,499,232 3,754, % 10,000 15, % 179, , % 20,812,959 19,060, % Similar to the Electric Fund, it has been many years since a thorough study of our water and sewer rates was performed. A pro forma for sewer rates was performed as the Town began its partnership with Cary in the Western Wake Water Reclamation Facility, and rates had been modestly adjusted with the last adjustment occurring in In the current year, we worked with a consultant with 11

15 significant water/sewer rate experience to perform a study of our current rates and rate structure. This study found that the sewer utility is generating a deficit while water utility is generating a surplus. The consulting firm identified the rate adjustments that would be necessary to fund the delivery of these services, including system upgrades and expansion as described in the Town s Capital Improvement Plan through FY The chart to the right shows the rate increases recommended as a result of the study. Rates such as these should be reviewed and adjusted annually to ensure the utilities remain self-sufficient and avoid the need for a significant increase in any one year. Additionally, it was recommended that the Town consider transitioning the water utility s rate structure to include three tiers. The tiers are built on an increasing scale with approximately 78% of the Town s customers historically being included in the lowest tier. The tiered system promotes responsible use and water conservation by increasing costs per gallon for higher usage. The proposed rates are shown in a table on Attachment 7. Below is a table that shows the effect of these changes to our residential customers. Our average user consumes between 5,000 and 6,000 gallons per month. 12

16 An additional change beginning in FY is the transition to Capital Reimbursement Fees from Capacity Fees. These fees are onetime capital charges assessed against new development as a way to provide or cover a proportional share of the costs of capital facilities. These fees were previously calculated using an approach that classified customers by common business or residential characteristics. There was some subjectivity in the application of these fees. The new system will assess fees objectively, based on meter size, meaning fees will vary based on ratio of potential demand. This transition is to the most common approach and is considerably simpler to apply and administer. The chart below compares the existing fees to the proposed fees. Meter Size (in.) Water $ 3,141 $ 5,235 $ 10,470 $ 16,752 $ 33,504 $ 52,350 $ 104,700 $ 167,520 $ 251,280 $ 554,910 Existing Wastewater $ 3,141 $ 5,235 $ 10,470 $ 16,752 $ 33,504 $ 52,350 $ 104,700 $ 167,520 $ 251,280 $ 554,910 Total $ 6,282 $ 10,470 $ 20,940 $ 33,504 $ 67,008 $ 104,700 $ 209,400 $ 335,040 $ 502,560 $ 1,109,820 Water $ 3,268 $ 5,447 $ 10,894 $ 17,430 $ 34,861 $ 54,470 $ 108,940 $ 174,304 $ 261,455 $ 577,381 Proposed Wastewater $ 3,517 $ 5,862 $ 11,723 $ 18,757 $ 37,514 $ 58,616 $ 117,231 $ 187,570 $ 281,355 $ 621,326 Total $ 6,785 $ 11,309 $ 22,617 $ 36,187 $ 72,375 $ 113,086 $ 226,171 $ 361,874 $ 542,810 $ 1,198,707 PERSONNEL New Personnel Requests The recommended General Fund budget contains a total of 22 new positions, the Water and Sewer Fund budget contains 5 new positions, and the Electric Fund includes the addition of 2 staff members. The new positions included in the budget were prioritized from an initial request of 56 new positions, including 47 in the General Fund and 9 in the Utility funds. Even with the addition of 22 new positions, Apex s position to population ratio will remain below 9 per 1,000 residents at This is a remarkable ratio given the services that the Town provides (EMS and Electric) that many other municipalities do not. The table in Attachment 8 shows the initial requests and indicates which positions are included in this budget. While the table shows the annual cost of the positions, it is worth noting that two recommended positions are not scheduled to begin until January of Additionally, one personnel request is to transition a current limited service employee (LSE) from part time hours to a full time regular employee. Although justification exists for all 56 positions requested, due to resource constraints only 29 positions are recommended. This allows for modest growth in the workforce to serve the Town s ever expanding population, and to maintain aging infrastructure. This document contains information presented to the Council s Personnel Committee providing detailed information to justify each of the positions recommended in this budget. 13

17 Other Personnel Related Recommendations Employee Merit Pay Recommendations The recommended budget contains merit pay budgeted at an average 4% increase that will be based off of the midpoint (job rate) of the employee s salary range, or actual salary, depending on which is higher. This represents a small increase of.25% over the FY16-17 funding level, and is supported by the fact that the consumer price index is up over 2.5% from the prior year. Employees do not receive any pay increases during the year other than the opportunity for merit pay, unless they qualify for a pay adjustment if their position is reclassified, or upon promotion to a new position with greater responsibility. Merit pay is awarded in October, following the annual employee performance reviews conducted between July 1, 2017 and August 31, Projections from local municipal employers suggest that this funding is not significantly higher or lower than what others are planning. Other municipalities in our labor market are currently formulating their budgets and final decisions have not been made on funding levels for pay increases. However, Cary, Holly Springs, Raleigh, Morrisville, Wake Forest and Garner all report that they expect their funding level for pay increases to stay the same or increase due to the increase in the consumer price index. Market Increase to Pay Ranges Staff recommends a 2% increase to the salary ranges effective October 1, 2017 when merit raises are awarded to employees. It is good compensation practice to evaluate salary range changes in the labor market, and adjust the ranges for inflation, especially if other employers are doing so. This practice helps keep the Town s starting salaries competitive, which can make a big difference when recruiting for certain positions like Police Officers, Firefighters and Utility/Street Maintenance personnel. Since the one year change in the CPI from the previous year is currently 2.5%, and it is anticipated other local governments will be proposing adjustments to their pay ranges, staff believes it is important to do the same. When a salary range market adjustment is made, only employees whose salaries are below the minimum of the new pay range will receive a pay increase to the start of the hiring range. Health and Dental Insurance Funding The Town s wellness efforts appear to be paying some dividends. There is no increase in the funding levels for employee health insurance for the second year. The lack of a rate increase is possible due to the Town s self-funding arrangement and a plan to increase the reinsurance levels (stop-loss) currently associated with the Town s group health plan. The Town s health insurance consultant has consulted two actuaries who agree that that the growth in the Town s employee count supports a reinsurance level of $130,000 per individual. Based on the advice of the consultant and the Town s claims experience, staff recommends raising the reinsurance level to $130,000 thus gaining a reduction in administrative costs for the health plan, thereby allowing for no rate increase in the plan. The Town s benefit plan design (co-pays and deductibles) will remain unchanged for FY Staff is currently reviewing proposals for an added-value service of Telemedicine which may be added to the plan in FY without an increase to administrative costs. In addition, the Town plans to continue promoting healthy lifestyle behaviors and require employees to complete an annual health risk assessment, meet preventative screening guidelines, attest to no-tobacco use (or participate in cessation program), and enter into case management if referred, in order to receive the preferred premium for health insurance coverage. Employees who do not take these steps will pay a greater portion of their health insurance premiums. In FY approximately 79% of employees met their wellness goals and received the preferred rates. The Town s self-funded dental plan continues to remain appropriately funded, and no changes are recommended for the dental plan. 14

18 Position Reclassifications The Town contracts with the MAPS Group, an HR consulting group, to study approximately one quarter of the Town positions each year to determine if the positions are correctly classified, and if the salary ranges assigned to the positions are appropriate based on area labor market data. This year, the MAPS Group consultants evaluated 87 individual positions in 70 different job classifications, which included department heads, parks and recreation, planning, inspections and engineering/development-related positions. Of the 87 positions evaluated, 54 of the positions are recommended for an increase in salary grade, and two positions are recommended for a decrease in salary grade. The cost to implement the results of the classification study for FY17-18 in accordance with the Town s reclassification policy is $61,945. The classification changes will be effective July 1, 2017 and these funds are included in the budget. PUBLIC HEARING The proposed FY Annual Budget will be available for public inspection on the Town s website and in the Town Clerk s office prior to the Public Hearing that will be held on May 2, The Budget Ordinance is scheduled for adoption on June 6, 2017 must be adopted by the Town Council before July 1, CONCLUSION As stewards of public resources, we believe our role is to concentrate our budgeting efforts on maintenance of current services, Town-owned property, and infrastructure while attempting to keep rates and fees reasonable. The budget being presented for your consideration allows us to continue to provide exceptional service to our citizens by employing an adequate number of well trained and highly motivated staff and funding many of the necessary improvements to our infrastructure. This budget reflects our commitment to maintaining and improving this community and positioning Apex to be financially sound in the future. I believe it to be worthy of your consideration and approval. Respectfully submitted, Drew Havens Town Manager 15

19 General Fund Departments Expenditure By Classification Fiscal Year Budget Message Attachment 1 FY FY FY FY FY Change Actual Actual Actual Budget Proposed 1 year Governing Body Personnel Services 53,517 54,888 55,223 54,496 57, % Operations 147,255 93, , , , % Capital Outlay , , , , , % Administration Personnel Services 329, , , , , % Operations 46,711 77,724 69, , , % Capital Outlay 27, , , , , , % Human Resources Personnel Services 308, , , , , % Operations 444, , , , , % Capital Outlay , , , , ,201 1,171, % Information Technology Personnel Services 464, , , , , % Operations 635, , , , , % Capital Outlay 56,093 49,227 42, , , % 1,155,565 1,007,293 1,187,170 1,826,016 1,771, % Legal Services Personnel Services 209, , , , , % Operations 28, ,400 36,124 54,050 49, % Capital Outlay , , , , , % Economic Development Personnel Services 0 122, , , , % Operations 0 38,737 44,715 63,210 70, % Capital Outlay 0 31, ,000 3, % 0 192, , , , % Finance Personnel Services 310, , , , , % Operations 506, , , , , % Capital Outlay 54, ,100 42,754 10, % 871, , , , , % Planning Personnel Services 1,149,454 1,280,166 1,360,131 1,513,220 1,568, % Operations 112, , , , , % Capital Outlay 14,578 12,587 28,874 95,500 44, % 1,276,919 1,405,399 1,524,801 1,794,170 1,965, % 16

20 General Fund Departments Expenditure By Classification Fiscal Year Budget Message Attachment 1 FY FY FY FY FY Change Actual Actual Actual Budget Proposed 1 year Facility Services Personnel Services 212, , , , , % Operations 433, , , , , % Capital Outlay 444, , , , , % 1,090,082 1,251, ,887 1,598,385 1,295, % Police Fire EMS Personnel Services 6,148,035 6,547,445 7,256,143 8,328,064 9,121, % Operations 1,020,684 1,311,957 1,176,463 1,606,187 1,556, % Capital Outlay 570, , ,093 1,242,086 1,772, % 7,739,573 8,683,784 9,136,699 11,176,337 12,450, % Personnel Services 4,430,304 4,643,067 4,895,548 5,966,762 6,568, % Operations 637, , , , , % Capital Outlay 408, , ,768 1,494, , % 5,476,415 5,696,197 6,192,050 8,199,534 7,428, % Personnel Services 1,049,492 1,217,681 1,497,954 1,521,481 1,555, % Operations 154, , , , , % Capital Outlay 0 44,967 20, ,203,885 1,438,868 1,727,499 1,767,730 1,811, % Public Works Administration Personnel Services 159, , , , , % Operations 66, , , , , % Capital Outlay 20, , % 247, , , ,436 1,155, % Water Resources Personnel Services 926,752 1,259, % Operations 264, , % Capital Outlay 0 60, ,191,350 1,510, % Streets Personnel Services 486, , , , , % Operations 649,308 2,376,110 1,349,215 3,058,560 2,153, % Capital Outlay 636, , , , , % 1,772,072 3,401,707 2,280,534 4,518,765 3,397, % Solid Waste Services Personnel Services 890, ,407 1,125, , , % Operations 2,535,837 2,668,229 2,761,567 2,616,507 2,755, % Capital Outlay 270, ,118 52, , , % 3,697,085 3,546,754 3,940,236 3,689,140 3,905, % 17

21 General Fund Departments Expenditure By Classification Fiscal Year Budget Message Attachment 1 FY FY FY FY FY Change Actual Actual Actual Budget Proposed 1 year Fleet Services Personnel Services 222, , , , , % Operations 85,506 65,453 73, , , % Capital Outlay 19, , , , , , , , % Permits and Inspections Personnel Services 2,029,313 1,937,238 2,395,565 1,409,898 1,760, % Operations 190, , , , , % Capital Outlay 67,758 26,220 23,374 25, , % 2,287,831 2,176,455 2,642,338 1,661,229 2,314, % Parks and Recreation Personnel Services 1,503,117 1,672,540 1,766,363 2,001,496 2,105, % Operations 1,424,928 1,496,389 1,480,809 1,425,705 1,380, % Capital Outlay 713, , , , , % 3,641,577 3,496,913 3,506,984 4,368,311 3,874, % Cultural Arts Center Personnel Services 238, , , , , % Operations 156, , , , , % Capital Outlay , , , , , % FY FY FY FY FY % Inc from Budget Proposed 17 to 18 Personnel Services 20,195,112 21,766,341 23,939,049 27,280,403 30,362, % Operations 9,276,508 11,668,651 10,616,257 13,799,176 13,212, % Capital Outlay 3,304,388 2,677,173 2,452,844 5,784,035 3,998, % Debt Service 2,949,315 2,898,836 3,484,628 3,914,702 3,124, % All Other 46,579 7,453,926 1,361,277 1,214, , % TOTAL 35,771,902 46,464,927 41,854,055 51,992,453 51,029, % 35,000,000 General Fund Expenditure by Classification 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 0 FY FY FY FY Budget FY Proposed Personnel Services Operations Capital Outlay Debt Service 18

22 Capital Project and Significant Purchase Requests Fiscal Year Budget Message Attachment 2 Department Item Requested Manager Rec. Savings Governing Body Holiday Lunch 7,500 7,500 0 Governing Body Travel and Training 9,300 9,300 0 Governing Body Benchmarking 11,000 11,000 0 Governing Body Dues and Subscriptions 63,000 63,000 0 Administration Communications Software/Tools 27,050 27,050 0 Administration Travel and Training 10,475 10,475 0 Administration Dues and Subscriptions 5,700 5,700 0 Human Resources Travel and Training 30,110 30,110 0 Human Resources Wellness Programs 11,625 11,625 0 Human Resources Employee Recognition 34,395 34,395 0 Human Resources Annual Classification Study 10,000 10,000 0 Information Services Travel and Training 16,000 16,000 0 Information Services New Employee Equipment (30x$2,500) 75,000 75,000 0 Information Services Replacement Equipment (50x$2,500) 125, ,000 0 Information Services Switch Replacements (2x$5,000) 10,000 10,000 0 Information Services Software Maintenance/License 296, ,450 0 Information Services Fiber Expansion Project 150, ,000 0 Information Services Executime Software (NEW) 35,000 35,000 0 Information Services Phone System Upgrade (CIP) 275, ,000 Legal Services Travel and Training 4,500 4,500 0 Legal Services Supplies and Materials 5,000 5,000 0 Economic Development Travel and Training 13,200 13,200 0 Economic Development Think Apex 3,100 3,100 0 Economic Development Professional Services 15,000 15,000 0 Economic Development Creative EDC + Xceligent 4,800 4,800 0 Economic Development Advertising 5,000 5,000 0 Economic Development Co-working Space 26,000 26,000 0 Finance Travel and Training 7,500 7,500 0 Finance Bonfire Electronic bids and proposal management - Annual 10,800 10,800 0 Finance Meter Reading - Handheld Reader 5,000 5,000 0 Planning Travel and Training 14,550 14,550 0 Planning Capital Area Preservation 19,800 19,800 0 Planning Façade Grants 35,000 35,000 0 Planning Comprehensive Bicycle Plan (matching grant 21,000 21,000 0 Planning Comprehensive Transportation Plan (CTP) 110, ,000 0 Planning 2040 Land Use Plan (in conjunction w/ctp) 60,000 60,000 0 Planning Full-Sized Pick-up Truck (replace 2007 F-150 #19, 97,000 miles) 30, ,000 Facilities Services Travel and Training 3,000 3,000 0 Facilities Services Supplies and Materials 25,000 25,000 0 Facilities Services Building Maint and Repair - Town Hall 113, ,294 0 Facilities Services Building Maint and Repair - Depot Bldg 15,000 15,000 0 Facilities Services A200 Fire Suppression System - TH-1,2,&3 floor server rooms & vault 85,000 85,000 0 Facilities Services Solenoid Valve & Repiping for Water Cannon safety switch in wash bays 6,800 6,800 0 Facilities Services TH Third Floor Server Rm-HVAC Replacement 113, ,388 0 Facilities Services Installation of fresh air vents in PW wash bay 3,375 3,375 0 Facilities Services Public Works Ops Bldg-Remaining renovation 54,800 54,800 0 Facilities Services Handicap Access Upgrades - Town Hall 20,740 20,740 0 Facilities Services Security Cameras for P&I Yard, PW-OPS Yard and Fleet Shop 45,010 45,010 0 Facilities Services Replace Ford F-250 (Unit # 120) 33,000 33,000 0 Facilities Services Design/Construction svcs for TH Dumpster Relo/Exp 50, ,000 Facilities Services Replacement Chairs for Town Council Dias Area 11, ,000 Facilities Services Complete rework of landscape area PW Ops Bldg 16, ,495 Facilities Services Vehicle/Equipment Shed for PW Ops Yard 230, ,300 Facilities Services Replacement of R22A HVAC Units with R410 (CC) 87, ,004 Facilities Services Replacement of R22A HVAC Units with R410 (CAC) 51, ,401 Facilities Services Replacement of R22A HVAC Units with R410 (9) PW-OPS 60, ,614 Facilities Services Replacement of R22A HVAC Units with R410 (2.5) FS3 10, ,348 Facilities Services Replacement of R22A HVAC Units with R410 (PD Chiller) 112, ,761 Facilities Services Design/Construction - PD Work Room Renovations 53, ,500 Facilities Services Generator replacement at FS3 w/new feeder wiring 50, ,715 19

23 Capital Project and Significant Purchase Requests Fiscal Year Budget Message Attachment 2 Department Item Requested Manager Rec. Savings Facilities Services Replacement of Council Chamber Audience Seating 73, ,700 Facilities Services Renovation of 3rd floor shell space outside Eng 38, ,027 Facilities Services Police Parking Lot Improvements 115, ,000 Facilities Services Design - Renovation of Fire Station 1 (CIP) 165, ,000 Police Travel and Training 98,500 98,500 0 Police Building Maintenance and Repair 80,000 80,000 0 Police Ammunition 27,000 27,000 0 Police Computers (Replacements-20) 26,000 26,000 0 Police Barricades & Trailer 15,500 15,500 0 Police Office Supplies 15,000 15,000 0 Police Radar Units 14,600 14,600 0 Police Tasers (Replacements-10) 14,500 14,500 0 Police Patrol Rifles & Accessories (10) 10,000 10,000 0 Police Shotguns (10) 9,000 9,000 0 Police New Vehicles, Marked SUV-Add to Fleet (3) 171, ,000 0 Police Replacement Vehicles, (Unit #s 3,4,10,14,41,102,161) Marked SUV (7) 287, ,014 0 Police Radio Console Replacement (CIP) 440, ,000 0 Police SunGard CAD Replacement (CIP) 300, ,000 0 Police Radio Replacement (CIP) 172, ,200 0 Police Replacement Vehicles (Unit #s 141,151,152), Unmarked SUV 90,000 60,000 30,000 Police New Employee Equipment Costs 115,050 57,525 57,525 Police Computers (New Employees-17) 25,500 12,000 13,500 Police New Vehicles, Marked - New Positions (10) 570, , ,000 Police New Vehicles, Unmarked Sedan-New Pos (3) 111,000 37,000 74,000 Police Trailer, BikeSafe 11, ,100 Police Armored Rescue Vehicle(CIP) 150, ,000 Police FARO Reconstruction Equipment & Software 54, ,000 Police Freedom System (Mobile Access to DCI & RMS) 29, ,400 Fire Travel and Training 38,000 38,000 0 Fire Motorola Radio Replacement (cost share FY18) 108, ,150 0 Fire New Graphics on enclosed trailers 5,000 5,000 0 Fire edraulic Combi-Extrication Tool 11,000 11,000 0 Fire Radio Replacement (CIP) 202, ,150 0 Fire Administrative Logistics Coord. Vehicle 33, ,000 Fire Diesel Filter System (4 trucks) 35, ,000 Fire Workspace Improvement for ALC if approved 5, ,000 Fire Furniture for ALC if approved 5, ,000 Fire NC F&R Innovative Solutions (strategic plan peer review) 20, ,000 EMS Ambulance (replace #180, 2011 Chev., 113,000 mi) 160, ,000 Public Works Admin Travel and Training 14,845 14,845 0 Public Works Admin Supplies and Materials 21,245 21,245 0 Public Works Admin Professional Services (traffic counts, survey/design, bridge inspect) 36,000 36,000 0 Public Works Admin Full-Sized Pick-up Truck (#95, 2001 Chevy Blazer, 28,000 mi) 38, ,000 Water Resources Travel and Training 16,500 16,500 0 Water Resources Town-owned BMP Maintenance Contract 35,000 35,000 0 Water Resources Professional Services (flood studies, Phase I ESA, etc.) 20,000 20,000 0 Water Resources New 4WD SUV (Environmental Specialist) 30,000 30,000 0 Water Resources New 4WD SUV (Construction Inspector) 30,000 30,000 0 Water Resources New 2WD SUV (Environmental Specialist ) 28, ,000 Streets Travel and Training 7,100 7,100 0 Streets Radios (Maintenance Contract) 4,000 4,000 0 Streets Line Painting 33,000 33,000 0 Streets Street Sweeping 120, ,000 0 Streets Replace ATV 25,000 25,000 0 Streets F250 4x4 Regular Cab Truck (New Personnel) 38,000 38,000 0 Streets Headwall evaluation of culverts in Buckingham 15,000 15,000 0 Streets Apex Peakway Southwest Connector (CIP) 13,000,000 13,000,000 0 Streets Apex Barbecue Rd Bridge Replacement(CIP) 300, ,000 0 Streets Downtown Area Pedestrian Improvements(CIP) 675, ,000 0 Streets Olive Chapel Rd Bridge at NC 540 Sidewalk Enhancement (CIP) 150, ,000 0 Streets Seaboard St Parking (CIP) 250, ,

24 Capital Project and Significant Purchase Requests Fiscal Year Budget Message Attachment 2 Department Item Requested Manager Rec. Savings Streets Street Resurfacing (CIP) 5,000,000 5,000,000 0 Streets Roadside Mowing 261, ,012 0 Streets Trailers (2) for Grounds Crew 10, ,000 Streets Sidewalk Maintenance 38, ,000 Streets CCTV Camera System (CIP) 110, ,000 Streets Parliament Place Culvert Repair(CIP) 250, ,000 Solid Waste Services Travel and Training 5,850 5,850 0 Solid Waste Services Leaf Truck Replacement (Unit #121) (CIP) 190, ,000 0 Solid Waste Services Chipper Truck (New Personnel) (CIP) 170, ,000 0 Fleet Services Travel and Training 4,000 4,000 0 Fleet Services Supplies and Materials 48,500 48,500 0 Fleet Services A/C Refrigerant Recovery Machine for 1234YH 5,400 5,400 0 Fleet Services Two Additional Wireless Gray Lifts 10,000 10,000 0 Fleet Services Replace Tire Changing Machine 7,471 7,471 0 Fleet Services Install Large Ceiling Fans in Shop Area (7) 48,709 48,709 0 Fleet Services Mid-Sized Sedan (Replace 2005 Crown Victoria # ,000 mi) 22, ,000 Fleet Services Replace F250 (Unit #75) 35, ,000 Fleet Services Move TMT to in-house server 54, ,299 Permits & Inspections Travel and Training 43,275 43,275 0 Permits & Inspections E-Permitting 10,000 10,000 0 Permits & Inspections IDT Building Structural Review License 9,200 9,200 0 Permits & Inspections Renovation to Inspections Area (incl. Design)(CIP) 240, ,000 0 Permits & Inspections New Vehicles (2 new positions) 60,000 30,000 30,000 Parks & Recreation Travel and Training (staff = 9,600 coaches = 6,640) 18,750 18,750 0 Parks & Recreation Spreader for Landscape Crew 9,000 9,000 0 Parks & Recreation Toro Aerator for Landscape Crew 8,000 8,000 0 Parks & Recreation 72" Reel Mower for Landscape Crew 32,000 32,000 0 Parks & Recreation Toddler Swings for Hunter Street Park 13,000 13,000 0 Parks & Recreation Repair Tennis Courts at ACP 50,000 50,000 0 Parks & Recreation Re-route Greenway at 540 due to flooding 65,000 65,000 0 Parks & Recreation Creek Crossing at Charleston Village 150, ,000 0 Parks & Recreation Install Sound Baffling Gym 2 at CC 25,000 25,000 0 Parks & Recreation Control Link Lighting Upfit ACP fields 30,000 30,000 0 Parks & Recreation Accessible Playground Equipment-Kidstown 6,000 6,000 0 Parks & Recreation Salem Pond Park (Phase II & III)(CIP) 350, ,000 0 Parks & Recreation Apex Nature Park Soccer Field Turf Conversion (CIP) 1,500,000 1,500,000 0 Parks & Recreation Middle Creek Greenway (Phase I, II & III)(CIP) 162, ,000 0 Parks & Recreation Replace F-350 Truck #113 per fleet (mileage) 36, ,413 Parks & Recreation Reconfigure Space at Community Center 85, ,000 Parks & Recreation Close in end of Camp Building at ACP 100, ,000 Parks & Recreation Extend Hunter Street Park Sidewalk to Salem 50, ,000 Parks & Recreation Splash Pad - Apex Community Park (CIP) 500, ,000 Cultural Resources Travel and Training 1,035 1,035 0 Cultural Resources Replace back storage unit 3,000 3,000 0 Cultural Resources Add/Replace Tables, Chairs & Lighting 3,975 3,975 0 Cultural Resources Theatre Equipment Replacement (Scaler/Lt. Bd) 9,529 9,529 0 Special Appropriation Apex Farmer's Market 5,000 5,000 0 Special Appropriation Transitions Life Care / Wake County Hospice 5,000 5,000 0 Special Appropriation TRACS 15,000 15,000 0 Special Appropriation Apex Downtown Business Association 15,000 15,000 0 Special Appropriation Apex Arts Council Special Appropriation Apex Historical Society TOTAL 31,462,899 27,682,797 3,780,102 21

25 Vehicle Replacement/Additions Fiscal Year Budget Message Attachment 3 Vehicle Replacement Requests Department Maintenance Utilization Fleet Cost [not Replacement Year Make Model Mileage [Miles] Assignment Number incl. tires] (FY Cost (FY 15-16) 15-16) Replace? EMS Chev ,000 21,359 1,804 Reserve 160,000 N Facility Services Ford F ,000 3, Facility Maintenance 33,000 Y Fleet Ford F ,000 4,262 2,148 Fleet Services 35,000 N Fleet Ford CVPI* 114,000 2, Pool vehicle 22,000 N Parks Ford F ,000 10,477 2,049 Parks Maintenance 40,000 N Planning Ford F ,000 5, Zoning Compliance 30,000 N Police Ford Expedition 109,000 8, Patrol 41,000 Y Police Ford CVPI* 100,000 6,658 1,120 Patrol 41,000 Y Police Ford CVPI* 88,000 16,117 1,762 Patrol 41,000 Y Police Chev Impala 81,693 2, Patrol 41,000 Y Police Ford CVPI* 101,000 10,167 2,332 Patrol 41,000 Y Police Ford CVPI* 118,000 15,202 1,517 Patrol 41,000 Y Police Ford Mustang 73,000 4, Patrol 41,000 Y Police Dodge ,000 20, Unmarked 30,000 Y Police Chev Impala 79,000 2, Unmarked 30,000 N Police Chev Impala 76,000 9, Unmarked 30,000 Y Public Works Chev Blazer 28,000 1, (replacing with F -150) 38,000 N Solid Waste Freightliner FL70 129,000 10,850 11,071 Leaf Truck 190,000 Y Electric Ford Ranger 151,000 16,786 1,117 Locate Technician 25,000 Y Electric Ford F ,000 5,284 1,725 Electric 34,000 Y Electric Dodge Durango 88,603 1, Electric 28,000 Y Electric Ford F ,000 11, Electric 30,000 Y Electric Ford F ,000 16,640 6,471 Electric 150,000 Y Water Ford F ,000 8,493 5,239 Water - Operations 40,000 Y Water Ford F ,000 8,359 4,721 Water - Operations 40,000 Y Sewer Ford F ,000 7, Sewer - Treatment 30,000 Y Sewer Ford F ,000 6, Sewer - Operations 35,000 Y Sewer Ford F ,000 12,586 6,300 Sewer - Operations 50,000 Y *CVPI = Crown Victoria Police Interceptor - police package four door sedan 22

26 Vehicle Replacement/Additions Fiscal Year Budget Message Vehicle Addition Requests Attachment 3 Department # Added $ / Vehicle Total Cost of Requested Total Cost of Added Justification # Requested for Addition Fire ,000 33,000 0 Administrative Logistics Coordinator Permits & Inspections ,000 90,000 30,000 New positions Police , , ,000 Patrol (new) Police ,000 37,000 0 Deputy Chief (new) Police , , ,000 Assigned vehicle program Police , ,000 0 CID Positions (new) Police , ,000 0 Armored Vehicle Public Works - Streets ,000 38,000 38,000 F-250 4wd - New position Solid Waste , , ,000 Chipper Truck - New positions Electric ,000 25,000 25,000 New position Water Resources ,000 28, WD SUV - 2 new positions Water Resources ,000 60,000 60,000 4 WD SUV - 2 new positions Water Operations ,000 40,000 0 F New Position Water Operations ,000 30,000 0 F New Position Sewer Operations ,000 40,000 40,000 F New Position Total ,593, ,000 23

27 Enterprise Funds Capital Project and Significant Purchase Requests Fiscal Year Budget Message Attachment 4 Department Item Requested Manager Rec Savings Electric Residential System Expansion 2,337,500 2,337,500 0 Electric Commercial System Expansion 412, ,500 0 Electric Pick-up Truck (replace #26, 2009 Ford Ranger, 147,000 mi) 25,000 25,000 0 Electric Pick-up Truck (replace #58, 1999 F-350, 89,000 mi) 34,000 34,000 0 Electric SUV (replace # 125, 2003, Dodge Durango, 88,000 mi) 28,000 28,000 0 Electric Pick-up Truck (replace # 175, 2009 F-150, 102,000 mi) 30,000 30,000 0 Electric Small Pick-up Truck (new Utility Locate position) 25,000 25,000 0 Electric Excavator (Mini-excavator - additional) 30,000 30,000 0 Electric Service Truck (replace #187, 2011 F-550, 105,000 mi) 150, ,000 0 Electric East William St Substation - Regulator/Recloser Controls 129, ,500 0 Electric Line Recloser Replacement (3 locations) 60,000 60,000 0 Electric Electric Office/Warehouse Facility Design (CIP) 400, ,000 0 Electric Smart Meters (AMI) Deployment (CIP) 1,200,000 1,200,000 0 Electric Green Level Substation (Phase I & II) (CIP) 1,500,000 1,500,000 0 TOTAL ELECTRIC 6,361,500 6,361,

28 Enterprise Funds Capital Project and Significant Purchase Requests Fiscal Year Budget Message Department Item Requested Manager Rec Savings Attachment 5 Water Scan Water Monitor Unit (Tingen Tank) 81,000 81,000 0 Water Scan Water Monitor Unit (Hunter Tank) 69,000 69,000 0 Water Telemetry at Tank Sites 25,000 25,000 0 Water Guterman-Auqascope 550 -Water leak detector 5,000 5,000 0 Water Monitoring Plan DBP/Lead & Copper 120,000 60,000 60,000 Water Update Water Mngmnt, Emergency Mngmnt and O&M Plans 35,000 35,000 0 Water Service Truck (replace #144, 2006 F ,000 mi) 40,000 40,000 0 Water Service Truck (replace #40, 2006 F-350, 130,000 mi) 40,000 40,000 0 Water Itron Meter Data Collection Equipment 40,000 40,000 0 Water Service Truck F-350 (New Personnel) 40, ,000 Water Service Truck F-250 (New Personnel) 30, ,000 Water Water Engineering Spec. Revision 30,000 20,000 10,000 TOTAL WATER 555, , ,000 25

29 Enterprise Funds Capital Project and Significant Purchase Requests Fiscal Year Budget Message Attachment 5 Department Item Requested Manager Rec Savings Sewer Pick-up Truck (replace #45, 2007 F-150, 97,000 mi) 30,000 30,000 0 Sewer Utility Cart 10,000 10,000 0 Sewer Odor Control (Headworks) 55,000 55,000 0 Sewer Headworks (Influent) Control Center rehab 85,000 85,000 0 Sewer Emergency / Critical pump replacement 70,000 70,000 0 Sewer Expected / normal maintenance expenditures 80,000 80,000 0 Sewer TAWSMP (Water Monitoring Project) 35,000 35,000 0 Sewer Feltonsville PSTA Pump Rebuild 30,000 30,000 0 Sewer Waterford 2 PSTA Trash Basket 5,000 5,000 0 Sewer PSTA Bearings & Seal Replacement 50,000 50,000 0 Sewer Study/Design Replace James St. 24" Gravity 60,000 60,000 0 Sewer Sewer Engineering Spec Revision 30,000 20,000 10,000 Sewer Schieffelin 15" Gravity Clean and Insp. 135, ,000 0 Sewer I & I Reduction Program (CIP) 400, ,000 0 Sewer Combo/Vac Truck Lease*(Replace Unit #68) 72,000 72,000 0 Sewer Service Truck (replace #123, 2008 F-350, 130,000 mi) 50,000 50,000 0 Sewer Early Warning Work Zone Message Boards 35,000 35,000 0 Sewer Service Truck F-350 (New Personnel) 40,000 40,000 0 Sewer Backup Pump Schiefflin Rd. PSTA 8,500 8,500 0 Sewer Feltonsville Generator Replacement 45,000 45,000 0 Sewer Service Truck (replace #100, 2008 F ,000 mi) 35,000 35,000 0 Sewer Avalon Peaks TVSS & Grounding 5,000 5,000 0 Sewer Perry Farms PSTA Upgrade (CIP) 175, ,000 0 Sewer Beaver Creek Outfall Improvements (CIP) 1,500,000 1,500,000 0 Sewer Sunset Hills PSTA Upgrade (CIP) 150, ,000 0 Sewer Easement Tree Removal 125, ,000 0 Sewer Decommission Regency PSTA 25,000 25,000 0 Sewer Decommission Homestead PSTA 25,000 25,000 0 Sewer Decommission Abbington PSTA 25,000 25,000 0 Sewer CIT Wet Well Coatings (Feltonsville/Waterford 2) 65,000 65,000 0 TOTAL SEWER 3,455,500 3,445,500 10,000 TOTAL Water & Sewer 4,010,500 3,860, ,000 26

30 Electric Rates Fiscal Year Budget Message Attachment 6 Residential Current Recommended % Change $ Change Base Charge $ 9.49 $ % $ 5.01 Energy Charge (per kwh) Nov.-June (0-800) $ $ % $ (0.0058) Nov.-June (Over 800) $ $ % $ - July-Oct. (All) $ $ % $ (0.0058) Residential-Time of Use (TOU) Current Recommended % Change $ Change Base Charge $ $ % $ (5.32) Energy Charge (per kwh) On Peak $ $ % $ (0.0019) Off Peak $ $ % $ Small General Service Current Recommended % Change $ Change Base Charge $ $ % $ 6.50 Energy Charge (per kwh) All $ $ % $ (0.0058) Small General Service -TOU Current Recommended % Change $ Change Base Charge $ $ % $ (3.91) Energy Charge (per kwh) On Peak $ $ % $ (0.0012) Off Peak $ $ % $ Medium General Service Current Recommended % Change $ Change Base Charge $ $ % $ Energy Charge (per kwh) All $ $ % $ (0.0068) Demand Charge (per kw) All $ 5.71 $ % $ 0.79 Medium General Service -TOU Current Recommended % Change $ Change Base Charge $ $ % $ Energy Charge (per kwh) All $ $ % $ (0.0039) Demand Charge (per kw) All $ $ % $ (1.08) 27

31 Electric Rates Fiscal Year Budget Message Attachment 6 Large General Service Current Recommended % Change $ Change Base Charge $ $ % $ Energy Charge (per kwh) All $ $ % $ (0.0032) Demand Charge (per kw) All $ 8.27 $ % $ 0.73 Large General Service -TOU Current Recommended % Change $ Change Base Charge $ $ % $ Energy Charge (per kwh) All % Demand Charge (per kw) All $ 9.93 $ % $ (0.43) Large General Service -Coincident Peak Current Recommended % Change $ Change Base Charge $ $ % $ Energy Charge (per kwh) All % (0.0040) Demand Charge (per kw) All Coincident Demand $ $ % $ 2.98 All Excess Demand $ 1.94 $ % $

