The GovernmentFinance Officers Associatin of the United States and Candada (GFOA) presented an award of Distinguisehd Budget Presentation to the City of Goodyear for its FY 02-03 budget. In order to receive this award, a government 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 FY 03-04 budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. City Of Goodyear Organizational Chart Citizens Boards & Commissions Mayor & City Council City Attorney Public Safety City Manager Building A Just Community Responding To Change Police Chief City Clerk Fire Chief Community Initiatives Director Presiding Judge City Manager's Staff Resource Team Deputy City Manager Economic Development Director Finance Director Public Works Director Community Development Director Human Resources Director City Of Goodyear Core Business Areas Keeping People And Property Safe Building A Sustainable Community ITS Director Ensuring Public Health Adapting To Change FY 03-04 City Of Goodyear Local Government $127,542,561 $239,596 Mayor & Council $601,670 City Manager $180,000 Audits & Program Assessments $1,143,137 Community Outreach & Inter-Gov Programs Community Initiatives Community Service Support $31,912,477 $79,403,728 Direct Service Delivery Programs Goodyear Investment INC. Building Safety, Parks & Recreation Streets, Water Sewer, Sanitation, Police Fire & Emergency Services Economic Development, CIP, Community Development, CFDs Debt Service $3,904,133 Departmental Support Programs City Court, Interim Office Building Deputy City Manager Public Works Admin, Engineering Engineering, GIS, Prosecutor $10,157,820 Organizational Support Programs City Clerk, Contingency Administrative Support Systems Risk Management, Finance City Attorney, Building Safety Fleet Services, Human Resources Information & Technology Services Table of Contents INTRODUCTION .............................................................................................. 1 Budget Message ........................................................................................................... 1 City Officials .................................................................................................................. 8 City Council Mission Statement .................................................................................. 9 Organizational Mission, Values, Visions................................................................... 10 How To Make The Most of This Document ............................................................... 12 FY 2003-04 Budget Schedule ..................................................................................... 13 Budget Amendments .................................................................................................. 16 Budget Basis ............................................................................................................... 16 City Council Goals ...................................................................................................... 17 FINANCIAL POLICIES & GUIDELINES ........................................................ 21 Strategic Financial Plan ............................................................................................. 21 Financial Policies ........................................................................................................ 32 BUDGET SUMMARY ..................................................................................... 36 General Fund Summary ............................................................................................. 38 Highway User Fund Summary ................................................................................... 45 Debt Service Fund Summary ..................................................................................... 48 Enterprise Fund Summary ......................................................................................... 49 Capital Improvements Program Fund Summary ...................................................... 53 OPERATING BUDGETS ................................................................................ 55 Mayor & Council .......................................................................................................... 55 Municipal Court ........................................................................................................... 58 City Attorney ................................................................................................................ 60 City Prosecutor ........................................................................................................... 62 Prosecution ................................................................................................................. 63 Human Resources ...................................................................................................... 65 Risk Management ....................................................................................................... 68 City Manager ............................................................................................................... 70 Administrative Support Services ............................................................................... 72 City Clerk ..................................................................................................................... 74 Economic Development ............................................................................................. 79 Community Initiatives ................................................................................................. 82 Finance ........................................................................................................................ 85 Community Facilities Districts (CFD) ........................................................................ 87 Budget and Research Office ...................................................................................... 89 Information and Technology Services ...................................................................... 91 Community Development ........................................................................................... 95 Engineering ................................................................................................................. 98 Aquatics Facility (Swimming Pool) ......................................................................... 101 Recreation ................................................................................................................. 103 Public Works Administration ................................................................................... 105 Fleet Services ............................................................................................................ 107 Parks Division ........................................................................................................... 109 Facilities Management .............................................................................................. 112 Streets Division ......................................................................................................... 115 WATER ....................................................................................................................... 117 Goodyear Water Reclamation Facility ..................................................................... 120 Soil Aquifer Treatment (SAT) Site ............................................................................ 123 Wastewater Collection System ................................................................................ 124 Corgett Water Reclamation Facility ......................................................................... 125 Sanitation................................................................................................................... 126 Police ......................................................................................................................... 129 Police Telecommunications ..................................................................................... 132 Fire ............................................................................................................................. 134 Contingency .............................................................................................................. 138 Debt Service .............................................................................................................. 139 Capital Improvement Program (CIP) ....................................................................... 140 CAPITAL IMPROVEMENT PROGRAM....................................................... 141 CIP Funding Sources Summary .............................................................................. 142 CIP Funding Matrix ................................................................................................... 193 BUDGET SCHEDULES ............................................................................... 195 Sources and Uses ..................................................................................................... 195 Budget Overview ....................................................................................................... 196 Sources and Uses ..................................................................................................... 197 Revenues By Source ................................................................................................ 198 Expenditures By Program ........................................................................................ 199 Expenditures By Element ......................................................................................... 200 Revenue Summaries ................................................................................................. 201 Expenditure Summaries ........................................................................................... 206 Financial Program Summary ................................................................................... 207 Debt Limitations ........................................................................................................ 209 Summary of Bond Indebtedness ............................................................................. 210 Debt Service Summary ............................................................................................. 212 Future Debt Service Summary ................................................................................. 213 Property Tax Levy & Rate Summary ........................................................................ 214 Combined Property Tax Rate Chart ......................................................................... 215 Combined Property Tax Levy Chart ........................................................................ 216 Combined Property Tax Rate Chart ......................................................................... 217 Full-time Authorized Positions ................................................................................ 218 Authorized Positions Per 1,000 Capita ................................................................... 222 Employee Salary Scales ........................................................................................... 224 New & Replacement Equipment Summary ............................................................. 229 Adopted CIP Plan 2000-2010 .................................................................................... 230 CIP Committee Recommendations ......................................................................... 238 Financial Trends........................................................................................................ 239 APPENDIX ................................................................................................... 248 Document Glossary .................................................................................................. 248 Community Characteristics ..................................................................................... 254 Legal Schedules........................................................................................................ 258 Introduction -Budget Message -City Officials -City Council Mission Statement -Organizational Mission, Values, Visions -How to Make The Most Of This Document -FY 2003-04 Budget Calendar -Budget Amendments and Budget Basis -City Council Goals INTRODUCTION BUDGET MESSAGE June 26, 2003 The Honorable Mayor & Members of the City Council: Transmitted herewith is the proposed budget providing a work program and fiscal plan for 2003-04. We have continued to adopt conservative budgeting guidelines and spending the resources entrusted to it by its citizens for needed customer services. Although other local communities are experiencing budget shortfalls, the City of Goodyear’s local economy has continued to improve above the previous FY 02-03 levels. Our community has witnessed a total of 2,095 single-family housing permits were initiated in fiscal year 2003. Estrella Mountain Ranch permitted 475 units; Palm Valley permitted 260; PebbleCreek permitted 283; Wildflower Ranch permitted 28; Estrella Vista permitted 99; Canyon Trails permitted 462; Rancho Mirage permitted 10; Cottonflower permitted 317; Manzanita Heights permitted 147; and Vanderbilt Farms permitted 14. Of those permits, 820 were issued during calendar year 2003. We anticipate issuing an amount equal to the current year. New retail establishments are scheduled to open in FY 03-04 including Macayo’s, Barnes & Noble, Big Apple Restaurant, Mimi’s Café, and Boston Market. Building Permits 600% 600 500% 500 400% 400 300% 300 200% 200 100% 100 0% -100% 0 Palm Valley Canyon Trails Estrella Mountain Ranch Pebble Creek Wildflower Ranch 2002 Rancho Mirage 2003 1 Cottonflower Estrella Vista Manzanita Heights Change Vanderbilt Farms OVERVIEW The total proposed budget for FY 03-04 is $127,542,561. Of this total budget, $16,232,032, or 13% supports the Public Works programs. $8,391,731, or 7% supports the Administration Total City Expenditures By Program $127,542,561 programs. Planning & Development Public Works Services 13% Debt Service Fund 2% amount to $5,783,095 or Administration 5%. Debt 7% Service is Planning & Development supported by Services 5% $2,667,080 or 2%. Public Safety Public Safety Capital Improvement programs 13% Projects 57% amount to $16,519,005 Contingency 3% or 13%. The Contingency Fund equals $3,579,952 or 3%. The Capital Improvements Program represents the largest expenditure in the budget amounting to $74,369,667 or 57%. The City continues a conservative approach to revenues and expenditures for next year. This is consistent with the adopted City strategic financial plan and the City financial policies established in FY 94-95. The City anticipates a growth pattern similar to FY 02-03 in construction Total City Revenues $144,541,251 Local Taxes 11% State Shared Revenues 4% Building & Zoning Fees 4% All Other Revenue 41% Water, Sewer, & Sanitation User Fees 7% Fund Balances 17% Bond/Loan Proceeds 16% 2 activity. The operating revenue estimate of $39,675,029 is a 16.91% increase above the FY 02-03 adopted budget. The City’s State Shared revenues are estimated to be 6% less in FY 03-04 ($5,079,802) than the amount estimated to be collected for FY 02-03 ($5,400,568). No changes are proposed in any of the City tax rates. Staff is continuing to maintain a high customer service standard that our residents and expect. We continue to invest a great deal of staff time in living the philosophy and culture of the City and focus on “continuous customer service quality improvement process”. We have recently implemented an Integrated Planning and Budget plan throughout the City. This process began in early January with departments updating their strategic and Where the Money Comes From: Local Taxes $ State Shared Revenues Building & Zoning Fees Water, Sewer, & Sanitation User Fund Balances Bond/Loan Proceeds All Other Revenue 15,906,413 5,079,807 5,429,842 10,392,468 23,954,716 23,199,551 60,578,454 $ 144,541,251 operational plans to be consistent with the overall city strategic plan as adopted by the City Council. This process allows us to develop an operational guide throughout the year and carry out the Council goals and objectives. The overall planning process consists of FY 02-03 FY 03-04 Operating Revenues Operating Expenditures Net from Operations $ 33,935,875 33,149,464 786,411 $ 39,675,029 37,981,439 1,693,590 Beginning Fund Balance Capital Revenues Capital Expenditures Net from Capital Total City Expenditures 28,796,109 74,375,764 101,196,114 1,975,759 134,345,578 23,954,716 80,911,506 89,561,122 15,305,100 127,542,561 Ending Fund Balances Total Restricted Total Unrestricted Total $ 2,762,170 $ 2,762,170 3 $ 11,121,797 $ 5,876,893 $ 16,998,690 Change $ 5,739,154 4,831,975 907,179 (4,841,393) 6,535,742 (11,634,992) 13,329,341 (6,803,017) $ 8,359,627 $ 5,876,893 $ 14,236,520 analyzing input, preparing a strategic plan, subsequent preparation of an annual operating plan, budget requests, approval and reporting. There are a number of potential revenue sources for FY 2003-04 to assist in Emergency Services under the Terrorism Alerts we have experienced over the past year. This could include funding from both Federal and State sources. We have also developed an updated 5 year Capital Improvement Program with projects intended to provide needed water delivery improvements, new or improved parks, upgrades in fire facilities, office facilities, public works. Additionally, the Mayor and Council budget continues to support recreational, cultural, and social programs that benefit Goodyear citizens. Replacement funds are once again included in department budgets. This provides needed resources for recurring expenditures, such as replacement of vehicles, facilities, and equipment in future budgets. The budget format is similar to that used in prior years. Recently, voters approved a permanent Expenditure Limitation increase. The current budget complies with the voter approved Alternative Local Expenditure Limitation (ALEL). GENERAL FUND Total resources available for FY 03-04 expenditures include an estimated beginning fund balance of $10,232,720, and revenues of $29,964,836 (operating 27,714,836 and capital 2,250,000 ). Total available resources, for FY 03-04, are $40,197,556. The contingency fund of $3,579,952 is budgeted to satisfy the fiscal policies for reserve requirements of sales tax projections and the Cash Basis Fund. The Contingency fund was decreased $800,481 for FY 03-04. Budgeted New Positions General Administration Public Safety Community Development Public Works 7 8 6 4 Total New Positions 25 There are a total of 25 new positions in the FY 03-04 budget. There are increases in our Community Development Department for additional planners and engineers. We have additional employees to provide support in our Finance Department, City Clerk’s Office, and Community Initiatives, who will focus on increasing volunteerism and working with neighborhoods. Our Police and Fire Departments will see an increase in the number of police officers and Battalion Chiefs and our Public Works Department will see additional support in Water, Facilities and Utilities. UTILITY FUND Sewer and water rates are anticipated to remain unchanged for FY 03-04. Additionally, residential garbage collection rates will remain the same as previously approved by Council. 4 Total resources available for FY 03-04 expenditures include Operating Revenues of $10,392,468, Capital Revenue of $22,920,957. Total available resources are $31,786,375. The negative beginning balance of $1,527,050 resulted from the timing of the WIFA loan transfer. The Enterprise fund operating revenue estimates for FY 03-04 are $10,392,468 and are used to support the operational and maintenance expenditures of the fund. Capital revenues are used to support the Capital Improvement Program (CIP) projects, new & replacement equipment, funded depreciation, and developer reimbursements of the Enterprise fund. PROPERTY TAXES Primary and Secondary property tax levies are proposed at $3,029,977 and $2,049,800 respectively. The combined rate is estimated to be $2.04. The primary is proposed at $1.269 per $100 of assessed valuation (A.V.) for operational expenses. The secondary is proposed at $0.7746 per $100 A.V. for bond debt payments for capital projects. The City will pay all General Obligation bond indebtedness with secondary taxes with the exception of $961,157 that will be paid from water Combined Property Tax Rate and sewer $2.15 operating revenues. The City’s $2.10 $2.09 secondary $2.10 $2.08 assessed valuation is projected at $2.04 $2.04 $2.05 $264,638,241 for FY 03-04, which is a $2.00 19% increase from the previous fiscal $1.95 $1.95 year. In 1996, the Arizona Legislature passed $1.85 House Bill 2006 FY 98-99 FY 99-00 FY 00-01 FY 01-02 FY 02-03 FY 03-04 (A.R.S. §42-17107) in the seventh special session. The measure requires a county, city, town or community college district to hold a “Truth In Taxation” public hearing if the entity intends to increase primary property taxes over the previous year’s level. The proposed financial plan for FY 03-04 includes an increase in primary property taxes from $2,597,865 to $3,029,977 and requires a Truth in Taxation public hearing prior to adoption. $1.90 5 CAPITAL IMPROVEMENT PROJECTS The CIP fund includes all proposed city projects with the exception of the Enterprise Fund projects. 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, then annual debt service payments are also required. The City has a policy that the City combined property tax rate should not exceed $2.10. This is a combined rate that includes a primary rate and a secondary rate. The primary rate supports Budgeted Capital Improvements Budget FY 03-04 7,750,000 324,720 12,194,652 960,200 250,000 200,000 40,000,000 3,094,838 9,265,257 330,000 Parks & Recreation Public Works Admin. Streets Public Safety General Administration CDBG Improvement Districts Water Sewer Miscellaneous Projects Total $ 74,369,667 the operating budget and the secondary rate can only be used for debt service. As the secondary rate increases, the primary rate decreases, along with the property tax revenue for operations. In addition to operating, maintenance and debt service, the capital improvement program includes pay-as-you-go projects and grant matches that come directly from the operating budget. Total resources available for the proposed FY 03-04 CIP expenditures include an estimated beginning fund balance of $11,818,738, and a transfers of $1,000,000 to the Sewer Fund, and revenues of $51,096,000. Total available resources are $61,914,738. 6 THANKS The Mayor, Council and staff have dedicated a great deal of time and energy to continue providing our citizens with responsible financial policies. Your leadership, policy development and your courage in making hard choices is appreciated. The Financial Policies and Strategic Plan adopted by the City Council are significant tools that have guided us in our process. The Strategic Plan adopted April 9, 2001 included the following five Goals: • • • • • Goal 1– We will achieve and maintain the City’s financial wellness and stability. Goal 2 – We will create and maintain a culture and environment where dedicated employees and community members work together to facilitate the delivery of outstanding services. Goal 3 – We will manage growth to ensure that it has a positive impact on our community and our quality of life. Goal 4 – We will improve the efficiency and effectiveness of City services to fulfill internal and external customer needs. Goal 5 – We will improve the efficiency and effectiveness of City services to fulfill internal and external customer needs. Our continued training is providing us with the knowledge to improve customer services and continually provide methods to implement programs through all effective and efficient methods available. Our budget provides the method to maximize resources to provide the best customer services for less. We continue to improve our budgeting process through our Integrated Planning and Budget process, and will work diligently to provide you with a Resource Plan that outlines the projects we can complete this fiscal year. The City of Goodyear is truly fortunate to have the many people who support the City’s programs. Their unwavering dedication to the mission and goals of the City is visible in the many committee volunteer hours by citizens and business leaders. Their support makes the City the very best place in Arizona to live, work, play, go to school, do business and share our lives. It truly provides Goodyear “A Proud Past, And A Vibrant Future”. Respectfully, Stephen S. Cleveland City Manager 7 CITY OFFICIALS Mayor Senior Management Staff Jim Cavanaugh Stephen S. Cleveland City Manager Vice Mayor Dick Sousa Councilmembers Rob Antoniak Frank Cavalier Sue Linney Kenneth Porter Fred Scott Grant Anderson Deputy City Manager Michael Simonson Presiding Judge James H. Oeser City Attorney Dee Cockrum City Clerk Harvey Krauss Community Development Director Jerene Watson Community Initiatives Director Brian Dalke Economic Development Director Larry D. Price Finance Director Mark Gaillard Fire Chief Kay Wilkinson Human Resources Director Jack Blonski Information and Technology Services Director Mark Brown Interim Police Chief Cato Esquivel Public Works Director 8 CITY COUNCIL MISSION STATEMENT 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. COUNCIL VALUES CHARTER ¾ ¾ ¾ ¾ ¾ ¾ We Value: our proud heritage, integrity, civility, an open, trusting and responsive environment, our citizens and staff, innovation, creativity and the pioneering spirit, and those attributes that enhance our Quality of Life • agricultural preservation • open space • clean air • public safety • recreation • bike lanes • connective parks • green belts 9 ORGANIZATIONAL MISSION, VALUES, VISIONS MISSION The City of Goodyear will provide the finest municipal services and promote a quality environment to enhance our community’s prosperity through citizen and employee participation. We are committed to the stewardship of resources and the fulfillment of the public trust. VALUES In our culture we value: • • • The individual. The team. The customer. We express this by setting ethical standards and the display of integrity in the performance of our duties. We expect: • • • Each task to have a purpose. The individual to step up and lead. Positive examples to be set by leadership. Our exceptions are fulfilled by consistency between our words and our actions. We believe: • • Our first responsibility is to our internal and external customers. In the mission and vision of our organization. Our beliefs are demonstrated by actions rather than empty promises. OUR ORGANIZATIONAL CULTURE FOSTERS MUTUAL RESPECT, TRUST AND EMPOWERMENT 10 VISIONS • QUALITY: Quality is meeting or exceeding customer expectations. • FIVE YEAR ORGANIZATIONAL VISION: The City of Goodyear is respected and recognized as the premier provider of public services. We are the employer of choice attracting and retaining people of integrity who are committed to excellence. • CUSTOMER SERVICE: We know and respect our customers, earning confidence by meeting or exceeding their expectations. We succeed through customer participation, communication, and cooperation. • LEADERSHIP: We are team-oriented, respecting and valuing others. Leadership is by example. We are leaders of leaders, sharing vision, fate and the rewards of our efforts. • PARTNERSHIPS: We base our relationships upon trust, open and honest communication and keeping our commitments. We give full value and deal fairly; we accept no less in return. • BUSINESS PROCESSES: We insist on adding value to the products and services we deliver to our customers. Our fully documented processes are simple, effective, efficient, and easily understood. We continually apply, review and improve them. • MEASUREMENTS and DOCUMENTATION: We continually measure and evaluate our efforts and results. We analyze, document and share our findings with our customers. We use what we learn to improve our processes, maximize our resources, and enhance customer service. • TRAINING: We value people in our customer service culture and invest in continuous, timely, and consistent education and training. We develop and implement training plans to promote individual, team and organizational growth. 11 HOW TO MAKE THE MOST OF THIS DOCUMENT The budget document serves two distinct purposes. One purpose is to present the city council and public with a clear picture of the services that the city provides, and of the policy alternatives that are available. The other purpose is to provide city management with a financial and operating plan that conforms to the city’s accounting system. City Council Goals - This section presents the major areas of emphasis for the City in FY 2003-04 which in turn drive many of the budgetary decisions. Financial Policies and Guidelines - The Goodyear Strategic Financial Plan includes some sample graphs which are updated annually. The purpose of the strategic financial plan is to offset revenue fluctuations through financial mechanisms, rather than through constant changes in city programs and service levels. The Financial Policies establish the framework for overall fiscal planning and management. The policies set forth guidelines for current activities and long range planning. Budget Message and Budget Summary - These sections provide an overview of the key policy issues and programs. Mission, Vision, Values - The City has adopted Missions, Visions, and Values statements focused on delivery of the finest municipal services to meet the community needs through the use of best practices and wise stewardship of the public resources and trust. “Customer Services” are central to this endeavor. Operating Budget - This section includes the departmental budget information on goals, objectives, performance indicators, and staffing. Capital Improvement Program (CIP) - This section presents the projects budgeted for FY 2003-04, and scheduled through FY 06-07. Supporting Schedules - This section provides the heart of the document as an operating and financial plan; some of these schedules also serve to meet state reporting requirements. Glossary - The glossary helps translate some of the budget jargon into plain English. 12 FY 2003-04 BUDGET SCHEDULE Date May 2, 2002 Action Citizen Survey Results Presented to Council July 22, 2002 Adopt Non-Utility devleopment Fees July 26, 2002 Develop Budget Survey Forms for FY02/03 (Staff & City Council) August 1, 2002 August 15, 2002 Process Budget Survey August 27, 2002 Debrief FY02/03 Survey Results with Staff September 23, 2002 City Council Presentation/ Set Public Hearing Date - Utility Rates December 13, 2002 December 14, 2002 Council Advance - FY03/04 Goals & Objectives January 9, 2003 Strategic Staff Advance - Outline City Council Goals & Objectives January 13, 2003 January 31, 2003 Strategic Plan Update, Capital Improvement Plan Update, Departmental Operational Update, Resource Plan Updated FY 02/03 February 17, 2003 Budget Projections Distributed to Department Heads February 24, 2003 Budget Kickoff Meeting - Instructions & Training February 25, 2003 March 13, 2003 Training, Budget Office Assistance, Review of Request, etc. March 14, 2003 Department Budget Due to Budget Office March 24, 2003 March 30, 2003 City Manager review March 31, 2003 April 4, 2003 Department Presentations to City Manager April 7, 2003 April 9, 2003 Finalize Resource Plan FY 03/04 April 10, 2003 April 11, 2003 Prepare Draft Budget Proposal 13 May 12, 2003 Hand out Draft Budget Document to City Council May 19, 2003 1st Budget Worksession with City Council - Receive Direction on Balanced Budget May 28, 2003 Community Budget Meetings - Designed to Receive Feedback June 9, 2003 City Council Inauguration June 11, 2003 Publish first “TNT” Notice in the newspaper (if necessary) June 16, 2003 Adopt Tentative Budget* June 18, 2003 Publish second “TNT” Notice in the newspaper. June 18, 2003 June 25, 2003 Tentative Budget advertised in the newspaper. June 30, 2003 Hold TNT public hearing on proposed primary tax increase (if necessary). June 30, 2003 Hold public hearing on budget. Adopt Final Budget for FY 03/04** July 7, 2003 Adopt property tax levy July 8, 2003 Forward copy of property tax levy ordinance to County August 21, 2003 County Board of Supervisors adopts tax levy on or before the third Monday in August. 14 * After the Tentative budget is adopted, limited expenditure authority is approved. This approval is effective July 1, 2003, the start of the fiscal year. This expenditure authority is generally limited to basic operating expenditures such as: current salaries, utilities, office supplies, etc. Expenditures for new positions, salary changes, new or replacement equipment or capital projects are not approved until the Final budget is adopted. ** After the Final budget is approved, expenditures for new positions, salary changes, new or replacement equipment and capital projects are approved subject to the Purchasing Policy and available funds. Each month the budget is reviewed to compare actual revenues & expenditures to budgeted revenues & expenditures. The adopted budget is adjusted to conform with actual revenues and expenditures. 15 BUDGET AMENDMENTS Under the city’s expenditure limitation, total expenditures cannot exceed the final appropriation, $127.543 million in FY 2003-04, once the budget is adopted. The City Council can amend the total appropriations for an individual fund. To guarantee compliance with the expenditure limitation, however, when one fund’s total appropriation is increased, another fund’s appropriation must be reduced by an equal amount. Amendments to fund total appropriations are by Council Ordinance. 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 Trust Funds are accounted for using the accrual basis of accounting. Their revenues are recognized when they are earned, and their expenses are recognized when they are 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 (these are not shown in the budget, although the full purchase price of equipment and capital improvements is, while purchases of capital improvements are depreciated in the CAFR for enterprise funds) 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 a GAAP basis and budget basis for comparison purposes. 16 CITY COUNCIL GOALS NEIGHBORHOOD LIVABILITY GOAL: Improve the quality level of City services to its citizens. Strategies: · Continue code enforcement program activities to reduce graffiti, ensure property maintenance, and maintain property values. · Improve the City’s existing housing stock and neighborhoods by offering Community Development Block Grant (CDBG) funds for a housing rehabilitation program to qualified low and moderate income homeowners. · Continue improvement of the environment through programs that encourage safe household hazardous waste disposal, recycling, and water conservation. · All enterprise funds (Water, Sewer, and Sanitation Services) will be self supporting wherein user charges will cover all costs of providing services, including capitalization recovery costs. Program to be phased in over a five year period. · Offer Goodyear residents of all ages a variety of affordable recreational and leisure activities during the summer months. · Provide professional, well-trained staff to operate the Goodyear Swim Center with an emphasis on customer safety and facility cleanliness. · Continued funding levels, in the future, for those social and community services that are needed in the community and provide direct and indirect benefit to Goodyear residents. · Upgrade computer hardware and software to increase staff efficiency and productivity. · Through community participation, update and implement the City’s General Land Use Plan and Zoning Ordinance. · Continue to strengthen City’s financial foundation. · Promote the City-School-Developer Partnership Compact. 17 PUBLIC SAFETY GOAL: Reduce crime in the City Strategies: · Continue Anti-Drug and Anti-Gang Programs including the T.O.P.S. (Teacher, Officer Partnership in Schools); G.R.E.A.T. (Gang Resistance, Education, and Training); Expand Officer Friendly (kindergarten through third grade) and the Safety Awareness Program (grades 4, 5, & 6). · Continue the well received Citizen Police Academy training twice each year. · Continue Community Oriented Policing programs. · Continue Bike Patrol and expand Block Watch. · Remove graffiti immediately upon identification. GOAL: Improve the quality and level of public safety services to citizens. Strategies: · Expand fire and police services in Estrella Mountain Ranch. · Implement automated Police and Fire Records Management System. · Upgrade public safety communications system with emphasis in Estrella Mountain Ranch. · Expand Fire Department Urban Survival Program in the schools (grades kindergarten through 5h grade). 18 ECONOMIC DEVELOPMENT GOAL: Promote City’s economic development through retention, expansion and recruitment of current and future businesses. Strategies: · Support the current businesses to maintain and expand job opportunities and economic growth. · Continue efforts to assist developers in building a sustainable community in Goodyear. · Support prospective leads to thoroughly analyze and determine value to locate in the City. · Update Development Impact Fees Plan and implement findings. · Review current City policies to ensure that growth pays for itself and reimburses City for prior costs of oversizing. Developers will pay for water, wastewater, police, fire, parks, general government, public works and other service additions. · Support the Enterprise Zone as a tax incentive for existing and future commercial and industrial businesses. · Initiate, together with the Phoenix Aviation Advisory Board, the preparation of an Economic Development and Land Use Plan for the Phoenix-Goodyear Airport and the surrounding area. · Implement Goodyear’s Strategic Economic Development Plan: A Focus Future; 1) agriculture; 2) tourism and recreation and 3) manufacturing and distribution. · Form partnerships to retain Luke Air Force Base by planning and acquiring open space and leasing development rights. 19 PHYSICAL DEVELOPMENT GOAL: Continue, within financial constraints, the physical development of the City. Strategies: · Construct four lane pavement project on McDowell to serve interchanges at Estrella Parkway and Litchfield Road. · Implement Water Plan and Capital Improvement Plan, and update the Assured Water Supply application. · Initiate Bullard Interchange partnerships to develop and construct. · In partnership with Maricopa County Department of Transportation: a) Construct four lanes of pavement plus raised median which is the second phase of Estrella Parkway from Yuma Road north to McDowell and Roosevelt Irrigation Canal. b) Continue to plan and design MC85 from Litchfield road to Cotton Lane as a six lane roadway. · In partnership with Maricopa County Flood Control District: a) Construct a Bullard Wash lineal park and flood control structure between Lower Buckeye Road and the McDowell Road. Improvements will serve pedestrian, bike and horse traffic. b) Plan and design Loop 303/Cotton Lane Flood Control project between Northern Avenue and the Gila River. 20 Financial Policies & Guidelines -Strategic Financial Plan -Financial Policies FINANCIAL POLICIES & GUIDELINES STRATEGIC FINANCIAL PLAN I. Observations The City’s budget is sensitive to unpredictable shifts in the local economy. The chart below shows the variation in future general fund revenues less expenditures based purely on differences in economic conditions. “Optimistic” assumes 10% annual increase in revenues, “Base” assumes 7% annual increase in revenues and “Pessimistic” assumes 4% increase in revenues. Expenditures Projected Net Revenues Less Expenditures increase an average Three Scenarios of 5% annually. 16.000 Millions 14.000 Sales tax is a large 12.000 component of general fund 10.000 revenues, and many 8.000 components of the 6.000 sales tax fluctuate 4.000 widely. Under 2.000 virtually any 0.000 population growth -2.000 scenario, traditional -4.000 bond financing for FY 04 FY 05 FY 06 FY 07 FY 08 capital projects will OPTIMISTIC BASE PESSIMISTIC be hard pressed to keep up with the demand for streets, storm sewers, fire stations, and other facilities. The historical property tax rate limit ($2.10/ $100 assessed valuation) is about as high as politically acceptable under current circumstances. The absolute level of the tax rate is equally as important as is the “stability” of the rate. User fees, especially water, sewer, and garbage collection fees face the same community pressures and resistance as do taxes. II. Long Term Strategies for Goodyear There are several long and short-term strategies that can be followed in responding to different financial conditions; some actions can be taken now and in future budgets to make these strategies easier to implement. 21 A. Staff Levels In the past, employee costs have been thought to be fixed. It is difficult for any organization to make quick changes in staffing levels. Even if layoffs are made, they must be made early in the fiscal year to have any impact on that year’s annual budget. However, layoffs should be avoided and used only as a last resort due to the terrible impact on employee morale and Employees Per 1000 Capita productivity! In the long run, City staff levels are flexible, especially in the case for staff additions. If necessary, decreases can also be made without tearing apart the organization, as long as there is enough leadtime to let regular attrition help out. 12.00 10.48 10.21 10.34 9.43 10.00 8.78 8.00 6.00 4.00 2.00 - Department City Manager City Clerk Human Resources Community Initiatives Information Technology Finance Community Development Engineering Police Telecommunications Fire Building Services Water Total 11.11 FY 98-99 FY 99-00 Position 1 1 1 1 1 2 3 3 3 1 4 1 3 FY 00-01 FY 01-02 FY 02-03 FY 03-04 Current staff levels will increase slightly to respond to community needs impacting programs, including neighborhood volunteers, support staff, community development, public safety and water distribution. This will keep the City in a good position to respond to future population growth. Positions per capita have declined over the past five years. Long term forecasting can help in determining the City’s ability to sustain higher levels if new programs and services increases are considered in the future. Fiscal year 03/04 employees per 1000 capita ratio has decreased from 9.43 in FY 02/03 to 8.78. 25 22 B. Capital Improvements Program - CIP The City Council, since FY 93-94, directed that the long-range capital improvements program explore the impact of operating and maintenance costs. The result will be the Budget FY 03-04 7,750,000 324,720 12,194,652 960,200 250,000 200,000 40,000,000 3,094,838 9,265,257 330,000 Parks & Recreation Public Works Admin. Streets Public Safety General Administration CDBG Improvement Districts Water Sewer Miscellaneous Projects Total $ 74,369,667 Percent of Total 10.42% 0.44% 16.40% 1.29% 0.34% 0.27% 53.79% 4.16% 12.46% 0.44% 100.00% identification of some major operating budget challenges for future years if the capital plan is implemented as scheduled. Each year a review of long term financial projections should be made before new bonds for water, sewer, street and other capital projects. The City Council adopted a citizen recommended CIP 2000-2020 on June 12, 2000. The new CIP included 380 projects with an estimated cost of $1.0 billion dollars. The new CIP called for a Special Bond election that was held on September 12, 2000, seeking an additional bonding authority of $138.8 million dollars. The additional bonding authority is to support the first five to six years of projects. The election passed, authorizing the City to use $184.3 million dollars of voter approved bonding authorization for capital projects in the following categories. C. Taxes Some cities use the property tax rate to make short term adjustments in the operating budget. In Goodyear, however, the state tax limitation and the relatively minor role of this tax source on the operating budget combine to make the property tax fairly ineffective for short-term adjustments. No other local tax sources serve this purpose either. Therefore, changes in the City’s tax structure or tax rates should be viewed in the context of long term finances. A sales tax rate increase, for example, should be made to solve a long-term structural imbalance between revenues and service costs, not to balance a single year’s budget. City Sales Tax (CST) revenues are presented below. 