FLAGSTAFF ARIZONA They don’t make towns like this anymore! 2003-2004 Annual Budget & Financial Plan City of Flagstaff, Arizona ANNUAL BUDGET AND FINANCIAL PLAN OF THE CITY OF FLAGSTAFF, ARIZONA FISCAL YEAR 2003-2004 CITY COUNCIL JOSEPH C. DONALDSON, MAYOR LIBBY SILVA, VICE-MAYOR KAREN K. COOPER AL WHITE ART BABBOTT JOSEPH P. HAUGHEY KARA M. KELTY BUDGET TEAM DAVID W. WILCOX, CITY MANAGER JERI DUSTIR, DEPUTY CITY MANAGER JAMES S. WINE, DEPUTY CITY MANAGER MARY JO JENKINS, MANAGEMENT SERVICES DIRECTOR BARBARA GOODRICH, BUDGET AND FINANCE MANAGER THERESA ALVARADO, HUMAN RESOURCES MANAGER PREPARED BY BETH BEAUREGARD, ACCOUNTANT II NANCY BERNARD, PAYROLL SPECIALIST STACEY BRECHLER-KNAGGS, GRANTS MANAGER NANCY MIGUEL, ACCOUNTANT I DEBBIE NICHOLS, ACCOUNTANT I MARYELLEN PUGH, ACCOUNTANT I RICK TADDER, ACCOUNTANT II The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Presentation Award to the City of Flagstaff, Arizona for its annual budget for the fiscal year beginning July 1, 2002. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. Annual Financial Plan ii City of Flagstaff, AZ TABLE OF CONTENTS INTRODUCTION Budget Award ............................................................................................................ ii Table of Contents ..................................................................................................... iii Users Guide...............................................................................................................x City of Flagstaff Organizational Chart ...................................................................... xi Council Comments .................................................................................................. xii TRANSMITTAL City Manager's Budget Message ..............................................................................1 Mission Statement.....................................................................................................7 Budget Highlights and Accomplishments..................................................................8 BUDGET OVERVIEW...............................................................................................9 Financial Resources Available .................................................................................9 Total Appropriations ..................................................................................................9 Operating Expenditures by Department..................................................................10 Budget Format and Process....................................................................................11 Format ..........................................................................................................11 Process.........................................................................................................12 Assumptions and Strategies....................................................................................13 Economic Overview......................................................................................13 Revenue Forecast ........................................................................................13 Expenditures ................................................................................................14 Fund Summaries .....................................................................................................15 General Fund ...............................................................................................15 Highway User Revenue Fund ......................................................................16 Transportation Fund .....................................................................................16 Library Fund .................................................................................................17 BBB Funds ...................................................................................................17 Other Funds .................................................................................................19 Utilities Fund.................................................................................................20 Environmental Services Fund ......................................................................20 Airport Fund..................................................................................................21 Stormwater Fund..........................................................................................22 Revenues ................................................................................................................22 General Fund ...............................................................................................22 BBB ..............................................................................................................25 Street Fund...................................................................................................26 Enterprise Funds ..........................................................................................27 Annual Financial Plan iii City of Flagstaff, AZ Capital Budget .........................................................................................................29 Relationship between Operating and Capital Budget..............................................................................................29 Capital Improvement Plan............................................................................29 FY 2004 Capital Improvement Plan .............................................................30 Capital Plan Implications ..............................................................................31 Debt .........................................................................................................................31 Debt Capacity...............................................................................................31 Current Debt Position ...................................................................................31 Debt Service.................................................................................................32 POLICIES AND PROCEDURES ............................................................................33 Fiscal Policies..........................................................................................................33 General.........................................................................................................33 Enterprise Funds ..........................................................................................33 Real Estate Proceeds Fund .........................................................................33 Debt Performance ........................................................................................34 Debt Management........................................................................................34 Fund Balances and Reserves ......................................................................34 Expenditure Limitation Control .....................................................................35 Budget Policies.............................................................................................35 Revenue Distribution ....................................................................................36 Contributions to Art in Public Places ............................................................36 Operating Budget Impact .............................................................................36 Minimum Levels of Capital Investment ........................................................36 ISSUES AND UPDATES .......................................................................................37 Personal Service Costs ...........................................................................................37 Pay Plan .......................................................................................................37 Health Insurance ..........................................................................................37 Reclasses, Reranges, Retitles, Rezones.....................................................37 Reorganizations ...........................................................................................38 Position Additions/Deletions.........................................................................39 Cost Allocation.........................................................................................................41 Five-Year Fleet Management..................................................................................42 Five-Year Information Systems ...............................................................................43 2003 Updates ..........................................................................................................45 Planning and Special Projects......................................................................45 Capital Improvement Division Cost Allocation .............................................50 Environmental Services................................................................................50 Fleet Services-Use of Biodiesel ...................................................................50 Stormwater Management.............................................................................50 Capital Financing/Bond Program .................................................................50 E-Government ..............................................................................................51 Annual Financial Plan iv City of Flagstaff, AZ 2004 Issues .............................................................................................................51 Pulliam Airport Runway Extension ...............................................................51 Credit Card Acceptance ...............................................................................51 Visitor Center................................................................................................52 Fire Risk and Forest Health..........................................................................52 Homeland Security .......................................................................................53 Drug Cases and Probation at the Flagstaff Municipal Court........................53 Parks and Recreation Murdock Summer Program Phase Out Plans and Budget Reductions.........................................54 Revenue Growth Strategies .........................................................................54 Transportation Plan ......................................................................................55 Water Policy Development and Conservation .............................................56 Workforce Reduction and Development ......................................................56 FINANCIAL SUMMARIES Total Resources and Appropriations Summary ...........................................57 Tax Levy .......................................................................................................58 Revenues and Other Than Property Taxes .................................................59 Transfer and Proceeds from Other Sources ................................................63 Grant Revenue .............................................................................................67 Appropriations by Fund ................................................................................70 Appropriations by Department .....................................................................73 Capital Equipment ........................................................................................75 Capital Improvement Plan............................................................................77 Debt Service.................................................................................................79 Capital Leases and Loans............................................................................80 Summary of All Fiscal Activity ......................................................................81 DEPARTMENTAL DETAIL GENERAL ADMINISTRATION City Manager (01).........................................................................................85 City Clerk (02)...............................................................................................88 Capital Improvement (03).............................................................................90 Human Resources (04) ................................................................................92 Risk Management (05).................................................................................94 Law (07)........................................................................................................96 City Court (65) ..............................................................................................98 Tourism - CVB (84) ....................................................................................101 Tourism - Visitor Services (85) ...................................................................103 MANAGEMENT SERVICES Information Systems (08) ...........................................................................107 Management Services (09) ........................................................................109 Tax, Licensing, & Revenue (10).................................................................111 Library (11 & 12).........................................................................................113 Finance and Budget (13)............................................................................116 Annual Financial Plan v City of Flagstaff, AZ COMMUNITY DEVELOPMENT Metropolitan Planning Organization (14)....................................................121 Community Development Administration (15) ...........................................123 Engineering (16).........................................................................................125 Building Inspection (17)..............................................................................128 Planning (18) ..............................................................................................131 Community Redevelopment (31) ...............................................................135 Arts and Science (71).................................................................................136 Stormwater Utility (98)................................................................................137 FIRE DEPARTMENT Fire (21) ......................................................................................................141 POLICE DEPARTMENT Police (22) ..................................................................................................147 Police Grant (23) ........................................................................................150 PUBLIC WORKS Public Works Administration (25) ...............................................................153 Parks (26)...................................................................................................155 Fleet Management (27)..............................................................................157 Cemetery (28) ............................................................................................159 Facilities Maintenance (29) ........................................................................160 Recreation (30)...........................................................................................162 Street Maintenance and Repairs (32) ........................................................164 Airport (38)..................................................................................................166 Environmental Services (41) ......................................................................168 UTILITIES Utilities Administration (42).........................................................................173 Lake Mary Treatment Plant (47) ................................................................175 Customer Service (48) ...............................................................................177 Water Distribution Services (49).................................................................179 Booster Stations (50)..................................................................................181 Wastewater Treatment Plants (53) ............................................................182 Wastewater Collection (54) ........................................................................185 Wastewater Monitoring (55) .......................................................................187 NON-DEPARTMENTAL Council and Commissions (63) ..................................................................190 Contributions to Other Agencies (64).........................................................193 Non-Departmental (66)...............................................................................195 Firemen's Pension (68) ..............................................................................197 Economic Development General Administration (78) ................................198 Transit (97) .................................................................................................199 Annual Financial Plan vi City of Flagstaff, AZ CAPITAL IMPROVEMENT PROGRAM FY 2004 Capital Improvement Program................................................................201 Schedule of Capital FY 2004.................................................................................202 FY 2004 Capital Project Description .....................................................................218 Capital Improvement Program Summary..............................................................229 Schedule of Capital Program Listings ...................................................................230 Financing the Capital Plan.....................................................................................239 General Obligation (G.O.) Bonds ...............................................................239 Highway User Revenue (HURF) Bond.......................................................239 Junior Lien Bonds Payable From Highway User Tax Revenues ...............239 Water and Sewer Revenue Bonds.............................................................239 Special Improvement/Assessment Districts...............................................239 Municipal Facilities Corporation (MFC) Bonds...........................................240 Certificates of Participation.........................................................................240 Lease Financing .........................................................................................240 Grants.........................................................................................................240 Intergovernmental Agreements (IGA) ........................................................241 State Revolving Loan Fund........................................................................241 Pay-As-You-Go Financing .........................................................................241 Five-year Projections by Fund...............................................................................241 COMMUNITY PROFILE Community Profile .................................................................................................268 Major Taxpayers 2002 Tax Year ...........................................................................271 General Obligation Debt Servicing ........................................................................271 Miscellaneous Statistical Data...............................................................................272 Property Tax Rates and Tax Levies - All Overlapping Governments ...................274 Ten-Year Resume of Population, Assessed Valuations, Tax Rates and Property Tax Collections and Per Capita Property Tax .............................275 Retail Sales Tax Rates-Direct and Overlapping....................................................276 Bonds Payable-Past 5 Years ................................................................................276 Bonded Debt-Interest/Coupon Rate by Issue and Year........................................277 Consumer Price Index...........................................................................................278 APPENDICES A-Authorized Personnel/Positions Summary ........................................................279 B-Job Classification Ranges & Pay Plan...............................................................287 C-Resolution for Budget Adoption.........................................................................294 D-Property Tax Levy Ordinance............................................................................295 E-Full-Cost Plan Summary of Allocation Basis .....................................................297 F-Glossary .............................................................................................................299 G-List of Acronyms................................................................................................304 H-Council Goals ....................................................................................................306 I-Citizen Survey 2002 ............................................................................................336 J-Performance Measurement Through ICMA-CPM..............................................363 Annual Financial Plan vii City of Flagstaff, AZ CITY OF FLAGSTAFF, ARIZONA DIVISION SUMMARY CROSS REFERENCE INDEX IN CONSECUTIVE NUMBER ORDER # 1 2 3 4 5 7 8 9 10 11 12 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 DIVISION PAGE City Manager...................................................................................................85 City Clerk.........................................................................................................88 Capital Improvement .......................................................................................90 Human Resources ..........................................................................................92 Risk Management ...........................................................................................94 Law..................................................................................................................96 Information Systems .....................................................................................107 Management Services Administration ..........................................................109 Tax, Licensing, & Revenue ...........................................................................111 Library ...........................................................................................................113 Library Grants ...............................................................................................113 Finance and Budget ......................................................................................116 Metropolitan Planning Organization (MPO) ..................................................121 Community Development Administration......................................................123 Engineering ...................................................................................................125 Building Inspection ........................................................................................128 Planning ........................................................................................................131 Fire Department ............................................................................................141 Police Department.........................................................................................147 Police Grant ..................................................................................................150 Public Works Administration .........................................................................153 Parks .............................................................................................................155 Fleet Management ........................................................................................157 Cemetery.......................................................................................................159 Facilities Maintenance...................................................................................160 Recreation.....................................................................................................162 Community Redevelopment..........................................................................135 Street Maintenance & Repairs ......................................................................164 Airport............................................................................................................166 Environmental Services ................................................................................168 Utilities Administration...................................................................................173 Lake Mary Water Plant .................................................................................175 Customer Service..........................................................................................177 Water Distribution System.............................................................................179 Booster Stations............................................................................................181 Wastewater Treatment Plants.......................................................................182 Wastewater Collection ..................................................................................185 Wastewater Monitoring .................................................................................187 Annual Financial Plan viii City of Flagstaff, AZ # 63 64 65 66 68 71 78 84 85 97 98 DIVISION PAGE Council & Commissions ................................................................................190 Contributions to Other Agencies ...................................................................193 Court................................................................................................................98 Non-Departmental.........................................................................................195 Firemen's Pension.........................................................................................197 Arts and Science ..........................................................................................136 Economic Development Administration ........................................................198 Tourism - CVB...............................................................................................101 Tourism -Visitor Services ..............................................................................103 Transit ...........................................................................................................199 Stormwater Utility ..........................................................................................137 Annual Financial Plan ix 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 2004. Budget Overview - The overview provides an overview of the key policy issues, priorities and strategies which shaped the fiscal year 2004 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 2003, 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 7323. This budget document may also be viewed on the City of Flagstaff website, www.flagstaff.az.gov, in Adobe Acrobat format. Annual Financial Plan x City of Flagstaff, AZ Annual Financial Plan xi City of Flagstaff, AZ City Council the City Manager to eliminate underutilized programs and services although of importance to some users, and to evaluate and justify all anticipated spending. The City Manager was also directed to identify areas where revenue resources might be developed to fund provided services. As Mayor of the City of Flagstaff, I am very pleased the City Council, City Manager and City staff can work as a team to face the financial challenges of providing a balanced budget during tough economic times. made in our City budget, but nothing too drastic. Parks & Recreation had to raise some fees and shorten hours of operation in some areas, however, I hope those changes won’t affect the community too much. We will continue to provide the many programs and much needed services in our community. Sunnyside Redevelopment Phase II and III will continue with no interruptions. And, we very excited about the start of construction this year on the long awaited Fourth Street Overpass Project. Mayor Joseph C. Donaldson The Council was faced with a “rude awakening” this budget year, forcing us to direct the City Manager to scrutinize the development of the budget even more closely. One of the City’s revenue sources, “State Shared Revenue,” was cut drastically because of a downturn in State revenue receipts and the City’s decreased population based on the last census. Add to this a program cost shift from the Federal Government to the State, lack of local economic growth and increased City operational costs; the City Manager and staff had their work cut out to achieve a conservative and “balanced” budget. Working as a team with the City Manager and staff, the Council was able to accept and adopt a budget that made good fiscal sense for our community. The Council, in collaboration with the City Manager, was able to establish priorities and agree upon cost adjustments to bring spending in line with expected and projected revenues. Was the process difficult? Yes. The Council directed Annual Financial Plan Vice-Mayor Libby Silva Thanks to all City for looking very hard at ways and means to balance their own budget. It’s really hard to balance a budget when the impacts of State budget shortfalls affect our City finances. Cuts in aid, funding and other support for City government are being made at the State level. The cuts from the State are not unexpected although you never know how bad the cuts are until you start working on the City budget. Some cuts had to be xii Councilmember Karen K. Cooper Faced with decreased revenues and rising expenses, our 2003-04 City Budget reflects the need to adjust spending while meeting our ongoing priorities. (As a recent retiree, I'm familiar with this dilemma!) Federal and State deficits, flat sales taxes, and our lower-than-expected census count have impacted our City of Flagstaff, AZ City Council income. In preparing the budget, departments were asked to carefully analyze ways to cut costs and reduce staffing in the coming year. Fees and service rates were adjusted and some purchases were delayed. While merit raises and benefits for employees were added, market salary adjustments were postponed. In these tough financial times, the City is financially sound and able to continue to provide a high level of service to its citizens without a property tax rate increase. Our community reinvestment projects will help boost sales tax but not for some time. The hard choices to be made revolve around the question of service levels to be maintained and how best to pay for them. Cutting true waste and needed alternative revenue streams are all part of that discussion. To compound things, our community has always looked ahead and many more projects are being considered in order to implement our regional plan. To this end, we are examining short term and long term needs for bonding. It is important to get involved. I think the ultimate good news is that we are a city of caring people. I trust that when we work together we can determine our needs and our wants, put together a plan to get there, and come up with an equitable means to pay for it. It is time to give to Flagstaff, not take away from it. Councilmember Al White There is good news and bad news with this year’s budget. The good news is that the City of Flagstaff is solvent with a balanced budget and money devoted to projects we hope will address the bad news. The bad news is this: An over reliance on sales tax revenues, combined with increasing shortages in State Shared Revenues, has not produced General Fund operational money consistent with our growth rate; a growth rate lower than the valley or Tucson. Annual Financial Plan This has been a productive year on the City Council given the realities of revenue reductions at the Federal, State, and Local level. The Council continues to plan the future of Flagstaff based on the Regional Land Use and Transportation Plan that was approved by voters two years ago. This framework allows us to prioritize the “how and where” of growth so development is not sporadic, unplanned, and sprawl based. The Council also approved two significant mixed income housing developments, started the Fourth Street Overpass Project, reduced resource protection requirements for land appropriate for light manufacturing and technology business’, dedicated new Parks and Recreation facilities, and created the Open Space Commission. Some of my upcoming goals for this coming fiscal year include supporting the newly formed Neighborhood Associations in Plaza Vieja and the Southside; continuing our support to strengthen local efforts by the Sunnyside Neighborhood Association; advocating for a Meet and Confer Ordinance for employee groups; ensuring that any future Bond Election be fiscally responsible, keeping the Murdock Center open for Southside Residents and Parks and Recreation use, expanding the Flagstaff Urban Trail System (FUTS) and advocating that if employee reductions are necessary for the City, they come from all levels of City government. Thanks to everyone in the City who has contributed their input and energy into making Flagstaff a great Community! Councilmember Art Babbott xiii City of Flagstaff, AZ City Council Councilmember Joseph Haughey Councilmember Kara M. Kelty This year’s Flagstaff City budget process has been both challenging and rewarding. As a Council, in cooperation with the City Manager and Department Heads, we discerned community priorities for the coming years. We maintained the basic services of Public Safety, Health and Welfare while balancing the anticipated revenues and expenses to provide a balanced budget. About 30 employees will be reduced in the City staff over the next two years through retirements and consolidation of tasks. This will allow us to provide services and operate without raising taxes recognizing there are other needs in the community. The economic situation in Arizona has changed tremendously in the past several years and Flagstaff is no exception to this trend. This year’s budget process differed from years past in that there was a need for a combination of service cuts and fee increases in order to close the gap caused by a loss of around $930,000 in State Shared Revenues as well as increased contributions to employee medical, dental and retirement funds. While it is always difficult to consider and execute service cuts, it is the responsibility of City Council to ensure that City government operates efficiently and does not grow beyond its means. We hope to address those other needs through a Bond Election next spring, looking ahead for years to come. In the meantime, rest assured that you have dedicated, concerned City employees providing necessary services to the Citizens of Flagstaff, which makes this a great place to live and work. Through the budget process I learned that even though Flagstaff did experience a budget shortfall, we are weathering the financial storm better than most municipalities. Most notably, there have not yet been any lay-offs. Instead, the City is planning to phase out almost 30 positions through retirement or attrition. The Human Resources Department will be Annual Financial Plan xiv implementing a workforce development program in which current City employees will be eligible to receive training to transition to other positions. While every effort is being made to protect City staff from lay-offs, the employees themselves are still suffering the consequences of this economic downturn. Cost of living increases were not budgeted for this year and employee contributions to medical plans and to the Arizona State Retirement System have increased, leaving some employees with less take home pay than last fiscal year. Others adversely affected by the budget shortfall include the Parks and Recreation Department, which had to cut about $230,000 from their budget. While they did this by eliminating programs with poor attendance, and by closing the Murdock Center, it was still a difficult blow for the department and for the community. While the economic outlook may appear challenging, the City Council recognized that balancing the budget included making investments for future economic and community development in Flagstaff. For that reason, City Council reversed recommendations to cut contributions to the Greater Flagstaff Economic Council and the Flagstaff Cultural Partners. Other community investments budgeted for this coming year include redevelopment projects downtown, East Flagstaff, and the commencement of Phase II of the Southside Area Planning Effort. City of Flagstaff, AZ City of Flagstaff Honorable Mayor, City Council, and Citizens of Flagstaff: The FY 04 Budget reflects economic reality. State shared revenue is less because state tax collections are down and the City’s population is proportionately smaller to the rest of the state than it was in 1995. Local tax revenues are not growing rapidly enough to offset reduced state revenue and meet growing costs. In order for the City to maintain current service levels and provide quality-of-life expenditures demanded by our citizens, a stable and growing tax base is essential. Our dedicated employees strive to maximize and optimize the services they provide to our citizens. Employees deserve nothing less than fair and competitive compensation for their dedication to public service. Yet, due to inadequate revenue growth, we are unable to maintain the needed expenditures to preserve both level of service to the community and employee compensation that keeps pace with market and cost of living increases. Our employees remain committed to serving the public. They deserve our gratitude, praise and commitment to organizational and fiscal decisions that will correct the current revenue/expenditure imbalance in future years. In FY 2004 a major focus is placed on the development of adequate revenue growth to meet growing expenditure needs. The outlook is promising. The City Council has directed priorities toward economic development and fiscal health. Investment in City initiatives will create new private sector investment opportunities. New sales and property tax base will be created, along with jobs for a growing workforce. With decisions that deliver those economic development initiatives, our citizens will be beneficiaries of a stronger tax supported public sector, which will be better able to provide desired services. FY 2002-2003: Success Setting the Stage for More Successes City Management and staff are proud to have worked closely with the City Council to meet its goals. Some achievements of the FY 2002-2003 are highlighted below: Establishing clear direction for meeting current fiscal challenges by developing revenues and reducing selected expenditures; Increasing City efforts to gain Federal Assistance for community needs - - Rio de Flag, transit capital funding, forest health and fuel management, and economic development; Adoption of water policies for conservation, development, and acquisition of water; 211 West Aspen Avenue, Flagstaff, Arizona 86001 Main & TDD (928) 774-5281, Arizona Relay 7-1-1, Fax (928) 779-7696 Entering into a Memorandum of Agreement with developers for renovation and expansion of a major commercial center on the east side of the community; Award of Contracts for affordable housing developments on two land tracts owned by the City; Completion and dedication of Foxglenn Park; Completion, dedication and occupancy of the new USGS building; A development agreement with Nestle Purina, providing tax incentives for a major plant expansion and thus securing and increasing the substantial employment base provided by Nestle Purina; Opening the East Side Branch Library on 4th Street; Partnering with other members of the Alliance for a Second Century in a unified legislative priorities statement; Continued airport improvements to develop adequate facilities to provide regional jet service; Adoption of the McMillan Mesa major plan amendment to the Regional Plan; Completion of the initial phase for Conference Center development, receiving six outstanding replies to the City’s request for proposals; Completion of major improvements to the City water treatment facilities. City Council Goals Guide the Budget The City Council has maintained the direction established almost two years ago when ten broad goals were adopted as a policy basis for the City’s annual budget and work program. The goals respond to citizen needs and desires by merging city services into a cohesive plan of action. The Council discussed the original goals extensively and reached the conclusion that they continue to state Council priorities, although priority objectives may have changed somewhat. The ten goals are restated below with a discussion of FY 04 priority initiatives: Economic Development 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. Continue implementation of several economic initiatives, which have been underway for one or more years: • The Rio de Flag Project gained a federal construction appropriation in FY 2003 of $1,000,000 and in FY 2004 of between $2,000,000 and $3,000,000 (pending). The City continues to budget for its share of this local/federal project appropriating $5,052,738 in FY 04. The City will spend a total of $11,107,000 for the project. Design will continue and the first phase of construction will commence this calendar year. The likely investment in the southside, following completion of the Rio de Flag project in 2006 or 2007, necessitates completion of a neighborhood plan in that area. The planning process will begin in 2004. • The East Flagstaff Gateway Project will move ahead, pending a successful rezoning application. Infrastructure construction will commence late in the fiscal year with some building construction following closely. • The City will design Empire with construction startup in spring of 2004. The City Council budget for the project totals $2,600,107. • The Conference Center Project review and award will be completed during the first quarter of 2004, with development agreement negotiations to follow. The Planning and design phases of the Annual Financial Plan 2 City of Flagstaff, AZ project will prepare it for immediate site preparation and construction upon relocation of Babbitt Ford to the Auto Mall in 2005/06. • The City will issue an RFP for the Downtown Gateway West Project, likely late in the fiscal year. City staff will work closely with GFEC staff to integrate findings and recommendations of the Telecommunications Study with the Regional Plan. West Side Annexation will require serious attention this year, although timing does not currently appear to be a critical concern. Airport Expansion Projects will continue with design of the runway extension. USGS Campus Development Plans will be completed and details of the next building phase will be determined in consultation with USGS. The Convention and Visitors’ Bureau work program will include efforts to strengthen the tourism sector of the economy, including: enhanced marketing and public relations; engagement of industry; and renovation of Visitor Center. Fiscal Health 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. Staff will continue to examine revenue sources and evaluate several revenue generating ideas discussed by Council and staff, but not included in revenue estimates in the FY 2004 budget. These will include: fees for private development review; commercial fire safety inspection and re-inspection fee; an increased annual business license fee; a building permit fee increase adjusting the per square foot valuation calculation; a City use tax that would remit to the City a tax on purchases made in jurisdictions where a municipal sales tax is not imposed; an annual liquor license fee; and an increased cable franchise fee. In order to correct a projected revenue/expenditure imbalance in outlying years, a process to reduce overall employment by twenty to thirty positions over a two-year period will be conducted. New positions authorized for 2004 will be filled through a process of transferring the position authorization from elsewhere in the organization. Opportunities for service enhancements and efficiencies through intergovernmental consolidation will be studied. Public Safety 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. Police force strength will be maintained at the authorized levels by filling the three positions left vacant last fiscal year. An active fuel management program to reduce both fuel densities and bark beetle infested trees will be continued. The Police and Fire Departments will continue to work closely to improve emergency dispatch services, and to maintain response preparedness in the event of homeland security threats or actual incidents. A primary goal is to upgrade the hazmat response vehicle. Annual Financial Plan 3 City of Flagstaff, AZ Housing To ensure that a variety of housing opportunities are available to a diverse population, especially those requiring entry level housing. Development agreements will be completed for private sector affordable/market projects on two City tracts pursuant to proposals already awarded. The Community Development Department will manage the design and development review process to expedite construction. Upon completion of the Rio Homes project, approximately 174 new housing units will be placed on the market including 33 scattered affordable dwellings. The second project has applied for an award of tax credits from the Arizona Department of Housing. If approved, the proposed project will provide an additional 64 family and 70 senior affordable rental units. A contract for the construction of the infill redevelopment project in an Eastside mixed income neighborhood will be awarded, supplying 16 affordable homes. The Housing staff will determine the feasibility of establishing a community land trust for holding properties to facilitate affordable housing development. A closer working relationship with the Flagstaff Housing Authority will be developed as one way of coordinating housing providers toward a more effective affordable housing strategy. 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 through citizen involvement, reflecting community pride. The Capital Division will maintain the streets and multi-modal construction program including: Fourth Street Phase I, Soliere, Country Club, Sunnyside, Safe to School, and FUTS projects. The revised CIP planning, which increases public participation and gains Council adoption of the next fiscal year and five-year plan in December will be utilized. Staff will coordinate a community process to determine the preferred components of a bond program for possible placement before voters in May 2004. 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. The City Manager and other organization leaders will state and re-state to City employees the value and necessity of good customer service practices. A new employee performance appraisal process, which emphasizes customer service, will be implemented starting July 1. Programs to reward exceptional work place practices and customer service will continue – • WOW (Wonderful Outstanding Worker) on the spot awards • City Manager’s Excellence Awards Annual Financial Plan 4 City of Flagstaff, AZ Planning for Growth To shape growth, with the involvement of the community, in a manner that preserves and protects our region’s natural environment, livability and sense of community. An array of planning activities will be delivered specifically designed to implement the Regional Plan, including: Redevelopment planning and projects identified under the Economic Development Goal; continuation of FUTS project development and construction; southside planning; incremental reclamation and enhancement of City-owned and occupied open space in conjunction with planned FUTS project corridors; development of an IGA with Coconino County for administration of the Regional Plan; and Open Space Plan implementation including start-up of the newly established Open Space Commission. Collaboration Strengthen the community by strengthening partnerships with sovereign nations, public, non-profit and private agencies. Develop collaborative goals, though 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. A process will be conducted with the Alliance partners for the discussion and determination of priorities in responding to a variety of community needs. State and Federal agencies and elected representatives will be engaged proactively in pursuit of City interests, including, but not limited to, organizing a greater Council presence in the determination of local and statewide local government interests. Opportunities for service consolidation will be studied with Alliance partners. Community and regional policy statements and strategies will be discussed with partners to identify best practices for implementation of programs including: transportation, sustainable water resources, economic development, and state/federal funding. Quality of Life 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. A public process for determining both short and long-range plans for Thorpe Park will be completed. The Open Space Commission will conduct a public process and input will be provided to the Bond Advisory Task Force, to gain public knowledge and support of open space acquisitions. Water conservation policies adopted by the City Council will be implemented. Added focus will be given to water capacity development, including developing local underground resources and the acquisition of water rights for which conveyance to Flagstaff may be developed. Annual Financial Plan 5 City of Flagstaff, AZ Organizational Support 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 hire and retain a workforce that is recognizable by the Council and public as committed public servants. A workforce reduction and development process will be implemented with the goal of reducing total employment by ten to fifteen positions through attrition and transfers, and providing training and career development for those people engaged in the process. A public process will be conducted with the advice and assistance of the Bond Advisory Task Force, to gain public knowledge and consideration of needed capital improvements relative to service provision, including fire station relocations, court facilities, parks and recreation projects and public works facilities. Employer obligations toward employees must be addressed. City employees cannot be expected to accept indefinite abeyance of compensation adjustments. As discussed under fiscal health, we need to develop adequate revenues to support City services and the employees who provide them. Further line item reductions of any significance will be difficult to achieve without impairing services. It is a FY 2004 goal to position the City fiscally for FY 2005 to meet the needs of employees and the community. Acknowledgements It is much easier to develop a budget and work program for the City when clear direction is given. I want to thank the City Council for its leadership and clear direction. Moreover, the Council has maintained critical direction in economic development and fiscal health for multiple years. The long-range vision and commitment to action is greatly appreciated. Sincere thanks cannot be stated enough to our employees in every area of responsibility in the organization. They provide superb service to our citizens. They have been team players throughout these difficult budget times. Special thanks go to members of the Employee Advisory Committee. Our Finance and Budget teams under the direction of Mary Jo Jenkins and Barbara Goodrich have done, as always, an excellent job. Thanks to them all. Respectfully submitted, Annual Financial Plan 6 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 7 City of Flagstaff, AZ Budget Highlights 2003 – 2004 Accountability – Ensure ongoing budget sustainability through effective management of current resources and the development of future economic opportunities. Responsiveness – Complete the design and start the implementation of a traffic signal synchronization system. Quality – Continue to implement radio read water meters to minimize estimates and increase efficiency and accuracy of water bills. Professionalism – Implement a workforce development program for staff as identified and related to internal program reductions with the goal of having no layoffs, while reducing overall staffing. Teamwork – Work with Flagstaff Medical Center, the Flagstaff Community Foundation, and Literacy Volunteers of Coconino County on a new literacy program. Problem Solving – Create a Community Land Trust structured as a private non-profit organization for the purpose of building affordable homes preserving public investment in land. Accomplishments 2002 - 2003 Accountability – Evaluated budgets on a programmatic level to determine the continued viability of City services in light of State revenue losses. Responsiveness – Conducted public meetings for major capital projects to engage the public and establish positive working relationships. Quality – Received approval to implement a Stormwater Utility to meet Federal requirements within the City. Professionalism – Government Finance Officers Association presented the City the Distinguished Budget Presentation (ninth consecutive) and Excellence in Financial Reporting (tenth consecutive) Awards. Teamwork – Monitored success in Council set goals through the evaluation of crossdepartmental achievement in meeting the respective objectives. Problem Solving – Formulated the Bond Advisory Task Force to evaluate long-term capital needs for the City by using extensive Community Outreach. Annual Financial Plan 8 City of Flagstaff, AZ requirements, capital needs, debt burden, and strong reserves for future needs and contingencies. BUDGET OVERVIEW The City of Flagstaff FY 2004 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 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 2004; Debt Structure; and the Fund Balances, which are the operating framework of the Financial Plan. TOTAL APPROPRIATIONS FINANCIAL RESOURCES AVAILABLE Sales/Franchise Taxes Grant Revenue State Revenue BBB Tax Transportation Tax Highway User Tax Other Financing Sources Property Taxes Enterprises (A) Other Revenue (B) Fund Balances $ $ (A) Enterprises: Water Operations Wastewater Operations Airport Operations Environmental Services Stormwater Utility 13,865,885 8,464,332 8,958,605 3,885,294 7,050,874 7,800,000 6,874,144 7,811,808 28,020,864 15,770,390 47,811,017 156,313,213 $ $ (B) Other Revenue: Licenses and Permits County Vehicle Tax Charges for Services Fines and Forfeits County Contribution Interest on Investments LTAF/Misc Revenue $ $ Other Revenue 10.1% 8.9% 5.4% 5.7% 2.5% 4.5% 5.0% 4.4% 5.0% 17.9% 10.1% 30.6% 100.0% General Administration Management Services Library BBB (A) Community Development Fire/Police Utilities Public Works Airport Environmental Services Stormwater Non Departmental Reserves/Contingencies 11,552,112 7,231,596 1,008,732 7,721,424 507,000 28,020,864 $ (A) BBB Tax Funds: Beautification Tourism Economic Development Arts and Science Recreation 1,771,066 1,901,911 1,754,511 1,071,358 2,460,151 2,866,160 3,945,233 15,770,390 Comm Dev 16.6% Sales/ Franchise Taxes 8.9% Property Taxes 5.0% Highway User Tax 5.0% Gen Admin 2.6% Public Works 19.8% Airport 3.9% Non-Dept 7.2% Contingencies 4.8% Environ Svcs 5.2% Stormwater 0.4% "WHERE THE MONEY GOES TO" $156,313,213 "WHERE THE MONEY COMES FROM" $156,313,213 Annual Financial Plan Utilities 17.5% Mgmt Svcs 2.0% BBB Tax 2.5% 2.6% 2.0% 2.2% 5.6% 16.6% 12.2% 17.5% 19.8% 3.9% 5.2% 0.4% 7.2% 4.8% 100.0% 3,895,116 1,731,683 446,400 373,340 2,251,381 8,697,920 Library 2.2% State Revenue 5.7% Transportation Tax 4.5% Fire/Police 12.2% 4,069,515 3,138,935 3,367,399 8,697,920 25,924,276 19,052,286 27,361,834 30,978,842 6,142,704 8,121,548 659,534 11,253,420 7,545,000 156,313,213 BBB 5.6% Grant Revenue 5.4% Other Financing Sources 4.4% $ $ Fund Balances 30.6% Enterprises (A) 17.9% $ 9 City of Flagstaff, AZ (organizational structure) responsibilities as defined by the City Code. The following graphs depict the major classifications of appropriation for the total 2003-2004 Budget and expenditures by major types. TOTAL APPROPRIATIONS Operations Equipment Capital Improvement Projects Debt Service Reserves/Contingencies $ $ OPERATING BUDGET * General Administration Community Development Management Services Fire Police Public Works Utilities Non-Departmental 67,487,882 6,544,173 63,855,359 10,880,799 7,545,000 156,313,213 TOTAL APPROPRIATIONS (all funds) Operations 43.1% Reserves/ Contingcs 4.8% * Exclusive of Debt Service Equipment 4.2% $ 41,977,778 40,716,892 5,528,502 68,090,041 156,313,213 Capital 43.6% Contractual 26.0% Management Services 9.4% Fire 10.2% Utilities 13.2% Public Works 21.8% Community Development comprises 13.8% of the operating budget ($9.3 million), excluding the debt service requirements for Fourth Street ($1.8 million). The primary services in this Department include Engineering, Planning & Zoning, Building Inspection and Stormwater. The services provided by these divisions meet the current needs of the community and plan for the future. Commodities 3.5% OPERATING EXPENDITURES BY DEPARTMENT Management Services comprises 9.4% of the operating budget ($6.3 million). The department encompasses those activities that provide administrative support and services including financial services, purchasing, information systems, sales tax, and real estate. The City/County public library system is also included within the 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 Annual Financial Plan 10,880,799 General Administration activities comprise 8.2% of the budget ($5.5 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. The Tourism, Public Information, Human Resources, Risk Management and Capital Management divisions are also included within General Administration. EXPENDITURES BY TYPE (all funds) Personal Services 26.9% $ Police 17.5% NonDepartmental 5.9% $ $ 5,539,438 9,328,248 6,347,940 6,901,391 11,796,442 14,683,514 8,892,258 3,998,651 67,487,882 General Admin 8.2% Capital Improv Projects 40.9% Debt Service 7.0% EXPENDITURES BY TYPE Personal Services Contractual Commodities Capital Community Development 13.8% $ 10 City of Flagstaff, AZ Fire services comprise 10.2% of the operating budget ($6.9 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. 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. Police services comprise 17.5% of the operating budget ($11.8 million). Public safety programs provide personal safety in the community by promoting a community free of crime and assured response in emergency situations. The Department Detail presents each operating activity at the division level with a division mission, description of programs, specific goals and objectives for FY 2004, major accomplishments in FY 2003, and performance indicators that measure the efficiency and/or effectiveness at the program level. FORMAT Public Works services are provided by nine divisions that account for 21.8% of the operating budget ($14.7 million), excluding the debt service requirements for streets ($2.0 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 2002, the Adopted Budget for FY 2003, the Estimated Actual for FY 2003, and the Adopted Budget for FY 2004. 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 13.2% of the operating budget ($8.9 million), excluding $4.0 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 5.9% of the budget ($4.0 million) exclusive of $2.3 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 Nondepartmental 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 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 Annual Financial Plan 11 City of Flagstaff, AZ • • • • 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) Non-Departmental (Council and Commissions, Contributions to Outside Agencies, NonDepartmental, Firemen’s Pension Trust, Economic Development, Real Estate Proceeds, Transit, 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 • Division Managers • Department Heads Budget Review Team City Manager Deputy City Manager (2) Mngment Srvcs Director Finance/Budget Manager Human Resources Mgr. 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. Annual Financial Plan 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. 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 2004. The Capital Improvement Plan (CIP) for FY 2004 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 1, 2003. 12 City of Flagstaff, AZ State law requires the operating budget to be allinclusive. Therefore, the budget includes provisions for contingent revenues, e.g., Passengers Facility Charges, and expenditures that cannot be accurately determined when the 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. Limitation ($72,208,250), and this total cannot be exceeded. Budget authority can be transferred between line items within a Division. At year-end, Department budgets are reviewed and budget authority is 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. BUDGET CALENDAR December Budget Module available to all Divisions January 31 Capital equipment requests reviewed by Fleet/MIS Committees for recommendation March 10 March 28 ASSUMPTIONS AND STRATEGIES ECONOMIC OVERVIEW Review with Department Heads and City Manager March Personnel review of reclassification requests completed May 6-9 Council Study Sessions Proposed Budget available to public June 17 Public Hearing/Tentative Adoption of Proposed Budget Public Hearing on Tax Adoption June 20 Publish first notice of Public Hearing for Final Adoption June 27 Publish second notice of Public Hearing for Final Adoption July 1 Public Hearing on Budget and Final Adoption of Budget July 5 Notify Property Tax Oversight Commission of Compliance with Truth in Taxation July 15 Adopt Property Tax Levy In FY 2003, City sales tax revenue exceeded the budget by 3.1%. An overall budget-to-estimated actual increase totals $200,000 or 1.8%. 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 seven of the past eight years and a cyclical slow down could occur. The BBB category shows a 2.5% ($94,763) budget to estimated actual increase. 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 had identified approximately 3,000 additional citizens that should be added to the census base and submitted a request for review. These requests will not be reviewed and no change in the base census will be provided. The State of Arizona has experienced significant continued revenue shortfalls in FY 2003. This was a combination of decreased tourism and spending as related to the September 11th disaster. Retail sales are beginning to rebound slowly, while contracting revenue remains low. This has resulted in a FY 2004 increase of State Sales Tax of approximately 1.8% (budget to estimated actual) to the City. 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. REVENUE FORECAST State-shared revenues, i.e., sales tax, income tax, highway users tax, and local transportation assistance (lottery) are projected to decrease 4.3% 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. Due to The Adopted Budget reflects the total funds appropriated ($156,313,213). Certain exclusions are allowed by the state [e.g., bond proceeds, debt service, grants] in computing the Expenditure Annual Financial Plan 13 City of Flagstaff, AZ revenues is anticipated to maintain a sound financial position. The General Fund balance is currently budgeted at 16%. revised collection receipts, the City will be receiving 14.9% less (budget to estimated actual) in the State Income Tax distribution for FY 2004. All cities in Arizona are equally affected by this reduction at the state level. The FY 2004 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 carryforward of expenditures in equipment and capital projects. County revenues for auto in lieu tax (license tags) are expected to decrease by approximately 13.5%. The decrease is tied to the reapportionment of revenue to Yavapai County. County aid for library operations has increased 18% from the FY 2003 budget as a result of carryover funds. 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. 