32 Water and Sewer Rates Fiscal Year Budget Message Attachment 7 Water Rates Water Fixed Rate Current Proposed % Change Cost Difference Inside 1 Base Charge $ 5.50 $ % $ 0.04 Outside 1 Base Charge $ $ % $ 0.08 Cost Water Volumetric Rates Current Proposed % Change Difference Commercial - Inside $ 4.26 $ % $ (0.07) Commercial - Outside $ 8.52 $ % $ (0.14) Residential - Inside Tier 1: 0-6,000 gal $ 4.26 $ % $ (0.07) Tier 2: 6,001-12,000 gal $ 4.26 $ % $ 0.56 Tier 3: > 12,000 gal $ 4.26 $ % $ 2.23 Residential - Outside Tier 1: 0-6,000 gal $ 8.52 $ % $ (0.14) Tier 2: 6,001-12,000 gal $ 8.52 $ % $ 1.12 Tier 3: > 12,000 gal $ 8.52 $ % $ 4.46 Sewer Rates Sewer Fixed Rate Current Proposed % Change Cost Difference Inside Base Charge $ 8.35 $ % $ 0.37 Outside Base Charge $ $ % $ 0.73 Cost Sewer Volumetric Rates Current Proposed % Change Difference Commercial - Inside $ 5.95 $ % $ 0.28 Commercial - Outside $ $ % $ 0.56 Residential - Inside $ 5.95 $ % $ 0.28 Residential - Outside $ $ % $ 0.56 Irrigation Rates Irrigation Fixed Rate Current Proposed % Change Cost Difference Inside Base Charge $ - $ 5.54 na $ 5.54 Outside Base Charge $ - $ 5.54 na $ 5.54 Cost Irrigation Volumetric Rates Current Proposed % Change Difference Inside $ 6.39 $ % $ 0.10 Outside $ $ % $ Inside indicates a customer within the Town limits and outside is for customers not within the Town limits 29

33 New Position Requests Fiscal Year Budget Message Attachment 8 Cost Total # Estimated Estimated # per Annual Rec. by FY Annualized Notes Department Position Requested Position Cost Manager Cost Cost General Fund Administration Communications Specialist 1 62,332 62, Facility & Fleet Services Administrative Specialist 1 50,748 50, ,623 50,748 Current LSE Fire Administrative Logistics Coordinator 1 69,597 69, Fire Firefighter 6 58, , , ,649 Information Technology Business Analyst 1 73,953 73, ,953 73,953 Information Technology GIS/Help Desk Technician 1 62,332 62, Information Technology Help Desk Supervisor 1 77,193 77, Parks & Recreation Administrative Program Specialist 1 52,834 52, Parks & Recreation Recreation Program Specialist 1 74,572 74, ,286 74,572 hire 1/1/2018 Permits & Inspections Code Enforcement Officer 1 68,426 68, Permits & Inspections Code Enforcement Supervisor 1 84,994 84, ,994 84,994 Planning Long Range Planning Analyst 1 73,957 73, Police Accreditation Manager 1 65,385 65, Police Communications Shift Supervisor 2 62, , Police Deputy Chief 1 121, , Police Patrol Officer 8 64, , , ,520 Police Patrol Officer (Detective) 2 64, , Police Patrol Officer (SRO) 1 64,130 64, ,065 64,130 hire 1/1/2018 Police Sergeant (SRO) 1 79,507 79, ,507 79,507 Public Works & Trans. Cityworks Specialist 1 67,849 67, ,849 67,849 Public Works & Trans. General Maintenance Worker 1 48,461 48, ,461 48,461 Public Works & Trans. Heavy Equipment Operator 1 59,650 59, ,650 59,650 Public Works & Trans. Right of Way Supervisor 1 64,758 64, Public Works & Trans. Right of Way Technician 4 50, , Public Works & Trans. Solid Waste Equipment Operator 2 54, , , ,654 Public Works & Trans. Street Maintenance Worker 1 50,533 50, , ,066 Water Resources Construction Inspector 1 74,592 74, ,592 74,592 Water Resources Environmental Technician 2 68, , ,414 68,414 General Fund Total 47 1,870,358 3,014, ,305,283 1,390,759 Cost Total # Estimated Estimated # per Annual Rec. by FY Annualized Notes Department Position Requested Position Cost Manager Cost Cost Water & Sewer Fund Administrative Specialist 1 52,841 52, ,841 52,841 Utility Engineer 1 88,909 88, ,909 88,909 Utilities Field Supervisor 1 62,856 62, Utility Maintenance Worker 2 49,780 99, ,560 99,560 Utility Technician 2 56, , ,216 56,216 Water & Sewer Fund Total 7 416, , ,526 Cost Total # Estimated Estimated # per Annual Rec. by FY Annualized Notes Department Position Requested Position Cost Manager Cost Cost Electric Fund Electric Line Technician 1 63,722 63, ,722 63,722 Utility Locate Technician 1 53,980 53, ,980 53,980 Electric Fund Total 2 117, , ,702 TOTAL ALL FUNDS 56 3,549, ,720,511 1,805,987 30

34 Town of Apex, North Carolina Annual Budget for FY Budget Ordinance BE IT ORDAINED by the Town Council of the Town of Apex, North Carolina that the following anticipated fund revenues and departmental expenditures, together with certain fees and schedules, and with certain restrictions and authorizations, are hereby appropriated and approved for the operation of the Town government and its activities for the fiscal year beginning July 1, 2017 and ending June 30, Section 1: General Fund General Fund Revenues Ad Valorem Taxes Other Taxes and Licenses Unrestricted Intergovernmental Revenues Restricted Intergovernmental Revenues Permits and Fees Sales and Services Investment Earnings Miscellaneous Revenues Other Financing Sources Total Revenues $24,510,934 $10,310,000 $2,966,200 $4,048,981 $3,444,200 $4,519,877 $102,500 $271,000 $856,200 $51,029,892 General Fund Expenditures Governing Body $219,982 Administration $884,986 Human Resources $1,171,701 Information Systems $1,771,366 Legal Services $304,440 Economic Development $277,768 Finance $707,274 Planning & Community Development $1,965,634 Facility Services $1,295,448 Police $12,450,711 Fire Services $7,428,067 Emergency Medical Services $1,811,240 Public Works & Transportation $1,155,690 Utility Engineering-Water Resources $1,510,120 Streets $3,397,978 Solid Waste Services $3,905,470 Fleet Services $559,531 Building Inspections & Permitting $2,314,244 Parks & Recreation $3,874,373 Cultural Arts Center $567,385 Cemetery $35,500 Special Appropriations $36,500 Debt Service $3,124,611 Other Financing Uses $0 Contingency $64,118 Transfers $195,756 Total Expenditures $51,029,892 31

35 As required by General Statutes Chapter (a), the appropriations made for the purpose of economic development in Section I of the Ordinance have been determined by the Town Council to increase the population, taxable property, agricultural industries, employment, industrial output, or business prospects of the Town of Apex. Section 2: Electric Fund Electric Fund Revenues Investment Earnings $25,000 Miscellaneous Revenues $10,000 Charges for Service $33,798,000 Other Operating Revenues $3,748,000 Other Financing Sources Total Revenues $10,000 $37,591,000 Electric Fund Expenditures Electric Operations $37,591,000 Total Expenditures $37,591,000 Section 3: Water / Sewer Fund Water / Sewer Revenues Investment Earnings $60,000 Miscellaneous Revenues $40,000 Charges for Service $15,000,808 Other Operating Revenues $190,000 Transfer from W/S Reserve $2,347,652 Fund Balance Appropriated $1,406,850 Other Financing Sources Total Revenues $15,000 $19,060,310 Water / Sewer Expenditures Water/Sewer Operations $19,060,310 Total Expenditures $19,060,310 Section 4: Police State Funds Police - State Funds Revenues Investment Earnings $50 Miscellaneous Revenues $1,200 Total Revenues $1,250 Police - State Funds Expenditures Police Operations $1,250 Total Expenditures $1,250 Section 5: Police Federal Funds Police - Federal Funds Revenues Investment Earnings $50 Miscellaneous Revenues $500 Total Revenues $550 Police - Federal Funds Expenditures Police Operations $550 Total Expenditures $550 32

36 Section 6: Police - Donations Police - Donations Revenues Investment Earnings $50 Miscellaneous Revenues $500 Total Revenues $550 Police - Donations Expenditures Police Operations $550 Total Expenditures $550 Section 7: Fire - Donations Fire - Donations Revenues Investment Earnings $50 Miscellaneous Revenues $1,000 Total Revenues $1,050 Fire - Donations Expenditures Fire Operations $1,050 Total Expenditures $1,050 Section 8: EMS - Donations EMS - Donations Revenues Investment Earnings $80 Miscellaneous Revenues $1,000 Total Revenues $1,080 EMS - Donations Expenditures EMS Operations $1,080 Total Expenditures $1,080 Section 9: Health & Dental Fund₁ Health & Dental Fund Revenues Health Premiums $3,444,073 Spouse/Dependent Health $1,007,956 Dental Premiums $228,178 Spouse/Dependent Dental $188,628 Total Revenues $4,868,835 Health & Dental Fund Expenditures Health Claims $2,891,312 Dental Claims $363,256 Admin Fees - Health $879,996 Health Claims - Retirees $720,220 Dental Claims - Retirees $1,020 Admin Fees - Retirees $13,031 Total Expenditures $4,868, In accordance with NCGS , the Town adopts the Financial Plan for Health and Dental Fund to provide health and dental coverage to employees and retirees. Payments to the fund are included the annual budget of the other funds. 33

37 Section 10: Cemetery Fund Cemetery Fund Revenues Investment Earnings $3,000 Total Revenues $3,000 Cemetery Fund Expenditures Reserved for Future Expenditures $3,000 Total Expenditures $3,000 Section 11: Water / Sewer Capital Reserve Fund Water / Sewer Capital Reserve Fund Revenues Investment Earnings $60,000 Capital Reimbursement Fees - Residential $4,000,000 Capital Reimbursement Fees - Commercial $300,000 Fund Balance Appropriated $975,652 Total Revenues $5,335,652 Water / Sewer Capital Reserve Fund Expenditures Transfer to W/S Fund $2,347,652 Transfer to W/S Project Fund $2,988,000 Total Expenditures $5,335,652 Section 12: Perry Library Trust Fund Perry Library Trust Fund Revenues Investment Earnings $230 Total Revenues $230 Perry Library Trust Fund Expenditures Reserved for Future Expenditures $230 Total Expenditures $230 Section 13: Recreation Capital Reserve Fund Recreation Capital Reserve Revenues Subdivision Recreation Fees $2,000,000 Investment Earning $10,000 Fund Balance Appropriated $378,200 Total Revenues $2,388,200 Recreation Capital Reserve Expenditures Transfer to General Fund $526,200 Transfer to Recreation Project $1,862,000 Total Expenditures $2,388,200 Section 14: Transportation Capital Reserve Fund Transportation Capital Reserve Fund Revenues Motor Vehicle Licenses $400,000 Investment Earnings $342,400 Total Revenues $742,400 Transportation Capital Reserve Fund Expenditures Reserved for Future Expenditures $742,400 Total Expenditures $742,400 34

38 Section 15: Fire / EMS Capital Reserve Fund Fire / EMS Capital Reserve Fund Revenues Investment Earnings $200 Total Revenues $200 Fire / EMS Capital Reserve Fund Expenditures Reserved for Future Expenditures $200 Reserved for Future Expenditures $200 Section 16: Levy of Taxes There is hereby levied a tax at the rate of thirty-eight cents ($0.38) per one hundred dollars ($100) valuation of property as listed for taxes as of January 1, 2017, for the purpose of raising the revenue listed Ad Valorem Taxes in Section 1: General Fund of this ordinance. This rate is based on a valuation of property for purposes of taxation of $ 6,468,000,000 and an estimated rate of collection of 99.78%. Section 17: Fees & Charges There is hereby established, for Fiscal Year , various fees and charges as contained in the Fee Schedule attached to this document. All mileage reimbursements for the use of personal vehicles shall be the same as the allowable IRS rate in effect on the date of travel. All daily and monthly subsistence schedules previously adopted shall remain in effect. Section 18: Special Authorization of the Budget Officer a) The Budget Officer shall be authorized to reallocate fund appropriations among the various objects of expenditure as he deems necessary, provided such reallocations do not increase or decrease the total budget for any fund. b) The Budget Officer shall be authorized to amend this budget as necessary to fulfill all obligations evidenced by a purchase order outstanding on June 30, Section 19: Use of the Budget and the Budget Ordinance This Ordinance and the budget document shall be the basis for the financial plan of the Town of Apex for Fiscal Year The Budget Officer shall administer the budget and the Finance Director shall establish records which are in agreement with the budget, this ordinance, and the appropriate statutes of the State of North Carolina. Section 20. Distribution Copies of this ordinance shall be furnished to the Budget Officer and the Finance Director of the Town of Apex so that they may keep this ordinance on file for their direction and disbursement of funds. Adopted this the 6th day of June, Attest: Lance Olive, Mayor Donna B. Hosch, Town Clerk Approved as to form: Laurie Hohe, Town Attorney 35

39 Town of Apex, North Carolina Fee Schedule - Effective 7/1/2017 Schedule subject to change upon approval by Town Council TAXES & FEES Tax Rate $0.38 / $100 valuation of property Vehicle Fee (pursuant to NCGS (b1)) $15 / vehicle DOCUMENT / COPY FEES Copying up to 11 x 17 (black and white) Copying and maps up to 11 x 17 (color) Copying larger than 11 x 17 (black and white) Copying larger than 11 x 17 (color) Printed 24 x 36 $0.10 / sheet $0.40 / sheet $5 / sheet $20 / sheet $20 / sheet Printed 36 x 48 maps 3 ring or spiral bound documents/plans Unified Development Ordinance Design and Development Manual DVD Copy $40 / sheet $35 $40 $15 $0.50 / disc Development Fees PUBLIC RIGHT-OF-WAY CLOSURE Right-of-Way Closure Application Fee Submit request and fees to Administration $100 Right-of-Way Closure Processing Fee Due with request/application/non-refundable $600 Due prior to Council considering request; refundable if request is withdrawn prior to advertising. DEVELOPMENT SUBMITTAL FEES For Zoning/Subdivision/Site Activity - Calculated and collected by the Planning Department Administrative Adjustment $150 Pond Drainage Plan Administrative Approval (Small Town Character Overlay) No Charge Quasi-Judicial Hearing Annexation Petition $200 Re-submittal Fees Appeal (Board of Adjustment) Certificate of Zoning Compliance (CZC) Consultant Fees Development Name Change Exempt Site Plan enlargement of a structure Exempt Site Plan all other exempt site plans Home Occupation Land Use Map Amendment Late Fee Site Plan/Subdivision Plan (and resubmittals) Master Subdivision Plans (Residential & Non-Residential) Minor Deviations Planned Unit Development (PUD) PUD not requiring full TRC Review Plat, Easement & Exempt Plat, Major Subdivision Plat, Minor Subdivision Plat, Recombination Plat, Site Plan Transportation Impact Analysis Review Lesser of $300 or ½ Original Fee $100 * As required $500 $200 $100 $25 $700 $300 $700 + $10/lot Site & Subdivision Plans 3rd submittal $100 $300 ½ Original Fee Rezoning/Conditional Zoning $600/$900 Sign, Master Plan Sign, Permanent Sign, Temporary $100 $75+$5/add l sign $25 Site Inspections (Non-residential lot) Site Inspections (Residential lot) Site Plan, Major Site Plan, Minor Special Use Permit $500 $35 $1000+$5/acre $800 $600 $500 Temporary Use Permits: For Profit $1500+$10/acre $50 For Profit Express Review Non-Profit $500 $ 0 Non-Profit Express Review $ Text Amendments (UDO) $200 + $10/lot Tree Protection Fencing Inspection $800 Tree Removal $100 Variance Application $250 Zoning Letter $500 sites & subdivisions; $1,000 PUD $75 $25 $600 $35 $100 $350 $100 *No charge for the first tenant in a new building RECREATION FEES For New Residential Developments Assessed after 1/1/2017- Collected by the Planning Department Housing Type Fee Per Unit Acreage Per Unit Decimal Multiplier Single Family Detached $3, /30 acre Single Family Attached $2, /45 acre Multi-Family Attached $1, /51 acre Existing Town ordinances require either the dedication of open space for public recreation or the payment of a fee in lieu per unit. The requirement regarding land dedication or fee in lieu will be based, in large part, on the Town s adopted Parks, Recreation, Greenways, and Open Space Master Plan. Recommendations regarding the acceptance of land or fee in lieu are made to the Town Council by the Parks, Recreation, and Cultural Resources Advisory Commission. For more information, contact John M. Brown, Director of Parks, Recreation and Cultural Resources

40 VENDOR FEES Obtain Permit from the Town of Apex Police Department Solicitor/Peddler/Park Concessioner* Transient/Mobile Food Vendors 30-day Permit $ Annual Permit $ day Permit $ * Anyone selling anything, including food, in a Town of Apex Park 180-day Permit (Park Concessions Only) $ must obtain a Park Concessions Permit. Solicitor - Anyone going door-to-door to take orders for products, share information or seek donations. Peddler Anyone transporting goods door-to-door for sale (i.e. ice cream truck). Park Concessioner Anyone selling merchandise, food, and or beverages in a town park. Transient Vendor - Anyone selling goods or services from a temporary business location (i.e. parking or vacant lot). Mobile Food Vendor - Anyone selling food and/or beverages from a readily movable food unit ENCROACHMENT AGREEMENT Submit to Development Services Encroachment agreement preparation and recording $ CONSTRUCTION FEES/BONDS Calculated and collected by Development Services Construction Plan Submittal Fees (Subdivisions) $ $10.00/Lot Construction Plan Submittal Fees (Sites, Utility Extensions, etc.) $500 + $15/Sheet Re-submittal Fees Construction Plans (3 rd submittal and every other subsequent ½ Original Fee submittal (3 rd, 5 th, 7 th, etc.) Late Fee Construction Plan Submittal and Resubmittal $ Construction Plan Revisions (after initial approval) $50.00/sheet Water Extension Permit Application $ Sewer Extension Permit Application $ Construction Inspection Fees: Water Lines $1.30 per linear foot Fire Lanes $.75 per square yard $1.50/LF Sewer Lines $1.30 per linear foot Sidewalks/Greenways $ 1.80 per square yard $1.35/LF New Streets (public) $.75 per square yard Infill/Outparcel Lots $ /lot Curb & Gutter (All New/ replaced public) Storm Drains (public) Pump Station Review and Inspection Maintenance Bonds Performance Bonds $1.50/LF-Lane $ 1.50 $0.50 per Driveway, residential linear foot $ 1.30 per linear foot $2, each 25% of cost of installed and approved Infrastructure 125% of cost of uninstalled Improvements STORMWATER PLAN REVIEW FEES/BONDS SOIL AND EROSION CONTROL FEES/GUARANTEES $75.00 $ Inspection fee includes 1 reinspection Submit to Development Services Project Size (disturbed acres) Stormwater Plan Review Fee < 1 acre $ acres $ acres $ $50.00 per additional disturbed acre $500 base review fee for projects disturbing up to 5 acres. Add $50 per additional disturbed acre beyond 5 acres. Development projects that disturb less than 1 acre of land are not subject to the stormwater plan review fees since they are exempt from stormwater controls. The stormwater plan review fee will be limited to a maximum of 50 acres. BMP Maintenance Bond 25% of cost of installed and approved Infrastructure BMP Performance Bond 125% of cost of uninstalled Improvements Submit to Development Services Application for S&E Plan Approval $ per disturbed acre Future Lot Grading* $50.00 per acre of remaining building lot acreage S&E Performance Guarantee** $2, per disturbed acre *The future lot grading fee provides coverage under an erosion control permit and ensures compliance with NPDES stormwater regulations. Only the additional land disturbance associated with future building lots needs to be included. **Performance guarantee must be in the form of a certified check, cash, or irrevocable letter of credit approved by the Town. The performance guarantee is due prior to the Town issuing a Letter of S&E Plan Approval and may be fully refunded after the issuance of the certificate of completion. 37

41 Total Gross Building Floor Area Fee Computation of Construction Per Trade (see schedule below) 501-5,000 A x B = Permit Fees 5,001-10,000 (A x B X.80) + (1,000 X B) = Permit Fee 10,001-15,000 (A x B X.70) + (3,000 X B) = Permit Fee 15,001-20,000 (A x B X.60) + (4,500 X B) = Permit Fee COMMERCIAL BUILDING PERMIT FEES Calculated and collected by Building Inspections and Permitting NEW STRUCTURES, ADDITIONS AND ALTERATIONS (Base Fee) 1,2,3 20,001 - above (A x B X.50) + (6,500 X B) = Permit Fee A=Total Gross Building Floor Area B= Fee Per Square Foot Based Upon Occupancy 1. Alterations to existing structures, with no footprint increase, are charged at a rate of.60 of the Permit Fee or the minimum per trade fee based upon the Single Trade Fee Schedule, whichever is greater. 2. Permits for shell buildings are charged at a rate of.60 of the Permit Fee, based upon a Business Occupancy, or the minimum per trade fee based upon the Single Trade Fee Schedule, whichever is greater. Area within the building shell, which is intended to be occupied, will have the permit fees for the occupied area computed per footnote #1 above. 3. Additional Miscellaneous Fees, listed below, will be added to the permit fees as applicable. Single Trade Fee Schedule Fee Per Square Foot of Floor Area Based on Occupancy Building $ Occupancy Fee Occupancy Fee Occupancy Fee Electrical $ Assembly 0.55 Factory/Industrial 0.40 Mercantile 0.50 Mechanical $ Business 0.60 Hazardous 0.50 Residential 0.55 Plumbing $ Educational 0.60 Institutional 0.60 Storage/Utility 0.30 Grading $ MISCELLANEOUS FEES Change of Contractor $ Conditional Electrical Power Inspection (Apex and Duke) $ Conditional Mechanical Systems Inspection $ Demolition (All Trades) $ Dumpster Enclosure $ (Single Trade Building) Elevator $ 50.00/per elevator Fire Pumps, each $ Fire Sprinkler System $.03 per square feet Fire Suppression $ Grease/Oil Interceptor $ Irrigation System $ permit fee + Capital Reimbursement Fees (page 6) Sales/Construction Trailer/Modular Classroom Per Single Trade Fee Schedule Sign New $ $75 if electrical needed Sign Replacement $ Solar Panels $ ($ Building + $75.00 Electrical) Spray Paint Booth, each $ Storage Tank, each $ Plus Associated Single Trade Fees Swimming Pool $ Plus Associated Single Trade Fees Temporary Power (Town of Apex) $ Water and Sewer Capital Reimbursement Fees and Water Meters Refer to Capital Reimbursement Fee Schedule (page 6) Work Without a Permit Double Fees PLAN REVIEW FEES (Non-refundable) Per Trade (Not applied toward cost of permit) $ Plan Modification (Not applied toward cost of permit) ½ Review Fee or ½ per trade fee for single trade modifications Re-review fee (Not applied toward cost of permit) ½ Review 3 rd, 5 th, 7 th, etc. Re-stamp Plans, Per Trade $ EXPRESS PLAN REVIEW (2 HOUR MINIMUM) - when service is available First Hour $ $ each additional 15 minutes Cancellation Fee (3 days prior notice) $ ADMINSTRATIVE FEES Duplicate Building Record Card $ General Records Research, Archive Files $ 3.00/page General Records Research, Current Files over 10 pages $.50/page INSPECTION FEES Standard re-inspection fee $ Job not ready for inspection or installation of tap, meter, etc. $ Eight or more code violations, Per Trade $

42 ONE AND TWO FAMILY DWELLING PERMIT FEES Calculated and collected by Building Inspections and Permitting NEW STRUCTURES (Single Family/Duplex/Townhomes) $/SQ.FT MIN/ $/UNIT 3,000 Gross SF and Less 0.35 $ >3,000 Gross SF:(3000SFx $0.35/SF)+(Additional SF x $0.35/SF x.75) = Permit Fee Per Formula ADDITIONS /ALTERATIONS 800 SQUARE FEET AND GREATER ADDITIONS /ALTERATION LESS THAN 800 SQUARE FEET $/SQ.FT MIN/ $/UNIT MIN/ $/UNIT Building $0.13 $ Building $ Electrical $0.04 $ Electrical $ Plumbing $0.04 $ Plumbing $ Mechanical $0.04 $ Mechanical $ ACCESSORY STRUCTURES $/SQ.FT MIN/ $/UNIT SINGLE TRADE FEE SCHEDULE Decks and Sheds, 400 sq. ft. or less $ Building $ Decks and Sheds, > 400 sq. ft $ Electrical $ Roof Addition 0.13 $ Mechanical $ Screened Decks 0.13 $ Plumbing $ Trellis (Attached to a structure) 0.13 $ Fire (included w/ Plumbing) $ 0.00 Grading $ MISCELLANEOUS Change of Contractor $ Change of Lot $ Construction Trailer Per Single Trade Fee Schedule Demolition (All Trades) $ Driveway $ House Moved $ Irrigation $75.00 permit fee + capital reimbursement fee (page 6) Mobile Home (All Trades) $ Modular Home (All Trades) $ Stop Work Order May Require Additional Trip Fee Temporary Power (Town of Apex Only) $ Transportation Impact Fee $ Work Without Permit $ permit fees PLAN REVIEW FEES (Non-refundable) Initial Fee For New Single Family and Townhome Construction (Not applied to cost of permit) $ Initial Fee All Other Construction (Not applied toward cost of permit) $ Plan Modification Fee (Not applied toward cost of permit) ½ Review Fee of affected trades Re-review Fee (Not applied toward cost of permit) ½ Review 3 rd, 5 th, 7 th, etc. Re-stamp Plans $ ADMINISTRATIVE FEES Duplicate Building Record Card $ General Records Research, Current Files Over 10 Pages $.50/page General Records Research, Archive Files $3.00/page INSPECTION FEES Standard re-inspection fee $75.00 Job not ready for inspection or installation of tap, meter, etc. $ Eight or more code violations $ EXPRESS PLAN REVIEW (2 HOUR MINIMUM) When service is available First Hour $ $ each additional 15 minutes Cancellation Fee without (3 days prior notice) $

43 TRANSPORTATION DEVELOPMENT FEES Calculated and collected by the Planning Department The purpose of Transportation Development Fees is to recover a portion of the costs associated with building major road improvements in the Apex Planning Area. These planned road improvements will be required to service new residential and commercial developments as these same developments create additional demands on the road systems. The fee schedule provides for new developments to pay a prorated share of future road construction costs proportional to the projected impact of that particular type of development. LAND USE CATEGORY CRITERIA FEE Residential Single Family Units $ (Collected by Building Inspections) Multi-Family Units $ (Collected by Building Inspections) Mobile Homes Units $ (Collected by Building Inspections) Congregate Care Units $ Hotel/Motel Rooms $ Recreation Stadiums/Racetracks Acre $1, Racquet Clubs Courts $1, Golf Courses Holes $1, Parks Parking Spaces $ General Outdoor Recreation Acre $2, Indoor Recreation 1000 sq. ft. $ Industrial Manufacturing, Warehousing/Storage 1000 sq. ft. $ Wholesale/Distribution 1000 sq. ft. $ Truck Terminal 1000 sq. ft. $ Mini Warehousing 1000 sq. ft. $ Institutional Church 1000 sq. ft. $ Hospital 1000 sq. ft. $ Daycare Students $ Elem. & Middle Schools Students $ High School Students $ Junior College Students $ College Students $ Retail <50,000 sq. ft sq. ft. $1, ,000 to 99,999 sq. ft sq. ft. $1, ,000 to 199,999 sq. ft sq. ft. $1, >200,000 sq. ft sq. ft. $ Office <100,000 sq, ft sq. ft. $ ,000 to 199,999 sq. ft sq. ft. $ >200,000 sq. ft sq. ft. $ Primary Facilities: Collected by Electric Department Based on cost difference of normal overhead facilities and the requested underground facilities. ELECTRICAL UNDERGROUND AND SERVICE LATERAL FEES Calculated by the Electric Department Service Laterals: Collected by Building Inspections Permitting Charges are for the first 100 feet of service length. An excess footage charge, if applicable, is billed separately by the Electric Utilities Division at $3.00/foot over 100 feet. Single-Family $445.00/lot Single-Family $475.00/service lateral Townhomes $445.00/unit Townhomes $475.00/service lateral Apartments $445.00/point of delivery Apartments Apartments are typically served with multiple meter bases at approved locations; service laterals are usually installed in conjunction with the primary facilities and service lateral charges do not apply. 40

44 WATER TAPS AND METER FEES Submit Tap fees to Water Resources and Water Meter fees to Building Inspections and Permitting Fees are based on 60 foot right-of-way roads and lateral lengths less than 100 feet. Special cases, wider rights-of-way, special or complex boring and items not shown shall be at cost. Size Base Cost Add Bore Add Street Cut Meter Only* ¾ inch $ 1, $ $ $ inch $ 1, $ $ $ ½ inch N/A N/A N/A $ inch N/A N/A N/A $ inch N/A N/A N/A $ 3, inch N/A N/A N/A $ 4, *If meter setter is not readily accessible or not functional when town staff arrives onsite, the meter will not be installed. Owner will be required to reschedule and pay fee as noted under Inspection Fees section (pages 3 and 4) of this document. The Town will reschedule work within 7 days of receipt of the Inspection Fees. SEWER TAPS Size Base Cost Add Bore Add Street Cut 4 inch $ 1, Not available $ WATER BACTERIOLOGICAL SAMPLE FEE Samples collected by Water Resources Department. Fees collected by Development Services $75.00 SEWER AND STORMWATER RE-INSPECTION FEES Submit to Water Resources Department Sewer and Storm drain re-inspection fee $325 remobilization fee plus $0.25 per linear foot over 1000 IRRIGATION METERS Submit to Building Inspections & Permitting (Irrigation meter required for ALL irrigation systems) Single-Family Residential Multi-Family and Commercial (Includes duplex and townhomes) Permit Fee $75 $75 Meter Fee Based on meter size; see Water Meter Fees (page 6) Based on meter size; see Water Meter Fees, (page 6) Meter Tap $385 See condition 6 below Capital Reimbursement Fees Based on meter size; see Capital Reimbursement Fees (page 6) Based on meter size; see Capital Reimbursement Fees (page 6) Conditions: 1. All irrigation meters will require payment of capital reimbursement fees. 2. NCGS requires a second meter for in-ground irrigation systems and that systems be protected by an approved backflow preventer. 3. A plumbing permit is required for installation of the system from the meter to the backflow preventer. 4. All associated fees will be collected by the Building Inspections & Permitting Department prior to issuance of a permit. 5. All other non-single family customers (subdivision entrances and commercial sites) require a second meter. 6. The Water Resources Water & Sewer Utility Operations Division will only install the tap for meters for existing single-family customers; all other taps must be installed by a private contractor and inspected by Water Resources Infrastructure Inspections Division. 7. Single family Meter Tap Fee includes installing a split tap at an existing meter. If the split tap is already installed, see Meter Only fees under the Water Taps & Meter Fees. WATER AND SEWER CAPITAL REIMBURSEMENT FEES Calculated and collected by Building Inspections and Permitting The purpose of Capital Reimbursement Fees are one-time capital charges assessed against new development as a way to provide or cover a proportional share of the costs of capital facilities. These treatment facilities provide the system capacity that each new development will demand when connected to the water and sewer systems. Additional fee assessments shall be required of nonresidential customers who, after paying a Capital Reimbursement Fees fee, expand their service requirements. A 75% grant may be available in the Central Business District. Meter Size (inches) Water Fee Sewer Fee Total Fees 3/4 $ 3,268 $ 3,517 $ 6,785 1 $ 5,447 $ 5,862 $ 11, $ 10,894 $ 11,723 $ 22,617 2 $ 17,430 $ 18,757 $36,187 3 $ 34,861 $ 37,514 $ 72,375 4 $ 54,470 $ 58,616 $ 113,086 6 $ 108,940 $ 117,231 $ 226,171 8 $ 174,304 $ 187,570 $ 361, $ 261,455 $ 281,355 $ 542, $ 577,381 $ 621,326 $ 1,198,707 41

45 Utility Rates & Fees CUSTOMER DEPOSITS Residential Electric Deposit $200 Commercial Deposit 2 times monthly average for service location or Residential Water Deposit $50 minimum of $200.00* *NCGS 160A-314 (a); North Carolina Utilities Commission Guidelines: R8-33 FEES Returned Check / Draft Fee $25 Meter Tampering Fees Non-Payment Service Fee $25 - Electric - Reconnection of disconnected service / Altering of meter $100 After Hours Service Fee $75 - Electric - Straight wiring / other un-inspected connection $250 Late fee for charges unpaid by the due date 1% - Cut Seal $25 Extension fee $0 - Water $200 SOLID WASTE FEES Yard Waste Collection $6.86 / month Dumpster Service Residential Roll-Out Cart $8.17 / month - 4 CY Dumpster $ / month Commercial Roll-Out Cart $16.34 / month - 6 CY Dumpster $ / month Recycling (Per Bin or Cart) $3.39 / month - 8 CY Dumpster $ / month WATER & SEWER RATES Water Rates Inside Town Limits Outside Town Limits Water Base Charge $ 5.54 $ Water Volumetric Rates (per 1,000 gallons) Commercial $ 4.19 $ 8.38 Residential Tier 1: 0-6,000 gal $ 4.19 $ 8.38 Tier 2: 6,001-12,000 gal $ 4.82 $ 9.64 Tier 3: > 12,000 gal $ 6.49 $ Sewer Rates Inside Town Limits Outside Town Limits Sewer Base Charge $ 8.72 $ Sewer Volumetric Rates (per 1,000 gallons) Commercial & Residential $ 6.23 $ Colvin Park* $ N/A *Per the Alternative Sewer Agreement, the Apex special published rate shall be based on the Cary published residential rate per thousand gallons plus an Apex charge of $2 per thousand gallons. Irrigation Rates Inside Town Limits Outside Town Limits Irrigation Base Charge $ 5.54 $ 5.54 Irrigation Volumetric Rates (per 1,000 gallons) $ 6.49 $ ELECTRIC RATES Service Base Charge Energy Charge (per kwh) Nov.-June (0-800) Nov.-June (Over 800) July-Oct. (All) Residential $ $ $ $ Service Base Charge Energy Charge (per kwh) ALL Small General Service $ $ Service Base Charge Energy Charge (per kw) On Peak Off Peak Residential-Time of Use (TOU) $ $ $ Small General Service -TOU $ $ $ Service Base Charge Energy Charge (per kwh) ALL Demand Charge (per kw) ALL Medium General Service $ $ $ 6.50 Medium General Service -TOU $ $ $ 9.68 Large General Service $ $ $ 9.00 Large General Service -TOU $ $ 9.50 Service Base Charge Energy Charge (per Demand Charge (per kw) kwh) ALL All Coincident Demand All Excess Demand Large General Service -Coincident Peak $ $ $ $

46 Town of Apex, North Carolina FY Annual Budget Organizational Chart 43

47 General Government Salary Grade FY FY FY FY FT PT FTE FT PT FTE FT PT FTE FT PT FTE Administration Town Manager N/A Assistant Town Manager Budget and Management Analyst Communications Manager Town Clerk Development Services Supervisor₁ Administrative Specialist₁ Utilities Acquisition Specialist₁ Total Legal Town Attorney N/A Assistant Town Attorney Paralegal Total Human Resources Human Resources Director Human Resources Analyst Human Resources Technician Safety and Risk Manager Total Information Technology Information Technology Director Senior Computer Systems Analyst GIS Administrator₁ Information Technology Analyst Information Technology Specialist Information Technology Technician Total Finance Finance Director Purchasing Manager Customer Service and Finance Manager Meter Services Supervisor Payroll Specialist Utility Customer Service Specialist Senior Utility Customer Service Specialist Accounting Manager₂ Accounting Technician Accounts Payable Technician Buyer Inventory Specialist Delivery and Warehouse Assistant Senior Meter Technician Meter Technician Total Parks, Recreation, & Cultural Resources Parks, Recreation and Cultural Resources Director Parks and Greenways Planner Recreation Program Manager Recreation Program Supervisor Recreation Program Specialist Cultural Arts Center Manager Cultural Arts Specialist Parks Maintenance Manager Parks Maintenance Supervisor Parks Maintenance Crew Leader Parks Maintenance Worker/Specialist/Sr. Specialist 12/14/ Facility Maintenance Mechanic Recreation Customer Service Supervisor Customer Service Representative (Senior) Total Total General Government

48 Planning, Economic & Development Services Economic Development Economic Development Director Marketing and Communications Specialist Total Planning Planning Director Planner Manager Senior Planner Planner/Planner II 22/ Zoning Compliance & Landscape Supervisor Senior Zoning Compliance Officer Zoning Compliance Officer GIS Analyst Planning Technician (Lead) Planning Technician Deputy Town Clerk/Development Specialist Administrative Specialist Total Water Resources Director Assistant Public Works/Utilities Director Stormwater and Utility Engineering Manager₃ Professional Engineer/Senior Engineer 27/ Environmental Specialist (I, Lead) 23/ Utilities Specialist₄ Environmental Technician Water Resources Specialist₅ Infrastructure Inspections Supervisor Senior Infrastructure Inspector Infrastructure Inspector Senior Administrative Specialist GIS Specialist Utility Locate Technician Total Inspections and Permits Inspections and Permits Director Code Enforcement Supervisor Code Enforcement Officer I, II, III 21/23/ Plans and Permits Supervisor Senior Plans Examiner Plans Examiner 19/ Permit Specialist Total Total Planning, Economic & Development Services Public Safety Fire Fire Chief Assistant Fire Chief Fire Marshal Deputy Fire Marshal Fire Inspector Fire Battalion Chief Fire Training Coordinator Fire Captain Fire Lieutenant Fire Engineer Firefighter, Senior Firefighter 17/ Fire Staffing Specialist Administrative Specialist Total EMS EMS Chief Paramedic Shift Supervisor EMT (Basic, Intermediate, Paramedic) 15/17/ Paramedic - FTO Staffing and Logistics Specialist Total Police Police Chief Police Captain

