City of Goodyear, Arizona CITY OF GOODYEAR ORGANIZATION CHART Citizens Boards & Commissions Mayor & City Council City Attorney Public Safety Responding To Change Police Chief City Clerk Fire Chief Presiding Judge City Manager's Staff City Manager Deputy City Manager Deputy City Manager Public Works Director Finance Director Economic Development Director Community Initiatives Director Community Development Director ITS Director Water Resources Director Human Resources Director City Of Goodyear Core Business Areas Keeping People And Property Safe Building A Sustainable Community Ensuring Public Health Adapting To Change FY 04-05 City Of Goodyear Local Government $153,339,963 $562,391 Mayor & Council $605,746 City Manager $1,140,000 Non Utility Development Fee Projects $1,004,611 Community Outreach & Inter-Gov Programs Community Initiatives Community Service Support $36,567,599 $96,499,437 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 $5,000,654 Departmental Support Programs City Court, Interim Office Building Deputy City Manager Public Works Admin, Engineering Engineering, GIS, Prosecutor $11,959,525 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 Budget Message ......................................................................................... 1 City Council Mission Statement ................................................................... 9 Organizational Mission, Values, Visions .................................................... 10 How To Make The Most Of This Document .............................................. 12 FY 2004-05 Budget Calendar ................................................................... 13 Budget Amendments ................................................................................ 15 Budget Basis ............................................................................................. 15 City Council Goals ..................................................................................... 16 FINANCIAL POLICIES & GUIDELINES Strategic Financial Plan ............................................................................. 21 Financial Policies....................................................................................... 33 BUDGET SUMMARY Goodyear Budget Summary ..................................................................... 37 General Fund Summary ............................................................................ 39 Highway User Fund Summary ................................................................... 45 Debt Service Fund Summary .................................................................... 48 Enterprise Fund Summary ........................................................................ 50 Capital Improvements Program Fund Summary ...................................... 53 OPERATING BUDGETS Mayor & Council ........................................................................................ 55 Municipal Court .......................................................................................... 57 City Attorney .............................................................................................. 59 City Prosecutor .......................................................................................... 61 Human Resources .................................................................................... 63 Risk Management...................................................................................... 67 City Manager ............................................................................................. 72 Administrative Support Services ............................................................... 74 Deputy City Manager ................................................................................. 76 City Clerk ................................................................................................... 78 Economic Development............................................................................ 81 Community Initiatives ................................................................................ 85 Finance ...................................................................................................... 88 Community Facilities District (CFD) .......................................................... 90 Budget and Research Office .................................................................... 92 Information & Technology Services .......................................................... 95 Community Development .......................................................................... 98 Engineering .............................................................................................101 Aquatics Facility (Swimming Pool) ..........................................................103 Recreation ...............................................................................................105 Public Works Administration ...................................................................107 Facilities Management ............................................................................ 110 Parks Division .......................................................................................... 113 Equipment Management ......................................................................... 116 Streets Division ....................................................................................... 118 Water Management .................................................................................121 Water Production.....................................................................................123 Water Reclamation ..................................................................................125 Distribution and Collection.......................................................................128 Sanitation .................................................................................................130 Police ......................................................................................................133 Police Telecommunications ....................................................................136 Fire ..........................................................................................................138 Contingency ............................................................................................142 Debt Service ...........................................................................................143 Capital Improvement Program (CIP) ......................................................144 CAPITAL IMPROVEMENTS PROGRAM Capital Improvements Program ..............................................................145 CIP Funding Sources Summary .............................................................146 CIP Funding Matrix ..................................................................................194 BUDGET SCHEDULES Sources and Uses ...................................................................................197 Budget Overview .....................................................................................198 Sources and Uses Overview ...................................................................199 Revenues by Source ...............................................................................200 Expenditures by Program .......................................................................201 Expenditures by Element ........................................................................202 Revenue Summaries ...............................................................................203 Expenditure Summaries ..........................................................................208 Financial Program Summary ...................................................................209 Debt Limitations ...................................................................................... 211 Summary of Bonded Indebtedness ........................................................212 Debt Service Summary ...........................................................................214 Future Debt Service Summary ................................................................215 Property Tax Levy & Rate Summary .......................................................216 Combined Property Tax Rate Chart ........................................................217 Combined Property Tax Levy Chart ........................................................218 Combined Property Tax Rate Chart (A.V.) ..............................................219 Full-Time Authorized Positions................................................................220 Authorized Positions Per 1,000 Capita ...................................................224 Employee Salary Ranges .......................................................................226 New & Replacement Equipment .............................................................230 Adopted CIP Plan 2000-2010 ................................................................233 CIP Committee Recommendations (May 2000) ....................................242 Financial Trends ......................................................................................243 APPENDIX Document Glossary.................................................................................251 Community Characteristics .....................................................................257 Legal Schedules .....................................................................................261 Council Resolution for FY 2004-05 Adopted Budget .............................268 Introduction Introduction INTRODUCTION BUDGET MESSAGE June 28, 2004 The Honorable Mayor and City Council: Transmitted herewith is the proposed budget providing a work program and fiscal plan for fiscal year 2004-05. We have continued to adopt conservative budgeting guidelines and spending practices for the resources entrusted to us by our citizens for needed customer services. The City of Goodyear’s local economy is projected to expand above the previous fiscal year 2003-04 levels by nearly 21%. One indicator of this growth is that our community issued a total of 2,171 single-family residential housing permits in fiscal year 2003-04, which was up from the 1,800 permits the previous fiscal year. Canyon Trails permitted 239; Centerra permitted 241; Cottonflower permitted 268; Estrella Mountain Ranch permitted 518; Estrella Vista permitted 175; Palm Valley permitted 241; Pebble Creek permitted 316; Sarival Village permitted 166; and Townsite and Vanderbilt Farms permitted 8. New retail establishments are scheduled to open in FY 04-05 including Sportsman’s Warehouse, JC Penny, El Paso BBQ, Marriott’s Residence Inn, McGraths Fish House, Play it Again Sports, Ulta, H&R Block, Native New Yorker, Blockbuster Video, and there are many more coming soon. Industrial parks and commercial business sites are being developed as well. Building Permits 360% 600 310% 500 260% 400 210% 300 160% 200 110% 100 60% 2003 2004 1 th er s Al lO Fa rm s flo we rR an ch W ild To wn si te iv al Sa r %Change Va nd er bi lt Vi lla ge ge ira M C re ek an ch o R y Pe bb le Vi st a Va lle Pa lm Es tre lla Ra nc h er Es t re lla M C ou nt ai n nf lo w ot to en te C n Ca ny o rra 10% Tr ai ls 0 OVERVIEW The total proposed budget for FY 04-05 is $153,339,963. Of this total budget, Capital Improvement Programs represent the largest expenditure of $89,239,374 or 58.20%. Public Safety programs amount to $17,129,871 or 11.17%. Water and Sewer expenditures represent $11,397,163 or 7% of the total budget. $9,524,513, Total City Expenditures By Program $153,339,963 or 6.21% supports the Public Works programs. Administration programs One Time FundedNon Utility Dev Fee totals $9,390,921 or Projects 6.12%. Our Planning & 1% Debt Service Fund Capital Improvement Development Services 2% Program/Projects amount to $8,223,344 or 59% Contingency 5.36%. The Contingency 3% Fund equals $4,225,710 or 2.76% and our Debt Planning & Development Service Fund is Services supported by $3,069,067 5% or 2.00%. One-time Administration funded projects Public Safety 6% 11% Public Works incorporated $1,140,000 Water/Sewer 6% or just under 1% of the 7% total budget. Total City Revenues $161,965,716 The City continues a conservative approach to revenues and expenditures for Local Taxes 12% next year. Budgeted All Other Revenue State Shared Revenues 15% expenditures generally 3% are limited to the amount of revenues Building & Zoning Fees received the previous 5% fiscal year. This is Bond/Loan consistent with the Proceeds Utility User Fees 39% adopted City strategic 8% financial plan and the City financial policies Fund Balances established in FY 9418% 95. The City anticipates a growth pattern similar to FY 03-04 in construction activity. The operating revenue estimate of $46,854,474 is an 18% increase above the FY 03-04 adopted budget. The City’s State Shared revenues are estimated to be 7.3% more in FY 04-05 ($5,449,356) than the amount estimated to be collected for FY 03-04. The combined primary and secondary property tax rate was reduced from $2.04 to $1.97 per $100 of assessed value. 2 Staff is continuing to maintain a high customer service standard that our residents expect. We continue to invest a great deal of staff time in living the philosophy and culture of the City that focuses on “continuous customer service quality improvement process”. Where the Money Comes From: Local Taxes $ 19,446,675 State Shared Revenues 5,449,356 Building & Zoning Fees 8,881,213 Water, Sewer, & Sanitation 12,183,229 Fund Balances 29,043,645 Bond/Loan Proceeds 63,050,000 All Other Revenue 23,911,598 $161,965,716 We have developed an updated 5 year Capital Improvement Program with projects intended to provide needed water delivery improvements, roadway and draining enhancements, a 37 acre community park, a Dog/BMX Park, and studies for future public safety and public works facilities. This includes the construction of a new fire station at Wildflower Drive and Yuma and planning for joint training facilities for police and fire. Additionally, the Mayor and Council budget continues to support recreational, cultural, and social programs that benefit Goodyear citizens. The requested operating expenditures are $46.3 million. The capital expenditures being requested is $107 million. The total proposed budget is $153,339,963 with an estimated beginning fund balance of $29 million. FY 03-04 Total Operating Revenues Operating Expenditures Net from Operations FY 04-05 Change $ 39,675,029 37,981,439 1,693,590 $ 46,854,474 46,287,881 566,593 Beginning Fund Balance Capital Revenues Capital Expenditures Net from Capital Total City Expenditures 23,954,716 80,911,506 89,561,122 15,305,100 127,542,561 29,043,045 86,068,197 107,052,082 8,059,160 153,339,963 5,088,329 5,156,691 17,490,960 (7,245,940) 25,797,402 Ending Fund Balances Total Restricted Total Unrestricted Total 11,121,797 5,876,893 16,998,690 7,935,920 689,833 8,625,753 (3,185,877) (5,187,060) (8,372,937) 3 $ 7,179,445 8,306,442 (1,126,997) Replacement funds are once again included in department budgets. These provide the 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. As previously reported in last year’s budget, voters approved a five-year Expenditure Limitation increase that allows us to continue to operate our budget in line with our growth. The current budget complies with the voter approved Alternative Local Expenditure Limitation (ALEL). GENERAL FUND Total resources available for FY 04-05 expenditures include an estimated beginning fund balance of $11,645,458, and revenues of $36,215,485 (operating $33,215,485 and capital $3,000,000). Total available resources, for FY 04-05, are $47,860,973. Budgeted New Positions for FY 04/05: General Administration Public Safety Community Development Water Management Public Works 13 20 8 7 9 Total New Postions 57 The contingency fund of $4,225,710 is budgeted to satisfy the fiscal policies for reserve requirements of sales tax projections and the Cash Basis Fund. The Contingency fund was increased $645,758 for FY 04-05. There are a total of 57 new positions in the FY 04-05 budget. There are increases in our Community Development Department for additional planners, engineers, inspectors and support staff. Additional employees will provide support for the Mayor and Council, City Manager’s Office, Finance Department, City Clerk’s Office, Human Resources. Our Police and Fire Departments will see an increase in the number of police officers, fire fighters and support staff. Public Works will have additional operation and support personnel. These new staff members will provide current and new services to both our existing and new residents. UTILITY FUND Sewer and water rates are anticipated to increase in FY 04-05 and will be subject to a rate study being completed in October, 2004. Residential garbage collection rates will remain the same as previously approved by Council. 4 Total resources available for FY 04-05 expenditures include Operating Revenues of $12,183,229, Capital Revenue of $16,594,000. Total available resources are $33,460,221 with a beginning fund balance of $4,682,992. Additional utilities and support personnel are authorized in the FY 04-05 budget. PROPERTY TAXES The City has a policy that the 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 to achieve Council policy. Primary and secondary property tax levies for FY 04-05 are proposed at $3,601,850 and $2,451,787 respectively. The combined rate is estimated to be $1.97. The primary is proposed at $1.224 per $100 of assessed valuation (A.V.) for operational expenses. The secondary is proposed at $0.7493 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 and sewer operating revenues. The City’s secondary assessed valuation is projected at $327,191,619 for FY 04-05, which is a 23.64% increase from the previous fiscal year. Combined Property Tax Rate $2.15 $2.10 $2.10 $2.08 $2.04 $2.05 $2.04 $2.00 $1.97 $1.95 $1.95 $1.90 $1.85 FY 99-00 FY 00-01 FY 01-02 5 FY 02-03 FY 03-04 FY 04-05 In 1996, the Arizona Legislature passed House Bill 2006 (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 04-05 includes an estimated $500,000 increase in primary property taxes from $3,029,977 to $3,601,850 and that included a special public hearing to adopt the property tax levy. CAPITAL IMPROVEMENT PROJECTS The CIP fund includes all proposed city projects. The City’s capital improvement program has direct effect on the operating budget. All newly completed projects must be maintained, and when bonds were sold to finance the construction, then annual debt service payments are also required. In addition to operating, maintenance and debt service, the capital improvement program include pay-as-you-go projects and grant matches that come directly from the operating budget. Improvement District funds are available for potential developer capital projects. Total resources available for the proposed FY 04-05 CIP expenditures include an estimated beginning fund balance of $6,868,348. Total available resources are $67,295,409. Budgeted Capital Improvements: Parks & Recreation Public Works Admin. Streets Public Safety General Administration CDBG Improvement Districts Water Sewer Miscellaneous Projects Budget Percent of FY 04-05 Total $ 17,417,000 19.52% 800,000 0.90% 5,627,174 6.31% 3,160,200 3.54% 990,000 1.11% 200,000 0.22% 40,000,000 44.82% 12,245,000 13.72% 8,450,000 9.47% 350,000 0.39% Total $ 89,239,374 6 100.00% THANKS There has been a great deal of time and effort put into providing responsible financial policies to our residents. Your leadership in developing our Financial Policies and Strategic Plan are significant tools that have guided us in our process. The Strategic Plan adopted April 9, 2001, and amended from time to time, 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, sustaining desired public and private services and infrastructure. · Goal 4 – We will improve the efficiency and effectiveness of City services to fulfill internal and external customer needs. · Goal 5 – We will seek intergovernmental and public/private partnerships for our solutions. These goals have helped guide us in our endeavors to provide the training, customer service, and continued improvement methods needed in a thriving community. Our budget provides the method to maximize resources and provide the best customer services for less. We will continue to improve our budget process through our Integrated Planning and Budget program, and will work diligently to provide you with a Resource Plan that outlines the projects that will be implemented this fiscal year. The Mayor and Council recently adopted the “Experience the Connection”, a slogan to represent our diverse community. Our community groups, Mayor and Council, and our dedicated staff continue to work together in a concerted effort to meet the City’s mission and goals. The continued efforts of these groups helps make Goodyear the best place in Arizona to be. Respectfully, Stephen S. Cleveland City Manager 7 CITY OFFICIALS Mayor Senior Management Staff Jim Cavanaugh Stephen S. Cleveland City Manager Vice Mayor Michael Simonson Presiding Judge Dick Sousa Councilmembers James H. Oeser City Attorney Rob Antoniak Grant Anderson Deputy City Manager Frank Cavalier Briank Dalke Deputy City Manager Sue Linney Dee Cockrum City Clerk Kenneth Porter Fred Scott Harvey Krauss Community Development Director Jerene Watson Community Initiatives Director Vacant 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 Police Chief Cato Esquivel Public Works Director Charles McDowell Water Management 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 2004-05 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 2004-05, and scheduled Operational Costs through FY 2008-09. 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 2004-05 BUDGET CALENDAR Date Action July 26, 2003 Develop Budget Survey Forms for FY03/04 (Staff & City Council) August 1, 2003 August 15, 2003 Process Budget Survey August 27, 2003 Debrief FY03/04 Survey Results with Staff October 3, 2003 Citizen Focus Group November 14, November 15, November 20, November 21, 2003 2003 2003 2003 December 5, 2003 December 6, 2003 to January 23, 2004 January 24, 2004 February 3, 2004 February 9, 2004 February 10, 2004 February 11, 2004 February 13, 2004 February 14, 2004 February 17, 2004 February 19, 2004 February 20, 2004 Council Advance - FY03/04 Goals & Objectives Strategic Staff Advance - Pre-Budget , Review City Council Goals & Objectives for upcoming budget year. City's Strategic Plan Updated - (Outcome of the Strategic Staff Advance is used to update the City's Strategic Plan) 1. FY 04-05 CIP Input from Department (CIP Manager coordinates effort). Input includes an estimate of all staff reosurces required to complete the requested projects within FY 04/05 2. CIP Committee reviews departmental input and develops an updated recomended 5 year capital improvement plan and identifies funding sources for the projects. Recommended CIP to be submitted to the City Manager prior to the budget kickoff meeting. 3. Departments updates its strategic plan to be submitted to City Manager for review. Integrated Planning and Budget (IPB) Committee reviews and updates data Budget Kickoff Meeting - Instructions & Training Session March 9, 2004 March 12, 2004 City Manager reviews submittals and provides feedback to (IP&B) Committee as to projects to be included in budget data base. Budget Office prepares budget data base with City Manager & IP&B recommendations Database distributed to departments for submitting FY 04/05 budget requests Deadline for any additional base enhancement requests, database closes end of business on 3/5/04. Budget Office prepares reports to be reviewed by the IP&B team and City Manager March 15, 2004 1st - Council presentation regarding budget methodology March 15, March 19, March 22, March 26, IP&B team reviews budget submittals, prepares books and materials for department one on ones with City Manager and City Manager & Deputy City Manager review departmental requests and recommendations March 8, 2004 2004 2004 2004 2004 13 March 29, 2004 April 16, 2004 Department budget meetings with City Manager April 19, 2004 Prepare 1st Draft Budget Report April 19, 2004 April 30, 2004 May 1, 2004 May 5, 2004 City Manager Provides Feedback and Proposed Balance Budget Departmental Review of Draft Document May 10, 2004 Draft Budget Document forwarded to City Council May 17, 2004 1st - Budget work session with City Council - Receive Direction on Balanced Budget May 19, 2004 Community Budget Meetings - Designed to Receive Feedback June 1, 2004 2nd - Council Work session - Update City Council regarding Public Meeting and to receive additional feedback from City Council (if needed) June 2, 2004 Publish first "TNT" Notice in the newspaper (if necessary) June 9, 2004 Publish second "TNT" Notice in the newspaper. June 14, 2004 Adopt Tentative Budget June 16, 2004 June 23, 2004 Tentative Budget advertised in the newspaper. June 28, 2004 Hold TNT public hearing on proposed primary tax increase (if necessary). June 28, 2004 Hold public hearing on budget. Adopt Final Budget for FY 04/05 July 6, 2004 Adopt property tax levy July 12, 2004 Forward copy of property tax levy ordinance to County August 16, 2004 County Board of Supervisors adopts tax levy on or before the third Monday in August. 14 BUDGET AMENDMENTS Under the city’s expenditure limitation, total expenditures cannot exceed the final appropriation, $153,339,963 million in FY 2004-05, 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. 15 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. • 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. • Encourage and mobilize neighborhoods to form Neighborhood Associations and support HOAs through education and collaboration. • Develop partnerships in identified neighborhood target areas and assist each group to create a neighborhood plan. • Develop partnerships and collaborations among schools, neighborhoods and the City to encourage projects beneficial to the community. • Encourage and assist all neighborhoods, Neighborhood Associations and HOAs to host a G.A.I.N. (Getting Arizona Involved in Neighborhoods) event in their community. 16 PUBLIC SAFETY GOAL: Reduce Crime in the City Strategies: • Continue Law Related Education (LRE) courses in the schools. Update lesson plans as needed. • Develop and implement the COMPSTAT program. • Increase patrol availability time. • Continue to develop the Neighborhood Response Unit (NRU) program. Participate in HOA, block watch or other meetings. • Participate in warrant, DUI, gang task forces when available. GOAL: Improve the quality and level of public safety services to citizens • Continue the Citizen Police Academy. Hold two sessions per year. • Implement New World system computer aided dispatch and records management systems. • Implement in house training blocks for officers. • Add fifth patrol squad with newly hired officers. • Utilize Compstat program to provide better information to citizens upon request. • Hire an Emergency Management Coordinator to coordinate and oversee all emergency management activities for the City. • Complete design and begin construction of Fire Station #4 at Wildflower Drive and Yuma Road. • Place 100' aerial platform ladder truck into service. • Replace and upgrade communications tools, include Mobile Computer Terminals (MCTs) and 800 mhz radio equipment. • Construct a burn building for use by firefighters for live burn training. • Continue Fire Department Urban Survival Program in the schools (grades kindergarten through 8th grade). 17 ECONOMIC DEVELOPMENT Goal: 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. Strategies: • Focus on the recruitment of the following business sectors: 1. High Technology a. Aerospace b. Plastics and Advanced Composites c. Communications 2. Retail and Hospitality 3. Advanced Business Services 4. Biotechnology and Medical Services • Participate in Greater Phoenix Economic Council activities that focus on the attraction of high-wage industries to the region. • Establish and implement redevelopment policies and funding in the City for qualifying zones that will: 1. Improve building aesthetics\ 2. Create economic vitality 3. Enhance the area image 4. Increase sales tax revenues 5. Increase assessed valuation (property tax) • Build and maintain relationships with local businesses that will: 1. Promote the value and impact of business and industry on the community 2. Maintain and expand jobs and capital investment in Goodyear 3. Strengthen the City’s efforts for recruitment of new business through the collaborative support of local business leadership 4. Improve communications between business and the City • Assist in the building of foundations in the Goodyear region that will: 1. Improve training and education services for local employers 2. Increase public infrastructure investment 3. Develop strategic relationships that leverage resources 4. Ensure a competitive and vibrant business environment 5. Enhance the community image • Continue efforts to assist developers in planning and constructing speculative office and industrial buildings that will result in attracting more business to the community. 18 • Support activities for the regional mall and major power centers that will result in expanded shopping opportunities for Southwest Valley residents and an expanded sales tax base for the City. • Actively participate on the Phoenix-Goodyear Airport Master Plan update committee and related activities that will provide a 15-year vision and strategy for the airport. • Develop and implement creative marketing strategies that promote Goodyear as a place to live, work and play. 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 Pebble Creek Parkway and Bullard Road. • Initiate the design and construction of Van Buren road improvements from Litchfield Road to Bullard Road. • Initiate the design of Van Buren road improvements from Bullard Road to Estrella Parkway. • Construct the Bullard Wash Interceptor Sewer main from Lower Buckeye Road to Estrella Parkway. • Initiate Bullard Interchange partnerships to develop and construct. • In partnership with Maricopa County Department of Transportation: Construct 5 lanes on MC85 from Litchfield road to Bullard Wash as a six lane roadway. Continue to plan MC85 from Litchfield Road to Cotton Lane as a 6-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 I-10. 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 and Guidelines Financial Policies and Guidelines 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, Projected Net Revenues Less Expenditures Three Scenarios 20.000 Millions 15.000 10.000 5.000 0.000 -5.000 FY 04 FY 05 Optimistic FY 06 Base FY 07 FY 08 FY 09 Pessimistic “Base” assumes 7% annual increase in revenues and “Pessimistic” assumes 4% increase in revenues. Expenditures increase an average of 5% annually. Sales tax is a large component of general fund revenues, and many components of the sales tax fluctuate widely. Under virtually any population growth scenario, traditional bond financing for capital projects will 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 21 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. 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 productivity! Employees Per 1000 Capita 11.00 10.58 10.50 10.21 10.00 9.55 9.50 9.28 9.30 FY 03-04 FY 04-05 9.00 8.50 FY 00-01 FY 01-02 FY 02-03 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 lead-time to let regular attrition help out. Current staff levels will increase slightly to respond to community and Council requests for new programs including water distribution, public safety, community development, and recreational programs. This will keep the City in a good position to respond to future population growth. Budgeted New Positions for FY 04/05: General Administration Public Safety Community Development Water Management Public Works 13 20 8 7 9 Total New Postions 57 22 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. Budgeted Capital Improvements: Parks & Recreation Public Works Admin. Streets Public Safety General Administration CDBG Improvement Districts Water Sewer Miscellaneous Projects Budget Percent of FY 04-05 Total $ 17,417,000 19.52% 800,000 0.90% 5,627,174 6.31% 3,160,200 3.54% 990,000 1.11% 200,000 0.22% 40,000,000 44.82% 12,245,000 13.72% 8,450,000 9.47% 350,000 0.39% Total $ 89,239,374 100.00% Fiscal year 04-05 employees per 1,000 capita ratio increased from 9.28 in fiscal year 03-04 to 9.30. 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 identification of some major operating budget challenges if the capital plan is implemented as scheduled and year to year. 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. There will be a General Obligation Bond Election in 2004 to ask voter approval in funding $134 miliion to help finance capital projects for the 5 year CIP program. This recommendation was the result of the Citizens 2004 Bond Committee that met this year. 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. 23 City Sales Tax Revenues (000s) $24,000 $17,627 $18,000 $15,680 $14,211 $12,526 $12,000 $10,830 $9,684 $6,000 $FY 00 FY 01 FY 02 FY 03 FY 04 FY 05 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 longterm structural imbalance between revenues and service costs, not to balance a single year’s budget. City Sales Tax (CST) revenues are presented below. III. Short Term Strategies A. Fund Balance 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. 24 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 95-96 and has reached $11.6 million in FY 04-05. 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 and staff increases were deferred in preference of achieving charter requirements in FY 93-94 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. B. 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. 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 General Fund Beginning Balance 14.00 12.00 10.00 Millions $11.65 $11.30 $9.40 $9.60 FY 01 FY 02 $10.20 8.00 6.00 $5.80 4.00 2.00 FY 00 25 FY 03 FY 04 FY 05 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. General Fund Budgeted Operating Capital $3,500 $2,968 $3,000 $2,500 Thousands $3,000 $2,890 $2,250 $1,918 $2,000 $1,500 $1,000 $953 $500 $FY 00 FY 01 FY 02 FY 03 FY 04 FY 05 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. 