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 2003. The Environmental Services Fund projects increased revenues for FY 2004 due to the implementation of an Environmental Services fee and increased fees for residential, commercial and landfill accounts. • The City is pursuing revenue diversification in all divisions. A User Fee Study was completed in 2002 that focused on costing services both for what the City currently charges for and those not charged for. As a result, the City has begun the implementation of some new user fees and will continue the evaluation and implementation of other fee’s over the next two years. • EXPENDITURES 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 five-year planning period. • • Fund Balance – The carryforward of fund balances remain at a level that 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 2004 is estimated at $5,637,376 in the General Fund. A general fund balance equal to 15% of general fund Annual Financial Plan 14 Estimated Actual Expenditures FY 2003. Divisions were asked to estimate expected expenditures by line item for FY 2003. Overages and underages (and reasons, theretofore) were used to adjust the recommended budget for various line items in FY 2004. This resulted in a reduction of a substantial number of line items, thereby allowing resources to be reallocated without inflating the total appropriations required. Staffing Requests/Increases in Level of Service. Departments were required to provide narratives 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. Fleet Management. All fleet equipment replacement requests were reviewed and prioritized by the Fleet Management Committee within financial parameters. 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. Capital Improvements. The Capital Improvement Committee reviewed all requests of capital projects or public improvements. 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. City of Flagstaff, AZ 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 $8.6 million new construction placed on the tax rolls in the last year, and increased assessed values on existing properties ($9.3 million). 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 and Stormwater; 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 EST ACTUAL FY2003 $ 1,674,499 767,821 13,596,748 11,916,161 962,160 14,463,210 2,525,191 1,688,898 3,250,855 91,627 1,921,394 $ 52,858,564 APPROPRIATIONS General Administration Community Development Management Services Public Safety Public Works Water Utility Non-departmental Contingencies BUDGET FY 2004 $ 1,771,066 1,261,237 13,865,885 10,860,516 1,071,358 11,641,478 5,404,323 1,724,511 3,261,616 418,746 992,766 $ 52,273,502 GENERAL FUND TOTAL APPROPRIATIONS Mgmt Svcs 6.7% Pub Works 15.7% Gen Admin 8.7% Intergovt'l Rev 20.8% Cont'gcy 1.6% Water Utility 0.0% Non-dept 7.6% Fines/Forfeits 2.0% Grants 2.4% General Fund total appropriations have increased 8.6% in FY 2004. The increase is due to increases in benefits, other insurance, and capital projects. The General Fund includes $11.8 million in capital, of which $5.1 million is for the Rio de Flag Flood Control project and $3.6 million for downtown redevelopment. Fund Balance 22.3% Lic & Permits 3.4% Misc Rev 2.0% Pub Safety 40.9% Comm Dev 18.8% GENERAL FUND REVENUES/OTHER SOURCES Local Taxes 26.5% EST ACTUAL BUDGET FY2003 FY 2004 $ 3,544,658 $ 4,069,515 4,821,910 8,780,605 2,778,985 3,138,935 18,146,235 19,052,286 6,213,994 7,303,359 15,588 15,588 (1,117,434) 3,525,838 250,000 750,000 $ 34,653,936 $ 46,636,126 Carryovers 10.3% Interest 0.8% Prim Prop Tax 6.2% Charges for Services 3.3% Total resources available for General Fund expenditures for FY 2004 are $52.3 million including the beginning fund balance of $18.2 million. A substantial portion of General Fund resources comes from two revenue categories: 1) local sales and franchise taxes and 2) 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. 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. 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 final report from the Department of Justice with requirements for modifications to existing facilities. The cost of these modifications is approximately $750,000 and will be spread over FY 2003 and FY 2004. 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 2004, and will generate an estimated $3,261,616. This amount represents approximately 41% of the maximum allowable levy under Arizona statute. The secondary tax rate, 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 (the Rio de Flag project) and development opportunities in Flagstaff. Annual Financial Plan 15 City of Flagstaff, AZ HIGHWAY USER REVENUE FUND TRANSPORTATION 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 $25.7 million in FY 2004. Projects budgeted includes Southside Traffic Improvements, Annual ADA Improvements and bus pullouts, our annual pavement maintenance program and Sunnyside Street improvements. 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 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. REVENUES/OTHER RESOURCES HURF $ 7,800,000 LTAF (lottery) 300,246 Fund Balance 3,456,093 Fund Balance for Carryovers 1,889,092 Miscellaneous 1,761,261 Inter Governmental 1,580,000 Transfers (net) 10,208,028 Interest 20,000 $ 27,014,720 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. Projects 4th Street Overpass Safe-to-School, Pedestrian and Bike Traffic Flow and Safety Improvements Transit Service Enhancements Totals STREET REVENUES/OTHER RESOURCES Misc. 6.5% Carryover 7.0% Inter Gov't. 5.8% Fund Bal 12.8% LTAF 1.1% APPROPRIATIONS General Administration Community Development Management Services Public Works Water Utility Non-departmental Contingency $ $ Pub Works 92.9% Appropriations and transfers total $22.7 million in FY 2004. Appropriations are comprised of $2,016,199 for transit operations, $10,949,075 for the 4th Street overpass. Transfers include $7,617,692 to the HURF Fund for Safety and Street Improvements, $100,000 to the Stormwater Fund from Fourth Street, and $550,000 to fund FUTS projects in Beautification from Safety and Street Improvements. The combined transportation tax rate for FY 2004 is 0.601%. Transfers 37.8% Interest 0.1% HURF 28.9% 186,808 813,094 196,752 23,868,245 3,749 131,447 500,000 25,700,095 REVENUES/OTHER RESOURCES Local Taxes $ 7,050,874 Fund Balance 27,275,704 Interest 1,364,000 $ 35,690,578 STREET TOTAL APPROPRIATIONS Water Utility TRANSPORTATION REVENUES/OTHER RESOURCES 0.0% Non-dept 0.5% Mgmt Svcs 0.8% Annual Financial Plan Comm Dev 3.2% Budget FY 2004 Revenues $ 1,877,105 938,552 2,182,134 2,053,083 $ 7,050,874 Local Taxes 19.8% Cont'gcy 1.9% Gen Admin 0.7% Fund Balance 76.4% Interest 3.8% 16 City of Flagstaff, AZ APPROPRIATIONS/TRANSFERS Transit $ 2,016,199 4th Street Overpass $ 10,699,075 Debt Service 1,750,000 Transfer-HURF Fund 7,617,692 Transfer-Stormwater 100,000 Transfer-Beautification 550,000 $ 22,732,966 APPROPRIATIONS General Admin Community Development Management Services Public Works Water Utility Non-Departmental Contingencies $ $ Transit 8.9% TRANSPORTATION TOTAL APPROPRIATIONS/ 4th Street TRANSFERS Overpass 80,254 37,982 3,485,990 58,427 1,023 49,708 100,000 3,813,384 LIBRARY TOTAL APPROPRIATIONS 47.1% Beautificaiton 2.4% Debt Service 7.7% Comm Dev 1.0% HURF 33.5% Stormwater 0.4% Gen Admin 2.1% Cont'gcs Non-Dept 2.7% 1.3% Mgmt Svcs 91.4% Pub Works 1.5% LIBRARY FUND BBB FUNDS The City operates a joint City-County Public Library with auxiliary programs in outlying county locations and bookmobile services. $2.5 million of the funding for library operations comes from the library district tax. 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: 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. Economic Development Beautification Tourism Recreation Arts & Science REVENUES/OTHER RESOURCES Library District Tax $ 2,460,151 Fund Balance 564,830 Transfers (net) 905,256 Interest 21,000 Miscellaneous 29,000 $ 3,980,237 Since inception the City has experienced a continual growth of BBB revenues, however FY 2003 estimate is expected to decrease by only 0.7% with hotels representing the greatest decline. Fiscal Year 2004 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. LIBRARY REVENUES/OTHER RESOURCES Library District Tax 61.8% Misc 0.8% Annual Financial Plan Fund Balance 14.2% Interest 0.5% 9.5% 20.0% 30.0% 33.0% 7.5% Beautification Fund: Total resources available for Beautification Fund activities amount to $3.9 million including carryovers and approved grants. Expenditures from this fund are primarily for capital improvements. (See the CIP Section for project list.) In FY 2004, 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. Transfers 22.7% 17 City of Flagstaff, AZ the budget for Tourism is a strategic plan intended to provide guidance in determining markets, promotion directed at these markets, and measurement tools. REVENUES/OTHER RESOURCES BBB Tax $ 771,458 Grants 1,100,000 Fund Balance 1,483,815 Interest 20,000 Transfers (net) 492,799 Miscellaneous 113,000 $ 3,981,072 APPROPRIATIONS Beautification Reserve $ Arts & Science Fund: Total resources available for Arts & Science activities are $497,574. Expenditures include contributions to local organizations and Art in Public Places. There is $53,340 available for Art in Public Places that is derived from a 1% allocation from citywide eligible capital project expenditures. Contributions of $45,000 are administered through the Flagstaff Cultural Partners. Revenues received from the BBB tax are estimated to be $289,297. 3,895,116 10,000 3,905,116 $ REVENUES/OTHER RESOURCES BBB Tax $ Fund Balance Transfers Interest $ BEAUTIFICATION REVENUES/OTHER RESOURCES Grants 27.6% Fund Bal 37.3% BBB Tax 19.4% Misc 2.8% Trans. (net) 12.4% APPROPRIATIONS Arts & Science Reserve Interest 0.5% $ $ Tourism Fund: Total resources available in FY 2004 are $2.0 million. The total operating budget, including a $50,000 reserve for contingencies, is $1.8 million. $ $ BBB Tax 58.1% Fund Bal 33.2% Interest 1.7% 1,731,683 50,000 1,781,683 Grants 0.7% Fund Bal 26.1% Misc 3.4% Interest 1.9% Transfers 7.0% Recreation Fund: Total appropriations in FY 2004 for Recreation Fund activities are $2.3 million. FY 2004 includes one park and one school field in the construction phase and design work for an aquatics center. 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. TOURISM REVENUES/OTHER RESOURCES BBB Tax 57.4% 373,340 10,000 383,340 ARTS & SCIENCE REVENUES/OTHER RESOURCES REVENUES/OTHER RESOURCES BBB Tax $ 1,157,186 Grants 15,000 Fund Bal, net of Transfers 527,153 Fund Balance for Carryover 211,280 Interest 38,577 Miscellaneous 67,065 $ 2,016,261 APPROPRIATIONS General Administration Reserve 289,297 165,026 35,000 8,251 497,574 Carryover 10.5% Expenditures include ongoing marketing programs and one-time expenditures for capital. Included in Annual Financial Plan 18 City of Flagstaff, AZ OTHER FUNDS REVENUES/OTHER RESOURCES BBB Tax $ 1,300,911 Grants 550,000 Fund Bal, net of Transfers 1,492,121 Fund Balance for Carryover 424,883 Interest 62,000 $ 3,829,915 APPROPRIATIONS Recreation $ $ 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 $298,126 for this program for FY 2004. 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. 2,251,381 2,251,381 RECREATION REVENUES/OTHER RESOURCES BBB Tax 34.0% METROPOLITAN PLANNING ORGANIZATION Grants 14.4% REVENUES/OTHER RESOURCES Grants $ $ Interest 1.5% Fund Bal 39.0% Carryover 11.1% APPROPRIATIONS General Administration Economic Development Fund: Economic Development is conducted primarily by the Greater Flagstaff Economic Council (GFEC). The City allocates $317,000 to GFEC, $100,000 for telecom, $22,000 for partnership training funds, and $7,400 for contributions. Business recruitment efforts target industries that conform to both community and environmental values (low water users, low and nontoxic sewer dischargers, good wage/benefit structure, good corporate citizens, home offices). REVENUES/OTHER RESOURCES BBB Tax $ Fund Balance Transfers Interest $ APPROPRIATIONS Economic Development Reserve $ $ Interest 0.2% Annual Financial Plan 298,126 298,126 Community Redevelopment Fund: This fund finances activities in conjunction with the CDBG program and affordable housing activities. There is $2.4 million appropriated to this activity for FY 2004. REVENUES/OTHER RESOURCES Grants $ 1,463,261 Fund Balance 545,036 Interest 1,500 Miscellaneous 1,946 Transfers 375,400 $ 2,387,143 366,442 141,946 65,000 1,339 574,727 APPROPRIATIONS Community Development $ $ 2,380,271 2,380,271 COMMUNITY REDEVLOPMENT REVENUES/OTHER RESOURCES 446,400 25,000 471,400 Fund Bal 22.8% Grants 61.3% ECONOMIC DEVELOPMENT REVENUES/OTHER RESOURCES BBB Tax 63.8% $ $ 298,126 298,126 Transfers 15.7% Fund Bal 24.7% Misc 0.1% Interest 0.1% Real Estate Proceeds: The Real Estate Proceeds fund is currently restricted to the purchase of real estate. The appropriations total $685,000. Expenditures in this fund are for acquisition of open spaces. Transfers 11.3% 19 City of Flagstaff, AZ Revenues are estimated to increase 2% due to growth of the customer base and consumption. REVENUES/OTHER RESOURCES Fund Balance $ 486,900 Fund Balance for Carryover 535,000 Interest 30,350 Miscellaneous 297,000 $ 1,349,250 APPROPRIATIONS Non-Departmental $ $ REVENUES/OTHER RESOURCES Water Revenues $ 11,552,112 Sewer Revenues 7,231,596 Fund Balance 26,844,529 Fund Balance for Carryovers 2,042,154 Grant Revenue 10,000 Interest 722,000 $ 48,402,391 685,000 685,000 REAL ESTATE PROCEEDS REVENUES/OTHER RESOURCES UTILITIES REVENUES/OTHER RESOURCES Carryover 39.7% Fund Bal 36.1% Misc 22.0% Sewer Revenues 14.9% Interest 2.2% Water Revenues 23.9% UTILITIES FUND Carryover 4.2% Interest 1.5% APPROPRIATIONS General Administration Community Development Management Services Public Works Non-departmental Water Utility Sewer Utility Contingency 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 $30.3 million. Resources include $18.8 million in utility user fees and $2.0 million in fund balance carryforward. Grants 0.0% $ $ 285,354 665,796 396,183 64,058 229,328 16,063,286 11,208,885 1,400,000 30,312,890 UTILITIES TOTAL APPROPRIATIONS Water Utility 53.0% Gen Admin 0.9% Comm Dev 2.2% Non-dept 0.8% Water Operations: Total appropriations relating to direct costs for the water operations are $16.1 million. Water fees are the major source of revenue supporting water operations. Bond funds support well development. Revenue estimates total $10.2 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 2004. Pub Works 0.2% Mgmt Svcs 1.3% Cont'gcy 4.6% Sewer Utility 37.0% ENVIRONMENTAL SERVICES FUND Total financial resources are $16.1 million. User fees are the major revenue source of solid waste disposal operations. The user fees are comprised of eight major customer services areas (residential sanitation, curbside recycling, commercial sanitation, hoist and haul, landfill dumping, inert materials pit, environmental, and commercial recycling) with different rates for each category based on cost of service. Wastewater Operations: Total appropriations relating to the direct costs for the wastewater operations are $11.2 million. Wastewater (sewer) fees are the major source of revenue supporting wastewater operations. Revenue estimates total $6.0 million in wastewater service charges. Annual Financial Plan Fund Bal 55.5% 20 City of Flagstaff, AZ 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. 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. million: $1.2 million for operations, $297,672 for debt and $5.0 million in capital outlay. Primarily FAA and ADOT grants will fund the capital improvements. The general fund will continue to subsidize operations at $449,000 this year with an additional $60,000 for capital improvements including matching funds for grants. The subsidy for operations decreased by $141,000, which is primarily due to a new terminal lease and the ability to apply indirect cost to grants under OMB A-87. This year, of the $5.0 million in capital improvements, FAA and ADOT are funding $2.2 million and lease proceeds are expected to fund $2.5 million. The secondary property tax fund will transfer $202,672 to cover debt service not paid with passenger facility charges. REVENUES/OTHER RESOURCES Environmental Svcs Revenue $ 7,721,424 Miscellaneous 80,474 Fund Bal, net of Transfers 3,368,843 Fund Balance for Carryovers 518,000 Interest 108,000 Other Financing Sources 4,350,000 $ 16,146,741 REVENUES/OTHER RESOURCES Airport Revenues $ Grants Fund Balance Transfers Miscellaneous Lease/Loan Proceeds $ ENVIRONMENTAL SERVICES REVENUES/OTHER RESOURCES Misc. 0.5% Environ Svcs Rev 47.8% AIRPORT REVENUES/OTHER RESOURCES Fund Bal 20.9% Other Financing 26.9% Airport Revenues 15.4% Carryover 3.2% Interest 0.7% 1,008,732 2,186,708 15,367 711,672 99,261 2,524,144 6,545,884 Grants 33.4% Fund Bal 0.2% APPROPRIATIONS General Administration Community Development Management Services Public Works Water Utility Non-departmental Contingency $ $ Loan Proceeds 38.6% 152,264 99,022 186,687 8,349,164 68,266 115,030 4,690,000 13,660,433 APPROPRIATIONS General Administration Community Development Management Services Public Works Water Utility Non-departmental ENVIRONMENTAL SERVICES TOTAL APPROPRIATIONS Water Utility 0.5% Pub Works 61.1% $ Non-dept 0.8% Pub Works 95.0% 51,638 72,839 149,072 6,207,086 1,037 48,704 6,530,376 Water Utility 0.0% Cont'gcy 34.4% Non-dept 0.8% AIRPORT FUND Mgmt Svcs 2.3% 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 $6.5 Annual Financial Plan $ Transfers 10.9% AIRPORT TOTAL APPROPRIATIONS Mgmt Svcs 1.4% Comm Dev Gen Admin 0.7% 1.1% Misc. 1.5% 21 Comm Dev 1.1% Gen Admin 0.8% City of Flagstaff, AZ STORMWATER FUND REVENUES The Stormwater fund was initiated as a response to enhanced NPDES stormwater requirements affecting all communities with populations greater than 50,000 as of March 2003. The City of Flagstaff worked with consultants to design a program that met current minimum NPDES standards. Stormwater fees to both residential and commercial customers are stepped based on every 1,500 square feet of impervious area with the average monthly billing estimated at $1.06. Total revenues/other resources include one-time transfers of $60,000 from the general fund to complete the consultant work associated with initial implementation and $175,000 from HURF and transportation for the 6th Avenue detention basin. The total appropriations of $710,094 fund both operational and capital components. Historical Trend Information for Select Revenues REVENUES/OTHER RESOURCES Stormwater Revenues $ Fees & Charges Transfers (net) Miscellaneous $ GENERAL FUND PROPERTY TAX RECEIPTS CURRENT, PRIMARY Legal Authority: Arizona Revised Statutes Section 42-45 (B) based on the State Constitution Article 9, Section 18 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. 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 41% of its maximum allowable levy. 507,000 30,000 173,000 2,000 712,000 PRIMARY PROPERTY TAX STORMWATER REVENUES/OTHER RESOURCES Stormwater Rev 71.2% FY: 97-98 98-99 99-00 00-01 01-02 02-03 03-04 Fees & Charges 4.2% Transfers (net) 24.3% Misc 0.3% $ AMOUNT 2,359,405 2,539,135 2,715,788 2,814,219 3,033,114 3,215,548 3,261,616 % CHANGE 7.2% 7.6% 7.0% 3.6% 7.8% 6.0% 1.4% PRIMARY PROPERTY TAX $ 659,534 40,560 10,000 710,094 $ MILLIONS APPROPRIATIONS Community Development Non-departmental Contingency STORMWATER TOTAL APPROPRIATIONS Comm Dev 92.9% 98 Non-dept 5.7% 99 00 01 02 03 04 FISCAL YEAR ACTUAL Cont'gcy 1.4% Annual Financial Plan 3.8 3.4 3.0 2.6 2.2 1.8 1.4 1.0 EST ACTUAL BUDGET Listed are the past five years of actual revenues. The estimated receipts for FY 2003 and the budget for FY 2004 are also shown. The projected increase for FY 2004 anticipated collections are twofold: new construction of 2.0% and increased assessed values on existing properties of 2.1% due to reassessments, net of a 3% delinquency factor. 22 City of Flagstaff, AZ revenues for FY 2003 was driven by increases in construction and auto sales. Zero percent financing for new auto sales continued to accelerate sales. Construction has enjoyed a strong year with an increase in residential and commercial projects. The revenue projection for FY 2004 anticipates a flattening of auto sales and a general increase of 2% to 3% in the other sectors of the local economy. 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 determined by the requirements of the debt repayment schedule. CITY SALES TAX (TRANSACTION PRIVILEGE TAX) STATE SALES TAX Legal Authority: City Code, Title 3, Chapter 5, (Ordinance 1491) Legal Authority: Arizona Revised Statutes Section 42 - 1341 (D) 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). 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. 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. Listed are the past five years of actual revenues. The estimated revenues for FY 2003 and the estimated amount for FY 2004 are also shown. The sales tax revenue projected for FY 2004 reflects a nominal increase statewide. The state economy is slowly recovering from economic setbacks experienced in FY 2002; however, the recovery period is expected to take 18 to 48 months. CITY SALES TAX FY: 97-98 98-99 99-00 00-01 01-02 02-03 03-04 $ AMOUNT 8,694,635 9,093,641 10,071,110 10,402,910 11,135,228 11,300,000 11,500,000 % CHANGE 4.3% 4.6% 10.7% 3.3% 7.0% 1.5% 1.8% STATE SALES TAX FY: 97-98 98-99 99-00 00-01 01-02 02-03 03-04 CITY SALES TAX REVENUES 11.0 10.0 8.0 7.0 6.0 AMOUNT 4,061,346 4,353,556 4,785,424 4,919,575 4,076,034 4,108,642 4,184,644 % CHANGE 5.6% 7.2% 9.9% 2.8% -17.1% 0.8% 1.8% STATE SALES TAX 9.0 98 99 00 01 02 03 MILLIONS MILLIONS 12.0 $ 04 FISCAL YEAR ACTUAL EST ACTUAL BUDGET 5.5 5.0 4.5 4.0 3.5 3.0 2.5 2.0 98 99 00 01 02 03 04 FISCAL YEAR Listed are the past five years of actual revenues. The estimated receipts for FY 2003 and the budget for FY 2004 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 Annual Financial Plan ACTUAL 23 EST ACTUAL BUDGET City of Flagstaff, AZ STATE INCOME TAX (REVENUE SHARING) FRANCHISE TAX Legal Authority: Arizona Revised Statutes Section 43 - 244 (B) Legal Authority: Flagstaff Charter and City Code Article XII APS: Ordinance 360 (expires 8-21-2011) Citizens Utility Co.: Ordinance 1879 (expires 10-32020) 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. 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. 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 Qwest 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%. The FY 2002 reduction is a direct result of the 2000 Census count, which was 10,000 less than previously projected. Listed are the past five years of actual revenues. The estimated receipts for FY 2003 and the budget for FY 2004 are also shown. The growth rate for Franchise Tax revenue for FY 2003 was less than FY 2002 because the spike in natural gas prices felt in 2002 has subsided. The anticipated growth rate in FY 2004 reflects a normal growth in natural gas sales as well as a continued steady growth in the long distance telephone carriers. The large decrease in FY 04 is due to the State receiving less revenue from income tax than previously estimated. All cities have received a proportionate decrease. Listed are the past five years of actual revenues. The estimated receipts for FY 2003 and the budget for FY 2004 are also shown. The League of Arizona Cities and Towns provides the revenue estimates for FY 2004. FRANCHISE FY: 97-98 98-99 99-00 00-01 01-02 02-03 03-04 STATE INCOME TAX FY: 97-98 98-99 99-00 00-01 01-02 02-03 03-04 AMOUNT 4,725,837 5,489,912 6,062,290 6,432,879 5,526,159 5,607,519 4,773,961 % CHANGE 13.3% 16.2% 10.4% 6.1% -14.1% 1.5% -14.9% % CHANGE 11.4% 3.2% -3.5% 12.2% 6.0% 0.7% 4.2% FRANCHISE TAX MILLIONS MILLIONS AMOUNT 1,512,456 1,560,789 1,505,710 1,690,043 1,790,846 1,803,748 1,879,725 2.0 STATE INCOME TAX 7.0 6.5 6.0 5.5 5.0 4.5 4.0 3.5 3.0 2.5 2.0 $ 1.8 1.6 1.4 1.2 1.0 98 99 00 01 02 03 04 FISCAL YEAR 98 99 00 01 02 03 ACTUAL 04 EST ACTUAL BUDGET FISCAL YEAR ACTUAL EST ACTUAL Annual Financial Plan BUDGET 24 City of Flagstaff, AZ Listed are the past five years of actual revenues. The estimated receipts for FY 2003 and the budget for FY 2004 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. The two-year sales boost in auto sales as a result of 0% financing has boosted receipts for FY 2003. 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. AUTO IN LIEU TAX FY: 97-98 98-99 99-00 00-01 01-02 02-03 03-04 Listed the past five years of actual revenues. The estimated receipts for FY 2003 and the budget for FY 2004 are also shown. The increase in FY 2004 is due to the revision of fines charged through the Court. FINES & FORFEITURES $ AMOUNT 783,854 838,306 835,868 882,019 931,950 962,160 1,071,358 % CHANGE 0.2% 6.9% -0.3% 5.5% 5.7% 3.2% 11.3% % CHANGE 2.0% 20.5% 3.0% 0.6% -5.7% 22.0% -13.5% AUTO IN LIEU TAX FINES & FORFEITURES 2,200 2,000 1,800 1,600 1,400 1,200 1,000 THOUSANDS AMOUNT 1,533,501 1,847,142 1,902,188 1,913,662 1,803,900 2,200,000 1,901,911 2,400 THOUSANDS FY: 97-98 98-99 99-00 00-01 01-02 02-03 03-04 $ 1,100 98 99 00 01 02 03 04 FISCAL YEAR 950 ACTUAL EST ACTUAL BUDGET 800 650 500 BED, BOARD & BOOZE TAX 98 99 00 01 02 03 Legal Authority: Ordinance 1902, Approved by voters March 1996, extended by vote to March 31, 2013. 04 FISCAL YEAR ACTUAL EST ACTUAL BUDGET 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) Listed are the past five years of actual revenues. The estimated receipts for FY 2003 and the budget for FY 2004 are also shown. The slight decrease in FY 2003 estimate is related to economic conditions of the City and State. The BBB Revenue projection for FY 2004 reflects a moderate increase of 2.5%. 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. Annual Financial Plan 25 City of Flagstaff, AZ 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. BBB FY: 97-98 98-99 99-00 00-01 01-02 02-03 03-04 AMOUNT $ 3,335,957 3,536,805 3,644,822 3,747,822 3,817,028 3,790,531 3,885,294 % CHANGE 1.7% 6.0% 3.1% 2.8% 1.8% -0.7% 2.5% Listed are the past five years of actual revenues. The estimated receipts for FY 2003 and the budget for FY 2004 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. BED, BOARD & BOOZE TAX MILLIONS 4.0 3.5 3.0 2.5 2.0 98 99 00 01 02 03 04 FISCAL YEAR ACTUAL EST ACTUAL BUDGET LOCAL TRANSPORTATION ASSISTANCE Legal Authority: Arizona Revised Statutes Sections 5 - 522, 40 - 1101, and 40 – 1102 STREET FUND HIGHWAY USER TAX LTAF FY: 97-98 98-99 99-00 00-01 01-02 02-03 03-04 Legal Authority: Arizona Revised Statutes Section 28 - 1598 (B.4), (For method of distribution see ARS 28-1598 (D.3) HURF $ AMOUNT 5,371,446 7,207,158 7,427,210 7,969,703 7,771,416 7,800,000 7,800,000 % CHANGE -8.2% 34.2% 3.1% 7.3% -2.5% 0.4% 0.0% % CHANGE 7.6% -6.7% -0.1% -1.8% -16.8% 0.0% 0.0% 400 HIGHWAY USER TAX 8.0 7.5 MILLIONS AMOUNT 394,318 367,911 367,461 360,806 300,246 300,246 300,246 LTAF (LOTTERY) THOUSANDS FY: 97-98 98-99 99-00 00-01 01-02 02-03 03-04 $ 350 300 250 200 150 100 7.0 98 99 00 01 02 03 04 FISCAL YEAR 6.5 ACTUAL 6.0 EST ACTUAL BUDGET 5.5 5.0 98 99 00 01 02 03 04 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 FISCAL YEAR ACTUAL Annual Financial Plan EST ACTUAL BUDGET 26 City of Flagstaff, AZ must be used for transportation systems including street and highway projects and transit programs. for FY 2004 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 factors to this decline. The decrease in FY 2002 is because of water restrictions due to a drought year. No rate increase is projected in FY 2004. Listed are the past five years of actual revenues. The estimated receipts for FY 2003 and the budget for FY 2004 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 distribution to the Cities in FY 1998. The State lottery dollars are capped. Decreases reflect population changes due to census enumeration. WASTEWATER SERVICE CHARGES Legal Authority: City Code, Title 7, Chapter 2, Section 39 ENTERPRISE FUNDS WATER SALES 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. Legal Authority: City Code, Title 7, Chapter 3, Section 11 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. WASTEWATER FY: 97-98 98-99 99-00 00-01 01-02 02-03 03-04 WATER FY: 97-98 98-99 99-00 00-01 01-02 02-03 03-04 $ AMOUNT 9,103,817 9,029,173 9,615,169 10,109,691 9,880,753 10,000,000 10,200,000 % CHANGE -0.9% -0.8% 6.5% 5.1% -2.3% 1.2% 2.0% $ AMOUNT 5,792,175 5,766,360 5,734,389 5,908,022 5,767,577 5,850,000 5,967,000 % CHANGE 0.6% -0.4% -0.6% 3.0% -2.4% 1.4% 2.0% WASTEWATER (SEWER) CHARGES 6.0 WATER SALES MILLIONS 5.5 MILLIONS 11.0 10.0 9.0 4.5 4.0 3.5 8.0 3.0 7.0 6.0 5.0 98 99 00 01 02 03 EST ACTUAL ACTUAL 00 01 02 03 04 EST ACTUAL BUDGET BUDGET Listed are the past five years of actual revenues. The estimated receipts for FY 2003 and the budget for FY 2004 are also shown. The slight decrease in FY 2002 is due to water restrictions. The revenue Listed are the past five years of actual revenues. The estimated receipts for FY 2003 and the budget Annual Financial Plan 99 FISCAL YEAR 04 FISCAL YEAR ACTUAL 98 27 City of Flagstaff, AZ projections include a 2.0% factor due to population and consumption changes. AIRPORT Legal Authority: City Code, Title 8, Chapter 6, Sections 1-8 ENVIRONMENTAL SERVICES Legal Authority: City Code, Title 7, Chapter 4, Sections 8-9 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. Description: Environmental Services disposal service revenue is comprised of solid waste collection charges, hoist and haul fees, landfill dumping charges, inert materials landfill fees, environmental service 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. The environmental service fee is a fixed monthly charge. Listed are the past five years of actual revenues. The estimated receipts for FY 2003 and the budget for FY 2004 are also shown. The increases from FY 2002 through FY 2004 are mainly due to a new terminal lease, growth in ground leases, and auto rental revenues. Listed are the past five years of actual revenues. The estimated receipts for FY 2003 and the budget for FY 2004 are also shown. The increase in revenues for FY 2004 represents a rate increase related to residential and commercial collection, an environmental service fee, and a landfill rate increase. AIRPORT FY: 97-98 98-99 99-00 00-01 01-02 02-03 03-04 ENVIRONMENTAL SERVICES $ AMOUNT 4,873,311 6,541,169 6,409,920 5,144,988 6,666,886 7,074,920 7,721,424 % CHANGE -1.5% 34.2% -2.0% -19.7% 29.6% 6.1% 9.1% ENVIRONMENTAL SERVICES REVENUES MILLIONS 8.0 7.0 6.0 5.0 1,000 900 800 700 600 500 400 98 % CHANGE 10.5% 0.1% 3.2% -2.3% 4.3% 8.1% 11.7% 99 00 01 02 03 04 FISCAL YEAR 4.0 ACTUAL 3.0 2.0 AMOUNT 792,914 793,694 819,403 800,496 834,941 902,684 1,008,732 AIRPORT REVENUES THOUSANDS FY: 97-98 98-99 99-00 00-01 01-02 02-03 03-04 $ 98 99 00 01 02 03 EST ACTUAL BUDGET 04 FISCAL YEAR ACTUAL Annual Financial Plan EST ACTUAL BUDGET 28 City of Flagstaff, AZ 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. CAPITAL BUDGET RELATIONSHIP BETWEEN OPERATING AND CAPITAL BUDGET The Five-Year Capital Improvement Plan (multi-year, 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. CAPITAL IMPROVEMENT PLAN What is a Capital Improvement Plan? 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. 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. The Water and Wastewater Enterprise Fund's revenue structure is sufficient to meet existing and future impacts of capital, operating requirements 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 2003 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. 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. 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? 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 Annual Financial Plan 29 • 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. • Debt management. A CIP allows a jurisdiction to plan the financing requirements and the debt City of Flagstaff, AZ flood control, facility needs/land acquisition, ADA compliance in city facilities, and Redevelopment $3.6. (See CIP Section for project listing). 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. • 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. • 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 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. Streets/Transportation – The City currently has 575 miles of paved streets, as well as an additional 10 miles of alleys and 14 miles of unpaved streets. Three major programs are funded in the CIP for the City’s 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 Sunnyside street improvements Soliere Avenue extension to Fourth Street, the widening of Country Club, various Safe to School projects and the start of the East gateway road projects. There are a total of 19 Streets Transportation projects scheduled at a budgeted cost of $29 million. HURF funds $7.1 million, Transportation Tax funds are $7.6 million and $350,000 in Grant Revenues, $10.7 million in Bonds and $3.2 million in contributions. 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 various park improvements. This year Federal and State grants will provide funding of $1.6 million. Twenty-four projects are scheduled at a budgeted cost of $6.2 million for FY 2004. (See CIP Section for project listing). FY 2004 CAPITAL IMPROVEMENT PLAN The City budget for FY 2004 includes 88 capital improvement projects totaling $63.9 million. This amount includes $16 million in carryover items that have been budgeted. Project funding is comprised of the following: $3.5 million in grants primarily for airport improvements, affordable housing, street construction, beautification projects and parks construction; $15 million in existing general obligation (G.O.) bonds for Fourth Street overpass and park improvements; $45.4 million in operating funds that include street maintenance and improvements, flood control, land acquisition, FUTS and Streetscapes and water and wastewater improvements. Utilities – Major projects for Water production and distribution include $2.3 million for Phase 2 & 3 to replace and upgrade infrastructure in the Sunnyside neighborhood and $1.5 million for a new town well. Major projects for Wastewater plants and collection include $1.9 million for Wildcat plant improvements and reclaim water line improvements. 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. Fifteen water projects and 12 wastewater projects are scheduled at a combined budget of $12.6 million for FY 2004. (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. Airport Fund – Four projects are scheduled at a budgeted cost of $3.9 million for FY 2004 and the program focus is on expansion of airside infrastructure. The major project is the design and construction of box hangars and shade. State and Federal grants fund $1.3 million of the program. Proceeds from the sale of airpark property will be General Government – Eleven projects are scheduled for FY 2004 for a total of $11 million. Operating funds will include financing for Rio de Flag Annual Financial Plan 30 City of Flagstaff, AZ used to match State grants. (See CIP Section for project listing). DEBT DEBT CAPACITY 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 construction of a site entry for the Materials Recovery facility. Two projects are scheduled at a budgeted cost of $820,000 for FY 2004. (See CIP Section for project listing). 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. 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. Stormwater Fund – As the Stormwater Fund was initiated to begin July 2003, only one capital project has been funded—the 6th Avenue detention basin for $215,000. (See CIP Section for project listing). General Obligation Debt July 1, 2003 20% Limitation (Water, Sewer, Lighting, Open Spaces, and Recreation Purpose Bonds) 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. Assessed Valuation $ 464,257,886 Allowable 20% Debt $ 92,851,577 20% Debt Outstanding Allowable Debt Margin 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. $ 66,568,728 6% Limitation (All Other General Obligation Bonds) Utility Rate Structure: The Utility Rate Analysis, updated in the Spring of 2003, provides for major capital improvements, additional bond funding, and increased operating costs. No rate increase is recommended to meet these demands. Assessed Valuation $ 464,257,886 Allowable 6% Debt $ 27,855,473 6% Debt Outstanding Allowable Debt Margin 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. (4,160,000) $ 23,695,473 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. Through scheduled increases approved at the time of the election, the transportation tax is at 0.601% as of July 1, 2003. Annual Financial Plan (26,282,849) Economic factors reviewed include measures of growth such as: population and housing demographics; employment base; unemployment rate; competitiveness of services provided by the governmental entity with surrounding jurisdictions; 31 City of Flagstaff, AZ 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, 2003, the City's 20% general obligation debt of $26,282,849 is well below the legal limit of $92,851,577. The City's 6% general obligation debt of $4,160,000 is also well below the legal limit of $27,855,473. The following table illustrates the total actual indebtedness through the life for all currently outstanding debt. 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. Schedule of Bonded Indebtedness-Current Debt Only 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. FY 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 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. Principal Interest Total 6,370,535 6,735,827 5,685,788 6,331,506 5,774,813 5,897,924 4,736,802 4,916,474 5,205,967 3,072,877 1,254,863 782,275 815,127 388,434 402,214 416,482 431,257 446,556 462,398 2,694,315 2,456,358 2,046,040 2,212,127 1,591,232 1,319,872 1,082,815 848,793 602,995 349,513 212,776 157,376 124,574 90,367 76,587 62,319 47,544 32,245 16,403 9,064,850 9,192,185 7,731,828 8,543,633 7,366,045 7,217,796 5,819,617 5,765,267 5,808,962 3,422,390 1,467,639 939,651 939,701 478,801 478,801 478,801 478,801 478,801 478,801 $ 60,128,119 $ 16,024,251 $ 76,152,370 Per Capita Debt $750 $700 $650 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. $600 $550 $500 $450 $400 DEBT SERVICE FY 1999 At July 1, 2003, the total actual indebtedness is $60.1 million and proposed outstanding indebtedness of the City is $88.1 million. FY 2004 annual debt payments are projected to be $10.9 million. Under current state statutes, the City's General Obligation bonded debt issuances are subject to a legal limitation based on 6% of assessed valuation of real property for general Annual Financial Plan FY 2000 FY 2001 FY 2002 FY 2003 (Please refer to the Community Profile Section for detail.) 32 City of Flagstaff, AZ Development, Tourism efforts, Arts & Science contributions, and Recreation projects. POLICIES AND PROCEDURES FISCAL POLICIES The City has dedicated ($.00601) sales tax for transportation purposes, which will expire in 2020. 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 re-budget for all items that are expected to be delivered after June 30. The City's goal is to maintain a minimum general fund balance of 15%. The budgeted fund balance for FY 2004 is 16%. 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 selfsustaining 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 no modifications in rate classes need to be implemented. The five-year Environmental Services analysis indicated the rate increases were warranted. Residential, commercial and landfill rates increased. A $2 per household per month Environmental Services fee was initiated in FY 2003. Uncertainty with regards to the transfer of the tonnage to other landfills continues to place a significant impact on all costs in the Environmental Service Fund. Rates will continue to be examined annually for possible increase over the next five years. As a matter of policy, the City will raise the landfill fee to an amount higher than the tipping fee at the Material Recovery Facility (MRF) to encourage recycling. For the Enterprise Funds, the annual budget is prepared on a basis that differs from GAAP because state law requires capital purchases and debt service payments to be budgeted as expenses, and bond proceeds and grants that are to be utilized are to be budgeted as revenues. As a matter of general policy, the City of Flagstaff attempts to realize the following goals and objectives: GENERAL The City maintains a moderate property tax rate. The secondary property tax rate relates directly to voter-approved debt. General Obligation (G.O.) debt, supported by property tax revenues, may change based on one or both of the following factors: 1) assessed valuation; or 2) property tax rate changes commensurate with community consensus. Additionally, debt service requirements are repaid through a specified revenue stream whenever possible, e.g., water and sewer G.O. bond debt service requirements are built into utility rate structure. An Environmental Services reserve will be determined and evaluated annually to provide funding for costs of landfill closure. The City's goal is to maintain enterprise fund balances in excess of 5% due to the fluctuations of usage not in the control of the departments. REAL ESTATE PROCEEDS FUND The City's sales tax is used to meet the general operating needs of the City. An additional two cents ($.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 Annual Financial Plan 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., 33 City of Flagstaff, AZ 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 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: • • • 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-you-go basis as much as possible rather than using debt financing. 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: ° ° ° 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. Determining if BBB funds (Beautification, Economic Development, Tourism, Recreation, and Arts & Science) should underwrite all or part of a proposed project. 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. Creating sinking funds when possible to provide for expansion or replacement of capital items. 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. ° 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. ° Financing will not exceed the useful life of the infrastructure improvement. Using Special Improvement Districts (SID), revenue bonds (street projects), or user charges (water and sewer bonds) whenever possible. ° ° 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 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: • • Preparing an Official Statement on all bond offerings and notes, including Certificates of Participation. • 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. Annual Financial Plan • Economic uncertainties Assurance against vagaries and uncertainties in the bond market Cash flow requirements (60 days operating revenues) Adequate contingencies 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 34 City of Flagstaff, AZ Governmental funds are typically those that account for the tax supported activity within the City. Within governmental funds, the sub-classifications utilized by the City are: 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 one-time 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 one-time 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. • BUDGET POLICIES • Budget Basis of Accounting – 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. Budget basis for enterprise funds differ primarily due to state laws. The major differences are as follows: Encumbrances (contractual commitments) are considered the equivalent of expenditures. Encumbrances at year-end for goods or services, which are not received prior to the end of the fiscal year, are cancelled. Fund balances reserved to inventory and bonded debt are not included in the budget. Certain expenditures, such as depreciation and landfill closure and post closure accrual, are not included in the budget. All funds except the Internal Service Fund are budgeted. Enterprise funds budget capital expenditures and debt service payments as expenses. Enterprise funds budget bond proceeds and grants as revenues. 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. • 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 four Enterprise Funds in the form of Utilities (Waste and Wastewater), Airport, Environmental Services, and Stormwater. 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 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 Governmental funds, Proprietary funds and Fiduciary funds. Annual Financial Plan 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. Budgetary control accounts are maintained in the general ledger system at a line item level to track 35 City of Flagstaff, AZ estimated revenues, encumbrances. appropriations, and OPERATING BUDGET IMPACT The impact of capital improvements on the respective fund operating budgets is required for all capital projects. Costs are developed for first-year 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. 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. 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, streetscape, 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. Funding for FY 2004 has not been budgeted. Transportation funds benefit four major categories: Fourth Street overpass, Street Improvements, Safety Improvements, and Transit. The Street and Safety projects include Safe-To-School Projects, urban links, streets widening, and gateway development. 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 OF CAPITAL INVESTMENT 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. NON-RECURRING REVENUES The City will balance operating revenues against operating expenditures. Any non-recurring revenues are budgeted for other one-time and/or nonrecurring expenditures. Should any non-recurring revenue source have ongoing operating implications, those considerations will be evaluated before the acceptance of such funding. 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. Annual Financial Plan 36 City of Flagstaff, AZ Each year the Board of Trustees for NAPEBT reviews the plan design with its consultant, the Segal Company, to ensure appropriate levels of coverage and cost are being considered. No changes are being implemented this year. ISSUES AND UPDATES PERSONAL SERVICE COSTS PAY PLAN FY 2004’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 2004 the total budget for employee only health insurance is $2,993,747, which is an increase of 14% to all funds. The total cost of the dependent subsidy to the City is approximately the same as FY 2003. The increased cost to employees for dependent health insurance will be approximately $68.32 per month. The FY 2004 budget includes an average merit adjustment of 3.2% for classified employees with a total salary cost of approximately $146,000. ATP employees in ranges 7 through 16 will be eligible to receive an average merit adjustment of 3.2% and ATP employees in ranges 17 and above will be eligible for a 2.2% merit increase. The total salary cost for merit increases for ATP employees is estimated to be $171,000. The annualized cost for merit increases to all employees (including the employee related expenses at 10.83%) is approximately $710,000. Employees who are in the skill based pay plan are eligible for pay adjustments based on acquiring skills and knowledge that are associated with skill blocks. Dental insurance premiums, both employee only and dependent, resulted in a rate increase of approximately 11%. The City pays 100% of employee coverage and employees pay 100% for dependent coverage. Serving as the City’s Benefit Committee, the EAC made the following recommendations for benefit changes to be effective July 1st: For FY 2004 no market increase is being recommended due to budget limitations. This recommendation is consistent with the City’s compensation policy that states increases are based on market analysis and the City’s financial capability to afford the increase. This recommendation has been presented to EAC. 1. Increase in the deductible from $25/75 to $50/150. 2. Increase annual maximum coverage from $1,000 to $2,000. Skill base pay was successfully implemented in the Utilities Department as a pilot program at the Wildcat and Rio Plants. This coming fiscal year skill based pay will be implemented in the Collections and Distribution Division. Skill base pay is a means to increase productivity and efficiency through use of technology and a multiple-skilled workforce and compensate employees for the increased value they bring to the job due to their knowledge and skills that are currently outside their specialty. RECLASSES, RERANGES, RETITLES, REZONES 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. HEALTH INSURANCE Fiscal year 2004 begins the eleventh 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, Coconino Community College, and the City of Flagstaff. If the audit and analysis indicates that an adjustment needs to be made to a position classification, Human Resources procedures allow for four types of changes. 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. The premium increase for health insurance this year is 14.1%. The main factors for the increase are the continued increase in costs for health care services (prescriptions, technology, utilization, cost shifting based on government regulations, etc.) as well as plan utilization (claims). Annual Financial Plan 2. RERANGE - A classification in a given pay range is evaluated in regard to moving that 37 City of Flagstaff, AZ The audit can also show that the position is properly classified and/or titled and that no changes are needed. 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. 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 2004 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, 2003. 3. RETITLE - A job title is evaluated in regard to changing the job title only. This does not effect pay. 4. REZONE – An individual within a broadband may be move to a higher-level zone within the broadband based on the employee’s performance. Human Resources received a total of 33 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 Clerk 7 No Change 8 1 Utilities Service Supervisor 12 No Change 13 1 Construction Manager 12 No Change 13 1 Urban Design Planner 12 No Change 13 1 Sales and Marketing Manager 9 No Change 12 1 Contract Assistant 8 Contract Specialist 9 1 Meter Reader Supervisor/Collection 7 Meter Reader Supervisor 8 1 Environmental Services Manager 12 Environmental Program Manager 14 1 New Zone No. of Employees Effected REZONES Current Job Title Old Zone New Job Title Administrative Specialist 1 No Change 2 1 Administrative Specialist 2 No Change 3 6 Administrative Aide 2 No Change 3 1 crewmembers were also eliminated to create an additional Fire Fuel Management Technician. This resulted in one lead worker and two Fire Fuel Management Technicians. This reorganization allows for work to be performed year round and not just during the summer months. REORGANIZATIONS Fire Department In an effort to increase efficiency and provide greater opportunity to address the on-going drought, growing insect epidemic and the potential for catastrophic wildfire, the Fuel Management Division has reorganized. This opportunity became available when a lead worker position became vacant. Rather than filling the position as a lead worker the position was down graded and changed to Fire Fuel Management Technician. Four seasonal Annual Financial Plan Public Works & Capital Improvement Division In an effort to improve efficiency and better align organizational needs the Engineering Project Manager I that was assigned to the Public Works Department in Recreation was transferred to the 38 City of Flagstaff, AZ Budget Committee will work in conjunction to identify those positions. Capital Improvements Division and the Senior Project Manager from Capital Improvements Division was moved to Public Works. The Engineering Project Manger I transfer will be a permanent transfer while the Senior Project Manager reassignment will be a temporary for approximately three years to complete the specific projects. This reorganization will be evaluated on an annual basis during for a three-year period to determine if this organizational structure is still appropriate. In addition, divisions made various budget cuts that reduced staffing. As a result of those efforts, positions have been permanently removed from the City staffing base. Employees per 1000 Population 1980 1985 1990 1995 2000 2003 * POSITION ADDITIONS/DELETIONS In preparing budget requests for FY 2004, departments were informed that new position requests would not be considered except for: 1) Those that could identify a funding source; 2) Those that are an inappropriate use of temporary positions. 2000 222.75 182.50 87.75 44.75 72.00 75.50 685.25 Public Safety Public Works Mgmnt Services General Admin Utilities Community Dev 2001 232.00 184.50 91.00 45.75 71.75 75.00 700.00 2002 245.50 194.75 93.50 71.50 74.75 66.25 746.25 2003 245.00 191.25 85.25 78.00 74.50 67.25 741.25 Employees 422 470 527 612 685 739 Population 34,743 38,247 45,857 52,701 52,894 59,160 Emp/Pop 12.1 12.3 11.5 11.6 13.0 12.5 City Employees per 1,000 Population 2004 246.75 185.25 84.50 81.75 73.00 67.75 739.00 12.5 13.0 2000 11.6 11.5 1990 12.3 PERSONNEL IN EACH FUNCTION CATEGORY 5 YEAR HISTORICAL TREND 1980 10.5 11.0 11.5 12.0 12.5 13.0 * Estimated census per Arizona Department of Economic Security Public Safety 250.00 Public Works 200.00 12.1 Mgmnt Services 150.00 Increased Service Levels: General Admin 100.00 Utilities 50.00 Community Dev 0.00 2000 2001 2002 2003 Environmental Services (0.25): With the implementation of the Stormwater Utility, additional public education and outreach services will be needed. The duties of the existing Environmental Administrative Aide have been expanded to meet this need. 2004 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. Stormwater (1.75): The Stormwater Utility added a 1.0 Stormwater Services Analyst to implement the operational components of the NPDES requirements effective March 2003. Temporary positions totaling 0.75 have been added to assist with the issues that will arise during the first year of implementation. These positions are funded through the utility. As part of the budget reduction efforts, a Vacancy Review Committee (VRC) has been established to review any open position and to make recommendations on whether that position should be filled. A total of 7.50 FTE’s were reduced in FY 2003 through the VRC process. These efforts will continue into FY 2004 through a workforce development program. A programmatic review will be completed with the intent to identity twelve to fifteen general fund positions that provide low priority service. The City will attempt to train and move these staff to other positions within the City as vacancies occur through attrition. The VRC and Annual Financial Plan Utilities (0.0): As water conservation has become more important to the community so has the need to educate and enforce existing policy regarding conservation. Utilities will add 1.0 FTE Water Conservation Program Manager and 0.5 FTE’s as enforcement agents. These staff additions reflect as a zero (0) add to the staffing base as these positions 39 City of Flagstaff, AZ Capital Improvements (2.0): Two FTE’s from the Capital Improvements division have been deleted from the City’s authorized FTE’s. As a result, the Capital Improvements division has reevaluated their work plan to accommodate this staffing pattern. The same projects are on the five-year plan, however some projects may have extended beginning or completion timeframes. must be filled with existing City staff whose positions have been removed through the VRC process as described above. Maintaining Service Levels: Police (3.0): The City reduced the police staffing by 3.0 FTE’s in FY 2003 due to budget constraints. These positions have been replaced in the FY 2004 budget to meet continuing demands on the police force as necessitated by a growing population and greater demands as required through the Homeland Security Act. Information Services (0.75): Information Services no longer has a GIS temporaries budgeted. Fieldwork will be completed on an “as needed” basis. Library (0.50): The Library had 0.5 FTE vacant for Library Page positions. It was determined that the Pages provided a non-essential service to the Library. The Library may experience some delays in the books being re-filed on shelves. Court (1.25): The Court has increased the probation officer position from a 0.75 FTE to 2.0 FTE’s in order to meet current demands. Library (0.50): The usage at the Jail Library as well as the hours of operation have changed necessitating the addition of a 0.5 FTE to provide additional service during the morning hours. This position is funded through the Library District. Community Development (1.25): The Community Development Administrative area has automated their switchboard operations that eliminated the staffing in this area. Utilities (0.0): The water and sewer models need to be linked to GIS and the data regularly updated to keep the models current. A 1.0 FTE GIS system analyst will work maintain these databases. This staff addition reflects as a zero (0) add to the staffing base as this position must be filled with existing City staff whose positions have been removed through the VRC process as described above. Police (1.25): The VRC eliminated the Cooperative Education Aides from the Police budget as they provided non-essential service in the maintaining of our public safety. Parks & Recreation (6.75): The Parks and Recreation department evaluated all programs and made reductions in both parks maintenance efforts as well as recreational activities. Environmental Services (0.0): Due to service growth in the residential sector and in hoist and haul services, Environmental Services has exceeded the standard for staff to household trash and recycling pickup. Environmental Services is authorized to add 2.0 FTE Equipment Operator II’s. These staff additions reflect as a zero (0) add to the staffing base as these positions must be filled with existing City staff whose positions have been removed through the VRC process as described above. Mechanical Shop (1.0): The shop will also reevaluate their work plan to accommodate the needs of fleet maintenance within the parameters of fewer FTE’s. Utilities (1.5): Through the Utility Skill Base Pay program, and the combination of staff from the Rio de Flag and Wildcat plants, overall FTE’s have been reduced with no anticipated reduction in service. Visitor Center (5.75): The management of the Visitor Center has transferred to the City of Flagstaff from the Flagstaff Chamber of Commerce. While this has increased staffing to the City, overall costs did not increase as these were previously borne through the management contract with the Chamber. Budget reductions: City Manager (0.25): The City Manager’s office removed 0.25 FTE that was anticipated to be used to cover for a pending retirement. Annual Financial Plan 40 City of Flagstaff, AZ Annual Financial Plan 41 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 2,475,142 7,938,874 2,167,876 103,408 359,396 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 7,938,874 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 2004 - 40,560 40,560 40,560 40,560 STORMWATER 210 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 1,047,285 607,245 614,777 4,714,358 394,207 101,214 312,614 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 4,714,358 TOTAL CHARGED OUT - GF 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 fulltime 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. 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 that 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 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. FIVE-YEAR FLEET MANAGEMENT The goal of Fleet Management is to maximize vehicle and equipment usage, retain units as long as economically possible, and replace units that are predicted to experience high cost expenditures in the near future. The Fleet Manager utilizes numerous criteria in analyzing the fleet replacement needs. Initially, the age and utilization of all equipment is reviewed to determine candidates for replacement. In conjunction with the end user the equipment is then scheduled for evaluation. The City has chosen to use the same allocation amounts for FY 2003 and FY 2004. This decision was made because the City is not required to update the OMB A-87 plan, which allows the City to charge indirect cost to grants. The cost allocation plan will be updated during FY 2004 and adjusted to all amounts based on FY 2003 actual expenses. The Fleet Manager along with his staff evaluates each piece of equipment submitted for review. 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 transmission 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. The only exception to the FY 2004 allocation is the decision to add the Stormwater Fund to the allocation. The Stormwater Fund did not exist during the preparation of the current cost allocation plan. We based this fund’s allocation at 8% of total expenditures as presented in the Stormwater consultants’ estimates as of March 2003. 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 Fleet Management Committee for their consideration. The Full-Cost Allocation Plan can be found on the following page. The replacement of all equipment is evaluated by the 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 METHODOLOGY A multiple allocation base methodology has been utilized to prepare the Plan. This methodology acknowledges that the utilization of central Annual Financial Plan 42 City of Flagstaff, AZ due to the thorough review by the Fleet Manager and limited financial funds. 3. Annual replacement review: Look at streamlining process and placing information in a centralized database. 4. Update five-year replacement program. This past fiscal year the Fleet Committee had a very busy year. Listed below are some of the major accomplishments and events that occurred: The following is a list of vehicles in the budget: DIVISION • Performed the second overall fleet utilization review. Reduced the fleet by two vehicles. • Reviewed and denied a request by the Police Department to transfer a Housing Authority 15 passenger van to the Police Department. • At the request of Management and employees prepared a Fuel Conservation and Engine Idling policy to reduce air pollution, fuel consumption, and fleet expenditures. The Fleet Committee completed the drafts, which has been approved by the EAC and are currently being reviewed by Management. • Reviewed and approved a request by the Police Department to purchase a new motorcycle through a State grant and retain the existing Kawasaki motorbike as a trainer. • Reviewed and denied a request by Police Department to retain two existing “miled out” patrol sedans for use by the DARE officers. • Reviewed a request by Environmental Services to retain G8-014 a ½ ton 4x4 pickup that is to be replaced this fiscal year with a new vehicle purchase. The request was denied and a recommendation was made to replace G8-026 a 1986 4x4 GMC pickup with G8-014. This vehicle is used to transport the landfill litter vacuum pickup system (madvac) around the landfill. • At the request of the budget team reevaluated equipment purchases. Through guidance from Jim Brohamer, the Fleet Committee members met on December 18, 2002 and put together a plan that addressed how to manage the fleet with limited financial resources. Through rotation and reassignment of pool vehicles the City was able to defer the purchase of a total of 11 vehicles over the next two years, four this year and seven next year for a total projected savings of $221,095. • Reviewed and approved a second request by the Police Department to purchase three additional new motorcycles through a State grant and retain all of the remaining Kawasaki motorbike as trainers. • Performed our Annual Replacement and New Vehicle Purchase Request for FY 2004. Proposed Objectives for FY 2004 22 POLICE REPLACE POLICE SEDANS 23 POLICE GRANTS MOTORCYCLES (3) 26 PARKS 1 TON DUMP BED TRUCK 3/4 TON 4X4 TRUCK 28 CEMETERY BACKHOE 65 CITY COURT POLICE SEDAN TOTAL GENERAL FUND FLEET 32 STREET MAINT. & REPA MECH. STREET SWEEPER MECH. STREET SWEEPER TOTAL HURF FLEET 54 WSTWTR COLLECTION HYDRO-VAC REPLACEMENT TOTAL UTILITIES FLEET 38 AIRPORT SEDAN REPLACEMENT AIRCRAFT RESCUE/ FIREFIGHTING VEHICLE TOTAL AIRPORT FLEET 41 ENVIRONMENTAL SVC RESIDENTIAL SIDE LOADER ROLL-OFF VEHICLE RESIDENTIAL SIDE LOADER COMMERCIAL TOP LOADER TRASH COMPACTOR TOTAL ENVIRONMENTAL SERVICES FLEET TOTAL FLEET AMOUNT 97,500 43,613 29,800 27,000 85,000 $ $ 24,375 307,288 $ 150,000 150,000 300,000 $ $ 275,000 275,000 $ 18,000 $ 944,550 962,550 $ 176,000 134,000 176,000 175,000 425,000 $ 1,086,000 $ 2,930,838 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, in-house 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. 1. Perform another annual utilization review. 