Building Upon Council and Community Goals & Objectives City of Flagstaff, Arizona Annual Budget & Financial Plan 2002-2003                                                          '         '  ('  ($     $ $      !"# & ' $$ %   &% $ &)    %  $ $            $(  (& $     & ' $$ %                  $ %   %      $  $*+&+ %     $ $ )   (  $      $ $   $ $                            ! "  #   !$   ! $ %! &"'((&)*     "  !   $! $              !     "        "      !! "      )  !     ! )+$!  $          ,   "     $         !  $ !   )    LL    TABLE OF CONTENTS INTRODUCTION Budget Award ..................................................................................... ii Table of Contents................................................................................iii City of Flagstaff Organizational Chart................................................ ix Council Comments.............................................................................. x Users Guide .......................................................................................xii TRANSMITTAL City Manager's Budget Message........................................................ 1 Mission Statement ............................................................................ 11 Budget Highlights and Accomplishments ......................................... 12 BUDGET OVERVIEW ...................................................................... 13 Financial Resources Available ......................................................... 13 Total Appropriations.......................................................................... 14 Operating Expenditures by Department ........................................... 14 Budget Format and Process ............................................................. 15 Format.................................................................................... 15 Process .................................................................................. 16 Assumptions and Strategies ............................................................. 17 Economic Overview ............................................................... 17 Revenue Forecast ................................................................. 17 Expenditures .......................................................................... 18 Fund Summaries............................................................................... 19 General Fund......................................................................... 19 Highway User Revenue Fund................................................ 20 Transportation Fund .............................................................. 20 Library Fund........................................................................... 21 BBB Funds.............................................................................21 Other Funds........................................................................... 23 Utilities Fund .......................................................................... 24 Environmental Services Fund................................................ 24 Airport Fund ........................................................................... 25 Revenues.......................................................................................... 26 General Fund......................................................................... 26 BBB........................................................................................ 29 Street Fund ............................................................................ 29 Enterprise Funds ................................................................... 30 Capital Budget .................................................................................. 32 Relationship between Operating and Capital Budget ....................................................................... 32 Capital Improvement Plan ..................................................... 33 FY 2003 Capital Improvement Plan....................................... 34 Capital Plan Implications ....................................................... 35 Annual Financial Plan iii City of Flagstaff, AZ Debt................................................................................................... 35 Debt Capacity ........................................................................ 35 Current Debt Position ............................................................ 35 Debt Service .......................................................................... 36 POLICIES AND PROCEDURES...................................................... 37 Fiscal Policies ................................................................................... 37 General .................................................................................. 37 Enterprise funds..................................................................... 37 Real Estate Proceeds fund .................................................... 38 Debt Performance.................................................................. 38 Debt Management ................................................................. 38 Fund Balances and Reserves ............................................... 38 Expenditure Limitation Control............................................... 39 Budget Policies ...................................................................... 39 Revenue Distribution ............................................................. 40 Contributions to Art in Public Places...................................... 40 Operating Budget Impact....................................................... 40 Minimum Levels of Capital Investment.................................. 40 ISSUES AND UPDATES ................................................................. 41 Personal Service Costs..................................................................... 41 Pay Plan................................................................................. 41 Health Insurance.................................................................... 41 Reclasses, Reranges, Retitles............................................... 42 Reorganizations..................................................................... 43 New Positions ........................................................................ 43 Cost Allocation .................................................................................. 45 Five-Year Fleet Management ........................................................... 47 Five-Year Information Systems ........................................................ 48 2002 Updates.................................................................................... 50 Facilities/Redevelopment....................................................... 50 Planning ................................................................................. 51 Affordable Housing ................................................................ 52 E-Government ....................................................................... 53 Utilities Dept. Organizational Development Program ............ 53 Stormwater Management Utility ............................................ 54 Parks and Recreation Bond...................................................55 2003 Issues....................................................................................... 55 Capital Improvement Division Cost Allocation....................... 55 Environmental Services ......................................................... 56 Special Census...................................................................... 56 Information Systems-Lease vs. Purchase ............................. 57 Fleet Services-Use of Biodiesel............................................. 57 Fleet Services-Labor Rates & Environmental Fee ................ 58 Capital Financing/Bond Program........................................... 58 Annual Financial Plan iv City of Flagstaff, AZ FINANCIAL SUMMARIES Total Resources and Appropriations Summary..................... 61 Tax Levy ................................................................................ 62 Revenues and Other Financing Sources............................... 63 Transfer and Proceeds from Other Sources ......................... 66 Grant Revenue ...................................................................... 70 Appropriations by Fund.......................................................... 71 Appropriations by Department ............................................... 73 Capital Equipment ................................................................. 75 Capital Improvement Plan ..................................................... 77 Debt Service .......................................................................... 80 Capital Leases and Loans .....................................................81 Summary of All Fiscal Activity................................................ 82 DEPARTMENTAL DETAIL GENERAL ADMINISTRATION City Manager (01) .................................................................. 85 City Clerk (02) ........................................................................ 87 Capital Improvement (03) ...................................................... 89 Human Resources (04).......................................................... 91 Risk Management (05) .......................................................... 93 Law (07) ................................................................................. 95 City Court (65)........................................................................ 97 Tourism - CVB (84)................................................................ 99 Tourism - Visitor Services (85) ............................................101 MANAGEMENT SERVICES Information Systems (08).....................................................105 Management Services (09) .................................................107 Tax, Licensing, & Revenue (10) ..........................................109 Library (11, 12).....................................................................111 Finance and Budget (13) .....................................................113 COMMUNITY DEVELOPMENT Metropolitan Planning Organization (14) .............................117 Community Development Administration (15) .....................119 Engineering (16) ..................................................................121 Building Inspection (17) .......................................................123 Planning (18)........................................................................125 Community Redevelopment (31).........................................127 Arts and Science (71) ..........................................................128 FIRE DEPARTMENT Fire (21) ...............................................................................131 POLICE DEPARTMENT Police (22)............................................................................137 Police Grant (23)..................................................................139 Annual Financial Plan v City of Flagstaff, AZ PUBLIC WORKS Public Works Administration (25).........................................143 Parks (26) ............................................................................145 Fleet Management (27) .......................................................147 Cemetery (28)......................................................................149 Facilities Maintenance (29)..................................................150 Recreation (30) ....................................................................152 Street Maintenance and Repairs (32)..................................154 Airport (38) ...........................................................................156 Environmental Services (41)................................................158 UTILITIES Utilities Administration (42) ..................................................163 Lake Mary Treatment Plant (47)..........................................165 Customer Service (48).........................................................167 Water Distribution Services (49) ..........................................169 Booster Stations (50) ...........................................................171 Wildcat Hill Wastewater Treatment Plant (53).....................172 Wastewater Collection (54)..................................................174 Wastewater Monitoring (55).................................................176 Rio De Flag Reclamation Plant (56) ....................................178 NON-DEPARTMENTAL Council and Commissions (63)............................................181 Contributions to Other Agencies (64) ..................................182 Non-Departmental (66) ........................................................183 Firemen's Pension (68)........................................................184 Economic Development General Administration (78) .........185 Transit (97)...........................................................................186 CAPITAL IMPROVEMENT PROGRAM FY 2003 Capital Improvement Program .........................................187 Schedule of Capital FY 2003 ..........................................................188 FY 2003 Capital Project Description...............................................202 Capital Improvement Program Summary .......................................211 Schedule of Capital Program Listings.............................................212 Financing the Capital Plan ..............................................................220 General Obligation (G.O.) Bonds ........................................220 Highway User Revenue (HURF) Bond ................................220 Junior Lien Bonds Payable From Highway User Tax Revenues .................................220 Water and Sewer Revenue Bonds ......................................220 Special Improvement/Assessment Districts ........................220 Municipal Facilities Corporation (MFC) Bonds ....................221 Certificates of Participation ..................................................221 Lease Financing ..................................................................221 Grants ..................................................................................221 Annual Financial Plan vi City of Flagstaff, AZ Intergovernmental Agreements (IGA)..................................222 State Revolving Loan Fund .................................................222 Pay-As-You-Go Financing ...................................................222 Five-year Projections by Fund ........................................................222 COMMUNITY PROFILE Community Profile...........................................................................250 2001-2002 Major Taxpayers...........................................................253 General Obligation Debt Servicing .................................................253 Miscellaneous Statistical Data ........................................................254 Property Tax Rates and Tax Levies - All Overlapping Governments...................................................256 Ten-Year Resume of Population, Assessed Valuations, Tax Rates and Property Tax Collections and Per Capita Property Tax ......................................................257 Consumer Price Index ....................................................................258 APPENDICES Authorized Personnel/Positions Summary .....................................259 Job Classification Ranges & Pay Plan............................................267 Resolution for Budget Adoption ......................................................273 Property Tax Levy Ordinance .........................................................274 Full-Cost Plan Summary of Allocation Basis ..................................276 Glossary..........................................................................................278 Council Goals..................................................................................283 Citizen Survey 2001........................................................................304 CITY OF FLAGSTAFF, ARIZONA DIVISION SUMMARY CROSS REFERENCE INDEX IN CONSECUTIVE NUMBER ORDER # 1 2 3 4 5 7 8 9 10 11 12 DIVISION PAGE City Manager................................................................................................85 City Clerk......................................................................................................87 Capital Improvement....................................................................................89 Human Resources .......................................................................................91 Risk Management........................................................................................93 Law ..........................................................................................................95 Information Systems ..................................................................................105 Management Services Administration .......................................................107 Tax, Licensing, & Revenue........................................................................109 Library ........................................................................................................111 Library Grants ............................................................................................112 Annual Financial Plan vii City of Flagstaff, AZ # 13 14 15 16 17 18 21 22 23 25 26 27 28 29 30 31 32 38 41 42 47 48 49 50 53 54 55 56 63 64 65 66 68 71 78 84 85 97 DIVISION PAGE Finance and Budget...................................................................................113 Metropolitan Planning Organization (MPO)...............................................117 Community Development Administration ..................................................119 Engineering................................................................................................121 Building Inspection.....................................................................................123 Planning .....................................................................................................125 Fire Department .........................................................................................131 Police Department .....................................................................................137 Police Grant ...............................................................................................139 Public Works Administration ......................................................................143 Parks ........................................................................................................145 Fleet Management.....................................................................................147 Cemetery ...................................................................................................149 Facilities Maintenance ...............................................................................150 Recreation..................................................................................................152 Community Redevelopment ......................................................................127 Street Maintenance & Repairs...................................................................154 Airport ........................................................................................................156 Environmental Services .............................................................................158 Utilities Administration................................................................................163 Lake Mary Water Plant ..............................................................................165 Customer Service ......................................................................................167 Water Distribution System .........................................................................169 Booster Stations.........................................................................................171 Wildcat Hill Wastewater Treatment Plant ..................................................172 Wastewater Collection ...............................................................................174 Wastewater Monitoring ..............................................................................176 Rio De Flag Water Reclamation Plant .......................................................178 Council & Commissions.............................................................................181 Contributions to Other Agencies................................................................182 Court ..........................................................................................................97 Non-Departmental......................................................................................183 Firemen's Pension .....................................................................................184 Arts and Sciences .....................................................................................128 Economic Development Administration .....................................................185 Tourism - CVB .............................................................................................99 Tourism -Visitor Services ...........................................................................101 Transit ........................................................................................................186 Annual Financial Plan viii City of Flagstaff, AZ Annual Financial Plan ix City of Flagstaff, AZ City Council This budget continues to move our community into the Vision 2020 we spent so many hours developing. Councilmember Karen K. Cooper When voters approved Flagstaff’s Regional Land Use Plan last May, a giant step was accomplished for Flagstaff’s future. The Plan lays a firm foundation for insuring that Flagstaff continues to be a good community in which to live and work in the years to come. Your City Council’s adopted goals for affordable housing, job development, public safety, planned growth and quality of environment are contained within the plan, with specific strategies for each. The Council’s goals also recognize the need for customer service, efficient organization, collaborative efforts and fiscal responsibility. Mayor Joseph C. Donaldson Even under the limitations set by a projected shortfall in various State revenues, this budget as developed by the City Manager and his capable staff accomplished the task of sorting through the mountain of needs and prioritizing those to least impact expected community services. The resulting budget reflects Mayor and Council directives to the City Manager, Dave Wilcox, through the goals and objectives as developed by the Mayor and Council in 2002. Some of the most significant highlights of the budget are those expenditures that move Flagstaff to economic growth and sustainability as well as environment preservation and protection. It is a delicate balance indeed. Towards that balance, the budget maintains the City as a competitive employer and recognized as committed public servants while maintaining fiscal health through a planned long term balancing of revenue sources and expenditures. Other highlights of the budget continue to move along much needed community approved projects such as the construction of a new branch library at the Coconino Community East Campus, completion of Foxglenn Park, and various urban trail projects. Annual Financial Plan Vice-Mayor Libby Silva Our 2002-03 budget supports the Council’s direction. We will do our bes to make the most of our resources in the year to come. While much work was done on the budget to assure that all community needs were met, due to some State Revenue Sharing cuts, there were still some items that had to be cut or delayed for another day. However, I am pleased that we were able to avoid employee layoffs, helped compensate for higher health insurance costs, and we provided a small salary increase to city employees. I give city staff a lot of credit for taking the Council’s priorities and outling them in such a way that made it easier to evaluate the budget process. x City of Flagstaff, AZ Councilmember Art Babbott Councilmember Al White Common themes I hear from you, the voters, I believe are reflected in our budget plans for this year. You have asked for planned growth, you have encouraged economic diversity while not ignoring our base economy. You have demanded public safety. You would like open space consideration throughout our City as well as recreation amenities. You have asked us to try and bridge the gap in affordable housing. A review of this year’s budget shows work programs and financial allocations toward all these things. Shortterm economic boosters are considered alongside long-term redevelopment plans. Open space funding, while just a fraction of what we need, is included in the budget. What we will present to you in the near future is the opportunity to tell us how to accomplish the results over the coming years. This Council is dedicated to the frequent review of these goals. As always I welcome your involvement and look forward to hearing from you all. Annual Financial Plan Sitting in on the FY 2003 budgeting process was a very educational and enlightening experience. Due to fiscal mismanagement at the State level, Flagstaff’s portion of State shared revenue was reduced for this fiscal year. In the final process, the Council assessed the value of a variety of funding requests. The Council continued to focus its fiscal expenditures on the 10 priority Council objectives: Affordable Housing, Economic Development, Capital Improvements, Public Safety, Customer Service, Quality of Life, Fiscal Health, Organizational Support, Collaboration, and Planning for Growth. Councilmember Joesph P. Haughey As a newly elected Councilmember, I made the commitment during the campaign to attend the Budget Retreats and Work Session. They were very informative as each department head gave a presentation outlining accomplishment from the last year and their goals and objectives for the coming year. In the light of the anticipated shortfalls in revenues for next year, our goal was to retain the services the Community has come to expect. This next budget retains those services and arranged that no City employee would be laid off. We will work together and continue ot make Flagstaff a great town to live in. Perhaps the most satisfying aspect of the process from my perspective related to the Council restoring funds to Affordable Housing initiatives and approving a 5% market raise for City employees. Cost of living increases are continuing to outpace wages in Flagstaff and the people who live and work in Flagstaff should be paid what it costs to live here. To all City Employees: Thank you for your hard work and dedication! xi Councilmember Kara M. Kelty Appointed July 29,2002 City of Flagstaff, AZ USERS GUIDE The budget document serves a myriad of purposes. Most important is its use as a communications device. The budget presents the public an opportunity to review the types of services and level of service provided within the financial constraints of the community. The allocation of financial resources translates into what services will be provided to the community. As community needs and demands for service change, the allocation of resources should respond accordingly. Therefore, this document attempts to communicate financial information to allow for informed citizenry. Transmittal - The City Manager’s message and Budget Summary provides readers with a synopsis of the resource allocation priorities established by the City Council for fiscal year 2003. Budget Overview - The overview provides an overview of the key policy issues, priorities and strategies which shaped the fiscal year 2003 budget, the budget process fiscal policies, revenue assumptions, and expenditure highlights. Issues and Updates - Excerpts from the Council Review and Discussion Book used during the two weeks of study sessions discuss specific Council decision/directions impacting the prior and current fiscal year budgets. Financial Summaries - The schedules consolidate the major financial information and operating data elements. Several schedules also serve to meet state statutory reporting requirements. The expenditure summaries are used primarily for operational purposes, e.g., monitoring expenditures at a fund level and at a category level, and maintaining accountability at a department level, with managers accountable at the cost center level. Department Detail - Each operating Division Summary provides a description, goals and objectives, major accomplishments of fiscal year 2002, performance indicators, expenditure history and budget, commentary on significant changes, and sources of funding. Capital Improvements - The current year portion of the five-year capital improvement program is listed, along with location maps and funding source. A more detailed project-planning sheet is available in the separately published five-year Capital Budget and Capital Improvement Plan. Community Profile - The profile provides background information so that the budget can be viewed in the context of the factors that shape and affect budget decisions, priorities, and financial parameters within which the community operates. Also provided are select statistical tables providing historical trend information on tax rates, expenditures, and assessed valuations of property. Appendix - In the appendices the user will find a glossary of budget terminology, ordinances/resolutions adopting the levies and budget, a summary of authorized personnel/positions by department, the city pay plan, and a summary of the cost allocation basis. Please. For additional information, please call the Finance and Budget Office directly at (928) 774-5281 extension 323. This budget document may also be view on the City of Flagstaff website, www.flagstaff.az.gov in Adobe Acrobat Reader format. Annual Financial Plan xii City of Flagstaff, AZ City of Flagstaff Honorable Mayor, City Council, and Citizens of Flagstaff: The Fiscal Year (FY) 2003 budget balances short-term needs and new fiscal constraints. While the budget continues a tradition of progressive and conservative financial management, this budget departs somewhat from a long-standing practice of balancing revenues and expenditures with adequate attention to both immediate needs and long-term operating sustainability. The FY 2003 budget barely maintains annual operations throughout the various general fund service areas. Operating allocations are at levels not sustainable over the long run and allocation enhancements will be necessary to sustain all current services and service levels. Moreover, projected expenditure growth, based on current trends, exceed projected revenue growth due to economic and population trends in the State. I have started this budget message focusing on fiscal health because events over the last two years have had a significant impact upon the City’s short and long term fiscal outlook. The results make it imperative that appropriate actions be planned either to secure the City’s financial ability to sustain current service levels and investments in the community or to reduce programs and initiatives. The first fiscal effect was felt following the 2000 Census. The combination of population growth less than estimated including undercounts of significant sectors of the population and growth significantly slower than the rest of the state reduced state shared revenue by about $2,000,000. Second, the events of September 11 and a deepening recession had lowered anticipated local and state shared revenues by another $1,000,000. Fiscal Health Longer-term projections remain uncertain due to revenue estimates based on anticipated state shared revenue shortages. Careful consideration must be given to either limiting recurring expenditures, increasing locally derived revenues, or a combination. Revenue growth above current projections will be necessary to sustain current proportionate expenditures. The reality that expenditure growth appears to exceed revenue growth was discussed with the City Council during FY 2002. The Council directed staff action 211 West Aspen Avenue, Flagstaff, Arizona 86001 Main & TDD (928) 774-5281, Arizona Relay 7-1-1, Fax (928) 779-7696 accordingly. During FY 2002 a consultant was retained to thoroughly review the City’s cost allocation practices and analyze the City’s utilization of fees for service. The results were presented and discussed with the City Council during budget review. The FY 2003 budget does not include increased revenue from new charges for service, although some existing fees are increased and revenue adjusted accordingly. The adoption by City Council of new charges for service requires careful consideration. The Council direction has been that the FY 2003 work program includes a process to discuss new fees and charges with our citizens for consideration by Council during FY 2003. The work program reflects this activity. The cost allocation study served two purposes. The study refined the quite thorough cost allocation approach already utilized by the City. The study also establishes compliance with Federal guidelines for cost allocation from Federal grants received to recover overhead and administrative costs. A third study was commissioned in FY 2002 and will be completed in FY 2003 utilizing funds budgeted. This study will provide a thorough analysis and defensible justification for instituting a system of development impact fees. Again, no new revenue is included in FY 2003. As with other possible new charges, it will be essential to discuss the completed study very thoroughly with our citizens. Doing so is part of the FY 2003 work program, along with implementing the study. COUNCIL GOALS This budget implements City Council goals. The City Council developed and refined ten primary goals for the City, conducting a series of retreats during 2001/2002. It is appropriate for the budget message to highlight those goals and their implementation through the FY 2003 budget. These goals represent an important milestone in the way the City develops fiscal and operating policy through its budget process. Highlights of work programs for each goal are discussed. Departmental budgets align departmental goals with Council goals by reference. The entire set of goals and objectives is included in the Appendix. Housing GOAL: To ensure that a variety of housing opportunities are available to a diverse population, especially those requiring entry level housing. The City continues to provide a solid, affordable housing program in FY 2003 while recognizing that additional methods must be developed in order to generate a significant impact on the affordability of housing in the community. Successful programs provide opportunities to upgrade substandard housing through rehabilitation, place families into homeownership through a “first-buyer” mortgage program, supply rental housing through support of tax credit projects, and more. For the first time in FY 2002 the City acquired a major parcel to write-down non-profit project development in Sunnyside; and the City Annual Financial Plan 2 City of Flagstaff, AZ invited bids for purchase and development of two city-owned parcels for market and affordable units. The programs will continue in FY 2003, although the budget reduces the general fund allocation to ongoing housing programs. The City will work closely with the newly created State Department of Housing to find new program opportunities. Staff will also work to strengthen the City partnership with the Housing Authority, evaluate all housing programs in the City for effectiveness and continue to reduce substandard housing stock through redevelopment programs. The City also participates with the County and several other service agencies to provide a Fit For Safe Housing program, including a $25,000 allocation for assistance to persons dislocated due to safety inspections. Economic Development GOAL: Maintain and strengthen Flagstaff as a regional center for retail, employment and hospitality while enhancing the quality of life for our residents through job creation and technology. Historically, the City has consistently focused on economic development through job creation, contracting with GFEC to conduct basic sector business recruitment and retention. The City also spends more than $1,000,000 per year promoting the region's most significant economic engine—Tourism. Finally, City investments for infrastructure are also designed to promote economic growth through capital projects such as the downtown improvements district, airport and airpark development, and water service improvements. Over the last three years significant new initiatives have been undertaken. The City has cautiously moved in the direction of offering incentives to retain existing employers and attract desired business, reserving a fund for the purpose. This concept expanded significantly in FY 2002 as the City negotiated both a retention and expansion agreement with a major employer, Purina, supplying a property tax break over the next ten to thirteen years under enabling State law. These directions have changed the dialogue in economic development and clear policies and strategies must be developed in FY 2003. Recognizing the boost given to the incentives program through the use of property tax abatement and revenue realities, the budget reduces the economic incentives fund. The City has also recognized that it cannot ignore the retail sector as a significant economic engine, supplying jobs as well as tax returns to local governments. The City initiated a redevelopment program in 1998. By 2002 staff efforts have lead to significant new private investment opportunities, including redevelopment and expansion of the Flagstaff Mall commercial area, a major three to four block redevelopment plan downtown, and a Rio de Flag corridor area redevelopment plan. The Rio de Flag project itself, begun with planning steps a decade ago, represents significant economic redevelopment opportunity. The convenient movement of goods, services, and customers throughout the community is vital to economic strength as well as quality of life. In 2002 voters approved a broad transportation initiative. The largest project authorized by voters may be one of the most Annual Financial Plan 3 City of Flagstaff, AZ significant economic development projects being undertaken—the Fourth Street overpass. The Fourth Street overpass adds a significant new North/South connector to East/West thoroughfares without railroad interference to traffic movement. Moreover, it conveniently connects the Fourth Street commercial area to new geographic market areas of the community, thus creating significant future business opportunities in that area. Our major economic engine remains tourism. While efforts to diversify the economy are vital, it is equally important to maintain our tourism market share in Northern Arizona. The City Convention & Visitors Bureau staff and partners in the business community continue to refresh strategies to attract quality tourism business. Perhaps the most significant partnership initiative is the effort to develop a conference center. It is widely understood that a conference center can strengthen off-season business and encourage business traffic as well as longer stays. City staff will issue a Request for Proposals early in the new fiscal year to determine interest and feasibility for a downtown site. The request for proposals will be flexible enough to accept and consider proposals for sites outside the downtown area. Capital Improvements GOAL: Plan, program, design, and construct public works and facilities capital improvements through a structured, efficient and transparent process ensuring scarce public resource expenditure for the greatest benefit to the community; creating a built environment shaped through citizen involvement, reflecting community pride. Proving that community investment is a high priority of the City Council, the Capital Improvements budget is approximately 45% of the City’s annual budget. To deliver a very large capital program in a timely and cost effective manner, the City has assigned capital planning and management to a new division reporting directly to the City Manager. The Capital Improvements division will manage a capital program totaling $25 million encompassing 24 projects in FY 2003. Projects managed by the Public Works and Utilities Departments, primarily for water, wastewater, parks, airport and landfill improvements, add an additional $39 million allocated to capital, bringing the total capital budget to almost $64 million. The Capital Improvement division is also responsible for developing and guiding a citywide capital improvement planning, programming and budgeting process. To effectively coordinate both internal departments and external agencies to maximum effectiveness and minimum disruption to citizens and commerce a significant planning component is necessary, including citizen involvement. The capital program for FY 2003 may be summarized as follows: Annual Financial Plan 4 City of Flagstaff, AZ PROGRAM CATEGORIES General Government Streets/Transportation BBB Water Wastewater Airport Environmental Services 15.1% 38.7% 13.4% 14.1% 5.4% 11.4% 1.9% 100.0% $ $ 9,619,997 24,752,053 8,556,952 9,023,763 3,430,162 7,302,843 1,246,249 63,932,019 General Govt 15.1% Environ Svcs 1.9% Streets/ Trans 38.7% BBB Funds 13.4% Airport 11.4% Wastewater 5.4% Water 14.1% Public Safety GOAL: To promote and maintain a safe community through integrated public safety systems that addresses the underlying issues affecting public safety, health and quality of life. As with most communities, Flagstaff spends a large proportion of its general fund on traditional public safety services—Police and Fire. The FY 2003 budget shows 44% of the general fund spent for Police and Fire services, totaling $18,578,544. This City Council goal is based on a broader understanding of public safety. The Council has instructed that “public order and quality of life issues must be provided on a broad front through a partnership of shared responsibility and trust among Police, Fire, other City departments, civic organizations and the community.” While public safety is sometimes viewed as responding to calls, it is the City Council’s goal to provide services and support to citizens as a means of helping them secure healthy lives in a quality safe environment, reducing the need for emergency public safety response. The City delivers a number of programs and services toward fulfilling this goal, among them: building safety, traffic safety, environmental services, parks and recreation programs and facilities, street maintenance, including sweeping and safe multi-model transportation facilities and services. The City supports numerous services provided by non-profit civic agencies through distribution of City appropriations by United Way; and the City funds, in part, the FUSD After School program. The FY 2003 budget is unable to support the same level of public safety services as in the past. Three police officer positions will go unfilled. Yet, while budgeted staffing is reduced in the Police department, the available response force is strengthened above immediate past years due to a pay plan developed to retain new officers where, because Annual Financial Plan 5 City of Flagstaff, AZ of significant compensation differences, the department had been losing a significant number to other police agencies. It is hoped the turnover problem has been resolved. Some Recreation programming is also reduced and Fire department operating funds are proposed at a level that cannot be sustained over multiple years. Customer Service GOAL: Instill a positive customer service culture throughout the organization and with each employee of the City in the delivery of service both externally and internally. City employees focus on serving our citizens, following our mission statement, which pronounces our profound purpose to enhance the quality of life for our citizens. Our employees take this mission and their public service jobs seriously, working hard to stretch scarce resources to provide the best possible services. Our employees believe there is always room for improvement. An employee committee has been formed to improve and strengthen customer service and relationships with citizens. The City Council has directed quick and affirmative responses. A number of initiatives aimed at improving customer service will be pursued by the committee during FY 2003, including: continued training and frequent promotion of customer service message, incorporation of expectations in all job descriptions, employee orientations and performance appraisals, more effective and uniform complaint processing, effectiveness measurement and continued recognition of exemplary customer service. Quality of Life GOAL: To enhance the quality of life of our community, we will assure comprehensive programs that allow for balanced resource development and protection, that include cultural components that cross generational boundaries and strive to create cost effective and proactive approaches to meet the social, physical, and economic needs of our citizenry as we celebrate Flagstaff’s heritage, diversity, and vast aesthetic appeal. Our quality of life goal spans a diverse group of programs covered by the overarching observation that community life requires special attention to qualities that make a place worth inhabiting. Therefore, the Council has directed that consideration be given to preserving the known values in our community in all City actions and decisions as they may affect protection and enhancement of valued assets. By the nature of this goal it is also understood that knowledge about values of the community may not be fully understood. Therefore, it is incumbent upon the City to provide an opportunity for community dialogue when value discussions arise. Annual Financial Plan 6 City of Flagstaff, AZ Ongoing and new initiatives funded by the FY 2003 budget include: establishing a permanent household hazardous waste program/site, continuing the highly touted fuel management efforts, promoting our successful recycling program toward even greater participation, and developing/managing our critical water resources for sustainable supply. Programs will continue at levels of service approximating previous years toward preservation and enhancement of open space, neighborhoods, cultural heritage, human resources (particularly the most vulnerable) and the community in general through beautification projects and design review of private development. Fiscal Health GOAL: Maintain written policies to provide for a balanced budget that meets a vast array of community needs, to ensure that resources are available to meet future needs and allow for community infrastructure to be maintained at adequate levels and other sound financial practices that maintain fiscal health of the organization. Despite the challenges discussed within the first paragraphs of this letter, the City remains in sound financial condition. This is because the City has always managed finances carefully and conservatively. Each year the City Council renews its statement regarding fiscal policy through the adoption of the budget. Fiscal health is accomplished by expending no more money than is received, holding some aside for a rainy day. But matching income with expenditure is more complicated than merely living within current financial means. Revenue enhancement becomes critically important when community need and demand exceeds current resources. In FY 2002 the City Council directed staff to examine ways to increase revenue. The FY 2003 multi-departmental work program in fiscal health will continue toward implementing this Council direction. As discussed previously herein, a thorough analysis of cost allocation, fees and charges and development impact fees are being completed. Following public discussion, selected fees may be considered by the City Council. Other work program elements include: improving grant acquisition; adopting a stormwater utility fee; increasing select existing fees; and conducting a community program to determine the level and subject matter of a bond program. Balancing available revenues and expenditures also calls for maximizing productivity. It is a constant challenge and responsibility to improve efficiency. Efforts may range from doing a task in a better way to leveraging opportunity. Citywide, City staff is charged with the challenge to work smarter. Key areas where staff will strive to either work smarter or leverage opportunity in FY 2003 include: continuing the development of a better methodology for capital planning and delivery; considering initiatives for division expenditure controls; eliminating redundant efforts where possible; coordinating infrastructure development with developing private parties; and continuing implementation of the Utilities pilot program to reduce job redundancy through employee development and better technology. Staff will extend the useful life of fleet and consider a citywide credit card program for purchasing. Annual Financial Plan 7 City of Flagstaff, AZ Organizational Support GOAL: To ensure the City of Flagstaff has the necessary organizational structure and staff who are trained to achieve the goals of the City, now and in the future. To develop and maintain compensation and benefits systems that allow the City as an employer to hirer and retain a workforce that is recognizable by the Council and public as committed public servants. The City Council recognizes the importance of maintaining the City’s position as a quality employer in the community. Thoughtful care in managing our human resource is essential to effective and efficient delivery of services to the community. Indeed, our employees represent our most valuable investment in delivering service. Our employees get the job done; and our human resource investment for FY 2003 totals $39,832,024, 27% of the combined-funds City budget. Employees also need the appropriate tools to do their varied jobs. Organizational support calls for adequate funding of tools ranging from computer software to training, fire trucks to offices, and street sweeper brushes to wastewater biofilters. Without the necessary supplies, equipment and operating facilities, employees are not only discouraged, but they are unable to serve our citizens at expected levels of proficiency. This goal of organizational support speaks volumes to employees by expressing a commitment to the community through organizational readiness. It conveys that within our financial means, we expect to support a full range of employee needs ranging from compensation and training, to equipment and infrastructure. This goal acknowledges that organization resources are critical to delivery on all other goals. The FY 2003 budget cuts into operating supplies and training, while preserving, for the most part, current service levels. This should not be considered a sustainable approach. Rather, it is an approach taken in the short term, giving time for economic recovery, consideration of revenue enhancements or consideration of service level and program reductions to match anticipated resources. If operating allocations and training targets are not restored by FY 2004, employee dissatisfaction may lead to increased turnover and productivity declines. This comment is not a reflection upon employees who are dedicated public servants; rather, it recognizes workforce dynamics and the desire of employees to work where they can achieve the mission assigned to them. In FY 2003 a work program headed by Human Resources will study ways to strengthen the City’s approach to compensation, job classification and performance evaluations. Our organizational development efforts will continue on a scaled-back level. Organizational structural relationships will be examined to determine if altering functional alignments may improve efficiency or effectiveness or both. Annual Financial Plan 8 City of Flagstaff, AZ Collaboration GOAL: Strengthen the community by strengthening partnerships with sovereign nations, public, non-profit and private agencies. Develop collaborative goals, through all levels of the organization, based upon common interests with these agencies to optimize the use of community resources and the delivery of services to the citizens of Flagstaff. In 1994 the Mayor’s initiative started the Alliance for a Second Century. Partnerships and collaboration among the members—City, County, Northern Arizona University, Flagstaff Unified School District, Coconino Community College, have grown and developed gradually since. Two years ago in a logical expansion of the concept of collaboration, outreach was extended to neighboring sovereign nations. As with the Alliance, building relationship to yield tangible results takes time. Yet, very positive interest and discussion of issues critical to Northern Arizona have yielded high expectations. The City Council in recognition of this potential has discussed and directed a much higher level of administrative involvement on a number of external fronts, including Federal, State, local partners in the Alliance, tribal governments, neighboring municipalities and other agencies and governments presenting opportunities for higher achievement on behalf of the citizens of Flagstaff. The FY 2003 budget work program will include continued outreach efforts aimed at strengthening partnerships, the Northern Arizona economy and services to our citizens. Under the direction of the Deputy City Manager for External Affairs, efforts will specifically target: stronger departmental links with appropriate counterparts and agencies, collaboration on rural policy development; continued strengthening of the Alliance joint work program specifically regarding the telecommunications study and development; and the best attainable alignment of like communities of interest for state electoral purposes through redistricting. Planning for Growth GOAL: To shape growth, with the involvement of the community, in a manner that preserves our region’s natural environment, livability, and sense of community. As FY 2002 comes to an end, so too does a major City-County undertaking to plan for growth of the community. On May 21, 2002 City voters passed, by a substantial margin, the Regional Plan developed by the City and Coconino County. Adoption of the Regional Plan marks a milestone not only for the community, but also for the State. The Regional Plan is the first City-County collaborative adoption of a plan that flows seamlessly from City jurisdiction to County. As monumental as the planning effort has been, the plan calls for numerous steps toward implementation. The FY 2003 planning work program includes significant implementation Annual Financial Plan 9 City of Flagstaff, AZ initiatives. The Regional Plan will, in this way, guide efforts under this goal for the foreseeable future. Work program elements include: amending the Land Development Code as indicated by the Regional Plan; implementation of a regional open space program, including elements of a proposed bond program; developing an IGA with government agencies to protect lands adjacent to Walnut Canyon, implementing multi-model transportation and strategic redevelopment projects--Fourth Street corridor connection, the Mall, Rio de Flag corridor, downtown West, downtown East, and significant FUTS and safe-to-school projects. It is readily discernable that these ten Council goals are interrelated. Indeed, there are overlapping elements. The City provides a wide array of services, which are all supportive of, and beneficiaries of other services provided by divisions elsewhere in the organization. The linkages of one to every other needs to be understood lest decisions are made without regard to overall effects on citizen well being and available opportunities for a higher quality of life. This fact becomes very apparent when considering a budget where reductions are the norm. Yet, while programs and services are maintained, they are constrained. Clearly, the same level of service from the Police department cannot be provided without the unfunded sworn officer positions. Conclusion and Thanks If reduced revenue growth continues and replacement revenues are not instituted, staff and Council need to conduct a program review during the year in order to carefully select any program reductions or eliminations. Clearly, the historic level of service from the Police Department cannot be provided without restoring this year’s unfunded sworn officer positions. Other operating reductions are not sustainable without impairing services. The Council will need to determine a course of action from among three primary choices - - one, maintaining the wide array of services currently provided, but at less than optimal levels, or, two, cutting carefully selected programs and services while restoring other services to full strength. The third option, increasing revenues, has been discussed herein, and is under consideration by the City Council. Once again, perhaps more than ever, this budget is the result of a stellar citywide staff effort. Clear goals and direction were supplied by the City Council. Staff citywide provided responsive departmental proposals and accepted tough decisions. The Employee Advisory Committee offered a valued perspective. Special regard is appropriate toward the Management Services Finance staff; Mary Jo Jenkins, Barbara Goodrich, Beth Beauregard, Rick Tadder, Maryellen Pugh, Debbie Nichols, Nancy Miguel, Nancy Bernard, and Laura Parker and the Budget Team Jim Wine, Jeri Dustir, Matt Pavich, Mike Gray, Barbara Goodrich, and Mary Jo Jenkins. Respectfully, Annual Financial Plan 10 City of Flagstaff, AZ City of Flagstaff Mission Statement The mission of the City of Flagstaff is to enhance the quality of life to its citizens while supporting the values of its community. Our Values Are: ACCOUNTABILITY We are accountable to the community and each other RESPONSIVENESS We value addressing our customer’s concerns QUALITY We provide high-quality customer service PROFESSIONALISM We are honest, responsible, fair, highly-trained, and cost conscious TEAMWORK We are a team in partnership with citizens, other agencies, and each other for a better Flagstaff PROBLEM SOLVING We solve problems creatively, open-mindedly, and professionally “Service at a Higher Elevation” Annual Financial Plan 11 City of Flagstaff, AZ Budget Highlights 2002-2003 • ACCOUNTABILITY Evaluate budgets on a programmatic level to determine the continued viability of City services in light of State revenue losses. • RESPONSIVENESS Conduct public meetings for major capital projects to engage the public and establish positive working relationships. • QUALITY Propose implementation of a Stormwater Utility to meet both Federal requirements and increased citizen concerns regarding flood management within the City. • PROFESSIONALISM Staff development encouraged using both internal and external resources to maximize return on training budgets. • TEAMWORK Monitor success in Council set goals through the evaluation of cross-departmental achievement in meeting the respective objectives. • PROBLEM SOLVING Implement Special Bond election process to determine long-term capital needs for the City by using extensive Community Outreach. Accomplishments 2001-2002 • • • • ACCOUNTABILITY As revenues fluctuated due to post 9/11 economic downturns, took immediate action to evaluate, monitor, and/or reduce budgets as appropriate to assure required service levels would not be adversely affected. RESPONSIVENESS Continued efforts for organizational development and evaluation to better address customer concerns regarding the provision of timely service and open communication. QUALITY Council established 10 primary goals that the City used to guide budget priorities and objectives. PROFESSIONALISM Government Finance Officers Association presented to the City the Distinguished Budget Presentation, (eighth consecutive) and Excellence in Financial Reporting (ninth consecutive) Awards. • TEAMWORK Received voter ratification of the Regional Plan and began City/County implementation. • PROBLEM SOLVING Sponsored efforts to reach consensus on site location for a new YMCA facility. Annual Financial Plan 12 City of Flagstaff, AZ BUDGET OVERVIEW EXPENDITURES BY TYPE Personal Services $ Contractual Commodities Capital $ The City of Flagstaff FY 2003 Financial Plan presents a fiscally sound and balanced budget that maintains the integrity of the City's financial condition while still meeting the service level demands of a community that expects quality services. The Financial Plan is balanced not only financially, but also equally as important, balances the allocation of resources among operating requirements, capital needs, debt burden, and strong reserves for future needs and contingencies. Personal Services 27.4% Capital 45.2% FINANCIAL RESOURCES AVAILABLE Sales/Franchise Taxes Grant Revenue State Revenue BBB Tax Transportation Tax Other Revenue Property Taxes Enterprises (A) Fund Balances 63,055,384 4,036,776 63,932,019 9,744,362 4,515,000 145,283,541 (A) Enterprises: Water Operations Wastewater Operations Airport Operations Environmental Services Stormwater Utility TOTAL APPROPRIATIONS (all funds) Reserves/ Contingcs 3.1% 13,235,852 8,037,699 9,728,775 3,854,287 6,319,304 30,471,313 7,475,750 27,827,790 38,332,771 145,283,541 $ Grant Revenue 5.5% State Revenue 6.7% BBB Tax 2.7% Transportation Tax 4.3% Sales/ Franchise Taxes 9.1% Capital Improv Projects 44.0% 9.1% 5.5% 6.7% 2.7% 4.3% 21.0% 5.1% 19.2% 26.4% 100.0% 11,232,800 7,209,600 802,964 7,795,509 786,917 27,827,790 $ Equipment 2.8% Debt Service 6.7% $ $ $ Operations 43.4% Contractual 23.6% Commodities 4.2% The following graphs depict the major classifications of appropriation for the total 20022003 Budget and expenditures by major types. $ 27.4% 23.6% 3.7% 45.3% 100.0% EXPENDITURES BY TYPES (all funds) This section briefly describes the document Format and Presentation; the Assumptions and Strategies which formed the working parameters of the budget development; Highlights of Appropriations, Revenues, and Capital Improvements Plan (CIP) for FY 2003; Debt Structure; and the Fund Balances, which are the operating framework of the Financial Plan. TOTAL APPROPRIATIONS Operations Equipment Capital Improvement Projects Debt Service Reserves/Contingencies 39,832,024 34,343,047 5,411,052 65,697,418 145,283,541 Other Revenue 21.0% Fund Balances 26.4% Property Taxes 5.1% Enterprises (A) 19.2% "WHERE THE MONEY COMES FROM" $145,283,541 Annual Financial Plan 13 City of Flagstaff, AZ Community Development Department comprises 14.4% of the operating budget ($9.1 million). The primary services in this Department include Engineering, Planning & Zoning, and Building Inspection. The services provided by these Divisions meet the current needs of the community and plan for the future. TOTAL APPROPRIATIONS General Administration Management Services Library BBB (A) Community Development Fire/Police Utilities Public Works Airport Environmental Services Stormwater Non Departmental General Fund Capital Projects Reserves/Contingencies $ $ (A) BBB Tax Funds: Beautification Tourism Economic Development Arts and Science Recreation $ $ Comm Dev 15.3% Fire/Police 12.8% 3,778,406 2,861,085 3,403,413 11,088,291 22,265,503 18,578,544 25,278,773 28,661,920 8,730,880 7,121,922 464,212 8,399,002 136,590 4,515,000 145,283,541 2.6% 2.0% 2.3% 7.6% 15.3% 12.8% 17.4% 19.7% 6.0% 4.9% 0.3% 5.8% 0.1% 3.2% 100.0% 2,816,577 1,734,788 456,400 402,699 5,677,827 11,088,291 * Exclusive of Debt Service Utilities 17.4% BBB 7.6% General Admin 8.3% Community Development 14.4% $ $ 5,246,379 9,058,152 5,818,504 6,804,324 10,603,885 14,538,161 8,113,440 2,872,539 63,055,384 $ 9,744,362 Management Services 9.2% Fire 10.8% Public Works 19.7% Library 2.3% Mgmt Svcs 2.0% Airport 6.0% Gen Admin 2.6% Cont'gcs 3.2% OPERATING BUDGET * General Administration Community Development Management Services Fire Police Public Works Utilities Non-Departmental Gen Fund Capital Proj 0.1% Non-Dept 5.8% Stormwater 0.3% Utilities 12.9% "WHERE THE MONEY GOES TO" $145,283,541 Public Works 23.1% Management Services Department comprises 9.2% of the operating budget ($5.8 million). The department encompasses those activities that provide administrative support and services including financial services, purchasing, information systems, and real estate. The City/County public library system is also included within the department. OPERATING EXPENDITURES BY DEPARTMENT City operations include the traditional municipal services citizens expect their local government to provide. Operating expenditures exclude capital improvements, capital equipment, debt service and reserves. The department budgets are presented to include division budgets and Departmental (organizational structure) responsibilities as defined by the City Code. Fire services comprise 10.8% of the operating budget ($6.8 million). The Department's public safety programs provide both personal safety in the community with proactive attention to preventable disasters and sense of well being through timely emergency response. General Administration activities comprise 8.3% of the budget ($5.2 million). The divisions within this Department provide for the overall management and administration of the City, as well as enforcement of municipal laws through legal support and the courts. Tourism, Public Information, Human Resources, and the Capital Management division are also included within General Administration. Annual Financial Plan Police 16.8% NonDepartmental 4.5% Environ Svcs 4.9% Police services comprise 16.8% of the operating budget ($10.6 million). Public safety programs provide personal safety in the community by promoting a community free of crime and assured response in emergency situations. 14 City of Flagstaff, AZ objectives for FY 2003, major accomplishments in FY 2002, and performance indicators that measure the efficiency and/or effectiveness at the program level. Public Works services are provided by nine divisions that account for 23.1% of the operating budget ($14.5 million), excluding the debt service requirements for streets ($2.5 million), Airport ($0.3 million), and USGS facility ($0.5 million). The services provided include environmental service operations, cemetery operations, maintenance of all public facilities and public infrastructure including streets and parks, airport operations, and recreation programming. To assist the City Manager in the management of the resources expended by the municipality, the budget also serves as an operational guide. The operating budget presentation includes, for comparative purposes, the Actual Expenditures for FY 2001, the Adopted Budget for FY 2002, the Estimated Actual for FY 2002, and the Adopted Budget for FY 2003. Expenditures are shown by category as well as cost center (program/activity). The comparatives in the Financial Summaries Section are presented at the fund level and the department level to aid division and program managers in budget tracking and accountability. Utilities Department comprises 12.9% of the operating budget ($8.1 million), excluding $4.3 million debt service requirements. Five divisions within water operations and four divisions within wastewater operations provide services that promote a clean and healthy community by providing a safe water supply and proper waste disposal. Categories presented are: • Personal Services (salaries, fringe benefits, internal labor, et al) • Contractual (professional services, utilities, maintenance, rents, debt service, et al) • Commodities (small equipment, parts, office supplies, operating supplies, et al) • Capital Outlay (professional services, land, buildings, street, water and sewer construction, equipment, et al). Non-Departmental operations comprise 4.5% of the budget ($2.9 million) exclusive of $2.2 million debt service. Some divisions are contractual in nature and include Contributions to Other Agencies, Economic Development, and the Pension Trust Fund. The Council and Commission and Non-departmental budgets account for expenditures that benefit City operations as a whole. The Departments and the divisions within them are: ♦ General Administration (City Manager, City Clerk, Capital Improvement, Human Resources, Risk Management, Law, City Court, and Tourism) ♦ Management Services (Information Systems, Management Services Administration, Purchasing, Tax, Licensing and Revenue, Library, and Finance/Budget) ♦ Community Development (Metropolitan Planning Organization, Community Development Administration, Engineering, Traffic, Building Inspection, Planning, Community Redevelopment, Urban Design, and Stormwater) ♦ Fire Department ♦ Police Department ♦ Public Works (Public Works Administration, Parks, Mechanical Shop, Cemetery, Facilities Maintenance, Recreation, Streets, Airport, and Environmental Services) ♦ Utilities Department (Utilities Administration, Water Treatment, Water Distribution, Wastewater Treatment, Wastewater Collection, Industrial Waste Inspection, and Customer Services) BUDGET FORMAT AND PROCESS The budget and financial plan for the City of Flagstaff (City) is the policy document that reflects the goals and objectives of the City Council. These goals and objectives are implemented through the policies and priorities established by the Council as well as the various Boards and Commissions appointed by Council. The Office of the City Manager is then responsible for implementing these policies and priorities utilizing the allocation of financial resources. The annual review process provides the community an opportunity to evaluate the services provided to the citizens of the community. Programs are identified, evaluated, and the scope of service provided is defined. The staffing level needed to provide the service level deemed appropriate by Council is determined. Additionally, funding requirements and level of effort to be provided are established. FORMAT The Department Detail presents each activity at the division level with a division mission, description of programs, specific goals and Annual Financial Plan 15 City of Flagstaff, AZ ♦ • Non-Departmental (Council and Commissions, Contributions to Outside Agencies, Non-Departmental, Firemen’s Pension Trust, Economic Development, Real Estate Proceeds, and General Fund Capital Projects) • Programs capture all expenditures related to an activity, cost center, or location of operation within a division. PROCESS Budget Process Flowchart: Program Managers/ Employee Input Department Heads • Division Managers • Budget Review Team City Manager Deputy City Manager (2) Mngment Srvcs Director Finance/Budget Manager Org. Develop. Manager EAC Chair Review of City Manager's Proposed Budget Dept Heads/Employees Advisory Committee City Council Budget Work Session Public Hearing Property Tax Adoption Adoption of Tentative Budget • • Review and Approval: Issues presented during the review and approval period include discussion topics of the Council Fall and Spring retreats. The Fall and Spring retreats were held in November and February respectively, to give city staff the opportunity to present major discussion points to council and the public. The goal is for council to make policy decisions and direct staff in preparing the budget. This provides adequate time for the Council to gather input on major budget issues prior to preparation of the budget. The City Council holds Study Sessions in May. The Council reviews and discusses the issue papers included in the Budget Review Book as well as all personnel recommendations, capital equipment recommendations, and the capital improvement plan. The Council arrives at a consensus for all decisions needed. The Study Sessions provide the opportunity for City management, departments and the public to offer information and recommendations to the City Council. (One Week) (After 1st Public Hearing) Adoption of Final Budget Property Tax Adoption (After 2nd Public Hearing) Implementation of Budget Presentation: • The Transmittal provides a summary of the key policy issues, priorities, and strategies that shaped the budget as framed by the City Manager. • The Budget Overview summarizes financial resources and expenditures along with fund summaries and an overview of selected revenues. • Policies and Procedures provide an overview of both fiscal and budgetary practice. Annual Financial Plan Budget Issues were prepared for Council review and discussion during their Fall and Spring retreat and the budget study sessions. Highlights of the issues reviewed are included in the Issues and Updates section. The Financial Summaries section includes various schedules utilizing revenue and expenditure classifications and tax levy information in accordance with state reporting requirements as mandated by statute. Expenditures are reported at both the fund level and the department level for operational control purposes. The Department Detail section provides both narrative and financial data. The budget commentary provides an explanation of significant budget changes for FY 2003. The Capital Improvement Plan (CIP) for FY 2003 lists projects, costs, and funding sources in the Capital Improvement (CIP) Section. The Community Profile section outlines key factors that contribute to the uniqueness of our community. A detailed listing of personnel and changes over the last five years is provided in the Appendix Section. The Proposed Budget is presented to Council for tentative adoption on or before the third Monday in July. Two public hearings are held on the content of the budget. Final adoption occurred on July 2, 2002. State law requires the operating budget to be all-inclusive. Therefore, the budget includes provisions for contingent revenues, e.g., Passengers Facility Charges, and expenditures that cannot be accurately determined when the 16 City of Flagstaff, AZ budget is adopted, e.g., grants. The Resolution adopting the annual budget requires Council authorization for any expenditure from contingencies, as well as transfer of budget authority between departments. transferred from contingencies by Resolution as necessary. Additionally, any inter-fund transfer of appropriations requires Council approval. Council can also amend total appropriations for a fund during the year by Resolution as long as there is a corresponding increase/decrease in another fund so that the expenditure limitation is not exceeded. Adoption: The City operates under the State Expenditure Limitation with a one-time adjustment to the base. The adjustment provided for an increase to the base limit to allow for the expenditure of funds resulting from the addition of a 2% Bed, Board, & Booze Tax. Flagstaff is not a Home Rule city. Alternative [Home Rule] Expenditure Control municipalities require voter approval every four years. ASSUMPTIONS AND STRATEGIES ECONOMIC OVERVIEW In FY 2002, sales tax revenue collected equaled the budget. An overall budget-to-budget increase totals $347,893 or 3.3%. The trends reflect an overall increase in the economy with a slight dip in auto sales. Construction revenues are expected to remain steady as this category has shown increases in six of the past seven years and a cyclical slow down could occur. The BBB category shows a 2.0% ($76,371) budget to budget increase. BUDGET CALENDAR December Budget Module available to all Divisions January 25 Capital equipment requests reviewed by Fleet/MIS Committees for recommendation March 4 March 27 The City initiated a census review with the Census Bureau due to a perceived undercount in the Flagstaff area. The 2000 census reflected a population of 52,894, an increase of only 193 citizens over the 1995 Special Census. The City has identified approximately 3,000 additional citizens that should be added to the census base and will be submitting a request for review. Should the Census Bureau agree and grant the revised census to the City of Flagstaff, additional funding is not assured. Other communities within Arizona experienced similar discrepancies and it is anticipated the funding allocation will remain the same. Review with Department Heads and City Manager March Personnel review of reclassification requests completed May 22-26 Council Study Sessions Proposed Budget available to public June 18 Public Hearing/Tentative Adoption of Proposed Budget Public Hearing on Tax Adoption June 21 Publish first notice of Public Hearing for Final Adoption June 28 Publish second notice of Public Hearing for Final Adoption July 2 Public Hearing on Budget and Final Adoption of Budget July 5 Notify Property Tax Oversight Commission of Compliance with Truth in Taxation July 16 Adopt Property Tax Levy The State of Arizona has experienced significant revenue shortfalls in FY 2002. This was a combination of decreased tourism and spending as related to the September 11th disaster, as well as miscalculations on interest income and a significant underestimation of an attempted alternative fuel program. This has resulted in a FY 2002 decrease of State Sales Tax of approximately 2.5% (budget to budget) to the City that is expected to continue. Additionally, the State has imposed a one-time reduction in funding for FY 2003, anticipated to be $100,000 for the City, in an attempt to balance their budget. The Adopted Budget reflects the total funds appropriated ($145,283,541). Certain exclusions are allowed by the state [e.g., bond proceeds, debt service, grants] in computing the Expenditure Limitation ($69,592,525), and this total cannot be exceeded. REVENUE FORECAST Budget authority can be transferred between line items within a Division. At year-end, Department budgets are reviewed and budget authority is Annual Financial Plan State-shared revenues, i.e., sales tax, income tax, highway users tax, and local transportation assistance (lottery) are projected to increase 2.9% 17 City of Flagstaff, AZ The FY 2003 budget continues to use excess fund balances for one-time capital expenditures, facilities and redevelopment. In addition, a portion of the current fund balance represents carryforwards of expenditures in equipment and capital projects. in total. State-shared revenues are based on estimates received from the Arizona League of Towns and Cities. State shared revenues are distributed in part by population counts. While State income tax is at risk due to budget uncertainties at the State, Highway User revenues are increasing. Council Guidelines The budget guidelines set forth by the City Manager were formulated based on Council concerns and goals. The Council developed ten goals that encompass the areas of Affordable Housing, Economic Development and Redevelopment, Capital Improvement, Public Safety, Customer Service, Quality of Life, Fiscal Health, Organizational Support, Collaboration, and Planning for Growth. County revenues for auto in lieu tax (license tags) are expected to increase by approximately 12%. The previously anticipated reapportionment to Yavapai County is less than expected. County aid for library operations has increased 14% from the FY 2002 budget estimate as a result of carryover funds. The Utility Fund does not anticipate a rate increase for water or wastewater services, but certain changes in class and increased capacity charges have occurred. The Water and Sewer rate model was updated in Spring of 2002. • Estimated Actual Expenditures FY 2002. Divisions were asked to estimate expected expenditures by line item for FY 2002. Overages and underages (and reasons, theretofore) were used to adjust the recommended budget for various line items in FY 2003. This resulted in a reduction of a substantial number of line items, thereby allowing resources to be reallocated without inflating the total appropriations required. The Environmental Services Fund projects increased revenues for FY 2003 due to the transfer of funds previously held for cell construction. EXPENDITURES • Staffing Requests/Increases in Level of Service. Departments were required to provide narrative transmittals for increases in service levels and addition of staff. New staff additions were either required to have an independent funding source or were needed to maintain current service levels. The adopted budget is based on fiscal restraint consistent with reductions in State revenue. The base budget approach has required operational cost reviews and redistributions of all Departments. Efforts to Control Expenditures The Fleet Management Committee reviews all equipment replacement requests and prioritizes those needs. A long-range planning approach is utilized to level cash flow requirements from one year to the next. The Fleet Committee has developed a five-year plan and continues the process of reviewing the plan to identify cash flow needs and develop alternatives to better allocate future resources. Due to varying demands, the Fleet budget is flexible, allowing monies to shift within the fiveyear planning period. • Fleet Management. All fleet equipment replacement requests were reviewed and prioritized by the Fleet Management Committee. The Budget Review Team established financial parameters. Fund Balance The carryforward of fund balances remain at a level which protects the financial integrity of the City. Moody’s bond rating for the City is Aa3. The projected fund balance at the end of FY 2002 is estimated at $5,840,606 in the General Fund. A general fund balance equal to 15% of general fund revenues is anticipated to maintain a sound financial position. The General Fund balance is currently budgeted at 16.8%. • Capital Improvements. The Capital Improvement Committee reviewed all requests of capital projects or public improvements. Annual Financial Plan • Staff Computer Equipment. Management Information Systems Staff reviewed hardware and software needs. Funding was established to maintain funding at a level dollar amount to meet existing and future needs for current service levels including upgraded equipment and software. • Operational Impacts. All funds are continually evaluated relative to five-year financial projections. Increased service levels due to new programs or capital construction were projected to determine operating impacts in future years. 18 City of Flagstaff, AZ intergovernmental revenues (specific detail including comparative data, is shown in Schedule 3 of Financial Summaries Section). A more detailed review of major revenue categories, including historical trend information, is provided following the fund summaries. FUND SUMMARIES GENERAL FUND The General Fund includes all City operations, except enterprise activities (operations which are to be self-sustaining), e.g., Utilities, Environmental Services, the Airport; activities funded from a special revenue source dedicated to that activity, e.g., the BBB Tax funds, Streets; Library; Community Redevelopment; Arts & Science; Recreation; Transportation; and Transportation Planning (MPO). REVENUES/OTHER SOURCES Licenses and permits Grants Local taxes Intergovernmental Fines and forfeits Fund Balance, net of Transfers Fund Balance for Carryovers Charges for services Primary Property Tax Interest Miscellaneous BUDGET FY 2002 $ 1,491,003 902,817 12,506,682 11,343,169 900,574 10,397,701 6,567,430 1,635,872 3,066,182 650,000 1,578,871 $ 51,040,301 EST ACTUAL FY2002 $ 1,774,146 865,925 12,872,341 11,399,644 938,131 14,087,142 3,315,407 1,547,360 3,011,483 520,000 1,293,949 $ 51,625,528 GENERAL FUND REVENUES/OTHER SOURCES Local Taxes 27.1% Property tax estimates are based on the assessed valuation of property as determined by the Coconino County Assessor. The primary tax rate remains unchanged in FY 2003, and will generate an estimated $3,117,493. This amount represents approximately 39% of the maximum allowable levy under Arizona statute. The secondary tax rate, which can only be used to repay general obligation debt, will remain at $0.9801. The increase in assessed valuation, and corresponding increase in revenue, is associated with $4.4 million new construction placed on the tax rolls in the last year, and increased assessed values on existing properties ($4.3 million). BUDGET FY 2003 $ 1,553,750 948,031 13,235,852 11,519,864 1,067,125 7,494,582 6,500,697 1,685,384 3,117,493 520,000 1,131,928 $ 48,774,706 General Fund total appropriations have decreased 8.4% in FY 2003. The decrease is due a significant reduction in budgeted capital projects. The General Fund includes $10.1 million in capital, of which $515,023 is set-aside for the American’s with Disability Act (ADA) compliance issues as a result of a Department of Justice audit. Intergovt'l Rev 23.6% Fines/Forfeits 2.2% Fund Balance 15.4% Grants 1.9% Carryovers 13.3% Lic & Permits 3.2% Interest 1.1% Misc Rev 2.3% BUDGET FY 2002 2,681,389 8,059,522 2,134,362 16,957,578 6,485,068 9,612,299 940,000 $ 46,870,218 APPROPRIATIONS General Administration Community Development Management Services Public Safety Public Works Water Utility Non-departmental Contingencies Charges for Services 3.5% Prim Prop Tax 6.4% $ EST ACTUAL FY2002 2,466,738 5,113,534 2,019,157 15,535,705 5,345,149 7,059,200 250,000 $ 37,789,483 $ As part of the tenth anniversary of the ADA (July 2000) the Department of Justice selected one City from each state for a compliance review. Flagstaff was chosen for the State of Arizona due to its tourism based on economy and medium sized population. In February of 2000 the Department of Justice conducted the on site audit of City facilities for compliance with the accessibility requirements of the ADA. The City received a preliminary report from the Department of Justice with recommendations for modifications to existing facilities, however, to date there has not been a final report issued from the Department of Justice regarding required modifications. The City position with the Department of Justice has been to make any modifications as required by the ADA. Since there is no final report, the budgeted amount is estimated and might change due to the final results of the audit. BUDGET FY 2003 3,778,406 8,702,833 2,861,085 18,578,544 7,589,645 15,588 737,999 670,000 $ 42,934,100 $ GENERAL FUND TOTAL APPROPRIATIONS Pub Safety 43.3% Mgmt Svcs 6.7% Comm Dev 20.3% Pub Works 17.7% Gen Admin 8.8% Cont'gcy 1.5% Non-dept 1.7% Water Utility 0.0% The financial position of the General Fund (after cost allocation distribution) remains strong. Accumulated funds will continue to be spent over a five-year period for a joint project with the Corp of Engineers to study a major drainage way issue in Flagstaff (the Rio de Flag project). Total resources available for General Fund expenditures for FY 2003 are $48.8 million including the beginning fund balance of $13.8 million. A substantial portion of General Fund resources comes from two revenue categories: 1) local sales and franchise taxes and 2) Annual Financial Plan 19 City of Flagstaff, AZ twenty years. The Sales Tax revenue collected for transportation is recorded in this fund. The expenditures related to Transit and 4th Street Overpass are appropriated in this fund. Expenditures related to Safety Improvements and Street Improvements are accounted for in the HURF and Beautification funds. Appropriate transfers are made to fund the various projects that this tax supports. HIGHWAY USER REVENUE FUND The Highway User Revenue Fund (HURF) is mainly supported by transportation related taxes distributed to the Cities and Counties by the State. Appropriations total $23.3 million in FY 2003. This includes carryforward of funds for the reconstruction of a major intersection in town, Enterprise and Butler, our annual pavement maintenance program, Southside traffic improvements, and Sunnyside street improvements. Projects 4th Street Overpass Safe-to-School, Pedestrian and Bike Traffic Flow and Safety Improvements Transit Service Enhancements Totals REVENUES/OTHER RESOURCES HURF $ 7,965,832 LTAF (lottery) 315,026 Fund Balance 2,833,377 Fund Balance for Carryovers 6,576,580 Transfers (net) 6,000,093 Interest 282,000 $ 23,972,908 REVENUES/OTHER RESOURCES Local Taxes $ 6,319,304 Fund Balance for Carryovers 6,576,580 Bond Proceeds 7,000,000 Interest 329,000 $ 20,224,884 STREET REVENUES/OTHER RESOURCES Carryover 27.4% Fund Bal 11.8% LTAF 1.3% TRANSPORTATION REVENUES/OTHER RESOURCES Transfers 25.0% APPROPRIATIONS General Administration Community Development Management Services Public Works Water Utility Non-departmental Contingency $ Pub Works 91.3% 186,808 813,094 196,752 21,265,037 3,749 131,447 700,000 23,296,887 APPROPRIATIONS/TRANSFERS Transit $ 1,592,080 1,591,423 Transfer-Safety Improvements Transfer-Street Improvements 3,824,277 4th Street Overpass 9,692,752 $ 16,700,532 STREET TOTAL APPROPRIATIONS Street Improv. 22.9% Water Utility 0.0% Mgmt Svcs 0.8% Gen Admin 0.8% Cont'gcy 3.0% TRANSPORTATION TOTAL APPROPRIATIONS/ TRANSFERS Safety Improv. 9.5% Non-dept 0.6% 4th Street Overpass 58.1% Transit 9.5% TRANSPORTATION FUND In July 2003 there will be an increase in the Transit Tax from 0.1475% to 0.1750%. This was anticipated through the IGA entered into by the City and County during FY 2001. The Transportation Fund was formed in FY 2001 as a result of voter authorization on May 16, 2000 to increase sales taxes to support four transportation issues. The tax increase is valid for Annual Financial Plan Bond Proceeds 34.6% Interest 1.7% $ Fund Balance 32.5% Local Taxes 31.2% Interest 1.3% HURF 33.2% Comm Dev 3.5% Budget FY 2003 Revenues $ 1,763,014 881,507 2,049,504 1,625,279 $ 6,319,304 20 City of Flagstaff, AZ Appropriations total $16.7 million in FY 2003, comprised of $1,592,080 for transit operations, $9,692,752 for the 4th Street overpass, and transfers totaling $5,415,700 from Safety and Street Improvements representing two years worth of tax receipts. The tax rate for FY 2002 is 0.516%. During 1997, the County, in concert with the affected entities throughout, developed a new funding formula for the distribution of the tax. The formula provides a base amount for all entities and the distribution of any additional monies as directed by the Library Council with affirmation by the County Board of Supervisors. LIBRARY FUND BBB FUNDS The City operates a joint City-County Public Library with auxiliary programs in outlying county locations and bookmobile services. $2.1 million of the funding for library operations comes from the library district tax. State grants provide $43,647 for special-purpose programs. A dedicated 2% Bed, Board and Booze sales tax collected on the services provided by lodging, restaurants and bars, was approved by voters in 1988 with a sunset clause in 10 years and extended by the voters for 15 years in the 1996 general election. The BBB tax approved by voters will expire in 2013. The funds were allocated into the following percentages: REVENUES/OTHER RESOURCES Library District Tax $ 2,105,005 Grants 43,647 Fund Balance 1,030,054 Transfers (net) 877,079 Interest 15,000 Miscellaneous 45,000 $ 4,115,785 Economic Development Beautification Tourism Recreation Arts & Science LIBRARY REVENUES/OTHER RESOURCES Since inception, the City has experienced a continual growth of BBB revenues, however FY 2002 is expected to increase by only 0.3% with hotels representing the greatest decline. Fiscal Year 2003 projections will reflect this decline within its anticipated growth of 2.5%. Activities funded with the revenues have made operating adjustments necessary and these changes will be reflected within each five-year plan. Grants 1.1% Library District Tax 51.1% Fund Balance 25.0% Misc 1.1% Transfers 21.3% Interest 0.4% APPROPRIATIONS General Admin Community Development Management Services Public Works Water Utility Non-Departmental Contingencies $ $ Beautification Fund: Total resources available for Beautification Fund activities amount to $2.8 million including carryovers and approved grants. Expenditures from this fund are primarily for capital improvements. (See the CIP Section for project list.) In FY 2003, projects include Route 66, arterial landscaping and neighborhood projects with the assistance of Clean and Green, and city gateways. There are also improvements planned on various Flagstaff Urban Trail links. 