23 City Sales Tax Revenues (000s) $18,000 $14,211 $14,944 $12,526 $12,000 $10,830 $9,684 $7,789 $6,000 $FY 99 FY 00 III. Short Term Strategies A. Fund Balance FY 01 FY 02 FY 03 FY 04 Cities operate under a balanced budget requirement, but this doesn’t mean that revenues must equal expenditures. The beginning fund balance can be added to revenues to cover expenses, or revenues can cover expenses plus fund balance. As a sound financial management practice, however, Goodyear City Council has established a goal of not budgeting fund balance to support long term, ongoing expenses. A more important role of fund balance is to cover unanticipated drops in revenue or increases in costs. It can act like a spring to absorb short-term fluctuations in the local economy. The General Fund balance played this role in FY 1987-88. The housing market began its decline in the spring of 1987. Although we tracked the leading indicators, the magnitude of the decline couldn’t be known until well after the close of the fiscal year. Close to $0.5 million in revenue for the prior year is accrued each June 30, and it takes up to two months (through August 31) for all of it to hit the cash register. As a result the General Fund balance absorbed the revenue drop since the magnitude of the decline wasn’t seen in revenue collections until long after the new budget was adopted and long after the related expenses had been made. During this time in FY 86-87, the fund dropped from approximately $400,000 to a negative $29,000 in FY 87-88. Since then, the fund balanced grew to $5.0 million in FY 96-96 and has reached $10.2 million in FY 03-04. The housing markets and retail sales tax income continued to remain flat and/or negative until FY 93-94. Conscientious budget management monitored this decline. New programs 24 and staff increases were deferred in preference of achieving charter requirements in FY 9394 for an amount equal to all legal demands against the treasury for the first four months of the succeeding fiscal year. This requirement is included in each year’s budgeting process. The general fund beginning balance is now $10.2 million in FY 03-04. G e n e ra l F u n d B e g in n i n g B a la n c e $ 1 1 .3 0 $ 1 2 .0 0 $ 9 .4 0 $ 9 .6 0 FY 01 FY 02 $ 1 0 .2 0 Millions $ 8 .0 0 $ 5 .6 0 $ 5 .8 0 FY 99 FY 00 $ 4 .0 0 $- B. FY 03 FY 04 Operating Capital Operating capital is often called “pay as you go” capital since projects (street repair) and equipment (cars, desks, pickups) in this category are funded directly from operating revenue, rather than through borrowing against future revenue. General Fund Budgeted Operating Capital $3,200 $2,968 $2,890.00 $2,800 $2,250 Thousands $2,400 $1,918 $2,000 $1,600 $1,200 $800 $953 $591 $400 $FY 99 FY 00 FY 01 25 FY 02 FY 03 FY 04 Unlike personnel costs, it is relatively easy to make short term changes to operating equipment and improvements budgets. Services to citizens aren’t affected much if vehicle replacements are delayed or sped up in any given budget year, if long term replacement programs are kept. Eliminating the road chip seal program in one year doesn’t have major consequences if it is accelerated in the next year. Like a fund balance, the operating capital can be used as a spring in absorbing economic fluctuations. Construction sales tax is the main source of the City’s General Fund money used for one-time expenditures. The City currently utilizes approximately 50% of its local construction sales tax revenue for one-time projects or capital expenditures. C. Service Contracts Contracting for services may provide a less expensive alternative in providing city services. A further advantage is that it is easier to vary contract amounts on a year to year basis than it is to vary city staffing levels and overhead costs such as equipment and building space. For these reasons, Goodyear has placed increased emphasis on service contracts in areas such as waste management, water resources, engineering, and specialized legal services. IV. Implementing the Strategy There are five steps that can be taken immediately (or in the near future) to prepare for future financial challenges. These are 1) Sales Tax Stabilization; 2) Increasing Operating Capital; 3) Building Fund Balance; 4) Property Tax Stabilization; and 5) Municipal Service Cost Center. Each is described below. 1. Stabilize Sales Tax Sales tax, for any government, is an unstable revenue source. Many components of the tax respond quickly and unpredictably to changes in economic conditions. Legislative actions can reduce State Shared Revenues. Unfortunately, City service costs don’t vary in the same way. The best way to stabilize the influence of Goodyear’s sales tax on the operating budget is probably the simplest: base the next year’s operating revenue estimate on actual collections for the past twelve months. This amount would be adjusted only for changes in the tax rate, not for presumed growth in the tax base. A Council Budget Worksession held on June 10, 1999 discussed this issue. The Council later approved a change from the current policy for FY 99-00. The Retail and Other City Sales Tax revenue categories were projected on a $218 per capita deflated (GDP Deflator) basis for FY 99-00. The Construction category will be budgeted based on the previous year’s actual revenues. Further, 50% of the Construction sales tax revenues were used for Capital purposes only. This change was also used in FY 00-01. Construction sales tax revenue used for capital purposes only totaled 68% for FY 02-03. For FY 03-04, 50% of construction sales tax revenues will be used for capital purposes only. 26 City Sales Taxes Budgeted/Actual (000's) $16,000 $14,000 $12,000 $10,000 $8,000 $6,000 $4,000 $2,000 $FY 97 FY 98 FY 99 FY 00 FY 01 Budgeted 2. FY 02 FY 03 FY 04 Actual Increase Operating Capital Where possible, pay-as-you-go capital budgets should be restored before adding ongoing budgetary commitments such as staff. A related policy for the water/sewer utility is to allocate system development (capacity) fees to pay as you go capital, rather than to debt service or operations. Development fees are unstable, and boosting the operating capital budget will in the long run reduce the utility’s Non-Utility Development Fees Collected $3,595 $3,050 Thousands $2,423 $2,050 $1,050 $1,582 $1,055 $920 $850 FY 99 FY 00 $50 FY 01 27 FY 02 FY 03 FY 04 interest costs. Further, significant portions of present development fees collected are obligated to development agreement reimbursements and are not available for debt service, etc. Non-Utility Development Fees collected from FY 97-98 to FY 02-03 totaled $11,079,650. It is estimated that FY 03-04 non-utility development fees will total $3,600,000. The City does not collect utility development fees in land areas served by private water and/or sewer companies, or where Community Facilities Districts are established to finance water and sewer infrastructure. Utility Development Fees Collected FY 87-88 Thru FY 02-03 $13,669,107 City 49% $6,693,054 $6,976,053 Developer 51% Utility Development Fees collected from FY 87-88 through FY 03-04 totaled $ 13,669,107. Of this amount, $6,976,053 is obligated to reimbursement of developers while $6,693,054 could be used for water and sewer development costs. The City does not collect utility development fees in land areas served by private water and/or sewer companies, or where Community Facilities Districts are established to finance water and sewer infrastructure. 3. Build Fund Balance Article VI, Section 5, City Charter. Cash Basis Fund “The Council may create and maintain a permanent revolving fund to be known as the Cash Basis Fund, for the purpose of putting the payment of the running expenses of the City on a cash basis. For this purpose, the Council may provide that from the money collected from the annual property tax levy, and from the money received from other sources, a sum equal to but not less than two and one-half cents on each one hundred dollars of the assessed value of said property may be placed in such fund until the accumulated amount of such fund shall be sufficient to meet all legal demands against the treasury for the first four months or other necessary period of the succeeding fiscal year.” 28 Cash Basis Fund Secondary Assessed Valuation $0.025 Per $100 Fiscal Year AV Prior Years 1989 31,519,826 0.00025 1990 48,549,825 0.00025 1991 58,885,710 0.00025 1992 55,210,695 0.00025 1993 51,512,800 0.00025 1994 47,423,182 0.00025 1995 46,525,120 0.00025 1996 53,323,611 0.00025 1997 57,589,500 0.00025 1998 72,745,384 0.00025 1999 88,767,663 0.00025 2000 102,219,761 0.00025 2001 136,500,000 0.00025 2002 174,405,000 0.00025 2002 Additional for FY 03-04 2003 222,385,265 0.00025 2004 264,638,241 0.00025 Total Annual Cash Basis Fund Deposit 19,753 7,880 12,137 14,721 13,803 12,878 11,856 11,631 13,331 14,397 18,186 22,192 25,555 34,125 43,601 1,608,872 55,596 66,160 2,006,675 Four months of operating expenses for the General Fund in FY 03-04 is $ 10,785,934 . The Cash Basis Fund of $ 2,006,675 and the Contingency Fund of $3,579,952 (total $5,586,627) is being used to meet the four-month requirement. The Cash Basis Fund is currently under funded by $5.2 million dollars. Operating Budget, Section 4, City Financial Policies. General Fund Appropriations “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 the revenue source most sensitive to changes in the economy).” The FY 03-04 contingency account is $3,579,952. Beginning Balance 10% City Sales Tax Cash Basis Fund Less expenditures Total Budget FY 01-02 2,720,400 906,700 1,663,300 5,290,400 Budget 29 Budget FY 02-03 5,290,300 1,038,543 1,942,422 1,948,832 6,322,433 Budget FY 03-04 6,322,433 1,494,409 2,006,675 4,009,782 5,813,736 4,380,433 5,813,735 4. Stabilize Property Tax The Capital Improvement Plan is designed to keep the property tax rate level through the appropriate scheduling of bond sales. Within this long-term plan, there may be short-term fluctuations in the tax rate depending on construction schedules, interest rates, and other variables. These fluctuations can be countered in the annual budget by varying the primary tax rate and by directing the flow of interest earnings on bond proceeds between the construction and debt service funds. Growth in assessed valuation of property will have the greatest impact on revenues for bond debt services. Primary Property Tax is intended to cover city-operating costs. Secondary Property Tax is limited by State Constitution to cover bonded debt service. The Primary Property Tax was approved in a Special Election held on May 17, 1988. In FY 94-95, the Primary Property Tax rate was $1.10 per $100 of assessed value (AV). The Secondary Property Tax rate was $1.00 per $100 of AV. The combined Property Tax rate was $2.10. It appears that the current tolerance level for the City property tax rate is in the range of $2.00 to $2.10 per $100 of A.V. To stabilize property tax rates also requires stable property assessed valuations. This has not been the case even though the City has experienced significant growth. Legislative changes to the tax rates, successful taxpayer protests on property valuations and County Assessor Office delays all contribute to unstable assessed valuations. The Secondary Assessed valuation table outlined under the Budget Schedules show the volatility of a $58.9 million dollar AV in 1991 decline to a $46.5 million dollar AV in 1994 before rebounding. The City has increased its use of the property tax levy to pay for general operating and maintenance costs. Combined Property Tax Levy & Rate $2.50 $6,000,000 $2.13 $2.11 $2.09 $2.10 $5,079,777 $2.08 $2.04 $1.95 $2.04 $2.00 $4,304,906 $4,000,000 $1.50 Rate Levy $3,205,524 $2,685,244 $2,076,367 $2,000,000 $1.00 $1,770,275 $1,486,000 $1,224,388 $0.50 $- $1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 30 5. Municipal Service Cost Centers Significant steps were taken in the fall of 1994 to address water and sewer operating and capital costs. A citizen cost study committee presented the City Council with a five-year Business Plan to make the water, sewer and sanitation enterprise funds self-supporting by year 2001. The first rate adjustments were implemented in October 1995. The citizen cost study committee annually reviews the Business Plan and makes recommendations to the City Council on the adequacy of user fees to cover the costs of the enterprise fund services. In FY 99-00 the committee recommended to the City Council that the Council engage a consulting firm to review and recommend a restructuring of the water and sewer rates and review and recommend adjustments to the water and sewer development fees. The City of Goodyear hired Raftelis Financial Consulting (RFC) to perform a water/sewer user fee rate study that conformed with the Utility Rate Study Committee’s recommendations. City adopted the consultant’s recommended water and sewer rate structure effective December 2001. The major change was moving sewer user fees from a fixed amount to a fee structure that included both a base amount and a volume charge (using a customer’s winter quarter water usage average). Combined Property Tax Levy $5,079,777 $6,000,000 5,079,777 $5,000,000 The primary property tax levy of $3,029,977 is used for Fire & Police operating and maintenance. The $2,046,800 balance of the combined levy is used for voter approved debt service payments for streets, fire facilities, parks & recreation, and storm sewers. $4,000,000 3,029,977 $3,000,000 $2,000,000 1,304,206 $1,000,000 206,790 $- Fire/Police/Operating Streets Fire Facilities 31 381,672 157,132 Storm Sewers Parks Total: 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. 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. B. C. D. Cash Solvency - the ability to pay bills. Budgetary Solvency - the ability to balance the budget. Long Run Solvency - the ability to pay future costs. 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. Operating Budget 1. Ongoing operating costs should be supported by ongoing, stable revenue sources. This protects the City from fluctuating service levels, and avoids crises when onetime 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 outlay, increasing reserves or contingency funds, and/or paying off outstanding debt. B. Ongoing maintenance costs, such as street resurfacing or swimming pool replastering, should be financed through operating revenues, rather than through bonds. C. Fluctuating federal grants should not be used to finance ongoing programs. 32 2. Revenues from growth or development should be targeted toward 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 unappropriated 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. 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. 28-1598) 33 Debt Management 1. 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. 2. Annual short-term debt payments should not exceed 5% of annual revenue or 20% of total annual debt. 3. Annual debt service on long term general obligation debt should not exceed 10% of annual general fund revenues. 4. 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. 5. Maintain and sell new General Obligation bonds only when the combined Property Tax Rate range of $2.00 to $2.10 can be achieved. 6. Maintain Bond rating of at least Baa1 from Moody’s or Standard and Poore’s. 7. Enterprise Funds should finance water and sewer bonds sales where appropriate. 8. Bonds should not be financed by General Funds unless necessary. If General Funds finance bonds, the combined annual debt service shall not exceed five percent (5%) of the current three years average operating revenues of the General Funds. City Construction Sales Tax revenues will not be included in the computing the average. Budget Amendment Policies 1. 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). 2. Uses of contingency appropriations must be specifically approved by the City Council. This may be by Council motion rather than resolution. 3. 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. 34 Budgetary Control System 1. Monthly budget status reports will be reviewed by the City Manager and presented to the full City Council. 2. Annually update Strategic Financial Plan in order to validate and adjust the Plan and assumptions to remain viable and in compliance with State Statutes. 3. 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. Revenue Policies 1. A diversified and stable revenue system will be maintained to ensure fiscal health and absorb short run fluctuations in any one revenue source. 2. User fees for all operations will be examined annually to ensure that fees cover direct and indirect cost of service. Rate adjustments for enterprises will be based on five-year enterprise fund plans. 3. Development fees for one time capital expenses attributable to new development will be reviewed annually to ensure that fees match development related expenses. 4. Cost analysis should be performed for all services in order to determine if fees collected are covering cost of service. Capital Budget 1. 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. 2. Each department must, when planning capital projects, estimate the impact on the City’s operating budget over the next three to five years. 3. Amendments to capital appropriations fall under the same guidelines as changes to the operating budget noted above, with one exception—any project change exceeding $30,000 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 City Council. 35 The funding sources for the FY 03-04 budget total $144,541,251. Of this total, $23,954,716 or 16.57% are the beginning fund balances. Revenues are projected to be $120,586,535 or 83% of total sources. Total City Revenues $144,541,251 Local Taxes 11% State Shared Revenues 4% Building & Zoning Fees 4% All Other Revenue 41% Water, Sewer, & Sanitation User Fees 7% Fund Balances 17% Bond/Loan Proceeds 16% Local Taxes State Shared Revenues Building & Zoning Fees Water, Sewer, & Sanitation User Fees Fund Balances Bond/Loan Proceeds All Other Revenue 37 15,906,413 5,079,807 5,429,842 10,392,468 23,954,716 23,199,551 60,578,454 11.00% 3.51% 3.76% 7.19% 16.57% 16.05% 41.91% 144,541,251 100.00% GENERAL FUND SUMMARY The General Fund includes all city departments with the exception of the utility enterprise departments, streets, debt service, capital improvements, and programs directly funded from grants and trusts. General Fund Revenues Total resources available for FY 03-04 expenditures include an estimated beginning fund balance of $10,232,720 , and revenues of $29,964,836 (operating $27,714,836 and capital $2,250,000 ). Total available resources, for FY 03-04, are $40,197,556. Summary Of General Fund Revenues City Sales Tax 46% Property Taxes 11% State Shared Revenue 13% Building & Zoning Fees 20% All Other Revenue 7% Franchise Taxes 3% The City continues a conservative approach to revenues and expenditures for next year. This is consistent with the adopted City strategic financial plan and the City financial policies established in FY 94-95. The City is anticipating the continued level of growth in FY 03-04 as was experienced in the last fiscal year. Construction activity is estimated to be 15% below FY 02-03 activity. 38 Budget FY 02-03 Estimated FY 02-03 Projected FY 03-04 City Sales Tax Building & Zoning Fees Franchise Taxes All Other Revenue State Shared Revenue Property Taxes $ 10,396,435 4,100,000 817,936 2,022,283 3,939,432 2,597,865 $ 11,321,246 5,429,842 836,800 2,034,327 4,050,000 2,597,865 $ 12,694,093 5,429,842 962,320 1,970,282 3,628,322 3,029,977 Total $ 23,873,951 $ 26,270,080 $ 27,714,836 General Fund Revenues Property Tax - Given estimates of 19% increases in the City’s assessed valuations, a primary property tax rate of $1.2691 per $100 assessed value will result in revenues of $3,029,977. The assessed value for secondary tax purposes will generate $2,049,800 at a rate of $0.7746 per $100 assessed value for payment of principal and interest (the secondary levy is applied directly to the Debt Service Fund). The total tax rate is estimated to be $2.04 per $100 assessed value. The City has maintained the same property tax levy from the previous fiscal year. Primary Property Tax Levy $3,750,000 $3,029,977 $3,000,000 $2,597,865 $2,197,080 $2,250,000 $1,673,000 $1,500,000 $1,067,300$1,035,124 $688,000 $750,000 $226,475 $1997 1998 1999 2000 39 2001 2002 2003 2004 BUDGET SUMMARY CITY OF GOODYEAR’S FY 03-04 BUDGET SUMMARY The total proposed budget for FY 03-04 is $127,542,561 including transfers. Of this total budget, $16,232,032 or 12.73% supports the Public Works programs. $8,391,731 or 6.58% supports the Administration programs. Planning & Development Services amount to $5,783,095 or 4.53%. Debt Service is supported by $2,667,080 or 2.09%. Public Safety programs amount to $16,519,005 or 12.95%. The Contingency Fund equals $3,579,952 or 2.81%. The Capital Improvements Program represents the largest expenditure in the budget amounting to $74,369,667 or 58.31%. Total City Expenditures By Program $127,542,561 Public Works 13% Debt Service Fund 2% Administration 7% Planning & Development Services 5% Public Safety 13% Capital Improvement Projects 57% Contingency 3% 36 Franchise Fees - Franchise fees are projected to increase 15% over the prior twelvemonth period. The fees are based on the gross receipts of the applicable utility franchises (cable, electric, and gas). The increases in the revenues are due to residential development continuing as in FY 02-03. City Sales Tax - Revenue estimates are $733,000 above estimates for City Sales Tax collections from FY 02-03. City Sales Taxes account for approximately 46% of the General Fund revenues and are estimated to increase above last year’s collections to $14,211,246 projected . The City is estimated to collect $4,500,000 in Construction Sales Tax for FY 03-04. Financial policy calls for 50% of the Constructions Sales Tax revenues ($2.25m) to be used for one-time expenditures and the remaining 50% for the operating budget. City Sales Taxes Budgeted/Actual (000's) $16,000 $14,000 $12,000 $10,000 $8,000 $6,000 $4,000 $2,000 $FY 97 FY 98 FY 99 FY 00 Budgeted FY 01 FY 02 FY 03 FY 04 Actual State Shared General Fund Revenues - The State of Arizona shares a portion of its sales, income, and motor vehicle taxes with cities, based on a formula set by state law. The Arizona State Department of Revenue (ADOR) provides estimates for these revenues. The formula for sharing state revenues is based on census population figures. The City’s share of revenues increased $1.6 million annually in FY 01-02 as a direct result of the 2000 Census. The state shared revenues for FY 03-04 are estimated as follows: sales tax $1,496,120, income tax $1,706,817, vehicle tax $425,385 , for a total of $3,628,322. 40 State Shared Revenues $5,000,000 $3,832,300 $3,939,432 $3,628,322 $2,500,000 $2,251,000 $2,104,176 $FY 99/00 FY 00/01 FY 01/02 Income State Shared Revenues Income Sales Auto Total $ FY 02/03 Sales FY 03/04 Auto FY 99/00 FY 00/01 FY 01/02 FY 02/03 $741,167 $1,025,053 $337,956 $800,000 $1,102,000 $349,000 $1,511,300 $1,972,000 $349,000 $2,040,589 $1,473,458 $425,385 2,104,176 $ 2,251,000 $ 3,832,300 $ 3,939,432 FY 03/04 1,706,817 1,496,120 425,385 $ 3,628,322 Building & Zoning Fees - License and permit fees include building permits, right-of-way permits, and plan check fees and rezoning fees. The FY 03-04 revenues for building and zoning fees are consistent with construction activity for the prior twelve-month period. The estimated revenues for FY 03-04 are $5,429,842 compared to $4,100,000 budgeted for FY 02-03. Building and Zoning Fees are estimated for FY 03-04 to be $5,429,842. Our conservative estimates indicate no growth in this area for the next fiscal year. 41 General Fund Appropriations Total General fund expenditures for FY 03-04 are $37,528,235 including transfers. The expenditures consist of personnel services, materials and supplies, professional and contract services, debt service, funded depreciation, contingency, new and replacement equipment, projects and transfers. General Fund Expenditures $37,528,235 New/Repl Equip/Projects 11% Personnel Services 50% Debt Service 1% Funded Deprec 5% Contingency 10% Devel Reimb 3% Materials & Supplies 7% Prof & Cont Services 13% General Fund Expenditures Personnel Services Materials & Supplies Prof & Cont Services Devel Reimb Contingency Funded Deprec Debt Service New/Repl Equip/Projects Total Transfers FY 01/02 FY 02/03 FY 03/04 9,864,379 2,035,483 3,430,401 286,899 2,528,250 15,969,071 2,437,284 4,175,597 720,000 4,380,433 1,561,308 340,000 3,836,856 18,740,884 2,756,219 4,821,823 1,091,350 3,579,952 1,795,502 321,785 4,420,720 18,145,412 3,329,329 33,420,549 2,597,361 37,528,235 3,553,766 42 Transfers to Other Funds - $ 3,553,766 There are two transfers from the General Fund to other funds. The first is ($617,280) cover debt service. The second is ($809,813) to the Highway User Fund to support street operations and maintenance. There was one transfer to the General Fund of $1,784,863 from the Water, Sewer and Sanitation Enterprise Funds to cover operational costs associated with those funds. There was one transfer in capital funds from the General Fund for ($436,810) to cover a shortfall in the Highway User Fund. Personnel Services - $ 18,740,884 Personnel expenditures consist of the current staffing of 255 positions plus additional 25 positions. The personnel services expenditures consist of salaries and wages, employee retirement, part-time salaries, health insurance, overtime, Workman’s Compensation insurance, FICA/ Medicare, uniform allowance, employee awards. Also included is a 5% provision for employee advancement opportunity. Materials and Supplies - $ 2,756,219 Materials and Supplies consist of all utility costs, maintenance costs, office & operating supplies. Professional and Contract Services - $ 4,821,823 All professional service agreements and contracts, travel, training, conferences, special events, etc. are included in this element of the budget. Contracting for services may provide a less expensive alternative in providing city services. A major advantage is that it is easier to vary contract amounts on a year-to-year basis than it is to vary city staffing levels and overhead costs such as equipment and building space. Contingency - $ 3,579,952 The contingency fund is used for unanticipated expenses. Debt Service - $ 321,785 The debt service consists of the principal and interest payments for the new Interim Office Building. Funded Depreciation - $ 1,795,502 The funded depreciation element is an amount of funds placed in a reserve each year for future capital outlay purchases. 43 New and Replacement Equipment and One Time Projects - $4,420,740 Developer Reimbursements - $ 1,091,350 This element includes reimbursements to sales tax generators that have added ‘net new‘ sales tax dollars to the City’s general fund in accordance with specific development agreements. 44 HIGHWAY USER FUND SUMMARY The Highway User fund includes all direct expenditures of the street department. Highway User Fund Revenues Total resources available for FY 03-04 expenditures include transfers from the enterprise fund of $809,813, transfers from the capital fund of $286,810 and revenues of $1,512,725. Total available resources for FY 03-04 are $2,609,348. Highway User Fund Revenues $1,512,725 $1,600,000 $1,400,000 $1,324,600 $1,350,568 $1,200,000 $1,000,000 $800,000 $701,000 $732,337 FY 98/99 FY 99/00 $780,000 $600,000 $400,000 $200,000 $FY 00/01 FY 01/02 FY 02/03 FY 03/04 Summary of projected revenue sources: Gas Tax - The gas tax revenues are received from the State based on a complex formula set by State law. The Arizona Department of Transportation (ADOT) provides estimates for the gas tax. Revenue estimates are $1,309,752. 45 Operating Budget -Mayor & Council -Municipal Court -City Attorney -City Prosecutor -Human Resources -Risk Management -City Manager -Administrative Support Services -City Clerk -Economic Development -Community Initiatives -Finance -Community Facilities Districts -Budget and Research Office -Information & Technology Services -Community Development -Engineering -Aquatics Facility -Recreation -Public Works Administration -Fleet Services -Parks -Facilities Management -Streets -Building Safety -Water -Water Reclamation Facility -Soil Aquifer Treatment (SAT) Site -Wastewater Collection System -Corgett Water Reclamation Facility -Sanitation -Police -Police Telecommunications -Fire -Contingency -Debt Service -Capital Improvement Program (CIP) Lottery - The lottery revenues are received from the State based on a formula set by State law. The Arizona Department of Revenue provides estimates for the lottery revenues. Revenue estimates are $141,733 . Miscellaneous Revenue - $61,240 Highway User Fund Appropriations FY 03-04 Highway User Fund expenditures are proposed to be $2,609,348. The proposed expenditures consist of personnel services, materials and supplies, professional and contract services, debt service, funded depreciation, new/replacement equipment and developer reimbursements. Highway User Fund Expenditures Personnel Services 24% New/Repl Equip/One Time 6% Funded Depreciation 10% Prof & Cont Services 5% Materials & Supplies 55% 46 Highway User Fund Summary of Expenditures HURF Appropriations Personnel Services Materials & Supplies Prof & Cont Services Funded Depreciation New/Repl Equip/One Time Actual FY 01-02 $552,534 1,277,942 309,767 215,508 350,116 Budgeted FY 02-03 591,835 1,443,553 140,712 247,834 578,200 Estimated FY 02-03 558,491 1,579,239 169,171 247,835 10,200 Budget FY 03-04 668,856 1,516,482 137,200 285,010 151,800 Total 2,705,867 3,002,134 2,564,936 2,759,348 Personnel Services - $ 668,856 Personnel expenditures consist of the current staffing of 10 positions. The personnel services expenditures consist of salaries and wages, employee retirement, part-time salaries, health insurance, overtime, workman’s comp. Insurance, FICA/Medicare, uniform allowance, employee awards. Also included is a 5% provision for employee advancement opportunity. Materials and Supplies - $ 1,516,482 Materials and Supplies consist of all utility costs, maintenance costs, office & operating supplies. Professional and Contract Services - $ 137,200 All professional service agreements and contracts, travel, training, conferences, special events, etc. are included in this element of the budget. Contracting for services may provide a less expensive alternative in providing city services. A major advantage is that it is easier to vary contract amounts on a year-to-year basis than it is to vary city staffing levels and overhead costs such as equipment and building space. Funded Depreciation - $ 285,010 The funded depreciation element is an amount of funds placed in a reserve each year for future capital outlay purchases. New and Replacement Equipment - $ 151,800 47 DEBT SERVICE FUND SUMMARY The Debt Service fund includes the principal and interest expenditures of the City’s General Obligation bond issues, and Revenue bond issues. The Debt Service fund does not include the Enterprise fund debt service payments. Debt Service Fund Revenues Secondary Property Tax - Given estimates of a 19% increase in the City’s assessed valuation, the assessed value for secondary tax purposes will generate $2,049,800 at a rate of $0.7746 per $100 assessed value for payment of General Obligation Bond principal Secondary Levy 2,500,000 $2,049,800 2,000,000 $1,707,041 1,500,000 1,000,000 $1,041,243 $1,012,244 $1,008,444 $997,913 $798,000 $702,975 500,000 FY 1997 FY 1998 FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 and interest payments. The secondary rate has increased from $0.5782 in FY 02/03 to $0.7746 in FY 03/04. 48 Debt Service Fund Expenditures Total Debt Service Fund expenditures for FY 03-04 is proposed to be $2,667,080. The debt service payments are for the following types of issues: General Obligation Bonds Revenue Bond $2,049,800 $617,280 ENTERPRISE FUND SUMMARY The Enterprise fund includes the water, sewer, and sanitation departments. Enterprise Fund Revenues Total resources available for FY 03-04 expenditures include User Fees of $10,392,468 and Capital Resources of $21,393,907 for a total $31,786,375. This includes a negative net in the beginning fund balance of $1,527,050. Enterprise Fund Revenues User Fees 31% Capital Revenue 69% 49 Capital revenues are used to support the Capital Improvement Program (CIP) projects, new & replacement equipment, funded depreciation, and developer reimbursements of the Enterprise fund. The operating revenues (User Fees) support the operational and maintenance expenditures of the fund. Enterprise Fund Revenues Water Operating Rev Sewer Operating Rev Sanitation Operating Rev Water Capital Rev Sewer Capital Rev Total Budget FY 02-03 3,682,448 3,099,646 1,929,263 2,845,000 6,994,000 Estimated FY 02-03 3,436,918 2,874,271 2,043,130 3,121,406 1,000,286 Budget FY 03-04 3,952,456 4,090,412 2,349,600 7,398,073 15,522,884 18,550,357 12,476,011 33,313,425 50 Enterprise Fund Appropriations Total Enterprise Fund expenditures for FY 03-04 are proposed to be $22,184,523; water ($6,696,326 ), sewer ($13,810,550), and sanitation ($1,677,647). The proposed expenditures consist of personnel services, materials and supplies, professional and contract services, debt service, funded depreciation, new & replacement equipment, developer reimbursement, and CIP projects. Enterprise Fund Expenditures Funded Depreciation 1% CIP 52% Personnel Services 8% Materials & Supplies 9% Prof & Cont Services 9% Transfers 7% Debt Service 7% New/Repl Equipment 3% 51 Developer Reimbursements 4% Enterprise Fund Summary of Expenditures Budget FY 01-02 Enterprise Fund Expenditures Budget FY 02-03 Estimated FY 02-03 1,829,967 $ 1,540,678 2,080,725 762,000 1,667,200 133,280 342,500 19,629,059 (307,000) 1,480,653 1,768,895 2,236,944 762,000 1,667,200 133,280 177,000 5,814,410 - $ 1,965,450 2,109,521 2,497,432 962,000 1,667,157 153,271 469,600 12,360,095 - $ 14,040,382 $ 22,184,526 Personnel Services Materials & Supplies Contract Services Devel. Reimbursement Debt Service Funded Depreciation Capital Outlay CIP Transfer In Debit $ 1,336,625 1,236,687 3,349,359 707,700 115,896 133,286 15,014,671 - $ Total $ 21,894,224 $ 27,678,409 Budget FY 03-04 Personnel Services - $1,965,450 Personnel expenditures consist of the current staffing of 30 positions plus 3 additional positions in the water department. The personnel services expenditures consist of salaries and wages, employee retirement, part-time salaries, health insurance, overtime, workman’s comp. insurance, FICA/Medicare, uniform allowance, employee awards. Also included is a 5% provision for employee advancement opportunity. Materials and Supplies - $2,109,521 Materials and Supplies consist of all utility costs, maintenance costs, office & operating supplies. Professional and Contract Services - $2,497,432 All professional service agreements and contracts, travel, training, conferences, special events, etc. are included in this element of the budget. Contracting for services may provide a less expensive alternative in providing city services. A major advantage is that it is easier to vary contract amounts on a year-to-year basis than it is to vary city staffing levels and overhead costs such as equipment and building space. Debt Service - $1,667,157 The debt service consists of the principal and interest payments for the water & sewer projects that have been constructed. 52 Funded Depreciation - $153,271 The funded depreciation element is an amount of funds placed in a reserve each year for future capital outlay purchases. New and Replacement Equipment - $469,600 Developer Reimbursements - $962,000 Included in this element is $962,000 for reimbursements to developers for installing water and sewer infrastructure in accordance with the applicable development agreements. Capital Improvements Program (CIP) - $12,360,095 Water projects Sewer projects $3,094,838 $9,265,257 CAPITAL IMPROVEMENTS PROGRAM FUND SUMMARY The CIP fund includes all proposed city projects with the exception of the Enterprise Fund projects. The City’s capital improvement program has an effect on the operating budget. All newly completed projects must be maintained and if bonds were sold to finance the construction, then annual debt service payments are required. Goodyear has a policy that the City combined property tax rate should not exceed $2.10. This is a combined rate that includes a primary rate and a secondary rate. The primary rate supports the operating budget and the secondary rate can only be used for debt service. As the secondary rate increases the primary rate decreases along with the property tax revenue for operations. In addition to operating, maintenance and debt service, the capital improvement program includes pay-as-you-go projects and grant matches that come directly from the operating budget. CIP Fund Revenues Total resources available for the proposed FY 03-04 expenditures include $53,690,749 with total available resources are $68,939,795. The major revenue sources of the CIP fund consist of the following: development fees of $3,594,749, grants of $200,000 , bond proceeds of $8,600,000 , Improvement District revenue of $40,000,000 and of $1,296,000. 53 Programs Funded For FY 03-04: Budget FY 03-04 7,750,000 324,720 12,194,652 960,200 250,000 200,000 40,000,000 3,094,838 9,265,257 330,000 Budgeted Capital Improvements Parks & Recreation Public Works Admin. Streets Public Safety General Administration CDBG Improvement Districts Water Sewer Miscellaneous Projects Total $ 54 74,369,667 Percent of Total 10.42% 0.44% 16.40% 1.29% 0.34% 0.27% 53.79% 4.16% 12.46% 0.44% 100.00% Budget Summary -Budget Summary -General Fund Summary -Highway User Fund Summary -Debt Service Fund -Enterprise Fund Summary -Capital Improvements Program Fund Summary • • • • • • Maintain good rapport and relations with Goodyear’s business community by holding monthly meetings with a business or industrial representative. Represent the City in legislative matters Implement staff’s Five Year Strategic Plan Adopt City of Goodyear General Plan and refer to voters to ratify at the November 2003 Election. Participate and sponsor several community events in conjunction with other agencies; i.e. Jazz Festival with West Valley Fine Arts; Goodyear Rodeo Days with Tri-City West Chamber of Commerce. Participated and sponsored the YMCA and Boys and Girls Club to promote youth participation. PERFORMANCE INDICATORS FY 01-02 Council Meetings Work Sessions Community Meetings School Board Meetings Special Meetings Jazz Festival Attendance Goodyear Rodeo Days Atte Mayor Business Meetings Community Funding Suppo 26 26 5 0 7 6,000 2,500 24 163,589 FY 02-03 FY 03-04 25 25 5 1 7 6,000 2,500 24 218,000 24 24 5 1 10 6,500 2,000 24 316,820 BUDGET SUMMARY BY DEPARTMENT MAYOR & COUNCIL ACTUAL BUDGET ESTIMATE BUDGET FY 01-02 FY 02-03 FY 02-03 FY 03-04 Personnel Services Materials & Supplies Contract Services Debt Service Funded Depreciation Capital Outlay Transfer Out Credit $ 101,734 $ 63,156 $ 19,381 24,180 314,128 722,733 31,144 35,815 400 4,000 - 99,762 $ 118,088 9,800 22,700 43,953 214,119 Total $ 470,388 $ 849,884 $ 193,330 $ 389,596 35,815 4,000 31,089 3,600 The above figures include Community Service Support and Special Events. 56 AUTHORIZED POSITIONS FY 01-02 FY 02-03 FY 03-04 Mayor Vice Mayor Councilmembers Administrative Assistant 1 1 5 1 1 1 5 1 1 1 5 1 Total 8 8 8 57 MUNICIPAL COURT The Municipal Court has jurisdiction over all civil traffic, criminal traffic, criminal misdemeanor, liquor violations, and Municipal Code violations (including parking notices) that occur within the Goodyear City limits. The court also receives case filings from the Goodyear Police Department, Maricopa County Rabies Animal Control Authority, Arizona Register of Contractors, as well as felony cases turned down by the Maricopa County Attorney’s Office. The court has concurrent jurisdiction with the justice court on orders of protection, injunctions against harassment, and search warrants. 2002-2003 ACCOMPLISHMENTS: • • • • • • Full compliance with mandated training requirements for all court personnel. Continued participation in regional effort to establish a court automated training office to be centrally located in the Phoenix area to serve 17 local municipal courts. Goodyear Municipal Court sponsored initial planning session. Hiring scheduled for June 2003. Continued participation in a statewide effort to establish a self-evaluation checklist for use by limited jurisdiction courts. Project is anticipated to greatly improve compliance with operational guidelines for all courts. Projected project completion is Fall of 2003. Developed performance measurements for use in the annual performance evaluation process. Conducted verification of closed file data integrity and purged over 10,000 closed case files in accordance with the retention schedule published by the Arizona Supreme Court. Actively monitored key legislative proposals that affect the judicial system and provided feedback to the legislature through the Community Initiatives Division. 2003-2004 OBJECTIVES: • • • • • • Continued participation in a multi-jurisdictional effort to develop a tool that courts can utilize to evaluate compliance with operational requirements. First draft to be published Fall 2003. Development of a brochure for use by law enforcement to educate customers on issues related to protective order services provided by the Goodyear Municipal Court. Host statewide conference and strategic planning session for judges and court management personnel. Results of the planning session to be used in the continued development of a strategic plan for courts of limited jurisdiction. Training to be accredited. Continued internal effort to publish all court forms in an electronic format for internal and customer use. To be completed by end of FY. Intensify enforcement operations through integration with the Arizona Supreme Court Centralized Collection Bureau. Develop and implement performance measures that break down case statistics by type to further promote accuracy when determining and anticipating workload. 58 PERFORMANCE INDICATORS FY 01-02 Total Cases FY 02-03 5,831 FY 03-04 6,168 7,281 FY 02-03 based on first 8 months of fiscal year with last 4 months estimated. Figures do not include Fail to Pay and Fail to Appear cases. BUDGET SUMMARY DEPARTMENT ACTUAL FY 01-02 BUDGET ESTIMATED FY 02-03 FY 02-03 Personnel Services $ 315,366 $ 375,806 $ Materials & Supplies 67,006 41,052 Contract Services 101,001 47,875 Debt Service Funded Depreciation 4,773 5,489 Capital Outlay 34,569 77,000 Transfer In Debit Total 522,715.00 547,222.00 363,553 $ 62,868 38,527 416,889 47,154 52,005 5,489 77,000 6,313 55,800 547,437.00 578,161.00 AUTHORIZED POSITIONS FY 01-02 FY 02-03 FY 03-04 Clerk Interpreter Court Administrator Court Clerk II 1 1 3 1 1 3 1 1 2 Total 5 5 5 59 BUDGET FY 03-04 CITY ATTORNEY Organizationally, the Office of the City Attorney combines the functions of the City Prosecutor and the City Attorney into one department. However, the Prosecutor will furnish a separate budget report. The City Attorney and Prosecutor share logistical support from a full time Legal Assistant. A Victim Advocate, funded by a grant, works in the department on a part-time basis. The City Attorney will be directly responsible for all legal matters except the handling of cases pending in the Municipal Court, which matters will be handled by the City Prosecutor. An Assistant City Attorney was hired in November 2001 to assist the City Attorney in the discharge of the City Attorney’s duties. 2002-2003 ACCOMPLISHMENTS: • • • • • • • • • • • Provided dependable legal advice to the Council and staff on a daily basis. Continued negotiations for settlement of CAP/CAWCD water litigation and continued negotiations with Gila River Indians regarding water lease, all subject to approval of the United States. Assisted City Clerk in preparation and conduct of elections and resolution of related issues. Assisted Public Works regarding procurement and other contractual questions, including, compliance with state bidding requirements. Coordinated use of volunteer attorney services. Recruited and hired a full time Assistant City Attorney. Drafted numerous Ordinances and Resolutions. Attended all Council meetings. Coordinated handling of numerous claims, suits and Public Records requests. Provided Annual Report. Worked on Operational Plans. 2003-2004 OBJECTIVES: • • • • • • • Provide dependable legal advice to the Council and staff on a daily basis. Continue developing and maintaining plans for assigning and reporting by the Assistant City Attorney on tasks to be completed. Prepare Annual Report. Implement efficiencies to improve performance and to document completed tasks. Begin preparation of monthly Reviews and Status Report of activities. Update all City Procurement Policies and Procedures and integrate with State Law requirements. Continuation and possible expansion of Voluntary Legal Services. PERFORMANCE INDICATORS: • • • • • • Ensure the availability of timely legal advice and other legal work to the city. Minimizing exposure to the city for the consequence of actions taken or not taken. Continue preparation and/or revisions of Operational Plan and Annual Reports indicating attainment of goals. Full implementation of new Procurement Policies and Procedures. Preparation of Monthly Reports. Conduct monthly departmental meetings. 60 BUDGET SUMMARY BY DEPARTMENT CITY ATTORNEY ACTUAL BUDGET ESTIMATED BUDGET FY 01-02 FY 02-03 FY 02-03 FY 03-04 Personnel Services Materials & Supplies Contract Services Debt Service Funded Depreciation Capital Outlay Transfer In Debit $ 176,125 $ 199,098 $ 13,583 12,365 3,341 10,275 - 213,731 $ 245,536 7,586 10,733 15,319 14,825 Total $ 223,049 $ 221,738 $ 236,637 $ 271,194 AUTHORIZED POSITIONS FY 01-02 FY 02-03 FY 03-04 ATTORNEY ASSISTANT CITY ATTORNEY 1 1 1 1 1 1 Total 2 2 2 61 CITY PROSECUTOR The Goodyear City Prosecutor’s Office represents the City of Goodyear in the prosecution of criminal misdemeanor, Goodyear City Code, and civil traffic cases filed in the Goodyear Municipal Court. In addition, 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. MISSION STATEMENT We evaluate, manage, and prosecute cases with the goal of administering justice in an equitable, efficient, and expeditious manner while advocating for victim rights and crime prevention. VISION & VALUES The Goodyear City Prosecutor’s Office: Provides quality, professional, and ethical prosecutorial services to the citizens and visitors of Goodyear while advancing the integrity of the criminal justice system and the perception of the legal profession. Seeks to ensure the legal and emotional needs of victims, witnesses, and other participants in the criminal justice system are met. Promotes and participates in programs and organizations dedicated to protecting victims, reducing crime and enhancing the quality of life in the community. 