2. Review replacement criteria. Annual Financial Plan 43 City of Flagstaff, AZ MIS Five Year Projections Replacement Programs Laser Printers - Replacement Replacement PC's Network Core Switch Upgrade of AS400 CD CAD PC Replacements Total - Replacement Programs Budget FY2004 $ FY2005 FY2006 FY2007 FY2008 25,000 70,000 140,000 140,000 375,000 30,000 70,000 40,000 40,000 180,000 40,000 120,000 160,000 40,000 70,000 140,000 50,000 300,000 240,000 Local & Wide Area Network City Hall - LAN - Cabling & Equip Total - Local & Wide Area Network 50,000 50,000 53,000 53,000 179,000 179,000 75,000 75,000 120,000 120,000 GIS Hardware upgrades/replacement Software upgrades Total GIS 27,000 10,000 37,000 10,000 10,000 20,000 60,000 30,000 90,000 20,000 10,000 30,000 30,000 10,000 40,000 - 50,000 50,000 30,000 30,000 Software Upgrades Office (Word,Excel,Access,Power Point) GroupWise License Softdesk / AutoCAD Accela Applications Total Software Upgrades 10,000 10,000 150,000 60,000 210,000 - 150,000 150,000 80,000 80,000 New Hardware & Software Purchases Imaging Laser Printers-Color Other Hardware & Software Purchases Total New Hardware & Software 10,000 31,958 41,958 15,000 13,176 28,176 20,000 30,000 40,584 90,584 20,000 30,000 31,413 81,413 20,000 30,000 50,734 100,734 Public Safety Police Upgrades Police Laptops Total Public Safety 35,800 30,000 65,800 162,000 220,000 382,000 109,000 105,000 214,000 109,000 105,000 214,000 149,000 125,000 274,000 52,000 631,758 923,176 783,584 880,413 884,734 727,958 727,958 764,356 764,356 802,574 802,574 842,703 842,703 884,838 884,838 375,000 50,000 37,000 10,000 41,958 65,800 52,000 631,758 96,200 727,397 180,000 53,000 20,000 50,000 210,000 28,176 382,000 923,176 (158,820) 568,577 160,000 179,000 90,000 50,000 90,584 214,000 783,584 18,990 587,567 300,000 75,000 30,000 30,000 150,000 81,413 214,000 880,413 (37,710) 549,857 240,000 120,000 40,000 30,000 80,000 100,734 274,000 884,734 104 549,961 E-Gov Carryover Total Expenditures Funding General Fund MIS allocation Total Funding Expenditure Summary Replacement Program Local & Wide Area Network GIS E-Gov Software Upgrades New Hardware & Software Purchases Public Safety Carryover Total Expenditures Excess/(deficit) Funding over Expenditures Cumulative Excess/(deficit) $ $ $ The current five-year plan is divided into seven classifications: 2. Local & Wide Area Network: software, network hardware, LAN/WAN cabling, e-mail, Internet access, wireless connectivity, data storage, servers, etc. 3. GIS: hardware and software related to the City’s Geographic Information Systems (GIS) 4. E-GOV 1. Replacements: replacement of existing computer equipment / hardware. Examples of purchases within this classification include: personal computer, printers, AS400, network related hardware, servers, etc. Annual Financial Plan 50,000 70,000 120,000 44 City of Flagstaff, AZ 5. Software upgrades: upgrades of existing / installed applications 6. New Hardware and Software Purchases: acquisitions of new hardware or software applications. Examples of purchases with classification include: Work Order Mgmt application, miscellaneous software products (MS Visio, MS Project Mgmt, AutoCAD, etc. 7. Public Safety: replacement and upgrade to software and hardware. 2003 Updates Planning & Special Projects For FY 2003-2004, 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. Virtually all of the following special projects are designed to accomplish the goal of implementation of the new Regional Plan. 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. Almost all of these projects evolved from the Planning Division’s Strategic Work Program 2001-2004, presented to the Council in May 2001. The Planning Division’s ability and capacity to take on Special Projects is always subject to the volume and complexity of the Division’s ongoing operations in any one-year. Those operations are completely subject to the level of private sector activities that are difficult to predict, particularly in regard to major entitlement proposals. Thus, while ideally it is hoped that progress can be realized on all of the following special projects, the reality is that they should be viewed as opportunities that may need to be reprioritized over the course of the year. Replacements - $375,000 estimate Network Core Switch - $120,000 estimate. Current switch is over four years old. Core switch is the control center for all network traffic and critical to the day-to-day operation of the City’s local and wide area network. AS400 - $140,000 estimate Current installed AS400 was purchased during the first quarter of calendar year 1999. IBM has indicated that no additional upgrades will be available for this AS400 model / series. Based on past experience, the City anticipates IBM will remove this model from support in the near future. Current model will be replaced with AS400 I Series. Applications processed on the AS400 include Utility Billing, General Ledger / Accounts Payable, Payroll / Personnel, Purchasing / Inventory, Fleet Mgmt, Miscellaneous Receivables, Fixed Assets, Sales Tax, Parking Tickets, Budgeting. Personal Computers / Laser Printers - $95,000 Allocation will allow for the purchase of replacement PC’s and laser printers. Unit replacement will occur under two conditions – equipment failure or need for increase processing speed. Regional Plan/City and County IGA for Implementation of the Regional Plan This IGA will coordinate and establish the applicability and process for mutual City/County review of significant proposals. The IGA will primarily focus on determining what types of projects in key geographic areas of mutual concern (e.g., large annexation and rezoning on City/County boundaries) should undergo a system of mutual review in order to assure inter-jurisdictional coordination. The proposed IGA will attempt to not introduce additional procedural steps into the development review process other than formalize an exchange process between City and County Community Development staff to allow for review and comment. Additionally, the IGA proposal will be designed to not require additional staffing, and incorporate any review and comment into the existing ongoing operations of the respective development review processes of the City and County. The City Council and County Board may ultimately elect to institute a more elaborate Network Switches - $20,000 Eight percent of the City’s network switches are three to five years old. The City has two network switch racks within City Hall and various network switches / routers located at the City’s remote sites. Replacement of all switches will occur over FY2004 and FY2005. Local & Wide Area Network - $50,000 estimate Tentative acquisitions: • Data storage as required • Security related software and hardware as needed • Servers for cluster server environment • Internet / web access management software • Uninterrupted Power Supply for the computer room Annual Financial Plan 45 City of Flagstaff, AZ addressed in the near-term and ideally in a compressed and intensive format. The approach is designed to engage residents, businesses, landowners, prospective developers, and the various stakeholders in the study area and its’ environs, and to arrive at a specific strategy to move forward on a number of fronts. Issues include the mixed-use design of the Stone Container site, expansion of the Redevelopment Area, Lone Tree Road, Mike’s Pike, etc. process either initially or over time, and the consequences of doing so will have to be addressed at that time. However, this initial IGA proposal will be structured with simplicity and efficiency in mind, and all land use decisions (rezonings, platting, etc.) will remain within the exclusive domain of the respective jurisdictions, but presumably in accordance to the policies of the Regional Plan. An additional element of the IGA will address respective work programs and opportunities for coordination between the City and County (e.g., special projects designed to implement the Regional Plan). This study will set the stage for future improvements and investment in the area, including a variety of public/private partnerships designed to achieve mutual objectives. 2005 Special Census In the past, a mid-decade Special Census was the only accepted methodology to have a revised census count recognized by the State of Arizona. Census count drives the allocation of state shared revenues so it is imperative to have census numbers equally current to those used by the rest of the State. The City budgeted $500,000 to initiate a full special census in FY 2004 should it become necessary to conduct the census in 2005. Land Development Code Amendments This next year’s effort will include a Big Box Ordinance that addresses “supercenter” stores that combine retail with grocery sales. Completion of the Development Fees Ordinance The budget includes a $10,000 carryover for completion of the Development Fees Ordinance, should the Council direct staff to complete that effort in 2003/2004. This requires Tischler and Associates consulting services. However in April 2003, SB 1209 was signed into law that allows a city to choose among three options to obtain population estimates that would be used as the allocation basis for state shared revenue: 1. Use DES projections approved by the DES Director; 2. Contract with the U.S. Census Bureau to conduct a sample survey; or 3. Continue to use their 2000 census numbers. West Side Annexation The Westside Annexation has again been programmed into next year’s work effort, although there still remain a high degree of uncertainty as to the feasibility and manner in which this could occur. Included in the budget is a $75,000 carryover for legal and utility engineering consulting services to assist in development a workable strategy for annexation, particularly in regard to the issues of water service and fire protection. While passage of the County’s Big Box Ordinance has somewhat reduced the threat of sales tax leverage, there still are compelling reasons to annex potions of the Westside within the Urban Growth Boundary of the Regional Plan. Ideally, the annexation would be lead by a private sector Development Master Plan for rezoning and annexation of the McCallister property, and the overall effort could secure the requisite number of petitioners in order to realize a successful annexation. In consulting with the Arizona League of Cities and Towns, staff was informed that most metropolitan cities will be contracting with the Census Bureau to have a sample survey conducted and will not proceed with a special census due to the high costs. Flagstaff may choose to use the DES population estimates as these estimates include adjustments for the NAU population as well as consideration for new housing starts. As additional information is available on the direction the rest of the State is taking, Flagstaff will make its’ final decision based on the perceived validity of the results and the cost factor of a full census. The City is in the process of examining the options relative to service delivery, private water and fire district issues, and cost benefits associated with different annexation scenarios. This analysis is designed to determine the best approach to proceed with a petition and discuss alternatives with property owners and stakeholders and the City Council. Southside Planning Phase II Commencement of Phase II of the Southside Area Planning effort is included in next years budget at $100,000, and will require architectural and urban design consulting services. There are multiple issues associated with the Southside that need to be comprehensively Annual Financial Plan 46 City of Flagstaff, AZ McMillan Mesa Plan Implementation Pursuant to Council’s adoption of the McMillan Mesa major amendment to the Regional Plan, the Planning Division will prepare the first phase of rezonings of city lands to reflect the Council’s decision regarding land use. This first phase will primarily focus on the city lands designated as Open Space and Parks. Additionally, staff will be producing a concept design for the USGS area of the Mesa (see USGS in Redevelopment Section) that will eventually lead to a rezoning of that area as well. Milton Underpass to San Francisco Route 66 Pedestrian Corridor Improvements The Urban Design Section will begin design of this project to improve the pedestrian corridor and streetscape south of Route 66. This is primarily funded by a $500,000 “TEA-21” grant. Rio de Flag/Corps of Engineers The Planning Division will continue to coordinate with the Rio de Flag project to assure adequate funding and design of “betterments” including FUTS, streetscape, and urban design elements along the corridor. 2004 Bond Initiative Preparations Planning Division staff will prepare and represent the following elements of an ’04 Bond Initiative, if authorized by Council: McMillan Mesa Neighborhood, Open Space & FUTS, Regional Open Space, USGS Expansion, Downtown Parking Structure, and others to be determined. Affordable Housing The Housing Section is responsible for coordinating plans and administering programs that ensure a variety of housing opportunities are available to a diverse population, especially those requiring entry level housing. Housing Section activities for FY 2004 are guided by the three planning/policy documents that coordinate to serve a broad cross section affordable housing needs: 1. The Consolidated Plan 2. Ordinance 2001-14 3. Flagstaff Regional Land Use and Transportation Plan Flagstaff Urban Trail System (FUTS) Implementation: Included in FY 2004 are a number of ongoing and new FUTS projects at various stages of implementation. Some also include elements of associated streetscape treatments. • Cheshire FUTS • US 180 FUTS • Bow & Arrow FUTS • McMillan Mesa FUTS/Pedestrian Bridge • US 89 FUTS • Fanning to Mall FUTS • Tunnel Springs FUTS • Lake Mary Road/Beulah to Ponderosa Trails FUTS • Lone Tree Road FUTS • West Village to Walnut FUTS • Walnut/RR underpass to Rio with Milton Pedestrian bridge FUTS • Railroad Springs to Flag Ranch FUTS • Rio de Flag FUTS, Thorpe Park to San Francisco in conjunction with Rio Corps of Engineers project The Consolidated Plan contains an assessment of the housing needs of low and moderate-income persons in Flagstaff and prescribes a strategy to address them. The Flagstaff Regional Land Use and Transportation Plan effects the creation of affordable housing though higher density land use and neighborhood revitalization concepts while Ordinance 2001-14 provides the density bonuses and code reduction incentives necessary to achieve these concepts. In FY 2004 the Housing Section will undertake the following affordable housing endeavors through public private partnerships. • Open Space Program Following on the heels of the Council’s formation of an Open Space Commission, Planning staff will work with the new Commission to develop a work program that will include: • • • • • Review and recommendations for open space priorities for a potential May 2004 Bond election, including McMillan Mesa, Neighborhood Open Space and FUTS, and Regional Open Space; Preparation of a Long Range Open Space Management Plan to develop management objectives and priorities for open space for the next few years. Annual Financial Plan • • • 47 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 Owned Land City of Flagstaff, AZ Understanding in March 2003 to allow this project to move forward. The sale of City owned land would result in a substantial increase in the production of the entrylevel affordable housing stock during this and subsequent fiscal years. In FY 2004 the City will complete and execute development agreements for two large tracts of City property with 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. • • • • • • • Implementation of comprehensive Redevelopment Plan for this 1,000-acre area Completing the rezoning process Marketing and securing tenants for the Auto Park Preparation of a Request for Proposal for a mixed-use project Implementation of Capital Improvement Projects for infrastructure around the Mall Resolution of State Land Lease arrangements Final design of the East Flagstaff Traffic Interchange Optimum Schedule: • Rezoning July 2003 • Site Grading September 2003 • Contracts with dealers beginning October 2003 • Mixed use RFP issued when there is substantial probability that the Village portion is moving forward with a return date six months out. • Possible vacant Auto Dealer sites also marketed. • Dealer pad delivery June 2004 The creation of a Community Land Trust will also be a focus of the Housing Section in FY 2004. In partnership with a technical assistance firm provided by HUD, the groundwork for the creation of a private non-profit Community Land Trust will be started through the creation of an Ad Hoc committee of community stakeholders to create a structure for the Trust and select a charter Board of Directors. Downtown Gateway West Three block mixed use project that includes office, housing, retail, parking and government space. City will have to support the parking garage through a parking district. City will have to pay as you go for its office space. Redevelopment and Reinvestment 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 reinvestment in the community through property acquisition, public infrastructure, design services and marketing. This project is contingent on the timely construction of the Rio de Flag. However, since the project has received construction funding from Congress, it is likely the project will be built, removing this area from the floodplain. It will take several years for a developer to resolve design and financing issues, allowing time for the Rio to be completed. Issue a Request for Proposal requesting plans for the entire three blocks over time. First phase will likely be housing/retail project (Block 2), second phase A is parking garage, phase B would be government offices, housing, retail and (Block 3) and lastly the mixed-use project (Block 4). Staff has received expression of interest from several major mixed-use developers. PROGRAMS AND FUNDING 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 continued marketing of actual development projects like the Mall Expansion and Downtown. This year’s Work Program will concentrate on the following areas: Staff will continue to work with existing Downtown tenants and property owners to maintain and improve the Downtown business environment. East Flagstaff Gateway Redevelopment Area Project has been ongoing for more than four years. The City entered into a Memorandum of Optimum Schedule: • Issue Request for Proposals June 2003 w/return January 2004 Annual Financial Plan 48 City of Flagstaff, AZ • • • • • Preliminary DA, June 2004 DA, March 2005 Creation of a Parking District 2004/2005 First Phase, Block 2, construction begins 2005 Second Phase A, Block 3, parking garage, construction 2005 Second Phase B, Block 3, construction 2006 building is listed on the National Register of Historic Places and is critical architectural and historical link to Flagstaff’s early lumber history. It is the City’s goal to issue a Request for Proposal to have this building rehabilitated. The Engineering and environmental reports concerning the building and site have been completed. Downtown Gateway East/Conference Center and Hotel Request for Proposals responses were received in February 2003. Six companies responded. Land would be swapped with Babbitt’s at the Auto Park and any cost difference financed into the project development costs. Proposed project is a mixeduse development with a 200+ room four-star hotel with 20,000 square feet of meeting space with retail and a parking garage. Optimum Schedule: • RFP to be issued when the Rio alignment is finalized and construction of the Rio is guaranteed. • Fourth Street The City acquired five acres on the street for possible fire station relocation. It appears that the site will no longer be needed for a fire station. The City is also building the Fourth Street Overpass that will create several developable parcels along the new access corridor. It is proposed to either sell the Fourth Street parcel outright or to have it develop as part of a larger reinvestment scheme for the area in conjunction with the overpass completion and a future Fourth Street Planning and Urban Design Study. Optimum Schedule: • Preliminary DA in June or July • Babbitt Ford relocated in November 2004 • Construction December 2004 • Opening late 2005/early 2006 USGS This program deals with the ongoing expansion and renovation of the USGS Campus. Working with the USGS and the GSA for timing and relocation/rehabilitation and demolition possibilities. Program could ultimately preserve existing jobs and add an additional 100+ jobs to the campus through program expansion. Flagstaff Imaging Group This group has been meeting for more than a year and has developed capital and marketing programs that compliment other ongoing efforts in the community. The focus of the program is now in several area including: • • • • • • Optimum Schedule: • Preliminary campus layout July 2003 • Bonding authorization May 2004 • New facility design in 2004 • Construction in 2005 • Opening 2006 Application of this program will require coordination with a number of ongoing activities and City divisions. Elements of the programs that are dedicated to the Southside will be coordinated with the Southside Planning and Urban Design process. GSA The City has developed a relationship with the General Services Administration staff through the USGS process. The GSA’s goal is to relocate/expand existing and new federal programs to Flagstaff. The City’s goal is to relocate nonsecurity related programs and agencies into the Central Business District. Optimum Schedule: • Budget of $205,000 $100,000 matching grants $10,000 Route 66 $35,000 neon corridor $10,000 gateway designs $25,000 for banners/logos $25,000 for marketing • Historic Preservation Grants implemented in October 2003 • Route 66/Phoenix Avenue report by January 2004 This is an ongoing program that involves more than 100,000 square feet of space in the region. New federal programs offer high wage paying jobs for the community. Historic Warehouse District/Phoenix Avenue The City acquired the former Copeland Lumber Company as part of the Rio de Flag project. This Annual Financial Plan Route 66 Creation of gateway entrance designs Preservation of our neon history Historic Preservation through matching grants Marketing monies for specific events Banner program 49 City of Flagstaff, AZ • • • Fleet Services – Use of Biodiesel Gateway design concepts by January 2004 Neon Corridor design by January 2004 Banner program implemented by April 2004 In FY 2003, the City of Flagstaff began research into the use of biodiesel for all fleet vehicles that use diesel fuel. Biodiesel is a diesel fuel substitute produced from renewable resources such as vegetable oils (soybean) or animal fats. It can be chemically transformed into clean burning fuels and used in unmodified diesel engines. Performance, storage requirements, and maintenance for biodiesel-blended fuels are similar to that of petroleum diesel. Overall, this fuel alternative is: • Safe • Bio-degradable • Reduces dependence on foreign oil • Reduces air pollutants such as soot, particulates, carbon monoxide, and hydrocarbons Marketing Staff began a national marketing campaign two years ago promoting 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. Staff proposes to continue this program and also include marketing our Requests for Proposals to a wider audience. This marketing and demographic program is proposed to be at $30,820 and funded from the Redevelopment Fund. Capital Improvement Allocation Division Cost Over time, the cost difference between petroleum diesel and biodiesel has decreased making it fiscally feasible for the City to switch to biodiesel. With a price difference of an additional $0.16 per gallon as of March 2003, the total FY 2004 budget impact is estimated to be $32,000 with 90% of the expense absorbed by enterprise funds. A new methodology was adopted in FY 2003 to allocate the total budgeted costs, including indirect costs, of the Capital Improvement division (CID) directly to those projects that the CID works on. Using this methodology, any decision to fund a capital project can be made knowing the total cost so the uncertainty of the fiscal impact to the operating funds in lessened. This cost allocation methodology was successful for FY 2003 and has been recalculated for current budget amounts for FY 2004. 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 explores various financing options. The utility or user-fee based financing strategy was determined as the best primary funding mechanism for a more comprehensive program. Environmental Services In FY 1999, the Environmental Services division was formed to consolidate the Solid Waste division along with various environmental programs including Recycling Education, Litter Code Enforcement, Abandoned Vehicles, Household Hazardous Waste, and the Clean and Green programs. The General Fund has been supporting many of the environmental programs, however, due to budget constraints and competing needs for general fund dollars, funding for these programs had been reduced. The enterprise fund had been making up the shortfall, however that was not a sustainable effort. In July 2001, the City Council adopted Ordinance 2001-18 establishing a Stormwater Utility with an enterprise-fund accounting structure. The Stormwater Advisory Committee with the assistance of the City developed a program strategy in compliance with the National Pollutant Discharge Elimination System (NPDES) Phase II stormwater water quality mandate. With the adoption of Ordinance 2003-01 by the City Council in March 2003, this user-fee-based program will be implemented July 2003. Capital Financing/Bond Program Several alternatives were explored including increasing the solid waste fees, restoring the general fund transfers, and establishing a separate Environmental Services fee. As the environmental services are directly related to the health, welfare, and quality of life for all citizens of Flagstaff, a separate Environmental Services fee was established at $2 per month/per household, with billing initiating in June 2003. Annual Financial Plan During the FY 2002 budget process the Council directed staff to prepare a comprehensive bond program for a May 2003 special election. The Citizens Bond Advisory Task Force was formed to consider the broad needs of the community and limited financial resources. The Task Force reviewed the list of capital projects/ programs, 50 City of Flagstaff, AZ aircraft are quieter, faster, and are readily accepted by passengers that prefer jets to propellers. These aircraft range from 35-100 seats and are designed to serve the 100-1000 mile flight segments. Due to their aerodynamic design they require more runway for operation than many larger jet aircraft. considered the financial resources of the City as well as the needs of the larger community, including possible items that would be placed before the voters by other public agencies. Three open houses were conducted in the Fall of 2002 and a telephone survey was commissioned to determine public support. Additionally, aircraft performance in Flagstaff is affected due to our elevation of 7000’ above sea level. This affects both the runway length necessary for a particular aircraft to operate and the maximum weight with which it may take off. Airlines operating RJ aircraft may be so limited by weight restrictions that it becomes unprofitable or impossible to operate at all without a runway extension. The Bond Advisory Task Force took formal action with a recommendation to Council on February 18th. The Task Force recommended that given the uncertainty of the City’s ability to acquire open space on the McMillan Mesa, that the election be postponed until May 2004, a general election. They recommended at least four questions be included on the ballot (Fire station relocations, open space on Mc Millian Mesa, Neighborhood open space and FUTS, and USGS facility expansion). The Boyd Group Study commissioned by the City of Flagstaff and a similar study conducted by ADOT in the late 1990s indicated that Flagstaff’s future airline growth potential lies in service to a second hub such as Salt Lake City, Denver, or Los Angeles. These flight segment lengths are the distances preferred by the airlines for RJ use. We have been informed by one operator, Skywest Airlines, that additional runway length at Flagstaff would be necessary for them to consider serving us in the future. The Council at its meeting authorized the extension of the Task Force to May 2004, to place at least the four questions as developed by the their efforts on the ballot and to allow the group to consider additional priorities. Recommendations will go to Council in December 2003 to allow for timely processing for the May 2004 general election. The City of Flagstaff has applied to the Federal Aviation Administration (FAA) for a grant to construct an extension to the runway. The FAA has indicated interest in funding the project as soon as FY2004, dependent on the completion of an Environmental Assessment and a Cost/Benefit analysis. E-Government During FY 2003, the E-Government Team received City Council approval for a contract with Civic Plus to provide comprehensive web development and hosting services. During this fiscal year, the E-Team will concentrate on moving existing web pages and links over to Civic Plus, and staff training by Civic Plus on development, operations, and maintenance of web pages and servers. The runway extension can be constructed on property currently owned by the City of Flagstaff. The required safety area will extend onto U.S. Forest Service property over which we maintain an Aviation Easement. For FY 2004, the E-Team will work with individual departments to develop additional web servers (static and possibly interactive). It will be the responsibility of the E-Team, with the assistance of Civic Plus, to prioritize and implement new services. There is a budget of $30,000 in the PIO program to perform the above activities. The City has the runway extension in its 5-year Capital Development Plan. Of the total $10.5 million in estimated project costs, FAA grants will contribute 91.06%, ADOT has committed to match 4.47%, and the City is responsible for the remaining 4.47%. Credit Card Acceptance 2004 Issues The City of Flagstaff currently accepts cash or check for payment of various City services at the Cashier’s windows in City Hall. Additionally, utility bills may be paid through bank drafting. With the continued growth of the City and its services, the City is now evaluating the merits of accepting payments by debit or credit card as customer requests to pay by debit or credit cards has steadily increased. Pulliam Airport Runway Extension The runway at Flagstaff Airport was extended to its present length of 7000’ in 1969 and has been adequate to meet the changing needs of aircraft and the industry through the use of the smaller turboprop equipment. America West Express Airlines has indicated they are phasing out turbo prop aircraft and replacing them with Regional Jets (RJ’s). These Annual Financial Plan The options for credit card acceptance include: 51 City of Flagstaff, AZ • • • • • Accepting credit cards for all over-the-counter transactions. The City may have to purchase additional software to facilitate the interface with H.T.E. and the City would incur transactions fees charged by the financial institution administering the account. Accept debit/credit payment using an interactive voice telephone system allowing customers to obtain information about their accounts and pay their account by way of punching numbers over the telephone. This option entails additional software and hardware purchases as well as improvements to the telephone and computer systems Accepting internet/online payments. The City utility software currently has an Internet package that would allow for online payment as well as customers ability to pull up a simulated view of their utility accounts to see billing and payment histories or their current balance. Additional hardware support would be needed for this option. Outsourcing through a third party vendor. The outside vendor would accept credit card payments on the City’s behalf. The vendor would charge a fee between $2 - $6 per transaction that would be paid by the customer in addition to their bill amount. This methodology is used by both APS and Citizen’s Utilities by utility customers who need to keep a service from being disconnected for nonpayment. This method would not require any additional outlay for system upgrades. • • • • In summary, the CVB and the Visitor Center are working toward a common goal – to increase the length of visitor stays and visitor satisfaction while in Flagstaff. Together, the CVB and the VC will create a number of niche-based itineraries that will allow visitors and locals to understand all of the community and regional offerings. Should the City choose to offer debit /credit cards, it will also have to be determined whether to charge a convenience fee or build the transaction fees into the rates charged to all City customers. These fees are approximately 2% of the sale plus a per transaction fee Fire Risk and Forest Health Recent large and dangerous wildfires and unprecedented populations of bark beetles, aggravated by the on-going drought, have provided dramatic evidence of the unhealthy state of our forests. City staff will be pursuing the acceptance of debit/credit cards at the customer service window as an initial measure. As procedures are determined the City should look to expand credit card acceptance to other locations. Research indicates the current bark beetle population will expand 10-fold in 2003. We can expect to see a noticeable increase in tree mortality beginning in May. The epidemic is expected to last another 2-4 years. Visitor Center On March 1, 2003 the management of the Visitor Center (VC) changed from the Chamber of Commerce to the Convention and Visitor Bureau (CVB). As part of this change, the CVB engaged their industry partners in a process to identify the mission and goals of the Visitor Center with an emphasis on reorganizing the service provision to be more proactive in selling Flagstaff. As a result of this process, the following needs and solutions were identified: Annual Financial Plan The Visitor Center staff needs to be actively involved with the hospitality service industry through active involvement with various local organizations including but not limited to the Flagstaff Innkeepers Association, The Northern Arizona Restaurant Association, the Downtown Business Alliance and local Bed & Breakfast organization. The CVB will develop a plan to standardize training for front line employees regarding community and regional information and customer service. Visitor Center staff will call regularly on partners in the community to convey information regarding the latest changes and additions to events happening in and around Flagstaff. The CVB is developing an expansive volunteer program that will engage community members not previously represented at the Visitor Center. The CVB is also talking to the Flagstaff Mall about a visitor information area that could be located there. Visitor Center staff will also raise awareness of services offered to non-industry community members by promoting the Historic Train station as a tourist destination. Space renovations are planned at the Train station to facilitate retail opportunities, display areas, and demonstration areas for local artisans. It will take years of above-normal precipitation to reverse the effects we are now experiencing. The first-year estimated financial effect of a catastrophic fire in Flagstaff (loss of 300 homes in late May/early June) is an estimated $69,000,000. 52 City of Flagstaff, AZ • Nationally, 98% of all ignitions are “caught” during initial attack. Federal preparedness funding is remaining constant, but forests and districts have been advised to expect a 25% reduction in the amount they receive. Locally, this means the Forest will have fewer engines, lookouts, and personnel to suppress wildfires: We can expect a few fires to escape initial attack and have the potential to develop into a catastrophic event. • Flagstaff has been extremely proactive in forest health management. Our community is very well educated on this general subject and is supportive of efforts to reduce wildfire threat, improve forest health, and restore the ecological balance of our environment. Approximately 1,200 acres per year are being treated and a backlog of requests continues to build and demand for Fuel Management services. • Ongoing efforts include: • Increased public education to including multimedia and neighborhood meetings • Coordinating efforts with the U.S. Forest Service in the area of treatments, response preparedness, and communication protocols • Development of an Emergency Operations Center (EOC), with identified key players, and a scheduled wildfire drill • • • Homeland Security As a result of the world events since September 11, the Flagstaff Police Department has been significantly impacted by having to devote considerable resources in two primary areas. Homeland defense, including a variety of different functions and tactics, and the oversight of local protests and demonstrations which have become almost commonplace resulting from the war in Iraq. • Drug Cases and Probation Flagstaff Municipal Court The Police Department continues to provide it’s normal dedicated service to the Community utilizing existing resources while also providing these additional services. The following lists the different details provided as a result of increased security due to the war on terrorism and the resulting political controversy. • at the In 1996 the Flagstaff Municipal Court established a probation division to help with the supervision of defendants that were placed on probation by judges at the court. Probation was established in statute to allow defendants to avoid jail time while they seek counseling, substance abuse treatment programs, and other court ordered sanctions while they still maintain a job and involvement in the community. These reasons still stand today and have been expanded within current law to include more and more individuals. Additional officers are being assigned to security duties at City Council meetings including members of the Department’s Bomb Squad checking the Council Chambers and City Hall for suspicious packages and persons prior to each meeting. Similar building checks are being made on a daily basis at City Hall, the City Court Building, and the Police Department. Annual Financial Plan One officer will be assigned full time to work in the regional Joint Terrorism Task Force (JTTF) that will be based out of the FBI’s Flagstaff Office. This task force, created by the U.S. Department of Justice is charged with developing intelligence information on possible terrorist activities and following up on potential investigative leads. Police Administrative staff participate in the Anti Terrorism Task Force (ATTF), created to assist police administrators in sharing intelligence information and coordinating efforts in combating terrorism at the Local, State, and Federal levels of law enforcement. Planning efforts have been enhanced to include potential target identification, emergency plan updates, regular meetings to share information and improve communications among the various public safety and health agencies, and conducting several large disaster drills. Additional training and equipment are being given to all officers in order to improve their first responder capability in the event that weapons of mass destruction are ever deployed in this region. Due to the civil unrest, training in the area of protests and demonstrations is also being given a priority. One officer is being stationed at the Airport 12 hours a day, 6 days a week, in order to supplement security for the airlines. While the Federal Government is funding this detail, the assignment still detracts from the current available pool of police officers. Intensified patrols of potential targets such as the City’s Water Treatment Plants are being conducted and an increased police presence is being conducted at the majority of community events. More than ever the demands on probation at the limited jurisdiction courts are increasing due to several factors including: 53 City of Flagstaff, AZ • • • will be under construction summer 2003 due to Students First projects, and therefore, are unavailable for use as summer program sites. Also, the City was concerned that parents and guardians who are accustomed to depending on Parks and Recreation for the provision of youth summer programs may have difficulty accessing alternatives on such short notice. Programs offered include the primary weeklong programs: Biking Adventures, two sections of Jam Packed Fun (two age groups), and the AM option for therapeutic recreation. Staff will be able to let the public know that this will be the last year for these summer services. Parents and other service providers will have a year to “gear up” for summer 2004. Steadily increasing case loads – from 150 in January 2002 to 240 in April 2003 Increased efficiency in filings–drug possessions no longer need to be reviewed by the County attorney so cases that had been taking six months to be filed in the court system now frequently are filed within 24 hours, many of which then receive probation. Proposition 302 and changes in A.R.S. § 13901.01 passed by voters in November 2002 requires that probation be sentenced for all Possession of Marijuana (A.R.S. § 13-3405) and Possession of Drug Paraphernalia ( A.R.S. § 133415) cases. The court currently monitors 23 drug related cases on probation at the beginning of this process. In 2000 the number of cases that would have qualified for probation would have been 229, in 2001 we would have seen 390 and in 2002 there would have been 285 (as of 11-20-02). These trends have exceeded the capacity for the current 0.75 FTE in the probation department to administer. Solutions considered included hiring additional staff, contracting probation services, or reassigning other current court employees. Additionally, many of the City’s recreation centers will also be under construction this summer for ADA restroom renovations. There is a possibility of needing the Murdock Center for temporary storage and perhaps as a site for displaced programs in the evenings and on weekends. The Murdock Center will be used daytime Monday-Friday as the site for one of the Jam Packed Fun sections this summer. Staff will use the summer to transfer equipment and supplies to other recreation sites and by end of August 2003 the facility will be clear. After consideration of the merits of each alternative, the Council approved the increase of probation officers to 2.0 for FY 2004. A final decision on the disposition of the Murdock Center has not been made. Council will explore opportunities during the fiscal year. Parks and Recreation Murdock Summer Program Phase Out Plan and Budget Reductions Revenue Growth Strategies Due to fiscal constraints proposal, closure of the proposed and accepted activities scheduled for complete. In response to Council direction, City staff with consulting assistance has been evaluating current user fees to determine if existing rates were adequate and if there were new fees not currently charged that are reasonable to do so. within the FY 2004 budget Murdock Center has been by the City Council after the summer of 2003 are The twelve areas within the City that were evaluated include: Facilities, Fire Department, Parks & Recreation, Airport, Cemetery, Community Development, Stormwater, City Clerk, GIS, City Court, Police Department, and Sales Tax & Licensing In addition to the facility closure, the decision included elimination of all expenses associated with Murdock Center which entail program cuts that were in existence prior to use of the building. These programs are not dependent upon a specific facility and included: weeklong summer programs (Jam Packed Fun, Biking Adventures, Theme Weeks, and Safety City); youth and teen trips; youth development workshops (Babysitting, Leadership Academy); a wide variety of interest based instructional classes for preschool, parent-tot, school age, preteen, teen and adult target markets; facility rentals; and, teen activity nights (dances). The implementation plan currently includes the following components: FY 2003: • Facilities: Increase City Hall meeting room rental rate • Community development: Increase building permits valuation as established in 2001 ordinance • Therapeutic recreation: Increase the fees • Library: Increase copy charge fees and implement Internet usage fee for non-patrons The decision was made to keep the Murdock facility open through the summer as the majority of schools Annual Financial Plan 54 City of Flagstaff, AZ • FY 2004: • Fire Department: Increase subscription service base rates at time of contract renewal • Parks & Recreation: Increase various equipment and use fees • Stormwater Utility: Implement the utility • Cemetery: Increase easement and site open/close fees • Airport: Administer new leases • OMB-A87 administrative cost recovery • intersection Projects In Process: • Soliere Extension • Country Club widening • Lockett Road traffic calming/safe-to-school project • E. Flagstaff Traffic Interchange (RLTP T1.1 (b)) • Fourth Street Railroad Crossing (RLTP system plan, T1.1 (b)) • Industrial Road paving (RLTP system plan) • Empire Road extension to US 89 (RLTP system plan) • Route 66 Bus pullout design and construction (RLTP system plan) • US 180 Trail, US 89 Trail, Lone Tree Road Trail, Route 66 Trail Future years: • Building: Evaluate increases to the square foot valuation on residential structures • Engineering: Evaluate services for possible fee charges • Fire: Evaluate fire inspection and re-inspection fees for commercial property • Fire: Evaluate the impact of extending subscription service • Cemetery: Maintain rates for out of town residents to match those in the rest of the state • Sales tax: Evaluate the impact of the assessment of an annual sales tax/business license • Sales tax: Evaluate the pros & cons of the institution of a City use tax • Facilities: Evaluate the impact of standardizing the room rental rate to all City facilities • Liquor license: Evaluate the implementation of liquor license application, issuance, annual fees, and special event fees on a sliding basis to those establishments that hold or apply for a liquor license • Cable franchise: Explore the possibility of increasing the cable franchise fees by up to 2%. Studies/Documents Completed: • Short Range Transit Plan – 1999, T2.1 (a) • Roadway Categorization Plan – 2001 (map in RLTP), T1.6 (a) • Multi-modal Corridors – 2001 (map in RLTP), T1.1 (b) • Truck Circulation Plan – 2001 (map in RLTP), T1.8 (a) • Bikeways Corridor Plan – 2001 (map in RLTP), T3.1(c) • Regional Traffic Model – 1997 and 2000 updates • Develop and Adopt Transportation Funding Mechanisms – May 2000 and ongoing, T1.5 (a) • Pursue Mass Transit Funding – May 2000, October 2003 and ongoing, T1.5 (b), T2.2 (a) Studies/Documents In Process: • Transportation Demand Management – 2005 potential program launch, T4.1 (a) • Neighborhood Traffic Mitigation Program – 2004 potential policy/program adoption, T1.4 (a) • Flagstaff Urban Mobility Study – 2003 completion, T1.6 (b) – access management system • Signal Synchronization Feasibility Study – 2003/2004 design, 2004-2005 implement, T2.1 (a) • Pedestrian and Bicycle Facilities Guide – 2003 completion, T1.1 (a), T1.2 (b), T3.1 (e) • Coconino County Air Quality Maintenance Plan – 2003 completion • City of Flagstaff Engineering Standards (new street sections by functional class) – 2003 adoption, T1.1 (a) and T1.2 (b) As the City continues to explore user fees as a means to generate new revenue to meet current and future citizen expectation, the City will be aware of the various demands placed on those who have to pay. Transportation Plan In March 2002 the Flagstaff Metropolitan Planning Organization (FMPO) adopted its “2002-2025 Regional Transportation Plan.” The plan goals, policies and strategies are verbatim from the “Flagstaff Area Regional Land Use and Transportation Plan (RLTP).” Since the council retreats in the fall of 1999, several key strategies have been implemented by the FMPO and its member agencies. Major Points--Projects Completed: • Butler-Enterprise Intersection realignment Annual Financial Plan Schultz Pass Road/Fremont realignment Mountain Line Transit Launch Remaining RLTP Requirements: 55 City of Flagstaff, AZ • • • • • • • • • • Develop connectivity guidelines T.1.2(c) Develop and adopt On-Site Transit Improvement Requirements – T1.5(c) Work with Railroad Service Providers T1.7 (a) – an intermodal freight facility study may commence in FY 2004 Identify and implement intermodal connections projects, T1.9 (b) Establish Multimodal Street Design Criteria T1.1 (a) – addressed indirectly in draft engineering standards, urban mobility study, design review guidelines, pedestrian and bicycle facilities design guidelines Integrate transit into multimodal street design criteria T2.3 (a) Coordinate Trail Program with USFS T3.1 (b) – work has been done through the Greenways and Open Space plan and the Pedestrian/Bike design guidelines process Adopt Accessible Community Design Standards T3.2 (a) Adopt Transit-Oriented Design Standards T3.2 (b) Establish Pedestrian Districts T3.2(c) – will largely be established through Pedestrian/Bike Facilities Design Guidelines Water Policy Conservation Development • • Workforce Reduction and Development Due to the financial challenges the City faces, the City Manager appointed a Vacancy Review Committee (VRC) to determine if vacancies should be filled as they occur. Processes and criteria were developed to ensure that all positions (temporary and regular) were considered in the same manner. Through this process 7.5 FTE’s were not filled in FY 2003 and three positions were held until July 1st to be filled. Five year financial projections in the General Fund signified that the City would be experiencing a deficit in the out years so further staffing reductions were indicated. Department Heads will evaluate programs and services to determine which services or operations are of low priority and to identify the long and short-term implications of reducing, eliminating, or absorbing these programs. The City goal is to identify 10 to 15 general fund positions in both FY 2004 and 2005 (total of 20-30 positions) through this process, with the expectation that enterprise funds will absorb or fill any vacancies with employees whose positions have been identified for reduction. and The City Council has identified water resource development and water conservation as priority issues. Water resource development progress includes: • Short-term - Continue the drilling of another water well for FY 2004 ($1.5 million budget). Equip the well from FY 2005 budgeted funds. • Long- term - Work with stakeholders, the USGS, and Bureau of Reclamation through the Governor’s Rural Water Initiative Program. Opportunities for long-range water resource development such as groundwater and surface water importation. A main priority through out this process has been to avoid lay-offs. The VRC has been charged with developing a process that will provide an in-depth review and discussion with supervisors and employees regarding how to transition employees from one position to another. The process will provide employees who are in positions identified for elimination an opportunity to transfer to a vacant position. Employees who do not meet the qualifications for the new position will be given the necessary training and tools to qualify and succeed in the new position. Fifty thousand dollars has been put into the Human Resources budget to address this need, thus capitalizing on the skills and knowledge of current employees and avoiding the need to lay-off employees. Water conservation efforts include: • Water restrictions temporarily imposed in FY 2002 and FY 2003. • Developing a policy for reclaimed water use adopted by the City Council as Resolution No. 2002-89 on December 17, 2002. • Adopting Ordinance 2002-07 on July 17, 2002, which provides for residential connections to the reclaimed water system as well as reimbursement and conversion agreements for added incentives. • FY 2004 budgeted upgrades to the Wildcat Hill Wastewater Plant and reclaimed water Annual Financial Plan extensions so that the two wastewater plants can produce A+ quality reclaimed water and provide irrigation water to new users Revision of the Water Conservation Ordinance adopted by the City Council on April 1, 2003 and its supporting Resolution No. 2003-20 adopting a long-term water resource sustainability strategy for Flagstaff Staffing the water conservation program with a full-time program manager and part-time enforcement agents in FY 2004 56 City of Flagstaff, AZ Annual Financial Plan 57 City of Flagstaff, AZ TOTAL ALL FUNDS Expendable Trust Funds Stormwater Utility Environmental Services Airport Operating Airpark Proceeds Enterprise Funds: Water and Wastewater Operating Debt Service Funds: G.O. Bond Fund Sec. Property Tax Special Assessment Special Revenue Funds: Library Highway User Revenue Transportation Beautification Economic Development Tourism Arts & Science Recreation-BBB Real Estate Proceeds Comm Redevelopment Metro Planning Org General Fund SOURCES 2003-2004 AT 7/1/2003 $ 93,216,756 221,900 - 4,301,521 15,367 394,185 28,886,683 12,081 357,631 453,031 564,830 5,345,185 27,275,704 1,483,815 141,946 744,671 165,026 3,081,616 1,021,900 545,036 - 108,502,196 4,800 539,000 12,259,898 5,818,845 5,900 19,515,708 300 4,557,392 233,411 2,510,151 11,461,507 8,414,874 2,004,458 367,781 1,277,828 297,548 1,912,911 327,350 1,466,707 298,126 35,227,701 FINANCING EARNINGS $ 18,204,628 REVENUES AND OTHER RETAINED ESTIMATED FUND BALANCE/ UNRESERVED 23,286,579 - 235,000 15,000 711,672 - 2,018,336 2,018,456 - 1,155,256 11,183,028 660,000 65,000 35,000 255,266 375,400 - 4,559,165 IN OUT (23,286,579) - (62,000) (429,678) - (2,018,336) (3,972,564) - (250,000) (975,000) (8,267,692) (167,201) (6,238) (1,419,878) - (5,717,992) 2003-2004 INTERFUND TRANSFERS 201,718,952 226,700 712,000 16,146,741 6,545,884 400,085 48,402,391 2,030,837 942,459 686,442 3,980,237 27,014,720 27,422,886 3,981,072 574,727 2,016,261 497,574 3,829,915 1,349,250 2,387,143 298,126 52,273,502 2003-2004 AVAILABLE RESOURCES FINANCIAL TOTAL 67,487,882 7,200 485,094 6,694,433 1,261,945 - 10,443,314 100 3,554,990 4,215,749 2,016,199 87,911 446,400 1,520,403 373,340 33,000 2,380,271 298,126 33,669,407 OPERATIONS 70,399,532 - 215,000 2,276,000 4,970,759 - 14,457,648 - 158,394 18,949,510 10,699,075 3,807,205 211,280 2,218,381 685,000 - 11,751,280 (EQUIP/CIP) OUTLAY CAPITAL 10,880,799 - - - 297,672 - 4,011,928 2,018,456 302,468 2,034,836 1,750,000 - 465,439 SERVICE DEBT CITY OF FLAGSTAFF SUMMARY SCHEDULE OF ESTIMATED REVENUES AND EXPENDITURES/EXPENSES FISCAL YEAR 2003-2004 Schedule 1: Total Resources and Appropriations Summary 7,545,000 - 10,000 4,690,000 - 1,400,000 - 100,000 500,000 10,000 25,000 50,000 10,000 - 750,000 CONTINGENCIES RESERVES/ TOTAL 156,313,213 7,200 710,094 13,660,433 6,530,376 - 30,312,890 2,018,456 302,568 3,813,384 25,700,095 14,465,274 3,905,116 471,400 1,781,683 383,340 2,251,381 685,000 2,380,271 298,126 46,636,126 2003-2004 APPROPRIATIONS FUND 45,405,739 219,500 1,906 2,486,308 15,508 400,085 18,089,501 12,381 942,459 383,874 166,853 1,314,625 12,957,612 75,956 103,327 234,578 114,234 1,578,534 664,250 6,872 - 5,637,376 6/30/2004 BALANCE Schedule 2: Tax Levy CITY OF FLAGSTAFF EXPENDITURE LIMITATION AND TAX LEVY INFORMATION FISCAL YEAR 2003-2004 ESTIMATED FY 2002-2003 Expenditure Limitation [Economic Estimates Commission] FY 2003-2004 $ 72,208,250 $ 8,347,205 $ 3,347,106 4,550,192 7,897,298 Total Estimated Expenditures Subject to Expenditure Limitation 1. Maximum Allowable Primary Property Tax Levy [ARS 42-17051.A] $ 2. Amount Received from Primary Property Taxation in FY 2002-2003 in Excess of the Sum of that Year's Maximum Allowable Primary Property Tax Levy [ARS 42-17102.A.18] $ 3. Property Tax Levy Amounts A. Primary Property Taxes B. Secondary Property Taxes C. Total Property Tax Levy Amount $ $ 4. Property Taxes Collected (Estimated) A. Primary Property Taxes: (1) FY 2002-2003 Levy (2) Prior Years' Levies (3) Total Primary Property Taxes Collected $ B. Secondary Property Taxes: (1) FY 2002-2003 Levy (2) Prior Years' Levies (3) Total Secondary Property Taxes Collected 8,028,747 -0- 3,250,855 4,358,257 7,609,112 $ 3,215,548 35,307 3,250,855 4,358,257 -04,358,257 C. Total Property Taxes Collected $ 7,609,112 5. Property Tax Rates A. City of Flagstaff Tax Rate: 0.7326 0.9801 1.7127 (1) Primary Property Tax Rate (2) Secondary Property Tax Rate (3) Total City Tax Rate 0.7326 0.9801 1.7127 B. Special Assessment District Tax Rates: As of the date of the proposed budget, the city was operating two special assessment districts for which secondary property taxes are levied. For information pertaining to these districts and their tax rates, please contact the Finance Department at City Hall. * Includes actual property taxes collected as of the date the proposed budget was prepared plus estimated property tax collections for the remainder of the fiscal year. Annual Financial Plan 58 City of Flagstaff, AZ Schedule 3: Revenues Other Than Property Taxes CITY OF FLAGSTAFF SUMMARY BY FUND OF REVENUES OTHER THAN PROPERTY TAXES FISCAL YEARS 2003 AND 2004 (WITH ACTUALS FOR FISCAL YEAR 2002) ACTUAL REVENUES 2001-2002 SOURCE OF REVENUES BUDGETED REVENUES 2002-2003 ESTIMATED ACTUAL REVENUES 2002-2003 BUDGETED REVENUES 2003-2004 CHANGE (BUDG-BUDG) % CHANGE GENERAL FUND Local taxes City Sales Tax Franchise Tax $ 11,690,887 1,790,846 11,432,104 1,803,748 11,793,000 1,803,748 11,986,160 1,879,725 554,056 75,977 4.85% 4.21% Licenses and permits Business Licenses Building Permits Other Licenses and permits 29,882 1,664,776 319,699 33,800 1,388,400 131,550 33,800 1,388,400 252,299 35,490 1,593,936 141,640 1,690 205,536 10,090 5.00% 14.80% 7.67% Intergovernmental revenues Federal Grants State Shared Sales Tax State Income Tax Sharing State Grants County Vehicle License Tax 548,038 4,076,034 5,526,159 370,482 1,803,900 644,308 4,121,256 5,607,519 303,723 1,791,089 462,039 4,108,642 5,607,519 305,782 2,200,000 681,707 4,184,644 4,773,961 579,530 1,901,911 37,399 63,388 (833,558) 275,807 110,822 5.80% 1.54% -14.87% 90.81% 6.19% Charges for services General Government Parks & Recreation Public Safety Cemetery 218,912 584,751 741,302 126,702 145,000 538,825 904,559 97,000 244,255 545,217 813,426 86,000 152,250 553,875 901,536 116,850 7,250 15,050 (3,023) 19,850 5.00% 2.79% -0.33% 20.46% Fines and forfeits Interest on investments Miscellaneous revenues Total General Fund 931,950 627,690 484,910 31,536,920 1,067,125 520,000 1,131,928 31,661,934 962,160 91,627 1,921,394 32,619,308 1,071,358 418,746 992,766 31,966,085 4,233 (101,254) (139,162) 304,151 0.40% -19.47% -12.29% 0.96% LIBRARY FUND Intergovernmental revenues State Grants County Aid 56,615 1,423,105 43,647 2,105,005 69,650 2,089,858 2,460,151 (43,647) 355,146 -100.00% 16.87% Interest on investments Miscellaneous revenues Total Library Fund 24,704 51,612 1,556,036 15,000 45,000 2,208,652 4,252 47,500 2,211,260 21,000 29,000 2,510,151 6,000 (16,000) 301,499 40.00% -35.56% 13.65% 710,292 7,771,416 7,965,832 247,120 7,800,000 1,580,000 7,800,000 1,580,000 (165,832) 0.00% -2.08% 300,246 315,026 300,246 300,246 (14,780) -4.69% 427,862 58,525 9,268,341 282,000 8,562,858 26,075 123,263 8,496,704 20,000 1,761,261 11,461,507 (262,000) 1,761,261 2,898,649 -92.91% 0.00% 33.85% SPECIAL REVENUE FUNDS HIGHWAY USER REVENUE FUND Intergovernmental revenues Federal Grants Highway User Tax Local Transportation Assistance Funds Interest on investments Miscellaneous revenues Total Highway User Revenue Fund Annual Financial Plan 59 City of Flagstaff, AZ Schedule 3: Revenues Other Than Property Taxes ACTUAL REVENUES 2001-2002 SOURCE OF REVENUES TRANSPORTATION FUND Intergovernmental revenues Federal Grants Transportation Tax Interest on Investments Total Transportation Fund ESTIMATED ACTUAL REVENUES 2002-2003 BUDGETED REVENUES 2003-2004 CHANGE (BUDG-BUDG) % CHANGE 47,598 6,190,449 99,489 6,337,536 6,319,304 329,000 6,648,304 6,319,304 66,636 6,385,940 7,050,874 1,364,000 8,414,874 731,570 0.00% 11.58% 731,570 11.00% 4,370 148,380 108,380 1,100,000 951,620 641.34% 763,406 47,453 (35,042) 780,187 770,857 20,000 3,000 942,237 752,642 5,178 3,000 869,200 771,458 20,000 113,000 2,004,458 601 110,000 1,062,221 0.08% 0.00% 3666.67% 112.73% 362,618 5,003 367,621 366,157 3,797 369,954 357,505 (727) 356,778 366,442 1,339 367,781 285 (2,458) (2,173) 3,246 15,000 15,000 15,000 - 0.00% 1,145,108 32,493 68,934 1,249,781 1,156,286 37,636 65,430 1,274,352 1,128,962 28,251 65,784 1,237,997 1,157,186 38,577 67,065 1,277,828 900 941 1,635 3,476 0.08% 2.50% 2.50% 0.27% 286,277 5,115 942 292,334 289,072 7,252 296,324 282,241 6,694 288,935 289,297 8,251 297,548 225 999 225 0.08% 13.78% 0.00% 0.08% 47,546 530,347 632,246 550,000 19,653 3.71% 1,259,619 129,630 10,561 1,447,356 1,271,915 146,900 1,949,162 1,269,181 85,637 1,987,064 1,300,911 62,000 1,912,911 REAL ESTATE PROCEED FUND Interest on investments Miscellaneous revenues Total Real Estate Proceeds Fund 49,838 655,540 705,378 26,350 297,000 323,350 22,813 22,813 30,350 297,000 327,350 COMMUNITY REDEVELOPMENT FUND Intergovernmental revenues Federal Grants State Grants 979,559 - 1,247,207 300,000 669,695 - 5,853 130,405 1,115,817 3,000 1,550,207 1,062 76,198 746,955 BEAUTIFICATION FUND Intergovernmental revenues State Grants BBB Tax Interest on investments Miscellaneous revenues Total Beautification Fund ECONOMIC DEVELOPMENT FUND BBB Tax Interest on investments Total Economic Development Fund TOURISM FUND Intergovernmental revenues State Grants BBB Tax Interest on investments Miscellaneous revenues Total Tourism Fund ARTS AND SCIENCE FUND BBB Tax Interest on investments Miscellaneous revenues Total Arts and Science Fund RECREATION-BBB FUND Intergovernmental revenues State Grants BBB Tax Interest on investments Miscellaneous revenues Total Recreation-BBB Fund Interest on investments Miscellaneous revenues Total Community Redevelopment Fund Annual Financial Plan $ BUDGETED REVENUES 2002-2003 60 0.08% -64.74% -0.59% 28,996 (84,900) (36,251) 2.28% -57.79% 0.00% -1.86% 4,000 4,000 15.18% 0.00% 1.24% 1,163,261 300,000 (83,946) - -6.73% 1,500 1,946 1,466,707 (1,500) 1,946 (83,500) -50.00% 0.00% -5.39% City of Flagstaff, AZ Schedule 3: Revenues Other Than Property Taxes SOURCE OF REVENUES METRO PLANNING ORGANIZATION FUND Intergovernmental revenues Federal Grants $ Total Metro Planning Organization Fund TOTAL SPECIAL REVENUE FUNDS ACTUAL REVENUES 2001-2002 BUDGETED REVENUES 2002-2003 ESTIMATED ACTUAL REVENUES 2002-2003 BUDGETED REVENUES 2003-2004 CHANGE (BUDG-BUDG) 32,460 32,460 4,912,176 % CHANGE 130,357 130,357 23,250,744 265,666 265,666 24,391,066 309,065 309,065 22,912,711 298,126 298,126 30,339,241 12.22% 12.22% 20.14% GENERAL OBLIGATION BONDS FUND Interest on investments Total G. O. Bond Fund 157 157 300 300 300 300 300 300 SECONDARY PROPERTY TAX FUND Interest on investments Total Secondary Property Tax Fund 3,766 3,766 7,800 7,800 4,040 4,040 7,200 7,200 (600) (600) -7.69% -7.69% 96,024 352,864 448,888 452,811 46,674 207,035 253,709 261,809 67,893 329,673 397,566 401,906 30,197 203,214 233,411 240,911 (16,477) (3,821) (20,298) (20,898) -35.30% -1.85% -8.00% -7.98% DEBT SERVICE FUNDS SPECIAL ASSESSMENT BONDS Interest on investments Miscellaneous revenues Total Special Assessment Bonds TOTAL DEBT SERVICE FUNDS - 0.00% 0.00% CAPITAL PROJECTS FUNDS GENERAL FUND CAPITAL PROJECTS Intergovernmental revenues County Contribution Miscellaneous Interest on investments Total General Fund Capital Projects TOTAL CAPITAL PROJECTS FUNDS 251,594 11,342 56,197 319,133 319,133 - 54,948 54,948 54,948 - - 0.00% 0.00% 0.00% 0.00% 0.00% - 10,000 10,000 10,000 0.00% ENTERPRISE FUNDS WATER AND WASTEWATER FUND OPERATING FUND Intergovernmental revenues State Grants Water Revenues Sewer Revenues Interest on Investments Miscellaneous revenues BOND FUND Interest on Investments Total Water and Wastewater Fund AIRPORT FUND OPERATING FUND Intergovernmental revenues Federal Grants State Grants Airport Revenues Interest on investments Miscellaneous revenues Annual Financial Plan 11,302,793 7,185,526 744,441 (67,963) 11,232,800 7,209,600 741,000 - 11,325,600 7,089,835 193,161 - 11,552,112 7,231,596 722,000 - 319,312 21,996 (19,000) - 2.84% 0.31% -2.56% 0.00% 19,164,797 62,000 19,245,400 18,618,596 19,515,708 (62,000) 270,308 -100.00% 1.40% 6,475,221 383,781 4,063,086 411,432 4,851,925 236,785 2,084,389 102,319 (1,978,697) (309,113) -48.70% -75.13% 834,941 7,803 4,758 799,214 3,750 902,684 4,500 7,721 1,008,732 99,261 61 209,518 95,511 26.22% 0.00% 2546.96% City of Flagstaff, AZ Schedule 3: Revenues Other Than Property Taxes ACTUAL REVENUES 2001-2002 SOURCE OF REVENUES AIRPARK FUND Interest on investments Total Airport Fund $ ENVIRONMENTAL SERVICES FUND Intergovernmental revenues State Grants Environmental Services Revenues Interest on investments Miscellaneous revenues Total Environmental Services Fund STORMWATER UTILITY Stormwater Utility Revenues Charges for Services Interest on investments Total Stormwater Utility Fund TOTAL ENTERPRISE FUNDS BUDGETED REVENUES 2002-2003 ESTIMATED ACTUAL REVENUES 2002-2003 BUDGETED REVENUES 2003-2004 CHANGE (BUDG-BUDG) % CHANGE 11,833 7,718,337 5,000 5,282,482 8,000 6,011,615 5,900 3,300,601 900 (1,981,881) 18.00% -37.52% 150,214 6,666,886 255,453 4,411 7,076,964 64,903 7,795,509 128,000 7,988,412 64,903 7,074,920 33,582 7,173,405 7,721,424 108,000 80,474 7,909,898 (64,903) (74,085) (20,000) 80,474 (78,514) -100.00% -0.95% -15.63% 0.00% -0.98% 33,960,098 786,917 786,917 33,303,211 31,803,616 507,000 30,000 2,000 539,000 31,265,207 (279,917) 30,000 2,000 (247,917) (2,038,004) -35.57% 0.00% 0.00% -31.50% -6.12% 7,125 114 7,239 7,000 7,000 2,346 122 2,468 4,800 4,800 (2,200) (2,200) -31.43% 0.00% -31.43% 89,526,945 89,625,020 87,794,957 93,816,244 EXPENDABLE TRUST FUNDS VOLUNTEER FIREMEN'S PENSION Interest on investments Miscellaneous revenues TOTAL EXPENDABLE TRUST FUNDS TOTAL REVENUES Annual Financial Plan $ 62 3,155,225 3.52% City of Flagstaff, AZ Schedule 4: Transfer and Proceeds from Other Sources CITY OF FLAGSTAFF SUMMARY BY FUNDING OF OTHER FINANCING SOURCES AND INTERFUND TRANSFERS FISCAL YEAR 2003-2004 FUND GENERAL FUND PROCEEDS FROM OTHER FINANCING SOURCES $ INTERFUND TRANSFERS IN OUT - 4,559,165 5,717,992 SPECIAL REVENUE FUNDS Library Fund Highway User Revenue Fund Transportation Fund Beautification Fund Economic Development Tourism Fund Arts and Science Fund Recreation-BBB Fund Community Redevelopment Fund Total Special Revenue Funds - 1,155,256 11,183,028 660,000 65,000 35,000 255,266 375,400 13,728,950 250,000 975,000 8,267,692 167,201 6,238 1,419,878 11,086,009 DEBT SERVICE FUNDS G.O. Bond Fund Secondary Property Tax Fund Total Debt Service Funds - 2,018,456 2,018,456 3,972,564 3,972,564 2,524,144 4,350,000 6,874,144 2,018,336 235,000 711,672 15,000 2,980,008 2,018,336 62,000 429,678 2,510,014 6,874,144 23,286,579 23,286,579 ENTERPRISE FUNDS Water and Wastewater Fund Stormwater Utility Airport Fund Environmental Services Fund Total Enterprise Funds TOTAL ALL FUNDS Annual Financial Plan $ 63 City of Flagstaff, AZ SCHEDULE OF TRANSFERS FISCAL YEAR 2003-2004 Arts and Science Fund = $35,000 This transfer is for $25,000 to support Contributions to Agencies, and $10,000 represents a contribution of 1% of eligible capital projects for Art in Public Places. General Fund Transfers In: Library = $250,000 This transfer is for a contribution to a parking solution on the Municipal Campus. Community Redevelopment Fund = $375,400 This transfer represents a $150,000 funding for a revolving loan source, $175,400 funding for land acquisition related to affordable housing development, and $50,000 for affordable housing fees. Highway User Revenue Fund = $900,000 This represents $900,000 repayment of the FY 1998 transfer to fund the Rio de Flag project. Beautification Fund = $167,201 This represents $162,000 for streetscape maintenance on projects previously constructed by BBB funds that 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. Airport Fund = $509,000 This transfer is for the general operations in the amount of $449,000 and $60,000 for capital at the Airport. The operating transfer has been reduced because of indirect cost recovery allowed by OMB A-87. The Airport is an enterprise fund whose goal is to eventually eliminate any requirement for general fund transfers. Recreation-BBB Fund = $787,712 This transfer entails three separate actions 1) a contribution to the maintenance of FUTS which is a Parks responsibility $73,464; 2) $703,480 for increased maintenance in the Parks budget related to additional field maintenance associated with Recreation Bond projects; 3) $10,768 for Skate park liability. Stormwater Fund = $60,000 This transfer represents the carryover of consulting dollars not spent in FY 2003 for NPDES implementation. Library Fund Water and Wastewater Fund = $2,018,336 This is a transfer of utility revenue through the General Fund to Highway User Revenue Fund for a payment of debt. Transfers In: General Fund = $1,155,256 This is the operating transfer from the General Fund to the Library for general services. 