80,254 37,982 3,522,004 58,427 1,023 49,708 100,000 3,849,398 LIBRARY TOTAL APPROPRIATIONS Comm Dev 1.0% Gen Admin 2.1% Cont'gcs Non-Dept 2.6% 1.3% Annual Financial Plan 9.5% 20.0% 30.0% 33.0% 7.5% Mgmt Svcs 91.5% Pub Works 1.5% 21 City of Flagstaff, AZ Arts & Science Fund: Total resources available for Arts & Science activities are $536,358. Expenditures include contributions to local organizations and Art in Public Places. There is $47,685 available for Art in Public Places. One percent (1%) for the Arts is allocated from citywide eligible capital project expenditures and $45,000 for Flagstaff Cultural Partners Administration. Revenues received from the BBB tax are $289,072. REVENUES/OTHER RESOURCES BBB Tax $ 770,857 Grants 148,380 Fund Bal, net of Transfers 1,946,616 Interest 20,000 Miscellaneous 3,000 $ 2,888,853 APPROPRIATIONS Beautification Reserve $ $ 2,816,577 10,000 2,826,577 REVENUES/OTHER RESOURCES BBB Tax $ Fund Balance Transfers Interest $ BEAUTIFICATION REVENUES/OTHER RESOURCES Grants 5.1% Fund Bal 67.4% BBB Tax 26.7% Misc 0.1% APPROPRIATIONS Arts & Science Reserve Interest 0.7% $ BBB Tax 53.9% Interest 1.4% $ 1,734,788 50,000 1,784,788 TOURISM REVENUES/OTHER RESOURCES BBB Tax 55.9% Fund Bal 27.0% Transfers 17.7% Recreation Fund: Total appropriations in FY 2003 for Recreation Fund activities are $5.7 million. FY 2003 includes $2.7 million for land acquisition, one park in the planning phase, two parks in the construction phase, and two school fields in construction phase. Per discussion with City Council in the Spring 1996 retreat, Council concluded this funding should support the expansion of existing facilities and the associated maintenance. Because of this decision, a significant increase in Parks maintenance will be funded from these revenues due to the completion of various projects. The Council elected to maintain the property rate at an amount sufficient to maintain the debt service structure of the programmed capital and related maintenance. REVENUES/OTHER RESOURCES BBB Tax $ 1,156,286 Grants 15,000 Fund Bal, net of Transfers 615,588 Fund Balance for Carryover 180,000 Interest 37,636 Miscellaneous 65,430 $ 2,069,940 $ 402,699 10,000 412,699 ARTS & SCIENCE REVENUES/OTHER RESOURCES Tourism Fund: Total resources available in FY 2003 are $2.1 million. The total operating budget, excluding a $50,000 reserve for contingencies, is $1.7 million. Expenditures include ongoing marketing programs and one-time expenditures for capital. Included in the budget for Tourism is a strategic plan intended to provide guidance in determining markets, promotion directed at these markets, and measurement tools. APPROPRIATIONS General Administration Reserve $ 289,072 145,034 95,000 7,252 536,358 Grants 0.7% Fund Bal 29.7% Misc 3.2% Interest 1.8% Annual Financial Plan Carryover 8.7% 22 City of Flagstaff, AZ REVENUES/OTHER RESOURCES BBB Tax $ Grants Fund Bal, net of Transfers Fund Balance for Carryover Interest $ APPROPRIATIONS Recreation $ $ OTHER FUNDS 1,271,915 530,347 1,726,157 3,032,455 146,900 6,707,774 Metropolitan Planning Organization: This fund was established to account for funding derived from the area’s status as a designated Metropolitan Planning Organization (MPO). The MPO receives Federal funding administered through the Arizona Department of Transportation (ADOT). The MPO has appropriated $265,666 for this program for FY 2003. This includes operating funds for transportation and transit planning. Transit operating funds are not included in this budget since that service is contracted through Coconino County. 5,677,827 5,677,827 RECREATION REVENUES/OTHER RESOURCES Fund Bal 25.7% Grants 7.9% METROPOLITAN PLANNING ORGANIZATION BBB Tax 19.0% REVENUES/OTHER RESOURCES Grants $ $ Carryover 45.2% Interest 2.2% APPROPRIATIONS General Administration Economic Development Fund: Economic Development is conducted primarily by Greater Flagstaff Economic Council (GFEC). The City allocates $309,000 to GFEC, $27,000 for partnership training, $100,000 for telecom, and $7,400 for contributions. Business recruitment efforts target industries that conform to both community and environmental values (low water users, low and non-toxic sewer dischargers, good wage/benefit structure, good corporate citizens, home offices). REVENUES/OTHER RESOURCES BBB Tax $ Fund Balance Transfers Interest $ APPROPRIATIONS Economic Development Reserve $ $ $ $ 265,666 265,666 Community Redevelopment Fund: This fund finances activities in conjunction with the CDBG program and affordable housing activities. There is $2.0 million allocated to this activity for FY 2003. REVENUES/OTHER RESOURCES Grants $ 1,547,207 Fund Balance 86,879 Miscellaneous 3,000 Transfers 375,400 $ 2,012,486 366,157 169,918 50,000 3,797 589,872 APPROPRIATIONS Community Development $ $ 2,012,172 2,012,172 COMMUNITY REDEVLOPMENT REVENUES/OTHER RESOURCES 456,400 25,000 481,400 Grants 76.9% Fund Bal 4.3% ECONOMIC DEVELOPMENT REVENUES/OTHER RESOURCES BBB Tax 62.1% Interest 0.6% Annual Financial Plan 265,666 265,666 Transfers 18.7% Fund Bal 28.8% Misc 0.1% Real Estate Proceeds: The Real Estate Proceeds fund is currently restricted to the purchase of real estate. The appropriations total $785,000. Expenditures in this fund are for acquisition of open spaces and redevelopment acquisitions. Transfers 8.5% 23 City of Flagstaff, AZ REVENUES/OTHER RESOURCES Fund Balance $ 611,790 Fund Balance for Carryover 485,000 Transfers 150,000 Interest 26,350 Miscellaneous 297,000 $ 1,570,140 APPROPRIATIONS Non-Departmental $ $ REVENUES/OTHER RESOURCES Water Revenues $ 11,232,800 Sewer Revenues 7,209,600 Fund Balance 19,354,839 Fund Balance for Carryovers 5,332,543 Transfers (net) 4,194,653 Interest 741,000 $ 48,065,435 UTILITIES REVENUES/OTHER RESOURCES 785,000 785,000 REAL ESTATE PROCEEDS REVENUES/OTHER RESOURCES Fund Bal 39.0% Misc 18.8% Carryover 30.9% Water Revenues 23.4% Transfers 9.6% Interest 1.7% Carryover 11.1% Interest 1.5% Transfers 8.7% APPROPRIATIONS General Administration Community Development Management Services Public Works Non-departmental Water Utility Sewer Utility Contingency UTILITIES FUND The City's water and wastewater operations are operated as an Enterprise Fund activity, i.e., selfsustaining operations with user fees and charges based on a "cost-of-service" methodology. The rate model determines the minimum revenue requirements needed to support operations including: all operating and maintenance costs; capital improvements considered routine in nature; principal and interest payments on bonded debt related to utility construction; and maintaining a year-end fund balance sufficient to ensure adequate working capital. Total appropriations for the Utilities Fund are $28.2 million. Resources include $18.4 million in utility user fees and $5.3 million in fund balance carryforward. $ $ 285,354 665,796 396,183 64,058 229,328 16,650,546 8,538,564 1,400,000 28,229,829 UTILITIES Water TOTAL APPROPRIATIONS Utility 59.0% Gen Admin 1.0% Non-dept 0.8% Pub Works Mgmt Svcs 0.2% 1.4% Water Operations: Total appropriations relating to direct costs for the water operations are $16.7 million. Water fees are the major source of revenue supporting water operations. Bond funds support well development. Revenue estimates total $10 million for water sales. The revenue estimates reflect a 2% factor, due to customer base increases and consumption changes. No rate increase is anticipated for FY 2003. Cont'gcy 5.0% Sewer Utility 30.2% Comm Dev 2.4% ENVIRONMENTAL SERVICES FUND Total appropriations are $9.5 million. User fees are the major revenue source of solid waste disposal operations. The user fees are comprised of seven major customer services areas (residential sanitation, curbside recycling, commercial sanitation, hoist and haul, landfill dumping, inert materials pit, and commercial recycling) with different rates for each category based on cost of service. Currently, the existing landfill rate structure provides cost recovery for ongoing operations as well as provisions for funding replacement equipment; closure and regulatory compliance costs related to mitigation of environmental contamination and/or degradation; and for future site requirements. Wastewater Operations: Total appropriations relating to the direct costs for the wastewater operations are $8.5 million. Wastewater (sewer) fees are the major source of revenue supporting wastewater operations. Revenue estimates total $6 million in wastewater service charges. Revenues are estimated to increase 2% due to growth of the customer base and consumption. Annual Financial Plan Fund Bal 40.3% Sewer Revenues 15.0% 24 City of Flagstaff, AZ Based on current estimates for closure and postclosure landfill costs, the City is setting aside legally restricted funds to insure sufficient funds will be available to meet these requirements. proceeds are expected to fund $2.9 million. The secondary property tax fund will transfer $215,081 to cover debt service not paid with passenger facility charges. REVENUES/OTHER RESOURCES Environmental Svcs Revenue $ 6,195,509 Grants 64,903 Fund Bal, net of Transfers 2,875,498 Fund Balance for Carryovers 978,977 Interest 128,000 Other Financing Sources 1,600,000 $ 11,842,887 REVENUES/OTHER RESOURCES Airport Revenues $ 802,964 Grants 4,474,518 Fund Balance 16,237 Transfers 991,081 Lease/Loan Proceeds 2,850,000 $ 9,134,800 AIRPORT REVENUES/OTHER RESOURCES ENVIRONMENTAL SERVICES REVENUES/OTHER RESOURCES Environ Svcs Rev 52.3% Airport Revenues 8.8% Grants 0.5% Fund Bal 24.3% Other Financing 13.5% APPROPRIATIONS General Administration Community Development Management Services Public Works Water Utility Non-departmental Contingency $ $ Mgmt Svcs 2.0% Transfers 10.8% APPROPRIATIONS General Administration Community Development Management Services Public Works Water Utility Non-departmental 152,264 99,022 186,687 7,349,538 68,266 115,030 1,500,000 9,470,807 51,638 72,839 149,072 8,795,262 1,037 48,704 9,118,552 AIRPORT TOTAL APPROPRIATIONS Pub Works 96.5% Water Utility 0.0% Water Utility 0.7% Comm Dev 1.0% $ $ ENVIRONMENTAL SERVICES TOTAL APPROPRIATIONS Pub Works 77.6% Fund Bal 0.2% Loan Proceeds 31.2% Carryover 8.3% Interest 1.1% Grants 49.0% Non-dept 0.5% Non-dept 1.2% Gen Admin Cont'gcy 15.9% 1.6% Mgmt Svcs 1.6% Comm Dev Gen Admin 0.6% 0.8% AIRPORT FUND Pulliam Airport is located four miles south of downtown Flagstaff and is operated 17 hours per day, seven days each week and offers five daily flights to Phoenix. Total appropriations are $9.1 million: $1.2 million for operations, $300,081 for debt and $7.6 million in capital outlay. Primarily FAA and ADOT grants will fund the capital improvements. The general fund will continue to subsidize operations at $590,000 this year with an additional $186,000 for capital improvements including matching funds for grants. This year, of the $7.6 million in capital improvements, FAA and ADOT are funding $4.5 million and lease Annual Financial Plan 25 City of Flagstaff, AZ determined by the requirements of the debt repayment schedule. REVENUES Historical Trend Information for Select Revenues Listed are the past five years of actual revenues. The estimated receipts for FY 2002 and the budget for FY 2003 are also shown. The projected increase for FY 2003 anticipated collections are twofold: new construction of 3.6% and increased assessed values on existing properties of 1.3% due to reassessments. GENERAL FUND PROPERTY PRIMARY TAX RECEIPTS CURRENT, Legal Authority: Arizona Revised Statutes Section 42-45 (B) based on the State Constitution Article 9, Section 18 CITY SALES TAX (TRANSACTION PRIVILEGE TAX) Description: The property tax is levied each year on or before the third Monday in August based on full cash value of the assessed property as determined by the Coconino County Assessors' Office. Legal Authority: City Code, Title 3, Chapter 5, (Ordinance 1491) Description: The single largest revenue source for the City is obtained from a 1% tax on the sales of goods. The sale of food for home consumption is exempted from the tax. Additionally, there is also a 2% tax on hotels, restaurants and bars (BBB Tax). Receipts from primary property taxes levied by the City are deposited in the General Fund. No restrictions on usage apply to the primary property tax. State statute limits the annual increase to 2% plus the amount generated by construction. However, this legal restriction has no impact on the City, as the City has only levied 40% of its maximum allowable levy. The 1% portion is designated as General Fund revenue to support activities and services provided by the City government. The City has designated the 2% BBB Tax for enhancements related to beautification, economic development, tourism, arts and sciences, and recreation. (The BBB Tax revenues are shown separately on a following page.) PRIMARY PROPERTY TAX FY: 96-97 97-98 98-99 99-00 00-01 01-02 02-03 AMOUNT $ 2,243,817 2,405,865 2,577,557 2,719,223 2,814,219 2,980,658 3,117,493 % CHANGE 5.2% 7.2% 7.1% 5.5% 3.5% 5.9% 4.6% CITY SALES TAX FY: 96-97 97-98 98-99 99-00 00-01 01-02 02-03 PRIMARY PROPERTY TAX 2.6 2.2 1.4 1.0 97 98 99 00 01 02 03 FISCAL YEAR ACTUAL % CHANGE 6.3% 4.3% 4.6% 11.7% 1.4% 2.6% 3.7% CITY SALES TAX REVENUES 1.8 MILLIONS MILLIONS 3.0 AMOUNT $ 8,339,022 8,694,635 9,093,641 10,153,203 10,298,906 10,564,756 10,960,104 EST ACTUAL BUDGET 11.0 10.0 9.0 8.0 7.0 6.0 5.0 97 98 99 00 01 02 03 FISCAL YEAR Receipts from secondary property taxes are deposited in the Debt Service Fund and can only be used to repay general obligation debt. No annual limitations apply, as this rate is Annual Financial Plan ACTUAL 26 EST ACTUAL BUDGET City of Flagstaff, AZ Listed are the past five years of actual revenues. The estimated receipts for FY 2002 and the budget for FY 2003 are also shown. These numbers are sales tax revenues only; audit assessments and penalty and interest revenues are combined with these numbers on schedule 3. The increase in revenues for FY 2002 was driven by increases in construction and auto sales. Zero percent financing for new auto sales brought the sales figures up to the level experienced two years ago. Construction has enjoyed a strong year with an increase in residential and commercial projects. The revenue projection for FY 2003 anticipates a flattening of auto sales and a general increase of 2% to 3% in the other sectors of the local economy. estimated amount for FY 2003 are also shown. The sales tax revenue projected for FY 2003 reflects an estimated decrease statewide. The state economy suffered with significant tourism decreases as a result of the September 11 disaster. The recovery period is expected to take 18 to 48 months. STATE INCOME TAX (REVENUE SHARING) Legal Authority: Arizona Revised Statutes Section 43 - 244 (B) Description: The City shares in 15.8% of the State income tax collected based on the population of the cities and towns as reported in the 2000 Census. A two-year lag exists between the year of distribution and collection and the reporting year for which the income tax returns are filed. Therefore, little variance is expected between amounts estimated in the budget and actual receipts. Because revenues can be used for any municipal purpose, funds received are deposited in the General Fund to support the services and activities of the general government. STATE SALES TAX Legal Authority: Arizona Revised Statutes Section 42 - 1341 (D) Description: A half-cent (.5%) portion of the fivecent (5%) State Sales Tax collected is divided among the State's cities and towns based on population. These revenues can be used for any municipal purpose and, therefore, are deposited in the General Fund to support activities and services provided by the general government. Listed are the past five years of actual revenues. The estimated receipts for FY 2002 and the budget for FY 2003 are also shown. The League of Arizona Cities and Towns provides the revenue estimates for FY 2003. STATE SALES TAX FY: 96-97 97-98 98-99 99-00 00-01 01-02 02-03 AMOUNT $ 3,845,329 4,061,346 4,353,556 4,785,424 4,919,575 4,127,647 4,121,256 % CHANGE 3.0% 5.6% 7.2% 9.9% 2.8% -16.1% -0.2% STATE INCOME TAX FY: 96-97 97-98 98-99 99-00 00-01 01-02 02-03 STATE SALES TAX AMOUNT 4,170,640 4,725,837 5,489,912 6,062,290 6,432,879 5,516,028 5,607,519 % CHANGE 17.4% 13.3% 16.2% 10.4% 6.1% -14.3% 1.7% 5.5 STATE INCOME TAX 4.5 4.0 3.5 MILLIONS MILLIONS 5.0 3.0 2.5 2.0 97 98 99 00 01 02 03 FISCAL YEAR ACTUAL EST ACTUAL BUDGET 7.0 6.5 6.0 5.5 5.0 4.5 4.0 3.5 3.0 2.5 2.0 97 98 99 00 01 02 03 FISCAL YEAR ACTUAL EST ACTUAL BUDGET Listed are the past five years of actual revenues. The estimated revenues for FY 2002 and the Annual Financial Plan 27 City of Flagstaff, AZ increase in FY 2002 comes mostly from Citizens Utilities. The winter was extremely mild but a substantial increase in natural gas prices resulted in more tax revenue. Conversely, tax revenue from APS was down compared to last year. The revenue projection for FY 2003 shows a moderate increase of 1.9% based primarily on the fact that natural gas prices will not go any higher and could possibly decline during the next year. The FY 2002 reduction is a direct result of the 2000 Census count, which was 10,000 less than previously projected. FY 2003 reflects a slight increase, even though $100,000 has been set aside to meet potential State revenue shortfalls. FRANCHISE TAX Legal Authority: Flagstaff Charter and City Code Article XII APS: Ordinance 360 (expires 8-21-2011) Citizens Utility Co.: Ordinance 1879 (expires 103-2020) US West, MCI, US Sprint, Central Corp, and A T & T: Ordinance 585. The City just has an agreement with Flagstaff Cablevision that expires 12-30-2000. FINES & FORFEITURES Legal Authority: Arizona Revised Statutes, Rules of Criminal Procedure City Code, Title 1, Chapter 15, Section 8 Description: Revenues are derived from a multitude of fines and forfeitures that relate to fines ordered by the court magistrates and administrative charges for Traffic School. Other miscellaneous fees allowed include court reimbursements and court collection fees. Description: A 2% tax from utility companies-Arizona Public Service and Citizens Utilities--is credited to this account. The City also receives a franchise tax from U.S. West Telephone Co., A T & T, Flagstaff Cablevision, MCI, US Sprint, and Central Corp; these entities are currently taxed at 2% except Flagstaff Cablevision that is taxed at 3%. Listed the past five years of actual revenues. The estimated receipts for FY 2002 and the budget for FY 2003 are also shown. The increase in FY 03 is due to the revision of fines charged through the Court. FRANCHISE FY: 96-97 97-98 98-99 99-00 00-01 01-02 02-03 FINES & FORFEITURES AMOUNT $ 1,358,282 1,512,456 1,560,789 1,505,710 1,690,043 1,770,735 1,803,748 % CHANGE 2.4% 11.4% 3.2% -3.5% 12.2% 4.8% 1.9% FY: 96-97 97-98 98-99 99-00 00-01 01-02 02-03 % CHANGE 1.7% 0.2% 6.9% -6.0% 11.9% 2.1% 18.5% 950 THOUSANDS 1.6 MILLIONS AMOUNT 782,451 783,854 838,306 788,233 882,019 900,574 1,067,125 FINES & FORFEITURES FRANCHISE TAX 1.4 1.2 1.0 0.8 $ 97 98 99 00 01 02 800 650 500 350 03 FISCAL YEAR ACTUAL EST ACTUAL 97 98 99 00 01 02 03 FISCAL YEAR BUDGET ACTUAL EST ACTUAL BUDGET Listed are the past five years of actual revenues. The estimated receipts for FY 2002 and the budget for FY 2003 are also shown. The Annual Financial Plan 28 City of Flagstaff, AZ Description: An additional city sales tax of 2% is charged on the services of hotels, restaurants and bars. The City has designated all of these revenues for the purposes of enhancing beautification, tourism, economic development, recreation, and arts & sciences. AUTO IN LIEU TAX Legal Authority: Arizona Revised Statutes Section 28 - 1591 (c) Description: Twenty-five (25) percent of the net receipts from vehicle licensing collected by the State is returned to the cities and towns of licensing origin. The distribution is based on population in proportion to total population in incorporated areas. This revenue source can be used for any municipal purpose; therefore, revenues are deposited in the General Fund to support services and activities of the general government. Listed are the past five years of actual revenues. The estimated receipts for FY 2002 and the budget for FY 2003 are also shown. The BBB Revenue projection for FY 2003 reflects a moderate increase of 2.5%. BBB FY: 96-97 97-98 98-99 99-00 00-01 01-02 02-03 Listed are the past five years of actual revenues. The estimated receipts for FY 2002 and the budget for FY 2003 are also shown. Revenues decreased in FY 2002 due to the State of Arizona reapportioning revenue to Yavapai County for citizens in Sedona previously counted in Coconino County. A three-year retroactive repayment plan has been initiated. % CHANGE 5.0% 1.7% 6.0% 3.1% 2.8% 0.3% 2.5% BED, BOARD & BOOZE TAX AUTO IN LIEU TAX 4.0 AMOUNT $ 1,504,060 1,533,501 1,847,142 1,902,188 1,913,662 1,755,969 1,791,089 % CHANGE 10.9% 2.0% 20.5% 3.0% 0.6% -8.2% 2.0% MILLIONS FY: 96-97 97-98 98-99 99-00 00-01 01-02 02-03 AMOUNT $ 3,280,112 3,335,957 3,536,803 3,644,822 3,747,821 3,760,280 3,854,287 3.5 3.0 2.5 2.0 97 98 99 00 01 02 03 FISCAL YEAR ACTUAL AUTO IN LIEU TAX EST ACTUAL BUDGET 2,000 THOUSANDS 1,800 STREET FUND 1,600 1,400 HIGHWAY USER TAX 1,200 1,000 Legal Authority: Arizona Revised Statutes Section 28 - 1598 (B.4), (For method of distribution see ARS 28-1598 (D.3) 800 600 97 98 99 00 01 02 03 FISCAL YEAR ACTUAL EST ACTUAL Description: The proceeds from the State-shared motor vehicle fuel tax (currently 16 cents per gallon, of which cities and towns share in 13 cents per gallon) are distributed by the State to cities and towns by a compromise formula. Fifty percent of the distribution is based on point of origin for the sale of gasoline. The remaining fifty percent is based on population in proportion to total population for incorporated towns and cities. BUDGET BED, BOARD & BOOZE TAX Legal Authority: Ordinance 1902, Approved by voters March 1996, extended by vote to March 31, 2013. Annual Financial Plan 29 City of Flagstaff, AZ distribution to the Cities in FY 1998. The State lottery dollars are capped. Decreases reflect population changes due to census enumeration. Listed are the past five years of actual revenues. The estimated receipts for FY 2002 and the budget for FY 2003 are also shown. The significant increase in FY 1999 revenues represents an adjustment for gallons that were reported in Maricopa County that should have been in Coconino County. The slight decrease of FY 2002 revenue reflects census population numbers. These revenues were not as severely impacted as other shared revenues due to local strong sales of gasoline that is a significant factor in revenue distribution. LTAF FY: 96-97 97-98 98-99 99-00 00-01 01-02 02-03 HURF AMOUNT $ 5,852,957 5,371,446 6,717,419 6,800,000 7,969,703 7,771,543 7,965,832 AMOUNT 366,453 394,318 367,911 365,744 360,806 360,873 315,026 % CHANGE -1.4% 7.6% -6.7% -0.6% -1.4% 0.0% -12.7% LTAF (LOTTERY) % CHANGE 3.7% -8.2% 25.1% 1.2% 17.2% -2.5% 2.5% THOUSANDS FY: 96-97 97-98 98-99 99-00 00-01 01-02 02-03 $ 375 350 325 300 97 98 99 00 01 02 03 FISCAL YEAR HIGHWAY USER TAX ACTUAL 7.0 EST ACTUAL BUDGET MILLIONS 6.5 6.0 5.5 ENTERPRISE FUNDS 5.0 4.5 97 98 99 00 01 02 WATER SALES 03 FISCAL YEAR ACTUAL EST ACTUAL Legal Authority: City Code, Title 7, Chapter 3, Section 11 BUDGET Description: The principal revenue for operating and managing the City's water system is derived from rates and charges for water services. Monthly water bills consist of a base charge for the amount of water consumed with an inverted rate structure for consumption levels above the base amount so as to encourage water conservation practices. The rates for each customer class are reviewed annually to assure adequate user charges; proposed rate changes effectuate in January. LOCAL TRANSPORTATION ASSISTANCE Legal Authority: Arizona Revised Statutes Sections 5 - 522, 40 - 1101, and 40 - 1102 Description: A portion of the lottery monies is distributed to cities and towns. Distribution is based on the population of a city as compared to the total populations of all the cities and towns. These funds must be used for transportation systems including street and highway projects and transit programs. Listed are the past five years of actual revenues. The estimated receipts for FY 2002 and the budget for FY 2003 are also shown. The revenue estimates reflect a 2% factor due to population and consumption changes. The flat revenues between FY 1997 and 1999 reflect a reduction in the consumption per household. New building code requirements for low flow fixtures and the City’s toilet rebate programs are contributing Listed below are the past five years of actual revenues. The estimated receipts for FY 2002 and the budget for FY 2003 are also shown. The City is eligible for monies from the Powerball Lottery game; however, this program has only reached the revenue thresholds that resulted in Annual Financial Plan 30 City of Flagstaff, AZ factors to this decline. The estimated decrease in FY 2002 is for the possibility of water restrictions due to drought year. No rate increase is projected in FY 2003. WASTEWATER FY: 96-97 97-98 98-99 99-00 00-01 01-02 02-03 WATER AMOUNT $ 9,187,263 9,103,817 9,029,173 9,615,169 10,109,691 9,798,700 9,994,700 % CHANGE 11.2% -0.9% -0.8% 6.5% 5.1% -3.1% 2.0% 6.0 WATER SALES MILLIONS 11.0 10.0 WASTEWATER (SEWER) CHARGES 5.0 4.5 4.0 3.5 3.0 9.0 97 8.0 ACTUAL 97 98 99 00 01 02 99 00 01 02 03 EST ACTUAL EST ACTUAL BUDGET 03 FISCAL YEAR ACTUAL 98 FISCAL YEAR 7.0 6.0 % CHANGE 5.5% 0.6% -0.4% -0.6% 3.0% -1.1% 2.4% 5.5 MILLIONS FY: 96-97 97-98 98-99 99-00 00-01 01-02 02-03 AMOUNT $ 5,758,886 5,792,175 5,766,360 5,734,389 5,908,022 5,843,700 5,985,600 ENVIRONMENTAL SERVICES BUDGET Legal Authority: City Code, Title 7, Chapter 4, Sections 8-9 Description: Environmental Services disposal service revenue is comprised of solid waste collection charges, hoist and haul fees, landfill dumping charges, inert materials landfill fees and residential and commercial recycling. Service charges for residential and commercial customers are based on size of container and frequency of pickup. Hoist and haul is based on a cost per pull plus tonnage. Receipts from fees charged for dumping at the City Landfill are based on tonnage. WASTEWATER SERVICE CHARGES Legal Authority: City Code, Title 7, Chapter 2, Section 39 Description: The principal revenue for operating and managing the City's wastewater system is derived from revenues generated from wastewater (sewer) rates and user charges. Both residential and commercial customers are charged on the basis of water consumption. Residential customer charges are based on average water consumption for the proceeding winter months (Dec-Mar). All other customers are billed based on actual monthly water usage unless they can measurably separate which quantity of water does not reach the wastewater system. Listed are the past five years of actual revenues. The estimated receipts for FY 2002 and the budget for FY 2003 are also shown. The increase in revenues since FY 2002 is due to residential and commercial programs budgeting internal tonnage charges for commercial and residential programs. Listed are the past five years of actual revenues. The estimated receipts for FY 2002 and the budget for FY 2003 are also shown. The slight decrease in the estimated FY 2002 is due to the possibility of water restrictions. The revenue projections include a 2.4% factor due to population and consumption changes. Annual Financial Plan 31 City of Flagstaff, AZ ENVIRONMENTAL SERVICES FY: 96-97 97-98 98-99 99-00 00-01 01-02 02-03 AMOUNT $ 4,947,295 4,873,311 6,541,169 6,409,920 5,144,988 6,049,757 6,195,509 AIRPORT FY: 96-97 97-98 98-99 99-00 00-01 01-02 02-03 % CHANGE 65.0% -1.5% 34.2% -2.0% -19.7% 17.6% 2.4% 7.0 900 6.0 800 5.0 4.0 3.0 2.0 1.0 97 98 99 00 01 02 EST ACTUAL % CHANGE 6.6% 10.5% 0.1% 3.2% -2.3% 0.3% -0.5% 700 600 500 400 03 FISCAL YEAR ACTUAL AMOUNT 717,878 792,914 793,694 819,403 800,496 802,832 799,214 AIRPORT REVENUES THOUSANDS MILLIONS ENVIRONMENTAL SERVICES REVENUES $ 97 98 99 00 01 02 03 FISCAL YEAR BUDGET ACTUAL AIRPORT EST ACTUAL BUDGET CAPITAL BUDGET Legal Authority: City Code, Title 8, Chapter 6, Sections 1-8 RELATIONSHIP BETWEEN OPERATING AND CAPITAL BUDGET Description: Airport revenue is derived from the rental of airplane hangars, tiedowns, tiedowns with electricity, and shades rented to various individuals and vendors. Landing fees are charged at a rate of $1.05/1,000 pounds based on gross certificate landing weight of aircraft. Rental revenue from terminal rent consists of space, concession and advertising fees. Revenues are collected from the sale and storage of aviation fuel. A $3 PFC charge is collected from the ticket sales of passengers embarking from Pulliam. The Five-Year Capital Improvement Plan (multiyear, long-range study of construction and/or acquisition of high cost items with an extended useful life) is prepared separately from the Annual Budget and Financial Plan (focus on municipal service delivery programs which generally are of an on-going nature), however, the two processes are interrelated. The operations and maintenance of major capital facilities and infrastructure can significantly impact the operating budget and, must be considered prior to approval and commencement of acquisition of a particular capital asset. In the capital improvement plan for the City, various components have greater impact on the operating budget than other elements and, may even override operating budget constraints, e.g., mandatory environmental regulatory compliance. Listed are the past five years of actual revenues. The estimated receipts for FY 2002 and the budget for FY 2003 are also shown. Projected revenues for FY 2003 reflect a .5% decrease. The decrease is due to uncertainties related to September 11th and current economy. The Water and Wastewater Enterprise Fund's revenue structure is sufficient to meet existing and future impacts of capital, operating requirements Annual Financial Plan 32 City of Flagstaff, AZ Planning in one or two-year increments has proven to be inadequate because of the complexity of projects and the public input process, as well as the design time needed for engineering plans, specifications, and right-of-way acquisition. including environmental sanctions and debt. Proposed, as well as existing, debt service is included because the changes in debt service requirements must be built into the rate models in determining what, if any, rate increases are required each year. The rate model was updated in 2002 and no increases in revenues are required based on information and system demands known today. An additional customer class was added to the wastewater rate structure and capacity charges will be increased over time. Typically, the development of the Capital Improvement Plan requires coordination between the budget function and engineering because of the impact of constructed capital projects on the operating budget. For example, bond funds might be used to construct a branch library. However, once construction is completed, the library must be staffed, utility bills must be paid, and the facility must be cleaned and maintained. Therefore, an effective capital improvement plan should always be viewed in context of its impact on the operating budget. The Highway User Revenue Fund designates a portion of State distributions to the pavement maintenance program. The program is important in order to keep roadways in good condition and not allow significant deterioration. An additional component of the maintenance program is funding for ADA compliance for curb cuts, curb returns, and deteriorating sidewalks. The major impact on street maintenance is the addition of roads from private development. The Streets division has maintained level staffing through the investment in new, more efficient equipment. What does a CIP provide? • Cash management capabilities. The dollars expended on Capital Improvement Plans in jurisdictions experiencing substantial growth or revitalization will often comprise 40% or more of the total budget. By reviewing the sources and uses of funds on a project basis and within the context of the entire CIP, as well as the related cash flows, a jurisdiction can maximize its investment earnings. BBB projects will have a significant impact on operating budget requirements. Streetscaping and FUTS trail maintenance will require an ongoing level of effort to maintain landscaping. Greater consideration is being given to design and maintenance requirements for future streetscaping projects to keep maintenance costs as low as possible. The planned completion of several parks projects constructed in conjunction with the Parks and Recreation bond program require a major increase in the Parks maintenance budget. City Council has determined that any increased maintenance costs associated with the bond projects will be paid for from BBB funds. Staff has balanced construction maintenance responsibilities and funding sources in the Parks and Recreation Bond program. • Debt management. A CIP allows a jurisdiction to plan the financing requirements and the debt repayment schedule to allow for current and future needs relative to debt service capacity. • Expenditure controls. Funds are expended as they were intended to be spent. The appropriations figure becomes the project management budgets. It is typical for most jurisdictions in their process to budget a 15% to 20% overhead factor to cover engineering and design costs as well as to provide for contingencies. CAPITAL IMPROVEMENT PLAN What is a Capital Improvement Plan? • Budgetary controls. Operating cash flow projections on a project basis serves as a check and balance on a project's progress both in terms of the time schedule and expenditures to date compared with percentage completion. A Capital Improvement Plan is a multi-year, long-range study of the construction and/or the acquisition of high cost assets that have an extended useful life usually greater than five years. A long-range plan is needed because of the lead times required to adequately finance, design and/or plan, budget, and implement construction or acquisition of the capital project needs of a community. Annual Financial Plan • Minimize disruption to citizens. By looking at the overall impact of the proposed CIP in any given year, the disruption of services or inconvenience imposed by construction activity in a locale can be kept to a minimum. For example, citizen complaints can be minimized by not 33 City of Flagstaff, AZ streets and related infrastructure. These include an annual maintenance program of chip seal and overlay to extend the useful life of the existing street system; a streets/arterial improvement program to bring streets into current standards or widen to meet existing and anticipated traffic flow patterns; and capital projects including the completion of Butler/Enterprise reconstruction, Sunnyside street improvements Soliere Avenue extension to Fourth Street, the widening of Country Club, various Safe to School projects and the start of the Eastgateway road projects. There are a total of 20 Streets Transportation projects scheduled at a budgeted cost of $24.7 million. HURF funds $8.5 million, Transportation Tax grants are $8.2 million and the balance of $7 million is generally supplied from fund balance carryforwards. scheduling the chip sealing of a major arterial street concurrently with ongoing construction on immediately adjacent streets. Additionally, a comprehensive review of multiple projects to ensure adequate coordination can minimize multiple disruptions in a given area. FY 2003 CAPITAL IMPROVEMENT PLAN The City budget for FY 2003 includes 140 capital improvement projects totaling $63.9 million. This amount includes $25.3 million in carryover items that have been budgeted. Project funding is comprised of the following: $5.5 million in grants primarily for airport improvements, affordable housing, street construction, beautification projects and parks construction; $12.3 million in existing general obligation (G.O.) bonds primarily for Fourth Street overpass and water and wastewater improvements; $31.4 million in operating funds that include street maintenance and improvements, flood control, land acquisition, FUTS and Streetscapes and water and wastewater improvements. The Transportation fund was formed in FY 2001 due to voter approval of four transportation issues. A new CIP division was formed in FY 2002 that is responsible for the implementation and followthrough of these voter approved projects. BBB Funds Projects include Beautification, Tourism and Recreation funding. These projects include Route 66 landscaping, a contribution to ADOT for traffic interchange landscaping, FUTS trails, and major expansion of fields at both City and school district. This year Federal and State grants will provide funding of $778,172. Thirty-four projects are scheduled for FY 2003. (See CIP Section for project listing). A separate Capital Budget and Capital Improvement Plan (Five-Year) will be prepared from the Annual Budget biannually. Detail project descriptions including location, justification, planning document references, operating impact, and funding and expenditure data are provided for all funded projects. General Government Twenty-eight projects are scheduled for FY 2003 for a total of $9.6 million. Operating funds will include financing for flood control, facility needs/land acquisition, ADA compliance in city facilities, and environmental remediation at city facilities. Total operating funds are $7.8 million. Federal and State grants fund $785,000 of the projects that include street construction, pond improvements and affordable housing. Of the 28 approved projects, two are being held pending the completion of the Department of justice, Americans with Disabilities Act retrofits. The two held projects total $165,023 and are noted on Schedule 9 in the Financial Summaries section. Should the City be brought into compliance without using all of the set aside dollars, the funding will be returned to the divisions to complete the projects originally proposed. (See CIP Section for project listing). Utilities Wastewater projects include replacement of sewer lines and replacement of bio tower media at the wastewater treatment plant. Water production efforts include a budget of $1.6 million for Phase 2 to replace and upgrade infrastructure in the Sunnyside neighborhood and $4.1 million for modifications to the filter at the treatment plant. The Utilities fund has set aside funds in both water and wastewater for potential system optimizing improvements; these may include additional automation systems. The Five-Year CIP also includes three replacement and upgrade projects to the water distribution system. Twenty-three water projects and 14 wastewater projects are scheduled for FY 2003. (See CIP Section for project listing). Airport Fund Eight projects are scheduled for and the program focus is on expansion of airside infrastructure. The major project is the completion of the north parallel taxiway although investment in private hangars and rental car clearup pending alternative financing mechanisms. State and Streets/Transportation The City currently has 211 miles of paved streets, as well as an additional ten miles of alleys and unpaved streets. Three major programs are funded in the CIP for the City’s Annual Financial Plan 34 City of Flagstaff, AZ Federal grants fund $4.2 million of the program. Proceeds from the sale of airpark property will be used to match State grants. (See CIP Section for project listing). DEBT DEBT CAPACITY Flagstaff continues to experience steady, yet moderate increases in assessed valuations. The City's legal debt margin, shown below, demonstrates adequate capacity to complete the capital improvements planned for the next five years. Water and Wastewater has a remaining authorization of $6.8 million. The City expects to issue the full amount in FY 2003. The issuance can be either G.O. Bonds or Revenue Bonds. There is an additional $1.1 million in GO Bond Authorization for park construction. The City issued $3.1 million in FY 2003. It is not anticipated to issue the balance. Environmental Services Fund The Five-Year CIP for landfill operations provides for the expansion of the existing landfill site to extend its useful life from 12 years to 50 years. This year’s CIP includes setting aside money for landfill closure and completion of the hazardous material facility. Thirteen projects are scheduled for FY 2003. (See CIP Section for project listing). CAPITAL PLAN IMPLICATIONS For a community to continue to grow and prosper, capital improvement needs must be balanced with the burden placed on its citizens to fund them. Therefore, the capital improvement program is evaluated in terms of its impact on a variety of factors such as property taxes, utility rates, and entering into other long-term commitments, i.e., affordability factors. General Obligation Debt July 1, 2002 20% Limitation (Water, Sewer, Lighting, Open Space, and Recreation Purpose Bonds) Property Tax: Servicing general obligation debt over the previous five years is shown in the Community Profile section. The table shows that debt as a percentage of assessed valuation has not fluctuated significantly and per capita debt has actually declined. Utility Rate Structure: The Utility Rate Analysis, updated in the Spring of 2002, provides for major capital improvements, additional bond funding, and increased operating costs. No rate increase is recommended to meet these demands. $ 429,030,400 Allowable 20% Debt 85,806,080 20% Debt Outstanding ( 28,498,221) Available Debt Margin $ 57,307,859 6% Limitation (All Other General Obligation Bonds) Assessed Valuation $ 429,030,400 Allowable 6% Debt BBB Sales Taxes: The voters approved a 2% BBB tax in 1988 with a ten-year sunset provision and renewed the tax an additional fifteen years in March 1996. Capital projects currently underway include streetscaping along corridors, and the FUTS (Flagstaff Urban Trail System), and numerous parks and recreation projects. 25,741,824 ( 5,560,000 ) 6% Debt Outstanding Available Debt Margin $ 20,181,824 CURRENT DEBT POSITION The City's underlying bond rating for general obligation bonds is presently "A+" by Standard & Poor's Corporation and "Aa3" by Moody's Investor Services representing an upgrade from A1. In assigning a rating to bond issuance, the rating agencies analyze several factors to determine an entity's ability to repay its debt. Some of these factors are described in the following text. Transportation Taxes: On May 16, 2000, the voters also approved a 0.51% transportation tax for twenty years that supports four major transportation issues. The four major areas undertaken are: the 4th Street Overpass; Safe to School/Pedestrian/Bike; Traffic Flow and Safety Improvements; and Transit Service Enhancements. Annual Financial Plan Assessed Valuation Economic factors reviewed include measures of growth such as: population and housing demographics; employment base; unemployment rate; competitiveness of services provided by the 35 City of Flagstaff, AZ million. Under current state statutes, the City's General Obligation bonded debt issuances are subject to a legal limitation based on 6% of assessed valuation of real property for general purposes, e.g., buildings, land acquisition, street and highway construction and a limitation of 20% on assessed valuation of real property for public works projects, e.g., water, sewer, sanitation, parks, and open space. At the start of the fiscal year, July 1, 2002, the City's 20% general obligation debt of $28,498,221 is well below the legal limit of $85,806,080. The City's 6% general obligation debt of $5,560,000 is also well below the legal limit of $25,721,824. The following table illustrates the total actual indebtedness through the life for all currently outstanding debt. governmental entity with surrounding jurisdictions; and vulnerability to revenue streams dependent on economy, e.g., sales taxes and delinquency rates on property tax collections. The City is well positioned because of its location and the diversity of its economic base. Financial performance factors focus on the entity's ability to maintain a balanced budget regardless of economic circumstances. Ongoing expenditures should be supported by recurring revenue streams without reliance on one-time revenue sources, e.g., asset seizure funds or fund balance. Maintaining a fund balance of 10% of budgeted appropriations is indicative of sound financial management practices. Debt factors analyzed include indebtedness trends, debt history, current debt burden, and debt repayment schedules. The economic feasibility and need for projects financed with debt are also evaluated, as there is a correlation between perceived benefit received and ability or willingness to repay debt. The history of past voter-approved bond authorizations is evaluated as an indicator of taxpayer willingness to repay debt, as well as the amount of overlapping debt imposed on the taxpayer. Development of a long-range capital improvement plan is a primary method of planning for future debt needs and is a meaningful way of demonstrating budgetary and fiscal controls. Schedule of Bonded Indebtedness-Current Debt Only FY 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Principal $ 5,928,457 6,348,645 6,360,179 5,336,072 5,997,399 5,460,981 5,589,023 4,432,475 4,601,352 4,879,665 2,735,000 905,000 420,000 440,000 $ 59,434,248 Administrative factors reviewed include the professionalism of the administration relative to budgetary policies and practices, financial reporting and results of independent audit, and effective management practices. Debt limitations, tax rate and levy limitations and unused debt margins are also assessed. Focus on management capabilities includes personnel turnover, labor relations, and legal and political constraints evident in the organizational structure. Finally, assessment procedures are reviewed and property valuations are trended and analyzed. Interest $ 2,902,504 2,622,817 2,355,283 1,921,228 2,068,570 1,426,300 1,150,683 908,340 685,114 450,495 208,589 83,838 40,850 20,900 $ 16,845,511 Total $ 8,830,961 8,971,462 8,715,462 7,257,300 8,065,969 6,887,281 6,739,706 5,340,815 5,286,466 5,330,160 2,943,589 988,838 460,850 460,900 $ 76,279,759 Quality of Life factors include the physical, environmental, and social/cultural amenities of a community, which enhance the desirability as a place to live and thereby add to the valuation of the tax base. DEBT SERVICE At July 1, 2002, the total actual indebtedness is $59.4 million and proposed outstanding indebtedness of the City is $69.2 million. FY 2002 annual debt payments are projected to be $9.7 Annual Financial Plan 36 City of Flagstaff, AZ POLICIES AND PROCEDURES The City's sales tax is used to meet the general operating needs of the City. An additional two cents ($.02) BBB tax has been levied on lodging, restaurant, and bar services. This latter tax has been designated for enhancing the quality of life through Beautification projects, Economic Development, Tourism efforts, Arts & Science contributions, and Recreation projects. FISCAL POLICIES A five-year Capital Improvement Plan is updated annually and includes anticipated funding sources. The City's accounting records for General Government operations (General, Special Revenue, Debt Service and Capital Projects Funds) are maintained on a basis consistent with Generally Accepted Accounting Principles (GAAP) with measurable revenues recorded when they become available to finance expenditures in the current fiscal year. "Available" is defined as collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period. Expenditures, other than principal and interest on debt, are recognized in the accounting period in which the liability arises. State statute allows for encumbrances to be recognized for a 60-day period following the end of the prior fiscal year as uses of prior year appropriations. To ensure that appropriations do not lapse, departments are directed to rebudget for all items that are expected to be delivered after June 30. The City has dedicated ($.0051) sales tax for transportation purposes, which increased to $.00574 in September 2001. The City's goal is to maintain a minimum general fund balance of 15%. The budgeted fund balance for FY 2003 is at 16.8%. Current revenues will be sufficient to support current operations. Grant funds are considered to leverage City funds. Inconsistent and/or fluctuating grants should not be used to fund ongoing programs. ENTERPRISE FUNDS The City has a policy of utilizing a systematic methodology to determine the rate increase in water and wastewater charges and fees based on the philosophy of "cost-of-service." All Utilities Fund and Environmental Services Fund operations are managed on the basis that they must be self-sustaining operations. The rate models include all capital costs and routine maintenance items. Analyses of both the water and sewer rate model and sanitation requirements were prepared this year. The water and sewer model currently indicates minor modifications in rate classes and a special review of capacity fees concluded increases should be implemented. The five-year Environmental Services analysis indicated the rate increases are warranted. Uncertainty with regards to the transfer of the tonnage to other landfills continues to place a significant impact on all costs in the Environmental Service Fund. Rates will continue to be examined annually for possible increase over the next five years. As a matter of policy, the City will raise the landfill fee to an amount higher than the tipping fee at the Material Recovery Facility (MRF) to encourage recycling. For the Enterprise Funds, the annual budget is prepared on a basis that differs from GAAP because state law requires capital purchases and debt service payments to be budgeted as expenses, and bond proceeds and grants that are to be utilized are to be budgeted as revenues. The capitalization limit was increased to $5,000 from $1,000 effective FY 2002. The change is retroactive and the fixed asset journal will be appropriately updated. As a matter of general policy, the City of Flagstaff attempts to realize the following goals and objectives: GENERAL The City maintains a moderate property tax rate. The secondary property tax rate relates directly to voter-approved debt. General Obligation (G.O.) debt, supported by property tax revenues, may change based on one or both of the following factors: 1) assessed valuation; or 2) property tax rate changes commensurate with community consensus. Additionally, debt service requirements are repaid through a specified revenue stream whenever possible, e.g., water and sewer G.O. bond debt service requirements are built into utility rate structure. Annual Financial Plan An Environmental Services reserve will be determined and evaluated annually to provide funding for costs of landfill closure. 37 City of Flagstaff, AZ o Preparing an Official Statement on all bond offerings and notes, including Certificates of Participation. o Maintaining good relations with its financial advisor, bond rating agencies and insurance carriers, and providing full and open disclosure on all financial reports and prospectuses. The City's goal is to maintain enterprise fund balances in excess of 5% due to the fluctuations of usage not in the control of the departments. REAL ESTATE PROCEEDS FUND The disposition of funds from real estate proceeds is governed by ordinance. Proceeds from the sale of real property assets will only be used for costs of acquisition or sale of real property. Proceeds shall be reinvested in like kind assets upon use, i.e., affordable housing property reinvested in affordable housing ventures. DEBT MANAGEMENT The City will not pledge General Fund taxing authority to secure long-term debt except when marketability can be significantly enhanced. DEBT PERFORMANCE At least 25% of capital outlay (including capital equipment acquisition) will be funded on a pay-asyou go basis. The City will fund on a pay-as-yougo basis as much as possible rather than using debt financing. To ensure that the City's debt position and bond ratings remain favorable, the City's borrowing program strives to meet the following general debt performance goals: • • • A feasibility analysis will be undertaken in-house for proposed long-term financing to determine current and future budgetary impact and reliability of revenue stream to support both debt service requirements and operations. Council will review the financing program annually. The City will limit long-term debt to only those capital improvements that cannot be financed from current revenues. The terms of repayment for any debt will not exceed the estimated useful life of the project or asset acquired nor will debt be used for recurring expenditures normally considered operational and maintenance expenditures. Minimize the impact of debt obligation on the general taxpayer, by: Financing will not exceed the useful life of the infrastructure improvement. Debt financing will be on a competitive basis. Private placements (negotiated financing) may be used when the market is highly volatile or the debt structure is highly unusual and complex as to financing structure or security structure. o Using Special Improvement Districts (SID), revenue bonds (street projects), or user charges (water and sewer bonds) whenever possible. o Determining if BBB funds (Beautification, Economic Development, Tourism, Recreation, and Arts & Science) should underwrite all or part of a proposed project. o Creating sinking funds when possible to provide for expansion or replacement of capital items. o Seeking out grant support to the maximum extent possible as well as other lower interest debt options such as state revolving loan funds or redevelopment district designation. o Collaborating with the city’s financial advisors to structure debt in such a way the debt load is explicitly related to the operating budget and the ability to handle debt will not impair operating needs. General obligation debt load will not exceed 15% to 20% of the operating budget and debt expenditures to allow sufficient resources to meet ongoing needs without placing an undue burden on the taxpayer. Annual Financial Plan Debt schedules will be prepared and included in the Annual Budget and Financial Plan (budget document) as well as the Five-Year Capital Improvement Plan with an annual update. The City will diligently monitor compliance with all bond covenants as well as strict adherence to federal arbitrage regulations. FUND BALANCES AND RESERVES The City will strive to maintain fund balances of at least fifteen percent (15%) in the General Fund and ten percent (10%) in the Utilities Fund. Five percent (5%) is considered the minimum level necessary to maintain the City's credit worthiness (bond rating). However, a more stringent level is recommended so as to provide for: • 38 Economic uncertainties City of Flagstaff, AZ • • • Governmental funds, Fiduciary funds. Assurance against vagaries and uncertainties in the bond market Cash flow requirements (60 days operating revenues) Adequate contingencies funds and Governmental funds are typically those that account for the tax supported activity within the City. Within governmental funds, the subclassifications utilized by the City are: A Landfill Sinking Fund has been established to provide for future closure and environmental regulation requirements and equipment needs. For closure costs, amounts are legally designated for future construction needs in order to insure financial compliance. Current estimates are more than $13 million. The landfill rates include an allocation to the sinking fund. • • EXPENDITURE LIMITATION CONTROL The State of Arizona provides for several options regarding expenditure control limitations. State statute determines the allowable expenditure limits for each municipality. There can be a onetime adjustment, a permanent adjustment, or charter cities have a homerule option. The City operates under the state expenditure limitation rather than the home rule option allowed to Arizona municipalities, which requires voter approval every four years. The City has a onetime permanent adjustment to the base as a result of the BBB tax approved by voters in FY 88, which allows the City to increase the expenditure level base by the amount of the additional revenues generated by the tax. • • Expenditure Limitation is presented as the basis of accounting presented by the uniform expenditure reporting system, which excludes expenditures of certain revenues specified in the Arizona Constitution. General Fund - The chief operating fund that accounts for all activity not accounted for somewhere else. The General Fund currently encompasses the activities of General Administration, Management Services, Community Development, Public Safety, and Non-Departmental expenditures. Special Revenue Funds – Accounts for certain revenue sources that are set-aside for a specific purpose. Special Revenue Funds currently in existence are the Library, Highway User Revenue, Transportation, Beautification, Economic Development, Tourism, Art’s and Sciences, BBB Recreation, Real Estate Proceeds, Community Redevelopment, and Metropolitan Planning Organization. Debt Service Funds – Established to set aside the resources needed to meet current and future debt service requirements on general long-term debt. The City has established the General Obligation Bond Fund, the Secondary Property Tax Fund, and the Special Assessment Fund in this category. Capital Projects Fund – Established to separately reflect major capital acquisitions and/or construction from other ongoing operating activity. The City of Flagstaff has established a General Fund Capital Project Fund. Proprietary funds are used to account for those activities that are expected to be self-supporting through user fees in whole or in part. Proprietary funds encompass Enterprise funds. BUDGET POLICIES The accounting and budgeting systems for the City are in accordance with Generally Accepted Accounting Principles (GAAP) format, with minimal variances between the two systems. The different bases of accounting between the accounting and budgeting systems occur when there is a timing difference in when a transaction is recognized. GAAP variances that currently exist include recognizing depreciation expense, compensated absences, capitalizing interest, and sales tax receipts accrual. • The City will utilize a number of different fund types to segregate the financial activity within the City either due to regulatory reasons or as designated internally. The fund classifications are Annual Financial Plan Proprietary 39 Enterprise Funds – May be utilized for any activity in which a fee is charged. An Enterprise Fund is required to be utilized if the debt is backed solely by fees or charges, if there is a legal requirement to recover cost through fees and charges, or there is a policy decision to recover cost. The City has three Enterprise Funds in the form of Utilities (Waste and Wastewater), Airport, and Environmental Services. The FY 2003 budget includes a new fund for Stormwater Utility. City of Flagstaff, AZ Fiduciary funds are used when the City holds resources while acting as an agent for a party outside the government. The sole fiduciary fund the City holds is the Firemen’s Pension Trust Fund CONTRIBUTIONS TO ART IN PUBLIC PLACES Art in Public Places has been funded through a general fund contribution of eligible capital projects. In addition, an art component may be incorporated in capital improvement designs. The Arts & Science Commission also appropriates an annual amount towards this effort. Budgetary control accounts are maintained in the general ledger system at a line item level to track estimated revenues, appropriations, and encumbrances. OPERATING BUDGET IMPACT The Comprehensive Annual Financial Report (CAFR) Statement of Revenue, Expenditures, and Changes in Fund Balance - Budget to Actual reflects how well the City met its budget plan. The impact of capital improvements on the respective fund operating budgets is required for all capital projects. Costs are developed for firstyear start-up costs as well as an annual operating cost estimate. For Enterprise Fund capital projects, debt service requirements are included in the rate projections. Please see the project descriptions in the Capital Improvements section for a complete list projects and the impacts. REVENUE DISTRIBUTION • • • • • Highway Users Revenue Funds (HURF) will be used to fund a portion of the Annual Streets Maintenance Program (overlay, chip seal, reconstruction) at a level of effort that will strive to maintain the streets system based on availability of funding. A portion of HURF funds will also be appropriated each year for street and sidewalk improvements, streetlights, and Americans Disability Act (ADA) compliance. Local Transportation Assistance Funds (LTAF) will be used to fund a portion of the annual streets maintenance program. Debt service requirements for G. O. Water and Sewer bonds will be built into the respective rate models so that sufficient revenues are generated from user charges to cover annual debt service. BBB Funds are restricted to Beautification, Economic Development, Tourism, Arts & Science, and Recreation projects. The Beautification Fund will finance major beautification projects including an urban trail system, bikeways, pocket parks, streetscaping, rehabilitation, area redevelopment enhancements, and related maintenance expenditures. As determined at the April 1996 Council retreat, funds for recreation will serve to improve, maintain, and enhance park facilities. Annual funding for Economic Development opportunities, $125,000 and Open Space $150,000 shall be allocated on a priority basis from excess revenues over expenditures. Annual Financial Plan Balanced revenue and expenditure forecasts will be prepared to examine the City's ability to absorb operating costs due to possible changes in the economy, service demands and capital improvements. The forecast will encompass five years and will be updated annually. An analysis of impact on cost-of-service will also be undertaken by the City staff to determine if any changes to fees and charges should be recommended to Council. MINIMUM LEVELS INVESTMENT OF CAPITAL The Street Improvement Program will commit $1.5 million for annual capital maintenance of the street system. In addition, $100,000 will be allocated for ADA compliance in the street system. The Water and Sewer system will undertake sufficient capital improvements considered routine operations and maintenance to prevent system degradation. Additionally, the inner basin waterline will be charged out over a 20-year period. Sinking funds have been established for future landfill closure costs. Currently, it is estimated that $13 million will be needed over 30 years starting in the year of closure to finance the closure and environmental regulatory compliance costs for the landfill. Landfill requirements are built into the Environmental Services rate structure. 40 City of Flagstaff, AZ performance metrics. During the pilot program compensation, training, and skill blocks will be fully developed for implementation. ISSUES AND UPDATES PERSONAL SERVICE COSTS Skill based pay is a means to increase productivity and efficiency through use of technology and a multiple-skilled workforce and to compensate employees for the increased value they bring to the job due to their knowledge and skills that are currently out side their specialty. Under this program compensation is tied to the technical level which has been associated with skill blocks. This system supports the development, sustainment and compensation of a flexible workforce. PAY PLAN The FY 2003 budget includes a market adjustment of 5% to the City’s pay plan for classified employees. The salary cost of the market adjustment is $1,227,194. This adjustment is based on a market analysis, which included the same markets as identified in previous surveys. The market data includes local and private sector, as well as public sector information. HEALTH INSURANCE The pay plan for Administrative/Technical Professional (ATP) employees has not changed; it is still open range. ATP employees do not receive an automatic market adjustment; any pay increase received is based on performance. ATP employees in ranges 7 through 16 will be eligible to received on average a 8.2% merit increase and ATP employees in ranges 17 and above a 7.2% merit increase. Fiscal year 2003 begins the tenth year the City has participated in the joint purchasing of health insurance through Northern Arizona Public Employees Benefit Trust (NAPEBT). NAPEBT members are Coconino County, Flagstaff Unified School District and Coconino Community College, and the City of Flagstaff. Due to a 22% increase in premiums this year, the NAPEBT Board decided to go out for proposals. Through this process three proposals were received and after extensive interviews, the NAPEBT Board decided to change providers. The new provider for health insurance will be Blue Cross Blue Shield of Arizona beginning July 1, 2002. Human Resources had open enrollment meetings with employees between May 20, 2002 to June 6, 2002, to make the transition to the new carrier. The increase in premiums resulted in a 14% increase while maintaining the current coverage and enhancing the plan with the following changes: In addition, the average merit increase that classified employees are eligible for is 3.2%. The total salary cost for merit increases for both classified and ATP employees are estimated to be $1,039,423. Changes have also been made to employees in clerical/administrative support positions. These positions have been consolidated in a “Broad Band Classification” system. Broad banding may be done when many jobs perform the same type of work but under different titles and in different departments. This process allows similar jobs to be combined into one larger classification, which contributes to more flexibility and efficiency in how these employees are worked and paid. It also decreases the number of classifications and job descriptions required. In this case six classifications were decreased to two. This also allows employees to move from one range to another once they meet the qualifications and performance requirements. Employees are compensated and moved through the pay system based on zones rather than steps through reclassification. 1. 2. 3. 4. 5. Prescription Card Lab expenses covered at a higher rate Eye Exams once a year vs. every other year. Biodyne mental health services On-Line Services, for both employer and employees 6. Enhanced Communication/ Educational Programs 7. Local Representatives 8. Enhanced Urgent Care Coverage FY 2003’s budget reflects the continuation of the City of Flagstaff paying the full premium for the employee and keeping the subsidy for dependent health insurance at its current rate of $244.00 per month. For FY 2003 the total budget for employee only heath insurance is $2.6 million, Skill based pay will be implemented in the Utilities Department on July 1, 2002 as a pilot program at the Wildcat and Rio Plants. Employees participating in the pilot program will initially be eligible for a maximum $1,000 incentive pay based on realistic and attainable Annual Financial Plan 41 City of Flagstaff, AZ 1. RECLASS - An individual(s) within a classification is evaluated in regard to moving that person(s) from others in the same classification to a higher (or lower) classification. Some instances may include a title change. which is an approximate increase of 25% for all funds. The total cost of the dependent subsidy to the City is $1.1 million, which is an cost to all funds of 9%. The increased cost to employees for dependent health insurance will be $50.58 per month. 2. RERANGE - A classification in a given pay range is evaluated in regard to moving that position classification to a higher (or lower) pay range. This effects all employees in the classification, including single incumbent classifications. Some instances may include a title change. Dental insurance premiums, both employee only and dependent, resulted in a rate decrease of 4.3%. The City pays 100% of employee coverage and employees pay 100% for dependent coverage. RECLASSES, RERANGES, RETITLES 3. RETITLE - A job title is evaluated in regard to changing the job title only. This does not effect pay. Maintenance of the job classification system is an ongoing process to ensure that job classifications accurately reflect the responsibilities and tasks being performed by City employees. If a department head believes that an employee(s) is functioning out of class on a regular basis or that job responsibilities have changed sufficiently, a request may be made for the Human Resources Division to conduct a review. The Human Resources Division then conducts an audit and evaluates the request utilizing Decision Band Method (DBM) methodology. The audit can also show that the position is properly classified and/or titled and that no changes are needed. All requests from departments were submitted to Human Resources for review, and only those recommended for approval were forwarded to the Budget Review Committee for inclusion in the FY 02-03 budget. Human Resources have notified all department heads of the status of their requests, whether approved or disapproved. All approved changes will be effective as of July 1, 2002. If the audit and analysis indicates that an adjustment needs to be made to a position classification, Human Resources procedures allow for three types of changes. Human Resources received a total of 16 requests and the following shows those positions that were approved: RERANGES Old Position Classification Old Range New Title New Range No. of Employees Effected Deputy Court Administrator 10 No Change 12 2 Court Administrator 14 No Change 17 1 Equipment Operator II 6 Equip. Optr. III – Commcerial 7 8 Building Supervisor 11 Building & Safety Manager 12 1 Account Clerk III 7 No Change 8 1 Conservation Coordinator 9 No Change 10 1 Annual Financial Plan 42 City of Flagstaff, AZ RECLASSES Old Position Classification Old Range New Title New Range No. of Employees Effected Sr. Equipment Parts Specialist 6 Buyer 8 1 Evidence Clerk 4 Evidence Technician 7 1 Engineering Tech II 6 Engineering Tech III 7 1 Building Clerk 4 Administrative Support Tech 6 1 Landfill Attendant 3 Administrative Support Assist 4 2 Landfill Clerk 4 Administrative Support Tech 4 1 tables) to a Maintenance Worker II. It was determined that it was cost effective to purchase desks and tables rather than have them built in house, especially when buying in volume. Changing the job to a lower level still allows for light carpentry projects and also provides more general maintenance work, which is needed. Through salary savings from the Maintenance Worker II and temporary wages another Maintenance Worker II was created building capacity to do more maintenance work. REORGANIZATIONS In an effort to streamline services and create better customer services the Community Development Department reorganized the front counter customer services area and the switchboard area so that these two areas were consolidated and a Development Services Supervisor position was created to provide direction to both areas. This change took place mid-year (FY01-02) and was part of the City’s Organizational Development Program. NEW POSITIONS The Environmental Division also reorganized midyear due to the Public Works Engineer position becoming vacation. The Public Works Engineer position was reclassified to a Environmental Program Manager. The current Environmental Technician was changed to full-time and the Environmental Technician was reclassified to Environmental Supervisor. In preparing budget requests for FY 2003, departments were informed that new position requests would not be considered except for: In an effort to improve efficiency and communications the Police Department created two Deputy Police Chief positions. One is in charge of operations and the other is in charge of support services and the day-to-day operations of the department. By creating an additional Deputy Chief Police position and splitting the responsibilities it enhances accountability and communication for each section. Communications and records were also separated due to the increase in workload that occurred with the consolidation with the county. 2000 222.75 182.50 87.75 75.50 72.00 44.75 685.25 2001 232.00 184.50 91.00 75.00 71.75 45.75 700.00 2002 245.50 194.75 93.50 66.25 74.75 71.50 746.25 2003 245.00 191.25 85.25 67.25 74.50 78.00 741.25 PERSONNEL IN EACH FUNCTION CATEGORY 5 YEAR HISTORICAL TREND Public Safety Public Works 250.00 Mgmnt Services 200.00 150.00 Community Dev 100.00 Utilities 50.00 General Admin 0.00 1999 2000 2001 2002 2003 1) those that could identify a funding source; 2) those which are an inappropriate use of temporary positions. Facilities Maintenance also reorganized by reclassifying a Maintenance worker III position that specialized in carpentry (building desks and Annual Financial Plan 1999 216.75 169.00 83.25 73.00 72.00 43.75 657.75 Public Safety Public Works Mgmnt Services Community Dev Utilities General Admin 43 City of Flagstaff, AZ Streets (1.0): Traffic Signal Technician: The City currently supplies maintenance on an as needed basis to the 25 City owned traffic signal controlled intersections. This position will enhance service by addressing signal needs on a more proactive basis. A review of the Personnel Table of Organization (see Appendix Section), provides complete detail, including staffing request changes that are reclassification requests and transfers of personnel between divisions to accommodate changing program needs. Maintaining Service Levels Employees per 1000 Population PopulationmployeesEmp/Pop 1980 34,743 422 12.1 1985 38,247 470 12.3 1990 45,857 527 11.5 1995 52,701 612 11.6 2000 52,894 685 13.0 2003 * 57,700 741 12.8 Risk Management (0.5): The City is expanding its responsibility for claims management internally. The position cost is offset through savings in professional fees. Purchasing (0.125): The Purchasing Department has experienced an expanded need in working with vendors, bids, and quotations. This position will also assist in covering the front desk as needed. City Employees per 1,000 Population 2003 12.8 2000 13.0 As part of the budget reductions efforts, divisions were asked to evaluate any position not currently filled to see if there ware ways to reorganize the department which would result in a reduced staffing. As a result of those efforts, the following positions have been removed. 11.6 1995 11.5 1990 1985 12.3 12.1 1980 10.0 Budget reductions: 11.0 12.0 City Manager (0.625): The City Manager will not fill a 0.5 Intern position and a 0.125 Replacement position for the Executive Admin Support Coordinator. These reductions will not affect service as provided to our citizens. 13.0 * Estimated census per Arizona Department of Economic Security Management Services (1.0): A Grants Assistant position has been eliminated from the City plan. A reorganization of duties involving both the Management Services division and the Finance division will accommodate the City’s needs to appropriately pursue grant opportunities. Increased Service Levels: Court (1.0): The Flagstaff Municipal Court currently depends on information systems (IS) support from the Supreme Court administrative offices located in Phoenix. The addition of one FTE locally will greatly enhance the response time to local needs. The position will serve regional needs and is funded through JCEF. As the dependence on IS systems has greatly increased, a local staff person is needed to keep the systems operational in a timely manner. Library (0.45): When the East Flagstaff branch is open, the City will decrease the hours at the Downtown branch by closing the facility on Sundays. Building Inspection (1.0): A cooperative effort between the Community Development Administrative team and the Building Inspection team has resulted in the ability that allows staff to revise their duties and eliminate a position. Library (0.5): When the City opens the new East Flagstaff Branch, Library hours will be increasing and the addition of a half time clerk is necessary. Annual Financial Plan 44 City of Flagstaff, AZ provided or derived from each activity by each service. The cost allocation is based on budgeted expenditures for the fiscal year ending June 30, 2002. The City utilized the services of a consultant to prepare this year’s plan. The cost allocation plan will also provide information for user fees and the ability to charge indirect cost to grants. Parks & Recreation (3.4): The Parks and Recreation department evaluated all programs and made reductions in many of them. The reduction is in temporary hours. COST ALLOCATION The cost allocation plan has been developed utilizing a methodology that is in accordance with generally accepted accounting principles (GAAP). Incorporated within GAAP are three basic principles related to the allocation of central service support costs to operating departments which have been adhered to in the preparation of the cost allocation plan. First, costs should be necessary and reasonable for proper performance of a program. Second, costs should be charged or allocated to programs in accordance with relative benefits received. A program should only be charged for services it utilizes or benefits from, and should only be charged in relation to benefits derived from the service. Third, costs should be accorded consistent treatment as either direct or indirect. A cost should not be charged to a program as a direct cost if any other cost incurred for the same purpose in like circumstances have been allocated to the program as indirect costs. The methodology accommodates detailed analysis of all service areas through the provisions of a structure that identifies total costs (both direct and indirect) by activity and allocates/assigns costs to benefiting services utilizing a base that appropriately represents the level of benefit Annual Financial Plan METHODOLOGY A multiple allocation base methodology has been utilized to prepare the Plan. This methodology acknowledges that the utilization of central administration and support (indirect) services by users varies by type of service. The cost of each indirect service or activity of a service is allocated to users based on an appropriate allocation base related to the service performed. For example, general accounting has been allocated to users based on total budgeted expenditures; accounts payable activities have been allocated on the number of accounts payable transactions processed during FY 2001; and human resources activities have been allocated on the number of budgeted full-time equivalent positions served. In selecting an allocation base to be used, the objective has been to utilize a base for each service that is available and reasonably results in the allocation of a service to users based on the relative benefit they receive or derive. A list of the allocation basis is provided in the Appendix. 45 City of Flagstaff, AZ Annual Financial Plan 46 City of Flagstaff, AZ Utility Fund Services Customer Services General Administration Community Development Management Services Public Works Non-Departmental General Fund Services Non-Departmental Council & Commissions City Manager City Clerk Law Human Resources Management Services Information Systems Finance and Budget Sales Tax & Licensing Public Works Admin. Public Facilities Maintenance Soils Remediation Mechanical Shop Community Devel. Admin. Engineering Planning Contributions Total General Fund CENTRAL SERVICE $ $ $ $ $ 15,588 1,046,577 2,226,573 1,593,657 596,925 2,515,702 7,979,434 2,208,436 103,408 359,396 77,674 313,997 295,510 463,901 357,168 282,931 489,657 43,764 440,380 54,390 58,391 152,975 1,340,628 732,970 203,858 7,979,434 GENERAL AND OTHERS 001 1,023 80,254 37,982 118,591 58,427 49,708 344,962 32,139 7,139 32,567 5,642 16,403 25,642 47,921 16,172 33,021 21,477 57,842 282 303 37,982 10,430 344,962 LIBRARY 030 3,749 186,808 813,094 196,752 192,762 131,447 1,520,863 79,448 27,990 78,737 20,683 60,127 27,261 97,356 43,510 55,886 41,516 36,900 55,145 59,201 607,425 205,669 24,009 1,520,863 HURF 040-044 (89,663) 285,354 665,796 396,183 64,058 229,328 1,640,719 135,604 39,920 116,731 31,233 86,394 50,996 145,608 120,735 108,995 20,845 23,832 19,398 20,828 381,285 284,511 53,804 1,640,719 UTILITIES 201 City of Flagstaff Cost Allocation For Fiscal Year 2003 1,037 51,638 72,839 149,072 64,382 48,704 386,635 35,554 8,172 21,365 5,714 16,610 7,949 90,667 14,384 26,336 17,685 45,183 11,255 3,831 4,113 72,839 4,978 386,635 AIRPORT 270 68,266 152,264 99,022 186,687 227,616 115,030 780,619 70,902 17,993 63,214 14,227 41,360 33,463 36,703 74,798 42,340 32,846 44,086 42,276 68,123 73,131 3,475 95,547 26,135 780,619 ENVIRON. SERVICES 280 - 1,802,895 3,915,306 2,640,942 1,204,170 3,089,919 12,653,232 2,562,083 204,622 672,010 155,173 534,891 440,821 882,156 626,767 549,509 582,510 174,549 612,485 201,169 215,967 152,975 2,332,813 1,429,518 323,214 12,653,232 TOTAL 756,318 1,688,733 1,047,285 607,245 574,217 4,673,798 353,647 101,214 312,614 77,499 220,894 145,311 418,255 269,599 266,578 92,853 130,785 172,105 146,779 157,576 992,185 696,548 119,356 4,673,798 TOTAL CHARGED OUT - GF Other strategies used by Fleet and the Fleet Management Committee to use available resource more effectively include: FIVE-YEAR FLEET MANAGEMENT The ultimate goal of Fleet Management is to maximize vehicle and equipment usage, retain units as long as possible, and replace units that are predicted to experience high cost expenditures in the near future. • • Provide training to fleet committee on accessing the fleet computer system. Purchase of used equipment when applicable. Exchange of low mileage or underutilized equipment to more appropriate applications, e.g. trucks with heavy body damage traded from high profile inspector application to use by temporary part workers. Request user departments to submit written justification for units identified as underutilized. The City currently has over 532 pieces of equipment. The Fleet Manager uses numerous criteria in analyzing the fleet replacement needs. Initially, the age and utilization of all equipment is reviewed to determine candidates for replacement. In addition, users are asked to submit equipment for evaluation by the Fleet Manager. The City has been using fleet management software for the past five years. This allows more accurate tracking of vehicle cost and utilization history. • The Fleet Manager along with his staff evaluates each piece of equipment submitted. The Fleet Manager evaluates fiscal year-to-date as well as life-to-date costs to determine if the vehicle or equipment has had recent major component overhaul or replacement. If engines or transmissions have been replaced or overhauled recently, retention is a strong consideration in the overall evaluation. If the units are mechanically sound and the body is in fairly good condition, the unit is usually recommended for retention another year. DIVISION 16 ENGINEERING FLEET-4X4 EXT CAB PICK UP 17 BUILDING INSPECTION FLEET-4X4 EXT CAB PICK UP 21 FIRE FLEET-HAZARDOUS MATERIALS TRUCK FLEET-TYPE 1 ENGINE (2) 22 POLICE FLEET-REPLACEMENT PATROL SEDANS FLEET-4X4 PATROL VEHICLE FLEET-4X4 ANIMAL CONTROL VEHICLE 26 PARKS FLEET-4X4 3/4 TON TRUCK 28 CEMETERY FLEET-4X4 1-TON DUMPTRUCK TOTAL GENERAL FUND FLEET • The following is a list of vehicles in the budget: 32 STREETS FLEET-STREET SWEEPER FLEET-12YD DUMP TRUCK FLEET-12YD DUMP TRUCK FLEET-1 TON FLAT BED FLEET-1 TON SERVICE TRUCK FLEET-PATCH TRUCK TOTAL HURF FLEET If a unit has incurred a significant number of expenditures and is likely to experience major component failures, this unit will be recommended for replacement by the Fleet Manager and forwarded to the City Fleet Management Committee for their consideration. Annual Financial Plan 250,000 666,220 a 114,050 28,300 18,165 30,960 $ $ 41 ENVIRONMENTAL SVC FLEET-COMMERICAL TOP LOADER(2) FLEET-4X4 PICK UP FLEET-TRASH TRUCK REAR LOADER FLEET-ROLL OFF TRUCK TOTAL ENVIRONMENTAL SERVICES FLEET TOTAL FLEET 18,165 a $ 38 AIRPORT FLEET-HIGH SPEED SNOW PLOW TOTAL AIRPORT FLEET During FY 2002, the Fleet Committee reviewed and revised replacement criteria policy. In most cases extending age/hour/mileage to encompass all equipment. 22,725 a $ 48 CUSTOMER SERVICE FLEET-4X4 PICK UP FLEET-4X4 PICK UP 54 WASTEWATER COLLECTION FLEET-TV VAN TOTAL UTILITIES FLEET The replacement of all equipment is evaluated by the City Fleet Management Committee, which is comprised of line workers throughout the City. Within strict budget constraints, the committee must make difficult decisions as to allocation of assets due to the thorough review by the Fleet Manager. The number of vehicle and equipment evaluations submitted to Fleet Management for FY 2003 was 31 with 15 being forwarded to the Fleet Management Committee for review. AMOUNT 31,525 1,180,110 148,000 130,000 130,000 25,650 30,025 91,125 a 554,800 18,165 18,165 $ 160,000 a 196,330 $ $ 198,177 198,177 $ 340,000 19,300 162,728 a 150,000 a 672,028 $ $ 2,801,445 a = CARRYOVER ITEM 47 City of Flagstaff, AZ FIVE-YEAR INFORMATION SYSTEMS • The Information Systems division provides hardware and software resources to assist staff in analyzing data, providing alternatives and recommendations for Council policy decisions, and meeting reporting requirements. Division staff members provide additional services including evaluation of hardware, software, inhouse systems analysis, software development, and software / hardware testing. The five-year plan is needed to properly allocate financial resources for maintenance, replacement, system upgrades, and system development. • • • • • • • • The current five-year plan is divided into six classifications: Infrastructure Inventory Control System • Ability to track multiple type of inventories (trees, light poles, hydrants, signs, structures, furniture, etc.) • Maintenance tracking • Creation of model to identify behavior of inventory items • Ability to generate maintenance and accounting transactions against a give inventory 1. Leases: computer related major leases or purchases - personal computers, AS400, servers, network related hardware 2. Replacement programs: purchase of laser printers, miscellaneous computer purchase (PC's), monitors 3. Local and Wide Area Network: software, hardware, LAN/WAN cabling, and Internet access 4. GIS: hardware and software related to the City's Geographic Information Systems (GIS) 5. Software upgrades: purchase or upgrades of enterprise applications 6. New Hardware and Software Purchases: purchase request of miscellaneous hardware and software applications Local & Wide Area Network - Infrastructure The City of Flagstaff has network infrastructure designed to deliver data at 100MPS to all nodes within the City's private fiber optic network, which provides connectivity to City Hall, Milligan House, City/County Library, City Court, and City Shop located on Mogollan Street. Future plans include the extension of the fiber network to the Bank One Building. Software Purchases Allocation of $30,000 during FY 2003 will allow for the acquisition and implementation of Code Enforcement and Infrastructure Inventory Control. This project is tentatively scheduled to begin during the fourth quarter of FY 2003. Project will require additional funding during FY2004. Currently in progress is the installation of a 40MPS private wireless wide area network. This will allow the City to replace existing T1 and most of our dial-in sites. The wireless wide area network will also allow for the creation of mobile and temporary sites. Code Enforcement • • The allocation of $108,000 also includes funding for the creation of a cluster (redundant) server environment for the City's critical applications Automates the process of receiving a request for service, investigating the request, and creation of work orders to service the request Recording and tracking request Annual Financial Plan Requestor information - name and address, confidentiality, requirements Location of problem Actions to be taken Response prioritization and priority assignment Preparation of memos or documents Follow-up action taken Ability to carry forward a complaint or code violation into the citation and notification process Statistical summaries by department, geographic area, etc Automatic mailings / notification to complainant or violator Allocation for Internet access allows for Internet access with an initial bandwidth of 5MB via the City's Internet Service Provider. 