49 Police (cont.) Police Lieutenant Police Sergeant₆ Communications and Technology Manager Communications Center Supervisor Communications Shift Supervisor₇ Police Corporal Police Officers (PO I, PO II, Senior, Master Officer) 19/20/21/ Telecommunicator (I, II, Senior) 16/17/ Crime Analyst Information Technology Specialist Victim Advocate Evidence Technician/Quartermaster Administrative Specialist (I, Senior) 15/ Total Total Public Safety Public Works Facility & Fleet Services Facility & Fleet Services Director Fleet Services Supervisor Facility Maintenance Supervisor Fleet Services Mechanic/ Sr. Mechanic 17/ Facility Maintenance Mechanic/ Sr. Mechanic Administrative Specialist Total Public Works &Transportation 0 Public Works and Transportation Director₁ Engineering Supervisor Senior Engineer - Transportation Engineer (Transportation) Engineering Projects Coordinator Engineering/GIS Technician Cityworks/GIS Specialist Senior Administrative Specialist Total Street 0 Public Works Operations Manager Street Maintenance Worker (all Levels) 13/ Street Maintenance Supervisor Heavy Equipment Operator Street Crew Leader Street Right of Way Technician Total Solid Waste Services Solid Waste Supervisor Solid Waste Equipment Operator (I, Senior) 15/ General Maintenance Worker (I,II) 11/ Total Total Public Works

50 Public Utilities Electric Electric Utilities Director Senior Electrical Projects Manager Electric Operations Manager Electric Technical Services Manager Electric Crew Field Supervisor Electric Line Technician (I,II or Senior) 17/19/ Electric Technical Services Specialist Senior Electrical Services Specialist Electric Engineering Technician Powerline Arborist Powerline Right-of-way Technician Utility Locate Technician Senior Utilities Customer Service Specialist Total Electric Fund Total Water & Sewer Water & Sewer Administration (Water Resources) Utilities Operations Manager Engineer (Utility) Administrative Specialist Total Water Maintenance Utility Maintenance Supervisor Water Quality Supervisor Utility Crew Leader Heavy Equipment Operator Utility Maintenance Worker/Technician (all Levels) 13/15/ Total Sewer Treatment Water Reclamation Facility Manager Laboratory Supervisor WRF - Team Leader WRF Operator III - Electrical Specialist WRF Operator / Mechanic I,II, II 18/19/ Laboratory Analyst (I, Senior) 17/ Total Sewer Maintenance Collections Systems Supervisor Pump Maintenance Supervisor Pump Maintenance Mechanic Utility Crew Leader Utility Maintenance Worker/Technician (all Levels) 13/15/ Heavy Equipment Operator Total Total Water & Sewer Fund Total Public Utilities FY FY FY FY Total Funds FT PT FTE FT PT FTE FT PT FTE FT PT FTE Total General Fund Total Electric Fund Total Water & Sewer Fund Total All Funds Position Notes: ₁ Positions were previously housed under Construction Management department; Positions moved as a result of an organizational restructure in August ₂ Position title change from Accounting Technician to Accounting Manager in FY was a result of reclassification and not creation of a new position. ₃ Position title change from Environmental Programs Manager to Stormwater and Utility Engineering Manager occurred in FY ₄ The Utilities Project Coordinator was retitled in FY An existing Environmental Specialist positon was reclassified to Utilities Specialist in FY ₅ Pretreatment Coordinator (previously under Sewer Treatment) was retitled Water Resources Specialist in FY ₆ Change in FY is the result of reclassifying one corporal position and adding a new sergeant position. ₇ Change in FY position count was the result of a reclassification to add the Shift Supervisor positions. The was no change in FTE. 47

51 Town of Apex, North Carolina FY Annual Budget Personnel Needs for Fiscal Year ADMINISTRATION Request: Communications Specialist With the increasing expectation for citizen engagement via social media and other outlets, and the need to continue to improve internal communications, it has become apparent that additional staff is needed to assist our Communications Manager. The Communications Manager s role has evolved since its creation in Once mainly focused on website content and social media outreach, this position is now much more involved with larger, more time consuming tasks related to the research and implementation of tools that increase staff efficiency and improve citizens experience with their local government. The number of communications related projects being handled by this one position and our desire to continually improve external and internal communication makes for a difficult balancing act when stacked up against the desire to be timely and relevant in the social media outlets we currently utilize. Through the town s main social media accounts, we have the potential to reach over 24,000 people every day. The Communications Specialist would be heavily focused on studying social media analytics, and creating social media content and campaigns that engage our audience. The Communications Specialist would also be responsible for frequent website audits and review of website analytics. With over 1.5 million page views last year, the town s website is our most heavily used source of information. Our website visitors expect and deserve the most up to date, relevant content that we can provide. Currently, there is no dedicated back up for the Communications Manager, leaving a gap in services during planned or unplanned time away from the office. The new Communications Specialist would provide a seamless experience for both our staff, who rely on the Communications Manager for various tasks, and members of the public who wish to engage with the town through our many online outlets. With assistance in implementing new programs, and in maintaining an appropriate presence on social media, our Communications Manager can work to continue to coordinate our public presence and be innovative in finding ways to allow citizens to engage and do business with the Town. FACILITY AND FLEET SERVICES Request: Administrative Specialist (Upgrade current LSE 20-hr per week position to fulltime) Since February 2016, an LSE employee has been working 20 hours per week in support of the Fleet and Facilities. This position enters utility data, closes work orders, post costs and prepares accounts payable forms for facilities. On the fleet side, the position has taken over many of the administrative responsibilities that were previously being done by the Fleet Services Supervisor. The long-time Fleet Services Supervisor retired in January, and with the growth in the Town s fleet, the focus for the new supervisor will be to work on the shop floor as a supervisor/mechanic and work closely with vendors to secure parts, contract out service repairs and ensure that vehicles are being maintained. While the Fleet Supervisor will still need to do some administrative work, it is a more efficient use of resources to assign the daily administrative tasks to an Administrative Specialist. Adding 20 hours to the current LSE position and making it fulltime will allow the department to continue to schedule weekly appointments for vehicle and equipment maintenance service, manage the fuel import files and 1 *As presented in Personnel Committee Meetings February 14 and 16,

52 verify fuel exceptions, create an close vendor and contractor work orders, add parts to the parts catalog, keep the database of vehicles/equipment up to date (currently 280 vehicles and 188 pieces of equipment), add parts to inventory and manage and schedule vehicle recalls. Additional duties that will be included if the position is made fulltime include managing purchase requisitions for the department, contributing to the annual benchmarking information submittal to the NC School of Government, and creating the vehicle replacement report. FIRE Request: Administrative Logistics Coordinator 6 Firefighters Administrative Logistics Coordinator: This Administrative Logistics Coordinator is needed to address two pressing needs within the fire department, which include the need to centralize logistics, and greater support for administrative projects. Currently, the department relies on the efforts of shift people to acquire goods and services needed for the effective operation of the department. Below is a list of those with significant responsibilities associated with addressing logistic needs: Apparatus maintenance AC Maynard (40 hour employee) coordinates with Fleet and vendors Building maintenance AC Maynard (40 hour employee) coordinates with Facilities In-House IT FM Huegerich (40 hour employee) multiple disciplines Communications (radios) Lt. H. Miles (Shift employee) Work uniforms Capt. A. Stuart (Shift employee) Dress uniforms FE M. Stuart (Shift employee) EMS Supplies and Equipment Lt. R. Arnett (Shift employee) Station supplies Lt. D. Dague (Shift employee) Extrication equipment maintenance FE J. Nesbit (Shift employee) Personal Protective Equipment Lt. T. Leerkes (Shift employee) With the addition of more personnel, it is becoming increasingly more difficult to operate under the current decentralized system. Shift personnel all work the department s three-four schedule which results in these employees working 10-24hour shifts most months. This work schedule results in delays in obtaining items needed, or it requires someone with a purchasing card to obtain the needed item, independent of the person responsible. At times, this has created situations which have led to confusion. Also, there is no central record keeping system currently in use, because of the dispersion of duties, even though the department s records management system is suitable for tracking personnel and equipment and could easily be used by one person. With the approval of an Administrative Logistics Coordinator, the department s purchasing of goods and services can be streamlined and placed under the responsibility of a single employee. This will have positive effects on the operations of the fire department in the following ways: 1. There will be a central source for the department obtaining goods and services. 2. This individual will become intimately familiar with the Town of Apex purchasing requirements and therefore we will decrease the likelihood of purchasing errors. 3. Goods and services can be acquired without unnecessary delays caused by the responsible employee s shift schedule. 4. The assistant chief can become more active in leading the operations division instead of spending a large portion of his time scheduling apparatus and equipment repairs and shuttling apparatus for maintenance. 5. This individual will be able to establish relationships with primary vendors which will enhance the research of future goods to meet identified needs. 6. This person will become credentialed as a Logistics Section Chief in the National Incident Management System, which will enhance the department s efforts during major disasters. 49

53 7. Personnel that are currently carrying out these additional duties will be able to focus more energy towards their actual duties and developing themselves for future promotional opportunities and those that are in supervisory positions will be able to focus more effort towards the success of their assigned personnel. 8. Create a more effective and accurate recordkeeping system to better account for equipment. 9. Enhance the department s abilities associated with collecting, analyzing and reporting outcomes. 10. Support the department s pursuit of becoming accredited through the Center for Public Safety Excellence. The Administrative Logistics Coordinator will also provide additional administrative expertise in areas of data management and reporting. As the department continues to embrace concepts associated with the fire service accreditation, several areas of need have been identified. In the coming months, the department plans to work towards the completion of a strategic plan and standard of coverage document. Each of these will require indepth research into our current operations, industry best practice, and developing plans for the organization to follow to achieve our goal of becoming accredited. Unfortunately, the department has been unable to make tremendous headway in these areas due to the lack of available staffing. Firefighter (6 positions): This request for six firefighters is meant to continue efforts to bring the fire department s staffing closer to the staffing recommendations of the following agencies: National Fire Protection Association (NFPA), National Institute of Standards and Technology (NIST), International City/County Manager s Association, and International Fire Chief s Association. These six firefighters would be used to bring the staffing level of all but one apparatus up to four personnel per day, which is the recommendation of the agencies listed above. Four person staffed apparatus greatly increase the abilities of a fire crew upon their initial arrival at an incident. Through research, NIST has proven that that four person crews are significantly more effective than the three person crews that are currently utilized on three apparatus within the department. One example of this is found in NIST s Report on Residential Fireground Field Experiments report, that showed four-person crews completed the same number of fireground tasks (on average) 5.1 minutes faster than the three-person crew. (NIST, Pg. 35). NIST also released research comparing time to flashover in modern construction versus legacy construction which pointed out that a structure built with modern lightweight construction, and with modern contents, will reach the point where everything in the involved room will burst into flames (flashover) in approximately four minutes. In a legacy building, (older construction with older contents utilizing more natural materials versus synthetics) the time to flashover is approximately 30 minutes. Given the findings, it is imperative that fires are attacked quickly with tactics that recognize the dangers of the modern built environment. An increase to four personnel on all apparatus will greatly enhance the efficiency of fire department operations which would increase the safety of personnel and citizens. Even though the Fire department experienced only four working structure fires in our jurisdiction during calendar year 2015, and five during 2016, the life safety risk within the Town is great. Three story houses and townhomes, limited space between single family homes, and poor access to many areas serve to validate the risks faced within the Town of Apex. It is important to point out that increasing the number of firefighters will also assist the department with completing additional non-emergency tasks. These tasks include preplanning of occupancies, hydrant painting, hose testing, and public education. Currently, the department operates at minimum staffing approximately 98% of the time. The department hired 15 new firefighters in January of 2017, which greatly aided in moving towards four-person companies, however nine personnel are still needed to reach the intended goal. Only six personnel are requested in this fiscal year in recognition that other Town departments have significant personnel needs, while at the same time hiring enough firefighters to justify the time and effort a firefighter hiring process requires. HUMAN RESOURCES Request: Human Resources Technician increase in hours add 10 hours per week to current part-time position. 50

54 The HR Department currently has an HR Technician who works 30 hours per week who is planning to retire in The workload in HR has continued to grow as the Town has added employees. This position is responsible for entering and separating all employees into the HRIS system, processing all personnel actions when an employee has any changes in position or pay, producing a variety of personnel reports, completing salary surveys and other required HR census/data reports, ordering and maintaining office supplies, coordinating special events such as the holiday lunch and retirement receptions, keeping HR information and documents up-to-date on the website, producing an internal employee newsletter, answering applicant and employee questions and providing front-desk reception duties in HR. As an example of the increasing workload, in FY15-16 the Town hired 115 new fulltime and LSE employees and terminated 63. The Town is currently on track to hire 137 and terminate 77 in FY The current workload supports a fulltime position, and this is also demonstrated by the fact that the current HR Technician often works more than 30 hours per week to get the job done. Knowing that the position will soon be vacant, staff would like to recruit a candidate who is interested in fulltime work rather than trying to make a transition to a fulltime position with an incumbent who wants a 30-hour per week position. INFORMATION TECHNOLOGY Request: GIS/Help Desk Technician IT Business Analyst IT Help Desk Supervisor GIS/Help Desk Technician: The Town is in need of a GIS/Help Desk position to focus on geospatial application solutions Town wide. Various Town departments are requesting mobile interactive applications along with specialized maps and currently no existing staff member can fulfill these tasks. This position would provide GIS support to address needs and requests from Public Safety, Public Works, and Economic Development, along with supporting the technology it is used and lives on. In addition, when this position is not working directly on GIS projects, the position would assist with responding to help desk requests. IT Business Analyst: The IT Business Analyst will work as an application specialist to focus on researching, implementing and inventorying application solutions Town wide. The IT department has compiled over 1500 applications on users machines, smartphones, servers and hosted sites that require maintenance, upgrades, patches, training, integrations and vendor contract relations. Current and future applications require research and assessment of staff and citizen needs, further development of technical solutions that involve integration of multiple systems and automation to remove manual processes. We do not have an application specialist on staff that can focus on maintenance, inventory, contract upkeep, requirements for implementation and removal, training, integrations and agility. Currently the IT department is splitting tasks between various people and there is a need for devoted staff that will be able to cut costs, pinpoint prospects, and review contracts and proposals. A dedicated Business Applications Specialist will be able to categorize redundant applications by inventory of use, choose the best applications by communicating with other departments, provide testing/training, and collect requirements for removal or addition of features. These tasks are not being achieved with current positions due to other priorities and time constraints. IT Help Desk Supervisor: The IT Director directly supervises 7 employees and manages the Town s IT operations. Staff is requesting a new position to supervise the staff responding to help desk tickets, and to help manage the distribution of the help desk tickets, day to day operational activities, and inventory of equipment. This position will be the team lead for the operational staff to include all Information Technology Specialists and Technicians (currently 4 positions). This will free up the IT Director to focus on larger internal and regional projects as well as working more with the Applications team on architectural advancements and strategies for the Town. The IT Supervisor will troubleshoot customer service related issues and respond to help desk requests along with monitoring staff performance and looking for ways to continuously improve citizen and customer relations by keeping track of SLAs (Service Level Agreements) for projects and tickets handled by IT. 51

55 PARKS, RECREATION AND CULTURAL RESOURCES Request: Administrative Program Specialist Recreation Program Specialist Administrative Program Specialist: In 2004, the Town added an LSE position to work 20 hours per week to provide clerical support to the Recreation program staff. Due to the program growth and other pressing administrative and customer service needs, this position currently only supports the athletics programs and spends an average of 50% of time working at the front desk to fill in for regular personnel when they are out of the office for lunch or using sick or vacation leave. Staff is requesting to upgrade this position to a fulltime position that would support not just athletic programs, but also the non-athletic programs, senior programs and special needs programs that have grown exponentially over the past 13 years. This will allow current program staff to spend less time on administrative tasks and more time on programming. Recreation Program Specialist (effective 1/1/18): Despite significant growth in the Town's population and demand for program expansion, the Parks, Recreation, and Cultural Resources has not added professional programming staff since In 2007 the estimated population of Apex was 32,000 whereas today, in 2017, the population is over 48,000, which equates to a 50% growth in population. During the last 10 years, the Town has added parks, programmable facilities, special events, and created and expanded a variety of programs, including special needs programming, with no additional program staff. As part of their regular duties, the current Recreation Program Specialists and Supervisor are responsible for responding to numerous citizen requests and inquiries daily, as well as creating, organizing, planning and implementing recreation programs for people of all ages. They hire, train and supervise staff, officials and volunteers, assist with registrations, and provide customer service to program participants and citizens who use Town facilities. Programs offered by the Parks and Recreation Department include youth and adult athletics, senior programs including senior luncheons and trips, fitness classes, enrichment classes, art classes and special events. The current program staff also has to prepare program budgets and assist in purchasing miscellaneous equipment needed for the programs. They are also expected to cultivate relationships with outside agencies such as Wake County Schools, USTA, Wake County Senior Services and various senior living centers, and others. The new Program Specialist would allow the existing staff to develop new programs to meet a demand for younger age divisions in baseball (t-ball/coach pitch), and develop programs in lacrosse and disc golf. In addition, an additional program position would allow staff time to transition to an on-line registration system for Youth Athletics, and create a more formalized open-gym program to help generate more revenue. In addition, the development of Pleasant Park provides more opportunity for athletic and recreation programs, some of which could generate fees and sponsors, but without additional staff, it will be difficult to expand on current program offerings and prepare for the future park facilities. PERMITS AND INSPECTIONS Request: Code Enforcement Officer (2 positions) Residential Code Enforcement Supervisor Residential Code Enforcement Supervisor: The Inspections and Permits Department currently has 16 employees and only 2 supervisors, one of whom is the Inspections and Permits Director. It is an extremely difficult task to expect the Director to directly supervise 8 inspectors and Plans and Permits Supervisor while also overseeing the operations of the department and conducing commercial field inspections when needed. This new supervisor position will supervise the residential code enforcement activities and the residential field inspectors. This position will be responsible for setting policies and procedures for the field inspectors to ensure consistency in interpreting the codes and conducting inspections. This position will advise field inspectors, property owners, and contractors in interpreting and applying code regulations to resolve complaints with the state building codes and local 52

56 ordinances. The supervisor will be responsible for evaluating the workload and distributing it equally among the field inspectors as well as training of new inspectors. This will help from causing delays in inspections which can happen when another field inspector is trying to train a new employee and maintain an inspection caseload. Creating a supervisor position will also give the inspectors someone to call when they have code interpretations questions while doing an inspection. This position will also participate in doing residential building, electrical, mechanical, and plumbing inspections. In addition to all the support a Supervisor position will give the Director and inspectors, this position will also provide contractors, homeowners, and developers a contact person that would be able to facilitate any complaints or concerns they might have with department procedures, building codes or local ordinances. Code Enforcement Officers (2 positions): The addition of two Code Enforcement Officers (building inspectors) is necessary for the department to provide the building community with a level of service that allows a contractor to receive an inspection the day after a contractor schedules an inspection. It has been the goal of the Inspections Department to provide the next day inspection service to contractors whenever possible. The department was providing next day inspections the majority of the time at the start of the fiscal year, and only rolling about 7% of scheduled inspections to the next day. However, the increase in the number of building permits has not allowed for inspections to be completed the next day. The department is currently rolling approximately 26% of the scheduled inspections one or two days due to the increase. There were a total of 2,535 permits issued during the fiscal year and a total of 28,880 inspections completed with 1% of inspections rolled. The department had 6 inspectors during this period with each inspector averaging 18 inspections per day. There were a total of 2,967 permits issued during the fiscal year and a total of 31,341 inspections completed with 1.3% of inspections rolled. The department had 6 inspectors during this period with each inspector averaging 20 inspections per day. During the first six months of the fiscal year, the department has issued 1,766 permits and completed 20,141 inspections with 24.3% of inspections rolled. This puts the projected numbers of permits being issued for the current fiscal year at 3,532 a 19% increase from FY15-16, and the projected number of completed inspections at 40,282- a 29% increase- from FY The department has had 7 inspectors during the current fiscal year with each inspector averaging 22 inspections per day. Over 24% of inspections are expected to be rolled this year. As evidenced by the dramatic increase in the number of rolled inspections, staff is currently working at or above maximum efficiency. This pace precludes providing top-notch customer service to citizens/builders and cannot be sustained for the long-term without jeopardizing either the quality of inspections or the well-being of staff. It is interesting to note that the benchmark study report completed by the UNC School of Government for FY for Apex and surrounding jurisdictions showed surrounding jurisdictions completing 12.9 inspections per day per inspector. Our current rate of 22 per day means the Town of Apex Inspections performance is 71% more efficient than surrounding areas. PLANNING Request: Long Range Planning Analyst The Town s long range planning efforts have essentially been on hold for the past five years due to the overwhelming amount of current planning projects. (See the TRC Plan Review chart below.) Dozens of piecemeal amendments to the Transportation Plan and 2030 Land Use Map each year frustrate the public, Town Council, and the development community. The Planning Analyst would be dedicated to looking at long range planning 53

57 issues proactively versus the current planners thinking about these long range issues only when an emergent issue arises. This position would provide staff support for long-range transportation planning projects including public involvement for comprehensive updates to the Transportation Plan, regular updates to transportation project prioritization, grant research and applications, recommendations for changes to the ordinances, and other long-range transportation planning issues as prioritized. The position would support the Comprehensive Planning efforts including ongoing public involvement, collecting data, researching existing conditions, and working with Current Planning staff on amendments and implementation. In addition, the position would provide staff support to the Planning Committee on all long range planning issues. The Planning Analyst would also provide more ability to do analysis with Census data and GIS. With Census 2020 gearing up in 2017, it would be extremely helpful to have this position on board to help with this huge effort. POLICE Request: Deputy Chief effective 1/1/18 Communications Shift Supervisor effective 1/1/18 Accreditation Manager 11 Police Officers 2 assigned to CID and 8 to Patrol; 1 SRO effective 1/1/18 Police Sergeant Assigned to SRO Deputy Chief (effective 1/1/18): With a growing community and challenges facing the law enforcement profession, significant administrative work is required to recruit, hire, train and manage personnel of an agency of Apex s size. The Deputy Police Chief will be primarily responsible for personnel, including internal affairs, preparing, overseeing and managing the budget, and policy development to ensure compliance with regulations, accreditation standards and best practices in law enforcement. The Deputy Chief will be the Acting Chief of Police in the absence of the Chief, achieving more consistent operations, and establishing a clearer line of command and a leadership succession plan. This position may also act as the Incident Commander during major field operations and will supervise the three Division Captains. With the reorganization of the Communications/IT/Records Division that is anticipated following the retirement of the current Communications and Technology Manager, the Administrative Captain will take on additional responsibility, which will help achieve a more efficient level of operations. The Deputy Chief will be responsible for functions that are more appropriate for a senior executive level. Communications Shift Supervisor (2 positions effective 1/1/18): The addition of Shift Supervisors to the Communications Center in 2017 has already had a positive effect. With the pending retirement of the Communications and Technology Manager later this year, there is a need and opportunity to reorganize the Communications Division. Adding two additional Shift Supervisors will provide for a supervisor to be assigned to each shift. The North Carolina 911 Board is in the process of setting standards for Public Safety Answering Points and has made it clear that no PSAP should operate with no less than two trained telecommunicators. The Shift Supervisor 54

58 will also function as a third telecommunicator, which is needed during periods of high call volume. During periods of more manageable call volume, a third person assigned will allow employees to have appropriate time off, attend training, etc. and still be able to maintain a two-telecommunicator minimum staffing. During the budget year, the department expended overtime hours for Communications Center staffing coverage and an additional hours to limited service personnel (LSE) for both staffing and training to keep their certification. The overtime expenditure has increased in first half of the current budget year with overtime at hours; LSE hours are at Adding two new positions to Communications will help reduce the use of overtime and will enhance the department s ability to provide the best quality of service to ensure complex situations are processed consistently and in compliance with applicable regulations. Accreditation Manager: The CALEA Accreditation process is currently managed by a Police Corporal. The use of a sworn officer in an administrative assignment may not necessarily maximize the capacity of that role. It is more organizationally and operationally, efficient to use a civilian in this role and transition the sworn supervisor to take on greater responsibilities within the Professional Standards Unit. The CALEA Accreditation Manager will be tasked with managing the entire accreditation process for the agency. This will include: collecting proofs of compliance, documenting adherence to established standards, assisting with staff inspections, advising on standards updates, and all other duties as assigned by the Administrative Division Commander and/or the Chief of Police. This position will allow the department to be better organized and more efficient in providing specialized services as the needs of the department continue to evolve, while providing flexibility for the Administrative Division Commander and the Chief of Police in managing the overall mission and functions of the agency. If approved, this new civilian position will be supervised by the Professional Standards Supervisor and work in conjunction with the Professional Standards Unit staff. 8 Police Officers assigned to Patrol: The request to add eight (8) Patrol Officers to the Patrol Division will increase each of the four Patrol Squads by two officers. In 2017 the Apex Police Department updated the district and zone map based on a call for service analysis including volume of calls and desired response time, and increased the patrol zones from four to six. With the significant increase in geography and population during the past 14 years, officers must expend more time to travel and answer calls for service. This becomes a greater issue when it s an emergency. The Department s current minimum staffing level is five (four officers and one supervisor). To provide the proper coverage to maintain our proactive crime prevention and community outreach focus, and to address increasing response time concerns, minimum staffing should be increased to seven (six officers and one supervisor). Doing so would allow 24/7 coverage in all six zones, while still allowing officers the ability to attend training, court, take time off and use sick time when needed. These newly designed zones also allow for a faster response time to critical calls for service; failing to staff each zone on a 24/7 basis will not allow the appropriate response time and proactive approach to crime prevention that our community expects. Officers assigned the Patrol Division responded to more than 41,000 calls for service in There were nearly 2,348 incident reports taken, for an average of 195 incident reports each month. With the expected population growth of 4% per year and our personnel growth rate of just over 2% per year over the last 15 years, the department is not keeping up with the expected growth and will continue to get further behind each year. Since 2002, only 2 additional officers have been added to each patrol shift. Currently there are eight officers assigned to a patrol shift. This includes one Sergeant, one Corporal and six patrol officers. In 2002, the Department had six officers assigned to a shift, comprised of one Sergeant, one Corporal and four patrol officers. Only two (2) officers per squad have been added in the last 14 years while calls for service increased by 64%, and total square mileage has doubled. 55

59 Year Total officers per squad Town Square Miles Town Population Dispatched Calls for Service ,919 8, ,780 11, ,061 14,218 Due to two different reporting systems in use and variations in the way calls were captured dating back to 2002, we are not able to provide an accurate number of self-initiated calls for service from However, we are able to capture the data from as depicted in the table below. Year Dispatched Calls for Service Self-Initiated Calls for Service Total % Change ,799 19,281 31,080 N/A ,786 25,112 36, % ,288 22,845 35, % ,480 24,576 38, % ,218 27,712 41, % As shown in the above chart, total calls for service have increased 29.7% and self-initiated calls for service have increased 36%. The department s workload analysis conducted in 2014 indicated a need for twelve (12) officers. As a result, a plan was presented to add four (4) officers per year over a three year period to achieve the staffing levels indicated by the analysis. The 2017/2018 budget is the third year of this plan and, to date, only (3) of the twelve (12) officers needed have been added to the department. Since that analysis was conducted, the numbers used were updated based upon actual data. We then applied that data using two different methodologies; one from the North Carolina Justice Academy (NCJA) and one from the International Association of Chiefs of Police (IACP). When taking into account all of the other duties required by the officers assigned to the Patrol Division and applying that data to the staffing models; following are the findings: Number of Officers (Patrol) Number Indicated by Analysis Deficit Methodology NCJA IACP The findings of the current analysis are consistent with the 2014 analysis, indicating validity in the results. Different methodologies were used for our current analysis, with findings similar to each other and to our 2014 analysis. This also indicates validity in the results. Recognizing that the addition of 15 officers in one year is not realistic, the department proposes another phase in plan beginning with the addition of eight (8) officers in the upcoming fiscal year. SRO Sergeant: The School Resource Officers (SRO) are currently assigned to the Patrol Division, under the supervision of the Flex Squad Sergeant. The Flex Squad Sergeant currently has 5 officers assigned to Flex, seven (7) School Resource Officers and five (5) civilian Crossing Guards. This makes their span of control 12 officers and five (5) civilians to supervise, a total of 17. There is one SRO Corporal to provide field supervision, however the Corporal is not trained, equipped or responsible for higher level supervision and coordination among department functions. Supervising both Flex Unit and the School Resource Unit is difficult when the School Resource Officers and Crossing Guards work during daytime hours and the Flex Officers work mid-day and evening hours. In addition, the nature of the assignments are different from the Flex Unit to the School Resource Unit. The addition of a SRO Sergeant 56

60 reduces the span of control to a more manageable number of employees Officers for the Flex Sergeant and 12 (7 sworn and 5 non-sworn) for the SRO Sergeant. The new position will allow for supervisory coverage of both units more consistently and during the hours they are working. Police Officer assigned to SRO (effective 1/1/18): Apex Friendship Middle School is expected to open in August The addition of a School Resource Officer at the new school will continue to enhance the relationships that have been built with students and staff at the other middle schools, and will provide a consistent presence in all Apex middle schools. Staff believes service to youth in the school setting is the best strategy to identify and address crime and other social concerns involving youth that extend into the community. A majority of students in middle schools pour out into the community afterschool and, in many cases, are unsupervised due to working parents. The plan to integrate our community policing services with our school resource officer program will better address youth crime and social issues that result from the inadequacy of available resources. Assigning an officer to Apex Friendship Middle School will contribute to the success of our efforts to secure and serve the needs of our youth, while enhancing the safety and security of the school campus. The position is requested to be funded beginning in January before the school opens, in order to allow proper time for specialized SRO training. 2 Police Officers (Detectives) assigned to Criminal Investigations: As the population increases, so do the calls for service handled by the department saw a slight increase in crime, but also an increase in non-criminal investigations (i.e. death investigations) and a higher level of complexity of cases. Additionally, staff has been less effective in handling Internet Crimes Against Children (ICAC) cases because the workload for the assigned detective does not allow for these, mostly proactive, cases to be initiated. The Police Department has seen an increase in drug cases brought in by patrol officers, as well as the initiation of significant drug cases by narcotics detectives. Coupled with the state-wide increase in heroin overdose deaths, some of which have been experienced in Apex, the need is clear that additional focus on proactive drug investigations may save lives. We have also experienced large-scale human trafficking and related crimes occurring in Apex. These cases are complicated, long term and require the dedication of significant levels of staff, time and resources. Adding a Detective assigned to Drugs/Vice will allow a reorganization of the Unit to provide more consistent, specialized services. The Unit would be able to operate independently, including a separate oncall rotation. The addition of the Drug/Vice Detective would allow more time to be spent actively educating the community and enforcing opioid and other controlled substance criminal activities that have tragically claimed the lives of our youth and others in the community. The addition of a Detective to the property crimes unit will allow for more time to be spent investigating property crimes, which have been trending higher and will continue as the population increases. The position will also allow the department to have a more consistent presence on local task forces, such as ICAC and ISAAC, and formalize the Town s liaison with state and federal agencies. The Apex Police department is known as a true partner with our state and federal task forces and, as a result, have access to resources, training and information that enhances public safety in Apex and surrounding communities. In addition to conducting investigations, detectives also have responsibilities with non-criminal cases and background investigations, which takes away from time spent working investigations, especially proactive investigations like child pornography, drugs, and property crimes. The new positions will be able to assist with these responsibilities that impede investigations, and allows for a larger pool of investigators to assist if, and when, major crimes occur that require additional manpower. 57

61 PUBLIC WORKS AND TRANSPORTATION Request: Solid Waste Equipment Operator (2 positions) General Maintenance Worker Heavy Equipment Operator 4 Right of Way Technician 1 Right of Way Supervisor 1 Cityworks Specialist Solid Waste Equipment Operator (2 positions) and General Maintenance Worker: Two (2) Solid Waste Equipment Operators and one General Maintenance Worker are requested in order to handle the workload that has been increasing due to growth. This would add 2 new work crews to the Solid Waste division within Public Works. Currently the Town has 2 work crews assigned to operate the chipper truck to collect limbs and other yard waste. Each of these chipper crews has a Solid Waste Equipment Operator who drives the truck and serves as the lead worker on the crew, and a General Maintenance Worker who assists in clearing the curbsides. The Town has not added an additional chipper crew since 2005, and since that time the population has grown from 28,994 to 48,529 which represent 13,528 households. With 7,491 single family homes approved for construction and at least 1600 of those currently being built, the department cannot continue to provide the same level of service without adding another chipper crew. The additional chipper crew would require 1 Solid Waste Equipment Operator, and 1 General Maintenance Worker. The growth in the Town, as noted above is also the reason the Solid Waste division is requesting a Solid Waste Equipment Operator to operate a vacuum truck. Currently the division operates 3 vacuum trucks on a daily basis to collect grass clippings, leaves and other yard waste from the curbsides. The Town owns 2 additional vacuum trucks that are not operated daily, but serve as backups to utilize during downtime due to mechanical breakdowns and when the vehicles need to be serviced. If a new Solid Waste Equipment Operator is approved for the yard waste function, one of the backup trucks would be put into fulltime daily operation. In addition to their daily yard waste routes, the Solid Waste Division is asked to work many of the Downtown festivities such as the Christmas Parade, Pig Festival and many more. As the Town s population and popularity of these events grow, so does the work force needed to properly handle the workload. These events often pull employees off of their main job, which further adds to the stress of completing their weekly routes. In addition, this division also performs other duties such as removing deceased animals from the roadways, and picking up litter and collecting trash weekly in the downtown parking areas. The high expectations of our citizens and the increased workload make it necessary to add personnel to this division in order to maintain the same level of service Apex citizens are accustomed to. Heavy Equipment Operator: The Streets division currently only has one position that is qualified to operate heavy equipment such as bobcats and backhoes. Having only one Heavy Equipment Operator severely limits the division s productivity because most of the jobs require an Equipment Operator. With a second Equipment Operator, the Town will be able to complete two big jobs at once which we cannot do now. Prior to the reorganization of the public works and utilities functions, Public Utilities Staff was borrowed to assist with deep excavations when installing or repairing larger storm drain lines. Currently the utility operations and street operations function more independently (except for emergencies) and focus on their assigned areas. The addition of another Heavy Equipment Operator will provide Street division staff with greater capability to work on more than one complex work assignment at a time, and will improve the division s efficiency. Street Maintenance Worker: The addition of a new Street Maintenance Worker is essential in order to improve our level of service. Staff is currently falling behind on signage installations and repairs which presents a safety 58

62 issue for Fire and EMS teams. There have been recent instances where new subdivisions have requested signs, but it has taken a month or longer before staff has had time to complete the task due to lack of manpower The sign program, while important, has fallen behind to repairs that have been given a higher priority. Not keeping up with the signage program poses a risk if an emergency occurs, and creates everyday nuisances for our citizens of not having properly marked streets. The addition of a Street Maintenance Worker would also allow staff to do more projects in-house. The Templeton street project demonstrates that with more manpower, staff could do work that is currently being done by contractors. The Templeton Street project, which was to simply turn the road from a two-way street into a oneway street, cost over $20,000 for a contract to complete. This is the type of project that the division could easily do in-house if there were more personnel in the division. In order to become more efficient in operations, the Street division has started looking at new technologies, including a sidewalk vacuum that reduces certain sidewalk repairs from a 3-day project to a 2-hour project and an infrared asphalt heater that reduces material and time on site. However, even with these new technologies, the underlying issue is that the division is grossly undermanned. Right of Way Supervisor and 4 Right-of Way Technicians: The Town currently pays a contractor over $260, to cut grass throughout the town and maintain the Town s right of ways. There are some areas of town that are not maintained by the contractor and the street division has responsibility to maintain these areas. Currently there are 2 employees whose primary responsibilities are to cut and maintain all sewer and water outfalls/easements. With the addition of four Right of Way Technicians the division can manage all of this workload and provide more responsive service. A Right of Way Field supervisor is also requested to oversee the six employees and coordinate with the Operations Manager, all of the scheduled work as well as all emergency requests. This supervisor position will also be responsible for tracking and maintaining work orders through the CityWorks software, and for tracking the use and repair of all equipment and vehicles that have been designated for these jobs. Staff believes that bringing the grass cutting contract in-house will provide a higher Level of service to the Town at a similar cost to the current contract. Cityworks Specialist: Cityworks is the software platform that the Town has been working off of for a few years in regards to asset management, work flow and accountability. This software has allowed the Town to automate the work order system and capture meaningful data that is used in helping the Town manage its public works and utility resources. Two employees in the Water Resources Department provide all support to Cityworks as additional duties to their existing job functions. As their workload has grown it has been difficult for them to devote time to Cityworks and complete their primary duties. All of the knowledge gained through the implementation of Cityworks has been self-taught, with little or no formal training. Due to this, there are things in the automated process that may not be performed as efficiently (or as fully) as possible. The software is the most flexible and all-encompassing software on the market for automating workflow, but the software has much greater potential than staff has been able to use due to lack of dedicated resources to manage the software program. It is anticipated that Cityworks will be used first and foremost in the Public Works, Electrical Utilities, and Water Resources Departments, but may be expanded to other departments. The purpose of this position is to set up the infrastructure/tools to manage, track, and analyze the work performed by Town staff. Without this tool, the Town will never truly understand the demands on personnel, equipment, and budgets. 59

