City of Yuma, Arizona Adopted Budget Fiscal Year 2006-2007 City of Yuma Arizona Prepared and Presented By: Mark S. Watson City Administrator 2006-2007 Annual Budget Robert L. Stull Deputy City Administrator Gary R. Burroughs Deputy City Administrator Steven W. Moore PRESENTED TO: City Attorney Brigitta M. Kuiper City Clerk City Council Lawrence K. Nelson, Mayor Alan (Al) L. Krieger, Deputy Mayor Gerald (Gerry) D. Giss Ross J. Hieb Paul B. Johnson Scott D. Johnson Ema Lea Shoop Gary R. Burroughs Community Development Public Works Jack McArthur, Chief Fire Department Laura S. Neinast Information Technology Douglas S. Stanley, Judge Municipal Court Stephen D. Bills Parks & Recreation About the Cover: William D. (Robby) Robinson, Chief Police Department Whether its topped with a huge U.S. flag during Independence Day celebrations or festooned with lights as part of the holidays, the Friendship Tower on the south side of Yuma can be seen for miles in all directions. Recently upgraded as part of the city’s ongoing $100 million-plus utility system improvements, the tower’s function is reflected by one of this desert city’s most precious commodities: water. Donald (Pat) Wicks, CPA Finance And The Staff of the City of Yuma City of Yuma Annual Budget Fiscal Year 2006-2007 How To Use This Document This budget is divided into five sections: Overview, Fund Information, Department Information, Capital Spending and Debt Management, and the Appendix. Throughout the document, the City of Yuma is referenced as the “City.” The Overview contains the City Administrator’s budget message, which discusses the major changes in this year’s budget. It also includes budget highlights, the City’s mission, 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 Capital Spending and Debt Management section covers the Capital Improvement Program budget and a discussion on how the City uses various financing tools to fund these projects. It explains the CIP process, provides information on different funding sources, lists the capital improvement projects, and summarizes the City’s outstanding debt. The Appendix contains a Glossary and seven schedules. Schedule 1 lists revenue information by fund. Schedule 2 lists the department’s expenditures within each fund. These worksheets display 2004-2005 actual expenditures, 2005-2006 adjusted budget, 2005-2006 estimates, and the request for 2006-2007. 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 2006-2007. 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. Schedule 6 is the City’s Budget Resolution for 2007 while Schedule 7 provides the 2007 Maximum Tax Levy Worksheet. Finally, a Glossary is provided. City of YUMA 2006-2007 Annual Budget Table of Contents DEPARTMENT INFORMATION OVERVIEW City Administrator’s Message Budget Highlights Mission Organization Chart Budget Process Financial Policies Revenues Funds Budget Overview Table City Profile 1 7 8 9 10 11 13 14 15 16 FUND INFORMATION General Fund Community Investment Trust Riverfront Redevelopment 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 Funds Capital Projects Fund Water Fund Wastewater Fund Desert Hills Golf Course Fund Arroyo Dunes Golf Course Fund Equipment Replacement Fund Equipment Maintenance Fund Insurance Reserve Fund 19 22 23 24 25 26 27 28 29 30 31 32 33 34 35 37 39 40 40 41 41 Office of the Mayor and Council Yuma Municipal Court City Administration City Attorney’s Office Information Technology Services Finance Human Resources Community Development Public Works Utilities Engineering Parks and Recreation Police Fire 43 45 49 55 58 62 65 68 71 76 81 85 97 103 CAPITAL SPENDING & DEBT MANAGEMENT Capital Improvement Program Capital Improvement Project Summary 2006-2007 Capital Budget Debt Management Table of Outstanding Debt Annual Debt Service Requirements 109 112 113 119 121 122 APPENDIX Schedule 1 – Revenues Schedule 2 – Expenditures by Fund/Dept Schedule 3 – Outside Agency Summary Schedule 4 – Supplemental Listing Schedule 5 – Authorized Staffing Level Schedule 6 – Budget Resolution Schedule 7 – Maximum Tax Levy Glossary 125 130 141 143 145 148 150 151 Distinguished Budget Presentation Award The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Yuma, Arizona for its annual budget for the fiscal year beginning July 1, 2005. This is the second time the City of Yuma has received this award. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. Overview OVERVIEW Page No. City Administrator’s Message Budget Highlights Mission & Core Values Organization Chart Budget Process Financial Policies Revenues Funds Budget Overview Table City Profile 1 7 8 9 10 11 13 14 15 16 OFFICE OF THE CITY ADMINISTRATOR One City Plaza P.O. Box 13014 Yuma, AZ 85366-3014 928-373-5011 (phone) 928-373-5012 (fax) June 21, 2006 Mayor and City Council City of Yuma, Arizona Lady and Gentlemen: On behalf of the City of Yuma municipal organization and as your City Administrator, I am pleased to present the FY 2006-2007 Budget. As required by City Charter, the City Administrator shall submit a proposed balanced budget for your consideration. In June 2006, the City Council will adopt a budget of $433 million, consisting of an operating budget of $131 million and a capital budget of $301 million. This will represent an overall budget difference of $128 million or 42.2% over last year’s authorized spending levels which demonstrates the exceptional capacity of the Yuma economy. The City continues to see the impacts of positive growth in all sectors of the community: residential, commercial, industrial, military and agriculture. The impact of core businesses and their various support businesses are continuing to ripple through the growth in the local economy. National and regional recognition will continue to increase the awareness of Yuma as a destination for entrepreneurs and business. As a component of this economy, this city budget must be reflective of the highest current priorities and long term competing demands for expanded infrastructure and well maintained existing infrastructure. Strong Growth Position for Yuma In May 2006, Yuma was ranked the best in the nation by Inc. Magazine as having the hottest entrepreneurial market for job growth in the country versus the previous year with an increase of 8.3% and second overall in the 5-year period with a job growth rate of 32%1. We must continue to seek these opportunities to continue the addition of new jobs to the community. In the coming year, we will see continued developments in and around the new commercial center of Yuma Palms. The completion of downtown improvements and the addition of a new $20M Hilton Garden Inn will allow for new private investment in the original townsite. New owners of Southgate Mall will begin the transformation of that retail area for new investment. The Cielo Verde area on the mesa will create a new, high quality retail area to serve the eastern areas of the City. The startup of Johnson Controls will provide over 150 initial new jobs in the airport industrial area. 1 To compile the rankings, Inc. measured current-year employment growth, as well as average annual job growth over the past 3 years and compared job growth in the first and second halves of the period comprising the past 10 years. The big difference this year is the number of communities surveyed. In years past, the Bureau of Labor Statistics, which generates the job-growth data, surveyed 274 metropolitan statistical areas, or MSAs. This year, BLS surveyed 373—which has allowed us to paint a far more accurate picture of where the action really is. [“How the 2006 Best Cities Were Selected” – Inc., May 2006] 1 City projections of sales tax revenues have continued to climb. We continue to see sales receipts that are surpassing “sister” stores around the country. New merchants and restauranteurs are finding niche markets to add to the quality of life and services that city residents can enjoy. The taxes generated by these new stores and franchises are enabling the City to consider new positions and new capital projects as part of this proposed budget. Yuma continues to face increasing demands upon services. Past growth rates are causing major pushes for the implementation of many long-need capital projects. In the coming year, roads such as Avenue A and 32nd Street will be widened. Continued demand for attainable housing is seen in the coming year. Efforts to complete plans and reviews will receive careful attention as more availability creates competition. Commercial and residential building construction is showing little signs of slowing. With extra attention being paid to Yuma through military expansion and Border Patrol expansion, the impacts of these activities will continue to grow. I have asked the city departments to focus on public safety and enhancing existing services due to work demands during this coming year. Also, with rapid growth and regional costs rising, a salary study has been conducted to address a number of classification adjustments and salary compression issues. The results and findings are implemented as part of the proposed budget, insuring that our salary structure remains competitive for all classes of employees. Public Safety This past year has been a challenging one for the Police Department as we have seen major crime indexes jolted by abnormal activities such as a major multiple homicide. As such, we found how “thin” the blue line is when continually providing expected police services. The budget attempts to shore up these areas. Additionally, expanded city limits continue to apply pressure for new facilities and staffing as proposed for the new fire station at 32nd Street and Avenue C. Highlights include: • Seven new Investigative Detectives for 24/7 supplemental coverage. • Six new Police Officers, plus a Sergeant, providing one additional “man on the street”. • One Sr. Facility Maintenance Worker to provide additional upkeep of the 24-hour operations Police Station. • Twelve new Firefighters to staff new station at 32nd Street and Avenue C. • Upgrading of six positions to insure adequate supervisory oversight in growing fire service area. • Two Municipal Court Clerks and a Custodian are provided for court operations to meet growing demands created by additional officers put on the street last year and state administrative requirements. Community Development Activity levels in the Community Development department continue to grow at increasing levels. The numbers of commercial and residential projects are continually pressing for faster and faster review times. New public hearing officers were engaged to assist in routine reviews now required of the Planning and Zoning Commission. On the horizon, we anticipate over 800,000 square feet of retail being constructed in the Yuma Palms Mall area. Additional construction in the Cielo Verde area of a new Walmart and surrounding stores will keep inspectors quite busy. Hundreds of new homes for many new subdivisions are targeted for construction. Services are being sustained for the coming year. Continued flexibility in work hours and automation is allowing us to continue to provide quality customer service. 2 Highlights include: • Upgrading of three part time Building Inspectors to full time status. • Provisional positions in Planning are to be upgraded to Senior Planner and Planning Technician level. • A Management Analyst to provide research capacity and support for the Community Development leadership is upgraded to full time. Administration The City Administration has developed many new initiatives during this past year. Most notably has been the initiation of the De Bono thinking training programs. This program is continued in the upcoming budget to develop over 75 new staff members and civilians in their capacity to address community issues and promote smart dialogue about directions and issues of the City. Demand for this training resource will continue as we develop our own staff so we can train our own. Secretarial support staff for the Administrator’s office has been enhanced in the proposed budget to serve the many people working in the main offices. During the last year, consultations with the City Attorney identified that after more than 10 years, it was time to add an attorney. With upcoming capital projects, contracts, land acquisitions, the workload in the present office has reached a breaking point. In Human Resources, retirements of two senior people have created a need to train a replacement in the upcoming year. The Heritage Area will face a busy year ahead with the aggressive implementation of many improvements along the riverfront. Downtown Main Street is to be reconstructed creating a new look for the area. Numerous efforts will need to be coordinated with the new Hilton Garden Inn to insure its swift implementation. The Wetlands will continue to have their federal appropriations spent on this ongoing effort. Additionally, we anticipate working with the State of Arizona on the advent of a new Tourism Center on Fourth Avenue by the river, presenting a striking entrance to the City. Highlights include: • Upgrade of Principal Office Assistant to full time in City Administrator’s office. • Addition of Senior Office Assistant (partly grant-funded) in the Heritage Area. • Addition of a new Assistant City Attorney and support assistant. • Addition of a Custodian in the Finance Department. • Addition of a Human Resource Technician. Information Technology Reliance of the City upon technology continues to grow. Major planning efforts have gone on for the past several years and now we are at the implementation phases of many projects. The long awaited radio system will be moving ahead for the Fire Department in this coming year. New software will be implemented to allow for automated bill paying and Internet payments. Access to city information will be improved through an improved website and the display of timely information. GIS has been a major investment of the City of Yuma and we will continue to see demand for this service grow. One project ahead will be the photogrammetric flyover of the City, allowing even closer measurements of public infrastructure on the ground. A new GIS technician will be added to work on overall integration of mapping into all the various City systems, including future 3 access/availability to the public or use by the City Council in agenda information and policy development/projection. Highlights include: • Addition of one Senior GIS Technician. • Addition of one Business Applications (software) Technician. • Implementation of new radio system for Fire Department. Parks and Quality of Life The City of Yuma has worked diligently this past year on defining the desired future parks system. Master plans of the Deyo soccer complex have been completed and implementation plans are now being developed long term. Study is being conducted upon partnerships with the school system for athletic fields and other facilities. Discussion has been held with Council to define expectations of joint detention basin/parks facilities, including funding participation levels by certain sources. This budget will include some basic funding for detention basin maintenance from road tax sources per our discussions and defined formula. Highlights include: • Inclusion of two Groundskeepers for expanded system maintenance. • Addition of an Assistant Parks Superintendent to coordinate activities in the field in all aspects of maintenance, upkeep and improvements. • An Events Operations Leader is proposed for coordination of the many community events now impacting the Parks Department. Employee Support Costs for public employees continue to rise, particularly with respect to health insurance and pension. During the coming year, health costs to insure city employees shall rise by another 10% to $471 per month. Benefits shall remain the same, but employees will see another rise in cost for dependent coverage. Unfortunately, there is little that we can do on this national problem. A program using a reimbursement from Blue Cross/Blue Shield will continue for the second year, reducing the costs of dependent coverage by $20 per month. Pension costs for the Arizona State Retirement System will increase this year from 7.4% to 9.1% of salary for both the employee and the city (in addition to Social Security deductions). While the deduction for public safety employees is static at 7.65%, the city’s pension cost for police moves from 10.14% to 14.77% and for fire from 18.66% to 23.25%, Clearly these are significant costs as the retirement systems in the state continue to wrestle with the impact of previous year declines in the market value of investments that underlie this important benefit. As for compensation for the coming year, the City will continue with its annual performance appraisal system, which shall allow for a 2.5% step in July. Annually, city supervisors will review with each employee their accomplishments and establish goals for the coming year. Additionally, the City has completed a salary market survey, comparing over 50 benchmarked positions to those in immediate and surrounding comparable labor markets. The overall results were pleasing as the majority of positions were less than 5% from market median conditions. To implement the results of this survey, the original 5% of payroll allocated during budget preparation plus $300,000 will implement this market survey for all positions in October. Funding for such implementation is included. 4 Highlights include: • Implementation of the salary market survey results in October 2006. Outside Contract Agencies One change in the proposed budget is the elimination of a previous allocation in prior years to United Way. Last year, $160,260 was allocated to the United Way for its allocation committee to determine the highest and best use. This created some confusion in the involvement of tax dollars being used for social service purposes. For the upcoming year, all agencies requests and performance have been reviewed for the value added and assistance provided to city services. The City Administrator’s recommendations are provided as contracted services and will be assigned to a city department to monitor and coordinate with the agency. The Humane Society is one agency that is supported by the City of Yuma. Our contract with them is for animal control services within the city limits. This year, a request was made for an increase in our costs. A $15,000 increase is proposed as well as turning over all boarding/holding fees to the Society. This saves the City money for the coming fiscal year, but I would contend that the upcoming year is one that should carefully review the services being provided and whether community expectations are being met. Financial Notes As we enter the coming fiscal year, the subject of taxation will always be at the forefront. As the government with the lowest tax impact of all the government agencies in Yuma County, we are always cognizant of concerns for the community. A sanitation fee, adopted temporarily three years ago, will sunset in September. Unlike other cities in Arizona, sanitation costs in the City of Yuma are subsidized by the General Fund. Accordingly, this loss of approximately $600,000 will be absorbed by the increases in sales taxes and property tax realignments for the coming year. Presently, this is a fee that is imposed on the water bill. The property tax rate submitted in this budget is $1.7373. This equals the adjusted maximum allowable rate for the coming tax year 2006.2 Even with this significant reduction from this year’s rate of $1.8693, a record surge in new construction property valuation of over $36 million will produce a levy for 2006 of $7,320,954. This represents a City of Yuma property tax of $347 on a home with an assessed value of $200,000. To maintain flexibility in the budget, we have once again established our contingency budget to $800,000 this year. The contingency line item will allow the Council to provide for any unexpected event in the coming year. We know that this budget document will convey the City Council’s plans for operations over the next year. We continually seek advice on how to improve this communication tool. These efforts have met with some success as I recognize the citywide staff effort that has led to our receipt of the 2 The adjusted maximum rate is the result of a budget negotiation point between the Governor and Legislature wherein the base year for determining the maximum tax rate was changed from 1980 to 2005. This last-minute change, signed into law after the city’s budget was adopted, had the effect of reducing the city’s maximum tax rate from $1.8321 to $1.7373 and its maximum levy from $7,720586 to $7,320,954, a reduction of $399,632. This change in law affected only those cities, like Yuma, who did not assess the maximum rate in 2005. The larger cities in Arizona suffered no similar reduction in their respective tax levies. 5 Distinguished Budget Presentation Award presented by the Government Finance Officers Association and its anticipated receipt in the coming year. I commend the Finance Department under the leadership of Pat Wicks, Finance Director, and his capable staff. I also wish to recognize the outstanding efforts of the Executive Leadership Team that diligently prioritize the City’s needs each year with me. Bob Stull, Deputy City Administrator, must also be thanked for his efforts in reviewing departmental budgets and the Capital Improvements Plan for the coming year. Paul Brooberg, City Engineer, and Gary Burroughs, Deputy City Administrator, are also to be commended for development of the Capital Improvements Plan. Highlights include: • A $301 million capital improvement program that continues to improve utility, streets and public infrastructure. • Reduction of the property tax rate for FY 2006-2007 to a rate of $1.7373. • A contingency program of $800,000. • Continued support for the implementation of federally funded projects in the Heritage Area and Riverfront development efforts. • Consolidation of public service agency requests to single “contract for services” line items. Observations about the Future The main factor affecting the City of Yuma will continue to be unprecedented growth in the coming year. As we strategize for the future, the well-planned and well-timed implementation of our capital improvements program will be of utmost importance. The City Council has been presented with a 10-year CIP identifying many of the forecasted projects that will need to be completed. Continued work to improve and update this important document will be the next phase of internal work from the city staff. We shall look forward to integrating demands of impact fees, plus developing an overall supporting financial document. We will have to make choices, so prioritization will be an important job duty in the year ahead. Respectfully, Mark S. Watson City Administrator 6 Millions Fiscal Year 2007 Budget – All Funds Combined PERSONAL SERVICES 350 300 MATERIALS 250 200 DEBT 150 100 CAPITAL OUTLAY 50 0 2005 ACTUAL 2006 BUDGET 2004-2005 ACTUAL 2006 ESTIMATE 2007 REQUEST 2005-2006 BUDGET 2005-2006 ESTIMATE PERSONAL SERVICES $ 47,650,320 $ MATERIALS AND SERVICES 26,901,788 DEBT 11,726,689 3,147,761 CAPITAL OUTLAY • • • • 55,391,172 $ 52,716,536 $ 61,800,378 41,882,028 35,009,576 45,287,403 15,274,767 14,452,012 14,579,218 8,312,283 6,720,994 10,188,148 Change 11.57% 8.13% -4.55% 22.57% 120,860,250 108,899,118 131,855,147 9.10% 70,157,725 184,078,098 46,345,019 301,754,176 63.93% TOTAL BUDGET $ 159,584,283 $ 304,938,348 $ 155,244,137 $ 433,609,323 42.20% CAPITAL IMPROVEMENTS • 2006-2007 REQUEST 89,426,558 TOTAL OPERATIONAL • CIP Personal services expenditures include new full- and part-time positions (see discussion below about supplemental positions) and a recommended 2.5 percent increase for merit adjustments on July 1. To assure salaries remain competitive, a labor market survey was conducted and those recommended increases are scheduled to be effective October 1. $2.5 million is budgeted (after savings in certain line items such as part-time wages) for 68 new positions and related equipment to meet the growing service demands of the city. The supplemental position list is included in Schedule 4 of the Appendix. Higher employer rates added over $1 million to pension costs this year. Employees under the Arizona State Retirement System will see an increase from 7.4 to 9.1 percent of pay. Public Safety Retirement System rates increased for police by 45% to 14.77% while fire pension rates grew 25% to 23.25% of salaries. Health insurance premiums will rise 10% next year, adding over $500,000 to the City’s cost. High-dollar additions to the city’s equipment lead the increase in the capital outlay budget, including a new fire engine and a water tender for the Fire Department; a sanitation side-loader refuse truck for a new residential collection route; and new radio infrastructure for implementing the Yuma Regional Communications System for interagency communications. The Capital Improvement Program continues to reflect the tremendous growth within the City. 7 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. 8 CITIZENS OF YUMA MAYOR and COUNCIL MUNICIPAL COURT City of YUMA PARKS & RECREATION Parks/Mall Maintenance CITY ADMINISTRATOR CITY ADMINISTRATION Administration CITY ATTORNEY General Counsel Recreation Public Affairs Litigation Parks Development Strategic Communications Prosecution Civic and Convention Center Baseball Complex Heritage Area City Clerk Arts and Culture Economic Development Golf Courses PUBLIC WORKS COMMUNITY DEVELOPMENT INFORMATION TECHNOLOGY SERVICES Business Application And Support Telecommunications And Support Fleet Services Administration POLICE DEPARTMENT Streets/Solid Waste Building Safety Field Services Community Planning ENGINEERING FINANCE Engineering/Capital Improvement Projects Support Services FIRE DEPARTMENT Accounting Professional Services Customer Service UTILITIES Suppression Purchasing Utility Treatment Community Risk Reduction Facilities Maintenance Utility Systems Emergency Medical Services Special Operations HUMAN RESOURCES Emergency Management Human Resources Risk Management 9 BUDGET PROCESS FLOWCHART OCTOBER JANUARY Submit Dept. Operating Requests MARCH Review Operating Requests JUNE Develop Annual Dept. Budgets Council Worksession Review 10 Operating Budget Guidelines Public Hearing & Budget Adoption Prepare Forecast Models CIP Budget Guidelines Submit CIP Requests Review CIP Requests Develop CIP Budget Council Worksession Review 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 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. City Charter Deadline Arizona State Statute Deadline Process Dates City Administrator presents proposed operating budget to Council On or before first Monday in June NA May 27 Publish CIP summary and Notice of Public Hearing No less than two weeks prior to Public Hearing NA June 4 City Administrator submits Preliminary Five-Year CIP to Council May 1 NA May 1 Prior to CIP program adoption NA June 7 City Administrator submits Preliminary Budget to Council NA NA June 7 Preliminary Budget adoption NA NA June 7 On or before first of July NA June 21 NA Once a week for two consecutive weeks following preliminary budget adoption June 13 & 20 NA Before final budget adoption June 21 N/A No later than second Monday in August June 21 No later than the third Monday in August No sooner than seven days following final budget adoption and no later than the third Monday in August July 19 Action Required CIP Public Hearing Statutory Limitations CIP program adoption The primary property tax levy is limited by state law to a two percent increase over the previous year’s maximum levy with adjustments for growth and annexation. Secondary taxes, if implemented, are tied to the annual debt services requirements of voterapproved general obligation bonds. Primary tax levy limits are established by the Property Tax Oversight Commission. Publish summary of budget and Notice of Public Hearing prior to final budget adoption Truth-In-Taxation Public Hearing; Public hearing for budget Final budget adoption The Arizona Constitution mandates an expenditure limitation on the amount the City can appropriate each fiscal year. Property Tax Levy adoption Arizona’s Constitution contains limitations on bonded debt. Please refer the debt limitation discussion in the Capital Spending and Debt Management section for a review of these limitations. 11 Basis of Accounting The City prepares its annual budget and financial report using the modified accrual basis of accounting for both governmental and proprietary funds in accordance with generally accepted accounting principles (GAAP). There are differences between the basis of budgeting and the basis of accounting that are outlined below. • 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. 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. • Budget transfers are initiated internally from the department with final review and processing performed by the Finance Department. Operating Budget Preparation • 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. Revenues • Projected property tax revenues will include estimates of uncollected prior year property taxes in 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. Capital Projects • 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. Debt Management • Long-term debt is not to be issued to finance current operations. Investments • 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. 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. 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 2007. City charter, ordinance and political discourse determine the nature and extent of the services provided by these departments. Seven major operating departments provide most services: ƒ Police ƒ Fire ƒ Parks and Recreation–Parks Maintenance; Recreation; Golf Courses; Recreation Complex; Arts and Culture ƒ Community Development–Building Safety; Community Planning ƒ Public Works–Street; Solid Waste; Fleet Services ƒ Utilities ƒ Engineering Services are also provided, both to citizens and internally to the ‘line’ departments by these administrative departments: ƒ Mayor/Council ƒ City Administrator–Public Affairs; Strategic Communications; City Clerk; Heritage Area; Economic Development ƒ City Attorney ƒ Information Technology ƒ Finance–Accounting; Purchasing; Customer Services • Human Resources–Personnel; Risk Management 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) 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 – This chart shows the interaction of revenues and how they are recorded within the major operating funds and how the related departments expend those revenues in service delivery. 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. Thus, the revenue is “matched” with the expenditure or service provision. Moreover, departments may cover services that are recorded in funds other than the General Fund. These “special revenues” must be segregated from other revenues, because of legislative, regulatory or council requirements. In providing services through these special funds, expenditures are recorded in Special Revenue Funds, again to match the expenditure against its revenue. In this manner, a given department, while a contiguous unit for management purposes, can expend various types of monies when providing certain services upon which the revenue is based. For example, as you can see in the chart at right under the Expenditure Section, the Parks Department provides services through the General Fund for parks maintenance and general recreation; through the Special Revenue Funds (specifically the Recreation Complex fund) for the convention center; and through the Desert Hills Golf Course Enterprise Fund for operation of the golf course. A more complete summary by fund group 14 S h a r e d L o c a l Revenues General State sales tax State 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 X X X X X X X X X X X X X X X X X Expenditures D e p t s Police Fire Parks Public Works Utilities Engineering Com Development Administrative X X X X X X X X X X X X X X is presented below that includes the aforementioned General, Special Revenue and Enterprise Funds as well as the non-operating Capital Projects, Debt Service and Internal Service Funds. Budget Summary-Fund Group Fiscal Year 2006-2007 Balance, July 1 General Special Capital Debt Revenue Projects Service $ 20,804,824 $ 20,707,542 $ (2,922,286) $ Internal Enterprise Service 330,039 $ 27,620,462 $ 16,045,412 $ 2006-2007 2005-2006 Total Estimate 2004-2005 Actual 82,585,993 $ 81,516,639 $ 83,501,762 Sources: Revenues Property Taxes Sales Taxes Franchise taxes 7,500,954 90,000 - - - - 7,590,954 6,705,574 6,178,305 21,319,700 18,742,100 - - - - 40,061,800 37,327,500 32,552,740 2,430,000 - - - - - 2,430,000 3,142,000 2,347,117 3,527,400 - - - - - 3,527,400 3,483,800 3,387,116 Building Permits, Zoning and Development Fees State Sales Taxes 9,016,000 - - - - - 9,016,000 8,348,200 7,196,762 State Revenue Sharing 9,825,592 - - - - - 9,825,592 8,131,000 7,141,392 Vehicle License Tax 3,120,000 - - - - 3,120,000 3,000,000 3,067,960 State Gasoline Tax - 8,250,284 - - - - - 8,250,284 7,816,920 7,627,177 Lottery Tax - 425,664 - - - - 425,664 427,720 428,520 Charges, Fees, Fines and Other Total Revenues Transfers In 4,332,757 25,063,636 28,678,400 - 35,539,765 9,355,350 102,969,908 60,411,013 58,016,989 61,072,403 52,571,684 28,678,400 - 35,539,765 9,355,350 187,217,602 138,793,727 127,944,078 470,200 3,875,734 34,089,000 Long-Term Debt Proceeds Total Sources 61,542,603 56,447,418 86,083,750 148,851,150 6,405,005 6,405,005 257,472 - 45,097,411 23,415,691 23,026,836 142,614,031 - 228,697,781 35,306,200 24,444,467 461,012,794 179,862,518 175,415,381 17,595,878 178,411,268 9,355,350 Uses: Expenditures Police 22,953,046 1,421,691 - - - - 24,374,737 20,806,415 Fire 11,996,158 3,001,863 - - - - 14,998,021 10,120,124 9,652,147 Public Works 1,191,371 10,800,754 - - 16,628,047 32,166,434 27,133,428 21,845,011 Parks and Recreation 8,967,361 4,253,254 - - 2,417,191 - 15,637,806 12,211,627 10,501,740 Community Development 3,538,987 - - - 3,538,987 3,070,307 2,478,748 297,813 245,831 222,534 - - Administrative Mayor and Council 3,546,262 297,813 - - - - - Municipal Court 1,643,852 80,000 - - - - 1,723,852 1,321,456 1,205,536 City Administration 3,470,170 2,686,095 - - - - 6,156,265 3,713,238 2,671,673 City Attorney 1,366,893 4,750 - - - 449,000 1,820,643 1,116,582 1,070,202 Information Technology 3,997,761 307,141 - - - - 4,304,902 2,501,093 1,810,150 2,347,954 Finance 2,916,442 19,830 - - - - 2,936,272 2,469,748 Human Resources 1,239,023 - - - - - 1,239,023 1,112,200 965,785 General Government 2,932,948 1,158,782 - - - 3,989,444 8,081,174 8,625,057 5,644,839 Intracity Cost Allocation (4,324,862) 1,385,805 - - 48,736 - - - - 316,785 Debt Service Capital Improvements Total Expenditures Debt Service Reserve 62,186,963 216,913 25,436,750 - 144,873,250 144,873,250 - Transfers Out 7,249,380 36,565,473 941,065 Total Uses 69,653,256 62,002,223 145,814,315 Balance, June 30 $ 12,694,171 $ 15,152,737 $ 114,549 $ 6,271,673 6,271,673 6,271,673 2,890,321 7,990,760 - 14,579,218 14,452,012 11,726,690 156,880,926 - 301,754,176 46,345,019 69,139,810 433,609,323 155,244,137 158,878,697 186,807,245 341,493 187,148,738 8,033,442 8,033,442 463,371 $ 18,882,992 $ 17,367,320 $ The Fund Information section explores the city’s funds in detail. 