48 City of Flagstaff, AZ MIS Five Year Projections Leases - 3 year Loan Payment Total - Leases - 3 year Budget FY2003 $ Replacement Programs Laser Printers - Replacement Replacement PC's CD CAD PC Replacements Total - Replacement Programs 190,000 190,000 FY2004 $ 190,000 190,000 FY2005 $ 190,000 190,000 FY2006 $ FY2007 - $ 290,000 290,000 20,000 20,000 25,000 60,000 85,000 25,000 60,000 85,000 30,000 50,000 30,000 110,000 30,000 40,000 70,000 108,000 60,000 168,000 100,000 60,000 160,000 110,000 60,000 170,000 105,000 60,000 165,000 55,000 60,000 115,000 GIS Hardware upgrades/replacement Software upgrades Total GIS 30,000 10,000 40,000 40,000 15,000 55,000 20,000 15,000 35,000 60,000 30,000 90,000 15,000 10,000 25,000 Software Upgrades Office 97 (Word,Excel,Access,Power Point) GroupWise License Softdesk / AutoCAD KIVA Applications Total Software Upgrades 2,000 30,000 32,000 2,000 10,000 12,000 23,000 2,000 25,000 100,000 15,000 35,000 150,000 15,000 35,000 50,000 New Hardware & Software Purchases Imaging Laser Printers-Color Other Hardware & Software Purchases Total New Hardware & Software 25,198 25,198 10,000 28,958 38,958 20,176 43,000 63,176 20,000 30,000 31,584 81,584 20,000 30,000 26,413 76,413 Public Safety Police Upgrades Police Laptops Total Public Safety 25,800 10,000 35,800 14,000 10,000 24,000 14,000 10,000 24,000 14,000 10,000 24,000 14,000 10,000 24,000 Local & Wide Area Network City Hall - LAN - Cabling & Equip Internet Access - Direct to NAP Total - Local & Wide Area Network Total Expenditures $ 510,998 564,958 592,176 620,584 650,413 Funding General Fund MIS allocation Total Funding $ $ 669,548 669,548 703,025 703,025 738,176 738,176 775,085 775,085 813,839 813,839 $ 190,000 20,000 168,000 40,000 32,000 25,198 35,800 510,998 190,000 85,000 160,000 55,000 12,000 38,958 24,000 564,958 190,000 85,000 170,000 35,000 25,000 63,176 24,000 592,176 110,000 165,000 90,000 150,000 81,584 24,000 620,584 290,000 70,000 115,000 25,000 50,000 76,413 24,000 650,413 158,550 138,067 146,000 154,501 163,426 Expenditure Summary Leases Replacement Program Local & Wide Area Network GIS Software Upgrades New Hardware & Software Purchases Public Safety Total Expenditures Excess/(deficit) Funding over Expenditures Cumulative Excess/(deficit) Annual Financial Plan $ 306,215 $ 49 444,282 $ 590,282 $ 744,783 $ 908,209 City of Flagstaff, AZ 2002 Updates Facilities/Redevelopment • The Flagstaff City Council adopted its first Redevelopment Area Designation and Redevelopment Area Plan in 1992. In August of 2001, the Council designated its second Redevelopment Area for the East Flagstaff Gateway. The City Council has set aside certain funds to promote redevelopment through property acquisition, public infrastructure, design services and marketing. • • During the past year, Flagstaff has become known as an area willing to explore partnerships and outstanding private developments. Staff proposes to leverage its work from this past year with the marketing of actual development projects like the Mall Expansion and Downtown. During the last budget year, the City Council identified several areas for redevelopment planning. These included the Flagstaff Mall, the Downtown Gateway West and the Southside Warehouse District. The City retained Field Paoli Architects to develop concept designs and to provide a public process for the discussion of redevelopment opportunities in these areas. Field Paoli has held four workshops for the public since November to gather input. Also, they retained several outside consultants to review the Flagstaff market and propose some preliminary financial analyses. Their final report will be used as a guide to develop specific plans with the private sector for each of these areas. This year’s Work Program will concentrate on the following areas: East Flagstaff Gateway • • • • Staff has also worked with other City departments and outside consultants to develop tools that may be used for both new developments and also expansion and retention of existing businesses. This past year the Redevelopment Program retained more than 150 jobs and added 75. The 156 jobs were retained at the Nestlé Purina plant while also adding 25 jobs; 50 new jobs were at Monsoons on the Rim. • • • • The City’s Redevelopment Program has also completed a number of steps this past year that will assist in attracting tenants and developers for future projects. Among those steps are: • • Creation of a comprehensive Redevelopment Plan Rezoning of the existing Mall expansion parcel Creation of an Auto Mall Request for Proposals for recreational facility and housing project Creation of a Development Agreement with Westcor Implementation of Capital Improvement Projects for infrastructure around the Mall Resolution of State Land Lease arrangements Completion of expansion of a major industrial employer All of the above proposals will be presented to Council for approvals by the end of 2002. Staff will be working with Westcor to market the Mall expansion project to potential tenants. Also, staff will be working to complete marketing and leasing of the Auto Mall. Creation of a national marketing program that educates tenants and developers about Flagstaff. Ads have been placed in Expansion Management, Plants Sites and Parks, Sites, and Shopping Centers Today. More than 35 leads have been generated for potential new businesses for Flagstaff. Direct mail campaign to potential retail tenants for Downtown and the Mall. More Annual Financial Plan than 200 letters sent out to potential tenants. Interest in locating to Flagstaff has been expressed by more than half a dozen tenants. Attendance at three national retail marketing conferences, including a marketing booth at the International Conference on Shopping Centers Creation of marketing and demographic information for potential tenants Preliminary analysis of the potential for a Conference Center and Hotel in Downtown Downtown The City will be utilizing the planning report prepared by Field Paoli and finalizing a schedule for issuing Requests for Proposals for the Downtown Gateway West corridor. Proposals would include housing, retail, office, and parking. 50 City of Flagstaff, AZ Planning Staff will continue to work with existing Downtown tenants and property owners to maintain and improve the Downtown business environment. Staff will be issuing a Request for Proposals for a Hotel and Conference Center facility for the Downtown. The project will likely include conference and meeting facilities, a 250-room three to four star hotel and a parking garage. The project is being considered downtown although all sites will be considered in the proposal. FY 2003 Special Projects and Planning Studies For FY 2003, in addition to on-going operations, the Planning Division is geared up for a number of special projects, some of which are continuations and “next steps” of work already begun, and some of which are new starts. This list represents the significant special projects that will be undertaken by the six sections that include Redevelopment, Development Review, Urban Design, Housing, Zoning Administration and Long Range. Most of the items will be performed in-house, however those work items that are proposed to be consultant-based are noted. All work tasks will be carried out through multi-sectional team assignments in the Planning Division, and collaboration with other Divisions and Departments as necessary. These projects all evolved from the Division’s Strategic Work Program 2001-2004, presented to the Council in May 2001. Southside As part of the Field Paoli study of the Southside Warehouse District, many issues were brought up as part of the public process that had an impact on the entire Southside neighborhood. A comprehensive redevelopment plan for the Southside will be developed that includes examining existing housing stock, links to NAU, retail and transportation corridors and the historic character of the neighborhood. Regional Plan/City/County IGA for implementation of the Regional Plan. This IGA will coordinate and set forth the applicability and process for mutual City/County review of significant proposals. As a result of the Rio De Flag project, it is likely that the Southside will be removed from the floodplain sometime during the latter part of this decade. Once it has been removed, much of the area will be open for development. This planning process will develop guidelines to assist in creating future new development that is compatible with the overall neighborhood while allowing growth that conforms to the Regional Plan. LDC Amendments. This years effort will include evaluating and altering the development standards of the Business Park (BP) zoning district, particularly at the Airpark. Development of an Urban Open Space Proposition. Includes McMillan Mesa as a component of a multi-purpose capital initiative for voter approval. This effort will be dovetailed with the Housing Section’s Revitalization Strategy for the Southside under H.U.D. guidelines and the Capital Division’s Lone Tree Corridor Study. Completion of the Development Fees Draft Ordinance. This includes a $20,000 carryover for Tischler and Associates. Marketing Staff began a national marketing campaign this past year that promoted Flagstaff as a business and retail destination for companies seeking a regional retail economic base and for those businesses seeking a higher quality of life for their employees. Typically, it takes two to three years to begin to influence decision-makers regarding a market’s viability. This program will continue and will also include marketing our Requests for Proposals to a wider audience. Annual Financial Plan Resolution of the Walnut Canyon Monument Expansion. In conjunction with the Forest Service and State Land Department. Census. appeal. Resolution of the 2000 Census Southside Area Plan. Commencement of the Southside Area Plan/Phase II in conjunction with the Lone Tree Road Corridor Study and the Southside Revitalization (HUD) Plan. This 51 City of Flagstaff, AZ East Flag Traffic Interchange. Design of the East Flag Traffic Interchange Gateway improvements. includes $100,000 for urban design and planning consultants, includes $30,000 saved from McMillan Mesa contract and incorporates the Stone Container site for potential TND development. Design Review. Integration of the new Design Review process and revised Development Review process. East Gateway Redevelopment Plan. Completion of the East Gateway Redevelopment Plan, rezoning of the Mall expansion site, and commencement of design/build contract for public improvements. Redevelopment Marketing. Marketing of East Flag Gateway, Auto Mall, Downtown East, West and Southside to potential tenants. West Side Annexation. Coordination of the West Side Annexation, as time permits. Staff originally proposed $75,000 for consulting assistance with this project. Downtown Conference Center. Preparation and release of the Downtown Conference Center Hotel RFP. Rio Homes and Ponderosa Trails. Complete the sale and begin design of City parcels for development of mixed income housing and identify next sites. Affordable Housing Affordable Housing had a number accomplishments this past year, including: Izabel Housing Sites. Commence construction of the Izabel affordable housing sites. PLANNING AND ADMINISTRATION Community Land Trust. Explore and pursue the creation of a community land trust for production of affordable homes. Completed 2002–2003 Annual Action Plan and received Council and HUD approval. Completed Sunnyside Neighborhood Revitalization Strategy and received Council and HUD approval.. Completed CDBG Consolidated Annual Performance and Evaluation Report and received satisfactory performance evaluation from HUD. Completed a new Analysis to Impediments to Fair Housing and obtained HUD approval. Downtown Gateway West. Issue RFP for Downtown Gateway West project timed in conjunction with Rio de Flag project. Rio de Flag. Complete design and assure funding of Rio de Flag “betterments”, including FUTS, streetscape and urban design elements in conjunction with Corps of Engineers. Southside Warehouse District. Issue RFP for Southside Warehouse District timed in conjunction with Rio de Flag project. AFFORDABLE HOUSING DEVELOPMENT NEIGHBORHOOD CONSERVATION AND Demolished six dilapidated structures in Sunnyside. Acquired four parcels of property in Sunnyside for the construction of affordable housing. Completed construction of eight affordable owner-occupied homes. Completed development plans for thirteen affordable owner-occupied homes. Completed nine owner-occupied housing rehabilitation projects. Assisted fifty low- and middle-income first time homebuyers. Received council approval of ordinances to sell Rio Homes and Ponderosa Homes for State Trust Lands. Participate in the development of a state-wide initiative designed to set-aside State Trust Lands for conservation. McMillan Mesa. Preparation of the McMillan Mesa major amendment to the new Regional Plan, with associated rezonings. Gateway Improvements. Construction of I40/I-17 gateway improvements. Butler/Enterprise. Construction of the Butler/Enterprise Gateway improvements, including the AZ Trail pedestrian underpass. Annual Financial Plan of 52 City of Flagstaff, AZ the development of mixed income residential housing. Received purchase bids and development proposals for developing Rio Homes and Ponderosa Homes with mixed income residential housing. Provided job training assistance to 75 women from the Sunnyside Neighborhood E-Government The City of Flagstaff continues to pursue egovernment strategies to support the citizenry, businesses, and other governmental entities that interact with the City. The E-Government Team received a proposal from the State’s e-government partner, IBM, to develop a long-term strategy to address these needs. This long-term plan would include a needs assessment (internal and external), total cost of hardware, software, maintenance and personnel. Part of the plan would be implementation policies, including determining whether or not to charge users for e-government services. However, due to this year’s budget constraints, the e-government committee decided not to enter into a consulting agreement, estimated cost $178,000, this year. Additional enhancements to the City’s web page will be made this next fiscal year through the web page host. In FY2003, the Housing Section will undertake the following affordable housing endeavors through public private partnerships. • • • • • • • Owner Occupied Housing Rehabilitation Loan Programs Mortgage Down Payment and Closing Cost Loan Programs Construction of New Homes on Vacant and Redevelopment Properties Acquisition of Existing Older and Vacant Homes for Rehabilitation and Sale Acquisition of Property for Future Development of Affordable Housing Payment of Building Permit Costs for Affordable Housing Units Built per Ordinance 2001-14 Execution of Development Agreements with Private Developers to Build Affordable Housing on City Owner Land For FY 2003, the E-Government Team will concentrate on awarding a contract for web page development, hosting, and maintenance services. There is money budgeted ($30,000) to pay for these services. The City’s web presence has grown and there is a need to better define how additional web services are designed, implemented and maintained. Additionally, as the City’s web services grow, a web server agreement addressing expansion, security and maintenance will be addressed in the RFP. As part of a system improvement, the City changed Internet Service Providers to purchase more bandwidth (speed) due to increased volume of inbound and outbound e-mails and use of the Internet. The sale of City owned land will result in a substantial increase in the production of the entry level affordable housing stock during this and subsequent fiscal years. In FY 2003 the City will sell two large tracts of City property to private developers, selected through a competitive process, who have the expertise to construct exceptional mixed income residential housing developments with at least 20% of the units costing $115,000 or renting for $650 (three bedroom). The tracts are known as Ponderosa Trails (18 acres) and Rio Homes (18 acres). The size of the parcels allows for development costs, including the cost of the affordable housing subsidy as applicable, to be absorbed by the sale proceeds of a majority of market rate units. Additionally, the mixed income development concept required as a condition of the sale effects a reduction in the value and price of the land, further contributing to the affordability. The sale proceeds will be used by the City to purchase more land for the construction of affordable housing through a similar arrangement. Annual Financial Plan Utilities Department Organizational Development Program The Utilities Department has been active in quality improvement arenas for several years and continues to strive for improvement. The Director and Assistant Director are both trained by the America Water Works Association (AWWA) as peer reviewers for the AWWA QualServe Program. They have been asked this year to assist in evaluating water and wastewater systems in Littleton, Colorado and Rapid City, South Dakota. The Department 53 City of Flagstaff, AZ recognizes that quality improvement is a fulltime effort in order to keep up with changing technology and the high expectations of our customers. The Department has been fortunate to have the continued support of the Water Commission and the City Council for its quality initiative programs. The Department is continuing to work with the management-consulting firm of EMA. The consulting firm has estimated there is a potential of $1.4 million to $1.8 million that can be saved annually by addressing the following areas: Stormwater Management Utility • • • • • The City of Flagstaff initiated a Stormwater Program and Financing Action Plan in June 2000 to determine the type of stormwater program needed in Flagstaff and explore various financing options. The utility or user-fee based financing strategy was determined as the best primary funding mechanism for a more comprehensive program. In July 2001, the City Council adopted Ordinance 2001-18 establishing a stormwater utility as an enterprise-fund accounting structure. The City has since undertaken development of a detailed program and funding strategy for the implementation of a stormwater user-fee. Total productive operations Program driven maintenance Unattended facilities Use of technology Reorganization Skill-based pay is an enabler for total productive operations and has been set as a goal to have in place by July 2002. The pilot skill-based pay group has been selected and is anticipated to begin in July of this year. The following work has been completed during FY 2002 toward the optimization project: • • • • • • • • • • • • With the assistance of the Stormwater Advisory Committee, program priorities have been identified and a comprehensive program has been developed to address these priorities and compliance with the National Pollutant Discharge Elimination System (NPDES) Phase II stormwater water quality mandate. The detailed cost of service and rate study analyses is nearing completion and a master account file is being prepared. It is anticipated that the userfee-based program will be implemented in FY 2003. The Stormwater Advisory Committee through City staff will present the Stormwater level of service plan with associated rates for Council approval in the Summer of 2002 with the first billing commencing in January 2003. Savings opportunities have been identified Identified detail and level of work in Utilities divisions Reduced staffing level at the Lake Mary Water Treatment Plant Identified core, support, and convenience activities Identified potential new revenue sources Began cross training between the two wastewater treatment plants Identified the approach to skill-based pay Selected the pilot location for skill-based pay Went to one operator “on-call” for both wastewater treatment plants Went to one supervisor for both water distribution and wastewater collection Went to one supervisor for both wastewater treatment plants Began selection process for Computerized Maintenance Management System (CMMS) The City’s NPDES permit application is due before March 10, 2003. The City then has five years in which to fully develop and implement a stormwater quality program. Thus, the needs in Flagstaff dictate that the initial efforts focus on program development and foundational steps. Stormwater management is much more than the construction of capital projects or field operations and maintenance, although they are highly visible program components. The first five years will focus on program development, creating the building blocks that will enable Flagstaff to address critical issues in the longterm. These building blocks will begin with expanding technical capability through master planning, design and regulatory oversight, public education, construction site management, Budgeted funding for FY 2003 includes the following uses: CMMS Training Skill-based pay SCADA EMA, Inc. - Annual Financial Plan $70,000 $69,100 $81,800 $95,000 $190,000 54 City of Flagstaff, AZ Aquatic Design budget by $200,000, reduce the Continental Land Acquisition by $200,000 (net), and reducing the Foxglenn Park construction budget by $200,000 (to reflect the awarded construction bid). drainage system inventory and improved maintenance capabilities. Major capital improvements will not be the focus in the shortterm but remedial maintenance projects in the range of $10,000 to $100,000 will enhance the existing system during the period of developing master plans that will drive a long-term capital investment program. In addition to capital expansion, the Recreation BBB fund is also used for maintenance of improved parks and FUTS trails, construction management, FUTS construction, and other earmarked expenses. In order to provide for these ongoing expenses, there is a limit to the number of construction and acquisition projects that can be realized, unless other sources of operating funds are identified. Staff appreciates the support the Council has shown this process to date. Parks and Recreation Bond Voters approved the current recreation bond for $8.2M on November 5, 1996. The intent of the bond was to address thirteen projects, which were considered Master Plan priorities at the time. The time frame for completion was estimated at eight years, culminating in FY 2004. 2003 Issues Capital Improvement Division Cost Allocation To date, six recreation bond projects are complete: Bow and Arrow, Bushmaster, Continental, MEMS Field, Killip Field, and Sechrist Field. Two recreation bond projects are scheduled for construction spring/summer 2002: McMillan Mesa and Foxglenn. Three recreation bond projects will be designed summer/fall 2002 with construction in either 2002 or 2003: Christensen Field, Thomas Field, and Thorpe Phase I. One project is for the design of a future Aquatics Center. This project, if pursued, could occur summer-winter 2003. The Parks and Recreation Commission and staff recommend that the remaining project, Linda Vista, be cancelled due to site constraints. In the FY 2002 annual budget, the City Council approved the creation of the Capital Improvements Division (CID). One organizational goal of the Capital Improvements Division is to be accountable for the delivery of the Capital Improvement Program in a cost effective, efficient, and timely manner. Another organizational goal is to reduce operating impacts to the City’s General Fund, when ever possible. Traditionally all consultant services, construction inspection, and materials testing project delivery costs are directly allocated to a benefited capital project. Similarly, a portion of project administration cost (staff salaries, vacation and sick leave) has been directly allocated to a project. This left a remaining portion of project administration to be allocated as an indirect cost to the various operating funds for which the CID is delivering budgeted projects. It hasn’t been allocated as a project expense. These indirect costs include staff salaries paid for time in training, non-project meetings, capital budget preparation, etc. and other resources used by the CID as commodities or contractual expenses. In addition to the bond funded projects, the City has also been able to address five other significant projects during the same timeframe: FHS/MEMS Pool Renovations, JLAC Ice Rink Locker Room/Lobby Renovations, Continental Land Acquisition, Lake Mary Land Acquisition, and Cheshire Land Acquisition/Expansion. Funds for these additional projects are derived from BBB tax revenues, earned interest, a general fund tax shift, and grants. The City Council and staff are advancing the purchase of the land to expand Cheshire Park, estimated to cost $800,000 exceeding the $200,000 originally scheduled for a lease payment. To fund the additional $600,000 the following reductions were made: Reduce the Annual Financial Plan The methodology adopted for FY2003 allocates all the CID operating expenses to budgeted capital projects for the fiscal year. This allows 55 City of Flagstaff, AZ however this is not a sustainable effort. Some type of recovery effort must be initiated. for all indirect expense to be treated in the same manner as direct expense. Any decision to fund a capital project can be made knowing the total project cost. Several alternatives were explored to fund the Environmental Management programs including increasing the solid waste fees, restoring the General Fund transfer, and establishing a separate Environmental Services fee. This approach allows the CID to deliver capital improvement program projects without uncertain fiscal impact to any operating funds. As these programs are directly related to the health, welfare and quality of life for all citizens of Flagstaff, the funding for these programs should be shared by all that benefit. To this end, the City will pursue a separate and distinct Environmental Services fee. Environmental Services The Environmental Services Division, formerly the Solid Waste Division, has significantly changed its scope and definition over the last three years. Previously, the enterprise-funded division focused on providing a variety of for-fee services involving refuse collection and disposal. Special Census In 1995, the Solid Waste Division, working with Public Works Administration’s Conservation Coordinator, developed a comprehensive fullscale recycling program, which was implemented in 1998. At that same time, the Conservation Coordinator was responsible for several other programs directly related to the Solid Waste Division’s activities. These included Recycling Education, Litter Code Enforcement, Abandoned Vehicle, Household Hazardous Waste, and the Clean and Green programs. The U.S. Census Bureau conducts special censuses at the request of a governmental unit, e.g., state, county, city or other political subdivision within a state. The basic objective of a special census is to obtain updated population and housing counts. The standard information provided by the Special Census Program is age, sex, relationship, and race. Also provided is the occupancy or vacancy status, type of vacancy, and tenure for housing units. For a special census, the City may add questions to gather data on housing, transportation, or land use planning; however, questions must be in accordance with subjects covered by the census. Added questions increase the special census fee. Public Works Administration was also responsible for the newly formed Environmental Management Program, which dealt with all environmental issues for the City. As with the Conservation programs, it was quickly realized that many of the environmental issues had a direct relation or impact on the Solid Waste Division. The common thread between all of these programs was protecting the environment. In fiscal year 1999, the Environmental Services Division was formed to consolidate these programs into one division in an effort to increase productivity and efficiency in the coordination of environmental programs. Slight shifts in our population standing in comparison to the rest of the State, translate into huge dollars to our City. Based upon the FY 2002 revenue distributions for State Sales Tax and State Income Tax. If our City gains or loses 1/10th of a population percent as compared to the rest of the State, we stand to gain or lose more than $700,000. A significant amount of City staff time is necessary to complete a special census. Tasks include: Advertising for and hiring the census takers. Scheduling training sessions for census takers. Arranging and paying for meeting places for training. Obtaining, leasing, and furnishing the facility (electronics and office equipment) for the census operation. Updating census maps. The new division was funded through service fees from the enterprise fund programs, BBB funds for the Clean and Green programs, and general fund contributions for the Code Enforcement, Abandoned Vehicle and Environmental Management programs. Over the past two years, funding for these programs from the general fund have been reduced due to budget constraints and competing needs in general funded programs. The enterprise fund has been making up the budget shortfall, Annual Financial Plan 56 City of Flagstaff, AZ • Oversight and coordination The City assumes full responsibility for the cost of the special census. While the cost to conduct the Special Census in 1995 was $190,000, the cost is anticipated to be approximately $300,000 for a census in 2005. The increase is due to inflation and the community growth. • • During fiscal year 1997-98 the City issued an RFP that provided for both a lease and lease purchase option. The City had a need to upgrade its existing inventory of personal computers, network servers, mid-range computer, and network switching equipment, however sufficient funding was not available internally. The Special Census Program is expected to be ready for field implementation in 2003. A Special Census can be conducted any year between 2003 and 2008. The Census Bureau believes there will be a large number of special censuses requested during this time frame. The Census Bureau strongly advises that a government request placement on the waiting list in the Fall of 2002 for a 2005 Special Census. The Census Bureau will handle requests on a first come first serve basis. An RFP was created that provided both a lease and lease purchase option. The lease purchase option was chosen over the lease option for the PC’s and servers for several reasons, 1) commitment to upgrade in three years to new equipment by the same vendor 2) the net present value of the lease option was more costly. The City will pursue a special census in FY2005 in its efforts to maintain a balance with the rest of the State. This timing in intended to maximize the City’s return on its investment to complete this task. Leasing was an attractive alternative for all computer-related components until 2000 / 2001, at which time a downward spiral in cost of computer hardware occurred. Cost of PC's and servers have seen cost decreases of 40 to 60%. The concept of thin client is now an acceptable alternative to thick client. Thin server technologies that utilize either network area storage (NAS) or storage area network (SAN) are the current trend. Information Systems – Lease vs. Purchase Determining whether leasing or buying is better economically requires knowing the purchase cost of the asset, the rental costs, the interest rate on a loan if funds are borrowed to buy the asset, and the expected value of the asset at the end of the lease term. Given that the current technological environment is ever changing, and the magnitude of need in the current year is manageable through available resources, outright purchasing will be pursued. The City will continue to analyze all purchases relative to leasing dependent on market conditions. Businesses lease for several reasons. • • • • • • • • To conserve cash. To not be locked into technology. Facilitate standardization efforts. Help smooth budget spikes. Better assets than you could afford to buy. Tax advantages. Book accounting advantages. Incentives. Fleet Services – Use of Biodiesel Biodiesel is a diesel fuel substitute produced from renewable sources such as vegetable oils, animal fats, and recycled cooking oils. It can be used in unmodified diesel engines. It is safe, biodegradable, and reduces air pollutants such as soot, particulates, carbon monoxide, hydrocarbons and other air toxins. Performance, storage requirement, and maintenance are similar for biodiesel blend fuels and petroleum diesel (petrodiesel). Leasing is not the best choice for everyone. • • The interest rate used for the lease is higher than you would pay on a loan. You may be able to use an asset considerably longer if it was purchased, thus saving funds in later years Annual Financial Plan Inability to adhere to the contract length, terms, and conditions Lack of a strong architectural plan for technology Need for flexibility 57 City of Flagstaff, AZ c. Charge an environmental waste disposal fee d. Review and adjust rates after 2-3 year period. Biodiesel is one of several alternative fuels, such as ethanol, compressed natural gas, propane, methanol, etc., that are being developed to reduce our reliance on non-renewable petroleum fuels. Biodiesel is usually blended with petroleum diesel for use in diesel engines. A blend called B20, for example, refers to 20% biodiesel, 80% petroleum diesel. An EPA study found that biodiesel; B20 reduced total hydrocarbons by up to 30%, carbon monoxide up to 20%, and total particulate matter up to 15%. Typically, emissions of nitrogen oxides (NOx) are either slightly reduced or slightly increased depending on the duty cycle of the engine and testing methods used. Increases in NOx can be effectively eliminated with the use of normal mechanical remediation techniques (e.g. catalysts or timing changes). Research also documents the fact that the ozone forming potential of the hydrocarbon emissions of pure biodiesel is nearly 50% less than that of petroleum fuel. It is believed to be the most equitable method of distributing actual shop costs to the equipment serviced. Also, as with any fleet service facility, there are numerous wastes generated during the course of fleet operation and maintenance. The acceptable practice throughout the industry involves good environmental management of pollution prevention, encouraging recycling, and meeting all federal, state and local laws. Environmental fees are the costs associated with collecting and properly disposing of waste products generated in the repairs and maintenance of vehicles and equipment. Some examples of environmental fees are: Disposal of brake/clutch pads Used battery storage/recycling Recycling of used antifreeze Recycling of used motor oil Used oil filter disposal Capture and reuse of air conditioner refrigerant Used tire disposal Compliance with federal/state storm water/oil separator regulations Cleaning fees for uniforms and shop rags Oil absorbent disposal Biodiesel B20 does not have an adverse affect on storage tanks, fuel filters, fuel pumps or nozzle filters at the pumps. The current price difference of 15¢ and 20¢ per gallon is anticipated to be reduced in the future as more commercial sites choose the blend for over the road truck stops and as government entities join consortiums. While the City did not budget for biodiesel in FY2003, the City will continue to monitor biodiesel until it is more cost effective to use. The City will also explore what other incentives may be available to assist in recouping the additional cost. All repair facilities capture the costs associated with proper disposal or recycling by passing them on to the customer under “miscellaneous shop fees” or “hazardous fees.” Currently all environmental fees are absorbed by Fleet Services. Industry procedure is to track all associate costs and allocate a portion to each work order that is generated. The fee is calculated by totaling all the costs generated in the various accounts and dividing by the estimated number of work orders. Fleet Services will initiate a $5.00 per repair order Environmental fee. Fleet Services can then recover the costs associated with waste disposal. Fleet Services – Labor Rates and Environmental Fees Shop labor rates have been at $38.00 per hour since 1994. This leaves year-end fund allocations of additional costs ranging from $100,000 to $400,000 that should have been distributed to the pieces of equipment that actually incurred the costs. This method distorts the actual equipment costs per hour/mile and does not capture accurate cost data. Accurate cost data is critical to the Fleet Committee to determine yearly replacement evaluations as the optimum time to replace equipment is achieved when cost of maintenance operations equal the purchase price of the vehicle. Several options were evaluated and the City chose to: Change the shop rate to $42.00 per hour, and add: a. Parts markup percentage b. Fuel markup per gallon Annual Financial Plan Capital Financing/Bond Program The City of Flagstaff is developing a long-range plan that balances competing capital needs and how to finance them. Capital improvements range from maintaining infrastructure, to the relocation of fire stations, to meeting growth in the community, to meeting community expectation, i.e. Open Space. 58 City of Flagstaff, AZ Partnerships – Merging similar needs within mutual funding The public process used in Transportation 2000 will be used as the model for this current endeavor. While it can be a lengthy process, community education and participation is the key to success for this venture. This planning process will need to take approximately 4 – 6 months which will include a clearer definition on the scope and project costs. Issuing bonds and/or increasing taxes are the primary methods of generating additional funds for capital expansion. There are several bond types the City can pursue. The most typical for most of these improvements are general obligation bonds. To develop the plan, the following key elements will be addressed in the planning process. The community will participate in the development of a priority list that determines the present and future needs of the community. Adequate cost structures will be developed that are appropriately inflated to cover the cost of projects that extend over multiple years. Financial resources will be evaluated to determine the most appropriate vehicle to use for payment. The community must express their willingness to pay for these new improvements. The Council will determine new or existing reoccurring revenues to support the maintenance of new facilities. General Obligation Bonds – There are two different use categories. G.O. Bonds can be issued for up to 20% of the secondary assessed valuation for projects involving water, sewer, artificial lighting, parks, open space, and recreational facilities. Current capacity is estimated to be $57,307,859 and will grow to approximately $75 million by FY 2006. For all other general-purpose improvements, the City may issue up to 6% of its secondary assessed value. Current capacity is estimated to be $20,181,824, and is estimated to be $27,747,650 by FY 2006. $10,900,000 of additional debt can be supported by a tax rate increase of $0.2175, a 22% increase. A business with a $1,000,000 in value would experience a $543.75 annual increase in property taxes. A residential home valued at $200,000 would see an annual increase of $43.50. The City has developed a list of current needs that the community may or may not endorse. The current list includes the following, however it may not be all-inclusive. The existing tax rate is 0.9801. The City of Flagstaff existing debt is paid off in intervals over the next 6 years. The existing secondary property tax rate supports an additional $16,500,000 debt in FY2006. In 2008, an additional $9,500,000 is supported, and in 2010 $6,350,000 is supported. Water and Sewer $ 22.0M Four fire stations relocations 16.0M Parks & Recreation 35.7M McMillan Mesa Open Space 20.0M Urban Open Space 15.0M New City Shop facility 20.0M Court and City facilities 6.0M Other large capital 2.0M USGS Lease Buildings 10.0M Total $164.7M BBB taxes could also be increased to support additional debt. Current Bed, Board, and Booze tax is at 2%. If only the bed portion were increased by 1%, an additional $1 million in tax revenue would be generated which supports an additional $10.9 million in debt. The financial resources available to pay for a large capital program include: Pay as you go financing – Using current revenue and/or fund balance resources Bonding – Debt financing Taxation – Increase sales or BBB taxes Grants – Public or private dollars generally available for a specific application Donations – May be either general or specific Annual Financial Plan State statute sets the dates when a municipality can hold a special or general election. These months are September, November, March, and May. A bond election carries further requirements with regards to publicity pamphlets and soliciting pro and con arguments. To adequately meet the public education and statutory requirements, the Council has established a May 2003 election date. 59 City of Flagstaff, AZ Annual Financial Plan 60 City of Flagstaff, AZ Annual Financial Plan 61 City of Flagstaff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nnual Financial Plan 62 City of Flagstaff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nnual Financial Plan -*1/ *+-*1 * *+0*/ ,+*/ *01*101 0*,0/ *-*- -/*11 * + * *0/* *1/*/ ,* -* *-01*/, -* 0-* *+*,- /1*,+ /*1,1*/ *,*+1 /*00*10- *,*+1 /*//*-0  /*1,-*+ ,*+, ,*+/ ,*+/ -*, ,-*- 0*0 1*/-*,++ ---* /* 1*,-/*/ 1,* ,*0 1*++*- +*  +*-,*+-+ 0*/1 -*0*0 ,* -*,*-,  -*1,*, +/*,/ ,*0/*+, 63  ,*,*1, *//1 ,*1*/1  ,*1*0 1* ,*,0+*0 ,00*+1 +0*//   *,/ -*0 /*/   -*++- -*++- 1*01 /*11 1*+1   +*/ *1*+-0*/ ,,*-- * 00,*10 ,-*10,     -,*- ,0*/,+            -* -* +*0      *,*+1 -,*++/  0-*+0/ /* /* *10*01  -21+ 021 -21 02 ,2 2+, 2- 2,, 2-, 210 02+ 2,- 200 -2 +201 2 +2 2 -,2- 021 -2 -2 2 2 /2-/ 2/ 0121 2 2      -1*,+ 2 ,2 -1*,+ -2+0 City of Flagstaff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nnual Financial Plan     64       +* +*     City of Flagstaff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nnual Financial Plan 65 02,/ 2 02,/ 12-  City of Flagstaff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nnual Financial Plan 66 City of Flagstaff, AZ SCHEDULE OF TRANSFERS FISCAL YEAR 2002-2003 Community Redevelopment Fund $375,400 This transfer represents a $275,400 funding for a revolving loan source and $100,000 funding for land acquisition related to affordable housing development. Airport Fund $776,000 - This transfer is for the general operations in the amount of $590,000 and $186,000 for capital at the Airport. The Airport is an enterprise fund whose goal is to eventually eliminate any requirement for general fund transfers. General Fund Transfers In: Library $250,000 – This transfer is for a contribution to a parking solution on the Municipal Campus. Highway User Revenue Fund $1,072,030 – This represents $900,000 repayment of the FY 1998 transfer to fund the Rio de Flag project and $172,030 for drainage projects. Beautification Fund $167,201 - This represents $162,000 for streetscape maintenance on projects previously constructed by BBB funds which are now maintained by the Parks division and $5,201 for the Citywide publication. Tourism Fund $6,238 - This is a contribution to the Citywide publication. Recreation-BBB Fund $802,567 - This transfer entails four separate actions 1) a contribution to the maintenance of FUTS which is a Parks responsibility $71,803; 2) reimbursement of the Parks project administration $68,285; 3) $662,479 for increased maintenance in the Parks budget related to additional field maintenance associated with Recreation Bond projects. Water and Wastewater Fund $2,406,423 $2,401,423 transfers utility revenue through the General Fund to Highway User Revenue Fund for a payment of debt; $5,000 represents a shared copier purchase. Environmental Services Fund $429,678 - This transfer represents a repayment of previous contributions to the Environmental Services Fund $425,000 and $4,678 for advertising in the Citywide publication. Library Fund Transfers In: General Fund $1,127,079 - This is the operating transfer from the General Fund to the Library for general services. Transfers Out: General Fund $250,000 - This transfer is for a contribution to a parking solution in the Municipal Campus. Highway User Revenue Fund Transfers In: General Fund $2,401,423 - This is the transfer from the General Fund to Highway User Revenue Fund for payment of debt. Transportation Fund $4,670,700 – This is a transfer of the transportation tax to fund various transportation projects. $846,423 from Safe to School monies for miscellaneous projects and the Thomas Drive urban link. $3,824,277 is from Street Improvement for Soliere, Country Club, West Street and Lonetree corridor studies, transportation project planning, curb and gutter on Birch Avenue and partial funding to Dodge Avenue, Empire Road and Loop Road. Transfers Out: Library Fund $1,127,079 - This is the operating transfer from the General Fund to the Library for general services. Highway User Revenue Fund $2,401,423 - This is for payment of debt service for the street bonds. Economic Development $50,000 – Transfer for Telecom. Arts and Science Fund $95,000 - This transfer is for $85,000 to support Art in Public Places and Contributions to Agencies, and $10,000 represents a contribution of 1% of eligible capital projects for Art in Public Places. Real Estate Proceeds Fund $150,000 - This transfer is for acquisition of Open Spaces. Annual Financial Plan Transfers Out: General Fund $1,072,030 – This represents $900,000 repayment of the FY 1998 transfer to fund the Rio de Flag project and $172,030 for drainage projects. 67 City of Flagstaff, AZ Transportation Fund Tourism Fund Transfers Out: Transfers Out: HURF $4,670,700 – This is a transfer of the transportation tax to fund various transportation projects. $846,423 from Safe to School monies for miscellaneous projects and the Thomas Drive urban link. $3,824,277is from Street Improvement for Soliere, Country Club, West Street and Lonetree corridor studies, transportation project planning, curb and gutter on Birch Avenue and partial funding to Dodge Avenue, Empire Road and Loop Road. Beautification Fund $745,000 – This transfer funds various FUTS projects within the multimodal transportation projects. These projects include Lake Mary Road to Beulah/Ponderosa Trails; Lone Tree/CCC to Pine Knoll Rio Downtown Project; Walnut to Rio and US 180 Multi-use path. General Fund $6,238 - This is a contribution to the Citywide publication. Arts & Science Fund Transfers In: General Fund $95,000 - This transfer is $85,000 to support Arts in Public Places and Contributions to Agencies, and $10,000 represents a contribution of 1% of eligible capital projects for Art in Public Places. Recreation-BBB Fund Transfers In: Secondary Property Tax Fund $315,792 - This transfer is to assist in the repayment of G.O. Bonds due to a shortfall in estimated BBB Tax revenues. Beautification Fund Transfers In: Transportation Tax $745,000 – This transfer funds various FUTS projects within the multi-modal transportation projects. These projects include Lake Mary Road to Beulah/Ponderosa Trails; Lone Tree/CCC to Pine Knoll Rio Downtown Project; Walnut to Rio and US 180 Multi-use path. Recreation-BBB Fund $110,000 – This transfer is for new FUTS construction. Transfers Out: General Fund $802,567 - This transfer entails four separate actions 1) a contribution to the maintenance of FUTS which is a Parks responsibility $71,803; 2) reimbursement of the Parks project administration $68,285; 3) $662,479 for increased maintenance in the Parks budget related to additional field maintenance associated with Recreation Bond projects. Beautification Fund $110,000 - This transfer is for a new FUTS construction. G.O. Bond Fund $519,716 - To pay the debt service on the Parks and Recreation Bonds. Transfers Out: General Fund $167,201 – This represents $162,000 for streetscape maintenance on projects previously constructed by BBB funds which are now maintained by the Parks division and $5,201 in support of the Citywide publication. Real Estate Proceeds Fund Economic Development Fund Transfers In: Transfers In: General Fund $50,000 – This represents a transfer to assist in the payment of the Telecom plan. Annual Financial Plan General Fund $150,000 - This transfer is for acquisition of Open Spaces. 68 City of Flagstaff, AZ Community Redevelopment Fund Transfers Out: Transfers In: General Fund $2,406,423 - $2,401,423 transfers utility revenue to the General Fund, these funds are subsequently transferred to Highway User Tax Fund for a payment of debt. $5,000 is to share the expense of a new copier. General Fund $375,400 - This transfer represents a $275,400 funding for a revolving loan source and $100,000 funding for land acquisition related to affordable housing development. Water and Wastewater Bond Fund G.O. Bond Fund Transfers Out: Transfers In: Water and Wastewater Fund $4,199,653 – This is the anticipated transfer to support Water and Wastewater development projects that are currently budgeted. Recreation-BBB Fund $519,716 - To pay the debt service on the Parks and Recreation Bonds. Secondary Property Tax Fund $1,372,115 - A transfer of Secondary Property Taxes collected for repayment of Library and Public Safety bonds. Airport Fund Secondary Property Tax Fund Transfers In: Transfers Out: General Fund $776,000 - This transfer is for the general operations in the amount of $590,000 and $186,000 for capital at the Airport. The Airport is an enterprise fund whose goal is to eventually eliminate any requirement for general fund transfers. Secondary Property Tax Fund $215,081 - There is a transfer for Secondary Property Taxes collected for repayment of a portion of the Airport debt service, the remainder is funded with Passenger Facility Charges. Recreation-BBB Fund $315,792 - This transfer is to assist in the repayment of G.O. Bonds due to a shortfall in estimated BBB Tax revenues. G.O. Bond Fund $1,372,115 - There is a transfer of Secondary Property Taxes collected for repayment of Library and Public Safety bonds. Water and Wastewater Fund $2,401,423 - A transfer to Utilities for Secondary Property Taxes collected to support General Obligation Debt. Airport Fund $215,081 - There is a transfer for Secondary Property Taxes collected for repayment of a portion of the Airport debt service, the remainder is funded with Passenger Facility Charges. Environmental Services Fund Transfers Out: General Fund $429,678 - This transfer represents a repayment of previous contributions to the Environmental Services Fund $425,000 and $4,678 for advertising in the Citywide publication. Water and Wastewater Fund Transfers In: Secondary Property Tax Fund $2,401,423 - A transfer to Utilities for Secondary Property Taxes collected to support the General Obligation Debt. Water and Wastewater Bond Fund $4,199,653 – This is the anticipated transfer to support Water and Wastewater development projects that are currently budgeted. Annual Financial Plan 69 City of Flagstaff, AZ                     &""#$%% $#  $#'   %#$   $#  $%#$ #  ("#""(  # (#%   "#$'     '#*% '#( %#"' $%#$*(  "%#((   # # "#$  $%#$  # $#  "# #'( %#( (#"' "#"%     *"$#'$ "'#( $#    $#   #$%  "#$ "(#**  # #(( ('#*$ "#" #$( %#$ $#%  #(($ '# #"% #%$ '(*#  )             ,    #      #             +                    #        #  #** #"" "#%* "( #('" $#  "*#%    *#%'    (#*$( (#"(%                   !  )     )      '''!    )      !    )      !    )      !             !             !             !  )              + !                              )                                      )                                                                                                (#*$( (#*$(                                                                                               $ $                                                       # # '#*' *$# #"#*' # # '#*' *$# #"#*'           '(                )     ""       )+ )) # +    - #             "# "$#     $#    $#  $# $#   *#* $# # $# (*#*   #'' *#%%' (*#'(% $# *#%*   *" * * $                "#  "# $#  $#  $# $#             .     ,         $#(% ('#(($ "%'#%'  (%#$($ (%#$($ $#(%  $#(% #""#*''  #""#*'' - $-       '*''  ''                 "#$% %$%#  # #"$'#$% '#' ""#*"' $#*(* ((#""   *%#* (#$% %#' %#% '#( %"# # #$(%#%      # #      %$ %#'% *#  %*$#" #%#' ($#* %"#%   #$ #""" $# #  "$#""" '$( #%" $#*  '#''% ' ' '                       -  -           #"# "*#"$* (#%( #(''#%* #$"$ %#" *#%%#"  (%#(( "%#($ #'    #'*#% #$ *#*" "#$(  #%"#$* (#%( #$"#$$ $(#$(* %#'$ #'#% #"#* (#%*      %#'$"#'$(       %(#%(  #$  #*#$' *#$'$ %"#* (#(% ($*#% #$% #% (#(%(#$*       $    *#$'(  (#(%  #$%   *"#  '- '- '- '$-$ '$-$ '$-$ (-(% (-(% '$-$ '$-$ '- '$-$ '- '$-$ (-(% '-                                            &*#'"#% (#( (#( #('#%*% "(#' "(#' *#%#"'' %'#$ %'#$ #"$#*'" ($   70                    -         ! ,  !       .  ! '%%!   .  ! ,  %!     +  !   +     %!     +    # )   - *!     +    # )   -( '!     +    # )    "#%#*!     +    # )      '! ) ) + )   -$+" ! ) ) + )   -$+" ! ) )+ )  -$+" +%!    + ))+    !     ....!      ) .-#    ) ..!      ) .-#    ) ....! ) .)        Annual Financial Plan                                                                                                         City of Flagstaff, AZ                 "%#"$! "& "%#"$" )***0)**- " "!   "%#"$! "& "%#"$" )**-0)**) !#"! !""! "%#"$! "& "%#"$" )**-0)**) # #"! !""! "%#"$! "& "%#"$" )**)0)**+ ( $" ,!0!. 6-23+42)5* +2 5234) -27+ 234+  2) 42)732)-:25 7 :2+3:2)5* 0 )23472: )**2 + +-24 +25*+ )24 25+7 :2--+2:+4 )2*-32-:5  2)*-2+-: 32++42+3* :2+4:2-43 0 52*:32)** ):*2*** +52573247+ )2 7-2+73 72*:32:)) )2-+42+ ) 52-+*2 ** 327) 2357  247:2* 7 0 32 -)2)33 34*2*** 4 275*2)-7 +255724* 725*)27++ )27 -2*7: 5254*2:44 -*27+72*** 52:732 4: -:2:77 5+52333  5*2*** 4)23+42-** -2*352*-5  4+2+-5) 25)+  *32344 -2*--2*)) -2-*42:55 -:2:77 ,727542+**. ,)5*2***. ,+23+ 2--7. 4*83/ 78*/ +48*/ 78 / -*8+/ -58*/ 0 03)8+/ 0)785/ 0784/ )72*-+ + 2*74 )23*52-+ )2:54 0 3+2-:0 +2* 23:7 +-25-5 ++25+ )24:-23*)2-44 0 +-2 :: 0 )2::-2-:+ )324+5 ++2)7) +2*::25+7  2*)7 0 +-25:4 -**2*** +2): 2)+3 7*2):4 +5237) +2:))2**4 :724)5 -2*)+ 4325*7 -**2*** +27432+37 :*27-5 425** 4 2) :)2+33 -2*)+ -523:4 0 :3+2-:3 -5)8 / -48-/ -:8+/ 7 38+/ 0 : 8:/ *8*/ -78)/ -))2**5 3-)2*3)572)+) 52 4425-0 -*52:50 32* 42 -) 45 2 ) 7 233 )7)24:7 -+2)7*23+5 0 7525*0 -427-425-+ 43 2344 5)42)+ +*72:37 )+2-43240 772++7 :*2*** )427-52:+) -7 27*7 7-+2*34 -3 25:) )-2) :2*+5 +2543 -+-2445 5**2*** )+2)3 2775 ,+-*2-+ . 7727:7 ,---274 . ,-27742+53. +2543 4+2-*3  :*2*** ,-2:)*2 4:. 0 )84/ -)8+/ 0+ 8)/ 078-/ 0 4787/ -+**8*/ 0 8-/ -*32 *7-32 5+ 3)32)54 -2 )4253) -2+))2-+: )234 23)5 +2-**277-24+ 253) 42:+52 5+ 32 3)25:) -2:3)2*7* --2)7427+)  2:3-275-::2)77  25452-:3 )-)8 / -*87/ ):)27+4 0 ):)27+4 ::*2 7 0 ::*2 7 -2)772573 -*2*** -2)372573 )27- 2:55 -*2*** )27) 2:55 -2:)52577 0 -2:)52577 --78:/ *8*/ --58 / 4**274 0 4**274 +)523** 0 +)523** +:423** ):2*** +5323** 4: 24** ):2*** 47-24** -*-2:** 0 -*-2:** )78 / *8*/ ) 85/ -2):+2573 0 -2):+2573 -2)742+-7 0 -2)742+-7 -2:342)*+ :*2*** -2 442)*+ -25+42577 :*2*** -25742577 -4*2:7: 0 -4*2:7: 787/ *8*/ 78 / +) 2) 4 0 +) 2) 4 +: 2:*: 0 +: 2:*: 4*4243+ -*2*** 4-4243+ 4*)2 33 -*2*** 4-)2 33 ,-2534. 0 ,-2534. 0*84/ *8*/ 0*84/ " " $0$!  0 -*52 ** -2-3 25 +  2-)42+*7 :2 5527)5 ,44 247-. 058+/ " " "# ""!$! $0  1 +5+2-7) 4**2*** 77:2*** 57:2*** ,-**2***. 0--8+/ $!&!"# "$ "$" $!   1  11!9 1 ;1 9   # #<' = '  $0  1 ;   #"  ">"$"$!   $!   1  11!9 1 ;1 9 #<' = '  $0  1 ; ((' "  ">"$"$!   1  11!9 1 ;1 9 #<' = '  $0  1 ;     !"# "$"%#"$! "&"%#"$"'($" ($! # $ " )**) $!)**+ ,'(    " )**-. $#  $$!   9    "  $$! ?  9 "$!">"#"$$! "1!9 1  9  $!  1  9  $!"$"$!   9 Annual Financial Plan 71 / ( $" City of Flagstaff, AZ        "%#"$! "& "%#"$" )***0)**- " "!   "%#"$! "& "%#"$" )**-0)**) !#"! !""! "%#"$! "& "%#"$" )**-0)**) # #"! !""! "%#"$! "& "%#"$" )**)0)**+ $ "!">"#"$$! 6-2-7-2434 11 9 1 -27*32- 3 )24 52-73 )2*-)2-5) ,4::2*-5. 0-784/ " # $$$ $! 11!9 1 -)+2)7+ ))-2)-: -2*5+2*3* ) :2 ,7*524)4. 05:8)/ -52*7*2-+ ) 24:32++- 4 273724- :)2 552)4 :255727+* -)8+/ -2:+325+ -25+72 +- -25352+- -273+25+- 3 24-: :84/ )332+:)2*+5237) )332+-+ )2*3 2 )3 +*-2)54 )2-3:2**: -23 372+5 *85/ 485/ )2- :2373 )2- :2373 :24:32)+4 :24:32)+4 427+)2*3 427+)2*3 -+ 2:3* -+ 2:3* ,42 3:2:* . ,42 3:2:* . 0358)/ 0358)/ -75237 5) 2::4 435274: 7 25 -*24-:2+* :2+*727*4 )572+-* 0 -52:*-2: + 32 5:  ):2)-* 4452 75 732+-4 -*2+**25-:234 253) )*324 ) 0 -5237727:- +:32*7:  472)-3 47*2 7+ -)-2455 -42::423:) 72)7:2:)7 )-*2+ + -24**2*** ) 2* *2+*5 )7:2+:4  :253 +3 2-7+  42*:7 - 2 :*2:4 72:+72: 4 ))32+)7 -24**2*** )72))327)3 ,5+25+-. -52:55 ,742:**. ,:524-3. )2*3:2:34 ):+2*+ -723 : 0 )2- 32:)) 0)*8:/ )85/ 0-58 / 0458+/ -484/ +8-/ 38*/ *8*/ 78+/ -):233)*+2*+-++2 : +2+)72*4) 0  5277 +27:72 * -+32+3* 772)3--:2+4) 324::2 55 0 4-2:*+ 3274*2)*+ -4*25*5 752-*: -+*2:)-4234)2:): 0 4-25 * -:2+4)2 -7 :-2 +7 5)27+3 -432*5) 7253:2) ) -2*+5 4725*4 32--72::) ,732* 3. ,-42) . -72::, 2-452) +. -2*+5  2344 , 2))42* . 0 +8+/ 0- 84/ -48)/ 04-8-/ 0 - 8 / 04*8 /  )2)37)2573 -5*2:+*  2*352 )+ 0 7 2+*) :2-7  2:*425)- -*-23-3 -* 2-7* )*52*+) :2+752)** 0 -* 2:+5 0 :23*727 7 3:2:--*:2*)) )-72:47  25-32)*5 0 -* 274* -2:**2*** 7254:2-)7 -:)2) 4 332*)) -7 2 75 52+432:+7  72) --:2*+* -2:**2*** 3245*27*5 : 25:+ , 2***. ,+-27 -.  +*2++ 72) 72-3* 0 5):2 53 :384/ 0:85/ 0-48 / 384/ 0 585/ *8*/ 78+/ 0 0 0 )527 4273+ 0 0 0 ++25+523)) 0 0 0 :*2-472*:+ 4 42)-) :*2*** :-42)-) 452+++24** 4 42)-) :*2*** :-42)-) ,)27-42 :+. 0 0 0 0:8 / "%#"$! " $! >$""  ""$C#"$$ 727** 52)** 32 ** 52)** ,)24**. 0):8*/   $! 67*24*724)) -*:243-2-:) -:*27::2*-) -4:2)7+2:4- ,:2:5-245-. 0+85/ $!&!"# "$   9 ( $" ,!0!. / ( $" !"" >"$! "$"  $$!$! $0  1 #"  ""$$!$! $0  1 )7:2- : !< 9 -27)423* # # @"$!   # A  # A "$" # "$! ' "  $!' "' " $!   1  11!9 1 ;1 9 #<' = '  B  $0  1 ;  # $!   1  11!9 1 ;1 9 #<' = '  $0  1 "$> $"$ " >"$!   1  11!9 1 ;1 9 #<' = '  $0  1 ;  ' " $! 11!9 1 ; "  Annual Financial Plan 72 City of Flagstaff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nnual Financial Plan 73 / ( $" 8 / 4+*8*/ )8-/ 0-**8*/ -+8)/ 0-78 / 8 / 84/ 0+387/ : 8+/ 483/ 04)8 / )785/ 78:/ 058+/ 0-)87/ City of Flagstaff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nnual Financial Plan 74 City of Flagstaff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nnual Financial Plan )343() !%"+ 75 City of Flagstaff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nnual Financial Plan 76 City of Flagstaff, AZ Schedule 9: CIP CITY OF FLAGSTAFF SUMMARY OF CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2002-2003 DIV # 11 CARRYFWD 2001-2002 $ - BUDGET 2002-2003 322,664 BUILDING #1 DEMOLITION - 333,208 FIRE RAISE SUPPORT BEAM-STATION 2 - 20,000 POLICE STAFF ENTRY IMPROVEMENTS 34,500 34,500 DIVISION LIBRARY PROJECT CONST/BLDG IMPROVEMENTS-NEW BRANCH 20 USGS FACILITIES 21 22 24 GEN FUND-CAPITAL PRO USGS BLDG #6 136,590 136,590 26 PARKS 200,000 200,000 29 FACILITIES MAINTENANC ASBESTOS ABATEMENT ACM FACILITIES TESTING AND SURVEYS ENVIRON SOILS REMEDIATION UNDERGROUND STORAGE TANKS REMODEL CD SERVICE COUNTER 115,023 50,000 - 85,000 45,000 115,023 50,000 26,243 30 RECREATION 41,477 122,881 80,853 67,596 9,060 6,000 32,000 48,000 41,477 122,881 80,853 67,596 9,060 33 STREET CONSTRUCTION RESERVE FOR IMPROVEMENTS SIDEWALK REPLACEMENT PROGRAM ANNUAL STREET MAINT PROGRAM BUTLER/ENTERPRISE RECONSTR SUNNYSIDE STREET IMPROVEMENTS KILTIE LANE TRAFFIC SIGNAL MODIFICATIONS SOUTHSIDE TRAFFIC CIRCULATION ANNUAL ADA COMPLIANCE TRAFFIC DIVERTER ON O'LEARY 23,112 35,855 3,118,068 508,906 200,000 20,125 323,357 33,570 51,210 15,000 2,133,954 3,873,282 761,836 200,000 20,125 323,357 116,361 33,570 34 DRAINAGE 2,711 2,318,656 - 153,914 4,273,042 18,116 35 4TH STREET OVERPASS FOURTH ST RAIL CROSSING 1,476,089 9,692,752 37 AIRPORT CAPITAL PROJ MASTER PLAN/PART 150 STUDY DESIGN/CONST N PARALLEL TAXIWAY DESIGN/CONST SAFETY AREA REHAB DESIGN/CONSTRUCT RUNWAY EXTENSION NE RENTAL CAR CLEANUP LOT CONSTRUCT 6-BOX HANGARS AND 10 SHADES AERIAL MAPPING 547,447 2,982,374 118,174 78,785 547,447 2,982,374 118,174 503,736 950,000 1,900,000 78,785 38 AIRPORT - 222,327 Annual Financial Plan LAND ACQUISITION-GUADALUPE PARK REMODEL BATHROOMS-THERAPEUTICS ROOF-FLAG REC CENTER ENLARGE WEIGHT ROOM-FLAG REC CNTR ADA RESTROOMS-FLAG REC CNTR ADA RESTROOMS-ADULT CENTER ADA RESTROOMS-COGDILL ADA RESTROOMS-ACTIVITY CENTER LOCKER ROOM SHOWER TILE-FHS POOL GENERAL DRAINAGE RIO DE FLAG FLOOD CONTROL THORPE RD IMPROVEMENTS PAVEMENT CRACK SEAL OVERLAY 77 City of Flagstaff, AZ * * Schedule 9: CIP DIV # DIVISION PROJECT 41 ENVIRONMENTAL SVCS WIND BLOWN LITTER FENCE VADOSE ZONE WELLS-LANDFILL METHANE GAS MITIGATION RESIDENTIAL DROP OFF LANDFILL CONSULTANT SERVICES TREE CLEARING-LANDFILL STORM WATER MGMT-LANDFILL METHANE MONITORING-LANDFILL MRF ENTRY IMPROVEMENTS BIN STORAGE AREA LANDFILL CLOSURE SETASIDE COMPLETION OF TIER II ANALYSIS CINDERLAKE LANDFILL ENTRY IMP 47 LAKE MARY WTP 51 BETTRMTS & IMP WATER AMBERWOOD BOOSTER STATION WATER LOADOUT STATION AGASSIZ/DUPONT/VERDE WL COCONINO AVE. WATERLINE SUNNYSIDE PHASE 2 SUNNYSIDE PHASE 3 RADIO METER INSTALL HUMPHREYS WATERLINE ISABEL RECLAIM EXTENSION RESERVE FOR IMPROVEMENTS LUCKY LANE W/L EXTENSION 52 BET & IMP WTR DIST 57 WSTWTR TREATMENT IM RESERVE FOR ENGINEERING SVCS BIO TOWER MEDIA REPLACEMENT WASTEWATER SYSTEM OPTIMIZATION WILDCAT SEPTAGE PIPE REPLACEMENT WILDCAT SEPS PUMP RIO PLANT CHIPSEAL WILDCAT SCREW PRESS UPGRADE/RECLAIM EXTENSION-WILDCAT 58 WSTWTR COLLECTION IMHUMPHREYS SEWER REPLACEMENT ARROWHEAD/MOUNTAINVIEW SEWER REPL BIRCH AVENUE SEWER REPLACEMENT RIO DE FLAG SEWER INTERCEPTOR RESERVE FOR IMPROVEMENTS SECOND ST SEWER REPLACEMENT 65 CITY COURT Annual Financial Plan FLOORING INSTALL DAM IMPROVEMENTS-UPPER LAKE MARY WELL MAINTENANCE AGREEMENT-LMWTP LAND ACQUISITION FUND WELL MAINTENANCE AGREEMENT-WDY MTN INNER BASIN PIPE ROOF MODIFICATIONS LMWTP FILTER MODIFICATIONS WATER SYSTEM OPTIMIZATION TOWN WELL NO.3 TOWN WELL NO. 4 VULNERABILITY STUDY REMODEL OF COURTHOUSE 78 CARRYFWD 2001-2002 $ BUDGET 2002-2003 50,000 15,000 50,000 50,805 55,000 35,000 242,444 28,000 23,000 107,000 50,000 15,000 50,000 50,805 50,000 40,000 55,000 35,000 242,444 28,000 500,000 23,000 107,000 20,000 6,500 20,000 150,000 20,000 250,000 95,700 20,000 51,719 100,000 1,667,971 103,898 55,849 100,000 297,600 144,649 1,669,620 73,059 166,000 271,532 40,000 114,883 146,500 873,598 206,000 - 4,109,000 206,000 516,871 500,000 50,000 1,100,000 238,535 44,367 - 30,000 1,100,000 300,000 36,000 64,169 33,360 44,367 150,000 417,000 31,955 311,000 267,024 105,547 677,494 229,246 81,955 311,000 26,830 26,830 City of Flagstaff, AZ Schedule 9: CIP DIV # DIVISION PROJECT 66 NON-DEPARTMENTAL KNOLES PROPERTY PAYMENT BANK ONE REMODEL ADA IMPROVEMENTS DOWNTOWN IMPROVEMENTS 67 REAL ESTATE PROCEEDSACQUISITION OF OPEN SPACES 74 STREETSCAPE 75 FLAGSTAFF URBAN TRAI RIGHT OF WAY ACQUISITION CRESCENT TO CHESHIRE TRAIL LINK BOW & ARROW WASH TRAIL-PHASE I US 180 MULTI-USE PATH TUNNEL SPRINGS TRAIL LAKE MARY ROAD-BEULAH TO PT LONE TREE-CCC TO PINE KNOLL RIO DOWNTOWN WEST VILLAGE TO WALNUT WALNUT TO RIO FOXGLENN PHASE I & II HOSPITAL LINK FISHER POINT LINK 84 TOURISM GEN ADMIN MILLIGAN HOUSE REPAIRS 85 VISITOR SERVICES BLDG IMPROVEMENTS-VISITOR CNTR 91 RECREATION-BBB TAX THORPE PARK IMPROVEMENTS FOXGLENN PARK IMPROVEMENTS MCMILLAN MESA PARK IMPROVEMENTS CHRISTENSEN SCHOOL FIELD IMPR THOMAS SCHOOL FIELD IMPR LAND ACQUISITION/EXPANSION-CONTINENTAL LAND ACQUISITION/EXPANSION-CHESHIRE LAND ACQUISITION-LAKE MARY 92 TRANSPORTATION CIP LOCKETT RD/THOMAS DR INTERSECTION SOLIERE AVE EXT TO FOURTH ST COUNTRY CLUB DR WIDENING DODGE AVE IMPROVEMENTS TRANSPORTATION PLANNING AND PROGRAMM MISC SAFE TO SCHOOL PROJECTS EMPIRE ROAD EXTENSION LOOP ROAD BIRCH AVENUE CURB AND GUTTER RT 66 ENTERPRISE TO ARROWHEAD US 89-RAILHEAD TO SNOWFLAKE REDEVELOPMENT OPPORTUNITY FUND FREEWAY TI AND CORRIDOR IMPR US 89/66-FANNING TO MALL SPECIAL PROJECTS RIO DE FLAG CORRIDOR-DOWNTOWN OPEN SPACE IMPROVEMENTS RT 66 - ELDEN TO S.F. SIGN BUY OUT RT 66 LANDSCAPE-VERDE TO SWITZER TOTAL * CARRYFWD 2001-2002 $ BUDGET 2002-2003 500,000 250,000 350,000 1,487,000 500,000 250,000 350,000 1,487,000 485,000 785,000 75,000 17,049 30,000 10,000 6,285 20,000 225,000 80,690 50,000 215,000 70,000 25,000 50,000 30,000 10,000 6,285 20,000 25,000 102,148 99,896 99,850 24,841 30,000 100,000 275,000 260,000 300,000 130,150 250,000 250,000 50,000 50,000 50,000 50,000 125,000 30,000 10,000 10,000 170,000 200,000 100,000 1,503,526 150,171 178,758 1,100,000 - 110,944 1,804,899 164,566 443,196 396,222 900,000 800,000 1,025,000 - 264,422 1,101,278 1,253,238 1,787,984 625,683 482,401 500,000 1,230,600 285,000 $ 25,318,855 $ 63,932,019 These items totaling $165,023, are held to meet COF compliance with ADA/DOJ requirements. Should retrofit expenditures be less than amount held, it will be returned to the divison for the original projects. Annual Financial Plan 79 City of Flagstaff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nnual Financial Plan . . 9-. 23. 31 80 1.3/ City of Flagstaff, AZ        566 " 66      ! 7"48 6 5     +-, -, -,, -,, #,-## +#,-##      !" # # $ %& '( ) *+,-. /)01)%& '( ) 1 ' *+-. 1% 2/ %/'( 0/%    3 1 '   ,-# -,, -,, -, ,- #,-## -,, -,, -, #- #,-## -,, -,, -, #-  1' 1%  0/%    3 1 ' 4(% Annual Financial Plan 81 City of Flagstaff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nnual Financial Plan 82 "# && ' &&( City of Flagstaff, AZ GENERAL ADMINISTRATION GENERAL ADMINISTRATION DEPARTMENT MISSION It is the mission of the City Manager's office to direct and coordinate City staff to provide effective, efficient, and equitable implementation of Council policies and programs; and to provide representation of City Council policies to citizens, other governmental agencies/jurisdictions and any other entity important to the accomplishment of directives established by the City Council. The mission of the City Clerk’s office is to support the values of the community and to administer and safeguard the integrity of the municipal governing process by: Conducting fair and open municipal elections; overseeing the timely and accurate accumulation, organization, dissemination, and accessibility to public records; and ensuring legal compliance of all official postings, public notices, and related advertising. The mission of the Capital Improvement Division is to ensure all citizens share equally in the high quality of City services and amenities by continuing the expansion and improvement of infrastructure as demographics change and City facilities age. The mission of the Human Resources Division is to support the City of Flagstaff’s commitment to enhancing partnerships with the citizens of our community by providing dependable service, addressing customer’s concerns (both externally and internally), providing high-quality public service, and creating a work environment where initiative, teamwork, and creativity are encouraged and valued. The mission of the Risk Management Division is to develop and maintain an integrated multi-disciplinary program for effective management of the City’s resources, assets, and liabilities to protect its employees, property, and citizens and enable the City to achieve its primary aims of enhanced quality of life and service to its citizens. The mission of the City Attorney's office is to provide competent and sound legal advice and representation in matters involving or affecting the City. The mission of the employees of the Flagstaff Municipal Court is to foster a positive and productive environment that promotes the efficient and effective administration of justice. The mission of the Convention and Visitors Bureau is to develop, promote, and maintain Flagstaff as a year-round visitor destination with professional visitor services that will benefit the community economically, environmentally, and socially. Annual Financial Plan 83 City of Flagstaff, AZ Annual Financial Plan 84 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 01 MISSION Maintain City Manager/City Council working relationships for policy development. Continue Organizational Development implementation focusing on communication, customer service, leadership development, and organization structure. Provide organization leadership and coordination toward implementation of Council goals. Continue to provide sufficient information to citizens to gain their understanding of City issues and implement methods to obtain meaningful citizen input. The mission of the City Manager’s office is to direct and coordinate City staff to provide effective, efficient, and equitable implementation of Council policies and programs; and to provide representation of City Council policies to citizens, other governmental agencies/jurisdictions and any other entity important to the accomplishment of directives established by the City Council. PROGRAM DESCRIPTION GOAL: COLLABORATION OBJECTIVE: Coordinate Council and staff effort toward building partnership and intergovernmental relationships to pursue policies, services and goals in the interests of the Flagstaff community. The City Manager is responsible for providing professional leadership in administering the programs and policies established by the Mayor and Council. The Manager informs and advises the Council on the affairs of the City, studies and proposes alternatives solutions to community needs for Mayor and Council consideration, prepares and implements the annual financial plan, and coordinates the activities of all Departments/Divisions under his authority to provide effective services at the lowest possible costs. GOAL: CUSTOMER SERVICE OBJECTIVES: Keep the citizens well informed and educated through the timely dissemination of information and the facilitation of community input to the Council about City issues, programs, and services. Maintain positive communication links with the local media by: Maintaining and/or increasing City television reports providing information to the community about City programs and services. Maintaining and/or increasing City radio reports providing information to the community about City programs and services. Holding twice-yearly meetings with local news agency representatives to evaluate and enhance methods of City communication to community. Maintain or improve communication dissemination to citizens by: Improving and updating the City web page with new information on programs and services. Coordinating the development, design, layout, and distribution of Cityscape six times per year. Coordinating and providing information to the Arizona Daily Sun for bi-monthly newspaper advertisement in City to Citizen. Maintaining or expanding televised City Council Work Sessions on Cable Channel 4 to community. Providing/hosting an interview program on City issues, programs, and services to be taped prior to the City Council Work Session and televised. Maintain and/or increase the City’s ability to have two-way communication with citizens outside of City Hall by coordinating neighborhood meetings with the City Council, neighborhoods, schools, and police Block Watch officers. Seek citizen feedback on City services/programs to measure improvements and/or deficiencies through a citizen survey at least annually. Improve the City’s efforts at educating and involving employees as an information source by distributing question/answer type flyers on City issues, programs, or services for inclusion with City paychecks. FY02 GOALS/OBJECTIVES AND RESULTS Provide Council with sufficient information to approve appropriate policies and programs, e.g. completion of Annual Budget, completion of five-year CIP, and completion of Council retreat with identification of Community Issues: The Budget, FY03 CIP and the Community Issues retreat were successfully completed. Provide the community with sufficient information to understand City issues adequately enough to provide meaningful input for consideration by the Council, e.g. Cityscape, City to Citizen, cable coverage of Council work sessions, City Web page, water bill inserts, and maintaining positive communication links with the media: All forms of communication listed in goal were utilized throughout the fiscal year. Increase coordination between departments to maximize staff response in providing service to the community, e.g. department head management team, cross department management teams, and organization-wide customer service program: Successfully completed Organizational Development program with designated Executive Management team which was cross departmental, cross management, and addressed customer service concerns. Increase intergovernmental efforts to represent the City’s interest with local, state, and federal governments: Created a Deputy City Manager position with a primary focus of enhancing intergovernmental efforts. Review funding allocation process and philosophy (i.e. Arts & Science): Deemed not a timely task. FY03 GOALS AND OBJECTIVES GOAL: OBJECTIVES: ORGANIZATIONAL SUPPORT Annual Financial Plan CITY MANAGER 85 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 01 CITY MANAGER PERFORMANCE INDICATORS CY02 OR FY03 (EST) CY00 CY01 Maintain and/or increase City TV reports providing information to the community about City programs, services, issues Maintain and/or increase City radio reports providing information to the community about City programs, services, and issues Hold twice yearly meetings with local news agency representatives to evaluate and enhance methods of City communications to community 250 reports/year 180 reports/year 50 reports/yr. (1) 150 reports/year 1 meeting – 3 agencies Improve and update City web page with new information on programs and services Maintained new site Added 6 new information elements Coordinate the development, design, layout, and distribution of Cityscape Coordinate and provide information to the Arizona Daily Sun for BI-monthly newspaper advertisement, City to Citizen Maintain or expand televised City Council work Sessions on Cable Channel 4 to community Provide/host an interview program on City issues, programs, and services to be taped prior to the City Council Work Session and televised Coordinate neighborhood meetings with the City Council, neighborhoods, schools, and police Block Watch officers Develop, coordinate and report the findings of a professional survey of citizen’s views on City issues, programs, and services Develop and distribute a short question/answer type flyer to go with paychecks on City issues, programs, or services 6 times/year 6 times/year 2 meetings – all agencies Develop a plan for transition to egovernment and added 5 new pages 4 times/year 24 times/year 24 times/year Budget cut 48 times/year 47 times/year 48 times/year 10 times/year 25 times/year 35 times/year 4 times/year 4 times/year 4 times/year 1 survey completed 1 survey completed 1 survey completed None 1 flyer 3 flyers 0 50 reports/year 150 reports/year (1) Decline due to the elimination of the 4:00 p.m. newscast on Channel 2. EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PUBLIC INFORMATION CUSTOMER SERVICE TOTAL Actual Expenditures 2000-2001 $ 324,966 147,439 12,615 $ 485,020 Adopted Budget 2001-2002 $ 468,773 234,519 14,995 $ 718,287 Estimated Expenditures 2001-2002 $ 506,102 179,542 20,471 $ 706,115 Adopted Budget 2002-2003 $ 583,451 180,020 14,185 $ 777,656 $ 353,506 125,669 5,845 $ 485,020 $ 512,987 156,650 48,650 $ 718,287 $ 550,103 124,706 31,306 $ 706,115 $ 623,356 108,650 45,650 $ 777,656 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND Adopted Budget 2002-2003 $ 465,042 32,567 78,737 116,731 21,365 63,214 $ 777,656 COMMENTARY: The City Manager's operating budget has increased 8.3% and there are no capital expenditures. Personal Services increases reflect market/merit increases as well as an increase in the cost of health insurance. There is no major capital (>$10,000) for this division. Annual Financial Plan 86 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 02 MISSION Publish and distribute revised City Policy Manual: This item has been referred to the Executive Management Team (EMT) Policy Committee. Revise and publish Council Candidate Handbook and Agenda Process Handbook: The Council Candidate Handbook and the Agenda Process Handbooks were revised and published. Assist with City Website/E-Commerce Project: Established a Boards and Commissions Section on the City website. The mission of the City Clerk’s office is to support the values of the community and to administer and safeguard the integrity of the municipal governing process by: Conducting fair and open municipal elections; overseeing the timely and accurate accumulation, organization, dissemination, and accessibility to public records; and ensuring legal compliance of all official postings, public notices, and related advertising. ADDITIONAL ACCOMPLISHMENTS FY02 PROGRAM DESCRIPTION Successfully conducted the first All Mail Ballot Election in Coconino County. Results of the 2001 Special All Mail Ballot Election were accepted without challenge. Successfully processed one citizen referendum. Provided support and transition services for newly elected Council members. Elected Officials Handbook revised, copied, and distributed prior to new Council taking office. Staff reports appointing Vice Mayor and Council representatives to boards and commissions completed and processed by June 2002. Revised and implemented new Staff Summary Report forms. Served on the following committees: City Executive Management Team (EMT) as a member and Subcommittee Chair; EMT Steering; Employee Advisory Committee (EAC); Management Information Services (MIS); and Website/E-Commerce. As required by the City Charter, the City Clerk maintains the official documents of the City, such as Council meeting minutes, ordinances (including codification), resolutions, deeds, contracts, and easements. The City Clerk conducts all City elections; coordinates the Council’s boards and commissions, prepares the Council meeting, work session, and executive session agendas, oversees the City’s Record Retention Program, and ensures legal requirements regarding official postings, public notices, and advertising are met. FY02 GOALS/OBJECTIVES AND RESULTS Conduct City 2002 Primary and General elections, insuring all legal requirements are met: All legal requirements were met. The results of the Primary and General elections were accepted without challenge. Conduct an Early Voting by Mail program to improve voter awareness and turnout: An Early Ballot Request form was sent to every registered voter by February 1, 2002. Assure all legal requirements are met regarding positing, publishing and financial disclosure: All legal requirements were met regarding posting, publishing, financial disclosure, and processing of liquor and off track betting licenses. Implement training program for City’s Board and Commission members: Developed and implemented first board and commission training program. Additionally, revised and published a new Board and Commission Member Handbook. Coordinate efforts to review, revise, and standardize City policies contained in the Policy Manual: This item has been referred to the Executive Management Team (EMT) Policy Committee. Annual Financial Plan CITY CLERK FY03 GOALS AND OBJECTIVES GOAL: CUSTOMER SERVICE OBJECTIVES: Assure the timely and accurate processing and codification of all ordinances. Assure timely and accurate dissemination of information and public records. Assure all legal requirements are met regarding posting, publishing, and financial disclosure. Design and implement an in-house training program for City’s Board and Commission members. Coordinate efforts to review, revise, and standardize City policies contained in the Policy Manual, and publish and distribute the revised City Policy Manual. 87 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 02 CITY CLERK PERFORMANCE INDICATORS CY00 CY01 All ordinances were codified within one week of their effective date All ordinances were published within the ten day Charter requirement All notices of meetings of the City Council were posted within the 24-hour time limit established by State law All liquor license applications were processed within the time limit established by State law Mayor and Council members filed Financial Disclosure statements by January 31 as required by State statutes Within one business day, forward citizen requests for records to the responsible person or department for response and/or handling. All on site records obtained within three business days and off-site records are obtained within five business days. All records retained, stored, and destroyed in compliance with federal and state laws, the City Charter, and established practices, policies and procedures on a quarterly basis. All off-site records labeled, indexed, and stored within three business days following receipt. Copy Policy rewritten, reviewed, approved and distributed Update retention schedules on file for all departments Continue to provide and update public records information on City website Revise and publish Board and Commission Member Handbook updates Conduct at least one training session in FY03 using City staff and facilities Publish the revised Policy Manual 100% 100% 100% 100% CY02 OR FY03 (EST) 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% NA NA 100% NA NA 100% NA NA 100% NA NA 100% NA NA NA NA NA NA NA NA NA NA NA NA 6/30/03 6/30/03 NA 12/31/02 6/30/03 12/31/02 EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ELECTIONS TOTAL Actual Expenditures 2000-2001 $ 144,366 11,139 1,989 $ 157,494 Adopted Budget 2001-2002 $ 154,268 159,300 6,600 $ 320,168 Estimated Expenditures 2001-2002 $ 156,375 155,273 4,775 $ 316,423 Adopted Budget 2002-2003 $ 166,094 58,030 3,150 9,985 $ 237,259 $ 157,401 93 $ 157,494 $ 179,668 140,500 $ 320,168 $ 175,985 140,438 $ 316,423 $ 190,259 47,000 $ 237,259 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND Adopted Budget 2002-2003 $ 159,760 5,642 20,683 31,233 5,714 14,227 $ 237,259 COMMENTARY: The City Clerk's operating budget has decreased 30.8% and capital expenditures total $9,985 resulting in an overall net decrease of 27.7%. Personal Services increases are due to market/merit increases and the increase in cost of health insurance. The change in contractuals is primarily due to $140,500 decrease for the general election and $47,000 increase for a special election for a bond program. There is no major capital (>$10,000) for this division. Annual Financial Plan 88 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 03 MISSION Substantial completion of new Astrogeology facility for U.S. Geological Survey. Continuation of Sunnyside Neighborhood Infrastructure replacement and enhancements including construction of Phase II and design administration of Phase III. Established basis and staff training for uniform capital project delivery process. Completed construction phase of Safe-to-School and Transit foundation projects including DeMiguel Pedestrian Refuge and sidewalks, Thomas School sidewalks, and Route 66 temporary bus pullouts. Substantial completion of design for Soliere Avenue Extension at Fourth Street and Country Club Drive widening with construction scheduled for the summer and fall of 2002. Completed construction phase of MPO sponsored Shultz Pass Road realignment and Butler Avenue improvements at Foxglenn Park. Completed design administration and substantial portion of construction phase for Airport North Taxiway replacement and runway safety improvements. Identification, prioritization, and preliminary design of second year multi-modal projects including urban trails, pedestrian, bicycle, and Safe-to-School improvements. The mission of the Capital Improvements division is to ensure all citizens share equally in the high quality of City services and amenities by continuing the expansion and improvement of infrastructure as demographics change and City facilities age. PROGRAM DESCRIPTION The Capital Improvement division in General Administration provides planning and project management for Capital Improvement Projects. The division is responsible for the design, planning, programming, and construction of City facilities and infrastructure in a comprehensive fashion with appropriate public involvement. FY02 GOALS/OBJECTIVES AND RESULTS Develop a comprehensive five- year capital program: This will be developed in FY03. Administer Foundations projects such as; The 4th Street Overpass, Butler/Enterprise, Miscellaneous Safe to School projects and Street Improvement projects: Construction project accomplishments are detailed under ‘Additional FY02 Accomplishments’ below. Administrative oversight responsibility for municipal construction projects: Administrative oversight provided as appropriate. Enhance citizen involvement and awareness: Initiated public involvement process for Transportation Program. Develop and implement a citizen committee: Coordinated establishment of Citizens Transportation Advisory Committee. FY03 GOALS AND OBJECTIVES GOAL: CAPITAL IMPROVEMENTS OBJECTIVES: Coordinate the development of a comprehensive 5-year capital program based on a pre-determined prioritization method, which engages all City departments, as well as the public at large. Enhance project delivery through two-way communication with all City departments, City Council, and the public. Conduct project-scoping meetings, including both internal and external stakeholders, in order to identify and address all pertinent project issues at the earliest possible time. ADDITIONAL ACCOMPLISHMENTS FY02 Selected, negotiated, and contracted comprehensive professional services as required for Fourth Street Rail Crossing project. Began construction phase of Butler Avenue/Enterprise Road Reconstruction project. Completed construction phase of $4 million in FAA and ADOT funded Airport Apron Reconstruction. Annual Financial Plan CAPITAL IMPROVEMENT GOAL: CUSTOMER SERVICE OBJECTIVE: Conduct public meetings for major projects to engage the public and establish positive working relationships. 89 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 03 PERFORMANCE INDICATORS Percentage of Capital Projects delivered in accordance with accepted work program Adoption of a comprehensive 5-year capital program Create a standardized schedule and budget reporting system. Document issues identified and the results of the identification from project scoping meetings: Scoping documentation. Document public meetings and their impact on projects: Number of public meetings conducted. EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PROJECT MANAGEMENT ADOT PROJECT COORDINATION HERITAGE SQ STAFF SUPPORT TOTAL Actual Expenditures 2000-2001 $ $ - $ $ - Adopted Budget 2001-2002 $ 453,304 50,431 37,980 5,000 $ 546,715 Estimated Expenditures 2001-2002 $ 361,901 95,084 22,728 4,354 $ 484,067 $ 226,306 320,409 $ 546,715 $ 248,732 231,671 2,327 1,337 $ 484,067 CAPITAL IMPROVEMENT CY00 CY01 CY02 OR FY03 (EST) 70% 75% 75% NA NA NA NA 6-03 6-03 NA NA 90% N/A N/A 12 Adopted SOURCE OF FUNDING: Budget 2002-2003 $ (275,681) GENERAL FUND 108,295 40,090 $ (127,296) Adopted Budget 2002-2003 $ (127,296) $ (127,296) $ (520,268) 392,972 $ (127,296) COMMENTARY: The Capital Improvement operating budget has decreased 123.5% and there are no capital expenditures. Personal Services decreases are due to a new allocation method for Capital Improvement. All costs plus the administrative overhead assigned to the divisions is now allocated. Contractuals increases are due to the Bank One lease that will house CIP staff in FY 03. Commodites increases are due to additional office supply purchases. There is no major capital (>$10,000) for this division. Annual Financial Plan 90 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 04 MISSION Implement Board Classification for clerical staff positions: Completed Start process for implementing skilled base pay for Utilities: First phase of skill based pay implemented. Revise performance evaluation process: Will address in FY03. Implement a Mediation Program: Complete. The mission of the Human Resources division is to support the City of Flagstaff’s commitment to enhancing partnerships with the citizens of our community by providing dependable service, addressing customer’s concerns (both externally and internally), providing high-quality public service, and creating a work environment where initiative, teamwork, and creativity are encouraged and valued. FY03 GOALS AND OBJECTIVES GOAL: CUSTOMER SERVICE OBJECTIVES: Revise the current performance evaluation form to include a section that addresses customer service. Provide customer service training to employees to ensure they understand and demonstrate good customer service. Provide all new employees with an overview of expectations regarding customer service. Revise job descriptions to include a statement that excellent customer service is a job requirement. Establish a recognition/award program to recognize employees who have provided outstanding customer service. PROGRAM DESCRIPTION Human Resources is responsible for all areas impacting employees and potential employees. These functions include recruitment and selection, employee grievance and appeals resolution, classification and compensation, employee development and training, employee benefits and services, and equal employment opportunity and affirmative action. FY02 GOALS/OBJECTIVES AND RESULTS Continue to revise the Employee Handbook: Revision complete. Complete automation of Personnel Action Forms: The process continues and implementation is anticipated in FY03. Implement Customer Service Training: Training will be provided in FY03. Enhance Exit Interview process: Process enhanced through the inclusion of payroll so that termination benefits are explained. Annual Financial Plan HUMAN RESOURCES GOAL: ORGANIZATIONAL SUPPORT OBJECTIVES: Complete automation of Personnel Action Forms. Complete review of compensation and benefits program to ensure the City is externally competitive within its financial capability. 