26 City Sales Taxes Budgeted/Actual (000's) $20,000 $18,000 $16,000 $14,000 $12,000 $10,000 $8,000 $6,000 $4,000 $2,000 $FY 00 FY 01 FY 02 Budgeted IV. FY 03 FY 04 FY 05 Actual 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 75% for FY 01-02. For FY 04-05, 50% of construction sales tax revenues will be used for capital purposes only. 27 Non-Utility Development Fees Collected (000's) $4,050 $3,595 $3,595 FY 04 FY 05 $3,050 $2,423 $2,050 $1,582 $1,050 $1,055 $850 $50 FY 00 FY 01 FY 02 FY 03 2. 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 interest costs. Further, significant portions of present development fees collected are obligated to development agreement reimbursements and are not available for debt service, etc. Utility Development Fees Collected FY 87-88 Thru FY 04-05 $18,130,107 City 45% $8,176,053 $9,954,054 Developer 55% 28 Non-Utility Development Fees collected from FY 97-98 to FY 03-04 totaled $15,260,750. It is estimated that FY 04-05 non-utility development fees will total $3,594,749. The City does not collect 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 from FY 87-88 through FY 03-04 totaled $18,130,107. Of this amount, $8,176,053 is obligated to reimbursement of developers while $9,954,054 could be used for water and sewer development costs. The City does not collect 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.” Four months of estimated operating expenses for the General Fund in FY 04-05 is $8,117,405. The Cash Basis Fund of $81,798 and the Contingency Fund of $4,225,710 (total $4,307,508) is being used to meet the fourmonth requirement. The Cash Basis Fund is currently under funded by $3.8 million dollars. 29 Cash Basis Fund: Fiscal Year 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2003 2004 2005 Secondary Assessed Valuation $0.025 Annual Per $100 Cash Basis AV Fund Deposit Prior Years $ 19,753 31,519,826 0.00025 7,880 48,549,825 0.00025 12,137 58,885,710 0.00025 14,721 55,210,695 0.00025 13,803 51,512,800 0.00025 12,878 47,423,182 0.00025 11,856 46,525,120 0.00025 11,631 53,323,611 0.00025 13,331 57,976,454 0.00025 14,494 72,745,384 0.00025 18,186 88,767,663 0.00025 22,192 102,406,859 0.00025 25,602 136,557,331 0.00025 34,139 174,404,952 0.00025 43,601 222,388,265 0.00025 55,597 Additional for FY 02-03 1,608,872 264,638,241 0.00025 66,160 327,191,619 0.00025 81,798 Total $ 2,088,632 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 04-05 contingency account is $4,225,710. Contingency: Budget Budget FY 02-03 FY 03-04 Beginning Balance $ 5,290,300 $ 4,380,433 $ 10% City Sales Tax 1,038,543 1,494,409 Cash Basis Fund 1,663,300 66,160 Less expend./appropriations (3,611,710) (2,361,050) Balance 4,380,433 3,579,952 Budget $ 4,380,433 30 $ 3,579,952 $ Budget FY 04-05 3,579,952 1,762,782 81,798 (1,198,822) 4,225,710 4,225,710 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 9495, 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 $2.10 $6,053,637 $2.08 $2.04 $2.04 $1.97 $1.95 $2.00 $5,079,777 $4,304,906 $4,000,000 Rate Levy $1.50 $3,205,524 $1.00 $2,685,244 $2,000,000 $2,076,367 $0.50 $- $2000 2001 2002 31 2003 2004 2005 Combined Property Tax Levy $6,053,637 $7,000,000 $6,053,637 $6,000,000 The primary property tax levy of $3,601,850 is used for Fire & Police operating and maintenance. The $2,451,787 balance of the combined levy is used for voter approved debt service payments for streets, fire facilities, parks & recreation, and storm sewers. $5,000,000 $4,000,000 $3,601,850 $3,000,000 $2,000,000 $1,529,804 $1,000,000 $255,711 $471,966 $194,305 $Fire/Police/Operating Streets Fire Facilities Storm Sewers Parks Total: 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). Water and sewer user fees are being reviewed in FY 04-05. 32 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 one-time revenues are reduced or removed. Some corollaries to this policy: A. Cash Balance should be used only for one-time expenditures such as, CIP projects, capital 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. 33 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 7. Depreciation/Replacement Reserves. A rate structure will be established annually to provide sufficient funds for replacement of each item. 8. 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. 9. 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) 34 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. 35 Budgetary Control System 1. Monthly budget status reports will be reviewed by the City Manager and then 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 capitalspending 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. 36 Budget Summary Budget Summary BUDGET SUMMARY CITY OF GOODYEAR’S FY 04-05 BUDGET SUMMARY The total proposed budget for FY 04-05 is $153,339,963 including transfers. Of this total budget, $9,524,513 or 6.21% supports the Public Works programs. $9,390,921 or 6.12% supports the Administration programs. Planning & Development Services amount to $8,223,344 or 5.36%. Debt Service is supported by $3,069,067 or 2.00%. Public Safety programs amount to $17,129,871 or 11.17%. The Contingency Fund equals $4,225,710 or 2.76%. The Capital Improvements Program represents the largest expenditure in the budget amounting to $89,239,374 or 58.20%. Additional expenses include $11,397,163 or 7.43% for our Water and Wastewater division, One-Time Non-Utility Development Fee projects at $1,140,000 or 0.74%. Total City Expenditures By Program $153,339,963 Public Works 6% Debt Service Fund 2% Water/Sewer 7% Administration 6% Planning & Development Services 5% Capital Improvement Program/Projects 59% Public Safety 11% One Time FundedNon Utility Dev Fee Projects 1% 37 Contingency 3% The funding sources for the FY 04-05 budget total $161,965,716. Of this total, $29,043,645 or 17.93% are the beginning fund balances. Revenues are projected to be $132,922,071 or 82.07% of total sources. Total City Revenues $161,965,716 All Other Revenue 15% Local Taxes 12% State Shared Revenues 3% Building & Zoning Fees 5% Bond/Loan Proceeds 39% Utility User Fees 8% Fund Balances 18% Where the Money Comes From: Local Taxes State Shared Revenues Building & Zoning Fees Utility User Fees Fund Balances Bond/Loan Proceeds All Other Revenue Total 38 $ 19,446,675 5,449,356 8,881,213 12,183,229 29,043,645 63,050,000 23,911,598 12.01% 3.36% 5.48% 7.52% 17.93% 38.93% 14.76% $161,965,716 100.00% 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 04-05 expenditures include an estimated beginning fund balance of $11,645,458, and revenues of $36,215,485 (operating $33,215,485 and capital $3,000,000). Total available resources, for FY 04-05, are $47,860,943. Summary of General Fund Revenues Property Taxes 10% City Sales Tax 41% State Shared Revenue 16% All Other Revenue 3% Franchise Taxes 4% Building & Zoning Fees 26% 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 04-05 as was experienced in the last fiscal year. Construction activity is estimated to be above FY 0304 activity. 39 General Fund Revenues: City Sales Tax Building & Zoning Fees Franchise Taxes All Other Revenue State Shared Revenue Property Taxes Budgeted FY 03-04 $ 12,694,093 5,429,842 962,320 2,086,520 3,628,322 3,029,977 Estimated FY 03-04 $ 12,680,000 6,800,000 1,058,552 1,573,285 5,274,422 3,029,977 Total $ 27,831,074 $ 30,416,236 $ $ Projected FY 04-05 14,627,820 8,881,213 1,217,005 894,000 5,449,356 3,601,850 34,671,244 Property Tax - Given estimates of 19% increases in the City’s assessed valuations, a primary property tax rate of $1.22 per $100 assessed value will result in revenues of $3,601,850. The assessed value for secondary tax purposes will generate $2,451,787 at a rate of $0.75 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 $1.97 per $100 assessed value. The City has reduced the combined property tax levy from the previous fiscal year. Primary Property Tax Levy $4,500,000 $3,750,000 $3,601,850 $3,029,977 $3,000,000 $2,597,865 $2,197,080 $2,250,000 $1,673,000 $1,500,000 $750,000 $1,067,300 $1,035,124 1999 2000 $688,000 $1998 2001 40 2002 2003 2004 2005 Franchise Fees - The franchise fees of $1,217,005 are projected to increase 26% over the prior twelve-month 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 04-05. City Sales Tax - Revenue estimates are $14,627,820 for City Sales Tax collections for FY 0405. City Sales Taxes account for approximately 44% of the General Fund revenues and are estimated to increase 15% above last year’s collections to $14,627,820. The City is estimated to collect $3,000,000 in Construction Sales Tax for FY 04-05. Financial policy calls for 50% of the Constructions Sales Tax revenues to be used for one-time expenditures and the remaining 50% for the operating budget. City Sales Taxes Budgeted/Actual (000's) $20,000 $18,000 $16,000 $14,000 $12,000 $10,000 $8,000 $6,000 $4,000 $2,000 $FY 00 FY 01 FY 02 Budgeted FY 03 FY 04 FY 05 Actual State Shared 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 04-05 are estimated as follows: sales tax $1,632,974, income tax $1,740,622, vehicle tax $620,000, gasoline tax $1,299,931, and Lottery revenue of $155,829 for a total of $5,449,356. 41 State Shared Revenues $5,000,000 $3,832,300 $2,500,000 $3,993,596 $3,939,432 $3,628,322 $2,251,000 $1,969,265 $2,104,176 98/99 99/00 $00/01 Income 01/02 02/03 Sales 03/04 04/05 Auto State Shared Revenues: Income Sales Auto FY 99/00 $ 741,167 $ 1,025,053 $ 337,956 $ $ $ FY 00/01 800,000 1,102,000 349,000 $ $ $ FY 01/02 1,511,300 1,972,000 349,000 $ $ $ FY 02/03 2,040,589 1,473,458 425,385 $ $ $ FY 03/04 1,706,817 1,496,120 425,385 FY 04/05 $ 1,740,622 $ 1,632,974 $ 620,000 Total $ 2,104,176 $ 2,251,000 $ 3,832,300 $ 3,939,432 $ 3,628,322 $ 3,993,596 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 reflect an increase in construction activity as the prior twelve-month period. The estimated revenues for FY 03-04 are $6,800,000 compared to $5,429,842 budgeted for FY 03-04. Building and Zoning Fees are estimated at $8,881,213 for FY 04-05. Our estimates anticipate additional growth in this area for the next fiscal year. Additionally, the city adopted a 20% increase in building and zoning fees beginning on July 1, 2004. 42 General Fund Appropriations Total General Fund expenditures for FY 04-05 are $43,360,718 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 $43,360,718 Materials & Supplies 10% Personnel Services 50% Prof & Cont Services 9% Devel Reimb 5% Contingency 10% New/Repl Equip/Projects 10% Debt Service 1% Funded Deprec 5% General Fund Expenditures: General Fund Personnel Services Materials & Supplies Prof & Cont Services Devel Reimb Contingency Funded Deprec Debt Service New/Repl Equip/Projects FY 02/03 FY 03/04 FY 04/05 $ 15,969,071 $ 18,740,884 $ 21,836,651 2,437,284 2,756,219 4,135,291 4,175,597 4,821,823 4,008,665 720,000 1,091,350 2,167,230 4,380,433 3,579,952 4,225,710 1,561,308 1,795,502 2,269,126 340,000 321,785 321,785 3,836,856 4,420,740 4,396,260 Total $ 33,420,549 $ 43 37,528,255 $ 43,360,718 Transfers to Other Funds - $(962,006) There are four transfers from the General Fund to other funds. The first is $(617,280) to cover debt service. The second is $(1,169,542) to the Highway User Fund to support street operations and maintenance. There was one transfer to the General Fund of $1,060,572 from the Water, Sewer and Sanitation Enterprise Funds to cover operational costs associated with those funds and a transfer of $(235,756) tocover Highway Fund capital shortfalls. Personnel Services - $21,836,651 Personnel expenditures consist of the current staffing of 338 positions plus additional 57 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 - $4,135,291 Materials and Supplies consist of all utility costs, maintenance costs, office & operating supplies. Professional and Contract Services - $4,008,665 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 - $4,225,710 The contingency fund is budgeted to satisfy the requirements of the Cash Basis Fund (four months of operating expenditures), 10% of the City sales tax projection and unspent balance from prior years. Debt Service - $321,785 The debt service consists of the principal and interest payments for the new Interim Office Building. Funded Depreciation - $2,269,126 The funded depreciation element is an amount of funds placed in a reserve each year for future capital outlay purchases. New and Replacement Equipment and One Time Projects - $4,396,260 Developer Reimbursements - $2,167,230 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 04-05 expenditures include transfers from the General Fund of $1,169,542, transfers from the capital fund of $235,756 and revenues of $1,455,760. Total available resources for FY 04-05 are $2,861,058. Highway User Revenue Fund $2,250,000 $1,512,725 $1,500,000 $750,000 $732,337 $1,324,600 $1,350,568 FY 01/02 FY 02/03 $1,455,760 $780,000 $FY 99/00 FY 00/01 FY 03/04 FY 04/05 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 $1,299,931. 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 $155,829. 45 Highway User Fund Appropriations FY 04-05 Highway User Fund expenditures are proposed to be $2,861,058. 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 Revenue Fund Expenditures Materials & Supplies 63% Prof & Cont Services 7% Devel Reimbursement 0% Funded Depreciation 8% New/Repl Equip/One Time 0% Personnel Services 22% Highway User Fund Summary of Expenditures Personnel Services Materials & Supplies Prof & Cont Services Funded Depreciation New/Repl Equip/One Time $ Total $ Actual FY 02-03 584,360 $ 1,171,784 142,815 568,000 29,922 Budgeted FY 03-04 668,856 $ 1,516,482 137,200 285,010 151,800 Estimated FY 03-04 655,000 $ 1,407,258 125,000 151,800 Budget FY 04-05 638,370 1,783,782 203,150 235,756 - 2,496,881 2,759,348 2,339,058 2,861,058 $ 46 $ $ Personnel Services - $638,370 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 - $1,783,782 Materials and Supplies consist of all utility costs, maintenance costs, office & operating supplies. Professional and Contract Services - $203,150 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 - $235,756 The funded depreciation element is an amount of funds placed in a reserve each year for future capital outlay purchases. Transfers - $1,405,298 Includes general fund transfers to cover general operating costs in Highway User Revenue Fund 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 $2,451,787 at a rate of $0.7493 per $100 assessed value for payment of General Obligation Bond principal and interest payments. The secondary rate has increased from $0.5782 in FY 01/02 to $0.7493 in FY 04/05. Secondary Property Tax Levy $3,000,000 $2,451,787 $2,250,000 $2,049,800 $1,707,041 $1,500,000 $798,000 $750,000 $1,041,243 $1,012,244 $1,008,444 2000 2001 2002 $702,975 $1998 1999 48 2003 2004 2005 Debt Service Fund Expenditures Total Debt Service Fund expenditures for FY 04-05 are proposed to be $3,069,067. The debt service payments are for the following types of issues: Debt Service Actual FY 01-02 General Obligation $ 1,008,444 Revenue 1,018,243 Budget FY 02-03 $ 1,678,864 618,842 Estimated FY 02-03 $ 1,678,864 618,842 Budget FY 03-04 $ 2,049,800 617,280 Budget FY 04-05 $ 2,451,787 617,280 Total $ 2,297,706 $ 2,297,706 $ $ $ 2,026,687 49 2,667,080 3,069,067 ENTERPRISE FUND SUMMARY The Enterprise Fund includes the Water, Sewer and Sanitation departments. Enterprise Fund Revenues Total resources available for FY 04-05 expenditures include an estimated beginning fund balance of $4,682,992, revenues of $12,183,229 and Capital revenues of $16,594,000 for total anticipated revenues at $33,460,221. Enterprise Fund Revenues Capital Revenue 58% User Fees 42% Enterprise Fund Summary of Revenues Water Operating Rev Sewer Operating Rev Sanitation Operating Rev Water Capital Rev Sewer Capital Rev Total Actual 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 Estimated FY 03-04 4,350,000 3,550,000 2,279,112 7,448,483 15,862,884 Budget FY 04-05 5,377,687 4,184,563 2,620,979 10,950,000 5,644,000 12,476,011 33,313,425 33,490,479 28,777,229 50 Enterprise Fund Appropriations Total Enterprise Fund expenditures for FY 04-05 are proposed to be $30,364,746 with expenditures for water ($16,277,327), sewer ($11,814,839), and sanitation ( $2,272,580). 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% Personnel Services 8% Materials & Supplies 9% CIP 52% Prof & Cont Services 9% Debt Service 7% New/Repl Equipment 3% Transfers 7% Developer Reimbursements 4% Enterprise Expenses Funded Depreciation $ Personnel Services Materials & Supplies Prof & Cont Services Debt Service Developer Reimbursements New/Repl Equipment CIP Total $ Actuals FY 02-03 442,500 $ 1,472,210 2,012,389 5,375,925 1,151,538 1,230,373 355,244 2,861,592 Budget FY 03-04 153,271 $ 1,965,450 2,109,521 2,273,432 1,667,157 962,000 693,600 12,360,095 Estimated FY 03-04 1,696,250 1,698,050 4,250,871 1,451,584 962,000 517,994 3,921,362 Budget FY 04-05 176,262 2,504,802 4,398,082 2,711,636 1,667,157 1,200,000 1,011,807 16,695,000 14,901,771 $ 22,184,526 $ 14,498,111 $ 30,364,746 51 Personnel Services - $2,504,802 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 - $4,398,082 Materials and Supplies consist of all utility costs, maintenance costs, office & operating supplies. Professional and Contract Services - $2,711,636 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 - $961,157 The debt service consists of the principal and interest payments for the water & sewer projects that have been constructed. Funded Depreciation - $176,262 The funded depreciation element is an amount of funds placed in a reserve each year for future capital outlay purchases. New and Replacement Equipment - $924,067 Developer Reimbursements - $1,200,000 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. Capital Improvements Program (CIP) - $16,695,000 Water projects Sewer projects $9,535,000 $7,160,000 52 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-asyou-go projects and grant matches that come directly from the operating budget. CIP Fund Revenues Total resources available for the proposed FY 04-05 expenditures include an estimated beginning fund balance of $6,868,348 and revenues of $60,427,061. Total available resources are $67,295,409. 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 $20,050,000, and Improvement District revenue of $40,000,000. Total budgeted Capital Improvement by category, including enterprise fund projects, total $89,239,374. Budgeted Capital Improvements: Parks & Recreation Public Works Admin. Streets Public Safety General Administration CDBG Improvement Districts Water Sewer Miscellaneous Projects Budget Percent of FY 04-05 Total $ 17,417,000 19.52% 800,000 0.90% 5,627,174 6.31% 3,160,200 3.54% 990,000 1.11% 200,000 0.22% 40,000,000 44.82% 12,245,000 13.72% 8,450,000 9.47% 350,000 0.39% Total $ 89,239,374 53 100.00% This Page Intentionally Left Blank 54 Operating Budget Operating Budget 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. 2003-04 ACCOMPLISHMENTS: · · · · · · · · · · · Worked with other municipalities on regional issues including the El Rio Project, the West Valley Recreation Corridor, air quality and transportation Partnered with regional municipalities, state and federal government to support Luke Air Force Base resulting in federal funding, land exchanges and acquisitions to protect the southern takeoff and landing corridor within Goodyear from incompatible uses Continued the Neighborhood Enhancement Programs resulting in formation of Neighborhood Partnerships, revitalizing Homeowner Associations and Mayor presentations under the direction of the newly created position-Neighborhood Manager Appointed citizen and council committees to address Image, City Center, Bond and Charter topics Adopted Bond and Charter Committees’ recommendations for a September 2004 Election Established a Tax Policy Task Force upon the recommendation of the Bond Committee to provide recommended amendments to the City Tax Code Created new City department, Water Management Participated and sponsored several community events in conjunction with other agencies; i.e. Taste ‘N Tunes with West Valley Fine Arts; Goodyear Rodeo Days with the Southwest Chamber of Commerce Participated and sponsored the YMCA and Boys and Girls Club to promote youth participation Provided contributions for Social Services supplied to the Community by other agencies that offer services that the City does not provide Honored Brig. Gen. Philip Breedlove as 2003 Person of the Year for his effective partnerships with the City to secure the future of Luke Air Force Base 2004-05 OBJECTIVES: · · · · · Continue to support the Neighborhood Enhancement Programs Support a Mayor and Council Election for March 2005 Continue to study and improve existing City policies Prioritize Capital Improvement Projects based on available resources Continue to provide funding and support for Community projects. 55 BUDGET SUMMARY BY DEPARTMENT: MAYOR & COUNCIL Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement Funded Depreciation Capital Outlay One-Time Projects* Transfer Out Credit Total ACTUAL FY 02-03 $107,282 63,597 11,561 $ 182,440 BUDGET ESTIMATE FY 03-04 FY 03-04 $118,088 $115,500 22,700 20,200 64,119 64,119 31,089 3,600 3,600 150,000 22,723 $ 389,596 $ 226,142 FY 03-04 FY 04-05 AUTHORIZED PERSONNEL: FY 02-03 Mayor Vice Mayor Councilmembers Administrative Assistant Management Assistant 1 1 5 1 0 1 1 5 1 0 1 1 5 1 1 Total 8 8 9 FY 02-03 Council Meetings 25 Work Sessions 25 Community Meetings 5 Special Meetings 7 Taste ‘N Tunes Attendance 1,500 Goodyear Rodeo Days Attenda 2,500 Mayor Business Meetings 24 Community Funding Support 218,000 FY 03-04 22 24 11 8 1,800 3,000 15 265,298 FY 04-05 24 24 11 8 2,000 3,200 20 - PERFORMANCE INDICATORS: 56 BUDGET FY 04-05 $ 183,513 26,334 85,876 19,782 6,000 $ 321,505 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. 2003-04 ACCOMPLISHMENTS: · · · · · · 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. Developed 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 to a 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. Intensified enforcement operations through integration with the Arizona Supreme Court Centralized Collection Bureau. Developed and implemented performance measures that break down case statistics by type to further promote accuracy when determining and anticipating workload. 2004-05 OBJECTIVES: · · · · · · · Enhance case file tracking and archiving operations through the implementation of bar coding of case files. Complete the development of master task lists for all positions and functions within the Court. Accelerate efforts to document Court processes and procedures. Complete a draft policy and procedure manual by the end of FY 05-05. Participate in a multi-jurisdictional effort to enhance the Court’s automated system. To be accomplished via IGA. Cooperative effort of Glendale, Goodyear, Avondale, Peoria, El Mirage, Surprise, and Scottsdale. Complete archival of case files that are contained off-site and eliminate or greatly reduce dependency on off-site storage. Develop and implement procedures that will ensure that ALL criminal cases are adjudicated in 180 days or less. Implement the mandated One Day / One Trial program. 57 BUDGET SUMMARY BY DEPARTMENT: COURTS Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects* Funded Depreciation Capital Outlay Transfer Out Credit Total ACTUAL BUDGET ESTIMATE BUDGET FY 02-03 FY 03-04 FY 03-04 FY 04-05 $380,714 $416,889 $430,000 $481,953 70,289 47,154 73,200 97,188 42,463 52,005 63,464 41,203 71,033 $564,499 6,313 55,800 - 55,800 - 16,945 14,500 12,580 - $578,161 $ 622,464 $664,369 AUTHORIZED PERSONNEL: Clerk Interpreter Court Clerk Supervisor Court Administrator Court Clerk II Total FY 02-03 1 0 1 3 FY 03-04 1 0 1 3 FY 04-05 1 1 1 3 5 5 6 PERFORMANCE INDICATORS: Total Cases FY 02-03 6,168 FY 03-04 7,281 58 FY 04-05 9,000 CITY ATTORNEY The City Attorney is directly responsible for all legal matters except the handling of cases pending in the Municipal Court. Municipal Court matters are handled by the City Prosecutor. Those matters include traffic and misdemeanor cases. An Assistant City Attorney assists the City Attorney in the discharge of the City Attorney’s duties. The City Attorney represents the City in litigation matters and also provides legal advice to the Mayor, City Council and Staff. The City Attorney drafts ordinances, resolutions, and contracts, and prepares written legal opinions and correspondence. The City Attorney is responsible for interpreting and providing advice concerning the City Charter and Code, and Arizona and Federal law. 2003-04 ACCOMPLISHMENTS: · · · · · · · · · · · · · · · Provided dependable legal advice to the Council and staff on a daily basis. Represented the City in two referendum law suits on the Wal-Mart matter. Negotiated development agreements and contracts. Coordinated and assisted in various personnel investigations and disciplinary matters. Defended the City on the Stop the Car Wash Law Suit. Continued negotiations for various Franchise Agreements. Drafted numerous Contracts, Ordinances and Resolutions Coordinated and supervised the handling of claims, suits and public records requests. Reviewed all contracts for the City’s new P&I process. Continue to review all new contracts for form and content. Prepared Annual Report. Drafted revised procurement policies and procedures. Participated in the City Code codification process. Participated in Charter Committee Meetings charged with re-drafting the City Charter. Assisted the City Clerk in concluding the General Plan Amendment. 2004-05 OBJECTIVES: · · · · · Provide dependable legal advice to the Council and staff on a daily basis. Supervising and providing growth opportunity for the Assistant City Attorney, Legal Assistant and City Prosecutor. Prepare Annual Report. Continue implementing efficiencies to improve performance and to document completed tasks. Preparation of periodic reviews and status report of activities. 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 periodic reports. Conduct periodic departmental meetings for review of status of pending matters. 59 BUDGET SUMMARY BY DEPARTMENT: CITY ATTORNEY Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects* Funded Depreciation Capital Outlay Transfer Out Credit Total ACTUAL FY 02-03 $224,765 6,748 15,893 - BUDGET ESTIMATE FY 03-04 FY 03-04 $245,536 $246,500 10,733 20,000 14,925 21,670 - 247,406 271,194 $288,170 AUTHORIZED PERSONNEL: FY 02-03 FY 03-04 FY 04-05 Assistant City Attorney Legal services Coordinator City Attorney 1 0 1 1 0 1 1 1 1 Total 2 2 3 60 BUDGET FY 04-05 $ 310,979 8,603 16,323 3,000 2,650 $341,555 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. BUDGET SUMMARY BY DEPARTMENT: CITY PROSECUTOR Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects* Funded Depreciation Capital Outlay Transfer Out Credit ACTUAL BUDGET ESTIMATE BUDGET FY 02-03 FY 03-04 FY 03-04 FY 04-05 $159,276 $177,000 $177,000 $ 183,812 7,454 12,835 11,250 10,295 3,462 18,510 7,546 30,808 4,100 4,100 - Total $170,192 61 $212,445 $199,896 $224,915 AUTHORIZED PERSONNEL: City Prosecutor Legal Assistant FY 02-03 1 1 FY 03-04 1 1 FY 04-05 1 1 2 2 2 FY 02-03 250 FY 03-04 114 FY 04-05 120 200 1500 24 2 300 55 1386 13 2 197 129 68 50 1400 15 2 225 140 85 Total PERFORMANCE INDICATORS: Criminal Complaints reviewed Criminal Complaints filed by Prosecutor* Pretrial Conferences Bench Trials Jury Trials Victim Cases Domestic Violence Non-Domestic Violence *To expedite matters and to prevent failure to appears, In FY 03-04 the City Prosecutor’s Office with the cooperation of the Police Department, modified existing protocol in DUI cases. In the new FY 03-04 approach, in lieu of sending DUI related cases to the Prosecutor’s Office for review and charging, police officers are given greater discretion to directly charge suspects in DUI cases. 62 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. 2003-04 ACCOMPLISHMENTS: Scheduled Projects: · Facilitated the hiring of 26 newly authorized staff positions. · Entered into a contract agreement with Arizona Republic which saved the City over $20,000. · Monitored the cost of the Council Military Leave Policy for activated reserves ($19,732). · Coordinated the Council’s evaluation and contract negotiations with the City Attorney and City Manager. · Implemented the 2003 classification/compensation findings. · Updated the Personnel Policy and Guideline Manual and distributed to all employees. · Managed the highest number of Family Medical Leave Requests, Short Term Disability Claims, and recruitments in the history of our City. · Assumed responsibility for the City ID Badge Program. · Worked with departments to successfully implement the new maximum 2-step evaluation process. Unscheduled Projects: · Researched Meet and Confer and Collective Bargaining arrangements, coordinated staff trips to Peoria and Surprise, and facilitated a State–wide training session for Human Resource Directors, City Attorneys, and City Managers on collective bargaining. · Served as Vice President of the Arizona Human Resources Director’s Association. · Conducted our own comprehensive salary and benefit survey instead of participating in the West Valley Survey Consortium or hiring a consultant to do the work which would have cost the City over $20,000. · Formed three (3) Council Member Sub-Committee teams to review the details of the comprehensive survey and make recommendations to the Council on their committee’s area of expertise. · Implemented an additional 457 Deferred Compensation Plan at the request of the Fire Association Members (17 employees joined). · Implemented a 401A Plan (at the request of Chief Nick) which allows employees to contribute sick and vacation leave payout into the 401A plan as pre-tax earnings when they leave the City (up to $40,000). · Began allowing payroll deductions for the 100 Club at the request of Public Safety employees. 63 · · · · · · · · · · · · · · · · Expanded the Bi-lingual Pay Policy from a Police Department program to all departments. Met the challenges created by the highest number of employees who have ever left our city in a year and the subsequent recruitment of replacements. Developed an applicant Preference Program in accordance with the law so that all applicants are scored on a matrix and veteran applicants and applicants with disabilities are given appropriate preference points in the recruitment process. Began a NEO 90 Day Reunion for new employees. Facilitated a supervisor’s meeting to brainstorm how we can successfully maintain the culture. Coordinated an employees’ breakfast meeting for employees with 5 to 10 years of service to brainstorm how to maintain the culture and improve morale. Completed major Compensation Studies – Finance, Water Resource Plan, Water Department, and Fire/Police Compression Issues. Facilitated the resolution that Social Security does not have to be paid in the Fire Department and the return of funds to the Fire Department employees and the City. Coordinated multiple financial presentations for our employees at no cost to the City. Conducted a contest asking “Why do I like working for the City of Goodyear?” 22 responses were received. The top responses were placed on the WEB, all responses were circulated to Council Review, and printed in each City Manager’s Newsletter to Council. Revamped the Website (over 106 hours involved) and added the ability to apply for a position over the Internet. Developed a flow chart of the recruitment process. Began verification of the colleges applicants attended. Created a Forced Ranking Interview form and instructions on how to use the tool. Contributed immediately when Community Initiatives began the Same Page publication in January in addition to educating employees through e-mails throughout the year. Arranged to have our updated Goodyear Policy and Administrative Guideline Manual printed by our Mail/Copy Division of the City Clerk’s Office which saved the City (and directly HR’s budget) $3,100. 2004-05 OBJECTIVES: · · · · · · · · Coordinate recruitment for newly authorized positions approved in the budget. Assist the Fire Department to develop Performance Competency Manuals as a trial group. Develop statistical records concerning applications received. Coordinate staff evaluations and contract negotiations for the City Judge and the City Manager. Assume responsibility for the DCE Student Program. Review Pat Sherman’s Cultural Assessment Report and determine what HR can do to educate employees about our policies and guidelines. Implement an ordinance that deals with changes to the Charter concerning collective bargaining. Conduct a customer service survey. 64 BUDGET SUMMARY BY DEPARTMENT: HUMAN RESOURCES Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects* Funded Depreciation Capital Outlay Transfer Out Credit Total ACTUAL FY 02-03 $252,584 22,011 67,980 2,232 $ 344,807 BUDGET ESTIMATE FY 03-04 FY 03-04 $339,021 $355,200 27,726 25,200 104,260 64,410 4,954 13,030 13,030 $ 488,991 $ 457,840 FY 03-04 FY 04-05 AUTHORIZED PERSONNEL: FY 02-03 HR Program Manager HR Technician Administrative Assistant Director Benefits and Payroll Specialist 1 1 0 1 0 1 1 0 1 1 1 1 1 1 1 Total 3 4 5 65 BUDGET FY 04-05 $ 402,236 28,461 107,100 2,876 2,620 $ 543,293 PERFORMANCE INDICATORS: Authorized FTE's Newly Authorized Positions* Regular, Full Time New Hires Reg., FT Personnel Changes Reserve/Temp to Reg. Status Regular, FT to Temp Status Temporary Hires Reserve Hires Pool Hires DCE Hires Council Hires Ttl. New Hires/Changes Total Applicants Reg. FT Turnover Rate (Excludes Retirements) Reg. FT Turnover Rate (Includes Retirements) FY 02-03 255 26 43 24 8 0 2 7 6 4 0 96 2,400 FY 03-04 281 56 60 20 5 0 4 10 6 2 1 113 3,000 8.00% 7.00% 6.50% 6.00% 66 FY 04-05 337 10 RISK MANAGEMENT The Risk Management Department is responsible for the development, implementation and administration of the City’s safety, health, liability and related insurance programs. These include, but are not limited to, medical, 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. 