63 WATER RESOURCES GENERAL FUND Request: Construction Inspector Environmental Technician 2 positions Construction Inspector: Currently the inspection team has an average of 8-12 active constructions sites each. Each site has approximately 5 disciplines that require daily oversight. Due to the workload, staff is having to work overtime to complete the needed inspections within a given day as well as roll certain lengthy inspections to the next day or following week. Inspectors are required to keep a higher level of documentation supporting the internal and public record-keeping goals. Currently these goals are not being met because of the high volume of construction activity. Given the forecast for continued growth as documented by approved construction projects, this position is necessary to continue to provide a high level of service to the development community and ensure quality infrastructure is provided to the Town. If the workloads get too high and inspectors do not have time to perform adequate inspections, the Town can expect an increase in future maintenance costs for repairs on streets, sidewalks, storm drains, and water and sewer lines that were improperly installed but missed. Environmental Technician (1 assigned to Stormwater; 1 to Soil and Erosion Control): The number of privately owned BMPs in Apex continues to grow with approximately 300 constructed and approved. These BMPs require annual inspection and routine maintenance in accordance with the Town UDO, Water Supply Watershed Protection regulations and NPDES Phase II permit mandates. Town staff currently administers a program that proactively manages, tracks and enforces the annual inspection requirements for those 300 BMPs. However, the routine operation and maintenance is reactive at best and generally investigated only during complaints. Due to all the new development it is projected that within 2 years the number of privately owned BMPs will double to approximately 600 BMPs. This proposed Stormwater Technician position will allow the Town to continue its current level of service with respect to annual inspection requirements as well as implement a proactive program to ensure those 600 BMPs are being properly maintained throughout the year. In 1996, the Town applied and received delegation from the State of NC to run a soil erosion and sedimentation control program that would fulfill the requirements of the State Sedimentation Pollution Control Act. Years later the Town executed a MOA with the State agreeing to have adequate staffing and resources to meet those standards. In 2005, the Town had 1 full-time employee that permitted 26 new land-disturbing projects totaling less than 100 acres of disturbed area. Last year, the Town permitted 45 new projects disturbing almost 800 acres. There are currently 119 active permitted projects in Apex. The Town s current staffing level for this work is 1.25 FTE just slightly more than that seen in Given the amount and overall size of these projects, staff inspects each project on average once per month. The proposed Environmental Technician position will increase staff s site inspection frequency ensuring the Town will be compliant with State delegation requirements, as well as provide greater protection to downstream water resources and private properties. It is important to note that last year the Town s General Fund received over $400,000 from erosion control fees, but staff time dedicated to erosion control cost much less than this amount. WATER RESOURCES WATER AND SEWER FUND Request: Utility Engineer Administrative Specialist Utilities Field Supervisor (Backflow) Utility Maintenance Worker 2 positions Utility Technician 2 positions Utility Engineer: Current utility staff devote the vast majority of their time at meeting the new development needs through plan review, participation in the TRC as well as attending and following up on numerous developer due diligence meetings and requests. The proposed Utility Engineer position will not be new development driven but 60

64 rather support the Water Resources Department s current and future needs for CIP design and project management, estimating, modeling, reporting, master utility planning, water/sewer regulatory compliance, and performing existing infrastructure investigations and capacity analyses. Administrative Specialist: The current year water and sewer utility maintenance budget totals over $8.8 million. This figure, in large part, basically represents our best guess of what it will cost to operate existing systems for the year. Current personnel do not have the time that is necessary to devote to tracking each utility s assets and the monthly/yearly cost associated with maintaining, repairing, replacing and operating these assets is the only true way to develop cost effective annual operating and project budgets. Access to accurate historical operations data is invaluable in making decisions concerning where best to deploy resources in the most efficient manner. This position will be critical to help ensure that the Town is being a good steward of the rate payer s money. In addition to tracking costs associated with utility operations this position would provide customer service for service requests and meter issues, coordinate work orders in Cityworks and New World, document and research contractors and services, assist with monthly and annual reporting, and perform administrative duties related to the Cross Connection program. Utility Technician (2 positions): The Water Resources Department is requesting two new Utility Technician positions. One position will be assigned to water maintenance, and the other to sewer maintenance. The Water Resources division currently has two positions whose primary duties are to attend to new meter installs and perform daily work orders and service requests. The table below shows how the workload has increased for these positions each year. In short, the work orders per day have more than doubled since There is currently a delay of 3 to 4 days for new meter installs and response to requests for service are sometimes longer depending on priority. This position is needed in order for to maintain a high level of service. Year New meter installs Per month Monthly work order & service requests The pace of development has maxed out staff s current capability to perform video inspection of newly constructed infrastructure, and perform required preventive maintenance. The current workload is so high that staff have not been able to keep up with the State Permit mandate for periodic cleaning and inspection of our existing system which is a primary task. The long term impact of this would likely result in Notice of Violation and an accompanying fine from the State. This new Utility Technician position also comes with a proposal to outsource the video work and allow private 3 rd party contractors to perform the video portion of this inspection. Outsourcing the work will be much more cost effective than purchasing additional video equipment and hiring additional staff to operate the camera equipment. The outsource proposal would still require Town staff to witness the contractor perform the video operation of the new infrastructure and provide acceptance or rejection instantaneously. This Utility Technician would be primarily responsible for watching these inspections, and current staff will be deployed to perform the required maintenance tasks on our system so we can be in compliance with State regulations. This new procedure for completing inspections will allow sewer utility operations and the developer/contractor to be much more efficient while continuing to assure the Town is provided with the best possible infrastructure. Utility Field Supervisor: The Town of Apex is responsible for protecting its water distribution system, and both federal and state legislation require an effective cross connection program. Backflow devices and systems must be reviewed and approved by certified personnel prior to construction, and they must be tested and documented 61

65 on a yearly basis. The Field Supervisor position will assume day to day responsibility of the Cross Connection Program for operations and be registered with the State as Operator in Responsible Charge (ORC). Finance records show the Town has added 1741 backflow devices over the last 3 years. This number is representative of the significant growth the Town is experiencing. With a total backflow device inventory in excess of 3,400, the administration and enforcement of backflow devices has now become a full time job that should be handled through operations. There is a potential to help fund this position by implementing a fee for the first-time testing of all new non-fire flow backflow assemblies. The fee can be charged at time of permit, and testing performed at time of meter install, thereby assuring compliance. The projected revenue from this fee will likely exceed $10,000 per year. The Town would also assume the testing responsibilities of all Town owned devices, which is currently done by a contractor at a cost to the Town of $8,500 per year. This position is expected to be responsible for one Utility Maintenance Worker who will spend about 60% of his time working on backflow, and the rest on other water quality issues. Utility Maintenance Worker (2 positions): The Town s hydrant maintenance is currently done both by water resources staff, and Fire department staff who help with the testing and painting of fire hydrants. The Town has not had a comprehensive hydrant maintenance program and with the number of Town hydrants exceeding 2900, the Town does not have enough staff to devote to the maintenance to ensure that hydrants are maintained yearly. The Fire Department is placing considerable effort on trying to lower its Fire rating to a Class 2, which would help lower commercial insurance rates. However, in order to achieve the maximum points for hydrant maintenance in the fire rating inspection, they must be tested and maintained on an annual basis. With additional staff, the Water Resources department staff will test and maintain the hydrants, and the Fire Department will continue to paint the fire hydrants. Along with hydrant testing, the two new positions will also do all of the valve preventive maintenance. There are currently over 4200 valves in the system and this number is increasing as development continues. The division does not have enough staff to maintain the valves to the AWWA standards, and the lack of maintenance on valve and hydrants can cause breaks and leaks in our system, which ultimately cost the ratepayers money. ELECTRIC Request: Electric Line Technician II Utility Locate Technician (2 positions) Electric Line Technician II: In July 2015, an allocated Electric Line Technician position was reclassified to an Electric Engineering Technician. This reclassification was made in order to support the increased volume of engineering design requests as well as build bench strength within the Department s engineering design work functions. Functionally, the loss of an allocated Electric Line Technician position resulted in the loss of one of two existing Service Technician roles. The Service Technician role is primarily responsible for the following work activities: First responder to electric outage of power quality calls during normal business hours Responsible for completing streetlight maintenance requests Installing and removing meters related to temporary/construction services Support construction crews in switching operations In 2016, Service Orders associated with the above mentioned functional work increased 18% above the 2015 totals. This increased volume, coupled with the loss of one of the previously allocated functional roles, has led to increased turnaround times for both streetlight maintenance completion as well as completion time for temporary/construction meter sets. In addition, some of the maintenance activities completed by the Service Technician functional role have been shifted to a construction crew (reducing their capacity for new service work). 62

66 This position will allow the department to provide a timely service response and work more efficiently with existing personnel. Utility Locate Technician (2 positions): Utility Locate Technicians are responsible for identifying and marking Town-owned underground utilities (electric, water, sewer) prior to public or private construction activities involving excavation. The Town has had two (2) Utility Locate Technicians since In 2016, these individuals were tasked with completing 27,597 locate requests (tickets). This equates to roughly 1,149 tickets per employee per month in This value represents a 98% increase in ticket volume over the 2014 totals and a 223% increase in ticket volume over the 2011 totals. The most current projection data shows a continued increase in construction in the foreseeable future. Even without new construction, locate technicians are called on to mark lines when any type of digging is taking place, and this will increase as the population increases. The Town reached out to a vendor that provides utility locate services to determine if there would be a possible contract staffing solution. The vendor quote was based on providing service for approximately 6,500 tickets per year at a projected cost of approximately $115,000. The quoted price is not in line with the level of service proposed. The addition of two Utility Locate Technicians will allow for more time to be spent at each location site, allowing for a more accurate marking of facilities, and providing a more timely response to locate requests. In addition, additional staff will help build capacity in this function and enable staff to take vacation or sick leave without compromising the Town s ability to provide locate services. 63

67 Town of Apex, North Carolina FY Annual Budget 64

68 GENERAL FUND REVENUES Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended AV - Ad Valorem Taxes Current Year 18,850,612 20,767,164 21,008,916 22,607,283 22,474, Vehicle Taxes 1,794,714 1,825,314 1,246,647 1,981,481 1,986, Prior Years 30,806 35,900 12, ,000 20, Penalties and Interest 25,000 28,841 30,000 30,000 Account Classification Total: AV - Ad Valorem Taxes 20,676,132 22,653,378 22,297,346 24,818,764 24,510,934 OT - Other Taxes and Licenses Sales Taxes 8,752,692 9,200,000 4,759,510 10,000,000 10,050, Motor Vehicle Licenses 179, , , , , Rental Vehicle Taxes 56,331 54,000 37,698 60,000 60,000 Account Classification Total: OT - Other Taxes and Licenses 8,988,837 9,429,000 4,932,483 10,260,000 10,310,000 UI - Unrestricted Intergovernmental Utility Franchise 2,567,709 2,450,000 1,325,837 2,550,000 2,550, Beer and Wine 187, , , , Solid Waste Rebates - Wake Co 215, , , , , Payment in Lieu of Taxes ,209 1,200 1,200 Account Classification Total: UI - Unrestricted Intergovernmental 2,971,097 2,825,500 1,449,051 2,966,200 2,966,200 RI - Restricted Intergovernmental Powell Bill 1,100,031 1,122,500 1,141,653 1,180,000 1,180, Police Grants 112,918 75, ,619 9,300 9, Wake County Grants , State Grants Federal Grants , , Electronics Recycling Funds 4, , Fire District - Wake County 744, , ,663 1,080,793 1,092, Wake County EMS 1,100,067 1,224, ,059 1,530,000 1,617,681 Account Classification Total: RI - Restricted Intergovernmental 3,061,275 3,342,219 2,090,979 3,950,093 4,048,981 PF - Permits and Fees Residential Permits 1,160,826 1,052,000 1,618,590 1,300,000 1,300, Homeowner Recovery Fees ,033 1,200 1, Commercial Permits 309, , , , , Other Permits 5,185 6, Reinspection Fees 266, , , , , Fire Inspections 7,196 7,500 8,739 10,000 10, Driveway Inspection Fees 49,500 45,000 66,375 80,000 80, Subdivision Inspections 1,012, , , , , Erosion and Site Inspection 409, , , , , Subdivision Approval Fees 139, , , , ,000 FISCAL YEAR ANNUAL BUDGET 65

69 GENERAL FUND REVENUES Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended Rezoning Application Fees 51,638 52,000 26,025 30,000 30, Annexation Application Fees 6,600 6,000 4,200 4,000 4, Water & Sewer Extension Fees 14,515 10,000 10,000 13,000 13, Variance Application Fees 1, ,050 1,000 1, Other Application Fees 56,665 55,000 60,788 65,000 65, Encroachment Agreement Fee Fines and Penalties 2, ,475 2,000 2, Vendor Permits 3, ,730 3,000 3,000 Account Classification Total: PF - Permits and Fees 3,498,404 3,164,720 3,542,872 3,389,200 3,444,200 SS - Sales and Services Refuse Collection Fees 2,520,896 2,789,312 2,044,860 2,873,700 2,959, Refuse Bulk Pick-Up Fees 14,408 14,000 12,126 16,000 16, Recycling Collection Fees 417, , , , , Non-Athletic Programs 271, , , , , Fishing & Boating Licenses 1,605 1, ,000 1, Senior Programs 36,294 40,000 29,222 42,000 42, Senior Trips 14,347 10,000 17,047 25,000 25, Instructional Athletics 21,991 16,000 13,981 25,000 25, Youth Leagues 162, , , , , Adult Leagues 98,302 95,000 71, , , Active Net/Turkey Trot 10,533 10, ,184 10,200 10, Community Center Rentals 98, ,000 38,960 60,000 60, Miscellaneous POS 2,905 2,000 1,329 2,000 2, Planning Documents 2,245 2, ,000 1, CAC Rentals 55,264 40,000 22,870 37,000 37, E-Tickets 29,522 20,000 30,981 30,000 30, Grants Art/Sales Commissions CAC Programs 54,055 32,000 28,912 60,000 60, Sponsorships 6,800 4,000 10,100 10,000 10, Concessions 7,567 8,000 5,876 7,000 7, Art Center Miscellaneous 1,677 1,000 1,605 1,500 1, Dog Park Passes 31,306 20,000 20,458 33,000 30, EMS Transport Duke - Harris Nuclear Plant 24,000 24,000 24,000 24,000 24, EMS Special Events 3,045 2,500 1,102 1,000 1,000 Account Classification Total: SS - Sales and Services 3,887,316 4,184,512 3,169,421 4,419,500 4,519,877 FISCAL YEAR ANNUAL BUDGET 66

70 GENERAL FUND REVENUES Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended IE - Investment Earnings Interest Earned 67,803 40,000 80, , , Powell Bill Interest 1, ,500 2, Tricentennial Interest Account Classification Total: IE - Investment Earnings 68,922 40,000 81, , , Miscellaneous Revenue 76,103 84,000 77,325 75,000 75, ABC Revenues 191, , , , , Court Costs and Officer Fees 14,065 15,000 9,353 10,000 10, Recreation Donations , ,000 1, Donations - 9/11 Memorial 4, Insurance Refunds 47,953 46,212 47, Peak-a-Palooza 24, NCLM Wellness Grant Mutual Aid Reimbursement 0 11,800 11, Developer Reimbursement Letter of Credit Account Classification Total: MI - Miscellaneous 357, , , , ,000 OFS - Other Financing Sources Sale of Capital Assets 17,261 30,000 49,497 30,000 30, Bond Proceeds Transfer from Rec Cap Reserve Fund 1,037,881 1,638,049 1,518,049 2,888, , Transfer from Trans Reserve Fund 159, , , Fund Balance Appropriated - Budget 0 1,825, Fund Balance Appropriated - Amend 0 42, Fund Bal App - PO Carryover 0 2,450, Account Classification Total: OFS - Other Financing Sources $1,214,744 $5,986,112 $1,567,546 $3,218,200 $856,200 Department Total: Other $44,724,725 $51,992,453 $39,442,408 $53,395,457 $51,029,892 Total General Fund Revenues $44,724,725 $51,992,453 $39,442,408 $53,395,457 $51,029,892 FISCAL YEAR ANNUAL BUDGET 67

71 Town of Apex, North Carolina FY Annual Budget 68

72 GENERAL FUND EXPENDITURES Governing Body Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended PS - Personnel Services Salaries 50,820 50,451 38,292 53,248 53, FICA 4,227 3,862 3,218 4,076 4, Workers Comp Account Classification Total: PS - Personnel Services 55,223 54,496 41,647 57,517 57,517 OP - Operations Telephone and Postage Travel and Training 20,266 14,900 8,139 10,000 12, Subsistence 6,360 6,700 4,770 6,360 6, Supplies and Materials 5,939 1,500 2, Miscellaneous Purchases 829 2, Meeting & Event Provisions ,000 9, Community Outreach Materials ,200 1, Election Expense 33, ,000 55, Uniform Contracted Services ,000 10,000 11,000 11, Professional Services 24,762 3, Dues and Subscriptions 59,159 62,052 62,319 63,000 66,805 Account Classification Total: OP - Operations 151, ,302 87, , ,465 Department Total: Governing Body 206, , , , ,982 Travel & Training Dues & Subscriptions (Significant) 1. NCLM ($250x6) 1, Apex Chamber of Commerce 1, Apex Chamber Events Wake County Mayors Metro Mayors 1, NC Metropolitan 8, ElectriCities 6, Triangle J Council of Government 17, Misc. Travel & Activities 2, School of Government Foundation Inc. 5,200 12, NC League of Municipalities 32,500 Contracted Services 7. Misc (NCBEO / Apex DBA) UNC SOG Benchmarking 11, Sister Cities 1,000 66,805 $300,000 Governing Body Expenditures $250,000 $200,000 $150,000 Operations Personnel $100,000 $50,000 $ FISCAL YEAR ANNUAL BUDGET 69

73 GENERAL FUND EXPENDITURES Administration Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended PS - Personnel Services Salaries 323, , , , , FICA 22,642 40,278 27,069 45,149 41, Group Insurance 32,539 53,581 39,352 63,190 54, General Retirement 22,558 40,555 28,572 44,744 41, K General 16,178 28,327 19,543 30,398 28, Workers Comp 981 2,495 1,419 2,838 2,677 Account Classification Total: PS - Personnel Services 418, , , , ,826 OP - Operations Telephone and Postage 3,239 6,200 6,359 7,560 7, Printing 3,636 2,000 1,137 3,750 3, Travel and Training 10,012 13,825 6,867 10,475 9, Equipment Maintenance and Repair 0 1, Advertising 6,655 4, ,000 4, Supplies and Materials 9,882 19,044 12,380 21,300 21, Meeting & Event Provisions ,000 4, Uniforms Contracted Services 9,546 42,316 30,928 23,400 23, Software Licenses and Maintenance ,000 49, Professional Services 24,392 5,495 4,041 3,500 20, Dues and Subscriptions 2,558 7,395 4,851 6,000 5, Special Programs ,000 4,000 Account Classification Total: OP - Operations 69, ,285 67, , ,160 CO - Capital Outlay Capital Outlay - Equipment Account Classification Total: CO - Capital Outlay Department Total: Administration $488,450 $838,024 $574,093 $922,243 $884,986 FISCAL YEAR ANNUAL BUDGET 70

74 GENERAL FUND EXPENDITURES Administration (Continued) Budget Notes: Administration Contracted Services Travel & Training 1. Dev Serv Copier/Plotter - US Bank/Canon 6, Clerk's Summer Conference/Hotel CivicPlus (renewals website, Civicsend, mobile,) 8, IIMC Conference, Norfolk VA US Bank & Equipment Copier Lease 9, ESRI/GIS Training 2,000 23, NC3C Conference 600 Software 5. Adobe Creative Cloud Training IDT - TRC 18, Chamber Events Laserfiche 2, ICMA/NCCCMA 2, GraphicStock UNC SOG Misc Courses 2, Shutterstock 250 9, ArchiveSocial (social media archiving) 1,200 Dues & Subscriptions 6. Seamless Docs Renewal/Payment Module 6, NC Association of Municipal Clerks ReCollect 5, NCCCMA Dues 1, Cognito Forms ICMA Dues 2, Constant Contact CMA / NC3C Dues Misc. Web based Tools Miscellaneous SiteImprove w/ Analytics 9,500 5, Public Interaction Budget/Finance Tools 5,000 Professional Services 49, Codification of Code Ordinances 2, Citizen Survey 18,000 20,000 Administration Expenditures $1,000,000 $900,000 $800,000 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $ Capital Outlay Operations Personnel FISCAL YEAR ANNUAL BUDGET 71

75 GENERAL FUND EXPENDITURES Human Resources Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended PS - Personnel Services Salaries 257, , , , , Part-time Salaries 14, , FICA 19,722 22,828 16,247 24,236 24, Group Insurance 27,731 33,392 26,106 35,189 35, Group Insurance - Retirees , , General Retirement 17,346 21,848 16,196 23,177 23, K General 12,853 14,947 11,078 15,841 15, Workers Comp 1,836 1,964 1,183 2,045 2,045 Account Classification Total: PS - Personnel Services 350, , , , ,016 OP - Operations Telephone and Postage 1,487 1,400 1,132 1,600 1, Printing 3,121 3,380 1, Travel and Training 16,926 21,960 10,220 30,110 30, Advertising 7,552 10,000 7,589 11,000 11, Employee Recruitment 0 3,500 3,812 3,500 3, Supplies and Materials 3,637 5,000 3,283 4,500 4, Safety Supplies 623 1, ,000 1, Wellness Supplies 764 3, ,500 3, Safety Awards 0 1, ,660 1, Employee Recognition 37,828 33,136 12,823 34,935 34, Tuition Reimbursement 10,634 19,200 8,407 18,000 18, Contracted Services 64,593 65,506 48,532 69,825 69, Software Licenses and Maintenance Professional Services 18,903 17,688 15,940 20,680 20, Dues and Subscriptions 1, Insurance 202, , , , , Insurance Deductibles 90, , , , ,000 Account Classification Total: OP - Operations 460, , , , ,485 CO - Capital Outlay Capital Outlay - Equipment ,200 6,200 Account Classification Total: CO - Capital Outlay ,200 6,200 Department Total: Human Resources $811,116 $916,201 $790,147 $1,171,701 $1,171,701 FISCAL YEAR ANNUAL BUDGET 72

76 GENERAL FUND EXPENDITURES Human Resources (Continued) Budget Notes: Human Resources Contracted Services Employee Recognition Programs 1. Criminal Background and Drug Testing Fees 6, Birthday Cards / Gift Cards 4, Employee Audiograms for OSHA req'd. programs 3, Service Awards / Retirement Gifts 6, Job Ready Serv. Pre-hire tests for selected jobs 2, Safety Recognition Lunch (if goal met) 2, Job Ready Serv. Test develop. For 2 job classes 3, Hot Dogs / Ice Cream Social 1, Copier Lease 4, Gotcha/Peak Performer/Employee of the Year NeoGov On-line application contract 7, Workgroup Recognition 9, Insurance Broker for Property/Liability 15, On the Spot Recognition 11, P&A Cobra Administration 1,000 34, DMV Services for License Checks 150 Professional Services 10. P&A Flexible Spending Card Administration 17, Employee Assistance Program 10, Wellness Screenings and Related Events 8, Annual Classification Study 10,000 69,825 20,680 New Personnel Capital Outlay Equipment 1. HR Technician (10 hours added) 12, Office Furniture for HR Tech 6,200 Human Resources Expenditures $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $ Operations Personnel FISCAL YEAR ANNUAL BUDGET 73

77 GENERAL FUND EXPENDITURES Information Services Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended PS - Personnel Services Salaries 385, , , , , Part-Time Salaries FICA 28,030 36,714 25,842 51,377 43, Group Insurance 57,244 65,444 51,116 92,693 75, General Retirement 26,017 35,077 26,268 49,980 42, K General 19,279 23,993 17,968 33,325 28, Workers Comp 1,197 1, ,424 2,057 Account Classification Total: PS - Personnel Services 518, , , , ,666 OP - Operations Telephone and Postage 58,630 79,614 44,171 75,000 75, Printing 16, Travel and Training 31,650 22,400 6,097 16,000 16, Equipment Maintenance and Repair - Hardware 38,965 59,500 8,537 62,500 62, Equipment Maintenance and Repair - Repairs 28,431 16,000 7,556 25,250 25, Vehicle Maintenance and Repair Automotive Supplies Supplies and Materials 29,487 30,508 10,758 20,000 20, Small Equipment 201, ,000 75, , , Contracted Services 64, ,300 46,672 94,000 94, Software Licenses and Maintenance 95, , , , , Professional Services 60,855 43,985 30, Dues and Subscriptions ,000 60,000 Account Classification Total: OP - Operations 626, , , , ,700 CO - Capital Outlay Capital Outlay - Equipment 42, , , Capital Improvement Plan , ,000 Account Classification Total: CO - Capital Outlay 42, , , , ,000 Department Total: Information Systems $1,187,170 $1,826,016 $1,076,197 $2,185,891 $1,771,366 FISCAL YEAR ANNUAL BUDGET 74

78 GENERAL FUND EXPENDITURES Information Services (Continued) Budget Notes: Information Services Small Equipment Capital Improvement Plan 1. New Employee Equipment (30x$2,500) 75, Fiber Expansion Project 150, Replacement Equipment (50x$2,500) 125, , Switch Replacements (2x$5,000) 10,000 Dues & Subscriptions 210, True North 15,000 Software Assurance Maintenance/License 2. ESRI 35, New World maintenance & license 155, NearMaps 10, Executime Software (NEW) 35,000 60, SolarWinds Monitoring Maintenance Contract 12,450 Contracted Services 4. Symantec End Point Protect 15, Robert Half & Century Link 12, Microsoft Licensing Renewals/Upgrade Contract 45, Fiber Testing 6, Crystal Reports 8, Hosted Exchange (12x$6,000) 72, Adobe Acrobat 8, Sharp Plotter Lease (GIS) 4, Mobile Device Management Contract 5,000 94, Laserfiche Maintenance Contract 12,000 Equipment Maintenance and Repair - Hardware 296, SmartNet Network Maintenance Contract 12,500 Telephone & Postage 2. Server IBM/Lenovo Maintenance Contract 8, Townwide Time Warner ISP & TV 30, Unitrends Backup Contract 12, Townwide Verizon Contract (2x$2,000) 24, Telephony Equipment Contract 29, Loaners/on call Verizon Wireless (12x$500) 6,000 62, Redundant Connection (12 x$1,200) 15,000 Personnel 75, IT Business Analyst 73,953 Equipment Maintenance and Repair - Repairs 1. Wireless, Fiber,& Cable Repair 16, Server Drive Repairs (10x$900) 9,000 25,250 Information Services Expenditures $2,000,000 $1,800,000 $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $ Capital Outlay Operations Personnel FISCAL YEAR ANNUAL BUDGET 75

79 GENERAL FUND EXPENDITURES Legal Services Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended PS - Personnel Services Salaries 199, , , , , FICA 14,753 15,090 10,759 15,418 15, Group Insurance 11,456 9,391 10,088 12,912 12, General Retirement 13,487 14,488 10,919 15,111 15, K General 9,995 9,911 7,469 10,076 10, Workers Comp Account Classification Total: PS - Personnel Services 249, , , , ,240 OP - Operations Telephone and Postage Printing Travel and Training 2,489 4, ,500 4, Supplies and Materials 4,103 7, ,000 5, Contracted Services 4,347 5,500 4,068 3,000 3, Professional Services 10,025 20,000 6,675 18,000 20, Dues and Subscriptions 14,822 16,500 9,888 16,500 16,500 Account Classification Total: OP - Operations 36,124 54,050 22,327 47,200 49,200 Department Total: Legal Services $286,102 $301,473 $211,407 $302,440 $304,440 Budget Notes: Legal Services Dues and Subscriptions Contracted Services 1. Westlaw (online subscription) 8, Copier Lease & Copy Fees 3, West Digest subscription 2, Lexis/Nexis books/updates (General Statutes, Civil Procedures) 3,000 Professional Services 4. Dues (NC State Bar, NCBA, 10th Judicial, Wake Co) 2, Outside Counsel legal fees 15, Periodicals (Lawyers Weekly, N&O) Outside legal (previously charged to 4100/4200) 5, Patterson Pope (file system & supplies) ,000 16,500 $350,000 $300,000 $250,000 $200,000 $150,000 $100,000 $50,000 $0 Legal Services Expenditures Capital Outlay Operations Personnel FISCAL YEAR ANNUAL BUDGET 76

80 GENERAL FUND EXPENDITURES Economic Development Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended PS - Personnel Services Salaries 139, , , , , FICA 10,668 11,131 8,383 11,829 11, Group Insurance 16,306 16,355 12,793 16,363 16, General Retirement 9,396 10,634 8,148 11,595 11, K General 6,962 7,273 5,573 7,731 7, Workers Comp ,118 1,836 1,836 Account Classification Total: PS - Personnel Services 182, , , , ,928 OP - Operations Telephone and Postage Printing 342 2, ,000 2, Travel and Training 10,721 10,000 4,229 13,200 13, Equipment Maintenance Advertising 1,435 5,000 2,835 5,000 5, Supplies and Materials 5,454 8, ,200 1, Meeting & Event Provisions ,100 1, Uniforms Contracted Services 16,102 25,000 8, Software Licenses and Maintenance ,800 4, Professional Services 3,970 5,000 1,945 15,000 15, Lease Payments ,000 26, Dues and Subscriptions 6,691 7,860 5,614 1,500 1,840 Account Classification Total: OP - Operations 44,715 63,210 23,407 70,400 70,740 Downtown Merchants Think Apex (Downtown Development) 782 3, ,100 3,100 Account Classification Total: CO - Capital Outlay 782 3, ,100 3,100 Department Total: Economic Development $228,494 $257,572 $170,886 $277,428 $277,768 FISCAL YEAR ANNUAL BUDGET 77

81 GENERAL FUND EXPENDITURES Budget Notes: Economic Development Software Travel & Training 1. XCELIGENT INC. 3, NCEDA Conferences 3, Creative Economic Development Consultant 1, Meetings, Seminars, Receptions 1,500 4, Client Meetings 1,500 Dues & Subscriptions 4. Prospect/Consultant Trips 2, Triangle Business Journal Trade Shows 2, Apex Rotary Club Training/Professional Development 2, CREW Network Chamber Events Misc ,200 1,840 Advertising Think Apex 1. Business North Carolina Magazine 1, Invitations,Trophys, Certificates & Sleeves, 3, South Comm. Publishing Co. Inc. 1,300 Magnets, Stickers, Calendar subscription 3. Misc. Other 2,100 Web Hosting & Award Reception 5,000 Professional Services Lease Payments 1. Nexsen Pruet, LLC 7, Lease & Utility Charges for Coworking Space 26, Certified Site - Engineering 7,500 15,000 $300,000 Economic Development Expenditures $250,000 $200,000 $150,000 $100,000 $50,000 Capital Outlay Operations Personnel $ FISCAL YEAR ANNUAL BUDGET 78

82 GENERAL FUND EXPENDITURES Finance Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended PS - Personnel Services Salaries 237, , , , , Part-Time Salaries ,623 17, FICA 16,955 20,232 13,316 20,602 20, Group Insurance 42,110 36,125 31,834 36,894 36, General Retirement 16,021 19,207 13,715 18,866 18, K General 11,861 13,141 9,381 12,579 12, Workers Comp 1,060 1, ,452 1,452 Account Classification Total: PS - Personnel Services 325, , , , ,449 OP - Operations Unemployment 6,917 10,000 8,606 16,000 16, Telephone and Postage 102,861 92,000 70, ,000 30, Printing 2,964 4,500 2,387 2,400 2, Utilities 0 6,000 3,707 6,000 6, Travel and Training 4,733 7,500 1,731 7,500 7, Building Maintenance 0 5,000 2,538 5,000 5, Equipment Maintenance and Repair 8,634 12,000 5,445 9,000 9, Vehicle Maintenance and Repair 679 1, Automotive Supplies 1,839 2,023 1,053 1,500 1, Supplies and Materials 27,511 35,008 16,107 27,000 27, Contracted Services 233, , , , , Transaction Fees Credit Card ,000 25, Software Licenses and Maintenance , Contracted Services - Billing/Collections ,825 14, Professional Services 86,537 47,000 55,583 60,000 60, Dues and Subscriptions 4,665 5,000 4,968 4,500 4,500 Account Classification Total: OP - Operations 480, , , , ,825 CO - Capital Outlay Capital Outlay - Equipment 19,090 42,754 42,851 10,000 10,000 Account Classification Total: CO - Capital Outlay 19,090 42,754 42,851 10,000 10,000 DS - Debt Service Bond Issuance Cost Account Classification Total: DS - Debt Service Department Total: Finance $824,859 $892,140 $646,919 $888,674 $707,274 FISCAL YEAR ANNUAL BUDGET 79

83 GENERAL FUND EXPENDITURES Finance (Continued) Budget Notes: Finance Contracted Services - Billing/Collections Professional Services 1. Professional Mail / Bill Printing & Postage 7, Audit Contract 60, Authorize.net/Heartland Web Portal epayments 1, Online Info Services Credit Check New Customers 775 Capital Outlay - Equipment 4. BB&T Lockbox Services 1, Meter Reading Handheld 5, Online Collections-Bad Debt Collections DataVoice IVR 1,100 Software 7. Itron Bonfire Annual fee electronic bids and proposal Mg 10, Other 1, MCCI Laserfiche Maintenance 1,500 14,825 12,300 Contracted Services New Positions 1. Wake County & NCDMV Tax Collections 115, LSE Meter Technician 17, Other 1, LSE - Warehouse Assistant 17, ,000 35,261 Finance Expenditures $1,000,000 $900,000 $800,000 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $ Capital Outlay Operations Personnel FISCAL YEAR ANNUAL BUDGET 80

84 GENERAL FUND EXPENDITURES Planning Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended PS - Personnel Services Salaries 994,199 1,106, ,693 1,199,601 1,145, Part-time Salaries 18,771 24,700 33,887 38,480 38, FICA 75,172 86,412 60,575 94,734 90, Group Insurance 148, , , , , General Retirement 67,070 80,440 57,507 88,218 84, K General 49,710 55,242 39,335 58,816 56, Workers Comp 6,697 8,055 4,579 8,139 7,943 Account Classification Total: PS - Personnel Services 1,360,131 1,513,220 1,095,124 1,642,526 1,568,569 OP - Operations Telephone and Postage 3,035 4,300 2,497 4,050 4, Printing 0 2, ,000 1, Travel and Training 6,559 14,825 7,881 14,550 14, Vehicle Maintenance and Repair 146 3,232 1,492 3,000 3, Advertising 0 1, ,000 1, Automotive Supplies 2,506 5,646 3,100 6,000 6, Supplies and Materials 16,323 15,645 9,695 22,000 22, Contracted Services 49,287 63,077 27,768 51,550 51, Transaction Fees / Credit Cards ,000 12, Professional Services 28,000 34, , , Lease Payments 10,276 12,000 7,991 12,500 12, Dues and Subscriptions 19,664 29,225 21,953 29,615 29,815 Account Classification Total: OP - Operations 135, ,450 82, , ,465 CO - Capital Outlay Capital Outlay - Equipment 11,155 58,000 54,662 29, Downtown Development 17,719 37,500 15,769 44,600 44,600 Account Classification Total: CO - Capital Outlay 28,874 95,500 70,431 74,500 44,600 Department Total: Planning 1,524,801 1,794,170 1,247,932 2,069,291 1,965,634 FISCAL YEAR ANNUAL BUDGET 81

85 GENERAL FUND EXPENDITURES Planning 4900 (Continued) Budget Notes: Planning Contracted Services Professional Services 1. Buffer Re-vegetation and Landscape Improvements 15, Comprehensive Bicycle Plan (matching grant) 21, Arboreal Services 12, Comprehensive Transportation Plan (CTP) 110, Zoning Compliance Enforcement (Weeded Lots) 3, Land Use Plan (in conjunction w/ctp) 60, Plotter Service Contract 1, Surveying (annexation maps, ROW plats) 4, Capital Area Preservation 19, ,000 51,550 Dues and Subscriptions Downtown Development 1. NCAZO Façade Grants 20, American Planning Association/NCAPA 3, Misc. Downtown Improvements 15, AICP 1, Downtown Hanging Basket Maintenance 9, CAMPO 23,200 44, Misc. Other 1,115 29,815 Planning Expenditures $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 Operations Personnel $ FISCAL YEAR ANNUAL BUDGET 82