15 216,913 45,097,411 23,549,024 23,026,836 478,923,647 178,793,161 181,905,533 64,675,140 $ 82,585,996 $ 77,011,610 City Profile – Located in the Yuma and Gila valleys of Southwestern Arizona where Arizona, California, and Mexico converge is Yuma. With a climate that mixes pure desert sunshine with the cool waters of the Colorado and Gila Rivers, Yuma offers our residents a year round vista of surrounding rugged mountains and green agricultural fields. The incorporated area of Yuma is approximately 110 square miles and houses over 88,775 full-time residents. The City of Yuma is a full service council-manager government and is governed by a charter, Arizona state statutes, and an adopted Strategic Management Plan. The City employs approximately 1,312 full and part-time employees in eleven departments. Public services include police, fire, water and wastewater utilities, solid waste services, parks, recreation, and arts & culture services. History Yuma's history dates to 1540 when Hernando de Alarcon, the Spanish explorer, became the first European to see the site of the present day City of Yuma. From 1540 to 1854, Yuma was under the flags of Spain and Mexico, but in 1854 became a territorial possession of the United States through the Gadsden Purchase. In the 1850's, Yuma became the major river crossing of the California gold seekers. From the 1850s to the 1870s, steamboats on the Colorado River transported passengers and goods to mines, ranches and military outposts in the area, serving the ports of Yuma, Laguna, Castle Dome, and others. In the early 1900’s, the Yuma Project was completed by the US Bureau of Reclamation. This project established or expanded an irrigation canal system that has since used the Yuma area’s senior water rights for Colorado River water to make Yuma a prime agricultural center. Economic Base Today, agriculture remains the largest segment of Yuma’s economic triad of agriculture, military and tourism. Agribusiness now contributes over $1 billion to Yuma’s economy each year. The industry has grown from field production of vegetables and fruits to include a number of substantive production plants in which are produced fresh-cut salads and other value-added products. Even field production has changed by field-packing vegetables for shipment to market. Those products are now housed, while awaiting shipment across the country, in several large commercial cooling facilities. Yuma is home to two military bases that are critical to the nation’s defense. Both contribute significantly to Yuma’s economy. The Marine Corps Air Station conducts pilot tactical training using the adjacent Barry M. Goldwater Range. Along with several attack squadrons, including the famous ‘Black Sheep’ squadron, the base is home to the Marine Aviation Weapons and Tactics Squadron One (MAWTS-1), which is the host of the graduate level, Weapons and Tactics Instructor Course (WTI). WTI is the Marine Corps version of ‘Top Gun’. Another critical installation is the US Army Yuma Proving Ground. The proving ground is the Army’s center for desert natural environment testing and evaluation. This includes testing of all types of materiel; including prototype combat vehicles, artillery, conventional munitions, aircraft and other items critical to the Army’s mission. The proving ground also contracts with other nations for testing of specialized equipment from around the globe. The third major segment is tourism. Yuma’s abundant sunshine and unbeatable weather drew an estimated 90,000 winter visitors last year. The average visitor stays three months and adds significantly to the economy. Adding to this segment is the Yuma Crossing National Heritage Area. Established in 2000 by Congress, it is the first and one 16 of only two national heritage areas west of the Mississippi River. The city’s long-planned riverfront development is now in progress and will serve to make Yuma a travel destination throughout the year. Yuma Demographics Form of Government Council/Manager Mayor's Term 4 Years - Elected at large Council Term (6 Councilmembers) 4 Years - Elected at large (staggered terms) Current Area in Square Miles 112 Area in Square Miles as of November 15, 1997 30.8 Current (2005) City of Yuma Population 88,775 1990 City of Yuma Population 56,966 Growth % 1990 - 2000 for City of Yuma 36.1% Current (2000) Population of Yuma MSA 160,026 1990 Population of Yuma MSA 106,895 Growth % 1990 - 2000 for Yuma MSA 49.7% # of Winter Visitors to Yuma Area (1998) 89,000 Population within 1 hour driving time 2 Million (approximately) Village of Yuma Incorporated July 11, 1876 - A.F. Finlay, Mayor Town of Yuma Incorporated April 6, 1902 - R.S. Patterson, Mayor City of Yuma Incorporated April 7, 1914 - John H. Shanssey, Mayor # of Employees (Full & Part Time) 1,312 Average Daily Maximum Temperature 87.3° Fahrenheit Average Daily Minimum Temperature 53.5° Fahrenheit Monthly Average Temperature (based on last 50 yrs) 75.2° Fahrenheit Average Yearly Rainfall in Inches 2.94 inches % of Sunshine Overall (Year = 4,400 hours) 90% (4,133 hours) Relative Humidity - 11:00 AM, July 32% Elevation above Sea Level 138 feet # Golf Courses 11 3 (Crane elementary, Yuma Elementary, Yuma Union High School) # of School Districts # of Public Elementary Schools 20 Total # of Public Elementary School Students 12,386 # of Private Elementary Schools 8 # of Public Junior High Schools 7 Total # of Public Junior High School Students 4,637 # of Public High Schools 4 Total # of Public High School Students 9,300 4 (Arizona Western College, Northern Arizona University - Yuma, Southern Illinois University, University of Phoenix) # of Colleges/Universities % of households with $100,000 plus income Average 7.6% Average Median Home Sales Price (City of Yuma) $200,000 17 City of YUMA 18 Fund Information FUND INFORMATION Page No. General Fund 19 Special Revenue Funds Community Investment Trust Riverfront Redevelopment 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 22 23 24 25 26 27 28 29 30 31 32 Debt Service Fund 33 Capital Projects Fund 34 Enterprise Funds Water Fund Wastewater Fund Desert Hills Golf Course Fund Arroyo Dunes Golf Course Fund 35 37 39 40 Internal Service Funds Equipment Replacement Fund Equipment Maintenance Fund Insurance Reserve Fund 40 41 41 The following pages list each of the city’s funds including a description of the fund’s major sources of revenue and a recap of the changes in budget for the fiscal year. GENERAL FUND The General Fund is the main operating fund of the city. It accounts for all or a portion of every department. 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. A discussion of the fund’s major revenues follows. Revenues Local taxes These taxes are general purposes taxes applying to all services in the General Fund. Millions General sales tax: This is the largest single source of revenues for the General Fund and averages around one third of general revenues. This one-percent transaction privilege tax is levied on business conducted within the city. The program is administered by the Arizona Department of Revenue for the city. Historically, this revenue source averaged increases of seven percent with the most recent exception being fiscal 2003, when only a one percent increase over the prior year was posted. Since then, sales taxes have rebounded with an estimated 15% increase during 2005. Annual projections of revenue for the upcoming fiscal year are based on a variety of trend factors. Sales tax records for previous years and a review of monthly receipts for major taxpayers help staff determine an appropriate projection. Other factors include reviews of building permits and other local economic indicators to set a figure, which remains conservative to avoid the attendant problems during the year that would occur with overestimated revenues. For 2007, sales taxes continue to increase with a 15% increase projected. 25 Interest/Misc 1% 20 Fines 1% Licenses/ Permits 4% Charges 2% Property Tax 12% Vehicle Tax 5% 15 Income Tax 17% 10 Franchises 4% 5 1998 1999 2000 2001 State Sales City Sales Vehicle Lic 2002 2003 2004 2005 2006 State Sales 15% 2007 Income Tax Property Tax Sales Tax 37% Property tax: The Arizona Constitution limits property taxes. The formula allows for a two-percent increase in the actual levy of the previous year with an additional adjustment to reflect growth (new construction) in the tax base. Higher growth in total assessed valuation lowers the tax rate. With this limitation in place, property taxes usually amount to 13% to 14% of general revenues. For tax year 2006 (fiscal year 2006-2007), the maximum tax rate is decreasing to $1.7373, but because of new construction growth and increases in assessed valuations, the tax levy increases by $760,380 to $7,320,954. The maximum tax levy worksheet is included in the Appendix. 19 Shared revenues include state sales tax, urban revenue sharing (income tax) and vehicle license tax. State sales tax: Twenty-five percent of the total state sales tax collection base (less certain classifications) is distributed to cities and towns based on the relative percentage of 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. Initial projections are set by reviewing historical trends since staff has little statewide information. Ultimately, projections provided by the state and the Arizona League of Cities and Towns are used. For fiscal 2007, state sales tax is projected to increase 18 percent to $9 million. Ten-year History of General Fund - Major Revenues State Sales Income Tax City Sales Prop Tax Vehicle Lic 1998 $ 4,506,916 $ 5,171,767 $ 9,848,292 $ 4,355,377 $ 1,595,995 5,002,193 6,212,451 10,354,676 4,486,819 2,030,291 1999 5,515,532 6,958,385 11,342,233 4,730,665 2,075,329 2000 5,779,653 7,303,100 12,836,934 5,243,984 2,235,482 2001 5,973,339 8,084,914 13,116,950 5,193,075 2,345,195 2002 6,062,278 8,250,011 13,237,042 5,525,546 2,746,086 2003 6,535,654 7,002,250 14,849,984 5,857,815 2,852,832 2004 7,196,762 7,141,392 17,165,647 6,084,434 3,067,961 2005 8,348,200 8,130,357 19,740,500 6,740,574 3,000,000 2006 9,016,000 9,825,592 21,319,700 7,320,954 3,120,000 2007 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. With declining income tax receipts for the state several years ago, this revenue source declined significantly for 2004. As noted in the line graph on the previous page and the table above, its upward trend has continued for 2007. Because the amount to be distributed is based upon actual tax collections from a previous fiscal year, the state provides a near-exact figure for projection purposes. 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. With collections of this tax performed by the state, historical trends are the only data available to determine projections for a given fiscal year. Projected for fiscal 2007 is a modest 4% increase. Expenditures The table on the next page and its related graph display the impact of the several departments on the General Fund. A quick review shows the large majority of General fund expenditures are related to public safety in the Police and Fire Departments, respectively. The third largest group is the Administrative Departments that provide support to the operating departments. Parks and Recreation Department follows closely behind with its recreational opportunities and many parks enjoyed by our populace. 20 Administrative Depts 18% Municipal Court 2% Community Development 7% Fire 19% Parks 15% Police 38% General revenues not only support the services provided by the departments listed, but, as shown in the fund recap below, also pay a portion of the city’s debt service (attributable to General Fund services) 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 Expenditures by Department MAYOR AND COUNCIL MUNICIPAL COURTS CITY ADMINISTRATOR'S OFFICE CITY ATTORNEY'S OFFICE INFORMATION TECH SERVICES FINANCE HUMAN RESOURCES GENERAL GOVERNMENT COMMUNITY DEVELOPMENT ENGINEERING PARKS AND RECREATION POLICE DEPARTMENT FIRE DEPARTMENT INTRACITY COST ALLOCATION 2004-2005 2005-2006 2005-2006 2006-2007 Actual Budget Estimate Budget 222,367 $ 262,347 $ 245,831 $ 297,813 1,194,247 1,295,495 1,264,540 1,643,852 1,836,552 2,285,511 2,146,151 3,029,970 1,066,102 1,151,837 1,112,182 1,366,893 1,809,934 2,687,805 2,335,192 2,927,840 2,333,049 2,618,673 2,449,698 2,916,442 965,235 1,143,216 1,112,200 1,239,023 1,331,973 3,181,379 2,675,270 2,932,948 2,478,748 3,327,408 3,070,307 3,538,987 250,945 343,863 313,158 436,003 6,290,144 7,654,013 7,413,869 8,967,361 16,142,827 19,986,948 18,870,429 22,953,046 8,292,208 9,744,601 9,607,538 11,996,158 (2,839,799) (3,375,575) (3,375,575) (3,569,494) $ 41,374,532 $ 52,307,521 $ 49,240,790 $ 60,676,842 Also paid from General Fund resources in the fund recap are capital projects (shown as a transfer to the Capital Projects Fund). These are generally park improvements or other general government projects for which there is not a separate dedicated funding source. 21 GENERAL FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Transfers In: Capital Improvement Fund Total Transfers In Total Sources Uses: Expenditures Operating Debt Service Reserve Capital Outlay Transfers Out: Solid Waste Fund Yuma Mall Maintenance Fund Radio Communication Fund Debt Service Fund Improv. District #67 Debt Service Insurance Reserve Fund Highway User Revenue Fund Capital Projects Fund Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2004-2005 ACTUAL 15,209,023 2005-2006 BUDGET 18,572,429 2005-2006 ESTIMATE 18,531,772 2006-2007 BUDGET 20,227,671 50,035,879 51,361,972 56,100,913 59,943,746 28,561 28,561 - - - 50,064,440 51,361,972 56,100,913 59,943,746 41,499,161 274,036 50,328,355 1,979,166 47,809,228 1,431,562 56,681,480 216,913 3,995,362 859,335 158,269 1,172,436 171,762 3,474,504 16,695 459,690 4,968,494 46,741,691 18,531,772 3,096,403 133,333 23,157 1,335,000 5,932,091 58,239,612 11,694,789 1,121,206 151,410 3,097,878 133,333 20,397 640,000 5,164,224 54,405,014 20,227,671 2,148,830 203,082 30,000 2,883,413 133,333 23,822 1,206,800 6,629,280 67,523,035 12,648,382 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. Combined with the General Fund within the City’s financial statements, but shown separately in the budget, is the Community Investment Trust. Revenues from sales of surplus real property are recorded within these accounts. Expenditure of the monies is at the discretion of the council. Each year, all of the available balances of the accounts are budgeted for expenditure should the council desire to fund critical projects that arise during the fiscal year. COMMUNITY INVESTMENT TRUST Undesignated Account Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Operating Capital Outlay Transfers Out: Capital Projects Fund Riverfront Redevelopment Total Transfers Out Total Uses Undesignated Account Balance June 30, 2004-2005 ACTUAL 797,224 2005-2006 BUDGET 557,438 2005-2006 ESTIMATE 557,443 2006-2007 BUDGET 570,443 320,416 320,416 13,000 13,000 13,000 13,000 49,657 49,657 2,250 557,947 86,124 - - - 560,197 557,443 515,000 220,100 735,100 821,224 (250,786) 570,443 400,000 220,100 620,100 620,100 - 22 Also included within the General Fund, but separated here for reporting purposes, is the Riverfront Redevelopment Account. After years of planning, the riverfront area in Yuma is soon to begin development. As part of the agreement with the developer, the City is required to provide $440,200 per year for 10 years for infrastructure. In addition, sales tax rebates of 70% of the City's general sales taxes and Two Percent taxes generated within the project area are to be paid to the developer. The agreement calls for paying one half the balance of the required deposit at the time building permits are generated. Those permits were expected in January 2006, thus the first payment was budgeted in FY2006 but not expended. Instead, permits and economic activity are expected in FY2007, therefore those required payments and rebates are reflected herein. RIVERFRONT REDEVELOPMENT Undesignated Account Balance July 1, Sources: Transfers In: Community Investment Trust Two Percent Fund Total Transfers In Total Sources Uses: Expenditures Operating Total Uses Undesignated Account Balance June 30, 2004-2005 ACTUAL 2005-2006 BUDGET 2005-2006 ESTIMATE - - 2006-2007 BUDGET - - - 220,100 220,100 440,200 440,200 - 220,100 220,100 440,200 440,200 - 220,100 220,100 220,100 - 440,200 440,200 - The Radio Communications Fund was created to track the expenditures of the new Yuma Regional Communication System, which will include the construction of the new 800/700 MHz digital trunked radio system for use by the city’s public safety agencies. Additionally, the system will be designed to integrate and include interoperability capabilities for use by the County of Yuma and other city and local emergency response agency. To assist with the construction of this system, grants and other local emergency response agencies contributions are helping fund this deployment. RADIO COMMUNICATIONS FUND Undesignated Account Balance July 1, Sources: Estimated Revenues Transfers In: General Fund Two Percent Fund Total Transfers In Total Sources Uses: Expenditures Operating Capital Outlay Total Uses Undesignated Account Balance June 30, 2004-2005 ACTUAL 2005-2006 BUDGET 2005-2006 ESTIMATE - - - 2006-2007 BUDGET 6,710 - - 24,000 1,079,000 - - 24,000 30,000 30,000 1,109,000 - - 14,890 2,400 17,290 6,710 319,921 750,000 1,069,921 45,789 23 SPECIAL REVENUE FUNDS HIGHWAY USER REVENUE FUND Millions 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. Projections for this revenue are provided by the state and the League of Cities. 9.0 8.5 8.0 Gas Tax 7.5 7.0 6.5 6.0 5.5 5.0 Gas Tax 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 5,768,654 6,038,703 6,715,786 6,157,241 6,414,401 6,732,659 7,198,885 7,627,177 7,816,920 8,250,284 HURF Fund Expenditures by Division Curbs, Gutters, Sidewalks Engineering Lot Cleaning Storm Drain Maintenance Street Lighting Street Maintenance Street Sweeping Traffic Signals Traffic Signs and Striping 2004-2005 Actual $ 430,320 53,864 16,695 617,302 516,873 2,410,823 419,007 356,805 526,689 $ 5,348,378 2005-2006 Budget $ 425,966 431,504 23,157 784,441 499,584 2,915,244 676,108 705,589 570,958 $ 7,032,551 2005-2006 Estimate $ 430,728 695,005 20,465 786,708 512,369 2,769,018 676,500 629,355 572,565 $ 7,092,713 2006-2007 Request $ 498,616 1,016,688 25,790 880,978 513,355 3,016,571 616,727 780,031 626,187 $ 7,974,943 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. 24 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: Debt Service Fund Capital Projects Fund Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2004-2005 ACTUAL 5,245,238 2005-2006 BUDGET 5,019,349 2005-2006 ESTIMATE 5,113,910 2006-2007 BUDGET 4,452,980 7,820,002 8,029,920 7,986,920 8,410,284 16,695 16,695 7,836,697 23,157 23,157 8,053,077 20,397 20,397 8,007,317 23,822 23,822 8,434,106 5,289,477 58,486 6,549,686 482,865 6,618,192 474,521 7,538,478 436,465 102,088 2,517,973 2,620,061 7,968,024 5,113,910 98,683 3,951,554 4,050,237 11,082,788 1,989,638 99,179 1,476,355 1,575,534 8,668,247 4,452,980 98,599 2,157,143 2,255,742 10,230,685 2,656,401 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). Historically, the city has opted to expend the 10 percent for cultural activities with the remainder transferred to the Capital Projects Fund for street construction. The expenditure budget includes both the cultural portion and the match required by law. Similarly, total revenues listed in the recap below include the matching 10% portion. LOCAL TRANSP. ASSISTANCE FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Operating Transfers Out: Capital Projects Fund Total Transfers Out Total Uses Undesignated Fund Balance June 30, 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 439,556 424,669 418,463 425,571 440,004 434,212 431,754 428,517 427,720 425,664 2004-2005 ACTUAL 35,793 2005-2006 BUDGET 20,000 2005-2006 ESTIMATE 33,659 2006-2007 BUDGET 20,000 480,479 480,479 471,340 471,340 473,340 473,340 473,230 473,230 100,186 95,094 79,554 95,373 382,427 382,427 482,613 33,659 376,246 376,246 471,340 20,000 407,445 407,445 486,999 20,000 377,857 377,857 473,230 20,000 25 CITY ROAD TAX FUND The tax base for the Road Tax is the same as the one percent general tax. Its trends and method of projection are the same as that revenue. Millions 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 12.00 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. 11.00 10.00 9.00 City Road Tax 8.00 7.00 6.00 5.00 4.00 3.00 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 4,836,428 5,088,978 5,574,996 6,417,376 6,448,954 6,617,396 7,423,730 8,581,357 9,134,900 10,658,000 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 Transfers In: Capital Improvement Fund Total Transfers In Total Sources Uses: Expenditures Operating Capital Outlay Debt Service Transfers Out: Capital Projects Fund Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2004-2005 ACTUAL 4,013,513 2005-2006 BUDGET 5,181,124 2005-2006 ESTIMATE 5,809,291 2006-2007 BUDGET 7,343,384 8,789,483 9,294,900 10,118,500 10,878,000 282,660 282,660 - - - 9,072,143 9,294,900 10,118,500 10,878,000 494,967 725,905 600,368 713,776 670,631 713,776 888,542 9,000 201,647 6,052,679 6,055,493 7,276,365 5,809,291 9,344,000 9,344,000 10,658,144 3,817,880 7,200,000 7,200,000 8,584,407 7,343,384 8,674,200 8,674,200 9,773,389 8,447,995 26 PUBLIC SAFETY TAX FUND Millions 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. Because it also shares the same tax base as the general sales tax of 1%, the Public Safety Tax is showing a dramatic increase of 16% in 2007. Other revenues of the fund include interest earnings. 4.50 4.00 Public Safety Tax 3.50 3.00 2.50 2.00 1.50 1.00 0.50 - 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2,002,155 2,105,780 2,306,895 2,566,078 2,578,704 2,646,058 2,968,482 3,431,373 3,652,700 4,261,600 For 2007, the capital expenditures noted below relate to facility upgrades in various fire stations. The debt service transfer is to repay debt incurred for construction of the facility. The capital projects transfer is for various police and fire station facility improvements. PUBLIC SAFETY TAX FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Transfers In: Total Transfers In Total Sources Uses: Expenditures Operating Capital Outlay Transfers Out: Debt Service Fund Capital Projects Fund Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2004-2005 ACTUAL 2,096,898 2005-2006 BUDGET 3,416,064 2005-2006 ESTIMATE 3,448,511 2006-2007 BUDGET 5,019,782 3,509,861 3,692,700 4,031,000 4,341,600 3,509,861 3,692,700 4,031,000 4,341,600 39,344 115,481 275,000 275,000 100,000 11,491 1,786,401 217,021 2,003,422 2,158,248 3,448,511 1,791,741 790,000 2,581,741 2,856,741 4,252,023 1,793,729 391,000 2,184,729 2,459,729 5,019,782 2,012,777 5,060,000 7,072,777 7,184,268 2,177,114 27 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 largest 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. The chart on the right compares the charges and rentals income of the complex to the transfer from the Two Percent Tax Fund. In Thousands 1800 1600 1400 1200 1000 800 600 400 200 1998 1999 2000 2001 2002 Chgs/Rents 2003 2004 2005 2006 2007 2% Trnsfr Rental income for the facility will remain steady, using historical trends as a determining factor. With only moderate increases in expenditures next year, the transfer from the Two Percent Tax Fund was once again reduced from the previous year. Recreation Complex Fund Expenditures by Division Convention Center Baseball Complex RECREATION COMPLEX FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Transfers In: Two Percent Tax Fund Total Transfers In Total Sources Uses: Expenditures Operating Capital Outlay Transfers Out: Capital Projects Fund Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2004-2005 Actual 2005-2006 Budget 2005-2006 Estimate 2006-2007 Request $ 1,064,326 603,782 $ 1,668,108 $ 1,185,646 686,642 $ 1,872,288 $ 1,199,578 636,956 $ 1,836,534 $ 1,299,266 710,153 $ 2,009,419 2004-2005 ACTUAL 1,169,051 2005-2006 BUDGET 1,357,048 2005-2006 ESTIMATE 1,359,100 2006-2007 BUDGET 1,367,994 519,600 479,100 515,428 513,200 1,450,000 1,450,000 1,969,600 1,350,000 1,350,000 1,829,100 1,350,000 1,350,000 1,865,428 1,500,000 1,500,000 2,013,200 1,611,339 54,756 1,804,288 68,000 1,769,268 67,266 1,960,619 48,800 113,455 113,455 1,779,550 1,359,100 240,000 240,000 2,112,288 1,073,860 20,000 20,000 1,856,534 1,367,994 940,000 940,000 2,949,419 431,775 28 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 smaller tax base of bars, hotels, and restaurants. Its use is restricted by ballot language to the Recreation Complex; golf course; Yuma Crossing area; and conventions/tourism. The graph at left shows the tremendous growth in recent years. Fiscal 2006 finished the year at a 6% growth rate. A conservative increase of 7%, matching the expectations of general sales taxes, is anticipated for 2007. 4.00 3.50 Two Percent Tax 3.00 2.50 2.00 1.50 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2,187,192 2,313,453 2,363,269 2,490,071 2,652,152 2,741,988 3,044,645 3,374,333 3,578,545 3,822,500 TWO PERCENT TAX FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Operating Capital Outlay Transfers Out: Riverfront Redevelopment Recreation Complex Fund Desert Hills Golf Course Fund Capital Projects Fund Total Transfers Out Total Uses Undesignated Fund Balance June 30, Operating expenditures from the fund are payments to outside agencies for services authorized by the ballot measure. Transfers out include operating subsidies to the Recreation Complex, debt service requirements for the Desert Hills Golf Course, and capital projects. 2004-2005 ACTUAL 663,994 2005-2006 BUDGET 1,254,776 2005-2006 ESTIMATE 1,215,801 2006-2007 BUDGET 2,328,402 3,395,580 3,395,580 3,594,545 3,594,545 3,797,500 3,797,500 3,847,500 3,847,500 773,595 - 855,504 - 855,504 - 842,950 - 1,450,000 434,805 185,373 2,070,178 2,843,773 1,215,801 220,100 1,350,000 231,400 1,390,000 3,191,500 4,047,004 802,317 1,350,000 232,895 246,500 1,829,395 2,684,899 2,328,402 220,100 1,500,000 231,400 1,962,000 3,913,500 4,756,450 1,419,452 29 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 district maintains the common areas of the downtown mall. The Parks Department is responsible for the maintenance. The district was originally created in 1969 to finance improvements to the downtown business area in an effort to retain retail business as the city grew to the south. Mall District Levy and Tax Rate 15 100,000 90,000 13 80,000 70,000 11 60,000 9 50,000 40,000 7 30,000 20,000 5 10,000 - 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 Levy 43,419 48,771 50,671 62,912 64,172 83,184 88,411 93,857 90,000 90,000 Rate 4.7747 4.7747 4.7747 4.7747 4.7747 4.7747 4.7747 4.7747 4.7747 4.7747 3 The plan failed to retain the larger retail outlets that eventually did move south in the city and the downtown area declined. In more recent years, however, new smaller retail developments have flourished. To help spur continued growth, the council reduced the tax rate of the district. Since then, assessed values have increased leading to the improving tax collections as shown in the above chart. Historically, maintenance expenditures have exceeded the tax revenues of the district and a General Fund subsidy has been required. The Parks Department reduced services slightly during fiscal 2004 to lower the subsidy from the General Fund so that those resources can be used for other parks maintenance purposes. For 2007, the General Fund transfer increased once again to maintain service levels within the district. MALL MAINTENANCE 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: Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2004-2005 ACTUAL 2005-2006 BUDGET 2005-2006 ESTIMATE 2006-2007 BUDGET - - - - 108,792 105,000 105,000 105,000 158,269 158,269 267,061 171,762 171,762 276,762 151,410 151,410 256,410 203,082 203,082 308,082 267,061 - 276,762 - 256,410 - 284,682 23,400 267,061 - 276,762 - 256,410 - 308,082 - 30 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, and the residential collection fee, created for the 2004 fiscal year. Until fiscal 2000, no fees had been charged for collection of residential trash. Instead, the General Fund subsidized this fund by transferring sufficient monies into the fund to restore a zero fund balance. (A fund was created originally because the city charged for collection of commercial solid waste until 1999.) The Environmental Solid Waste Fee was created to offset the ever-increasing costs of landfill disposal and to cover the city’s neighborhood cleanup program, its recycling efforts and its household hazardous waste collection efforts. Because of increasing costs, and the decrease in general revenues during 2004 Solid Waste Fees vs. General Fund Transfer related to state-shared income tax collections, a residential 2.5 collection fee was established at $2 per month. This fee is scheduled to sunset after the 2.0 2006 fiscal year. The new fee served initially to reduce the General Fund subsidy, as noted in the graph at right. However, with the continued growth in residential units in the city, the cost of service will cause the subsidy to increase once more. Each year, revenue projections are based on the number of solid waste accounts in the program. 1.5 1.0 0.5 - 1998 1999 2000 2001 Fees 534,352 789,271 800,000 900,000 Transfer 1,403,275 848,108 2002 2003 2004 2005 2006 2007 952,000 1,180,876 1,688,146 1,842,607 1,963,650 1,688,500 978,242 1,115,815 1,297,740 1,331,569 943,914 898,204 1,172,436 2,148,830 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 Total Transfers In Total Sources Uses: Expenditures Operating Capital Outlay Transfers Out: Debt Service Fund Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2004-2005 ACTUAL 2005-2006 BUDGET 2005-2006 ESTIMATE 2006-2007 BUDGET - - - - 1,854,345 1,973,650 1,997,250 1,693,500 859,335 859,335 2,713,680 1,172,436 1,172,436 3,146,086 1,121,206 1,121,206 3,118,456 2,148,830 2,148,830 3,842,330 2,692,562 - 3,125,672 - 3,097,939 - 3,621,933 200,000 21,118 21,118 2,713,680 - 20,414 20,414 3,146,086 - 20,517 20,517 3,118,456 - 20,397 20,397 3,842,330 - 31 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. This fund’s budget will vary significantly from year to year as the city budgets for all grants for which staff believes it has a reasonable chance of award. This often causes a distinct variance between the budget of a given year and its actual revenues and expenditures. GRANT FUNDS Undesignated Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Operating Capital Outlay Debt Service Transfers Out: Capital Projects Fund Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2004-2005 ACTUAL 6,865 2005-2006 BUDGET 6,754 2005-2006 ESTIMATE 6,865 5,509,198 5,509,198 24,554,906 24,554,906 8,394,609 8,394,609 22,309,370 22,309,370 3,656,969 144,807 104,183 10,335,407 832,381 108,618 3,868,478 557,689 108,618 8,220,232 663,000 115,138 1,603,238 1,603,238 5,509,198 6,865 13,278,500 13,278,500 24,554,906 6,754 3,866,689 3,866,689 8,401,474 - 13,311,000 13,311,000 22,309,370 - 32 2006-2007 BUDGET - DEBT SERVICE FUNDS Debt service funds are used to account for payment of principal and interest on bonded debt paid from governmental fund resources. Long-term bonded debt of Enterprise Funds is recorded and paid directly from the fund. A discussion of debt activity is included in the Debt Management section. The City has two types of long-term governmental debt. First is debt of the Yuma Municipal Property Corporation (MPC). The several bond issues of the MPC are represented below. Transfers from the operating funds benefiting from the infrastructure provided by the debt are made each year. 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 Capital Improvement Fund Water Fund Wastewater Fund Public Safety Tax Total Transfers In Total Sources Uses: Expenditures Debt Service Total Uses Undesignated Fund Balance June 30, 2004-2005 ACTUAL - 2005-2006 BUDGET 81,011 2005-2006 ESTIMATE 330,038 2006-2007 BUDGET 330,039 4,474 - - - 3,474,504 233,768 102,088 21,118 62,771 24,223 1,786,401 5,704,873 5,709,347 3,096,403 231,400 98,683 20,414 60,677 23,415 1,791,741 5,322,733 5,322,733 3,097,878 232,895 99,179 20,517 60,983 23,533 1,793,729 5,328,714 5,328,714 2,883,413 231,400 98,599 20,397 60,626 23,395 2,012,777 5,330,607 5,330,607 5,379,309 5,379,309 330,038 5,322,733 5,322,733 81,011 5,328,713 5,328,713 330,039 5,330,608 5,330,608 330,038 In addition to governmental debt, the City also records the activity of Improvement District 67, the proceeds of which were used to construct public improvements around the new Yuma Palms Regional Center. The mall, the sole property owner with the district, pays the debt service on the bonds after which certain sales tax rebates are made in accordance with a development agreement. The activity of that agreement and related debt activity is included below. For financial statement presentation, the two fund types are combined in the Comprehensive Annual Financial Report, but presented separately herein for the sake of clarity. IMPR DISTRICT #67 DEBT SERVICE Undesignated Account Balance July 1, Sources: Estimated Revenues Transfers In: General Fund City Road Tax Fund Wastewater Fund Capital Improvement Fund Total Transfers In Total Sources Uses: Expenditures Debt Service Total Uses Undesignated Account Balance June 30, 2004-2005 ACTUAL 86,334 2005-2006 BUDGET (350) - 2005-2006 ESTIMATE 2006-2007 BUDGET - - - - 133,333 133,333 2,814 989 179,573 183,376 269,710 936,780 1,070,113 1,070,113 936,780 936,780 936,780 941,065 1,074,398 1,074,398 269,710 269,710 - 936,780 936,780 132,983 936,780 936,780 - 941,065 941,065 133,333 33 CAPITAL PROJECTS FUND This fund accounts for the expenditures related to capital improvement projects for governmental funds. Revenues include anticipated or actual bond proceeds and transfers from other funds for their respective projects. Expenditures for capital projects of Enterprise Funds are shown within that section. A list of capital projects is included within the Capital Improvement Section of this document. A series of public meetings and presentations to Council occur with this portion of the budget. By charter, the capital improvement program is developed separately from the operating budget. However, while separate, this budget is not independent, as it relies on revenues from the operating funds for its capital sources. Accordingly, operational needs of the departments come first in determining use of expendable resources. Other sources of revenue for this fund include governmental activity long-term debt proceeds and developer deposits. These are the primary reason why the fund ends a given year with a fund balance, as these proceeds are not always spent in the year received. CAPITAL PROJECTS FUND Designated Fund Balance July 1, Sources: Estimated Revenues Transfers In: General Fund Community Investment Trust Highway Users Revenue Fund LTAF City Road Tax Public Safety Tax Recreation Complex Fund Two Percent Fund Grant Funds Total Transfers In Total Sources Uses: Expenditures Debt Service Capital Improvements Transfers Out: General Fund City Road Tax Improv. District #67 Debt Service Wastewater Fund Wastewater Restricted Fund Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2004-2005 ACTUAL 6,972,955 2005-2006 BUDGET 1,619,886 2005-2006 ESTIMATE 1,104,048 5,045,659 55,682,106 2,226,825 114,762,150 459,690 2,517,973 382,427 6,052,679 217,021 113,455 185,373 1,603,238 11,531,856 16,577,515 1,335,000 515,000 3,951,554 376,246 9,344,000 790,000 240,000 1,390,000 13,278,500 31,220,300 86,902,406 640,000 1,476,355 407,445 7,200,000 391,000 20,000 246,500 3,866,689 14,247,989 16,474,814 1,206,800 400,000 2,157,143 377,857 8,674,200 5,060,000 940,000 1,962,000 13,311,000 34,089,000 148,851,150 19,944,868 85,235,748 19,564,368 144,873,250 28,561 282,660 179,573 2,671 2,008,089 2,501,554 22,446,422 1,104,048 936,780 936,780 86,172,528 2,349,764 936,780 936,780 20,501,148 (2,922,286) 941,065 941,065 145,814,315 114,549 34 2006-2007 BUDGET (2,922,286) ENTERPRISE FUNDS As noted in the overview, enterprise funds are used by governments to account for operations in which user charges are the main source of revenue. Taxes and other general revenues are not used to finance these operations for a number of reasons: • • • The beneficiary of services of an enterprise-related activity can be readily identified and the service provision can be measured to determine charges. General revenues have legal, statutory or charter-related limitations in amount and cannot cover all the services required by its citizens. General revenues are historically used to finance expenditures for services in which the ultimate beneficiary cannot be readily determined. Enterprise funds account for activities using accounting principles similar to commercial businesses. For financial reporting purposes, each fund records transactions on an accrual basis in which long-lived assets are not recorded as expenses when purchased but as assets. The costs of these assets are then amortized over their useful lives as depreciation. Similarly, any debt of an enterprise fund is recorded as a long-term liability within the fund with the only expense recognition related to interest on the debt. For budget purposes, however, the expenditure of monies related to these activities must be accounted for like those of governmental funds. As such, expenditure of funds is generally reported when expended, irrespective of the long-term use of the underlying asset. Moreover, state law requires the budgeting of all funds to be expended in a fiscal year. This leads to a budget basis of reporting that is not in accordance with generally accepted accounting principles (GAAP). This “budget basis” results in two types of reporting for Enterprise Funds on the city’s financial statements. That basis shows operating budgets that are similar to GAAP and capital budgets that report in a more traditional governmental display. This display does not included budgets for depreciation. WATER FUND Thousands of Customers The Water Fund records WATER CUSTOMER GROWTH the financial activity of the City’s water treatment 28 27 and distribution system. 