2003-04 ACCOMPLISHMENTS: Benefits · Negotiated excellent health insurance renewal rates and were able to retain the same insurance providers for the first time in 3 years plus we enhanced benefits by increasing the maximum dental from $1,000 per year if an out of network provider is used to $1,500 per year, at no cost to the City or employees. This resulted in a savings of $200,000 from the original quotation from the carrier. · Enhanced the Flexible Benefits Plan by allowing over the counter medicine. Sixty-seven employees took advantage of the medical out of pocket plan and six signed up for the dependent care plan. · Instituted a wellness initiative for early detection of health concerns for our City’s employees. · Established a Benefit Stabilization fund to offset unexpected increases in future health care costs. · Conducted numerous educational pieces designed to educate our employees on the benefits the City affords them and their associated values. · Early negotiation in the 2004-2005 policy year reduced our quoted increase from 21.96% ($351,260 to a 13% ($208,000) increase. Through modest plan changes and negotiations the resulting savings was $143,260 to the City. · Negotiated a zero increase in our short term disability insurance from an 11% increase request resulting in a $4,180 savings to the City. · Discovered we had two Commuter policies, talked to the provider of the least expensive/least benefit coverage and negotiated a 66% increase in coverage at no cost to the City and cancelled the redundant policy saving of $1,750 in annual premiums. · Reviewed CIGNA billing rates and discovered we were being charged $44.00 for each check written to a “non-CIGNA” vendor. We discontinued this process. After an internal audit of our compliance with the law a change in vendors has been made to insure that the rights of our employees and the City are protected. · A new procedure was put into place allowing us to accept Sate Retirement Benefit dollars on behalf of our retirees and direct them to a qualified carrier of the retiree’s choice. · Reviewed, analyzed, and educated our employees on a baseline of our employee benefits and how they compare to our surrounding Cities. · Negotiated a Dental, Life, Short Term Disability and Vision renewal for FY 2004-05 below market rate saving the City an estimated $7,500. 67 · Established a funded Health Care Rate Stabilization fund designed to offset unexpected increases in Health Care. This fund can further be utilized to fund a Wellness program designed to increase health awareness for our employees and decrease over all utilization. SAFETY · Researched, analyzed, prepared and posted departmental and citywide accident and injury statistics monthly at 12 locations throughout the City. · Became an ongoing member of operational meetings held in various departments within the City. · Established goals for major operational segments of the City. · Dropped Workers’ Compensation recordable claims by over 70% through the combination of implemented programs such as light duty, educational pieces, speaking at supervisory and employee meetings, and heightening the overall awareness of safety. · Reduced time loss injuries for FY 2003-04 to zero through the implementation of an all inclusive light duty program. · Assisted the Public Safety Committee with the selection of a new Safety Compliance consulting firm. This firm will partner with all departments insuring compliance with legally mandated programs. · Acted as a catalyst to speed training of existing programs in late 2003. In February 2004 (O.S.H.A.) conducted a detailed audit of our facilities, programs, and training records resulting in no fines assessed to the City. This early intervention saved the City an estimated $20,000 in fines and penalties. POLICES · Reviewed current citywide policies and guidelines that relate to Risk Management. · Revised applicable citywide polices and guidelines in coordination with the Risk Aversion Policy Team including light duty, Drug and Alcohol, how citations in personnel vehicles affect your employment, and reporting procedures and Workers’ Compensation. LIABILITY · Established procedures to follow when a liability claim is filed, assumed coordination of all claims, working with our Legal Department, Southwest Risk’s Legal Representative and the City Departments who are involved in the claim. · Assisted the Legal Department with the development of a contract boiler plate by providing input and began reviewing City contracts to ensure the City has indemnity insurance and protection. · Reviewed our vehicle listing and eliminated from coverage 43 vehicles we no longer have and added 24 we do have. The net result was a decrease in the auto portion of our renewal premium in excess of $20,000 annually. · Negotiated with our liability carrier on renewal premiums. Our valued assets had been greatly understated in the past. Through negotiations, $141,000 was saved, allowing us to stay within the 03-04 budgeted dollars. · Maximized assets when Police Cruisers were totaled. We bought back totaled vehicles for salvage at $500.00 and have used the parts to replace a$4,000 motor from the 68 · · · · · · · · · totaled unit to make operational a K-9 Cruiser. The result saved the City $3,500. We bought a second wrecked cruiser for salvage at $1,550 and will use the $4,000 motor as well. When anticipated usable parts are removed from both vehicles, the vehicles will be sold for scrap at an anticipated $400 per vehicle. Initiated contract reviews and insurance certificate tracking to insure that appropriate protections are afforded to the City. Reduced average turnaround for damaged City vehicles’ requiring repair from 3 to 4 weeks to 1 to 2 weeks. Analyzed automobile loss history to maximize the use of subrogation and to trend loss causes. Instituted a chronological tracking system for all liability claims with summaries for each. This saves time in getting up to speed on a case when it is months or even years old. The summaries include an evaluation of the liability exposures incurred. Revised Contractual language to include additional insured language clauses and institute processes to include the Risk Aversion Manager in the contract review process. Established a certificate tracking program to insure that contracts that require additional insured certificates are maintained on file, that the appropriate amounts are present, and that the certificates do not expire. Recommended changing deductibles on our General Liability coverage from $ 10,000 to $ 75,000 resulting in an expected savings of $300,000 over the next five years. Negotiated renewal resulting in an additional savings of $50,000 in our annual liability insurance costs. Recommended to Arizona Municipal Risk Pool Board an increase in coverage on our auto line of insurance to include physical damage for rented vehicles while on City business. The board approved the recommendation without cost to the City. The City will save in excess of $4,000 annually in rentals as a result. 2004-05 OBJECTIVES: · · · · · · · · · Ensure OSHA Compliance by facilitating and monitoring the training effort. Conduct detailed audits designed to identify work place hazards and protect, guard or eliminate them before an accident or incident occurs. Begin random CDL testing and document testing by June 2004. Conduct Ergonomic audits of our work stations and educate our employees on the associated hazards with work stations of less than optimal design. Arrange for a physical survey of property exposures and valuations with Southwest Risk for loss control and in preparation for the general/liability policy renewal. Work with Certified Environmental Services, our new Safety Compliance partner, to assist in our safety program in Public Works and City-Wide safety compliance. Develop a more detailed historical data analysis and method to forecast losses for the Cities rolling fleet. Implement a Well Health screening program including vendor selection, employee awareness, and implementation of quantitative tracking measures for success. Research the advisability of increasing deductibles for general liability, automobile liability, automobile comprehensive, and property lines of coverage. Present to City Council as appropriate. 69 · · · · Draft new Workers’ Compensation reporting form and educate our employees on where to find it and how to use it. Review, draft, and prepare for Risk Aversion Committee Policy # 1060 Accident and Loss Reporting. Draft new vehicle accident and general liability reporting forms and educate our employees on where to find it and how to use it. Evolve the Risk Aversion Committee into an accident review team. BUDGET SUMMARY BY DEPARTMENT: RISK AVERSION Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects* Funded Depreciation Capital Outlay Transfer Out Credit Total ACTUAL BUDGET ESTIMATE BUDGET FY 02-03 FY 03-04 FY 03-04 FY 04-05 $62,993 $92,623 $92,623 $ 173,385 1,465 9,525 8,423 637,995 189,787 543,875 494,467 28,830 200,000 6,000 4,020 $454,245 $646,023 $595,513 AUTHORIZED PERSONNEL: FY 02-03 FY 03-04 FY 04-05 Risk Aversion Manager Safety Training/O.S.H.A. Comp 1 0 1 0 1 1 Total 1 1 2 *Dividends paid 14 months after policy expiration Dividends for 02-03, 03-04, and 04-05 are estimates. 70 $850,230 PERFORMANCE INDICATORS: Total Empl. Reported Claims Medical Only Claim Dollars W/C Time Loss Future Reserves Total Loss in Dollars Loss Ratio Discounted Premium *Less Dividend Net Cost Experience Modifier FY 02-03 25,536 30 $ 74,372 6.0 $ 20,489 $ 94,861 65.80% $ 144,153 $ 3,000 $ 141,153 0.80 71 FY 03-04 28,112 12 $ 6,000 $ $ 6,000 3.50% $ 173,500 $ 110,000 $ 63,500 0.69 FY 04-05 33,715 14 $ 30,000 1.0 $ 10,000 $ 40,000 19.63% $ 203,792 $ 82,400 $ 116,098 0.82 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. 2003-04 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. Represented the City in Regional Partnerships. Negotiated development agreements. Provided leadership and direction to City departments for continuous improvement and organizational change. Improved department communication through Council Review Team meetings. Coordination and distribution of monthly City Manager’s report. Continue to encourage city staff to identify and implement alternative methods for providing services that improve efficiency and continuously improves customer service. Surveyed stakeholders and refined communications to Council and departments. Responded to citizen inquiry and issues on behalf of Mayor and City Council. Support and coordinate City Council Advances. Coordinated and lead the Luke Air Force Base preservation efforts. Chaired Fighter Country Partnership. Successfully completed Council adopted goals and objectives. Continued to refine the integrated planning and budget process, including the annual update of the City Strategic Plan. Effectively captured and reported on emerging issues. Completed review of City purchasing card program. 2004-05 OBJECTIVES: · · · · · · · · · · · Achieve City Council goals. Develop/refine contract administration program. 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. Represent the City in Regional Partnerships. Negotiate development agreements. Champion Management Assessment Provide leadership and direction to City departments for continuous improvement and organizational change. Improve department communication through Council Review Team meetings. Effectively capture and report on emerging issues. Coordinate and distribute monthly City Manager’s report. Continue to encourage city staff to identify and implement alternative methods for providing services that improve efficiency and continuously improves customer service. 72 · · · · · · Survey stakeholders and refined communications to Council and departments. Respond to citizen inquiry and issues on behalf of Mayor and City Council. Support and coordinate City Council Advances. Coordinate and lead the Luke Air Force Base preservation efforts. Chair the Fighter Country Partnership strategic planning committee for Luke preservation efforts. Continue to refine the integrated planning and budget process, including the annual update of the City Strategic Plan. BUDGET SUMMARY BY DEPARTMENT: CITY MANAGER Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects* Funded Depreciation Capital Outlay Transfer Out Credit Total ACTUAL FY 02-03 $350,447 27,108 80,475 20,000 10,140 $488,170 BUDGET ESTIMATE FY 03-04 FY 03-04 $424,980 $415,300 23,930 19,800 61,480 22,627 77,780 13,500 13,500 $601,670 $471,227 AUTHORIZED PERSONNEL: FY 02-03 FY 03-04 FY 04-05 City Manager Customer Service Advocate Executive Assistant Contract Administrator 1 2 1 0 1 2 1 1 1 2 1 1 Total 4 5 5 73 BUDGET FY 04-05 $ 397,504 22,500 42,560 30,312 112,870 $605,746 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. The Division is utilized as an internal resource for City Departments and conducts special projects as assigned by the City Manager. 2003-04 ACCOMPLISHMENTS: · · · · · · · · · · · Successfully identified, prepared, and implemented grant coordination practices to maximize funding opportunities. Assist ITS and provide management for the Information Technology Steering Committee. Continue assistance with City Council and departmental initiatives. Provided quarterly status reporting to Mayor and City Council on budgeted programs and projects. Worked with Information Technology Services to create standards for project management. Provided assistance during the redesign and implementation of the City’s website. Coordinated and organized Employee Summit. Assisted Budget Office in preparation of FY 04-05 Budget. Coordinated Department Strategic Advance to help support and implement long range planning. Facilitated City Manager’s Office Strategic Planning Advance. Organize and support Management by Walking Around and Brown Bag lunch programs. 2004-05 OBJECTIVES: · · · · · · · · · Identify Federal and State grant programs. Work with Departments to develop grant proposals, maintain up-to-date information on upcoming deadlines and new opportunities, provide research and coordinate projects selected for grant submittals. Provide technical support for the City Manager, Mayor and City Council. Conduct research, prepare reports and presentations, perform project management and liaison duties and assistance as needed. Support Information Technology Steering Committee. Continued support of City Council and departmental initiatives. Provide quarterly status reporting to Mayor and City Council on budgeted programs and projects. Assist Budget Office in preparation of FY 05-06 Budget. Coordinate Department Strategic Advance to help support and implement long range planning. Facilitate City Manager’s Office Strategic Planning Advance. Organize and support Management by Walking Around and Brown Bag employee lunch programs. 74 · · · Implement employee guidelines for city vehicle usage. Establish a City vehicle pool for City Hall employees. Continue to provide project assistance to departments as requested. BUDGET SUMMARY BY DEPARTMENT: ADMIN SUPPORT Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects* Funded Depreciation Capital Outlay Transfer Out Credit Total ACTUAL BUDGET ESTIMATE BUDGET FY 02-03 FY 03-04 FY 03-04 FY 04-05 $204,359 $294,231 $294,231 $ 275,014 14,977 20,050 17,200 17,050 74,467 156,019 107,276 148,700 50,000 19,630 56,851 $343,803 $489,930 $418,707 AUTHORIZED PERSONNEL: FY 02-03 FY 03-04 FY 04-05 Management Analyst Management Assistant Manager of Organizational Effe 1 1 1 1 1 1 1 1 0 Total 3 3 2 75 $497,615 DEPUTY CITY MANAGER The Deputy City Manager works with a group of Department Directors to coordinate their efforts toward the achievement of their departmental objectives and the objectives of the City government as a whole. Duties include exercising leadership with Department Directors and advising the City Manager in the determination of program needs, the preparation and presentation of programs for approval by the City Manager and City Council, and the coordination of the implementation of approved programs. Deputy City Manager exercises considerable initiative and independent judgment in representing the City Manager within assigned areas of responsibility and exercises delegated representative authority over Department Directors and other employees in the organization. The Deputy City Manager works under the general direction of the City Manager. The Deputy City Manager’s Office provides support to the Mayor and City Council, City Manager’s Office, Public Works, Community and Economic Development Departments, and CIP Management. 2003-04 ACCOMPLISHMENTS: · · · · · · · City Representative at the Maricopa Association of Governments (MAG), Transportation Review Committee, Regional Transportation Plan, Chair Ad Hoc STP/ CMAQ Process Improvement Group, Intelligent Transportation Systems Committee, and Enhancement Funds Working Group. President, American Public Works Association, Arizona Local Chapter Member of the Arizona Municipal Water Users Association’s Water Resources Advisory Group Member, WESTCAPS, Chair of Technical Committee Member, Valley Forward Board of Directors Member, WESTMARC Transportation Committee Leader of the SunCor and SunChase monthly standing meetings and any other major developer meeting 2004-05 OBJECTIVES: · · · · · · · · Works with the City Manager, the Assistant City Manager and department heads in planning, organizing, coordinating and implementing programs on matters affecting assigned areas of responsibility Successfully complete Council adopted goals and objectives Ensure orderly growth and development of the City by obtaining an adequate future water supply through the Water Master Plan, Impact Fees and Assured Water Supply designation Negotiate various development agreements beneficial to the City Confers with officials of City, county, state and federal agencies regarding plans and priorities for existing and planned programs Demonstrates continuous effort to improve operations, decrease turnaround times, streamline work processes, and work cooperatively and jointly to provide quality seamless customer service Maintain effective working relationships with the Mayor and City Council, various special interest groups, and the general public Organize and coordinate the efforts of all City departments and functions with other governmental or private agencies to accomplish program goals and objectives and resolve difficult and complex issues and problems 76 BUDGET SUMMARY BY DEPARTMENT: DEPUTY CITY MANAGER Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects* Funded Depreciation Capital Outlay Transfer Out Credit Total ACTUAL FY 02-03 $309,652 8,949 14,573 3,047 $336,221 BUDGET ESTIMATE FY 03-04 FY 03-04 $380,628 $386,200 19,430 23,200 16,000 26,332 10,000 10,000 85,000 88,000 $511,058 $533,732 BUDGET FY 04-05 $ 462,277 17,960 66,100 47,067 2,450 $595,854 AUTHORIZED PERSONNEL: FY 02-03 FY 03-04 FY 04-05 Deputy City Manager CIP Manager Project Assistant Administrative Assistant Water Resource Manager 1 1 1 1 0 1 1 1 1 0 2 0 1 1 1 Total 4 4 5 PERFORMANCE INDICATORS: · · · · Briefs the City Manager on matters of concern in the departments and functions in assigned area of responsibility to assure proper action on matters involved; Meets and corresponds with various citizen, professional, business and other groups to answer questions and secure their help in carrying out various programs; Attends Council meetings and makes reports concerning activities for which responsible as requested by the City Manager; Communicate effectively on a broad range of issues, policies, programs, and other concerns on a timely basis. 77 CITY CLERK The City Clerk is the historian of the City and is responsible for ongoing management as prescribed by State statutes and the City Charter. The City Clerk prepares, assembles and distributes the Council Agenda; fulfils posting requirements; records City Council actions; conducts City elections; and maintains all the City records. The City Clerk coordinates the publications of legal notices and advertising; opens public bids; coordinates public auctions; administers oaths of office; conducts research; and processes all ordinances and resolutions. MISSION STATEMENT, VISIONS STATEMENT AND VALUES: 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. 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. 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. 2003-04 ACCOMPLISHMENTS: · · · · · · · · · · · · · · Met all City Clerk office legal requirements Established a Records Committee and in process of developing a citywide Records Retention Schedule Responded to citizen and department record requests within twenty-four hours City Code codified and available on Web Site Continued computer documentation of legislative history and council action for department access via electronic imaging Conducted a fair and impartial General Plan election in November Administered the compilation and preparation of Council agendas and record Minutes of Council Continued to implement City-wide microfilming program and records management Held third annual department strategic planning meeting and updated five year plan through 2008 Continue to research paperless agenda packet Processed five annexations Served as District Clerk to nine Community Facilities Districts Hired a Records Analyst I Staffed Citizens Charter Amendment Committee 78 2004-05 OBJECTIVES: · · · · · · · · · · · · · · Conduct fair and impartial elections; September 7, 2004 Special Election; March 2005, Mayor and Council Increase voter participation through education outreach program Administer efficient, individualized support to Mayor and Council Enabling Council decision making by providing accurate agenda packets Establish a City-wide Records Management Program Establish a City-wide Electronic Records Management Program Establish Resource Library Manage City Imaging Increase productivity in providing professional, quality services to the community Centralize Services Increase Mail Services and plan for future growth Meet all legal requirements Provide Information to Community in a timely manner Issuance of Licenses/Permits and develop a Special Event process BUDGET SUMMARY BY DEPARTMENT: CITY CLERK Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects* Funded Depreciation Capital Outlay Transfer Out Credit ACTUAL FY 02-03 $332,598 28,111 335,547 20,000 37,858 - BUDGET ESTIMATE FY 03-04 FY 03-04 $411,804 $411,804 45,499 45,499 589,775 88,875 32,588 67,330 58,739 - Total $754,114 $1,146,996 $604,917 AUTHORIZED PERSONNEL: FY 02-03 FY 03-04 FY 04-05 City Clerk Deputy City Clerk Mail and Copy Clerk Records Analyst II Staff Assistant Records Analyst I 1 1 1 1 1 0 1 1 1 1 1 1 1 1 2 1 1 1 Total 5 6 7 79 BUDGET FY 04-05 $ 466,614 164,259 284,019 12,918 30,495 5,490 $963,795 PERFORMANCE INDICATORS: Registered Voters % of voter turnout Number of polling places Ords. Administered & indexed Res. Administered & indexed Council actions processed Council meetings posted Special meetings posted Worksessions posted Open and record public bids Contracts processed thru May Prcsd. new liquor lic. Apps Prcsd. Spec. event apps. Record reqst - Jan 03 to May FY 02-03 9,996 5 52 31 367 24 16 28 62 13 9 - FY 03-04 10,250 30% 5 60 59 313 21 7 23 46 14 10 170 80 FY 04-05 12,557 8 65 65 350 24 8 24 46 308 15 11 279 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. 2003-04 ACCOMPLISHMENTS: Retail & Hospitality • Several retail businesses opened the past year, including: o Bank of America o West Valley Vision o Mimi’s Café o Hoot ‘n’ Howl o Palm Valley Animal Clinic o Beard’s Work & Western Wear o Wild West Electronics o Subway o Wildflower Bread Co. o Conelly Billiards o Bill Johnson’s Big Apple o Quick Trip o Panda Express o Hi Health o La Grocerie o AT&T Wireless o Safeway o Leslie’s Pool Supply o Club Tan o Stone Creek Furniture Factory o Streets of New York o Acrylic Spa’s o Quizno’s o Blockbuster o Native New Yorker o UPS Store o Great Clips o Nationwide Insurance • The City approved a development agreement with SunCor to develop the remaining infrastructure and new signage for Palm Valley Autoplex. 81 Office & Industrial · Newell-Rubbermaid is adding plant capacity with equipment and new employees. · SunCor has received approval to construct a 60,000 square feet, three-story office building in the Palm Valley Office Park. · The City retained its designation and expanded its qualifying boundaries in the Western Maricopa Enterprise Zone. This provides enhanced job training grants and potential property/income tax benefits that will assist the City in its business expansion and recruitment efforts. · Lockheed Martin sold its real estate holding, which includes 1 million square feet of industrial/office buildings. Lockheed will continue a long-term lease on more than 400,000 square feet. The new owners plan to have the property annexed into Goodyear so they can receive City services. · The Goodyear Employment Corridor study that was adopted by City Council in 2003 has received a first place award from the Arizona Planning Association. The 4,200acre corridor will house as many as 60,000 employees at build-out. It stretches from Interstate 10 to the Gila River and from Litchfield Road to Estrella Parkway. Existing Business Program · The City was selected by APS to participate in the Building Bridges to Business (B3) that is a formal retention & expansion program for working with existing businesses in Goodyear. · Nearly thirty interviews have been conducted with our local businesses. The result will lead to improved communications with the City, understanding the value of our local business and providing support as possible. Quality of Life Initiative · The department has initiated activities related to redevelopment in the community, which will lead to enhancing the economic and visual elements of older commercial and residential areas. A strategy and activities have been established that will lead to implementing a redevelopment policy for the City. We have also coordinated the efforts for conducting a field survey of commercial and residential properties to evaluate potential redevelopment zones or districts. Phoenix-Goodyear Airport · Collaborated with the City of Phoenix to update the Phoenix-Goodyear Airport Master Plan, which was last done in 1986. The 18-month update process will result in a vision and supporting strategies for the airport for the next 15 years. · Timco Aviation, the 3rd party commercial aircraft maintenance provider, received designation from the Arizona Department of Commerce to qualify for Military Reuse benefits. The benefits include property tax reclassification and enhanced job training funds. Marketing and Promotion · Developed the “show on the road” presentation for commercial and industrial brokerage firms that promotes the opportunities in Goodyear. · Developed “new look” marketing folders. · Enhanced the Economic Development portion of the City’s website, that includes online 82 · fact sheets for available land & building sites. The City hosted a successful meeting with the Goodyear development community, which included representatives from Westcor, Vestar, EJM, NFA, Cornwell Corporation, Carefree Partners, Marion Advisory Partners, SunCor, Sun MP, Woods and City of Phoenix Aviation. Nate Nathan provided an overview of growth and opportunities in our region. The purpose of the meeting was to have each developer discuss their respective project plans, build relationships with each other and the City and discuss opportunities. The development community has requested that this meeting be held every six months. Staff Professional Involvement · Barbra Coffee is serving on the Technical Advisory Committee for the City Center Specific Area Master Plan, which focuses on the creation of an economically viable new mixed-use downtown. · Barbra Coffee was selected for the Leadership West Class XII. · Corri Spiegel was selected as the Vice Chair for the Arizona Association for Economic Development’s Membership Committee, which will focus on maintaining and adding individuals for this 450-member organization. · Sandy Bell was selected to provide a presentation at the national Synchronist conference that brings economic development practitioners together to learn best practices for working with local businesses. · Brian Dalke provided presentations on economic development and strategic planning for La Paz County and the towns of Florence, Parker and Quartzsite to assist in their planning efforts. · Brian Dalke was appointed to the Greater Phoenix Economic Council’s (GPEC) Ambassadors Committee. This committee was established to leverage the private sector members’ expertise to assist in business climate improvement, increase business attraction and provide overall support of GPEC’s mission. 2004-05 OBJECTIVES: · · · · · · · · Develop the Quality of Life Initiative (redevelopment) policy and implementation strategies. Produce a report on the Building Bridges to Business survey results that included thirty of our basic industry employers. Conduct the Building Bridges to Business surveys with our Advanced Business Service firms (office and professional). Provide presentations to each of the major commercial and industrial brokerage houses in Greater Phoenix that focus on the attributes and opportunities for business locations in Goodyear. Complete the Focused Future II Community Indicators report that provides benchmarks and analyses for Goodyear. Represent the City on the Phoenix-Goodyear Airport Master Plan Update committee. Update the Economic Development Ordinance as evidence by adoption by City Council. This will include an analysis of the use of commercial and industrial incentives in Greater Phoenix. Develop strategies for the department to assume the marketing role – internal and external – for the City. 83 BUDGET SUMMARY BY DEPARTMENT: ECON DEVELOPMENT Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects* Funded Depreciation Capital Outlay Transfer Out Credit Total ACTUAL BUDGET ESTIMATE BUDGET FY 02-03 FY 03-04 FY 03-04 FY 04-05 $313,173 $352,474 $352,474 $ 404,204 28,339 38,501 38,501 43,591 5,912 91,705 91,705 74,785 402,626 1,091,350 1,431,398 2,167,230 100,000 18,942 2,301 14,000 5,565 205,000 205,000 22,500 $855,615 $1,797,972 $2,119,078 $2,728,611 AUTHORIZED PERSONNEL: FY 02-03 FY 03-04 FY 04-05 Administrative Assistant Director Economic Development Projec Business Advocate 1 1 2 0 1 1 2 0 1 1 2 1 Total 4 4 5 84 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, neighborhood partnerships, public art, citizen concerns, City communications, 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, communities of faith, 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. 2003-04 ACCOMPLISHMENTS: · · · · · · · · · · · · Gain greater levels of federal funds for transportation, transit, and conservation projects aimed at open space and preservation of Luke AFB. 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 to a greater level of response. Maintain a leadership role in citizen participation/outreach. Work with departments to improve internal/external customer service delivery process. Increase publicity of 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 valley wide. 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 through staff and contract lobbyists. 85 2004-05 OBJECTIVES: · · · · · · · · · · · · · · · · · Promote City goals and defend against legislative efforts to weaken local control or reduce revenue sources Seek additional revenue for the City of Goodyear through federal and state funding sources Maintain Goodyear representation on regional boards and quasi-governmental councils Preserve the Mission of Luke Air Force Base (AFB) Draft and recommend policy and code changes that better coordinate and match existing codes Improve interdepartmental coordination of properties in distress Continue to educate the community about voluntary code compliance Improve customer advocacy by improving department database and reporting methodology and therefore turnaround times Initiate formalized public participation training for City staff Improve awareness of City services/projects/image through City’s website Determine citizen satisfaction with City services and our customer service delivery Enhance the quality of all printed City communications Create a targeted “See and Do” website for the City of Goodyear Identify “Target Area” neighborhoods for additional City resources and attention to needs. Assist neighborhoods through organizing new neighborhood associations (NAs) and enhancing learning for HOAs and NAs to become better equipped in governing their neighborhoods Work to establish G.A.I.N. (Getting Arizonans Involved) activities in all neighborhoods Facilitate the start-up of a citizen mediation program BUDGET SUMMARY BY DEPARTMENT: COMMUNITY INIT Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects* Funded Depreciation Capital Outlay Transfer Out Credit Total ACTUAL BUDGET ESTIMATE BUDGET FY 02-03 FY 03-04 FY 03-04 FY 04-05 $356,750 $437,545 $435,200 $ 578,725 34,055 35,613 32,300 104,670 86,402 191,129 146,552 100,241 8,850 8,850 6,000 2,291 100,000 50,000 214,975 $479,498 $773,137 86 $672,902 $1,004,611 AUTHORIZED PERSONNEL: FY 02-03 FY 03-04 FY 04-05 Administrative Assistant Code Compliance Manager Community Advocate Code Compliance Inspector Director Public Information & Communit Neighborhood & Volunteer Ma 1 1 1 0 1 1 0 1 1 1 0 1 1 1 1 1 1 1 1 1 1 Total 5 6 7 PERFORMANCE INDICATORS: FY 02-03 Annual Citizen Satisf. Survey Coord./staff Annual Info.Booths Rep. City on boards/commish Hire fed. lobbyist to pursue federal appropriations Hire lobbyists dedicated to preservation of Luke AFB Business Reg. added to code Hire addt'l Code Inspector Revitalize or establish 2 neighborhood associations Plan, coord. and promote G.A.I.N. events Creation of specialized “See and Do” website for the City of Goodyear FY 03-04 1 FY 04-05 0 4 8 1 4 8 1 1 1 2 1 1 2 1 1 1 87 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. 2003-04 ACCOMPLISHMENTS: · · · · · · · · · · · · Continued basic services to current and anticipated additional demands. Implemented an electronic solution for Purchasing and Accounts Payable. Secured long-term financing solutions for the approved CIP Projects in FY 03-04. 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. Continued Implementing Finance Assessment recommendations. Implemented the approved FY 03-04 Finance Department Operational Plan. Conducted a procurement card audit Implemented a new chart of accounts Conducted a physical inventory of assets General Obligation (GO) bond sale of $10.8 million dollars GO Bond rating raised 2004-05 OBJECTIVES: · · · · · · · Remodel and add workspace to create additional workstations Improve workflow by increasing staff, outsourcing and implementing efficiencies. Update MSI User Fees. Implement Interactive Voice Response system to facilitate processing utility customer phone calls. Streamline the utility application process. Implement an imaging system to reduce paperwork and filing requirements. Implement split cycle billing for water customers. 