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. Transfers Out: General Fund = $250,000 This transfer is for a contribution to a parking solution in the Municipal Campus. Transfers Out: Highway User Revenue Fund Library Fund = $1,155,256 This is the operating transfer from the General Fund to the Library for general services. Transfers In: General Fund = $3,518,336 This is the transfer from the General Fund to Highway User Revenue Fund for payment of debt and $1.5 million for East Flagstaff Gateway ($500,000 economic opportunity fund and $1 million General Fund). Highway User Revenue Fund = $3,518,336 This is $2,018,336 for debt service and $1.5 million for East Flagstaff Gateway ($500,000 economic opportunity fund and $1 million General Fund). Economic Development = $65,000 This represents a transfer to assist in the payment of Telecom. Annual Financial Plan Transportation Fund = $7,617,692 This is a transfer of the transportation tax to fund various transportation projects. $1,055,407 from Safe to School monies is for miscellaneous projects. 64 City of Flagstaff, AZ $6,562,285 is from Street Improvement for Soliere, Country Club, Empire Avenue extension, Beulah Boulevard extension and the East Flagstaff Gateway. division and publication. $5,201 in support of the citywide Stormwater Fund = $47,000 This transfer is for drainage maintenance. Transfers In: Transfers Out: General Fund = $65,000 This represents a transfer to assist in the payment of the Telecom plan. Economic Development Fund General Fund = $900,000 This represents $900,000 repayment of the FY 1998 transfer to fund the Rio de Flag project Tourism Fund Transfers Out: Stormwater Utility = $75,000 This is for the 6th Avenue detention basin and general maintenance. General Fund = $6,238 This is a contribution to the citywide publication. Transportation Fund Arts & Science Fund Transfers Out: Transfers In: HURF = $7,617,692 This is a transfer of the transportation tax to fund various transportation projects. $1,055,407 is from Safe to School monies for urban link. $6,562,285 is from Street Improvement for Soliere, Country Club, Empire Avenue extension, Beulah Boulevard extension, and the East Flagstaff Gateway. General Fund = $35,000 This transfer is for $25,000 to support Contributions to Agencies, and $10,000 represents a contribution for Art in Public Places. Recreation-BBB Fund Transfers In: Beautification Fund = $550,000 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. Secondary Property Tax Fund = $255,266 This transfer is to assist in the repayment of G.O. Bonds due to a shortfall in estimated BBB Tax revenues. Transfers Out: Stormwater Fund = $100,000 This is from the Fourth Street funding for the 6th Avenue detention basin. General Fund = $787,712 This transfer entails three separate actions 1) a contribution to the maintenance of FUTS which is a Parks responsibility $73,464; 2) $703,480 for increased maintenance in the Parks budget related to additional field maintenance associated with Recreation Bond projects; 3) $10,768 for Skate park liability. Beautification Fund Transfers In: Transportation Tax = $550,000 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. Beautification Fund = $110,000 This transfer is for a new FUTS construction. G.O. Bond Fund = $522,166 To pay the debt service on the Parks and Recreation Bonds. Recreation-BBB Fund = $110,000 This transfer is for new FUTS construction. Transfers Out: General Fund = $167,201 This represents $162,000 for streetscape maintenance on projects previously constructed by BBB funds that are now maintained by the Parks Annual Financial Plan 65 City of Flagstaff, AZ Community Redevelopment Fund Stormwater Fund Transfers In: Transfers In: General Fund = $375,400 This transfer represents a $150,000 funding for a revolving loan source, $175,400 funding for land acquisition related to affordable housing development, and $50,000 for affordable housing fees. HURF = $75,000 This is for the 6th Avenue detention basin and general maintenance. General Fund $60,000 This transfer represents the carryover of consulting dollars not spent in FY 2003 for NPDES implementation. Transportation = $100,000 This is from the Fourth Street funding for the 6th Avenue detention basin. G.O. Bond Fund Transfers In: Recreation-BBB Fund = $522,166 To pay the debt service on the Parks and Recreation Bonds. Transfers Out: HURF = $47,000 This transfer is for drainage maintenance. Environmental Fund $15,000 – This transfer represents a reimbursement for stormwater education and related operational costs. Secondary Property Tax Fund = $1,496,290 A transfer of Secondary Property Taxes collected for repayment of Library and Public Safety bonds. Secondary Property Tax Fund Airport Fund Transfers Out: Transfers In: Recreation-BBB Fund = $255,266 This transfer is to assist in the repayment of G.O. Bonds due to a shortfall in estimated BBB Tax revenues. General Fund = $509,000 This transfer is for the general operations in the amount of $449,000 and $60,000 for capital at the Airport. The operating transfer has been reduced because of indirect cost recovery allowed by OMB A-87. The Airport is an enterprise fund whose goal is to eventually eliminate any requirement for general fund transfers. G.O. Bond Fund = $1,496,290 There is a transfer of Secondary Property Taxes collected for repayment of Library and Public Safety bonds. Secondary Property Tax Fund = $202,672 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. Water and Wastewater Fund = $2,018,336 A transfer to Utilities for Secondary Property Taxes collected to support General Obligation Debt. Airport Fund = $202,672 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 In: Stormwater Fund = $15,000 This transfer represents a reimbursement for stormwater education and related operational costs. Water and Wastewater Fund Transfers In: Transfers Out: Secondary Property Tax Fund = $2,018,336 A transfer to Utilities for Secondary Property Taxes collected to support the General Obligation Debt. 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. Transfers Out: General Fund = $2,018,336 This is a transfer of utility revenue to the General Fund; these funds are subsequently transferred to Highway User Tax Fund for a payment of debt. Annual Financial Plan 66 City of Flagstaff, AZ Schedule 5: Grant Revenue CITY OF FLAGSTAFF SCHEDULE OF BUDGETED GRANT REVENUES AND CITY MATCH FISCAL YEAR 2003-2004 PROJECT NAME GENERAL FUND POLICE METRO (NORTHERN AZ STREET CRIMES TASK FORCE) POLICE WEED AND SEED POLICE WATCH YOUR CAR GRANT POLICE PURCHASE OF ONE MOTORCYLE POLICE PURCHASE OF3 MOTORCYCLES POLICE GANG RESISTANCE EDUCATION TRAINING (GREAT 02-03) POLICE GANG RESISTANCE EDUCATION TRAINING (GREAT 03-04) POLICE LOCAL LAW ENFORCEMENT BLOCK GRANT (LLEBG 02-03) POLICE LEAF TRAINING AUDITORIUM POLICE MISC. GRANTS UNDER $5,000 POLICE TRAFFIC CITATION DUI REPORTING POLICE LOCAL LAW ENFORCEMENT BLOCK GRANT (LLEBG 03-04) FIRE VARIOUS FIRE NAU FIRE GRANT II FIRE FOREST HEALTH RESTORATION FIRE STATE FIRE ASSISTANCE FY 02 INFORMATION & EDUCATION FIRE HAZARD FUEL REDUCTION FY 02 FIRE HAZARD REDUCTION FY 03 FIRE PUBLIC EDUCATION FY 03 FIRE FOREST PRODUCTS NETWORKS FIRE EXTRACTION AIRBAG REC HEALTHY AGING 2010 MINI-GRANT COURT COURT IMPROVEMENT FEES COURT COURT WARRANT FEES COURT COURT INTERPRETER COURT TCPF/STATE JCEF FY 01/02 - COURT TRAINING OFFICER COURT TCPF/LOCAL JCEF FY 01/02 - COURT TRAINING OFFICER COURT LOCAL JCEF - TRAINING COUNTY COURT LOCAL JCEF FUNDS - COMPUTERS COURT STATE JCEF- INFORMATION SYSTEM TECH COURT LOCAL JCEF - INFORMATION SYSTEM TECH COURT COUNTY - INFORMATION SYSTEM TECH COURT COURT COURT COURT STATE JCEF - 10 PRINTERS STATE J CEF - SOFTWARE COUNTY JCEF - INFORMATION SYSTEM TECH LOCAL TIME PMT. - INFORMATION SYSTEM TECH. SUBTOTAL-GENERAL FUND Annual Financial Plan BUDGETED REVENUES 2002-2003 ESTIMATED REVENUES 2002-2003 269,432 25,000 16,500 233,432 25,000 11,640 16,500 33,357 33,357 50,000 - BUDGETED REVENUES 2003-2004 379,726 58,000 38,610 43,613 CITY MATCH 2003-2004 BUDGETED GRANT REIMB % FUNDING - 100% 100% 100% 100% 100% F/S F/NP S F/S F/S - - 100% F - 20,368 - 100% F - 20,500 25,000 213,466 - 90% 100% 100% 100% F S S S 264,288 - 50,000 106,379 - 30,000 150,000 - 5,000 - 90% 100% 100% 50% F F&S F/S F/S 2,231 113,044 49,850 16,600 2,231 102,860 53,580 18,346 83,920 55,190 18,900 - 50% 50% 50% 50% 80% 100% 100% 100% 100% 100% S F F F F F/S F/S L L L 21,540 24,131 24,850 - 100% S 7,513 15,027 21,445 8,720 17,441 22,000 8,980 17,960 - - 100% 100% 100% L L L 19,102 19,102 - - 100% L 10,367 10,367 - - 100% L 12,735 - 12,735 - 12,000 10,000 - 100% 100% 100% L S S - - 25,077 - 100% L 5,000 100% L 948,031 767,821 67 25,077 1,261,237 City of Flagstaff, AZ Schedule 5: Grant Revenue PROJECT NAME LIBRARY CENTENTIAL ORAL HISTORY PROJECT LIBRARY STAFF COSTS, COMPUTER TRAINING LAB, LIB FOR THE FUTURE STATE GRANT-IN-AID 2002 STATE GRANT-IN-AID 02-03 CHILDREN IN POVERTY 002-03 SUBTOTAL LIBRARY LIBRARY LIBRARY HURF HURF HURF HURF BEAUT BEAUT BEAUT FEDERAL HIGHWAY ADMIN. (BUS PULLOUTS/SIGNAL SYNCH.) FLAGSTAFF MALL, DODGE AVE EXT. (ECONONMIC STRENGTHS) CONTRIBUTION FROM ADOT (BUS PULLOUTS) HELP LOAN PROCEEDS SUBTOTAL BUDGETED REVENUES 2002-2003 ESTIMATED REVENUES 2002-2003 BUDGETED REVENUES 2003-2004 CITY MATCH 2003-2004 BUDGETED GRANT REIMB % FUNDING - 2,724 - - 100% S 28,793 14,854 43,647 28,793 3,133 25,000 10,000 69,650 - - 100% 100% 50% 100% S S S S - 247,120 325,000 - 100% F/S 250,000 - 100% S - 100% 100% S S - - - 247,120 200,000 805,000 1,580,000 18,380 50,000 18,380 30,000 40,000 24,516 86% 38% S S 30,000 30,000 70,000 42,903 38% S 50,000 - 30,000 - 40,000 200,000 40,000 12,766 50% 94% S F/S - - 250,000 15,957 94% F/S 31,915 168,057 94% F/S FUTS - FISHER POINT FUTS - BOW & ARROW-ZUNI TO RIO FUTS - RIO DE FLAG N. TRAIL, CRESCENT-CHESHIRE LINK FUTS - TUNNEL SPRINGS TRAIL (RR SPRINGS TO OBS MESA) ISTEA - FANNING TO MALL (Spur) TEA - 21 - US 89-RAILHEAD TO SNOWFLAKE TEA - 21 - US 180 -SECHRIST TO FREMONT SUBTOTAL 148,380 108,380 500,000 1,100,000 TOURISM ADVERTISING/MARKETING FY 02/03 TOURISM ADVERTISING/MARKETING FY 03/04 SUBTOTAL 15,000 15,000 15,000 15,000 15,000 15,000 - 100% 100% S S 530,347 530,347 - - 33.00% S 530,347 101,899 632,246 550,000 550,000 50.00% 37.00% S S 4,507 7,190 117,170 392,340 726,000 300,000 1,547,207 4,827 40,996 194,255 103,117 326,500 669,695 477,086 686,175 300,000 1,463,261 - 100% 100% 100% 100% 100% 100% 100% F F F F F F F 50,000 50,000 - - 93% F/S 12,666 - - - 93% F/S 122,442 - - 93% F/S 203,000 136,623 72,323 5,444 93% F/S 265,666 309,065 225,803 298,126 16,996 22,440 93% F/S BEAUT BEAUT BEAUT BEAUT BBB-REC BBB-REC BBB-REC DEVELOPMENT-FOXGLENN PARK LAND ACQUISITION-CONTINENTAL PARK THORPE PARK PHASE I RENOVATION SUBTOTAL HSG HSG HSG HSG HSG HSG HSG 98/99 CDBG ENTITLEMENT 99/00 CDBG ENTITLEMENT 00/01 CDBG ENTITLEMENT 01/02 CDBG ENTITLEMENT 02/03 CDBG ENTITLEMENT 03/04 CDBG ENTITLEMENT HOUSING REHAB-HOME GRANT SUBTOTAL MPO FLAGSTAFF METROPOLITAN PLANNING ORGANIZATION 2000 FLAGSTAFF METROPOLITAN PLANNING ORGANIZATION 2001 FLAGSTAFF METROPOLITAN PLANNING ORGANIZATION 2002 FLAGSTAFF METROPOLITAN PLANNING ORGANIZATION 2003 FLAGSTAFF METROPOLITAN PLANNING ORGANIZATION 2004 SUBTOTAL MPO MPO MPO MPO Annual Financial Plan - 68 936,486 936,486 City of Flagstaff, AZ Schedule 5: Grant Revenue PROJECT NAME UTIL RIO DE FLAG WILDLIFE SUBTOTAL AIRPT GA APRON & AIR CARRIER, RWY 3/21 SAFETY AREA PH. 4 (AIP 19) NEW PARALLEL TWY N & RWY 3/21 SAFETY AREA PH. 5 & 6 (AIP 20) NEW PARALLEL TWY N & RWY 3/21 SAFETY AREA PH. 5 & 6 (AIP 21) MASTER PLAN UPDATE (AIP 22) SNOW PLOW (AIP 22 / E3F21) BOARDING DEVICE (AIP 22 / E3F21) DESIGN/CONSTR RUNWAY EXT., SAFETY AREA RW21 (AIP XX) CONSTRUCT ARFF BLDG (AIP XX) ARFF EQUIPMENT & SNOW REMOVAL (AIPXX / ADOT MATCH) WEST TAXIWAY-CRACK FILL/SEAL COAT SUBTOTAL AIRPT AIRPT AIRPT AIRPT AIRPT AIRPT AIRPT AIRPT AIRPT ENV HOUSEHOLD PRODUCTS COLLECTION CENTER SUBTOTAL TOTAL BUDGETED REVENUES 2002-2003 ESTIMATED REVENUES 2002-2003 BUDGETED REVENUES 2003-2004 CITY MATCH 2003-2004 BUDGETED GRANT REIMB % FUNDING - 10,000 10,000 10,000 10,000 - 100% S 78,264 78,593 - - 95.53% F&S - 951,783 - - 95.53% F&S 2,961,954 522,976 180,460 27,318 3,193,062 601,997 216,994 20,983 254,526 - 11,910 - 95.53% 95.53% 95.53% 95.53% F&S F&S F&S F&S 481,219 - 25,298 358,931 670,922 16,795 31,393 95.53% 95.53% F&S F&S - 902,329 42,221 95.53% F&S 0.00% S 45% S 222,327 4,474,518 5,088,710 2,186,708 28,705 64,903 64,903 8,037,699 64,903 64,903 7,982,590 8,464,332 1,160,688 Funding: L = Local N/P = Non-profit S = State F = Federal F/S = Federal thru State F&S = Federal and State Annual Financial Plan 69 City of Flagstaff, AZ Schedule 6: Appropriations By Fund CITY OF FLAGSTAFF SUMMARY BY DEPARTMENT OF EXPENDITURES/EXPENSES WITHIN EACH FUND COMPARISON OF FISCAL YEAR 2003 AND 2004 (WITH ACTUAL FOR FISCAL YEAR 2002) FUND/DEPARTMENT GENERAL FUND General Administration Community Development Management Services Fire Police Public Works Water Utility Non-departmental Contingency Total General Fund ESTIMATED ADOPTED ACTUAL ACTUAL BUDGETED EXPENDITURES/ EXPENDITURES/ EXPENDITURE/ EXPENSES EXPENSES EXPENSE 2001-2002 2002-2003 2002-2003 $ PROPOSED BUDGETED EXPENDITURE/ EXPENSE CHANGE % 2003-2004 (BUDG-BUDG) CHANGE 2,553,728 5,359,095 2,027,029 6,267,283 9,790,812 4,966,182 3,922,784 186,944 35,073,857 3,544,658 4,821,910 2,778,985 7,411,827 10,734,408 6,213,994 15,588 (1,117,434) 250,000 34,653,936 3,778,406 8,702,833 2,861,085 7,740,544 10,838,000 7,589,645 15,588 737,999 670,000 42,934,100 4,069,515 8,780,605 3,138,935 6,984,231 12,068,055 7,303,359 15,588 3,525,838 750,000 46,636,126 291,109 77,772 277,850 (756,313) 1,230,055 (286,286) 2,787,839 80,000 3,702,026 7.7% 0.9% 9.7% -9.8% 11.3% -3.8% 0.0% 377.8% 11.9% 8.6% 31,516 33,738 2,475,695 2,918 31,241 2,575,108 80,254 37,982 3,558,970 58,427 1,023 49,708 3,786,364 80,254 37,982 3,522,004 58,427 1,023 49,708 100,000 3,849,398 80,254 37,982 3,485,990 58,427 1,023 49,708 100,000 3,813,384 (36,014) (36,014) 0.0% 0.0% -1.0% 0.0% 0.0% 0.0% 0.0% -0.9% 459,056 665,005 282,539 13,525,742 85,021 4,399 15,021,762 186,808 813,094 196,752 13,218,470 3,749 131,447 14,550,320 186,808 813,094 196,752 21,265,037 3,749 131,447 700,000 23,296,887 186,808 813,094 196,752 23,868,245 3,749 131,447 500,000 25,700,095 2,603,208 (200,000) 2,403,208 0.0% 0.0% 0.0% 12.2% 0.0% 0.0% -28.6% 10.3% 1,476,963 1,411,472 2,888,435 6,635,000 1,422,817 8,057,817 9,692,752 1,592,080 11,284,832 10,699,075 1,750,000 2,016,199 14,465,274 1,006,323 1,750,000 424,119 3,180,442 10.4% 26.6% 475,284 475,284 1,393,826 1,393,826 2,816,577 10,000 2,826,577 3,895,116 10,000 3,905,116 1,078,539 1,078,539 38.3% 0.0% 38.2% 315,168 315,168 453,176 453,176 456,400 25,000 481,400 446,400 25,000 471,400 SPECIAL REVENUE FUNDS LIBRARY FUND General Administration Community Development Management Services Public Works Water Utility Non-departmental Contingency HIGHWAY USER REVENUE FUND General Administration Community Development Management Services Public Works Water Utility Non-departmental Contingency TRANSPORTATION FUND Fourth Street Rail Crossing Debt Service-4th Street Transit BEAUTIFICATION FUND Beautification Reserve ECONOMIC DEVELOPMENT FUND Economic Development Reserve Annual Financial Plan 70 (10,000) (10,000) -2.2% 0.0% -2.1% City of Flagstaff, AZ Schedule 6: Appropriations By Fund FUND/DEPARTMENT TOURISM FUND Tourism Reserve ESTIMATED ADOPTED ACTUAL ACTUAL BUDGETED EXPENDITURES/ EXPENDITURES/ EXPENDITURE/ EXPENSES EXPENSES EXPENSE 2001-2002 2002-2003 2002-2003 $ PROPOSED BUDGETED EXPENDITURE/ EXPENSE CHANGE % 2003-2004 (BUDG-BUDG) CHANGE 1,292,950 1,292,950 1,286,247 1,286,247 1,734,788 50,000 1,784,788 1,731,683 50,000 1,781,683 (3,105) (3,105) -0.2% 0.0% -0.2% 345,217 345,217 381,144 381,144 402,699 10,000 412,699 373,340 10,000 383,340 (29,359) (29,359) -7.3% 0.0% -7.1% 1,325,551 3,707,914 5,677,827 2,251,381 (3,426,446) -60.3% 408,584 250,000 785,000 685,000 (100,000) -12.7% 1,649,110 1,038,920 2,012,172 2,380,271 368,099 18.3% METRO PLANNING ORG FUND Community Development 130,357 309,065 265,666 298,126 32,460 12.2% Total Special Revenue Funds 26,427,526 35,214,793 52,677,246 56,135,070 3,457,824 6.6% GENERAL OBLIGATION BONDS FUND Non-departmental 1,731,044 1,892,151 1,893,731 2,018,456 124,725 6.6% SPECIAL ASSESSMENT BONDS FUND Non-departmental Total Debt Service Funds 299,351 2,030,395 301,272 2,193,423 301,274 2,195,005 302,568 2,321,024 1,294 126,019 0.4% 5.7% 5,788,006 5,788,006 104,503 104,503 136,590 136,590 363,073 610,358 447,950 92,370 12,067,984 5,262,706 201,853 38,353 19,084,647 285,354 665,796 396,183 64,058 13,949,404 6,888,071 229,328 22,478,194 285,354 665,796 396,183 64,058 16,650,546 8,538,564 229,328 1,400,000 28,229,829 ARTS AND SCIENCE FUND Arts and Science Reserve/Contingency RECREATION-BBB FUND Recreation-BBB REAL ESTATE PROCEEDS FUND Non-departmental COMMUNITY REDEVELOPMENT FUND Community Redevelopment DEBT SERVICE FUNDS CAPITAL PROJECT FUNDS General Fund Capital Projects Total Capital Projects Funds - (136,590) -100.0% (136,590) -100.0% ENTERPRISE FUNDS WATER AND WASTEWATER FUND General Administration Community Development Management Services Public Works Water Utility Sewer Utility Non-departmental Contingency Annual Financial Plan 71 285,354 665,796 396,183 64,058 16,063,286 11,208,885 229,328 1,400,000 30,312,890 (587,260) 2,670,321 2,083,061 0.0% 0.0% 0.0% 0.0% -3.5% 31.3% 0.0% 0.0% 7.4% City of Flagstaff, AZ Schedule 6: Appropriations By Fund FUND/DEPARTMENT AIRPORT FUND General Administration Community Development Management Services Public Works Water Utility Non-departmental Contingency ESTIMATED ADOPTED ACTUAL ACTUAL BUDGETED EXPENDITURES/ EXPENDITURES/ EXPENDITURE/ EXPENSES EXPENSES EXPENSE 2001-2002 2002-2003 2002-2003 $ ENVIRONMENTAL SERVICES FUND General Administration Community Development Management Services Public Works Water Utility Non-departmental Contingency STORMWATER UTILITY FUND Community Development Non-departmental Contingency Total Enterprise Funds EXPENDABLE TRUST FUNDS VOLUNTEER FIREMEN'S PENSION TOTAL ALL FUNDS Annual Financial Plan $ PROPOSED BUDGETED EXPENDITURE/ EXPENSE CHANGE % 2003-2004 (BUDG-BUDG) CHANGE 135,486 88,296 115,261 8,304,183 40,419 4,964 8,688,609 51,638 72,839 149,072 6,668,682 1,037 48,704 6,991,972 51,638 72,839 149,072 8,795,262 1,037 48,704 9,118,552 51,638 72,839 149,072 6,207,086 1,037 48,704 6,530,376 (2,588,176) (2,588,176) 0.0% 0.0% 0.0% -29.4% 0.0% 0.0% -28.4% 101,029 106,060 207,193 5,946,776 103,381 23,735 6,488,174 152,264 99,022 186,687 6,747,011 68,266 115,030 7,368,280 152,264 99,022 186,687 7,349,538 68,266 115,030 1,500,000 9,470,807 152,264 99,022 186,687 8,349,164 68,266 115,030 4,690,000 13,660,433 999,626 3,190,000 4,189,626 0.0% 0.0% 0.0% 13.6% 0.0% 0.0% 212.7% 44.2% 34,261,430 36,838,446 464,212 50,000 514,212 47,333,400 659,534 40,560 10,000 710,094 51,213,793 195,322 40,560 (40,000) 195,882 3,880,393 42.1% -80.0% 38.1% 8.2% 7,200 7,200 7,200 7,200 103,588,414 109,012,301 145,283,541 156,313,213 72 11,029,672 0.0% 7.6% City of Flagstaff, AZ Schedule 7: Appropriations By Department CITY OF FLAGSTAFF BUDGET BY DEPARTMENT AND DIVISIONS COMPARISON OF FISCAL YEAR 2003 AND 2004 (WITH ACTUAL FOR FISCAL YEAR 2002) ESTIMATED ADOPTED ACTUAL ACTUAL BUDGETED EXPENDITURES/ EXPENDITURES/ EXPENDITURE/ EXPENSES EXPENSES EXPENSE 2001-2002 2002-2003 2002-2003 GENERAL ADMINISTRATION City Manager City Clerk Capital Improvement City Court Law Human Resources Risk Management Tourism - Gen. Admin. Visitor Services TOTAL COMMUNITY DEVELOPMENT Community Development Admin. Engineering Building Inspection Community Redevelopment Planning Stormwater Utility Stormwater Capital Drainage Transportation Debt Service-4th Street Urban Design Streetscape Flag Urban Trails System Arts and Science Metro Planning Organization TOTAL $ 705,331 309,029 475,530 1,335,400 818,598 992,888 300,062 4,936,838 722,440 190,619 (177,216) 1,457,575 888,777 355,000 107,463 1,037,830 248,417 4,830,905 777,656 237,259 (127,296) 1,537,634 890,690 355,000 107,463 1,273,472 461,316 5,513,194 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2003-2004 768,467 346,487 (181,211) 1,695,388 916,463 409,353 114,568 1,229,816 501,867 5,801,198 CHANGE % (BUDG-BUDG) CHANGE (9,189) 109,228 (53,915) 157,754 25,773 54,353 7,105 (43,656) 40,551 288,004 -1.2% 46.0% 42.4% 10.3% 2.9% 15.3% 6.6% -3.4% 8.8% 5.2% 330,843 1,707,712 737,175 1,649,110 1,191,352 2,895,470 2,888,435 75,547 221,855 177,882 345,217 130,357 12,350,955 233,655 1,547,961 898,328 1,038,920 1,025,951 1,116,015 8,057,817 114,452 386,714 892,660 381,144 309,065 16,002,682 381,311 1,950,545 749,519 2,012,172 1,176,386 464,212 4,445,072 11,284,832 114,452 781,975 1,920,150 402,699 265,666 25,948,991 207,195 1,490,729 918,103 2,380,271 1,111,840 444,534 215,000 5,052,738 12,715,274 1,750,000 87,911 1,389,615 2,417,590 373,340 298,126 30,852,266 (174,116) (459,816) 168,584 368,099 (64,546) (19,678) 215,000 607,666 1,430,442 1,750,000 (26,541) 607,640 497,440 (29,359) 32,460 4,903,275 -45.7% -23.6% 22.5% 18.3% -5.5% -4.2% 13.7% 12.7% -23.2% 77.7% 25.9% -7.3% 12.2% 18.9% MANAGEMENT SERVICES Human Resources Information Systems Management Services Admin. Finance/Budget Sales Tax & Licensing Library Library Grants TOTAL 439,985 971,574 758,477 552,557 451,081 2,192,833 189,160 5,555,667 945,860 675,666 685,507 471,952 2,701,180 739,199 6,219,364 1,001,492 694,765 691,468 473,360 2,696,543 706,870 6,264,498 1,160,240 749,129 736,523 493,043 2,467,065 900,334 6,506,334 158,748 54,364 45,055 19,683 (229,478) 193,464 241,836 15.9% 7.8% 6.5% 4.2% -8.5% 27.4% 3.9% FIRE DEPARTMENT 6,267,283 7,411,827 7,740,544 6,984,231 (756,313) -9.8% POLICE DEPARTMENT Police Police Grants TOTAL 9,236,760 554,052 9,790,812 10,303,474 430,934 10,734,408 10,439,302 398,698 10,838,000 11,237,271 830,784 12,068,055 Annual Financial Plan 73 797,969 432,086 1,230,055 7.6% 108.4% 11.3% City of Flagstaff, AZ Schedule 7: Appropriations By Department ESTIMATED ADOPTED ACTUAL ACTUAL BUDGETED EXPENDITURES/ EXPENDITURES/ EXPENDITURE/ EXPENSES EXPENSES EXPENSE 2001-2002 2002-2003 2002-2003 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2003-2004 CHANGE % (BUDG-BUDG) CHANGE PUBLIC WORKS Public Works Administration $ USGS Facilities Parks Fleet Services Cemetery Public Facilities Maintenance Recreation Street Maintenance & Repairs Street Const. & Reconstruction Transportation CIP Street & Highway User Rev Bonds Airport Debt Service - Airport Environmental Services Recreation-BBB TOTAL 166,042 241,915 1,794,645 252,592 162,844 709,308 2,058,449 2,632,927 7,793,123 572,790 2,391,679 7,929,969 345,400 5,786,488 1,325,551 34,163,722 177,653 888,301 1,952,066 56,974 195,941 686,153 2,256,906 2,980,342 5,183,204 2,440,302 2,421,860 6,304,482 299,818 6,519,395 3,707,914 36,071,311 178,881 991,950 2,477,851 205,156 1,012,709 2,723,098 3,500,351 7,528,695 7,530,606 2,512,623 8,430,799 300,081 7,121,922 5,677,827 50,192,549 192,551 770,450 2,351,227 273,772 962,863 2,752,496 3,305,812 4,399,335 13,935,500 2,034,836 5,845,032 297,672 8,121,548 2,251,381 47,494,475 13,670 (221,500) (126,624) 68,616 (49,846) 29,398 (194,539) (3,129,360) 6,404,894 (477,787) (2,585,767) (2,409) 999,626 (3,426,446) (2,698,074) 7.6% -22.3% -5.1% 33.4% -4.9% 1.1% -5.6% -41.6% 85.1% -19.0% -30.7% -0.8% 14.0% -60.3% -5.4% UTILITIES Administration Lake Mary Water Plant Customer Service Water Distribution System Booster Stations Betterments & Imp. Water Dist Betterments & Imp. Water Prod Wastewater Treatment Wastewater Collection Wastewater Monitoring Reclaim Water Plant Wastewater Treatment Imp Wastewater Collection Imp Debt Service - Water Debt Service - Sewer TOTAL 606,622 3,076,702 544,091 935,392 45,349 563,098 4,817,871 1,411,030 599,998 302,512 856,017 268,276 534,367 1,478,859 1,290,506 17,330,690 712,465 3,244,828 640,816 970,547 46,923 1,820,638 4,476,962 1,492,501 726,492 253,660 808,549 402,683 1,472,599 2,125,888 1,731,587 20,927,138 823,384 3,251,618 645,448 970,369 65,008 3,079,692 5,381,871 1,434,879 747,051 257,248 917,789 1,757,896 1,672,266 2,522,819 1,751,435 25,278,773 1,157,897 3,568,321 699,240 1,004,591 53,095 5,498,309 1,891,500 2,393,014 829,193 298,464 2,316,768 3,639,514 2,279,996 1,731,932 27,361,834 334,513 316,703 53,792 34,222 (11,913) 2,418,617 (3,490,371) 958,135 82,142 41,216 (917,789) 558,872 1,967,248 (242,823) (19,503) 2,083,061 40.6% 9.7% 8.3% 3.5% -18.3% 78.5% -64.9% 66.8% 11.0% 16.0% -100.0% 31.8% 117.6% -9.6% -1.1% 8.2% NON-DEPARTMENTAL Council & Commissions Contributions to Other Agencies Non-Departmental Real Estate Proceeds Firemen's Pension G.O. Bond - Debt Service Special Assessments Bonds General Fund Capital Projects Economic Development TOTAL 152,139 1,015,526 3,217,034 408,584 7,200 1,731,044 299,351 5,788,006 315,168 12,934,052 131,860 729,349 2,695,155 250,000 7,200 1,892,151 301,272 104,503 453,176 6,564,666 139,870 752,188 4,519,739 785,000 7,200 1,893,731 301,274 136,590 456,400 8,991,992 184,053 760,016 7,296,127 685,000 7,200 2,018,456 302,568 446,400 11,699,820 44,183 7,828 2,776,388 (100,000) 124,725 1,294 (136,590) (10,000) 2,707,828 31.6% 1.0% 61.4% -12.7% 0.0% 6.6% 0.4% -100.0% -2.2% 30.1% 258,395 250,000 4,515,000 7,545,000 3,030,000 67.1% 103,588,414 109,012,301 145,283,541 156,313,213 11,029,672 7.6% RESERVES/CONTINGENCIES GRAND TOTAL $ This schedule includes the entire budgetary responsibility of the division without regard to funding source. Operating revenue transfers provide the level of accountability for division managers and department heads. Annual Financial Plan 74 City of Flagstaff, AZ Schedule 8: Equipment CITY OF FLAGSTAFF SUMMARY OF CAPITAL EQUIPMENT FISCAL YEAR 2003-2004 DIV # DIVISION CAPITAL EQUIPMENT 11 LIBRARY OFFICE EQUIPMENT/FURNITURE 21 FIRE 22 CARRYFWD 2002-2003 18,394 18,394 SCBA REPLACEMENT - SPECIAL OPERATIONS CHEMICAL HAZ-MAT DETECTOR - 63,000 19,840 POLICE FLEET-REPLACEMENT PATROL SEDANS AUTOMATED DISPATCH SERVER LOGGIN RECORDER - 97,500 81,500 49,000 23 POLICE GRANTS MOTORCYCLES (3) - 43,613 26 PARKS WALKWAYS/RAMPS/STAIRS - UNIV HIGHLANDS WALKWAY/PICNIC TABLE PADS - MCPHERSON ENTRY STAIRS - SMOKERISE PARK DUGOUTS AT LL MAJOR FIELD - THORPE BACKSTOP & FENCES AT LL FIELD - GUADALUPE TENNIS & BASKETBALL COURT RESURFACING BACKSTOP/OUTFIELD AT LL MINOR FIELDS -CONT. 1 TON DUMP BED TRUCK - FLEET 3/4 TON 4X4 TRUCK - FLEET - 28,950 5,050 5,050 9,400 10,000 32,600 20,000 29,800 27,000 28 CEMETERY BACKHOE - FLEET COLUMBARIUM - 85,000 18,000 29 FACILITIES MAINTENANCE SOIL REMEDIATION 20,000 20,000 30 RECREATION DRIVEWAY, CURB AND SIDEWALK REPAIRS - ADULT CNTR DEHUMIDIFIER - ACTIVITY CENTER PHONE LINES ROOF - FLAG REC CENTER POOL DECKS BASKETBALL COURT FLOORS 36,500 14,200 32,000 73,600 25,800 13,500 36,500 14,200 32,000 73,600 25,800 32 STREET MAINT & REP FLEET-STREET SWEEPER FLEET - STREET SWEEPER FLEET - STREET SWEEPER COMMERCIAL TRUCK PLOWS LED TRAFFIC BULBS 2500 GALLON WATER TANK CINDER BOX REPLACEMENTS INSTALL RECLAIM WATER TO WASH RACK END DUMP TRAILER REPLACEMENT FOR 99 CLEMENT 148,000 - 150,000 150,000 148,000 17,000 35,175 19,000 37,500 18,000 40,000 38 AIRPORT AIRCRAFT RESCUE/FIREFIGHTING VEHICLE FLEET - SEDAN REPLACEMENT LEASE PAYMENTS - ALPHA HANGAR LOAN PAYMENTS - ECHO HANGAR LEASE PAYMENTS - NEW HANGARS - 944,550 18,000 34,639 54,949 50,000 Annual Financial Plan 75 $ BUDGET 2003-2004 City of Flagstaff, AZ Schedule 8: Equipment DIV # DIVISION CAPITAL EQUIPMENT 41 ENVIRONMENTAL SVCS METHANE GAS MITIGATION VADOSE ZONE WELL EXTENSIONS METHANE MONITORING WELLS RESIDENTIAL SIDE LOADER RESIDENTIAL SIDE LOADER COMMERCIAL TOP LOADER ROLL OFF VEHICLE LANDFILL TRASH COMPACTOR STATION SURVEY EQUIPMENT DOZER BLADE/RAKE COMPACTOR REBUILD TREE CLEARING WIND BLOWN LITTER FENCE 42 UTILITIES WILDLIFE VIEWING AREA 47 LAKE MARY WTR PLAN LAKE MARY WELL MAINTENANCE AGREEMENT WM WELL MAINTENANCE AGREEMENT ULM DAM IMPROVEMENTS BASIN PUMP SYSTEM POWER GENERATOR SCADA - UPS UNIT LOCAL WELL MAINTENANCE AGREEMENT PHONE SYSTEM 49 WTR DISTR SYSTEM 51 CARRYFWD 2002-2003 35,000 15,000 23,000 120,000 40,000 45,000 52,000 15,000 35,000 176,000 176,000 175,000 134,000 425,000 18,000 45,000 120,000 40,000 45,000 - 10,000 6,500 130,000 210,000 20,000 16,000 48,500 10,000 60,000 6,500 WATER METERS, BOXES, VAULTS FIRE HYDRANTS & FIRE HYDRANT EXT. MAIN LINE PIPE AND VALVES - 79,000 7,000 5,000 BETTRMTS & IMP WATER RADIO READ METERS - 300,000 52 WATER PRODUCTION WATER SYSTEM OPTIMIZATION WATER SYSTEM VULNERABILITY 112,500 - 112,500 29,000 53 WW TREAT PLANT INFLUENT FLOW METER REPLACE SHOP ROLL UP DOOR HEADWORKS HEATER PHONE SYSTEM BLOWER MODIFICATION 15,000 28,500 29,300 5,500 6,875 15,000 28,500 54 WSTWTR COLLECTION CAMEL - HYDRO-VAC REPLACEMENT 57 WSWTR TREATMENT WW OPTIMIZATION WILDCAT BOILER WILDCAT CRACK/CHIPSEAL RIO PLANT UPS RESERVE FOR PLANT ENGINEERING WILDCAT SEPS PUMP 65 CITY COURT FLEET - POLICE SEDAN 66 NON-DEPARTMENTAL COLOR /BLACK & WHITE NETWORK COPIER AS400 ISERIES MODEL 810 CISCO CORE SWITCH - REPLACEMENT HP DESIGNJET LARGE FORMAT PRINTER (GIS) TRIMBLE GEOXT GPS (SUBMETER) WITH ARCPAD HERITAGE SQUARE CANOPY MOBILE DATA COMPUTER SYSTEM - PD TOTAL Annual Financial Plan $ BUDGET 2003-2004 275,000 $ 76 204,500 30,000 64,169 204,500 43,709 50,000 23,185 30,000 64,374 - 24,375 20,000 - 20,000 140,000 120,000 12,000 5,000 21,245 350,000 1,127,663 6,544,173 City of Flagstaff, AZ Schedule 9: CIP CITY OF FLAGSTAFF SUMMARY OF CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2003-2004 DIV # 11 CARRYFWD 2002-2003 $ - BUDGET 2003-2004 100,000 40,000 REMODEL USGS BUILDING 2 - 150,000 PARKS LAND ACQUISITION - GUADALUPE - 200,000 FACILITIES MAINTENANCE ADA IMPROVEMENTS 184,023 184,023 169,355 577,891 - 49,877 15,000 1,601,071 1,804,354 152,400 155,155 306,478 315,000 DIVISION LIBRARY PROJECT AIR CONDITIONER FOR MAIN LIBRARY REMODEL BATHROOMS AT MAIN LIBRARY 20 USGS 26 29 30 RECREATION ADA/RECREATION FACILITY RENOVATION 33 STREET CONSTRUCTION RESERVE FOR IMPROVEMENTS ANNUAL SIDEWALK REPLACEMENT PGM ANNUAL STREET MAINTENANCE PGM SUNNYSIDE NEIGHBORHOOD IMPROVEMENTS SOUTHSIDE TRAFFIC CIRCULATION ANNUAL ADA IMPROVEMENTS BUS PULLOUTS ENTERPRISE/BUTLER 34 DRAINAGE RIO DE FLAG FLOOD CONTROL 3,315,740 5,052,738 35 4TH STREET OVERPASS FOURTH ST RAIL CROSSING 3,078,207 10,699,075 37 AIRPORT CAPITAL PROJ DESIGN/BUILD BOX HANGARS AND SHADE NEW MASTER PLAN AND NOISE STUDY DESIGN/CONSTRUCT FIRE STATION DESIGN/CONSTRUCT RUNWAY EXTENSION 1,838,144 375,726 2,524,144 266,436 702,315 375,726 41 ENVIRONMENTAL SERVICES MATERIALS RECYCLING FACILITY SITE ENTRY LANDFILL CLOSURE SETASIDE 240,000 - 320,000 500,000 47 LAKE MARY WTP INNER BASIN PIPE LAND ACQUISITION FUND - 129,382 20,000 51 BETTRMTS & IMP WATER AMBERWOOD BOOSTER STATION AGASSIZ/DUPONT/VERDE WATERLINE COCONINO AVE. WATERLINE LUCKY LANE WATERLINE SUNNYSIDE PHASE II SUNNYSIDE PHASE III MALL INFRASTUCTURE PROJECT FOXGLENN/SKYVIEW WATERLINE BLACK BART/SINGAUA HEIGHTS WATERLINE RESERVE FOR REPLACEMENTS HUMPHREYS WATERLINE 154,771 107,590 13,669 993,573 - 318,262 167,595 130,657 33,473 993,573 1,339,231 401,084 861,862 830,703 115,927 5,942 52 BET & IMP WTR DIST TOWN WELL #5 WOODY MTN ARSENIC REMOVAL - 1,500,000 250,000 57 WSTWTR TREATMENT IMP WC UPGRADE/RECLAIM CONN LOADOUT STATION - 1,851,000 50,000 Annual Financial Plan 77 City of Flagstaff, AZ Schedule 9: CIP DIV # DIVISION PROJECT 58 WSTWTR COLLECTION IMP SECOND STREET SEWER REPLACEMENT ARROWHEAD/MT VIEW SEWER RECLAIM HYDRANTS NAU RECLAIM SYSTEM SILER HOMES RECLAIM EXTENSION MALL INFRASTRUCTURE RIO OUTFALL RESERVE FOR IMPROVEMENTS CHRISTENSEN SCHOOL RECLAIM EXTENSION HUMPHREYS SEWER 65 CITY COURT REMODEL OF COURTHOUSE 66 NON-DEPARTMENTAL 67 CARRYFWD 2002-2003 200,000 105,547 5,835 200,000 845,077 77,064 707,565 252,938 406,084 236,402 87,000 821,549 5,835 26,105 26,105 HEIL PURCHASE DOWNTOWN REDEVELOPMENT 1,487,000 455,000 3,572,000 REAL ESTATE PROCEEDS ACQUISITION OF OPEN SPACES 535,000 685,000 74 STREETSCAPE SPECIAL PROJECTS RIO DE FLAG CORRIDOR ENHANCEMENTS OPEN SPACE RESTORATION & ENHANCEMENTS RT 66 - ELDEN TO SAN FRANCISCO RT 66 - FANNING TO SPUR RT 66 - ENTERPRISE TO ARROWHEAD US 89 RAILHEAD TO SNOWFLAKE REDEVELOPMENT OPPORTUNITY FUND ADOT TI AND GATEWAY 50,000 40,000 25,000 150,000 30,000 20,000 150,854 288,261 575,500 50,000 100,000 75 FLAGSTAFF URBAN TRAIL FUTS - ROW AND OPEN SPACE OPPORTUNITY FUTS - CRESCENT TO CHESHIRE FUTS - BOW AND ARROW WASH FUTS - US 180 SECHRIST TO FREMONT FUTS - HOSPITAL LINK - FOREST TO BEAVER FUTS - TUNNEL SPRINGS TRAIL FUTS - MCMILLAN MESA SYSTEM FUTS - DOWNTOWN RIO CORRIDOR FUTS - LONE TREE CORRIDOR FUTS - BNSF TRAIL, WEST VILLAGE TO RIO FUTS - LAKE MARY RD; BEULLAH TO PONDEROSA 175,000 160,000 250,000 150,000 100,000 398,963 105,376 750,000 48,825 75,000 114,425 80,436 361,945 142,620 240,000 85 VISITOR SERVICES VISITOR CENTER RENOVATIONS 211,280 211,280 91 RECREATION-BBB TAX THORPE PARK IMPROVEMENTS THOMAS FIELD IMPROVEMENTS AQUATIC CENTER DESIGN 35,661 389,222 - 1,719,167 394,831 104,383 92 TRANSPORTATION CIP SOLIERE AVENUE EXTENSION COUNTRY CLUB DR WIDENING EMPIRE AVENUE EXTENSION TRANSPORTATION PLANNING & PROGRAMMING MISC BIKE/PED MISC SAFE TO SCHOOL HUNTINGTON DRIVE IMPROVEMENTS EAST FLAGSTAFF GATEWAY BEULAH BLVD EXTENSION THOMAS/LOCKETT INTERSECTION 200,000 619,588 482,500 439,004 - 419,894 627,718 1,622,558 521,955 221,889 683,518 539,081 8,648,887 500,000 150,000 99 STORMWATER CAPITAL PROJECTS 6TH AVENUE DETENTION BASIN - 215,000 $ 16,032,540 63,855,359 TOTAL Annual Financial Plan 78 $ BUDGET 2003-2004 City of Flagstaff, AZ Schedule 10: Debt Service CITY OF FLAGSTAFF DEBT SERVICE REQUIREMENTS FISCAL YEAR 2003-2004 ORIGINAL ISSUE GENERAL FUND [70] Existing Debt: G.O. Series '97 2001 Parks & Recreation UTILITIES FUNDS [59,60] Existing Debt: G.O. Series '91B G.O. Series '93 State Revolving Loan G.O. Bonds '97 G.O. Series 2001 WIFA 2002 AIRPORT FUND [39] Existing Debt: G.O. Airport STREETS FUNDS [36] Existing Debt: Jr. Lien Rev Bonds, Series '92 G. O. Series 2003 Proposed Debt: HELP LOAN 4TH STREET [87] Proposed Debt: 4th Street SPECIAL ASSESSMENT DISTRICTS [96] Existing Debt: Downtown (001) Bow and Arrow (002) OTHER DEBT (20) Existing Debt: USGS Total Debt Service Requirements Annual Financial Plan $ OUTSTANDING 07/01/2003 PRINCIPAL INTEREST FISCAL CHARGES TOTAL REQUIREMENTS 9,500,000 3,100,000 12,600,000 4,385,000 3,100,000 7,485,000 1,670,000 1,670,000 206,580 141,001 347,581 320 555 875 1,876,900 141,556 2,018,456 924,240 6,000,000 6,000,000 8,000,000 13,820,000 6,775,760 41,520,000 204,064 1,580,000 3,197,726 7,815,000 11,455,000 6,537,329 30,789,119 430,000 309,645 1,555,000 246,889 2,541,534 30,053 210,073 108,787 381,580 495,333 231,912 1,457,738 650 550 9,593 273 1,590 12,656 30,703 640,623 428,025 381,853 2,051,923 478,801 4,011,928 3,450,000 3,450,000 1,675,000 1,675,000 225,000 225,000 72,432 72,432 240 240 297,672 297,672 5,580,000 9,375,000 5,580,000 9,210,000 1,410,000 341,673 265,477 636 550 342,309 1,676,027 3,000,000 17,955,000 3,000,000 17,790,000 1,410,000 16,500 623,650 1,186 16,500 2,034,836 25,000,000 25,000,000 25,000,000 25,000,000 500,000 500,000 1,250,000 1,250,000 - 1,750,000 1,750,000 1,525,000 720,000 2,245,000 390,000 554,000 944,000 190,000 69,000 259,000 16,815 25,455 42,270 550 648 1,198 207,365 95,103 302,468 4,700,000 4,700,000 4,445,000 4,445,000 265,000 265,000 197,199 197,199 3,240 3,240 465,439 465,439 $ 107,470,000 88,128,119 6,870,534 3,990,870 19,395 10,880,799 79 City of Flagstaff, AZ Schedule 11: Leases CITY OF FLAGSTAFF CAPITAL LEASES AND LOANS EXCLUDING DEBT SERVICE FISCAL YEAR 2003-2004 DEPT ITEM DESCRIPTION 2003-04 2004-05 2005-06 2006-07 2007-17 TOTAL EXISTING: 38 West T-Hangars ($295,000) 38 $ 34,639 - - - - 34,639 Airport Hangar Loan-ADOT ($600,000) 54,949 54,949 54,949 54,949 522,017 741,813 Total Existing Capital Leases/Loans 89,588 54,949 54,949 54,949 522,017 776,452 50,000 264,034 265,221 264,715 3,123,564 3,967,534 $ 139,588 318,983 320,170 319,664 3,645,581 4,743,986 PROPOSED: 38 Hangar Construction ($2,586,000) Total Capital Leases/Loans Budgeted Annual Financial Plan 80 City of Flagstaff, AZ Schedule 12:Summary of Activity CITY OF FLAGSTAFF SUMMARY OF ALL FISCAL ACTIVITY Sources of Funds Total Beginning Fund Balance Revenues Total Funds Available Use of Funds Departments General Administration Management Services Community Development Fire Police Public Works Utilities Non-Departmental Contingency Total Departments Debt Service G.O. Bonds Transportation Street & Highway Revenue Bonds Airport Special Assessment Districts USGS Utilities Total Debt Service Other Activities General Fund Capital Projects Parks Bond Projects Total Other Activities Total Appropriations Excess (Deficiency) of Revenues over Appropriations Ending Fund Balances General Fund Special Revenue Funds: Library Streets Transportation Beautification Economic Development Tourism Arts & Science Recreation Real Estate Proceeds Comm Redevelopment Metro Planning Org Debt Service Funds: G.O. Bond Fund Sec. Property Tax Special Assessment Capital Projects Funds: General Fund Enterprise Funds: Utilities Operating Bonds Environmental Services Airport Operating Airpark Proceeds Stormwater Utility Expendable Trust Funds Total Ending Fund Balance Annual Financial Plan Actual 2000-2001 Budget 2001-2002 Estimate 2001-2002 Budget 2002-2003 $ 73,610,775 105,036,542 178,647,317 74,846,768 106,950,770 181,797,538 75,058,903 127,170,154 202,229,057 93,216,756 108,502,196 201,718,952 4,936,838 5,555,667 12,350,955 6,267,283 9,790,812 30,101,092 14,561,325 5,306,959 258,395 89,129,326 5,975,593 6,264,498 25,948,991 7,740,544 10,838,000 41,239,619 21,004,519 6,197,998 4,515,000 129,724,762 4,830,905 6,219,364 16,002,682 7,411,827 10,734,408 29,176,080 17,069,663 4,420,260 250,000 96,115,189 5,801,198 6,506,334 29,102,266 6,984,231 12,068,055 42,445,147 23,349,906 9,378,896 7,545,000 143,181,033 1,539,736 2,391,679 345,400 299,351 2,769,365 7,345,531 1,893,731 2,512,623 300,081 301,274 462,399 4,274,254 9,744,362 1,738,631 2,421,860 299,818 301,272 465,639 3,857,475 9,084,695 2,018,456 1,750,000 2,034,836 297,672 302,468 465,439 4,011,928 10,880,799 5,788,006 1,325,551 7,113,557 103,588,414 136,590 5,677,827 5,814,417 145,283,541 104,503 3,707,914 3,812,417 109,012,301 2,251,381 2,251,381 156,313,213 1,448,128 (38,332,771) 18,157,853 (47,811,017) 16,749,852 5,840,606 18,204,628 5,637,376 1,012,855 7,915,279 6,878,044 1,320,642 188,344 799,159 162,235 5,833,623 1,099,087 461,601 - 266,387 676,021 3,524,352 62,276 108,472 285,152 123,659 1,029,947 785,140 314 - 564,830 5,345,185 27,275,704 1,483,815 141,946 744,671 165,026 3,081,616 1,021,900 545,036 - 166,853 1,314,625 12,957,612 75,956 103,327 234,578 114,234 1,578,534 664,250 6,872 - 11,781 313,239 356,737 8,449 372,914 289,301 12,081 357,631 453,031 12,381 942,459 383,874 425,203 29,839 - - 25,976,281 4,926,074 19,835,606 2,372,080 28,886,683 4,301,521 18,089,501 2,486,308 16,050 386,185 226,632 16,248 387,822 272,705 226,707 15,367 394,185 221,900 15,508 400,085 1,906 219,500 $ 75,058,903 36,513,997 93,216,756 45,405,739 81 City of Flagstaff, AZ Annual 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 provide expertise and efficient, responsible management of resources to deliver a quality program and projects that improve the community of Flagstaff. 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. The mission of Visitor Services is to provide to visitors on a daily basis the most complete information on tourism opportunities in Flagstaff and Northern Arizona. Annual Financial Plan 83 City of Flagstaff, AZ Annual Financial Plan 84 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 01 Coordinating the development, design, layout, and distribution of Cityscape four times a year. Cityscape produced on times four times a year. Maintaining or expanding televised City Council Work Sessions on Cable Channel 4 to community. Coordinated with Videographer and NAU to provide televised work sessions. Maintained 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. Four neighborhood meetings held. Asked for citizen feedback on City services/programs to measure improvements and/or deficiencies through a citizen survey at least annually. One survey completed and results reported to Council and the community. Improved the City’s efforts at educating and involving employees as an information source. Used emails, meetings, and handouts to advise employees of City issues and activities. MISSION 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 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. FY04 GOALS AND OBJECTIVES FY03 GOALS/OBJECTIVES AND RESULTS Kept 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. Completed with Cityscape, press releases, PIO reports on local media and news reports. Maintained 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. Maintained TV reports to community. Maintaining and/or increasing City radio reports providing information to the community about City programs and services. Radio reports were reduced slightly when one radio station left the Flagstaff market. Holding annual meetings with local news agency representatives to evaluate and enhance methods of City communication to community. Held meetings with Channel 2 and Arizona Daily Sun. Maintained or improved communication dissemination to citizens by: Improving and updating the City web page with current information on programs and services. Provided timely updates to Web site and added some new material. Annual Financial Plan CITY MANAGER GOAL: ORGANIZATIONAL SUPPORT OBJECTIVES: 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. 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. 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. 85 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 01 Coordinating the development, design, layout, and distribution of Cityscape four times a year. Maintaining or expanding televised City Council Work Sessions on Cable Channel 4 to community with some pre-meeting announcements and interviews. 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. 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 annual meetings with local news agency representatives to evaluate and enhance methods of City communication to the community. Maintain or improve communication dissemination to citizens by: Improving and updating the City web page with current information on programs and services. PERFORMANCE INDICATORS 50 reports/year 120 reports/year (1) CY03 OR FY04 (EST) 50 reports/year 100 reports/year (1) 2 meetings – all agencies 1 meeting all agencies Added 6 new information elements Develop a plan for transition to egovernment and added 5 new pages Hire new Web/ hosting provider to up date look, with all information current and the ability for city staff to provide updates to the site. 6 times/year 4 times/year 4 times/year 47 times/year 48 times/year 48 times/year 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. (1) Decrease due to budget reductions. Hold twice yearly meetings with local news agency representatives to evaluate and enhance methods of City communications to community Improve and update City web page with new information on programs and services Coordinate the development, design, layout, and distribution of Cityscape Maintain or expand televised City Council work Sessions on Cable Channel 4 to community Annual Financial Plan CITY MANAGER 86 50 reports/yr 150 reports/year 1 meeting – 3 agencies CY02 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 01 CITY MANAGER CY01 CY02 CY03 OR FY04 (EST) 4 times/year 4 times/year 4 times/year 1 survey completed 1 survey completed Development Stage City Manager quarterly meetings started, employee focus groups, emails and flyers. 1 survey completed At least 4 quarterly meetings with employees and focus groups. Maintain or increase number of informational emails and or flyers PERFORMANCE INDICATORS 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 implement methods to distribute information to employees and get their feedback on key city programs or services EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 507,089 177,928 20,314 $ 705,331 Adopted Budget 2002-2003 $ 583,451 180,020 14,185 $ 777,656 Estimated Expenditures 2002-2003 $ 576,455 137,953 8,032 $ 722,440 Adopted Budget 2003-2004 $ 593,047 167,560 7,860 $ 768,467 Budget-Budget Variance $ 9,596 (12,460) (6,325) $ (9,189) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PUBLIC INFORMATION CUSTOMER SERVICE TOTAL $ 555,455 128,768 21,108 705,331 $ 623,356 108,650 45,650 777,656 $ 601,141 78,808 42,491 722,440 $ 628,067 96,350 44,050 768,467 $ 4,711 (12,300) (1,600) (9,189) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 455,853 32,567 78,737 116,731 21,365 63,214 768,467 COMMENTARY: The City Manager's operating budget has decreased 2% and there are no capital expenditures. Personal Services increases of 2% reflect employee merit increases as well as an increase in the cost of health insurance, and retirement contributions. There is no major capital (>$10,000) for this division. Annual Financial Plan 87 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 02 Executive Management Team (EMT) Policy Committee. Revised and published Council Candidate Handbook and Agenda Process Handbook: The Council Candidate Handbook and the Agenda Process Handbooks were revised and published. Assisted with City Website/E-Commerce Project: Established a Boards and Commissions Section on the City website. MISSION 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 FY03 Conducted a Special Election in November 2002, meeting all legal requirements. Limited staff maintained quality service through transition period before new City Clerk arrived. Improved communication within the department with weekly staff meetings and input in budget process. Initiated training opportunities for Deputy City Clerk. PROGRAM DESCRIPTION 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. FY04 GOALS AND OBJECTIVES GOAL: CUSTOMER SERVICE OBJECTIVES: Conduct a possible 2003 fall or 2004 spring Special Bond Election, ensuring all legal requirements are met. Conduct City 2004 Primary and General Elections, ensuring all legal requirements are met. Expand the City Clerk’s Office presence on the City’s web site, providing timely and accurate public information, including City Code, Minutes, Agendas and links to packet staff summaries. Revisit and amend the City’s Records Management Program to provide for proper maintenance and preservation of public records. Coordinate efforts to review, revise, and standardize policies contained in the Policy Manual, and publish and distribute the revised City Policy Manual. FY03 GOALS/OBJECTIVES AND RESULTS Conducted 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. Conducted 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. Assured 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. Implemented 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. Coordinated 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. Published and distribute revised City Policy Manual: This item has been referred to the Annual Financial Plan CITY CLERK 88 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 02 CITY CLERK PERFORMANCE INDICATORS All ordinances were codified within one week of their effective date All minutes prepared within three business days All notices of meetings of appointments to boards and commission members distributed within three business days Forward citizen requests for records to the responsible person or department for response or handling within one business day All records retained, stored and destroyed in compliance with federal and state laws, the City Charter, and established practices, policies and procedures on a monthly basis All public information provided on the City Clerk’s web site updated within five days of change Revise and publish Board and Commission Member Handbook updates on an annual basis Conduct all elections in accordance with legal requirements CY01 CY02 CY03 OR FY04 (EST) 100% 75% 100% N/A N/A 100% N/A N/A 100% 100% 100% 100% N/A 100% 100% N/A 75% 100% N/A 100% 100% N/A N/A 100% EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 157,208 150,013 1,808 $ 309,029 Adopted Budget 2002-2003 $ 166,094 58,030 3,150 9,985 $ 237,259 Estimated Expenditures 2002-2003 $ 161,587 19,350 1,622 8,060 $ 190,619 Adopted Budget 2003-2004 $ 176,862 166,740 2,885 $ 346,487 Budget-Budget Variance $ 10,768 108,710 (265) (9,985) $ 109,228 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ELECTIONS TOTAL $ 170,121 138,908 309,029 $ 190,259 47,000 237,259 $ 179,984 10,635 190,619 $ 189,012 157,475 346,487 $ (1,247) 110,475 109,228 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 268,988 5,642 20,683 31,233 5,714 14,227 346,487 COMMENTARY: The City Clerk's operating budget has increased 52% with no capital expenditures. Personal Services increases of 6% are due to employee merit increases, the increase in cost of health insurance and related retirement contribution increases. Contractual increases of 187% are due to the budget year of 2004 being an election year. There is no major capital (>$10,000) for this division. Annual Financial Plan 89 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 03 Completed construction plans and began construction of Sunnyside Phase III north side. Completed designs and obtained all right-of-way for Soliere Avenue Extension and Country Club Drive widening projects. Began construction of both projects in summer of 2003. Completed construction of Airport North Taxiway replacement and runway safety improvements. Completed numerous facilities remodeling projects including the Bank One Basement and the East Flagstaff library. Utilities projects completed include the Birch Avenue Sewer project and the US 180 water and sewer replacement project in conjunction with ADOT. Constructed Mt. Elden Middle and Killip Elementary Safe-to-School projects in conjunction with FUSD. Constructed majority of Lone Tree FUTS and Pine Knoll Safe-to-School (Kinsey Elementary) sidewalk project. Lake Mary Road FUTS: Beulah to Ponderosa Trail under design. Railroad FUTS: Thompson to Rio de Flag concept study in process. Corridor Studies: 1) Lone Tree Road and 2) West/Arrowhead are both in progress. Successfully formed the Citizens Transportation Advisory Committee (CTAC). Developed database, project prioritization and mapping for comprehensive five-year CIP that was adopted by CTAC and the City Council. CID fully staffed and moved to new offices in the Bank One Building at 100 West Birch Avenue. MISSION The Capital Improvements Division (CID) provides expertise and efficient, responsible management of resources to deliver a quality program and projects that improve the community of Flagstaff. PROGRAM DESCRIPTION The Capital Improvement Division in General Administration provides planning and project delivery for Capital Improvement Projects (CIP). The division is responsible for the planning, programming, design and construction of City facilities and infrastructure in a comprehensive fashion with appropriate public involvement. FY03 GOALS/OBJECTIVES AND RESULTS Coordinated the development of a comprehensive five- year capital program: 5 year Capital Program has been developed using established prioritization criteria with Department and public input. Enhanced project delivery through two-way communication with all City departments, City Council, and the public: All new projects have been developed using this new process. Conducted project scoping meetings, including both internal and external stakeholders, in order to identify and address all pertinent project issues at the earliest possible time: All new projects have been developed using this process. Conducted public meetings for major projects to engage the public and establish positive working relationships: Public meetings were held for 4th Street Railroad Crossing, Sunnyside Phase III, Birch Avenue Sewer Replacement, and the Multimodal Transportation program. FY04 GOALS AND OBJECTIVES GOAL: CAPITAL IMPROVEMENTS OBJECTIVES: Performance through Project Delivery System Delivery of Division Work Program Develop Performance Metrics Implement Capital Planning Process. Develop Division Strategic Initiatives for FY 03/04 ADDITIONAL ACCOMPLISHMENTS FY03 Fourth Street Rail Crossing project: Completed alternatives analysis, Phase I construction documents complete and Phase I advertising for construction bidding. Completed construction of Butler Avenue/Enterprise Road Reconstruction project 60 days ahead of schedule. Completed new USGS Astrogeology facility and demolished USGS Building 1. Successfully defended bid award lawsuit for Sunnyside Neighborhood Infrastructure Phase II (saving about $400,000) and began construction. Annual Financial Plan CAPITAL IMPROVEMENT GOAL: CUSTOMER SERVICE OBJECTIVE: Conduct public meetings for major projects to engage the public and establish positive working relationships. 90 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 03 CAPITAL IMPROVEMENT PERFORMANCE INDICATORS Percentage of Capital Projects delivered in accordance with accepted work program Develop performance metrics for Program Delivery Improve Delivery of Program and Improve Annual CIP Process Completion of identified Strategic Initiatives Document public meetings and their impact on projects: Number of public meetings conducted. CY00 CY01 CY02 OR FY03 (EST) 75% 87% 80% NA NA NA NA NA NA 6-04 6-04 75% N/A 12 6 EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 376,026 79,858 11,071 8,575 $ 475,530 Adopted Budget 2002-2003 $ (275,681) 108,295 40,090 $ (127,296) Estimated Expenditures 2002-2003 $ (276,633) 61,064 38,353 $ (177,216) Adopted Budget 2003-2004 $ (310,291) 104,130 24,950 $ (181,211) Budget-Budget Variance $ (34,610) (4,165) (15,140) $ (53,915) $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION $ PROJECT MANAGEMENT ADOT PROJECT COORDINATION HERITAGE SQ STAFF SUPPORT UNPLANNED/UNPROGAMED WORK ON TOTAL TOTAL $ 213,675 250,651 4,308 1,901 4,995 475,530 475,530 $ (520,268) 392,972 (127,296) (127,296) $ (573,710) 379,321 2,427 40 14,706 (177,216) (177,216) $ (619,161) 437,950 (181,211) (181,211) $ $ (181,211) (181,211) $ (98,893) 44,978 (53,915) (53,915) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Capital Management Division is allocated to the divisions it provides services for based on an hourly rate percentage. All costs plus the administrative overhead assigned to the divisions is allocated. There are no increases in the operating budget this year. Annual Financial Plan 91 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 04 HUMAN RESOURCES Revised the Personnel (201) filing system so that all personnel actions are included in the files. Completed. Implemented moral boosting events and contests. Completed. Automated the driver’s license review process with ADOT. Completed. MISSION 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. FY04 GOALS AND OBJECTIVES GOAL: CUSTOMER SERVICE OBJECTIVES: Establish a uniform process so that complaints are tracked to ensure resolution in a timely manner. Establish a comprehensive employee recognition program that incorporates all City recognition programs, i.e., City Manager’s Excellence Award, WOW, QSI. Annual Renewal Celebration – Celebrate each year to remind all employees of the importance of good 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. FY03 GOALS/OBJECTIVES AND RESULTS GOAL: ORGANIZATIONAL SUPPORT OBJECTIVES: Implement workforce development to include methodology to reduce employment through attrition and transfers. Streamline the on line employment application process so that it is more user friendly. Take Human Resources on the road. Human Resources staff will go to off-site locations once a month to meet with employees. Continue to automate the personnel action forms. Complete the implementation of HIPAA regulations. Develop Outplacement Program. Revised the performance evaluation form. Completed and new forms will be used effective 7/1/04. Training will be on going. Developed a customer service training program. Training program has been completed and training is on going. Revised job descriptions to include a statement that excellent customer service is a job requirement. Completed. Provided all new employees with an overview of expectations regarding customer service. Completed. Automation of Personnel Action Forms. The Police Department and Environmental Division have been automated with the rest of the departments to become automated in FY04. Reviewed compensation and benefits program to ensure the City is externally competitive within its financial capability. Completed and on going. ADDITIONAL ACCOMPLISHMENTS FY03 Implemented HIPAA/EDI Privacy Regulations. First Phase completed 4/30/03. Continued to revise handbook. Partially completed. Revised and implemented a new recruitment process for temporary employees for Parks and Recreation and snow removal. Completed. Automated process for employees to select Service Awards. Completed. Annual Financial Plan 92 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 04 HUMAN RESOURCES PERFORMANCE INDICATORS CY02 CY03 Working days for external recruitment Working days for internal recruitment Working days to reclassify positions Turnover Rates Number of employee grievances Number of grievances resolved before passing to management Performance Reviews Completed on schedule N/A N/A NA 11.7% NA NA NA N/A N/A 3 mo 10.13% 2 100% 75% CY03 OR FY04 (EST) 65 days 35 Days 2 mo 10% 1 100% 85% EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 313,873 98,424 27,688 $ 439,985 Adopted Budget 2002-2003 $ 254,127 76,568 24,305 $ 355,000 Estimated Expenditures 2002-2003 $ 254,941 76,009 24,050 $ 355,000 Adopted Budget 2003-2004 $ 268,733 116,415 24,205 $ 409,353 Budget-Budget Variance $ 14,606 39,847 (100) $ 54,353 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION RECRUITMENT AND SELECTION RISK MANAGEMENT COMPENSATION AND CLASS. TRAINING & DEVELOPMENT TOTAL $ 174,496 51,819 82,948 115 130,607 439,985 $ 192,583 53,867 200 108,350 355,000 $ 192,887 53,874 200 108,039 355,000 $ 200,329 60,253 200 148,571 409,353 $ 7,746 6,386 40,221 54,353 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 264,042 25,642 27,261 50,996 7,949 33,463 409,353 COMMENTARY: The Human Resources operating budget has increased 15% and there are no capital expenditures. There is an increase in Contractuals of $50,000 for Workforce Development training. Personal Services increases are due to employee merits, retirement contribution, and insurance costs. Annual Financial Plan 93 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 05 RISK MANAGEMENT Utilize “satisfaction response card” to be mailed to claimant’s (internal and external). Compare with ICMA benchmark. Obtain Associate in Claims Designations for Risk Manager and Assistant. MISSION 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: 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. PROGRAM DESCRIPTION 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. FY03 GOALS/OBJECTIVES AND RESULTS Progressed on three-year plan for updating City Safety Handbook: Hazard Communication, Hearing Conservation, Confined Space, Respiratory Protection, Lock-Out, and Tag-Out Policies have been drafted and beginning review process. Revised Accident Review Board regulations and employee accident reporting forms: Revisions continuing. Satisfaction Response Card mailed to claimants. Results to be compiled. City lost workday 1.8 compared to ICMA benchmark of 5.2 indicates successful return to work program. 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 State regulations, and City policies. Assure that divisions have access and are aware of resources risk management can provide. Emergency evacuation plans implemented and drill scheduled. ADDITIONAL ACCOMPLISHMENTS FY03 Liability claims – 58 closed during calendar year 2002. In excess of $21,000 collected in restitution in calendar year 2002. Risk Manager obtained Designation as a Certified Risk Manager. The goal of reducing number of claims by 5% was not met however severity as measured by lost workdays was reduced by 22%. FY04 GOALS AND OBJECTIVES GOAL: CUSTOMER SERVICE OBJECTIVES: To be responsive to both internal and external customers needs and requests. Annual Financial Plan 94 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 05 RISK MANAGEMENT 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 Manage Return to Work and Sick Industrial policy as measured by the number of lost workdays and compared with ICMA lost work day benchmark CY01 CY02 NA 12 inspections CY03 OR FY04 (EST) 12 inspections NA 5% 5% NA 10 meetings 11 meetings NA NA No greater than 5% variance. Satisfaction greater than benchmark 12 contacts/year 12/31/02 NA No greater than 5% variance. Satisfaction greater than benchmark 12 contacts/year 12/31/03 12 NA Conduct satisfaction survey and compare with ICMA performance benchmark NA Have contact with each division safety coordinator on a monthly basis Emergency evacuation plans written On site accident inspections, casualty and Work Completed NA EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ $ - Adopted Budget 2002-2003 $ 98,558 6,370 2,535 $ 107,463 Estimated Expenditures 2002-2003 $ 98,688 6,241 2,534 $ 107,463 Adopted Budget 2003-2004 $ 105,663 6,370 2,535 $ 114,568 Budget-Budget Variance $ 7,105 $ 7,105 $ $ $ $ $ $ $ $ 114,568 114,568 $ $ $ $ 114,568 114,568 EXPENDITURES BY PROGRAM: ADMINISTRATION TOTAL - 107,463 107,463 107,463 107,463 7,105 7,105 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: Risk Management has increased 6% and there are no capital expenditures. The increase is to Personal Services for employee merits, retirement contributions and insurance costs. Annual Financial Plan 95 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 07 resolving referendum issues related thereto, and handling lengthy and difficult negotiations involving diverse parties. Work is still pending in this area. MISSION 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. Redevelopment Continued oversight of condemnation actions for the Butler realignment, the Soliere extension, and the Country Club widening. Continued negotiations of development agreement affecting Purina expansion to provide Purina property tax advantages pursuant to government property lease excise tax (GPLET) statute In order to provide expansion and retention opportunities. Continued work on draft documents needed to move the mall redevelopment project forward and review drafts of documents seeking proposals for downtown conference center and hotel. Began work on legal issues and complexities of developing telecommunications fiber ring at the airport. Sunnyside Reconstruction successfully defended the City’s award of a construction contract for Sunnyside Phase II improvements, saving the City approximately $400,000 over the challenger’s bid. 