City of Goodyear Annual Budget 2011 - 2012 Table of Contents.......................................................................................................................................................................................................... i Reader’s Guide............................................................................................................................................................................................................... iii GFOA Presentation Award .......................................................................................................................................................................................... iv Introduction Mayor and Council ...................................................................................................................................................................................................... City Manager’s Budget Message .............................................................................................................................................................................. City Map .......................................................................................................................................................................................................................... Senior Management ..................................................................................................................................................................................................... Table of Organization .................................................................................................................................................................................................. Financial Organization Chart ..................................................................................................................................................................................... Strategic Plan & Goals ................................................................................................................................................................................................. History & Community Profile ..................................................................................................................................................................................... 1 5 9 10 11 12 14 15 Financial Plan Financial Policies ............................................................................................................................................................................................................ 21 Economic Trends ........................................................................................................................................................................................................... 24 Revenues ......................................................................................................................................................................................................................... 27 Budget Summary Budget Process ............................................................................................................................................................................................................... 31 Budget Summary........................................................................................................................................................................................................... 34 FY 12 Operating Budget ............................................................................................................................................................................................. 36 Departmental Budgets Mayor & Council ........................................................................................................................................................................................................... 41 City Clerk ......................................................................................................................................................................................................................... 43 City Manager.................................................................................................................................................................................................................. 48 Legal Services ................................................................................................................................................................................................................. 53 Finance ............................................................................................................................................................................................................................. 58 Information Technology Services............................................................................................................................................................................... 70 Human Resources......................................................................................................................................................................................................... 74 Police Department ........................................................................................................................................................................................................ 81 Fire .................................................................................................................................................................................................................................... 88 Municipal Court ............................................................................................................................................................................................................. 96 Economic Development............................................................................................................................................................................................... 98 Community Development ........................................................................................................................................................................................... 101 Engineering ..................................................................................................................................................................................................................... 106 Public Works .................................................................................................................................................................................................................. 114 Parks ................................................................................................................................................................................................................................. 131 Capital Improvement Plan (CIP) CIP Summary ................................................................................................................................................................................................................. 141 Revenue Sources ........................................................................................................................................................................................................... 142 Debt Service ................................................................................................................................................................................................................... 145 CIP Review ...................................................................................................................................................................................................................... 146 FY 11-12 CIP Projects .................................................................................................................................................................................................. 147 Impact of the CIP .......................................................................................................................................................................................................... 149 Five-Year Capital Improvement Plan ....................................................................................................................................................................... 151 Project Descriptions ...................................................................................................................................................................................................... 153 i Budget Schedules Schedule 1 - Sources & Uses..................................................................................................................................................................................... 219 Schedule 2 - All Funds Revenue ................................................................................................................................................................................ 222 Schedule 3 - Operating Funds Expenditure ........................................................................................................................................................... 227 Schedule 4 - Debt Service .......................................................................................................................................................................................... 233 Schedule 5 - Full Time Authorized Positions .......................................................................................................................................................... 235 Schedule 5a - Five Year History Full Time Authorized Positions ...................................................................................................................... 242 Schedule 6 - Fund Transfers ...................................................................................................................................................................................... 243 Schedule 7 - Property Taxes ...................................................................................................................................................................................... 244 Schedule 8 - Debt Capacity Analysis ....................................................................................................................................................................... 245 Schedule 9 - FY 11-12 CIP Projects ......................................................................................................................................................................... 246 Schedule A-Summary Schedule of Estimated Revenues and Expenditures/Expenses ............................................................................... 248 Schedule B-Summary of Tax Levy and Tax Rate Information .......................................................................................................................... 249 Schedule C-Summary by Fund Type of Revenues Other Than Property Taxes ........................................................................................... 250 Schedule D-Summary by Fund Type of Other Financing, Sources/Uses and Interfund Transfers .......................................................... 253 Schedule E-Summary by Department of Expenditures/Expenses within Each Fund Type....................................................................... 254 Schedule F-Summary by Department of Expenditures/Expenses.................................................................................................................... 255 Appendix Resolution ........................................................................................................................................................................................................................ 257 Demographics ................................................................................................................................................................................................................ 259 Glossary ........................................................................................................................................................................................................................... 268 Acronyms ......................................................................................................................................................................................................................... 272 ii Section 1 Introduction Available in this section, you will find an introduction to the City of Goodyear’s Mayor and Council, their mission, the City’s Strategic Plan and Goals, along with a City overview. Also in this section, you will find the City Manager’s Letter addressing the Mayor and Council, highlighting any significant changes from the prior year budget. Section 2 Financial Plan Section 2 Financial Plan section provides a financial overview summarizing key financial decisions and financial issues concerning the Budget. Expenditures and revenues by type and established financial policies are also available in this section. Section 3 Budget Summary The Budget Summary section covers two important items. First, it provides an overview of the budget process. This includes a calendar noting significant milestones within the budget process. A brief summary explaining the development of the base budget, budget reviews and adoption, budget amendments and budget basics are also provided. Second, is a brief summary of major City funds and a department summary of the operating budget. Section 4 Departmental Budgets This section provides information on a departmental and divisional level. Such elements as mission statements, descriptions of services, operating budgets, authorized personnel and performance indicators are located in this section along with historical information. Section 5 Capital Improvement Plan (C.I.P.) This area highlights the City’s Capital Improvement Plan. This section contains information on the City’s five year plan, financing and sources of funding, expenditures, impacts and a project summary for the Capital Improvement Plan. Section 6 Budget Schedules These schedules summarize transfers, revenues, expenditures, debt service, authorized positions, transfers, property taxes, debt capacity and CIP project along with detailed State required schedules. Section 7 Appendix This final section is a reference section that contains the Council Resolution adopting the Annual Budget, a demographic profile of the City, a glossary and a list of acronyms used throughout this document. iii The Government Finance Officers Association of the United States and Canada (GFOA) presented an Award for Distinguished Budget Presentation to the City of Goodyear for its fiscal year beginning on July 1, 2010. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan and as a communications medium. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. iv Goodyear City Council Mayor Georgia Lord strategy. In 2008, she was a member of the citizens’ team that brought home the All-America City Award to Goodyear. Georgia Lord was elected to fill a two-year unexpired term as Mayor of the City of Goodyear in March of 2011. She previously served on the City Council and as Vice Mayor, but resigned her position to run for Mayor. Her goals are to continue to develop a sustainable downtown in Goodyear, attract new business and clean industries, enhance public safety, and to keep Goodyear an All-America City. Representing Goodyear on the Maricopa County Association of Governments Regional Council and Transportation Policy Committee, Lord is also actively involved in the Luke West Valley Partnership. Lord serves as a current Chair of the Greater Phoenix Economic Council (GPEC) Ambassadors Steering Committee and is active on the International Leadership Council. She formerly served on the GPEC Board of Directors. GPEC awarded Mayor Lord the Certified Ambassador Award in recognition of her promotion and advancement of economic development in greater Phoenix. Previously she served as Chair of the Goodyear City Center Technical Advisory Committee which was responsible for crafting Goodyear’s new downtown 1 Lord, who graduated from the Arizona State University School of Real Estate, has extensive experience in real estate sales and as a trainer for a national home builder. Her real estate experience gives her insight into how to create high quality, attractive communities. She also graduated with Fluency in German from the State Department Institute for German Language before joining her husband overseas during his diplomatic tour of duty in the U.S. Air Force. A graduate of the 2003 Southwest Valley Citizen Academy, Lord is involved in her community and previously active on the Board of Directors of the Three Rivers Historical Society, the Purple Ribbon Council on Domestic Violence and the New Friends of the Goodyear Branch Library. Married to Ron Lord, USAF Colonel retired, Lord raised four children and also has five grandchildren. Councilmember Joe Pizzillo Vice Mayor Joanne Osborne Councilmember Osborne was re-elected to her second fouryear term in 2011. She was elected to her first four-year council term in 2007. Councilmember Osborne served the City of Goodyear for six years as a member of the Planning & Zoning Commission from 2001 to 2007. Just before her appointment to the City Council, she was elected Chair of the Planning & Zoning Commission – a position she was required to vacate upon her Council appointment. Joanne also served the City in 2006 as the Citizen Representative on Goodyear’s Entry Monument Ad Hoc Committee and in 2005 served on the Litchfield Road Redevelopment Task Force. Councilmember Osborne helped shape the future vision of Goodyear as a member of Economic Development’s Focus Future II in 2002. A graduate of the Southwest Valley Citizen Academy, Joanne also was a member of the first graduating class of Goodyear’s Police Citizen Academy. Long active in the community, Councilmember Osborne is serving on the board of the YMCA and is leader of the YMCA Teen Action Council. As owners of Osborne Jewelers since 1990, Joanne and her husband, Ken, have been active participants in Goodyear business community and the Southwest Valley Chamber of Commerce. Councilmember Osborne served as the Chairman of the Chamber’s Marketing Committee in 2003 and 2004 and was named the “Outstanding Chamber Member of the Year” in 2003. Joe Pizzillo was elected to his first four year council term in 2009, and through a vote by Council was elected Vice Mayor. His priorities as a Councilmember include: Ensuring the City’s financial stability, maintaining quality services that are cost-effective, and protecting our neighborhoods by improving public safety. Pizzillo brings 30 years experience in state and local government budgeting and finance to his seat on the council. Prior to his retirement from the City of Goodyear in 2008, he served as the City’s Budget Manager. Currently, he is an adjunct professor of Accounting and Finance with the University of Phoenix and Estrella Mountain Community College. Joe serves on the Board of Directors of the Southwest Lending Closet and is an active member of the Southwest Valley Chamber of Commerce and the White Tanks Rotary Club. He earned his business degree from the University of Maryland and an MBA from the University of Phoenix. A valley resident since 1986, Joe and his wife Vickie live in Goodyear. His son, Nicholas, and his wife Kristen, have blessed him with two granddaughters named Sophia and Aubrey. Councilmember Sheri Lauritano Joanne and her husband have been Goodyear residents since 1998 and have four children. Councilmember Sheri M. Lauritano was elected to her first full four-year term in March 2011. She was appointed in March, 2010, to complete the term of former Councilmember Rob Antoniak, which ended June, 2011. Councilmember Lauritano moved to Goodyear in 1995 and currently lives in Estrella Mountain Ranch with her husband Stephen and her two children Christopher and Victoria. Practicing law since 1994, Lauritano is a former prosecutor with the City of Phoenix and was head of their Domestic Violence Unit. 2 She currently is a partner in the firm of Bain & Lauritano, PLC where she specialized in criminal and family law. Lauritano holds a real estate license with her husband’s firm, Arizona Pro Realty. A graduate from the Gonzaga University School of Law, she received her B.A. in Political Science from the University of Arizona. Lauritano, who recently served on the City of Goodyear’s Planning and Zoning Commission and the City Center Committee looks forward to serving the citizens of Goodyear. Councilmember Wally Campbell Councilmember Wally Campbell was elected in March, 2011, to complete the term of former Vice Mayor Georgia Lord, which ends June, 2013. Councilmember Campbell has served on multiple committees within the City of Goodyear. Wally has been active with community building efforts since she retired after a career in California state government. Her priorities on Council reflect her perspective that she is a representative of the neighborhoods. They include: improving city to citizen communications, developing community connections and attracting industry creating jobs. Wally got her start locally in public service with the City’s Public Safety Citizens Advisory Committee. That rewarding experience led her to pursue other volunteer opportunities to contribute to Goodyear’s unique character and quality of life. Founding Member and current President, Friends of the Library, Goodyear Branch Member, Goodyear Centennial Committee GAIN (Getting Arizonans involved in Neighborhoods) Committee Member past 4 years Block Watch Steering Committee Member Fill A Need Volunteer with Goodyear Fire for Mobile Elementary School Member, Maricopa County Area Agency on Aging (AAA) Advisory Wally and her husband John have lived in Goodyear for 10 years and have 4 children. She is also a graduate of the Citizen’s Police Academy CERT, and Southwest Valley Citizens Academy. Councilmember Gary Gelzer Councilmember Gary Gelzer has served the city of Goodyear in a variety of ways since becoming a resident in 2000. He’s been actively involved in building a city where residents can enjoy a high quality of life through his work on the General Plan Committee, Citizen Bond Committee, Citizen Tax Committee, the Higher Education Committee, Citizens’ Budget Committee and the Planning and Zoning Commission. As Chair of the Planning and Zoning Commission, Gary was instrumental in ensuring developments met the standards of design and location. Gary’s principles are demonstrated by his civic participation and his goal to engage residents in creating shared responsibility to make Goodyear an attractive hometown for citizens and business. He recognizes that the Council’s duties are to be good stewards of City resources and to work collaboratively to create a community environment that enables City residents to fulfill their personal goals and dreams. His priorities for the next two years are to: Maintain the city’s capital assets Lower the food sales tax Aggressively court small and large businesses to create opportunities for success and expansion Advocate for smart growth and land use development Champion investment for expanding multimodal transportation options for the West Valley Be a citizen watchdog for public safety professionalism A retired Navy officer and business executive, Gary, who holds a BA in History from Northwestern University, an MBA from Dartmouth College and an MS in Geography Council Liaison to North Subdivisions Association Volunteers in Police Service 3 from St. Cloud State University is proud of the City’s great spirit and seeks to promote policies that will fill the city with vitality. Councilmember Bill Stipp Bill Stipp was elected to his first four-year council term in 2011. His priorities as a Councilmember include: Strategically lowering taxes through conservative fiscal policies, providing support for small businesses, maintaining our up-scale community standards and protecting our neighborhoods with strong public safety agencies. Stipp brings 27 years experience from Illinois, Massachusetts and Arizona, in local government budgeting, contract mediation and municipal operations to his seat on the council. He retired from the Goodyear Fire Department in 2009 following a disabling line of duty spinal injury. Currently, he is employed as a contractor for the US Army working with specialized response teams that deploy to incidents that threaten our homeland security. He also is employed by Estrella Mountain Community College as the Fire Science Program Director and instructor. Bill has served Goodyear’s Public Safety Retirement Board and the Citizen’s Budget Committee. He has also served on national, state and local committees to improve the effectiveness and efficiency of fire service delivery during his career. Bill is also the Past President of Christian School Tuition Assistance Foundation. He earned his Bachelors degree from Southern Illinois University and has achieved the Executive Fire Officer designation from the National Fire Academy. A Goodyear resident since 2001, Bill and his wife of 25 years, Lisa, have two children. 4 FY 2011 – 2012 City Manager’s Budget Message May 23, 2011 The Honorable Mayor and City Council: I am pleased to provide you with the City of Goodyear’s Annual Budget for the Fiscal Year Ending June 30, 2012 (FY 2011-12). I am proud to say the FY11-12 general fund operating budget is balanced, with available revenues projected to cover all ongoing budgeted expenditures. Although weak economic conditions persist, the $4.2 million budget gap has been closed in the FY11-12 budget without reductions in City services or the use of reserves or contingency funds. This accomplishment is a result of the hard work and dedication of City employees, as well as Council’s sound policy decisions. To create this budget, Council, staff, citizens, and community leaders gave their time and energy, matching available resources with the needs of an ever-growing community. The FY11-12 budget reflects our continued efforts to preserve existing City services while still reducing costs. In our FY11-12 budget, the City of Goodyear does not face the tremendous economic difficulties and deficits that still challenge some of our neighboring communities. This is due, in part, to staff and Council identifying economic issues early on in FY0708 and working to make cuts administratively when the first signs of a recession emerged. In subsequent fiscal years, the City went through a series of significant budget cuts and worked on right-sizing the organization. Because of these efforts over the last few years, we find ourselves in a considerably stronger financial position than other municipalities today. If not for the tough choices we’ve made in the past, the FY11-12 budget would be very different. Although Goodyear is still a growing community, the rate of growth continues to be much lower than what was seen in 2008. However, general fund revenue projections are showing the first signs of growth in three years and are expected to increase seven percent from the current year. This general fund revenue growth includes the City’s increased allocation of State Shared Revenues, resulting from Goodyear’s considerable 2010 Census population increase. While some aspects of the local economy seem to be increasing since last budget year, the City continues to estimate conservatively, as the growth and stability of the economy’s future is unknown. Council directives are also included in the FY11-12 budget, including a reduction in the sales tax rate for food for home consumption (groceries). In FY11-12, the tax rate for food for home consumption will be reduced from 2.5% to 2.25%, and decreased again another 0.25% the following year. Additionally, utility funds in the FY11-12 budget are now fully self-sufficient. The entire FY11-12 budget totals approximately $213 million, which represents a 16% decrease from the prior year’s budget. This decrease is mainly attributable to the reduction in Capital Improvement Plan (CIP) spending, outside sources (grants) and one-time projects. Of this total FY11-12 budget, the CIP represents $11.7 million, with an additional $29.7 million from prior year carryover. The operating budget totals $73 million, which represents a 3% increase from the FY10-11 budget of $71 million. There is $10 million budgeted for grant funding, $24 million in debt service requirements. Additionally $55 million is budgeted for possible infrastructure improvements and one-time uses and $16 million for contingency appropriation. 5 Even at a reduced level, the FY11-12 budget focuses on preserving the community’s outstanding quality of life. The FY11-12 budget incorporates a number of projects and initiatives that range from recreation to public safety. A few examples of these projects include:  Storm drain improvements in historic Goodyear (from La Jolla Boulevard to Litchfield Road) will be funded with a Community Development Block Grant (CDBG) at an estimated cost of $200,000.  Design and construction of phase two of the Public Works Corporate Yard, budgeted at $1.2 million, will include a fuel site, wash rack, and storage units to reduce outside storage rental costs and allow for bulk fuel rates.  Design of Loma Linda Park improvements are budgeted at $119,000, with additional carryover funding. Operating Budget The FY11-12 operating budget totals $73 million, which includes all departmental salaries, commodities, and contractual services. Within the general fund the operating budget has been structurally balanced, with ongoing revenue sources planned to cover all ongoing uses (expenses). The structural deficit budget gap experienced in the last two fiscal years was fully overcome during the development of this year’s budget due to stable general fund revenues and an increase in state shared revenue distribution based on the most recent census count. The FY11-12 operating budget has been balanced without the use of reserves, tax increases or other short term financing tactics. Balancing the FY11-12 operating budget is, in part, a result of prior years’ budget reductions and work to rightsize the organization. One major reduction in the operating budget from prior fiscal years that continues through the FY11-12 budget is the sustained reduction of employee compensation and benefits. These reductions, put into effect in previous fiscal years and continued through FY11-12, include:  No merit or market increases to salaries (with exception of certain public safety positions)  Reduction of employee benefits: o Suspend longevity pay o Suspend health retirement savings o Suspend vacation buy-out o Suspend criteria based promotion o Suspend tuition reimbursement  Reductions in training/development  Suspension of police signing bonus  Overtime and uniform allowances greatly reduced While these employee compensation and benefit reductions from prior fiscal years have been sustained in FY11-12, the budget does include some additions to certain public safety employee salary ranges. To better align public safety salary structures with market ranges in Goodyear’s benchmark cities and make the City more competitive in hiring these essential positions, adjustments to selected sworn fire and police positions were proposed. These increases impact sworn fire and police positions that were found to not have ranges competitive with benchmark cities. The compensation increases are proposed to be phased in over three years and, totaling $235,700 in FY11-12. 6 A number of other additions were also included in the FY11-12 operating budget, as it is crucial that the City’s workforce keep pace in providing outstanding services to the City’s residents and adequately respond to the changing needs of the community. Additions to the operating budget include: ONGOING COSTS INCREASES:  RWC radio operating costs, $122,000  Increase in health care premiums budget, $742,000 ($619,000 General Fund)  Increase in fleet service rates, $220,000  Salary adjustment for certain Public Safety positions $235,700  Fire services – coverage for Sonoran Valley, $236,000 ONE TIME COST INCREASES:  Part time contract labor, $50,000 (City Attorney and Economic Development Departments)  Economic Development Incentives – Job Credits $500,000  Economic Development Program – Infrastructure $250,000  Council initiatives (studies/special projects), $250,000  Risk Management Consultant $30,000  Street Maintenance $1,200,000  Fleet/Equipment Reserve (replacement) $1,300,000  Information Technology Reserve (replacement) $300,000  Centennial Parade $25,000 Capital Improvement Program Highlights Although the FY11-12 Capital Improvement Plan (CIP) is significantly less than previous years, it continues to address the growing needs of our community. The FY11-12 CIP program continues to incorporate reductions made during prior fiscal years to address the impacts of the economic downturn. Deferral of projects, such as improvements to City parks, was necessary due to restraints on operational funding. The FY11-12 CIP funds infrastructure and public facilities, including roads, water, sewer and park improvements, facilities, public safety projects and information technology. Although new projects received limited funding as a result of a slowing economy, the Capital Improvement Plan will continue to meet contractual obligations and commitments to ongoing projects. While some CIP projects have been deferred, no projects have been eliminated. Emphasis remains on providing high quality infrastructure in the areas of Water Reclamation Facilities (WRF), Public Transit, Streets, and Park Improvements. A number of street improvements, traffic signals and infrastructure upgrades that are necessary to facilitate new development are included in the plan. Additionally, facility and public safety projects are included in the FY11-12 CIP program in order to adequately serve the public. I would like to thank the Mayor and Council for their guidance and support throughout the development of the FY11-12 budget, as well as the City of Goodyear employees who have contributed with resourcefulness and sacrifice. I would also like to recognize the citizens of Goodyear for their feedback and involvement in the public processes. Citizen responses on surveys, participation during the Public Budget Forum, and comments during public hearings help us to address the community’s highest priorities. 7 Again, I am pleased to present the FY11-12 budget, one that is balanced without reductions in City services or the use of reserves or contingency funds. This year’s budget demonstrates the commitment of our staff, citizens, and Council to address our challenges, while continuing to provide quality services to our residents. Sincerely, John F. Fischbach City Manager 8 City of Goodyear Arizona NATIONAL STATE MAP 9 CITY COUNCIL Georgia Lord Mayor Joanne Osborne Vice Mayor Joe Pizzillo Councilmember Sheri Lauritano Councilmember Wally Campbell Councilmember Bill Stipp Councilmember Gary Gelzer Councilmember SENIOR MANAGEMENT John Fischbach City Manager Michael Simonson Roric Massey Presiding Judge City Attorney Brian Dalke Paul Luizzi Lynn Mulhall Bill Cusson Deputy City Manager Interim Deputy City Manager City Clerk Interim Police Chief Harvey Krauss Mark Gaillard Charles McDowell Community Development Director Fire Chief Public Works Director Paula Ilardo Kay Wilkinson Mike Svetz Economic Development Director Human Resources Director Parks & Recreation Director Larry Lange Kathleen Fernandez David Ramirez Finance Director Information & Technology Services Director Engineering Director 10 City of Goodyear – Table of Organization Citizens of Goodyear Mayor & City Council Michael Simonson Municipal Judge City Manager John Fischbach Deputy City Manager Brian Dalke City Clerk Lynn Mulhall Finance Larry Lange Economic Development Paula Ilardo Roric Massey Legal Services Interim City Manager Paul Luizzi Fire Chief Mark Gaillard Communications Office Human Resources Kay Wilkinson Assistant to the City Manager Mario Saldamando Community Development Harvey Krauss Mayor/Council Support Information Technology Services Kathy Fernandez Intergovernmental Programs Manager Romina Khananisho Engineering David Ramirez Intergovernmental & Grants Programs Parks & Recreation Mike Svetz Interim Police Chief Bill Cusson Public Works Charles McDowell 11 FY12 FINANCIAL ORGANIZATION CHART Total FY 2011/12 Annual Budget $213,000,000 Capital Projects & One-time $17,669,284 Debt Service $23,154,658 Contingency $70,204,704 General Fund $5,823,160 General Fund $926,425 General Fund $16,347,842 HURF $1,200,000 Debt Service GO Bonds $4,311,583 Proposed Grants $4,556,362 Development Impact Fees $1,933,579 McDowell Rd. Comm. Corridor ID $3,550,094 Proposed ID/Developer Contribution $49,300,500 Grants $1,136,000 Enterprise – Water $5,022,613 Development Impact Fees‐Utilities $1,876,545 Enterprise ‐ Wastewater $3,977,655 Stadium Reserve $5,700,000 Ball Park Stadium $5,366,288 12 Operations $72,294,466 Carry-Over $29,676,888 General Fund $53,099,110 General Fund $3,621,248 HURF $3,528,962 HURF $135,907 Enterprise ‐ Water $4,559,938 Development Impact Fees $12,685,058 Enterprise ‐ Wastewater $3,031,989 Grants $1,433,198 Sanitation $4,583,754 Development Impact Fees ‐ Utilities $7,030,377 Stadium $3,490,713 Utilities Capital $3,919,903 Capital Projects $851,197 13 City of Goodyear Strategic Plans & Goals Four Core Business Areas Building a Sustainable Community Keeping People and Property Safe Adapting to Change Ensuring Public Health Strategic Goals 1 – Financial Goal We will achieve and maintain the City’s financial wellness and stability. 2 – Human Resources Goal We will create and maintain a culture and environment where dedicated employees and community members work together to facilitate the delivery of outstanding services. 3 – Growth & Infrastructure Goal We will manage growth to ensure that it has a positive impact on our community and our quality of life, sustaining desired public and private services and infrastructure. 4 – Efficiency Goal We will improve the efficiency and effectiveness of City services to fulfill internal and external customer needs. 5 – Partnerships We will seek intergovernmental and public/private partnerships for solutions. 14 CITY OF GOODYEAR Goodyear...Who We Were Then, in 1968, the Navy sold the airfield to the City of Phoenix which named it the Phoenix-Litchfield Airport. In 1986 it was renamed the Phoenix-Goodyear Airport The Goodyear of today exists because of the cotton of yesteryear. It was part of the 16,000 acres purchased in 1917 for the Goodyear Tire and Rubber Company by junior executive Paul Litchfield. Cotton used to make rubber tires for airplanes in World War 1 was in short supply because foreign sources were in war torn countries or disease ridden. When Goodyear found that Arizona’s climate and soil was similar to foreign sources, the company sent Litchfield to purchase land. The small community that formed as a result of the Goodyear Farms cotton industry first became known as “Egypt” for the Egyptian cotton grown there and then, finally, was called “Goodyear.” The community thrived as long as the cotton industry was strong. But, after the war, cotton prices plummeted and Goodyear’s economy suffered. In 1949, a long history of aerospace and defense programs began in Goodyear when the Goodyear Aerospace Corporation replaced the Goodyear Aircraft facility. That plant was later sold to Loral Defense Systems and eventually evolved by merger and acquisition into the current Lockheed Martin Corp. In the 1980s, the 10,000 acres that remained of the original Goodyear Farms was sold to SunCor which developed much of the land into the Palm Valley masterplanned, mixed-use community located north of I-10 in Goodyear. Goodyear...Where We Are The town of Goodyear was incorporated in November 1946. At that time, the town had 151 homes, 250 apartments, a grocery store, drug store, barber shop, beauty shop and service station. The town became a city in 1985. World War II brought a recovery in the early 1940’s when the Litchfield Naval Air Facility and the Goodyear Aircraft Corporation located here, employing as many as 7,500 people at one time. Dirigibles, or “blimps”, were built at the Goodyear Aircraft Corporation. The Litchfield Naval Air Facility was the training base for the Navy Blue Angels aerial demonstration team until 1968. After the war, the Naval Air Facility served as a storage base for thousands of World War II aircraft that were moth balled and salvaged. 15 Strategically located in the southwest portion of the Phoenix, Arizona Metropolitan area, just 17 miles west of downtown Phoenix, Goodyear serves as a front door to the metro area. Goodyear is ideally positioned as the hub of the West Valley. Its position on Interstate 10 provides access to Los Angeles on the west, Phoenix and Tucson on the east. Phoenix/Goodyear Airport’s 8,500 foot runway accommodates the largest aircraft and is a major General Aviation airport in the area and one of the busiest in the U.S. Railroad service is also available; the Union Pacific Railroad crosses central Goodyear with nationwide freight rail service. The City’s close proximity to Phoenix provides residents with all the benefits of America’s fifth largest city – Performing Arts, Museums, professional teams in every major sport – in a quiet, safe but vibrant suburban environment. Goodyear…Major Employers A Business-Friendly City In its current role as a key employment center in the West Valley, Goodyear has journeyed a long way from its founding roots as a farming center for cotton needed to make airplane tires for Goodyear Tire and Rubber Company in World War I and then as home to Goodyear Aerospace. Much of Goodyear’s success is due to workforce accessibility, the availability of large tracts of reasonably priced land, great transportation access, infrastructure that has kept up with growth and the business-friendly attitude of its leaders. In addition to more than one million square feet of commercial office space, Goodyear maintains a strong economic base with large and small industries ranging from aerospace to food processing to solar panel manufacturing. The Aerospace and avionics industry, led by Lockheed Martin’s half-million-square-foot campus, is centered near the Phoenix/Goodyear Airport which houses AeroTurbine’s aircraft maintenance operations and aviation training for Germany’s Lufthansa and England’s Oxford Aviation. Goodyear is an emerging center for sustainable energy in the Valley thanks to one of the world’s largest solar manufacturing companies, Suntech Power Holdings of China, building its first North American facility in our city. Employers in Goodyear Lockheed Martin McLane Sunwest West Valley Hospital Amazon.com Cancer Treatment Cntr of America Cavco Industries Macy’s Logistics & Oper. Sub-Zero/Wolf AeroTurbine Kysor Panel Systems Luftansa Airline Training Poore Brothers Rudolfo Bros. Plastering Snyders of Hanover Arizona Galvanizing, Inc Global Organics, LLC Lorts Manufacturing Oxford Aviation Academy Suntech Del Monte Fresh Produce Imsamet Inc Keogh Engineering, Inc Ladder Industries MetoKote Simpson Norton Corp Southwest Specialty Food Aerospace Engineering Distribution Health Services Internet Fulfillment Health Services Manufacturing Internet Fulfillment Appliance Manufacturing Aircraft Maintenance Manufacturing Education, Flight Training Food Manufacturing Construction Food Manufacturing Galvanizing Manufacturing Furniture Manufacturing Education, Flight Training Solar Manufacturing Wholesale Manufacturing Services Manufacturing Manufacturing Manufacturing Food Manufacturing Source: USWorks, City of Goodyear Economic Dvlp. 16 500-1000 500-1000 500-1000 250-500 250-500 250-500 250-500 250-500 100-250 100-250 100-250 100-250 100-250 100-250 50-100 50-100 50-100 50-100 50-100 <50 <50 <50 <50 <50 <50 <50 Goodyear…Who We Are Demographics & Growth Goodyear’s desert vistas, majestic mountains, master planned communities with lakes, country clubs and golf courses, and an active outdoor lifestyle have already attracted over 65,000 people which represents just eleven percent of the build-out population. With a mere 2,747 residents in 1980 and 6,258 in 1990, Goodyear’s population has exploded to a population of 65,275 according to the 2010 Census. Goodyear grew 245% between the 2000 and 2010 Census and it is expected to surge to well over 100,000 residents by 2015. The median income of our residents is estimated at $76,523 – one of the highest in the state, the highest in the West Valley, the third highest in the Phoenix metro area, and higher than the State’s largest cities including Phoenix, Tucson, Mesa, Chandler, Glendale, and Scottsdale (20072009ACS). Development in the Phoenix area is moving west! Since 1998, more than 50% of the Valley’s building permits have been in the West Valley with the Southwest Valley leading the development boom. Goodyear is setting the pace among West Valley cities. Goodyear was the fourth fastest growing suburban city in the country (under 100,000 population) between 2000 and 2006, averaging 16% growth per year during that period, according to Forbes Magazine. 