26 The system is not tax 25 supported but relies on a 24 23 combination of charges 22 for water and capacity 21 20 fees for new 19 development to maintain 18 and expand its services 17 16 to meet the needs of a JanJulJanJulJanJulJanJulJanJulJanJulJanJulJanJulJanJulJangrowing city. The chart 97 97 98 98 99 99 00 00 01 01 02 02 03 03 04 04 05 05 06 at right shows the 44% growth in water customers since 1997. This growth has come with the price of investing in water system infrastructure and plant capacity. The system continues to undergo almost $100 million in new construction to accommodate unprecedented growth in Yuma. While the city was able to avoid rate increases for several years, a series of rate changes has occurred recently, and through 2008, to provide the cash flow necessary for system expansion. The chart below provides a history of metered water sales versus capacity charges. The term ‘capacity charges’ includes system development fees. Until 2001, the increase in sales was driven only by consumption, whether that consumption was from new or current customers. Since then, rate increases have combined with consumption to cause the surge in total metered revenues. Also, these very rate increases have caused total capacity charges to increase similarly. These rate increases are the basis for financing the system expansion. Revenues for 2007 are 35 determined on the basis of the systems historical growth (approximating 4% recently) along with any approved changes in rates. Because water rate increases are imposed in January, in times of lower consumption, any given rate increase will affect the projection for only half the year. Metered Water Sales vs. Capacity Charges 2007 2006 2005 2004 2003 2002 2001 2000 1999 1998 - Water Sales Capacity 2.0 4.0 6.0 8.0 10.0 12.0 2004 14.0 2005 16.0 1998 1999 2000 2001 2002 2003 7,607,753 7,883,917 8,249,138 8,244,612 8,821,057 9,449,251 10,457,209 12,298,500 13,202,700 15,359,641 820,881 941,316 1,460,432 1,738,243 1,468,918 1,784,476 2,826,218 2,450,000 2006 18.0 2,650,000 2007 2,920,025 The operating portion of the budget 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 Transfers In Total Sources Uses: Expenditures Operating Capital Outlay Debt Service Capital Improvements Transfers Out: Debt Service Fund Total Transfers Out Total Uses Net Working Capital June 30, 2004-2005 ACTUAL 10,886,647 2005-2006 BUDGET 8,003,701 2005-2006 ESTIMATE 9,567,764 2006-2007 BUDGET 13,562,408 13,193,858 13,874,904 16,071,451 16,255,750 16,764 16,764 13,210,622 25,300 25,300 13,900,204 26,300 26,300 16,097,751 26,072 26,072 16,281,822 7,020,460 350,769 368,895 6,726,611 8,881,694 476,414 369,245 7,292,000 8,759,156 252,435 369,333 2,661,200 10,587,003 328,450 370,017 5,489,895 62,771 62,771 14,529,506 9,567,764 60,677 60,677 17,080,030 4,823,875 60,983 60,983 12,103,107 13,562,408 60,626 60,626 16,835,991 13,008,240 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. A comparison of capacity charges and metered sales is shown above. Included within revenues are anticipated long-term debt proceeds. The reader should note that these proceeds are not received until the underlying capital projects are built. The estimated amount of proceeds reflects the progress of those projects. New proceeds in 2007 include 36 those not expended during 2006. The working capital balances shown below are estimates only. Any apparent deficit balance is the result of the project being partly funded by the operating fund, but the entire budget of the project being included below. 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 and will continue into the 2007 fiscal year. WATER RESTRICTED FUNDS Net Working Capital July 1, Sources: Estimated Revenues Transfers In: Total Transfers In Total Sources Uses: Expenditures Operating Capital Outlay Debt Service Capital Improvements Transfers Out: Water Fund Total Transfers Out Total Uses Net Working Capital June 30, 2004-2005 ACTUAL 1,817,523 2005-2006 BUDGET 3,762,271 2005-2006 ESTIMATE 5,863,902 2006-2007 BUDGET 5,323,364 14,591,727 55,529,600 20,714,614 117,252,614 14,591,727 55,529,600 20,714,614 117,252,614 2,219,200 8,309,384 4,539,725 54,501,950 3,710,902 17,517,950 4,336,853 117,883,600 16,764 16,764 10,545,348 5,863,902 25,300 25,300 59,066,975 224,896 26,300 26,300 21,255,152 5,323,364 26,072 26,072 122,246,525 329,453 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 increase in customer base Wastewater Operational Revenues and Capacity Charges for wastewater is similar to that 10.0 of the Water Fund. Overall, 9.0 there are fewer wastewater customers compared to water, 8.0 as a number of water 7.0 customers, particularly those 6.0 outside the city limits, are not 5.0 served by the wastewater system. Instead, they rely on 4.0 septic systems. Over time, 3.0 many of those customers are 2.0 being brought into the system. The expansion of the system is 1.0 not being caused by this type 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 of customer, however, but by 729,325 530,882 669,261 1,718,588 2,051,232 2,081,126 3,878,964 7,009,447 4,104,500 4,251,500 Cap new population and the Wstwtr Rev 4,430,301 4,232,779 4,567,897 4,887,560 5,582,691 6,627,410 7,678,654 8,025,173 8,054,131 8,994,527 increasing numbers of new subdivisions. Like water, system rates are increasing to finance the expansion of capacity, both in the collection system as well as the treatment plant capacity. 37 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. For capital projects, both operational revenues and capacity charges pay for their respective share of improvement and capital projects expenditures are budgeted in both portions. WASTEWATER FUND Net Working Capital July 1, Sources: Estimated Revenues Transfers In: Capital Improvements Fund Total Transfers In Total Sources Uses: Expenditures Operating Capital Outlay Capital Improvements Debt Service Fund Total Transfers Out Total Uses Net Working Capital June 30, 2004-2005 ACTUAL 3,247,939 2005-2006 BUDGET 3,856,513 2005-2006 ESTIMATE 3,722,906 2006-2007 BUDGET 3,338,418 8,096,814 8,066,131 8,812,892 9,059,527 2,671 2,671 8,099,485 8,066,131 8,812,892 9,059,527 5,096,423 241,116 2,261,767 25,212 25,212 7,624,518 3,722,906 7,478,950 91,977 2,658,400 23,415 23,415 10,252,742 1,669,902 6,990,326 70,621 2,112,900 23,533 23,533 9,197,380 3,338,418 8,059,385 312,200 1,664,500 23,395 23,395 10,059,480 2,338,465 The restricted accounts in the fund are for capacity charges for system expansion. Projects scheduled for 2007 are facility improvements to the Figueroa Avenue Plant and continued work on the new East Mesa Water Pollution Control Facility. WASTEWATER RESTRICTED FUNDS Net Working Capital July 1, Sources: Estimated Revenues Transfers In: Capital Improvement Fund Total Transfers In Total Sources Uses: Expenditures Debt Service Capital Improvements Total Uses Net Working Capital June 30, 2004-2005 ACTUAL 17,058,220 2005-2006 BUDGET 5,868,685 2005-2006 ESTIMATE 8,386,060 2006-2007 BUDGET 5,150,718 23,942,482 34,325,225 4,537,149 33,010,080 2,008,089 2,008,089 25,950,571 34,325,225 4,537,149 33,010,080 3,074,324 31,548,407 34,622,731 8,386,060 3,283,890 34,390,000 37,673,890 2,520,020 3,283,890 4,488,601 7,772,491 5,150,718 3,283,890 31,842,931 35,126,821 3,033,977 38 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, believing that operations would allow a reduction in the transfer. Golf Revenues and 2% Tax Transfer 2.5 2.0 1.5 1.0 0.5 2% Transfer Golf Revenues 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 233,000 295,480 317,411 149,970 246,727 50,841 233,340 434,805 231,400 231,400 1,973,750 2,001,250 2,166,957 2,244,976 2,007,633 1,973,989 2,039,022 2,098,483 2,180,481 2,342,314 However, revenue projections did not meet goals and the transfer was increased to again match the course’s portion of the debt used to finance construction of the new clubhouse and restaurant. During 2005, an additional $200,000 was transferred as planned. Again for 2006 and continuing in 2007, the transfer from the Two Percent Tax Fund has returned to the amount necessary to pay debt service. DESERT HILLS GOLF COURSE FUND Net Working Capital July 1, Sources: Estimated Revenues Transfers In: Two Percent Tax Fund Total Transfers In Total Sources Uses: Expenditures Operating Capital Outlay Transfers Out: Debt Service Fund Total Transfers Out Total Uses Net Working Capital June 30, 2004-2005 ACTUAL (248,049) 2005-2006 BUDGET 32,323 2005-2006 ESTIMATE 33,371 2006-2007 BUDGET 140,220 2,098,565 2,180,481 2,239,526 2,342,314 434,805 434,805 2,533,370 231,400 231,400 2,411,881 232,895 232,895 2,472,421 231,400 231,400 2,573,714 2,018,182 - 2,168,850 26,000 2,110,579 22,098 2,368,442 9,000 233,768 233,768 2,251,950 33,371 231,400 231,400 2,426,250 17,954 232,895 232,895 2,365,572 140,220 231,400 231,400 2,608,842 105,092 39 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 saw the final payment of the internal loan used to purchase the course in the mid 1980’s. ARROYO DUNES GOLF COURSE FUND Net W orking Capital July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Operating Debt Service Total Uses Net W orking Capital June 30, 2004-2005 ACTUAL 121,531 2005-2006 BUDGET 124,042 2005-2006 ESTIMATE 124,091 2006-2007 BUDGET 105,334 231,753 231,753 258,012 258,012 222,409 222,409 233,511 233,511 229,193 229,193 124,091 272,789 272,789 109,265 241,166 241,166 105,334 271,079 271,079 67,766 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. EQUIPMENT REPLACEMENT FUND Net Working Capital July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Operating Capital Outlay Total Uses Net Working Capital June 30, 2004-2005 ACTUAL 14,596,427 2005-2006 BUDGET 15,764,691 2005-2006 ESTIMATE 15,799,309 2006-2007 BUDGET 15,063,137 2,580,572 2,580,572 2,633,566 2,633,566 2,993,566 2,993,566 4,014,773 4,014,773 76,287 1,301,403 1,377,690 15,799,309 70,181 3,996,710 4,066,891 14,331,366 70,181 3,659,557 3,729,738 15,063,137 48,736 3,058,080 3,106,816 15,971,094 40 EQUIPMENT MAINTENANCE FUND This fund accounts for the operations of fleet maintenance in the city and is managed within the Public Works Department. The equipment maintenance activity used a series of interdepartmental charges to allocate the cost of maintenance to the user funds. By using an internal service fund, the financial affairs of the division will be more easily attended and understood. EQUIPMENT MAINTENANCE FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Operating Capital Outlay Total Uses Undesignated Fund Balance June 30, 2004-2005 ACTUAL 15,432 2005-2006 BUDGET (65,800) 2005-2006 ESTIMATE (64,941) 2006-2007 BUDGET (116,698) 2,715,120 2,715,120 2,750,500 2,750,500 3,159,468 3,159,468 3,665,484 3,665,484 2,746,533 48,959 2,795,492 (64,940) 2,569,267 78,370 2,647,637 37,063 3,128,380 82,845 3,211,225 (116,698) 3,378,362 167,900 3,546,262 2,524 INSURANCE RESERVE FUND This fund accounts for the insurance activity and risk retention of the city for liability and casualty issues. Until 2004, these expenditures were accounted for within the General Fund. In 2005, an internal service fund was created for this activity. Use of such a fund will make administration of the city's risk management easier. Accumulated reserves were transferred on July 1, 2004. In fiscal 2005, transfers from each fund to cover costs of its insurance needs were made. Premiums are charged to each fund based on liability exposure, infrastructure and other parameters. World insurance markets continue to react to the growing presence of terrorism and other issues causing rates for coverage to increase. Moreover, underwriters of municipal insurance products have asked cities to incur additional risk retention in order to reduce premium load. Accordingly, the premiums charged to the operating funds will be determined not only to cover claims expenditures, but to increase the reserves held within the insurance fund over time as well. INSURANCE RESERVE FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Operating Total Uses Undesignated Fund Balance June 30, 2004-2005 ACTUAL 1,055,522 2005-2006 BUDGET 1,335,655 2005-2006 ESTIMATE 573,739 2006-2007 BUDGET 1,098,973 720,038 720,038 1,874,509 1,874,509 1,911,464 1,911,464 1,675,093 1,675,093 1,201,822 1,201,822 573,738 1,559,509 1,559,509 1,650,655 1,386,230 1,386,230 1,098,973 1,380,364 1,380,364 1,393,702 41 City of YUMA 42 Department Information DEPARTMENT INFORMATION Page No. Office of the Mayor and Council Yuma Municipal Court City Administration City Attorney’s Office Information Technology Services Finance Human Resources Community Development Public Works Utilities Engineering Parks and Recreation Department Police Department Fire Department 43 45 49 55 58 62 65 68 71 76 81 85 97 103 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 fifteen boards and commissions. AUTHORIZED FY PERSONNEL 05/06 Mayor’s Office* 2 Total 2 *does not reflect elected positions Accessibility • • FY 06/07 2 2 Commitment • • Listed are the Goal Action Items developed to guide our organization for the year ending June 30, 2007. • Communication • • Actively develop Council participation on Channels 72 and 73. Use the “Six Thinking Hats” training to develop thoughtful development of projects and policies. Innovation • • Implement E-business for customer billing/payments, account status, permits, etc. Provide internet access for all application forms, mapping, agendas, plans, staff reports, etc. Providing the “Six Thinking Hats” training to the City employees and the community. Hired two Hearing Officers to handle appeals and soil remediation Conditional Use Permit’s. 43 Continue to work with the county on emergency preparedness for the area. Continue the design and development of the Riverfront and Smucker Park projects. Adopt a 10-year CIP program and encourage steady annual progress. Mayor’s Office 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget 222,367 262,347 245,831 297,813 222,367 262,347 245,831 297,813 The Mayor’s Office budget shows increases in personnel costs due to the rising cost of health insurance and pension plan rate increases. Operational costs have increased due to increased travel by Council members and the Mayor and in memberships and dues on behalf of the city. GENERAL FUND 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services 131,609 141,128 139,135 151,102 Operational 90,925 121,219 106,696 146,711 Capital Outlay - - - - 222,534 262,347 245,831 297,813 FY 2006-2007 General Fund Budget (in thousands) $151 $146 $- Personnel Operating 44 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: 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 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 cases, 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. COURT FUNCTIONS: 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. AUTHORIZED PERSONNEL Municipal Court Total FY 05/06 19 19 FY 06/07 22 22 In addition to the twenty-two full-time authorized personnel, the Court has two elected Municipal Judges and four part-time (as needed) pro tem judges that are attorneys. 45 STATEWIDE MUNICIPAL COURTS CASE ACTIVITY TOTAL FILINGS TRAFFIC (CIVIL/CRIMINAL) Misdemeanors Orders of Protection Injunctions against harassment FY 04/05 FY 05/06 % CHG 1,439,452 1,469,243 2.07% 1,047,172 1,057,934 1.03% 234,139 13,405 235,156 12,827 0.43% -4.31% 9,412 9416 - FY 04/05 FY 05/06 YUMA MUNICIPAL COURTS CASE ACTIVITY TOTAL FILINGS TRAFFIC (CIVIL/CRIMINAL) Misdemeanors Orders of Protection Injunctions against harassment 2005-2006 ACCOMPLISHMENTS: • • • • • Maintained a continued high level of security and a safe environment for the public and staff. The Court Officers also act as court bailiffs, fingerprint technicians and process servers of orders and documents. This saves the Police Department numerous hours if they had to provide the additional staff to provide service of process required by the court. Local Judicial Collection Enhancement Fund (JCEF) grant money was authorized by the Administrative Office of the Courts to pay the wages for one court clerk, in the Judicial Enforcement Unit, and a portion of the Yuma County training coordinator’s wages. Continued to work on collections of delinquent accounts through the efforts of the Court Specialist in the court’s Judicial Enforcement Unit. Judicial Enforcement Unit implemented a parking ticket notification and military personnel default notice programs. Staff attended 460.75 hours of continuing judicial education. % CHG 16,316 14,928 11,041 9,832 -8.50% -10.95% 4,642 443 4,499 317 -3.08% -28.44% 267 204 -23.60% Did You Know? Arizona’s Chief Justice of the Arizona Supreme Court is Ruth V. McGregor. GOALS FOR 2006-2007: • • • Did You Know? 4,432 is the total number of warrants outstanding. 332 is the total number of warrants for Driving Under the Influence violations and 2,948 for criminal misdemeanor violations. • • • 46 Work on improving Case Flow Management to resolve criminal cases within established time lines. Continue to work on collections and compliance of court orders through the use of the collection agency, and the Tax Intercept Program (TIPS) which attaches State Tax Refunds for individuals with delinquent accounts. Resolve storage challenge for court’s records through the use of imaging, electronic filing and electronic document management. Provide public access to data through terminal in court lobby. Website contains court case information for 135 of the 180 Arizona courts. Court staff to complete the mandatory 16 hours of continuing judicial education. Plan for growth. • Continue efforts to improve automated data flow between courts and law enforcement agencies. Administration • Provide excellent customer service, by being polite, open, responsive, credible and accessible. 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Request 1,205,536 1,375,495 1,321,456 1,723,852 1,205,536 1,375,495 1,321,456 1,723,852 For Fiscal Year 2006-2007, the Municipal Court presents a budget of $1,723,852. This is an increase of 25.3% over last year’s budget. Fiscal Year 2005-2006 is reflective of the resources used to carry on court activities and additional personnel – court officer as of March 2006 and the grant funded court clerk position. Fiscal Year 2006-2007 will be impacted by the cost of the continued increases in the necessary and reasonable costs of performing court business. This year the Court is requesting the grant fund positions to be fully funded by the general fund and three new positions from the general fund. The court’s budget is impacted by the continued increase in court appointed attorneys for defendants in criminal misdemeanor cases, an increase in foreign language interpreters, pro tem Judges and funds requested by Yuma County to pay a percentage of the Field Trainer’s wages to provide training for implementation of upgrades and new employees on the State’s Computer AZTEC Program and funding for judicial coverage for initial appearances of prisoners on weekends and holidays. The capital outlay that the Municipal Court is requesting in this budget is for a transportation van. This van will be used for transporting prisoners to and from the detention center and the court. The transportation of prisoners is necessary due to the decrease in time available for video court due to other county courts using the same equipment. The judges and staff of Yuma Municipal Court will continue to work diligently to provide the Citizens of Yuma with the highest quality of justice possible. We thank you for your continued commitment to the judicial branch of city government. GENERAL FUND 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services 930,484 1,032,332 1,001,415 1,299,717 Operational 249,056 255,663 255,625 304,135 Capital Outlay 14,707 7,500 7,500 40,000 1,194,247 1,295,495 1,264,540 1,643,852 FY 2006-2007 General Fund Budget (in thousands) $1,299 $304 $40 Personnel Operating 47 Capital Outlay APPROPRIATED GRANTS FUND 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services - 35,818 29,916 - Operational 11,289 44,182 27,000 80,000 Capital Outlay - - - - 11,289 80,000 56,916 80,000 Fiscal Year 2005-2006 expenditures included a portion of the Yuma County Superior Court training coordinators’ wages and court clerk for judicial enforcement unit. Fiscal Year 2006-2007 budget includes a portion of the Yuma County Superior Court training and budget authority for other grant authorized expenditures. 48 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 appointed by the City Council to serve as the City’s chief administrative officer. The City Administrator serves as an advisor to Council and ensures that City staff implement policy made by Council. All City staff work under the umbrella of the City Administrator. The Strategic Communications division manages and operates the City’s government television channels “City 73” and “Ciudad 72” as well as the City’s website in order to meet Council’s goal of increasing residents’ access to their local government. The division also manages the City’s cable license agreement. The overall City Administration budget covers salaries and associated costs for sixteen fulltime personnel. There are six budgetary divisions: Administration, Public Affairs, Strategic 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 authorized federal grant 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 the objectives of the approved plan. The Administration division manages the resources of the City, ensures the implementation of Council policy, and guides the citywide organizational development and training program. AUTHORIZED PERSONNEL Administration Public Affairs Strategic Communications Heritage Area City Clerk’s Office Economic Development Total FY 05/06 5 2 5 1 4 13 30 The City Clerk is one of four positions whose responsibilities are defined by the City of Yuma Charter. This division administers and safeguards the integrity of the municipal governing process and oversees City elections and election processes. The division also provides for public access to city records and documents, affixes the City seal on official documents, posts meeting notices, prepares City Council agendas, and records and maintains minutes of all City Council proceedings. FY 06/07 7 2 5 2 4 13 33 The Public Affairs division responds to inquiries made by the media and public, disseminates information about city initiatives, projects and events, and involves the city organization in regional efforts designed to foster good will and promote economic development. The Economic Development Division focuses on the reuse of commercial sites and assistance with major new retail and office projects, redevelopment of the River Front and Old Town; the revitalization of neighborhoods including target areas such as the Yuma High 49 Neighborhood Area and major economic development projects such as the Yuma Palms Regional Shopping Center near Interstate 8. This division also supports continued economic development relations with San Luis, Mexicali and Sayula, Mexico. • • 2005-2006 ACCOMPLISHMENTS: • • • • • • • • • • Designed, constructed, equipped and began utilizing new studio at One City Plaza to produce City Outlook, City News and other video programs. This saved hundreds of man-hours and eliminated staff travel to Arizona Western College for show production. Hosted 206 guests on 52 episodes of City Outlook and conducted 400 interviews in 52 episodes of City News. Began hosting a Spanish radio program on Radio Campensina Channel 104.5 FM, which airs Fridays at 4 pm. Produced 150 public service announcements in both English and Spanish that aired not only on City 73, Cuidad 72, but also on the Adelphia network of channels on the cable system. Produced six documentaries on the video memory bank, which memorializes Yuma’s early history by performing interviews with some of Yuma’s historic families. Provide 17,520 hours of government related programming in both English and Spanish. Interviewed over 3,000 grade school children to capture their ideas on the Stewart Vincent Wolfe Memorial Playground project. The entire process has been videotaped for later use by the community. Organized the community’s grass roots support of the Stewart Vincent Wolfe Memorial Playground project. In partnership with the Strategic Communications staff, the Public Affairs Office began a weekly: 30 minute Spanishlanguage public affairs radio program (“Yuma al Día”), in addition to the existing weekly: 60 minute “City News Now” program. Launched a unique co-promotional effort with the area’s cable television provider Adelphia, allowing production of sanitation truck signage to promote City 73, Ciudad 72, and the city website, and also providing 100 television Public Service Announcements per month to promote Public Works • • programs. This is a value of over $27,000 at no additional cost to the taxpayer. Increased the number of news releases produced and distributed from the previous year’s count of 400 to nearly 480 for the calendar year. Increased the number of in-person guest speaker appearances to local fraternal and community organizations, in order to convey information on city issues, programs and events. Begun review and revision of city’s print publications to ensure city message and branding is promoted consistently. Organized and hosted the 2006 Arizona Sister Cities Conference, attended by member representatives of Sister City programs from cities across the state. Did You Know? There are over 3,920 websites that have links to the City of Yuma website. • • • • • 50 Finalized construction documents for Gateway Park. City Council awarded a $4.4 million contract for construction of Gateway Park. Began construction. Over $2 million of this funding is from state and federal grants. Amassed a total of $6 million in grants for restoration of the Yuma East Wetlands. Completed an additional 100 acres of restoration and excavation of the two-mile South Channel. Cleared an additional 100 acres of non-native vegetation. Coordinated with private developer the announcement of a $20 million investment in a new riverfront hotel/conference center. Coordinated with private developer the completion of six “Shopkeeper Units” on Madison Avenue, a $1.5 million private investment in downtown residential real estate. Developed “Pivot Point” Interpretive Overlook Plan, connecting Gateway Park to the hotel development. Secured $800,000 in grants for this project. • • • • • • • • • • • Instituted an historic property rehabilitation program for Century Heights with Heritage Area funds. Finalized construction documents for Main Street reconstruction. Secured $1.460 million in federal grants funds for this project. Secured donation of historic Southern Pacific rail depot from Union Pacific for its conservation and eventual restoration. Secured donation of “City of Yuma” Endurance Flight Plane for its eventual placement in the proposed Arizona Welcome Center. Assisted in efforts to secure state funding for proposed Arizona Welcome Center. Cleared former Border Patrol and National Guard sites on 1st Street for redevelopment by private developer. Completed purchase of historic Hotel Del Sol with federal funding for its eventual redevelopment as a multi-modal transportation center. Successfully conducted the 2005 elections. Conducted Board and Commission training for approximately 30 appointed officials. Processed over 500 Requests for Public Records. Implemented new Council meeting procedures pursuant to Yuma City Code amendments. • • • • • • • • • • • • • • • GOALS FOR 2006-2007: • Produce 52 documentary interviews for Yuma Profiles (Video Memory Bank). Develop the ability to cablecast live events from other City facilities, i.e. Yuma Convention Center, Historic Yuma Theatre, etc. • • 51 Develop two (2) Spanish language interview programs along the lines of Yuma Profiles and CityNews for cablecast on Ciudad 72. Enhance the signal quality of City 73 and Ciudad 72 by moving to digital transmission of our video/audio signals to Adelphia. Produce 52 new episodes of both City Outlook and City News. Expand our technical support capabilities and provide support to public meetings being held in Training Room 142, the Yuma Convention Center, and the Martin Luther King Community Center. Complete the design and construct the Stewart Vincent Wolfe Memorial Playground in the Yuma West Wetlands. Increase the subscriber level of the City News Now Online email news distribution service. Begin production of weekly: 60 second news-briefs to air in English and Spanish on local broadcast affiliates. Begin a series of meetings with public and private sector leaders in Mexicali as part of the Four Valleys project to promote communication leading to regional and intercity economic development and tourism opportunities, as part of the Sister Cities International program. Review and improve the City’s ‘special events process’ to better enhance city function and public safety & satisfaction relating to special events, block parties, parades, and processions. Complete construction of Gateway Park. Complete construction of Main Street Reconstruction. Coordinate with private developer construction of riverfront hotel/conference center and associated infrastructure improvements. Complete an additional 200 acres of restoration in Yuma East Wetlands. Begin construction on North Channel. Secure an additional $2 million in grant funding. Secure $2.5 million in FTA grant funding for Hotel Del Sol restoration. Secure state and federal funding for Arizona Welcome Center and begin design. Complete design and secure full funding for “Pivot Point” Overlook. Facilitate development of new Federal Courthouse in riverfront project and proceed with associated parking garage development. • • • • Facilitate residential development by private developer (80 condo units) as per the Development Agreement approved by Yuma City Council. Secure Congressional enactment of Land Exchange, including Reclamation property and complete purchase of U.S. Fish and Wildlife site on 1st Street. Secure private developer to restore Gandolfo Annex. • • • Facilitate private redevelopment of vacant UPRR land south of Giss Parkway. Finalize implementation of an electronic agenda process. Implement Citywide records Management procedures based on white paper review. Evaluate business processes associated with special event liquor licensing. 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Administration 575,537 612,983 661,206 1,044,774 Public Affairs 139,253 175,302 144,898 180,406 Strategic Communications 307,179 595,234 459,257 716,210 Heritage Area Development 189,545 330,612 407,112 519,729 City’ Clerk’s Office 227,350 266,990 249,089 303,420 Elections - 115,100 95,500 115,100 Economic Development 1,336,990 3,819,673 1,804,794 2,951,565 Riverfront Redevelopment - 220,100 - 440,200 2,825,854 6,135,994 3,821,856 6,271,403 The City Administrator’s budget shows an increase of $135,409, or 2.2% from the current year adjusted budget, but this is misleading. The General Fund request is 32.6% higher than the previous year, or $744,459, which is offset by decreases in grant funds within the Economic Development Division. Most of this increase is due to restructuring of some of last years costs into the City Administrator’s budget. For example one position was moved from Community Development to the City Administrator’s budget and this along with upgrading a Principal Office Assistant from part time to full time and the increase in pension rates and health insurance costs increased the personnel budget by approximately $209,000 in the Administration Division. In addition, the Administration Division absorbed two other costs that were previously accounted for in the General Fund contingency account, which amounted to another $199,000. The two activities are the “de Bono thinking programs” offered by Retention Mastery Systems ($134,800) and the design and construction documents for the Stewart Vincent Wolfe Creative Playground ($61,500). The other major increase in the City Administrator’s budget was in the Heritage Area Division. The increase was $189,116 of which $180,000 was in personnel increases. As was the case in the Administration Division budget most of this was due to transferring two individuals from other departments to the Heritage Area. One new Senior Office Assistant was added to be funded one half by General Fund and the other half by grant funds. 52 Grant funding within the Economic Development Division has decreased in two areas. The Weed and Seed Fund has decreased by approximately $140,836. This is due to the current year having a carryover from the previous year. Also there has been a decrease in the Community Redevelopment Fund of approximately $535,860. Again this has to do with carryover from previous grants being expended and less carryover to next year. GENERAL FUND 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services 1,437,052 1,529,746 1,544,533 1,974,397 Operational 378,975 522,268 480,077 826,953 Capital Outlay 20,524 233,497 121,541 228,620 1,836,552 2,285,511 2,146,151 3,029,970 FY 2006-2007 General Fund Budget (in thousands) $826 $1,974 $229 Personnel Operating Capital Outlay RIVERFRONT REDEVELOPMENT FUND 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services - - - - Operational - 220,100 - 440,200 Capital Outlay - - - - - 220,100 - 440,200 53 HUD CDBG ENTITLEMENT GRANT 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services 350,779 482,004 382,055 450,032 Operational 321,279 1,712,974 723,145 1,579,337 Debt Service 104,183 108,618 108,618 115,138 Capital Outlay 5,224 9,000 8,500 2,000 781,465 2,312,596 1,222,318 2,146,507 COMMUNITY REDEVELOPMENT GRANT 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services 42,799 10,860 12,245 - Operational 37,502 1,025,000 290,000 500,000 Capital Outlay - - - - 80,301 1,035,860 302,245 500,000 WEED AND SEED GRANT 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Operational 68,632 252,461 123,326 131,941 Capital Outlay - 20,316 20,316 - 68,632 272,777 143,642 131,941 APPROPRIATED GRANTS 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services - - - 16,785 Operational 8,906 9,150 7,500 6,000 Capital Outlay - - - - 8,906 9,150 7,500 22,785 54 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. AUTHORIZED PERSONNEL City Attorney’s Office Prosecutor’s Office Total FY 05/06 8 3 11 Assisted in adoption of impact fee ordinance and repeal of pro rata ordinance and settled almost all impact fee related litigation and claims. FY 06/07 10 3 13 2005-2006 ACCOMPLISHMENTS: • • • • • • • • Assisted in adoption of ordinance establishing position of hearing officer and duties. Assisted in comprehensive review and adoption of water utility regulations. Coordinated and supported City Administration with census related issues. Coordinated with MCAS and DCD to resolve City Council issues regarding residential uses in high noise zone district. Assumed responsibility for approximately 35 condemnation actions. Assisted City Administrator with strategic annexation issues. Worked with City Administration regarding development agreements including Las Pamillas and Kornwasser. Coordinated lobbying efforts related to Arizona Welcome Center, Military Land Use legislation, impact fees, municipal tax incentive agreements and Cable regulations. GOALS FOR 2006-2007: • • • • • 55 Provide timely legal opinions for the City Council, City Administrator and City departments. Provide quality defense of the City in State and Federal Courts. Timely pursue claims for damages and restitution. Provide quality prosecution services in Municipal Court. Coordinate effective municipal lobbying efforts. 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget City Attorney 877,274 925,552 887,760 1,119,434 Insurance Litigation 62,075 212,000 77,300 189,000 Non-insurance Litigation 320,900 295,000 385,255 260,000 City Prosecutor 192,929 230,385 228,822 252,209 1,453,178 1,662,937 1,579,137 1,820,643 The City Attorney’s Office is requesting $1,820,643 for fiscal year 2006-07. The requested budget will enable the department to continue to provide legal counsel to the Mayor and City Council, all City departments and provide prosecution services in Municipal Court. The requested amount represents an overall increase of $157,356 or 9.5% over last year’s budget. • • • $1,366,893 is requested for personnel expenditures. This is an increase of $215,056 over last year’s budget. This increase is largely attributable to wages, health care, and pension costs. $295,605 is requested for operation and maintenance expenditures for the City Attorney’s office and the City Prosecutor’s office out of the General Fund. This is an increase of $16,685 from last year’s budget. This increase is attributed to the added costs for outside professional services. Litigation costs have decreased by $58,000. The litigation budget fluctuates depending on pending and anticipated claims and lawsuits. For next fiscal year, the City Attorney’s office anticipates litigation costs will be somewhat lower based on the nature of these cases. A new Assistant City Attorney and Legal Secretary are being added to the City Attorney’s office staff for FY2006-07. The City Attorney’s office has not added an additional Assistant City Attorney to deal with administrative or litigation matters since 1995. Besides City staff, outside attorneys are retained to provide additional assistance when needed. Outside legal professional services has been driven by specialized matters including bond issues, cable and telecommunications issues, water issues and major economic development issues. For the last 3 to 4 years, unanticipated major economic development opportunities have required extensive legal work resulting in a significantly increased cost in this category. This budget will allow the City Attorney’s office to continue to assist the Mayor and City Council and City departments to foster the economic growth of the community. 