City Of Yuma, Arizona Adopted Budget Fiscal Year 2003-2004 ABOUT THE COVER Pictured is an artist’s rendering of the Historic Yuma Theatre that is scheduled to open in January 2004. The restoration of the Historic Yuma Theatre has been a citizen driven project since the Theatre was first available for public use back in 1987. The Historic Yuma Theatre was first opened to the public as a movie and vaudeville house in 1912. During its colorful history the Theatre has survived earthquakes, fires, and a few years as an automobile sales and service establishment. After the last fire in 1936, it was again rebuilt as a movie theatre. In the decades since, the exterior of the Theatre has undergone several architectural changes. With the completion of this project, the public will see the Theatre’s 1912 exterior façade brought back to life and the interior of the Theatre lovingly restored to its 1936 art deco grandeur. City of Yuma Annual Budget Fiscal Year 2003-2004 Presented To: Lawrence K. Nelson, Mayor Ema Lea Shoop, Deputy Mayor Bobby Brooks, Councilmember Edwin L. Hansberger, Councilmember Norma Nelson, Councilmember Karen J. Hill, Councilmember Paul B. Johnson, Councilmember Prepared and Presented By: Robert L. Wagner, City Administrator Robert L. Stull, Deputy City Administrator Steven W. Moore City Attorney Douglas S. Stanley, Judge Municipal Court Brigitta M. Kuiper City Clerk Stephen D. Bills, Director Parks and Recreation Michael A. Steele, Director Community Development William D. “Robby” Robinson, Police Chief Police Department Dennis Light, Interim Fire Chief Fire Department Laura S. Neinast, Director Information Technology Services Gary Burroughs, Director Public Works Mike Callahan Human Resources Manager Donald “Pat” Wicks Financial Services Manager and the Staff of the City of YUMA with consultation and concurrence from the City of YUMA Citizens Budget Committee RESOLUTION NO. R2003-54 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUMA, ARIZONA, ADOPTING ESTIMATES OF PROPOSED EXPENDITURES BY THE CITY OF YUMA FOR THE FISCAL YEAR BEGINNING JULY 1, 2003, AND ENDING JUNE 30, 2004; AND DECLARING THAT SUCH SHALL CONSTITUTE THE ADOPTED BUDGET OF THE CITY OF YUMA FOR SUCH FISCAL YEAR WHEREAS, pursuant to the provisions of the laws of the State of Arizona and the Charter and Ordinances of the City of Yuma, the City Council is required to adopt a Budget; and, WHEREAS, the City Council has prepared and filed with the City Clerk a proposed Budget for the Fiscal Year beginning July 1, 2003, and ending June 30, 2004, and which was tentatively adopted on July 2, 2003; and, WHEREAS, due notice has been given by the City Clerk, as required by law, that the Budget for Fiscal Year 2003-2004 with supplementary schedules and details is on file and open to inspection by anyone interested; and, WHEREAS, it appears that the sums to be raised by primary taxation, as specified therein, do not in the aggregate amount exceed that amount as computed in Section 42-17051, Arizona Revised Statutes; and, WHEREAS, the total of amounts proposed for expenditure in the Fiscal Year from July 1, 2003, to June 30, 2004, do not exceed the expenditure limitation established for the City of Yuma; and, WHEREAS, a hearing has been held on this Budget for Fiscal Year 2003-2004, as required by law. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Yuma as follows: That the City Council has finally determined the estimates of expenditures SECTION 1: which will be required of the City of Yuma for the Fiscal Year beginning July 1, 2003 and ending June 30, 2004. That the Purposes of Expenditure and the amount finally determined upon for SECTION 2: each purpose as set forth in Exhibits A through E attached hereto constitutes the official and finally adopted Budget of the City and the Main Street Mall and Offstreet Parking Maintenance District No. 1 for the 2003-2004 Fiscal Year as subject to the State Budget Law. SECTION 3: That money from any fund may be used for any of the purposes set forth in SECTION 2, except money specifically restricted by State Law or City Charter, Ordinance or Resolutions. Passed and adopted this 6th day of August 2003. APPROVED: Lawrence K. Nelson Mayor ATTESTED: Brigitta K. Stanz City Clerk APPROVED AS TO FORM Steven W. Moore City Attorney City of YUMA City of Yuma Annual Budget Fiscal Year 2003-2004 How To Use This Document This budget is divided into six sections: Message, Overview, Fund Information, Department Information, Capital Improvement Program (CIP), and the Appendix. Throughout the document, the City of Yuma is referenced as the “City.” The Message section contains the City Administrator’s budget message, which discusses the major changes in this year’s budget. The Overview includes the City’s mission, core values, and organization chart. A flowchart depicting the budget process for both the department budgets and the Capital Improvement Program is shown. Financial policies are included in this section as well as a brief overview of the City’s revenues and funds. The Fund Information section is focused on the different funds the city utilizes. Fund summaries show the activity in each fund to include, beginning balance, revenues, expenditures/expenses, transfers, and ending balance. This summary is followed by a schedule of revenues for the respective fund and an expenditure summary showing what departments utilize that fund. Department Information provides each department’s budget message. The messages include functions of the department, goals for next year, accomplishments, and staffing level. It also displays department expenditures in two views. One table gives an overall picture of the department listed by division. The other table(s) breaks a department out by fund and then displays the information by the following categories: personal services, operating and maintenance, debt service, and capital outlay. The CIP section covers the Capital Improvement Program budget. It includes a discussion of the CIP process, information on different funding sources and a project listing. The Appendix contains a Glossary and five schedules. Schedule 1 lists revenue information by fund. Schedule 2 lists the department’s expenditures within each fund. These worksheets display 2001-2002 actual expenditures, 2002-2003 adjusted budget, 2002-2003 estimates, and the request for 20032004. Schedule 3 shows the Outside Agency listing. Every year the City provides support to various organizations within the city. This page displays their current year funding and the proposed funding for 2003-2004. Schedule 4 details the Supplemental positions the city is requesting listed by funding source. Also shown are positions that are being moved across funds. Schedule 5 is the city’s staffing level and lists all the full time positions within the organization. Finally, a Glossary is provided. City of YUMA 2003-2004 Annual Budget Table of Contents PAGE NO. MESSAGE Budget Message from the City Administrator 1 OVERVIEW Mission and Core Values Organization Chart Budget Process Financial Policies Overview Discussion 5 7 9 11 13 FUND INFORMATION General Fund Highway User Revenue Fund Local Transportation Assistance Fund City Road Tax Fund Public Safety Tax Fund Recreation Complex Fund Two Percent Tax Fund Mall Maintenance Fund Solid Waste Fund Grant Funds Debt Service Fund Capital Projects Fund Water Fund Wastewater Fund Desert Hills Golf Course Fund Arroyo Dunes Golf Course Fund Equipment Replacement Fund Equipment Maintenance Fund 15 17 18 18 19 19 20 20 21 21 22 22 23 24 25 25 26 26 Table of Contents – page 2 PAGE NO DEPARTMENT INFORMATION Office of the Mayor and Council Yuma Municipal Court City Administration City Attorney’s Office Information Technology Services Administrative Services Community Development Public Works Parks and Recreation Police Fire 27 29 33 37 40 43 47 52 60 69 73 CAPITAL IMPROVEMENT PROGRAM Capital Improvement Program Capital Improvement Project Summary 2003-2004 Capital Budget 79 82 83 APPENDIX Schedule 1 – Revenues Schedule 2 – Department Expenditure by Fund Schedule 3 – Outside Agency Schedule 4 – Supplemental Listing Schedule 5 – Authorized Staffing Level Glossary 89 93 96 97 99 102 Message MESSAGE Page No. Budget Message 1 The Honorable Mayor and City Council City of Yuma, Arizona The fiscal year 2003-2004 budget has proven to be one of our most difficult in recent history. As most of us know, the State of Arizona is suffering severe revenue problems. These problems, coupled with some critical cost increases and entitlement cuts, have challenged us to produce a balanced budget without cutting essential services. We feel confident that we have been successful. Our goals have been: • • • • Maintain key services to our community; Keep our operating fund balance at a safe level; Minimize the loss of disposable income for employees; Continue to foster the economic, social and cultural growth in our community. City staff, at every level, has gone through the budget with a fine-toothed comb looking for ways to trim, delay or eliminate such items as capital expenditures, consultants’ fees, travel and education expenses. However, we have been careful to maintain an appropriate level of commitment to the competency and professionalism of staff. Replacements of equipment, vehicles, computers, copiers and printers have been delayed where practical. Contingency funding has been cut to the bone. The principal culprit in state shared revenues has been the income tax distributions. Coupled with a severe decrease in collections dating back two years, the legislature has imposed what we hope is a temporary reduction in the cost-sharing formula to cities. While our economy in Yuma has continued to experience mild growth, statewide, revenues are down considerably. Employee pension premiums will double for both the city and the individual employee. Health care costs continue to rise, albeit much less than we predicted. After intense review of department budgets, we looked at outside agency funding. There are a few minor reductions, all of which have been coordinated. Another issue has been that of public transit. The legislature has severely cut back the availability of subsidies for transit. As a request, YMPO has asked the City of Yuma to increase its share of funding support from about $16,000 a year to between $150,000 and $200,000. We are recommending an increase of nearly $70,000, which will allow the continuance of two of the three routes currently running. The San Luis-Yuma-AWC route will continue as will the Dial-aRide program. The City circulator route would require another $73,000 to maintain. The continued availability of other routes to students, the disabled and the elderly led us to rule out the circulator route. Since the return of state subsidy is doubtful, it is likely that our share of the subsidy will continue and will grow. Currently, the City fully subsidizes the collection of residential refuse at a cost of over $1,500,000 per year. While Yuma has an environmental fee in place to pay for disposal of solid 1 waste, this city is one of the few places that does not charge a fee for residential collection. It is our intent to institute a $2 per month fee that should reduce this subsidy by 45%. Combined, the fee is still only about 1/2 of what county residents pay. Although reduced, the City will continue to subsidize the solid waste program by more than $900,000 next year. The coming year will see the completion of the first phase of the Yuma Theater Arts Complex. While volunteers will be the backbone of staffing, we will need to establish some positions such as custodians and arts specialists to care for the facility and manage the programs. It doesn’t make much sense to spend millions of dollars on the building and then lock the doors. After going through this process, we found ourselves still a little short, so we decided to let the “rainy day” fund, also known as the operating fund balance, make up the difference. This fund is akin to a checkbook balance, which is necessary to assure cash flow during times of erratic tax collections and receipts. We will go from a balance of about 27% of revenues to about 20%. Any further reduction here could be very detrimental to our overall fiscal condition. Major elements of this budget include: • • • • • • • • • • • No new CIP spending in general fund; Postponing certain capital purchases and technology enhancements; Reducing the operating fund balance to approximately 20% of revenues; Holding current year expenditures to 95% of budget; A four-fold increase in public transit subsidy to YMPO; Reduction in support to outside agencies; Movement away from the residential refuse collection subsidy; Limiting new initiatives to the staffing of the new theater/arts complex; Adding west wetlands O&M to downtown mall O&M crew’s duties; Limiting payroll growth to 2.5%; An increase in the environmental fee to match costs. An interesting ratio to look at is the per capita operating budgeting over the last five years: 99/00 00/01 01/02 02/03 03/04 Operating Budget $70,016,725 $77,579,949 $80,209,781 $91,744,828 $92,132,529 Population 68,160 71,000 77,515 80,300 82,709 Per Capita Budget $ 1,027 $ 1,093 $ 1,035 $ 1,143 $ 1,114 In conclusion, we have a relatively flat budget that does not eliminate any services or employees while accommodating minimal growth. At the same time we have protected our cash flow. Citizens can expect moderate increases in some fees without increases to tax rates. We are assuming that the next budget year will not get worse. It presently appears that it should be flat as far as revenues are concerned. The new mall and other new retail businesses will not become fully productive for at least 1 to 2 years. Therefore, we may well have difficult decisions to make next year. With little room for further cuts in spending and the prospects of continued increases in other costs, we are, at best, hopeful that we will not have to increase fees and taxes in the future. One final note. While the CIP budget is presented separately, we want to let you know of other probable fee increases. Due to higher than expected costs of construction for our new wastewater treatment plant and the accelerated need to begin construction on a new water 2 treatment plant on the East side, both water and sewer fees will continue to rise. Likewise, these fees remain some of the lowest in the region. Sincerely, Robert L. Wagner City Administrator 3 City of YUMA 4 Overview OVERVIEW Page No. Mission & Core Values Organization Chart Budget Process Financial Policies Overview Discussion 5 7 9 11 13 Our Mission The Yuma City Government exists to provide a forum for public discussion and decision making. We are committed to deliver quality public services and to advance the social and economic well-being of our present and future citizens. Our Core Values Excellent Customer Service Forward Thinking High Performance Honesty and Integrity Openness and Teamwork Respect for Diversity 5 City of YUMA 6 CITIZENS OF YUMA CITY ADMINISTRATION Communications MAYOR and COUNCIL City of YUMA MUNICIPAL COURT Quality Initiatives CITY ADMINISTRATOR Heritage Area City Clerk PUBLIC WORKS PARKS & RECREATION ADMINISTRATIVE SERVICES Field Services Fleet Services Parks/Mall Maintenance Accounting Support Services Streets/Solid Waste Recreation Customer Service Utility Systems Parks Development Materials Management FIRE DEPARTMENT Utility Treatment Civic and Convention Center Baseball Complex Risk Management Training Engineering/Capital Improvement Projects 7 POLICE DEPARTMENT Human Resources Arts and Culture Operations Facilities Maintenance Golf Courses COMMUNITY DEVELOPMENT Prevention Administration INFORMATION TECHNOLOGY SERVICES Emergency Medical Services Special Operations Building Safety Support Services Economic Development Emergency Management Community Planning CITY ATTORNEY General Counsel Business Application And Support Telecommunications And Support Litigation Prosecution City of YUMA 8 BUDGET PROCESS FLOWCHART OCTOBER JANUARY Submit Dept. Operating Requests MARCH Review Operating Requests JUNE Develop Annual Dept. Budgets Operating Budget Guidelines Council Worksession Review Public Hearing & Budget Adoption Prepare Forecast Models CIP Budget Guidelines Submit CIP Requests Review CIP Requests Develop CIP Budget Council Worksession Review City of YUMA 10 Financial Policies Financial policies provide guidance and direction while developing the operating and capital improvement project’s (CIP) budget and managing the fiscal responsibilities of the City. Their framework lends to responsible long range planning. With these tools, the City continues its quality accounting practices per the Government Finance Officers’ Association and Governmental Accounting Standards Board standards. The City must follow general budget legal requirements established by Arizona State Law and the City Charter when preparing the annual budget. The chart to the right outlines the various actions and deadlines that must be followed. Under each category are the requirements listed by State Law and City Charter rule. Statutory Limitations Arizona State Statute Deadline Process Dates NA April 30 On or before first Monday in June NA May 13 May 1 NA May 21 Prior to CIP program adoption NA May 21 On or before first of July NA June 18 City Administrator submits Preliminary Budget to Council NA NA July 2 Preliminary Budget adoption NA NA July 2 Action Required Publish CIP summary and Notice of Public Hearing City Administrator presents proposed operating budget to Council City Administrator submits Preliminary FiveYear CIP to Council CIP Public Hearing CIP program adoption City Charter Deadline No more than two weeks prior to Public Hearing • The primary property tax levy is limited by Once a week for Publish summary of budget state law to a two percent increase over the two consecutive and Notice of Public previous year’s maximum levy with NA weeks following Hearing prior to preliminary preliminary budget adjustments for growth and annexation. budget adoption adoption Secondary taxes, if implemented, are tied to the annual debt services requirements of Before final budget NA voter-approved general obligation bonds. Public Hearing for budget adoption Primary tax levy limits are established by the No later than Property Tax Oversight Commission. Final budget adoption N/A second Monday in • The Arizona Constitution mandates an August expenditure limitation on the amount the City No sooner than seven days can appropriate each fiscal year. No later than the following final • Under Arizona’s Constitution, outstanding Property Tax Levy third Monday in budget adoption adoption general obligation bonded debt for combined August and no later than water, sewer, artificial light, parks, open space the third Monday in August preserves, playgrounds and recreational facilities may not exceed 20% of a City’s net secondary assessed valuation. Outstanding Available Debt Margin $57,913,901 general obligation debt for all other purposes may not exceed 6% of a City’s net secondary assessed All Other (6%) valuation. The legal borrowing capacity of the City of Legal Limit $20,525,670 Yuma at June 30, 2003 follows: Outstanding GO Debt Water, Etc. (20%) Available Debt Margin $20,525,670 Legal Limit $68,418,901 Outstanding GO Debt $10,505,000 11 July 1, 8, 15 July 16 August 6 August 6 Basis of Accounting addition to any revenues of current year collections that are subject to the maximum levy. • All City rates and fees will be reviewed and adjusted if necessary each year. • Forecasting revenues will involve a combination of a ten year analysis of past revenue history, review of economic trends, and analysis of information obtained from State agencies from which the City receives funds. The budget is prepared using the modified accrual basis of accounting for both governmental and proprietary funds. Accordingly: • Depreciation is not budgeted. • Capital purchases of proprietary funds are budgeted as expenditures. • Debt service payments of proprietary funds are budgeted as expenditures. Proceeds of long-term debt are budgeted as revenue-like ‘Other Financing Sources.’ • For all funds, compensated absences expenditures are not recorded as earned; instead, all continuing positions are budgeted at 100% annually. Any differences relating to use of general or other accruable leave is immaterial. Capital Budget • Project must cost at least $25,000. • Impact on City’s operating budget must be included in planning of project and incorporated within the respective department’s operating budget. • Budget fund adjustments must go before Council for approval. • All projects must have an identified, approved funding source. • Projects will not start until the funds have been received – bond, loan, cash flow. Exceptions will be for reimbursable projects only. Budget Amendments • Budget transfers between funds require City Council approval. • The City Administrator is authorized to make transfers between departments (within the same fund). • Budgetary transfer authority within department non-personnel line items in the same fund is delegated to the department director. • Long-term debt is not to be issued to finance current operations. Operating Budget Investments Preparation of and activity within the operating budget must be in accordance with the following policies: The City of Yuma’s Investment Policy is adopted by the City Council. In accordance with that policy, public funds will be invested in a manner which will provide the maximum security of principal invested with secondary emphasis on providing the highest yield while meeting the daily cash flow needs of the City. All investments will conform to applicable State and City statutes governing the investment of public funds. Debt Management • Current operating costs must be less than or equal to current revenues. • Ending projected General Fund undesignated fund balance to be maintained at a minimum of 20% of that year’s revenues. All other operating funds will be budgeted to retain sufficient fund balance for cash flow needs for the beginning of the following year. Two exceptions: Solid Waste Fund and Mall Maintenance Fund will be subsidized by the General Fund to assure at least a zero fund balance. • Authorized staffing level increases or personnel changes across funds must be part of the budget process. • Rebudgets are limited to capital outlay items, water treatment plant replacement parts, and certain large dollar professional services contracts. • Budget to be presented for review by Citizen’s Budget Review Committee. Miscellaneous • The City is self-insured for workman’s compensation and dental coverage. • The Community Investment Trust was established from the sale of city owned properties in 1989. These funds can be used with Council approval only. The balance of the Trust is budgeted in full each year. • The City’s capitalization policy is for items that have a life of at least two years and a minimum cost of $5,000. Revenues • Projected property tax revenues will include estimates of uncollected prior year property taxes in 12 Service Delivery – our primary mission City services are delivered by department units. Please refer to the department section of this document for a review of the departments’ missions, accomplishments and goals for fiscal 2004. Five major operating departments provide most services: Police Fire Parks and Recreation –Parks Maintenance; Recreation; Golf Courses; Recreation Complex; Arts and Culture Community Development –Building Safety; Community Planning; Economic Development Public Works –Street; Utilities; Solid Waste; Engineering; Fleet Services Services are also provided, both to citizens and internally to the ‘line’ departments by these administrative departments: Mayor/Council City Administrator –Communications; Quality Initiatives; City Clerk; Heritage Area City Attorney Information Technology Administrative Services –Accounting; Human Resources; Purchasing; Risk Management City charter, ordinance and political discourse determine the nature and extent of the services provided by these departments. Revenues – Like a business, the city must have revenues to pay for the services it provides its citizens. Unlike the federal government, it cannot spend for services money it does not have. Accordingly, service levels depend entirely on the amount of monies the city collects. Revenues come in two broad categories: taxes and charges for services. Taxes are broad-based revenues over larger tax bases to cover services for which the ultimate user is difficult to determine for fee purposes, i.e., police services. Taxes may be assessed on the basis of property valuation (property taxes) or upon the basis of a business transaction (sales taxes). The City of Yuma uses both methods; however, because of statutory limitations on the former, its reliance is higher on the latter. Charges and fees are assessed directly to the ultimate beneficiary of service and may be intended to cover all or only part of the service provided, such as: − − − − Licenses and permits Utility charges Golf fees Recreation fees In those instances in which the charge is insufficient to cover the cost of service, the city must subsidize the service with its general tax revenues. Revenues, both taxes and charges, derive from three sources: local, state-shared and grants and entitlements. The various funding sources are discussed later in the fund section of this document. 