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. FY03 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 FY03. 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. Ordinances, Resolutions, and Regulations Reviewed proposed ordinances on stormwater utility rates, impact fees, and valet parking Reviewed ordinances or resolutions pertaining to airport rezoning, LDC amendments, Open Space Commission, and McMillan Mesa amendments to regional plan. Claims, Litigation and Hearings Continued oversight of redistricting litigation Saw the conclusion of several claims with a potential for large dollar exposure Saw a marked increase in sales tax hearing. FY04 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. ADDITIONAL ACCOMPLISHMENTS FY03 Community Health & Welfare The office increased efforts in the water and sewer utilities areas by reviewing, drafting, or revising ordinances or resolutions pertaining to (1) reclaim water for residential use, (2) water conservation (3) wastewater amendments, (4) sale or use of reclaimed water, and (5) IGA with NAU on endocrine disrupters research. We also increased efforts in enforcement of discharge violations. We also continued work with YMCA, drafting an ordinance authorizing exchange of parcels, Annual Financial Plan LAW 96 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 07 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. LAW GOAL: FISCAL RESPONSIBILITY OBJECTIVES: Provide advice and guidance to reduce liability exposure and to reduce claims filed against the City of Flagstaff. PERFORMANCE INDICATORS Ordinances/Resolutions reviewed Contracts/Leases/Agreements reviewed Council meetings attended (Work/Regular/Special/Executive) New Cases Domestic Violence Cases Driving under the Influence (DUI) cases Juvenile Tobacco Cases Criminal Traffic Cases (excluding DUI) Sales Tax Cases Other Cases Underage Alcohol Cases Involving a Victim Pending DUI files at year end CY01 30/96 143 108 3075 415 579 N/A N/A N/A N/A N/A 693 239 CY02 20/90 135 120 4024 740 846 2 642 22 1352 135 714 175 EST CY03 25/93 139 114 3549 577 712 2 642 22 1352 185 703 207 EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 723,977 80,222 14,399 $ 818,598 Adopted Budget 2002-2003 $ 829,431 24,769 36,490 $ 890,690 Estimated Expenditures 2002-2003 $ 832,806 23,780 32,191 $ 888,777 Adopted Budget 2003-2004 $ 851,729 27,059 37,675 $ 916,463 Budget-Budget Variance $ 22,298 2,290 1,185 $ 25,773 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COUNCIL AND COMMISSIONS POLICE COURT TOTAL $ 130,505 331,030 357,063 818,598 $ 123,534 377,916 389,240 890,690 $ 128,167 371,147 389,463 888,777 $ 104,907 409,402 402,154 916,463 $ (18,627) 31,486 12,914 25,773 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 695,569 16,403 60,127 86,394 16,610 41,360 916,463 COMMENTARY: The Law division operating budget has increased 2% and there are no capital expenditures. Personal Services increases are due to retirement contributions, merit, and health insurance increases. Annual Financial Plan 97 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 65 Continued with development of facilities that provide improved access and security to the Court. Coordinated efforts across a broad range of programs with other local courts, the Arizona Supreme Court, law enforcement, and the bar. Continued the multi-jurisdictional Drug Court while adding a streamlined process for misdemeanor cases. Worked with Statewide efforts for automation coordination through the Court Automation Coordinating Committee. Continued implementation of the Justice 2020 strategic plan in collaboration with Justice and Superior Courts. MISSION 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. PROGRAM DESCRIPTION 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. ADDITIONAL ACCOMPLISHMENTS FY03 Developed, in cooperation with State and County, an electronic disposition reporting process to enhance the accuracy of criminal history records. Implemented new Tax Intercept Program computer interface to improve flow of offender information. Installed digital recording units in all courtrooms to improve record reliability and transfer to Superior Court. FY03 GOALS/OBJECTIVES AND RESULTS Through active case management, adjudicate 90% of all cases within 90 days (ABA standard). Complied with all Rules of Court and Statutory case handling requirements. Provided accurate information to the public. Implemented an automated case calendar system. Completed the comprehensive Drug Court evaluation. Used video appearance system more extensively for plea proceedings. Expanded collection efforts to increase total yearly revenues. Maintained fiscal integrity in all financial transactions. Complied with all Minimum Accounting Standards and report yearly. Increased amount entered into tax intercept program by more than 50%. Coordinated with the AOC on development of statewide collection program using private collection agencies. Used warrant unit to coordinate statewide enforcement and transportation of those arrested on court warrants. Developing an attitude and expectation in providing service to court customers while maintaining integrity in the application of state law. Had all staff complete orientation and training requirements of Arizona Judiciary. Fully established performance expectations for all position that include customer service expectations. Annual Financial Plan CITY COURT FY04 GOALS AND OBJECTIVES 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. Develop a Reserve Probation Officer program to help with the sentencing changes in drug cases. 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. Coordinate with the AOC to see implementation of a statewide collection program and Centralized Citation Bureau. 98 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 65 CITY COURT GOAL: COLLABORATION OBJECTIVES: Coordinate 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 through the Court Automation Coordinating Committee. Continue implementation of the Justice 2020 strategic plan in collaboration with Justice and Superior Courts. Work with Superior Court Adult Probation in the development of the Reserve Probation Officer program. 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. Complete the development of Minimum Operational Standards for the Court that can be used and implemented on a state-wide basis Continue with development of facilities that provide improved access and security to the Court. Develop customer service training program targeted to court employees. PERFORMANCE INDICATORS CY01 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 CY03 OR FY04 (EST) CY02 23,149* 21,751 24,000* 54% 27% 9% 3% 6% 50% 29% 11% 4% 7% 58% 27% 8% 3% 4% 805,442 627,656 178,382 1,611,480 830,927 745,010 231,959 1,807,896 840,000 750,000 233,000 1,823,000 * - Reflects changes in statistical analysis process and elimination of parking violations from total count. Annual Financial Plan 99 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 65 CITY COURT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 1,081,514 209,981 43,905 $ 1,335,400 Adopted Budget 2002-2003 $ 1,173,950 208,272 108,582 46,830 $ 1,537,634 Estimated Expenditures 2002-2003 $ 1,144,142 195,777 95,863 21,793 $ 1,457,575 Adopted Budget 2003-2004 $ 1,342,786 227,598 74,524 50,480 $ 1,695,388 Budget-Budget Variance $ 168,836 19,326 (34,058) 3,650 $ 157,754 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TRIALS & ARRAIGNMENTS RECORDS MANAGEMENT COURT COLLECTIONS TOTAL $ 500,709 358,758 244,816 231,117 1,335,400 $ 674,410 343,647 269,382 250,195 1,537,634 $ 657,591 330,317 206,204 263,463 1,457,575 $ 765,006 390,142 262,710 277,530 1,695,388 $ $ 1,695,388 1,695,388 $ 90,596 46,495 (6,672) 27,335 157,754 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The City Court operating budget has increased 10%. Personal Services increases are due to employee merits, retirement contributions, and insurance costs. In addition a new position for a Probation Officer (1.0 FTE) was approved. Contractual increases are due to increases in postage ($6,000). Commodities decreases are due to one-times budgeted in FY 2003. Major capital (>$10,000) for this division is $24,375 for the addition of a police sedan. Annual Financial Plan 100 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 84 TOURISM - CVB ADDITIONAL ACCOMPLISHMENTS FY03 MISSION Filled all positions at the CVB Began work on Tourism Strategic plan in conjunction with Tourism Commission Assumed management of Visitor Center Maintained level tourism economy while competitors struggled to regain mark share. The mission of the Convention and Visitors Bureau is to develop, promote, and maintain Flagstaff as a yearround visitor destination with professional visitor services that will benefit the community economically, environmentally, and socially. PROGRAM DESCRIPTION FY04 GOALS AND OBJECTIVES The Flagstaff Convention and Visitors Bureau is charged 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, locally and regionally. GOAL: ECONOMIC DEVELOPMENT/ REINVESTMENT OBJECTIVES: Increase visitation and lengths of stay by visitors to Flagstaff, increasing BBB and Sales Tax Revenues. Continue with programs that benefit citizens and incidentally attract tourism such as Image Planning, Flagstaff Cultural Partners, Community Reinvestment, and Attractions Coalition. Continue to work with existing industry groups for the betterment of Flagstaff as a place to live and a destination. Continue to stay involved in regional partnerships that benefit Northern Arizona. Work with Visitor Center to develop new sales strategies and initiatives. Stay involved with state and regional marketing initiatives. Establish Flagstaff as a year round destination, balancing the effects of seasonality by: Continuing to work with other City departments to sell Flagstaff to developers that fit within our goals i.e.: increased retail opportunities and a Conference Center. Stay involved with initiatives that will bring more winter visitors. Continue working on Image planning initiatives that include seasonal events, restoration of historic product, keeping existing attractions viable. FY3 GOALS/OBJECTIVES AND RESULTS Establish Flagstaff as a year round destination, balancing the effects of seasonality: Chaired Flagstaff Image planning program which looked at “Seasons of Celebration” that span the year, worked with Community Reinvestment toward a Conference Center, began Route 66 Corridor Management Plan Grass Roots Committee, researched restoration possibilities for Route 66 and Southside products. Increase earned media coverage in all markets – international, domestic and regional: Received major media coverage from Sunset magazine to the New York Times, BBC Broadcasting, and featured regionally through Snow Plan. Continue to work closely with local industry partners and expand opportunities for our existing partners: Strengthened relationships with local stakeholders and regional partners. Launched aggressive PR program through regional coalitions, added communities and organizations to the partnership. Continue to strengthen the relationships with the AZ Office of Tourism (AOT), AZ Tourism Alliance (ATA) and the AZ Film Commission: Became a credible resource for all three through work on international partnering, in state participation and attendance and support of co-operative trade and PR opportunities. Increase visitation to Flagstaff, which would then increase BBB and Sales Tax Revenues: Ongoing effort. Annual Financial Plan 101 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 84 TOURISM - CVB PERFORMANCE INDICATORS CY01 CY02 Increase Hotel portion of BBB tax. Increase Restaurant portion of BBB tax. 1.4% 3.1% -2.4% 3.2% CY03 OR FY04 (EST) -1.2% -.09% EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 252,653 640,531 99,704 $ 992,888 Adopted Budget 2002-2003 $ 315,642 800,835 146,995 10,000 $ 1,273,472 Estimated Expenditures 2002-2003 $ 299,729 611,502 126,599 $ 1,037,830 Adopted Budget 2003-2004 $ 321,362 729,687 178,767 $ 1,229,816 Budget-Budget Variance $ 5,720 (71,148) 31,772 (10,000) $ (43,656) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION MARKETING AND PROMOTION FILM OFFICE TOTAL $ 321,296 669,730 1,862 992,888 $ 464,967 798,505 10,000 1,273,472 $ 346,711 687,939 3,180 1,037,830 $ 422,101 797,715 10,000 1,229,816 $ $ 1,229,816 1,229,816 $ (42,866) (790) (43,656) SOURCE OF FUNDING: TOURISM FUND COMMENTARY: The Tourism operating budget has decreased 4% and there are no capital expenditures. Personal Services increases are due to merit increase along with an increase in the cost of insurance. Contractuals decreased due to prior year and current year one-time expenditures. One-time expenditure is consulting fees of $20,000. Annual Financial Plan 102 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 85 TOURISM – VISITOR SERVICES Work with stakeholders to collect event information. Complete smooth transition of Visitor Center to City programs. Research information in need of updating with current information. Work with CVB to complete Tourism Commission goals for Visitor Center. Provide excellent customer service; create tracking mechanism to establish baselines and trends. Create programs for stakeholders that demonstrate value of Visitor Services: Create training programs, both off site and on site for industry workers. Work with attractions to highlight exhibits in Visitor Center. Make the Visitor Center a true destination unto itself. MISSION The mission of Visitors Services is to provide to visitors on a daily basis the most complete information on tourism opportunities in Flagstaff and Northern Arizona. PROGRAM DESCRIPTION The Flagstaff Visitor Center began operation in the Historic Train Station in 1994. Since that time it has been managed by the Flagstaff Chamber of Commerce under contract with the City of Flagstaff. In March 2003 the Visitor Center became a division of the CVB, with staff converting to City staff. In the past the Visitor Center has been a reactive entity and plans are underway to change the role of Visitor Services in the community. The Visitor Center will be conducting informational training for the local industry, will take over some aspects of information management that the CVB formerly handled, and will be a proactive sales entity for attractions and stakeholders. FY03 GOALS/OBJECTIVES AND RESULTS Increase customer satisfaction levels in all stages of visitor services provided to travelers to Flagstaff: Instituted Customer Satisfaction Surveys that reflect positive results. Staff attended Customer Service classes. Maximum turnaround time on Internet inquiries of 24-hours and a 5-day maximum for fulfillment of mailed requests: Achieved successfully. Participate with the CVB on at least three new familiarization trips to designated sites, attractions and facilities in Northern Arizona: Completed successfully. ADDITIONAL ACCOMPLISHMENTS FY03 Staff conducted cold calls on stakeholders to distribute information and educate about services. Assisting CVB with FAQ’s, Itineraries, training. FY04 GOALS AND OBJECTIVES GOAL: ECONOMIC DEVELOPMENT/ REINVESTMENT OBJECTIVES: Increase visitation and lengths of stay by visitors to Flagstaff, increasing BBB and Sales Tax Revenues. Work with CVB to develop new sales strategies and initiatives. Annual Financial Plan 103 City of Flagstaff, AZ GENERAL ADMINISTRATION DIVISION 85 TOURISM – VISITOR SERVICES PERFORMANCE INDICATORS CY01 Total outgoing mailed inquiries Total telephone inquiries Total walk-in visitors Total inquiries via internet CY03 OR FY04 (EST) CY02 6,249 34.356 93,808 257,277 7,500 35,000 100,000 275,000 EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 4,555 256,169 36,738 2,600 $ 300,062 Adopted Budget 2002-2003 $ 4,391 219,025 37,900 200,000 $ 461,316 Estimated Expenditures 2002-2003 $ 69,549 134,830 44,038 $ 248,417 Adopted Budget 2003-2004 $ 207,644 67,223 37,000 190,000 $ 501,867 Budget-Budget Variance $ 203,253 (151,802) (900) (10,000) $ 40,551 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TRAIN STATION OPERATIONS TOTAL $ 243,681 56,381 300,062 $ 407,000 54,316 461,316 $ 190,811 57,606 248,417 $ 215,862 286,005 501,867 $ $ 501,867 501,867 $ (191,138) 231,689 40,551 SOURCE OF FUNDING: TOURISM FUND COMMENTARY: The Visitor Services operating budget has increased 19% and capital expenditures total $211,280 resulting in an overall net increase of 8%. Major capital (>$10,000) includes $211,280 for the rehabilitation of the Visitor's Center of which $200,000 is a carryforward from FY 03. Annual Financial Plan 104 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. 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 Tax and 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. 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 105 City of Flagstaff, AZ Annual Financial Plan 106 City of Flagstaff, AZ MANAGEMENT SERVICES DIVISION 08 INFORMATION SYSTEMS Upgrade of AS400 operating system: Anticipate completion by June 2003 Implementation of network management/monitoring applications: Completed Implementation and maintenance of network security management/monitoring applications: Ongoing MISSION 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. ADDITIONAL ACCOMPLISHMENTS FY03 Training of Information Technology staff: Ongoing Certification acquired during FY03 by staff: A+ certification (PC maintenance), Certified Novell Administrator (C N A), Microsoft Certified Systems Engineer (MCSE), Certified Information System Security Professional (CISSP), Certified XIOtech Engineer Conduct training of City staff in beginning Microsoft (MS) 2000, MS Word, MS Excel, MS PowerPoint, Novell GroupWise, LaserFiche, and AS400 emulation: Ongoing. PROGRAM DESCRIPTION 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, maintained, and updated on an ongoing basis to provide accurate information in a timely manner. FY04 GOALS AND OBJECTIVES FY03 GOALS/OBJECTIVES AND RESULTS Implementation of private wireless network for City of Flagstaff remote locations: As of January 2003 the project is 90% completed, private wireless network will be fully operational by May of 2003. Transition of Internet and external email services to NAU Internet provider services: Completed. Support of Stormwater, Rio de Flag Projects, Utilities Model (water/sewer) projects: Ongoing Deployment of desktops and upgrade of existing desktops: AS of February 2003 the deployment project is 60% completed and completion is anticipated by July 2003. Implementation of Permit Tracking Application (KIVA): Project in progress Implementation of Firehouse Enterprise Version: Project in progress Upgrade of HTE applications to latest version: Completed GOAL: ORGANIZATION SUPPORT OBJECTIVES: Continued training and certification of Information Systems staff to ensure employees knowledge and skills are at a level that is applicable to the technology utilized by the City of Flagstaff. Provide training resources to Information Systems staff to ensure employees knowledge and skills related to information technology security are at their highest level, thereby allowing staff to secure the City’s data assets from outside intrusion and denial of services, insure confidential data is not compromised, and prevention of identity theft. Provide training resources to City staff for Microsoft (MS) 2000, MS Word, MS Excel, MS PowerPoint, Novell GroupWise, LaserFiche, and AS400 emulation. PERFORMANCE INDICATORS CY01 CY02 Completion of service request within 5 working days User operational within two working days of receipt of completed user ID forms Maintain a 98% up time for all computer systems AS400/LAN/WAN 98% 98% CY03 OR FY04 (EST) 98% 99% 98% 99% 100% 95% 95% NA 90% completed completed 5/03 Installation and testing of City of Flagstaff private wireless network Annual Financial Plan 107 City of Flagstaff, AZ MANAGEMENT SERVICES DIVISION 08 INFORMATION SYSTEMS PERFORMANCE INDICATORS 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, Rec Trac, etc.) Conversion to cluster service technology for critical applications Perform daily backup of all data files and maintenance of off-site storage Utilize outside resource to conduct security audit of City’s computer infrastructure Implementation of single sign on technology CY03 OR FY04 (EST) CY01 CY02 NA completed NA completed 6/30/04 NA NA N/A completed 6/30/04 NA completed 7/1/04 NA 25% completed 7/1/04 NA 100% 100% NA N/A 6/30/03 10% completed N/A NA Security of City of Flagstaff private wireless network 6/30/04 6/30/03 EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 649,290 259,493 62,791 $ 971,574 Adopted Budget 2002-2003 $ 709,222 252,120 40,150 $ 1,001,492 Estimated Expenditures 2002-2003 $ 643,973 252,396 49,491 $ 945,860 Adopted Budget 2003-2004 $ 744,680 378,260 37,300 $ 1,160,240 Budget-Budget Variance $ 35,458 126,140 (2,850) $ 158,748 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION AS 400 CLIENT SERVICES LAN/WAN GIS TOTAL $ 193,091 148,821 122,851 227,541 279,270 971,574 $ 238,381 128,565 162,258 167,742 304,546 1,001,492 $ 188,005 135,469 166,574 204,180 251,632 945,860 $ 285,247 169,684 172,017 232,701 300,591 1,160,240 $ 46,866 41,119 9,759 64,959 (3,955) 158,748 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 890,641 16,172 43,510 120,735 14,384 74,798 1,160,240 COMMENTARY: The Information Systems operating budget has increased 15% and there are no capital expenditures. Personal Services increases are due to retirement contributions, merit and insurance increases. Contractual increases are due to computer maintenance costs. Annual Financial Plan 108 City of Flagstaff, AZ MANAGEMENT SERVICES DIVISION 09 MANAGEMENT SERVICES monthly billing process, we have elected to defer at this time due to limited funding. Assisted in the development of an e-government strategy. 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. As an enforcement division, sales tax provides services to citizens and businesses that ensure compliance with all licensing, sales tax, audit, and collection codes. FY04 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. Work with the Capital division to update comprehensive CIP plan by December 2003. Work with staff in developing financing alternatives to bond for various city needs as directed by council. Work with staff on the evaluation and implementation of the Hotel/Conference center proposals. 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/OBJECTIVES AND RESULTS GOAL: QUALITY OF LIFE OBJECTIVES: Assist in the acquisition of right of way for FUTS easements for summer 2003 construction. Acquire right of way for Empire Street extension. Provide timely acquisition of parcels for CIP projects. Expanded the procurement card program and look to automate the processing and payment of the monthly billing statements by May 2003. Completion of Procurement Code for adoption by City Council. The procurement code is still being prepared for evaluation by City departments. Assisted the new CIP Director in preparing a Capital Improvement Plan. 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 for Country Club widening and the Soliere extension. GOAL: CUSTOMER SERVICE OBJECTIVES: Continue to foster a high level of customer service delivery in all areas. PERFORMANCE INDICATORS No performance indicators available at this time. ADDITIONAL ACCOMPLISHMENTS FY03 Acquisition of FUTS link to Cheshire. Worked with Alliance members on numerous cooperative purchases. Refunded Street and Highway bonds with a onetime savings of $388,000. Moved forward with implementation and installation of phone system for City Hall. System was installed on budget and with minimal disruption. As a result of upgrade were able to change. Have doubled the program with over 40 card users. While we have reviewed software application that can assist in the automation of the Annual Financial Plan 109 City of Flagstaff, AZ MANAGEMENT SERVICES DIVISION 09 MANAGEMENT SERVICES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 690,349 41,373 17,874 8,881 $ 758,477 Adopted Budget 2002-2003 $ 648,871 37,299 8,595 $ 694,765 Estimated Expenditures 2002-2003 $ 630,949 32,937 11,780 $ 675,666 Adopted Budget 2003-2004 $ 704,486 34,623 10,020 $ 749,129 Budget-Budget Variance $ 55,615 (2,676) 1,425 $ 54,364 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PURCHASING MAIL SERVICES GRANT ADMINISTRATION BOND & SURETY ADMIN WAREHOUSE PROPERTY MANAGEMENT TOTAL $ 175,811 346,799 36,319 28,161 8,475 89,966 72,946 758,477 $ 194,134 335,487 22,080 290 74,200 68,574 694,765 $ 175,791 323,281 22,276 8,489 77,107 68,722 675,666 $ 196,760 369,393 24,267 75,956 82,753 749,129 $ 2,626 33,906 2,187 (290) 1,756 14,179 54,364 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 330,874 47,921 97,356 145,608 90,667 36,703 749,129 COMMENTARY: The Management Services operating budget has increased 7% and there are no capital expenditures. Personal Services increases are for merit increases, retirement contributions, and insurance costs. Commodities increase is mainly for adding back the coffee fund. Annual Financial Plan 110 City of Flagstaff, AZ MANAGEMENT SERVICES DIVISION 10 TAX, LICENSING, & REVENUE Attended training held by the Arizona State Retirement System to better understand how much health insurance will cost our retirees. We can provide better customer service to our retirees by being able to answer their questions rather than them having to call the state agency. Kept up to date on legislation affecting retirees. MISSION 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 FY04 GOALS AND OBJECTIVES 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. GOAL: CUSTOMER SERVICE OBJECTIVES: Continue the taxpayer education seminars. Send audit evaluation forms to taxpayers to obtain feedback on our customer service level. Stay up to date on retiree health insurance issues and legislation. GOAL: FISCAL HEALTH OBJECTIVES: Reduce sales tax delinquencies. Invest city funds and achieve a rate of return exceeding that of the Local Government Investment Pool while investing in low risk investment. Evaluate and implement revenue enhancements and cost reduction ideas suggested by staff. FY03 GOALS/OBJECTIVES AND RESULTS Continue the taxpayer education seminars: Held five seminars with 102 attendees 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 calendar year 02. Increase taxpayer compliance in application of the sales tax code: Sent letters to all taxpayers informing them of the increase in the county sales tax rate effective January 1, 2003 and provided the taxpayers with a six month notice of the city sales tax rate increase on July 1, 2003. Invest excess city funds and achieve a rate of return greater than that provided by the Local Government Investment Pool operated by the State Treasurer’s Office. The funds invested in FY 03 will exceed the returns from the investment pool by more than $400,000. ADDITIONAL ACCOMPLISHMENTS FY03 Since the division took over all of the keypunching of the information reported to the City on sales tax returns, we have been able to close out each month for the past twelve months in a timely manner. Researched the returned mail from sales tax mailers, updated the files and reduced wasted postage on tax returns sent to businesses that are no longer in business. Annual Financial Plan 111 City of Flagstaff, AZ MANAGEMENT SERVICES DIVISION 10 TAX, LICENSING, & REVENUE PERFORMANCE INDICATORS 1,241 28,619 57 1,398 28,750 63 CY03 OR FY04 (EST) 1,500 30,475 65 1.1% 1.0% 1.3% 65% 60% 40% 53% 70% 43% 65% 60% 45% CY01 Issued Occupational and Sales Tax Licenses Processed sales tax returns Performed sales tax audits (FY) 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 CY02 EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 412,034 27,233 11,814 $ 451,081 Adopted Budget 2002-2003 $ 428,160 30,280 14,920 $ 473,360 Estimated Expenditures 2002-2003 $ 428,823 27,935 15,194 $ 471,952 Adopted Budget 2003-2004 $ 447,748 30,200 15,095 $ 493,043 Budget-Budget Variance $ 19,588 (80) 175 $ 19,683 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION AUDIT COLLECTIONS LICENSING AND CLERICAL ACCOUNTS RECEIVABLE TOTAL $ 119,041 131,026 84,693 74,495 41,826 451,081 $ 130,886 139,963 90,750 66,934 44,827 473,360 $ 128,416 140,444 90,856 67,586 44,650 471,952 $ 136,637 146,390 95,389 68,216 46,411 493,043 $ 5,751 6,427 4,639 1,282 1,584 19,683 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 400,190 21,477 20,845 17,685 32,846 493,043 COMMENTARY: The Tax, Licenses, and Revenue Collection operating budget has increased 4% and there are no capital expenditures. Personal services increases are due to merit, retirement contributions, and insurance cost. Annual Financial Plan 112 City of Flagstaff, AZ MANAGEMENT SERVICES DIVISION 11/12 ADDITIONAL ACCOMPLISHMENTS FY03 MISSION Approximately 1,340 young people participated in the Summer Reading Program. With financial support of the Gates Foundation and Libraries for the Future, an average of ten classes per month are taught by highly skilled and knowledgeable volunteers and staff members. Reference staff completed a major evaluation of the collection, resulting in a more usable and current collection for the public. PC Reservation and LPT software packages were installed. PC Reservation allows staff to efficiently manage access to the public computer workstations, assuring equality of access for Library patrons. The LPT software manages printing from the public workstations, preventing waste from unneeded print request and generating income by charging for print jobs. Internet connection was upgraded to guarantee increased bandwidth for Library staff and our patrons. An application for Universal Service ERate discount will give the Library a 60% rebate on the cost of this connection. Tuba City Public Library received the first E-Rate funding in Coconino County. 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. 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/OBJECTIVES AND RESULTS Continue to work with Coconino Community College on developing a successful partnership in the new Library facility: The partnership has strengthened and the move into the facility is (almost) complete. Proactively meet the community’s needs for materials and information: The Library Continues to develop collections of materials in a variety of formats. The public now has access to electronic databases from home or work through the Library website. Increase the allocation for patron’s suggestions for purchase to $15,000: This has been accomplished and is a very popular service. Develop the “Family Place” literacy/informational program in cooperation with Libraries for the Future and the Arizona Humanities Council: This program will be expanded to include Tuba City Public Library. Seek out funding opportunities made by grant making organizations to enhance collections and improve service: Through a partnership with the State Library, Flagstaff Medical Center, the County Health Department and the Headstart Program, Library staff was granted $10,000 to purchase children’s books. These books were given to lowincome families throughout Coconino County. Annual Financial Plan LIBRARY FY04 GOALS AND OBJECTIVES GOAL: COLLABORATION OBJECTIVES: Work with Flagstaff Medical Center, the Flagstaff Community Foundation, and Literacy Volunteers of Coconino County on a new literacy program. Develop a new family literacy program. GOAL: QUALITY OF LIFE OBJECTIVES: Proactively meet the community’s need for materials and information. Develop new collections, services and programs for the East Flagstaff Community Library. Create an after-school program in the Tuba City Library. GOAL: FISCAL HEALTH OBJECTIVES: Write a technology plan for the Main and East Flagstaff branches of the Library. This plan is an integral component in order to receive federal funding under the E-Rate program, which subsidizes telecommunication costs for libraries. Continue to seek out funding opportunities made by grant making organizations to enhance collections and improve services. 113 City of Flagstaff, AZ MANAGEMENT SERVICES DIVISION 11/12 PERFORMANCE INDICATORS LIBRARY CY01 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 (per capita) Catalog all new materials as they are received CY02 928,881 267,372 136,966 46,951 3.6 21,958 956,847 278,066 141,055 49,829 3.8 22,816 CY02 OR FY03 (EST) 969,768 291,969 144,876 51,822 3.8 23,400 Division 11 – Library Operating EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 1,396,537 305,956 321,547 168,793 $ 2,192,833 Adopted Budget 2002-2003 $ 1,562,483 372,710 339,422 421,928 $ 2,696,543 Estimated Expenditures 2002-2003 $ 1,566,911 319,896 391,431 422,942 $ 2,701,180 Adopted Budget 2003-2004 $ 1,604,753 361,625 342,293 158,394 $ 2,467,065 Budget-Budget Variance $ 42,270 (11,085) 2,871 (263,534) $ (229,478) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TECHNICAL SERVICES PUBLIC SERVICES COUNTY JAIL COUNTY BOOKMOBILE FOREST LAKES LIBRARY TUBA CITY LIBRARY SUPAI LIBRARY EAST FLAGSTAFF LIBRARY MAIN LIBRARY AUTOMATION E. FLAG COMMUNITY LIBRARY E. FLAG LIBRARY REMODEL TOTAL $ 487,753 566,197 934,316 36,590 22,816 26,863 98,505 3,031 8,419 8,343 2,192,833 $ 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 $ 376,993 594,253 973,294 35,561 32,005 31,472 97,937 4,732 10,875 124,775 419,283 2,701,180 $ 442,557 562,342 1,053,594 48,000 42,050 43,175 102,490 5,500 156,482 10,875 2,467,065 $ $ 2,467,065 2,467,065 $ 60,969 (54,154) 95,393 10,000 10,000 11,500 14,500 156,482 (211,504) (322,664) (229,478) SOURCE OF FUNDING: LIBRARY FUND COMMENTARY: The Library operating budget has increased 1% and capital expenditures total $158,394 resulting in an overall net decrease of 9%. Personal Services increases are due to employee merits, retirement contributions, insurance costs, and the addition of .5 FTE for a Library Clerk I. Contractuals decreases are due to budget cuts mainly in circulated materials. Major capital (>$10,000) includes carryforward of $18,394 for furniture/millwork/shelving for new East Flag Branch plus $100,000 for an air conditioning system and $40,000 for bathroom remodel at the main library. Annual Financial Plan 114 City of Flagstaff, AZ MANAGEMENT SERVICES DIVISION 11/12 LIBRARY Division 12 – Library Grants EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 69,544 111,048 8,568 $ 189,160 Adopted Budget 2002-2003 $ 61,942 640,266 4,662 $ 706,870 Estimated Expenditures 2002-2003 $ 68,268 653,774 17,157 $ 739,199 Adopted Budget 2003-2004 $ 68,848 831,486 $ 900,334 Budget-Budget Variance $ 6,906 191,220 (4,662) $ 193,464 $ $ $ $ $ EXPENDITURES BY PROGRAM: CENT'L ORAL HISTORY PROJ COUNTY WIDE PROJECTS LIBRARIES FOR THE FUTURE STATE GRANT IN AID-00/01 GATES FOUNDATION-TUBA CTY STATE GRANT-IN-AID 2002 STATE GRANT N AID 2002-03 CHILDREN IN POVERTY 02-03 TOTAL $ 281 133,205 25,460 8,292 603 21,319 189,160 $ 663,223 28,793 14,854 706,870 $ 2,724 669,549 28,793 3,133 25,000 10,000 739,199 $ 900,334 900,334 $ $ 900,334 900,334 $ 237,111 (28,793) (14,854) 193,464 SOURCE OF FUNDING: LIBRARY FUND Annual Financial Plan 115 City of Flagstaff, AZ MANAGEMENT SERVICES DIVISION 13 FINANCE AND BUDGET MISSION FY04 GOALS AND OBJECTIVES 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. GOAL: FISCAL HEALTH OBJECTIVES Successfully implement GASB-34 Financial Reporting Criteria Successfully implement Personnel Action forms automation citywide. Convert to the HTE budget system. Maintain grant funding at current levels. Implement credit card program citywide to reduce administrative processing costs Implement new user fees as directed by Council. PROGRAM DESCRIPTION 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, grant management and citywide switchboard operations. FY03 GOALS/OBJECTIVES AND RESULTS Develop a policy of mandatory fee reviews including frequency and responsibility. Draft policy completed and under review. Implement fee recommendations from 2002 user fee study as designated by Council. Fee recommendations reviewed with Council and will be implemented over time. Find grants for the Rio de Flag project and other projects as may be desirable. Received Federal Fire, Police, Airport HUD, MPO, Department of Transportation and Federal Transit Administration Grants totaling $5,335,497 in FY03 Implement new cost allocation methodology and start process of including overhead recovery in grants. Completed. ADDITIONAL ACCOMPLISHMENTS FY03 Received the GFOA Distinguished Budget Presentation award for FY 2002. Worked with Bond Advisors Task Force. Facilitated cost allocation, OMB 87 analysis. Continued development and implementation of Capital Improvement tracking and monitoring. Produced and distributed budget/CAFR documents via CD and web site reducing expenditures. Completed third year of submitting information for ICMA benchmarking. Conducted survey of budget process and implemented subsequent change. Tested two divisions for the automation of Personnel Action forms. Annual Financial Plan 116 City of Flagstaff, AZ MANAGEMENT SERVICES DIVISION 13 FINANCE AND BUDGET 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 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 EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 516,438 15,252 20,867 $ 552,557 Adopted Budget 2002-2003 $ 639,538 29,610 22,320 $ 691,468 Estimated Expenditures 2002-2003 $ 634,211 29,176 22,120 $ 685,507 Adopted Budget 2003-2004 $ 687,593 30,710 18,220 $ 736,523 Budget-Budget Variance $ 48,055 1,100 (4,100) $ 45,055 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ACCOUNTING PAYROLL ACCTS PAYABLE/ RECEIVABLE BUDGET GRANTS ADMINISTRATION TOTAL $ 83,238 248,587 102,296 107,775 10,323 338 552,557 $ 94,105 282,980 107,905 119,599 8,550 78,329 691,468 $ 92,722 275,532 108,166 120,420 6,215 82,452 685,507 $ 106,350 299,032 112,734 128,703 5,150 84,554 736,523 $ 12,245 16,052 4,829 9,104 (3,400) 6,225 45,055 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 469,945 33,021 55,886 108,995 26,336 42,340 736,523 COMMENTARY: The Finance and Budget operating budget has increased 6% and there are no capital expenditures. Personal Services increases are due to merit and health insurance increases. There is no major capital (>$10,000) for this division. Annual Financial Plan 117 City of Flagstaff, AZ Annual Financial Plan 118 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 119 City of Flagstaff, AZ Annual Financial Plan 120 City of Flagstaff, AZ COMMUNITY DEVELOPMENT DIVISION 14 By working with member agencies, program federal transportation funds in the most effective manner. Update - Ongoing: Programmed funds for Butler “X” are reimbursed. Programmed funds for bus pullout design are reimbursed. Programmed funds for pullout construction and design, design commencing 2/2003. Programmed funds for Silver Saddle Road (County) design at 65%. PROGRAM DESCRIPTION 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). ADDITIONAL ACCOMPLISHMENTS FY03 Pedestrian and Bicycle Guidelines: Solid direction and example of unified effort for region. Signal Synchronization Study: Highlights collaboration with Greater Flagstaff Economic Council to bring telecom to region for transportation and economic development. Transit Audit: Validated current efforts and established firm steps for continued improvement. FYO3 GOALS/OBJECTIVES AND RESULTS Completion of access management policy and plan study: Due to overriding priorities study currently on hold. Completion of signal synchronization and emergency service preemption feasibility study: Study initiated and anticipated to be completed August 2003. System design to begin August 2003 Planning and implementation of voter approved transportation measures: Ongoing. Several safeto-school and transit improvements reviewed and completed, others in design. Street projects in design with construction for some scheduled in FY 2004. Establishment of pedestrian and bike planning and design guidelines: Initiated pedestrian and bicycle facilities guidelines and standards study: Work commenced August 2002 and is expected to be completed July 2003. 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. Update -Limited to participation in Urban Mobility Study. No new corridor studies until UMS completed, evaluated and lessons learned applied to next effort. Strengthen the FMPO executive board and technical advisory committee as forums for collaboration and outreach between governmental agencies, legislative bodies, and community groups. Update - Ongoing. Board informed and involved on TEA 2I reauthorization and ½ cent state transportation sales tax. TAC involved in community discussions on Urban Mobility Study. Annual Financial Plan MPO FY04 GOALS AND OBJECTIVES GOAL: CAPITAL IMPROVEMENTS OBJECTIVE: By working with member agencies, program federal transportation funds in the most effective manner. Complete design and start implementation of traffic signal synchronization system. 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. Expand cooperation with ADOT on management of regional highways. Collaborate with NAU on programs and projects to affect mode shift sway from cars. GOAL: PLANNING FOR GROWTH OBJECTIVE: Cooperate with ADOT on state planning efforts Conduct a region-wide safety analysis Develop transit-oriented design standards including bus stop criteria. 121 City of Flagstaff, AZ COMMUNITY DEVELOPMENT DIVISION 14 MPO 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 on 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 Transportation Demand Management developed; initial implementation Signal synchronization design complete Adoption of FY 2004 – 2007 Transportation Improvement Program CY01 CY02 CY03 OR FY04 EST. 0 0 4 50% 4 0% 4 75% 4 0% 4 75% 75% 75% 80% 2 60% 90% 3 0% 100% 2 50% 100 N/A 4/30/03 4/30/03 N/A 50% 50% N/A Complete complete 6/04 6/04 6/03 EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 75,875 50,405 4,077 $ 130,357 Adopted Budget 2002-2003 $ 81,735 178,331 5,600 $ 265,666 Estimated Expenditures 2002-2003 $ 85,415 203,759 19,891 $ 309,065 Adopted Budget 2003-2004 $ 97,230 195,196 5,700 $ 298,126 Budget-Budget Variance $ 15,495 16,865 100 $ 32,460 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PUBLIC INFORMATION PROGR SHORT RANGE PLANNING PROG SHORT RANGE DATA COLLECTN LONG RANGE TRANSIT PLAN LONG RANGE TRANSPORT PLAN LONG RANGE "OTHER" TRANSP TOTAL $ 42,625 100 60,657 9,939 9,953 134 6,949 130,357 $ 102,960 162,706 265,666 $ 53,156 215,779 8,130 12,000 15,000 5,000 309,065 $ 133,292 99,834 30,000 35,000 298,126 $ $ 298,126 298,126 $ 30,332 (62,872) 30,000 35,000 32,460 SOURCE OF FUNDING: METROPOLITAN PLANNING FUND COMMENTARY: The MPO operating budget has increased 12% and there are no capital expenditures. Personal Services increases are due to employee merits, retirement contributions, insurance costs, and the internal division labor charge for the Minutes Secretary. The MPO is a 100% grant reimbursed program. There is no major capital (>$10,000) for this division. Annual Financial Plan 122 City of Flagstaff, AZ COMMUNITY DEVELOPMENT DIVISION 15 ADMINISTRATION Hold quarterly retreats with Development Community. Develop Community Development quarterly newsletter. MISSION The mission of the Community Development Department is to facilitate the orderly development, redevelopment and conservation of the City through the formation and subsequent administration of publicly adopted growth management policies and standards. GOAL: ORGANIZATIONAL SUPPORT OBJECTIVES: Represent City of Flagstaff on FIT Committee. Act as Chairperson for MPO Technical Advisory Committee. Host the summer picnic. PROGRAM DESCRIPTION The Community Development Administration division coordinates the activities of Planning, Building and Safety, Development Services and Engineering. The Community Development Director acts as Chairperson for the Development Review Board and serves on a variety of other Boards and Commissions. FY03 GOALS/OBJECTIVES AND RESULTS Develop policy and procedures based upon the enterprise software (KIVA) to assure accurate tracking of permit information. 98% of permits and project tracking takes place through KIVA. ADDITIONAL ACCOMPLISHMENTS FY03 Develop and implement Complaint Resolution Process. The Complaint Resolution Process is implemented; and in place. Reorganize Development Services and Building and Safety Division. Building and Safety and Development Services have been combined into one division. Remodel front counter and switchboard. Remodeling completed. Schedule weekly meetings with the Northern Arizona Homebuilders. Meetings held weekly on Friday mornings. Schedule monthly meetings with the Community Builders. Meetings are now held on the third Monday of the month with Community Builders and City staff. Schedule one day retreat with building community. Meeting held in November. Retreats will now be scheduled quarterly. FY04 GOALS AND OBJECTIVES GOAL: CUSTOMER SERVICE OBJECTIVES: Continue to have weekly meetings with GFEC and NABA. Continue to have monthly meetings with Community Builders. Annual Financial Plan 123 City of Flagstaff, AZ COMMUNITY DEVELOPMENT DIVISION 15 ADMINISTRATION PERFORMANCE INDICATORS 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. Respond satisfactorily to complaints through Complaint Resolution System. Develop Community Development Newsletter CY01 CY02 NA NA NA NA NA NA CY03 OR FY04 (EST) 98% 98% 98% 80% 80% 95% NA NA NA NA NA NA EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 311,696 9,287 9,860 $ 330,843 Adopted Budget 2002-2003 $ 362,916 5,915 12,480 $ 381,311 Estimated Expenditures 2002-2003 $ 215,058 5,970 12,627 $ 233,655 Adopted Budget 2003-2004 $ 193,095 5,270 8,830 $ 207,195 Budget-Budget Variance $ (169,821) (645) (3,650) $ (174,116) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COUNCIL AND COMMISSIONS TOTAL $ 265,152 65,691 330,843 $ 313,707 67,604 381,311 $ 166,051 67,604 233,655 $ 134,162 73,033 207,195 $ $ 207,195 207,195 $ (179,545) 5,429 (174,116) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Community Development Administration operating budget has decreased 46%. Personal Services decreased 47% due to the reorganization of Community Development. Three FTE's salary/benefits were transfered to Building Inspection (17) for budget year 2004. The Switchboard function was automated further reducing FTE's by 1.25. Contractual and Commodities decreased 11% and 30% respectively, due to budget dollars being transferred to Building Inspection (17). There is no major capital (>$10,000) for this division. Annual Financial Plan 124 City of Flagstaff, AZ COMMUNITY DEVELOMENT DIVISION 16 ENGINEERING Adopted new Stormwater Management Design Manual. Adopted Amended Floodplain Management Regulations. Continued Design Phase of Rio de Flag Flood Control Project. MISSION 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. FY04 GOALS AND OBJECTIVES GOAL: CUSTOMER SERVICE OBJECTIVES: Measure and assess plan review quantities and percentages of on-time reviews. Develop a traffic service request tracking system. PROGRAM DESCRIPTION The Engineering Division is made up of seven areas: Administration, Private Development, Traffic Engineering, Construction Inspection, Materials Testing, Survey and Mapping, 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. GOAL: QUALITY OF LIFE OBJECTIVES: Ensure that the construction of projects meets the minimum standards required by the City. Deliver quality materials testing that will result in a product of lasting value to our citizens. Provide surveying and mapping services and information to the development community. FY03 GOALS/OBJECTIVES AND RESULTS Administer Flagstaff Metropolitan Planning Organization (FMPO): 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 in early 2003. Review private development and capital improvements construction plans for compliance with Arizona Department of Environmental quality requirements: Ongoing. 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 concerns for compliance with applicable City code and engineering standards: Ongoing. GOAL: ECONOMIC DEVELOPMENT/ REDEVELOPMENT OBJECTIVES: Implement the Stormwater Management Utility to provide a 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 FY03 Reviewed and improved civil construction plans and permitting of private development projects having a total value of more than $12 million during calendar year 2002. Continued plan review tracking spreadsheet that assesses established review time frames and provided to Council monthly. Participated in the working group reviewing the draft ADEQ NPDES Phase II Permit. Submitted FEMA-Riverine Study field survey to FEMA Consultant. Annual Financial Plan 125 City of Flagstaff, AZ COMMUNITY DEVELOMENT DIVISION 16 PERFORMANCE INDICATORS Private Development: Number of Development Review Board items reviewed Number of plan reviews Number plan reviews completed on time Number of inspections performed Complete 90% of construction plan reviews on time Complete draft traffic service request tracking system and service categorization and prioritization schemes 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 Annual Financial Plan 126 ENGINEERING CY01 CY02 CY03 OR FY04 (EST) 361 188 165 9,303 NA 299 158 123 11,550 81% 350 160 160 12,000 100% NA 7/1/02 7/1/03 NA 93% 90% NA 93% 90% NA 6/30/03 6/30/04 NA 90% 90% NA 100% 100% NA 7/31/03 7/31/04 NA 1/31/03 6/30/03 NA 5/1/03 5/1/03 City of Flagstaff, AZ COMMUNITY DEVELOMENT DIVISION 16 ENGINEERING EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 1,328,034 322,061 55,717 1,900 $ 1,707,712 Adopted Budget 2002-2003 $ 1,478,658 399,630 39,532 32,725 $ 1,950,545 Estimated Expenditures 2002-2003 $ 1,261,208 239,415 47,338 $ 1,547,961 Adopted Budget 2003-2004 $ 1,325,090 130,469 35,170 $ 1,490,729 Budget-Budget Variance $ (153,568) (269,161) (4,362) (32,725) $ (459,816) $ $ $ $ $ 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 $ 202,127 (6,694) 288,723 175,826 308,991 100,940 207,094 416,669 50 12,780 826 380 1,707,712 $ 330,918 301,524 199,883 297,219 103,330 250,680 455,992 10,999 1,950,545 $ 83,436 170 352,844 195,118 240,450 104,905 209,557 359,910 1,500 68 3 1,547,961 $ 267,936 328,208 214,464 254,740 90,941 328,701 5,739 1,490,729 $ (62,982) 26,684 14,581 (42,479) (12,389) 78,021 (455,992) (5,260) (459,816) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 498,544 607,425 381,285 3,475 1,490,729 COMMENTARY: The Engineering operating budget has decreased 23% and there are no capital expenditures. Personal Services increases for employee merits, retirement contributions, insurance costs have been offset by the transfer of four FTE's salaries to the new Stormwater Division (98). Contractual decreases are due to transferring budget dollars to Stormwater (98). Annual Financial Plan 127 City of Flagstaff, AZ COMMUNITY DEVELOPMENT DIVISION 17 ICBO Permit Technician Training for New Development Services Representative. Pass certification examinations. MISSION 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 FY03 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. Established two quarterly meeting with the professional community to discuss Plan Review guidelines, revise DRB schedule, and reinforce communication with builders and consultants. 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. Integration of Development Services and Building and Safety Sections in August 2002. Successful remodel of front counter under estimated budget amount. Successful completion and implementation of Complaint Resolution Process in accordance with EMT guidelines. PROGRAM DESCRIPTION The Building and Development Services Division is primarily responsible for administering and enforcing the provisions of the various codes regulating construction and scheduling Development Review Board. 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. We also operate the switchboard and front counter customer operations. FY03 GOALS/OBJECTIVES AND RESULTS 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 and experiencing a 30% increase in plans for review. After being behind approximately 7-8 weeks, the time frame is now approximately 2 weeks.) Continue to provide a complete and comprehensive review of all plans submitted to this office: This has been accomplished by analyzing our review method and streamlining some of the requirements. Provide continuing education to inspection and plan review staff to enhance qualifications and overall performance of the division: This has been accomplished by listing classes available through the AZBO Educational institutes, NAU classes, and through internal classes. Maintain public awareness programs to inform the community of issues related to building and safety on a quarterly basis: We have established an exchange of ideas through email service and holding regular weekly meeting with NABA. Annual Financial Plan BUILDING & DEVELOPMENT SERVICES FY04 GOALS AND OBJECTIVES GOAL: PUBLIC AND BUILDING 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: 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. Adopt “complaint resolution” process and work with public to answer questions in a timely manner. 128 City of Flagstaff, AZ COMMUNITY DEVELOPMENT DIVISION 17 BUILDING & DEVELOPMENT SERVICES GOAL: DEVELOPMENT SERVICE OBJECTIVE: Better screen applications and provide available services to consultants, developers, and general public to assist in the timely presentation of projects to the Development Review Board. Automation of Community Development switchboard operations to restructure budget and provide more accurate routine of information to various Divisions. GOAL: FINANCAL HEALTH OBJECTIVE: Project annual review of Building fees with a routine update provided at the building of a calendar year. Review every three years the valuation of building permit fees in conjunction with the Building Standards publications. Review and compare residential fees with other Northern Arizona permitting agencies for consistency. 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 Add new certificate of occupancy permit PERFORMANCE INDICATORS (Counter Operations) 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 CY01 CY02 CY03 OR FY04 (EST) 2,427 99% 100% 100% 2,427 99% 100% 100% 2,600 91% 95% 100% 5 8 10 90% NA 90% NA 92% N/A NA NA 12/31/03 NA NA CY01 CY02 4/1/03 CY03 OR FY04 (EST) 95% 95% 98% N/A N/A N/A 90%A 100% 95% 95% 100% 95% 80% 95% 95% N/A N/A N/A N/A N/A 20% N/A 15% N/A 35% 15% 20% * Two new plans examiners, 33% increase in workload without additional personnel, complexity of projects has increased. Some indicators (such as Design Review) will never be greater than 25% due to criteria set for implementation. Annual Financial Plan 129 City of Flagstaff, AZ COMMUNITY DEVELOPMENT DIVISION 17 BUILDING & DEVELOPMENT SERVICES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 633,120 83,577 20,478 $ 737,175 Adopted Budget 2002-2003 $ 645,409 52,920 33,025 18,165 $ 749,519 Estimated Expenditures 2002-2003 $ 788,628 73,807 35,893 $ 898,328 Adopted Budget 2003-2004 $ 830,788 51,445 35,870 $ 918,103 Budget-Budget Variance $ 185,379 (1,475) 2,845 (18,165) $ 168,584 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ON-SITE FIELD INSPECTION PLAN REVIEW TOTAL $ 180,887 412,948 143,340 737,175 $ 121,529 466,148 161,842 749,519 $ 288,807 447,626 161,895 898,328 $ 286,425 453,543 178,135 918,103 $ $ 918,103 918,103 $ 164,896 (12,605) 16,293 168,584 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Building Inspection operating budget has increased 25%. Personal Services increases are due to the Community Development reorganization. Salaries/benefits for three employees were transferred to Building Inspection from Community Development (15) in FY 04 budget. Increased costs for employee merits, retirement contributions, and insurance also contributed to the increase in Personal Services. Commodities 8% increase is due to budget numbers being transferred from Community Development (15). There is no major capital (>$10,000) for this division. Annual Financial Plan 130 City of Flagstaff, AZ COMMUNITY DEVELOPMENT DIVISON 18 means by which to make a determination through a special resource and land use management study for the future protection of Walnut Canyon National Monument. Completed 2003/2004 Annual Action Plan and received Council and HUD approval. Completed construction of ten affordable owneroccupied homes. Completed development plans for sixteen (16) affordable owner-occupied homes and started construction. Completed nine owner-occupied housing rehabilitation projects. Assisted fifty low- and middle-income first time homebuyers. Completed and entered into development agreements for Rio Homes and Ponderosa Homes with mixed income residential housing. Administered the Design Review Guidelines that became effective in February 2002. Completed the McMillan Mesa Plan consulting services contract and also the major land use amendment to the Flagstaff Area Regional Land Use and Transportation Plan for the McMillan Mesa study area. During the period from July 1, 2002 through January 31, 2003, the Current Planning Staff reviewed 76 Informal Development Review Board (DRB) items, 95 Formal DRB items, and 17 Planning and Zoning Commission (P&Z) items. Totals for calendar year 2002 are as follows: 152 Informal DRB items, 159 Formal DRB Items, and 29 P&Z items. Developed overall redevelopment strategy for the City of Flagstaff. Worked with City Incentive Committee to adopt new Economic Policy and Incentive Criteria. Completed Development Agreement to allow for the expansion of Nestle Purina. Issued Request for Proposals for a Hotel/Conference Center. MISSION 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. FY03 GOALS/OBJECTIVES AND RESULTS 110 sign permits issued, 12 non-conforming signs removed. Public hearings held and adoption completed in summer/fall for above changes (2002 Amendments). Approximately 152 enforcement letters sent (51 for zoning, 67 for signs, 34 for lighting), 90% corrections made. Completion of partnered City-ADOT landscaping enhancements at I-40/I-17 TI. Developed 10-year construction strategy for FUTS projects based on priorities. Completed FUTS-Arizona Trail path and undercrossing through Butler/Enterprise reconstruction project. Approved $500,000 TEA 21 grant for Phase II of US 180 multi-use path project. Preliminary planning and right-of-way acquisition complete for FUTS Cheshire link. Council approval of local artist contract for fourth public art project at Heritage Square. Council approval of Ordinance establishing Open Space Commission and initial members. Developed informational materials on open space lands for the consideration of the Bond Advisory Task Force, the public and City Council on potential projects to be presented to Flagstaff voters. Collaborated with the National Park Service, U.S. Forest Service, Arizona Game and Fish Department, and Coconino County in identifying a Annual Financial Plan PLANNING FY04 GOALS AND OBJECTIVES GOAL: QUALITY OF LIFE AND PLANNING GROWTH 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. 131 City of Flagstaff, AZ COMMUNITY DEVELOPMENT DIVISON 18 Continued build-out of the adopted Master Plan for the Flagstaff Urban Trail System. Reclamation, identification and enhancement of City-owned Open Space, including selected acquisitions in conjunction with planned FUTS project corridors throughout the City. Amend and publish the Flagstaff Area Regional Land Use and Transportation Plan. Enter into an Intergovernmental Agreement with Coconino County for the administration of the Regional Plan. Prepare an Annual Report that documents the progress made towards implementing the Regional Plan. Pursue a Regional Open Space Program to protect State and Federal lands beyond the growth boundaries. Collaborate on the Bond Election Process. Prepare an Open Space Long Range Management Plan for the City. PLANNING GOAL: REDEVELOPMENT AND ECONOMIC DEVELOPMENT OBJECTIVES: Initiate Southside neighborhood planning process in conjunction with Rio de Flag project. 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. GOAL: AFFORDABLE HOUSING AND REDEVELOPMENT OBJECTIVES: Update Affordable Housing market analysis and formulate adjustments to Affordable Housing policies and strategies as necessary per City Council direction. Create a Community Land Trust structured as a private non-profit organization for the purpose of building affordable homes preserving public investment in land. Complete the construction of new affordable homes on previously purchased redevelopment and infill properties. Develop Affordable Housing opportunities for Cityowned properties. Rehabilitate homes owned by low and moderateincome homeowners. 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. Evaluate Responses to Conference Center Request For Proposals. Complete East Flagstaff Gateway Redevelopment Plan and adopt a Redevelopment Area Plan. Agreement with Westcor on design and tenanting of Mall Expansion. Market Auto Mall and Industrial Area to potential tenants. Recruit new retail users to Flagstaff that can serve the community while growing our Sales Tax Base. Annual Financial Plan 132 City of Flagstaff, AZ COMMUNITY DEVELOPMENT DIVISON 18 PLANNING N/A N/A CY03 OR FY04 (EST) 06/30/04 N/A N/A 06/30/04 N/A N/A N/A N/A 06/30/04 06/30/04 N/A N/A 06/30/04 N/A N/A N/A N/A N/A N/A 06/30/04 06/30/04 N/A N/A N/A N/A PERFORMANCE INDICATORS CY01 Complete design for US 180 TEA-21 multi-use path and enhancements, Phase I. Construction underway on US 89 Railhead to Snowflake multi-use path and streetscape. Complete scoping and preliminary design for downtown Rio corridor ped-bike improvements. Continue coordination with Army COE on Rio project enhancements. Complete construction of Tunnel Springs trail, West Village to Observatory Mesa. Complete construction, Lone Tree path, Pine Knoll to Zuni. Complete LRMP Prepare a Request for Bids and Award Bid for publication of the Regional Plan in hard copy, CD, and on-line formats. IGA is approved by City Council and County Board of Supervisors. 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 Regional Plan. Complete and submit petitions to the State Land Department through the Arizona Preserve Initiative for the reclassification of State Trust lands as suitable for conservation purposes on Observatory Mesa. Prepare ballot questions, informational materials, including publicity pamphlets, handouts, maps, displays and electronic presentations for open houses and meetings. Collaborate in the preparation of various elements of the Open Space Long Range Management Plan. Complete the 2004/2005 Annual Action Plan and obtain City Council and HUD approval by June 30, 2004. 