65,275 Population (2010 Census) 358,000 $76,523 Population Projection (2035 – MAG) Median HH Income (2007 – 2009 ACS) $84,559 Median Family Income (2007 – 2009 ACS) Median Value of Owner-Occupied Homes (2007-2009 ACS) $287,100 1,058,201 Workforce (30 mile radius) Sources: City of Goodyear Community Development, MAG, Sites USA; Income/Workforce Data: Sites USA; Home Data: ASU Realty Studies The survey also reports that 85-90 percent of residents feel Goodyear is a great place to live and offers excellent quality of life. Most residents: 90 percent also feel safe day and night. Even in this economic downturn, 92 percent of residents are satisfied with the level of service the city provides. Goodyear Citizens….. How We Help Goodyear has over 500 dedicated volunteers who tirelessly serve our community. They work at our ballpark during Spring Training, serve as coaches for recreational programs, assist at special events, help as Volunteers in Police Service, work in City offices, and serve on various City committees. Churches, businesses, schools, and civic groups are just a few of the many organizations involved with sharing their time and making a difference in our community. During fiscal year 2010-2011, volunteers saved the City almost $420,000 and $1 million over the life of the program. According to the most recent Citizen Satisfaction Survey, Goodyear has a diverse population with more than 85 percent of heads of households being college-educated and 56 percent having college degrees. Goodyear is a young community with 31 percent of the population between the ages of 35 and 49. As a growing community, 81 percent of residents have lived in Goodyear less than ten years. It is also family-oriented as 46 percent of households have children. Additionally, 47 percent have a household income over $75,000. 17 Goodyear….At a Glance 2008 – Won both the “All-America City” and “Most Livable Cities” award. Goodyear was founded in 1917 by Paul Litchfield Goodyear was incorporated as a city on November 19, 1946 Goodyear was the fourth fastest growing suburban city under 100,000 population in the U.S. 2000 – 2006 Goodyear grew at a 13.1% average annual growth rate between 2000 and 2010 Census Just south of the Ballpark, the Goodyear Recreational Sports Complex includes clubhouse/player development facilities and practice fields for each team on site of more than 100 acres. Many of these facilities are available to the City of Goodyear outside of Spring Training season for recreational leagues and special events. The 2010 Decennial Census data 65,275 (April 1, 2010) Size: 191 square miles annexed (246.6 sq mile planning area) Goodyear is approximately 6-8 miles wide and 37 miles long Average median temperature: 72 degrees F Median age of residents: 33.6 (2007-2009 ACS) In Addition to Spring Training, the ballpark hosts yearround community events such as youth, amateur, high school and college tournaments, holiday festivals, arts and craft shows, concerts, weddings and other private and public events. Median household income: $76,523 (2007-2009 ACS) Goodyear… How we Educate Average annual rainfall: 7.5 inches Average number of sunny days: 320 annually Educational level of Goodyear heads of household: 85% are college-educated with 56% obtaining college degrees* Property tax rate for 2011-2012 $1.60 per hundred dollars of assessed value Several K-12 schools, as well as local area colleges serve Goodyear residents. With high performance report card ratings and the active pursuit to attain exemplary postsecondary institutions for learning, Goodyear is constantly striving to maintain excellence. City sales tax rate: 2.5% (1.2% on single purchase over $5,000); 4% hotels and restaurants Higher Education Total 2011-2012 Budget: $213 million 90-98% of residents surveyed feel that Goodyear is a safe* place* *Per January 2010 Citizen Satisfaction Survey Goodyear…How We Play Baseball in Goodyear The Goodyear Ballpark, opened on February 21, 2009, is located on a 3-acre parcel southeast of the future Goodyear City Center. The stadium includes 8,000 stadium seats, 1,500 berm seats, six suites, and a 500-seat party deck area, for a total seating capacity of 10,300. The Cleveland Indians joined the Arizona Cactus League in 2009 when they moved their Spring Training operations from Florida to Goodyear. Bringing both Ohio Major League baseball teams to Goodyear, the Cincinnati Reds hosted their first Spring Training season at the Goodyear Ballpark in 2010. 18 The City of Goodyear has been proactively recruiting public and private institutions of higher education. Goodyear welcomed its first excellent private institution of post-secondary education to the community in 2008 – Franklin Pierce University from New Hampshire. In June 2009, Franklin Pierce began their Doctor of Physical Therapy Program in Goodyear and, in 2010; an Associate Degree Program in Nursing began. Franklin Pierce’s Goodyear center also offers a series of online undergraduate and graduate programs. Local area institutes for higher learning include Estrella Mountain Community College, Grand Canyon University, Midwestern University-Glendale and Thunderbird School of Global Management. Other valley-wide offerings are Arizona State University, DeVry University, Keller Graduate School of Management, Western International University, CollegeAmerica, and the University of Phoenix each providing a variety of accelerated academic and occupational programs. Additionally, Park University, located on Luke AFB, is a four-year institution that provides reduced tuition to military, their dependents as well as civilians living in the surrounding communities. Goodyear…Special Events FAMILY CONCERT SERIES Two weekly series, offered in the Spring and the Fall K-12 MOVIES IN THE BALLPARK Monthly May – September at the Goodyear Ballpark Goodyear residents are served by four elementary school districts (Avondale, Liberty, Litchfield & Mobile), and two high school districts (Agua Fria Union & Buckeye Union). With a K-12 student body nearing 10,000 students, every school in Goodyear is meeting the standards set forth by No Child Left Behind. Additionally, the schools are meeting the AZ Learns standards with the highly respected rankings of performing and highly performing. DRY HEAT COMEDY Laugh in the Summer PERFORMING ARTS SERIES West Valley Arts Council BASEBALL SPRING TRAINING Cleveland Indians and Cincinnati Reds HEART AND SOLE Run or Walk to compete of just for healthy fun POPS SYMPHONY A spring music classic sponsored by Goodyear STAR-SPANGLED FOURTH Annual Event to celebrate our country’s birth G.A.I.N. Bringing Neighborhoods together for Fall friendship FIELD OF SCREAMS Spooky entertainment and family participation WAG & TAG Families with their dogs at Roscoe Dog Park SKATE FEST Fall Skateboarding event at the Goodyear Skate Park HOMEPLATE FOR THE HOLIDAYS Winter holiday fun, with snow for desert! CITY MARKET Purchase fresh produce and arts & crafts. First Saturdays – October thru May 19 This page intentionally left blank. 20 CITY OF GOODYEAR FINANCIAL POLICIES Introduction The financial policies establish the framework for overall fiscal planning and management. The policies set forth guidelines for both current activities and long range planning. The policies will be reviewed annually to assure the highest standards of fiscal management. The City Manager and staff have the primary role of reviewing and providing guidance in the financial area to the City Council. outlay, increasing reserves or contingency funds, and/or paying off outstanding debt. B. Ongoing maintenance costs, such as street resurfacing or swimming pool re-plastering, should be financed through operating revenues, rather than through bonds. C. Fluctuating federal grants should not be used to finance ongoing programs. 2. Revenues from growth or development should be targeted to costs related to development, or invested in improvements that will benefit future residents or make future service provision efficient. While it is tempting to use growth-related revenue to support current operations, doing so can lead to a crisis when the growth rate decreases. This policy implies a commitment to identifying the portions of the City’s revenue stream that result from growth. 3. General Fund appropriations should include a reserved contingency account equal to the first four (4) months operating expenses from the prior fiscal year. 4. General Fund appropriations should also include a reserved contingency account amounting to at least 10% of annual sales tax revenues. This will accrue annually and basically serve as a “revenue stabilization” account, and protect the city against swings in sales tax revenues, (which is a revenue source sensitive to changes in the economy). 5. Enterprise Funds should be self-sufficient. They should include a sufficient un-appropriated fund balance to absorb fluctuations in annual revenue. Wherever possible, enterprise funds should be charged directly for “overhead” services, rather than using an indirect service transfer. These services include such things as employee fringe benefits, insurance costs, and telephone charges. Provision should also be made for interdepartmental charges for services such as solid waste disposal (landfill) and vehicle repair, when this is practical. Operational revenue should be great enough to cover capital costs and replacement. Overall Goals The overall financial goals underlying these policies are: 1. Fiscal Conservatism: To ensure that the City is at all times in a solid financial condition. This can be defined as: A. Cash Solvency - the ability to pay bills. B. Budgetary Solvency - the ability to balance the budget. C. Long Run Solvency - the ability to pay future costs. D. Service Level Solvency - the ability to provide needed and desired services. 2. Flexibility: To ensure that the City is in a position to respond to changes in the economy or new service challenges without an undue amount of financial stress. 3. Adherence to the Highest Accounting and Management Practices: As set by the Government Finance Officers’ Association standards for financial reporting and budgeting, by the Governmental Accounting Standards Board and other professional standards. Budget Polices 1. Operating - Ongoing operating costs should be supported by ongoing, stable revenue sources. This protects the City from fluctuating service levels, and avoids crises when one-time revenues are reduced or removed. Some corollaries to this policy: A. Cash Balance should be used only for one-time expenditures such as, CIP projects, capital 21 6. Replacement of vehicles, equipment, and office space will be funded through the Depreciation/ Replacement Reserves. A rate structure will be established annually to provide sufficient funds for replacement of each item. 7. A financial forecasting model should be developed to annually test the ability of the City to absorb operating costs due to capital improvements, and to react to changes in the economy or service demands. This annual forecast should cover at least five years. 8. Laws and policies on limitations on revenue sources should be explicitly addressed in the budget process. These include: A. Annual Local Transportation Assistance Funds (LTAF) must be devoted to street maintenance and potentially for parks and the arts. B. No more than one half of the prior year’s Highway User Revenue Fund (HURF) can be used for debt service (A.R.S. 48-689). C. When the City’s population reaches 30,000, it must maintain its level of general fund support in street maintenance and operations, as provided by state law (A.R.S. 28-6543) 9. Debt Management A. Short-term borrowing or lease-purchase contracts should be considered for financing major operating capital equipment when the Finance Director along with the City’s financial advisor determines and recommends that this is in the City’s best interest. Lease/purchase decisions should have the concurrence of the appropriate operating manager. B. Annual short-term debt payments should not exceed 5% of annual revenue or 20% of total annual debt. C. City of Goodyear Public Improvement Corporation - lease payments are funded by an excise tax pledge. Requires a “coverage ratio” 1.50 to 1.00 of pledged excise tax revenue to debt payment. D. Maintain and Sell New General Obligation Bonds only when the combined Property Tax Rate of $1.60 or lower can be achieved. E. Annual levy calculations should be at the maximum amount allowed for the City’s primary property tax. F. Maintain Bond rating of at least Baa1 from Moody’s or Standard and Poor’s. 22 G. Enterprise Funds should finance water and sewer bonds sales where appropriate. H. Bonds should not be financed by General Funds unless necessary. If General Funds finance bonds, the combined annual debt service shall not exceed ten percent (10%) of the current three years average operating revenues of the General Funds. City Construction Sales Tax revenues will not be included in computing the average. 10. Budget Amendment Policies A. Total Fund Appropriation Changes must be approved through City Council Resolution. These amendments must also comply with the City’s Alternative Expenditure Limitation. In order to provide flexibility to respond to unanticipated increases in revenues, 10% of the total operating budget should be set aside as a contingency appropriation (as long as this contingency is backed by available fund reserves). B. Uses of contingency appropriations must be specifically approved by the City Council. This may be by Council motion rather than resolution. C. Shifts in appropriations within fund totals may be made only upon approval of the Mayor. Procedures for appropriations transfers and delegation of budget responsibility will be set by the City Manager. 11. Budgetary Control System A. Monthly budget status reports will be reviewed by the City Manager and then presented to the full City Council. B. Annually update Strategic Financial Plan in order to validate and adjust the Plan and assumptions to remain viable and in compliance with State Statutes. C. Community Relations annual budget will be limited in its growth. Increase will be no greater than the percentage of growth in retail sales tax from prior two calendar years. 12. Revenue Policies A. A diversified and stable revenue system will be maintained to ensure fiscal health and absorb short run fluctuations in any one revenue source. B. User fees for all operations will be examined every 3-5 years to ensure that fees cover direct and indirect cost of service. Rate adjustments for enterprises will be based on five-year enterprise fund plans. C. Development fees for one time capital expenses attributable to new development will be reviewed every 3-5 years to ensure that fees match development related expenses. D. Cost analysis should be performed for all services in order to determine if fees collected are covering cost of service. 13. Capital Budget A. A long-range capital improvement plan should be prepared and updated each year. This plan may include (in years other than the first year of the plan) “unfunded” projects that carry out the City’s strategic and general plans, but it should also include a capital-spending plan that identifies projects that can be completed with known funding sources. B. Each department must, when planning capital projects, estimate the impact on the City’s operating budget over the next three to five years. C. Amendments to capital appropriations fall under the same guidelines as changes to the operating budget noted above, with one exception—any project change exceeding $75,000 should receive specific City Council approval. This approval can be by motion rather than resolution, and may accompany a recommendation for award of bid, change order, or other Council action. While this approval is not a strict legal requirement, it serves both to keep the Council informed on capital project activity and funding, and ensures that revisions of project priorities are in line with Council expectations. Monthly status reports will be reviewed by the City Manager and then presented to the City Council. 23 FY 2012 - ECONOMIC TRENDS We enter the new budget year still seemingly waiting for the news that says the economy is on a roll and things are finally improving. After all, this is what we have come to expect given our experiences with previous recessions. And while this past year has seen improvements in several areas of economic activity, it still does not seem like the economy has hit its pace as our previous post-recession experiences would have lead us to believe it should. However, several developments certainly give reason for hope, even if it is still tempered by a dose of caution. City. Since that time unemployment rates have declined, slowly with the state unemployment rate in April of 2011 at 8.9% and the City rate at 5.8%. As one can see, we are certainly going in the right direction but unemployment rates remain double historical levels, even as the economy and the stock market appear to be showing some signs of recovery. More recently, looking back over the course of the FY11 budget cycle one notices that, while not at their peak levels, unemployment has remained relatively high at the national, state and local level. However, there does appear to be a trend downward. Since January each subsequent month in FY11 posted a lower unemployment rate then the prior month. This has been true for the City as well. Perhaps the most troubling aspect of the current economic recovery is the less than stellar performance in the area of job creation. Looking back to pre-recession unemployment rates in December of 2006 we find the state unemployment rate at 3.6% and the City unemployment rate at 2.2%. That all changed through the spring and summer of 2008. From December 2007 to December 2008 the state unemployment rate went from 4.1% to 7.6% and the City rate went from 2.6% to 5.0%. By December 2009 rates had climbed even further, reaching 10.1 % for the state and 6.8% for the Unemployment Rate 2000 to 2010 (December) State of Arizona and City of Goodyear 12.0% 10.1% 10.0% 8.0% 6.0% 6.8% 3.5% 3.6% 2.1% 2.2% 4.0% 2.0% 0.0% 2000 2001 2002 2003 2004 2005 Arizona 24 2006 Goodyear 2007 2008 2009 2010 2011 Also of note, when one compares these rates to the rates for the same period one year ago, is that for every month at every level of government, unemployment rates are universally lower. On average, over the 6 month period ending in May, unemployment rates were down .78% nationally, .80% at the state level and .65% at the municipal level relative to same period last year. While the City has a significantly lower unemployment rate than the state or the nation, it appears to be improving more slowly. Not surprising given the relative small size of the labor pool for the City when compared to the far larger and more diverse labor pool at the state and national levels. Finally, the state showed a bit stronger recovery than the nation as a whole. While unemployment is not a leading economic indicator, a strong economic recovery will likely coincide with a significant improvement in current unemployment rates. However, given the consistent improvement, at all levels of government, from one year to the next, it certainly would appear that there is some improvement in the job market, and by extension the economy as a whole. But before we can have a more robust employment picture, companies will need to start hiring. In order for them to start hiring there will need to be more demand for their products, which means people will need to start spending more money. Given recent sales tax figures it appears that there is some improvement in that area as well. Sales tax is a dominant revenue source for state and local governments in Arizona. When sales taxes decline, this generally puts greater pressure on governments because they rely very heavily on sales tax to fund ongoing operations and services. The precipitous decline in sales tax revenue that resulted from this economic downturn required that many states and municipalities increase taxes in order to try and maintain services levels at or near historic levels. This is true for Arizona and the City of Goodyear. The State of Arizona recently passed a temporary onecent increase in the sales tax in order to help balance a budget that was grossly upside down. The City of Goodyear also passed an increase in their local sales tax during the FY10 budget cycle. Initiated in September 2009, revenues first became available beginning in October of 25 that same year (9 months for the entire fiscal year). FY11 is the first full year with the increase in place. For FY11, it is estimated that the half-cent increase in sales tax rate will generate approximately $5 million. The City Council will continue to monitor this revenue source and make recommendations as necessary for future changes to the overall sales tax rates. Fortunately, generation of sales tax at the state and local levels has been on the increase over the course of the FY11 budget cycle. As of the end of April, state sales tax revenues were 1.3% above levels for the same period in FY10 without inclusion of the one-cent sales tax increase. Year to date figures through April 2011 indicate that retail sales tax is up 6% over last year, contracting is down 6.6%, and restaurant and bar sales are 3.2% higher than they were through April of last year. This increase in the state transaction privilege tax collections is also mirrored at the local level. Sales tax receipts for the City of Goodyear for the first 10 months of this fiscal year are approximately 5% above where they were at this time last year. Excluding the monies generated by the increase of one-half percent in the local sales tax, the City’s sales tax receipts are .2% lower than they were at this time last year. However, if we exclude the one-half percent sales tax increase and construction sales tax, the latter of which was down 40% over the period, local sales tax increased by 9.7% over the same period last year. At this point, there is no reason to believe that this trend will not continue. This is of course a positive sign and one of some concern. First, it is clear that local sales tax collections are rising in categories such as retail sales and restaurant and bar. However, it is equally clear that the construction industry that fueled a great deal of the explosive growth in Arizona prior to the last recession, has still not recovered. Some prominent local analysts believe growth will continue to be very slow until this sector of the Arizona economy rebounds. The problems plaguing the construction industry are also having a significant and negative impact on property values in the City. From FY11 to FY12 the City’s total valuation declined 26%. Since FY09, when City’s total valuation peaked, property values have declined 33%. While it is anticipated that the rate of decline should slow in the coming years, preliminary information from the Maricopa County Assessor’s office indicates a further decline of approximately 8-10% for FY13. Cumulative declines of this magnitude are significant to localities as monies generated by property values are used to pay long-term debt obligations. As valuations decline the monies generated by secondary property taxes also decrease. If this trend continues the City’s property tax rate and the ability to pay debt may be influenced. Of course the City was fortunate that we did experience extremely rapid growth earlier in the decade. This allowed the City to gain significant state shared revenues as a result of the Decennial Census. This increase helped to offset the structural deficit that the City has been struggling with for several years. With approximately four million in new monies the City was able to balance this year’s budget without the use of contingency funds, one-time savings, further workforce reductions or furloughs. It appears that there are some signs that the economy is improving with decreasing unemployment levels and increasing sales tax revenue. However, the stock market continues to trend downward. It appears the “new normal” may be characterized by continued and uneven slow growth for the foreseeable future. This will require governments at all levels to rethink strategies for continuing to provide services that constituencies have come to expect with resources that are not growing, or are growing very slowly. This will likely require greater precision in modeling revenue and expenditure growth and improved management techniques that allow efficient use of resources for those programs and services desired by local residents. City of Goodyear Total Valuation $1,200 $1,000 Millions $800 $600 $400 $200 $0 26 FY12 REVENUES Significant Revenue Changes for FY12 Senate Bill 1460 – Transaction Privilege Tax As a result of new legislation passed by the Arizona Legislature, transaction privilege taxes relating to the hospitality industry that are “higher than those imposed on other businesses” must be used for tourism promotion. Currently the City generates approximately $60,000 a year from liquor licenses. The impact of this legislation will not increase or decrease in these revenues, but it will require that they be used for hospitality related activities only. Decennial Census Cities and towns throughout Arizona receive revenues from a variety of sources. A significant source is state shared revenues. In many cases population is a critical factor in the calculation and distribution of state shared revenues. City population figures are adjusted twice per decade; once by the Decennial Census, and once by a midterm adjustment. Despite the economic slowdown that began in 2008, the City had very high growth rates earlier in the decade. That growth was more rapid than many other Arizona cities. As a result, the latest Decennial Census provided the City of Goodyear with a significant increase in state shared revenues. The increase was significant enough to help balance the ongoing budget and eliminate the structural deficit that the City had been struggling with over recent budget cycles. Food Tax The transaction privilege tax is a major revenue source for Arizona cities and towns. Within that category, and under the guidelines provided by the Model City Tax Code, various items are taxed. During this year’s budget cycle, Council requested that the City try and reduce the tax on food as they felt it was regressive and created an additional burden on individuals already struggling during tough economic times. As a result, management decided to begin a process whereby the City would gradually reduce and potentially eliminate the tax on food. The budget as proposed includes a .25% reduction in the food tax, equating to an estimated reduction in revenues collected of approximately $375,000. of $119 million. The bulk of the increase is due to the inclusion of a proposed developer improvement district. State law requires that cities not exceed the budget limit set by the passage of the tentative budget. As a result, cities sometimes budget items, like the improvement district, that may or may not occur during the budget cycle in order to ensure enough capacity should the need present itself. City projected revenues are realized from a variety of sources, including sales tax collection, community development, state shared revenues and user fees. FY12 Summary of Revenue Impact Fees, 3.4% Imp. District, 34.1% Taxes & Surcharges 41.5% Utilities, 15.1% Grants, 5.9% Total $172m General Fund Revenue Sources The major sources of FY12 General Fund operating revenue are: local sales tax $33,649,884 (54%), state shared revenues $12,649,218 (20.4%), community development $3,408,114 (5.5%), primary property tax $6,303,781 (10.2%), and other licenses, fees, and charges $5,913,993 (9.6%), all totaling $61,924,990 (this includes construction sales tax). The total is up 1.9% from the FY11 budgeted total of $60,748,726. FY12 General Fund Other Other (Permits, (Permits, Lic. Fees), Fees) Lic. 9.6% Revenues The FY12 estimated sources total $172 million, which represents a 45% increase from FY11 budgeted revenues 27 Sales Tax, 54.3% Property Tax, 10.2% State Shared, 20.4% Comm. Dev. 5.5% Total $60.7m Local Revenues 10 months of FY11 are trending 9.7% above where they were at this time last year. Local Sales Tax – FY12 – $33,649,884 (20%) Arizona municipalities, whether home rule or charter, are granted authority by Arizona Revised Statute to collect local retail sales taxes. Communities may either collect these taxes themselves, or rely on the state for collections. If the state performs the collection function, monies are remitted back to the municipality. The City of Goodyear allows the state to collect our local sales tax. At 20% of the total city-wide revenues (including construction sales tax), local sales tax revenue is a significant portion of the city’s general fund revenue stream. Local sales tax is a fairly complex mix of varying tax rates that are assigned by category to various activities. The larger examples of these categories include construction sales tax, retail sales tax, restaurant & bar tax, and hotel/lodging taxes. The $33.6 million local sales tax figure projected for FY12 is actually a compilation of these types of sales tax categories, with rates that can vary from one category to the next. The ability to assign these rates, and the exemptions or options available to municipalities, is part of the Model City Tax Code. $32 $32 $34 The chart immediately below depicts actual construction sales tax revenue from FY02-FY10, estimated revenue for FY11, and projected revenues for FY12. The data shows a decidedly upward trend until FY07, then a sharp decline through FY10, with a leveling off in FY11 and FY12. It appears that we may not have yet hit bottom in the decline of construction sales tax. With vacancies for both residential and commercial properties running high, it is unlikely that we will see a significant increase in this revenue in the near future. The estimate has been left flat for FY12 mainly due to large road construction projects that are scheduled to begin in FY12. Construction Sales Tax Revenue 28 $23 $18 $15 11-12 Projected Estimate $3 $3 09-10 10-11 10-11 08-09 07-08 06-07 $6 05-06 $6 $7 $15 $9 04-05 $5 03-04 $25 $20 $15 $10 $5 $0 02-03 The City’s local sales tax revenue has been declining in recent years but the trend seems to have turned a corner with local sales taxes rising over the course of the FY11. Over the first 10 months of FY11 sales taxes are trending over 5% (including construction sales tax) above where they were at this time last year. Factoring out the 0.5% sales tax increase passed by Council, local sales taxes declined by 0.2% from where they were last year. This slight decline is predominately the result of construction sales tax, which over the first 10 months of FY11, is running 40% below where it was at this time last year. Removing both construction sales tax and the 0.5% increase in sales tax, City sales tax for the first 01-02 11-12 Construction sales tax, which was once the single largest source of general fund sales tax revenue, has fallen second to retail locally. The last time construction sales tax fell to second was FY2000. This revenue source is generated by the sale of homes and taxes applied to factor inputs used in the construction of commercial and industrial structures. A significant portion of the revenues generated are used to fund major capital projects and one-time expenditures accounted for in a distinct fund. Major capital projects, due to their complexity and size, are often phased and require multiyear funding. Projected Estimate 09-10 10-11 10-11 08-09 07-08 06-07 05-06 $22 04-05 $17 03-04 $13 $15 $46 $40 $38 Construction Sales Tax – FY12 ($3,000,000) Millions $34 02-03 $50 $40 $30 $20 $10 $0 01-02 Millions Total General Fund Local Sales Tax Revenue Staff continually monitors monthly sales tax revenue so that adjustments can be made to budgeted expenditures if necessary. Monthly sales tax receipts are monitored using 12 month trend analysis, year-to-date collections, and annualized monthly comparisons. Planning Fees/Community Development – FY12 – $3,408,114 The chart below provides actual community development revenue from FY02-FY10, an estimate for FY11 and a projection for FY12. The data shows a decidedly upward trend until FY06, a steady decline through FY09, and a leveling off thereafter. Given weak performance in the housing market and lack of any substantive activity in commercial real estate, the budgeted revenues show a flat estimate for FY12 budget. $15 $13 $12 $11 $9 Projected Estimate 11-12 Proj… $4 $4 $4 09-10 10-11 10-11 08-09 07-08 06-07 05-06 $1 04-05 $1 03-04 $5 02-03 $16 $14 $12 $10 $8 $6 $4 $2 $0 01-02 Millions Community Development Revenue Primary Property Tax – $6,303,781 The City does utilize one significant counter-cyclical revenue- property taxes. There are two kinds of local property tax; primary and secondary. Secondary property taxes are used to fund debt service payments for voter approved bonds used to construct capital projects. Primary property taxes can be used for any purpose other than the funding of debt service payments. 29 $5 $6 $6 $4 $3 $4 $4 Proj… 11-12 Projected Estimate 09-10 10-11 10-11 08-09 07-08 06-07 05-06 $2 04-05 $2 $3 03-04 $2 02-03 Given stagnation in the residential and commercial real estate housing markets, it is logical to assume a decline in this revenue source, particularly as it relates to permit fee revenues. However, single family residential construction (SFR) did come in just above FY10 projected numbers, which is due mainly to the federal housing tax credit for first time home buyers. $7 $6 $5 $4 $3 $2 $1 $0 01-02 The planning fee/community development fee category is comprised of over 15 different accounts designed to keep track of revenues associated with building activities in the City of Goodyear. The categories cover a wide array of activities that include large revenue generators, such as plan review fees, building permits, and engineering permit fees. Millions Property Tax Revenue Initiation of the use of a primary property tax requires voter approval. The amount of annual increase in the primary property tax levy is limited by the Arizona Constitution to 2% growth plus the value of new construction. Each year, municipalities receive a “Property Tax Worksheet” from the Maricopa County Assessor’s Office providing new primary and secondary property tax valuation figures along with the commensurate levy limits and tax rates. During the FY11 budget process the City Council voted to lower the total property taxes to a combined rate of $1.42 from the previous year’s rate of $1.60 per $100 of assessed value. In FY12 that rate was put back to the full $1.60, which was in part necessitated by a continuing decline in property values. In FY12, the Primary property tax will be $0.9446 per $100 dollars of assessed value. The primary levy generated by this rate will be $6,303,781, a 5% increase over the FY11 primary levy of $6,002,998. As the chart above indicates, growth in the primary property tax has been steady, mainly due to the Council policy to maximize this tax in light of past state actions resetting local property taxes to levels actually charged in a preceding year, thereby reducing the municipality’s taxing ability. State Shared Revenue Total State Shared Revenues – $12,649,218 Vehicle License Tax (VLT) – ($2,201,261) State shared revenues are revenues shared with municipalities by the state. The three main state shared revenues are state shared sales tax, state shared income tax (urban revenue sharing), and vehicle license tax (VLT). The large increase in this year’s budget is due to the result of the Decennial Census. But as the chart shows, despite the large increase over last year, the level of state shared revenues projected for FY12 is approximately equivalent to the amount received in FY09. Miscellaneous Licenses and Fees – $523,750 $12 $12 $13 $11 $13 There are a variety of fees in this category, the largest is CFD related revenue ($500,000). $10 Franchise Fees – $2,434,609 Total General Fund Revenues – FY12 – $61,924,990 Originally the percentage to be shared with municipalities was 15%, but this share has fluctuated as the state has sometimes reduced this percentage to assist in balancing the state budget. As with state shared sales tax, the amount of money provided to a municipality is based on the relationship of its population to the total population of all incorporated cities and towns in Arizona. 30 $90 $62 11-12 11-12 Projected $58 10-11 10-11 $60 Estimate $73 $69 09-10 Urban revenue sharing, or state income tax as it is sometimes called, is the result of a 1972 citizens’ initiative. $100 $80 $60 $40 $20 $0 08-09 State Shared Urban Revenue Sharing – ($5,509,486) Total General Fund Operating Revenue 07-08 The current state sales tax rate is 6.1% with the addition of the recently passed one cent sales tax increase. Incorporated cities and towns in Arizona receive a portion of the revenue generated by this tax (exclusive of the one cent increase). The amount received by a municipality is based on the relationship of its population to the total population of all incorporated cities and towns in Arizona. As with all sales tax, it is subject to the business cycle and rises when the economy rises and falls when it slows. The projected total operating general fund revenue of $61,924,990 is up 1.9% from the FY11 budgeted amount of $60,748,726. 06-07 State Shared Sales Tax – ($4,938,471) Millions Proje… 11-12 Franchise fees are monies paid by utilities to municipalities for right-of-way access that allows the installation of infrastructure for the distribution of utility services (ex: cable, gas lines etc.). Projected Estimate 09-10 10-11 10-11 08-09 07-08 06-07 $5 05-06 04-05 03-04 02-03 $4 $4 $4 $4 01-02 Millions State Shared Revenue $14 $12 $10 $8 $6 $4 $2 $0 The vehicle license tax (VLT), or auto lieu tax as it is sometimes called, results from monies generated by licensing of vehicles. Approximately 20% of revenue generated is distributed to municipalities; the remainder is used for other purposes. The distribution of these funds uses a municipality’s population as it relates to the total population of the county in which it resides, somewhat different than the other two state shared revenues. The amount generated by this tax is also noticeably less than the other two state shared revenue sources. BUDGET PROCESS Overview The fiscal year 2012 budget process began with a financial forecast and update presented to the City Council in January 2011. Unlike recent years, where substantial adjustments were made to revenue estimates due to the declining economy, this year’s forecast had a more promising outlook. Revenues were holding steady, and for the first time in three years the economy appeared to be stabilizing. The local economy was experiencing strong retail sales and construction related activity seems to have finally hit bottom. The process continued at monthly City Council work sessions with staff presenting the FY12 financial plan elements. Due to fiscal constraints, a hold-the-line approach was taken on any new costs or programs. Department Directors were asked to put together a listing of any “critical needs” to make sure all budget issues were identified. Items included increased costs that could not be absorbed within the current base budget, additional operating costs of recently completed or acquired capital improvements projects and any potential unfunded mandates or non-discretionary increases. As part of the FY12 budget process a Citizens Public Budget Forum was held on March 23, 2011. This public session allowed interactive participation by the citizenry and other interested stakeholders. Feedback from this session was provided during budget deliberations to the City Council. Development of the “Base Budget” All city departments prepared line item operating budgets under the Base Budgeting methodology. With this method of budgeting, divisions are allocated a target base expenditure amount to support all ongoing costs for the current fiscal year. For the FY12 budget, all departments were held to the same base budget from the previous year. Normally, any increases to the base budgets would be requested by the departments through the process of budget supplementals. However, due to budgeting constraints for FY12, this process was not undertaken. Departments were required to work within 31 their existing base budgets and re-allocate appropriations to line items requiring additional funding. The upcoming year will continue to be a challenge for departments to utilize resources in efforts to provide effective and efficient services to the citizens of Goodyear. Increases to the Budget For FY12, increases to the budget were closely scrutinized and kept to a minimum. Upon justification of a critical need that could not be absorbed within the departments base budget, an increase was put forward in the recommended budget to the City Council. Operational increases included; one full time position, expanded fire protection services, fleet maintenance costs, health insurance costs, contract and maintenance cost for the new public safety wireless radio system. These budget considerations were presented and discussed during the Council budget work sessions and if approved, included in the final budget. Budget Review and Adoption The department base budget submittals were reviewed by the City Management team in February 2011. Following a series of budget presentations at council workshops the tentative budget was presented to the City Council and adopted May 23, 2011. The tentative budget adoption sets the maximum limits for expenditure authority for the upcoming fiscal year. Public notice for the FY12 budget was published in the local paper and a public hearing held. The final budget was formally adopted June 27, 2011 with the property tax levy adoption following on July 11, 2011. Budget Process Prepare Forecasts Mid-Year Financial Review Update Revenue & Expenditures Adopt Final Budget Public Hearing Tax Levy 06/27/11 BUDGET PROCESS Adopt Tentative Budget 05/23/11 Departments Submit Critical Need Requests Council Work Study Sessions Departments Submit Base Budgets Department Budget Review with Executive Management 2 ITEM DATE Mid-Year Financial Review 1/10/11 Executive Mgmt. Budget Review 2/11 – 3/11 Balance Capital Improvement Program 1/11 – 3/11 City Council Budget Work Sessions 4/11 – 5/11 Work Session Proposed Budget & Discussion 5/16/11 Tentative Budget Adoption 5/23/11 Final Budget Adoption 6/27/11 Property Tax Levy Adoption 7/11/11 Budget Amendments The City Council can amend the total appropriations for an individual fund. To maintain compliance with the expenditure limitation when one fund’s total appropriation is increased, an equal offset to another fund’s appropriation must be reduced. Amendments to fund total appropriations are approved by the City 32 Council. The fiscal year 2012 total budget appropriation amount is $213 million. The Mayor is authorized to transfer budgeted amounts between departments within funds. However, any budget revision requiring a transfer from the contingency reserve must be approved by the City Council. Budget Basis All government funds (for example the general fund) are budgeted using the modified accrual basis of accounting. Revenues are recognized when they become measurable and available as net current assets. Expenditures are generally recognized under the modified accrual basis of accounting when the related fund liability is incurred. An exception to this general rule includes principal and interest on general long-term debt, which is recognized when due. Proprietary (for example the utility enterprise fund) and Pension and Trust Funds are accounted for using the accrual basis of accounting. Their revenues are recognized when earned and expenses recognized when incurred. The City’s Comprehensive Annual Financial Report (CAFR) presents the status of the city’s finances on the basis of “generally accepted accounting principles” (GAAP). In most cases this conforms to the way the city prepares its budget. Two exceptions are the treatment of depreciation expenses and compensated absences (accrued but unused sick leave) which are treated slightly differently in the budget and in the CAFR. The Comprehensive Annual Financial Report shows fund expenditures and revenues on both the GAAP basis and budget basis for comparison. 