88 BUDGET SUMMARY BY DEPARTMENT: FINANCE Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects* Funded Depreciation Capital Outlay Transfer Out Credit ACTUAL FY 02-03 $578,706 32,281 154,678 12,353 - BUDGET FY 03-04 $716,323 55,045 202,475 31,639 71,350 - Total $778,018 $1,076,832 ESTIMATE FY 03-04 $672,300 43,000 89,233 71,350 - $875,883 $1,018,116 AUTHORIZED PERSONNEL: FY 02-03 FY 03-04 FY 04-05 Accountant II Director Senior Account Clerk Finance Manager Account Clerk II Account Clerk I Lead Utility Customer Service W 3 1 2 1 0 0 0 3 1 2 1 1 0 1 3 1 2 1 1 1 1 Total 7 9 10 PERFORMANCE INDICATORS: Bond Sale – all types Utility billings Vendor claims paid Internal audits FY 02-03 16,000,000 135,000 7,000 79 89 FY 03-04 11,000,000 166,000 7,500 83 BUDGET FY 04-05 $ 730,370 61,885 190,422 26,899 6,000 2,540 - FY 04-05 28,000,000 196,000 7,800 87 COMMUNITY FACILITIES DISTRICT (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 nine CFDs in the City. One more is anticipated to be formed in FY 04-05. The CFD contracts for administration services for Special Assessments and Arbitrage Rebate services with MuniFinancial. The City CFD Division - Finance department provides all accounting services for the districts and bills each districts for that service in accordance with the development agreements 2003-04 ACCOMPLISHMENTS: · · · · Provided quality customer service to customers. Formed Palm Valley Community Facilities District No. 3. Completed several assessment modifications (lot splits). · Community Facilities General District No. 1 · Estrella Mountain Ranch Community Facilities District No. 1 Completed general obligation bond sales for three CFDs. · Community Facilities General District No. 1 - $5,295,000 · Community Facilities Utilities District No. 1 - $7,870,000 · Cottonflower Community Facilities District - $1,760,000 2004-05 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 four CFDs. 90 BUDGET SUMMARY BY DEPARTMENT: CFD Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects* Funded Depreciation Capital Outlay Transfer Out Credit Total ACTUAL BUDGET ESTIMATE BUDGET FY 02-03 FY 03-04 FY 03-04 FY 04-05 $47,246 $94,778 $94,778 $ 137,194 57 1,100 3,400 15,500 3,307 16,675 16,471 69,215 2,392 575 14,000 $50,610 $114,945 $114,649 AUTHORIZED PERSONNEL: FY 02-03 FY 03-04 FY 04-05 CFD Manager CFD - Senior Account Clerk 1 0 1 0 1 1 Total 1 1 2 9 FY 04-05 10 PERFORMANCE INDICATORS: FY 02-03 Current Districts FY 03-04 8 91 $236,484 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. 2003-04 ACCOMPLISHMENTS: · · · · · · · · · Implemented an Automated Purchasing system Developed and update the city’s financial policies (revenue, expenditure, and debt). Prepared and monitor monthly revenue forecasts Prepared and monitor monthly expenditures. Coordinated the financial leadership’s communication with the credit rating agencies. Maintained a five-year revenue and expenditure-forecasting model. Maintained and timely distribute to the City Council the Financial Trend Report Projected population and new construction starts for FY 04-05. Projected revenue, expenditure, and fund balances for FY 04-05. BUDGET PREPARATION AND CONTROL · Prepared and distribute a draft budget calendar for FY 04-05. · Scheduled and prepare documentation for a Council Worksession to discuss/define FY 04-05 budget methodology and performance targets. · Prepared budget guidelines and instructions. · Reviewed departmental budget requests · Prepared budget recommendations to the City Manager. · Prepared the City Manager’s budget proposal to the City Council. · Communicated budget messages to the City’s stakeholders. · Communicated budget allocation to City departments. · Monitored departmental budget execution. · Prepared and publish TNT Notices. · Prepared Tentative Budget for Council adoption. · Prepared Final Budget and Property Tax levies for Council Adoption. RESEARCH, POLICY AND SPECIAL PROJECTS · Performed a fiscal impact analysis on all proposed new developments. · Updated economic impact model drivers following annual audit. · Developed recommended water, water resource and sewer development fees to be presented to the City Council for adoption. · Completed Raftelis water/sewer user fee and development fee study. · Developed recommended non-utility development fees to be presented to the City Council for adoption. · Developed recommended water and sewer user fees to be presented to the City Council for adoption. · Developed a follow-up budget survey, analyze results, and review results with staff and City Council. 92 2004-05 OBJECTIVES: · · · · · · · · · · · · Develop a centralized purchasing process Developed and update the city’s financial policies (revenue, expenditure, and debt). Prepared and monitor monthly revenue forecasts Prepared and monitor monthly expenditures. Coordinated the financial leadership’s communication with the credit rating agencies. Maintained a five-year revenue and expenditure-forecasting model. Maintained and timely distribute to the City Council the Financial Trend Report Projected population and new construction starts for FY 04-05. Projected revenue, expenditure, and fund balances for FY 04-05. Streamlined the Integrated Planning and Budget process Continue to develop budget preparation and control mechanisms Continue to develop research, policy and special projects as needed BUDGET SUMMARY BY DEPARTMENT: BUDGET & RESEARCH Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects* Funded Depreciation Capital Outlay Transfer Out Credit ACTUAL FY 02-03 $190,531 1,690 2,839 - BUDGET ESTIMATE FY 03-04 FY 03-04 $226,358 $226,358 13,766 9,000 8,714 12,642 1,800 1,800 - Total $195,060 $250,638 $249,800 AUTHORIZED PERSONNEL: FY 02-03 FY 03-04 FY 04-05 Budget and Research Analyst Budget and Research Manage Senior Buyer 1 1 0 1 1 0 1 1 1 Total 2 2 3 93 BUDGET FY 04-05 $ 287,962 13,540 9,700 6,000 2,570 $319,772 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. 94 INFORMATION & 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. 2003-04 ACCOMPLISHMENTS: · · · · · · · · · · Completed phase three (Server Infrastructure Deployment) of the TMP (Technology Modernization Program) by November 2003. Completed phase four (Basic Security) of the TMP (Technology Modernization Program) by July 2004. Completed phase six (Storage Build Out) of the TMP (Technology Modernization Program) by February 2004. Completed the web site redesign and go-live. Facilitated the implementation of the Microsoft Windows Server version of the LaserFiche records management system.. Assisted the Finance Department in the implementation of the HTE Purchasing and Inventory system. Assisted the Finance Department in the implementation of the HTE Accounts Receivable system. Assisted Engineering in going live with the HTE Building Permit system for inspections and permits. Completed all desktop operating system (Windows 2000) and application (Office 2003) upgrades. Completed the implementation of Naviline, the web browser version of the HTE software. 2004-05 OBJECTIVES: · · · · Lead the planning and implementation of the HTE Business Licenses system. Lead the planning and implementation of the HTE Planning and Zoning system. Lead the planning and implementation of the HTE Code Enforcement system. Lead the planning and implementation of a replacement system for CCAR (Constituency Contact And Response) system. 95 · · · · · · Conduct upgrade of Naviline, the web browser version of the HTE software, to the latest version. Provide technical assistance in the implementation of the HTE Fleet Management system. Provide technical assistance in the implementation of the new Police CAD-RMS (Computer-Aided-Dispatch-Records Management) system. Lead the implementation of a dry fire suppression system for the data center (computer room) within City Hall. Complete the creation of the Applications Development and Support division of the ITS Department through the successful recruitment of the Applications & Business Manager. Migrate Lotus Notes from IBM iSeries platform to Microsoft Windows/Intel-based platform. BUDGET SUMMARY BY DEPARTMENT: ITS Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects* Funded Depreciation Capital Outlay Transfer Out Credit ACTUAL BUDGET ESTIMATE BUDGET FY 02-03 FY 03-04 FY 03-04 FY 04-05 $601,683 $722,498 $735,200 $ 801,308 85,108 350,457 115,000 510,114 77,755 150,750 86,000 101,950 293,735 220,746 713,926 230,088 188,402 213,400 749,162 104,000 60,000 71,800 - Total $1,807,443 $1,778,539 $1,184,602 $2,412,498 AUTHORIZED PERSONNEL: FY 02-03 FY 03-04 FY 04-05 Application Specialist Director Network Technician II Network Technician I Programmer Analyst Technical Services Manager IT Project Manager Network Administrator Applications & Business Analy 1 1 2 1 1 1 0 1 0 0 1 2 1 0 1 0 1 3 0 1 2 1 0 1 1 1 3 Total 8 9 10 96 PERFORMANCE INDICATORS: FY 02-03 FY 03-04 1979 2100 (to 6/15) (Projected) FY 04-05 Documented requests for service 2500 Undocumented requests for service (Estimated)Time to resolve Emergency Support Requests(Average) 300.5 hours 1200.5 hours 20002 hours Time to resolve High Priority Support Requests(Average) 3 hours 4 hours 8 hours Time to resolve Medium Priority Support Requests(Average) 5 hours 8 hours 12 hours Time to resolve Low Priority Support Requests(Average) 20 hours 30 hours 40 hours E-mail viruses detected 254 70,000+ 100,000+ Software or hardware 0 2 malfunctions due to viruses. E-mail SPAM detectedPCs 123000 200,000 supported N/A235 +265 +320 ManagementTechnical Services StaffApplications StaffUsers supported 242255 243285 343340 Remote Locations Supported 8 9 10 Printers 93 100 120 File and Application Servers 16 20 40 97 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 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 and Home Fund Programs, 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 plan reviews, analyzing population and socio-economic data, as well as providing Staff support to the Planning Commission, Board of Adjustment, and Board of Appeals. 2003-04 ACCOMPLISHMENTS: · · · · · · · · · Coordinated the public information campaign for adoption of the General Plan 20032013 in the November 2003 election. Rehabilitated six houses through the Community Development Block Grant Program. Obtained approval for the Gateway Overlay District and Estrella Parkway streetscape design and theme, and implemented the adopted design as new development occurs. Developed and processed zoning standards to ensure quality large scale commercial developments (“big box ordinance”) within the City. Implemented the recommendations from the Parks Trails and Open Space Master Plan. Conducted a survey of external customers to gauge the level of satisfaction with development services. Conducted internal meetings to improve on communications and efficiencies between the Economic Development and Community Initiatives Departments. Refined and implemented project submittal procedures and correspondence with Luke AFB. Enhanced Planning and Zoning tracking of development cases with Microsoft Access for improved referencing of data 98 · · Implemented new zoning regulations for Assisted Living facilities Formalized the requirements for the submittal of Signage Programs for commercial centers, and residential master plans. 2004-05 OBJECTIVES: · · · · · · Complete the development of a City Center Specific Area Development Plan. Improve upon the reporting and monitoring of information through distribution of an annual report. Implement the Housing Rehabilitation Program funded by HOME funds. Improve upon the development processes and procedures by implementing the following: o Improve upon the screening process for Engineering and Planning and Zoning submittals. o Update City Infrastructure Master Plans, Zoning Ordinance, and the Subdivision Regulations. o Establish a monitoring system for Development Agreements. o Establish standard written communications with applicants and revise Planning and Zoning Standard Operating Procedures. o Work closely with Community Initiatives on Grant Funding and Historic Preservation projects. o Work with Economic Development on establishing a Redevelopment Program. o Implement updated International Building Codes. Enhance service delivery ability through the automation of processes in order to increase staff efficiencies and effectiveness. Develop standards for regulating mobile-mini storage units, message therapy facilities, and day care facilities. BUDGET SUMMARY BY DEPARTMENT: COMMUNITY DEV Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects* Funded Depreciation Capital Outlay Transfer Out Credit ACTUAL BUDGET ESTIMATE FY 02-03 FY 03-04 FY 03-04 $1,020,215 $1,228,833 $625,000 69,380 86,116 53,000 516,958 410,764 122,400 87,000 65,872 72,050 38,450 103,117 181,000 204,143 - BUDGET FY 04-05 $1,766,057 103,796 375,604 80,254 97,330 35,260 - Total $1,796,670 $2,044,635 $1,042,993 $2,458,301 99 AUTHORIZED PERSONNEL: FY 02-03 FY 03-04 FY 04-05 Director Planner II Planner I Planning Manager Planning Technician Senior Planning Technician Administrative Assistant Land Management Administrat Landscape Plan Review & Insp 1 2 1 1 1 1 0 0 0 1 2 3 1 1 1 1 0 0 1 2 3 1 1 1 1 1 1 Total 7 10 12 PERFORMANCE INDICATORS: Turn around times Fees collected for Plan Cases Number of Site Plans Number of Rezoning Cases Number of Preliminary Plats Number of Landscaping Plans Number of Final Plats Number of Admin. Waivers General Plan Amendments Map Of Dedications Model Homes Residential Design Review Commercial Devel. Guidelines Signage Program Special Use and Use Permits Written Interpretation Zoning Text Amendments Development Agreements Annexations # Planned Res. Lots (Bld Out) FY 02-03 15 days $ 200,000 30 15 7 40 12 2 9 5 3 15 6 1 2 7 110,287 FY 03-04 FY 04-05 15 days 15 days $ 643,577 $ 700,000 43 45 36 40 21 20 55 55 41 45 32 35 1 1 7 10 14 15 12 15 2 5 4 5 11 15 10 10 3 5 10 10 12 15 117,746 125,000 100 ENGINEERING Engineering is responsible for the design, review, and inspection of the City’s capital infrastructure including water, sewer, storm drains, storm water retention, and streets. The Engineering Division reviews site plans, preliminary and final plats, rezoning requests, special use permits, construction drawings, water, sewer, and drainage master plans. Engineering issues construction permits and inspects and approves all construction within the city rights-ofway and public utility easements. Engineering assigns street names and addresses, prepares annexation plats, and provides general technical support to City staff and the development community. Engineering maintains and updates the City’s GIS maps and data bases and record drawings for construction plans and subdivision plats. Engineering maintains the City’s Capital Improvement Plan including transportation, drainage, utility, facilities, and parks projects. 2003-04 ACCOMPLISHMENTS: · · · · · · Completed minor updates to the Engineering Design Standards. Completed construction of Estrella Parkway Phase II street improvements in partnership with Maricopa County Department of Transportation. Completed design of the Bullard Wash Phase II channel in partnership with Maricopa County Flood Control District. Continued reviewing and approving sewer master plans for projects in the Central Planning Area for incorporation into a city sewer master plan update. Began developing the city-wide GIS storm drain map in association with the AZPDES Phase 2 storm water permit requirements. Continued partnering with MCDOT and ADOT to design SR303 from MC85 to Camelback Road. 2004-05 OBJECTIVES: · · · · · · · · · · Complete major update to the Engineering Design Standards Continue partnering with the Flood Control District of Maricopa County to complete the bridge designs for the Bullard Wash Phase II project. Design and construct Van Buren Street pavement widening project from Litchfield Road to Bullard Avenue. Design Van Buren Street pavement widening project from Bullard Avenue to Estrella Parkway. Continue implementing the requirements of the AZPDES Phase 2 storm water permit. Continue reviewing and approving sewer master plans in the Central Planning Area for incorporation into a City sewer master plan update in FY 05-06. Complete the city-wide GIS storm drain map. Implement ARC-IMS software to provide access to GIS maps to all city departments. Complete the Water Utility Rates and Impact Fee study. Update the CIP to incorporate current projects, cost estimates, and schedules. 101 BUDGET SUMMARY BY DEPARTMENT: ENGINEERING Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects* Funded Depreciation Capital Outlay Transfer Out Credit Total ACTUAL FY 02-03 $350,606 22,856 601,015 150,000 66,847 - BUDGET ESTIMATE FY 03-04 FY 03-04 $711,840 $642,356 45,000 31,000 538,595 382,432 12,550 10,970 6,500 6,500 - BUDGET FY 04-05 $1,047,779 55,330 814,982 45,000 241,000 - $1,191,324 $1,314,485 $1,073,258 $2,204,091 AUTHORIZED PERSONNEL: FY 02-03 FY 03-04 FY 04-05 Assistant City Engineer City Engineer Engineering Permit Technician Senior Engineering Technician Civil Engineer Engineering Permit Tech I Senior Constructio Inspector Engineering Inspector Engineering Plan Reviewer GIS Technician CIP Manager 1 1 1 1 0 0 0 2 1 0 0 1 1 1 1 0 0 0 2 3 1 0 1 1 1 1 1 1 1 2 3 1 1 Total 7 10 14 FY 02-03 200 FY 03-04 375 FY 04-05 450 PERFORMANCE INDICATORS: # of Plat/Site Plan Reviews 102 AQUATICS FACILITY (SWIMMING POOL) The Goodyear Pool at Loma Linda Park is operated seasonally, and on a limited basis yearround, 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 and local schools. 2003-04 ACCOMPLISHMENTS: · · · · · Implemented the Guard Start program Developed additional partnerships for mutual pool facility usage and programming. Created and implemented at least 2 special events at the pool – Luau and Back to School. Instituted an annual Customer Satisfaction Survey for lessons. Increased the participation on Swim Team by 25% 2004-05 OBJECTIVES: · · · · Develop a new employee orientation program for lifeguards. Plan and budget for a study and design of a new city aquatic facility. Plan and budget for a computerized registration system for teams and lessons. Improve backwash drainage at the Loma Linda Pool. BUDGET SUMMARY BY DEPARTMENT: AQUATICS Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects* Funded Depreciation Capital Outlay Transfer Out Credit ACTUAL FY 02-03 $181,980 77,537 7,949 1,876 - BUDGET ESTIMATE FY 03-04 FY 03-04 $198,283 $163,000 115,200 71,065 11,136 8,457 6,265 - Total $269,342 $330,884 $242,522 AUTHORIZED PERSONNEL: FY 02-03 FY 03-04 FY 04-05 Aquatics and Recreation Coord 1 0 2 Total 1 0 2 103 BUDGET FY 04-05 $ 204,033 114,636 8,740 2,057 $329,466 PERFORMANCE INDICATORS: FY 02-03 Staff injuries per season Patron injuries per season % of staff holding national cert. % of customers rating facility very good or excellent Lessons Taught per WSI Certified Staff FY 03-04 FY 04-05 0 0 100% 0 0 100% 0 0 100% 85% 90% 90% 6 8 10 104 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. 2003-04 ACCOMPLISHMENTS: · · · · · Recruited, trained and hired a part-time Recreation Programmer Coordinated a new city-wide special event – Howling Halloween Bash Coordinated joint programs/events with other agencies and cities, including T-ball and Coach-pitch sports leagues with the YMCA and a Senior Hike with Maricopa County Sports Dept. Expanded programs for youth, including ABC’s-1,2,3, Mad Science, Tennis and Spring Break Camp. Expanded the volunteer services for Recreation by manning booths at Goodyear Special Events with Recreation Students from ASU. 2004-05 OBJECTIVES: · · · · · · Coordinate adult softball leagues at the new Community Park Coordinate youth sports leagues at the new Community Park Coordinate a Spring Fling Event at the new Community Park Recruit, hire and train two Recreation & Aquatics Coordinators Coordinate two concert series at the new Community Park Plan and budget for a new computerized registration system for classes and sports leagues BUDGET SUMMARY BY DEPARTMENT: RECREATION Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects* Funded Depreciation Capital Outlay Transfer Out Credit Total ACTUAL BUDGET ESTIMATE BUDGET FY 02-03 FY 03-04 FY 03-04 FY 04-05 $3,766 $24,300 $24,300 $ 155,970 2,230 29,120 29,120 124,840 86 31,350 50,000 8,223 85,140 $6,082 105 $103,420 $61,643 $397,300 AUTHORIZED PERSONNEL: FY 02-03 FY 03-04 FY 04-05 Aquatics and Rec. Supervisor 0 1 1 Total 0 1 1 FY 02-03 10 FY 03-04 20 FY 04-05 30 90% 1 0 90% 2 2 90% 5 8 PERFORMANCE INDICATORS: # of rec. programs managed % of customers rating programs as excellent Number of special events Number of sports leagues 106 PUBLIC WORKS ADMINISTRATION Public Works Administration manages the construction and maintenance of a variety of physical facilities that preserve and enhance the quality of life for Goodyear’s citizens and visitors. As the City continues to grow, the Public Works Department expands to meet new challenges by planning, investigating new technologies and implementing new policies and procedures that improve our ability to be responsive, efficient and cost effective. Services provided by Public Works include street and traffic equipment maintenance and repair, engineering services, transportation, solid waste collection, processing and recycling, parks, recreation, equipment management and facility maintenance. The addition of a Project Manager and a Traffic Engineer in FY 2004-2005 will extend the reach of our services while also helping us manage our existing assets. 2003-04 ACCOMPLISHMENTS: · · · · · · · · · · · · · · Successfully bid and began construction on Phase I of the City’s first Community Park. Completed Litchfield Road Mill and Overlay from Western Avenue north to Indian School Road Completed road improvements at Litchfield Road and I-10, including the addition of a northbound through-lane, dual left turn lanes southbound to eastbound I-10 and modifications to the traffic signals to Goodyear standards. Managed a design/construct/operate contract for a BMX park with Estrella Mountain BMX at Estrella Parkway, south of MC85. Managed the design and successfully bid the construction of a 3-acre Dog Park. Prepared successful funding applications for MAG Signal Optimization grants totaling $50,000 and completed the ADOT Design Concept Report for fiber installation and Traffic Operations Center. In partnership with the Buckeye Union High School District, solicited qualifications for design of a Community Park at Estrella Mountain High School. Partnered with the YMCA to provide youth sports at the community park. Completed consultant selection to design a new Public Works Operations Facility Completed installation of timing and assumed responsibility for traffic signals at Avalon & Litchfield Roads. Completed design of a temporary signal at Bullard and McDowell Road. Initiated National Pollution Discharge Elimination System mitigation measures to comply with Federal mandates Managed the final Design Concept Report phase for the Bullard and I-10 Interchange Project. Relocated field operations units to city-owned property at MC-85 and Estrella Parkway. 107 2004-05 OBJECTIVES: · · · · · · · · · · · · · Complete construction of Phase I of the Community Park and begin construction of Phase II. Complete construction of the Dog Park/BMX Park. Manage design and construction of BMX parking, block wall and joint use restrooms. Manage street preservation project on Pebble Creek Parkway/Indian School Road. Complete fiber installation for traffic signal optimization and begin installation of equipment in Traffic Operations Center. Complete design and begin construction of a Community Park north of Estrella Mountain High School. Complete design of new Public Works Operations Facility. Site and design a Regional Park and Ride facility. Complete design and begin construction of two paved lanes on Bullard Avenue from Van Buren to Yuma Road. Manage the design and construction for Fire Station 4 at Yuma Road and Wildflower Drive. Hire a Project Manager and a Traffic Engineer. Submit Transportation Improvement Program funding applications (FY 2008-2009) to MAG for: · Cotton Lane Bridge – two lanes each direction with bike lanes · Estrella Pkwy Bridge widening by two lanes · McDowell Road Bridge at Bullard Wash – six lanes · Van Buren Bridge at Bullard Wash – six lanes · Litchfield Road from Yuma to Van Buren (STP funds): add bus bay, medians, street lights, island, bike path, total reconstruction analysis. · Van Buren/Litchfield intersection improvements (CMAQ funds) – add right turn lane and bus bay. Evaluate and plan future bus routes, including RAPID transit express bus service and extending existing regional routes. BUDGET SUMMARY BY DEPARTMENT: PUBLIC WORKS ADMIN Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects* Funded Depreciation Capital Outlay Transfer Out Credit ACTUAL FY 02-03 $477,819 88,946 153,802 8,055 - BUDGET ESTIMATE FY 03-04 FY 03-04 $547,429 $532,000 54,145 48,600 196,915 126,046 36,410 14,900 14,900 - Total $728,622 $849,799 108 $721,546 BUDGET FY 04-05 $ 645,054 52,830 24,325 29,688 99,500 6,240 $857,637 AUTHORIZED PERSONNEL: FY 02-03 FY 03-04 FY 04-05 Project Manager Traffic Engineer Public Works Director Public Works Superintendent Staff Assistant Management Assistant 0 0 1 2 3 1 0 0 1 2 3 1 1 1 1 2 3 1 Total 7 7 9 PERFORMANCE INDICATORS: $ value of projects managed # of Dept. injury accidents % 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 FY 02-03 FY 03-04 FY 04-05 87,000,000 73,409,000 24,362,374 7 5 Goal: 2 93% 90% Goal: 90% 67% 100% Goal: 90% 0.3493056 109 0.3770833 0.3493056 FACILITIES MANAGEMENT The Facilities Management Division provides preventive, corrective and custodial maintenance for all City buildings. Facilities staff consists of four employees who routinely make plumbing, electric, carpentry and HVAC repairs and modifications to all city-owned facilities. Newly remodeled areas include the Equipment Management shop, the Public Works Operations building and upgrades to facilities inside City Hall. Custodial services for City buildings are provided by a private contractor. 2003-04 Accomplishments: · · · · · · · · · · · · · · · Constructed three offices inside City Hall. Reconfigured the Community Development front counter and added three workstations for new staff. Installed two new identification signs at City Hall. Added a touch-pad security feature to the front lobby of Fire Station #3. Replaced the carpeting in the administration area of Fire Station #1. Established a continuing education program for the Facilities staff. Upgraded the Facilities Management Work Order program. Managed the installation of the security gate at the Water Reclamation Facility. Managed the reconstruction of the Equipment Management Facility. Worked with the Risk Manager to develop an enhanced security system for City Hall and Public Works Operations parking lots. Participated in the design and arrangements for the City Hall re-organization project. Continued to provide coordination of the Uniform Contract for Public Works and Water Management personnel. Provided technical support and coordination for the Sanitation Household Hazardous Waste collection event and the Luke Land Acquisition Press Conference at City Hall in the parking lot. Hired a full time Facilities Maintenance Worker III. Purchased new furniture for the Public Works Operations building. 2004-2005 OBJECTIVES: · · · · · · · Develop a Public Works Facilities Master Plan and participate in the design plan for a Public Works Corporate Yard. Develop a Standard Operating Procedure for the Emergency Backup Generator at City Hall. Participate in the planning and construction of the new Fire Station #4. Manage the construction of additional office space and the installation of additional workstations in City Hall. Oversee the construction of the Traffic Operations Center at the Public Works Operations facility. Manage the reconstruction of the Public Works Administration Office. Purchase and install security cameras for selected City facilities. Also, develop a Standard Operating Procedure/policy for who will have access to and ownership of the tapes. 110 · · · Manage the purchase and installation of an emergency generator at Fire Station #1. Purchase office furniture for the Equipment Management facility. Manage the renovation of the outside service bay at the Equipment Management facility. BUDGET SUMMARY BY DEPARTMENT: FACILITIES Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects* Funded Depreciation Capital Outlay Transfer Out Credit Total ACTUAL BUDGET ESTIMATE BUDGET FY 02-03 FY 03-04 FY 03-04 FY 04-05 $216,079 $282,293 $265,000 $ 290,425 220,777 152,270 27,403 350,800 9,085 10,080 7,680 21,095 324,585 321,785 321,785 1,841 2,876 71,547 23,500 2,790 120,000 $773,316 $839,816 $323,583 $1,106,981 AUTHORIZED PERSONNEL: FY 02-03 FY 03-04 FY 04-05 Building Maint. Supervisor Building Maintenance Worker I Building Maintenance Worker I Facilities Electrician 1 1 2 0 1 1 2 1 1 1 2 1 Total 4 5 5 111 PERFORMANCE INDICATORS: Maint. Cost per s.f. % 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) FY 02-03 $132,894 FY 03-04 $132,894 FY 04-05 $132,894 85% 100% 95% 0 0 0 46% 100% 95% 45% 100% 95% 37% 100% 95% 0 0 0 112 · · · · Complete a Citywide asset inventory for all landscaping within the City of Goodyear owned rights-of-way, parks, and facilities, with an emphasis on species identification for all plant material within the designated areas. Provide a link to the City of Goodyear web site addressing maintenance practices for proper maintenance procedures for residents. Provide a cost analysis for new and consistent signage for all City of Goodyear Parks. Provide a study within the parks to be compliant with all A.D.A requirements. BUDGET SUMMARY BY DEPARTMENT: PARKS Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects* Funded Depreciation Capital Outlay Transfer Out Credit ACTUAL BUDGET ESTIMATE BUDGET FY 02-03 FY 03-04 FY 03-04 FY 04-05 $387,702 $459,945 $433,000 $ 587,538 310,402 401,491 385,200 418,087 560,796 588,976 381,470 603,600 30,000 75,013 73,595 10,000 10,000 151,500 36,912 32,725 - Total $1,325,812 $1,535,425 $1,209,670 $1,867,045 AUTHORIZED PERSONNEL: FY 02-03 FY 03-04 FY 04-05 Parks Foreman Parks Worker I Parks Worker II Parks Worker III Parks Supervisor 1 2 4 1 1 1 2 4 1 1 1 4 4 2 1 Total 9 9 12 114 PERFORMANCE INDICATORS: FY 02-03 FY 03-04 # 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” 80% FY 04-05 10 10 <10 12 25 <10 None None Goal - 0 None None Goal - 0 115 N/A Goal – 95% PARKS DIVISION The Parks Division maintains over 175 acres of parks landscaping, over 125 miles of rightsof-way in the City and 9 playground facilities. In addition, the Parks Division maintains the landscaping for City facilities, including 3 fire stations, the Municipal Court facility, the Public Service Memorial, the Police facility, the Water Reclamation site, all well sites, nearly five miles of alleys and the pool equipment at the Aquatics Center. The Parks Division also provides support to emergency services by removing plant debris and assisting with flooding during storm events. They partner with the Recreation division to provide maintenance and assistance for sports and special events. 2003-04 ACCOMPLISHMENTS: · · · · · · · · · · Provided oversight and support to Contractors working on the new Community Park. Ordered new landscaping equipment to maintain the new Community Park. Managed the design and construction of the Litchfield Road median landscaping project. Developed a Maintenance Management Plan to track city owned assets and costs related to maintenance. In partnership with Community Development, improved procedures developers need to follow before turning over new landscaping to the City for acceptance. Coordinated and accepted a donation of 122 trees, worth over $50,000.00. Many of these trees will be installed in the new Dog Park. Coordinated a Parks Appreciation Day event in Palm Valley Park. Provided support to Engineering for plan review and provided inspections for all landscape-related issues. Enhanced service to citizens through continuous employee development, education and certifications (Structural Pest Control, Playground Inspection, Backflow and Turf Grass Management). Coordinated irrigation practices with the Water Management Division, running sprinklers during off-peak hours and implementing new practices that use fertilizations instead of water to green up parks. 2004-05 OBJECTIVES: · · · · · · · · · Provide maintenance and support services at the new Community Park. Develop a volunteer Park Ranger Program through the City of Goodyear Police Department. Provide support to Community Initiatives at GAIN events scheduled for Fall 2004 Continue working towards the Tree City USA designation for the City of Goodyear. Institute customer satisfaction surveys for parks and right-of-way maintenance services. Hire two Parks Worker I employees and a Parks Worker III. Continue to develop and hold Park Appreciation Days at City Parks. Provide technical support during construction of the new Dog Park, ensuring the same high standards of maintenance are carried out after the park opens in Fall 2004. With cooperation from Engineering and Risk Management, implement a new inspection process for all playgrounds within the City of Goodyear. 113 EQUIPMENT MANAGEMENT The Equipment Management Division provides preventative maintenance, repairs and safety inspections for City vehicles and equipment. This Division’s primary purpose is to provide safe, convenient and dependable transportation and equipment. 2003-04 ACCOMPLISHMENTS: · · · · · · · · · Purchased new Fleet Management Program software Collaborated with City Manager’s office to develop Fleet vehicle and pool guidelines, policies and procedures. Replaced vendor owned lube and oil System with City-owned equipment Collaborated with the Fire Department on sole-sourcing to standardize the City’s Fire apparatus. Ordered new Fire Apparatus. Re-allocated low-mileage vehicles to City staff to reduce expenditures on additional vehicles. Mechanics obtained new certifications for Emergency Vehicle Technician to service Fire Department apparatus. Ordered and received new Vac-Con Truck for the Water Management Division Ordered and received a new Honda Civic Hybrid vehicle for the Mayor. 