13 Funds – Governments separate the accounting of revenue sources because of internal or external requirements and restrictions. For instance: –The city can’t use gas taxes to pay for police services (specific statutory limitations) –The city can’t use public safety taxes to build streets (ballot language creating the tax and its use) –The city must have a system to report how it spends the monies it receives For these reasons, the city follows rules promulgated by the Governmental Accounting Standards Board and uses fund accounting to record and report its financial transactions. Each fund is a self-balancing set of accounts used to track the activity of a specific revenue or series of revenues. Fund types that involve service delivery include the General Fund, Special Revenue Funds and Enterprise Funds. These three fund types account for most of the city’s service delivery. The General Fund is the largest fund and accounts for most primary services. Special Revenue Funds account for the proceeds of special revenue sources, either taxes, charges or grants that are used to finance projects or activities as required by law or contractual agreements. Enterprise funds are used for those activities designated by council to operate on a self-funding basis, using accounting methods similar to business enterprises. The intent of an Enterprise Fund is to earn sufficient profit to insure the fund’s continued existence without reliance on general tax revenues. Other fund types used are Debt Service, Capital Projects and Internal Service Funds. These funds account for transactions not related to service delivery. Instead, they account for the financing, construction and interdepartment services of the city. How It All Works – S h a r e d L o c a l Revenues General State sales tax Income tax Vehicle license tax Gas tax Lottery Grants and entitlements Property tax Sales taxes: General Public Safety Road Licenses/permits Franchise fees Fines Charges for services: Utility fees Golf courses Recreation fees Rents/concessions Solid waste X X X Special Revenue Enterprise Typical of the General Fund is the receipt of a number of different types of revenues, whether they are local or shared. Most departments in the city provide general services, which are paid through the General Fund. X X X X X X X X X X X X X X X X X Police Fire Parks Public Works Com Development Administrative X X X X X Moreover, departments may cover services that are recorded in funds other than the General Fund and those departments may be “funded” through various funds. For example, the Parks Department provides services through the General Fund for parks maintenance and general recreation; through the Recreation Complex fund for the convention center; and through the Desert Hills Enterprise Fund for operation of the golf course. The Fund Information Section discusses the various funds in use by the city followed by a section discussing departmental operations. Expenditures D e p t s This chart attempts to explain the interaction of revenues and how they are recorded within funds and how the related departments expend those revenues in service delivery. X X X X X X X 14 Fund Information FUND INFORMATION Page No. General Fund 15 Special Revenue Funds Highway User Revenue Fund Local Transportation Assistance Fund City Road Tax Fund Public Safety Tax Fund Recreation Complex Fund Two Percent Tax Fund Mall Maintenance Fund Solid Waste Fund Grant Funds 17 18 18 19 19 20 20 21 21 Debt Service Funds 22 Capital Projects Fund 22 Enterprise Funds Water Fund Water Restricted Accounts Wastewater Fund Wastewater Restricted Accounts Desert Hills Golf Course Fund Arroyo Dunes Golf Course Fund 23 23 24 24 25 25 Internal Service Funds Equipment Replacement Fund Equipment Maintenance Fund 26 26 GENERAL FUND The General Fund is the main operating fund of the city. It accounts for all or a portion of every department except Public Works. Its main revenue sources are general-purpose taxes such as property taxes, the 1% city sales tax and state-shared revenues. Other revenues include unrestricted charges such as business licenses, building permits and zoning fees. Local taxes These taxes are general purposes taxes applying to all services in the General Fund. General sales tax: A one-percent transaction privilege tax on business conducted within the city. The program is administered by the Arizona Department of Revenue for the city. 16 Revenues Interest/Misc 1% 14 Fines 2% Licenses/Permit 4% Charges 4% Vehicle Tax 6% Property Tax 14% 12 Income Tax 16% 10 Franchises 5% 8 State Sales 14% 6 Sales Tax 34% 4 Shared revenues include state sales tax, urban revenue sharing (income tax) and vehicle license tax. 2 State sales tax: 25% of total tax base (less certain classifications) is distributed to cities and towns based on their population to the total population of all incorporated cities and towns in the state using the last decennial or special census (Yuma is roughly 1.9% in that calculation). This revenue is unrestricted other than for municipal purposes. - 19 83 19 85 19 87 19 89 19 91 19 93 19 95 19 97 19 99 20 01 20 03 Millions Property tax: The Arizona Constitution limits this tax. The formula allows for a two-percent increase in the maximum levy of the previous year with an additional adjustment to reflect growth in the tax base. Higher growth in total assessed valuation lowers the tax rate. State Sales Income Tax City Sales Property Tax Income taxes: Established by voter initiative in 1972 at 15% of total personal and corporate income tax (collected two years earlier), this tax is distributed to cities and towns by the same basis as state sales tax (the Legislature set the percentage temporarily at 14.8% of collections for fiscal years 2003 and 2004). This revenue is also unrestricted other than to municipal purposes. Notable is the fact that for the first time in 30 years, this revenue source has decreased from one year to the next. Vehicle license tax: Of the license taxes paid at new or renewal vehicle registrations statewide, 25% is shared with cities and distributed on same basis as sales tax. Again, it is unrestricted other than to municipal purposes. 15 Department Expenditures Administrative Depts Municipal Court 2 1% 3% Community Development 7% Fire Parks 18 % 15 % Police 36% General revenues not only support the services provided by the departments listed, but also pay a portion of the city’s debt service and subsidize the Solid Waste Fund for residential trash collection and the Mall Maintenance Fund. The transfer to the Highway User Revenue Fund is to reimburse that fund for lot cleanup services. GENERAL FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Transfers In: Community Investment Trust Account Total Transfers In Total Sources Uses: Expenditures: Operating Capital Outlay Transfers Out: Insurance Reserve Account Solid Waste Fund Yuma Mall Maintenance Fund Debt Service Fund Highway User Revenue Fund Capital Improvement Projects Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2002-2003 BUDGET 10,245,990 2002-2003 ESTIMATE 10,758,745 2003-2004 BUDGET 12,389,800 42,449,609 42,758,298 42,759,532 906,467 906,467 43,356,076 10,000 10,000 42,768,298 863,000 863,000 43,622,532 39,037,823 1,073,556 36,088,166 578,115 40,673,375 630,939 448,800 1,530,871 357,043 1,376,754 23,790 1,614,500 5,351,758 45,463,137 8,138,929 524,641 1,381,397 266,776 1,378,726 23,143 896,279 4,470,962 41,137,243 12,389,800 612,500 921,495 169,381 3,080,657 21,773 1,291,000 6,096,806 47,401,120 8,611,212 For 2004, the subsidy of the Solid Waste Fund has been reduced by creating a new residential collection fee of $2 per month in that fund. In addition, services provided by the Parks and Recreation Department to the downtown mall are being reduced slightly to supplement general parks maintenance. 16 Fund balances approximating 20% of total revenues are targeted for retention each year. This policy maintains sufficient cash flow within the fund as revenue collections are skewed to the winter season in the agriculture and tourism industries. Also included in the General Fund but not displayed in the presentation on the previous page are budgeted insurance expenditures of $843,200 shown as transfers from each fund. This brings total General Fund expenditures to $41,547,649. These insurance expenditures will be separated into a new internal service fund before adoption. SPECIAL REVENUE FUNDS HIGHWAY USER REVENUE FUND The Highway User Revenue Fund accounts for gasoline taxes collected by the state and shared with cities. Of the tax collected statewide, 27.5% is allocated to cities and towns, one half of which is based on the same proportion as state sales tax and one half on the percentage of sales in “county of origin” and distributed based on city’s population to total city and town population in the county. This revenue source is restricted to highway and street purposes, whether it be maintenance or construction. The Public Works Department records operational expenditures in this fund from those maintenance and construction efforts. Transfers are made to the Debt Service fund for debt related to capital assets constructed to benefit streets, including a portion of the Public Works building. Capital Projects expenditures are for street projects listed in the Appendix. There is no specific target for retention of fund balance; however, because this fund supports personal service and other expenditures devoted to streets, a smaller fund balance is budgeted for retention at year-end to begin the next year’s operations. HIGHWAY USERS REVENUE FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Transfers In: General Fund Total Transfers In Total Sources Uses: Expenditures: Operating Capital Outlay Transfers Out: Insurance Reserve Account Debt Service Fund Capital Improvement Projects Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2002-2003 BUDGET 4,208,030 2002-2003 ESTIMATE 3,488,189 2003-2004 BUDGET 3,418,373 6,672,000 6,720,000 7,419,620 23,790 23,790 6,695,790 23,143 23,143 6,743,143 21,773 21,773 7,441,393 5,518,093 107,000 5,291,175 9,532 5,609,002 75,000 5,000 472,374 2,781,523 3,258,897 8,883,990 2,019,830 472,345 1,039,907 1,512,252 6,812,959 3,418,373 8,000 103,129 3,712,436 3,823,565 9,507,567 1,352,200 17 LOCAL TRANSPORTATION ASSISTANCE FUND A maximum of $23 million from the Lottery is distributed to cities and towns in a similar manner as sales tax and is restricted to street construction or public transportation needs of cities (10% may be expended on cultural activities if matched by outside donors). 2002-2003 2002-2003 2003-2004 LOCAL TRANSPORTATION ASSISTANCE FUND BUDGET ESTIMATE BUDGET Undesignated Fund Balance July 1, 20,000 20,388 20,000 Sources: Estimated Revenues 460,400 504,400 479,252 Total Sources 460,400 504,400 479,252 Uses: Operating Expenditures 105,423 105,423 104,188 Transfers Out: Capital Improvement Projects 354,977 399,365 375,064 Total Uses 460,400 504,788 479,252 Undesignated Fund Balance June 30, 20,000 20,000 20,000 CITY ROAD TAX FUND This fund accounts for the collection and expenditure of a local one-half percent transaction privilege tax approved by voters in 1994 for maintenance and construction of roadways. While some operating expenditures related to retention basins are recorded within the fund, the majority of the funds are eventually transferred to the Capital Projects Fund where construction expenditures for roadways are recorded. In fiscal 2003, a loan from the Arizona Department of Transportation was obtained to take advantage of very favorable interest rates. The proceeds of the loan were used for a street project. The debt related to that loan is serviced from this fund. The Parks and Recreation Department is responsible for maintenance of the retention basins while the Public Works Department administers the capital projects paid herein. CITY ROAD TAX FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Operating Capital Outlay Debt Service Transfers Out: Capital Improvement Projects Total Transfers Out Total Uses Undesignated Fund Balance June 30, 18 2002-2003 BUDGET 3,335,658 2002-2003 ESTIMATE 3,302,919 2003-2004 BUDGET 2,624,538 7,066,500 7,066,500 6,775,000 6,775,000 7,110,000 7,110,000 631,985 9,853 - 607,401 13,123 740,875 579,335 738,034 8,507,484 8,507,484 9,149,322 1,252,836 6,091,982 6,091,982 7,453,381 2,624,538 7,967,200 7,967,200 9,284,569 449,969 PUBLIC SAFETY TAX FUND This fund accounts for a special two-tenths of one percent (.2%) privilege license tax approved by qualified voters in 1994 for public safety and criminal justice facilities and equipment. The operating expenditures listed below pertain primarily to consultant services to obtain new public safety software and for maintenance of the public safety facility. The debt service transfer is for debt related to construction of the facility. PUBLIC SAFETY TAX FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures: Operating Capital Outlay Transfers Out: Debt Service Fund Capital Improvement Projects Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2002-2003 BUDGET 2,191,680 2002-2003 ESTIMATE 1,575,099 2003-2004 BUDGET 1,494,285 2,871,600 2,871,600 2,718,500 2,718,500 2,852,500 2,852,500 - - 315,000 335,000 2,577,926 230,000 2,807,926 2,807,926 2,255,354 2,577,909 221,405 2,799,314 2,799,314 1,494,285 2,319,460 399,000 2,718,460 3,368,460 978,325 RECREATION COMPLEX FUND This fund accounts for the financial activity of the Recreation Complex, which includes the Convention Center and Baseball Complex. The fund operates on charges for rentals of rooms and equipment, and commissions for catering. Its main source of funding is a transfer from the Two Percent Tax Fund that was created for this purpose. The Parks and Recreation Department operates the complex. RECREATION COMPLEX FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Transfers In: Two Percent Tax Fund Total Sources Uses: Expenditures: Operating Capital Outlay Transfers Out: Insurance Reserve Account Capital Improvement Projects Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2002-2003 BUDGET 287,482 2002-2003 ESTIMATE 411,885 2003-2004 BUDGET 563,097 435,500 467,925 439,000 1,650,000 2,085,500 1,650,000 2,117,925 1,650,000 2,089,000 1,975,199 141,356 1,875,336 76,877 1,810,466 43,000 30,000 185,000 215,000 2,331,555 41,427 8,000 6,500 14,500 1,966,713 563,097 63,200 418,000 481,200 2,334,666 317,431 19 TWO PERCENT TAX FUND This fund accounts for its namesake revenue source. Begun in 1971 and renewed for 15 yrs in 1994, this transaction privilege tax applies to a small tax base of bars, hotels, and restaurants. Its use is restricted to the Recreation Complex; golf course; Yuma Crossing area; and conventions/tourism. Operating expenditures from the fund are payments to outside agencies for services authorized by the ballot. Transfers include operating subsidies to the Recreation Complex, debt service requirements for the Desert Hills Golf Course, and capital projects. TWO PERCENT TAX FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures: Operating Transfers Out: Recreation Complex Fund Debt Service Fund Desert Hills Golf Course Fund Capital Improvement Projects Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2002-2003 BUDGET 465,344 2002-2003 ESTIMATE 496,441 2003-2004 BUDGET 592,865 2,750,000 2,750,000 2,786,533 2,786,533 2,847,250 2,847,250 728,165 728,165 843,536 1,650,000 235,898 50,841 218,900 2,155,639 2,883,804 331,540 1,650,000 235,898 50,841 25,205 1,961,944 2,690,109 592,865 1,650,000 237,005 195,000 2,082,005 2,925,541 514,574 MALL MAINTENANCE FUND The Mall Maintenance Fund accounts for the collection and expenditure of a special property tax levied on properties located in the downtown mall. The Parks Department will be reducing services during fiscal 2004 to lower the subsidy from the General Fund so that those resources can be used for parks maintenance purposes. The Parks and Recreation Department provides services through this fund. DOWNTOWN MALL MAINTENANCE FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Transfers In: General Fund Total Sources Uses: Expenditures: Operating Capital Outlay Total Uses Undesignated Fund Balance June 30, 2002-2003 BUDGET 20 2002-2003 ESTIMATE 2003-2004 BUDGET - - - 81,000 75,300 81,000 357,043 438,043 266,776 342,076 169,381 250,381 390,457 47,586 438,043 - 342,076 342,076 - 250,381 250,381 - SOLID WASTE FUND Collection and disposal of residential solid waste is accounted for in this fund. Revenues to the fund include the Environmental Solid Waste fee, begun in 2000 to offset the increasing costs of landfill disposal of waste and the neighborhood cleanup and household hazardous waste campaigns. Fees have not been charged for collection of residential trash. Instead, the General Fund has subsidized this fund by transferring sufficient monies into the fund to restore a zero fund balance. To keep up with increasing costs related to the expenditures for which the Environmental Fee is charged, the fee will increase from $4.25 per month to $4.75. In addition, beginning with the 2004 fiscal year, the addition of a residential collection fee will help to reduce this General Fund subsidy. The fee is proposed at $2 per month, bringing the total charge to $6.75 per month. The Public Works Department is responsible for the Solid Waste Program. SOLID WASTE FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Transfers In: General Fund Landfill Reserve Account Total Transfers In Total Sources Uses: Expenditures: Operating Capital Outlay Transfers Out: Debt Service Fund Insurance Reserve Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2002-2003 BUDGET 2002-2003 ESTIMATE 2003-2004 BUDGET - - - 1,139,000 1,137,500 1,729,000 1,530,871 1,530,871 2,669,871 1,381,397 1,121 1,382,518 2,520,018 921,495 921,495 2,650,495 2,537,255 105,000 2,492,408 - 2,516,161 105,000 22,616 5,000 27,616 2,669,871 - 22,610 5,000 27,610 2,520,018 - 21,334 8,000 29,334 2,650,495 - GRANT FUNDS A variety of federal and state grants and entitlements are recorded in this fund. The largest grant is the Community Development Block Grant (CDBG). All are restricted to the purposes for which the grants were authorized. Those purposes range from parks improvements to overtime compensation for police officers. GRANT FUNDS Undesignated Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures: Operating Capital Outlay Debt Service Transfers Out: Capital Improvement Projects Total Uses Undesignated Fund Balance June 30, 2002-2003 BUDGET 8,668 2002-2003 ESTIMATE 8,668 21,988,886 21,988,886 5,886,502 5,886,502 19,644,436 19,644,436 11,984,663 21,491 - 3,989,905 57,500 15,000 7,492,918 436,850 98,468 9,530,400 21,536,554 461,000 1,832,765 5,895,170 - 11,616,200 19,644,436 - 21 2003-2004 BUDGET - DEBT SERVICE FUNDS The Debt Service Funds account for the principal and interest payments on long-term bonded debt of the governmental funds. In addition, transfers are made from the enterprise funds to pay for their portion of debt not recorded directly in those funds. DEBT SERVICE FUNDS Undesignated Fund Balance July 1, Sources: Estimated Revenues Transfers In: General Fund Desert Hills Golf Course Fund Highway Users Revenue Fund Solid Waste Fund Water Fund Wastewater Fund Two Percent Fund Public Safety Tax Total Transfers In Total Sources Uses: Expenditures: Debt Service Total Uses Undesignated Fund Balance June 30, 2002-2003 BUDGET - 2002-2003 ESTIMATE - 2003-2004 BUDGET - - - - 1,376,754 250,840 472,374 22,616 67,222 337,125 235,898 2,577,926 5,340,755 5,340,755 1,378,726 250,946 472,345 22,610 67,204 337,118 235,898 2,577,909 5,342,754 5,342,754 3,080,657 237,005 103,129 21,334 63,411 24,470 2,319,460 5,849,466 5,849,466 5,340,755 5,340,755 - 5,342,754 5,342,754 - 5,849,466 5,849,466 - CAPITAL PROJECTS FUND This fund accounts for the expenditures related to capital improvement projects for governmental funds. Revenues include bond proceeds and transfers from other funds for their respective projects. CAPITAL PROJECTS FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Transfers In Total Sources Uses: Expenditures: Capital Improvement Projects Total Uses Undesignated Fund Balance June 30, 2002-2003 BUDGET 1,787,814 2002-2003 ESTIMATE 2,266,970 2003-2004 BUDGET 9,821,133 18,064,398 23,422,784 41,487,182 12,470,925 10,513,408 22,984,333 9,868,579 25,973,900 35,842,479 42,408,163 42,408,163 866,833 15,430,170 15,430,170 9,821,133 42,642,379 42,642,379 3,021,233 22 ENTERPRISE FUNDS WATER FUND The Water Fund records the financial activity of the City’s water treatment and distribution system. The system is not tax supported but relies on a combination of charges for water and capacity fees for new development to maintain and expand its services to meet the needs of a growing city. The Public Works Department operates the water system. The operating portion of the system is presented below. Debt service appears as both expenditure and a transfer because debt is recorded in the Water Fund and because the fund pays a portion of the debt used to construct the Public Works Building. The latter is part of governmental debt not recorded in this fund. WATER FUND Net Working Capital July 1, Sources: Estimated Revenues Transfers In: Water Transfer Restricted Account Total Sources Uses: Expenditures: Operating Capital Outlay Capital Improvement Projects Debt Service Transfers Out: Insurance Reserve Account Debt Service Total Transfers Out Total Uses Net Working Capital June 30, 2002-2003 BUDGET 10,443,970 2002-2003 ESTIMATE 9,849,074 2003-2004 BUDGET 10,825,417 9,651,104 10,056,504 10,288,504 37,710 9,688,814 11,730 10,068,234 20,650 10,309,154 7,408,938 373,474 6,379,000 389,089 6,542,237 94,556 1,996,300 367,696 7,009,356 345,642 5,974,000 367,843 275,000 67,222 342,222 14,892,723 5,240,061 23,898 67,204 91,102 9,091,891 10,825,417 153,000 63,411 216,411 13,913,252 7,221,319 Restricted monies within the Water Fund, although recorded within the same fund, are presented separately as the expenditures do not rely on water rates, but on capacity and system charges for new development. Also recorded herein are anticipated bond proceeds. The use of these funds is primarily capital projects. Major projects including renovation to distribution lines and a new water plant for the East Mesa are underway. WATER RESTRICTED ACCOUNTS Undesignated Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures: Debt Service Capital Improvement Projects Transfers Out: Water Fund Total Uses Undesignated Fund Balance June 30, 23 2002-2003 BUDGET 2,411,549 2002-2003 ESTIMATE 2,294,421 2003-2004 BUDGET 7,460,352 14,939,840 14,939,840 6,765,500 6,765,500 41,796,920 41,796,920 1,167,266 14,260,840 1,268,639 319,200 1,821,029 46,782,080 37,710 15,465,816 1,885,573 11,730 1,599,569 7,460,352 20,650 48,623,759 633,513 WASTEWATER FUND The Public Works Department also operates the Wastewater Collection and Treatment System and accounts for same in the Wastewater Fund. Like the Water Fund, this fund is an enterprise fund relying solely on charges to customers for funding. Through a series of rate charges and capacity fees, the system provides environmentally sound wastewater services. This system is also undergoing rapid expansion to meet the City’s needs. The operations portion of the Wastewater Fund is presented first. As in the Water Fund, this fund transfers monies to the debt service funds to pay its portion of the debt recorded in governmental funds that benefit wastewater operations. WASTEWATER FUND Net Working Capital July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures: Operating Capital Outlay Transfers Out: Debt Service Insurance Reserve Account Capital Improvement Projects Total Transfers Out Total Uses Net Working Capital June 30, 2002-2003 BUDGET 1,200,472 2002-2003 ESTIMATE 1,354,941 2003-2004 BUDGET 1,819,686 5,941,400 5,941,400 6,023,900 6,023,900 6,134,500 6,134,500 5,052,677 236,720 4,664,052 25,405 5,145,717 318,863 337,125 5,000 1,899,700 2,241,825 7,531,222 (389,350) 337,118 5,000 527,580 869,698 5,559,155 1,819,686 24,470 6,000 2,284,000 2,314,470 7,779,050 175,136 The restricted accounts in the fund are for capacity charges for system expansion, as well as bond proceeds that will be used to construct the new wastewater facility on the East Mesa. WASTEWATER RESTRICTED ACCOUNTS Undesignated Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures: Debt Service Transfers Out: Capital Improvement Projects Total Uses Undesignated Fund Balance June 30, 2002-2003 BUDGET 12,309,407 2002-2003 ESTIMATE 10,338,291 2003-2004 BUDGET 18,883,457 28,623,600 28,623,600 13,148,000 13,148,000 34,029,500 34,029,500 - 364,210 728,420 27,509,400 27,509,400 13,423,607 4,238,624 4,602,834 18,883,457 44,359,000 45,087,420 7,825,537 24 DESERT HILLS GOLF COURSE FUND The Parks and Recreation Department operates the Desert Hills Golf Course. The Two Percent Tax was used historically to subsidize operations at the course, but council has long sought that golf revenues fund the course. To this end, the transfer from the tax has been reduced over the years. Lately, that transfer was limited to the amount of debt service paid by the fund. During fiscal 2003, the fund had intended to limit this transfer even further; however, revenue projections did not meet goals and the transfer has been increased to again match the course’s portion of the debt used to finance construction of the new clubhouse and restaurant. DESERT HILLS GOLF COURSE FUND Net Working Capital July 1, Sources: Estimated Revenues Transfers In: Two Percent Tax Fund Total Sources Uses: Expenditures: Operating Capital Outlay Transfers Out: Debt Service Capital Improvement Projects Total Transfers Out Total Uses Net Working Capital June 30, 2002-2003 BUDGET 35,129 2002-2003 ESTIMATE 13,918 2003-2004 BUDGET (221,320) 2,320,000 2,119,000 2,338,200 50,841 2,370,841 50,841 2,169,841 237,005 2,575,205 2,153,881 105,488 2,105,125 43,988 2,115,220 16,000 250,840 55,000 305,840 2,565,209 (159,239) 250,946 5,020 255,966 2,405,079 (221,320) 237,005 50,000 287,005 2,418,225 (64,340) ARROYO DUNES GOLF COURSE FUND Also operated by the Parks and Recreation Department is the Arroyo Dunes Golf Course. No operating subsidy from the Two Percent Tax is used for this fund and it relies solely on golf charges. With the addition of lights on the Desert Hills Golf Course driving range, revenues of this fund have decreased somewhat over the past two years. Fiscal 2004 will see the final payment of the internal loan used to purchase the course in the late 1980’s. ARROYO DUNES GOLF COURSE FUND Net Working Capital July 1, 2002-2003 2002-2003 2003-2004 BUDGET ESTIMATE BUDGET 97,143 108,857 43,214 268,400 239,970 241,200 268,400 239,970 241,200 322,218 250,413 272,672 55,200 55,200 4,660 377,418 305,613 277,332 (11,875) 43,214 7,082 Sources: Estimated Revenues Total Sources Uses: Expenditures: Operating Debt Service Total Uses Net Working Capital June 30, 25 INTERNAL SERVICE FUNDS EQUIPMENT REPLACEMENT FUND This fund accounts for the accumulation of resources from each department for the replacement of equipment. After initial purchase by the operating fund, the asset is recorded in this fund and “rented” by the operating department. This rent is determined by, and accumulates over, the life of the asset. Along with interest earnings, monies will be available for the purchase of new equipment when the older item is no longer serviceable economically. 