33 BUDGET SUMMARY FY12 Summary of Uses Debt Service 11% Contingency & Proposed ID 26% Rainy Day 8% Operating 33% Capital & One-Time 22% The largest single category in the budget is Capital and One-Time expenditures at 47% or $101 million. This includes CIP carryover funding of $29 million. Debt service is $23 million or 11% of the total budget. No new debt is planned for the upcoming FY12. 5 Year Operating Budget FY08-12 $73 $71 $73 FY11 FY12 $93 FY10 $103 FY09 $120 $100 $80 $60 $40 $20 $0 FY08 Millons In recent years the City of Goodyear has experienced significant reductions in local economic activity. These patterns reflect trends in the national economy characterized most notably by a precipitous decline in the housing sector, which began during calendar year 2008. However, over the course of the past fiscal year the economy has made tentative steps towards a recovery. Unlike the prior year, where major indicators such as sales tax and unemployment continued their long downward trend, over the course of the FY11 those trends reversed themselves. While the change has not been as strong as with past recoveries, downward trends in economic activity have halted, with some indicators posting consecutive monthly gains for the first time since the recession began. However, the City continues to adjust to what can best be described as the “new normal”. This “new normal” can best be characterized by slow overall growth with virtually non-existent activity in housing and commercial real estate. A decidedly different pattern, particularly in Arizona, then what had preceded it. As the chart to the right indicates, the total size of the City’s budget continues to decline, but with some leveling off in the funding for on-going operational expenditures. The FY12 budget totals $213 million, which represents a 16% decrease from the prior fiscal year budget of $255 million. This can mainly be attributable to a reduced Capital Improvement Plan and less grant funding opportunities available. Although the local economy remains somewhat stable, the state and national economy continue to struggle in the midst of recovery from the recession. This impacts the Federal funding and also certain state shared revenue sources. The Operating Budget for all funds is $73 million and represents 34% of the total budget. It is a 4% increase from the prior year budget of $71 million. This increase is due to the rising cost of contractual services and commodities that the city buys for operations. This is the first increase after several years of declining budgets and is still well below the peak year of FY08 when the General Fund operating budget was over $90 million. The majority of the increase came from items such as health insurance increase, fire service requirements in Sonoran Valley, the regional radio project, an increase in fleet rates, and public safety related compensation costs. Despite these relatively small increases, the City continues to seek out efficiencies where possible, such as organizational restructuring and consolidation, in order to maintain a balanced budget based on the prior year’s budget baseline. Further, and in large part due to a fairly substantial increase in state shared revenues resulting from the Decennial census figures, the City’s budget is structurally in balance. It required no use of reserve funds to balance as on-going operating revenues were sufficient to cover on-going operating expenses. Total revenues for FY12 are estimated at $171 million. General Fund operating revenues are projected at $61.9 million, or 36% of the total revenues. User fees from Enterprise Funds such as, Water Resources, Wastewater Figure 1 FY 12 Total Budget $213m 34 and Sanitation account for another $25.9 million or 12% of the total revenue. A proposed utility rate increase for Water and Wastewater services, combined with steady customer demand, are contributing to expected revenue increases over the prior year’s estimate of $23.6 million. Development impact fees are estimated at $5.2 million (including utilities) and will help to fund the Capital Improvement Plan’s growth related projects. Highway User Fund (HURF) revenue is budgeted at another $3.2 million, representing slightly more than 2% of the total anticipated revenue. Staffing Summary As a result of the continuing poor economic conditions, the City has been re-evaluating ongoing operational costs. Personnel services represents the largest portion (62%) and has been reduced over the last three budget cycles. As a result of this the authorized position count has decreased from 592 to 511 (81 positions) since FY09. All vacancies are evaluated and positions justified before the re-hire process is initiated. Also a number of positions have been re-deployed throughout the city, to fill existing vacancies. These positions are evaluated annually to determine the ongoing effectiveness of the assignments. For FY12 the Training Coordinator position that had been re-deployed to the City Council Assistant position, will move back to the Human Resources Department and assume the duties of the city-wide training program. A new position is requested in the Economic Development Department to aide in the business development and retention area. This increase is offset through a vacant Administrative Assistant position that will be eliminated in the Community Development Department, therefore not increasing the FTE count for FY12. 35 Department Summary FY 2012 OPERATING BUDGET Personnel Services Department Professional & Contract Services Materials & Supplies Total 1100-Mayor & Council $313,913 $48,839 $3,850 $366,602 1200-City Clerk $474,202 $79,951 $9,850 $564,003 $1,333,824 $245,488 $12,250 $1,591,562 $945,400 $153,870 $14,250 $1,113,520 1600-Finance $2,421,145 $225,039 $257,057 $2,903,241 1700-Information & Technology $1,373,562 $1,266,200 $92,600 $2,732,362 $905,779 $1,274,749 $21,890 $2,202,418 $0 $2,809,400 $0 $2,809,400 2100-Police $11,916,227 $1,382,272 $475,200 $13,773,699 2200-Fire & Emergency Services $10,698,889 $1,042,424 $239,851 $11,981,164 2300-Municipal Court $804,323 $143,259 $16,434 $964,016 3200-Economic Development $798,873 $203,190 $41,284 $1,043,347 3300-Community Development $935,268 $46,929 $14,185 $996,382 $2,230,774 $86,000 $39,450 $2,356,224 4010-Public Works/Administration $581,316 $24,100 $14,400 $619,816 4200-Public Works/Building Services $516,528 $2,218,439 $39,650 $2,774,617 $1,267,303 $1,328,421 $110,650 $2,706,374 $801,027 $463,138 $141,393 $1,405,558 $1,133,534 $2,306,678 $88,750 $3,528,962 $710,905 $3,820,999 $51,850 $4,583,754 5100-Public Works/Water $1,638,830 $2,335,303 $585,805 $4,559,938 5200- Public Works/Wastewater $1,486,084 $1,241,105 $304,800 $3,031,989 4410- Parks/Stadium $1,958,840 $1,213,040 $318,833 $3,490,713 $92,653 $67,500 $34,650 $194,803 $45,339,201 $24,026,333 $2,928,932 $72,294,466 63% 33% 4% 100.0% 1300-City Manager's Office 1400-Legal Services 1800-Human Resources/Risk Mgt 1900-Non Departmental 3400-Engineering 4300-Parks 4400-Recreation & Aquatics 4600-Public Works/Streets 4900-Public Works/Sanitation 2100 Police – Towing Impound Fund Total Percent Of Total 36 Highway User Revenue Fund (HURF) Sanitation Fund The HURF is primarily funded through gasoline and fuel taxes distributed from the State of Arizona. Total FY12 revenues are estimated at $3.2 million dollars. The City’s Sanitation Fund is operated as an enterprise fund and is self sustaining, with revenues generated covering all aspects of the fund’s activities. Projected revenue for FY12 is estimated at $6.3 million and mainly derived from customer user fees (with a small amount in interest). The City contracts with an outside vendor for residential contained trash pick up. Administration (including billing and collections) of the contracted services are provided by City Finance staff. The Sanitation Division does provide uncontained residential bulk trash pick up to residents twice monthly. This service is included in the monthly residential fee. HURF Transfers in OneTime 25% Transfers in Operating 5% State Shared 70% Misc. 1.15% Interest 0.04% FY12 Sources $4,730,467 Major expenditures include $1.6 million for street overlay improvements. Personnel costs are budgeted at $1.1 million, representing one of the largest expenditures of the operating budget. This division is responsible for street maintenance, striping and signage, signal and street light maintenance. In accordance with state law, this activity is also supported through a transfer from the General Fund to comply with the “maintenance of effort” statute. For FY12 the transfer amount is $250,000 allocated to operations and $1.2 million attributed to the street overlay program. FY12 Revenues $6,314,254 User Fees 98.82% Primary expenditures for this fund are for the contract services paid to the outside vendor of $3.6 million. Additionally, personnel related costs are estimated at $710,000, or 16% of the total budget. Sanitation Fund HURF One-Time Street Overlay 9% Sanitation Fund Personnel 16% Contractual Svcs. 10% Commoditi Commodities es 1% Commoditi Commodities es 23% Personnel 58% FY12 Expenditures $4,728,962 FY12 Expenditures $4,583,754 37 Contractual Services 83% Water Fund Wastewater Fund The Water Fund is also operating as an enterprise fund, where user fees are set to recover the cost of providing water services to customers. Total revenues for FY12 are estimated at $10 million and are mainly from user fees (with very small amount in interest). A rate study was recently completed and a rate increase was implemented. FY12 will mark the second of the four year planned increases. Major expenditures in this fund include $1.6 million in personnel costs or 35% of the total budget (excluding debt service and capital expenses). Significant growth and increased system demands have prompted recent major capital infrastructure improvements, thereby increasing the debt burden. User Fees 92% Misc, 0.60% User Fees, 97.79% FY12 Wastewater Revenue $9,571,974 Stadium Fund The City operates two major baseball league training facilities, one each for the Cincinnati Reds and Cleveland Indians along with a main stadium facility. The Stadium Fund is an enterprise fund; however, a subsidy is required from the General Fund to sustain operations. It is hoped that the stadium will aid in encouraging economic development in the surrounding area that will eventually generate sufficient revenues to cover the operating cost of the facility. Estimated stadium revenues for FY12 total $1.5 million. Operating costs of the Stadium are supported through a transfer from the General Fund of approximately $2.1 million. In addition, the stadium receives funding (excise tax) for the PIC debt service payment of approximately $5 million. Water Fund Misc. 2% Damage Reimb., 0.05% Effuent Sales, 1.56% Charges for Services 6% FY12 Revenues $10,032,397 Wastewater Fund Stadium Fund The City’s Wastewater Fund is an enterprise fund. Total revenue estimated for FY12 is $9.5 million. Nearly all the revenue is derived from user fees (with a small amount of interest) to support wastewater operations. Significant expenditures for wastewater operations (excluding debt service) include $1.48 million for personnel cost, or 49% of the budget. Contractual services, at $1.2 million or 40% of the total budget, is comprised mainly of expenditures relating to system infrastructure maintenance and utilities. The City’s wastewater operations also have an updated master plan that help to ensure adequate system capability will be available now and in the future. 38 Transfer From General Fund, 58% NonSpring Training, 11% Spring Training, 74% FY12 Stadium Revenues $1,562,925 Major expenditures in this fund include $1.9 million in personnel related cost, representing 56% of the total budget. Contractual services are estimated at $1.2 million or 35% of the budget. This would include significant operational cost for utilities and landscaping of the turf facility. Stadium Fund Commodities Comm 9% Personnel, 52% Contractual Svcs., 32% Reserve Pmt, 7% FY12 Stadium Expenses $3,490,713 39 This page intentionally left blank. 40 Mayor & Council Mission Statement FY11 Accomplishments The City Council represents and serves our community as responsible stewards of the public trust. We envision and shape our future by engaging citizen involvement and fostering City staff innovation. Goodyear voters elected a new mayor and four (4) new council members. Mayor & Council FY12 Operating Budget $366,602 41 Mayor & Council 2011-12 Goals Strategic Goal(s)       Enhance relationships with the business community to maximize partnerships.  Develop relationships with various public and non-profit organizations to enhance services and programs.  Enhance citizen communication and outreach to build a stronger sense of community. Financial Goal Human Resources Goal Growth & Infrastructure Goal Efficiency Goal Partnerships Program Description 2011-12 Objectives Goodyear has a Council-Manager form of government. Our charter provides for six council members and a mayor - all elected at large on a non-partisan ballot. The Mayor and Council serve four-year terms. The Mayor has a two-term limit and Council a three-term limit. Council members serve staggered terms to ensure continuity.  Establish and maintain connections with local business community to maximize partnerships.  Identify services initiatives that can benefit community.  Educate, inform and seek input on City services and programs. 2009-2010 Actual 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $135,236 $33,275 $2,258 $416,462 $49,039 $3,650 $ 416,462 $31,950 $3,550 $313,913 $48,839 $ 3,850 $170,769 $469,151 $451,962 $366,602 2009-2010 2010-2011 2010-2011 2011-2012 1 3 2 2 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target Breakfast meetings with local businesses - - - 15 Number of Education/Partnership events - - - 3 Number of groups participating in Faith Community Roundtable - - - 15 Number of neighborhood/community meetings - - - 7 Program Expenditures Personnel Contractual Commodities Total Personnel Summary Total Full-Time Program Measures 42 City Clerk’s Office Mission Statement FY11 Accomplishments The mission of the Goodyear City Clerk's Office is to provide our community with multiple support services and awareness of the democratic government process.  Created new process to scan and notify appropriate personnel when record is available in Laserfiche, thus eliminating paper and copying costs, and server space by not emailing record.  Cost Savings. An audit of off-site storage, resulting in cost savings, by identifying 350+ boxes two or more years overdue to be destroyed, as well as 161 boxes that had no retention date set, which would have resulted in that department paying storage fees indefinitely. City Clerk’s Office FY12 Operating Budget $564,003 43 City Clerk’s Office Department Functions Records Management City Clerk – Administrative Services The Records Management function is responsible for managing City records for all departments, maintaining the electronic data management process and training city staff on retention and disposal requirements. The City Clerk is the historian of the City and is responsible for ongoing management as prescribed by State statutes and the City Charter. The City Clerk prepares, assembles and distributes the Council Agenda; fulfills posting requirements; records City Council actions; conducts City elections; and maintains all the City records. The City Clerk coordinates the publications of legal notices and advertising; opens bids, coordinates public actions; administers oaths of office; conducts research; and processes all ordinances and resolutions. Program Expenditures Personnel Municipal Elections The City Clerk is also responsible for administering municipal elections and hosting early voting for primary and general elections. 2009-2010 2010-2011 2010-2011 2011-2012 Actual Budget Estimate Budget $447,156 $465,189 $465,189 $474,202 $47,154 $225,701 $191,885 $79,951 $7,781 $11,600 $5,600 $9,850 $502,091 $702,490 $662,674 $564,003 2009-2010 2010-2011 2010-2011 2011-2012 6 6 6 6 Contractual Commodities Total Personnel Summary Total Full-Time 44 City Clerk’ Office– Administrative Services 2011-12 Goals Strategic Goal(s)  Administer efficient support to Mayor and Council.  Administer efficient support to Boards, Commissions and Committees.  Streamline the Special Event Application Process.  Efficiency Goal  Partnerships Program Description The City Clerk is responsible for the proper handling of local government elections for the positions of Mayor and Council, as well as for referendums, initiatives, and recalls. The Office prepares, assembles, and distributes all Council Agendas, fulfills posting requirements, and records City Council actions by preparing notifications and advertisements in compliance with statutory regulations. Additional services provided by the City Clerk’s office are management of all ordinances and resolutions, administering oaths of office, as well as the processing of liquor licenses, public records requests, special event permits, possible quorum posting, open meeting law training, and providing notary services. 2011-12 Objectives  Provide timely and accurate information and support to Boards and Commissions, and Committees so they have the resources needed to make decisions and comply with all Arizona Open Meeting Laws.  Provide timely and accurate information and support to City Council so they have the resources needed to make decisions and comply with all Arizona Open Meeting Laws.  Develop and implement a Special Event packet including all information and requirements of all city departments. 2009-2010 2010-2011 2010-2011 2011-2012 Actual Target Estimate Target Percent of time agenda is posted to website within 24 hours of meeting n/a n/a n/a 100% Percent of time minutes are available and approved as submitted n/a n/a n/a 100% Compliance with AZ Open Meeting Laws 100% 100% 100% 100% Percent of time agenda is posted to website 100% 100% 100% 100% Percent of time minutes are available and approved as submitted 100% 100% 100% 100% Turnaround time to process special event application within 21 days 19 days 21 days 24 days 21 days 96% 100% 91% 100% 72 75 73 75 Program Measures Applicant satisfaction survey returned at level good and above Number of applications processed 45 City Clerk’s Office – Record Management Strategic Goal 2011-12 Objectives  Efficiency Goal  Partnerships  Ensure preservation of Office of the City Clerk permanent records as required by State Statute; continue annual maintenance of audited permanent records; continue to audit permanent records from conception to current date for proper preservation; set retention to temporary records and create process for annual review of disposition of records scheduled for destruction; Complete preliminary audit of City Clerk records.  To provide comprehensive records management consulting and training service to RCOs in other City departments so their records are accessible using appropriate technology; managed legally, economically and effectively; preserved for historical value and disposed of properly according to State Statute.  To provide transparency of City records through timely completion of records requests by the public and city staff, and to provide a higher level of customer service through the innovation of technology by being able to supply more records requests on electronic media (CD, DVD, Email) for ease of accessibility and convenience. Program Description The purpose of the City of Goodyear’s Records Management program is to manage City records so they are accessible and maintained efficiently and cost-effectively, resulting in the City retaining records it is required to keep, identifying and preserving records with permanent value, and disposing of those with no further value in a secure and timely manner. These practices will ensure legal compliance with State and Federal regulations and mandates. 2011-12 Goals  Records Management of the Office of the City Clerk records.  Records Management of Citywide records.  To provide public records, requested both internally and externally according to State Statute. 46 City Clerk’s Office – Record Management 2009-2010 2010-2011 2010-2011 2011-2012 Actual Target Estimate Target 7,000 7,500 18,582 7,500 Scan permanent records in City Clerk’s possession n/a n/a n/a 100% Begin auditing permanent records in other departments n/a n/a n/a 100% Pull records meeting retention from completed summary reports, prepare State destruction reports and properly destroy n/a n/a n/a 100% Number of consulting requests received from other departments n/a 50 55 55 Percentage of departments attending training 57% 85% 60% 85% Percentage of requests processed by Records Division within 16 business hrs 100% 100% 100% 100% Percentage of ratings at good or above in customer satisfaction questionnaires 100% 100% 100% 100% Percentage of requests provided on electronic media 65% 65% 85% 80% Program Measures Number of pages microfilmed 47 City Manager’s Office Mission Statement FY11 Accomplishments The City Manager’s Office provides organizational leadership, planning, and coordination to City staff and its management team, so the quality of life of citizens is preserved through services and management practices delivered in a supportive environment and according to the City's five strategic goals. Facilitated a site visit from Congressional Representative Trent Franks to learn more about Goodyear’s long term vision and discuss opportunities for federal funding partnerships. City Manager’s Office FY12 Operating Budget $1,591,562 By Division Administrative Support Deputy City Manager $884,835 $706,727 48 City Manager’s Office Strategic Goal      2011-12 Goals Financial Goal Human Resources Goal Growth and Infrastructure Goal Efficiency Goal Partnerships  Provide the City Council with timely and complete information and recommendations, enabling them to set policy and guide the City effectively.  Provide timely resolution to citizen inquires.  Ensure implementation and ongoing monitoring of departmental performance measures, including accountability actions.  As special projects are assigned to the City Manager’s Office, cultivate agreements and business points that provide the City with the best possible return on investment. Program Description The City Manager is the chief administrative officer of the City and is responsible for the planning, implementation, and review of all City of Goodyear policies, procedures, and programs in accordance with City Council policy direction. The City Manager's Office provides staff support to the City Council; provides oversight and direction to all city departments, and provides support in the areas of grant administration, intergovernmental relations, special project implementation, and strategic planning. Program Expenditures Personnel Contractual Commodities Total Personnel Summary Total Full-Time 2011-12 Objectives  Provide City Council an accurate overview of the fiscal and operational status of the City, highlighting policy issues and decisions and any proposed changes in service levels.  Review internal process related to managing citizen inquiries to ensure that it is effective.  Identify and support potential new revenue opportunities. 2009-2010 Actual 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $744,663 $226,384 $10,095 $722,048 $230,282 $37,200 $722,048 $230,188 $5,333 $647,553 $230,282 $7,000 $981,142 $989,530 $957,569 $884,835 2009-2010 2010-2011 2010-2011 2011-2012 8 7 6 6 49 City Manager’s Office 2009-2010 2010-2011 2010-2011 2011-2012 Actual Target Estimate Target Conduct minimum of 3 work sessions with City Council to obtain input on budget recommendations in preparation for final budget approval in June of each year - - - 8 Staff acknowledge 100% of citizen inquiries and requests for information within 72-hours of receipt - - - 100% Stakeholder review average number of days open by case type and identify ways to improve process/compliance time - - - 2 Apply for and receive $2 million +/- in new grants - - - $2 mil Twice per year engage senior management in discussion of identifying alternative service delivery methods or community partnerships - - - 2 Program Measures 50 City Manager’s OfficeDeputy City Manager’s Office 2011-12 Goals Strategic Goal(s)       Evaluate the organizational structure to ensure the most effective delivery of services.  Ensure implementation and ongoing monitoring of departmental performance measures, including accountability actions.  As special projects are assigned to the City Manager’s Office, cultivate agreements and business points that provide the City with the best possible return on investment. Financial Goal Human Resources Goal Growth and Infrastructure Goal Efficiency Goal Partnerships Program Description There are two Deputy City Managers who each oversee the work of several departments, inform the City Manager regarding program needs, and administer the preparation and presentation of programs for approval by the City Manager and City Council. One Deputy City Manager is responsible for the Fire, Police, Community Development, and Engineering departments. The other Deputy City Manager is responsible for the Finance, Human Resources, Information Technology Services, Parks and Recreation and Public Works and Water Resources departments as well as special projects. Program Expenditures 2011-12 Objectives  Review department effectiveness and efficiency with Directors to ensure a more effective department organizational structure is in place, develop strategy for any modifications necessary.  Conduct a progress review of all departmental performance measures included in the annual budget book.  For each agreement contemplated, conduct a due diligence analysis to include return on investment, economic impact, and financial surety for commitments. 2009-2010 2010-2011 2010-2011 2011-2012 Actual Budget Estimate Budget Personnel Contractual Commodities Total Personnel Summary $706,767 $8,704 $4,946 $674,258 $13,306 $6,150 $674,257 $10,821 $3,450 $686,271 $15,206 $ 5,250 $720,417 $693,714 $688,528 $706,727 2009-2010 2010-2011 2010-2011 2011-2012 6 5 5 5 Total Full-Time 51 City Manager’s OfficeDeputy City Manager’s Office 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target Number of Departmental reviews conducted - - - 1 Conduct business outreach to ensure effective delivery of services. Internal post business review of development process - - - 2 Quarterly review of departmental performance measures - - - 4 Conduct regular meetings with City Manager to provide status of special projects, related business points and recommended resolution - - - 30 Program Measures 52 Legal Services Program Description FY11 Accomplishments To be the finest public law office in the course of providing professional and ethical legal representation to the City of Goodyear, and advocating for victim rights and crime prevention while administering justice on behalf of the public, all in furtherance of facilitating Goodyear’s vision, assisting the City in enhancing the quality of life within Goodyear and building trust in the integrity of city government. Full implementation of both the Law Base case management database system and the Worldox document database throughout the department. Legal Services FY12 Operating Budget $1,113,520 By Division City Attorney Civil Division City Prosecutor Criminal Division $684,022 $429,499 53 Legal Services - City Attorney Civil 2011-12 Objectives Strategic Goal(s)  To support our goal of communicating effectively as a division and department, we will continue to improve communications by providing clear, concise and consistent levels of expectations; respecting the chain-ofcommand; improving the flow of information; and encouraging open and honest communication. The division/department will additionally strive to provide timely responses to employee's comments, concerns or criticism.  To support our goal of providing timely customer service, we will respond to internal and external requests with an equal sense of importance; establish response time goals and practices to follow; and improve the level of communications to keep customers informed of current project and case statues.  To meet this goal, the division/department will continue to provide personal and professional development for staff through on-going training, educational opportunities, and cross-training within the division/department. In addition, the division/department will continue to support successes, both internal and external, by recognizing and rewarding employee achievements.  Human Resources Goal  Partnerships Program Description The City Attorney's Office provides professional, timely and cost-effective legal services to the Mayor, City Manager, City Council, City Departments, Boards and Commissions, as well as city staff. We represent the City in local, state, and federal courts, as well as before administrative agencies and legislative bodies. In addition to representing the City in litigation and settlement negotiations involving official city business, the city’s civil attorneys work with the various departments they represent in drafting ordinances, resolutions, contracts, development agreements and other legal documents. We advise City Officials regarding election issues and departments regarding personnel issues. We additionally prepare written legal opinions and correspondence. We are responsible for interpreting and providing advice concerning the City Charter and Code, and Arizona and Federal law. 2011-12 Goals  Communicate effectively as a Division and Department.  Provide timely customer service.  Support personal and professional development. Program Expenditures Personnel Contractual Commodities Total 2009-2010 2010-2011 2010-2011 2011-2012 Actual Budget Estimate Budget $539,842 $195,598 $6,253 $524,090 $137,240 $6,050 $524,090 $224,594 $4,475 $547,647 $130,325 $6,050 $741,693 $667,380 $753,159 $684,022 54 Legal Services – City Attorney Civil Personnel Summary 2009-2010 2010-2011 2010-2011 2011-2012 4 4 4 4 2009-2010 2010-2011 2010-2011 2011-2012 Actual Target Estimate Target n/a 100% 90% 100% External department survey of customer service 100% 100% 90% 100% Attorneys obtain CLEs for licensing 100% 100% 100% 100% All staff attend mandatory city training 100% 100% 100% 100% Total Full-Time Program Measures Attendance at quarterly staff meetings 55 Legal Services – City Prosecutor Criminal 2011-12 Objectives Strategic Goal  To support our goal of communicating effectively as a division and department, we will continue to improve communications by providing clear, concise and consistent levels of expectations; respecting the chain-ofcommand; improving the flow of information; and encouraging open and honest communication. The division/department will additionally strive to provide timely responses to employee's comments, concerns or criticism.  To support our goal of providing timely customer service, we will respond to internal and external requests with an equal sense of importance; establish response time goals and practices to follow; and improve the level of communications to keep customers informed of current project and case statues.  To meet this goal, the division/department will continue to provide personal and professional development for staff through on-going training, educational opportunities, and cross-training within the division/department. In addition, the division/department will continue to support successes, both internal and external, by recognizing and rewarding employee achievements.  Efficiency Goal  Partnerships Program Description The City Prosecutor’s Office represents the City in the prosecution of criminal misdemeanors that occur in the City of Goodyear in violation of Arizona statutes and the Goodyear City Code along with civil traffic cases filed in the Goodyear Municipal Court with the goal of administering justice in an equitable manner while advocating for victim rights and crime prevention. Additionally, we represent the City of Goodyear in all city misdemeanor criminal appeals, special actions, petition for reviews, and competence hearings filed in the Maricopa Superior Court, Arizona Court of Appeals, and the Arizona Supreme Court. 2011-12 Goals  Communicate effectively as a Division and Department.  Provide timely customer service.  Support personal and professional development. Program Expenditures Personnel Contractual Commodities Total 2009-2010 2010-2011 2010-2011 2011-2012 Actual Budget Estimate Budget $318,796 $60,012 $5,868 $389,619 $17,080 $7,750 $389,618 $15,464 $7,700 $397,754 $23,545 $8,200 $384,766 $414,449 $412,782 $429,499 56 Legal Services – City Prosecutor Criminal Personnel Summary 2009-2010 2010-2011 2010-2011 2011-2012 5 4 4 4 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target Attendance at quarterly staff meetings 100% 100% 90% 100% External department survey of customer service 100% 100% 90% 100% 100% 100% 100% 100% 100% 100% 100% 100% Total Full-Time Program Measures Attorneys obtain CLEs for licensing All staff attend mandatory city training 57 Finance Department Mission Statement FY11 Accomplishments The City of Goodyear Finance Department will provide outstanding customer service through timely, efficient, and relevant financial and administrative services.   The Finance Department provides timely and accurate financial services for City departments, citizens, and area businesses. Maintains the city's financial records, prepares the annual budget and capital improvement plan, oversees the procurement process, performs contract administration, performs long-term financial planning, prepares the utility billing notices, collects the water, sewer and sanitation fees, and provides administration of the maturing bonds and interest coupons. Finance also issues and collects sales tax and business permit licenses and fees and is responsible for the front desk operation of City Hall. Created cash flow management and investment program designed to increase future earnings. 2,200 people have signed up for eBilling. At a 35 cent postage savings per bill, that is an annual savings of almost $10,000 for the City. Finance Department FY12 Operating Budget $2,903,241 By Division General Accounting CFD Administration $1,037,770 $188,351 Budget & Research Utility Billing $576,337 $736,617 Procurement Office Mail Services $278,085 $86,081 58 Finance Department – Administration & General Accounting Strategic Goal     2011-12 Goals Financial Goal Growth & Infrastructure Goal Efficiency Goal Partnerships  To prepare and provide accurate and timely financial data.  To provide outstanding customer service to external customers.  To provide outstanding customer service to employees. Program Description 2011-12 Objectives The Administration and General Accounting Division of the Finance Department is responsible for providing financial management and support services to other City departments. The division also will manage and optimize the City's financial affairs and provide professional, knowledgeable, and courteous service to city employees and customers. Program Expenditures Personnel Contractual Commodities Total Personnel Summary  Internal controls and financial information available to City management and departments to manage their business and meet their financial reporting needs.  Process accounts payable activities in a timely fashion.  Provide timely payroll for city employees, and provide timely accounts payable services for internal customers. 2009-2010 Actual 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $717,379 $126,445 $ 22,124 $825,468 $125,700 $61,000 $825,468 $130,200 $65,000 $840,020 $138,350 $59,000 $865,948 $1,012,168 $1,020,668 $1,037,770 2009-2010 2010-2011 2010-2011 2011-2012 9 10 10 10 Total Full-Time 59 Finance Department – Administration & General Accounting 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target 92% 100% 100% 100% December 31 December 31 December 31 December 31 Receive Award Receive Award Receive Award Receive Award Process payments according to terms set by vendors 95% 100% 96% 100% Maximize discount opportunities through vendor payment options 90% 100% 95% 100% - 30% 25% 75% 100% 100% 100% 100% 2 times a Month Monthly 2 times a Month Monthly 5 5 5 5 Program Measures Close the general ledger within 5 days of months end Present audited annual financial statements as required by City Charter to City Council Receive Comprehensive Annual Financial Report (CAFR) award Increase electronic processing of payments Process 26 payrolls annually on time Reduce # of errors for time entry and accounts payable by providing monthly H.T.E. training for employees Average number of calendar days for A/P to review, approve, and pay invoices for departments 60 Finance Department – CFD Administration Strategic Goal(s) 2011-12 Goals  Financial Goal  Growth & Infrastructure Goal  Partnerships Goal  Provide monthly revenue, expenditure, and balance sheet reports to the District Treasurer/Finance Director.  Ensure special assessment billings, due date notice publications, and collections are accomplished in accordance with applicable state statutes.  Prepare and submit the annual budgets for each of the ten CFDs. Program Description Community Facilities Districts (CFDs) are special purpose, tax levying public improvement districts of the State of Arizona. CFDs are a mechanism where by developers may request to form either general districts or utilities districts for the purpose of financing public infrastructure and improvements. These projects may include water and sewer facilities; drainage improvements; design and construction of roads, streets and parking; traffic signals; emergency facilities and public buildings; parks; school sites and facilities and enhanced landscaping. Program Expenditures Personnel Contractual Commodities Total Personnel Summary 2011-12 Objectives  Revenue, expenditure, and balance sheet reports will be provided within 2 days after the month-end general ledger closing.  Notices, billings, and delinquencies are processed within their respective timelines.  District Board adopts budgets for each CFD as required by the Arizona Revised Statutes. 2009-2010 Actual 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $176,470 $1,360 $100 $182,847 $ 2,330 $ 107 $182,847 $ 100 - $185,914 $ 2,330 $ 107 $177,930 $185,284 $182,947 $188,351 2009-2010 2010-2011 2010-2011 2011-2012 2 2 2 2 Total Full-Time 61 Finance Department – CFD Administration 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target % of time balance sheet reports provided on time 100% 100% 100% 100% % of times each year notices, billings, and delinquencies are processed on time 100% 100% 100% 100% % of delinquent accounts by due date December 1 and June 1 39.6% 35% 41% 35% 18.9% 15% 18% 15% Program Measures % of delinquent accounts after due date and by December 20 and June 20 62 Finance Department – Budget Research  Manage the development of the City’s CIP, provide management reports and facilitate the execution of projects according to plan. Forecast all financial aspects of CIP as it pertains to various debt models. Strategic Goal  Financial Goal  Growth & Infrastructure Goal  Efficiency Goal Program Description 2011-12 Objectives The Budget and Research Office directs the preparation and administration of the annual operating budget and development elements of our integrated planning and budget process. Responsibilities include revenue, estimating, forecasting, long range fiscal planning, and conducting organizational and management studies.  Receive the Certificate of Excellence Distinguished Budget Presentation from GFOA (budget award).  Ensure Departments do not exceed budgeted appropriations by the end of the fiscal year.  Efficiently plan all capital projects according to funding constraints and support timely delivery of projects through effective planning and decision support. 2011-12 Goals  Produce, prepare and submit the annual budget document in accordance with state statutes and GFOA standards  Continually monitor ongoing financial activities of City Departments throughout the fiscal year. 2009-2010 Actual 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $640,083 $553,253 $553,253 $561,887 Contractual $20,011 $11,941 $12,890 $9,850 Commodities $ 3,207 $7,000 $4,050 $4,600 $663,301 $ 572,194 $ 570,193 $576,337 2009-2010 2010-2011 2010-2011 2011-2012 7 6 6 6 Program Expenditures Personnel Total Personnel Summary Total Full-Time 63 Finance Department – Budget Research 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target Prepare annual budget for adoption by the City Council by June 30 Yes Yes Yes Yes Submit budget document to GFOA by September 30 No Yes No Yes Receive GFOA Budget award Yes Yes Yes Yes Monitor budget expenditures and meet with departments quarterly 100% 100% 100% 100% Projected Revenue estimates are within 5% of the actual revenues 14% 5% 5% 5% 88% 100% 100% 100% 100% 100% 83% 100% Facilitate adoption of 5 year fully funded CIP with final annual adoption by June 30 Yes Yes Yes Yes Reduce # of budget adjustments by 5% 250 235 150 175 100% 100% 83% 100% Program Measures Ensure compliance with City's Financial Policies (% met) Prepare and distribute financial reports by the 4th week of the following month Prepare and distribute monthly report by 4th week of the following month 64 Finance Department – Customer Service Strategic Goal(s)     2011-12 Goals Financial Goal Human Resources Goal Efficiency Goal Partnerships  Provide professional, efficient, and responsive service to all customers.  Process all financial transactions accurately and promptly.  To improve administrative efficiencies. Program Description 2011-12 Objectives The Customer Service Office provides billing of the City's water, wastewater, and sanitation services. We provide customer service for residents utilizing a call center environment. We service both call-in and walk-in customers servicing their accounts and processing all utility payments. The Customer Service Division is also responsible for the front desk operations for the entire City Hall. Program Expenditures Personnel Contractual Commodities Total Personnel Summary  Provide prompt customer service by answering customer questions and concerns by phone, in person, and in writing.  Ensure timely and accurate processing of payments and depositing of revenues.  