2002-2003 ACCOMPLISHMENTS: Victim Advocacy • • • • • • • • Organized victim assistance program. Victim advocate received training and education to become a certified victim advocate through Northern Arizona University. Renewed our victim crime grant from the Arizona Department of Public Safety. Provided victim services to crime victims to assist with emotional support, counseling, and information. Established resource referrals relating to the various financial and emotional needs of crime victims. Created a victim statistical reporting method that is compliant with Victim of Crime Act guidelines. Received voting member status in Arizona Coalition for Victim Services organization. Victim advocate has received training and is now an active member of the Arizona Response Crisis Team. 62 PROSECUTION • • • • • Successfully prosecuted a high volume of criminal misdemeanor and civil cases. Increased community awareness of domestic violence through public presentations on the topic to regional community associations. Successfully represented the City on appeals and special actions filed in Maricopa Superior Court and the Arizona Court of Appeals. Successfully participated in numerous trials. Actively participated in Southwest Regional Council on Prevention of Family Violence and Maricopa Association of Governments Domestic Violence Committee. 2003-2004 OBJECTIVES: • • • • • • • • • • • To prosecute all cases in an equitable, efficient, and timely manner. Explore options for prosecution criminal database. Strengthen our commitment to victimless prosecution by assisting the Police Department with domestic violence training. Create a victim notification manual and policy. Actively participate in programs and committees that advocate for victim rights and domestic violence prevention and education. Refine and streamline the process for monitoring probation cases and holding offenders accountable for probation violations. Develop protocols to facilitate the correspondence and docket notification between the Prosecutor’s Office and the Goodyear City Court. Continue to implement policies and procedures that streamline existing protocols. Continue our commitment to legal education and community awareness through the attendance of legal seminars, conferences, and local meetings. Assist Code Enforcement Department with code compliance and education. To maintain our prosecutioral effectiveness by contracting with a “pro-tem” prosecutor to assist us with court and appellate coverage. PERFORMANCE INDICATORS: • • • • Zealously represent the interest of the City of Goodyear in all criminal matters. Critically review and analyzed all criminal cases to determine that there is a reasonable likelihood of a conviction. Total Criminal Conviction rate∗ 98% Research, write, and argue all motions, appeals, special actions, and petition for review. 63 PERFORMANCE INDICATORS Criminal Complaints reviewed by Prosecutor Criminal Complaints filed by Prosecutor Pretrial Conferences Bench Trials Jury Trials Motions Appeals/ Special Action Victim Correspondence FY 01-02 FY 02-03 FY 03-04 181 250 275 163 1,419 19 1 27 4 212 200 1,500 24 2 40 300 225 1,550 30 3 50 2 350 BUDGET SUMMARY BY DEPARTMENT ACTUAL BUDGET ESTIMATED FY 01-02 FY 02-03 FY 02-03 Personnel Services Materials & Supplies Contract Services Debt Service Funded Depreciation Capital Outlay Transfer In Debit $ 149,378 $ 152,079 $ 10,916 12,616 2,223 19,350 - 150,764 $ 7,709 2,145 Total $ 162,518 $ 184,045 $ 160,620 $ FY 02-03 177,000 12,835 18,510 4,100 AUTHORIZED POSITIONS FY 01-02 BUDGET FY 03-04 FY 03-04 CITY PROSECUTOR LEGAL ASSISTANT 1 1 1 1 1 1 Total 2 2 2 64 212,445 HUMAN RESOURCES The Human Resources Department 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 Department also maintains the master employee records; reporting and analyzes of applicant and employee information; updates and maintains records in payroll/personnel system; benefits management; and recruitment services. 2002 - 2003 ACCOMPLISHMENTS: • • • • • • • • • • • • • • • • Facilitated the hiring of 18 newly authorized staff positions. Entered into a contract agreement with the Arizona Republic, which saved the City over $20,000. Monitored the use of the Council Military Leave Policy for activated reserves. Coordinated staff evaluation and contract negotiations for the Judge. Implemented the ability to apply for a position through the web. Collected, analyzed and posted statistical information concerning employees, recruitment and education. Developed our first departmental mission statement, department description, Annual Report, Resource Plan, Operational Plan, and Strategic Plan. Audited all personnel files for accuracy and completeness. Implemented the 2002 classification/compensation findings and participated in the West Valley Survey Consortium. Developed and implemented the classification, compensation, and evaluation policies. Verified all I-9 documents were complete and accurate and updated those which were not. Verified all W-2 paper files matched those noted in the payroll system and resolved any discrepancies. Developed a minority, female and disabled recruitment listing. Developed the ability for an applicant to submit their entire application packet over the web. Developed benefit business cards in order for employees to have easy access to all of their critical policy holder telephone numbers. Developed post cards to notify applicants that their application had been received. 2003 – 2004 OBJECTIVES: • • • • • • Prepare the City’s biannual Federal EEO-4 report. Implement the 2003 classification/compensation findings and participate in the West Valley Survey Consortium if appropriate. Develop statistical records concerning applications received. Coordinate recruitment for newly authorized positions approved in the budget. Research Human Resources Information System (HRIS) in coordination with Information Systems Citywide needs analysis. Research an applicant and employee testing software package to include in the next fiscal year’s budget. 65 • • • • • Develop Waters Consulting Group Competency Manuals for Directors as a new trial group. Implement City wide time tracking when available Implement payroll changes such as classification and compensation findings, federal tax table changes and partial self-insurance changes. Coordinate staff evaluations and contract negotiations for the City Attorney and City Manager. Assume responsibility for the City ID Badge Program. PERFORMANCE INDICATORS Authorized Full Time Employees Newly Authorized Positions* Regular, FT New Hires Regular, FT Personnel Changes (Promote/Transf/Demotions) Reserve/Temp to Regular Status Regular, FT to Temp Status Temporary Hires Reserve Hires Pool Hires DCE Hires Council Hires New Hires/ Personnel Changes Total Applicants Reg FT Turnover Rate (Ex Retire) Reg FT Turnover Rate (Incl Retire FY 01-02 FY 02-03 236 34* 47 255 20** 24 279 24 30 15 5 1 14 1 26 4 2 80 1,200 3.20% 2.80% 15 5 2 3 26 3 87 1,300 6.00% 4.00% 8 7 2 8 30 11 127 1,561 6.10% 7.90% FY 03-04 *21 authorized 7/1/00, 2 authorized 1/01 - CFD Manager & Code Comp. Manager **18 authorized & 1 position eliminated 7/1/02, 2 authorized 11/02 and 12/02 respectively Crisis Services Manager & Senior Account Clerk 66 BUDGET SUMMARY BY DEPARTMENT ACTUAL BUDGET ESTIMATED BUDGET FY 01-02 FY 02-03 FY 02-03 FY 03-04 Personnel Services Materials & Supplies Contract Services Debt Service Funded Depreciation Capital Outlay Transfer Out Credit $ 232,476 $ 231,536 $ 34,560 22,022 51,994 95,700 3,746 4,308 21,300 - 239,138 $ 339,021 20,945 27,726 61,926 104,260 Total $ 344,076 $ 353,566 $ 326,317 $ 488,991 4,308 AUTHORIZED POSITIONS FY 01-02 FY 02-03 FY 03-04 DIRECTOR PROGRAM MANAGER HR TECHNICIAN BENEFIT & PAYROLL TECH 1 1 1 1 1 1 1 1 1 1 Total 3 3 4 67 4,954 13,030 RISK MANAGEMENT The Risk Management Department 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 the Department, as is the reduction of controllable losses and protection of the City’s personnel and financial assets. 2002 - 2003 Accomplishments: • • • • • • • • • • • • • • • Coordinated the work of the Insurance Committee to provide recommendations to the City Council on health, life and dental insurance. Changed insurance providers from a partially self-funded One-Health Plan to a fully insured CIGNA Plan and from United Concordia to Guardian. Both moves resulted in a considerable cost savings for the City. Achieved more ownership of the plans by changing rates for dependent coverage to be a percentage of the cost of the health or dental plans. Coordinated implementation of new health, life, vision, and dental insurance providers. Implemented a full-blown Flexible Benefits Plan which saved the employees and the City funds. 41 employees took advantage of the medical out of pocket plan and 6 signed up for the dependent care plan. Offered for the first time an employee paid Vision Plan. Installed Safety Bulletin Boards at all locations. Conducted several well health sessions through CIGNA. Assisted the Public Safety Committee and Workplace Safety Consultant to implement written programs. Developed an annual report. Distributed the second employee’s benefit survey prepared by the Insurance Committee. Distributed updated certificates of insurance for all City vehicles. Implemented the new OSHA 300 posting and tracking regulations. Complied with new HIPPA regulations. Hired a Risk Aversion Manager. Developed department mission and department description of services. 2003 - 2004 Objectives: Work with the broker and the Insurance Committee and make recommendations to the City Council concerning our benefit programs and facilitate necessary changes. Coordinate open enrollment. Analyze, prepare and post department and citywide accident and injury statistics. Assist the Public Safety Committee and Workplace Safety Consultant to implement written programs and training. Review current citywide policies and guidelines that relate to Risk Management. Write, or revise, applicable citywide polices and guidelines in coordination with the Risk Aversion Policy Team. Keep the City Council aware of the progress of this new program. 68 PERFORMANCE INDICATORS WORKERS COMP CLAIMS FY 00-01 Total Reported Claims 28 Total Medical Only Claims 28 Total Annualized Cost of Claims $21,811 Total W/C Time Loss Claims $0 Total Reserved Dollars $0 Estimated Loss Ratio 19.74% Total Premium $110,484 Less Estimated Dividend $65,841 Estimated Net Cost $44,643 Experience Modification Factor 0.7 FY 01-02 FY 02-03 30 *32 27 *25 $32,368 * $ 85,000 $3 * 7 $5,964 * $ 25,000 * 24.0% * 55.2% *$134,750 *$154,000 * $ 67,375 * $ 45,000 * $ 67,375 *$109,000 0.78 0.8 FY 03-04 * 22 * 19 * $ 43,342 * 3 * $ 14,302 * 25% *$173,367 *$ 86,684 *$ 86,684 0.69 For Fiscal year 02-03 we have one case with third party litigation. We anticipate that our lien will be satisfied. This will lower our loss ratio to 35% and increase our dividend to an estimated $ 75,000. Our net cost for FY 02-03 will then change to $ 79,000. * Are the most current estimates given the current loss runs and trend analysis. **New Risk Aversion Manager has noted variances in previous reports and has included the most current and up to date information in this chart. BUDGET SUMMARY BY DEPARTMENT ACTUAL BUDGET ESTIMATED BUDGET FY 01-02 FY 02-03 FY 02-03 FY 03-04 Personnel Services Materials & Supplies Contract Services Debt Service Funded Depreciation Capital Outlay Transfer Out Credit $ 30,722 $ 57,321 $ 5,797 8,525 371,210 443,608 23,000 - Total $430,729 $509,454 59,708 $ 92,623 1,704 9,525 440,568 543,875 $501,981 $646,023 AUTHORIZED POSITIONS FY 01-02 FY 02-03 FY 03-04 Ins, Claims & Safety Manager 1 1 1 Total 1 1 1 69 CITY MANAGER 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. The City Manager’s Office provides staff support to the City Council, provides direction to City departments and handles press and media relations. 2002-2003 ACCOMPLISHMENTS: • • • • • • • • • • • • • • • • Represented the City at the Maricopa Association of Governments (MAG), Arizona Municipal Water User’s Association, Westmarc, and federal, state, and local organizations when issues affecting the City are planned or discussed. Chaired the Groundwater Users Advisory Council (Phoenix AMA) for sixth year. Member of WESTCAPS organization planning long-term infrastructure. Negotiated development agreements. Provided leadership and direction to City departments for continuous improvement and organizational change. Coordination of weekly Strategic Staff planning meeting. Responded to citizen inquiry and complaints for Mayor and City Manager. Supported and coordinated the City Council Advances. Coordination and distribution of monthly City Manager’s Report. Coordinated and led the Luke Air Force Base preservation efforts. Chaired Fighter Country Partnership. Continued to encourage City staff and departments to identify and implement alternative methods for providing services that improve efficiency, reduces cost, and continuously improves customer service. Successfully completed Council adopted goals and objectives. Continued to ensure orderly growth and development of the City by obtaining an adequate future water supply through adopted Water Plan and Impact Fees and Assured Water Supply designation. Continued to refine and expand Customer Service Training Program. Continued to refine the five-year Financial Planning Model. 2003-2004 OBJECTIVES: • • • • • • • • • • Represent the City at the Maricopa Association of Governments (MAG), Arizona Municipal Water User’s Association, Westmarc, and federal, state, and local organizations when issues affecting the City are planned or discussed. Represent the City in Regional Partnerships. Negotiate development agreements. Provide leadership and direction to City departments for continuous improvement and organizational change. Refine and implement the appropriate changes for the Council Review Team. Survey stakeholders and refine communications to Council and departments. Respond to citizen inquiry and complaints for Mayor and City Manager. Support and coordinate City Council Advances. Coordinated and lead the Luke Air Force Base preservation efforts. Successfully completed Council adopted goals and objectives. 70 • • • • • Continued to refine and expand Customer Service Training Program. Continued to refine the integrated planning and budget process, including the annual update of the City Strategic Plan. Effectively capture and report on emerging issues. Champion the Management Assessment. Create a contract administration program. BUDGET SUMMARY BY DEPARTMENT ACTUAL BUDGET ESTIMATED BUDGET FY 01-02 FY 02-03 FY 02-03 FY 03-04 Personnel Services Materials & Supplies Contract Services Debt Service Funded Depreciation Capital Outlay Transfer Out Credit $314,783 $346,923 35,613 24,810 234,192 94,100 58,814 67,636 7,644 2,200 - $331,067 $424,980 22,540 23,930 95,553 61,480 Total $651,046 $535,669 $518,996 $601,670 67,636 2,200 AUTHORIZED POSITIONS FY 01-02 FY 02-03 FY 03-04 City Manager Executive Assistant Contract Administrator Customer Services Advocate 1 1 1 1 2 2 1 1 1 2 Total 4 4 5 71 77,780 13,500 ADMINISTRATIVE SUPPORT SERVICES Administrative Support Services is part of the City Manager’s Office. In the past, costs associated with these services were part of the City Manager and Administrative Services. The establishment of the City Manager Support Services Division consolidated the abovementioned services into one division. This Division of the City Manager’s office is responsible for providing administrative support, technical and professional support, contract administration, project management and analysis, strategic planning, technology enhancements, employee training, to both internal and external customers. The Division is utilized as an internal resource for City Departments and conducts special projects as assigned by the City Manager. 2002-2003 Accomplishments: • • • • • • • • Successfully identified, prepared, and implemented grant coordination policies and database to maximize information and applications. Provided 2002-2003 communication skills and team training to all new employees. Coordinated and held Employee Summit III. Streamlined and maintained quarterly status reporting to Council and staff regarding budgeted projects for FY 02-03. Successfully updated City Strategic Plan. Completed first citywide employee satisfaction survey, with an 88% return rate. Assisted Budget Office in FY 03-04 budget methodology preparation. Continued support and implementation of long-range planning. 2003-2004 Objectives: • • • • • • • Research, prepare, coordinate and teach project management for consistent monitoring and reporting of projects. Continue to implement performance measurement methodology and implement a minimum of five City-wide measures into the Strategic Plan. Provide coordination in City wide training needs, including training for employee development, supervisors and continued customer service. Assist ITS and provide management for the Information Technology Steering Committee. Continue assistance with Council and departmental initiatives. Prepare and implement approved recommendations for the employee satisfaction survey. Support the Management Assessment as necessary. 72 BUDGET SUMMARY BY DEPARTMENT ACTUAL BUDGET ESTIMATED BUDGET FY 01-02 FY 02-03 FY 02-03 FY 03-04 Personnel Services Materials & Supplies Contract Services Debt Service Funded Depreciation Capital Outlay Transfer Out Credit $ 273,198 $ 333,898 $ 17,993 28,528 102,665 66,400 14,843 17,070 8,096 - 200,031 $ 294,231 15,324 20,050 123,702 156,019 Total $ 416,795 $ 445,896 $ 356,127 $ 489,930 17,070 AUTHORIZED POSITIONS FY 01-02 FY 02-03 Training & Development Mgr Management Analyst Management Assistant Project Assistant 1 1 1 1 1 1 1 1 1 1 1 1 Total 4 4 4 73 FY 03-04 19,630 CITY CLERK The City Clerk is the historian for the City and is responsible for ongoing records 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; and conducts City elections. The City Clerk coordinates the publication of legal notices and advertising; opens public bids, coordinates public auctions, administers oaths of office; conducts research (i.e. update City Code) and processes ordinances and resolutions. MISSION STATEMENT, VISION STATEMENT AND VALUES Mission Statement of the Office of the City Clerk The mission of the Goodyear City Clerk’s Department is to provide our community with multiple support services and awareness of the democratic government process. Vision Statement of the Office of the City Clerk Our vision is to be a highly professional customer - focused model while striving to build strong relationships within our community. Organizational Values 1. We support each other as individuals to achieve personal excellence, teamwork and pride in the delivery of our services. 2. We conduct ourselves in an ethical, impartial and equitable manner. 3. We are dedicated to understanding and fulfilling the needs of our community and corporation. 4. We provide high quality responsive services to all our customers, delivered in a professional manner. 5. We continually challenge ourselves and our practices to prepare for the future by exercising creativity and innovation. 2002-2003 Accomplishments: • • • • • • • Met all legal requirements for advertising, posting of meeting notices, recording of documents, preparation of Council and Workshop meeting minutes and ordinances and resolutions Contracted with new vendor to Codify City Code. Continue to update staff on all City Code Changes. Managed the record retention and destruction schedules Served as Project Leader for two Council Advance’s Continued to update and computerize council action process for council meeting preparation of packets. Continued phase 2 of agenda-less packets, resulting in staff and outside agencies receiving agenda’s via the web-site and e-mail Archived on the Web site three months agenda’s, minutes and council action summary forms. 74 • • • • • • • • • • • • • • • • • • • • • • • • • Maintained a structured Uni-Metrix retrieval program for contract management and to provide information and records search and dispersal to Council, staff, other agencies and entities. Maintained a Digital Record Archival and Imaging Program Scanned all Council Action into Laser Fiche for easy search capabilities for all departments Microfilmed all CFD Ordinances, Resolutions, and Minutes from 1987 to present Posted and processed liquor licenses, collection of fee (from MSI Implementation) and special event applications. ( 8 new liquor applications and 9 special event applications) Served on International Municipal Clerks Programs and Certification Committee (Clerk) Served on AMCA Education Committee (Deputy Clerk) Provided Notary Public service to the community and staff. Maintained Department Standard Operating Procedures Manual Held second departmental Operational Plan Retreat and updated the Clerk’s Office Strategic Plan Continued to provide staff/community with Council meeting action within 12 hours by posting Council Action Summary on web-site Processed 6 annexations to the City Maintained a city-wide calendar Records Analyst II formed and facilitated a citywide Records Committee comprised of department record coordinators. Continue to support the Mail/Copy division within the department, hired a temporary Mail/Copy Clerk to keep up with increased work load Supervised the Administrative Assistant to the Mayor/Vice Mayor/Council to ensure a smooth transition following Mayor Arnold’s resignation Updated City Council Procedures and Policy manuals Maintained an efficient legal advertising procedure and billing process. Opened 49 bids Deputy Clerk completed second year in the Master Municipal Clerk Academy Program of the International Institute of Municipal Clerks. Deputy Clerk graduated from the ASU Public Executive Program and received designation as Certified Public Manager Administered an impartial election for Mayor and three Council seats All City Clerk staff participated and served on numerous committees to enhance delivery of services internally and externally. Served as project leader for ceremony to honor George Campbell as a “Champion of Goodyear” for his contributions and support of severing Goodyear’s water future (Clerk) Served as project leader for tribute event honoring Mayor William O. Arnold for his twelve years of dedicated service to the City of Goodyear (Clerk) Served as project leader for swearing in ceremonies for Mayor James Cavanaugh, reelected Councilmember Dick Sousa, and newly elected Councilmembers Fred Scott and Rob Antoniak (Clerk) 75 2003-2004 Objectives: • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Meet all City Clerk office legal requirements. Records Analyst II/Records Committee tasked with developing a citywide Records Retention Schedule Respond to citizen and department requests for documents within one working day. Make City Code available on the City of Goodyear Web Page Continue computer documentation of legislative history and council action for departmental access. Conduct fair and impartial elections and encourage voter participation by providing voter registration information and continue multiple polling places. Conduct November 2003 General Plan Approval Election Coordinate new Councilmember orientation Continue to administer the compilation and preparation of Council agendas and record Minutes of council action. Continue to process liquor license and special event applications. Continue to assist the Mayor and Councilmembers with administrative functions and coordinate special meetings and conferences. Actively promote and implement Vision 2000 and the Five Year Consolidated Financial Plan by documenting the current operations and process improvements, through development of a City-wide Strategic Plan Train all staff in a city-wide Records Management program Continue to implement City-wide microfilming program and records retention program Update Clerk’s Office Strategic Plan Continue working on paperless agenda implementation Keep Clerk’s web page updated Continue to process annexations/de-annexations Serve as District Clerk to eight Community Facilities Districts (CFD) (SunCor (2), Wildflower Ranch (2), CottonFlower, and Estrella Mt. Ranch, Centerra and Cortina Provide staff support for Industrial Development Authority (IDA), Public Improvement Corporation (PIC) and Public Safety Retirement Board Complete a Special Event process Archive Council meeting Agendas and Minutes on Web Page Provide Ordinances and City Code on Web Page Codify City Code Increase internal customer service by providing copy services and mail delivery. Continue to scan documents into Laser Fiche imaging program to provide records access to all departments Continue to maintain city-wide calendar Coordinate two Council Advance Planning Sessions Hire a Records Analyst I to complete imaging and microfilming program Develop a separate budget for the Mail/Copy division 76 PERFORMANCE INDICATORS Indicator FY 01-02 FY 02-03 FY 03-04 Registered Voters 7,959 Actual Voters (SE 01-02 and RE 02-03) 1,139 % Voter Turnout 0 Number of Polling Places 5 Ordinances administered and indexed 40 Resolutions administered and indexed 44 Processed Council Actions 342 Ordinances Codified 6 Council meetings posted 24 Council Special Meetings posted 7 Council Worksessions posted 26 CFD Meetings Posted (6 Districts) 28 Annexations Processed 5 Hours spent on Annexations 150 hrs Permanent Liquor License 7 Special Event Liquor License 10 Open and record public bids 47 Council Packets distributed per meeting 20 Council packet pages (Average per meeting) 6,000 Agendas/Minutes mailed per meeting 3 Agendas faxed per meeting 5 Response time to prepare meeting minutes (Hrs) 72 Response time to document requests (Hrs) 24 Response time to early voting requests (Hrs) 24 9,996 10,250 2,508 0 5 0 5 50 55 59 367 20 24 16 28 65 375 20 24 10 24 50 7 150 hrs 8 9 49 0 10 150 hrs 10 10 50 22 22 6,500 6,500 3 5 3 5 72 72 24 24 24 24 77 BUDGET SUMMARY BY DEPARTMENT ACTUAL BUDGET ESTIMATE FY 01-02 FY 02-03 FY 02-03 BUDGET FY 03-04 Personnel Services Materials & Supplies Contract Services Debt Service Funded Depreciation Capital Outlay Transfer Out Credit $ 295,028 $ 315,974 $ 317,914 $ 26,267 22,299 24,985 37,631 83,441 34,737 17,007 19,558 19,558 45,095 36,200 36,200 - 411,804 45,499 88,875 Total $ 421,028 $ 477,472 $ 433,394 $ 635,999 AUTHORIZED POSITIONS FY 01-02 FY 02-03 FY 03-04 CITY CLERK DEPUTY CITY CLERK MAIL & COPY CLERK M/C ASSISTANT RECORDS ANALYST II RECORDS ANALYST I ADMIN. ASSISTANT 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Total 5 5 7 78 22,491 67,330 ECONOMIC DEVELOPMENT 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. 2002-2003 ACCOMPLISHMENTS: Retail & Hospitality Goodyear again celebrated another successful year in retail & hospitality attraction. SunCor Development Company’s two major retail projects are still underway: Palm Valley Cornerstone, with a gross leasable area (GLA) of 850,000 square feet is located at the NWC of I-10 and Dysart Road. Discount Tire, has now opened by Lowe’s, and Bill Johnson’s Big Apple and Chick-fil-A restaurants will soon join them. Several additional retail and hospitality facilities are under development at the center. At Palm Valley Pavilions West, NWC of I-10 and Litchfield Road Pier 1 imports has joined the list of power tenants already opened, and Barnes and Noble, Wildflower Bread Company and Macayo’s Mexican Cantina are in the process of opening. The Safeway at Estrella is ready for construction, and several other neighborhood centers by De Rito Partners, Vestar and Allied West development companies are in the planning stages. Preliminary stages of negotiations have begun with Westcor Partners for the planned regional mall to be located at Bullard Avenue and McDowell Road. Vanguard Health Systems’ West Valley Hospital & Medical Center, the southwest valley’s first hospital is a full-service, acute-care facility on McDowell Road east of Litchfield. The first phase, planned to open in August 2003, consists of 3 stories with 84 beds. At build-out it will be 5 stories with 140 beds. A 100,000 square-foot medical office building, located on the Palm Valley Medical Campus just east of the new hospital, is also in planning. Office SunCor Development Company has completed the second phase of its Class A office buildings, Palm Valley Office Park II (NWC of Litchfield and McDowell Roads). Consisting of 41,000 square feet, the new building has pre-leased dental, medical, and engineering offices. 79 Industrial MasTec, a national company providing end-to-end voice, video, data and energy infrastructure, relocated their operation from Phoenix to Goodyear. MasTec occupies just under 12,000 square feet south of MC85 on Litchfield Road, employs approximately 25 people. Phoenix-Goodyear Airport: • Governor Hull signed an Executive Order, declaring Phoenix-Goodyear Airport a Military Reuse Zone. The designation provides benefits for qualifying aerospacerelated companies, including corporate income tax credits and Class 8 property tax classification, providing for an 80% reduction in property tax. • TIMCO Aviation Services, Inc. expanded its national operation into the Southwestern United States by acquiring the assets of Aviation Management Systems in Goodyear. TIMCO also assumed the lease of two on-airport hangars, consisting of 200,000 and 150,000 square feet. TIMCO is the world’s largest aircraft mechanical, repair and overhaul (MRO) organization with 7 operations and 3,000 employees in six eastern U.S. states. TIMCO will employ 300 – 700 people in Goodyear, and possibly up to one thousand at some point. Staff Professional Involvement The Director was a panelist at the League of Cities and Towns conference in Phoenix, discussing “The Road to Success in Economic Development.” The Retail and Hospitality Project Manager presented a class to the statewide California Local Economic Development Association (CALED) in Burbank, CA. The department worked in conjunction with Arizona State University (ASU), interested members of the development community, and the public at large to formulate a plan for the Goodyear Employment Corridor. Media Coverage Coverage included articles published in Commercial Leasing Update, West Valley View and the Arizona Republic. 2003-2004 Objectives: • Monitor the progress of the Focused Future II Strategic Plan for Economic Development and produce an annual performance report. • Plan infrastructure development for the Employment Corridor. • Continue to expand the City’s sales and property tax base. • Participate in the City Center planning process. • Participate in the planning and funding of the Bullard Avenue - I-10 interchange. • Continue to increase desirable employment in the City of Goodyear for the four targeted cluster areas: 80 OPERATING BUDGETS MAYOR & COUNCIL The Mayor and Council serve as the elected legislative and policy-making body for the City. The Mayor and Council adopt ordinances and resolutions governing City operations, and establish the organizational departments to carry out the functions and operations of the City. The Council provides a forum for active public participation and input to develop, establish and communicate the City’s vision and policy. 2002-03 ACCOMPLISHMENTS: • • • • • • • • • • • • • • • • Worked with neighboring cities on regional issues including routes for the new transmission lines, the El Rio Project, the West Valley Recreation Corridor, air quality, transportation, recycling, bike paths, and federal and state-shared funding Attended two Council Advance Planning Meetings and developed priorities for staff projects for the next two years Earned a “A3” bond rating from Moody’s Investor Service General Plan Update Advisory Committee met 23 times over sixteen months and made recommendation to Mayor and Council to approve the update to the General Plan. Supported a Mayor and Council Election for March 2003. Maintain good rapport and relations with Goodyear’s business community by holding monthly meetings with a business or industrial representative. Committed to Capital Funding for YMCA Program Represented the City in legislative matters Partnered to support Luke Air Force Base by participating in Luke-West Valley Council and the Fighter Country Partnership Adjusted water & sewer rate fees to fairly reflect usage Provided contributions for Social Services provided to the Community by other agencies. Honored George Campbell as a “Champion Of Goodyear” for his contributions and support of securing Goodyear’s water future. Honored Mayor William O. Arnold with a Tribute for his twelve years of dedicated service to the City of Goodyear. Honored Seth J. Kanter for his eight years of dedicated service to the City of Goodyear. Held Swearing In Ceremonies for Mayor James Cavanaugh, re-elected Council member Dick Sousa and newly elected Council members Fred Scott and Rob Antoniak. Participated and sponsored several community events in conjunction with other agencies; i.e. Jazz Festival with West Valley Fine Arts; Goodyear Rodeo Days with TriCity West Chamber of Commerce. 2003-04 OBJECTIVES: • • • Continue the Neighborhood Enhancement Programs Maintain a high quality of life through design and crime prevention Make all water, sewer and sanitation enterprise funds self-supporting by including service delivery and capital costs in the user fees. 55 1. 2. 3. 4. High Tech – Aerospace, Plastics & Composites and Communications Food, Fiber & Natural Products Retail & Hospitality Manufacturing • • Participate in the Building Bridges to Business (B3), business retention and expansion program for local businesses. Expand involvement in professional organizations that promote national, state, regional and local economic development. BUDGET SUMMARY BY DEPARTMENT ACTUAL FY 01-02 BUDGET FY 02-03 ESTIMATE FY 02-03 BUDGET FY 03-04 Personnel Services Materials & Supplies Contract Services Developer Reimbursement Funded Depreciation Capital Outlay Transfer In Debit $ 288,379 $ 348,297 $ 304,950 $ 352,474 29,006 39,839 26,966 38,501 83,976 194,280 72,985 296,705 404,704 720,000 542,626 1,091,350 14,323 16,471 16,471 18,842 16,344 8,400 8,400 - Total $ 836,732 $ 1,327,287 $ 972,398 $ 1,797,872 AUTHORIZED POSITIONS FY 01-02 FY 02-03 FY 03-04 EC DEV DIRECTOR ADMINISTRATIVE ASSISTANT EC DEV PROJECT MGR 1 1 1 1 2 1 2 1 2 Total 4 4 4 81 COMMUNITY INITIATIVES The purpose of the Community Initiatives Department falls within the Council’s Core Business Area, “Responding to Change,” and can be summarized by three key statements: • To provide notable customer service delivery to our residents, neighborhoods, and community interests relating to municipal activities and services through citizen advocacy and coordination of code compliance efforts; • To communicate with, educate and increase the involvement and leadership of Goodyear residents in governmental workings, responsibilities and partnering; • Coordinate intergovernmental programs, working to protect revenue sources and local control of local assets, which includes acting as liaison and facilitator between the residents and wider area interests such as the military and business communities. The Department oversees active issues, projects, citizen concerns, business and community interests. The scope of the Director’s duties include providing top level policy assistance and advice to the City Manager, Mayor and Council, reflecting and implementing programs and policies in the community. A primary responsibility is establishing effective programs and communications with neighborhood councils, service organizations, educational and minority groups, business or professional associations and other citizen groups whose opinions should be considered in the development of City policies. Our goals and objectives appear in the Department’s five-year strategic operational plan. The aim is to fulfill the City Council’s charge for greater citizen participation and selfgovernment. 2002-2003 Accomplishments • • • • • Recruited more “first-time” citizens for participation on citizen commissions, committees and academies for a total of 62 first-time participants. Provided a higher level of public information about city services and programs with increased volume of announcements and news articles. Strengthened and enforced standards of community appearance through proactive code enforcement. Collaborated with other cities in measures intended to protect Luke Air Force Base, successfully lobbying Arizona’s congressional delegation for federal funds to be applied towards preservation efforts. Explored working relationships with communities of faith and opportunities to partner with educational institutions by hosting the first Community Partnership Breakfast. 2003-2004 Objectives: • • Determine citizen satisfaction with city services and our customer service delivery. Gain greater levels of federal funds for transportation, transit, and conservation projects aimed at open space and preservation of Luke AFB. 82 • • • • • • • • • • • Develop literature and enhance the level of public awareness relating to the value and contributions of municipal government, citizen involvement and service opportunities. Assist neighborhoods and other departments in resolving code compliance issues and citizen concerns. Maintain a leadership role in citizen participation/outreach. Work with departments to improve internal/external customer service delivery process. Help publicize city department programs and services. Use improved technology to enhance communication and reporting. Develop educational programs on city codes to promote voluntary compliance Promote community participation through new events. Develop a plan for establishing a prominent image of Goodyear valleywide. Represent the city in regional and statewide organizations and proactively seek a place at the decision-making level to ensure Goodyear’s share of transportation funding and state-shared revenues. Coordinate the city’s lobbying efforts on issues that have an impact on Goodyear. PERFORMANCE INDICATORS INDICATOR Annual Citizen Satisfaction Survey (414 residents surveyed) Links on Website for Community Information Department programs Annual Information Booths Represent Goodyear on Regional boards, committees, stakeholders groups and organizations Funding Requests (within Congressional briefing book) to the Arizona Congressional delegations FY 03-04 1 7 4 8 4 BUDGET SUMMARY BY DEPARTMENT ACTUAL BUDGET FY 01-02 FY 02-03 ESTIMAT ED BUDGET FY 02-03 FY 03-04 Personnel Services Materials & Supplies Contract Services Debt Service Funded Depreciation Capital Outlay Transfer Out Credit $ 308,032 $ 345,479 $ 341,052 $ 437,545 28,432 32,079 28,403 35,613 87,177 101,389 55,676 291,129 35,110 2,200 2,200 8,850 - Total $ 458,751 $ 481,147 $ 427,331 $ 773,137 83 AUTHORIZED POSITIONS FY 01-02 FY 02-03 FY 03-04 DIRECTOR CODE COMPLIANCE MGR. COMMUNITY ADVOCATE PUBLIC INFO. COORDINATOR NEIGH. & VOLUNTEER SPECIALIST ADMINISTRATIVE ASSISTANT 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Total 5 5 6 84 FINANCE The Finance Department provides financial information to the public, bond holders, grantors, auditors, City Council, and City Staff. Maintains the City’s financial records, prepares the annual budget, prepares the utility billing notices, collects the water, sewer, garbage, and trash fees, collects improvement district assessments, and redeems maturing bonds and interest coupons. Issues and collects sales tax permit licenses and fees, and acts as the liaison to the State and City in matters pertaining to the collection of the City sales tax. Conducts audits, prepares payroll and required reports, maintains cash management and assets inventory, investment of moneys, and administers the retirement of outstanding general obligation and revenue bonds. Provides administration services for the Community Facilities Districts. 2002-03 ACCOMPLISHMENTS: • • • • • • • • • • • • Continued basic services. Completed the Finance Department Business Assessment. Transitioned CFD Administrative functions to new CFD Administration Office. Implemented Development Fee Study recommendations. Implemented MSI Fee Study recommendations. Reviewed Water, Wastewater, and Sanitation user fees. Secured long-term financing solutions for the approved CIP Projects in FY 02-03. Reviewed outstanding debt to provide long-term interest savings opportunities and to maintain a level property tax rate. Updated the Strategic Financial Plan, Fiscal Policies and Fiscal Forecasts. Secured a Consultant for implementation of GASB 34. Implementing Finance Assessment recommendations. Awarded a new contract for auditing services 2003-04 OBJECTIVES: • • • • • • • • Continue basic services to current and anticipated additional demands. Implement an electronic solution for Purchasing and Accounts Payable. Adjust Water, and Wastewater user fees. Secure long-term financing solutions for the approved CIP Projects in FY 03-04. Review outstanding debt to provide long-term interest savings opportunities and to maintain a level property tax rate. Update the Strategic Financial Plan, Fiscal Policies and Fiscal Forecasts. Continue Implementing Finance Assessment recommendations. Implement the approved FY 03-04 Finance Department Operational Plan. 85 PERFORMANCE INDICATORS FY 01-02 Bond Sale – all types Utility billings Vendor claims paid Internal audits 16,000,000 84,000 6,500 72 FY 02-03 FY 03-04 16,000,000 96,000 7,000 79 11,000,000 115,200 7,500 83 BUDGET SUMMARY BY DEPARTMENT ACTUAL FY 01-02 BUDGET FY 02-03 ESTIMATED FY 02-03 BUDGET FY 03-04 Personnel Services Materials & Supplies Contract Services Debt Service Funded Depreciation Capital Outlay Transfer Out Credit $ 510,445 $ 750,300 $ 33,253 48,749 152,528 140,264 23,924 27,512 28,228 35,000 - 549,412 $ 716,323 25,333 55,045 124,628 202,475 Total $ 748,378 $ 1,001,825 $ 761,885 $ 1,076,832 27,512 35,000 AUTHORIZED POSITIONS FY 01-02 Finance Director Fin. Svcs Manager CFD Manager Senior Accountant Accountant II Senior Account Clerk Account Clerk II Lead Util. Cust Svc Wkr Total FY 02-03 1 1 1 1 1 3 1 - - 1 1 - 3 1 3 2 1 1 7 9 6 FY 03-04 86 31,639 71,350 COMMUNITY FACILITIES DISTRICTS (CFD) Community Facilities Districts are a special purpose, tax levying public improvement districts of the State of Arizona, which must be located within the corporate boundaries of the municipality causing its creation. Developers are authorized 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 landscaping. Developers form CFD(s) and enter into agreements with the City for administration of the District(s). The contract ensures that the costs incurred by the City for administrative services are paid for by the CFD and that the cost is not borne by the City. There are currently eight CFDs in the City. One more is anticipated to be formed in FY 02-03. The City contracts for administration services with National Bank of Arizona. The City Finance department provides all accounting services for the districts and bills each districts for that service in accordance with the development agreements 2002-2003 Accomplishments: • • • Formed a new CFD Administration Office to centralize CFD Administration functions for the Districts. Completed bond sale for one CFD. Completed several assessment modifications (lot splits). 2003-2004 Objectives: • • • • • Continue to provide quality customer service to customers. Continue documentation of processes for Community Facilities Districts. Form new Community Facilities District(s). Administer assessment modifications (lot splits). Accomplish sale of bonds for two CFD’s. PERFORMANCE INDICATORS FY 01-02 Current Districts 8 FY 02-03 FY 03-04 8 9 87 BUDGET SUMMARY BY DEPARTMENT ACTUAL FY 01-02 Personnel Services Materials & Supplies Contract Services Debt Service Funded Depreciation Capital Outlay Transfer Out Credit Total BUDGET FY 02-03 ESTIMATED FY 02-03 $ 82,688 48 34,429 2,037 - BUDGET FY 03-04 $ 94,778 1,100 16,675 2,392 $ 34,477 $ 84,725 $ 88 - $ 114,945 BUDGET AND RESEARCH OFFICE The Budget and Research Office is a division of the Finance Department. The Budget and Research Office began its existence in the budget year 2001-2002. This division of the Finance Department is responsible for performing administrative and technical support involving financial planning, budget preparation and control, policy analysis, program evaluations, economic impact analysis and project management. 2002-2003 ACCOMPLISHMENTS: • • • • • • Timely preparation and distribution of the monthly Financial Report. This report focuses on monthly variances between budgeted versus projected operating revenues and operating expenses. Developed a five-year revenue and expenditure-forecasting model. Developed a model that forecasts monthly operational revenues. Hired a Budget and Research Analyst who assisted in the establishment of the City’s Budget Office. Scheduled and prepared documentation for a Council Worksession to discuss/define FY 03-04 budget methodology and performance targets Updated City’s water and sewer rate structure. 2003-2004 OBJECTIVES: • • • • • • • • • • • • • • • • • • • • • FINANCIAL PLANNING Develop and update the city’s financial policies (revenue, expenditure, and debt). Prepare and monitor monthly revenue forecasts Prepare and monitor monthly expenditures. Coordinate the financial leadership’s communication with the credit rating agencies. Maintain a five-year revenue and expenditure-forecasting model. Maintain and timely distribute to the City Council the Financial Trend Report Project population and new construction starts for FY 03-04. Project revenue, expenditure, and fund balances for FY 03-04. BUDGET PREPARATION AND CONTROL Prepare and distribute a draft budget calendar for FY 04-05. Schedule and prepare documentation for a Council Worksession to discuss/define FY 04-05 budget methodology and performance targets. Prepare budget guidelines and instructions. Review departmental budget requests Prepare budget recommendations to the City Manager. Prepare the City Manager’s budget proposal to the City Council. Communicate budget messages to the City’s stakeholders. Communicates budget allocation to City departments. Monitor departmental budget execution. If needed, recommend mid-year budget adjustments. Prepare and publish TNT Notices. Prepare Tentative Budget for Council adoption. Prepare Final Budget and Property Tax levies for Council Adoption. 