2004-2005 OBJECTIVES: · · · · · Implement Fleet Management Software. Remove and replace existing concrete floor and awning on west exterior side of the shop to safely service City’s heavy duty trucks and Fire Equipment Continue EVT certifications. Schedule mechanics for hybrid technology training. Continue Customer Satisfaction surveys BUDGET SUMMARY BY DEPARTMENT: EQUIPMENT MGT Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects* Funded Depreciation Capital Outlay Transfer Out Credit Total ACTUAL BUDGET ESTIMATE BUDGET FY 02-03 FY 03-04 FY 03-04 FY 04-05 $237,188 $277,341 $277,341 $ 300,604 72,134 93,170 93,280 95,495 7,604 9,700 10,003 6,970 20,083 13,162 26,800 26,800 181,157 60,000 $498,083 $427,094 116 $407,424 $476,231 AUTHORIZED PERSONNEL: FY 02-03 FY 03-04 FY 04-05 Mechanic II Mechanic III Equipment Management Supe 2 2 1 2 2 1 2 2 1 Total 5 5 5 PERFORMANCE INDICATORS: FY 02-03 Vehicles maintained 200 Vehicles maint./mech. ratio 50:01:00 PM’s perf. at mileage indicator 750 Cust. Satisf. Survey’s returned Satisf. ratings of 3 and above, on a 1 to 5 rating system FY 03-04 FY 04-05 215 244 54:01:00 60:01:00 860 Target 90% 90 Target 90% 98% Target 90% 117 STREETS DIVISION The Streets Division of the Public Works Department is staffed by 10 employees who respond to all street maintenance issues, including curbs, gutters, sidewalks, driveways, shoulders, roadway striping, bridges, storm drains and right-of-way to ensure the safety of all motorists. The Signal Operations crew is responsible for maintenance and inspection of all traffic signals and lighted crosswalks throughout the City. Our staff also provide review of traffic control plans for work in the City’s streets, construction plan review and project inspection to ensure that street signage, traffic control, streetlights and road markings are installed according to City standards. Our mission is to maintain safe and efficient public roadways by responding to citizen requests, assisting public safety and other departments in the City and developing short and long range maintenance plans. 2003-04 ACCOMPLISHMENTS: · · · · · · · · · · · · · Applied slurry seal to approximately 721 square yards in the alleys of Historic Goodyear. Applied slurry seals to over 300,000 square yards of roadway in various subdivisions of Estrella Mountain Ranch. Applied slurry seal to 10,000 square yards of roads in Wade Acres. Applied slurry seal to 147,000 square yards of Wildflower Ranch. Applied a fog seal to 222,000 square yards of Phase I of Palm Valley. Installed video detection at Palm Valley Pavilions and Test Drive on Litchfield Road. Submitted 23 changes to the specifications for the construction of traffic signals implemented in the Engineering Design Standards and Policies manual. Monitored construction and provided support to the CIP Manager during construction of Phase II of Estrella Parkway, from Yuma to just north of McDowell. Provided technical support and guidance to the contractor working on the mill and overlay project for Litchfield Road from Western Avenue to Indian School Road. Modified the intersections of Test Drive and Thomas Road on Litchfield Road with lagging left turns. Monitored construction of the traffic signals at the intersections of Avalon and Litchfield Road, Estrella Parkway and Yuma Road, Estrella Parkway and Van Buren and Pebble Creek Parkway and McDowell. Implemented signal testing equipment to analyze electronic components in the traffic signal cabinets. With cooperation from ITS, began the process of acquiring an asset and work management system for signing/striping, traffic signal and street maintenance. 2004-05 OBJECTIVES: · · · Implement an asset and work management system for signing/striping, traffic signal and street maintenance. Provide dust control city-wide to maintain PM-10 compliance. Modify an existing Streets vehicle to be an exclusive sign installation and maintenance truck to reduce travel time for staff and improve efficiency in the field . 118 · · · · · · · · · Complete an inventory of City streets to include lengths, widths and condition ratings for a Pavement Management system. Complete an inventory of all traffic signal furniture and components for 26 traffic signals. Set up a billing system for internal services provided to City departments. Complete the inventory and mapping of all signs and markings maintained by the City. Oversee the construction of fiber-optic backbone for traffic signal coordination throughout the City, including the upgrade of controllers to fiber-optic compatibility. Replace lighted Metro signs at six intersections with new Lexar anti-graffiti film. Repaint mast arms and supports at seven intersections. Replace wiring of the traffic signal at the north Lockheed Martin intersection. Oversee the construction of five more signals at Estrella Parkway and I-10, Bullard and Thomas Roads, Pebble Creek and Indian School Road, Roosevelt and Estrella Parkway and Bullard and McDowell Roads. BUDGET SUMMARY BY DEPARTMENT: STREETS Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects* Funded Depreciation Capital Outlay Transfer Out Credit ACTUAL BUDGET ESTIMATE BUDGET FY 02-03 FY 03-04 FY 03-04 FY 04-05 $584,360 $668,856 $655,000 $ 638,370 1,171,784 1,516,482 1,407,258 1,783,782 142,815 137,200 125,000 203,150 523,453 522,000 617,280 350,514 568,000 285,010 235,756 151,800 151,800 29,922 775,000 - Total $2,847,395 $3,282,801 $2,861,058 $4,253,338 AUTHORIZED PERSONNEL: FY 02-03 Equipment Operator Signal Technician II Streets Maintenance Foreman Streets Maintenance Worker II Streets Supervisor Traffic Operations Worker II Total FY 03-04 FY 04-05 2 2 1 3 1 1 2 2 1 3 1 1 2 2 1 3 1 1 10 10 10 119 PERFORMANCE INDICATORS: FY 02-03 Provide 30 curb miles a day per operator On job staff injury-accidents Square yardage/road sealed Response time for repair of pot holes Total preventative maint. performed per signal, per year FY 03-04 FY 04-05 5200 1 560,050 6,286 0 713,721 7,000 0 728,249 N/A 48 hrs. 48 hrs. N/A 312 372 120 WATER MANAGEMENT The Water Management Department is a newly created department made up of the following sub-units: Production Reclamation Distribution and Collection Production includes the functional areas of water production (wells), wellhead treatment, and potable water storage facilities. Reclamation includes wastewater treatment facilities and reuse/recharge sites. Distribution and collection is the supply of potable water through a network of distribution piping to the customer and the collection and pumping of wastewater for reclamation. 2004-05 ADMINISTRATIVE OBJECTIVES: · · · · · · · Complete department organization Finalize all department job descriptions Recruit and fill all authorized positions Monitor department expenses and cost effectiveness Evaluate, define and streamline core services Promote staff training and development Embrace increased use of technology BUDGET SUMMARY BY DEPARTMENT: WATER MANAGEMENT Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects* Funded Depreciation Capital Outlay Transfer Out Credit Total ACTUAL BUDGET ESTIMATE BUDGET FY 02-03 FY 03-04 FY 03-04 FY 04-05 $0 $0 $0 $ 185,465 44,915 685,640 215,573 600,000 62,500 43,023 27,067 $0 121 $0 $0 $1,864,183 AUTHORIZED PERSONNEL: FY 02-03 FY 03-04 FY 04-05 Water Management Staff Assis Water Management Superinten 0 0 0 0 1 1 Total 0 0 2 FY 03-04 28 100% 22% 3 FY 04-05 28 100% 40% 0 PERFORMANCE INDICATORS: FY 02-03 Total Staff Staff certified Staff with Grade 4 Certification Injuries 122 WATER PRODUCTION The Production Division’s responsibility is to produce and treat safe, quality drinking water at a reasonable cost, and ensure public health through compliance monitoring, backflow prevention and disinfection. The production system consists of nine production wells with a total production capacity of 7.7 million gallons per day, and ten storage and booster stations for a combined storage capacity of 9.3 million gallons. 2003-04 ACCOMPLISHMENTS: · · · · · · · · · Continued to meet and exceed Safe Drinking Water standards and all amendments. Continued to reduce the GPCD to approximately 220 and the percentage of water loss to below industry standards of 10% by implementing water conservation measures. Implemented a Radio Reading System. Drilled and equipped one new well and booster and increased water production capacity by 500 gallons per minute (GPM). Continued to production and deliver quality water that meets or exceeds all regulatory requirements to our customers. Continued annual preventive maintenance, inspection and repairs of water storage facilities to reduce long term cost. Upgraded chlorinator equipment at Wells 2 and 3. Increased the City’s water resources by researching renewable water sources and groundwater treatment options. Installed a 24" waterline from Well #18 which provided an additional 600,000 gallons into the system per day 2004-05 OBJECTIVES: · · · · Meet or exceed all state and federal drinking water regulations Explore and develop new potable water sources Evaluate system storage capacity Prepare and release FRP for Arsenic treatment options BUDGET SUMMARY BY DEPARTMENT: WATER Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects* Funded Depreciation Capital Outlay Transfer Out Credit ACTUAL BUDGET ESTIMATE BUDGET FY 02-03 FY 03-04 FY 03-04 FY 04-05 $550,818 $762,675 $881,300 $ 539,761 622,847 740,002 1,130,450 218,529 2,927,439 560,927 2,094,509 156,990 365,477 462,673 247,100 688,200 512,000 512,000 75,500 37,411 17,500 301,800 350,194 342,454 224,000 124,000 401,000 - Total $5,572,735 $3,601,488 $5,339,553 123 $1,333,780 AUTHORIZED PERSONNEL: FY 02-03 Director Water Quality Technician I Administrative Assistant Water Distribution Worker I Water Distribution Worker II Water Distribution Worker III Water Production Operator II Water Production Operator III Water Supervisor Water Distribution Field Forma Water Production Worker I Total FY 03-04 FY 04-05 0 1 0 5 1 1 1 1 1 0 0 1 1 0 5 1 1 1 1 1 1 2 1 1 1 5 1 1 1 1 1 1 2 11 13 14 PERFORMANCE INDICATORS: Water Prod. in Gallons/Day Water Consumption Max Day Total Water Storage FY 02-03 5,051,520 4,500,000 9.16 MG FY 03-04 FY 04-05 7,700,00 10,000,000 6,560,000 8,250,000 9.16 MG 11.5 MG 124 WATER RECLAMATION The Reclamation sub-unit ensures environmentally sensitive wastewater treatment and reuse through the operation and maintenance of wastewater treatment and reuse facilities in compliance with all regulatory environmental regulations. Reclamation facilities consist of the Goodyear Water Reclamation Facility (GWRF), Corgett WRF and the Soil Aquifer Treatment site (SAT). The SAT site is a recharge facility returning reclaimed water to the aquifers. A third WRF is under construction in Rainbow Valley, the anticipate date of service is January 2005. 2003-04 ACCOMPLISHMENTS: · · · · · · · · · Refurbished and rehabilitated the process laboratory at the wastewater treatment plant to qualify for Arizona Department of Health wastewater laboratory certification. Continued to optimize process control and environmental compliance by installation of permanent nitrate, ammonia and dissolved oxygen monitoring equipment. Continued state-of-the-art operator certification training. Developed and implemented a SOP program. Developed and implemented a spare parts inventory. Refurbished, replaced and repaired all equipment, walkways and catwalks to comply with OSHA standards and guidelines. Procured an inventory of spare parts and equipment for all critical equipment and treatment units. Procured and installed solids dewatering equipment. Constructed a maintenance facility for the wastewater department. 2004-05 OBJECTIVES: · · · · · · Meet or exceed all state and federal wastewater treatment regulations. Evaluate and implement short term capacity upgrade options at GWRF Upgrade Corgett effluent to class A+ for reuse purposes. Develop biosolids management program. Evaluate and revise the trucked-in-waste (septage) policy. Start-up Rainbow Valley WRF 125 BUDGET SUMMARY BY DEPARTMENT: WW TREATMENT Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects* Funded Depreciation Capital Outlay Transfer Out Credit ACTUAL BUDGET ESTIMATE BUDGET FY 02-03 FY 03-04 FY 03-04 FY 04-05 $630,594 $831,138 $452,950 $ 451,062 1,282,386 1,245,149 555,600 2,698,916 1,260,464 553,705 900,800 88,786 786,061 1,204,484 1,204,484 542,173 450,000 450,000 42,000 96,620 2,500 164,200 164,200 12,790 56,000 - Total $4,556,468 $4,545,296 $3,728,034 AUTHORIZED PERSONNEL: FY 02-03 Industrial Pretreatment Insp. WW Collection Foreman WW Collections Worker I WW Collections Worker II WW Lab Technician III WW Operator I WW Manager WW Treatment Operator I WW Treatment Operator II WW Operator III WW Collection Worker III Maintenance Mechanic II Total FY 03-04 FY 04-05 1 1 2 0 1 1 1 1 3 1 0 0 1 1 2 1 1 0 1 1 2 1 0 1 1 1 2 1 1 0 1 1 2 3 1 1 12 12 15 126 $3,297,264 GWRF PERFORMANCE INDICATORS: Average Daily Flows (MGD) Solids Produced (tons) Permit Violations Average Daily Flows (MGD) Solids Produced (tons) Permit Violations FY 02-03 1.5 1067 0 0.5 150 0 FY 03-04 1.6 551 0 0.55 155 0 FY 04-05 2.8 650 0 0.6 160 0 SAT SITE PERFORMANCE INDICATORS: Million Gallons Recharged FY 02-03 443 127 FY 03-04 590 FY 04-05 800 DISTRIBUTION AND COLLECTION The distribution system is responsible for the maintenance and repair of over 100 miles of water main, 1,200 fire hydrants, 1,500 valves, 5,500 water meters and 460 backflow prevention devices. The 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 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. 2003-04 ACCOMPLISHMENTS: · · • · · · · Conducted water utility marking (bluestake) within 48 hours of request. Improved the water distribution system in the southern planning area by installing two pressure reducing stations, installing a booster pump at Station 13 and increasing water-boosting capacity by 500 GPM. Continued fire hydrant and distribution system valve preventative maintenance program. Developed and implemented a comprehensive mapping system for the manholes, sewer pipes and all components of the collection system. Cleaned, repaired, televised and maintained min of 5% of total sewer pipes. Procured a new vactor to improve service to customers and residents of Goodyear. Implemented a comprehensive sewer maintenance cleaning program. 2004-05 OBJECTIVES: · · · · Integrate distribution and collection system functional tasks. Develop a baseline distribution system maintenance program. Evaluate lost water sources and formulate a plan to reduce lost water Evaluate and revise collection system maintenance program. DISTRIBUTION SYSTEM PERFORMANCE INDICATORS: Miles of Dist Pipe New meter installations Total # of Meters Backflow devices tested Bluestakes performed Valves Exercised FY 02-03 150 1,250 6,750 460 500 300 FY 03-04 210 1,980 8,730 158 1,100 954 128 FY 04-05 250 2,680 11,410 520 1,450 1,150 COLLECTION SYSTEM PERFORMANCE INDICATORS FY 02-03 Miles/Collection Sewers Miles/Collection Main cleaned Miles of Collection Sewers TV’ # Sewer System Violations # of Lift Stations ? 20 6 0 11 129 FY 03-04 110 25 8 3 11 FY 04-05 125 50 15 0 12 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. 2003-04 ACCOMPLISHMENTS: • • • • • • • • • • • • • • Located a new recycling bin at the Moose Lodge on Cotton Lane. Increased tonnage collected at recycling bins city-wide by 13%. Conducted an annual household hazardous waste collection day (which included the City of Litchfield Park). Recycled 8 tons of Christmas trees, diverting the chips to Sunfresh Farms where they are used for dust control. Designed and implemented an in-house, residential solid-waste complaint database. Added a Ford F550 2004 Flatbed truck to the Sanitation Fleet to move the recycling bins from their location to the Public Works Yard for transfer. Expanded the Palm Valley recycling bin site capacity by adding a new bin. Sanitation staff provided public outreach at Earthfest 2003, Tres Rios Nature Festival, Goodyear Public Safety Day, Palm Valley Awareness Fair, KOOL-FM radio, Billy Moore Parade and the Women’s Expo at Phoenix Civic Plaza. Continued participation in the Valleywide Recycling Partnership. Acquired a Maricopa County Tire Permit to dispose tires at the Northwest Regional Landfill at no cost to the City. Designed and installed a new recycling public outreach advertisement on the body of the sanitation rear-loader. Added recycling fast facts with the, “Recycling Guys” logo to the CityReport each month. Maintained consistent, timely removal of reported graffiti within 48 hours. Participated in the Historic Goodyear Alley Clean-up project. 2004-05 OBJECTIVES: · · · · · Design, implement and monitor a 500 residential home, curbside recycling pilot program. Increase drop-off recycling locations. Conduct two Household Hazardous Waste collection events. Streamline uncontained collection efficiency and reduce overtime by adjusting route boundaries. Enroll staff in Solid Waste and Recycling certification training. 130 BUDGET SUMMARY BY DEPARTMENT: SANITATION Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects* Funded Depreciation Capital Outlay Transfer Out Credit ACTUAL BUDGET ESTIMATE BUDGET FY 02-03 FY 03-04 FY 03-04 FY 04-05 $290,798 $371,637 $362,000 $ 480,984 107,156 124,370 12,000 174,070 1,188,022 1,158,800 1,255,562 1,503,160 325,000 19,240 22,126 3,600 3,600 87,000 5,240 - Total $1,910,976 $1,677,647 $1,633,162 $2,272,580 AUTHORIZED PERSONNEL: FY 02-03 FY 03-04 FY 04-05 Sanitation Worker I Sanitation Foreman Sanitation Worker II Sanitation Worker III Sanitation Supervisor 2 0 3 1 1 2 0 3 1 1 3 1 3 1 1 Total 7 7 9 131 PERFORMANCE INDICATORS: 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 Average contained, uncontained and recycling tons collected per house, per year Average pounds of HHW collected per household, per year FY 02-03 10,329 FY 03-04 12,453 FY 04-05 14,227 738 1,475 1,430 0.073 0.073 0.1 11,613 15,338 18,083 1.12 1.27 1.27 1.19 648 1.37 800 1.37 943 0.062 0.066 0.066 1.26 1.44 1.44 1.44 1.29 1.36 132 POLICE In partnership with the community, we contribute to the quality of life through diligent patrol, community-oriented policing, and enforcement of law to maintain the peace and protect the rights of those we serve. 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 police-community partnership philosophy, the department has implemented and expanded programs that promote collaborative efforts in taking a proactive stance in addressing crime reduction and prevention. 2003-04 ACCOMPLISHMENTS: · · · · · · · · · Purchased Tasers for all sworn field personnel. This included 4 hour training block. Implemented a Crisis services unit with one full time, one part time, and three volunteer positions. Acquired grant funding to support part-time Crisis services position. Researched the need for and seek grants for Homeland Security equipment and training. Continued 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. Continued to use the Counter-drug Procurement Program to obtain surplus, free, and long-term loan equipment. Instituted week-long training modules for officers. All training was done in-house diminishing instructor and travel costs. Participated in thirteen valley-wide DUI task forces. Participated in forming the Goodyear Action Team to focus on neighborhood problems. This team is made up from employees from other departments. 2004-05 OBJECTIVES: · · · · Needs analysis 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. Institute Compstat program to track crimes more efficiently, assign accountability, and provide better reports Install New World System software and hardware for CAD and records management systems. Participate in Glendale Police Departments Regional Data Sharing Initiative. This will allow police departments in the west valley share crucial data on persons, locations, and vehicles. 133 BUDGET SUMMARY BY DEPARTMENT: POLICE Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects* Funded Depreciation Capital Outlay Transfer Out Credit ACTUAL BUDGET ESTIMATE FY 02-03 FY 03-04 FY 03-04 $3,975,538 $4,429,648 $4,350,000 444,062 420,741 420,600 304,290 307,313 277,917 37,000 689,272 775,706 224,000 516,836 - BUDGET FY 04-05 $5,031,301 438,851 247,053 671,183 730,000 7,488 - Total $5,277,726 $6,622,680 $5,272,517 $7,125,876 AUTHORIZED PERSONNEL: FY 02-03 FY 03-04 FY 04-05 Administrative Assistant Chief Detective Lieutenant Police Commander Police Officer Police Records Clerk II Sergeant Staff Assistant Crisis Services Supervisor Alarm Coordinator Management Analyst 1 1 3 2 1 33 2 7 1 1 0 0 1 1 3 2 1 35 2 7 1 1 1 0 1 1 4 2 1 41 2 9 1 1 1 1 Total 52 55 65 134 PERFORMANCE INDICATORS: FY 02-03 FY 03-04 FY 04-05 Emerg. resp. time (min/sec) 6:58 7:24 7:00 Citations issued 7,800 8,112 8,500 Arrests 1,477 1,510 2,000 D.U.I. Arrests 170 200 230 Reports taken 4,464 4,497 5,475 Hrs of Community Education 1,131 1,131 1,500 Number of schools served 10 10 12 Students in Schools 6,040 7,605 8,500 # of Cit. Academy participants 40 42 80 Dispatch calls for service* 21,525 31,839 41,800 Funds requested through grant $119,500 $169,500 TBD Funds received through grants $119,500 $169,500 TBD Training hours for officers 2,572 2,868 2,900 135 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. 2003-04 ACCOMPLISHMENTS: · · · · · · Created and filled one new Telecommunications Shift Supervisors positions. Purchased and began implementation on new CAD/RMS system with Mobile Data Computers. Implemented the Community Emergency Notification System (CENS) for public notification of emergencies and issues affecting large sections of the community. Implemented 911 mapping through partnership with the MAG 911 Group to meet Wireless Phase I & II requirements. Participated in Public Safety Communications Committee (PSCC) efforts to find solutions towards radio interoperability. Participated in West Valley consortium to develop and implement a public safety data sharing network. 2004-05 OBJECTIVES · · · · · · Create and fill one new Telecommunications Shift Supervisor position. Complete implementation of the new CAD/RMS system. Work with MAG 911 group to require all wireless carriers to provide for Phase I & II wireless information for cellular callers. Participate in needs assessment and design exercises for a new public safety facility. Continue participation in PSCC and other regional/state wide projects finding solutions for radio interoperability issues. Continue participation in West Valley data sharing project as a stakeholder and test bed. 136 BUDGET SUMMARY BY DEPARTMENT: TELECOMMUNICATIONS Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects* Funded Depreciation Capital Outlay Transfer Out Credit Total ACTUAL BUDGET ESTIMATE BUDGET FY 02-03 FY 03-04 FY 03-04 FY 04-05 $634,292 $811,969 $935,221 $ 923,026 88,451 172,204 162,000 181,500 51,631 115,716 111,000 102,350 39,491 34,221 970,779 190,000 970,779 664 23,520 23,520 23,520 $775,038 $2,133,679 $1,421,741 $2,235,396 AUTHORIZED PERSONNEL: FY 02-03 FY 03-04 FY 04-05 Manager Telecommunications Operator Telecommunications Superviso 1 10 1 1 10 2 1 10 3 Total 12 13 14 PERFORMANCE INDICATORS: Telephone Calls Calls for Service 9-1-1 calls answered ACJIS transactions FY 02-03 *87,750 **74,709 5,452 62,276 FY 03-04 FY 04-05# 70,649 84,788 ^31,389 37,666 7,644 9,172 74,806 87,336 * Estimated due to non-repairable equipment malfunction. **Estimated due to changes in CAD software made by H.T.E. This number reflects total CAD activity, not just calls for service. This data is no longer collected. ^This number is now only reported as calls for service, not every CAD activity as in the past. This is to maintain standard reporting across various reports. # FY 04-05 numbers are estimates based upon percentage of change increases over the last year. 137 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. 2003-04 ACCOMPLISHMENTS: · · · · · · · · · · · · · · · · · · · · · · · · · Created and hired three Battalion Chief positions. Promoted one Engineer. Promoted three Captains. Hired two firefighters to fill vacancies created by internal promotions. Hired a second Deputy Fire Marshal position. Conducted a Staff Assistant cross-training program to learn new skills and assist in professional development. Completed the Standards of Response Coverage study. Hosted a public meeting to discuss the location of a future fire station at PebbleCreek Parkway and Clubhouse Drive. Twelve firefighters completed 200 hours of initial training to receive their Hazardous Materials Technician certification. Began providing hazardous materials response on Engine 181. Completed bid specifications for a hazardous materials vehicle. Received $100,000 from the FY2003 State Homeland Security Grant Program - Part II to be used for hazardous materials response equipment. Received $6,967.83 from the Arizona State Emergency Response Commission and the Maricopa County Local Emergency Planning Committee to purchase a portable, hand-held chemical detector and monitor. Received $2,500 from Maricopa County Department of Emergency Management for equipment and supplies for a Community Emergency Response Team (CERT). Received $5,150 in funding from the Governor’s Office of Highway Safety to send two firefighters to paramedic school. Received the Operation Life Safety award for zero fire deaths in the year 2002. Conducted a six-week Captain’s Move Up class for firefighters and engineers interested in serving as Acting Captain on a fire company. Instituted in-house tuberculosis (TB) testing for all sworn personnel with the Phoenix Fire Department Health Center. Placed a new Battalion Chief vehicle in service. Placed an order with Pierce Manufacturing for a 100' aerial platform ladder truck to replace Ladder 183 currently in service. Sponsored eight cadets through Glendale Community College’s Fire Operations class. Conducted Fire Investigations for Firefighters classes for all sworn personnel. Conducted Global Positioning System (GPS) training for all fire companies at Estrella Mountain Ranch Public Safety Facility. Conducted live fire training with Avondale Fire Department in the burn building at the Tempe Fire Department Training Academy. Participated in wildland urban interface training through Phoenix Fire Department. 138 · · · · Hosted open houses at all three fire stations for Fire Prevention Week. Streamlined car seat inspections by setting a standing date and time for the public. Began providing fire and life safety education to high school freshmen. Hosted a media event for Baby Faith. Baby Faith was a newborn dropped off at Station 183 under the newly established Safe Haven Law. She was adopted and her and her mother came back to visit the firefighters who rescue her. All 5 Valley TV stations attended in addition to radio and local newspapers. 2004-05 OBJECTIVES: · · · · · · · · · · · · · · · · · Complete design and begin construction of Fire Station 184 at Wildflower Drive and Yuma Road. Conduct a needs analysis for a Public Safety Headquarters/EOC facility. 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. Replace emergency generator at Station No. 1 to provide back up power to entire facility. Hire an Emergency Management Planner to oversee all emergency management activities for the City. Hire two Staff Assistants. Hire six Firefighter/Paramedics which will help reduce overtime costs associated with constant staffing. Hire a Fire Equipment Maintenance Worker III. Develop a performance appraisal tool that evaluates the specialized nature of fire department work. Take delivery and place into service the replacement 100' aerial platform ladder truck. Place order for hazardous materials vehicle. Replace and upgrade SCBAs to meet new industry standards. Replace 800 mhz radio equipment. Replace current Mobile Data Terminals (MDTs) with Mobile Computer Terminals (MCTs) per the standardization of the Phoenix CAD Consortium. Construct a portable burn building within the City for use by firefighters for live burn training. Establish a Community Emergency Response Team (CERT). 139 BUDGET SUMMARY BY DEPARTMENT: FIRE DEPARTMENT Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects* Funded Depreciation Capital Outlay Transfer Out Credit ACTUAL BUDGET ESTIMATE FY 02-03 FY 03-04 FY 03-04 $3,770,791 $4,318,227 $4,318,227 472,697 452,699 452,699 236,686 310,212 310,212 93,827 93,827 30,000 415,182 - 1,475,720 1,303,271 369,869 - BUDGET FY 04-05 $4,583,814 419,181 340,364 478,705 1,045,031 187,220 - Total $4,880,043 $7,065,867 $6,478,236 $7,054,315 AUTHORIZED PERSONNEL: FY 02-03 FY 03-04 FY 04-05 Management Assistant Captain Captain Support Services Chief Community Education Coordin Deputy Chief Deputy Fire Marshal Fire Engineer Fire Marshal Fire Equipment Maintenance W Emergency Management Plann Firefighter Staff Assistant Battalion Chief 1 9 1 1 1 2 1 9 1 0 0 19 1 0 1 9 1 1 1 2 2 9 1 0 0 19 1 3 1 9 1 1 1 2 2 9 1 1 1 25 3 3 Total 46 50 60 140 PERFORMANCE INDICATORS: FY 02-03 Emerg. Incid. - medical svcs* 1,739 Emerg. Incid. - fire and other* 1,190 Fire loss within City limits* $453,815 Number of injuries* 5 # of injury resulting in lost time* 2 Hrs spent in annual occupancy inspections* 738 Hrs. spent in new const. insp.* 472 Hrs. spent issuing permits* 124 Hrs. spent conducting plan reviews* 966 Hrs. spent in community education* 2,388 FY 03-04 2,508 1,394 $208,300 4 2 FY 04-05 3,000 1,500 $200,000 4 0 988 571 108 1,100 675 125 1,486 1,700 1,868 2,000 * Figures shown are for calendars years 2002 and 2003, respectively. 141 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: CONTINGENCY Personnel Services Materials & Supplies Contract Services Debt Service Funded Depreciation Capital Outlay Total ACTUAL FY 02-03 290,413 BUDGET FY 03-04 3,579,952 ESTIMATE FY 03-04 1,300,000 BUDGET FY 04-05 4,225,710 $290,413 $3,579,952 $1,300,000 $4,225,710 142 DEBT SERVICE The Debt Service fund consists of the principal and interest payments for all obligations except the water & sewer obligations. BUDGET SUMMARY: DEBT SERVICE General Obligation Revenue ACTUAL FY 02-03 $ 1,678,864 1,418,842 BUDGET FY 03-04 $ 2,049,800 617,280 ESTIMATE FY 03-04 $ 2,049,800 617,280 BUDGET FY 04-05 $ 2,451,787 617,280 Total $ 3,097,706 $ 2,667,080 $ 2,667,080 $ 3,069,067 143 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. Projects generally cost more than $50,000, and last longer than five years. The Water & Sewer CIP Projects are presented in the Water & Sewer Departments. BUDGET SUMMARY: CIP Capital Outlay ACTUAL FY 02-03 $ 10,158,555 BUDGET FY 03-04 $ 62,348,352 ESTIMATE FY 03-04 $ 15,225,049 BUDGET FY 04-05 $ 72,400,609 Total $ 10,158,555 $ 62,348,352 $ 15,225,049 $ 72,400,609 144 CIP CIP CAPITAL IMPROVEMENTS PROGRAM The following pages describe the capital projects that are funded for FY 04-05. Total funding for this year is $89,239,374. The programs funded this year are: Parks & Recreation Public Works Admin. Streets Public Safety General Administration CDBG Improvement Districts Water Sewer Miscellaneous Projects Budget Percent of FY 04-05 Total $ 17,417,000 19.52% 800,000 0.90% 5,627,174 6.31% 3,160,200 3.54% 990,000 1.11% 200,000 0.22% 40,000,000 44.82% 12,245,000 13.72% 8,450,000 9.47% 350,000 0.39% Total $ 89,239,374 100.00% 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 pay-as-you-go projects and grant matches that come directly from the operating budget. 