To encourage the use of online bill pay. 2009-2010 Actual 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $506,239 $23,118 $ 5,216 $499,979 $34,250 $6,500 $499,979 $22,250 $157,500 $514,517 $35,800 $186,300 $534,573 $540, 279 $679,729 $736,617 2009-2010 2010-2011 2010-2011 2011-2012 7 8 8 8 Total Full-Time 65 Finance Department – Customer Service 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target 100% 100% 100% 100% 244,100 255,000 268,434 270,000 # of utility applications processed annually 3,800 3,900 3,912 4,275 # of delinquent letters sent annually 58,500 56,000 27,776 28,000 Respond to customer inquiries within 2 business days 100% 100% 100% 100% 244,100 255,000 268,434 270,000 Program Measures Respond to customer inquiries within 2 business days # of utility bills processed annually # of utility bills processed annually 66 Finance Department Procurement Strategic Plan 2011-12 Goals  Financial  Efficiency  Partnerships  To provide outstanding customer service both internally and externally.  Maintain a 100% fully certified purchasing department.  Provide guidance and advice to departments, vendors, and other entities regarding procurement practices and policies. Program Description The Procurement Office provides purchasing and contract support while overseeing the procurement of a great variety of products, services, supplies, and equipment for all departments of the City of Goodyear in accordance with the City's Procurement Code (adopted in 2008). All solicitations for bids/proposals go through the Procurement Office. The Procurement Office is also responsible for copy/mail services and surplus disposal. Program Expenditures Personnel Contractual Commodities Total Personnel Summary 2011-12 Objectives  Process formal and informal solicitations timely; process requisitions timely  Receive the NIGP Sterling Award of Excellence in Achievement.  Development and distribute an Office of Procurement satisfaction survey geared toward a specific solicitation. 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target $246,876 $3,065 $4,217 $262,423 $8,140 $2,420 $262,423 $5,965 $2,900 $266,710 $7,075 $4,300 $254,158 $272,983 $271,288 $278,085 2009-2010 2010-2011 2010-2011 2011-2012 3 3 3 3 Total Full-Time 67 Finance Department – Procurement 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target Process within 1 business day of receiving the “Ready For Buyer” requisitions over $5,000 - 90% 90% 90% Perform 5% of formal solicitations, and vendor responses on line utilizing ePro - 5% 5% 5% Perform 10% of informal solicitations, and vendor responses online utilizing ePro - 10% 10% 10% Apply for and receive NIGP Sterling Award Yes Yes Yes Yes Response rate on formal solicitation survey - 100% 100% 100% Response on informal solicitation survey - 30% 30% 30% Program Measures 68 Finance Department – Mail Room 2011-12 Goals Strategic Goal  Provide centralized and decentralized print, copy, bindery, and mail services to support City departments.  Efficiency  Partnerships Program Description 2011-12 Objectives Processes and distributes incoming and outgoing mail, makes copies of paperwork as requested by City departments, and provides assistance as needed. Program Expenditures  Provide effective and timely copy center and mail processing services 2009-2010 Actual 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $52,299 $22,080 $821 $50,189 $38,408 $4,300 $50,189 $26,050 $1,450 $51,697 $31,634 $2,750 $75,200 $92,897 $77,689 $86,081 2009-2010 2010-2011 2010-2011 2011-2012 1 1 1 1 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target 97% 95% 60% 95% 75,000 75,000 74,972 75,000 Personnel Contractual Commodities Total Personnel Summary Total Full-Time Program Measures % of copy requests processed on the same day as requested # of pieces of mail processed annually 69 Information Technology Department Mission Statement FY11 Accomplishments To provide reliable technology to meet the business needs of the City supported by quality customer service, now and into the future.     Implemented hardware virtualization Improved deployment time for server provisioning; 2 weeks to 2 days Reduce carbon footprint; multiple systems running on a single piece of hardware Enable disaster preparedness; allows for realtime system failover with zero service disruption for key systems Information Technology FY12 Operating Budget $2,732,362 By Division Administration Technical Support & Service $1,236,534 $849,896 Application Development & Support $645,931 70 Information Technology – Administration 2011-12 Goals Strategic Goal(s)      Human Resources Goal  Efficiency Goal  Partnerships Goal Program Description Improve organizational communication. Improve network security. Ensure/Sustain compliance. Ensure hardware and software sustainability through a periodic technology refresh program. 2011-12 Objectives The Administrative Division provides oversight for the entire department. The functional areas within this division include security administration and project management. The Administrative Division establishes the strategic direction for secure and sustainable enterprise technology through planning and project management; it is responsible for the City’s entire technology portfolio.  Improve frequency and quality of advance communications as it pertains to technology improvements and outages.  Reduce number of workstation vulnerabilities.  Meet or exceed security criteria established by business partners, financial institutions, and/or authoritative governing agencies.  Create, maintain and audit cyclical technology schedule(s). 2009-2010 Actual 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $439,351 $637,953 $5,938 $465,423 $597,353 $6,750 $465,423 $775,100 $3,700 $328,934 $902,000 $5,600 Total $1,083,242 $1,069,526 $1,244,223 $1,236,534 Personnel Summary 2009-2010 2010-2011 2010-2011 2011-2012 4 4 4 3 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target % of advance notification for all technology improvements and outages 90% 100% 100% 100% % of planned outages completed within prescribed window(s) 100% 100% 100% 100% % of workstation security pattern updates annually 100% 100% 100% 100% % of vulnerabilities detected and resolved annually 100% 100% 70% 100% Program Expenditures Personnel Contractual Commodities Total Full-Time Program Measures 71 Information Technology - Application and Development & Support Strategic Goal(s) 2011-12 Goals  Efficiency Goal  Growth & Infrastructure Goal  Improve usability.  Improve application implementation and integration procedures.  Provide project management oversight for all technology projects. Program Description The Applications Division provides business analysis, application design, and development services as well as application support for over 50 off-the-shelf and custom applications. 2011-12 Objectives  Perform thorough needs analysis and develop comprehensive requirements definition during the planning stage of each application development project.  Adhere to adopted project management methodology.  Execute projects acording to established schedule, budget, and scope. 2010‐2011 Budget 2010‐2011 Estimate 2011‐2012 Budget $425,565 $9,466 $0 $392,783 $15,200 $2,500 $392,783 $11,000 $2,500 $630,631 $12,800 $2,500 $435,031 $410,483 $406,283 $645,931 2009‐2010 2010‐2011 2010‐2011 2011‐2012 4 4 4 5 2009‐2010 Actual 2010‐2011 Target 2010‐2011 Estimate 2011‐2012 Target Reduce number of change requests due to incomplete product scope 10% 10% 10% 10% % of projects managed according to the adopted project management 10% 10% 10% 10% Program Expenditures 2009‐2010 Actual Personnel Contractual Commodities Total Personnel Summary Total Full Time Program Measures 72 Information Technology – Technical Support & Services 2011-12 Goals  Improve data center operational availability.  Improve responsiveness.  Improve network and system availability and sustainability. Strategic Goal(s)  Efficiency Goal  Growth & Infrastructure Goal  2011-12 Objectives Program Description  Provide a secured environmentally stable facility with reliable power to support all technology systems.  Increase percentage of help desk calls resolved within one business day.  Coordinate and track change control activities for planned down time. The Technical Services Division is responsible for design, administration, management, and support for the City’s entire computing infrastructure. This includes telephony, data communications, core networking, Internet connectivity, E-mail, data management (backup and recovery), servers, and workstations, printers, and mobile computing. Program Expenditures 2009-2010 2010-2011 2010-2011 2011-2012 Actual Budget Estimate Budget Personnel Contractual Commodities $743,348 $235,301 $10,110 $493,360 $426,800 $16,339 $493,360 $356,300 $16,339 $413,996 $351,400 $84,500 $988,759 $936,499 $865,999 $849,896 2009-2010 2010-2011 2010-2011 2011-2012 7 6 6 6 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target % of automated pre-emptive notification of environmental failures 50% 65% 50% 65% % of data center up time 90% 99% 90% 100% % of calls resolved at first contact (direct call to help desk) 80% 80% 80% 80% % of help desk calls closed within one business day. Industry standard measures are 65% 65% 55% 53% 65% % of uptime availability of primary systems; hardware and base operating system functionality 99.9% 90% 90% 100% % of data backups completed and verified daily 100% 90% 90% 100% Total Personnel Summary Total Full-Time Program Measures 73 Human Resources Department Mission Statement FY11 Accomplishments The Human Resources Department will facilitate the delivery of the finest City services to the citizens of Goodyear by providing organizational leadership and quality, impartial human resource services that exceed the expectations of our most valuable asset - our EMPLOYEES.     We’ve passed the $1 Million dollars of savings to the City since the volunteer program was started in 2007. Including little league, ballpark, special events and offices, we have over 400 volunteers who’ve worked at one time or another over the last nine months. Since July 1st of 2010, we’ve had over 15,000 hours of service at a savings to the City of over $316,000. The City expanded the Health and Wellness Clinic hours of operation to six days per week and is now seeing over 3,200 visits per year. Human Resources Department FY12 Operating Budget $2,202,418 By Division Administration Risk Management $670,969 $1,426,552 Employee Development $104,898 74 Human Resources Division Strategic Goal(s)  Maintain a viable cost effective volunteer program that provides assistance to the various departments and City sponsored events.  Provide a responsive recruitment service for the City.  Human Resources Program Description The Human Resources Division provides or facilitates fair and impartial employment services; legislative compliance; counseling and employee problem facilitation; personnel policy development, guidance, and administration; pay for performance administration, and management of the compensation and classification program. The division also maintains records in payroll/personnel system; manages benefits, and provides recruitment services. 2011-12 Objectives  Conduct annual salary survey to monitor our competitive market position.  Analyze the survey data and propose the necessary market adjustment to City Management that is needed to bring the City’s compensation plan to 101% of the market as directed by the Council.  Conduct classification reviews as requested by the departments.  The benefits of the volunteer program should outweigh the costs of the program.  Ensure the volunteer needs of the departments are being met.  Open positions promptly to facilitate a speedy recruitment process. 2011-12 Goals  Maintain a compensation plan that will attract, motivate, and retain an outstanding and committed workforce to effectively carry out the objectives of the City.  Maintain personnel files for the purpose of retaining accurate personnel information as it pertains to employee wages, performance management, professional growth etc. 2009-2010 Actual 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $642,877 $620,993 $591,365 $606,171 Contractual $21,149 $37,908 $38,788 $42,908 Commodities $13,217 $19,890 $18,800 $21,890 $677,243 $678,791 $ 648,953 $670,969 2009-2010 2010-2011 2010-2011 2011-2012 7 6 6 6 Program Expenditures Personnel Total Personnel Summary Total Full-Time 75 Human Resources Division 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target Maintain a competitive market position 97.1% 101% 98.5% 101% Distribute the annual market survey no later than the end of the calendar year 100% 100% 100% 100% Provide analysis of survey data to City Management no later than February 15 of each year 100% 100% 100% 100% Complete classification reviews within Policy Guideline requirement of 90 days of receipt 100% 100% 100% 100% Conduct an annual meeting with the departments to ensure their volunteer needs are being met. 100% 100% 100% 100% Post all positions within 48 hours of receipt of the requisition 100% 100% 100% 100% Program Measures 76 Human Resources – Risk Management Strategic Goal(s) 2011-12 Goals  Human Resources Goal  Efficiency Goal  Partnerships  Maintain market competitive benefits that will attract, motivate, and retain an outstanding and committed workforce to effectively carry out the objectives of the City.  Provide a cost effective alternative for our health care.  Maintain compliance with OSHA and Commercials Drivers License (CDL) mandated programs. Program Description The Risk Management Division is responsible for the development, implementation, and administration of the City's safety, liability, and insurance programs. These include, but are not limited to health, dental, vision, life, short-term disability, Workers' Compensation, safety, auto property, general liability, and other federally mandated compliance programs. The identification and preparation for exposures is also the responsibility of Risk Management, as is the reduction of controllable losses and protection of the City's personnel and financial assets. Program Expenditures Personnel Contractual Commodities 2011-12 Objectives  Provide benefits that meet the priorities of the employees.  Monitor market competitiveness of our benefit package.  The City clinic should be cost effective.  Maintain database that allows us to track OSHA and CDL required training compliance.  Maintain CDL files and complete required drug screens monthly. 2009-2010 2010-2011 2010-2011 2011-2012 Actual Budget Estimate Budget $402,838 $816,251 $26 $405,868 $1,110,591 $550 $201,468 $1,137,380 $550 $204,711 $1,221,841 $- Total $1,219,115 $1,517,009 $ 1,339,398 $ 1,426,552 Personnel Summary 2009-2010 2010-2011 2010-2011 2011-2012 3 2 2 2 Total Full-Time 77 Human Resources – Risk Management 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target Conduct an annual benefit survey of our benchmark cities and provide the results to City Management no later than February 15 of each year 100% 100% 100% 100% Conduct an annual review of the cost vs. the benefit of the Clinic and present to City Management no later than January 15 of each year 100% 100% 100% 100% The clinic will save 125% of its net cost measured by visits seen at the clinic instead of going for care at a doctor’s office, emergency room or urgent care facility, etc. 100% 100% 100% 100% Monitor Blood Borne Pathogen training to achieve and maintain compliance for each employee during a 12 month time frame 90% 95% n/a 95% Conduct required CDL training on an annual basis 100% 100% 100% 100% Complete required CDL drug screens monthly 100% 100% 100% 100% Program Measures 78 Human Resources - Employee Development Division 2011-12 Goals Strategic Goal(s)  Improve employee performance.  Earn and maintain the support of internal customers.  Earn and maintain the support of external customers.  Human Resources Goal  Partnerships Program Description The Employee Development Division exists to provide learning opportunities that attract, retain, develop, and motivate employees to give their best performance in support of City of Goodyear goals. Offering traditional “training classes” is only one focus of this Division. We commit resources in many ways to help employees be proactive in acquiring new skills and to help supervisors and managers create an environment conducive to continuous learning. We serve many customers in fiscally responsible ways. Program Expenditures Personnel Contractual Commodities TOTAL Personnel Summary Total Full-Time 2011-12 Objectives  Offer learning initiatives and tools that effectively and efficiently develop employees to give their best performance in support of Goodyear's goals and culture.  Establish communication channels with supervisors, managers, directors, deputy city managers, city manager and council to support and enhance the goals of the Employee Development Division.  Monitor employee compliance with annual and OSHA-mandated training requirements.  Present customer service-related learning opportunites to staff. 2009-2010 Actual 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $23,140 $10,356 $60 $$$- $$$- $94,898 $10,000 $- $33,556 $- $- $104,898 2009-2010 2010-2011 2010-2011 2011-2012 1 0 0 1 79 Human Resources - Employee Development Division 2009-2010 2010-2011 2010-2011 2011-2012 Actual Target Estimate Target Learning effectiveness (test scores) positive increase between pre and post test score - - - 25% Percentage of learning activities relating to at least one of the Goodyear core competencies - - - 100% Number of employees trained - - - 100% Employee survey data on management support: number of employee responses indicating they have support from their management to attend learning opportunities - - - 90% Learning opportunity evaluation survey data on participant satisfaction: number of participants that would recommend the training to someone else. - - - 100% Number of employees completing annual requirements of Ethics, Harassment Prevention, Bloodborne Pathogens and Customer Service - - - 95% Citizen satisfaction survey data: number of citizens who rate employees as good or above on "courteousness" - - - 95% Program Measures 80 Police Department Mission Statement FY11 Accomplishments In partnership with the community, we contribute to the quality of life through diligent patrol, community oriented policing, and enforcement of law to maintain the peace and protect the rights of those we serve.     Goodyear has recognized the lowest crime rate in 5 years. Received over $300,000 in grant funding to implement technological improvements that will enhance police operations. These improvements included a digital evidence management system, ability to join Arizona Automated Fingerprint Identification System, and a new Firearms Training Simulator. Refined specifications for Police vehicles resulting in $120,000 in savings of replacement funds! Governor’s Office of Highway Safety – Top Performer for Click-It-Or-Ticket and of the West Valley’s DUI Task Force. Police Department FY12 Operating Budget $13,773,699 *General Fund Only By Division Administration Community Services $2,679,348 $496,661 Telecommunications Investigations $1,544,482 $1,953,371 Field Operations Tow Administration $7,099,836 $194,803 **Special Revenue Fund (not included in total) 81 Police Department Administration Strategic Goal(s) 2011-12 Goals  Human Resources  Efficiency  Partnerships  Provide internal services that sustain a quality work force and the effective management of police operations and investigations. Program Description 2011-12 Objectives The Administration Division of the Police Department accounts for the Office of the Chief, and Support Services functions. The Office of the Chief provides policy direction, budget and planning, administrative services, public information, and crime and intelligence analysis to the organization. Support Services is tasked with property and evidence, audits and inspections, records, and coordination of the Police Volunteer Program. Program Expenditures Personnel Contractual Commodities Total Personnel Summary Total Full-Time Program Measures Perform proactive audits of police operations  Provide police services in a lawful, safe, effective and efficient manner. Utilize active and on-going case management to monitor, evaluate, and prioritize cases. 2009-2010 2010-2011 2010-2011 2011-2012 Actual Budget Estimate Budget $9,801,578 $1,118,861 $393,169 $9,622,117 $1,138,700 $475,000 $9,622,117 $1,196,003 $424,200 $1,163,396 $ 1,107,252 $408,700 $11,313,608 $11,235,817 $11,242,320 $ 2,679,348 2009-2010 2010-2011 2010-2011 2011-2012 105 105 105 11 2009-2010 2010-2011 2010-2011 2011-2012 Actual Target Estimate Target 1/Fiscal Year 2/Fiscal Year 2/Fiscal Year 2/Fiscal Year Purge all property within 30 days of disposition Manage average caseload per detective as governed by court timeline and protocols 100% 25/1 82 25/1 20/1 25/1 Police Department - Towing Administration with no operator license, enforcement of ignition interlock device restriction, and the enforcement of removal requirements for impaired driving Strategic Goal(s) 2011-12 Goals  Human Resources Goal  Efficiency Goal  Partnerships  Support and administer the Towing Administration Program as defined by A.R.S. §28-3511.  Enforce the provisions of A.R.S. §28-3511. Program Description 2011-12 Objectives The purpose of the Towing Administration Division is to administer police programs in support of state statute which requires law enforcement to impound a motor vehicle under certain circumstances, including but not limited to the enforcement of suspended, cancelled, or revoked privilege to drive, enforcement of person. Program Expenditures Personnel Contractual Commodities  Conduct hearings as defined by statute, providing for the effective enforcement of A.R.S. §28-3511.  Enforcement of suspended, cancelled, or revoked privilege to drive traffic laws as well as enforcement of ignition device restrictions. 2009-2010 2010-2011 2010-2011 2011-2012 Actual Budget Estimate Budget $74,761 $ 43,319 $ 23,646 $61,280 $100,500 $142,300 $61,280 $60,750 $27,650 $ 92,653 $ 67,500 $ 34,650 $ 141,726 $304,080 $149,680 $194,803 2009-2010 2010-2011 2010-2011 2011-2012 1 1 1 1 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target Number of customers serviced with towing hearings 2,100 2,250 970 1,250 Effective enforcement of §28-2511 as determined by the percentage of tows deemed invalid >2% 0% 0% 0% Number of traffic officer self initiated calls for service 6,200 6,000 6,950 5,000 4 6 7 6 Total Personnel Summary Total Full-Time Program Measures Number of public education strategies implemented 83 Police Department – Field Operations 2011-12 Goals Strategic Goal(s)  Provide emergency services to citizens and visitors in order to maximize the protection of life and property.  Maintain a visible police presence to serve as a deterrent to potential crime and contribute to a safe community.  Human Resources Goal  Efficiency Goal  Partnerships Program Description Field Operations encompasses police patrol and specialty units such as the School Resource Officers and Special Assignments Unit. 2011-12 Objectives  Prompt and effective response to calls for service.  Effectively manage patrol operations to maximize directed patrol time and provide enhanced crime prevention. Program Expenditures 2009-2010 2010-2011 2010-2011 2011-2012 Actual Budget Estimate Budget Personnel Contractual Commodities $$$- $$$- $$$- $7,024,086 $18,000 $57,750 Total $- $- $- $7,099,836 Personnel Summary 2009-2010 2010-2011 2010-2011 2011-2012 - - - 73 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target Respond to and initiate calls for service - 95,000 87,563 90,000 Maintain stated 7 minute goal for response to priority 1 calls for service 90% of the time - 90% 94% 93% Maintain stated 11 minute goal for response to priority 2 calls for service 90% of the time - 90% 93% 93% Increased visibility and crime deterrence with a 30% directed patrol time - 30% 32% 30% Total Full-Time Program Measures 84 Police Department – Telecommunications 2011-12 Goals Strategic Goal(s)  Provide services to the public and support police units and other City departments in carrying out public safety responsibilities by receiving, processing, and dispatching requests for police services.  Provide prompt professional and effective response to emergencies.  Human Resources Goal  Efficiency Goal  Partnerships  Program Description The staff of the Telecommunications Division is responsible for all operations regarding 911, nonemergency phones, and the radio system. Through these operations, the operators and supervisors in the division maintain that critical link between the public and our officers in the field. The communications center functions as the first point of contact in most situations, ranging from in progress violent calls and traffic accidents, to noise complaints and general information. Program Expenditures Personnel Contractual Commodities Total Personnel Summary 2011-12 Objectives  Effective delivery of services by screening and directing phone calls appropriately.  Achieve an overall 5 minute response time. 2009-2010 Actual 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $1,272,264 $159,038 $4,830 $1,272,549 $321,450 $8,985 $1,272,549 $322,000 $6,225 $1,331,082 $204,650 $ 8,750 $1,436,132 $1,602,984 $1,600,774 $1,544,482 2009-2010 2010-2011 2010-2011 2011-2012 17 17 17 17 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target 108,000 112,000 - - Dispatch 95% of all priority 1 calls within 60 seconds 95% 95% 97% 95% Percentage of priority 1 calls entered into the system within one minute 90% 90% 98% 98% Total Full-Time Program Measures Answer 95% of all 911 calls within 10 seconds 85 Police Department – Community Service 2011-12 Goals  Seek to develop a community more interconnected with City government and between neighborhoods.  Encourage, pursue, and enforce compliance with City codes by the citizens and businesses of Goodyear so that planned community standards are maintained. Strategic Goal(s)  Human Resources Goal  Efficiency Goal  Partnerships  Program Description 2011-12 Objectives The Community Services Division of the Police Department works to maintain and enhance the community through the strengthening of neighborhoods, communication, and implementing community programs. Community Services also implements and guides proactive crime prevention and community policing concepts, as well as pursuing and enforcing compliance with City codes so that planned community standards are maintained. Program Expenditures Personnel Contractual Commodities Total Personnel Summary  Promoting awareness of citizen-education activities like Goodyear Citizen's Police Academy and Southwest Valley Citizen Academy related to the administration of the program.  Develop educational programs on City code to promote voluntary compliance. Utilize City processes to actively mitigate the impacts of vacant or abandoned properties. 2009-2010 Actual 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $428,015 $14,039 $5,953 $376,258 $33,870 $-- $376,258 $24,400 $4,270 $463,561 $33,100 $- $ 448,007 $410,128 $405,378 $496,661 2009-2010 2010-2011 2010-2011 2011-2012 6 5 5 6 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target 2/quarter 2/quarter 2/quarter 2/quarter Respond to citizen complaints regarding code violations within 24 hrs. during business days 92% 95% 95% 95% Seek voluntary compliance with citizens found to have code issues 90% 90% 94% 90% Proactively inspect each neighborhood twice a month 95% 95% 95% 95% Total Full-Time Program Measures Creation and dissemination of block watch support and information and materials 86 Police Department – Investigations 2011-12 Goals Strategic Goal(s)  Provide internal services that sustain a quality workforce and the effective management of police operations and investigations.  Human Resources Goal  Efficiency Goal  Partnerships Program Description 2011-12 Objectives The Investigations Division of the Police Department reviews caseload and subsequently investigates property crimes and crimes against persons, as well as providing crime scene support.  Provide police services in a lawful, safe, effective and efficient manner. Utilize active and on-going case management to monitor, evaluate, and prioritize cases. Program Expenditures 2009-2010 2010-2011 2010-2011 2011-2012 Actual Budget Estimate Budget Personnel Contractual Commodities $$$- $$$- $$$- $1,934,101 $19,270 $0 Total $- $- $- $1,953,371 Personnel Summary Total Full-Time Program Measures Manage average caseload per detective as governed by court timeline and protocols 2009-2010 2010-2011 2010-2011 2011-2012 - - - 20 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target 25/1 25/1 20/1 25/1 87 Fire Department Mission Statement FY11 Accomplishments The mission of the City of Goodyear Fire Department is to preserve lives and property in our community by providing services directed at the prevention and control of fires, accidents, and other emergencies, while maintaining the highest standards of professionalism, efficiency, and effectiveness protect the rights of those we serve.      Exceeded management’s expectations of fiscal responsibility of the Fire Prevention Division’s Budget. Goodyear Fire Department began providing Fire and EMS services to the City of Litchfield Park. Design and implemented a work order system for Support Services. The Emergency Management Division coordinated and conducted a Full Scale Exercise. Combined the Fire Building and Fire Life Safety Plans Examiners under the Building Safety Supervisor to reduce the amount of time a project goes through the plan review process. Fire Department FY12 Operating Budget $11,981,164 By Division Administrative Services Fire Prevention $439,993 $478,144 Emergency Services Support Services $8,918,449 $ 1,119,515 Homeland Security Building Safety $183,570 $841,494 88 Fire Department – Administrative Services Strategic Goal(s) 2011-12 Goals  Human Resources  Efficiency  Partnerships  Respond to customer requests for incident reports in a timely manner.  Manage overtime allocation in accordance with overtime allocation plan. Program Description 2011-12 Objectives The role of the Administrative Services Division is to support front-line service providers by creating an environment for success. We are the link between the department, the Council, and the community. We provide support in the areas of customer service, human resources, information management, fiscal management, policy development, and planning.  Process 95% of all requests for noninvestigative incident reports within 72 hours.  Manage overtime use to 95% of the overtime allocation plan. 2009-2010 Actual 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $310,681 $17,024 $17,378 $387,702 $27,642 $21,800 $387,702 $19,220 $18,476 $395,570 $24,947 $19, 476 $345,083 $437,144 $425,398 $439,993 2009-2010 2010-2011 2010-2011 2011-2012 7 5 5 5 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target Process 95% of all requests for noninvestigative incident reports within 72hours 95% 95% 99% 99% Manage overtime costs, not to exceed 95% of allocated budget 95% 95% 70% 80% Performance appraisals delivered on time 95% 95% 97% 95% Program Expenditures Personnel Contractual Commodities Total Personnel Summary Total Full-Time Program Measures 89 Fire Department – Fire Prevention Strategic Goal(s)  Respond efficiently to customer requests for fire prevention plan review.  Maintain safe buildings for the community and firefighters.  Human Resources  Efficiency  Partnerships 2011 - 12 Objectives Program Description  Deliver on 5 day fire prevention inspections 100% of the time.  Deliver on 20 day fire prevention plan review 100% of the time.  Conduct annual inspections in 80% of commercial/industrial occupancies every year. The Fire Prevention Division is responsible for developing and implementing programs and policies that prevent or reduce the impact of fires and other emergencies which threaten lives, property, or the environment. 2011 - 12 Goals  Respond efficiently to customer requests for fire prevention inspections. 2009-2010 Actual 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $503,154 $367,981 $367,981 $476,694 Contractual $4,217 $- $110 $- Commodities $2,997 $ 950 $1,450 $1,450 $510,368 $368,931 $369,541 $478,144 2009-2010 2010-2011 2010-2011 2011-2012 8 5 4 4 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target Deliver fire prevention inspections within 2 days of request 100% 100% 95% 100% Deliver fire prevention plan review within 20 days of submittal 100% 100% 99.50% 100% Conduct 18-month occupancy inspections in commercial/industrial buildings 90% 80% 88% 90% Program Expenditures Personnel Total Personnel Summary Total Full-Time Program Measures 90 Fire Department – Emergency Services 2011-12 Goals Strategic Goals  Improve emergency response times.  Provide timely feedback on performance to division employees.  Improve emergency response times.  Human Resources  Efficiency  Partnerships Program Description 2011-12 Objectives The Emergency Services Division responds to various types of situations including fire suppression, emergency medical, transportationrelated accidents, hazardous materials incidents, and specialty response. Essential additional activities include providing oversight and direction to departmental training, health/safety, and preincident planning.  Reduce turnout time to 1 minute or less 90% of the time.  Deliver on time performance appraisals to all employees 95% of the time.  Reduce response time to 5 minutes or less 90% of the time for priority calls.  2009-2010 Actual 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $8,117,115 $369,942 $40,080 $7,975,663 $458,925 $32,000 $7,975,663 $461,127 $30,000 $8,429,043 $458,031 $31,375 Total $8,527,137 $8,466,588 $8,466,790 $8,918,449 Personnel Summary 2009-2010 2010-2011 2010-2011 2011-2012 92 89 87 87 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target Achieve turnout time of 1 minute or less 90% of the time n/a 90% 93% 90% Achieve a response time of 5 minutes or less 90% of the time for priority calls n/a 90% 37% 90% Complete 90% of all scheduled company and battalion training n/a 100% 92% 100% Program Expenditures Personnel Contractual Commodities Total Full-Time Program Measures 91 Fire Department – Support Services Strategic Goal(s) 2011-12 Goals  Provide for safer and more effective emergency operations during high-risk incidents.  Ensure 100% compliance with OSHA respiratory protection standards.  Improve emergency response time.  Negotiated IGA with the City of Litchfield Park for Mutual Assistance – Litchfield Park will be able to use our plan for reviewers for plan examining if they are unable to take on the workload and vice-versa.  Human Resources  Efficiency  Partnerships Program Description The Logistics Section provides programs, processes, and functional needs to support the department's mission by managing resources that are productive and responsive toward meeting the daily and longterm needs of the department. The Support Services Division provides quality goods and services to the members of the Goodyear Fire Department in a controlled, expedient manner. We are committed to improve the effectiveness of the department's logistical resources through research and planning in the areas of protective equipment, new fire apparatus, janitorial supplies, fleet and facility maintenance, and new facility construction. The Training Division provides comprehensive training and professional development programs for all public safety personnel in order to maintain a highly competent and professional work force needed to carry out the mission of the Goodyear Fire Department. 2011-12 Objectives  Complete 90% of all scheduled company and battalion training.  Complete 100% of fit testing requirements for all SCBA users.  Reduce response time to 5 minutes or less 90% of the time for priority calls. 2009-2010 Actual 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget Personnel $391,387 $385,225 $385,225 $395,975 Contractual Commodities $459,473 $140,441 $546,740 $177,300 $561,986 $170,712 $546,240 $177,300 $ 991,301 $1,109,265 $1,117,923 $1,119,515 2009-2010 2010-2011 2010-2011 2011-2012 4 4 4 4 Program Expenditures Total Personnel Summary Total Full-Time 92 Fire Department – Support Services 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target Percentage of SCBA users completing fit testing 90% 100% 100% 100% Percentage of SCBA users receiving annual physicals 100% 100% 100% 100% Produce 20% of the required accreditation exhibits 100% 20% 0% 20% - 90% 0% 90% Program Measures Of the 20% of accreditation exhibits produced, 90% will be entered into the E-file system 93 Fire Department – Emergency Management/Homeland Security 2011-12 Goals  Increase the number of trained citizens who will serve as Community Emergency Response Training (CERT) volunteers to assist in emergency disaster response.  Provide Emergency Management Team with knowledge of the area they may work in during an Emergency Operations Center (EOC) activation.  Ensure the Emergency Operations Center will be activated and functional within a reasonable timeframe. Strategic Goal(s)  Human Resources  Efficiency  Partnerships Program Description 2011-12 Objectives The Emergency Management Division is responsible for providing mitigation, preparedness, response, recovery, and coordination for smallscale emergencies and disasters, both natural and man-made, to the residents of Goodyear for the purpose of saving lives and preventing property damage.  Increase the number of CERT volunteers by 10%.  Provide EOC Section training for 50% of the Emergency Management Team.  EOC staff is capable of full activation of EOC within one (1) hour. 2009-2010 Actual 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $102,973 $7,302 $3,854 $166,125 $5,552 $5,500 $166,125 $5,552 $5,000 $173,018 $5,552 $5,000 $114,129 $177,177 $176,677 $183,570 2009-2010 2010-2011 2010-2011 2011-2012 1 1 2 2 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target Increase the number of CERT volunteers by 10% 10% 10% 9% 10% Provide EOC position specific training for 90% of selected City employees 90% 90% 0% 90% Complete full activation of EOC within 1 hour 1 hour 1 hour 1 hour 1 hour 95% 95% 81% 95% Program Expenditures Personnel Contractual Commodities Total Personnel Summary Total Full-Time Program Measures Fulfill 95% of approved requests for public education events to schools and other public agencies 94 Fire Department – Building Inspections Strategic Goal(s) 2011-12 Goals  Efficiency  Partnerships  Respond to all submitted tenant improvement (TI) plans for review within stated cycle times.  Respond to all solar plans submitted within stated cycle time.  Provide over-the-counter plan review for minor permits. Program Description The Building Safety Division is responsible for minimizing casualties and losses of property from fire and hazardous materials by plan review and inspection of buildings and property. We ensure quality construction for the City's residents by regulating building construction and building occupancy. We enforce the City's building, electrical, mechanical, plumbing, and zoning ordinances in addition to other applicable state and local laws and ordinances. 2011-12 Objectives  Provide 15 day turnaround on 90% of submitted tenant improvement plans.  Provide 5 day turnaround for 90% of solar plans submitted for review.  Provide over-the-counter plan review for 100% of the minor gas line permits. 2009-2010 Actual 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $655,852 $826,804 $826,804 $828,590 $10,379 $6,260 $8,997 $7,654 $2,497 $5,250 $5,250 $5,250 $668,728 $838,314 $841,051 $841,494 2009-2010 2010-2011 2010-2011 2011-2012 13 9 10 10 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target Complete TI plan review within 15 days of submittal 90% of the time 90% 90% 100% 100% Complete solar plan review within 5 days of submittal 90% of the time 90% 90% 100% 100% Provide over-the-counter plan review for 100% of the minor gas line permits 100% 100% 100% 100% Program Expenditures Personnel Contractual Commodities Total Personnel Summary Total Full-Time Program Measures 95 Municipal Court Mission Statement FY11 Accomplishments The Goodyear Municipal Court is a Court of Limited Jurisdiction operating within the Arizona Court System. We are committed to delivering superior justice services to all persons by disposing cases in a just and timely manner while maintaining the integrity and the independence of the Judicial Branch of government. The Court received a report indicating 100 percent compliance with dispostion reporting requirements pursuant to an inspection conducted by the Arizona Department of Public Safety. Municipal Court FY12 Operating Budget $964,016 96 Municipal Court 2011-12 Goals Strategic Goal  Resolve all cases filed in the Goodyear Municipal Court.  Ensure operational efficiency, promote accountability and justification for resources.  Ensure collections, fine amounts, and related policies in the Court are appropriate with the Judicial Branch as a whole.  Efficiency Program Description The Municipal Court has jurisdiction over a limited variety of cases. The Municipal Judge presides over misdemeanor crimes and petty offenses committed within the City. That includes all civil traffic, criminal traffic, criminal misdemeanors, juvenile traffic, liquor violations, and City Code. 2011-12 Objectives  Maintain a high percentage of cases resolved in relation to the number of cases filed.  Promote operational efficiency by analyzing court expenditures regionally and comparing our expenditure per case to a regional average (target).  Promote efficient enforcement operations and appropriate determination of standard fine amounts by comparing our receipted amount per case to a regional average (target). The court has concurrent jurisdiction with the Justice Court on orders of protection, injunctions against harassment, and search warrants. The court also collects bonds, fines, fees, and restitution. The Goodyear Municipal Court is part of the integrated judicial system and serves as the judicial branch of the Goodyear municipal government, and is subject to the administrative authority of the Arizona Superior Court and Arizona Supreme Court. 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $870,582 $125,743 $8,885 $865,256 $134,059 $19,634 $865,256 $135,259 $18,434 $804,323 $143,259 $16,434 Total $1,005,210 $1,018,949 $1,018,949 $964,016 Personnel Summary 2009-2010 2010-2011 2010-2011 2011-2012 11 10 10 10 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target Case Resolution Rate 104% 98% 112% 100% Expenditure Per Case - $78.82 $80.00 $78.82 Receipted Amount Per Case - $139.38 150.00 $139.38 Program Expenditures 2009-2010 Actual Personnel Contractual Commodities Total Full-Time Program Measures 97 Economic Development Mission Statement FY11 Accomplishments To promote, communicate and improve the city’s economic and social well being by attracting, and retaining businesses and residents, improving the city’s image and expanding the city’s employment and tax base to build a sustainable community. Goodyear attracted 428 high-paying jobs and $101million capital investment, primarily due to the recruitment of Sub-Zero manufacturing. Goodyear hosted a well-attended Economic Development Showcase for more than 100 Valleywide industrial brokers/ developers, launching the city's new “Leading Edge” marketing campaign and video. Goodyear has two federally approved Foreign Trade Zone magnet sites with a third going through the approval process. Economic Development FY12 OperatingBudget $1,043,347 By Division Economic Development Office Communications Office $566,686 $476,661 98 Economic Development – Economic Development Office Strategic Goal(s)     2011-12 Goals Financial Goal Growth & Infrastructure Goal Efficiency Goal Partnerships  Create high-wage employment opportunities.  Increase sales tax revenue.  