89 • • • • • • • RESEARCH, POLICY AND SPECIAL PROJECTS Perform a fiscal impact analysis on all proposed new developments. Update economic impact model drivers following annual audit. Develop recommended water, water resource and sewer development fees to be presented to the City Council for adoption. Complete Raftelis water/sewer user fee and development fee study. Develop recommended non-utility development fees to be presented to the City Council for adoption. Develop recommended water and sewer user fees to be presented to the City Council for adoption. Develop a follow-up budget survey, analyze results, and review results with staff and City Council. PERFORMANCE INDICATORS: • • • • • Respond timely to both internal and external customer requests. Achievement of Council goals. Document customer service improvements Complete projects in a timely manner. Budget meets all requirements and GFOA reporting excellence benchmarks. BUDGET SUMMARY BY DEPARTMENT ACTUAL BUDGET ESTIMATED BUDGET FY 01-02 FY 02-03 FY 02-03 FY 03-04 Personnel Services Materials & Supplies Contract Services Debt Service Funded Depreciation Capital Outlay Transfer Out Credit $ 152,652 $ 158,419 $ 2,289 15,180 11,711 10,300 6,187 - 179,955 $ 226,358 1,747 13,768 2 8,714 1,800 - Total $ 172,839 $ 183,899 $ 183,690 $ 250,638 AUTHORIZED POSITIONS FY 01-02 FY 02-03 B&R MGR B&R ANALYST 1 1 1 1 1 1 Total 2 2 2 90 FY 03-04 INFORMATION AND TECHNOLOGY SERVICES The City of Goodyear’s Information and Technology Services Department (ITS) is a team of professionals committed to meeting the technological needs of the organization in a fiscally responsible manner. Primary areas of responsibility include: • • • • • • Designing, administering, and supporting the City’s voice and data networks. Providing technical support to the City’s employees in all technology facets including desktop hardware and software, enterprise software, and both wireless and land-based telephone services. Providing technical support and maintenance functions for the City’s web site. Design and development of in-house databases and software applications. Research of modern technologies and testing the practical application of these technologies within the City. Administration of a twelve-station fully equipped training and demonstration facility where employees can receive training and live demonstrations on a variety of software applications. 2002-2003 ACCOMPLISHMENTS: • • • • • • • • • • • Upgraded 15% of the City PCs to the Microsoft 2000 Professional operating system and Microsoft Office XP. Upgraded 15% all versions of Microsoft Project and Microsoft Visio to the latest version and release. Installed four Microsoft Windows 2000 file servers. Upgraded/replaced the main IBM AS/400 server in order to support more HTE software applications. Completed a re-design the City network to improve reliability, performance, security, and increased capacity. Upgraded/replaced, per the completed network redesign, the most critical and vulnerable network communications equipment including routers at each remote site, switches at every City facility, and firewalls located at City Hall. Implemented the budgeted desktop and server management tools to decrease the cost of support and increase our ability to proactively identify potential problems before they become larger problems. The desktop management tools also assist in deploying new computer systems much more quickly and in the distribution of software updates over the network instead of manually installing them on each PC. Facilitated the completion of a high-level needs and use analysis of the HTE software system (I.e. Payroll/Personnel, Building Permits, Utility Billing, and Financials), creation of an action plan based on the analysis, and execution of the first 25% of the action plan. Completed a first draft of the information systems backup and recovery business continuity plan for the City. Completed a comprehensive, five-year department strategic plan. With the City Manager’s Office, formed and implemented the TSC (Technology Steering Committee) and incorporated the TSC into the operations of the City. 91 • • • • • • Played a key role in the planning, product evaluation, and vendor selection processes involved in upgrading the Police Department CAD (Computer Aided Dispatching) and RMS (Records Management) system. Completed the development and implementation of a web-based job applicant tracking system, including the use of online job applications. With the assistance of other departments, led the efforts in planning and training for the redesign the City web (CivicPlus). Designed and staffed a Help Desk that provides City staff easy and direct access to technical assistance during the core business hours. This resulted in a 75% success rate in solving technical issues immediately during the first phone call. With the assistance of the Emergency Operations Team, successfully designed and equipped the new EOC (Emergency Operations Center) and Training Room within City Hall. Completed the design and implementation of the voice and data network at the new public safety facility located in Estrella Mountain Ranch. 2003-2004 OBJECTIVES: • • • • • • • • • • • • • • • • • Establish and implement mutually agreed upon service level agreements with all customers by January 2004. Establish a remote access/telecommuting infrastructure and capability by July 2004. Complete phase three (Server Infrastructure Deployment) of the TMP (Technology Modernization Program) by November 2003. Complete phase four (Basic Security) of the TMP (Technology Modernization Program) by July 2004. Complete phase six (Storage Build Out) of the TMP (Technology Modernization Program) by February 2004. Implement a hot-site and mobile-site business continuity capability by July 2004. Complete the web site redesign and go-live by August 2003. Facilitate the implementation of the Microsoft Server version of the LaserFiche records management system by September 2003. Assist the Finance Department in the implementation of the HTE Purchasing and Inventory system by December 2003. Assist the Finance Department in the implementation of the HTE Accounts Receivable system by January 2004. Assist the Finance Department in the implementation of the HTE Asset Management system by February 2004. With Building Safety complete the go-live of the IVR (Voice Response) system by August 2003. Assist Engineering in going live with the HTE Building Permit system for inspections and permits by August 2003. Complete all desktop operating system and application upgrades by September 2003. Complete the implementation of Naviline, the web browser version of the HTE software, by August 2003. Assist the Public Works Fleet division in the implementation of the Fleet Management system by December 2003. Upgrade the disk and memory of the Lotus Notes/Domino server by November 2003. 92 PERFORMANCE INDICATORS FY 01-02 Documented request for services Time to resolve Emergency Support Requests (Average) Time to resolve High Priority Support Requests (Average) Time to resolve Medium Priority Support Requests (Average) Time to resolve Low Priority Support Requests (Average) E-mail viruses detected Software or hardware malfunctions due to viruses. PCs supported Users supported Remote Locations Supported Printers File and Application Servers 2,400 FY 02-03 FY 03-04 1979 (thru June 15) 2500 (Projected) .5 hours .5 hours .5 hours 3 hours 3 hours 2 hours 5 hours 5 hours 4 hours 20 hours 200 20 hours 254 16 hours Unknown 1 188 235 235 255 250 275 8 45 12 8 93 16 9 100 20 BUDGET SUMMARY BY DEPARTMENT ACTUAL FY 01-02 BUDGET FY 02-03 ESTIMATED FY 02-03 BUDGET FY 03-04 Personnel Services Materials & Supplies Contract Services Debt Service Funded Depreciation Capital Outlay Transfer Out Credit $ 481,401 $ 188,013 148,835 166,916 54,425 - 625,382 $ 210,775 489,820 191,953 605,285 - 577,119 $ 722,498 164,150 350,457 191,727 254,750 Total $ 1,039,590 $ 2,123,215 $ 1,730,234 $ 1,778,539 The above figures include GIS. 93 191,953 605,285 220,746 230,088 AUTHORIZED POSITIONS FY 01-02 FY 02-03 FY 03-04 DIRECTOR SYST SUPPORT ADMIN APPLICATION SPECIALIST NETWORK TECHNICIAN II NETWORK TECHNICIAN I PROGRAMMER ANALYST CAD-RMS SYSTEM ADMIN NETWORK ADMIN 1 1 1 2 1 1 1 1 1 2 1 1 0 1 1 1 1 2 1 1 1 1 Total 7 8 9 94 COMMUNITY DEVELOPMENT The Community Development Department is responsible for the preparation, adoption, and implementation of the Goodyear General Plan. The General Plan provides community goals and development policies to effectively guide and manage the long-term growth of the City. To assist the City in implementing the General Plan and guiding the community’s growth and development, the Department is organized into three separate functions: Building Safety, Engineering and Planning and Zoning. The Staff of these Divisions are dedicated to providing seamless development services within one department in order to provide excellent customer service in fulfilling the Department’s mission and goal of ensuring a safe and quality environment for Goodyear residents, visitors and businesses. Community Development Staff prepares and implements various zoning and development ordinances, such as the Engineering Design Guidelines, Zoning Ordinance, Subdivision Regulations, Floodplain Ordinance, Design Guidelines, and International Building Codes. Specific departmental duties include administering grant applications, such as the Community Development Block Grant Program, providing information on development services to the public, reviewing and processing General Plan amendments, rezonings, variances, subdivision plats, site plan reviews, use permits, landscape plans, development agreements, public infrastructure plans, and building construction plans, as well as inspecting new private and public buildings, and water, sewer and street infrastructure to ensure compliance with City ordinances. Community Development Staff are also actively involved in code enforcement, providing technical support to the City Council, City Staff and others in development processes and procedures, maintaining City maps and other development plans, analyzing population and socio-economic data, as well as providing Staff support to the Planning Commission, Board of Adjustment, and Board of Appeals. 2002-2003 Accomplishments: • • • • • • • • • • • • Processed 22 rezoning applications totaling 1,595 acres of land. Processed 6 preliminary plats subdividing 622 acres into Commercial (67 acres) and Residential (555 acres/1882 houses) Lots. Processed 10 final plats subdividing approximately 288 acres into 578 lots. Processed 34 Site Plans, 9 Special Use Permits and 9 Use Permits. Processed 7 annexation requests. Received City Council Approval for a major revision to the General Plan (2003-2013) in order to conform to the Growing Smarter legislation. Received an American Planning Association Award for the Regional Plan Review Program. Obtained Planning Commission and Council approval for a Freeway Overlay District providing for sound attenuation standards along existing and proposed freeways. The Planning Manager, Kevin Kugler, received his Masters Degree in Environmental Planning. Karen Keith, a staff planner, passed the examination for membership in the American Institute of Certified Planners. Processed a major amendment to the City’s Sign Code regulations. Successfully completed the rehabilitation of 7 houses with Community Development Block Grant funds. 95 • • Negotiated a development agreement with Safeway for the development of a commercial shopping center at the northwest corner of Estrella Parkway and Van Buren Street. Developed a streetscape design and landscape theme for Estrella Parkway, and proposed an overlay district for properties along Estrella Parkway. 2003-2004 Objectives: • • • • • • • • • Coordinate the public information campaign for adoption of the General Plan 2003 – 2013 in the November general election. Rehabilitate six houses through the Community Development Block Grant Program. Obtain approval for the Gateway Overlay District and Estrella Parkway streetscape design and theme, and implement the adopted design as new development occurs. Adopt zoning standards to ensure quality large scale commercial developments (“big box ordinance”) within the City. Implement the recommendations from the Parks, Trails and Open Space Master Plan. Conduct a survey of external customers to gauge the level of satisfaction with development services. Prepare and process various amendments to the Zoning Ordinance to address emerging issues as well as to implement the goals and objectives in the proposed General Plan (2003 – 2013). Prepare and obtain Council approval for a Luke Overlay zoning district. Initiate and complete a Master Plan for the City Center at the intersection of Estrella Parkway and Yuma Road. PERFORMANCE INDICATORS FY 01-02 Turnaround time for permit & plan review 10 days Fees Collected for Planning Cases 236,811 No. of site plans 14 No. of rezoning cases 11 No. of preliminary plats 6 No. of landscape plans reviewed No. of final plat 14 No. of Planned Residential Lots 25,000 No. of Platted Residential Lots 11,812 No. of Permitted Residential Lots 7,549 No. of Available Residential Lots 5,765 % of Available School Capacity 0 FY 02-03 FY 03-04 15 days 15 days 192,413 34 17 7 39 11 200,000 30 15 7 40 12 20,000 13,634 23,000 15,000 10,887 12,000 5,728 4,500 0 0 96 BUDGET SUMMARY BY DEPARTMENT ACTUAL FY 01-02 BUDGET FY 02-03 ESTIMATED FY 02-03 BUDGET FY 03-04 Personnel Services Materials & Supplies Contract Services Debt Service Funded Depreciation Capital Outlay Transfer In Debit $ 409,838 $ 479,423 $ 41,286 40,756 298,427 355,539 9,919 11,406 16,344 - 460,754 $ 634,562 30,959 50,076 343,363 295,139 Total $ 775,814 $ 887,124 $ 846,482 $ 1,031,344 11,406 AUTHORIZED POSITIONS FY 01-02 FY 02-03 FY 03-04 DIRECTOR PLANNING MANAGER SENIOR PLANNING TECH PLANNING TECHNICIAN SENIOR PLANNER ADMINISTRATIVE ASSISTANT PLANNER Il PLANNER I 1 1 1 1 0 1 1 1 1 0 2 1 2 1 1 3 2 Total 7 7 10 97 1 1 1 1 13,117 38,450 ENGINEERING Engineering is responsible for the design, review, and administration of the City’s capital infrastructure including water, sewer, storm drains, storm water retention basins, streets and administration of the City’s utilities. The Engineering department reviews site plans, preliminary and final plats, construction drawings and master reports, conducts construction inspections and approves public infrastructure, and provides general technical support to City staff as well as the development community. Engineering maintains the City’s GIS land base and infrastructure maps and its as-built records. Engineering assists in the maintenance of the City’s Capital Improvement Program, including transportation, drainage, open space, bicycle/trail, and water and wastewater master planning documents. 2002-2003 Accomplishments: • • • • • • • • • • • • Completed minor updates to the Engineering Design Standards. Completed updates to the construction inspection and documentation standard procedures. Completed design of Phase 2 improvements to Estrella Parkway from Yuma Road to ¼ mile north of McDowell Road in partnership with the Maricopa County Department of Transportation. Continued to maintain the as-built construction drawings database. Maintain and expand as-built drawings document control center. Completed development of the citywide electronic potable water and sanitary sewer system coverage. Completed construction of the Bullard Avenue and McDowell Road street improvements in partnership with adjacent property owners. Continued the design of the Bullard Wash Phase 2 design from Lower Buckeye Parkway to I-10 in partnership with the Flood Control District of Maricopa County. Completed the design concept report for the Loop 303 corridor from Indian School Road to MC 85 in partnership with the Maricopa County Department of Transportation. Continued Bullard/I-10 interchange design in coordination with ADOT and private development. Hired two new city engineering inspectors to improve efficiency and effectiveness. Hired a plan review engineer to improve quality assurance and service efficiency. 2003-2004 Objectives: • • • • • • • Complete the update of the Interceptor Sewer and Water Master Plan. Implement H.T.E. plan review and permit tracking to improve efficiency and effectiveness. Continue partnering with the Flood Control District of Maricopa County to design and construct the Bullard Wash Drainage Channel Phase 2. Complete construction of Phase 2 improvements to Estrella Parkway. Complete major update to the Engineering Design Standards. Complete citywide GIS storm drain and street improvement maps. Complete Bullard/I-10 interchange design in cooperation with ADOT and private development. 98 • • Hire two engineering plan reviewers to improve quality control, improve response times, and be able to keep up with the increased rate of growth and construction in the City. Hire GIS technician to improve quality assurance and service efficiency. PERFORMANCE INDICATORS FY 02-03 Turnaround time for plan review (days) Number of plan reviews Average time (hrs) to review plans Number of plan checks Average time (hrs) to check plans Number of permit inspections Average time (hrs) to perform inspections FY 03-04 15 1,050 15 1,100 4 1,850 4 1,900 4 1,100 4 1,150 2 2 BUDGET SUMMARY BY DEPARTMENT ACTUAL FY 01-02 BUDGET FY 02-03 ESTIMATED FY 02-03 BUDGET FY 03-04 Personnel Services Materials & Supplies Contract Services Debt Service Funded Depreciation Capital Outlay Transfer In Debit $ 303,799 $ 589,138 $ 21,873 24,000 547,873 374,655 15,463 96,910 - 330,649 $ 642,356 14,528 31,000 570,980 434,095 Total $ 889,008 $ 1,084,703 $ 1,013,067 $ 1,118,421 99 96,910 10,970 AUTHORIZED POSITIONS FY 02-03 CITY ENGINEER ASSIST. CITY ENGINEER SENIOR ENGINEERING TECH ENGINEERING PERMIT TECH CONST ENGINEERING INSP II PLAN REVIEW ENGINEER ENGINEERIN PLAN REVIEWER GIS TECHNICIAN Total FY 03-04 1 1 1 1 2 1 1 1 1 1 2 1 2 1 7 10 - 100 AQUATICS FACILITY (SWIMMING POOL) The Goodyear Pool at Loma Linda Park is operated seasonally, and on a limited basis year-round, providing general swim, swim lessons, water aerobics, lap swim, diving lessons, participation on the City-sponsored swim team and other pool-related activities. The pool is utilized by the general public and by organizations such as the YMCA, United States Swim Team, Infant Swim Research program and local schools. 2002-2003 ACCOMPLISHMENTS: • • • • • • • • • Did a tear-down and clean out of the boiler Repaired the pool fence in the spectator area Hosted two USS Swim Meets Repaired and ordered new bleachers Added self closing features to the two side pool gates Provided facilities and support to Aqua Fria High School District and Avondale Elementary School District through ongoing partnership Developed a year round diving program Rented the pool facility to outside party for scuba diving classes Held aquatic activities for the Goodyear, Avondale, EMCC summer camp 2003-2004 Objectives: • • • • • • Implement the Guard Start program Develop additional partnerships for mutual pool facility usage and programming. Create and implement at least 3 special events at the pool Plan and budget for phone and data networking capabilities for FY 04-05 to utilize the City’s database system for reservations, registrations and pool management Manage the construction of a new equipment storage building Institute and annual Customer Satisfaction Survey PERFORMANCE INDICATORS FY 2003-2004 (Projected) GOAL Staff injuries per season Patron injuries per season Percentage of staff holding national certifications Percentage of customers rating facility very good or excellent Lessons Taught per WSI Certified Staff - - 1 1 1 1 6 8 101 BUDGET SUMMARY BY DEPARTMENT ACTUAL FY 01-02 BUDGET FY 02-03 ESTIMATED BUDGET FY 02-03 FY 03-04 Personnel Services Materials & Supplies Contract Services Debt Service Funded Depreciation Capital Outlay Transfer In Debit $ 161,203 $ 63,571 7,730 4,618 9,974 - 203,938 $ 134,236 13,000 5,448 2,200 - 130,986 $ 198,283 65,492 115,200 3,244 11,136 Total $ 247,096 $ 358,822 $ 207,370 $ 330,884 5,448 2,200 AUTHORIZED POSITIONS FY 01-02 RECREATION COORDINATOR FY 02-03 1 FY 03-04 1 102 1 6,265 RECREATION The Recreation Program strives to provide a fun, safe, and enjoyable recreational experience for youth and adults in the City of Goodyear. Leagues, classes, special events and activities are structured for maximum participation, enjoyment, and skill development in recreational and sports environments. 2002-2003 Accomplishments: • • • • • Successfully initiated new karate, cooking, music, preschool sport and dance classes Worked jointly with MAG to run a Senior Walk Coordinated special events including the Holly Jolly Festival; Tour D’ Estrella Bike Ride; Jazz Festival; Symphony Concert; Park Appreciation Days, National Public Works Week, Mayor’s Tree Lighting and Arbor Day Attended the APRA Conference Jointly coordinated a summer sports camp with Avondale and Estrella Community College 2003-2004 OBJECTIVES: • • • • • • Develop a 5- year strategic recreation plan Recruit, train and hire a Recreation Programmer Coordinate another city wide special event Coordinate joint programs/events with other agencies and cities Expand programs for senior, adult, and youth Expand the volunteer services for Recreation PERFORMANCE INDICATORS Number of recreation programs managed Percentage of customers rating programs as excellent FY 02-03 FY 03-04 (Projected) 10 15 1 1 103 BUDGET SUMMARY BY DEPARTMENT ACTUAL FY 01-02 BUDGET FY 02-03 Personnel Services $ 1,288 $ Materials & Supplies 18,496 Contract Services 3,077 Debt Service Funded Depreciation Capital Outlay Transfer In Debit Total ESTIMATED FY 02-03 14,674 $ 27,220 - $ 22,861 $ 41,894 $ 104 BUDGET FY 03-04 3,833 $ 20,065 30 24,300 29,120 50,000 23,929 $ 103,420 PUBLIC WORKS ADMINISTRATION The goal of Public Works Administration is to provide, plan, develop, operate, and maintain a variety of public work’s services in a responsive, efficient and cost effective manner. These services include supplying safe water, wastewater collection and treatment, storm water drainage, street and traffic equipment maintenance and repair, engineering services, transportation, solid waste collection and processing, recreation and parks, and equipment and facility maintenance. Public Works Administration develops and implements policies and procedures, which correspond to the City of Goodyear’s vision and goals. 2002-2003 ACCOMPLISHMENTS: • • • • • • • • • • Managed the design and construction of Litchfield Road (Yuma Road to MC 85) Pavement Replacement Project Managed the conceptual and final design phases for the Community Park Project Managed the design of an emergency traffic signal for Estrella Mountain Ranch Public Safety Facility Managed the design and installation of a temporary traffic signal at Estrella Parkway and Van Buren Street Managed the design and construction of the Cactus Flower Storm Drain Project at Estrella Mountain Ranch Managed the completion of the Design Concept Report for the Bullard Avenue and I-10 freeway interchange Completed study and obtained Council approval for an ordinance governing truck routes within the City of Goodyear Drafted a comprehensive Speed Hump policy for Council Consideration Successfully worked with ADOT to maximize the number of lanes constructed on Litchfield Road at I-10 Conducted the selection process for on-call engineering and architectural services 2003-2004 OBJECTIVES • • • • • • • • • • Successfully manage the Computerized Traffic Signal System Projects Complete the FY 2004 Street Maintenance Project Partner with the Buckeye Union High School District to construct a park at Estrella Mountain High School Partner with the YMCA to provide youth sports at the community park, Southwest Valley YMCA and other facilities Complete a site selection and conceptual plan for a new Public Works Operations Facility Bid, construct and operate the 35 Acre Community Park Ballfields Relocate some field operations units to city-owned property at MC-85 and Estrella Parkway Initiate National Pollution Discharge Elimination System mitigation measures to comply with Federal mandates Manage the final design phase for the Bullard and I-10 Interchange Project Manage the design-build of Rainbow Valley Wastewater Treatment Facility 105 PERFORMANCE INDICATORS FY2002-2003 FY 2003-2004 (Projected) Dollar value of projects managed Percentage of projects completed as scheduled Projects completed with less than 5% in change orders Staff to population ratio (January of FY) Per capita cost of programs managed Number of Department injury accidents (Goal: <5) 87,000,000 73,409,000 93% 67% 1:443 1:483 895 720 7 5 BUDGET SUMMARY BY DEPARTMENT ACTUAL FY 01-02 Personnel Services Materials & Supplies Contract Services Debt Service Funded Depreciation Capital Outlay Transfer Out Credit $ Total $ BUDGET FY 02-03 ESTIMATED FY 02-03 BUDGET FY 03-04 500,668 $ 94,587 160,836 27,532 10,695 - 601,261 $ 86,607 207,500 31,662 8,800 - 453,400 $ 547,429 87,138 54,145 122,810 196,915 794,318 $ 935,830 $ 703,810 $ 849,799 31,662 8,800 AUTHORIZED POSITIONS FY 01-02 FY 02-03 FY 03-04 PWKS DIRECTOR PWKS SUPERINTENDENT ADMINISTRATIVE ASSISTANT STAFF ASSISTANT 1 3 1 3 1 3 1 3 1 3 1 3 Total 8 8 8 106 36,410 14,900 FLEET SERVICES Fleet Services Division provides preventative maintenance, repairs and safety inspections for City vehicles and equipment. Equipment Maintenance Division’s primary purpose is to provide safe, convenient and dependable transportation and equipment. 2002-2003 ACCOMPLISHMENTS: • • • • • • • Implemented in-house maintenance for Fire Trucks Mechanic staff scheduled and attending training to increase services to Fire Department and City Fleet Implemented e-mail notification to all City staff for vehicles due for preventive maintenance Implemented appointment process for scheduling PM services for customers Five vehicles converted to CNG Submitted request to Technology Steering Committee to purchase Fleet Management Program Purchased two new vehicles for Fire Department, one new vehicle for Equipment Management 2003-2004 OBJECTIVES: • • • • • • • Purchase new Fleet Management Program software Implement and train Equipment Management staff on use of Fleet Management Program Remodel mechanics office and install A/C in building Replace vendor owned Lube and Oil System with City owned equipment Remove and replace existing concrete floor and awning on West exterior side of shop to safely service City’s heavy duty trucks and Fire Equipment Establish Fleet Management Policies and Procedures Establish Fleet Customer Satisfaction Survey PERFORMANCE INDICATORS FY 01-02 Vehicles maintained Vehicles maintained/mechanic ratio PM’s performed at mileage indicators Customer Satisfaction Survey’s returned Satisfaction ratings of 3 and above, on a 1 to 5 rating system 182 FY 02-03 200 FY 03-04 215 3 2 2 605 750 860 Target 90% Target 90% 107 BUDGET SUMMARY BY DEPARTMENT ACTUAL FY 01-02 BUDGET FY 02-03 ESTIMATED FY 02-03 BUDGET FY 03-04 Personnel Services Materials & Supplies Contract Services Debt Service Funded Depreciation Capital Outlay Transfer Out Credit $ 176,423 $ 194,627 $ 113,928 55,224 4,064 10,300 15,185 17,463 127,239 132,400 - 225,900 $ 277,341 74,021 93,170 5,720 9,700 Total $ 436,839 $ 410,014 $ 409,000 $ 427,094 17,463 85,896 - AUTHORIZED POSITIONS Mechanic II Mechanic III Equipment Management Supe Total FY 01-02 FY 02-03 2 2 2 2 1 1 5 5 108 FY 03-04 2 2 1 5 20,083 26,800 - PARKS DIVISION The Park’s Division maintains over sixty-five acres of parks landscaping, approximately ninety-five miles of roadway rights-of-way, fire station grounds, and the Goodyear Aquatics Center. 2002-2003 ACCOMPLISHMENTS: • • • • • • • • • • • Assumed maintenance responsibility for Wildflower Ranch North Park. Assumed the landscape maintenance of 23 well sites, 2 Wastewater Treatment Plants and 5 miles of alleyways with existing resources and budget. Designed and installed a new playground facility at the Wildflower North Park Successfully recruited two additional Parks Workers Installed rubberized ADA compliant surfacing at Loma Linda and Palmateer Parks Actively participated in design team for new Community Park Improved the landscape maintenance condition throughout 100 linear miles of roadway rights-of way; 65 acres of park landscaping and facilities and; 84 acres of Bullard Wash area. Continued the regularly scheduled playground equipment, inspection program by parks maintenance staff. Implemented a database program for tracking maintenance activities and costs Held national Arbor Day celebrations at Loma Linda Park, which was attended by over 90 elementary school children. The first Parks Appreciation Day was held at Par de Paz. 2003-2004 OBJECTIVES: • • • • • • • • • • Further enhance service to citizens through continuous employee development, education and certification in their fields Successfully open and maintain the new Community Park Continue working towards the Tree City USA designation for the City of Goodyear. Improve development related turnover procedures and coordination. Institute customer satisfaction surveys for parks and right-of-way maintenance services. Develop a visionary 10-year Parks Capital Improvement Program by evaluating existing facilities, in partnership with neighborhoods and user groups. Implement partnerships with other entities to provide maximum park facility and open space opportunities for our customers. Anticipate and ensure adequate parks infrastructure to support population growth, changing recreational trends and community recreational programs. Continue to develop and hold Park Appreciation Days at each City park. Develop and start a volunteer Park Ranger Program through the City of Goodyear Police Department. 109 PERFORMANCE INDICATORS FY 2002-3002 FY 2003-2004 (Actual) (Projected) Number of complaints regarding parks maintenance (Goal is less than 12 annually) ROW maintenance related complaints (Goal is less than 12 annually) Playground equipment related injuries/claims (Goal is zero Number of legitimate claims filed related to ROW and/or parks maintenance issues (Goal is zero) Percent of respondents rating Parks and ROW maintenance as “Excellent” (Goal is 95%) 10 10 12 10 None None None None 1 1 BUDGET SUMMARY BY DEPARTMENT ACTUAL FY 01-02 Personnel Services Materials & Supplies Contract Services Debt Service Funded Depreciation Capital Outlay Transfer In Credit Total $307,824 316,820 525,027 56,721 88,034 - BUDGET FY 02-03 $394,203 457,891 550,996 65,229 36,000 - ESTIMATED FY 02-03 BUDGET FY 03-04 $372,291 261,729 612,259 $459,946 401,401 588,976 65,229 36,000 75,016 10,000 $ 1,294,426 $ 1,504,319 $ 1,347,508 $ 1,535,339 110 AUTHORIZED POSITIONS FY 01-02 FY 02-03 FY 03-04 Parks Foreman Parks Worker I Parks Worker II Parks, Library & Recreation 1 1 5 1 1 2 5 1 1 2 5 1 Total 8 9 9 111 FACILITIES MANAGEMENT The Facilities Management Division provides preventive, corrective and custodial maintenance for all City buildings. City staff routinely makes plumbing, electric, and carpentry repairs and modifications to the facilities. Newly remodeled areas include the Police Building Complex, the Estrella Mountain Public Safety Facility , and the Public Works Utility Bay. The Facilities Management Division is responsible for the maintenance of 17 buildings. Custodial services for the buildings are provided by a private custodial contractor. 2002-2003 ACCOMPLISHMENTS: • • • • • • • • • • • • • • • • Added security measures to the buildings of Public Works Administration, Fire Station #1, Fire Station #3, Police Facilities, and Public Safety Building #2. Entered into a janitorial cleaning contract to enhance services. Accepted the responsibility for maintenance of all HVAC systems City wide. Established comprehensive training programs for all Facilities staff. Renovated the utility room at Fire Station #1. Constructed a new office area at Fire Station #1. Installed a new emergency generator at the Interim City Hall. Established a Facilities Management electronic work order system. Established contacts with State’s Energy Management program. Developed a facilities and equipment maintenance database. Assisted user departments in developing facilities-related projects. Completed Phase I of the Interim City Hall office renovation. Completed the renovation of the Public Works Utility Room work area. Participated in the Police Department Facility Remodel project. Hired two full time Facilities staff members. Developed a Facilities Division customer survey form. 2003-2004 OBJECTIVES: • • • • • • • • • Establish a continuing education program for all Facilities staff. Develop a comprehensive ten year Facilities Capital Improvement Program. Budget for Fire Station #1 facility renovations. Solve the drainage problem at the City Court facility. Develop a Public Works Facilities Masterplan. Hire a full time Facilities Maintenance Worker III. Upgrade the Facilities Management Work Order program. Purchase a replacement vehicle for the Facilities Division. Purchase new furniture for the Public Works Operations building. 112 PERFORMANCE INDICATORS FY 03-04 FY 02-03 (Projected) Maintenance Cost per square footage of maintained building (Goal is mean value of benchmark Cities) Percentage of work orders completed within quoted timeframe (goal is 95%) Number of facilities related injuries or property damage related claims (Goal is zero) Percentage of clients rating facilities appearance as “Exceeded Expectations”(Goal is 95%) Percentage of clients rating facilities cleanliness as “Exceeded Expectations” (Goal is 95%) Percentage of clients rating overall service as “Exceeded Expectations” (Goal is 95%) Number of on-the-job, time-lost injuries to facilities staff (Goal is zero) 132,894 132,894 85% 100% 0 0 46% 100% 45% 100% 37% 100% 0 0 BUDGET SUMMARY BY DEPARTMENT ACTUAL FY 01-02 BUDGET ESTIMATED BUDGET FY 02-03 FY 02-03 FY 03-04 Personnel Services Materials & Supplies Contract Services Debt Service Funded Depreciation Capital Outlay Transfer Out Credit $ 154,590 $ 227,546 $ 45,832 38,700 31,740 8,200 1,392 1,601 2,037 4,400 - 208,140 $ 282,293 45,243 38,270 3,394 7,680 Total $ 235,591 $ 280,447 $ 262,778 $ 401,631 113 1,601 4,400 1,841 71,547 AUTHORIZED POSITIONS FY 01-02 FY 02-03 FY 03-04 BUILDING MAINT SUPERVISOR BUILDING MAINT WORKER III FACILITIES ELECTRICIAN BUILDING MAINT WORKER II 1 1 1 1 2 2 1 1 1 2 Total 4 4 5 114 STREETS DIVISION The Streets Division of the Public Works Department performs all necessary day-to-day street sweeping and maintenance for over 520 miles of streets, as well as for curbs, shoulders; traffic signals; bridges; culverts; gutters; storm drains, sidewalks; and bike lanes. In addition, the Streets Division maintains approximately 10,000 signs throughout the City, reviews traffic control plans for work in the city’s streets, reviews construction plans and inspects projects to ensure that street signage, traffic control, streetlights and road markings are installed according to City standards. 2002-2003 Accomplishments: • • • • • • • I-10 and Litchfield Road intersection was reconstructed using a grant acquired by the Streets Division Construction administration of new traffic signals at 144th Avenue and Indian School Road Construction administration of new, temporary traffic signal at Van Buren Street and Estrella Parkway Managed the 2003 Local Streets Preservation Project, including Wildflower Ranch, Estrella Vista, Palm Valley, Historic Goodyear, Arnold Manner, and Estrella Mountain Ranch Posted new truck routes and restriction as adopted by Council Pursued and received reimbursement of $ 2,180,927.80 in FHWA funds for the Rainbow Valley Project Installed new crosswalks at Millennium High School and near Estrella Vista Elementary School 2003-2004 OBJECTIVES: • Complete major maintenance projects on Litchfield Road and on Pebble Creek Parkway) • Signalize Major Intersections (2) • • • Manage the design for a Goodyear Traffic Operations Center through a CMAQ grant Manage the design of the Litchfield Road Computerized Traffic Management System Coordinate signal timings for traffic signals on Litchfield Road 115 PERFORMANCE INDICATORS Goal Miles of roadway swept per operator On the job staff injuryaccidents Square yardage of roadways sealed Ratio of signalized intersections to maintenance staff Percent of potholes filled within 48 hours of complaint Annual number of street sweeping complaints FY 02-03 FY 03-04 NA 5200 7000 Zero 1 0 NA 560,050 500,000 NA 10:01 12:01 95% 90% 95% <12 10 5 BUDGET SUMMARY BY DEPARTMENT ACTUAL FY 01-02 BUDGET FY 02-03 ESTIMATED FY 02-03 BUDGET FY 03-04 Personnel Services Materials & Supplies Contract Services Devel. Reimbursement Debt Service Funded Depreciation Capital Outlay Transfer In Debit $ 552,534 $ 591,835 $ 558,491 $ 668,856 1,277,942 2,011,553 1,579,239 1,516,482 309,767 140,715 169,171 137,200 780,951 300,000 350,514 523,453 215,508 247,835 247,835 285,010 350,116 10,200 10,200 151,800 - Total $ 3,486,818 $ 3,302,138 $ 2,915,450 $ 3,282,801 AUTHORIZED POSITIONS FY 01-02 EQUIPMENT OPER SIGNAL TECHNICIAN II STREETS SUPERVISOR STREETS MAINT FOREMAN STREETS MAINT WORKER II TRAFFIC OP WORKER II Total FY 02-03 2 2 1 1 3 1 10 116 FY 03-04 2 2 1 1 3 1 2 2 12 1 3 1 10 21 WATER The water section is responsible to produce, treat and distribute safe and pleasant drinking water at a reasonable cost, and ensure public health through compliance monitoring, backflow prevention and disinfection. The water system consists of 10 production wells with a total production capacity of 5.2 million gallons per day, and ten (10) storage and booster stations for a combined storage capacity of 9.3 millions gallons. In addition to the well sites and booster stations, the water section is responsible for the operation and maintenance of over 170 miles of water main, 1,445 fire hydrants, 3,844 valves, 6,403 water meters and 374 backflow prevention devices. The water operators also provide blue stake marking of the water lines. 2002-2003 ACCOMPLISHMENTS: • • • • • • • • • • • • • • • • • • • • • • • • • Produced 3,612.33-Acre Feet of Water, reduced GPCD to 184 and water loss to less than 1%. Collected 12,663 water samples and kept the City’s water system in total compliance with the Safe Drinking Water Act requirements Install a 12-inch magnetic meter to measure water flow to EMR Install an 8-inch altitude valve at Booster Sta. 13 Install an 8-inch pressure reducing valve at Booster Sta. 13 to interconnect the EMR distribution system Zone 1 and Zone II Drill and equip well 12B and increase pumping capacity by 200 gpm. Refurbish 2-MG storage tank and 10,000 Gallons pressure tank at Well Site 12 Install 190 individual pressure reduce valves to homes at parcel 51 in EMR Install two 8-inch pressure reduce valves and improve pressure consistency at EMR Test 20 water meters Install 1,121 water meters Maintain 318 fire hydrants Maintain 637 valves Perform 927 Bluestakes Process 2,128 work orders Implement a Water Meter Audit System Recruit two Water Worker I employees Redevelop and overhaul Well 11 Overhaul Well 2 Improve Water Storage Tank Security Overhaul four pumps and five motors Install one new booster pump at Booster Sta. 13 Read 6,403 meters a month Maintain water quality in compliance with the Arizona Department of Environmental Quality. Mail approximately 7,000 Water Customer Confidence Reports 117 2003-2004 OBJECTIVES: • • • • • • • • • • • • • • • • • Maintain and keep the water system and facilities in total compliance with the Safe Drinking Water Act and amendments. Keep the GPCD at approximately 190 gallons and the water % loss to 1% or less by implementing water conservation measures. Drilling and equipping one new well and booster and increase water production capacity by 1000 gpm, storage by 2 MG and boosting capacity by 2000 GPM. Continue to produce and deliver quality water to our customers. Continue annual preventive maintenance, inspection and repairs of water storage facilities to reduce long term cost. Upgrade chlorinator equipment at Well 2 and 3 Conduct water bluestaking marking within 48 hours of request. Continue hydrant and valve maintenance program Construct 1.5 MG storage tank at Well Site 18B Drill and Install one new well in the water log area. Purchase and Install an Emergency Standby Generator at Well 6 Refurbish 2-MG storage tank at Booster Sta. 11 Install SCADA system at Well Site 12 Install cathodic protection system on storage tank 3, 18, 7, 8, and 13 Implement a well exploratory boring Install 7 miles of 24-inch transmission main Implement Equipment Maintenance Program PERFORMANCE INDICATORS FY 01-02 Gallons per capita per day Goal 246 217 Gallons per capita per day Actua New meter installations 1,150 Monthly meters read 5,500 Number of fire hydrants maintained 207 Backflow devices tested 400 Bluestakes performed 485 Valves Exercised 195 Cross Connection Control Surve 10 Water Production in Gallons per Day 4,763,520 Water Consumption in Gallons per Day 4,000,000 Unaccounted and lost water ratio <1 % Daily Water Storage 9.3 MG FY 02-03 FY 03-04 234 184 1,121 6,403 234 184 1,121 6,403 618 374 927 637 10 618 374 927 637 10 5,051,520 5,200,000 4,500,000 <1% 10.3 MG 5,000,000 <1% 10.3 MG 118 BUDGET SUMMARY BY DEPARTMENT ACTUAL FY 01-02 BUDGET FY 02-03 ESTIMATED FY 02-03 BUDGET FY 03-04 Personnel Services Materials & Supplies Contract Services Debt Service Funded Depreciation Capital Outlay Developer Reimbursement Water CIP Transfer In Debit $ 453,671 $ 591,909 $ 496,686 531,478 1,219,334 517,444 212,310 542,560 28,288 32,531 130,100 88,300 Total $ 8,762,056 $ 5,149,222 $ 5,081,157 $ 6,696,326 6,221,667 - 2,845,000 - 591,909 $ 762,675 531,478 740,002 517,444 784,927 542,560 462,673 32,531 37,411 85,000 301,800 512,000 2,780,235 3,094,838 AUTHORIZED POSITIONS FY 01-02 FY 02-03 FY 03-04 WATER DISTRIB WORKER I WATER DISTRIB WORKER II WATER DISTRIB WORKER III WATER PROD OPERATOR II WATER PROD OPERATOR III WATER QUALITY INSPECTOR WATER PROD WORK I WATER DISTRIB FOREMAN WATER SUPERVISOR 3 1 1 1 1 1 5 1 1 1 1 1 1 1 5 1 1 1 1 1 2 1 1 Total 9 11 14 119 GOODYEAR WATER RECLAMATION FACILITY The Wastewater Division ensures environmentally sensitive wastewater collection, treatment and reuse. The Wastewater Division operates and maintains the wastewater collection, treatment and reuse facilities in compliance with all regulatory environmental rules. The Goodyear Water Reclamation Facility’s (GWRF) certified and licensed operators are responsible for the operation and maintenance of a three million gallon a day (MGD) treatment facility. Wastewater is treated to a level that can be safely recharged to an aquifer and potentially improve the groundwater quality. The treated effluent can also be reused for industrial and turf related uses. 2002 – 2003 ACCOMPLISHMENTS: • • • • • • • • • • • • • • • • • • • • Completed $1.22 million dollar CIP project modifications to the water reclamation facility, which included increased aeration capacity, installation of a flow-paced sodium hypochlorite system, installation of new influent flow meter and improved automation for the flow equalization process. Installation of permanent pH meters for optimization and improvement of process control and environmental compliance. Installation of a permanent turbidity meter for optimization and improvement of process control and environmental compliance. Replaced the collector motor drive for the sedimentation basins. Refurbished six (6) effluent reuse pumps. Refurbished and rebuilt three (3) return activated sludge pumps. Completed a sludge dewatering study for the design and implementation of a solids handling system. Utilized a rental belt filter press to dewater approximately 3,000,000 gallons of waste activated sludge. Removed 3,000 dry tons of stockpiled sludge from the wastewater treatment plant. Made improvements to the digester/nitrate system. Procured and installed safety supplies, materials and equipment throughout the wastewater treatment plant. Completed all regulatory required environmental sampling and reporting. All operators enrolled and completing state-of-the-art operator certification training. Initiated landscape improvements to the plant area. Initiated the utilization of magnesium hydroxide for process optimization, pH control and odor control. Installed new concrete steps in the area around the microscreens with proper drainage to eliminate slipping and tripping hazards. Installed new handrails in the area of the microscreens. Applied coating to all walkways, catwalks, ladders and grating to guard against slipping and falls. Operators obtained 27 upgrades or new ADEQ Operator Certification Licenses. Completed Construction of the new Wastewater Administration Building. 120 2003-2004 OBJECTIVES: • • • • • • • • • Refurbish and rehabilitate the process laboratory at the wastewater treatment plant to qualify for Arizona Department of Health wastewater laboratory certification. Continue to optimize process control and environmental compliance by installation of permanent nitrate, ammonia and dissolved oxygen monitoring equipment. Continue state-of-the-art operator certification training. Develop and implement a SOP program. Develop and implement a spare parts inventory. Refurbish, replace and repair all equipment, walkways and catwalks to comply with OSHA standards and guidelines. Procure an inventory of spare parts and equipment for all critical equipment and treatment units. Procure and install solids dewatering equipment. Construct a maintenance facility for the wastewater department. PERFORMANCE INDICATORS FY 01-02 Average Daily Flows (MGD) Solids Reduction Violations FY 02-03 3 1,778 - 1.5* 1,067 - FY 03-04 2 1,200 - BUDGET SUMMARY BY DEPARTMENT ACTUAL FY 01-02 BUDGET FY 02-03 ESTIMATED FY 02-03 BUDGET FY 03-04 Personnel Services Materials & Supplies Contract Services Devel. Reimbursement Debt Service Funded Depreciation Capital Outlay Wastewater CIP Transfer In Debit $ 636,044 $ 880,585 $ 602,308 $ 831,138 652,236 908,202 1,157,417 1,245,149 977,031 445,081 420,000 553,705 450,000 495,390 1,124,640 1,124,640 1,204,484 73,060 84,019 84,019 96,620 3,186 53,000 53,000 164,200 8,793,004 6,994,000 3,034,175 9,265,257 - Total $ 11,629,951 $ 10,489,527 $ 6,475,559 $ 13,810,553 121 AUTHORIZED POSITIONS FY 01-02 CHIEF WASTEWTR OP IND. PRETREAT INSPECT II WASTEWTR TREAT OP III WASTEWTR TREAT OP II WASTEWTR TREAT OP I WASTEWTR SUP WASTEWTR LAB TECH III WASTEWTR COLL WKR I WASTEWTR COLL FRMN Total FY 02-03 FY 03-04 1 - 1 3 1 1 1 1 1 1 1 3 1 1 1 1 1 1 1 3 1 1 1 2 1 10 10 11 122 SOIL AQUIFER TREATMENT (SAT) SITE Effluent from the Goodyear Water Reclamation Facility is pumped to the SAT Site where it is percolated into the ground to meet safe yield of groundwater pumping. This procedure provides for groundwater credits and helps to assure water resources will continue to be available for future city growth. 