145 CIP FUNDING SOURCES SUMMARY COSTS 2005 Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash TOTAL 2006 FISCAL YEARS 2007 2008 2009 4,065,000 8,504,026 72,245,348 2,210,000 2,215,000 89,239,374 377,061 9,650,000 5,470,200 62,768,348 10,973,765 89,239,374 FISCAL IMPACT Operating Costs Operating Savings Operating Revenue 6,024,250 6,091,200 7,554,812 4,941,518 7,694,551 4,992,698 7,842,305 5,048,422 Total City Expenditures By Program $153,339,963 Development Fees 6.13% Developer 10.81% Bonds 70.34% Grants 0.42% Cash 12.30% 146 7,998,930 5,109,284 CAPITAL IMPROVEMENTS PROGRAM CDBG Housing Project Project Title MS0301 Project Number COMMUNITY DEVELOPMENT Program COMMUNITY DEVELOPMENT Sub-Program Janee Hollomon Staff Contact Person $200,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency 2005 FISCAL YEARS 2006 2007 2008 2009 170,000 30,000 TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash 200,000 200,000 TOTAL 200,000 FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: PROJECTION DESCRIPTION: JUSTIFICATION: RELATION TO ADOPTED PLANS: 55,000 55,000 55,000 55,000 55,000 Low to moderate income, owner-occupied housing rehabilitation project. To improve qualified applicant's living quarters with forgivable loans. Conforms to Housing Plan and goals of the General Plan. OTHER: 147 CAPITAL IMPROVEMENTS PROGRAM North Community Park Phase II Project Title PK0101 Project Number PUBLIC WORKS Program PARKS & RECREATION Sub-Program Cato Esquivel Staff Contact Person $2,200,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency FISCAL YEARS 2006 2007 2005 2008 2009 2,200,000 - TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash 2,200,000 - TOTAL 2,200,000 2,200,000 FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue 180,000 187,200 194,688 202,476 COMMENTS: Park Improvements PROJECTION DESCRIPTION: Park Improvements JUSTIFICATION: To improve "quality of life" for the community. RELATION TO ADOPTED PLANS: Conforms to General Plan. OTHER: 148 210,575 CAPITAL IMPROVEMENTS PROGRAM Real Property Acquisition Project Title PK0402 Project Number PUBLIC WORKS Program PARKS & RECREATION Sub-Program Cato Esquivel Staff Contact Person $2,000,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency 2005 2,000,000 FISCAL YEARS 2006 2007 2008 2009 14,000 14,000 14,000 - TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash 2,000,000 - TOTAL 2,000,000 2,000,000 FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue 14,000 14,000 COMMENTS: Future Parks & Open Space PROJECTION DESCRIPTION: Purchase Land for Parks & Open Space JUSTIFICATION: To improve "quality of life" for the community. RELATION TO ADOPTED PLANS: Conforms to General Plan. OTHER: 149 CAPITAL IMPROVEMENTS PROGRAM Multi Purpose Recreation Facility Project Title PK0403 Project Number PUBLIC WORKS Program PARKS & RECREATION Sub-Program Cato Esquivel Staff Contact Person $10,000,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency FISCAL YEARS 2006 2007 2005 2008 2009 10,000,000 - TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash 10,000,000 - TOTAL 10,000,000 10,000,000 FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue 735,800 735,800 735,800 735,800 735,800 COMMENTS: Capital Infrastructure PROJECTION DESCRIPTION: Captial Infrastructure for a multi purpose recreation facility JUSTIFICATION: To improve "quality of life" for the community. RELATION TO ADOPTED PLANS: Conforms to General Plan. OTHER: 150 CAPITAL IMPROVEMENTS PROGRAM Dog & BMX Park Project Title PK0303 Project Number PUBLIC WORKS Program PARKS & RECREATION Sub-Program Cato Esquivel Staff Contact Person $400,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency 2005 FISCAL YEARS 2006 2007 2008 2009 31,050 33,262 34,426 400,000 - TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash 400,000 - TOTAL 100,000 300,000 400,000 FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue 30,000 32,137 COMMENTS: Construct restrooms & enlarge parking lot JUSTIFICATION: Construct restrooms and enlarge the parking lot for the dog park and BMX park To improve "quality of life" for the community. RELATION TO ADOPTED PLANS: Conforms to General Plan. PROJECTION DESCRIPTION: OTHER: 151 CAPITAL IMPROVEMENTS PROGRAM FCD Basins Acquisitions Project Title PK0301 Project Number PUBLIC WORKS Program PARKS & RECREATION Sub-Program Cato Esquivel Staff Contact Person $65,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency 2003 65,000 FISCAL YEARS 2004 2005 2006 - TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash 65,000 65,000 TOTAL 65,000 FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue 0 COMMENTS: Acquire Land PROJECTION DESCRIPTION: Acquire Land for Open Space JUSTIFICATION: To improve "quality of life" for the community. RELATION TO ADOPTED PLANS: Conforms to General Plan. OTHER: 152 2007 CAPITAL IMPROVEMENTS PROGRAM Estrella Foothills Facility Project Title PK0302 Project Number PUBLIC WORKS Program PARKS & RECREATION Sub-Program Cato Esquivel Staff Contact Person $2,560,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency FISCAL YEARS 2006 2007 2005 2008 2009 500,000 2,060,000 - TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash TOTAL 2,560,000 1,000,000 1,560,000 2,560,000 FISCAL IMPACT FUND: Operating Costs (School Responsibility) Operating Savings Operating Revenue 0 0 0 0 COMMENTS: Design & Construct Athletic Facility PROJECTION DESCRIPTION: Design & Construct the Estrella Foothills High School Athletic Facilities JUSTIFICATION: To improve "quality of life" for the community. RELATION TO ADOPTED PLANS: Conforms to General Plan. OTHER: 153 0 CAPITAL IMPROVEMENTS PROGRAM YMCA Capital Contribution Project Title MS0402 Project Number PUBLIC WORKS Program PARKS & RECREATION Sub-Program Cato Esquivel Staff Contact Person $50,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency FISCAL YEARS 2006 2007 2005 2008 50,000 TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash 50,000 50,000 TOTAL 50,000 FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue 0 COMMENTS: Capital Contribution PROJECTION DESCRIPTION: Capital Contribution for YMCM Building Fund JUSTIFICATION: To improve "quality of life" for the community. RELATION TO ADOPTED PLANS: City Council Action OTHER: 154 2009 CAPITAL IMPROVEMENTS PROGRAM Public Service Memorial Project Title MS0404 Project Number PUBLIC WORKS Program Misc. Project Sub-Program Cato Esquivel Staff Contact Person $92,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency 2005 FISCAL YEARS 2006 2007 2008 2009 92,000 TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash 92,000 42,000 50,000 TOTAL 92,000 FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue 5,000 5,175 5,356 5,544 COMMENTS: Phase II Construction PROJECTION DESCRIPTION: Phase II Construction of the Public Service Memorial JUSTIFICATION: Public Service Recognition RELATION TO ADOPTED PLANS: OTHER: 155 5,738 CAPITAL IMPROVEMENTS PROGRAM West Valley Fine Arts Project Title MS0403 Project Number PUBLIC WORKS Program Misc, Project Sub-Program Cato Esquivel Staff Contact Person $50,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency FISCAL YEARS 2006 2007 2005 2008 2009 50,000 TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash 50,000 50,000 TOTAL 50,000 FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue 0 COMMENTS: Capital Contribution PROJECTION DESCRIPTION: Capital Contribution for the West Valley Fine Arts Facility JUSTIFICATION: To improve "quality of life" for the community. RELATION TO ADOPTED PLANS: City Council Action OTHER: 156 CAPITAL IMPROVEMENTS PROGRAM County Road Projects Project Title DR0305,ST0301 Project Number PUBLIC WORKS Program STREETS Sub-Program Cato Esquivel Staff Contact Person $2,450,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency FISCAL YEARS 2006 2007 2008 2005 2009 360,000 2,090,000 - TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash 2,450,000 - TOTAL 1,200,000 1,250,000 2,450,000 FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue 0 COMMENTS: Van Buren from Bullard to Litchfield and Bullard from Van Buren to Yuma PROJECTION DESCRIPTION: Expenditure of funds given to the City by Maricopa County for the repair of former County roadways annexed into the City. JUSTIFICATION: To provide for safer travel along City roadways. RELATION TO ADOPTED PLANS: Conforms to Transportation Master Plan. OTHER: 157 CAPITAL IMPROVEMENTS PROGRAM Estrella Parkway Phase II Project Title ST0302 Project Number PUBLIC WORKS Program STREETS Sub-Program Alfonso Rodriquez Staff Contact Person 858348 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency 2005 2006 FISCAL YEARS 2007 2008 2009 858,348 TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash 858,348 858,348 TOTAL 858,348 FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue 509,250 525,000 551,250 578,813 607,753 470,000 470,000 470,000 470,000 470,000 COMMENTS: Estimated annual operating costs including debt service. Revenue estimates include new property tax revenues. PROJECTION DESCRIPTION: Reconstruct Estrella Parkway from McDowell Road to Yuma. JUSTIFICATION: To provide for safer travel along City roadways. RELATION TO ADOPTED PLANS: Conforms to Transportation Master Plan. OTHER: 158 CAPITAL IMPROVEMENTS PROGRAM Street Projects Project Title ST0304 Project Number PUBLIC WORKS Program STREETS Sub-Program Cato Esquivel Staff Contact Person $1,500,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency FISCAL YEARS 2006 2007 2005 2008 2009 1,500,000 - TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash TOTAL 1,500,000 500,000 1,000,000 1,500,000 FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue 120,000 124,200 128,547 133,046 COMMENTS: Mill & Overlay Protection PROJECTION DESCRIPTION: Mill & Overlay protection (Litchfield Road) JUSTIFICATION: Conforms to the Transportation Master Plan. RELATION TO ADOPTED PLANS: Conforms to the Transportation Master Plan. OTHER: 159 137,703 CAPITAL IMPROVEMENTS PROGRAM Fire Station Project Title CP0301 Project Number Public Safety Program FIRE Sub-Program Staff Contact Person $2,700,200 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency 2005 2006 FISCAL YEARS 2007 2008 2009 160,200 2,540,000 TOTAL 2,700,200 CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash 1,500,000 1,200,200 TOTAL 2,700,200 FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue 300,000 1,400,000 1,449,000 1,499,715 COMMENTS: Prototype Fire Station PROJECTION DESCRIPTION: Fire Station Wildflower Drive and Yuma JUSTIFICATION: To improve "quality of life" for the community. RELATION TO ADOPTED PLANS: Conforms to General Plan. 160 1,552,205 CAPITAL IMPROVEMENTS PROGRAM Police/Fire 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 Development Fees Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue 2005 2006 FISCAL YEARS 2007 2008 2009 300,000 300,000 - 300,000 300,000 20,000 20,700 21,425 22,174 22,950 COMMENTS: Burn Building PROJECTION DESCRIPTION: Training Facility for Police and Fire (including a burn building) JUSTIFICATION: To improve "quality of life" for the community. RELATION TO ADOPTED PLANS: Conforms to General Plan. OTHER: 161 CAPITAL IMPROVEMENTS PROGRAM Bullard Wash Project Title DR0301 Project Number Public Works Program Parks Sub-Program Cato Esquivel Staff Contact Person $350,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue 2005 2006 FISCAL YEARS 2007 2008 2009 350,000 350,000 350,000 350,000 0 100,000 103,500 107,123 COMMENTS: Design PROJECTION DESCRIPTION: Design share with MCFCD Bullard Wash from Lower Buckeye Road to Van Buren JUSTIFICATION: To improve "quality of life" for the community. RELATION TO ADOPTED PLANS: Conforms to General Plan. OTHER: 162 110,872 CAPITAL IMPROVEMENTS PROGRAM Bridge Design Project Title DR0302 Project Number Public Works Program Streets Sub-Program Cato Esquivel Staff Contact Person $150,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency 2005 2006 FISCAL YEARS 2007 2008 2009 150,000 150,000 TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue 150,000 150,000 0 COMMENTS: Bridge Design on Yuma Rd at Bullard Wash PROJECTION DESCRIPTION: Pavement/drainage structure improvements (bridge design) JUSTIFICATION: To improve "quality of life" for the community. RELATION TO ADOPTED PLANS: Conforms to General Plan. OTHER: 163 CAPITAL IMPROVEMENTS PROGRAM Bridge Design Project Title DR0304 Project Number Public Works Program Streets Sub-Program Cato Esquivel Staff Contact Person $150,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency 2005 2006 FISCAL YEARS 2007 2008 2009 150,000 150,000 TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue 150,000 150,000 0 COMMENTS: Bridge Design on Yuma Rd at Bullard Wash PROJECTION DESCRIPTION: Pavement/drainage structure improvements (bridge design) JUSTIFICATION: To improve "quality of life" for the community. RELATION TO ADOPTED PLANS: Conforms to General Plan. OTHER: 164 CAPITAL IMPROVEMENTS PROGRAM Data Communication Infrastructure Project Title TC0301 Project Number Deputy City Manager's Office Program Administration Sub-Program Grant Anderson Staff Contact Person $290,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue 2005 2006 FISCAL YEARS 2007 2008 290,000 290,000 290,000 290,000 0 COMMENTS: PROJECTION DESCRIPTION: Data Communication Infrastructure JUSTIFICATION: To improve "quality of life" for the community. RELATION TO ADOPTED PLANS: Conforms to General Plan. OTHER: 165 2009 CAPITAL IMPROVEMENTS PROGRAM Water Resource Projects Project Title Project Number Water Program Water Administration Sub-Program Charles McDowell Staff Contact Person $1,455,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency 2005 2006 FISCAL YEARS 2007 2008 1,455,000 TOTAL 1,455,000 CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash 1,455,000 TOTAL 1,455,000 FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue (Water Resource Fees) 1,455,000 COMMENTS: CAP M&I Charges, CAP O & M Charges, CAP Excess Water, Tonapah Irrigation District PROJECTION DESCRIPTION: Water Resource Projects JUSTIFICATION: To improve "quality of life" for the community. RELATION TO ADOPTED PLANS: Water Master Plan OTHER: 166 2009 CAPITAL IMPROVEMENTS PROGRAM New Well & Wellhead Treatment Project Title WA 0401 Project Number Water Program Production Sub-Program Charles McDowell Staff Contact Person $1,000,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency 2005 2006 FISCAL YEARS 2007 2008 2009 1,000,000 TOTAL 1,000,000 CONSTRUCTION FUNDING Grants Developer Development Fees Bonds 1,000,000 Cash TOTAL 1,000,000 FISCAL IMPACT FUND: Operating Costs 60,000 Operating Savings Operating Revenue (Rates) 60,000 66,210 73,063 80,625 88,969 66,210 73,063 80,625 88,969 COMMENTS: Centerra Well PROJECTION DESCRIPTION: Construct Wellhead Treatment & Ancillary Equipment JUSTIFICATION: To improve "quality of life" for the community. RELATION TO ADOPTED PLANS: Water Master Plan OTHER: 167 CAPITAL IMPROVEMENTS PROGRAM Las Palmas New Well & Wellhead Treatment Project Title WA0402, WA0403 Project Number Water Program Production Sub-Program Charles McDowell Staff Contact Person $3,250,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue (Utility Rates) 2005 2006 FISCAL YEARS 2007 2008 2009 1,500,000 1,750,000 3,250,000 1,500,000 1,750,000 3,250,000 78,000 80,730 83,556 86,480 89,507 78,000 80,730 83,556 86,480 89,507 COMMENTS: Las Palmas new well and wellhead treatment and connect well to distribution system JUSTIFICATION: Well equipment & RO treatment equipment and connect well to either Canyon Trail Storage Tank or Tank #12 To improve "quality of life" for the community. RELATION TO ADOPTED PLANS: Water Master Plan PROJECTION DESCRIPTION: OTHER: 168 CAPITAL IMPROVEMENTS PROGRAM Centerra Well #2 Project Title WA0404 Project Number Water Program Production Sub-Program Staff Contact Person $2,000,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency 2005 2006 FISCAL YEARS 2007 2008 2009 2,000,000 TOTAL 2,000,000 CONSTRUCTION FUNDING Grants Developer 2,000,000 Development Fees Bonds Cash TOTAL 2,000,000 FISCAL IMPACT 120,000 FUND: Operating Costs Operating Savings Operating Revenue (Utility Rates) 120,000 124,200 128,547 133,046 137,703 124,200 128,547 133,046 137,703 COMMENTS: Centerra Well #2, new well and wellhead treatment PROJECTION DESCRIPTION: New well and wellhead treatment located at Bullard Wash & I-10 JUSTIFICATION: To improve "quality of life" for the community. RELATION TO ADOPTED PLANS: Water Master Plan OTHER: 169 CAPITAL IMPROVEMENTS PROGRAM Canyon Trails Storage Tank Project Title WA0405 Project Number Water Program Production Sub-Program Charles McDowell Staff Contact Person $2,200,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency 2005 2006 FISCAL YEARS 2007 2008 2009 2,200,000 TOTAL 2,200,000 CONSTRUCTION FUNDING Grants Developer 2,200,000 Development Fees Bonds Cash TOTAL 2,200,000 FISCAL IMPACT FUND: Operating Costs 35,000 Operating Savings Operating Revenue (Utility Rates) 35,000 36,225 37,493 38,805 40,163 36,225 37,493 38,805 40,163 COMMENTS: Canyon Trails - 2 million gallon storage tank PROJECTION DESCRIPTION: New storage tank south of I-10 & Sarrival JUSTIFICATION: To improve "quality of life" for the community. RELATION TO ADOPTED PLANS: Water Master Plan OTHER: 170 CAPITAL IMPROVEMENTS PROGRAM Water Transmission Line Project Title WA0406 Project Number Water Program Production Sub-Program Charles McDowell Staff Contact Person $300,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue (Utility Rates) 2005 2006 FISCAL YEARS 2007 2008 2009 300,000 300,000 150,000 150,000 300,000 6,000 6,210 6,427 6,652 6,885 6,000 6,210 6,427 6,652 6,885 COMMENTS: Transmission line to connect EMR parcel 8 & 9 to storage tank PROJECTION DESCRIPTION: Transmission line to connect to EMR storage tanks JUSTIFICATION: To improve "quality of life" for the community. RELATION TO ADOPTED PLANS: Water Master Plan OTHER: 171 CAPITAL IMPROVEMENTS PROGRAM Water Development Fee Rate Study Project Title WA0407 Project Number Water Program Administration Sub-Program Grant Anderson Staff Contact Person $70,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency 2005 2006 FISCAL YEARS 2007 2008 70,000 TOTAL 70,000 TOTAL 70,000 70,000 CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue 0 COMMENTS: Water Rate and Development Fee Study PROJECTION DESCRIPTION: Water Rate and Development Fee Study JUSTIFICATION: To improve "quality of life" for the community. RELATION TO ADOPTED PLANS: Water Master Plan OTHER: 172 2009 CAPITAL IMPROVEMENTS PROGRAM Water Management Facility Project Title FA0403 Project Number Water Program Administration Sub-Program Charles McDowell Staff Contact Person $400,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue (Utility Rates) 2005 2006 FISCAL YEARS 2007 2008 2009 400,000 400,000 400,000 400,000 9,800 10,143 10,498 10,865 11,246 9,800 10,143 10,498 10,865 11,246 COMMENTS: PROJECTION DESCRIPTION: Construct Water Management Administration Facility JUSTIFICATION: To improve "quality of life" for the community. RELATION TO ADOPTED PLANS: Water Master Plan OTHER: 173 CAPITAL IMPROVEMENTS PROGRAM Water Storage Tank Project Title WA0408, WA0401, WA0412, WA0409 Project Number Water Program Administration Sub-Program Charles McDowell Staff Contact Person $600,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue (Utility Rates) 2005 2006 FISCAL YEARS 2007 2008 2009 600,000 600,000 150,000 450,000 600,000 25,000 25,875 26,781 27,718 28,688 25,000 25,875 26,781 27,718 28,688 COMMENTS: Refurbishment of water storage tank, and modeling City's water service area JUSTIFICATION: Refurbish storage tanks and modeling service demands of the City's water service area. To improve "quality of life" for the community. RELATION TO ADOPTED PLANS: Water Master Plan PROJECTION DESCRIPTION: OTHER: 174 CAPITAL IMPROVEMENTS PROGRAM Cotton Lane Water Line Project Title WA0411 Project Number Water Program Administration Sub-Program Charles McDowell Staff Contact Person $250,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue (Utility Rates) 2005 2006 FISCAL YEARS 2007 2008 2009 250,000 250,000 150,000 100,000 250,000 5,000 5,175 5,356 5,544 5,738 5,000 5,175 5,356 5,544 5,738 COMMENTS: Design of the 30" water line in Cotton Lane (City Share) PROJECTION DESCRIPTION: New 30" water line from Yuma to Booster #12 JUSTIFICATION: To improve "quality of life" for the community. RELATION TO ADOPTED PLANS: Water Master Plan OTHER: 175 CAPITAL IMPROVEMENTS PROGRAM SAT Site #2 Project Title WW0402 Project Number Water Program Administration Sub-Program Charles McDowell Staff Contact Person $2,300,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency 2005 2,000,000 300,000 2006 FISCAL YEARS 2007 2008 TOTAL 2,300,000 CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash 2,300,000 TOTAL 2,300,000 FISCAL IMPACT FUND: Operating Costs 0 Operating Savings Operating Revenue COMMENTS: Purchase land and design the SAT PROJECTION DESCRIPTION: Purchase land and design the SAT site JUSTIFICATION: To improve "quality of life" for the community. RELATION TO ADOPTED PLANS: Water Master Plan OTHER: 176 2009 CAPITAL IMPROVEMENTS PROGRAM SCADA System Project Title WA0305 Project Number Water/Wastewater Program Administration Sub-Program Charles McDowell Staff Contact Person $300,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue 2005 2006 FISCAL YEARS 2007 2008 2009 300,000 300,000 300,000 300,000 0 COMMENTS: Supervisor Control & Data Acquisition System PROJECTION DESCRIPTION: Installation of a supervisor contral & data acquistion system JUSTIFICATION: Plant Effeciency RELATION TO ADOPTED PLANS: Water/Wastewater Master Plan OTHER: 177 CAPITAL IMPROVEMENTS PROGRAM Cathodic Protection Storage Tanks Project Title WA0302 Project Number Water Program Administration Sub-Program Charles McDowell Staff Contact Person $300,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency 2005 2006 FISCAL YEARS 2007 2008 2009 300,000 300,000 TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue 300,000 300,000 7,500 7,763 8,034 8,315 8,606 COMMENTS: Cathodic protection storage tanks city wide PROJECTION DESCRIPTION: To prevent further corrosion and costing failure on storage tanks. JUSTIFICATION: Building a Sustainable Community RELATION TO ADOPTED PLANS: Water Master Plan OTHER: 178 CAPITAL IMPROVEMENTS PROGRAM Emergency Generator Project Title WA0303 Project Number Water Program Administration Sub-Program Charles McDowell Staff Contact Person $60,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue 2005 2006 FISCAL YEARS 2007 2008 2009 60,000 60,000 60,000 60,000 1,500 1,553 1,607 0 COMMENTS: Emergency Standby Generator Well #6 PROJECTION DESCRIPTION: Procure and install generator JUSTIFICATION: Building a Sustainable Community RELATION TO ADOPTED PLANS: Water Master Plan OTHER: 179 1,663 1,721 CAPITAL IMPROVEMENTS PROGRAM Wastewater Plant Expansion Project Title WW0403 Project Number Wastewater Program Administration Sub-Program Charles McDowell Staff Contact Person $700,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue (Utility Rates) 2005 2006 FISCAL YEARS 2007 2008 2009 400,000 300,000 700,000 700,000 700,000 85,000 99,450 116,357 136,137 159,280 85,000 99,450 116,357 136,137 159,280 COMMENTS: Capacity Expansion at GWFR PROJECTION DESCRIPTION: Design and start construction of the Goodyear Plant expansion JUSTIFICATION: Building a Sustainable Community RELATION TO ADOPTED PLANS: Wastewater Master Plan OTHER: 180 CAPITAL IMPROVEMENTS PROGRAM Chlorine Contact Channel Project Title WW0301 Project Number Wastewater Program Administration Sub-Program Charles McDowell Staff Contact Person $210,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue 2005 2006 FISCAL YEARS 2007 2008 210,000 210,000 210,000 210,000 0 COMMENTS: Chlorine Contact Chamber for the 157th Av WRF PROJECTION DESCRIPTION: Chlorine Contact Channel JUSTIFICATION: Building a Sustainable Community RELATION TO ADOPTED PLANS: Wastewater Master Plan OTHER: 181 2009 CAPITAL IMPROVEMENTS PROGRAM Bullard Wash 39" Interceptor Project Title WW0302 Project Number Wastewater Program Collection Sub-Program Charles McDowell Staff Contact Person $1,300,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency 2005 2006 FISCAL YEARS 2007 2008 2009 1,300,000 - TOTAL 1,300,000 CONSTRUCTION FUNDING Grants Developer Development Fees Bonds 1,300,000 Cash TOTAL 1,300,000 FISCAL IMPACT FUND: Operating Costs 10,000 Operating Savings Operating Revenue (Utility Rates) 10,000 10,350 10,712 11,087 11,475 10,350 10,712 11,087 11,475 COMMENTS: Bullard Wash 39" Interceptor Sewer Line JUSTIFICATION: Contruction 39" Interceptor line Lower Buckeye Road to Estrella Parkway Building a Sustainable Community RELATION TO ADOPTED PLANS: Wastewater Master Plan PROJECTION DESCRIPTION: OTHER: 182 CAPITAL IMPROVEMENTS PROGRAM Rainbow Valley 27" Wastewater Main Project Title WW0304 Project Number Wastewater Program Collection Sub-Program Charles McDowell Staff Contact Person $1,300,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency 2005 2006 FISCAL YEARS 2007 2008 2009 3,000,000 - TOTAL 3,000,000 CONSTRUCTION FUNDING Grants Developer 3,000,000 Development Fees Bonds Cash TOTAL 3,000,000 FISCAL IMPACT FUND: Operating Costs 80,000 Operating Savings Operating Revenue (Utility Rates) 80,000 350,000 362,250 374,929 388,051 350,000 362,250 374,929 388,051 COMMENTS: Initial capacity of 0.75 mgd PROJECTION DESCRIPTION: Rainbow Valley Wastewater Treatment Plant Phase I Construction JUSTIFICATION: Building a Sustainable Community RELATION TO ADOPTED PLANS: Wastewater Master Plan OTHER: 183 CAPITAL IMPROVEMENTS PROGRAM 27" Wastewater Main Project Title WW0303 Project Number Wastewater Program Collection Sub-Program Charles McDowell Staff Contact Person $200,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue (Utility Rates 2005 2006 FISCAL YEARS 2007 2008 2009 200,000 200,000 200,000 200,000 10,000 10,350 10,712 11,087 11,475 10,000 10,350 10,712 11,087 11,475 COMMENTS: 27" wastewater amin Bullard interceptor sewer line PROJECTION DESCRIPTION: Construct 27" Wastewater Main, location Bullard Avenue JUSTIFICATION: Building a Sustainable Community RELATION TO ADOPTED PLANS: Wastewater Master Plan OTHER: 184 CAPITAL IMPROVEMENTS PROGRAM Corgett Plant Improvements Project Title WW0307 Project Number Wastewater Program Plant Operations Sub-Program Charles McDowell Staff Contact Person $800,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue (Utility Rates) 2005 2006 FISCAL YEARS 2007 2008 2009 800,000 800,000 500,000 300,000 800,000 120,000 124,200 128,547 133,046 137,703 120,000 124,200 128,547 133,046 137,703 COMMENTS: PROJECTION DESCRIPTION: Regulatory Compliance Improvements JUSTIFICATION: Building a Sustainable Community RELATION TO ADOPTED PLANS: Wastewater Master Plan OTHER: 185 CAPITAL IMPROVEMENTS PROGRAM Police Department Improvements Project Title FA0402, TC0401 Project Number Police Department Program Administration Sub-Program Mark Brown Staff Contact Person $160,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue 2005 2006 FISCAL YEARS 2007 2008 100,000 60,000 160,000 160,000 160,000 0 COMMENTS: JUSTIFICATION: Needs assessment and study of new police facility and upgrading department's radio system Public Safety RELATION TO ADOPTED PLANS: Conforms to Capital Improvement Plan PROJECTION DESCRIPTION: OTHER: 186 2009 CAPITAL IMPROVEMENTS PROGRAM Public Works Corporate Yard Project Title FA0301 Project Number Public Works Program Administration Sub-Program Cato Equivel Staff Contact Person $100,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue 2005 2006 FISCAL YEARS 2007 2008 800,000 800,000 800,000 800,000 0 COMMENTS: PROJECTION DESCRIPTION: Design Public Works Corporate Yard JUSTIFICATION: To improve "quality of life" for the community. RELATION TO ADOPTED PLANS: Conforms to Capital Improvement Plan OTHER: 187 2009 CAPITAL IMPROVEMENTS PROGRAM City Center Master Plan Project Title FA0303 Project Number Community Development Program Administration Sub-Program Harvey Krauss Staff Contact Person $325,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue 2005 2006 FISCAL YEARS 2007 2008 325,000 325,000 325,000 325,000 0 COMMENTS: PROJECTION DESCRIPTION: Design City Center Master Plan JUSTIFICATION: To improve "quality of life" for the community. RELATION TO ADOPTED PLANS: Conforms to Capital Improvement Plan OTHER: 188 2009 CAPITAL IMPROVEMENTS PROGRAM Park & Ride Project Title ST0309 Project Number Public Works Program Streets Sub-Program Cato Equivel Staff Contact Person $168,826 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue 2005 2006 FISCAL YEARS 2007 2008 168,826 168,826 135,061 33,765 168,826 0 COMMENTS: CMAQ Money PROJECTION DESCRIPTION: Park & Ride Design Concept Report JUSTIFICATION: To improve "quality of life" for the community. RELATION TO ADOPTED PLANS: Conforms to Capital Improvement Plan OTHER: 189 2009 CAPITAL IMPROVEMENTS PROGRAM Remodel City Hall Project Title FA0401 Project Number Public Works Program Administration Sub-Program Cato Equivel Staff Contact Person $175,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue 2005 2006 FISCAL YEARS 2007 2008 2009 175,000 175,000 175,000 175,000 0 COMMENTS: PROJECTION DESCRIPTION: Remodel City hall adding additional offcie space for City personnel JUSTIFICATION: Building a Sustainable Community RELATION TO ADOPTED PLANS: Conforms to Capital Improvement Plan OTHER: 190 CAPITAL IMPROVEMENTS PROGRAM Homeland Security Project Title OP0301 Project Number Fire Program Homeland Security Sub-Program Mark Gaillard Staff Contact Person $200,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency 2003 2004 FISCAL YEARS 2005 2006 200,000 TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash 200,000 200,000 TOTAL 200,000 FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue 0 COMMENTS: Homeland Security Plan PROJECTION DESCRIPTION: JUSTIFICATION: Needs Assessment, Admin HQ, Emergency Response City assessment of security To improve "quality of life" for the community. OTHER: 191 2007 CAPITAL IMPROVEMENTS PROGRAM Monument Entry Signs Project Title MS0405 Project Number Public Works Program Streets Sub-Program Cato Equivel Staff Contact Person $350,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue 2005 2006 FISCAL YEARS 2007 2008 350,000 350,000 100,000 250,000 350,000 0 COMMENTS: PROJECTION DESCRIPTION: Monument Signs JUSTIFICATION: Building a Sustainable Community RELATION TO ADOPTED PLANS: Conforms to Capital Improvement Plan OTHER: 192 2009 CAPITAL IMPROVEMENTS PROGRAM Improvement Districts Project Title MS0401 Project Number IMPROVEMENT DISTRICTS Program IMPROVEMENT DISTRICTS Sub-Program Larry D. Price Staff Contact Person $40,000,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Contingency 2003 2004 FISCAL YEARS 2005 2006 2007 4,000,000 36,000,000 - TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash 40,000,000 - TOTAL 40,000,000 40,000,000 FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue 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 COMMENTS: Operating costs and operating revenues are equal to the estimated annual debt service. The benefited property owners will be assessed a property tax equal to the annual debt service. PROJECTION 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: 193 194 CDBG Housing Rehab Total CDBG MS0301 WA0404 WA0403 WA0402 2,000,000 1,500,000 1,750,000 1,000,000 700,000 330,000 CAP Excess Water Tonapah Irrigation Distric New Well & Wellhead Treament (Centerra) Las Palmas new well and wellhead treatment Las Palmas Pipeline from well to distribution system Centerra Well #2 new well and wellhead treatment ------ WA0401 200,000 225,000 CAP M-I Charges CAP O-M Annual Charge 40,000,000 40,000,000 200,000 200,000 ----------- MS0401 Unspecified Improvement District Improvement District Total 290,000 City of Goodyear Remodel City Hall adding additional office space for City personnel General Admin. Total TC0301 175,000 790,000 325,000 City Center Master Plan 200,000 3,360,200 100,000 60,000 300,000 1,200,200 1,500,000 168,826 5,277,174 1,500,000 858,348 350,000 2,100,000 150,000 150,000 FA0303 FA0401 0 0 CMAQ 0 0 0 1,560,000 1,560,000 0 0 Outside APS Money Contributions Grants 0 0 WIFA Funds 0 0 Sewer Funds 0 0 Water Resource 0 0 Water CIP 0 0 0 0 Developer General Fund Contrib. 0 0 Transp 0 0 0 515,000 100,000 65,000 350,000 0 0 Open Space, Parks, CF General Gov Public Works 0 0 0 0 0 0 0 0 0 0 2,558,348 500,000 858,348 1,200,000 1,500,000 1,000,000 0 0 0 1,800,000 300,000 1,500,000 0 0 0 0 0 1,250,000 350,000 900,000 0 0 0 0 135,061 135,061 0 0 0 0 0 40,000,000 40,000,000 0 0 0 0 0 200,000 200,000 0 0 0 0 0 0 0 0 0 0 0 0 0 700,000 330,000 200,000 225,000 0 0 0 0 0 1,750,000 0 0 0 0 0 0 0 0 0 33,765 1,033,765 1,000,000 2,000,000 0 0 0 0 0 0 0 0 0 300,000 150,000 150,000 0 0 0 0 0 0 0 175,000 790,000 290,000 325,000 200,000 200,000 0 0 0 0 0 0 800,000 0 10,000,000 15,550,000 County Road Money 800,000 0 0 2,000,000 50,000 2,200,000 300,000 1,000,000 G/O SALE FY 04/05 800,000 0 0 G/O SALE FY 03/04 800,000 10,000,000 17,625,000 Home Land Security Plan/ Public Safety Public Safety Totals Upgrade Police Radio System Fire Station Wildflower Drive and Yuma Design Fire Station Wildflower Drive and Yuma Design Police/FireTraining Facility Design Police/Fire Joint Administration Facility needs assessment Mill and overlay preservation (Litchfield Rd) Park and Ride Design Concept Report Streets Total: Bridge Design On Yuma Rd. at Bullard Wash Bridge Design On Van Buren Ave at Bullard Wash Construct Van Buren from Bullard to Litchfield City Share for Paving Bullard Avenue from Van Buren to Yuma Estrella Pkwy. From McDowell Rd. to Yuma Rd.(Carryover) Needs study/Design Public Works Corporate Yard Public Works Administration Multi Purpose Recreation Facility Parks & Recreation Total G/O SALE PROJECT TITLE/LOCATION Budget FY04-05 FY 02/03 Design share with MCFCD Bullard Wash. from Lower 350,000 Buckeye toVan Buren Estrella Foothills HS Athletic Facilities Phase I 2,560,000 Design/Construction Dog Park.BMX Park 300,000 Restrooms/enlarged parking Dog Park.BMX Park 100,000 Restrooms/enlarged parking FCD Basins Acquisition 65,000 (North) Community Park Phase 2,200,000 II Construction Real Property Acquisition 2,000,000 (Parks/Open space) 50,000 YMCA Capital contribution OP0301 TC0401 FA0402 CP0302 CP0301 CP0301 ST0309 ST0304 ST0302 ST0301 DR0305 DR0304 DR0302 FA0301 PK0403 PK0402 MS0402 PK0401 PK0303 PK0301 PK0303 PK0302 DR0301 Project # CIP FUNDING MATRIX 0 0 0 0 0 0 1,200,200 1,200,200 Fire 0 0 0 0 0 0 160,000 100,000 60,000 Police 195 WA0405 MS0403 MS0404 MS0405 WW0307 WW0303 WW0304 WW0302 WW0301 WW0403 WW0401 WW0402 WA0303 WA0302 WA0305 WA0412 WA0411 WA0410 WA0409 WA0408 FA0403 WA0407 0 2,500,000 0 0 0 0 Outside APS Money Contributions Grants 0 WIFA Funds 0 Sewer Funds 0 1,455,000 Water Resource 150,000 Water CIP 0 200,000 89,239,374 ALL DIVISIONS/DEPARTMENT 200,000 200,000 50,000 492,000 92,000 350,000 800,000 8,660,000 200,000 3,000,000 1,300,000 210,000 700,000 150,000 2,300,000 60,000 12,035,000 300,000 150,000 150,000 250,000 3,858,348 0 1,300,000 1,300,000 0 0 20,050,000 1,250,000 50,000 200,000 50,000 100,000 0 135,061 0 0 1,560,000 0 0 40,000,000 0 0 242,000 42,000 42,000 0 210,000 0 210,000 210,000 3,450,000 0 300,000 3,450,000 700,000 150,000 2,300,000 1,455,000 0 0 3,430,000 0 0 60,000 3,430,000 300,000 150,000 100,000 50,000 100,000 100,000 300,000 50,000 300,000 400,000 CMAQ 400,000 0 G/O SALE FY 04/05 70,000 G/O SALE FY 03/04 CIP FUNDING MATRIX 70,000 300,000 2,200,000 G/O SALE Budget FY04-05 FY 02/03 Pulbic Service Memorial Phase II Monument Entry Signs West Valley Fine Arts Capital contribution Misc. Projects Total 27" Wastewater Main Bullard Interceptor Sewer Corgett WRF-Regulatiory compliance improvements Sewer Total: SAT Site #2 Site acquisition/design Wastewater SCADA System (Supervisory Control & Data Acquisitions) Capacity Expansion (GWRF) Design/Start construction Chlorine Contact Chamber for (157th ave Wastewater Rreclamation Facility-WRF) Bullard Wash 39" Interceptor Sewer City share Rainbow Valley WRF Phase 1 Water SCADA System (Supervisory Control & Data Acquisitions) Cathodic Protection Storage Tanks City Wide Emergency Standby generatorWell 6 Water Total: Storage Tank Refurbishment Water Distribution Model City service area Storage Facilities at various well sites 30 inch water in Cotton Lane (phase 1) City share City Share EMR Storage Tank Transmission line to connect to EMR parcel 8/9 to Storage Tank Water Rate and Development Fee Study Water Management Admin Facilities Canyon Trials - 2 million Gallon Storage Tank WA0406 PROJECT TITLE/LOCATION Project # County Road Money 1,283,765 250,000 250,000 0 0 8,150,000 0 500,000 3,500,000 3,000,000 4,650,000 150,000 150,000 150,000 2,200,000 Developer General Fund Contrib. 