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. Complete the Izabel Homes subdivision and sell 16 new homes to first- time low- and moderate-income homebuyers. Complete disposition of Rio Homes and Ponderosa Homes parcels. Identify other opportunities to leverage market rate housing with affordable. Procure non-profit and/or for profit builders for the rehabilitation of 10 homes owned and occupied by low and moderate-income persons. Issuance of Request for Proposals for Downtown and Southside Warehouse District. Potential developer identified and preliminary development agreement executed. Annual Financial Plan 133 CY02 06/30/04 06/30/04 06/30/04 N/A N/A 06/30/04 N/A N/A 06/30/04 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 06/30/04 06/30/04 N/A N/A 06/30/04 N/A N/A 06/30/04 N/A N/A 06/30/04 City of Flagstaff, AZ COMMUNITY DEVELOPMENT DIVISON 18 PLANNING PERFORMANCE INDICATORS (CONTINUED) CY01 Approval of a Redevelopment Area Plan by City Council. Construction of the expansion by Westcor. Tenants secured for Mall expansion. Marketing to potential tenants for both and Tenants secured for Auto Mall and Industrial Area as well as execution of leases for Auto Park parcels. Marketing campaign in retail trade publications. New retailers attracted to our market. N/A N/A N/A N/A CY02 N/A N/A N/A N/A CY03 OR FY04 (EST) 06/30/04 06/30/04 06/30/04 06/30/04 N/A N/A N/A N/A 06/30/04 06/30/04 EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 903,669 252,041 35,100 542 $ 1,191,352 Adopted Budget 2002-2003 $ 971,501 177,185 27,700 $ 1,176,386 Estimated Expenditures 2002-2003 $ 970,841 32,155 22,955 $ 1,025,951 Adopted Budget 2003-2004 $ 965,775 113,365 32,700 $ 1,111,840 Budget-Budget Variance $ (5,726) (63,820) 5,000 $ (64,546) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION DEVELOPMENT REVIEW ADVANCED PLANNING ZONING ADMINISTRATION REDEVELOPMENT HOUSING TOTAL $ 479,010 297,764 126,745 148,412 75,767 63,654 1,191,352 $ 439,380 306,384 131,643 158,392 76,461 64,126 1,176,386 $ 288,115 306,384 132,391 158,395 76,463 64,203 1,025,951 $ 347,524 336,710 135,054 166,858 125,694 1,111,840 $ (91,856) 30,326 3,411 8,466 49,233 (64,126) (64,546) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 415,292 37,982 205,669 284,511 72,839 95,547 1,111,840 COMMENTARY: The Planning operating budget has decreased 6%. Personal Services decreases are due to the 75% salary chargeout for the Housing Planner to the CDBG program. This decrease was partially offset by the increase costs for employee merits, retirement contributions, and insurance costs. Contractual decreases are due to completion of the McMillan Mesa Study. There is no major capital (>$10,000) for this division. Annual Financial Plan 134 City of Flagstaff, AZ COMMUNITY DEVELOPMENT DIVISON 31 COMMUNITY REDEVELOPMENT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 51,271 914,813 7,601 675,425 $ 1,649,110 Adopted Budget 2002-2003 $ 62,437 1,945,035 4,700 $ 2,012,172 Estimated Expenditures 2002-2003 $ 52,437 975,535 1,435 9,513 $ 1,038,920 Adopted Budget 2003-2004 $ 94,476 2,282,295 3,500 $ 2,380,271 Budget-Budget Variance $ 32,039 337,260 (1,200) $ 368,099 $ $ $ $ $ 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 MISC PROJECTS CDBG NEIGH REV/HSG REHAB CDBG HOME BUYERS ASSIST TOTAL $ 268,902 71,526 27,770 229,887 38,485 65,520 716,798 45,247 25,469 2,967 156,539 1,649,110 $ 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 $ 350,000 83,198 33,110 211,319 38,310 5,637 136,728 29,707 14,792 136,119 1,038,920 $ 293,264 146,527 300,000 100,000 53,900 53,000 182,000 321,586 427,400 297,000 95,000 110,594 2,380,271 $ $ 2,380,271 2,380,271 $ (56,736) 59,527 50,000 (6,110) (27,000) (22,500) 17,073 (2,568) 302,819 117,000 (8,000) (55,406) 368,099 SOURCE OF FUNDING: COMMUNITY REDEVELOPMENT FUND Annual Financial Plan 135 City of Flagstaff, AZ COMMUNITY DEVELOPMENT DIVISON 71 ARTS AND SCIENCE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 232 344,825 160 $ 345,217 Adopted Budget 2002-2003 $ 591 411,958 150 $ 412,699 Estimated Expenditures 2002-2003 $ 804 380,030 310 $ 381,144 Adopted Budget 2003-2004 $ 1,532 371,658 150 $ 373,340 Budget-Budget Variance $ 941 (40,300) $ (39,359) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION CONTRACTUAL SERVICES PUBLIC ARTWORK FCP ADMINISTRATION TOTAL $ 382 299,000 835 45,000 345,217 $ 320,000 47,699 45,000 412,699 $ 179 320,000 15,965 45,000 381,144 $ 275,000 53,340 45,000 373,340 $ $ 373,340 373,340 $ (45,000) 5,641 (39,359) SOURCE OF FUNDING: ARTS AND SCIENCE FUND COMMENTARY: The Arts & Science operating budget has decreased 10% and there are no capital expenditures. Annual Financial Plan 136 City of Flagstaff, AZ COMMUNITY DEVELOPMENT DIVISON 98 STORMWATER UTILITY EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ $ - Adopted Budget 2002-2003 $ 204,521 226,896 32,795 $ 464,212 Estimated Expenditures 2002-2003 $ $ - Adopted Budget 2003-2004 $ 275,928 164,244 4,362 $ 444,534 Budget-Budget Variance $ 71,407 (62,652) (28,433) $ (19,678) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ENG. & MASTER PLANNING OPERATIONS REGULATION/ENFORCEMENT STORMWATER QUALITY CAPITAL IMPROVEMENTS TOTAL $ - 108,298 71,451 172,855 59,745 11,760 40,103 464,212 $ $ - $ 143,513 301,021 444,534 $ $ 444,534 444,534 $ 35,215 (71,451) 128,166 (59,745) (11,760) (40,103) (19,678) SOURCE OF FUNDING: STORMWATER UTILITY FUND COMMENTARY: The Stormwater Utility operating budget has decreased 5% and capital expenditures are captured in Division 99. Personal Services increases are due to the addition of 1.75 FTE's to manage the Stormwater program. Contractual and Commodities decreases are due to budget refinement with the better establishment of a program plan for FY 2004. Stormwater has established a separate capital division. The only capital project proposed for FY 2004 is the 6th Avenue Detention basin budgeted for $215,000. Annual Financial Plan 137 City of Flagstaff, AZ Annual Financial Plan 138 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 139 City of Flagstaff, AZ Annual Financial Plan 140 City of Flagstaff, AZ FIRE DEPARTMENT DIVISION 21 FIRE The department conducted 2,300 training sessions and completed 19,440 man-hours of training. Conducted joint training exercise with Burlington Northern Railroad. Completed fuel management projects, which provided for the thinning of 1,126 acres and prescribed burning of 538 acres. Developed an intern program with the NAU School forestry. Fuel Management symposium – Developed and hosted a symposium with over 200 participants from six states. City Bark Beetle task force – Chaired and directed City efforts. Completed two multi-agency incident drills. Coordinated IMT training for the City. Received a grant to revise and rewrite City’s disaster management plan. 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 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, Operations, and Fuel Management. FY03 GOALS/OBJECTIVES AND RESULTS FY04 GOALS/OBJECTIVES AND RESULTS Our citizens rated the Flagstaff Fire Department as the top City service. Developed station relocation and equipment initiative to enhance our service to the communityfunding dependent on future bond election. Hired new Fire Chief. Hired and trained three new Firefighters, assigned them to Operations Division. Trained one employee in Advanced Technical Rescue. Placed in service two Type 1 fire engines. Completed an emergency fleet conversion program for our hazardous material and special operations trucks. Participation in a joint agency committee to improve dispatch/communication services in the City alarm center. Provided operational and command support to the Rodeo/Chedeski wildfire incident. Received a $17,000 Local Emergency Planning Committee (LEPC) grant to respond to terrorist incidents. Completed over 2,000 commercial fire inspections. Conducted ad-hoc fire tests on deck material and published an article in the American Fire Journal. No civilian or line-of-duty fire deaths for the year. No large-loss commercial fires. Commercial fire loss was at a six-year low of $26,000 and was the second lowest annual loss on record. Taught cardiopulmonary resuscitation (CPR) to 160 citizens. Developed and implemented a new training organization to better meet the training demands for the department. Annual Financial Plan GOAL: PUBLIC SAFETY OBJECTIVES: 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 prepare, operate, and respond to emergencies, which meets community expectations and complies with National Fore Protection Agency and Occupational, Safety and Health Administration Standards. To provide the necessary leadership and management to accomplish the organization’s mission, goals, and objectives in an effective manner. To provide a Disaster Management Program designed to prepare and protect the community from both man-made and natural disasters. To provide the necessary Fuel Management to minimize the risk of a catastrophic wildfire and promote forest health in our community. 141 City of Flagstaff, AZ FIRE DEPARTMENT DIVISION 21 PERFORMANCE INDICATORS Manage department budget within Council approved funding levels Training: Complete monthly and quarterly company level training Fuel Management: Complete and review plans totaling 600 acres. Thinning -Complete 800 acres of thinning. RX Fire - 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. Train 500 citizens in CPR. Emergency Medical: Maintain EMS quality assurance program to base hospital standards. Maintain and monitor EMT-D certification for line personnel. Maintain and monitor CEP certification for paramedics. Conduct one (1) Multi-Agency Incident/Disaster Drill each year. Annual Financial Plan 142 FIRE CY01 CY02 CY03 OR FY04 (EST) 96.5% 97.8% 99.5% 100% 100% 100% 1,976 acres 1,257 acres 498 acres 609 acres 1,126 acres 428 acres 600 acres 800 acres 500 acres 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 602 100% 226 100% 500 100% 100% 100% 100% 100% 2 completed 100% 100% 2 completed 100% 100% 1 completed City of Flagstaff, AZ FIRE DEPARTMENT DIVISION 21 FIRE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 5,685,630 216,955 339,080 25,618 $ 6,267,283 Adopted Budget 2002-2003 $ 6,189,487 249,081 365,756 936,220 $ 7,740,544 Estimated Expenditures 2002-2003 $ 6,185,089 213,491 344,466 668,781 $ 7,411,827 Adopted Budget 2003-2004 $ 6,330,825 238,853 331,713 82,840 $ 6,984,231 Budget-Budget Variance $ 141,338 (10,228) (34,043) (853,380) $ (756,313) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION FIRE PREVENTION TRAINING FIRE OPERATIONS NAU FIRE GRANT II STATE FIRE ASSISTANT FUEL MANAGEMENT PROGRAM BUILDING SUSTAINABLE COMM FOREST HEALTH RESTORATION COMMUNITY CHALLENGE GRANT STATE FIRE ASST-INFO & ED HAZARD FUEL RED. F/Y 2003 TOTAL $ 373,747 198,654 92,800 5,253,858 93,381 187,541 30,201 32,000 5,101 6,267,283 $ 994,089 217,787 97,018 6,081,174 205,372 76,959 25,650 42,495 7,740,544 $ 1,131,694 204,369 101,205 5,674,251 78,358 91,281 63,288 29,800 8,008 29,530 43 7,411,827 $ 949,221 230,914 97,760 5,349,832 14,000 156,218 30,928 155,358 6,984,231 $ $ 6,984,231 6,984,231 $ (44,868) 13,127 742 (731,342) (191,372) (76,959) 130,568 (42,495) 30,928 155,358 (756,313) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Fire operating budget has increased 1% and capital expenditures total $82,840 resulting in an overall net decrease of 10%. Personal Services increases are due to retirement contributions, merit and insurance increases. Major capital (>$10,000) includes two Chemical Haz-Mat Detectors, $19,840 and ten SCBA replacements - Special Operations $63,000. Annual Financial Plan 143 City of Flagstaff, AZ Annual Financial Plan 144 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 145 City of Flagstaff, AZ Annual Financial Plan 146 City of Flagstaff, AZ POLICE DEPARTMENT DIVISIONS 22 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 grantfunded program for a multi-agency investigative unit. ADDITIONAL ACCOMPLISHMENTS FY03 A total of 9,384 arrests were made, an increase of approximately 3%. A total of 3,061 traffic accidents were investigated resulting in a decrease of nearly 7% from 2001. A total of 12,557 traffic citations were issued, including 974 for driving under the influence of alcohol/drugs. The Department maintained 74 Block Watches to address neighborhood concerns such as traffic, graffiti, and any other issue affecting quality of life. Certified eight 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. They included the: Implemented Sunnyside Burglary Initiative, the Woods Watch Program, Watch Your Car Program, and others. The Department assisted Federal Authorities with the visit of President George W Bush. FY03 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 950 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. Enhance the safety of Flagstaff’s streets by targeting causes of motor vehicle collisions and Annual Financial Plan POLICE FY04 GOALS AND OBJECTIVES GOAL: CUSTOMER SERVICE OBJECTIVE: Develop constantly refine procedures that ensure quality customer service. 147 City of Flagstaff, AZ POLICE DEPARTMENT DIVISIONS 22 continuing basis emphasizing the dangers of substance abuse and the need for personal and traffic safety. 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. GOAL: COLLABORATION OBJECTIVE: Develop partnerships with other agencies in order to enhance public safety and address quality of life issues while at the same time operating as efficiently as possible. 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 PERFORMANCE INDICATORS 55,801 19,783 4,792 27,943 3,283 9,107 11,616 1,019 10,358 55,625 17,354 5,834 27,076 3,061 9,384 12,557 974 10,630 CY03 OR FY04 (EST) 57,000 19,000 6,000 28,000 3,200 9,400 13,000 1,000 11,000 8,681 4,962 8,808 5,298 9,000 5,500 655 15,141 619 15,959 700 15,000 112 934 96,922 152 875 100,322 150 900 100,000 5.3 15.7% 611 145 2 N/A N/A 542 117 8 5.0 8.0% 2.000 100 5 CY01 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 148 CY02 City of Flagstaff, AZ POLICE DEPARTMENT DIVISIONS 22 POLICE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 8,042,755 810,058 374,100 9,847 $ 9,236,760 Adopted Budget 2002-2003 $ 8,911,408 962,820 347,459 217,615 $ 10,439,302 Estimated Expenditures 2002-2003 $ 8,794,591 918,360 377,471 213,052 $ 10,303,474 Adopted Budget 2003-2004 $ 9,548,829 1,131,457 328,985 228,000 $ 11,237,271 Budget-Budget Variance $ 637,421 168,637 (18,474) 10,385 $ 797,969 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PATROL DETECTIVES RECORDS COMMUNICATIONS SPECIAL SERVICES CRIME PREVENTION & TRAIN TOTAL $ 945,675 4,655,565 1,116,456 550,908 1,284,996 589,678 93,482 9,236,760 $ 1,521,160 4,950,359 1,056,829 563,480 1,551,042 694,682 101,750 10,439,302 $ 1,511,117 4,931,635 1,050,280 549,472 1,489,009 674,509 97,452 10,303,474 $ 1,620,918 5,389,736 1,042,616 647,704 1,728,913 703,907 103,477 11,237,271 $ $ 11,237,271 11,237,271 $ 99,758 439,377 (14,213) 84,224 177,871 9,225 1,727 797,969 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Police operating budget has increased 7% and capital expenditures total $228,000 resulting in an overall net increase of 7%. Personal Services increases are due to retirement contributions, merit and insurance increases. Contractual increases are $27,000 in telephone costs for Mobile Digital Computer program for the Patrol department; $77,950 for computer maintenance equipment; $10,000 for IGA with NAU to provide technical radio oversite; $53,000 for increase costs from the Humane Society. Major capital (>$10,000) is (4) police sedans $97,500; computerized automated dispatch server $81,500; login recorder for Dispatch $49,000. Annual Financial Plan 149 City of Flagstaff, AZ POLICE DEPARTMENT DIVISIONS 23 POLICE GRANTS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 198,203 196,797 85,043 74,009 $ 554,052 Adopted Budget 2002-2003 $ 123,385 184,991 73,822 16,500 $ 398,698 Estimated Expenditures 2002-2003 $ 293,692 107,937 17,665 11,640 $ 430,934 Adopted Budget 2003-2004 $ 139,404 300,001 347,766 43,613 $ 830,784 Budget-Budget Variance $ 16,019 115,010 273,944 27,113 $ 432,086 $ $ $ $ $ 46 107,340 33,000 38,610 27,113 $ 206,109 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION METRO CRIMINAL JUSTICE GT(CJEF) RICO FUNDS FOR METRO WEED AND SEED PROGRAM 1999 LAW INFORCE BLK GRT 2000 LLEBG GREAT GRANT PHASE III LLEBG POLICE GRANT - 2001 WATCH YOUR CAR GRANT O/T ADD'L DUI ACTIVITIES (3) MOTOR CYCLES GRANT GREAT GRANT 2002-2003 GREAT GRANT 2003 - 2004 LLEBG POLICE GRANT -2002 LEAF TRAINING AUDITORIUM COC UNDERAGE DRINKING PGM SECURITY-PULLIAM AIRPORT DUI ENFORCEMENT 2004 MISC GRANTS UNDER 5,000 TRAFFIC CITATION DUI REP. LLEBG 2003 TOTAL $ 6,884 293,400 15,880 1,701 18,251 53,686 5,989 29,693 62,467 3,593 7,622 31,789 4,170 2,315 16,612 554,052 $ 1,455 272,386 25,000 16,500 33,357 50,000 398,698 $ (9,278) 277,529 866 (40,428) 682 4,828 2,488 5,289 14,228 13,775 4,588 8,822 142,136 3,917 1,492 430,934 $ 1,501 379,726 58,000 38,610 43,613 20,368 20,500 25,000 213,466 30,000 830,784 $ $ 830,784 830,784 SOURCE OF FUNDING: GENERAL FUND Annual Financial Plan 150 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 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. 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 provide 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 151 City of Flagstaff, AZ Annual Financial Plan 152 City of Flagstaff, AZ PUBLIC WORKS DIVISION 25 ADDITIONAL ACCOMPLISHMENTS FY03 MISSION 6 employees celebrated 5 years of service, 11 employees celebrated 10 years of service, 3 employees celebrated 15 years of service, 3 employees celebrated 20 years of service. 27 employees received the City Manager’s Excellence Awards. 1 employee named Flagstaff’s Citizen of the Year. The Public Works Department dedicate its efforts to provide customer service oriented, quality-based costefficient services to the citizens of Flagstaff and their fellow City employees. PROGRAM DESCRIPTION This Division is 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. FY04 GOALS AND OBJECTIVES GOAL: ORGANIZATIONAL SUPPORT OBJECTIVES: Continue to encourage a no-lost time year through the safety program. Continue to reduce vehicular accidents through training and evaluation. Continue to encourage employees to receive training and job enrichment in order to reduce turnovers, excluding retirements. FY03 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 CY02, the overall percentage of time lost is negligible. Two employees were off two weeks each. Continue to reduce vehicular accidents through training and evaluation: Vehicle accidents decreased by 30% and costs were lowered due to minor nature of accidents. Continue to encourage employees to receive training and job enrichment in order to reduce turnovers, excluding retirements: 306 employees participated in job enrichment training courses throughout the year. Annual Financial Plan ADMINISTRATION 153 City of Flagstaff, AZ PUBLIC WORKS DIVISION 25 ADMINISTRATION PERFORMANCE INDICATORS “Zero” lost time accident ratio Reduce accidents by 15% CY03 OR FY04 (EST) CY01 CY02 7 days lost 403,520 hrs of work< 0.0014% 37 accidents 850,000 miles driven 1 accident/ 23,000 miles 14% reduction 21 days lost 397,800 hrs of work 0.042% 26 accidents 850,000 miles driven 1 accident 32,700 miles 30% reduction 0 days lost 400,000 hrs of work>0.0% 22 accidents 850,000 miles driven 1 accident/ 38,000 miles 15% reduction EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 156,707 5,106 4,215 14 $ 166,042 Adopted Budget 2002-2003 $ 168,449 7,545 2,887 $ 178,881 Estimated Expenditures 2002-2003 $ 168,430 5,733 3,490 $ 177,653 Adopted Budget 2003-2004 $ 179,581 7,098 5,872 $ 192,551 Budget-Budget Variance $ 11,132 (447) 2,985 $ 13,670 $ $ $ $ $ $ $ $ 192,551 192,551 $ $ $ 61,766 41,516 45,183 44,086 192,551 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TOTAL 166,042 166,042 178,881 178,881 177,653 177,653 13,670 13,670 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ COMMENTARY: The Public Works Administration operating budget has increased 7% and there are no capital expenditures. Personal Services increases are due to the employee merit, retirement contribution, insurance costs, and the temporary transfer of 1.0 FTE from the Capital Improvements Division. Contractual decreases are due to the reduction of travel budgets. Commodities increases are due to the temporary staff additional previously described. There is no major capital (>$10,000) for this division. Annual Financial Plan 154 City of Flagstaff, AZ PUBLIC WORKS DIVISION 26 PARKS MISSION FY04 GOALS AND OBJECTIVES 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. 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. PROGRAM DESCRIPTION Parks staff is responsible for the maintenance and management of parks and sports fields; maintenance of streetscapes; maintenance of the FUTS; 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. The Parks and Recreation weed and tree plan management are also budgeted in this division. 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 comprehensive signage system. FY03 GOALS/OBJECTIVES AND RESULTS Identify and complete maintenance upgrades in parks for improved safety, accessibility, and compliance with state and federal regulations: Installed slide mats under playground apparatus. Installed and retrofitted bleachers. Installed accessible drinking fountains, walkways and ramps. Completed first phase of Guadalupe Park ballfield fence replacement. Maintain safe parks through active involvement in an integrated public safety system and establish a park ranger program: Continued to work in partnership with the Police Department to identify and correct unsafe situations. Due to funding constraints, did not establish a staffed Park Ranger program. The Neighborhood Block Watch program may be used to provide volunteer Park Watch services on an “ as needed, as available” basis. Manage plant life in the park system and at other city properties through the use of technology and a trained work force: Used irrigation software/hardware to manage water during drought conditions. Compiled and presented noxious urban weed and tree strategic plans. Two staff members were trained in the use of ArcView in order to map weeds and trees. Maintain parks, trails and beautification projects at the highest possible level of service: Additional staff members obtained certification as arborists and playground inspectors. Annual Financial Plan 155 City of Flagstaff, AZ PUBLIC WORKS DIVISION 26 PARKS PERFORMANCE INDICATORS CY01 CY02 CY03 OR FY04 (EST) Conduct weekly safety inspections of parks and playground equipment 85% 80% 90% 90% large parks 80% small parks 90% large parks 80% small parks 75% large parks 75% small parks Complete daily and weekly maintenance tasks at all park areas EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 812,817 544,270 266,886 170,672 $ 1,794,645 Adopted Budget 2002-2003 $ 932,015 842,385 306,591 396,860 $ 2,477,851 Estimated Expenditures 2002-2003 $ 941,240 626,653 280,316 103,857 $ 1,952,066 Adopted Budget 2003-2004 $ 915,199 785,497 282,681 367,850 $ 2,351,227 Budget-Budget Variance $ (16,816) (56,888) (23,910) (29,010) $ (126,624) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMIN PARK GROUNDS MAINT. PARK BLDGS & FAC MAINT. BBB-STREETSCAPE/MEDIAN RIGHT OF WAYS/MEDIAN FUTS TRAIL SYSTEM HERITAGE SQUARE MAINT SNOW REMOVAL BBB RECREATION FIELDS DOWNTOWN MAINTENANCE NON-PARKS GROUNDS/LANDSCA PARKS ENHANCEMENT & IMP. TOTAL $ 120,866 635,905 24,928 126,440 106,754 54,082 49,448 (401) 481,276 69,132 90,392 35,823 1,794,645 $ 143,382 977,044 23,010 162,307 62,478 71,803 53,371 662,479 70,476 251,501 2,477,851 $ 115,311 724,386 22,183 152,013 62,233 71,404 51,735 574,203 66,191 112,407 1,952,066 $ 122,718 843,048 25,109 192,214 61,253 73,474 38,343 703,480 58,111 233,477 2,351,227 $ $ 2,351,227 2,351,227 $ (20,664) (133,996) 2,099 29,907 (1,225) 1,671 (15,028) 41,001 (12,365) (18,024) (126,624) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Parks operating budget has decreased 5% and capital expenditures total $367,850 resulting in an overall net decrease of 6%. Due to the economic situation and revenue shortfalls for the City, the Parks budget was reduced. Onetime expenditures for this division are $11,480 for park entry signs and $135,000 for carryover of money images and events. Major capital (>$10,000) includes $28,950 for walkways/ramps/stairs, $10,000 for backstop and fence at Guadalupe, $32,600 for tennis and basketball court resurfacing, $20,000 for backstop/outfield fence improvements, $29,800 for a 1 ton dump bed truck, $27,000 for a 3/4 ton 4x4 truck, and $200,000 carryover for land acquisition. Annual Financial Plan 156 City of Flagstaff, AZ PUBLIC WORKS DIVISION 27 FLEET MANAGEMENT Kept mechanic productivity at 90% average. Review vehicle and equipment replacement and provide cost data and utilization to fleet review committee. Set up all light duty trucks & sedans in 4,000 mile and/or six-month preventive maintenance cycle. Conduct ADEQ clean-green shop evaluation and implement best management practice for pollution reduction. Coordinated with accountant to ensure correct parts mark-up, fuel mark-up and environmental fees are being collected by the fleet computer system. Continued collection of data and recommended implementation of bio-diesel fuel usage. Develop fuel conservation policy and idling policy for adoption by City departments. 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 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. FY03 GOALS/OBJECTIVES AND RESULTS FY04 GOALS AND OBJECTIVES 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 2003, and 10 will be enrolled in May 2004. 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. 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: 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. 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. Provide users with repair order at time vehicle is serviced/repaired. Keep preventive maintenance services within the month scheduled. Evaluate customer service satisfaction surveys and benchmark tracking of data to improve service levels and to better serve the needs of customers. To determine technician proficiency at the highest level. By providing service within industry flat rates for labor hours. Provide customers with forms to rate preventive maintenance services. GOAL: COLLABORATION OBJECTIVES: Continue to provide fueling services for Coconino County and Pine Country Transit. Look into providing bio-diesel fuel services for Coconino County and Pine Country Transit. Look into providing additional bio-diesel fuel services for outside agencies including NAU and U.S. Forest Service. GOAL: FISCAL RESPONSIBILITY OBJECTIVES: We can realize an increase in cost recovery by providing fuels to additional agencies. ADDITIONAL ACCOMPLISHMENTS FY03 Coordinated yearly study to identify under-utilized vehicles. Annual Financial Plan 157 City of Flagstaff, AZ PUBLIC WORKS DIVISION 27 FLEET MANAGEMENT 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 at 90% or better Number of gallons sold to outside agencies CY01 CY02 CY03 OR FY04 (EST) 50% 100% 100% 92% 92% 75% 91% 93% 92% 92% 94% 95% 93% 95% 95% 97,742 126,913 130,000 EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 129,977 81,953 40,662 $ 252,592 Adopted Budget 2002-2003 $ 94,549 89,896 (184,445) $ - Estimated Expenditures 2002-2003 $ 142,198 88,689 (173,913) $ 56,974 Adopted Budget 2003-2004 $ 112,494 92,914 (205,408) $ - Budget-Budget Variance $ 17,945 3,018 (20,963) $ - $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION INVENTORY MANAGEMENT PREVENTIVE MAINTENANCE VEHICLE REPAIR POOL VEHICLES-CITY HALL POOL VEHICLES-SHOP OTHER SHOP WORK SHOP IMPROVEMENTS TOTAL $ 204,280 51,474 85,636 (151,849) 7,310 55,433 308 252,592 $ (3,932) 52,551 93,677 (219,604) 11,500 6,800 59,008 - $ 39,242 53,037 97,249 (208,295) 9,500 6,800 59,441 56,974 $ (1,708) 57,106 98,690 (231,364) 9,500 6,750 61,026 - $ 2,224 4,555 5,013 (11,760) (2,000) (50) 2,018 - SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ (157,576) 303 59,201 20,828 4,113 73,131 - COMMENTARY: The Fleet Management operating budget is a $0 base budget and there are no capital expenditures. The shop rates and markups are set to fully recover operating cost of this division. Shop rate will be increased to $44.50 per hour. Changes in the Personal Services include the elimination of one position and increases for employee merits, retirement contributions, and insurance cost. The only increase for contractuals is for stormwater fees. Annual Financial Plan 158 City of Flagstaff, AZ PUBLIC WORKS DIVISION 28 CEMETERY with the Masons on upgrading section “E”. This goal will be carried over for the next F/Y. PROGRAM DESCRIPTION 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. ADDITIONAL ACCOMPLISHMENTS FY03 Applied asphalt millings on existing dirt roads within the cemetery, reducing dust when the wind blows and when it rains. FY04 GOALS AND OBJECTIVES FY03 GOALS/OBJECTIVES AND RESULTS As part of proper ground maintenance, keep trees trimmed, grass mowed and edged at least one time per week. Due to budget cut of temporary hours, this goal is only being met 50%. Work with Service Organization annually on upgrading their private section. Started talks 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 CY01 CY02 NA NA 75% 100% CY03 OR FY04 (EST) 80% 50% EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 94,390 49,351 19,103 $ 162,844 Adopted Budget 2002-2003 $ 107,426 53,840 12,365 31,525 $ 205,156 Estimated Expenditures 2002-2003 $ 101,147 53,955 9,288 31,551 $ 195,941 Adopted Budget 2003-2004 $ 103,385 54,930 12,457 103,000 $ 273,772 Budget-Budget Variance $ (4,041) 1,090 92 71,475 $ 68,616 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL SERVICES OPENING & CLOSING MAINTENANCE OF BUILDINGS MAINTENANCE OF GROUNDS TOTAL $ 1,970 39,509 3,704 117,661 162,844 2,025 78,178 5,231 119,722 205,156 $ $ 1,901 74,237 4,210 115,593 195,941 $ 2,025 149,170 5,317 117,260 273,772 $ $ 273,772 273,772 $ 70,992 86 (2,462) 68,616 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Cemetery operating budget has decreased 2% and capital expenditures total $103,000 resulting in an overall net increase of 33%. Personal Services decreases are due to fewer hours being charged to the cemetery for ongoing maintenance. Contractual increases are due to utility increases for both the landfill and stormwater. Major capital (>$10,000) includes $85,000 for a backhoe and $18,000 for a columbarium. Annual Financial Plan 159 City of Flagstaff, AZ PUBLIC WORKS DIVISION 29 FACILITIES MAINTENANCE Operate within budget outlines, while providing the same level of service currently expected. Monitor facilities needs and repairs: Projected needs schedules have been established and response times for daily general maintenance average about 20 minutes. MISSION The Facilities mission is to provide 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 Under the direction of the Public Works Director, the Public Facilities Maintenance division is responsible for all maintenance and upgrades of all City buildings. FY03 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 needs addressed within budget constraints. ADDITIONAL ACCOMPLISHMENTS FY03 Restructure of Facilities Division. Established record handling program. Council Chamber remodel. Dark Skies Citywide compliance. Engineering area remodel. U.S.G.S. #6 building completed and move in. Library, East Flag branch move in. Bank One remodel and move in A.D.A. City Hall restrooms. Refrigerator refrigerant extraction program for outlying cities. FY04 GOALS AND OBJECTIVES GOAL: COLLABORATION OBJECTIVE: Work with recreation staff and schools to bring swimming pool equipment to 100% operational condition. GOAL: CUSTOMER SERVICE OBJECTIVE: Create a customer service satisfaction survey for both internal and external customers to provide a benchmark for improving service. Annual Financial Plan 160 City of Flagstaff, AZ PUBLIC WORKS DIVISION 29 FACILITIES MAINTENANCE PERFORMANCE INDICATORS CY01 CY02 Swimming pool equipment in 100% operational condition Customer satisfaction overall rating 80% NA 94% 70% CY03 OR FY04 (EST) 100% 100% EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 299,593 250,281 98,220 61,214 $ 709,308 Adopted Budget 2002-2003 $ 317,262 164,159 210,022 321,266 $ 1,012,709 Estimated Expenditures 2002-2003 $ 327,409 183,695 96,509 78,540 $ 686,153 Adopted Budget 2003-2004 $ 346,299 165,332 247,209 204,023 $ 962,863 Budget-Budget Variance $ 29,037 1,173 37,187 (117,243) $ (49,846) $ $ $ $ $ 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 $ 191,623 63,857 150,961 202,263 21,689 8,793 15 19,704 50,403 709,308 $ 271,962 72,437 211,595 150,952 10,740 130,000 115,023 50,000 1,012,709 $ 268,588 78,784 120,007 155,398 2,015 8,961 32,400 20,000 686,153 $ 287,195 76,326 414,207 158,135 7,000 20,000 962,863 $ 15,233 3,889 202,612 7,183 (3,740) (110,000) (115,023) (50,000) (49,846) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 643,979 58,124 92,045 43,230 15,086 110,399 962,863 COMMENTARY: The Facilities Maintenance operating budget has increased 9% and capital expenditures total $204,023 resulting in an overall net decrease of 5%. Personal Services increases are due to the employee merit, retirement contribution, and insurance costs. Contractual increases are due to greater anticipated vehicle maintenance. Commodities increases are due to a carryover of funds to complete outstanding facility maintenance. Major capital (> $10,000) includes $20,000 for soil remediation and $184,023 for ADA improvements. Annual Financial Plan 161 City of Flagstaff, AZ PUBLIC WORKS DIVISION 30 RECREATION Cheshire Park expansion. Created Thorpe Park Master Plan. Prepare for a future bond initiative: Prepared amendments to 1996 Master Plan. Prepared priority project lists and developed concept plans for Continental, Lake Mary, Buffalo, Arroyo, Cheshire and Clay Basin parks. Participated in 2003 bond exploratory process. 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 FY04 GOALS AND OBJECTIVES Recreation staff is responsible for the management and operation of three community centers, an adult center, a therapeutic recreation site, an ice arena, two swimming pools, and numerous sports fields. Special event and use permits are coordinated for organizations and individuals; “leisure learning” activities are programmed for all ages and abilities, and sports are facilitated for both adults and youth. All Parks and Recreation administrative functions and master plan management are also budgeted in this division. 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. GOAL: FISCAL RESPONSIBILITY OBJECTIVES: Increase recreation revenues. FY03 GOALS/OBJECTIVES AND RESULTS Identify and complete equipment and facility upgrades to enhance recreation experiences and improve safety and accessibility: Replaced tiles in FHS pool locker rooms. Upgraded phone system at ice arena. Replaced pool decks at MEMS and FHS pools. Replaced gym floor at Cogdill Recreation Center. ADA renovations at Flagstaff Recreation Center, Cogdill Recreation Center, ice arena, Adult Center and Therapeutic Recreation site are in design. Continue and create partnerships with other community agencies: Administered contracts with HASTC, CCCY, FUSD (FACTS), and FHA for community services. Participated in “Back to School Resource Fair” and Nutrition Grant in cooperation with Coconino County. Develop new recreation programs: Implemented new programs including Senior Aqua Aerobics, Halloween Harvest, Soar into Spring, Racquetball League, Kayak Skills, and a variety of outdoor workshops. Increase recreation revenues: Exceeded FY02 revenue estimate by $59,000. Completed program fee review and adjusted rates to comply with current policy effective January 2003. Implement the Recreation Bond/BBB capital program by completing design and construction of projects: Completed construction of Foxglenn Park and McMillan Mesa Park. Acquired 80 acres for Continental Park expansion. Acquired land for Annual Financial Plan 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 project data for future capital needs. 162 City of Flagstaff, AZ PUBLIC WORKS DIVISION 30 RECREATION Implement new events Improve gross revenue & self sufficiency percentage Revenue Self sufficiency percentage 7 8 CY03 OR FY04 (EST) 7 $516,437 13% Complete BBB/Recreation Bond projects Sechrist $583,640 15% Foxglenn, McMillan Mesa $540,000 15% Thorpe Master Plan and Phase I PERFORMANCE INDICATORS CY01 CY02 EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 1,356,762 403,178 201,153 97,356 $ 2,058,449 Adopted Budget 2002-2003 $ 1,491,296 455,390 186,384 590,028 $ 2,723,098 Estimated Expenditures 2002-2003 $ 1,435,916 421,545 184,493 214,952 $ 2,256,906 Adopted Budget 2003-2004 $ 1,376,630 427,994 176,450 771,422 $ 2,752,496 Budget-Budget Variance $ (114,666) (27,396) (9,934) 181,394 $ 29,398 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ATHLETIC PROGRAMS AQUATICS MURDOCK CENTER LEISURE LEARNING FLAGSTAFF RECREATION CNTR ADULT CENTER COGDILL CENTER YOUTH COMMISSION JAY LIVELY ACTIVITY CENTR COMMUNITY SERVICES/EVENTS RECREATION GRANTS FACILITIES ADA COMPLIANCE TOTAL $ 398,380 193,602 207,275 214,048 112,654 254,828 154,905 124,107 7,931 348,966 37,409 1,996 2,348 2,058,449 $ 439,194 198,755 288,637 189,468 134,676 383,576 299,522 248,068 502,546 38,656 2,723,098 $ 479,403 186,570 212,375 146,342 100,798 248,510 163,807 130,841 348,299 36,669 3,292 200,000 2,256,906 $ 404,447 198,611 275,419 41,222 122,899 283,182 212,863 176,887 404,455 54,620 577,891 2,752,496 $ $ 2,752,496 2,752,496 $ (34,747) (144) (13,218) (148,246) (11,777) (100,394) (86,659) (71,181) (98,091) 15,964 577,891 29,398 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Recreation operating budget has decreased 8% and capital expenditures total $771,422 resulting in an overall net increase of 1%. Due to the economic situation and revenue shortfalls for the City, the Recreation budget was reduced. These reductions effected personal services, contractuals, and commodities. In addition, the City plans to close Murdock Recreation Center after the completion of summer programs. Onetime expenditures for this division are $4,500 for a pool vacuum, $3,125 for a defibrillator, $7,315 for carpet, and $18,935 for fire/security alarm systems at various facilities. Major capital (>$10,000) includes $13,500 for driveway, curb, and sidewalk repair, $577,891 for ADA/recreation facilities renovations, $36,000 for a dehumidifier, $14,200 for phone lines, $32,000 for a roof, $73,600 for pool decks, and $25,800 for a basketball court floor. Annual Financial Plan 163 City of Flagstaff, AZ PUBLIC WORKS DIVISION 32 STREET MAINTENANCE AND REPAIRS All Street Division employees certified in CPR in the workplace. Held annual equipment Roadeo sent four equipment operators to the state competition in Phoenix. There were over 300 contestants and took place over a 3-day period. One operator took second place in the snowplow event. 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 and traffic signal. FY04 GOALS AND OBJECTIVES GOAL: CUSTOMER SERVICE OBJECTIVE: Keep dirt streets graded and potholes patched before they deteriorate. Shoulder asphalt streets without curbs to protect the integrity of the streets sub base. FY03 GOALS/OBJECTIVES AND RESULTS Kept dirt streets graded and potholes patched before they deteriorate. This is currently being done, but not to the 100% satisfaction that we are looking at. We are at 85% on road grading and 80% patching potholes within 24 hours of notice. GOAL: PUBLIC SAFETY OBJECTIVE: Sweep cinders from roadways when winter storms subside making arterial, collectors, and bike paths a priority. ADDITIONAL ACCOMPLISHMENTS FY03 Hired a Traffic Signal Technician to provide preventive maintenance to the 28 intersections. Through the cooperative effort with the Police Department, have initiated an 800 MHz radio twoway radio system. Annual Financial Plan 164 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 Shoulder dirt streets-residential streets once per year and arterial streets twice per year. Patch potholes within 24 hours of notice CY01 CY02 CY03 OR FY04 (EST) 90% 90% 95% 90% 85% 90% N/A N/A 80% 75% 80% 90% EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 1,283,128 352,350 543,331 112,035 $ 2,290,844 Adopted Budget 2002-2003 $ 1,734,917 404,035 723,045 638,354 $ 3,500,351 Estimated Expenditures 2002-2003 $ 1,503,182 408,756 594,059 474,345 $ 2,980,342 Adopted Budget 2003-2004 $ 1,683,119 275,323 732,695 614,675 $ 3,305,812 Budget-Budget Variance $ (51,798) (128,712) 9,650 (23,679) $ (194,539) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION STREET CLEANING SNOW CONTROL SIGN,SIGNAL,MARK & LIGHT STREET MAINTENANCE DRAINAGE WAY MAINTENANCE TRAINING STREET LIGHTS TRAFFIC SIGNAL MAINTENANCE WESTRIDGE ROADS REPAIR AND DEMOLITION TOTAL $ 167,146 272,247 328,867 331,798 824,042 45,420 1,339 311,694 770 7,521 2,290,844 $ 249,469 414,250 673,943 366,790 1,271,746 59,798 1,900 320,430 142,025 3,500,351 $ 189,068 239,497 484,988 303,590 1,232,501 63,373 1,116 326,841 138,221 1,147 2,980,342 $ 203,744 725,434 627,101 292,908 849,370 78,326 1,900 325,430 201,599 3,305,812 $ $ 3,305,812 3,305,812 $ (45,725) 311,184 (46,842) (73,882) (422,376) 18,528 5,000 59,574 (194,539) SOURCE OF FUNDING: HIGHWAY USER REVENUE FUND COMMENTARY: The Streets Maintenance operating budget has decreased 6% and capital expenditures total $466,675 resulting in an overall net decrease of 6%. Personal Services increases are due to the employee merit, retirement contribution, and insurance costs. Annual Financial Plan 165 City of Flagstaff, AZ PUBLIC WORKS DIVISION 38 ADDITIONAL ACCOMPLISHMENTS FY03 MISSION Initiated development of a new Airport Master Plan and FAR Part 150 Noise Impact Study. Began construction of additional aircraft hangar and shade hangar buildings. Completed construction of $9 million in taxiway reconstruction and safety area rehabilitation on time and within budget to meet FAA standards. Initiated development of a new airport master plan and FAA Part 150 noise impact study. Facilitated start up operations of local Transportation Security Administration for 100% baggage screening and leased 1000 sq. ft. of terminal space for their offices. Began construction of additional aircraft storage hangars and shade hangars. Completed new ground lease with Pulliam LLC II for construction of phase 2 development. 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 as a nonhub air carrier and general aviation airport by the Federal Aviation Administration (FAA). 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. FY04 GOALS AND OBJECTIVES GOAL: CAPITAL IMPROVEMENTS OBJECTIVES: Complete construction of additional hangars and shade hangars for aircraft storage. Complete new Airport Master Plan and FAR Part 150 Noise Impact Study. FY03 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 for the second year in a row. Make necessary capital improvements in order to comply with federal requirements and to accommodate increased demand by the flying public: Completed $9 million of taxiway and runway safety area improvements to meet FAA standards. Improve productivity and increase revenue in order to lessen subsidy from the general fund: New leases with Guardian Air Medical, Federal Aviation Administration, Transportation Security Administration, and restaurant will generate approximately 10% new revenues. Increase the availability of scheduled, as well as on-demand air service, with increased enplanements: Worked with America West Express to improve fares and promote service resulting in an 18% increase in passengers for the year. Develop new business opportunities in the Airport Business Park: Signed lease with Pulliam LLC II for development of their second 28,000 sq. ft. office building. Annual Financial Plan AIRPORT GOAL: FISCAL HEALTH OBJECTIVES: Continue to develop public/private partnerships with airport tenants. Continue discussions with several prospects to develop additional business leases on the Airport and Airpark. Secure FAA and ADOT grants for design and construction of runway extension and fire station construction and acquisition of new fire equipment. 166 City of Flagstaff, AZ PUBLIC WORKS DIVISION 38 AIRPORT 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 CY01 CY02 CY03 OR FY04 (EST) 100% 100% 100% 99% 99% 100% 100% 100% 100% 2.26% -2% +-9% EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 405,093 252,968 88,003 91,838 $ 837,902 Adopted Budget 2002-2003 $ 489,198 238,922 85,898 536,265 $ 1,350,283 Estimated Expenditures 2002-2003 $ 470,348 244,038 113,674 338,700 $ 1,166,760 Adopted Budget 2003-2004 $ 527,672 254,295 92,306 1,102,138 $ 1,976,411 Budget-Budget Variance $ 38,474 15,373 6,408 565,873 $ 626,128 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION SAFETY AND SECURITY SNOW CONTROL MAINT BLDGS AND GROUNDS MAINT RUNWAY & TAXIWAY PVMNT MAINT-WEST TAXIWAY TOTAL $ 364,914 75,990 34,916 282,152 79,930 837,902 $ 387,704 81,735 258,666 329,998 69,853 222,327 1,350,283 $ 362,037 82,829 286,784 348,325 86,785 1,166,760 $ 477,302 1,030,689 67,569 317,252 83,599 1,976,411 $ $ 1,976,411 1,976,411 $ 89,598 948,954 (191,097) (12,746) 13,746 (222,327) 626,128 SOURCE OF FUNDING: AIRPORT FUND COMMENTARY: The Airport operating budget has increased 7% and capital expenditures total $1,102,138 resulting in an overall net increase of 46%. Personal Services increases are due employee merits, retirement contributions, insurance costs, and internal labor for pavement marking. Contractuals and commodities increases are for Stormwater fees, biodiesel, and custodial services. Onetime expenditures for this division is $9,000 for carryover of economic development/marketing of the Airpark. Major capital (>$10,000) includes $34,639 for lease payments, $104,949 for loan payments, $18,000 for a replacement sedan, and $944,550 for an aircraft rescue/firefighting vehicle. The aircraft rescue/firefighting vehicle is grant funded. Annual Financial Plan 167 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. Complete Minimize the amount of litter leaving the facility boundaries in accordance with forest service litter plan. Phase I of Wind Blown Litter Fence is under construction. Fully implement the Stormwater Management Plan. Phase I implementation is in affect. Stormwater controls under construction. Assuring full compliance with special waste regulations while providing excellent customer service for special requests. Complete. Special waste acceptance procedures are in place. Completed four special projects: 3 for BNSF and 1 for Navajo Army Depot. Excel at customer service through the provision of once per week container collection. Complete. Respond to all customers inquires within 24 hours. 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. 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. ADDITIONAL ACCOMPLISHMENTS FY03 FY03 GOALS/OBJECTIVES AND RESULTS Towed 127 junked or abandoned vehicles from private properties Distributed 112 refurbished bikes to needy community members through Bicycle Recycle Program. Increased residential recycle rate by 2%. Delivered 589 trash and recycle bins to new residential customers. All environmental services drivers were certified in CPR. Roll Off Program serviced 2,911 roll of boxes, increase of 730 over last year. Opened the new Household Hazardous Products Collection Center. Conducted audit of all commercial customer accounts. Improve the collection program safety record through the development of a mandatory employee safety-training program for each type of equipment. Complete. Training program is in place. Accidents reduced by 50%. Through ADEQ funding: Implement a year round, permanent Household Hazardous Waste Program at the Cinder Lake Landfill. Complete. HHPCC Facility completed in October: In full operation. Ensure citywide compliance with environmental regulations. Support and expand the community-wide Recycling Program by increasing business participation and implementing customer-friendly collection programs. Completed. Business participation by seven accounts. Initiate and maintain comprehensive environmental advisory teams that will provide the City with environmentally sound operating options through a review of the current city purchasing and operations policies. The Environmental Advisory Team has been formed and is meting on a regular basis. Heighten community awareness of litter within our community through a specialized anti-litter company. Establish a new and inexpensive source of labor for clean up of illegal dumpsites and special areas. Annual Financial Plan ENVIRONMENTAL SERVICES FY04 GOALS AND OBJECTIVES GOAL: ORGANIZATIONAL SUPPORT OBJECTIVE: Expand Safety Training Program to cover all operational programs. GOAL: QUALITY OF LIFE OBJECTIVES: Ensure citywide compliance with environmental regulations. Expand the Household Hazardous Waste Collection Program to include electronics recycling. 168 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. Complete Phase I of Wind Blown Litter Fence. Complete installation of Phase I Stormwater Controls. Assure full compliance with Special Waste program and Regulatory compliance Program. ENVIRONMENTAL SERVICES Continue efforts with Environmental Advisory Team, establishing clear direction for sound operation options. GOAL: CUSTOMER SERVICE 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 Increase the volume of glass being recycled by 25% by 6/30/03 Increase the amount of green-waste diverted by 20% Complete department audits and have initial report providing suggested direction to top staff Create a partnership with Coconino County Jail for clean-up crews of illegal dump sites and littered areas 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 169 CY01 CY02 CY03 OR FY04 (EST) NA NA NA 9/1/02 0 6/30/03 Complete 0 Ongoing NA 100% 100% NA 100% 100% NA 100% 100% NA NA NA 10% 25% 20% 7% Ongoing 22% NA 6/30/03 Ongoing NA 10/31/02 Oh Hold 39% 100% 98% NA 20% 100% 100% 6/30/03 50% 100% 100% Ongoing NA 100% 100% NA 100% 90% NA 10/31/02 Ongoing NA 100% 100% City of Flagstaff, AZ PUBLIC WORKS DIVISION 41 ENVIRONMENTAL SERVICES EXPENDITURES BY CATEGORY: Actual Expenditures 2001-2002 $ 2,147,339 2,374,893 718,352 449,663 $ 5,690,247 Adopted Budget 2002-2003 $ 2,369,041 1,934,265 762,588 2,056,028 $ 7,121,922 Estimated Expenditures 2002-2003 $ 2,390,364 2,095,022 775,430 1,258,579 $ 6,519,395 Adopted Budget 2003-2004 $ 2,659,832 2,343,722 841,994 2,276,000 $ 8,121,548 Budget-Budget Variance $ 290,791 409,457 79,406 219,972 $ 999,626 GENERAL ADMINISTRATION RESIDENTIAL COLLECTION COMMERCIAL COLLECTION SANITARY LANDFILL BIN MAINT-RESIDENTIAL BIN MAINT-COMMERCIAL HOIST & HAUL RECYCLING-LANDFILL HOUSEHOLD HAZ WASTE COLL RECYCLING - CURBSIDE COLL INERT MATERIAL LANDFILL COMMERCIAL RECYCLING CONSERVATION EDUCATION CLEAN & GREEN ENVIRONMENTAL MANAGEMENT ENVIRONMENTAL CODE ENFORC COMMERCIAL SALES COUNTY COMMERCIAL REFUSE COUNTY COMMERCIAL RECYCL COUNTY - HOIST AND HAUL LANDFILL SITE IMPROVEMENT HH HAZARDOUS WASTE BUILD MRF ENTRY IMPROVEMENTS $ $ $ $ $ TOTAL $ PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: 302,126 1,183,524 1,098,509 1,304,629 30,785 56,771 183,981 46,766 65,363 392,680 99,110 254,131 35,216 43,968 130,066 68,556 (370) 18,018 1,986 293 134,369 239,770 5,690,247 $ 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 $ 420,385 1,427,487 1,523,832 1,421,470 30,154 48,541 305,083 82,195 106,579 430,506 89,522 300,484 51,731 5,305 123,886 61,700 4,388 10,038 1,342 409 68,855 5,503 6,519,395 $ 402,990 1,511,968 1,182,968 2,219,760 46,906 67,975 371,854 96,021 125,064 1,046,568 80,033 590,554 73,537 226,247 65,593 13,510 8,121,548 $ $ 8,121,548 8,121,548 $ (13,935) 259,298 (177,674) 303,183 (1,038) (4,943) 38,753 5,245 39,228 257,126 (13,889) 213,570 20,096 67,307 2,134 5,165 999,626 SOURCE OF FUNDING: ENVIRONMENTAL SERVICES FUND COMMENTARY: The Environmental Services operating budget has increased 15% and capital expenditures total $2,276,000 resulting in an overall net increase of 14%. Personal Services increases are due to employee merit, retirement contributions and health insurance increases. Contractual increases are due to expected increase in utilities, Shop labor charge-outs, the reclassification of a capital line item for consultant fees, and reflects the adjustment to better represent actual tonnage estimate. Commodity increases are due to fuel usage, bio-diesel, and Fleet charge-outs. Major capital (>$10,000) includes capital equipment, MRF entry site project, as well as capital improvements ongoing at the Landfill. Refer to Schedules 8 and 9 for a detailed listing. Annual Financial Plan 170 City of Flagstaff, AZ UTILITIES UTILITIES DEPARTMENT 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. Annual Financial Plan 171 City of Flagstaff, AZ Annual Financial Plan 172 City of Flagstaff, AZ UTILITIES DIVISION 42 ADMINISTRATION ADDITIONAL ACCOMPLISHMENTS FY03 MISSION Updated 10-year Capital Improvement Program for the Utilities Department. Equipped two new water wells. Completed construction of Lake Mary Water Treatment Plant addition. Developed a policy for the use of reclaimed water. Completed customer service survey. Developed a new water conservation ordinance. 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. FY04 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. This mission statement is applicable to all Utility divisions and will not be repeated at the beginning of each divisional section. PROGRAM DESCRIPTION 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). 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 improvements 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 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. GOAL: CUSTOMER SERVICE OBJECTIVES: Continue improvement of customer service satisfaction through the utilization of a customer service survey. FY03 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. 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. Annual Financial Plan 173 City of Flagstaff, AZ UTILITIES DIVISION 42 ADMINISTRATION PERFORMANCE INDICATORS Number of water and sewer impact studies done for private development CIP expenditures verses budget O&M expenditures verses budget Number of water and sewer projects administered Departmental operating efficiency ratio (total O&M/total population) Ratio of projects completed per year to projects budgeted per year Bill stuffer survey (Positive customer service responses/total responses) FY01 FY02 (EST) CY03 OR FY03 (EST) 9 7 4 48% 90% 14 60% 90% 18 80% 90% 21 NA NA $152 NA NA 75% NA NA 85% EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 453,296 119,952 29,416 3,958 $ 606,622 Adopted Budget 2002-2003 $ 490,986 301,408 30,990 $ 823,384 Estimated Expenditures 2002-2003 $ 512,137 160,701 29,627 10,000 $ 712,465 Adopted Budget 2003-2004 $ 739,744 354,013 54,140 10,000 $ 1,157,897 Budget-Budget Variance $ 248,758 52,605 23,150 10,000 $ 334,513 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION CITY WTR SYSTEM ANALYSIS FIXED ASSET INVENTORY CITY SWR SYSTEM ANALYSIS ENGINEERING BLUE STAKE WATER CONSERVATION WILDLIFE VIEWING AREA TOTAL $ 367,602 6,000 6,607 5,018 197,272 (4,616) 28,739 606,622 $ 565,875 6,000 3,078 5,000 215,730 (3,099) 30,800 823,384 $ 441,007 6,000 10,178 5,001 215,541 (2,553) 27,291 10,000 712,465 $ 705,757 10,000 12,455 5,000 317,379 (4,249) 101,555 10,000 1,157,897 $ $ 1,157,897 1,157,897 $ 139,882 4,000 9,377 101,649 (1,150) 70,755 10,000 334,513 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Utilities Administration operating budget has increased 39% and capital expenditures total $10,000 for a net increase of 40%. Personal Services increases are due to three new positions, employee merits, retirement contributions, and insurance costs. Contractuals and Commodities increases are due to consultant fees, customer survey, gas, copies, promotional materials, and software. One-time expenditures for this division are $60,600 for consultant fees, $850 for promotional materials related to a bond program, and $4,000 for Water Gems software. Capital is $10,000 for the construction of a wildlife viewing area along the Rio de Annual Financial Plan 174 City of Flagstaff, AZ UTILITIES DIVISION 47 ADDITIONAL ACCOMPLISHMENTS FY03 Extensive maintenance of Lake Mary Wells to ensure operation. Reservoir filtration plant roof design completed. Woody Mountain #9 is changed from line shaft to submersible. Woody Mountain #2 is re-equipped. 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 other production facilities including Lake Mary Wellfield, Woody Mountain Wellfield, the Inner Basin wells and springs, the Reservoir Filtration Plant, local wells, and several tanks/booster stations (Division 50). The analytical laboratory is state certified. The lab provides analysis for: process control, metals and microbiological contaminates from the City’s potable water system. FY04 GOALS AND OBJECTIVES GOAL: PUBLIC SAFETY OBJECTIVES: Continue improvement of community water system security. Complete vulnerability assessment. FY03 GOALS/OBJECTIVES AND RESULTS Economically provide water that meets Safe Drinking Water Act requirements to the citizens of Flagstaff: New filter building anticipated to be online Spring 2003. Make the public aware of production techniques through education programs and demonstrations. Manage the quantity of water from various sources to provide adequate flows for domestic usage and fire protection. Water supplied adequately with heavy operation of well fields due to scarce surface water supply. Shop well anticipated being on-line June 2003. Enhance water system security: Vulnerability assessment bid awarded to Tetra Tech. Annual Financial Plan LAKE MARY WATER TREATMENT PLANT GOAL: QUALITY OF LIFE OBJECTIVES: Economically provide water that meets Safe Drinking Water Act requirements to the citizens of Flagstaff. 175 City of Flagstaff, AZ UTILITIES DIVISION 47 LAKE MARY WATER TREATMENT PLANT PERFORMANCE INDICATORS CY1 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 2857 $1.07 21118 3 CY03 OR FY04 (EST) 3,000 $1.00 -01150 10 CY02 2,869 $1.00 -0956 14 EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 577,075 1,572,422 201,618 725,587 $ 3,076,702 Adopted Budget 2002-2003 $ 664,327 1,764,475 254,116 568,700 $ 3,251,618 Estimated Expenditures 2002-2003 $ 628,207 1,909,807 222,397 484,417 $ 3,244,828 Adopted Budget 2003-2004 $ 689,888 1,970,414 288,419 619,600 $ 3,568,321 Budget-Budget Variance $ 25,561 205,939 34,303 50,900 $ 316,703 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION WATER TREATMENT OPERATION CHEMICAL ANALYSIS BLDGS & GROUNDS MAINT EQUIPMENT MAINTENANCE USFS LAKE MARY CONTRACT UPPER LAKE MARY DAM IMP SEDMNTION BASIN MODS (90) SCADA TRACKING FOXGLEN WELL CONTINENTAL WELL LOCAL WELLS FUTURE PROG LAKE MARY WELLFIELDS WOODY MOUNTAIN WELLFIELD NORTH RESERVOIRS INNER BASIN DEVELOPMENT INNER BASIN PIPELINE TOTAL $ 394,199 280,162 171,018 52,064 169,353 8,860 31 5,745 10,280 77,149 63,743 183,870 268,053 443,730 747,990 103,542 71,913 25,000 3,076,702 $ 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 $ 440,629 271,652 171,800 73,361 149,083 17,720 2,371 15,000 22,350 81,537 76,509 615,355 1,044,035 78,885 61,754 122,787 3,244,828 $ 485,397 306,069 182,983 70,291 110,636 8,860 21,000 15,000 38,850 375,748 647,050 1,039,073 52,030 85,952 129,382 3,568,321 $ $ 3,568,321 3,568,321 $ 14,533 (4,578) 11,711 (27,858) (37,809) 10,000 (76,053) (76,053) 325,748 41,345 102,395 16,365 9,737 7,220 316,703 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Lake Mary Water Treatment Plant operating budget has increased 9% and capital expenditures total $619,600 resulting in an overall net increase of 9%. Personal Services increases are due to employee merits, retirement contributions, and insurance costs. Contractuals increases are primarily due to power for use of new town wells and increased use of the Woody Mountain Wellfield. Other increases are for consulting, advertising, postage, registration, and maintenance. Commodities increases are due to safety supplies, cylinder deposits, gas, small tools, new well operations, and various equipment. One-time expenditures for this division are $1,200 for an emergency escape pack, $5,000 for a consultant to design basin pump over system, $3,100 for a portable water sampling kit, $12,000 for security sky lights, $3,000 for a portable welding unit, and $9,400 for two activators. Major capital (>$10,000) includes $400,000 for annual well maintenance, $20,000 for dam improvements, $16,000 for basin pump system, $48,500 for a generator, $10,000 for SCADA UPS unit, $129,382 for Inner Basin pipe replacement, and $20,000 for the land acquisiti Annual Financial Plan 176 City of Flagstaff, AZ UTILITIES DIVISION 48 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. PROGRAM DESCRIPTION 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/OBJECTIVES AND RESULTS Provide quality customer service: Continued to research available software programs for use with Internet information, interactive voice, and credit card acceptance. 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. ADDITIONAL ACCOMPLISHMENTS FY03 Began transmitting bank draft and Cycle Bill data directly to bank and bill processor. Received and trained on new Version 6.1 of H.T.E. Customer Information System software. FY04 GOALS AND OBJECTIVES GOAL: CUSTOMER SERVICE OBJECTIVE: Through technology 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. Annual Financial Plan 177 City of Flagstaff, AZ UTILITIES DIVISION 48 CUSTOMER SERVICE PERFORMANCE INDICATORS Total billed including water/wastewater/other Meter Reader Efficiency - impact of applied technologies (meters read per Reader per Quarter) Division Efficiency (Division Base Cost/Meters Read) Total System and Capacity Fees, Taps, Etc. collected Collections Activity - Percent of Delinquent Accounts (Delinquent Accounts/Total Accounts) Percent of Estimated Reads CY01 CY02 $22.6 million $23.2 million CY03 OR FY04 (EST) $22.5 Million 14,228 17,022 17,500 $3.36 $1.4 million $3.05 $2.1 million $3.04 $2.2 Million 3.8% 4.7% 4.8% 11.78% 0.20% 2.00% EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 390,063 109,308 26,709 18,011 $ 544,091 Adopted Budget 2002-2003 $ 450,198 126,950 31,970 36,330 $ 645,448 Estimated Expenditures 2002-2003 $ 445,006 127,533 31,947 36,330 $ 640,816 Adopted Budget 2003-2004 $ 465,310 172,500 61,430 $ 699,240 Budget-Budget Variance $ 15,112 45,550 29,460 (36,330) $ 53,792 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION FIELD READING COLLECTION CUSTOMER SERVICE TOTAL $ 101,728 151,824 51,635 238,904 544,091 $ 101,298 208,049 52,751 283,350 645,448 $ 96,649 208,066 52,751 283,350 640,816 $ 178,082 178,997 58,325 283,836 699,240 $ 76,784 (29,052) 5,574 486 53,792 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 15,588 1,023 3,749 609,577 1,037 68,266 699,240 COMMENTARY: The Customer Service operating budget has increased 14% and there are no capital expenditures. Personal Services increases are due to employee merits, retirement contributions, insurance cost, and overtime. Contractuals increases are due to printing and mailing because of an increased customer base, maintenance of HTE programs, maintenance on credit card program, credit card transaction fees, and postage. Commodities increases are due to purchase of a laptop and software for credit cards. One-time expenditures for this division are $2,500 for a laptop and $27,500 for software. Annual Financial Plan 178 City of Flagstaff, AZ UTILITIES DIVISION 49 WATER DISTRIBUTION SERVICES providing a safe, estimate free billing process, while increasing our overall efficiency and lowering operating costs. Pine Canyon Subdivision: Worked with private and public engineers, contractors and customers, coordinating a wide variety of projects including: 224” valve installations, realignments, shutdowns, turn-ons, mainline flushing and repairs to our 27” water transmission main. Reclaim Fire Hydrant Installations: Installation of two reclaim fire hydrants at specific locations around town. Reducing valuable potable water usage, while making the load-out areas more accessible to our customers. Distribution Operator Certifications: 100% successful completion by division personnel of an Arizona Department of Environmental Quality Operator training, testing and certification program. Ensuring our customers of clean pleasant tasting drinking water at adequate pressures throughout our distribution system. 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. FY03 GOALS/OBJECTIVES AND RESULTS A commitment to 100% customer satisfaction: Received 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. FY04 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 FY03 GOAL: ORGANIZATIONAL SUPPORT OBJECTIVE: Develop multi-skilled workforce. Butler “X” Interchange Project: Worked with engineers, contractors and customers, coordinating a wide variety of projects including: Valve installations, realignments, shutdowns, turnons, mainline flushing and emergency repairs to our 24”, 16” and 8” waterlines. Continental Sports Park Complex: Installation of a reclaim meter, meter vault and related electrical lines and conduits. Reducing potable water usage at this park by over two and a half million gallons per year. Radio Read Meters: Installation of an additional, one thousand radio-read meters in selected subdivisions. Enhancing customer service, by Annual Financial Plan 179 City of Flagstaff, AZ UTILITIES DIVISION 49 WATER DISTRIBUTION SERVICES PERFORMANCE INDICATORS 271 612 2,315 $11.52 207 655 3,685 $13.57 CY03 OR FY04 (EST) 240 650 3,000 $13.00 CY01 Number of complaints and responses Number of meter replacements and repairs Number of work orders completed Cost per service/water distribution system CY02 EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 638,431 44,304 107,804 144,853 $ 935,392 Adopted Budget 2002-2003 $ 686,818 52,282 140,269 91,000 $ 970,369 Estimated Expenditures 2002-2003 $ 692,634 58,938 133,682 85,293 $ 970,547 Adopted Budget 2003-2004 $ 718,193 52,362 143,036 91,000 $ 1,004,591 Budget-Budget Variance $ 31,375 80 2,767 $ 34,222 $ $ $ $ $ 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 $ 120,537 203,908 193,433 56,614 116,297 162,935 81,668 935,392 $ 168,323 142,689 202,259 56,065 116,352 202,561 82,120 970,369 $ 139,972 145,053 237,587 66,220 120,077 175,448 86,190 970,547 $ 178,633 139,042 209,218 58,190 120,090 209,298 90,120 1,004,591 $ $ 1,004,591 1,004,591 $ 10,310 (3,647) 6,959 2,125 3,738 6,737 8,000 34,222 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Water Distribution operating budget has increased 3% and capital expenditures total $91,000 resulting in an overall net increase of 3%. Personal Services increases are due to employee merits, retirement contribution, and insurance costs. Contractual increases are due to stormwater fees. Commodities increases are due to gas, vehicle maintenance, and one-time purchases of equipment. One-time expenditures for this division are $800 for a hand-held radio replacement and $4,900 for a hydraulic valve operator. Major capital (>$10,000) includes $79,000 for water meters, vaults, and related items. Annual Financial Plan 180 City of Flagstaff, AZ UTILITIES DIVISION 50 BOOSTER STATIONS ADDITIONAL ACCOMPLISHMENTS FY03 PROGRAM DESCRIPTION Pump impellors trimmed at Railroad Springs Booster Station. Access ladder and cable reconstructed for adequate security. 