2002-2003 BUDGET EQUIPMENT REPLACEMENT FUND Net Working Capital July 1, 2002-2003 ESTIMATE 2003-2004 BUDGET 12,885,456 13,419,840 13,517,420 3,456,588 3,193,588 2,715,070 Total Sources 3,456,588 3,193,588 2,715,070 Uses: Expenditures: Capital Outlay 3,962,918 3,096,008 2,835,232 3,962,918 3,096,008 2,835,232 12,379,126 13,517,420 13,397,258 Sources: Estimated Revenues Total Uses Net Working Capital June 30, EQUIPMENT MAINTENANCE FUND This fund is being created to account for the operations of fleet maintenance in the Public Works Department. Included within the General Fund since its inception, the equipment maintenance activity used a series of interdepartmental charges to allocate the cost of maintenance to the user funds. By creating an internal service fund, the financial affairs of the division will be more easily attended and understood. The fiscal 2003 amounts remain in the General Fund. EQUIPMENT MAINTENANCE FUND Undesignated Fund Balance July 1, 2002-2003 2002-2003 2003-2004 BUDGET ESTIMATE BUDGET - - - - - 1,802,556 Total Sources - - 1,802,556 Operating Expenditures - - 1,802,556 - - 1,802,556 - - - Sources: Estimated Revenues Uses: Total Uses Undesignated Fund Balance June 30, 26 Department Information DEPARTMENT INFORMATION Page No. Office of the Mayor and Council Yuma Municipal Court City Administration City Attorney’s Office Information Technology Services Administrative Services Community Development Public Works Parks and Recreation Department Police Department Fire Department 27 29 33 37 40 43 47 52 60 69 73 Office of the Mayor and Council The Yuma City Government exists to provide a forum for public discussion and decision making. We are committed to deliver quality public services and to advance the social and economic well-being of our present and future citizens. The Mayor and Council serve the citizens of Yuma. The Mayor and Council Office staff provides administrative support to the Mayor and six Council members. The Mayor and Council are also responsible for appointing citizens to the City’s nineteen boards and commissions. AUTHORIZED FY PERSONNEL 02/03 Mayor’s Office* 2 Total 2 *does not reflect elected positions • • • • • FY 03/04 2 2 • The Mayor and Council, on a biannual basis, sets goals based upon the City’s Mission, Vision and Core Values. Listed are excerpts from the Goal Action Items developed to guide our organization for the two years ending June 30, 2004. • • • Citizen Participation Continue to improve customer service. Continue to engage citizens in meaningful ways in their City government. Economic Development Work to bring in new business and expand existing businesses to increase permanent higher-wage jobs. Build new wastewater and water plant and transmission system to support ongoing growth. Enhance image of the City of Yuma in the community and regionally. 27 • • • • • • • • Be more pro-active in creating economic development contacts. Continue to build upon partnerships (public/private) to promote Yuma and its economic growth. Orderly Growth Continue to invest in City infrastructure – water, roads, bridges and other facilities. Assure County and City developments are at the same standard. Transportation Improve public transportation services. Street improvements (widening and repairing) Open new transportation route within the City Finish existing street programs Reduce our severe traffic congestion problems in our core business area. Continue to work to protect and expand commercial air service. Quality of Life Conclude the National Guard project – relocate and develop plan for community use of new facility. Continue support and redevelopment of the Carver Park Neighborhood. Improve opportunities for our youth, both in terms of jobs and recreation. Explore possibility of creating a Yuma Mountain Park in the Gila Mountains similar to the Phoenix Mountain Park. • • • • • Work on blighted neighborhoods in other parts of City as part of ongoing revitalization and preservation efforts. Maintain readiness to respond to increasing workload with increasing demands from the public for service from all City departments. • Play an active role in continued border crossing issues with federal and state government. Establish realistic and usable measures of performance for purposes of making informed decisions. High Performance Government Focus on ways to provide staff and resources to maintain quality customer service due to growth. Create an excellent working relationship with the cities of San Luis and Somerton, Yuma County and Wellton, plus the Native American nations. Mayor’s Office 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Request 195,898 214,120 231,516 241,308 195,898 214,120 231,516 241,308 The Mayor’s Office budget shows increases in personnel costs due to the rising cost of health insurance and the increase in the pension rate. The operating budget’s increase is a result of increased costs in memberships (some based off the City’s census numbers) and the addition of computers to the equipment replacement plan, which increased the equipment replacement rent. GENERAL FUND 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Budget Personal Services 97,507 104,364 120,466 124,061 Operational 98,391 109,756 111,050 117,247 Capital Outlay 0 0 0 0 195,898 214,120 231,516 241,308 FY 2003-2004 General Fund Budget (in thousands) $117 $124 $-0- Capital Personnel Operating 28 Capital Outlay Yuma Municipal Court The Mission of the Yuma Municipal Court is to enhance the quality of life in the City of Yuma by providing all people that appear in the Court with a responsive and professional judicial branch of government. JUDICIAL GOALS, AUTHORITY: COURT FUNCTIONS: The judicial system is predicated on the belief that all citizens coming before the courts are entitled to equal justice, regardless of race, ethnicity, gender, age, or economic circumstance. Courts must resolve cases swiftly and fairly. Courts must ensure that litigants and victims fully understand their rights and that those rights are protected. Courts must provide meaningful access to all, ensuring that no litigant is denied justice due to the lack of counsel or the inability to understand legal proceedings. The Yuma Municipal court is a limited jurisdiction court. (Third branch of government, non-political.) It has jurisdiction over misdemeanor criminal cases such as DUI’s (driving under the influence), driving on suspended licenses, reckless driving, possession of marijuana, possession of drug paraphernalia, assaults, including domestic violence assaults, criminal damage, shoplifting, and theft. These misdemeanors must have occurred within the city limits of the city of Yuma. Also included are cases that occur within the City of Yuma which the County Attorney declines to prosecute as felony cases, and are referred to the City Prosecutor to review for “long form” complaints that are then prosecuted in the Municipal Court. The Yuma Municipal Court exists pursuant to the Charter of the City of Yuma, Arizona, the Constitution of the State of Arizona and the Constitution of the United States of America. The court handles criminal, civil and criminal traffic, various civil matters, including emergency orders of protection (24 hours a day, 7 days a week) and injunctions against harassment. The judges of the court also issue search warrants (24 hours a day, 7 days a week) on alleged felony and misdemeanor cases. The court also adjudicates cases stemming from violations of city ordinances, which can be either civil or criminal. 29 Did You Know? Arizona courts processed more than 2.4 million filings in fiscal year 2001. Of these, almost 1.6 million were for criminal traffic and civil traffic violations, all handled by the Justice and Municipal Courts. AUTHORIZED PERSONNEL Municipal Court Total FY 02/03 17 17 Maintained a continued high level of security and a safe environment for the public and staff. The Court Officers also acted as court bailiffs, fingerprint technicians and process servers of orders and documents. This allowed the Police Department to keep their officers on patrol instead of providing service to the Court. FY '03/04 17 17 In addition to the seventeen full-time authorized personnel, the Court has two elected Municipal Judges. 2002-2003 ACCOMPLISHMENT: Improved work areas ergonomically for the court clerks to improve customer service. Installed filing systems to improve case processing and records retention capabilities in keeping with the Supreme Court’s Minimum Accounting Standards regarding records. Replaced personal computers at the court with the Arizona Court Automation State Automated Software Program. Received AZTEC, the latest software enhancement from ACAP, with key enhancements for high volume citation entry and scheduling, a warrant reconciliation module, a quick receipting enhancement, a protective order module, Motor Vehicle Division and Department of Public Safety’s criminal history reporting integration. Made improvements to remedy the acoustical problems in the Court. Finalized the Court’s operational review by the Supreme Court of Arizona Administrative Office of the Court (AOC) in February 2003. 30 GOALS FOR 2003-2004: Improve collections and compliance of court orders through the use of the Collection agency, Tax intercept Program (TIPS) that attach delinquent accounts to State Tax Refunds. Implement the new master calendar program in AZTEC to increase efficiency in calendaring dates by the clerks and to place the daily calendar “on-line” each day. Continue to work on case processing to avoid delays and backlogs. Improve records management and case management. Create management reports. Increase training and accountability of staff. Use interactive voice response (IVR) to help customers with frequently asked questions. Upgrade the audio/video jail arraignment equipment. Upgrade the audio tape recording system to a digital recording system in the courtrooms to meet the requirements of recording all proceedings. Continue to instill in the employees of the court a willingness to do what is necessary to implement and improve procedures, while continuing to administer justice fairly, expeditiously, and cost effectively. Administration Did You Know? Municipal Courts generate almost half of all court revenue in the State. 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Request 855,150 1,023.904 1,010,785 1,160,817 855,150 1,023,904 1,010,785 1,160,817 For Fiscal Year 2003-2004, the Municipal Court presents a budget of $1,160,817. This is an increase of 13.4% over last year’s budget. The most significant change that impacted the Municipal Courts’ budget was the appointment of a second full-time elected Judge position. On December 18, 2002, the City Council appointed this Judge for a one-year term. This position will become an elected position during the November 2003 General Election. In June of 2002, Arizona Supreme Court Chief Justice Charles Jones issued an order removing pro tem judges that were not licensed attorneys. This necessitated the hiring of local attorneys to fill-in on a parttime basis as pro tem judges in the court. The cost to hire the pro tems, plus the time necessary to train them seriously impacted the court’s FY 2003 budget and will affect the FY 2004 budget. GENERAL FUND 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Budget Personal Services 679,358 773,802 797,349 888,718 Operational 174,456 235,102 203,436 196,099 Capital Outlay 1,336 0 0 0 855,150 1,008,904 1,000,785 1,084,817 FY 2003-2004 General Fund Budget (in thousands) $889 $196 $-0- Capital Personnel Operating 31 Capital Outlay PUBLIC SAFETY TAX 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Budget Personal Services 0 0 0 0 Operational 0 0 0 0 Capital Outlay 0 0 0 33,000 0 0 0 33,000 APPROPRIATED GRANTS FUND 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Budget Personal Services 0 0 0 0 Operational 0 15,000 10,000 43,000 Capital Outlay 0 0 0 0 0 15,000 10,000 43,000 32 City Administration City Administration staff manage the City’s resources to implement City Council goals and objectives, to meet the needs of City of Yuma residents and visitors, and to ensure the integrity of the municipal governing process. The City Administrator is the City’s chief administrative officer and is employed by the City Council. All other city staff work for the City Administrator. The Assistant City Administrator acts in the absence of the City Administrator. The Communications Division is responsible for media relations and public affairs. The Division responds to media inquiries and provides information about city initiatives, projects and events. The City Administration budget includes costs for thirteen staff plus as-needed hourly-paid camera operators. There are six budgetary divisions: Administration, Quality Initiatives, Communications, Heritage Area, City Clerk’s Office, and Elections. The Heritage Area Division provides staff and operational support to implement the approved plan for the Yuma Crossing National Heritage Area. Under a contract with the Yuma Crossing National Heritage Area Corporation, the City provides this support as part of the local match for the authorized federal funding of up to $1 million annually. The Division coordinates staff support from the departments of Community Development, Parks and Recreation and Public Works in order to meet objectives of the approved plan. The Administration Division manages the resources of the City, works with Council, and manages the citywide organizational development and training program. The Quality Initiatives Division manages and operates the City’s government television channel YCTV-73 to meet Council’s goal of increasing City residents’ access to their government. The Division also manages the City’s cable license agreement and maintains the City website. AUTHORIZED PERSONNEL Administration Communications Quality Initiatives Heritage Area City Clerk’s Office Total FY 02/03 2 1 5 1 3 12 FY 03/04 5 1 3 1 3 13 33 The City Clerk is one of four positions whose responsibilities are defined by the City of Yuma Charter. The City Clerk’s Office administers and safeguards the integrity of the municipal governing process and oversees City elections and election processes. The City Clerk’s Office provides for public access to City records and documents, coordinates the application and notification process for City boards and commissions, affixes the City seal on official documents, posts meeting notices, prepares City Council agendas, and records and maintains minutes of all City Council proceedings. • • 2002-2003 ACCOMPLISHMENTS: • • • • • • • • • • • • • Provided a “loaned executive” to manage the Greater Yuma Economic Development Corporation. Reorganized the supervisors’ academy and implemented the Certified Public Managers’ certification program. Facilitated completion of the municipal court remodeling. Supervised design and installation of video and audio technologies for the new City Hall council chambers and large meeting room. Added live and tape-replay coverage of Planning and Zoning Commission and Historic District Review Commission meetings on YCTV-73, the City government cable channel. Moved all tape delay or re-cablecast programming to an automated video system. Facilitated public relations and information programs for major City CIP projects and city initiatives. Completed project with local commercial television station to produce series of video information briefs about City projects and events. Established weekly interview program on local radio featuring members of City Council and City staff. Established a primary City contact for media inquiries and coordinated internal communications. Established a program of regular updates on street construction projects using press releases, the City website and direct e-mail to individuals and organizations. Expanded the regional audience for information about City projects and 34 • • • • • • • • events through placement of information in the Hispanic media. Received approval from the United States Secretary of the Interior for the Yuma Crossing National Heritage Area plan. Completed Phase I of the West Wetlands project including construction of ramadas, trails, playgrounds and irrigation systems; clearing of non-native plant species and revegetation; development of a hummingbird garden; and development of a tree nursery for reforestation. Achieved consensus among stakeholders, including the Quechan Indian Nation, farmers, private landowners and government agencies, on the East Wetlands Restoration Plan. Met key requirements of the federal authorizing legislation for the Heritage Area. Assisted in establishing The Yuma Crossing National Heritage Area Corporation with a locally based board of directors. Conducted the 2002 General Plan Special Election and prepared election materials for the 2003 City elections. Provided orientations for board and commission members and training on the City Council agenda process, meeting minutes and Open Meeting Law requirements. Updated the board and commission application to reflect changes in the appointment process. Used the City website and cable television channel to increase public access to City Council meeting and election information. Implemented a City Hall facilities usage policy for council chambers, the atrium, the lobby and Room 190. Developed an internal review process for off-track betting licenses. Did You Know? The City of Yuma has 19 Boards and Commissions with over 115 community volunteers. • GOALS FOR 2003-2004: • • • • • • • • • • Complete design, permitting and implementation of pilot re-vegetation project in the East Wetland. Manage the City budget so that reduced revenues do not affect the quality of services to City residents. Conduct 2003 City of Yuma elections Review and update the citywide records management program. Sustain the quality of transmission and programs on YCTV-73. Maintain the City’s presence on the Internet through the City website. Increase “image branding” of City print items and publications. Increase opportunities for board and commission members to participate in public information efforts. Sustain the commitment to provide factual and accurate information and prompt response to inquiries from the media and general public on City issues, projects and events. Design and construct Gateway Park in the National Historic Landmark. Coordinate with the private sector development partner to secure commitment for a riverfront hotel/conference center. 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Request Administration 211,953 247,334 257,805 525,047 Communications 97,397 104,566 99,954 104,440 Quality Initiatives 497,753 545,792 530,678 310,696 Heritage Area Development 0 185,419 184,556 182,903 City’ Clerk’s Office 191,758 218,307 207,927 222,292 Elections 111,940 41,000 21,800 138,750 1,110,801 1,342,418 1,302,720 1,484,128 The City Administration budget has been restructured for FY 2003-2004. The overall budget has increased for two reasons: primary and general elections will be held in 2004; and several positions have been transferred from other budgets or cost centers. 35 The Administration Division budget has increased as a result of transferring personnel and related costs from the Quality Initiatives and Human Resources division budgets. The positions transferred are: the assistant city administrator, organizational development manager, and human resource/trainer. The resulting increase in the Administration Division budget corresponds to an equal decrease in the budgets for Quality Initiatives, Community Development and Human Resources. Beginning with the FY 2003-2004 budget, the Quality Initiatives Division budget contains only the projected costs for YCTV-73, the City’s cable government channel and the City website. All other positions and their associated costs previously included in the Quality Initiatives budget have been moved to the Administration Division. The Community Development-Heritage Area budget has been transferred to the City Administration budget and appears as a separate division. It includes the transfer of one staff person and operating expenses. The City Clerk’s Office budget shows a reduction in operating costs. The overall increase is directly related to personnel costs for existing staff. The elections budget for 2003-04 has increased to cover the costs of both a primary and a general election to elect three councilmembers and one municipal judge. As a result of Yuma County’s 2002 redistricting and realignment of voting precincts, the City will have an increased number of voting precincts for the 2003 city elections. GENERAL FUND 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Budget Personal Services 783,206 918,351 941,610 1,037,642 Operational 327,595 409,123 328,371 446,486 Capital Outlay 0 14,944 32,739 0 1,110,801 1,342,418 1,302,720 1,484,128 FY 2003-2004 General Fund Budget (in thousands) $446 $1,037 $-0- Capital Personnel Operating 36 Capital Outlay City Attorney’s Office The City Attorney's Office exists to provide legal services to the City Council, the City Administrator, and all City departments, offices and agencies in order to promote the health, safety, and welfare of our community. The City Attorney’s Office represents the City of Yuma in all legal proceedings, including civil litigation, criminal prosecution in Municipal Court and provides a significant portion of the State legislative and lobbying support for the City of Yuma. Previously, the City Prosecutor’s budget was in the same division as the City Attorney’s office, but for FY04, they are identified in their own separate division. AUTHORIZED PERSONNEL City Attorney’s Office Prosecutor’s Office Total FY 02/03 11 0 11 FY 03/04 8 3 11 2002-2003 ACCOMPLISHMENTS: • Legislative Bill Tracking A new link, Legislative Bill Tracking, accessible through the Outlook Today Page - City Links was created to allow City of Yuma staff to track the status of legislative bills on a daily basis. In the past, the City Attorney's office prepared and generated 15 individual reports to different City departments on a weekly basis. Now the Legislative Bill Tracking report is online in Outlook and updated on a daily basis. Staff can access the report at their convenience. Also 37 included is a link to the Arizona Legislative Information System (ALIS) where staff can access this website and view the full text of the bills of interest to them. This change has allowed the City Attorney’s Office to save time, manpower and many reams of paper, since hard copies of reports are no longer necessary. • Adelphia Franchise Renewal Adelphia Cable Communication requested that the franchise renewal process for cable TV services begin this year. Although the current contract with Adelphia expires in 2005, federal regulations allows Adelphia to request that negotiations for a new contract begin within the 36 months prior to the termination of the existing contract. The renewal process includes a review of current operations, a financial audit and input from Yuma residents to make sure Adelphia is serving the needs of the community. • Construction Manager at Risk After many months of work, a form of contract for the Construction Manager at Risk (CMAR) was drafted. The CMAR is a new concept of construction for the City and is a departure from the traditional design-bid-build (DBB) process. The CMAR process allows the owner, architect and construction manager to work together to fully develop and build a project. Public Works had planned to use this method of construction for the East Mesa Water Pollution Control Facility, however time constraints forced this project to utilize DBB instead. The East Mesa Water Treatment Facility project will utilize a CMAR process. 