91 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 04 PERFORMANCE INDICATORS Conduct and complete 100% of formal grievance appeals, or EEOC complaints within legal or policy guidelines Offer a minimum of two computer classes per month Revise current evaluation form to include section re: customer service Provide customer service training to all employees by 6/30/03 Provide new employees with overview of customer service expectations Revise job descriptions to include customer service as job requirement Establish recognition program to recognize employees who have provided excellent customer service Automate Personnel Action Forms Review of compensation and benefits program EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION RECRUITMENT AND SELECTION RISK MANAGEMENT COMPENSATION AND CLASS. TRAINING & DEVELOPMENT TOTAL Actual Expenditures 2000-2001 $ 286,348 101,652 28,657 $ 416,657 Adopted Budget 2001-2002 $ 308,999 108,888 38,345 $ 456,232 Estimated Expenditures 2001-2002 $ 315,517 85,158 39,562 $ 440,237 Adopted Budget 2002-2003 $ 254,127 76,568 24,305 $ 355,000 $ 189,633 10,430 84,800 131,794 $ 416,657 $ 209,358 3,800 117,700 400 124,974 $ 456,232 $ 184,678 28,477 117,742 400 108,940 $ 440,237 $ 192,583 53,867 200 108,350 $ 355,000 HUMAN RESOURCES CY00 CY01 CY02 OR FY03 (EST) 100% 100% 100% 100% NA NA NA NA 100% NA NA NA NA 100% 6/30/03 100% 100% 50% NA NA 6/30/03 NA NA NA NA 6/30/03 6/30/03 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND Adopted Budget 2002-2003 $ 209,689 25,642 27,261 50,996 7,949 33,463 $ 355,000 COMMENTARY: The Human Resources operating budget has decreased 22.2% and there are no capital expenditures. The decrease is due to the transfer of Risk Management to Division 05. There is no major capital (>$10,000) for this division. Annual Financial Plan 92 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 05 RISK MANAGEMENT MISSION FY03 GOALS AND OBJECTIVES The mission of the Risk Management division is to develop and maintain an integrated multi-disciplinary program for effective management of the City’s resources, assets and liabilities to protect its employees, property and citizens and enable the City to achieve its primary aims of enhanced quality of life and service to its citizens. GOAL: CUSTOMER SERVICE OBJECTIVES: To be responsive to both internal and external customers needs and requests. Develop and utilize a “satisfaction response card” to be mailed to claimant’s (internal and external) asking for comments on a variety of service issues. PROGRAM DESCRIPTION GOAL: FISCAL HEALTH OBJECTIVES: To apply risk management techniques to minimize the adverse effects of losses and long-term costs of City activities by identification, prevention, and control of risk and to serve as a cost reduction center. Conduct safety inspections of City facilities to identify areas that need improvement in life safety. Implement recommendations of Accident Review Board investigations of accidents. Manage Return to Work program and Sick Industrial policy. To protect the City against the financial consequences of accidental losses of a catastrophic nature. Stay abreast of changing insurance markets and legal climate concerning public entities to avoid self-insuring risks that are not consciously retained. Consult with Broker concerning obtaining coverage for identified exposures, or Finance Department to be certain funding is available for retained exposures. Attend Public Risk Management seminars and Certified Risk management courses addressing public entity issues. The Risk Management division is responsible for control of risk and focuses on the protection of the City’s human, financial and physical assets. The protection and well-being of employees and the public is of utmost priority and financial and physical assets provide us with the tools to accomplish the City’s mission of service to it’s citizens. FY02 GOALS/OBJECTIVES AND RESULTS Efforts continuing to expand Risk Master database. Establish three-year plan for updating City Safety Handbook: City Safety Manual revision is continuing. The abbreviated Employee Safety Manual is drafted and policies referenced in this manual that must be written or revised have been identified for work in 2002/2003. Revise Accident Review Board regulations and employee accident reporting forms: Revisions continuing. Formalize restitution process to assure notification of all City damages: As a result of the improved notification process, in excess of $31,000 was collected in restitution during calendar year 2001. ADDITIONAL FY02 ACCOMPLISHMENTS GOAL: PUBLIC SAFETY OBJECTIVES: To protect and conserve the City’s assets and public service capabilities from loss, destruction, or depletion to ensure that citizens may benefit and utilize City services and facilities. Assist division safety coordinators by conducting “train the trainer” classes in defensive driver, ergonomics, risk identification, Federal and Sate regulations, and City policies. Assure that divisions have access and are aware of resources risk management can provide. Emergency evaluation plans written and drills scheduled. Workers compensation claims - experienced a 24% reduction in the number of reported claims during calendar year 2001. Liability claims - 56 closed during calendar year 2001. Risk Management Contract/Insurance and Indemnification manual placed into use by Purchasing department and serves as a guide for City contracts. Workers Compensation insurance was successfully bid and placed with the State Compensation Fund with a minimum of disruption to employees. Annual Financial Plan 93 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 05 RISK MANAGEMENT CY00 CY01 NA NA CY02 OR FY03 (EST) 12 inspections NA NA 5% NA NA 12 meetings Manage Return to Work and Sick Industrial policy as measured by the number of lost workdays and compared with ICMA lost work day benchmark NA NA Designation as a Certified Rick Manager completed NA NA Conduct satisfaction survey and compare with ICMA performance benchmark NA NA Have contact with each division safety coordinator on a monthly basis NA NA Emergency evacuation plans written Fire drills completed NA NA NA NA PERFORMANCE INDICATORS Complete one facility inspection monthly and make recommendations Reduce the number of workers compensation claims compared to previous year Conduct monthly Accident Review Board meetings monthly and follow through on recommended preventative actions EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: ADMINISTRATION TOTAL Actual Expenditures 2000-2001 $ $ - $ $ - Adopted Budget 2001-2002 $ $ - $ $ - Estimated Expenditures 2001-2002 $ $ - $ $ - Adopted SOURCE OF FUNDING: Budget 2002-2003 $ 98,558 GENERAL FUND 6,370 2,535 $ 107,463 No greater than 5% variance. 12/02 Satisfaction greater than benchmark 12 contacts/year 12/31/02 1 Adopted Budget 2002-2003 $ 107,463 $ 107,463 $ 107,463 $ 107,463 COMMENTARY: Risk Management is a new division that transferred from the Human Resources division. There is no major capital (>$10,000) for this division. Annual Financial Plan 94 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 07 MISSION Redevelopment: Prepared ordinance authorizing acquisition of additional downtown properties for redevelopment, entered into negotiations with owners of desired properties, filed condemnation actions where appropriate and as directed, participated in negotiations and preparation of documents regarding the purchase or option to purchase several properties within the scope of the Rio de Flag realignment project, reviewed and revised resolution designating the East Flagstaff Gateway Area as a redevelopment area, reviewed the state land lease affecting the Flagstaff Mall redevelopment, and hired legal consultants to analyze options for the Mall and Purina redevelopment’s. Community Health and Welfare: Concluded a criminal nuisance case involving approximately 50 asbestos-laden trailers stored on private property in conjunction with various City departments and the Arizona Department of Environmental Quality in negotiating the voluntary removal of the trailers and the clean-up of the property; provided advice and research to the Council on liquor license saturation in the downtown and an applicant’s lack of qualification in aiding the Council’s decision to deny the transfer of a license; and continued enforcement of litter abatement in Sunnyside. USGS Building 1: Provided advice and direction to the City and U.S.G.S. regarding the National Historic Preservation Section 106 process. The mission of the City Attorney’s office is to provide competent and sound legal advice and representation in matters involving or affecting the City. PROGRAM DESCRIPTION The Law division assures the legality of the official business of the City of Flagstaff by providing legal advice and opinions to the Mayor and Council, the City Manager, the City departments, and the City ‘s boards and commissions. This division represents the City in civil litigation, and represents the City and the State of Arizona in criminal misdemeanor cases occurring within the City limits. This division also prepares or reviews all contracts, ordinances, resolutions or other legal documents involving the City. FY02 GOALS/OBJECTIVES AND RESULTS Provide legal advice to the City Council, City Manager, the City’s departments, and boards and commissions in a timely manner: Provided legal advice on a diverse spectrum of topics as detailed in the Major Accomplishments for FY02. Prosecute or defend all litigation initiated by or against the City after all settlement attempts have failed: All litigation pursued as appropriate. Prepare or review in a timely fashion all correspondence, contracts, agreements, ordinances, resolutions, or other legal documents involving or affecting the City: Prepared or reviewed legal documentation as detailed above in a timely manner. Provide advice and guidance to reduce liability exposure and to reduce claims filed against the City: Advice and guidance provided as needed. Provide aggressive prosecution of criminal misdemeanors occurring within the City limits: Aggressive prosecution provided as needed. FY03 GOALS AND OBJECTIVES GOAL: CUSTOMER SERVICE OBJECTIVES: Provide legal advice to the City Council, City Manager, the City’s departments, and Boards and Commissions in a timely manner. Prepare or review in a timely fashion all correspondence, contracts, agreements, ordinances, resolutions, or other legal documents involving or affecting the City. GOAL: PUBLIC SAFETY OBJECTIVES: Prosecute or defend all litigation initiated by or against the City after all settlement attempts have failed. Provide aggressive prosecution of criminal misdemeanors occurring within the City limits. ADDITIONAL ACCOMPLISHMENTS FY02 Ordinances, Resolutions, and Regulations: Reviewed, revised, or drafted in whole or in part, new floodplain regulations, design review guidelines, administrative hearing procedures in the litter ordinance, revisions to the Land Development Code to comply with the State’s Growing Smarter acts, the regional plan, the affordable housing “set-aside” policy, and an ordinance establishing a stormwater management utility. Annual Financial Plan LAW GOAL: FISCAL RESPONSIBILITY OBJECTIVES: Provide advice and guidance to reduce liability exposure and to reduce claims filed against the City of Flagstaff. 95 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 07 PERFORMANCE INDICATORS CY00 Ordinances/Resolutions reviewed Contracts/Leases/Agreements reviewed Council meetings attended (Work/Regular/Special/Executive) New cases set for pretrial conference Domestic Violence cases Driving under the Influence (DUI) cases Pending DUI files at year end Percentage of cases pled at Pre-Trial EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COUNCIL AND COMMISSIONS POLICE COURT TOTAL LAW CY01 26/78 102 118 3,209 468 484 186 NA Actual Expenditures 2000-2001 $ 582,927 39,813 49,849 $ 672,589 Adopted Budget 2001-2002 $ 745,681 65,069 39,220 $ 849,970 Estimated Expenditures 2001-2002 $ 726,572 68,312 16,702 $ 811,586 Adopted Budget 2002-2003 $ 829,431 24,769 36,490 $ 890,690 $ 144,876 264,828 262,885 $ 672,589 $ 152,063 377,359 320,548 $ 849,970 $ 143,107 357,360 311,119 $ 811,586 $ 123,534 377,916 389,240 $ 890,690 30/96 143 108 3,075 415 579 239 30% SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND CY02 OR FY03 (EST) 30/100 150 110 3,200 450 600 200 30% Adopted Budget 2002-2003 $ 669,796 16,403 60,127 86,394 16,610 41,360 $ 890,690 COMMENTARY: The Law division operating budget has increased 4.8% and there are no capital expenditures. Personal Services increases are due to market, merit, and health insurance increases. There is no major capital (>$10,000) for this division. Annual Financial Plan 96 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 65 MISSION Implemented a new performance evaluation process that emphasized personal responsibility and customer service for employees. The mission of the employees of the Flagstaff Municipal Court is to foster a positive and productive environment that promotes the efficient and effective administration of justice. FY03 GOALS AND OBJECTIVES PROGRAM DESCRIPTION GOAL: PUBLIC SAFETY OBJECTIVES: Through active case management, adjudicate 90% of all cases within 90 days (ABA standard). Comply with all Rules of Court and Statutory case handling requirements. Provide accurate information to the public. Implement an automated case calendar system. Complete the comprehensive Drug Court evaluation. Use video appearance system more extensively for plea proceedings. Complete data clean up and provide accurate case information to the public on new court information web page provided through the State court system. The Municipal Court is responsible for the adjudication and disposition of all local code violations, criminal traffic, civil traffic, and criminal misdemeanor cases that occur within the Flagstaff City limits in a prompt, judicious, and effective manner. The Court is accountable to the Arizona Supreme Court through the Superior Court of Coconino County in judicial matters and reports to the City regarding financial and administrative matters not unique to Court operations. FY02 GOALS/OBJECTIVES AND RESULTS Fully implement a tax intercept program for improved payment of fines: Fully implemented and built on the pilot for the program. Implement RATE (an in-custody alcohol treatment) program: Staffing not available through coordinating agency. Until the other agency hires the necessary staff, we will not be able to pursue. Conduct study on future court facilities needs and options: Ongoing process with Redevelopment and Facilities teams. Establish a court staff-training center: Ongoing training program established through multi-jurisdictional specialist. Update and remodel current facilities for increased customer service and security: Anticipated to be complete summer of 2002. Conduct a comprehensive evaluation of the Drug Court program. Began evaluation of program. Will complete FY03. Conduct an independent audit of court financial operations: The audit was complete 7/2001 and the Court received a clean audit opinion. GOAL: FISCAL HEALTH OBJECTIVES: Expand collection efforts to increase total yearly revenues. Maintain fiscal integrity in all financial transactions. Comply with all Minimum Accounting Standards and report yearly. Increase amount entered into tax intercept program by 50%. Coordinate with the AOC on statewide collection program using private collection agencies. Use warrant unit to coordinate statewide enforcement and transportation of those arrested on court warrants. GOAL: CUSTOMER SERVICE OBJECTIVES: Develop an attitude and expectation in providing service to court customers while maintaining integrity in the application of state law. Have all staff complete orientation and training requirements of Arizona Judiciary. Develop Minimum Operational Standards for the Court. Fully establish performance expectations for all positions that include customer service expectations. Continue with development of facilities that provide improved access and security to the Court. ADDITIONAL ACCOMPLISHMENTS FY02 Completed a strategic plan update, Justice 2020, for all courts within the county. All staff has completed the annual training and orientation requirements of Arizona Judiciary. Expanded operations of warrant division, working with Justice of the Peace courts in coordinating efforts. Developed coordinated efforts with other courts in the county in bringing on interpreter and training positions. Began electronic disposition reporting directly to the Department of Public Safety (Criminal Justice Integration Program) on criminal violations. Began electron disposition reporting to the Motor Vehicle Division on traffic violations. Annual Financial Plan CITY COURT GOAL: COLLABORATION OBJECTIVES: Collaborate efforts across a broad range of programs with other local courts, the Arizona Supreme Court, law enforcement, and the bar. Continue the multi-jurisdictional Drug Court while adding a streamlined process for misdemeanor cases. Work with Statewide efforts for automation coordination by the Court Automation Coordinating Committee. Continue implementation of the Justice 2020 strategic plan in collaboration with Justice and Superior Courts. 97 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 65 PERFORMANCE INDICATORS CY00 Timely adjudication of all cased filed before the court Total # of charges filed (*change in process, excludes parking violations) Cases completed 0-30 days (state average = 55%) Cases completed 31-60 days (state average = 24%) Cases completed 61-90 days (state average = 10%) Cases completed 91-120 days (state average = 5%) Cases completed 121+ days (state average = 6%) Consistent and accurate collection of fines imposed by the Court Amount of general funds collected Amount of surcharges collected Amount of local funds collected Total amount collected EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TRIALS & ARRAIGNMENTS RECORDS MANAGEMENT COURT COLLECTIONS TOTAL CITY COURT Actual Expenditures 2000-2001 $ 852,985 199,030 42,784 50,656 $1,145,455 Adopted Budget 2001-2002 $1,052,497 192,492 76,114 46,830 $1,367,933 Estimated Expenditures 2001-2002 $1,046,365 181,709 39,795 $1,267,869 $ 307,147 331,375 310,579 196,354 $1,145,455 $ 766,006 308,158 73,480 220,289 $1,367,933 $ 419,183 360,774 255,549 232,363 $1,267,869 CY01 CY02 OR FY03 (EST) 24,059* 58% 27% 8% 3% 4% 23,149 54% 27% 9% 3% 6% 26,000* 58% 27% 8% 3% 4% $798,462 635,719 155,532 1,589,713 805,442 627,656 178,382 1,611,480 810,000 630,000 180,000 1,620,000 Adopted SOURCE OF FUNDING: Budget 2002-2003 $1,173,950 GENERAL FUND 208,272 108,582 46,830 $1,537,634 Adopted Budget 2002-2003 $ 1,537,634 $ 1,537,634 $ 674,410 343,647 269,382 250,195 $1,537,634 COMMENTARY: The City Court operating budget has increased 12.8% and capital expenditures total $46,830 resulting in an overall net increase of 12.4%. Personal Services increases are due to market, merit, and health insurance increases. A new position (1 FTE), Information Systems Specialist, has been added that will be funded through state and local JCEF. Contractuals increases are due to increase in postage ($10,000) and telephone. Commodities increases are due to upgrade to digital recording system ($18,445), five new computers and office equipment. Major capital (>$10,000) includes $10,000 for a copier, $10,000 for a security lock system, and $26,830 for remodeling of the courthouse. All the capital items are carryovers from FY 02. Onetime expenditures for this division are the computer/office equipment and digital recording system. Annual Financial Plan 98 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 84 MISSION Sales Missions and Trade events with AOT and other CVB’s. The mission of the Convention and Visitors Bureau is to develop, promote, and maintain Flagstaff as a year-round visitor destination with professional visitor services that will benefit the community economically, environmentally, and socially. ADDITIONAL ACCOMPLISHMENTS FY02 Created a strong, productive staff at the CVB. Strengthened regional ties by accepting chairmanship of two cooperative organizations: Arizona Rocks and the Northern Arizona Marketing Coalition. Re-established Flagstaff as a significant contributor to International marking efforts (Canada, Japan, Germany and the United Kingdom). Hosted a successful reception at the Rocky Mountain Symposia. Facilitated the timely replacement of transportation services when NavaHopi went out of business. Expanded the Tourism Commission and gained new excitement and expertise. Partnered with other City divisions to solidify the Flagstaff message when attracting business to the area. Expanded editorial media exposure in major publications. PROGRAM DESCRIPTION The Flagstaff Convention and Visitors Bureau is charged by city ordinance with administering tourism programs for the City of Flagstaff and receives an allocation of 30% of the BBB tax collected. Programs to develop tourism in Flagstaff are ongoing and include marketing to tour operators, travel agents, meeting and conference planners, consumers and media, both in domestic and international markets. The CVB is also involved in the creation and maintenance of partnership opportunities. FY02 GOALS/OBJECTIVES AND RESULTS To strategically position Flagstaff as a preferred travel destination: Participated in trade shows and missions in Europe, Canada and domestically. Developed new ad campaign “Good-bye starch, Hello Flagstaff . . .” Flannel Shirt ads. Created awareness for local events through a Calendar of Events and Flagstaff Happenings. Complete the Long Term Strategic Plan Study for tourism: Participated in NAU Research Survey sponsored by ATA to begin data collection. Increase exposure on the Internet: Created incentive promotion for the new design of Web page. Advertised on Internet travel pages (Fodor’s). Increase earned media coverage in all markets— international, domestic and regional: Began aggressive proactive public relations program that included attendance at international and domestic trade shows. Created snow plan with Phoenix area meteorologists. Pitched ideas to targeted publications and published editorial content. Continue to work closely with local industry partners: Worked closely with Innkeepers Association, No. AZ Restaurant Association, Downtown Business Alliance, Flagstaff Cultural Partners among others. Improve public education to convey to local residents the direct economic benefits of tourism and how it provides for an improved quality of life for the entire community: Worked with local media to discuss issues, which would educate citizens. Took advantage of speaking opportunities to share information. Created Public Service Announcements, which will run on local radio stations during tourist season. Strengthen the advocacy role of the CVB on behalf of the tourism marketplace in Flagstaff: Lent support and resources to organizations in need of assistance. Develop stronger ties with the Arizona Office of Tourism and other CVB’s around the State Regularly attended partnership meetings and encouraged attendance by our partners at meetings held in Northern Arizona. Attended Annual Financial Plan TOURISM - CVB FY03 GOALS AND OBJECTIVES GOAL: ECONOMIC DEVELOPMENT/ REDEVEOPMENT OBJECTIVES: Establish Flagstaff as a year round destination, balancing the tourism effects of seasonality by: Identifying niche markets with high value, potentially year round customers. Creating opportunities for stakeholders to attract business through the development of itineraries. Educating the media to the wonders of wintertime in Flagstaff. Working within the community to facilitate the creation of a Conference center. Continuing our presence at International trade events to promote Flagstaff. Strengthening and expanding regional partnership programs. Proactively telemarketing and calling new potential customers. Increase earned media coverage in all markets – international, domestic and regional by: Further development of the Public Relations (PR) Associate position. Having PR be a strong presence at Public Relations events associated with trade and travel shows. Working with local media in developing stories that strive to lessen the division between visitors and residents. Continue to work closely with local industry partners and expand opportunities for our existing partners by: Finding new recipient lists for Calendars of Events and Flagstaff Happenings. Increasing visibility and participation in the community of the Tourism Commission. 99 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 84 Continuing with community participation and education programs like Service at it Peak – Flagstaff. Creating opportunities for residents to enjoy cultural and artistic event. Continuing to focus the message about Flagstaff and get community partners involved with the sales process. TOURISM - CVB Continue to strengthen the relationships with the Arizona Office of Tourism, the Arizona Tourism alliance, and the Arizona Film Commission by: Participating as often as possible in events, missions, and shows that are sponsored by these groups. Working to be a regional example that is willing to help out smaller, funding challenged destinations. Increase visitation to Flagstaff, which would then increase BBB and Sales Tax revenues. PERFORMANCE INDICATORS Increase Hotel portion of BBB tax by 2% Increase Restaurant portion of BBB tax by 3% EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION MARKETING AND PROMOTION FILM OFFICE TOTAL Actual Expenditures 2000-2001 $ 221,159 626,981 118,802 25,676 $ 992,618 Adopted Budget 2001-2002 $ 288,627 706,116 124,900 10,000 $1,129,643 Estimated Expenditures 2001-2002 $ 253,386 611,939 116,336 $ 981,661 $ 322,074 670,544 $ 992,618 $ 428,480 691,163 10,000 $1,129,643 $ 319,915 658,046 3,700 $ 981,661 CY00 CY01 NA NA NA NA Adopted SOURCE OF FUNDING: Budget 2002-2003 $ 315,642 TOURISM FUND 800,835 146,995 10,000 $1,273,472 CY02 OR FY03 (EST) 2% 3% Adopted Budget 2002-2003 $ 1,273,472 $ 1,273,472 $ 464,967 798,505 10,000 $1,273,472 COMMENTARY: The Tourism operating budget has increased 12.8% and capital expenditures total $10,000 resulting in an overall net increase of 12.7%. Personal Services increases are due to the customary market/merit increase along with an anticipated increase in the cost of health insurance. Contractuals and commodities have both increased, which are a result of achieving full staffing. Major capital of $10,000 represents carryover cost of improvements for the Mulligan House. Onetime expenditures for this division include: General Administration-downtown enhancements for $34,000 and consultants fees of $50,000; Marketing--consultants fees of $53,500, advertising costs of $60,000, and travel and registration of $10,000. Annual Financial Plan 100 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 85 MISSION TOURISM – VISITOR SERVICES attractions and facilities in Northern Arizona: Plan added for upcoming year. The mission of the Convention and Visitors Bureau is to develop, promote, and maintain Flagstaff as a year-round visitor destination with professional visitor services that will benefit the community economically, environmentally, and socially. ADDITIONAL ACCOMPLISHMENTS FY02 Improved fiscal responsibility for all aspects of Visitor Center Administration. Made improvements in customer service and the delivery of information to visitors. Maintained working rapport with tour operators, hotels, and restaurants resulting in greater reach of information available to visitors. PROGRAM DESCRIPTION This division administers the Visitor Services program through a contract with the Chamber of Commerce. Visitor Center staff offers assistance by responding to telephone inquiries, walk-in visitors, mail requests and Internet requests about Flagstaff and Northern Arizona. Services are provided seven days a week for 63 hours a week at the Visitor Center (8:00 a.m. to 5:00 p.m. daily). FY03 GOALS AND OBJECTIVES GOAL: OBJECTIVES: To continue increasing the customer satisfaction level in all stages of visitor services provided to travelers in Flagstaff. Maximum turnaround time on Internet inquiries of 24hours and a 5-day maximum for fulfillment of mailed requests. Participate with the Convention and Visitors Bureau on at least three new familiarization trips to designated sites, attractions, and facilities in Northern Arizona. FY02 GOALS/OBJECTIVES AND RESULTS To continue increasing the customer satisfaction level in all stages of visitor services provided to travelers to Flagstaff: Developed a Customer Satisfaction Survey for future tracking purposes. Each staff member should attend two Customer Training seminars per year. Maximum turnaround time on Internet inquiries of 24hours and a 5-day maximum for fulfillment of mailed requests: Tracked response rate and met this goal. To participate with the Convention and Visitors Bureau on at least three new familiarization trips to designated sites, PERFORMANCE INDICATORS CY00 Total outgoing mailed inquiries Total telephone inquiries Total walk-in visitors Total inquiries via internet EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TRAIN STATION OPERATIONS TOTAL ECONOMIC DEVELOPMENT/ REDEVELOPMENT 8,990 38,867 110,066 32,000 Actual Expenditures 2000-2001 $ 2,739 224,274 34,158 $ 261,171 Adopted Budget 2001-2002 $ 3,135 227,425 34,000 200,000 $ 464,560 Estimated Expenditures 2001-2002 $ 5,625 230,102 36,930 30,000 $ 302,657 $ 209,384 51,787 $ 261,171 $ 414,635 49,925 $ 464,560 $ 246,715 55,942 $ 302,657 CY01 6,249 34.356 93,808 257,277 Adopted SOURCE OF FUNDING: Budget 2002-2003 $ 4,391 TOURISM FUND 219,025 37,900 200,000 $ 461,316 CY02 OR FY03 (EST) 7,500 35,000 100,000 275,000 Adopted Budget 2002-2003 $ 461,316 $ 461,316 $ 407,000 54,316 $ 461,316 COMMENTARY: The Visitor Services operating budget has decreased 1.2% and capital expenditures total $200,000 resulting in an overall net decrease of 0.7%. Major capital (>$10,000) includes $200,000 for the rehabilitation of the Visitor's Center of which $170,000 is a carryforward from FY 02. Annual Financial Plan 101 City of Flagstaff, AZ Annual Financial Plan 102 City of Flagstaff, AZ MANAGEMENT SERVICES MANAGEMENT SERVICES MISSION The mission of the Management Services Department is threefold as a provider of internal service functions, library services, and enforcement of the sales tax code. The mission of the internal service functions are to provide services to all City divisions and employees which will assist the users in making informed decisions and reasonably allocating resources. Functional areas include human resources, information technology, finance/budget, and purchasing. As an enforcement division, sales tax provides services to citizens and businesses that ensure compliance with all licensing, sales tax, audit, and collection codes. The mission of the Information Systems Division is to ensure City staff has the necessary resources (hardware/software) to access available data and geographical information which will assist staff in making informed decisions and to ensure the City’s data resources are protected through sound security and disaster recovery management methodologies. Information Systems provides system analysis, software development, and product evaluation. The mission of the Sales Tax and Licensing Division is to ensure compliance with the City's Business License Ordinances and assist the public so that tax-reporting problems can be avoided. The mission of the Flagstaff City-County Public Library is to provide residents of the City of Flagstaff and Coconino County with access to available recorded knowledge, which will assist them to meet their informational, recreational, educational, and cultural needs. The Library staff will deliver services to users in a professional, timely, and courteous manner. The mission of the Finance/Budget Division is to ensure that City's financial resources are protected through sound financial management, including allocation of resources consistent with community goals and providing timely, accurate, and reliable information that will assist in making informed decisions. Annual Financial Plan 103 City of Flagstaff, AZ Annual Financial Plan 104 City of Flagstaff, AZ MANAGEMENT SERVICES DIVISION 08 MISSION Improve Internet/Network security (firewall): Reconfiguration of network infrastructure completed. Email hardware upgrade: Completed. Develop and conduct training in beginning MS Word, Excel, and PowerPoint: Ongoing. Implement LaserFiche 5.0 citywide and develop a demonstration or documentation for LaserFiche users: Project on hold. Complete implementation of Permit Tracking Application (KIVA): Project in progress. Begin implementation of Field Inspection and Code Enforcement Modules (KIVA): Project on hold. The mission of the Information Services Division is to ensure City staff has the necessary resources (hardware/software) to access available data and geographical information which will assist staff in making informed decisions and to ensure the City’s data resources are protected through sound security and disaster recovery management methodologies. Information Systems provides system analysis, software development, and product evaluation. PROGRAM DESCRIPTION ADDITIONAL ACCOMPLISHMENTS FY02 This division provides design, development, and operational assistance in meeting the management information needs of the City Council and staff. These objectives are met through various computer applications, which are modified on an ongoing basis to provide accurate information in a timely manner. Installation of Storage Area Network solution for network data storage. Begin conversion from thick server technology to thin server technology. Implementation of ArcSDE (GIS), improved access to GIS data. Introduction of Windows 2000 servers into the Novell Network. FY02 GOALS/OBJECTIVES AND RESULTS Begin rewrite of Sales Tax application: Project on hold. Implementation of wireless solution for remote sites: The following sites are in progress: Landfill, Jay Lively, Adult Center and Parks Maintenance. The Rio de Flag Reclaim plant is operational. Evaluation, testing, recommendations, and creation of implementation plan for movement to next level of desktop technology: Completed. Initial order of PC’s issued, order for operating system and MS Office issued. Support of Regional Plan, Rio de Flag, and Stormwater projects: Ongoing. Provide “free” access to all City employees to the GIS databases through the use of map object applications and the “Intranet”: Project on hold. Annual Financial Plan INFORMATION SYSTEMS FY03 GOALS AND OBJECTIVES GOAL: CUSTOMER SERVICE OBJECTIVES: Ensure the delivery of digital data to City staff through the installation, implementation, upgrade or replacement of hardware or software as identified. Ensure data integrity through file back up, system maintenance or system security measures. 105 City of Flagstaff, AZ MANAGEMENT SERVICES DIVISION 08 INFORMATION SYSTEMS PERFORMANCE INDICATORS CY00 CY01 Completion of service request within 5 working days Printing of special print jobs started within one hour of move to the outque User operational within two working days of receipt of completed user ID/ request forms Maintain a 98% up time for all computer systems AS400/LAN/WAN Installation and testing of City Hall, Lowell, Purina, Mt. Elden wireless WAN Implementation of a high band Internet access solution Upgrade of Novell and AS400 operating systems to current versions Replacement of City Hall network switching equipment Replacement of Shop/Yard network switching equipment Timely updates of various applications (H.T.E., KIVA, Land Development, and Rec Trac) Conversion to cluster service technology for critical servers/applications (system redundancy) Perform daily backup of all data files and maintenance of off-site storage Ensure user compliance with existing password policies by conducting periodic audits of passwords Utilize outside resource to conduct security audit of City’s computer infrastructure Implementation of single sign on 98% 98% 98% 99% CY02 OR FY03 (EST) 98% 99% 100% 99% 99% 100% NA NA NA NA NA 100% NA NA NA NA NA 100% 12/31/02 10/1/02 7/1/03 3/1/03 9/1/02 NA NA 6/30/03 NA NA 7/1/03 NA NA 100% NA NA 2 audits NA NA 6/30/03 NA NA 6/30/03 EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION AS 400 CLIENT SERVICES LAN/WAN GIS TOTAL Actual Expenditures 2000-2001 $ 551,493 316,033 77,751 $ 945,277 Adopted Budget 2001-2002 $ 644,509 293,850 46,550 $ 984,909 Estimated Expenditures 2001-2002 $ 636,173 269,371 57,540 $ 963,084 Adopted Budget 2002-2003 $ 709,222 252,120 40,150 $1,001,492 $ 216,077 208,183 82,281 189,914 248,822 $ 945,277 $ 295,650 121,525 118,840 164,734 284,160 $ 984,909 $ 218,182 119,559 123,119 207,412 294,812 $ 963,084 $ 238,381 128,565 162,258 167,742 304,546 $1,001,492 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND Adopted Budget 2002-2003 $ 731,893 16,172 43,510 120,735 14,384 74,798 $ 1,001,492 COMMENTARY: The Information Systems operating budget has increased 1.7% and there are no capital expenditures. Personal Services increases are due to market, merit, and health insurance increases. There is no major capital (>$10,000) for this division. Annual Financial Plan 106 City of Flagstaff, AZ MANAGEMENT SERVICES DIVISION 09 MISSION Develop and implement a system plan for a new telephone system for the City Hall campus. Evaluated phone systems and developed a plan in conjunction with IS to implement in 2003. Provide the required financial assistance to the City Capital Management division. Worked on various reports. Acquire real estate necessary to complete capital projects in a timely fashion. Completed acquisition of 7 key parcels totaling 76 acres for housing, parks, drainage and redevelopment. The mission of the Management Services Department is threefold as a provider of internal service functions, library services, and enforcement of the sales tax code. The mission of the internal service functions are to provide services to all City divisions and employees which will assist the users in making informed decisions and reasonably allocating resources. Functional areas include information technology, finance/budget, and purchasing. As an enforcement division, sales tax provides services to citizens and businesses that ensure compliance with all licensing, sales tax, audit, and collection codes. ADDITIONAL FY02 ACCOMPLISHMENTS Negotiated lease of office space at below market rate. Implemented software with AP that allows for more efficient update of vendor information. Worked with Alliance members on numerous cooperative purchases. PROGRAM DESCRIPTION The office of the Management Services Division is responsible for the general administration of Finance/Budget, Sales Tax, Information Systems, and Library Divisions. The Purchasing function and Real Estate Management function are also within this division. FY03 GOALS AND OBJECTIVES GOAL: FISCAL HEALTH OBJECTIVES Continue the development and implementation of a formal procurement code, incorporating alternative methods of procurements for construction services and address the use of recycled products and green building concepts by April 2003 Expand the procurement card program and look to automate the processing and payment of the monthly billing statements by May 2003. Work with the Capital division to complete a comprehensive CIP plan by December 2002. Work with staff in developing financing alternatives to bond for various city needs as directed by council. FY02 GOALS/OBJECTIVES AND RESULTS Review and streamline accounts payable process. Worked with AP on the procurement card program. Develop a training manual for Purchasing staff. Formal training of new employees was completed. Work as a team to develop the internal training manual will occur in 2003. Completion of Procurement Code for adoption by City Council. The procurement code is still being prepared for evaluation by City departments. Facilitate cost allocation, OMB 87 analysis. Assisted staff and departments in the process completed for budget. Assist in the enhancement of the City of Flagstaff web page. Worked with the committee on direction and process. An RFP will be prepared for services. Assist in the development of an e-government strategy. Assist the new CIP Director in preparing a Capital Improvement Plan. Updated the CIP database with all projects funded and unfunded for review by the CIP committee. Annual Financial Plan MANAGEMENT SERVICES GOAL: QUALITY OF LIFE OBJECTIVES Assist in the acquisition of right of way for FUTS easement on the Rio de Flag for summer 2002 construction. Provide timely acquisition of parcels for CIP projects. 107 City of Flagstaff, AZ MANAGEMENT SERVICES DIVISION 09 PERFORMANCE INDICATORS Completion of Acquisition of right of way Butler/Enterprise by April 30, 2001 EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PURCHASING MAIL SERVICES GRANT ADMINISTRATION BOND & SURETY ADMIN WAREHOUSE PROPERTY MANAGEMENT TOTAL Actual Expenditures 2000-2001 $ 710,890 45,493 18,263 13,911 $ 788,557 Adopted Budget 2001-2002 $ 817,835 47,465 18,608 12,225 $ 896,133 Estimated Expenditures 2001-2002 $ 697,668 35,221 15,143 10,760 $ 758,792 Adopted Budget 2002-2003 $ 648,871 37,299 8,595 $ 694,765 $ 269,746 388,452 62,979 67,380 $ 788,557 $ 287,469 330,488 32,866 78,453 16,655 80,599 69,603 $ 896,133 $ 183,391 349,134 33,472 25,649 9,317 88,639 69,190 $ 758,792 $ 194,134 335,487 22,080 290 74,200 68,574 $ 694,765 MANAGEMENT SERVICES CY00 CY01 NA NA SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND CY02 OR FY03 (EST) NA Adopted Budget 2002-2003 $ 276,510 47,921 97,356 145,608 90,667 36,703 $ 694,765 COMMENTARY: The Management Services operating budget has decreased 21.4% and there are no capital expenditures. The decreases are due to two reorganizations involving the Deputy City Manager and the Grants functions. Annual Financial Plan 108 City of Flagstaff, AZ MANAGEMENT SERVICES DIVISION 10 MISSION made presentations to local service groups and City commissions explaining what part the tax plays in the City’s financial picture. Expanded our duties to include the keypunching of the information reported to the City on sales tax returns. The result has been that we are able to close out each month a couple of days sooner than in the past. Have worked extensively with the other cities in the state that collect their own sales tax in order to meet mandates from the Arizona Legislature. This requires constant updating of audit procedures as each city and the state performs audits for each other. This has turned out to be a complicated task but all of the jurisdictions have been working well together to solve problems. Failure to do so will result in the legislature taking away the cities’ right to collect their own tax and force them into the state collection program. The mission of the Tax, Licensing and Revenue division is to ensure compliance with the City’s Business License ordinances and assist the public so that tax-reporting problems can be avoided. PROGRAM DESCRIPTION The Tax, Licensing, and Revenue division is responsible for the licensing of new businesses and the collection and audit of sales tax and business license accounts. Sales Tax also disseminates City and State sales tax information to the taxpayers. This division is responsible for the collection of delinquent utility billings, delinquent library accounts, City court fines, and parking tickets, miscellaneous city billings, and NSF checks. This division performs the billing of miscellaneous receivable accounts. This division also invests excess funds as allowed by the City Investment Policy. FY03 GOALS AND OBJECTIVES GOAL: CUSTOMER SERVICE OBJECTIVES: Continue the taxpayer education seminars. Send audit evaluation forms to taxpayers to obtain feedback on our customer service level. FY02 GOALS/OBJECTIVES AND RESULTS Continue the taxpayer education seminars: Held five seminars for new businesses in conjunction with the Arizona Department of Revenue, Department of Economic Security and Internal Revenue Service. Send audit evaluation forms to taxpayers: Task not evaluated in FY 02. Increase taxpayer compliance in application of the sales tax code: Task not evaluated in FY 02. GOAL: FISCAL HEALTH OBJECTIVES Increase taxpayer compliance in application of the sales tax code by being proactive when we come across problems in a particular business segment. Do this by sending letters explaining how taxpayers can comply with the City code. Invest excess City funds and achieve a rate of return greater than that provided by the Local Government Investment Pool operated by the Arizona State Treasurer’s office. ADDITIONAL ACCOMPLISHMENTS FY02 Conducted seminars for new businesses with Arizona Department of Revenue, Department of Economic Security, and the Internal Revenue Service: In anticipation of the election to renew the City sales tax, Annual Financial Plan TAX, LICENSING, & REVENUE 109 City of Flagstaff, AZ MANAGEMENT SERVICES DIVISION 10 PERFORMANCE INDICATORS CY00 Issued Occupational and Sales Tax Licenses Processed sales tax returns Performed sales tax audits Sales tax delinquencies as a percent of budgeted sales tax revenue Collection of delinquent miscellaneous receivable accounts Collection of delinquent parking tickets Collection of delinquent utilities payments Collection of Library accounts EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION AUDIT COLLECTIONS LICENSING AND CLERICAL ACCOUNTS RECEIVABLE TOTAL TAX, LICENSING, & REVENUE CY01 1,276 26,711 54 1.0% 60% 60% 45% 45% Actual Expenditures 2000-2001 $ 377,299 24,809 13,725 $ 415,833 Adopted Budget 2001-2002 $ 411,028 33,315 24,399 $ 468,742 Estimated Expenditures 2001-2002 $ 412,498 26,546 11,774 $ 450,818 Adopted Budget 2002-2003 $ 428,160 30,280 14,920 $ 473,360 $ 112,947 124,371 80,913 57,370 40,232 $ 415,833 $ 131,934 130,770 84,510 79,027 42,501 $ 468,742 $ 120,899 132,006 85,050 71,487 41,376 $ 450,818 $ 130,886 139,963 90,750 66,934 44,827 $ 473,360 1,241 28,619 57 1.1% 65% 60% 40% 20% SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND CY02 OR FY03 (EST) 1,300 28,869 65 1.0% 65% 60% 45% 45% Adopted Budget 2002-2003 $ 380,507 21,477 20,845 17,685 32,846 $ 473,360 COMMENTARY: The Tax, Licenses, and Revenue Collection division operating budget has increased 1% and there are no capital expenditures. Personal services increases are due to merit, market, and health insurance increases. Annual Financial Plan 110 City of Flagstaff, AZ MANAGEMENT SERVICES DIVISION 11/12 MISSION ADDITIONAL ACCOMPLISHMENTS FY02 The mission of the Flagstaff City-County Public Library is to provide residents of the City of Flagstaff and Coconino County with access to available recorded knowledge, which will assist them to meet their informational, recreational, educational, and cultural needs. The Library staff will deliver services to users in a professional, timely, and courteous manner. The Library has approximately 60 public computers with Internet access, with remote access to the Library catalog and much more information available through the web site at www.flagstaffpubliclibrary.org Approximately 1,200 young people participated in the Summer Reading Program. The Flagstaff Public Library endowment fund has been increased to over $235,000. Public Services staff developed strong partnerships and programs with health care and family literacy organizations throughout Coconino County. Secured sight for the East Flagstaff Community Library at the Coconino Community College facility on Fourth Street. PROGRAM DESCRIPTION The City-County Library is a jointly funded public library administered by the City of Flagstaff and financed by both the City of Flagstaff and Coconino County. The Library provides residents of the City and County with access to available recorded knowledge that will assist them in meeting their informational, recreational, educational, and cultural needs. The Library staff is committed to delivering services to users in a professional, timely and courteous manner. FY03 GOALS AND OBJECTIVES GOAL: COLLABORATION OBJECTIVES: Continue to work with Coconino Community College on developing a successful partnership in the new Library facility. Move into new facility. FY02 GOALS/OBJECTIVES AND RESULTS Implement successful use of new online library system and Gates Foundation computer labs: With financial support from the Gates Foundation and Libraries for the Future, the Library offers free computer classes, ejournalism classes, and individual assistance in the Gates Foundation computer labs. Continue to develop collections of materials in a variety of formats: New DVD and books on CD added. Apply for appropriate technology grants for all qualifying county libraries: Efforts continue as opportunities arise. Increase circulation of materials by 10%: Due to a change in automation systems, we are unable to determine the percentage increase in circulation materials. Beginning May 2002 the system will have this capability. Create an electronic journalism class for young adults: Program has been established. GOAL: QUALITY OF LIFE OBJECTIVES: Proactively meet the community’s need for materials and information. Increase the allocation for patron’s suggestions for purchase to $15,000. Develop the “Family Place” literacy/informational program in cooperation with Libraries for the Future and Arizona Humanities Council. GOAL: FISCAL HEALTH OBJECTIVES: Seek out funding opportunities made by grant making organizations to enhance collections and improve services. PERFORMANCE INDICATORS CY00 Shelve materials promptly when returned Borrowers check out materials in a timely fashion Provide successful response to requests for information Provide successful response to reference questions from youth Provide adequate number of materials for users Catalog all new materials as they are received Annual Financial Plan LIBRARY 844,374 243,066 124,515 42,298 3.5 per capita 19,782 111 CY01 928,881 267,372 136,966 46,951 3.6 per capita 21,958 CY02 OR FY03 (EST) 956,847 278,066 141,055 49,829 3.8 per capita 22,816 City of Flagstaff, AZ MANAGEMENT SERVICES DIVISION 11/12 LIBRARY Division 11 - Library EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TECHNICAL SERVICES PUBLIC SERVICES COUNTY JAIL COUNTY BOOKMOBILE FOREST LAKES LIBRARY TUBA CITY LIBRARY SUPAI LIBRARY MAIN LIBRARY AUTOMATION E. FLAG COMMUNITY LIB. E. FLAG LIBRARY REMODEL TOTAL Actual Expenditures 2000-2001 $1,250,990 278,039 318,631 610,006 $2,457,666 Adopted Budget 2001-2002 $1,390,598 280,359 345,500 605,550 $2,622,007 Estimated Expenditures 2001-2002 $1,404,131 288,585 323,872 162,762 $2,179,350 $ 899,714 530,952 856,565 37,015 22,440 22,891 80,836 2,381 4,872 $2,457,666 $ 932,787 600,327 902,441 34,500 24,987 26,175 87,990 4,500 8,300 $2,622,007 $ 469,428 571,029 939,038 38,000 24,028 31,675 99,157 5,500 1,495 $2,179,350 Adopted SOURCE OF FUNDING: Budget 2002-2003 $1,562,483 LIBRARY FUND 372,710 339,422 421,928 $2,696,543 Adopted Budget 2002-2003 $ 2,696,543 $ 2,696,543 $ 381,588 616,496 958,201 38,000 32,050 31,675 87,990 5,500 10,875 211,504 322,664 $2,696,543 COMMENTARY: The Library operating budget has increased 12.8% and capital expenditures total $421,928 resulting in an overall net increase of 2.8%. Personal Service increases are due to three new half-time positions, a Library Clerk I, and two Library Assistant I's, plus a market and insurance adjustment. Contractuals increases are due for the new East Flag Community Library. Rent will be $60,000 and custodial services $10,000. Other increases in contractuals is offset by decreases in Commodities. Major capital (>$10,000) includes furniture/millwork/shelving for new branch for $123,330 plus construction/building improvements for the new branch totaling $322,664. Division 12 – Library Grants EXPENDITURES BY PROGRAM: Actual Expenditures 2000-2001 CENT'L ORAL HISTORY PROJ $ MOHAVE CTY GRANTS COUNTY WIDE PROJECTS 190,186 STATE GRANT-IN-AID 97/98 1,035 STATE GRANTS IN AID 98-99 1,481 LSTA-GRANT FOR PALS LSTA-FLAG ORAL HISTORY 1,348 STATE GRANT IN AID 99-00 3,434 BORN TO READ GRANT 12,930 GATES FOUNDATION-COMP.EQ. 78,112 LIBRARIES FOR THE FUTURE 12,625 STATE GRANT IN AID-00/01 14,504 CHILDREN IN POVERTY 01/02 10,000 GATES FOUNDATION-TUBA CTY 18,504 STATE GRANT-IN-AID 2002 STATE GRANT N AID 2002-03 TOTAL $ 344,159 Annual Financial Plan Adopted Budget 2001-2002 $ 2,793 5,538 264,420 37,604 25,000 $ 335,355 Estimated Expenditures 2001-2002 $ 110,570 2,388 3,661 26,178 10,496 604 25,000 $ 178,897 112 Adopted SOURCE OF FUNDING: Budget 2002-2003 $ LIBRARY FUND 663,223 28,793 14,854 $ 706,870 Adopted Budget 2002-2003 $ 706,870 $ 706,870 City of Flagstaff, AZ MANAGEMENT SERVICES DIVISION 13 MISSION Take advantage of discounts for prompt payment from vendors: Evaluation of the discount feature in H.T.E. has been initiated. Disseminate information on payroll rules through training of supervisors: Supervisory training has not yet occurred. Will address in FY03. Production of City’s annual report by November 30: The goal date has not as yet been met. This goal will continue into FY03. The mission of the Finance/Budget division is to ensure that City’s financial resources are protected through sound financial management, including allocation of resources consistent with community goals and providing timely, accurate, and reliable information that will assist in making informed decisions. PROGRAM DESCRIPTION ADDITIONAL ACCOMPLISHMENTS FY02 The Finance Division provides a variety of financial services to the Council and City staff. Services include accounting and financial reporting, budgeting, payroll, accounts payable, special financial analysis, and citywide switchboard operations. Received the GFOA Certificate of Achievement in Financial Reporting for FY 2000. Completed the FY2001 CAFR with no Management Advisory Comments. Received the GFOA Distinguished Budget Presentation award for FY 2002. Completed User Fee and Cost Allocation studies for implementation in FY 2003. 12 employees received the City Manager’s Excellence Award. Continued development and implementation of Capital Improvement tracking and monitoring. FY02 GOALS/OBJECTIVES AND RESULTS Early implementation of GASB 34: Early implementation of GASB 34 has not occurred. The City of Flagstaff will implement GASB 34 for the Fiscal Year ending June 30, 2003, which is in compliance with GASB standards. Begin training sessions for Finance Division staff: One training session for Finance staff occurred. Reconciliation of fixed assets and input of information into fixed asset system quarterly: The fixed asset system has been reconciled. Quarterly reconciliations will be reevaluated with the implementation of GASB 34. Reduce the number of working days needed to close month-end: The performance standard of 5 business days will continue for the next fiscal year. The evaluation of the process has not demonstrated effective ways to reduce the established time frame. Quarterly review of general ledger by the accountants responsible for each fund: Accountants currently perform a monthly review of the division financial statements they are responsible for. A formal review of general ledger accounts has not occurred and continues on an annual basis. Annual Financial Plan FINANCE AND BUDGET FY03 GOALS AND OBJECTIVES GOAL: FISCAL HEALTH OBJECTIVES Develop a policy of mandatory fee reviews including frequency and responsibility. Implement fee recommendations from 2002 user fee study as designated by Council. Find grants for the Rio de Flag project and other projects as may be desirable. Implement new cost allocation methodology and start process of including overhead recovery in grants. 113 City of Flagstaff, AZ MANAGEMENT SERVICES DIVISION 13 PERFORMANCE INDICATORS Payroll processed and payroll checks are printed by noon on Thursday prior to Friday payday 100% of the time Run month end general ledger and financial statements within five working days after the end of the month Mandatory fee policy developed User fees implemented as designated by Council Receive one grant for Rio de Flag project Receive four grants in other identified areas EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ACCOUNTING PAYROLL ACCTS PAYABLE/ RECEIVABLE BUDGET GRANTS ADMINISTRATION TOTAL Actual Expenditures 2000-2001 $ 413,064 19,638 23,495 $ 456,197 $ 76,496 180,326 93,167 96,434 9,774 $ 456,197 Adopted Budget 2001-2002 $ 520,032 22,800 22,240 $ 565,072 $ 85,950 262,215 100,653 106,204 10,050 $ 565,072 Estimated Expenditures 2001-2002 $ 514,163 17,643 20,593 $ 552,399 $ 81,119 252,001 102,285 107,838 9,156 $ 552,399 Adopted Budget 2002-2003 $ 639,538 29,610 22,320 $ 691,468 FINANCE AND BUDGET CY00 CY01 CY02 OR FY03 (EST) 100% 100% 100% 6.9 days 5.0 days 5.0 days NA NA NA NA NA NA NA NA 12/31/02 9/30/02 1 4 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND Adopted Budget 2002-2003 $ 424,890 33,021 55,886 108,995 26,336 42,340 $ 691,468 $ 94,105 282,980 107,905 119,599 8,550 78,329 $ 691,468 COMMENTARY: The Finance and Budget operating budget has increased 22.4% and there are no capital expenditures. Personal Services increases are due to the transfer of the Grants Contracts Manager plus market, merit, and health insurance increases. Contractuals and Commodities increases are due to additional costs for the Grants Contracts Manager. There is no major capital (>$10,000) for this division. Annual Financial Plan 114 City of Flagstaff, AZ COMMUNITY DEVELOPMENT COMMUNITY DEVELOPMENT DEPARTMENT MISSION The mission of the Community Development Department is to facilitate the orderly physical development, redevelopment, and conservation of the City through the formulation and subsequent administration of publicity-adopted growth management policies and standards. Annual Financial Plan 115 City of Flagstaff, AZ Annual Financial Plan 116 City of Flagstaff, AZ COMMUNITY DEVELOPMENT DIVISION 14 MPO PROGRAM DESCRIPTION ADDITIONAL ACCOMPLISHMENTS FY02 The City Engineer, as Executive Director of the Flagstaff Metropolitan Planning Organization (FMPO) supervises the operation of the FMPO. The Flagstaff area’s Cooperative, Comprehensive, and Continuing (“3C”) Urban Transportation Planning Program is conducted by the FMPO through the administration and support of the City of Flagstaff, Coconino County, and the Arizona Department of Transportation (ADOT), in cooperation with state and federal agencies, including the U.S. Department of Transportation (USDOT), Federal Highway Administration (FHWA), and Federal Transit Administration (FTA). Oversight and completion of traffic model update Facilitate Milton Road and W. Route 66 corridor studies. FY03 GOALS AND OBJECTIVES GOAL: PLANNING FOR GROWTH OBJECTIVE: Initiate and conduct corridor studies on priority corridors in collaborative efforts with the City, County, and ADOT as appropriate to ensure the interdependent development of transportation and land uses commensurate with the Regional Land Use and Transportation Plan. FYO2 GOALS/OBJECTIVES AND RESULTS GOAL: COLLABORATION OBJECTIVE: Strengthen the FMPO executive board and technical advisory committee as forums for collaboration and outreach between governmental agencies, legislative bodies, and community groups. Completion of access management policy and plan study: To be completed September 2002. Completion of signal synchronization and emergency service preemption feasibility study: Study initiated and anticipated to be completed: To be completed September 2002. Planning and implementation of voter approved transportation measures: Ongoing. Establishment of pedestrian and bike planning and design guidelines: Initiated pedestrian and bicycle facilities guidelines and standards study: To be completed November 2002. Annual Financial Plan GOAL: CAPITAL IMPROVEMENTS OBJECTIVE: By working with member agencies, program federal transportation funds in the most effective manner. 117 City of Flagstaff, AZ COMMUNITY DEVELOPMENT DIVISION 14 PERFORMANCE INDICATORS Meeting deadlines on routine reports: Monthly/quarterly progress reports Percent on time Monthly/quarterly billings Percent on time Meeting deadlines for TIP submittal and keeping projects on schedule Producing in-house studies and managing contracted efforts: Number of contracted efforts: Percent on time: Percent effective: Milton road/W. Route 66 corridor study successfully completed with consensus among stakeholders or corridor concepts Community stakeholders to speak to and participate in four technical advisory committee and/or executive board meetings Adoption of the FY2003-2007 Transportation Improvement Program EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PUBLIC INFORMATION PROGR SHORT RANGE PLANNING PROG TANSPORTATION IMPROV PLAN SHORT RANGE DATA COLLECTN LONG RANGE TRANSIT PLAN LONG RANGE TRANSPORT PLAN LONG RANGE "OTHER" TRANSP TRAFFIC ENGR GUIDANCE FHWA CONSTRUCTION FUNDS TOTAL Actual Expenditures 2000-2001 $ 81,930 37,405 3,948 $ 123,283 $ 38,028 92 21,026 5,638 22,988 22,111 3,481 6,242 3,677 $ 123,283 Adopted Budget 2001-2002 $ 74,817 192,210 20,900 785,163 $1,073,090 $ 93,767 3,000 151,160 25,000 15,000 785,163 $1,073,090 Estimated Expenditures 2001-2002 $ 81,491 120,915 18,809 $ 221,215 $ 50,245 1,700 122,841 270 17,991 7,943 16,000 4,225 $ 221,215 MPO CY00 CY01 CY02 OR FY03 EST. 4 50% 4 80% 50% 0 0 4 50% 75% 4 50% 4 75% 75% 1 75% 75% 2 60% 90% 4 75% 90% NA NA 8/31/02 NA NA 100% NA NA 6-02 Adopted SOURCE OF FUNDING: Budget 2002-2003 $ 81,735 METROPOLITAN PLANNING FUND 178,331 5,600 $ 265,666 Adopted Budget 2002-2003 $ 265,666 $ 265,666 $ 102,960 162,706 $ 265,666 COMMENTARY: The MPO operating budget has decreased 7.7% and there are no capital expenditures. Personal Services increases are due to market, merit, and health insurance increases. The MPO is a 100% grant reimbursed program. There is no major capital (>$10,000) for this division. Annual Financial Plan 118 City of Flagstaff, AZ COMMUNITY DEVELOPMENT DIVISION 15 MISSION ADMINISTRATION Continue FIT (Safe Housing Inspections): Meet on a monthly basis. Inspections made of mobile home parks in Flagstaff. The mission of the Community Development Department is to facilitate the orderly physical development, redevelopment, and conservation of the City through the formation and subsequent administration of publicly adopted growth management policies and standards. ADDITIONAL ACCOMPLISHMENTS FY02 Front counter supervisor hired. Developed design for front counter remodel. PROGRAM DESCRIPTION FY03 GOALS AND OBJECTIVES The Community Development Administration Division coordinates the activities of Planning, Building and Safety, and Engineering. This division is responsible for operating the “Front Counter” client assistance program and the Community Development switchboard. The Community Development Director acts as Chairperson for the Development Review Board and serves on a variety of other Boards & Commissions. GOAL: CUSTOMER SERVICE OBJECTIVES: Develop policy and procedures based upon the enterprise software (KIVA) to assure accurate tracking of permit information. Implement the use of KIVA Vision for permit queries and providing general customer research. Implement the “small permit” process to minimize the delay time in normal project routing. Implement and transfer the Design Review Guideline process for customer application. FY02 GOALS/OBJECTIVES AND RESULTS Continue to provide quality customer service: improved review timeframes, and reduced lack of consistency problems. Provide training in areas of customer service: ICBO Permit Technician training for Development Services Reps completed. Implement permit tracking system by training employees to use system and continue inputting project data for tracking: Employees in the Community Development department have been trained to use KIVA. Data input for KIVA is 95% complete; 95% of permits are being issued through KIVA. Evaluate development review process, develop new customer service evaluation form: Evaluation form has been developed and is in use. Results of forms are monitored monthly. Annual Financial Plan GOAL: ORGANIZATIONAL SUPPORT OBJECTIVES: Implementation of coordinated efforts with other divisions and departments to provide “Comments” for permitting progress. Implement an application routing system for positive tracking of projects for all reviewing agencies. Implement the inspection module for compute tracking of Inspection Branch scheduling and inspection results. Standardize the dissemination of information provided to the general public. 119 City of Flagstaff, AZ COMMUNITY DEVELOPMENT DIVISION 15 PERFORMANCE INDICATORS Continue to improve front counter operations by issuing permits within scheduled review timeframes Install and implement Permit Tracking system: Percent of employees trained in use of system Project information installed on system Distribute and collect customer service evaluations daily. Customers satisfied with review process. Verify permit issuance is consistent Staff proficiency attained in KIVA Vision software Implement “small permit” process Apply the new Design Review Guidelines and application process EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COUNCIL AND COMMISSIONS TOTAL Actual Expenditures 2000-2001 $ 268,531 6,277 9,841 $ 284,649 Adopted Budget 2001-2002 $ 287,325 5,745 11,770 $ 304,840 Estimated Expenditures 2001-2002 $ 314,319 9,457 9,248 $ 333,024 $ 220,749 63,900 $ 284,649 $ 239,769 65,071 $ 304,840 $ 268,328 64,696 $ 333,024 ADMINISTRATION CY00 CY01 CY02 OR FY03 (EST) 95% 95% 95% NA NA NA NA NA NA 95% 95% 95% 80% 80% 94% NA NA NA NA NA NA NA NA NA 8/31/02 8/31/02 3/1/02 Adopted SOURCE OF FUNDING: Budget 2002-2003 $ 362,916 GENERAL FUND 5,915 12,480 $ 381,311 Adopted Budget 2002-2003 $ 381,311 $ 381,311 $ 313,707 67,604 $ 381,311 COMMENTARY: The Community Development Administration operating budget has increased 25.1% and there are no capital expenditures. Personal Services increases are due to market and merit increases, increased cost of health insurance, and a new position (1 FTE), Development Services Supervisor. There is no major capital (>$10,000) for this division. Annual Financial Plan 120 City of Flagstaff, AZ COMMUNITY DEVELOMENT DIVISION 16 MISSION ENGINEERING Implemented plan review tracking spreadsheet that assesses established review time frames. Completed North San Francisco Street Traffic Calming Median Island. Completed FEMA-Riverine Study field survey. Adopted new Stormwater Management Design Manual. Adopted Amended Floodplain Management Regulations. Commenced Design Phase of Rio de Flag Flood Control Project. Completed Stormwater Program and Financing Action Plan. Adopted Stormwater Management Utility Ordinance. The mission of the Community Development Department is to facilitate the orderly physical development, redevelopment, and conservation of the City through the formation and subsequent administration of publicly adopted growth management policies and standards. PROGRAM DESCRIPTION The Engineering Division is made up of eight areas: Administration, Private Development, Traffic Engineering, Construction Inspection, Materials Testing, Survey and Mapping, Stormwater Management, and Arizona Department of Environmental Quality Plan Review. Engineering reviews are to ensure compliance with construction design standards, subdivision regulations, floodplain ordinance, and drainage standards within the City. FY03 GOALS AND OBJECTIVES GOAL: CUSTOMER SERVICE OBJECTIVES: Measure and assess plan review quantities and percentages of on-time reviews. Develop and use a draft traffic service request tracking system and develop service categorization and prioritization schemes. FY02 GOALS/OBJECTIVES AND RESULTS Administer Flagstaff Metropolitan Planning Organization (FMPO): Ongoing. Support regional master planning efforts – FMPO Transportation Plan, Regional Master Plan, and Strategic Planning Group: Ongoing. Responsive to the needs of the citizens, Council, Manager, and City departments and divisions: Ongoing. Understandable and current standards and procedures: These will be updated by December 2002. Maintain the City’s eligibility in the National Flood Insurance Program and obtain lower flood insurance costs for the public: Ongoing. Review of all private development projects, public improvements, and citizen drainage concerns for compliance with applicable City code and engineering standards: Ongoing. In conjunction with the Traffic Commission develop policies, procedures, and working materials for the Residential Neighborhood Traffic Management Program: This will be completed by September 2002. GOAL: QUALITY OF LIFE OBJECTIVES: Ensure that the work being performed on capital projects meet the minimum standards required by the City standards. Deliver quality material testing that will result in a product of lasting value to our citizens. Provide surveying and mapping services and information. GOAL: ECONOMIC DEVELOPMENT/ REDEVELOPMENT OBJECTIVES: Implement Stormwater Management Utility to provide dedicated funding source for stormwater quality protection, stormwater quantity control, environmental enhancement, capital investment, improved maintenance, and public education and involvement. Provide Rio de Flag Flood Control Project delivery and coordination with U.S. Army Corps of Engineers in accordance with Project Management Plan. ADDITIONAL ACCOMPLISHMENTS FY02 Reviewed and improved civil construction plans and permitting of private development projects having a total value of more than $5 million during calendar year 2001. PERFORMANCE INDICATORS CY00 CY01 CY02 OR FY03 (EST) Private Development: Number of Development Review Board items reviewed Number of plan reviews Number plan reviews completed on time Number of inspections performed 417 145 112 8,901 361 188 165 9,303 400 160 160 9,600 NA NA 90% Complete 90% of Development Review Board items and plan reviews on time Annual Financial Plan 121 City of Flagstaff, AZ COMMUNITY DEVELOMENT DIVISION 16 PERFORMANCE INDICATORS (Continued) Complete draft traffic service request tracking system and service categorization and prioritization schemes Review traffic base data, finalize tracking system, and set short-term service level objectives Review traffic performance, service level concepts and objectives, and set intermediate and long-term (resource constrained) service level objectives Provide Engineering inspection support services on 90% of the capital improvement projects Provide material testing on 90% of the capital improvement projects Densify and maintain Second Order, Class One GPS control network adequate for urban development Perform 90% of all field surveys in house Respond to all City and public requests for survey and public records information within one working day Placement of Land Information System on the City web site Adoption of the Stormwater Management Utility Rate Ordinance in June 2002 and implementation of billing in January 2003 Complete Phase I (Clay Avenue Wash Detention Basin) design and property acquisition in 2002 and commence construction of Phase I in Spring/Summer 2003 EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION CAPITAL IMPROVEMENT ENGR PRIVATE DEVELOPMENT ENGR TRAFFIC ENGINEERING PUBLIC WORKS INSPECTION MATERIALS TESTING SURVEY STORMWATER MANAGEMENT ADEQ PLAN APPROVAL RIO DE FLAG FEASIBILITY ADOT PROJECT COORDINATION REGIONAL TRANSP. PLAN TOTAL Actual Expenditures 2000-2001 $1,423,135 387,663 102,905 120,987 $2,034,690 Adopted Budget 2001-2002 $1,349,417 525,039 52,547 22,410 $1,949,413 Estimated Expenditures 2001-2002 $1,445,357 293,438 42,886 1,900 $1,783,581 Adopted Budget 2002-2003 $1,478,658 399,630 39,532 32,725 $1,950,545 $ 205,315 282,769 219,877 190,253 307,737 165,231 263,453 359,127 41 12,436 15,372 13,079 $2,034,690 $ 264,298 293,941 184,385 244,375 95,166 208,891 637,651 1,410 19,296 $1,949,413 $ 360,075 (6,821) 298,785 183,834 217,140 65,236 228,348 417,921 935 15,921 1,826 381 $1,783,581 $ 330,918 301,524 199,883 297,219 103,330 250,680 455,992 10,999 $1,950,545 ENGINEERING CY00 CY01 CY02 OR FY03 (EST) NA NA 7/1/02 NA NA 9/30/02 NA NA 6/30/03 NA NA 90% NA NA 90% NA NA 6/30/03 NA NA 90% NA NA 100% NA NA 7/31/03 NA NA 1/31/03 NA NA 5/1/03 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND Adopted Budget 2002-2003 $ 958,360 607,425 381,285 3,475 $ 1,950,545 COMMENTARY: The Engineering operating budget has decreased 0.5% and capital expenditures total $32,725 resulting in an overall net increase of 0.1%. Personal Services increases are due to market, merit and health insurance increases. Major capital (>$10,000) includes $22,725 for a 4x4 full size pickup and $10,000 for a copier. Onetime expenditures for this division are consulting fees for the following: $218,000 continuation of Stormwater Utility Rate study, $50,000 fee for Fanning Drive Wash or un-named wash flood study for ADOT and $50,000 fee for NPDES Permit Development. Annual Financial Plan 122 City of Flagstaff, AZ COMMUNITY DEVELOPMENT DIVISION 17 MISSION BUILDING INSPECTION quarterly basis: This was accomplished by having several contractor meetings, and through the FIT organization. The mission of the Community Development Department is to facilitate the orderly physical development, redevelopment, and conservation of the City through the formation and subsequent administration of publicly adopted growth management policies and standards. ADDITIONAL ACCOMPLISHMENTS FY02 Continued to expand a community-wide education and awareness program that includes public seminars on special topic Building Division issues, Observation of National Building Safety week. Maintained a two-week maximum review period for residential permits and three-week maximum review period for commercial projects. Continued to abate numerous dangerous buildings and substandard buildings throughout the community. Continued to be a key member of the Flagstaff Interagency Taskforce for Safe Housing. The KIVA inspection module is operational and the inspector training is completed. PROGRAM DESCRIPTION The Building Division is primarily responsible for administering and enforcing the provisions of the various codes regulating construction. Responsibilities include plan check to ensure compliance with applicable codes and ordinances, construction inspections, review and update of all codes to conform to current trends in the construction industry, and abatement of safety hazards and unsanitary conditions. FY02 GOALS/OBJECTIVES AND RESULTS FY03 GOALS AND OBJECTIVES Maintain high level of customer service by responding to general needs of all customers: This has been accomplished by conducting inspections within a 24-hour period, and getting plans approved after being released by other divisions within the allotted time frame. (This is the average time before becoming short on personnel. After being behind approximately 7-8 weeks, the time frame is now approximately 3 weeks.) Continue to provide a complete and comprehensive review of all plans submitted to this office: This has been accomplished and continues to be done through the contracted plan review consultant. Provide continuing education and training to inspection and plan review staff to enhance qualifications and quality of overall performance of the division: This has been accomplished by listing classes available through the AZBO Educational institutes, classes posted through the City, and through holding classes amongst ourselves. Maintain public awareness programs to inform the community of issues related to building and safety on a Annual Financial Plan GOAL: PUBLIC SAFETY OBJECTIVES: Provide minimum standards to safeguard life or limb, health, property and public welfare by regulating the construction, quality of materials, use and occupancy, location and maintenance of all buildings and structures within this jurisdiction by: Adopting the 2003 version of the International Building, Mechanical, and Plumbing Codes, and the 2002 National Electrical Code. Training for the Building and Safety personnel to adequately enforce the International Codes and the National Electric Code. GOAL: CUSTOMER SERVICE OBJECTIVE: Better communication between field personnel and office, contractors, and the community at large. 123 City of Flagstaff, AZ COMMUNITY DEVELOPMENT DIVISION 17 PERFORMANCE INDICATORS Maintain minimum turnaround time for all permits: Number of permits issued Percentage meeting turnaround time Perform requested inspections on same day received Answer all telephone inquiries on same day received Abate dangerous and substandard buildings within City limits # of dangerous and substandard building abatement through demolition or repair Percentage of abatement through demolition or repair Adopt the International Codes and National Electric Code Send all Building and Safety personnel to available classes on International Codes and National Electric Code Update field communication for inspection module EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ON-SITE FIELD INSPECTION PLAN REVIEW TOTAL Actual Expenditures 2000-2001 $ 638,585 15,561 23,614 35,674 $ 713,434 Adopted Budget 2001-2002 $ 682,684 21,000 32,625 19,180 $ 755,489 Estimated Expenditures 2001-2002 $ 675,959 35,366 32,417 $ 743,742 $ 121,725 434,497 157,212 $ 713,434 $ 148,095 439,387 168,007 $ 755,489 $ 155,796 419,939 168,007 $ 743,742 BUILDING INSPECTION CY00 CY01 CY02 OR FY03 (EST) 2,372 99% 100% 100% 2,427 99% 100% 100% 2,475 99% 100% 100% 128 5 10 90% NA 90% NA 95% 1/31/03 NA NA 12/31/02 NA NA 7/1/02 Adopted SOURCE OF FUNDING: Budget 2002-2003 $ 645,409 GENERAL FUND 52,920 33,025 18,165 $ 749,519 Adopted Budget 2002-2003 $ 749,519 $ 749,519 $ 121,529 466,148 161,842 $ 749,519 COMMENTARY: The Building Inspection operating budget has decreased 0.7% and capital expenditures total $18,165 resulting in an overall net decrease of 0.8%. Personal Services decrease is due to elimination of a Building and Safety Director position. Contractuals increase is due to expenditures relating to the Bank One Lease. Building Inspection's share of the lease is 32%. Major capital (>$10,000) includes $18,165 for replacement of field inspection vehicle. Annual Financial Plan 124 City of Flagstaff, AZ COMMUNITY DEVELOPMENT DIVISON 18 MISSION Consultant hired for Development Fee program, completion anticipated. Awarded $500,000 federal TEA-21 grant for downtown Route 66 corridor FUTS-pedestrian/bike landscaping project. Design of FUTS-Arizona Trail path and underpass through Butler/Enterprise reconstruction project. Completion of Flagstaff Area Regional Land Use and Transportation Plan. Development of Arizona Preserve Initiative Application for State Trust lands north of Walnut Canyon. Completion and submittal of Census 2000 count challenge to U.S. Census Bureau. Completed Sunnyside Neighborhood Revitalization Strategy and received Council and HUD approval. Received purchase bids and development proposals for developing Rio Homes and Ponderosa Homes with mixed income residential housing. Administered McMillan Mesa Plan consulting services contract and conducted four public workshops. The mission of the Community Development Department is to facilitate the orderly physical development, redevelopment, and conservation of the City through the formation and subsequent administration of publicly adopted growth management policies and standards. PROGRAM DESCRIPTION The City Planning Division advises the City Manager, City Council, Planning & Zoning Commission, and various City commissions on all matters relating to Flagstaff’s growth and development. It maintains the City's comprehensive plan and administers the Land Development Code (LDC) and regulations, the Redevelopment Program, the Affordable Housing Program (31), the Urban Design Program (71, 73, 74, & 75) and related policies established by the City Council. FY02 GOALS/OBJECTIVES AND RESULTS FY03 GOALS AND OBJECTIVES Maintain understandable and up-to-date standards and procedures: Design review guidelines adopted by City Council. Maintain an achievable and realistic long-term vision and implementation program for the physical development and redevelopment of the City of Flagstaff: Developed a Master Plan for Development for the Downtown Gateway West, the Southside Warehouse District, and the Mall area, including retaining consultant, public meetings, and resolving design and use issues. Complete Development Fee system draft: Second draft impact fee system report completed June 2002. Acquire two Sunnyside properties for owner-occupied housing: Acquired four parcels of property in Sunnyside for affordable housing construction. Begin implementation of Regional Plan between City and County: Election for voter ratification 5/21/02. Stabilization of Two Spot train restoration: No action. Priorities redirected to Rio de Flag. Commence construction of Butler/Enterprise FUTS: Construction underway. Initiate acquisition/rehab/resale program: Purchase of first resale completed. Complete design concept for US I40 FUTS: Substantial completion of partnered City/ADOT landscaping enhancements, I-40/I-17 TI. Complete design for 89A Streetscape/FUTS TEA-21 project: Design 60% complete. Begin implementation of design review process: Administered Design Review consulting services contract and participated in the public hearing process, which led to the adoption of the Design Review Guidelines in September 2001. GOAL: AFFORDABLE HOUSING OBJECTIVES: Create a community Land Trust structured as private nonprofit organization for the purpose of building affordable homes preserving public land investment. Sell Ponderosa Homes City owned land and complete the design and pre-construction phase for development of a mixed income development containing at least 20% affordable homes. Administer the Design Review Guidelines ordinance. Process McMillan Mesa Land use amendments. GOAL: CUSTOMER SERVICE OBJECTIVES: Assist in the fee structure review so that it is related to development costs and cost recovery. GOAL: QUALITY OF LIFE OBJECTIVES: Streetscape projects will be designed and constructed to provide greater visual definition, multi-modal function, and aesthetic enhancement to important arterial streets in the City. Plan, design, and construct projects to improve the function and aesthetics of the City’s downtown business, commercial, and civic core. Continue the build-out of the adopted Master Plan for the Flagstaff Urban Trail System. GOAL: PLANNING FOR GROWTH OBJECTIVES: Enter into an intergovernmental agreement with Coconino County to implement the Regional Plan. Implement a coordinated regional mutual development review system between the City and County that assures Regional Plan implementation and meets mutual objectives. ADDITIONAL ACCOMPLISHMENTS FY02 Completion of Growing Smarter, Affordable Housing, and Design Review changes in the fall of 2001. Annual Financial Plan PLANNING 125 City of Flagstaff, AZ COMMUNITY DEVELOPMENT DIVISON 18 GOAL: REDEVELOPMENT AND ECONOMIC DEVELOPMENT OBJECTIVES: Initiate Southside neighborhood planning process in conjunction with Rio de Flag project. PLANNING Issue Request for Proposals for the Downtown Gateway West Area and the Southside Warehouse District. Both are dependent on a time definite for completion of the Rio de Flag improvements. Complete East Flagstaff Gateway Redevelopment Plan and adopt a Redevelopment Area Plan. PERFORMANCE INDICATORS Update development application fee schedule based on recommendations of consultant Construction underway on Enterprise/Butler streetscape improvements Complete design for U.S. 180 Sechrist to Fremont multi-use path and enhancements Continue scoping and design input on downtown Rio de Flag Linear park enhancements Complete construction AZ Trail; Enterprise to Route 66 Complete design for Route 66/U.S. 89 multi-use path, Fanning to Railhead IGA to implement the Regional Plan is approved by the City Council and the Coconino County Board of Supervisors City and County staff will develop an operational and procedural process for review on projects and actions as set forth in the IGA Establish an ad hoc committee of community stakeholders to create a structure for a Community Land Trust and to select a charter Board of Directors. Use City resources to purchase land for the Community Trust Select and execute an agreement with a developer for the Ponderosa Homes project. Close escrow on the Ponderosa Homes land sale and obtain DRB approval of the site plan Complete projects in compliance with the Design Review Guidelines Initiate a major amendment to the Regional Land Use and Transportation Plan based on Council direction on the McMillan Mesa Study Options Planning process underway for Southside Neighborhood with implementation strategy in cooperation with a consultant, Housing Planner, and neighborhood Issue a Request for Proposal for the Downtown Gateway West area and the Southside Warehouse District Approval of East Flagstaff Gateway Redevelopment plan by City Council Annual Financial Plan 126 CY00 CY01 CY02 OR FY03 (EST) NA NA 6-30-03 NA NA 12-31-02 NA NA 6-30-03 NA NA 6-30-03 NA NA NA NA 6-30-03 6-30-03 NA NA 12-31-02 NA NA 12-31-02 NA NA 6-30-03 NA NA 6-30-03 NA NA 6-30-03 NA NA 100% NA NA 12-31-02 NA NA 6-30-03 NA NA 6-30-03 NA NA 12-31-02 City of Flagstaff, AZ COMMUNITY DEVELOPMENT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION DEVELOPMENT REVIEW ADVANCED PLANNING ZONING ADMINISTRATION REDEVELOPMENT HOUSING REGIONAL LAND USE PLAN TOTAL DIVISON 18 PLANNING Actual Expenditures 2000-2001 $ 803,100 68,684 60,701 $ 932,485 Adopted Budget 2001-2002 $ 895,820 260,865 42,700 $1,199,385 Estimated Expenditures 2001-2002 $ 902,245 234,396 35,641 $1,172,282 Adopted Budget 2002-2003 $ 971,501 177,185 27,700 $1,176,386 $ 307,059 277,229 115,324 147,175 23,496 59,386 2,816 $ 932,485 $ 525,943 283,629 116,397 152,402 61,942 59,072 $1,199,385 $ 500,235 283,629 114,897 152,402 61,952 59,167 $1,172,282 $ 439,380 306,384 131,643 158,392 76,461 64,126 $1,176,386 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND Adopted Budget 2002-2003 $ 479,838 37,982 205,669 284,511 72,839 95,547 $ 1,176,386 COMMENTARY: The Planning division operating budget has decreased 1.9% and there are no capital expenditures. Personal Services increase is due to market, merit, and health insurance increases. Contractuals decrease is due to $100,000 transfer of Southside area plan to division 66. There is no major capital (>$10,000) for this division. COMMUNITY DEVELOPMENT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: REVOLVING LOAN GEN FUND CDBG ENTITLEMENT ADMIN HOME GRANT AFFORDABLE HOUSING DEVELP CDBG-REHAB OF ACQ HOMES CDBG-ACQUISTION FOR REHAB CDBG-NEIGH REV/HSG CONSTR CDBG-PUBLIC IMPROVEMENTS CDBG-DEMOLITION/CLEARANCE CDBG LAND ACQUISITION CDBG HOUSING REHAB CDBG-HOUSING PROJ 99/00 CDBG MISC PROJECTS CDBG NEIGH REV/HSG REHAB CDBG HOME BUYERS ASSIST TOTAL Annual Financial Plan DIVISON 31 Actual Expenditures 2000-2001 $ 34,213 1,131,684 3,465 12,134 $1,181,496 Adopted Budget 2001-2002 $ 46,862 2,415,027 5,300 $2,467,189 Estimated Expenditures 2001-2002 $ 50,860 1,125,466 7,228 625,615 $1,809,169 $ 254,196 53,832 60,082 156,475 3,568 23,323 265,065 241,834 24,778 98,343 $1,181,496 $ 300,000 66,662 300,000 82,000 90,000 267,861 28,712 38,711 679,666 354,871 40,186 218,520 $2,467,189 $ 300,000 72,667 82,000 228,433 61,880 76,765 696,948 111,975 25,186 25,000 128,315 $1,809,169 127 COMMUNITY REDEVELOPMENT Adopted SOURCE OF FUNDING: Budget 2002-2003 $ 62,437 COMMUNITY REDEVELOPMENT FUND 1,945,035 4,700 $2,012,172 Adopted Budget 2002-2003 $ 2,012,172 $ 2,012,172 $ 350,000 87,000 300,000 50,000 60,010 80,000 204,500 304,513 2,568 124,581 180,000 103,000 166,000 $2,012,172 City of Flagstaff, AZ COMMUNITY DEVELOPMENT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION CONTRACTUAL SERVICES PUBLIC ARTWORK FCP ADMINISTRATION TOTAL Annual Financial Plan Actual Expenditures 2000-2001 $ 501 325,259 503 $ 326,263 $ 978 312,499 12,786 $ 326,263 DIVISON 71 Adopted Budget 2001-2002 $ 1,143 412,450 900 $ 414,493 $ 3,150 315,000 51,343 45,000 $ 414,493 Estimated Expenditures 2001-2002 $ 785 355,185 535 $ 356,505 $ 1,667 305,000 4,838 45,000 $ 356,505 128 ARTS AND SCIENCE Adopted SOURCE OF FUNDING: Budget 2002-2003 $ 591 ARTS AND SCIENCE FUND 411,958 150 $ 412,699 Adopted Budget 2002-2003 $ 412,699 $ 412,699 $ 320,000 47,699 45,000 $ 412,699 City of Flagstaff, AZ FIRE FIRE DEPARTMENT MISSION The mission of the Flagstaff Fire Department is to responsibly protect values at risk in our community. We do this by protecting life, property, and community resources through preparation, prevention, response and mitigation. Annual Financial Plan 129 City of Flagstaff, AZ Annual Financial Plan 130 City of Flagstaff, AZ FIRE DEPARTMENT DIVISION 21 FIRE To provide an appropriate level of pre-hospital care for emergency medical patients: EMT and ALS certification is maintained for 100% of designated operational personnel. Provide for a Disaster Management Program designed to protect the community from both manmade and natural disasters: Two Multi Agency Incident/Disaster drills were completed. MISSION The mission of the Flagstaff Fire Department is to responsibly protect values at risk in our community. We do this by protecting life, property, and community resources through preparation, prevention, response, and mitigation. PROGRAM DESCRIPTION ADDITIONAL ACCOMPLISHMENTS FY03 The Fire Department is responsible for protecting life, property, and resources through the delivery of public safety services. Prevention, preparedness, mitigation, and response represent the core of the program efforts. The organized divisions include administration, Prevention, Training, and Operations. City of Flagstaff citizens rated the Flagstaff Fire Department as the top City service. Hired and trained seven new Firefighters; assigned to Operations division. Trained two personnel in Advanced Life Support (ALS). The department assigned ALS certified personnel to every fire station. Trained and certified two personnel in Advanced Technical Rescue. Placed in service two Thermal Imaging Camera’s (TIC) so Firefighters can “see through the smoke.” The City has a total of four TIC’s in service to the community. Completed over 2000 commercial fire inspections. Provided fire safety presentations to all the public elementary schools within our jurisdiction. Trained 602 citizens in CPR. Conducted 2,715 training sessions and completed 20,412 man-hours of training. Added one Assistant Fuel Management Officer and three Leadworkers to the Fuel Management Division. Completed fuel management projects, which provided for the thinning of 1,257 acres and prescribed burning of 498 acres. Implemented the reorganization of the Fuel Management Division to provide year round fuel management efforts. Received grants and contracts for Fuel Management work totaling $379,000 and received notification for the award of an additional $68,000 in grant funding. Completed two multi-agency incident drills. Coordinated IMT (need the full words) training for the City. FY02 GOALS/OBJECTIVES AND RESULTS To provide the necessary leadership and management to ensure that the organization’s missions, goals, and objectives are effectively and efficiently accomplished: Successfully managed departmental budget within Council approved funding levels. To respond to emergencies in a manner that ensures response time, staffing levels, and pumping capacity requirements are met for the associated hazards and risks presented: Develop quarterly performance standards that indicate department actions and results relative to this goal. Provide for an adequate, effective, and efficient program directed toward fire prevention, life safety, risk reduction of hazards, the detection, reporting and control of fires and other emergencies, the provision of occupant safety and exiting, and the provisions for automatic and first aid fire fighting equipment: Develop quarterly performance standards that indicate department actions and results relative to this goal To respond to special operation emergencies and provide for the rescue of trapped or endangered persons in a manner which complies with NFPA and Occupational, Safety and Health Administration standards: Develop quarterly performance standards that indicate department