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. FY04 GOALS AND OBJECTIVES FY03 GOALS/OBJECTIVES AND RESULTS GOAL: CAPITAL IMPROVEMENTS OBJECTIVE: Make booster stations positive visual assets to the community. Installed manufactured Amberwood Booster Station Placed solar panel and RTU at Christmas Tree Reservoir for accurate level measurement. PERFORMANCE INDICATORS See Division 47. EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 21,728 20,256 1,206 2,159 $ 45,349 Adopted Budget 2002-2003 $ 39,208 22,650 3,150 $ 65,008 Estimated Expenditures 2002-2003 $ 22,561 21,150 3,212 $ 46,923 Adopted Budget 2003-2004 $ 23,795 26,150 3,150 $ 53,095 Budget-Budget Variance $ (15,413) 3,500 $ (11,913) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ZONE A KINLANI UNIVERSITY HIGHLANDS #1 AIRPORT BOOSTER AMBERWOOD BOOSTER RAILROAD SPRINGS BOOSTER TOTAL $ 24,728 2,159 1,241 4,803 40 12,378 45,349 $ 46,208 350 1,850 1,300 1,100 3,150 11,050 65,008 $ 29,618 461 1,850 1,300 2,600 11,094 46,923 $ 30,795 350 1,850 1,300 2,600 3,150 13,050 53,095 $ $ 53,095 53,095 $ (15,413) 1,500 2,000 (11,913) SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Booster Station operating budget has decreased 19% and there are no capital expenditures. Personal Services decreases are due to less hours being charged for maintenance of the Booster Stations. Contractual increases are due to power cost at the Airport and Rail Road Springs booster stations. Annual Financial Plan 181 City of Flagstaff, AZ UTILITIES DIVISION 53 WASTEWATER TREATMENT PLANTS Continued to improve combining the work force and team concept between Rio and Wildcat Hill staff. Waukesha top-end rebuild, including piston and ring replacement. Installed 24-hour load out station for reclaimed water (Hydrant location outside of plant site). Re-vamp and upgrade of Otox gas monitoring system. Complete. Reduced staffing at the Rio Plant by one full-time employee. Added chemical addition facilities for secondary clarification to maintain ADEQ A+ reclaim water rating. Facility is fully functional and tested, would be used in emergency manner only. Implemented an on going cross training program between Wildcat hill and Rio Plant staff. PROGRAM DESCRIPTON Divisions 53 and 56 have been combined into Division 53 for FY 2004. 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. 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 nonpotable 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. FY04 GOALS AND OBJECTIVES GOAL: PLANNING FOR GROWTH OBJECTIVES: Encourage use of reclaimed water. Minimize treatment cost per unit of treated wastewater. GOAL: ORGANIZATIONAL SUPPORT OBJECTIVES: Integrate operations and management with the Rio de Flag Water Reclamation Plant. Institute skill-based pay. Develop multi-skilled workforce. FY03 GOALS/OBJECTIVES AND RESULTS Provide wastewater treatment and reclaimed water that meets or exceeds all state and federal permit requirements: All requirements met. Maintain State Certified Laboratory Standard; all standards met. Treat all wastewater to NPDES Permit requirements: All requirements met. Encourage use of reclaimed wastewater by Fairfield golf courses and contractors. Golf course and contractors are using reclaimed water. Minimize treatment cost per unit of treated wastewater: Ongoing effort to be accomplished through the continued cross training of staff between the Rio and Wildcat Hill facilities. GOAL: CUSTOMER SERVICE OBJECTIVES: Provide a commitment to 100% satisfaction. customer ADDITIONAL ACCOMPLISHMENTS FY03 Installed new de-watering device. Completed implementation of multi-skilled worker and specialist compensation program. Changed operation of Bio-Filters. Now running on one Bio-Filter instead of two for six months of the year. This will reduce equipment wear and tear and improve the final effluent. Annual Financial Plan 182 City of Flagstaff, AZ UTILITIES DIVISION 53 PERFORMANCE INDICATORS (Wildcat Hill WWTP) CY01 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) 1.5705 0.8786 341.741 125.232 35.875 1558.9 0.91 PERFORMANCE INDICATORS (Rio de Flag Water Reclaimed Facility) Gallons of wastewater treated (millions) Gallons of reclaimed H20 produced (millions) Gallons of reclaimed H20 reused (millions) Cost to produce 1,000 gallons reclaimed H20 Annual Financial Plan WASTEWATER TREATMENT PLANTS 183 CY01 682.7 654.4 102.8 $0.96 CY02 1.5304 1.2106 401.67 245.645 35.85 1294.53 $0.95 CY02 675.9 646 163.1 $0.98 CY03 OR FY04 (EST) 1.6 1.3 402 250 36 1300 0.95 CY03 OR FY04 (EST) 676 650 175 $1.00 City of Flagstaff, AZ UTILITIES DIVISION 53 WASTEWATER TREATMENT PLANTS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 877,385 840,258 249,519 299,885 $ 2,267,047 Adopted Budget 2002-2003 $ 935,194 942,696 336,454 138,324 $ 2,352,668 Estimated Expenditures 2002-2003 $ 887,343 925,278 308,454 179,975 $ 2,301,050 Adopted Budget 2003-2004 $ 913,232 1,014,932 379,675 85,175 $ 2,393,014 Budget-Budget Variance $ (21,962) 72,236 43,221 (53,149) $ 40,346 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION WC-PLANT OPERATIONS WC-PLANT MAINTENANCE WC-LAB-PROC CNTRL-MONTR WC-SEPTAGE WC-WH RIO MAINTENANCE WC-DRYING BEDS OPERATIONS WC-SLUDGE INJECTION RP-PLANT OPERATIONS RP-PLANT MAINTENANCE RP-LAB-PROC CNTRL-MONITOR RP-RECLAIM CONNECTIONS TOTAL $ 148,125 473,829 654,679 97,325 8,841 1,838 69,090 405,828 291,285 83,155 33,052 2,267,047 $ 198,532 460,551 635,678 111,657 10,362 6,175 1,750 64,131 419,478 227,890 90,464 126,000 2,352,668 $ 172,205 485,847 681,537 101,224 9,642 4,892 1,125 64,730 407,568 174,868 71,412 126,000 2,301,050 $ 193,553 509,796 638,846 108,785 15,209 7,558 1,847 75,811 479,561 143,427 75,621 143,000 2,393,014 $ $ 2,393,014 2,393,014 $ (4,979) 49,245 3,168 (2,872) 4,847 1,383 97 11,680 60,083 (84,463) (14,843) 17,000 40,346 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: For FY 2004, we are combining the operating divisions for Wildcat and Rio de Flag plants. The amounts shown reflect the combination of the two divisions. The Wastewater Treatment operating budget has increased 4% and capital expenditures total $85,175 resulting in an overall net increase of 2%. Personal Services decreases is due to the elimination of one position offset by increases for employee merits, retirement contributions, insurance costs, and overtime. Contractuals increases are primarily due to utilities, maintenance, rents, reclaim rebates, and carbon replacement. Commodities increases are due to chemicals, vehicle parts, office supplies, safety supplies, and various equipment. One-time expenditures for this division are $4,000 for stairs, $5,000 for sludge monitors, $5,286 for vehicle parts, $2,500 for a welder replacement, $25,850 to replace carbon, $6,614 for a sludge injector hose, $8,430 for a 10-year land lease, $4,200 for flame arrestors, $4,100 for a backwash pump, $7,309 for sand, $4,999 for a rotor, $8,500 for repairs to secondary collection system, and $29,455 for carryover of TSS probes. Major capital (>$10,000) includes $29,300 for an influent flow meter, $15,000 for phone system, and $28,500 for blower modifications. Annual Financial Plan 184 City of Flagstaff, AZ UTILITIES DIVISION 54 WASTEWATER COLLECTION PROGRAM DESCRIPTION FY04 GOALS AND OBJECTIVES 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. 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. FY03 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. ADDITIONAL ACCOMPLISHMENTS FY03 Reclaim Meter Installations: Installation of two reclaim water meters and vaults at the Foxglenn Sports Complex and at Thomas Elementary School Park Project. Reducing potable water usage at these two locations by more than five million gallons per year. Crown Spraying: The Collection Crew was tasked with the treatment of a concrete wastewater interceptor main. Spraying the roof of the concrete pipe with a corrosive inhibiting chemical to prolong the structural integrity of the pipe until it can be replaced. Benefiting the city with a cost and savings benefit of over $60,000. City Managers Excellence Award: The Wastewater Collection Division was awarded the City Managers Excellence Award for continued customer service. Collection System Operator Certifications: 100% successful completion by division personnel of an Arizona Department of Environmental Quality Operator training, testing and certification program. Ensuring proper installation, operations, maintenance and repairs of the wastewater collection system. Annual Financial Plan 185 City of Flagstaff, AZ UTILITIES DIVISION 54 WASTEWATER COLLECTION PERFORMANCE INDICATORS CY010 Miles of sewer cleaned or rodded Number of blockages (City responsibility) Number of feet of sewer televised O & M cost per service account CY02 193.7 39 71,472 $9.29 175.4 52 64,705 $9.38 CY03 OR FY04 (EST) 190 45 67,000 $9.40 EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 417,986 42,372 86,138 53,502 $ 599,998 Adopted Budget 2002-2003 $ 440,656 42,045 99,350 165,000 $ 747,051 Estimated Expenditures 2002-2003 $ 455,285 40,528 90,679 140,000 $ 726,492 Adopted Budget 2003-2004 $ 412,622 41,550 100,021 275,000 $ 829,193 Budget-Budget Variance $ (28,034) (495) 671 110,000 $ 82,142 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION SERVICE CONNECTIONS PREVENTIVE MAINTENANCE TV INSPECT & HYDRO-CLEAN CORRECTIVE MAINTENANCE RECLAIMED WATER LINE TOTAL $ 187,284 26,424 222,580 87,799 60,438 15,473 599,998 $ 201,494 17,036 199,149 243,609 77,489 8,274 747,051 $ 181,473 15,743 216,313 228,329 76,437 8,197 726,492 $ 162,600 18,139 460,936 91,226 84,225 12,067 829,193 $ $ 829,193 829,193 $ (38,894) 1,103 261,787 (152,383) 6,736 3,793 82,142 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Wastewater Collection operating budget has decreased 5% and capital expenditures total $275,000 resulting in an overall net increase of 10%. Personal Services decrease is due to the transfer of one position to Utilities Administration. This decrease is net of increases for employee merits, retirement contributions, and insurance costs. Commodities increase is due to a one-time expenditure for cell phones. Major capital (>$10,000) includes $275,000 for a hydro-vac vehicle. Annual Financial Plan 186 City of Flagstaff, AZ UTILITIES DIVISION 55 WASTEWATER MONITORING PROGRAM DESCRIPTION FY04 GOALS AND OBJECTIVES 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 pre-treatment regulations and to prevent upset at the City’s wastewater treatment plants. Other activities include administration of the City’s cross-connection control program, STET monitoring, and septage control. 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. FY03 GOALS/OBJECTIVES AND RESULTS Ensure that the City is in compliance with State and Federal NPDES pre-treatment requirements: All requirements met. 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 control requirements: Both operational and administrative activities performed. Review all new construction developments to assess needs for pre-treatment and backflow prevention: Work cooperatively with the Building Department. Review plans and actively participate in DRB. Provide service to our internal and external customers, beyond their expectation: On-going effort to provide excellent customer service. GOAL: CUSTOMER SERVICE OBJECTIVES: Provide service to our internal and external customers, beyond their expectation. ADDITIONAL ACCOMPLISHMENTS FY03 All division personnel maintained required State and Federal certifications. Provide state wide pretreatment training opportunity on electronic data collection and transfer. Installed new combined pretreatment/backflow database. Fats, oils, and grease management program audited by EPA Region 9 and found to be above standard. Provided training opportunities in CrossConnection Control and Pretreatment to the public and staff. Annual Financial Plan 187 City of Flagstaff, AZ UTILITIES DIVISION 55 WASTEWATER MONITORING PERFORMANCE INDICATORS CY01 Number of businesses inspected for potential cross connection Number of backflow device tests logged Number of compliance samples analyzed Number of pre-treatment business inspections Percent of failed back flow tests CY02 654 1,263 2,530 753 NA 1,272 1,539 6,367 1,444 -0- CY03 OR FY04 (EST) 1,200 1,700 2,500 1,500 -0- EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 150,615 119,550 23,771 8,576 $ 302,512 Adopted Budget 2002-2003 $ 168,439 56,199 32,610 $ 257,248 Estimated Expenditures 2002-2003 $ 164,672 55,579 33,409 $ 253,660 Adopted Budget 2003-2004 $ 177,680 99,877 20,907 $ 298,464 Budget-Budget Variance $ 9,241 43,678 (11,703) $ 41,216 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION NPDES MONITORING INDUSTRIAL WASTE MONITOR HAZARDOUS WASTE BACKFLOW X CONN. CONTROL STORM WATER LOCAL LIMITS STUDY TOTAL $ 107,181 37,671 69,851 3,380 28,852 55,577 302,512 $ 111,286 31,814 86,465 3,593 24,410 (320) 257,248 $ 122,551 30,457 61,288 3,592 24,381 11,391 253,660 $ 160,233 31,660 77,944 3,827 25,004 (204) 298,464 $ $ 298,464 298,464 $ 48,947 (154) (8,521) 234 594 116 41,216 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Wastewater Monitoring operating budget has increased 16% and there are no capital expenditures. Personal Services increases are due to employee merits, retirement contributions, and insurance costs. Contractuals increase is due to local limits sampling. Commodities decreases are due to the net effect of prior year one-time items and printer replacement. One-time expenditures for this division are $45,000 for EPA mandated local limits sampling and $3,000 for a replacement printer. Annual Financial Plan 188 City of Flagstaff, AZ NON-DEPARTMENTAL NON-DEPARTMENTAL Non-Departmental accounts for all divisions which are not under the direct supervision of a department head or whose operations are contractual in nature. These include: The Council and Commission 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. The Contributions to Other Agencies Division accounts for contractual agreements with outside agencies that provide services to Flagstaff’s citizens. The City is a major contributor to United Way, arts and cultural agencies whose activities benefit the citizens of Flagstaff and other Alliance partnerships. The Non-Departmental 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. The Firemen’s Pension 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. The Economic Development Division is responsible for the administration of economic development programs. The City contracts these services. 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. The Transit 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. Annual Financial Plan 189 City of Flagstaff, AZ NON-DEPARTMENTAL DIVISION 63 ACCOMPLISHMENTS FOR FY03—BOARDS AND COMMISSIONS 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. Airport Commission Rewrote the Airport Rules and Regulations. Created a new Minimum Standards Document for Commercial Airport Operations. 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. Bicycle Advisory Committee Identified individuals to be its voting membership (approved by Traffic Commission). Recommended installation of bike lanes on South San Francisco Street between Franklin Avenue and Butler Avenue (approved compromise form by Traffic Commission). Served as a communications forum/clearing house where the diverse cycling interests could find out what is going on in the local cycling community, as well as statewide activities. Helped with staff-level planning, design and implementation issues. FY03 GOALS/OBJECTIVES AND RESULTS Translate wishes and needs of City residents into general City policy. 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 2, 2002 for the period July 1, 2002 – June 30, 2003. Commission on Diversity Awareness Created Mosaic Award to recognize individuals or organizations that have contributed or supported diversity. This year given to Flagstaff Unified School District for promotion of teen responsibility and anger management through the Character Counts and Responsible Thinking Program. Held a Community Open Forum at Bookmans in November 2002, to discuss issues of diversity. Collaborated with the County’s African American Commission and sponsored a special event to celebrate Black History Month, called Community Resource Fair, which occurred in February 2003. ACCOMPLISHMENTS FOR FY03—CITY COUNCIL Created the Open Spaces Commission. Created a Bond Advisory Task Force Enacted policies for: Water Conservation and Stormwater Utility and Rate Structure Continued with East Flag Mall expansion Visitors’ Center back into City fold East Branch of the City/County Library Airport security enhancements Commissioned a public art project Bark beetle and forest health partnerships Continued with Rio de Flag Project Continued with FUTS Trails Adopted amendments to: 2002 Land Development Code; Long Range Master Plan for Parks, Recreation and Open Space; Regional Plan regarding McMillan Mesa. Completed the Butler/Enterprise Road Project. Annual Financial Plan COUNCIL AND COMMISSIONS Disability Awareness Commission Hosted the Disability Awareness Commission’s annual banquet that celebrated and recognized those in the community that promote and enhance the quality of life of those with disabilities. Conducted accessibility inspections of city parks, which resulted in improvement accessibility. Worked closely with representatives of Mountain Lion Transit and the City Pedestrian Advisory group to assist in accessibility issues. Flagstaff Public Art Advisory Committee Initiated a contract for the local artist project at Heritage Square. Designed and printed an illustrated brochure on public art around town (planned for wide distribution). Continued local artist exhibitions in the City Hall lobby and at the airport. 190 City of Flagstaff, AZ NON-DEPARTMENTAL DIVISION 63 Approved trial installation of an on-street tour busloading zone in north downtown. Library Board Aided in planning for the new East Flagstaff Community Library, which opened in March 2003. Water Commission Prepared a Reclaimed Water Usage Plan for the Council. Prepared a Water Conservation Ordinance for the Council. Parks and Recreation Commission Provided recommendation(s) to Council: Amend the Long Range Master Plan for Parks, Recreation and Open Space for McMillan Mesa Special Area Plan – Regional Plan Amendment. Dispose of Linda Vista, Mobile Haven II and University Heights unimproved acreage. Open Spaces Commission. Restrict amplified sound during certain hours. Provided input to Bond Advisory Task Force 2003. Dedicated Foxglenn Park improvements in December 2002. Dedicated McMillan Mesa Park improvements in September 2002. FY04 GOALS—CITY COUNCIL The City Council has identified the following goals to be addressed by objectives outlined throughout this budget document: Economic Development/Redevelopment Fiscal Health Public Safety Affordable Housing Capital Improvements Customer Service Planning for Growth Regional Collaboration Quality of Life Organizational Support Planning and Zoning Commission Reviewed 35 items, including 16 Conditional Use Permits and 5 Subdivision Plants. Major items included: Downtown Gateway West Southside Warehouse District East Flag Gateway Redevelopment Plans LDC approved amendments Airport zoning McMillan Mesa Plan and Land Use Plan amendment FY04 GOALS—BOARDS AND COMMISSIONS Airport Commission Send new Rules to Council for amendment to current ordinance. Work to secure support and funding for planned runway extension. Tourism Commission Assigned a task force: Examine viability of bringing Visitor Center under management of the Convention and Visitor Bureau. Based on these findings, accomplished in March 2003. Design a strategic plan for tourism in Flagstaff (approximately 50% through the process). Review marketing programs through ad agency (research continues). Involved with Flagstaff Image Planning, bringing new event seasons to the Community. Involved in getting the industry to organize various associations into a more proactive group that became involved with legislative issues affecting tourism. Bicycle Advisory Committee Continue to implement Bikeways and Trails elements of the Regional Master Plan. Develop the Elk’s Lodge Trail or an acceptable alternative route to the Mountain Elden Trailhead on Schultz Pass Road. Diversity Awareness Commission Continue to partner with County’s African American, Hispanic and Native American Commissions. Sponsor community events that support and promote diversity. Continue to hold public open forums to discuss issues regarding diversity. Flagstaff Public Art Advisory Committee Continue local artist exhibitions. Scope/initiate one or more additional public art projects at locations yet to be determined. Traffic Commission Approved both the relocation of the Arizona School Crosswalk at Kinsey Elementary School and the addition of beacons to the advance warning signs. Annual Financial Plan COUNCIL AND COMMISSIONS 191 City of Flagstaff, AZ NON-DEPARTMENTAL DIVISION 63 COUNCIL AND COMMISSIONS Planning and Zoning Commission Make recommendations to the City Council after review of development proposals with final decisions being made, or with case rezoning. Review of the Flagstaff Mall expansion and rezoning. Library Board Develop a series of programs to be featured on Sundays at the East Flagstaff branch. Parks and Recreation Commission Provide recommendation on revisions to fees and charges. Provide recommendation for Thorpe Park Master Plan. Dedicate Arroyo Park field improvements. Provide recommendation for a Sponsorship Policy. Traffic Commission Develop policies for the uniform application of traffic controls in school areas citywide. Review and update title 9, Traffic, of the City Code. EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 57,220 67,065 27,854 $ 152,139 Adopted Budget 2002-2003 $ 54,655 57,370 27,845 $ 139,870 Estimated Expenditures 2002-2003 $ 50,576 59,912 21,372 $ 131,860 Adopted Budget 2003-2004 $ 73,690 83,968 26,395 $ 184,053 Budget-Budget Variance $ 19,035 26,598 (1,450) $ 44,183 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION BOARDS AND COMMISSIONS TOTAL $ 146,365 5,774 152,139 $ 126,035 13,835 139,870 $ 125,232 6,628 131,860 $ 167,218 16,835 184,053 $ 41,183 3,000 44,183 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 82,839 7,139 27,990 39,920 8,172 17,993 184,053 COMMENTARY: The Council and Commissions operating budget has increased 31% with no capital expenditures. There is no major capital (>$10,000) for this division. Annual Financial Plan 192 City of Flagstaff, AZ NON DEPARTMENTAL DIVISION 64 CONTRIBUTIONS TO OTHER AGENCIES PROGRAM DESCRIPTION FY04 GOALS AND OBJECTIVES 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, arts and cultural agencies whose activities benefit the citizens of Flagstaff and other Alliance partnerships. 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. To support partnerships that enhances the quality of life in the community through the Canyon Forest Partnership, Siler Homes, and the emergency housing assistance. FY03 GOALS/OBJECTIVES AND RESULTS Continued support social service programs, which help the disadvantaged, needy, or elderly population through United Way contributions. Continued 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 ADDITIONAL ACCOMPLISHMENTS FY03: No performance indicators available at this time. Maintained funding levels through the year despite cuts in other programs. Annual Financial Plan 193 City of Flagstaff, AZ NON DEPARTMENTAL DIVISION 64 CONTRIBUTIONS TO OTHER AGENCIES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 1,015,526 $ 1,015,526 Adopted Budget 2002-2003 $ 752,188 $ 752,188 Estimated Expenditures 2002-2003 $ 729,349 $ 729,349 Adopted Budget 2003-2004 $ 760,016 $ 760,016 Budget-Budget Variance $ 7,828 $ 7,828 $ $ $ $ $ EXPENDITURES BY PROGRAM: HEALTH & SOC SERVICES OTHER CONTRIBUTIONS TOTAL $ 633,238 382,288 1,015,526 $ 314,386 437,802 752,188 $ 296,442 432,907 729,349 $ 339,386 420,630 760,016 $ 25,000 (17,172) 7,828 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 640,660 10,430 24,009 53,804 4,978 26,135 760,016 COMMENTARY: The Contributions to Others operating budget has increased 1% and there are no capital expenditures. Contractual decreases are due to reduced funding to the Chamber of Commerce and High Altitude Sports Training Center, and an increase to the United Way due to the carryover of funds for Fit for Safe Housing. The contributions are as follows: United Way $289,386; FIT $50,000; Arizona Heritage $1,000; Coalition for Youth & Children $22,500; Sister Cities $3,000; Siler Homes $2,300; Canyon Forest Partnership $15,000; Latchkey Program $315,000; Weed & Seed $7,000; High Altitude Sports Training Center $20,000; East Flagstaff Focused Future $4,500, Emergency Housing Grant $25,000; and Rural Transportation $5,330. Annual Financial Plan 194 City of Flagstaff, AZ NON DEPARTMENTAL DIVISION 66 NON-DEPARTMENTAL 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. PROGRAM DESCRIPTION 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. PERFORMANCE INDICATORS No performance indicators available at this time. FY03 GOALS/OBJECTIVES AND RESULTS 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 FY03 include the Redistricting challenge, remodel of the Bank One office area for the CID group, upgrade of the computer redundancy system for data storage, completed the purchase of 5.2 acres in the East Flagstaff community. ADDITIONAL ACCOMPLISHMENTS FY03 Successfully conducted two employee awards programs. Continued the organization development program with employee focus groups, quarterly meetings with the City Manager and employees and the EMT group. Completed the Telecom study in conjunction with GADA. FY04 GOALS AND OBJECTIVES GOAL: COLLABORATION OBJECTIVE: Continue work with the Alliance community debt management. group on 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. Update the OMB A87 study to implement in the next fiscal year. Conduct a successful bond program in the community. Evaluate the most effective approach to updating the population numbers, $500,000 set aside for a special census. Annual Financial Plan 195 City of Flagstaff, AZ NON DEPARTMENTAL DIVISION 66 NON-DEPARTMENTAL EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 131,478 1,059,679 844,892 1,180,984 $ 3,217,033 Adopted Budget 2002-2003 $ 66,631 1,335,960 447,498 2,669,650 $ 4,519,739 Estimated Expenditures 2002-2003 $ 74,996 1,325,007 469,134 826,018 $ 2,695,155 Adopted Budget 2003-2004 $ 67,664 2,240,960 292,258 4,695,245 $ 7,296,127 Budget-Budget Variance $ 1,033 905,000 (155,240) 2,025,595 $ 2,776,388 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION EMPLOYEE BENEFITS INSURANCE CONSULTANTS COPY CENTER REDEVELOPMENT POLICE FACILITY REMODEL DOWNTOWN REDEVELOPMENT HERITAGE SQUARE CANOPY TOTAL $ 2,074,386 94,229 433,000 398,516 69,509 2,799 13,196 131,398 3,217,033 $ 1,179,318 75,500 673,000 303,500 11,631 2,212,720 64,070 4,519,739 $ 1,248,009 74,246 653,000 272,919 4,849 375,144 66,000 988 2,695,155 $ 1,150,718 49,000 915,500 684,500 17,164 406,000 4,052,000 21,245 7,296,127 $ (28,600) (26,500) 242,500 381,000 5,533 (1,806,720) 3,987,930 21,245 2,776,388 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 6,901,920 32,139 79,448 135,604 40,560 35,554 70,902 7,296,127 COMMENTARY: The Non-Departmental operating budget has increased 40% and capital expenditures total $4,389,000 resulting in an overall net decrease of 61%. Personal Services increases are due to the employee merit, retirement contribution, and insurance costs. Contractual increases are due to the budgeting for a special census ($500,000 one time), an increase in liability insurance ($280,000) and economic opportunity monies ($315,000). Included in this divsion are $10,000 for organizational development, $10,000 for OMB87 update, and $90,000 for bond program expenditures. Major capital (>$10,000) includes a networked color copier, an AS400 ISeries Model 810, a Cisco core switch (replacement), a HP designjet GIS printer, a Trimble GEOXT GPS with Arcpad, the Heil property purchase, and other monies set aside for downtown redevelopment. Annual Financial Plan 196 City of Flagstaff, AZ NON-DEPARTMENTAL DIVISION 68 FIREMEN’S PENSION PROGRAM DESCRIPTION FY04 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. FY03 GOALS/OBJECTIVES AND RESULTS No performance indicators available at this time. PERFORMANCE INDICATORS Ensure that benefit distributions are made in a timely manner to all qualified recipients. Benefit distributions were made in a timely manner to the three current participants. EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 7,200 $ 7,200 Adopted Budget 2002-2003 $ 7,200 $ 7,200 Estimated Expenditures 2002-2003 $ 7,200 $ 7,200 Adopted Budget 2003-2004 $ 7,200 $ 7,200 Budget-Budget Variance $ $ - $ $ $ $ $ $ $ $ 7,200 7,200 $ $ $ $ 7,200 7,200 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TOTAL 7,200 7,200 7,200 7,200 7,200 7,200 - SOURCE OF FUNDING: FIREMEN'S PENSION FUND COMMENTARY: The Firemen's Pension operating budget has not changed. Currently there are three beneficiaries. Annual Financial Plan 197 City of Flagstaff, AZ NON-DEPARTMENTAL DIVISION 78 ECONOMIC DEVELOPMENT employment opportunities for Flagstaff area residents. Assist existing area basic sector businesses by providing referral and consultation services, financial expertise, coordinated business training seminars, and general technical assistance. 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. PERFORMANCE INDICATORS FY04 GOALS/OBJECTIVES AND RESULTS No performance indicators available at this time. To actively recruit new basic sector employers to the area resulting in increased basic sector EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 315,153 15 $ 315,168 Adopted Budget 2002-2003 $ 456,400 $ 456,400 Estimated Expenditures 2002-2003 $ 453,176 $ 453,176 Adopted Budget 2003-2004 $ 446,400 $ 446,400 Budget-Budget Variance $ (10,000) $ (10,000) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION CONTRIBUTIONS TELECOM PARTNERSHIP TRAINING TOTAL $ 307,768 7,400 315,168 $ 322,000 7,400 100,000 27,000 456,400 $ 322,000 7,400 123,776 453,176 $ 317,000 7,400 100,000 22,000 446,400 $ $ 446,400 446,400 $ (5,000) (5,000) (10,000) SOURCE OF FUNDING: ECONOMIC DEVELOPMENT FUND COMMENTARY: The Economic Development operating budget has decreased 3% and there are no capital expenditures. The decrease of $10,000 includes 1) the elimination of Incubator requests $13,000 2) reduction of $5,000 for the Partnership Training Fund and 3) an increase to GFEC of $8,000. Annual Financial Plan 198 City of Flagstaff, AZ NON-DEPARTMENTAL DIVISION 97 TRANSIT Surpassed 5 Year Plan ridership Goals by 15%. Built and began operating a new Transfer Center at Railhead and 89A near Flagstaff Mall. Scored 100% on a quarterly customer satisfaction survey. Completed a Review and Audit of 5-Year Transit Plan. Installed seven bus shelters. Received an additional $1,000,000 capital grant from the Federal Government. 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/OBJECTIVES AND RESULTS To provide courteous and responsive transportation on four City routes with a bus every 60 minutes from 6 am to 10 pm, Monday thru Friday and from 7 am to 5 pm on Saturday. Results: Done. To increase ridership to 17,000 riders per month by June 2003. FY04 GOALS AND OBJECTIVES GOAL: PLANNING FOR GROWTH OBJECTIVES: Increase bus frequency to 30 minutes on routes 2 and 66. Attempt to increase bus frequency to 30 minutes on Route 4 if budget allows. Plan downtown circulator. Install lighted signage at 40 bus stops. Install ten bus shelters. Purchase land for a Transit Facility. ADDITIONAL ACCOMPLISHMENTS FY03 Won a State and National Award as “Transit System of the Year”. Increased ridership by 150%. PERFORMANCE INDICATORS 130,354 64 4 12,650 .67 174.091 64 4 18.328 1.02 CY03 OR FY04 (EST) 275,000 82 7 24.248 1.25 CY01 Annual Ridership Daily Hours of Service Vehicles in Service Revenue Hours Boardings per Mile CY02 EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2001-2002 $ 122 1,411,350 $ 1,411,472 Adopted Budget 2002-2003 $ 1,592,080 $ 1,592,080 Estimated Expenditures 2002-2003 $ (61) 1,422,878 $ 1,422,817 Adopted Budget 2003-2004 $ 2,016,199 $ 2,016,199 Budget-Budget Variance $ 424,119 $ 424,119 $ $ $ $ $ $ $ $ 2,016,199 2,016,199 $ $ $ $ 2,016,199 2,016,199 EXPENDITURES BY PROGRAM: TRANSIT IMPROVEMENTS TOTAL 1,411,472 1,411,472 1,592,080 1,592,080 1,422,817 1,422,817 424,119 424,119 SOURCE OF FUNDING: TRANSPORTATION FUND COMMENTARY: The Transit budget has increased by 27% this fiscal year. This is due to increased costs including but not limited to liability insurance, rents and employee benefits. The City contracts with the County to run the Transit System We contribute monthly based on the appropriated budget. Annual Financial Plan 199 City of Flagstaff, AZ Annual Financial Plan 200 City of Flagstaff, AZ Avenue extension, East Flag Gateway, redevelopment/facilities, Airport improvement, Rio De Flag project, and parks improvements. This year’s capital improvement program is funded 23.6% through debt financing including the Fourth Street Bond Program authorized by voters in May 2000 and the Airport lease/purchase agreement. The grant funding of 5.4% is primarily for airport expansion, beautification, and streets. CAPITAL IMPROVEMENTS FY 2004 CAPITAL IMPROVEMENT PROGRAM The Capital Improvement Program (CIP) for FY 2004 represents a $63.9 million investment of public funds in infrastructure and public facilities. The program is equal to the $63.9 million in FY 2003. The project mix has changed from prior years to 71.0% of the funding being provided on the pay-asyou-go basis versus 69.9% in FY 2003. The major projects in this year’s budget are Sunnyside improvements, Fourth Street overpass, Empire Expenditure totals may be shown as inflated or noninflated costs depending on whether the scope of work or funding amount is the determining factor. Sources of funding are categorized in three categories as shown below: Funded projects in the five-year Capital Improvement Program fall into the following eight broad categories: General Government Streets/Transportation BBB Water Wastewater Airport Environmental Services Stormwater 17.5% 45.5% 9.8% 11.1% 8.7% 6.1% 1.3% 0.3% 100.0% $ $ Debt Pay-As-You-Go Grants 11,042,757 29,033,910 6,236,866 7,097,691 5,540,514 3,868,621 820,000 215,000 63,855,359 $ $ 45,359,798 15,041,600 3,453,961 63,855,359 SOURCES OF FUNDING PROGRAM CATEGORIES Streets/ Trans 45.5% 23.6% 71.0% 5.4% 100.0% Pay-As-YouGo 71.0% BBB Funds 9.8% Grants 5.4% General Govt 17.5% Stormwater 0.3% Airport 6.1% Environ Svcs 1.3% Annual Financial Plan Wastewater 8.7% Water 11.1% Debt 23.6% 201 City of Flagstaff, AZ SCHEDULE OF CAPITAL FISCAL YEAR 2003-2004 GENERAL GOVERNMENT APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 DIV 11 11 20 26 29 30 34 65 66 66 67 PROJECT AIR CONDITIONER FOR MAIN LIBRARY REMODEL BATHROOMS AT MAIN LIBRARY REMODEL USES BUILDING 2 LAND ACQUISITION - GUADALUPE ADA IMPROVEMENTS ADA/RECREATION FACILITY RENOVATION RIO DE FLAG FLOOD CONTROL REMODEL OF COURTHOUSE HAIL PURCHASE DOWNTOWN REDEVELOPMENT ACQUISITION OF OPEN SPACES TOTAL GENERAL GOVERNMENT CARRY FY 2003 $ 184,023 169,355 3,315,740 26,105 1,487,000 535,000 $ 5,717,223 BUDGET FY 2004 100,000 40,000 150,000 200,000 184,023 577,891 5,052,738 26,105 455,000 3,572,000 685,000 11,042,757 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 DIV 11 11 20 26 29 30 34 65 66 66 67 PROJECT AIR CONDITIONER FOR MAIN LIBRARY REMODEL BATHROOMS AT MAIN LIBRARY REMODEL USES BUILDING 2 LAND ACQUISITION - GUADALUPE ADA IMPROVEMENTS ADA/RECREATION FACILITY RENOVATION RIO DE FLAG FLOOD CONTROL REMODEL OF COURTHOUSE HAIL PURCHASE DOWNTOWN REDEVELOPMENT ACQUISITION OF OPEN SPACES TOTAL GENERAL GOVERNMENT Annual Financial Plan GENERAL FUND $ 200,000 184,023 577,891 5,052,738 26,105 455,000 3,572,000 685,000 $ 10,752,757 202 OTHER 100,000 40,000 150,000 290,000 TOTAL 100,000 40,000 150,000 200,000 184,023 577,891 5,052,738 26,105 455,000 3,572,000 685,000 11,042,757 City of Flagstaff, AZ INTE TE 6 6 RST ATE ROUTE 66 #4 Land Acquisition Guadalupe Park JO H N 40 #11 Heil Purchase RO U #7 Rio De Flag Flood Control #1 / #2 Main Library Renovation #6 Adult Center Restrooms 89A AY HW O F HIG 203 EL L R AH T Y LL E PO W #6 Activity Center Restrooms SW IT FOREST Y AN W SA N HU MP H R B E A E YS VER FR AN C IS CO EE RC TR Annual Financial Plan R T V AL L EY ZE UL #10 Downtown Redevelopment LAKE M ARY #6 Cogdill Renovation B U T L ER CEDAR FOURTH BE FO #8 Courthouse Remodel CO U N #6 Flagstaff Recreation Center Renovation Y E 89 AY HW HIG VA TR LO N #3 USGS Buildings Renovation RO UTE 66 RST ATE 40 not to scale The City of Flagstaff August 2003 ADDITIONAL PROJECTS: #5 ADA Improvements #11 Acquisition of Open Spaces INTE GENERAL GOVERNMENT PROJECTS CAPITAL IMPROVEMENT PROGRAM FY 2003-2004 UB CL ON MILTON IN TE R ST E AT 17 City of Flagstaff, AZ SCHEDULE OF CAPITAL FISCAL YEAR 2003-2004 STREETS/TRANSPORTATION APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 DIV 33 33 33 33 33 33 33 33 35 92 92 92 92 92 92 92 92 92 92 PROJECT RESERVE FOR IMPROVEMENTS ANNUAL SIDEWALK REPLACEMENT PGM ANNUAL STREET MAINTENANCE PGM SUNNYSIDE NEIGHBORHOOD IMPROV. SOUTHSIDE TRAFFIC CIRCULATION ANNUAL ADA IMPROVEMENTS BUS PULLOUTS ENTERPRISE/BUTLER FOURTH ST RAIL CROSSING SOLIERE AVENUE EXTENSION COUNTRY CLUB DR WIDENING EMPIRE AVENUE EXTENSION EAST FLAGSTAFF GATEWAY MISC. BIKE/PED TRANS. PLANNING & PROGRAMMING MISC. SAFE TO SCHOOL BEULAH BLVD EXTENSION THOMAS/LOCKETT INTERSECTION HUNTINGTON DRIVE IMPROVEMENTS TOTAL STREETS/TRANSPORTATION 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 DIV 33 33 33 33 33 33 33 33 35 92 92 92 92 92 92 92 92 92 92 PROJECT RESERVE FOR IMPROVEMENTS ANNUAL SIDEWALK REPLACEMENT PGM ANNUAL STREET MAINTENANCE PGM SUNNYSIDE NEIGHBORHOOD IMPROV. SOUTHSIDE TRAFFIC CIRCULATION ANNUAL ADA IMPROVEMENTS BUS PULLOUTS ENTERPRISE/BUTLER FOURTH ST RAIL CROSSING SOLIERE AVENUE EXTENSION COUNTRY CLUB DR WIDENING EMPIRE AVENUE EXTENSION EAST FLAGSTAFF GATEWAY MISC. BIKE/PED TRANS. PLANNING & PROGRAMMING MISC. SAFE TO SCHOOL BEULAH BLVD EXTENSION THOMAS/LOCKETT INTERSECTION HUNTINGTON DRIVE IMPROVEMENTS TOTAL STREETS/TRANSPORTATION Annual Financial Plan CARRY FY 2003 3,078,207 200,000 619,588 482,500 439,004 $ 4,819,299 BUDGET FY 2004 49,877 15,000 1,601,071 1,804,354 152,400 155,155 306,478 315,000 10,699,075 419,894 627,718 1,622,558 8,648,887 221,889 521,955 683,518 500,000 150,000 539,081 29,033,910 HURF $ 49,877 15,000 1,601,071 1,804,354 152,400 155,155 206,478 315,000 2,847,808 $ 7,147,143 TRANSPORTATION 419,894 627,718 1,622,558 2,331,079 221,889 521,955 683,518 500,000 150,000 539,081 7,617,692 $ 204 GRANTS 100,000 250,000 350,000 BONDS 10,699,075 10,699,075 OTHER 3,220,000 3,220,000 TOTAL 49,877 15,000 1,601,071 1,804,354 152,400 155,155 306,478 315,000 10,699,075 419,894 627,718 1,622,558 8,648,887 221,889 521,955 683,518 500,000 150,000 539,081 29,033,910 City of Flagstaff, AZ RST ATE #17 Beulah Blvd Extension INTE TE 66 40 89A AY HW JO H N HIG RO U W ROUTE 66 17 TE TA 205 RS O R T Y INT E SW IT FOREST YO EL L #8 Enterprise / Butler Reconstruction LAKE M ARY #5 Southside Traffic Improvements B U T LE R CEDAR #18 Lockett Rd / Thomas Dr Intersection FOURTH W N 66 #10 Soliere Avenue Extension #9 Fourth Street Rail Crossing RO UTE INTE #14 Misc. Bike / Ped Soliere Ave Bike Lanes #11 Country Club Drive Widening #13 East Flagstaff Gateway RST ATE 40 Traffic Signals Street Improvements Legend not to scale The City of Flagstaff August 2003 ADDITIONAL PROJECTS: #2 Annual Didewalk Replacement Program #3 Annual Street Maintenance Overlays -West Side Chip Seal - SW Quadrant #6 Annual ADA Improvements #7 Bus Pullouts #16 Misc. Safe To School: Marshall Elem., Sechrist Elem., S. Beaver Elem., Weitzel Elem. #19 Huntington Drive Improvements CO U #12 Empire Road Extension UB CL PO AN H LA RC U Annual Financial Plan HU LL E R T V AL L EY ZE BE FO Y FR SA N 89 AY HW HIG VA TR MP HR B E A E YS VER AN CIS CO #4 Sunnyside Improvements STREETS / TRANSPORTATION CAPITAL IMPROVEMENT PROGRAM FY 2003-2004 N F MILTON City of Flagstaff, AZ SCHEDULE OF CAPITAL FISCAL YEAR 2003-2004 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 DIV 74 74 74 74 74 74 74 74 74 75 75 75 75 75 75 75 75 75 75 75 85 91 91 91 CARRY FY 2003 PROJECT SPECIAL PROJECTS RIO DE FLAG CORRIDOR ENHANCEMENTS OPEN SPACE RESTORATION & ENHANCEMENTS RT 66 - ELDEN TO SAN FRANCISCO RT 66 - FANNING TO SPUR RT 66 - ENTERPRISE TO ARROWHEAD US 89 RAILHEAD TO SNOWFLAKE REDEVELOPMENT OPPORTUNITY FUND ADOT TI AND GATEWAY FUTS - ROW AND OPEN SPACE OPPORTUNITY FUTS - CRESCENT TO CHESHIRE FUTS - BOW AND ARROW WASH FUTS - US 180 SECHRIST TO FREMONT FUTS - HOSPITAL LINK - FOREST TO BEAVER FUTS - TUNNEL SPRINGS TRAIL FUTS - MCMILLAN MESA SYSTEM FUTS - DOWNTOWN RIO CORRIDOR FUTS - LONE TREE CORRIDOR FUTS - BNSF TRAIL, WEST VILLAGE TO RIO FUTS - LAKE MARY RD; BEULAH TO PONDEROSA VISITOR CENTER RENOVATIONS THORPE PARK IMPROVEMENTS THOMAS FIELD IMPROVEMENTS AQUATIC CENTER DESIGN TOTAL BBB $ $ 50,000 40,000 175,000 160,000 250,000 150,000 211,280 35,661 389,222 1,461,163 BUDGET FY 2004 25,000 150,000 30,000 20,000 150,854 288,261 575,500 50,000 100,000 100,000 398,963 105,376 750,000 48,825 75,000 114,425 80,436 361,945 142,620 240,000 211,280 1,719,167 394,831 104,383 6,236,866 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 DIV 74 74 74 74 74 74 74 74 74 75 75 75 75 75 75 75 75 75 75 75 85 91 91 91 PROJECT SPECIAL PROJECTS RIO DE FLAG CORRIDOR ENHANCEMENTS OPEN SPACE RESTORATION & ENHANCEMENTS RT 66 - ELDEN TO SAN FRANCISCO RT 66 - FANNING TO SPUR RT 66 - ENTERPRISE TO ARROWHEAD US 89 RAILHEAD TO SNOWFLAKE REDEVELOPMENT OPPORTUNITY FUND ADOT TI AND GATEWAY FUTS - ROW AND OPEN SPACE OPPORTUNITY FUTS - CRESCENT TO CHESHIRE FUTS - BOW AND ARROW WASH FUTS - US 180 SECHRIST TO FREMONT FUTS - HOSPITAL LINK - FOREST TO BEAVER FUTS - TUNNEL SPRINGS TRAIL FUTS - MCMILLAN MESA SYSTEM FUTS - DOWNTOWN RIO CORRIDOR FUTS - LONE TREE CORRIDOR FUTS - BNSF TRAIL, WEST VILLAGE TO RIO FUTS - LAKE MARY RD; BEULAH TO PONDEROSA VISITOR CENTER RENOVATIONS THORPE PARK IMPROVEMENTS THOMAS FIELD IMPROVEMENTS AQUATIC CENTER DESIGN TOTAL BBB Annual Financial Plan BBB $ 25,000 150,000 30,000 20,000 288,261 60,726 50,000 100,000 100,000 328,963 65,376 150,000 48,825 35,000 114,425 80,436 211,945 42,620 240,000 211,280 $ 2,352,857 206 BONDS 1,169,167 394,831 104,383 1,668,381 TRANSPORTATION 264,774 100,000 150,000 100,000 614,774 GRANT 150,854 250,000 70,000 40,000 500,000 40,000 550,000 1,600,854 TOTAL 25,000 150,000 30,000 20,000 150,854 288,261 575,500 50,000 100,000 100,000 398,963 105,376 750,000 48,825 75,000 114,425 80,436 361,945 142,620 240,000 211,280 1,719,167 394,831 104,383 6,236,866 City of Flagstaff, AZ INTE TE 6 6 RST ATE 4 Route 66 Elden to San Francisco 26 Visitor Center Bldg Improvements 2, 17 Rio Downtown 25 Milligan House Repairs RO U JO H N 40 19 West Village to Walnut ROUTE 66 5 Tunnel Springs Trail 27 Thorpe Park Design Improvements 11 Crescent to Cheshire Trail Link 13 FUTS US 180 Sechrist to Fremont F MILTON 20 Lake Mary Road Beulah to PT O R T IT LAKE M ARY 12 Bow & Arrow Wash Trail Phase I B U T LE R 34 Lake Mary Land Acquisition SW FOREST CEDAR 16 29 McMillan Mesa McMillan Mesa FUTS Park Improvements HU MP HR B E A E YS VER FR ANC ISC O 33 Chesire Land Acquisition 89A AY 207 HW ON HIG Y EL L Y AN PO W FOURTH W RC AH ZE S AN R E Annual Financial Plan R T V AL LEY U RE FO ET LL E COU N 66 22 Foxglenn Phase I & II 28 Foxglenn Park Improvements RO UTE 18 Lone Tree CCC to Pine Knoll 6 Route 66 Enterprise to Arrowhead 4 Freeway TI and Corridor IMPR 31 Thomas School Field Improvements 30 Christensen School Field Renovations UB CL UL FO Y LO N 89 AY HW HIG VA TR BE 14 Hospital Link not to scale Streetscape F.U.T.S. 32 Continental Sports Complex Land Acquisition 5 US 89/ Route 66 Fanning to Mall INTE ATE 40 24 Fisher Point Link The City of Flagstaff August 2003 RST 7, 9 Streetscape and FUTS; US 89, Railhead to Snowflake BBB FUNDED PROJECTS CAPITAL IMPROVEMENT PROGRAM FY 2003-2004 TH IN T ER ST E AT 17 City of Flagstaff, AZ SCHEDULE OF CAPITAL FISCAL YEAR 2003-2004 WATER APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 DIV 47 47 51 51 51 51 51 51 51 51 51 51 51 52 52 CARRY FY 2003 154,771 107,590 13,669 993,573 $ 1,269,603 BUDGET FY 2004 129,382 20,000 318,262 167,595 130,657 33,473 993,573 1,339,231 401,084 861,862 830,703 115,927 5,942 1,500,000 250,000 7,097,691 OPERATING $ 129,382 20,000 318,262 167,595 130,657 33,473 993,573 1,339,231 401,084 861,862 830,703 115,927 5,942 1,500,000 250,000 $ 7,097,691 TOTAL 129,382 20,000 318,262 167,595 130,657 33,473 993,573 1,339,231 401,084 861,862 830,703 115,927 5,942 1,500,000 250,000 7,097,691 PROJECT INNER BASIN PIPE LAND ACQUISITION FUND AMBERWOOD BOOSTER STATION AGASSIZ/DUPONT/VERDE WATERLINE COCONINO AVE. WATERLINE LUCKY LANE WATERLINE - CARRYOVER SUNNYSIDE PHASE II SUNNYSIDE PHASE III MALL INFRASTRUCTURE PROJECT FOXGLENN/SKYVIEW WATERLINE BLACK BART/SINGAUA HEIGHTS WATERLINE RESERVE FOR REPLACEMENTS HUMPHREYS WATERLINE TOWN WELL #5 WOODY MTN ARSENIC REMOVAL TOTAL WATER $ SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 DIV 47 47 51 51 51 51 51 51 51 51 51 51 51 52 52 PROJECT INNER BASIN PIPE LAND ACQUISITION FUND AMBERWOOD BOOSTER STATION AGASSIZ/DUPONT/VERDE WATERLINE COCONINO AVE. WATERLINE LUCKY LANE WATERLINE - CARRYOVER SUNNYSIDE PHASE II SUNNYSIDE PHASE III MALL INFRASTRUCTURE PROJECT FOXGLENN/SKYVIEW WATERLINE BLACK BART/SINGAUA HEIGHTS WATERLINE RESERVE FOR REPLACEMENTS HUMPHREYS WATERLINE TOWN WELL #5 WOODY MTN ARSENIC REMOVAL TOTAL WATER Annual Financial Plan 208 City of Flagstaff, AZ 209 15 Woody Mtn Arsenic Removal RST ATE 89A JO H N 40 L EY INTE ROUTE 66 SW IT FOREST Y AN TE 66 F UL AH 6 Lucky Lane Waterline N 66 INTE ATE 40 The City of Flagstaff August 2003 RST 9 Flagstaff Mall Infrastructure not to scale 3 Amberwood Booster Station 10 Foxglenn / Skyview Waterline RO UTE 11 Black Bart / Sinaqua Heights Waterline COU 7, 8 Sunnyside Improvements Phase II, III 4 Agassiz / Dupont / Verde Waterline LAKE M ARY B U T LE R CEDAR 16 Izabel St. Reclaim Extension 89 AY HW HIG T RC RO U 5 Coconino Ave. Waterline 13 Humphreys St. Waterline OR ZE AY FOURTH HW TH HIG R L U EL FO PO W R T V AL LEY HU MP HR B E A E YS VER FR AN C IS C O Annual Financial Plan UB CL W FO Y SA N L VA TR BE 1 Inner Basin Pipeline Replacement WATER SYSTEM PROJECTS CAPITAL IMPROVEMENT PROGRAM FY 2003-2004 ON MILTON I N T ER ST E AT 17 City of Flagstaff, AZ SCHEDULE OF CAPITAL FISCAL YEAR 2003-2004 WASTEWATER APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 DIV 57 57 58 58 58 58 58 58 58 58 58 58 PROJECT WC UPGRADE/RECLAIM CONNECTION LOADOUT STATION SECOND STREET SEWER REPLACEMENT ARROWHEAD/MT VIEW SEWER RECLAIM HYDRANTS NAU RECLAIM SYSTEM SILER HOMES RECLAIM EXTENSION MALL INFRASTRUCTURE RIO OUTFALL RESERVE FOR IMPROVEMENTS CHRISTENSEN SCHOOL RECLAIM IMPROVEMENTS HUMPHREYS SEWER TOTAL WASTEWATER CARRY FY 2003 200,000 105,547 5,835 311,382 BUDGET FY 2004 1,851,000 50,000 200,000 845,077 77,064 707,565 252,938 406,084 236,402 87,000 821,549 5,835 5,540,514 OPERATING $ 1,851,000 50,000 200,000 845,077 77,064 707,565 252,938 406,084 236,402 87,000 821,549 5,835 $ 5,540,514 TOTAL 1,851,000 50,000 200,000 845,077 77,064 707,565 252,938 406,084 236,402 87,000 821,549 5,835 $ 5,540,514 $ $ SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 DIV 57 57 58 58 58 58 58 58 58 58 58 58 PROJECT WC UPGRADE/RECLAIM CONNECTION LOADOUT STATION SECOND STREET SEWER REPLACEMENT ARROWHEAD/MT VIEW SEWER RECLAIM HYDRANTS NAU RECLAIM SYSTEM SILER HOMES RECLAIM EXTENSION MALL INFRASTRUCTURE RIO OUTFALL RESERVE FOR IMPROVEMENTS CHRISTENSEN SCHOOL RECLAIM IMPROVEMENTS HUMPHREYS SEWER TOTAL WASTEWATER Annual Financial Plan 210 City of Flagstaff, AZ 211 INTE TE 6 6 RST ATE 6 NAU Reclaim System RO U JO H N 40 ROUTE 66 O UL AH R SW IT FOREST LAKE M ARY 5 Reclaim Hydrants B U T LE R CEDAR 7 Siler Homes Reclaim Extension COU N RO UTE 66 11 Christensen School Reclaim Improvements 89 AY HW T 5 Reclaim Hydrants HU MP HR B E A EY S VER A NC I SC O SA N 12 Humphreys Street Sewer Replacement 89A AY Y HW F HIG YO EL L AN PO W FR EE RC W RT V AL L EY ZE TR Annual Financial Plan CL BE FO Y E LL E TR LO N VA HIG 3, 4 Second St., Arrowhead, Mt. View Sewer Replacement not to scale 9 Rio Outfall Sewer 8 Flagstaff Mall Infrastructure INTE ATE 40 The City of Flagstaff August 2003 RST WASTEWATER SYSTEM PROJECTS CAPITAL IMPROVEMENT PROGRAM FY 2003-2004 UB FOURTH N MILTON IN TE R ST E AT 17 City of Flagstaff, AZ SCHEDULE OF CAPITAL FISCAL YEAR 2003-2004 AIRPORT APPROPRIATIONS 1 2 3 4 DIV 37 37 37 37 PROJECT DESIGN/BUILD BOX HANGARS AND SHADE NEW MASTER PLAN AND NOISE STUDY DESIGN/CONSTRUCT FIRE STATION DESIGN/CONSTRUCT RUNWAY EXTENSION TOTAL AIRPORT CARRY FY 2003 $ 1,838,144 375,726 $ 2,213,870 BUDGET FY 2004 2,524,144 266,436 702,315 375,726 3,868,621 GRANTS 246,190 677,986 358,931 $ 1,283,107 OPERATING 20,246 24,329 16,795 61,370 SOURCES OF FUNDING 1 2 3 4 DIV 37 37 37 37 PROJECT DESIGN/BUILD BOX HANGARS AND SHADE NEW MASTER PLAN AND NOISE STUDY DESIGN/CONSTRUCT FIRE STATION DESIGN/CONSTRUCT RUNWAY EXTENSION TOTAL AIRPORT Annual Financial Plan $ 212 OTHER 2,524,144 2,524,144 TOTAL 2,524,144 266,436 702,315 375,726 3,868,621 City of Flagstaff, AZ RO UTE 66 4 not to scale INTE RST ATE 40 The City of Flagstaff August 2003 PULLIAM AIRPORT PROJECTS CAPITAL IMPROVEMENT PROGRAM FY 2003-2004 HW AY 89 Y CL UB 3 CO U N HIG TR IT ON SW Y AN EE SA N HU MP HR B E A E YS VER FR ANC IS C O O R T 1 TR RT V AL L EY RC E FO ZE LO N FOREST B U T L ER LAKE M ARY CEDAR FOURTH VA Y LL E MILTON F H EL L ST E AT 17 HIG HW AY 89A INTE RO U TE 66 RST ATE JO H N W LA 40 W PO U ROUTE 66 BE IN TER Annual Financial Plan 213 City of Flagstaff, AZ SCHEDULE OF CAPITAL FISCAL YEAR 2003-2004 ENVIRONMENTAL SERVICES APPROPRIATIONS DIV PROJECT 1 41 MATERIALS RECOVERY FACILITY SITE ENTRY 2 41 LANDFILL CLOSURE SEASIDE TOTAL ENVIRONMENTAL SERVICES CARRY FY 2003 $ 240,000 $ 240,000 BUDGET FY 2004 320,000 500,000 820,000 OPERATING $ 240,000 500,000 $ 740,000 OTHER 80,000 80,000 SOURCES OF FUNDING DIV PROJECT 1 41 MATERIALS RECOVERY FACILITY 2 41 LANDFILL CLOSURE SEASIDE TOTAL ENVIRONMENTAL SERVICES Annual Financial Plan 214 TOTAL 320,000 500,000 820,000 City of Flagstaff, AZ RO UTE 66 not to scale INTE RST ATE 40 The City of Flagstaff August 2003 ENVIRONMENTAL SERVICES PROJECTS CAPITAL IMPROVEMENT PROGRAM FY 2003-2004 HW AY 89 Y UB CL FO U R 1 MFR Entry Improvements COU N HIG TR TH IT SW ON EE S AN L EY ROUTE 66 L IN T E R E AT ST 17 HIG HW AY 89A INTE RO U TE 6 6 RST ATE JO H N EL AH 40 W PO W UL OR MILTON F BE HU MP HR B E A E YS VER FR ANC I SC O T Y AN TR L VA RT VAL L EY RC E FO ZE LO N FOREST B U T LE R LAKE M ARY CEDAR FOURTH Annual Financial Plan 215 City of Flagstaff, AZ SCHEDULE OF CAPITAL FISCAL YEAR 2003-2004 STORMWATER UTILITY APPROPRIATIONS DIV PROJECT 1 99 6TH AVENUE DETENTION BASIN TOTAL STORMWATER UTILITY CARRY FY 2003 $ $ - BUDGET FY 2004 215,000 215,000 SOURCES OF FUNDING DIV PROJECT 1 99 6TH AVENUE DETENTION BASIN TOTAL STORMWATER UTILITY Annual Financial Plan OPERATING $ 75,000 $ 75,000 216 OTHER 140,000 140,000 TOTAL 215,000 215,000 City of Flagstaff, AZ RO UTE 66 not to scale INTE RST ATE 40 The City of Flagstaff August 2003 STORMWATER UTILITY PROJECTS CAPITAL IMPROVEMENT PROGRAM FY 2003-2004 HW AY 89 UB CL COU N HIG Y TR IT RC AN LAKE M ARY TR EE SA N MP HR B E A EY S VER A NC I SC O FR HU LE Y MILTON L I N T ER ST 7 E1 AT HIG HW AY 89A INTE RO U TE 66 RST ATE JO H N EL ROUTE 66 PO W H 40 W UL A F BE OR T L VA RT VAL L EY N E FO YO SW ZE LO N FOREST B U T LE R 1 Stormwater Utility CEDAR FOURTH Annual Financial Plan 217 City of Flagstaff, AZ 10. Clay Basin West Park Development Development of community Park, including Soccer fields, Ramadas, Picnic Areas, Playgrounds, Walkways, Nature Trails, Parking, etc. Annual O&M costs estimated to be $85,800. PROJECT DESCRIPTIONS—FUNDED AND UNFUNDED GENERAL GOVERNMENT 11. Continental Regional Park Development Development of Regional Park including Soccer Fields, Trails, Ramadas, Playgrounds, Dog Park, Parking, BMX, Disc Golf, Maintenance Shop, etc. Annual O&M costs estimated to be $250,000. 1. Air Conditioning at the Main Library Install Central Air Conditioning at the Main Library. Annual Maintenance costs estimated to be approximately $500. 12. Joel Montalvo Park Improvements Upgraded Parking and Landscaping with potential expansion onto the complete park property due to future fire station relocation. 2. Fire Training Center/Tower Relocation A multi-purpose training center that provides the opportunity for firefighters to train and enhance skills. Operations and Maintenance costs estimated to be $50,000. 13. Lake Mary Land Acquisition – Phase II Acquisition of USFS Land for regional park development – Phase II purchase. Approximately 115 acres. Estimate Annual O&M costs are $1,000. 3. Relocate 4 Fire Stations Relocate 4 Fire Stations to more centralized locations providing improved response times, greater availability and more evenly distributed call volume. Operations and maintenance costs estimated to be $320,000 annually for all four stations combined. 14. Lake Mary Regional Park Developments – Phase I Development of Regional Park including infrastructure, playgrounds, ramadas, skate track, inline hockey, outdoor courts, parking, trails and walkways, etc. Park may also serve as site for future recreation facilities. Estimated annual O&M costs are $148,400. 4. USGS Facilities Construction of USGS Buildings, which will in turn be leased back to GSA. No O&M costs incurred by the City of Flagstaff. 15. McPherson Park Improvements Renovate existing park features and provide additional amenities, including outdoor courts, ramadas/picnicking, trails, enhanced parking, etc. $25,080 is the estimated annual O&M costs. 5. Arroyo Park Improvements Develop existing acreage to include lighting an existing ball field and adding paved parking, playground, courts, picnic area, walkways, etc. Annual O&M costs estimated to be $16,720. 16. Paradise Area Land Acquisition Acquisition of USFS Land for Neighborhood Park – approximately 7 acres. Annual O&M costs are estimated to be $250. 6. Buffalo Park Improvements Pave parking area, entryway improvement; build permanent restrooms, additional picnic areas. Annual O&M costs estimated to be $8,360. 17. Sunnyside Park Acquisition & Development Acquire Land and develop Neighborhood Park for community gathering and events similar to Wheeler Park. Annual O&M costs estimated to be $34,020. 7. Bushmaster Park Land Acquisition/Expansion Acquire north side (Lockett) street frontage property/lots. No O&M costs anticipated at this time. 8. Cheshire Park Improvements Develop approximately 8 acres of park to include turf/soccer field, walkways, Ramada, playground, and parking lot. Annual O&M costs estimated to be $58,520. 18. Thorpe Park Improvements – Phase II Selected phase II renovations and improvements, which may include relocating maintenance shop, new skate track, BMX, ramadas, lights for soccer field, parking lots. Estimated O&M costs annually are $33,440. 9. Christensen Park Land Acquisition/Expansion Acquisition of USFS land to provide park access and visible frontage – approximately 5 acres. O&M costs estimated to be $250 annually. 19. Woodlands Village Park Land Acquisition Acquire approximately 5 acres of land for Neighborhood Park. Annual O&M costs estimated to be $250. Annual Financial Plan 218 City of Flagstaff, AZ (basketball, volleyball, soccer), activity and meeting rooms, and administrative space. Annual O&M costs estimated to be $325,000. 20. New City Shop Facility The existing shop facility is outdated; over crowded and has little available parking. Annual O&M costs are estimated to be $250,000. 31. Municipal Golf Course Development of 18 hole golf course, driving range, practice tees and clubhouse. O&M costs yet to be determined. 21. Cemetery Entrance Construct new entrance – add turn lane on Lone Tree Rd., bridge over the Sinclair wash, curb & gutter, gates, landscaping and signage. Estimated Annual O&M costs are $3,000. 32. Snow Play Area Develop a snow play area. Estimated annual O&M costs are $11,440. 22. Cemetery Office Addition Add 24’ X 38’ building addition for new office, family meeting area, employee break room, showers and restrooms. Annual O&M costs estimated to be $4,000. 33. Annual General Drainage Design and Construct Drainage projects to resolve identified drainage problems. 34. Fanning Drive Wash Erosion Control Design and Construction of channel improvements, grade control, and channel bank erosion control. 23. ACM Facility Testing and Surveys Surveys and testing at existing or new City Facilities for Asbestos and other potential contaminates. No O&M costs associated with this activity. 35. Malapais Lane Storm Drain Design and construction of new storm drain and drainage inlets. 24. Asbestos Abatement Asbestos abatement in city facilities to facilitate operations and maintenance and/or minor building renovations. No O&M costs associated with this activity. 36. Rio De Flag Food Control Project In conjunction with the US Army Corps of Engineers, the project consists of design and construction of flood damage reduction improvements on the Rio De Flag and Clay Avenue Wash as identified in the Feasibility Study and Environmental Impact Study. 25. Environmental Soils Remediation Investigation and remediation of contaminated soils at former fueling facilities, underground storage tanks and other contaminated soils. No O&M costs associated with this activity. 37. University Heights Drive South Culvert Replacement Design and construction of new concrete box culverts to replace existing culverts. 26. Underground Storage Tank Removal Program established to remove underground storage tanks from City properties. No O&M costs associated with this activity. 38. West Street Wash Detention Facility Design and construction of a multi-use detention facility. 27. Adult Center Expansion Enlarge building by approximately 22,000 sq. ft to include a gymnasium, activity rooms, etc. Annual O&M costs estimated to be $18,000. 39. City Court Facility New 15,000 sq. ft. City Court Facility 40. City Hall Annex 10,000 sq. ft. of additional city office space. 28. Aquatic Center Development of approximately 45,000 sq. ft. aquatic center to include leisure pool, lifestyle pool, and competitive pool components. Estimated Annual O&M costs are $395,000. 41. Downtown Gateway West Parking Garage New parking garage for Downtown that will serve new developments, existing downtown businesses and City Hall. 29. Lighted Softball Complex Build tournament quality Adult Softball Complex, includes fields, lights, concession and announcer areas, and restrooms. Annual O&M costs estimated to be $158,760. 30. Multi Purpose Recreation Center Development of approximately 50,000 recreation center, including indoor Annual Financial Plan sq. ft. courts 219 City of Flagstaff, AZ 10. Sunnyside Streets Street and Drainage construction throughout Sunnyside neighborhood in conjunction with utility replacements. Annual O&M costs are estimated to be $1,500. PROJECT DESCRIPTIONS—FUNDED AND UNFUNDED STREETS/TRANSPORTATION 1. ADA Compliance Replacement of non-conforming sidewalk handicap ramps within public right-of-way. 11. Traffic Diverter at O’Leary Design and construct raised, landscaped traffic diverter on South O’Leary St. at Butler Ave. Annual O&M costs Estimated to be $500. and 12. Fourth Street Rail Crossing The connection of existing 4th Street from Rt. 66 to Huntington/Industrial Drive via a grade separated crossing. 2. Annual Street Maintenance Annual crack sealing, seal coating and asphalt overlay. 13. Annual Street Maintenance Increased pavement life cycle program. Increased maintenance costs and mercury lights replacement. 3. Minor Traffic Improvements Annual appropriation to fund street capacity, safety or Operational improvements (i.e. Traffic signals, turn lanes, etc.) 14. Brannen Avenue Paving Class III street 800’ in length. Project needs sidewalk, curb, and gutter (on both sides) and pavement. Street has commercial traffic mainly. Drainage-drains into Colorado Street. Annual O&M costs estimated to be $606. 4. Reserves for Improvements - Streets Annual allocation for unprogrammed street improvements and/or City participation in projects of other agencies (IE. ADOT, BNSF, NAU). 5. Route 66 Bus Pullouts – Phase II, III and IV Construction of Bus Pullouts, shelter pad, right-ofway as needed, and reconstruction of sidewalks. 15. Butler Ave/4th Street Signal Installation of new traffic signals. 16. Butler Avenue Bike Lanes Widen 5,500 ft. of Butler Avenue by 7’ to minimum 33’ to accommodate two 4.5 ft. minimum bike lanes and two traffic lanes. 6. Sidewalk Replacement Program Provides replacement of curb, gutter and sidewalk in cases where property owners contribute 50% of replacement costs. 17. Commerce Avenue Paving Class III Street, 1500’ in length, needs curb, gutter, and asphalt and drainage. Existing surrounding improvements include; curb, gutter and sidewalks. Estimated annual O&M costs are $1,136. 7. Signal Synchronization - ATMS Installation of Advanced Traffic Management System (ATMS) computer hardware and software, and fiber optic communications in loop around downtown. 18. Corridor Studies – Lone Tree & West Arrowhead Identification of improvements required for Lone Tree Road – to be implemented under Lone Tree Road reconstruction project. 8. Signal Synchronization Installation of simultaneous synchronized clocks in all signals, development and implementation of timing plans. Estimated annual O&M costs are $100,000. 19. Country Club/Oakmont Intersection improvement of correction. 9. Southside Traffic Improvements Provide traffic signals and pedestrian improvements at Cottage Ave and Benton Ave intersections, potential streetscape improvements associated with the Southside redevelopment related to the Rio De Flag Flood control project. Annual O&M costs are estimated to be $6,800. Annual Financial Plan vertical alignment 20. East Flagstaff Reinvestment Empire Avenue Extension, Dodge Avenue Extension and the Mall Infrastructure. Shared funding with Westcor for the development of the roadway system through the mall including the redevelopment area. Includes the extension of Empire Avenue from Dakota Street to US 89 and the extension of Dodge 220 City of Flagstaff, AZ Avenue to old East Route 66. Annual O&M costs are estimated to be $10,000. 31. Penstock Avenue Paving Class III, 1500’ in length, needs curb, gutter, sidewalk, drainage and asphalt. Annual O&M costs estimated to be $1,136. 21. Gabel Street Paving Class II Street, 300’ in length, project needs curb, gutter and pavement. The street leads to a recycling plant. Annual O&M costs estimated to be $227. 32. Preston Road Paving Class III Street, 700’ in length. Needs curb, gutter, asphalt and drainage. Annual O&M costs estimated to be $530. 22. Huntington Drive Improvements Construct edge improvements (A.C., curb and gutter, sidewalk) to complete Huntington Drive To a COF type II roadway, between 2149 E. Huntington and Bronco Way; No landscape Anticipated. Funding includes southerly edge improvements from Bronco Way to Rush Truck Center as currently under design with Fourth Street Rail crossing project. Estimated O&M costs are $2,940 annually. 33. Route 66 Bike Lanes - East Reconstruct the existing shoulders – mill and replace on both sides for 25,600 ft. Repave 8’ wide with new ADOT design rumble strips (min. 6-ft. clear paved shoulder). 34. Route 66 Bike Lanes – West re-stripe urban sections with 4.5-ft. shoulder. Add pavement and re-stripe as necessary for continuous paved shoulder in the rural sections. Total length is 10,500’. 23. I-40 T.I. Planning Studies Studies to determine the viability of traffic interchanges along I-40 at Lone Tree Road and 4th Street. 35. Sechrist Elementary/Fort Valley Road Corridor Replace 4’ sidewalk on the west side of Fort Valley Road from Navajo Road to Stevanna Way with a new 6’ sidewalk. 24. Industrial Drive Paving Class II, 4700’ in length, needs curb, gutter and asphalt. 50’ on each side of Eagle Mountain Drive has curb and gutter (south side of the road), and asphalt. 36. Soliere Avenue Extension Provide 3-lane roadway extension to S. Fourth Street with provision for traffic signal and turn lanes on Fourth Street. Annual O&M costs estimated to be $1,500. 25. Killip School Landscaping in the median 26. Lake Mary Road Bike Lanes Widen the rural section of Lake Mary Road to min. 33-ft. to accommodate two 4.5-ft. min. bike lanes and two traffic lanes. 37. Soliere Avenue Bike Lanes Widen 3800 ft. of Soliere Avenue by 6ft. to min. 33ft. to accommodate two 4.5 feet minimum bike lanes and two traffic lanes. 27. Lone Tree Road Reconstruction Reconstruction of Lone Tree Road (on existing alignment) from south of Sawmill To Zuni – Actual project to be defined by corridor study to be performed in FY 2004. Annual O&M costs estimated to be $2,500. 38. South Beaver Elementary This project will improve pedestrian and bike facilities and provide a school drop-off zone. Traffic calming and circulation on Elery between Beaver Street and San Francisco Street will be evaluated. 28. Marshall Elementary Sidewalk Install new curb & gutter and sidewalk on the east side of Bonito Drive from Dale Avenue to Santa Fe Avenue. 39. Steves Blvd./Lakin Realign Reconfiguration of Steves Blvd./Lakin Dr. intersection to allow for thru movements along Steves Blvd. and Lakin Dr. and including a dedicated right turn lane for southbound Steves Blvd. Approach to Rt. 66. RequiresTraffic signal modifications at Rt. 66. Annual O&M costs estimated to be $500. 29. New Traffic Signal PGM Various traffic signal installations. 30. No Name Street Paving Class III, 1400’ in length, needs curb, gutter, sidewalks and asphalt. Located Adjacent to the county yard and is a hill flowing from Empire Avenue to Penstock. Annual O&M costs estimated to be $1,061. 