56 GENERAL FUND 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services 796,562 873,167 892,868 1,071,888 Operational 269,540 278,670 212,132 295,005 Capital Outlay - - 7,182 - 1,066,102 1,151,837 1,112,182 1,366,893 FY 2006-2007 General Fund Budget (in thousands) $1,072 $295 Personnel Operating Capital Outlay APPROPRIATED GRANTS 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services 3,769 3,850 4,277 4150 Operational 331 250 123 600 Capital Outlay - - - - 4,100 4,100 4,400 4,750 INSURANCE RESERVE FUND 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services - - - - Operational 382,975 507,000 462,555 449,000 Capital Outlay - - - - 382,975 507,000 462,555 449,000 57 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. Help Desk Support: This team monitors the availability of the City’s computer systems, networks and peripherals. Help Desk personnel serve as the main point of contact for all computer users and record all calls for service. They troubleshoot and resolve end-user problems or refer unresolved problems to appropriate staff. Other duties include system security administration, mid-range system backup and City Hall facility access security. ITS consists of three divisions that provide technology support and service to all City departments. Department staff is on call 24/7 to ensure the on-going operation and availability of City technology systems. The Administration division oversees and manages the work projects of the department. Administration works closely with staff to ensure high quality delivery of services and to ensure information technology systems are successfully implemented, maintained and secured. Administration develops short and long range technology goals and objectives, provides project and contract management services, develops and evaluates request for proposals, provides technical assistance and support to City staff, and develops and administers the City’s technology plans. The Technical Support division is comprised of several service areas: Help Desk Support, Computer Training, Business Applications, Computer Hardware and Software management, Network Administration, Geographic Information Systems (GIS), Telecommunications and city wide Web Development. AUTHORIZED PERSONNEL Administration Technical Support Radio Communications Total FY 05/06 3 22 0 25 Computer Training: This team provides basic to high-level technical instruction to all City employees, in the use and operation of citywide computer hardware, software, operating systems, telephones, technology peripherals, and department specific applications. They develop and implement computer-training programs to meet the needs of the organization and provide specialized and custom presentations and report writing services. They FY 06/07 3 24 1 28 58 assist with the planning, testing and managing of software upgrades and computer hardware and software installations. systems and storage area networks. They provide facility and network design engineering and implementation services for new technology and manage end-user, system and network administration and security. Additionally they manage SPAM, Firewall and the City’s calendar, email and Internet services. Business Applications: This team specializes in the analysis, development, maintenance, implementation and upgrade of City automated business systems. Such systems include Financials, Community Development, Parks and Recreation, GIS, Web Development, etc. Additionally, this team provides technical and professional services relating to technology advancement, end-user support, training, application programming and development, data conversion and integration. They also provide technology research and development, system security administration, and project management services. Telecommunications: This team specializes in the installation, maintenance, upgrade and repair of City’s wireless backbone, PBX and landline telephone services, mobile data computing, radio, and paging systems. They troubleshoot and resolve system malfunctions, provide end-user training and support and administer all systems. They approve, and procure all telecommunications hardware and software purchases, including vendor payment management. Additionally they track and manage all related assets, product licenses and contracts. They are also responsible for FCC filings, registrations, communications impact studies and FAA compliance for navigational hazards for City projects, sites and other liabilities. Computer Hardware and Software Management: This team specializes in the installation, maintenance, upgrade and repair of personal computers, midrange business systems and associated peripherals. They troubleshoot and resolve technology system malfunctions, provide end-user support, review and develop citywide technology based standards and configurations, approve, and procure all computer hardware and software purchases, including vendor payment management. Additionally they track and manage all related assets, product licenses and contracts. 2005-2006 ACCOMPLISHMENTS: • • • • • • • • Network Administration: This team specializes in the installation, maintenance, upgrade and repair of the City’s data network systems and infrastructure. They troubleshoot and resolve network system malfunctions and oversee the deployment of server-based • 59 Migrated City organization from Microsoft Exchange to Microsoft Active Directory. Migrated current server technologies to storage area network (SAN) technology; transitioned file servers. Upgraded Unified Messaging Product to current version (Modular Messaging) to allow for enhanced and advanced product features. Upgraded City’s AS/400 business systems to current product versions. Implemented HTE Naviline product; trained city staff in use and operation of product. Planned and upgraded Public Safety Computer Aided Dispatch application from CAD IV to CAD V. Continued to manage, procure and install all computer hardware and software products used by City staff. Negotiated vendor contract for the implementation of a Yuma Regional Communication System (YRCS); initiated project design. Negotiated and implemented a intergovernmental agreement with Yuma County for the implementation, operation and joint use of the YRCS. • • • • • GOALS FOR 2006-2007: • Begin rollout of Wi-Fi technology within the City. • Complete the implementation of the Yuma Regional Communications System. • Provide technical planning and assist with the implementation and integration of automated meter reading technology. • Implement citywide Document Imaging and e-Business applications. • Implement Disaster/Recovery Technology Plans and Systems. • Continue to act on and implement elements of City’s Information Technology Strategic Plans (GIS, Telecommunications, IT and Public Safety, etc.). • Continue to manage and safeguard the integrity of City automated business systems and network infrastructures. • Continue to provide technical guidance and support for department specific and citywide technologies. • Continue to make the City’s computer training program a priority to help ensure all • City staff achieves a high standard of computer literacy and proficiency. Implemented KidTrax and Restaurant Management software for Parks and Recreation. Assisted with the planning and implementation of automated meter readers. Provided project services and software modifications for new impact fees. Hired and retained a Web Development Administrator and GIS Analyst. Provided technical support and integration for City web-enabled applications. Did You Know? The ITS computer training group provided computer training classes to more than 1,160 City employees. 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Request 344,702 420,384 355,308 458,734 Risk Management - - - 508,470 Technical Support 1,465,448 2,406,421 4,112,768 3,768,272 - - 17,290 1,069,921 1,810,150 2,826,805 4,485,366 5,805,397 Administration Radio Communication For fiscal year 2006-2007, the Department of Information Technology Services presents a budget of $5,805,397. This is an increase of $2,978,592 over last year’s budget. The noticeable difference between fiscal years 2005-2006 and 2006-2007 is the addition of a Citywide Info Technology fund and a Radio Communication fund. The Citywide Info Technology fund contains all the expenditures required to support the City’s ‘enterprise wide’ technology business systems. These expenditures were previously a part of the ITS operational budget. The Radio Communication fund contains expenditures, which will be used to support the implementation of the new Yuma Regional Communication System. The increase to the ITS budget can be attributed to the new radio fund, increase to the grant budget, personnel increases and increases to the enterprise wide technology maintenance costs. Additionally, ITS is requesting two supplemental positions (Sr. GIS Technician and Sr. Business Applications Analyst) to support the on-going growth of the City’s technology systems. 60 GENERAL FUND 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services 1,319,455 1,567,407 1,503,809 1,886,820 Operational 425,224 603,191 498,676 627,220 Capital Outlay 65,255 517,207 332,707 413,800 1,809,934 2,687,805 2,335,192 2,927,840 FY 2006-2007 General Fund Budget (in thousands) $1,887 $627 $191 Personnel Operating Capital Outlay RADIO COMMUNICATIONS FUND 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services - - 10,849 50,801 Operational - - 4,041 269,120 Capital Outlay - - 2,400 750,000 - - 17,290 1,069,921 The Radio Communications Fund was created to track the expenditures of the new Yuma Regional Communication System, which will include the construction of the new 800/700 MHz digital trunked radio system for use by the city’s public safety agencies. Additionally, the system will be designed to integrate and include interoperability capabilities for use by the County of Yuma and other city and local emergency response agency. To assist with the construction of this system, grants and other local emergency response agencies contributions are helping fund this deployment. Upon completion of this project, all agencies that are on the system will have the ability to communicate with each other during times of disasters or other emergency situations. APPROPRIATED GRANTS FUND 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services - - - - Operational 216 139,000 148,611 307,141 Capital Outlay - - - - 216 139,000 148,611 307,141 The grant budget for fiscal year 2006-2007 is to be used for radio communication equipment. 61 Finance We, as a team, provide financial systems and operational support to assist our customers in achieving their goals. functions, along with producing the City of Yuma’s Comprehensive Annual Financial Report. The Finance Department consists of five divisions that serve the public and all other City departments. 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, maintains the City’s bond rating, and produces the Annual Budget. 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. AUTHORIZED PERSONNEL Administration Customer Services Purchasing Division Accounting Facilities Maintenance Total FY 05/06 2 6 12 11 10 41 The Facilities Maintenance Division is responsible for the 150,000 square foot City Hall building and surrounding landscaping and parking lots. This division provides preventive maintenance and repair, tenant improvements, and janitorial services for the facilities. FY 06/07 2 6 12 11 11 42 2005-2006 ACCOMPLISHMENTS: • • The Purchasing Division is responsible for the procurement of supplies, services and construction, operations of the warehouse, surplus property, the City Auction and the City’s mail and distribution services. These functions include research and specification preparation, selection and solicitation of sources, contract award and administration, inventory control, surplus property activities, including the City Auction, and training personnel in procurement procedures and Purchasing Card program. The Accounting Division manages the accounts payable, accounts receivable, and payroll • • • • 62 Performed internal audits of department timekeeping and other payroll functions. Provided cash handling training to all cashiers and petty cash custodians. Received 23rd consecutive Certificate of Achievement for Excellence in Financial Reporting and submitted for number 24. Implemented full on-line banking services, including the check fraud protection product Positive Pay. Continued to maintain favorable Standard & Poor’s bond rating. Continued to provide a Retiree Insurance Subsidy Program to enable retirees with • • • • • individual medical policies to receive their retirement insurance subsidy benefit. Continued to enhance Internet access of bids and other procurement related information to the City of Yuma’s Website. Peggy Hayes, Buyer received the "Trainee of the Year" award from ITS. Purchasing succeeded in eliminating several Blanket Purchase Orders by having the small purchases done via the Purchasing Card which is much more cost and time effective for all parties involved. Maximized the use of staff by reassessing the positions and redistributing duties. This provides cross training needed. • • • • • Did You Know? The Accounting division has received 23 consecutive Certificates of Achievement for Excellence in Financial Reporting. • • • • • • • Provided ongoing training to the facility maintenance staff on the various mechanical systems in the building. Received the Government Finance Officers Association Distinguished Budget Presentation Award for second time. Provided training opportunities for employees to become more proficient in Access and database queries. Continued to provide outreach training for City divisions that utilize the H.T.E. financial software. • • • • GOALS FOR 2006-2007: • • • • Evaluate using Internet for water service application and payments. Establish Landlord Agreement for providing services to landlords and property management customers. Provide Faxback Business License Applications and Utility Service Applications to customers. Provide Utility Service Applications to customers via the City of Yuma Website. 63 Improve the Business License Application form found on the City of Yuma Website by making it a fill form. Continue to streamline and improve the City procurement process by implementing a new purchasing card payment module. Obtain training for the Buyers and Purchasing Specialists so that they may continue their pursuit of certification thru the National Institute of Governmental Purchasing (NIGP), resulting in a professional Buying staff. Continue to evaluate current Blanket Purchase Orders for areas where they can be converted to Purchasing Card transactions. Implement stored debit cards for payroll. Continue to provide outreach training for City divisions that utilize the H.T.E. financial software. Prepare and distribute quarterly financial statements to managers. Oversee the City’s financial situation in order to maintain or improve our bond rating. Receive the Government Finance Officers Association Distinguished Budget Presentation Award for third time. Evaluate incorporating performance measures in the budget document. Provide ongoing training to the facility maintenance staff on the various systems in the building. Develop safety departmental meeting program for facility maintenance. Receive the City’s 24th Certificate of Achievement for Excellence in Financial Reporting. 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Administration 250,286 255,976 245,592 344,473 Customer Service 342,395 369,723 364,652 431,546 Purchasing 498,520 580,746 510,390 631,793 Accounting 670,870 735,116 396,538 733,443 Facilities Maintenance 585,882 696,843 652,576 795,017 2,347,953 2,638,404 2,469,748 2,936,272 For fiscal year 2006-2007, the Finance Department presents a budget of $2,936,272. This is an 11% increase over last year’s budget. The budget includes funding for an additional custodian in the Facilities Maintenance division for the new Martin Luther King Neighborhood Center. The custodian’s wages will be funded through the CDBG grant. GENERAL FUND 004/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services 1,691,416 1,885,698 1,756,018 2,124,303 Operational 637,297 721,190 675,895 790,339 Capital Outlay 4,335 11,785 17,785 1,800 2,333,049 2,618,673 2,449,698 2,916,442 FY 2006-2007 General Fund Budget (in thousands) $790 $2,124 $2 Personnel Operating Capital Outlay CDBG, WEED & SEED, AND APPROPRIATED GRANT FUNDS 004/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services 14,905 19,731 20,050 19,830 Operational - - - - Capital Outlay - - - - 14,905 19,731 20,050 19,830 64 Human Resources The Human Resources Department exists to provide a full range of human resources and risk management services for municipal employers, employees and residents of the City of Yuma. The Human Resources Department consists of two divisions that service all City departments. The Human Resources Division provides a full range of Human Resource Management Services for the employees and residents of the City. These activities 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 Risk Management Division coordinates programs related to citywide insurance, environmental compliance, training and inspections, and safety compliance. Additionally, the division coordinates claims, handles repairs to accidental property damage, and provides Risk Management consultation to all departments. Through effective risk management practices, the division promotes the health, safety and welfare of City employees and the residents of the community and protects the assets of the City. AUTHORIZED PERSONNEL Human Resources Risk Management Total FY 06/07 9.5 3.5 13 • FY 06/07 10.5 3.5 14 2005-2006 ACCOMPLISHMENTS: • Revitalized the employee recognition program by rolling out new Circle of Excellence program for City Employees. The Circle of Excellence Employee Recognition Program’s various awards • 65 recognize employees for such things ranging from random acts of kindness to exemplary performance. These awards are both individual and team driven. A special element of the program is the “Bulls Eye” award. The City Administrator throughout the year gives this award to employees who have distinguished themselves with a noteworthy act. Successfully coordinated the search for a quality consultant to conduct the muchneeded Internal Equity and Market salary study for the City of Yuma. CPS Human Resource Services was awarded the contract and completed this study in April. This data and the implementation of the recommendations will allow the City of Yuma to continue to be an employer of choice and compete for quality employees with other entities and to retain our current high quality employees. Developed an improved New Employee Orientation Program. The NEO was revamped to include a broader, more inclusive program for new employees. It was expanded from the half-day format to a three-day format, which provides for the inclusion of mandatory trainings such as Customer Service (FISH!) and Preventing Sexual Harassment. Each session begins with a greeting from the City Administrator and the Executive Team. New employees are able to meet the City Administrator and receive first hand, his philosophy of Communication, Accessibility, Innovation, and Commitment. Risk Management continued to train City of Yuma employees in-house. This included forty-one topics. • Conducted second annual Employee Wellness/Health Fair for City employees. This fair included many vendors providing free health testing and services as well as products to improve health. More than 200 employees attended this event. GOALS FOR 2006-2007:. • • • • • • Re-established the Employee Benefits Task Force where employees can give input and help solve employee benefits issues. This is consistent with our commitment to provide open communications and remain accessible to our employees. Implemented additional technology solutions to assist with our recruitment and testing process for applicants. This allows us to improve service while reducing costs. Did You Know? • Human Resources processed 4,532 applications last year, and that Risk Management handled 150 accidents and claims. • • • • Renewal through the State of Arizona for the City’s self-funded workers Compensation program earned a personal note of appreciation from the Self-Insurance Administrator of the Industrial Commission of Arizona. Continued to provide environmental oversight to the household hazardous waste collection events and HHW program. 66 Implement the recommendations that came from the Internal Equity/Labor Market Study, and continue to monitor the classification and pay delivery systems to assure market competitiveness, and appropriate movement through the salary ranges. Provide safety training specific to departmental needs and claims to reduce future losses by loss identification and trending, and input from department surveys. Continue to build alliances with public agencies and contractors in Yuma to promote a safety conscious environment in Yuma. Continue to provide asbestos inspections and environmental site assessments to City properties. Select and implement new technology solutions to assist in tracking claims and managing risk exposure. Continue our process improvement review, specifically to be more responsive to our customers needs. Implement the components of the citywide succession plan. These include: more utilization of internships: creation of specific training positions for recruiting hard to fill positions; use of creative contracts similar to those used by School Districts to retain long term key employees; further develop our internal and external training and education programs to enhance the skills and promotion of current employees; and aggressively recruit new talent into the City, especially recent college graduates. 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Human Resources 707,434 851,832 847,668 933,665 Risk Management 258,351 291,384 264,532 305,358 965,785 1,143,216 1,112,200 1,239,023 For fiscal year 2006-2007, the Human Resources Department presents a budget of $1,239,023. This is a 8.4% increase over last year’s budget. The increase is due to one new position and increases in pension and health insurance rates. GENERAL FUND 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services 809,851 820,810 792,966 921,097 Operational 155,934 288,652 314,239 280,567 Capital Outlay - 33,754 4,995 37,359 965,785 1,143,216 1,112,200 1,239,023 FY 2006-2007 General Fund Budget (in thousands) $921 $281 $37 Personnel Operating 67 Capital Outlay Community Development The Community Development Department is committed to enriching 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 has made some changes for this coming year. The Neighborhood Services Division and the Economic Development focus have been moved to the City Administrator’s Office and will be addressed in the Administrator’s budget message. customer relations, including pre-development meetings are a major focus of this Division. The Building Safety Division provides services needed for the over $300,000,000 in anticipated annual construction. Staff meet with the public, review building plans, issue building permits, perform inspections of construction, and ensure Council adopted codes are enforced. This last year the Building Safety Division processed over 8,100 permits an 8.4% increase, plans reviewed were at an all time high at 2,540, a 22% increase. A total of 37,543 inspections were conducted, up 5%. The total building valuation for the year was $300,720,247. The Community Development Department will focus on building and development issues through the actions of its Building Safety Division and Community Planning Division. The Department continues to meet the challenge of sustaining present service levels despite the doubling of workload in many areas. AUTHORIZED PERSONNEL Administration Building Safety Community Planning Total FY 05/06 3.25 FY 06/07 3.25 18 21 17 38.25 19 43.25 The Community Planning Division meets with customers, handles requests for rezoning and subdivisions, and addresses needed changes to the zoning or subdivision codes. Long Range Planning staff prepares updates to the General Plan, new or revised policies to guide the City's growth. Staff reviews over 500 business license applications annually and assists customers through 490 annual pre-development meetings. The planners provide staff support to the Planning & Zoning Commission, the Zoning Board of Adjustment, the Design Review Committee and the Historic District Review Commission. Computerized maps and graphics used by all City Departments and the public are produced by this division. The Department manages the projected $3,966,500 in revenues handled by the department and the $3,538,987 in annual operating expenses. Staff is heavily involved in a variety of economic development projects with private business - particularly regional projects like various industrial projects (new or existing companies). Customer service training and 68 2005-2006 ACCOMPLISHMENTS: • • • • • • • • • • • • • • • • • • Oversaw the City’s largest year in its history for construction and development $300,000,000 in new construction. Coordinated with contractors and developers to arrange for the openings of Alside, North West Industries, Red River Cooler, County Annex, Holiday Inn, Hampton Inn, Olive Garden, Sunrise Elementary School, Target and Sprague’s. Reviewed the 2003 International Property Maintenance Code using both the Building Advisory Board and Residential Advisory Board and brought before City Council for adoption. Presented Resolution and Ordinance for City Council action to adopt the 2003 International Residential Code. Successfully completed review and coordination of several major projects including Ingold multi-tenant industrial complex, El Dorado Condominiums, Wingate Hotel, Crane Schools, Famous Dave’s BBQ, In-and-Out Burger, and Stone Ridge Church. Issued permits and inspected 1298 new dwellings (1,018 single family, and 280 manufactured homes and park models). Issued 8,180 permits (all categories). Performed 2,540 building plan reviews. Performed 37,543 inspections on new and existing structures. Filed 2,592 Code enforcement actions. Obtained contract to outsource plan review and field inspections to accommodate our unprecedented workload. Maintained Insurance Services Organizational Class 3 Rating on Building Department effectiveness grading scale. Created written administrative policy manual for staff to assure consistency and credibility for both plan review and inspections. Sent each member of Building Safety to accredited Building Department training in Prescott, AZ. Processed 293 Planning and Zoning Cases in 2005 (233 in 2004). Completed the City-Wide Impact Fee process and began implementation. Completed update of landscape ordinance Completed mid-decade census. Kohl’s Department Store GOALS FOR 2006-2007: General • Address long-range planning issues associated with potential continued rapid growth. • Implement City Council policies and goals for economic development and annexation. Building Safety • Provide resources for plan review and inspection for approximately $300,000,000 in construction activity. • Maintain full staff certification in all disciplines of plan review, inspection, and enforcement. • Work on streamlining the plan review process. • Implement final inspections process that promotes partnering with contractor/owner and city departments involved in the finalizing of large construction projects. • Code Enforcement partnering between departments by having bi-monthly meetings to discuss common problems. • Review performance and continue with the Contractors Inspection Program for lathe, drywall, and roof sheathing inspections. • Continue to conduct “Talk in the Field” meetings for problem solving with our building and design community. • Permit counter renovation to better serve customers and improve staff efficiency. Community Planning • Began update and rewrite of the entire City Zoning Code. • Process of Parks Master Plan. • Begin update of 1995 Bike Master Plan. LOOKING AHEAD A continuing challenge for department operations for the coming year is a widening gap 69 between workload and staff available to handle this customer workload. The Community Development 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. A national shortage of experienced planners continues to prevent the Planning Division from being fully staffed. Considering this division is the gateway for all citywide construction activity, this may result in an extension of future review times to the average longer regional standard. The Community Development staff will continue to improve its procedures in order to effectively execute City Council’s goals in accordance with adopted policies, plans, and ordinances. The Community Development 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. Yuma County Justice Center 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Administration 512,120 505,388 445,439 401,638 Building Safety 1,204,269 1,446,796 1,356,566 1,668,122 Community Planning 762,357 1,375,224 1,268,302 1,469,227 2,478,748 3,327,408 3,070,307 3,538,987 Overall the department is asking for General Fund support of $3,538,987. Four new positions and increases to the Arizona State Retirement System pension rate and health insurance rate contribute to the 6.4% increase in general fund expenditures. GENERAL FUND 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services 2,061,717 2,592,096 2,370,049 2,775,180 Operational 405,437 694,204 685,973 713,757 Capital Outlay 11,593 41,108 14,285 50,050 2,478,748 3,327,408 3,070,307 3,538,987 FY 2006-2007 General Fund Budget (in thousands) $2,775 $714 $50 Personnel Operating 70 Capital Outlay Public Works The Public Works Department is committed to providing safe, effective and environmentally sound public services including street repairs and maintenance, residential solid waste collection and fleet services. 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 Streets and Solid Waste Division maintains city streets, and is responsible for solid waste pickup. Street employees provide maintenance and repair of the transportation infrastructure. The City of Yuma’s paved roads consist of 310 centerline street miles. Some of the street services include: Commencing with this fiscal year, the Public Works Department has separated into three distinct departments as follows: 1. the Public Works Department consisting of the Streets and Solid Waste Divisions, and the Fleet Services Division, 2. the Utilities Department consisting of the Water and Wastewater Divisions, and the Utilities Division; and 3. the City Engineering Department. • • • • • • Although the three departments still provide “Public Works” services, this change signifies the increased demand for these services, and the high degree of specialization required in the functions of these departments. The Utilities Department and City Engineering Department will present their budget message separately. AUTHORIZED PERSONNEL Fleet Services FY 05/06 19 FY 06/07 20 Solid Waste 15.1 16.1 Street Maintenance 47.61 51.61 81.71 87.71 Total Code Enforcement Compliance Right-Of-Way Maintenance Asphalt Maintenance Street Traffic Control Street Sweeping Concrete repairs for sidewalks, curbs & gutters Solid Waste services 19,968 Residential Customers and 561 Commercial Customers. This division is also responsible for the recycling and environmental programs such as the annual Neighborhood Clean Up campaign, Christmas Tree Recycling Program, and the Yuma Area Household Hazardous Waste. Fleet Services manages and provides preventive maintenance on a fleet of 703 vehicles and equipment. Also provided is technical, preventive maintenance, and fuel services to other local municipalities and nonprofit organizations. 71 2005-2006 ACCOMPLISHMENTS: Fleet Services • Completed 17 new vehicles for the Police Department for inclusion into patrol, with all the mounted equipment required. • As part of a cooperative agreement between Fleet Services and the Fire Department, Fleet Services provided a Sr. Automotive Equipment Mechanic to assist their Fleet Manager in repairs of fire equipment one day a week. • Thirteen of the twenty-one full-time employees in Fleet Services completed the ITS-provided computer literacy class. • Completed the purchase and in-service of the new and replacement vehicles and equipment scheduled for FY 05/06. • • • GOALS FOR 2006-2007: Fleet Services • Continue to provide support services for all City departments and divisions. • Continue to work on developing service level agreements for all of Fleet Service’s customers. • Continue to support staff certification in ASE and in Fleet Management Certification. • Continue to work on design and construction of a new fleet facility to be utilized by Fleet Services and Fire Department. • Develop plans for a future satellite facility for Fleet Services on the East Mesa that will be a joint use area with other city entities to use for material storage and vehicle parking. Provided transmission rebuilding and hydraulic system diagnosis training for employees. Completed customer service training for all Fleet Service's employees. Completed the purchasing of new and replacement equipment and vehicles scheduled for FY 04/05. Did You Know? That each Police Department patrol vehicle requires in excess of 450 feet of wiring along with 150 wire connectors to power up all the mounted equipment. Streets and Solid Waste • Street crews repaired 1,610 City street traffic signs. • Worked with the Strategic Communications division and Adelphia to televise infomercials on Solid Waste activities. • The Household Hazardous Waste program was visited by 675 residents who disposed 3,372 gallons of waste and 485 tires. • Street crews applied 21,600 gallons of asphalt fog sealant to 6 subdivisions. 72 Streets and Solid Waste • Complete overall street condition inspection. • Establish satellite locations for maintenance equipment. • Plan for a Street Division website to allow for reporting of potholes and streetlight repairs. • Xeriscape a median on 32nd Street. • Add additional Solid Waste route. • Conduct an inventory for the residential routes, and establish database for ArcGIS software. 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Fleet Services 2,795,492 2,647,637 3,211,225 3,546,262 Solid Waste 2,692,562 3,125,672 3,097,939 3,821,933 Streets 5,820,924 6,765,900 6,638,795 6,636,436 11,308,978 12,539,209 12,947,959 14,004,631 The 2006-2007 Public Works Budget has increased $1,056,672, 8% from the previous year. This increase is due to the escalating cost of operation and maintenance of existing city infrastructure, the addition of new personnel and equipment to provide services to existing and projected customers. 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. 