86 GENERAL FUND EXPENDITURES Facility Services Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended PS - Personnel Services Salaries 197, , , , , Part-time Salaries 4,112 14,928 13, FICA 14,748 17,373 12,863 17,244 17, Group Insurance 34,295 31,782 25,976 33,065 33, General Retirement 13,324 15,215 11,816 16,900 16, K General 9,873 10,608 8,082 11,269 11, Workers Comp 5,774 7,040 4,700 7,141 7,141 Account Classification Total: PS - Personnel Services 279, , , , ,935 OP - Operations Telephone and Postage 2,244 2,000 1,525 2,500 2, Utilities 74,323 75,000 48,334 75,000 75, Travel and Training 5,388 3, ,000 3, Building Maint and Repair - Town Hall 27,516 50,000 19,798 50, , Building Maint and Repair - Depot Bldg 0 5,000 5,184 15,000 15, Equipment Maintenance and Repair 1,843 2,000 1,281 2,000 2, Vehicle Maintenance and Repair 2,247 2,032 2,086 2,000 2, Equipment Rental 825 1, ,000 1, Advertising Automotive Supplies 1,204 3,064 1,460 3,000 3, Supplies and Materials 18,096 28,316 10,146 25,000 25, Safety Supplies Uniforms 2,333 2,540 1,809 3,000 3, Contracted Services 301, , , , , Software Licenses and Maintenance , Professional Services 1,500 3,000 2,000 5,000 5, Dues and Subscriptions 329 1, ,000 1,000 Account Classification Total: OP - Operations 439, , , , ,266 CO - Capital Outlay Capital Outlay - Improvements 210, , ,958 1,316, , Capital Outlay - Equipment 0 8, ,000 33,000 Capital Improvement Plan ,000 Account Classification Total: CO - Capital Outlay 210, , ,958 1,514, ,247 Department Total: Facility Services $928,887 $1,598,385 $918,198 $2,477,923 $1,295,448 FISCAL YEAR ANNUAL BUDGET 83

87 GENERAL FUND EXPENDITURES Facility Services (Continued) Budget Notes: Facility Services Contracted Services Capital Outlay Improvements 1. Custodial Contract (& additional services) 136, Fire Suppression System - Server rooms & vault 85, Landscape Contract (Non-Parks) 58, Wash bay safety switch, valve & (re)piping for wate 6, Miscellaneous Equipment Maintenance 25, TH Third Floor Server Rm-HVAC Replacement 113, Building Automation System Contract 18, Installation of fresh air vents in PW wash bay 3, Pest Control Contract 15, Public Works Ops Bldg-Remaining renovation 54, Fire Protection Sprinkler Contract 4, Handicap Access Upgrades - Town Hall 20, Generator Contract 19, Security Cameras for P&I Yard, PW-OPS/Fleet 45, Load Bank Test for Generator at PD 1, Downspout Replacements at PW Operations 6, PW Rugs, Shop Rags, etc. 6, Rework of damaged concrete area at PW-Admin 6, Annual Fire Alarm Monitoring Contract 4, , Annual Fire Alarm Test & Inspect Contract 14,000 Software 12. Fire Extinguisher Contract 3, Facility Dude Maintenance Management Software 5, Chiller Maintenance Agreement 7, Overhead Door PM Contract 7,956 Capital Outlay - Equipment 15. PD Boiler Maintenance Agreement 4, Replace Ford F-250 (Unit # 120) 33, Elevator Inspections (NCDOL) Town Hall Water Contract 2,500 New Personnel 18. Elevator Maint. Contract (TH, FS3, CAC, PW,PD) 6, Administrative Specialist (LSE to Full-Time) 50, Alarm Monitoring for Panic Button System 2, CAC - Inverter Maintenance Agreement 900 Building Maint and Repair - Town Hall 21. All-in-one Copier Lease Agreement 2, Temperature reset for Hot Water TH 7, Boiler Safety Inspections Replacement of Air Flow Monitoring Stations (6) 28, Secure Access Brivo Annual Fee ALL locations 8, Wireless Equipment & Service 1, , Operable Wall System Maintenance T-Stat replacements at TH 7, Painting of entire atrium area TH 17, Other 50, ,294 Facility Services Expenditures $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $ Capital Outlay Operations Personnel FISCAL YEAR ANNUAL BUDGET 84

88 GENERAL FUND EXPENDITURES Police Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended PS - Personnel Services Salaries 5,153,078 5,912,298 4,213,319 6,821,997 6,417, Part-Time Salaries 48,652 72,150 48, , , FICA 376, , , , , Group Insurance 791, , , , , General Retirement 59, ,637 52,053 77,987 74, Police Retirement 305, , , , , K General 43,777 80,467 35,605 51,994 50, K Police 213, , , , , Separation Allowance 125, , , , Workers Comp 139, , , , ,300 Account Classification Total: PS - Personnel Services 7,256,143 8,328,064 5,853,216 9,694,883 9,121,727 OP - Operations Telephone and Postage 88, ,725 72, , , Printing 2,704 4,000 2,249 3,500 3, Utilities 63,654 80,000 41,687 75,000 75, Travel and Training 64,369 87,472 37,135 98,500 98, Building Maintenance and Repair 33,893 99,477 42,623 80,000 80, Equipment Maintenance and Repair 14,050 25,839 13,318 21,650 21, Vehicle Maintenance and Repair 44,136 62,837 20,360 50,000 50, PIN Terminal 11,772 15,600 12,108 15,600 15, Advertising 380 1, Automotive Supplies 109, ,414 75, , , Supplies and Materials 351, , , , , Meeting & Event Provisions ,000 5, Crime Prevention 19,618 20,000 10,929 20,000 20, Uniforms 62,609 82,885 61, , , Contracted Services 283, , , , , Software Licenses and Maintenance , , Professional Services 19,713 58,034 21,723 79,000 79, Dues and Subscriptions 5,447 5,000 3,926 10,500 10, Restricted Police Funds 0 6, ,000 5,000 Account Classification Total: OP - Operations 1,176,463 1,606, ,236 1,855,865 1,556,770 CO - Capital Outlay Capital Outlay - Equipment 704,093 1,242, , , ,014 Capital Improvement Plan ,062, ,200 Account Classification Total: CO - Capital Outlay 704,093 1,242, ,271 2,050,614 1,772,214 Department Total: Police 9,136,699 11,176,337 7,547,723 13,601,362 12,450,711 FISCAL YEAR ANNUAL BUDGET 85

89 GENERAL FUND EXPENDITURES Police (Continued) Budget Notes: Police Contracted Services Capital Outlay Equipment 1. Wireless Communications 43, New Vehicles, Marked - New Positions (6) 342, Wake County Communications 33, New Vehicles, Marked SUV-Add to Fleet (3) 171, Janitorial Services & Supplies 24, Replacement Vehicles (2) Unmarked 60, In-Car Video Maintenance 23, Replacement Vehicles (7) Marked 287, Copier Leases 13, , Security System Maintenance 10,500 Software 7. Server Maintenance 10, SunGard RMS & Mobile Licenses (6 each) 27, Unitrends IT Backup Solution 10,000 2.SunGard (RMS/Training Module) 84, Other, Misc. 48, Adobe Creative Cloud 1, , Guardian Tracking 3,500 New Personnel 5. Shiftboard 1, Police Officers assigned to Patrol (4) 256, Laserfiche 3, Police Sergeant (SRO) 79, Net Motion 9, Police Officer - SRO (hire 1/1/18) 32, Access Data Group 2, , Callyo 2,750 Supplies & Materials (Significant) 10. Cellbrite 3, New Employee Equipment Costs (6) 53, Katana Forensics Ammunition 27, Leads Online 4, Computers (Replacements-20) 26, Magnet Forensics Computers (New Employees-6) 9, Power DMS 1, Barricades & Trailer 15, , Office Supplies 15,000 Capital Improvement Plan 7. Radar Units 14, Radio Console Replacement (CIP) 440, Tasers (Replacements-10) 14, SunGard CAD Replacement (CIP) 300, Patrol Rifles & Accessories (10) 10, Radio Replacement (CIP) 172, Shotguns (10) 9, , ,700 $14,000,000 $12,000,000 Police Expenditures $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 Capital Outlay Operations Personnel $ FISCAL YEAR ANNUAL BUDGET 86

90 GENERAL FUND EXPENDITURES Fire Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended PS - Personnel Services Salaries 3,386,285 4,110,935 2,869,660 4,781,819 4,610, LSE / Stipend 136, ,385 94, , , FICA 250, , , , , Group Insurance 589, , , , , General Retirement 227, , , , , K General 168, , , , , Workers Comp 135, , , , ,397 Account Classification Total: PS - Personnel Services 4,895,548 5,966,762 4,116,223 6,814,951 6,568,705 OP - Operations Telephone and Postage 11,660 14,000 8,456 15,750 15, Printing 947 1, ,500 1, Utilities 37,915 50,000 24,480 38,100 38, Travel and Training 20,977 37,850 17,361 38,000 38, Building Maintenance and Repair 38,056 40,000 15,156 68,000 68, Equipment Maintenance and Repair 24,610 25,525 10,586 34,000 34, Vehicle Maintenance and Repair 63,914 72,044 37,239 70,000 70, Automotive Supplies 51,398 71,031 46,749 62,000 62, Supplies and Materials 150,833 57,764 35,106 92,425 89, Uniforms 54,698 58,307 35,456 61,650 61, Contracted Services 71, ,332 73,544 54,950 54, Software Licenses and Maintenance ,000 21, Personal Protective Equipment (eq) 0 65,875 49,236 62,400 62, Professional Services 24,720 42,500 4,292 48,750 34, Emergency Equipment (esq) 0 66,400 23,737 54,500 54, Dues and Subscriptions 7,481 8,400 6,675 9,455 9,455 Account Classification Total: OP - Operations 558, , , , ,480 HZ - Hazmat Program Wake County Hazmat 17,746 18,847 18,847 19,732 19,732 Account Classification Total: HZ - Hazmat Program 17,746 18,847 18,847 19,732 19,732 CO - Capital Outlay Capital Outlay -Land 239, Capital Outlay - Equipment 480,144 1,494, , , ,150 Account Classification Total: CO - Capital Outlay 719,768 1,494, , , ,150 Department Total: Fire $6,192,050 $8,199,534 $5,260,446 $7,691,313 $7,428,067 FISCAL YEAR ANNUAL BUDGET 87

91 GENERAL FUND EXPENDITURES Fire (Continued) Budget Notes: Fire Contracted Services Capital Outlay Equipment 1. Air Gas - Medical Gases 4, Motorola Radio Replacement (cost share FY18) 108, Landscaping Contract (Jones Landscaping) 11, New Graphics on enclosed trailers 5, Verizon (air cards/mifi devices for apparatus) 7, edraulic Combi-Extrication Tool 11, Wake County 800mhz systems and radios 17, , American Test Centers (annual ladder testing) 2,750 New Personnel 7. Safe Air - Quarterly breathing air testing 1, of 9 firefighters needed for staffing standard 176, Custodial Services (floor strip,wax,carpet clean) 7, Sharp Copier Contract (US Bank Finance) 3,500 Software 54, Xerox Firehouse Software 10,000 Professional Services 2. Target Solutions Software 11, SiteMed (employee physicals) 26,500 21, SiteMed (new firefighter positions) 2, Firehouse Training & Customization 5,500 34,250 Fire Expenditures $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $ Capital Outlay Operations Personnel FISCAL YEAR ANNUAL BUDGET 88

92 GENERAL FUND EXPENDITURES EMS Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended PS - Personnel Services Salaries 984, , ,192 1,010,097 1,010, Part-time Salaries 102,899 97,986 72, , , FICA 78,484 82,271 64,310 85,075 85, Group Insurance 163, , , , , General Retirement 66,134 71,440 58,636 75,767 75, K General 48,987 48,866 40,107 50,513 50, Workers Comp 54,139 71,208 51,444 72,991 72,991 Account Classification Total: PS - Personnel Services 1,497,954 1,521,481 1,209,936 1,555,594 1,555, Telephone and Postage 2,241 2,075 1,527 2,300 2, Printing Utilities 4,556 4,500 2,940 4,500 4, Travel and Training 3,904 4,000 1,567 4,000 4, Building Maintenance and Repair 8,791 9,750 2,400 9,750 9, Equipment Maintenance and Repair 9,751 5,850 2,337 5,575 5, Vehicle Maintenance and Repair 16,896 17,580 14,775 22,200 22, Automotive Supplies 25,483 33,663 8,447 33,500 33, Supplies and Materials 11,112 8,663 4,796 9,500 9, Medical Supplies and Equipment 60,694 58,694 39,274 62,500 62, Uniforms 15,243 15,500 5,199 15,500 15, Contracted Services 10,153 11,900 6,543 12,224 12, Professional Services 536 1, ,500 1, Lease Payments 36,763 64,174 45,450 64,174 64, Lease Payments - Cary FD 0 5, ,600 5, Dues and Subscriptions 2,677 2,400 4,790 2,400 2,400 Account Classification Total: OP - Operations 208, , , , ,645 CO - Capital Outlay Capital Outlay - Improvements 20, Capital Outlay - Equipment ,000 0 Account Classification Total: CO - Capital Outlay 20, ,000 0 Department Total: EMS 1,727,499 1,767,730 1,350,628 1,971,217 1,811,240 FISCAL YEAR ANNUAL BUDGET 89

93 GENERAL FUND EXPENDITURES EMS (Continued) Budget Notes: EMS Professional Services Contracted Services 1. New Employee Medical Review Jones Landscaping 4, New Employee Health Assessment/Testing Bio-hazard waste disposal 1, DEA Licensing EMSAR Stretcher Maintenance 2, DHHS Licensing Praxair (Oxygen) 2,000 1, GEOTab Vehicle Monitoring Service 1,150 12,245 EMS Expenditures $2,000,000 $1,800,000 $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $ Capital Outlay Operations Personnel FISCAL YEAR ANNUAL BUDGET 90

94 GENERAL FUND EXPENDITURES Public Works & Transporation Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended PS - Personnel Services Salaries 125, , , , , FICA 8,760 29,591 22,236 50,174 50, Group Insurance 15,323 31,447 35,255 73,972 73, General Retirement 8,492 28,803 22,278 49,183 49, K General 6,295 19,215 15,238 32,790 32, Workers Comp 1,604 5,878 4,142 9,876 9,876 Account Classification Total: PS - Personnel Services 166, , , , ,696 OP - Operations Telephone and Postage 12,253 12,092 12,831 3,984 3, Printing Utilities 72,136 70,000 46,175 70,000 70, Travel and Training 1,326 3,771 2,265 14,845 14, Building Maintenance and Repair 28,303 25,785 18,049 33,700 33, Equipment Maintenance and Repair 2,543 4,470 1,878 4,470 4, Vehicle Maintenance and Repair 217 2, ,000 3, Automotive Supplies 998 4,053 1,193 3,000 3, Supplies and Materials 12,163 20,384 13,821 21,245 21, Uniforms 93 2,080 1,325 5,850 5, Contracted Services 23,938 37,500 19, ,200 64, Software Licenses & Maintenance , Professional Services 0 50,012 5,430 36,000 36, Lease Payments 0 3, Dues and Subscriptions ,705 15,766 16,444 3,150 Account Classification Total: OP - Operations 154, , , , ,994 CO - Capital Outlay Capital Outlay - Equipment 0 4,236 4,232 38,000 0 Account Classification Total: CO - Capital Outlay 0 4,236 4,232 38,000 0 Department Total: Public Works & Transporation $ 320,695 $ 754,436 $ 547,183 $ 1,292,934 $ 1,155,690 FISCAL YEAR ANNUAL BUDGET 91

95 GENERAL FUND EXPENDITURES Public Works & Transporation (Continued) Budget Notes: Public Works & Transporation Contracted Services Professional Services 1. Traffic Signal & Beacon Maintenance 25, Survey & Design for Unplanned Projects 10, Custodial Services 6, Traffic Counts (20 each) 20, Copier Leases 10, Annual Bridge Inspection 6, Document Shredding , Jones Landscaping 22,000 New Personnel 64, Cityworks Specialist 67,849 Software 1. AutoCAD subscriptions + 1 seat of vehicle tracking (4) 5, Synchro upgrade 2, Additional Sidra seat 3, Additional HCS seat 3, WaterCAD subscription Cityworks 6,500 20,250 Public Works & Transportation Expenditures $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $ Capital Outlay Operations Personnel FISCAL YEAR ANNUAL BUDGET 92

96 GENERAL FUND EXPENDITURES Utility Engineering-Water Resources Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended PS - Personnel Services Salaries 0 673, , , , FICA 0 51,562 34,208 74,264 70, Group Insurance 0 109,858 73, , , General Retirement 0 46,469 35,688 72,201 68, K General 0 33,700 24,410 48,539 46, Workers Comp 0 11,281 7,401 14,677 13,924 Account Classification Total: PS - Personnel Services - 926, ,565 1,327,984 1,259,570 OP - Operations Telephone and Postage 0 15,508 5,164 17,800 17, Printing ,500 2, Utilities Travel and Training 0 9,304 3,506 16,500 16, Building Maintenance and Repair ,300 1, Equipment Maintenance and Repair 0 4, ,000 5, Vehicle Maintenance and Repair 0 12, ,000 8, Automotive Supplies 0 8,405 4,782 21,000 20, Supplies and Materials 0 18,526 5,484 24,600 22, Uniforms 0 3,250 1,897 8,840 8, Contracted Services 0 167,329 70,707 52,500 52, Professional Services 0 15, ,500 20, Dues and Subscriptions 0 10,495 5,285 18,360 15,560 Account Classification Total: OP - Operations - 264,598 98, , ,550 CO - Capital Outlay Capital Outlay - Land Capital Outlay - Equipment ,000 60,000 Account Classification Total: CO - Capital Outlay ,000 60,000 Department Total: Water Resources $ - $ 1,191,350 $ 761,715 $ 1,674,884 $ 1,510,120 FISCAL YEAR ANNUAL BUDGET 93

97 GENERAL FUND EXPENDITURES Utility Engineering-Water Resources (Continued) Budget Notes: Utility Engineering-Water Resources Contracted Services (significant) Professional Services (significant) 1. Town-Owned BMP Maintenance Contract 35, Miscellaneous (Flood studies, Phase I ESAs, etc.) 15, Canon Plotter i765 Lease Contract 2, Emergency Consulting Fund 5, Sharp MX-3140 Maintenance Contract 2,800 20, Miscellaneous (incl. est. increase-plotter fee) 12,000 Capital Outlay Equipment 52, New 4WD SUV (Environmental Technician) 30,000 New Personnel 2. New 4WD SUV (Construction Inspector) 30, Construction Inspector 74,592 60, Environmental Technician 68, ,006 Utility Engineering-Water Resources Expenditures $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $ Capital Outlay Operations Personnel FISCAL YEAR ANNUAL BUDGET 94

98 GENERAL FUND EXPENDITURES Streets Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended PS - Personnel Services Salaries 392, , , , , Part-Time Salaries (Includes CM for prior periods) 0 0 4, FICA 28,734 38,992 22,326 57,690 46, Group Insurance 89,234 94,254 67, , , General Retirement 26,463 38,087 22,200 56,551 45, K General 19,599 25,470 15,176 37,694 30, Workers Comp 21,949 27,083 15,316 42,666 34,284 Account Classification Total: PS - Personnel Services 578, , ,454 1,097, ,303 OP - Operations Telephone and Postage 8,878 14,000 6,013 11,000 11, Utilities 157, ,000 99, , , Travel and Training 75 3,750 2,577 7,100 7, Equipment Maintenance and Repair 37,332 38,024 24,008 42,024 42, Vehicle Maintenance and Repair 15,049 20,079 16,780 24,700 24, Automotive Supplies 30,028 45,274 19,364 47,274 47, Supplies and Materials 54, ,495 70, , , Road Treatment - Salt 106, , ,035 25,000 25, Uniforms 6,379 9,382 5,863 11,700 11, Railroad Crossing Maintenance 8,378 7,500 1,493 7,500 7, Contracted Services 401, , , , , Contracted Services - (PB) Powell Bill 518,282 1,913,725 1,186,264 1,180,000 1,180, Professional Services 5,553 45, ,000 5, Dues and Subscriptions Account Classification Total: OP - Operations 1,349,215 3,058,560 1,805,233 2,163,675 2,153,675 CO - Capital Outlay Capital Outlay - Improvements 174, , , Capital Outlay - Equipment 178,509 54,658 29, ,500 63,000 Capital Improvement Plan , ,000 Account Classification Total: CO - Capital Outlay 353, , , , ,000 Department Total: Streets 2,280,534 4,518,765 2,699,283 3,809,795 3,397,978 FISCAL YEAR ANNUAL BUDGET 95

99 GENERAL FUND EXPENDITURES Streets (Continued) Budget Notes: Streets Contracted Services Capital Outlay Equipment 1. Roadside Mowing 261, Replace ATV (Unit #577) 25, Radios (Maintenance Contract) 4, F250 4x4 Regular Cab Truck (New Personnel) 38, Line Painting 33,000 63, Street Sweeping 120,000 Capital Improvement Plan 418, Apex Barbecue Rd Bridge Replacement 300,000 New Personnel 1. Heavy Equipment Operator 59, Street Maintenance Worker (2) 101, ,716 Streets Expenditures $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $ Capital Outlay Operations Personnel FISCAL YEAR ANNUAL BUDGET 96

100 GENERAL FUND EXPENDITURES Solid Waste Services Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended PS - Personnel Services Salaries 792, , , , , Part-Time Salaries 6, FICA 57,498 44,044 30,529 44,146 41, Group Insurance 145, ,382 80, , , General Retirement 53,434 41,942 30,332 43,267 40, K General 39,600 28,785 20,747 28,851 26, Workers Comp 31,223 28,837 19,049 33,409 31,222 Account Classification Total: PS - Personnel Services 1,125, , , , ,089 OP - Operations Telephone and Postage 15,736 18,000 5,647 11,360 11, Travel and Training 3,102 3,000 1,873 5,850 5, Equipment Maintenance and Repair 72,167 87,007 46,020 87,000 87, Vehicle Maintenance and Repair 32,299 39,019 31,606 46,800 46, Automotive Supplies 77, ,651 48, , , Supplies and Materials 32,555 13,200 14,278 21,500 21, Uniforms 7,311 8,500 6,025 8,450 8, Contracted Services 151,284 18,130 17, Professional Services 7,092 5,000 1, Sanitation 2,350,290 2,306,500 1,449,255 2,306,500 2,450, Electronics Recycling 3,304 3,500 2,006 3,500 3, Dues and Subscriptions 8, Account Classification Total: OP - Operations 2,761,567 2,616,507 1,625,673 2,611,260 2,755,381 CO - Capital Outlay Capital Outlay - Equipment 52, , , , ,000 Account Classification Total: CO - Capital Outlay 52, , , , ,000 Department Total: Solid Waste Services 3,940,236 3,689,140 2,447,809 3,816,554 3,905,470 FISCAL YEAR ANNUAL BUDGET 97

101 GENERAL FUND EXPENDITURES Solid Waste Services (Continued) Budget Notes: Solid Waste Services Capital Outlay Equipment Cost Contracted Services 1. Leaf Truck Replacement (Unit #121) 190, Sharp Business Services Copier Chipper Truck (New Personnel) 170, ,000 New Personnel 1. Solid Waste Equipment Operator (2) 109, General Maintenance Worker 48, ,115 Solid Waste Services $4,500,000 $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $ Capital Outlay Operations Personnel FISCAL YEAR ANNUAL BUDGET 98

102 GENERAL FUND EXPENDITURES Fleet Services Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended PS - Personnel Services Salaries 180, , , , , FICA 13,299 17,637 12,378 19,431 19, Group Insurance 28,241 35,649 26,371 41,758 41, General Retirement 12,147 16,848 12,210 19,045 19, K General 9,001 11,525 8,352 12,701 12, Workers Comp 6,224 9,335 6,033 9,164 9,164 Account Classification Total: PS - Personnel Services 248, , , , ,013 OP - Operations Telephone and Postage 2,686 2,000 2,389 3,000 3, Travel and Training 4,009 4,000 1,164 4,000 4, Equipment Maintenance and Repair 4,269 6,000 2,092 6,000 6, Vehicle Maintenance and Repair 1,542 3,032 1,700 3,000 3, Advertising Automotive Supplies 2,833 5,094 1,727 5,000 5, Supplies and Materials 26,667 52,419 38,452 53,495 53, Safety Supplies Uniforms 2,958 5,146 3,297 5,500 5, Contracted Services 28,801 40,507 28,277 96,892 42, Software License & Maintenance ,350 7, Dues and Subscriptions 65 1, ,500 1,500 Account Classification Total: OP - Operations 73, ,198 79, , ,938 CO - Capital Outlay Capital Outlay - Improvements ,709 48, Capital Outlay - Equipment 17,149 0 (7) 79,871 22,871 Account Classification Total: CO - Capital Outlay 17,149 0 (7) 128,580 71,580 Department Total: Fleet Services 339, , , , ,531 FISCAL YEAR ANNUAL BUDGET 99

103 GENERAL FUND EXPENDITURES Fleet Services (Continued) Budget Notes: Fleet Services Contracted Services Capital Outlay Equipment 1. Oil Recycling Services 6, A/C Refrigerant Recovery Machine for 1234YH 5, FIMS - TMT ASP Annual Charge 20, Additional Wireless Gray Lifts 10, Welding Supplies & Service 1, Replace Tire Changing Machine 7, Wireless Equipment & Service 4,200 22, Lift Inspections & Quarterly Maintenance 2,500 Capital Outlay Improvement 6. All-In-One Printer/Copier Lease Install Large Ceiling Fans in Shop Area (7) 48, Tagmaster upgrade 7,150 42,593 Software Supplies & Materials 1. Altel Software Update 1, Additional air compressor-shop area 3, ALLDATA 1, Ford IDS Update 1, Jay-Pro Heavy Duty Truck Update 2,700 7,350 Fleet Services Expenditures $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $ Capital Outlay Operations Personnel FISCAL YEAR ANNUAL BUDGET 100

104 GENERAL FUND EXPENDITURES Inspections & Permitting Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended PS - Personnel Services Salaries (reduced prior period for inspectors moved) 1,754,620 1,027, ,917 1,350,556 1,301, Part-Time Salaries 17,499 17,784 35,043 18,928 18, FICA 127,388 79,447 64, , , Group Insurance 267, , , , , General Retirement 118,440 76,868 62,494 95,347 91, K General 87,731 51,036 42,746 63,570 61, Workers Comp 22,568 11,862 7,525 16,757 16,004 Account Classification Total: PS - Personnel Services 2,395,565 1,409,898 1,202,345 1,829,319 1,760,894 OP - Operations Telephone and Postage 7,991 2,500 2,164 7,500 7, Travel and Training 15,585 17,900 7,324 43,275 43, Equipment Maintenance and Repair Vehicle Maintenance and Repair 4,219 2,584 3,828 6,600 6, Automotive Supplies 15,517 8,375 6,338 16,500 16, Supplies and Materials 18,324 13,238 7,507 10,950 10, Small Equipment ,625 14, Uniforms 2,612 4,200 1,705 5,400 5, Contracted Services 128,865 91,034 55,836 8,060 8, Transaction Fees / Credit Cards , , Software License & Maintenance ,200 19, Professional Services 7,069 11, Dues and Subscriptions 22,884 75,100 72, Account Classification Total: OP - Operations 223, , , , ,350 CO - Capital Outlay Capital Outlay - Equipment 23,374 25,000 24,868 90,000 30,000 Capital Improvement Plan , ,000 Account Classification Total: CO - Capital Outlay 23,374 25,000 24, , ,000 Department Total: Inspections & Permitting 2,642,338 1,661,229 1,384,096 2,442,369 2,314,244 FISCAL YEAR ANNUAL BUDGET 101

105 GENERAL FUND EXPENDITURES Inspections & Permitting (Continued) Budget Notes: Inspections & Permitting Contracted Services New Personnel 1. Copier Leases 7, Code Enforcement Supervisor (Residential) 84, Misc. services 500 8,060 Capital Improvement Plan Software 1. Renovation to Inspections Area (incl. Design) 240, E-Permitting 10, IDT Building Structural Review License 9,500 Capital Outlay Equipment 19, New Vehicle (new position) 30,000 Inspections & Permitting Expenditures $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $ Capital Outlay Operations Personnel FISCAL YEAR ANNUAL BUDGET 102

106 GENERAL FUND EXPENDITURES Parks & Recreation Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended PS - Personnel Services Salaries 1,064,582 1,246, ,993 1,620,220 1,246, LSE 242, , , , FICA 96, ,629 79, , , Group Insurance 204, , , , , General Retirement 71,837 90,891 65,412 96,082 94, K General 53,228 62,175 44,742 64,067 62, Workers Comp 33,987 35,521 22,791 37,351 36,760 Account Classification Total: PS - Personnel Services 1,766,363 2,001,496 1,452,912 2,158,792 2,105,958 OP - Operations Telephone and Postage 12,808 20,028 11,126 16,344 16, Utilities 145, ,000 89, , , Travel and Training 20,055 14,640 8,052 18,750 18, Building Maintenance and Repair 47,681 80,545 57,917 56,500 56, Equipment Maintenance and Repair 12,041 16,093 13,537 15,000 15, Vehicle Maintenance and Repair 6,855 10,099 5,756 10,099 10, Equipment Rental 13,753 14,500 12,123 14,500 14, Vehicle Rental 4, Facilities Rental 24,805 32,000 22,583 32,000 32, Advertising 7,309 27,018 11,941 19,400 19, Automotive Supplies 22,989 37,834 19,822 37,400 37, Supplies and Materials 340, , , , , Senior Trips 0 28,475 14,383 38,560 38, Contracted Services 795, , , , , Professional Services 23,060 10,007 9,207 20,000 20, Dues and Subscriptions 3,416 5,660 3,454 6,092 6,092 Account Classification Total: OP - Operations 1,480,809 1,425, ,390 1,380,514 1,380,415 CO - Capital Outlay Capital Outlay - Land 0 60, Capital Outlay - Improvements 171, , , , , Capital Outlay - Equipment 88, , , ,413 62,000 Account Classification Total: CO - Capital Outlay 259, , , , ,000 Department Total: Parks & Recreation 3,506,984 4,368,311 2,926,696 4,198,719 3,874,373 FISCAL YEAR ANNUAL BUDGET 103

107 GENERAL FUND EXPENDITURES Parks & Recreation (Continued) Budget Notes: Parks & Recreation Contracted Services Capital Outlay Improvements 1. Landscape Maintenance (Schools-Level 4) 50, Repair Tennis Courts at ACP 50, Sports Officials 245, Re-route Greenway at 540 due to flooding 65, Program Instructors (Non Athletic) 202, Creek Crossing at Charleston Village 150, Porta-John Rental 5, Install Sound Baffling Gym 2 at CC 25, Copiers 15, Control Link Lighting Upfit ACP fields 30, Communications (Radios/Phones) 5, Accessible Playground Equipment-Kidstown 6, Greenway Signage (White Oak Creek) 10, , Turf, Fencing, Level 4 Projects 37,500 Travel & Training 9. Tree Removal 15, Employee Training / Certification 11, Miscellaneous 11, Coaches Training / Certification 7, ,500 18,750 Capital Outlay Equipment Dues & Subscriptions 1. Spreader for Landscape Crew 9, NCRPA Agency Membership 1, Toro Aerator for Landscape Crew 8, USTA Dues (recovered in revenue) 1, " Reel Mower for Landscape Crew 32, State of NC-Annual Beach Bingo License Toddler Swings for Hunter Street Park 13, Software Annual Licenses (Creative Suites) 3,232 62,000 6,092 New Personnel 1. Recreation Program Specialist (hire 1/1/18) 37,286 Parks & Recreation Expenditures $4,500,000 $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $ Capital Outlay Operations Personnel FISCAL YEAR ANNUAL BUDGET 104

108 GENERAL FUND EXPENDITURES Cultural Arts Center Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended PS - Personnel Services Salaries 166, , , , , LSE 36,727 42,475 27,390 50,847 50, FICA 15,185 16,372 11,885 17,763 17, Group Insurance 25,420 24,438 19,121 24,452 24, General Retirement 11,213 12,536 9,650 13,596 13, K General 8,309 8,575 6,600 9,066 9, Workers Comp 4,451 3,734 2,997 3,816 3,816 Account Classification Total: PS - Personnel Services 267, , , , ,801 OP - Operations Telephone and Postage 1,258 1, ,472 2, Printing 1,093 1, ,720 1, Utilities 16,773 25,000 11,033 25,000 25, Travel and Training ,035 1, Building Maintenance and Repair 19,448 27,714 9,753 44,457 44, Equipment Maintenance and Repair 270 2, ,500 2, Advertising 14,536 20,975 13,494 24,575 24, Supplies and Materials 19,260 43,038 31,405 32,004 32, Contracted Services 92, ,026 61, , , Professional Services Dues and Subscriptions 2,016 2,698 3,997 2,798 2,438 Account Classification Total: OP - Operations 167, , , , ,584 Department Total: Cultural Arts Center 434, , , , ,385 FISCAL YEAR ANNUAL BUDGET 105

109 GENERAL FUND EXPENDITURES Cultural Arts Center (Continued) Budget Notes: Cultural Arts Center Contracted Services Dues and Subscriptions 1. Outdoor Performing Events (Town Sponsored) 7, NC Recreation & Parks Association Indoor Performing Events (Town Sponsored) 15, ASCP Licensing Programs (Town Sponsored) 102, BMI Licensing Equipment Leasing (Copiers/Printers) 3, Motion Picture Licensing Special Events (Gallery Openings, etc.) 1, CVSI Door Counter Software Licensing , NC Performing Arts Presenters 50 Supplies and Materials 7. Association of Performing Artists Office Supplies 3, Gallery Music Theatre Related Supplies 7, Netflix (Pizza and a movie) Add/Replace Tables, Chairs & Lighting 3, ADBA Theatre Equipment Replacement (Scaler/Lt. Bd) 9, Tree City Program Supplies 3,800 2, Special Events 1, Replace Back Storage 3,000 32,004 $600,000 $500,000 Cultural Arts Center Expenditures $400,000 $300,000 $200,000 $100,000 Capital Outlay Operations Personnel $ FISCAL YEAR ANNUAL BUDGET 106

110 GENERAL FUND EXPENDITURES Cemetery Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended Supplies and Materials Contracted Services 22,461 22,500 16,504 22,500 22, Professional Services 0 1, ,000 13,000 Account Classification Total: OP - Operations 22,461 24,600 16,720 35,500 35,500 Department Total: Cemetery $22,461 $24,600 $16,720 $35,500 $35,500 Special Appropriations Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended Apex Farmer's Market 0 5,000 5,020 5,000 5, Transitions Life Care / Wake County Hospice 5,000 5,000 5,000 5,000 5, TRACS 15,000 10,000 10,000 15,000 10, Apex Downtown Business Association 10,000 10,000 10,000 15,000 10, Apex Arts Council 0 2, Apex Historical Society 0 5,000 5, Account Classification Total: HS - Wake County Human Services 30,000 37,500 35,020 40,000 30,000 CC - Chamber of Commerce Chamber of Commerce (utilities) 1, ,500 1,500 Account Classification Total: CC - Chamber of Commerce 1, ,500 1,500 DM - Downtown Development Downtown Advertising (Ambassador) 10,000 5,000 3,750 5,000 5,000 Account Classification Total: DM - Downtown Development 10,000 5,000 3,750 5,000 5,000 Department Total: Special Appropriations 41,394 42,500 39,723 46,500 36,500 Debt Service / Other Financing Uses / Contingency Department: Debt Service DS - Debt Service Principal 2,667,080 3,028,562 1,754,562 2,412,958 2,412, Interest 751, , , , , Bond Issuance Costs 65,682 28,416 28, Account Classification Total: DS - Debt Service 3,484,628 3,914,702 2,455,077 3,124,611 3,124,611 Department Total: Debt Service $3,484,628 $3,914,702 $2,455,077 $3,124,611 $3,124,611 Other Financing Uses OFU - Other Financing Uses Transfer to General Capital Projects 1,167,422 42,500 42, Transfer to Streets Project 55, , , Loan to CAP 75, Account Classification Total: OFU - Other Financing Uses 1,297, , , Department Total: Other Financing Uses $1,297,422 $987,500 $987,500 $0 $0 Contingency OFU - Other Financing Uses Contingency 0 159, ,118 Account Classification Total: OFU - Other Financing Uses 0 159, ,

111 GENERAL FUND EXPENDITURES Department Total: Contingency $0 $159,537 $0 $0 $64,118 Transfers Transfer to Inspections Reserve ,756 Account Classification Total: Transfers ,756 Department Total: Transfers $0 $0 $0 $0 $195, Actual Amended Actual Department Manager 6/30/2016 Budget 3/31/2017 Requested Recommended Total General Fund Expenditures $41,854,055 $51,992,453 $34,845,717 $55,454,100 $51,029,892 Total General Fund Revenue $ 44,724,725 $ 51,992,453 $ 39,442,408 $ 53,395,457 $ 51,029,892 FISCAL YEAR ANNUAL BUDGET 108