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Request City Attorney 785,768 901,964 991,159 692,541 Insurance Litigation 48,690 95,400 240,200 250,200 Non-insurance Litigation 109,272 195,900 195,000 195,000 City Prosecutor 0 0 0 192,818 943,730 1,193,264 1,426,359 1,330,559 The requested budget of $1,330,559 will enable the department to continue to provide legal counsel and support to the Mayor and City Council and all other City departments, as well as prosecution services in Municipal Court. The City Attorney’s Office budget allocations for fiscal year 2003-2004 will be as follows: • $ 751,227 for personnel expenditures This represents an increase of $29,983. In large part this is due to increases in pension and health. • $ 579,332 for operational and maintenance expenditures Taking out the litigation costs, this constitutes a decrease of $34,974 or 20% from last year’s budget. • $ 445,200 for litigation costs Litigation costs are for defending the City against potential and actual lawsuits. This is an increase of $153,900. Therefore, the overall increase in the department is $137,295 or 12%. where there is little ability of the department to control. Most of this increase is in areas The lobbying duties continue to expand, as the City is active at the State Capitol during the legislative session. The duties of the City Prosecutor continue to expand significantly as more police officers come on line and additional judges are elected. The City Attorney’s Office will continue to review and refine its business plan and projects in order to provide the support needed by all City departments. 38 GENERAL FUND 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Budget Personal Services 652,764 716,794 711,823 746,777 Operational 286,266 460,406 710,086 579,332 Capital Outlay 0 11,364 0 0 939,030 1,188,564 1,421,909 1,326,109 FY 2003-2004 General Fund Budget (in thousands) $579 $746 $-0- Capital Personnel Operating Capital Outlay APPROPRIATED GRANTS 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Budget Personal Services 4,700 4,450 4,450 4,450 Operational 0 250 0 0 Capital Outlay 0 0 0 0 4,700 4,700 4,450 4,450 39 Department Of Information Technology Services The Department of Information Technology Services (ITS) exists to provide expertise in long-range planning, technical guidance, support and services that promote the use of current and future information technologies to help the City achieve their technology mission, vision, and goals. The Department of Information Technology Services consists of two divisions that service all of the City’s departments. The Administration Division oversees and manages the work units of the department. Administration works closely with staff to ensure high quality delivery of services and to ensure that information technology is successfully implemented and maintained within the organization. Administration develops short and long range departmental goals and objectives, maintains project schedules, provides project management services, develops and evaluates request for proposals, provides technical assistance and support to City staff, and develops and administers the City’s 3-5 Year technology plans. The Technical Support Division is comprised of five support and service areas: Computer Operations/Help Desk Support, Computer Support Training, Business Applications and Integration, PC and Network Technical Support, and Telecommunications. Some work areas are on call 24 hours a day, seven days a week, to help ensure the on-going operation and use of critical City systems, such as Public Safety. The Computer Operations and Help Desk team maintains the availability of the City’s computer systems and peripherals. Operations personnel serve as the main point of contact for all computer users. They record and monitor incoming calls, troubleshoot problems, assist end-users and refer them to the appropriate technical staff when needed. Other duties 40 include system security administration and facility access security. The Computer Support Training team provides technical instruction to City employees in the use and operation of computer hardware, software, operating systems, and department specific applications. They provide specialized/custom report writing services, assist with the installation of hardware and software systems and develop and implement computertraining programs to meet the needs of the organization. The Business Applications and Integration team specializes in the analysis, development and maintenance of the City’s automated business systems. They provide technical and professional services relating to technology advancement, end-user support and training, data conversion and integration analysis of software, technology research and development, system security administration, and contract project management and implementation services. AUTHORIZED PERSONNEL Administration Technical Support Total FY 02/03 5 17 22 FY 03/04 5 18 23 The Technical Support team specializes in the installation, maintenance, upgrade and repair of personal computers, midrange, and data communication hardware, software and network systems. Technical Support troubleshoots technology system malfunctions, provides enduser support, reviews and develops technology based standards and configurations, approves and procures computer hardware and software purchases, provides facility and network design planning and implementation services for new technology, and provides system and network administration. The Telecommunications Support Team provides support and service for the City’s telephone, radio, and pager systems. They are responsible for FCC filings, registrations, communications impact studies and FAA compliance for navigational hazards for City projects, sites and other liabilities. Telecommunications oversees the Land Mobile Radio Communications maintenance contracts and warranty provisions for the radio and pager systems. City’s 3-5 GIS Strategic Plan. Managed the upgrade of the Parks and Recreation Activity Registration software system and replacement server. Provided technical advice for the development, selection, and implementation of the new Desert Hills Golf Course Tee time reservation and Point of Sale system, the Public Works Meter Reading system, The Public Works CIP project tracking system, and the Civic and Convention Center’s Event Management system. Coordinated employee training and implementation of the Work Order Module for Parks Maintenance. Developed computer training program curriculum and provided on-site and classroom end-user training in the use and operation of City standard computer hardware, software, department specific applications and telephone systems. ITS has been aggressively implementing several major components of the City’s Information Technology and Telecommunications plans to meet the business needs of the organization and to help the City achieve its objectives of implementing modern, integrated systems for use by all departments. 2002-2003 ACCOMPLISHMENTS: Designed and engineered all voice and data communication technology elements for the new City Hall. Installed and transferred all computer networks, midrange and desktop systems to the new City Hall. Procured a new Private Branch Exchange (PBX) Telephone System, implemented new system at all City facilities, and provided telephone training to all end-users on the use and operation of the new system. Provided voice, video, and data design and network engineering requirements for new and remodeled City facilities. Completed multi-year data conversion oversight for Police records management system. Managed the upgrade and expansion of the City’s 800 MHz Trunked Radio system. Provided project management for the search and selection of the City’s GIS Consultant for the development of the 41 GOALS FOR 2003-2004: Involvement with the design and implementation of the City’s Mobile Data Computing project. Oversee and manage the development of the City’s 3 to 5 year Geographic Information System Strategic Plan. Assist Police and Fire with their Business Process versus Automated Systems review. Continue to focus on other priority items identified in the City’s 3 to 5 Year Information Technology and Telecommunications Strategic Plans, which include Document Imaging and E-Business Strategic Plan development. Continue to provide technical guidance and support for department specific and Citywide technologies. Did You Know? ITS installed more than 1.5 million dollars worth of computer hardware, software and other technology based systems in FY 2003. Continue to make the City’s computer training program a priority to help ensure all City staff achieve a high standard of computer literacy and proficiency. 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Request Administration 355,569 639,413 358,154 455,953 Technical Support 883,768 1,600,995 1,254,221 1,681,544 1,239,337 2,240,408 1,612,375 2,137,497 For fiscal year 2003-2004, the Department of Information Technology Services presents a budget of $2,137,497. This is a decrease of 4.5 percent from last year’s budget. The decrease is due to delaying the implementation of various citywide projects that were on the City’s 3-5 Year Technology Plan. ITS also has a decrease in their estimates in fiscal year 2002-2003. This is due to having two unfilled positions throughout the year and to the delaying of projects. GENERAL FUND 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Budget Personal Services 979,500 1,195,882 1,094,060 1,325,836 Operational 244,628 648,681 385,857 435,199 Capital Outlay 15,209 395,845 132,458 376,462 1,239,337 2,240,408 1,612,375 2,137,497 FY 2003-2004 General Fund Budget (in thousands) $435 $1,326 $376 Personnel Operating 42 Capital Outlay Administrative Services We, as a team, provide financial systems and operational support to assist our customers in achieving their goals. The Administrative Services department consists of seven divisions that serve the public and other city departments. functions, along with producing the City of Yuma’s Comprehensive Annual Financial Report and the Annual Budget. The Administration Division oversees the financial activities of the City while providing direction and policy to the Department. This division also directs the City’s investment program and maintains the City’s bond rating. Risk Management coordinates programs related to citywide insurance, environmental safety compliance, training and inspections, and personnel safety compliance. Additionally, the division coordinates claims, handles repairs to accidental property damage, and provides Risk Management consultation to all departments. The Customer Services Division administers business licenses, 2% tax collections, and utility billings and payments. In addition, the division coordinates and compiles all cash receipts within the City. Human Resources staff provides a full range of human resource management services for employees and residents of the City of Yuma. The activities involved include recruitment, compensation and classification, compliance with employment laws, and other activities designed to enhance workplace fairness and the City’s ability to attract and retain quality employees. The Facilities Management Division is responsible for the new 150,000 square foot City Hall building and surrounding landscaping and parking lots. This newly created Division provides preventative and repair maintenance, tenant improvements, and janitorial services for the facilities. Materials Management is responsible for the procurement of supplies, services and construction, operations of the warehouse, surplus property and the City Auction. Their functions include description of requirements, selection and solicitation of sources, preparation and award of contracts, all phases of contract administration, inventory control, surplus property activities, including the City Auction, and training in procurement procedures and processes. The Accounting Division manages the accounts payable, accounts receivable, and payroll 43 AUTHORIZED PERSONNEL Administration Customer Services Materials Mgmt. Accounting Risk Mgmt. Human Resources Facilities Mgmt. Total FY 02/03 2 7 13 12 4 11 3 52 FY 03/04 2 7 13 12 4 10 8 56 2002-2003 ACCOMPLISHMENTS: • • • • • • • • • • • Implemented website for business license application review. Improved collection procedures. Accepted credit card payments. Created resource link on Outlook which allows departments to access the contract listing, buying plan, various purchasing forms, job specifications, employment forms, and budget forms and information. Received 20th consecutive Certificate of Achievement for Excellence in Financial Reporting and submitted for number 21. Implemented Statement 34 for financial reporting one year ahead of Governmental Accounting Standards Board schedule. Offered 62 in-house training courses saving over $200,000 for the city. Recovered approximately $17,000 in workman’s compensation claims. Our vigorous monitoring of workman’s compensation claims has reduced our premium almost $200,000. Introduced fitness reimbursement program through payroll deduction. Implemented employment applications on the city’s website allowing applicants to download application and submit it via email. • Did You Know? The Accounting division issues 25,000 payroll checks and 9,100 accounts payable checks each year. GOALS FOR 2003-2004: • • • • • • • • • • • Utilized in-house training for various subjects including the interviewing of candidates and recruitment processes, and updates on FMLA and ADA. Coordinated the move of seven departments from various locations into the Municipal Complex. Continued to maintain favorable Standard & Poors bond rating. 44 Refunded the 1995 Series bonds saving the city $1.7 million. Saved $30,000 in consultant fees by evaluating infrastructure costs in-house for CAFR 34 presentation. • Evaluate using Internet for water service application and payments. Explore outsourcing water bills and notices to improve efficiency and allow for monthly billing. Review and improve Request for Proposal process. Continue our efforts to modernize and train in all areas of procurement. Expand emergency evacuation, terrorism prevention measures, and facility safety training. Provide environmental and safety audits and inspections on city facilities and projects to ensure continued compliance. Improve and streamline personnel processes and provide high quality services while using fewer resources. Oversee the city’s financial situation in order to maintain or improve our bond rating. Revitalize budget document for a more reader friendly format and ultimate submission for Government Finance Officers Association Distinguished Budget Presentation Award. 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Request Administration 239,672 201,896 191,419 187,557 Customer Service 372,263 400,158 382,681 395,625 Materials Management 554,582 574,960 562,988 559,534 Accounting 605,856 667,555 646,473 709,838 Risk Management 273,493 293,967 280,318 295,793 Human Resources 733,037 783,987 745,449 704,649 Facilities Management 0 534,454 747,195 897,484 2,778,903 3,456,977 3,556,523 3,750,480 For fiscal year 2003-2004, the Administrative Services Department presents a budget of $3,750,480. This is an increase of 8.5 percent over last year’s budget. The most significant change to Administrative Services’ budget is the addition of the Facilities Management Division. When budgeting for the FY02/03 year, the City was in the second year of a biennial budget. Maintenance and utility budgets from the other department’s moving into the new building were transferred into the facilities management division budget. This amount was not enough to cover the actual costs of the new building. The request for next year reflects a more accurate cost to maintain and operate this facility, including the upgrade of five parttime custodians to full-time. Without this service addition, the Administrative Services Department budget would have decreased by $70,000. Finally, there is a 35 percent increase ($55,541) to the property insurance premium, also included in the facilities division. The Accounting division’s budget increased due to the funding of a previously unfunded Accountant position. The decrease in Human Resources’ budget is due to the training position being moved to City Administration. All other divisions either decreased their budgets or increased due to payroll costs. GENERAL FUND 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Budget Personal Services 2,140,340 2,358,230 2,454,460 2,607,182 Operational 622,649 1,051,495 1,101,430 1,142,398 Capital Outlay 15,026 43,665 0 0 2,778,015 3,453,390 3,555,890 3,749,580 FY 2003-2004 General Fund Budget (in thousands) $1,142 $2,607 $-0- Capital Personnel Operating 45 Capital Outlay HUD CDBG ENTITLEMENT FUND 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Budget Personal Services 888 3,587 633 900 Operational 0 0 0 0 Capital Outlay 0 0 0 0 888 3,587 633 900 46 Community Development Our mission is to enrich the quality of life in our community. We accomplish this through open communication, building partnerships, and responsible, responsive, and creative solutions to the needs of our customers. We are dedicated to sustainable and orderly growth and an economically viable community for the benefit of present and future generations. The Department consists of four divisions that provide services and raise revenues associated with Yuma’s growth, economic development and redevelopment. major economic development projects such as the Redondo Center near Interstate 8. This Division also supports continued economic development relations with San Luis, Mexicali and Sayula, Mexico. The Administration Division oversees the roughly $8 million in revenues handled by the department and the $3 million in annual operating expenses. Staff is heavily involved in a variety of economic development projects with private business. Employees of this Division produce computerized maps and graphics used by City departments and the public. Customer service training and oversight are a major focus of this division. The Building Safety Division provides services needed for the nearly $300 million in anticipated annual construction. Staff meet with the public to review building plans, issue building permits, perform inspections of construction, and ensure that Council adopted codes are enforced. Permit technicians calculate and collect around $5 million of the department’s revenues. The Economic Development Division focuses on the reuse of commercial sites and assistance with major new commercial projects; redevelopment of the River Front and Old Town; revitalization of neighborhoods including Target Areas such as Carver Park Neighborhood and 47 “Setting the Steel” at One City Plaza The Community Planning Division handles zoning and subdivision cases, revision of zoning or subdivision codes. Staff in this division also prepares new or updated elements of the General Plan, new or revised policies to guide the City's growth, and five-year forecasts. This division’s staff provides engineering review of new development, as well as the collection of $3 million in water and sewer development fees. • AUTHORIZED PERSONNEL Administration Building Safety Economic Development Economic Devel. Grants Community Planning* Total FY 02/03 6 16 6.55 6.45 15.35 50.35 FY 03/04 6 17 6.55 6.45 15.35 51.35 • • • * 65% of Utility Specialist Position funded by Water Fund Implemented new desk procedures for plan checking. Undertook ICMA coordination with the State of Sinaloa, Mexico. Relocated Riverfront team to 180 W. 1st Street & created a “loaned executive” for the Heritage Corporation. Oversaw the successful design and construction of $146 million dollars in construction in 2002. 2002-2003 MAJOR ACCOMPLISHMENTS: • • • • • • • • • • • • • • • Graduated 18 community residents from the 7th annual Neighborhood Leadership Academy. Broke ground on new Carver Park Community Center. Implemented Arizona’s first-ever Rental Housing Inspection Program. Completed a Redevelopment Project Plan within Carver Park to implement the Neighborhood Revitalization Strategies. Assisted with the award of the Villa Serena 80-unit tax credit housing project Implemented a Housing Fee Reduction Program in Carver Park. Completed 33 housing rehabilitation projects under the City’s CDBG home repair programs. Undertook comprehensive Statemandated update of the City’s General Plan. Received 71% voter approval of the City of Yuma General Plan. Adopted State-mandated Military Airport protection rules. Adopted State-mandated Uniform Plumbing Code. Updated City’s 20-year old Street Naming and Addressing Policy. Completed review of the 2003 International Building Code with Building Advisory Board for adoption by Council. Formalized development policies on Vertical Construction and Assurance of Completions. Started e-mail newsletter Developing Yuma!. 48 Yuma High Neighborhood Cleanup Activities Looking Ahead Construction within the City has increased over 141% in the past 5 years, reaching a record level of $146,000,000 in 2002. The department believes that the coming year will see greater building activity, resulting in 650+ single-family home units, 80+ or more apartment units and a total of approximately $300+ million in construction valuation. Rezoning and subdivision actions should result in 500 or more new residential lots under review by the Commission and Council. Annexations will continue to focus on infill areas, as well as critical industrial or commercial areas --primarily east of the airport. Did You Know? In 2002 building permit construction valuation reached an all-time record high of $146 million dollars? structure to better cover the City’s cost to provide these services to private businesses. Based on preliminary discussions with County staff, there may be an opportunity to establish a joint fee schedule with Yuma County. The following are not included within the department’s budget proposal: revision to the City’s Pro Rate fee program; updates to the City’s zoning code; revisions to the landscape, sign or parking codes; and, consultant costs to revise and update the City’s Major Roadways Plan. If separate and additional sources of funding to undertake these efforts are identified through the course of the upcoming fiscal year, staff will react accordingly and integrate the workload items into their work plans. Carver Park Water Features – Strengthening Our Neighborhoods with Strategic Investment As construction increased 141% since 1998, the number of building inspectors, plans examiners and planners employed by the City remained relatively flat (16 total in 97-98; 17 in 02-03). Despite the aggressive use of technology and the streamlining of various codes and procedures to improve efficiencies, the department now expects that longer turn around times for inspections, longer plan review times and changes to similar customer service standard changes will likely occur given fixed staffing levels and the continuing increase in work load. A new building inspector in 20032004 will help staff from becoming overwhelmed by the record growth. Although most of the development fees set by the City are fairly similar with development fees set by other communities across the State, the City’s planning and zoning fees are not. In 2002, planning and zoning fees collected by the department totaled only about $50,000. This contrasts with the roughly $1 million cost to provide these important services in a high growth community. The costs include things such as mailing notices to thousands of neighbors, legal advertisements, posting of signs, staff review of issues, meetings with neighbors, owners. In this regard, it is the department’s intent to bring forward a proposal to address the planning and zoning fee 49 Site grading work begins at Yuma Regional Medical Center 2003-2004 Major Goals: • • • • • • • Adopt 2003 Building Code and related specialty codes (e.g. Electrical). Combine all construction boards into two: Commercial and Residential. Adopt Carver Park Redevelopment Plan. Initiate new neighborhood revitalization area for Yuma High. Sell City property in Redondo & Old Town. Assist key development projects (e.g. Yuma Palms, food industry projects). Partner with GYEDC and the State. • • • • Work with Lakes of Yuma agreement (2 ½ square mile mixed use project). Adopt Major Roadways Plan. Adopt Joint City/County User Fees. Adopt Joint City/County Engineering Specifications. Handle $3 million +/- worth of construction. • 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Request Administration 545,924 581,404 567,299 539,425 Building Safety 776,485 888,746 872,509 1,014,227 Economic Development 2,283,134 3,777,157 2,375,630 2,852,207 Community Planning 761,562 954,954 894,726 979,067 4,367,105 6,202,261 4,710,164 5,384,926 Overall the department is asking for General Fund support of about $2.9 million, a budget increase of 4%. During fiscal year 02/03, the total number of full-time employees in the