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. EQUIPMENT MAINTENANCE FUND 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services 965,554 1,044,094 1,049,275 1,218,089 Operational 1,789,980 1,525,173 2,079,105 2,160,273 Capital Outlay 48,959 78,370 82,845 167,900 2,795,492 2,647,637 3,211,225 3,546,262 73 FY 2006-2007 Equipment Mtnce. Fund Budget (in thousands) $2,160 $168 $1,218 Personnel Operating Capital Outlay SOLID WASTE 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services 738,972 808,235 820,293 900,879 Operational 1,956,591 2,317,437 2,277,646 2,721,054 Capital Outlay - - - 200,000 2,692,562 3,125,672 3,097,939 3,821,933 FY 2006-2007 Solid Waste Fund Budget (in thousands) $2,721 $200 $901 Personnel Operating Capital Outlay HIGHWAY USER REVENUE FUND (HURF) 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services 2,100,124 2,383,651 2,314,589 2,628,382 Operational 2,823,948 3,183,807 3,127,608 3,366,577 Capital Outlay 13,965 328,000 326,156 183,265 4,938,038 5,895,458 5,768,353 6,178,224 74 FY 2006-2007 HURF Budget (in thousands) $3,367 $2,628 $183 Personnel Operating Capital Outlay CITY ROAD TAX FUND 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services - - - - Operational 156,833 156,666 156,666 256,565 Debt Service 725,905 713,776 713,776 201,647 Capital Outlay - - - - 882,738 870,442 870,442 458,212 75 Utilities Department The Utilities Department continues to be committed to delivering safe and reliable drinking water, as well as efficient and sanitary wastewater collection and treatment. Beginning July 1, 2006, the Utilities Division will become a new department separate from the Public Works Department. The new Utilities Department will consist of Water and Wastewater Treatment, to include the Pretreatment Division and the Lab, Utility Systems comprised of Water Transmission and Distribution, Wastewater Collection, and Field Customer Services. This is a major change for Public Works and is a direct result of the significant increase in the demand for services provided by the Utilities Department, and the ever-increasing state and federal requirements for safe drinking water. AUTHORIZED PERSONNEL Administration FY 05/06 7.75 FY 06/07 7.75 Water 64.02 69.02 Wastewater 47.29 51.29 Total 119.06 128.06 Functions The Water and Wastewater Treatment Division manages and provides proper operation and maintenance of 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. Under the umbrella of Public Works’ provided services, the Utilities Department will continue with the Public Works’ goal of providing excellent customer service through trained and knowledgeable employees who possess a sense of duty to our customers. The Utilities Department has 111 authorized employees, of which more than half possess an Arizona Department of Environmental Quality issued license for the highly specialized work they perform on a daily basis. These employees are highly skilled, motivated and take great pride in their abilities to provide services at a level that frequently exceeds state and federal requirements. The Utility System Division monitors the installation, maintenance, and repair of the Cityowned water transmission and distribution system, wastewater and stormwater collection systems, and water metering and reading systems. Water quality is maintained through multiple activities so that compliance with state and federal requirements is maintained. For the 2006/2007 fiscal year, the Public Works Administration Division will work under the general supervision of the Utilities Department Manager. The Public Works Administration Division provides professional clerical support to the 76 Public Works, Departments. Utilities, and The vehicle is equipped with a vacuum unit to clean any dirt or debris the operator may encounter out of the valve riser. The City has some 9,820 valves and over 450 miles of distribution pipelines. Engineering 2005-2006 ACCOMPLISHMENTS • The purchase of an Automated Meter Reading system has been set in motion. The RFP has been drafted and released, and it’s expected that a Notice to Proceed should be issued some time in May. The Meter Reading crew is gearing up for the change, manually reading over 13,500 reads per month currently. • A Digital TV Inspection system has been initiated with a database and rating of system lines by the Pipeline Assessment Certification Program (PACP) standards. Nine employees were trained as PACP inspectors, and the conversion of the TV Van to Digital Video Capture was also completed this year. The inspection of 45 miles of sanitary sewer mains and marking of 3,600 laterals to assist customer connections and repairs was part of our service. The City has over 275 miles of sewer collection lines, and 105 miles were cleaned this past year. • The construction of the 3.0 MGD Desert Dunes Water Reclamation Facility was completed last June and commissioned into operation. This facility received the American Council of Engineering Did You Know? The City of Yuma produces less water in the winter months when the population is the highest! • We have launched the valve-exercising program. The valve exerciser is truck mounted and computerized, tracking all of the water valves in our Distribution System that are 4” and larger. Each valve has its own unique ID number. There is a mapping program included that allows the worker to print out a map of the area he will be working in that shows the valves and valve ID numbers. All pertinent data can be tracked, valve repairs or replacements made as required to assure valve operation and isolation can be made in emergencies. Operating the valves on a regular basis also significantly prolongs the life of the valve. 77 • • Companies (ACEC) 2005 “Grand Award Winner” for Project of the Year. The Aqua Viva Water Treatment facility was awarded the Arizona Water and Pollution Control Association’s “Water Treatment Plant of the Year” for the Interim Phase of construction. The Interim Phase of construction took the facility’s production capacity to six million gallons per day. The Aqua Viva Water Treatment Facility was also submitted for, and won, the Southwest Contractor’s Award. • The Aqua Viva facility has most recently began the Intermediate “Modified” phase of construction that will take the production capacity to nine million gallons per day, and will also include five million gallons of water storage. The third phase of construction will include a 20 million gallon per day filter membrane facility, expandable to 40 million gallons per day. The fluoride feed system has been installed and made operational at the Main Street Water Treatment Plant. GOALS FOR 2006-2007 • The construction of the two 2 ½ million gallons finished water tanks have been completed at the Agua Viva Water Treatment Plant, as plans continue for the 20 MGD membrane filtration plant. This additional 5 million gallons of storage water is ready to be put into service. Two new wells have also been brought on line to supplement the existing filtration system to help meet the ever-increasing water demands. Continuous treatment plant and booster system upgrades and rehabilitations have been completed and many more planned for this next year. 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget - - (40,000) 40,000 Water 9,590,433 14,267,078 13,091,826 15,622,323 Wastewater 8,411,863 10,854,817 10,344,837 11,655,475 18,002,292 25,121,895 23,396,663 27,317,798 Administration The 2006-2007 Utility Budget has increased $2,195,903 from the previous year. This increase can be directly attributed to several things: • • • • Escalating costs of operation and maintenance of existing city infrastructure and facilities. Expansion of existing infrastructure and facilities. New facilities to address growth and ever-increasing demand. A host of existing and new regulatory requirements addressed in the Clean Water Act and amendments. The Utilities 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. The Utility Department submits its budget in conformance with the City Administrator’s budget guidance with the focus on the City’s vision of providing safe and reliable water and wastewater services. 78 ADMINISTRATION 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services 547,390 534,199 477,692 537,405 Operational (547,390) (584,199) (527,692) (557,405) Capital Outlay - 50,000 10,000 60,000 - - (40,000) 40,000 The $40,000 credit that appears in the FY06 estimate is due to the movement of a rebudgeted generator from FY06 to FY07. WATER FUND 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services 2,845,633 3,277,985 3,233,286 3,869,678 Operational 4,174,828 5,603,709 5,525,870 6,717,325 Debt Service 2,219,200 4,908,970 4,080,235 4,706,870 Capital Outlay 350,769 476,414 252,435 328,450 9,590,429 14,267,078 13,091,826 15,622,323 FY 2006-2007 Water Fund Budget (in thousands) $328 $6,717 $4,707 $3,870 Personnel Operating Capital Outlay 79 Debt Services WASTEWATER FUND 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services 2,071,424 2,496,743 2,276,232 2,728,302 Operational 3,025,000 4,982,207 4,714,094 5,331,083 Debt Service 3,074,324 3,283,890 3,283,890 3,283,890 Capital Outlay 241,116 91,977 70,621 312,200 8,411,863 10,854,817 10,344,837 11,655,474 FY 2006-2007 Wastewater Fund Budget (in thousands) $312 $3,284 $5,331 $2,728 Personnel Operating Capital Outlay 80 Debt Service Engineering Department The Engineering Department is committed to administer, monitor and coordinate a comprehensive 10-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 monitors the execution of encroachment permits as well as coordination of traffic control maintenance. Engineering is also responsible for the implementation/collection of and coordination of the Council Adopted Development Impact Fee. Beginning July 1, 2006, the Engineering Division will become a new department separate from the Public Works Department. The Engineering Department is being established due to the increasing specialization needed to develop, design, and coordinate the Capital Improvement Program and the coordination of private development in order to meet environmental, design, funding, and public safety requirements. AUTHORIZED PERSONNEL FY 05/06 FY 06/07 Engineering 30 31.1 Development Engineering 5 5 Street Signals 5 5.88 40 41.98 Total The Department will continue to provide these specific services as part of the overall Public Works Services provided by the City. The new department will consist of Capital Improvement Program Administration, Development Engineering, Traffic Engineering and Traffic Signals. Functions The Engineering following services: • • • • • 81 Department provides the Provide support for the Capital Improvement Program through Plan and Specification preparation, utility company coordination, process of ADEQ documentation and asbuilt plan preparation. Produce and administer a comprehensive 10-year Capital Improvement Program. Monitor and coordinate Capital Improvement Program activities. Provide support for the Capital Improvement Program and development community with Project Management and coordination. Update water/sewer/storm sewer atlases with newly constructed facility information. • • 2005-2006 ACCOMPLISHMENTS Update Standard Specifications for construction and Construction standards. Develop, track and maintain water and sewer extension payback agreements. • Did You Know? • The City of Yuma has 275 miles of sanitary sewer mains, and 452 miles of water mains. • • • • • • • • • • Maintain and expand State Plan coordinate system within City limits. Maintain and expand network of City benchmarks to City limits. Provide CADD support for engineering activities and other City departments. Monitor and inspect activities within City right-of-way to include encroachment permits. Coordinate with Arizona Department of Transportation linking Traffic signalization. Provide inspection services to private development for street construction. Implementation of Capital Improvement Program related Development Agreements. Provide property acquisition services (appraisals, environmental assessments, escrow, boundary surveys). • • • • Completed over $100 million in project design, construction, and inspection that allowed the City to better serve its citizens and visitors. Completed construction of 1st Street – from Avenue A to Avenue B, and from Madison Avenue to Ocean-to-Ocean Bridge. Completed Water Transmission Line installation and construction of Avenue A – from 1st Street to 8th Street. Completed construction of East Main Canal Pathway – Maxey Check to 40th Street. Completed construction of 31st Drive Realignment/20th Street access to Avenue D/20th Street Signal and roadway at Avenue B. Completed waterline installation in 32nd Street – avenue 7E to Avenue 9E and 8th Street – Avenue B to Avenue C. Agua Viva Intermediate Phase with Avenue 9E 42” Transmission Line to Interstate 8. Completed 21st Drive between 24th and 28th Streets. GOALS FOR 2006-2007 • • • • Coordination of flood control facilities with Yuma County Flood Control District. Provide interconnected traffic control system to improve traffic flow through town. Keep the Traffic Advisory Group functioning and responding promptly to customer concerns. Review Development Plans and Specification for adherence to City codes/requirements. • • • 82 Improve execution of the planning, design, and construction activities on the anticipated 200 plus projects in the Capital Improvement Program. Improve coordination and inspection activities associated with both private and public construction. Complete a transportation study of 4th Avenue and 16th Street corridors and initiate design of selected projects/phases. • • • • • • • • Plan for the turnover of roads to the City from the Arizona Department of Transportation scheduled in conjunction with Area Service Highway. Construct Smucker Stormwater Impoundment Facility (DAM). Commence Avenue A reconstruction between 16th Street and 24th Streets. Commence 24th Street reconstruction between Avenue 6E and Avenue 9E, along with Avenue 7E between 16th and 24th Streets. Commence 32nd Street reconstruction between Avenue A and Avenue B. Construct 24th Street Water Transmission Line between Avenue B and Avenue C. Construct 8th Street Water Transmission Line between Avenue A and Avenue B. Construct Avenue B Water Transmission Line between 8th Street and 16th Street. • • • • • Reconstruct 1st Avenue between Giss Parkway and 16th Street, including Water Transmission Line, Sanitary Sewer, and Water Distribution Facilities. Complete final design of Agua Viva 20 MGD Water Treatment Plant. Complete review of impact fees based upon 10-year C.I.P. Commence the construction of Avenue 3E. Commence the design for the widening of 16th Street from east of I-8 to west of Arizona Avenue. 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Engineering 308,409 775,367 1,048,163 1,412,691 Traffic Signals 356,805 705,589 629,355 780,031 674,214 1,480,956 1,677,518 2,192,722 The 2006-2007 Engineering Budget has increased $711,766, 48% from the previous year. This increase is primarily due to a change in how the Engineering division charges its overhead cost to capital improvement projects. The overhead rate was reduced, therefore resulting in less of a credit than in previous years. Also contributing are the escalating cost of operation and maintenance of existing city infrastructure, the addition of new personnel and equipment to provide services to existing and projected customers. The Engineering 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. The Engineering 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 83 GENERAL FUND 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services 253,725 304,615 309,632 366,609 Operational (2,780) 12,630 14,042 29,394 Capital Outlay - 26,618 29,484 - 250,945 343,863 353,158 396,003 FY 2006-2007 General Fund Budget (in thousands) $366 $29 Personnel Operating Capital Outlay HIGHWAY USER REVENUE FUND 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services 658,613 857,039 750,198 951,200 Operational (292,465) 125,189 425,797 592,319 Capital Outlay 44,521 154,865 148,365 253,200 410,669 1,137,093 1,324,360 1,796,719 FY 2006-2007 Highway User Revenue Fund Budget (in thousands) $592 $951 $253 Personnel Operating 84 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 & Arroyo Dunes Golf Shops and Putter Inn Restaurant, Parks Development Division, Parks and Golf Course Maintenance Divisions, Recreation Division and the Yuma Civic Center. and artists by creating a climate conducive for local artistic development through the priority offering of the facility for non-profit arts use at rates far below the national average. Additional support is offered through the Commission’s Arts Project Grants Program. Advocacy is strengthened by working with the City of Yuma Arts & Culture Commission, Public Art Committee, and Performing Arts Committee. These groups help to gather input on public desires and to be the public face for arts support. In working to continually expand our outreach, we are building community awareness through local media partnerships in both English and Spanish. Our vision is for all members of our community to live creative lives by being a part of the arts in Yuma. The Administrative Division oversees the various administrative functions that keep our Department running smoothly. The Arts & Culture Division advances the arts by providing distinct opportunities for community participation and artistic growth. AUTHORIZED PERSONNEL Administration Parks Maintenance Parks Development Recreation Arts and Culture Civic Center Golf Course Maintenance Golf Courses Total FY 05/06 4.4 73.35 2.05 15 8.8 11.8 12.73 7.87 128 FY 06/07 7.4 77.35 2.05 12 9.8 11.8 12.73 7.87 141 AWC Youth Choir performs at the Yuma Art Center The Yuma Art Center is the catalyst for that artistic growth in our community. We seek to increase involvement in the arts through diverse cultural programming targeting a broad audience. Support is extended to arts groups The Desert Hills Golf Course Shop, Putter Inn Restaurant, and Arroyo Dunes role is to provide a memorable life experience in a 85 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. relaxing, environmentally friendly atmosphere. We offer excellent facilities and opportunities to the community and visitors, which encourage socializing, competing, exercising and learning. The Parks Development Division is responsible for the development of new parks facilities. While the main effort has been on the park developments along the Riverfront, including the West Wetlands and Gateway Park projects, the Division also handles planning for all new parks developments in the City. This includes the Smucker Park expansion, the James P. Deyo Complex adaptive re-use project, and multi-use trail connections throughout the City. The Division also focuses on volunteer outreach to the community, creating a positive image of the City. The Division writes grants for all types of parks projects. Basins and Roadsides Maintenance maintains approximately 197 acres of storm water basins and roadsides, which include over 106 sites, 157 acres of turf, plus 40 acres of desert landscape. The Trails, Pathways and the Graffiti Abatement Division maintain 10 miles of bike and walking pathways. The Graffiti abatement program abated over 850 cases of graffiti throughout the City of Yuma in 05/06. Their response time on graffiti abatement is usually within 24 hours of being reported. Playground unit at Kennedy Park There are seven divisions that make up Parks and Golf Course Maintenance. The Maintenance Division oversees the operation and provides daily maintenance of approximately 800 acres, which consist of: 26 parks, 79 basins/neighborhood basin parks, nine athletic complexes, two golf courses, grounds surrounding 19 City buildings, one gymnasium, 11 tennis courts, three outdoor basketball courts, and nine sand volleyball courts. Buildings Maintenance Specialists are utilized 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 Graffiti Abated 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. With the addition of the Parks and Recreation Website and online registration capabilities, customers now have information at their fingertips and registration made easier and more convenient. Senior Adult programming serves adults 50 years of age and over, providing activities including, arts and crafts, educational classes, fitness, dance, pool 86 shooting, competitive games and sports programs. Adult programming includes volleyball, basketball, in-line hockey, year-round softball leagues and tournaments, instructional programs, fitness, and arts and crafts programs. Over the past year, an emphasis has been placed on providing instructional programs that families may sign–up for together. touched the lives of countless citizens and visitors and is the venue of choice for many of Yuma’s most popular events: Midnight at the Oasis, the Home and Garden Show, World Wrestling Entertainment, Rotary Sausage Fry, Padres Spring Training, and Yuma PLAY Day. The Civic Center is also an important venue for cultural and business exchange, internationally as well as locally, by hosting events such as the annual Mexicali Expo and the Yuma Business Expo. The Civic Center division provides event coordination, expertise, support, implementation, and facility maintenance for the large variety of events that occur at the Center and Complex each year. Youth programming offers a variety of 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. The Recreation Division also offers outdoor recreational opportunities such as canoeing, kayaking and outdoor education programs. Aquatics programs include the operation and maintenance of three municipal pools. Fitness and swim programs are offered, as well as Learn-to-Swim lessons during the summer. The Parks and Recreation Department has two new facilities: The Yuma Readiness and Community Center, a joint-use facility between the Arizona National Guard and the City of Yuma, which offers program registration and ramada rental services, plus recreational programming for the entire community, and the Martin Luther King Jr. Teen Center, which offers teens grades 7th thru 12th, a place to go with daily activities scheduled. 2005-2006 ACCOMPLISHMENTS: Arts and Culture Division • Yuma Art Center was a 2005 honoree for the Governor’s Heritage Preservation Awards. • Governor Janet Napolitano and the Arizona Office of Tourism recognized the Yuma Art Center as one of Arizona’s Treasures. • Yuma Art Center was also recognized as an outstanding project by the American Association of Public Works, Arizona Chapter. • Partnership with Yuma Private Industry Council continued with eight high school students completing a 287 foot long mural along Kennedy Lane. • Received grant support from Arizona Commission on the Arts. • The Art Center provided programming for the 21st Century Grant Program in partnership with Yuma School District #1. The Art Center offered dance and performance instruction. • The Arts & Culture Commission awarded $17,150 in support to local arts organizations for programming to occur in the Yuma Art Center through the State’s Lottery Transportation Assistance Fund. • Partnership with “The Sun” for advertising/promotion of the Yuma Art Center. • Produced annual events: Children’s Festival of the Arts, Summer Series, Tribute of the Muses Award, Performing Artist Series, Roxaboxen Festival, Yuma Symposium, and Summer Series. Padres & Diamondbacks Spring Training The Yuma Civic Center and Ray Kroc Baseball Complex serves the Yuma region by providing flexible facilities for diverse events. As the only venue capable of hosting the largescale community and private events where we all gather and build connections, it excels as Yuma’s premiere event place. The facility has 87 • Desert Hills/Arroyo Dunes Golf Courses and Putter Inn Restaurant • Held 3 Jr Golf Clinics with over 250 children participating. • Installion of new pumping facility for James P. Deyo Complex area. • Increased attendance on specialty night especially Fish Fry night. • Installed new tee markers at Desert Hills Golf Course. • • • • Installed a Picnic area by Sanguinetti Athletic Field, east warm up area. Renovated the old Riverside Cottage to an Outdoor Education Center. Addition of three storage buildings at Ray Kroc BBC, Keegan AF and Carver Park. Converted farm field to soccer fields at Sunrise/Cibola, installed water line for flood irrigation. Renovated Kennedy Horseshoe courts with stabilizer to reduce maintenance. Recreation Division • Offered 1,064 different activities and programs for all ages, totaling 86,560 participant registrations. • Held the 1st Annual Wood Carving Expo at the Yuma Readiness and Community Center. • Partnered with Jerry Paulin, community member, to provide free swim lessons for 256 children. • Established successful Teen Volunteer Corps that provides support for various Parks and Recreation programs. • Held the 2nd Annual Nickelodeon “Let’s Just Play Day”, a free event for families which drew over 700 participants, doubling lasts years attendance. • Established partnerships with AZ Game & Fish, Arizona Western College and the U of A Cooperative extension to provide outdoor education programs. Arts and Culture Division’s Teen Mural Project 2005 Parks Development Division (Note - projects listed below were completed by the Parks Maintenance Division) • Completed planting of Phase Two of the lower bench in the West Wetlands. • Continued with mitigation area in West Wetlands. • West Wetlands Solar Facility dedication in October 2005. • Held 2nd annual Community Tree Owners workshop. • Assisted in updating Parks and Recreation Element of the General Plan. • Worked with APS on Tree Climbing and Trimming workshop. Did You Know? Parks Facilities Maintenance division was responsible for evacuating refrigerant from almost 200 appliances during Spring Clean up. Parks and Golf Maintenance Divisions • Installed new cart paths on #1, #18 and #3 fairway at Desert Hills Golf Course. • Remodeled press box at Stadium. • Reinstallation of bridge at West Wetlands. • Produced the 13th annual Sports Turf Show with over 250 attendees from all over Arizona and California. • The Restored interior of JHOC Gym (removed old flooring, paint & lighting). • Converted fields #4 & #5 at the Ray Kroc baseball complex to softball fields. • Increased outdoor education programs with additional Riverside Cottage facility. Yuma Civic Center • In 2005, the Civic Center hosted over 1,265 events with more than 175,000 guests utilizing the facility. • Partnered with Recreation to accommodate summer basketball, soccer, and football programs for youth, enabling maximum use 88 • • • • • of the Civic Center during off-peak weekday times, while renting for private events on the weekends. Coordinated with the Golden Baseball League and the Yuma Scorpions to facilitate the successful completion of their first season (Yuma ranked highest in league for attendance – 92,000). Partnered with the Yuma County Health Department to provide facilities and assistance to accommodate the Hepatitis A and Flu Clinics. Improved facilities for better customer service: completed renovation of front restrooms, updated concession stand with new color scheme, installed new walk-in cooler in kitchen to provide greater convenience to caterers, installed new front entrance signage, and with assistance of Parks, removed overgrown vegetation and added new plantings to enhance appearance of front and back entrance of facility. Hosted conventions for PATCAD [Precision Airdrop Technology], Rotary District 5500, Soroptimist Desert Coast Region, Yuman Language, and the AZ Interagency Farmworkers Coalition representing an economic impact in excess of $1,525,500 to the Yuma Area. • • • Further develop “Artist Cooperative” to increase opportunities for local artists. Provide creative opportunities for youth that support and enhance national standards in the arts. Increase the City’s Public Art inventory. Increase community partners/sponsors to leverage additional resources, support, and participation in the arts. Yuma Art Center Pine Needle Basket Workshop Desert Hills/Arroyo Dunes Golf Course Shops and Putter Inn Restaurant • Replant golf course with trees. • Continue to explore new ideas to attract more play in the summertime. • Increase specialty night attendance by 6% and adjust menu items. • Addition of landscape trees in the parking lot. • Continue to maintain self-sufficiency on operation and maintenance. Parks Development Division • Acquire new parkland in the east to accommodate recent growth. • Seek new grants for Solar Garden education program. • Work with Riverfront Development on the completion of Gateway Park. • Install ramada at the APS Solar Garden. Hoppstetter’s Office Chair Hockey Tourney at Civic Center Parks and Golf Course Maintenance Divisions • Renovate Centennial athletic fields, remove and replace old stabilizer. • Continue to work with BOR in expanding Riverside Park and tying it into the East Wetlands. • Upgrade of Sanguinetti Memorial Park irrigation system. • Remove and replace park lighting at Joe Henry Park. GOALS FOR 2006-2007: Arts and Culture Division • Build community involvement through increased awareness, offering unique programming, and active volunteerism. • Promote new cultural experiences in the community by combining our traditions with new works for artistic growth. 89 • • • Remove and replace restroom at Joe Henry and Smucker Parks. Convert tennis courts to basketball courts at Carver Park. Establish a maintenance program for parking lots throughout the parks system. Did You Know? Miss America 2004, Ericka Dunlap, performed in the Historic Yuma Theatre during the annual Miss Yuma County Scholarship Pageant. Recreation Division • Expand adult programming at the Yuma Readiness and Community Center. • Establish a new adults sports “Dodgeball” League. • Expand the fencing and deck area around Marcus Pool providing additional open space for patrons. • Increase marketing efforts through visits to community services groups. Solicit sponsorship for paid advertising on radio, television and newspaper. • Partner with the Yuma Crossing National Heritage Area to provide recreational activities and programs in the East Wetlands and at the Riverside Cottage Outdoor Education Center. • Establish partnership with the High School District for the development of joint-use pool at Cibola High School. • Develop an after school program at the Yuma Readiness & Community Center. Yuma Civic Center • Provide a clean, safe, and attractive facility for public enjoyment. • Develop master list for facility improvements and update aesthetic and technical issues quarterly. • Strive to exceed customer expectations for individual event needs and monitor that satisfaction through new survey tracking method involving all staff members. • Continue to implement ways to share and partner with other divisions within the department to support and generate revenue. • Examine policies and procedures for continued effectiveness in operation and share updated business plan. • Update marketing materials to enhance community knowledge of the facility. 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Administration 398,246 456,552 482,659 580,062 Parks Maintenance 4,505,056 5,486,081 5,419,118 6,620,294 Parks Development* 462,897 2,111,483 427,466 1,658,969 Recreation 1,767,938 2,189,777 2,007,137 2,297,821 Arts & Culture 628,958 789,719 764,718 868,130 Civic Center 1,064,326 1,185,646 1,199,578 1,299,266 Golf Course Maintenance 1,191,134 1,303,173 1,200,381 1,379,824 Golf Course 1,056,170 1,164,466 1,173,462 1,268,697 11,074,725 14,686,987 12,674,519 15,976,063 For fiscal year 2006-2007, the Parks and Recreation Department presents a budget of $15,976,063. This is an increase of 8.8% over last year. 90 Challenges Facing the Parks and Recreation Department in 2006/2007: Improvement Project plan to best utilize these implemented fees. Maintaining Existing Facilities - Over the course of the last few years, our greatest challenge has been maintaining existing facilities with limited resources. During this time period, we have fallen behind in the number of staff and equipment necessary to adequately maintain our existing facilities, as well as, new facilities and acreage that have come on line during this high growth period. Competition for Discretionary Dollars – For many years the City of Yuma Parks and Recreation Department has provided programming and facilities that serve not only City residents, but also the foothills and other county areas as well. With the growth of the Yuma area, there is more competition in the private sector for people’s discretionary dollars. Our challenge is to be competitive in providing healthy, educational and fun activities that the community desires. Continuation of the 2% Tax – Currently there is a 2% Hospitality tax on hotels, bars and restaurants. By voter approval, the funding derived from this tax supports the James P. Deyo Complex, which includes the Yuma Civic Center, Baseball Complex, Tennis Courts, plus Desert Hills and Arroyo Dunes Golf Courses. Some of the tax also supports the Heritage Area and tourism activities such as the Yuma Crossing State Park and the Yuma Convention and Visitors Bureau, (an outside agency who has received funding from the City). The tax is set to sunset in 2009 and may come before voters as early as Nov. 2007 for renewal. Our challenge is to analyze how these operations will be funded, should the voters decide not to continue this tax. Artwork along West Wetlands Equestrian Trail Finding and Retaining Capable Part-time Staff – Parks and Recreation depends heavily upon part-time staff. We have an average of 400 part-time employees who work for us at any given time during the year. Over the last few years we began receiving shorter candidate lists to interview and those candidates were not of the caliber we were used to seeing just a few years prior. To address this issue, a labor market survey (LMS) was conducted in 2005. The LMS indicated that the City was paying 17% less than market comparables. To address this, part-time wages were raised by 6% in 05/06 and will be adjusted by another 6% increase in both 06/07 and 07/08, resulting in more competitive wages. In addition, a new part-time position structure will be introduced in 06/07. The structure streamlines the number of position descriptions into two major categories: Coordinator I and Coordinator II. This allows more flexibility for programming and decreases the amount of position codes for timekeepers, thus also resulting in a savings in productivity. Mitigation of the 404 Permit Violation in the West Wetlands Park – We are currently in the process of meeting this challenge by performing all mitigation activities that are required. Impact Fees – Recently City Council approved Impact Fees for new development. A portion of these fees will support Parks, Recreation and Cultural facility development. Our challenge is to develop a comprehensive Departmental Capital Fun in the pool 91 reorganization efforts over the past five years in order to improve efficiency and minimize staffing and equipment increases. During this time period, minimal new full-time staff positions and equipment have been added to the Maintenance Divisions and the amount of acreage the Parks Maintenance Division has accepted responsibility for has grown substantially to approximately 800 acres of landscape, open space and athletic fields. Parks and Golf Course Maintenance Divisions operate seven days a week with ramadas and restrooms cleaned daily for the public to use. Playgrounds and Water Features are inspected for safety, and Parks Maintenance staff maintains most of the City’s buildings. In the last year alone, several major projects were completed including, converting vacant farm land to soccer fields and installing water line for flood irrigation at Sunrise/Cibola, renovation of the old Riverside Cottage and turning it into a new Outdoor Education Center, and completing the planting of Phase Two of the lower bench in the West Wetlands. Keeping up with Public Demand for Facilities – We have maximized use of our current facilities, but as the City continues to grow, so does the demand for facilities in new areas of the community. Keeping up with the public demand continues to be a challenge. We have planned to address many of the current facility deficiencies noted in the Parks and Recreation Element of the General Plan by adapting the James P. Deyo regional park for different recreational uses. The plan redesigns an underutilized facility to incorporate four new lighted regulation-size soccer fields, six new lighted 300 ft softball fields, a skatepark, eight new tennis courts, additional parking and walking pathways. Our challenge is to find the optimum method to fund this multi-million dollar facility. Impacts that will add to the Parks Maintenance workload in 06/07 include: 1. Completion of Gateway Park. 2. The clearing and the revegetation east of Riverside Park. 3. Maintenance of approximately 10 new retention basins, two of which are Neighborhood Parks. 4. Maintaining the newly developed phase two area in the West Wetlands. 5. Increased demand for weekend staff support due to tournaments, special events, and parks and ramada rentals. 