112 Town of Apex, North Carolina FY Annual Budget 109

113 ELECTRIC FUND REVENUES All Electric Department Operations Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended IE - Investment Earnings Interest Earned 16,299 8,000 18,509 25,000 25,000 Account Classification Total: IE - Investment Earnings 16,299 8,000 18,509 25,000 25,000 MI - Miscellaneous Miscellaneous Revenue 76,746 25,000 5,388 10,000 10,000 Account Classification Total: MI - Miscellaneous 76,746 25,000 5,388 10,000 10,000 CS - Charges for Services Sales - Residential 19,709,210 21,035,447 16,433,954 22,300,000 22,300, Sales - Demand 1,552,261 1,500,000 1,238,600 1,600,000 1,600, Sales - Commercial 8,969,497 9,360,000 6,989,127 9,800,000 9,800, Pole Relocation , Reconnection Fees 28,430 26,000 22,995 28,000 28, Penalties 68,260 60,000 56,603 70,000 70,000 Account Classification Total: CS - Charges for Services 30,327,658 31,981,447 24,770,703 33,798,000 33,798,000 OR - Other Operating Revenues Sales Tax 2,110,181 2,260,000 1,722,511 2,350,000 2,350, Underground Primary 430, , , , , Underground Secondary 271, , , , , Electric Meters 78,415 75, , , , Pole Rent - BellSouth ,200 10,000 10, Pole Rent - TWC 3, ,000 3, Pole Rent - DukeNet Account Classification Total: OR - Other Operating Revenues 2,894,308 3,246,000 2,964,807 3,573,000 3,748,000 OFS - Other Financing Sources Sale of Capital Assets 25,314 15,000 14,651 10,000 10, Fund Bal Appropriated - Budget 0 560, Fund Bal App - PO Carryover 0 742, Account Classification Total: OFS - Other Financing Sources $25,314 $1,317,832 $14,651 $10,000 $10,000 Department Total: Other $33,340,325 $36,578,279 $27,774,058 37,416,000 $37,591,000 Total Electric Fund Revenues $33,340,325 $36,578,279 $27,774,058 $37,416,000 $37,591,000 FISCAL YEAR ANNUAL BUDGET 110

114 Town of Apex, North Carolina FY Annual Budget 111

115 ELECTRIC FUND EXPENDITURES All Electric Department Operations Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended PS - Personnel Services Salaries 2,511,058 2,541,548 1,977,873 2,870,084 2,870, Part-Time Salaries 11, ,703 6,490 6, FICA 180, , , , , Group Insurance 392, , , , , Group Insurance - Retirees ,479 21, General Retirement 108, , , , , K General 125, ,671 98, , , Workers Comp 71,295 70,232 49,832 80,995 80,995 Account Classification Total: PS - Personnel Services OP - Operations 3,401,320 3,498,413 2,717,296 3,974,696 3,974, Telephone and Postage 12,572 15,000 8,083 14,000 14, Travel and Training 28,885 25,000 13,312 25,500 25, Equipment Maintenance and Repair 51,265 60,892 29,148 50,000 50, Vehicle Maintenance and Repair 50,254 60,135 39,956 60,000 60, Utility System Maintenance 150, , , , , Automotive Supplies 55,897 65,614 43,578 65,000 65, Supplies and Materials 94, ,172 81, , , Uniforms 32,479 35,756 25,693 35,000 35, Sales Tax 2,229,245 2,260,000 1,816,092 2,350,000 2,350, Customer Rebates , ,000 20, Contracted Services 223, , , , , Transaction / Credit Card Fees , , Software Licenses & Maintenance 0 51,815 30, , , Contracted Services - Billing/Collections , , Professional Services 30, , , , , Dues and Subscriptions 32,829 65,000 57,951 65,000 35, Insurance 81, ,000 82, , , Insurance Deductibles 29,131 30,000 2,994 35,000 35, Customer Deposit Interest Account Classification Total: OP - Operations PUR - Purchases for Resale 3,104,105 3,538,234 2,723,544 3,972,625 3,942, Purchases for Resale 22,100,335 25,234,000 16,356,562 25,500,000 25,500,000 Account Classification Total: PUR - Purchases for Resale 22,100,335 25,234,000 16,356,562 25,500,000 25,500,000 FISCAL YEAR ANNUAL BUDGET 112

116 ELECTRIC FUND EXPENDITURES All Electric Department Operations (Continued) Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended Capital Outlay - Easements 281, ,000 67, , , Capital Outlay - Improvements 2,239,291 3,012,566 2,248,410 2,946,200 2,946, Capital Outlay - Equipment 93, , , , ,000 Account Classification Total: CO - Capital Outlay 2,614,142 3,653,598 2,697,752 3,518,200 3,518,200 DS - Debt Service Principal 464, , , , Interest 172, ,266 79, , ,855 Account Classification Total: DS - Debt Service 636, ,266 79, , ,855 Department Total: Electric $31,856,854 $36,563,511 $24,574,280 $37,604,376 37,574,373 Department: Contingency OFU - Other Financing Uses Transfer to W/S Project Fund Transfer to Electric Project Fund 1,500, Contingency 0 14, ,627 Account Classification Total: OFU - Other Financing Uses 1,500,000 14, ,627 Department Total: Contingency Total Electric Fund Expenditures $1,500,000 $14,768 $0 $0 $16,627 $33,356,854 $36,578,279 $24,574,280 $37,604,376 37,591,000 FISCAL YEAR ANNUAL BUDGET 113

117 ELECTRIC FUND EXPENDITURES All Electric Department Operations (Continued) Budget Notes: Electric Dues & Subscriptions Capital Outlay Improvements 1. NCEMPA 35, Residential 2,337,500 35, Commercial 412,500 New Personnel 3. EW Substation SCADA Interface 6, Electric Line Technician II 63, EW Substation-Regulator/Recloser Ctrl 129, Utility Locate Technician 53, Line Recloser Replacements (Three) 60, ,702 2,946,200 Contracted Services - Billing/Collections Capital Outlay Equipment 1. Data Voice IVR/OMS 65, Replace Unit #26 (Ford Ranger) 25, Professional Mail Services (Mailing & Postage) 84, Replace Unit #58 (Ford F350) 34, Heartland 16, Replace Unit #125 (Dodge Durango) 28, Authorize.Net 4, Replace Unit #175 (Ford F150) 30, Language Line New Nissan Frontier (New Utility Locate 25, Loomis 5, Yanmar 35 Excavator 30, BB&T 23, Electric Service Truck #187 (CIP) 150, MailFinance 2, , Online Info Services 9, Online Collections 6, Itron 4, ,625 FISCAL YEAR ANNUAL BUDGET 114

118 Town of Apex, North Carolina FY Annual Budget 115

119 WATER / SEWER FUND REVENUES All Water / Sewer Operations Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended IE - Investment Earnings Interest Earned 33,287 15,000 38,542 60,000 60,000 Account Classification Total: IE - Investment Earnings $33,287 $15,000 $38,542 $60,000 $60,000 CS - Charges for Services Water Sales 5,614,192 6,097,706 4,455,123 6,373,027 6,373, Sales of Bulk Water 119,414 89,458 90, , , Sewer Charges 7,239,275 7,767,563 5,705,332 8,217,781 8,217, Water Taps 189, , , , ,000 Account Classification Total: CS - Charges for Services $13,162,341 $14,124,727 $10,486,039 $15,000,808 $15,000,808 OO - Other Operating Revenues Rentals - Water Tanks 161, , , , ,000 Account Classification Total: IE - Other Operating Revenues $161,378 $140,000 $137,366 $190,000 $190,000 MI - Miscellaneous Reinspection Fees 3,150 1,000 9,075 12,000 12, Miscellaneous Revenue 32,683 23,000 32,236 28,000 28, Insurance Refunds 14, Account Classification Total: MI - Miscellaneous $50,358 $24,000 $41,311 $40,000 $40,000 OFS - Other Financing Sources Sale of Capital Assets 29,084 10,000 15,371 15,000 15, Transfer from W/S Reserve 3,200,000 3,715, ,000 2,347, Fund Bal Appropriated - Budget 0 705, ,850 1,406, Fund Bal Appropriated - Amend Fund Bal App - PO Carryover 0 2,078, Account Classification Total: OFS - Other Financing Sources $3,229,084 $6,509,232 $15,371 $826,850 $3,769,502 Department Total: Other Total Water / Sewer Fund Revenues $16,636,448 $20,812,959 $10,718,629 $16,117,658 $19,060,310 $16,636,448 $20,812,959 $10,718,629 $16,117,658 $19,060,310 FISCAL YEAR ANNUAL BUDGET 116

120 Town of Apex, North Carolina FY Annual Budget 117

121 WATER / SEWER FUND EXPENDITURES Water/Sewer Administration Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended PS - Personnel Services Salaries , , Part-time Salaries FICA ,868 7, Group Insurance ,012 17, General Retirement ,713 7, K General ,143 5, Workers Comp ,144 1,144 Account Classification Total: PS - Personnel Services $0 $0 $0 $141,709 $141,709 OP - Operations Telephone and Postage Travel and Training ,000 1, Printing Equipment Maintenance and Repair Vehicle Maintenance and Repair Advertising Automotive Supplies Supplies and Materials ,500 2, Uniforms Transaction / Credit Card Fees , , Software Licenses & Maintenance ,000 57, Contracted Services - Billing/Collections ,570 72, Professional Services Dues and Subscriptions ,800 2,800 Account Classification Total: OP - Operations $0 $0 $0 $262,520 $262,520 CO - Capital Outlay Capital Outlay - Equipment ,000 28,000 Account Classification Total: CO - Capital Outlay $0 $0 $0 $28,000 $28,000 Department Total: Water/Sewer Administration $0 $0 $0 $432,229 $432,229 FISCAL YEAR ANNUAL BUDGET 118

122 WATER / SEWER FUND EXPENDITURES Water/Sewer Administration (continued) Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended Budget Notes: Water/Sewer Administration Contracted Services - Billing/Collections New Personnel 1. Data Voice IVR 5, Utility Engineer 88, Professional Mail Services (Mailing & Postage) 35, Administrative Specialist 52, Heartland 7, , Authorize.Net 2,123 Software Licenses & Maintenance 5. Language Line Locate Services Fee 10, Loomis 2, City Works Support & Server 25, BB&T 9, True North Support Services 20, MailFinance GIS Trimble Support 2, Online Info Services 3,962 57, Online Collections 2, Itron 2,010 Capital Outlay - Equipment 72, New 2WD SUV (Utility Engineer) 28,000 28,000 FISCAL YEAR ANNUAL BUDGET 119

123 WATER / SEWER FUND EXPENDITURES Water Treatment Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended OP - Operations Telephone and Postage 945 3,000 2,093 5,000 5, Printing 0 5, ,000 2, Utilities 442 1, ,000 1, Equipment Maintenance and Repair 7 1, ,000 1, Utility System Maintenance Automotive Supplies ,000 37, Supplies and Materials 37,456 40,000 17,092 37,000 37, Contracted Services 92,650 20,000 15,810 50,000 50, Transaction / Credit Card Fees 0 60,000 74, Professional Services 23, ,000 95, Dues and Subscriptions 2,925 4, ,000 4, Insurance 81, ,000 82, , , Insurance Deductibles 44,451 40,000 22,577 50,000 50,000 Account Classification Total: OP - Operations $283,940 $274,729 $214,138 $467,000 $407,000 PUR - Purchases for Resale Purchases for Resale 1,474,840 1,870, ,305 2,012,100 2,012,100 Account Classification Total: PUR - Purchases for Resale $1,474,840 $1,870,088 $824,305 $2,012,100 $2,012,100 CO - Capital Outlay Capital Outlay - Improvements 101, , , , , Capital Outlay - Equipment 45,437 95,000 33,251 5,000 5,000 Account Classification Total: CO - Capital Outlay $147,242 $397,298 $177,474 $511,850 $511,850 DS - Debt Service Principal 607, , , , Interest 204, ,782 95, , ,120 Account Classification Total: DS - Debt Service $811,517 $811,207 $95,390 $811,545 $811,545 Department Total: Water Treatment $2,717,539 $3,353,322 $1,311,307 $3,802,495 $3,742,495 FISCAL YEAR ANNUAL BUDGET 120

124 WATER / SEWER FUND EXPENDITURES Water Treatment (continued) Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended Budget Notes: Water Treatment Contracted Services Supplies & Materials 1. Lab Costs Lead & Copper Samples 25, WQ - Chemical Monitoring Supplies 19, Lab Costs Disinfection Byproducts 15, Bulk Water - Meter/Backflow Repair Parts 15, Bacteriological Samples (New Construction) 10, Miscellaneous 3,000 50,000 37,000 Capital Equipment Capital Outlay Improvements 1. Guterman-Aquascope 550-Water Leak Detector 5, Telemetry At Tank Sites 25, CAWTP Cost Estimate 481,850 Professional Services 506, Monitoring Plan DBP/Lead & Copper (year 1 of 2) 60, Update Water Management Plan EM and O&M Plans 35,000 95,000 FISCAL YEAR ANNUAL BUDGET 121

125 WATER / SEWER FUND EXPENDITURES Water Maintenance Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended PS - Personnel Services Salaries 1,148,662 1,281, ,587 1,450,613 1,405, Part-time Salaries 3, ,505 4,056 4, FICA 83,810 97,487 68, , , Group Insurance 170, , , , , General Retirement 4,378 93,150 68, , , K General 56,980 63,745 46,830 72,364 70, Workers Comp 25,362 32,369 20,601 37,097 36,413 Account Classification Total: PS - Personnel Services $1,493,622 $1,746,123 $1,287,602 $2,002,557 $1,939,701 OP - Operations Telephone and Postage 9,244 17,000 6,248 14,000 14, Travel and Training 6,762 8,000 2,640 9,000 9, Equipment Maintenance and Repair 10,761 27,945 6,596 30,000 30, Vehicle Maintenance and Repair 25,849 22,040 5,831 24,000 24, Utility System Maintenance 153, ,000 58, , , Advertising 580 1, ,000 1, Automotive Supplies 24,211 35,274 20,303 50,000 50, Supplies and Materials 105, ,869 80, , , Uniforms 6,957 11,283 5,924 13,200 13, Contracted Services 361, , , , , Professional Services 26,746 43,054 7,410 60,000 50, Dues and Subscriptions 1,705 3,000 3,545 4,500 4,500 Account Classification Total: OP - Operations $732,916 $1,184,597 $677,226 $1,020,100 $1,022,668 CO - Capital Outlay Capital Outlay - Land 0 0 2, Capital Outlay - Improvements 780,393 3,325, , , , Capital Outlay - Equipment 210, ,798 87, , ,000 Capital Improvement Plan ,488,000 0 Account Classification Total: CO - Capital Outlay $991,270 $3,445,110 $699,298 $2,083,000 $395,000 Department Total: Water Maintenance $3,217,808 $6,375,830 $2,664,126 $5,105,657 $3,357,369 FISCAL YEAR ANNUAL BUDGET 122

126 WATER / SEWER FUND EXPENDITURES Water Maintenance (continued) Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended Budget Notes: Water Maintenance Capital Outlay Improvements Professional Services 1. Replacement Meters (Attrition) 60, Water Engineering Spec. Revision 20, New Meter Install (New Construction) 215, Other Professional Services 30, ,000 50,000 Capital Outlay Equipment Contracted Services 1. Replace Truck #144 (2006 F350, 180K miles) 40, Water Tank Maintenance & Repair 337, Replace Truck #40 (2006 F350, 130K miles) 40, Water Tank Ground Maintenance 8, Itron Meter Data Collection Equipment 40, Altitude Valve Maintenance 4, , Backflow Testing & Repair 8,500 Supplies & Materials 5. Replace Tank Static Line (Hunter) 10, Metal Detectors (3) 2, Contracted Service Miscellaneous 50, Hydrant Repair Parts 30, , Other Supplies & Materials 100,000 New Personnel 4. Laptop/Ipads (New Personnel) 4, Utility Maintenance Worker (2) 99, Misc Tool Replacement 17, ,468 Utility System Maintenance Equipment Maintenance & Repair 1. Rental 924 CAT Loader 13, CAT Equipment Maintenance 10, Other Utility System Maintenance 241, Other Equipment Maintenance 20, ,000 30,000 FISCAL YEAR ANNUAL BUDGET 123

127 WATER / SEWER FUND EXPENDITURES Sewer Treatment Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended PS - Personnel Services Salaries 609, , , , , FICA 44,457 46,555 33,193 47,532 47, Group Insurance 93,987 80,528 67,035 82,519 82, General Retirement 40,850 44,481 33,365 48,094 48, K General 30,273 30,425 22,821 32,066 32, Workers Comp 18,456 20,933 13,158 20,968 20,968 Account Classification Total: PS - Personnel Services $837,189 $838,689 $626,003 $872,358 $872,358 OP - Operations Telephone and Postage 28,240 29,000 22,015 30,000 30, Printing 2,654 3,000 2,201 3,000 3, Utilities 343, , , , , Travel and Training 2,278 4,000 1,981 4,500 4, Building Maintenance and Repair 4,883 10,000 1,474 10,000 10, Equipment Maintenance and Repair 73, , , , , Vehicle Maintenance and Repair 4,486 7,087 3,817 8,000 8, Advertising Automotive Supplies 5,004 10,095 4,498 10,000 10, Supplies and Materials 110, ,551 55, , , Uniforms 4,924 6,223 4,445 6,500 6, Contracted Services 58,851 90,016 26,001 65,000 65, Professional Services ,000 15, Colvin Park Sewer 20,421 17,250 25,015 45,000 45, Dues and Subscriptions 41,696 64,690 37,672 65,000 65,000 Account Classification Total: OP - Operations $701,302 $1,055,935 $603,990 $1,032,000 $1,032,000 PUR - Purchases for Resale Purchases for Resale 1,490,817 1,428, ,426 1,552,000 1,572,318 Account Classification Total: PUR - Purchases for Resale $1,490,817 $1,428,866 $560,426 $1,552,000 $1,572,318 DS - Debt Service Principal 1,635,444 1,690, ,745,455 1,745, Interest 1,511,334 1,524, ,163 1,488,304 1,488,304 Account Classification Total: DS - Debt Service 3,146,778 3,214, ,163 3,233,759 3,233,759 CO - Capital Outlay Capital Outlay - Equipment 165, , , , ,000 Account Classification Total: CO - Capital Outlay 165, , , , ,000 Department Total: Sewer Treatment $6,341,291 $6,656,164 $2,671,951 $6,790,117 $6,810,435 FISCAL YEAR ANNUAL BUDGET 124

128 WATER / SEWER FUND EXPENDITURES Sewer Treatment (continued) Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended Budget Notes: Sewer Treatment Contracted Services Dues & Subscriptions 1. Grounds Contract 10, NCWWOA Printer/Fax Lease 5, AWWA Laboratory (outside contract) 20, Pretreatment Dues Biosolids Program Samples/Reports 5, WWTP Operator Certification Renewals Misc/Crane/pump rentals/etc. emergency 25, LNBA/NRCA Membership 6,000 65,000 6 Laboratory Certification 2,000 Capital Equipment 7. NPDES permit 3, Truck Repl. #45 (2007 F150-97k) 30, Land App Permit 1, Utility Cart 10, TAWSMP (Water Monitoring Project) 35, Odor Control (Headworks) 55, Jordan Lake Partners 7, Miscellaneous 5, Water Reuse 1, , Ground Water Permit 150 Equipment Maintenance & Repair 13. NCRWA 1, Headworks (Influent) Control Center rehab 85, Miscellaneous 5, Emergency / Critical Pump Replacement 70,000 65, Expected / Normal Maintenance Expend. 80, Miscellaneous 15, ,000 FISCAL YEAR ANNUAL BUDGET 125

129 WATER / SEWER FUND EXPENDITURES Sewer Maintenance Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended PS - Personnel Services Salaries 1,266,605 1,351,020 1,044,688 1,550,421 1,550, Part-Time Salaries 3, ,505 4,056 4, FICA 90, ,821 74, , , Group Insurance 217, , , , , Group Insurance - Retirees ,576 16, General Retirement 85,442 98,255 76, , , K General 63,309 67,238 52,251 77,368 77, Workers Comp 30,803 35,918 24,630 42,544 42,544 Account Classification Total: PS - Personnel Services $1,758,179 $1,880,978 $1,446,033 $2,163,994 $2,163,994 OP - Operations Telephone and Postage 8,875 24,000 12,011 24,000 24, Utilities 59, ,000 41, , , Travel and Training 2,713 10,000 4,146 9,000 9, Equipment Maintenance and Repair 183, ,180 83, , , Vehicle Maintenance and Repair 41,129 40,103 12,932 45,000 45, Utility System Maintenance 239, ,218 75, , , Advertising 0 1, ,000 1, Automotive Supplies 40,444 70,274 22,320 75,000 75, Supplies and Materials 160, ,136 82, , , Uniforms 8,405 14,736 5,012 14,500 14, Contracted Services 97, , , , , Professional Services 6,394 57, , , Dues and Subscriptions 3,421 2, ,000 3,000 Account Classification Total: OP - Operations $851,996 $1,824,933 $457,899 $1,906,500 $1,896,500 CO - Capital Outlay Capital Outlay - Land 0 10, Capital Outlay - Improvements 154, , ,049 1,830, , Capital Outlay - Equipment 273, , , , ,500 Account Classification Total: CO - Capital Outlay $427,912 $721,732 $604,706 $2,118,000 $615,500 Department Total: Sewer Maintenance $3,038,087 $4,427,643 $2,508,638 $6,188,494 $4,675,994 FISCAL YEAR ANNUAL BUDGET 126

130 WATER / SEWER FUND EXPENDITURES Sewer Maintenance (continued) Budget Notes: Sewer Maintenance Capital Outlay Improvements Supplies & Materials 1. Avalon Peaks TVSS & Grounding 5, Atco Chemical (PSTA) 40, Perry Farms PSTA Upgrade (CIP) 175, Pipe Patch Materials 8, Sunset Hills PSTA Upgrade (CIP) 150, Replace Misc. Tools 5, , Generator Maintenance Supplies 7,500 Capital Outlay Equipment 5. Generator Block Heaters 1, Replace Unit #68 (Combo/Vac Replacement Truck Lease) 72, State Chemical (PSTA) 8, Replace Unit #123 (2008 F350, 130k miles) 50, Evoqua Chemical (PSTA) 152, Early Warning Work Zone Message Bd 35, Traffic Control Device Replacement 5, F350 Service Truck (New) 40, Other Supplies & Materials 71, Backup Pump Schieffelin Rd, PSTA 8, Ipad Tablets 1, Feltonsville Generator Repl. 45, Equipment for new employee ,500 New Personnel Utility System Maintenance 1. Utility Technician 49, Schieffelin 15" Gravity Clean and Insp. 135, I &I Reduction Program (CIP) 400,000 Contracted Services 3. Rental CAT 924 Loader 13, Generator Load Bank Testing 15, Other Utility System Maintenance 161, Vegetation Control PSTA 2, , Easement Tree Removal 125,000 Professional Services 4. PSTA Scada Monitoring Service (Aquax) 10, Study/Design Replace James St. 24" Gravity 60, Decommission Regency PTSA 25, Sewer Engineering Spec Revision 30, Decommission Homestead PTSA 25, Other Professional Service 30, Decommission Abbington PSTA 25, , CCTV Software Support 3,000 Equipment Maintenance & Repair 9. CIT Wet Well Coatings (Feltonsville, WG) 65, Feltonsville PSTA Pump Rebuild 20, Miscellaneous Contracted Services 25, Waterford 2 PSTA Trash Basket 5, , PSTA Bearings & Seal Replacement 50, Other Maintenance and Repairs 100, ,000 FISCAL YEAR ANNUAL BUDGET 127

131 WATER / SEWER FUND EXPENDITURES Contingency Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended Department: Contingency OFU - Other Financing Uses Contingency ,788 Department Total: Contingency $0 $0 $0 $0 $41,788 Total Water / Sewer Fund Expenditures $15,314,725 $20,812,959 $9,156,022 $22,318,992 $19,060,310 FISCAL YEAR ANNUAL BUDGET 128

132 12 - POLICE: STATE FUNDS Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended Department: Police IE - Investment Earnings Interest Earned Account Classification Total: IE - Investment Earnings MI - Miscellaneous Police Revenues 730 1,000 2,028 1,200 1,200 Account Classification Total: MI - Miscellaneous 730 1,000 2,028 1,200 1,200 OFS - Other Financing Sources Fund Bal Appropriated - Budget Account Classification Total: OFS - Other Financing Sources Total Police: State Fund Revenues $766 $1,020 $2,070 $1,250 $1,250 EXPENDITURES Department: Police OP - Operations Supplies and Materials 1,022 1, ,250 1, Professional Services Account Classification Total: OP - Operations 1,022 1, ,250 1,250 Total Police: State Fund Expenditures $1,022 $1,020 $0 $1,250 $1, POLICE: FEDERAL FUNDS Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended Department: Police IE - Investment Earnings Interest Earned Account Classification Total: IE - Investment Earnings MI - Miscellaneous Police Revenues 6,293 2, Account Classification Total: MI - Miscellaneous 6,293 2, Total Police: Federal Fund Revenues $6,328 $2,620 $51 $550 $550 EXPENDITURES Department: Police OP - Operations Supplies and Materials 0 2, Account Classification Total: OP - Operations 0 2, Total Police: Federal Fund Expenditures $0 $2,620 $0 $550 $550 Fiscal Year Annual Budget 129

133 14 - POLICE: DONATIONS Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended Department: Police IE - Investment Earnings Interest Earned Account Classification Total: IE - Investment Earnings MI - Miscellaneous Miscellaneous Revenue Police Contributions 7,200 5,000 4, Account Classification Total: MI - Miscellaneous $7,700 $5,000 $5,435 $ OFS - Other Financing Sources Fund Bal Appropriated - Budget 0 1, Account Classification Total: OFS - Other Financing Sources Total Police: Donations Revenues 0 1, $7,746 $6,225 $5,493 $550 $550 EXPENDITURES Department: Police OP - Operations Supplies and Materials 7,424 6, Account Classification Total: OP - Operations 7,424 6, Total Police: Donations Expenditures $7,424 $6,225 $233 $550 $ FIRE: DONATIONS Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended Department: Fire IE - Investment Earnings Interest Earned Account Classification Total: IE - Investment Earnings MI - Miscellaneous Fire Dept Donations 1,088 1,200 1,110 1,000 1,000 Account Classification Total: MI - Miscellaneous 1,088 1,200 1,110 1,000 1,000 Total Fire: Donations Revenues $1,119 $1,215 $1,146 $1,050 $1,050 EXPENDITURES Department: Fire OP - Operations Supplies and Materials 0 1, ,050 1,050 Account Classification Total: OP - Operations 0 1, ,050 1,050 Total Fire: Donations Expenditures $0 $1,215 $0 $1,050 $1,050 Fiscal Year Annual Budget 130

134 16 - EMS: DONATIONS Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended Department: EMS IE - Investment Earnings Interest Earned EMS Donations 6,296 2,000 5,240 1,000 1,000 Account Classification Total: IE - Investment Earnings 6,375 2,035 5,330 1,080 1,080 Total EMS: Donation Revenues $6,375 $2,035 $5,330 $1,080 $1,080 EXPENDITURES Department: EMS OP - Operations Supplies and Materials 836 2, ,080 1,080 Account Classification Total: OP - Operations 836 2, ,080 1,080 Total EMS: Donation Expenditures $836 $2,035 $642 $1,080 $1,080 Fiscal Year Annual Budget 131

135 52: HEALTH AND DENTAL FUND Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended MI - Miscellaneous Health Premiums 3,221,943 2,989,880 2,211,545 3,444,073 3,444, Spouse/Dependent Health 805, , ,239 1,007,956 1,007, Dental Premiums 237, , , , , Spouse/Dependent Dental 164, , , , ,628 Account Classification Total: Miscellaneous Total Health and Dental Fund Revenues 4,429,391 4,264,528 3,126,428 4,868,835 4,868,835 $4,429,391 $4,264,528 $3,126,428 $4,868,835 $4,868,835 EXPENDITURES OP - Operations Health Claims 2,573,423 2,988,281 2,095,153 2,891,312 2,891, Dental Claims 323, , , , , Admin Fees - Health 780, , , , , Health Claims - Retirees 433, , , , , Dental Claims - Retirees ,020 1, Admin Fees - Retirees 9,842 12,851 9,443 13,031 13,031 Account Classification Total: OP - Operations 4,120,537 4,264,528 3,528,141 4,868,835 4,868,835 Total Health and Dental Fund Expenditures $4,120,537 $4,264,528 $3,528,141 $4,868,835 $4,868,835 Fiscal Year Annual Budget 132

136 55 - CEMETERY FUND Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended Department: Cemetery SS - Sales and Services Sale of Cemetery Plots (850) 0 (2,300) 0 0 Account Classification Total: SS - Sales and Services (850) 0 (2,300) 0 0 IE - Investment Earnings Interest Earned 3,007 1,400 3,229 3,000 3,000 Account Classification Total: IE - Investment Earnings 3,007 1,400 3,229 3,000 3,000 Department Total: Other 2,157 1, ,000 3,000 Total Cemetery Fund Revenues $2,157 $1,400 $929 $3,000 $3,000 EXPENDITURES Department: Cemetery OFU - Other Financing Uses Reserved for Future Expenditures 0 1, ,000 3,000 Account Classification Total: OFU - Other Financing Uses 0 1, ,000 3,000 Total Cemetery Fund Expenditures $0 $1,400 $0 $3,000 $3,000 Fiscal Year Annual Budget 133

137 72 - WATER / SEWER CAPITAL RESERVE FUND Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended Department: Water/Sewer IE - Investment Earnings Interest Earned 46,520 25,000 56,909 60,000 60,000 Account Classification Total: IE - Investment Earnings 46,520 25,000 56,909 60,000 60,000 CS - Charges for Services Acreage Fees - Residential 1,250,200 1,000,000 1,658, Acreage Fees - Commercial 113, , , Capital Reimbursement Fees - Residential 3,991,022 4,500,000 3,930,080 4,000,000 4,000, Capital Reimbursement Fees - Commercial 797, , , , , AFR Prior to , AFC Prior to , CFR Prior to , CFC Prior to , Account Classification Total: CS - Charges for Services 6,152,263 5,960,000 7,767,188 4,300,000 4,300,000 OF - Other Financing Sources Fund Bal Appropriated - Budget , , Fund Bal Appropriated - Amend 0 1,189, Account Classification Total: OF - Other Financing Sources 0 1,189, , ,652 MI - Miscellaneous Revenue Miscellaneous Revenue , Account Classification Total: MI - Misc Revenue , Department Total: Other Total Water / Sewer Capital Reserve Revenues 6,198,783 7,174,908 7,857,483 5,335,652 5,335,652 $6,198,783 $7,174,908 $7,857,483 $5,335,652 $5,335,652 EXPENDITURES Department: Water/Sewer Operations Refund of Development Fees 862, OFU - Other Financing Uses Transfer to W/S Fund 3,200,000 3,523, ,347,652 2,347, Transfer to W/S Project Fund 309,622 3,651,660 3,651,660 2,988,000 2,988, Reserved for Future Expenditures Account Classification Total: OFU - Other Financing Uses 4,372,022 7,174,908 3,651,660 5,335,652 5,335,652 Total Water / Sewer Capital Reserve Expenditures $4,372,022 $7,174,908 $3,651,660 $5,335,652 $5,335,652 Fiscal Year Annual Budget 134

138 73 - FIRE / EMS CAPITAL RESERVE FUND Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended Department: Fire/EMS IE - Investment Earnings Interest Earned Account Classification Total: IE - Investment Earnings Total Fire / EMS Capital Reserve Revenues $286 $130 $308 $200 $200 EXPENDITURES Department: Fire/EMS OFU - Other Financing Uses Transfer to General Capital Projects Reserved for Future Expenditures Account Classification Total: OFU - Other Financing Uses Total Fire / EMS Capital Reserve Expenditures $0 $130 $0 $200 $ PERRY LIBRARY FUND Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended Department: Perry IE - Investment Earnings Interest Earned Account Classification Total: IE - Investment Earnings Total Perry Library Fund Revenues $316 $160 $340 $230 $230 EXPENDITURES Department: Perry OFU - Other Financing Uses Reserved for Future Expenditures Account Classification Total: OFU - Other Financing Uses Total Perry Library Fund Expenditures $0 $160 $0 $230 $230 Fiscal Year Annual Budget 135

139 77 - RECREATION CAPITAL RESERVE FUND Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended Department: Recreation SS - Sales and Services Subdivision Recreation Fees 2,123,562 1,400,000 2,610,353 2,000,000 2,000,000 Account Classification Total: SS - Sales and Services 2,123,562 1,400,000 2,610,353 2,000,000 2,000,000 IE - Investment Earnings Interest Earned 5,604 2,400 7,830 10,000 10,000 Account Classification Total: IE - Investment Earnings 5,604 2,400 7,830 10,000 10,000 OF - Other Financing Sources Fund Bal Appropriated - Budget 0 194, , , Fund Bal Appropriated - Amend 0 463, Account Classification Total: OF - Other Financing Sources 0 658, , ,200 Department Total: Other Total Recreation Capital Reserve Fund Revenues 2,129,166 2,060,746 2,618,183 2,388,200 2,388,200 $2,129,166 $2,060,746 $2,618,183 $2,388,200 $2,388,200 EXPENDITURES Department: Recreation OFU - Other Financing Uses Transfer to General Fund 1,037,881 1,638,049 1,518, , , Transfer to Recreation Project 873, , ,697 1,862,000 1,862, Reserved for Future Expenditures Account Classification Total: OFU - Other Financing Uses 1,911,591 2,060,746 1,940,746 2,388,200 2,388,200 Total Recreation Capital Reserve Fund Expenditures $1,911,591 $2,060,746 $1,940,746 $2,388,200 $2,388,200 Fiscal Year Annual Budget 136

140 78 - TRANSPORTATION CAPITAL RESERVE FUND Account Actual Amended Actual Department Manager Number Description 6/30/2016 Budget 3/31/2017 Requested Recommended Department: Transportation OT - Other Taxes and Licenses Motor Vehicle Licenses 0 175,000 69, , ,000 Account Classification Total: OT - Other Taxes and Licenses 0 175,000 69, , ,000 SS - Sales and Services Transportation Fees - Res 194, , , , , Transportation Fees - Comm 79,088 80, , , ,000 Account Classification Total: SS - Sales and Services 273, , , , ,000 IE - Investment Earnings Interest Earned 1,653 1,200 1,483 2,400 2,400 Account Classification Total: IE - Investment Earnings 1,653 1,200 1,483 2,400 2,400 OFS - Other Financing Sources Fund Bal Appropriated - Amend Account Classification Total: OFS - Other Financing Sources Department Total: Other Total Transportation Capital Reserve Revenues 275, , , , ,400 $275,146 $436,200 $483,358 $542,400 $742,400 EXPENDITURES Department: Transportation OFU - Other Financing Uses Transfer to General Fund 159, Transfer to Street Project 435, , , Reserved for Future Expenditures 0 130, , ,400 Account Classification Total: OFU - Other Financing Uses 594, , , , ,400 Total Transportation Capital Reserve Expenditures $594,602 $436,200 $306,200 $542,400 $742,400 Fiscal Year Annual Budget 137

141 Town of Apex Capital Improvement Plan Fiscal Year

142 139

143 Forward This document is designed to give the reader an understanding of the Town of Apex s Capital Improvement Plan and how the plan is developed, reviewed, funded, and implemented. Work to modify the Town s current process and develop this approach to capital planning was performed by a workgroup comprised of leaders in several Town departments including: Water Resources, Electric, Public Works and Transportation, Facility and Fleet Services, Planning and Community Development, Police, Fire, Parks, Recreation and Cultural Resources, Information Technology, Finance, and Administration. Contents Section 1: Overview of the Capital Improvement Plan...2 Relationship to the Annual Operating Budget... 3 CIP Structure... 3 Capital Improvement Funding... 3 The CIP Process... 5 CIP Practices... 6 Planning By Fund... 7 Section 2: General Fund...8 Transportation Element Projects... 9 Parks, Recreation and Cultural Resources Element Projects Public Safety Element Projects Public Facilities Element Projects Public Works and Environmental Services Element Projects General Fund Summary Section 3: Electric Utility Electric Utility Element Projects Electric Fund Summary Section 4: Water and Sewer Utility Water and Sewer Element Projects Water and Sewer Fund Summary Section 5: Project Funding Detail

144 Section 1: Overview of the Capital Improvement Plan The Capital Improvement Plan (CIP) is the planning mechanism by which the Town Council allocates limited financial resources to implement long term goals as defined in the Town s Strategic Plan, Peak Plan 2030, the 2011 Transportation Plan (as updated), the Parks and Recreation Master Plan, and other similar planning documents. The purpose of the CIP is to forecast and match projected revenues and major capital needs over a five-year period. Capital planning is an important management tool that strengthens the linkage between community infrastructure needs and the financial capacity of the Town. The CIP is a multi-year plan for major capital expenditures such as the acquisition of land, construction or significant renovation of public facilities (i.e. buildings/parks), construction of new transportation infrastructure (i.e. roads, sidewalks, multi-use paths), expansion or significant renovation of water, wastewater, electric, or stormwater infrastructure, capital equipment to support operations, or any combination of the above. Projects eligible for inclusion in the CIP are those with an asset value of greater than $100,000 and a useful life of greater than three years. When identifying new projects, staff looks to the long-term priorities and direction set by Town Council and submits formal requests through the CIP process. A formal request includes description of the project, an explanation of how the project implements an established goal, the estimated cost of the project, and an estimate of the recurring costs associated with a completed project (i.e. additional staff, additional utilities, etc.). The formal request also includes an analysis of alternative solutions, if any, and a statement as to the effect on services and/or programs if the project is not funded. Once adopted by the Town Council, the CIP becomes a statement of town policy regarding the need, priority, timing, and funding of future capital projects. The Capital Improvement Plan is simply that a plan. As such, projects and funding mechanisms are subject to change based on new or shifting service needs, special financing opportunities, emergency needs, or other directives or priorities established by the Town Council. Future needs and financial constraints may result in changes in priority over the five year period; and because priorities can change, projects included in outward planning years are not guaranteed for funding. The CIP represents the best judgment of Town Administration and Town Council at the time the Plan is adopted. Priorities established in the CIP guide subsequent decisions made by Town Administration and the various boards and commissions appointed by Town Council. The Town of Apex CIP achieves five major objectives as a component of the Town s budget and financial planning process: 1. Helps the Town rationally and intelligently plan for the repair, replacement, and acquisition of capital items that are necessary in providing high quality services to the citizens of Apex. 2. Assists in fiscal planning by forecasting capital demands together with future revenues and expenditures. 3. Ensures better coordination, evaluation, and planning of projects to serve the community and its needs. 4. Serves, together with the annual budget and other financial plans, as a guide to decision-making for the Town Council, Town Manager, and staff. 5. Serves as a systematic and comprehensive analysis of capital needs, increasing the probability of making rational budgetary judgments since improvements are identified, prioritized, and matched to the projected fiscal resources of the Town. 141