department changed since the Riverfront Development Manager’s position was moved to the City Administrators staff. Our staff will increase by one for the upcoming fiscal year with the addition of a new commercial Building Inspector. In addition to the supplemental position, personnel related expenses are up due to increased costs for health care and pensions. Operational expenses were cut 16% to help offset the large increase in personnel costs. The Economic Development division has a number of employees whose salary is partly paid by grant money saving the General Fund nearly $412,000 in personnel expenses. These employees work significantly with the CDBG program and community redevelopment. GENERAL FUND 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Budget Personal Services 2,205,279 2,389,195 2,353,659 2,595,976 Operational 444,803 410,976 342,256 343,731 Capital Outlay 4,110 56,831 42,947 27,650 2,654,192 2,857,002 2,738,862 2,967,357 FY 2003-2004 General Fund Budget (in thousands) $2,595 $343 $27 Personnel Operating 50 Capital Outlay HUD CDBG ENTITLEMENT GRANT 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Budget Personal Services 337,378 297,060 309,396 399,588 Operational 580,462 1,487,353 652,290 916,044 Debt Service 0 0 15,000 98,468 Capital Outlay 0 16,000 15,000 0 917,840 1,800,413 991,686 1,414,100 COMMUNITY REDEVELOPMENT GRANT 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Budget Personal Services 0 0 0 0 Operational 29,965 550,000 3,583 800,000 Capital Outlay 0 0 0 0 29,965 550,000 3,583 800,000 ACTION GRANT 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Budget Personal Services 57,558 138,137 133,869 12,119 Operational 553,790 850,218 798,664 190,350 Capital Outlay 153,577 5,491 42,500 0 764,925 993,846 975,033 202,469 APPROPRIATED GRANTS 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Budget Personal Services 0 0 0 0 Operational 183 1,000 1,000 1,000 Capital Outlay 0 0 0 0 183 1,000 1,000 1,000 51 Public Works The Public Works Department is committed to provide safe, effective and environmentally sound public services including streets, residential solid waste collection, fleet services, engineering and water and sewage treatment systems. We pledge continuous improvement through high performance, customer service, communication, training and working together for the needs and requirements of the citizens and visitors of Yuma as well as our neighboring communities. The Public Works department provides a variety of services for the citizens of Yuma. Divided into six distinct areas of operation, the department works hard to achieve its mission. Engineering Division administers, monitors, and coordinates a comprehensive 5-Year Capital Improvement Program that incorporates adopted Council goals and policies, City infrastructure requirements and the needs of the general public. Engineering provides inspection of outside public works construction projects such as subdivisions and monitor the execution of encroachment permits as well as, coordination of traffic control maintenance. Street Division provides maintenance, repair of the transportation infrastructure within the City of Yuma limits, which consist of 108 square miles or 292 centerline street miles. Some of the street services include: • • • • • • Code Enforcement Compliance Right-Of-Way Maintenance Street Maintenance Street Traffic Control Street Sweeping Concrete Maintenance – Sidewalks, Curb & Gutters The Solid Waste Division services 18,000 Residential Customers and 700 Commercial Customers. This division is also responsible for various environmental programs such as the Annual Neighborhood Clean Up Campaign, Christmas Trees Recycling Program and the Yuma Area Household Hazardous Waste Fleet Services manages and provides preventive maintenance on a fleet of 684 vehicles and equipment. Also provided is technical, preventive maintenance, and fuel services to other local municipalities and nonprofit organizations. The Utility Treatment Division manages and provides proper operation and maintenance of 52 the City’s Water/Wastewater Treatment Facilities, booster pump stations, and chemical injection stations in compliance with Federal and State requirements. At the same time, Utility Treatment oversees, inspects, samples, and evaluates local industrial users to ensure compliance with EPA’s National Pretreatment Standards. Also performed is verification of compliance with EPA’s Clean Water Act, Safe Drinking Water Act, and biosolids regulations via environmental laboratory testing. Utility System Division monitors the installation, maintenance, and repair of the City-owned water transmission and distribution system, wastewater and stormwater collection systems, and water metering systems. Did You Know? The utility laboratory collected and analyzed 3,407 water, wastewater, and/or industrial discharge samples. • • AUTHORIZED PERSONNEL Administration Fleet Services Engineering Solid Waste Street Maintenance Water Wastewater Total FY 02/03 10 12 22.15 13 47.54 53.62 37.34 195.65 FY 03/04 10 12 25.15 13 47.54 54.62 41.34 203.65 • • • 2002-2003 ACCOMPLISHMENTS: • • • • • • Changed janitorial services from a contracted service to handling in-house. This has resulted in monetary savings and increase in quality. Completed rehab on four trucks, despite unseen problems in the Solid Waste truck’s chassis. Removed a contaminated 8000-gallon elevated horizontal storage tank and replaced it with a vertical 4000-gallon tank. This tank is used to store asphalt oils used in street maintenance. Performed street maintenance on 40% of City streets. Established a sweeper dumping site and secured an area within the new East Mesa WCFP for addressing street sweeping on the east COY limits. 53 • • • Provided specifications and found an active bid to purchase a new thermo patcher machine, saving thousands of dollars. Hauled 58 tons of green waste debris to the west wetlands to be utilized as mulch during Neighborhood Cleanup, saving the City disposal cost. Collected 2,944 Christmas trees during our recycling program of which 614 went to the Bureau of Land Management for fish habitat in the Colorado River and 2,330 went to the west wetlands for mulch. Established an employee cross training program, which allows for versatility in street maintenance activities. Utilized our street sweeping/asphalt recycling milling materials in our alleys, shoulders and unimproved roads. Completed APS remediation project at the Main Street plant, replaced soil on the east side of the plant and enlarged existing property lines. Upgraded security fencing around plant area, existing gates and location of monitor cameras for operations. Inspected and cleaned water tanks by certified diving contractors working with plant personnel. Main Street clearwells, old and new, have been inspected and cleaned with a video recording of all work performed. Repaired main 30” service supply line to 16th Street storage tanks. Outage was scheduled and lasted 4 hours. Work was performed by plant mechanics with an assist from the distribution crew to hut supply from outside the facility. • Completed the annual outage at the 9E plant for maintenance and repairs in 4 days. Security upgrades were also performed at this plant. • • • • • • Completed 16th Street Booster Pump Station rehab by contractors on a CIP project. Scope of work was the upgrade of pumps and motors, replacement of the engine, installation of a new standby generator and chlorine building, installation of caustic free scrubber for chlorine leaks, and upgrade to the security system. Completed risk and vulnerability assessment of the water treatment facilities. Upgraded 1/3 of the City’s storm lift stations. New shade structures were constructed over the electrical panels and screens and grating was installed at various stations for improvements. Performed jar tests in-house, where an outside vendor had previously handled testing for the Utility Laboratory. Assumed responsibility for the quarterly calibration of the WTP’s benchtop turbidimeter. GOALS FOR 2003-2004: • • • • To qualify Fleet Services as a Green Business by ADEQ following their guidelines and compliance form. Continue usage of the pavement management system by inputting new streets as they come into the City. Update another median on 32nd St to xeriscape Continue to perform street maintenance on 40% of our City streets 54 Upgrade one of the pumping stations in Hacienda Estates from a standby pump to a fully automated facility. Rehab of basins #1 and #2, which included replacement of a 42” effluent valve to filters from the basins, installation of new isolation gates, rebuilding of gear drives on four basin sweeps, and replacement of redwood beams on the floc drive areas. Upgrade the 9E plant and the 3E booster pump station for future water demand. A 4th pump and electrical controls to be installed at 3E and additional equipment to be installed at 9E deep well for future demand. Did You Know? Over 38 miles of sealants were applied to city streets. • • • • Start installaion/implementation of dedicated sample taps. Oversee lead and copper sampling of potable water. Replace the backwash recovery vertical turbine pump to provide back up for cleaning of filters on a day-to-day basis. Begin radiochemical sampling and analysis. Complete revision of the microbiological site-sampling plan to conform to the “water atlas” 2000-foot grids. 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Request Administration 0 (965) 0 0 Fleet Services (1) (2,500) 0 1,802,556 Engineering 20,187 82,451 20,435 276,042 Solid Waste 2,412,950 2,642,255 2,492,408 2,621,161 Streets 4,831,509 5,923,103 6,339,592 6,548,334 Water 8,621,307 9,453,767 8,388,128 9,543,870 Wastewater 4,346,454 5,289,397 5,053,667 6,193,000 20,232,406 23,387,508 22,294,230 26,984,963 Although funding limitations will challenge Public Work’s ability to sustain the department’s support to the City of Yuma and proactive approach to being prepared for future growth, the department is committed to the City’s Vision and to meeting the goals established for 2002-2004 in the City of Yuma’s Strategic Management Plan. The 2003-2004 Public Works Budget has increased $3.5 million, or 15%, from the previous year. This increase is due primarily to moving Fleet Services out of General Fund into its own Internal Service Fund, the addition of new personnel, and increasing debt service. Moving Fleet Services caused the Public Works budget to increase by $1.8 million. Before, this division’s expense was credited back to the department 100%. Now, this credit has been removed from the expense category and is shown as revenue in the new fund. All funds operating line items are budgeted below the 2002-2003 budget. Due to fund limitations, the department is requesting only the addition of 8 full time positions while deleting 3 part time positions. However, it must be emphasized that it is estimated the department would need at least 21 new positions and accompanying equipment in order to effectively stay abreast of new growth and new regulatory requirements. With the anticipated growth of the City, the demand for Public Work’s services will grow rapidly. • The wastewater budget increased primarily due to the requirement to comply with the Capacity, Management, Operations and Maintenance (C-MOM) program implemented by the Environmental Protection Agency. The requirements include comprehensive inspection, cleaning and maintenance of the collection system as well as a complete system audit recorded in a digital format and coded per national standards. • On March 10, 2003, the City of Yuma submitted its Notice of Intent (NOI) and Stormwater Management Program (SWMP) in compliance with the National Pollutant Discharge Elimination System (NPDES) Phase II Stormwater Rules. Over the next five years, the department will be developing and implementing those action items necessary to stay in compliance. The Engineering division is also proposing to add a Program Manager to coordinate these actions while also managing other multiple utilities related projects. In addition, the department will explore the potential of implementing a stormwater utility to pay for the program similar to what some other municipalities across the nation have implemented. 55 • It is imperative that the City executes the City’s Capital Improvement Program efficiently and effectively. All projects are key to providing the service the citizens deserve and expect; however, essential to meeting the City’s goals of Economic Development and Transportation is the completion of road projects according to the Major Roadway’s Plan, the completion of the East Mesa Water Pollution Control Facility, and the completion of the New Water Plant at 9E. In addition, the department continues to support growth as an integral part of the City’s team in dealing with commercial development such as the Yuma Palms Regional Shopping Center, residential development, and the Riverfront and Wetlands projects. • The Public Works Department will continue to look to the future and will proactively approach each challenge in cooperation with its partners internal and external to the City. For example, when the potential for summer water shortages on the East Mesa was realized, Public Works developed in partnership with other City Departments, a cost effective solution using resources available to the City. The Pubic Works Department submits its budget in conformance with the City Administrator’s budget guidance and with the focus on the City’s Vision of ensuring Yuma is a community that is livable and competitive. GENERAL FUND 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Budget Personal Services 1,284,920 1,471,324 1,454,308 568,759 Operational (1,302,129) (1,438,800) (1,473,835) (568,759) Capital Outlay 37,395 46,462 39,962 0 20,186 78,986 20,435 0 Public Works has had minimal impact on the usage of General Fund money. In the past, three divisions were housed in the General Fund: Administration, Fleet Services, and Engineering. All three of these divisions were able to charge out their expenses to other divisions, departments or the Capital Improvement Program (CIP), thereby decreasing the impact on General Fund. To further streamline this process, two changes were made. First, Fleet Services division was moved out of the General Fund and placed in a newly created internal service fund – Equipment Maintenance Fund. This change allows a better picture of the Fleet Services operations. This division’s previous credits that lowered their expense are now shown as revenue, allowing the true request for budget to be seen. The second change involved moving Engineering out of the General Fund into the Highway User Revenue Fund (HURF). Engineering charges the majority of their expenses out to CIP projects and distributes a portion of payroll expenses to other funds. Since the majority of projects that Engineering works on are Street related, HURF was chosen as their new home account. Because of their charge-out process, the impact on HURF was an increase of $276,042. 56 EQUIPMENT MAINTENANCE FUND 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Budget Personal Services 0 0 0 684,440 Operational 0 0 0 1,118,116 Capital Outlay 0 0 0 0 0 0 0 1,802,556 FY 2003-2004 Equipment Mtnce. Fund Budget (in thousands) $1,118 $-0- Capital $684 Personnel Operating Capital Outlay SOLID WASTE 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Budget Personal Services 575,700 648,542 634,611 657,214 Operational 1,822,386 1,888,713 1,857,797 1,858,947 Capital Outlay 1,797 105,000 0 105,000 2,399,883 2,642,255 2,492,408 2,621,161 FY 2003-2004 Solid Waste Fund Budget (in thousands) $1,858 $105 $657 Personnel Operating 57 Capital Outlay HIGHWAY USER REVENUE FUND (HURF) 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Budget Personal Services 1,861,424 2,135,319 2,085,614 2,785,026 Operational 2,773,529 3,382,774 3,205,561 2,823,976 Capital Outlay 0 107,000 9,532 75,000 4,634,953 5,625,093 5,300,707 5,684,002 FY 2003-2004 HURF Budget (in thousands) $2,823 $2,785 $75 Personnel Operating Capital Outlay CITY ROAD TAX FUND 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Budget Personal Services 0 0 0 0 Operational 196,556 298,010 298,010 242,340 Debt Service 0 0 740,875 738,034 Capital Outlay 0 0 0 0 196,556 298,010 1,038,885 980,374 58 WATER FUND 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Budget Personal Services 2,131,578 2,406,280 2,337,800 2,522,956 Operational 4,940,858 5,002,658 4,291,769 4,486,400 Debt Service 1,458,764 1,556,355 1,636,335 2,188,872 Capital Outlay 90,107 373,474 94,556 345,642 8,621,307 9,338,767 8,273,128 9,543,870 FY 2003-2004 Water Fund Budget (in thousands) $4,486 $2,188 $345 $2,522 Personnel Operating Debt Service Capital Outlay WASTEWATER FUND 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Budget Personal Services 1,607,806 1,777,663 1,688,803 1,936,929 Operational 2,669,874 3,275,014 3,022,112 3,208,788 Debt Service 0 0 364,210 728,420 Capital Outlay 68,774 236,720 25,405 318,863 4,346,454 5,289,397 5,053,667 6,193,000 FY 2003-2004 Wastewater Fund Budget (in thousands) $3,208 $728 $1,936 Personnel $318 Operating 59 Debt Service Capital Outlay Parks and Recreation Department The Parks and Recreation Department provides opportunities for learning and life experiences that enhance the physical, social, cultural and environmental well being of our community. We serve a diverse cross-section of citizens and visitors through the provision of programs, services and facilities that encourage the development of positive, lasting value systems and self esteem. The Parks and Recreation Department consists of seven areas that serve the public: The Administrative Division, Arts and Culture Division, Desert Hills Golf Shop and Restaurant, Parks Development Division, Parks and Golf Course Maintenance Divisions, Recreation Division and the Yuma Civic and Convention Center. The Administrative Division oversees the various administrative functions that keep our Department running smoothly. The Parks Development Division is responsible for the development of new parks and recreation facilities. Their concentration has been on riverfront development, including the West Wetlands Park. The development includes finding funding, developing partnerships, providing opportunities for volunteers, creating a positive image of the Park to the public, developing new revenue streams, and developing a workable plan in order to maximize efforts from the parks maintenance and park development staff. The Arts and Culture Division exists to promote the importance of the arts and culture for the enhancement of the community. The Division works to strengthen existing arts organizations and facilities, and develop programs and facilities where voids exist. The Division functions as the center of information for the community regarding Arts and Cultural activities. The Division will manage the new 40,000 square foot Yuma Art Center (which includes the Historic Yuma Theatre) when construction is completed in the late fall of 2003. The Desert Hills Golf Course Shop and Restaurant’s role is to provide a memorable life experience in a relaxing, environmentally friendly atmosphere. They offer excellent facilities and opportunities to the community and visitors, which encourage socializing, competing, exercising and learning. 60 There are seven divisions that make up Parks and Golf Course Maintenance. The Maintenance Division oversees the operation and provides daily maintenance of approximately 660 acres, which consists of: 26 parks, 56 basins/neighborhood basin parks, nine athletic complexes, two golf courses, 19 City building grounds, one gymnasium/indoor basketball court, 11 tennis courts, three outdoor basketball courts, and nine sand volleyball courts. Buildings Maintenance Specialists are used throughout the City to provide building maintenance such as HVAC, plumbing, electrical and carpentry. The Downtown Mall Maintenance District consists of: Giss Parkway north to First Street, and Madison Avenue east to Gila. Staff maintains this entire area, including the right-of-way and planters along the streets, parking lots and shade structures within these boundaries. The Division also provides support services to events that happen in the downtown area. The Baseball Complex Division is responsible for all grounds maintenance at the Ray Kroc Complex and provides support services for the special events held at the facility. The Desert Hills Golf Course Maintenance Division provides grounds maintenance services to the 155-acre championship style golf course, rated 3.5 stars by Golf Digest Magazine. Arroyo Dunes Golf Course Maintenance Division provides grounds maintenance services to the 40-acre, par-three style golf course. Basins and Roadsides Maintenance maintains approximately 150 acres of storm water basins and roadsides, which include over 70 sites, 120 acres of turf, plus 30 acres of desert landscape. Trails, Pathways and the Graffiti Abatement Division maintain 4.7 miles of bike and walking pathways. The Graffiti abatement program abated over 850 cases of graffiti throughout the City of Yuma in 2002. Their response time on graffiti abatement is usually within 24 hours of being reported. The Recreation Division consists of five areas: Recreation general, Senior adult programming, Adult programming, Youth programming, and Aquatics. Recreation General offers clerical support to staff, and customer service in the form of registration for programs and ramada rentals. Customer service staff function as a center of information for Parks and Recreational activities in the community. Senior Adult programming serves adults 50 years of age and over, providing activities including, arts and crafts, educational classes, fitness, dance, pool shooting, competitive games and sports programs. Adult programming is offered though many avenues, including year-round softball leagues and tournaments, volleyball, in-line hockey, instructional, fitness and arts and crafts programs. Youth programming offers many diverse sports, recreational and instructional opportunities for youth of all ages. In addition to the City-run activities, a strong component is the partnership between youth sports Co-Sponsor groups and the City. Beginning last summer, the Recreation Division expanded to include outdoor recreational activities such as: canoeing, kayaking and outdoor education programming. Aquatics programs include the operation and maintenance of three municipal pools. Yearround fitness and swim programs are offered, as well as Learn-to-Swim lessons during the summer. Marcus Pool is utilized in the fall by all high school competitive swim teams, along with limited use by nearby elementary schools. The Yuma Civic and Convention Center provides and maintains a multi-use sports, civic, and convention facility for business, social, recreational, and athletic activities. 61 AUTHORIZED PERSONNEL Administration Parks Maintenance Parks Development Recreation Arts and Culture Convention Center Golf Course Maintenance Golf Courses Total FY 02/03 4.85 64.6 2.8 12.8 3.25 14.25 12.53 9.92 125 FY 03/04 4.8 64.35 2.85 12 8.2 14.8 12.73 9.27 129 2002-2003 ACCOMPLISHMENTS: Arts and Culture Division Created Arts & Culture Commission Newsletters for inclusion in Water Bills. Wrote and received grants from Arizona Commission on the Arts for Commission Workshop, Artrain USA and Operating support. Hosted Artrain USA visual arts event at West Wetlands Park. Created PSA’s/Ads for Adopt-A-Chair campaign and increased sponsorship. Presented 9th annual Children’s Festival of the Arts. Wrote and received capacity building grant from Arizona Community Foundation. Developed plan for permanent art collection for City Hall. Completed Operating/Business Plan for Yuma Art Center. Developed and facilitated Yuma Art Center survey conducted by AWC’s Students in Free Enterprise group. Created Art Gallery brochure for the Arts and Culture Commission. Coordinated 3rd Annual Tribute of the Muses Award. Did You Know? The Parks Development Division, with the help of over 3000 volunteers, has planted 5000 trees in the West Wetlands tree nursery. 