6. Site preparation and addition of new Stewart Vincent Wolfe Creative Playground in the West Wetlands Park. 7. Additional acreage that will be added to the current Mesquite Bosque planting in the mitigation area at the West Wetlands Park. 9. Conversion of 13 acres of old farm field into soccer fields and open space for the public. Recreation division’s Youth Cooking Class Changes to the budget this year include: Changes to the Budget this year are primarily due to requests for new positions and equipment. A total of 11 new positions are being requested: Nine positions from the General Fund, and two positions from the Road Tax Fund for Basin Maintenance (1), and for Pathways and Trails maintenance (1). This year, the Parks Maintenance Divisions are requesting nine new employee positions due to the increasing workload and expansion in the division. The Parks and Golf Course Maintenance Divisions have undertaken massive 92 GENERAL FUND 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services 3,967,594 4,586,267 4,403,258 5,269,797 Operational 2,310,142 2,809,772 2,737,194 3,258,164 Capital Outlay 12,409 257,974 273,417 439,400 6,290,144 7,654,013 7,413,869 8,967,361 FY 2006-2007 General Fund Budget (in thousands) $3,258 $439 $5,270 Personnel Operating Capital Outlay The Yuma Art Center was opened in February 2004. The 43,000 square foot facility is a six-day per week operation, open from Tuesday through Sunday. The Arts and Culture Division provides facility management and programming coordination for hundreds of entertainment events and arts workshops. The 06/07 budget reflects an increase due to the re-classification of part-time staff and increased facility costs for electricity and maintenance. Demand for rental and bookings of the Historic Yuma Theatre and Yuma Art Center Museum have increased substantially over the past two years. The Arts and Culture Division is requesting one new position, an Operations Leader, in order to meet increased demand for event support. There is also a slight increase this year for upgrading a part-time Office Assistant (at 32 hours per week) to a full-time position. Parks and Recreation continues to seek opportunities for partnerships to maximize resources in the community, such as our partnerships with the Yuma Media resources, which equates to $65,000 worth of free marketing for the Yuma Art Center in 06/07, our joint venture with Yuma Tennis Association and our partnership with the Army National Guard. We will also continue to nurture relationships with community organizations that provide sponsorships for departmental programming such as APS in the tree trimming workshops and BOR in clearing and re-vegetating the land east of Riverside Park. We are currently in the process of updating the Parks and Recreation Element of the City’s General Plan. Several months of public meetings, surveys, and input from community groups will shape the plan. We hope to move forward this year with the adaptive re-use of the James P. Deyo Athletic Complex. Accurate topographical maps and facility costing have been completed for City Council’s consideration as part of the CIP process. 93 CITY ROAD TAX FUND 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services 214,947 302,991 318,366 410,396 Operational 123,187 140,711 195,599 221,581 Capital Outlay - - - 9,000 338,134 443,702 513,965 640,977 In fiscal year 2006-2007, the City Road tax fund is increasing by 52% in the Basin and Roadside budget (5021) due to the addition of $50,000 for the Barkley Ranch subdivision maintenance that is contracted out to the private sector and the increase in retention basin inventory. The Pathway and Trail budget (5022) is up 13% due to the maintenance cost associated with new bike pathway added from 22nd Street to 40th Street. CIVIC CENTER RECREATION COMPLEX FUND 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services 838,913 949,409 912,803 1,060,389 Operational 774,439 854,879 856,465 900,230 Capital Outlay 54,756 68,000 67,266 48,800 1,668,108 1,872,288 1,836,534 2,009,419 FY 2006-2007 Convention Center Fund Budget (in thousands) $900 $1,060 $49 Personnel Operating Capital Outlay MALL MAINTENANCE DISTRICT FUND 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services 99,745 107,221 100,362 112,850 Operational 167,316 169,541 156,048 171,832 Capital Outlay - - - 23,400 267,061 276,762 256,410 308,082 94 HUD CDBG ENTITLEMENT FUND 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services 26,225 36,635 36,366 - Operational - 5,000 5,100 5,100 Capital Outlay - - - - 26,225 41,635 41,699 5,100 DOJ WEED & SEED INITIATIVE 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services 6,776 17,608 104,539 124,303 Operational - - - - Capital Outlay - - - - 229,193 272,789 241,166 271,079 APPROPRIATED GRANTS FUND 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services 34,777 19,200 19,161 17,544 Operational 170,225 1,894,050 202,522 1,358,450 Capital Outlay 25,973 - - - 230,975 1,913,250 221,683 1,375,994 Every year, the Parks and Recreation Department budgets for all possible grants. ARROYO DUNES GOLF COURSE 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services 93,346 115,370 104,539 124,303 Operational 135,847 157,419 136,627 146,776 229,193 272,789 241,166 271,079 For the third consecutive year, (another first for the golf course division!) the Desert Hills Golf Course will have made a profit and is “in the black” on the Operations and Maintenance side, less debt service on the building, which will be paid off in 2009. Staff continues to look for new ways to generate revenue while keeping a close watch on expenditures, so the course can continue to meet the goal of breaking even on Operations and Maintenance. 95 DESERT HILLS GOLF COURSE 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services 851,613 956,030 956,521 1,148,901 Operational 1,166,498 1,212,820 1,154,058 1,219,541 Capital Outlay - 26,000 22,098 9,000 2,018,111 2,194,850 2,132,677 2,377,442 FY 2006-2007 Desert Hills Golf Fund Budget ( in t ho us a nds ) $1,220 $1,149 $9 Personnel Operating 96 Capital Outlay Police 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’s Administration oversees the Field Services and Support Services Divisions. Field Services includes the Patrol and Investigations Bureaus. Support Services includes Quality Assurance, Reserves and Volunteers, Records and Technical Operations, and Public Safety Communications Center Bureaus. property, response to 9-1-1 and other calls for 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. 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. AUTHORIZED PERSONNEL Administration Grants Patrol Investigations Quality Assurance Records and Communications Public Safety Comm. Center Total FY 05/06 5 2 131 42 12 FY 06/07 5 2 138 49 13 24 24 36 36 252 267 Police Vehicle in front of Police Facilities The Investigations 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; School Resource Officers, Sex Offender notification, and domestic violence cases. The Quality Assurance bureau is responsible for the recruitment and selection of new personnel, in-service training, evidence room operations, Patrol is the largest and most visible bureau in the department. Uniformed patrol personnel are responsible for the protection of life and 97 polygraph, internal affairs, media liaison, and facilities maintenance. • 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. • • • Records and Technical Operations are 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. • • • Continued use of Intermittent Part-time Police Officers to supplement manpower and enhance service. Conducted planning for construction of Police Department Facility Improvements project. Continued partnership with Immigration and Customs Enforcement (ICE) to staff and equip our Computer Forensics Unit. Partnered with the Arizona Regional Community Policing Institute and the United States Border Patrol to provide regional Fraudulent Document training to Yuma area law enforcement personnel. Continued Partnering with the Yuma Airport Authority to enhance transportation security for Yuma travelers. This was accomplished through the use of on duty personnel with funding secured by the Airport Authority. Continued to Partner with Arizona Western College’s Law Enforcement Training Academy to introduce locally certified officers directly into the Department’s training program. Continued to partner with Amberly’s Place and Yuma’s school districts to provide training to help new and existing teachers identify and report abuse situations. Continued to strengthen existing partnerships with Amberly’s place, supporting centralized and coordinated response to victims of domestic violence, sex, and child abuse offenses. Did You Know? Motorcycle Patrol Officer In 2005, YPD personnel responded to 86,802 calls for service. This included 41,421 “911” emergency calls, and 2093 motor vehicle accidents. The Public Safety Communications Center received a total (emergency, non-emergency, information, inquiries, etc.) of 288,608 calls. 2005-2006 ACCOMPLISHMENTS: • • • As a result of the Safe Schools/Healthy Students grant award, four (4) SROs were assigned to serve Yuma School District One elementary schools and implementation of programs designed to meet the requirements of the grant were begun. Part time/grant funded Police Community Liaison position for the Carver Park Neighborhood was filled. Enhanced Gang Unit with addition of two additional officers. Continued partnership wth USBP to address immigration related issues related to gang activity. • 98 Coordinated with Parks and Recreation, Fire Department, and other organizations on addressing concerns for recreation areas along the Colorado River, to include the East Wetlands. • • • Implemented use of technical hardware to enhance auto theft deterrence and interdiction efforts. Conducted an eleven-week Citizen’s Academy and participated in training for the Community Emergency Response Team (CERT) program. The Mobile Command Center, to be used in coordination of emergency operations, has been ordered and is expected to be delivered before the end of the fiscal year. • • • • • • both Police and Fire Departments. Yuma was the first community in Arizona to reach this goal. Partnered with Department of Homeland Security/ICE-Border Patrol on Operation Stone Garden to combat and deter border crime. Increased numbers of high profile, complex, and protracted investigations were handled. Department personnel, resources, and community concerns were continually put to the test and addressed professionally. Police Explorer program enhanced. Police Dive Team (Water Rescue and Recovery) initiated. High school “ICE” program expanded to other local high schools. This program is designed to orient and train students in the police profession. Project Drive Safe. Increased emphasis on proactive traffic enforcement within the city. GOALS FOR 2006-2007: • Police ATV Patrol • • • • • • • A Law Enforcement Terrorism Prevention Program (LETPP) grant award, resulted in a multi-use specialized response/rescue vehicle being ordered. The vehicle enhances the capability for the YPD to detect, deter, disrupt, and prevent acts of terrorism locally and in support of the Arizona Homeland Security Southern Region. Maintained Mobile Data Computers (MDC) in most Field Services vehicles. Basic training continues and full implementation has occurred. Conducted local support for MCAS Aviation Weapons and Tactics Instruction (WTI) activities. Continued logistical and manpower support of community special events such as Midnight at the Oasis, MCAS Air Show, Silver Spur Rodeo Parade, North End Classic, Main Street and Heritage sponsored block parties, etc. Managed emergency response to several large incidents. The Harrier crash and the La Mesa homicide received significant national and international attention. Attained 100% National Incident Management System (NIMS) compliance for • • • • • • • • • • 99 Continue timely and professional response to calls for service. Begin construction of Police Department Facility Improvements project. Update current department video system to digital recording and viewing capability. Operational deployment of a multi use specialized response/rescue vehicle obtained through LETPP funding. Continue Cold Case investigations and seek out alternative resources to enhance these efforts. Participate in efforts to enhance area public safety communications interoperability. Continue coordination with the Yuma Fire Department and the Division of Emergency Management to enhance Homeland Security and preparedness of first responders. Continue public outreach to educate community on personal safety and security matters. Continue coordination with local, state, and federal agencies to provide a community based response to criminal activity and other associated quality of life issues. Continue active recruitment and hiring process to fill authorized vacancies. Develop a structured plan for staff development for succession planning. Continue the strong emphasis on COP and POP in Department philosophy. • • • • community services is an ever-changing challenge. Conduct review of false alarm response and police records release for process improvement. Develop technology funding package for supplementing change outs of videos/light bars for Police fleet. Develop statistical performance measures that can establish baseline information to gauge impact of Gang Unit focus and resources. Continue to explore and implement innovative plans and programs designed to maintain and enhance our police services to an ever expanding, diversified, and demanding community. Providing sufficient personnel and resources for additional state and federal mandates and requested Traffic Stop 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Administration 1,567,350 1,196,811 1,188,935 1,231,252 Patrol 9,036,636 13,056,190 11,429,876 13,229,356 Investigations 3,087,844 3,982,433 4,019,120 4,648,534 Reserves 3,954 5,750 4,700 5,750 Quality Assurance 922,840 958,012 934,278 1,096,175 Records & Technical Ops. 1,288,228 1,989,207 1,600,617 2,056,122 Public Safety Comm. Center 1,689,026 1,984,640 1,628,889 2,107,548 17,595,878 23,173,043 20,806,415 24,374,737 For fiscal year 2006-2007, the Police Department presents a budget of $24,374,737. The Police Department’s budget increased $1,201,694, 5.2% over last year's budget. The most significant increases to the Police Department budget include payroll for fifteen new positions, pension, health insurance, liability insurance costs, and equipment purchases. The supplemental positions that the Police Department is requesting include seven Police Officers, seven Detectives, and one Sr. Facilities Maintenance Worker. The personnel and costs for these new positions totals $524,234. The operational and capital outlay costs associated with the new positions totals $336,957. The six new vehicles for these positions are not included in the figures provided. They will be funded from Impact Fee monies and purchased through the capital improvement projects process. Capital outlay that is budgeted in the 2006–2007 fiscal year includes new Motorola radio system components, both portable and mobile for $150,000; motorcycle headsets for new Motorola radio system for $18,000; spare batteries for new Motorola portable radios at $20,000; four bicycles to replace older bicycles that have been in use for over 10 years for $7,600; a high volume copy machine for patrol $20,000; respiratory protection fit testing equipment and hazardous environment safety equipment $17,000; two MDC systems for additions to the fleet for $17,200; and an in-car video system for patrol fleet that will have a staggered implementation for $15,000 to be combined with an additional $35,650 that was donated from the Quechan Tribal Counsel to equip eight vehicles in the first year. 100 GENERAL FUND 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services 13,805,634 16,229,192 15,460,481 18,592,925 Operational 2,191,979 3,108,431 2,999,169 3,677,011 Capital Outlay 145,213 649,325 443,791 683,110 16,142,827 19,986,948 18,870,429 22,953,046 FY 2006-2007 General Fund Budget (in thousands) $18,593 $3,677 $683 Personnel Operating Capital Outlay PUBLIC SAFETY TAX 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services - - - - Operational 39,344 - - - Capital Outlay 115,481 275,000 100,000 175,000 154,826 275,000 100,000 175,000 WEED & SEED INITIATIVE GRANTS FUND 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services 74,613 84,615 84,492 75,450 Operational - - - - Capital Outlay - - - - 74,613 84,615 84,492 75,450 The Department of Community Development received appropriations for the next four years from the Department of Justice for the Carver Park Area. Part of this grant will be used for Police Officer overtime for special assignments in this neighborhood. The special assignments include patrol, drug investigations, and gang related crimes. In addition, a part-time community liaison officer is being funded through this grant. 101 APPROPRIATED GRANTS FUND 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services 336,817 766,929 433,849 321,241 Operational 773,184 1,401,858 838,658 850,000 Capital Outlay 113,611 657,693 478,987 - 1,223,612 2,826,480 1,751,494 1,171,241 In addition to the grants that the Police Department receives on a yearly basis, the Police Department will continue to use the $500,000 grant from the Department of Justice for the Safe Schools/Healthy Students grant. This grant will continue funding four (4) School Resource Officers over the next two years. 102 Fire 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. ladder company that are staffed to provide round the clock response. Specialized apparatus for hazardous material response, swift water rescue, and a host of other specialties/programs remain available but are staffed on an asneeded basis. Fleet management services are also a responsibility of this division. The Fleet Manager in coordination with Fleet Services in Public Works along with local vendors ensures the readiness of our emergency response apparatus. In addition to emergency responses this group of professionals is highly visible at community events such as block parties, Midnight at the Oasis, baseball games, schools, county fair, and a host of other events. The Fire Department is comprised of four 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. These partnerships have reduced costs while still achieving mutual goals. AUTHORIZED PERSONNEL Administration Professional Services Suppression Community Risk Reduction Emergency Management Total FY 05/06 3 4 93 8 2 110 The Professional Services division is responsible for department Training, Internal Affairs, Safety, Succession Planning, and Accreditation. Training is provided in the areas of fire suppression, operational tactics, & emergency medical certification. Continuing education for basic emergency medical technician is provided by this division. Training is coordinated by the Professional Services Division for special operations teams. Internal affairs review the accidents, injuries, personnel actions and customer complaints; they report the findings to the Chief. Succession planning activities includes recruitment, testing of entry level and internal promotional candidates. Professional Services Division forecasts and plans for the long and short-term personnel needs of the department. The organization was accredited in August of 2003; this requires annual submittals to maintain this prestigious rating. Professional Services is responsible for the annual update and submittal for the reaccredidation. FY 06/07 3 4 105 8 2 122 The Emergency Services division provides the point of service for all risks in the community. These risks include: fire, emergency medical services, technical rescue, and hazardous materials releases. The division is comprised of three rotating shifts with oversight being provided by an assigned shift commander. Presently there are 5 fire stations strategically located in the community housing 5 front line engine companies, 2 rescue companies, and 1 103 • The mission of Community Risk Reduction is to increase safety education and fire code compliance while reducing the number of injuries and deaths caused by fire and accidents. The division achieves this mission through a number of public outreach programs. Some examples are by distributing smoke detectors, providing car seat classes, and other risk reduction campaigns. This division is actively involved in the pre-development process. This division’s role is to ensure compliance with the City’s safety standards in the planning and construction phases. The division of Community Risk Reduction inspects commercial occupancies on a periodic basis. These inspections facilitate the enforcement of the City’s fire code. The division is also responsible for investigating fires and determining the cause and origin. The Juvenile Fire setter Program is nationally recognized, and provides training and education to juveniles that are petitioned by Juvenile Court. The Fire Department’s Public Information/Education Specialist is part of this division. • • • • • • • • • • 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 the 2003 State Homeland Security Grant program, this office has coordinated with all municipalities in Yuma County for equipment and training related to homeland security. This division also coordinates the Citizen’s Emergency Response Team (CERT) training programs. • • Did You Know? Yuma has the largest HazMat response team between Phoenix and San Diego? 2005-2006 ACCOMPLISHMENTS: • • • • • • • • Provided mutual aid to Imperial County, MCAS, San Luis & Somerton, and other areas of Yuma County. Completed entry level testing for Firefighter position-putting 20 candidates through CPAT- and promotional testing for Captain and Battalion Chief. Received two new “pumper” fire engines and one new rescue truck. Opened Fire Station 3 to full operations. Installed MDC’s and placed into service with mapping programs and accountability software that can target building hazards. Mass Casualty trailer in service and used twice. Implemented new CPR program using state of the art equipment. Sponsored 5 firefighters through paramedic school. Hosted and sponsored 6 firefighters through HazMat class. Had 3 individuals graduate from Certified Public Manager class. Sent 3 individuals to ASU Fire Service Institute. Sponsored 9 individuals at the National Fire Academy. Sent 8 individuals to Enhanced Incident Management course at Texas A&M University. Responded to over 10,000 emergency calls for service. Added one new Fire Inspector. Combined two part-time positions into one full-time clerical position. Hired 3 firefighters for a total of 90 (30 per crew). Redeployed the Ladder Company. Dive Team put in to service. Received FEMA grants totaling $120,000 for a driving simulator to enhance driver training and safety. Reaccredited through the Commission on Fire Accreditation International. • • 104 Graduated 77 citizens from the Community Emergency Response Team class, resulting in Kofa High School becoming the 1st high school in the state of Arizona having a CERT team on campus. FETN, a national program for in house training, was installed. • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Counseled convicted/confirmed juvenile fire setters and presented juvenile fire setter prevention classes. Started the design of Station 6. Assistant Chief received Chief Executive Officer Designation. Ran the Bombero Program. Provided first responders with detection & personal protection equipment related to Weapons of Mass Destruction. Provided EMS coverage at local community events. Held third annual May Day Water Safety Day. Held second annual Fire Prevention Festival. Held second annual Ammonia Safety Day with local agencies. Continued running the Co-op program. Held proficiency evaluations for emergency personnel. Provided training for Border Patrol in BORSTAR program. Participated in the 6 Thinking Hats seminar. Renewed ISO rating. Completed 50% more inspections. Increased construction inspections by 13%. Technical Rescue Team activated for mutual aid. Increased training hours by 24%. Received Governor Highway Safety grant for $19,600 for extrication equipment. Received $35,650.41 from Quechan Tribe. 42 car seat classes, 72 man-hours. 100% compliance on NIMS IS700, working on NRP IS800. Began design on new training facility. Continue transitions to CAFS on fire apparatus. Continued support for AWC Fire Academy. Participated in the SHARE program. Held Annual Awards Banquet – 1st Battle of the Paddle. Participated in Arden Century exercise, Resolute Response, and MCAS disaster drill. Nine individuals received Advanced HazMat training. Two individuals were certified to conduct Juvenile Fire Setters classes. Partnered with City shop for fleet maintenance. Staff completed Customer Service training. • • • • • • • Suppression personnel received extrication training. Distributed 250 smoke detectors. Held Operation Prom/Grad to raise safety awareness for high school students. Sent 4 individuals to Highway Emergency Response. Civilianized Public Information Officer and staffed the position. Partnering with YPD to supply fire prevention and safety information to public through Neighborhood Watch and Crime Free Multi-Housing programs. Refurbished station 2’s flooring. Rolled out EMS golf cart. GOALS FOR 2006-2007: The City of Yuma Fire Department Work Plan for 2005 through 2006 addresses the specific elements in support of the Council’s Strategic Management Plan. Quality of Life • Zero fire fatalities. • Continue the Community Risk Reduction outreach program and improve overall community education, targeting at risk groups such as the elderly and latchkey kids. • Continue improving firefighter wellness fitness program. • Continue to provide Advanced Cardiac Life Support level of medical services to our citizens and visitors to the city. • Improve the community’s readiness for major catastrophes. • Continue to improve partnerships in Yuma County with our Emergency Management Division. 105 • • • Evaluate & renew mutual aid agreements. Seek council’s direction relating to EMS patient transport focusing on improving patient care. Complete design & begin construction on Fire Station #6. Citizen Participation • Continue to provide local participation to high schools, CO-OP program. • Continue to provide CPR/AED/First Aid courses at reasonable rates. • Support Yuma County’s Citizen’s Corp. • Continue to recruit and train Citizen Emergency Response Teams. • Conduct customer satisfaction surveys. • Continue and grow a pilot program of Risk Watch in the elementary schools. • Continue to support Sister City initiatives. • Conduct Bi-National training initiative. High Performance • Achieve reaccreditation for third year in a row. • Enhance development and refinement of statistical information and improved records management systems. • Improve special operations programs. • Improve call processing, turnout, and response times. • Integrate GIS in our emergency planning and record management system. • Implement technology solutions in dispatch and apparatus. • Maintain property loss/save ratio at 97% or better. • Continue developing & implement a comprehensive succession plan. • Maintain 100% commercial occupancies inspections. • Complete design & begin construction on Training Center. Orderly Growth • Continue to be involved in predevelopment discussions. • Continue to update the Fire Services Delivery and Facilities Plan. • Work with outside agencies to address issues of growth and development. 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Administration 355,206 565,572 474,673 542,176 Professional Services 342,969 471,533 467,866 531,643 Suppression 6,783,592 7,953,471 7,719,001 9,853,282 Community Risk Reduction 693,741 848,982 777,857 1,040,649 Special Operations 51,504 110,115 103,960 229,394 Emergency Medical Service 84,767 157,339 126,234 212,369 Emergency Management 1,340,370 1,886,854 403,880 2,569,508 Emergency Mgmt. Grant 0 21,000 46,653 19,000 9,652,149 12,014,866 10,120,124 14,998,021 Again, this year, the Commission on Fire Accreditation International reaccredited the Yuma Fire Department. This self-assessment process requires the staff and firefighters to assess many critical elements including governance, administration, assessment, planning, financial resources, programs, physical resources, external relationships, training and competency. Accreditation admits the Yuma Fire Department into a very exclusive club. Less than three tenths of one percent of the nations’ municipalities can claim that their fire department is accredited. 106 The Yuma Fire Department assists our neighbors. The department was most recently called to aid Imperial County. Our Technical Rescue Team (TRT) assisted in the rescue of two men when their vehicle crashed into an open abandoned mine. Our water rescue team assisted the border patrol, when an occupant of a vehicle fell into a deep canal. Over the last year our Department gave mutual aid to the Cities of Somerton, Wellton, Winterhaven, the California County of Imperial, the U.S. Border Patrol and Marine Corps Air Station Yuma. Our relationships with our neighbors have never been stronger. The crash of a Harrier Jet into one of our neighborhoods brought together Yuma Fire, Yuma Police, Marine Corps Air Station Yuma Fire and Yuma County Sheriff in a first response that was by all accounts effective and disciplined. The credit for the successful outcome of this potentially disastrous crash was universally thought to be because of our outstanding relationship and willingness to cooperate with our local and federal partners. The Yuma Fire Department has strengthened our fleet and our equipment. We have added two Class 12000 A engines. These engines will improve 11000 our capabilities. With their addition we 10000 gain two more units that are equipped 9000 with compressed air foam systems. 8000 They are also safer for our firefighters. 7000 They have the latest in vehicle safety 6000 devices and design including rollover 5000 protection for the occupants of the cab. 1999 2000 2001 2002 2003 2004 2005 To our equipment inventory we have Year added Hydraulic extrication tools. Now every engine and our ladder have one of these lifesaving devices. This will shorten the time required to extricate vehicle crash victims and add needed redundancy. We have added a rescue unit to our fleet and we will retain two backup engines. This will give us the depth we need in our fleet and add some capabilities in the event of a large disaster. Number of Calls Call Volume The Yuma Fire Department has prepared for growth. Last Year a replacement for our old Station Three was built and it is now in use. Design for an additional station is in its final phase and construction will take place this year. This station will give us a presence in the rapidly expanding area of 32nd Street and Avenue C. Preliminary work for a station to be located near Avenue 8E and 32nd Street has begun. An additional Fire Inspector and three Firefighters were added to the staff. With these additional personnel we have maintained our inspection rate and are improving compliance with the City’s standard of coverage and fire response. The Yuma Fire Department is involved at the National and State level. We have been invited to participate with the International Association of Fire Chiefs Professional Development Committee, the Arizona Fire Chiefs Mutual Aid Coordinating Committee, and the National Fire Protection Association Technical Committee. Yuma Fire Officers hold office on the boards of the Yuma County Fire Officers Association, the Arizona Fire Chiefs Association, and the National Association of Executive Fire Officers. The Yuma Fire Department is focused on developing our next generation of leaders. This past year we have had one member earn their Designation as Chief Fire Officer. We have had one member finish their coursework at the National Fire Academy in the Executive Fire Officer Program while another was admitted and will begin the four-year program. One member attended the National Staff and Command 107 Class while three attended the Arizona State University Fire Service Institute. Three of our officers became Certified Public Managers and nine completed Edward De Bono’s Thinking Mastery Series. Training hours dramatically increased. They were up by more than 20%. New methods of CPR and advanced Cardiac Life support were taught to the entire staff and initial indications are that they have improved our ability to save lives. All response personnel were taught advanced auto extrication techniques to accompany the universal distribution of extrication equipment. Six more of our Firefighters were certified as Hazardous Materials Technicians and five of our Firefighter EMT’s progressed to Paramedic status. GENERAL FUND 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services 6,961,068 7,791,024 7,678,517 8,616,455 Operational 1,331,140 1,803,179 1,766,946 2,144,980 Capital Outlay - 150,398 162,075 1,234,723 8,292,208 9,744,601 9,607,538 11,996,158 FY 2006-2007 General Fund Budget (in thousands) $2,144 $8,616 $1,234 Personnel Operating Capital Outlay PUBLIC SAFETY TAX 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Operational - - - 100,000 Capital Outlay - - - 11,491 - - - 111,491 APPROPRIATED GRANTS FUND 04/05 Actual 05/06 Adjusted Budget 05/06 Estimate 06/07 Budget Personal Services 50,138 102,816 23,457 85,872 Operational 1,309,801 2,022,077 439,243 2,143,500 Capital Outlay - 145,372 49,886 661,000 1,359,939 2,270,265 512,586 2,890,372 108 Capital Spending and Debt Management CAPITAL SPENDING AND DEBT MANAGEMENT Page No. Capital Improvement Program Capital Improvement Project Summary 2005-2006 Capital Budget Debt Management Table of Outstanding Debt Annual Debt Service Requirements 109 112 113 119 121 122 Capital Improvement Program 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 ten-year schedule. The City of Yuma Capital Improvement Program (CIP) is a 10-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 required by the City Charter. During the annual review of the 10-year CIP, completed projects are removed, new projects are proposed, and scheduled 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. This section describes the CIP process and provides limited detail of projects included within the capital improvements area of this adopted budget. The end result of the capital program is a separately published document, which includes detailed mapping, revenue source and the complete ten-year program. The reader should refer to that document to attain more descriptive detail than is included herein. THE PROCESS 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. As the 10-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. 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 year of the CIP and the 10-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 109 New for 2007 is the addition of Impact Fees for funding various projects and equipment related to new growth. Included in the capital budget is $2,128,500 in Impact Fee projects. Of this amount $418,500 is budgeted for new vehicles; following is a breakdown of which departments will be receiving vehicles for 2007. CIP BUDGET The first year of the ten-year CIP program 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. Department No. Vehicles Police 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. Community Development Note 1 Suppl. Sergeant 2 Suppl. Police Officers 3 Suppl. Detectives 2 Suppl. Building Inspectors For most items in the 2007 capital budget, there is little actual impact on the operating budget since many capital items are replacement items already affecting operations cost. Also, with the addition of the Impact Fees, vehicles that normally would have been included in the operating budget, are now included in the capital budget. There are some notable exceptions: 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 same funding restrictions discussed in the Funds section hold true here. Projects can be funded by city, state or federal monies and 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). Fund IMPACT ON OPERATING BUDGET Project Impact Cost $133,464 $460,000 Highway User Revenue Various street projects Two positions and related equipment Wastewater East Mesa Wastewater Facility Chemicals New positions related to the impacted budgets are listed in Appendix in Schedule 4Supplemental Budgets. Because much of the funding for capital projects comes from the general and special revenues, the operating budget must have a clear connection to the CIP process. Those same revenues drive the daily services provided by the city. Accordingly, its operating budget often comes first when priorities for projects are set, should tax or other revenues not be sufficient to maintain current operations and to build infrastructure. This is especially important when the project will create new or expanded facilities. For example, if a new park is planned, then the Parks and Recreation Department must include supplemental information in its budget to maintain the new park. This would include not only employees or contractors to maintain the park, but equipment and supplies for the park’s upkeep. Following this discussion are three tables related to capital projects. The first table lists the various funding source descriptions the Capital Improvement Program uses. The Fund name is the abbreviation used in the program. The second table provides a summary by funding source of capital projects while the third table lists the actual projects included in the capital portion of the adopted budget. The list is grouped by funding source and shows the project number, a brief descriptive title and the amount included in this year’s adopted budget. The project number is useful in finding the detailed project information in the separately published ten-year capital improvement program. 110 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 Block Grants: Non-City dollars, federal funds for redevelopment projects. CIT Community Investment Trust Funds: General Fund dollars, which may be used at Council’s direction. 