2002-2003 ACCOMPLISHMENTS: • • • • The Wastewater Division supplied effluent water for all construction projects, which has reduced the peak potable water demand. Improved the landscaping, building and grounds for the SAT site. All regulatory compliance sampling and analysis were completed for the year. The City of Goodyear master plan committee has studied an alternate location for the SAT site. 2003-2004 OBJECTIVES: • • • • • Provide a reliable and state-of-the-art SCADA system. Upgrade, replace, repair and/or refurbish all instrumentation and meters for the SAT site. Install an electric security gate for increased security in compliance sensitive area. Repair and refurbish the roadways throughout the SAT site. Improve building, grounds and landscaping for the SAT site, which is now surrounded by residential homes. Operating costs are included in the Goodyear Water Reclamation Facility department. PERFORMANCE INDICATORS Indicator FY 01-02 FY 02-03 FY 03-04 Million Gallons Recharged 360 443 450 123 WASTEWATER COLLECTION SYSTEM The City Wastewater Collection System is a critical function of the Wastewater Division to ensure the health and welfare of customers and residents of the City of Goodyear. The responsibilities of the Wastewater Collection System include annual cleaning, maintenance and inspection of nearly 100 miles of wastewater collection pipe; vector control, operation and maintenance of eleven lift stations, including immediate response to collection lift stations and the Perryville prison screening system emergencies. The Wastewater Collection System is monitored of the discharge of industrial, illegal, toxic or harmful discharges by the pretreatment program of the division. 2002-2003 ACCOMPLISHMENTS: • • • • • Removal and replacement of Wastewater Lift Stations No. 1 and No. 2 to improve the service to the customers and residents of Goodyear. Operation and maintenance of the entire wastewater collection system with virtually no interruption of service to the customer and residents of Goodyear. Implementation of the Golf Village Wastewater Lift Station No. 12. Training of collection system workers in state-of-the-art certification programs. Recruitment and hiring of one full-time, certified and licensed Collection Worker I. 2003-2004 OBJECTIVES: • • • • Develop and implement a comprehensive mapping system for the manholes, sewer pipes and all components of the collection system. Clean, repair, televise and maintain all sewer pipes on a yearly basis. Procure a new vactor to improve service to customers and residents of Goodyear. Implement a comprehensive sewer maintenance cleaning program. Operating costs are included in the Goodyear Wastewater Treatment Plant department. PERFORMANCE INDICATORS FY 01-02 FY 02-03 FY 03-04 Miles of Collection Main cleaned 30 20 Number of Lift Stations maintained 132 of 132 132 of 132 Vector control (manholes) 900 1,500 Video collection mains (miles) 6 6 124 CORGETT WATER RECLAMATION FACILITY The Wastewater Division will ensure environmentally sensitive wastewater collection, treatment, and reuse. The Wastewater Division operates and maintains the wastewater collection, treatment, and reuse in accordance with all regulatory environmental compliance requirements. The Corgett Water Reclamation Plant’s (CWRF) certified and licensed operators are responsible for operating and maintaining an 800,000 gallon a day treatment facility. The wastewater is treated to a level that can be reused for industrial and turf applications. 2002-2003 ACCOMPLISHMENTS: • • • • • • Corgett WRF is operated and maintained on a daily basis by full-time certified and licensed operators. All regulatory environmental sampling and analysis were completed. 2,400,000 gallons of waste activated sludge was removed from the facility and land applied in accordance with EPA rules and regulations. A functional process laboratory was equipped and is functioning at Corgett WRF. Magnesium Hydroxide is being utilized for process control and pH control. Plant record-keeping was modified and upgraded 2003-2004 OBJECTIVES: • • • • • • • Install a phone line to the facility to provide reliable communications for staff and emergency autodial functions. Upgrade and improve the process control and process laboratory analysis to ensure environmental compliance. Develop and implement state-of-the-art standard operating procedures. Procure spare parts, supplies and equipment for all critical plant equipment and treatment units. Upgrade and improve the landscaping, building and grounds. Refurbish, repair and install all necessary safety equipment, supplies and materials to comply with OSHA standards and guidelines. Complete necessary upgrades and modifications to the facility to produce class A+ reuse effluent. PERFORMANCE INDICATORS FY 01-02 FY 02-03 FY 03-04 Average Daily Flows (MGD) 0.2 0.5 0.8 Solids Reduction 126 tons 150 tons 240 tons Violation Notices - Operating costs are included in the Goodyear Water Reclamation Facility department. 125 SANITATION The Sanitation Division administers the residential contained solid waste collection agreement through the contractual services of a private solid waste hauler, which includes twice-weekly collection and disposal of contained residential solid waste. Sanitation staff also monitors the collection of commercial solid waste services provided to the private sector within the City limits by City licensed commercial solid waste private haulers. Sanitation staff provides a once per week uncontained solid waste collection and disposal to Goodyear residents. Additional Sanitation Division responsibilities include, graffiti abatement, conducting annual household hazardous waste collection day events, as well as the collection and disposal of six (6) permanent citywide drop-off recycling sites. 2002-2003 ACCOMPLISHMENTS: • • • • • • • • • • • • • • • Developed and presented the Regional Recycling Master Plan to City Council, representing the cities of Avondale, Litchfield Park, Tolleson and the Town of Buckeye. Enhanced the uncontained refuse collection methodology by purchasing a 6-yard rearloader. Coordinated and implemented a Household Hazardous Waste Collection Day Program which included the City of Litchfield Park. Supplied 2 additional recycling containers to 2 of the 6 permanent citywide recycling drop-off sites to contain recycling volume excess. Recycled 1,867 or 14 tons of Christmas trees. These trees were diverted to Sunfresh Farms where they were used for dust control. Increased citywide recycling tonnage by 24%. Performed recycling public outreach at Earthfest 2002 and the Women’s Expo 2002. The Sanitation Division continues to be a member in good standing with the Valleywide Recycling Partnership (VRP). Acquired the 2002 and the 2003 Maricopa County Tire Permit to dispose tires at the Northwest Regional Landfill at no cost to the City. Conducted the West Valley Transfer Station siting presentation to City Council. Obtained a 2003 Arizona Department of Environmental Quality (ADEQ), Waste Reduction Assistance (WRA) grant to conduct a Residential 1,000 Home Automated Curbside Recycling Pilot Program. Completed and submitted the ADEQ 2003 Annual Recycling Questionnaire. Completed and submitted the Maricopa Associated Governments Revision of the Solid Waste Management Plan. Acquired two additional new 20-yard recycling containers through a 2002 ADEQ WRA grant. Completed recruitment for two Sanitation Worker I budgeted positions. 2003-2004 OBJECTIVES: • • • • Pursue a state to grant to develop a Goodyear Recycling Plan Increase drop off recycling sites Conduct an annual household hazardous waste collection day Streamline uncontained collection methodology to maximize labor quantity and quality. 126 PERFORMANCE INDICATORS FY 01-02 Residential accounts Residential uncontained refuse tons collected Average tons of uncontained refuse collected per household per year Residential contained refuse tons collected Average tons of contained refuse collected per house per year Total contained and uncontained refuse tons collected per house per year. Recycling tons collected Average tons of recycling collected per house per year Total contained, uncontained and recycling tons collected per house per year Average tons of HHW pounds collected per resident per year FY 02-03 FY 03-04 8,203 10,329 12,453 660 738 1,475 0.08 0.07 0.07 9,489 15,493 18,679 1.15 1.50 1.50 1.23 435 1.57 576 1.61 623 0.05 0.06 0.05 1.29 1.62 1.66 1.15 1.13 1.43 BUDGET FY 02-03 ESTIMATED FY 02-03 BUDGET SUMMARY BY DEPARTMENT BUDGET FY 01-02 BUDGET FY 03-04 Personnel Services Materials & Supplies Contract Services Debt Service Funded Depreciation Capital Outlay Transfer In Debit $ 246,910 $ 357,473 $ 286,436 $ 371,637 87,765 95,998 80,000 124,370 1,152,994 1,066,000 1,299,500 1,158,800 14,548 16,730 16,730 19,240 201,200 39,000 3,600 - Total $ 1,502,217 $ 1,737,401 $ 1,721,666 $ 1,677,647 127 AUTHORIZED POSITIONS FY 01-02 SANIT SUPERVISOR SANIT FOREMAN SANIT WORKER III SANIT WORKER II SANIT WORKER I Total FY 02-03 1 FY 03-04 1 - - 1 - 1 3 1 3 2 1 3 2 5 7 7 - 128 POLICE In partnership with the community, we will ensure the quality of life by maintaining the peace and protecting the rights of those we serve. The Goodyear Police Department provides residents of Goodyear and its visitors with superior service in order to ensure safety and maintain quality of life. With a policecommunity partnership philosophy, the department has implemented and expanded programs that promote collaborative efforts in taking a proactive stance in addressing crime reduction and prevention. 2002-2003 ACCOMPLISHMENTS: • • • • • • • • • • • • • • • • Purchased and took delivery of a Mobile Command Vehicle attached to Sierra Vistas bid from Farber, Inc. The MCV has been deployed to two major police incidents and one fire training. Trained personnel to operate and maintain the equipment. Completed construction of police administration/telecom/patrol building renovation and occupied buildings. Established 24/7 video security on police campus. Upgraded Digital Processing Unit with Video Enhancement and Stabilization Unit. Special Assignment Unit acquired and equipped a deployment vehicle to provide rapid response. The vehicle was formerly a prisoner transport van that no longer met the requirements of that function. Designated Jeff Mercy as the department representative for Homeland Security. Created and hired one additional K-9 Unit to provide seven day a week coverage. Created a training and operations sergeant position. Occupied Station two Estrella Mountain Ranch Public Safety Facility with Patrol Staff. Special Assignment Unit worked with Administration at new schools to assist in developing Crisis Response Plans. Attended training opportunities regarding unified incident command with the fire department. Increased the Special Assignments Unit from five to eight members. A rigorous selection process and 80 hours of Special Weapons And Training were used to assure the best were brought on board. Two fire medics were also recruited to the SAU. A full-time Crisis Services Unit was established. A volunteer staffed Victims Advocate team was created. Implemented Digital Photography Project through replacement of 35mm cameras issued to officers. Established Incident Command Component in four sergeant’s vehicles. Trained employees for response to Weapons of Mass Destruction and Nuclear Biological Chemical in order to assess our preparedness and current situation regarding vulnerabilities to attacks on City owned or occupied buildings. 129 2003-2004 OBJECTIVES: • • • • • • Have needs analysis done to assess the acquisition or building of a new police facility to centralize police operations in one location; provide adequate space for Telecommunications and prisoner detention. Have 47 sworn officers, 11 telecommunicators, two records clerks and two Staff Assistants sharing 4,500 square feet and two leased buildings; study shows we need 24,000 square feet. Purchase an Explosive Ordinance Disposal Protective Suit to address diminishing resources. Research the need for and seek grants for Homeland Security equipment and training. Continue to train employees for response to Weapons of Mass Destruction and Nuclear Biological Chemical in order to assess our preparedness and current situation regarding vulnerabilities to attacks on City owned or occupied buildings. Continue to use the Counter-drug Procurement Program to obtain surplus, free, and long-term loan equipment. Establish a full time grant funded Neighborhood Response Unit. This unit would consist of a sergeant and four officers. PERFORMANCE INDICATORS FY 01-02 Emergency response time (min/sec) Citations issued Arrests D.U.I. Arrests Hours of Community Educatio Number of schools served Number of Citizen Academy participants Dispatch calls for service* Funds requested through gra Funds received through grant Training hours for officers Number of industrial accident Dollars lost to Workers Compensation Claims 5:43 7,484 1,160 242 905 9 40 10,146 119,500 119,500 2,572 - FY 02-03 6:58 7,800 984 170 1,131 11 40 12,343 119,500 119,500 2,572 16 80,216 * Does not include self-initiated or on view a 130 FY 03-04 7:00 8,112 1,000 200 1,131 11 40 13,000 169,500 169,500 2,572 - BUDGET SUMMARY BY DEPARTMENT ACTUAL FY 01-02 BUDGET FY 02-03 ESTIMATED FY 02-03 BUDGET FY 03-04 Personnel Services Materials & Supplies Contract Services Debt Service Funded Depreciation Capital Outlay Transfer In Debit $ 3,469,488 $ 3,821,243 $ 3,849,735 $ 4,429,648 382,091 432,074 376,961 420,741 217,792 209,000 250,071 307,313 521,186 599,364 599,364 689,272 356,800 356,800 775,706 - Total $ 4,590,557 $ 5,418,481 $ 5,432,931 $ 6,622,680 AUTHORIZED POSITIONS FY 01-02 FY 02-03 FY 03-04 CHIEF COMMANDER LIEUTENANT SERGEANT POLICE OFFICER ADMINISTRATIVE ASISTANT DETECTIVE STAFF ASSISTANT POLICE RECORDS CLERK CRISIS SVCS COORDNTR 1 1 2 6 33 1 3 1 2 1 1 2 7 33 1 3 1 2 1 1 2 7 35 1 3 1 2 1 Total 50 51 54 131 POLICE TELECOMMUNICATIONS The Telecommunications division is responsible to provide the best possible communications services directly to the Police Department, Fire Department and the Community, and is assigned as a division of the Police Department. This is accomplished through the use of personnel that are continually trained on current trends and techniques in public safety communications and through the use of state of the art technologies. 2002-2003 ACCOMPLISHMENTS: • • • • • • • • • Hired one new Telecommunications Operator, bringing the staffing level of the Telecommunications Division to 100%. The Telecommunications Training Manual was completely revised and updated, and is now being used as a model for agencies across the country. Research into a new CAD-RMS-MDC system was completed and a Request for Proposal was issued. Responses will be evaluated and a vendor selected in the last part of fiscal 02, beginning of fiscal 03. New Positron Life-Line 100 911 system purchased using State funds. System awaiting installation as part of the Police Facility Renovation. Three (3) new Motorola radio base stations were purchased and are awaiting installation as part of the Police Facility Renovation. Three (3) new Motorola radio repeaters were purchased and installed at the White Tanks antenna site. New Motorola Centracom Gold Elite radio control system purchased and awaiting installation as part of the Police Facility Renovation. Two (2) new Centercore dispatcher workstations were purchased and are awaiting installation as part of the Police Facility Renovation. Telecommunications personnel attended over 25 training classes throughout the year with topics ranging from Handling Suicidal Callers to Policy and Procedure Development. 2003-2004 OBJECTIVES • • • • • • • • • Create two new Telecommunications Shift Supervisors position. Create one additional Telecommunications Operator position. Purchase and implement new CAD/RMS system with Mobile Data Computer’s. Complete the relocation to the new Communications Center as part of the Police Facility Renovation, including installation of all new equipment. Create new Policy and Procedure manual for the Communications Division. Provide 2 training opportunities for each Telecommunications Operators. Train all personnel in new methods and procedures for Emergency Management and multi-agency operations. Implement the Reverse 911 system for public notification of emergencies and issues affecting large sections of the community. Implement an effective backup communications plan in the event of catastrophic loss of service from the main Communications Center. 132 PERFORMANCE INDICATORS FY 02-03 Telephone Calls* CAD activity** 911 calls answered 911 calls answered in less than 2 rings (new) ACJIS transactions FY 03-04 87,750 74,709 5,452 84,793 53,128 6,181 62,276 97% 72,480 * Estimated due to non-repairable equipment malfunction. ** Estimated due to changes in CAD software made by H.T.E. BUDGET SUMMARY BY DEPARTMENT ACTUAL FY 01-02 BUDGET FY 02-03 ESTIMATED FY 02-03 BUDGET FY 03-04 Personnel Services Materials & Supplies Contract Services Debt Service Funded Depreciation Capital Outlay Transfer In Debit $ 562,075 $ 649,252 $ 138,657 151,900 15,824 108,720 29,861 34,340 94,916 811,199 - 601,823 $ 811,969 87,035 172,204 44,726 139,236 Total $ 841,333 $ 1,755,411 $ 1,558,322 $ 2,133,679 34,340 790,398 AUTHORIZED POSITIONS FY 01-02 Telecom Manager Telecom Operator Telecom Supervisor 1 10 - FY 02-03 1 10 1 133 FY 03-04 1 10 2 39,491 970,779 FIRE 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. 2002-2003 Accomplishments: • • • • • • • • • • • • • • • • • • • • • • Successfully installed the new fire department records management software. Completed construction of Estrella Mountain Public Safety Facility. Began providing EMS service from Estrella Mountain Public Safety Facility. Created a department team to facilitate the development of a new department logo and a department motto. Created a new format for the department quarterly meeting to incorporate visual presentations, recognition, and fun. Conducted annual update of the department’s strategic and operating plans. All current supervisors completed the Supervisor’s Academy through Arizona Governmental Training Services. Promoted 3 Captains and 3 Engineers for staffing at the Estrella Mountain Ranch Public Safety Facility. Hired 6 Firefighters to fill vacancies created by promotions. Began a process to create a Career Development Guide for all fire department positions. Conducted an emergency evacuation exercise at City Hall. Conducted four training sessions on Emergency Operation Center operations for 45 City employees. Completed a City emergency management/terrorism/weapons of mass destruction assessment with Maricopa County Emergency Management and presented findings to City Council. Received the Operation Life Safety award for zero fire deaths in the year 2001. Received a Desert Peaks Award for Public Partnership from the Maricopa Association of Governments for participation in the Westside Training Consortium. Provided support and resources to Northern Arizona Fire Departments during the Rodeo-Chediski Fire. Adopted the International Fire Code 2000 and 2001 International Fire Code supplements and amendments and trained fire company and inspection staff in the International Fire Code 2000. Hired two part-time Staff Assistants to provide staff support and customer service in Administrative Services and Community Services. Hired a part-time Fire Prevention Specialist to assist in plan review and fire inspections. Hired a part-time Community Education Specialist to assist in providing community education and staffing special events. Implemented fire department fee changes connected to fire protection, construction permits, other permits, and services. Received funding through the Assistance to Firefighters Grant from FEMA in the amount of $34,555 for fire prevention efforts to the federally targeted groups of high school freshmen and senior citizens and to provide fire code training to firefighters. 134 • • • • • • • • • • • • • • • • • • • • • Received funding from the Arizona State Land Department in the amount of $3,472 to be used for a wildland urban interface education program. Received $4,400 in funding from the Governor’s Office of Highway Safety to be used in our child safety seat inspection program and send one firefighter through paramedic school. Two firefighters completed paramedic school and obtained their state and national Paramedic certifications. Certified two firefighters as Peer Fitness Trainers. Streamlined the process for firefighters to receive treatment through the Phoenix Health Center after being injured on the job. Purchased a vehicle exhaust ventilation systems for all fire stations, saving approximately $9,000 by purchasing from an existing bid. Participated with the City Manager’s office and other department directors in the design and review process of the City’s Municipal Training Center. Installed a new washing machine at Fire Station #1 to be used exclusively for washing turnouts. Remodeled the EMS Supply Room at Fire Station #1 into an office with two workstations. Took delivery of new engine, a Pierce Dash 1250 gpm/CAFS pumper identical to one ordered last year. We were able to purchase the new engine from the same bid process as the last one, saving the City approximately $40,000. The Research and Development (R & D) Committee purchases four replacement rescue/cut-off saws, a new fire engine, and other equipment. Worked with the City’s ITS and Facilities Management departments to design and develop the Support Services Work Order that facilitates requests for repairing and replacing equipment as well as keeping data on associated costs and time involved. Worked with Public Works to transition maintenance and repair of fire apparatus from Support Services to the Public Works Fleet Division. Established a fire department Safety Committee and conducted a NFPA 1500 Safety Audit. Coordinated a partnership with the Tempe Fire Department to conduct a four-day training session on the use of thermal imaging cameras. Participated in an EMS mass casualty drill at Phoenix International Raceway through the Westside Training Consortium. Utilized the vacant Unidynamics site for advanced search and rescue training with the Westside Training Consortium. Coordinated extrication training for fire companies at Ecology Auto Wrecking in Phoenix. Established a partnership with Estrella Mountain Community College to provide approved Fire Science classes at Fire Station #1. Sponsored twelve cadets through Glendale Community College’s Fire Operations class. Led a City team to develop recommendations for the public’s use of City facilities as well as safety and security recommendations for public meetings and City facilities. 135 2003-2004 Objectives: • • • • • • • • • • • • • Create 6 firefighter positions to begin providing full fire/EMS service from the Estrella Mountain Ranch Public Safety Facility. Begin design of fire station at Wildflower and Yuma. Complete the Standards of Response Coverage study. Conduct a needs analysis for a Public Safety Headquarters/EOC facility. Begin a Senior Outreach education program. Begin providing fire and life safety education to high school freshmen. Create a career path guide for all positions within the fire department and conduct training for all supervisors. Conduct site study for City Training Facility. Begin providing hazardous materials response. Complete bid specifications and begin assembly for replacement ladder truck. Replace emergency generator at Station No. 1 to provide back up power to entire facility. Create three Battalion Chief positions. Increase staff in Fire Prevention and Community Education to support program development and training. PERFORMANCE INDICATORS FY 01-02 Emergency incidents medical services* Emergency incidents - fire and other* Fire loss within City limits* Percentage of incidents with response time of four minutes or less * Number of injuries* Number of injuries resulting in lost time* Hours spent in annual occupancy inspections* Hours spent in new construction inspections* Hours spent issuing permits* Hours spent conducting plan reviews* Hours spent in community education* FY 02-03 FY 03-04 1,505 1,739 2,000 1,030 1,190 1,375 128,700 453,815 200,000 40% 6 38% 5 1 2 657 738 800 435 79 472 124 512 194 989 966 1,050 1,440 2,388 3,500 *Figures show n are for calendar years 2001 and 2002, respectively. 136 45% 5 - BUDGET SUMMARY BY DEPARTMENT ACTUAL FY 01-02 BUDGET FY 02-03 ESTIMATED FY 02-03 BUDGET FY 03-04 Personnel Services Materials & Supplies Contract Services Debt Service Funded Depreciation Capital Outlay Transfer In Debit $ 2,948,667 $ 3,696,963 $ 525,421 432,532 191,820 273,824 313,937 361,029 233,067 457,880 - 3,691,253 $ 4,318,227 472,472 452,699 257,664 310,212 Total $ 4,212,912 $ 5,222,228 $ 5,299,720 $ 7,011,531 361,029 517,302 AUTHORIZED POSITIONS FY 01-02 CHIEF DEPUTY CHIEF CAPTAIN SUPP\ SVCS CAPTAIN FIREFIGHTER ADMIN ASSIST FIRE MARSHALL DPTY FIRE MARSHAL BATTALION CHIEFS FIRE ENGINEER COMMUNITY EDUCATION COORDINATOR STAFF ASSISTANT Total FY 02-03 FY 03-04 1 3 1 6 19 1 1 1 1 2 1 9 19 1 1 1 6 9 1 2 1 9 19 1 1 2 3 9 1 1 1 1 1 1 41 46 50 137 454,673 1,475,720 CONTINGENCY This appropriation is budgeted for expenditures that were not anticipated during the budget process and is subject to City Council approval. Contingency funds are also budgeted as a reserve against potential revenue shortfalls and emergencies. BUDGET SUMMARY BY DEPARTMENT CONTINGENCY Personnel Services Materials & Supplies Contract Services Debt Service Funded Depreciation Capital Outlay Total ACTUAL FY 01-02 BUDGET ESTIMATED FY 02-03 FY 02-03 BUDGET FY 03-04 5,290,337 4,380,433 3,579,952 4,380,433 $5,290,337 $4,380,433 $ 4,380,433 $3,579,952 138 DEBT SERVICE The Debt Service fund consists of the principal and interest payments for all obligations except the water & sewer obligations. BUDGET SUMMARY BY DEPARTMENT ACTUAL FY 01-02 BUDGET FY 02-03 ESTIMATED FY 02-03 BUDGET FY 03-04 General Obligation $ Revenue 1,008,444 $ 1,018,243 1,678,864 $ 618,842 1,678,864 $ 618,842 2,049,800 617,280 Total 2,026,687 $ 2,297,706 $ 2,297,706 $ 2,667,080 $ 139 CAPITAL IMPROVEMENT PROGRAM (CIP) The Capital Improvement Program projects are the “bricks and mortar” of the City. The projects include streets, water wells, water recharge and treatment plants, parks, buildings, and major, one-time acquisitions of equipment are all considered capital improvements. BUDGET SUMMARY BY DEPARTMENT Personnel Services Materials & Supplies Contract Services Debt Service Funded Depreciation Capital Outlay Total ACTUAL FY 01-02 BUDGET FY 02-03 19,059,545 67,339,780 ESTIMATED FY 02-03 10,158,555 $62,009,572 $19,059,545 $67,339,780 $10,158,555 140 BUDGET FY 03-04 $62,009,572 CIP -Capital Improvement Programs -CIP Funding Sources -100 Acre Park -Bullard Wash 27-Inch Water Main -40 Acre Community Park -ADOT Basins -Bullard 39-inch Sewer Interceptor -Bullard Avenue Paving -Bullard Avenue Interchange -Bullard Wash Phase II -Water Projects -CDBG Projects -Chlorine Contact Channel -City Center -Citywide Training Facility -Sewer Projects -Dog Park -Emergency Standby Generator -Estrella High School Recreational Facility -Estrella Parkway Phase II -Goodyear Wastewater Plan Extension -Homeland Security Plan -Improvement Districts -Litchfield Road Median Landscaping -Major Street Preservation -LPSCo. Capacity Purchase -McDowell Road Phase II -Neighborhood Partnerships -New Water Well -Prototype Fire Station C -Prototype Fire Station E -Public Works Corporate Facility Master Plan -Purchase Excess CAP Water -Rainbow Valley WRF Phase I -Regional Park and Ride -SCADA Data Acquisition -Super 8 Motel Parking Lot Paving -Systemwide Storage Tank Protection -Telecommunications Technology -Tonopah Irrigation District -Traffic Management System Fiber Project -Traffic Operations Center -Transient Voltage Surge Suppression -Van Buren Avenue Paving - Phase I -Van Buren Drainage Improvements -Solids Handing Facility CAPITAL IMPROVEMENT PROGRAM The following pages describe the capital projects that are funded for FY 03-04. Total funding for this year is $87,730,839. The programs funded this year are: Parks & Recreation Public Works Admin. Streets Public Safety General Administration CDBG Improvement Districts Water Sewer Miscellaneous Projects Total Budget FY 03-04 7,750,000 324,720 12,194,652 960,200 250,000 200,000 40,000,000 3,094,838 9,265,257 330,000 $ 74,369,667 Percent of Total 10.42% 0.44% 16.40% 1.29% 0.34% 0.27% 53.79% 4.16% 12.46% 0.44% 100.00% The City’s capital improvement program has an effect on the operating budget. All newly completed projects must be maintained and if bonds were sold to finance the construction, then annual debt service payments are required. The City has a policy that the City combined property tax rate should not exceed $2.10. This is a combined rate that includes a primary rate and a secondary rate. The primary rate supports the operating budget and the secondary rate can only be used for debt service. As the secondary rate increases the primary rate decreases along with the property tax revenue for operations. In addition to operating, maintenance and debt service, the capital improvement program includes payas-you-go projects and grant matches that come directly from the operating budget. 141 CIP FUNDING SOURCES SUMMARY COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency 2004 5,100,000 2,805,200 21,584,652 80,000 44,799,815 TOTAL 74,369,667 CONSTRUCTION FUNDING Grants 4,633,257 Developer 59,876,410 Bonds 8,520,000 Cash 1,340,000 TOTAL 74,369,667 FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue FISCAL YEARS 2005 2006 2007 5,310,400 5,981,170 7,218,562 75,000 75,000 75,000 4,634,900 4,968,795 5,006,782 CIP Funding Sources Bonds 11% Cash 2% Grants 6% Developer 81% 142 2008 8,294,543 11,141,285 75,000 75,000 5,018,058 9,845,239 CAPITAL IMPROVEMENTS PROGRAM 100 Acre Park - Estrella - Yuma Project Title PK0304 Project Number Public Works Program Parks Sub-Program Staff Contact Person $4,200,000 Estimated Cost COSTS Land Acquisition Design Construction Eqiupment & Furnishings Other Contingency 2004 4,200,000 TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT 4,200,000 2005 FISCAL YEARS 2006 2007 2008 500,000 3,000,000 - 4,200,000 4,200,000 FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: 150,000 - 152,000 500,000 3,000,000 500,000 3,000,000 500,000 3,000,000 160,000 920,000 - - 920,000 PROJECT DESCRIPTION: Land acquisition for a new 100 acre park located in the vicinity of Yuma Road and Estrella Parkway JUSTIFICATION: To improve "quality of life" for the community and to conform to the General Plan. RELATION TO ADOPTED PLANS: OTHER: Conforms to the General Plan 143 CAPITAL IMPROVEMENTS PROGRAM 27-inch wastewater main - Bullard Wash Project Title WW0303 Project Number Public Works Program Water Sub-Program David Ramirez Staff Contact Person $920,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: 2004 FISCAL YEARS 2005 2006 2007 2008 920,000 920,000 - - - - 920,000 - - - - 95,000 97,000 100,000 103,000 105,000 95,000 97,000 100,000 103,000 105,000 920,000 PROJECT DESCRIPTION: Construct 2700 feet of wastewater main from Van Buren Street south in Bullard Wash. These improvements will be done in conjunction with the building of Safeway at Van Buren and Estrella JUSTIFICATION: The community will benefit from these improvements and subsequent construction of the Safeway convenient store. RELATION TO ADOPTED PLANS: OTHER: 144 CAPITAL IMPROVEMENTS PROGRAM 40 Acre Community Park Phase I design-construct Project Title PK0101 Project Number Public Works Program Parks Sub-Program Don French Staff Contact Person $2,980,000 Estimated Cost COSTS Land & Right-of-Way Design Construction Equipment & Furnishings Other Contingency FISCAL YEARS 2005 2006 2004 80,000 2,900,000 TOTAL 2,980,000 CONSTRUCTION FUNDING Grants Developer 2,980,000 Bonds Cash TOTAL 2,980,000 FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: 75,000 2,200,000 1,900,000 2,200,000 1,900,000 2,200,000 1,900,000 2,200,000 1,900,000 185,000 190,000 2007 2008 - - - - 275,000 280,000 PROJECT DESCRIPTION: Phase I will include lighted, multi-use softball/soccer fields with irrigation systems, landscaping and parking lots. Phase II construction will include sports court, multi purpose paths, ramadas and landscaping. JUSTIFICATION: Project will offer recreation programs for youth and adult softball, baseball, soccer and other activities. Community benefit through participation in sports programs and leisure activities, future paths, open paces and landscaping. RELATION TO ADOPTED PLANS: OTHER: 145 CAPITAL IMPROVEMENTS PROGRAM ADOT Basins Acquisition Improvements Project Title PK0301 Project Number Public Works Program Parks Sub-Program Cato Esquivel, Jr. Staff Contact Person $200,000 Estimated Cost COSTS Land & Right-of-Way Design Construction Equipment & Furnishings Other Contingency 2004 100,000 TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT 200,000 FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: PROJECT DESCRIPTION: FISCAL YEARS 2005 2006 2007 2008 400,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 100,000 400,000 - 400,000 200,000 200,000 400,000 2,000,000 2,000,000 150,000 158,000 200,000 350,000 - 400,000 Phase I is to acquire the basins from Maricopa County. Our cost share is $100,000. JUSTIFICATION: Recreation programs for youth and adult softball, baseball, soccer and other activities. Community benefit through participation in sports programs and leisure activities, future paths, open paces and landscaping. RELATION TO ADOPTED PLANS: Conforms to General Plan OTHER: 146 CAPITAL IMPROVEMENTS PROGRAM Bullard 39 inch Interceptor Sewer Project Title WW0302 Project Number Public Works Program Wastewater Sub-Program David Ramirez Staff Contact Person $1,200,000 Estimated Cost COSTS Land & Right-of-Way Design Construction Equipment & Furnishings Other Contingency FISCAL YEARS 2005 2006 2007 2004 150,000 1,050,000 TOTAL 1,200,000 CONSTRUCTION FUNDING Grants Developer Bonds 1,200,000 Cash TOTAL 1,200,000 FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: 2008 - - - - - - - - 100,000 110,000 112,000 115,000 117,000 100,000 110,000 112,000 115,000 117,000 PROJECT DESCRIPTION: Install I mile of 39" sewer line JUSTIFICATION: Required to be constructed in coordination with the Centerra project in accordance with the development agreement. RELATION TO ADOPTED PLANS: Conforms to the Wastewater Master Plan OTHER: 147 CAPITAL IMPROVEMENTS PROGRAM Bullard Ave Paving Project Project Title ST0301 Project Number Public Works Program Streets Sub-Program Don French Staff Contact Person $733,000 Estimated Cost COSTS Land & Right-of-Way Design Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: 2004 FISCAL YEARS 2005 2006 2007 2008 50,000 680,000 3,000 733,000 - - - - 295,000 733,000 - - - - 25,000 27,000 29,000 30,000 33,000 438,000 PROJECT DESCRIPTION: Single lift of asphalt concrete pavement, 28 ft wide and distance of 5,280 feet. MAG participating in the amount of $438,000 and our cost would be $292,000 JUSTIFICATION: City lacks infrastructure to its primary employment center. City-installed infrastructure will help ensure that Goodyear is competitive in the market place. RELATION TO ADOPTED PLANS: OTHER: 148 CAPITAL IMPROVEMENTS PROGRAM Bullard Avenue Interchange I-10 Design Project Title ST0307 Project Number Public Works Program Streets Sub-Program Don French Staff Contact Person $500,000 Estimated Cost COSTS Land & Right-of-Way Design Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT 2004 500,000 FISCAL YEARS 2005 2006 2007 1,053,000 452,000 6,000,000 6,100,000 500,000 1,505,000 6,000,000 6,100,000 500,000 1,505,000 6,000,000 6,100,000 500,000 1,505,000 6,000,000 6,100,000 2008 - - FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: PROJECT DESCRIPTION: Develop a design concept report and 30% design of the traffic interchange on I-10 at Bullard Ave. Also include coordination with FHWA and ADOT to ensure compliance with their requirements JUSTIFICATION: Community benefit from the safety and convenience provided and economic opportunities. Will also provide access to the proposed regional mall. RELATION TO ADOPTED PLANS: Conforms to the Transportation Master Plan OTHER: 149 CAPITAL IMPROVEMENTS PROGRAM Bullard Wash Phas II - Design Project Title DR0301 Project Number Public Works Program Streets Sub-Program David Ramirez Staff Contact Person $270,000 Estimated Cost COSTS Land & Right-of-Way Design Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT 2004 FISCAL YEARS 2005 2006 2007 2008 270,000 1,650,000 270,000 1,650,000 270,000 1,650,000 270,000 1,650,000 FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: 184,000 - - - - - - 189,500 195,200 201,000 PROJECT DESCRIPTION: Designing the drainage improvements (300' x 3 miles). Estimated overall cost for ROW, design, construction as of 2/11/02 is $24,580,000. ROW costs estimate of $2,080,000 which 50% of this will be our share. JUSTIFICATION: To accommodate the 100-year storm and to provide recreational amenities for youth and adults. RELATION TO ADOPTED PLANS: OTHER: 150 CAPITAL IMPROVEMENTS PROGRAM CAP Lease GRIC Project Title Project Number Public Works Program Water Sub-Program Grant Anderson Staff Contact Person $0 Estimated Cost COSTS Land & Right-of-Way Design Construction Equipment & Furnishings Other (Procurement) Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT FISCAL YEARS 2005 2006 2007 2004 2008 1,350,230 - - - 1,350,230 - 1,350,230 - - - 1,350,230 FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: PROJECT DESCRIPTION: Lease payment to the Gila Indian Community for CAP water. JUSTIFICATION: To augment water resources for growth sustainability. RELATION TO ADOPTED PLANS: Conforms to the Water Master Plan OTHER: 151 - CAPITAL IMPROVEMENTS PROGRAM CAP M-I (7,211 AF) Project Title Project Number Public Works Program Water Sub-Program Grant Anderson Staff Contact Person $0 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other (Procurement) Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT 2004 FISCAL YEARS 2005 2006 2007 2008 151,431 - - - 151,431 - 151,431 - - - 151,431 - FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: PROJECT DESCRIPTION: City Central Arizona Project (CAP) allocation M&I charges assessed by the CAP Conservation District (CAWCD). JUSTIFICATION: This payment is required to maintain the City's CAP allocation. RELATION TO ADOPTED PLANS: OTHER: 152 CAPITAL IMPROVEMENTS PROGRAM CAP M-I Charges Project Title Project Number Public Works Program Water Sub-Program Grant Anderson Staff Contact Person $108,192 Estimated Cost COSTS Land & Right-of-Way Design Construction Equipment & Furnishings Other (Procurement) Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT 2004 FISCAL YEARS 2005 2006 2007 2008 108,192 108,192 249,144 108,192 108,192 249,144 - - 108,192 108,192 249,144 - - 108,192 108,192 249,144 - - FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: PROJECT DESCRIPTION: City Central Arizona Project (CAP) allocation M&I charges assessed by the CAP Conservation District (CAWCD). JUSTIFICATION: This payment is required to maintain the City's CAP allocation. Non-payment would result in forfeiting this renewable water resource. RELATION TO ADOPTED PLANS: Conforms to the Water Master Plan OTHER: 153 CAPITAL IMPROVEMENTS PROGRAM CAP O-M Annual Charges Project Title Project Number Public Works Program Water Sub-Program Joel L. Wade Staff Contact Person $226,146 Estimated Cost COSTS Land & Right-of-Way Design Construction Equipment & Furnishings Other (Procurement) Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT 2004 FISCAL YEARS 2005 2006 2007 226,146 226,146 685,156 226,146 226,146 685,156 226,146 226,146 685,156 226,146 226,146 685,156 2008 - - - - FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: PROJECT DESCRIPTION: JUSTIFICATION: O&M Charges assessed by the Central Arizona Water Conservation District (CAWCD) for the City’s Central Arizona Project (CAP) Water. This Charge is assessed only when the City takes physically delivery of the City’s CAP allotment (3381 af/yr) which is currently $66 / af RELATION TO ADOPTED PLANS: Conforms to the Water Master Plan OTHER: 154 CAPITAL IMPROVEMENTS PROGRAM CAP Reallocation Project Title Project Number Public Works Program Water Sub-Program Joel L. Wade Staff Contact Person $0 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other (Procurement) Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT 2004 FISCAL YEARS 2005 2006 2007 2008 3,223,317 - - - 3,223,317 - 3,223,317 - - - 3,223,317 FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: PROJECT DESCRIPTION: To purchase available CAP water through a reallocation process. JUSTIFICATION: To augment water resources for growth sustainability. RELATION TO ADOPTED PLANS: Conforms to the Water Master Plan OTHER: 155 - CAPITAL IMPROVEMENTS PROGRAM CDBG - Housing Rehabilitation Project Title MS0301 Project Number Community Development Program Housing Sub-Program Janeen Hollomon Staff Contact Person $200,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other (Implementation) Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: 2004 FISCAL YEARS 2005 2006 2007 2008 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 - 19,000 19,590 20,157 20,765 21,384 - PROJECT DESCRIPTION: CDBG funds are proposed for the rehabilitation of approximately 5 houses in historic Goodyear. Low to moderate income homeowners must qualify for CDBG assistance. JUSTIFICATION: This program improves the housing stock of low to moderate income homeowners in Goodyear and improves the overall quality of the neighborhood. RELATION TO ADOPTED PLANS: Conforms to Housing Plan and goals of the General Plan OTHER: 156 CAPITAL IMPROVEMENTS PROGRAM Chlorine Contact Channel Project Title WW0301 Project Number Public Works Program Wastewater Sub-Program Joel Wade Staff Contact Person $210,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: 2004 FISCAL YEARS 2005 2006 2007 2008 210,000 210,000 - - - - 210,000 - - - - 25,000 25,750 26,522 21,318 28,137 25,000 25,750 26,522 27,318 28,139 210,000 PROJECT DESCRIPTION: Design and construct a disinfection facility. JUSTIFICATION: Federally mandated. Improve regulatory compliance of the City’s GWRF, reducing permit excursions, reducing the fines and other imposed action against the City. RELATION TO ADOPTED PLANS: Conforms to the Wastewater Master Plan OTHER: 157 CAPITAL IMPROVEMENTS PROGRAM City Center Project Title FA0303 Project Number Program Municipal Facilities Sub-Program Staff Contact Person $250,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT FISCAL YEARS 2005 2006 2007 2004 250,000 JUSTIFICATION: 1,000,000 5,000,000 250,000 - 1,000,000 5,000,000 - 250,000 - 1,000,000 5,000,000 - 250,000 - 1,000,000 5,000,000 - 42,436 43,700 FUND: Operating Costs 40,000 Operating Savings Operating Revenue COMMENTS: $4.3 Million in FY 2008 is from sale of IOB PROJECT DESCRIPTION: 2008 41,200 450,000 4,300,000 To plan design and construct a city building that would meet the space requirements needed for City staff to provide services. To maintain the service level required by the community and to conform with the General Plan. RELATION TO ADOPTED PLANS: Conforms to the Facilities Master Plan OTHER: 158 CAPITAL IMPROVEMENTS PROGRAM Citywide Training Facility Project Title CP0302 Project Number Public Safety Program Fire Sub-Program Mark Gaillard Staff Contact Person $300,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: 300,000 FISCAL YEARS 2005 2006 2007 2,000,000 1,300,000 6,000,000 300,000 1,300,000 2,000,000 6,000,000 300,000 1,300,000 2,000,000 6,000,000 300,000 1,300,000 2,000,000 6,000,000 32,000 32,500 33,000 35,000 2004 2008 - - 650,000 PROJECT DESCRIPTION: City Training Facility JUSTIFICATION: Train new and existing employees in job skills. Protect public safety employees by providing space to train on low frequency high-risk skills required of police and firefighters. RELATION TO ADOPTED PLANS: Conforms to General Plan OTHER: 159 CAPITAL IMPROVEMENTS PROGRAM Corgett WRF Regulatory Permit Upgrades Project Title WW0307 Project Number Public Works Program Wastewater Sub-Program Joel Wade Staff Contact Person $800,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: 2004 FISCAL YEARS 2005 2006 2007 100,000 700,000 2008 300,000 2,000,000 800,000 - 300,000 2,000,000 - 800,000 800,000 - 300,000 300,000 2,000,000 2,000,000 - 70,000 72,100 74,260 78,900 201,000 70,000 72,100 74,260 78,700 201,000 PROJECT DESCRIPTION: The Corgett WRP currently has two tertiary filters, and disinfects, using chlorine gas, in a chlorine contact chamber. New reuse standards requiring upgrades to the existing tertiary treatment system are required. JUSTIFICATION: Regulatory mandate requires system modifications and upgrades to the existing tertiary filtration and disinfection systems to meet more stringent permit requirements. RELATION TO ADOPTED PLANS: Conforms to the Wastewater Master Plan OTHER: 160 CAPITAL IMPROVEMENTS PROGRAM Dog Park Project Title PK0303 Project Number Public Works Program Parks Sub-Program Staff Contact Person $200,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: 2004 FISCAL YEARS 2005 2006 2007 2008 200,000 200,000 - - - - 200,000 - - - - 31,000 31,900 32,500 33,800 34,900 200,000 PROJECT DESCRIPTION: To design and build, through donations, a public facility for the convenience of dog owners in the community. JUSTIFICATION: To improve "quality of life" for the community. RELATION TO ADOPTED PLANS: Conforms to the Parks Master Plan OTHER: 161 CAPITAL IMPROVEMENTS PROGRAM Emergency Standby Generator Project Title WA0303 Project Number Public Works Program Water Sub-Program Cato Esquivel Staff Contact Person $60,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other (Procurement) Contingency 2004 TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT 60,000 FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: FISCAL YEARS 2005 2006 2007 2008 60,000 - - - - 60,000 - - - - 4,500 4,635 4,774 4,917 5,064 60,000 PROJECT DESCRIPTION: Procure and install an emergency power generator at Well 6. JUSTIFICATION: Maintain water production for water blending requirements at well site 18. Extended power outage can compromise the blending efficiency affecting the quality of water and production capacity. RELATION TO ADOPTED PLANS: Conforms to the Wastewater Master Plan OTHER: 162 CAPITAL IMPROVEMENTS PROGRAM Estrella Foothills High School Athletic Facility Project Title PK0302 Project Number Public Works Program Parks Sub-Program Cato Esquivel, Jr. Staff Contact Person $170,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other (Study) Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: FISCAL YEARS 2005 2006 2007 2004 150,000 100,000 2,500,000 1,500,000 1,500,000 170,000 2,600,000 1,500,000 1,500,000 170,000 2,600,000 1,500,000 1,500,000 170,000 2,600,000 1,500,000 1,500,000 25,000 21,000 22,300 23,000 2008 20,000 - - 250,000 PROJECT DESCRIPTION: Design and construct lighted football, softball and soccer stadium; 6 tennis courts; basketball and sand volleyball courts, dance room, gymnasium, auditorium, weight room, speed training, amphitheater, library, lighted parking JUSTIFICATION: Partnership with BUHS, YMCA, SunChase and the City of Goodyear. City to offer recreation programs for youth and adults. Benefit through sports and leisure activities, and use of athletic facilities. RELATION TO ADOPTED PLANS: Conforms to the General Plan OTHER: 163 CAPITAL IMPROVEMENTS PROGRAM Estrella Parkway Phase II Project Title ST0302 Project Number Public Works Program Streets Sub-Program Alfonso L. Rodriguez Staff Contact Person $6,641,652 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency 2004 2008 6,641,652 TOTAL 6,641,652 CONSTRUCTION FUNDING Grants Developer 6,641,652 Bonds Cash TOTAL 6,641,652 FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: FISCAL YEARS 2005 2006 2007 - - - - - - - - 525,000 551,250 578,813 607,753 625,900 420,000 420,000 420,000 420,000 420,000 PROJECT DESCRIPTION: Improvements will include relocations of RID canal, installation water and sewer crossing, c/g, s/w, traffic signal at Yuma and Van Buren, street lights, fiber, and landscaping. JUSTIFICATION: Accommodate traffic projections, growth and future development. Benefit from the safety and convenience and the economic opportunities provided to the City. RELATION TO ADOPTED PLANS: Conforms to the Streeets Master Plan OTHER: 164 CAPITAL IMPROVEMENTS PROGRAM GWRF 3MGD Capacity Expansion Project Title WW0306 Project Number Public Works Program Wastewater Sub-Program Staff Contact Person $350,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other (Procurement) Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT FISCAL YEARS 2005 2006 2007 2004 2008 100,000 250,000 350,000 - 500,000 3,000,000 500,000 3,000,000 - 350,000 350,000 - - - FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: PROJECT DESCRIPTION: Expansion of 3MGD of additional wastewater treatment capacity. JUSTIFICATION: To keep up with the increase in wastewater treatment demand due to City growth. RELATION TO ADOPTED PLANS: Conforms to the Wastewater Master Plan OTHER: 165 - CAPITAL IMPROVEMENTS PROGRAM Homeland Security Plan Project Title OP0301 Project Number Public Safety Program Miscellaneous Sub-Program Mark Gaillard Staff Contact Person $200,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other (Implementation) Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT 2004 FISCAL YEARS 2005 2006 2007 2008 200,000 200,000 - - - - - - - - 200,000 200,000 FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: PROJECT DESCRIPTION: A needs analysis to determine the scope of work and requirements for an administrative headquarters for police and fire departments, City Emergency Operations Center, 9-1-1 center and police dispatch center complex. JUSTIFICATION: Adequately and centrally addressed issues related to homeland security. The public expects the provision of City Services to continue in times of emergency. RELATION TO ADOPTED PLANS: OTHER: 166 CAPITAL IMPROVEMENTS PROGRAM Improvement District Project Title Project Number Program Sub-Program Staff Contact Person $40,000,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other (Implementation) Contingency FISCAL YEARS 2005 2006 2004 2007 2008 40,000,000 40,000,000 TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT - - - - - - - - 40,000,000 40,000,000 FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: 3,522,400 3,522,400 3,522,400 3,522,400 3,522,400 3,522,400 3,522,400 3,522,400 3,522,400 3,522,400 PROJECT DESCRIPTION: To provide for the creation of developer requested Improvement Districts JUSTIFICATION: To comply with the State budget laws. If the City has not budgeted the expenditure, the expenditure cannot be made irrespective of the source of funds. RELATION TO ADOPTED PLANS: OTHER: 167 CAPITAL IMPROVEMENTS PROGRAM Litchfield Road Median Landscaping Improvements Project Title ST0303 Project Number Public Works Program Streets Sub-Program Don French Staff Contact Person $150,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: PROJECT DESCRIPTION: JUSTIFICATION: 2004 FISCAL YEARS 2005 2006 2007 2008 150,000 150,000 - - - - 150,000 150,000 - - - - 10,000 10,300 10,600 10,900 11,300 Landscape the median islands in Litchfield Road and Indian School Road, irrigation, streetlights, final lift of asphalt on the east side of Litchfield Road. Residential complaints in this area is that the median islands are not landscaped. The lack of final asphalt lift is allowing the roadway to deteriorate prematurely. RELATION TO ADOPTED PLANS: OTHER: 168 CAPITAL IMPROVEMENTS PROGRAM LPSCo. Capacity Purchase Project Title WW0308 Project Number Public Works Program Wastewater Sub-Program Cato Esquivel, Jr. Staff Contact Person $1,685,257 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other (Acquisition) Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT 2004 FISCAL YEARS 2005 2006 2007 2008 1,685,257 1,685,257 - - - - - - - - 1,685,257 1,685,257 FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: PROJECT DESCRIPTION: Fulfillment of the Wastewater Contract Agreement dated 2/7/01 with LPSCo. And the City. WIFA funds being used. JUSTIFICATION: Fulfillment of the Wastewater Contract Agreement dated 2/7/01 with LPSCo. And the City. WIFA funds being used. RELATION TO ADOPTED PLANS: Conforms to the Wastewater Master Plan OTHER: 169 CAPITAL IMPROVEMENTS PROGRAM Major Street Preservation 2004 Project Title Project Number Public Works Program Streets Sub-Program Don French Staff Contact Person $1,200,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency FISCAL YEARS 2005 2006 2007 2004 2008 1,200,000 1,100,000 1,300,000 1,500,000 TOTAL 1,200,000 CONSTRUCTION FUNDING Grants Developer Bonds 1,200,000 Cash TOTAL 1,200,000 FISCAL IMPACT 1,100,000 1,300,000 1,500,000 - 1,100,000 1,300,000 1,500,000 - 1,100,000 1,300,000 1,500,000 - FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: PROJECT DESCRIPTION: Provide overlays, microseals, fog seals and repairs to major roads. JUSTIFICATION: Streets are falling into disrepair and preservation now will delay more expensive reconstruction for many years. RELATION TO ADOPTED PLANS: Conforms to the Streets Master Plan OTHER: 170 CAPITAL IMPROVEMENTS PROGRAM McDowell Road Phase II Project Title DR0303 Project Number Public Works Program Drainage Sub-Program David Ramirez Staff Contact Person $350,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT FISCAL YEARS 2005 2006 2007 2004 2008 350,000 2,700,000 350,000 2,700,000 350,000 2,700,000 350,000 2,700,000 FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: - - - - - - 5,000 5,150 5,300 PROJECT DESCRIPTION: Bridge drainage at Bullard Wash to accommodate equestrian, pedestrian and other activities associated with the Bullard Wash Trail. Will also include pavement improvements from Bullard Avenue to Estrella Parkway. JUSTIFICATION: McDowell Rd is classified as a major arterial and although it is a two-lane segment, it carries a significant amount of traffic and is essential section of the major street grid. RELATION TO ADOPTED PLANS: OTHER: 171 CAPITAL IMPROVEMENTS PROGRAM Neighborhood Partnership Project Title MS0302 Project Number Community Initiatives Program Miscellaneous Sub-Program Jerene Watson Staff Contact Person $20,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other (Implementation) Contingency 2004 FISCAL YEARS 2005 2006 2007 20,000 40,000 60,000 80,000 TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT 20,000 40,000 60,000 80,000 - 20,000 20,000 40,000 40,000 60,000 60,000 80,000 80,000 - 2008 FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: PROJECT DESCRIPTION: Neighborhood Enhancements - funds set aside for Historic Goodyear Neighborhood Association (HGNA) in their ongoing effort to preserve the integrity of their neighborhood and develop a historic image. JUSTIFICATION: Develop a historical district image RELATION TO ADOPTED PLANS: OTHER: 172 CAPITAL IMPROVEMENTS PROGRAM New Well - Well Head Treatment Ancillary Equipment Project Title WA0301 Project Number Public Works Program Water Sub-Program Joel Wade Staff Contact Person $808,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT FISCAL YEARS 2005 2006 2007 2004 2008 808,000 2,444,062 4,320,580 2,704,519 808,000 2,444,062 4,320,580 2,704,519 - 808,000 2,444,062 4,320,580 2,704,519 - 808,000 2,444,062 4,320,580 2,704,519 - FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: PROJECT DESCRIPTION: Construct a new well, well head treatment, 2 MG storage tank, booster station, and install 4.5 miles of 12-inch waterline. Improvements will also include booster pumps, controls, and other ancillary equipment. JUSTIFICATION: To meet immediate and future water demands by contributing at least 1000 gallons per minute into City’s Water Distribution System. RELATION TO ADOPTED PLANS: Conforms to the Water Master Plan OTHER: 173 CAPITAL IMPROVEMENTS PROGRAM Prototype Fire Station C Project Title CP0101 Project Number Public Safety Program Fire Sub-Program Mark Gaillard Staff Contact Person $0 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT FISCAL YEARS 2005 2006 2007 2004 2008 3,466,944 - - - 3,466,944 - 3,466,944 - - - 3,466,944 FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: - 1,170,000 PROJECT DESCRIPTION: Fire Facility with EMR response staffing. JUSTIFICATION: Maintain level of service. RELATION TO ADOPTED PLANS: Conforms to the General Plan OTHER: 174 CAPITAL IMPROVEMENTS PROGRAM Prototype Fire Station E Project Title CP0301 Project Number Public Safety Program Fire Sub-Program Mark Gaillard Staff Contact Person $660,200 Estimated Cost FISCAL YEARS 2005 2006 2007 COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency 2004 500,000 160,200 TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT 660,200 2,380,000 660,200 2,380,000 660,200 2,380,000 2008 2,380,000 FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: - - - - 1,100,000 - 1,133,000 PROJECT DESCRIPTION: Fire Facility with EMR response staffing. JUSTIFICATION: Maintain level of service. RELATION TO ADOPTED PLANS: Conforms to the General Plan OTHER: 175 - - 1,170,000 CAPITAL IMPROVEMENTS PROGRAM Public Works Corporate Facility Master Plan Project Title FA0301 Project Number Public Works Program Municipal Facilities Sub-Program Cato Esquivel Staff Contact Person COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other (Study) Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT $100,000 Estimated Cost FISCAL YEARS 2005 2006 2007 900,000 600,000 4,000,000 4,000,000 2004 2008 100,000 100,000 900,000 4,600,000 4,000,000 - 100,000 900,000 4,600,000 4,000,000 - 100,000 900,000 4,600,000 4,000,000 - 410,000 FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: 422,300 PROJECT DESCRIPTION: Public Works Facilities Masterplan and determine office space allocations. Division work flow relationships within the proposed Public Works Corporate Facility. The Corporate Facility will be on approximately 45 acres. JUSTIFICATION: Office space is a major issue for the department. Yard area space is also limited. No room to park any additional city vehicles and equipment. Current parking will be limited due to property owner selling property. RELATION TO ADOPTED PLANS: OTHER: 176 CAPITAL IMPROVEMENTS PROGRAM Purchase Excess CAP Water Project Title Project Number Public Works Program Water Sub-Program Joel L. Wade Staff Contact Person $692,500 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other (Procurement) Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT 2004 FISCAL YEARS 2005 2006 2007 2008 692,500 700,000 700,000 692,500 700,000 700,000 - - 692,500 700,000 700,000 - - 692,500 700,000 700,000 - - FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: PROJECT DESCRIPTION: JUSTIFICATION: Purchase Central Arizona Project (CAP) Incentive Water for the Maricopa Water District (MWD) and Agua Fria Recharge Projects. Allows the City to offset Central Arizona Groundwater Replenishment District charges for over drafting groundwater. RELATION TO ADOPTED PLANS: Conforms to the Water Master Plan OTHER: 177 CAPITAL IMPROVEMENTS PROGRAM Rainbow Valley WRF Phase I Project Title WW0304 Project Number Public Works Program Wastewater Sub-Program Joel L. Wade Staff Contact Person $4,000,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency FISCAL YEARS 2005 2006 2004 2007 2008 4,000,000 3,000,000 3,000,000 4,000,000 TOTAL 4,000,000 CONSTRUCTION FUNDING Grants Developer 4,000,000 Bonds Cash TOTAL 4,000,000 FISCAL IMPACT 3,000,000 3,000,000 4,000,000 - 3,000,000 3,000,000 4,000,000 - 3,000,000 3,000,000 4,000,000 - FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: 401,000 720,000 750,000 750,000 1,150,000 401,000 720,000 750,000 750,000 1,150,000 PROJECT DESCRIPTION: Facility is proposed to treat an initial capacity of 0.75-MGD of wastewater collected within the Lum Basin drainage area. Ultimate capacity is 9.2-MGD in 2020. Project is under designbid-build contract. Statement of Qualifications for DBB is JUSTIFICATION: Accommodate increased growth driven by Estrella Mountain Ranch. RELATION TO ADOPTED PLANS: Conforms to the Wastewater Master Plan OTHER: 178 CAPITAL IMPROVEMENTS PROGRAM ST0309 Project Number Regional Park and Ride Project Title Public Works Program Transit Facilities Sub-Program Cato Esquivel Staff Contact Person $50,000 Estimated Cost FISCAL YEARS 2005 2006 2007 1,762,097 415,751 2,543,331 COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other (Study) Contingency 2004 TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT 50,000 2008 50,000 50,000 50,000 415,751 1,762,097 2,543,331 - 415,751 1,762,097 2,543,331 - 415,751 1,762,097 2,543,331 - FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: PROJECT DESCRIPTION: Express bus service and carpool use. City provide matching capital cost and work with MAG in the programming process. The City also responsible for operations and maintenance of facility, including all associated costs. JUSTIFICATION: City lacks transportation to its primary employment center. City-supported transit will help ensure that Goodyear is competitive in the market place. RELATION TO ADOPTED PLANS: Conforms to the General Plan OTHER: 179 CAPITAL IMPROVEMENTS PROGRAM SCADA - Supervisory Control - Data Acquisition Project Title WA0305 Project Number Public Works Program Water Sub-Program Cato Esquivel Staff Contact Person $150,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: PROJECT DESCRIPTION: JUSTIFICATION: 2004 FISCAL YEARS 2005 2006 2007 2008 20,000 50,000 80,000 150,000 - - - - - - - - 1,500 1,545 1,600 1,640 1,700 1,500 1,545 1,600 1,640 1,700 150,000 150,000 Procure and install SCADA software and serves to support City Wide SCADA system, Price includes Tie in of Well 12 site. Enable remote communications (telemetry) to monitor equipment operations from a computer terminal. Make system operation changes, detect emergencies, improve security and emergency response time. RELATION TO ADOPTED PLANS: Conforms to the Water Master Plan OTHER: 180 CAPITAL IMPROVEMENTS PROGRAM Super 8 Motel Parking Lot Pavement Improvements Project Title ST0308 Project Number Public Works Program Streets Sub-Program Don French Staff Contact Person $25,000 Estimated Cost FISCAL YEARS 2005 2006 2007 COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency 2004 2008 TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT 25,000 - - - - 25,000 25,000 - - - - 25,000 FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: PROJECT DESCRIPTION: JUSTIFICATION: City’s share of the paving of undeveloped lot between Super 8 and Ramada Inn on Dysart Road south of I-10. The project will be initiated by the property owner. Improvements of the unpaved lot will reduce air pollution caused by dust, and encourage truck traffic to park away from residential area, reducing noise complaints. RELATION TO ADOPTED PLANS: OTHER: 181 CAPITAL IMPROVEMENTS PROGRAM System Wide Storage Tank Cathodic Protection Project Title WA0302 Project Number Public Works Program Water Sub-Program Cato Esquivel Staff Contact Person $220,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other (Procurement) Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT 2004 FISCAL YEARS 2005 2006 2007 2008 220,000 300,000 220,000 300,000 - - - 220,000 300,000 - - - 220,000 300,000 - - - FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: PROJECT DESCRIPTION: Install Cathodic Protection System to five storage tanks. JUSTIFICATION: Stop corrosion to tank and prevent coating failure. Existing tanks are approx. 15 years old. RELATION TO ADOPTED PLANS: OTHER: 182 CAPITAL IMPROVEMENTS PROGRAM Telecommunication Technology Project Title TC0301 Project Number Program Sub-Program Alfonso L. Rodriguez Staff Contact Person $60,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other (Study) Contingency 2004 TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT FISCAL YEARS 2005 2006 2007 2008 290,000 500,000 390,000 1,600,000 2,000,000 60,000 790,000 1,990,000 2,000,000 - 60,000 790,000 1,990,000 2,000,000 - 60,000 790,000 1,990,000 2,000,000 - 60,000 FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: PROJECT DESCRIPTION: Telecommunications infrastructure City Wide. JUSTIFICATION: To develop telecommunication backbone infrastructure, currently needed to foster growth. This infrastructure will be used by industry, commerce and private citizens. RELATION TO ADOPTED PLANS: OTHER: 183 CAPITAL IMPROVEMENTS PROGRAM Tonopah Irrigation District Project Title Project Number Public Works Program Water Sub-Program Joel L. Wade Staff Contact Person $330,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other (Procurement) Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT 2004 FISCAL YEARS 2005 2006 2007 2008 330,000 330,000 330,000 330,000 330,000 330,000 - - 330,000 330,000 330,000 - - 330,000 330,000 330,000 - - FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: PROJECT DESCRIPTION: Purchase Central Arizona Project (CAP) Incentive water and recharged at the Tonopah irrigation project JUSTIFICATION: City purchase of CAP incentive water at reduced rates and receives Long Term Storage (LTS) credits which can be used to offset groundwater overdraft charges assessed by the Central Arizona Groundwater Replenishment District. RELATION TO ADOPTED PLANS: Conforms to the Water Master Plan OTHER: 184 CAPITAL IMPROVEMENTS PROGRAM Traffic Management System Fiber Project Project Title ST0305 Project Number Public Works Program Streets Sub-Program Chuck Hydeman Staff Contact Person $150,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: PROJECT DESCRIPTION: JUSTIFICATION: FISCAL YEARS 2005 2006 2007 2004 150,000 600,000 150,000 600,000 - - - 600,000 150,000 150,000 600,000 - - - 17,000 17,500 18,000 18,500 19,100 Install conduit and fiber optic cable for a computerized traffic management backbone on Litchfield Road from Indian School Road to MC 85. Provide coordination, real time monitoring and adjustment capability for traffic signal system, resulting in minimized traffic delays and cleaner air. RELATION TO ADOPTED PLANS: Conforms to the Streets Master Plan OTHER: 2008 185 CAPITAL IMPROVEMENTS PROGRAM Traffic Operations Center Project Title ST0306 Project Number Public Works Program Streets Sub-Program Chuck Hydeman Staff Contact Person $75,000 Estimated Cost FISCAL YEARS 2005 2006 2007 COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency 2004 TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT 75,000 805,000 - - - 75,000 805,000 - - - 75,000 805,000 - - - 17,000 17,500 18,000 18,600 19,100 FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: 2008 75,000 800,000 5,000 PROJECT DESCRIPTION: Provide space and install equipment for the computerized traffic management system in conjunction with the Traffic Management System conduit and fiber project on Litchfield Road. JUSTIFICATION: Essential component of the computerized traffic management system. A CMAQ grant is in-place in the amount of $640,000 with a $160,000 city match required. RELATION TO ADOPTED PLANS: OTHER: 186 CAPITAL IMPROVEMENTS PROGRAM Transient Voltage Surge Suppression Project Title FA0302 Project Number Public Works Program Administration Sub-Program Cato Esquivel Staff Contact Person $224,720 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other (Procurement) Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT 2004 FISCAL YEARS 2005 2006 2007 2008 224,720 224,720 - - - - - - - - 224,720 224,720 FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: PROJECT DESCRIPTION: Procure and install up to 71 Transient Voltage Surge Suppression (TVSS), to provide surge protection vital to the proper operation of City’s water and wastewater components. JUSTIFICATION: Installation of the TVSS units will protect vital electrical components from electrical surge, while reducing energy consumption by 20% annually. RELATION TO ADOPTED PLANS: OTHER: 187 CAPITAL IMPROVEMENTS PROGRAM Van Buren Avenue Design - Paving Phase I Project Title DR0304 Project Number Engineering Program Drainage Sub-Program David Ramirez Staff Contact Person $75,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency 2004 TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT FISCAL YEARS 2005 2006 2007 2008 75,000 90,000 2,525,000 75,000 90,000 2,525,000 - - 75,000 90,000 2,525,000 - - 75,000 90,000 2,525,000 - - FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: PROJECT DESCRIPTION: Update the existing design to our Engineering Standards (add bike lanes); Redesign box culvert to a flat bridge which will have one center pier with abutments to accommodate equestrian, pedestrian, and other activities. JUSTIFICATION: Road is a major arterial and although it is a two-lane segment, it carries a significant amount of traffic and is essential section of the major street grid. RELATION TO ADOPTED PLANS: OTHER: 188 CAPITAL IMPROVEMENTS PROGRAM Van Buren from Bullard to Litchfield Road Project Title DR0305 Project Number Public Works Program Drainage Sub-Program Staff Contact Person $1,950,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency 2004 300,000 150,000 1,500,000 TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT 1,950,000 FISCAL YEARS 2005 2006 2007 2008 - - - - - - - - 1,650,000 300,000 1,950,000 FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: PROJECT DESCRIPTION: Drainage improvements. JUSTIFICATION: Flooding has been a primary concern on this road segment. This drainage improvement will prevent flooding and increase safety. RELATION TO ADOPTED PLANS: OTHER: 189 CAPITAL IMPROVEMENTS PROGRAM Wet Water Partnerships Project Title WA0304 Project Number Public Works Program Water Sub-Program Staff Contact Person $500,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other (Procurement) Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT 2004 FISCAL YEARS 2005 2006 2007 2008 500,000 500,000 - - - - - - - - 500,000 500,000 FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: PROJECT DESCRIPTION: To fund partnerships agreements with neighboring municipal water providers. JUSTIFICATION: The City needs to be in a position to enter into partnerships agreements and to have access to affordable water resources. RELATION TO ADOPTED PLANS: Conforms to the Water Master Plan OTHER: 190 CAPITAL IMPROVEMENTS PROGRAM WIFA Loan - GWWTP - Solids Handling Project Title WW0305 Project Number Public Works Program Joel Wade Sub-Program Joel L. Wade Staff Contact Person $100,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: 2004 FISCAL YEARS 2005 2006 2007 2008 100,000 800,000 100,000 800,000 - - - 100,000 800,000 - - - 100,000 800,000 - - - 75,000 75,000 75,000 75,000 75,000 PROJECT DESCRIPTION: Complete the design and construction of the bio-solids handling facility for the City of Goodyear Wastewater plant. JUSTIFICATION: To accommodate growth projections and future retail, commercial, and industrial development. RELATION TO ADOPTED PLANS: Conforms to the Wastewater Master Plan OTHER: 191 CAPITAL IMPROVEMENTS PROGRAM Yuma Road Pavement/Drainage Structure Improvements Project Title DR0302 Project Number Public Works Program Drainage Sub-Program Don French Staff Contact Person $75,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency 2004 FISCAL YEARS 2005 2006 2007 75,000 150,000 TOTAL CONSTRUCTION FUNDING Grants Developer Bonds Cash TOTAL FISCAL IMPACT 75,000 150,000 - - - 75,000 150,000 - - - 75,000 150,000 - - - 2008 FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: PROJECT DESCRIPTION: JUSTIFICATION: To complete a DCR, construction drawings, environmental impact analysis and bid documents and specifications to construct 1 mile four lane roadway with median island. Yuma Road is classified as a major arterial and although it is a two-lane segment, it carries a significant amount of traffic and is an essential section of the major street grid. RELATION TO ADOPTED PLANS: OTHER: 192 193 75,000 No.: 421-591.06-16 No.: 421-591.06-13 Purchase. Project No.: 421591.68-24 CAP M-I Charges CAP O-M Annual Charge CAP Excess Water Data Communication Infrastructure City of Goodyear STREETS TOTALS Road Improvements Litchfield Rd. median Litchfield Rd. from Indian landscaping improvements School To Wigwam Blvd (CMAQ money) Major Street Preservation/ City Mill and Overlay Litchfield Micro Wide seal Pebble Creek Fiber Optic:on Litchfield Rd. Traffic Management System Indian School- MC85 Space and equipment (CMAQ Traffic Operation Center money) No No 150,000 75,000 692,500 226,146 108,192 60,000 No Yes Yes No No 8,974,652 Yes 150,000 No 1,200,000 6,641,652 No No 25,000 733,000 7,750,000 Super 8 Motel on Dysart Rd. South of I-10 Paving Two Lanes (CMAQ 438,000, C/R 295,000) No 4,200,000 PARKS, RECREATION AND OPEN SPACE TOTALS Super 8 Motel Parking Lot Improvement. On Bullard Ave. from Van Buren to Yuma. Estrella Pkwy. From McDowell Rd. to Yuma Rd. No No 200,000 170,000 No Yes 200,000 2,980,000 Dog Park 100 Acres park at Estrella and Yuma Thomas and Litchfield Rd. Estrella Foothills HS Athletic Facilities Convert/building the ADOT basins to recreation facilities 27 Acres Municipal Park (APS money) Estrella Foothills HS, S Estrella PKWY (APS money) 960,200 FIRE TOTALS Existing ADOT basins 300,000 City Wide Training Facility No No Yes 500,000 No 160,200 2,720,000 1,950,000 No 350,000 Road Improvements and Bridge Four lanes, Bridge and bike lane Four Lane Street (C/R money) Yes Yes Yes Yes 75,000 500,000 270,000 Bullard Wash Improvements Pavement/drainage structure improvements---( C/R money) Access Ramps to Freeway I-10 Wildflower Drive and Yuma Prototype Fire Station (E) EMR Fire Station (Carryover Project) DRAINAGE TOTALS Along Bullard Wash. from Lower Buckeye to McDowell Rd. On Yuma Rd. from Bullard to Estrella PKWY On McDowell Rd. Pebble Creek Rd. to Bullard On Van Buren Ave from Bullard to Estrella On Van Buren from Bullard to Litchfield Freeway I-10 and Bullard Avenue PROJECT TITLE/LOCATION PROJECT DESCRIPTION Carryover/ Legal/ Budget FY03-04 Contract 7,541,652 1,200,000 6,341,652 5,600,000 4,200,000 200,000 1,200,000 500,000 500,000 1,550,000 1,200,000 350,000 Bonds & Loans Grants 618,000 60,000 120,000 438,000 950,000 170,000 780,000 Outside Contrib. Water Funds 692,500 226,146 108,192 Sewer Funds CIP Operating Funds CIP FUNDING MATRIX 295,000 295,000 825,000 750,000 75,000 175,000 150,000 25,000 General Fund 345,000 15,000 30,000 300,000 75,000 75,000 500,000 Transp. 1,200,000 1,000,000 200,000 270,000 270,000 60,000 General Gvt Development Fees Open Space, Parks, CF Public Works 460,200 300,000 160,200 Fire Police 194 Water Procurement. Proj. No. 421-591.68-28 Construction:Well head treatment and ancillary Equip. Refer to Water/Wastewater/Reuse CIP, Feb 2000 No 920,000 Housing Rehabilitation Neighborhood enhancement. To fund HGNA efforts Needs Assessment, Admin. HQ, Emergency Response, City assets security CDBG City Wide City wide Neighborhood Partnership 40,000,000 74,369,667 ALL DIVISIONS/DEPARTMENTS TOTALS 420,000 No No 200,000 No 20,000 No 200,000 50,000 Unspecific Improvement District MISCELLANEOUS TOTALS Home Land Security Plan/ Public Safety Park and Ride (CMAQ money) 574,720 MUNICIPAL FACILITIES TOTALS Two Locations 250,000 No No 224,720 City Center Yes No No No 9,265,257 800,000 350,000 100,000 No No 1,200,000 4,000,000 Yes 210,000 100,000 Design and construction of BioSolids Handling Fac. (WIFA) Structural Refurbishment GWRF (WIFA) Yes 1,685,257 3,094,838 No No 500,000 No 60,000 No No No 220,000 150,000 808,000 330,000 City of Goodyear Public Works Corporate Yard Transient Voltage Suppression. W/WW Facilities To procure 71 TVSS to protect and IOB City's electrical components WASTEWATER TOTALS Corgett WRF Refurbishment GWRF WIFA Loan GWRF Solids Handling Refer to Water/Wastewater/Reuse CIP, Purchase LPSCO GWRF Feb 2000 (WIFA) Capacity Chlorine Contact Channel (WIFA) GWRF Lower Buckeye Parkway to Bullard 39" Interceptor Sewer Estrella Parkway 27" Wastewater Main- Bullard Van Buren St. south in Bullard Wash Wash WRF with initial cap. Of 0.75 Rainbow Valley WRF Phase 1 MGD WATER TOTALS Wet Water Partnerships Cathodic Protection Storage To prevent further corrosion and Tanks City Wide coating failure on storage tanks. Emergency Standby generatorWell 6 Procure install generator SCADA System (Supervisory Control & Data Acquisitions) Well and Water Storage Tonopah Irrigation District PROJECT TITLE/LOCATION PROJECT DESCRIPTION Carryover/ Legal/ Budget FY03-04 Contract 17,971,652 2,780,000 350,000 100,000 920,000 1,200,000 210,000 Bonds & Loans 200,000 200,000 200,000 Grants 5,808,000 200,000 200,000 40,000 4,000,000 4,000,000 Outside Contrib. 500,000 60,000 220,000 150,000 808,000 330,000 3,094,838 2,485,257 2,485,257 800,000 1,685,257 Sewer Funds CIP Operating Funds 3,094,838 Water Funds CIP FUNDING MATRIX 41,120,000 40,000,000 205,000 20,000 20,000 10,000 General Fund 920,000 Transp. 1,470,000 310,000 250,000 250,000 General Gvt Development Fees Open Space, Parks, CF 324,720 324,720 224,720 100,000 Public Works 460,200 Fire Police Budget Schedules -Sources and Uses -Budget Overview -Total Revenues by Type Chart -Total Expenditures by Program Budget Chart -Total Expenditures by Element Chart -Revenue Summary -Expenditure Summary -Financial Program Summary -Debt Capacity Analysis -Summary of Bond Indebtedness -Debt Service Summary -Future Debt Service Summary -Property Tax Levy and Rate Summary -Combined Property Tax Levy and Rate Chart -Property Tax Levy Chart -Property Tax Rate Chart -Full-Time Authorized Positions -Employee Salary Scales -Authorized Positions per 1,000 Capita -New and Replacement Equipment Summary -Adopted 20-year CIP Plan -CIP Committee Recommendations for New Bonding Authority -Financial Indicators Debt Service $ $ Operating Transfers $ $ $ $ $ $ $ 2,049,800 2,049,800 - 617,280 617,280 617,280 $ $ $ $ $ 195 IDA $ - $ $ $ $ 2,049,800 $ - $ 2,996,357 Unrestricted Funds 1,181,480 1,408,781 2,590,261 $ - $ - $ $ 3,595,086 3,595,086 $ - $ $ 2,996,357 2,996,357 $ $ $ $ $ - $ $ Restricted Reserve Funds 3,595,086 Restricted - Funded Depreciation Balances $ $ - $ Ending Fund Balance $ 4,028,700 $ - $ $ $ 58,319,652 Net from Capital 2,194,716 $ $ 286,810 286,810 Capital Transfers (286,810) $ 10,001,194 3,484,920 $ $ $ $ 58,319,652 543,780 Total: Capital Expenditures $ $ Capital Transfers 1,800 $ 205,000 $ $ $ $ $ 3,515,720 285,010 2,049,800 CIP $ New & Replacement Equipment 905,020 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ One Time Funded Projects (2510) 1,795,502 3,579,952 7,025,057 3,594,749 3,430,308 Fees - Development Developer Reimbursement Water & Sewer $ $ Funded Depreciation Debt Service Contingency Capital Expenditures $ 61,914,738 - - (55,000) 55,000 Total: Capital Source $ $ $ $ $ Funds $ (1,000,000) 9,600,000 41,296,000 200,000 11,818,738 - - CIP Fund Development Fee Funds $ - - - $ $ $ Fund Transfer Capital Funds $ $ $ 809,813 2,322,538 137,200 1,516,482 668,856 1,512,725 Debt SOURCES AND USES Service $ 12,482,720 2,250,000 10,232,720 395,545 (809,813) $ (617,280) 55,000 1,784,863 27,732,061 321,785 1,091,350 4,821,823 2,756,219 18,740,884 $ User Fund Highway Bond and Loan Funds Funds WIFA Funds - Authorized To-Date $ $ Outside Funding Sources $ Beginning Fund Balance Capital Revenues Net From Operations $ $ IDA Funds Operating Transfers Operating Transfers $ $ $ Developer Reimbursement Operating Transfers $ Professional & Contract Services $ $ Materials & Supplies Total Operating Expenditures $ Personnel Services Operating Expenditures: 27,714,836 Operating Revenues $ Fund SOURCES and USES General SOURCES AND USES $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,894,660 3,407,227 74,970 5,376,857 4,353,116 $ $ $ $ $ (100,000) $ 4,417,149 3,094,838 512,000 301,800 224,000 37,411 247,100 8,870,265 4,276,667 3,121,406 1,472,192 1,023,741 (67,522) $ (582,016) $ 2,279,177 215,573 - 560,927 740,002 762,675 3,952,456 Fund Water $ $ $ $ $ $ 34,769 1,341,290 74,970 1,451,029 1,442,742 100,000 10,434,977 9,265,257 450,000 164,200 96,620 458,900 11,777,719 1,000,000 1,200,000 8,122,884 4,200,000 1,000,000 $ $ $ $ $ $ $ $ $ (3,745,165) $ 8,287 67,522 (774,071) $ 3,375,576 745,584 553,705 1,245,149 831,138 4,090,412 Fund Sewer $ $ $ $ $ $ $ 951,107 3,506 34,487 989,100 723,083 22,840 3,600 19,240 745,923 745,923 266,017 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ (428,776) $ 1,654,807 1,158,800 124,370 371,637 2,349,600 Fund Sanitation 5,876,893 9,528,589 1,593,208 16,998,690 15,305,100 - 89,561,122 74,369,667 962,000 4,530,900 1,129,020 2,233,783 2,755,800 3,579,952 104,866,222 3,594,749 - 10,800,000 12,399,551 45,496,000 8,621,206 23,954,716 1,693,590 - 37,981,439 1,900,222 1,091,350 7,232,455 6,382,222 21,375,190 39,675,029 Total BUDGET SCHEDULES BUDGET OVERVIEW Sources of Funds Fund Balance Revenues Revenues Local Taxes State Shared Revenues Building & Zoning Fees Water, Sewer, & Sanitation User Fees Fund Balances Bond/Loan Proceeds All Other Revenue Uses of Funds Programs Public Works Administration Planning & Development Services Public Safety Contingency Capital Improvement Projects Debt Service Fund Elements Personnel Services Materials & Supplies Professional & Contractual Services Developer Reimbursement Contingency Debt Service One Time Funding - Projects New & Replacement Equipment Capital Improvement Projects Funded Depreciation Reserves 196 Budget FY 03-04 Percent Of Total 23,954,716 120,586,535 16.57% 83.43% 144,541,251 100.00% 15,906,413 5,079,807 5,429,842 10,392,468 23,954,716 23,199,551 60,578,454 11.00% 3.51% 3.76% 7.19% 16.57% 16.05% 41.91% 144,541,251 100.00% 16,232,032 8,391,731 5,783,095 16,519,005 3,579,952 74,369,667 2,667,080 12.73% 6.58% 4.53% 12.95% 2.81% 58.31% 2.09% 127,542,561 100.00% 21,375,190 6,382,222 7,232,455 2,053,350 3,579,952 4,656,022 1,129,020 4,530,900 74,369,667 2,233,783 16.76% 5.00% 5.67% 1.61% 2.81% 3.65% 0.89% 3.55% 58.31% 1.75% 127,542,561 100.00% SOURCES AND USES Budget FY 01-02 Budget FY 02-03 Budget FY 03-04 Total Operating Revenues 31,598,120 33,935,875 39,675,029 16.91% Operating Expenditures: Personnel Services Materials & Supplies Professional & Contract Services Devel. Reimb. Sales Tax Debt Service 16,061,551 5,043,039 6,943,487 950,000 1,725,943 18,390,873 5,421,515 6,397,034 1,020,000 1,920,042 21,375,190 6,382,222 7,232,455 1,091,350 1,900,222 16.23% 17.72% 13.06% 7.00% -1.03% 30,724,020 33,149,464 37,981,439 14.58% 874,100 786,411 1,693,590 115.36% 24,398,655 76,348,139 100,746,794 28,796,109 74,375,764 103,171,873 23,954,716 80,911,506 104,866,222 -16.81% 8.79% 1.64% 5,290,337 1,008,444 762,000 1,688,944 3,579,952 2,755,800 962,000 2,233,783 1,129,020 4,530,900 74,369,667 -18.27% 15.55% 26.25% 15.00% 4,269,009 86,908,997 4,380,433 2,384,864 762,000 1,942,422 1,667,178 3,090,378 86,968,839 -14.49% 99,927,731 101,196,114 89,561,122 -11.50% 819,063 1,975,759 15,305,100 674.64% 1,693,163 2,762,170 16,998,690 515.41% Total Operating Expenditures Net from Operations Beginning Fund Balance Capital Revenues Total Capital Sources Capital Expenditures: Contingency Debt Service Devel. Reimb. Water & Sewer Funded Depreciation One Time Funding Request New & Replacement Equipment Capital Improvement Projects Total Capital Expenditures Net from Capital Ending Fund Balance 197 Percent Change 198 All Other Revenue 41% Bond/Loan Proceeds 16% Local Taxes 11% Fund Balances 17% Water, Sewer, & Sanitation User Fees 7% Building & Zoning Fees 4% State Shared Revenues 4% Total City Revenues $144,541,251 REVENUES BY SOURCE 199 Capital Improvement Projects 57% Debt Service Fund 2% Contingency 3% Public Safety 13% Planning & Development Services 5% Administration 7% Public Works 13% Total City Expenditures By Program $127,542,561 EXPENDITURES BY PROGRAM 200 Capital Improvement Projects 57% Debt Service 4% Contingency 3% Developer Reimbursement 2% Professional & Contractual Services 6% Materials & Supplies 5% Personnel Services 16% New & Replacement Equipment One Time Funding 4% Projects 1% Funded Depreciation Reserves 2% Total City Expenditures By Elements $127,542,561 EXPENDITURES BY ELEMENT REVENUE SUMMARIES Estimated FY 01-02 Budget FY 02-03 Estimated FY 02-03 Operating Revenues: General Fund Highway User Fund Water Sewer Sanitation Drug Alliance Program 22,719,260 1,315,340 3,028,216 2,613,395 1,634,969 23,873,950 1,350,568 3,682,448 3,099,646 1,929,263 26,083,840 1,536,808 3,436,918 2,874,271 2,043,130 27,769,836 1,512,725 3,952,456 4,090,412 2,349,600 16.32% 12.01% 7.33% 31.96% 21.79% Total Operating Revenues 31,311,180 33,935,875 35,974,967 39,675,029 16.91% Capital Revenues: General Fund Debt Service Fund CIP Fund Water CIP Sewer CIP Development Fee Funds 2,967,500 1,008,444 8,624,000 7,156,011 8,670,004 1,703,900 2,890,000 1,678,864 58,386,000 2,845,000 6,994,000 1,581,900 2,890,000 1,678,864 16,376,829 3,121,406 1,000,286 2,991,000 2,250,000 2,049,800 50,096,000 7,398,073 15,522,884 3,594,749 -22.15% 22.09% -14.20% 160.04% 121.95% 127.24% Total Capital Revenues 30,129,859 74,375,764 28,058,385 80,911,506 8.79% 61,441,039 108,311,639 64,033,352 120,586,535 11.33% Operating Revenues Total City Revenues 201 Budget Percent FY 03-04 Change REVENUE SUMMARIES Operating Revenues Unaudited FY 01-02 Budget FY 02-03 Estimated FY 02-03 Budget FY 03-04 City Sales Taxes All Other Local Taxes State Shared Revenues Building & Zoning Fees Utility Fees All Other Revenue 9,656,137 2,748,711 5,180,537 4,299,775 7,309,840 2,561,865 10,385,434 3,426,801 5,290,000 4,100,000 8,711,357 2,022,283 11,321,246 3,434,665 5,400,568 5,429,842 8,354,319 2,034,327 12,694,093 3,992,299 5,079,807 5,429,842 10,392,468 2,086,520 32.00% 10.06% 12.80% 13.69% 26.19% 5.26% 31,756,865 33,935,875 35,974,967 39,675,029 100.00% Total Operating Revenues Percent Of Total Percent Of Total Operating Revenues 50.00% 40.00% 32.00% 26.19% 30.00% 20.00% 10.06% 12.80% 13.69% 10.00% 5.26% 0.00% City Sales Taxes All Other Local Taxes State Shared Building & Revenues Zoning Fees 202 Utility Fees All Other Revenue REVENUE SUMMARIES Operating Revenues Unaudited FY 01-02 Budget FY 02-03 Estimated FY 02-03 City Sales Taxes-Retail City Sales Taxes-Const. City Sales Taxes-Other City Sales Tx-Water Sales City Sales Tax-Refunds Delinquent Sales Tax City Sales Taxes Primary Property Tax Franchise Tax-Electric Franchise Tax-Gas Franchise Tax-Cable TV Franchise Tax-Citizens Delinquent Franchise-Electric Local Taxes 4,050,536 2,037,690 3,536,187 47,374 (26,527) 10,877 9,656,137 2,157,311 325,795 99,923 78,504 4,568 81,807 12,404,045 5,079,968 1,363,000 3,942,467 - 5,064,142 1,916,794 4,278,836 61,474 5,795,043 2,250,000 4,578,355 70,695 14.1% 65.1% 16.1% 11,000 10,396,435 2,597,865 580,800 113,000 114,000 10,136 13,812,236 11,321,246 2,597,865 594,195 115,606 116,629 10,370 14,755,911 12,694,093 3,029,977 683,324 132,947 134,124 11,925 16,686,390 22.1% 16.6% 17.7% 17.7% 17.7% 17.6% State Income Tax State Shared Sales Tax Auto In-Lieu Tax State Gasoline Tax Lottery Revenue State Shared Revenues 1,972,442 1,460,407 571,565 1,068,777 107,346 5,180,537 2,040,589 1,473,458 425,385 1,225,977 124,591 5,290,000 2,097,862 1,514,814 437,324 1,225,977 124,591 5,400,568 1,706,817 1,496,120 425,385 1,309,752 141,733 5,079,807 -16.4% 1.5% 0.0% 6.8% 13.8% -4.0% Building & Zoning Fees 4,299,775 4,100,000 5,429,842 5,429,842 32.4% Water Fees 2,856,305 3,682,448 3,436,918 3,952,456 7.3% Sewer Fees 2,751,387 3,099,646 2,874,271 4,090,412 32.0% Sanitation Fees 1,702,148 1,929,262 2,043,130 2,349,600 21.8% Court Fees Interest Earnings Police Grants Police & Fire O&M WestCaps Fiscal Agent Miscellaneous 288,302 76,048 129,968 1,260,100 807,447 368,000 150,000 50,000 920,828 533,455 296,000 50,000 50,000 920,826 95,410 622,091 423,768 50,000 423,803 620,826 568,123 15.2% -66.7% 747.6% -32.6% All Other Revenue 2,561,865 2,022,283 2,034,327 2,086,520 3.2% 31,756,062 33,935,875 35,974,967 39,675,029 16.9% Total Operating Revenues 203 Projected % FY 03-04 Change 20.8% 6.5% REVENUE SUMMARIES Unaudited FY 01-02 Budget FY 02-03 Estimated FY 02-03 City Sales Taxes GOHS Grant Police Capital Grants AZ Emergency Mgt Gt General Fund 2,966,000 1,500 2,890,000 2,890,000 2,250,000 -22.1% 2,967,500 2,890,000 2,890,000 2,250,000 -22.1% Secondary Levy Debt Service Fund 1,008,444 1,008,444 1,678,864 1,678,864 1,678,864 1,678,864 2,049,800 2,049,800 22.1% 22.1% 16,000,000 13,678,317 $ 9,600,000 -40.0% 2,000,000 2,500,000 Capital Revenues Improvement Distr GO Bond Proceeds PIC Bond Proceeds APS Park Contribution 5 Miles of Rainbow Valley McDowell Road Project Dev Contribution-Fire #2 Rainbow Valley Paving Mill & Overlay Intr LF/VB Bike Lane LFR-ISR to I-10 Comm Dev Block Grant GO BOND 98 Interest Earn GADA Loan Interest Earngs City of Phoenix Int Earnings-County Rds New GO Bonds CMAQ Money Outside Contributions Unspecified Imprvmnt Dist Transp Master Plan CIP Fund Water Resource Fee Water Development Fees Re-charge CAWCD-Tonopah Investment Earnings Maricopa Water Dist-2000 Sale of 56 A/F Type II WIFA Proceeds WIFA Loan White Tanks Rec Water CIP Projected FY 03-04 % Change 4,333,000 -100.0% 2,200,000 1,600,000 195,000 150,000 200,000 150,000 200,000 $ (4,000) (2,488) 100,000 46,000 36,000 5,000 200,000 0.0% -100.0% -100.0% 1,096,000 200,000 $ 40,000,000 40,000,000 8,624,000 58,386,000 16,376,829 51,096,000 -12.5% 1,800,000 690,000 147,000 141,000 101,344 - 1,800,000 690,000 150,000 100,000 105,000 - 1,685,229 1,124,775 150,000 56,402 105,000 1,685,229 1,124,775 150,000 56,402 105,000 -6.4% 63.0% 0.0% -43.6% 0.0% 4,276,667 4,276,667 7,156,011 2,845,000 204 3,121,406 7,398,073 160.0% REVENUE SUMMARIES Capital Revenues Unaudited FY 01-02 WIFA Loan LPSCO Capacity 5,000,000 99 W & S Revenue Bond Int WIFA Loan WWTP Solids Han 3,122,884 Rainbow Valley WRF Phase I LPSCO Capital Reserve Rev 50,120 Sewer Development Fees 488,000 WIFA Proceeds Outside Contributions (SunChase) GO Bond Proceeds Investment Earnings 9,000 State Grants-Misc Sewer CIP 8,670,004 Development Fees: 207,400 Community Facilities Fees 199,000 General Government Fees 266,000 Public Works Fees 472,300 Fire Fees 322,300 Police Fees 236,900 Transportation Fees Library Total: Development Fees $ 1,703,900 Budget FY 02-03 Estimated FY 02-03 Projected FY 03-04 % Change 1,000,000 8,122,884 $ 4,200,000 1,200,000 104.9% 1,212 6,500,000 488,000 999,074 6,988,000 1,000,286 14,522,884 107.8% 85,400 199,000 266,000 472,300 322,300 236,900 512,727 450,000 432,295 411,981 271,686 1,143,985 372,075 $ 3,594,749 500.4% 126.1% 62.5% -12.8% -15.7% 382.9% $ 1,581,900 800,000 450,000 450,000 425,000 350,000 330,000 186,000 $ 2,991,000 127.2% Total Capital Revenues 30,129,859 74,369,764 28,058,385 80,911,506 8.8% Total City Revenues 61,885,921 108,305,639 64,033,352 120,586,535 11.3% 205 EXPENDITURE SUMMARIES Fund Unaudited FY 01-02 Budget FY 02-03 Estimated FY 02-03 Budget FY 03-04 General Fund Highway User Fund Water Sewer Sanitation Drug Alliance Prog Fund Debt Service Fund 18,263,394 2,910,359 1,263,306 1,967,000 1,294,231 606,699 23,641,952 2,476,100 1,858,391 3,034,708 1,519,471 21,552,407 2,306,901 1,576,052 2,470,132 1,687,248 27,719,353 2,335,249 2,279,177 3,375,573 1,654,807 17.25% -5.69% 22.64% 11.23% 8.91% 618,842 618,842 617,280 -0.25% Total Operating Expenditures 26,304,989 33,149,464 30,211,582 37,981,439 14.58% General Fund Highway User Fund Water Sewer Sanitation Debt Service Fund CIP Fund 978,438 636,630 2,538,101 5,822,696 104,617 1,008,444 19,059,545 9,778,597 826,034 9,125,805 12,229,104 217,930 1,678,864 67,339,780 3,501,499 360,000 3,867,595 3,235,374 201,200 1,678,864 10,158,555 10,001,194 286,810 4,417,149 10,434,977 22,840 2,049,800 62,348,352 2.28% -65.28% -51.60% -14.67% -89.52% 22.09% -7.41% Total Capital Expenditures 30,148,471 101,196,114 23,003,087 89,561,122 -11.50% Total City Expenditures 56,453,460 134,345,578 53,214,669 127,542,561 -5.06% 206 Percent Change FINANCIAL PROGRAM SUMMARY Budget FY 02-03 Budget FY 03-04 Mayor & Council Community Service Support Special Events Attorney Human Resources Manager Clerk Community Initiatives Admin Support Services ITS Risk Management Finance Budget Office WesCaps Interim Office Building Administration 338,681 364,172 147,031 221,738 353,564 535,669 477,472 481,147 427,012 1,962,215 509,457 1,001,825 183,892 93,000 7,096,875 389,596 370,000 140,997 271,194 488,991 601,670 635,999 773,137 489,930 1,778,539 646,023 1,076,832 250,638 40,000 438,185 8,391,731 50,915 5,828 (6,034) 49,456 135,427 66,001 158,527 291,990 62,918 (183,676) 136,566 75,007 66,746 40,000 345,185 1,294,856 0.31% 0.29% 0.11% 0.21% 0.38% 0.47% 0.50% 0.61% 0.38% 1.39% 0.51% 0.84% 0.20% 0.03% 0.34% 6.58% Public Works Admin Aquatics Facility Recreation Fleet Services Parks Building Services Streets Water Sewer Sanitation Water/Sewer Debt - Development Fees Water/Sewer Developer Reimbursement Public Works 935,830 358,822 41,894 410,014 1,504,320 280,447 3,302,138 1,890,922 3,095,830 1,737,401 849,799 330,884 103,420 427,094 1,535,425 401,631 2,759,348 2,842,388 3,636,396 1,677,647 (86,031) (27,938) 61,526 17,080 31,105 121,184 (542,790) 951,466 540,566 (59,754) 0.67% 0.26% 0.08% 0.33% 1.20% 0.31% 2.16% 2.23% 2.85% 1.32% 706,000 706,000 0.55% 13,557,618 962,000 16,232,032 962,000 2,674,414 0.75% 12.73% Contingency 4,380,433 3,579,952 (800,481) 2.81% Debt Service Fund 4,304,906 2,667,080 (1,637,826) 2.09% 86,968,839 74,369,667 (12,599,172) 58.31% Department/Program CIP 207 Increase (Decrease) Percent Of Total FINANCIAL PROGRAM SUMMARY Department/Program Deputy City Manager Economic Development Community Development Building Safety Engineering GIS CFDs Planning & Development Services Court Prosecutor Police Telecommunications Fire Drug Alliance Program Public Safety Total City Budget FY 02-03 Budget FY 03-04 177,430 1,327,287 887,124 1,057,325 1,084,700 272,000 84,768 511,058 1,797,972 1,031,344 1,013,291 1,118,421 196,064 114,945 333,628 470,685 144,220 (44,034) 33,721 (75,936) 30,177 0.40% 1.41% 0.81% 0.79% 0.88% 0.15% 0.09% 4,890,634 5,783,095 892,461 4.53% 547,222 184,045 5,368,570 1,755,414 5,291,022 13,146,273 578,161 212,445 6,716,460 2,039,899 6,972,040 16,519,005 30,939 28,400 1,347,890 284,485 1,681,018 3,372,732 0.45% 0.17% 5.27% 1.60% 5.47% 0.00% 12.95% 130,651,750 127,542,561 208 Increase (Decrease) Percent Of Total (6,803,016) 100.00% DEBT LIMITATIONS Debt Capacity Analysis (Arizona Constitutional Limit) FY 03-04 Secondary Assessed Valuation (AV) $ 264,638,241 Debt Limit 6% Of Assessed Valuation (1) $ 15,878,294 Bonds Outstanding At June 30, 2003 $ 9,130,000 $ 6,748,294 Excess Available At June 30, 2003 Debt Limit 20% Of Assessed Valuation (2) $ 52,927,648 Bonds Outstanding At June 30, 2003 $ 11,800,000 Excess Available At June 30, 2003 $ 41,127,648 (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, streets, 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 water, artificial light, sewers, and for the acquisition and development of land for open space preserves, parks, playgrounds, and recreational facilities. 