145 Relationship to the Annual Operating Budget Some CIP projects are funded through annual operating funds, such as the General Fund, Electric Fund, and the Water/Sewer Fund. In these cases, the CIP and the Annual Operating Budget are directly linked as CIP projects become authorized through the adoption of the Annual Operating Budget. Projects funded through debt financing also impact the operating budget through ongoing debt service expense. Finally, some completed CIP projects will directly impact the operating budget in that they will require ongoing expenses for staff and other operating costs. CIP Structure The CIP is organized into seven functional categories, called elements, in order to group projects with similar items. 1. Transportation Element: funds the construction of new or improved roadways, sidewalks, and multi-use paths. Implementation of the 2011 Transportation Plan (as amended) is funded in this element. 2. Parks, Recreation and Cultural Resources Element: funds the acquisition of land for new park and greenway facilities, the construction of park and recreation amenities, and major maintenance of current facilities. Implementation of the Parks and Recreation Master Plan is funded in this element. 3. Public Safety Element: funds the acquisition of capital equipment to support the operations of the three public safety departments in the Town (Fire, Police, and EMS). Public safety facilities are considered in the public facilities element. 4. Public Facilities Element: funds construction and major maintenance of general government and public safety facilities and infrastructure. This element also funds improvements to communications and technology infrastructure. 5. Public Works and Environmental Services Element: funds projects designed to manage and mitigate the effects of stormwater runoff, manage the collection and disposal of solid waste and maintain streets. These projects include structural improvements, BMP construction, and major maintenance of this infrastructure. They also include equipment needed to manage solid waste collection and maintain Town streets. 6. Electric Utility Element: funds the construction and improvement of electric distribution infrastructure. These projects include substation additions and upgrades, distribution line extensions and major maintenance of infrastructure. They also include equipment necessary to maintain the system. 7. Water and Sewer Utility Element: funds the construction and improvement of water and sewer infrastructure. These projects include main additions and replacements, water/wastewater treatment plant renovations/expansions, filter rehabilitation, pump station additions and major maintenance of infrastructure. They also include equipment necessary to maintain the system. Capital Improvement Funding As important as the capital projects contained in the Plan are the sources of funding used to execute the Plan. Capital Improvements for the Town of Apex are funded using a variety of sources that are broadly categorized as cash or debt-financing. Cash, or pay-as-you-go (paygo) funds come from sources such as tax revenue, development related fees (recreation, transportation, and capacity fees), program fees, State revenue, and interest earnings. Some of these sources, such as State revenue from the Powell Bill, our own recreation fees, and certain others, 142

146 may only be spent to meet certain needs. Other revenue sources come with no restriction on the needs they may be used to address. Major funding sources for the CIP are described below: General Fund: General Fund revenue such as ad valorem taxes, sales taxes, utility taxes and other similar revenue are used to fund Town operations and may be used to fund capital projects such as facility improvements, transportation system improvements, stormwater infrastructure improvements, and other similar projects. Compared to other sources, general fund resources are a flexible revenue source without restrictions on their use. Enterprise Funds: Enterprise funds, such as the water/sewer fund and the electric fund, collect user fees as part of their operations, then invest a portion of that revenue into capital projects. The Town uses these funds only for corresponding enterprise projects. For instance, the electric fund only pays for projects related to the electric system, and not for projects related to the water/sewer fund, or any general fund related project. Water/Sewer Capacity Fees: These fees are charged, based upon a Town Council-approved Development Fee Schedule, to developers of land within the Town of Apex to pay for the capital facility burden created by new development. Revenue from these fees is restricted to be used for capital improvements to the water/sewer system or to fund payment of debt service for improvements to these systems. Debt Financing: For debt financing, the Town uses several types of debt mechanisms, including general obligation bonds, revenue bonds, and traditional lease-purchase or installment financing. The mechanism selected varies depending on the level of funding needed, the term of the need, and current debt market conditions. General obligation bonds are approved by voters and are backed by the Town s taxing authority to repay the bonds. Revenue bonds pledge the revenue generated by specific enterprise (water, sewer, electric) charges. Transportation Development Fees: These fees are charged, based upon a Town Council approved Development Fee Schedule, to developers of land within the Town of Apex and its Extraterritorial Jurisdiction (ETJ) to pay for improvements to the Town s transportation infrastructure to respond to the additional burden placed upon it by new development. Revenue from these fees is restricted to be used for capital transportation system improvements or to fund payment of debt service for improvements to this system. Recreation Subdivision Fee-in-Lieu of Dedication: These fees are charged, based upon a Town Councilapproved Development Fee Schedule, to developers of land within the Town of Apex and its Extraterritorial Jurisdiction (ETJ). Revenue from these fees is restricted to be used for park and recreation system expansion or improvements or to fund payment of related debt service. Reserve from Prior Years: As capital projects are completed, any unspent budgeted amounts accumulate into capital reserves, which are available to fund future projects. Capital reserves can also build up when the Town collects revenue in excess of the amount budgeted for development fees described above. 143

147 The CIP Process The process for developing the CIP, as illustrated below, begins shortly after the beginning of a new fiscal year (July 1) as staff considers unmet capital needs in the recently adopted budget and other emerging needs. During the first three months of the fiscal year, staff evaluates the need to include additional projects in the coming CIP and considers the relative priority of unapproved projects. For each project, staff in the requesting department completes a CIP project request form and compiles supporting documentation. All CIP project requests are due by October 15 of each year. A committee comprised of the Assistant Town Managers and several Department Directors then begins the process of scoring each project against an evaluation matrix to help determine the relative priority the committee will assign to each project. Once all submitted projects are ranked, a draft Capital Improvement Plan covering the next five fiscal years is developed by the CIP workgroup. This draft plan is then submitted to the Town Manager by middecember for review and consideration. Following the Manager s review, the CIP document is prepared for consideration by the Town Council at their Annual Retreat in the first quarter of the new calendar year. Once Council input and approval is accomplished, the CIP is used as a basis for budgeting in the coming fiscal year and in formulating financial forecasts prepared as part of the budget process. Public input is solicited through two public hearings held during the budget process. July - September Staff evaluation - add new projects and consider priority of unapproved projects October - December May Budget Public Hearing - Request for public input Committee scores each project against evaluation matrix December March - May CIP document drafted for Town Manager review Council approved CIP used as basis for budgeting for the coming fiscal year March Manager recommended draft considered by Town Council at their annual retreat Februrary Pre - Budget Public Hearing Request for public input 144

148 In preparation for the Town Council Annual Retreat in February, the Mayor and Council Members were asked to rank a selection of 37 General Fund projects against each other in order of importance. The ranking excluded projects that were considered necessary for operations, such as replacement leaf trucks and radio replacements for public safety. Using the average score in one axis and a measure of dispersion (standard deviation) as a second axis, the results of the ranking were then analyzed into quartiles based on average ranking and agreement. This helped show projects that are ranked (high or low) where the council is in agreement and was used for the basis of further discussion on projects which seem to have higher than average support (but disagreement). Quartile 1, the green block, contains projects with above average rankings and general agreement. These projects are considered the highest relative priority by the Town Council. Quartile 4, the red block, represents projects with below average rankings and general agreement. Quartile 2 and 3, the yellow and orange blocks represent the middle ground where there is more disagreement. The Town Council focused discussion on many of these projects in the 2nd and 3rd quartiles resulting in amending the positions of three projects. The chart below reflects the project distribution. 1st Quartile - Above Average Ranking, Above Average Agreement Apex Barbecue Road Bridge Replacement (B-5161) Apex Peakway Southwest Connector (U-5928) Beaver Creek Greenway Construction (Phase I & II) Center St Railroad Crossing Improvements & Sidewalk Chatham Street Railroad Crossing Improvements & Sidewalk Downtown Area Pedestrian Improvements Ladder Truck for Public Safety Station 5 NC 55 Sidewalk Connector Olive Chapel Rd Bridge at NC 540 Sidewalk Enhancement Seaboard St Parking US 1 at NC 55 Interchange Upgrade 3rd Quartile - Below Average Ranking, Below Average Agreement Armored Rescue Vehicle Downtown Parking Deck Milano Ave Gap Connector NC 55 Sidewalk and Enhancement (U-2901) Park Land Acquisition - 2 Sites Public Safety Station 6 Renovation of Fire Station 1 Senior Services Center Town Fiber Expansion 2nd Quartile - Above Average Ranking, Below Average Agreement Apex Peakway Southeast Connector Apex Peakway Traffic Signals Seaboard St Parking Kelly Rd Sidewalk - Apex Barbecue Rd to Kelly Rd Park Olive Chapel Rd Sidewalk Gaps Parliament Place Culvert Repair Pleasant Park (Phase I, II & III) Replacement Ambulance 4th Quartile - Below Average Ranking, Above Average Agreement Downtown Quiet Zone 2 Dredge Lake - Apex Community Park Environmental Education Center - Nature Park Jaycee Park Expansion Middle Creek Greenway (Phase I, II & III) Salem Pond Park (Phase II & III) Soccer Field Turf Conversion Apex Nature Park Splash Pad - Apex Community Park Tingen Rd Sidewalk - Widger Ln to Peakway Tunstall House Restoration * Note: Projects are listed in the quartiles in alphabetical order, not in order of ranking. CIP Practices Long-range cost estimates: Using the upcoming fiscal year as the base, staff will apply cost escalators to better estimate future construction costs. Staff applies the escalator to new construction and significant building rehabilitations. In some elements, such as public utilities and transportation, staff applies other escalators developed for those specific service areas. Closing Projects: Projects are closed when the approved scope of work is complete. Staff reviews project statuses periodically to identify projects that are finished and can be closed. If the budget for a completed project is not fully expended, generally, the budget is closed and the remaining balance accumulates in fund balance. The accumulated fund balance is available to pay for future projects. 145

149 Horizon Issues: The proposed CIP funds the Town s highly prioritized needs. Staff reviews and analyzes the business cases supporting these projects and considers them ready to move forward. In many situations, however, the Town has identified a future need, but has not yet completed a detailed analysis, considered options, or designed a specific facility. These projects include facilities, capital maintenance, and business systems that will be needed in the future, often beyond the CIP s five-year timeframe. Planning By Fund What follows is a description of the projects submitted, by element (as described on Page 4), for the five year planning timeframe under consideration. The element begins with a brief description of what types of projects are funded and includes a tabular summary of all projects considered and the proposed revenue source to fund the projects in each year. At the end of each section there is a summary table showing the total cost of the projects in each year and the total of each revenue source. More details regarding the cost of borrowing is provided in each summary section. The reference to Local Revenue in the revenue portion of the tables is indicative of the need for current year funding for some projects/purchases in each year. This could include appropriation of reserve funds in the three major funds: General, Water and Sewer, and Electric. 146

150 Section 2: General Fund A majority of projects included in the CIP are housed in the General Fund. This revenue is generated in a large part by ad valorem taxes, along with sales taxes, utility taxes and other similar revenue. The types of capital projects that qualify for this fund include facility improvements, transportation system improvements, stormwater infrastructure improvements, and other similar projects. Compared to other sources, general fund resources are a flexible revenue source without restrictions on their use. The icons below signify each element within the general fund, and are placed on the top right corner of the pages which are associated with their projects. Transportation Parks, Recreation and Cultural Resources Public Safety Public Works and Environmental Services Public Facilities 147

151 Transportation Element Projects Projects Funded: Construction of new roadways, improvements to existing roadways, sidewalks, and multi-use paths. Peak Plan 2030 Recommendation: Implementation of the 2011 Transportation Plan (as amended) is funded in this element. Transportation infrastructure, like the Peakway shown to the right, has a long lasting effect on the quality of life in Apex giving easier access to all areas of town and helping ease commuter traffic congestion as residents travel to and from employment centers. The table below shows each of the projects submitted for consideration in this year s CIP process, the estimated cost of the project, and a summary of the proposed source of funding in each fiscal year in the plan. Section 5 of this document contains detailed information regarding the proposed funding source for each individual project. Refer to map on at the end of this section to see the location of these project. Transportation Project Apex Peakway Southwest Connector (U-5928) Apex Barbecue Road Bridge Replacement* (B-5161) Downtown Area Pedestrian Improvements Olive Chapel Road Bridge at NC 540 Sidewalk Enhancement Seaboard Street Parking Parliament Place Culvert Repair Center Street Railroad Crossing Improvements & Sidewalk Chatham Street Railroad Crossing Improvements & Sidewalk Olive Chapel Road Sidewalk Gaps Tingen Road Pedestrian Crossing US 1 at NC 55 Interchange Upgrade* NC 55 Sidewalk Connector* Milano Avenue Gap Connector Kelly Road Sidewalk - Apex Barbecue Road to Kelly Road Park NC 55 Sidewalk and Enhancement* (U-2901) Apex Peakway Traffic Signals - various Downtown Parking Deck US 64 Sidewalk and Enhancement* (U-5301) Ten Ten Road Sidewalk and Enhancement* (U-5825B) Tingen Road Sidewalk - Widger Lane to Apex Peakway Downtown Quiet Zone 2 Apex Peakway Southeast Connector Street Resurfacing Total Revenue Sources: Local Revenue Fees Federal Grant State Grant Local Grant Debt Total ID # PW&T 1 PW&T 2 PW&T 4 PW&T 5 PW&T 19 PW&T 3 PW&T 7 PW&T 17 PW&T 8 PW&T 22 PW&T 9 PW&T 10 PW&T 11 PW&T 12 PW&T 13 PW&T 14 PW&T 20 PW&T 15 PW&T 16 PW&T 17 PW&T 6 PW&T 18 PW&T ,000,000 20,375, , , , , ,000 1,200,000 3,550, , , , ,000 1,300,000 3,000,000 1,000, ,000 5,000,000 1,400,000 7,900,000 1,000,000 1,000, ,000 1,000,000 7,000,000 1,500,000 11,775, ,000 3,400,000 1,180,000 15,000,000 20,375,000 2,150, ,000 1,200,000 3,550,000 1,736,000 1,264,000 3,000,000 1,592,000 1,308,000 5,000,000 7,900,000 3,421,000 1,354,000 7,000,000 11,775,000 13,000, , , , ,

152 FY Apex Peakway Southwest Connecter (U-5928) $13,000,000 The project completes a 3.2-mile contiguous route from East Williams to West Williams Street, acting as a western bypass of NC 55 and providing improved local connectivity to the south and west. The project includes a grade separation of the CSX railroad line and South Salem Street with a connection and sidewalks along all roadways. The rail crossing at Tingen Road, proposed to be a pedestrian-only crossing similar to the Thompson Street crossing, will be closed as required by the agreement with CSX Transportation. Input from consultants working on the grade separation study has increased project estimates. Funding for the construction of this project is planned to come from the proceeds of bond debt sales as a result of a $15 million transportation bond approved by voters in November 2015 and a $3 million federal grant. Local revenue will be used to fund permitting and design work. Apex Barbecue Road Bridge Replacement (U-5161) $300,000 The project will allow the greenway to pass underneath the bridge rather than crossing Apex Barbecue Road at-grade, so pedestrians and cyclists on the greenway do not have to travel to the roadway surface and compete with vehicular traffic. This is a contribution toward an NCDOT project to replace the Apex Barbecue Road Bridge over Beaver Creek. NCDOT is seeking enhancement cost sharing in order to replace the bridge with one higher than would normally be provided so the Beaver Creek Greenway can pass underneath. The higher structure increases the construction costs by an estimated $1.35 million. The Town has already entered into an agreement with NCDOT and paid the first installment of $200,000. This represents the remaining cost share. Downtown Area Pedestrian Improvements $675,000 The downtown area is an active pedestrian corridor, however, there is currently no complete pedestrian route for the many residents in the vicinity of Markham, James and East Moore Streets to access Apex Middle School, North Salem Street, the Apex Community Center, and Hunter Street Park. North Salem Street experiences high volumes of vehicular traffic and a sidewalk gap creates additional challenges for pedestrians. This project s components include: (1) construction of over 2,500 linear-feet of sidewalk along Markham, James, Wrenn, and North Salem Streets, (2) ramp upgrades at 5 intersections, (3) pushbutton pedestrian signals, (4) addition of a high-visibility crosswalk and signs across Salem Street, and (6) installation of a flashing beacon for an existing high-visibility crossing. This project will be submitted as the Town's Locally Administered Projects Program (LAPP) request for If awarded, the LAPP funds would cover 70% of construction costs (approximately $400,000). Olive Chapel Road Bridge at NC 540 Sidewalk Enhancement $150,000 This project will widen the existing sidewalk on the south side of the bridge and add a concrete barrier between the roadway and sidewalk. This project is designed to address citizen concerns about pedestrian safety along this busy section of Olive Chapel Road. The existing sidewalk is adjacent to the bridge wall and has no barrier adjacent to the gutter. Given the traffic speed, volume, and the narrow space, it is currently uncomfortable for pedestrians to walk along the existing sidewalk. The project provides improved pedestrian access to Olive Chapel Elementary School. 149

153 Seaboard Street Parking $250,000 This project consists of curb, drainage structures, asphalt pavement, and markings on Seaboard Street. The project will add parking spaces along the east side of Seaboard Street, adjacent to CSX railroad, and will incorporate some drainage improvements to the existing system. This will provide designated parking to better serve the businesses, retail, and services in downtown Apex. Permission to construct within CSX right of way will be needed. Street Resurfacing $6,000,000 The Town is responsible for maintaining 150 miles of municipal streets with the annual resurfacing contract providing for most of the pavement maintenance needs. Street mileage is growing annually with ongoing development. A recent survey of our streets reveals that we have deferred maintenance that needs to be addressed. Funding for this project is planned to come from the proceeds of bond debt sales as a result of a transportation bond approved by voters in November The annual contract addresses deficiencies in pavement condition throughout Apex to address and prevent issues such as potholes, alligator cracking, and rutting in order to provide a safe and reliable transportation system. The Powell Bill program provides an annual funding allocation from the state based on public centerline miles of road accepted and maintained by the Town, however, current and future resurfacing costs continue to exceed Powell Bill allocations requiring additional General Fund revenues to be allocated. FY Parliament Place Culvert Repair $250,000 The project includes repair of the triple 132-inch corrugated metal pipe culvert and headwall under Parliament Place on the border between Buckingham and Sterling at Buckingham. The repairs include adding concrete lining to replace rusted inverts and also repair of the cracked headwall. The project will improve flow through the structure, reduce blockages, reduce the chances of failure, and extend the useful life for 20 years to avoid complete replacement in the near future. Without repairs, Town crews will continue to need to mobilize heavy equipment for annual cleaning and a complete replacement involving temporary road closure and reconstruction is more likely in the near future. Center Street Railroad Crossing and Sidewalk Improvements $500,000 The project includes improvement of the road crossing surface and addition of sidewalk across CSX railroad tracks that will be maintained by NCDOT. The project completes a major gap in the sidewalk network across the railroad reaching downtown Apex and improves the quality of the vehicular crossing surfaces for improved ride comfort. Chatham Street Railroad Crossing and Sidewalk Improvements $500,000 The project includes improvement of the road crossing surfaces and addition of sidewalk across CSX railroad with installation of four quadrant gates. The project completes gaps in the sidewalk network across the railroad and improves the quality of the vehicular crossing surfaces for improved ride comfort. In addition, four quadrant gates will provide a higher level of safety measures. 150

154 Olive Chapel Road Sidewalk Gaps $500,000 The project consists of extending sidewalk west of Piney Woods Lane along Olive Chapel Road to provide a contiguous pedestrian route along Olive Chapel Road from NC 55 to the American Tobacco Trail. The project will extend the sidewalk west along a 45 mph thoroughfare to tie into the American Tobacco Trail, linking NC 55 to the trail. Pedestrian trips from Olive Chapel Elementary School and subdivisions along Olive Chapel Road will be provided a direct connecting route to the trail that was not previously available. Tingen Road Pedestrian Crossing $600,000 The project will include a "Z-gate" pedestrian crossing of the railroad tracks along Tingen Road, highvisibility crosswalks across S. Salem Street at Tingen Road and across James Street at Tingen Road, and accessible ramps at the same locations. The project will provide a pedestrian connection along Tingen Road from S. Salem to James Street that would otherwise close when the Apex Peakway Southwest Connector project opens. This section of Tingen Road has substantial pedestrian traffic and serves a population in Apex that may rely on walking and biking as a means of transportation. This pedestrian connection also serves Apex Elementary School and connects residents east of Salem Street with downtown Apex and areas to the west. It is anticipated that the Town would apply for LAPP funding for a portion of the construction costs. FY US 1 at US 55 Interchange Upgrade $500,000 This is a contribution toward an NCDOT project to upgrade and expand the US 1 interchange at NC 55. NCDOT is seeking cost sharing partners in order to promote it in the STIP and complete this project. The project will add capacity at the interchange, reducing traffic congestion currently blocking movements along NC 55 and causing long queue backups on the US 1 southbound off-ramp. NC 55 Sidewalk Connector $100,000 The project will provide a protected pedestrian connection for neighborhoods along East Williams Street east of the NC 55 Bypass to connect with the sidewalk north of the NC 55 Bypass intersection. Pedestrian trips east of the NC 55 Bypass are currently not served by a sidewalk route to the north. Pedestrians have been observed walking along the existing right-of way and have requested sidewalk in this location. The total project cost provided is only the Town of Apex cost share. As a cost share, the Town's allocation is $100,000 of the $500,000 total project cost. Milano Avenue Gap Connector $500,000 The project consists of extending Milano Avenue across the frontage of the Mt. Zion Church Road electric substation property between the existing stub in Parkside at Bella Casa and the planned stub from Buckhorn Preserve. The project will provide an extension of the collector road with multi-use path to access the electric substation property and further west connect with the portion of Milano Avenue to Richardson Road through Buckhorn Preserve. This would complete the only remaining gap linking Richardson Road to Evans Road, providing convenient access to the Apex Nature Park and electric substation. 151

155 Kelly Road Sidewalk $600,000 The project consists of extending sidewalk north of Apex Barbecue Road along Kelly Road to provide a pedestrian route to Kelly Road Park and Olive Chapel Elementary School from subdivisions along Apex Barbecue Road. The project will extend sidewalk north along a 45 mph thoroughfare to tie in to existing sidewalk and multi-use path at Kelly Road Park. Pedestrian trips from subdivisions along Apex Barbecue Road will be provided a direct connecting route to the park and school that was not previously available along the road. The project will provide a crosswalk for the Kelly Road at Apex Barbecue Road traffic signal. FY NC 55 Sidewalk and Enhancement Cost Share (U-2901) $1,000,000 The project will provide funding for enhancements the Town requests as part of the NC 55 widening project. Enhancements may include protected pedestrian facilities (sidewalk and/or multi-use path), median enhancement, and landscaping. This project leverages the planned NCDOT roadway widening project by providing pedestrian facilities where there are currently none, in accordance with the adopted Bicycle, Pedestrian and Equestrian Plan. In addition, this project fulfills an objective of Peak Plan 2030 which envisions a streetscape improvement program for this section of NC 55. Apex Peakway Traffic Signals $500,000 The project consists of designing and installing traffic signals on the Apex Peakway where warranted. The project will provide traffic signals for up to three locations along Apex Peakway. Annual maintenance and non-routine repairs will be the responsibility of the Town for locations not on the state system and for any emergency vehicle preemption equipment. Downtown Parking Deck $5,000,000 The project will provide a parking deck with parking spaces to serve the businesses, retail, services, and special event parking in downtown Apex. This will provide more convenient parking in downtown to encourage visitors at all times and encourage commercial land use growth. There are currently more than a half-dozen major events in downtown Apex annually. The project may require some property acquisition. FY NC 64 Sidewalk and Enhancement Cost Share (U-5301) $1,000,000 The project will convert the intersection of US 64 and Lake Pine Drive to an interchange, convert the intersection of US 64 and Laura Duncan Road to an interchange, and convert US 64 from Laura Duncan Road to US 1 to a superstreet. Construction is planned to begin in This project will provide funding for enhancements the Town requests as part of the widening project. Enhancements are likely to include protected pedestrian facilities (sidewalk, multi-use path, and crossings). NCDOT will replace existing pedestrian facilities but not complete gaps where there are no existing facilities without the Town sharing a portion of the costs. 152

156 Ten Ten Road Sidewalk and Enhancement Cost Share (U-5825B) $1,000,000 The project will widen Ten Ten Road from Apex Peakway in the Town of Apex to Kildaire Farm Road in the Town of Cary with construction of Reliance Avenue to Kildaire Farm Road beginning in 2022 and construction of Reliance Avenue to Apex Peakway beginning in This project will provide funding for enhancements the Town requests as part of the widening project. Enhancements may include protected pedestrian facilities (sidewalk and/or multi-use path), median enhancement, and landscaping. The town s plans include a side path on the north side of Ten-Ten Road between Apex Peakway and US 1, wide outside lanes for bicycle use between US 1 and Kildaire Farm Road, and sidewalks on the opposite (south side) of Ten-Ten Road for the entire length of the project. This project leverages the planned NCDOT roadway widening project by providing sidewalk and multi-use path where there are currently no pedestrian facilities, in accordance with the adopted Bicycle, Pedestrian and Equestrian Plan. NCDOT will require the Town share a portion of the costs to complete gaps where there are no existing facilities. Tingen Road Sidewalk $275,000 The project will provide sidewalk from Widger Lane to the Apex Peakway. The sidewalk along this route will provide a direct route for pedestrian trips from the southern end of the Salem Village neighborhood northward to Apex Elementary School and eastward toward businesses, retail, services, and residences along Apex Peakway. Following project completion, the Town of Apex will maintain the sidewalk. Downtown Quiet Zone 2 $1,000,000 This project would establish a Quiet Zone to reduce train horn noise along the high speed line through downtown Apex in response to voiced concern over the train horn noise. Since the establishment of the Quiet Zone on the low speed-low volume freight line, staff has been pursuing a Quiet Zone designation on the high speed line. Establishing this Quiet Zone requires signs, improved track equipment at all three crossings, and 4-quad gates for Center Street. The estimated project cost has increased substantially since the originally approved budget. Modifications to the original scope were recommended by the Planning Committee and are now being evaluated by CSX. The quiet zone designation may be retracted if collisions occur. Apex Peakway Southeast Connector $7,000,000 The Apex Peakway Southeast Connector includes the extension of Apex Peakway from NC 55 near the US 1 interchange partly on new alignment to Schieffelin Road and northeast to Center Street along the existing Schieffelin Road alignment. This would include a signalized intersection at NC 55, realignment of Schieffelin Road at the tie-in, and convert existing Schieffelin Road to a continuation of Apex Peakway to Center Street. This project is anticipated to impact local street alignments and access along the proposed route. The corridor will improve mobility east and southeast of downtown Apex where traffic is currently carried along other local connections to NC 55. It will also complete the Apex Peakway loop around downtown Apex. 153

157 Map of Transportaion CIP Projects PW&T # 1-21 US 64 NC 540 GREEN LEVEL CHURCH US 64 DAVIS OLIVE CHAPEL EVANS RD 12 5 KELLY OLIVE CHAPEL 1 HUNTER TINGEN 20 SALEM OLD RALEIGH RD CENTER 3 TEN TE 18 WILLIAMS US 1 HUMIE OLIVE Not pictured on map: #4 Downtown Pedestrian Improvements #6 Downtown Quiet Zone #13 U-2901: NC 55 Sidewalk and Enhancement Cost Share #14 Apex Peakway Traffic Signals- various #15 U-5301: US 64 Sidewalk and Enhancement Cost Share #16 U-5825B: Ten Ten Rd. Sidewalk and Enhancement Cost Share #21 Powell Bill Resurfacing OLD US 1 US 1 FRIENDSHIP OLD HOLLY SPRINGS APEX NC 540 HWY SB NC L e g e n d Improvements Road Sidewalk Bridge Culvert Parking RR crossing Existing features RR American Tobacco Trail Apex Community Lake Parks Apex Town Limits Apex ETJ US Army Corps Cary Town Limits Holly Springs Town Limits 154

158 155

159 Parks, Recreation and Cultural Resources Element Projects Projects Funded: Acquisition of land for new park and greenway facilities, the construction of park and recreation amenities, and major maintenance of current facilities. Peak Plan 2030 Recommendation: That the Town Implement recommendations of the recently updated Parks, Recreation, Greenways, and Open Space Master Plan. Projects shown in this element address needs reflected in this plan. The recently opened Apex Nature Park expanded our ability to serve the growing population of Apex with a variety of active and passive recreational opportunities. Our high quality park facilities, greenway network, and the programs we offer contribute greatly to the high quality of life people in Apex enjoy. This element suggests funding several other quality projects in response to our Parks Plan and the expressed needs of those we serve. The table below shows each of the projects submitted for consideration in this year s CIP process, the estimated cost of the project, and a summary of the proposed source of funding in each fiscal year in the plan. The Fees shown in the revenue section reflect the expenditure of Recreation Subdivision Fees. Section 5 of this document contains detailed information regarding the proposed funding source for each individual project. Refer to map at the end of this section to see the locations of these projects. Parks, Recreation & Cultural Resources Project Salem Pond Park (Phase II & III) Soccer Field Turf Conversion - Apex Nature Park Middle Creek Greenway (Phase I, II & III) Senior Services Center Beaver Creek Greenway Construction (Phase I & II) Pleasant Park - 3 Phases Park Land Acquisition - Northwest Area Site Jaycee Park Expansion Environmental Education Center - Apex Nature Park Splash Pad - Apex Community Park Dredge Lake - Apex Community Park Total Revenue Sources: Local Revenue Fees Federal Grant State Grant Local Grant Debt Total ID # PR 4 PR 14 PR 5 PR 16 PR 13 PR 6 PR 8 PR 12 PR 7 PR 18 PR ,000 1,500, ,000 2,012, ,000 8,500,000 1,500,000 12,500,000-1,140,000 12,500, ,000 23,030, ,000 1,038, ,240 5,000,000 7,153,240 14,390,000 1,000, ,000 3,000,000 4,500,000 1,862, ,000 2,012, , , ,000 21,870,000 23,030,000 2,153,240 5,000,000 7,153, ,000 13,640,000 14,390,000 3,500,000 1,000,000 4,500,

160 FY Salem Pond Park Phase II Construction $350,000 Phase II of the project includes lighting of Multi-purpose athletic field, shade structures, inclusive, accessible, all-ages playground, multi-generational site amenities including nature and environmental education signage, and final layers of asphalt on existing trail providing a safe, accessible surface. Improvements in Phase II will enable the expansion of existing recreational programs and follows the Master Plan recommendation for more multi-purpose open play fields. Also included are programmable spaces for multi-generational participants and lighting to allow hours of operation to be expanded. Shade structures and site amenities are provided to allow for outdoor classroom experiences for both Town programs and school partnership activities with a focus on environmental education. The playground will be designed to provide accessibility and inclusion of not only children with disabilities, but for children with disabled parents or veterans with disabilities. Apex Nature Park Soccer Field Turf Conversion $1,500,000 This project in will convert two multi-use fields from natural grass to Field Turf Synthetic Turf. The plans for this project are already completed. Similar to the Hunter Street Park Field Conversion, converting the fields at the Nature Park would see immediate benefits by allowing the Town to ease into tournament play prior to the construction of Pleasant Park. Turfing the fields will also allow for the expansion of Town sponsored and co-sponsored programs. Life expectancy is 7-10 years and groups such as the Apex Sports Authority and Triangle Football Club are ready to partner with the Town on converting the fields and also are willing to rent the fields when they currently sit unused in the off season. Middle Creek Greenway Phase II Design $162,000 This project includes funding for the Design Phase of the project scheduled for construction in FY The project involves approximately 2,871 linear feet (boardwalk, concrete, asphalt) covering the section of the Middle Creek Greenway from Pemberley through Miramonte and is Phase 2 of the regional connection between Apex and Holly Springs. Design estimates are based on current mileage cost estimates, using approved greenway design fees and evaluation of Miramonte s approved greenway plan. The design plans will take into consideration environmental issues associated with the floodplain, floodway, wetlands and all previously approved plans. FY Middle Creek Greenway - Phase I Construction $530,000 Phase I of the project involves the construction of just under 1/2 mile of greenway and connects the Towns of Apex and Holly Springs, crossing the NC 540 corridor. This project is significant and time sensitive because having the trail designed and constructed prior to NCDOT's final construction plans for NC540 will increase the ability to maintain a pedestrian access under or over NC 540. Connecting greenways and sidewalks to points of interest was the number one issue / interest expressed by citizens in the Parks, Recreation, Greenways, and Open Space Master Plan. 157

161 Senior Services Center $8,500,000 In May of 2015, funds were appropriated to complete design plans for a Senior Center on the Town Campus. A programming report was delivered by the town s architect, identifying an estimated 28,000 square feet in space needs as determined by a Steering Committee. Participation and interest in Senior Programs and Services is at an all-time high and the current community center, while serving primarily as a senior center during daytime hours, is not able to accommodate any expanded programming or evening activities for seniors. This facility can accommodate other needs when not being used of senior programs and activities. Beaver Creek Greenway Phase I Construction $1,500,000 The Beaver Creek Greenway connection from Downtown to the American Tobacco Trail. Phase I of the project involves the construction of approximately 1 mile of greenway (a majority of which will be boardwalk) and will connect from Kelly Road Park to Chapel Valley Lane in the Kelly West subdivision. This connection completes the Beaver Creek Greenway from Jaycee Park towards the Apex Nature Park and connects multiple neighborhoods, churches, schools and parks. The majority of the cost is attributable to the construction of boardwalk and environmental issues associated with the floodplain and wetlands. Pleasant Park Phase I $12,500,000 This project is for the initial development of a 92 acre tract acquired in November of The plans include a mixture of active and passive activities with priority being given to athletic amenities that expand the town s current program offerings and could also be serve as a regional sports tournament venue. Phase I would include significant infrastructure to include roads, water, sewer, electric, etc. It is also envisioned that Phase I would include the splash pad and the maintenance area and at least some of the revenue producing facilities such as the multi-purpose athletic fields. FY Salem Pond Park Phase III $250,000 Phase III completes the Master Plan for Salem Pond Park. Plans include the installation of a pre-fabricated restroom and the associated water, sewer and electrical. A restroom facility is a critical need for an active park facility. The pre-fabricated restroom is to be similar to that which has been installed at Apex Community Park and comes completely ADA compliant as a standalone unit. Middle Creek Greenway Phase II Construction/Phase III Design $1,038,000 This project includes $810,000 for construction of Phase II of the Middle Creek Greenway. The project adds.81 miles (boardwalk, concrete, asphalt) covering the section of the Middle Creek Greenway from Pemberley through Miramonte. This section links the Towns of Apex and Holly Springs, crosses the NC 540 corridor and provides a regional non-motorized connection to schools, parks, commercial, office and industrial employment centers. Connecting greenways and sidewalks to points of interest was the number one issue / interest expressed by citizens in the Parks, Recreation, Greenways, and Open Space Master Plan. This total also reflects $228,000 for the design work for Phase III of the greenway. Identifying the 158

162 location for Middle Creek Phase III and evaluating the environmental conditions will be a critical component of the design of this phase. Design estimates are based on current mileage cost estimates, tying to segments completed by development and takes into consideration environmental issues associated with the floodplain, floodway and wetlands. Beaver Creek Greenway Phase II Construction $865,240 Phase II of the Beaver Creek Greenway connection involves approximately.25 miles and continues from Chapel Valley Lane (Kelly West and stopping point of Phase I) under the Apex Barbecue Road bridge to the Nature Park. This phase is tied to the design, construction and timeline of the NCDOT Apex Barbecue Road Bridge replacement. Staff has worked with NCDOT staff and their consultants to determine the best location for the greenway trail to be positioned to pass under the proposed bridge and the bridge was elevated to accommodate the greenway trail. The majority of costs are due to addressing environmental issues associated with the floodplain and wetlands and for construction of boardwalk. Northwest Area Park Land Acquisition $5,000,000 The acquisition of regional park land in the northwest area of Town has been a priority of the Town Council and citizens of Apex for many years. This priority was also noted in the Parks Plan (adopted in 2013) in order to ensure the provision of recreation opportunities in the northwest portion of Apex, one of the fastest growing areas of town. The target acreage is between acres with an estimated average cost of $100,000 per acre. FY Middle Creek Greenway Phase III Construction $1,140,000 Phase III completes the Middle Creek corridor from Pemberley, north through Pinnacle Industrial Park, past Lufkin Road Middle School, terminating at Ten Ten Road. Connections exist to downtown via sidewalk/ multi-use paths and to Town of Cary via future greenways. Sections have been constructed with development of sites along Lufkin Road, Classic Road and Burma Road. This project creates a regional connection between the downtowns of Apex and Holly Springs across NC540, as well as to the Town of Cary. Phase III of the project involves the construction of an additional 2.81 miles of greenway and multiuse path (some of which may be boardwalk) bringing the completed length of the greenway to just over 4 miles. Construction estimates are based on current mileage cost estimates and environmental issues associated with the floodplain, floodway and wetlands. It is also anticipated that segments of the project will be completed as part of development projects. Pleasant Park Phase II $12,500,000 Following the construction of Phase II, Phase II development would include, but not be limited to the following items: infrastructure, lighted turf playing fields for soccer, lacrosse, lighted playing fields for baseball/softball, tennis courts, shelters, comfort stations, trails, dog park, and other amenities identified as priorities by the Town Council. 159