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 GRNT HERI HURF IMP General Fund: Revenues from fees paid, sales tax, property tax, fines, etc. Grant: Non-City dollars, which can be federal or state grants. Heritage Area Grant Funding: Funds allocated to the City of Yuma for specific improvements to the city’s riverfront and downtown area. 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. Improvement District: IMPCT Impact Fees OTHR Non-City dollars such as ADOT, APS funds or other agency funds. PBSF PRO RCX Public Safety Tax Fund: two-tenths percent sales tax collected for the acquisition, construction or improvements to public safety facilities. Pro-rata: financing that has been collected and is available for development of projects. Impact: money collected from Citywide Impact Fees. 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 SYSD SSIC TWO% Sewer Utility Fund: City dollars, collected from fees paid for specific sewer utility items, such as a meter. 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. 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. 111 Capital Improvement Project Summary 2006-2007 Capital Budget 2006-2007 FUND 1,206,800 General Fund Community Investment Trust 400,000 5,060,000 Public Safety Tax Grants Fund Appropriated Grants Fund Surface Transportation Program CDBG Grant Fund 12,210,000 920,000 181,000 940,000 Recreation Complex Fund Two Percent Tax Fund 1,962,000 City Road Tax Fund 8,674,200 Highway User Revenue Fund/LTAF 2,535,000 Water Fund 5,489,895 Wastewater Fund 1,664,500 Restricted Funds Bond Projects Developer Deposits Prorata Impact Fees Improvement District Water System Development Water Capacity Sewer Capacity Fees Sanitary Sewer Interceptor Charge 228,697,781 2,122,500 370,000 5,428,500 3,300,000 1,320,000 750,000 2,155,000 765,000 13,938,000 Other 1,664,000 Unfunded 301,754,176 TOTAL 112 CAPITAL IMPROVEMENT PROJECTS 2006-2007 Capital Budget FUNDING SOURCE BOND CIP # PROJECT TITLE 2006/2007 1.0002 1.0402 1.9757 1.9905 1.9916 2.0601 3.0500 4.0300 4.0400 4.9401 4.9601 5.0301 5.0403 5.0517 5.0518 5.0533 5.0535 5.0574 5.0584 5.8702 5.9105 5.9207 5.9209 5.9401 5.9402 5.9507 5.9512 5.9701 5.9711 5.9812 7.0102 7.0111 7.0113 7.0114 7.0115 7.0116 7.0203 7.0301 7.0302 7.0401 7.0403 7.0500 7.0501 7.0505 7.0506 7.8706 East Wetlands City Hall Modification Budget Authority Reserve Drying Bed-Main Street WTP Riverfront Infrastructure Improvements Cibola High School/Community Swimming Pool Deyo Complex Adapative Re-use Fire Station #1 Replacement Police Department Facility Improvements Public Safety Training Facility Fire Station 6 - Avenue C and 32nd St. Traffic Signal System Implementation Pavement Replacement 24th Street & Avenue 3½E - Avenue 3E to 56th Street Orange Avenue Improvements and Beautification Frontage Road Widening Avenue 8E - South Construction 16th Street & 4th Avenue Intersection Improvements 16th Street Widening 1st Street - Gila Street to Avenue C Magnolia, et al Camino Alameda, et al (Casa Manana) 17th to 19th Streets - 5th Ave to Ave A Villa Hermosa No. 2 except 22nd St. 32nd Street - 4th Avenue to Avenue B 20th Street - Avenue B to Avenue C Right-of-Way Acquisition Avenue A - 16th St. to 24th St. Sahuaro Estates Reconstruction 24th Street - Avenue 6E to Avenue 9E Flocculation/Sedimentation Basin 8th St. Water Transmission Ln. Avenue B Water Transmission Line Avenue 9E Water Transmission Line Avenue 9E Water Transmission Line MSWTP Safe Drinking Water Act Upgrades Water Utility Security Avenue 9E Water Transmission Line 40th St. - 30" Water Transmission Line Chlorine Scrubber Improvement Auxillary Power Improvements Filter System Upgrade Mechanical De-watering System Friendship Tower Improvements Cover Sedimentation Basins 20" Waterline - Hwy 80 - 6½E to 8½E 113 970,000 700,000 3,100,000 2,300,000 1,119,000 200,000 17,880,000 400,000 2,431,000 4,177,750 2,680,000 130,000 500,000 1,000,000 260,000 1,080,000 3,100,000 3,000,000 2,170,000 1,000,000 1,090,000 500,000 2,500,000 1,800,000 3,800,000 1,300,000 14,300,000 3,355,000 910,000 8,050,000 450,000 2,200,000 2,100,000 2,200,000 1,100,000 3,420,000 442,000 2,700,000 8,300,000 375,000 1,095,000 1,940,100 1,000,000 2,000,000 750,000 700,000 CAPITAL IMPROVEMENT PROJECTS 2006-2007 Capital Budget 7.9806 8.0003 8.0004 8.0103 8.0300 8.0302 8.0304 8.0305 8.0402 8.0404 8.0503 8.8705 8.9502 8.9593 8.9803 9.9301 New Water Treatment Plant - 9E Administrative Building Expansion Sanitary Junction Box Replacement Figueroa WPCF - Aerator Upgrade Wastewater Utility Security Upgrade Figueroa Service Area Citrus View WPCF Reconfiguration Jack Rabbit Mesa WPCF Upgrades Phase II Figueroa Avenue WPCF Digester Improvements Figueroa WPCF Improvements Figueroa Avenue WPCF Primary Clarifier Imp. 12th Street Trunk Sewer, Phase I & II Manhole Rehabilitation/Reconstruction Sewer Line Replacements/Improvements East Mesa Water Pollution Control Fac. 28th Street Storm Drainage Total for BOND 80,000,000 70,000 400,000 2,500,000 150,000 2,500,000 1,200,000 1,812,931 600,000 1,500,000 1,500,000 1,700,000 1,000,000 490,000 13,000,000 3,700,000 228,697,781 CDBG 1.0300 2.0502 Multi-Modal Reconstruction Park Tennis / Handball & Basketball Court Renovation Project Total for CDBG 100,000 81,000 181,000 CIT 1.9604 Annex./Economic Development Improvements Total for CDBG 400,000 400,000 Total for DD 1,500,000 22,500 100,000 500,000 2,122,500 DD 1.9757 5.0104 5.0599 8.9593 Budget Authority Reserve Intersection Safety Upgrades Traffic Impact Analysis Studies Sewer Line Replacements/Improvements GEN 1.0300 1.0403 1.0501 2.0301 2.0500 2.0502 2.0509 2.9806 3.9802 Multi-Modal Reconstruction West Wetlands Mitigation New Downtown Redevelopment Initiative Upgrading and Replacement of Restrooms Kennedy Park Parking Lot Expansion Park Tennis / Handball & Basketball Court Renovation Project Stewart Vincent Wolfe Memorial Playground Park Facility Improvements Parking Lot Maintenance Upgrades Total for GEN 42,000 120,000 50,000 390,000 180,000 4,800 50,000 270,000 100,000 1,206,800 GRNT 1.0002 1.0015 1.0300 1.0302 1.9757 1.9802 5.0509 East Wetlands Gateway Riverfront Park Project Multi-Modal Reconstruction 800 MHZ New Radio Site Budget Authority Reserve Main Street Reconstruction School Traffic Safety and Circulation Improvements 3,000,000 1,900,000 3,000,000 2,300,000 500,000 1,460,000 50,000 114 CAPITAL IMPROVEMENT PROJECTS 2006-2007 Capital Budget Total for GRNT 12,210,000 HURF 1.0012 1.0025 5.0411 5.8903 5.9205 5.9208 5.9408 5.9510 5.9511 5.9602 5.9711 5.9714 5.9715 5.9753 5.9807 5.9904 5.9910 9.0401 9.0500 9.0502 9.9801 Gila Street Extension West Wetlands Road Automated Traffic Counting Addition to Signal System 23rd Avenue Widening 12th to 16th Streets - 4th Ave to Ave "A" Catalina Drive - 32nd St. to 4th Ave. Maiden Ln. & Gila St - 1st St to Giss Pk Driveway Replacements Sidewalk Handicap Ramps 1st Avenue - 16th Street to 12th Street Sahuaro Estates Reconstruction Engler Avenue - 24th St. & E. Palo Verde 29th Street between 4th Ave. & 8th Ave. New PW Maintenance Shop 11th Street: 3rd Avenue to 2nd Avenue Street Lights - Infill/Growth 14th Street Reconstruction Cibola Heights Stormwater Basin Improvements Storm Water Drainage Dunes Drainage Basin Fix Alley Drainage - 4th Avenue & Ave. A Total for HURF 825,000 50,000 10,000 230,000 150,000 55,000 50,000 40,000 10,000 100,000 10,000 50,000 140,000 100,000 70,000 50,000 210,000 15,000 260,000 10,000 100,000 2,535,000 IMPCT 1.0504 1.9757 5.0516 5.9718 5.9729 5.9812 5.9990 Vehicle Acquisitions Budget Authority Reserve Roadways Plan Alignment Studies 32nd Street Reconstruct. - Ave. B to Ave. C Avenue C Reconstruct. - 24th St. to 32nd St. 24th Street - Avenue 6E to Avenue 9E Traffic Signal Installation and Upgrades 418,500 3,000,000 260,000 300,000 300,000 750,000 400,000 5,428,500 Total for IMPCT IMPD 1.0568 Improvement District No. 68 - Castle Dome Avenue Total for IMPD OTHR 1.0017 1.0302 1.0503 1.9757 2.0509 2.9602 5.0401 5.0409 5.0411 5.0510 5.0517 5.0584 Riverfront Development Grande Promenade 800 MHZ New Radio Site Yuma Crossing Exhibit Master Plan Budget Authority Reserve Stewart Vincent Wolfe Memorial Playground Yuma Valley Area Park Avenue 3E Widening and Improvements 8th Street - East Main Canal to Avenue B Automated Traffic Counting Addition to Signal System Bus Stops, Bus Bays and Bus Shelters 24th Street & Avenue 3½E - Avenue 3E to 56th Street MCAS Sign & Signal Improvements 115 3,300,000 3,300,000 60,000 750,000 25,000 700,000 1,000,000 2,500,000 4,300,000 170,000 100,000 225,000 1,044,000 1,035,000 CAPITAL IMPROVEMENT PROJECTS 2006-2007 Capital Budget 5.9701 9.9301 Avenue A - 16th St. to 24th St. 28th Street Storm Drainage Total for OTHR PBSF PRO RCX ROAD 1.0302 4.0400 4.0502 4.0503 4.9601 2.9602 2.0508 3.0202 3.9802 1.9802 1.9908 5.0104 5.0200 5.0401 5.0404 5.0405 5.0408 5.0409 5.0414 5.0416 5.0507 5.0515 5.0522 5.0534 5.0552 5.0564 5.8308 5.8325 5.8702 5.9211 5.9508 5.9628 5.9700 5.9702 5.9705 5.9718 5.9729 5.9806 5.9912 800 MHZ New Radio Site Police Department Facility Improvements Police Storage Facility Land Acquisition for all current Fire Facility Projects Fire Station 6 (B)- Avenue C and 32nd St. Total for PBSF 1,750,000 440,000 400,000 2,250,000 220,000 5,060,000 Total for CIT 370,000 370,000 Total for RCX 250,000 540,000 150,000 940,000 Yuma Valley Area Park Desert Sun Stadium Replacement of Air Conditioning Compres. Parking Lot Maintenance Upgrades Main Street Reconstruction Madison Avenue Construction Intersection Safety Upgrades Araby Road Pavement Replacement Avenue 3E Widening and Improvements 16th Street Corridor Study 4th Avenue - 32nd Street Corridor Study 24th Street Pavement Replacement: Avenue 2 1/2E to 3E 8th Street - East Main Canal to Avenue B Avenue 7E Bridge Replacement 33rd Drive Extension Avenue B & 24th Street Interim Intersection Improvements Roadways Plan Modeling Study Expressways Access Studies Avenue 8½E South Construction East Yuma Freeway Construction 45th Avenue Construction Arizona Ave - 16th Street to Palo Verde 24th Street - Avenue B to Avenue C 1st Street - Gila Street to Avenue C Airport Loop, et al 8th Avenue: 24th Street - 32nd Street Intersection Sight Distance Pacific Avenue Sidewalks Avenue A - 8th St. to 16th St. Avenue A - 32nd St. to 36th St. 32nd Street Reconstruct. - Ave. B to Ave. C Avenue C Reconst. - 24th St. to 32nd St. Traffic Signal Interconnection 32nd Street - Avenue A to 8th Avenue 116 699,000 1,200,000 13,808,000 1,815,000 150,000 100,000 400,000 150,000 75,500 75,500 60,000 575,000 30,000 340,000 90,000 50,000 154,000 60,000 100,000 470,000 250,000 50,000 200,000 97,200 125,000 200,000 360,000 650,000 75,000 300,000 300,000 315,000 100,000 CAPITAL IMPROVEMENT PROJECTS 2006-2007 Capital Budget 5.9913 5.9990 9.0100 9.0101 9.9301 Arizona Avenue - 16th to Giss Pky Traffic Signal Installation and Upgrades Araby Road Drainage Improvements Stormwater NPDES Permit 28th Street Storm Drainage Total for ROAD 400,000 390,000 42,000 125,000 130,000 8,804,200 150,000 115,000 800,000 840,000 100,000 150,000 2,155,000 SCF 8.0200 8.0301 8.0403 8.0405 8.0500 8.0501 Digester Electrical Upgrades Figueroa WPCF Gate Replacements Dechlorination Improvements & Chlorination System Upgrades Figueroa WPCF NPDES Renewal Update City's 208 Facilities Plan Secondary Clarifier Upgrades & Improvements Total for SCF SSIC 8.0302 8.0303 Upgrade Figueroa Service Area Sanitary Sewer Collection System Model STP SUF SYSD TWO% UNF 5.0414 5.9402 1.9802 1.9908 5.9753 8.0006 8.0100 8.0104 8.9404 8.9593 7.0118 7.8722 7.9603 1.0000 1.0003 1.0011 1.0014 1.0015 1.0601 2.0503 3.9707 1.0106 Total for SSIC 700,000 65,000 765,000 Total for STP 120,000 800,000 920,000 Total for SUF 825,000 60,000 100,000 90,000 29,500 100,000 290,000 170,000 1,664,500 Total for STP 760,000 160,000 400,000 1,320,000 Total for TWO% 15,000 30,000 28,000 550,000 626,000 75,000 150,000 488,000 1,962,000 Avenue 7E Bridge Replacement 32nd Street - 4th Avenue to Avenue B Main Street Reconstruction Madison Avenue Construction New PW Maintenance Shop Riverfront Park Manhole Replacement Sewerline Replacement Figueroa WPCF SCADA Improvements Line 12" A.C. Force Main Sewer Line Replacements/Improvements 32nd Street - 20" Water Transmission Line 12" Water Main - 3E & Gila Ridge Road Gila Ridge - Avenue 4 1/2E to Araby Railroad Settling Tank Yuma Crossing Retail Compon./Canal Walk Riverfront Development Master Planning Relocation of US Fish and Wildlife Svc. Gateway Riverfront Park Project Pivot Point Parking Lot Maintenance Upgrade Variable Frequency Drive (VFD)Sys.(DHGC) Installation of Backbone Fiber Conduit 117 50,000 CAPITAL IMPROVEMENT PROJECTS 2006-2007 Capital Budget 1.9601 1.9916 2.0300 2.0504 2.0510 7.0510 Soil Remediation Site Riverfront Infrastructure Improvements Lighting for Parks and Athletic Fields Shade Structures Yuma Art Center Museum Auxiliary Power Improvements Total for UNF 135,000 94,000 375,000 120,000 140,000 750,000 1,664,000 750,000 750,000 WCF 7.0509 Main Street WTF AZPDES Permit Renewal / Modification Total for WCF WUF 1.9802 1.9908 1.9916 5.9753 7.0107 7.0108 7.0117 7.0300 7.0403 7.0507 7.0508 7.8225 7.8310 7.8802 7.9294 7.9309 7.9408 7.9490 7.9602 7.9606 7.9803 7.9904 7.9996 Main Street Reconstruction Madison Avenue Construction Riverfront Infrastructure Improvements New PW Maintenance Shop Zone 2 to Zone 1 Pressure Reducing Valve Potable Water Dedicated Sample Taps SCADA System Upgrades, Phase I Zone 2 Water Transmission (20") Auxillary Power Improvements Yard Paving Improvements Water System Master Plan Update 12" Waterline - 1st Avenue 12" Water Line - 2nd Avenue 12" Main / 5th Ave - 8th to 16th Streets Fire Hydrants 10" Main on Magnolia Avenue - 1st to 8th St. Waterlines - 3rd Avenue - 3rd St. to 4th St. New Water Services Avenue A - 16th to 24th Streets 15th, 16th & 17th Aves.: 3rd to 8th Sts. Waterline: Orange Avenue: 4th-8th Sts. Carbon Feeder Improvements Waterline Replacement/Improvements 118 Total for WUF 536,000 68,895 287,000 100,000 270,000 60,000 406,000 20,000 18,000 220,000 250,000 55,000 130,000 470,000 100,000 394,000 190,000 125,000 350,000 420,000 20,000 200,000 800,000 5,489,895 Grand Total 301,754,176 Debt Management noted earlier, the City maintains a Debt Service Fund, which is used to account for payment of the debt. Into this fund are transferred monies from other operating funds that can now pay over time for a costly project rather than trying to set aside monies until sufficient resources are available. The last section described how the city provided for its infrastructure needs. It was noted that operating revenues were the primary source for CIP projects. This ‘payas-you-go’ financing plan works well for smaller projects that can be paid out of current revenues. It doesn't work when project cost is greater than the annual collections from that source of revenue. Most governments have been active in the bond markets for years, especially with low long-term rates. The City of Yuma is no exception. This bond financing to pay for capital projects is especially prevalent in fast-growing cities, like Yuma. When more significant projects are planned which are beyond current revenues ability to spend, the City will seek financing solutions that provide the necessary resources immediately. Although a variety of forms of financing are available, the City usually turns to long-term bonds as a source of its financing. BOND TYPES There are different types of bonds used depending on the type of project and its anticipated repayment funding. A description of the bond types and their use by the City follows. LONG-TERM BONDS Much like bank financing, the City sells bonds on the open market to secure enough proceeds to pay for a project. With a ready source of cash, the City can complete a large project without the cash-flow concerns of using 'pay-as-you-go'. Again, like bank financing, the bonds must be repaid over time, at market driven interest rates. These payback terms are spread based on the flow assumptions of the underlying revenue and can range from five to twenty years or more. General Obligation Bonds - This type of bond relies on secondary property tax financing rather than a current operating revenue. This bonding method is subject to voter approval because it creates a new tax to support repayment. This secondary property tax is levied, when in use, by the City directly for bond repayment. The City does currently have general obligation bonds outstanding; however, the proceeds were used by the Water Fund to expand the current water plant. While the full faith and credit of the City supports the bonds and a tax levy could be generated if necessary, the bonds are paid by current revenues of the Water Fund. There are several reasons why bond financing is the most attractive source of capital. Because of their lower risk, with particular revenue types pledged to bond repayment, interest rates are lower. Municipal bonds are attractive to investors also because of favorable income tax treatment of bond interest payments. Revenue Bonds - These bonds are similar to general obligation bonds except that they do not have the support of the local property tax base for repayment. Instead, a source of revenue related to the project is pledged for repayment of the bonds. A typical revenue bond is related to the Highway User Interest rates are fixed at the time of the bond sale, providing the City with a known payment schedule. Servicing this debt becomes part of the operating budget along with operational and capital needs. As 119 Revenue Fund (HURF), previously discussed in the Fund Information Section. The gas tax of the HURF fund can be pledged for repayment of the bonds, as it is a reliable source of revenue. Debt service payments would then claim priority for spending from the fund until the bonds were repaid. The City does not presently use this type of bonding, however, it has been used in the past. a lower rate than the City can attain and loans the proceeds to various municipalities throughout the state. In each case, a fixed repayment schedule is created, much like a bond repayment schedule. For WIFA participation, Arizona statutes require voter approval. The City received such approval in 2002. Municipal Property Corporation (MPC) Bonds - The City issued its first MPC bonds in 1970 to finance the construction of the Convention Center, Baseball Complex and Desert Hills Golf Course. The Municipal Property Corporation was created to sell the bonds for that project. The bonds, because they do not necessarily rely on new sources of revenue for repayment, are not subject to voter approval for each project. (With its initial bond sale, however, the City created a new sales tax, the 2% Special Tax, for bond repayment and the new tax was subject to, and won, voter approval.) This method of bond financing has been used many times to finance a variety of projects. Under Arizona’s Constitution, outstanding general obligation bonded debt for combined water, sewer, artificial light, parks, open space preserves, playgrounds and recreational facilities may not exceed 20% of a City’s net secondary assessed valuation. Outstanding general obligation debt for all other purposes may not exceed 6% of a City’s net secondary assessed valuation. The legal borrowing capacity of the City of Yuma at June 30, 2005 follows: DEBT LIMITATIONS Water, Etc. (20%) Legal Limit $65,905,309 Outstanding GO Debt 9,575,000 Available Debt Margin $56,330,309 Improvement Districts – Improvement district financing is a special bonding arrangement for capital improvements in limited areas of the City. This debt is authorized by the property owners of the district and secured by assessments paid by those property owners. The City retains an obligation to pay should those assessments fail to meet the obligations of the bond; however, the City then retains title to the property should that unlikely failure occur. The City has used improvement district financing on a number of occasions, the most recent being Improvement District 67 which financed public improvements adjacent to the Yuma Palms Regional Center. All Others (6%) Legal Limit $19,771,593 Outstanding GO Debt Available Debt Margin $19,771,593 These limitations apply to general obligation debt only. Limitations other than statutory exist in many of the debt covenants associated with the bonds. These limitations include coverage requirements in which further debt is restricted if revenues related to the outstanding debt do not exceed certain percentages. In each case, the City is well within these limitations. Detailed coverage information is provided within the City’s annual Comprehensive Annual Financial Report. LONG-TERM CONTRACTS Another form of financing the City has used recently is a long-term financing contract (loans). Theses include the Arizona Water Infrastructure Financing Authority (WIFA), US Department of Housing and Urban Development (HUD), and the Arizona Department of Transportation (ADOT). In cases like WIFA, the authority sells bonds at IMPACT OF DEBT SERVICE ON BUDGET Much like the impact of capital projects, debt service payments are derived from the same general revenues that are used for operations. A balance must be achieved between operational needs, debt requirements and capital expenditures to 120 More meaningful to this analysis is the City’s bond rating. Rating agencies are instrumental in determining debt capacity of the City. The City works with these agencies closely to improve its overall rating to assurance the soundness of its ability to attain favorable interest rates in the financial markets. stay within the statutory or economic limitations of annual revenues. Each year, the City Council and staff work carefully to assure this balance. The benefit of securing long-term financing to provide for timely construction of needed infrastructure can make a municipality ‘debt poor’ if taken to extremes. While no rules exist for measuring the amount of debt capacity a city can bear, some measures are available to compare governments. Per capita debt ratios and other means of comparison are reviewed to ensure that the City does not overreach its capacity for debt issuance. The City continues to develop more quantifiable measurements for debt analysis. Purpose OUTSTANDING DEBT This table lists the City’s outstanding debt at June 30, 2006: Source of repayment Rate Maturity Authorized Outstanding 6.13% 2012 4.90% 2012 8,085,000 7,610,000 General Obligation Bonds 1992 Project Water plant expansion 1997 Refunding Refunded portion of 1992 issue Water rates and capacity charges Water rates and capacity charges $ 14,370,000 $ 975,000 MPC Bonds 2001 Issue New city hall General Fund 4.94% 2025 34,150,000 33,260,000 2003 - Series A Refunding Police/Municipal Court facility; fire station communications system Public Safety Tax 4.21% 2015 14,640,000 12,655,000 2003 - Series B Refunding Public Works facility and warehouse 3.67% 2015 2,905,000 2,490,000 2003 - Series C Refunding Golf course clubhouse 2.97% 2010 1,445,000 1,060,000 2003 - Series B Addition Yuma Art Center; new fire station 4.18% 2022 9,000,000 8,300,000 3.70% 2014 7,280,000 7,280,000 Rental payments;CDBG funding Varies 2007 500,000 224,000 2007 3,000,000 700,000 2022 46,414,920 45,629,326 2022 44,000,000 42,172,950 General Fund, HURF, Solid Waste and Water Funds allocated by percent of use Desert Hills Golf Course; 2% Tax General Fund Public Safety Tax Improvement Districts District 67 Street improvements; wastewater infrastructure adjacent to Yuma Palms Regional Center Special assessments Contracts Payable HUD Section 108 Neighborhood reviltalization ADOT Highway Expansion Loan (HELP) Street improvements WIFA-Water WIFA-Wastewater New East Mesa water plant; system upgrades New East Mesa wastewater plant; system upgrades Road Tax 1.70% Water rates and capacity 3.31% charges Wastewater rates and capacity 3.31% charges 121 Annual Debt Service Requirements BONDS AND IMPROVEMENT DISTRICTS G.O. Bonds 1992 Issue July 1 Interest Principal 2006 975,000 Interest Improvement District No. 67 Bonds Total Principal Interest Total 75,000 368,480 443,480 680,000 256,780 936,780 - - - 1,115,000 365,067 1,480,067 710,000 231,065 941,065 2008 - - - 1,170,000 312,105 1,482,105 740,000 204,240 944,240 2009 - - - 1,210,000 257,115 1,467,115 770,000 176,305 946,305 2010 - - - 1,275,000 196,615 1,471,615 805,000 147,168 952,168 2011 - - - 1,345,000 134,140 1,479,140 840,000 116,736 956,736 2012 - - - 1,420,000 69,580 1,489,580 875,000 85,008 960,008 2013 - - - - - - 910,000 51,985 961,985 2014 - - - - - - 950,000 17,575 967,575 975,000 $ 58,500 $ 1,033,500 Principal 2007 $ 58,500 1997 Refunding Bonds Total 1,033,500 $ 7,610,000 $ MPC Bonds 2001 Series 2006 925,000 1,703,102 $ 9,313,102 $ 7,280,000 $ 1,286,862 $ 8,566,862 MPC Bonds 2003 Series 1,612,225 2,537,225 365,000 329,358 694,358 2007 965,000 1,575,225 2,540,225 375,000 320,233 695,233 2008 1,000,000 1,536,625 2,536,625 385,000 309,920 694,920 2009 1,040,000 1,494,125 2,534,125 395,000 298,370 693,370 2010 1,080,000 1,449,925 2,529,925 410,000 285,532 695,532 2011 1,130,000 1,404,025 2,534,025 420,000 272,207 692,207 2012 1,175,000 1,356,000 2,531,000 435,000 257,507 692,507 2013 1,235,000 1,297,250 2,532,250 450,000 241,847 691,847 2014 1,295,000 1,235,500 2,530,500 470,000 224,973 694,973 2015 1,355,000 1,170,750 2,525,750 490,000 207,347 697,347 2016 1,755,000 1,103,000 2,858,000 515,000 182,847 697,847 2017 1,840,000 1,015,250 2,855,250 535,000 157,098 692,098 2018 1,935,000 923,250 2,858,250 560,000 134,628 694,628 2019 2,030,000 826,500 2,856,500 585,000 110,828 695,828 2020 2,130,000 725,000 2,855,000 610,000 85,672 695,672 2021 2,240,000 618,500 2,858,500 635,000 58,833 693,833 2022 2,350,000 506,500 2,856,500 665,000 30,258 695,258 2023 2,470,000 389,000 2,859,000 - - 2024 2,590,000 265,500 2,855,500 - - - 2025 2,720,000 136,000 2,856,000 - - - $ 33,260,000 $ 20,640,150 $ 53,900,150 $ MPC Bonds 2003 Refunding 1995A 8,300,000 $ - 3,507,458 $ 11,807,458 MPC Bonds 2003 Refunding 1995B MPC Bonds 2003 Refunding 1995C 2006 1,030,000 532,603 1,562,603 210,000 87,147 297,147 200,000 31,400 231,400 2007 1,060,000 506,853 1,566,853 215,000 81,897 296,897 205,000 26,400 231,400 2008 1,095,000 477,703 1,572,703 230,000 75,985 305,985 210,000 20,763 230,763 2009 1,150,000 422,953 1,572,953 235,000 69,085 304,085 220,000 14,463 234,463 2010 1,210,000 365,453 1,575,453 245,000 61,448 306,448 225,000 7,313 232,313 2011 1,285,000 304,953 1,589,953 250,000 53,485 303,485 - - - 2012 1,350,000 240,703 1,590,703 260,000 44,735 304,735 - - - 2013 1,425,000 173,203 1,598,203 270,000 35,375 305,375 - - - 2014 1,490,000 119,765 1,609,765 280,000 25,250 305,250 - - - 2015 1,560,000 62,400 1,622,400 295,000 14,750 309,750 - - - $ 12,655,000 $ 3,206,589 $ 15,861,589 $ 2,490,000 $ 122 549,157 $ 3,039,157 $ 1,060,000 $ 100,339 $ 1,160,339 CONTRACTS PAYABLE WIFA Loan #910043-03 WIFA Loan #920069-03 July 1 Principal Interest Total Principal Interest Total Principal Interest Total 2006 412,411 305,089 717,500 1,887,544 1,396,346 3,283,890 2007 426,066 291,434 717,500 1,950,040 1,333,850 3,283,890 2008 440,173 277,327 717,500 2,014,606 1,269,284 3,283,890 2009 454,747 262,753 717,500 2,081,310 1,202,580 3,283,890 2010 469,804 247,696 717,500 2,150,222 1,133,668 3,283,890 2011 485,359 232,141 717,500 2,221,416 1,062,474 2012 501,429 216,071 717,500 2,294,967 988,923 2013 518,032 199,468 717,500 2,370,953 912,937 2014 535,184 182,316 717,500 2,449,455 834,435 Not presented in this table is WIFA Loan #920088-04, whose total loan authorization of 3,283,890 $36,414,920 has been drawn down to date for 3,283,890 $22,722,755. The retirement schedule for this loan will be presented once it has been fully 3,283,890 drawn. 3,283,890 2015 552,904 164,596 717,500 2,530,557 753,333 3,283,890 2016 571,210 146,290 717,500 2,614,343 669,547 3,283,890 2017 590,123 127,377 717,500 2,700,904 582,986 3,283,890 2018 609,662 107,838 717,500 2,790,331 493,559 3,283,890 2019 629,848 87,652 717,500 2,882,719 401,171 3,283,890 2020 650,702 66,798 717,500 2,978,166 305,724 3,283,890 2021 672,247 45,253 717,500 3,076,773 207,117 3,283,890 2022 694,505 22,995 717,500 3,178,645 105,245 3,283,890 $ 9,214,406 $ 2,983,095 $ 12,197,502 $ 42,172,950 $ 13,653,179 $ 55,826,129 ADOT Highway Expansion Loan (HELP) HUD Section 108 Loan 2006 700,000 13,776 713,776 107,000 7,822 114,822 2007 - 1,647 1,647 117,000 4,274 121,274 $ 700,000 $ 15,423 $ 715,423 $ 224,000 $ 123 12,096 $ 236,096 City of YUMA 124 Appendix APPENDIX Page No. Schedule 1 – Revenues Schedule 2 – Department Expenditure by Fund Schedule 3 – Outside Agency Summary Schedule 4 – Supplemental Listing Schedule 5 – Authorized Staffing Level Schedule 6 – Budget Resolution Schedule 7 – Maximum Tax Levy Glossary 125 130 141 143 145 148 150 151 SCHEDULE 1 REVENUES 2004-2005 ACTUAL GENERAL FUND Local Taxes: 17,165,647 Sales tax (1%) 5,871,470 Property Tax 212,972 Delinquent Property Tax Franchise Tax 2,347,117 Intergovernmental Revenues: 7,141,392 State revenue sharing State sales tax 7,196,762 3,067,961 Auto in-lieu tax 36,573 Emergency services Licenses and Permits: Business licenses 300,290 42,725 Liquor licenses 2,447,477 Building permits 341,683 Electrical permits 160,672 Plumbing permits 94,269 Mechanical permits Charges for Services: 251,152 Zoning and subdivision fees Plan check fees 694,118 99,393 Other development fees 104,930 Swimming fees Recreation fees 248,524 Art Center fees 19,522 44,464 Other charges Emergency service fees Police services 604,987 Use of Money and Property: Investment income 294,584 170,926 Recreation facility rents 44,862 Art Center facility rents Mall district rentals 5,900 Fines, Forfeitures, Penalties: Vehicle code fines 530,974 274,798 Parking & other fines Miscellaneous Revenues: 6,863 Sale of property Unclassified revenues 212,873 50,035,879 Total COMMUNITY INVESTMENT TRUST FUND Use of Money and Property: Investment income 20,416 Miscellaneous Revenues: 300,000 Sale of property 320,416 Total RADIO COMMUNICATIONS FUND Charges for Services: Radio Repair fees Contributions for Infrastructure Use of Money and Property: Investment income Total 2005-2006 BUDGET 2005-2006 ESTIMATE 2006-2007 FORECAST 18,272,000 6,560,574 180,000 2,412,000 19,740,500 6,560,574 55,000 3,142,000 21,319,700 7,320,954 180,000 2,430,000 8,130,357 7,609,741 3,000,000 - 8,131,000 8,348,200 3,000,000 - 9,825,592 9,016,000 3,120,000 - 290,000 37,500 1,546,000 150,000 105,000 54,000 296,000 46,000 2,528,000 300,000 205,800 108,000 296,000 45,000 2,529,900 321,000 220,000 115,500 120,000 550,000 27,300 104,000 256,200 35,500 38,000 660,000 120,000 635,000 23,239 104,000 240,000 24,500 35,500 655,000 120,000 650,000 10,100 104,000 255,000 35,000 35,000 660,000 150,000 128,900 65,000 41,900 500,000 248,000 408,000 136,600 60,000 5,900 510,000 263,000 258,000 145,100 60,000 5,900 520,000 263,000 10,000 80,000 51,361,972 339,000 80,100 56,100,913 3,000 80,000 59,943,746 13,000 13,000 49,657 13,000 13,000 49,657 - 24,000 - 329,000 750,000 - 24,000 1,079,000 125 SCHEDULE 1 REVENUES 2004-2005 ACTUAL HIGHWAY USERS REVENUE FUND Intergovernmental Revenues: 7,627,177 State gasoline tax Charges for Services 57,496 Development Charges Signal maintenance Use of Money and Property: Investment income 117,513 Miscellaneous Revenues: 17,817 Unclassified revenues 7,820,002 Total CITY ROAD TAX FUND Local Taxes: Sales tax (0.5%) 8,581,364 Use of Money and Property: Investment income 114,145 Miscellaneous Revenues: 93,974 Unclassified revenues 8,789,483 Total LOCAL TRANSPORTATION ASSISTANCE FUND Intergovernmental Revenues: 428,520 Lottery tax Use of Money and Property: Investment income 6,339 Miscellaneous Revenues: 45,620 Contributions 480,479 Total RECREATION COMPLEX FUND Charges for Services: 62,023 Liquor sales Concession stand sales 100,461 Other sales 3,092 Commissions & fees 33,259 Use of Money and Property: Investment income 31,459 Room rents 194,172 54,744 Equipment rents Other rents 32,393 Miscellaneous Revenues: 7,996 Unclassified revenues 519,600 Total TWO PERCENT TAX FUND Local Taxes: Sales tax (2%) 3,374,350 Use of Money and Property: Investment income 17,387 Miscellaneous Revenues: 3,842 Unclassified revenues 3,395,580 Total 2005-2006 BUDGET 2005-2006 ESTIMATE 2006-2007 FORECAST 7,816,920 7,816,920 8,250,284 50,000 48,000 30,000 - 30,000 - 100,000 100,000 100,000 15,000 8,029,920 40,000 7,986,920 30,000 8,410,284 9,134,900 9,868,500 10,658,000 60,000 150,000 120,000 100,000 9,294,900 100,000 10,118,500 100,000 10,878,000 427,720 427,720 425,664 3,000 5,000 5,000 40,620 471,340 40,620 473,340 42,566 473,230 75,000 77,500 3,600 26,000 25,000 190,000 50,500 24,000 50,000 109,769 3,600 26,000 35,000 190,000 52,000 44,000 60,000 112,800 3,100 24,000 30,000 195,000 57,000 28,750 7,500 479,100 5,059 515,428 2,550 513,200 3,578,545 3,772,500 3,822,500 16,000 25,000 25,000 3,594,545 3,797,500 3,847,500 126 SCHEDULE 1 REVENUES 2004-2005 ACTUAL SOLID WASTE FUND Charges for Services: Collection fees 1,786,330 58,168 Receptacles sales Miscellaneous Revenues: Unclassified revenues 9,847 Contributions 1,854,345 Total DOWNTOWN MALL MAINTENANCE FUND Local Taxes: Property Tax 93,863 Miscellaneous Revenues: 14,929 Unclassified revenues 108,792 Total GRANT FUNDS Intergovernmental Revenues: 928,542 Community development grants 1,487,278 Law enforcement grants 1,989,695 Emergency management grants 1,059,883 Park and recreation grants Heritage Area grants 49,425 Other miscellaneous grants 5,514,824 Total PUBLIC SAFETY TAX FUND Local Taxes: Sales tax (0.2%) 3,431,379 Use of Money & Property: 78,482 Investment income 3,509,861 Total CIP FUNDS Charges for Services: 3,434,856 Developer Deposits Prorata fees 385,956 Impact fees Use of Money and Property: Bond proceeds Investment income 205,200 Rental income 341,061 Miscellaneous Revenues: 678,585 Unclassified Revenues 5,045,659 Total 2005-2006 BUDGET 2005-2006 ESTIMATE 2006-2007 FORECAST 1,914,650 49,000 1,937,250 55,000 1,633,500 55,000 10,000 1,973,650 5,000 1,997,250 5,000 1,693,500 90,000 90,000 90,000 15,000 105,000 15,000 105,000 15,000 105,000 3,473,161 4,596,387 1,832,606 6,394,000 8,258,752 24,554,906 1,593,491 2,083,977 678,676 2,937,310 1,101,155 8,394,609 2,852,437 3,219,899 282,605 6,966,629 8,987,800 22,309,370 3,652,700 3,946,000 4,261,600 40,000 3,692,700 85,000 4,031,000 80,000 4,341,600 3,009,402 628,209 - 72,835 1,518,222 5,798,500 3,402,400 47,330,900 70,000 329,595 193,950 441,818 86,083,750 140,000 435,500 4,314,000 55,682,106 2,226,825 18,902,000 114,762,150 127 SCHEDULE 1 REVENUES 2004-2005 ACTUAL ARROYO DUNES GOLF COURSE FUND Charges for Services: Green fees 202,372 Merchandise sales 1,516 13,508 Range fees Use of Money and Property: 11,494 Equipment rents Investment income 2,641 Miscellaneous Revenues: 221 Unclassified revenues 231,753 Total DESERT HILLS GOLF COURSE FUND Charges for Services: Green fees 997,569 Merchandise sales 228,728 Liquor sales Concession stand sales 471,742 Food sales 69,415 Range fees Use of Money and Property: 271,410 Equipment rents Room rents 8,965 Miscellaneous Revenues: 50,735 Unclassified revenues 2,098,565 Total WATER FUND Charges for Services: Residential water fees 6,899,906 Commercial water fees 5,335,904 245,020 Fire hydrant fees Service establishment fees 219,615 Meter fees Use of Money and Property: Investment income 129,471 Rental Income 19,554 Miscellaneous Revenues: 344,389 Unclassified revenues 13,193,858 Total WASTEWATER FUND Charges for Services: Residential sewer fees 3,563,325 Commercial sewer fees 4,507,090 Sewer connection fees Use of Money and Property: (22,949) Investment income Equipment rent Miscellaneous Revenues: 49,349 Unclassified revenues 8,096,814 Total 2005-2006 BUDGET 2005-2006 ESTIMATE 2006-2007 FORECAST 225,521 2,250 16,640 194,171 1,364 14,685 203,996 1,433 15,428 11,651 1,800 9,189 3,000 9,654 3,000 150 258,012 222,409 233,511 1,067,104 236,671 501,267 71,111 1,092,858 239,282 483,101 75,652 1,148,057 251,358 499,129 79,480 296,761 7,567 339,633 9,000 355,290 9,000 2,180,481 2,239,526 2,342,314 7,402,475 5,800,225 248,500 195,000 - 8,768,291 6,408,197 277,400 220,990 - 8,875,044 6,484,597 280,730 223,753 - 100,000 - 250,000 6,263 250,000 - 128,704 13,874,904 140,310 16,071,451 141,626 16,255,750 3,530,031 4,524,100 - 3,897,260 4,850,632 - 3,992,379 5,002,148 - - 50,000 - 50,000 - 12,000 8,066,131 15,000 8,812,892 15,000 9,059,527 128 SCHEDULE 1 REVENUES 2004-2005 ACTUAL WATER RESTRICTED FUNDS Charges for Services: Water capacity fees Water system dev. fees Use of Money and Property: Bond proceeds Investment income Total WASTEWATER RESTRICTED FUNDS Charges for Services: Sewer capacity fees Sewer system dev. fees Use of Money and Property: Bond proceeds Investment income Total EQUIPMENT REPLACEMENT FUND Use of Money and Property: Equipment rentals Investment income Total EQUIPMENT MAINTENANCE FUND Charges for Services: Guaranteed maintenance Non-guaranteed maintenance Fuel