actions and results relative to this goal Annual Financial Plan 131 City of Flagstaff, AZ FIRE DEPARTMENT DIVISION 21 FIRE National Fire Protection Agency and Occupational, Safety and Health Administration Standards. To provide public safety services and programs directed toward customer care and community protection, with an emphasis on customer service. To provide Basic and Advanced Life Support prehospital care for emergency medical patients in conjunction with our community partners. To provide a Disaster Management Program designed to prepare and protect the community from both man-made and natural disasters. FY03 GOALS AND OBJECTIVES GOAL: PUBLIC SAFETY OBJECTIVES: To provide the necessary leadership and management to accomplish the organization’s mission, goals, and objectives in an effective and efficient manner. To prepare, operate, and respond to emergencies that meet community expectations and comply with PERFORMANCE INDICATORS Manage department budget within Council approved funding levels Training: Complete monthly and quarterly company level training Response: First due Engine shall arrive at scene of emergencies within five minutes of dispatch 90% of the time The balance of the first alarm assignment, including a command officer, shall arrive at scene of emergencies within nine minutes of dispatch 90% of the time. Fuel Management: Complete and review plans totaling 600 acres Complete 800 acres of thinning Complete 500 acres of RX fires Fire Prevention: Inspect 25% of all commercial occupancies quarterly Correct 100% of Fire Code violations found during inspections Review all DRB submittals within the one-week period prior to the meeting Review all plan checks within 10 working days Inspect all planned blasting operations within 48 hours of request Train 600 citizens in CPR Emergency Medical: Maintain EMT-D and ALS certification for designated operational personnel Maintain EMS Quality Assurance Program to Base Hospital standards Conduct one Multi-Agency Incident/Disaster Drill each year Annual Financial Plan 132 CY00 CY01 FY00 - 96.4% FY01 - 96.5% CY02 OR FY03 (EST) FY02 - 98.0% 100% 100% 100% 62% 31% 50% 38% 25% 46% 878 acres 524 acres 340 acres 1,976 acres 1,257 acres 498 acres 600 acres 800 acres 500 acres 100% 100% 100% 100% 100% 100% 100% 100% 100% 75% 100% 610 100% 100% 602 85% 100% 600 100% 100% 100% 100% 2 completed 100% 2 completed 100% 1 completed City of Flagstaff, AZ FIRE DEPARTMENT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL DIVISION 21 Actual Expenditures 2000-2001 $5,416,629 229,414 348,065 270,173 $6,264,281 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION $ 238,404 FIRE PREVENTION 282,771 TRAINING 92,271 FIRE OPERATIONS 5,435,309 NAU FIRE GRANT 215,526 STATE FIRE ASSISTANT FUEL MANAGEMENT PROGRAM BUILDING SUSTAINABLE COMM THORPE PARK RESTORATION COMMUNITY CHALLENGE GRANT TOTAL $6,264,281 Adopted Budget 2001-2002 $5,730,641 262,076 375,283 762,600 $7,130,600 Estimated Expenditures 2001-2002 $5,656,480 209,601 309,617 25,617 $6,201,315 $ 798,409 230,825 97,826 5,654,573 348,967 $7,130,600 $ 245,931 210,057 101,494 5,304,595 93,237 191,318 39,033 2,450 13,200 $6,201,315 FIRE Adopted SOURCE OF FUNDING: Budget 2002-2003 $6,189,487 GENERAL FUND 249,081 365,756 936,220 $7,740,544 Adopted Budget 2002-2003 $ 7,740,544 $ 7,740,544 $ 994,089 217,787 97,018 6,081,174 205,372 76,959 25,650 42,495 $7,740,544 COMMENTARY: The Fire operating budget has increased 6.9% and capital expenditures total $936,220 resulting in an overall net increase of 8.6%. Personal Services increases are due to market, merit, and health insurance increases. Major capital (>$10,000) includes one hazardous materials truck $250,000, $20,000 to raise the support beam at Station #2, and $666,220 for carryover of 2-type 1 engines. Annual Financial Plan 133 City of Flagstaff, AZ Annual Financial Plan 134 City of Flagstaff, AZ POLICE POLICE DEPARTMENT MISSION The mission of the Flagstaff Police Department is to protect and preserve life, property, public order, and the rights of the individual by providing exemplary service through the establishment of a partnership of shared responsibility, support, and trust with law abiding members of the community. Annual Financial Plan 135 City of Flagstaff, AZ Annual Financial Plan 136 City of Flagstaff, AZ POLICE DEPARTMENT DIVISIONS 22 AND 23 Enhance the safety of Flagstaff’s streets by targeting causes of motor vehicle collisions and providing highly visible deterrent and pro-active solutions: This was accomplished through the Targeted Radar Advisory Program (TRAP) where locations of increased enforcement were published in the paper. By utilizing all investigative resources, ensure consistent and timely investigation and disposition of all assigned crimes: Detectives had a clearance rate of approximately 50% for all assigned cases. Implement strategic planning for technology and information systems for the short term (5 years) and long term (5 – 10 years): Consistent meetings with all technology users to implement new technology and maintain current systems. Develop procedures in the new facility that ensures quality customer service: Customer Service classes are offered to employees on a regular basis. MISSION The mission of the Flagstaff Police Department is to protect and preserve life, property, public order, and the rights of the individual by providing exemplary service through the establishment of a partnership of shared responsibility, support, and trust with law abiding members of the community. PROGRAM DESCRIPTION The Police Department is responsible for protecting life and property, preserving the peace, and protecting the rights of individuals. These are accompanied through crime prevention, Community Block Watch Programs, repression of crime, and the apprehension of criminal offenders. The Police Grants division (23) accounts for the supervisory and support service functions provided to Metro Task Force, which is a state grant-funded program for a multi-agency investigative unit. ADDITIONAL ACCOMPLISHMENTS FY02 A total of 9,107 arrests were made, a decrease of approximately 15%. A total of 3,283 traffic accidents were investigated resulting in a decrease of nearly 3% from 2000. A total of 11,616 traffic citations were issued, including 1,019 for driving under the influence of alcohol/drugs. The Department maintained 38 Block Watches to address neighborhood concerns such as traffic, graffiti, and any other issue affecting quality of life. A Block Watch captain’s program was initiated to bring interested groups together. The consolidation and co-location of services with the County Sheriff was completed in the Law Enforcement Administrative Facility (LEAF). Certified two housing complexes under the Crime Free Multi-Housing Program. Sponsored two 2-week summer camps focusing on the GREAT curriculum. Approximately 80 7th and 8th graders attended the camp. Quality of life issues were aggressively pursued, including clean up projects and enforcement concerns. At least seven individual projects were planned and conducted in order to address specific problem areas in the community. Spanish language lessons were given to the entire patrol division. Pamphlets were distributed to assist with basis phrases. Attained allocated staffing in Patrol Division. FY02 GOALS/OBJECTIVES AND RESULTS Respond to emergency calls in five minutes or less: Response time was slightly over five minutes. Hold no more than 8% of total calls for service 20 minutes or longer. This will be accomplished by allocating resources to address peak call loads: Provide Drug Abuse Resistance Education (DARE) to all 5th grade students, and Gang Resistance Education and Training (GREAT) to all 7th grade students within the City on a yearly basis: Training provided to 100% of students. Maintain current level of responsive Block Watch (P.R.I.D.E.) programs while attempting to increase participation: Block Watch participation increased as evidenced by the number of meetings attended. Present educational and prevention programs throughout the community and schools on a continuing basis emphasizing the dangers of substance abuse and the need for personal and traffic safety: These are accomplished through block watches, school presentations, public service announcements. Provide a high level of enforcement for substance abuse related crimes such as DUI, underage consumption, assault, and domestic violence: Over 1,000 DUI arrests were made. Zero tolerance policies for substance abuse violations and domestic violence. Offer two Citizen Police Academies annually: Two Citizen police academies were offered. Annual Financial Plan POLICE 137 City of Flagstaff, AZ POLICE DEPARTMENT DIVISIONS 22 AND 23 Provide a high level of enforcement for substance abuse related crimes such as DUI, underage consumption, assault, and domestic violence. Offer two Citizen Police Academies annually. Enhance the safety of Flagstaff’s streets by targeting causes of motor vehicle collisions and providing highly visible deterrent and pro-active solutions. By utilizing all investigative resources, ensure consistent and timely investigation and disposition of all assigned crimes. Implement strategic planning for technology and information systems for the short term (5 years) and long term (5 – 10 years). Meet or exceed national benchmarking criteria for Public Safety dispatching. FY03 GOALS AND OBJECTIVES GOAL: COLLABORATION OBJECTIVE: Develop partnerships with other agencies. GOAL: PUBLIC SAFETY OBJECTIVES: Respond to emergency calls in five minutes or less. Hold no more than 8% of total calls for service 20 minutes or longer. This will be accomplished by allocating resources to address peak call loads. Maintain current level of responsive Block Watch (P.R.I.D.E.) programs while attempting to increase participation. Present educational and prevention programs throughout the community and schools on a continuing basis emphasizing the dangers of substance abuse and the need for personal and traffic safety. GOAL: CUSTOMER SERVICE OBJECTIVE: Develop procedures in the new facility that ensures quality customer service. PERFORMANCE INDICATORS 54,276 20,016 4,380 26,512 3,368 10,695 11,616 1,019 10,803 55,801 19,783 4,792 27,943 3,283 9,107 11,616 1,019 10,358 CY02 OR FY03 (EST) 60,000 21,000 5,000 30,000 3,400 10,000 13,000 1,000 11,000 7,529 4,121 8,681 4,962 9,000 5,000 644 19,526 655 15,141 700 20,000 251 1,002 92,491 112 934 96,922 150 1,000 98,000 4.6 10.0% 1,063 66 2 5.3 15.7% 611 145 2 5.0 8.0% 1,000 100 2 CY00 Calls for service Misdemeanor reports Felony reports Incident reports Accident reports Arrests Traffic citations DUI arrests Warning and repair orders issued Detectives: Cases assigned Cases cleared Community Relations and Training: Presentations Training (man hours) Animal Control: Citations Impounds Man Hours in Field (Patrol) Other: Emergency service response, Goal = 5 minutes 20 minute calls held for service not to exceed 8% Volunteer hours Block watch meetings Crime free multi-housing certifications Annual Financial Plan POLICE 138 CY01 City of Flagstaff, AZ POLICE DEPARTMENT DIVISIONS 22 AND 23 POLICE Division 22 – Police Operations EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2000-2001 $7,503,893 609,255 408,327 200,733 $8,722,208 Adopted Budget 2001-2002 $7,877,894 944,115 406,299 235,692 $9,464,000 Estimated Expenditures 2001-2002 $7,572,501 899,867 340,522 34,709 $8,847,599 $1,024,376 4,624,601 1,059,376 351,752 985,173 579,682 97,248 $8,722,208 $1,138,815 4,595,139 1,014,007 522,239 1,350,044 750,027 93,729 $9,464,000 $ 769,146 4,405,662 1,006,836 524,220 1,324,588 727,807 89,340 $8,847,599 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PATROL DETECTIVES RECORDS COMMUNICATIONS SPECIAL SERVICES CRIME PREVENTION & TRAIN TOTAL Adopted SOURCE OF FUNDING: Budget 2002-2003 $ 8,911,408 GENERAL FUND 962,820 347,459 217,615 $ 10,439,302 Adopted Budget 2002-2003 $ 10,439,302 $ 10,439,302 $ 1,521,160 4,950,359 1,056,829 563,480 1,551,042 694,682 101,750 $ 10,439,302 COMMENTARY: The Police operating budget has increased 10.8% and capital expenditures total $217,615 resulting in an overall net increase of 10.3%. Personal Services increases are due to market, merit, and health insurance increases. Contractuals increases are due to $9,000 increase to contributions to the Humane Society. Other increases of $9,075 is offset by decreases in Commodities. Major Capital (>$10,000) includes five replacement patrol sedans $114,050; one 4x4 patrol vehicle $28,300; one animal control vehicle $18,165; staff entry improvements $34,500; and one copier $10,000. Division 23 – Police Grants EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION METRO 99 DOM. VIOLENCE STOP GRT GREAT EDUCATION PHASE I CRIMINAL JUSTICE GT(CJEF) RICO FUNDS FOR METRO DUI ENFORCEMENT EQUIP. WEED AND SEED PROGRAM 1999 LAW INFORCE BLK GRT 2000 LLEBG GREAT GRANT PHASE III LLEBG POLICE GRANT - 2001 WATCH YOUR CAR GRANT MOTOR CYCLE GRANT GREAT GRANT 2002-2003 LLEBG POLICE GRANT -2003 TOTAL Actual Expenditures 2000-2001 $ 169,294 188,210 57,612 78,444 $ 493,560 $ 3,326 292,267 24,850 35,262 8,017 983 13,747 10,149 25,751 53,901 25,307 - $ 493,560 Annual Financial Plan Adopted Budget 2001-2002 $ 116,121 223,035 23,822 $ 362,978 $ 1,430 265,147 27,500 15,000 53,901 - $ 362,978 Estimated Expenditures 2001-2002 $ 151,974 191,191 86,074 57,552 $ 486,791 $ (4,885) 293,567 666 894 15,000 57,584 30,111 67,344 6,510 20,000 - $ 486,791 139 Adopted SOURCE OF FUNDING: Budget 2002-2003 $ 123,385 GENERAL FUND 184,991 73,822 16,500 $ 398,698 $ Adopted Budget 2002-2003 $ 398,698 $ 398,698 1,455 272,386 25,000 16,500 33,357 50,000 $ 398,698 City of Flagstaff, AZ Annual Financial Plan 140 City of Flagstaff, AZ PUBLIC WORKS PUBLIC WORKS DEPARTMENT MISSION The Public Works Department, consisting of the Airport, Buildings, Cemetery, Fleet, Parks & Recreation, Environmental Services and Streets Divisions, dedicate their efforts to provide customer service oriented, quality-based, cost-efficient services to the citizens of Flagstaff and their fellow City employees. The Parks and Recreation Division directly interfaces with the youth and adults in our community, strives to provide a healthy, fun environment for recreational activity—from a leisurely stroll through the park to competitive sports and social events. The Mechanical Shop Division vows to provide high quality, efficient maintenance services to City employees, and indirectly to Flagstaff citizens by keeping equipment in excellent condition. The Facilities mission is to become the division that provides 100% customer service satisfaction. We are dedicated to continuously provide quality service and superior value through leadership, focus, and teamwork. We will be known for our respect for individual initiative, personal growth, and continual self-improvement. Providing a working environment that enhances our commitment to customer service above all else through excellence in reputation, honesty, and integrity. The Airport and Streets Divisions dedicate their efforts to provide quality service for the ever-growing transportation needs of our community. The Environmental Services Division is comprised of a valuable team of professionals committed to working together to provide the citizens of Flagstaff the best refuse and recycling service; a forward thinking and community based conservation program; and an Environmental Management and Landfill program that exceeds all Federal and industry standards. Annual Financial Plan 141 City of Flagstaff, AZ Annual Financial Plan 142 City of Flagstaff, AZ PUBLIC WORKS DIVISION 25 Continue to encourage employees to receive training and job enrichment in order to reduce turnovers, excluding retirements: 175 employees participated in job enrichment training courses throughout the year. MISSION The Public Works Department, consisting of the Airport, Facilities Maintenance, Cemetery, Mechanical Shop, Parks and Recreation, Environmental Services, and Streets divisions dedicate their efforts to provide customer service oriented, quality-based cost-efficient services to the citizens of Flagstaff and their fellow City employees. ADDITIONAL ACCOMPLISHMENTS FY02 11 employees celebrated 5 years of service, 6 employees celebrated 10 years of service, 4 employees celebrated 15 years of service, 2 employees celebrated 20 years of service, 1 employee celebrated 25 years of service, and 1 employee celebrated 35 years of service. 19 employees received the City Manager’s Excellence Awards. 1 employee named Flagstaff’s Best Public Servant. PROGRAM DESCRIPTION This division if responsible for the general administration of all the Public Works Divisions, including the Airport, Cemetery, Environmental Services, Facilities Maintenance, Mechanical Shop, Parks and Recreation, and Streets. FY03 GOALS AND OBJECTIVES FY02 GOALS/OBJECTIVES AND RESULTS Continue to encourage a no-lost time year through the safety program: While the number of days increased for days lost in CY01, the overall percentage of time lost is negligible. Continue to reduce vehicular accidents through training and evaluation: Vehicle accidents decreased and costs were lowered due to minor nature of accidents. Annual Financial Plan ADMINISTRATION GOAL: ORGANIZATIONAL SUPPORT OBJECTIVES: Continue to encourage a no-lost time year the safety program. Continue to reduce vehicular accidents training and evaluation. Continue to encourage employees to training and job enrichment in order to turnovers, excluding retirements. 143 through through receive reduce City of Flagstaff, AZ PUBLIC WORKS DIVISION 25 ADMINISTRATION CY00 CY01 “Zero” lost time accident ratio 1 day lost 393,129 hrs of work>0.002% 7 days lost 403,520 hrs of work< 0.0014% CY02 OR FY03 (EST) 0 days lost 410,000 hrs of work>0.0% Reduce accidents by 15% 43 accidents 730,000 miles driven 1 accident/ 17,600 miles 59% increase 37 accidents 850,000 miles driven 1 accident/ 23,000 miles 14% reduction 30 accidents 850,000 miles driven 1 accident/ 28,000 miles 15% reduction PERFORMANCE INDICATORS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TOTAL Actual Expenditures 2000-2001 $ 146,876 5,921 5,125 $ 157,922 Adopted Budget 2001-2002 $ 155,352 7,985 4,416 $ 167,753 Estimated Expenditures 2001-2002 $ 155,684 4,599 2,568 14 $ 162,865 Adopted Budget 2002-2003 $ 168,449 7,545 2,887 $ 178,881 $ 157,922 $ 157,922 $ 167,753 $ 167,753 $ 162,865 $ 162,865 $ 178,881 $ 178,881 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND Adopted Budget 2002-2003 $ 48,096 41,516 45,183 44,086 $ 178,881 COMMENTARY: The Public Works Administration operating budget has increased 6.6% and there are no capital expenditures. Personal Services increases are due to the market, merit and the health insurance increases. There is no major capital (>$10,000) for this division. Annual Financial Plan 144 City of Flagstaff, AZ PUBLIC WORKS DIVISION 26 PARKS horticulture technologies in an efficient manner: Implemented final phase (Phase IV) of irrigation software/hardware installation. Completed noxious weed and tree inventories on City property. Maintain new construction and renovation projects at the highest possible level of service: Additional staff member obtained certification as an arborist. Maintain FUTS for multi-use. MISSION The mission of the Parks and Recreation Division is to bring our community together by providing exceptional opportunities for families and individuals to enjoy our outdoor environment and to participate in programs valuable to sustaining a healthy lifestyle. PROGRAM DESCRIPTION FY03 GOALS AND OBJECTIVES Parks staff is responsible for the maintenance and management of parks and sports fields; maintenance of streetscapes; maintenance of the FUTS; maintenance and preservation of open space; maintenance of Heritage Square and Historic Downtown; maintenance of grounds at City buildings including Recreation Centers, Library, City Hall and USGS; and snow removal from City-owned parking lots and designated City sidewalks and alleyways. GOAL: QUALITY OF LIFE OBJECTIVES: Enhance the quality of life for our community by providing comprehensive park resources, services and programs through: Managing plant life in the park system and at other City properties through the use of technology and a trained work force. Maintaining parks, trails, and beautification projects at the highest possible level of service. FY02 GOALS/OBJECTIVES AND RESULTS Identify and complete maintenance upgrades in each park related to safety, accessibility, manufacturer requirements, and/or state and federal regulations: Installed new accessible and safe ground units (spring toys and game panels) at various park playgrounds. Installed accessible outdoor walkway and picnic tables at Cogdill Recreation Center. Replaced infield mix at Foxglenn Park minor field and Guadalupe Park field. Manage all plant life in the park system by optimizing water use and practicing sound Annual Financial Plan GOAL: PUBLIC SAFETY OBJECTIVES: Maintain safe parks through active involvement in an integrated public safety system. Identify and complete maintenance upgrades in parks for improved safety, accessibility, and compliance with state/federal regulations. Establish a park ranger program. 145 City of Flagstaff, AZ PUBLIC WORKS DIVISION 26 PARKS PERFORMANCE INDICATORS CY00 CY01 CY02 OR FY03 (EST) Conduct weekly safety inspections of parks and playground equipment 85% 85% 90% 90% large parks 80% small parks 90% large parks 80% small parks 95% large parks 85% small parks Complete daily or weekly maintenance of all park areas EXPENDITURES BY CATEGORY: Actual Expenditures 2000-2001 $ 742,181 516,631 257,483 464,014 $1,980,309 Adopted Budget 2001-2002 $ 898,452 703,840 311,584 511,865 $2,425,741 Estimated Expenditures 2001-2002 $ 873,146 604,878 263,892 178,242 $1,920,158 EXPENDITURES BY PROGRAM: GENERAL ADMIN $ 113,104 PARK GROUNDS MAINT. 823,333 PARK BLDGS & FAC MAINT. 29,267 BBB-STREETSCAPE/MEDIAN 154,183 RIGHT OF WAYS/MEDIAN 55,737 FUTS TRAIL SYSTEM 57,347 HERITAGE SQUARE MAINT 44,452 SNOW REMOVAL 84,417 BBB RECREATION FIELDS 399,597 DOWNTOWN MAINTENANCE 68,457 NON-PARKS GROUNDS/LANDSCA PARKS ENHANCEMENT & IMP. 150,512 CHESHIRE HABITAT POND (97) TOTAL $1,980,309 $ 164,254 1,032,467 25,071 157,694 112,076 74,318 43,747 59,934 594,056 86,024 36,000 40,100 $2,425,741 $ 155,975 658,324 23,139 154,132 113,977 66,952 50,969 (522) 476,302 82,618 102,417 35,875 $1,920,158 PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Adopted SOURCE OF FUNDING: Budget 2002-2003 $ 932,015 GENERAL FUND 842,385 306,591 396,860 $2,477,851 Adopted Budget 2002-2003 $ 2,477,851 $ 2,477,851 $ 143,382 977,044 23,010 162,307 62,478 71,803 53,371 662,479 70,476 251,501 $2,477,851 COMMENTARY: The Parks operating budget has increased 8.7% and capital expenditures total $396,860 resulting in an overall net increase of 2.1% Personal Services increases are due to market, merit, and health insurance increases, along with the reclassification of temporary hours to permanent. Contractuals increases are due in part to the anticipated increase of parks, streetscapes and downtown projects. Major capital (>$10,000) includes $30,960 for a replacement truck, $10,000 for fence replacement, $24,200 for ADA requirements, and $200,000 for carryover of land acquisition at Guadalupe Park. Onetime expenditures for this division include: Four bleachers at Thorpe Park $18,000; entry signs $14,400; handrail at Thorpe Tennis Courts $9,100; drinking fountains $21,500; disc attachment $2,000; park furnishings $11,585; slide and swing mats $9,600; miscellaneous operating capital items of $65,100; drinking fountain at Bushmaster $3,500; miscellaneous capital items of $8,700; holiday banners and holiday light display $150,000. Annual Financial Plan 146 City of Flagstaff, AZ PUBLIC WORKS DIVISION 27 FLEET MANAGEMENT Established flat rate standards to measure technician proficiency. Training for mechanical staff for proper disposal of hazardous waste and environmentally friendly housekeeping: Implemented environmental clean and green best management practices for shop pollution prevention. MISSION The Mechanical Shop division vows to provide high quality, efficient maintenance services to City employees, and indirectly to Flagstaff citizens by keeping equipment in excellent condition. PROGRAM DESCRIPTION ADDITIONAL ACCOMPLISHMENTS FY02 To establish efficient and effective delivery of City fleets services by providing customer agencies with safe, reliable, economical, and environmentally sound transportation and related support services that are responsive to the needs of customer departments and that conserve vehicle value and equipment investment. Expanded parts and inventory for more timely response for environmental services and streets. Implemented an apprentice technician program and developed the position description. Updated established user procedures. Updated computer systems repairs codes and subtasks to provide more user-friendly descriptions of work performed. Purchased and installed environmentally friendly aqueous based parts washer. Provided cost data and utilization to fleet review committee. Coordinated yearly study to identify under-utilized vehicles. FY02 GOALS/OBJECTIVES AND RESULTS Enroll mechanics in Automobile Service Excellence testing program (ASE) to enable mechanic proficiency and certification for automotive and heavy equipment: Fleet technicians enrolled: 10 for November 01, and 11 will be enrolled in May 02 Maintain mechanic productivity at 90%, evaluate shop rates, and define direct and indirect costs: Mechanic productivity averaged 90%. Provide customers with repair orders when preventive maintenance is completed: Implemented new preventive maintenance service forms and provided customer copies for all services performed. Provide customers with form to rate preventive maintenance services and conduct two customer surveys: Conducted two customer service surveys. Meet BI-monthly with user group committee members to improve interdepartmental communications: 3 meetings held. Review established replacement standards and recommend changes for vehicles and equipment: Vehicle and equipment replacement criteria reviewed and updated. Continue to expand flat rate standards to include jobs that are not in the flat rate manuals: Annual Financial Plan FY03 GOALS AND OBJECTIVES GOAL: CUSTOMER SERVICE OBJECTIVES: Provide customers with quarterly vehicle and equipment performance and operations costs reports. Provide user departments with mileage/hours utilization reports to better manage resources. To determine technician proficiency at the highest level. By providing services with industry flat rates for labor hours. Conduct and evaluate two customer service satisfaction surveys to provide a benchmark for improving services and to better serve the needs of the customer. 147 City of Flagstaff, AZ PUBLIC WORKS DIVISION 27 PERFORMANCE INDICATORS Provide customers with quarterly vehicle and equipment performance and operations cost report Mechanic Productivity at 90% Increase technician and parts specialist ASE certification program Services provided within Flat Rate Level Keep customer service survey satisfaction statistics at90% or better EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION INVENTORY MANAGEMENT PREVENTIVE MAINTENANCE VEHICLE REPAIR POOL VEHICLES-CITY HALL POOL VEHICLES-SHOP OTHER SHOP WORK SHOP IMPROVEMENTS TOTAL Actual Expenditures 2000-2001 $ 76,414 82,783 81,194 68,228 $ 308,619 Adopted Budget 2001-2002 $ 35,414 80,488 59,228 $ 175,130 Estimated Expenditures 2001-2002 $ 133,188 72,271 59,006 $ 264,465 $ 234,143 49,169 87,975 (168,105) 6,626 56,454 42,357 $ 308,619 $ 226,471 47,954 86,789 (253,057) 4,300 62,673 $ 175,130 $ 233,582 50,764 87,045 (169,930) 7,800 55,204 $ 264,465 Adopted Budget 2002-2003 $ 94,549 89,896 (184,445) $ - FLEET MANAGEMENT CY00 CY01 CY02 OR FY03 (EST) 0% 50% 100% 90% 0% 0% 89% 92% 92% 75% 93% 92% 100% 95% 95% SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND Adopted Budget 2002-2003 $ (157,576) 303 59,201 20,828 4,113 73,131 $ - $ (3,932) 52,551 93,677 (219,604) 11,500 6,800 59,008 $ - COMMENTARY: The Mechanic Shop operating budget has decreased to a $0 base budget and there are no capital expenditures. During FY 2002 the shop charge rates were revised to recover 100% of the division's operating budget. Onetime expenditures for this division are $9,300 for 3 heaters, $2,300 for a diagnostic scan tool, and $3,310 for computer software. Annual Financial Plan 148 City of Flagstaff, AZ PUBLIC WORKS DIVISION 28 CEMETERY Prepare Section “N” for use: Installed irrigation and seeding. MISSION PROGRAM DESCRIPTION ADDITIONAL ACCOMPLISHMENTS FY02 Under the direction of the Streets Superintendent, the City maintains Citizens Cemetery performing services related to opening/closing of graves, lot sales, record keeping, and facility and grounds maintenance. The Cemetery also provides opening/closing services for the Catholic Cemetery. Have upgraded one section “A” with irrigation system. Filling and grading created a new section. Work completed as a street operator-training program. Established a new service fee scheduled to be reviewed annually. Sub-grade completed by Streets division. FY02 GOALS/OBJECTIVES AND RESULTS Work with Streets Trainer to prepare new interior road system per Master Plan: Sub-grading completed. Bring Private Sections ground maintenance up to same standard as currently provided in the Public Sections: Carried over—rewarded. Work on creating a perpetual/endowment fund for future maintenance: Perpetual care fund established for long-term maintenance. FY03 GOALS AND OBJECTIVES GOAL: CUSTOMER SERVICE OBJECTIVES: As part of proper grounds maintenance, keep the trees trimmed, grass mowed and edged at least one time per week. Work with one Service Organization annually on upgrading their private section. PERFORMANCE INDICATORS Mowing/trimming once per week Upgrade one private section yearly EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL SERVICES OPENING & CLOSING MAINTENANCE OF BUILDINGS MAINTENANCE OF GROUNDS TOTAL Actual Expenditures 2000-2001 $ 97,066 42,144 17,242 7,098 $ 163,550 $ 2,068 50,666 3,656 107,160 $ 163,550 Adopted Budget 2001-2002 $ 102,202 58,940 20,065 $ 181,207 $ 2,525 46,538 5,542 126,602 $ 181,207 Estimated Expenditures 2001-2002 $ 103,689 57,829 15,123 $ 176,641 $ 1,978 43,112 4,034 127,517 $ 176,641 CY00 CY01 NA NA 55% 0 Adopted SOURCE OF FUNDING: Budget 2002-2003 $ 107,426 GENERAL FUND 53,840 12,365 31,525 $ 205,156 CY02 OR FY03 (EST) 85% 1 Adopted Budget 2002-2003 $ 205,156 $ 205,156 $ 2,025 78,178 5,231 119,722 $ 205,156 COMMENTARY: The Cemetery operating budget has decreased 4.2% and capital expenditures total $31,525 resulting in an overall net increase of 13.2%. Personal Services increases are due to the market, merit, and health insurance cost increases. Major capital (>$10,000) includes $31,525 for a new 4x4 dump truck. Annual Financial Plan 149 City of Flagstaff, AZ PUBLIC WORKS DIVISION 29 FACILITIES MAINTENANCE ADDITIONAL ACCOMPLISHMENTS FY02 MISSION Restructure of Facilities division. Established record handling program. Council Chamber remodel. Dark Skies Citywide compliance. Cashiers area remodel. U.S.G.S. #1 move to modulars. Library remodels that included computer area. Environmental Services remodel. Refrigerator refrigerant extraction program. The Facilities mission is to become the division that provides 100% customer service satisfaction. We are dedicated to continuously provide quality service and superior value through leadership, focus, and teamwork. We will be known for our respect for individual initiative, personal growth, and continual self-improvement. Providing a working environment that enhances our commitment to customer service above all else through excellence in reputation, honesty, and integrity. PROGRAM DESCRIPTION FY03 GOALS AND OBJECTIVES Under the direction of the Public Works Director, the Public Facilities Maintenance division is responsible for all maintenance and upgrades of all City buildings. GOAL: COLLABORATION OBJECTIVE: Work with recreation staff and schools to bring swimming pool equipment to 100% operational condition. FY02 GOALS/OBJECTIVES AND RESULTS Continue to provide prompt, courteous customer service: Courteous customer service provided to all City departments. Monitor facilities needs and schedule timely repairs: Repairs scheduled in a timely manner. Facility need addressed within budget constraints. Annual Financial Plan GOAL: CUSTOMER SERVICE OBJECTIVE: Continue prompt, courteous customer service: Entire crew received the Manager’s Excellence Award for customer service. Monitor facilities needs and repairs: Projected needs schedules have been established and response times for daily general maintenance average about 20 minutes. 150 City of Flagstaff, AZ PUBLIC WORKS DIVISION 29 PERFORMANCE INDICATORS Swimming pool equipment in 100% operational condition Customer satisfaction overall rating EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION CUSTODIAL SERVICE STRUCTURAL & OTHER MAINT. MAINT-MECH,ELECT & PLUMB BEAVER ST ANNEX MILLIGAN HOUSE PREVENTATIVE MAINTENANCE MISC. IMPROV. CITY FACIL. SOILS REMEDIATION UST REMOVAL TOTAL Actual Expenditures 2000-2001 $ 277,169 312,368 90,929 52,645 $ 733,111 Adopted Budget 2001-2002 $ 308,815 251,420 295,782 388,679 $1,244,696 Estimated Expenditures 2001-2002 $ 366,832 199,508 150,248 79,157 $ 795,745 Adopted Budget 2002-2003 $ 317,262 164,159 210,022 321,266 $1,012,709 $ 101,273 60,937 156,166 275,373 24,281 67,267 47,814 $ 733,111 $ 308,019 76,514 240,000 133,950 85,907 9,493 130,000 210,813 50,000 $1,244,696 $ 298,011 63,234 81,715 192,784 80,756 7,933 5,975 65,337 $ 795,745 $ 271,962 72,437 211,595 150,952 10,740 130,000 115,023 50,000 $1,012,709 FACILITIES MAINTENANCE CY00 CY01 NA NA 80% NA CY02 OR FY03 (EST) 100% 100% SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND Adopted Budget 2002-2003 $ 693,825 58,124 92,045 43,230 15,086 110,399 $ 1,012,709 COMMENTARY: The Facilities Maintenance operating budget has decreased 19.2% and capital expenditures total $321,266 resulting in an overall net decrease of 18.6%. Personal Services increases are due to the market, merit, and health insurance increases. Facilities also underwent a re-organization that increased FTE's but reduced overall cost. Major capital (>$10,000) includes $115,023 for soils remediation, $50,000 for underground storage tank removal, $85,000 for asbestos abatement, $45,000 for facilities testing and surveys, and $26,243 for remodeling the Community Development counter. Up to $165,023 of this capital budget may be used for Department of Justice required Americans with Disabilities Act improvements to City Hall. Annual Financial Plan 151 City of Flagstaff, AZ PUBLIC WORKS DIVISION 30 Expanded use of Rec-Trac software at Parks & Recreation administrative office and to outlying facilities including the Adult Center and Jay Lively Activity Center. Completed parks and recreation survey through water bill distribution to ascertain community priorities and measure satisfaction. Implement the Recreation Bond/BBB capital program by initiating design and construction of projects identified in the schedule and Master Plan: Designed Thomas and Christensen field improvements. Began construction of Foxglenn Park and McMillan Mesa Park. Completed construction of Sechrist field improvements. Acquired 15 acres for Continental Park expansion. The subdivision developer completed improvements to Ponderosa Trails Park. MISSION The mission of the Parks and Recreation Division is to bring our community together by providing exceptional opportunities for families and individuals to enjoy our outdoor environment and to participate in programs valuable to sustaining a healthy lifestyle. PROGRAM DESCRIPTION Recreation staff is responsible for the management and operation of three community centers, an adult center, a therapeutic recreation center, an ice/roller rink, two swimming pools, and numerous sports fields. Special event and use permits are coordinated for numerous organizations and individuals, leisure education activities are programmed for all ages, and sports are facilitated for both adults and youth. The Parks and Recreation administrative functions and capital project management are also budgeted in this division. FY03 GOALS AND OBJECTIVES GOAL: QUALITY OF LIFE OBJECTIVES: Enhance the quality of life for our community by providing comprehensive recreation resources, services and programs through: Identifying and completing equipment and facility upgrades to enhance recreation experiences and improve safety and accessibility. Developing new recreation programs. FY02 GOALS/OBJECTIVES AND RESULTS Identify and complete equipment and facility upgrades in each program and recreation center to enhance the recreation experience and improve safety and accessibility: Installed new bleachers at Jay Lively Activity Center, new carpet and tile at Flagstaff Recreation Center, and new ceiling/insulation at Murdock Center. Began design of accessible restrooms at five facilities for construction in FY03. Develop new recreation programs through partnerships with community agencies: Administered contracts with HASTC, CCCY, FUSD (FACTS), and FHA (SHAC) for community services. Participated in discussions with YMCA regarding facility location and services. Coordinated portions of the “Back to School Resource Fair” in cooperation with Coconino County. Facilitate leisure education opportunities for youth and teens in order to develop aware and responsible citizens: Implemented new programs including summer ice skating, recreation “passport”, Heritage Square September series, adult developmental soccer, teen coffeehouse at Murdock Center, Flagstaff Association for Life Long Leaning (FALL) classes, staff think tank. Analyze and implement sound facility use fee rate structures and use cost/benefit analysis to establish recreation activity fees and recreation priorities: Annual Financial Plan RECREATION GOAL: FISCAL RESPONSIBILITY OBJECTIVES: Increase recreation revenues. GOAL: COLLABORATION OBJECTIVES: Seek, strengthen, and enhance recreation services through new and continuing partnerships with other community agencies that optimize the delivery of services to citizens. GOAL: CAPITAL IMPROVEMENTS OBJECTIVES: Implement the Recreation Bond/BBB capital program by completing the design and construction of remaining projects. Prepare for a future bond initiative to fund additional projects. 152 City of Flagstaff, AZ PUBLIC WORKS DIVISION 30 PERFORMANCE INDICATORS Implement new events Improve gross revenue & self sufficiency percentage Revenue Self sufficiency percentage Complete BBB/Recreation Bond projects EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ATHLETIC PROGRAMS AQUATICS MURDOCK CENTER THERAPEUTICS FLAGSTAFF RECREATION CNTR ADULT CENTER COGDILL CENTER YOUTH COMMISSION JAY LIVELY ACTIVITY CENTR YOUTH SPORTS PROGRAMS COMMUNITY SERVICES/EVENTS AFTER SCHOOL ANCHOR PROG RECREATION GRANTS TOTAL Actual Expenditures 2000-2001 $1,379,161 383,732 235,357 175,987 $2,174,237 Adopted Budget 2001-2002 $1,451,386 472,050 249,200 380,750 $2,553,386 Estimated Expenditures 2001-2002 $1,420,039 419,174 213,282 98,259 $2,150,754 $ 382,192 204,002 203,821 165,683 114,495 194,711 166,030 154,673 32,056 385,986 34,486 36,992 58,247 40,863 $2,174,237 $ 448,758 229,298 287,453 270,381 136,236 307,315 165,812 158,319 9,845 497,599 42,370 $2,553,386 $ 405,646 191,414 232,747 252,841 120,538 255,394 153,166 129,670 9,853 363,810 35,675 $2,150,754 RECREATION CY00 CY01 5 7 $487,861 14% $516,437 13% None Sechrist Adopted SOURCE OF FUNDING: Budget 2002-2003 $1,491,296 GENERAL FUND 455,390 186,384 590,028 $2,723,098 CY02 OR FY03 (EST) 5 $525,000 14% Foxglenn, McMillan Mesa, Thomas, and Christensen Adopted Budget 2002-2003 $ 2,723,098 $ 2,723,098 $ 439,194 198,755 288,637 189,468 134,676 383,576 299,522 248,068 502,546 38,656 $2,723,098 COMMENTARY: The Recreation operating budget has decreased 1.8% and capital expenditures total $590,028 resulting in an overall net increase of 6.6%. Personal Services increases are due to market, merit, and health insurance increases. Major capital (>$10,000) includes items of capital equipment as well as capital improvements within the respected programs. Refer to Schedules 8 and 9 in the Financial Summaries Section for a detailed capital listing. Annual Financial Plan 153 City of Flagstaff, AZ PUBLIC WORKS DIVISION 32 STREET MAINTENANCE AND REPAIRS Third Party Commercial Drivers License Trainer Certification Audit approved. National Safety Council Flagman Trainer Certification. Completed bid specifications on new street sweeper, working with vendor to comply with specifications and sweeping standard set in the bid. Worked inter-departmentally to provide forklift certification and Commercial Drivers License training to all City divisions. Currently providing information to ICMA on Best Practices. Currently have guardrail, updated drainage on computer. MISSION The Streets division dedicates its efforts to provide quality service for the ever-growing transportation needs of our community. PROGRAM DESCRIPTION The Street division is responsible for maintenance to paved and unpaved streets within the City. Providing street sweeping, snow and ice control, striping, regulatory sign maintenance, pothole patching, drainage maintenance, and streetlight checks does this. FY02 GOALS/OBJECTIVES AND RESULTS FY03 GOALS AND OBJECTIVES Start an OSHA Training Program: Worked with OSHA representatives to complete a facility safety inspection for the Public Works yard and complied with all recommendations. Develop a Best Practices Program through ICMA: Currently providing information to ICMA on Best Practices. Maintain a Street Preventive Maintenance Program to keep streets patched and repaired and roads graded before they deteriorate: Carried over. Create and update an inventory of street related items and install on a computer for reference (items example--guard rail, streetlights, drainage, lane miles, etc): Currently has guardrail, updated drainage on computer. GOAL: CUSTOMER SERVICE OBJECTIVE: Keep dirt streets graded and potholes patched before they deteriorate. GOAL: PUBLIC SAFETY OBJECTIVES: Sweep cinders from roadways when winter storms subside making arterial, collectors, and bike paths a priority. Respond to traffic signal outages and downed stop signs within 45 minutes or less of notification. ADDITIONAL ACCOMPLISHMENTS FY02 Purchased truck mounted message board to ensure safety of employees working in the street and the traveling public. Annual Financial Plan 154 City of Flagstaff, AZ PUBLIC WORKS DIVISION 32 STREET MAINTENANCE AND REPAIRS PERFORMANCE INDICATORS Perform routine street sweeping, using four sweepers operating 40 hours/week Have all dirt street graded on a regular schedule and apply dust abatement as needed to 14 miles of dirt streets Inspect and clean traffic signal heads on a regular schedule Provide grading twice per month Patch potholes within 24 hours Sweep 23 miles in 10 hour day Install portable stop signs within 45 minutes or less EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION STREET CLEANING SNOW CONTROL SIGN,SIGNAL,MARK & LIGHT STREET MAINTENANCE DRAINAGE WAY MAINTENANCE TRAINING STREET LIGHTS TRAFFIC SIGNAL MAINTENANC WESTRIDGE ROADS REPAIR AND DEMOLITION TOTAL Actual Expenditures 2000-2001 $1,316,064 356,987 616,535 311,544 $2,601,130 Adopted Budget 2001-2002 $1,605,713 371,952 695,210 617,254 $3,290,129 Estimated Expenditures 2001-2002 $1,543,205 357,665 606,645 490,365 $2,997,880 $ 123,435 387,721 464,962 326,173 912,890 26,903 1,131 357,779 136 $2,601,130 $ 211,190 243,507 534,361 413,549 1,521,120 46,072 2,950 317,380 $3,290,129 $ 182,088 246,537 485,033 345,423 1,363,729 58,111 1,926 309,139 432 5,462 $2,997,880 CY00 CY01 CY02 OR FY03 (EST) 80% 90% 95% 85% 90% 95% 65% NA NA NA NA 85% 85% 75% 80% 0% 90% 90% 85% 90% 75% Adopted SOURCE OF FUNDING: Budget 2002-2003 $1,734,917 HIGHWAY USER REVENUE FUND 404,035 723,045 638,354 $3,500,351 Adopted Budget 2002-2003 $ 3,500,351 $ 3,500,351 $ 249,469 414,250 673,943 366,790 1,271,746 59,798 1,900 320,430 142,025 $3,500,351 COMMENTARY: The Streets Maintenance operating budget has increased 7.1% and capital expenditures total $638,354 resulting in an overall net increase of 6.4%. Personal Services increases are due to the increases in the market, merit, and health insurance. Additionally, a Traffic Signal Technician position was added. Commodities increases are due to stocking additional supplies so that the Traffic Signal Technician can be efficient in his/her job. Major capital (>$10,000) includes several vehicles including two dump trucks and a street sweeper and $33,554 for traffic LED retrofits. Annual Financial Plan 155 City of Flagstaff, AZ PUBLIC WORKS DIVISION 38 Increase the availability of scheduled, as well as ondemand air service, with increased enplanements: Worked with America West to improve fares and service. Met with several potential airlines and will continue dialogue Develop new business opportunities in the Airport Business Park: Installed fiber optic cable at business park parcels to encourage development. MISSION The Airport division dedicates its efforts to provide quality service for the ever-growing transportation needs of our community. PROGRAM DESCRIPTION The Airport division operates and maintains Flagstaff Pulliam Airport. The Airport is certificated by the Federal Aviation Administration (FAA) as a non-hub air carrier and general aviation airport. Responsibilities of the division include administration, safety, operations, and maintenance of all buildings and pavements with federal mandates to provide aircraft rescue/fire-fighting, medical response, and security. Other services are provided through lease agreements with the direct service providers, (i.e. airlines, car rental agencies, fixed base operators, and other concessionaires). The division is also developing the airport Business Park. ADDITIONAL ACCOMPLISHMENTS FY02 Secured $10 million in FAA grants to construct new north parallel taxiway and make safety area improvements. Completed new ground lease with Peabody Coal for their construction of a new hangar. Completed new ground lease with Guardian Air Medical for their construction of a new hangar. FY03 GOALS AND OBJECTIVES GOAL: CAPITAL IMPROVEMENTS OBJECTIVES: Complete current construction projects including taxiway and safety area on time and within budget with minimal disruption to air operations. Complete consultant selection and begin development of new Airport Master Plan and noise study. FY02 GOALS/OBJECTIVES AND RESULTS Operate and maintain the airport in a safe and efficient manner. Administer all programs as required by federal, state and local regulations with an ever-increasing demand for safety/security and protection of the environment: Completed Annual Federal Airport Inspection with no violations. This Division won the Public Works Department Safety Division of the year award. Make necessary capital improvements in order to comply with federal requirements and to accommodate increased demand by the flying public: Completed construction of $4 million in apron improvements to meet FAA standards. Improve productivity and increase revenue in order to lessen subsidy from the general fund: Peabody Coal lease will increase revenue in next FY. Revenue did increase in several key areas such as fuel flowage fees and hangar storage and ground leases. Annual Financial Plan AIRPORT GOAL: FISCAL HEALTH OBJECTIVES: Continue to develop public/private partnerships with airport tenants and specifically work with Guardian Air Medical for completion of their new hangar and road construction. Secure FAA grants for construction of runway extension to encourage air service development. Secure alternative forms of financing for future airport development including construction of new hangars and a rental car facility. 156 City of Flagstaff, AZ PUBLIC WORKS DIVISION 38 PERFORMANCE INDICATORS All aircraft Rescue and Firefighting (ARFF) and medical responses made in less than three minutes Snow and ice control operations are initiated and the airfield is open by 07:00 All airfield facilities and equipment repairs are commenced within 24 hours of notification Show increase in revenues Complete taxiway and safety area construction Complete consultant selection and begin Master Plan process Complete Guardian Medical hangar and construction of new Piper Lane Secure FAA discretionary and entitlement grants for design and construction of runway extension Secure loan from AAAE fund for construction of hangars and rental car facility AIRPORT CY00 CY01 CY02 OR FY03 (EST) 100% 100% 100% 99% 99% 100% 100% 100% 100% 3.2% NA NA NA -2.26% (1) NA NA NA -2.0% (1) 11/30/02 7/31/02 10/30/02 NA NA 12/31/02 NA NA 8/31/02 (1) The event of the 9-11 disaster had a direct impact on Airport Revenues that is anticipated to carry over for two years. EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION SAFETY AND SECURITY SNOW CONTROL MAINT BLDGS AND GROUNDS MAINT RUNWAY & TAXIWAY PVMNT MAINT-WEST TAXIWAY TOTAL Actual Expenditures 2000-2001 $ 426,341 246,662 55,487 158,497 $ 886,987 Adopted Budget 2001-2002 $ 456,375 254,795 98,840 89,588 $ 899,598 Estimated Expenditures 2001-2002 $ 430,346 253,511 90,613 90,638 $ 865,108 $ 358,035 112,815 72,047 269,610 74,480 $ 886,987 $ 338,609 94,452 67,952 317,747 80,838 $ 899,598 $ 334,610 82,735 58,538 308,747 80,478 $ 865,108 Adopted SOURCE OF FUNDING: Budget 2002-2003 $ 489,198 AIRPORT FUND 238,922 85,898 536,265 $1,350,283 Adopted Budget 2002-2003 $ 1,350,283 $ 1,350,283 $ 387,704 81,735 258,666 329,998 69,853 222,327 $1,350,283 COMMENTARY: The Airport operating budget has increased 0.5% and capital expenditures total $536,265 resulting in an overall net increase of 50.1%. Personal Services increased due to the net effect of market and merit adjustments. Contractuals and commodities decreased due to budget reductions in the General Fund. Major capital (>$10,000) includes $34,639 for lease payments, $54,949 for loan payments, $30,000 for an ADA ramp, $198,177 for a snow plow, and $222,327 for pavement maintenance. The ramp, plow and pavement maintenance are grant funded. Onetime expenditures for this division is $10,000 for carryover of economic development/marketing of the Airpark. Annual Financial Plan 157 City of Flagstaff, AZ PUBLIC WORKS DIVISION 41 Refurbished and distributed 78 bicycles to needy community members through the “Wheels for Winners” bicycle recycling program. Distributed 300-backyard compost bins to Flagstaff residents. MISSION The Environmental Services division is comprised of a valuable team of professionals committed to working together to provide the citizens of Flagstaff the best refuse and recycling service; a forward thinking and community based conservation program; and an Environmental Management and Landfill program that exceeds all Federal and industry standards. ADDITIONAL ACCOMPLISHMENTS FY02 Assisted Utilities Department in the siting and completion of water wells. Phase two of the Cinder Lake Landfill boundary fencing was completed. The Sinclair Inert Pit reached final closure in September. Successfully completed cleanup of the Howington property litter code violation. Successfully negotiated a cleanup crew from the Winslow prison to perform litter cleanup at the Cinder Lake Landfill resulting in significant savings over previous contractor cleanups. Increased commercial recycling tonnage by 20%. Received grant to construct hazardous collection facility at City landfill. PROGRAM DESCRIPTION The Environmental Services Division provides the citizens of Flagstaff the best refuse and recycling service; a progressive, community-based conservation program, and an Environmental Management and Landfill program that strive to be models in the industry. We accomplish our goals through a team of professional committed to collaboration, excellent customer service, and the value of our community’s quality of life. FY02 GOALS/OBJECTIVES AND RESULTS Operate Landfill in full compliance with State and Federal regulations: Negotiated a reduction of lysimeter water sampling requirements at Cinder Lake Landfill. Completed construction of a passive methane mitigation project meeting ADEQ requirements. Environmental Management program to meet State and Federal standards and regulations: All Phase I and II site assessment were completed on time and on budget. Staff successfully negotiated for prepurchase site clean up of the ANT parcel resulting in significant savings to the City. Stormwater Pollution Prevention Plans were completed for both the airport and City Yard. Meet or exceed all performance standards relating to collection programs: Per standard: Completed construction of two Environmental Services administration buildings. Negotiated a reduction of lysimeter water sampling requirements at Cinder Lake Landfill. Completed construction of a passive methane mitigation project meeting ADEQ requirements. Provide current, accurate conservation information to enable community to live more in balance with our environment: Conservation Programs held Flagstaff’s first ever Electronics Recycling Event drawing more than 600 participants and collecting more than 90,000 lbs. of electronic equipment. This event received the Governor’s Pride Award. Annual Financial Plan ENVIRONMENTAL SERVICES FY03 GOALS AND OBJECTIVES GOAL: ORGANIZATIONAL SUPPORT OBJECTIVE: Improve the Collection Program safety record through the development of a mandatory employee safety-training program for each type of equipment. GOAL: QUALITY OF LIFE OBJECTIVES: Through ADEQ funding, implement a year round, permanent household hazardous waste program at the Cinder Lakes Landfill. Ensure citywide compliance with environmental regulations. Support and expand the community-wide recycling program by increasing business participation and implementing customer-friendly collection programs. Initiate and maintain a comprehensive Environmental Advisory Team that will provide the City with environmentally sound operating options through a review of the current City purchasing and operations policies. Heighten community awareness of litter within our community through a specialized anti-litter campaign. Establish a new and inexpensive source of labor for clean up of illegal dumpsites and special areas. 158 City of Flagstaff, AZ PUBLIC WORKS DIVISION 41 Operate the Landfill in full compliance with State and Federal regulations and utilize best management practices for daily operations by: Monitoring and tracking the volume of dirt being used daily to cover refuse. Minimizing the amount of litter leaving the facility boundaries in accordance with Forest Service Litter Plan. Fully implementing the Storm Water Management Plan. ENVIRONMENTAL SERVICES Assuring full compliance with Special Waste regulation while providing excellent customer service for special requests. GOAL: OBJECTIVE: Excel at customer service through the provision of once-per-week container collection. Respond to all customer inquiries within 24 hours. PERFORMANCE INDICATORS Household hazardous waste center operational Operate household hazardous waste facility with zero accidents Divert to recycling 50% of the hazardous waste received Return all phone calls/respond to requests from citizens for environmental management information within 24 hours Respond to asbestos and indoor air quality information requests from City personnel within 24 hours. Where additional research is necessary, respond with answers within three days Complete Phase I environmental site assessment requests in six weeks or less ( Increase the number of business recycling at 10% by 6/30/03 Implement a residential curbside glass recycling program Increase the volume of glass being recycled by 25% by 6/30/03 Implement an improved green-waste recycling program Increase the amount of green-waste diverted by 20% Establish the Environmental Advisory Committee and create a work plan, benchmarks, and team goals Complete department audits and have initial report providing suggested direction to top staff Audit and revitalize the Adopt-an-Avenue/Park/Trail program through volunteer outreach and cleaning out old signs Initiate a fast food litter awareness campaign in collaboration with local restaurants Create a partnership with Coconino County Jail for clean-up crews of illegal dump sites and littered areas Track tonnage collected and provide management report Reduce accidents in the collection program by 25% Provide once per week container collection Respond to all customer inquiries within 24 hours Provide cross training to 25% of division Equipment Operators New employees or employees changing type of equipment will undergo complete training within 60 days of assignment and pass training test Maximize use of alternative daily cover; limit use of dirt to 80cy per day Develop system for monitoring the effectiveness of new wind blown litter fences and a play for daily placement Respond to customer requests for asbestos disposal within 24 hours and within 48 hours for wastes requiring lab analysis Annual Financial Plan CUSTOMER SERVICE 159 CY00 CY01 NA NA NA NA NA NA CY02 OR FY03 (EST) 9/1/02 0 6/30/03 NA NA 100% NA NA 100% NA NA 100% NA NA NA NA NA NA NA NA NA NA 10% 10/1/02 25% 7/1/02 20% NA NA 12/31/02 NA NA 6/30/03 NA NA 15 miles NA NA 3/1/03 NA NA 10/31/02 NA 26% 100% 95% NA NA 39% 100% 98% NA 6/30/03 20% 100% 100% 6/30/03 NA NA 100% NA NA 100% NA NA 10/31/02 NA NA 100% City of Flagstaff, AZ PUBLIC WORKS EXPENDITURES BY CATEGORY: DIVISION 41 Actual Expenditures 2000-2001 $1,865,307 1,151,693 572,258 1,755,212 $5,344,470 Adopted Budget 2001-2002 $2,213,553 1,710,621 718,880 1,918,163 $6,561,217 Estimated Expenditures 2001-2002 $2,135,718 1,627,094 601,861 889,875 $5,254,548 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION $ 290,416 RESIDENTIAL COLLECTION 928,415 COMMERCIAL COLLECTION 315,116 SANITARY LANDFILL 2,254,101 BIN MAINT-RESIDENTIAL 25,630 BIN MAINT-COMMERCIAL 54,497 HOIST & HAUL 134,958 RECYCLING-LANDFILL 83,831 HOUSEHOLD HAZ WASTE COLL 94,655 RECYCLING - CURBSIDE COLL 526,415 INERT MATERIAL LANDFILL 62,093 REFRIGERANT EXTRACTION 31 COMMERCIAL RECYCLING 288,644 CONSERVATION EDUCATION 30,538 CLEAN & GREEN 45,014 ENVIRONMENTAL MANAGEMENT 139,444 ENVIRONMENTAL CODE ENFORC 39,475 COMMERCIAL SALES 9,527 COUNTY COMMERCIAL REFUSE 14,741 COUNTY COMMERCIAL RECYCL 2,648 COUNTY - HOIST AND HAUL 218 CINDERLAKE ADMIN BLDG 329 CINDERLAKE LNDFILL EXPAND (134) LANDFILL SITE IMPROVEMENT 3,868 HH HAZARDOUS WASTE BUILD TOTAL $5,344,470 $ 328,930 1,135,193 928,254 2,109,290 40,741 62,941 298,924 79,275 103,599 638,141 79,932 424,766 47,510 48,764 145,084 80,856 9,017 $6,561,217 $ 284,875 1,003,862 974,104 1,260,160 40,694 60,555 137,198 53,396 68,128 374,006 77,814 266,681 43,241 31,166 144,733 71,426 8,174 17,980 2,458 487 134,369 199,041 $5,254,548 PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL ENVIRONMENTAL SERVICES Adopted SOURCE OF FUNDING: Budget 2002-2003 $2,369,041 ENVIRONMENTAL SERVICES FUND 1,934,265 762,588 2,056,028 $7,121,922 Adopted Budget 2002-2003 $ 7,121,922 $ 7,121,922 $ 416,925 1,252,670 1,360,642 1,916,577 47,944 72,918 333,101 90,776 85,836 789,442 93,922 376,984 53,441 158,940 63,459 8,345 $7,121,922 COMMENTARY: The Environmental Services operating budget has increased 9.1% and capital expenditures total $2,056,028 resulting in an overall net increase of 8.5%. Personal Services increases are due to market, merit and health insurance increases. Contractual increases are due to expected increase in utilities, and reflects the adjustment to better represent actual tonnage estimate. Commodities increase is due to the increase of appraisal and permits line item to actual for state air quality. Major capital (>$10,000) includes some capital equipment as well as capital improvements ongoing at the Landfill. Refer to Schedules 8 and 9 in the Financial Summary Section for a detailed listing. Annual Financial Plan 160 City of Flagstaff, AZ UTILITIES UTILITIES DEPARTMENT MISSION To professionally and cost effectively provide water and wastewater services that meet the present and future environmental, health, and safety needs of the community and our co-workers. We are committed to a goal of 100% customer satisfaction. This will be achieved by a dedication to exceed customer expectations by continuously improving our operations. We value our co-workers and strive to maintain high motivation by providing an environment that encourages improvement and teamwork. Annual Financial Plan 161 City of Flagstaff, AZ Annual Financial Plan 162 City of Flagstaff, AZ UTILITIES DIVISION 42 Maintain compliance with Federal and State regulations: Compliance with Federal and State regulation maintained, with minor exceptions. Maintain compliance with City mandates: Compliance with City mandates maintained. Maintain adequate water and sewer capacity for the City’s needs: Adequate water and sewer capacity maintained for City needs. Meet deadlines mandated by the City Manager and Council: Deadlines as mandated by the City Manager and/or Council were met. MISSION The mission of the Utilities Department is to professionally and cost effectively provide water and wastewater services that meet the present and future environmental, health, and safety needs of the community and our co-workers. We are committed to a goal of 100% customer satisfaction. This will be achieved by a dedication to exceed customer expectations by continuously improving our operations. We value our co-workers and strive to maintain high motivation by providing an environment that encourages improvement and teamwork. ADDITIONAL ACCOMPLISHMENTS FY02 Updated 10-year Capital Improvement Program for the Utilities Department. Drilled two new water wells. Completed design of Lake Mary Water Plant additions and awarded construction contract. Replaced Rio de Flag SCADA system. Completed review of capacity fees and service fees and presented Ordinance to City Council. This mission statement is applicable to all Utility divisions and will not be repeated at the beginning of each divisional section. PROGRAM DESCRIPTION Coordinates activities of the Utilities Department. Administers the department safety program, water conservation program, Water Commission activities, City Change Order Committee, and acts as Forest Service Liaison. Assesses Utilities capital improvement needs, prioritizes needs, and provides engineering services for capital improvement projects. Administers water and sewer computer modeling activities for the City and new developments. Provides Blue Stake locating services in accordance with State requirements. Responds to customer, staff, and City Council inquiries and follows up on complaints. Provides permit administration for NPDES, APP, Reuse, and other permits as required. Reviews new developments and represents the department on a multitude of various committees. Provides all clerical services for the department. FY03 GOALS AND OBJECTIVES GOAL: PLANNING FOR GROWTH OBJECTIVES: Insure adequate water and wastewater capacity to meet future City demand as measured by the ratio of projects completed to projects planned per year. GOAL: FISCAL HEALTH OBJECTIVES: Provide for an equitable rate structure as measured by the departmental operating efficiency ratio (total operating costs divided by total customers). GOAL: CUSTOMER SERVICE OBJECTIVES: Continue improvement of customer service satisfaction through the utilization of a customer service survey. FY02 GOALS/OBJECTIVES AND RESULTS Respond to customer, staff, and Council inquiries in a professional manner: All inquiries were handled professionally and in a timely manner. Annual Financial Plan ADMINISTRATION 163 City of Flagstaff, AZ UTILITIES DIVISION 42 PERFORMANCE INDICATORS Number of water and sewer projects planned Number of water and sewer impact studies done for private development Variance of CIP budget from actual project cost (fiscal year) Number of water and sewer projects administered Departmental operating efficiency ratio (total O&M/total customers) Ratio of projects completed per year to projects planned per year Bill stuffer survey (Positive customer service responses/total responses) EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION CITY WTR SYSTEM ANALYSIS FIXED ASSET INVENTORY CITY SWR SYSTEM ANALYSIS ENGINEERING BLUE STAKE WATER CONSERVATION SAFETY COMMITTEE TOTAL Actual Expenditures 2000-2001 $ 346,240 114,638 35,379 $ 496,257 Adopted Budget 2001-2002 $ 465,272 329,656 39,595 5,000 $ 839,523 Estimated Expenditures 2001-2002 $ 452,959 134,110 32,774 4,957 $ 624,800 $ 304,034 22 22,047 144,949 (4,270) 29,114 361 $ 496,257 $ 583,889 9,053 3,658 5,000 210,136 (3,013) 30,800 $ 839,523 $ 388,622 6,000 3,608 5,000 196,642 (4,894) 29,822 $ 624,800 ADMINISTRATION FY00 FY01 10 18 CY02 OR FY03 (EST) 12 9 7 7 (90%) 14 NA NA NA (90%) 18 NA NA NA (90%) 18 $300 75% 85% Adopted SOURCE OF FUNDING: Budget 2002-2003 $ 490,986 WATER AND WASTEWATER FUND 301,408 30,990 $ 823,384 Adopted Budget 2002-2003 $ 823,384 $ 823,384 $ 565,875 6,000 3,078 5,000 215,730 (3,099) 30,800 $ 823,384 COMMENTARY: The Utilities Administration operating budget has decreased 1.3% and there are no capital expenditures. Personal Services increases are due to market, merit, and health insurance increases. Contractuals and commodities decreased due to prior year one-time expenditures. Onetime expenditures for this division are $8,200 for rate model changes, $600 for a radio replacement, $950 for a camper shell replacement, and $100,000 carryover for legal fees. Annual Financial Plan 164 City of Flagstaff, AZ UTILITIES DIVISION 47 Eliminate graveyard shift at the Lake Mary Water Treatment Plant: Successful. PROGRAM DESCRIPTION The Lake Mary Water Treatment Plant provides convention surface water treatment for waters from Upper Lake Mary. Staff is also responsible for the operations of all other production facilities including Lake Mary Wellfield, Woody Mountain Wellfield, the Inner Basin wells and springs, the Reservoir Filtration Plant, local wells and five booster stations (Division 50). The analytical laboratory provides analysis for metals and routine microbiological contaminates from the City’s water system. ADDITIONAL ACCOMPLISHMENTS FY02 Completed filter building design, construction started. Midnight shift eliminated. Security rounds initiated. Local area network established with wireless Internet access. LM #7 once abandoned was rehabilitated with equipment to follow. Two wells in the LM well field are re-equipped, #5 and #8. WM power line between #6 and #7 is replaced. Tekleen ABW filters installed at both Continental and Foxglenn Wells. Northland Research completes Shultz Pass pipeline archeology survey. Interchange well is drilled. Shop well is drilled and cased. FY02 GOALS/OBJECTIVES AND RESULTS Economically provide water that meets Safe Drinking Water Act requirements to the citizens of Flagstaff: All requirements met. Make the public aware of production techniques through plant and wellfield tours: Tours have been suspended due to security issues and concerns. Manage the quantity of water from to provide adequate flows for domestic usage and fire protection: Water quantities adequately managed. Install new switchgear and pitless adapter at Lake Mary #4 and Woody Mountain #5: Priorities reassigned through equipment evaluation. Woody Mountain #4 completed this year. Woody Mountain #5, Woody Mountain #6 and the Lake Mary wells will be upgraded as funding becomes available. Purchase replacement engine for Inner Basin: Purchase not necessary in FY 02. Have reassigned for evaluation in FY 04. Purchase and install raw water and well water meter vaults: Completed. Remove and replace the asbestos material on the maintenance shop roof: Completed. Replace/install new server, monitor and software for Supervisory Control (SCADA): Completed. Annual Financial Plan LAKE MARY WATER TREATMENT PLANT FY03 GOALS AND OBJECTIVES GOAL: PUBLIC SAFETY OBJECTIVES: Continue improvement of community water system security. GOAL: PLANNING FOR GROWTH OBJECTIVES: Manage water capacity to meet community needs. GOAL: QUALITY OF LIFE OBJECTIVES: Economically provide water that meets Safe Drinking Water Act requirements to the citizens of Flagstaff. 165 City of Flagstaff, AZ UTILITIES DIVISION 47 PERFORMANCE INDICATORS CY00 Number of gallons of water produced (millions) Cost per thousand gallons of treated water Number of Safe Drinking Water Act Violations Number of water tests performed Number of water quality complaints EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2000-2001 $ 587,910 1,424,273 237,605 633,810 $2,883,598 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION $ 363,640 WATER TREATMENT OPERATION 259,836 CHEMICAL ANALYSIS 166,000 BLDGS & GROUNDS MAINT 109,848 EQUIPMENT MAINTENANCE 86,567 USFS LAKE MARY CONTRACT 8,860 UPPER LAKE MARY DAM IMP 27,695 SEDMNTION BASIN MODS (90) SCADA TRACKING 29,157 FOXGLEN WELL 16,986 CONTINENTAL WELL 58,245 SHOP WELL LAKE MARY WELLFIELDS 533,335 WOODY MOUNTAIN WELLFIELD 1,050,143 NORTH RESERVOIRS 47,669 INNER BASIN DEVELOPMENT 109,617 INNER BASIN PIPELINE 16,000 TOTAL $2,883,598 LAKE MARY WATER TREATMENT PLANT 2,934 $0.97 -0888 5 Adopted Budget 2001-2002 $ 623,982 1,629,715 261,476 713,450 $3,228,623 Estimated Expenditures 2001-2002 $ 626,824 1,572,094 231,824 747,703 $3,178,445 $ 478,342 277,490 168,743 102,806 209,868 8,860 21,000 15,000 28,850 69,087 70,787 571,170 908,228 79,346 119,046 100,000 $3,228,623 $ 446,297 238,614 168,640 76,365 243,977 17,720 21,000 15,000 24,673 91,883 12,243 565,793 920,871 79,476 155,893 100,000 $3,178,445 CY01 2,869 $1.00 -0956 14 Adopted SOURCE OF FUNDING: Budget 2002-2003 $ 664,327 WATER AND WASTEWATER FUND 1,764,475 254,116 568,700 $3,251,618 CY02 OR FY03 (EST) 3,000 $1.00 -0975 15 Adopted Budget 2002-2003 $3,251,618 $3,251,618 $ 470,864 310,647 171,272 98,149 148,445 8,860 21,000 15,000 28,850 76,053 76,053 50,000 605,705 936,678 35,665 76,215 122,162 $3,251,618 COMMENTARY: The Lake Mary Water Treatment Plant operating budget has increased 6.7% and capital expenditures total $568,700 resulting in an overall net increase of 0.7%. Personal Services increases are due to market, merit and health insurance increases. Contractuals increases are due to software support and compliance monitoring. Commodities net decrease is due to previous year's onetime expenditures. Major capital (>$10,000) includes $20,000 for dam improvements, $150,000 for Lake Mary Well maintenance, $250,000 for Woody Mountain Well maintenance, $20,000 for annual setaside for land acquisition, $95,700 for Inner Basin pipe, and $20,000 carryover for roof modifications. Onetime expenditures for this division are $1,200 for a brine pump and $20,000 for environmental issues. Annual Financial Plan 166 City of Flagstaff, AZ UTILITIES DIVISION 48 ADDITIONAL ACCOMPLISHMENTS FY02 PROGRAM DESCRIPTION “Outsourced” payment processing by hiring a temporary employee to open and total payment batches daily until a processing system can be decided upon and obtained. Received and trained on new Version 6 of H.T.E. Customer Information System software. Customer Service is responsible for meter reading, water and sewer billing, and collection of delinquent accounts including the disconnection and lock off of water service for unpaid billings and non-sufficient fund checks for the Utilities Department. Unusually high or low water consumption is investigated and inactive meters are monitored for possible consumption. This division is also responsible for cashiering operations for most City departments and for the calculation and collection of utility system fees for all new or added construction. FY03 GOALS AND OBJECTIVES GOAL: CUSTOMER SERVICE OBJECTIVE: Through technology, continue to offer easier access to information and bill payment. Realize sufficient staffing and ongoing training to Customer Service Representatives in technology and Customer Handling. Send out timely and accurate utility and system fee billings. Minimize estimates by efficient meter reading and the addition of automated meter radio reads. Continue scrutiny of exceptions; utilization of technology to spot problems. FY02 GOALS/OBJECTIVES AND RESULTS Provide quality customer service: Accomplished remodel of Customer Service area into three cubicle style ergonomic workstations. Replaced all dumb terminals with PCs and provided laser printers to each station. Re-carpeted and decorated stations for appearance and workability. Added a counter for ADA service. Minimize delinquent accounts: Delinquency notices/turnoffs minimized by sending on time delinquency notices and performing follow-up turn offs. Send out timely and accurate utility and system fee billings: Initiated program to convert to radio read meters. Annual Financial Plan CUSTOMER SERVICE GOAL: FISCAL HEALTH OBJECTIVES: Minimize delinquent accounts by sending on-time delinquency notices and performing follow-up turnoffs. Continue program of billing extra deposits to frequent cut-off list accounts reducing write offs. 167 City of Flagstaff, AZ UTILITIES DIVISION 48 PERFORMANCE INDICATORS Total billed including water/wastewater/other Meter reader efficiency/impact of applied technologies (meters read/meter reader/quarter) Division efficiency (division cost/meters read) Total system and capacity fees collected Percent of delinquent accounts (delinquent accounts/total accounts) Percent of estimated reads EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION FIELD READING COLLECTION CUSTOMER SERVICE TOTAL Actual Expenditures 2000-2001 $ 351,733 130,362 17,555 2,570 $ 502,220 Adopted Budget 2001-2002 $ 394,932 129,130 46,770 30,000 $ 600,832 Estimated Expenditures 2001-2002 $ 402,762 128,165 46,826 23,055 $ 600,808 Adopted Budget 2002-2003 $ 450,198 126,950 31,970 36,330 $ 645,448 $ 125,711 136,966 46,639 192,904 $ 502,220 $ 170,814 161,988 50,736 217,294 $ 600,832 $ 169,103 162,118 50,882 218,705 $ 600,808 $ 101,298 208,049 52,751 283,350 $ 645,448 CUSTOMER SERVICE CY00 CY01 $23.3 million $22.6 million CY02 OR FY03 (EST) $23.2 million 14,024 14,228 15,824 $3.35 $1.34 million 2.6% 9.85% $3.20 $1.40 million 3.8% 11.78% $3.29 $1.38 million 4.7% 6.00% SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND Adopted Budget 2002-2003 $ 15,588 1,023 3,749 555,785 1,037 68,266 $ 645,448 COMMENTARY: The Customer Service operating budget has increased 6.7% and capital expenditures total $36,330 resulting in an overall net increase of 7.4%. Personal Services increases are due to market. merit, and health insurance increases, overtime, and the mid-year addition of temporary staff. Contractuals and commodities decreased due to previous years and one-time expenditures. Major capital (>$10,000) includes $36,330 for two replacement vehicles. Annual Financial Plan 168 City of Flagstaff, AZ UTILITIES DIVISION 49 Woodlands Village Unit IV. Coordination of a threephase program to introduce higher waterline pressure from the new Railroad Springs Tank into these areas. Improve fire protection and pressures to our customers. Lake Mary Road Widening Project: Worked with engineers and contractors, coordinating a wide variety of projects including: Valve installations, realignments, shutdowns, turn-ons, mainline flushing and emergency repairs to our 12”, 8”, and 6” waterlines. Radio Read Meters: Installation of one thousand radio-read meters in selected subdivisions. Enhance customer service, by providing a safe, estimate free billing process. While increasing our overall efficiency and lowering operating costs. Water and Wastewater Atlas Updates: Updating of our water and wastewater atlas, with all of the new lines constructed in the past several years. Giving city staff the most up to date information, when planning, designing and dealing with scheduled and emergency repair projects. PROGRAM DESCRIPTION The Water Distribution system operators safely and efficiently operate, maintain and repair all water distribution lines, fire hydrants, pressure reducing stations and meters, supplying each customer with a sufficient volume of water at adequate pressures, throughout our varying elevations and pressure zones. FY02 GOALS/OBJECTIVES AND RESULTS A commitment to 100% customer satisfaction: Several letters complimenting our crews on the way customer complaints were handled. Maintain water pressures throughout our service area within American Water Works Association (AWWA) guidelines: Immediate response to our customers’ pressure problems, minimizing complaints and safety concerns. Repair water main breaks in a timely manner, working continuously until service has been restored: Customer service disruption has been minimized. Maintain all fire hydrants at operational levels, with minimal downtime for repairs: Hydrants are checked yearly and repaired as necessary, assuring maximum fire protection. Set meters in a timely manner for contractors, developers and homeowners: Meters are paid for and installed within ten working days. Ensure water meters are accurately recording customers’ usage within AWWA guidelines: Meters are tested, repaired or replaced on a regular basis to ensure accuracy. Reduce accidents and maintain high safety standards: Weekly tailgate safety talks and an increase in safety training has reduced the number and severity of our accidents. FY03 GOALS AND OBJECTIVES GOAL: CUSTOMER SERVICE OBJECTIVES: A commitment to 100% customer satisfaction. Set meters in a timely manner for contractors, developers, and homeowners. GOAL: FISCAL HEALTH OBJECTIVE: Target zero accidents annually. GOAL: PLANNING FOR GROWTH OBJECTIVE: Maintain water pressures throughout our service area within American Water Works Association (AWWA) guidelines. ADDITIONAL ACCOMPLISHEMENTS FY02 Railroad Springs Tank Project: Installation of over one hundred residential pressure reducing valves (PRV’s) in Equestrian Estates, Boulder Pointe and Annual Financial Plan WATER DISTRIBUTION SERVICES GOAL: ORGANIZATIONAL SUPPORT OBJECTIVE: Develop multi-skilled workforce. 169 City of Flagstaff, AZ UTILITIES DIVISION 49 PERFORMANCE INDICATORS CY00 Average response time to emergencies Number of complaints and responses Number of meter replacements and repairs Number of work orders completed Cost per service/water distribution system Number of new meter installations EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION WATER SYS MAINT-OPERATION MAIN & SERVCE LINE REPAIR MAIN EXT-FIRE HYDR/VALVE VALVE & FIRE HYDR MAINT METER INSTALLATION METER REPAIR & TESTING TOTAL WATER DISTRIBUTION SERVICES 20 minutes 260 733 1,910 $11.33 NA Actual Expenditures 2000-2001 $ 573,152 50,424 113,007 115,188 $ 851,771 Adopted Budget 2001-2002 $ 646,254 56,287 147,979 176,000 $1,026,520 Estimated Expenditures 2001-2002 $ 647,559 46,383 116,071 154,742 $ 964,755 $ 120,275 145,012 207,127 48,791 108,258 163,408 58,900 $ 851,771 $ 193,507 225,522 192,526 53,465 112,131 197,257 52,112 $1,026,520 $ 130,440 209,662 193,228 56,090 124,332 170,681 80,322 $ 964,755 CY01 20 minutes 271 612 2,315 $11.52 NA Adopted SOURCE OF FUNDING: Budget 2002-2003 $ 686,818 WATER AND WASTEWATER FUND 52,282 140,269 91,000 $ 970,369 CY02 OR FY03 (EST) 20 minutes 250 700 2,062 $11.32 550 Adopted Budget 2002-2003 $ 970,369 $ 970,369 $ 168,323 142,689 202,259 56,065 116,352 202,561 82,120 $ 970,369 COMMENTARY: The Water Distribution operating budget has increased 3.4% and capital expenditures total $91,000 resulting in an overall net decrease of 5.5%. Personal Services increase is due to market/merit and health insurance increases. Contractuals and commodities decreased due to prior years one-time expenditures. Major capital (>$10,000) includes $79,000 for water meters, vaults and related items. Onetime expenditures for this division are $1,500 for replacement radios and $2,800 for two hydraulic pump replacements. Annual Financial Plan 170 City of Flagstaff, AZ UTILITIES DIVISION 50 ADDITIONAL ACCOMPLISHMENTS FY02 PROGRAM DESCRIPTION WM booster station, new meter vault is installed with housing insertion meter for flow pacing. University Highlands Booster Station is off-line and used as a secondary supply source. Provides for the operation and maintenance of booster stations providing domestic and fire service outside of the normal pressure zones of the water distribution system. FY03 GOALS AND OBJECTIVES FY02 GOALS/OBJECTIVES AND RESULTS Bring on line Railroad Springs booster station and tank: The booster station and tank were brought on line. Convert pumps, motors, VFD, and switchgear at University Highlands to be able to pump water to Railroad Springs tank: University Highlands, Boulder Point, Equestrian Estates, and Gore switchover to Railroad Springs tank complete. Inspect and clean Christmas Tree reservoir: Task completed. EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ZONE A KINLANI UNIVERSITY HIGHLANDS #1 AIRPORT BOOSTER AMBERWOOD BOOSTER RAILROAD SPRINGS BOOSTER TOTAL BOOSTER STATIONS Actual Expenditures 2000-2001 $ 11,960 17,762 2,551 $ 32,273 $ $ 21,136 1,203 9,670 264 32,273 Adopted Budget 2001-2002 $ 36,988 24,650 10,450 8,000 $ 80,088 $ $ 43,988 2,350 2,150 16,300 1,100 3,150 11,050 80,088 GOAL: CAPITAL IMPROVEMENTS OBJECTIVE: Make booster stations positive visual assets to the community. PERFORMANCE INDICATORS None Available at this time. Estimated Expenditures 2001-2002 $ 37,094 22,065 10,637 10,158 $ 79,954 $ $ 43,998 4,508 2,150 17,109 1,139 11,050 79,954 Adopted SOURCE OF FUNDING: Budget 2002-2003 $ 39,208 WATER AND WASTEWATER FUND 22,650 3,150 $ 65,008 $ $ Adopted Budget 2002-2003 $ 65,008 $ 65,008 46,208 350 1,850 1,300 1,100 3,150 11,050 65,008 COMMENTARY: The Booster Station operating budget has decreased 9.8% and there are no capital expenditures. Contractuals and commodities decreased due to prior year's and one-time expenditures. Annual Financial Plan 171 City of Flagstaff, AZ UTILITIES DIVISION 53 Reduced weekend and holiday staffing by 6.0 hours per day. Extended the exhaust stack on the emergency standby generator. Installed screenings de-watering device further automating the preliminary treatment process. Installed automated primary sludge monitoring and control system. Automated the digester decant system. Drained and cleaned both chlorine contact basins. Installed two new secondary pumps and controls. Installed a secondary turbidity meter and control system improving process control. PROGRAM DESCRIPTON The Wildcat Hill Wastewater Plant is a 6 million gallonper-day advanced treatment facility. This program is responsible for the day-to-day operation and maintenance, as well as the pumping of treated wastewater to the Fairfield golf courses and contractors. The plant operates a State-certified laboratory, which performs the majority of the required routine lab analysis. FY02 GOALS/OBJECTIVES AND RESULTS Minimize treatment cost per unit of treated wastewater: Ongoing effort to be accomplished through the EMA re-engineering Pilot Project. Maintain State Certified Laboratory Standards: Successful. Treat all wastewater to NPDES Permit requirements: Successful. Encourage use of reclaimed wastewater by Fairfield golf courses and contractors: Golf course and contractors are using reclaimed water. FY03 GOALS AND OBJECTIVES GOAL: PLANNING FOR GROWTH OBJECTIVES: Encourage use of reclaimed water. Minimize treatment cost per unit of wastewater. treated GOAL: ORGANIZATIONAL SUPPORT OBJECTIVES: Integrate operations and management with the Rio de Flag Water Reclamation Plant. Institute skill-based pay. Develop multi-skilled workforce. ADDITIONAL ACCOMPLISHMENTS FY02 No permit violations within plant design. Assumed supervisory responsibilities of the Rio de Flag Reclamation Plant. Reduced scheduled hours of lab director resulting in a savings of approximately $6,000.00. Implemented combined on call for the Wildcat Hill and Rio de Flag facilities. Drained and cleaned #1 digester. Annual Financial Plan WILDCAT WASTEWATER TREATMENT PLANT GOAL: CUSTOMER SERVICE OBJECTIVES: Provide a commitment to 100% satisfaction. 172 customer City of Flagstaff, AZ UTILITIES DIVISION 53 PERFORMANCE INDICATORS CY00 Gallons of influent treated (billions) Gallons of septage treated (millions) Gallons of reclaimed water sold (millions) Gallons of grease treated (thousands) Gallons of commercial interceptor sludge (thousands) Dry metric tons of solids/sludge injected Cost per thousand to treat (influent) EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PLANT OPERATIONS PLANT MAINTENANCE LAB-PROCESS CONTRL-MONTR SEPTAGE WH RIO MAINTENANCE DRYING BEDS OPERATIONS SLUDGE INJECTION TOTAL Actual Expenditures 2000-2001 $ 630,728 420,171 232,308 114,608 $1,397,815 $ 64,143 492,936 619,445 126,511 16,453 4,264 880 73,183 $1,397,815 WILDCAT WASTEWATER TREATMENT PLANT 1.5333 0.932 421.413 195.615 31 830.4 $0.80 Adopted Budget 2001-2002 $ 635,789 457,094 202,028 143,826 $1,438,737 Estimated Expenditures 2001-2002 $ 632,303 462,691 192,877 167,676 $1,455,547 $ 141,486 441,908 617,335 120,009 6,502 5,750 6,400 99,347 $1,438,737 $ 152,986 439,433 649,920 114,791 6,302 5,320 4,600 82,195 $1,455,547 CY01 1.5705 0.8786 341.741 125.232 35.875 1558.9 0.91 Adopted SOURCE OF FUNDING: Budget 2002-2003 $ 669,680 WATER AND WASTEWATER FUND 465,196 225,479 74,524 $1,434,879 CY02 OR FY03 (EST) 1.6 1.0 400 210 36 1200 0.90 Adopted Budget 2002-2003 $1,434,879 $1,434,879 $ 144,575 460,551 635,678 111,657 10,362 6,175 1,750 64,131 $1,434,879 COMMENTARY: The Wildcat Wastewater Treatment Plant operating budget has increased 5.1% and capital expenditures total $74,524 resulting in an overall net decrease of 0.3%. Personal Service increase is due to market, merit and health insurance increases. Contractuals and Commodities increases are primarily due to previous and current onetime expenditures. Major capital (>$10,000) includes $25,000 for explosion proofing of the screen room and $25,500 for the Waukesha top end rebuild. Onetime expenditures for this division are $7,496 for stairways, $25,300 for maintenance of equipment, $9,566 for miscellaneous equipment, and $4,000 for safety sensors. Annual Financial Plan 173 City of Flagstaff, AZ UTILITIES DIVISION 54 ADDITIONAL ACCOMPLISHMENTS FY02 PROGRAM DESCRIPTION Continued to reduce City related sewer service calls: Service calls last year dropped 24%, and the number that the city was responsible for also dropped 34%. This is proof of significant improvement in our quality of work. Productivity in Preventive Maintenance increased, our time to clean each reach decreased by an average of 7.46%, proof of a significant improvement in our quantity of work completed. Crown Spray of 33” interceptor done in house rather than by contract, saving the city money. This program is responsible for the day-to-day maintenance of the wastewater collection system, reclaimed wastewater distribution system, and repair and/or maintenance of damaged pipelines and manholes. Personnel make all taps into City sewers from this program. FY02 GOALS/OBJECTIVES AND RESULTS Maintain a minimal level of service calls related to City problems: Lower level of service calls maintained at prior year level indicating a trend of better service. Avoid damages to property caused by sewer problems: Have been successful to date. Develop a matrix of worker skills required by level: Continuing effort through EMA process. Develop training plans and criteria for all major equipment: Continuing effort through EMA process. Improve crew “ownership” of operations: Efforts are continuing. Annual Financial Plan WASTEWATER COLLECTION FY03 GOALS AND OBJECTIVES GOAL: CUSTOMER SERVICE OBJECTIVES: Continue the reduction of service calls. GOAL: ORGANIZATIONAL SUPPORT OBJECTIVES: Develop a multi-skilled workforce. Develop training plans and criteria for all major equipment. Improve crew “ownership” of operations. 174 City of Flagstaff, AZ UTILITIES DIVISION 54 PERFORMANCE INDICATORS CY00 Miles of sewer cleaned or rodded Number of blockages (City responsibility) Number of service taps made Number of feet of sewer televised Number of repairs made to manholes and cleanouts O & M cost per service account EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION SERVICE CONNECTIONS PREVENTIVE MAINTENANCE TV INSPECT & HYDRO-CLEAN CORRECTIVE MAINTENANCE RECLAIMED WATER LINE TOTAL WASTEWATER COLLECTION 175 75 21 50,000 65 $7.86 Actual Expenditures 2000-2001 $ 379,772 27,270 77,545 106,293 $ 590,880 Adopted Budget 2001-2002 $ 412,922 49,010 96,000 215,000 $ 772,932 Estimated Expenditures 2001-2002 $ 406,144 40,579 57,545 54,750 $ 559,018 $ 168,758 12,564 170,976 83,463 142,552 12,567 $ 590,880 $ 222,665 17,602 203,580 241,635 80,847 6,603 $ 772,932 $ 181,491 17,558 215,026 78,012 57,931 9,000 $ 559,018 CY01 193.7 39 27 71,472 117 $9.29 Adopted SOURCE OF FUNDING: Budget 2002-2003 $ 440,656 WATER AND WASTEWATER FUND 42,045 99,350 165,000 $ 747,051 CY02 OR FY03 (EST) 190 50 30 60,000 65 $8.00 Adopted Budget 2002-2003 $ 747,051 $ 747,051 $ 201,494 17,036 199,149 243,609 77,489 8,274 $ 747,051 COMMENTARY: The Wastewater Collection operating budget has increased 4.3% and capital expenditures total $165,000 resulting in an overall net decrease of 3.3%. Personal Services increase is due to market, merit, and health insurance increases. Contractuals and Commodities decreased due to the net effect of onetime expenditures. Major capital (>$10,000) for this division is $160,000 carryover for a TV van. Annual Financial Plan 175 City of Flagstaff, AZ UTILITIES DIVISION 55 Work cooperatively with the Building Department and DRB process to review plans. Provide service to our internal and external customers, beyond their expectation: On-going effort to provide excellent customer service. PROGRAM DESCRIPTION This division provides monitoring, permitting, and reporting of industrial and commercial wastewater discharges into the City sewer system to assure compliance with Local, State and Federal mandated pretreatment regulations and to prevent upset at the City’s wastewater treatment plants. Other activities include administration of the City’s cross-connection control program, air quality monitoring, NPDES stormwater monitoring, and septage control. ADDITIONAL ACCOMPLISHMENTS FY02 All division personnel maintained required State and Federal certifications. Recorded past five years of sampling and monitoring data into an enhanced electronic database. Streamline business inspections to incorporated elements of the pretreatment program and the Cross-Connection control program. Provided training opportunities in Cross-Connection Control and Pretreatment to the public and staff. FY02 GOALS/OBJECTIVES AND RESULTS Ensure that the City is in compliance with State and Federal NPDES pre-treatment requirements: All requirements met, including conducting the 2000 Local Limits Study as required by NPDES. Ensure all EPA regulated industries are in compliance with Federal and City discharge limits: requirements met. Identify unauthorized discharges into the City’s wastewater collection system: Industrial samples analyzed to indicate non-compliant discharge. Corrective or enforcement action utilized as appropriate. Ensure that the City is in compliance with state backflow prevention and cross-connection requirements: Both operational and administrative activities performed. Information is generated by division and received from private parties to enter/track in database. Very little enforcement action is necessary as those parties are very cooperative. Review all new construction developments to assess needs for pre-treatment and backflow prevention: Annual Financial Plan WASTEWATER MONITORING FY03 GOALS AND OBJECTIVES GOAL: PUBLIC SAFETY OBJECTIVES: Prevent bypass of the Public Owned Treatment Works (POTW). Prevent back flow of contaminants into potable water system. GOAL: COLLABORATON OBJECTIVES: Encourage pollution prevention for business and industries. GOAL: CUSTOMER SERVICE OBJECTIVES: Provide service to our internal and customers, beyond their expectation. 