Focus on retention and expansion of existing businesses. Program Description 2011-12 Objectives The Economic Development Department of the City of Goodyear improves the City's economic, social, and environmental well being through the attraction and enhancement of commercial and industrial projects that create and sustain employment base, tax revenues, financial security, and environmental stability for the community.  Attract quality employment to increase citizens employment opportunities.  Attract quality retail, hospitality, and resort amenities.  Identify business needs and issues and establish strategies to retain and expand the existing business base. 2010-2011 Target 2010-2011 Estimate 2011-2012 Target $337,522 $137,691 $8,885 $294,816 $97,321 $5,350 $294,816 $99,426 $3,245 $375,648 $96,763 $4,250 $484,098 $397,487 $397,487 $476,661 2009-2010 2010-2011 2010-2011 2011-2012 5 3 3 3 Program Measures 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target Estimated # of jobs created 300 400 433 435 $38,646 $41,808 $39,312 $39,700 Capital Investment $48M $50M $101M $100M Industrial Square Feet Absorbed /Developed 580k 440k 745k 350k Total # business retention and expansion visits 26 24 32 40 Jobs created from existing business expansions 900 150 115 50 Program Expenditures 2009-2010 Actual Personnel Contractual Commodities Total Personnel Summary Total Full-Time Average Annual Salary 99 Economic Development – Communications Office Strategic Goal 2011-12 Goals  Human Resources  Partnerships  To increase usage of City website  Help increase tax base communications  Improve timely communication Goodyear and its residents Program Description The Communications Division plans and directs citywide communications and marketing. This is accomplished through media relations, public outreach campaigns, audio-visual/video productions, and publication production; such as the "InFocus" newsletter along with various brochures and flyers. We provide a user friendly website with over 2,000 pages of information for residents, out-of-town visitors, and employees. Communications also acts as the City media spokesperson, oversees the market research function, and develops and oversees various marketing events for the City and its facilities. Program Expenditures through between 2011-12 Objectives  Create marketing campaign to drive citizens and visitors to our new website.  Create an expanded Shop Goodyear campaign and promote businesses using City’s website to promote themselves.  Develop social media sites for City of Goodyear. 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target Personnel Contractual Commodities $$$- $416,355 $111,840 $31,621 $416,355 $115,581 $27,880 $423,225 $106,427 $37,034 Total $- $559,816 $559,816 $566,686 2009-2010 2010-2011 2010-2011 2011-2012 - 4 4 4 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target # of new visitors - 375,000 371,419 375,000 # of pages viewed - 2,250,000 2,104,553 2,250,000 # of stories pitched/news releases - 250 259 300 # of marketing graphic projects - 230 243 250 # of people signed up for e-notify - 2,700 3,523 3,700 Personnel Summary Total Full-Time Program Measures 100 Community Development Department Mission Statement FY11 Accomplishments Through active participation, collaboration, and exemplary customer service, the Community Development Department identifies and implements the community's vision for smart growth and quality development.   The Community Development Department received 100% positive feedback from an annual customer service survey. The Records Analyst received Permit Technician certification. Community Development FY12 Operating Budget $996,382 By Division Administration Planning & Zoning $211,722 $562,456 Development Services Admin. $222,204 101 Community Development Department - Administration Strategic Goal(s) 2011-12 Goals  Provide administrative leadership and ensure that department programs and activities are consistent with the Department's mission.  Growth and Infrastructure  Efficiency  Partnerships 2011-12 Objectives Program Description  Regulary monitor departmental and employee performance on achieving goals and objectives. The Community Development Administration is responsible for the implementation of the General Plan and the administration of City zoning, planning and development policies, coordinates the activities of the divisions within the Department, ensures that activities and programs are consistent with the Department's mission, provides necessary resources and information services support, and provides staff support to the Planning & Zoning Commission, City Council, and Board of Adjustment. Program Expenditures Personnel Contractual Commodities Total Personnel Summary 2009-2010 Actual 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $270,165 $25,289 $8,555 $259,533 $32,589 $10,285 $259,533 $16,325 $5,900 $183,068 $20,769 $7,885 $304,009 $302,407 $281,758 $211,722 2009-2010 2010-2011 2010-2011 2011-2012 2 2 1 1 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target 100% 100% 78% 100% Total Full-Time Program Measures Performance appraisals completed on time 102 Community Development – Planning & Zoning Strategic Goal(s) 2011-12 Goals  Growth & Infrastructure  Efficiency  Partnerships  Provide excellent customer service to development applicants and the community at large by timely and accurate responses to requests for service.  Administer community development and housing services to prevent blight, make public infrastructure improvements and provide services to low and moderate income residents.  Maintain current and accurate demographic and development information for the City and make it easily accessible to the public. Program Description The Planning and Zoning Division is responsible for preparing and implementing various zoning and development-related codes and ordinances, such as the Zoning Ordinance, Subdivision Regulations, Design Guidelines, and General Plan. Specific departmental duties include reviewing and processing General Plan Amendments, rezone applications, variances, subdivision plats, use permits, site plans, and development agreements to ensure compliance with City ordinances. Staff is also responsible for development plan reviews, analyzing population and socioeconomic data, as well as providing support to the Planning & Zoning Commission and Board of Adjustment. Program Expenditures Personnel Contractual Commodities Total Personnel Summary 2011-12 Objectives  Provide timely review of development applications within the published application review cycle times.  Leverage CDBG and HOME grants to fund improvement projects and housing programs.  Prepare and disseminate quarterly population estimates within 15 days of the end of each quarter; disseminate data to interested parties; and post on City's website after City Council approval. 2009-2010 Actual 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $632,532 $17,551 $3,801 $529,342 $20,060 $5,500 $529,342 $15,170 $4,100 $536,896 $20,760 $4,800 $653,884 $554,902 $548,612 $562,456 2009-2010 2010-2011 2010-2011 2011-2012 10 5 5 5 Total Full-Time 103 Community Development – Planning & Zoning 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target 59.5% 90% 80% 85% New construction for residential tract homes approved within 7 days 65% 100% 99% 99% Complete records requests within 48 hours 100% 100% 100% 100% Complete and submit an accurate grant application 100% 100% 100% 100% Population estimates completed each quarter within 15 days 100% 100% 94% 100% Post Annual Report on line within 5 days of Council approval 100% 100% 94% 100% Program Measures Meeting published review cycle times 104 Community Development – Development Services Administration 2011-12 Goals Provide technical information, guidance, and assistance to citizens and developers with professional recommendations on all aspects of land use planning and development in the City. Provide high quality administrative and technical support to the Planning & Zoning Commission, Board of Adjustment, City Council, and other advisory boards. Strategic Goal  Growth & Infrastructure  Efficiency  Partnerships Program Description 2011-12 Objectives The Development Services Division provides technical support, information, and guidance to property owners, developers and other City Departments on planning and zoning related issues. This Division receives and processes all new development applications (i.e., rezones, plats, use permits, special use permits, general plan amendments, site plans, etc.), maintains all planning & zoning records and responds to records requests, prepares monthly reports, manages the City’s Kiosk Signage Program, and serves as the H.T.E. system administrator for development services. Program Expenditures Personnel Contractual Commodities Total Personnel Summary Publish to the website and send email notification of draft documents (amendments to ordinances, new policies, and procedures, etc.) to the development community for their input prior to presenting to the Planning & Zoning Commission and City Council for adoption. Produce draft meeting minutes in a manner perscribed by law; distribute Commission packets by Thursday prior to meetings. 2009-2010 Actual 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $489,465 $2,540 $4,423 $211,129 $5,400 $1,500 $211,129 $5,400 $1,000 $215,304 $5,400 $1,500 $496,428 $218,029 $217,529 $222,204 2009-2010 2010-2011 2010-2011 2011-2012 12 3 3 3 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target 100% 100% 60% 100% 98% 100% 100% 100% Total Full-Time Program Measures Monthly reports submitted by the 15th of each month Agendas and documents posted at least 10 business days prior to Commission/Council consideration 105 Engineering Department Mission Statement FY11 Accomplishments Engineering promotes the health, safety, and welfare of the community by ensuring that existing and future public infrastructure including roadways, transportation systems, water and sewer utility lines, and storm drain facilities are appropriately planned, designed, and constructed. Plan Review and Transportation Staff members designed several CIP projects that would have otherwise been contracted out including; Historic Goodyear Waterline Replacement, Parque de Paz improvements, Palmateer Park Improvements, Union Pacific Railroad Waterline Crossing, Fiber Optic Conduit design work. Engineering Department FY 12 Operating Budget $2,356,224 By Division Transportation Administration $219,553 $1,069,345 Plan Review Engineering Permits $329,765 $65,694 Inspections GIS $490,333 $181,534 106 Engineering - Administration 2011-12 Objectives Strategic Goal(s)  Provide City representation and technical support for MAG and RPTA committee proceedings.  Assure timely and cost effective design and management for City CIP projects.  Process customer requests for real estate transactions and requests for general real estate information efficiently and in a timely manner.  Growth & Infrastructure  Efficiency  Partnerships Program Description Administration coordinates the activities of the divisions within the department, and provides project management, real estate, and special projects services. 2011-12 Goals  Develop and maintain strong intergovernmental working relations with outside agencies.  Provide exceptional project management and engineering design related services for City CIP projects.  Provide high quality real estate services to both internal and external customers. 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $998,935 $943,464 $943,464 $957,645 $33,494 $40,900 $31,618 $72,250 $8,242 $25,100 $19,450 $39,450 Total $1,041,671 $1,009,464 $994,532 $1,069,345 Personnel Summary 2009-2010 2010-2011 2010-2011 2011-2012 11 8 8 8 Program Expenditures Personnel 2009-2010 Actual Contractual Commodities Total Full-Time 107 Engineering - Administration 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target MAG and RPTA committee meetings attended monthly - 10 11 10 Prepare and submit performance appraisals on time - 90% 100% 100% Limit aggregate project change orders to no more than 10% of original contract amount of the following month (% of time) - 85% 100% 90% Complete project design on or prior to scheduled completion date - 85% 100% 90% Process requests for information and minor real estate assignments within 2 business days - 85% 96% 90% For major real estate transaction requests, provide customer a schedule within 2 weeks - 85% 100% 90% Program Measures 108 Engineering – Transportation 2011-12 Goals Strategic Goal(s)  Provide a high level of customer service to Goodyear residents.  Increase operations efficiency of the City's traffic signalized intersections.  Growth and Infrastructure  Efficiency  Partnerships 2011-12 Objectives  Following receipt of a resident service request, visit location of concern, and provide timely feedback to resident.  Connect signalized intersections to the Traffic Management Center utilizing the City’s fiber optic network. Program Description The Transportation Division is responsible for the safety of the traveling public by ensuring that the traffic signals and traffic signing and striping in the City of Goodyear meet current Federal, State, and Local standards. In addition, the Transportation Division is responsible for maintaining the City’s fiber optic network. Program Expenditures 2009-2010 Actual 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget Personnel Contractual Commodities $$2,622 $1,189 $216,471 $$- $216,471 $$- $219,553 $$- Total $3,811 $216,471 $216,471 $219,553 2009-2010 2010-2011 2010-2011 2011-2012 2 2 2 2 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target 85% 85% 100% 90% 3 3 3 4 Personnel Summary Total Full-Time Program Measures % of resident requests evaluated and initial response provided within 3 business days Number of additional traffic signals connected to the City’s fiber optic network 109 Engineering – Plan Review 2011-12 Goals Strategic Goal(s)  Promote public safety and maintainability of the City’s infrastructure and landscaping through the construction plan review process.  Promote sustainable and manageable development through both long term and short range infrastructure planning.  Growth & Infrastructure  Efficiency  Partnerships Program Description The City of Goodyear Engineering Department Plan Review Division is responsible for the review and approval of development and construction plans for improvements in the City right-of-ways and site improvements on private property. Program Expenditures Personnel Contractual Commodities Total Personnel Summary 2011-12 Objectives  Review construction plans for compliance with all applicable City codes and design standards, and other regulatory standards.  Review developer entitlement plans to ensure conformance to current City plans and studies and compliance with all applicable City codes, design standards, and other regulatory standards. 2009-2010 Actual 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $327,277 $1,273 $ 527 $324,105 $1,732 $- $324,105 $1,732 $- $329,765 $$- $339,077 $325,837 $325,837 $329,765 2009-2010 2010-2011 2010-2011 2011-2012 4 4 4 4 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target 85% 85% 91% 86% 85% 98% 90% Total Full-Time Program Measures % of plan reviews completed within the approved review time % of projects for which construction plans are approved in 3 reviews or fewer 85% % plan reviews completed prior to due date 85% 85% 96% 90% % plan reviews approved in 2 reviews or fewer 85% 85% 92% 85% 110 Engineering - Inspections 2011-12 Goals Strategic Goal(s)  Provide a high level of customer service to internal and external customers.  Ensure that infrastructure that will be maintained by the City meets City standards.  Growth & Infrastructure  Efficiency  Partnerships Program Description 2011-12 Objectives The Inspections Division is responsible for inspecting the construction of infrastructure, in the City of Goodyear, to ensure that construction in City right-of-ways and private site improvements meet the requirements of the Engineering Design Standards and Policies Manual and other applicable standards. The Inspections Division also manages warranty repair and maintenance of City owned infrastructure.  Process temporary traffic control plans and internal service requests within allocated time frames.  Provide punch lists to developers in a timely manner prior to the end of the warranty period and require developers to complete the punch list within agreed upon schedule. 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $448,385 $11,067 $9,022 $478,101 $19,960 $15,500 $478,101 $19,960 $- $490,333 $$- $468,474 $ 513,561 $498,061 $490,333 2009-2010 2010-2011 2010-2011 2011-2012 7 6 6 6 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target % of temporary traffic control plans processed in 3 days approved review - 85% 100% 90% % of internal service requests with feedback provided in 3 days - 85% 100% 90% % of warranty punch lists provided to developers 1 month prior to the end of the warranty period - 85% 97% 90% Warranty punch lists completed by contractor within agreed upon schedule - 85% 90% 85% Program Expenditures Personnel Contractual Commodities Total Personnel Summary 2009-2010 Actual Total Full-Time Program Measures 111 Engineering – GIS 2011-12 Goals Strategic Goal(s)  Provide quality customer service for requests for information, maps, and presentation material.  Update water, sewer, effluent, and storm drain layers following the approval of construction plans.  Growth & Infrastructure  Efficiency  Partnerships Program Description The GIS Division is responsible for the promotion, development and coordination of GIS throughout the City. GIS develops and maintains spatial data layers including water, sewer, storm drain, streets, addresses, street names and many others. GIS also creates maps, performs data analysis, and maintains the intranet mapping system. 2011-12 Objectives  Accurately assess the needs of the customer, disseminate information, and create maps within allocated time frames.  Using existing CAD and GIS tools, update layers within approved timeframes. 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $172,099 $13,139 $1,472 $164,948 $28,722 $- $164,948 $26,150 $- $167,784 $13,750 $- $186,710 $193,670 $191,098 $181,534 2009-2010 2010-2011 2010-2011 2011-2012 4 2 2 2 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target % of requests completed on or prior to due date - 85% 89% 86% % of updates completed within 10 business days - 85% 87% 86% Program Expenditures Personnel Contractual Commodities Total Personnel Summary 2009-2010 Actual Total Full-Time Program Measures 112 Engineering – Permit Processing 2011-12 Goals Strategic Goal(s)  Provide a high level of customer service satsifaction at the Development Services front counter.  Growth & Infrastructure  Efficiency  Partnerships Program Description 2011-12 Objectives The Engineering Permit Division works closely with the Community Development and Building Safety Permit Divisions to serve as the one-stop shop for accepting and processing all civil engineering plans and related development submittals for review and approval. The division is also responsible for collecting fees related to development.  Process construction permits and plan submittals for review within allotted time frames. Program Expenditures 2009-2010 Actual 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget Personnel Contractual Commodities $$$- $119,659 $8,800 $1,000 $119,659 $8,800 $- $65,694 $$- Total $- $129,459 $128,459 $65,694 2009-2010 2010-2011 2010-2011 2011-2012 - 2 1 1 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target % of construction permits logged in or out within 1 business day - 85% 100% 90% % of plan reviews logged in or out in less than 1 business day - 85% 100% 90% % of dry utility reviews and traffic control permit reviews logged in or out in less than 1 business day - 85% 100% 90% Personnel Summary Total Full-Time Program Measures 113 Public Works Department Mission Statement FY11 Accomplishments The Public Works Department provides essential environmental and municipal services to protect public health and safety, support the vitality of the community, and protect the environment.    Fleet & Equipment Division awarded the Blue Seal of Excellence from the National Institute for Automotive Service Excellence. Reduced water consumption by 4.5% Negotiated sanitation contract saving the City $178,000. Public Works FY12 Operating Budget $19,099,075 By Activity PW Administration Operations Environmental $619,816 $6,303,579 $12,175,681 114 Public Works FY12 Operating Budget BY DIVISION Public Works Wastewater Water $11,507,148 $3,031,989 $4,559,938 Public Works Admin Administration Administration $619,816 $215,604 $693,505 Facilities Collection Systems Water Distribution $2,774,617 $632,513 $1,010,775 Streets Administration Corgett WWTP Water Production $287,472 $317,856 $2,562,883 Streets & Markings Goodyear WWTP Water Quality $125,550 $1,430,444 $292,775 Streets – Highway Streets Rainbow Valley WRF $1,490,378 $153,519 Streets Sweeper Oper. Environmental Quality $26,400 $282,053 Streets –Traffic Signal $1,599,162 Sanitation $4,583,754 *Fleet $1,675,798 *Internal Service Fund 115 Public Works – Administration Strategic Goal(s)     2011-12 Goals Human Resources Goal Growth & Infrastructure Goal Efficiency Goal Partnerships  Provide timely and effective customer service.  Support and encourage personal and professional development. 2011-12 Objectives Program Description  Provide prompt response to customer The Public Works Administrative Services team is dedicated to maintaining the City's infrastructure, providing customer service to our citizens, and working with multiple agencies and stakeholders to develop cost-effective, innovative processes that aid in the delivery of essential resources and services that enhance the quality of life for Goodyear citizens and visitors. inquires submitted through GOVQA and department email.  Provide relevant and timely performance feedback to employees. 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $394,965 $10,142 $2,593 $567,717 $69,410 $16,000 $567,717 $10,284 $7,946 $581,316 $24,100 $14,400 $407,700 $653,127 $585,947 $619,816 2009-2010 2010-2011 2010-2011 2011-2012 8 7 7 7 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target Customer inquires resolved within 5 days 85% 100% 86% 88% Submit performance appraisals on time 90% 90% 97% 97% Program Expenditures Personnel Contractual Commodities Total Personnel Summary 2009-2010 Actual Total Full-Time Program Measures 116 Public Works – Fleet and Equipment Management Services 2011-12 Goals  Provide timely and effective customer service.  Develop an enhanced awareness of fiscal Strategic Goal(s) expenditures and cost of service.  Efficiency  Partnerships  Effectively communicate as a department. Program Description 2011-12 Objectives The Fleet and Equipment Management Division manages all aspects of maintenance and operations for assigned fleet vehicles and equipment for the City of Goodyear. Provides priority service to Public Safety vehicles (Police and Fire). This includes all regulatory compliance with Fleet operations, fueling, emissions, safety, and maintenance.  Assure vehicle availability.  Maximize time engaged in fleet maintenance activities.  Provide timely reports and billing information. 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $563,048 $463,882 $576,651 $584,562 $86,906 $407,700 $584,563 $486,415 $617,940 $577,725 $472,200 $625,873 Total $1,603,581 $1,079,168 $1,668,918 $1,675,798 Personnel Summary 2009-2010 2010-2011 2010-2011 2011-2012 6 6 6 6 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target Public Safety vehicle availability 92% 90% 93% 91% Non-Public Safety vehicle availability 85% 80% 94% 89% 77% 75% 76% 76% 95% 100% 100% 100% Program Expenditures Personnel Contractual Commodities 2009-2010 Actual Total Full-Time Program Measures Time spent on fleet-maintenance related activities Use reports and billing information completed within 10 days of period closure 117 Public Works – Facilities 2011-12 Goals Strategic Goal(s)  Provide timely and effective customer service.  Identify and formalize our service delivery  Efficiency  Partnerships process. Program Description 2011-12 Objectives The Facilities Services Division administers contract services for building modifications, major mechanical and/or electrical component installations, and general building maintenance, as necessary, to provide excellent service to City staff and citizens. The division also oversees contracted services for custodial maintenance, security systems, and speciality items, such as elevator maintenance. Staff provides routine, preventable, and corrective maintenance for all City facilities, related equipment, and furnishings and sets up meeting rooms and provide support for special events.  Complete and document facilities work orders.  Ensure all building backflow desires and certified annually documentation. maintain program 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $503,586 $2,132,391 $9,911 $464,258 $2,201,279 $3,990 $464,258 $1,833,301 $25,345 $516,528 $2,218,439 $39,650 Total $2,645,888 $2,705,437 $2,322,904 $2,774,617 Personnel Summary 2009-2010 2010-2011 2010-2011 2011-2012 7 9 8 8 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target Work orders submitted through FM1 system. 92% 100% 99.90% 100% Assigned work orders completed within 5 calendar days 85% 86% 96.55% 88% Backflow certification compliance rate 100% 100% 100% 100% Program Expenditures Personnel Contractual Commodities 2009-2010 Actual and Total Full-Time Program Measures 118 Public Works – Streets 2011-12 Goals Strategic Goal(s)  Develop an enhanced awareness of fiscal  Growth & Infrastructure Goal  Partnerships expenditures and cost of service. Program Description 2011-12 Objectives The Streets Division maintains the paved and unpaved roads within the City limits. Street preservation includes various levels of maintenance from crack sealing, fog sealing, and micro sealing to mill and overlay. The division monitors the construction projects performed by contractors for the City. The division also maintains roads by performing street sweeping operations on a three-week rotation.  Inspect and maintain paved and unpaved roads. 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $ 724,053 $1,018,500 $12,100 $763,207 $1,020,450 $18,300 $584,563 $458,467 $625,106 $859,778 $618,500 $12,100 Total $1,291,184 $1,801,957 $1,770,573 $1,490,378 Personnel Summary 2009-2010 2010-2011 2010-2011 2011-2012 10 10 10 10 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target Time spent on asset maintenance - - - 82% Daily O&M cost per lane mile - - - $515.45 Percentage of time and material spent on asset maintenance - - - 100% Streets within 65-75 PCI range - - - 17% Program Expenditures Personnel Contractual Commodities 2009-2010 Actual Total Full-Time Program Measures 119 Public Works – Traffic Signals Strategic Goal(s) 2011-12 Goals  Growth & Infrastructure  Efficiency  Partnerships  Provide timely and effective customer service.  Develop an enhanced awareness of fiscal expenditures and cost of service. Program Description 2011-12 Objectives The Traffic Signals Division provides safe and efficient movement of people and goods; plans and maintains the City's traffic infrastructure, manages sign installation and replacement, maintains pavement markings and coordinates with schools to improve transportation safety. The division sets up and times traffic signals and maintains fiber optic intersection cameras.  Maintain ongoing traffic flow for safe and efficient operation.  Maximize time engaged in signal maintenance management. 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $$1,369,953 $14,998 $$976,830 $20,100 $$1,318,325 $14,152 $273,756 $1,308,556 $16,850 Total $1,384,951 $996,930 $1,332,477 $1,599,162 Personnel Summary 2009-2010 2010-2011 2010-2011 2011-2012 - - 4 4 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target Calls for signal service responded to within 24 hours of notification 100% 100% 100% 100% Activated traffic signal equipment functioning properly 95% 95% 95% 95% Time spent on signal maintenance management 75% 75% 65% 77% Program Expenditures Personnel Contractual Commodities 2009-2010 Actual Total Full-Time Program Measures 120 Public Works – Sweeper Operations Strategic Goal(s) 2011-12 Goals  Provide timely and effective customer service.  Growth & Infrastructure  Efficiency 2011-12 Objectives Program Description  Complete all sweeping routes monthly. The Division maintains roads by performing street sweeping operations on a three-week rotation. 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $$15,730 $862 $$27,500 $4,400 $$19,769 $404 $$ 26,400 $- $16,592 $29,900 $20,173 $26,400 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target Time spent on residential street sweeping - ‐ - 42% Time spent on arterial street sweeping - - - 42% Average miles swept per hour ‐ ‐ - 15% Time spent on emergency responses ‐ ‐ ‐ 4% Program Expenditures 2009-2010 Actual Personnel Contractual Commodities Total Program Measures 121 Public Works – Sanitation Strategic Goal(s)     2011-12 Goals  Provide timely and effective customer service. Human Resources Growth & Infrastructure Efficiency Partnerships 2011-12 Objectives  Timely and convenient disposal of solid waste. Program Description The Sanitation Services Division performs the essential tasks of bulk collections, mandated sanitary inspections, enhanced recycling through public education and oversight of the contracted residential container refuse/recycling collections. The division also oversees the City's graffiti abatement program in conjunction with guidelines set forth by City Council. The division prepares semi-annual reports for Maricopa County on the residential collection permit. The division also coordinates special events such as the annual Household Hazardous Waste collection event. Program Expenditures 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $707,159 $3,822,909 $86,083 $712,371 $3,807,499 $40,350 $712,371 $3,383,024 $46,993 $ 710,905 $3,820,999 $51,850 Total $4,616,151 $4,560,220 $4,142,388 $4,583,754 Personnel Summary 2009-2010 2010-2011 2010-2011 2011-2012 7 3 4 4 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target Average total tons collected per account annually .005 .005 .003 .004 Average tons of recycling collected per account annually .002 .001 .001 .001 24.6% 25% 25% 25% .003 .003 .0026 .003 Personnel Contractual Commodities 2009-2010 Actual Total Full-Time Program Measures Diversion rate Return calls for recycling/bulk/refuse service 122 Public Works – Water Services Strategic Goal(s)     2011-12 Goals Human Resources Goal Growth & Infrastructure Goal Efficiency Goal Partnerships  Effectively manage water and wastewater resources. 2011-12 Objectives Program Description  Reduce consumption by highest single family The Water Services Division is made up of the Production, Distribution, Conservation and Water Resources Management sections. The essential task of the division is to manage resources in order to produce and deliver excellent water to our customers that will protect public health, support the economy, protect life and property from the threat of fire, and contribute to the overall quality of life.  Minimize costs due to incomplete reporting.  Investigate cause and educate. customers. 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $338,025 $111,201 $55,492 $337,274 $388,828 $182,700 $347,392 $250,677 $16,095 $229,630 $409,400 $54,475 $504,718 $908,802 $614,164 $693,505 2009-2010 2010-2011 2010-2011 2011-2012 3 3 3 3 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target Reduction of total annual consumption of top 1% of single family customers - 10% >13% 10% Submit ADWR and CAGRD reports on time with minimal need for revision. - - - 100% on time Educational visits made within two (2) business days of request - 100% 100% 100% Program Expenditures Personnel Contractual Commodities Total Personnel Summary 2009-2010 Actual Total Full-Time Program Measures 123 Public Works – Water Production Strategic Goal(s)     2011-12 Goals  Provide quality water services. Human Resources Goal Growth & Infrastructure Goal Efficiency Goal Partnerships 2011-12 Objectives  Maintain a 20% water production capacity Program Description buffer above the maximum demand to provide service during peak demand and emergency fire flows and provide for growth and economic development  Preserve production system infrastructure. Clean and inspect a portion of total assets annually. The Water Production Division is responsible for operating and maintaining all wells and reservoir storage. The division treats water as needed (reverse osmosis, arsenic) to provide safe drinking water for customers 24 hours a day, 365 days a year. 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $574,380 $1,334,715 $184,922 $550,904 $1,876,500 $- $550,904 $1,181,626 $159,112 $570,800 $1,773,803 $218,280 Total $2,094,017 $2,427,404 $1,891,642 $2,562,883 Personnel Summary 2009-2010 2010-2011 2010-2011 2011-2012 - 9 8 8 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target Water production capacity above maximum demand <15% 20% 30% 20% Storage tanks cleaned and have interior and exterior paint coating conditions inspected 20% 33% 60% 30% Program Expenditures Personnel Contractual Commodities 2009-2010 Actual Total Full-Time Program Measures 124 Public Works – Water Resources – Distribution Strategic Goal(s)     2011-12 Goals Human Resources Goal Growth & Infrastructure Goal Efficiency Goal Partnerships  Provide quality water services.  Develop an enhanced awareness of fiscal expenditures and cost of service. 2011-12 Objectives Program Description  Complete all meter reads weekly per the The Water Distribution Division is responsible for monitoring, maintaining, and repairing the City's water distribution system, to assure efficient delivery of potable water to our customers, and assure adequate pressure and flow for firefighting purposes. The division also reads water meters in support of utility billing operations. appropriate cycle.  Inspect and maintain fire hydrants to provide fire protection services to customers.  Measure water consumption through City water meters and ensure water meters are functioning and recording accurately. 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $668,906 $92,643 $136,340 $618,237 $138,902 $46,098 $618,237 $119,804 $180,474 $695,975 $30,000 $284,800 $897,889 $803,237 $918,515 $1,010,775 2009-2010 2010-2011 2010-2011 2011-2012 12 12 10 10 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target - 99% 99% 99% Fire hydrants out of service at any given time < 1% < 1% 0.01% 0.01% Fire hydrants operated and inspected yearly 180 days 100% 100% 100% - < 20 days <30 days <10 days Program Expenditures Personnel Contractual Commodities Total Personnel Summary 2009-2010 Actual Total Full-Time Program Measures Valid meter reads Number of business days to provide dead meter replacement after verification 125 Public Works – Wastewater Services – Collection Systems Strategic Goal(s)     wastewater that has been cleaned to a level just under drinking quality) can also be used for industrial and turf-related uses. The division maintains sewer lines and pump stations. Human Resources Goal Growth & Infrastructure Goal Efficiency Goal Partnerships 2011 - 12 Goals Program Description  Effectively manage water and wastewater resources. The Wastewater Services Division ensures environmentally sensitive wastewater collection, treatment, and reuse. Wastewater is treated to a level that can be safely recharged (allowed to percolate down into the water table). Cleaned recharged water has the potential to improve the groundwater quality. The treated effluent (reused 2011 - 12 Objectives  Maintain wastewater collection system. 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $302,947 $81,860 $26,468 $320,760 $171,000 $41,000 $320,760 $85,393 $25,680 $436,513 $159,000 $37,000 $411,275 $532,760 $431,833 $632,513 2009-2010 2010-2011 2010-2011 2011-2012 3 4 4 4 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target Sanitary sewer overflows per year 0 0 0 0 Hot spots cleaned quarterly 3 3 8 8 20% 20% 15% 20% 5 5 0 3 Sewer lift stations inspected quarterly 100% 100% 10 10 Pump maintained to reduce additional repair/replacement costs 100% 100% 20 21 Program Expenditures Personnel Contractual Commodities Total Personnel Summary 2009-2010 Actual Total Full-Time Program Measures System miles cleaned annually Sewer miles smoke tested annually 126 Public Works – Wastewater Services – Corgett WRF Strategic Goal(s)     2011-12 Goals Human Resources Goal Growth & Infrastructure Goal Efficiency Goal Partnerships  Effectively manage water and wastewater resources. 2011-12 Objectives  Provide consistent Class B+ effluent that meets Program Description all ADEQ regulatory requirements and reuse quality. Maintain proper process control and effective chlorine residual for total fecal destruction. This section is responsible for treating wastewater for the Corgett Water Reclamation Facility, including maintenance and repair of the City's treatment plant equipment. Program Expenditures Personnel Contractual Commodities Total Personnel Summary 2009-2010 Actual 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $205,170 $113,842 $2,638 $195,715 $161,500 $1,500 $195,714 $106,785 $1,629 $199,856 $116,400 $1,600 $321,650 $358,715 $304,128 $317,856 2009-2010 2010-2011 2010-2011 2011-2012 3 3 3 3 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target 100% 100% 100% 100% Total Full-Time Program Measures Compliance with EPA, ADEQ, Maricopa County, and local standards 127 Public Works – Wastewater Services – Goodyear WRF 2011-12 Goals Strategic Goal(s)      Effectively manage water and wastewater resources. Human Resources Goal Growth & Infrastructure Goal Efficiency Goal Partnerships 2011-12 Objectives  Provide consistent Class A+ effluent that meets all ADEQ regulatory requirements and reuse quality. Maintain proper process control and effective chlorine residual for total fecal destruction.Operate facility's two aerobic digesters/centrifuges efficiently. Maintain and control polymer usage to < 10 pounds per ton.  Produce Class B bio-solids quality and reduce disposal costs. Operate facility's two arsenic digesters/centrifuges efficiently. Program Description This section is responsible for treating wastewater for those in the Goodyear Water Reclamation Facility area (south of Interstate 10, north of the Gila River, east of Perryville Road, and west of Dysart Road). This includes maintenance and repair of the City's treatment plant equipment. 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $565,588 $548,686 $114,036 $577,860 $652,000 $193,500 $577,860 $537,852 $208,071 $539,444 $668,000 $223,000 Total $1,228,310 $1,423,360 $1,323,783 $1,430,444 Personnel Summary 2009-2010 2010-2011 2010-2011 2011-2012 8 7 8 8 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target 100% 100% 100% 100% <10 lbs 9.0 lbs/tons <10 lbs Program Expenditures Personnel Contractual Commodities 2009-2010 Actual Total Full-Time Program Measures Compliance with EPA, ADEQ, Maricopa County and local standards Polymer usage per ton 128 Public Works – Wastewater Services – Rainbow Valley WRF Strategic Goal(s)     2011-12 Goals Human Resources Goal Growth & Infrastructure Goal Efficiency Goal Partnerships  Effectively manage water and wastewater resources. 2011-12 Objectives Program Description  Provide consistent Class A+ effluent that meets all ADEQ regulatory requirements and meets reuse water needs in service areas. Maintain proper process control and effective chlorine residual for total fecal destruction.  Produce Class B bio-solids quality and reduce disposal costs. Operate facility's two arsenic digesters/centrifuges efficiently. This section is responsible for treating wastewater for the Rainbow Valley Reclamation area. This includes maintenance and repair of the City's treatment plant equipment. Program Expenditures 2009-2010 Actual 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $$53,428 $948 $$75,700 $1,000 $119,672 $82,636 $1,581 $61,819 $89,700 $2,000 $54,376 $76,700 $203,889 $153,519 2009-2010 2010-2011 2010-2011 2011-2012 - - 2 1 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target 98% 98% 100% 100% < 10 lbs < 10 lbs 20 lbs/ton <10 lbs/ton Personnel Contractual Commodities Total Personnel Summary Total Full-Time Program Measures Compliance with EPA, ADEQ, Maricopa County, and local standards Polymer usage per ton 129 Public Works – Environmental Quality 2011-12 Goals Strategic Goal(s)       Effectively manage water and wastewater Human Resources Goal Growth & Infrastructure Goal Efficiency Goal Partnerships resources. 2011-12 Objectives  Ensure public health protection through compliance monitoring and reporting requirements.  Ensure all backflow devices are certified annually. Program Description The Water/Environmental Quality Division is responsible for protecting and enhancing the public health and environment by ensuring safe drinking water and reducing the impact of pollutants discharged to surface and groundwater. The division is responsible for ensuring the drinking water is of the highest quality and meets EPA and governmental standards. The division facilitates the City's industrial pretreatment program, fat/oil/grease (FOG) program, and backflow program. 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $132,652 $119,481 $13,016 $119,672 $123,350 $46,000 $98,348 $117,247 $18,336 $98,348 $142,505 $41,200 $265,149 $289,022 $233,931 $282,053 2009-2010 2010-2011 2010-2011 2011-2012 - 1 1 1 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target Adherence to EPA and governmental standards 100% 100% 100% 100% Backflow annual certification compliance rate 100% 90% 90% 90% Program Expenditures Personnel Contractual Commodities Total Personnel Summary 2009-2010 Actual Total Full-Time Program Measures 130 Parks Department Mission Statement FY11 Accomplishments To enhance the quality of life for all through the stewardship of public land by sustaining exceptional park facilities and quality recreational programs and services.    New Times readers voted the Goodyear Skate Park the BEST Skate Park in the Valley. Initiated a green waste program with Hickman’s Farm ($8,000 annual savings). Program participation increased 7% while expenses remained flat. Parks Department FY12 Operating Budget $7,602,646 By Division Parks Stadium $2,706,374 $3,490,713 Recreation & Aquatics $1,405,558 131 Parks & Recreation Administration  Establish a high level of quality through the implementation of consistent standards for development, design and maintenance of park and recreation facilities that provides equity, safety and cleanliness.  Upgrade, enhance and develop park facilities that support unique neighborhood identities with strong connectivity to promote community interaction, healthy lifestyles, and enjoyment. Strategic Goal(s)     Human Resources Goal Growth & Infrastructure Goal Efficiency Goal Partnerships Program Description Parks Administration is responsible for parkland acquisition, park planning/design/development and the management and maintenance of all public lands including parks, right of ways, facility grounds and trees. 2011-12 Objectives  Manage and maintain public lands efficiently and effectively.  Implement "green" maintenance methods for parks system to preserve natural resources and reduce costs.  Identify and implement alternative resources for management and maintenance of parks system. 2011-12 Goals  Upgrade, enhance and develop park facilities that support unique neighborhood identities with strong connectivity to promote community interaction, healthy lifestyles, and enjoyment. 