62 Desert Hills/Arroyo Dunes Golf Shops and Putter Inn Restaurant Increased 18 hole equivalent rounds of play from 50,000 to 52,000. Increased Driving Range use by 10%. Parks Development Division Completed West Wetlands Park Phase I Completed Equestrian Trail from 22nd Ave to 12th Ave. Planted 5000 trees from seeds or cloned in West Wetlands. Received Grant-funding for college interns who assisted in completing the lower bench tree planting and the pond construction and vegetation projects. Parks and Golf Maintenance Divisions Completed the levee sand painting artwork at the West Wetlands Park. Retrofited bleachers and lowered the west entrance drive way at the Baseball Complex stadium. Converted JHAF from sand-based infields to stabilized infields, install irrigation on infields and installed stabilized warning tracks, moving sprinklers to turf. Completed major irrigation repairs to pump stations at Smucker Park. Upgraded irrigation system, installed playground units, poured concrete curbing, installed shade structure, leveled basin, and installed concrete picnic table, bench and trash receptacle at Desert Ridge Basin. Provided Support for over 100 Special Events and Tournaments. Repaired and relocated the backflow prevention at Friendship Park. Replaced damaged concrete at the Kennedy Skate Park. Installed water source to the east side of the parks maintenance compound. Recreation Division Organized and assisted in the Grand Opening/Dedication of the Yuma Catholic High School Athletic Complex and the West Wetlands Park. Developed and initiated a Parks and Recreation Event Calendar on Outlook. Made a presentation to the Parks and Recreation Commission on participant numbers for the past 10 years in recreation programs. Added Outdoor Recreation programs, canoe and kayaking opportunities utilizing the West Wetlands and Colorado River and increased programming in youth basketball, adult softball leagues and teen activities. Renovated the John Morris Cottage and Clymer Recreation Center. Acquired and held ASA National Girls Fast Pitch Tournament in Yuma. Yuma Civic and Convention Center Hosted Governor’s Rural Development Conference in October 2002. Co-sponsored the “Yuma Wedding Show”, “Tour ‘N Travel Show”, “Monster Bash” Carnival and Haunted House and Chamber of Commerce Mixer. Hosted 6 major touring entertainment acts. Purchased new staging and new Pipe & Drape system. GOALS FOR 2003-2004: Arts and Culture Division Manage operation of 40,000 square foot Yuma Art Center. Present Visual Art Exhibitions in Public Works Atrium. Continue to develop operational support from outside agencies. Develop volunteer program for Art Center. Continue Fund Development via AdoptA-Chair and donor base. Create website for Yuma Art Center. Present 10th Annual Children’s Festival of the Arts and 25th Annual Yuma Symposium. Advocate Public Art Program and facilitate Public Art Projects. Desert Hills/Arroyo Dunes Golf Course Shops and Putter Inn Restaurant Increase 18 hole equivalent rounds of play by 3%. Increase driving range use by 3%. Increase Putter Inn Restaurant sales by 30%. Implement several new programs at the Putter Inn Restaurant such as Wine Tasting Dinners and seasonal activities. Develop a more efficient on-Course food and beverage service. Implement new Golf Course Software. Parks Development Division Complete upper lake project. Finish all lower bench planting and additional pond construction. Complete design of main road through West Wetlands. Complete APS Solar Garden. 63 Parks and Golf Course Maintenance Divisions Complete phase two of lower bank irrigation system at West Wetlands. Install irrigation to south side of Stadium. Replace sidewalk and footings at Caballero Tennis Courts. Install Sun shade over dugouts. Install concrete cart paths at Desert Hills Golf Course. Install new playground units and playground area at Kennedy Park. Install new irrigation booster pump at Kiwanis Park. Install new automatic irrigation system at Marcus Park. Install picnic areas and BBQ grills at Sanguinetti Park. Build new Crow’s Nest Tower at Sanguinetti Athletic Fields. Complete walk around the pond at Winsor Park. Install security fencing around playground at Carver Park. Recreation Division Obtain alternative sources of funding for programming. Research and develop a proposal for the acquisition of On-line Registration 64 Develop and institute an IVR line for our customers. Develop an operating plan for the National Guard Armory/Community Center. Develop outdoor activities and recreation programs geared specifically for teens. Develop an Outdoor Education program that can be offered to the schools. Acquire funding to purchase a P&R bus to transport program participants. Develop a registration application and volunteer training curriculum for all coaches and volunteers. Develop a plan to utilize additional program sites such as the John Morris Recreation Center and Ray Kroc Baseball Complex. Did You Know? Federal and State grants have paid for almost three million dollars in improvements to the Heritage Area. 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Request Administration 358,846 403,794 368,113 364,674 Parks Maintenance 3,897,321 4,456,207 4,031,294 4,496,526 Parks Development 461,746 7,365,713 922,595 2,911,539 Recreation 1,561,745 1,660,389 1,637,321 1,653,978 Arts & Culture 288,767 368,272 281,793 553,159 Convention Center 1,187,189 1,448,845 1,354,840 1,262,472 Golf Course Maintenance 1,079,136 1,360,718 1,213,216 1,230,814 Golf Course 1,245,643 1,276,069 1,241,510 1,177,738 10,080,393 18,340,007 11,050,682 13,650,900 For fiscal year 2003-2004, the Parks and Recreation Department presents a budget of $13,650,900. This is a decrease of $4.7 million from last year. The largest part of this is a $4.4 million decrease in the amount of grants that are budgeted. All grants that have been applied for are budgeted. This explains the variation in budgets from year to year. Other reductions to the budget include the decreasing of various services and operations. Some of the operations and services that will change in fiscal year 2003-2004 include: Convert to an alternating irrigation schedule, which will decrease water and utility accounts. Overseed the golf courses and athletic fields only to reduce the cost of seed and fertilizer. Reduce the number of days that the pools are open. Reduce some recreation programs. Changes to the budget this year are primarily due to the addition of new facilities. The new Yuma Art Center and Historic Theater renovation will be completed in November of 2003 and the West Wetlands Park opened in December of 2002. The Yuma Arts and Culture Assessment completed in 1996, by the Arizona Commission on the Arts, voiced a critical need for a multi-use facility for the performing and visual arts. The Art Center will be a 40,000 square foot facility that will include: The Historic Yuma Theatre, four Art Galleries, and seven classroom/workshop/studio spaces. The Art Center will be a six-day per week operation, open from Tuesday through Sunday. The Arts and Culture Division will be providing facility management and programming coordination for over 800 hours of entertainment events and arts workshops that will impact the latter half of fiscal year 2003-2004 and forward. Due to possible schedule delays during the construction process, the Division is planning a programming and rental schedule to commence in January 2004. Impacts to the Parks Maintenance Division include the addition of three new baseball fields (phase 3 and 4) to the Yuma Catholic High School Athletic Complex. Also this year, the division has accepted responsibility for the operations and maintenance of the new 110-acre West Wetlands Park (110 acres is equivalent in size to 83 professional football fields), which includes turf, ramadas, playground, restrooms, trails, plus numerous trees and flowering plants. The Parks and Golf Course Maintenance Divisions have undertaken massive reorganization efforts over the past two years in order to improve efficiency and minimize budget increases. This organization has resulted in: Better utilization and scheduling of existing equipment. Coverage of more area without substantial increases in staffing. Consistent standards of maintenance for all facilities. 65 The Recreation Division relies heavily upon part-time staff to conduct Recreational Activities. Due to the Classification and Compensation Study, part-time staff’s wages increased, which significantly impacted the overall Recreation Division budget. Also, there has been a change in the way the City accounts for our facility use exchange with the Yuma Union High School District (YUHSD). GENERAL FUND 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Budget Personal Services 3,048,829 3,399,871 3,213,765 3,814,744 Operational 2.087.962 2,179,452 2,161,383 2,149,738 Capital Outlay 114,595 108,257 52,802 125,257 5,251,386 5,687,580 5,427,950 6,089,739 FY 2003-2004 General Fund Budget (in thousands) $2,150 $3,815 $125 Personnel Operating Capital Outlay CITY ROAD TAX FUND 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Budget Personal Services 172,734 199,982 204,408 217,483 Operational 112,608 125,832 104,983 119,512 Capital Outlay 0 18,014 13,123 0 285,342 343,828 322,514 336,995 MALL MAINTENANCE DISTRICT FUND 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Budget Personal Services 179,156 203,637 207,969 103,281 Operational 111,595 186,820 134,107 147,100 Capital Outlay 0 47,586 0 0 290,751 438,043 342,076 250,381 The decrease in the Mall Maintenance District Fund budget is due to a decrease in services. The Downtown Mall District will see an adjustment in the number of staff hours provided to the Mall by Parks and Recreation. Staff hours will be reallocated to maintain the new West Wetlands Park and additional Yuma Catholic High School Athletic fields. 66 CONVENTION CENTER FUND 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Budget Personal Services 864,918 968,981 936,316 890,281 Operational 846,069 1,006,218 939,020 920,185 Capital Outlay 32,287 141,356 76,877 43,000 1,743,274 2,116,555 1,952,213 1,853,466 FY 2003-2004 Convention Center Fund Budget (in thousands) $920 $890 $43 Personnel Operating Capital Outlay APPROPRIATED GRANTS FUND 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Budget Personal Services 9,773 128,434 130,627 47,470 Operational 175,088 6,988,780 420,576 2,664,297 Capital Outlay 0 0 0 0 184,861 7,117,214 551,203 2,711,767 ARROYO DUNES GOLF COURSE 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Budget Personal Services 90,676 130,024 110,673 117,155 Operational 119,928 192,194 139,740 155,517 Debt Service 51,386 55,200 55,200 4,660 Capital Outlay 0 0 0 0 261,990 377,418 305,613 277,332 67 DESERT HILLS GOLF COURSE 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Budget Personal Services 862,693 961,847 863,984 948,780 Operational 1,197,874 1,194,534 1,241,141 1,166,440 Capital Outlay 2,222 102,988 43,988 16,000 2,062,789 2,259,369 2,149,113 2,131,220 FY 2003-2004 Desert Hills Golf Fund Budget (in thousands) $1,166 $949 Personnel $16 Operating 68 Capital Outlay Police Department The mission of the Yuma Police Department is to enhance the quality of life in the City of Yuma by providing all people with responsive and professional police service with compassion and concern. To accomplish its mission, the Yuma Police Department will work in collaboration with the citizens of Yuma and within the framework of the United States Constitution to enforce the laws, preserve the peace, reduce fear, and provide for a safe environment. The Police Department consists of Field Services and Support Services. Field Services includes the Patrol and Investigations divisions. Support Services includes the Administration, Reserves and Volunteers, Quality Assurance, Records and Technical Operations, and Public Safety Communications Center divisions. Administration is responsible for the overall management of the department. The Chief of Police along with two Captains provide the vision and leadership to achieve the goals and objectives of the Police department. service, and preliminary investigation of crimes. The Patrol bureau consists of specialized units for gangs, community policing, traffic accident investigation and enforcement, bicycle patrol, and canine. The Investigation bureau is responsible for the in-depth follow up investigation of complex criminal cases as well as preparing cases for court. Special units within the bureau perform a variety of functions including; DARE, School Resource Officer, Sex Offender notification, and domestic violence cases. The Reserve/Volunteer bureau consists of noncompensated reserve officers and volunteers used to augment certain operations. Reserves and volunteers provide crowd and traffic control at special events, public fingerprinting, and handicapped parking enforcement. The Quality Assurance bureau is responsible for the recruitment and selection of new personnel, in-service training, evidence room operations, polygraph, internal affairs, media liaison, and facilities maintenance. Patrol is the largest and most visible bureau in the department. Uniformed patrol personnel are responsible for the protection of life and property, response to 9-1-1 and other calls for 69 Records and Technical Operations is responsible for receiving, reviewing, entering, archiving and retrieving police reports. Records personnel transcribe police reports and provide victim’s rights notifications. The Public Safety Communications Center receives, records, and dispatches telephone requests for police and fire services. Emergency dispatchers provide communications to officers in the field as well as data links to other agencies. AUTHORIZED PERSONNEL Administration Grants Patrol Investigations Quality Assurance Records and Communications Public Safety Comm. Center Total FY 02/03 5 5.96 109.04 39 13 FY 03/04 5 4.32 110.68 39 13 23 23 33 34 228 229 Did You Know? In 2002, City of Yuma dispatchers responded to 81,691 calls for service. GOALS FOR 2003-2004: 2002-2003 ACCOMPLISHMENTS: Implemented a nine-squad structure in the Patrol bureau to provide better police coverage. Equipped all uniformed officers with tasers thus providing an alternative to deadly force. Created a dedicated gang unit. Added two high-end forensic computers to the Forensic Computer unit. Reorganized the Investigations bureau by adding a fourth sergeant and creating two Crimes Against Persons Units, One Property Crimes unit and a School Services unit. Added a dedicated Sex Offender Registration Investigator whose primary responsibility is the tracking and community notification of local sex offenders. Received a $19,307 grant from the Arizona Automobile Theft Association to aid in reducing automobile theft in Yuma. Coordinated DARE celebration for about 2000 DARE graduates. School Services unit received the City of Yuma STAR Award. Coordinated the Tobacco Compliance Check Program for Yuma County. Reorganized the Public Safety Communications Center. 70 Continue implementation of the mobile data computer project. Complete first phase of equipping uniformed and plainclothes officers with digital cameras. Develop and implement cold case investigations protocol. Continue building improvements. Purchase and install a second walk-in freezer for evidence storage, conduct electrical preventative analysis and install transient voltage suppression system. Purchase and equip unmarked command vehicle for field use. Hire consultant to complete a needs assessment for public safety computer/records systems. Review and revise records and communications policies. Review and improve evidence intake and release procedures. Provide responsive and professional police service to all citizens. 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Request Administration 647,384 834,624 699,144 752,885 Patrol 7,479,736 8,556,272 8,218,104 9,545,367 Investigations 2,492,332 2,880,136 2,754,366 2,973,886 Reserves 668 7,750 5,750 5,750 Quality Assurance 838,663 891,164 903,462 930,435 Records & Technical Ops. 2,083,313 1,629,030 1,511,341 1,496,430 Public Safety Comm. Center 0 1,687,475 1,308,999 2,120,843 13,542,096 16,486,451 15,401,166 17,825,596 For fiscal year 2003-2004, the Police Department presents a budget of $17,825,596. This is an increase of 8.1% over last year’s budget. The most significant increases to the Police Department budget include additional grants, payroll costs, insurance premiums, and equipment purchases. Projected health insurance and pension increases are the major increase in their payroll costs. Liability insurance premiums increased 35% or $34,641. The Police Department intends to equip their officers in the field with digital cameras over the next three years. The first year cost is projected to be $15,000. In addition, the 800 MHz portable and mobile radios are in need of replacement. The Police Department intends to replace all of their radios over the next five years. The first year cost is projected to be $60,000 for the portable radio replacements. In addition, the Public Safety Communications Center division has requested one new senior office assistant. This new position had no significant budget impact due to decreasing their part-time dispatcher budget to offset the cost of the new position. GENERAL FUND 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Budget Personal Services 10,430,982 12,582,207 11,739,076 13,226,410 Operational 2,027,633 2,514,658 2,204,949 2,286,158 Capital Outlay 78,663 247,757 212,756 37,150 12,537,278 15,344,622 14,156,781 15,549,718 FY 2003-2004 General Fund Budget (in thousands) $13,226 $2,286 $37 Personnel Operating 71 Capital Outlay PUBLIC SAFETY TAX 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Budget Personal Services 0 0 0 0 Operational 0 0 0 315,000 Capital Outlay 0 0 0 302,000 0 0 0 617,000 Other equipment purchases will be made using Public Safety Tax Fund monies. The Police Department anticipates spending $500,000 for computer upgrades, $55,000 for copiers, $22,000 for a walk-in freezer, and $40,000 for building electrical and voltage upgrades. One unmarked sport utility command vehicle will be purchased through the Equipment Replacement Fund. APPROPRIATED GRANTS FUND 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Budget Personal Services 335,035 438,227 409,965 309,816 Operational 669,783 703,602 834,420 1,099,062 Capital Outlay 0 0 0 276,850 1,004,818 1,141,829 1,244,385 1,658,878 In addition to the grants that the Police Department receives on a yearly basis, they have been awarded $26,850 from the Department of Transportation for the purchase of a traffic enforcement vehicle. The Police Department was also allocated $250,000 for a Mobile Command Vehicle and $10,000 for additional suits and boots from the Domestic Preparedness FY2003 supplemental equipment grant, which is received from the Department of Justice. 72 Fire Department The Fire Department exists to instill a sense of safety, security, and pride in those we serve through professional emergency intervention, education and prevention services. The Fire Department is comprised of eight divisions that work together to fulfill its mission. The Administration division is responsible for meeting funding needs of the department within budgetary guidelines and facilitating changes in personnel status and payroll. In addition, this division compiles and analyzes statistics from the department's operating divisions that include productivity, response times, and other quality measurement factors. Heavy involvement in short and long term planning is needed to achieve the highest level of effectiveness and efficiency in order to meet the goals of the Council and needs of the citizens. A major objective of Administration is to facilitate partnerships with other agencies that share similar interests or goals in specific areas. Together, reduction of costs is realized by each entity while still achieving the goals. The Training division is responsible for ensuring all federal training requirements are met for each individual suppression member. This division provides all Basic Life Support (BLS) and Advanced Life Support (ALS) training requirements for department personnel. Coordination of the community CPR (cardio pulmonary resuscitation), First Aid, and AED (automated external defibrillator) programs is also handled. The Operations Division is made up of three crews: A, B, and C. Each crew consists of 28 personnel who, along with a Shift Commander, staff five fire stations responsible for coverage of 108 sq. miles. Operations personnel not only respond to emergencies but also serve as the representatives of the Fire Department at public functions, appearances and gatherings (schools, 73 public functions, ball games, and immunization clinics). The Prevention division employees are committed to community risk reduction. Prevention achieves this mission through distributing smoke detectors and providing car seat classes. Prevention is also actively involved in pre-development meetings, to ensure prevention actions are incorporated before problems occur in construction phases. Prevention is responsible for fire inspections, investigations, plans checks, and public education classes. The Juvenile Firesetter Program is nationally recognized, and provides training and education to juveniles that are petitioned by Juvenile Court. Support Services maintains state of the art facilities and equipment that meets the physical and emotional requirements of our people and our community. The Special Operations Division of the Fire Department has primarily two subdivisions, Hazardous Materials and Technical Rescue. These specially trained members, with the exception of the Suppression Chief, are split across the three suppression crews. Training for the Hazmat members includes an initial 200 hours of training including personal protective equipment, identification and recognition, decontamination, air monitoring, hazardous material categorization, and diking and damming of spills. • • • Emergency Medical Services (EMS) makes up more than 80% of the department's call load. This division coordinates the Quality Assurance Committee's review of medical calls and ensures that 10% of all calls (EMS or not) are surveyed for customer satisfaction. This division also employs a part-time Office Assistant that enters all EMS calls into the records management system. • The Emergency Management Division’s mission is to mitigate the impact from all hazards in the City of Yuma and unincorporated areas of the County. Through Project Impact, businesses and schools were eligible for free disaster preparedness and prevention services. • AUTHORIZED PERSONNEL Administration Training Suppression Fire Prevention Support Services Emergency Management Emergency Mgmt. Grant Total FY 02/03 3.75 2 88 6 2 1.25 0 103 • • • • • FY 03/04 3.75 2 88 7 2 1.75 .5 105 • • • Trailer, with an associated savings of $150,000 to $200,000. Partnered with Public Works to jointly track Maintenance and Hydrant information. Collaborated in the design of an innovative new fire engine. Continued to be involved at the State and National level on matters directly affecting the City of Yuma Fire Department. Sponsored 14 individuals at the National Fire Academy, a record number. Graduated one Chief Officer from the prestigious 4-year Executive Fire Officer Program. Reorganized the administrative staff, creating an Administrative Branch and an Operations Branch. Hosted National Society of Executive Fire Officers annual conference. Increased our Technical Rescue Team from 12 to 15. Provided Aircraft Rescue Firefighting at the Yuma International Airport, training 18 personnel in Aircraft Rescue Firefighting techniques. Graduated 23 citizens from the first Community Emergency Response Team (CERT) class. Improved our property save ratio from 97.86% to 99.40%, meaning that for every $1.00 of property involved in fire, the department kept the loss at less than $0.01. Maintained an urban fire response time of 6 minutes or less, 80% of the time. Conducted a highly successful Annual Safety Fair. 2002-2003 ACCOMPLISHMENTS: • • • • • Updated the Fire Department’s Strategic Plan. Started design/construction on replacement Fire Station #3. Developed interdepartmental work groups to facilitate joint training and operations. Completed and submitted our Accreditation documentation for approval. Received the City’s Star Award for construction of the Hazardous Materials 74 • Held Healthy Kids Day at Fire Station #1. • • Implemented formal complaint processing format with documented follow-up. Counseled 27 convicted/confirmed juvenile firesetters and presented over 750 Prevention classes. • Complete vehicle and station repairs within three working days, 90% of the time. Did You Know? The Fire Department trained an estimated 3,823 in CPR and distributed 335 car seats. GOALS FOR 2003-2004: The City of Yuma Fire Department Work Plan for 2003 through 2004 addresses the specific elements in support of the Council’s Strategic Management Plan. Quality of Life • • • • • • Zero fire fatalities. Maintain the Community Risk Reduction program, continuing to focus energies in the Carver neighborhood. Increase the interaction within the schools for fire and life safety education. Do risk analysis and vulnerability assessments for high-risk industries. Partner with outside agencies including SafeKids. Continue to provide “value added” service to our citizens. • • • • • • • • • • • • High Performance • Citizen Participation Enhance development and refinement of statistical information. Continue Operation Heartbeat, and our Heartsaver/AED Program. Improve call processing, turnout, and response times. Implement technology solutions in dispatch and apparatus. Maintain property loss/save ratio at 97% or better. Stop fire loss in the room of origin 75% of the time. Critique every major incident to identify ways to improve. 75 Work with stakeholders to implement residential sprinklers. Continue active involvement with “citizen roundtable” meetings Recruit and train Citizen Emergency Response Teams (CERT). Continue to conduct customer satisfaction surveys. Maintain involvement in non-profit service organizations. Continue to support Sister City initiatives. Orderly Growth • • • • • Provide plans review and feedback within 5 days, 90% of the time. Inspect 90% of all buildings, maintaining a 95% violation correction rate. Establish, through Council approval, acceptable level of response times. Work with outside agencies to address issues of growth and development. Do a Public Safety technology needs assessment in conjunction with IT and PD Departments. 