163 Jaycee Park Expansion $750,000 The expansion of Jaycee Park was discussed as part of a larger discussion whether to locate a cell tower on the existing Jaycee Park property adjacent to the Peakway. After researching options and opportunities for the site, staff came up with a sketch showing a park that is expanded to the Peakway. The sketch shows new amenities that include an open play field, shelter, playground and volleyball/ basketball courts. FY Environmental Education Center Nature Park $1,000,000 The Nature and Environmental Education facility was part of the initial Master Plan for the Nature Park site which was part of a 2004 bond package. The intent was to utilize the facility as a headquarters for the operation of the park and provide someone on-site to program and oversee the park. In addition, it is viewed as a place where environmental and nature exhibits can be seen as part of the town's effort to educate and support environmental initiatives such as conservation and good stewardship. It was envisioned that a large portion of the potential programming for this facility would be achieved through Town initiatives and by developing collaborative relationships with area schools and universities. Splash Pad Apex Community Park $500,000 While a splash pad / water amenity is planned for Phase I of the future Pleasant Park, this requested addition to Apex Community Park is yet to be fully designed. Plans would include construction within the fenced in open play field. The facility would, based on PRCR sub-committee feedback, include some type of kiosk facility for staffing and monitoring. Further estimates for operation can be calculated after a final design is done and are dependent on operating schedules and review of proposed fees. Dredge Lake Apex Community Park $3,000,000 This project would dredge Apex Community Park Lake allowing boats using the lake for recreational purposes to have access to more of the lake with fewer obstructions and less restriction of movement. Dredging also improves water quality which improves the lives of fish and fishing opportunities and assists in restoring habitats. The estimate involves removing 90,000 cubic yards of silt and disposing it off-site. Horizon Pleasant Park Phase III $12,500,000 Following the construction of Phase II, Phase III development would include but not be limited to additional infrastructure, additional lighted athletic fields, athletic courts, running course, etc. Included amenities would be at the Town Council s direction. The construction of Pleasant Park would support existing and future Town sponsored and co-sponsored programs. The Town can use park and recreational facilities to help enhance economic development similar to surrounding municipalities by attracting regional tournaments and other special events. Apex will become a destination for such events. 160

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165 White Oak Creek Greenway 540 " ) Parks, Recreation, & Cultural Resources Capital Improvement Projects 55 «PR 8 Land Acquisition rth No Be C er av ek re G y wa en e r Salem Pond Park PR 4 PR 18 Apex Community Park PR 19 Haddon Hall Greenway 64 ch ran B Big 64 ay nw ee r G Hunter Street Park Kelly Road Park ican PR 13 Am er Apex Nature Park PR 7 le Litt B er eav Cre ek enw Gre Kelly Glen Park Beaver Creek Greenway PR 16 Apex Jaycee Park PR Clairmont Park «1 Sue Helton Memorial Park PR 6 Pleasant Park ay 540 " ) 1 Seagrove's Farm Neighborhood Park West Street Park PR 14 PR 8 Land Acquisition Middle Creek Greenway T ob ac c ot rail PR 5 55 «Prepared by: Town of Apex Parks, Recreation, & Cultural Resources Department 162

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167 Public Safety Element Projects Projects Funded: Acquisition of capital equipment to support the operations of the three public safety departments in the town. (Note: Public safety facilities are considered in the public facilities element.) Peak Plan 2030 Recommendation: That the Town provide adequate fire, police, and emergency services in all areas. This element considers the projects necessary to maintain adequate and responsive services to our citizens. The table below shows each of the projects submitted for consideration in this year s CIP process, the estimated cost of the project, and a summary of the proposed source of funding in each fiscal year in the plan. Section 5 of this document contains detailed information regarding the proposed funding source for each individual project. Public Safety Project Public Safety Radio Replacement (Portable & Mobile Units) CAD Replacement - Police Console Replacement - Police Ladder Truck for PSS 5* Replacement Ambulance Fire Engine (Quint) Replacement for Station 3* Armored Rescue Vehicle Engine for Station 6* ID # PS1 PD 2 PD 3 FD 2 EMS 1 FD 5 PD 6 FD , , , ,200 1,300, , , , ,000-37, ,000-1,023,700 1,632,200 1,222, ,500-1,002,300 21,400 1,023,700 1,632,200 1,632,200 1,222,200 1,222, , ,500 - *includes outfitting & equipment Total Revenue Sources: Local Revenue Fees Federal Grant State Grant Local Grant (Wake County 19.2% Cost Share for Fire Dept) Debt Total 164

168 FY Public Safety Radio Replacement $665,600 Fire / Police / Communications (four year total) The town s radio system operates as part of the Wake County 800 Mhz. interoperable system. The current system has exceeded its life expectancy. Motorola no longer supports the current equipment and has announced it will no longer provide service or parts as of To effectively replace all existing radios with compliant units for interoperability, and to phase obsolescence for future replacement, this project will purchase base, portable, and mobile radios over the next four years that will complete the phased replacement program begun in FY Across all Public Safety Operations, 9 base radios, 59 portable radios, and 50 mobile radios remain to be replaced. Wake County will participate in a 19.2% cost share for portable and mobile radio replacements for the Fire Department in FY CAD Replacement - Police $300,000 The current CAD System that Wake County uses has reached the end of its life and the County is currently working to replace the system. As a remote user, this will require the Town to also change systems. The current system is not receiving regular enhancements and does not meet the needs of next generation 911. It also lacks many of the common functions of new CAD systems including the ability to link with multiple other CAD systems to allow the users to move complete call information from center to center regardless of system type. Console Replacement - Police $440,000 The current radio console does not have the features and functionality needed to transition to the new radio system that Wake County is in the process of phasing in. The console, with a direct link to the new county radio system, would allow the communications center to have access to all the radio talk groups. The new system would allow for a better link with other agencies and enhanced audio capabilities. New radios and the new phone system will also tie to the radio console, minimizing limited audio capabilities. FY Ladder Truck Station 5 $1,300,000 This request is to add a ladder truck to Public Safety Station 5, located at the intersection of Apex Barbecue and Kelly Roads. This area of Apex is rapidly growing with single family homes, townhomes, apartment complexes, and public and private schools. ISO requires a municipal department to have a ladder truck cover a 2.5 mile area. The ISO inspection of the department in May 2013 noted that three ladder trucks are needed in Apex to properly cover the town. Purchasing the ladder truck will also improve response times in the western side of town that includes five schools, part of the Beaver Creek Shopping Center and everything north of Highways 64 and 55. Replacement Ambulance - EMS $160,000 This request is to replace 1 of 4 ambulances. Wake County provides 3 ambulances and plans to replace one in FY This unit has reached the end of its useful life, does not meet the new standards for crash worthiness and cannot be modified to meet those standards due to its age. Due to the increasing complexity of vehicle systems, downtime for maintenance and repairs is often lengthy. Having the fourth 165

169 vehicle as a reserve has become necessary in order to meet the demands of daily operations and provide medical coverage for more than 35 special events each year. This would also standardize the fleet with the latest safety equipment being used to reduce the potential for patient and responder injury. FY Fire Engine Replacement (Quint) - Station 3 $900,000 This is a request to replace the 2004 E-One Ladder apparatus that is in service at Station 3. The request represents replacing Ladder 3 with a new 75' aerial ladder apparatus. This type of fire apparatus is typically called a "quint" because it provides the ability to operate as both an engine and an aerial ladder. The Ladder 3 apparatus will be 15 years old at the requested replacement date and has begun to experience higher maintenance/repair costs due to age and mileage. This replacement will also support the 3 aerial apparatus that are needed for the public protection classification (ISO rating). The current Ladder 3 would remain as a reserve aerial. The Town currently has no reserve aerial. Armored Rescue Vehicle - Police $150,000 This vehicle has a "normal" van exterior appearance and will not attract undue attention while still providing protection to occupants in critical incidents. This vehicle provides the department with the capability to rescue persons in the event of active gunfire and provide officers ballistic protection in a critical incidents involving gunfire and/or some explosives. This addition will dramatically increase officer and citizen safety. FY Fire Engine Station 6 $660,000 As Public Safety Station 6 (as described later in this document) is constructed, a new fire engine will be required to operate from this location in the Green Level/White Oak Basin section of our community. This is an area that will experience rapid growth in the coming years due to planned development. The Engine would meet all current NFPA standards for a Class A pumper with a minimum of a 1,500 gallon per minute pump and a 750 gallon water tank. All equipment such as fire hose, breathing air packs, medical bags, and firefighting tools would need to be purchased since this is an addition to the fleet. 166

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171 Public Facilities Element Projects Projects Funded: Construction and major maintenance of general government and public safety facilities and infrastructure. Peak Plan 2030 Recommendations: The Peak Plan recommends: 1) Provide adequate fire, police and emergency services in all areas. 2) Continue to assess public facility needs to meet demand generated by existing, as well as future, growth and development. Shown is the recently completed Public Works Administration building which was part of a project that included a new Purchasing and Inventory Building, storage yard, and upgrades to other facilities in the public works complex. This element suggests funding several other quality projects such as this to address current and future facility needs. The table below shows each of the projects approved for consideration in this year s CIP process, the estimated cost of the project, and a summary of the proposed source of funding in each fiscal year in the plan. Section 5 of this document contains detailed information regarding the proposed funding source for each individual project. Public Facilities Project Renovation Project for Inspections Area at Town Hall Town Fiber Expansion Phone System Upgrade Renovation of Fire Station 1 (Design FY / Construction FY 18-19) Public Safety Station 6 (Design FY / Construction FY 20-21) Tunstall House Restoration Total Revenue Sources: Local Revenue Fees - Restricted Funds for Inspections Federal Grant State Grant Local Grant Debt Total ID # FS 2 IT 1 IT 2 240, , , , FS 7-165,000 1,335, FS ,000 3,715,000 - FS 6 390, ,000 1,795,000 3,715, , , , , , ,000-1,795,000 1,795,000 3,715,000 3,715, , , ,

172 FY Renovations to Inspections Area at Town Hall $240,000 This project is to renovate the Building Inspections and Permitting area and offices located on the first floor of Town Hall. The department has added staff in order to meet the demands of development. Storage of development plans take up additional space leaving limited room for staff to conduct interdepartmental meetings. This area has become crowded, limiting effectiveness in the timely processing of developmental plans and inspections. Town Fiber Optic Expansion $250,000 (two year total) The proposed fiber project will provide funding for expansion of the existing Town fiber network to greater support operational efficiencies, create redundancy, and expand the fiber optic backbone and fiber optic connections to key locations throughout the town. This project will help fund additional fiber strands, equipment and installation as incremental costs to other planned projects. The proposed project will leverage current communication infrastructure and provide redundancy to promote and ensure broadband infrastructure evolves over time to meet the needs of the town residents, staff, equipment, facilities and connected utility services. This request includes the final two phases of this project. Phase II is scheduled for FY at a cost of $150,000 and Phase III scheduled for FY at a cost of $100,000. FY Phone System Upgrade $275,000 The phone system upgrade would replace the main communications manager switch and be compatible with our current telephone headsets and integrated devices for applications such as the implemented IVR (Interactive Voice Response). The current system has reached its end of life and will no longer be maintained by the vendor as of November The upgrade does not require complete replacement of the telephone units and integrated devices resulting in cost savings and less disruption than replacing the system with a new vendor. Fire Station 1 - Renovation $1,500,000 $165,000 in FY / $1,335,000 in FY ) This project includes needed renovation to the existing Fire Station 1 in order to maintain the historic significance of the facility while updating the available space to accommodate current and future fire department operations. It is important for the fire department to maintain its presence on Salem Street due to the frequent and effective interaction with the citizens. This station was initially constructed in the 1930's and has several issues that are in need of attention including roof leaks, direct access to the apparatus bay from the living quarters, additional sleeping space, office space for the company officer, new apparatus bay doors and general facility updates. 169

173 FY Public Safety Station 6 $4,175,000 $460,000 in FY / $3,715,000 in FY ) Station 6 will provide fire and emergency services to the White Oak Basin and Green Level areas of Apex. It is forecast that there will be upwards of 2,100 new homes along with related services in this area within the next few years. This coupled with the existing 540 corridor will continue to generate pressure on existing fire services and require an additional station in order to provide adequate service. Response from the existing Station 3 will result in long response times due to the distance. Although not projected for construction until FY , the station would be located on land currently owned by the Town of Apex and design work is scheduled for FY This station will be a new design to more effectively meet the needs of both fire and police departments. Station 6 will house a new Engine and 12 personnel. FY Tunstall House Restoration $915,000 Restoration of the existing Tunstall House would be not only a prescriptive plan to save the current structure, but also provide long term use as well as mediating deterioration to the existing structure. This project contemplates the historic restoration of the house and "contributing" outbuildings. The house is suffering from deferred maintenance and currently serves no purpose. In the past, the house has been looked at for public purpose, but the restoration/renovation costs have been prohibitive. Once restored, the Town could seek to lease the property to a private party for office space or explore other similar uses. 170

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175 Public Works and Environmental Services Element Projects Projects Funded: Projects designed to manage and mitigate the effects of stormwater runoff, manage the collection and disposal of solid waste and maintain streets. These projects include structural improvements, BMP construction, and major maintenance of this infrastructure. They also include equipment needed to manage solid waste collection and maintain Town streets. Peak Plan 2030 Recommendation: There are no direct recommendations in the plan regarding Public Works and Environmental Services Focus on maintaining and improving the conveyance of stormwater protects property, infrastructure, and the environment. A well-managed yard waste collection program assists in this effort by keeping roadside gutters and drains clear. The table below shows each of the projects submitted for consideration in this year s CIP process, the estimated cost of the project, and a summary of the proposed source of funding in each fiscal year in the plan. Section 5 of this document contains detailed information regarding the proposed funding source for each individual project. Public Works and Environmental Services Project Leaf Truck (Additions & Replacements) Chipper & Chipper Truck (Additions & Replacements) CCTV Camera Inspection System Grapple Truck Replacement Street Sweeper Asphalt Truck Dump Truck Replacement Total Revenue Sources: Local Revenue Fees Federal Grant State Grant Local Grant Debt Total ID # SW 1 SW 2 ST 1 SW 4 ST 2 ST 3 ST 5 190, , , , , , , , , , , , , , , , , , , , , , , , ,

176 FY Leaf Truck - Replacement $190,000 There are currently five vacuum trucks in the yard waste fleet to support the town s yard waste program by providing grass clipping and leaf collection service. Three of the vacuum trucks are used on a daily basis. The other two serve as backups, but are routinely utilized during peak seasons as well as during normal maintenance/repair. This project will replace a truck that is over 14 years old with over 120,000 miles. These trucks have a lot of moving parts and routinely need servicing. Back up vehicles are necessary in order to provide reliable weekly service to our citizens. Chipper Truck - New Addition $170,000 There are currently two chipper trucks in the yard waste fleet to support the town's yard waste program by providing curbside limb chipping service. The addition of a chipper and chipper truck is necessary to meet the expanding service area resulting from residential growth in the New Hill and White Oak areas. An additional two person crew will need to be added to operate the equipment to continue to provide weekly service. If not added, service delivery may need to be rescheduled on a bi-weekly basis. FY CCTV Camera Inspection System $110,000 The CCTV camera system will be used to inspect existing storm drain pipe issues. This tool will assist in identifying problems to formulate a better plan of action for repairs. The Town currently has a camera system which is utilized by the Sanitary Sewer Division on a daily basis to meet state-mandated inspection requirements, making it unavailable for use by other departments. Without this piece of equipment, investigations and completion of follow-up work will need to be scheduled around the availability of the Sanitary Sewer divisions CCTV camera system, negatively impacting the efficiency and production of the Streets Division. Two Leaf Trucks 1 New Addition, 1 Replacement $400,000 This project will replace a truck that will be over 12 years old with over 115,000 miles at the time of replacement. The addition of another leaf truck is necessary to meet the expanding service area resulting from residential growth in the New Hill and White Oak areas. An additional employee will need to be added to operate the equipment to continue to provide weekly service. FY Grapple Truck - Replacement $190,000 There are currently two grapple trucks in the fleet to support the town's yard waste program by providing large limb and tree stump removal service. Only one of the grapple trucks is used on a daily basis with a second truck serving as a backup. This second truck is also used to support the bulk item pickup program; collecting oversized items that cannot be lifted by hand. This project will replace a truck that will be over 13 years old with over 100,000 miles. 173

177 Street Sweeper $275,000 There is currently one 15 year old street sweeper in the street department fleet used to clean streets for special events. This truck will be used to clean Town streets after spills, provide routine maintenance, and be used to clean up after all parades and festivals. The truck could also be used to provide services currently provided through a street cleaning contract. An additional employee will need to be added to operate the equipment if the Town brings street sweeping in-house. FY Chipper Truck - Replacement $190,000 By FY , the department plans to have three chipper trucks in the yard waste fleet to support the town's yard waste program by providing curbside limb chipping service. This project will replace a truck that will be over 17 years old with over 120,000 miles. Asphalt Truck $275,000 This project will replace a truck that will be over 12 years old at the time of replacement. There is currently one asphalt truck in the Streets Division fleet. The purpose of this vehicle is to transport asphalt mixture from the asphalt plant keeping it hot so there is no loss of material during the delivery process. This truck will be used for 95% of the asphalt patches throughout town. Dump Truck - Replacement $170,000 There are currently four dump trucks available to public works. The oldest is a 1996 single axle dump truck and the newest vehicle is a 2006 two ton dump truck. This project will add an additional dump truck to the fleet to account for the future growth and additional responsibilities of the department. FY Leaf Truck - New Addition $215,000 The addition of another leaf truck will be necessary to meet the expanding service area resulting from residential growth. An additional employee will be necessary to operate the equipment to continue to provide weekly service. 174

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179 General Fund Summary The table below shows the total of the capital needs in each of the CIP elements supported by the General Fund and the revenue sources proposed to support these needs. The grant and fee revenues are explained in the applicable sections above. Local revenue is indicative of the need for current year revenue supported funding for some projects/purchases in each year. Section 5 of this document contains detailed information regarding the proposed funding source for each individual project. The level of capital need reflected in this document necessitates the issuance of additional debt to meet these needs. In the table below, new debt service is shown as a total amount proposed in each fiscal year. Installment purchase is used primarily for debt issues that are shorter in term and/or for relatively small projects. Bond debt is issued for longer term, high cost projects. Some bond issues cover multiple projects. For the purpose of the estimates shown, we have used an interest rate of 4% for installment and bond debt issues. While bond debt will carry a lower interest rate, we opted to keep this illustration simpler by using a common interest rate. For items such as fire apparatus purchases, replacement vehicles and minor renovations, we use pay go financing to avoid interest costs and use accumulated fund balance for these one-time purchases. For all other issues in the General Fund, we use a twenty year term for the purpose of this illustration. Increasing the length of the term for these issues would result in a lower annual payment, but a higher over-all interest cost over the life of the borrowing. General Fund Totals Element Transportation Parks, Recreation, & Cultural Resources Public Safety Public Facilities Public Works & Environmental Services General Fund Totals Revenue Sources: Local Revenue Fees Federal Grant State Grant Local Grant Debt Total New Debt Service Existing Debt Service Total Debt Service ,375,000 2,012,000 1,023, , ,000 24,160, ,550,000 23,030,000 1,632, , ,000 29,262, ,000,000 7,153,240 1,222,200 1,795, ,000 13,635, ,900,000 14,390, ,500 3,715, ,000 27,337, ,775,000 4,500, , ,000 17,405,000 2,307,300 2,102,000 3,550,000 1,180,000 21,400 15,000,000 24,160,700 4,832, , ,000 1,400, ,000 21,870,000 29,262,200 5,218,200 2,153,240 1,264,000 5,000,000 13,635,440 2,924, ,000 1,308,000 22,355,000 27,337,500 8,051,000 1,000,000 1,354,000 7,000,000 17,405,000 1,090,765 3,124,611 4,215,376 2,686,917 2,529,822 5,216,739 3,050,505 2,650,469 5,700,974 4,676,108 2,575,927 7,252,035 5,039,696 2,500,189 7,539,

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181 Section 3: Electric Utility The projects funded through the Electric Utility element pull from the Electric Enterprise Fund. This fund pays only for projects related to the electric system, and not for projects related to the water/sewer fund, or any general fund related project. The types of capital projects that qualify for this fund include construction, maintenance, and improvement of electric distribution infrastructure. These projects include substation additions and upgrades, distribution line extensions, and major maintenance of infrastructure. They also include equipment necessary to maintain the system. The icon below signifies the electric utility element, and is placed on the top right corner of the pages which are associated with these projects. 178

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183 Electric Utility Element Projects Projects Funded: Construction, maintenance, and improvement of electric distribution infrastructure. These projects include substation additions and upgrades, distribution line extensions, major maintenance of infrastructure and equipment necessary to maintain the system. Peak Plan 2030 Recommendation: Continuing to assess, plan, and fund infrastructure needs through a capital improvement program and manage growth through utility investments. From our newest substation, Mt. Zion (shown to the left), and throughout our system, we work to improve the reliability of our electric system. Well trained and well equipped technicians are required to maintain a first rate utility. The table below shows each of the projects submitted for consideration in this year s CIP process, the estimated cost of the project, and a summary of the proposed source of funding in each fiscal year in the plan. This element has one horizon issue that is described later in this section but not shown on the table below. Section 5 of this document contains detailed information regarding the proposed funding source for each individual project. Electric Fund Project Electric Office/Warehouse Facility Smart Meters (AMI) Deployment Green Level Substation (Phase I & II) East Williams Substation Electric Service Truck (Replacement) Electric Line Truck (Replacement) Bucket Truck (Replacement) Electric Fund Total Revenue Sources: Local Revenue Debt Total ID # EL 1 EL 3 EL 2 EL 4 EL 5/6 EL 7 EL ,000 1,200,000 1,500, ,000 3,250,000 5,000,000 1,200,000 3,575, ,000 9,925,000 2,000,000 3,575, ,000 5,775,000 1,500,000 1,250, ,000 2,950, ,250,000 3,250,000 4,925,000 5,000,000 9,925,000 2,200,000 3,575,000 5,775,000 1,700,000 1,250,000 2,950,

184 FY Facility Construction Mt. Zion $5,400,000 Design FY $400,000 / Construction FY $5,000,000 This project is for the construction of an administrative and operations facility to allow for the relocation of Electric Division personnel, vehicles, equipment, and supplies. Relocation of the Electric Division would free up additional space for personnel, vehicles, equipment, and supplies at the current Public Works campus allowing existing staff the room to grow into the foreseeable future with no new facilities needed for years. The current inventory yard does not allow for storage of all needed electric inventory so some is stored in a less secure location. This project would allow for ample room for Electric Division inventory in a single secure location and free up space for Public Works operations in the current secure yard for inventory specific to those operations. Smart Grid Meters and Load Control $4,400,000 (three year total) This project provides an end-to-end solution for wireless smart grid and advanced metering. It will provide the ability to manage and monitor our electrical service customers by utilizing high speed, standardsbased communications to access real-time data. In addition to advanced metering, this project will also provide updated load control devices, thermostats and street light control hardware. The software provides meter data, network, load control, street light, and outage and customer portal management all in one easy to use platform. Green Level Substation $6,575,000 (three year total) The Green Level area is expected to add more than 1,700 new homes and associated services in the next few years. To support this scale of development, initially we will need to build a new 80 MVA substation with one 40 MVA Power Transformer installed. Having the electrical capacity ready in the form of a new substation (and distribution lines) will help ensure that we can provide reliable electrical service to this area. This project is contemplated in three phases. The first phase, in FY , will locate and acquire the land for the substation. Phase II, in FY , will design and build the substation with one 40 MVA transformer, and Phase III, in FY , will add the second 40 MVA transformer. Electric Service Truck Replacement $150,000 This request is to replace one Electric Service truck, a critical vehicle used daily for Electric Utilities Department activities. This project will replace a vehicle that is 6 years old with over 100,000 miles. FY Electric Service Truck Replacement $150,000 This request is to replace one Electric Service truck, a critical vehicle used daily for Electric Utilities Department activities. This project will replace a truck that will be over 6 years old with over 100,000 miles at the time of replacement. 181

185 FY East Williams Street Substation $4,825,000 (two year total) As Veridea begins to develop along East Williams Street, near the East Williams Substation, we will need to improve our ability to serve this area. This project consists of approved development of 2.2 million square feet of mixed-used commercial development, 500,000 square feet of office development, and 4,000 residential units located on approximately 1,000 acres. To support this scale of development, the Town would need to add two 40 MVA Power Transformers to the East Williams Substation to provide the additional capacity and reduce delivery point charges from Duke Energy. This project contains two phases. The first phase, in FY will install one 40 MVA transformer, and Phase II, in FY , will add the second 40 MVA transformer. Electric Line Truck Replacement $200,000 This request is to replace one Electric Line truck. The Digger Derrick is a specialized vehicle required for the installation of both overhead and underground electrical equipment. This project will replace a truck that will be over 13 years old with over 75,000 miles at the time of replacement. FY Bucket Truck Replacement $200,000 This request is to replace one bucket truck. The bucket truck is a specialized vehicle required for the installation of overhead electrical equipment and performance of maintenance activities. This project will replace a truck that will be over 7 years old at the time of replacement. 182

186 Electric Fund Summary The table below shows the total of the capital needs for the Electric Fund element and the revenue sources proposed to support these needs. Local revenue is indicative of the need for current year revenue supported funding for some projects/purchases in each year. The level of capital need reflected in this document necessitates the issuance of additional debt to meet these needs. In the table below, new debt service is shown as a total amount proposed in each fiscal year. Installment purchase is used primarily for debt issues that are shorter in term and/or for relatively small projects. Bond debt is issued for longer term, high cost projects. Some bond issues cover multiple projects. For the purpose of the estimates shown, we have used an interest rate of 4% for installment and bond debt issues. While bond debt will carry a lower interest rate, we opted to keep this illustration simpler by using a common interest rate. For debt issues in this fund we use a twenty-year term for bond issues for the purpose of this illustration. Increasing the length of the term for these issues would result in a lower annual payment, but a higher over-all interest cost over the life of the borrowing. Electric Fund Totals Element Electric Revenue Sources: Local Revenue Debt Total New Debt Service Existing Debt Service Total Debt Service ,250, ,925, ,775, ,950, ,250,000 3,250,000 4,925,000 5,000,000 9,925,000 2,200,000 3,575,000 5,775,000 1,700,000 1,250,000 2,950, , , , ,827 1,002, , ,147 1,262, , ,780 1,354, , ,689 1,354,

187 Section 4: Water and Sewer Utility Projects assigned to the Water and Sewer Utility element are funded through the Water and Sewer Enterprise Fund. This fund pays only for projects related to the water and sewer system, and not for projects related to the electric fund, or any general fund related project. The types of capital projects that qualify for this fund include main additions and replacements, water/wastewater treatment plant renovations/expansions, filter rehabilitation, pump station additions and major maintenance of infrastructure. They also include equipment necessary to maintain the system. The icon below signifies the water and sewer utility element, and is placed on the top right corner of the pages which are associated with these projects. 184

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189 Water and Sewer Element Projects Projects Funded: Construction and improvement of water and sewer infrastructure. These projects include main additions and replacements, water/wastewater treatment plant renovations/ expansions, filter rehabilitation, pump station additions, and major maintenance of this infrastructure. Peak Plan 2030 Recommendation: Continue to assess, plan, and fund infrastructure needs through a capital improvement program and manage growth through utility investments. Our water and sewer utilities face increasing demands for maintenance and improvements in order to serve current and future needs. Our wastewater treatment plant treats a portion of the wastewater generated in Apex, with the remainder going to the new regional plant in New Hill. The table below shows each of the projects submitted for consideration in this year s CIP process, the estimated cost of the project, and a summary of the proposed source of funding in each fiscal year in the plan. Section 5 of this document contains detailed information regarding the proposed funding source for each individual project. Water & Sewer Fund Project AMI Water Meter Upgrade Beaver Creek Outfall Improvements Sunset Hills Pump Station Improvements Western Pressure Zone (Phase I, II & III) Perry Farms PSTA Upgrade Avalon Peaks PS Upgrade Refurbish/Replace existing Sand Filters 12" Water Main Extension on Beaver Creek Commons Dr. Laura Duncan Rd & US 64 - Water line tie in 1 MG Elevated Water Storage Tank Old Raleigh Rd - Water Line Replacement Water & Sewer Fund Total Revenue Sources: Local Revenue Fees Federal Grant State Grant Local Grant Debt Total ID # WS 1 WS 2 WS 3 WS 4 WS 5 WS 6 WS 7 WS 9 WS 10 WS 12 WS 13 1,240, ,100,000 1,500, , , ,000 3,313, ,000 1,200, ,000 1,200,000 3,335, , , ,000 1,600, ,000 5,600,000 6,000, ,000 3,400,000 3,200,000 7,000,000 1,240,000 3,313,000 3,335,000 1,600,000 6,000,000 7,000,000 1,240,000 3,313,000 3,335,000 1,600,000 6,000,000 7,000,

190 FY AMI Water Meter Upgrade $3,420,000 (five year total) This project will deploy AMI (Advanced Metering Infrastructure) interfaces for all water meters. The first phase will replace all older transmitters in order to provide the same level of service to all customers in regards to available usage data. The first phase also includes the replacement of all meters that are 10 years old or older, exceeding their reliability and useful life. These updates will allow the Town to better utilize our current system while we work toward converting to AMI in the subsequent phases. Upgrading to AMI technology will allow staff to take meter readings from a fixed location and have the readings enter directly into billing software. Phases 2-5 include funds to transition to AMI and to continue replacement of meters older than 10 years old. Tied with our proposed electric meter replacement, this project will allow us to deploy an advanced outage management system to greatly improve service to our customers. Beaver Creek Outfall Improvements $1,500,000 This project seeks to improve or avoid the erosion problems that currently exist along the town's sanitary sewer system adjacent to Beaver Creek. Three (3) sewer manholes and associated 24-inch pipe are at risk due to their proximity to Beaver Creek. Maintenance and emergency access to this sewer system is also limited. Beaver Creek has migrated into the sewer easement. This project will either install approximately 1,700 LF of 24-inch gravity sewer to bypass the problem area or restore Beaver Creek back to its original location keeping the town's sewer system out of harm. It's anticipated that bank erosion will continue to occur in this area further limiting access and causing damage to the manholes which could lead to a sanitary sewer overflow and expensive repairs. Sunset Hills Pump Station Improvements $150,000 This project includes raising the existing pump station to above the 100 year floodplain and out of floodway. This project seeks to improve flooding conditions at Sunset Hill pump station. Flood waters associated with Hurricane Matthew reached the pump station causing potential for sanitary sewer overflow as well as dangerous working conditions for Town staff. The electrical equipment was only approximately 18" above flood waters. Western Pressure Zone Phase I $388,000 This work is the first phase of a three phase project to create a Western Pressure Zone for water distribution on the rapidly developing western side of Apex. As Apex develops toward Jordan Lake, the ground elevations decrease resulting in excessively high water pressures in that portion of the system. This project will connect 2 dead-end 24 inch water mains on Kelly Road that will result in the line running continuously down Kelly Road to the south side of Beaver Creek. This line will allow the Town to begin the transition to the western pressure zone west of Kelly Road as the master water plan utilizes a 24 inch backbone for the high pressure system and allows the construction of one of two pressure reducing valve stations (PRV) to be located on town-owned property at the Kelly Road Park. This line will also be part of a looped transmission main that will improve performance of the Tingen Road Tank. 187

191 Perry Farms Pump Station Upgrade $175,000 This project includes replacing the pumping units at the pump station. Justification for this expenditure is based on efficiency and safety. Currently, the pumping unit is running at approximately 40% efficiency and the existing electrical grid connection is also known for poor efficiency and maintenance hazards. The poor efficiency of this station contributed to a sanitary sewer overflow (SSO) of over 14,000 gallons this year; the largest spill the Town has had in 6 years. This upgrade should pay for itself in 5 years or less. FY Western Pressure Zone Phase II $1,200,000 This work is a continuation of the Western Pressure Zone project for water distribution. The work will consist of constructing a pressure reducing valve station (PRV) at the old Kelly Road pump station site and extending the existing 24 inch main north from the intersection of Apex Barbecue Road/Kelly Road to the previously noted PRV station. The primary purpose of this work is to provide adequate water flow to the developing western portions of Apex south of Olive Chapel Road as demand grows. This work will also ensure that adequate flow and proper velocities are maintained in the other areas of Apex as growing demand to the west pulls water in that direction. Avalon Peaks Pump Station Upgrade $175,000 This project will upgrade the current pump station for efficiency and safety. Currently, the pumping unit is running at approximately 40% efficiency for 70 cycles per day. The new pumping unit is estimated to be twice as efficient and reduce electrical cost by 50% per month. The mechanical maintenance cost of the current pumps is much higher, estimated at $1,500 per month including afterhours emergency call outs which average 5 per month. With the reduction in operating expense, this upgrade should pay for itself in 5 years or less. Refurbish/Replace Sand Filters $1,200,000 This project will replace the existing sand filters at the Middle Creek Wastewater Treatment Plant with two SuperDisc Filters that have the same operating capacity as the current four filters. The filters will be installed within the existing structures and maintain the same foot print. The SuperDisc is compact and has a low head filtration. The design will allow for high rate filtration. The current filtration units were installed in 1988 and are at the end of their life cycle. With an aging system, there is a need to upgrade the treatment system to continue to meet the state standards. In addition to efficiency, the new filters require less energy and maintenance, further reducing operating costs. FY " Water Main Extension on Beaver Creek Commons Drive $250,000 This project will loop a 12 inch water main along Beaver Creek Commons Drive from Beaver Creek to Kelly Road. This will improve water quality by eliminating a dead-end line on Beaver Creek Commons and allow for better connectivity to the town's elevated tanks. If not constructed, redundancy and improved transmission to town's elevated tanks will not be realized. 188

192 Laura Duncan Road and Highway 64 Water Tie-In $590,000 This project will extend a 12 inch water line down Laura Duncan Road and to the north side of US 64, install a bore casing and tie in to the existing line that runs parallel to US 64. Our water model indicates that this will improve flow and pressure on that line. It will also help with water conservation, fire flows, and water quality by eliminating a dead end line. FY Western Pressure Zone Phase III $5,600,000 Phase III of the WPZ includes constructing larger diameter waterlines to complete the delineation of the two pressure zones, and entails the following: 2,000 feet of 12 inch waterline on Kelly Road from Apex Barbecue Road to Holland Road; 4,100 feet of 24 inch waterline on Kelly Road from Holland Road to Old US1; 6,900 feet of 24 inch waterline on Old US 1 from Kelly Road to Apex Barbecue Road; 900 feet of 18 inch waterline on Salem Street from Apex Barbecue Road to the Peakway; 5,000 feet of 24 inch waterline on Old US 1 from Kelly Road to Holland Road PRV station. The larger diameter lines are required as the western portions of Apex develop and water demand increases. Larger lines are required to provide adequate flows and fire protection to these areas. FY MG Elevated Water Storage Tank $3,400,000 This project will construct an elevated tank in the western pressure zone to support the operation of the system including improving capacity to meet maximum hour demands and fire flows in a Low Pressure Zone (Intersection of Hwy 64 and Jenks Road Area). If not constructed, the Town will not be able to provide the same level of fire service in the low pressure zone as in the high pressure zone and will fall short of the state's recommended elevated storage. Additional stress will be placed on the town's existing tanks in the high pressure zone. Old Raleigh Road Water Line Replacement $3,200,000 The 10 inch water main in Old Raleigh Road was installed in the early 1960s and is now surpassing the designed 50 year life expectancy. Of additional concern is the improvements to Old Raleigh Road that have taken place over the years, subjecting this pipe to increasing vibration and stress from vehicle traffic. Research shows that expansive clay soil (which we have in Apex) contributes to pipe failure, particularly in the smaller diameters like the existing 10 inch line. While we do have redundancy, a pipe failure along this line would require an inordinate number of other valves and loops to be closed. 189

193 Water and Sewer Fund Summary The table below shows the total of the capital needs for the Water and Sewer Fund element and the revenue sources proposed to support these needs. Local revenue is indicative of the need for current year revenue supported funding for some projects/ purchases in each year. At this time, no issuance of additional debt is projected to be needed to meet the capital needs described above. Water & Sewer Fund Totals Element Water & Sewer Revenue Sources: Local Revenue Debt Total ,313, ,335, ,600, ,000, ,000,000 3,313,000 3,313,000 3,335,000 3,335,000 1,600,000 1,600,000 6,000,000 6,000,000 7,000,000 7,000,000 New Debt Service Existing Debt Service Total Debt Service 4,045,303 4,045,303 3,953,850 3,953,850 3,976,243 3,976,243 3,973,581 3,973,581 3,998,692 3,998,