sales Use of Money and Property: Investment income Total INSURANCE RESERVE FUND Use of Money and Property: Insurance Premiums Investment income Miscellaneous Revenues: Insurance unclassified revenues Total 2005-2006 BUDGET 2005-2006 ESTIMATE 2006-2007 FORECAST 2,664,556 605,571 2,150,000 500,000 2,428,136 491,889 2,428,136 491,889 11,154,414 167,187 14,591,727 52,767,100 112,500 55,529,600 17,653,100 141,489 20,714,614 114,191,100 141,489 117,252,614 6,193,831 815,626 3,500,000 604,500 3,500,000 701,500 3,500,000 751,500 16,517,962 415,063 23,942,482 29,820,000 400,725 34,325,225 335,649 4,537,149 28,422,931 335,649 33,010,080 2,186,255 359,740 2,545,995 2,293,566 340,000 2,633,566 2,293,566 700,000 2,993,566 3,314,773 700,000 4,014,773 1,453,090 289,401 971,809 1,698,350 196,000 856,150 1,652,688 279,180 1,227,600 2,107,380 136,000 1,422,104 2,714,300 2,750,500 3,159,468 3,665,484 635,918 9,009 1,859,509 15,000 1,859,509 15,000 1,650,093 15,000 75,112 720,038 1,874,509 36,955 1,911,464 10,000 1,675,093 129 SCHEDULE 2 EXPENDITURES BY FUND/DEPARTMENT/DIVISION 2004-2005 Actual 2005-2006 Budget 2005-2006 Estimate 2006-2007 Budget 222,367 262,347 245,831 297,813 222,367 262,347 245,831 297,813 1,194,247 1,295,495 1,264,540 1,643,852 1,194,247 1,295,495 1,264,540 1,643,852 575,536 139,254 307,180 189,547 227,350 397,686 612,983 175,302 595,234 330,612 266,990 115,100 189,290 661,206 144,898 459,257 407,112 249,089 95,500 129,089 1,044,774 180,406 716,210 502,943 303,420 115,100 167,117 1,836,552 2,285,511 2,146,151 3,029,970 877,274 188,829 925,552 226,285 887,760 224,422 1,119,434 247,459 1,066,102 1,151,837 1,112,182 1,366,893 344,486 1,465,448 420,384 2,267,421 355,308 1,979,884 458,734 508,470 1,960,636 1,809,934 2,687,805 2,335,192 2,927,840 250,286 342,395 498,520 669,442 572,406 255,976 369,723 580,746 734,059 678,169 245,592 364,652 510,390 695,481 633,583 344,473 431,546 631,793 733,047 775,583 2,333,049 2,618,673 2,449,698 2,916,442 707,434 257,801 851,832 291,384 847,668 264,532 933,665 305,358 965,235 1,143,216 1,112,200 1,239,023 184,769 1,147,204 805,105 1,183,134 1,193,140 293,892 1,188,238 1,193,140 1,755,948 1,177,000 1,331,973 3,181,379 2,675,270 2,932,948 512,121 1,204,270 762,357 505,388 1,446,796 1,375,224 445,439 1,356,566 1,268,302 401,638 1,668,122 1,469,227 2,478,748 3,327,408 3,070,307 3,538,987 GENERAL FUND MAYOR AND COUNCIL MAYOR AND COUNCIL ADMIN Total MUNICIPAL COURTS MUNICIPAL COURT ADMIN. Total CITY ADMINISTRATOR'S OFFICE ADMINISTRATION PUBLIC AFFAIRS STRATEGIC COMMUNICATIONS HERITAGE AREA CITY CLERK'S OFFICE ELECTIONS ECONOMIC DEVELOPMENT Total CITY ATTORNEY'S OFFICE CITY ATTORNEY ADMIN CITY PROSECUTOR Total INFORMATION TECH SERVICES ADMINISTRATION RISK MANAGEMENT TECHNICAL SUPPORT Total FINANCE ADMINISTRATION CUSTOMER SERVICES PURCHASING ACCOUNTING FACILITIES MAINTENANCE Total HUMAN RESOURCES HUMAN RESOURCES ADMIN. RISK MANAGEMENT Total GENERAL GOVERNMENT GENERAL EXPENDITURES MID-DECADE CENSUS OUTSIDE AGENCIES Total COMMUNITY DEVELOPMENT COMMUNITY DEV. ADMIN BUILDING SAFETY COMMUNITY PLANNING Total 130 SCHEDULE 2 EXPENDITURES BY FUND/DEPARTMENT/DIVISION 2004-2005 Actual UTILITIES PUBLIC WORKS ADMIN. Total PARKS AND RECREATION PARKS & RECREATION ADMIN. PARKS MAINTENANCE PARKS DEVELOPMENT RECREATION GENERAL SENIOR ADULT ACTIVITIES ADULT ACTIVITIES YOUTH ACTIVITIES AQUATICS YUMA READINESS CENTER YUMA ARTS CENTER Total POLICE DEPARTMENT POLICE ADMINISTRATION PATROL - FIELD SERVICES INVESTIGATION - FIELD SVC RESERVES - FIELD SERVICES QUALITY ASSURANCE RECORDS & COMMUNICATIONS PUBLIC SAFETY COMM CENTER Total FIRE DEPARTMENT ADMINISTRATION FIRE - TRAINING SUPPRESSION PREVENTION SPECIAL OPERATIONS EMERGENCY MEDICAL SERVICE EMERGENCY MANAGEMENT EM MGMT GRANT ALLOCATIONS Total INTRACITY COST ALLOCATION INTERDEPARTMENT ALLOCATN Total TOTAL GENERAL FUND 2005-2006 Estimate 2006-2007 Budget - - (40,000) 40,000 - - (40,000) 40,000 250,945 343,863 353,158 396,003 250,945 343,863 353,158 396,003 398,246 3,296,079 256,065 491,496 128,276 191,138 231,562 546,273 145,302 605,705 456,552 4,074,137 260,071 622,401 179,436 218,305 251,837 644,617 213,938 732,719 482,659 4,006,950 261,620 613,605 148,891 215,997 233,332 567,520 167,577 715,718 580,062 4,961,082 309,975 648,902 185,652 258,124 292,340 695,425 194,669 841,130 6,290,144 7,654,013 7,413,869 8,967,361 751,975 8,595,888 3,049,513 3,954 879,734 1,268,688 1,593,074 1,154,568 10,657,684 3,519,697 5,750 958,012 1,714,207 1,977,030 1,161,063 1,231,252 9,989,268 12,080,178 3,657,820 4,551,021 4,700 5,750 934,278 1,096,175 1,500,617 1,881,122 1,622,683 2,107,548 16,142,827 19,986,948 18,870,429 22,953,046 Total ENGINEERING DEVELOPMENT ENGINEERING 2005-2006 Budget 353,887 342,907 6,691,448 677,905 51,504 84,767 151,180 (61,389) 510,572 471,533 7,528,151 828,982 107,115 157,339 181,909 (41,000) 474,673 467,866 7,521,974 757,857 100,960 126,234 173,321 (15,347) 527,176 531,643 9,477,585 914,158 138,394 212,369 235,833 (41,000) 8,292,208 9,744,601 9,607,538 11,996,158 (2,839,799) (3,375,575) (3,375,575) (3,569,494) (2,839,799) (3,375,575) (3,375,575) (3,569,494) 41,374,533 52,307,521 49,240,790 60,676,842 560,197 86,124 - - 560,197 86,124 - - COMMUNITY INVESTMENT TRUST GENERAL GOVERNMENT GENERAL EXPENDITURES Total 131 SCHEDULE 2 EXPENDITURES BY FUND/DEPARTMENT/DIVISION TOTAL COMMUNITY INVESTMENT TRUST 2004-2005 Actual 2005-2006 Budget 2005-2006 Estimate 2006-2007 Budget 560,197 86,124 - - - 220,100 - 440,200 - 220,100 - 440,200 - 220,100 - 440,200 86,333 - - - 86,333 - - - 86,333 - - - - - 17,290 1,069,921 - - 17,290 1,069,921 - - 17,290 1,069,921 16,695 2,410,823 516,873 419,007 526,689 617,302 430,649 23,157 2,915,244 499,584 676,108 570,958 784,441 425,966 20,465 2,769,018 512,369 676,500 572,565 786,708 430,728 25,790 3,016,571 513,355 616,727 626,187 880,978 498,616 4,938,038 5,895,458 5,768,353 6,178,224 53,864 356,805 431,504 705,589 695,005 629,355 1,016,688 780,031 410,669 1,137,093 1,324,360 1,796,719 5,348,707 7,032,551 7,092,713 7,974,943 882,738 870,442 870,442 458,212 882,738 870,442 870,442 458,212 262,769 75,365 359,739 83,963 433,742 80,223 545,705 95,272 338,134 443,702 513,965 640,977 RIVERFRONT REDEVELOPMENT CITY ADMINISTRATOR'S OFFICE ECONOMIC DEVELOPMENT Total TOTAL RIVERFRONT REDEVELOPMENT GF SALES TAX REBATES GENERAL GOVERNMENT GENERAL EXPENDITURES Total TOTAL GF SALES TAX REBATES RADIO COMMUNICATIONS INFORMATION TECH SERVICES Total TOTAL RADIO COMMUNICATIONS HIGHWAY USERS REVENUE FUND PUBLIC WORKS DEPARTMENT LOT CLEANING STREET MAINTENANCE STREET LIGHTING STREET SWEEPING TRAFFIC SIGNS & STRIPING STORM DRAIN MAINTENANCE CURBS, GUTTERS & SIDEWALK Total ENGINEERING ENGINEERING TRAFFIC SIGNALS Total TOTAL HIGHWAY USERS REVENUE FUND CITY ROAD TAX FUND PUBLIC WORKS DEPARTMENT ROAD TAX PROJECTS Total PARKS AND RECREATION RETENTION BASIN MAINT. PATHWAYS & TRAILS Total 132 SCHEDULE 2 EXPENDITURES BY FUND/DEPARTMENT/DIVISION TOTAL CITY ROAD TAX FUND 2004-2005 Actual 2005-2006 Budget 2005-2006 Estimate 2006-2007 Budget 1,220,872 1,314,144 1,384,407 1,099,189 100,186 95,094 79,554 95,373 100,186 95,094 79,554 95,373 100,186 95,094 79,554 95,373 40,252 19,542 95,032 275,000 - 100,000 - 175,000 - 154,826 275,000 100,000 175,000 - - - 111,491 - - - 111,491 154,826 275,000 100,000 286,491 1,064,326 603,782 1,185,646 686,642 1,199,578 636,956 1,299,266 710,153 1,668,108 1,872,288 1,836,534 2,009,419 1,668,108 1,872,288 1,836,534 2,009,419 773,595 9,000 846,504 9,000 846,504 9,000 833,950 773,595 855,504 855,504 842,950 773,595 855,504 855,504 842,950 2,295,742 370,102 26,718 2,718,185 372,033 35,454 2,691,610 372,373 33,956 3,364,205 403,539 54,189 2,692,562 3,125,672 3,097,939 3,821,933 2,692,562 3,125,672 3,097,939 3,821,933 267,061 276,762 256,410 308,082 267,061 276,762 256,410 308,082 LOCAL TRANS ASSISTANCE FUND GENERAL GOVERNMENT OUTSIDE AGENCIES Total TOTAL LOCAL TRANS ASSISTANCE FUND PUBLIC SAFETY TAX FUND POLICE DEPARTMENT QUALITY ASSURANCE RECORDS & COMMUNICATIONS PUBLIC SAFETY COMM CENTER Total FIRE DEPARTMENT PREVENTION Total TOTAL PUBLIC SAFETY TAX FUND RECREATION COMPLEX FUND PARKS AND RECREATION CONVENTION CENTER BASEBALL COMPLEX Total TOTAL RECREATION COMPLEX FUND TWO PERCENT TAX FUND GENERAL GOVERNMENT GENERAL EXPENDITURES OUTSIDE AGENCIES Total TOTAL TWO PERCENT TAX FUND SOLID WASTE FUND PUBLIC WORKS DEPARTMENT SOLID WASTE - RESIDENTIAL UNCONTAINED WASTE RECYCLING Total TOTAL SOLID WASTE FUND MALL MAINTENANCE DIST FUND PARKS AND RECREATION DOWNTOWN MALL Total 133 SCHEDULE 2 EXPENDITURES BY FUND/DEPARTMENT/DIVISION TOTAL MALL MAINTENANCE DIST FUND 2004-2005 Actual 2005-2006 Budget 2005-2006 Estimate 2006-2007 Budget 267,061 276,762 256,410 308,082 781,465 2,312,596 1,222,318 2,146,507 781,465 2,312,596 1,222,318 2,146,507 365 9,838 396 18,674 396 18,993 396 19,434 10,204 19,070 19,389 19,830 26,225 41,635 41,699 5,100 26,225 41,635 41,699 5,100 817,894 2,373,301 1,283,406 2,171,437 80,301 1,035,860 302,245 500,000 80,301 1,035,860 302,245 500,000 80,301 1,035,860 302,245 500,000 68,632 272,777 143,642 131,941 68,632 272,777 143,642 131,941 3,638 - - - 3,638 - - - 6,776 17,608 16,516 17,609 6,776 17,608 16,516 17,609 61,308 13,305 66,201 18,414 65,809 18,683 58,050 17,400 74,613 84,615 84,492 75,450 153,659 375,000 244,650 225,000 167 - - - 167 - - - HUD CDBG ENTITLEMENT FUND CITY ADMINISTRATOR'S OFFICE ADMINISTRATION ECONOMIC DEVELOPMENT Total FINANCE ACCOUNTING FACILITIES MAINTENANCE Total PARKS AND RECREATION YOUTH ACTIVITIES Total TOTAL HUD CDBG ENTITLEMENT FUND COMMUNITY REDEVELOPMENT FUND CITY ADMINISTRATOR'S OFFICE ECONOMIC DEVELOPMENT Total TOTAL COMMUNITY REDEVELOPMENT FUND DOJ WEED & SEED INITIATIVE CITY ADMINISTRATOR'S OFFICE ECONOMIC DEVELOPMENT Total FINANCE FACILITIES MAINTENANCE Total PARKS AND RECREATION YOUTH ACTIVITIES Total POLICE DEPARTMENT PATROL - FIELD SERVICES INVESTIGATION - FIELD SVC Total TOTAL DOJ WEED & SEED INITIATIVE APPROPRIATED GRANTS FUND MAYOR AND COUNCIL MAYOR AND COUNCIL ADMIN Total 134 SCHEDULE 2 EXPENDITURES BY FUND/DEPARTMENT/DIVISION 2004-2005 Actual 2005-2006 Budget 11,289 80,000 56,916 80,000 11,289 80,000 56,916 80,000 8,906 9,150 7,500 16,785 6,000 8,906 9,150 7,500 22,785 4,100 4,100 4,400 4,750 4,100 4,100 4,400 4,750 216 - 139,000 148,611 307,141 216 139,000 148,611 307,141 1,063 661 661 - 1,063 661 661 - 550 - - - 550 - - - 9,540 249,339 - 249,650 9,540 249,339 - 249,650 148 - - - 148 - - - 3,600 - 633 - 3,600 - 633 - 206,832 890 23,253 4,838 1,851,412 57,000 4,837 165,846 2,000 49,000 1,348,994 27,000 230,975 1,913,250 221,683 1,375,994 815,373 379,443 25,026 2,852 918 42,243 2,332,305 444,322 7,610 27,872 1,374,799 342,617 6,206 1,091,128 80,113 - 1,223,612 2,826,480 1,751,494 1,171,241 MUNICIPAL COURTS MUNICIPAL COURT ADMIN. Total CITY ADMINISTRATOR'S OFFICE HERITAGE AREA ECONOMIC DEVELOPMENT Total CITY ATTORNEY'S OFFICE CITY PROSECUTOR Total INFORMATION TECH SERVICES ADMINISTRATION TECHNICAL SUPPORT Total FINANCE ACCOUNTING Total HUMAN RESOURCES RISK MANAGEMENT Total GENERAL GOVERNMENT GENERAL EXPENDITURES Total PUBLIC WORKS DEPARTMENT STREET MAINTENANCE Total ENGINEERING ENGINEERING Total PARKS AND RECREATION PARKS MAINTENANCE PARKS DEVELOPMENT RECREATION GENERAL YUMA ARTS CENTER Total POLICE DEPARTMENT POLICE ADMINISTRATION PATROL - FIELD SERVICES INVESTIGATION - FIELD SVC QUALITY ASSURANCE PUBLIC SAFETY COMM CENTER Total 135 2005-2006 Estimate 2006-2007 Budget SCHEDULE 2 EXPENDITURES BY FUND/DEPARTMENT/DIVISION FIRE DEPARTMENT ADMINISTRATION FIRE - TRAINING SUPPRESSION PREVENTION SPECIAL OPERATIONS EMERGENCY MANAGEMENT EM MGMT GRANT ALLOCATIONS Total TOTAL APPROPRIATED GRANTS FUND 2004-2005 Actual 2005-2006 Budget 2005-2006 Estimate 2006-2007 Budget 1,320 61 92,144 15,836 1,189,190 61,389 55,000 425,320 20,000 3,000 1,704,945 62,000 197,027 20,000 3,000 230,559 62,000 15,000 375,697 15,000 91,000 2,333,675 60,000 1,359,939 2,270,265 512,586 2,890,372 2,854,106 7,492,245 2,704,484 6,101,933 2,838,120 2,785,508 2,791,488 2,790,383 2,838,120 2,785,508 2,791,488 2,790,383 2,838,120 2,785,508 2,791,488 2,790,383 2,541,189 2,537,225 2,537,225 2,540,225 2,541,189 2,537,225 2,537,225 2,540,225 2,541,189 2,537,225 2,537,225 2,540,225 269,710 936,780 936,780 941,065 269,710 936,780 936,780 941,065 269,710 936,780 936,780 941,065 194,591 34,602 229,144 43,645 200,414 40,752 222,028 49,051 229,193 272,789 241,166 271,079 229,193 272,789 241,166 271,079 996,543 485,660 535,908 1,074,029 569,807 551,014 999,967 580,923 551,787 1,157,796 646,687 572,959 2,018,111 2,194,850 2,132,677 2,377,442 2,018,111 2,194,850 2,132,677 2,377,442 1995 REF MPC DEBT SERVICE FUND DEBT SERVICE MUNICIPAL PROPERTY CORP. Total TOTAL 1995 REF MPC DEBT SERVICE FUND 2001 MPC DEBT SERVICE FUND DEBT SERVICE MUNICIPAL PROPERTY CORP. Total TOTAL 2001 MPC DEBT SERVICE FUND SPECIAL ASSMT BOND FUND GENERAL GOVERNMENT DISTRICT NO. Total TOTAL SPECIAL ASSMT BOND FUND ARROYO DUNES GOLF COURSE FD PARKS AND RECREATION MAINTENANCE ADGC PRO SHOP CONCESSIONS ADGC Total TOTAL ARROYO DUNES GOLF COURSE FD DESERT HILLS GOLF COURSE FUND PARKS AND RECREATION MAINTENANCE DHGC RESTAURANT CONCESSIONS PRO SHOP CONCESSIONS DHGC Total TOTAL DESERT HILLS GOLF COURSE FUND 136 SCHEDULE 2 EXPENDITURES BY FUND/DEPARTMENT/DIVISION 2004-2005 Actual 2005-2006 Budget 2005-2006 Estimate 2006-2007 Budget 3,773,525 3,783,342 1,287,897 510,823 16,764 218,078 6,838,998 5,039,688 1,429,304 606,758 25,300 327,030 5,998,475 4,872,998 1,349,169 552,774 26,300 292,110 6,778,335 5,342,489 1,789,708 1,257,964 90,189 363,638 9,590,429 14,267,078 13,091,826 15,622,323 9,590,429 14,267,078 13,091,826 15,622,323 4,000,539 3,151,235 769,626 313,249 177,214 4,963,320 4,490,195 642,031 410,506 348,765 8,411,863 10,854,817 10,344,837 11,655,475 8,411,863 10,854,817 10,344,837 11,655,475 2,656,957 138,535 2,499,148 148,489 3,062,959 148,266 3,376,513 169,749 2,795,492 2,647,637 3,211,225 3,546,262 2,795,492 2,647,637 3,211,225 3,546,262 62,075 320,900 212,000 295,000 77,300 385,255 189,000 260,000 382,975 507,000 462,555 449,000 818,847 1,052,509 923,675 931,364 818,847 1,052,509 923,675 931,364 1,201,822 1,559,509 1,386,230 1,380,364 - 10,200 8,795 - - 10,200 8,795 - 1,702 3,877 3,732 1,500 1,702 3,877 3,732 1,500 WATER FUND UTILITIES WATER ADMINISTRATION WATER TREATMENT PLANT TRANSMISSION/DISTRIBUTION WATER - CUSTOMER SERVICE WATER TRANSFER WATER LABORATORY Total TOTAL WATER FUND WASTEWATER FUND UTILITIES WASTEWATER ADMINISTRATION WASTEWATER TREATMENT WASTEWATER COLLECTION SYS WASTEWATER PRETREATMENT WASTEWATER LABORATORY Total TOTAL WASTEWATER FUND 4,951,857 4,153,513 637,131 309,300 293,036 5,139,939 4,851,686 944,017 437,340 282,493 EQUIPMENT MAINTENANCE FUND PUBLIC WORKS DEPARTMENT EQUIPMENT MAINTENANCE FLEET PARTS Total TOTAL EQUIPMENT MAINTENANCE FUND INSURANCE RESERVE FUND CITY ATTORNEY'S OFFICE INSURANCE LITIGATION NON-INSURANCE LITIGATION Total GENERAL GOVERNMENT GENERAL EXPENDITURES Total TOTAL INSURANCE RESERVE FUND EQUIPMENT REPLACEMENT FUND MAYOR AND COUNCIL MAYOR AND COUNCIL ADMIN Total MUNICIPAL COURTS MUNICIPAL COURT ADMIN. Total 137 SCHEDULE 2 EXPENDITURES BY FUND/DEPARTMENT/DIVISION 2004-2005 Actual 2005-2006 Budget 4,500 2,385 3,408 1,336 4,144 3,400 1,700 1,970 1,700 6,600 5,100 2,825 1,400 1,466 5,474 6,671 3,000 4,420 - 15,774 20,470 17,836 7,420 1,741 5,037 3,400 - 2,966 - - 6,778 3,400 2,966 - 1,693 204,010 4,200 85,400 2,682 7,048 60,040 205,702 89,600 9,730 60,040 4,166 10,094 5,095 8,511 - 3,400 3,400 1,700 1,466 2,940 2,940 1,471 - 27,866 8,500 8,817 - 10,103 3,427 1,700 - 1,500 - 13,529 1,700 - 1,500 17,751 35,996 14,200 9,500 83,400 14,530 5,845 98,621 2,970 23,120 10,560 7,720 67,946 107,430 107,436 41,400 8,507 38,390 22,581 3,397 - 3,400 1,700 169,700 126,000 374,400 215,610 - 2,966 1,466 591,271 126,000 374,158 215,610 - 19,000 50,000 68,500 171,750 36,000 72,874 890,810 1,311,471 345,250 CITY ADMINISTRATOR'S OFFICE ADMINISTRATION PUBLIC AFFAIRS STRATEGIC COMMUNICATIONS HERITAGE AREA CITY CLERK'S OFFICE ECONOMIC DEVELOPMENT Total CITY ATTORNEY'S OFFICE CITY ATTORNEY ADMIN CITY PROSECUTOR Total INFORMATION TECH SERVICES ADMINISTRATION TECHNICAL SUPPORT Total FINANCE ADMINISTRATION CUSTOMER SERVICES PURCHASING ACCOUNTING FACILITIES MAINTENANCE Total HUMAN RESOURCES HUMAN RESOURCES ADMIN. RISK MANAGEMENT Total COMMUNITY DEVELOPMENT COMMUNITY DEV. ADMIN BUILDING SAFETY COMMUNITY PLANNING Total PUBLIC WORKS DEPARTMENT EQUIPMENT MAINTENANCE FLEET PARTS SOLID WASTE - RESIDENTIAL UNCONTAINED WASTE STREET MAINTENANCE TRAFFIC SIGNS & STRIPING CURBS, GUTTERS & SIDEWALK Total 138 2005-2006 Estimate 2006-2007 Budget SCHEDULE 2 EXPENDITURES BY FUND/DEPARTMENT/DIVISION 2004-2005 Actual UTILITIES PUBLIC WORKS ADMIN. WATER ADMINISTRATION WATER TREATMENT PLANT TRANSMISSION/DISTRIBUTION WATER - CUSTOMER SERVICE WATER LABORATORY WASTEWATER TREATMENT WASTEWATER COLLECTION SYS WASTEWATER PRETREATMENT WASTEWATER LABORATORY 8,261 21,730 1,466 4,456 30,272 37,625 6,200 1,466 1,500 104,360 7,560 40,000 1,500 95,300 340,000 1,500 - 60,728 118,600 111,476 591,720 26,873 - 6,800 1,700 - 5,865 1,466 - 16,800 4,120 4,560 26,873 8,500 7,331 25,480 5,727 92,431 24,300 5,234 24,754 1,699 5,100 6,931 100,895 13,601 3,399 - 5,530 57,950 3,200 1,700 11,400 69,250 57,550 5,100 3,200 139,150 2,100 6,600 12,000 3,222 57,659 2,572 1,466 10,800 69,250 60,000 4,400 2,585 139,150 1,532 5,421 12,000 8,000 191,250 93,000 8,000 14,000 26,000 7,500 87,000 4,500 189,200 15,000 284,070 374,730 370,057 643,450 399,338 61,105 28,008 532,850 35,650 24,000 98,646 532,850 24,981 15,800 98,000 249,000 117,220 488,451 691,146 671,631 366,220 1,736 2,296 3,555 18,727 2,794 13,000 1,004,900 4,600 3,200 4,900 12,913 1,004,400 3,500 3,000 4,466 10,620 3,000 5,240 5,240 - 29,108 1,030,600 1,028,279 24,100 Total POLICE DEPARTMENT PATROL - FIELD SERVICES INVESTIGATION - FIELD SVC QUALITY ASSURANCE RECORDS & COMMUNICATIONS Total 2006-2007 Budget 10,000 23,850 1,700 4,900 31,950 35,700 8,800 1,700 ENGINEERING ENGINEERING DEVELOPMENT ENGINEERING TRAFFIC SIGNALS Total 2005-2006 Estimate 4,166 1,702 6,794 26,056 17,011 4,999 Total PARKS AND RECREATION PARKS & RECREATION ADMIN. PARKS MAINTENANCE RETENTION BASIN MAINT. PARKS DEVELOPMENT CONVENTION CENTER BASEBALL COMPLEX DOWNTOWN MALL RECREATION GENERAL AQUATICS YUMA ARTS CENTER MAINTENANCE DHGC RESTAURANT CONCESSIONS PRO SHOP CONCESSIONS DHGC MAINTENANCE ADGC 2005-2006 Budget FIRE DEPARTMENT ADMINISTRATION FIRE - TRAINING SUPPRESSION PREVENTION EMERGENCY MEDICAL SERVICE EMERGENCY MANAGEMENT Total 139 SCHEDULE 2 EXPENDITURES BY FUND/DEPARTMENT/DIVISION 2004-2005 Actual 2005-2006 Budget 76,287 707,328 70,181 998,736 76,287 707,328 70,181 998,736 1,377,690 4,066,891 3,729,738 3,106,816 GENERAL GOVERNMENT UNCLASSIFIED Total TOTAL EQUIPMENT REPLACEMENT FUND 140 2005-2006 Estimate 2006-2007 Budget SCHEDULE 3 2006-2007 OUTSIDE AGENCY SUMMARY Listed by Function Economic Development Crossing Park / River Development Convention & Visitors Bureau Lobbying GYEDC Main Street/Heritage Festivals Greater Yuma Port Authority Film Commission Economic Development Total 2005-2006 BUDGET 2005-2006 ESTIMATE 2006-2007 REQUEST 175,000 560,000 190,000 275,000 80,000 50,000 10,000 1,340,000 175,000 560,000 190,000 275,000 80,000 50,000 10,000 1,340,000 175,000 540,000 190,000 275,000 90,000 50,000 10,000 1,330,000 435,000 160,260 30,000 25,000 650,260 435,000 160,260 30,000 25,000 650,260 450,000 22,500 17,500 5,000 6,000 6,000 5,000 3,500 42,000 30,000 587,500 43,500 35,000 17,150 95,650 43,500 35,000 17,150 95,650 47,500 12,000 10,000 30,000 42,566 142,066 2,085,910 2,085,910 2,059,566 Health and Welfare Humane Society United Way Catholic Services - Safe House Catholic Services - Senior Nutrition Catholic Svcs - Adult Day/Hlth Care Community Legal Services Saguaro Foundation - Transportation Yuma Community Food Bank American Red Cross Amberly's Place Crossroads Mission/Detox Health and Welfare Total Culture and Recreation Yuma Fine Arts Assoc. Salvation Army Boys & Girls Club Special Olympics Cultural Council Cultural Activities Culture and Recreation Total TOTAL 141 SCHEDULE 3 2006-2007 OUTSIDE AGENCY SUMMARY Listed by Fund 2005-2006 BUDGET 2005-2006 ESTIMATE 2006-2007 REQUEST 190,000 250,000 435,000 126,630 43,500 50,000 30,000 35,000 25,000 1,185,130 190,000 250,000 435,000 126,630 43,500 50,000 30,000 35,000 25,000 1,185,130 190,000 250,000 450,000 47,500 50,000 22,500 17,500 5,000 6,000 6,000 5,000 3,500 42,000 12,000 10,000 30,000 30,000 1,177,000 80,000 10,000 560,000 175,000 825,000 80,000 10,000 560,000 175,000 825,000 90,000 10,000 540,000 175,000 815,000 Local Transportation Assistance Fund United Way Cultural Activities LTAF Total 33,630 17,150 50,780 33,630 17,150 50,780 42,566 42,566 Water Fund GYEDC Water Fund Total 25,000 25,000 25,000 25,000 25,000 25,000 2,085,910 2,085,910 2,059,566 General Fund Lobbying GYEDC Humane Society United Way Yuma Fine Arts Assoc. Greater Yuma Port Authority Catholic Services - Safe House Catholic Services - Senior Nutrition Catholic Svcs - Adult Day/Hlth Care Community Legal Services Saguaro Foundation - Transportation Yuma Community Food Bank American Red Cross Amberly's Place Salvation Army Boys & Girls Club Special Olympics 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 TOTAL 142 SCHEDULE 4 CITY OF YUMA 2006-2007 SUPPLEMENTALS SUPP # DIV POSITION # GENERAL FUND MUNICIPAL COURT 6 0210 Court Clerk 76 0210 Court Clerk (previously grant funded) Change provisional position 7 0210 Custodian 2.0 SUBTOTAL 65 74 74 72 73 8 9 35 10 39 40 41 68 69 11 14 18 20 22 26 28 CITY ADMINISTRATION 1010 Principal Office Asst Chg provisional position 1015 Senior Office Assistant 1012 Upgr Video Camera Oper to Video Pro Oper Spec 1012 Upgr Video Camera Oper to Video Pro Oper Spec SUBTOTAL CITY ATTORNEY'S OFFICE 1310 Legal Secretary Change provisional position 1310 Asst City Attorney Change provisional position 0.5 1.5 72,189 36,606 (36,022) 41,073 113,846 42,300 (42,300) 16,785 39,185 1,385 57,355 OPERATING CAPITAL TOTAL 4,500 750 - 76,689 37,356 (36,022) 44,416 122,439 1,800 1,800 42,300 (42,300) 16,785 39,875 3,875 60,535 - - 42,426 (42,426) 105,967 (105,967) - 3,343 8,593 690 690 1,380 SUBTOTAL 2.0 42,426 (42,426) 105,967 (105,967) - SUBTOTAL 1.0 1.0 2.0 53,491 72,103 125,594 1,230 1,230 2,460 8,500 1,800 10,300 63,221 75,133 138,354 SUBTOTAL 1.0 1.0 15,277 15,277 405 405 - 15,682 15,682 SUBTOTAL 1.0 1.0 30,567 30,567 1,225 1,225 1,800 1,800 33,592 33,592 1.0 13,359 1.0 Custodian (start 1/1) HUMAN RESOURCES 1910 Human Resources Tech (start 10/1) COMMUNITY DEVELOPMENT 3010 Management Analyst decrease parttime 3020 Building Inspector decrease parttime 3020 Building Inspector decrease parttime 3020 Building Inspector decrease parttime 3040 Sr Planner change provisional to full time 3040 Planning Technician change provisional to full time SUBTOTAL 6.0 66,674 (46,752) 26,265 (16,047) 52,530 (32,094) 52,530 (32,094) 67,320 (67,320) 50,642 (50,642) 71,011 SUBTOTAL 1.0 2.0 1.0 4.0 57,533 58,450 29,832 145,815 2,160 325 2,485 Sergeant - Watch 2 (Mid range)-start 1/1 Police Officer - 2 start 9/1, 2 start 1/1, 2 start 3/1 Detective (5 yr emp range + 5%) 2start 9/1, 1/1, 3start Sr. Facilities Maint. Worker (start 9/1) SUBTOTAL 1.0 6.0 7.0 1.0 15.0 45,619 200,347 246,314 31,954 524,234 30,356 93,042 134,156 3,703 261,257 Fire Engineer Fire Captain Firefighter Upgrade Fire Captain (3) fr Fire Engineer (3) Upgrade Fire Engineer (3) fr Firefighter (3) SUBTOTAL 3.0 3.0 6.0 13,662 13,662 27,324 12.0 16,729 18,729 25,427 9,564 8,457 78,906 47.5 1,162,606 1.0 1.0 1.0 1.0 1.0 PARKS & RECREATION 5020 Asst. Parks Superintendent 5020 Groundskeeper (decrease from 4) 5065 Events Operations Leader (Start Oct 1) POLICE 6012 6012 6013 6052 1.0 1.0 INFORMATION TECHNOLOGY SERVICES 1530 Senior GIS Technician 1530 ITS Sr. Bus Apps Analyst (Mid-point) FINANCE 1770 1.0 3.0 PERSONNEL w/ benefits 2,813 5,273 5,273 - 1,800 1,800 10,800 18,000 46,900 66,674 (46,752) 29,078 (16,047) 57,803 (32,094) 57,803 (32,094) 67,320 (67,320) 50,642 (50,642) 84,370 57,533 60,610 31,957 150,100 75,700 86,775 311,389 427,370 35,657 861,191 54,648 - 30,391 32,391 52,751 9,564 8,457 133,554 345,812 91,400 1,599,818 FIRE 1 2 4 32 33 7021 7021 7021 TOTAL GENERAL FUND 143 SCHEDULE 4 CITY OF YUMA 2006-2007 SUPPLEMENTALS SUPP # DIV POSITION # RADIO COMMUNICATIONS FUND INFORMATION TECHNOLOGY SERVICES 75 1540 Wireless Communication Tecnician change provisional to full time PERSONNEL 1.0 49,554 (49,554) 0.0 OPERATING 4,041 (4,041) TOTAL RADIO COMMUNICATIONS FUND 1.0 0.0 CITY ROAD TAX PARKS AND RECREATION 15 5021 Groundskeeper 1.0 29,374 1,080 TOTAL CITY ROAD TAX 1.0 29,374 1,080 SOLID WASTE PUBLIC WORKS 46 4021 Heavy Equipment Operator 1.0 21,705 445 TOTAL SOLID WASTE 1.0 21,705 445 1.0 78,279 (78,279) 4,616 46,945 78,279 33,623 51,403 44,300 2,000 2,795 (2,795) 3,000 1,845 3,483 7,943 950 445 17,666 CAPITAL TOTAL 2,400 (2,400) 0.0 55,995 (55,995) 0.0 30,454 - 30,454 22,150 - 22,150 HURF 45 70 81 82 47 48 49 PUBLIC WORKS 4213 CIP Project Manager change provisional to full time 4213 Upgr Asst Dir to Director Eng Dept 4213 Project Technician 4213 Sr Civil Engineer 4031 Engineering Technician 4031 Street Mtnce Worker 4034 Heavy Equipment Operator Upgr St Mtnce Wrkr to Sr Street Worker 1.0 1.0 1.0 2.0 1.0 1,800 (1,800) 1,800 1,800 2,500 30,000 TOTAL HURF 7.0 261,166 GRANT FUNDS CITY ADMINISTRATION 65 1015 Senior Office Assistant 0.5 16,785 TOTAL GRANT FUNDS 0.5 16,785 - 20,711 30,775 44,971 41,303 81,358 2,401 2,003 2,515 3,000 1,110 5,295 5,295 2,655 500 785 1,020 226,037 19,660 2.0 1.0 1.0 85,334 50,249 49,535 1,994 1,680 8,035 23,800 1,850 87,328 75,729 59,420 TOTAL WASTEWATER FUND 4.0 185,118 11,709 25,650 222,477 EQUIPMENT MAINTENANCE FUND 43 4012 Auto Equipment Mechanic 1.0 47,083 1,341 TOTAL EQUIPMENT MTNCE. FUND 1.0 47,083 1,341 WATER FUND 71 53 55 56 57 62 63 64 4141 4141 4142 4143 4142 4142 4143 4143 Upgr Asst Dir to Director of Utilities Sr Security Patrol Utility Systems Analyst Development Utility Rates Technician Utility Mtnce Technician Upgr Util Mtnce Tech to Util Mtnce Worker Upgr Util Rates Spec to Sr Util Rates Spec Upgr Cust Svc Fld Spec to Sr Cust Svc Fld Spec 1.0 1.0 1.0 2.0 TOTAL WATER FUND WASTEWATER FUND 59 4152 60 4152 61 4153 5.0 Utility Mtnce Technician Utility Crew Leader Industrial Waste Inspector TOTAL ALL FUNDS 68.0 144 1,949,874 36,100 82,874 (82,874) 7,616 50,590 83,562 44,066 82,353 44,745 2,000 314,932 16,785 397,713 - 5,050 1,800 6,850 16,785 23,711 31,885 55,316 48,398 84,013 2,901 2,788 3,535 252,547 48,424 - 160,000 48,424 2,507,587 SCHEDULE 5 2006-2007 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 04/05 Mayor and City Council FY 05/06 FY 06/07 2 2 2 17 19 22 4 2 3 1 3 5.65 8.35 27 5 2 5 1 4 4.65 8.35 30 7 2 5 2 4 4.65 8.35 33 City Attorney City Attorney's Office Prosecutor's Office Total 8 3 11 8 3 11 10 3 13 Information Technology Administration Management Information Services Radio Communications Total 5 19 0 24 3 22 0 25 3 24 1 28 Finance Department Administration Customer Services Purchasing Accounting Facilities Maintenance Total 2 6 11 11 8 38 2 6 12 11 10 41 2 6 12 11 11 42 Human Resources Department Human Resources Risk Management Total 10 4 14 10 3 13 11 3 14 Department of Community Development Administration Building Safety Community Planning Total 6 17 12 35 3.25 18 17 38.25 3.25 21 19 43.25 0.25 15 3 10.62 4.4 0.08 21.38 0.12 4 8.35 0.25 16 3 10.62 4.4 0.08 21.38 0.12 4 8.35 0.25 17 3 11.62 4.4 0.08 24.38 0.12 5 8.35 Municipal Court City Administrator's Office Administration Communications Quality Initiatives Heritage Area Development City Clerk Redevelopment & Neighborhood Services Grants Total Public Works Department Lot Cleaning Fleet Services Fleet Parts Solid Waste Uncontained Waste Recycling Street - Maintenance Street - Street Lighting Street - Street Sweeping Street - Traffic Signs and Stripping 145 SCHEDULE 5 2006-2007 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 04/05 Street - Storm Drain Maintenance Street - Curbs, Gutters & Sidewalks Utilities Department Administration Water - Administration Water - Treatment Plant Water - Transmission/Distribution Water - Customer Service Water - Laboratory Wastewater - Administration Wastewater - Treatment Wastewater - Collection Wastewater - Pretreatment Wastewater - Laboratory Total Engineering Department Engineering Services Development Engineering Street - Traffic Signals 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 Yuma Readiness & Community Center MLK Recreation Center-Grant funded 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 146 FY 05/06 FY 06/07 5.51 7 79.71 6.51 7 81.71 6.51 7 87.71 10 2.02 27 17 9 3 1.3 27 8.99 6 2 113.31 7.75 2.02 31.5 17 10.5 3 1.3 29 9.49 5.5 2 119.06 7.75 2.02 32.5 20 11.5 3 1.3 29 12.49 6.5 2 128.06 26.1 3 3.88 32.98 28.1 5 5.88 38.98 31.1 5 5.88 41.98 4.6 48.1 4.325 1.525 2.85 13.8 4.3 6.1 9 1 2 1 1 7.8 10.53 3.33 4.14 2.2 0.4 128 4.4 57.1 6.325 1.525 2.05 11.8 5.3 3.1 10.25 1 2 1 0.75 8.8 10.53 4.33 3.34 2.2 0.2 136 7.4 60.1 7.325 1.525 2.05 11.8 5.3 3.1 7.25 1 2 1 0.75 9.8 10.53 4.33 3.34 2.2 0.2 141 5 2 117 42 12 24 35 237 5 2 131 42 12 24 36 252 5 2 138 49 13 24 36 267 SCHEDULE 5 2006-2007 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 04/05 FY 05/06 FY 06/07 Fire Department Administration Professional Services Suppression Community Risk Reduction Emergency Management Grants Total 2.75 4 89 7 2.25 0 105 3 4 93 8 2 0 110 3 4 105 8 2 0 122 CITY TOTAL 864 917 985 147 SCHEDULE 6 Budget Resolution RESOLUTION NO. R2006-53 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, 2006, AND ENDING JUNE 30, 2007; 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, 2006, and ending June 30, 2007, and which was tentatively adopted on June 7, 2006; and, WHEREAS, due notice has been given by the City Clerk, as required by law, that the Budget for Fiscal Year 2006-2007 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, 2006, to June 30, 2007, 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 2006-2007, as required by law; and, WHEREAS, the Yuma City Charter requires, at Article IX, Section 1, that the City Council annually review all current Boards and Commissions and determine whether such are necessary; and, WHEREAS, the Yuma City Charter provides for the creation of deputyships by resolution and there is a need for a second Deputy City Administrator. 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, 2006 and ending June 30, 2007. SECTION 2: That the Purposes of Expenditure and the amount finally determined upon for 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 2006-2007 Fiscal Year as subject to the State Budget Law. 148 SCHEDULE 6 Budget Resolution 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. SECTION 4: That all current City Boards and Commissions are necessary for the public health, safety and welfare of the City and should be continued. Passed and adopted this 21st day of June 2006. APPROVED: Lawrence K. Nelson Mayor ATTESTED: Brigitta M. Kuiper City Clerk APPROVED AS TO FORM Steven W. Moore City Attorney 149 SECTION A. SCHEDULE 7 2006 LEVY LIMIT WORKSHEET COUNTY OF: YUMA TAX AUTHORITY: CITY OF YUMA Construction 2005 ACTUAL LEVY A.1 2005 MAXIMUM ALLOWABLE PRIMARY TAX LEVY LIMIT 6,560,574 A.2 LINE A.1 MULTIPLIED BY 1.02 EQUALS 6,691,785 SECTION B. 2006 NET ASSESSED VALUE OF ALL PROPERTY SUBJECT TO TAXATION IN 2005 B.1 CENTRALLY ASSESSED B.2 LOCALLY ASSESSED REAL B.3A LOCALLY ASSESSED MOBILE B.3B LOCALLY ASSESSED PERSONAL PROPERTY B.4 TOTAL OF B.1 THROUGH B.3 EQUALS B.5 B.4 DIVIDED BY 100 EQUALS SECTION C. 28,662,790 332,983,519 5,145,101 18,390,731 385,182,141 3,851,821 2006 NET ASSESSED VALUES C.1 CENTRALLY ASSESSED C.2 LOCALLY ASSESSED REAL C.3A LOCALLY ASSESSED MOBILE (PR YR) C.3B LOCALLY ASSESSED PERSONAL PROP (PR YR) C.4 TOTAL OF C.1 THROUGH C.3 EQUALS C.5 C.4 DIVIDED BY 100 EQUALS SECTION D. 36,215,252 30,631,924 367,072,349 5,302,389 18,390,731 421,397,393 4,213,974 2006 LEVY LIMIT CALCULATION D.1 ENTER LINE A.2 6,691,785 D.2 ENTER LINE B.5 3,851,821 D.3 DIVIDE D.1 BY D.2 AND ENTER RESULT D.4 ENTER LINE C.5 4,213,974 D.5 MULTIPLY D.4 BY D.3 AND ENTER RESULT LINE D.5 EQUALS 2006 ---- MAXIMUM ALLOWABLE LEVY LIMIT 7,320,954 ENTER EXCESS PROPERTY TAXES COLLECTIBLE PURSUANT TO ARS 42-17051, SECTION B - ENTER AMOUNT IN EXCESS OF EXPENDITURE LIMITATION PURSUANT TO ARS 42-17051, SECTION C - D.6 D.7 D.8 LINE D.5 MINUS LINE D.6 AND LINE D.7 EQUALS 2006 ALLOWABLE LEVY 150 1.7373 7,320,954 Glossary Actual vs. Budgeted: Difference between amounts projected (budgeted) in revenues expenditures at the beginning of the fiscal year and actual receipts or expenses, which are incurred by end of the fiscal year. the or the the Estimate: The most recent estimate of current year revenue and expenditures. 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. 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. 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. 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: A fiscal and accounting entity with a selfbalancing set of accounts recording cash and other financial resources. 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. 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. Budgetary guidelines: Recommendations on budgeting issued by the National Advisory Council on State and Local Budgeting (NACSLB). The NACSLB’s budgetary guidelines are chiefly of interest to accountants because of the emphasis they place on performance measurement in the context of the budgetary process. Generally Accepted Accounting Principles (GAAP): Uniform minimum standards of financial accounting and reporting that govern the form and content of basic financial statements. Governmental Funds: Funds that house taxsupported activities; i.e., General Fund, Special Revenue Funds, Debt Service Funds, and Capital Projects Funds. Capital Improvement Program (CIP): A plan for capital expenditures needed to maintain and expand the public infrastructure. It projects these infrastructure needs for ten 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. CIP: See Capital Improvement Program. Internal Service Funds: Fund that provides goods or services to another department, agency or government on a cost-reimbursement basis. The City has three internal service funds: Equipment Maintenance, Equipment Replacement, and Insurance Reserve. 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. Modified Accrual Basis of Accounting: Basis of accounting according to which (a) revenues are recognized in the accounting period in which they become available and measurable and (b) expenditures are recognized in the accounting period in which the liability is incurred, if measurable, except for unmatured interest on general long-term debt and certain similar accrued obligations, which should be recognized when due. Debt Service: Principal and interest payments on outstanding bonds. Enterprise Funds: Funds that are accounted for in a manner similar to a private business with the intention to cover their costs through user fees. The City has four enterprise funds: Arroyo Dunes Golf Course, Desert Hills Golf Course, Water, and Wastewater. 151 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. 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. Operating Expenses: The cost of personnel, materials and equipment required for a department to function. 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. Operating Revenue: Funds received as income to pay for ongoing operations. For example, taxes, user fees, interest earnings, and grants. Personal Services: Expenditures for salaries and fringe benefits for employees. State-Shared Revenue: Includes the City’s portion of the state sales tax revenues, state income tax receipts, and Motor Vehicle In-Lieu taxes. Primary Tax: Property tax levied for government operating budgets. Arizona statutes limit the primary property tax levy amount. Supplemental: A request to add a position to the authorized staffing list and all associated costs with that position. 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. 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. Proprietary Funds: Funds that are focused on changes in net assets, operating income, financial position, and cash flow; i.e., Enterprise Funds and Internal Service Funds. Reappropriation (Rebudget): The inclusion of a balance from the prior year’s budget as part of the budget of the subsequent fiscal year. Reappropriation is common for encumbrances outstanding at the end of a fiscal year that a government intends to honor in the subsequent fiscal year. 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). Reserved fund balance: The portion of a governmental fund’s net assets that is not available for appropriation. Undesignated Fund Balance: Funds remaining from prior year that are available for appropriation and expenditure in the current year. Revenue: Financial resources received from taxes, user charges and other levels of government. User Charges: The payment of a fee in direct receipt of a public service by the party who benefits from the service. Secondary Tax: Property tax used to pay general obligation debt of the government. Arizona statute 152