0 0 0 300,000 Transp 515,000 0 0 0 990,000 0 0 0 Open Space, Parks, CF General Gov 0 0 0 800,000 Public Works 0 0 0 1,200,200 Fire 0 0 0 160,000 Police This Page Intentionally Left Blank 196 Budget Schedules Budget Schedules 197 2,234,841 2,254,454 1,542,584 711,870 Ending Fund Balance Restricted - Funded Depreciation Restricted Reserve Funds Unrestricted Funds 1,283,765 12,174,861 (235,756) 2,269,126 890,658 3,505,602 4,225,710 Net from Capital Capital Expenditures Contingency Debt Service Funded Depreciation One Time Funded/Projects New & Replacment Equipment Developer Reimbursement Water & Sewer CIP Total: Capital Expenditures Capital Transfers 3,000,000 Capital Revenues Grants Outside Funding Sources WIFA Funds Bond and Loan Funds Development Fee Funds Total: Capital Source 14,645,458 11,645,458 Beginning Fund Balance - - - - 2,451,787 2,451,787 2,451,787 2,451,787 - 617,280 617,280 617,280 Debt Service Fund - 235,756 235,756 235,756 - - 1,169,542 - 1,060,572 (617,280) (1,169,542) 19,613 638,370 1,783,782 203,150 2,625,302 Operating Expenditures: Personnel Services Materials & Supplies Professional & Contract Services Developer Reimbursement Debt Service 32,469,622 21,836,651 4,135,291 4,008,665 2,167,230 321,785 SOURCES and USES Operating Revenues (est) Highway User Fund 1,455,760 Total Operating Expenditures Operating Transfers Operating Transfers Operating Transfers Operating Transfers Net From Operations (Base) General Fund 33,215,485 4,336,396 4,336,396 - - 4,336,396 3,965,200 5,105,200 1,140,000 3,594,749 9,441,596 5,846,847 - - - - 67,295,409 67,295,409 67,295,409 60,427,061 20,050,000 242,000 40,135,061 6,868,348 - - CIP Fund Non-Utility Development Fees - - - - 916,020 916,020 185,465 44,915 685,640 Water/Sewer Admin SOURCES AND USES 935,536 152,595 782,941 - 718,103 247,100 43,023 82,500 484,067 600,000 9,535,000 10,991,690 3,100,000 11,709,793 4,850,000 3,000,000 759,793 217,433 4,369,617 (458,010) (332,627) 215,573 990,823 2,917,445 245,776 Water Fund 5,377,687 320,873 79,583 241,290 - (7,688) 458,900 111,113 353,000 600,000 7,160,000 8,683,013 2,144,000 8,675,325 3,500,000 3,031,325 328,561 3,131,826 (458,010) (266,166) 745,584 847,530 1,261,652 277,060 Sewer Fund 4,184,563 689,833 778,494 88,661 777,508 114,366 22,126 5,240 87,000 891,874 891,874 986 (461,779) 2,158,214 480,984 174,070 1,503,160 Sanitation Fund 2,620,979 8,625,753 1,863,423 6,072,497 689,833 8,059,160 4,225,710 3,157,787 2,681,144 2,118,398 4,429,669 1,200,000 89,239,374 107,052,082 - 5,451,787 242,000 48,485,061 3,000,000 20,050,000 8,838,749 115,111,242 29,043,645 46,287,881 566,593 24,979,823 10,317,155 6,923,451 2,167,230 1,900,222 Total 46,854,474 BUDGET SCHEDULES BUDGET OVERVIEW Sources of Funds Fund Balance Revenues Revenues Local Taxes State Shared Revenues Building & Zoning Fees Utility User Fees Fund Balances Bond/Loan Proceeds All Other Revenue Uses of Funds Programs Public Works Water/Sewer Administration Planning & Development Services Public Safety Contingency One Time Funded- Non Utility Dev Fee Projects Capital Improvement Program/Projects Debt Service Fund Elements Personnel Services Materials & Supplies Professional & Contractual Services Developer Reimbursement Contingency 198 Budget FY 04-05 Percent Of Total 29,043,645 132,922,071 17.93% 82.07% 161,965,716 100.00% 19,446,675 5,449,356 8,881,213 12,183,229 29,043,645 63,050,000 23,911,598 12.01% 3.36% 5.48% 7.52% 17.93% 38.93% 14.76% 161,965,716 100.00% 9,524,513 11,397,163 9,390,921 8,223,344 17,129,871 4,225,710 1,140,000 89,239,374 3,069,067 6.21% 7.43% 6.12% 5.36% 11.17% 2.76% 0.74% 58.20% 2.00% 153,339,963 100.00% 24,979,823 10,317,155 6,923,451 2,167,230 4,225,710 16.77% 6.93% 4.65% 1.45% 2.84% SOURCES AND USES OVERVIEW Budget FY 02-03 Budget FY 03-04 Budget FY 04-05 Total Operating Revenues 33,935,875 39,675,029 46,854,474 18.10% Operating Expenditures: Personnel Services Materials & Supplies Professional & Contract Services Devel. Reimb. Sales Tax Debt Service 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 24,979,823 10,317,155 6,923,451 2,167,230 1,900,222 16.86% 61.65% -4.27% 98.58% 0.00% 33,149,464 37,981,439 46,287,881 21.87% 786,411 1,693,590 566,593 -66.54% 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 28,796,109 74,375,764 103,171,873 23,954,716 80,911,506 104,866,222 29,043,045 86,068,197 115,111,242 21.24% 6.37% 9.77% 4,380,433 2,384,864 762,000 1,942,422 1,667,178 3,090,378 86,968,839 3,579,952 2,755,800 962,000 2,233,783 1,129,020 4,530,900 74,369,667 4,225,710 3,157,787 1,200,000 2,681,144 2,118,398 4,429,669 89,239,374 18.04% 14.59% 24.74% 20.03% 87.63% -2.23% 19.99% Total Capital Expenditures 101,196,114 89,561,122 107,052,082 19.53% 1,975,759 15,305,100 8,059,160 -47.34% 2,762,170 16,998,690 8,625,753 -49.26% Total Operating Expenditures Net from Operations Net from Capital Ending Fund Balance 199 Percent Change 200 Bond/Loan Proceeds 39% All Other Revenue 15% Local Taxes 12% Fund Balances 18% Utility User Fees 8% Building & Zoning Fees 5% State Shared Revenues 3% Total City Revenues $161,965,716 REVENUES BY SOURCE 201 Capital Improvement Program/Projects 59% Public Works 6% One Time FundedNon Utility Dev Fee Projects 1% Debt Service Fund 2% Contingency 3% Public Safety 11% Planning & Development Services 5% Administration 6% Water/Sewer 7% Total City Expenditures By Program $153,339,963 EXPENDITURES BY PROGRAM 202 Capital Improvement Projects 60% Funded Depreciation Reserves 2% New & Replacement Equipment 3% Personnel Services 17% - One Time Funding Projects 1% Debt Service 1% Contingency 3% Developer Reimbursement 1% & Professional Contractual Services 5% Materials & Supplies 7% Total City Expenditures By Elements $153,339,963 EXPENDITURES BY ELEMENT REVENUE SUMMARIES Actual FY 02-03 Budget FY 03-04 Estimated FY 03-04 Operating Revenues: General Fund Highway User Fund Water Sewer Sanitation Drug Alliance Program 26,237,418 1,350,568 3,436,918 2,874,271 2,043,130 27,769,836 1,512,725 3,952,456 4,090,412 2,349,600 28,964,750 1,451,485 4,350,000 3,550,000 2,279,112 33,215,485 1,455,760 5,377,687 4,184,563 2,620,979 19.61% -3.77% 36.06% 2.30% 11.55% Total Operating Revenues 35,942,305 39,675,029 40,595,347 46,854,474 18.10% Capital Revenues: General Fund Debt Service Fund CIP Fund Water CIP Sewer CIP Development Fee Funds 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 2,250,000 2,049,800 8,800,000 7,448,483 15,862,884 4,784,850 3,000,000 2,451,787 60,427,061 10,950,000 5,644,000 3,594,749 33.33% 19.61% 20.62% 48.01% -63.64% 0.00% Total Capital Revenues 28,058,385 80,911,506 41,196,017 86,067,597 6.37% 64,000,690 120,586,535 81,791,364 132,922,071 10.23% Operating Revenues Total City Revenues 203 Budget Percent FY 04-05 Change REVENUE SUMMARIES Actual FY 02-03 Budget FY 03-04 Estimated FY 03-04 Budget FY 04-05 City Sales Taxes All Other Local Taxes State Shared Revenues Building & Zoning Fees Utility Fees All Other Revenue 11,321,246 3,434,665 5,400,568 5,429,842 8,354,319 2,001,665 12,694,093 3,992,297 5,079,807 5,429,842 10,392,468 2,086,522 12,680,000 4,088,529 5,274,422 6,800,000 10,179,112 1,573,284 14,627,820 4,818,855 5,449,356 8,881,213 12,183,229 894,001 31.22% 10.28% 11.63% 18.95% 26.00% 1.91% Total Operating Revenues 35,942,305 39,675,029 40,595,347 46,854,474 100.00% Operating Revenues Percent Of Total Percent Of Total Operating Revenues 50.00% 40.00% 31.22% 26.00% 30.00% 18.95% 20.00% 10.28% 11.63% 10.00% 1.91% 0.00% City Sales Taxes All Other Local Taxes State Shared Building & Revenues Zoning Fees 204 Utility Fees All Other Revenue REVENUE SUMMARIES Operating Revenues City Sales Taxes-Retail City Sales Taxes-Const. City Sales Tax - Rest./Bar City Sales Tax - Lodging City Sales Taxes-Other City Sales Tx-Water Sales City Sales Tax-Refunds City Sales Taxes Primary Property Tax Franchise Tax-Electric Franchise Tax-Gas Franchise Tax-Cable TV Franchise Tax-Citizens Local Taxes Actual FY 02-03 5,064,142 1,916,794 1,916,794 500,620 1,861,422 61,474 Budget FY 03-04 5,795,043 2,250,000 2,083,485 535,663 1,959,246 70,656 11,321,246 2,597,865 594,195 115,606 116,629 10,370 14,755,911 State Income Tax State Shared Sales Tax Auto In-Lieu Tax State Gasoline Tax Lottery Revenue State Shared Revenues Building & Zoning Fees Water Fees Sewer Fees Sanitation Fees Court Fees Interest Earnings Police Grants Police & Fire O&M Miscellaneous All Other Revenue Total Operating Revenues 12,694,093 3,029,977 683,324 132,947 134,124 11,925 16,686,390 Estimated FY 03-04 5,621,000 3,000,000 2,086,490 540,000 1,852,510 42,000 (462,000) 12,680,000 3,029,977 751,656 146,242 147,536 13,118 16,768,529 14,627,820 3,601,850 864,405 168,178 169,337 15,085 19,446,675 15.2% 18.9% 26.5% 26.5% 26.3% 26.5% 16.5% 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 1,706,817 1,496,120 620,000 1,309,752 141,733 5,274,422 1,740,622 1,632,974 620,000 1,299,931 155,829 5,449,356 2.0% 9.1% 45.8% -0.7% 9.9% 7.3% 5,429,842 3,436,918 2,874,271 2,043,130 5,429,842 3,952,456 4,090,412 2,349,600 6,800,000 4,350,000 3,550,000 2,279,112 8,881,213 5,377,687 4,184,563 2,620,979 63.6% 36.1% 2.3% 11.6% 296,000 50,000 50,000 975,294 630,371 440,029 50,000 469,412 559,468 567,613 315,000 5,000 250,000 559,468 443,817 315,000 5,000 2,001,665 35,942,305 2,086,522 39,675,029 1,573,285 40,595,348 894,000 46,854,474 205 Budget % FY 04-05 Change 6,790,350 17.2% 3,000,000 33.3% 2,378,599 615,600 1,798,331 -8.2% 44,940 -28.4% -90.0% -100.0% 50,000 -91.1% 524,000 -7.7% -57.2% 18.1% REVENUE SUMMARIES Capital Revenues City Sales Taxes General Fund Actual FY 02-03 2,890,000 2,890,000 Budget FY 03-04 2,250,000 2,250,000 Estimated FY 03-04 2,250,000 2,250,000 Budget FY 04-05 3,000,000 3,000,000 % Impact 33.3% 33.3% Secondary Levy Debt Service Fund 1,678,864 1,678,864 2,049,800 2,049,800 2,049,800 2,049,800 2,451,787 2,451,787 19.6% 19.6% 13,678,317 2,500,000 200,000 (6,488) 5,000 8,600,000 8,600,000 20,050,000 133.1% 200,000 200,000 200,000 0.0% 8,800,000 177,061 40,000,000 60,427,061 20.6% GO Bond Proceeds APS Park Contribution Community Dev Block Grant GO BOND 98 Interest Earn Int Earnings-County Rds CMAQ Money Outside Contributions Unspecified Imp. District CIP Fund Water Resource Fee Water Development Fees Re-charge CAWCD-Tonopah Investment Earnings Maricopa Water Dist-2000 Contributions from Others WIFA Proceeds Water CIP 16,376,829 1,096,000 200,000 40,000,000 50,096,000 1,685,229 1,124,775 150,000 56,402 105,000 1,685,229 1,124,775 150,000 56,402 105,000 1,921,000 1,200,000 50,816 3,121,406 4,276,667 7,398,073 4,276,667 7,448,483 206 1,900,000 1,200,000 4,850,000 3,000,000 10,950,000 12.7% 6.7% -100.0% -100.0% -100.0% 48.0% REVENUE SUMMARIES Capital Revenues Sewer Development Fees WIFA Proceeds Outside Contributions GO Bond Proceeds Investment Earnings Sewer CIP Development Fees: Community Facilities Fees General Government Fees Public Works Fees Fire Fees Police Fees Transportation Fees Library Total: Development Fees Total Capital Revenues Total City Revenues Actual FY 02-03 999,074 Budget FY 03-04 1,000,000 8,122,884 4,200,000 2,200,000 Estimated FY 03-04 1,340,000 8,122,884 4,200,000 2,200,000 Budget FY 04-05 2,144,000 1,212 1,000,286 15,522,884 15,862,884 5,644,000 -63.6% 800,000 450,000 450,000 425,000 350,000 330,000 186,000 2,991,000 512,727 450,000 432,295 411,981 271,686 1,143,985 372,075 3,594,749 734,850 650,000 550,000 750,000 400,000 1,200,000 500,000 4,784,850 512,727 450,000 432,295 411,981 271,686 1,143,985 372,075 3,594,749 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 28,058,385 80,911,506 41,196,017 86,067,597 6.4% 64,000,690 120,586,535 81,791,365 132,922,071 10.2% 207 % Impact 114.4% 3,500,000 EXPENDITURE SUMMARIES Actual FY 02-03 Budget FY 03-04 Estimated FY 03-04 Budget FY 04-05 General Fund Highway User Fund Water Sewer Sanitation Debt Service Fund 22,579,610 2,249,473 5,154,781 4,501,678 1,585,976 324,585 27,785,888 2,845,991 3,038,277 4,284,476 1,654,807 1,204,484 26,851,424 2,709,258 4,865,359 3,563,834 1,629,562 415,612 32,147,837 2,625,302 5,285,637 3,131,826 2,158,214 939,065 15.70% -7.75% 73.97% -26.90% 30.42% -22.04% Total Operating Expenditures 36,396,103 40,813,923 40,035,049 46,287,881 13.41% 3,285,002 597,922 2,614,819 164,273 325,000 2,258,383 9,594,985 4,814,520 151,800 3,094,838 9,265,257 3,600 4,656,022 62,009,572 2,974,351 151,800 2,635,608 1,285,754 3,600 4,438,996 15,225,049 12,174,861 235,756 10,991,690 8,683,013 114,366 2,451,787 72,400,609 152.88% 55.31% 255.16% -6.28% 3076.83% -47.34% 16.76% Total Capital Expenditures 18,840,384 83,995,609 26,715,158 107,052,082 27.45% Total City Expenditures 55,236,487 124,809,532 66,750,207 153,339,963 22.86% Fund General Fund Highway User Fund Water Sewer Sanitation Debt Service Fund CIP Fund 208 Percent Change FINANCIAL PROGRAM SUMMARY Budget FY 03-04 Budget FY 04-05 Mayor & Council Community Service Support Special Events Attorney Human Resources Manager Clerk Community Initiatives Admin Support Services ITS Risk Aversion Finance Budget Office WesCaps Interim Office Building Administration 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 8,391,731 321,505 187,386 53,500 341,555 543,293 605,746 722,909 1,004,611 556,015 2,412,498 850,230 1,018,116 319,772 Public Works Admin Aquatics Facility Recreation Fleet Services Parks Building Services Streets Sanitation Public Works Department/Program Increase (Decrease) Percent Of Total 453,785 9,390,921 (68,091) (182,614) (87,497) 70,361 54,302 4,076 86,910 231,474 66,085 633,959 204,207 (58,716) 69,134 (40,000) 15,600 999,190 0.21% 0.12% 0.03% 0.22% 0.35% 0.40% 0.47% 0.66% 0.36% 1.57% 0.55% 0.66% 0.21% 0.00% 0.30% 6.12% 849,799 330,884 103,420 427,094 1,535,425 401,631 2,759,348 1,677,647 8,085,248 857,637 329,466 367,300 416,231 1,867,045 553,196 2,861,058 2,272,580 9,524,513 7,838 (1,418) 263,880 (10,863) 331,620 151,565 101,710 594,933 1,439,265 0.56% 0.21% 0.24% 0.27% 1.22% 0.36% 1.87% 1.48% 6.21% Water Sewer Water/Sewer Debt - Development Fees Water/Sewer Developer Reimbursement Water/Sewer 2,842,388 3,636,396 706,000 962,000 8,146,784 5,895,224 3,595,939 706,000 1,200,000 11,397,163 3,052,836 (40,457) 238,000 3,250,379 3.84% 2.35% 0.46% 0.78% 7.43% Contingency 3,579,952 4,225,710 645,758 2.76% Debt Service Fund 2,667,080 3,069,067 401,987 2.00% 209 FINANCIAL PROGRAM SUMMARY Department/Program Non-Utility Development Fee Projects CIP 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 03-04 74,369,667 Budget FY 04-05 1,140,000 89,239,374 511,058 1,797,972 1,031,344 1,013,291 1,118,421 196,064 114,945 5,783,095 595,854 2,749,183 1,205,329 1,232,400 2,036,878 167,216 236,484 8,223,344 84,796 951,211 173,985 219,109 918,457 (28,848) 121,539 2,440,249 0.39% 1.79% 0.79% 0.80% 1.33% 0.11% 0.15% 5.36% 578,161 212,445 6,716,460 2,039,899 6,972,040 16,519,005 664,369 224,915 7,125,876 2,235,396 6,879,315 17,129,871 86,208 12,470 409,416 195,497 (92,725) 610,866 0.43% 0.15% 4.65% 1.46% 4.49% 0.00% 11.17% 127,542,562 153,339,963 210 Increase (Decrease) Percent Of Total 14,869,707 58.20% 24,657,401 100.00% DEBT LIMITATIONS Debt Capacity Analysis (Arizona Constitutional Limit) FY 04-05 Secondary Assessed Valuation (AV) $ 327,191,619 Debt Limit 6% Of Assessed Valuation (1) $ 19,631,497 Bonds Outstanding At June 30, 2004 $ 10,695,000 $ 8,936,497 Debt Limit 20% Of Assessed Valuation (2) $ 65,438,324 Bonds Outstanding At June 30, 2004 $ 19,700,000 $ 45,738,324 Excess Available At June 30, 2004 Excess Available At June 30, 2004 (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. 211 212 REV REV CITY OF GOODYEAR CITY OF GOODYEAR GO GO GO GO GO GO GO GO GO GO GO CFD GEN DIST #1 CFD GEN DIST #1 CFD GEN DIST #1 CFD GEN DIST #1 CFD GEN DIST #1 CFD UTL DIST #1 CFD UTL DIST #1 CFD UTL DIST #1 CFD UTL DIST #1 WFR CFD GEN #1 WFR CFD GEN #1 SA REV CITY OF GOODYEAR SA MPC PUB IMPROV CORP CFD GEN DIST #1 Rev/CAB CFD GEN DIST #1 Rev/CAB GO CITY OF GOODYEAR CITY OF GOODYEAR GO CITY OF GOODYEAR CITY OF GOODYEAR GO GO CITY OF GOODYEAR GO CITY OF GOODYEAR CITY OF GOODYEAR GO GO CITY OF GOODYEAR CITY OF GOODYEAR GO CITY OF GOODYEAR CITY OF GOODYEAR GO GO CITY OF GOODYEAR GO GO CITY OF GOODYEAR GO CITY OF GOODYEAR CITY OF GOODYEAR GO GO CITY OF GOODYEAR CITY OF GOODYEAR GO GO CITY OF GOODYEAR TYPE CITY OF GOODYEAR BOND OR DISTRICT BONDED 2 NAME OF COUNTY 1 12/1/2003 12/1/2003 12/1/2003 12/1/2003 12/1/2003 7/1/2002 7/1/2002 7/1/2002 7/1/2002 7/1/2002 11/1/1998 11/1/1998 12/1/1992 12/1/1991 12/1/1991 1/1/1991 1/1/1991 ISSUE DATE OF 4 5 5000 5000 5000 5000 5000 5000 5000 5000 5000 5000 5000 5000 5000 5000 5000 5000 5000 OF BONDS INATION DENOM- 4.000 4.000 4.000 3.250 3.250 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 6 7/1/2018 7/1/2018 7/1/2018 7/1/2011 7/1/2011 7/1/2017 7/1/2017 7/1/2017 7/1/2008 7/1/2008 7/1/2013 7/1/2013 7/1/2006 7/1/2004 7/1/2004 7/1/2003 7/1/2003 MATURITY DATE OF 7 2/11/1999 5000 5000 5000 4.780 4.625 4.782 7/1/2018 7/1/2021 7/1/2018 10/1/1998 5000 4.625 8/1/2013 TOTAL CITY OF GOODYEAR REVENUE BONDS 1/1/2002 2/11/1999 5/31/2002 5/31/2002 4.056 4.056 7/1/2021 7/1/2021 FIRE TRUCK STREETS/PARKS STREETS/PARKS STREETS/FACILITIES STREETS/S. SEWER STREETS/FACILITIES SEWER STREETS/FACILITIES STREETS/FACILITIES STREETS/FACILITIES PUBLIC BUILDING 2/1/1994 9/1/1996 5000 5000 7.500 6.75-7.25 7/1/2017 7/1/2016 12/1/1998 8/1/1997 12/1/2003 12/1/2000 9/1/1998 8/1/1996 12/1/2003 12/1/2000 9/1/1998 8/1/1996 8/1/1994 7.500 7/15/2009 230,000 7.000 7/15/1921 1,470,000 5000 5000 7/15/2022 5.500 & 5.750 7/15/2023 6.500 750,000 650,000 7,870,000 7,075,000 6,975,000 23,390,000 7/15/2025 7/15/2023 7/15/2028 5.350 5.200 5.000 TOTAL CFD UTIL DIST #1 GO 5000 5000 5000 5000 5,295,000 5,725,000 2,150,000 500,000 13,900,000 7/15/2025 7/15/2023 7/15/2021 9,620,000 6,670,000 2,950,000 12,399,551 4,276,667 8,122,884 6,570,000 6,570,000 9,470,000 4,265,000 1,100,000 2,235,000 38,470,000 1,200,000 5,900,000 1,200,000 2,000,000 500,000 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 7/15/2028 5.350 5.200 5.000 7.000 8 ORIGINAL TOTAL CFD GEN DIST #1 GO 5000 5000 5000 5000 5000 TOTAL CFD GEN DIST #1 SPECIAL ASSESSMENTS STREETS/FACILITIES STREETS/PARKS TOTAL WATER INFRASTRUCTURE FINANCE AUTHORITY (WIFA) LOAN WATER SEWER TOTAL GREATER ARIZONA DEVELOPMENT AUTHORITY (GADA) LOAN STREETS/FIRE FACILITIES W&S REFUNDING BONDS WATER/SEWER TOTAL CITY OF GOODYEAR GENERAL OBLIGATION BONDS SEWERS PARKS STORM SEWERS STREETS FIRE FACILITIES SEWER PARKS/RECREATION STREETS WATER/SEWER REFUNDING FIRE FACILITIES REFUNDING STREETS PARKS/S.SEWER/LIGHTS WATER/SEWER WATER/SEWER FIRE FACILITIES STREETS WATER/SEWER OF ISSUE PURPOSE 3 65,000 60,000 270,000 - - 190,000 80,000 160,000 - - 60,000 - 100,000 4,614,000 1,804,000 2,810,000 909,386 313,440 595,946 2,070,000 2,070,000 1,395,000 480,000 286,000 204,000 5,775,000 - - - - - - - 510,000 - - 1,615,000 - 50,000 350,000 750,000 500,000 2,000,000 RETIRED AMOUNT PRINCIPAL 9 (A.R.S. 35-501, 35-502) - - - - - - - - - - - - - - - - - - - - - - - - - 2,300,000 - - - - - - - - - - - - 900,000 650,000 750,000 - - REFUNDED AMOUNT 10 685,000 590,000 23,120,000 7,870,000 7,075,000 6,785,000 1,390,000 13,740,000 5,295,000 5,725,000 2,090,000 500,000 130,000 5,006,000 4,866,000 140,000 11,490,165 3,963,227 7,526,938 4,500,000 4,500,000 6,630,000 3,785,000 814,000 2,031,000 30,395,000 1,200,000 5,900,000 1,200,000 2,000,000 500,000 1,000,000 3,260,000 6,290,000 1,550,000 750,000 1,155,000 5,340,000 250,000 - - - - PRINCIPAL OUTSTANDING 11 SUMMARY OF BONDED INDEBTEDNESS 20,000 15,000 230,000 - - 190,000 40,000 75,000 - - 60,000 - 20,000 15,000 40,000 - - - 40,000 15,000 - - - - 15,000 Payment 15,000 07/15/02 Payment 675,000 570,000 105,000 445,655 153,605 292,050 375,000 375,000 130,000 130,000 - - 1,340,000.00 - - - - - - - 200,000 - - 440,000 - - - 100,000 50,000 550,000 Payment 07/01/03 13 07/15/03 110,000 - 110,000 463,731 159,835 303,896 395,000 395,000 275,000 135,000 81,500 58,500 1,335,000.00 - - - - - - - 310,000 - - 275,000 - 50,000 350,000 350,000 - - Payment 07/01/04 12 - - 10,695,000 2,000,000 500,000 6,290,000 750,000 1,155,000 6% - - 19,700,000 1,200,000 5,900,000 1,200,000 1,000,000 3,260,000 1,550,000 5,340,000 250,000 20% GO DEBT LIMITS 14 213 7/1/2000 ISSUE DATE OF 4 WATER/SEWER MANUFACTURING STREETS/SEWER STREETS/SEWER INFRASTRUCTURE STREETS 4/1/1999 5/1/1995 12/1/2002 2/1/2001 7/1/2003 2/1/2001 STREETS/WATER/LANDSCAPING 10/1/2001 STREETS/WATER OF ISSUE PURPOSE 3 5 RATE INTEREST 6 MATURITY DATE OF 7 7.375 7/1/2025 7/1/2027 VR 9 20,354,000 5,945,000 245,000 5,700,000 400,000 - 400,000 - - 17,100 17,100 45,000 15,000 30,000 125,000 RETIRED AMOUNT PRINCIPAL Fax: (623) 932-3003 116,155,000 GRAND TOTALS ALL BONDS Phone: (623) 932-3015 13,335,000 8,000,000 TOTAL CITY OF GOODYEAR IDA 5/1/2015 13,038,000 5,335,000 5.950 8,088,000 4,950,000 10/1/2023 5000 5000 TOTAL EMR CFD DIST #1 SA 100000 7.875 1,760,000 100000 1,760,000 5.700 7/15/2028 5000 200,000 TOTAL CTFLR CFD DIST #1 GO 200,000 7/15/2025 8.000 TOTAL EMR CFD DIST #1 GO 100 1,490,000 720,000 TOTAL WFR CFD GEN DIST #2 GO 7/15/2025 1,400,000 AMOUNT PRINCIPAL 770,000 5.900 7.000 8 ORIGINAL 7/15/2026 5000 5000 TOTAL WFR CFD GEN DIST #1 GO OF BONDS INATION DENOM- 2,300,000 (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 - - - - - - - - - - - - - - REFUNDED AMOUNT 10 I, Larry D. Price, Finance Director of the City of Goodyear, do hereby certify that the foregoing statement is a full, true and correct abstract of the bonded indebtness of the City of Goodyear of Maricopa County as of June 30, 2004. Address: 190 N. Litchfield Road, PO Box 5100, Goodyear AZ 85338-0601 REV SA SA EMR CFD #1 EMR CFD #1 REV GO CTFLR CFD #1 IDA GO EMR CFD #1 IDA GO GO WFR CFD GEN #2 TYPE WFR CFD GEN #2 BOND OR DISTRICT BONDED 2 NAME OF COUNTY 1 (A.R.S. 35-501, 35-502) 92,056,000 7,390,000 5,090,000 2,300,000 12,638,000 4,950,000 7,688,000 1,760,000 1,760,000 182,900 182,900 1,445,000 755,000 690,000 1,275,000 PRINCIPAL OUTSTANDING 11 SUMMARY OF BONDED INDEBTEDNESS Payment - 3,090,000 635,000 135,000 500,000 3,035,000 425,000 125,000 300,000 10/01/01 Payment Payment 133,000 10/01/02 144,000 - 133,000 07/01/03 Payment 07/01/04 144,000 - - 2,800 2,800 15,000 - 15,000 35,000 Payment 07/01/03 13 - - 3,100 3,100 30,000 15,000 15,000 35,000 Payment 07/01/04 12 10,695,000 6% 19,700,000 20% GO DEBT LIMITS 14 DEBT SERVICE SUMMARY Description Of Issue Date Final Rate Of Maturity Date Amount Issue Amount Outstanding For FY 04-05 Principal Interest Total General Obligation Bonds: Water & Sewer Water & Sewer Water & Sewer Refunding 1991B 1992 2002 1,000,000 6.25-7.75 1,200,000 6.00-8.00 1,550,000 3.25-5.25 2004 2006 2008 0 250,000 1,550,000 100,000 - 19,100 72,375 119,100 72,375 100,000 91,475 191,475 310,000 680,000 300,000 - 47,590 92,386 135,870 13,592 39,375 251,341 131,614 42,500 19,713 78,850 44,661 219,617 44,678 357,590 92,386 135,870 13,592 719,375 551,341 131,614 42,500 19,713 78,850 44,661 219,617 44,678 Property Tax Supported General Government 1,290,000 1,161,787 2,451,787 Total General Obligation Bonds 1,390,000 1,253,262 2,643,262 145,000 135,000 352,750 62,250 482,540 178,865 65,000 169,632 29,935 466,041 323,865 200,000 522,382 92,185 948,581 1,177,540 909,473 2,087,013 2,567,540 2,162,735 4,730,275 Water & Sewer User Fee Supported Fire Facilities Streets Parks Storm Sewers Street Lights Fire Facilities Refunding Streets Parks/Recreation Sewer Fire Facilities Streets Storm Sewers Parks Sewer 1991B 1998 1998 1998 1998 2002 2002 2002 2002 2003 2003 2003 2003 2003 1,500,000 2,770,000 2,040,000 3,000,000 300,000 750,000 6,800,000 3,260,000 1,000,000 500,000 2,000,000 1,200,000 5,900,000 1,200,000 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 3.00-4.50 3.00-4.50 3.00-4.50 3.00-4.50 3.00-4.50 2004 2013 2013 2013 2013 2008 2017 2017 2017 2011 2011 2018 2018 2018 0 1,155,000 2,040,000 3,000,000 300,000 750,000 6,290,000 3,260,000 1,000,000 500,000 2,000,000 1,200,000 5,900,000 1,200,000 Revenue Bonds: PIC Issue Water & Sewer Streets Fire Water & Sewer 2002 4,265,000 4.00-6.00 1999 3,335,000 Varies 1998 5,570,000 Varies 1998 1,000,000 Varies 2002 12,399,551 4.056 2021 2018 2013 2013 2021 3,785,000 2,845,000 4,149,981 745,019 11,490,165 Total Revenue Bonds Total Debt Service 214 FUTURE DEBT SERVICE SUMMARY General Obligation Bonds 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 - Fiscal Year 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 GADA Loan & Revenue Bonds 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 2021 Capital Lease 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 Total 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 Remaining Annual Debt Service Payments $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 $500,000 215 2021 2020 2019 2018 2017 2016 2015 2014 2013 2012 2011 2010 2009 2008 2007 2006 2005 $- 216 $- $1.30 $2.60 FY FY FY FY FY FY FY FY FY 2000 $2.10 1997 1998 1999 2000 2001 2002 2003 2004 2005 1.7212 1.1047 0.7919 1.0168 0.7413 0.5782 0.7575 0.7746 0.7493 2001 $2.08 2002 $1.95 2003 $2.04 Combined Property Tax Rate 57,976,454 72,745,384 88,767,663 102,406,859 136,557,331 174,404,952 222,388,265 264,638,241 327,191,619 AV Secondary Rate 2004 $2.04 2005 $1.97 997,913 798,000 702,975 1,041,243 1,012,244 1,008,444 1,707,041 2,049,800 2,451,787 Levy $- $2,500,000 $5,000,000 2000 226,475 688,000 1,067,300 1,035,124 1,673,000 2,197,080 2,597,865 3,029,977 3,601,850 Levy 2001 2002 $3,205,524 $2,685,244 2003 $4,304,906 2004 $5,079,777 2005 $6,053,637 1,224,388 1,486,000 1,770,275 2,076,367 2,685,244 3,205,524 4,304,906 5,079,777 6,053,637 Combined Levy Combined Property Tax Levy 0.4049 1.0044 1.2981 1.0799 1.3403 1.3674 1.2862 1.2691 1.2239 $2,076,367 55,926,981 68,543,338 82,220,999 95,857,615 124,823,974 160,675,712 201,979,064 238,750,061 294,292,805 AV Primary Rate PROPERTY TAX LEVY & RATE SUMMARY Levy 217 $- $2,000,000 $4,000,000 $6,000,000 2000 $2,076,367 $2.10 2001 $2,685,244 $2.08 2002 $3,205,524 $1.95 2003 $4,304,906 $2.04 2004 $5,079,777 $2.04 Combined Property Tax Levy & Rate COMBINED PROPERTY TAX RATE CHART 2005 $1.97 $6,053,637 $- $0.50 $1.00 $1.50 $2.00 $2.50 Rate 218 $- $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 Fire/Police/Operating $3,601,850 Streets $1,529,804 Fire Facilities $255,711 Storm Sewers $471,966 Parks $194,305 The primary property tax levy of $3,601,850 is used for Fire & Police operating and maintenance. The $2,451,787 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 $6,053,637 COMBINED PROPERTY TAX LEVY CHART Total: $6,053,637 219 0 0.5 1 1.5 2 2.5 Fire/Police/Operating 1.2239 Streets 0.4675 Fire Facilities 0.0781 Storm Sewers 0.1442 Combined Property Tax Rate $1.97 Per $100 of Assessed Valuation Parks 0.0594 COMBINED PROPERTY TAX RATE CHART (A.V.) Total: 1.9732 FULL-TIME AUTHORIZED POSITIONS FY 02-03 1 FY 03-04 1 FY 04-05 1 1 Clerk Interpreter Court Clerk Supervisor Court Administrator Court Clerk II 1 1 1 3 1 3 1 1 1 3 Assistant City Attorney Legal services Coordinator City Attorney 1 1 1 1 1 1 1 Prosecutor City Prosecutor Legal Assistant 1 1 1 1 1 1 Manager City Manager Customer Service Advocate Executive Assistant Contract Administrator 1 2 1 1 2 1 1 1 2 1 1 Admin Support Services Management Analyst Management Assistant Manager of Organizational Effecti 1 1 1 1 1 1 1 1 Budget & Research Office Budget and Research Analyst Budget and Research Manager Senior Buyer 1 1 1 1 1 1 1 Deputy City Manager Deputy City Manager CIP Manager Project Assistant Administrative Assistant Water Resource Manager 1 1 1 1 1 1 1 1 2 0 1 1 1 Community Initiatives Administrative Assistant Code Compliance Manager Community Advocate Code Compliance Inspector Director Public Information & Community Relations Coordinator Manager 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 HR Program Manager HR Technician Administrative Assistant Director Benefits and Payroll Specialist 1 1 1 1 1 1 1 1 1 1 1 1 Risk Aversion Manager 1 1 Safety Training/O.S.H.A. Compliance Manager 1 1 Department Mayor and Council Position Title Administrative Assistant Management Assistant Court Attorney Human Resources Risk Management 220 FULL-TIME AUTHORIZED POSITIONS FY 02-03 1 1 1 1 1 FY 03-04 1 1 1 1 1 1 FY 04-05 1 1 2 1 1 1 1 1 2 1 1 1 0 1 2 1 0 1 1 1 3 0 1 2 1 0 1 1 1 3 Accountant II 3 Director 1 Senior Account Clerk 2 Finance Manager 1 CFD Manager 1 CFD - Senior Account Clerk Account Clerk II Account Clerk I Lead Utility Customer Service Worker 3 1 2 1 1 Department City Clerk Position Title City Clerk Deputy City Clerk Mail and Copy Clerk Records Analyst II Staff Assistant Records Analyst I Information & Technology Services Application Specialist Director Network Technician II Network Technician I Programmer Analyst Technical Services Manager IT Project Manager Network Administrator Applications & Business Analyst Finance Economic Development Administrative Assistant Director Economic Development Project M Business Advocate 1 1 1 2 1 1 2 1 Community Development Director 1 1 Planner II 2 2 Planner I 1 3 Planning Manager 1 1 Planning Technician 1 1 Senior Planning Technician 1 1 Administrative Assistant 1 Land Management Administrator Landscape Plan Review & Inspection Coordinator 1 2 3 1 1 1 1 1 1 Building Safety Building Inspector II Building Permit Tech Chief Building Official Plans Examiner Senior Bldg Permit Tech Senior Bldg Permit Tech Supervis Senior Building Inspector Supervisor Senior Building Inspector 3 2 1 1 1 1 1 1 221 1 1 2 1 3 1 2 1 1 1 1 1 1 3 1 1 1 3 1 1 1 1 1 1 1 FULL-TIME AUTHORIZED POSITIONS Department Engineering Services Public Works Admin Position Title Assistant City Engineer City Engineer Engineering Permit Technician Senior Engineering Technician Civil Engineer Engineering Permit Tech I Senior Constructio Inspector Engineering Inspector Engineering Plan Reviewer GIS Technician CIP Manager FY 02-03 1 1 1 1 FY 03-04 1 1 1 1 2 1 2 3 1 FY 04-05 1 1 1 1 1 1 1 2 3 1 1 Project Manager Traffic Engineer Public Works Director Public Works Superintendent Staff Assistant Management Assistant 1 2 3 1 1 2 3 1 1 1 1 2 3 1 Fleet Services Mechanic II Mechanic III Equipment Management Supervis 2 2 1 2 2 1 2 2 1 Parks Parks Foreman Parks Worker I Parks Worker II Parks Worker III Parks Supervisor 1 2 4 1 1 1 2 4 1 1 1 4 4 2 1 Aquatics/Recreation Aquatics and Recreation Coordina 1 Aquatics and Recreation Supervisor 0 1 2 1 Building Services Building Maintenance Supervisor Building Maintenance Worker III Building Maintenance Worker II Facilities Electrician 1 1 2 1 1 2 1 1 1 2 1 Streets Equipment Operator Signal Technician II Streets Maintenance Foreman Streets Maintenance Worker II Streets Supervisor Traffic Operations Worker II 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 Management Analyst 222 1 1 3 2 1 33 2 7 1 1 1 1 3 2 1 35 2 7 1 1 1 1 1 4 2 1 41 2 9 1 1 1 1 FULL-TIME AUTHORIZED POSITIONS FY 02-03 1 10 1 Department Telecommunications Position Title Manager Telecommunications Operator Telecommunications Supervisor Fire Management Assistant 1 Captain 9 Captain Support Services 1 Chief 1 1 Community Education Coordinato Deputy Chief 2 Deputy Fire Marshal 1 Fire Engineer 9 Fire Marshal 1 Fire Equipment Maintenance Worker II Emergency Management Planner Firefighter 19 Staff Assistant 1 Battalion Chief Water Director Water Quality Technician I Water Management Superintendent Administrative Assistant Water Management Staff Assistant Water Distribution Worker I Water Distribution Worker II Water Distribution Worker III Water Production Operator II Water Production Operator III Water Supervisor Water Distribution Field Forman Water Production Worker I FY 03-04 1 10 2 FY 04-05 1 10 3 1 9 1 1 1 2 2 9 1 1 9 1 1 1 2 2 9 1 1 1 25 3 3 19 1 3 5 1 1 1 1 1 5 1 1 1 1 1 1 2 1 1 1 1 1 5 1 1 1 1 1 1 2 1 1 1 Wastewater Industrial Pretreatment Inspector Wastewater Collection Foreman Wastewater Collections Worker I Wastewater Collections Worker II Wastewater Lab Technician III Wastewater Operator I Wastewater Manager Wastewater Treatment Operator I Wastewater Treatment Operator I Wastewater Operator III Wastewater Collection Worker III Maintenance Mechanic II 1 1 2 0 1 1 1 1 3 1 0 0 1 1 2 1 1 0 1 1 2 1 0 1 1 1 2 1 1 0 1 1 2 3 1 1 Sanitation Sanitation Worker I Sanitation Foreman Sanitation Worker II Sanitation Worker III Sanitation Supervisor 2 2 3 1 1 3 1 1 3 1 3 1 1 255 281 338 Total 223 AUTHORIZED POSITIONS PER 1,000 CAPITA Department/Program Mayor & Council Manager City Budget Office Clerk Human Resources Risk Management Attorney CFD Admin 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 00-01 FY 01-02 FY 02-03 FY 03-04 FY 04-05 1 4 1 5 2 1 4 2 5 3 1 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% 224 5 4 7 6 40 16.95% 1 4 7 5 8 25 10.59% 5 2 50 11 41 109 46.19% 1 4 2 5 3 1 2 1 5 4 8 6 42 16.47% 3 4 7 7 8 29 11.37% 5 2 52 12 46 117 45.88% 1 5 2 6 4 1 2 1 6 4 9 8 49 17.44% 3 4 10 10 8 35 12.46% 5 2 55 13 50 125 44.48% 2 5 3 7 5 2 3 2 7 2 10 10 58 17.16% 5 5 12 14 11 47 13.91% 6 2 65 14 60 147 43.49% AUTHORIZED POSITIONS PER 1,000 CAPITA Department/Program 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 FY 00-01 FY 01-02 FY 02-03 FY 03-04 FY 04-05 8 8 8 8 9 3 5 5 5 5 3 4 4 5 5 1 1 1 1 3 6 8 9 9 12 8 10 10 10 10 8 9 11 15 18 11 12 12 12 15 4 5 7 7 9 52 25.87% 62 26.27% 67 26.27% 72 25.62% 201 236 255 281 19,695 10.21 22,305 10.58 26,700 9.55 30,290 9.28 86 25.44% 338 36,358 9.30 Percent Of Authorized Positions 46% 50% 26% 25% 17% 11% 0% Administration Planning & Devel Public Safety 225 Public Works EMPLOYEE SALARY RANGES Pay Range Position Title Low High City Manager City Attorney Deputy City Manager $94,830.11 $147,910.26 Community Development Director Finance Director Fire Chief Human Resource Director Police Chief Public Works Director Water Management Director $84,294.08 $131,477.22 City Clerk City Engineer City Prosecutor Community Initiatives Director Director Information Systems Economic Development Director $75,263.55 $117,391.66 Police Commander $74,002.45 $102,012.77 Fire Deputy Chief $73,269.66 $101,002.72 Assistant City Attorney Budget & Research Manager Chief Building Official Planning Manager Traffic Enginneer $67,500.99 $105,285.02 Police Lieutenant $62,254.82 $85,819.34 Fire Battalion Chief $61,638.49 $84,969.68 Assistant City Engineer Court Administrator Financial Services Manager Fire Marshall Human Resources Program Mgr Operations Superintendent Public Works Superintendent Risk Aversion Manager Water Resources Manager $60,812.96 $94,851.54 226 EMPLOYEE SALARY RANGES Pay Range Position Title Low High Fire Captain EMT/ Days Application & Business Manager Emergency Management Coord. Equipment Management Supervisor Facilities Maintenance Supervisor Intergovernmental Program Coord Management Analyst Management Assistant Neighborhood & Volunteer Manager Network Administrator Opeartions Supervisor Parks Supervisor Plan Review Engineer Planner II Planner III Project Assistant Project Manager Public Info & Comm Relations Coord Recreation & Aquatics Supervisor Safety, Training, OSHA Comp Spec. Sanitation Supervisor Senior Accountant Senior Planner Senior Purchasing Agent Street Supervisor Technical Services Manager Telecommunications Manager Wastewater Manager $55,482.34 $55,034.51 $76,486.18 $85,838.48 Police Sergeant $52,371.28 $72,197.42 Fire Captain EMT/SHIFT $51,852.49 $71,482.65 Fire Engineer EMT/ Days $47,841.46 $65,952.85 Fire Engineer EMT/SHIFT Crisis Services Coordinator Telecom Supervisor $44,711.69 $61,638.22 Firefighter EMT/Days $42,284.94 $61,242.90 Police Detective Business Advocate Executive Assistant Planner I $41,928.02 $60,727.68 227 EMPLOYEE SALARY RANGES Pay Range Low $39,913.74 Position Title Police Officer Firefighter EMT/Shift High $57,808.82 Building Inspector II Building Permit Supervisor Business Development Specialist Code Enforcement Officer Community Education Coordinator Construction Inspector II Court Clerk Supervisor Deputy Fire Marshal Facilities Maintenance Foreman Network Technician II Parks Foreman Recreation and Aquatics Coordinator Sanitation Foreman Street Maintenance Foreman Traffic Operations Foreman Utility Technician III $38,457.95 $59,985.12 GIS Technician Industrial Pretreatment Insp. II Leagal Services Coordinator Mechanic III Neighborhood Specialist Signal Technician III Wastewater Lab Technician III Water Quality Technician III $36,025.39 $56,190.99 Accountant II Administrative Assistant Code Compliance Officer II Community Education Specialist Court Clerk Interpreter Equipment Maintenance Worker III HR Technician Land Management Coord. Landscape Technician Legal Assistant Mechanic II Network Technician I Recreation Programer Senior Engineering Permit Tech Senior Planning Technician Signal Technician II Street Maintenance Worker III $33,833.07 $52,770.85 228 EMPLOYEE SALARY RANGES Pay Range Position Title Low High Building Permit Technician III Customer Service Advocate Facilities Maintenance Worker III Fire Prevention Specialist Parks Worker III Sanitation Worker III Senior Mail & Copy Clerk $31,855.20 $49,683.92 Alarm Ordinance Coordinator Code Compliance Officer I Equipment Operator Facilities Maintenance Worker II Mechanic I Municipal Court Clerk II Parks Worker II Police Records Clerk II Records Analyst II Sanitation Worker II Senior Account Clerk Signal Technician I Staff Assistant Street Maintenance Worker II Traffic Operations Worker II Utility Technician I Water Quality Technician I $30,067.86 $46,897.76 Account Clerk II Building Permit Technician II Mail/Copy Clerk Victim Advocate $28,454.40 $44,380.96 Account Clerk I Building Permit Technician Clerk Engineering Technician Facilities Maintenance Worker I Municipal Court Clerk I Parks Worker I Planning Technician Police Records Clerk I Receptionist Records Analyst Sanitation Worker I Street Maintenance Worker I Traffic Operations Worker I $26,995.90 $42,106.69 229 NEW & REPLACEMENT EQUIPMENT Division Name Budget & Research Office Budget & Research Office Budget & Research Office City Attorney City Attorney City Attorney City Clerk City Clerk City Clerk City Clerk City Manager City Manager City Manager City Manager City Manager City Manager Community Development Community Development Community Development Community Development Community Development Community Development Community Development Community Development Community Development Community Development Community Development Community Development Community Development Community Development Community Development Community Development Community Initiatives Community Initiatives Community Initiatives Economic Development Economic Development Economic Development Finance Finance Finance Fire Fire Description New - Telephone System New - Computer New - Office Furniture New - Telephone System New - Computer New - Office Furniture New - Computer New - Heavy Duty Stapler Replacement - Office Equip Replacement - Office Equip New - Telephone System New - Computer New - Office Furniture New - Telephone System New - Computer New - Office Furniture Replacement - Office Equip New - Vehicle New - Telephone System New - Computer New - Office Furniture New - Telephone System New - Telephone System New - Computer New - Office Furniture New - Telephone System New - Computer New - Office Furniture New - Telephone System New - Telephone System New - Computer New - Office Furniture New - Telephone System New - Computer New - Office Furniture New - Telephone System New - Computer New - Office Furniture New - Computer New - Telephone System New - Office Furniture New - Equipment Replacement - Office Equip 230 Amount 370 2,200 6,000 80 2,200 3,000 5,200 2,500 5,295 12,700 305 2,250 6,000 370 2,250 20,000 9,580 27,000 420 2,200 6,000 80 330 2,200 6,000 220 2,200 6,000 80 330 2,200 6,000 780 2,200 6,000 300 2,200 14,000 2,200 340 6,000 9,600 10,459 Dept Total 8,570 5,280 25,695 31,175 70,840 8,980 16,500 8,540 NEW & REPLACEMENT EQUIPMENT Division Name Fire Fire Fire Human Resources Human Resources ITS ITS ITS ITS ITS ITS ITS Municipal Court Municipal Court Police Police Police Police Police Police Police Police Police Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Description New - Telephone System New - Computer New - Office Furniture New - Telephone System New - Computer New - Computer New - Office Furniture Replacement - Equipment Replacement - Equipment Replacement - Computers Replacement - Vehicles New - Computer Equipmen New - Telephone System New - Minor Equipment New - Minor Equipment New - Vehicle New - Minor Equipment New - Vehicle New - Minor Equipment New - Vehicle New - Minor Equipment New - Vehicle Replacement - Vehicle New - Telephone System New - Telephone System New - Computer New - Vehicle New - Office Furniture New - Telephone System New - Computer New - Office Furniture Replacement - Equipment Replacement - Equipment New - Telephone System New - Telephone System New - Computer New - Office Furniture New - Telephone System New - Telephone System New - Vehicle New - Computer New - Office Furniture New - Storage Facility 231 Amount 370 2,250 6,000 80 2,540 2,600 5,000 129,000 250,000 180,000 15,000 50,000 80 10,000 880 30,000 880 50,000 880 50,000 4,848 300,000 300,000 180 530 4,500 24,000 12,000 265 2,250 6,000 3,900 109,500 80 290 2,250 6,000 290 80 12,000 2,250 6,000 87,500 Dept Total 28,679 2,620 631,600 10,080 737,488 NEW & REPLACEMENT EQUIPMENT Division Name Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Risk Aversion Risk Aversion Risk Aversion Wastewater Wastewater Wastewater Wastewater Wastewater Wastewater Wastewater Wastewater Wastewater Wastewater Wastewater Wastewater Water Water Water Water Water Water Water Water Water Water Water Water Water Water Water Water Water Water Water Description Amount New - Telephone System New - Telephone System New - Computer New - Telephone System New - Telephone System New - Computer Equipmen New - Vehicle New - Furniture New - Telephone System New - Telephone System New - Computer Equipmen New - Furniture Replacement - Equipment New - Telephone System New - Computer New - Office Furniture Replacement - Machinery a New - Equipment New - Telephone System New - Telephone System New - Computer New - Vehicle New - Furniture New - Telephone System New - Telephone System New - Computer Equipmen New - Vehicle New - Furniture New - Telephone System New - Telephone System New - Computer New - Office Furniture New - Telephone System New - Telephone System New - Computer New - Vehicle New - Office Furniture New - Telephone System New - Telephone System New - Computer New - Office Furniture New - Telephone System New - Telephone System New - Computer New - Vehicle New - Office Furniture Replacement - Vehicle 80 290 2,200 290 80 2,250 75,000 6,000 290 80 2,250 6,000 20,000 370 3,650 6,000 140,000 160,000 220 80 2,200 15,000 1,000 160 440 4,400 30,000 7,000 80 220 2,200 6,000 80 220 2,200 21,067 6,000 80 220 2,200 6,000 80 220 2,200 21,067 6,000 35,000 $ Total 232 2,462,376 Dept Total 394,675 10,020 360,500 111,134 $ 2,462,376 ADOPTED CIP PLAN 2000-2020 PROJECT NO. PROJECT TITLE/LOCATION PROJECT DESCRIPTION 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 Bridge Ramps B-01 Along the Loop 303 corridor from MC85 to Camelback Rd. B-02 B-03 B-04 B-05 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 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 = $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-11 Tuthill & Gila River D-01 D-02 D-03 D-04 D-05 D-06 D-07 D-12 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 $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 Wildflower School Park Improvements $50,000 $0 $50,000 Improve swimming pools Convert/building the ADOT basins to recreation facilities 40-AC Municipal Park $400,000 $600,000 $1,000,000 $800,000 $9,200,000 $10,000,000 $3,250,000 $0 $3,250,000 Number of Projects = 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. PRO-01 east of Sarival Ave. PRO-02 Buckeye and Agua Fria PRO-03 Existing ADOT basins PRO-04 City of Goodyear 233 ADOPTED CIP PLAN 2000-2020 PROJECT NO. PROJECT TITLE/LOCATION PRO-05 Along the Gila River frontage in City of Goodye PRO-06 PRO-07 PRO-08 City of Goodyear City of Goodyear City of Goodyear PROJECT DESCRIPTION FY 99-05 FY 05-20 TOTAL $5,000,000 $20,000,000 $25,000,000 $250,000 $700,000 $100,000 $10,550,000 8 $0 $2,000,000 $100,000 $31,900,000 $250,000 $2,700,000 $200,000 $42,450,000 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 $0 $334,000 $418,000 $0 $418,000 $600,000 $0 $600,000 $200,000 $0 $200,000 $200,000 $143,000 $343,000 $125,000 $0 $125,000 $150,000 $0 $150,000 $1,025,000 $0 $1,025,000 $360,000 $0 $360,000 $245,440 $0 $245,440 $500,000 $0 $500,000 $250,000 $0 $250,000 El Rio Project; Eight miles of river frontage Estrella Mountain Park City Wide Trail System Agricultural Presevation Sub Total Number of Projects = Police PD-01 PD-02 Yuma Road and Estrella Parkway (Municipal office complex). Existing police offices. Sub Total 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 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. 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 $850,000 $0 $850,000 $0 $1,000,000 $1,000,000 $69,000 $0 $69,000 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 $0 $475,000 $475,000 $475,000 $0 $475,000 $0 $475,000 $475,000 $0 $475,000 $475,000 $0 $350,000 $350,000 $0 $350,000 $350,000 $0 $350,000 $350,000 $0 $350,000 $350,000 $0 $700,000 $700,000 $0 $350,000 $350,000 Paving Two Lanes Paving Two Lanes Paving Two Lanes Paving Two Lanes Paving Two Lanes Paving Two Lanes Paving Two Lanes Paving Two Lanes 234 ADOPTED CIP PLAN 2000-2020 PROJECT NO. 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 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 PROJECT TITLE/LOCATION 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. On Van Buren St. from Estrella Pkwy. To Perryville. 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. At the intersection of McDowell Rd. and Dysart 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. PROJECT DESCRIPTION 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 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 Paving four lanes with median Paving four lanes with median Paving four lanes with median Additional two lanes Additional two lanes Additional two lanes 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 235 FY 99-05 FY 05-20 TOTAL $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 $0 $475,000 $475,000 $0 $0 $4,000,000 $4,000,000 $4,000,000 $4,000,000 $0 $5,000,000 $5,000,000 $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 $0 $1,000,000 $1,000,000 $0 $1,000,000 $1,000,000 $0 $2,000,000 $2,000,000 $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 $0 $3,000,000 $4,000,000 $0 $0 $0 $0 $5,300,000 $1,200,000 $500,000 $4,000,000 $5,300,000 $1,200,000 $500,000 $0 $4,000,000 $4,000,000 $0 $3,000,000 $3,000,000 $0 $3,000,000 $3,000,000 ADOPTED CIP PLAN 2000-2020 PROJECT NO. 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 S-92 S-93 PROJECT TITLE/LOCATION 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. On Estrella Pkwy. From Narramore to Chandler Heights Rd. City Center Loop Roads Sub Total PROJECT DESCRIPTION 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 FY 99-05 FY 05-20 TOTAL $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 $300,000 $300,000 $300,000 $300,000 $0 $1,500,000 $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 $0 $7,000,000 $7,000,000 $0 $19,631,440 94 $2,050,000 $171,248,000 $2,050,000 $190,879,440 Road Improvements Road Improvements Road Improvements Rail Road Crossings Road Improvements Street Improvements Paving Two Lanes Paving Two Lanes Paving Four Lanes Paving Six Lanes Number of Projects = 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 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. 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 236 $400,000 $0 $400,000 $214,000 $400,000 $214,000 $0 $428,000 $400,000 $107,000 $0 $107,000 $400,000 $0 $400,000 $400,000 $0 $400,000 $0 $400,000 $400,000 $0 $400,000 $400,000 $0 $400,000 $400,000 $0 $400,000 $400,000 $0 $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 $400,000 $400,000 $0 $400,000 $400,000 ADOPTED CIP PLAN 2000-2020 PROJECT NO. 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 SL-47 SL-48 SL-49 SL-50 SL-51 SL-52 SL-53 SL-54 PROJECT TITLE/LOCATION 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 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 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 At the intersection of Litchfield and Yuma At Fire Station No. 3 At the intersection of Loma Linda and Litchfield FY 05-20 TOTAL $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 $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 Street lights $0 $400,000 $400,000 Street lights $0 $1,200,000 $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 Street lights $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 Number of Projects = Traffic Signals TS-01 TS-02 TS-03 FY 99-05 Install new traffic signals Install new traffic signal Install new traffic signal 237 $0 $400,000 $400,000 $8,841,000 54 $19,214,000 $28,055,000 $280,000 $225,000 $225,200 $0 $0 $0 $280,000 $225,000 $225,200 ADOPTED CIP PLAN 2000-2020 PROJECT NO. 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 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 TS-48 TS-49 TS-50 TS-51 TS-52 PROJECT TITLE/LOCATION PROJECT DESCRIPTION FY 99-05 FY 05-20 TOTAL 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. 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 $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 $210,000 $1,880,000 $210,000 $0 $0 $0 $0 $0 $0 $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 Install new traffic signals $0 $225,000 $225,000 Install new traffic signals $0 $225,000 $225,000 At the intersection of Thomas Rd. & Citrus Rd. 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 $225,000 $0 $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 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. 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. 238 ADOPTED CIP PLAN 2000-2020 PROJECT NO. 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 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 PROJECT DESCRIPTION FY 99-05 FY 05-20 TOTAL 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 $225,000 $225,000 $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 $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 $0 $0 $0 $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 Install new traffic signals $0 $0 $0 $7,943,200 80 $225,000 $225,000 $225,000 $12,425,000 $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 broadData 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 $40,250 $0 $0 $0 $0 $0 $0 $170,190 $995,642 $1,737,998 $1,090,276 $1,747,294 $1,661,644 $542,900 $0 $170,190 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 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 239 ADOPTED CIP PLAN 2000-2020 PROJECT NO. WA-09 WA-10 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 Bullard Water Line Construction of Sarival and Lower Buckeye Water Line 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 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) 240 FY 99-05 FY 05-20 TOTAL $0 $0 $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 $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 $0 $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 $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 $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 ADOPTED CIP PLAN 2000-2020 PROJECT NO. SW-19 SW-20 SW-21 SW-22 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 Municipal Facilities MU-01 MU-02 MU-03 MU-04 MU-05 MU-06 PROJECT TITLE/LOCATION PROJECT DESCRIPTION FY 99-05 FY 05-20 TOTAL $12,883,680 $7,840,000 $15,750,000 $11,480,000 $0 $0 $7,588,010 $9,000,000 $130,818,763 $16,283,680 $12,880,000 $23,450,000 $11,480,000 $256,100 $345,000 $7,588,010 $9,000,000 $184,008,101 Number of Projects = $3,400,000 $5,040,000 $7,700,000 $0 $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 Estrella Mtn. Ranch WW Interceptor Sewers Corgett Basin WRP Expansion Lum Basin WRP Waterman Basin WRP 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 Northwest Corner of Yuma & 155th Ave. City of Goodyear City of Goodyear City of Goodyear Old areas of the City 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 = 241 CIP COMMITTEE RECOMMENDATIONS (MAY 2000) 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 September 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 242 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 40,000 36,358 35,000 30,290 30,000 26,700 25,000 20,000 22,820 19,695 17,085 15,000 10,000 5,000 99/00 00/01 01/02 243 02/03 03/04 04/05 INFLATION Description The Gross Domestic Product Implicit Price 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 3.00% 2.50% 2.50% 2.50% 2.05% 2.00% 1.86% 1.61% 1.50% 1.38% 1.00% 0.50% 0.00% FY 99-00 FY 00-01 FY 01-02 244 FY 02-03 FY 03-04 FY 04-05 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 $20,000,000 $17,627,820 $18,000,000 $16,000,000 $14,944,093 $14,000,000 $13,275,434 $12,525,772 $12,000,000 $10,834,729 $10,000,000 $8,000,000 $7,855,170 $6,000,000 $4,000,000 $2,000,000 $FY 99-00 FY 00-01 FY 01-02 245 FY 02-03 FY 03-04 FY 04-05 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 wellbeing and revenue base. Assessed property values tripled during the measurement period. Property values are expected to grow by 18 percent in FY 04-05, based on continued residential and commercial growth. Net Assessed Value $350,000,000 $327,191,619 $300,000,000 $264,638,241 $250,000,000 $222,388,265 $200,000,000 $174,404,952 $150,000,000 $100,000,000 $136,557,331 $102,406,859 $50,000,000 $FY 99-00 FY 00-01 FY 01-02 246 FY 02-03 FY 03-04 FY 04-05 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 3.6 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 Deflated per Capita $1,400 $1,350 $1,343 $1,308 $1,300 $1,250 $1,233 $1,227 $1,215 $1,200 $1,183 $1,150 $1,100 FY 99-00 FY 00-01 FY 01-02 247 FY 02-03 FY 03-04 FY 04-05 PROPERTY TAX REVENUE Description Property tax revenue is an important source to consider individually because it is the most stable revenue source for the City. 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 04-05 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 19 percent. Goodyear’s FY 04-05 combined tax rate is expected to be reduced to $1.97 from the previous fiscal year. Property Tax Revenue $6,750,000 $6,053,637 $6,000,000 $5,079,777 $5,250,000 $4,304,906 $4,500,000 $3,750,000 $3,205,524 $3,000,000 $2,250,000 $2,685,244 $2,076,367 $1,500,000 $750,000 $FY 99-00 FY 00-01 FY 01-02 248 FY 02-03 FY 03-04 FY 04-05 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 have declined 15% over the measurement period. In addition, during this same time period, service demands have increased, indicating more effective resource utilization. Increases are due to the addition of new facilities, new services, increased permitting and inspection activity, awarding of several new grants to the City and debt service for voter approved bonds. Expenditures Deflated per Capita $1,400 $1,379 $1,350 $1,305 $1,305 $1,300 $1,250 $1,200 $1,187 $1,180 $1,169 $1,150 $1,100 $1,050 FY 99-00 FY 00-01 FY 01-02 249 FY 02-03 FY 03-04 FY 04-05 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 11% over the measurement period. This could indicate that levels of employee productivity are good, and the City is not becoming more labor intensive. Employees Per Capita $11 10.58 $11 10.48 10.21 $10 9.55 $10 9.28 9.30 FY 03-04 FY 04-05 $9 $9 FY 99-00 FY 00-01 FY 01-02 250 FY 02-03 Appendix Appendix 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. 251 CAPITAL OUTLAY Fixed assets which have a value of $1,000 or more and have a useful economic life of more than one year. 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. 252 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. 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 253 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. 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. 254 INTERGOVERNMENTAL 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 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 255 The total amount to be raised by general property taxes for purposes specified in the Tax Levy Ordinance. TAX RATE The tax rate is the amount of tax levied for each $100 of assessed valuation. TAXES Taxes are compulsory charges levied by a government for the purpose of financing services performed for common benefit. This term does not include specific charges made against particular persons or property for current or permanent benefits such as special assessments. Neither does the term include charges for services rendered only to those paying such charges, such as water service. TRANSFERS Transfers are the authorized exchanges of cash or other resources between funds. TRUST FUND 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. 256 COMMUNITY CHARACTERISTICS Economic Development During the past year, Focused Future II, the City of Goodyear’s second five-year strategic plan for economic development was passed by City Council. The following four business areas were established as priorities of the Economic Development (ED) Department. • Retail and Hospitality • High tech - Aerospace • Food Processing & Manufacturing • Plastics & Advanced Composites • Business Services • Biotech & Medical Services Retail/Hospitality • Sales tax revenues for calendar year 2004 for wholesale/retail trade, restaurants/bars, and lodging increased by $1,145,316 over calendar year 2003, which represents a 17% increase. • Two new power centers have been under construction over the past fiscal year, and are about to open. • The following retail and service stores opened this past fiscal year: Bank of America Hoot ‘n’ Howl West Valley Vision Subway Mimi’s Café Wildflower Bread Co. Wild West Electronics Conelly Billiards Palm Valley Animal Clinic Quizno’s Beard’s Work & Western Wear Quick Trip Acrylic Spa’s Panda Express Bill Johnson’s Big Apple Blockbuster Native New Yorker Great Clips Stone Creek Furniture Factory Hi Health La Grocerie AT&T Wireless Safeway Leslie’s Pool Supply Club Tan UPS Store Streets of New York Nationwide Insurance Industrial and Commercial • Newell-Rubbermaid is adding plant capacity with equipment and new employees. • SunCor has received approval to construct a 60,000 square feet, three-story office building in the Palm Valley Office Park. • The City retained its designation and expanded its qualifying boundaries in the Western Maricopa Enterprise Zone. This provides enhanced job training grants and potential property/income tax benefits that will assist the City in its business expansion and recruitment efforts. • Lockheed Martin sold its real estate holding, which includes 1 million square feet of industrial/office buildings. Lockheed will continue a long-term lease on more than 400,000 square feet. The new owners plan to have the property annexed into Goodyear so they can receive City services. 257 • The Goodyear Employment Corridor study that was adopted by City Council in 2003 has received a first place award from the Arizona Planning Association. The 4,200acre corridor will house as many as 60,000 employees at build-out. It stretches from Interstate 10 to the Gila River and from Litchfield Road to Estrella Parkway. MAJOR RETAIL & HOSPITALITY EMPLOYERS 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 735 500 407 330 135 120 120 80 80 77 63 56 55 28 Lockheed Martin - Arizona McLane Distributing Cavco Rubbermaid Lufthansa Airline Training Center Kysor Panels Snyder’s of Hanover Poore Brothers, Inc. Adapto Walle Corporation Simpson-Norton Imsamet Arizona Galvanizing Southwest Specialty Food Defense Systems, Aerospace, Grocery Distributor Modular Homes Home Products Intn’l Commercial Pilot Training Commercial Refrigerators Pretzels, Snack Foods Potato Chips, Snack Foods Precision Machining, Air Bag Consumer Labels Equipment/Irrigation Systems Aluminum Mining Commercial Steel Galvanizing Sauces and Salsas AREA CLUBS & ORGANIZATIONS The American Cancer Society 623-224-0880 American Legion Post #61 623-932-4960 Agua Fria Union School Key Club 623-932-4250 Agua Fria Union School FFA 623-932-4250 Agua Fria Union School ROTC 623-932-4250 258 Avondale Moose Lodge #2078 623-932-4022 Eastern Star 623-935-3460 Estrella Rotary Club 623-935-3888 Estrella Toastmaster Club 623-386-0106 Goodyear/Avondale Lions Club 623-877-8793 Litchfield Kiwanis Club 623-935-2249 Girl Scouts 623-932-0163 Boy Scouts 623-955-7747 Soroptomist Club 623-876-5940 Southwest Volunteer Services 623-925-6601 Tri-City West Boys & Girls Club 623-932-1154 VFW Post 10308 623-932-9052 West Valley Artists 623-877-9113 West Valley Fine Arts Council 623-935-6384 White Tanks Rotary Club 623-877-0667 AREA BANKS Bank Of America 1198 S Litchfield Rd 623-973-7932 Bank One 1370 N. Litchfield Road 623-589-3757 Community Bank 11 W Van Buren St., Avndl 623-932-4000 Wells Fargo Bank 600 E Van Buren St. 623-528-7307 Wells Fargo Bank 14139 W. Indian School Bypass 623-935-1274 AREA GOLF COURSES Estrella Mountain Estrella Pkwy Vineyard 623-932-3714 Palm Valley 2211 N. Litchfield Road 623-935-2500 Pebble Creek 3639 Clubhouse Drive 623-935-6750 Wigwam 451 N. Litchfield Rd., Ltchfld Pk 623-935-9414 259 Falcon 15151 W. Camelback Road 623-935-7800 Falcon Dunes Luke Airforce Base, Glndl. 623-535-8355 Estrella Mtn Ranch 11800 Golf Club Drive 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 260 261 $ 37,882,036 $ * ** 29,043,645 $ 4,682,992 14,621,926 65,382,982 $ 12,540,195 4,682,992 2,667,000 15,225,049 14,621,926 1,743,232 2,667,000 31,125,775 $ 28,777,229 64,021,810 28,777,229 $ 20,050,020 $ 20,050,020 20,050,020 $ 20,050,020 153,339,963 Schedule A Includes Expenditure/Expense Adjustments Approved in 2003-04 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. $ 127,542,562 $ 153,339,963 $ 127,542,562 $ 153,339,963 127,542,562 2,742,246 $ 619,780 1,169,542 619,780 952,924 $ 2,742,246 $ 952,924 952,924 153,339,963 30,364,746 32,507,297 161,965,716 $ 3,069,067 72,544,374 30,364,746 3,826,058 3,069,067 43,535,718 3,071,567 76,562,005 32,507,297 2,625,302 619,780 47,199,545 $ TOTAL FINANCIAL BUDGETED RESOURCES EXPENDITURES/ AVAILABLE EXPENSES 2004-05 2004-05 1,789,322 $ 2004-05 2004-05 SOURCES IN INTERFUND TRANSFERS OTHER FINANCING 2003-04 2004-05 $ 127,542,562 $ 153,339,963 6,053,637 $ 126,868,434 $ 2,451,787 EXPENDITURE LIMITATION COMPARISON 1. Budgeted expenditures/expenses 2. Add/subtract: estimated net reconciling items 3. Budgeted expenditures/expenses adjusted for reconciling items 4. Less: estimated exclusions 5. Amount subject to the expenditure limitation 6. EEC or voter-approved alternative expenditure limitation 2. Special Revenue Funds 2,799,348 3. Debt Service Funds 2,667,080 4. Less: Designation for Future Debt Retirement 5. Total Debt Service Funds 2,667,080 6. Capital Projects Funds 62,009,572 7. Enterprise Funds Available 22,184,526 8. Less: Designation for Future Debt Retirement 9. Total Enterprise Funds 22,184,526 10. Expendable Trust Funds 11. Nonexpendable Trust Funds TOTAL ALL FUNDS $ 127,542,562 $ 1. General Fund FUND ESTIMATED DIRECT REVENUES PROPERTY OTHER THAN TAX PROPERTY REVENUES TAXES 2004-05 2004-05 Primary: 11,820,458 $ 3,601,850 $ 32,613,635 $ Secondary: 2,451,787 1,455,760 UNRESERVED ADOPTED FUND BUDGETED ACTUAL BALANCE/ EXPENDITURESEXPENDITURES RETAINED EXPENSES EXPENSES EARNINGS AT 2003-04* 2003-04** 7-1-2004** City Of Goodyear Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2004-05 LEGAL SCHEDULES City of Goodyear Summary of Tax Levy and Tax Rate Information Fiscal Year 2004-05 2003-04 FISCAL YEAR 1. Maximum allowable primary property tax levy A.R.S. §42-17051(A). $ 2. Amount received from primary property taxat 2001-02 fiscal year in excess of the sum of tha maximum allowable primary property tax levy. A.R.S. §42-17102(A)(18). $ 3,029,977 2004-05 FISCAL YEAR $ 3,601,850 $ 3,601,850 - 3. Property tax levy amounts A. Primary property taxes $ B. Secondary property taxes 3,029,977 2,049,800 C. Total property tax levy amounts $ 5,079,777 $ 3,029,977 $ 3,029,977 $ 2,049,800 $ 2,049,800 $ 5,079,777 2,451,787 $ 6,053,637 4. Property taxes collected* A. Primary property taxes (1) 2003-04 levy (2) Prior years’ levy (3) Total primary property taxes B. Secondary property taxes ` (1) 2003-04 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) Primary property tax rate (2) Secondary property tax rate (3) Total city/town tax rate 1.2862 0.7575 2.0437 1.2239 0.7493 1.9732 B. Special assessment district tax rates Secondary property tax rates - As of the date the proposed budget was prepared, the City was operating no special assessment districts for which secondary property taxes are levied. *Includes actual property taxes collected as of the date the proposed budget was prepared plus estimated tax collections for the remainder of the fiscal year. Schedule B 262 City of Goodyear Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2004-05 Budget FY 03-04 Revised FY 03-04 Budget FY 04-05 14,944,093 683,324 132,947 134,124 11,925 14,930,000 751,656 146,242 147,536 13,118 17,627,820 864,405 168,178 169,337 15,085 15,906,413 15,988,552 18,844,825 State Income Tax State Shared Sales Tax Auto In-Lieu Tax State Shared Revenues 1,706,817 1,496,120 425,385 3,628,322 1,706,817 1,496,120 620,000 3,822,937 1,740,622 1,632,974 620,000 3,993,596 Building & Zoning Fees 5,429,842 6,800,000 8,881,213 423,803 250,000 Investment Earnings City Court Revenues Miscellaneous Revenue All Other Revenue 50,000 423,768 1,127,709 1,601,477 315,000 1,256,139 1,571,139 315,000 579,001 894,001 Total General Fund 26,989,857 28,432,628 32,613,635 Special Revenue Funds: State Gasoline Tax Lottery Revenue Miscellaneous Revenue Total Highway User Revenue Fund 1,309,752 141,733 61,240 1,512,725 1,309,752 141,733 83,100 1,534,585 1,299,931 155,829 1,455,760 Total Special Revenue Funds 1,512,725 1,534,585 1,455,760 Fund General Fund: City Sales Tax Total Franchise Tax-Electric Franchise Tax-Gas Franchise Tax-Cable TV Franchise Tax - Citizens Delinquent Sales Tax Local Taxes Police Grants Schedule C 263 - City of Goodyear Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2004-05 Budget FY 03-04 Revised FY 03-04 Budget FY 04-05 50,096,000 3,594,749 9,800,000 4,784,850 60,427,061 3,594,749 53,690,749 14,584,850 64,021,810 Water Fees Sewer Fees Water & Sewer CIP Fees Subtotal Water & Sewer Sanitation Fees 3,952,456 4,090,412 24,606,214 32,649,082 2,349,600 4,350,000 3,550,000 7,587,667 15,487,667 2,279,112 5,377,687 4,184,563 16,594,000 26,156,250 2,620,979 Total Enterprise Funds 34,998,682 17,766,779 28,777,229 117,192,015 62,318,842 126,868,434 Fund Capital Project Funds CIP Funds Development Fee Funds Total Capital Project Funds Total All Funds Schedule C 264 City of Goodyear Summary by Fund Type of Other Financing Sources/ and Interfund Transfers Fiscal Year 2004-05 Other Financing Sources Uses Fund General Fund Highway User Fund Debt Service Fund CIP Fund Interfund Transfers In Out 952,924 1,169,542 619,780 - Total General Fund - - Highway User Fund 952,924 1,789,322 1,169,542 Debt Service Fund 619,780 Development Fee Funds Capital Improvement Project Funds 20,050,020 Enterprise Funds Total All Funds 20,050,020 Schedule D 265 20,050,020 - 952,924 20,050,020 - 2,742,246 2,742,246 City of Goodyear Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2004-05 Fund/Department Mayor and Council Community Services Supp City Court City Clerk - Special Events Attorney Prosecutor Human Resources City Manager City Clerk Economic Development Community Initiatives CFD Administration Admin Support Services ITS GIS Risk Aversion Finance Budget Office Interim Office Building C/D Planning & Zoning C/D Engineering Deputy City Manager Aquatics Facility Recreation Contingency Public Works Admin Fleet Services Parks Building Services C/D Building Safety Police Telecommunications Fire & Emergency Services Adopted Budget FY 03-04 Approved Budget Actual Adjustments Expenditures FY 03-04 FY 03-04 Adopted Budget FY 04-05 389,596 370,000 578,161 140,997 271,194 212,445 488,991 601,670 635,999 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 3,579,952 849,799 427,094 1,535,425 401,631 1,013,291 6,716,460 2,039,899 6,972,040 226,142 294,805 622,464 111,705 288,170 199,896 457,840 471,227 604,917 2,119,078 672,902 114,649 418,707 1,184,602 118,055 595,513 875,883 249,800 430,000 1,042,993 1,073,258 533,732 242,522 61,643 1,300,000 721,546 407,424 1,209,670 323,583 980,555 5,272,517 1,421,741 6,478,236 321,505 187,386 664,369 53,500 341,555 224,915 543,293 605,746 722,909 2,728,611 1,004,611 236,484 556,015 2,412,498 167,213 850,230 1,018,116 319,772 453,785 1,225,901 2,036,878 595,854 329,466 367,300 4,225,710 857,637 416,231 1,867,045 553,196 1,232,400 7,125,876 2,235,396 7,054,315 31,125,775 43,535,718 General Fund 37,882,036 Non-Utility Development Fee Funded Projects HURF Fund--Streets Drug Alliance Fund West Cap 2,759,348 40,000 Total Special Revenue Funds 2,799,348 Schedule E 266 44,303 321,106 11,649 22,674 (399,732) - 1,743,232 - 1,743,232 965,000 2,861,058 3,826,058 City of Goodyear Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2004-05 Adopted Budget FY 03-04 Fund/Department Debt Service Fund Approved Budget Actual Adjustments Expenditures FY 03-04 FY 03-04 Adopted Budget FY 04-05 2,667,080 - 2,667,000 3,069,067 20,506,879 1,677,647 - 12,988,764 1,633,162 28,092,166 2,272,580 Total Enterprise Funds 22,184,526 - 14,621,926 30,364,746 Capital Improvement Program Fund 62,009,572 15,225,049 72,544,374 65,382,982 153,339,963 Water & Sewer Fund Sanitation Total All Funds 127,542,562 - *Includes actual expenditures/expense 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 267 268 269 This Page Intentionally Left Blank 270 City of Goodyear Budget and Research Office 190 N. Litchfield Road Goodyear, AZ 85338 (623) 882-7055