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $1,238,923 $1,378,857 $88,541 $1,203,348 1,329,521 $109,550 $1,199,348 $1,314,649 $128,422 $1,267,303 $1,328,421 $110,650 Total $2,706,321 $2,642,419 $2,642,419 $2,706,374 Personnel Summary 2009-2010 2010-2011 2010-2011 2011-2012 22 18 18 18 Program Expenditures Personnel Contractual Commodities 2009-2010 Actual Total Full-Time 132 Parks & Recreation Administration 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target Maintain cost per acre maintenance standard for existing parks NA $10,000 $8,288 $9,000 Maintain cost per sq foot maintenance standard for existing ROWs NA $.09 $.07 $.07 Reduce Refuse expenses through establishment of Green Waste NA $8,000 $8,413 Implement “Smart Use Water Study” recommendations to reduce irrigation water consumption 5% 5% Work with Human Resources to increase volunteer man hours for maintenance of parks system 500 700 Program Measures 133 5% 366 $8,000 5% 550 Parks – Ballpark Maintenance four (4) pitching galleries, four (4) batting tunnels, two (2) 43,000 sq. ft. club houses, three (3) multipurpose fields, three (3) paved parking lots and surrounding right of ways and common areas. Strategic Goal(s)  Human Resources Goal  Partnerships Program Description 2011-12 Goals The Ballpark Maintenance Division is responsible for the maintenance of the Goodyear Ballpark and Recreational Complex. The 108 acre site is the Year Round Player Development Home of the Cincinnati Reds and Cleveland Indians and is comprised of a 10,311 seat stadium and related facilities, twelve (12) full-sized baseball fields, four (4) ½ sized baseball fields, two (2) agility fields,  Operate and maintain facility according to Major League Baseball standards. Program Expenditures 2011-12 Objectives  Manage and operate efficiently and effectively, while delivering the highest quality services. 2009-2010 Actual 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget Personnel Contractual Commodities $$$- $1,212,454 $876,060 $252,373 $1,212,454 $873,060 $252,200 $1,200,823 $892,060 $252,373 Total $- $2,340,887 $2,337,514 $2,345,256 2009-2010 2010-2011 2010-2011 2011-2012 22 18 18 18 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target NA $10,000 $8,288 $9,000 10,000 10,000 6,500 6,500 Utilize reclaimed water sources to reduce costs 50% 60% 60% 60% Overall fan experience ratings (on a scale of 15 with 5 being the best possible rating) NA 4.5 4.74 4.74 Personnel Summary Total Full-Time Program Measures Maintain cost per acre maintenance standard for existing parks Utilize volunteer hours to reduce costs 134 Parks – Ballpark Operations 2011-12 Goals Strategic Goal(s)  Increase Spring Training attendance.  Maximize Spring Training / Non-Spring revenue opportunities.  Partnerships Program Description 2011-12 Objectives The Ballpark Operations Division is responsible for the business operations of the Goodyear Ballpark and Recreational Complex. The 108 acre site is the Year Round Player Development Home of the Cincinnati Reds and Cleveland Indians and is comprised of a 10,311 seat stadium and related facilities, twelve (12) full-sized baseball fields, four (4) ½ sized baseball fields, two (2) agility fields, four (4) pitching galleries, four (4) batting tunnels, two (2) 43,000 sq. ft. club houses, three (3) multipurpose fields, three (3) paved parking lots as well as surrounding right of ways and common areas. Program Expenditures  Implement a competitive marketing and promotional campaign focused on capturing both local and out of area attendees.  Achieve budgeted revenue goals. 2009-2010 Actual 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget Personnel $1,946,014 $1,878,970 $666,516 $758,017 Contractual $1,244,603 $1,207,040 $322,300 $320,980 $610,656 $324,833 $62,460 $66,460 Total $3,801,273 $3,410,843 $1,051,276 $1,145,457 Personnel Summary 2009-2010 2010-2011 2010-2011 2011-2012 25 7 7 6 Commodities Total Full-Time 135 Parks – Ballpark Operations 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target 127,000 150,000 112,794 150,000 Increase attendance of people who reside outside of Maricopa County to achieve 75,000 n/a 75,000 69,932 75,000 Number of tickets sold through promotions n/a 10,000 16,883 16,883 Increase Spring Training Revenue to achieve a target of $1.1M $1,400,000 $1,100,000 $932,889 $1,100,000 Increase Non-Spring Training Revenue to achieve a target of $250,000 $170,000 $250,000 $250,000 $250,000 Increase sponsorship revenue to achieve a target of $400,000 $325,000 $400,000 $400,000 $400,000 Program Measures Increase total attendance at Spring Training games to achieve 150,000 136 Recreation Administration  Increase the number of youth partcipants in CURRENT Parks and Recreation programs, thereby enhancing the opportunities for physical activity levels and life skill development.  Maximize resources through equitable partnerships to leverage facilities and open development opportunities and achieve efficient and effective operations. Strategic Goal(s)  Human Resources  Efficiency  Partnerships Program Description The Recreation Division enhances the quality of life of Goodyear residents by providing numerous programs and services including but not limited to youth, adult and senior sports programs, enrichment programs, facility rentals, and special events. 2011-12 Objectives  To increase user fee revenue generated by the Recreation Division.  Participation in programs.  Increase out of school programs in partnership with schools. 2011-12 Goals  To develop user fees in association with Department Cost Recovery Policy. Program Expenditures Personnel Contractual Commodities Total Personnel Summary 2009-2010 Actual 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $564,129 $107,873 $120,052 $598,922 $243,968 $93,060 $593,147 $217,318 $105,802 $627,571 $217,818 $101,662 $792,054 $935,950 $916,267 $947,051 2009-2010 2010-2011 2010-2011 2011-2012 7 5 5 5 Total Full-Time 137 Recreation Administration 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target Recover a percentage of expenses through user fees for programs and services n/a 30% 30% 33% Generate alternative Sources of Revenue (sponsorships) to aid in meeting cost recovery percentage n/a $15,000 $10,500 $15,000 Increase participation in youth programs 5% 5% 16% 5% Overall customer experience ratings (on a scale from 1-5 with 5 being the best possible rating) 4.0 4.0 4.0 4.0 Increase participation in adult art programs n/a 5% 19% 5% Increase enrollment – participation numbers 25% 5% 13% 5% Program Measures 138 Parks & Recreation – Aquatics  Provide citizens with clean and safe aquatic facilities.  To develop user fees in association with Department Cost Recovery Policy. Strategic Goal(s)  Human Resources Goal  Efficiency Goal  Partnerships 2011-12 Objectives  To teach water safety education through swim lessons, swim teams, dive teams and certification and training programs to all age groups with primary focus on children.  Reduce number of lifeguard rescues through proper "preventative" lifeguarding policy and procedures.  To increase user fee revenue generated by the Aquatics Division. Program Description The Aquatics Division teaches critical life skills through Learn to Swim programs as well as competitive swimming programs. Additionally, the division provides open swim, group outing and private rental opportunities to the community while operating and maintaining a clean, safe swimming environment. 2011-12 Goals  To provide citizens with a diverse and comprehensive learn to swim program. 2010-2011 Budget 2010-2011 Estimate 2011-2012 Budget $175,751 $14,765 $28,158 $165,909 $223,620 $41,307 $167,909 $246,455 $38,731 $173,456 $245,320 $39,731 $218,674 $430,836 $453,095 $458,507 2009-2010 2010-2011 2010-2011 2011-2012 1 1 1 1 2009-2010 Actual 2010-2011 Target 2010-2011 Estimate 2011-2012 Target Overall enrollment success rate on swimming classes 90% 90% 90% 90% Annual swimming lesson attendance 90% 90% 90% 90% Overall customer experience ratings (on a scale of 1-5 with 5 being the best possible rating) n/a 4 4 4 Reduce number of life guard rescues n/a 12 5 7 Recover a percentage of expenses through user fees n/a 30% 30% 33% Program Expenditures Personnel Contractual Commodities Total Personnel Summary 2009-2010 Actual Total Full-Time Program Measures 139 This page intentionally left blank. 140 WHAT IS A CAPITAL IMPROVEMENT PROGRAM? The Capital Improvement Program (CIP) is a five year financial plan designed to create, support, maintain and finance Goodyear’s present and future infrastructure needs. The CIP outlines project costs, funding sources and estimated future operating costs associated with each project. The plan is designed to ensure that improvements will be made when and where they are needed and that the City will have the funds to pay for and maintain them. Capital Projects are defined as: (1) one-time projects; (2) not maintenance related; (3) having assets of significant value; (4) generally over $50,000; (5) with an expected useful life of at least five years. The CIP is updated annually to ensure that it addresses new and changing priorities within the City. The CIP is a plan. As such, projects are subject to change based on new or shifting service needs, special financing opportunities, emergency needs, or other directives established by the Mayor and Council. Because priorities can change, projects included in outward planning years are reviewed and updated Fund # during each annual planning process. Capital improvement projects may consist of street projects, fire and police facilities, water and wastewater infrastructure and treatment plants, parks and recreation facilities, land beautification projects and major system enhancements. The City expends a great deal of effort reviewing and updating this plan to ensure not only that critical needs are being met, but also that the cost, scope and timing of projects are coordinated. The effective use of the CIP process provides for project identification, planning, evaluation, scope definition, design, public discussion, cost estimating, and financial planning. CIP projects are designed to prevent the deterioration of the City’s existing infrastructure and respond to and anticipate the future growth. For Fiscal Year 2012 budgeted capital projects total $11,791,664. The program takes into consideration all known capital improvement needs, while utilizing available revenue sources to those needs. Fund Type FY11-12 001 General Fund $2,163,160 123 Public Works Impact Fees $1,250,000 126 Transportation Impact fees $ 508,839 151 CDBG Grant $ 200,000 313 MAG Grant $ 906,000 417 Water Resources Impact Fees $ 220,000 416 Water Impact Fees $ 601,657 427 Reclaimed Water Impact Fees $ 212,008 445 Stadium Infrastructure $5,700,000 199 Other Contributions $ TOTAL - All Revenues 141 30,000 $11,791,664 FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM (CIP) Total CIP by project type FY12 ‐ FY16 $12,000,000 $10,000,000 Parks Wastewater Reclaimed Water Technology Streets Facilities Art $8,000,000 $6,000,000 $4,000,000 $2,000,000 $‐ FY12 FY13 FY14 In order to meet the future needs of the community, it is necessary to plan for capital improvements far in advance. The City of Goodyear accomplishes this by preparing a five-year plan. The plan is dynamic and updated from year to year as we strive to meet the future needs of the City. FY15 FY16 In preparing the 2012-2016 CIP, projects in the five-year plan have been prioritized based on an analysis of our existing infrastructure inventory, forecast for future service demand and availability of funding. Revenues for the CIP are generated from voter-authorized bonds, development impact fees, grants or user fees from municipal utilities. Summaries of projected CIP revenue sources and expenditures by type are provided below. CIP FIVE YEAR PLAN REVENUE SOURCES Fund Type FY11-12 General Fund $ General Government Impact Fees $ Public Works Impact Fees $ 2,163,160 1,250,000 FY12-13 FY13-14 FY14-15 FY15-16 $ 2,400,000 $ 2,600,000 $ 2,866,000 $ $ 13,049,260 $ $ $ - $ - $ 919,650 $ - $ - $ 1,250,000 $ 2,784,749 $ 200,000 $ 5,043,000 $ 5,700,000 811,000 $ Transportation Impact fees $ 508,839 $ CDBG Grant $ 200,000 $ 140,635 - $ $ $ 108,650 814,787 - $ $ MAG Grant $ 906,000 $ - $ 1,400,000 $ Stadium Infrastructure $ 5,700,000 $ - $ $ - 565,719 700,000 - $ $ $ $ 3,020,100 754,769 2,037,000 - Water Resources Impact Fees $ 220,000 $ 250,000 $ 300,000 $ 300,000 $ Water Impact Fees $ 601,657 $ 488,988 $ 664,234 $ 1,357,820 $ 2,316,319 Sewer Impact Fees $ Reclaimed Water Impact Fees $ 212,008 $ Other Contributions $ 30,000 $ TOTAL - $ 11,791,664 TOTAL $ 231,550 - $ 4,322,173 142 - $ 1,070,000 $ 5,429,018 $ 724,412 $ 1,519,243 $ 2,600,656 $ 4,844,311 $ 277,149 $ $ 562,113 $ 1,679,564 $ 30,000 $ - $ 6,889,232 $ 396,744 - $ 7,705,526 $ - $ 11,290,957 $ 41,999,552 FINANCING THE CAPITAL IMPROVEMENT PROGRAM FY12 CIP REVENUE SOURCES Projects included in the CIP will form the basis for appropriations in the FY12 budget. The first year of the plan is the only year appropriated by City Council, it is called the Capital Budget. The remaining four years serve as a guide for planning purposes and are subject to review on an annual basis. Funding is not guaranteed to occur in the year planned. The final decision to fund a project is made by the Council. The City’s capital improvement program has a direct effect on the operating budget. All newly completed projects must be maintained and if bonds were sold to finance the construction, annual debt service payments are required. In addition to operation, maintenance, and debt service, the capital improvement program includes pay-as-you-go projects and grant matches that come directly from the operating budget. Transportation Impact Fees, $508,839 Water Resources Impact Fees, $220,000 General Fund, $2,163,160 Public Works Impact Fees, $1,250,000 Reclaimed Water Impact Fees, $212,008 Other Contribution, $30,000 MAG Grant, $906,000 CDBG Grant, $200,000 Water Impact Fees, $601,657 Stadium Infrastructure, $5,700,000 SOURCES OF FUNDING FOR CIP Operating Fund Revenues – Most revenues not earmarked for specific uses are collected in the City’s General Fund. This fund is used to support vital government operations. Each year, the City identifies any one-time, non-recurring revenues from this fund that may be used to support capital needs. General Obligations Bonds – General Obligation (GO) Bonds require voter approval and finance a variety of public capital projects. These bonds are a common method used to raise revenues for large-scale city projects. Revenue Bonds – Revenue bonds can be issued for utility and street operations to support major capital improvements. These bonds are not secured by general taxing authority. Backing comes from specific revenues earmarked for their operations. Bond proceeds to support large water and wastewater utility projects are repaid from utility rate revenue. The City can also use Highway User Revenue Fund (HURF) and the gas tax revenue allocation to pay debt service on street revenue bonds. Grants – Grant funding is a contribution from one government unit or funding source to another. The contribution is usually made to support a specified program, but may be for more general purposes. 143 Development Impact Fees – Development Impact Fees were adopted by the City Council beginning in 1986, which required new development to pay its proportionate share of the costs associated with providing the necessary public infrastructure. These fees provide capital revenues that are needed to meet the necessary service demands placed on the City by new development. Recent changes to State Legislation may have an effect on the current methodology of calculating and also the proposed use of impact fees. For FY12 the CIP is not affected by these changes, as the current moratorium of fees remains in effect until December 31, 2011. With the signing of Senate Bill 1525, notable future changes will include:  Development of land use assumptions that include projections for changes in uses, densities, intensities and population for a specific service area over a period of at least 10 years and pursuant to the City General Plan.  A more robust infrastructure improvement plan including several new requirements such as a reserve capacity for new development, description of existing infrastructure, analysis of total capacity, equivalency or conversion table and forecast of non-development fee revenues from new development.  A new definition of “necessary public services” that limits the categories of infrastructure for which development fees can be assessed. The prohibited and limited fees include general government facilities, support vehicles and equipment, libraries over 10,000 square feet, and certain parks and recreation facilities. This bill does allow for the continued collection of fees for debt service on existing bonds for projects already under way and previously included in the Infrastructure Improvement Plan (IIP) as of June 1, 2011. (1) Reclaimed Water Wastewater Water $4,000,000 Water Resources $3,000,000 Public Works $1,000,000 General Gov't Developer Contributions – Developers may provide the City with cash or certain assets or services as part of obtaining a right to develop land. Contributions are collected to ensure that infrastructure and community facilities support the needs of our growing community. $0 2012 2013 2014 2015  Reclaimed Water – Components for reclaimed water development projects and the development fee study.  Water Resources – Components for water resource projects and the development fee study. Transportation $2,000,000  Libraries – Components for library facilities and the development fee study.  Water Development – Components for water development projects, support facilities, support vehicles and equipment, and the development fee study. $7,000,000 $5,000,000  Parks and Recreation – Components for community parks, recreation facilities, support vehicles and equipment, and the development fee study.  Wastewater – Components for treatment projects, collection projects, support vehicle and equipment, and the development fee study. Development Impact Fee Projects by Type $6,000,000  Fire – Components for the administration facility, fire stations, training facility, apparatus and equipment, and the development fee study. 2016 The City currently has twelve fee categories. Fee categories include:  General Government – Components for the City Center project, Justice Center, General Government vehicles, Municipal Court vehicles, Information Technology projects, and the development fee study.  Public Works – Components for the Public Works corporate yard, vehicles and equipment, and the development fee study.  Arterial Streets – Components for the arterial street improvements, traffic signals, support vehicles and equipment, and the development fee study.  Regional Transportation – Components for the Cotton Lane Bridge project over the Gila River.  Police – Components for the administration facility, police stations, training facility, vehicles, communications equipment, and the development fee study. 144 Improvement District Funds – Improvement Districts are formed by a group of property owners to share in the cost of infrastructure improvements to their property. Bonds are issued to finance these improvements, which are repaid by assessments on affected properties. Improvement District debt is paid for by a special assessment made against affected properties to defray all or part of the cost of a specific capital improvement or service deemed to benefit primarily those properties. Community Facilities Districts – (CFDs) provide a funding mechanism to finance construction, operation, and maintenance of public infrastructure within the boundaries of the community facilities district, and to better enable the City to provide municipal services within the boundaries of the district. The Council has established policy guidelines and application procedures on establishment of CFDs. The City currently has ten CFDs. (1)TishlerBise-May 2011 DEBT SERVICE Bond financing is primarily used to finance long term capital projects. The City’s debt plan analysis and bonding limits are determined by State statutes, available revenues, ability to pay, and existing outstanding debt. When deciding which debt financing alternative is best when planning future bond sales and identifying available revenues for servicing principal and interest payments, there are several types of bonds. In the Capital Improvement Plan over the next five years, there are no new bond sales planned. General Obligation Bonds (GO) All projects funded with General Obligation bonds require voter approval through a city-wide election. GO Bonds are backed by the taxing authority of the City. State law states the total value of General Obligation bonds issued for capital improvement projects for water, wastewater, artificial light, open spaces, parks, playgrounds, and recreational facilities, public safety, law enforcement, fire and emergency services facilities, and streets and transportation facilities cannot exceed 20% of the assessed valuation. The total value of General Obligation bonds issued for all other purposes other than those listed above cannot exceed 6% of the assessed valuation. The City has its general obligation credit reviewed by 2 national bond rating agencies. In May 2010, the Cities GO bond ratings were upgraded by Standard & Poor and Moody’s. These increases in ratings will generate significant savings for the City of Goodyear in favorable interest rates. GENERAL OBLIGATION BOND RATING (GO) Moody’s Standards Aa2 AA- Revenue Bonds Revenue bonds are used to finance projects that have an identifiable revenue source. Most are used to fund utility projects, backed by user fees of the utility. Revenue bonds also require voter approval, and are limited only by the ability of the revenue source to support the debt service. Like GO bonds, the interest rate is determined by the bond rating. In March 2011, Goodyear’s rating was raised by both rating agencies. REVENUE BOND RATING Moody’s Standards A2 A+ 145 FY12 Debt Service by Type Improvement District, 14% PIC Bonds, 34% Revenue Bonds, 10% WIFA Loan, 4% GO Bonds, 38% FY 12 Total Debt Service $23,157,434 Public Improvement Corporation (PIC) Bond Public Improvement Corporation (PIC) is a non-profit corporation created by the City as a financing mechanism for the purpose of financing the construction or acquisition of City capital improvement projects. PIC bonds are secured by excise tax or other undesignated general fund revenues. These bonds can be issued without a vote of the citizens and without limitation as to interest rate or amount. PUBLIC IMPROVEMENT CORPORATION (PIC) BOND Moody’s Standards Aa3 AA- Improvement District Bonds Improvement District bonds are used to finance infrastructure projects for multiple property owners that have created an Improvement District. The creation of the district requires a majority of the owners within the proposed district to agree on the formation of the district. The debt service is paid by the collection of property assessments levied on the property within the district. IMPROVEMENT DISTRICT BOND RATING Moody’s Standards Aa3 AA Water Infrastructure Finance Authority (WIFA) WIFA is a low interest loan provided by the Arizona Clean Water State Revolving Fund. These funds are eligible to fund: water and energy efficiency projects, green infrastructure, construction of wastewater treatment plants, wastewater facilities expansions, water reclamation facilities expansions and construction of district sewer collection systems. DEBT MANAGEMENT BEST PRACTICES  Debt will only be used to finance long term capital improvement projects and will not be used to finance reoccurring operating expenses.  Debt term should match useful life of the project.  All projects funded with GO bonds can only be undertaken after voter authorization through a citywide election.  State law states, the total value of GO bonds issued for capital improvement projects for water, wastewater , artificial light, open spaces, parks, playgrounds, and recreational facilities, public safety, law enforcement, fire and emergency services facilities, and streets and transportation facilities cannot exceed 20% of the assessed valuation. The total value of GO bonds issued for all other purposes other than those listed above cannot exceed 6% of the assessed valuation. CIP REVIEW The CIP Review Committee meets regularly as part of an annual process for developing and implementing a capital improvement plan. This Committee consists of the CIP Administrator, Deputy City Manager, Budget Manager, Public Works Director, Engineering Director, and IT Manager. The committee is responsible for reviewing and prioritizing capital project requests and creating the draft capital budget and five-year capital improvement plan. The five-year capital improvement plan is presented to the Mayor and Council annually for adoption. The capital planning process not only provides an orderly and routine method for planning and financing of capital improvements, but the process also makes capital expenditures more responsive to community needs by informing and involving the public. By prioritizing projects according to criteria that are grounded in the City’s mission and plans, the CIP process also creates a more understandable and defensible investment in the decision making process, improves linkages between capital investments, and the City’s long-term vision and goals, and builds citizen confidence by making more efficient use of City resources. Existing projects are reviewed annually to monitor their progress. Determining how and when to schedule projects is a complicated process. It must take into account all of the variables that affect the City’s ability to generate the funds to pay for these projects without jeopardizing its ability to provide routine, ongoing services and one-time or emergency services when needed. ANNUAL CIP 5 YEAR PLAN REVIEW PROCESS 146 Schedule 9 - FY11-12 CIP Projects Facility Projects FA1201 123-3430-500-7230 Street Projects Public Works, Wash Rack Fuel Site & Storage Facility Public Works impact Fees ST1201 151-3430-500-7340 Storm Drain, La Jolla to Litchfeild Rd. CDBG Grant ST0603 001-3430-500-7125 $200,000 SR303 ROW General Fund ST0508 $1,250,000 $2,000,000 Traffic Signals 2 per year 126-3430-500-7345 Arterial Streets Development Impact Fees 001-3430-500-7345 General Fund $159,750 $48,585 Trafic Signal System Fiber ST1202 313-3430-500-7345 Pebblecreek, Van Buren to Indian School MAG ST1203 $700,000 Bullard, I-10 to Estrella Pkwy. 126-3430-500-7345 Arterial Streets Development Impact Fees $100,000 313-3430-500-7345 MAG $206,000 ST1204 Traffic Control System Conduit I-10 303 Interchange 126-3430-500-7345 Arterial Streets Development Impact Fees 001-3430-500-7345 Stadium Infrastructure General Fund 445-3430-500-7330 Parks Projects SD1201 Stadium Infrastructure PK1201 Loma Linda Park Design $249,089 $25,365 $5,700,000 001-3430-500-2115 General Fund $89,210 199-3430-500-2115 Water Projects Outside Contribution $30,000 WA0510 CAP M-1 Chargers (10,742 AC/FT) 417-5110-500-7540 Water Resources Impact Fees $220,000 WA0508 Water Collection Lines 416-3430-500-7540 Reclaimed water Projects Water Development Fees $601,657 WR1201 I-10/303 Landscape Sleeves, Reclaim Water 427-3430-500-7332 Reclaim Water Development Fees $145,701 WR1202 Reclaim System Expansion 427-3430-500-7340 Reclaim Water Development Fees TOTAL CIP PROJECTS $66,307 $11,791,664 147 The CIP brings together projects and needs identified through several capital planning processes. Master plans, citizen’s requests, safety needs, planned rehabilitation cycles and repair and maintenance schedules are projects that are proposed for funding.    The City of Goodyear has implemented several different types of plans to meet the needs of the Community at large. These plans are a vital part in planning for future generations. The following are plans that the City has incorporated to meet those needs.    Goodyear General Plan The Goodyear General Plan is mandated by Arizona Revised Statues to be updated at least every ten years. However, continued growth and development pressures may cause the City to revisit the plan more frequently to re-examine policies and implementation procedures. In the interim, major and minor general plan amendments are permitted to maintain viability of the General Plan document as the City’s long-range planning tool. Phoenix-Goodyear Airport Master Plan The Phoenix-Goodyear Airport Master Plan was undertaken to evaluate the airport’s capabilities and role, to forecast future aviation demand, and to plan for the timely development of new expanded facilities that may be required to meet that demand. The ultimate goal of the plan is to provide systematic guidelines for the airport’s overall maintenance, development, and operation that will satisfy aviation demands and be wholly compatible with the environment. Parks, Trails and Open Spaces Master Plan The purpose of the City’s Parks, Trails, and Open Spaces Master Plan is to guide the development and preservation of all the parks, trails, and open spaces through the community. The Plan provides the framework within each new development, rather than merely considering them as afterthoughts of the development process. The citizens of Goodyear and surrounding communities will benefit through the use of the athletic facilities, open spaces, and recreational opportunities that have been envisioned and incorporated into the elements of this type of plan. Employment Corridor Development Plan The Employment Corridor Development Plan will provide a community benefit to Goodyear by: 148 Creating a collaborative vision for the City’s primary employment center. Spurring industrial and commercial interest for continued growth. Long-term compatible uses around the PhoenixGoodyear Airport. An integrated, self-supporting, mixed-use employment center. Establishing partnerships between public and private sector. Placing the airport at the center of the development and working outward with the development will ensure that noise, air space protection, safety zones, zoning, land use decisions, and other issues impacting the area are properly addressed. Even though the City has several employment-designated areas within the City limits, importance is placed on landuse compatibility and desired success. The focus of the employment corridor is within the land area of approximately 4,000 acres. Facilities Master Plan Study The public will benefit from the systematic planning of public buildings in order to ensure that service providers have adequate facilities in which to operate, as well as to provide for the cultural and recreational needs of the residents. The goal of the facilities plan is to ensure that the short-term and long-term needs of the City are met through responsible planning and prioritization of facility projects. The City has several facilities in the master plan, design, or construction phases of project development. The projects that have been identified in the Capital Improvement Plan (CIP) include: Police/Fire Training Facility, Police/Fire Administration Facility, Public Works Corporate Yard; City Center and Justice Center. Other projects have been discussed including a library and a performing arts center. Intelligent Transportation Systems Strategic Plan The study and strategic plan will provide a framework for future ITS projects and will provide a plan for integrating current and future traffic signals into the planned computerized traffic management system. The system, as developed through the plan, will facilitate real-time monitoring and adjustment to traffic signal timing, as well as for monitoring of traffic during special events and other unusual traffic conditions. This ability will benefit the community through the mitigation of traffic congestion, through shorter delays, and through faster response times to collisions and other negative traffic events. Reuse/Recharge Master Plan Planning for the longevity of the community has included ensuring that the environment is preserved and resources are maintained. This is evident by the past wastewater planning for both sewer collection and treatment. Further planning has included ensuring that water resources will be available for the future. The Reuse/Recharge Master Plan for the City attempts to complete the water resource cycle by providing a plan to renew wastewater resources in a manner that augments water resources. The focus of the plan is to plan and identify beneficial uses of treated effluent supply that will assist in augmenting and conserving the water supply. The results of this plan will identify the general direction and associated infrastructure that may be required as the community develops to its potential. It serves as a guidance document to ensure that the gradual growth of the community does not restrict the potential of the future to the extent that it can be foreseen today. Integrated Water Master Plan The City of Goodyear has recently embarked upon completion of a comprehensive Integrated Water Master Plan (IWMP) that aligns with the City’s planned development. The plan integrates water, wastewater, and reclaimed infrastructure into a comprehensive plan that will serve as a blueprint for future development. During the development of this updated master plan several developments and other city projects have required additional studies for evaluation and incorporation into the final documents. A comprehensive IWMP will allow ongoing and upcoming projects to be implemented throughout the City in a consistent and efficient manner. The plan and tools associated with the work product allows both planning staff and operations staff to adequately plan for the expansion of the infrastructure necessary to support the growth of Goodyear. The purpose of this plan is to develop comprehensive water, wastewater, and reuse master plans with a coordinated recommendation for the infrastructure improvements necessary to support current and projected growth within the City of Goodyear. The project work addresses a full range of water utility planning issues, including growth, resources, demands, hydraulic modeling and infrastructure and will provide a detailed year by year CIP for water, wastewater and reclaimed infrastructure accommodating existing developer plans, and regulatory requirements over the next five years. Current water use patterns and unit rates were developed using records and dates provided by the City. Future water demands, wastewater flow rates and reclaimed water demands were developed based on build out land uses. The plan will build and calibrate water, wastewater, and reclaimed water system hydraulic models to provide the analytical tools for the systems analysis and infrastructure sizing. It will develop a detailed, phased CIP that will guide the City through the required infrastructure improvements. Brine Management Study - Deep Well Injection The City of Goodyear has requested a feasibility study for the siting and installation of a pilot/test well to assess the viability of deep well injection for disposal of 500 gallons per minute (gpm) of brine from the Bullard Water Campus Reverse Osmosis (RO) Facility. The City is looking to define the permitting requirements for implementation of the full-scale program, should the test well prove that deep injection of brine is environmentally, financially, and technically feasible. The purpose of this study is to provide the City of Goodyear with a schedule of activities, estimate of costs, and a schedule to complete the brine injection feasibility study. OPERATING BUDGET IMPACTS OF THE CIP Although the Capital Improvement Program is prepared separate from the operating budget, the two have a direct relationship. Budget appropriations lapse at the end of the fiscal year, however, capital appropriations are re-budgeted (carryover funding) until the project is 149 finished and capitalized. As capital improvements are completed, operating cost considerations for all new CIP projects must be absorbed in the operating budget, to provide on-going services to citizens. Most new capital improvement projects have ongoing expenses for routine maintenance and operation of facilities and equipment including utilities, staffing, repair and maintenance and fuel for heavy equipment. The costs of future operations and maintenance for new CIP projects are estimated based on past expenditures and anticipated increase in materials, labor and other related costs. Operating costs associated with capital projects would include one-time items such as operating equipment and others that are on-going such as: new positions, contract services, utility costs, custodial or landscaping maintenance, office or chemical supplies. There are a number of projects in the CIP that will require substantial operating funds. The following CIP projects could have a significant impact on the operating budget.     New well installations Expansion of a wastewater treatment plant Street/Sanitation Equipment New facilities – police, fire, city buildings          Staffing – the estimated salary and benefits Supplies/Contracts – professional services; supplies and postage Utilities – based on facility size, hours of operation and types of systems used, number of staff and customers frequenting the facility Building Maintenance – personnel and equipment costs including electrical, plumbing, carpentry, painting, service vehicles, supplies and custodial services Equipment Maintenance – specialized equipment, maintenance and repairs Insurance: Fire and Liability – personnel and property Electrical – maintain security and electronic systems Information Technology – cost of new or replacement equipment Vehicles – purchase cost, annual replacement, repairs and maintenance, and fuel Landscape – maintenance, water rate, right-ofway costs 150 Water – water usage based on prior size and costs Refuse – costs to provide trash services based on use When CIP projects are being considered for approval, a request is submitted on a CIP request form with detailed information about a project. All information included in this form is important in assisting the Committee to determine the priority. The following information should be included on each project submitted for funding.         CIP projects may or may not include operation and maintenance costs depending on the type and timeline of projects being funded. Operation and maintenance costs may not be required until the second or third year after completion. Below are several expense categories that need to be considered when approving a CIP project.     Project start date Project completion date Location of the project Project manager/owner Brief description Timelines Categories that need funding i.e. land, design, construction, art or furniture, fixtures, and equipment Revenue sources i.e. IGA’s, grants, contribution, bonds etc. Projected accomplishments or benefits in line with Master Plans or City goals Departments shall submit a formal supplemental request to receive funding for the project. Once the CIP request form has been approved by the CIP Committee, it is forwarded to the Budget Division to determine appropriate project numbers, account codes and verify funding sources. These operating costs are carefully considered in deciding which projects move forward in the CIP. This process ensures the city’s operating budget is able to absorb the additional costs. City Council should carefully stagger capital projects so the operating impacts are manageable. CIP projects involving land acquisitions or water rights for future needs increase costs in the operating budget. Maintenance costs such as fencing, security and weed control can increase operating costs without receiving any benefits or revenue from the projects at the time of purchase. Many improvements make a positive contribution to the fiscal well being of the city and therefore help promote the economic development and growth that generates additional operating revenues. These new revenue sources can potentially provide the funding needed to maintain, improve and expand the city’s infrastructure. FIVE-YEAR CAPITAL IMPROVEMENT PLAN PROJECT SUMMARY FY2012-2016 5 YEAR PLAN Prior Year Carryover FY11 Five-Year FY12 FY13 FY14 FY15 FY16 Total Art Projects AT0701 Public Art 161,770 - - 74,148 CP0402 Police Comm. Center (911) 3,815,480 - - - FA1102 Public Works Corporate Phase #1 1,751,731 - - 355,000 - 83,000 115,000 272,148 - - - - - - - - - - - - Facility Projects FA1103 City Hall IT room and A/C equipment Public Works Corporate Yard Phase #2 Park Projects PK1101 Park restoration Project (CDBG Grant) - 1,250,000 - - - - 1,250,000 247,029 - - - - - - Drainage project Historic Goodyear (CDBG) - 200,000 - - - - 200,000 Loma Linda Park Design Street Projects - 119,210 - - - - 119,210 Pebblecreek, Van Buren to Indian S. - 700,000 - - - - 700,000 Bullard, I10 to Estrella Pkwy. - 306,000 - - - - 306,000 Van Buren Estrella to Cotton, Fiber - - - - 50,000 1,049,000 1,099,000 McDowell Litchfield to Sarival, Fiber - - - - 50,000 843,000 893,000 Traffic control system Conduit - 274,454 194,862 - - - 469,316 989,761 - - - - - - 117,849 - - - - - - Indian, Litchfield to 303 Fiber - - - - 50,000 1,000,000 1,050,000 I-10/303 Landscape - - 109,800 409,296 - - 519,096 I-10/303 Landscape Sleeves Street Improvements - 145,701 - - - - 145,701 740,008 - - - - - - - 5,700,000 - - - - 5,700,000 776,994 - - - - - - - - - - - 30,000 30,000 - - - - - 220,000 220,000 - - - - 1,867,336 47,369 1,914,705 - - - - 480,000 - 480,000 1,234,908 501,383 - - ST1101 New Traffic signal system including ITS (MAG) ST1001 Indian School, Sarival to Cotton Ln. ST0309 Park and Ride SD1201 Stadium Infrastructure ST0501 Yuma road improvements, bridge design AC sidewalk, Centerra Desert Edge HS Median Landscaping (various locations) New Yuma, Estrella to Bullard, street improvements, 4 lanes New Van Buren, 161st to Sarival, street improvements New Sarival, Van Buren to McDowell, street improvements Van Buren, Estrella to Sarival, street improvements - - 151 - 1,736,291 2,257,500 2,257,500 5 YEAR PLAN Prior Year Carryover FY11 Five-Year FY12 FY13 ST0508 Traffic Signals (2 per year) ST0803 Traffic Signal Cotton and Camelback 5,470 208,335 177,849 - ST0602 MC85, Estrella Pkway to Cotton Lane 165,000 175,605 ST0805 Roadway to Sonoran Valley Pebblecreek, Van Buren to Indian School FY14 FY15 FY16 Total 250,000 250,000 250,000 958,335 - - - - - - - 1,402,058 - - 1,402,058 - - - - - - - - - 700,000 - - 700,000 Message Boards, Estrella at Mc85 and McDowell - - - 700,000 800,000 - 1,500,000 ST0603 SR303 ROW - 2,000,000 2,000,000 - - - 4,000,000 Technology Projects Business Solutions replacement (Financial system) TC0701 ITS up-grades TC0702 ITS data communications equipment TC0703 CIP software TC0401 Police Radio, RWC TC1101 IT Infrastructure/phone system NON-UTILITY TOTALS - - 1,046,973 153,027 - - 1,200,000 452,608 - - - - - - 74,868 - - - - - - 7,630 - - - - - - 7,335,505 - - - - - - 1,500,000 - - - - - - 18,850,157 10,903,700 3,351,635 4,923,437 4,131,719 5,811,869 29,122,360 Water Projects Water Development - - 488,988 - - - 488,988 WA0508 Water Collection Lines WA0510 CAP M-I Charges (3,531 AC/FT) WA0522 Adaman Water Interconnect WA0527 Ground water replenishment WA1101 Litchfield Rd. and Mc85 Waterline under RR - 601,657 - - 600,000 2,316,319 3,517,976 109,435 220,000 250,000 300,000 300,000 - 1,070,000 3,266,281 - - 664,234 757,820 - 1,422,054 807,986 - - - - - - 240,404 - - - - - - - - - - - - - - - - - - - WA0701 Gila River Agreement Water Reclamation Projects WW1002 Reclaimed system expansion 1,000,000 - - - - - - WR1001 Reclaimed system expansion 1,377,370 66,307 231,550 277,149 396,744 562,113 1,533,863 352,858 - - - - - - 320,657 - - - - - - 701,286 - - - - - - Wastewater Projects WW0307 Corgett, Regulatory Compliance Improvements WW1101 Corgett Capacity Expansion WW0401 SCADA system WW0402 Sat site #1 decommissioning WW0403 GWRF Capacity Expansion WW0511 Lift Station Upgrade WW1001 RVWRF Reg. Comp. Improvements 191,577 - - - - - - 2,102,618 - - 724,412 1,519,243 2,600,656 4,844,311 106,258 - - - - - - 250,001 - - - - - - UTILITY TOTALS 10,826,731 887,964 970,538 1,965,795 3,573,807 5,479,088 12,877,192 COMBINED TOTALS 29,676,888 11,791,664 4,322,173 6,889,232 7,705,526 11,290,957 41,999,552 152 153 154 155 156 157 158 159 160 161 162 163 164 165 166 167 168 169 170 171 172 173 174 175 176 177 178 179 180 181 182 183 184 185 186 187 188 189 190 191 192 193 194 195 196 197 198 199 200 201 202 203 204 205 206 207 208 209 210 211 212 213 214 215 216 217 This page intentionally left blank. 