209 210 GO GO GO CITY OF GOODYEAR CITY OF GOODYEAR CITY OF GOODYEAR GO GO GO GO CFD GEN DIST #1 CFD UTL DIST #1 CFD UTL DIST #1 CFD UTL DIST #1 SA CFD GEN DIST #1 GO SA CFD GEN DIST #1 CFD GEN DIST #1 REV CITY OF GOODYEAR GO REV CITY OF GOODYEAR GO REV CITY OF GOODYEAR CFD GEN DIST #1 MPC PUB IMPROV CORP CFD GEN DIST #1 REV STREETS/FACILITIES STREETS/FACILITIES PUBLIC BUILDING STREETS/FACILITIES SEWER COMPUTER SYS 5000 5000 5000 5000 5000 5000 5000 5000 5000 5000 5000 5000 4.250 4.250 3.900 3.250 5.250 4.200 4.750 7.400 6.250 6.250 6.250 6.250 RATE INTEREST 07/01/2017 07/01/2017 07/01/2017 07/01/2008 07/01/2008 07/01/2013 07/01/2013 07/01/2006 07/01/2004 07/01/2004 07/01/2003 07/01/2003 MATURITY DATE OF 7 5000 5000 5000 5000 4.625 7.125 4.782 4.780 07/01/2021 07/01/2002 07/01/2018 07/01/2018 10/01/1998 5000 4.625 08/01/2013 TOTAL CITY OF GOODYEAR REVENUE BONDS 01/01/2002 04/01/1988 02/11/1999 02/11/1999 05/31/2002 05/31/2002 4.056 4.056 07/01/2021 07/01/2021 5000 5000 7.500 6.75-7.25 07/01/2017 07/01/2016 09/01/1998 08/01/1996 08/01/1994 12/01/2000 09/01/1998 08/01/1996 08/01/1994 5000 5000 5000 5000 5000 5000 5000 07/15/2009 07/15/2025 07/15/2023 07/15/2021 5.000 7.000 7.000 07/15/2023 07/15/1921 07/15/2001 TOTAL CFD GEN DIST #1 GO 5.200 5.000 7.000 7.500 TOTAL CFD GEN DIST #1 SPECIAL ASSESSMENTS 09/01/1996 02/01/1994 TOTAL WATER INFRASTRUCTURE FINANCE AUTHORITY (WIFA) LOAN STREETS/FACILITIES (e) FIRE TRUCK INATION OF BONDS 6 TOTAL CITY OF GOODYEAR GENERAL OBLIGATION BONDS 07/01/2002 07/01/2002 07/01/2002 07/01/2002 07/01/2002 11/01/1998 11/01/1998 12/01/1992 12/01/1991 5 DENOM- TOTAL GREATER ARIZONA DEVELOPMENT AUTHORITY (GADA) LOAN STREETS/PARKS (e) WATER SEWER STREETS/FIRE FACILITIES STREETS Rev/CAB W&S REFUNDING BONDS CITY OF GOODYEAR CITY OF GOODYEAR SEWER PARKS/RECREATION STREETS WATER/SEWER REFUNDING FIRE FACILITIES REFUNDING STREETS PARKS/S.SEWER/LIGHTS WATER/SEWER (d) Rev/CAB WATER/SEWER GO CITY OF GOODYEAR CITY OF GOODYEAR GO GO GO CITY OF GOODYEAR CITY OF GOODYEAR GO CITY OF GOODYEAR CITY OF GOODYEAR GO WATER/SEWER REFUNDING (c FIRE FACILITIES REFUNDING (c 12/01/1991 GO CITY OF GOODYEAR CITY OF GOODYEAR 01/01/1991 01/01/1991 STREETS GO WATER/SEWER GO ISSUE DATE OF CITY OF GOODYEAR OF ISSUE 4 CITY OF GOODYEAR PURPOSE BOND 3 OR DISTRICT BONDED TYPE NAME OF COUNTY 2 6,975,000 1,470,000 145,000 8,605,000 5,725,000 2,150,000 500,000 230,000 9,620,000 6,670,000 2,950,000 12,399,551 4,276,667 8,122,884 6,570,000 6,570,000 9,970,000 4,265,000 500,000 1,100,000 2,235,000 27,670,000 1,000,000 3,260,000 6,800,000 1,550,000 750,000 2,770,000 5,340,000 1,200,000 1,000,000 1,500,000 500,000 2,000,000 AMOUNT PRINCIPAL ORIGINAL 8 - 40,000 145,000 85,000 - - - 85,000 4,504,000 1,804,000 2,700,000 445,655 153,605 292,050 1,675,000 1,675,000 1,620,000 345,000 500,000 204,500 145,500 4,440,000 - - 200,000 - - 1,340,000 - - - 400,000 500,000 2,000,000 RETIRED AMOUNT PRINCIPAL 9 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 - - - - - 2,300,000 0 0 0 0 0 0 0 900000 650000 750000 0 0 REFUNDED AMOUNT 10 6,975,000 1,430,000 - 8,520,000 5,725,000 2,150,000 500,000 145,000 5,116,000 4,866,000 250,000 11,953,896 4,123,062 7,830,834 4,895,000 4,895,000 6,905,000 3,920,000 - 895,500 2,089,500 20,930,000 1,000,000 3,260,000 6,600,000 1,550,000 750,000 1,430,000 5,340,000 300,000 350,000 350,000 - - PRINCIPAL OUTSTANDING 11 SUMMARY OF BOND INDEBTEDNESS - 40,000 - 15,000 - - - 15,000 675,000 570,000 105,000 445,655 153,605 292,050 375,000 375,000 130,000 130,000 0 0 1,340,000 - - 200,000 - - 440,000 - - - 100,000 50,000 550,000 Payment 07/01/03 12 - - - 15,000 - - - 15,000 265,000 170,000 95,000 - - - 350,000 350,000 275,000 215,000 60,000 0 0 1,060,000 - - - - - 410,000 - - - 100,000 50,000 500,000 Payment 07/01/02 13 - 6% 9,130,000 6,600,000 750,000 1,430,000 350,000 14 - 20% 11,800,000 1,000,000 3,260,000 1,550,000 5,340,000 300,000 350,000 15 211 SA REV REV IDA IDA WATER/SEWER MANUFACTURING STREETS/SEWER STREETS/SEWER STREETS STRTS/WTR/LNDSCAPING STREETS/WATER STREETS/PARKS STREETS/PARKS STREETS/S. SEWER 4 04/01/1999 05/01/1995 12/01/2002 02/01/2001 02/01/2001 10/01/2001 07/01/2000 12/01/1998 08/01/1997 12/01/2000 ISSUE DATE OF 5 6.500 5.500 & 5.750 07/15/2023 07/15/2022 5.900 7.000 07/15/2026 07/15/2025 07/01/2027 07/01/2025 05/01/2015 Fax: (623) 932-3003 92,835,000 GRAND TOTALS ALL BONDS 5,335,000 8,000,000 13,038,000 4,950,000 8,088,000 200,000 200,000 720,000 770,000 720,000 1,400,000 750,000 650,000 15,665,000 7,075,000 AMOUNT PRINCIPAL 13,335,000 10/01/2023 8 ORIGINAL TOTAL CITY OF GOODYEAR IDA 5.950 VR TOTAL EMR CFD DIST #1 SA 7.375 7.875 Phone: (623) 932-3015 5000 5000 100000 100000 07/15/2025 TOTAL EMR CFD DIST #1 GO 8.000 TOTAL WFR CFD GEN DIST #2 GO 5000 5000 100 07/15/2025 MATURITY DATE OF 7 TOTAL CFD UTIL DIST #1 GO 5.200 RATE INTEREST 6 TOTAL WFR CFD GEN DIST #1 GO 5000 5000 5000 OF BONDS INATION DENOM- (e) = These Special Assessment Bonds are callable for payment in January and July (d) = Refunded 07/01/2002 Original Maturity was 07/01/2008 (c) = Refunded 07/01/2002 Original Maturity was 07/01/2006 Larry D. Price, Finance Director July 29, 2003 abstract of the bonded indebtness of the City of Goodyear of Maricopa County as of June 30, 2003. I, Larry D. Price, Finance Director of the City of Goodyear, do hereby certify that the foregoing statement is a full, true and correct Address: 190 N. Litchfield Road, PO Box 5100, Goodyear AZ 85338-0601 SA EMR CFD #1 GO EMR CFD #1 EMR CFD #1 GO GO WFR CFD GEN #2 WFR CFD GEN #1 WFR CFD GEN #2 GO GO WFR CFD GEN #1 GO OF ISSUE CFD UTL DIST #1 PURPOSE BOND 3 OR DISTRICT BONDED TYPE NAME OF COUNTY 2 - 18,424,000 5,825,000 125,000 5,700,000 256,000 - 256,000 14,000 14,000 15,000 - 15,000 90,000 45,000 45,000 185,000 RETIRED AMOUNT PRINCIPAL 9 - - - - - - 0 2,300,000 0 0 0 0 0 0 0 0 0 REFUNDED AMOUNT 10 70,666,000 7,510,000 5,210,000 2,300,000 12,782,000 4,950,000 7,832,000 186,000 186,000 705,000 770,000 705,000 1,310,000 705,000 605,000 15,480,000 7,075,000 PRINCIPAL OUTSTANDING 11 SUMMARY OF BOND INDEBTEDNESS 3,235,000 625,000 125,000 500,000 133,000 0 133,000 2,800 2,800 15,000 - 15,000 35,000 20,000 15,000 40,000 - Payment 07/01/03 12 - 2,415,000 420,000 120,000 300,000 123,000 0 123,000 11,200 11,200 0 0 30,000 15,000 15,000 - - Payment 07/01/02 13 6% 9,130,000 14 20% 11,800,000 15 DEBT SERVICE SUMMARY Description Of Issue Date Final Rate Of Maturity Amount Amount Issue Date Outstanding Principal For FY 03-04 Interest Total General Obligation Bonds: Water & Sewer Water & Sewer Water & Sewer Water & Sewer Refunding 1991 1991B 1992 2002 2,000,000 1,000,000 1,200,000 1,550,000 6.25-7.75 6.25-7.75 6.00-8.00 3.25-5.25 2003 2004 2006 2008 0 350,000 300,000 1,550,000 Water & Sewer User Fee Supported Streets Fire Facilities Streets Parks Storm Sewers Street Lights Fire Facilities Refunding Streets Parks/Recreation Sewer 1991 1991B 1998 1998 1998 1998 2002 2002 2002 2002 500,000 1,500,000 2,770,000 2,040,000 3,000,000 300,000 750,000 6,800,000 3,260,000 1,000,000 6.25-7.75 6.70-8.70 4.00-6.00 4.00-6.00 4.00-6.00 4.00-6.00 3.25-5.25 3.65-4.25 3.65-4.25 3.65-4.25 2003 2004 2013 2013 2013 2013 2008 2017 2017 2017 0 350,000 1,430,000 2,040,000 3,000,000 300,000 750,000 6,600,000 3,260,000 1,000,000 Property Tax Supported General Government Total General Obligation Bonds 350,000 50,000 - 23,100 23,100 72,375 373,100 73,100 72,375 400,000 118,575 518,575 350,000 275,000 310,000 - 23,100 63,746 92,386 135,870 13,592 39,375 177,067 87,449 174,114 373,100 338,746 92,386 135,870 13,592 39,375 487,067 87,449 174,114 935,000 806,699 1,741,699 1,335,000 925,274 2,260,274 135,000 140,000 334,881 60,119 463,731 186,785 60,000 188,449 33,831 484,850 321,785 200,000 523,330 93,950 948,581 1,133,731 953,915 2,087,646 2,468,731 1,879,189 4,347,920 Revenue Bonds: PIC Issue Water & Sewer Streets Fire Water & Sewer 2002 1999 1998 1998 2002 4,265,000 4.00-6.00 3,335,000 Varies 5,570,000 Varies 1,000,000 Varies 12,399,551 4.056 2021 2018 2013 2013 2021 3,920,000 2,985,000 4,149,981 745,019 11,953,896 Total Revenue Bonds Total Debt Service 212 FUTURE DEBT SERVICE SUMMARY Fiscal Year 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 General Obligation Bonds GADA Loan & Revenue Bonds Capital Lease Total 2,260,274 2,235,743 2,501,892 2,632,155 2,595,522 2,101,034 2,095,034 2,090,459 2,095,096 2,104,869 1,094,169 1,101,969 1,112,969 1,120,687 - 1,765,861 1,763,149 1,765,324 1,767,284 1,748,424 2,038,711 2,032,674 2,050,054 2,056,294 2,040,869 1,423,581 1,448,581 1,423,581 1,348,581 1,348,581 948,581 948,581 948,581 321,785 323,685 324,985 325,685 325,785 320,285 323,085 320,390 322,298 323,585 324,233 324,332 328,758 327,257 330,037 332,319 333,906 334,800 4,347,920 4,322,577 4,592,201 4,725,124 4,669,731 4,460,030 4,450,793 4,460,903 4,473,688 4,469,323 2,841,983 2,874,882 2,865,308 2,796,525 1,678,618 1,280,900 1,282,487 1,283,381 2021 Remaining Annual Debt Service Payment $5,000,000 $4,500,000 $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 213 214 $- $1.30 1.7212 1.1047 0.7919 1.0168 0.7413 0.5782 0.7575 0.7746 1999-00 $2.10 2000-01 $2.08 2001-02 $1.95 2002-03 $2.04 997,913 798,000 702,975 1,041,243 1,012,244 1,008,444 1,707,041 2,049,800 Levy Combined Property Tax Rate 57,976,454 72,745,384 88,767,663 102,406,859 136,557,331 174,404,952 222,388,265 264,638,241 1998-99 $2.09 1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 $2.60 FY FY FY FY FY FY FY FY AV Secondary Rate 2003-04 $2.04 $- $2,500,000 $5,000,000 55,926,981 68,543,338 82,220,999 95,857,615 124,823,974 160,675,712 201,979,064 238,750,061 AV 1998-99 $1,770,275 0.4049 1.0044 1.2981 1.0799 1.3403 1.3674 1.2862 1.2691 Primary Rate 1,224,388 1,486,000 1,770,275 2,076,367 2,685,244 3,205,524 4,304,906 5,079,777 1999-00 $2,076,367 2000-01 $2,685,244 2001-02 $3,205,524 2002-03 $4,304,906 2003-04 $5,079,777 2.1261 2.1091 2.0900 2.0966 2.0815 1.9456 2.0437 2.0437 Combined Rate Per $100 Of Combined Assessed Levy Value Combined Property Tax Levy 226,475 688,000 1,067,300 1,035,124 1,673,000 2,197,080 2,597,865 3,029,977 Levy PROPERTY TAX LEVY & RATE SUMMARY Levy 215 $- $2,000,000 $4,000,000 $6,000,000 $1,486,000 $2.11 $1,770,275 $2.09 $2,076,367 $2.10 $2,685,244 $2.08 $2.04 $4,304,906 $3,205,524 $1.95 $2.04 $5,079,777 1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 $1,224,388 $2.13 Combined Property Tax Levy & Rate COMBINED PROPERTY TAX RATE CHART $- $0.50 $1.00 $1.50 $2.00 $2.50 Rate 216 $- $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 Fire/Police/Operating 3,029,977 Streets 1,304,206 Fire Facilities 206,790 Storm Sewers 381,672 Parks 157,132 The primary property tax levy of $3,029,977 is used for Fire & Police operating and maintenance. The $2,046,800 balance of the combined levy is used for voter approved debt service payments for streets, fire facilities, parks & recreation, and storm sewers. Combined Property Tax Levy $5,079,777 COMBINED PROPERTY TAX LEVY CHART Total: 5,079,777 217 0 0.2 0.4 0.6 0.8 1 1.2 1.4 Fire/Police/Operating 1.2691 Streets 0.4928 Fire Facilities 0.0781 Storm Sewers 0.1442 Combined Property Tax Rate - $2.04 Per $100 of Assessed Valuation COMBINED PROPERTY TAX RATE CHART Parks 0.0594 FULL-TIME AUTHORIZED POSITIONS Department Position Title Mayor and Council Staff Assistant 1 1 1 1 Court Clerk Interpreter Court Administrator Court Clerk II 1 3 1 1 3 1 1 3 1 1 3 Assistant City Attorney City Attorney 1 1 1 1 1 1 1 Prosecutor City Prosecutor Legal Assistant 1 1 1 1 1 1 1 1 Manager City Manager Customer Services Advocate Executive Assistant Contract Administrator 1 2 1 1 2 1 1 2 1 1 2 1 1 Admin Support Services Management Analyst Management Assistant Mgr of Organizational Effectiveness 1 1 1 1 1 1 1 1 1 1 1 1 Budget & Research Office Budget and Research Analyst Budget and Research Manager 1 1 1 1 1 1 1 Deputy City Manager Deputy City Manager CIP Manager Project Assistant Administrative Assistant 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Attorney Community Intitiatives Human Resources FY 00-01 FY 01-02 FY 02-03 FY 03-04 Administrative Assistant Code Compliance Manager Community Advocate Director Public Information & Community Relations Coordinator Neighborhood & Volunteer Specialist HR Program Coordinator HR Technician Human Resources Director Payroll/Benefits Administrator Risk Management Insurance, Claims, & Safety Manager City Clerk City Clerk Deputy City Clerk Mail and Copy Clerk Records Analyst Staff Assistant Records Analyst 1 1 1 1 1 1 218 FULL-TIME AUTHORIZED POSITIONS Department Position Title Information & Technology Services Application Specialist Director Network Technician II Nework Technician I Programmer Analyst Systems Support Administrator Network Administrator CAD-RMS System Administrator 1 1 2 1 Finance Economic Development Community Development FY 00-01 FY 01-02 FY 02-03 FY 03-04 1 1 1 2 1 1 1 1 1 2 1 1 1 1 1 1 2 1 1 1 1 1 Accountant II Director Senior Account Clerk Senior Accountant Finance Manager CFD Manager Account Clerk II Lead Utility Customer Service Worker 3 1 1 1 3 1 1 1 3 1 1 3 1 1 1 1 1 1 1 1 Administrative Assistant Director Economic Development Project Manager 1 1 1 1 1 1 1 1 1 2 2 2 Director Planner II Planner I Planning Manager Planning Technician Senior Planner Senior Planning Technician Administrative Assistant 1 1 2 1 1 1 1 1 1 1 1 1 1 2 1 1 1 1 3 2 1 1 1 1 1 Building Safety Building Inspector II Building Permit Tech Chief Building Official Plans Examiner Senior Bldg Permit Tech Senior Building Inspector 3 1 1 1 1 1 3 1 1 1 1 1 3 1 1 1 1 1 3 1 1 1 1 1 Engineering Services Assistant City Engineer CIP Project Coordinator City Engineer Engineering Permit Technician Senior Engineering Technician Engineering Inspector Engineering Plan Reviewer GIS Technician 1 1 1 1 1 1 1 1 1 1 1 1 2 1 1 1 1 2 3 1 Administrative Assistant Public Works Director Public Works Superintendent 1 1 3 1 1 2 1 1 2 1 1 2 Public Works Admin 219 1 FULL-TIME AUTHORIZED POSITIONS Department Position Title FY 00-01 FY 01-02 FY 02-03 FY 03-04 Staff Assistant Management Assistant 3 3 1 3 1 3 1 Fleet Services Mechanic II Mechanic III Equipment Management Supervisor 2 1 2 2 1 2 2 1 2 2 1 Parks Parks Foreman Parks Worker I Parks Worker II Parks, Library & Rec Supervisor 1 1 3 1 1 1 5 1 1 2 5 1 1 2 5 1 Aquatics/Recreation Aquatics and Recreation Coord 1 1 1 1 Building Services Building Maintenance Supervisor Building Maintenance Worker III Building Maintenance Worker II Facilities Electrician 1 2 1 1 2 1 1 2 1 1 2 1 Streets Equipment Operator Signal Technician II Streets Maintenance Foreman Streets Maintenance Worker II Streets Supervisor Traffic Operations Worker II 1 2 1 2 1 1 2 2 1 3 1 1 2 2 1 3 1 1 2 2 1 3 1 1 Police Administrative Assistant Chief Detective Lieutenant Police Commander Police Officer Police Records Clerk II Sergeant Staff Assistant Crisis Services Supervisor Alarm Coordinator 1 1 3 2 1 25 2 6 1 1 1 3 2 1 33 2 6 1 1 1 3 2 1 33 2 7 1 1 1 1 3 2 1 35 2 7 1 1 1 Telecommunications Manager Telecommunications Operator Telecommunications Supervisor 1 10 1 10 1 10 1 1 10 2 Fire Management Assistant Captain Captain Support Services Chief Community Education Coordinator Deputy Chief Deputy Fire Marshal Fire Engineer 1 6 1 1 1 3 1 1 6 1 1 1 3 1 6 1 9 1 1 1 2 1 9 1 9 1 1 1 2 2 9 220 FULL-TIME AUTHORIZED POSITIONS Department Position Title FY 00-01 FY 01-02 FY 02-03 FY 03-04 Fire Marshal Firefighter Staff Assistant Battalion Chief Water Wastewater Sanitation 1 19 1 1 19 1 1 19 1 1 19 1 3 Water Distribution Worker I Water Distribution Worker II Water Distribution Worker III Water Production Operator II Water Production Operator III Water Quality Inspector III Water Supervisor Wtaer Distribution Field Forman Water Production Worker I 3 1 1 1 1 1 3 1 1 1 1 1 1 5 1 1 1 1 1 1 5 1 1 1 1 1 1 1 2 Chief Wastewater Operator Industrial Pretreatment Inspector Wastewater Collection Foreman Wastewater Collections Worker I Wastewater Lab Technician Wastewater Operator I Wastewater Supervisor Wastewater Treatment Operator Wastewater Treatment Operator I Wastewater Treatment Operator II Wastewater Treatment Operator III 1 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 3 1 1 1 1 1 1 1 1 1 3 1 1 1 1 1 1 1 1 1 3 1 2 3 1 1 2 3 1 1 Sanitation Crewman I Sanitation Crewman II Sanitation Crewman III Sanitation Supervisor 2 1 1 3 1 1 Total 201 236 221 255 280 AUTHORIZED POSITIONS PER 1,000 CAPITA Department/Program Mayor & Council Manager City Budget Office Clerk Human Resources Risk Management Attorney CFD Contractual Community Initiatives Admin Support Services ITS Finance Administration Percent Of Total Deputy City Manager Econ Development Comm Development Engineering Building Safety Planning & Devel Svcs Percent Of Total Court Prosecutor Police Telecomm Fire Public Safety Percent Of Total FY 03-04 FY 02-03 FY 01-02 FY 00-01 FY 99-00 FY 98-99 FY 97-98 1 5 2 6 4 1 2 - 1 4 2 5 3 1 2 1 4 2 5 3 1 2 6 4 9 9 49 17.50% 3 4 10 10 8 35 12.50% 5 2 55 13 50 125 44.64% 5 4 8 7 42 16.47% 29 11.37% 40 16.95% 1 4 7 5 8 25 10.59% 5 2 52 12 46 117 45.88% 5 2 50 11 41 109 46.19% 222 1 - 5 4 7 6 3 4 7 7 8 1 4 1 5 2 3 3 8 3 2 2 2 2 1 - 4 4 6 6 34 16.92% 1 3 6 3 8 21 10.45% 4 2 42 11 35 94 46.77% 1 - 2 4 4 6 25 13.97% 3 6 3 7 19 10.61% 4 2 40 9 32 87 48.60% 1 1 4 3 6 22 13.84% 3 4 3 7 17 10.69% 3 2 40 9 22 76 47.80% 1 3 7 22 14.47% 3 4 9 16 10.53% 2 38 9 18 67 44.08% AUTHORIZED POSITIONS PER 1,000 CAPITA Department/Program FY 03-04 FY 02-03 FY 01-02 FY 00-01 FY 99-00 FY 98-99 FY 97-98 Public Works Admin Fleet Services Building Services Aquatics/Recreation Parks Streets Water Sewer Sanitation Public Works Percent Of Total Total City Population Positions/1000 Capita 8 5 5 1 9 10 14 12 7 71 25.36% 280 31889 8.78 8 5 4 1 9 10 11 12 7 67 26.27% 8 5 4 1 8 10 9 12 5 62 26.27% 8 3 3 1 6 8 8 11 4 52 25.87% 6 3 3 1 6 7 8 11 3 48 26.82% 7 3 2 3 3 2 6 7 6 11 2 6 8 7 16 2 44 27.67% 47 30.92% 255 236 201 179 159 152 26,900 9.48 22,305 10.58 19,695 10.21 17,085 10.48 14,305 11.11 12,205 12.45 Percent Of Authorized Positions 50% 46% 26% 25% 17% 11% 0% Administration Planning & Devel 223 Public Safety Public Works EMPLOYEE SALARY SCALES Pay Range Position Title Low High City Manager $0.00 $0.00 City Attorney $0.00 $0.00 Building Permit Technician Records Analyst Planning Technician Engineering Technician Municipal Court Clerk I Account Clerk I Receptionist Clerk Police Records Clerk I Wastewater Collections Worker I Water Distribution Worker I Traffic Operations Worker I Street Maintenance Worker I Parks Worker I Sanitation Worker I Facilities Maintenance Worker I $25,948.42 $41,484.35 Mail/Copy Clerk $27,349.92 $43,725.14 $28,901.39 $46,204.70 $30,618.64 $48,949.68 Account Clerk II Records Analyst II Municipal Court Clerk II Senior Account Clerk Staff Assistant Police Records Clerk II Water Distribution Worker II Sanitation Worker II Parks Worker II Facilities Maintenance Worker II Wastewater Treatment Operator I Water Production Operator I Signal Technician I Mechanic I Wastewater Collections Worker II Traffic Operations Worker II Street Maintenance Worker II Equipment Operator Water Quality Technician I Customer Service Advocate Fire Prevention Specialist Sanitation Worker III Parks Worker III Facilities Maintenance Worker III 224 EMPLOYEE SALARY SCALES Senior Building Permit Tech Senior Planning Technician Senior Engineering Technician Accountant II Community Education Specialist HR Technician Benefits and Payroll Specialist Network Technician I $32,519.55 $51,991.06 Neighborhood Specialist Wastewater Treatment Operator III Water Quality Technician III Wastewater Lab Technician III Water Production Operator III Signal Technician III Mechanic III $34,627.42 $55,360.66 Building Inspector II Construction Inspector II Code Enforcement Officer Business Development Specialist Community Education Coordinator Deputy Fire Marshal Network Technician II Wastewater Collections Foreman Water Distribution Foreman Traffic Operations Foreman Street Maintenance Foreman Sanitation Foreman Parks Foreman Facilities Maintenance Foreman Recreation and Aquatics Coordinator $36,965.76 $59,098.62 Legal Assistant Administrative Assistant Court Clerk Interpreter Telecommunications Operator Water Distribution Worker III Industrial Pretreatment Inspector II Wastewater Treatment Operator II Water Production Operator II Signal Technician II Maintenance Mechanic II Wastewater Collections Worker III Traffic Operations Worker III Street Maintenance Worker III Water Quality Technician II Mechanic I 225 EMPLOYEE SALARY SCALES Police Officer Firefighter EMT/Shift $38,934.48 $56,390.46 Plans Examiner Chief Wastewater Operator Chief Water Operator Signal Foreman Mechanic Foreman $39,561.18 $63,248.64 Executive Assistant Planner I $40,291.68 $64,414.48 Firefighter EMT/Days $41,660.11 $60,337.89 Police Detective $41,928.02 $60,727.68 Sr. Building Inspector Crisis Services Coordinator Telecom Supervisor $42,446.35 $67,860.62 Firefighter Paramedic/Shift $42,951.43 $60,407.66 Facilities Maintenance Supervisor Project Assistant Assistant to the City Manager Community Advocate Code Compliance Manager Equipment Management Supervisor Network Administrator Application Specialist Planner II $43,917.33 $70,212.69 Fire Engineer EMT/SHIFT $44,050.80 $60,727.36 Firefighter Paramedic/Days $45,677.01 $64,354.99 Fire Engineer EMT/ Days $47,134.46 $64,978.16 Fire Engineer Paramedic/SHIFT $48,067.95 $64,744.23 Economic Development Proj Mgr Programmer Analyst Management Assistant Parks Supervisor Planner III Recreation & Aquatics Supervisor Sanitation Supervisor Street Supervisor Water Supervisor $48,089.39 $76,882.62 226 EMPLOYEE SALARY SCALES Fire Captain EMT/SHIFT Police Sergeant $51,086.32 $70,426.27 Fire Engineer Paramedic/ Days $51,151.57 $68,995.06 Management Analyst Deputy City Clerk Training & Development Manager Public Info & Comm Relations Coord Intergovernmental Program Coord CIP Manager Economic Development Manager Plans Examiner Engineer Plan Review Engineer Budget & Research Analyst CFD Administration Manager Senior Accountant Technical Services Manager Senior Planner Telecommunications Manager Wastewater Manager $52,898.77 $84,569.89 Fire Captain EMT/ Days $54,662.40 $75,355.90 Fire Captain Paramedic/Shift $55,103.19 $74,443.14 Court Administrator Assistant City Engineer Financial Services Manager Fire Marshall Human Resources Program Mgr Risk Aversion Manager Public Works Superintendent $58,452.99 $93,449.82 Fire Captain Paramedic/ Days $58,679.50 $79,373.01 Fire Battalion Chief Police Lieutenant $60,727.68 $83,713.97 Chief Building Official Budget & Research Manager Assistant City Attorney Planning Manager $64,881.65 $103,729.18 Fire Deputy Chief Police Commander $72,186.82 $99,510.11 227 EMPLOYEE SALARY SCALES City Clerk Community Initiatives Director Economic Development Director City Engineer Human Resources Director Director Information Systems City Prosecutor $72,342.82 $115,656.74 Finance Director Fire Chief Community Development Director Police Chief Public Works Director $81,023.07 $129,534.29 Deputy City Manager $91,149.76 $145,724.38 228 NEW & REPLACEMENT EQUIPMENT SUMMARY Division Na m e City Court City Court City Court Hum an Res ourc es City M anager City Clerk City Clerk Com m unity Initiatives Com m unity Initiatives ITS ITS ITS ITS G IS G IS F inanc e F inanc e Com m unity Developm ent Com m unity Developm ent E ngineering E ngineering E ngineering F leet S ervic es P ark s B uilding S ervic es B uilding S ervic es B uilding S ervic es B uilding S afety B uilding S afety S treets W ater Dis tribution S ewer Collec tion S y s tem P olic e P olic e P olic e P olic e P olic e Telec om m unic ation Telec om m unic ation F ire & E m ergenc y S ervic es F ire & E m ergenc y S ervic es F ire & E m ergenc y S ervic es F ire & E m ergenc y S ervic es F ire Com m unity S ervic es F ire Com m unity S ervic es F ire Com m unity S ervic es F ire S upport S ervic es De scription E nhanc ed Fees (Res tric ted) JCE F T/P Res tric ted Replac em ent - O ffic e E quipm ent New - Com puter E quipm ent New - Com puter E quipm ent New - Com puter E quipm ent Replac em ent - O ther E quipm ent New - Com puter E quipm ent New - O ther E quipm ent New - Com puter E quipm ent B uilding M odific ations New - F urniture & Fix tures Replac em ent - O ffic e E quipm ent New - F urniture & Fix tures Telephone S y s tem New - Com puter E quipm ent New - V ehic le New - Com puter E quipm ent Replac em ent - V ehic le New - Com puter E quipm ent New - F urniture & Fix tures Telephone S y s tem New - Com puter E quipm ent New - O ther E quipm ent New - Com puter E quipm ent Replac em ent - O ffic e E quipm ent Replac em ent - V ehic le New - Com puter E quipm ent Replac em ent - V ehic le Traffic E quipm ent W ater M eters Replac em ent - V ehic le Replac em ent - O ffic e E quipm ent New - Com puter E quipm ent New - O ther E quipm ent Replac em ent - V ehic le New - V ehic le New - Com puter E quipm ent Replac em ent - Com puter E quipm ent New - Com puter E quipm ent New - O ther E quipm ent Replac em ent - V ehic le New - V ehic le New - Com puter E quipm ent Replac em ent - O ther E quipm ent New - V ehic le Replac em ent - O ther E quipm ent T ota l: Am o un t De pt To ta l 30,000 10,000 14,000 54,000 5,830 5,830 2,200 2,200 19,153 40,977 60,130 2,250 3,000 5,250 185,682 5,000 2,000 11,706 204,388 1,500 80 1,580 34,550 35,000 69,550 4,450 25,000 29,450 2,200 3,000 370 5,570 25,000 25,000 10,000 10,000 2,620 45,200 20,127 67,947 2,200 26,000 28,200 150,000 150,000 300,000 300,000 157,000 157,000 500 24,262 28,144 492,000 220,000 764,906 93,780 857,199 950,979 2,250 175,000 1,001,000 125,000 1,303,250 2,250 60,000 30,600 92,850 55,220 55,220 4,343,300 4,343,300 Notes 1. Financ e - 6002 inc ludes a c arry over projec t (P urc has e & Inventory ) - $30,000 2. Telec om m unic ation - 6102 inc ludes (CA D-RM S c om puter equipm ent replac em ent) - $ 85 3. Fire Com m unity S ervic es - 6103 inc ludes (generator replac m ent) - $60,000 229 ADOPTED CIP PLAN 2000-2010 PROJECT NO. Bridge Ramps PROJECT TITLE/LOCATION B-02 B-03 B-04 B-05 Along the Loop 303 corridor from MC85 to Camelback Rd. Freeway I-10 and Perryville Road Freeway I-10 and Citrus Road Freeway I-10 and Sarival Avenue Freeway I-10 and Bullard Avenue B-06 At Loop 303 & Freeway I-10 B-01 PROJECT DESCRIPTION Six Lane Expressway with traffic signals & A preliminary study in the 1st five years Access Ramps to Freeway I-10 Access Ramps to Freeway I-10 Access Ramps to Freeway I-10 Access Ramps to Freeway I-10 Access Ramps to Freeway I-10 & Acquire additional ROW Sub Total Number of Projects = FY 99-05 FY 05-20 TOTAL $50,000 $36,000,000 $36,050,000 $0 $0 $0 $6,000,000 $6,000,000 $6,000,000 $6,000,000 $0 $6,000,000 $6,000,000 $6,000,000 $6,000,000 $6,000,000 $6,000,000 $12,000,000 $12,050,000 6 $60,000,000 $72,050,000 $6,000,000 $19,000,000 $25,000,000 $0 $1,800,000 $1,800,000 $0 $1,800,000 $1,800,000 $0 $1,800,000 $1,800,000 $0 $1,800,000 $1,800,000 $0 $1,800,000 $1,800,000 $0 $1,000,000 $1,000,000 $0 $1,000,000 $1,000,000 $0 $1,000,000 $1,000,000 $0 $1,600,000 $1,600,000 $0 $1,000,000 $1,000,000 Drainage D-08 Along Bullard Ave. from Lower Buckeye to McDowell Rd. Along Chandler Heights Rd. Crossing Waterman Wash, East of Cotton Lane. Along Hunt Rd. Crossing Waterman Wash, East of Pebble Creek Pkwy.. Along Patterson Rd. Crossing Waterman Wash, At Bullard Avenue.. Along Riggs Rd. Crossing Waterman Wash, East of Sarival Avenue. At the Intersection of Queen Creek Rd. and Citrus Rd. Along Indian School Rd. Crossing Bullard Wash, West of Bullard Avenue. Along Camelback Rd. Crossing Bullard Wash, West of Bullard Avenue. D-09 Estrella Pkwy. & Gila River D-10 Cotton Lane & Gila River D-01 D-02 D-03 D-04 D-05 D-06 D-07 D-11 D-12 Tuthill & Gila River Along Bullard Ave. from McDowell Rd. to White Tanks Sub Total Bullard Wash Improvements Two Lane Drainage Structure/Bridge Crossing Waterman Wash Two Lane Drainage Structure/Bridge Crossing Waterman Wash Two Lane Drainage Structure/Bridge Crossing Waterman Wash Two Lane Drainage Structure/Bridge Crossing Waterman Wash Two Lane Drainage Structure/Bridge Crossing Waterman Wash Six Lane Drainage Structure/Bridge Crossing Bullard Wash Six Lane Drainage Structure/Bridge Crossing Bullard Wash Four Lane Drainage Structure/Bridge Crossing Gila River Six Lane Drainage Structure/Bridge Crossing Gila River Four Lane Drainage Structure/Bridge Crossing Gila River Bullard Wash Improvements Number of Projects = $0 $20,000,000 $20,000,000 $6,000,000 12 $53,600,000 $59,600,000 $635,600 $160,000 $2,540,000 $0 $2,540,200 $0 $0 $2,540,200 $0 $0 $2,500,000 $2,380,000 $0 $2,540,000 $0 $2,540,000 $2,758,000 $0 $2,540,200 $2,540,200 $3,135,600 $2,540,000 $2,540,000 $2,540,000 $2,540,200 $2,540,000 $2,758,000 $2,540,200 $2,540,200 $2,540,200 $2,540,200 $0 $2,540,200 $0 $0 $2,540,200 $2,540,200 $2,540,200 $2,540,200 $3,844,000 $0 $3,844,000 $0 $490,000 $300,000 $15,590,200 17 $750,000 $0 $0 $23,628,800 $750,000 $490,000 $300,000 $39,219,000 Fire FD-01 FD-02 FD-03 FD-04 FD-05 FD-06 FD-07 FD-08 FD-09 FD-10 FD-11 FD-12 FD-13 FD-14 FD-15 FD-16 FD-17 West of the Wastewater Treatment Plant. Indian School and Pebble Creek Parkway. McDowell and Pebble Creek Parkway Van Buren and Citrus Wildflower Drive and Yuma Broadway Road and Citrus Broadway Road and Estrella Parkway Estrella Parkway at South King Ranch access Cotton Lane freeway at King Ranch King Ranch west loop Estrella Mountain Ranch Golf Course Development Bullard and Narramore Estrella Parkway and Williams Field Road 10701 S. Estrella Parkway Phoenix-Goodyear Airport City of Goodyear City of Goodyear Sub Total Citywide Training Facility (A) Pebble Creek Fire Station (B) Prototype Fire Station (C) Prototype Fire Station (D) Prototype Fire Station (E) Prototype Fire Station (F) Prototype Fire Station (G) Prototype Fire Station (H) Prototype Fire Station (I) Prototype Fire Station (J) Prototype Fire Station (K) Prototype Fire Station (L) Prototype Fire Station (M) Estrella Mountain Ranch Public Safety Facility Airport Crash Rescue Truck Radio Subscriber Units Radio System Number of Projects = Parks, Recreation, & Open Space Between Van Buren Street and Yuma Rd. east of PRO-01 Sarival Ave. PRO-02 Buckeye and Agua Fria PRO-03 Existing ADOT basins PRO-04 City of Goodyear PRO-05 Along the Gila River frontage in City of Goodyear PRO-06 PRO-07 PRO-08 City of Goodyear City of Goodyear City of Goodyear Wildflower School Park Improvements $50,000 $0 $50,000 Improve swimming pools Convert/building the ADOT basins to recreation facilities 40-AC Municipal Park El Rio Project; Eight miles of river frontage Estrella Mountain Park City Wide Trail System Agricultural Presevation $400,000 $600,000 $1,000,000 230 $800,000 $9,200,000 $10,000,000 $3,250,000 $0 $3,250,000 $5,000,000 $20,000,000 $25,000,000 $250,000 $700,000 $100,000 $0 $2,000,000 $100,000 $250,000 $2,700,000 $200,000 ADOPTED CIP PLAN 2000-2010 PROJECT NO. PROJECT TITLE/LOCATION PROJECT DESCRIPTION Sub Total Number of Projects = FY 99-05 FY 05-20 TOTAL $10,550,000 8 $31,900,000 $42,450,000 Police PD-01 PD-02 Yuma Road and Estrella Parkway (Municipal office complex). Existing police offices. Sub Total Public Safety Headquarters $9,900,000 $0 $9,900,000 Dispatch Console $280,000 $10,180,000 2 $0 $0 $280,000 $10,180,000 $334,000 $418,000 $0 $0 $334,000 $418,000 $600,000 $0 $600,000 $200,000 $0 $200,000 $200,000 $143,000 $343,000 $125,000 $150,000 $1,025,000 $0 $0 $0 $125,000 $150,000 $1,025,000 $360,000 $0 $360,000 $245,440 $0 $245,440 $500,000 $0 $500,000 $250,000 $0 $250,000 $850,000 $0 $850,000 $0 $1,000,000 $1,000,000 $69,000 $0 $69,000 Number of Projects = Streets S-01 S-02 S-02-A S-03 S-04 S-05 S-06 S-07 S-08 S-09 S-10 S-11 S-12 S-13 S-14 S-15 S-16 S-17 S-18 S-19 S-20 S-21 S-22 S-23 S-24 S-25 S-26 S-27 S-28 S-29 S-30 S-31 S-32 S-33 S-34 S-35 S-36 S-37 S-38 S-39 S-40 S-41 S-42 On MC85 from Litchfeild Road to Estrella Pkwy. On Bullard Avenue from MC85 to Buckeye Canal On Estrella Pkwy from MC85 to 1-mile south of Vineyard Ave. On Rainbow Valley Rd. from Transfer Station to Queen Creek. On Rainbow Valley Rd. from Queen Creek to Riggs Road. On Elliot Road from Estrella Pkwy. To San Miguel. On San Miguel from Estrella Pkwy. To Elliot Rd. On Estrella Pkwy. From Vineyard Rd. to Elliot Rd. Rainbow Valley Rd. from Riggs Rd. to 1/4 mile pass Hunt. Via Villa St., 135th Ave., Palo Verde Rd., Manzanita Dr. Estrella Mtn. Ranch Parkway. Between 180 th Ave. and 181 st Ln. south of McDowell Rd. and north of freeway I-10. Litchfield Rd. from MC85 to Van Buren On Pebble Creek Rd. from Indian School to McDowell On Vineyard Rd. from Estrella Pkwy. to Indian Springs Rd. On Vineyard Rd. from Estrella Pkwy. to Indian Springs Rd. On Bullard Ave. from Van Buren to Yuma. On Bullard Ave. from McDowell to Thomas On Sarival Rd. from McDowell Rd. to Thomas. On Sarival Rd. from Thomas to Indian School. On Sarival Rd. from Indian School to Camelback Rd. On Thomas Rd. from Cotton Ln to Citrus Rd. On Thomas Rd. from Citrus Rd. to Perryville Rd. On Rainbow Valley from Queen Creek to Chandler Heights On Riggs Rd. from Rainbow Valley to 187th Ave. On Rainbow Valley from Riggs Rd. to Hunt Rd. On Rainbow Valley from Patterson to Hunt Rd. On Riggs Rd. form Rainbow Valley to 171st Ave. On Riggs Rd. from 171st Ave. to Estrella Pkwy. On Riggs Rd. from Estrella Pkwy. To 147th Ave. On Estrella Pkwy. From Chandler Heights to Riggs Rd. On Chandler Heights Rd. from Estrella Pkwy. To 139th Ave. On Bullard Ave. from Chandler Heights to Patterson. Thomas Road from Litchfield Rd. to Bullard Avenue On Pebble Creek Pkwy. From Thomas to Camelback Rd. On Indian School Rd. from Bullard Ave. to Pebble Creek Pkwy. On Bullard Ave. From Thomas to Indian School Bypass On Thomas from Pebble Creek to Sarival Rd. On Indian School Rd. from Pebble Creek to Sarival Rd. On Camelback Rd. from Pebble Creek to Bullard Avenue. On Yuma Rd. from Litchfield to Sarival Rd. On Yuma Rd. from Sarival Rd to Perryville. Perryville. Add Bike Lane Add Bike Lane Add Bike Lane Road Improvements Road Improvements Rejuvenate, chip seal, and stripe Rejuvenate, chip seal, and stripe Overlay 20 lane miles of Estrella Pkwy. Road Improvements North Subdivision Street Improvements Overlay Estrella Pkwy. Road Improvements in Canada Village Subdivision Road Improvements Pave and Stripe Rejuvenate, chip seal, and stripe Expand To Four lanes Paving Two Lanes Paving Two Lanes Paving Two Lanes Paving Two Lanes $0 $1,000,000 $1,000,000 $475,000 $475,000 $475,000 $475,000 $0 $0 $0 $0 $475,000 $475,000 $475,000 $475,000 Paving Two Lanes Paving Two Lanes Paving Two Lanes $0 $475,000 $475,000 $475,000 $0 $0 $475,000 $475,000 $475,000 $0 $475,000 $475,000 $0 $0 $0 $0 $0 $0 $350,000 $350,000 $350,000 $350,000 $700,000 $350,000 $350,000 $350,000 $350,000 $350,000 $700,000 $350,000 $0 $350,000 $350,000 $0 $700,000 $700,000 $0 $1,255,000 $1,255,000 $500,000 $0 $500,000 $350,000 $0 $350,000 $580,000 $0 $580,000 $0 $290,000 $290,000 $0 $475,000 $475,000 $0 $475,000 $475,000 Paving Two Lanes Paving Two Lanes Paving Two Lanes Paving Two Lanes Paving Two Lanes Paving Two Lanes Paving Two Lanes Paving Two Lanes Paving Two Lanes Paving Two Lanes Paving 1-mile of Thomas Road with curb Paving Two Lanes Expand To Four lanes Paving Two Lanes Paving Two Lanes Paving Two Lanes Paving Two Lanes Paving four lanes with median Paving four lanes with median Paving four lanes with median 231 $0 $475,000 $475,000 $0 $0 $0 $4,000,000 $4,000,000 $5,000,000 $4,000,000 $4,000,000 $5,000,000 ADOPTED CIP PLAN 2000-2010 PROJECT NO. S-43 S-44 S-45 S-46 S-47 S-48 S-49 S-50 S-51 S-52 S-53 S-54 S-55 S-56 S-57 S-58 S-59 S-60 S-61 S-62 S-63 S-64 S-65 S-66 S-67 S-68 S-69 S-70 S-71 S-72 S-73 S-74 S-75 S-76 S-77 S-78 S-79 S-80 S-81 S-82 S-83 S-84 S-85 S-86 S-87 S-88 S-89 S-90 S-91 PROJECT TITLE/LOCATION On McDowell from Pebble Creek to Jackrabbit On Thomas from Sarival Rd. to Perryville On Indian School Rd. from Sarival Rd. to Jackrabbit On Camelback Rd. from Pebble Creek to Perryville On Pebble Creek from McDowell to Thomas. On Cotton Ln. from Camelback Rd. to Southern Avenue. On Citrus Rd. from Camelback Rd. to Broadway Rd. On Perryville Rd. form Camelback Rd. to Baseline On 187th Ave. from Patterson to Chandler Heights Rd. On Camelback Rd. from Bullard Ave. to Perryville Rd. On Indian School Rd. from Bullard Ave. to Pebble Creek Rd. On Thomas Rd. from Litchfield Rd. to Bullard Ave. On Thomas Rd. from Citrus Rd. to Jackrabbit On McDowell Rd. from Pebble Creek to Jackrabbit At Fillmore and Litchfield Rd. At the intersection of McDowell Rd. and Litchfield Rd. Rd. At the intesection of Loma Linda Blvd. And Litchfield Rd. Indian School Rd. at Bullard Ave. On McDowell Rd. 1/4 mile east of Pebble Creek Rd. to 1/4 mile west of Litchfield Rd. Estrella Pkwy. From McDowell Rd. to Yuma Rd. On MC85 from Litchfield Rd. four miles west. All roads in the Old parts of the City All roads in the Wildflower Ranch Subdivision All roads in Estrella Vista Subdivision All roads in Estrella Mountain Ranch Subdivision On Bullard Ave. from Vineyard Ave. to MC85. On Broadway Rd. from Estrella Pkwy. To Litchfield Rd. All roads in Palm Valley Subdivision On Bullard Ave. from Van Buren Street to McDowell Rd. On Lower Buckeye Pkwy. From Estrella Pkwy. To Yuma Rd. On Litchfield Rd. from Broadway Rd. to MC85 On Lower Buckeye Rd. from Perryville Rd. to Estrella Pkwy. On Pebble Creek Pkwy. From Indian School Rd. to Camelback Rd. On Litchfield Rd. from Van Buren Street to Wigwam Blvd. At I-10 interchange and Bullard Ave. At I-10 interchange and Sarival Ave. At I-10 interchange and Perryville Rd. At I-10 interchange and Citrus Rd. On Hunt Rd. from Rainbow Valley to 171st Ave. On Patterson Rd. from Rainbow Valley to 147th Ave. On Chandler Heights Rd. 1-mile west of Rainbow Valley Rd. and 1-mile east of Rainbow Valley Rd. On Queen Creek Rd. 1-mile west and east of Rainbow Valley Rd. On Estrella Pkwy. From Chandler Heights Rd. to the Ranch (8-miles) On Van Buren, and Yuma Rd. Access Rd. along Litchfield Rd. Between Lancandad Blvd. And Loma Linda Blvd. Subdivisions in Goodyear (Existing) On Elwood from Cotton Ln. to Sarival On Sarival from MC 85 to McDowell Rd. PROJECT DESCRIPTION Paving four lanes with median Paving four lanes with median Paving four lanes with median Paving four lanes with median Paving four lanes with median Paving four lanes with median FY 99-05 FY 05-20 TOTAL $0 $0 $5,000,000 $1,080,000 $5,000,000 $1,080,000 $0 $5,000,000 $5,000,000 $0 $4,000,000 $4,000,000 $0 $1,000,000 $1,000,000 $0 $10,000,000 $10,000,000 $0 $9,000,000 $9,000,000 $0 $11,000,000 $11,000,000 $0 $5,000,000 $5,000,000 $0 $5,000,000 $5,000,000 Additional two lanes $0 $1,000,000 $1,000,000 Additional two lanes Additional two lanes $0 $0 $1,000,000 $2,000,000 $1,000,000 $2,000,000 Paving four lanes with median Paving four lanes with median Paving four lanes with median Additional two lanes Additional two lanes Intersection Improvements Right turn lane improvements Right turn lane improvements Construct sidewalks Street Paving Road Improvements Road Improvements Road Improvements Road Improvements Road Improvements Road Improvements Road Improvements Road Improvements Road Improvements Road Improvements Road Improvements Road Improvements Road Improvements Road Improvements Road Improvements Road Improvements Road Improvements Road Improvements Road Improvements Road Improvements Road Improvements Road Improvements Road Improvements Road Improvements Road Improvements Rail Road Crossings Road Improvements Street Improvements Paving Two Lanes Paving Two Lanes 232 $0 $5,000,000 $5,000,000 $500,000 $0 $500,000 $25,000 $0 $25,000 $25,000 $0 $25,000 $50,000 $0 $50,000 $100,000 $0 $100,000 $1,600,000 $0 $1,600,000 $3,000,000 $4,000,000 $0 $0 $0 $0 $0 $0 $0 $5,300,000 $1,200,000 $500,000 $4,000,000 $3,000,000 $3,000,000 $4,000,000 $5,300,000 $1,200,000 $500,000 $4,000,000 $3,000,000 $0 $3,000,000 $3,000,000 $0 $3,000,000 $3,000,000 $0 $1,500,000 $1,500,000 $0 $1,500,000 $1,500,000 $0 $1,500,000 $1,500,000 $0 $6,000,000 $6,000,000 $0 $1,500,000 $1,500,000 $0 $4,500,000 $4,500,000 $300,000 $300,000 $300,000 $300,000 $0 $0 $0 $0 $0 $1,500,000 $300,000 $300,000 $300,000 $300,000 $1,500,000 $0 $6,000,000 $6,000,000 $0 $3,000,000 $3,000,000 $0 $3,000,000 $3,000,000 $0 $12,000,000 $12,000,000 $0 $1,100,000 $1,100,000 $0 $3,000,000 $3,000,000 $0 $0 $0 $5,000,000 $1,080,000 $1,900,000 $5,000,000 $1,080,000 $1,900,000 ADOPTED CIP PLAN 2000-2010 PROJECT NO. S-92 S-93 PROJECT TITLE/LOCATION On Estrella Pkwy. From Narramore to Chandler Heights Rd. City Center Loop Roads Sub Total PROJECT DESCRIPTION Paving Four Lanes Paving Six Lanes Number of Projects = FY 99-05 FY 05-20 TOTAL $0 $7,000,000 $7,000,000 $0 $19,631,440 94 $2,050,000 $171,248,000 $2,050,000 $190,879,440 $400,000 $0 $400,000 $214,000 $400,000 $107,000 $214,000 $0 $0 $428,000 $400,000 $107,000 $400,000 $0 $400,000 $400,000 $0 $0 $400,000 $400,000 $400,000 $0 $400,000 $400,000 $0 $0 $400,000 $400,000 $400,000 $400,000 $0 $400,000 $400,000 $0 $0 $0 $0 $0 $0 $400,000 $400,000 $400,000 $400,000 $400,000 $400,000 $400,000 $400,000 $400,000 $400,000 $400,000 $400,000 $0 $400,000 $400,000 $0 $400,000 $400,000 $420,000 $0 $420,000 $400,000 $0 $400,000 $400,000 $0 $400,000 $400,000 $0 $400,000 Street Lights SL-01 SL-02 SL-03 SL-04 SL-05 SL-06 SL-07 SL-08 SL-09 SL-10 SL-11 SL-12 SL-13 SL-14 SL-15 SL-16 SL-17 SL-18 SL-19 SL-20 SL-21 SL-22 SL-23 SL-24 SL-25 SL-26 SL-27 SL-28 SL-29 SL-30 SL-31 SL-32 SL-33 SL-34 SL-35 SL-36 SL-37 SL-38 SL-39 SL-40 SL-41 SL-42 SL-43 SL-44 SL-45 SL-46 On Bullard Avenue from McDowell Rd. to Van Buren Street. On Vineyard Rd. On Bullard Ave. from Van Buren to Yuma On McDowell Rd. from Lichfield to Bullard Ave. On Bullard Ave. from McDowell Rd. to Thomas Rd. On Sarival Rd. from McDowell to Thomas On Sarival Rd. from Thomas to Indian School Rd. On Sarival Rd. from Indian School Rd. to Camelback Rd. On Thomas Rd. from Cotton Ln. to Citrus On Thomas Rd. from Citrus Rd. to Perryville rd. On Queen Creek from Rainbow Valley to 187th Ave. On Riggs Rd. from Rainbow Valley to 187th Ave. On Rainbow Valley South of Riggs Rd. On Rainbow Valley North of Patterson. On Riggs Rd. from Rainbow Valley to 171st Ave. On Riggs Rd. from 171st Ave to Estrella Pkwy.. On Riggs Rd. from Estrella Pkwy to 147th Ave. On Estrella Pkwy from Chandler Heights to Riggs Rd. On Chandler Heights from Estrella Pkwy. To 139th Ave. On Bullard Ave. from Chandler Heights to Patterson. On Thomas Rd. from Litchfield Rd. Bullard Ave. On Pebble Creek from. Thomas Rd. to Indian School. On Pebble Creek from. Indian School to Camelback Rd. On Bullard Ave. from Thomas to Indian School Bypass On Thomas Rd. from Pebble Creek to Sarival On Indian School Rd. from Sarival to Pebble Creek On Camelback Rd. from Pebble Creek to Bullard Ave. On Yuma Rd. from Litchfield Rd. to Sarival On Yuma Rd. from Sarival to Perryville Rd. On Estrella Pkwy. from MC85 to Yuma Rd. On Estrella Pkwy. from Yuma Rd. to I-10. On Estrella Pkwy. from MC85 to Gila River At the intersection of Loma Linda Blvd. And Litchfield Rd. At the intersection of Indian School