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Request Administration 218,476 456,050 405,272 432,071 Fire Training 245,503 195,548 180,989 188,520 Suppression 5,165,222 5,690,574 5,513,216 5,945,985 Prevention 302,642 395,113 356,799 484,259 Support Services 511,378 497,845 500,998 531,287 Special Operations 90,664 106,761 75,945 74,969 Emergency Medical Service 542,529 140,190 135,189 91,003 Emergency Management 198,434 247,447 205,251 1,106,959 Emergency Mgmt. Grant 0 73,388 9,800 21,000 7,274,848 7,802,916 7,383,459 8,876,053 The City of Yuma Fire Department is pleased to present its budget for fiscal year 2003-2004, representing a decrease of $165,791 in General Fund discretionary monies such as training and travel, and equipment. The economy, and its impacts on all of Arizona, has required a curtailing of expenditures across the fire department budget. Every division has reduced expenditures. However, while it will have an impact, the delivery of services to the citizens of Yuma should not see any reduction or change of services. The General Fund provides virtually all of the Department’s funding except for limited grant funding. Primarily, grants are channeled through the Emergency Management office and provide cost sharing of the EM office, and Weapons of Mass Destruction (WMD) funding. As a result of department requests, the State will fund the EM office this coming year at a level of $61,389, up from the previous years of $37,389. The Fire Department will continue to search and apply for new grants. Notification was recently received that the City will receive $288,000 in WMD grants this coming year. WMD grant funds are $40,000 in 2001, $133,000 in 2002, and $288,000 in 2003. These are all non-matching grants and can be used for equipment purchases, training, planning and personnel. To support the additional workload within the EM office, 1½ FTE’s will be added, paid for by federal grants. The Fire Department anticipates being awarded another Fire Act Grant this coming fiscal year. The City’s portion will be $29,714 with the total amount of $99,049 to replace our aging portable radios, the firefighter’s lifeline to the outside, in addition to furnishing other safety items. The department completed the process of National Accreditation and should receive formal approval in August 2003, at the Commission on Fire Accreditation International’s semi-annual meeting. Due to major improvements in the collection, collation, and analysis of pertinent department data, Fire Administration can now identify where in the city units are responding, how often, how long it takes to get there, and what occurs upon arrival. This allows the department to better serve the citizens by allocating resources where they are most needed. The department has applied this data collection to operations so as to analyze processes for efficiency, which has helped establish the performance criteria for the accreditation process. In the Emergency Medical Services Division, focus is specifically on the replacement of our cardiac defibrillators. This has been a multi-year, ongoing project due to the manufacturer no longer supporting the defibrillators this division uses. 76 Call Volume Number of Calls 10000 9000 8000 7000 6000 5000 1997 1998 1999 2000 2001 2002 2003 Year Collaborating with the Police Department, significant changes have been made in the Dispatching Center. Building on the current level of resources, a secretarial position was added to assist with the workload of day-to-day paperwork. Appointment of a Communications Center Manager was also achieved. The department continues to reduce emergency traffic on city streets through the Emergency Medical Dispatching protocols. In 1999, 4,359 Priority 1 calls were dispatched. In 2002, 3861 were dispatched, while in the same time period, the Priority 3 calls more than doubled from 238 to 532. This clearly demonstrates the value of Emergency Medical Dispatching protocols. Continued refinement of our customer service in dispatching is a top priority. In terms of productivity, this is the fourth straight year the department has increased outputs in almost every area measured. Overall, productivity increases averaged just over 9% in Suppression and Prevention. Other significant productivity increases were in Training (2%), Maintenance (3%), and Administration (3%). In 2000, the Fire Department responded to a total of 6699 calls. In 2001, that number jumped to 7411, an increase of approximately 11%. In 2002, that number rose again to 8333, another 12%. This is a dramatic increase in call load, putting added stress on the entire system as the department strives to meet the demand. Increases in Prevention can be attributed to the Community Risk Reduction program. Numerous smoke detectors were installed, mostly in the Carver neighborhood. The division also provided training and installed over 310 car seats. In partnership with the Health Department, Prevention immunized over 540 children, giving more than 1,200 immunizations against influenza, pneumonia, and tetanus. CDBG was awarded for enhancements in Community CPR classes as well as instituting the Heartsaver Program in the Carver neighborhood with a new Automatic External Defibrillator. Our Juvenile Firesetter Program is the model in the state, recognized by the court systems, and used extensively as an option to incarceration. Finally, another major priority is the fire protection for the airport. Although this is already in place, the department will be spending the bulk of the year improving the process and adapting to changes that occur at the airfield. This effort is intended to be cost neutral, with the costs being borne exclusively by the Yuma County Airport Authority. GENERAL FUND 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Budget Personal Services 5,979,330 6,087,193 5,921,359 6,468,568 Operational 1,126,976 1,328,846 1,232,217 1,218,783 Capital Outlay 23,567 123,312 64,451 58,420 7,129,873 7,539,351 7,218,027 7,745,771 77 FY 2003-2004 General Fund Budget $6,468 (in thousands) $1,218 $58 Personnel Operating Capital Outlay APPROPRIATED GRANTS FUND 01/02 Actual 02/03 Adjusted Budget 02/03 Estimate 03/04 Budget Personal Services 2,063 27,109 27,109 42,722 Operational 142,912 236,456 138,323 888,950 Capital Outlay 0 0 0 0 144,975 263,565 165,432 931,672 78 Capital Improvement Program CAPITAL IMPROVEMENT PROGRAM Page No. Capital Improvement Program Capital Improvement Project Summary 2003-2004 Capital Budget 79 82 83 Capital Improvement Program projects move forward in the schedule or out to later years. The timing of a project is dependent on the current condition of the facility and funding availability. The City of Yuma Capital Improvement Program (CIP) is a 5-year schedule of public physical improvements to the City’s infrastructure. The CIP sets forth proposed expenditures for systematically constructing, maintaining, upgrading, expanding, and replacing the community’s physical plant. As the 5-year CIP is fine-tuned, it is under the oversight of the CIP Review Committee, which is composed of senior staff and the City Administrator. At this time, the specific dollar amounts available for each funding source are known or reliable projections can be made and projects may be added or dropped based on the amount of funds available in the next five years. After review by staff, the next step is referral to the Planning and Zoning Commission for comments and recommendations. Projects are typically major expenditures. They can be either infrequent projects, such as the Municipal Government Complex construction project or systematic improvements, such as street surface replacement. Regular street maintenance of city facilities is not considered a Capital Improvement. Therefore, a project such as street slurry seals, which seals minor surface cracks, would not be found in this document and is funded, scheduled and completed within the Public Works Department’s Operations and Maintenance (O&M) budget. Because the CIP identifies what City facilities will be improved it is more than a schedule of expenditures. It is a statement of budgetary policy and a planning document. Implementation of the CIP is a tool to accomplish the adopted goals and policies of the City Council. The Planning and Zoning Commission’s role is to review the CIP for consistency with the goals and policies of the General Plan. A Public Hearing is held at a commission meeting, which results in a formal recommendation to the City Council. The Capital Budget, which is the first two years of the CIP and the 5-year CIP are then brought before the City Council. The City Council will hold a public hearing on the draft CIP at a regular Council meeting. Adoption then occurs at a subsequent Council meeting. Projects are developed through the course of the fiscal year. The process involves council, citizens, or staff proposing needed projects. Staff then coordinates the project with any related projects, reviews for compatibility with the City’s goals, identifies a funding source, and develops a project schedule. Projects are reviewed by the responsible department and placed within the department’s five-year schedule. During the annual review of the 5-year CIP, completed projects are removed, new projects are proposed, and scheduled 79 Projects can be funded by city, state or federal monies and by outside agencies and individuals. City funding sources typically are sales and property taxes, service and utility fees, the Road tax and the Highway Users Revenue fund (a state gasoline tax with specific amounts allotted to municipalities based on population). CIP BUDGET Normally, the first year of the CIP is called the capital budget. An extensive project, such as the installation of a major waterline, will typically be a multi-year project. The first year of the project is the design stage and the second year will involve the actual construction. The capital budget is integrated with the operating budget of the City and adopted in one motion. Funding revenues received by the City are used not only for building new infrastructure, but maintaining and operating the existing infrastructure. Therefore, if maintenance and operation costs are high or revenues are lower than usual, there will be fewer funds available for capital improvements. Additionally, many of the funding revenues can only be spent on designated projects. For example, fees collected at Desert Hills Golf Course can only be spent to maintain and improve that golf course. The projects within the first year of the CIP are prioritized. Prioritization is developed within each section and is established by the responsible departments. The prioritization is based on the need for the project and the available resources needed to complete the project. The availability of funds is the key factor as to whether a project will be initiated and completed. There are a variety of funding sources available, but these sources are limited in both the amount available and how these funds can be used. The following table lists the various funding sources the Capital Improvement Program uses. The Fund name is the abbreviation used in the program. FUND DESCRIPTION ADEF Arroyo Dunes Funds: Collected from user fees at the golf course BOND This fund can be either the voter approved bond issue for specific projects or City dollars, which are developed through a Bond financing mechanism. CDBG Community Development redevelopment projects. Block Grants: Non-City dollars, federal funds for DD Developer Deposits: Deposits paid by developers in place of completing construction on specific projects. DH Desert Hills Enterprise Fund: Collected from golf fees. GEN General Fund: Revenues from fees paid, sales tax, property tax, fines, etc. GRNT Grant: Non-City dollars, which can be federal or state grants. HERI Heritage Area Grant Funding: Funds allocated to the City of Yuma for specific improvements to the city’s riverfront and downtown area. HURF Highway Users Fund/Lottery Funds: This fund has two sources, the Highway Users Gasoline Tax and the Lottery dollars. The City receives a percentage of these funds based on population. Funds are used for street improvements or street related projects. OTHR Non-City dollars such as ADOT, APS funds or other agency funds. PBSF Public Safety Tax Fund: two-tenths percent sales tax collected for the acquisition, construction or improvements to public safety facilities. 80 PRO RCX Pro-rata: financing that has been collected and is available for development of projects. Recreation Complex funds: City dollars, which are collected from fees paid at the civic center and baseball complex. Also can be 2% excise tax dollars, depending on the specific project. ROAD City road tax: five-tenths percent sales tax used for specific road projects. SANI Sanitation funds: General Fund dollars, which are reserved for sanitation projects. SCF Sewer Capacity Fund: City dollars, collected from fees paid at time of sewer connection. STP Surface Transportation Program: Non-City dollars, federal highway funds for roads and bridges. SUF Sewer Utility Fund: City dollars, collected from fees paid for specific sewer utility items, such as a meter. SYSD System Development Charges: A separate fee paid at the time of issuance of a water permit. The fee is based on the acreage of the property. SSIC TWO% Sanitary Sewer Interceptor Charge: City dollars, collected from fees paid at time of issuance of a sewer permit. 2% Tax financing: A special excise tax on hotel, motel, restaurant and bar sales, which finances the Yuma Civic and Convention Center facility, the Baseball Complex, the Arroyo Dunes and Desert Hills Golf Courses, the Yuma Crossing Park and surrounding area and convention/tourism related activities. WCF Water Capacity Fund: City dollars, collected from fees paid at time of water connection. WUF Water Utility Fund: City dollars, collected from fees paid for specific utility items, such as a meter. 81 CITY OF YUMA 2003-2004 Annual Budget Capital Improvement Project Summary FUND 2003-2004 General Fund 1,291,000 Public Safety Tax 399,000 Grants Fund Appropriated Grants Fund Surface Transportation Program CDBG Grant Fund ACTION Grant Fund 9,363,800 1,120,000 871,500 260,900 Recreation Complex Fund 418,000 Two Percent Tax Fund 195,000 Desert Hills Golf Course Fund 50,000 Water Fund 6,074,000 Wastewater Fund 2,284,000 City Road Tax Fund 7,967,200 Highway User Revenue Fund/LTAF 4,087,500 Restricted Funds Bond Projects Developer Deposits Water System Development Sanitary Sewer Interceptor Charge Pro-rata Fees Other 100,916,080 207,500 235,000 2,650,000 466,579 3,234,400 TOTAL 142,091,459 82 CAPITAL IMPROVEMENT PROJECTS 2003-2004 Capital Budget CIP No. Project Title 2003-2004 BOND 1.9757 Budget Authority Reserve 3,000,000 1.9803 Yuma Theatre BLOCK Restoration/Art Ctr. 2,710,000 1.9905 Drying Beds-Main Street WTP 400,000 4.9205 Fire Station #3 Relocation 1,500,000 4.9401 Public Safety Training Facility 2,250,000 4.0000 Remodel and Upgrade Fire Station #1 5.9753 New PW Maintenance Shop 300,000 500,000 7.8706 20" Waterline - Hwy 80 - 6 1/2E to 8 1/2E 2,000,000 7.9417 16th St. Waterline Repl. & Zone 2 Mod. 325,000 7.9711 Ave. 3E Booster Station Improvements 120,000 7.9806 New Water Treatment Plant - 9E 26,500,000 7.0100 Zone 2 Booster Pump St. @ Main St. WTP 2,535,000 7.0101 Zone 1 - Water Transmission Line 2,600,000 7.0106 Zone 2 Boundary Modifications 180,000 7.0111 8th St. Water Transmission Ln. 1,590,000 7.0112 Ave. A Water Transmission Ln. 1,320,000 7.0113 Avenue B Water Transmission Line 450,000 7.0114 Avenue 9E Water Transmission Line 1,377,080 7.0115 Avenue 9E Water Transmission Line 1,110,000 7.0206 Water Storage Facility 2,410,000 7.0301 Avenue 9E Water Transmission Line 30,000 7.0302 40th St. - 30" Water Transmission Line 3,900,000 8.9803 East Mesa Water Pollution Control Fac. 30,000,000 8.9805 36th/40th Street Sanitary Sewer(E. Mesa) 5,295,000 8.0102 Jack Rabbit Mesa WPCF Upgrades 1,000,000 8.0103 Figueroa WPCF - Aerator Upgrade 8.0105 40th Street Sanitary Sewer Interceptor 8.0106 24th Street Sanitary Sewer Improvement 8.0305 Jack Rabbit Mesa WPCF Upgrades - Phase II 9.9301 28th Street Storm Drainage 200,000 5,000,000 14,000 200,000 2,100,000 TOTAL FOR BOND 100,916,080 CDBG 1.0101 Del Sol Façade Restoration 71,200 1.0102 Carver Neighborhood Center 800,300 TOTAL FOR CDBG 871,500 DD 1.9757 Budget Authority Reserve 200,000 2.9604 Linear Park:Central Drn Thacker to Ave C 7,500 TOTAL FOR DD 207,500 1.9757 Budget Authority Reserve 50,000 TOTAL FOR DH 50,000 DH GEN 1.9914 East Mesa Community Center (Natl. Guard) 580,000 1.0100 West Wetlands Lake & Irrigation Project 150,000 83 CAPITAL IMPROVEMENT PROJECTS 2003-2004 Capital Budget CIP No. Project Title 2003-2004 2.9604 Linear Park:Central Drn Thacker to Ave C 2.9806 Park Facility Improvements 21,000 140,000 2.0000 Catholic High School Athletic Complex TOTAL FOR GEN 400,000 1,291,000 GRNT 1.9757 Budget Authority Reserve 500,000 1.9911 Natural History Museum 150,000 1.0002 East Wetlands Design 600,000 1.0003 Yuma Crossing Ret. Component/Canal Walk 1.0015 Gateway Riverfront Park Project 40,000 2,350,000 1.0016 Heritage Center/Historic Molina Block 1.0027 West Wetlands West End Park 200,000 23,800 1.0100 West Wetlands Lake & Irrigation Project 200,000 1.0101 Del Sol Façade Restoration 500,000 1.0102 Carver Neighborhood Center 240,900 1.0103 Carver Neighborhood Security Lights 1.0105 Mobile Data Planning and Implementation 2.9703 Crossing Park Improvements 20,000 2,800,000 500,000 5.9746 E.M.C.Pathway: Maxey Check to 40th St. 5.9800 Old Col. River (Ocean to Ocean) Bridge TOTAL FOR GRNT 1,000,000 500,000 9,624,700 HURF 1.0012 Gila Street Extension 48,000 5.9105 Magnolia, et al 80,000 5.9106 Naples Avenue and Rancho Viejo Subdiv. 540,000 5.9205 12th to 16th Streets: 4th Ave to Ave "A" 110,000 5.9207 Camino Alameda, et al (Casa Manana) 37,000 5.9208 Catalina Drive - 32nd St. to 4th Ave. 25,000 5.9209 17th-19th Streets: 5th Ave to Ave "A" 75,000 5.9401 Villa Hermosa No. 2 except 22nd St. 35,000 5.9408 Maiden Ln. & Gila St - 1st St to Giss Pk 42,500 5.9510 Driveway Replacements 40,000 5.9511 Sidewalk Handicap Ramps 10,000 5.9513 7th Street - 600 & 1000 Blocks 215,000 5.9602 1st Avenue: 16th Street to 12th Street 600,000 5.9709 Pave 21st Drive and 25th Street 25,000 5.9711 Sahuaro Estates Reconstruction 288,000 5.9714 Engler Avenue - 24th St. & E. Palo Verde 50,000 5.9715 29th Street between 4th Ave. & 8th Ave. 155,000 5.9746 E.M.C.Pathway: Maxey Check to 40th St. 119,000 5.9749 31st Drive Realignment 195,000 5.9805 Relamp Traffic Signals 50,000 5.9904 Street Lights - Infill/Growth 80,000 5.9905 Meadowbrook Subdivision Reconstruct 5.0102 Bus Lane/Bus Stop Rights-of-Way 250,000 30,000 5.0301 Traffic Signal System Implementation 267,000 9.9302 Hacienda Estates Storm Force Main 200,000 84 CAPITAL IMPROVEMENT PROJECTS 2003-2004 Capital Budget CIP No. Project Title 2003-2004 9.9304 Hacienda Retention Basins 100,000 9.9305 Storm Pump Station Telemetry 50,000 9.9311 Storm Sewer - Pecan Grove Area 9.9313 Area Detention Basin - Victoria Meadows 160,000 37,000 9.9319 Ext. Storm Sewer/Arena Dr/9th to 10th St 80,000 9.9402 6th Place Storm Sewer 20,000 9.9403 Storm Water Lift Station Improvements 40,000 9.9801 Fix Alley Drainage: 4th Avenue & Ave. A 34,000 TOTAL FOR HURF 4,087,500 OTHR 1.9757 Budget Authority Reserve 291,400 1.0002 East Wetlands Design 500,000 1.0301 Aerial Photography 25,000 2.9207 Kennedy Park Expansion 400,000 2.9703 Crossing Park Improvements 50,000 5.9701 Avenue A: 16th St. to 24th St. 465,000 5.9738 Traffic Signal Install.: Ave. B & 28th 5.0301 Traffic Signal System Implementation 9.9301 28th Street Storm Drainage 70,000 200,000 1,200,000 TOTAL FOR OTHR 3,201,400 PBSF 1.9757 Budget Authority Reserve 100,000 1.0302 800 MHZ New Radio Site 150,000 4.0102 Station #4-Vehicle Exhaust Removal Syst. 149,000 TOTAL FOR PBSF 399,000 PRO 1.9757 Budget Authority Reserve 300,000 2.9604 Linear Park:Central Drn Thacker to Ave C 5.8325 24th Street - Avenue B to Avenue C 5.9516 20th St. Pathway/Bikeway-Ave B to Ave C 5.9738 Traffic Signal Install.: Ave. B & 28th TOTAL FOR PRO 3,000 132,579 1,000 30,000 466,579 RCX 3.0200 Convention Center Roof Replacement 178,000 3.0201 Air Handler Replacement 240,000 TOTAL FOR RCX 418,000 85 CAPITAL IMPROVEMENT PROJECTS 2003-2004 Capital Budget CIP No. Project Title 2003-2004 ROAD 1.9757 Budget Authority Reserve 900,000 1.9802 Main Street Design/Reconstruction 60,000 1.0103 Carver Neighborhood Street Lights 23,000 1.0301 Aerial Photography 75,000 2.9207 Kennedy Park Expansion 100,000 2.9703 Crossing Park Improvements 88,000 5.8308 Arizona Ave - 16th Street to Palo Verde 5.8323 40th Street - Arizona Avenue to Avenue A 550,000 10,000 5.8324 24th Street - East Main to Avenue B 50,000 5.8325 24th Street - Avenue B to Avenue C 100,000 5.8702 1st Street: Gila Street to Avenue C 500,000 5.9211 Airport Loop, et al 30,000 5.9402 32nd Street - 4th Avenue to Avenue B 535,000 5.9404 Major Intersection Improvements 200,000 5.9512 Right-of-Way Acquisition 200,000 5.9516 20th St. Pathway/Bikeway-Ave B to Ave C 5.9615 20th St. Pathway/bikeway-E.M.C.- Ave. B 39,300 7,500 5.9628 Intersection Sight Distance 150,000 5.9701 Avenue A: 16th St. to 24th St. 805,000 5.9702 Avenue A: 8th St. to 16th St. 100,000 5.9704 Avenue A: 1st St. to 8th St. 300,000 5.9705 Avenue A: 32nd St. to 36th St. 50,000 5.9726 28th Street Constr.: Ave. B to Ave. C 200,000 5.9738 Traffic Signal Install.: Ave. B & 28th 70,000 5.9746 E.M.C.Pathway: Maxey Check to 40th St. 80,000 5.9800 Old Col. River (Ocean to Ocean) Bridge 5.9806 Traffic Signal Interconnection 50,000 150,000 5.9907 Upgrade Traffic Signals w/Illumin. Signs 60,000 5.9912 32nd Street - Avenue A to 8th Avenue 30,000 5.9913 Arizona Avenue - 16th to Giss Pky 489,000 5.9990 Traffic Signal Installation and Upgrades 250,000 5.0009 Avenue 3E Landscaping 10,000 5.0104 Intersection Safety Upgrades 120,000 5.0107 Roadway Lighting Replacement 50,000 5.0116 Avenue 3E Corridor Study 300,000 5.0200 Araby Road Pavement Replacement 454,400 5.0303 Avenue D and 20th Street Intersection 220,000 9.9301 28th Street Storm Drainage 175,000 9.9400 The Manors Storm Sewer System 9.9600 4th Street Storm Sewer 10,000 235,000 9.0101 Stormwater NPDES Permit 141,000 TOTAL FOR ROAD 7,967,200 86 CAPITAL IMPROVEMENT PROJECTS 2003-2004 Capital Budget CIP No. Project Title 2003-2004 SSIC 8.0302 Upgrade Figueroa Service Area 2,500,000 8.0303 Sanitary Sewer Collection System Modeling TOTAL FOR SSIC 150,000 2,650,000 STP 5.8702 1st Street: Gila Street to Avenue C 150,000 5.9402 32nd Street - 4th Avenue to Avenue B 630,000 5.9516 20th St. Pathway/Bikeway-Ave B to Ave C 142,000 5.9615 20th St. Pathway/bikeway-E.M.C.- Ave. B TOTAL FOR STP 198,000 1,120,000 SUF 1.0301 Aerial Photography 75,000 8.8705 12th Street Trunk Sewer, Phase I & II 50,000 8.9404 Line 12" A.C. Force Main 40,000 8.9440 Sanitary Sewer Lift Station Improvements 90,000 8.9502 Manhole Rehabilitation/Reconstruction 500,000 8.9593 Sewer Line Replacements/Improvements 420,000 8.9801 Pacific Avenue Sewer-East Palo Verde 38,000 8.9805 36th/40th Street Sanitary Sewer(E. Mesa) 50,000 8.0000 Catch Basin Improvements 30,000 8.0001 3rd Avenue Sewerline Replacement 50,000 8.0004 Sanitary Junction Box Replacement 54,000 8.0005 1st Avenue Trunk Sewer Replacement 193,000 8.0006 Riverfront Park Manhole Replacement 15,000 8.0100 Sewerline Replacement 25,000 8.0101 Avenue C Lift Station Improvements 80,000 8.0104 Figueroa WPCF SCADA Improvements 129,000 8.0105 40th Street Sanitary Sewer Interceptor 85,000 8.0200 Digester Electrical Upgrades 50,000 8.0300 Wastewater Utility Security 40,000 8.0301 Figueroa WPCF Gate Replacements 8.0306 Primary Motor Control Center Upgrade TOTAL FOR SUF 160,000 110,000 2,284,000 SYSD 7.8722 12" Water Main: 3E & Gila Ridge Road 7.9603 Gila Ridge: Avenue 4 1/2E to Araby TOTAL FOR SYSD 175,000 60,000 235,000 TWO% 1.0011 Riverfront Development Master Planning 45,000 1.0019 Miscellaneous Structure Demolition 50,000 1.0020 Riverfront Dev. Area Utility Underground TOTAL FOR TWO% 100,000 195,000 87 CAPITAL IMPROVEMENT PROJECTS 2003-2004 Capital Budget CIP No. Project Title 2003-2004 UNF 1.0303 Downtown/Redondo Area re-signing 33,000 TOTAL FOR UNF 33,000 WUF 1.0002 East Wetlands Design 50,000 1.0301 Aerial Photography 75,000 7.8225 12" Waterline - 1st Avenue 80,000 7.8310 12" Water Line - 2nd Avenue 242,000 7.8802 12" Main: 5th Ave - 8th to 16th Streets 300,000 7.9102 Water Service Line Replacement 250,000 7.9207 Recoat Elevated Storage Tank 800,000 7.9294 Fire Hydrants 150,000 7.9309 10" Main on Magnolia Avenue-1st-8th St. 40,000 7.9406 6" Waterline-20th Ave:3rd St to 5th St 34,000 7.9408 Waterlines: 3rd Avenue-3rd St.