218 CITY OF GOODYEAR FY12 BUDGET SCHEDULES 219 CIty of Goodyear FY 12 Annual Budget Total Sources and Uses Description FUND General Funds (001 - 099) General Fund 001 Impound Fees Fund 009 Total General Fund & Other Special Revenue (101-149) Highway User Revenue Fund (HURF) 101 LTAFI 103 Court Enhancement Fund 115 JCEF Fund 116 Fill-the-GAP 117 Total Special Revenue Development Fees (121-129) non-utilitiy Development Fees - Community 121 Development Fees - General 122 Development Fees - Public Works 123 Development Fees - Fire 124 Development Fees - Police 125 Development Fees - Transportation 126 Development Fees - Library 127 Development Fees - Regional 128 Total Development Fees Grant Control (151 - 199) CDBG Grants (Community Grants) 151 Streets Grants 181 Miscellaneous Grants 199 Total Grant Debt Service (201 - 240) Debt Service 201 Total Debt Service Special Assessment Debt (241 241 McDowell Rd Comm Corr ID Total Special Assessment Debt Capital Projects (301 - 399) MAG 313 CIP - Dev. Contribution//Proposed 343 Total Capital Projects Enterprise Funds ( 401 - 499) Enterprise - Water 411 Water Reserve Fund 412 CIP - Water 413 FY11 Water Bonds 414 FY10 Water Bonds 415 Development Fees - Water 416 Development Fees - Water Resource 417 Enterprise-Wastewater 421 CIP - Wastewater 423 425 Development Fees - Sewer Wastewater Bonds 426 Development Fees - Reclaimed Water 427 ARRA - WIFA Loans 428 Enterprise-Sanitation 431 Stadium Reserve 440 Stadium Operating Fund 441 Total Enterprise Funds Trust and Agency Funds (501 - 599) Volunteer Firefighters Retirement 521 Total Trust and Agency ISF (601 - 699) 661 Information Technology Fleet Maint. 620 Fleet Reserve 621 Total ISF Public Works Grants (740-769) Yuma Road Bridge 741 City Hall IT Equip Room 742 Total PW Grants GRAND TOTAL ALL FUNDS Est. Beg. Fund Balance as of July 1, 2011 Projected Revenues Transfers In Total Sources $ $ $ 23,612,065 148,000 23,760,065 $ $ $ 61,924,990 110,000 62,034,990 $ 3,448,845 $ 3,448,845 $ $ $ $ $ $ 135,907 15,282 40,000 57,710 44,619 293,518 $ 3,286,634 $ 1,443,832 $ $ $ $ 72,000 17,000 10,000 3,385,634 $ 1,443,832 $ $ $ $ $ $ $ $ $ 2,683,549 3,249,057 5,255,790 703,896 5,784,936 941,490 2,323,164 34,566 20,976,448 $ $ $ $ $ $ $ $ $ 331,583 474,803 174,949 657,739 280,760 305,074 177,874 64,864 2,467,646 $ $ $ $ 257,029 536,169 793,198 $ $ $ $ 200,000 9,094,000 9,294,000 $ $ 200,000 200,000 $ $ $ $ 19,117 19,117 $ $ $ $ $ $ 88,985,900 258,000 89,243,900 $ $ $ $ $ $ 4,866,373 15,282 112,000 74,710 54,619 5,122,984 - $ $ $ $ $ $ $ $ $ 3,015,132 3,723,860 5,430,739 1,361,635 6,065,696 1,246,564 2,501,038 99,430 23,444,094 $ - $ $ $ $ 457,029 536,169 9,094,000 10,087,198 4,410,854 4,410,854 $ - $ $ 4,610,854 4,610,854 $ $ 3,550,094 3,550,094 $ - 650,000 663,294 1,313,294 $ $ $ 906,000 49,300,500 50,206,500 $ - $ $ $ $ $ $ 3,569,211 3,569,211 1,556,000 49,963,794 51,519,794 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,995,655 59,120 448,042 1,287,982 259,879 1,571,062 500,684 4,821,578 431,127 1,905,766 794,550 2,223,050 698,323 1,209,763 905,888 19,112,469 $ 10,032,397 $ $ $ $ $ 1,023,361 733,161 9,571,974 1,402,107 $ 212,008 $ $ $ $ 6,314,254 5,700,000 1,562,925 36,552,187 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 12,028,052 59,120 448,042 1,287,982 259,879 2,594,423 1,233,845 14,393,552 431,127 3,307,873 794,550 2,435,058 698,323 7,524,017 6,855,888 8,857,001 63,208,732 $ $ 370,335 370,335 $ $ 370,335 370,335 $ $ $ $ 601,804 400,000 1,001,804 $ $ $ $ 601,804 400,000 1,001,804 $ $ $ $ 642,447 120,000 762,447 68,602,696 $ $ $ $ 642,447 120,000 762,447 252,941,354 $ $ $ $ 220 - - 171,901,905 $ $ $ $ 250,000 7,294,076 7,544,076 $ - $ - $ $ - $ $ 12,436,753 CIty of Goodyear FY 12 Annual Budget Total Sources and Uses Operations Capital Projects and one-time Carry-Over Long-Term Debt Contingency $ $ $ 52,904,307 194,803 53,099,110 $ 5,823,160 $ 3,621,248 $ 926,425 $ 16,347,842 $ 5,823,160 $ 3,621,248 $ 926,425 $ 16,347,842 $ 3,528,962 $ 1,200,000 $ 135,907 $ 3,528,962 $ 1,200,000 $ 135,907 $ $ $ $ $ 938,780 1,751,731 1,950,000 7,427,390 617,157 $ 12,685,058 $ $ 247,029 536,169 $ - $ 123,840 $ 1,250,000 $ $ $ $ 508,839 50,900 1,933,579 $ 200,000 30,000 230,000 $ $ - $ - $ - $ $ Total Expenditures $ $ $ 79,622,982 194,803 79,817,785 - $ $ $ $ $ $ 4,864,869 4,864,869 - $ $ $ $ $ $ $ $ $ 123,840 938,780 3,001,731 1,950,000 7,427,390 1,125,996 50,900 14,618,637 $ $ $ $ 447,029 536,169 4,586,362 5,569,560 $ $ $ $ $ $ 88,610,890 194,803 88,805,693 $ $ $ 375,010 63,197 438,207 - $ $ $ $ $ $ 4,864,869 4,864,869 $ $ $ $ $ $ 1,504 15,282 112,000 74,710 54,619 258,115 - $ $ $ $ $ $ $ $ $ 123,840 938,780 3,001,731 1,950,000 7,427,390 1,125,996 50,900 14,618,637 $ $ $ $ $ $ $ $ $ 2,891,292 2,785,080 2,429,008 (588,365) (1,361,694) 120,568 2,501,038 48,530 8,825,457 $ - $ $ $ $ 447,029 536,169 4,586,362 5,569,560 $ $ $ $ 10,000 4,507,638 4,517,638 $ $ 8,987,908 8,987,908 Total Uses $ - $ $ $ - $ - $ - $ $ 4,311,583 4,311,583 $ - $ $ 4,311,583 4,311,583 $ - $ $ 4,311,583 4,311,583 $ $ 299,271 299,271 $ - $ - $ - $ $ 3,550,094 3,550,094 $ - $ $ 3,550,094 3,550,094 $ - $ $ 3,550,094 3,550,094 $ $ 19,117 19,117 $ $ $ 1,556,000 49,300,500 50,856,500 $ - $ $ 49,300,500 49,300,500 $ $ 663,294 663,294 - $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 9,582,551 448,042 1,287,982 259,879 2,586,719 1,137,421 7,009,644 431,127 2,593,404 794,550 2,589,378 698,323 4,583,754 5,700,000 8,857,001 48,559,775 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 10,942,551 448,042 1,287,982 259,879 2,586,719 1,137,421 7,906,104 431,127 2,593,404 794,550 2,589,378 698,323 5,776,139 5,700,000 8,857,001 52,008,620 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ - $ $ - $ $ $ $ $ $ $ $ 4,559,938 3,031,989 $ 4,583,754 $ $ 3,490,713 15,666,394 $ - $ $ $ $ $ 906,000 906,000 996,937 220,000 447,600 $ 212,008 $ 5,700,000 $ $ $ 7,576,545 650,000 - 448,042 1,287,982 259,879 1,589,782 917,421 $ $ $ $ $ 431,127 2,145,804 794,550 2,377,370 698,323 $ $ $ 650,000 $ $ $ $ $ 0 $ $ 783,198 - $ $ $ 4,556,362 4,556,362 Transfers Out Estimated Ending Balance June 30, 2012 10,950,280 - $ - $ 5,022,613 $ 3,977,655 $ $ 5,366,288 14,366,556 $ - $ $ 49,300,500 49,300,500 $ $ 88,750 1,675,798 0 $ $ $ 1,675,798 73,970,264 $ $ $ - 17,669,284 $ 88,750 $ $ $ $ 642,447 120,000 762,447 29,676,888 $ $ $ - 23,154,658 $ $ $ 70,204,704 221 88,750 1,675,798 1,764,548 $ 642,447 $ 120,000 $ 762,447 $ 214,675,798 $ 1,360,000 $ 896,460 $ 1,192,385 $ 3,448,845 $ $ $ $ - - 12,436,753 1,085,501 59,120 7,704 96,424 6,487,448 714,469 (154,320) 1,747,878 1,155,888 11,200,112 $ $ - $ $ 370,335 370,335 $ 88,750 $ $ $ $ 513,054 400,000 913,054 $ $ $ $ 120,000 27,504,601 $ 88,750 $ 642,447 $ 642,447 $ 223,760,753 FY 12 SCHEDULE 2 - ALL REVENUES DESCRIPTION FY 2009 ACTUALS FY 2010 ACTUAL FY 2011 ESTIMATE FY 2012 BUDGET GENERAL FUND General Revenues Property Taxes (Primary) Construction Sales Tax General Sales Tax Franchise Taxes Use Tax/PILT Total Charges for General Revenues Licenses & Permits Business Licenses Business License Fee Nonbusiness Lic & Permits Total Licenses & Permits Development Fees Development Agreements Intergovernmental Revenue State Shared Sales Tax Urban Revenue Sharing Auto Lieu Total State Revenues Charges for Services General Government Rentals Recreation Fees Aquatics Fees Community Development Public Safety Fines Building Safety Total Charges for Services Investment Earnings Earnings on Investments Total Investment Earnings Miscellaneous Revenue Donations Bank Charges Discounts Taken CFD Refunds & Rebates City Store Other Total Miscellaneous Revenue Total General Fund $ $ $ $ $ $ 4,815,107 12,779,596 22,144,386 2,195,747 41,934,836 $ $ $ $ $ $ 5,291,736 5,365,077 25,715,968 2,233,909 38,606,690 $ $ $ $ $ $ 6,164,406 3,063,706 29,349,779 2,344,522 900,000 41,822,413 $ $ $ $ $ $ 6,303,781 3,000,000 30,649,884 2,434,609 900,000 43,288,274 $ $ $ $ 21,924 70,824 92,748 $ $ $ $ 166,725 5,475 15,925 188,125 $ 167,000 $ $ 60,015 227,015 $ $ $ $ 155,000 4,000 52,000 211,000 $ 2,239,680 $ 707,980 $ - $ $ $ $ 3,676,853 6,855,644 1,678,823 12,211,320 $ $ $ $ 3,391,361 5,966,583 1,549,573 10,907,517 $ $ $ $ 3,401,471 4,507,320 1,583,965 9,492,756 $ $ $ $ 4,938,471 5,509,486 2,201,261 12,649,218 $ $ $ $ $ $ $ $ $ 230,870 50,355 306,618 50,421 4,771,321 70,680 584,719 24,054 6,089,038 $ $ $ $ $ $ $ $ $ 711,314 30,864 238,786 49,019 813,370 169,017 753,943 3,128,562 5,894,875 $ $ $ $ $ $ $ $ $ 573,952 28,038 267,463 52,335 839,266 150,073 764,265 2,967,702 5,643,094 $ $ $ $ $ $ $ $ $ 563,500 22,600 263,197 53,897 646,690 148,000 726,440 2,761,424 5,185,748 57,641 $ 57,641 $ 37,383 37,383 $ $ 49,000 49,000 $ $ 67,000 67,000 (6,958) 584 874 554,027 8,507 363 23,632 581,029 $ $ $ $ $ $ $ $ 3,804 596 500,000 5,375 62 10,384 520,221 $ $ $ $ $ 8,000 500 500 500,000 4,250 $ $ 10,500 523,750 $ 61,924,990 $ $ $ $ $ $ $ $ $ $ $ (6) 237 837 1,468,473 4,004 1,121 53,597 1,528,263 64,153,526 $ $ $ $ $ $ $ $ $ 56,923,599 $ 57,754,499 - $ - $ 3,097,795 $ $ - $ $ - $ 3,097,795 $ - $ - $ $ 170,848 $ 152,740 $ 108,000 $ 110,000 $ 170,848 $ 152,740 $ 108,000 $ 110,000 3,261,432 $ $ 3,016,810 10,080 $ 3,286,634 816 $ 2,669,287 14,904 12,530 7,314 170 3,027,706 $ 2,704,205 $ 3,286,634 SONORAN VALLEY FUND (003) Charges for Services General Government Investment Earnings Earnings on Investments Total Sonoran Valley Fund $ - IMPOUND FEES FUND (009) Charges for Services Public Safety Total Impound Fees Fund HIGHWAY USER REVENUE FUND (101) Intergovernmental Revenue State Revenue & Grants Advertisment Permit Fees Other/Reimbursements Earnings on Investments Total Highway User Revenue Fund $ $ $ 4,755 $ 3,266,187 222 $ FY 12 SCHEDULE 2 - ALL REVENUES DESCRIPTION FY 2009 ACTUALS FY 2010 ACTUAL FY 2011 ESTIMATE FY 2012 BUDGET LOCAL TRANSPORTATION ASSISTANCE FUND (102) Intergovernmental Revenue State Revenue & Grants Earnings on Investments Local Transportation Assistance Fund $ 2,092 $ $ 287,004 - $ $ - $ 2,092 $ 287,004 $ - $ 890 $ 836 $ - $ 890 $ 836 $ $ - - $ - REPLACEMENT FUND (110) Investment Earnings Earnings on Investments Total Replacement Fund Court Enhancement (115) Fees Court Enhancement Fee $ 17,430 $ 71,926 $ 71,679 $ 72,000 Total Replacement Fund $ 17,430 $ 71,926 $ 71,679 $ 72,000 Court Fee $ 93,353 $ 18,706 $ 16,787 $ 17,000 Total Replacement Fund $ 93,353 18,706 $ 16,787 $ 17,000 JCEF (116) Fees $ Fill the Gap (117) Fees Court Fee $ 35,619 $ 7,994 $ 9,017 $ 10,000 Total Replacement Fund $ 35,619 $ 7,994 $ 9,017 $ 10,000 272,583 32,643 $ 325,392 7,227 $ 225,000 5,184 $ $ 325,882 5,701 $230,184 $ 331,583 DEVELOPMENT FEES - PARKS/COMTY FACIL. (121) Development Fees Earnings on Investments $ $ $305,226 Total Development Fees - Comm. Facilitie $332,619 DEVELOPMENT FEES - GENERAL GOVERNMENT (122) Development Fees Earnings on Investments $ $ 923,373 7,148 $ $ 666,139 10,865 $ $ 530,000 5,443 $ $ 470,318 4,485 Total Development Fees - Gen. Govt. $ 930,521 $ 677,004 $ 535,443 $ 474,803 Development Fees Earnings on Investments $ $ 321,340 19,835 $ $ 241,448 18,534 $ $ 195,000 10,897 $ $ 167,151 7,798 Total Development Fees - Public Works $ 341,175 $ 259,982 $ 205,897 $ 174,949 Non-Utility Dev Fees Earnings on Investments $ $ 709,591 $ (878) $ 663,973 1,311 $ $ 390,000 2,244 $ 657,739 Total Development Fees - Fire $ 708,713 $ 665,284 $ 392,244 $ 657,739 Non-Utility Dev Fees Earnings on Investments $ $ 560,430 25,113 $ $ 416,324 24,408 $ $ 273,000 13,003 $ 280,760 Total Development Fees - Police $ 585,543 $ 440,732 $ 286,003 $ 280,760 $ $ $ 761,540 $ 41,671 $ (566) $ 266,910 298,500 2,886 $ $ $ 245,000 1,529 $ 304,521 $ 553 802,645 568,296 $ 246,529 $ 305,074 DEVELOPMENT FEES - PUBLIC WORKS (123) DEVELOPMENT FEES - FIRE (124) DEVELOPMENT FEES - POLICE (125) DEVELOPMENT FEES - ARTERIAL STREETS (126) Development Fees Reimburement Expense Earnings on Investments Total Development Fees - Transportation $ $ DEVELOPMENT FEES - LIBRARY (127) Development Fees Earnings on Investments $ 152,520 $ 8,742 $ (74,807) $ 6,227 $ 162,000 2,970 $ $ 174,250 3,624 Total Development Fees - Library $ 161,262 (68,580) $ 164,970 $ 177,874 223 $ FY 12 SCHEDULE 2 - ALL REVENUES DESCRIPTION FY 2009 ACTUALS FY 2010 ACTUAL FY 2011 ESTIMATE FY 2012 BUDGET DEVELOPMENT FEES - REGIONAL TRANSPORTATION (128) Development Fees Earnings on Investments $ Total Development Fees - Transportation $ 35,075 $ $96,805 6 $ $ 84,000 15 $ $ 64,821 43 $ 96,811 $ 84,015 $ 64,864 265,847 $ 167,801 $ 385,000 $ 200,000 265,847 $ 167,801 $ 385,000 $ 200,000 1,001 $ $ 400,000 35,075 CDBG GRANTS (COMMUNITY GRANTS) (151) Federal Grants $ Total CDBG Grants (Community Grants) $ Housing &Urban Development Grants Transfer from General Fund $ Federal Grants Total CDBG Grants (Community Grants) $ 1,001 $ - $ 400,000 $ - $ - $ - - POLICE GRANTS (171) Federal Grants State Revenue & Grants $ $ 256,957 $ 97,910 $ 492,998 - $ $ - Total Police Grants $ 354,867 $ 492,998 $ - $ 324,179 $ 64,612 $ - FIRE GRANTS (175) Intergovernmental Revenue Federal Grants State Revenue & Grants Other $ 22,206 $ 346,385 $ 64,612 $ - Grants Other $ $ 176,840 $ 69,143 $ 758,583 91,042 $ $ 2,100,000 - Total Street Grants $ 245,983 849,625 $ 2,100,000 $ $ $ $ - $ - $ - 1,064,000 30,000 8,000,000 Total Fire Grants STREET GRANTS (181) $ MISCELLANEOUS GRANTS Intergovernmental Revenue Federal Grants Grants - FY 11 Carryover State Revenue & Grants (MAG) Local Grants Misc. Proposed Grants $ - $ - $ - $ $ $ $ $ Total Misc. Grants $ - $ - $ - $ 9,094,000 9,118,241 $ $ 14,899 $ $ 9,332,149 301 - $ $ 7,127,028 - $ 4,410,854 $ - $ 9,133,140 $ 9,332,450 $ 7,127,028 $ 4,410,854 $ 18,969 $ $ 3,552,747 $ 307 2,369,075 $ 3,550,094 $2,369,075 $ 3,550,094 DEBT SERVICE (201) General Revenues Property Taxes Interfund Transfers Interest Proceeds - LT Liabilities Total Debt Service $ $ McDowell Improvement District (241) Proposed Improvement District Assessments Interest Total McDowell Bonds $18,969 $3,553,054 Maricopa Co. Association of Governments (MAG Grants 313) State Revenue & Grants (MAG) Total McDowell Improvement District (331) Westcor Improvement District Reimbursement Expense Interest Bond Proceeds Bond Premium Total McDowell 331 $ - $ $ $ $ $ $ 10,135 $ (135,747) $ - $ (125,612) $ 224 - $ 906,000 $ - $ 906,000 $ - $ 1,259,776 12,628 1,272,404 - FY 12 SCHEDULE 2 - ALL REVENUES DESCRIPTION FY 2009 ACTUALS CIP Developer Contribution /Proposed Improvement District (343) Reimbursement Expense $ 176,706 Interest $ 967 Transfer from Special Revenue Fund $ Total Develop. Contr. Admin. GO 07/08 20% Bonds (372) Interest Discounts Taken Transfer from Capital Project Fund Bond Proceeds Bond Premium Total GO 07/08 20% Bonds ENTERPRISE - WATER RIGHTS(410) Sale of Water Rights Interest Total Water Auction FY 2010 ACTUAL FY 2011 ESTIMATE FY 2012 BUDGET $ $ 939 357,342 $ 500 $ $ 55,000,000 500 55,000,500 $ 177,673 $ 358,281 $ 500 $ $ $ $ $ $ $ (34,283) 250,126 3,963,264 604,500 5,722 4,789,329 $ $ $ $ 316,859 105,000 5,733 427,592 $ - $ - $ $ $ 1,501,556 1,501,556 $ $ $ 4,352,000 1,906 4,353,906 $ $ 7,000 7,000 $ $ - $ $ $ $ $ 14,045 165,554 296,841 287,928 764,368 $ $ $ $ $ 15,995 71,292 331,184 207,020 625,491 $ $ $ $ $ 6,619 104,668 391,469 140,673 643,429 $ $ $ $ $ 8,000 100,000 400,000 140,700 648,700 8,487,247 $ 89,500 $ 8,576,747 $ 9,127,697 90,000 9,217,697 ENTERPRISE - WATER (411) Charges for Services Returned Checks Penalties Disconnect Notices Meter Reads/Installs Total Charges for Services Utilities Water Cross Connection Fee Total Utilities Miscellaneous Revenue Discounts Taken Other Total Miscellaneous Revenue Total Enterprise - Water $ $ $ 7,988,629 $ 82,889 $ 8,071,518 $ $ $ $ 6,291 $ 97,602 $ 103,893 $ 8,270,328 $ 86,437 $ 8,356,765 $ 5,221 124,469 129,690 $ $ $ 3,500 49,158 52,658 $ $ $ 7,000 159,000 166,000 $ 9,111,946 $ 9,272,834 $ 10,032,397 1,818 $ $ (24,954) $ 170,080 $ 4,946 $ 17,128,649 41,519 $ $ $ $ $ 605,000 - $ 150,072 17,171,986 $ 605,000 $ $ 1,104,816 1,018,800 $ 703,000 $ 1,023,215 $ 10,804 4,587 3,023 $ 146 $ 1,115,620 $ 1,175,520 $ 8,939,779 CIP-WATER BONDS Bond Proceeds Investment Earnings Debt Service Fund Transfer Enterprise Fund Other Total CIP - Water $ $ $ $ - DEVELOPMENT FEES - WATER (416) Development Fees Utility Development Fees Investment Earnings Earnings on Investments Total Development Fees - Water $ 1,023,387 $ 706,023 $ 1,023,361 $ 14,484 $ 548,927 636 $ $ $ 408,000 - $ $ 733,161 33 DEVELOPMENT FEES - WATER RESOURCES (417) Development Fees Utility Development Fees Investment Earnings Earnings on Investments $ Total Development Fees - Water Resources $ Total Water CIP 1,190,004 $ 549,563 $ 408,000 $ 733,161 $ 2,455,696 $ 18,744,936 $ 1,719,023 $ 1,756,522 $ $ $ $ $ 6,147,545 148,239 218,588 8,127 $ $ $ $ $ 6,958,263 1,589 159,824 16,474 $ $ $ $ $ 8,162,015 1,000 134,899 7,800 $ $ $ 9,408,974 5,000 150,000 $ 8,000 $ 6,522,499 225 $ 7,136,150 $ 8,305,714 $ 9,571,974 ENTERPRISE - WASTEWATER (421) Utilities Wastewater Utility Damage Reimbursement Effluent Sales Misc Utility Revenue Earnings on Investments Total - Wastewater FY 12 SCHEDULE 2 - ALL REVENUES DESCRIPTION FY 2009 ACTUALS FY 2010 ACTUAL FY 2011 ESTIMATE FY 2012 BUDGET CIP-WASTEWATER (423) Charges for Services Reimbursed Expense Bond Proceeds Earnings on Investments $ 90 $ Total CIP - Wastewater $ 90 $110,114 $4,372,186 1,769 $ - $ - $ 111,883 $ - $ $ $ $ 1,868,701 (2,834) $ - $ $1,431,445 8,202 49,880 $ $ 795,000 4,136 $ 1,402,107 $ 1,865,867 $ 1,489,527 $ 799,136 $ 1,402,107 $ - $ $ 5,710,000 364 $ - $ - 5,710,000 $ - $ $ 483,772 259,936 $ $ $ $ 212,008 - $ 6,964 $5,607 164,000 4,000 $0 Total Development Fees - Reclaimed Wat $ 490,736 $ 164,000 $ 212,008 - $ - - DEVELOPMENT FEES - SEWER (425) Development Fees Utility Development Fees Earnings on Investments Other Total Development Fees - Sewer WASTEWATER BONDS (426) Bond Revenue Bond Proceeds Interest Earnings Total Wastewater Bonds $ - DEVELOPMENT FEES - RECLAIMED WATER (427) Development Fees Utility Development Fees Investment Earnings Earnings on Investments $ 265,543 ENTERPRISE - SANITATION (431) Intergovernmental Revenue State Revenue & Grants Utilities Sanitation Misc Utility Revenue Total Utilities Miscellaneous Revenue Other Total Miscellaneous Revenue Other Financing Sources Interfund Transfers Total Enterprise - Sanitation $ - $ $ $ $ 5,598,926 $ 26,500 $ 5,625,426 $ 5,771,957 18,400 5,790,357 $ $ $ 5,996,917 64,233 6,061,150 $ $ $ 6,275,040 38,000 6,313,040 $ $ 4,072 $ 4,072 $ 2,312 2,312 $ $ 1,400 1,400 $ $ 1,214 1,214 $ - $ - $ 5,792,669 $ 6,062,550 $ 6,314,254 $ 871,032 $ 1,130,506 $ 1,274,000 $ 1,151,800 $ $ 134,234 $ 8,107 $ 327,598 73,400 $ $ 279,470 - $ 411,125 $ 5,625,426 STADIUM (441) Stadium Sales Non Spring Training Rentals/Events Miscellaneous Total Enterprise - Stadium $ 1,013,373 $ 1,531,504 $ 1,553,470 $ 1,562,925 $ 118,330,504 $ 134,229,540 $ 103,074,802 $ 171,901,905 226 Schedule 3 - Operating Funds Expenditure Schedule DEPT /DIV MAYOR AND COUNCIL 1110 Administrative DESCRIPTION Personnel Svcs. Contractual Svcs. Commodities Total Mayor and Council FY 2010 ACTUAL $ $ $ $ 135,236 33,275 2,258 170,769 FY 2011 ESTIMATE FY 2011 BUDGET $ $ $ $ FY 2012 BUDGET 416,462 49,039 3,650 469,151 $ $ $ $ 416,462 31,950 3,550 451,962 $ $ $ $ 313,913 48,839 3,850 366,602 Personnel Svcs. $ 447,156 $ Contractual Svcs. $ 47,154 $ Commodities $ 7,781 $ Total Administration $ 502,091 $ FY 11 Includes one-time funding for Primary & General Election ($130,000) Total City Clerk $ 502,091 $ 465,189 225,701 11,600 702,490 $ $ $ $ 465,189 191,885 5,600 662,674 $ $ $ $ 474,202 79,951 9,850 564,003 702,490 $ 662,674 $ 564,003 Personnel Svcs. Contractual Svcs. Commodities Total Administration 722,048 230,282 37,200 989,530 $ $ $ $ 722,048 230,188 5,333 957,569 $ $ $ $ 647,553 230,282 7,000 884,835 CITY CLERK 1210 Administrative CITY MANAGER'S OFFICE 1310 Administrative $ $ $ $ 744,663 226,384 10,095 981,142 $ $ $ $ $ $ 240,727 20 $ 240,747 $ $ $ $ $ $ $ $ 706,767 8,704 4,946 720,417 $ $ $ $ $ $ $ $ 413,180 116,659 35,037 564,876 $ $ $ $ 1320 1330 1350 Personnel Svcs. Contractual Svcs. Commodities Total Admin Deputy City Manager Personnel Svcs. Contractual Svcs. Commodities Total DCM Public Information Officer Personnel Svcs. Contractual Svcs. Commodities Total PIO 674,258 13,306 6,150 693,714 - $ $ $ $ $ $ 674,257 10,821 3,450 688,528 - $ $ $ $ $ $ 686,271 15,206 5,250 706,727 - 1390 Employee Development/Events Personnel Svcs. $ Contractual Svcs. $ $ 110 $ Commodities $ 110 $ Total Employee Development/Events Total City Manager's Office $ 2,507,292 $ LEGAL SERViCES 1410 City Attorney - Civil Division Personnel Svcs. $ 539,842 $ Contractual Svcs. $ 195,598 $ Commodities $ 6,253 $ Total City Attorney $ 741,693 $ *FY 11Does not include one-time Outside Council Fees ($400,000) CITY PROSECUTOR 1420 City Prosecutor - Criminal Division Personnel Svcs. Contractual Svcs. Commodities Total City Prosecutor Total Legal Services *moved from 2410 FINANCE DEPARTMENT 1610 General Accounting Personnel Svcs. Contractual Svcs. Commodities Total General Accounting 1620 CFD Administration Personnel Svcs. Contractual Svcs. Commodities Total CFD Administration 1630 Budget & Research Office Personnel Svcs. Contractual Svcs. Commodities Total Budget & Research Office 1640 Utility Billing Personnel Svcs. Contractual Svcs. Commodities Total Utility Billing 1,683,244 $ $ 1,646,097 $ $ 1,591,562 524,090 137,240 6,050 667,380 $ $ $ $ 524,090 224,594 4,475 753,159 $ $ $ $ 547,647 130,325 6,050 684,022 389,619 17,080 7,750 414,449 1,081,829 $ $ $ $ $ 389,618 15,464 7,700 412,782 1,165,941 $ $ $ $ $ 397,754 23,545 8,200 429,499 1,113,520 $ $ 741,693 $ $ $ $ $ $ $ $ $ 717,379 126,445 22,124 865,948 $ $ $ $ 825,468 125,700 61,000 1,012,168 $ $ $ $ 825,468 130,200 65,000 1,020,668 $ $ $ $ 840,420 138,350 59,000 1,037,770 $ $ $ $ 176,470 1,360 100 177,930 $ $ $ $ 182,847 2,330 107 185,284 $ $ $ $ 182,847 100 182,947 $ $ $ $ 185,914 2,330 107 188,351 $ $ $ $ 640,083 20,011 3,207 663,301 $ $ $ $ 553,253 11,941 7,000 572,194 $ $ $ $ 553,253 12,890 4,050 570,193 $ $ $ $ 561,887 9,850 4,600 576,337 $ $ $ $ 506,239 23,118 5,216 534,573 $ $ $ $ 499,979 34,250 6,500 540,729 $ $ $ $ 499,979 22,250 157,500 679,729 $ $ $ $ 514,517 35,800 186,300 736,617 227 Schedule 3 - Operating Funds Expenditure Schedule 1650 1660 DEPT /DIV Procurement Office DESCRIPTION FY 2010 ACTUAL FY 2011 ESTIMATE FY 2011 BUDGET FY 2012 BUDGET Personnel Svcs. Contractual Svcs. Commodities Total Procurement Office $ $ $ $ 246,876 3,065 4,217 254,158 $ $ $ $ 262,423 8,140 2,420 272,983 $ $ $ $ 262,423 5,965 2,900 271,288 $ $ $ $ 266,710 7,075 4,300 278,085 Personnel Svcs. Contractual Svcs. Commodities Total Mail Services Total Finance Deparment $ $ $ $ $ 52,299 22,080 821 75,200 2,571,110 $ $ $ $ $ 50,189 38,408 4,300 92,897 2,676,255 $ $ $ $ $ 50,189 26,050 1,450 77,689 2,802,514 $ $ $ $ $ 51,697 31,634 2,750 86,081 2,903,241 $ $ $ $ 439,351 637,953 5,938 1,083,242 $ $ $ $ 465,423 597,353 6,750 1,069,526 $ $ $ $ 465,423 775,100 3,700 1,244,223 $ $ $ $ 328,934 902,000 5,600 1,236,534 $ $ $ $ 743,348 235,301 10,110 988,759 $ $ $ $ 493,360 426,800 16,339 936,499 $ $ $ $ 493,360 356,300 16,339 865,999 $ $ $ $ 413,996 351,400 84,500 849,896 $ $ 425,565 9,466 $ $ 435,031 2,507,032 $ $ $ $ $ 392,783 15,200 2,500 410,483 2,416,508 $ $ $ $ $ 392,783 11,000 2,500 406,283 2,516,505 $ $ $ $ $ 630,631 12,800 2,500 645,931 2,732,362 $ $ $ $ 642,877 21,149 13,217 677,243 $ $ $ $ 620,993 37,908 19,890 678,791 $ $ $ $ 591,365 38,788 18,800 648,953 $ $ $ $ 606,171 42,908 21,890 670,969 $ $ $ $ 402,838 816,251 26 1,219,115 $ $ $ $ 405,868 1,110,591 550 1,517,009 $ $ $ $ 201,468 1,137,380 550 1,339,398 $ $ $ $ 204,711 1,221,841 1,426,552 $ $ $ $ $ 23,140 10,356 60 33,556 1,929,914 94,898 10,000 104,898 2,202,418 2,809,400 Mail Services* INFORMATION TECHNOLOGY 1710 Administration Personnel Svcs. Contractual Svcs. Commodities Total Administration 1720 Technical Support & Services Personnel Svcs. Contractual Svcs. Commodities Total Technical Support & Services 1730 Application Development & Support Personnel Svcs. Contractual Svcs. Commodities Total Application Development & Support Total Information Technology HUMAN RESOURCES 1810 Administration Personnel Svcs. Contractual Svcs. Commodities Total Administration 1820 Risk Management Personnel Svcs. Contractual Svcs. Commodities Total Risk Aversion 1830 Employee Development Personnel Svcs. Contractual Svcs. Commodities Total Employee Development Total Human Resources 1910 Non-Departmental Total Non-Departmental $ - $ $ $ 2,195,800 2,800,200 $ $ $ 1,988,351 1,496,547 $ $ $ $ $ $ $ 2,800,200 $ 1,496,547 $ 2,809,400 POLICE DEPARTMENT 2110 Administration 2120 2130 2140 2150 Personnel Svcs. Contractual Svcs. Commodities Total Administration Towing Administration Personnel Svcs. Contractual Svcs. Commodities Total Administration Field Operations Personnel Svcs. Contractual Svcs. Commodities Total Support Services Telecommunications Personnel Svcs. Contractual Svcs. Commodities Total Community Services Personnel Svcs. Contractual Svcs. Commodities Total Community Services $ $ $ $ 9,801,578 1,118,861 393,169 11,313,608 $ $ $ $ 9,622,117 1,138,700 475,000 11,235,817 $ $ $ $ 9,622,117 1,196,003 424,200 11,242,320 $ $ $ $ 1,163,396 1,107,252 408,700 2,679,348 $ $ $ $ 74,761 43,319 23,646 141,726 $ $ $ $ 61,280 100,500 142,300 304,080 $ $ $ $ 61,280 60,750 27,650 149,680 $ $ $ $ 92,653 67,500 34,650 194,803 $ $ $ $ 7,024,086 18,000 57,750 7,099,836 $ - $ - $ $ $ $ 1,272,264 159,038 4,830 1,436,132 $ $ $ $ 1,272,549 321,450 8,985 1,602,984 $ $ $ $ 1,272,549 322,000 6,225 1,600,774 $ $ $ $ 1,331,082 204,650 8,750 1,544,482 $ $ $ $ 428,015 14,039 5,953 448,007 $ $ $ $ 376,258 33,870 410,128 $ $ $ $ 376,258 24,400 4,720 405,378 $ $ $ $ 463,561 33,100 496,661 228 Schedule 3 - Operating Funds Expenditure Schedule 2160 DEPT /DIV Investigations DESCRIPTION Personnel Svcs. Contractual Svcs. Commodities Total Investigations Total Police Department FY 2010 ACTUAL FY 2011 ESTIMATE FY 2011 BUDGET FY 2012 BUDGET $ $ 13,339,473 $ $ 13,553,009 $ $ 13,398,152 $ $ $ $ 310,681 17,024 17,378 345,083 $ $ $ $ 387,702 27,642 21,800 437,144 $ $ $ $ 387,702 19,220 18,476 425,398 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 503,154 4,217 2,997 510,368 $ $ $ $ 367,981 950 368,931 $ $ $ $ 367,981 110 1,450 369,541 $ $ $ $ 476,694 1,450 478,144 $ $ $ $ 8,117,115 369,942 40,080 8,527,137 $ $ $ $ 7,975,663 458,925 32,000 8,466,588 $ $ $ $ 7,975,663 461,127 30,000 8,466,790 $ $ $ $ 8,429,043 458,031 31,375 8,918,449 $ $ $ $ 391,387 459,473 140,441 991,301 $ $ $ $ 385,225 546,740 177,300 1,109,265 $ $ $ $ 385,225 561,986 170,712 1,117,923 $ $ $ $ 395,975 546,240 177,300 1,119,515 $ $ $ $ 102,973 7,302 3,854 114,129 $ $ $ $ 166,125 5,552 5,500 177,177 $ $ $ $ 166,125 5,552 5,000 176,677 $ $ $ $ 173,018 5,552 5,000 183,570 $ $ $ $ 655,852 10,379 2,497 668,728 $ $ $ $ 826,804 6,260 5,250 838,314 $ $ $ $ 826,804 8,997 5,250 841,051 $ $ $ $ 828,590 7,654 5,250 841,494 Total Fire Department $ 11,156,746 $ 11,397,419 $ 11,397,380 $ 11,981,164 Personnel Svcs. Contractual Svcs. Commodities Total Muncipal Court $ $ $ $ 870,582 125,743 8,885 1,005,210 $ $ $ $ 865,256 134,059 19,634 1,018,949 $ $ $ $ 865,256 135,259 18,434 1,018,949 $ $ $ $ 804,323 143,259 16,434 964,016 $ $ $ $ 318,796 60,102 5,868 384,766 * * * $ $ $ $ $ 337,522 137,691 8,885 484,098 $ $ $ $ 294,816 97,321 5,350 397,487 $ $ $ $ 294,816 99,426 3,245 397,487 $ $ $ $ 375,648 96,763 4,250 476,661 $ $ 484,098 $ $ $ $ $ 416,355 111,840 31,621 559,816 957,304 $ $ $ $ $ 416,355 115,581 27,880 559,816 957,303 $ $ $ $ $ 423,225 106,427 37,034 566,686 1,043,347 $ $ $ $ 270,165 25,289 8,555 304,009 $ $ $ $ 259,533 32,589 10,285 302,407 $ $ $ $ 259,533 16,325 5,900 281,758 $ $ $ $ 183,068 20,769 7,885 211,722 $ $ $ $ 632,532 17,551 3,801 653,884 $ $ $ $ 529,342 20,060 5,500 554,902 $ $ $ $ 529,342 15,170 4,100 548,612 $ $ $ $ 536,896 20,760 4,800 562,456 FIRE DEPARTMENT 2210 Administrative Services Personnel Svcs. Contractual Svcs. Commodities Total Administrative Services 2220 Fire Prevention Personnel Svcs. Contractual Svcs. Commodities Total Community Services 2230 Emergency Services Personnel Svcs. Contractual Svcs. Commodities Total Emergency Services 2240 Support Services Personnel Svcs. Contractual Svcs. Commodities Total Support Services 2250 Homeland Security/Emergency Mgmt Personnel Svcs. Contractual Svcs. Commodities Total Homeland Security/Emergency Mgmt 2260 Building Safety - Inspections Personnel Svcs. Contractual Svcs. Commodities Total Building Safety-Permit Processing 1,934,101 19,270 1,953,371 13,968,502 13,773,699 194,803 395,570 24,947 19,476 439,993 MUNICIPAL COURT 2310 Administrative CITY PROSECUTOR 2410 Administrative Services Personnel Svcs. Contractual Svcs. Commodities Total City Prosecutor ECONOMIC DEVELOPMENT 3210 Administrative Personnel Svcs. Contractual Svcs. Commodities Total Economic Development 3220 Public Information Office Personnel Svcs. Contractual Svcs. Commodities Total PIO Total Economic Development COMMUNITY DEVELOPMENT 3310 Administration Personnel Svcs. Contractual Svcs. Commodities Total Administration 3320 Planning & Zoning Personnel Svcs. Contractual Svcs. Commodities Total Planning & Zoning 3341 Building Safety-Administration Personnel Svcs. Contractual Svcs. Commodities Total Building Safety Administration $ $ 8,643 (9) $ 8,634 229 - Schedule 3 - Operating Funds Expenditure Schedule DEPT DESCRIPTION /DIV 3343 Development Services Adinistration Personnel Svcs. Contractual Svcs. Commodities Total Building Safety-Permit Processing 3344 Building Safety - Inspections Personnel Svcs. Contractual Svcs. Commodities Total Building Safety-Permit Processing Total Community Development ENGINEERING 3430 Engineering-Transportation Personnel Svcs. Contractual Svcs. Commodities Total Engineering 3431 Engineering-Administration Personnel Svcs. Contractual Svcs. Commodities Total Engineering-Administration 3432 Engineering-Plan Review Personnel Svcs. Contractual Svcs. Commodities Total Engineering-Plan Review 3433 Engineering-CIP Project Management Personnel Svcs. Contractual Svcs. Commodities Total Engineering-Permit Processing 3434 Engineering-Inspections Personnel Svcs. Contractual Svcs. Commodities Total Engineering-Inspections 3435 Engineering-GIS Personnel Svcs. Contractual Svcs. Commodities Total Engineering-GIS Total Engineering PARKS AND RECREATION 4310 Parks-Administration Personnel Svcs. Contractual Svcs. Commodities Total Parks-Administration Recreation-Aquatic Facility 4410 Personnel Svcs. Contractual Svcs. Commodities Total Recreation-Aquatics Facility 4420 Recreation-Administration Personnel Svcs. Contractual Svcs. Commodities Total Recreation-Administration Total Parks & Recreation PUBLIC WORKS 4010 Public Works-Administration Personnel Svcs. Contractual Svcs. Commodities Total Administration Facilities 4210 Personnel Svcs. Contractual Svcs. Commodities Total Building Services Streets - Administration (HURF 101) 4610 Personnel Svcs. Contractual Svcs. Commodities Total Streets-Administration FY 2010 ACTUAL $ $ $ $ 489,465 2,540 4,423 496,428 $ 1,976 $ $ 1,976 1,464,931 $ $ $ 2,622 1,189 3,811 $ $ $ $ $ $ $ $ $ FY 2011 ESTIMATE FY 2011 BUDGET FY 2012 BUDGET $ $ $ $ 211,129 5,400 1,500 218,029 $ $ $ $ 211,129 5,400 1,000 217,529 $ $ $ $ 215,304 5,400 1,500 222,204 $ $ 1,075,339 $ 1,047,899 $ 996,382 $ 216,471 $ 216,471 $ $ $ $ 216,471 216,471 $ $ $ $ 219,553 219,553 998,935 33,494 8,242 1,040,671 $ $ $ $ 943,464 40,900 25,100 1,009,464 $ $ $ $ 943,464 31,618 19,450 994,532 $ $ $ $ 957,645 72,250 39,450 1,069,345 337,277 1,273 527 339,077 $ $ $ $ 324,105 1,732 325,837 $ $ $ $ 324,105 1,732 325,837 $ $ $ $ 329,765 329,765 $ $ $ $ 119,659 8,800 1,000 129,459 $ $ $ $ 119,659 8,800 128,459 $ $ $ $ 65,694 65,694 - $ $ $ $ 448,385 11,067 9,022 468,474 $ $ $ $ 478,101 19,960 15,500 513,561 $ $ $ $ 478,101 19,960 498,061 $ $ $ $ 490,333 490,333 $ $ $ $ $ 172,140 13,138 1,472 186,750 2,038,783 $ $ $ $ $ 164,948 28,722 193,670 2,388,462 $ $ $ $ $ 164,948 26,150 191,098 2,354,458 $ $ $ $ $ 167,784 13,750 181,534 2,356,224 $ $ $ $ 1,238,923 1,378,857 88,541 2,706,321 $ $ $ $ 1,203,348 1,329,521 109,550 2,642,419 $ $ $ $ 1,199,348 1,314,649 128,422 2,642,419 $ $ $ $ 1,267,303 1,328,421 110,650 2,706,374 $ $ $ $ 175,751 14,765 28,158 218,674 $ $ $ $ 165,909 223,620 41,307 430,836 $ $ $ $ 167,909 246,455 38,731 453,095 $ $ $ $ 173,456 245,320 39,731 458,507 $ $ $ $ $ 564,129 107,873 120,052 792,054 3,717,049 $ $ $ $ $ 598,922 243,968 93,060 935,950 4,009,205 $ $ $ $ $ 593,147 217,318 105,802 916,267 4,011,781 $ $ $ $ $ 627,571 217,818 101,662 947,051 4,111,933 $ $ $ $ 394,965 10,142 2,593 407,700 $ $ $ $ 567,717 69,410 16,000 653,127 $ $ $ $ 567,717 10,284 7,946 585,947 $ $ $ $ 581,316 24,100 14,400 619,816 $ $ $ $ 503,586 2,132,391 9,911 2,645,888 $ $ $ $ 464,258 2,201,279 39,900 2,705,437 $ $ $ $ 464,258 1,833,301 25,345 2,322,904 $ $ $ $ 516,528 2,218,439 39,650 2,774,617 $ $ $ $ 158,572 47,248 205,820 $ $ $ 253,244 85,700 338,944 $ $ $ $ 166,451 48,945 215,396 $ $ $ $ 232,472 55,000 287,472 230 Schedule 3 - Operating Funds Expenditure Schedule DEPT DESCRIPTION FY 2010 ACTUAL /DIV 4620 Streets-Streets & Markings (HURF 101) Personnel Svcs. Contractual Svcs. $ 39,594 Commodities $ 1,320 Total Streets & Markings $ 40,914 4630 Streets-Highway Streets (HURF 101) Personnel Svcs. $ 709,119 Contractual Svcs. $ 574,247 Commodities $ 7,818 Total Highway Street $ 1,291,184 4640 Streets-Sweeper Operations (HURF 101) Personnel Svcs. Contractual Svcs. $ 15,730 Commodities $ 862 Total Sweeper Operations $ 16,592 4650 Streets-Traffic Signals (HURF 101) Personnel Svcs. Contractual Svcs. $ 1,369,953 Commodities $ 14,998 Total Traffic Signals $ 1,384,951 Does not include street light one-time purchase ($420,000) 4660 Streets - Traffic (HURF 101) Personnel Svcs. $ 496,018 Contractual Svcs. $ 370 Commodities Total Traffic $ 496,388 4910 Sanitation Personnel Svcs. $ 707,159 Contractual Svcs. $ 3,822,909 Commodities $ 86,083 Total Sanitation $ 4,616,151 $ 11,105,588 Total Public Works - Other Funds ENTERPRISE-WASTEWATER 421-5210Administration Personnel Svcs. $ 191,101 Contractual Svcs. $ 57,592 Commodities $ 35,873 Total Administration $ 284,566 421-5220Collection Systems Personnel Svcs. $ 302,947 Contractual Svcs. $ 81,860 Commodities $ 26,468 Total Collections $ 411,275 5230 Wastewater SAT Site Personnel Svcs. Contractual Svcs. $ 229 Commodities Total SAT Site $ 229 421-5251Corgett WWTP Personnel Svcs. $ 205,170 Contractual Svcs. $ 113,842 Commodities $ 2,638 Total Corgett WWTP $ 321,650 421-5252Goodyear WRF Personnel Svcs. $ 565,588 Contractual Svcs. $ 548,686 Commodities $ 114,036 Total Goodyear WRF $ 1,228,310 421-5253Rainbow Valley WRF Personnel Svcs. Contractual Svcs. $ 53,428 Commodities $ 948 Total Rainbow Valley WRF $ 54,376 421-5254Environmental Quality Personnel Svcs. $ 132,652 Contractual Svcs. $ 119,481 Commodities $ 13,016 Total Rainbow Valley Reclamations $ 265,149 Total Wastewater $ 2,565,555 ENTERPRISE-WATER 410-5010Enterprise -Water Management Admin. Personnel Svcs. 47,862 Contractual Svcs. 188,399 Commodities 73,313 Total Administration $ 309,574 Total Ent Water Mgmt $ 309,574 231 FY 2011 ESTIMATE FY 2011 BUDGET FY 2012 BUDGET $ $ $ 122,850 3,900 126,750 $ $ $ 63,637 4,210 67,847 $ $ $ 120,750 4,800 125,550 $ $ $ $ 763,207 1,020,450 18,300 1,801,957 $ $ $ $ 763,207 1,001,597 5,769 1,770,573 $ $ $ $ 859,778 618,500 12,100 1,490,378 $ $ $ 27,500 2,400 29,900 $ $ $ 19,769 404 20,173 $ $ $ 26,400 26,400 $ $ $ 976,830 20,100 996,930 $ $ $ 1,318,325 14,152 1,332,477 $ $ $ $ 273,756 1,308,556 16,850 1,599,162 $ 208,996 $ $ 208,996 - $ $ - $ 208,996 $ 208,996 $ - $ $ $ $ $ 712,371 3,807,499 40,350 4,560,220 11,422,261 $ $ $ $ $ 712,371 3,383,024 46,993 4,142,388 10,666,701 $ $ $ $ $ 710,905 3,820,999 51,850 4,583,754 11,507,148 $ $ 105,904 89,000 $ 194,904 $ $ $ $ 105,905 59,117 165,022 $ $ $ $ 150,104 65,500 215,604 $ $ $ $ 320,760 171,000 41,000 532,760 $ $ $ $ 320,760 85,393 25,680 431,833 $ $ $ $ 436,513 159,000 37,000 632,513 $ - $ $ $ $ 195,715 161,500 1,500 358,715 $ $ $ $ 195,714 106,785 1,629 304,128 $ $ $ $ 199,856 116,400 1,600 317,856 $ $ $ $ 577,860 652,000 193,500 1,423,360 $ $ $ $ 577,860 537,852 208,071 1,323,783 $ $ $ $ 539,444 668,000 223,000 1,430,444 $ $ $ 75,700 1,000 76,700 $ $ $ $ 119,672 82,636 1,581 203,889 $ $ $ $ 61,819 89,700 2,000 153,519 $ $ $ $ $ 119,672 123,350 46,000 289,022 2,875,461 $ $ $ $ $ 98,348 117,247 18,336 233,931 2,662,586 $ $ $ $ $ 98,348 142,505 41,200 282,053 3,031,989 $ $ $ $ - Schedule 3 - Operating Funds Expenditure Schedule DEPT /DIV DESCRIPTION FY 2010 ACTUAL FY 2011 ESTIMATE FY 2011 BUDGET FY 2012 BUDGET WATER 411-5110Administration Personnel Svcs. Contractual Svcs. Commodities Total Administration $ 338,025 111,201 55,492 504,718 $ $ $ $ 337,274 388,828 182,700 908,802 $ $ $ $ 347,392 250,677 16,095 614,164 $ $ $ $ 229,630 409,400 54,475 693,505 Personnel Svcs. Contractual Svcs. Commodities Total Water Distribution $ $ $ $ 668,906 92,643 136,340 897,889 $ $ $ $ 618,237 138,902 46,098 803,237 $ $ $ $ 618,237 119,804 180,474 918,515 $ $ $ $ 695,975 30,000 284,800 1,010,775 Personnel Svcs. Contractual Svcs. Commodities Total Water Production $ $ $ $ 574,380 1,334,715 184,922 2,094,017 $ $ $ $ 550,904 1,876,500 2,427,404 $ $ $ $ 550,904 1,181,626 159,112 1,891,642 $ $ $ $ 570,800 1,773,803 218,280 2,562,883 $ $ $ 62,458 18,301 80,759 $ $ $ 120,949 29,750 150,699 $ $ $ $ 142,425 122,100 28,250 292,775 $ $ 226,898 704 $ $ $ 227,602 3,804,985 $ $ $ $ 1,946,014 1,244,603 610,656 3,801,273 411-5120Water Distribution 411-5130Water Production 411-5140Water Quality Personnel Svcs. Contractual Svcs. Commodities Total Water Quality 411-5150Environmental Quality Personnel Svcs. Contractual Svcs. Commodities Total Environmental Quality $ Total Water 4320 Total Stadium Administration Stadium Maintenance Personnel Svcs. Contractual Svcs. Commodities Total Stadium Maintenance $ * does not include funded reserve for capital maintenance Total Stadium 003 236,562 $ $ 131,159 - $ $ 236,562 4,526,703 $ $ 131,159 3,666,000 $ $ 4,559,938 $ $ $ $ 1,878,970 1,207,040 324,833 3,410,843 $ $ $ $ 666,516 322,300 62,460 1,051,276 $ $ $ $ 758,017 320,980 66,460 1,145,457 $ $ $ $ 1,212,454 876,060 252,373 2,340,887 $ $ $ $ 1,212,454 873,060 252,000 2,337,514 $ $ $ $ 1,200,823 892,060 252,373 2,345,256 Stadium Personnel Svcs. Contractual Svcs. Commodities 4330 $ $ 89720 20,800 110,520 - $ 3,801,273 $ 5,751,730 $ 3,388,790 $ 3,490,713 Total Sonoran Valley $ Total Operating Departments $ 66,107,932 $ $ 73,001,319 $ 67,300,590 $ 72,294,466 $ $ $ $ 563,048 463,882 576,651 1,603,581 $ $ $ $ 584,562 86,906 407,700 1,079,168 $ $ $ $ 584,563 486,415 617,940 1,688,918 $ $ $ $ 577,725 472,200 625,873 1,675,798 $ 67,711,513 $ 74,080,487 $ 68,989,508 $ 73,970,264 Sonoran Valley Personnel Svcs. Contractual Svcs. Commodities Internal Service Funds 4110 Fleet and Equipment Management* Personnel Svcs. Contractual Svcs. Commodities Total Fleet Grand Total All Funds 232 FY 12 DEBT SERVICE Schedule 4 Original Issue* GO Ref 2010 General Obligation Bonds FY2012 Principal Interest Outstanding as of 7/1/11 Insurance Costs Contract Payments Total Requirement $ 4,610,000 $ 4,610,000 $ - $ 204,169 $ 204,169 GO 2010 Bld. U.S. $ 5,815,000 $ 5,815,000 $ - $ 224,929 $ 224,929 GO Ref 2009 $ 5,580,000 $ 5,580,000 $ - $ 285,738 $ 285,738 GO 2008 $ 44,540,000 $ 41,975,000 $ 1,025,000 $ 2,030,000 $ 3,055,000 GO 2007 $ 36,750,000 $ 31,200,000 $ 1,275,000 $ 1,449,188 $ 2,724,188 GO 2005 $ 29,260,000 $ 19,985,000 $ $ 844,834 $ 844,834 GO 2003 $ 10,800,000 $ 7,550,000 $ 925,000 $ 284,584 $ 1,209,584 GO 2002 $ 11,060,000 $ 5,765,000 $ 860,000 $ 231,948 $ 1,091,948 Total G.O. 2002 2009 Total WIFA Ref 1999 Ref 2009 2010 2011 Total W&S 2008 Total McD. $148,415,000 $122,480,000 Original Outstanding Issue as of 7/1/11 $12,339,551 $7,669,447 $5,774,430 $5,162,585 $18,113,981 $12,832,032 Original Outstanding Issue as of 7/1/11 $3,335,000 $1,490,000 $325,000 $325,000 $14,950,000 $14,950,000 $15,480,000 $15,360,000 $34,090,000 $32,125,000 Original Outstanding Issue as of 7/1/11 $47,165,000 $44,900,000 $47,165,000 $44,900,000 - $4,085,000 $5,555,390 WIFA FY2012 Principal Interest $634,975 $304,053 $244,051 $103,252 $879,026 Insurance Costs $407,305 Water & Sewer Refunding FY2012 Interest Principal $260,000 $230,000 $0 $21,938 $0 $827,044 $75,000 $973,925 $335,000 $0 Insurance Costs $2,052,907 $2,325,093 233 Contract Payments $0 McDowell Improvement District FY2012 Insurance Principal Interest Costs $1,225,000 $2,325,093 $1,225,000 $0 Total Requirement $939,028 $347,303 $0 Contract Payments $0 $1,286,331 Total Requirement $490,000 $21,938 $827,044 $1,048,925 $0 Contract Payments $9,640,390 $2,387,907 Total Requirement $3,550,093 $3,550,093 FY 12 DEBT SERVICE Schedule 4 2007 PIC (A) Original Outstanding Issue as of 7/1/11 $67,850,000 $67,850,000 $67,850,000 $67,850,000 PIC2007A (Stadium) FY2012 Principal Interest $0 $3,274,250 $0 $3,274,250 Insurance Costs Contract Payments Total Requirement $3,274,250 $3,274,250 Insurance Costs Contract Payments Total Requirement $608,200 PIC2007B (GADA) 2007 PIC (B) 2007 PIC (C) 2008 Series 2008 PIC FY 12 Grand Total Original Outstanding Issue as of 7/1/11 $3,165,000 $1,705,000 $3,165,000 $1,705,000 Original Outstanding Issue as of 7/1/11 $3,250,000 $2,605,000 $3,250,000 $2,605,000 FY2012 Principal Interest $545,000 $63,200 $545,000 $63,200 PIC2007C (City Hall) FY2012 Principal Interest $200,000 $118,225 $200,000 $608,200 Insurance Costs $118,225 $34,450,000 $0 Total Requirement $318,225 $318,225 PIC Series 2008 (MLB Spring Training Facility) Original Outstanding Insurance FY2012 Issue as of 7/1/11 Principal Interest Costs $34,450,000 $34,450,000 $0 $2,092,038 $34,450,000 Contract Payments Contract Payments Total Requirement $2,092,038 $2,092,038 $2,092,038 Total Original Outstanding Principal Interest $356,498,981 $318,947,032 $7,269,026 $15,888,408 234 $0 $0 $23,157,434 Schedule 5 - Authorized Fulltime Positions Dept/Div Council Support - 1110 City Clerk - 1210 Position Title Assistant to the Council Assistant to the Mayor Executive Assistant Total Council Support 1 0 1 2 1 1 1 1 1 1 1 6 0 City Manager Assistant to the City Manager Executive Assistant Supervisor Intergovernmental Program & Grants Coordinator Intergovernment Program Manager Staff Assistant Total Administration 1 1 1 1 1 1 6 0 Deputy City Manager Executive Assistant Executive Management Assistant Total Deputy City Manager 2 1 2 5 11 0 0 City Attorney Assistant City Attorney Legal Services Coordinator Total City Attorney 1 2 1 4 0 City Prosecutor Assistant City Prosecutor Legal Assistant Staff Assistant Total City Prosecutor 1 1 1 1 4 8 0 0 Finance Director Controller Account Clerk Account Specialist Administrative Assistant Management Assistant Sales Tax Auditor Senior Account Clerk Senior Accountant Total General Accounting 1 1 1 1 1 1 1 2 1 10 0 CFD Administrator CFD Specialist Total CFD 1 1 2 0 Budget & Research Manager Budget & Financial Planning Analyst Business Registration Coordinator Capitol Improvement Program Administrator Contract Analyst Staff Assistant Total Budget & Research 1 1 1 1 1 1 6 0 City Clerk Administrative Assistant Deputy City Clerk Records Administrator Records Analyst II Staff Assistant Total City Clerk City Manager's Office Administration - 1310 Deputy City Manager - 1330 Total City Manager's Office Legal Services City Attorney - 1410 City Prosecutor - 1420 Total Legal Services Finance General Accounting - 1610 CFD - 1620 Budget & Research - 1630 Number of Funded Number of Unfunded Positions Positions 235 1 Schedule 5 - Authorized Fulltime Positions Dept/Div Customer Service - 1640 Number of Funded Number of Unfunded Positions Positions Position Title Customer Service Supervisor Customer Service Representative I Customer Service Representative II Customer Service Advocate Total Customer Service 1 2 2 1 1 1 8 0 Procurement Manager Procurment Specialist Total Procurement 1 2 3 0 Mail and Copy Clerk Total Mail Serivces 1 1 0 30 0 Utility Billing Specialist Senior Account Clerk Procurement - 1650 Mail Services - 1660 Total Finance Information & Technology Administration - 1710 Technical Support & Services - 1720 Application and Development Support - 1730 Director of Information and Technology Services Administrative Assistant 1 1 ITS Security Administrator Total Administration 1 3 0 IT Technician I System Administrator Technical Services Manager Total Technical Support & Services 2 2 1 5 0 Application & Business Analyst Application & Business Manager Application Developer Total Application and Development Support 2 1 3 6 0 14 0 Human Resources Director Human Resources Analyst Human Resources Manager HR Specialist Volunteer Coordinator Total Administration 1 1 1 2 1 6 0 Risk Manager Benefits Specialist Total Risk Aversion 1 1 2 0 1 9 0 0 Administrative Assistant Administrative Services Manager Assistant to the Chief of Police Chief of Police Intelligence Analyst Police Commander Police Records Clerk II Police Records Specialist Total Administration 3 1 1 1 1 2 1 1 11 0 Towing Administrator Total Towing Administration 1 1 0 Total Information & Technology Human Resources Administration - 1810 Risk Aversion - 1820 Employee Development - 1830 Police Administration - 2110 Towing Administration - 2120 Employee Development Manager Total Human Resources 236 Schedule 5 - Authorized Fulltime Positions Dept/Div Field Operations - 2130 Telecomm. 