Rd. and Bullard Ave. On Estrella Pkwy from Vineyard Rd. to Elliot Rd. On MC85 from Perryville Rd. to Litchfield Rd. On Litchfield Rd. from Broadway Rd. to Van Buren Street On Bullard Rd. from MC85 to Vineyard Ave. On Broadway Rd. from Bullard Ave. to Litchfield Rd. On Lower Buckeye Pkwy. From Estrella Pkwy. To Bullard Ave. On Van Buren St. From Perryville Rd. To Litchfield Rd. On McDowell Rd. From Perryville Rd. to Bullard Ave. On Sarival Ave. from MC85 to McDowell Rd. On Lower Buckeye Rd. from Perryville Rd. to Estrella Pkwy. On Cotton Ln. from MC85 to McDowell On Loop 303 from Thomas Rd. to Camelback Street lights Street lights Street lights Street lights Street lights Street lights Street lights Street lights Street lights Street lights Street lights Street lights Street lights Street lights Street lights Street lights Street lights Street lights Street lights Street lights Street lights Street lights Street lights Street lights Street lights Street lights Street lights Street lights Street lights Street lights Street lights Street lights Street lights Street lights Street lights Street lights $0 $400,000 $400,000 $400,000 $0 $400,000 $0 $400,000 $400,000 $400,000 $0 $400,000 $400,000 $0 $400,000 $400,000 $200,000 $0 $400,000 $0 $0 $0 $400,000 $400,000 $400,000 $400,000 $200,000 $150,000 $0 $150,000 $150,000 $0 $150,000 $0 $0 $400,000 $1,200,000 $400,000 $1,200,000 Street lights $600,000 $0 $600,000 Street lights $0 $400,000 $400,000 Street lights $0 $200,000 $200,000 Street lights $0 $200,000 $200,000 Street lights $600,000 $600,000 $1,200,000 Street lights $0 $1,000,000 $1,000,000 Street lights $800,000 $0 $800,000 Street lights $0 $800,000 $800,000 Street lights Street lights $800,000 $0 $200,000 $400,000 $1,000,000 $400,000 233 ADOPTED CIP PLAN 2000-2010 PROJECT NO. SL-47 SL-48 SL-49 SL-50 SL-51 SL-52 SL-53 SL-54 PROJECT TITLE/LOCATION On Indian School Rd. from Perryville Rd. Sarival Ave. On Indian School Rd. from Alsup Ave. to Litchfield Rd. On Citrus Rd. from MC85 to Camelback Rd. On Pebble Creek Pkwy. From McDowell Rd. to Thomas Rd. On Rainbow Valley Rd. from Patterson to Ray Rd. On Patterson Rd. from Rainbow Valley Rd. to 147th Ave. On Estrella Pkwy. From Chandler Heights Rd. to Estrella Pkwy. On Elliot Rd. from Rainbow Valley Rd. esat approximately 2 miles Sub Total PROJECT DESCRIPTION Street lights TS-34 TS-35 TS-36 TS-37 TS-38 TS-39 TS-40 TS-41 TS-42 TS-43 TS-44 TS-45 TS-46 TS-47 At the intersection of Litchfield and Yuma At Fire Station No. 3 At the intersection of Loma Linda and Litchfield Yuma and Estrella At Estrella Pkwy. And MC85 Van Buren and Estrella McDowell and Pebble Creek MC 85 and Litchfield Sarival and Van Buren Sarival and Yuma Palm Valley and McDowell Filmore and Litchfield Indian School and Pebble Creek Van Buren and Bullard Yuma and Bullard McDowell and Bullard La Jolla and Van Buren Bullard and I-10 Golf Club Drive and San Miguel Loop Road near CC Mart Vineyard and Estrella Parkway Estrella Parkway and Elliot Elliot and San Miguel San Miguel and Estrella Parkway Bullard and MC 85 Regional Mall Indian School and Park Avenue Loop Road (City Center) Van Buren and Palo Verde Litchfield and Avalon Litchfield and Fillmore At Airport and Litchfield Rd. At Freeway I-10 and Litchfield Rd. At the intersection of Indian School Rd. & Sarival Avenue At the intersection of Indian School Rd. & Loop 303 At the intersection of Indian School Rd. & Cotton Lane At the intersection of Indian School Rd. & Citrus Rd. At the intersection of Indian School Rd. & Perryville Rd. At the intersection of Thomas Rd. & Perryville Rd. At the intersection of Thomas Rd. & Citrus Rd. At the intersection of Thomas Rd. & Cotton Lane At the intersection of Thomas Rd. & Sarival Ave. At the intersection of Thomas Rd. & Pebble Creek Pkwy. At the intersection of Thomas Rd. & Bullard Ave. At the intersection of McDowell Rd. & Sarival Rd. At the intersection of McDowell Rd. & Loop 303 or Cotton Lane. At the intersection of McDowell Rd. & Citrus Rd. FY 05-20 TOTAL $0 $600,000 $600,000 Street lights $0 $400,000 $400,000 Street lights $0 $1,600,000 $1,600,000 Street lights $0 $200,000 $200,000 Street lights $0 $1,800,000 $1,800,000 Street lights $0 $800,000 $800,000 Street lights $0 $1,400,000 $1,400,000 Street lights $0 $400,000 $400,000 $8,841,000 54 $19,214,000 $28,055,000 Install new traffic signals Install new traffic signal Install new traffic signal Install new traffic signal Install new traffic signals Install new traffic signals Install new traffic signals Install new traffic signals Install new traffic signals Install new traffic signals Install new traffic signals Install new traffic signals Install new traffic signals Install new traffic signals Install new traffic signals Install new traffic signals Install new traffic signals Install new traffic signals Install new traffic signals Install new traffic signals Install new traffic signals Install new traffic signals Install new traffic signals Install new traffic signals Install new traffic signals Install new traffic signals Install new traffic signals Install new traffic signals Install new traffic signals Install new traffic signals Install new traffic signal Install new traffic signal Install new traffic signal $280,000 $225,000 $225,200 $210,000 $210,000 $210,000 $210,000 $210,000 $210,000 $210,000 $210,000 $210,000 $210,000 $210,000 $210,000 $210,000 $210,000 $420,000 $210,000 $210,000 $210,000 $210,000 $210,000 $210,000 $0 $0 $0 $840,000 $250,000 $225,000 $113,000 $225,000 $490,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $210,000 $1,880,000 $210,000 $0 $0 $0 $0 $0 $0 $280,000 $225,000 $225,200 $210,000 $210,000 $210,000 $210,000 $210,000 $210,000 $210,000 $210,000 $210,000 $210,000 $210,000 $210,000 $210,000 $210,000 $420,000 $210,000 $210,000 $210,000 $210,000 $210,000 $210,000 $210,000 $1,880,000 $210,000 $840,000 $250,000 $225,000 $113,000 $225,000 $490,000 Install new traffic signals $0 $225,000 $225,000 Install new traffic signals $0 $225,000 $225,000 Install new traffic signals $0 $225,000 $225,000 Install new traffic signals $0 $225,000 $225,000 Number of Projects = Traffic Signals TS-01 TS-02 TS-03 TS-04 TS-05 TS-06 TS-07 TS-08 TS-09 TS-10 TS-11 TS-12 TS-13 TS-14 TS-15 TS-16 TS-17 TS-18 TS-19 TS-20 TS-21 TS-22 TS-23 TS-24 TS-25 TS-26 TS-27 TS-28 TS-29 TS-30 TS-31 TS-32 TS-33 FY 99-05 Install new traffic signals $0 $225,000 $225,000 Install new traffic signals Install new traffic signals Install new traffic signals Install new traffic signals $0 $0 $0 $0 $225,000 $225,000 $225,000 $225,000 $225,000 $225,000 $225,000 $225,000 Install new traffic signals $0 $225,000 $225,000 Install new traffic signals Install new traffic signals $0 $0 $225,000 $225,000 $225,000 $225,000 Install new traffic signals $225,000 $0 $225,000 Install new traffic signals $0 $225,000 $225,000 234 ADOPTED CIP PLAN 2000-2010 PROJECT NO. TS-48 TS-49 TS-50 TS-51 TS-52 TS-53-A TS-53-B TS-54 TS-55 TS-56 TS-57 TS-58 TS-59 TS-60 TS-61 TS-62 TS-63 TS-64 TS-65 TS-66 TS-67 TS-68 TS-69 TS-70 TS-71 TS-72 TS-73 TS-74 TS-75 TS-76 TS-77 TS-78 TS-79 PROJECT TITLE/LOCATION At the intersection of McDowell Rd. & Perryville Rd At the intersection of Van Buren St. & Citrus Rd. At the intersection of Van Buren St. & Loop 303 or Cotton Ln. At the intersection of Yuma Rd. & Loop 303 or Cotton Ln. At the intersection of Lower Buckeye Rd. & Cotton Ln. At the intersection of Lower Buckeye Rd. & Sarival Ave. At the intersection of Lower Buckeye Pkwy. & Sarival Ave. At the intersection of Lower Buckeye Rd. & Estrella Pkwy. At the intersection of Lower Buckeye Rd. & Lichfield Rd. At the intersection of Broadway Rd. & Cotton Ln. At the intersection of MC85 & Sarival Ave. At the intersection of MC85 & Cotton Ln. At the intersection of Vineyard Rd. & Bullard Ave. At the intersection of Riggs Rd. & Rainbow Valley Rd. At the intersection of Chandler Heights Rd. & Rainbow Valley Rd. At the intersection of Queen Creek Rd. & Rainbow Valley Rd. At the intersection of Queen Creek Rd. & Estrella Parkway. At the intersection of Patterson Rd. & Rainbow Valley Rd. At the intersection of Patterson Rd. & Bullard Ave. At the intersection of Lower Buckeye Pkwy. & Estrella Pkwy. At the intersection of I-10 interchange & Perryville Rd. At the intersection of I-10 interchange & Citrus Rd. At the intersection of I-10 interchange & Cotton Ln. At the intersection of I-10 interchange & Sarival Ave. At the intersection of I-10 interchange & Estrella Pkwy. At the intersection of Perryville Rd. & Broadway Rd. At the intersection of Walle Dr. and Sarival At the intersection of Elwood and Sarival At the intersection of Westar & Estrella Pk At Buckeye Union High School & Estrella Pkwy. At Elliot & San Gabriel/North Lake Park At Elliot & Rainbow Valley Rd. At the intersection of Citrus & Yuma Sub Total FY 99-05 FY 05-20 TOTAL Install new traffic signals Install new traffic signals PROJECT DESCRIPTION $0 $0 $225,000 $225,000 $225,000 $225,000 Install new traffic signals $0 $225,000 $225,000 Install new traffic signals $0 $225,000 $225,000 Install new traffic signals $0 $225,000 $225,000 Install new traffic signals $0 $225,000 $225,000 Install new traffic signals $0 $225,000 $225,000 Install new traffic signals $0 $225,000 $225,000 Install new traffic signals $0 $225,000 $225,000 Install new traffic signals Install new traffic signals Install new traffic signals Install new traffic signals $0 $0 $225,000 $0 $225,000 $225,000 $0 $225,000 $225,000 $225,000 $225,000 $225,000 Install new traffic signals $0 $225,000 $225,000 Install new traffic signals $0 $225,000 $225,000 Install new traffic signals $0 $225,000 $225,000 Install new traffic signals $0 $225,000 $225,000 Install new traffic signals $0 $225,000 $225,000 Install new traffic signals $0 $225,000 $225,000 Install new traffic signals $0 $225,000 $225,000 Install new traffic signals $0 $225,000 $225,000 Install new traffic signals Install new traffic signals $0 $0 $225,000 $225,000 $225,000 $225,000 Install new traffic signals $0 $225,000 $225,000 Install new traffic signals $0 $225,000 $225,000 Install new traffic signals $0 $225,000 $225,000 Install new traffic signals Install new traffic signals Install new traffic signals Install new traffic signals Install new traffic signals Install new traffic signals Install new traffic signals $0 $0 $0 $0 $0 $0 $0 $7,943,200 80 $225,000 $225,000 $225,000 $225,000 $225,000 $225,000 $225,000 $12,425,000 $225,000 $225,000 $225,000 $225,000 $225,000 $225,000 $225,000 $20,368,200 Communications Infrastructure $340,000 $0 $340,000 Network Upgrades Client/Server Installation Consultant to study the need for a broad-ban Data Communication Infrastructure $38,000 $190,000 $100,000 $0 $668,000 5 $0 $0 $0 $20,000,000 $20,000,000 $38,000 $190,000 $100,000 $20,000,000 $20,668,000 $955,392 $1,737,998 $1,090,276 $1,747,294 $1,661,644 $542,900 $0 $0 $0 $0 $40,250 $0 $0 $0 $0 $0 $0 $170,190 $0 $0 $995,642 $1,737,998 $1,090,276 $1,747,294 $1,661,644 $542,900 $0 $170,190 $0 $0 Number of Projects = Technology TC-01 TC-02 TC-03 TC-04 TC-05 Wireless equipment would be stationed at each City facility. All City facilities.. City Hall. City of Goodyear City of Goodyear Sub Total Number of Projects = Water WA-01 WA-02 WA-03 WA-04 WA-05 WA-06 WA-07 WA-08 WA-09 WA-10 Well #6 Wellhead Treatment Well #1 Abandonment and Replacement Construction of 24" Water line Well # 20 Construction Well #19 Construction Booster Station #13 Storage Expansion Well #3 Storage Tank Replacement Well #5 Storage Tank Replacement Construction of Bullard Water Line Construction of Sarival and Lower Buckeye Water Line 235 ADOPTED CIP PLAN 2000-2010 PROJECT NO. WA-11 WA-12 WA-13 WA-14 WA-15 WA-16 WA-17 WA-18 WA-19 WA-20 WA-21 WA-22 WA-23 WA-24 WA-25 WA-26 WA-27 WA-28 WA-29 WA-30 WA-31 WA-32 WA-33 WA-34 WA-35 WA-36 WA-37 WA-38 WA-39 WA-40 WA-41 WA-42 WA-43 WA-44 WA-45 WA-46 WA-47 WA-48 WA-49 WA-50 WA-51D WA-51R WA-52 PROJECT TITLE/LOCATION PROJECT DESCRIPTION Construction of 165th Ave. 12" Water Line Water Transmission Pipeline Water Distribution Water Distribution Water Distribution Water Tanks CAP Recharge Facility Water Treatment Facility Ground Storage Tanks Water Distribution Water Distribution Water Distribution Water Distribution Water Distribution Water Distribution Water Distribution Storage Tank Storage Tank Storage Tank Estrella Mountain Ranch System Modificaiton Storage Tank Water Distribution Water Distribution Water Distribution 2.0 mg Water Storage Tank 2.0 mg Water Storage Tank 2.0 mg Water Storage Tank 2.0 mg Water Storage Tank CAP Water Acquisitions White Tanks Recovery Wells Well #12 Wellhead Treatment System Wells #16 and #17 Wellhead Treatment System Estrella Mountain Ranch Water Supply Improvments West Side Water Distribution Future Wells and Storage SCADA System (Supervisory Control & Data Acquisitions) SCADA System Upgrades at exiting facilities Estrella Mountain Ranch Water System SCADA System Upgrades at exiting facilities (EMR) Well Inventory & Assessment/Exploratory Wells Well Inventory & Assessment/Exploratory Wells Purchase LPSCO Water System Purchase LPSCO Water System Well Inventory & Assessment/Exploratory Wells (Hidden Valley) Sub Total Number of Projects = Wastewater SW-01 SW-02 SW-03 SW-04 SW-05 SW-06 SW-07 SW-08 SW-09 SW-10 SW-11 SW-12 SW-13 SW-14 SW-15 SW-16 SW-17 SW-18 SW-19 SW-20 SW-21 SW-22 157th Avenue WWTP Phase IV Expansion 157th Avenue WWTP Phase V Expansion 157th Avenue WWTP Phase VI Expansion 157th Avenue WWTP Phase VII Expansion 157th Avenue WWTP Phase VIII Expansion McDowell Rd. Interceptor Sewer Bullard I-10 Scenario 4 Sanitary Sewer Estrella Parkway Interceptor Sewer Connecting Sewer to WWTP Phase I Bullard Avenue Interceptor Sewer Sarival Avenue Inteceptor Sewer East Cotton Lane Interceptor Sewer Broadway Rd. Interceptor Sewer Citrus Rd. Interceptor Sewer State Rd. 85 Force Main and Interceptor Sewer West Cotton Lane Interceptor Sewer Connecting Sewer to WWTP Phase II Wastewater Master Plans (1985-1999) Estrella Mtn. Ranch WW Interceptor Sewers Corgett Basin WRP Expansion Lum Basin WRP Waterman Basin WRP 236 FY 99-05 FY 05-20 TOTAL $0 $5,859,459 $0 $494,466 $335,369 $5,695,699 $0 $1,934,920 $449,936 $701,256 $620,858 $0 $449,936 $1,368,529 $649,138 $641,720 $0 $0 $524,307 $0 $0 $0 $0 $0 $1,010,160 $0 $0 $17,105,639 $3,074,585 $868,091 $846,040 $385,520 $602,857 $0 $0 $0 $0 $0 $0 $5,640,785 $36,431,673 $1,934,920 $0 $0 $0 $305,976 $0 $0 $0 $0 $641,720 $641,720 $524,307 $989,420 $788,401 $269,065 $5,792,072 $1,010,160 $0 $1,010,160 $1,010,160 $73,643,559 $0 $0 $0 $0 $1,808,568 $6,990,145 $0 $5,859,459 $0 $494,466 $335,369 $11,336,484 $36,431,673 $3,869,840 $449,936 $701,256 $620,858 $305,976 $449,936 $1,368,529 $649,138 $641,720 $641,720 $641,720 $1,048,614 $989,420 $788,401 $269,065 $5,792,072 $1,010,160 $1,010,160 $1,010,160 $1,010,160 $90,749,198 $3,074,585 $868,091 $846,040 $385,520 $2,411,425 $6,990,145 $202,900 $0 $202,900 $573,400 $4,748,720 $42,700 $476,410 $2,900,000 $0 $0 $0 $14,246,161 $0 $0 $0 $2,084,050 $3,047,923 $573,400 $18,994,881 $42,700 $476,410 $2,900,000 $2,084,050 $3,047,923 $0 $2,900,000 $2,900,000 $60,298,119 53 $161,921,385 $222,219,504 $19,349,595 $1,600,000 $0 $0 $0 $0 $0 $0 $1,987,970 $6,626,355 $2,180,668 $4,703,650 $0 $0 $0 $0 $0 $0 $3,400,000 $5,040,000 $7,700,000 $0 $0 $17,795,000 $17,150,000 $16,400,000 $948,500 $0 $0 $0 $0 $0 $0 $0 $1,974,680 $3,299,949 $5,451,823 $1,892,559 $1,364,562 $0 $12,883,680 $7,840,000 $15,750,000 $11,480,000 $19,349,595 $19,395,000 $17,150,000 $16,400,000 $948,500 $0 $0 $0 $1,987,970 $6,626,355 $2,180,668 $4,703,650 $1,974,680 $3,299,949 $5,451,823 $1,892,559 $1,364,562 $0 $16,283,680 $12,880,000 $23,450,000 $11,480,000 ADOPTED CIP PLAN 2000-2010 PROJECT NO. SW-23 SW-24 SW-25 SW-26 Reuse-Water RC-01 RC-02 RC-03 RC-04 RC-05 RC-06 RC-07 RC-08 RC-09 RC-10 RC-11 RC-12 RC-13 PROJECT TITLE/LOCATION PROJECT DESCRIPTION FY 99-05 FY 05-20 TOTAL $0 $0 $7,588,010 $9,000,000 $130,818,763 $256,100 $345,000 $7,588,010 $9,000,000 $184,008,101 Number of Projects = $256,100 $345,000 $0 $0 $53,189,338 26 $0 $1,837,003 $0 $5,263,080 $0 $0 $4,545,781 $5,263,000 $0 $2,915,820 $1,620,160 $1,620,160 $8,000,000 $31,065,004 $1,294,737 $1,837,003 $0 $8,718,120 $847,203 $108,729 $4,545,781 $5,263,000 $565,043 $4,675,060 $2,216,557 $2,185,203 $8,000,000 $40,256,436 Number of Projects = $1,294,737 $0 $0 $3,455,040 $847,203 $108,729 $0 $0 $565,043 $1,759,240 $596,397 $565,043 $0 $9,191,432 13 $2,000,000 $7,000,000 $7,100,000 $100,000 $100,000 $1,000,000 $17,300,000 6 $14,009,920 $0 $0 $0 $0 $7,700,000 $21,709,920 $16,009,920 $7,000,000 $7,100,000 $100,000 $100,000 $8,700,000 $39,009,920 $280,000 $1,000,000 $1,000,000 $1,000,000 $3,280,000 4 $0 $0 $49,000,000 $742,400 $49,742,400 $280,000 $1,000,000 $50,000,000 $1,742,400 $53,022,400 $234,712,729 380 $787,273,272 $1,021,986,001 Corgett Relief Sewer Lum Basin Interim Pump Station Purchase LPSCO Sewer System Corgett WRP and Lum WRP interconnect line Sub Total Reclaimed Water Lines- Phase I Reclaimed Water Lines- Phase II Bullard Reclaimed Water Line SAT Facility #2 Reclaimed Water Line SAT Facility #1 Upgrade Reclaimed Water Line SAT Facility #3 Reclaimed Water Line Reuse Pump Station Upgrade Reclaimed Water Line Reclaimed Water Line SAT Facility #4 Sub Total Municipal Facilities MU-01 Northwest Corner of Yuma & 155th Ave. MU-02 City of Goodyear MU-03 City of Goodyear MU-04 City of Goodyear MU-05 Old areas of the City MU-06 City of Goodyear Sub Total City Hall City Library Corporate Yard Social Services Planning Study Revitalizing Old Areas, Planning Study Cultural/Arts; ROW Acquisition Number of Projects = Transit Facilities TR-01 TR-02 TR-03 TR-04 The City of Goodyear Van Buren Street and other areas City of Goodyear Two Locations Sub Total City Transit Bus Construction of Bus Bays Mass Transit Facilities Park and Ride Number of Projects = Total Total Number of Projects = 237 CIP COMMITTEE RECOMMENDATIONS Project Categories Water Sewer Municipal Buildings Bridges Streets Fire Parks & Recreation Police Reuse Water Drainage Traffic Signals Transit Street Lights Technology 36,708 Recommended Approved Bonding For Bond By The Voters Percent Authority Election eptember 12, 2000 Of Total 11,815,500 7,449,500 6,500,000 0 3,260,000 5,500,000 2,260,000 7,750,000 0 1,000,000 0 0 0 0 40,000,000 30,000,000 11,000,000 12,000,000 8,000,000 5,000,000 8,000,000 2,500,000 6,000,000 4,000,000 5,000,000 3,250,000 3,000,000 1,000,000 51,815,500 37,449,500 17,500,000 12,000,000 11,260,000 10,500,000 10,260,000 10,250,000 6,000,000 5,000,000 5,000,000 3,250,000 3,000,000 1,000,000 28% 20% 9% 7% 6% 6% 6% 6% 3% 3% 3% 2% 2% 1% 45,535,000 138,750,000 184,285,000 100% 6,500,000 0 3,260,000 5,500,000 7,750,000 0 0 0 23,010,000 11,000,000 12,000,000 8,000,000 5,000,000 2,500,000 5,000,000 3,250,000 1,000,000 47,750,000 17,500,000 12,000,000 11,260,000 10,500,000 10,250,000 5,000,000 3,250,000 1,000,000 70,760,000 2,260,000 1,000,000 0 3,260,000 8,000,000 4,000,000 3,000,000 15,000,000 10,260,000 5,000,000 3,000,000 18,260,000 Enterprise Supported 20% Projects: Water 11,815,500 Sewer 7,449,500 Reuse Water 0 Total 19,265,000 40,000,000 30,000,000 6,000,000 76,000,000 51,815,500 37,449,500 6,000,000 95,265,000 Total Six Percent Projects: Municipal Buildings Bridges Streets Fire Police Traffic Signals Transit Technology Total Twenty Percent Projects: Parks & Recreation Drainage Street Lights Total 238 FINANCIAL TRENDS Population Description Changes in population can have a direct effect on City revenues because many taxes are collected on a per capita basis. Many intergovernmental revenues are distributed according to population, and because population level appears indirectly related to such issues as employment, income, and property value. Analysis A gradual increasing population trend is considered favorable. The City is experiencing rapid growth in population, and a corresponding rapid growth in demand for municipal services. During the measurement period the average annual percent change in population was 18 percent. The population doubled during the measurement period. The 2000 census validated Goodyear’s growth resulting in a larger percentage of intergovernmental revenues that are distributed based on population. Goodyear’s State Shared revenues increased $2.0 million per year as a direct result of the census. Population 35,010 31,889 30,010 27,030 25,010 22,820 19,695 20,010 15,010 17,085 14,305 12,205 10,010 5,010 10 97/98 98/99 99/00 00/01 239 01/02 02/03 03/04 Inflation Description The Gross Domestic Product Deflator Index (GDP) is considered by some to be the best measure of overall inflation in the economy. The GDP is also the index that the Arizona Constitution and the Arizona Revised Statutes require in calculating expenditure limits for cities and towns. Stability in price level is generally considered beneficial and continued low rates of inflation indicate a positive trend. Analysis The rate of inflation over the measurement period has been low and has averaged slightly over two percent. Strong economic growth and tight labor markets continue to put little pressure on consumer inflation. Recent predictions are indicating historically low, stable levels of inflation. Inflation Increases 3.50% 3.00% 3.00% 2.69% 2.50% 2.50% 2.05% 2.00% 1.86% 1.66% 1.50% 1.18% 1.00% 0.50% 0.00% FY 97-98 FY 98-99 FY 99-00 FY 00-01 240 FY 01-02 FY 02-03 FY 03-04 Business Activity Description The level of business activity affects the City’s financial condition directly by revenue sources such as sales tax receipts and indirectly to the extent that a change in business activity affects other demographic and economic areas such as employment base, personal income, or property values. Changes in business activity also tend to be cumulative, causing a positive or negative impact on all related factors such as employment base, income, property value, etc. Analysis Sales tax revenue has increased steadily over the past five years. Sales tax revenues have doubled during the measurement period. This trend is considered very favorable. Goodyear’s business activity continues to benefit from the economic expansion, even though consumer confidence is low on a national level. In addition, median household income has increased over the measurement period and directly supports the increase in sales tax revenue. Sales Tax Revenue $16,000,010 $14,944,093 $14,000,010 $12,525,772 $12,000,010 $13,275,434 $10,834,729 $10,000,010 $8,000,010 $7,855,170 $6,000,010 $4,000,010 $2,000,010 $10 FY 99-00 FY 00-01 FY 01-02 241 FY 02-03 FY 03-04 Property Value Description Property value is important because property tax is one of the City’s largest revenue sources. With Goodyear maintaining a relatively stable tax rate, the higher the aggregate property value, the higher the revenue that will be generated. The net assessed value is used as an indicator of the City’s aggregate property value on which the property tax rate is applied to compute City property tax revenue. Analysis Assessed valuation is increasing which is a good indicator of the community’s economic well-being and revenue base. Assessed property values tripled during the measurement period. Property values are expected to grow by 18 percent in FY 03-04, based on continued residential and commercial growth. Net Assess Value (000's) $300,000,010 $238,750,061 $250,000,010 $201,979,064 $200,000,010 $160,675,712 $150,000,010 $100,000,010 $124,823,974 $95,857,615 $82,220,999 $50,000,010 $10 FY 98-99 FY 99-00 FY 00-01 242 FY 01-02 FY 02-03 FY 03-04 Revenue Per Capita Description Per capita operating revenue shows how operating revenue is changing relative to changes in the level of population. As population increases, it might be expected that the need for services would increase proportionately and, therefore, the level of per capita revenue should remain at least constant in real terms. If per capita revenue is decreasing, it would be expected that the City would be unable to maintain existing service levels unless it were to find to find new revenue sources or ways to save money. This reasoning assumes that the cost of services is directly related to population level. Analysis The net constant dollar revenue per capita (revenue/deflated/capita) has decreased -3.50 percent over the measurement period. In addition, during this same time period, service demands have increased, indicating a pattern of increased demand for services and lack of funding sources. Revenues per capita slightly decreased in FY 02-03 but is expected to increase in FY 03-04 with more commercial construction being completed to balance Goodyear’s growing residential population. Revenues Deflated per Capita $1,610 $1,410 $1,340 $1,390 $1,426 $1,304 $1,255 $1,210 $1,212 $1,010 $810 $610 $410 $210 $10 FY 98-99 FY 99-00 FY 00-01 243 FY 01-02 FY 02-03 FY 03-04 Property Tax Revenue Description Property tax revenue is an important source to consider individually because it comprises the City’s second largest single revenue source next to the City sales tax revenue. The primary component of property tax is for maintenance and operations of the City and the secondary component is restricted for debt retirement. Analysis Property tax revenue continues to show an increasing trend. Goodyear’s primary tax levy is estimated to increase and the secondary levy is estimated to increase in FY 03-04 premised upon increased assessed value forecasts from the County Assessor. Based on continued residential and commercial growth, property tax revenue should increase in the coming year with assessed property values expected to grow by 18 percent. Goodyear’s FY 03-04 combined tax rate is expected to remain stable at $2.04 from the previous fiscal year. Property Tax Revenues $6,000,010 $5,079,777 $5,000,010 $4,304,906 $4,000,010 $3,205,524 $3,000,010 $2,685,244 $2,076,367 $2,000,010 $1,770,275 $1,000,010 $10 FY 1999 FY 2000 FY 2001 244 FY 2002 FY 2003 FY 2004 Expenditures Per Capita Description Per capita operating expenditures reflect changes in operating expenditures relative to changes in population. Increasing per capita expenditures can indicate the cost of providing services is outstripping the City’s ability to pay, especially if spending is increasing faster than the City’s property, sales or other relevant tax base. If the increase in spending is greater than would be expected from continued inflation and cannot be explained by the addition of new services, it can be an indicator of declining productivity. Analysis Expenditures per capita decreased from FY 02-03 to FY 03-04. In addition, during this same time period, service demands have increased, indicating more effective resource utilization. Expenditures/Deflated/Capita $1,610 $1,410 $1,465 $1,387 $1,365 $1,387 $1,226 $1,210 $1,160 $1,010 $810 $610 $410 $210 $10 FY 98-99 FY 99-00 FY 00-01 245 FY 01-02 FY 02-03 FY 03-04 Employees Per Capita Description Personnel costs are a major portion of the City’s operating budget. Plotting changes in the number of employees to population is a way to measure changes in expenditures. An increase in employees to population may indicate that expenditures are rising faster than revenues, that the City is becoming more labor intensive, or that productivity is declining. A decrease in employees to population may indicate that productivity is increasing, and/or that municipal service levels maybe declining. Analysis Full Time Employees (FTE) include all authorized, benefited positions. The FTE ratio per 1,000 citizens has declined over the measurement period even though 25 new programs/ departments/support have been added. This could indicate that levels of employee productivity are good, and the City is not becoming more labor intensive. Employees Per 1000 Capita 12.00 11.11 10.48 10.21 10.34 10.00 9.43 8.78 8.00 6.00 4.00 2.00 FY 98-99 FY 99-00 FY 00-01 246 FY 01-02 FY 02-03 FY 03-04 Debt Service Per Assessed Valuation Description Debt Service is the annual principal and interest payments that the City has incurred for the addition of needed infrastructure. Debt service includes all payments for debt the City has issued including General Obligation Bonds, Revenue Bonds, and Excise Tax Pledged Bonds. It does not include debt of overlapping jurisdictions (school districts, CFDs, and County). The assessed value is the most generally available measure of community wealth. The concern is that long-term debt should not exceed the City’s resources for paying the debt. Analysis Long-term debt as a percent of assessed valuation over the measurement period has ranged between 1.49 to 1.62 percent. The debt burden is expected to meet the needs of a growing city. In addition, median household income has increased over the measurement period and is an indicator of the community’s ability to pay for the required debt. Debt Service as a Percent of Assessed Valuation 3.00% 2.50% 2.51% 2.56% 2.10% 2.00% 1.57% 1.62% FY 01-02 FY 02-03 1.50% 1.49% 1.00% 0.50% 0.00% FY 98-99 FY 99-00 FY 00-01 247 FY 03-04 Appendix -Document Glossary -Community Characteristics -Legal Budget Schedules APPENDIX DOCUMENT 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. ADOPTED Formal action by the City Council which permits the City to incur obligations and to make expenditures of resources. 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. BEGINNING BALANCE The beginning balance is the residual non-restricted funds brought forward from the previous fiscal year (ending balance). BOND A long-term “IOU” or promise to pay. It is a promise to repay a specified amount of money (the face value of the bond) on a particular date (maturity date). Bonds are used primarily for financing capital projects. CAPITAL BUDGET The appropriation of bonds or operating revenue for improvements to city facilities including buildings, streets, water and sewer lines, and parks. CAPITAL OUTLAY Fixed assets which have a value of $1,000 or more and have a useful economic life of more than one year. 248 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. 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. DISBURSEMENT The expenditure of moneys from an account. DIVISION An organized unit within a department. EMPLOYEE BENEFITS Contributions made by a government to meet commitments or obligations for employee benefits. Included are the government’s share of costs for social security and the various pension, medical and life insurance plans. 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. 249 ENDING BALANCE The residual non-restricted funds that are spendable or available for appropriation at the end of the fiscal year. 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. ESTIMATED Estimated, as used throughout the budget document, represents the original adopted budget plus any approved changes and anticipated year-end savings. 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, 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. 250 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 year’s adopted budgets. 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. 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. INTERGOVERN-MENTAL REVENUES Revenues levied by one government but shared on a predetermined basis with another government or class of governments. 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 251 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 voter-approved bonds. 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 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). 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. 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 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. 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. 252 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 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. USER CHARGES The payment of a fee for direct receipt of a public service by the party who benefits from the service. 253 COMMUNITY CHARACTERISTICS Economic Development As established by Focused Future II, the City of Goodyear’s second five-year strategic plan for economic development, the following four business areas have been established as priorities of the Economic Development (ED) Department. • • • • retail and hospitality high tech - aerospace food, fiber and natural products plastics and general manufacturing Retail/Hospitality • Two new power centers have opened during the past year. At Palm Valley Cornerstone, SWC Dysart and I-10, Lowe’s Home Improvement Warehouse and Discount Tire are now in business. This represents approximately 200,000 square feet of retail. At build-out, the center will consist of 600,000 square feet of additional retail for the City. • The second, Palm Valley Pavilions West, NWC Litchfield and I-10 is virtually completed. Best Buy, Linens ‘n’ Things, Ross, Famous Footwear, Sleep America and Pier 1 imports are among the stores now open. • M&I Bank has opened at the SWC Litchfield Road and Thomas. • Sales tax increased by $2.6 million (w/o construction sales tax) over the previous year; an increase of 18% over 2001-02. The retail industry provides the City of Goodyear with the greatest overall economic benefit of all industries. Regional retail is particularly valuable, because it generates heavy sales tax dollars, the majority of which are imported from outside the City. Retail businesses use little water, have low Infrastructure requirements, and are clean industries. Focused Future participants stated their Number One goal for the City of Goodyear as retail development, and especially the establishment of a regional mall. Office Palm Valley Office Park II, by SunCor is located at NWC of Litchfield and McDowell Roads. 41,000 square feet of Class A finance, insurance and real estate (FIRE), and medical/ dental offices. 254 Industrial MasTec, a telecom infrastructure company, relocated their operation from Phoenix to south of MC85 on Litchfield Road and occupies a 12,000 square feet facility with 24 employees. TIMCO Aviation Services, Inc. acquired the assets of Aviation Management Systems at the Phoenix-Goodyear Airport. They are currently at 250 employees and are planning to expand. MAJOR RETAIL & HOSPITALITY EMPLOYERS: (Combined estimated employment for this sector is 1500) 120 160 125 120 120 108 76 85 60 60 58 50 50 50 40 40 40 Fry’s Safeway Pebble Creek Macaroni Grill Target Cracker Barrel Albertsons T.G.I. Friday’s Black Angus Chili’s Applebee’s Best Western Hampton Inn & Suites On the Border Bennett’s Steakhouse Holiday Inn Michael’s Grocer Grocer Resort Community Restaurant Department Store Restaurant & store Grocer Restaurant Restaurant Restaurant Restaurant Motel/Restaurant/Lounge Hotel Restaurant Restaurant Motel Crafts MANUFACTURING EMPLOYERS: (Combined estimated employment for these firms is 2700) 560 497 400 356 300 160 150 100 100 96 89 62 50 50 30 Lockheed Martin - Arizona McLane Distributing Cavco Rubbermaid Timco Aviation Lufthansa Airline Training Center Kysor Panels Adapto Snyder’s of Hanover Poore Brothers, Inc. Walle Corporation Insamet Arizona Galvanizing Simpson-Norton Southwest Specialty Food Defense Systems, Aerospace, Grocery Distributor Modular Homes Home Products Aircraft Maintenance International Commercial Pilot Training Commercial Refrigerators Precision Machining, Air Bag Components Pretzels, Snack Foods Potato Chips, Snack Foods Consumer Labels Aluminum Mining Commercial Steel Galvanizing Equipment/Irrigation Systems Sauces and Salsas 255 AREA CLUBS & ORGANIZATIONS The American Cancer Society American Legion Post #61 Agua Fria Union School Key Club Agua Fria Union School FFA Agua Fria Union School ROTC Avondale Moose Lodge #2078 Eastern Star Estrella Rotary Club Estrella Toastmaster Club Goodyear/Avondale Lions Club Litchfield Kiwanis Club Girl Scouts Boy Scouts Soroptomist Club Southwest Volunteer Services Tri-City West Boys & Girls Club VFW Post 10308 West Valley Artists West Valley Fine Arts Council White Tanks Rotary Club 623-224-0880 623-932-4960 623-932-4250 623-932-4250 623-932-4250 623-932-4022 623-935-3460 623-935-3888 623-386-0106 623-877-8793 623-935-2249 623-932-0163 623-955-7747 623-876-5940 623-925-6601 623-932-1154 623-932-9052 623-877-9113 623-935-6384 623-877-0667 AREA BANKS Bank Of America Bank One Community Bank Wells Fargo Bank Wells Fargo Bank 1198 S Litchfield Rd 1370 N. Litchfield Road 11 W Van Buren St., Avndl 600 E Van Buren St. 14139 W. Indian School Bypass 623-973-7932 623-589-3757 623-932-4000 623-528-7307 623-935-1274 AREA GOLF COURSES Estrella Mountain Palm Valley Pebble Creek Wigwam Falcon Falcon Dunes Estrella Mtn Ranch Estrella Pkwy Vineyard 2211 N. Litchfield Road 3639 Clubhouse Drive 451 N. Litchfield Rd., Ltchfld Pk 15151 W. Camelback Road Luke Airforce Base, Glndl. 11800 Golf Club Drive 256 623-932-3714 623-935-2500 623-935-6750 623-935-9414 623-935-7800 623-535-8355 623-386-2600 PUBLIC SCHOOLS Agua Fria Union High 530 East Riley Drive Avondale, Az 85323 623-932-4250 Estrella Mtn Comm College Thomas & Dysart Road Avondale, Az 85323 623-935-8000 Avondale Elem. School District Office 235 West Western Ave Avondale, Az 85338 623-932-3051 Estrella Mtn Elem School 10963 South San Miguel Goodyear, Az 85338 623-386-3515 Buckeye Union High District Office 902 East Eason Ave Buckeye, Az 85326 623-386-4423 Litchfield Elem School District Office 553 Plaza Circle Litchfield Park, Az 85340 623-935-0000 Palm Valley Elem. School 2801 N. 135th Ave Goodyear, AZ 623-935-0050 Western Sky Middle School 4095 N. 144th Ave Goodyear, AZ 85338 623-935-0060 Wildflower Ranch Elem. School 325 South Wildflower Drive Goodyear, AZ 85338 623-932-0810 Millennium High School 14802 W. Wigwam Blvd. Goodyear, AZ 85338 257 Schedule A 258 * ** 23,954,716 (1,527,050) 15,249,046 (1,527,050) 5,079,777 2,049,800 2003-04 10,800,000 10,800,000 134,345,578 127,542,561 134,345,578 127,542,561 6. EEC or voter-approved alternative expenditure limitation 134,345,578 127,542,561 134,345,578 127,542,561 2002-03 10,800,000 10,800,000 5. Amount subject to the expenditure limitation 4. Less: estimated exclusions 33,313,425 53,690,749 33,313,425 115,506,756 3. Budgeted expenditures/expenses adjusted for reconciling items 2. Add/subtract: estimated net reconciling items 1. Budgeted expenditures/expenses EXPENDITURE LIMITATION COMPARISON 54,807,406 13,092,401 26,353,209 134,345,578 4,304,906 9,894,753 13,092,401 4,304,906 67,339,783 26,353,209 2003-04 SOURCES OTHER FINANCING 4,511,577 1,000,000 617,280 286,810 1,000,000 822,624 617,280 $ 1,784,863 4,511,577 1,784,863 1,000,000 1,784,863 $ 1,726,714 144,541,249 31,001,512 2,667,080 68,226,605 31,001,512 2,335,349 617,280 $ 40,310,703 $ 127,542,561 22,184,526 2,667,080 62,009,571 22,184,526 2,799,348 2,667,080 37,882,036 TOTAL INTERFUND TRANSFERS FINANCIAL BUDGETED RESOURCES EXPENDITURES 2003-04 AVAILABLE EXPENSES IN 2003-04 2003-04 Includes Expenditure/Expense Adjustments Approved in 2002-03 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. 2. Special Revenue Funds 3. Debt Service Funds Available 4. Less: Designation for Future Debt Retirement 5. Total Debt Service Funds 6. Capital Projects Funds 7. Enterprise Funds Available 8. Less: Designation for Future Debt Retirement 9. Total Enterprise Funds 10. Expendable Trust Funds 11. Nonexpendable Trust Funds TOTAL ALL FUNDS 1. General Fund FUND UNRESERVED ESTIMATED ADOPTED FUND DIRECT REVENUES BUDGETED ACTUAL BALANCE/ PROPERTY OTHER THAN EXPENDITURES EXPENDITURES RETAINED TAX PROPERTY EXPENSES EXPENSES EARNINGS AT REVENUES TAXES 2002-03* 2002-03** 7-1-2003** 2003-04 2003-04 Primary: $ 33,045,542 $ 24,847,732 $ 10,232,720 $ 3,029,977 $ 26,989,857 Secondary: 3,302,138 2,667,615 2,049,800 1,512,725 4,304,906 4,304,906 City Of Goodyear Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2003-04 LEGAL SCHEDULES City of Goodyear Summary of Tax Levy and Tax Rate Information Fiscal Year 2003-04 2002-03 FISCAL YEAR 1. 2. 3. Maximum allowable primary property tax levy. A.R.S. §42-17051(A). $ Amount received from primary property taxation in the 2001-02 fiscal year in excess of the sum of that year's maximum allowable primary property tax levy. A.R.S. §42-17102(A)(18). $ 2,597,865 $ 3,029,977 $ 3,029,977 - Property tax levy amounts $ A. Primary property taxes 2,597,865 1,678,864 B. Secondary property taxes C. Total property tax levy amounts 4. 2003-04 FISCAL YEAR $ 4,276,729 $ 2,597,865 $ 2,597,865 $ 1,678,864 $ 1,678,864 $ 4,276,729 2,049,800 $ 5,079,777 Property taxes collected* A. Primary property taxes (1) 2002-03 levy (2) Prior years’ levy (3) Total primary property taxes B. Secondary property taxes (1) 2002-03 levy (2) Prior years’ levy (3) Total secondary property taxes C. Total property taxes collected 5. Property tax rates A. City/Town tax rate 1.2862 0.7575 2.0437 (1) Primary property tax rate (2) Secondary property tax rate (3) Total city/town tax rate 1.2691 0.7746 2.0437 B. Special assessment district tax rates Secondary property tax rates - As of the date the proposed budget was prepared, the City was operating eight (8) special assessment districts for which secondary property taxes are levied. For information pertaining to these special assessment districts and their tax rates, please contact the City. * 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. 259 Schedule B City of Goodyear Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2003-04 Budget FY 02-03 Revised FY 02-03 Budget FY 03-04 13,275,434 14,211,246 14,944,093 580,800 113,000 114,000 10,136 11,000 14,104,370 594,195 115,606 116,629 10,370 683,324 132,947 134,124 11,925 15,048,046 15,906,413 State Income Tax State Shared Sales Tax Auto In-Lieu Tax State Shared Revenues 2,040,589 1,473,458 425,385 3,939,432 2,097,862 1,514,814 437,324 4,050,000 1,706,817 1,496,120 425,385 3,628,322 Building & Zoning Fees 4,100,000 5,429,842 5,429,842 50,000 50,000 423,803 Investment Earnings City Court Revenues West Caps Miscellaneous Revenue All Other Revenue 150,000 368,000 1,454,283 1,972,283 50,000 296,000 95,410 1,542,917 1,984,327 50,000 423,768 1,127,709 1,601,477 Total General Fund 24,166,085 26,562,215 26,989,857 1,225,977 124,591 1,225,977 124,591 1,350,568 1,350,568 1,309,752 141,733 61,240 1,512,725 Fund General Fund: City Sales Tax Total TLD&B Tax Franchise Tax-Electric Franchise Tax-Gas Franchise Tax-Cable TV Franchise Tax - Citizens Delinquent Sales Tax Local Taxes Police Grants Special Revenue Funds: State Gasoline Tax Lottery Revenue Miscellaneous Revenue Total Highway User Revenue Fund Total Drug Alliance Grant Fund Total Special Revenue Funds Schedule C 1,350,568 260 1,350,568 1,512,725 City of Goodyear Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2003-04 Budget FY 02-03 Revised FY 02-03 Budget FY 03-04 58,386,000 1,581,900 16,376,829 2,991,000 50,096,000 3,594,749 59,967,900 19,367,829 53,690,749 Water Fees Sewer Fees Water & Sewer CIP Fees Subtotal Water & Sewer Sanitation Fees 3,682,448 3,099,646 9,839,000 16,621,094 1,929,263 3,436,918 2,874,271 4,121,692 10,432,881 2,043,130 3,952,456 4,090,412 22,920,957 30,963,825 2,349,600 Total Enterprise Funds 18,550,357 12,476,011 33,313,425 104,034,910 59,756,623 115,506,758 Fund Capital Project Funds CIP Funds Development Fee Funds Total Capital Project Funds Total All Funds 261 Schedule C City of Goodyear Summary by Fund Type of Other Financing Sources/ and Interfund Transfers Fiscal Year 2003-04 Other Financing Sources Uses Fund General Fund Highway User Fund Debt Service Fund CIP Fund Interfund Transfers In Out 1,784,863 822,624 617,280 286,810 Total General Fund - - 1,784,863 Highway User Fund 822,624 Debt Service Fund 617,280 1,726,714 Development Fee Funds Capital Improvement Project Funds Enterprise Funds Total All Funds Schedule C 10,800,000 10,800,000 262 10,800,000 10,800,000 286,810 1,000,000 1,000,000 1,784,863 4,511,577 4,511,577 City of Goodyear Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2003-04 Fund/Department Mayor and Council Community Services Supp City Court Special Events Attorney Prosecutor Human Resources City Manager City Clerk Economic Development Community Initiatives CFD Estrella CFD Contract-SunCor CFD Administration Admin Support Services ITS GIS Risk Management Finance Budget Office Interim Office Building Community Development Engineering Deputy City Manager Aquatics Facility Recreation Contingency Public Works Admin Adopted Budget FY 02-03 Approved Budget Adjustments FY 02-03 338,681 364,172 547,222 147,031 221,738 184,045 353,564 535,669 477,472 1,327,287 481,147 2,080 82,688 427,012 1,962,215 272,000 509,457 1,001,825 183,892 93,000 887,124 1,084,700 177,430 358,822 41,894 4,380,433 935,830 263 14,889 78,340 137,196 Actual Expenditures FY 02-03 Adopted Budget FY 03-04 157,516 236,707 541,949 128,589 236,637 160,620 322,010 451,359 413,837 955,927 427,330 1,857 43,373 339,057 1,538,281 118,607 501,981 734,373 183,689 171,340 835,075 1,013,068 314,626 201,922 23,929 672,148 389,596 370,000 578,161 140,997 271,194 212,445 488,991 601,670 635,999 1,797,972 773,137 114,945 489,930 1,778,539 196,064 646,023 1,076,832 250,638 438,185 1,031,344 1,118,421 511,058 330,884 103,420 3,579,952 849,799 Schedule E City of Goodyear Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2003-04 Fund/Department Fleet Services Parks Building Services Building Safety Police Telecommunications Fire & Emergency Services Fire Community Services General Fund HURF Fund--Streets Drug Alliance Fund West Cap Total Special Revenue Debt Service Fund Water & Sewer Fund Sanitation Total Enterprise Funds Adopted Budget FY 02-03 Approved Budget Adjustments FY 02-03 410,014 1,504,320 280,447 1,057,325 5,368,570 1,755,414 5,291,022 33,045,542 3,302,138 28,056 (258,481) - - 3,302,138 - Actual Expenditures FY 02-03 Adopted Budget FY 03-04 438,070 1,282,280 261,178 889,302 4,833,574 1,523,982 4,893,542 - 427,094 1,535,425 401,631 1,013,291 6,622,680 2,133,679 6,972,040 24,847,732 2,667,615 - 37,882,036 2,759,348 40,000 2,667,615 2,799,348 4,304,906 - 4,304,906 2,667,080 24,615,808 1,737,401 - 11,355,000 1,737,401 20,506,879 1,677,647 26,353,209 - 13,092,401 22,184,526 9,894,753 62,009,571 54,807,406 127,542,561 Capital Improvement Program Fund 67,339,783 Total All Funds 134,345,578 - *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. Schedule E 264 265 266