176 external City of Flagstaff, AZ UTILITIES DIVISION 55 PERFORMANCE INDICATORS CY00 Number of businesses inspected for potential cross connection Number of backflow device tests logged Number of businesses notified of compliance requirements Number of compliance inquiries Number of compliance samples analyzed Number of pre-treatment business inspections Number of sewer flow meter calibrations and repairs Number of air samplers monitored Percent of failed back flow tests EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2000-2001 $ 143,465 97,814 18,013 15,252 $ 274,544 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION $ 104,397 NPDES MONITORING 20,942 INDUSTRIAL WASTE MONITOR 49,489 (22) UNDERGROUND STORAGE TANKS HAZARDOUS WASTE 3,179 BACKFLOW X CONN. CONTROL 48,947 STORM WATER 999 LOCAL LIMITS STUDY 46,613 TOTAL $ 274,544 WASTEWATER MONITORING Adopted Budget 2001-2002 $ 158,095 181,834 25,310 8,738 $ 373,977 Estimated Expenditures 2001-2002 $ 158,153 127,560 21,871 8,576 $ 316,160 $ 110,263 26,139 79,176 1,403 3,304 134,345 (320) 19,667 $ 373,977 $ 111,420 22,416 69,578 1,403 3,304 52,460 55,579 $ 316,160 1,495 1,563 2,110 935 1,627 1,563 1 186 NA CY01 654 1,263 902 1,276 2,530 753 -0119 NA Adopted SOURCE OF FUNDING: Budget 2002-2003 $ 168,439 WATER AND WASTEWATER FUND 56,199 32,610 $ 257,248 CY02 OR FY03 (EST) 1,500 1,700 N/A N/A 1,500 1,500 N/A N/A -0- Adopted Budget 2002-2003 $ 257,248 $ 257,248 $ 111,286 31,814 86,465 3,593 24,410 (320) $ 257,248 COMMENTARY: The Wastewater Monitoring operating budget has decreased 29.6% and there are no capital expenditures. Personal Services increase is due to market, merit and health insurance increases. Contractuals decrease is primarily due to completion of the Local Limits study and elimination of expense for backflow testing. Commodities increases are due to onetime expenditures. Onetime expenditures for this division are $6,100 for three work centers, $7,000 for pretreatment software, and $900 for a test gauge. Annual Financial Plan 177 City of Flagstaff, AZ UTILITIES DIVISION 56 RIO DE FLAG RECLAIMED TREATMENT PLANT PROGRAM DESCRIPTION ADDITIONAL ACCOMPLISHMENTS FY02 The Rio de Flag Water Reclamation Facility processes wastewater flow from the western half of the city and reclaims the water for a variety of non-potable uses, principally landscape irrigation. Water not used for irrigation is released to the Rio de Flag wash for riparian enhancement. The automated treatment facility uses advanced technology to produce non-potable water that is certified Grade A+ by the State of Arizona. The program monitors quality control of product water and downstream water quality. Staff is also responsible for pumping the water into the citywide distribution system and maintaining the reclaimed water storage facilities at Buffalo Park. Purchased and installed replacement SCADA system. Implemented combined on call for the Rio de Flag and Wildcat Hill facilities. Installed screenings de-watering device further automating the preliminary treatment process. Eliminated scheduled staffing on weekends and holidays. FY03 GOALS AND OBJECTIVES GOAL: ORGANIZATIONAL SUPPORT OBJECTIVES: Develop multi skilled workforce. Integrate with Wildcat Wastewater Treatment Plant. FY02 GOALS/OBJECTIVES AND RESULTS Provide wastewater treatment and reclaimed water that meets or exceeds all Federal and State permit requirements: All requirements met. All required State and Federal monitoring reports submitted accurately and on time: All requirements met. Cross-training of staff in a variety of Utilities department functions: Ongoing effort to be accomplished through the EMA Re-engineering Pilot Project. Annual Financial Plan GOAL: PLANNING FOR GROWTH OBJECTIVES: Encourage the use of reclaimed water. GOAL: CUSTOMER SERVICE OBJECTIVES: Exceed customer service expectations. 178 City of Flagstaff, AZ UTILITIES DIVISION 56 RIO DE FLAG RECLAIMED TREATMENT PLANT PERFORMANCE INDICATORS CY00 CY01 Gallons of wastewater treated (millions) Gallons of reclaimed water produced (millions) Gallons of reclaimed water reused (millions) Cost to produce 1000 gallons reclaimed water 865.4 661.3 117.8 $0.97 682.7 654.4 102.8 $0.96 EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2000-2001 $ 272,943 356,325 73,137 13,074 $ 715,479 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION $ 88,727 PLANT OPERATIONS 368,784 PLANT MAINTENANCE 147,272 LAB-PROCESS CONTROL-MONTR 77,644 RECLAIMED CONNECTIONS 33,052 TOTAL $ 715,479 Adopted Budget 2001-2002 $ 302,781 399,905 105,500 102,400 $ 910,586 $ 90,674 500,609 181,551 101,197 36,555 $ 910,586 Estimated Expenditures 2001-2002 $ 264,485 376,782 98,200 227,400 $ 966,867 $ 51,833 499,492 293,424 85,563 36,555 $ 966,867 Adopted SOURCE OF FUNDING: Budget 2002-2003 $ 265,514 WATER AND WASTEWATER FUND 477,500 110,975 63,800 $ 917,789 CY02 OR FY03 (EST) 685.0 658.0 170.0 $0.98 Adopted Budget 2002-2003 $ 917,789 $ 917,789 $ 53,957 419,478 227,890 90,464 126,000 $ 917,789 COMMENTARY: The Reclaimed Water Plant operating budget has increased 5.7% and capital expenditures total $63,800 resulting in an overall net increase of 0.8%. Personal Services decrease is due to the elimination of the Plant Supervisor position. The Wildcat Plant Supervisor will oversee these operations. Contractuals increases are primarily due to reclaimed water rebate due to a new golf course. Commodities increases are primarily due to onetime expenditures for equipment. Major capital (>$10,000) includes $15,000 for phone system, $20,300 for waste flow meter and piping, and $28,500 for blower modification. Onetime expenditures for this division are $20,050 for two probes and analyzers, $3,000 for a 3-year supply of anthrocite, and $1,000 for two PH and temp probes. Annual Financial Plan 179 City of Flagstaff, AZ Annual Financial Plan 180 City of Flagstaff, AZ NON-DEPARTMENTAL NON-DEPARTMENTAL DIVISION 63 COUNCIL AND COMMISSIONS Ensure open access to local government and equitable treatment of citizens. Establish City priorities: Through retreats with the City Manager, goals established for the City. Fulfill those duties as required by State law and City Charter, and ordinances and resolutions adopted by Council. Develop City budget: City budget adopted on July 3, 2001 for the period July 1, 2001 – June 30, 2002. MISSION The mission of the City of Flagstaff is to enhance the quality of life of its citizens while supporting the values of its community. PROGRAM DESCRIPTION This Division is the legislative branch of the City of Flagstaff’s Council-Manager form of Government. The Mayor and Council assess the community needs and develop policies for the City Manager to implement. The Council appoints the City Manager, City Attorney, Court Magistrates and individuals to various boards, commissions, and committees. FY03 GOALS AND OBJECTIVES The Council goals have been illuminated throughout the budget document. PERFORMANCE INDICATORS FY02 GOALS/OBJECTIVES AND RESULTS None available at this time. Translate wishes and needs of City residents into general City policy. EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION BOARDS AND COMMISSIONS TOTAL Actual Expenditures 2000-2001 $ 65,759 60,417 28,989 $ 155,165 Adopted Budget 2001-2002 $ 57,141 76,805 41,275 $ 175,221 Estimated Expenditures 2001-2002 $ 58,854 76,064 35,867 $ 170,785 Adopted Budget 2002-2003 $ 54,655 57,370 27,845 $ 139,870 $ 141,056 14,109 $ 155,165 $ 140,501 34,720 $ 175,221 $ 139,194 31,591 $ 170,785 $ 126,035 13,835 $ 139,870 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND Adopted Budget 2002-2003 $ 38,656 7,139 27,990 39,920 8,172 17,993 $ 139,870 COMMENTARY: The Council and Commissions operating budget has decreased 20.2% and there are no capital expenditures. There is no major capital (>$10,000) for this division. Annual Financial Plan 181 City of Flagstaff, AZ NON DEPARTMENTAL DIVISION 64 CONTRIBUTIONS TO OTHER AGENCIES MAJOR ACCOMPLISHMENTS FOR FY02: PROGRAM DESCRIPTION Established a review system for use in FY03 allocations to determine if Contributions are in line with Council goals. This division accounts for contractual agreements with outside agencies that provide services to Flagstaff’s citizens. The City is a major contributor to United Way and arts and cultural agencies whose activities benefit the citizens of Flagstaff. FY03 GOALS AND OBJECTIVES GOAL: COLLABORATION OBJECTIVES: To support social service programs which help the disadvantaged, needy, or elderly populations through United Way contributions. To support not-for-profit organizations that enhance the organizational goals as established by the Council. To support our alliance partners through Weed & Seed, After School Program, FIT for Safe Housing, Coalition for Youth & Children, and the High Altitude Sports Training Center. FY02 GOALS/OBJECTIVES AND RESULTS To support social service programs, which help the disadvantaged, needy, or elderly population through United Way contributions: The United Way contribution increased 2.5% in FY02. To support not-for-profit organizations, which enhance and promote arts and cultural programs/activities: Efforts supported through the Flagstaff International Sister Cities Organization and the Library Foundation. PERFORMANCE INDICATORS Increase United Way contribution by 2.5% per year EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: HEALTH & SOC SERVICES OTHER CONTRIBUTIONS TOTAL Actual Expenditures 2000-2001 $ 1,134,533 72 $1,134,605 Adopted Budget 2001-2002 $ 1,140,039 $1,140,039 Estimated Expenditures 2001-2002 $ 1,155,119 $1,155,119 Adopted Budget 2002-2003 $ 752,188 $ 752,188 $ 692,736 441,869 $1,134,605 $ 623,136 516,903 $1,140,039 $ 632,886 522,233 $1,155,119 $ 314,386 437,802 $ 752,188 CY00 CY01 NA 2.5% CY02 OR FY03 (EST) 2.5% SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND Adopted Budget 2002-2003 $ 632,832 10,430 24,009 53,804 4,978 26,135 $ 752,188 COMMENTARY: The Contributions to Others operating budget has decreased 34% and there are no capital expenditures. Contractuals decreases are due to reduced or expired funding for various agencies. The contributions are as follows: Rural Transportation $5,330; United Way $289,386; Arizona Heritage $1,000; Coalition for Youth & Children $22,500; Chamber of Commerce $32,472; Sister Cities $3,000; Latchkey Program $315,000; Siler Homes $2,300; Weed & Seed $7,000; High Altitude Sports Training Center $29,700; Canyon Forest Partnership $15,000; East Flagstaff Focused Future $4,500; and FIT $25,000. Annual Financial Plan 182 City of Flagstaff, AZ NON DEPARTMENTAL DIVISION 66 NON-DEPARTMENTAL PROGRAM DESCRIPTION FY03 GOALS AND OBJECTIVES This division accounts for all expenditures that are not specifically allocable to individual divisions or programs, e.g. property and liability insurance, unemployment insurance, audit fees, and capital equipment that benefit various departments (mainframe computer). Costs of this division are allocated to the respective departments based on a cost-allocation formulation. GOAL: OBJECTIVE: COLLABORATION Complete the telecom survey through GADA in conjunction with our Alliance partners. Establish a rural policy institute to collect and analyze data for the provision of policy development specific to rural issues on local and state topics. FY02 GOALS/OBJECTIVES AND RESULTS GOAL: FISCAL HEALTH OBJECTIVE: To fund those programs and activities that are not readily associated with a single department or division within the City. Conduct an annual audit per City Charter by an Independent Certified Public Accountant. To fund those programs and activities that are not readily associated with a single department or division within the City: Programs that were funded in FY02 include the Organizational Development program, User Fee Study, and citywide information system development. GOAL: ORGANIZATIONAL SUPPORT OBJECTIVE: Recognize outstanding employees through the City Manager’s Award program. Provide adequate computer and communication equipment to enable staff to perform at their highest level. ADDITIONAL ACCOMPLISHMENTS FY02 Successfully conducted two employee awards programs. Implemented eradiation system upgrade to 800mz for most City departments. Completed first phase of organization development program and implementation. PERFORMANCE INDICATORS None Available at this time. EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION EMPLOYEE BENEFITS INSURANCE CONSULTANTS COPY CENTER REDEVELOPMENT POLICE FACILITY REMODEL DOWNTOWN REDEVELOPMENT TOTAL Actual Expenditures 2000-2001 $ 78,174 911,674 99,312 1,202,903 $2,292,063 Adopted Budget 2001-2002 $ 54,729 1,448,200 822,165 6,451,000 $8,776,094 Estimated Expenditures 2001-2002 $ 93,727 1,196,937 772,608 4,146,882 $6,210,154 Adopted Budget 2002-2003 $ 66,631 1,335,960 447,498 2,669,650 $4,519,739 $1,540,377 93,664 468,003 175,144 3,889 8,186 2,800 $2,292,063 $7,310,265 90,500 443,000 820,829 111,500 $8,776,094 $5,024,262 68,332 433,000 447,608 97,071 9,010 130,871 $6,210,154 $1,179,318 75,500 673,000 303,500 11,631 2,212,720 64,070 $4,519,739 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND Adopted Budget 2002-2003 $ 4,166,092 32,139 79,448 135,604 35,554 70,902 $ 4,519,739 COMMENTARY: The Non-Departmental operating budget has decreased 20.4% and capital expenditures total $2,669,650 resulting in an overall net decrease of 48.5%. Personal Services increases are due to additional staff charge-outs to the Copy Center. Major capital (>$10,000) includes redevelopment expenditures for the downtown area and the Knoles property. In addition, improvements to a leased facility, ADA improvements, a telephone system upgrade, and two copiers are slated for purchase. Annual Financial Plan 183 City of Flagstaff, AZ NON-DEPARTMENTAL DIVISION 68 FIREMEN’S PENSION PROGRAM DESCRIPTION FY03 GOALS AND OBJECTIVES This division accounts for the distribution of retirement benefits to beneficiaries covered under the Volunteer Firemen’s Pension Trust Fund. Volunteer firefighters who are vested after 25 years and upon reaching retirement age or disabled receive a pension based on past volunteer service. GOAL: FISCAL RESPONSIBILITY OBJECTIVES: Ensure that benefit distributions are made in a timely manner to all qualified recipients. FY02 GOALS/OBJECTIVES AND RESULTS None Available at this time. PERFORMANCE INDICATORS To ensure that benefit distributions are made in a timely manner to all qualified recipients: Benefit distributions were made in a timely manner to three participants. EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TOTAL Actual Expenditures 2000-2001 $ 8,800 $ 8,800 $ $ 8,800 8,800 Adopted Budget 2001-2002 $ 9,600 $ 9,600 $ $ 9,600 9,600 Estimated Expenditures 2001-2002 $ 7,200 $ 7,200 $ $ 7,200 7,200 Adopted SOURCE OF FUNDING: Budget 2002-2003 $ FIREMEN'S PENSION FUND 7,200 $ 7,200 $ $ 7,200 7,200 $ $ 7,200 7,200 Adopted Budget 2002-2003 $ 7,200 $ 7,200 SOURCE OF FUNDING: COMMENTARY: The Firemen's Pension operating budget has decreased 25% and there are no capital expenditures. Contractuals decreased due to the death of one of the beneficiaries. Currently there are three beneficiaries. Annual Financial Plan 184 City of Flagstaff, AZ NON-DEPARTMENTAL DIVISION 78 ECONOMIC DEVELOPMENT Assist existing area basic sector businesses by providing referral and consultation services, financial expertise, coordinated business training seminars, and general technical assistance. Create film-related employment by attracting film/still photo production companies to shoot and/or stay in Flagstaff resulting in increased retail and service industry revenues. Assist in the redevelopment and revitalization of those business areas in the community that currently support or have the potential to support basic sector businesses. PROGRAM DESCRIPTION This division, responsible for the administration of Economic Development programs, is a contracted service. Activities include development and implementation of strategies to recruit new basic sector employers to the community, retention and expansion of existing basic sector employers, and the promotion of the Flagstaff area as an excellent location for business relocation. Economic development is funded by the BBB tax. FY02 GOALS/OBJECTIVES AND RESULTS PERFORMANCE INDICATORS To actively recruit new basic sector employers to the area resulting in increased basic sector employment opportunities for Flagstaff area residents. EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION CONTRIBUTIONS TELECOM PARTNERSHIP TRAINING TOTAL None Available at this time. Actual Expenditures 2000-2001 $ 400,846 $ 400,846 Adopted Budget 2001-2002 $ 354,900 $ 354,900 Estimated Expenditures 2001-2002 $ 327,900 $ 327,900 $ 393,446 7,400 $ 400,846 $ 320,500 7,400 27,000 $ 354,900 $ 320,500 7,400 $ 327,900 Adopted SOURCE OF FUNDING: Budget 2002-2003 $ ECONOMIC DEVELOPMENT FUND 456,400 $ 456,400 Adopted Budget $ 456,400 $ 456,400 $ 322,000 7,400 100,000 27,000 $ 456,400 COMMENTARY: The Economic Development operating budget has increased 28.6% and there are no capital expenditures. Contractual increase is $100,000 for a Telecommunication Coordinator. Annual Financial Plan 185 City of Flagstaff, AZ NON-DEPARTMENTAL DIVISION 97 TRANSIT Implemented Quarterly “Mountain Line Pride Day” events for staff. PROGRAM DESCRIPTION This division collects the portion of the transportation tax that is earmarked for Transit activities. Coconino County administers the Transit program per the Intergovernmental Agreement (IGA) between the City and the County. FY03 GOALS AND OBJECTIVES To provide courteous and responsive transportation through the provisions of fixed route bus, Mountain Line, and paratransit van, VanGo programs. To implement the 5-Year Transit plan by adding routes, increasing ridership, and increasing rider satisfaction. Improve rider comfort by installing 10-20 bus shelters. Improve rider convenience by establishing a Transfer Center near Flagstaff Mall to increase connectivity between routes. Increase ridership by 80% from pre-launch levels to 17,000 riders per month by July 2003. Examine VanGo service options in the face of state funding cuts by conducting three public meetings, educating riders about options, evaluating service cuts, considering fare increases, researching innovative programs, and developing a service plan to make VanGo sustainable through 2006. FY02 GOALS/OBJECTIVES AND RESULTS To provide safe and accessible transit capabilities to the citizens of Flagstaff and Coconino County: Expanded service to 16 hours per day, Monday through Friday, and 10 hours per day on Saturday. To reduce route lengths, order new buses, and add Sunday and Holiday service: Implemented four new transit routes. Put 6 new ADA accessible, clean diesel buses into service. MAJOR ACCOMPLISHMENTS FY02 Launched a new identity for the Transit System, known as Mountain Line. Experienced a 40% increase in ridership. Implemented a Quarterly Customer Satisfaction Survey process. PERFORMANCE INDICATORS CY00 Annual Ridership Daily Hours of Service Vehicles in Service Revenue Hours Boardings per Mile Paratransit Trips EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: TRANSIT IMPROVEMENTS TOTAL 110,192 36 3 10,242 .66 30,142 Actual Expenditures 2000-2001 $ 819,673 $ 819,673 Adopted Budget 2001-2002 $ 1,436,792 $1,436,792 Estimated Expenditures 2001-2002 $ 1,322,135 $1,322,135 $ 819,673 $ 819,673 $1,436,792 $1,436,792 $1,322,135 $1,322,135 CY01 130,354 36 3 12,650 .67 30,459 Adopted SOURCE OF FUNDING: Budget 2002-2003 $ TRANSPORTATION FUND 1,592,080 $1,592,080 CY02 OR FY03 (EST) 184,000 64 4 18,587 .77 30,500 Adopted Budget 2002-2003 $ 1,592,080 $ 1,592,080 $1,592,080 $1,592,080 COMMENTARY: The Transit operating budget has increased 10.8% and there are no capital expenditures. Contractuals increases are due to increased costs as proposed by Coconino County and accepted by the City. Service expansion goals are being met. There is no major capital (>$10,000) for this division. Annual Financial Plan 186 City of Flagstaff, AZ improvement, Rio De Flag project, and parks improvements. This year’s capital improvement program is funded 19.5% through debt financing including the Water and Sewer Bond Program authorized by voters in November 1990 and the Parks and Recreation bond authorized by voters in March 1996. The grant funding of 10.6% is primarily for airport expansion, sports fields, beautification, and streets. CAPITAL IMPROVEMENTS FY 2003 CAPITAL IMPROVEMENT PROGRAM The Capital Improvement Program (CIP) for FY 2003 represents a $63.9 million investment of public funds in infrastructure and public facilities. The program is a decrease from the $71.8 million in FY 2002. The project mix has changed from prior years to 69.9% of the funding being provided on the pay-as-you-go basis versus 60.1% in FY 2002. The major projects in this year’s budget are Sunnyside improvements, Enterprise/Butler reconstruction, redevelopment/facilities, Airport Expenditure totals may be shown as inflated or non-inflated costs depending on whether the scope of work or funding amount is the determining factor. Funded projects in the five-year Capital Improvement Program fall into the following seven broad categories: General Government Streets/Transportation BBB Water Wastewater Airport Environmental Services 15.1% 38.7% 13.4% 14.1% 5.4% 11.4% 1.9% 100.0% $ $ Sources of funding are categorized in three categories as shown below: 9,619,997 24,752,053 8,556,952 9,023,763 3,430,162 7,302,843 1,246,249 63,932,019 Debt Pay-As-You-Go Grants PROGRAM CATEGORIES General Govt 15.1% 19.5% 69.9% 10.6% 100.0% $ $ 12,477,404 44,695,952 6,758,663 63,932,019 SOURCES OF FUNDING Streets/ Trans 38.7% Pay-As-YouGo 69.9% Grants 10.6% Environ Svcs 1.9% BBB Funds 13.4% Airport 11.4% Wastewater 5.4% Annual Financial Plan Debt 19.5% Water 14.1% 187 City of Flagstaff, AZ SCHEDULE OF CAPITAL FISCAL YEAR 2002-2003 GENERAL GOVERNMENT APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 DIV 11 20 21 22 24 26 29 29 29 29 29 30 30 30 30 30 30 30 30 34 34 34 65 66 66 66 66 67 PROJECT CONST/BLDG IMPROVEMENTS-NEW BRANCH BUILDING #1 DEMOLITION RAISE SUPPORT BEAM-STATION 2 STAFF ENTRY IMPROVEMENTS USGS BLDG #6-CARRYOVER LAND ACQUISITION - GUADALUPE PARK ASBESTOS ABATEMENT ACM FACILITIES TESTING AND SURVEYS ENVIRON SOILS REMEDIATION-CARRYOVER UNDERGRND STORAGE TANKS-CARRYOVER REMODEL CD SERVICE COUNTER REMODEL BATHROOMS-THERAPEUTICS ROOF-FLAG REC CENTER ENLARGE WEIGHT ROOM-FLAG RECR CNTR ADA RESTROOMS-FLAG RECR CNTR-CARRYOVER ADA RESTROOMS-ADULT CENTER-CARRYOVER ADA RESTROOMS-COGDILL-CARRYOVER ADA RESTROOMS-ACTIVITY CENTER-CARRYOVER LOCKER ROOM SHOWER TILE - FHS POOL GENERAL DRAINAGE-CARRYOVER RIO DE FLAG FLOOD CONTROL-CARRYOVER THORPE RD IMPROVEMENTS REMODEL OF COURTHOUSE KNOLES PROPERTY PAYMENT-CARRYOVER BANK ONE REMODEL-CARRYOVER ADA IMPROVEMENTS -CARRYOVER DOWNTOWN IMPROVEMENTS-CARRYOVER ACQUISITION OF OPEN SPACES-CARRYOVER TOTAL GENERAL PROJECTS CARRYFWD FY 2002 $ 34,500 136,590 200,000 115,023 50,000 41,477 122,881 80,853 67,596 9,060 2,711 2,318,656 26,830 500,000 250,000 350,000 1,487,000 485,000 $ 6,278,177 BUDGET FY 2003 322,664 333,208 20,000 34,500 136,590 200,000 85,000 45,000 115,023 50,000 26,243 6,000 32,000 48,000 41,477 122,881 80,853 67,596 9,060 153,914 4,273,042 18,116 26,830 500,000 250,000 350,000 1,487,000 785,000 9,619,997 GENERAL FUND $ 20,000 34,500 200,000 85,000 45,000 115,023 50,000 26,243 6,000 32,000 48,000 41,477 122,881 80,853 67,596 9,060 4,273,042 26,830 500,000 250,000 350,000 1,487,000 $ 7,870,505 OTHER 322,664 333,208 136,590 153,914 18,116 785,000 1,749,492 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 DIV 11 20 21 22 24 26 29 29 29 29 29 30 30 30 30 30 30 30 30 34 34 34 65 66 66 66 66 67 PROJECT CONST/BLDG IMPROVEMENTS-NEW BRANCH BUILDING #1 DEMOLITION RAISE SUPPORT BEAM-STATION 2 STAFF ENTRY IMPROVEMENTS USGS BLDG #6-CARRYOVER LAND ACQUISITION - GUADALUPE PARK ASBESTOS ABATEMENT ACM FACILITIES TESTING AND SURVEYS ENVIRON SOILS REMEDIATION-CARRYOVER UNDERGRND STORAGE TANKS-CARRYOVER REMODEL CD SERVICE COUNTER REMODEL BATHROOMS-THERAPEUTICS ROOF-FLAG REC CENTER ENLARGE WEIGHT ROOM-FLAG RECR CNTR ADA RESTROOMS-FLAG RECR CNTR-CARRYOVER ADA RESTROOMS-ADULT CENTER-CARRYOVER ADA RESTROOMS-COGDILL-CARRYOVER ADA RESTROOMS-ACTIVITY CENTER-CARRYOVER LOCKER ROOM SHOWER TILE - FHS POOL GENERAL DRAINAGE-CARRYOVER RIO DE FLAG FLOOD CONTROL-CARRYOVER THORPE RD IMPROVEMENTS REMODEL OF COURTHOUSE KNOLES PROPERTY PAYMENT-CARRYOVER BANK ONE REMODEL-CARRYOVER ADA IMPROVEMENTS -CARRYOVER DOWNTOWN IMPROVEMENTS-CARRYOVER ACQUISITION OF OPEN SPACES-CARRYOVER TOTAL GENERAL SOURCES OF FUNDING Annual Financial Plan 188 TOTAL 322,664 333,208 20,000 34,500 136,590 200,000 85,000 45,000 115,023 50,000 26,243 6,000 32,000 48,000 41,477 122,881 80,853 67,596 9,060 153,914 4,273,042 18,116 26,830 500,000 250,000 350,000 1,487,000 785,000 9,619,997 City of Flagstaff, AZ 189 11 CD Service Counter Remodel 21 Rio Drainage 16 Adult Center Restrooms 22 Thorpe Road Curb, Gutter, Sidewalk US 8 9A Annual Financial Plan 6 Land Acquisition Guadalupe Park Inte rsta te 1 7 13, 14, 15 Flag. Rec. Weight Room 7 Cogdill Asbestos Abatement 4 Police Station Entry Improvements 23 Courthouse Remodel 25 Bank One Remodel 40 ate rst e t In 6 te 6 Rou 19 FHS Pool Locker Room 2, 5 USGS Buildings 12, 18 Activity Center Restrooms / Phone Line 1 Library Construction Bldg Improvements US 89 N 3 Fire Station Support Beam not to scale 180 US City of Flagstaff, AZ The City of Flagstaff August 2002 GENERAL GOVERNMENT PROJECTS CAPITAL IMPROVEMENT PROGRAM FY 2002-2003 SCHEDULE OF CAPITAL FISCAL YEAR 2002-2003 STREETS/TRANSPORTATION APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 DIV 33 33 33 33 33 33 33 33 33 33 35 92 92 92 92 92 92 92 92 92 PROJECT RESERVE FOR IMPROVEMENTS-CARRYOVER SIDEWALK REPLACEMENT PROGRAM ANNUAL STREET MNTC PROGRAM-CARRYOVER BUTLER/ENTERPRISE RECONSTR-CARRYOVER SUNNYSIDE STREET IMPROVEMENTS-CARRYOVER KILTIE LANE-CARRYOVER TRAFFIC SIGNAL MODIFICATIONS-CARRYOVER SOUTHSIDE TRAFFIC CIRCULATION-CARRYOVER ANNUAL ADA COMPLIANCE TRAFFIC DIVERTER ON O'LEARY FOURTH ST RAIL CROSSING-CARRYOVER LOCKETT RD/THOMAS DR INTERSECTION SOLIERE AVE EXT TO FOURTH ST COUNTRY CLUB DR WIDENING DODGE AVE IMPROVEMENTS TRANSPORTATION PLANNING AND PROGRAMMING MISC SAFE TO SCHOOL PROJECTS EMPIRE ROAD EXTENTION LOOP ROAD BIRCH AVENUE CURB AND GUTTER TOTAL STREETS/TRANSPORTATION PROJECTS CARRYFWD FY 2002 $ 23,112 35,855 3,118,068 508,906 200,000 20,125 323,357 33,570 1,476,089 $ 5,739,082 BUDGET FY 2003 51,210 15,000 2,133,954 3,873,282 761,836 200,000 20,125 323,357 116,361 33,570 9,692,752 264,422 1,101,278 1,253,238 1,787,984 625,683 482,401 500,000 1,230,600 285,000 24,752,053 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 DIV 33 33 33 33 33 33 33 33 33 33 35 92 92 92 92 92 92 92 92 92 PROJECT RESERVE FOR IMPROVEMENTS-CARRYOVER SIDEWALK REPLACEMENT PROGRAM ANNUAL STREET MNTC PROGRAM-CARRYOVER BUTLER/ENTERPRISE RECONSTR-CARRYOVER SUNNYSIDE STREET IMPROVEMENTS-CARRYOVER KILTIE LANE-CARRYOVER TRAFFIC SIGNAL MODIFICATIONS-CARRYOVER SOUTHSIDE TRAFFIC CIRCULATION-CARRYOVER ANNUAL ADA COMPLIANCE TRAFFIC DIVERTER ON O'LEARY FOURTH ST RAIL CROSSING-CARRYOVER LOCKETT RD/THOMAS DR INTERSECTION SOLIERE AVE EXT TO FOURTH ST COUNTRY CLUB DR WIDENING DODGE AVE IMPROVEMENTS TRANSPORTATION PLANNING AND PROGRAMMING MISC SAFE TO SCHOOL PROJECTS EMPIRE ROAD EXTENTION LOOP ROAD BIRCH AVENUE CURB AND GUTTER TOTAL STREETS/TRANS. SOURCES OF FUNDING Annual Financial Plan $ $ 190 TRANSPORTATION HURF 51,210 15,000 2,133,954 3,873,282 761,836 200,000 20,125 323,357 116,361 33,570 2,692,752 264,422 1,101,278 1,253,238 787,984 625,683 482,401 500,000 1,000,000 230,600 285,000 8,528,695 8,223,358 GRANTS 500,000 500,000 OTHER 7,000,000 500,000 7,500,000 TOTAL 51,210 15,000 2,133,954 3,873,282 761,836 200,000 20,125 323,357 116,361 33,570 9,692,752 264,422 1,101,278 1,253,238 1,787,984 625,683 482,401 500,000 1,230,600 285,000 24,752,053 City of Flagstaff, AZ 6 Kiltie Lane 20 Birch Avenue Curb and Gutter 3 Annual Street Maintenance Overlays - East Side Chip Seal - NW Quadrant US 8 9A Annual Financial Plan Inte rsta te 1 7 7 San Francisco / Forest Signal 8 Southside Traffic Improvements 40 ate rst e t In 6 te 6 Rou 10 O'Leary Street Traffic Diverter 5 Sunnyside Street Improvements 12 Lockett Rd / Thomas Dr Intersection 19 Loop Road 191 4 Enterprise / Butler Reconstruction 11 Fourth Street Rail Crossing 18 Empire Road Extention not to scale 14 Country Club Drive Widening 15 Dodge Avenue Improvements 180 US City of Flagstaff, AZ Traffic Signals The City of Flagstaff August 2002 Street Improvements STREET / TRANSPORTATION CAPITAL IMPROVEMENT PROGRAM FY 2002-2003 US 89 N SCHEDULE OF CAPITAL FISCAL YEAR 2002-2003 BBB APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 DIV 74 74 74 74 74 74 74 74 74 74 74 75 75 75 75 75 75 75 75 75 75 75 75 75 84 85 91 91 91 91 91 91 91 91 PROJECT RT 66 ENTERPRISE TO ARROWHEAD US 89-RAILHEAD TO SNOWFLAKE-CARRYOVER REDEVELOPMENT OPPORTUNITY FUND FREEWAY TI AND CORRIDOR IMPR US 89/66-FANNING TO MALL SPECIAL PROJECTS-CARRYOVER RIO DE FLAG CORRIDOR-DOWNTOWN OPEN SPACE IMPROVEMENTS-CARRYOVER RT 66 - ELDEN TO S.F. SIGN BUY OUT RT 66 LANDSCAPE - VERDE TO SWITZER RIGHT OF WAY ACQUISITION-CARRYOVER CRESCENT TO CHESHIRE TRAIL LINK BOW & ARROW WASH TRAIL-PHASE I-CARRYOVER US 180 MULTI-USE PATH-CARRYOVER TUNNEL SPRINGS TRAIL-CARRYOVER LAKE MARY ROAD-BEULAH TO PT LONE TREE-CCC TO PINE KNOLL RIO DOWNTOWN WEST VILLAGE TO WALNUT WALNUT TO RIO FOXGLENN PHASE I &II-CARRYOVER HOSPITAL LINK FISHER POINT LINK MILLIGAN HOUSE REPAIRS BLDG IMPROVEMENTS-VISTITOR CNTR-CARRYOVER THORPE PARK IMPROVEMENTS-CARRYOVER FOXGLENN PARK IMPROVEMENTS-CARRYOVER MCMILLAN MESA PARK IMPROVEMENTS-CARRYOVER CHRISTENSEN SCHOOL FIELD IMPR-CARRYOVER THOMAS SCHOOL FIELD IMPR-CARRYOVER LAND ACQUISITION/EXPANSION-CONTINENTAL-CARRYOVER LAND ACQUISITION/EXPANSION-CHESHIRE LAND ACQUISITION-LAKE MARY TOTAL BBB PROJECTS CARRYFWD FY 2002 $ 75,000 17,049 30,000 10,000 6,285 20,000 25,000 102,148 99,896 99,850 24,841 30,000 10,000 170,000 100,000 1,503,526 150,171 178,758 1,100,000 $ 3,752,524 BUDGET FY 2003 225,000 80,690 50,000 215,000 70,000 25,000 50,000 30,000 10,000 6,285 20,000 100,000 275,000 260,000 300,000 130,150 250,000 250,000 50,000 50,000 50,000 50,000 125,000 30,000 10,000 200,000 110,944 1,804,899 164,566 443,196 396,222 900,000 800,000 1,025,000 8,556,952 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 DIV 74 74 74 74 74 74 74 74 74 74 74 75 75 75 75 75 75 75 75 75 75 75 75 75 84 85 91 91 91 91 91 91 91 91 PROJECT RT 66 ENTERPRISE TO ARROWHEAD US 89-RAILHEAD TO SNOWFLAKE-CARRYOVER REDEVELOPMENT OPPORTUNITY FUND FREEWAY TI AND CORRIDOR IMPR US 89/66-FANNING TO MALL SPECIAL PROJECTS-CARRYOVER RIO DE FLAG CORRIDOR-DOWNTOWN OPEN SPACE IMPROVEMENTS-CARRYOVER RT 66 - ELDEN TO S.F. SIGN BUY OUT RT 66 LANDSCAPE - VERDE TO SWITZER RIGHT OF WAY ACQUISITION-CARRYOVER CRESCENT TO CHESHIRE TRAIL LINK BOW & ARROW WASH TRAIL-PHASE I-CARRYOVER US 180 MULTI-USE PATH-CARRYOVER TUNNEL SPRINGS TRAIL-CARRYOVER LAKE MARY ROAD-BEULAH TO PT LONE TREE-CCC TO PINE KNOLL RIO DOWNTOWN WEST VILLAGE TO WALNUT WALNUT TO RIO FOXGLENN PHASE I &II-CARRYOVER HOSPITAL LINK FISHER POINT LINK MILLIGAN HOUSE REPAIRS BLDG IMPROVEMENTS-VISTITOR CNTR-CARRYOVER THORPE PARK IMPROVEMENTS-CARRYOVER FOXGLENN PARK IMPROVEMENTS-CARRYOVER MCMILLAN MESA PARK IMPROVEMENTS-CARRYOVER CHRISTENSEN SCHOOL FIELD IMPR-CARRYOVER THOMAS SCHOOL FIELD IMPR-CARRYOVER LAND ACQUISITION/EXPANSION-CONTINENTAL-CARRYOVER LAND ACQUISITION/EXPANSION-CHESHIRE LAND ACQUISITION-LAKE MARY TOTAL BBB SOURCES OF FUNDING Annual Financial Plan 192 $ $ BBB TRANSPORTATION 225,000 80,690 50,000 215,000 70,000 25,000 50,000 30,000 10,000 6,285 20,000 81,620 245,000 210,000 155,000 145,000 80,150 250,000 250,000 50,000 50,000 50,000 50,000 125,000 30,000 10,000 200,000 110,944 427,703 164,566 443,196 396,222 369,653 800,000 1,025,000 5,756,029 745,000 BONDS 1,277,751 1,277,751 GRANT 18,380 30,000 50,000 50,000 99,445 530,347 778,172 TOTAL 225,000 80,690 50,000 215,000 70,000 25,000 50,000 30,000 10,000 6,285 20,000 100,000 275,000 260,000 300,000 130,150 250,000 250,000 50,000 50,000 50,000 50,000 125,000 30,000 10,000 200,000 110,944 1,804,899 164,566 443,196 396,222 900,000 800,000 1,025,000 8,556,952 City of Flagstaff, AZ 193 20 West Village to Walnut 21 Walnut to Rio 23 Hospital Link 34 Lake Mary Land Acquisition 180 US 17 Lake Mary Road Beulah to PT 4 Freeway Cooridor and TI Enhancements 9 Route 66 Elden to San Francisco 26 Visitor Center Bldg Improvements 19 Rio Downtown 25 Milligan House Repairs 16 Tunnel Springs Trail 27 Thorpe Park Design Improvements 13 Crescent to Cheshire Trail Link 15 FUTS US 180 Sechrist to Fremont 33 Chesire Land Acquisition US 8 9A Annual Financial Plan Inte rsta te 1 7 14 Bow & Arrow Wash Trail Phase I 18 Lone Tree CCC to Pine Knoll 40 ate rst e t In 6 te 6 Rou 29 McMillan Mesa Park Improvements 11 Route 66 Landscape Verde to Switzer 4 Freeway TI and Corridor IMPR 31 Thomas School Field Improvements US 89 N 1 Route 66 Enterprise to Arrowhead 22 Foxglenn Phase I & II 28 Foxglenn Park Improvements 30 Christensen School Field Renovations City of Flagstaff, AZ not to scale Streetscape F.U.T.S. 32 Continental Sports Complex Land Acquisition 5 US 89/ Route 66 Fanning to Mall 2 Streetscape and FUTS; US 89, Railhead to Snowflake The City of Flagstaff August 2002 24 Fisher Point Link BBB FUNDED PROJECTS CAPITAL IMPROVEMENT PROGRAM FY 2002-2003 SCHEDULE OF CAPITAL FISCAL YEAR 2002-2003 WATER APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 DIV 47 47 47 47 47 47 47 51 51 51 51 51 51 51 51 51 51 51 52 52 52 52 52 CARRYFWD FY 2002 $ 20,000 51,719 100,000 1,667,971 103,898 873,598 206,000 $ 3,023,186 PROJECT FLOORING INSTALL DAM IMPROVEMENTS-UPPER LAKE MARY WELL MAINTENANCE AGREEMENT-LMWTP LAND ACQUISITION FUND WELL MAINTENANCE AGREEMENT-WDY MTN INNER BASIN PIPE ROOF MODIFICATIONS - CARRYOVER AMBERWOOD BOOSTER STATION-CARRYOVER WATER LOADOUT STATION-CARRYOVER AGASSIZ/DUPONT/VERDE WL COCONINO AVE. WATERLINE SUNNYSIDE PHASE 2-CARRYOVER SUNNYSIDE PHASE 3 RADIO METER INSTALL HUMPHREYS WATERLINE ISABEL RECLAIM EXTENTION RESERVE FOR IMPROVEMENTS LUCKY LANE W/L EXTENSION - CARRYOVER LMWTP FILTER MODIFICATIONS-CARRYOVER WATER SYSTEM OPTIMIZATION-CARRYOVER VULNERABILITY STUDY TOWN WELL NO.3 TOWN WELL NO.4 TOTAL WATER PROJECTS BUDGET FY 2003 6,500 20,000 150,000 20,000 250,000 95,700 20,000 55,849 100,000 297,600 144,649 1,669,620 73,059 166,000 271,532 40,000 114,883 146,500 4,109,000 206,000 50,000 516,871 500,000 9,023,763 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 DIV 47 47 47 47 47 47 47 51 51 51 51 51 51 51 51 51 51 51 52 52 52 52 52 PROJECT FLOORING INSTALL DAM IMPROVEMENTS-UPPER LAKE MARY WELL MAINTENANCE AGREEMENT-LMWTP LAND ACQUISITION FUND WELL MAINTENANCE AGREEMENT-WDY MTN INNER BASIN PIPE ROOF MODIFICATIONS AMBERWOOD BOOSTER STATION-CARRYOVER WATER LOADOUT STATION-CARRYOVER AGASSIZ/DUPONT/VERDE WL COCONINO AVE. WATERLINE SUNNYSIDE PHASE 2-CARRYOVER SUNNYSIDE PHASE 3 RADIO METER INSTALL HUMPHREYS WATERLINE ISABEL RECLAIM EXTENTION RESERVE FOR IMPROVEMENTS LUCKY LANE W/L EXTENSION LMWTP FILTER MODIFICATIONS-CARRYOVER WATER SYSTEM OPTIMIZATION-CARRYOVER VULNERABILITY STUDY TOWN WELL NO.3 TOWN WELL NO.4 TOTAL WATER SOURCES OF FUNDING Annual Financial Plan OPERATING $ 6,500 20,000 150,000 20,000 250,000 95,700 20,000 55,849 100,000 297,600 144,649 1,669,620 73,059 166,000 271,532 40,000 114,883 146,500 206,000 50,000 516,871 409,347 $ 4,414,763 194 BONDS 4,109,000 90,653 4,199,653 TOTAL 6,500 20,000 150,000 20,000 250,000 95,700 20,000 55,849 100,000 297,600 144,649 1,669,620 73,059 166,000 271,532 40,000 114,883 146,500 4,109,000 206,000 50,000 516,871 500,000 9,023,763 City of Flagstaff, AZ 195 5 Woody Mountain Well Maintainance Agreement 11 Coconino Ave. Waterline 15 Humpreys St. Waterline US 8 9A Annual Financial Plan Inte rsta te 1 7 1, 7, 19 LMWTP 12, 13 Sunnyside Improvements Phase II 2, 3 Upper Lake Mary Dam Improvements 10 Agassiz/Dupont/Verde Waterline 40 ate rst e t In 6 te 6 Rou 16 Izabel St. Reclaim Extention 6 Inner Basin Pipeline Replacement US 89 N 18 Lucky Lane Waterline 8 Amberwood Booster Station not to scale 22 Town Well No. 3 9, 23 East Side Water Salesman 180 US City of Flagstaff, AZ The City of Flagstaff August 2002 WATER SYSTEM PROJECTS CAPITAL IMPROVEMENT PROGRAM FY 2002-2003 SCHEDULE OF CAPITAL FISCAL YEAR 2002-2003 WASTEWATER APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 DIV 57 57 57 57 57 57 57 57 58 58 58 58 58 58 PROJECT RESERVE FOR ENGINEERING SVCS BIO TOWER MEDIA REPL WASTEWATER SYSTEM OPT-CARRYOVER WILDCAT SEPTAGE PIPE REPLACEMENT WILDCAT SEPS PUMP RIO PLANT CHIPSEAL WILDCAT SCREW PRESS-CARRYOVER UPGRADE/RECLAIM EXTENTION-WILDCAT HUMPHREYS SEWER REPLACEMENT ARROWHEAD/MOUNTAINVIEW SEWER REPL BIRCH AVE SEWER REPLACEMENT - CARRYOVER RIO DE FLAG SEWER INTERCEPTER RESERVE FOR IMPROVEMENTS-CARRYOVER SECOND ST SEWER REPLACEMENT - CARRYOVER TOTAL WASTEWATER PROJECTS CARRYFWD FY 2002 $ 1,100,000 238,535 44,367 417,000 31,955 311,000 $ 2,142,857 BUDGET FY 2003 30,000 1,100,000 300,000 36,000 64,169 33,360 44,367 150,000 267,024 105,547 677,494 229,246 81,955 311,000 3,430,162 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 DIV 57 57 57 57 57 57 57 57 58 58 58 58 58 58 PROJECT RESERVE FOR ENGINEERING SVCS BIO TOWER MEDIA REPL-CARRYOVER WASTEWATER SYSTEM OPT-CARRYOVER WILDCAT SEPTAGE PIPE REPLACEMENT WILDCAT SEPS PUMP RIO PLANT CHIPSEAL WILDCAT SCREW PRESS-CARRYOVER UPGRADE/RECLAIM EXTENTION-WILDCAT HUMPHREYS SEWER REPLACEMENT ARROWHEAD/MOUNTAINVIEW SEWER REPL BIRCH AVENUE SEWER REPLACEMENT RIO DE FLAG SEWER INTERCEPTER RESERVE FOR IMPROVEMENTS-CARRYOVER SECOND STREET SEWER REPLACEMENT TOTAL WASTEWATER SOURCES OF FUNDING Annual Financial Plan 196 OPERATING $ 30,000 1,100,000 300,000 36,000 64,169 33,360 44,367 150,000 267,024 105,547 677,494 229,246 81,955 311,000 $ 3,430,162 City of Flagstaff, AZ 11 Birch Avenue Replacement Sewer US 8 9A Annual Financial Plan Inte rsta te 1 7 40 ate rst e t In 6 te 6 Rou 9 Humphreys Street Sewer Replacement 6 Rio Plant Chipseal US 89 N 10, 14 Second Street Sewer Replacement not to scale 12 Rio Outfall Sewer 2, 4, 5, 7, 8 Wildcat Screen Press Wildcat Biotower Media 180 US 197 City of Flagstaff, AZ The City of Flagstaff August 2002 WASTEWATER SYSTEM PROJECTS CAPITAL IMPROVEMENT PROGRAM FY 2002-2003 SCHEDULE OF CAPITAL FISCAL YEAR 2002-2003 AIRPORT APPROPRIATIONS 1 2 3 4 5 6 7 8 DIV 37 37 37 37 37 37 37 38 PROJECT MASTER PLAN/PART 150 STUDY-CARRYOVER DESIGN/CONST N PARALLEL TAXIWAY-CARRYOVER DESIGN/CONST SAFETY AREA REHAB-CARRYOVER DESIGN/CONSTRUCT RUNWAY EXTENSION NE RENTAL CAR CLEANUP LOT CONSTRUCT 6-BOX HANGARS AND 10 SHADES AERIAL MAPPING - CARRYOVER PAVEMENT CRACK SEAL OVERLAY TOTAL AIRPORT PROJECTS CARRYFWD FY 2002 $ 547,447 2,982,374 118,174 78,785 $ 3,726,780 BUDGET FY 2003 547,447 2,982,374 118,174 503,736 950,000 1,900,000 78,785 222,327 7,302,843 GRANTS $ 522,976 2,850,562 112,892 481,219 76,764 222,327 $ 4,266,740 OPERATING FUND 24,471 131,812 5,282 22,517 2,021 186,103 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 DIV 37 37 37 37 37 37 37 38 PROJECT MASTER PLAN/PART 150 STUDY-CARRYOVER DESIGN/CONST N PARALLEL TAXIWAY-CARRYOVER DESIGN/CONST SAFETY AREA REHAB-CARRYOVER DESIGN/CONSTRUCT RUNWAY EXTENSION NE RENTAL CAR CLEANUP LOT CONSTRUCT 6-BOX HANGARS AND 10 SHADES AERIAL MAPPING PAVEMENT CRACK SEAL OVERLAY TOTAL AIRPORT SOURCES OF FUNDING Annual Financial Plan 198 OTHER 950,000 1,900,000 2,850,000 TOTAL 547,447 2,982,374 118,174 503,736 950,000 1,900,000 78,785 222,327 7,302,843 City of Flagstaff, AZ 4 not to scale The City of Flagstaff August 2002 PULLIAM AIRPORT PROJECTS CAPITAL IMPROVEMENT PROGRAM FY 2002-2003 3 6 te 6 Rou 6 0 e4 tat ers t n I 5 8 US 89 N 180 US US 8 9 A Inte rsta te 1 7 Annual Financial Plan 199 City of Flagstaff, AZ SCHEDULE OF CAPITAL FISCAL YEAR 2002-2003 ENVIRONMENTAL SERVICES APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 DIV 41 41 41 41 41 41 41 41 41 41 41 41 41 PROJECT WIND BLOWN LITTER FENCE-CARRYOVER VADOSE ZONE WELLS-LANDFILL METHANE GAS MITIGATION-CARRYOVER RESIDENTIAL DROP OFF-CARRYOVER LANDFILL CONSULTANT SERVICES TREE CLEARING-LANDFILL STORM WATER MGMT-LANDFILL-CARRYOVER METHANE MONITORING-LANDFILL-CARRYOVER MRF ENTRY IMPROVEMENTS-CARRYOVER BIN STORAGE AREA COMPLETION OF TIER II ANALYSIS CINDERLAKE LANDFILL SITE ENTRY LANDFILL CLOSURE SETASIDE TOTAL ENVIRON. SVCS. PROJECTS CARRYFWD FY 2002 $ 50,000 15,000 50,000 50,805 55,000 35,000 242,444 28,000 23,000 107,000 $ 656,249 BUDGET FY 2003 50,000 15,000 50,000 50,805 50,000 40,000 55,000 35,000 242,444 28,000 23,000 107,000 500,000 1,246,249 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 DIV 41 41 41 41 41 41 41 41 41 41 41 41 41 PROJECT WIND BLOWN LITTER FENCE-CARRYOVER VADOSE ZONE WELLS-LANDFILL METHANE GAS MITIGATION-CARRYOVER RESIDENTIAL DROP OFF-CARRYOVER LANDFILL CONSULTANT SERVICES TREE CLEARING-LANDFILL STORM WATER MGMT-LANDFILL-CARRYOVER METHANE MONITORING-LANDFILL-CARRYOVER MRF ENTRY IMPROVEMENTS-CARRYOVER BIN STORAGE AREA COMPLETION OF TIER II ANALYSIS CINDERLAKE LANDFILL SITE ENTRY LANDFILL CLOSURE SETASIDE TOTAL ENVIRON. SVCS. SOURCES OF FUNDING Annual Financial Plan 200 OPERATING $ 50,000 15,000 50,000 50,805 50,000 40,000 55,000 35,000 242,444 28,000 23,000 107,000 500,000 $ 1,246,249 City of Flagstaff, AZ Annual Financial Plan 9 MFR Entry Improvements 40 ate rst e t In 6 te 6 Rou not to scale 1, 2, 3, 4, 6, 7, 8, 10, 11, 12, 13 Cinder Hills Landfill Improvements and Administration Building 180 US 201 City of Flagstaff, AZ The City of Flagstaff August 2002 ENVIRONMENTAL SERVICES PROJECTS CAPITAL IMPROVEMENT PROGRAM FY 2002-2003 US 89 N Inte rsta te 1 7 US 8 9A PROJECT DESCRIPTIONS GENERAL GOVERNMENT 10. Underground Storage Tanks-Carryover This program was established to remove underground storage tanks from City properties. These funds are tentatively being held to assist with the facility remediation ordered by DOJ/ADA. Should these funds not all be needed for the DOJ/ADA, they will be returned to the division to complete the original project intent. No effect on operating costs. 1. Construction/Bldg Improvements-New Branch Remodel the East Flagstaff Library Branch within the Coconino Community College facility located on 4th Street. Anticipated opening is January 2003. Increased operating costs estimated at $76,000. 2. Building #1 Demolition Complete the demolition of Building #1 on the USGS campus. No effect on operating costs. 11. Remodel CD Service Counter Front counter remodel for Community Development to enhance customer service. No effect on operating costs. 3. Raise Support Beam-Station 2 Increase the vertical clearance of Fire Station #2 to house the fire equipment inside the station. No effect on operating costs. 12. Remodel Bathrooms-Therapeutics Restroom remodel at the Therapeutic Recreation Center for full ADA accessibility. No effect on operating costs. 4. Staff Entry Improvements Modify vestibule entrance at LEAF for staff. No effect on operating costs. 13. Roof-Flag Rec Center Replacement of the Flagstaff Recreation Center roof as the current roof is brittle and past life expectancy. No effect on operating costs. 5. USGS BLDG #6-Carryover Complete the construction on USGS building #6 (replaced Building #1). No effect on operating costs as facility is leased to the USGS through the Government Services Administration and facility costs are captured through the lease. 14. Enlarge Weight Room–Flag Rec Center Retrofit an existing racquetball court in the Flagstaff Recreation Center to enlarge the adjacent weight room. An increase in operating costs will be realized over time as equipment replacement needs will be necessary. 6. Land Acquisition-Guadalupe Park Acquisition of approximately one acre of land to secure the ownership and public use of Guadalupe Park and the existing ball field. Operating costs will increase due to additional land maintenance. 15. ADA Restrooms–Flag Recr Center-Carryover Complete the restroom remodel at the Flagstaff Recreation Center so that they are all ADA compliant. No effect on operating costs. 7. Asbestos Abatement Provide asbestos abatement in City facilities to aid maintenance on minor building renovations. No effect on operating costs. 16. ADA Restrooms-Adult Center-Carryover Complete the restroom remodel at the Adult Center so that they are all ADA compliant. No effect on operating costs. 8. ACM Facilities Testing and Surveys Survey and testing at new or existing City facilities for asbestos and other potential contaminates. No effect on operating costs. 17. ADA Restrooms-Cogdill-Carryover Complete the restroom remodel at the Cogdill Center so that they are all ADA compliant. No effect on operating costs. 9. Environmental Soils Remediation-Carryover Provide for the investigation and remediation of contaminated soils at former fueling facilities, underground storage tanks, and other contaminated soils. These funds are being held to assist with facility changes ordered by DOJ/ADA. Should these funds not all be needed for the DOJ/ADA, they will be returned to the division to accomplish the original project intent. No effect on operating costs. Annual Financial Plan 18. ADA Restrooms-Activity Center-Carryover Complete the restroom remodel at the Activity Center so that they are all ADA compliant. No effect on operating costs. 202 City of Flagstaff, AZ 24. Knoles Property Payment-Carryover Completes the purchase of the Knoles property initiated in FY 2002. No effect on operating costs. 19. Locker Room Shower Tile-FHS Pool Replace tile floors and repair tile walls in the showers at the Flagstaff High School (FHS) pool. No effect on operating costs. 25. Bank One Remodel-Carryover Completes the remodel of leased space in the downtown Bank One facility. Staff relocation dates targeted for September 2002 and January 2003. Operating costs increased by approximately $100,000. 20. General Drainage-Carryover Funding to design and construct drainage projects to resolve identified problem areas. As projects completed, operating costs are reduced due to the reduction of sandbagging, pumping, or storm clean up needed. 26. ADA Improvements-Carryover Completes the DOJ/ADA improvements as required to City facilities. No effect on operating costs. 21. Rio de Flag Flood Control-Carryover In conjunction with the U.S. Army Corps of Engineers, design and construct flood damage reduction improvements on the Rio de Flag and Clay Avenue Wash as identified in the Feasibility Study and Environmental Impact Study. Operating impacts are yet to be determined. 27. Downtown Improvements-Carryover Improvements that facilitate Downtown Gateway needs as defined by the Regional Plan. No current effect on operating costs. 28. Acquisition of Open Space-Carryover Fund set aside to purchase regional or urban open space as the opportunities arise. Dependent on quantity of open space purchase, operating costs estimated to not exceed $10,000 for the first three years. 22. Thorpe Rd Improvements Street, curb, and gutter improvements to Thorpe Road. No effect on operating costs. 23. Remodel of Courthouse City Court remodel to take advantage of vacated space. Remodel affects three areas that include the downstairs front, downstairs rear, and the upstairs rear. Custodial costs may be minimally affected. PROJECT DESCRIPTIONS 1. Reserve for improvements-Carryover Funding for unidentified street improvements. impact on the operating budget is negligible. STREETS/TRANSPORTATION 5. Sunnyside Street Improvements-Carryover Provides for street and drainage construction throughout the Sunnyside neighborhood in conjunction with utility replacements. Street and storm drain maintenance costs will increase. The 2. Sidewalk Replacement Program Funding to assist private property owners in replacing deteriorated improvements at the property frontage. The operating budget is reduced as this program minimizes maintenance costs. 3. Annual Street Mntc Program-Carryover Benefits city-wide public streets and extends the service life of pavement sections and minimizes reconstruction costs. There is no impact on the operating budget. 6. Kiltie Lane-Carryover These dollars represent a cash contribution to participate with Coconino County and private property owners to reconstruct the public roadway to current standards. This action facilitates the development south of Kiltie Lane and provides public access. Operating costs will be impacted through additional street maintenance if it is accepted as a City street. 4. Butler/Enterprise Reconstr-Carryover Allows for increased traffic capacity, level of service, and rail crossing safety at Butler and Enterprise. It is also a multi-modal link between Route 66 and Butler Avenue. Operating costs are increased as traffic lanes, traffic signaling, urban trails, and landscape maintenance have increased. 7. Traffic Signal Modifications-Carryover Two projects have been identified which are located at Beulah Boulevard at McConnell Drive and Butler Avenue at Lone Tree. Both intersections will provide protected left turn phases to enhance intersection safety and operation. The impact on the operating budget is negligible. Annual Financial Plan 203 City of Flagstaff, AZ 15. Dodge Ave Improvements New roadway that complements the East Flagstaff Gateway Area Redevelopment by connecting Dodge Avenue to old Route 66. This project will enhance traffic flow, allow for the Mall expansion, and allows for improvements to the existing industrial park. Operating impacts have not been determined as the project scoping has not been completed. 8. Southside Traffic Circulation-Carryover To mitigate vehicle speeds and enhance pedestrian and bicycle circulation, traffic signals and pedestrian improvements will be provided at the Cottage Avenue and Benton Avenue intersections. Operating costs will be increased through additional traffic signal maintenance. 9. Annual ADA Compliance These dollars are used citywide on public streets to replace non-conforming sidewalk and handicap ramps within the public right-of-way. There is no impact on the operating budget. 16. Transportation Planning and Programming Through the CIP committee and the Citizens Advisory Committee allows for community wide transportation projects to be identified and prioritized based on needs assessment and public input. It includes pedestrian bikeways, urban trails, and safe-to-school improvements. Impacts on the operating budget will be determined as projects are formulated. 10. Traffic diverter on O’Leary Installation of a traffic diverter at O’Leary and Butler. Operating costs may be impacted dependent on final design. 17. Misc Safe to School Projects Miscellaneous projects identified in the various City school areas that enhance child and other pedestrian safety. Operating costs are determined at such time the project is scoped. 11. Fourth St Rail Crossing-Carryover Provides an arterial connection of North and South Fourth Street with grade separated rail crossing relocation of Burlington Northern/Santa Fe railroad tracks. The operating budget impact has not as yet been determined. 18. Empire Road Extension As part of the East Flagstaff Gateway Area Redevelopment, the extension of Empire Road to includes utilities and storm water control to connect Empire to U.S. 89. This connection will allow traffic to drive directly to U.S. 89 alleviating traffic congestion and providing a traffic separation for cars and trucks. Operating impacts will be determined through the overall ongoing evaluation and development of the East Flagstaff Gateway Area Redevelopment. 12. Lockett Rd/Thomas Dr Intersection A Safe-to-School project reconstructing the Lockett Road/Thomas Drive intersection to improve pedestrian access and safety. There is no impact on the operating budget. 13. Soliere Ave Ext to Fourth St Extends Soliere Avenue from Foxlair Drive to South Fourth Street. It will provide a three-lane roadway with a traffic signal provision and turn lanes on Fourth Street. Traffic signal maintenance costs will increase. 19. Loop Road As part of the East Flagstaff Gateway Area Redevelopment, the Loop Road is a new road to include utilities and storm water control connecting Old Route 66 through the Mall area property. This road will act as the major connector between old Route 66 and U.S. 89 and provide auto access to the Mall and all points to the rear. Operating impacts will be determined through the overall ongoing evaluation and development of the East Flagstaff Gateway Area Redevelopment. 14. Country Club Dr Widening Widens the existing roadway from 2 traffic lanes to 4 traffic lanes with a raised median and 10’ of urban trail. This will also enhance traffic capacity and safety by providing continuity of the roadway section from Interstate 40 to the existing intersection at Soliere. Operating costs may be impacted as there are additional traffic lanes, landscaping, urban trails, and stormdrain issues. Annual Financial Plan 20. Birch Avenue Curb and Gutter Replaces curb and gutter on Birch Avenue. No impact on the operating budget. 204 City of Flagstaff, AZ PROJECT DESCRIPTIONS BBB open space system. Operating expenses for open space is estimated to be $10,000 per year. 1. Rt 66 Enterprise to Arrowhead Extends new 10’ wide FUTS path on Route 66 from Enterprise through the Arrowhead intersection. It will provide additional landscape enhancements to screen less desirable views to the south. Operating costs are estimated to increase $10,000 per year. 9. Rt 66-Elden to S.F. Allow for enhancements from Elden to San Francisco. Streetscape projects increasing operating costs at approximately $6,000 per acre. 2. U.S. 89-Railhead to Snowflake-Carryover Design and construct street landscape improvements on both sides of U.S. 89 and in the median (where feasible) from Railhead north to Snowflake. Streetscape projects increasing operating costs at approximately $6,000 per acre. 10. Sign Buy Out Ongoing project anticipated culminating in FY 2003. No effect on operating costs. 11. Rt 66 Landscape-Verde to Switzer Allow for enhancements on Route 66 from Verde to Switzer Canyon. Streetscape projects increasing operating costs at approximately $6,000 per acre. 3. Redevelopment Opportunity Fund Annual contribution to City sponsored redevelopment projects to cover urban design and enhancement components. There is no operating impact. 12. Right of Way Acquisition-Carryover To purchase needed right of way and greenbelt corridors for planned FUTS links. Operating costs for FUTS paths vary by project. 4. Freeway TI and Corridor Impr Design and construct gateway treatment consisting of monument sign and landscaping at each of the 6+ major City entries. These will be constructed at the rate of one per year as cooperative projects with ADOT. Exact locations are yet to be determined. Streetscape projects increasing operating costs at approximately $6,000 per acre. 13. Crescent to Cheshire Trail Link Extends the existing Rio North Trail to the Cheshire neighborhood and to U.S. 180 and Fremont intersection per the FUTS master plan. It adds approximately 1.7 miles to the FUTS system. A Heritage Fund grant has been approved for this project. Operating costs for FUTS paths vary by project. 5. U.S 89/66-Fanning to Mall Design multi use path and some landscaping, south side of old 66 from Fanning to the vicinity of Spur. Streetscape projects increasing operating costs at approximately $6,000 per acre. 14. Bow & Arrow Wash Trail-Phase 1-Carryover Provides approximately 2 miles of 10’ wide packed aggregate trail connecting the existing Rio system to the Bow & Arrow neighborhood through the Bow & Arrow wash and NAU property. A Heritage Trails Grant of $76,000 has been awarded to assist in the construction of this project. Operating costs for FUTS paths vary by project. 6. Special Projects-Carryover Funds are allocated each year to construct smaller scale neighborhood improvements throughout the City to broaden and build support for the BBB tax. Operating impact is project specific. 15. U.S. 180 Multi-Use Path-Carryover Provides approximately 1.6 miles of a new 10’ path on the northeast side of U.S. 180 providing access from Fremont to Sechrist School. This project includes rightof-way acquisition, utility relocation and under grounding, and miscellaneous pre-construction costs. Completion is anticipated in the late fall of 2003. Operating costs for FUTS paths vary by project. 7. Rio de Flag Corridor-Downtown Allows for enhancements along the Rio de Flag project including FUTS and landscaping. The operating impact has not been determined at this time. Streetscape projects increasing operating costs at approximately $6,000 per acre. 8. Open Space Improvements-Carryover City owned open space is currently unmarked and often in need of clean up and/or rehabilitation. This program also extends logo marker identification for open space areas and will develop greater coherence for the entire Annual Financial Plan 16. Tunnel Springs Trail-Carryover Provides approximately 1.5 miles of trail connecting the existing Observatory Mesa Trail through the state lands to Railroad Springs. This will eventually connect to the 205 City of Flagstaff, AZ downtown area along the south side of the BNSF tracks. Operating costs for FUTS paths vary by project. laws. Minimal increases, if any, to operating expenses are anticipated. 17. Lake Mary Road-Beulah to PT Provides approximately 1.0 mile of trail on the south side of Lake Mary Road, connecting Beulah to the Ponderosa Trail system. Operating costs for FUTS paths vary by project. 28. Foxglenn Park Improvements-Carryover Includes development of 22 acres at the Foxglenn Park to complete the 28-acre park. The additional park maintenance expense has been reflected in the 5 year operating plan, but has not been segregated from the other park maintenance. 18. Lone Tree CCC to Pine Knoll Provides additional trail access from Coconino Community College (CCC) to the Pine Knoll area. Operating costs for FUTS paths vary by project. 29. McMillan Mesa Park Improvements-Carryover This development will improve the amenities of the McMillan Mesa park, a three acre area. This should allow for improved maintenance efficiency and ADA compliance through the provision of additional sidewalk linear footage with ramps. Operating expense impacts have been reflected in the 5-year operating plan, but have not been segregated from the other park maintenance. 19. Rio Downtown Provides an approximate 0.5-mile path from Sitgreaves to San Francisco with associated pedestrian/bike improvements. This will connect the Rio system to the Route 66 path. Operating costs for FUTS path vary by project. 30. Christensen School Field Impr-Carryover Field improvements at Christensen School on the turf to provide additional public recreation and soccer use. Expenses associated with the field improvements will be funded through BBB, and have not been segregated from the other park maintenance costs. 20. West Village to Walnut Provides approximately 1.5 miles adjacent to the BNSF rail lines on the south side to connect West Village to Walnut. Operating costs for FUTS paths vary by project. 21. Walnut to Rio Provides approximately 0.5 miles adjacent to the BNSF rail line to connect Walnut to Sitgreaves, including an under crossing at Walnut. Operating costs for FUTS paths vary by project. 31. Thomas School Field Impr-Carryover Field improvements at Thomas School on the turf to provide additional public recreation and soccer use. Expenses associated with the field improvements will be funded through BBB, and have not been segregated from the other park maintenance costs. 22. Foxglenn Phase I & II-Carryover Completes the path through the Foxglenn Park. Operating costs for FUTS paths vary by project. 32. Land Acquisition/Expansion-Continental-Carr Acquisition of 100+ acres of land adjacent to the existing Continental Park to expand the park into a regional category. There are minimal maintenance costs for the undeveloped land as activity is limited to weed and debris removal. 23. Hospital Link New trail development linking from Forest Avenue to U.S. 180 behind the Fort Valley Shopping Center to Beaver. Operating costs for FUTS paths vary by project. 33. Land Acquisition/Expansion-Cheshire Lease with option to purchase land adjacent to Cheshire Park would provide approximately 8 additional acres. There are minimal maintenance costs for the undeveloped land as activity is limited to weed and debris removal. 24. Fisher Point Link Additional FUTS trail project. Operating costs for FUTS paths vary by project. 25. Milligan House Repairs General maintenance repair to the Milligan House. Minimal impact on operating costs. 34. Land Acquisition-Lake Mary Phase I purchase of approximately 127 acres of USFS land for regional park development. This is located on Lake Mary Road, north of the City of Flagstaff water treatment plan. There are minimal maintenance costs for the undeveloped land as activity is limited to weed and debris removal. 26. Bldg Improvements-Visitor Cntr-Carryover To complete building improvements to the Visitor Center including flooring. Operating costs are not impacted. 27. Thorpe Park Improvements-Carryover A majority of these funds will be used to improve the lighting with new technology at Thorpe Park. This will result in reduced risk/liability, improve the maintenance efficiency, and to conform to “dark skies” goals, and ADA Annual Financial Plan 206 City of Flagstaff, AZ PROJECT DESCRIPTIONS WATER 1. Flooring Install Contractual installation of approximately 900 square feet of commercial ceramic tile and cove base at the Lake Mary Water Treatment Plant control building. Operating costs are not impacted. pressures throughout the Continental area can be reduced to safer levels. Operating cost impacts will be offset as the current high pressure has the potential to cause excessive damage in the event of water main breaks. 2. Dam Improvements-Upper Lake Mary Rehabilitation and improvements of the surface water intake at the Upper Lake Mary dam site. Operating cost impacts are reflected in the operating budget. 9. Water Loadout Station-Carryover High volume loading station to load big trucks faster. This will alleviate backup of customers waiting for water. Operating cost impact in minimal. 3. Well Maintenance Agreement-LMWTP Annual service agreement to maintain, repair, or replace critical wellhead equipment at the Lake Wary Wellfield and Wellwater booster pumps at the raw water pump station. Operating costs would be much greater without the maintenance agreement. 10. Agassiz/Dupont/Verde WL Replace approximately 1,725’ of 2” galvanized waterline with 8” PVC main and add two fire hydrants. The current lines are too small resulting in high maintenance and inadequate fire flows. Operating costs will be reduced. 11. Coconino Ave. Waterline Replace approximately 820’ of 2” and 4” pipe with 8” PVC. The existing lines are undersized resulting in high maintenance and inadequate fire flows. Operating costs will be reduced. 4. Land Acquisition Fund A sinking fund for the acquisition of property in the Lake Mark wellfield area as it becomes available to expand and protect potential efforts at exploration and wellfield development. Operating cost impact is negligible until such time as a well is placed on the property. 12. Sunnyside Phase 2-Carryover This project replaces old and undersized waterlines in the Sunnyside area. The project includes drainage, sewer, sidewalk, and street improvements in those locations where the waterlines are being replaced. The operating budgets impact has not been segregated for this project. 5. Well Maintenance Agreement-Wdy Mtn Well maintenance agreement to maintain, repair, or replace critical wellfield equipment at the Woody Mountain wellfield and wellwater pumps at the Woody Mountain Booster Station and wellsite upgrade project. Operating costs would be greater without the maintenance agreement. 13. Sunnyside Phase 3 See Sunnyside Phase 2. 6. Inner Basin Pipe Annual purchase of ½ mile of 16” ductile iron pipe to replace deteriorating sections of the Inner Basin Pipeline. The entire pipeline is approximately 14 miles and runs from the Inner Basin to the Reservoir Filtration Plant on Schultz Pass Road. The existing pipe was installed in 1926, and the deterioration allows for a great deal of water loss. When this project is completed, operating costs will decrease. 14. Radio Meter Install Purchase and installation of 1000 radio read meters for the pilot program. The automation of the meter reading will reduce staffing needs and provide for a safer, estimate free, meter reading process. Maintenance cost offsets for the program will be offset by personnel savings. 7. Roof Modification-Carryover Existing foam roofing system at the North Reservoir Filtration plant is allowing problematic leaking over various building areas. Modifications needed to prevent further structural damage. Operating costs should decrease. 15. Humphreys Waterline Work is being done in conjunction with ADOT to rebuild Humphreys Street. ADOT will not continue with this project due to the old lead joint pipe currently in place due to the fear of leaks and damage to the new roadway. This project replaces the 12” cast iron waterline with new PVC. Operating costs will decrease with newer piping. 8. Amberwood Booster Station-Carryover Construction of a small booster station to boost pressure to Amberwood and to the Foxhill/Wakonda area so Annual Financial Plan 207 City of Flagstaff, AZ 16. Isabel Reclaim Extension This extends the reclaim water line from Isabel Street to the Babbitt Office Building located at 1515 E. Cedar. The operational cost impact has not been segregated for this project. 20. Water System Optimization-Carryover Continues the EMA contract for services and automation of the water system to remain competitive with privatized water systems. The operating cost impact varies with implementation. 17. Reserve for Improvements These monies are budgeted each fiscal year for unanticipated water projects. Operating cost impact is determined by the project as initiated. 21. Vulnerability Study Mandated vulnerability assessment of the City water system, mandated by proposed legislation. Operating impacts will be assessed after the study is complete and system changes are budgeted. 18. Lucky Lane W/L-Carryover Tie in existing 8” main at the intersection of Lucky Lane and Butler to an existing 8” main at Jay Street. Adds approximately 800’ of new main. Operating costs not segregated to this project. 22. Town Well No. 3 Design, drill, and equip the last of the five wells that had been included in the 1990 Bond Program. It is located on Industrial Drive in the vicinity of Blocklite. Operational expenses will increase with a well addition. 19. LMWTP Filter Modifications-Carryover Modifies the existing treatment plant for enhanced filtration capabilities for microbial removal (giardia and cryptosporidium). The new chlorine building will meet OSHA requirements. The operating cost impact is undetermined. 23. Town Well No. 4 Design and construction of Well House and equipment to run a new well located at the shop on Commerce Drive. Operational expenses will increase with a well addition. PROJECT DESCRIPTIONS WASTEWATER 5. Wildcat SEPS pump This is a fourth Secondary Effluent Pump to provide a spare for high flow periods. This may have an additional operating impact, dependent upon reliability. 1. Reserve for Engineering Svcs Sets aside dollars to hire external engineering services as needed. There is not an impact on operating costs. 2. Bio Tower Media Repl The media is approximately 20 years old at the Wildcat Hill Wastewater Plant. It has been recently inspected and reveals a need for replacement, as media deteriorates over time. This replaces the media in two towers. There is no impact on existing operating costs. 6. Rio Plant Chipseal This is a regular capital/operational maintenance item as roadways deteriorate over time. This will chipseal the roadways around the Rio de Flag Reclaimed Water Plant. There is no residual operating impact. 7. Wildcat Screw Press-Carryover The screw press is needed to remove grit prior to hauling dirt to the landfill. Operating costs will increase due to additional machine maintenance. 3. Wastewater System Opt-Carryover This process continues the optimization of the Wastewater Treatment plants and Collection System operation. The budget includes an allowance for EMA Consulting and automation costs. Operating impact is undetermined. As part of the optimization process is piloting a skill based pay program, it is anticipated that any increases in operating costs due to higher salary structures will be offset with decreased staffing needs. 8. Upgrade/Reclaim Extension-Wildcat This provides a basis of design report to upgrade the Wildcat plant to the same level of treatment as the Rio de Flag plant and connect the two reclaim water systems. Operating costs will not increase until such time as plant modifications are made. 4. Wildcat Septage Pipe Replacement This project will replace the existing 6” septage drain with two 12” lines from the septage basins to the plant influent line. The existing line frequently plugs, so it is anticipated that the need for the Rotomat will be eliminated, which may reduce operating costs. Annual Financial Plan 9. Humphreys Sewer Replacement This project replaces approximately 1,200’ of 6” VCP sewer with new 8” PVC on Humphreys Street from Columbus Street to Fine Street. Operating costs changes should be minimal. 208 City of Flagstaff, AZ The existing sewer is baldy damaged from hydrogen sulfide, so this project will slipline approximately 1 ¾ mile of 33” diameter sewer along the Rio de Flag between old Highway 66 and the Wildcat Treatment Plant. Operating expenditure changes have not been segregated to this project. 10. Arrowhead/Mountain View Sewer Repl This project replaces approximately 5,400’ of 6” sewer along Arrowhead and Mountain View in the Sunnyside area. The sewer needs to be increased to meet current engineering standards and is also a frequent maintenance problem due to its condition. Maintenance expenditures are anticipated to decrease. 13. Reserve for Improvements-Carryover These monies are budgeted every year for unanticipated sewer line projects. Operating expenditure impacts are not determined until such time as the project is defined. 11. Birch Avenue Sewer Replacement This project replaces approximately 4,275’ of 6” and 8” sewer in the downtown residential area on Birch Avenue west of Humphreys. This will replace old, undersized VCP sewer. Operating expenditure changes have not been segregated to this project. 14. Second St. Sewer Replacement-Carryover Replacement of 2200’ of 6” sewer on Second Street, from 6th Avenue to south of 1st Avenue. Operating expenditure impacts have not been segregated to this project. 12. Rio de Flag Sewer Interceptor PROJECT DESCRIPTIONS AIRPORT clean up area does not meet EPA requirements for stormwater run off. There may be minimal operating increases that would be offset by enhanced airport revenues. 1. Master Plan/Part 150 Study/Carryover The Master Plan completed in 1991 is nearing build out. This project will complete a new 20-year master plan and will include environmental assessments and a noise study. Operating impacts will be budgeted when projects are implemented. 6. Construct 6 Box Hangars and 10 Shades There is currently inadequate space to house aircraft. Providing additional space will minimally increase operating expense, however operating revenue will be increased to offset. 2. Design/Const N Parallel Taxiway-Carryover Construct new parallel taxiway north from terminal to the end of runway 21. The existing parallel taxiway is too close to the runway to meet current FAA criteria for aircraft separation during instrument operations. Operating expense impact will be minimal as this is a replacement of an existing taxiway. 7. Aerial Mapping-Carryover Complete aerial mapping related to carrier apron. There is no impact to operating. 8. Pavement Crack Seal Overlay Provided to maintain existing pavement service life. Operating impact is minimal. 3. Design/Const Safety Area Rehab-Carryover To fill and level the 1000’ x 250’ safety area at the south end of the runway to meet FAA criteria for safety. A slight increase in operational expense will be incurred as additional grounds maintenance will be required. 4. Design/Construct Runway Extension NE Additional runway length is needed to accommodate regional jet aircraft. This will extend runway north by 1200’ to 1500’ and includes a 1000’ safety area. Operating expenses will increase due to additional pavement maintenance, mowing, and snow removal considerations. 5. Rental Car Cleanup Lot Construct a rental car parking area south of the control tower to include clean up facilities, as the rental car Annual Financial Plan 209 City of Flagstaff, AZ PROJECT DESCRIPTIONS ENVIRONMENTAL SERVICES incrementally. Operating budget impacts are not yet quantified and would be offset through the landfill rate structure model. 1. Wind Blown Litter Fence-Carryover Construction of a wind blown litter fence at the property boundary of the landfill is required. Operating budget impacts are not yet quantified and would be offset through the landfill rate structure model. 8. Methane Monitoring-Landfill-Carryover The landfill operating permit requires the installation of monitoring wells at the property boundary. Several existing wells are located on the interior of the property boundary, so new wells will be installed at the new boundary as needed. Operating budget impacts are not yet quantified and would be offset through the landfill rate structure model. 2. Vadose Zone Wells-Landfill Vadose zone monitoring wells require raising in 10’ increments concurrent with landfill operations. Vadose zone monitoring wells were required per the landfill operating permit to satisfy the ground water safety monitoring requirement. Operating budget impacts are not yet quantified and would be offset through the landfill rate structure model. 9. MRF Entry Improvements-Carryover In conjunction with Norton Environmental and BNSF, this would allow for the City’s portion of the spur crossing to be constructed by BNSF. There would not be an operating cost impact due to this renovation at the recycling facility. 3. Methane Gas Mitigation-Carryover The landfill has developed a problem exceeding regulatory limits of methane gas at the property boundary. A passive trench system has been installed to alleviate the problem. These funds allow for an alternate solution should the trench system fail. Operating budget impacts are not yet quantified and would be offset through the landfill rate structure model. 10. Bin Storage Area Construction of a 6’ high slated chain link fence, gates, pavement, grading, and other related work to meet DRB mandates for storage adjacent to residential solid waste building. Operating budget impacts are not yet quantified and would be offset through the landfill rate structure model. 4. Residential Drop Off-Carryover Construct a drop off area that would be designated for residential customers eliminating the presence of residential vehicles on the working face of the landfill. Operating budget impacts are not yet quantified and would be offset through the landfill rate structure model. 11. Completion of Tier II Analysis Consultant fees for scheduled projects at the landfill. Operating budget impacts are not yet quantified and would be offset through the landfill rate structure model. 5. Landfill Consultant Services This is established as a contingency budget for consultant services for projects requiring third party design or engineering per ADEQ. Possible projects include methane collection systems or vadose zone well projects. Operating budget impacts are not yet quantified and would be offset through the landfill rate structure model. 12. Cinderlake Landfill Site Entry Finish work on the Household Hazardous Waste building for site improvements (does not include any building costs.) Operating budget impacts are not yet quantified and would be offset through the landfill rate structure model. 6. Tree Clearing-Landfill To 100 acre lateral expansion of the landfill has heavy growth of ponderosa pines throughout. The trees need to be removed in phases to enable landfill crews to begin excavation. Operating budget impacts are not yet quantified and would be offset through the landfill rate structure model. 13. Landfill Closure Set Aside Federal and state regulations require than environmental damage caused by landfills be mitigated and that action be taken to prevent future damage. This allows for the future anticipated closure and post closure costs. The funds that are set aside represent the future operating impact. 