-4th St. 110,000 7.9410 Waterline: Magnolia and Dora Avenues 180,000 7.9416 Pecan Grove Improvements 30,000 7.9417 16th St. Waterline Repl. & Zone 2 Modification 100,000 7.9490 New Water Services 75,000 7.9602 Avenue A - 16th to 24th Streets 40,000 7.9606 15th, 16th & 17th Aves.: 3rd to 8th Sts. 61,000 7.9700 20" Water Main on 5th St-Gila to Madison 203,000 7.9707 10" Water Main: 19th St-4th Ave to Ave A 50,000 7.9996 Waterline Replacement/Improvements 400,000 7.0002 Filter Gallery Emergency Pump System 60,000 7.0102 Flocculation/Sedimentation Basin 300,000 7.0103 1st Avenue Waterline Replacement 160,000 7.0107 Zone 2 to Zone 1 Pressure Reducing Valve 200,000 7.0109 16th Street Storage Tank Reconfiguration 216,000 7.0110 24th Street 16" Waterline Replacement 100,000 7.0117 SCADA System Upgrades, Phase I 760,000 7.0118 32nd Street - 20" Water Transmission Ln. 40,000 7.0119 Main Street WTP Flouride Improvements 400,000 7.0202 Filter Upgrades 199,000 7.0203 Water Utility Security 36,000 7.0204 Backwash Recovery Pump and Motor 109,000 7.0205 Filter Backwash Pump Vault 24,000 7.0300 Zone 2 Water Transmission (20") 200,000 TOTAL FOR WUF 6,074,000 GRAND TOTAL 88 142,091,459 Appendix APPENDIX Page No. Schedule 1 – Revenues Schedule 2 – Department Expenditure by Fund Schedule 3 – Outside Agency Schedule 4 – Supplemental Listing Schedule 5 – Authorized Staffing Level Glossary 89 93 96 97 99 102 SCHEDULE 1 REVENUES 2002-2003 BUDGET GENERAL FUND Local Taxes: Sales tax (1%) Property Tax Delinquent Property Tax Franchise Tax Intergovernmental Revenues: State revenue sharing State sales tax Auto in-lieu tax Emergency services Licenses and Permits: Business licenses Liquor licenses Building permits Electrical permits Plumbing permits Mechanical permits Charges for Services: Zoning and subdivision fees Plan check fees Other development fees Swimming fees Recreation fees Other charges Emergency service fees Police services Use of Money and Property: Investment income Recreation facility rents Mall district rentals Fines, Forfeitures, Penalties: Vehicle code fines Police fines Parking & other fines Animal control fines Special assessment penalties Miscellaneous Revenues: Sale of property Unclassified revenues Total HIGHWAY USER REVENUE FUND Intergovernmental Revenues: State gasoline tax Use of Money and Property: Investment income Miscellaneous Revenues: Unclassified revenues Total 2002-2003 ACTUAL 2003-2004 REQUEST 13,833,000 5,569,705 140,000 2,089,750 13,237,036 5,339,294 186,245 1,961,253 14,325,000 5,901,384 150,000 2,077,000 8,364,244 6,039,610 2,400,000 17,000 8,250,005 6,062,273 2,746,079 22,818 6,996,136 6,132,504 2,587,000 23,000 260,000 32,500 815,000 145,000 105,000 66,000 297,636 33,574 1,339,830 167,677 123,506 83,058 260,000 33,000 1,115,000 140,000 105,000 68,000 105,500 220,000 23,000 102,000 205,000 37,450 638,000 93,756 479,179 56,168 106,371 245,042 42,161 644,389 95,500 400,000 29,500 109,000 230,000 37,660 649,848 440,000 68,350 6,000 287,189 66,905 38,892 320,000 178,500 6,000 430,000 196,000 - 532,431 268,668 - 450,000 235,000 - 7,000 94,500 42,449,609 38,157 103,751 42,853,343 10,000 95,500 42,759,532 6,532,000 6,732,653 7,299,620 130,000 97,690 110,000 10,000 6,672,000 82,824 6,913,167 10,000 7,419,620 89 SCHEDULE 1 REVENUES 2002-2003 BUDGET CITY ROAD TAX Local Taxes: Sales tax (0.5%) Use of Money and Property: Investment income Total 2002-2003 ACTUAL 6,916,500 6,617,390 7,042,000 150,000 7,066,500 37,749 6,655,139 68,000 7,110,000 434,207 431,752 7,336 5,000 25,620 467,163 42,500 479,252 - - - 92,000 62,000 6,700 16,500 101,342 64,416 4,859 38,024 95,000 62,000 7,000 27,500 7,000 185,000 60,000 1,300 11,326 170,948 59,838 14,222 10,000 165,000 57,000 8,000 5,000 435,500 20,392 485,367 7,500 439,000 2,725,000 2,741,971 2,834,750 25,000 11,492 12,500 2,750,000 18,645 2,772,108 2,847,250 1,094,000 40,000 1,132,898 47,962 1,684,000 40,000 5,000 1,139,000 7,997 1,188,857 5,000 1,729,000 LOCAL TRANSPORTATION ASSISTANCE FUND Intergovernmental Revenues: Lottery tax 418,000 Use of Money and Property: Investment income 2,400 Miscellaneous Revenues: 40,000 Contributions 460,400 Total RECREATION COMPLEX FUND Local Taxes: Sales tax (2.0%) Charges for Services: Liquor sales Concession stand sales Other sales Commissions & fees Use of Money and Property: Investment income Room rents Equipment rents Other rents Miscellaneous Revenues: Unclassified revenues Total TWO PERCENT TAX FUND Local Taxes: Sales tax (2%) Use of Money and Property: Investment income Miscellaneous Revenues: Unclassified revenues Total SOLID WASTE FUND Charges for Services: Collection fees Receptacles sales Miscellaneous Revenues: Unclassified revenues Contributions Total 2003-2004 REQUEST 90 SCHEDULE 1 REVENUES 2002-2003 BUDGET DOWNTOWN MALL MAINTENANCE FUND Local Taxes: Property Tax 74,000 Miscellaneous Revenues: 7,000 Unclassified revenues 81,000 Total PUBLIC SAFETY TAX FUND Local Taxes: Sales tax (0.2%) Use of Money & Property: Investment income Total 2003-2004 REQUEST 83,178 74,000 12,432 95,610 7,000 81,000 2,766,600 2,646,053 2,815,000 105,000 2,871,600 45,917 2,691,970 37,500 2,852,500 212,752 2,293 16,603 208,800 2,500 16,000 9,945 3,027 9,400 4,000 57 244,677 500 241,200 973,276 268,916 379,148 74,458 1,088,700 300,000 525,000 72,500 266,835 9,098 342,000 10,000 1,971,731 2,338,200 4,963,500 3,926,600 163,300 159,000 - 5,253,883 4,199,897 228,952 156,969 - 5,595,000 3,973,000 209,800 148,000 - 350,000 213,082 270,000 88,704 9,651,104 166,405 10,219,188 92,704 10,288,504 ARROYO DUNES GOLF COURSE FUND Charges for Services: Green fees 233,700 Merchandise sales 2,500 Range fees 17,500 Use of Money and Property: Equipment rents 9,400 Investment income 4,700 Miscellaneous Revenues: 600 Unclassified revenues 268,400 Total DESERT HILLS GOLF COURSE FUND Charges for Services: Green fees 1,125,000 Merchandise sales 325,000 Liquor sales Concession stand sales 525,000 Food sales Range fees 80,000 Use of Money and Property: Equipment rents 255,000 Room rents 10,000 Miscellaneous Revenues: Unclassified revenues 2,320,000 Total WATER FUND Charges for Services: Residential water fees Commercial water fees Fire hydrant fees Service establishment fees Meter fees Use of Money and Property: Investment income Miscellaneous Revenues: Unclassified revenues Total 2002-2003 ACTUAL 91 SCHEDULE 1 REVENUES 2002-2003 BUDGET WASTEWATER FUND Charges for Services: Residential sewer fees Commercial sewer fees Sewer connection fees Use of Money and Property: Investment income Equipment rent Miscellaneous Revenues: Unclassified revenues Total WATER RESTRICTED FUNDS Charges for Services: Water capacity fees Water system dev. fees Use of Money and Property: Bond proceeds Investment income Total 2002-2003 ACTUAL 2003-2004 REQUEST 2,561,000 3,338,900 - 2,785,498 3,793,657 - 2,669,000 3,448,500 - 36,000 - 21,812 - 12,000 - 5,500 5,941,400 8,747 6,609,714 5,000 6,134,500 1,200,000 170,000 1,487,410 285,652 1,500,000 200,000 13,470,840 99,000 14,939,840 63,440 1,836,502 40,019,920 77,000 41,796,920 WASTEWATER RESTRICTED FUNDS Charges for Services: Sewer capacity fees 500,000 Sewer system dev. fees 168,800 Use of Money and Property: Bond proceeds 27,509,400 445,400 Investment income 28,623,600 Total 1,571,915 350,357 500,000 202,800 273,628 2,195,900 33,000,000 326,700 34,029,500 EQUIPMENT REPLACEMENT FUND Use of Money and Property: Equipment rentals Investment income Unclassified revenues 2,856,588 600,000 - 2,858,319 317,542 - 2,365,070 350,000 - 3,456,588 3,175,861 2,715,070 EQUIPMENT MAINTENANCE FUND Charges for Services: Guaranteed maintenance Non-guaranteed maintenance Fuel sales - - 1,266,180 77,220 459,156 Use of Money and Property: Investment income - - - - - 1,802,556 Total Total 92 SCHEDULE 2 2003-2004 BUDGET (By Fund/Dept) 2001-2002 Actual 2002-2003 Budget 2002-2003 Estimate 2003-2004 Budget GENERAL FUND MAYOR AND COUNCIL MUNICIPAL COURTS CITY ADMINISTRATOR'S OFFICE CITY ATTORNEY'S OFFICE INFORMATION TECH SERVICES ADMINISTRATIVE SERVICES GENERAL GOVERNMENT COMMUNITY DEVELOPMENT PUBLIC WORKS DEPARTMENT PARKS AND RECREATION POLICE DEPARTMENT FIRE DEPARTMENT INTRACITY COST ALLOCATION 185,113 851,319 1,097,119 934,105 1,207,411 2,724,022 1,906,027 2,619,889 (39,171) 5,076,994 12,389,348 6,751,400 (2,549,421) 33,154,155 214,120 1,008,904 1,342,418 1,188,564 2,240,408 3,453,390 2,968,315 2,857,002 78,986 5,687,580 15,344,622 7,539,351 (3,050,981) 40,872,679 231,516 1,000,785 1,302,720 1,421,909 1,612,375 3,555,890 1,596,020 2,738,862 20,435 5,427,950 14,156,781 7,218,027 (3,050,981) 37,232,289 241,308 1,084,817 1,484,128 1,326,109 2,137,497 3,749,580 2,581,270 2,967,357 6,089,739 15,549,718 7,745,771 (2,809,780) 42,147,514 4,619,221 4,619,221 5,625,093 5,625,093 5,300,707 5,300,707 5,684,002 5,684,002 TOTAL 196,556 285,054 481,610 298,010 343,828 641,838 1,038,885 322,514 1,361,399 980,374 336,995 1,317,369 TOTAL 83,458 83,458 105,423 105,423 105,423 105,423 104,188 104,188 TOTAL - - - 33,000 617,000 650,000 TOTAL 1,724,499 1,724,499 2,116,555 2,116,555 1,952,213 1,952,213 1,853,466 1,853,466 TOTAL 625,612 625,612 728,165 728,165 728,165 728,165 843,536 843,536 TOTAL 2,395,392 2,395,392 2,642,255 2,642,255 2,492,408 2,492,408 2,621,161 2,621,161 TOTAL 293,000 293,000 438,043 438,043 342,076 342,076 250,381 250,381 TOTAL 807 924,859 925,666 3,587 1,800,413 1,804,000 633 991,686 992,319 900 1,414,100 1,415,000 TOTAL HIGHWAY USERS REVENUE FUND PUBLIC WORKS DEPARTMENT TOTAL CITY ROAD TAX FUND PUBLIC WORKS DEPARTMENT PARKS AND RECREATION LTAF GENERAL GOVERNMENT PUBLIC SAFETY TAX MUNICIPAL COURTS POLICE DEPARTMENT CONVENTION CENTER FUND PARKS AND RECREATION 2% TAX FUND GENERAL GOVERNMENT SOLID WASTE FUND PUBLIC WORKS DEPARTMENT MALL MAINTENANCE FUND PARKS AND RECREATION HUD CDBG ENTITLEMENT ADMINISTRATIVE SERVICES COMMUNITY DEVELOPMENT 93 SCHEDULE 2 2003-2004 BUDGET (By Fund/Dept) 2001-2002 Actual 2002-2003 Budget 2002-2003 Estimate 2003-2004 Budget COMMUNITY REDEVLPMNT GRNT COMMUNITY DEVELOPMENT TOTAL - 550,000 550,000 3,583 3,583 800,000 800,000 TOTAL 763,573 763,573 993,846 993,846 975,033 975,033 202,469 202,469 TOTAL 4,700 183 183,999 1,004,818 144,975 1,338,675 15,000 4,700 1,000 115,000 7,117,214 1,141,829 263,565 8,658,308 10,000 4,450 1,000 115,000 551,203 1,244,385 165,432 2,091,470 43,000 4,450 100,000 1,000 160,000 2,711,767 1,658,878 931,672 5,610,767 TOTAL 2,320,160 2,320,160 2,317,030 2,317,030 2,317,030 2,317,030 49,737 49,737 TOTAL 1,666,455 1,666,455 1,673,033 1,673,033 1,673,033 1,673,033 - TOTAL 1,369,348 1,369,348 1,350,691 1,350,691 1,350,691 1,350,691 1,352,210 1,352,210 TOTAL - - 2,000 2,000 1,651,825 1,651,825 TOTAL - - - 2,795,694 2,795,694 TOTAL 261,182 261,182 377,418 377,418 305,613 305,613 277,332 277,332 TOTAL 2,056,950 2,056,950 2,259,369 2,259,369 2,149,113 2,149,113 2,131,220 2,131,220 7,377,018 7,377,018 9,338,767 9,338,767 8,273,128 8,273,128 9,543,870 9,543,870 4,301,336 4,301,336 5,289,397 5,289,397 5,053,667 5,053,667 6,193,000 6,193,000 ACTION GRANT FUND COMMUNITY DEVELOPMENT APPROPRIATED GRANTS FUND MUNICIPAL COURTS CITY ATTORNEY'S OFFICE GENERAL GOVERNMENT COMMUNITY DEVELOPMENT PUBLIC WORKS DEPARTMENT PARKS AND RECREATION POLICE DEPARTMENT FIRE DEPARTMENT 1995 MPC DEBT SERVICE FD DEBT SERVICE 1996 MPC DEBT SERVICE FD DEBT SERVICE 1998 MPC DEBT SERVICE FD DEBT SERVICE 2001 MPC DEBT SERVICE FD DEBT SERVICE 2003 MPC DEBT SERVICE FD DEBT SERVICE ARROYO DUNES GOLF COURSE PARKS AND RECREATION DESERT HILLS GOLF COURSE PARKS AND RECREATION WATER FUND PUBLIC WORKS DEPARTMENT TOTAL WASTEWATER FUND PUBLIC WORKS DEPARTMENT TOTAL 94 SCHEDULE 2 2003-2004 BUDGET (By Fund/Dept) 2001-2002 Actual 2002-2003 Budget 2002-2003 Estimate 2003-2004 Budget EQUIPMENT MAINTENANCE PUBLIC WORKS DEPARTMENT TOTAL - - - 1,802,556 1,802,556 7,601 1,574 29,405 8,905 62,287 775,384 126,799 134,817 26,987 578,039 1,751,798 3,600 1,500 8,065 6,700 5,300 26,100 1,435,800 448,500 581,200 456,500 989,653 3,962,918 2,000 6,600 4,914 19,270 1,494,766 442,845 544,645 470,350 110,618 3,096,008 6,200 7,500 13,400 7,500 29,100 41,800 16,600 942,400 390,200 363,900 198,610 818,022 2,835,232 EQUIPMENT REPLACEMENT MAYOR AND COUNCIL MUNICIPAL COURTS CITY ADMINISTRATOR'S OFFICE CITY ATTORNEY'S OFFICE INFORMATION TECH SERVICES ADMINISTRATIVE SERVICES COMMUNITY DEVELOPMENT PUBLIC WORKS DEPARTMENT PARKS AND RECREATION POLICE DEPARTMENT FIRE DEPARTMENT GENERAL GOVERNMENT TOTAL 95 SCHEDULE 3 2003-2004 OUTSIDE AGENCY SUMMARY OUTSIDE AGENCY BY FUNCTION Economic Development: Crossing Park / River Development Convention & Visitors Bureau Lobbying GYEDC Main Street/Heritage Festivals Film Commission Economic Development Total Health and Welfare Humane Society United Way Crossroads Mission/Detox Health and Welfare Total Culture and Recreation: Boys and Girls Club Yuma Fine Arts Assoc. Yuma County Youth Boxing Assoc Cultural Council Cultural Activities Culture and Recreation Total TOTAL 2002-2003 BUDGET 2002-2003 ESTIMATE 2003-2004 REQUEST 150,000 560,000 180,000 303,000 100,000 20,000 1,313,000 150,000 560,000 180,000 303,000 100,000 20,000 1,313,000 150,000 560,000 175,000 275,000 92,000 10,000 1,262,000 393,916 152,250 25,000 571,166 393,916 152,250 25,000 571,166 405,733 152,250 25,000 582,983 70,320 40,000 12,190 47,000 20,000 189,510 70,320 40,000 12,190 47,000 20,000 189,510 70,000 40,000 12,190 44,153 20,000 186,343 2,073,676 2,073,676 2,031,326 180,000 278,000 100,000 20,000 393,916 126,630 70,320 40,000 12,190 47,000 25,000 1,293,056 180,000 278,000 100,000 20,000 393,916 126,630 70,320 40,000 12,190 47,000 25,000 1,293,056 175,000 250,000 405,733 126,630 70,000 40,000 12,190 44,153 25,000 1,148,706 560,000 150,000 710,000 560,000 150,000 710,000 92,000 10,000 560,000 150,000 812,000 25,620 20,000 45,620 25,620 20,000 45,620 25,620 20,000 45,620 25,000 25,000 25,000 25,000 25,000 25,000 2,073,676 2,073,676 2,031,326 OUTSIDE AGENCY BY FUND General Fund Lobbying GYEDC Main Street/Heritage Festivals Film Commission Humane Society United Way Boys and Girls Club Yuma Fine Arts Assoc. Yuma County Youth Boxing Assoc Cultural Council Crossroads Mission/Detox General Fund Total Two Percent Main Street/Heritage Festivals Film Commission Convention & Visitors Bureau Crossing Park / River Development Two Percent Total Local Transportation Assistance Fund United Way Cultural Activities LTAF Total Water Fund GYEDC Water Fund Total TOTAL 96 SCHEDULE 4 2003-2004 SUPPLEMENTALS SUPP # DIV POSITION # PERSONNEL w/benefits OPERATING CAPITAL TOTAL GENERAL FUND 25 INFORMATION TECHNOLOGY SERVICES 1530 Telecom. Administrator (unfunded) Decrease in Gila Contract 1 59,943 (59,943) 59,943 (59,943) 23 ADMINISTRATIVE SERVICES 1770 Custodians Decrease in Part-time 5 136,841 (98,250) 136,841 (98,250) 1 52,524 24 4 5 5 3 26 COMMUNITY DEVELOPMENT 3020 Combination Bldg Inspector PARKS & RECREATION New Theater/Art Center 5060 Rec Service Asst/Event leaders 5065 Custodian (1/2 start) 5065 Part time Custodian (3/1 start) 5065 Arts Specialist (1/2 start) 5065 Arts Specialist (3/1 start) 5065 Arts Specialist Decrease in Parttime 5065 Part time Office Asst (1/2 start) 5065 Part time Office Asst (3/1 start) 5065 Operating Costs of Art Center 5065 Operating Costs of Theater Note Projected Revenues POLICE 6061 12,266 26,404 6,379 18,787 12,618 38,352 (25,461) 6,827 4,550 2 1 1 1 3,605 25,600 90 600 600 71,880 84,610 (100,000) 2,075 2,075 22,007 81,729 12,266 26,494 6,379 21,462 15,293 38,352 (25,461) 6,827 4,550 71,880 106,617 (100,000) Sr. Office Assistant Decrease in Parttime 1 29,526 (29,526) 29,526 (29,526) Fire Inspector Sr Office Assistant (PT upgrade) Decrease in Parttime 50% Grant Funded thru 6/30/04 1 1 50,212 29,681 (10,920) (14,840) 6,175 - 3,250 - 59,637 29,681 (10,920) (14,840) 15 245,969 67,560 55,007 368,536 1 - - 1 1 29,681 (12,000) 68,789 81,978 1,625 1,625 1,500 1,500 29,681 (12,000) 71,914 85,103 3 168,448 3,250 3,000 174,698 FIRE 20 22 7031 7071 TOTAL GENERAL FUND HURF 6 8 26 PUBLIC WORKS 4013 Senior Office Assistant (PT upgrd) Decrease in Parttime 4013 CIP Project Manager 4013 Stormwater CIP Proj Mgr TOTAL HURF 97 SCHEDULE 4 2003-2004 SUPPLEMENTALS SUPP # WATER FUND 13 14 DIV 4042 4043 POSITION Utility Mtnce. Technician Cust. Service Field Rep. TOTAL WATER FUND WASTEWATER FUND 18 4052 19 4053 Utility Technician Sr. Office Assistant (PT upgrade) Decrease in Parttime TOTAL WASTEWATER FUND TOTAL ALL FUNDS # PERSONNEL w/benefits OPERATING 1 1 37,148 36,115 8,459 4,962 13,421 CAPITAL 105,760 26,910 132,670 TOTAL 151,367 67,987 2 73,263 219,354 2 1 72,910 29,681 (15,808) 9,230 - 160,000 - 242,140 29,681 (15,808) 3 86,783 9,230 160,000 256,013 23 574,464 93,461 350,677 1,018,602 TRANSFER POSITION ACROSS FUNDS GENERAL FUND 5020 Grounds Maintenance Crew Leader 1 Grounds Maint Specialist 1 Groundskeeper 1 47,632 38,166 32,627 118,425 TOTAL GENERAL FUND MALL MAINTENANCE FUND 5040 Grounds Maintenance Crew Leader -1 Grounds Maint Specialist -1 Groundskeeper -1 TOTAL MALL MAINTENANCE FUND (47,632) (38,166) (32,627) (118,425) 2,412 2,412 4,824 (2,412) (2,412) (4,824) 50,044 40,578 32,627 123,249 (50,044) (40,578) (32,627) (123,249) WATER FUND 4042 Utility Technician -1 (37,300) (37,300) WASTEWATER FUND 4052 Utility Technician 1 37,300 37,300 98 SCHEDULE 5 2003-2004 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 01/02 Mayor and City Council FY 02/03 FY 03/04 1 2 2 Municipal Court 17 17 17 City Administrator's Office Administration Communications Quality Initiatives Heritage Area Development City Clerk Total 2 1 5 0 3 11 2 1 5 1 3 12 5 1 3 1 3 13 City Attorney City Attorney's Office Prosecutor's Office Total 11 0 11 11 0 11 8 3 11 Information Technology Administration Management Information Services Total 5 16 21 5 17 22 5 18 23 3 7.4 13 12.6 4 10 0 50 2 7.4 13 11.6 4 11 3 52 2 7.4 13 11.6 4 10 8 56 Department of Community Development Administration Building Safety Redevelopment & Neighborhood Services Grants Community Planning Total 6 15 7.75 7.25 13.35 49.35 6 16 6.55 6.45 15.35 50.35 6 17 5.95 7.05 15.35 51.35 Public Works Department Administration Lot Cleaning Equipment Maintenance Engineering Services Solid Waste Uncontained Waste Recycling Street - Maintenance Street - Street Lighting Street - Traffic Signals Street - Street Sweeping Street - Traffic Signs and Stripping 10 0.25 12 22.15 8.52 4.4 0.08 20.48 0.32 3.33 4 7.35 10 0.25 12 22.15 8.52 4.4 0.08 20.48 0.32 3.33 4 7.35 10 0.25 12 25.1 8.62 4.4 0.08 20.38 0.32 3.68 4 7.35 Administrative Services Department Administration Customer Services Materials Management Accounting Management Services Human Resources Facilities Maintenance Total 99 SCHEDULE 5 2003-2004 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 01/02 Street - Storm Drain Maintenance Street - Curbs, Gutters & Sidewalks Water - Administration Water - Treatment Plant Water - Transmission/Distribution Water - Customer Service Water - Laboratory Wastewater - Administration Wastewater - Treatment Wastewater - Collection Wastewater - Pretreatment Wastewater - Laboratory Total Parks and Recreation Department Administration Parks Maintenance Retention Basins Pathways and Trails Parks Development Convention Center Baseball Complex Downtown Mall Recreation - General Senior Adult Activities Aquatics Arts and Culture Desert Hills Golf Course-Maintenance Desert Hills Golf Course-Restaurant Desert Hills Golf Course-Pro Shop Arroyo Dunes Golf Course-Maintenance Arroyo Dunes Golf Course-Pro Shop Total Police Department Administration Grants Patrol Investigations Quality Assurance Records and Communications Public Safety Communications Center Total 100 FY 02/03 FY 03/04 4.81 7 2.12 23 14 7 2 1.15 24 4.69 4 2 188.65 4.81 7 2.12 27 14 8 2.5 1.15 24 4.69 5 2.5 195.65 5.8 7 1.92 27 14 9 2.5 1.05 24 6.7 6 2.5 203.65 4.85 44.6 4.55 1.25 2.8 15.25 6.1 6.1 9.8 1 2 3.25 10.33 3.33 5.99 2.2 0.6 124 4.85 48.1 4.05 1.25 2.8 14.25 5.1 6.1 9.8 1 2 3.25 10.33 3.33 5.99 2.2 0.6 125 4.8 48.1 4.575 1.275 2.85 14.8 4.3 6.1 9 1 2 8.2 10.53 3.33 5.34 2.2 0.6 129 5 9.02 101.98 37 14 45 0 212 5 5.96 109.04 39 13 23 33 228 5 4.32 110.68 39 13 23 34 229 SCHEDULE 5 2003-2004 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 01/02 FY 02/03 FY 03/04 Fire Department Administration Training Suppression Fire Prevention Maintenance Emergency Medical Service Emergency Management Grants Total 3.75 2 87.5 5 2 11.5 1.25 0 113 3.75 2 87.5 6 2 0.5 1.25 0 103 3.75 2 88 7 2 0 1.75 0.5 105 CITY TOTAL 798 818 840 101 Glossary Actual vs. Budgeted: Difference between the amount 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 fiscal year. Expenditure: Current operating expenses. Fiscal Year (FY): The period designated by the City for the beginning and ending of financial transactions. The fiscal year for the City of Yuma begins July 1 and ends June 30. Full-time Equivalent Position (FTE): A position converted to the decimal equivalent of a full-time position based on 2,080 hours per year. For example, an employee may be split 50% between two divisions, thus .5 in one division and .5 in the other. Assessed Value/Valuation: Value of real and personal property determined by the County Assessor and Arizona Department of Revenue upon which property taxation is based. Bonds: Debt instruments that require repayment of a specified principal amount on a certain date (maturity date), and interest at a stated rate or according to a formula for determining the interest rate. Fund: A fiscal and accounting entity with a selfbalancing set of accounts recording cash and other financial resources. Bond Rating: An evaluation of a bond issuer’s credit quality and perceived ability to pay the principal and interest on time and in full. Fund Balance: A balance or carry over that occurs when actual revenues exceed budgeted revenues and/or when actual expenditures are less than budgeted expenditures. The beginning fund balance is the residual funds brought forward from the previous fiscal year. Budget: A plan of financial operation for a specific time period. The budget contains the estimated expenditures needed to continue the City’s operations for the year and the anticipated revenues to finance them. Generally Accepted Accounting Principles (GAAP): Uniform minimum standards of financial accounting and reporting that govern the form and content of basic financial statements. Capital Improvement Program (CIP): A plan for capital expenditures needed to maintain and expand the public infrastructure. It projects these infrastructure needs for five years and is updated annually to reflect the latest priorities. The first year of the CIP is adopted with the City’s operating budget. Grant: A contribution by a government unit or funding source to aid in the support of a specified function. Infrastructure: Facilities that support the continuance and growth of a community. Examples include roads, water lines, and sewers. Capital Outlay: Items that cost more than $5000 and have a useful life of more than two years. Operating Budget: Day-to-day costs of delivering city services and estimates of revenues to be collected that comprise the City’s financial affairs for a fiscal year. CIP: See Capital Improvement Program. Contingency: An appropriation of funds to cover unforeseen events that may occur during the fiscal year, such as natural emergencies, shortfalls in revenue and similar events. Operating Expenses: The cost of personnel, materials and equipment required for a department to function. Debt Service: Principal and interest payments on outstanding bonds. Operating Revenue: Funds received as income to pay for ongoing operations. For example, taxes, user fees, interest earnings, and grants. Enterprise Funds: Funds that are accounted for in a manner similar to a private business. Enterprise funds are intended to cover their costs through user fees. The City has four enterprise funds: Arroyo Dunes Golf Course, Desert Hills Golf Course, Water, and Wastewater. Personal Services: Expenditures for salaries and fringe benefits for employees. Property Tax: A tax based on the assessed value of property, both real property (land and buildings) and personal property (equipment). The total property tax levied by a municipality. Arizona’s municipal property tax system is divided into a primary and secondary rate. Estimate: The most recent estimate of current year revenue and expenditures. 102 Primary Tax: Property tax levied for government operating budgets. Arizona statutes limit the primary property tax levy amount.. Secondary Tax: Property tax used to pay general obligation debt of the government. Arizona statute limits the overall amount of general obligation debt but, unlike primary property tax, does not limit on the tax itself, as the secondary tax is based on voter-approved debt issuance. Revenue: Financial resources received from taxes, user charges and other levels of government. Special Revenue Fund: A fund used to account for receipts from revenue sources that have been earmarked for specific activities. For example, Highway User Revenue funds must be used for street maintenance. State-Shared Revenue: Includes the City’s portion of the state sales tax revenues, state income tax receipts, and Motor Vehicle In-Lieu taxes. Supplemental: A request to add a position to the authorized staffing list and all associated costs with that position. Tax Levy: The total amount of the general property taxes collected for purposes specified in the Tax Levy Ordinance. Tax Rate: The amount of tax levied for each $100 of assessed valuation. Transfer: Movement of resources from one fund into another fund in which the resources are expended. For example, an interfund transfer would include the transfer of operating resources from the General Fund to the Capital Projects Fund, where long-term capital expenditures are recorded. Other examples include a transfer from the General Fund to the Solid Waste Fund, as user charges in Solid Waste are not sufficient to cover the cost of services and general revenues must be used (subsidy). Undesignated Fund Balance: Funds remaining from prior year that are available for appropriation and expenditure in the current year. User Charges: The payment of a fee in direct receipt of a public service by the party who benefits from the service. 103 City of YUMA