2140 Community Services - 2150 Number of Funded Number of Unfunded Positions Positions Position Title Police Detective Police Evidence Technician Police Lieutenant Police Officer Police Sergeant Total Patrol & Investigations 1 1 4 57 10 73 0 Telecommunications Manager Telecommunications Supervisor Telecommunications Operator Total Telecomm. 1 4 12 17 0 1 2 1 1 1 6 0 1 1 7 2 1 8 20 128 0 0 Fire Chief Administrative Assistant Management Assistant Staff Assistant Total Administration 1 1 1 2 5 0 Fire Marshall Fire Inspector III Fire Inspector III Plans Examiner Total Community Services 1 1 1 2 5 0 FIRE DEPUTY CHIEF Fire Battalion Chief Firefighter Fire Captain Fire Engineer Total Operations 1 4 42 23 17 87 Deputy Chief Fire Battalion Chief Fire Equipment Maintenance Worker III Fire Equipment Maintenance Worker III Total Support Services 1 1 1 1 4 0 Emergency Management Coordinator Community Education Coordinator Total Homeland Security 1 1 2 0 Code Compliance Manager Code Compliance Officer I Staff Assistant Neighborhood Services Manager Police Officer Total Community Services Support Services - 2160 Forensic Specialist Investigations Specialist Police Officer Police Sergeant Police Lieutenant Police Detective Total Support Services Total Police Fire Administration - 2210 Fire Prevention - 2220 Emergency Services - 2230 Support Services - 2240 Homeland Security - 2250 237 1 1 Schedule 5 - Authorized Fulltime Positions Dept/Div Building Inspections - 2260 Municipal Court - 2310 Economic Development - 3210 Public Information Office - 3220 Community Development Administration - 3310 Planning & Zoning - 3320 Development Services Administration - 3343 Engineering Services Transportation -3430 Administration - 3431 Plan Review - 3432 Number of Funded Number of Unfunded Positions Positions Position Title Building Inspector III Building Inspector II Development Services Tech II Building Official Plans Examiner Development Services Technician III Plans Review Supervisor Building Safety Total Building Safety Total Fire 2 2 2 1 1 1 1 10 113 0 1 Total Municipal Court 1 1 3 2 1 1 1 10 0 Administrative Assistant Economic Development Manager Sr. Office & Industrial Development Manager Economic Development Process Administrator Total Economic Development 1 1 1 1 4 0 Economic Development Director Public Information Officer Webmaster Graphic Designer Total Public Information Office Total Economic Development 1 1 1 1 4 8 0 0 Community Development Director Total Administration 1 1 0 Planning Manager Planner II Planner III Total Planning & Zoning 1 1 3 5 0 Development Services Specialist Records Analyst II Development Services Technician III Total Permit Processing Total Community Development 1 1 1 3 9 0 0 City Traffic Engineer Assistant City Traffic Engineer Total Transportation 1 1 2 0 City Engineer Assistant City Engineer Administrative Assistant Project Manager Real Estate Coordinator Sr. Civil Engineer Sr. Project Manager Total Administration 1 1 1 1 1 1 2 8 0 Landscape Technician Plans Examiner II Plans Examiner III Total Plan Review 1 2 1 4 0 Court Administrator Court Interpreter Court Specialist III Court Specialist II Court Supervisor Judge Judicial Enforcement Officer 238 Schedule 5 - Authorized Fulltime Positions Dept/Div Permit Processing - 3433 Inspections - 3434 GIS - 3435 Number of Funded Number of Unfunded Positions Positions Position Title Development Services Technician II Total Permit Processing 1 1 0 Staff Assistant Construction Inspector II Construction Inspection III Construction Inspection Supervisor Total Inspections 1 3 1 1 6 0 GIS Coordinator GIS Technician Total GIS 1 1 2 23 0 0 Public Works Director Administrative Assistant Staff Assistant Admin. Services Manager Total Administration 1 4 1 1 7 0 Service Advisor Mechanic III Mechanic Foreman Fleet Superintendent Total Fleet 1 3 1 1 6 0 Deputy Public Works Director Facility Superintendent Facilities Maintenance Worker III Facilities Maintenance Worker II 1 1 2 4 Total Engineering Public Works Administration - 4010 Fleet - 4110 Facilities - 4210 1 Facilities Foreman Streets - 4630 Streets - Traffic - 4660 Sanitation - 4910 Total Facilities 8 1 Streets and Traffic Superintendent Streets Maintenance Worker I Streets Maintenance Worker II Street Maintenance Worker III Streets Supervisor Street Maintenance Foreman Equipment Operator Total Streets 1 1 3 1 1 1 2 10 0 Traffic Operations Worker II Signal Technician III Signal Technician II Total Streets - Traffic 1 1 2 4 0 Sanitation Superintendent Sanitation Supervisor Sanitation Inspector Sanitation Worker II Total Sanitation 1 1 1 6 9 44 0 1 1 1 1 3 0 Total Public Works Water Administration - 5110 Deputy Public Works Director Water Resources Manager Water Conservation Specialist Total Administration 239 Schedule 5 - Authorized Fulltime Positions Dept/Div Distribution - 5120 Position Title Number of Funded Number of Unfunded Positions Positions Utility Technician Utility Technician II Sr. Utility Technician Water Distribution Supervisor Operations Supervisor Total Distribution 1 6 2 1 0 10 Utility Technician II Sr. Utility Technician Operations Supervisor Total Production 5 2 1 8 0 Water Quality Technician III Water Quality Technician II Total Environmental Quality Total Water 1 1 2 23 0 2 Wastewater Superintendent Total Administration 1 1 0 Sr. Utility Technician Utility Technician II Total Collection System 1 3 4 0 Treatment Plant Corgett WWTP - 5251 Utility Technician I Utility Technician II Sr. Utility Technician 1 1 1 Treatment Plant Goodyear WRF- 5252 Maintenance Mechanic I Maintenance Mechanic II Maintenance Mechanic III Operations Supervisor Reclamation Sr. Utility Technician Utility Technician II Utility Technician Utility Technician II Environmental Compliance Supervisor Total Treatment Plant Total Wastewater 1 1 1 1 1 2 1 2 1 14 19 0 0 42 2 Parks & Recreation Director Parks Supervisor Parks Worker I Parks Worker II Parks Worker III Total Administration 1 1 2 7 7 18 0 Administrative Assistant Ballpark Manager Ballpark Coordinator Ballpark Coordinator- Bus. Development Ballpark Coordinator - Ticket Operations Ballpark Supervisor Total Ballpark Administration 1 1 1 1 1 1 6 0 Production - 5130 Environmental Quality - 5140 Wastewater Administration - 5210 Collection System - 5220 Treatment Plant RVWRF- 5253 Treatment Plant RVWRF- 5254 Total Public Works / Water Resources Parks Administration - 4310 1 1 2 Stadium Administration- 4320 240 Schedule 5 - Authorized Fulltime Positions Dept/Div Stadium Maintenance - 4330 Number of Funded Number of Unfunded Positions Positions Position Title Ballpark Foreman Ballpark Supervisor Grounds Equipment Mechanic Groundskeeper I Groundskeeper II Grounsdkeeper III Total Ballpark Maintenance 0 1 1 4 9 3 18 1 1 Recreation and Aquatics Coordinator Total Acquatics 1 1 0 Recreation and Aquatics Coordinator Recreation and Acquatics Superintendent Public Arts Specialist Administrative Assistant Total Recreation 2 1 1 1 5 0 Total Parks & Recreation 48 1 TOTAL CITY 505 6 Acquatics - 4410 Recreation - 4420 241 Schedule 5a - Five Year History Full Time Authorized Positions Department/Program Mayor & Council Manager's Office Clerk Human Resources Attorney Community Services ITS Finance Administration Percent Of Total Econ Development Comm Development Engineering Planning & Devel Svcs Percent Of Total Court Prosecutor Police*** Telecomm Fire Public Safety Percent Of Total Aquatics/Recreation Parks Stadium Parks Percent Of Total Public Works Admin Fleet Services Building Services Streets Sanitation Public Works Percent Of Total Water Sewer Water Resources Percent Of Total Positions Authorized - not funded Total City FY 07-08 FY 08-09 2 19 8 11 4 13 15 28 100 17.86% 20 6 11 4 13 16 30 100 17.61% 5 37 32 74 13.21% 10 5 104 17 107 243 43.39% 5 39 29 73 12.85% 10 5 105 18 110 248 43.66% 5 29 34 6.07% 5 17 13 35 6.16% 11 7 7 16 14 55 9.82% FY 09-10 12 7 7 15 15 56 9.86% 31 23 33 23 FY 10-11 21 6 12 4 2 16 32 93 15.71% 5 24 32 61 10.30% 11 5 116 17 127 276 46.62% 6 23 25 54 9.12% 7 7 10 19 14 57 9.63% 31 20 54 9.64% 56 9.86% 51 8.61% 560 568 592 242 FY 11-12 3 12 6 9 4 14 30 78 15.18% 7 10 24 2 11 6 9 4 14 30 76 14.87% 8 9 23 41 7.98% 40 7.83% 10 4 111 17 113 10 4 111 17 113 255 49.61% 6 18 25 49 9.53% 7 7 7 14 10 45 8.75% 25 18 255 49.90% 6 18 24 48 9.39% 7 6.5 7.5 14 9 44 8.62% 23 19 43 8.37% 42 8.22% 3 514 6 511 City of Goodyear FY 12 Fund Transfers Schedule 6 Transfer To General Fund Water Wastewater Resources Stadium Debt Service Highway User Fund (HURF) Totals From $ General Fund 7,544,076 $ 1,443,832 $ 8,987,908 Water Resources $ 1,360,000 $ 1,360,000 Wastewater $ 896,460 $ 896,460 Sanitation $ 1,192,385 $ 1,192,385 Stadium $ $ - $ - - Debt Service TOTAL $ 3,448,845 $ - $ - $ 243 7,544,076 $ - $ 1,443,832 $ 12,436,753 SCHEDULE - 7 - Property Taxes DESCRIPTION FY 2008 BUDGET FY 2009 BUDGET FY 2010 BUDGET FY 2011 BUDGET FY 2012 BUDGET $569,933,791 $4,172,485 0.7321 $734,948,385 $4,907,985 0.6678 $850,811,475 $5,487,734 0.6450 $789,556,527 $6,002,998 0.7603 $667,349,262 $6,303,781 0.9446 $1,000,721,049 $982,750,592 $9,328,722 $9,385,268 0.9322 0.9550 $848,758,886 $5,627,271 0.6630 $673,001,828 $4,410,854 0.6554 $11,630,270 1.4233 $10,714,635 1.6000 Primary Property Tax Primary Valuation Primary Levy Rate Secondary Property Tax Secondary Valuation Secondary Levy Secondary Rate $764,237,139 $6,632,814 0.8679 Combined Property Tax Levy Combined Property Tax Rate $10,805,299 1.6000 $14,236,707 1.6000 Truth in Taxation Primary property tax levy FY11: $ 6,002,998 Value of new construction FY12 $ 19,124,210 Net assessed value minus new construction FY12: $ 648,225,052 Total Net assessed valuation FY12: $ 667,349,262 Max. Rate that can be imposed without Truth in Taxation FY12 $ 0.9261 Max. Levy that can be imposed without Truth in Taxation FY12 $ 6,180,101 Max. Levy Allowed by law Requires Truth in Taxation $ 6,303,781 Levy Amount Requiring Truth in Taxation $ 123,680 Truth in Taxation tax rate $ 0.9446 244 $14,873,002 1.6000 Schedule 8 Debt Capacity Analysis (Arizona Constitutional Limit) As Of June 30, 2011 FY 11/12 Secondary Assessed Valuation (AV) $ 673,001,828 Debt Limit 6% Of Assessed Valuation (1) $ 40,380,110 Bonds Outstanding At June 30, 2011 $ 275,000 Excess Available At June 30, 2011 $ 40,105,110 Debt Limit 20% Of Assessed Valuation (2) $ 134,600,366 Bonds Outstanding At June 30, 2011 $ 122,205,000 $ 12,395,366 Excess Available At June 30, 2011 (1) The Arizona Constitution states that for general municipal purposes a municipality cannot incur a debt exceeding 6% of the assessed valuation of taxable property. Projects include municipal buildings, water, artificial light, sewers, and the acquisition and development of land for open space preserves, parks, playgrounds, and recreational facilities. (2) Additional bonds amounting to 20% of the assessed valuation of taxable property can be issued for supplying such services as streets, water, artificial light, sewers, and for the acquisition and development of land for open space preserves, parks, playgrounds, and recreational facilities. In FY06 projects involving public safety, law enforcement, fire and emergency service facilities, streets, and transportation facilities were added tothis category. 245 Schedule 9 - FY11-12 CIP Projects Facility Projects 123-3430-500-7230 FA1201 Public Works, Wash Rack Fuel Site & Storage Facility Public Works impact Fees $1,250,000 Street Projects 151-3430-500-7340 ST1201 001-3430-500-7125 ST0603 126-3430-500-7345 001-3430-500-7345 ST0508 313-3430-500-7345 ST1202 Storm Drain, La Jolla to Litchfeild Rd. CDBG Grant SR303 ROW General Fund $200,000 $2,000,000 Traffic Signals 2 per year Arterial Streets Development Impact Fees General Fund $159,750 $48,585 Trafic Signal System Fiber Pebblecreek, Van Buren to Indian School MAG $700,000 Bullard, I-10 to Estrella Pkwy. Arterial Streets Development Impact Fees MAG $100,000 $206,000 126-3430-500-7345 313-3430-500-7345 ST1203 126-3430-500-7345 001-3430-500-7345 ST1204 Traffic Control System Conduit I-10 303 Interchange $249,089 Arterial Streets Development Impact Fees $25,365 General Fund 445-3430-500-7330 Parks Projects SD1201 Stadium Infrastructure 001-3430-500-2115 199-3430-500-2115 PK1201 Loma Linda Park Design General Fund Outside Contribution Stadium Infrastructure $5,700,000 $89,210 $30,000 Water Projects 417-5110-500-7540 416-3430-500-7540 WA0510 WA0508 CAP M-1 Chargers (10,742 AC/FT) Water Resources Impact Fees $220,000 Water Collection Lines Water Development Fees $601,657 I-10/303 Landscape Sleeves, Reclaim Water Reclaim Water Development Fees $145,701 Reclaimed water Projects 427-3430-500-7332 427-3430-500-7340 WR1201 WR1202 Reclaim System Expansion Reclaim Water Development Fees TOTAL CIP PROJECTS $66,307 $ 11,791,664 246 CITY OF GOODYEAR FY12 STATE SCHEDULES 247 248 134,284,128 1,079,168 1,079,168 255,490,200 26 491 495 26,491,495 41 523 777 41,523,777 $ 37,232,887 104,967,612 26,491,495 7,766,560 7,766,560 41,523,777 7,766,560 7,766,560 58,098,556 3,615,462 $ 21,363,545 78,789,538 $ 66,276,715 601,804 19 112 469 19,112,469 19,112,469 22,289,742 219,117 219,117 441,518 $ 10,714,635 4,410,854 4,410,854 Secondary: EXPENDITURE LIMITATION COMPARISON 1. Budgeted expenditures/expenses 2. Add/subtract: estimated net reconciling items 3. Budgeted expenditures/expenses adjusted for reconciling items 4. Less: estimated exclusions 5. Amount subject to the expenditure limitation 6. EEC or voter-approved alternative expenditure limitation $ $ ACTUAL EXPENDITURES/ EXPENSES ** 2011 $ 162,862,968 1,675,698 27 481 550 27,481,550 27,481,550 60,838,783 3,550,094 3,550,094 13,585,634 ESTIMATED FUND REVENUES BALANCE/ OTHER THAN NET PROPERTY TAX PROPERTY ASSETS*** REVENUES TAXES 2012 2012 July 1, 2011** Primary: 6,303,781 $ 55,731,209 $ 23,612,065 $ 55,000,500 255,490,200 131,337,737 $ 124,152,463 $ 277,557,857 2011 $ 255,490,200 $ 55,000,500 $ 55,000,500 2012 $ 214,675,798 (1,675,798) 213,000,000 47,345,962 $ 165,654,038 $ 295,600,663 $ 55,000,500 $ OTHER FINANCING 2012 SOURCES $ 12,436,753 7 544 076 7,544,076 7,544,076 1,443,832 $ 3,448,845 $ 12,436,753 3 448 845 3,448,845 3,448,845 $ 8,987,908 INTERFUND TRANSFERS 2012 IN 4/11 SCHEDULE A * Includes Expenditure/Expense Adjustments Approved in current year from Schedule E. ** Includes actual amounts as of the date the proposed budget was prepared, adjusted for estimated activity for the remainder of the fiscal year. *** Amounts in this column represent Fund Balance/Net Asset amounts except for amounts not in spendable form (e.g., prepaids and inventories) or legally or contractually required to be maintained intact (e.g., principal of a permanent fund). The city/town does not levy property taxes and does not have special assessment districts for which property taxes are levied. Therefore, Schedule B has been omitted. 12. TOTAL ALL FUNDS 11. Internal Service Funds 10. Total Enterprise Funds 8. Enterprise Funds Available 9. Less: Amounts for Future Debt Retirement 7. Permanent Funds 6. Capital Projects Funds 5. Total Debt Service Funds 3. Debt Service Funds Available 4. Less: Amounts for Future Debt Retirement 2. Special Revenue Funds 1. General Fund FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES* 2011 City of Goodyear Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2012 $ 239,854,318 2,277,502 50 689 250 50,689,250 50,689,250 83,128,525 8,180,065 8,180,065 15,470,984 $ 80,107,992 TOTAL FINANCIAL RESOURCES AVAILABLE 2012 $ $ 214,675,798 1,675,798 48 559 775 48,559,775 48,559,775 66,415,544 7,861,677 7,861,677 10,434,429 79,728,575 BUDGETED EXPENDITURES/ EXPENSES 2012 City of Goodyear Summary of Tax Levy and Tax Rate Information Fiscal Year 2012 2011 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) $ 2012 6,002,998 $ 6,303,781 6,002,998 $ 6,303,781 2. Amount received from primary property taxation in the current year in excess of the sum of that year's maximum allowable primary property tax levy. $ A.R.S. §42-17102(A)(18) 3. Property tax levy amounts A. Primary property taxes $ B. Secondary property taxes C. Total property tax levy amounts 5,627,271 $ 11,630,269 $ 6,002,998 $ 6,002,998 4,410,854 $ 10,714,635 4. Property taxes collected* A. Primary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total primary property taxes B. Secondary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total secondary property taxes $ 5,627,271 $ 5,627,271 C. Total property taxes collected $ 11,630,269 5. Property tax rates A. City/Town tax rate (1) Primary property tax rate (2) Secondary property tax rate (3) Total city/town tax rate 0.7603 0.6630 1.4233 0.9446 0.6554 1.6000 B. Special assessment district tax rates Secondary property tax rates - As of the date the proposed budget was prepared, the -0special assessment districts for which secondary city/town was operating property taxes are levied. For information pertaining to these special assessment districts and their tax rates, please contact the city/town. * Includes actual property taxes collected as of the date the proposed budget was prepared, plus estimated property tax collections for the remainder of the fiscal year. 4/11 249 SCHEDULE B City of Goodyear Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2012 ESTIMATED REVENUES 2011 SOURCE OF REVENUES ACTUAL REVENUES* 2011 ESTIMATED REVENUES 2012 GENERAL FUND Local taxes $ Construction Sales Tax General Sales Tax Franchise Taxes 3,000,000 27,735,287 2,640,143 3,063,706 29,349,779 2,344,522 3,000,000 30,649,884 2,434,609 Licenses and permits Business License Non- business Licenses 165,000 72,801 167,000 60,015 159,000 52,000 3,467,005 4,497,364 1,605,726 3,401,471 4,507,320 1,583,965 4,938,471 5,509,486 2,201,261 150,360 51,384 284,789 4,062,992 67,000 573,952 28,038 319,798 839,266 150,073 2,967,702 563,500 22,600 317,094 646,690 148,000 2,761,424 Intergovernmental State Shared Sales Urban Revenue Saharing Auto Lieu Charges for services Gen Gov't Rentals Recreation Community Development Public Safety Building Safety Misc. 450,000 Fines and forfeits Court Fines 757,087 764,265 726,440 Interest on investments Interest 244,667 49,000 67,000 In-lieu property taxes Use Tax 900,000 900,000 900,000 Contributions Voluntary contributions Miscellaneous Misc Police Impound Fees Total General Fund $ 570,371 180,000 $ 520,221 108,000 $ 523,750 110,000 $ 50,901,976 $ 51,698,093 $ 55,731,209 Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget * SPECIAL REVENUE FUNDS HURF Court Enhancement Fees JCEF 2,720,599 75,000 19,440 250 2,704,205 71,679 16,787 3,286,634 72,000 17,000 City of Goodyear Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2012 SOURCE OF REVENUES Fill the Gap ESTIMATED REVENUES 2011 $ $ ACTUAL REVENUES* 2011 7,580 2,822,619 $ $ 9,017 2,801,688 $ $ $ 400,000 2,100,000 $ ESTIMATED REVENUES 2012 10,000 3,385,634 GRANTS HUD Streets Misc. CDBG MAG $ 4,039,399 12,910,762 257,029 Total Special Revenue Funds $ $ 17,207,190 $ $ 2,885,000 $ $ 9,094,000 200,000 906,000 10,200,000 $ 20,029,809 $ 5,686,688 $ 13,585,634 385,000 Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget * DEBT SERVICE FUNDS McDowell Rd. Improvement District Proposed Improvement District $ 0 $ 2,369,075 500 2,369,575 $ 0 $ 2,369,575 $ 3,550,094 Non-Utility Development Fees $ Utility Development Fees Bonds CIP Proposed Improvement District Stadium Reserve Infrastructure Improvements $ 3,819,921 4,806,532 2,000,000 $ 2,145,285 2,077,159 605,000 500 $ 2,467,646 3,370,637 10,626,453 $ 4,827,944 $ 49,300,500 5,700,000 60,838,783 $ 10,626,453 $ 4,827,944 $ 60,838,783 $ $ $ 9,279,834 8,305,714 6,062,550 1,553,470 25,201,568 $ $ 10,278,700 8,924,223 5,510,152 1,757,500 26,470,575 $ 10,032,397 9,571,974 6,314,254 1,562,925 27,481,550 $ 26,470,575 $ 25,201,568 $ 27,481,550 Total Debt Service Funds $ $ $ 3,550,094 $ 3,550,094 CAPITAL PROJECTS FUNDS Total Capital Projects Funds ENTERPRISE FUNDS Water Wastewater Sanitation Stadium Total Enterprise Funds Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget * INTERNAL SERVICE FUNDS Fleet Maintenance $ 251 0 $ 0 $ 1,675,698 1,675,698 City of Goodyear Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2012 ESTIMATED REVENUES 2011 SOURCE OF REVENUES * ACTUAL REVENUES* 2011 ESTIMATED REVENUES 2012 Total Internal Service Funds $ 0 $ 0 $ 1,675,698 *not included in total TOTAL ALL FUNDS $ 108,028,813 $ 89,783,868 $ 161,187,270 Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget 252 City of Goodyear Summary by Fund Type of Other Financing Sources/ and Interfund Transfers Fiscal Year 2012 OTHER FINANCING 2012 SOURCES FUND INTERFUND TRANSFERS 2012 IN GENERAL FUND $ $ $ 3,448,845 $ 8,987,908 Total General Fund $ $ $ 3,448,845 $ 8,987,908 $ $ $ 1,443,832 $ Total Special Revenue Funds $ $ $ 1,443,832 $ $ $ $ $ Total Debt Service Funds $ $ $ $ SPECIAL REVENUE FUNDS DEBT SERVICE FUNDS CAPITAL PROJECTS FUNDS Proposed 2012 Improvement DistrictStadium Reserve Infrastructure Improv. $ 55,000,500 $ 55,000,500 $ $ Total Capital Projects Funds $ 55,000,500 $ 55,000,500 $ $ PERMANENT FUNDS $ $ $ $ Total Permanent Funds $ $ $ $ $ $ ENTERPRISE FUNDS Stadium Water Wastewater Sanitation $ 7,544,076 $ 1,360,000 896,460 1,192,385 Total Enterprise Funds $ $ $ 7,544,076 $ $ $ $ $ Total Internal Service Funds $ $ $ $ 3,448,845 INTERNAL SERVICE FUNDS TOTAL ALL FUNDS $ 4/11 55,000,500 $ 253 D Schedule 55,000,500 $ 12,436,753 $ 12,436,753 City of Goodyear Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2012 FUND/DEPARTMENT EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2011 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2011 GENERAL FUND Administration $ Administrative Services Public Safety Parks & Recreation Development Services Public Works Debt Svc Carryover and One-time Capital Contingency Capital Improvement Projects Funded Depreciation Total General Fund $ 5,655,085 8,370,392 25,969,143 4,009,205 4,397,883 3,358,564 930,725 2,620,000 16,347,842 5,130,699 2,000,000 78,789,538 SPECIAL REVENUE FUNDS HURF $ Grants Total Special Revenue Funds $ 3,843,477 17,207,190 21,050,667 $ $ DEBT SERVICE FUNDS GO Debt Service $ Impr. Dist. Debt Service Total Debt Service Funds $ 4,218,860 3,547,700 7,766,560 10,775,461 34,225,413 60,959,635 $ CAPITAL PROJECTS FUNDS Non-Utility Dev Fees $ CIP Carry over Proposed Improv Dist MAG McDowell Rd Improv Dist Total Capital Projects Funds $ 1,524,733 107,485,242 $ $ $ 5,130,699 1,300,000 58,098,556 6,445,088 7,838,022 26,913,682 4,111,932 4,395,953 3,394,433 926,425 3,621,248 16,347,842 5,733,950 $ 79,728,575 312,878 $ 3,615,462 $ 312,878 $ 3,615,462 $ 4,864,869 5,569,560 10,434,429 $ $ $ $ $ 4,218,860 3,547,700 7,766,560 87,000 35,621,154 $ 14,707,847 851,197 49,300,500 1,556,000 (55,572) (1,652,660) $ $ 1,395,741 (3,913,371) 5,423,221 7,307,370 25,814,481 4,011,781 4,359,660 2,908,851 875,153 967,340 BUDGETED EXPENDITURES/ EXPENSES 2012 $ $ 4,311,583 3,550,094 7,861,677 $ (2,517,630) $ 1,524,733 37,232,887 $ 66,415,544 $ 337,853 3,388,790 $ ENTERPRISE FUNDS Stadium $ 4,021,250 Stadium Reserve/Infrastructure Improvements Stadium Debt 5,202,538 Water/Sewer Funds 7,402,189 Utility Dev Fee 8,441,599 CIP - Water 4,755,441 CIP - Wastewater 5,524,756 Wate/Wastewater Bonds ARRA - WIFA loans Sanitation 4,560,220 Total Enterprise Funds $ 39,907,993 $ INTERNAL SERVICE FUNDS Fleet Total Internal Service Funds $ TOTAL ALL FUNDS $ $ $ 1,079,168 1,079,168 256,079,168 289,472 221,656 898,713 100,154 198,237 ACTUAL EXPENDITURES/ EXPENSES* 2011 $ $ 4,142,388 26,491,495 $ 3,490,713 5,700,000 5,366,288 16,592,195 8,906,922 448,042 431,127 2,342,411 698,323 4,583,754 48,559,775 $ $ 1,668,136 1,668,136 134,873,096 $ $ 1,675,798 1,675,798 214,675,798 172,000 7,574,189 1,250,836 (144,905.00) 1,615,784 588,968 588,968 6,006,277 5,379,851 * Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. 4/11 254 SCHEDULE E City of Goodyear Summary by Department of Expenditures/Expenses Fiscal Year 2012 DEPARTMENT/FUND Mayor and Council General Fund $ Department Total City Clerk General Fund Department Total City Manager's Office General Fund Department Total Non-Departmental General Fund Prior Year Carryover Grants Contingency Department Total Attorney/Prosecutor General Fund Prior Year Carryover Department Total Finance General Fund Dev Impact Fees Capital Improvement Projects Proposed Improvement District Debt Service Special Improvement District Department Total IT General Fund Prior Year Carryover Department Total Human Resources General Fund Department Total Police General Fund Towing Administration - 009 Dev. Fees Grants Department Total Fire General Fund Dev. Fees Department Total Court General Fund Department Total Economic Development General Fund Department Total Community Development General Fund Department Total Engineering General Fund Department Total Parks & Recreation General Fund Stadium Infrastructure Reserve Stadium Operating Department Total Public Works General Fund HURF Water Resources Wastewater Capital Projects Water/Sewer Bonds Dev Fees Sanitation ARRA - WIFA Loans Grants Department Total Department Total $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES * BUDGETED EXPENDITURES/ EXPENSES 2011 2011 2011 2012 469,151 469,151 $ $ 451,962 451,962 $ 366,602 366,602 702,490 702,490 662,674 662,674 564,003 564,003 1,683,244 1,683,244 1,655,922 1,655,922 1,591,562 1,591,562 2,800,200 500,000 2,727,481 16,347,842 22,375,523 1,496,547 2,809,400 1,496,547 5,569,560 16,347,842 24,726,802 1,081,829 275,000 1,356,829 289,472 1,165,941 1,113,520 289,472 1,165,941 1,113,520 2,676,255 3,018,001 5,130,699 60,037,085 24,180,013 5,072,433 100,114,486 126,259 2,802,514 126,259 2,802,514 2,903,241 5,330,457 9,355,378 50,856,500 19,550,384 3,550,094 91,546,054 99,997 2,516,505 99,997 2,516,505 2,732,362 88,750 2,821,112 1,988,351 1,988,351 2,202,418 2,202,418 2,416,508 1,300,000 3,716,508 2,195,800 2,195,800 13,552,775 878,713 13,248,472 149,680 5,807,460 907,029 20,267,264 13,773,699 194,803 7,427,390 878,713 13,398,152 21,395,892 11,397,419 1,950,000 13,347,419 11,397,380 11,397,380 11,981,164 1,950,000 13,931,164 1,018,949 1,018,949 1,018,949 1,018,949 964,016 964,016 957,304 957,304 957,303 957,303 1,043,347 1,043,347 1,075,339 1,075,339 1,047,899 1,047,899 996,382 996,382 2,365,240 2,365,240 2,345,458 2,345,458 2,356,224 2,356,224 4,111,933 5,700,000 3,490,713 13,302,646 4,009,205 100,134 4,011,781 3,660,843 7,670,048 100,134 3,388,790 7,400,571 3,358,564 3,503,477 7,402,164 (55,752) 312,878 2,908,851 3,615,462 6,197,427 4,560,220 4,142,388 18,824,425 198,140,019 3,394,434 4,918,869 4,559,938 3,031,989 879,169 2,342,411 8,906,922 4,583,754 698,323 762,447 34,078,256 257,126 $ 1,751,701 16,864,128 $ 67,170,256 $ 213,000,000 * Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. 4/11 255 SCHEDULE F This page intentionally left blank. 256 257 258 259 260 261 262 263 264 265 266 267 Glossary The City of Goodyear’s Annual Budget is structured to be understandable and meaningful to both the general public and the organization. This glossary is provided to assist those unfamiliar with budgeting terms and a few terms specific to the City of Goodyear financial planning process. ACTUAL VS. BUDGETED Difference between what was projected (budgeted) in revenues or expenditures at the beginning of the fiscal year and the actual receipts or expenses which are incurred by the end of the year. ACCRUAL BASIS OF ACCOUNTING A method of accounting whereby income and expense items are recognized and recorded when income is earned and expense is incurred, regardless of when cash is actually received or paid. ALTERNATIVE LOCAL EXPENDITURE LIMITATION If the funding needs of the City are greater than the State imposed expenditure limit, the following options are available. All four options are subject to voter approval: 1. Local home rule (alternative expenditure) limitation 2. Permanent base adjustment 3. Capital projects accumulation fund 4. One-time override APPROPRIATION An authorization made by the City Council which permits the City to incur obligations and to make expenditures of resources. ASSESSED VALUATION A valuation established upon real estate or other property by the County Assessor and the State as a basis for levying taxes. BALANCED BUDGET A balanced budget occurs when the total sum of money a government collects in a year is equal to the amount it spends on goods, services, and debt interest. BUDGETING PROCESS Steps by which governments create and approve a budget. Goodyear’s budgeting process is demonstrated in the format of a calendar. BUILDING PERMIT A document authorizing the holder to construct a building of a particular kind on a particular lot issued by the municipality. 268 CAPITAL BUDGET The appropriation of bonds or operating revenue for improvements to city facilities, including buildings, streets, water & sewer lines, and parks. CAPITAL FUND (SEE REVENUE FUNDS) CAPITAL OUTLAY Fixed assets which have a value of $5,000 or more and have a useful economic life of more than one year. CIP (CAPITAL IMPROVEMENT PLAN OR PROGRAM) A long-range study or plan of financial wants, needs, expected revenues and policy intentions. CIP is defined capital expenditures/projects, in general, as the purchase or construction of long-lived, high-cost, tangible assets. “Longlived” implies a useful life in excess of one year. “High-cost” means that the project costs are substantial. “Tangible” assets exclude contractual services except those that are necessary for putting a tangible asset into service. COMMUNITY FACILITIES DISTRICTS (CFD) CFDs are special purpose public improvement districts. By utilizing a variety of public funding options such as bonds, special assessments, taxes and user fees, CFDs provide a mechanism to finance public infrastructure, the operation and maintenance of public infrastructure, and enhanced municipal services in qualifying areas. CONTINGENCY FUND A budgetary reserve set aside for emergency or unanticipated expenses and/or revenue shortfalls. The City Council must approve all contingency expenditures. CONTRACTUAL SERVICES Services such as rentals, insurance, maintenance, etc. that are purchased by the City. DEBT SERVICE The cost of paying principal and interest on borrowed money according to a predetermined payment schedule. DEBT SERVICE FUND (SEE REVENUE FUNDS) DEPARTMENT The basic organizational unit of government which is functionally unique in its delivery of services. DEPRECIATION Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy or obsolescence. DEVELOPMENT-RELATED FEES Those fees and charges generated by building, development and growth in a community. Included are building and street permits, development review fees, and zoning, platting and subdivision fees. DIVISION An organized unit within a department. ENCUMBRANCE The commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for a specified future expenditure. ENTERPRISE FUND (SEE REVENUE FUNDS) EXPENDITURE LIMITATION The Arizona State Legislature imposed a constitutional amendment which limits the annual expenditures of all municipalities. The limit is set by the Economic Estimates Commission based on population growth and inflation. EXPENDITURE/EXPENSE This term refers to the outflow of funds paid for an asset obtained, or goods and services obtained. FEES Fees are charges for specific services. FISCAL POLICY A government’s policies with respect to revenues, spending, and debt management as these relate to government services, programs and capital investment. Fiscal policy provides an agreed-upon set of principles for the planning and programming of government budgets and their funding. FISCAL YEAR A twelve-month period designated as the operating year for accounting and budgeting purposes in an organization. The City of Goodyear has specified July 1 to June 30 as its fiscal year. FUND A set of interrelated accounts to record revenues and expenditures associated with a specific purpose. Eight commonly used fund types in public accounting are the general fund, specific revenue funds, debt service funds, 269 capital project funds, enterprise funds, trust and agency funds, internal service funds, and special assessment funds. FUND BALANCE Fund balance is the excess of assets over liabilities and reserves and is therefore known as surplus funds. FUND SUMMARY A fund summary, as reflected in the budget document, is a combined statement of revenues, expenditures, and changes in fund balance for the prior year’s actual, adopted, and estimated budgets, and the current years adopted budgets. GAAP (GENERAL ACCEPTED ACCOUNTING PRINCIPLES) A standard established by the Accounting Practices Board of the American Institute of Certified Public Accountants. These rules, conventions, and procedures define accepted accounting practices. GENERAL FUND (SEE REVENUE FUNDS) GOVERNMENT FINANCE OFFICERS ASSOCIATION (GFOA) BUDGET PRESENTATION AWARD The GFOA Budget Presentation Awards Program is an international awards program for governmental budgeting. Its purpose is to encourage exemplary budgeting practices and to provide peer recognition for government finance officers preparing budget documents. Award criteria includes coverage of four areas of interest: policy orientation, financial planning, operational focus and effective communications. GRANT A contribution by a government or other organization to support a particular function. Grants may be classified as either operational or capital, depending upon the grantee. HIGHWAY USER REVENUE FUND This revenue source consists of state taxes collected on gasoline, vehicle licenses and a number of other additional transportation related fees. These funds must be used for street and highway purposes. IMPROVEMENT DISTRICTS Improvement districts are formed consisting of property owners desiring improvements to their property. Bonds are issued to finance these improvements, which are repaid by assessments on affected property. Improvement District debt is paid for by a compulsory levy (special assessment) made against certain properties to defray all or part of the cost of a specific capital improvement or service deemed to benefit primarily those properties. INFRASTRUCTURE Facilities on which the continuance and growth of a community depend such as roads, water lines, sewers, public buildings, parks, airports, et cetera. INTERNAL SERVICE FUND (SEE REVENUE FUNDS) MODIFIED ACRUAL METHOD OF ACCOUNTING Based on revenues being recognized in the period when they become available and measurable (known). To be used to pay expenditures are incurred, regardless of when the receipt or payment of cash takes place. OPERATING BUDGET The operating budget is the plan for current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing, acquisition, spending, and service delivery activities of a government are controlled. The use of annual operating budgets is required by law in Arizona. ORDINANCE An ordinance is a formal legislative enactment by the governing body of a municipality. If it is not in conflict with any higher form of law, such as a state statute or a constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies PAY-AS-YOU-GO CAPITAL IMPROVEMENT PROJECTS Pay-as-you-go capital improvement projects are capital projects whose funding source is derived from City revenue sources other than through the sale of voterapproved bonds. PERFORMANCE (MEASURES) INDICATORS Performance Indicators are quantifiable measurements, agreed to beforehand, that reflect the critical success factors of an organization. Whatever performance Indicators are selected, they must reflect the organization's goals, they must be key to its success and they must be quantifiable (measurable). Performance Indicators usually are long-term considerations. The definition of what they are and how they are measured do not change often. The goals for a particular performance indicator may change as the organization's goals change, or as it gets closer to achieving a goal. PRIMARY PROPERTY TAX Primary property taxes are levied for the purpose of funding general government operations. Annual increases are limited to 2% of the previous year’s maximum allowable primary property tax levy plus allowances for new 270 construction and annexation of new property and tort litigation settlements. PROPERTY TAX Property tax is based according to value of property and is used as the source of moneys to pay general obligation debt (secondary property tax) and to support the general fund (primary property tax). PROPRIETARY FUNDS Funds that focus on the determination of operating income, changes in net assets (or cost recovery), financial position, and cash flows. There are two different types of proprietary funds: enterprise funds and internal service funds. See these two definitions under revenue funds. RESERVE Reserve is an account which records a portion of the fund balance which must be segregated for some future use and which is, therefore, not available for further appropriation or expenditure. REVENUE FUNDS Income collected by municipalities for public use. Capital Fund: Fund used to accumulate the revenues and expenditures for the acquisition or repair and replacement of the capital assets in a municipality. In general, capital assets refer to buildings, equipment, infrastructure, arenas, trucks, graders, roads, water/sewer systems and the like. Debt Service Fund: Fund established for the cash required over a given period for the repayment of interest and principal on a debt. Enterprise Fund: A governmental accounting fund in which the services provided, such as water or sewer or sanitation, are financed and operated similarly to those of a private business. The rate schedules for those services are established to ensure that user revenues are adequate to meet necessary expenditures. General Fund: The largest fund within the City, the General Fund accounts for most of the financial resources of the government that are not accounted for in other funds. General fund revenues include primary property taxes, licenses and permits, local taxes, and service charges. General fund services include police, fire, finance, information systems, administration, courts, attorneys, and parks and recreation. Internal Service Fund: Finance and account for the operations of agencies that provide services to other agencies, institutions, or other governmental units on a costreimbursed basis. Special Assessment Fund: A compulsory levy made against certain properties to defray all or part of the cost of a specific capital improvement or service deemed to benefit primarily those properties. Trust Fund: A trust fund consists of resources received and held by the government unit as trustee, to be expended or invested in accordance with the conditions of the trust. SALES TAX Sales Tax - Tax based on a percentage of the selling price of goods and services. State and local governments assess sales tax and decide what percentage to charge. The retail buyer pays the sales tax to the retailer, who passes it on to the sales tax collection agency of the government. SECONDARY PROPERTY TAX Secondary Property Tax - Secondary property taxes are levied for the purpose of funding the principal, interest, and redemption charges on general obligation bonds of the City. The amount of this tax is determined by the annual debt service requirements on the City’s general obligation bonds. SPECIAL ASSESSMENT FUND (SEE REVENUE FUNDS) STATE-SHARED REVENUES Revenues including state income tax, sales tax, and motor vehicle registration fees. In accordance with longstanding agreements, these revenues are collected by the State of Arizona and distributed to cities and towns on a population-based formula. The State also allocates a portion of gas tax revenues and lottery proceeds to cities which is used to fund city road & transportation projects. 271 STEWARDSHIP OF RESOURCES In general, stewardship is responsibility for taking good care of resources. SUPPLEMENTAL REQUEST A Request by the departments to increase their base budget. TAX LEVY The total amount to be raised by general property taxes for purposes specified in the Tax Levy Ordinance. TAX RATE The tax rate is the amount of tax levied for each $100 of assessed valuation. TAXES Taxes are compulsory charges levied by a government for the purpose of financing services performed for common benefit. This term does not include specific charges made against particular persons or property for current or permanent benefits such as special assessments. Neither does the term include charges for services rendered only to those paying such charges, such as water service. TRANSFERS Transfers are the authorized exchanges of cash or other resources between funds. TRUST FUND (SEE REVENUE FUNDS) USER CHARGES The payment of a fee for direct receipt of a public service by the party who benefits from the service. WASTEWATER RECLAMATION It is a process by which water used in houses and businesses goes down the drain and becomes wastewater, which is then cleaned using biological and chemical processes so the water can be returned to the environment safely to augment the natural systems from which they came. Acronyms ADOT AMWC ASE Arizona Department of Transportation Adaman Mutual Water Company National Institute for Automotive Service Excellence CAFR Comprehensive Annual Financial Report CAP Central Arizona Project CDBG Community Development Block Grant CERT Community Emergency Response Team CFD Community Facilities District CIP Capital Improvement Program CMAQ Congestion Mitigation and Air Quality Improvement Program COOP/COG Continuity of Operations/Continuity of Government CPA Central Planning Area CPM Corrugate Metal Pipe CBRNE Chemical, Biological, Radiological, Nuclear, & High Yield Explosives DIF Development Impact Fees DIP Ductile Iron Pipe DUI Driving Under the Influence EMR Estrella Mountain Ranch EQ Environmental Quality FTE Full Time Employee FY Fiscal Year GAAP General Accepted Accounting Principles GAIN Getting Arizona Involved in Neighborhoods GFOA Government Finance Officers Association GIS Geographic Information System GO General Obligation (bonds) GPA General Plan Amendment GPM Gallons per Minute GRIC Gila River Indian Community GWRF Goodyear Wastewater Reclamation Facility HHW Household Hazardous Waste HOA Home Owners Association HURF Highway User Revenue Fund I-10 Interstate 10 IGA Intergovernmental Agreement ITS Information Technology Services IWMP Integrated Water master Plan LMS Learning Management System LPSCO Litchfield Park Service Company LTAF Local Transportation Assistance Funds MAG Maricopa Association of Governments MC-85 Maricopa County 85 MCDOT Maricopa County Department of Transportation MGD Million Gallons per Day M-I Municipal & Industrial O&M Operations and Maintenance 272 PDS PIC PM PW RFP RFQ RID RO ROW RWC SAT SCADA SDC SFR SPA SR303 SSO UIW VLT WCMP WIFA WRD WRF WS WWS WWTP Professional Development Series Public Improvement Corporation Bond Project Management Public Works Request for Proposals Request for Qualifications Roosevelt Irrigation District Reverse Osmosis Right of Way Regional Wireless Cooperation Soil Aquifer Treatment Supervisory Control and Data Acquisition Southern Departure Corridor Single Family Residential Southern Planning Area State Route 303 Sanitary Sewer Overflows University of the Incarnate Word Vehicle License Tax Watercourse Master Plan Water Infrastructure Finance Authority Water Resources Department Water Reclamation Facility Water Services Wastewater Services Wastewater Treatment Plant