7. Stormwater Mgmt-Landfill-Carryover The landfill operating permit requires the installation of systems to control stormwater runoff. The system design is complete and the system will be installed Annual Financial Plan 210 City of Flagstaff, AZ Annual Financial Plan 211 City of Flagstaff, AZ Ending Balance $ 1,671,206 71,794,788 17,604,950 20,433,502 7,498,299 7,595,409 3,324,337 13,777,612 1,560,679 Expenditures General Government Public Works: Streets BBB Utilities: Water Utilities: Wastewater Airport Environ Svc & Stormwater Total Expenditures 13,314,344 15,091,893 43,388,551 71,794,788 $ 1,671,206 Resources Bonds Grants Pay-as-you-go Total Resources Beginning Balance Budget 2001-2002 - 37,645,920 9,779,421 10,345,036 1,922,249 4,762,517 1,580,020 8,408,879 847,798 4,515,596 7,640,660 20,789,664 32,945,920 4,700,000 Estimate 2001-2002 - 63,932,019 9,619,997 24,752,053 8,556,952 9,023,763 3,430,162 7,302,843 1,246,249 12,477,404 6,758,663 44,695,952 63,932,019 - Budget 2002-2003 - 32,496,967 2,662,500 15,311,470 3,300,000 3,606,700 2,452,576 4,228,721 935,000 4,000,000 5,066,848 23,430,119 32,496,967 - Budget 2003-2004 - 27,060,726 1,378,500 8,335,426 2,630,000 2,414,200 2,902,600 8,465,000 935,000 4,000,000 7,343,600 15,717,126 27,060,726 - Budget 2004-2005 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM SUMMARY FISCAL YEARS 2002-2008 - 22,364,292 933,000 9,402,092 1,780,000 2,497,500 2,676,700 4,100,000 975,000 6,000,000 4,233,460 12,130,832 22,364,292 - Budget 2005-2006 - 21,712,057 570,000 7,835,557 2,330,000 3,428,500 2,973,000 2,115,000 2,460,000 5,953,800 3,703,176 12,055,081 21,712,057 - Budget 2006-2007 - 22,011,900 490,000 2,880,000 1,355,000 5,077,100 7,804,800 3,000,000 1,405,000 10,184,100 2,811,800 9,016,000 22,011,900 - Budget 2007-2008 - 227,223,881 25,433,418 78,861,634 21,874,201 30,810,280 23,819,858 37,620,443 8,804,047 47,130,900 37,558,207 137,834,774 222,523,881 4,700,000 Total Plan Annual Financial Plan 212 City of Flagstaff, AZ Total General Real Estate Proceeds Redevelopment Acquisitions Acquisition of Open Spaces East Flagstaff Branch Library $ 17,604,950 400,000 485,000 - 200,000 25,000 4,950,000 900,000 Non-Departmental Knoles property Payment Bank one Remodel ADA Improvements Downtown Improvements Radios General Fund Capital Projects Fire Station #6 Police/ Sheriff Facility 74,021 5,353,972 20,266 4,409,828 Drainage General Drainage Rio De Flag Hydrology Study Thorpe Road Drainage Smokerise Drainage Other projects USGS Improvements USGS Facility-1997 Bond Remodel of Courthouse 390,063 - Environmental and Facilities Asbestos Testing/Surveys Facilities Testing and surveys Underground Storage tanks Soils Remediation Remodel CD Service Counter 396,800 $ Parks and Recreation General Fire Station 2 raise beam Budget 2001-2002 - 9,779,421 400,000 - - 200,000 700,000 74,021 3,034,031 20,266 34,700 1,563 4,274,858 230,023 43,494 766,465 Estimate 2001-2002 9,619,997 785,000 322,664 34,500 500,000 250,000 350,000 1,487,000 - 153,914 4,273,042 18,116 - 333,208 136,590 26,830 85,000 45,000 50,000 115,023 26,243 607,867 20,000 Budget 2002-2003 - 2,662,500 150,000 - - - 75,000 1,729,000 18,500 - - 130,000 - 560,000 Budget 2003-2004 - 1,378,500 150,000 - - - 75,000 870,000 18,500 - - 130,000 - 135,000 Budget 2004-2005 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2002-2008 - 933,000 150,000 - - - 75,000 443,000 - - 130,000 - 135,000 Budget 2005-2006 - 570,000 150,000 - - - 75,000 80,000 - - 130,000 - 135,000 Budget 2006-2007 - 490,000 150,000 - - - 75,000 - - 130,000 - 135,000 Budget 2007-2008 25,433,418 322,664 400,000 1,535,000 20,000 2,474,332 880,023 85,000 45,000 50,000 158,517 26,243 334,771 4,411,448 26,830 602,935 10,429,073 75,382 34,700 500,000 250,000 350,000 1,487,000 700,000 200,000 34,500 - Total Plan Annual Financial Plan 213 City of Flagstaff, AZ BBB Beautification Special Projects (Neighborhoods) Route 66 - Fourth To Arrowhead Route 66 - Verde To Switzer Canyon Rio De Flag Corridor - Enhancements Freight Depot Restoration Route 66 - West Rt 66 Streetscape Route 66 - Switzer To Enterprise City Gateways Openspace Restoration/Enhancements Sign Buyout Program Route 66 - Elden To San Francisco (Incl 2 Spot) Route 66 - Fanning To Mall Route 66 - Enterprise To Arrowhead Route 66-Enterprise/Butler US 89 Railhead to Snowflake Redevelopment Opportunity Fund Adot Fwy Corridor & TI Enhance Ptnrshp FUTS-Right of Way & Open Space Opportunity FUTS-Rio To Foxglenn: Ph. I & II FUTS-Fisher Point & Az. Trail Row FUTS-Crescent To Cheshire: Phases I & II FUTS-Bow & Arrow I & II FUTS-Us 180 Sechrist To Fremont FUTS-Us 180 Sechrist To Forest FUTS-Hospital Link - Forest to Beaver FUTS-Museum N. Az to Elden Lookout Rd. FUTS-Mc Millian Mesa E. Slope; Cedar to Izabel FUTS-Fourth Street, Butler to Rt. 66 FUTS-Switzer Wash; Butler to Huntington FUTS-Tunnel Springs Trail FUTS-Mc Millian Mesa FUTS-Downtown Rio Corridor FUTS-Lonetree Corridor FUTS- Walnut To Rio FUTS-Lake Mary Rd; Beullah to Ponderosa Tr. FUTS-West Village To Walnut FUTS-Lake Mary Rd to City Limits FUTS-Airport - Tuthill Impr. & Connections FUTS-Sinclair Wash to Woody Mtn. Road FUTS-U Highlands to Woody Mtn Rd FUTS-U Highlands to Sinclair Wash $ - 150,000 - 25,000 20,000 50,000 31,800 10,000 60,000 160,047 50,000 150,125 100,000 74,871 30,000 152,148 150,000 - Budget 2001-2002 7,951 20,000 50,000 25,000 2,237 10,000 44 75,000 50,000 150,000 75,000 50,000 30,000 50,000 50,104 50,150 - Estimate 2001-2002 50,000 250,000 50,000 250,000 50,000 - 25,000 20,000 50,000 30,000 6,285 10,000 70,000 225,000 80,690 50,000 215,000 100,000 50,000 30,000 275,000 260,000 300,000 125,000 130,150 Budget 2002-2003 25,000 100,000 30,000 250,000 50,000 75,000 100,000 250,000 550,000 200,000 800,000 200,000 - - Budget 2004-2005 25,000 100,000 30,000 20,000 250,000 700,000 50,000 75,000 100,000 250,000 500,000 150,000 50,000 150,000 50,000 Budget 2003-2004 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2002-2008 550,000 - 25,000 300,000 30,000 50,000 75,000 100,000 250,000 200,000 200,000 Budget 2005-2006 25,000 500,000 30,000 50,000 75,000 100,000 225,000 150,000 175,000 150,000 650,000 200,000 Budget 2006-2007 150,000 150,000 200,000 200,000 - 25,000 100,000 30,000 50,000 75,000 100,000 275,000 - Budget 2007-2008 157,951 40,000 1,200,000 25,000 182,237 6,285 40,000 570,044 225,000 855,690 350,000 740,000 675,000 325,000 60,000 525,000 585,000 850,104 250,000 125,000 150,000 175,000 150,000 150,000 180,300 750,000 650,000 600,000 1,100,000 250,000 250,000 550,000 650,000 200,000 200,000 200,000 Total Plan Annual Financial Plan 214 City of Flagstaff, AZ Total BBB Recreation Continental Land Acquisition Thorpe Park Christensen Sechrist Thomas Foxglenn Park McMillan Mesa Park Cheshire Land Acquisition Lake Mary Land Acquisition Aquatic Center Design Work Reserve Tourism Milligan House Improvements Building Improvements-Visitor Center BBB (continued) $ 7,498,299 1,000,000 1,875,000 100,000 30,000 411,543 202,258 2,059,526 205,981 200,000 200,000 Budget 2001-2002 1,922,249 100,000 50,000 411,543 23,500 556,000 55,720 - 30,000 Estimate 2001-2002 8,556,952 900,000 110,944 443,196 396,222 1,804,899 164,566 800,000 1,025,000 - 10,000 200,000 Budget 2002-2003 - 3,300,000 700,000 100,000 Budget 2003-2004 - 2,630,000 - Budget 2004-2005 - 1,780,000 - Budget 2005-2006 - 2,330,000 - Budget 2006-2007 - 1,355,000 - Budget 2007-2008 21,874,201 1,000,000 810,944 493,196 411,543 419,722 2,360,899 220,286 800,000 1,025,000 100,000 - 10,000 230,000 Total Plan Annual Financial Plan 215 City of Flagstaff, AZ Total Streets/Transportation Transportation 4th Street Overpass Reserve for improvements Transportation CIP - Gen Admin Misc Safe to School Univ Heights Pedestrian Refuge Thomas Drive Urban Link Sidewalk - Thomas School Sidewalk - University Heights Dr. Misc Bike/Ped Soliere Avenue Country Club Drive Dirt Streets Program Transportation Planning Birch avenue Curb and Gutter Dodge Avenue Empire Avenue Extension Test Drive Road Loop Road Streets/Transportation Streets Curb, Gutter, Sidewalk Schultz Pass Rd Realign Overlay Lake Mary Rd @ LDS Enterprise/Butler Reconstruction Signal - Forest and San Francisco Southside Traffic Improvements ADA Compliance Kiltie Lane Minor Traffic Improvements Sunnyside Traffic Signal Modification Traffic Diverter - San Fran & O'Leary Bus Pullouts Reserve for Improvements 3,100,881 4,816,972 - 15,000 532,902 2,017,780 326,909 7,735,000 80,000 553,335 100,364 200,000 724,200 25,000 45,000 110,000 50,159 $ 20,433,502 . $ Budget 2001-2002 10,345,036 1,790,807 24,621 25,011 107,909 26,294 50,556 77,747 19,908 322,362 115,858 8,848 - 16,380 672,151 1,981,925 298,756 4,067,570 79,920 20,151 259,020 215,294 33,570 103,325 27,053 Estimate 2001-2002 24,752,053 625,683 285,000 1,787,984 500,000 1,230,600 9,692,752 482,401 264,422 1,101,278 1,253,238 15,000 2,133,954 3,873,282 323,357 116,361 200,000 761,836 20,125 33,570 51,210 Budget 2002-2003 15,311,470 5,264,343 1,787,400 1,640,000 1,750,000 2,333,900 15,000 1,500,000 209,827 100,000 661,000 50,000 Budget 2003-2004 8,335,426 5,246,426 460,000 - 15,000 1,500,000 100,000 964,000 50,000 Budget 2004-2005 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2002-2008 9,402,092 6,448,792 - 15,000 1,500,000 100,000 190,000 1,098,300 50,000 Budget 2005-2006 7,835,557 4,936,557 - 15,000 1,500,000 100,000 190,000 1,044,000 50,000 Budget 2006-2007 2,880,000 - 15,000 1,500,000 100,000 250,000 965,000 50,000 Budget 2007-2008 78,861,634 106,380 672,151 11,615,879 298,756 7,940,852 79,920 553,335 875,381 200,000 630,000 5,709,430 20,125 67,140 103,325 328,263 33,379,677 24,621 507,412 107,909 290,716 50,556 77,747 19,908 1,423,640 1,369,096 8,848 625,683 285,000 3,575,384 2,600,000 1,750,000 3,564,500 Total Plan Annual Financial Plan 216 City of Flagstaff, AZ Water/Wastewater Water Annual Well Maint-Lake Mary Purch of Property Rights-Watershed Annual Well Maint-Woody Mtn Inner Basin Pipeline Roofing Replacement-LM Dam Improvements Well Maintenance-Inner Basin Floor Installation East Rt 66/Enterprise Waterline Water Loading Station Lucky Lane Waterline Butler/Lucky Lane Waterline Enterprise/Huntington Waterline Isabel Reclaim Extension Meter Replacement Amberwood Booster Agassiz/Dupont/Verde Waterline Coconino Ave Waterline Humphreys Waterline (ADOT) Black Barts/Sinagua Hts Waterline Foxgelnn/Skyview Waterline Sunnyside Improvements Infrastructure Railhead Ponderosa Trails to Airport W/L Mohawk Dr Waterline Elm Street Waterline CC College/NAU Waterline Talkington/Lynn/Elizabeth Waterline Benton/SF Alley/Elden Waterline Franklin Waterline (Beaver/Lone Tree) N. San Francisco Alley Waterline Park Street Waterline (Santa Fe/Dale) Aspen Waterline (Sitgreaves/Aztec) Reserve Lake Mary Dam Grouting System Vulnerability Town Well #4 Equip. Town Wells 3 & 4 LMWTP Filter Modifications Water Production Wells EMA System Improvements Lake Mary Wellfield #2 Pipeline Total Water $ 150,000 20,000 250,000 92,000 40,000 61,678 1,852 7 105,844 47,199 150,000 198,580 732,537 118,415 702 1,466,945 1,226,402 91,653 4,762,517 350,297 110,000 1,600,000 2,100,000 340,000 7,595,409 Estimate 2001-2002 150,000 20,000 250,000 92,000 40,000 100,000 106,798 178,816 47,199 150,000 250,299 1,710,000 Budget 2001-2002 114,883 50,000 500,000 516,871 4,109,000 206,000 9,023,763 150,000 20,000 250,000 95,700 20,000 20,000 6,500 100,000 146,500 40,000 166,000 55,849 297,600 144,649 271,532 1,742,679 Budget 2002-2003 3,606,700 150,000 20,000 250,000 98,500 752,600 771,700 172,100 1,276,000 115,800 - Budget 2003-2004 2,414,200 381,500 69,900 114,100 245,400 119,100 - 150,000 20,000 250,000 101,200 963,000 Budget 2004-2005 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2002-2008 2,497,500 322,000 188,500 122,400 - 150,000 20,000 250,000 104,000 1,340,600 Budget 2005-2006 707,200 3,428,500 215,300 69,000 125,700 - 150,000 20,000 250,000 106,800 1,784,500 Budget 2006-2007 3,737,000 68,400 5,077,100 306,600 306,600 128,900 - 150,000 20,000 250,000 109,600 - Budget 2007-2008 1,050,000 140,000 1,750,000 707,800 60,000 20,000 61,678 6,500 1,852 100,007 252,344 47,199 40,000 316,000 254,429 297,600 144,649 271,532 752,600 771,700 6,735,416 1,276,000 381,500 69,900 114,100 245,400 322,000 188,500 215,300 69,000 306,600 306,600 845,198 702 50,000 500,000 1,983,816 5,335,402 4,444,200 297,653 68,400 30,810,280 Total Plan Annual Financial Plan 217 City of Flagstaff, AZ Total Water and Wastewater Wastewater Buffalo Park Tank Repaint Rio Computer Primary Effluent Pump Replace Reclaimed Water Storage Reserve Plant Engineering WW System Optimization Wildcat Screw Press Rio Plant Screw Press Rio Plant Chem Feed Wildcat Crackseal WC Upgrade/Reclaim Connection WW Plant Expansion Design Bio Tower Media Wildcat Add'l SEPS Pump Rio Plant Chipseal Septage Pipe Replacement Wildcat SCADA Wildcat Loadout Replacement Rio Plant UPS Wildcat Crackseal Additional Digestor at Wildcat Replacement Dredge Rio Plant Additional Filter Rio Plant Clear/Skim Modifier Wildcat Primary Clarifier Coating Wildcat Crackseal Wildcat Pipe Replacement Wildcat Grease Treatment Wildcat Blast and Mortar Wash Second Street Sewer EMA System Improvements Birch Ave Sewer Humphreys Sewer (ADOT) Arrowhead/Mt. View Sewer Wildcat Boiler Replacement Continental Outfall Sewer Reclaimed Loadout Station Mike's Pike Sewer Terrace/Birch Sewer Lower Greenlaw Sewer Rio Outfall Reserve Total Wastewater 30,000 36,510 340,000 61,800 60,100 50,000 10,069 1,100,000 312,667 437,400 803,796 81,995 3,324,337 $ 10,919,746 $ Budget 2001-2002 6,342,537 125,000 30,000 6,467 15,194 36,510 101,465 5,500 45,000 50,017 10,000 215,153 68,000 821,714 50,000 1,580,020 Estimate 2001-2002 12,453,925 30,000 300,000 44,367 150,000 1,100,000 64,169 33,360 36,000 311,000 677,494 267,024 105,547 229,246 81,955 3,430,162 Budget 2002-2003 6,059,276 313,500 53,000 23,200 29,000 115,800 257,500 150,576 1,147,700 43,700 231,700 86,900 2,452,576 Budget 2003-2004 5,316,800 2,263,000 189,400 122,700 238,200 89,300 2,902,600 Budget 2004-2005 5,174,200 1,134,500 112,000 183,600 12,900 61,200 247,200 168,000 213,000 207,700 244,800 91,800 2,676,700 Budget 2005-2006 6,401,500 1,256,600 906,000 125,700 339,200 251,300 94,200 2,973,000 Budget 2006-2007 12,881,900 6,447,100 265,600 264,300 161,200 312,000 257,900 96,700 7,804,800 Budget 2007-2008 54,630,138 125,000 30,000 6,467 15,194 66,510 401,465 49,867 45,000 50,017 10,000 150,000 7,703,700 1,100,000 64,169 33,360 36,000 313,500 53,000 23,200 29,000 2,378,800 189,400 2,163,200 112,000 183,600 12,900 452,500 264,300 161,200 526,153 257,500 745,494 417,600 1,253,247 43,700 247,200 168,000 213,000 546,900 312,000 2,274,860 590,855 23,819,858 Total Plan Annual Financial Plan 218 City of Flagstaff, AZ Total Airport Airport Master Plan Update Design/Construct Apron Replacement Demolition Bldgs/Apron Environmental Services Design & Constr Air Carrier Apron Design & Constr Taxilane/Apron-GA Design/Constr JWP/Pulliam Widening Design/Constr ARFF & Snow Equip New Parallel Taxiway North Land Acquisition Safety Area Rehab RW3 Runway Extension Future Projects-FAA Pavement Crack Seal Overlay Rental Car Clean up area West Hangar Area Aerial Mapping 700,033 1,145,000 100,093 1,130,000 8,579,695 1,140,000 982,791 - $ 13,777,612 $ Budget 2001-2002 8,408,879 76,500 1,950,930 6,468 5,289 984,734 5,268,395 116,563 - Estimate 2001-2002 7,302,843 547,447 2,982,374 118,174 503,736 222,327 950,000 1,900,000 78,785 Budget 2002-2003 4,228,721 322,467 125,000 281,254 3,500,000 - Budget 2003-2004 8,465,000 200,000 200,000 1,925,000 1,140,000 5,000,000 - Budget 2004-2005 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2002-2008 4,100,000 2,500,000 1,600,000 - Budget 2005-2006 2,115,000 1,140,000 500,000 475,000 - Budget 2006-2007 3,000,000 3,000,000 - Budget 2007-2008 946,414 1,950,930 6,468 5,289 984,734 2,700,000 1,800,000 2,050,000 8,532,023 2,280,000 234,737 9,003,736 3,500,000 697,327 950,000 1,900,000 78,785 37,620,443 Total Plan Annual Financial Plan 219 City of Flagstaff, AZ - 28,000 500,000 100,000 210,109 100,125 85,000 52,000 35,000 25,000 240,445 - $ $ Total Stormwater Utility - - Budget 2001-2002 $ 1,560,679 $ Stormwater Utility Drainage Improvements Total Environmental Services Environmental Services Bin Storage Area Annual Setaside - Landfill Closure Landfill Consultant Fees Landfill Fencing - Lateral Expansion Cinderlake Landfill Site Entry Cinderlake Landfill Residential Dropoff Methane Control Methane Mitigation Methane Gas Collection Wells Extension of Well (Vadoze Well) Tree Clearing Landfill MRF Entry Improvements Landfill Site Improvement Completion of Tier II Analysis HH Hazardous Waste Building Budget 2001-2002 1,246,249 28,000 500,000 50,000 50,805 50,000 35,000 15,000 40,000 242,444 23,000 107,000 Budget 2002-2003 525,000 - 500,000 25,000 - Budget 2003-2004 525,000 - 500,000 25,000 - Budget 2004-2005 - - Estimate 2001-2003 - - Budget 2002-2003 410,000 410,000 Budget 2003-2004 410,000 410,000 Budget 2004-2005 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2002-2008 847,798 199,027 500,000 5,103 10,000 133,668 Estimate 2001-2003 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2002-2008 450,000 450,000 Budget 2005-2006 525,000 - 500,000 25,000 - Budget 2005-2006 850,000 850,000 Budget 2006-2007 1,610,000 - 500,000 85,000 1,000,000 25,000 - Budget 2006-2007 850,000 850,000 Budget 2007-2008 555,000 - 500,000 30,000 25,000 - Budget 2007-2008 2,970,000 2,970,000 Total Plan 28,000 3,500,000 50,000 30,000 5,103 60,805 85,000 1,050,000 35,000 140,000 40,000 242,444 133,668 23,000 306,027 5,834,047 Total Plan twelve month period by the City. The City has issued $16.8 million and $16.3 million is outstanding as of July 2, 2002. Approximately $45.5 million in capacity is currently available in junior lien or senior lien bonds. FINANCING THE CAPITAL PLAN The major sources of financing capital improvements in the upcoming fiscal year are: Operating Funds Debt Financing Grants 69.9% 19.5% 10.6% JUNIOR LIEN BONDS PAYABLE FROM HIGHWAY USER TAX REVENUES In order for the City to issue junior lien bonds, the City must have received Highway Users Tax Revenues in the twelve months preceding the issuance of the bonds in an amount equal to 1.5 times the highest annual debt service requirements (principal and interest) on all HURF bonds outstanding. Additionally, if coverage is not at least two times the highest debt service requirements, then the proposed bonds must bear a rating at the time of the issuance of “A” or better by one of the nationally recognized rating agencies. The City issued $5.6 million of junior lien bonds in FY 1993 and all bonds are still outstanding. The City may issue any combination of junior and senior lien bonds as long as the coverage requirements are satisfied. Approximately $45.5 million in capacity is currently available in junior lien bonds or as senior lien bonds. The rating agencies (Standard and Poors' Corp. and Moody Investors, Inc.) view 15% from operating funds as highly favorable. The City currently is financing 69.9% of its CIP out of operating funds. However, because of large funding requirements, debt financing still continues to be the major source of financing for capital improvements. A brief description of the major types of financing available and limitations as to use is presented below. GENERAL OBLIGATION (G.O.) BONDS The bonds issued are general obligations of the City secured by the full faith and credit of the City through its power to tax. In order for bonds to be issued, voter authorization must be obtained. Debt service (payment of principal and interest) is to be paid from the proceeds of ad valorem taxes, i.e., property taxes. The Arizona Constitution and State Statutes limit the indebtedness that a jurisdiction may incur by the type of project constructed. The City can issue G.O. bonds up to 20% of the secondary assessed valuation for projects involving water, sewer, artificial lighting, parks, open space, and recreational facilities. For all other general-purpose improvements, the City may issue up to 6% of its secondary assessed valuation. $34.1 million was outstanding on July 2, 2002, and the City has $20.2 million in available capacity at the 6% debt margin and $57.3 million in available capacity at the 20% debt margin as of July 1, 2002. In November 1996, $8.2 million in General Obligation bonds for Parks and Recreation improvements was approved and $1.1 remains to be issued. WATER AND SEWER REVENUE BONDS In addition to water/sewer G.O. bonds, the City can sell bonds that pledge utility revenues. Debt service requirements are paid from the net revenue derived by the City from the operations of its water and sewer system after provision has been made for the payment from such revenues of the reasonable and necessary expenses of the operation and maintenance of such systems. Therefore, there is no legal limitation on indebtedness that can be incurred; rather, there is only the practical limitations imposed by what the utility rate structures will support. The $40.7 million authorized by voters in November 1990 can be either G.O. bonds or revenue bonds. The issuance thus far has been G.O. bonds. The $6.8 million remaining authorization was sold in FY 2003 through the Water Infrastructure Financing Authority (WIFA). The City is pledging the revenue of its water and wastewater system. HIGHWAY USER REVENUE (HURF) BOND The State distributes a share of the motor vehicle fuel tax to cities based partially on population (50% of allocation) and partially on jurisdiction of origin. This special revenue source can only be used for maintenance or construction of streets and highways. Special revenue bonds can be issued for construction of street projects, with the gas tax revenues pledged as a source of debt repayment. The annual total debt service, both principal and interest, cannot exceed 50% of the HURF distribution received for the most recent Annual Financial Plan SPECIAL IMPROVEMENT/ASSESSMENT DISTRICTS Special improvements/assessments are a means of financing services or capital improvements that benefit specific property owners more than the 220 City of Flagstaff, AZ certificates are remitted through a trust and per the lease agreement to the lessor. Lease payments are made to the trustee who then remits the appropriate funds to the certificate holders. Additionally, the trust holds an assignment agreement with the lessor to protect the investors. Certificates of Participation are often brokered through private placements to hold down issuance costs. general public. Majority consent must be obtained from the property owners within the designated geographic assessment district. These property owners are then levied a supplemental property tax assessment for their share of the costs of the improvements. The City is currently assessing two districts. MUNICIPAL FACILITIES CORPORATION (MFC) BONDS LEASE FINANCING The Flagstaff Municipal Facilities Corporation, Inc. (MFC) is a not-for-profit corporation over which the City exercises significant oversight authority. It was formed to assist the City in acquiring land and constructing improvements thereon, constructing and acquiring improvements upon land owned by the City, and in any other way incurring expenses to improve the use of presently owned facilities, or as they may be expanded in the future. The City Charter requires that to construct projects, with the exception of utilities, public safety and street facilities in excess of $1 million require voter approval. The $1 million limit is adjusted annually by the consumer price index at July 1 of each year. The estimated amount July 1, 2002 is $1.8 million. Under this type of debt financing, a governmental entity enters into a contractual arrangement with the issuer to construct or otherwise acquire facilities and/or equipment that is needed by the entity. Ordinarily, all operation and maintenance costs are the responsibility of the lessee (borrower). The lease terms are generally structured such that the rental payments are sufficient to meet debt service costs as well as any administrative expenses. Usually a reserve fund is set aside at inception as security to obtain a competitive interest rate. Typically, lease financing is used for acquisition of major capital equipment, e.g., computer systems, fire apparatus, which are very expensive and have a useful life greater than five years but typically are not expected to have a useful life as long as the terms of bonds issued. The Corporation finances various projects for the benefit of the City by issuing MFC bonds. Bonds may be issued without voter approval and without limitation as to interest rate or amount. The City enters into a rental lease agreement with the corporation sufficient to service the debt on the MFC bonds. The bonds are made marketable by assuring, prior to entering into any lease agreement with the MFC, the City will maintain an excise, transaction privilege, and franchise tax base at least three times the maximum annual debt service. GRANTS Grants are contributions of cash or other assets from another governmental entity to be used or expended for a specified purpose, activity, or facility. Grants can be either capital grants or operating grants. Capital grants are for the acquisition or construction of fixed assets and usually require some local effort match. All other grants are considered operating grants. Grants have specific compliance requirements including prescribing the activities allowed and not allowed, eligibility requirements, matching level of effort or earmarking requirements, reporting requirements, and special provisions to be taken into consideration. Most municipalities in Arizona have utilized this method of financing to construct major public projects such as municipal complexes, civic centers, and sports complexes. In September 1997, voters approved $4.7 million in MFC Bonds for the construction of a facility to be leased by USGS. The City issued these bonds in FY 2001 and all bonds are still outstanding. In May 2000, the City received voter authorization to issue $25 million in bonds for the construction of an overpass at 4th Street. The current expansion at Pulliam Airport is being financed with proceeds from the sale of airpark property and ADOT and FAA grants. Major funding for the City's various affordable housing programs is provided through HOME and Community Development Block grants. The City has also received major funding for a streetscaping project under the ISTEA (Intermodal Surface Transportation Efficiency) grant. CERTIFICATES OF PARTICIPATION This type of financing is often used for lease purchases and is very similar to bond financing. An official statement for the certificates is prepared, which very closely resembles bondoffering statements. Proceeds from the Annual Financial Plan 221 City of Flagstaff, AZ other purposes. Costs are lower because non-debt financing does not incur interest costs. The major drawbacks of pay-as-you-go financing include inadequacy of funds available (taxes, reserves); erratic impact on rate structures (water/sewer rates); legislative approval (formation of improvement district); and political difficulties (impact fees or other exactions). Block Grant Programs. The Federal government distributes grant funds under eight omnibus block grant programs. With the 1995 Census, HUD designated Flagstaff as an Entitlement Community. This designation allows the City to receive funding directly from HUD. These funds will be used primarily for low income housing repair and construction and infrastructure in low-income neighborhoods. The City is currently funding 69.9% of capital improvements on a pay-as-you-go basis. Capital improvements that are considered ongoing improvements and maintenance required expenditures are built into the rate structure of the two enterprise funds (Utilities and Environmental Services). Additionally, the City has sinking reserve funds for landfill closure. INTERGOVERNMENTAL AGREEMENTS (IGA) Infrastructure needs may, at times, overlap different jurisdictional boundaries. Jurisdictions then often enter into an IGA for the construction and proportionally shared payment of the project. One jurisdiction will act as primary lead agent for project management purposes. The Transportation Regional Plan and Storm Drainage Master Plan, in particular, may often require coordinated efforts between the City, Arizona Department of Transportation (ADOT) and Coconino County. FIVE-YEAR PROJECTIONS BY FUND GENERAL FUND The five-year financial projection includes ongoing expenditures related to capital purchases and revised service levels. This includes financing for flood control, facility needs, and land acquisition. The parks division has increased to reflect additional duties for new projects that are estimated to be completed over the next five years. These include new Parks, Streetscape projects, FUTS trails, and the recently completed Heritage Square. STATE REVOLVING LOAN FUND Arizona has established a revolving fund empowered to accept Federal capitalization grants for publicly owned wastewater treatment projects pursuant to the Federal Water Pollution Control Act and Water Quality Act. In order to qualify for the Federal monies, the State must match a 20% contribution into the fund. The WIFA that issues bonds that are then lent to different governmental entities to finance projects, manages Arizona’s fund. Projects are submitted to WIFA for review and prioritization. Based on this compilation, projects are then eligible for funding. The City previously received a $6 million loan from these funds for the reclaimed water distribution system. The WIFA board approved an additional loan of $6.8 million in water improvements. As financial conditions change in the city the five-year projections are continually updated to balance the on-going sources and uses of funds, whether the change is a planned expenditure, increases in insurance costs or changes in revenue sources. The projections also include other factors such as inflation and turnover based on historical experience. STREETS Another loan program available through the State is the Arizona State Transportation Board's Airport Revolving Loan Program. The loans are provided for airport-related construction projects not eligible for federal funding or under other programs and are designed to improve airport self-sufficiency. The City received a $600,000 loan from these funds for the construction of an additional hangar. The five-year financial projection includes rolling stock replacements, increased maintenance for new construction and estimates to purchase cinders for snow season. Capital includes annual allocations for the street overlay program, ADA compliance, the Fourth Street overpass project, and minor street improvements. PAY-AS-YOU-GO FINANCING LIBRARY Projects funded on a pay-as-you-go basis derive their financing from current revenue streams or prior savings that have been kept in fund balance. This method of financing eliminates the need for borrowing and thereby preserves debt capacity for Annual Financial Plan The Library Fund projects on-going operations at the current level of funding. Also included are the operating and maintenance costs related to 222 City of Flagstaff, AZ the on-line automation completed in FY 2001. project that considered routine in nature; principal and interest payments on bonded debt related to utility construction; and maintaining a year-end fund balance sufficient to ensure adequate working capital. was TOURISM Tourism continues on-going operations at the current level of funding. AIRPORT The Airport includes the five-year capital plans as presented to ADOT and FAA with the necessary city match and General Fund subsidy combined with continued operations and expected revenue changes, including the new fixed base operator beginning in FY 2002. The Airport has $7.3 million budgeted for capital projects, of which ADOT and FAA are expected to fund $4.2 million. RECREATION The five-year financial projection includes estimated timing of projects and the related increase in funds transferred to the General Fund for operations and maintenance of new parks based on acreage and historical costs. Additional insurance premiums for amenities such as skate parks are also transferred to the General Fund. As of June 2001 the city issued $3.1 million in General Obligation bonds. The city currently has remaining authority to issue $1.1 million in general obligation bonds for parks projects, but does not intend to issue this authority. ENVIRONMENTAL SERVICES Included in the five-year projection is the anticipated funding to cover the landfill closure and post-closure costs at the end of the useful life of the landfill. The five-year projection balances anticipated revenues at current rates with on-going operations, capital needs and revised service levels for all operations. A State grant has enabled the City to construct a Household Projects Collection center located at the Cinderlake Landfill. A year-round Hazardous Waste program will be fully implemented in 2003. REAL ESTATE PROCEEDS The Real Estate Proceeds Fund has budgeted for open space acquisition. The future allocations for the purchase of open space are contingent on the sale of the property and will be adjusted as the sales occur. SECONDARY PROPERTY TAX FUND The five-year projection uses the current assessed valuation figures from the county to estimate property taxes that will be available for debt service expenditures. The projection assumes additional voter authorization to be issued in the future and maintaining the existing tax rate. This allows the city to look at the longterm property tax rates to smooth the highs and lows and maintains a more level tax rate from year to year. UTILITIES The City uses a rate model to balance on-going costs, revised service levels and capital expenditures with anticipated revenues over a ten-year period. Based on this model that was updated in 2002, no rate increase is anticipated. The City’s water and wastewater operations are operated as an Enterprise Fund activity, i.e., self-sustaining operations with user fees and charges based on a “cost-of-service” methodology. The rate model determines the minimum revenue requirements needed to support operations including: all operating and maintenance costs; capital improvements Annual Financial Plan 223 City of Flagstaff, AZ Annual Financial Plan 224 City of Flagstaff, AZ                         -!% 0 % *    !&                                                     !% 0 % * +2%%( 45  0& !&%   % & 5 0 #& 6  /'$%&7   !&!% 0 % * !&  !" # !" $%&' %(!" %)  * % & %   # #)% *& !" # #)% # !" &+ !"  %,% # ,% +  -$ %   +    $ % .) %+   $ % /)% 0&%# %  ,  %,& %  $%1   % & $2#0 ( /   %(  -&%0 % /&% .) % .) %  * %  % 3   &                                                                                                                                                                                                                                                          Annual Financial Plan 225 City of Flagstaff, AZ  & % "'  %           . ! $%&7  + ? &>(9 + 8# /& %& !&. ! $%&7  %                                :;                                    :;                                     :;                                  :;   :; :; :; :;                                 :;                                     :;                                   :;                           :; :; :; :; :; :; :;  :;    :; :; :;             !% 0 % . +2%%( 4%0 &&8 &'  %  #     $%& /&( &' /8, /'$%&7   %'&%  %& # %  !&!% 0 % . "      /'>/*$   3*# /' /' !&/'>/*$   %  +  $& &00 % <' %( %  &&' % &  9 =$& & >/) &/&'$1 !&  # %  +       !&.' %      8 2# %  +  :&' %; +  :% & ; !&8 2# %           :;     8 '%  ,  %  %& 3  # %  /&(8 &'  % $& $26&%1 9&8 '%  /& ( + * % /)% !&8 '%  "'  %                                                  :;   Annual Financial Plan 226 City of Flagstaff, AZ %        '" . "8 # $""%10  1+%10  '+10  1+            1+%2  3"+4  5!"+67 $+1+%2  3"+45!"+67 '+80 "   (0  "      & 0"  # $""% # $""%!" ) " 1+   $+& 0"              '" . " ) !  "/ '+'" . " )     ,       !" # $""%& " '( ) "  "  *   + '+                                                                                                                                                                                                                         Annual Financial Plan 227 City of Flagstaff, AZ            )! , ! 1 -  !* )")! , ! 1    0 45 !  0 45 !   )"0 45 !         0 .!  1. !   /.  !  ! 2"  2.  /.  !  ! 32"   )" /.  !               )! , !   -  !*   ,  " '   )! ."! ")/ )")! , !                ! " !    # $%&' !   ()*  !    +   "    )"                                                                                                                                                                                                                                 Annual Financial Plan 228 City of Flagstaff, AZ           ' 2# !        $! , ! ) . +/-0 !   1   ,  "1 $"$! , ! "                             ' (!  )( !  $!  *(  %(  ! +#! ) !( #!  (!"   #, - (!"   $" %(  !                          ! " !    # $% "&!"   !    $"                                                                                                                                                             Annual Financial Plan 229 City of Flagstaff, AZ           "!1    $ $ "  & , +  ) 01))  ! (   "!"  & , !&)     * '   +  ,'    -.   /-!   "! #'       "  &  "  '!  !"#("(    !) "!"  &     $        !     "#        %   ! "!                    $$ $$ $ $ $$  $$ $        $      $  $$   $$ $   $              $$                 $      $              $$   $             $         $$     $        $   $          $   $     $$   $$ $$   $$         $    $ $$$   $$$ $    $        $   Annual Financial Plan 230 City of Flagstaff, AZ               ( )#  &' *  $ +# # , ) #   ' - $#,    .*/& 0 #$1$+#$2   # 3*$   "4$#)#$2  $ !)  #                            !   " # "$ $   # % #   &  #' $ # % # "                                                                                                                                                                                          Annual Financial Plan 231 City of Flagstaff, AZ             #! + ! ( ,  !- #"#! + ! (        & '!  (' !   $'  ! )'  $'  !  ! *)"   #" $'  !                  ! " !    #$    ! "    %   "    #"                                                                                                                                                                   Annual Financial Plan 232 City of Flagstaff, AZ            ( )#  &  #*) #  +, # '-+  # $ -$# , $$*. #  # $ !)  #                 # % # " &  #' $ # % # "           !   " # "$ $                                                                                                                                                                    Annual Financial Plan 233 City of Flagstaff, AZ                 #! & ! , .  !* + /' !    &  " #"#! & ! ,      + )!  ,) !   $)  ! -)  $)  ! #" $)  !            #! & !   ' "!(%!")#$* #"#! & !                   ! " !    #$    ! "    "%!"  #"                                                                                                                                                                                Annual Financial Plan 234 City of Flagstaff, AZ                 ( )!  *)  +)  ! $" +)  !            $! % !   &  !' $"$! % !                       ! "    #   " $"                                                                                                                                     Annual Financial Plan 235 City of Flagstaff, AZ                 ( )!  *) !   +)  ! $" +)  !            $! % !   &  !' $"$! % !                  ! " !     ! "    #   "    $"                                                                                                                                 Annual Financial Plan 236 City of Flagstaff, AZ         !     !  !  $ %  &%    '%   ()*   +    #  '%       !        ! !               #           !!" !" ! !!" !!" !!" !!"      ! !  ! ! ! !      ! !  ! ! ! !      ! !  ! ! ! !                ! !  ! ! ! !    ! !  ! ! ! !    ! !  ! ! ! !    ! !  ! ! ! !   Annual Financial Plan 237 City of Flagstaff, AZ         + ,% !  + ,% !  "#+ ,% !                                     "! $ !    !  # % #!&'!#( !&")* "#"! $ !                !    "#                                                                                                          Annual Financial Plan 238 City of Flagstaff, AZ                    &" ) " * +,*,!-  "  !  "%!" .   &!&" ) " *                       !"#$"!% "#&' ( "    &!                                                                                                                                    Annual Financial Plan 239 City of Flagstaff, AZ                 & ' "  # %#& ' "                              ! " #!   $   #    %#                                                                                                                   Annual Financial Plan 240 City of Flagstaff, AZ               %! & ! - '  !( %"%! & ! -     ) *!  +* ,*  ! %" ,*  !            %! & !   '  !( %"%! & !                   ! " !  " #!"  ! "    $   " %"                                                                                                                                                            Annual Financial Plan 241 City of Flagstaff, AZ                          ( )* !  % &%( )* !   &! ' ! . 2  !+ &%&! ' ! . ( -!  .- !   /-  ! # ! 0%  0-  /-  !  ! 10%   &% /-  !           &! ' ! # ( )* !  +  !,* " !%+ &%&! ' ! #                 !     " !   # !    $   %    &%                                                                                                                                                                                                            Annual Financial Plan 242 City of Flagstaff, AZ                 &! ' ! .  !   " !+ &%&! ' ! .                %3!%  # ! %# &%                                                                                                                     Annual Financial Plan 243 City of Flagstaff, AZ            ." !#"!      5 61 !  " ."5 61 !        5 #!  4# !   2#  !  ! *"  *#  2#  ! ." 2#  !               .! / !    !#!0( 1 "!)'!"#.2( 3  !(4# !  3  !(*#  .".! / !                     ! " !     !#"!    !    $   "    '  !(  )*+! ,"-,  '!"  ."                                                     %&                                                                                                                                                                    Annual Financial Plan 244 City of Flagstaff, AZ                 .! / ! 4  !#"!( .".! / ! 4                        !#!0    ! "    ."                                                                                                           Annual Financial Plan 245 City of Flagstaff, AZ            $!     /       +$#$ # $  3                                                                                                                                                                                               !           - .# ! &. # !  /. ! # "! # 0$  0.  /. ! #  # 10$! ! ! *$ /. ! #  *#! + # $2 , ! #(! *$*#! + # &            ! "! # $ #! ! ! ! #$! !% #   &' #( !! ! %$# "! # $!"!  ! )  ! $  ! *$ !     *#! + # "! , ! #(!   +  $!(! *$*#! + # "!                Annual Financial Plan 246 City of Flagstaff, AZ                 & '"  (' "   )'  " $ " *!  *'  )'  "  " +*!   %! )'  "                    !"# "   $ "  "  %!                                                                                                                                   Annual Financial Plan 247 City of Flagstaff, AZ                 % &!  '& !   (&  ! $" (&  !                        ! "    #   "    $"                                                                                                           Annual Financial Plan 248 City of Flagstaff, AZ Annual Financial Plan 249 City of Flagstaff, AZ economic growth indicators reflect a strong growth pattern so the City of Flagstaff will be using the Arizona Department of Economic Security population estimate of 57,700. COMMUNITY PROFILE Known as the "Land of Seven Wonders," Flagstaff attracts millions of tourists each year due to its easy access to such scenic attractions as the Grand Canyon, Sedona, Oak Creek Canyon, Meteor Crater, Walnut Canyon, Fairfield Snowbowl, Wupatki National Monument, and Sunset Crater. The City has grown and is expected to continue to grow at a very moderate and stable growth rate of 1.97% per year. This has allowed the City to keep pace with population demands and manage growth in a manner that is consistent with the economic, environmental and fiscal qualities that are priority values of our community. Flagstaff drew its name from a very tall pine raised on Independence Day, July 4, 1876. The lone pine was to serve as a trail marker for westbound wagon trains seeking the promise of fertile soil and opportunity in California. Eventually, the trail became the famous Route 66. EDUCATION: THE FACTS SPEAK FOR THEMSELVES Education is a high priority in Flagstaff, and Flagstaff Unified School District #1 is widely recognized as one of the finest in the Southwest with 12 elementary schools, 2 middle schools, 1 alternative school and 3 high schools. The Arizona Department of Education has commended the Flagstaff school system for its positive learning atmosphere and innovative instructional programs. The district has one of the lowest dropout rates in the State and students consistently score well above state and national averages on achievement tests. One of the highest cities in the nation at an altitude of nearly 7,000 feet and at the base of the majestic San Francisco Peaks (12,633'), the city, like most mountain communities, has four classic seasons. Flagstaff averages 283 days without precipitation each year, so it is not surprising that our residents love the great outdoors, and the mild climate encourages year-round outdoor activities. Surrounded by National Forest, the area is a playground for hikers, backpackers, campers, and rock climbers, as well as downhill and crosscountry skiers in the winter. Other outdoor activities include golf, boating, hunting and fishing, softball, volleyball, soccer, ice hockey, hang gliding, and bicycling. For those who make walking, running, or bicycling a part of their normal exercise routine, Buffalo Park, a woodland mesa with spectacular views of the Peaks, features a 2mile cinder track, complete with a 20-station Vita Course and a multitude of trails. The City has been constructing the Flagstaff Urban Trail System (FUTS) to provide bicycle and pedestrian linkage between all major areas of the City. The current draft of the proposed City/County regional plan shows an estimated 55 miles of FUTS. The City has completed approximately 24 miles to date. In addition to the school system, there are 10 chartered schools run by private parties. These schools provide educational opportunities for children in kindergarten to high school. The schools specialize in everything from specific learning styles to programs focused on the Arts. Flagstaff's commitment to education is enhanced by Northern Arizona University's contribution to the community. Established in 1899, NAU is one of Arizona's three state universities. In the Fall of 2001, NAU offered 105 Bachelor, 44 Master, and 9 Doctorate degrees. Its approximately 19,726 students (14,185 of which were enrolled at the Flagstaff campus) are enrolled in standard curriculum in business, arts and sciences, and specialized degree programs in forestry, physical therapy, and hotel/restaurant management. POPULATION: WHO WE ARE Coconino County Community College offers associate degrees, continuing education, and special programs for small businesses. Enrollment is approximately 3,358 students (2,621 of which were enrolled at the Flagstaff campus). The results of the 2000 census indicate the population of the City of Flagstaff to be 52,894. The City has submitted an appeal to the U.S. Census Bureau since that number indicates the City has grown by less than 200 people from the 1995 Special Census count of 52,701. A response to our appeal is expected by the end of September 2002. Since the 2000 Census, the Annual Financial Plan Flagstaff Unified School District also provides an outstanding vocational education program. 250 City of Flagstaff, AZ Tourism is a year-round industry attracting skiers in the winter, vacationers in the summer, and sightseers viewing the aspen turning gold in the fall. Slightly less than 50% of the local economy is based on trade and services, with 375 licensed businesses generating BBB tax revenues (an additional 2% sales tax). ECONOMY: PROGRESS MUST ENHANCE THE QUALITY OF LIFE-OR IT ISN'T PROGRESS Flagstaff serves as the economic hub of Northern Arizona. It is the largest city in Coconino County, which is the nation's second largest county (almost 12 million acres), bounded on all sides by the Coconino National Forest, the largest stand of Ponderosa Pines in the U.S. Not surprisingly, the U.S. Forest Service, the U.S. Geological Service, and Coconino County are major employers. TRANSPORTATION: AT THE CROSSROADS Flagstaff is ideally situated at the juncture of I-17 and I-40, and with its close proximity to the Grand Canyon and six other National Parks and Monuments. Flagstaff understands the importance of ensuring people getting to where they want to go; whether this be the tourist en route to the Grand Canyon, the winter visitor headed for the slopes or nordic trails, or the local area residents getting out and about town. NAU, the largest employer in the City, has an economic impact of nearly $250 million annually. The campus is used year-round and hosts many professional athletes, e.g., Phoenix Cardinals and Phoenix Suns, and Olympic athletes that choose Flagstaff as a training site because of the climate, altitude, and available facilities. The University, in partnership with the City of Flagstaff and the State of Arizona, has institutionalized this with the development of the High Altitude Training Center. The Center invites athletes worldwide to train at our 7,000 feet elevation, which has proven to offer a competitive advantage. The Center offers facilities, health assessments, and other services to these international athletes. Our commitment to maintaining and enhancing our transportation infrastructure includes street improvements, airport expansion, and completion of the next link of FUTS and completion of a regional transportation plan. The City was designated an urbanized area in response to the 1995 census population exceeding 50,000. A Metropolitan Planning Organization (MPO) has been formed. Their mission is to prepare and implement a comprehensive transportation plan for the community. Five business and industrial parks are situated with excellent access to the Interstates (I-40 and I17). Two additional sites reside within 15 miles of the City limits. Major manufacturers include W.L. Gore & Associates (of Gortex renown), manufacturer of medical equipment; Ralston Purina, manufacturer of dry pet food; and SCA Tissue, manufacturer of tissue paper. Pulliam Airport is located four miles south of the city and provides five daily flights, three Saturday flights, and four Sunday flights to Phoenix, where connections can be made to international and national destinations. The terminal facility that provides 21,000 square feet opened in May 1993. The following is a breakdown of the 6,786 active business licenses by category: Construction Contracting Building Materials General Merchandising Stores Drug and Liquor Stores Food Stores Auto Sales, Parts, etc. Clothing Stores Home Furnishings Rentals Advertising, Publishing, and Printing BBB Misc. Retail Service Related (Business Licenses) 1,526 123 14 22 145 320 69 413 745 118 375 1,624 1,292 6,786 Santa Fe Railway provides piggyback service for rail freight, and Amtrak provides passenger service with daily arrivals and departures. Additionally, intra and interstate bus service (Greyhound) and local service (Mountain Line) operate in Flagstaff. As a complement to the Flagstaff lifestyle and ancillary to the transportation network within the city, a non-motorized urban trails system (FUTS), consisting of a proposed 55 miles of interconnected trails linking virtually every area of the city will be completed over a ten-year period. Users include pedestrian commuters, runners, bicyclists, hikers, and cross-country skiers. Total sales generated by Flagstaff businesses reached $2.2 Billion in FY 2002. Annual Financial Plan 251 City of Flagstaff, AZ Orchestra performs eight orchestra concerts, a young people’s orchestra, and a children’s holiday concert each year. The annual concert series often featuring guest artists of national and international renown. The orchestra consists of approximately 55 members. ENVIRONMENTAL FOCUS: AWARENESS AND SENSITIVITY “Flagstaffers” realize that the quality of life enjoyed in this mountain community is intricately related to the preservation of our environment. Manpower and other resources are allocated to various programs that are dedicated to environmental issues. Clean and Green (an affiliate of Keep America Beautiful) sponsors a variety of programs including the Adopt-A-Park (20 parks) and AdoptA-Street (over 74 miles) programs. Recycling programs have focused on public awareness and education, drop-off centers, cooperative venture in developing a school curriculum program (Waste in Place), and a curbside recycling program including the construction of a Materials Recovery Facility (MRF). Water conservation programs include a reclaim water treatment plant and related distribution lines to transport water to large irrigation water users, as well as a low-flow toilet rebate program. The toilet rebate program of $13,000 has been extended to commercial and industrial users as well as residential customers. Additionally, the City provides funding support to not-for-profit organizations such as the Resource Center for Environmental Education and the Museum of Northern Arizona. Lowell Observatory, famous for its discovery of the planet Pluto, was built in 1894 on Mars Hill and remains one of the country's leading astronomical institutions, operating seven telescopes in and around Flagstaff. The Lowell Observatory also offers daily guided tours and night viewings to the public. The Museum of Northern Arizona offers internationally recognition exhibits in archeology, ethnology, geology, biology, and fine art of the Colorado Plateau. Four especially notable exhibitions, which attract national and international visitors, include the annual Zuni, Hopi, Navajo, and Hispanic Exhibitions with contemporary and traditional pottery, weaving, jewelry, and sand paintings, as well as native artist demonstrations and traditional dance. RECREATION: A FOCAL POINT FOR LIVING A substantial portion of the tourism industry is tied to the outdoor amenities surrounding the area. Flagstaff is in close proximity to an array of scenic attractions. Canyons include the Grand Canyon and Oak Creek Canyon. Indian ruins are found in numerous locations with Walnut Canyon National Monument and Wupatki National Monument ten miles east of the City. Sunset Crater Volcano has trails, which meander through the lava flows and between the cinder cones. The City is surrounded within and without by coniferous forests, which allow for an array of outdoor sports and camping and backpacking opportunities. Flagstaff averages more than 108 inches of snow annually. Downhill skiers enjoy 32 runs down the San Francisco Peaks, just 14 miles from downtown Flagstaff. Groomed trails at a nordic center provide over 40 kilometers of cross-country skiing. Endless miles can be skied on the hundreds of miles of forest service roads. Flagstaff even sponsors the annual Winter Festival that includes dog sled races. Open Space and Regional Plans These programs are not stand-alone, token efforts. An environmental consciousness is pervasive in our actions. For example, fixing leaking waterlines in the Inner Basin will eliminate a water supply area animals have come to rely on. Therefore, the City worked with the Arizona Fish and Game to provide trick tanks (water ponds) when the leaking lines are replaced. Such actions are illustrative of our environmental ethos. CULTURAL OPPORTUNITIES: AWARENESS IS A QUALITY ATTRIBUTE OF LIFE Flagstaff serves as the cultural hub of Northern Arizona. Because arts and cultural activities enhance the quality of life and have an economic impact, the City supports these endeavors. This year, these endeavors will receive $402,699 and of this amount $47,900 will go towards the Art in Public Places program. Funding support for these activities comes from the Bed, Board and Booze tax, and the General Fund. The Arts and Science Commission will disburse these funds. Throughout the year, there are art shows, festivals, live theater performances, and Native American arts and crafts exhibits to satisfy the most ardent enthusiast. The Flagstaff Symphony Annual Financial Plan Hikers, joggers, and mountain bikers will find miles of trails, which range from gentle grades to extremely difficult terrain. The outdoor sportsman will find opportunities for hunting and fishing. The individual committed to an exercise routine, which includes running, or walking will find a 2-mile track complete with a 20-station Vita Course at Buffalo 252 City of Flagstaff, AZ Park, a woodland area atop a mesa with spectacular views of the San Francisco Peaks. and disc golf course, which provide year-round recreational opportunities. Additionally, the City is committed to the development of a non-motorized urban trail network (FUTS), which will interconnect virtually all areas of the City when completed and will serve as an important transportation element as well as a recreation amenity. For those who enjoy organized team sports, the City has adult and youth leagues for softball, baseball, basketball, soccer, ice hockey, and volleyball throughout the year. Additional recreation amenities include the skateboard park 2001-2002 Major Taxpayers City of Flagstaff, Arizona Estimated 2001-02 Net Secondary Assessed Valuation Company Name $ As % of the City's 2001-02 Net Secondary Assessed Valuation 12,690,610 3.11% 10,577,757 2.59% Northern Arizona Gas Division (Citizens Utilities) 9,194,655 2.25% U. S. West Communications Inc. 7,081,338 1.73% Ralston Purina Co. 5,274,488 1.29% Little America Refining Company 5,149,226 1.26% Consolidated Investments Company Inc. 3,086,173 0.76% Flagstaff Mall Associates Ltd. Partnership 2,996,319 0.73% Walstaff Associates (Walgreens) 2,940,753 0.72% SACO Management Inc. 2,498,291 0.61% 61,489,610 15.05% Arizona Public Service Company W L Gore & Associates Inc. $ Source: Arizona Department of Revenue General Obligation Debt Servicing: Secondary Assess Value Population Debt as a % of AV Per Capita Debt $ $ Property Tax Rate: Primary Secondary Total Tax Rate Annual Financial Plan FY 1998 340,743,258 58,148 13% 784.82 0.7326 0.9801 1.7127 $ $ FY 1999 362,625,557 59,945 11% 678.35 0.7326 0.9801 1.7127 253 $ $ FY 2000 385,098,813 52,894 9% 689.37 0.7326 0.9801 1.7127 $ $ FY 2001 408,592,733 52,894 8% 597.02 0.7326 0.9801 1.7127 $ $ FY 2002 429,030,400 57,700 8% 590.26 0.7326 0.9801 1.7127 City of Flagstaff, AZ Miscellaneous Statistical Data Date of Incorporation - 1894 Fire Protection Number of Stations Number of Employees (FTE) 6 98 Date First Charter Adopted October 3, 1958 Police Protection Number of Employees Number of Calls for Service Annual Report-12/31/00 Average Personnel for 24 hour period Vehicular Patrol Units Coconino County Jail Prisoner Capacity Date Present Charter Adopted April 10, 1984 Form of Government Council, City Manager Area - Square Miles 2002 2001 2000 1995 1985 1975 1965 73.600 73.600 65.926 65.926 65.049 64.500 62.500 Miles of Streets, Alleys and Sidewalks Streets Alleys Total 204.58 10.08 214.66 Sidewalks Miles of Sewer Storm Sanitary 39.25 231.76 2,898 Number of Fire Hydrants 2,435 Number of Manholes 5,979 Employees as of June 30, 2002 Merit System Exempt Temporary Elected Officials Total Payroll for the Year Ending 2002: Annual Financial Plan 55,801 32 32 562 1 130 49 42 38 Elections Number of Registered Voters May 2002 Number of Votes Cast Last Municipal Election May 2002 Percentage of Registered Voters Voting in Last Municipal Election 34.70% Parks and Recreation Number of Developed Parks Number of Un-developed Parks Park Acreage Flagstaff Urban Trail System-Miles 27 3 585.95 21.64 24,167 8,381 135.28 Number of Street Lights Other City Buildings Includes City Buildings in Addition to Fire Stations and Recreation Buildings Pulliam Airport Fixed Base Operators Locally Based Aircraft Tiedowns Enclosed Hangars Open Hangars 142 34 544 115 218 7 Number of Other Facilities: Swimming Pools (School Owned) Recreation Centers Tennis Courts Handball Courts Ramadas Softball/Baseball Fields Ice/Roller Rinks Playgrounds Skate Tracks Soccer Fields Disc Golf Course Basketball Courts 2 5 17 5 8 17 1 19 1 1 1 15 $ 28,034,457 254 City of Flagstaff, AZ Miscellaneous Statistical Data Population Education Number of Schools: Public Elementary Public Middle School Public High School Private and Parochial K-12 Technical Schools Coconino Community College Northern Arizona University Number of Teachers: Public Elementary, Middle, High and Ungraded (Certified) Schools Northern Arizona University Professional Staff Coconino Community College Professional/Staff Number of Students: Public Schools Charter, Private and Parochial K-12 Northern Arizona University Coconino Community College Sales Tax Retail Sales by Fiscal Year: $ 2002 2001 2000 1999 1998 1997 1996 1995 1994 1993 1992 1991 1990 1989 1988 1987 1986 1985 Census Population Count-Last Five Censuses: 2001 2000 1995* 1990 1985 1980 *Special Census 13 2 3 12 3 1 1 2000 Census Information: Age Distribution of Population for Urbanized Areas Only 1-4 Years 5-17 Years 18-24 Years 25-44 Years 45-64 Years 65+ Years 916 737 322 11,573 2,463 14,185 2,621 3,546 9,288 11,487 16,111 8,309 4,153 52,894 Average Persons per Housing Unit Per Capita Income (2000) 2.59 $ Utility Enterprise Total Active Accounts on June 30, 2002 Water Sewer Average Gallons/Household/Month 1,404,232,492 1,324,735,136 1,238,195,104 1,117,197,604 1,065,133,746 1,016,570,260 965,100,588 905,801,130 867,566,687 776,546,307 686,784,204 659,778,700 631,835,742 595,358,235 546,806,636 525,528,924 469,294,230 453,236,712 57,700 52,894 52,701 45,854 38,247 34,743 Plants Capacity (Million Gallons per Day): Water Treatment Plant Reservoir Filtration Plant Wildcat Hill Plant Rio de Flag Reclaim Plant Miles of Water Lines Wells Reservoirs Reclaimed Reservoirs Miles of Reclaimed Lines Miles of Sewer Lines 11,517 * 16,356 15,956 6,727 7.2 3 6 4 348.80 24 8 1 16.57 232.91 Total Sales Tax Revenue for Fiscal Year 2002 $ 11,135,228 Annual Financial Plan 255 City of Flagstaff, AZ Property Tax Rates and Tax Levies Direct and Overlapping Governments Last Ten Fiscal Years Fiscal Year City School District Community College County State Total Tax Rates 1993 2.1114 6.4710 0.3589 1.1815 0.4700 10.5928 1994 2.1014 6.3515 0.3671 1.1650 0.4700 10.4550 1995 2.0823 6.3778 0.3706 1.1622 0.4700 10.4629 1996 1.7983 6.7903 0.3728 1.1472 0.4700 10.5786 1997 1.8283 6.5237 0.3784 1.1386 - 9.8690 1998 1.7127 6.6634 0.3869 1.1168 - 9.8798 1999 1.7127 6.5477 0.3952 1.1094 - 9.7650 2000 1.7127 6.5585 0.5947 1.1444 - 10.0103 2001 1.7127 6.6885 0.5724 1.1336 - 10.1072 2002 1.7127 6.6885 0.5724 1.1336 - 10.1072 Note: Tax rates are per $100 assessed valuation. Tax Levies 1993 5,620,237 16,905,293 925,154 3,070,523 1,211,542 27,732,749 1994 5,743,129 17,177,928 987,329 3,146,188 1,264,082 28,318,656 1995 5,910,644 17,960,572 1,038,919 3,269,358 1,317,571 29,497,064 1996 5,424,449 20,199,032 1,096,407 3,401,466 1,382,273 31,503,627 1997 5,638,222 20,034,474 1,157,420 3,492,093 - 30,322,209 1998 5,754,197 22,148,857 1,275,182 3,706,162 - 32,884,398 1999 6,138,071 23,252,495 1,393,923 3,936,405 - 34,720,894 2000 6,526,010 24,786,048 2,252,184 4,324,131 - 37,888,373 2001 6,936,955 26,912,268 2,305,697 4,560,552 - 40,715,472 2002 7,271,109 28,170,830 2,414,069 4,773,684 - 42,629,692 Annual Financial Plan 256 City of Flagstaff, AZ Ten Year Resume Population, Assessed Valuations, Tax Rates, Property Tax Collections and Average Propoerty Tax per Capita Last Ten Fiscal Years Combined Primary & Secondary Tax Rates Secondary Assessed Value Cumulative Combined Property Tax Collections Average Property Tax Collection Per Capita Fiscal Year Population 1993 49,536 270,046,968 2.1114 5,622,898 113.51 1994 50,744 275,309,728 2.1014 5,796,650 114.23 1995 52,701 285,499,920 2.0823 5,928,226 112.49 1996 53,966 309,828,076 1.7983 5,477,979 101.51 1997 55,885 310,066,911 1.8283 5,646,621 101.04 1998 58,145 340,743,258 1.7127 5,758,078 99.03 1999 59,945 362,625,557 1.7127 6,115,544 102.02 2000 60,880 385,098,813 1.7127 6,572,875 107.96 2001 62,710 408,592,733 1.7127 6,956,955 110.94 2002 57,700 429,030,400 1.7127 7,475,750 129.56 Fiscal Year Annual Financial Plan Primary Secondary 1993 0.6644 1.4470 1994 0.6644 1.4370 1995 0.6644 1.4179 1996 0.7326 1.0657 1997 0.7326 1.0957 1998 0.7326 0.9801 1999 0.7326 0.9801 2000 0.7326 0.9801 2001 0.7326 0.9801 2002 0.7326 0.9801 257 City of Flagstaff, AZ United States Consumer Price Index 10 Year Historical Trend - June versus June Flagstaff Area, Non-Seasonally Adjusted 1993 June 144.4 Percent Change 3.0% 1994 148.0 2.5% 1995 152.5 3.0% 1996 156.7 1997 1998 160.3 2.8% 2.3% 1999 163.0 1.7% 2000 166.2 2001 172.4 2.0% 178.0 3.7% 2002 179.9 3.2% 1.1% CONSUMER PRICE INDEX 10 YEAR HISTORICAL TREND - JUNE FLAGSTAFF AREA 190.0 180.0 170.0 160.0 150.0 140.0 130.0 120.0 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2001 2002 CONSUMER PRICE INDEX 10 YEAR HISTORICAL TREND - PERCENT CHANGE FLAGSTAFF AREA 4.0% 3.5% 3.0% 2.5% 2.0% 1.5% 1.0% 0.5% 0.0% 1993 1994 1995 1996 1997 1998 1999 2000 Source: Tax, Licensing, and Revenue Division Annual Financial Plan 258 City of Flagstaff, AZ Authorized Personnel/Position Summary 1998-1999 to 2002-2003 1998-1999 1999-2000 2000-2001 2001-2002 REQUESTED 2002-2003 ADOPTED 2002-2003 CITY MANAGER City Manager Deputy City Manager Assistant City Manager Sr Exc Adm Support Coordinator Intern Management Assistant-PIO Exc Admin Assistant Total 1 1 1 1 0 1 0 5 1 1 1 1 0 1 0 5 1 0 1 1 0 1 0 4 1 2 0 1.25 0.75 1 1 7 1 2 0 1.25 0.5 1 1 6.75 1 2 0 1.25 0 1 1 6.25 CITY CLERK Exc Admin Assistant City Clerk Deputy City Clerk Total 0 1 1 2 1 1 1 3 1 1 1 3 1 1 1 3 1 1 1 3 1 1 1 3 CAPITAL IMPROVEMENTS CIP Director Capital Improvements Engineer Engineering Technician III Engineering Techinician IV Intern Management Assistant -PIO Project Manager I Project Manager II Secretary Senior Project Manager Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 2 1 3 0 1 2 2 1 6 19 1 2 0 2 0.5 1 3 2 1 6 18.5 1 2 0 2 0.5 1 3 2 1 6 18.5 HUMAN RESOURCES Clerk Typist Human Resources Analyst Human Resources Assistant Human Resources Manager Intern - Temp Risk Management Assistant Risk Manager Secretary Human Resources Specialist Total 1 1 1 1 0 0 1 1 0 6 1 1 1 1 0 0 1 1 0 6 1 1 1 1 0 0 1 1 0 6 1 0.75 0 1 0 0.5 1 1 1 6.25 1 0.75 0 1 0.5 Transfer Transfer 1 1 5.25 1 0.75 0 1 0 Transfer Transfer 1 1 4.75 RISK MANAGEMENT Risk Management Assistant Risk Manager Total 0 0 0 0 0 0 0 0 0 Transfer Transfer 0 1 1 2 1 1 2 1 1 1 4 1 1 1 0.5 1 11.5 1 1 1 4 1 1 1 0.5 1 11.5 1 1 1 4 1 1 1 0.5 1 11.5 1 2 1 4 1 1 1 0.25 1 12.25 1 2 1 4 1 1 1 0.25 1 12.25 1 2 1 4 1 1 1 0.25 1 12.25 DIVISION LAW Asst City Attny-Chief Prosecuter Asst City Attny-Civil I Asst City Attny-Civil II Asst City Attny-Prosecution City Attorney File Clerk Legal Clerk Intern Secretary Total Annual Financial Plan 259 City of Flagstaff, AZ Authorized Personnel/Position Summary 1998-1999 to 2002-2003 1998-1999 1999-2000 2000-2001 2001-2002 REQUESTED 2002-2003 ADOPTED 2002-2003 0 1 0 1 0 1 1 1 0 0 0 1 1 1 1 0 0 1 1 0 11 0 1 0 1.5 0 1 1 1 0 0 0 1 1 1 1 0 0 1 1 1 12.5 0 1 0 0.5 1 1 1 1 0 0 1 1 1 2.25 1 0 0 1 1.5 1 15.25 1 1 1 0.5 1 0 1 1 0 1.5 1 0 1 0.75 0 1 0 1 1 0 13.75 1 2 0 0.5 1 0 1 1 1 0 1 0 1 2.25 0 1 1 1 1 0 15.75 1 1 1 0 1 0 1 1 1 0 1 0 1 0.75 0 1 0 1 1 0 12.75 MANAGEMENT SERVICES Acct. Clrk/Switchbd Oper. Buyer Clerk Typist Financial Services Director Contracts Assistant Grants/Contract Manager Mail/Duplication Aide Mail/Office Clerk Management Services Director Purchasing Assistant Purchasing Director Purchasing Manager Real Estate Manager Secretary Senior Buyer Storekeeper Total 0.5 1 0 1 1 1 1 1 1 1 1 0 1 1 1 1 13.5 0.5 1 0 1 1 1 1 1 1 1 1 1 1 1 1 1 14.5 0.5 1 0 1 1 1 1 1 1 1 1 0 1 1 2 1 14.5 0.5 3 0 1 2 1 1 1 1 1 1 0 1 1 0 1 15.5 0.5 1 0.25 0 1 Transfer 0.75 1 1 1 1 0 1 1 2 1 12.5 0.5 1 0 0 1 Transfer 1 1 1 1 1 0 1 1 2 1 12.5 SALES TAX Account Clerk II Auditor II Revenue Collector Sales Tax Clerk Tax Licensing & Revenue Adm Clerk Typist Total 1 2 2 1 1 0 7 1 2 2 1 1 0.75 7.75 1 2 2 1 1 0.75 7.75 1 2 2 1 1 1.25 8.25 1 2 2 1 1 1.5 8.5 1 2 2 1 1 1.5 8.5 2 2 0.25 0 11 2 2 1 4.75 2.75 1 1 2 2 1 1 35.75 2 2 0.25 0 11.75 2.5 2 1 4.25 2.75 1 1 2 2 1.5 1 37 1 2 0.25 0 12.25 2.25 2 1 5.75 1.5 1 2 2 2 1.5 1 37.5 1 2 0.25 0.5 12.75 2.25 2 1 5.75 1.75 1 2 2 2 1.5 1 38.75 1 2 0.25 0.5 14 2.25 2 1 6.25 1.75 1 2 2 2 1.5 1 40.5 1 2 0.25 0.5 11.75 3.75 2 1 6.25 1.5 1 2 2 2 1.5 1 39.5 DIVISION INFORMATION SYSTEMS Client Service Administrator Computer Tech I Computer Tech II Computer\Data Ent Operator-temp Data Base Analyst Data Communications Tech GIS Manager GIS System Analyst GIS Technician GIS Temporary Info. Sys. Customer Svc. Rep. Info. Sys. Specialist Information Systems Mgr. Intern Network Administrator Network Analyst Network Analyst I Programmer/Analyst I Senior GIS Technician Software Support Tech Total LIBRARY - CITY/GRANTS Librarian Library Supervisor Library COE Aide Library Assistant Clerk Library Assist. I Library Assist. I (temp) Library Assistant II Library Cataloging Assist. Library Clerk I Library Clerk I (temp) Library Director Library Inf. Syst. Coord. Library Manager Library Page Library Page (temp) Secretary Total Annual Financial Plan 260 City of Flagstaff, AZ Authorized Personnel/Position Summary 1998-1999 to 2002-2003 1998-1999 1999-2000 2000-2001 2001-2002 REQUESTED 2002-2003 ADOPTED 2002-2003 FINANCE Account Clerk II Account Clerk III Accountant I Accountant II Acct. Clrk/Switchbd Oper. Accts Payable Specialist Grants/Contracts Manager Finance/Budget Manager Payroll Assistant Payroll Specialist Total 1 1 2 2 2 0 0 1 0 1 10 1 1 2 2 2 0 0 1 0 1 10 1 1 2 2 2 0 0 1 0 1 10 0 1 1 4 2 0 Transfer 1 1 1 11 0 0 1 4 2 1 1 1 1 1 12 0 0 1 4 2 1 1 1 1 1 12 MPO Intern Transportation Planner Total 0 1 1 0 1 1 0 1 1 0.25 1 1.25 0.25 1 1.25 0.25 1 1.25 COMMUNITY DEVELOPMENT ADMIN Community Development Dir. Development Services Rep Development Services Supv Secretary Switchboard/Info Track Spec Switchboard Operator Total 1 2 0 1.75 0 1 5.75 1 2 0 2 0 1 6 1 2 0 2 0 1 6 1 2 0 2 0 1 6 1 2 1 2 0.5 1.25 7.75 1 2 1 2 0 1.25 7.25 ENGINEERING Clerk Typist Capital Impr. Eng. City Engineer Civil Engineering Proj. Mgr. I Clerk Typist Construction Manager Engineering Technician I p-time Engineering Technician II Engineering Technician III Engineering Technician IV Inspector I Inspector II Material Tech I (temp) Materials Tech. I Materials Tech. II Private Dev. Eng. Project Mgr. (temp) Project Mgr. I Project Mgr. II Secretary Sr. Project Mgr. Stormwater Manager Survey Party Chief Survey/Mapping Superv. Traffic Eng. Mgr. Traffic Projects & R/W Mgr. Total 0 1 1 0 0.75 1 0.5 2 2 2 4 2 0.75 1 1 1 1 3 2 1.25 4 1 1 1 1 1 36.25 0 1 1 1 0.75 1 0.5 2 2 2 4 2 0.75 1 1 1 1 4 2 1 4 1 1 1 1 1 38 0 1 1 0 0.75 1 0.5 2 1 3 4 2 0.75 1 1 1 1 5 2 1 4 1 1 1 1 1 38 0 transfer 1 0 0.75 1 0.5 2 transfer 2 4 2 0.75 1 1 1 0 4 2 1 transfer 1 1 1 1 1 29 0.75 0 1 0 0 1 0.5 1 1 2 4 2 0.75 1.75 1 1 0 4 2 1 0 1 1 1 1 1 29.75 0.75 0 1 0 0 1 0.5 1 1 2 4 2 0.75 1.75 1 1 0 4 2 1 0 1 1 1 1 1 29.75 BUILDING INSPECTION Building Clerk Building & Safety Director Building & Develp Services Dir Inspector I Inspector II Plans Examiner Total 1 1 1 4 3 3 13 1 1 1 4 3 3 13 1 1 1 4 3 3 13 1 1 1 4 3 3 13 1 1 1 4 3 2 12 1 0 1 4 3 3 12 DIVISION Annual Financial Plan 261 City of Flagstaff, AZ Authorized Personnel/Position Summary 1998-1999 to 2002-2003 1998-1999 1999-2000 2000-2001 2001-2002 REQUESTED 2002-2003 ADOPTED 2002-2003 PLANNING Associate Planner Census 2000 Coordinator Current Planner Development Fee Manager Development Review Planner Housing Planner Housing and CD Specialist Long Range Planner Planner Planning Director Planning Technician Redevelopment Program Mgr. Review Planner Secretary Senior GIS Technician Zoning Enforce. Officer Zoning Code Enf Official Total 3 0 1 0 1 1 1 1 1 1 1 1 1 1 0 1 1 16 3 0.5 1 0 1 1 1 1 1 1 1 1 1 1 0 1 1 16.5 3 0 1 0 1 1 1 1 2 1 0 1 1 1 0 1 1 16 3 0 1 0 1 1 1 1 2 1 0 1 0 1 1 1 1 16 3 0 1 1 1 1 1 1 2 1 1 1 0 1 0 2 1 18 3 0 1 0 1 1 1 1 2 1 1 1 0 1 0 1 1 16 FIRE Asst. Fire Chief Asst. Fuel Mgr. Clerk Typist Fire Battalion Chief Fire Captain Fire Chief Fire Engineer Fire Fighter Fire Inspector II Fire Lieutenant Fire Training Officer Fuel Manager Fuel Mgt. Crew Member Fuel Mgt. Leadworker Fuel Mgmt Student Intern Secretary Total 2 0 1 3 18 1 21 30 2 3 1 1 0 0 0 1 84 2 0 1 3 21 1 21 30 2 0 1 1 0 0 0.5 1 84.5 2 0 1 3 21 1 21 30 2 0 1 1 0 0 0.5 1 84.5 2 1 1 3 21 1 21 36 2 0 1 1 2.75 3 0.5 1 97.25 2 1 1 3 21 1 21 36 2 0 1 1 2.75 3 0 1 96.75 2 1 1 3 21 1 21 36 2 0 1 1 2.75 3 0 1 96.75 2 0 0.75 1 14 2 1 1 1 1 transfer 1 0 0 16 1 0 2 59 7 1 11 1 1 1 3 1 1 129.75 2 0.5 0.75 1 16 2 1 1 1 1 1 1 0 0 16 1 1 3 60 7 1 11 1 1 1 3 1 1 136.25 2 0.5 0.75 1 21.25 3 1 1 1 1 1 1 0 0 17 1 1 3 61 9 1 11 1 1 1 3 1 0 145.5 2 0.5 0.75 1 20 3 1 1 1 1 1 1 1 0 17 1 2 3 61 9 1 11 1 1 1 3 1 0 146.25 2 0.5 0.75 2 24.5 4 1 1 1 0 1 1 0 1 17 0 2 3 63 9.5 1 11 1 1 2 3 1 0 154.25 2 0.5 0.75 2 23.5 3 1 1 1 0 1 1 0 1 17 0 2 3 58 9.5 1 11 1 1 1 3 1 0 146.25 DIVISION POLICE Animal Control Officer Assist. Records Clerk-COE COE Aide (clerical) Deputy Police Chief Emerg Comm Specialist Emerg Comm Speclst - ldwkr Evidence Clerk Evidence Technician Parking Control Officer Police Captain Police Caseworker Police Chief Police Clerk Police Communications Mgr Police Corporal/Det. Police Infor. Sys.Coor. Police Info System Tech Police Lieutenant Police Officer Police Records Clerk Police Records Leadworker Police Sergeant Police Special Serv. Sup Police Support Serv. Mgr. Property Control Coord Secretary Sr. Police Records Clerk Warrant Clerk Total Annual Financial Plan 262 City of Flagstaff, AZ Authorized Personnel/Position Summary 1998-1999 to 2002-2003 1998-1999 1999-2000 2000-2001 2001-2002 REQUESTED 2002-2003 ADOPTED 2002-2003 1 1 1 3 transfer 1 1 2 0 1 1 2 0 1 1 2 0 1 1 2 0 1 1 2 PUBLIC WORKS ADMINISTRATION Administrative Aide Conservation Coordinator Environmental Tech Public Works Director Public Works Engineer Secretary Total 1.5 1 1 1 1 1 6.5 transfer transfer transfer 1 transfer 1 2 0 0 0 1 0 1 2 0 0 0 1 0 1 2 0 0 0 1 0 1 2 0 0 0 1 0 1 2 PARKS Maintenance Worker Maintenance Worker I Maintenance Worker II Maintenance Worker III Maintenance Worker III Leadworker Parks Supt. Plant Inventory Crew Member Total 8 5 3.5 1 1 1 0 19.5 8 6 4.5 1 1 1 0 21.5 8.25 6 5 1 1 1 0 22.25 8.75 6 7.5 1 1 1 1.25 26.5 10.5 7 8 1 1 1 0 28.5 6.25 7 8 1 1 1 0 24.25 0 1 1 1 3 5 1 1 1 1 15 0 1 1 1 3 6 0 1 1 1 15 0 1 1 1 3 6 0 1 1 1 15 0 1 1 1 3 6 0 1 1 1 15 1 1 1 1 3 6 0 1 0 1 15 1 1 1 1 3 6 0 1 0 1 15 FACILITIES MAINTENANCE City Hall Attendent Custodian/Attendant Facility Maint. Supt. Maintenance Worker Maintenance Worker I Maintenance Worker II Maintenance Worker III Recreation Mech. Maint. Worker Total 0.5 1 1 0.25 1 2 3 0 8.75 0.5 1 1 0.25 1 2 3 transfer 8.75 0.5 1 1 0.25 1 2 3 1 9.75 0.5 1 1 0.25 1 2 3 1 9.75 0 1 1 0 1 4 2 1 10 0 1 1 0 1 4 2 1 10 RECREATION Parks Project Manager Clerk Typist Intern Park Ranger Rec Coordinator II Recreation Coord. I Parks & Recreation Director Recreation Mech. Maint. Worker Recreation Supervisor Recreation Supt. Recreation Temporaries Secretary Senior Recreation Coordinator Total 1 0 0 0 1 6 1 1 1 1 26.5 1 8 47.5 1 0.75 0 0 2 6 1 1 0 1 29 1 8 50.75 1 0.75 0.5 0 2 7 1 transfer 0 1 28.5 1 8 50.75 1 0.75 0.5 0 2 7 1 0 0 1 29.5 1 8 51.75 1 0.25 0.5 2 2 7 1 0 1 1 29.5 1 8 54.25 1 0.75 0.25 0 2 7 1 0 0 1 27.25 1 8 49.25 DIVISION POLICE GRANTS Police Caseworker Police Seargent Secretary Total MECHANICAL SHOP Buyer I Fleet Mgmt. Supt. Fleet Supervisor Mechanic Aide Mechanic I Mechanic II Public Works Clerk Service Writer Sr. Equipment Parts Spec. Welder Total Annual Financial Plan 263 City of Flagstaff, AZ Authorized Personnel/Position Summary 1998-1999 to 2002-2003 DIVISION 1998-1999 1999-2000 2000-2001 2001-2002 REQUESTED 2002-2003 ADOPTED 2002-2003 STREET MAINTENANCE & REPAIRS Cemetery Maint. Specialist Equip. Oper. III LDWKR Equip. Opers. various temps Equipment Operator I Equipment Operator II Equipment Operator III Maint. Wkr. I Maint. Wkr. II Maint. Wkr. III Maint. Wkr. III LDWKR Maint. Worker temp Traffic Signal Technician Secretary Street Superintendent Street Supervisor Leadworker/Training Coord. Total 1 1 5.5 3 8 3 4 2 2 1 0.75 0 1 1 1 1 35.25 1 1 2.5 6 8 3 4 2 2 1 0.75 0 1 1 1 1 35.25 1 1 2.5 6 8 3 4 2 2 1 0.75 0 1 1 1 1 35.25 1 1 2.5 6 8 3 4 2 2 1 0.75 0 1 1 1 1 35.25 1 1 2.5 6 8 3 4 2 2 1 0.75 1 1 1 1 1 36.25 1 1 2.5 6 8 3 4 2 2 1 0.75 1 1 1 1 1 36.25 1 0 1 3 3 0.5 1 9.5 1 0 1 3 3 0.5 1 9.5 1 0 1 3 3 0.5 1 9.5 1 0 1 3 3 0.5 1 9.5 1 1 0 3 3 0.5 1 9.5 1 1 0 3 3 0.5 1 9.5 1 transfer 0 0 0 0 0 0 0 0 transfer transfer 0 0 1 1 0 1 1 3 1 0 transfer 0 2 2 1 1 0 0 12 27 1 2 1 1 0 0 0 0 0 0 1 2 0 3.75 1 1 1 1 1 3 1 0 1 0 2 3 0 1 0 0 12 39.75 1 1 1 1 0 1 0 0 1 0 1 1 0 0 1 1 1 1 1 2 1 1 1 1 2 2 0 1 0 0 16 40 1 1.5 1 1 1 1 0 1 1 1 3 1.5 1 1 1 1 0 1 1 3 1 1 1 0 2 0 0 1 0 0 16 45 1 1.5 1 1 1 0 1 1 1 1 3 0.5 1 0 1 1 0 1 1 3 1 1 1 0 2 1 0 1 1 4 12 45 1 1.5 1 1 1 0 1 1 1 1 3 0.5 1 0 1 1 0 1 1 3 1 1 0 0 2 1 0 1 1 8 9 45 AIRPORT Airport Manager Airport Operations Supv Airport Service Leadworker Airport Service Worker I Airport Service Worker II Equip. Operator II temp Secretary Total ENVIRONMENTAL SERVICES Bin Maint./Equip. Oper. Admin. Aide Clerk Typist Conservation Coordinator Environmental Code Officer Enviro Code/Ed Aide Environ Program Manager Environmental Program Specialist Environmental Project Specialist Environmental Services Director Environmental Services Mgr Environmental Technician Equipment Oper. I - Temp. Equipment Operator II Landfill Attendent Landfill Clerk Landfill Engineer Landfill Equip Operator I Landfill Equip Operator II Landfill Equip Operator III Landfill Maint Operator Project Manager II Public Works Engineer Recycling Supervisor Environ Svc Equip Oper I Environ Supervisor Environ Svc Supt. Solid Waste Customer Rep. ES Training & Safety Coord ES Equip. Oper. III-Commercial ES Equip. Oper. II Total Annual Financial Plan 264 City of Flagstaff, AZ Authorized Personnel/Position Summary 1998-1999 to 2002-2003 1998-1999 1999-2000 2000-2001 2001-2002 REQUESTED 2002-2003 ADOPTED 2002-2003 UTILITIES ADMINISTRATION Administrative Aide Assistant Utilities Director Secretary Utilities Clerk Plant Supervisor Utilities Director Utilities Project Manager II Water/Sewer Util. Locator Total 0 1 1 1 0 1 1 1 6 0 1 1 1 0 1 1 1 6 0 1 1 1 0 1 1 1 6 1 1 1 1 0 1 2 1 8 1 1 1 1 1 1 1 1 8 1 1 1 1 1 1 1 1 8 LAKE MARY WATER PLANT Instrument Tech Lab Director/Chemist Laboratory Tech Mech. Maint. Wkr I (temp) Mech. Maint. Wkr. III Mech. Maint. Wkr. IV Plant Operator Plant Supervisor Water Treat/Prod Chf Operator Total 1 1 1 1 2 1 3 1 1 12 1 1 1 1 2 1 3 1 1 12 1 1 1 1 2 1 3 1 1 12 1 1 1 1 2 1 3 1 1 12 1 1 1 1 2 1 3 1 1 12 1 1 1 1 2 1 3 1 1 12 1 2 1 1.25 4 1 10.25 1 3 1 0.25 4 1 10.25 1 3.25 1 0 4 1 10.25 1 3.25 1 0 4 1 10.25 1 4 1 0 4 1 11 1 4 1 0 4 1 11 1 1 4 4 1 1 1 13 1 1 4 4 1 1 1 13 1 1 4 4 1 1 1 13 1 2 4 4 1 1 1 14 1 2 4 4 1 1 1 14 1 2 4 4 1 1 1 14 WASTEWATER TREATMENT PLANT Equip. Operator II temp Instrument Technician Lab Director/Chemist Lab Technician Mech. Maint. Wkr II Mech. Maint. Wkr III Mech. Maint. Wkr. IV Mech. Maint. Worker I Plant Operator Plant Supervisor Senior Plant Operator Total 1.5 1 1 1 1 1 1 2 2 1 1 13.5 1.5 1 1 1 1 1 1 2 2 1 1 13.5 1.5 1 1 1 1 1 1 2 2 1 1 13.5 1.5 1 1 1 1 1 1 2 2 1 1 13.5 1.5 1 1 1 1 1 1 2 2 1 1 13.5 1.5 1 1 1 1 1 1 2 2 1 1 13.5 WASTEWATER COLLECTION Intern - temp Maintenance Wkr. I Maintenance Wkr. II Maintenance Wkr. III Maintenance Wkr. III-Leadworker Utilities Service Supr. Total 0.25 3 1 2 1 1 8.25 0.25 3 1 2 1 1 8.25 0 3 1 2 1 1 8 0 3 1 2 1 1 8 0 3 1 2 1 1 8 0 3 1 2 1 1 8 DIVISION CUSTOMER SERVICE Customer Srvc Manager Customer Svc Rep Customer Svc Rep-Billing Customer Srvc Rep - temp Meter Reader Meter Reader Supervisor/Collections Total WATER DISTRIBUTION SYSTEM Maint. Wkr. III LDWKR Maintenance Wkr - temp Maintenance Wkr III Maintenance Worker I Maintenance Worker II Meter Service Tech. Utility Service Supr. Total Annual Financial Plan 265 City of Flagstaff, AZ Authorized Personnel/Position Summary 1998-1999 to 2002-2003 1998-1999 1999-2000 2000-2001 2001-2002 REQUESTED 2002-2003 ADOPTED 2002-2003 1 1 1 3 1 1 1 3 2 1 0 3 2 1 0 3 2 1 0 3 2 1 0 3 1 1 1 1 1 1 6 1 1 1 1 1 1 6 1 1 1 1 1 1 6 1 1 1 1 0 1 5 1 1 1 1 0 1 5 1 1 8 2 1 0 0 0 0 0 2 1.75 1 1 0.5 1 20.25 1 1 8 2 1 0 0 0 0 0 2 1.75 1 1 0.5 1 20.25 1 1 8 2 1 0 0 0 0 0 2 1.75 1 1 0.5 2 21.25 1 1 8 2 1 1 0 1 1 0 2 1.75 1 1 0.5 2 24.25 1 1 9 2.25 0 1 1 1 1 2 0 1.75 1 0.75 0.5 2 25.25 1 1 8 2.25 0 1 1 1 1 2 1 1.75 1 0.75 0.5 2 25.25 BEAUTIFICATION Urban Design Project Manager Urban Design Planner Total 0 1 1 0 1 1 0 1 1 0 1 1 1 1 2 0 1 1 TOURISM Convention/Visitor Bur. Dir CVB Communications Coord CVB Manager Domestic Travel Coord Marketing Assistant Public Relations Associate Sales Associate Sales & Marketing Manager Secretary Travel Industry Mgr. Total 1 1 0 1 1 0 0 0 1 1 6 1 1 0 1 1 0 0 0 1 1 6 1 1 0 1 1 0 0 0 1 1 6 1 1 0 1 1 0 0 0 1 1 6 0 0 1 0 0 1 2 1 1 0 6 0 0 1 0 0 1 2 1 1 0 6 658.75 686.25 700.00 746.25 767 741.25 DIVISION WASTEWATER MONITORING Industrial Waste Inspec. Industrial Waste Supv. Industrial Waste Technician Total RECLAIMED WASTEWATER TREATMENT PLANT Instrument Technician 1 Lab Technician 1 Mech. Maint. Wkr. III 1 Plant Operator 1 Plant Supervisor 1 Senior Plant Operator 1 Total 6 CITY COURT Clerk Typist Court Administrator Court Clerk I Court Clerk II Court Collection Admin. Court Collection Specialist Court Info Systems Spec Court Interpreter Court Training Specialist Deputy Court Administrator File Clerk Magistrate Presiding Magistrate Probation Officer Pro-Tem Magistrate Warrant Officer Total GRAND TOTALS Annual Financial Plan 266 City of Flagstaff, AZ Annual Financial Plan 267 City of Flagstaff, AZ 10600 10628 10601 10602 10622 10627 10625 10607 10632 10626 10615 10610 10609 10630 10614 10608 6 B-2-2 5 B-2-1 10420 10415 10400 10418 10412 10406 10403 10416 10407 10410 10419 10502 10500 4 A-1-3 N N N N N N N N N N N N N N N N Account Clerk II Airport Svc Wkr II Animal Control Officer BIN Maint/Equip Oper Computer Tech I Engineering Tech II Env Svcs Equip Oper II - Residential Equipment Oper II GIS Technician Landfill Equip Oper I Landfill Maint Oper Maintenance Wkr II Materials Tech I Rec Coordinator II Service Writer Storekeeper Acct Clrk/Switchbd Op Airport Svc Wkr I Engineering Tech (p/t) Equipment Oper I Evidence Clerk Maintenance Wkr I Mechanic Aide Meter Reader Parking Control Officer Property Control Coord Recreation Coord I Env Svcs Equip Oper I - Bulky Library Assistant I 10302 N Library Clerk I 3 A-1-2 N N N N N N N N N N N N N 10204 N Mail/Duplication Aide 10201 N Switchboard Operator 2 A-1-1 Position Title 10103 N Custodian/Attendant 10100 N Library Page Pos # 1 A-1-0 Range 11.75 940.00 2036.67 24440.00 12.12 969.60 2100.80 25209.60 7.76 620.80 1345.07 16140.80 8.94 715.20 1549.60 18595.20 9.71 776.80 1683.07 20196.80 11.19 895.20 1939.60 23275.20 Min Step 1 12.20 976.00 2114.67 25376.00 12.58 1006.40 2180.53 26166.40 8.10 648.00 1404.00 16848.00 9.32 745.60 1615.47 19385.60 10.14 811.20 1757.60 21091.20 11.69 935.20 2026.27 24315.20 12.65 1012.00 2192.67 26312.00 13.04 1043.20 2260.27 27123.20 8.43 674.40 1461.20 17534.40 9.71 776.80 1683.07 20196.80 10.57 845.60 1832.13 21985.60 12.18 974.40 2111.20 25334.40 13.10 1048.00 2270.67 27248.00 13.50 1080.00 2340.00 28080.00 8.77 701.60 1520.13 18241.60 10.10 808.00 1750.67 21008.00 11.00 880.00 1906.67 22880.00 12.67 1013.60 2196.13 26353.60 13.56 1084.80 2350.40 28204.80 13.97 1117.60 2421.47 29057.60 9.10 728.00 1577.33 18928.00 10.49 839.20 1818.27 21819.20 11.43 914.40 1981.20 23774.40 13.17 1053.60 2282.80 27393.60 14.01 1120.80 2428.40 29140.80 14.43 1154.40 2501.20 30014.40 9.44 755.20 1636.27 19635.20 10.88 870.40 1885.87 22630.40 11.87 949.60 2057.47 24689.60 13.66 1092.80 2367.73 28412.80 14.46 1156.80 2506.40 30076.80 14.89 1191.20 2580.93 30971.20 9.78 782.40 1695.20 20342.40 11.27 901.60 1953.47 23441.60 12.30 984.00 2132.00 25584.00 14.15 1132.00 2452.67 29432.00 14.91 1192.80 2584.40 31012.80 15.35 1228.00 2660.67 31928.00 10.11 808.80 1752.40 21028.80 11.66 932.80 2021.07 24252.80 12.73 1018.40 2206.53 26478.40 14.65 1172.00 2539.33 30472.00 15.36 1228.80 2662.40 31948.80 15.81 1264.80 2740.40 32884.80 10.48 838.40 1816.53 21798.40 12.06 964.80 2090.40 25084.80 13.11 1048.80 2272.40 27268.80 15.11 1208.80 2619.07 31428.80 15.81 1264.80 2740.40 32884.80 16.28 1302.40 2821.87 33862.40 16.21 1296.80 2809.73 33716.80 16.73 1338.40 2899.87 34798.40 Mid 1-4 Mid 5-11 Mid 12+ Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 2002-2003 City of Flagstaff Pay Plan Annual Financial Plan 268 City of Flagstaff, AZ 10834 10827 10830 10832 10835 10831 10826 10805 10820 10800 10812 10810 10802 10828 10822 10807 10804 10808 10801 10825 10809 10814 10829 10824 10803 10819 20801 20800 10722 10717 10707 10735 10726 10714 10731 10732 10737 10705 10728 10709 10700 10729 10710 10734 10704 10703 10725 10727 10713 10736 10706 10702 10711 20702 20701 7 B-2-3 8 B-2-4 Pos # Range N N N N N N N N N N N N N N N N N N N N N N N N N N E E N N N N N N N N N N N N N N N N N N N N N N N N N E E Accounts Payable Specialist Buyer Computer Tech II Contract Assistant Court Info Systems Specialist Court Interpreter Database Analyst Engineering Tech IV Environmental Tech Equip Oper III Industrial Waste Insp Inspector I Instrument Tech IS Customer Service Rep Landfill Equip Oper III Library Assistant II Maintenance Wkr III Mechanic II Mech Maint Wkr III Police Info Systems Tech Probation Officer Sr GIS Technician Sr Recreation Coordinator Software Support Tech Welder Zoning Enforce Official Executive Asst Public Relations Associate Account Clerk III Administrative Aide Cemetery Maint Spec Court Collections Specialist Deputy City Clerk Development Svs Rep Engineering Tech III Environ Code Officer Env Svcs Equip Oper III - Commercial Evidence Tech Landfill Equip Oper II Library Cataloging Asst Mechanic I Meter Reader Supv/Coll Meter Service Tech Payroll Assistant Planning Tech Plant Operator Police Emerg Comm Spec Recr Mech Maint Wkr Revenue Collector Risk Management Assistant Sales Associate Wtr/Swr Utility Locator Zoning Enforce Officer Executive Admin Asst Sales and Marketing Associate Position Title 16.14 1291.20 2797.60 33571.20 13.25 1060.00 2296.67 27560.00 15.55 1244.00 2695.33 32344.00 15.55 1244.00 2695.33 32344.00 13.76 1100.80 2385.07 28620.80 16.73 1338.40 2899.87 34798.40 14.26 1140.80 2471.73 29660.80 17.31 1384.80 3000.40 36004.80 14.76 1180.80 2558.40 30700.80 17.90 1432.00 3102.67 37232.00 15.27 1221.60 2646.80 31761.60 18.66 1492.80 3234.40 38812.80 15.90 1272.00 2756.00 33072.00 18.49 1479.20 3204.93 38459.20 15.77 1261.60 2733.47 32801.60 19.08 1526.40 3307.20 39686.40 16.28 1302.40 2821.87 33862.40 19.67 1573.60 3409.47 40913.60 16.78 1342.40 2908.53 34902.40 20.25 1620.00 3510.00 42120.00 17.28 1382.40 2995.20 35942.40 20.84 1667.20 3612.27 43347.20 17.79 1423.20 3083.60 37003.20 21.77 1741.60 3773.47 45281.60 18.55 1484.00 3215.33 38584.00 21.46 1716.80 3719.73 44636.80 18.29 1463.20 3170.27 38043.20 Mid 1-4 Mid 5-11 Mid 12+ Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 13.25 1060.00 2296.67 27560.00 Min Step 1 2002-2003 City of Flagstaff Pay Plan Annual Financial Plan 269 City of Flagstaff, AZ 11100 N Detective/Corporal 11101 N Fleet Supervisor 11103 N Spec Services Supv 11 B-3-2 Equip Oper III Ldwkr Lab Director/Chemist Ldwkr/Training Coord Maint Worker III Ldwkr Materials Tech II Mech Maint Wkr IV Survey Party Chief Water Treat/Prod Chf Op Airport Operations Supervisor Conservation Coordinator Environmental Supervisor Library Supervisor 21106 E Assistant Fuel Manager 21104 E City Clerk N N N N N N N N E E E E 11003 11009 11002 11004 11008 11000 11007 11010 21004 21007 21005 21002 Accountant I Associate Planner Client Service Analyst Court Training Specialist Database Analyst Env Svcs Training Safety Coord Fire Inspector II Fuel Management Leadworker Housing and CD Specialist Human Resources Specialist Inspector II Payroll Specialist Plans Examiner Police Caseworker Police Emerg Comm Spec Ldwkr Police Officer Police Records Leadworker Programmer/Analyst I Senior Buyer Traffic Signal Technician Warrants Officer Environmental Program Spec Librarian Sales and Marketing Manager 10 B-3-1 N N N N N N N N N N N N N N N N N N N N N E E E 10909 10911 10922 10923 10920 10928 10907 10924 10907 10925 10900 10902 10904 10919 10915 10903 10914 10926 10918 10929 10916 20905 20903 20902 9 B-2-5 Position Title Pos # Range 19.09 1527.20 3308.93 39707.20 18.77 1501.60 3253.47 39041.60 19.81 1584.80 3433.73 41204.80 17.92 1433.60 3106.13 37273.60 16.49 1319.20 2858.27 34299.20 17.26 1380.80 2991.73 35900.80 17.13 1370.40 2969.20 35630.40 17.12 1369.60 2967.47 35609.60 20.54 1643.20 3560.27 42723.20 18.59 1487.20 3222.27 38667.20 17.75 1420.00 3076.67 36920.00 21.26 1700.80 3685.07 44220.80 19.25 1540.00 3336.67 40040.00 18.38 1470.40 3185.87 38230.40 21.99 1759.20 3811.60 45739.20 19.91 1592.80 3451.07 41412.80 19.01 1520.80 3295.07 39540.80 22.71 1816.80 3936.40 47236.80 22.81 1824.80 3953.73 47444.80 20.81 1664.80 3607.07 43284.80 19.78 1582.40 3428.53 41142.40 20.57 1645.60 3565.47 42785.60 19.64 1571.20 3404.27 40851.20 23.44 1875.20 4062.93 48755.20 21.23 1698.40 3679.87 44158.40 20.27 1621.60 3513.47 42161.60 24.16 1932.80 4187.73 50252.80 21.89 1751.20 3794.27 45531.20 20.90 1672.00 3622.67 43472.00 24.89 1991.20 4314.27 51771.20 22.55 1804.00 3908.67 46904.00 21.53 1722.40 3731.87 44782.40 25.61 2048.80 4439.07 53268.80 23.22 1857.60 4024.80 48297.60 22.16 1772.80 3841.07 46092.80 26.34 2107.20 4565.60 54787.20 26.85 2148.00 4654.00 55848.00 24.49 1959.20 4244.93 50939.20 23.08 1846.40 4000.53 48006.40 23.82 1905.60 4128.80 49545.60 22.75 1820.00 3943.33 47320.00 Mid 1-4 Mid 5-11 Mid 12+ Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 16.49 1319.20 2858.27 34299.20 Min Step 1 2002-2003 City of Flagstaff Pay Plan Annual Financial Plan 270 City of Flagstaff, AZ 21301 21305 21321 21319 21320 21322 21309 21324 21323 21308 11400 14 C-4-3 E E E E E E E E E E E E E E E E E E E E E E E N 21211 21235 21233 21224 21213 21234 21230 21232 21227 21204 21225 21201 21203 21207 21216 21231 21209 21222 21208 21217 21223 21200 21218 21215 11303 11301 21404 21410 21420 21405 21419 21412 21418 21406 21409 21403 21417 21414 21416 E E E E E E E E E E E E E E E E E E E E E E E E N N 11203 11200 11201 11206 12 C-4-1 13 C-4-2 N N N N Pos # Range Airport Manager Fleet Management Supt Fuel Manager Long Range Planner Police Communications Manager Police Support Svc Manager Redevelopment Program Mgr Senior Project Manager Streets Superintendent Stormwater Manager Survey/Mapping Supv Traffic Engineering Mgr Utilities Engineer Current Planner Facilities Maint Supt GIS Manager Housing Planner Info Systems Spec Network Administrator Plant Supervisor Real Estate Manager Risk Manager Transportation Planner Fire Training Officer Asst City Atty - Pros Building and Safety Manager Client Service Administrator Construction Manager Customer Service Mgr Deputy Court Administrator Environ Project Specialist Environ Services Manager GIS Systems Analyst Grants Manager Human Resources Analyst Industrial Waste Supv Library Info Sys Coord Library Manager Management Asst - PIO Network Analyst Parks Project Manager Parks Superintendent Planner Programmer/Analyst II Recreation Superintendent Streets Supervisor Urban Design Planner Utility Service Supv Engineering Project Manager II Police Sergeant Accountant II Auditor II Engineering Project Manager I Traffic Proj & R/W Mgr Position Title 24.59 1967.20 4262.27 51147.20 24.27 1941.60 4206.80 50481.60 21.62 1729.60 3747.47 44969.60 21.34 1707.20 3698.93 44387.20 19.60 1568.00 3397.33 40768.00 19.86 1588.80 3442.40 41308.80 Min Step 1 25.43 2034.40 4407.87 52894.40 22.35 1788.00 3874.00 46488.00 20.54 1643.20 3560.27 42723.20 26.27 2101.60 4553.47 54641.60 23.09 1847.20 4002.27 48027.20 21.22 1697.60 3678.13 44137.60 27.11 2168.80 4699.07 56388.80 23.82 1905.60 4128.80 49545.60 21.90 1752.00 3796.00 45552.00 27.95 2236.00 4844.67 58136.00 24.56 1964.80 4257.07 51084.80 22.59 1807.20 3915.60 46987.20 28.79 2303.20 4990.27 59883.20 25.29 2023.20 4383.60 52603.20 23.27 1861.60 4033.47 48401.60 29.63 2370.40 5135.87 61630.40 28.31 2264.80 4907.07 58884.80 26.03 2082.40 4511.87 54142.40 24.89 1991.20 4314.27 51771.20 22.87 1829.60 3964.13 47569.60 23.95 1916.00 4151.33 49816.00 30.47 2437.60 5281.47 63377.60 26.76 2140.80 4638.40 55660.80 24.63 1970.40 4269.20 51230.40 31.31 2504.80 5427.07 65124.80 27.50 2200.00 4766.67 57200.00 25.32 2025.60 4388.80 52665.60 32.15 2572.00 5572.67 66872.00 28.23 2258.40 4893.20 58718.40 26.00 2080.00 4506.67 54080.00 32.99 2639.20 5718.27 68619.20 28.97 2317.60 5021.47 60257.60 26.68 2134.40 4624.53 55494.40 33.83 2706.40 5863.87 70366.40 29.70 2376.00 5148.00 61776.00 27.36 2188.80 4742.40 56908.80 34.67 2773.60 6009.47 72113.60 35.19 2815.20 6099.60 73195.20 30.48 2438.40 5283.20 63398.40 30.93 2474.40 5361.20 64334.40 28.42 2273.60 4926.13 59113.60 27.99 2239.20 4851.60 58219.20 Mid 1-4 Mid 5-11 Mid 12+ Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 2002-2003 City of Flagstaff Pay Plan Annual Financial Plan 271 City of Flagstaff, AZ 22 E-8-2 22601 E City Manager Community Dev Director Fire Chief Management Svcs Director Police Chief Public Works Director Utilities Director City Attorney Deputy City Manager Asst City Atty - Chf Pros Asst City Atty - Civil I Blding & Development Svcs Dir CVB Manager Develop Review Planner Environ Program Manager Finance/Budget Manager Police Lieutenant Private Dev Engineer Tax License/Revenue Adm Capital Imp Engineer Convention/Visitor Bureau Dir Human Resources Manager Information Systems Mgr Parks & Recreation Dir Asst City Atty - Civil II Asst Fire Chief Asst Utilities Director Court Administrator Environ Svc Director Library Director Police Captain Purchasing Director City Engineer CIP Director Deputy Police Chief Planning Director Financial Services Director 26 F-10-2 E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E N Position Title 22103 22101 22106 22100 22102 22105 22200 22201 21505 21506 21502 21510 21501 21511 21509 21503 21504 21500 21602 21607 21609 21608 21601 21700 21706 21710 21712 21711 21701 21702 21707 21800 21803 21801 21802 21900 Pos # 21 E-8-1 20 D-7-1 19 D-6-3 18 D-6-2 17 D-6-1 16 C-5-2 15 C-5-1 Range 39.05 3124.00 6768.67 81224.00 45.52 3641.60 7890.13 94681.60 29.88 2390.40 5179.20 62150.40 31.11 2488.80 5392.40 64708.80 33.44 2675.20 5796.27 69555.20 35.29 2823.20 6116.93 73403.20 28.63 2290.40 4962.53 59550.40 26.55 2124.00 4602.00 55224.00 25.33 2026.40 4390.53 52686.40 24.78 1982.40 4295.20 51542.40 Min Step 1 26.33 2106.40 4563.87 54766.40 27.34 2187.20 4738.93 56867.20 28.35 2268.00 4914.00 58968.00 29.36 2348.80 5089.07 61068.80 30.37 2429.60 5264.13 63169.60 47.79 3823.20 8283.60 99403.20 56.36 4508.80 9769.07 117228.80 35.71 2856.80 6189.73 74276.80 37.19 2975.20 6446.27 77355.20 40.45 3236.00 7011.33 84136.00 43.19 3455.20 7486.27 89835.20 34.22 2737.60 5931.47 71177.60 31.36 2508.80 5435.73 65228.80 31.37 2509.60 5437.47 65249.60 29.27 2341.60 5073.47 60881.60 32.38 2590.40 5612.53 67350.40 33.39 2671.20 5787.60 69451.20 34.40 2752.00 5962.67 71552.00 35.41 2832.80 6137.73 73652.80 36.41 2912.80 6311.07 75732.80 61.31 4904.80 10627.07 127524.80 72.83 5826.40 12623.87 151486.40 45.12 3609.60 7820.80 93849.60 46.98 3758.40 8143.20 97718.40 51.50 4120.00 8926.67 107120.00 55.41 4432.80 9604.40 115252.80 43.24 3459.20 7494.93 89939.20 39.30 3144.00 6812.00 81744.00 37.37 2989.60 6477.47 77729.60 36.68 2934.40 6357.87 76294.40 Mid 1-4 Mid 5-11 Mid 12+ Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 2002-2003 City of Flagstaff Pay Plan Annual Financial Plan 272 City of Flagstaff, AZ 10813 N Firefighter 10905 N Fire Engineer 11300 N Fire Captain 11500 E Fire Batallion Chief 9 13 15 Position Title 8 Range Pos # 11.1071 1244.00 2695.33 32344.00 11.7786 1319.20 2858.27 34299.20 15.4429 1729.60 3747.47 44969.60 18.0929 2026.40 4390.53 52686.40 Min Step 1 11.5286 1291.20 2797.60 33571.20 12.2286 1369.60 2967.47 35609.60 15.9643 1788.00 3874.00 46488.00 18.8071 2106.40 4563.87 54766.40 Step 2 11.9500 1338.40 2899.87 34798.40 12.6786 1420.00 3076.67 36920.00 16.4929 1847.20 4002.27 48027.20 19.5286 2187.20 4738.93 56867.20 Step 3 12.3643 1384.80 3000.40 36004.80 13.1286 1470.40 3185.87 38230.40 17.0143 1905.60 4128.80 49545.60 20.2500 2268.00 4914.00 58968.00 Step 4 12.7857 1432.00 3102.67 37232.00 13.5786 1520.80 3295.07 39540.80 17.5429 1964.80 4257.07 51084.80 20.9714 2348.80 5089.07 61068.80 Step 5 13.2071 1479.20 3204.93 38459.20 14.0286 1571.20 3404.27 40851.20 18.0643 2023.20 4383.60 52603.20 21.6929 2429.60 5264.13 63169.60 Step 6 13.6286 1526.40 3307.20 39686.40 14.4786 1621.60 3513.47 42161.60 18.5929 2082.40 4511.87 54142.40 22.4071 2509.60 5437.47 65249.60 Step 7 Mid 5-11 Mid 12+ 14.0500 1573.60 3409.47 40913.60 14.9286 1672.00 3622.67 43472.00 19.1143 2140.80 4638.40 55660.80 23.1286 2590.40 5612.53 67350.40 Step 8 2002-2003 City of Flagstaff Pay Plan - 2912 Hours 14.4643 1620.00 3510.00 42120.00 15.3786 1722.40 3731.87 44782.40 19.6429 2200.00 4766.67 57200.00 23.8500 2671.20 5787.60 69451.20 Step 9 14.8857 1667.20 3612.27 43347.20 15.8286 1772.80 3841.07 46092.80 20.1643 2258.40 4893.20 58718.40 24.5714 2752.00 5962.67 71552.00 Step 10 15.3286 1716.80 3719.73 44636.80 16.2500 1820.00 3943.33 47320.00 20.6929 2317.60 5021.47 60257.60 25.2929 2832.80 6137.73 73652.80 Step 11 21.2143 2376.00 5148.00 61776.00 26.0071 2912.80 6311.07 75732.80 Step 12 21.7714 2438.40 5283.20 63398.40 26.6929 2989.60 6477.47 77729.60 Step 13 RESOLUTION NO. 2002-45 A RESOLUTION FOR THE ADOPTION OF THE BUDGET FOR FISCAL YEAR 2002-2003; AND DECLARING AN EMERGENCY. WHEREAS, in accordance with the provisions of Title 42, Chapter 17, Articles 1 - 5, A.R.S., the City Council did, on June 18, 2002 make an estimate of the different amounts required to meet the public expenditures/expenses for the ensuing year, also an estimate of revenues from sources other than direct taxation, and the amount to be raised by taxation upon real and personal property within the City of Flagstaff; and WHEREAS, in accordance with said sections of said Title, and following due public notice, the Council met on June 18, 2002, at which meeting any taxpayer was privileged to appear and be heard in favor of or against any of the proposed expenditures/expenses or tax levies; and WHEREAS, it appears that publication has been duly made as required by law, of said estimates together with a notice that the City Council would meet on July 16, 2002, in the Council Chambers at City Hall for the purpose of hearing taxpayers and making tax levies as set forth in said estimates; and WHEREAS, it appears that the sums to be raised by taxation, as specified therein, do not in the aggregate amount exceed that amount as computed in A.R.S. 42-17051 (A); NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF FLAGSTAFF AS FOLLOWS: SECTION 1. That said estimates of revenues and expenditures shown on the accompanying schedules as now increased, reduced or changed be and the same are hereby adopted as the budget of the City of Flagstaff for Fiscal Year 2002-2003. SECTION 2. Emergency Clause and Effective Date. The immediate operation of the provisions of this Resolution is necessary for the preservation of the public peace, health, and safety of the City. Therefore, an emergency is hereby declared to exist, and this Resolution is enacted as an emergency measure and will be in full force and effect from and after its passage and adoption by the Council of the City, as required by law. This Resolution shall take effect on July 1, 2002. PASSED AND ADOPTED by the Council and approved by the Mayor of the City of Flagstaff, this 2nd day of July, 2002. /s/ Joseph C. Donaldson ATTEST: /s/ Carolyn Jagger CITY CLERK APPROVED AS TO FORM: /s/ Joseph R. Bertoldo CITY ATTORNEY Annual Financial Plan 273 City of Flagstaff, AZ ORDINANCE NO. 2002-09 AN ORDINANCE LEVYING UPON THE ASSESSED VALUATION OF THE PROPERTY WITHIN THE CITY OF FLAGSTAFF, ARIZONA, SUBJECT TO TAXATION A CERTAIN SUM UPON EACH ONE HUNDRED DOLLARS ($100.00) OF VALUATION SUFFICIENT TO RAISE THE AMOUNT ESTIMATED TO BE REQUIRED IN THE ANNUAL BUDGET, LESS THE AMOUNT ESTIMATED TO BE RECEIVED FROM OTHER SOURCES OF REVENUE; PROVIDING FUNDS FOR VARIOUS BOND REDEMPTIONS, FOR THE PURPOSE OF PAYING INTEREST UPON BONDED INDEBTEDNESS AND PROVIDING FUNDS FOR GENERAL MUNICIPAL EXPENSES, ALL FOR THE FISCAL YEAR ENDING THE 30TH DAY OF JUNE, 2003. WHEREAS, by the provisions of State law, the ordinance levying taxes for fiscal year 20022003 is required to be finally adopted not later than the third Monday in August; and WHEREAS, the County of Coconino is the assessing and collecting authority for the City of Flagstaff, the Clerk is hereby directed to transmit a certified copy of this ordinance to the County Assessor and the Board of Supervisors of the County of Coconino, Arizona; NOW, THEREFORE, BE IT ORDAINED by the Council of the City of Flagstaff as follows: SECTION 1. There is hereby levied on each one hundred dollars ($100.00) of the assessed value of all property, both real and personal within the corporate limits of the City of Flagstaff, except such property as may be by law exempt from taxation, a primary property tax rate of .7326 for the fiscal year ending on the 30th day of June, 2003. If this tax rate exceeds the maximum levy allowed by law, the Board of Supervisors of the County of Coconino is hereby authorized to reduce the levy to the maximum allowable by law after providing notice to the City. SECTION 2. In addition to the rate set in Section 1 hereof, there is hereby levied on each one hundred dollars ($100.00) of the assessed value of all property, both real and personal within the corporate limits of the City of Flagstaff, except such property as may be by law exempt from taxation, a secondary property tax rate of .9801 for the fiscal year ending June 30, 2003. SECTION 3. Failure by the county officials of Coconino County, Arizona, to properly return the delinquent list, any irregularity in assessments or omissions in the same, or any irregularity in any proceedings shall not invalidate such proceedings or invalidate any title conveyed by any tax deed; failure or neglect of any officer or officers to timely perform any of the duties assigned to him or to them shall not invalidate any proceedings or any deed or sale pursuant thereto, the validity of the assessment or levy of taxes or of the judgement of sale by which the collection of the same may be enforced shall not affect the lien of the City of Flagstaff upon such property for the delinquent taxes unpaid thereon; overcharge as to Annual Financial Plan 274 City of Flagstaff, AZ part of the taxes or of costs shall not invalidate any proceedings for the collection of taxes or the foreclosure of the lien thereon or a sale of the property under such foreclosure; and all acts of officers de facto shall be valid as if performed by officers dejure. SECTION 4. All ordinances and parts of ordinances in conflict herewith are hereby repealed. SECTION 5. Emergency Clause and Effective Date. The immediate operation of the provisions of this Ordinance is necessary for the preservation of the public peace, health and safety of the City. Therefore, an emergency is hereby declared to exist, and this Ordinance is enacted as an emergency measure and will be in full force and effect from and after its passage and adoption by the Council of the City, as required by law, and it is hereby exempt from the referendum provisions of the Constitution and laws of the State of Arizona. The tax levies imposed by this Ordinance shall take effect July 16, 2002. PASSED AND ADOPTED by the Council and approved by the Mayor of the City of Flagstaff, this 16th day of July, 2002. /s/ Joseph C. Donaldson MAYOR ATTEST: /s/ Carolyn Jagger CITY CLERK APPROVED AS TO FORM: /s/ Joseph R. Bertoldo CITY ATTORNEY Annual Financial Plan 275 City of Flagstaff, AZ City Attorney: Civil Division-Total budget, capital at 10%, of units served. Criminal & Other-Direct allocation to City Attorney-Other Full-Cost Plan Summary of Allocation Basis Building Use: City Hall-Gross square feet of assigned spaces. Coconino Warehouse- Gross square feet of assigned spaces. Single Use-Value of building utilized. Human Resources: Benefits-Number of full-time equivalent positions served. Training-Number of permanent full-time equivalent positions served. Recruitment-Number of FTE’s served, Fire & Police weighted. Risk Management Safety-Number of full-time equivalent positions served. Risk Management Claims-Total budget, capital at 10%, of units served. Equipment Use: General-Inventory of assigned equipment. ND Computer-Number of personal computers. ND General Admin: Personal-Number of permanent full-time equivalent positions served. Fiscal-Total budget, capital at 10%, of units served. Other-Direct allocation to ND General AdminOther. Management Services Admin: Department Admin-Personal services of units supervised or served. Other-Direct allocation to Other. ND Employee Benefits: Services-Number of permanent full-time equivalent positions served. Management Services Purchasing: Division Admin-Personal services of units supervised. General Purchases-Number of encumbrances per division. Large Projects-Estimated effort expended on larger projects. Contract Admin-Expenditure of contract administered. Bond/Surety-Direct allocation to Community Development. ND Insurance: General Fund-Total budget less capital of units served. Other Funds-Risk Management insurance costs for non-general use. ND Consultants: Audit & Fiscal-Total budgeted expenditures of units served. Other Services-Direct allocation to ND Consultants-Other. Management Services Mail Services: Services-Number of pieces of mail processed during six months. Council & Commissions: Council-Total budget, capital at 10% of units served. Boards-Total budget by fund, less capital carryover. Management Services Grant Admin: Services-Grant revenues. Management Services Warehouse: Services-Cost of items issued through warehouse. City Manager: City Admin Personnel-Personal services of units supervised or served. City Admin Fiscal-Total budget, capital at 10%, of units served. Deputy Personnel-Personal services of units supervised or served. Deputy Fiscal-Total budget, capital at 10%, of units served. Management Services Property Mgmt: Services-Estimated effort spent on projects. ND Copy Center: Services-Actual copy center charges for twelve months. Information Systems: General Support-Number of personal computers supported. E-Mail-Number of e-mail messages. GIS-Total budget less capital of units served. City Clerk: Records Management-Number of boxes stored. Other Services-Total budget, capital at 10%, of units served. Annual Financial Plan 276 City of Flagstaff, AZ Field Reading-Direct allocation to utilities. Finance: General Account-Total budgeted expenditures of units served. Journal Entry-Number of Receipt & Journal transactions. Accounts Payable-Number of Accounts Payable transactions. Payroll-Number of payroll checks issued. Budget Programs-Number of programs. Budget Fiscal-Total budget, capital at 10%, of units served. Community Development Admin: Admin Personal-Personal services of units supervised or served. Admin Fiscal-Total budget, capital at 10% of units served. Devel Services-Total budget, capital at 10% of units served. Engineering: Traffic Engineer-Direct allocation to Highway User Fund. Stormwater-Percentage of hours spent on projects. ADEQ Plan-Direct allocation to General FundOther. Rio de Flag-Direct allocation to General FundOther. Building Permit-Direct allocation to General FundOther. Other-Dollar value of permits issued in prior year. Sales Tax & Licensing: Collections-Estimated level of effort provided by Collections. Accounts Receivable-Estimated level of effort provided by Accounts Receivable. Other-Direct allocation to General Fund-Other. Public Works Administration: Director-Estimated effort expended by Public Works Director. Secretary-Estimated effort expended by Public Works Director’s Secretary. Planning: General Services-Total budget by fund, less capital carryover. Development Review-Total budget by fund, less capital carryover. Advanced Plan-Total budget by fund, less capital carryover. Zoning-Total budget by fund, less capital carryover. Redevelopment-Total budget by fund, less capital carryover. Housing-Direct allocation to Planning-Other. Public Facilities Maintenance: City Hall Custodial-Gross square feet of assigned space. City Court Custodial-Direct allocation to City Court. Other Custodial-Number of restrooms maintained. Preventive Maintenance-Gross square footage of assigned space maintained. Special Maintenance-Budgeted hours to be expended on special projects. City Hall Maintenance-Gross square feet of assigned space. Other Maintenance-Budgeted hours to be expended on activities. City Hall Utilities-Gross square feet of assigned space. Beaver Street Annex-Direct allocation to Other. Milligan House-Direct allocation to Tourism. Contributions: United Way-Total budget by fund, less capital. Others-Direct allocation to Contributions. Soil Remediation: Services-Charges for services provided by Public Works Mechanical Shop. Mechanical Shop: Services-Charges for services provided by Public Works Mechanical Shop. Customer Services: City Support-Total budget, capital at 10%, of units served. Deposit Assistance-Estimated hours of service provided. Enterprise-Budgeted revenue of utilities and environmental services. Annual Financial Plan 277 City of Flagstaff, AZ called the maturity date(s), together with periodic interest at a specific rate. GLOSSARY ACTIVITY - The purpose/activity or group of subactivities within a function/program for which the city is responsible. BOND FUNDS - Are used to account for the purchase or construction of major capital facilities that are not financed by other funds. The use of bond funds is necessary to demonstrate that bond proceeds are spent only in amounts and for purposes authorized. ADA – Americans with Disabilities Act ADOPTED BUDGET - Formal action made by City Council that sets the spending limits for the fiscal year. ADOT - Arizona Department of Transportation BONDS--PROCEEDS - Debt issuances derived from the sale of bonds for the purpose of constructing major capital facilities. ALLOCATION - Assigning one or more items of cost or revenue to one or more segments of an organization according to benefits received, responsibilities, or other logical measures of use. BUDGET - A financial plan consisting of an estimate of proposed expenditures and their purposes for a given period and the proposed means of financing them. ANNUALIZED COSTS - Operating costs incurred at annual rates for a portion of the prior fiscal year and which must be incurred at similar rates for the entire 12 months of the succeeding fiscal year. BUDGETARY CONTROL - The control of management of a governmental unit or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitations of authorized appropriations and available revenues. AOT - Arizona State Office of Tourism BUDGET MESSAGE - The opening section of the budget which provides the City Council and the public with a general summary of the most important aspects of the budget, changes from the current and previous fiscal years, and recommendations regarding the financial policy for the coming period. APP – Aquifer Protection Permit APPROPRIATION - An authorization granted by the City Council to make expenditures and to incur obligations for purposes specified in the Appropriation Ordinance. ARB – Accident Review Board. A committee comprised of City Employees from various departments designated to review employee accidents that result in property damage. CAPITAL - Those items valued over $5,000 with a life expectancy of at least three years. CAPITAL IMPROVEMENT PROGRAM BUDGET - The appropriation of bonds or operating revenue for improvements to city facilities including buildings, streets, water and sewer lines, and parks. ASSESSED VALUATION - A valuation set upon real estate or other property by the County Assessor and the State as a basis for levying taxes. (Primary or Secondary) CAPITAL OUTLAY - Expenditures that result in the acquisition of or addition to fixed assets. ATP – Administrative/Technical Personnel AWWA – American Water and Wastewater Association CAPITAL PROJECT - Any project having assets of significant value and having a useful life of three years or over. Capital projects include the purchase of land for design, engineering and construction of buildings and infrastructure items such as streets, bridges, drainage, street lighting, water system, etc. Capital projects are permanent attachments intended to remain to the land. BBB - Revenue derived from a two percent (2%) excise tax on hotels (bed), restaurants (board) and, bar receipts (booze), therefore, the "BBB" tax. BNSF – Burlington Northern Santa Fe railroad company CARRYFORWARD Any equipment, contractual, commodity, or capital project that has been previously approved by the Mayor and Council but for various reasons has not been implemented on schedule. Under the State laws BOND - A written promise to pay a specified sum of money, called the face value or principal amount, at a specified date or dates in the future, Annual Financial Plan 278 City of Flagstaff, AZ and generally accepted accounting principals only those costs relating to work actually done on or before the last day of the fiscal year can be reflected on the financial statements of that fiscal year. To avoid having to charge the project costs estimated to be incurred in a subsequent fiscal year as an unbudgeted item for that year and, therefore, a violation of State budget law, such project and the associated projected costs are included in the subsequent year's budget. DEPARTMENT - A major administrative division of the City which indicates overall management responsibility for an operation or group of related operations within a functional area. CCC – Coconino Community College DRB – Development Review Board CDBG - Community Development Block Grant. A source of grant funding for housing projects and other redevelopment projects. ENCUMBRANCES - Obligations in the form of purchase orders, or contracts, which are chargeable to an appropriation and for which a part of the appropriation is reserved. They cease to be encumbered when the obligations are paid or otherwise liquidated. DOJ – Department of Justice DPS - Department of Public Safety, the enforcement division of the Arizona State Highway department. CIP – Capital Improvement program COMMODITIES - Expendable items used by operating or construction activities. Examples include office supplies, repair and replacement parts for equipment, fuels and lubricants, etc. ENTERPRISE FUND - An Accounting entity established to account for the acquisition, operation and maintenance of governmental facilities, and services which are entirely or predominately self-supporting. COMMUNITY DEVELOPMENT DEPARTMENT Refers to the following group of Divisions: Community Development Administration, Building Inspection, Engineering, Planning, Urban Design, Community Redevelopment, Metropolitan Planning Organization, Arts & Science, Drainage and Transportation. ESTIMATED REVENUE - The amount of projected revenue to be collected during the fiscal year. EXPENDITURE/EXPENSE - This term refers to the outflow of funds paid for an asset obtained or goods and services obtained. CONTINGENCY - Monies set aside as carryover to the following fiscal year, but which can be used to finance unforeseen expenditures of the various operating funds. EXPENDITURE LIMITATION - The Arizona State Legislature imposed constitutional amendment which limits the annual expenditures of all municipalities. This limit is set by the Economic Estimates Commission based on population growth and inflation. CONTRACTUAL SERVICES - Contracted service used for operating or construction activities. Examples include Legal Fees, Postage & Freight, Rents, Utilities, and Debt Service costs. FAA – Federal Aviation Administration COST CENTER An organizational budget/operating unit within each City division or department. FCP – Flagstaff Cultural Partners. Created by the Alliance to establish local arts, cultural and science programs. CSR – Customer Service Representative FHWA - Federal Highway Administration DEBT SERVICE - Payment of principal, interest, and related service charges on obligations resulting from the issuance of bonds. FISCAL YEAR - A 12-month period of time to which the Annual Budget applies and at the end of which a governmental unit determines its financial position and the results of its operations. For the City of Flagstaff, it is July 1, through June 30. DEBT SERVICE FUND REQUIREMENTS - The amounts of revenue which must be provided for a Debt Service Fund so that all principal and interest payments can be made in full on schedule. Annual Financial Plan FIT – Flagstaff Interagency Taskforce for Safe Housing – an interagency team with the purpose of identifying and correcting unsafe housing and living conditions in the Flagstaff area. 279 City of Flagstaff, AZ The repayment of these bonds is usually made from secondary property taxes. FIXED ASSETS - Assets of a long-term character that is intended to continue to be held or used, such as land, buildings, machinery, furniture and other equipment. GOAL - A statement of broad direction, purpose or intent based on the needs of the community. A goal is general and timeless; that is, it is not concerned with a specific achievement in a specific time period. FMLA – Family Medical Leave Act FMPO - Flagstaff Organization Metropolitan Planning FTA - Federal Transit Administration GRANT - A contribution by the state or federal government or other agency to support a particular function. FTE – Full-Time Equivalent - A position, permanent or temporary, based on 2,080 hours per year. Part-time positions are converted for budget purposes to a decimal equivalent of a fulltime position based on 2,080 hours per year. For example, a part time employee working 520 hours, would be equivalent to .25 of a full time position. HURF – Highway User Revenue Fund. Highway user revenues are a gasoline tax collected by the state and distributed to counties and cities based on the county of origin and population. These revenues are to be used for Highways and Streets maintenance and construction. INTERFUND TRANSFER - Amounts transferred from one fund to another. FUND - An independent fiscal and accounting entity with a self-balancing set of accounts recording cash and/or other resources, together with all related liabilities, for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations. JCEF – Judicial Collection Enforcement Fund. LEAF – Law Enforcement Administrative Facility. A shared facility between Coconino County and the City of Flagstaff. FUND BALANCE - Fund balance is the excess of assets over liabilities and reserves and is, therefore, also known as surplus funds. LERRDS – Corps of Engineers acronym for, “Lands, Easements, Rights-of-way, Relocations, and Disposals.” FUNDS CARRIED FORWARD - The balance of operating funds brought forward from prior years. LMWTP – Lake Mary Water Treatment Plant FUTS – Flagstaff Urban Trail System. A multimodal trail system used by pedestrian commuters, runners, bicyclists, hikers, and cross-country skiers. The interconnected trails link virtually every area of the city and will provide a continuous link to the Arizona Trail, connecting the borders of Mexico and Utah. MANAGEMENT SERVICES DEPARTMENT Refers to the following group of Divisions: Human Resources, Information Services, Management Services Administration, Finance/Budget, Sales Tax & Licensing, and Library division. GENERAL ADMINISTRATION DEPARTMENT Refers to the following group of Divisions: City Manager, City Clerk, Capital Management, Law, City Court, Tourism Administration, and Visitor Services. MPO - Metropolitan Planning Organization MIS – Management Information Systems MRF – Materials Recovery Facility. A processing operation to sort, process and resale bulk recyclable materials collected from residential and commercial customers. The facility opened in 1998 through a public-private partnership. GENERAL FUND - A fund used to account for all general-purpose transactions of the City that do not require a special type of fund. NAPEBT – Northern Arizona Public Employees Benefit Trust. A joint venture combining the purchasing power for health insurance; members include the City of Flagstaff, Coconino County, Flagstaff Unified School District, and Coconino Community College. GENERAL GOVERNMENT REVENUE - The revenues of a government other than those derived from and retained in an enterprise fund. GENERAL OBLIGATION BONDS – (G.O.) Bonds that finance a variety of public projects such as streets, buildings, and improvements. Annual Financial Plan NAU – Northern Arizona University 280 City of Flagstaff, AZ POLICE DEPARTMENT - Refers to both Police and Police Grant Divisions. NFPA – National Fire Protection Association NON-DEPARTMENTAL - Refers to the following Divisions: Contributions to Other Agencies, G.O.B.-Debt Service, Council & Commissions, Non-Departmental, Real Estate Proceeds, Firemen's Pension, Special Assessments and Transit. PRIMARY TAXES & VALUES - Primary or "limited" values are used to calculate primary property taxes which are collected to fund the maintenance and operation of school districts, community college districts, counties, cities and state government. Primary values and taxes are both "limited" as to how much they can increase if no changes have been made to the property. NON-RECURRING REVENUE - Revenue which is a one time receipt or which is not received on a continual basis. NPDES – National Elimination System Pollutant PROGRAM - A group of related functions or activities performed by a division where there is a desire to budget and identify expenditures independently of other activities within the division. Discharge NRFP – North Reservoir Filtration Plant PROPERTY TAX LEVY - The total amount to be raised by general property taxes for purposes specified in the Tax Levy Ordinance. OBJECTIVES - A statement of specific measurable outcomes which contribute toward accomplishing the departmental mission. PRV – Pressure reduction valve OPERATING BUDGET - A budget for general expenditures such as salaries, utilities, and supplies. PUBLIC WORKS DEPARTMENT - Refers to the following Divisions: Airport, Facilities Maintenance, Cemetery, Mechanical Shop, Parks and Recreation, Environmental Services and Streets. OPERATING REVENUE - Resources derived from recurring revenue sources used to finance recurring operating expenditures and pay-as-yougo capital expenditures. PURCHASED CAPITAL OUTLAY - Acquisition of any item of capital that is complete in and of itself when it is purchased. OSHA - Occupational, Safety, and Health Administration RECURRING REVENUES - Revenue sources available on a constant basis to support operating and capital budgetary needs. OUTSIDE AGENCIES - Refers to organizations, which are not associated with or can be allocated to any particular Department. RESTRICTED REVENUES - Are legally restricted for a specific purpose by the Federal, State, and local government. PERFORMANCE INDICATORS - Measures used to evaluate the performance of a program or activity. Effectiveness and efficiency are two types of "outcome" performance indicators. RFP – REQUEST FOR PURPOSAL – A request for an offer, by one party to another, based on a requested scope of services. PERSONAL SERVICES - All employers costs related to compensating employees of the City of Flagstaff, including employee fringe benefit costs such as City portion of retirement, social security, and health and industrial insurance. RSL – REVISED SERVICE LEVEL – A request for appropriation above the targeted base budget of the division. These may be for one-time purchases or ongoing expenditures. PERSONNEL SERVICES - Expenditures for salaries, wages and fringe benefits of a government's employees. REVENUES – Amounts estimated to be received from taxes and other sources during the fiscal year. PFAC – Ponderosa Fire Advisory Council SCADA – Supervisory and Control Data Acquisition. This is a program used by the Utilities Department. PIT – Project Implementation Team. A team comprised of City employees to ensure that the Capital Improvement Project process is expedient with the goal of getting work done in a timely manner and within the appropriated budget. Annual Financial Plan 281 City of Flagstaff, AZ TEA-21 – Transportation Equity Act for the 21st Century SECONDARY PROPERTY TAXES - Ad valorem taxes or special property assessments used to pay the principal and interest charges on any bonded indebtedness or other lawful long-term obligation issued or incurred for a specific purpose by a municipality. URBAN DESIGN - Refers to the following group of Divisions: Beautification-General Administration, Streetscape, Flagstaff Urban Trails System, Rehabilitation Projects, and ReserveBeautification. SECONDARY TAXES & VALUES - Secondary, or "full cash" values are synonymous to market values. They are used to calculate secondary property taxes to support voter-approved budget overrides, bond issues and other debt service, such as special districts. USDOT - United Transportation States Department of USFS – United States Forest Service SID – Special Improvement District USGS – United States Geological Survey STREET AND HIGHWAY BONDS - Bonds which are secured by the City's Highway User Revenues and used for the construction of street, highway and related capital projects. UTILITIES DEPARTMENT - Refers to the following Divisions: Betterments & Improvements Water District, Betterments & Improvements Water Production, Debt Service-Sewer, Debt Service-Water, Lake Mary Water Plant, Meter Reading, North Reservoirs, Utilities Administration, Wastewater Collection, Wastewater Collection Improvements, Wastewater Monitoring, Wastewater Treatment Improvements, Wastewater Treatment Plant, Water Distribution System, Woody Mountain Wells, and Reclaimed Plant. STS – Safe To School. TAX LEVY - The total amount to be raised by general property taxes for purposes specified in the Tax Levy Ordinance. TAX RATE - The amount of tax levied for each $100 of assessed valuation. WIFA – Water Infrastructure Financing Authority Annual Financial Plan 282 City of Flagstaff, AZ Council Goals The City of Flagstaff Council undertook a tremendous effort in FY 2002 to develop citywide goals that would be incorporated throughout the planning processes undertaken by the various departments and their divisions. The Council set these broad areas and staff then developed cross-departmental teams to identify specific objectives or work programs. These work programs set the base from which all divisions developed their FY 2003 budget. All divisions had to identify their objectives within one of the goal areas. The City of Flagstaff recognizes that this project is in its’ infancy. One hurdle was cleared by the Council initiating the effort. The City will have to maintain this effort. The plan will need to be reviewed on an ongoing basis to assess both the ongoing need and relevance for the goals as well as the progress on the work program. The following list highlights the ten major areas established by Council and the complete work plan ensues. ➘ ➘ ➘ ➘ ➘ ➘ ➘ ➘ ➘ ➘ Affordable Housing Economic Development/Redevelopment Capital Improvements Public Safety Customer Service Quality of Life Fiscal Health Organizational Support Collaboration Planning for Growth Annual Financial Plan 283 City of Flagstaff, AZ GOAL STATEMENTS AFFORDABLE HOUSING GOAL STATEMENT AFFORDABLE HOUSING Maintain current data on housing market conditions, trends and issues. Ensure the full benefit of such data is available to the City and the general public for use in market studies, grant applications and petitions for national and state policy changes. Ensure housing plans remain current, accurate and in concert with all other City plans including the Regional Plan. Develop policy recommendations to City Council for addressing identified affordable housing problems. Successfully Implement affordable housing policy as mandated by City Council. Maintain current knowledge of state of the art housing program and policy initiatives undertaken successfully by other jurisdictions. Incorporate new ideas into City programs as necessary to increase effectiveness and application Identify additional funding resources and secure additional funding for the expansion of existing programs and the creation of new programs. Increase the supply of affordable rental housing for extremely low and low income households FY 2003 AND FUTURE WORK PROGRAM STRATEGIES Update the Consolidated Plan (Annual Action Plan) for continued federal funding Maintain a close working/planning relationship with the New Arizona Department of Housing Raise the FHA Mortgage Insurance Limit for Coconino County Raise the Fair Market Rents for Coconino County Raise the Fair Market Rents for Coconino County Successfully implement the LDC based affordable housing incentive Ordinance (No. 2001-14) COF Planning Division Identify multiple means to ensure long term affordability of owner occupied homes built by the private sector. Develop a Community Land Trust Model to provide homeownership for very low income homeowners COF Planning Division Complete an analysis of successful housing programs conducted by municipalities with similar housing market conditions. Successfully obtain multiple grant resources from the newly establishes Arizona Department of Housing to augment CDBG funds. COF Planning Division Proactively cultivate the interest of multiple LIHTC developers for the construction of new and the rehabilitation of existing rental housing developments COF Planning Division Non-profit tax credit developers For-profit tax credit developers Arizona Housing Department COF Planning Division Christmas in April NACOG The Affordable Housing Coalition Continue to fund and coordinate owner occupied housing rehabilitation programs Incorporate the elimination of severely deteriorated housing and substandard trailer parks in future redevelopment efforts. Annual Financial Plan COF Planning Division Retrieve the DDA designation to increase the chances for increased LIHTC allocations Make City land available for affordable rental housing developments where appropriate Significantly reduce the substandard housing stock RESPONSIBILITY 284 City of Flagstaff, AZ GOAL STATEMENT AFFORDABLE HOUSING Increase the supply of entry level owner occupied homes available to low, moderate and middle income households FY 2003 AND FUTURE WORK PROGRAM STRATEGIES Continue to fund and coordinate non-profit housing construction programs to build entry level homes Increase the amount of homeownership among low and moderate income households in Flagstaff Continue to fund and coordinate non-profit homebuyers assistance programs providing education and loans for down payment and closing costs Commit appropriate parcels of City land as a resource for affordable housing. Purchase new parcels of land with proceeds received from land sales. Ensure land purchases cover a wide geographic area preventing segregation of affordable housing to one area and integrating worker housing close to existing and prospective job markets. Incorporate affordable housing components in appropriate redevelopment projects using excellent design and maximizing the livability of area functions. Annual Financial Plan Coordinate partnerships with private developers to build residential and mixed use subdivisions on City owned with a variety of housing types and a minimum of 20% being entry level affordable Continue to fund and coordinate non-profit acquisition/rehabilitation programs converting vacant and renter occupied homes into homeownership Continue the commitment to sell Ponderosa Homes and Rio Homes to a developer with the expertise to build a variety of housing designs requiring that at least 20% are affordable entry-level homes. Use the sale proceeds to purchase more property for the same purpose thus integrating affordable housing throughout the City. Acquire new parcels of land as appropriate throughout the City for the development of mixed income residential affordable housing developments as appropriate to be suitable to prospective employers and employees alike. Incorporate a variety of housing types and affordabilities in the residential portion of redevelopment projects 285 RESPONSIBILITY COF Planning Division Habitat for Humanity Affordable Housing Coalition Private Developers Private Design Professionals COF Planning Division Affordable Housing Coalition NACOG City of Flagstaff Planning Division Private Sector Developers Non-Profit Homebuyer Assistance Programs COF Planning Division Professional Planning and Architectural Firms City of Flagstaff, AZ ECONOMIC DEVELOPMENT/REDEVELOPMENT GOAL STATEMENT ECONOMIC DEVELOPMENT/REDEVELOPMENT Maintain and strengthen Flagstaff as the regional center for retail, employment and hospitality while enhancing the quality of life for our residents. FY 2003 AND FUTURE WORK PROGRAM STRATEGIES RESPONSIBILITY Job Creation: The Greater Flagstaff Economic Council (GFEC) seeks to create and maintain quality jobs (those positions that pay greater than the County median wage and offer benefits) through not only the recruitment and retention of quality employers, but also by assisting start-up companies through the Northern Arizona Technology and Business Incubator. Additional emphasis is placed on those targeted employers in the renewable energy, bioindustry, and information technology sectors in the creation of quality jobs. Technology Plans: GFEC realizes that the implementation of high-speed telecommunication technology with the specific goal of access to this technology for all residents, business and public agencies in the Greater Flagstaff area is of primary importance. Strategy Statement: Shift dependence to less recession-prone industries Greater Flagstaff Economic Commission (GFEC) GFEC GFEC Research top recession-proof industries such as medical services; pharmaceuticals, government, and food services Develop action steps for attracting such businesses to the Greater Flagstaff area. Strategy Statement: Take it to another level. Feed the current engine as well as develop new. GFEC Identify supply chain issues that are problematic with large employers in the area, including NAU, W.L. Gore & Associates, Ralston Purina, Walgreen’s, and others. Develop recruitment and retention strategies to attract/keep those businesses, once identified, that support large employers’ supply chains. Strategy Statement: Create policy to make economic development more attractive for our desired targets. GFEC Develop action plans for specific areas of the community (i.e., the Airpark) in developing those qualities (labor, infrastructure, etc.) needed, and in preparation for, our target industries. Annual Financial Plan 286 City of Flagstaff, AZ GOAL STATEMENT ECONOMIC DEVELOPMENT/REDEVELOPMENT FY 2003 AND FUTURE WORK PROGRAM STRATEGIES Strategy Statement: Demonstrate connectedness of economic development, redevelopment, and growth strategies. RESPONSIBILITY GFEC Support redevelopment plans within the community by ensuring that complementary economic development occurs in those areas. Develop a strategy to identify whether a lead is better suited for economic development or redevelopment, and ensure that leads are forwarded to the proper responding agency. Participate in all land-use planning activities to ensure that proper inventory is available for complementary economic development within the community. Strategy Statement: Maximize sales tax and employment growth salary level. GFEC Identify opportunities for local companies to create jobs through the expansion of product sales and markets. As sales and markets grow, so does the need for quality (high-paying) employees. As new employees are added to the local workforce, the tax base (sales tax) grows as consumption of goods and services increases. Strategy Statement: Maximize economic opportunity through thoughtful analysis and policy formation. Analyze our workforce as an economic development asset by engaging in studies to: 1. Determine those persons who are underemployed (overqualified) in their current positions to determine currently available labor resources. 2. Determine if NAU alumni wish to remain in flagstaff and what their skill sets are. Strategy Statement: CIP plan overall goal is valueadded investment. GFEC GFEC Look for opportunities to develop (infrastructure) land inventory that will promote complementary economic development in our targeted industries. Annual Financial Plan 287 City of Flagstaff, AZ GOAL STATEMENT ECONOMIC DEVELOPMENT/REDEVELOPMENT FY 2003 AND FUTURE WORK PROGRAM STRATEGIES Strategy Statement: Increase the economic benefits of tourism by balancing out Flagstaff’s seasonality— establishing Flagstaff as a year-round destination. By working with the arts, educational, and scientific organizations and others, identify niche markets with high value customers. Create opportunities for attractions, restaurants, etc. to benefit from non-leisure related visitors by working closely with hotels, local companies, NAU and others. E.g., create itineraries that specifically address their interests and their time constraints. Educate the Tucson and Phoenix media, specifically meteorologists, to inform their viewers of the correct winter driving conditions through the “Clear the Road to Flagstaff” PR initiative beginning this winter. Work with local groups/organizers to facilitate a convention center that would help to establish Flagstaff as a meeting center, while contributing to our tax base. Reestablish Flagstaff as a premier destination to the international markets by having a strong presence at the following trade shows this fiscal year: Pow Wow, Rocky Mountain Symposia, ITB and WTM. Strengthen regional marketing efforts (AZ Rocks, N.AZ Coalition, etc.) by positioning Flagstaff as the leader and hub of Northern Arizona. Set and accomplish aggressive quarterly telemarketing, sales call, and cold call goals. Strategy Statement: Establish enthusiasm in the community for tourism-related activities to create a local base of support that would ultimately open the door to additional economic opportunities. Work closely with businesses and organizations such as GFEC, Chamber of Commerce, etc., to identify opportunities to tie in their goals, while increasing tourism. In addition, work to unify our marketing message to boost all of our efforts. Along with the flagstaff Cultural Partners (FCP) and the Chamber of Commerce, explore the idea of a Cultural Pass that would enhance the art/science/cultural experiences for residents and visitors. Work with local media in developing stories that strive to lessen the division between visitors and residents. Through active recruiting, adding a non-industry seat, and imposing a directional emphasis fully utilize the power and influence of the Tourism Commission. Annual Financial Plan 288 RESPONSIBILITY Convention and Visitors Bureau (CVB) CVB CVB CVB CVB CVB CVB CVB CVB CVB CVB City of Flagstaff, AZ GOAL STATEMENT ECONOMIC DEVELOPMENT/REDEVELOPMENT FY 2003 AND FUTURE WORK PROGRAM STRATEGIES Continue to strengthen and widen the efforts of “Service at Its Peak” to raise the level of service at Flagstaff area businesses, benefiting residents and visitors alike. Expand the distribution list for the CVB’s weekly and seasonal calendar of events. Strategy: Redevelopment Marketing Begin an aggressive marketing campaign in national trade magazines to raise awareness about the advantages of our community to potential developers, lenders, investors and tenants. A lifestyle theme will be used to appeal to specific retailers and corporations. RESPONSIBILITY CVB CVB City of Flagstaff, Community Development (CD) Strategy: Downtown Redevelopment CD Create development scenarios that private partners will implement for a five-block area in the western portion of Downtown that will serve as a catalyst for continued growth and economic expansion of the Downtown while providing the City with additional municipal space, public parking, retail, office and housing opportunities. Examine other areas in the Downtown that might provide additional opportunities for economic expansion. Request for Proposals from developers to be issued in late 2002 or early 2003. Strategy: East Flagstaff Gateway Area CD Complete a Redevelopment Area Plan for this area that can serve as an anchor and gateway for the City. The plan will include stabilization and rebuilding of the existing industrial area into a more “park like” setting. The Mall expansion may include additional retail offerings, housing and possibly an auto mall. All of this will strengthen the community’s tax base while serving as an economic engine for additional redevelopment in the area. Work towards an expansion opening in late 2004 or early 2005. Annual Financial Plan 289 City of Flagstaff, AZ GOAL STATEMENT ECONOMIC DEVELOPMENT/REDEVELOPMENT FY 2003 AND FUTURE WORK PROGRAM STRATEGIES RESPONSIBILITY CD Strategy: Southside Warehouse District Create development scenarios for this area that private partners will implement for a four-block area adjacent to the BNSF Railway and north of Phoenix. This project will serve as the catalyst for additional investment in the Southside neighborhood. The project concepts will seek to preserve the Southside’s culture and history while creating a vital, mixed-use neighborhood that serves as the link between NAU and Downtown. Depending on design concepts, issue a Request for Proposal in 2003. Begin working on Southside Specific Revitalization Plan in cooperation with the Housing Section in 2002. Strategy: Rio de Flag CD Continue partnership with the Army Corps of Engineers to create a flood control project that can also be a major recreational amenity and multi-modal link for the community. This project will also remove much of the Downtown, Southside and NAU from the floodplain and allow for redevelopment and reinvestment in the area. Completion expected in 2005. Strategy: Stone Container CD Work with the developer to create plans for a mixeduse neighborhood center that may also include some regional businesses or headquarters. Project should serve as an anchor on Butler Avenue and eventual link and Gateway to the Southside and NAU. Strategy: Downtown Gateway East CD Explore opportunities for redevelopment of this prominent and highly visible section of the Downtown that should serve as a multi-modal link along Aspen Avenue. Strategy: Downtown Enhancements CD Work to create a gateway along Route 66 through the Downtown in cooperation with ADOT and BNSF including enhancement of multi-modal transportation and resolution of the auto, train and pedestrian conflicts. Annual Financial Plan 290 City of Flagstaff, AZ GOAL STATEMENT ECONOMIC DEVELOPMENT/REDEVELOPMENT FY 2003 AND FUTURE WORK PROGRAM STRATEGIES Strategy: Milton Road RESPONSIBILITY CD Work with the Urban Mobility Study to identify future redevelopment opportunities along this corridor that may allow us to create a better entry experience for visitors along Milton Road and adjacent streets. Annual Financial Plan 291 City of Flagstaff, AZ CAPITAL IMPROVEMENTS GOAL STATEMENT CAPITAL IMPROVEMENTS Plan, program, design and construct public works and facilities capital improvements through a structured, efficient and transparent process ensuring scarce public resource expenditure for the greatest benefit to the community; creating a built environment shaped though citizen involvement, reflecting community pride. Discussion: The City Council realizes the importance of delivering all Capital Improvement projects on-time and onbudget through a structured program ensuring public funds are leveraged, through partnerships when appropriate, for the greatest benefit of the community. Programmed capital infrastructure expenditures facilitate a planned growth, economic development and protect existing community investments. Allocating resources through a coordinated planning and engineering process with high levels of public involvement assures our community is shaped in alliance with citizen support. Partnerships with other public and private entities leverage our resources. FY 2003 AND FUTURE WORK PROGRAM STRATEGIES Plan: Define each project’s elements and costs through a concept-level engineering and planning effort, which engages our citizens. Safe-to-School; FUTS; Bikeways; Pedestrian; Dirt Street Paving Program: Provide clear information and rational to match available revenues with prioritized projects funded through the adopted Capital Improvements Program. All Capital Projects Design: Develop project plans with continued involvement of the community and project partners striving to enhance the built environment. 4th St.; Sunnyside III; Industrial Drive; Dirt Street Paving; Multi-Modal Construct: Deliver a final product that is cost effective with a quality of workmanship that ensures a lasting value for our citizens. Butler/Enterprise; USGS #6; Sunnyside II; Airport Taxiway; Soliere; Country Club; Birch Ave. Sewer; Multi-Modal; early 4th St.; Street Maintenance Program; Lucky Lane Waterline Public Involvement: Engage citizens through meaningful public dialogue and involvement ensuring consideration of their input and providing a full understanding of project impacts. Process Improvements: Continual refinement of our internal process to ensure the most rapid delivery of projects while ensuring compliance to all legal/policy requirements. Stormwater System: Implementation of system improvements through the Stormwater Utility. Annual Financial Plan 292 RESPONSIBILITIES Capital Division CD Public Works Utilities FMPO Other City Departments Capital Division Finance FMPO CIP Committee Budget Committee Citizens Transportation Advisory Committee Capital Division Funding Department Maintaining Department CD Purchasing Capital Division Funding Department Inspection Services Purchasing Contracts Management Capital Division Public Involvement Officer FMPO Contracts Management Capital Division Risk Management Attorney’s Office Purchasing Stormwater Management Capital Division Public Works City of Flagstaff, AZ PUBLIC SAFETY GOAL STATEMENT PUBIC SAFETY The goal is to maintain a safe community through an integrated public safety system that addresses the underlying issues affecting public safety, health and quality of life. Discussion: The council recognizes that the role of public safety encompasses a broad array of interrelated activities. Public order and quality of life issues must be addressed on a broad front through a partnership of shared responsibility and trust between Police, Fire, other city departments, civic organizations and the community. Community safety and well being must be built from within each neighborhood and cannot be imposed from the outside. The integrated approach of using all available resources of government, private enterprise, civic organizations and neighborhoods, each accepting shared responsibility is the optimal use of public safety services and will result in an enhanced quality of life for the community. Annual Financial Plan FY 2003 AND FUTURE WORK PROGRAM STRATEGIES Continue to improve upon the coordination and team approach of focusing Police, Fire, Planning & Zoning, Environmental Management, Legal and health services to efficiently address safety and health needs. Clean & Green to continue the abandoned vehicle and litter control programs in partnership with block watch and neighborhood organizations. RESPONSIBILITY All Clean & Green Police Push decision-making down to the lowest competent level to increase efficiency. All Promote the PRIDE block watch program as a forum for the promotion and nurturing of a partnership of shared responsibility and trust with Police, Fire, government and residents, to identify and address those issues that are adverse to public safety and quality of life. Continue participation in after school programs as well as those during school hours that offer opportunities for education, mentoring and value building. All Continue partnering of Police, Fire and parks & Recreation in joint ventures such as Teen Night, the Teen Leadership Academy, GREAT Camp and other positive youth projects. Parks & Recreation Police Fire Review Park security issues, as well as the impact of alcohol on Park Use and Permit Policies. Police Parks & Recreation Fire Continue participation in United Way partnerships such as the Sunnyside Neighborhood Association, Success by Six and Weed and Seed, to address social issues and foster neighborhood responsibility. All 293 Police Fire Parks & Recreation City of Flagstaff, AZ GOAL STATEMENT PUBIC SAFETY Annual Financial Plan FY 2003 AND FUTURE WORK PROGRAM STRATEGIES Use every opportunity and community forum to educate residents of their responsibility to contribute to the well being of their neighborhood, community and country, by participating in the identification and resolution of those social and economic issues that adversely affect crime, the fear of crime, public health and overall quality of life. RESPONSIBILITY All Provide sufficient resources to focus on preventive public safety initiatives such as fuel management, fire code enforcement, and development review. Fire Staff, train, and equip City public safety to contend with the realized demand for service within the community. Fire Police Adequately respond to realize demand for emergency services and prepare for the potential demands associated with disaster management. All 294 City of Flagstaff, AZ CUSTOMER SERVICE GOAL STATEMENT CUSTOMER SERVICE Instill a positive customer service culture throughout the organization and with each employee of the City in the delivery of service both externally and internally. Discussion: The City Council recognizes the importance of partnership with the citizens of our community, specifically in staff providing good customer service, while building positive working relationships with the community.. Therefore, a customer service committee was formed a year ago to improve and strengthen customer service and relationships with the citizens. FY 2003 AND FUTURE WORK PROGRAM STRATEGIES Training: Provide ongoing customer service training for all employees to ensure they understand and demonstrate good customer service and that they are aware they are always in the public eye. Employment: Include in all job descriptions a statement that excellent customer service is a job requirement. Include a question on customer service as part of the interview process for all positions. This will communicate to current, as well as prospective employees, that the City believes customer service is a priority in the delivery of the services we provide the citizens of Flagstaff. Performance Evaluations: Revise the current performance evaluation form to include a section that addresses customer service. This will hold supervisors and employees accountable for providing good customer service both externally and internally. Provide training to supervisors on an ongoing basis to ensure that employees are properly rated in this area. New Employee Orientation: Provide all new employees with an overview of expectations regarding customer service Measure Effectiveness of Program: Survey internal and external customers to determine effectiveness. Complaint Tracking: Establish a uniform process so that complaints are tracked to ensure resolution in a timely manner. Recognition/Award Program: Recognize annually employees who have provide outstanding customer service. Annual Renewal Celebration: Celebrate each year to remind all employees of the importance of good customer service as well as highlighting accomplishments and successes related to good customer service. Dress Code: Adopt employee dress guidelines that establish a minimum standard and an overall philosophy regarding personal appearance and expectations. Annual Financial Plan 295 RESPONSIBILITY Human Resources Human Resources Human Resources Customer Service Committee Human Resources Customer Service Committee Public Relations Customer Service Committee Department Heads City Manager Customer Service Committee Human Resources Manager’s Award Committee Customer Service Committee Customer Service Committee Supervisor City of Flagstaff, AZ QUALITY OF LIFE GOAL STATEMENT QUALITY OF LIFE To enhance the quality of life for our community, we will assure comprehensive programs that allow for balanced resource development and protection, that include cultural components that cross generational boundaries and strive to create cost effective and proactive approaches to meet the social, physical and economic needs of our citizenry as we celebrate Flagstaff’s heritage, diversity and vast aesthetic appeal. Consideration will be given to quality of life preservation and enhancement in all City actions and appropriations towards open space, neighborhood and historical preservation, land acquisition, facility and park development, environmental impact and controls, view shed retention and other community identified values in order to retain the essential and appropriate balance when considering issues related to growth and development and the related economic implications. The City will incorporate the responsibility for enhancing quality of life as a component of every policy decision, appropriation, and governmental initiative and will always strive for a balance between growth, economic development and quality of life. We will recognize the diversity of our community both culturally and generationally and will strive to preserve the aesthetic values and well as our environment while promoting citizen awareness and participation. FY 2003 AND FUTURE WORK PROGRAM STRATEGIES Environment: Through funding from ADEQ we will implement a permanent household hazardous waste program that will be available to residents year round. RESPONSIBILITY Environmental Services Expand the HHW program to include conditionally exempt small businesses. Environment: Continue to support and fund the fuel management efforts in cooperation with our regional partners. Fire Department Environment: Continue to support and expand our successful community wide recycling program and increase the number of businesses participating in the program. Environmental Services Increase the materials being diverted from the landfill by expanding the types of materials accepted for recycling as markets are developed and development of a municipal composting program. Environment: Continue to develop water resources in a manner consistent with long-term needs and resource sustainability as well as continue to develop and implement cooperative agreements with regional partners. Utilities Expand the use of reclaimed water resources throughout the community and continue to educate our community of the value of our water resources so that we can all make educated resource decisions. Annual Financial Plan 296 City of Flagstaff, AZ GOAL STATEMENT QUALITY OF LIFE FY 2003 AND FUTURE WORK PROGRAM STRATEGIES Environment: Through open space retention, reclamation and planned acquisition, we will continue to preserve our natural environment and heritage for our residents and future generations. Completion of the FUTS Trail primary spine and expand neighborhood links. Neighborhoods: Through implementation of Design Review Guidelines and the development of a comprehensive Gateways program, we will identify and enhance our neighborhoods and help to build a better quality and more livable community. Implement a Property Maintenance Ordinance, Design Review Guidelines as well as design and construct community gateways to help promote, preserve and maintain the livability of our neighborhoods. Neighborhoods: Through the Clean & Green Committee, we will continue to listen to our citizen representatives and develop on-the-ground neighborhood conservation programs. Cultural Heritage: Through the Arts & Science Commission we will continue to support local nonprofits who strive to develop their outreach and build our community’s dynamic cultural base. Cultural Heritage: Through Public Art Advisory Committee we will continue to support a variety of public art projects throughout the community. Cultural Heritage: Through the Historic Preservation Commission we will actively work to preserve historic sites within our community so that future generations will better understand and appreciate our rich heritage. Explore the possibility of expanding the Downtown Historic District or the creation of new districts to help protect historic resources in our neighborhoods. Cultural Heritage: The Library serves as a repository for our community’s media based historic materials. Youth & Elderly: We will continue to invest in before and after school programs, preteen and teen service opportunities, skill development, and diversion/adaptive programs as well as services for senior citizens including the many programs offered at the Adult Center and other recreation facilities. RESPONSIBILITY Planning Community Development Environmental Services Planning Planning Planning Library Parks & Recreation Pursue multi-generational facility construction and program enhancement to meet citizenry needs as established in Master Plan through 2004 bond initiative. Annual Financial Plan 297 City of Flagstaff, AZ GOAL STATEMENT QUALITY OF LIFE FY 2003 AND FUTURE WORK PROGRAM STRATEGIES Youth & Elderly: The Library provides a wide variety of youth and elderly services and will continue to develop it technical, multi-media format of service delivery. Staff will work to secure grant funding to improve the technology based information systems. Parks & Recreation: Through completion of the ’96 bond initiative, our residents and visitors will benefit from improved parks and recreation facilities that offer improved amenities that promote quality of life through physical opportunities and multi-generational programming. Community-wide priorities will be reviewed and selected through Master Plan updates for development and inclusion on the 2004 bond initiative. Aesthetics: Continue to improve the visual quality of Flagstaff’s environment through a variety of enhancement projects. RESPONSIBILITY Library Parks & Recreation Planning Through continued streetscape landscaping, preservation of public spaces and protection of important views whenever possible, we will preserve the essence of our mountain community. Annual Financial Plan 298 City of Flagstaff, AZ FISCAL HEALTH GOAL STATEMENT FISCAL HEALTH The City of Flagstaff shall maintain good fiscal health through sound financial management and fiscal integrity. The City shall maintain written polices that provide for a balanced budget that meets the vast array of community needs, that ensure that resources are available to meet future need, allows for community infrastructure to be maintained at adequate levels and other sound financial practices. Discussion: The Council recognizes that the vision and intentions of the policy makers exceeds the economic realities. In order to accomplish the plans of shaping a Flagstaff that stays true to it’s quality of life interests, the strategy must include the creation of community wealth through economic development, redevelopment, the creation of new revenues and the leveraging of financial assets. Annual Financial Plan FY 2003 AND FUTURE WORK PROGRAM STRATEGIES Capital Improvements – work with CIP to develop comprehensive plan of infrastructure needs Expenditure control – consider development of incentives versus penalties relative to year-end expenditures. Fee Policies – Develop a policy of mandatory fee reviews including frequency and responsibility. Work Smarter –In an effort to reduce redundant work and paper work, explore electronic opportunities, i.e., online contracts, faxing of purchase orders. New Revenues – Implement fee recommendations from 2002 user fee study. Impact fees – Implement impact fee recommendations as desired. Leverage grants – Find grants for the Rio de Flag project and other projects as may be desirable. Stormwater Utility – Finalize the policies and fee structure for implementation in December 2002. Cost allocation – Implement new cost allocation methodology and start process of including overhead recovery in grants. Water and Sewer capacity charges – Implement increased capacity charges based on 2002 analysis. Public Private Partnerships – look for ongoing opportunities to coordinate infrastructure development to meet the needs of both parties. Fleet Purchases – consideration to extend the useful lives and years on replacement criteria. Utilities Optimization program - Continue implementation, a program designed to reduce job redundancy and incorporate better technology. ICMA benchmarking- formalize budget and decision process to consider comparative data. Credit Cards – Implement the credit card program citywide to reduce cost of processing. Bond Program – based on a unfunded needs develop a bond program and financing alternatives. Sales Tax – remove the expiration clause on the City 1%sales tax to create revenue stability. 299 RESPONSIBILITY CIP, PW, Finance, Utilities Finance/ Budget team Finance EMT coordinating committee Finance Planning Purchasing Engineering, Utilities, finance Finance Utilities PW, Utilities, engineering Fleet committee Utilities Budget team Purchasing Finance, CIP, PW, Fire Finance City of Flagstaff, AZ ORGANIZATIONAL SUPPORT GOAL STATEMENT ORGANIZATION SUPPORT To ensure that the City of Flagstaff has the necessary organizational structure and staff who are trained to achieve the goals of the City, now and in the future. To develop and maintain compensation and benefits systems that allow the City as an employer to hire and retain a workforce that is recognized by the Council and public as committed public servants. Discussion: The City Council recognizes the importance of positioning the City as a quality employer within the community to enhance recruitment and retention of employees. To do so requires providing a compensation and benefit package to attract and retain qualified employees. The City further recognizes that to accomplish established goals requires a welltrained staff. An outcome of providing an excellent integrated and comprehensive level of service will be the establishment of an ongoing partnership with our citizens. Annual Financial Plan FY 2003 AND FUTURE WORK PROGRAM STRATEGIES Compensation: Maintain a compensation and benefits system that is internally equitable and externally competitive within the financial capability of the City. This will include conducting a market survey annually to ensure the City’s salaries are within the market. Job Classifications: Review job descriptions to ensure positions are systematically classified. Training: Develop a method of identifying training needs and conducting ongoing training. This training will enhance the employees’ knowledge, skills and abilities, potential for career growth, and leadership development. Employee Support: Evaluate current and proposed programs to ensure adequate financial and organizational support to successfully accomplish the goals. Organizational Structure: Review current organizational structure to determine relationships, organizational efficiency and effectiveness. Identify areas of existing organizational structure to identify potential improvements considering new and existing programs. Review to include appropriate staffing levels and skill requirements. Performance Evaluations: Improve the City’s employee performance evaluation system to provide timely, accurate, and honest employee reviews, which reflect the goals and mission of the City of Flagstaff. To provide ongoing training for supervisors in conducting performance evaluations. 300 RESPONSIBILITY Employee Advisory Committee Compensation Committee Human Resources Human Resources Department Heads Human Resources Department Heads Department Heads Budget Team City Manager Deputy City Managers OD Steering Committee Department Heads Budget Team Human Resources City of Flagstaff, AZ COLLABORATION GOAL STATEMENT COLLABORATION Strengthen the community by strengthening partnerships with sovereign nations, public, non-profit and private agencies. Develop collaborative goals, through all levels of the organization, based upon common interests with these agencies to optimize the use of community resources and the delivery of services to the citizens of Flagstaff. Annual Financial Plan FY 2003 AND FUTURE WORK PROGRAM STRATEGIES (1) Collaborative organizational culture – external relations: Department Heads/Division Heads to seek and strengthen ties with other agencies to obtain benefits for the community from shared resources, ideas, and funding. (2) Collaborative organizational culture – internal relations: Develop internal education process for the review and discussion of potential interdepartmental, inter-division relationships to support collaborative efforts. Integrate the collaborative process into the routine work of the organization by developing processes and time frames during the budgetary and legislative cycles. (3) Interest-based negotiation: Provide training in interest-based negotiation to encourage City employees to move from positional, or rights-based thinking, to the use of more productive approaches to finding common ground. (4) Policy development: Develop resources, through entities such as NAU, to identify strategies that address rural and regional issues on a broad scale. Encourage other agencies with common goals, such as other cities, Sovereign Nations, counties, and state and federal agencies to discuss and/or negotiate various issues using these strategies. (5) Alliance Work Program: Strengthen the commitment to the existing collaborative structure of the Alliance to obtain maximum benefits in areas such as telecommunications, health care for employees, after-school programs and community mediation services (6) Municipal Policy Statement: Refine policy statement development for internal and external use. (7) Relationships with regional partners: Formalize meetings and development of policies, as well as clarify outcome expectations with regional partners. 301 RESPONSIBILITY EMT CM, DCMs EMT CM, DCMs EMT CM, DCMs CM, DCMs Council, CM, DCMs CM, DCMs City of Flagstaff, AZ PLANNING FOR GROWTH GOAL STATEMENT PLANNING FOR GROWTH To shape growth, with the involvement of the community, in a manner that preserves our region’s natural environment, livability, and sense of community. FY 2003 AND FUTURE WORK PROGRAM STRATEGIES Ratification of the Regional Plan by the electorate with an elaborate public information outreach program prior to the May 21, 2002 election RESPONSIBILITY Planning Division Enter into an Intergovernmental Agreement with Coconino County to implement the Regional Plan. Planning Division & City Council In conjunction with the City and County Planning & Zoning Commissions, prepare and submit to the City Council and Board of Supervisors an annual report that documents the progress made towards implementing the provisions of the IGA. Planning Division & Planning & Zoning Commission Regional Plan as Decision-Making Guide: Through the development plan review process, regulatory controls, and creation and establishment of appropriate programs, master plans and incentives, and the pursuit of private/public partnerships, adhere to the policies in the Regional Plan that contain growth, promote the creation of quality traditional neighborhoods, protect the urban and regional open spaces, advance a multi-modal transportation system, facilitate the protection of our historic properties, and support reinvestment and redevelopment in the city’s established areas, with the aim of providing affordable housing. Planning Division, Planning & Zoning Commission & City Council Mutual Development Review Process: Implement regional mutual development review system between City & County Planning Division Amend the Land Development Code as needed for compliance with the Regional Plan, including development of Traditional Neighborhood Design guidelines; development criteria and standards for the Business Park Zoning District and Mixed-use zoning; additional lighting standards for Astronomical Zone 1. Planning Division Explore the potential for City and County regional funding and management of services, facilities, resources, such as parks and open spaces, and administrative structures as needed and agreed upon within the region. Annual Financial Plan Proceed with West Side Annexation Process Planning Division IGA with government agencies: Enter into an Intergovernmental Agreement with the US Forest Service, National Parks Service, Coconino County and state agencies to protect lands adjacent to Walnut Canyon. Planning Division 302 City of Flagstaff, AZ GOAL STATEMENT PLANNING FOR GROWTH Annual Financial Plan FY 2003 AND FUTURE WORK PROGRAM STRATEGIES API Petitions: Submit petitions to the State Land Department through the Arizona Preserve Initiative for the reclassification of State Trust lands as suitable for conservation purposes. RESPONSIBILITY Planning Division Support a statewide initiative that sets aside State Trust lands for their conservation as natural areas not to be sold or lease for development. City Council Use various means to protect open spaces: Obtain designated open spaces through land exchanges, fee title acquisitions, regulatory provisions, conservation easements, and development incentives. Planning Division 303 City of Flagstaff, AZ City of Flagstaff Citizen Survey 2001 Prepared by: Frederic I. Solop, Ph.D. Principal Investigator Kristi K. Hagen, M.A., M.A. Research Operations Manager James I. Bowie Project Manager Research Team: Arian S. Coffman, Randolph A. Ottem, Anne Mottek-Lucas Social Research Laboratory Northern Arizona University P.O. Box 15301 Flagstaff, AZ 86011-5301 (928) 523-1515 November 2001 Annual Financial Plan 304 City of Flagstaff, AZ City of Flagstaff Citizen Survey 2001 Table of Contents Page Number I. Methodology 1 II. Executive Summary 3 III. Annotated Survey 7 Annual Financial Plan 305 City of Flagstaff, AZ City of Flagstaff Citizen Survey 2001 I. Methodology which computers are employed to increase the accuracy, flexibility, and efficiency of telephone surveys. The computer system maintains a database of phone numbers, engages the sampling process, schedules callbacks, and records the disposition of each call. Interviewers are trained on interviewing protocol and use of the CATI system prior to the fielding of the survey. Interviewers view survey questions on the computer screen in a programmed sequence and record respondents’ answers with the use of a keyboard. Data entry errors are decreased using this system. The City of Flagstaff commissioned the Social Research Laboratory at Northern Arizona University to conduct a survey of Flagstaff resident, focusing on residents’ evaluations of municipal services, city parks and recreation programs, and stormwater issues. A similar survey had been conducted by the Social Research Laboratory in December, 2000; findings from the earlier survey were reported to the City of Flagstaff in March, 2001. The second survey instrument was collaboratively developed by the City of Flagstaff and the Social Research Laboratory, and featured a core block of questions from the previous survey and a series of new questions. The “sampling error” associated with a 418 person sample drawn from a population of approximately 53,000 people is +/-5 percent at a 95 percent confidence level. “Sampling error” is a social science term that describes the probable difference between interviewing everyone in a given population and interviewing a sample drawn from that population. The percentages obtained in telephone surveys such as these are estimates of what the percentage would be if the entire population had been surveyed. The survey was conducted between September 14, 2001 and September 21, 2001 with 418 randomly selected Flagstaff residents, 18 years of age and older. All adult respondents were screened for living within the Flagstaff city limits and considering Flagstaff to be their primary place of residence. Calling took place Monday through Sunday, with morning, afternoon and evening shifts. The average length of the survey was approximately 10 minutes. Fifty trained interviewers were employed to conduct the calling. Thus, if 50 percent of those in the sample are found to agree with a particular statement, the actual percentage of agreement in the population from which the sample is drawn would be between 45 percent and 55 percent (50% +/- 5%). The 95 percent confidence level means that this +/-5 percent would occur in 95 out of 100 samples of this size drawn from the city of Flagstaff. Sampling error increases as the sample size is reduced. This must be kept in mind when comparing the responses of different groups within the sample (e.g., men versus women). Smaller numbers of respondents on any question translate into higher margins of error. The survey utilized a random-digit dial (RDD) sampling technique to generate a representative sample of households living in the Flagstaff area. RDD produces a more representative sample of the population than most other sampling methods because all households with working telephones have an equal chance of being contacted. Listed and unlisted residential households have similar probabilities of being included in the RDD study. The survey fielding was conducted using Computer Assisted Telephone Interviewing (CATI) technology. CATI is a system in The Social Research Laboratory, Northern Arizona University Annual Financial Plan 306 1 City of Flagstaff, AZ City of Flagstaff Citizen Survey 2001 In some tables, “don’t know” and/or “refused” responses are considered to be “missing data.” Additionally, all figures are rounded off to whole numbers. Therefore, total responses to some questions may be greater or less than 100 percent. The Social Research Laboratory, Northern Arizona University Annual Financial Plan 307 2 City of Flagstaff, AZ City of Flagstaff Citizen Survey 2001 II. Executive Summary Quality of Life Twenty-nine percent of Flagstaff residents say the city has become a better place to live in the time they have lived here. Almost half of residents believe Flagstaff has stayed about the same during this period, while 18 percent believe the city has become a worse place to live. These results are virtually unchanged from the 2000 survey. Over two-thirds of Flagstaff residents believe the quality of life in their neighborhoods has stayed about the same over the past year. Seventeen percent of residents say the quality of life in their neighborhoods has improved and 14 percent say it has gotten worse. These figures are also very similar to those from 2000. Respondents were asked, “What is the one thing that the City of Flagstaff can do to most improve the quality of life in Flagstaff?” Their open-ended responses were categorized and analyzed. “Improving traffic conditions” was the most popular reform suggested by Flagstaff residents. Forty percent of respondent suggestions involved comments on the need to improve the traffic situation, up from 34 percent in the 2000 survey. Twelve percent of residents think Flagstaff’s quality of life would be improved if the City did a better job “managing growth and zoning,” a figure unchanged from 2000. Municipal Services Survey respondents were asked to rate the quality of various Flagstaff municipal services as “excellent,” “good,” “fair,” or “poor.” The overall rate of satisfaction with Flagstaff municipal services was unchanged from the 2000 levels: this year, 81 percent of residents said Flagstaff was doing an “excellent” or “good” job of providing municipal services to the public. Assessments of specific city services and Figure 1: Evaluation of Municipal Services Fire Dept Water Libraries Garbage Sewer Parks Police Recycling Arts Recreation Snow Plow Streets Planning 2000 0% 20% 40% 60% 80% 100% Positive evaluation The Social Research Laboratory, Northern Arizona University Annual Financial Plan 2001 Signals 308 3 City of Flagstaff, AZ City of Flagstaff Citizen Survey 2001 programs generally rose in 2001, relative to results from 2000. Almost all services received a positive rating from city residents, meaning that at least half of respondents rated the service as “excellent” or “good.” As in 2000, the “fire department” received the highest level of support, with a 97 percent positive rating (see Figure 1). “Water services” followed with a 92 percent rating and “libraries” and “garbage collection” each earned 90 percent approval marks. “Sewer services,” “parks,” and the “police department” all received positive ratings over the 80 percent level. Dissatisfaction with city “traffic signals” deepened in 2001. “Traffic signals” garnered only a 32 percent positive rating (down from 38 percent in 2000) to again finish last among municipal services. Thirty-five percent of residents rated “traffic signals” as “poor,” a sharp increase from last year’s figure of 26 percent. “Planning and Building services” received 41 percent positive support. “Street maintenance” narrowly avoided a negative assessment, dropping from 53 percent in 2000 to an even 50 percent approval measure this year. City Parks and Recreation Flagstaff residents reported a high rate of participation in City Parks and Recreation programs, with 65 percent of respondents reporting some level of involvement. “Special events” such as Community Tree Lighting and the Spring Carnival proved most popular; 45 percent of city residents attended special events in the past year (see Figure 2). “Sports leagues” boasted the next-highest level of involvement, with 28 percent of respondents reporting participation in the past year. Senior activities Leisure education Figure 2: Parks and Recreation Program Participation Rates (in the past year) Fitness programs Ice skating Youth activities Aquatics programs Sports leagues Special events 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Survey respondents also reported high levels of attendance at city parks and recreation centers. Ninety-four percent reported visiting parks (including 37 percent who said they went “very often”), and sixty-six percent of residents indicated visiting recreation centers. City parks received high marks from survey respondents. Ninety-eight percent of respondents said parks were “very well-maintained” or “somewhat well-maintained,” and 95 percent said The Social Research Laboratory, Northern Arizona University Annual Financial Plan 309 4 City of Flagstaff, AZ City of Flagstaff Citizen Survey 2001 parks were “very safe” or “somewhat safe” to visit. The “Flagstaff Urban Trails System (F.U.T.S.)” was reported to be the most-used city park facility, with 67 percent saying they had accessed it in the past year (see Figure 3). “Heritage Square” and “park picnic ramadas” also had high rates of usage (66 percent and 60 percent, respectively, in the past year). Disc golf course Figure 3: Park Facility Use Rates (in the past year) Skate track Tennis courts Basketball courts Baseball fields Open turf Playgrounds Picnic ramadas Heritage Square F.U.T.S. 0% 10% 20% 30% 40% 50% 60% 70% Stormwater Slightly more than half of Flagstaff residents were aware of stormwater problems in the city, and a quarter of respondents had personally experienced such problems at home or work. Sixty-eight percent of those interviewed saw no change in the severity of stormwater problems since they had lived in the city, while 16 percent of respondents thought stormwater problems were getting better, and an equal proportion of respondents thought stormwater problems were getting worse. Figure 4: How much would you be willing to pay to solve stormwater problems? Nothing 31% $5 per month 38% When asked how much they would be $1 per $3 per willing to pay as part of their household month month 16% water bill to solve stormwater problems, 15% the largest group of respondents (38 percent) chose the largest sum offered, five dollars per month (see Figure 4). In contrast, 31 percent said they would not pay anything. On average, respondents were willing to pay $2.51 per month to solve stormwater problems in Flagstaff. The Social Research Laboratory, Northern Arizona University Annual Financial Plan 310 5 City of Flagstaff, AZ City of Flagstaff Citizen Survey 2001 It should be noted that on the second day of calling for the survey (Saturday, September 16), a large storm hit the Flagstaff area, causing extensive flooding in parts of the city. It is possible that this storm may have had the effect of heightening residents’ awareness and sensitivity to the stormwater issue to levels that are not typical. The Social Research Laboratory, Northern Arizona University Annual Financial Plan 311 6 City of Flagstaff, AZ City of Flagstaff Citizen Survey 2001 III. Annotated Survey INTRODUCTION Hello, my name is {STATE YOUR FIRST AND LAST NAME}, and I am calling from Northern Arizona University on behalf of the City of Flagstaff. We are not selling anything. We are calling to find out how residents feel about services provided by the City of Flagstaff. This information will be used by City officials to make important policy decisions. The survey will only take about 5 to 10 minutes to complete. Your answers are very important to us and are voluntary and confidential. I need to speak to someone who is 18 years of age or older. Would that be you or someone else? 1. Self 2. Someone else Is now a good time to ask you a few questions? 1. Yes Æ (Proceed with survey) 2. No Æ When would be a better time to call you back? (Schedule callback) SCREENING QUESTIONS 1. First, do you currently live within the Flagstaff city limits? Yes 2000 100% (N=418) 2001 100% (N=410) 2. Are you a full-time or part-time resident of Flagstaff? 2001 97% 3% 100% (N=418) Full-time resident Part-time resident (primary residence) Total The Social Research Laboratory, Northern Arizona University Annual Financial Plan 312 2000 96% 4% 100% (N=418) 7 City of Flagstaff, AZ City of Flagstaff Citizen Survey 2001 QUALITY OF LIFE 3. In the time you’ve lived here, do you think Flagstaff has become a better place to live, a worse place, or has it stayed about the same? 2001 29% 18% 47% 6% 100% (N=407) Better Worse Stayed about the same Both better and worse Total 2000 30% 18% 47% 6% 101% (N=405) 4. Over the past year, would you say that the quality of life in your neighborhood has gotten better, gotten worse, or stayed about the same? 2001 17% 14% 69% 1% 101% (N=391) Better Worse Stayed about the same Both better and worse Total 2000 20% 14% 67% -101% (N=392) CITY SERVICES 5. Now I’d like to ask you some questions about the City of Flagstaff. The City of Flagstaff is responsible for providing municipal services like police and fire protection, and implementing and enforcing policies for the community’s well-being. Overall, do you think the City of Flagstaff is doing an excellent, good, fair, or poor job of providing municipal services to you? Excellent Good Fair Poor Total 2001 23% 58% 15% 4% 100% (N=415) 2000 24% 58% 15% 4% 101% (N=406) The Social Research Laboratory, Northern Arizona University Annual Financial Plan 313 8 City of Flagstaff, AZ City of Flagstaff Citizen Survey 2001 6. Now, I will read a list of some of the municipal services that the City of Flagstaff provides to its residents. As I read each one, please rate the quality of (service name here) as excellent, good, fair, or poor. If you don’t have an opinion, just tell me and I’ll go on to the next one. RATING OF SERVICES CITY SERVICES AND PROGRAMS 2001 2000 2001 b. Parks 2000 2001 c. Recreation Programs 2000 2001 d. Fire Department 2000 2001 e. Police Department 2000 2001 f. Water services 2000 2001 g. Sewer services 2000 2001 h. Garbage collection services 2000 2001 i. Traffic signals 2000 2001 j. Street Maintenance 2000 2001 k. Snow Plowing 2000 l. Community Arts and Cultural 2001 Planning 2000 2001 m. Recycling Programs 2000 2001 n. Planning and Building Services 2000 a. Libraries 37% 33% 27% 22% 14% 13% 50% 42% 34% 31% 34% 22% 21% 19% 30% 29% 3% 6% 8% 8% 19% 12% 17% 11% 25% 24% 5% The Social Research Laboratory, Northern Arizona University Annual Financial Plan Total Percent Count 53% 10% 1% 101% N=342 55% 10% 2% 100% N=339 56% 15% 2% 100% N=405 58% 17% 3% 100% N=391 51% 28% 8% 101% N=296 48% 30% 9% 100% N=287 47% 3% -100% N=347 56% 3% -101% N=331 45% 14% 7% 100% N=393 52% 12% 6% 101% N=389 58% 16% 3% 100% N=392 64% 12% 2% 100% N=397 67% 12% 1% 101% N=362 67% 12% 1% 99% N=376 60% 8% 2% 100% N=410 59% 10% 2% 100% N=398 29% 33% 36% 101% N=416 32% 36% 26% 100% N=406 42% 34% 17% 101% N=415 45% 35% 12% 100% N=405 49% 21% 11% 100% N=390 49% 29% 11% 101% N=405 57% 22% 4% 100% N=319 51% 29% 9% 100% N=313 53% 17% 6% 101% N=394 56% 15% 5% 100% N=383 36% 38% 21% 100% N=309 (Not rated in 2000) Excellent Good 314 Fair Poor 9 City of Flagstaff, AZ City of Flagstaff Citizen Survey 2001 7. What is the ONE thing that the City of Flagstaff can do to MOST improve the quality of life in Flagstaff? (open-ended, recoded) QUALITY OF LIFE SUGGESTIONS 2001 2000 Better traffic flow, roads, mass transit 40% 34% Manage growth, zoning 12% 12% Improve, increase recreation and youth programs 8% 9% More affordable housing 4% 3% Improve police department / reduce crime 3% 4% Improve recycling 2% 5% Better communication, information 2% 2% Assist elderly, children, needy, homeless 2% 1% More employment, higher wages 2% 5% Lower cost of living 2% 2% Better snow removal 1% 2% 14% 17% Other 9% 5% Total 101% (N=419) 101% (N=396) Nothing, no opinion, things are fine The Social Research Laboratory, Northern Arizona University Annual Financial Plan 315 10 City of Flagstaff, AZ City of Flagstaff Citizen Survey 2001 Other responses: • Beautify the community. • Close the campuses of Flagstaff schools. • Don’t promote the downtown so much. • Double the capacity of the local guidance center. • Even out the economy so that a middle class forms. People are either rich or struggling. • Fill the Skydome with Jacks football fans. • Fire Dave Wilcox. • Focus on providing equal opportunities for minorities. • Get a better phone service than Qwest. • Get rid of the City Manager. He’s the biggest detriment to the city. • Have more community activities. • Have more community events. • Have more trash pick-ups. • Have the firefighters get rid of all the weeds taking over the plant life. • Improve pet services such as the Humane Society. • Improve the water supply by removing arsenic. • Keep green areas. • Lower taxes. • Maintain green spaces between neighborhoods. • Make use of the empty buildings. • Offer more for people between the ages of 19 and 22. • Pay attention to certain areas in Flagstaff, especially the mobile haven area. • Plant more aspen trees around downtown Flagstaff. • Promote shopping locally. • Provide more community programs for groups of differing ages and ethnic backgrounds. • Quit advertising for tourism. • Quit wasting money on the airport. • Show more concern for residents than tourists. • Spend less on beautification. • The city needs to get a vision and become less confused. • Use renewable sources of energy (wind power, solar power). • Work on pollution problems caused by vehicles and plants on Butler. The Social Research Laboratory, Northern Arizona University Annual Financial Plan 316 11 City of Flagstaff, AZ City of Flagstaff Citizen Survey 2001 CITY PARKS AND RECREATION The questions in this section were asked only in 2001. 8. Do you or your family participate in City Parks and Recreation programs frequently, sometimes, not very often, or not at all? (If "not at all," skip to Q. 10) Percent 15% 26% 24% 35% 100% (N=417) Frequently Sometimes Not very often Not at all Total 9. Now I am going to read a list of Parks and Recreation programs. Please tell me if you or your family participated in any of these during the past year. (Asked only to those respondents who indicated in Q.8 that they participate in Parks and Recreation programs) PARTICIPATION Yes No Count a. Fitness programs / lessons 22% 79% N=273 b. Sports leagues 43% 58% N=273 c. Ice skating programs 26% 74% N=273 d. Special events 69% 31% N=273 e. Youth activities 28% 72% N=273 f. Aquatics programs 30% 70% N=273 g. Senior citizen activities 11% 89% N=273 h. Leisure Education classes 19% 81% N=273 The Social Research Laboratory, Northern Arizona University Annual Financial Plan 317 12 City of Flagstaff, AZ City of Flagstaff Citizen Survey 2001 10. How often do you or your family visit a City recreation center such as Flagstaff Recreation Center, Adult Center, Cogdill Recreation Center, Jay Lively Ice Rink, or Murdock Recreation Center: very often, sometimes, not very often, or never? Percent 9% 28% 29% 34% 100% (N=416) Very often Sometimes Not very often Never Total 11. The Flagstaff Parks and Recreation Department offers a variety of programs and facilities for all age ranges. Do you prefer that the Department focus more attention on senior citizens, working adults, teenagers, children, or everyone? Percent 2% 3% 19% 10% 67% 101% (N=390) Senior citizens Working adults Teenagers Children Everyone Total 12. How often do you or your family visit a City Park such as Thorpe Park, Buffalo Park, Bushmaster Park, Wheeler Park, or others: very often, sometimes, not very often, or never? (If "never," skip to Q.14) Percent 37% 39% 18% 6% 100% (N=417) Very often Sometimes Not very often Never Total The Social Research Laboratory, Northern Arizona University Annual Financial Plan 318 13 City of Flagstaff, AZ City of Flagstaff Citizen Survey 2001 13. Now I am going to read a list of park facilities in Flagstaff. Please tell me if you or your family have used any of these facilities in the past year. (Asked only to those respondents who indicated in Q.12 that they visit city parks) PARK FACILITY USE Yes No Count a. Playgrounds 53% 48% (N=392) b. Tennis courts 22% 79% (N=391) c. Basketball / Volleyball courts 40% 60% (N=392) d. Baseball / Softball fields 42% 58% (N=391) e. Picnic ramadas 64% 36% (N=391) f. Disc golf course 18% 83% (N=392) g. Skate track 18% 82% (N=392) h. Flagstaff Urban Trails System 72% 29% (N=391) i. Open turf 52% 48% (N=392) j. Heritage Square 70% 30% (N=392) 14. Do you think Flagstaff City Parks are very well maintained, somewhat well maintained, not very well maintained, or very poorly maintained? Percent 60% 38% 2% 1% 101% (N=398) Very well maintained Somewhat well maintained Not very well maintained Very poorly maintained Total The Social Research Laboratory, Northern Arizona University Annual Financial Plan 319 14 City of Flagstaff, AZ City of Flagstaff Citizen Survey 2001 15. How safe do you think Flagstaff city parks are to visit? Are they are very safe, somewhat safe, not very safe or not at all safe places to visit? Percent 49% 46% 4% 1% 100% (N=396) Very safe Somewhat safe Not very safe Not at all safe Total STORMWATER The questions in this section were asked only in 2001. 16. Have you personally experienced any stormwater problems affecting your home or place of business? Yes No Total Percent 27% 73% 100% (N=415) 17. In the time since you've lived here, do you perceive stormwater problems to be getting better, getting worse, or staying about the same? Percent 16% 16% 68% 100% (N=370) Getting better Getting worse Staying about the same Total 18. Are you currently aware of stormwater problems anywhere in the community? Yes No Total Percent 54% 46% 100% (N=411) The Social Research Laboratory, Northern Arizona University Annual Financial Plan 320 15 City of Flagstaff, AZ City of Flagstaff Citizen Survey 2001 19. In order to solve current stormwater problems in Flagstaff, how much would you be willing to pay as part of your household water bill? [Read options] Percent 38% 15% 16% 31% 100% (N=382) $5 per month $3 per month $1 per month Nothing Total DEMOGRAPHICS Now I would like to ask you a few questions so that we can classify your answers. 20. How many years have you lived in Flagstaff? Less than one year 1-5 years 6-10 years 11-20 years More than 20 years Total 2001 8% 31% 16% 20% 26% 101% (N=418) 2000 11% 31% 15% 20% 24% 101% (N=402) 2001 57% 42% 1% 100% (N=418) 2000 56% 42% 2% 100% (N=408) 21. Do you own or rent your home? Own Rent Other arrangement Total 22. Are you currently registered to vote in Flagstaff? Yes No Total 2001 75% 25% 100% (N=416) 2000 73% 27% 100% (N=407) The Social Research Laboratory, Northern Arizona University Annual Financial Plan 321 16 City of Flagstaff, AZ City of Flagstaff Citizen Survey 2001 23. In what year were you born? (recoded into age categories) 2001 36% 50% 14% 100% (N=410) 18-34 35-59 60 and over Total 2000 45% 41% 15% 101% (N=399) 24. What is the highest grade of school or year of college that you have completed? 2001 2000 4% 4% 14% 14% 37% 36% 23% 31% 22% 17% 100% 102% (N=418) (N=406) Grade school High school degree Some college / Associate's degree Bachelor's degree Post-bachelor's degree Total 25. Which of the following income groups includes your total family income in the past year before taxes? Tell me to stop when I read the correct category. 2001 2000 10% 9% 15% 19% 32% 32% 22% 24% 13% 9% 6% 6% 3% 3% 101% 102% (N=347) (N=346) Up to $10,000 $10,000 to $25,000 $25,000 to $50,000 $50,000 to $75,000 $75,000 to $100,000 $100,000 to $150,000 Over $150,000 Total 26. Do you have any children under the age of 18 living in your home? Yes No Total 2001 36% 64% 100% (N=418) 2000 36% 64% 100% (N=405) The Social Research Laboratory, Northern Arizona University Annual Financial Plan 322 17 City of Flagstaff, AZ City of Flagstaff Citizen Survey 2001 27. Respondent Gender Female Male Total 2001 50% 50% 100% (N=418) 2000 50% 50% 100% (N=409) Thank you for your time and participation in this survey. Have a nice day. The Social Research Laboratory, Northern Arizona University Annual Financial Plan 323 18 City of Flagstaff, AZ Annual Financial Plan 324 City of Flagstaff, AZ City of Flagstaff, Arizona 211 W. Aspen Avenue Flagstaff, Arizona 86001 (928) 774-5281