40. Thomas/Lockett Intersection New intersection, sidewalk and improvements. drainage 41. Thorpe Road Edge Improvements Annual Financial Plan 221 City of Flagstaff, AZ Curb, gutter and sidewalk on north and south sides of Thorpe Road. Contribution to Redevelopment planning, design and Projects. 42. Traffic Signal Synchronization Synchronization of Signal runs along major corridor throughout Flagstaff. 6. Regional Open Space Projects Secure Picture Canyon and Observatory Mesa Open Space. Annual O&M estimated to be $12,000. 43. West Rt. 66 Widening at Woodlands Village Blvd. Complete Type I Roadway and edge improvements (curb, gutter and sidewalk) at all intersection approaches. Estimated Annual O&M costs are $750. 7. Rio de Flag Corridor City portion of Corps of Engineers project. Enhancements only: FUTS, Landscaping, Hardscape, Bridge enhancements, Right of Way. Annual O&M costs estimated to be $4,000. 8. Route 66 Streetscape: Enterprise to Arrowhead Design and reconstruct multi-use path to current AASHTO standards. 44. Weitzel School Replace curb, gutter and sidewalk adjacent to Weitzel School. 9. Route 66 Streetscape: Fanning to Mall Design and construct 10’ wide multi-use path, minor landscaping and related improvements. Estimated annual O&M costs are $3,000. 45. West/Arrowhead Improvements Provide design and construction of roadway and pedestrian improvements in accordance with Street section requirements to be identified by the West/Arrowhead corridor study. Annual O&M estimated to be $2,600. 10. Route 66: Elden to San Francisco Stabilize and partially restore historic locomotive and tender including removal of lead paint, repainting and miscellaneous other items. PROJECT DESCRIPTIONS—FUNDED AND UNFUNDED 11. Special Projects Annual program covering small projects and partnered contributions throughout the City. Also includes some Clean and Green projects. BBB 12. US 89 Streetscape Streetscape and median landscaping as warranted and practical. New 10’ wide paved multi-use path northeast side. Also includes gateway installation near Snowflake. Includes School connection Annual O&M estimated to be $10,000. 1. ADOT Gateway and Freeway Corridor Design and construct in partnership with ADOT, Gateway installations at major entries into the City and freeway corridor improvements as warranted and approved. Annual 0&M estimated to be $500. 2. McMillan Mesa Open Space Secure McMillan Mesa as open space with the City of Flagstaff allowing “paste back” development along the western edge. Annual O&M estimated to be $14,000. 13. FUTS ROW and Open Space Opportunity Acquisition of Right of Way for planned future FUTS projects. 14. FUTS: 4th Street – Butler to Route 66 Standard 10’ wide paved multi-use path. Does not include modification to ADOT Bridge over I-40. Annual O&M estimated to be $2,000. 3. Neighborhood Open Space and Flagstaff Urban Trails Acquire 750-1000 acres of core open space. Annual O&M estimated to be $14,000. 15. FUTS: Airport Area Connections across I-17 Standard 10’ aggregate trail and related work. Utilize existing ADOT box under I-17 if feasible. Possible improvements across existing airport TI Bridge. Annual O&M costs estimated to be $3,000. 4. Open Space Rehabilitation/Enhancement Rehabilitation and enhancement as needed of cityowned open space corridors. Usually in connection with planned FUTS projects. Rehabilitation has included environmental remediation and reclamation, Vehicle access controls, identification monuments and map of city-owned open space. 5. Redevelopment Opportunity Fund Annual Financial Plan 16. FUTS: Butler 222 AZ Trail, Foot of Babbitt Way to City of Flagstaff, AZ Standard 10’ packed aggregate trail and related work. Utilize existing ADOT box under I-17 if feasible. Annual O&M costs estimated to be $2,000. 27. FUTS: Switzer Wash Trail Standard 10’ aggregate trail and related work. Utilize existing freeway culvert box. Annual O&M costs estimated to be $2,000. 17. Bow and Arrow Wash Trail Standard 10’ packed aggregate Trail and related work. Estimated O&M costs annually are $10,000. 28. FUTS: Tunnel Springs Trail Standard 10’ aggregate surface and related work. Includes mitigations at RR Bridge. Annual O&M estimated to be $5,000. 18. FUTS: Downtown Rio Corridor San Francisco to Birch Standard 10’ paved multi-use path. Coordinate with Rio Project. City responsibility is paving only. Annual O&M estimated to be $2,000. 29. FUTS: University Highlands to Sinclair Wash Trail Design and construct 10’ wide multi-use path and related improvements. Annual O&M estimated to be $2,000. 19. East Flank McMillan Mesa Standard 10’ paved multi-use path and related work. ADOT coordination under I-40. Alignment not set North of Pine Knoll Drive – approximately 1.5 miles. Annual O&M costs estimated to be $4,000. 30. FUTS: University Highlands to Woody MTN Road Design and construct 10’ wide multi-use path and related improvements. Annual O&M costs estimated to be $2,000. 20. Hospital Link Standard 10’ packed aggregate trail with related scope work. Approximately ½ miles. Annual O&M costs estimated to be $1,000. 31. FUTS: US 180 Multi-Use Path- Forest to Fremont 10’ paved path with some landscaping. ADOT project with City coordination and oversight. Annual maintenance estimated to be $5,000. 21. Lonetree Corridor Standard 10’ paved multi-use path and related work. ADOT coordination under I-40. Annual O&M estimated to be $4,000. 32. Lake Mary Road – Beulah to Ponderosa Trails Park Standard 10’ paved multi-use path and related work. Length approximately 1 mile. Annual O&M estimated to be $3,000. 22. McMillan Mesa System Standard 10’ aggregate surface and slope stabilization. Includes two planned bridges over cedar, one east of Turquoise, the other north of Gemini. Annual O&M costs are $5,000. 33. Aquatic Center Design and Engineering Create site-specific feasibility and architecturalconstruction plans. Center is anticipated at over 45,000 +/- SF with leisure, lifestyle and competitive aquatic components. 23. MNA Link to USFS System Standard 10’ aggregate surface and related work. Annual O&M costs estimated to be $1,000. 34. Cheshire Park Land Acquisition/Expansion Purchase 8+/- acres of land to expand existing neighborhood park. Annual O&M costs estimated to be $500. 24. Rio De Flag North: Crescent to Cheshire Standard 10’ aggregate trail with bridge over Rio at MNA and related work. Annual O&M estimated to be $4,000. 35. Christensen School Field Improvements Improve Turf/field conditions to provide safe and accessible public recreation/soccer use. Annual O&M estimated to be $35,000. 25. FUTS: Sinclair Wash Trail to Woody Mountain Road Design and construct 10’ wide multi-use path and related improvements. Annual O&M estimated to be $3,000. 36. Continental Park Land Acquisition/Expansion Acquisition of 100+/- acres of land to expand Community Park to regional category. Annual O&M costs estimated to be $1,000. 26. FUTS: Southside BNSF, West Village to Rio Standard 10’ path, proposed new ped-bike under crossing at Walnut, new steel bridge north or south side of RR at Sitgreaves, length approximately 2 miles (includes 7559 to consolidate projects). Annual O&M maintenance estimated to be $5,000. Annual Financial Plan 37. Foxglenn Park Improvements Development of 22 unimproved acres to complete the 28 acre park, including turf, playground, ramadas, restroom, parking lot, skate track, 223 City of Flagstaff, AZ walkways and landscaping. Annual O&M costs are estimated to be $250,000. 6. Benton/SF Alley/Elden Waterline Replace approximately 900 feet of 2” galvanized lines with 8” PVC mains; add hydrants on Benton and Elden. 38. Lake Mary Land Acquisition – Phase I Acquisition of USFS land for a regional park development. Phase 1 purchase consists of 127+/acres. Annual O&M costs are estimated to be $1,000. 7. Black Bart/Sinagua Heights Waterline Install approximately 4,200 feet of 18” pipe and install one pressure reducing station. 39. McMillan Mesa Park Development to improve existing 3-acre park. Annual O&M costs are estimated to be $21,000. 8. CC College to NAU Waterline Approximately 1,600 feet of 12” waterline from Coconino Community College to the NAU system. 40. Thomas School Field Improvements Improve field/turf to provide safe and accessible public recreation/soccer use. Annual O&M costs are estimated to be $24,000. 9. Coconino Avenue Waterline Replace approximately 820 feet of 2” and 4” pipe with 8” PVC. 10. Elm Street Waterline Replace approximately 620 feet of 2” pipe with an 8” PVC main. 41. Thorpe Park Improvements Thorpe Park Master Plan and Phase I renovation project to improve existing softball fields, restroom, parking, walkways, pond, etc. (central section of park). 11. Foxglenn/Skyview Waterline Install approximately 5,200 feet of 18” pipe. 12. Franklin Waterline – Beaver to Lone Tree Replace 2” and 4” galvanized pipe with 8” PVC and add fire hydrant. Approximately 2,260’ of new main. PROJECT DESCRIPTIONS—FUNDED AND UNFUNDED 13. Mohawk Drive Waterline Replace approximately 380 feet of 2” pipe with 8” PVC. WATER 14. N. San Francisco Alley Service Replacements Replace 12 service lines to front of homes to abandon old line in alley. 1. Inner Basin Pipeline Replace approximately 14 miles of 14” and 16” concrete pipe with 16” ductile iron pipe. City crews replace approximately ½ mile each year and there is about 9 miles remaining to replace. 15. Park Street Waterline (Santa Fe to Dale) Replace 1,400 feet of existing 2” cast iron pipe with 8” PVC main. 2. 27” Pipeline Replacement (LM Plant to Town) Replacement of old 27” steel/concrete pipe that is not properly bedded. 16. Pinal/Papago Alley Waterline Replace approximately 695 feet of 2” pipe with 8” PVC waterline. 3. Agassiz/Dupont/Verde Waterline Replace approximately 1,725 feet of 2” galvanized waterline with 8” PVC main and add two fire hydrants. 17. Ponderosa Trails to Airport Waterline Install approximately 3,000 feet of 12” waterline from the existing 12” Ponderosa Trails waterline to the new Ft. Tuthill waterline. 4. Aspen Waterline (Sitgreaves/Aztec) Replace approximately 1,400 feet of 4” waterline with 8” PVC main. 18. Radio Read Meters Conversion of 1,000 water meters to radio read for pilot test. 5. Beaver Street Waterline (Phoenix to Dupont) Replace approximately 1,400 feet of 4” cast iron pipe with 8” PVC main. Annual Financial Plan 19. Reserves for Improvements Annual Reserve for Unanticipated Replacements and over sizing that may occur. 224 Line City of Flagstaff, AZ 20. Reservoir Filtration Plant to Turquoise Water Line replaces approximately 11,600’ of 16” waterline with 18” PVC main. 33. Water System Vulnerability Assessment Complete vulnerability assessment to determine security Weakness in the city water system. 21. Sunnyside Improvements Replacement of undersized waterlines in Sunnyside. Project includes drainage, sewer, sidewalk, and street improvements in locations where waterlines are being replaced. 34. Woody Mountain Arsenic Removal Arsenic removal equipment for Woody Mountain Wells. PROJECT DESCRIPTIONS—FUNDED AND UNFUNDED 22. Talkington/Lynn/Elizabeth Waterline Replace approximately 1,800 feet of 2” galvanized mains with 8” PVC. WASTEWATER 23. Thomas Park Waterline Relocate approximately 650 feet of 12” waterline that was not installed in existing adjacent easement. 1. Additional Digestor/Wildcat Additional Digestor for solids treatment. Annual O&M costs estimated to be $3,600. 24. Tombstone Ave./Alley Waterline Replace approximately 625 feet of 2” and ¾” pipe with 8” PVC main. 2. Coat Wildcat Digestors Apply protective coating to interior walls of two digestors. Includes raising the floating covers. 25. Walapai Drive Alley Waterline Replace approximately 900 feet of 2” pipe with 8” PVC main. 3. EMA System Improvements Funds budgeted for automation of wastewater treatment process. 26. Clarifier Drive Assemblies Replace existing clarifier drive units with “oil free” drive equipment and collector system. Annual O&M estimated to be $200. 4. Grease Treatment Tank Design and construction of an additional grease treatment tank to handle restaurant grease that is hauled into the plant. Annual O&M costs estimated to be $3,000. 27. Flocculator Drive Assemblies Convert flocculators to lightweight poly paddles, individual VFD drives and exterior mounted sprockets, drive chains, and related equipment. Annual O&M estimated to be $200. 5. Paint Buffalo Park Reservoir Repaint the exterior of Buffalo Park tank. 28. Gas Chromatograph Purchase of gas chromatograph unit for lab. 6. Reclaim System Expansion Reclaim System Expansion. 29. Lake Mary Wellfield – LM #2 12” Waterline Design and construct a 12” pipeline from LM #2 to raw water pump station. Abandon existing line. 7. Replacement Dredge Replacement of sludge removal dredge. Used to remove sludge from stabilization basins. Annual O&M costs estimated to be $4,000. 30. SCADA Upgrades Upgrade of SCADA system to keep with improving technology. 8. Rio Plant Additional Filter Addition of two tertiary dual media filters to plant. Filters to be enclosed. Project includes design and construction. Annual O&M costs estimated to be $5,000. 31. Water Production Lines Design, drilling and equipping of additional water wells. Annual O&M costs estimated to be $200,000. 9. Rio Plant Chip seal Chip seal roadways around Rio plant. 32. Water System Optimization Funds budgeted for continuization of EMA optimization process and automation of water treatment processes. Include computer hardware for CMMS, training and skill based pay. Annual Financial Plan 10. Rio Plant Clarifier/Skimmer Modification Modification of secondary clarifier skimmer mechanism to a conventional national Hydro mechanism. 225 City of Flagstaff, AZ 11. Rio Plant SCADA Upgrade of SCADA system for plant. 27. Circle View Sewer Replacement of approximately 1,000 feet of sewer. 12. Rio Plant UPS Replacement un-interruptible power supply for the SCADA system. 28. Continental Outfall Sewer Upsize line to 33” for approximately 1,400 feet between manholes M17-008 downstream to MH 17001. 13. Wildcat Blast and Mortar Wash Sandblasting and replacing the finish coat of mortar wash on the exterior of the buildings. 29. Hillside Sewer Replacement Replacement of approximately 400 feet of sewer. 14. Wildcat Boiler Replacement Replacement of Cleaver Brooks Boiler. O&M costs estimated to be $1,000. Annual 30. Huntington/Old Sewer Plant Upsize Upsize approximately 2,200’ of 21” and 24” VCP to 30” PVC sewer. 15. Wildcat Hill Plant – Coating of Secondary Clarifier application of protective coating on secondary clarifiers. 31. KCLS Sewer Extension Replacement of approximately 200 feet of 8” diameter sewer. 16. Wildcat Hill Plant – Loadout Replacement Relocation of reclaimed water loadout facility 32. Lower Greenlaw Sewer Replacement Replacement of approximately 1,903 feet of sewer between several manholes. 17. Wildcat Hill Plant I - Crackseal Roadway crackseal. 33. Mike’s Pike Sewer Replacement Replacement of approximately 1,400 feet of sewer. 18. Wildcat Hill Plant II - Crack seal Roadway crack seal. 19. Wildcat Hill Wastewater Plant Roadway Crack and chip seal. 34. NAU Reclaim System Installation of approximately 15,000 feet of various sized reclaimed water lines to convert the NAU campus to reclaimed water use. 20. Wildcat Piping Replacement Replacement of gas piping throughout the plant. 35. North Sunnyside Sewer Replacement Replacement of approximately 5,900 feet of sewer. 21. Wildcat Primary Clarifier Coating Protective coating of primary clarifier basins. 36. Phoenix Sewer (Beaver/San Francisco) Replacement of approximately 875 feet of sewer on East Phoenix Avenue between Beaver and San Francisco. 22. Wildcat Treatment Upgrade/Reclaim Expansion Upgrade plant to have nitrogen removal – Class reclaimed water. Annual O&M costs estimated to be $235,000. 37. Reclaim Hydrants Install five hydrants on the reclaimed water system for construction and fire fighting. 38. Reclaimed Water Loadout Station Loadout station for the sale of reclaimed water. Annual O&M costs estimated to be $1,000. 23. Wastewater Plant Expansion Design and construction of expansion to accommodate increase sewage flows. Determination of where plant will be is based on where future development takes place. 39. Reserves for Improvements Annual reserve for unanticipated line replacements and over sizing agreements that may occur. 24. Arrowhead/MTN View Sewer Replacement Replacement of approximately 5,400’ of 6” sewer along Arrowhead and Mtn. View from MH 9-37 to MH 9-38 to MH 9-12 to MH 9-33. 40. Rio Outfall Annual cost to slip line and parallel approximately 13/4 miles of 33” diameter sewer. 25. Butler/Ellery Sewer Replacement of approximately 1,900 feet. 41. South Beaver Street Sewer Replacement of approximately 932 feet of 6” sewer from Benton Avenue south on Beaver to Butler. 26. Cherry Hill Sewer Replacement Replacement of approximately 2,040 feet of sewer. Annual Financial Plan 226 City of Flagstaff, AZ 9. Runway 03 Safety Area Rehabilitation Fill and level 1,000’X250’ safety area at end of runway to meet FAA criteria. Annual O&M costs estimated to be $300. 42. San Francisco Sewer Replacement Replacement of approximately 520 feet of sewer. 43. Siler Homes Reclaimed Water Extension Installation of 1,300’ of 6” PVC reclaimed water line and associated meters to serve Siler Homes. 44. Terrace/Birch Sewer Replacement Replacement of 1,345 feet of 6” VCP sewer. 10. Taxilane/Apron – General Aviation Design and construct taxilane and apron for new general aviation hangar area. Annual O&M estimated to be $5,000. PROJECT DESCRIPTIONS—FUNDED AND UNFUNDED PROJECT DESCRIPTIONS—FUNDED AND UNFUNDED AIRPORT ENVIRONMENTAL SERVICES 1. Construct Box Hangars and Shade Hangar Design and build six (6) 60’X60’ and up to fourteen (14) 50’X50’ box hangars to accommodate larger aircraft. Also construct one 10-unit shade hangar. Annual O&M costs estimated to be $5,000. 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. 2. Access Road Construction JWP extension to Lake Mary Road. 2. Vadose Zone Wells-Landfill Vadose zone monitoring wells require a raise 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. 3. Airport ARFF Facility Airport rescue/fire facility – a 4,800 square foot equipment bay and 1,700 square foot administrative area, access road, parking lot, fencing, drainage, apron and utility. Annual O&M costs estimated to be $10,000. 4. Airport Master Plan Complete new 20-year master plan to include environmental assessments and noise study. 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. 5. Construct New Parallel Taxiway North Construct new parallel taxiway north from terminal to the end of runway 21. Install appropriate lighting and marking. Approximately 4,000 feet by 50 feet. Install new connecting taxiways and remove old taxiway pavements. Annual O&M costs estimated to be $10,000. 4. 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. 6. Construct Runway Extension Extend runway north 1,200’-1500’. Build 1,000’ safety area. Build associated taxiway and security fencing. Annual O&M costs estimated at $5,000. 7. JWP/Pulliam Widening Design and construction of curb/gutter sidewalk and road widening – FUTS trail. 5. 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 incrementally. Operating budget impacts are not yet 8. Land Acquisition Acquire 640 acres of land in proximity to the Airport. Annual Financial Plan 227 City of Flagstaff, AZ quantified and would be offset through the landfill rate structure model. 9. 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. 6. 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. 10. 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. 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. PROJECT DESCRIPTIONS—FUNDED AND UNFUNDED 8. 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. Annual Financial Plan STORMWATER 1. 6th Avenue Detention Basin Design and build flood control project to detain upstream flows in the Sunnyside neighborhood. 228 City of Flagstaff, AZ Annual Financial Plan 229 City of Flagstaff, AZ Ending Balance $ 8,145,975 63,932,019 9,619,997 24,752,053 8,556,952 9,023,763 3,430,162 7,302,843 1,246,249 Expenditures General Government Public Works: Streets BBB Utilities: Water Utilities: Wastewater Airport Environ Svc & Stormwater Total Expenditures 12,477,404 14,439,884 43,489,500 70,406,788 $ 1,671,206 Resources Bonds Grants Pay-as-you-go Total Resources Beginning Balance Budget 2002-2003 - 38,353,047 3,586,603 14,578,955 5,201,334 7,269,248 2,153,798 4,932,460 630,649 6,069,820 7,640,660 24,642,567 38,353,047 - Estimate 2002-2003 - 60,497,194 10,674,007 26,840,242 6,004,157 6,714,954 5,338,869 3,889,965 1,035,000 10,830,956 7,448,345 42,217,893 60,497,194 - Budget 2003-2004 - 45,094,469 1,155,000 15,263,547 4,339,836 3,593,800 12,219,100 7,498,186 1,025,000 9,966,547 5,066,848 30,061,074 45,094,469 - Budget 2004-2005 - 35,132,116 728,000 8,180,046 1,680,000 4,093,100 12,205,200 7,195,770 1,050,000 2,898,746 6,843,600 25,389,770 35,132,116 - Budget 2005-2006 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM SUMMARY FISCAL YEARS 2003-2009 - 18,995,655 365,000 4,449,755 2,130,000 3,978,900 817,000 5,290,000 1,965,000 115,755 4,233,460 14,646,440 18,995,655 - Budget 2006-2007 - 17,797,900 285,000 6,498,000 1,430,000 951,000 2,678,900 4,575,000 1,380,000 1,953,800 3,703,176 12,140,924 17,797,900 - Budget 2007-2008 - 20,551,921 281,000 6,690,000 805,000 1,209,300 8,013,800 2,202,821 1,350,000 10,184,100 2,811,800 7,556,021 20,551,921 - Budget 2008-2009 - - 236,422,302 17,074,610 82,500,545 21,590,327 27,810,302 43,426,667 35,584,202 8,435,649 42,019,724 37,747,889 156,654,689 236,422,302 Total Plan Annual Financial Plan 230 City of Flagstaff, AZ $ 136,590 General Fund Capital Projects USGS Facility-1997 Bond Total General Government Real Estate Proceeds Redevelopment Acquisitions East Flagstaff Branch Air Conditioner - Main Library Remodel Bathrooms - Main 9,619,997 785,000 322,664 - 500,000 250,000 350,000 1,487,000 - Non-Departmental Knoles property Payment Bank one Remodel ADA Improvements Downtown Improvements Heil Purchase Redevelopment Acquisitions Library 153,914 4,273,042 18,116 333,208 34,500 26,830 Other projects USGS Improvements Police/ Sheriff Facility Remodel of Courthouse Drainage General Drainage Rio De Flag Hydrology Study Thorpe Road Drainage 130,000 50,000 115,023 26,243 Environmental and Facilities Asbestos-Facilities Testing/Surveys Underground Storage tanks Soils Remediation Remodel CD Service Counter 20,000 607,867 $ Parks and Recreation General Government Fire Station 2 raise beam Budget 2002-2003 3,586,603 385,000 375,760 - 104,503 500,000 250,000 - 134,499 957,302 22,542 225,818 29,940 26,830 130,000 27,320 60,000 26,243 328,283 2,563 Estimate 2002-2003 - 10,674,007 550,000 100,000 40,000 - 455,000 3,637,000 5,052,738 - 150,000 - - 689,269 Budget 2003-2004 - 1,155,000 150,000 - - - 870,000 - - - 135,000 Budget 2004-2005 - 728,000 150,000 - - - 443,000 - - - 135,000 Budget 2005-2006 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2003-2009 - 365,000 150,000 - - - 80,000 - - - 135,000 Budget 2006-2007 - 285,000 150,000 - - - - - - 135,000 Budget 2007-2008 - 281,000 146,000 - - - - - - 135,000 Budget 2008-2009 17,074,610 1,681,000 375,760 100,000 40,000 104,503 500,000 250,000 455,000 3,637,000 134,499 7,403,040 22,542 375,818 29,940 26,830 130,000 27,320 60,000 26,243 1,692,552 2,563 Total Plan Annual Financial Plan 231 City of Flagstaff, AZ BBB Beautification Special Projects (Neighborhoods) Route 66 - Verde To Switzer Canyon Rio De Flag Corridor - Enhancements 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-Enterprise/Az Trail 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 - Reserves 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 $ - 130,150 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 - Budget 2002-2003 25,000 20,000 50,000 30,000 6,285 10,000 20,941 27,218 2,570 89,730 50,000 189,075 110,561 20,000 31,500 100,000 141,226 50,000 125,000 130,150 50,000 150,000 32,340 4,025 513 - Estimate 2001-2002 25,000 100,000 30,000 20,000 105,854 288,261 510,726 50,000 75,000 100,000 398,963 105,376 750,000 48,825 75,000 214,425 80,436 301,945 142,620 188,565 - Budget 2003-2004 25,000 100,000 30,000 400,000 400,000 50,000 75,000 100,000 200,000 550,000 1,000,000 - Budget 2004-2005 25,000 100,000 30,000 50,000 75,000 100,000 600,000 250,000 200,000 250,000 - Budget 2005-2006 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2003-2009 25,000 750,000 30,000 50,000 75,000 100,000 100,000 200,000 650,000 150,000 Budget 2006-2007 25,000 100,000 30,000 50,000 75,000 100,000 300,000 150,000 150,000 150,000 150,000 150,000 - Budget 2007-2008 25,000 30,000 50,000 100,000 100,000 500,000 - Budget 2008-2009 175,000 20,000 1,200,000 210,000 6,285 30,000 526,795 315,479 2,570 1,000,456 350,000 664,075 710,561 20,000 31,500 498,963 546,602 1,400,000 250,000 173,825 100,000 200,000 150,000 150,000 205,150 614,425 680,436 451,945 1,424,960 192,590 513 650,000 650,000 150,000 150,000 150,000 Total Plan Annual Financial Plan 232 City of Flagstaff, AZ Total BBB Recreation Continental Land Acquisition Thorpe Park Christensen Thomas Foxglenn Park McMillan Mesa Park Cheshire Land Acquisition Lake Mary Land Acquisition Aquatic Center Design Work Tourism Milligan House Improvements Building Improvements-Visitor Center BBB (continued) $ 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 - 5,201,334 900,964 111,783 48,471 7,000 1,847,629 19,353 800,000 - Estimate 2001-2002 6,004,157 1,682,667 394,831 104,383 211,280 Budget 2003-2004 - 4,339,836 384,836 1,025,000 - Budget 2004-2005 - - 1,680,000 Budget 2005-2006 - - 2,130,000 Budget 2006-2007 - - 1,430,000 Budget 2007-2008 - - 805,000 Budget 2008-2009 21,590,327 900,964 1,794,450 433,307 401,831 1,847,629 19,353 800,000 1,025,000 104,383 211,280 Total Plan Annual Financial Plan 233 City of Flagstaff, AZ Transportation 4th Street Overpass Beulah Blvd Extension Transportation CIP - Gen Admin Misc Safe to School Annual Maintenance Thomas Drive Urban Link Brannen Ave Paving Butler Ave/4th Street Signal Misc Bike/Ped Soliere Avenue Country Club Drive Lone Tree Road Study Transportation Planning Birch avenue Curb and Gutter Dodge Avenue Empire Avenue Extension Commerce Ave Paving Gabel Street Paving Hunington Drive Improvements I-40 TI Planning Studies Industrial Drive Paving Lake Mary Road Bike Lane Lone Tree Road Reconstruction Streets/Transportation Streets Curb, Gutter, Sidewalk Schultz Pass Rd Realign Overlay Lake Mary Rd @ LDS Enterprise/Butler Reconstruction 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 $ 9,692,752 482,401 264,422 1,101,278 1,253,238 625,683 285,000 1,787,984 500,000 - 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 6,614,545 1,268 308,275 257,831 36,785 583,756 580,951 113,356 186,679 247,813 289,061 17,500 - 12,517 6,510 2,107,387 16,502 2,085,353 15,279 218,997 200,000 2,845 628,405 29,478 17,862 Estimate 2001-2002 9,199,075 500,000 683,518 221,889 419,894 627,718 521,955 8,648,887 1,622,558 539,081 - 15,000 1,601,071 172,137 155,155 1,555,949 306,478 49,877 Budget 2003-2004 9,966,547 100,000 960,000 358,000 350,000 150,000 169,500 - 15,000 1,550,000 125,000 964,000 400,000 50,000 Budget 2004-2005 2,898,746 200,000 250,000 75,000 150,000 275,000 500,000 15,000 1,650,000 300,000 125,000 1,098,300 200,000 50,000 Budget 2005-2006 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2003-2009 115,755 200,000 75,000 300,000 172,700 - 15,000 1,700,000 200,000 125,000 1,044,000 100,000 50,000 Budget 2006-2007 350,000 200,000 191,000 75,000 54,000 1,500,000 15,000 1,750,000 125,000 250,000 965,000 50,000 Budget 2007-2008 200,000 75,000 800,000 2,500,000 15,000 1,800,000 100,000 250,000 900,000 50,000 Budget 2008-2009 28,794,668 850,000 1,268 991,793 800,000 257,831 191,000 250,000 258,674 1,003,650 1,208,669 113,356 1,108,634 247,813 8,937,948 2,600,058 358,000 54,000 889,081 300,000 1,100,000 617,200 4,500,000 102,517 6,510 12,158,458 16,502 2,085,353 687,416 974,152 200,000 502,845 7,155,654 29,478 1,006,478 317,739 Total Plan Annual Financial Plan 234 City of Flagstaff, AZ Total Streets/Transportation PGM Traffic Signal No Name Street Paving Penstock Avenue Paving Preston Road Paving Route 66 Bike Lanes - East Route 66 Bike Lanes - West West Arrowhead Improvements Butler Ave Bike Lane Streets/Transportation (continued) $ 24,752,053 . 1,230,600 Budget 2002-2003 14,578,955 - Estimate 2001-2002 26,840,242 - Budget 2003-2004 15,263,547 105,500 Budget 2004-2005 8,180,046 268,000 125,000 - Budget 2005-2006 4,449,755 250,000 102,300 - Budget 2006-2007 6,498,000 250,000 137,200 235,800 350,000 - Budget 2007-2008 6,690,000 - Budget 2008-2009 82,500,545 250,000 250,000 268,000 125,000 239,500 235,800 350,000 105,500 Total Plan Annual Financial Plan 235 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 Floor Installation 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) Mall Infrastructure Black Barts/Sinagua Hts Waterline Foxgelnn/Skyview Waterline Sunnyside Improvements 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) Beaver Street WL Pinal/Papago Alley Waterline Reserve System Vulnerability Town Well #4 Equip. Town Wells 3 & 4 LMWTP Filter Modifications Water Production Wells Woody Mtn Arsenic Removal Water Optimization Study Lake Mary Wellfield #2 Pipeline Gas Chromatograph Total Water $ 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 1,742,679 114,883 50,000 500,000 516,871 4,109,000 206,000 9,023,763 Budget 2002-2003 150,000 20,000 150,000 95,700 20,000 162 6,492 99,999 96,388 52,717 15,024 39,964 165,777 170,755 245,829 87,209 369,393 1,040,737 45,142 50,008 352,262 823,873 3,071,436 100,381 7,269,248 Estimate 2002-2003 20,000 129,382 83,473 218,262 267,595 130,657 5,942 401,084 830,703 861,862 1,900,067 115,927 1,500,000 250,000 6,714,954 Budget 2003-2004 20,000 101,500 412,000 965,400 70,100 114,400 246,000 119,400 1,545,000 3,593,800 Budget 2004-2005 20,000 104,500 1,347,200 393,900 323,600 189,500 123,000 1,591,400 4,093,100 Budget 2005-2006 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2003-2009 20,000 107,700 1,798,800 217,000 69,600 126,700 1,639,100 3,978,900 Budget 2006-2007 20,000 110,900 310,200 310,200 130,500 69,200 951,000 Budget 2007-2008 20,000 114,200 319,600 157,700 134,400 367,100 96,300 1,209,300 Budget 2008-2009 150,000 140,000 150,000 763,882 20,000 162 6,492 99,999 179,861 52,717 15,024 39,964 165,777 389,017 513,424 217,866 375,335 813,084 830,703 861,862 7,052,204 393,900 70,100 114,400 246,000 323,600 189,500 217,000 69,600 310,200 310,200 319,600 157,700 795,069 50,008 352,262 823,873 3,071,436 6,275,500 250,000 100,381 436,300 96,300 27,810,302 Total Plan Annual Financial Plan 236 City of Flagstaff, AZ Total Water and Wastewater Wastewater Reserve Plant Engineering WW System Optimization Wildcat Screw Press Coat Wildcat Digestors Wildcat Coat Secondary Wildcat Crackseal WC Upgrade/Reclaim Connection WW Plant Expansion Design Bio Tower Media Wildcat Add'l SEPS Pump Rio Plant Chipseal Septage Pipe Replacement Rio Plant SCADA Wildcat Loadout Replacement Rio Plant Filter Upgrade WC Treatment Upgrade/Rec Wildcat Digestor Replacement Dredge Rio Plant Additional Filter Rio Plant Chipseal Wildcat Primary Clarifier Coating Wildcat Crackseal Wildcat Pipe Replacement Wildcat Grease Treatment Wildcat Blast and Mortar Wash Second Street Sewer Birch Ave Sewer Humphreys Sewer (ADOT) Mall Infrastructure Christensen Reclaim Ext Siler Homes Reclaim Ext Arrowhead/Mt. View Sewer Reclaim Hydrants NAU Reclaim Expansion Huntington/Old Pit Sewer Update Continental Outfall Sewer Reclaimed Loadout Station Mike's Pike Sewer Terrace/Birch Sewer Lower Greenlaw Sewer Rio Outfall Phoenix Sewer (Beaver/SF) Reserve Total Wastewater $ 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 9,423,046 102,498 35,000 183,020 18,800 64,169 33,360 34,479 75,259 685,712 227,840 166,240 504,208 23,213 2,153,798 Estimate 2002-2003 12,053,823 1,851,000 50,000 164,595 5,835 406,084 821,549 252,938 678,837 77,064 707,565 236,402 87,000 5,338,869 Budget 2003-2004 15,812,900 1,040,300 6,952,500 2,472,000 189,900 103,000 412,000 721,000 238,800 89,600 12,219,100 Budget 2004-2005 16,298,300 7,161,100 2,546,200 184,500 12,900 61,500 742,600 318,300 248,400 168,800 214,000 208,700 246,000 92,200 12,205,200 Budget 2005-2006 4,795,900 126,700 341,900 253,400 95,000 817,000 Budget 2006-2007 3,629,900 1,304,800 268,800 267,500 163,100 315,800 261,000 97,900 2,678,900 Budget 2007-2008 9,223,100 154,600 329,300 33,600 6,719,600 184,500 66,400 268,800 156,200 100,800 8,013,800 Budget 2008-2009 71,236,969 102,498 35,000 154,600 329,300 33,600 2,034,020 8,024,400 18,800 64,169 33,360 34,479 184,500 50,000 1,040,300 14,113,600 5,018,200 189,900 103,000 66,400 184,500 12,900 457,000 267,500 163,100 239,854 685,712 233,675 818,084 821,549 252,938 845,077 77,064 2,171,165 318,300 248,400 168,800 214,000 550,600 315,800 2,008,610 156,200 585,713 43,426,667 Total Plan Annual Financial Plan 237 City of Flagstaff, AZ Total Airport Airport Master Plan Update Design/Construct Apron Replacement Future Projects-ADOT 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 $ $ 7,302,843 547,447 2,982,374 118,174 503,736 222,327 950,000 1,900,000 78,785 Budget 2002-2003 4,932,460 440,363 152 7,000 4,214,684 122,399 69,000 78,862 Estimate 2002-2003 3,889,965 452,907 544,275 375,726 2,517,057 - Budget 2003-2004 7,498,186 1,094,682 2,280,000 4,123,504 - Budget 2004-2005 7,195,770 700,000 500,000 5,995,770 - Budget 2005-2006 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2003-2009 5,290,000 650,000 3,500,000 1,140,000 - Budget 2006-2007 4,575,000 500,000 1,475,000 1,500,000 1,100,000 - Budget 2007-2008 2,202,821 555,555 1,647,266 - Budget 2008-2009 35,584,202 893,270 152 1,055,555 2,825,000 5,500,000 1,645,957 4,214,684 3,420,000 122,399 10,495,000 2,747,266 2,586,057 78,862 Total Plan Annual Financial Plan 238 City of Flagstaff, AZ 28,000 500,000 50,000 55,000 50,805 50,000 50,000 35,000 15,000 40,000 242,444 23,000 107,000 $ $ Total Stormwater Utility - - Budget 2002-2003 $ 1,246,249 $ Stormwater Utility Drainage Improvements Total Environmental Services Environmental Services Bin Storage Area Annual Setaside - Landfill Closure Landfill Consultant Fees Landfill Fencing - Lateral Expansion Stormwater Cinderlake Landfill Residential Dropoff Litter Control Berm Methane Mitigation Methane Gas Collection Wells Extension of Well (Vadoze Well) Tree Clearing Landfill MRF Entry Improvements Completion of Tier II Analysis HH Hazardous Waste Building Budget 2002-2003 820,000 500,000 320,000 - Budget 2003-2004 615,000 500,000 50,000 50,000 15,000 - Budget 2004-2005 640,000 500,000 60,000 35,000 15,000 30,000 - Budget 2005-2006 - - Estimate 2002-2003 215,000 215,000 Budget 2003-2004 410,000 410,000 Budget 2004-2005 410,000 410,000 Budget 2005-2006 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2003-2009 630,649 500,000 17,094 40,700 4,000 68,855 Estimate 2002-2003 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2003-2009 450,000 450,000 Budget 2006-2007 1,515,000 500,000 1,000,000 15,000 - Budget 2006-2007 850,000 850,000 Budget 2007-2008 530,000 500,000 30,000 - Budget 2007-2008 850,000 850,000 Budget 2008-2009 500,000 500,000 - Budget 2008-2009 3,185,000 3,185,000 Total Plan 5,250,649 3,500,000 17,094 30,000 100,700 54,000 1,050,000 35,000 45,000 30,000 320,000 68,855 Total Plan JUNIOR LIEN BONDS PAYABLE FROM HIGHWAY USER TAX REVENUES FINANCING THE CAPITAL PLAN The major sources of financing capital improvements in the upcoming fiscal year are: Operating Funds Debt Financing Grants 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. 71.0% 23.6% 5.4% The rating agencies (Standard and Poors' Corp. and Moody Investors, Inc.) view 15% from operating funds as highly favorable. The City currently is financing 71.0% 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 Bonds issued as general obligations of the City are 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 generalpurpose improvements, the City may issue up to 6% of its secondary assessed valuation. $30.4 million was outstanding on July 1, 2003, and the City has $23.6 million in available capacity at the 6% debt margin and $66.5 million in available capacity at the 20% debt margin as of July 1, 2003. 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. G.O. bonds accounted for $33.9 million of the issuance. 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 twelve month period by the City. The City has issued $15.0 million and $14.8 million is outstanding as of July 2, 2003. Approximately $45.5 million in capacity is currently available in junior lien or senior lien bonds. 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 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. 239 City of Flagstaff, AZ LEASE FINANCING MUNICIPAL FACILITIES CORPORATION (MFC) BONDS 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 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, 2003 is $1.85 million. 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 $4.4 million is 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 City anticipates issuing these bonds in FY 2004. 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 bond-offering statements. Proceeds from the 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. Annual Financial Plan 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. 240 City of Flagstaff, AZ 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 on-going expenditures related to capital purchases and revised service levels. This includes financing for flood control, facility needs, including ADA renovation and downtown development. 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 Streetscape projects, and FUTS trails. 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 fiveyear 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 the East Flag Gateway Project. 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 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). The Library Fund projects on-going operations at the current level of funding. Also included are the operating and maintenance costs related to the online automation project that was completed in FY 2001. Installing a central air conditioning unit in the Main Library is planned for FY 04. The City is currently funding 71.0% of capital improvements on a pay as you go basis. Capital The five-year financial projection includes estimated timing of projects and the related increase in funds Annual Financial Plan TOURISM Tourism continues on-going operations at the current level of funding. RECREATION 241 City of Flagstaff, AZ budgeted for capital projects, of which ADOT and FAA are expected to fund $1.3 million. 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. This building was completed in FY 2003 and the year-round Hazardous Waste program is fully operational. REAL ESTATE PROCEEDS The Real Estate Proceeds Fund has $685,000 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. STORMWATER SECONDARY PROPERTY TAX FUND Included in the five-year projection is $215,000 to construct the 6th Avenue detention basin through pay-as-you-go financing. 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 long-term property tax rates to smooth the highs and lows and maintains a more level tax rate from year to year. WATER AND WASTEWATER The City uses a rate model to balance on-going costs, revised service levels and capital expenditures with anticipated revenues over a tenyear period. Based on this model that was updated in 2003, 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 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. 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 $3.9 million Annual Financial Plan 242 City of Flagstaff, AZ Annual Financial Plan 243 City of Flagstaff, AZ 33,800 1,388,400 131,550 145,000 538,825 904,559 97,000 937,000 130,125 520,000 1,131,928 34,779,427 29,882 1,664,776 319,699 218,912 584,751 741,302 126,702 793,544 138,406 627,690 484,910 34,607,411 38,590,656 56,438,824 Total Sources of Funds 52,849,608 39,013,564 250,000 172,030 167,201 6,238 802,567 2,406,423 429,678 4,234,137 5,607,519 4,121,256 1,791,089 644,308 303,723 5,526,159 4,076,034 1,803,900 548,038 370,482 94,108 131,640 6,238 608,568 2,391,679 429,678 321,334 3,983,245 11,432,104 3,117,493 1,803,748 13,836,044 Budget 2002-2003 11,690,887 3,070,491 1,790,846 $ 17,848,168 Total Revenues & Transfers In Transfers In Library HURF Beautification Tourism Recreation-BBB Utilities fund Solid Waste Capital Projects Fund Total Transfers In Revenues Taxes Sales Tax Property Tax Franchise Fees Intergovernmental Revenues State Shared Income Tax State Shared Sales Tax Auto Lieu Tax Federal Grants State Grants License & Permits Business Licenses Building Permits Other Licenses and Permits Charges for Services General Government Parks and Recreation Public Safety Cemetery Fines & Forfeitures Court Fines Other Fines Other Revenue Interest Earnings Miscellaneous Total Revenues Beginning Fund Balance Sources of Funds Actual 2001-2002 56,895,903 40,146,051 172,030 167,201 6,238 698,233 2,426,860 429,678 375,648 4,275,888 91,627 1,921,394 35,870,163 835,560 126,600 244,255 545,217 813,426 86,000 33,800 1,388,400 252,299 5,607,519 4,108,642 2,200,000 462,039 305,782 11,793,000 3,250,855 1,803,748 16,749,852 Estimate 2002-2003 57,091,494 38,886,866 250,000 167,201 6,238 787,712 2,018,336 429,678 3,659,165 418,746 992,766 35,227,701 951,450 119,908 152,250 553,875 901,536 116,850 35,490 1,593,936 141,640 4,773,961 4,184,644 1,901,911 681,707 579,530 11,986,160 3,261,616 1,879,725 18,204,628 Budget 2003-2004 44,412,769 38,775,393 167,201 6,238 827,732 2,398,096 4,678 3,403,945 455,116 828,773 35,371,448 966,299 125,436 159,862 576,419 917,963 122,693 37,265 1,657,693 146,985 4,678,482 4,268,337 2,014,949 543,344 247,440 12,288,245 3,375,772 1,960,375 5,637,376 2004-2005 CITY OF FLAGSTAFF GENERAL FUND FIVE YEAR PLAN 2004-2009 43,497,259 39,350,242 167,201 6,238 879,900 2,417,472 4,678 3,475,489 103,675 830,657 35,874,753 981,563 128,023 167,856 599,985 934,851 128,828 39,128 1,724,001 152,597 4,725,267 4,353,704 2,055,248 557,312 254,120 12,597,955 3,493,924 2,046,059 4,147,017 2005-2006 43,582,769 39,697,989 167,201 6,238 915,155 2,410,772 4,678 3,504,044 97,119 832,625 36,193,945 997,259 130,672 176,249 624,616 952,215 135,269 41,084 1,792,961 158,489 4,522,520 4,190,778 2,096,353 571,641 236,160 12,915,482 3,616,211 2,106,241 3,884,780 2006-2007 43,786,061 40,002,331 167,201 6,238 953,320 1,812,572 4,678 2,944,009 94,593 834,681 37,058,322 1,013,407 133,385 185,063 650,368 970,069 142,033 43,138 1,864,679 164,676 4,567,745 4,274,594 2,138,280 586,339 243,240 13,241,026 3,742,778 2,168,228 3,783,730 2007-2008 43,865,613 40,914,544 167,201 6,238 1,002,391 1,805,197 4,678 2,985,705 73,777 836,828 37,928,839 1,030,024 136,162 194,316 677,288 988,429 149,135 45,295 1,939,266 171,172 4,613,422 4,360,086 2,181,046 601,416 250,540 13,574,787 3,873,775 2,232,075 2,951,069 2008-2009 Annual Financial Plan 244 City of Flagstaff, AZ 39,688,972 $ 16,749,852 Total Uses of Funds Ending Fund Balance 491,107 (900,000) (408,893) 1,003,752 2,391,679 95,000 150,000 416,500 1,040,000 816,714 64,255 5,977,900 (1,507,209) Transfers Out Library Hurf Economic Development Arts and Science Real Estate Proceeds Community Redevelopment Capital Projects Fund Airport Stormwater Environmental Services Total Transfers Out Excess revenues over expenditures One Time Projects Land Acquisition/Facility Needs LERDS and Construction Total One Time Projects 107,120 581,319 3,182,203 252,208 4,122,850 Capital/CIP Fleet MIS Cip Capital Total Capital/CIP - 540,912 540,912 29,997,115 Debt Service Leases Bonds Total Debt Service Total Operating Budget Revised service Levels Decrease in pers costs $500K/$500K Total Revised Service Levels 3,635,313 3,164,778 3,965,182 6,241,665 9,705,879 4,991,942 2,186,290 186,944 (4,621,790) 29,456,203 Uses of Funds Departments General Administration Management Services Community Development Fire Police Public Works Non-Departmental Contingency Less Indirect Charges Total Department Expenditures Actual 2001-2002 5,840,606 47,009,002 2,087,000 (900,000) 1,187,000 1,127,079 2,401,423 50,000 95,000 150,000 375,400 776,000 4,974,902 (6,808,438) 1,196,610 510,998 3,959,470 2,839,808 8,506,886 - 462,399 462,399 32,802,613 3,721,591 2,861,085 4,206,871 6,804,324 10,603,885 5,437,120 2,231,149 670,000 (4,658,210) 32,340,214 Budget 2002-2003 18,204,628 38,691,275 (900,000) (900,000) 1,127,079 2,421,860 50,000 95,000 150,000 375,400 718,000 4,937,339 554,776 889,249 458,998 2,360,181 232,029 3,940,457 - 462,327 462,327 30,713,479 3,514,805 2,778,985 3,705,895 6,743,046 10,509,716 5,096,949 2,309,966 250,000 (4,658,210) 30,251,152 Estimate 2002-2003 5,637,376 51,454,118 3,572,000 (900,000) 2,672,000 1,155,256 3,518,336 65,000 35,000 375,400 509,000 60,000 5,717,992 (9,895,252) 307,288 631,758 6,847,857 747,135 8,534,038 - 462,199 462,199 34,530,088 4,019,035 3,138,935 3,727,867 6,901,391 11,796,442 5,242,796 3,190,193 750,000 (4,698,770) 34,067,889 Budget 2003-2004 4,147,017 40,265,752 (650,000) (650,000) 1,184,137 2,398,096 65,000 35,000 150,000 375,400 466,000 4,673,633 (2,140,360) 1,276,595 923,176 1,005,000 280,000 3,484,771 (500,000) (500,000) 461,599 461,599 33,257,348 3,913,655 3,205,872 3,673,852 7,106,776 11,797,594 5,194,427 2,620,300 250,000 (4,966,727) 32,795,749 2004-2005 CITY OF FLAGSTAFF GENERAL FUND FIVE YEAR PLAN 2004-2009 3,884,780 39,612,480 (275,000) (275,000) 1,213,741 2,417,472 65,000 35,000 375,400 480,000 4,586,613 (537,237) 445,198 802,574 578,000 280,000 2,105,772 (1,000,000) (1,000,000) 460,599 460,599 34,195,095 4,170,214 3,292,659 3,774,211 7,318,276 12,117,062 5,369,966 2,686,170 250,000 (5,244,062) 33,734,496 2005-2006 3,783,730 39,799,039 (275,000) (275,000) 1,244,084 2,410,772 65,000 10,000 375,400 500,000 4,605,256 (376,050) 334,446 842,702 215,000 280,000 1,672,148 (1,035,000) (1,035,000) 459,199 459,199 34,831,634 4,127,250 3,381,798 3,877,316 7,536,079 12,445,192 5,532,208 2,753,696 250,000 (5,531,104) 34,372,435 2006-2007 2,951,069 40,834,992 2,101,008 41,764,605 - 586,000 4,148,663 (850,061) 507,000 4,045,158 (832,661) - 1,307,066 1,805,197 65,000 10,000 375,400 671,917 929,079 135,000 280,000 2,015,996 (1,147,523) (1,147,523) 459,534 459,534 36,747,469 4,352,540 3,567,387 4,092,057 7,991,353 13,128,382 5,880,275 2,893,889 250,000 (5,867,948) 36,287,935 2008-2009 1,275,186 1,812,572 65,000 10,000 375,400 634,329 884,838 135,000 280,000 1,934,167 (1,071,225) (1,071,225) 462,399 462,399 35,926,892 4,393,359 3,473,352 3,983,239 7,760,379 12,782,218 5,696,061 2,822,922 250,000 (5,697,037) 35,464,493 2007-2008 Annual Financial Plan 245 City of Flagstaff, AZ Ending Fund Balance Total Uses of Funds Transfer Out General Fund Library Capital County Capital Total Capital Contingency Total Operating Expenditures County Wide Projects & Growth Subtotal County Wide Proj & Growth Departments Library Library Grants Indirect Costs Subtotal Departments Uses of Funds Total Sources of Funds $ 1,012,855 2,575,108 - 161,210 7,583 168,793 - 2,406,315 133,205 133,205 2,024,040 55,955 193,115 2,273,110 3,587,963 1,003,752 1,003,752 Transfers In General Fund Total Transfers In 1,028,175 56,615 1,423,105 24,704 51,612 1,556,036 $ Revenues State Grants Library District Taxes Interest Earnings Miscellaneous Total Revenues Beginning Fund Balance Sources of Funds Actual 2001-2002 266,387 4,099,398 250,000 445,994 445,994 100,000 3,303,404 663,223 663,223 2,250,549 43,647 345,985 2,640,181 4,365,785 1,127,079 1,127,079 43,647 2,105,005 15,000 45,000 2,208,652 1,030,054 Budget 2002-2003 564,830 3,786,364 - 447,008 447,008 - 3,339,356 669,549 669,549 2,254,172 69,650 345,985 2,669,807 4,351,194 1,127,079 1,127,079 69,650 2,089,858 4,252 47,500 2,211,260 1,012,855 Estimate 2002-2003 166,853 4,063,384 250,000 158,394 158,394 100,000 3,554,990 900,334 900,334 2,308,671 345,985 2,654,656 4,230,237 1,155,256 1,155,256 2,460,151 21,000 29,000 2,510,151 564,830 Budget 2003-2004 CITY OF FLAGSTAFF LIBRARY FUND FIVE YEAR PLAN 2004-2009 167,211 3,766,439 - 25,000 25,000 - 3,741,439 922,842 922,842 2,363,962 100,000 354,635 2,818,597 3,933,650 1,184,137 1,184,137 100,000 2,432,659 21,000 29,000 2,582,659 166,853 2004-2005 163,249 3,855,149 - 25,000 25,000 - 3,830,149 945,913 945,913 2,420,734 100,000 363,501 2,884,235 4,018,397 1,213,741 1,213,741 100,000 2,487,445 21,000 29,000 2,637,445 167,211 2005-2006 154,756 3,946,178 - 25,000 25,000 - 3,921,178 969,561 969,561 2,479,028 100,000 372,589 2,951,617 4,100,934 1,244,084 1,244,084 100,000 2,543,601 21,000 29,000 2,693,601 163,249 2006-2007 141,515 4,039,588 - 25,000 25,000 - 4,014,588 993,800 993,800 2,538,884 100,000 381,904 3,020,788 4,181,104 1,275,186 1,275,186 100,000 2,601,161 21,000 29,000 2,751,161 154,756 2007-2008 123,301 4,135,440 - 25,000 25,000 - 4,110,440 1,018,645 1,018,645 2,600,343 100,000 391,452 3,091,795 4,258,741 1,307,066 1,307,066 100,000 2,660,160 21,000 29,000 2,810,160 141,515 2008-2009 Annual Financial Plan 246 City of Flagstaff, AZ $ 7,915,279 16,036,870 Total Uses of Funds Ending Fund Balance 21,000 994,108 1,015,108 2,391,679 2,391,679 2,178,809 1,626,844 8,820,031 4,399 12,630,083 Transfers Out Capital Projects Storm Water General Fund Total Transfers Out Debt Service Debt Service Total Debt Service Departments Operating Expenditures Indirect Cost Capital Expenditures Reserves/Contingencies Total Expenditures Uses of Funds 23,952,149 2,391,679 577,099 574,785 3,543,563 Transfers In General Fund Beautification Stormwater Transportation Tax Total Transfers in Total Sources of Funds 710,292 7,771,416 300,246 427,862 58,525 9,268,340 $ 11,140,246 Revenues Intergovernmental Revenues Highway User Revenues LTAF Interest Revenues Miscellaneous Revenues Total Revenues Beginning Fund Balance Sources of Funds Actual 2001-2002 676,021 24,368,917 1,072,030 1,072,030 2,512,623 2,512,623 2,861,997 1,524,612 15,697,655 700,000 20,784,264 25,044,938 2,401,423 4,670,700 7,072,123 7,965,832 315,026 282,000 8,562,858 9,409,957 Budget 2002-2003 5,345,185 15,622,350 1,072,030 1,072,030 2,421,860 2,421,860 2,505,997 1,524,612 8,097,851 12,128,460 20,967,535 2,421,860 2,133,692 4,555,552 247,120 7,800,000 300,246 26,075 123,263 8,496,704 7,915,279 Estimate 2002-2003 1,314,625 26,675,095 75,000 900,000 975,000 2,034,836 2,034,836 2,691,137 1,524,612 18,949,510 500,000 23,665,259 27,989,720 3,518,336 47,000 7,617,692 11,183,028 1,580,000 7,800,000 300,246 20,000 1,761,261 11,461,507 5,345,185 Budget 2003-2004 1,589,625 26,400,095 75,000 900,000 975,000 2,034,836 2,034,836 2,691,137 1,524,612 18,949,510 225,000 23,390,259 27,989,720 3,518,336 47,000 7,617,692 11,183,028 1,580,000 7,800,000 300,246 20,000 1,761,261 11,461,507 5,345,185 Estimate 2003-2004 CITY OF FLAGSTAFF HIGHWAY USER FUND FIVE YEAR PLAN 2004-2009 2,003,952 13,580,667 75,000 650,000 725,000 2,801,488 2,801,488 2,762,452 1,562,727 5,729,000 10,054,179 15,584,619 2,398,988 1,693,000 4,091,988 1,802,500 7,995,000 300,246 39,000 41,261 10,178,007 1,314,625 2004-2005 1,941,582 13,524,810 275,000 275,000 3,123,058 3,123,058 2,835,657 1,601,795 5,689,300 10,126,752 15,466,392 2,420,558 1,843,000 4,263,558 602,500 8,194,875 300,246 60,000 41,261 9,198,882 2,003,952 2005-2006 1,974,193 12,377,365 275,000 275,000 2,710,723 2,710,723 2,910,802 1,641,840 4,839,000 9,391,642 14,351,558 2,410,723 1,100,000 3,510,723 100,000 8,399,747 300,246 58,000 41,261 8,899,253 1,941,582 2006-2007 2,188,616 13,950,247 - 2,111,423 2,111,423 2,987,938 1,682,886 7,168,000 11,838,824 16,138,862 1,811,423 3,343,000 5,154,423 8,609,741 300,246 59,000 41,261 9,010,247 1,974,193 2007-2008 2,560,280 14,273,549 - 2,104,723 2,104,723 3,067,118 1,724,958 7,376,750 12,168,826 16,833,829 1,804,723 3,575,000 5,379,723 8,824,984 300,246 99,000 41,261 9,265,491 2,188,616 2008-2009 Annual Financial Plan 247 City of Flagstaff, AZ Ending Fund Balance Total Uses of Funds Debt Service Transfers Out Highway User Revenue Fund Stormwater Beautification Fund Total Transfers out Departments Operating Transit Capital Expenditures 4th Street Overpass Total Expenditures Uses of Funds Total Sources of Funds Revenues Intergovernmental Revenue Sales Tax Bond Proceeds Interest Revenues Total Revenues Beginning Fund Balance Sources of Funds $ $ 6,878,044 3,463,220 - 3,524,352 16,700,532 - 4,670,700 745,000 5,415,700 9,692,752 11,284,832 1,476,963 2,888,435 574,785 574,785 1,592,080 20,224,884 6,319,304 7,000,000 329,000 13,648,304 6,576,580 Budget 2002-2003 1,411,472 10,341,264 47,598 6,190,449 99,489 6,337,536 4,003,728 Actual 2001-2002 27,275,704 11,239,158 - 2,436,341 745,000 3,181,341 6,635,000 8,057,817 1,422,817 38,514,862 6,319,304 25,250,878 66,636 31,636,818 6,878,044 Estimate 2002-2003 12,957,612 22,732,966 1,750,000 7,617,692 100,000 550,000 8,267,692 10,699,075 12,715,274 2,016,199 35,690,578 7,050,874 1,364,000 8,414,874 27,275,704 Budget 2003-2004 1,360,348 21,672,410 1,875,000 1,943,000 550,000 2,493,000 15,200,000 17,304,410 2,104,410 23,032,758 7,227,146 648,000 10,075,146 12,957,612 2004-2005 CITY OF FLAGSTAFF TRANSPORTATION FUND FIVE YEAR PLAN 2004-2009 3,542,388 6,592,786 1,942,500 1,843,000 550,000 2,393,000 100,265 2,257,286 2,157,021 10,135,174 7,407,826 67,000 8,774,826 1,360,348 2005-2006 5,447,462 5,865,947 2,005,000 1,100,000 550,000 1,650,000 2,210,947 2,210,947 11,313,410 7,593,022 178,000 7,771,022 3,542,388 2006-2007 5,281,590 8,221,720 2,062,500 3,343,000 550,000 3,893,000 2,266,220 2,266,220 13,503,311 7,782,847 273,000 8,055,848 5,447,463 2007-2008 4,909,134 8,612,876 2,165,000 3,575,000 550,000 4,125,000 2,322,876 2,322,876 13,522,010 7,977,418 263,000 8,240,420 5,281,590 2008-2009 Annual Financial Plan 248 City of Flagstaff, AZ Ending Fund Balance $ 1,320,642 1,214,001 131,640 577,099 29,978 738,717 Transfers Out General Fund HURF Fund Environmental Services Total Transfers Out Total Uses of Funds 75,547 399,737 475,284 2,534,643 Departments General Operating CIP Reserves/Contingencies Total Expenditures Uses of Funds Total Sources of Funds 110,000 110,000 Transfers In Transportation Tax-STS Recreation-BBB Fund Total Transfers In 1,644,456 4,370 763,406 47,453 (35,042) 780,187 $ Revenues Intergovernmental Revenue BBB Tax Revenue Interest Earnings Miscellaneous Total Revenues Begining Fund Balance Sources of Funds Actual 2001-2002 $ 62,276 2,993,778 167,201 167,201 114,452 2,702,125 10,000 2,826,577 3,056,054 745,000 110,000 855,000 148,380 770,857 20,000 3,000 942,237 1,258,817 Budget 2002-2003 $ 1,483,815 1,561,027 167,201 167,201 114,452 1,279,374 1,393,826 3,044,842 745,000 110,000 855,000 108,380 752,642 5,178 3,000 869,200 1,320,642 Estimate 2002-2003 75,956 4,072,317 167,201 167,201 87,911 3,807,205 10,000 3,905,116 4,148,273 550,000 110,000 660,000 1,100,000 771,458 20,000 113,000 2,004,458 1,483,815 Budget 2003-2004 72,390 3,187,310 167,201 167,201 90,109 2,930,000 3,020,109 3,259,700 550,000 110,000 660,000 1,710,000 790,744 20,000 3,000 2,523,744 75,956 2004-2005 CITY OF FLAGSTAFF BEAUTIFICATION FUND FIVE YEAR PLAN 2004-2009 126,340 1,939,563 167,201 167,201 92,362 1,680,000 1,772,362 2,065,903 550,000 110,000 660,000 500,000 810,513 20,000 3,000 1,333,513 72,390 2005-2006 328,244 2,391,872 167,201 167,201 94,671 2,130,000 2,224,671 2,720,116 550,000 110,000 660,000 1,080,000 830,776 20,000 3,000 1,933,776 126,340 2006-2007 248,550 1,694,239 167,201 167,201 97,038 1,430,000 1,527,038 1,942,789 550,000 110,000 660,000 80,000 851,545 20,000 3,000 954,545 328,244 2007-2008 732,719 1,071,665 167,201 167,201 99,464 805,000 904,464 1,804,384 550,000 110,000 660,000 872,834 20,000 3,000 895,834 248,550 2008-2009 Annual Financial Plan 249 City of Flagstaff, AZ Ending Fund Balance 188,344 315,168 Total Uses of Funds 503,512 - 362,618 5,003 367,621 135,891 307,768 3,000 4,400 315,168 $ $ Departments GFEC Telecom Partnership Training Funds Junior Achievement NACOG Reserve/Contingencies Incubator requests Total Operating Expenses Uses of Funds Total Sources of Funds Transfer In General Fund Total Transfer In B.B. & B. TAX Interest Income/Misc Rev. Total Revenues Beginning Fund Balance Sources of Funds Actual 2001-2002 108,472 481,400 309,000 100,000 27,000 3,000 4,400 25,000 13,000 481,400 589,872 50,000 50,000 366,157 3,797 369,954 169,918 Budget 2002-2003 141,946 453,176 309,000 123,776 3,000 4,400 13,000 453,176 595,122 50,000 50,000 357,505 ( 727) 356,778 188,344 Estimate 2002-2003 103,327 471,400 317,000 100,000 22,000 3,000 4,400 25,000 471,400 574,727 65,000 65,000 366,442 1,339 367,781 141,946 Budget 2003-2004 99,754 454,400 325,000 100,000 22,000 3,000 4,400 454,400 554,154 65,000 65,000 384,694 1,133 385,827 103,327 2004-2005 CITY OF FLAGSTAFF ECONOMIC DEVELOPMENT FUND FIVE YEAR PLAN 2004-2009 97,655 462,400 333,000 100,000 22,000 3,000 4,400 462,400 560,055 65,000 65,000 394,311 990 395,301 99,754 2005-2006 97,330 470,400 341,000 100,000 22,000 3,000 4,400 470,400 567,730 65,000 65,000 404,169 906 405,075 97,655 2006-2007 98,096 479,400 350,000 100,000 22,000 3,000 4,400 479,400 577,496 65,000 65,000 414,273 893 415,166 97,330 2007-2008 100,250 488,400 359,000 100,000 22,000 3,000 4,400 488,400 588,650 65,000 65,000 424,630 924 425,554 98,096 2008-2009 Annual Financial Plan 250 City of Flagstaff, AZ Ending Fund Balance Total Uses of Funds Transfers Out General Fund Total Transfers Out Departments Operating Expenditures Capital Expenditures Reserve/Contingencies Total Expenditures Uses of Funds $ 799,159 1,299,188 6,238 6,238 1,290,350 2,600 1,292,950 2,098,347 Total Sources of Funds 848,566 3,246 1,145,108 32,493 68,934 1,249,781 $ Revenues Intergovernmental Revenues BBB Tax Revenues Interest on Investments Miscellaneous Revenues Total Revenues Begining Fund Balance Sources of Funds Actual 2001-2002 285,152 1,791,026 6,238 6,238 1,524,788 210,000 50,000 1,784,788 2,076,178 15,000 1,156,286 37,636 65,430 1,274,352 801,826 Budget 2002-2003 744,671 1,292,485 6,238 6,238 1,281,247 5,000 1,286,247 2,037,156 15,000 1,128,962 28,251 65,784 1,237,997 799,159 Estimate 2002-2003 234,578 1,787,921 6,238 6,238 1,520,403 211,280 50,000 1,781,683 2,022,499 15,000 1,157,186 38,577 67,065 1,277,828 744,671 Budget 2003-2004 188,717 1,383,967 6,238 6,238 1,377,729 1,377,729 1,572,684 15,000 1,214,823 39,541 68,742 1,338,106 234,578 2004-2005 CITY OF FLAGSTAFF TOURISM FUND FIVE YEAR PLAN 2004-2009 149,626 1,410,275 6,238 6,238 1,404,037 1,404,037 1,559,901 15,000 1,245,194 40,530 70,460 1,371,184 188,717 2005-2006 117,517 1,437,198 6,238 6,238 1,430,960 1,430,960 1,554,715 15,000 1,276,324 41,543 72,222 1,405,089 149,626 2006-2007 92,608 1,464,750 6,238 6,238 1,458,512 1,458,512 1,557,358 15,000 1,308,232 42,582 74,027 1,439,841 117,517 2007-2008 75,126 1,492,944 6,238 6,238 1,486,706 1,486,706 1,568,070 15,000 1,340,937 43,647 75,878 1,475,462 92,608 2008-2009 Annual Financial Plan 251 City of Flagstaff, AZ Ending Fund Balance Total Uses of Funds Departments General Operating Public Art FCP Administration Contribution to Other Agencies Reserve Total Expenditures Uses of Funds Total Sources of Funds Transfers In General Fund Total Transfers In Revenues BBB Tax Revenues Interest Income Recovery of Prior Year Expense Total Revenues Beginning Fund Balance Sources of Funds $ $ 162,235 345,217 382 835 45,000 299,000 345,217 507,452 95,000 95,000 286,277 5,115 942 292,334 120,118 Actual 2001-2002 123,659 412,699 47,699 45,000 310,000 10,000 412,699 536,358 95,000 95,000 289,072 7,252 296,324 145,034 Budget 2002-2003 165,026 381,144 179 15,965 45,000 320,000 381,144 546,170 95,000 95,000 282,241 6,694 288,935 162,235 Estimate 2002-2003 114,234 383,340 53,340 45,000 275,000 10,000 383,340 497,574 35,000 35,000 289,297 8,251 297,548 165,026 Budget 2003-2004 113,652 345,000 20,000 45,000 280,000 345,000 458,652 35,000 35,000 303,706 5,712 309,418 114,234 2004-2005 CITY OF FLAGSTAFF ARTS AND SCIENCE FUND FIVE YEAR PLAN 2004-2009 120,632 345,000 20,000 45,000 280,000 345,000 465,632 35,000 35,000 311,298 5,683 316,981 113,652 2005-2006 110,745 345,000 20,000 45,000 280,000 345,000 455,745 10,000 10,000 319,081 6,032 325,113 120,632 2006-2007 103,340 350,000 20,000 45,000 285,000 350,000 453,340 10,000 10,000 327,058 5,537 332,595 110,745 2007-2008 98,741 355,000 20,000 45,000 290,000 355,000 453,741 10,000 10,000 335,234 5,167 340,401 103,340 2008-2009 Annual Financial Plan 252 City of Flagstaff, AZ 608,568 472,549 110,000 1,191,117 2,516,668 5,833,623 Transfers Out General Fund Debt Service Beautification Total Transfers Out Total Uses of Funds Ending Fund Balance $ 1,325,551 1,325,551 8,350,291 Departments Operating Expenditures Capital Expenditures Total Expenditures Uses of Funds Total Sources of Funds 306,594 306,594 Transfers In Secondary Prop Tax Fund Total Transfers In 3,496,341 47,546 1,259,619 129,630 10,561 3,100,000 4,547,356 $ Revenues Intergovernmental Revenue BBB Tax Revenue Interest on Investments Miscellaneous Revenues Bond Proceeds Total Revenues Beginning Fund Balance Sources of Funds Actual 2001-2002 1,029,947 7,110,110 802,567 519,716 110,000 1,432,283 33,000 5,644,827 5,677,827 8,140,057 315,792 315,792 530,347 1,271,915 146,900 1,949,162 5,875,103 Budget 2002-2002 3,081,616 5,035,863 698,233 519,716 110,000 1,327,949 3,707,914 3,707,914 8,117,479 315,792 315,792 632,246 1,269,181 66,637 1,968,064 5,833,623 Estimate 2002-2003 1,578,534 3,671,259 787,712 522,166 110,000 1,419,878 33,000 2,218,381 2,251,381 5,249,793 255,266 255,266 550,000 1,300,911 62,000 1,912,911 3,081,616 Budget 2003-2004 235,098 2,971,394 827,732 623,826 110,000 1,561,558 1,409,836 1,409,836 3,206,492 262,924 262,924 1,333,434 31,600 1,365,034 1,578,534 2004-2005 CITY OF FLAGSTAFF BBB-RECREATION FUND FIVE YEAR PLAN 2004-2009 222,688 1,654,691 879,900 664,791 110,000 1,654,691 - 1,877,379 270,811 270,811 1,366,770 4,700 1,371,470 235,098 2005-2006 174,437 1,732,626 915,155 707,471 110,000 1,732,626 - 1,907,063 278,936 278,936 1,400,939 4,500 1,405,439 222,688 2006-2007 91,381 1,809,821 953,320 746,501 110,000 1,809,821 - 1,901,202 287,303 287,303 1,435,962 3,500 1,439,462 174,437 2007-2008 219,415 1,641,549 1,002,391 529,158 110,000 1,641,549 - 1,860,964 295,922 295,922 1,471,861 1,800 1,473,661 91,381 2008-2009 Annual Financial Plan 253 City of Flagstaff, AZ $ 1,099,087 408,584 Total Uses of Funds Ending Fund Balance 408,584 408,584 1,507,671 Departments Capital Expenditures Total Expenditures Uses of Funds Total Sources of Funds 150,000 150,000 Transfers In General Fund Total Transfers In 652,293 427,000 49,838 228,540 705,378 $ Revnues Real Estate Revenues Interest on Investments Miscellaneous Total Revenues Beginning Fund Balance Sources of Funds Actual 2001-2002 785,140 785,000 785,000 785,000 1,570,140 150,000 150,000 297,000 26,350 323,350 1,096,790 Budget 2002-2002 1,021,900 250,000 250,000 250,000 1,271,900 150,000 150,000 22,813 22,813 1,099,087 Estimate 2002-2003 664,250 685,000 685,000 685,000 1,349,250 - 297,000 30,350 327,350 1,021,900 Budget 2003-2004 534,600 300,000 300,000 300,000 834,600 150,000 150,000 20,350 20,350 664,250 2004-2005 CITY OF FLAGSTAFF REAL ESTATE PROCEEDS FUND FIVE YEAR PLAN 2004-2009 402,950 150,000 150,000 150,000 552,950 - 18,350 18,350 534,600 2005-2006 269,300 150,000 150,000 150,000 419,300 - 16,350 16,350 402,950 2006-2007 133,650 150,000 150,000 150,000 283,650 - 14,350 14,350 269,300 2007-2008 - 146,000 146,000 146,000 146,000 - 12,350 12,350 133,650 2008-2009 Annual Financial Plan 254 City of Flagstaff, AZ Ending Fund Balance 461,601 1,649,110 Total Uses of Funds 2,110,711 416,500 416,500 979,559 5,853 130,405 1,115,817 578,394 1,649,110 1,649,110 $ $ Departments Operating Expenditures Total Expenditures Uses of Funds Total Sources of Funds Transfers In General Fund Total Transfers In Revenues Intergovernmental Revenues Interest on Investments Miscellaneous Revenues Total Revenues Beginning Fund Balance Sources of Funds Actual 2001-2002 314 2,012,172 2,012,172 2,012,172 2,012,486 375,400 375,400 1,547,207 3,000 1,550,207 86,879 Budget 2002-2002 545,036 1,038,920 1,038,920 1,038,920 1,583,956 375,400 375,400 669,695 1,062 76,198 746,955 461,601 Estimate 2002-2003 6,872 2,380,271 2,380,271 2,380,271 2,387,143 375,400 375,400 1,463,261 1,500 1,946 1,466,707 545,036 Budget 2003-2004 6,872 1,133,400 1,133,400 1,133,400 1,140,272 375,400 375,400 758,000 758,000 6,872 2004-2005 CITY OF FLAGSTAFF COMMUNITY REDEVELOPMENT FUND FIVE YEAR PLAN 2004-2009 6,872 1,433,400 1,433,400 1,433,400 1,440,272 375,400 375,400 1,058,000 1,058,000 6,872 2005-2006 6,872 1,133,400 1,133,400 1,133,400 1,140,272 375,400 375,400 758,000 758,000 6,872 2006-2007 6,872 1,433,400 1,433,400 1,433,400 1,440,272 375,400 375,400 1,058,000 1,058,000 6,872 2007-2008 6,872 1,133,400 1,133,400 1,133,400 1,140,272 375,400 375,400 758,000 758,000 6,872 2008-2009 Annual Financial Plan 255 City of Flagstaff, AZ $ - 130,357 Total Uses of Funds Ending Fund Balance 130,357 130,357 Departments Operating Expenditures Total Expenditures Uses of Funds 130,357 Total Sources of Funds - 130,357 130,357 $ Revenues Intergovernmental Revenue Total Revenues Beginning Fund Balance Sources of Funds Actual 2001-2002 - 265,666 265,666 265,666 265,666 265,666 265,666 - Budget 2002-2003 - 309,065 309,065 309,065 309,065 309,065 309,065 - Estimate 2002-2003 - 298,126 298,126 298,126 298,126 298,126 298,126 - Budget 2003-2004 - 203,000 203,000 203,000 203,000 203,000 203,000 - 2004-2005 CITY OF FLAGSTAFF METRO PLANNING ORGANIZATION FUND FIVE YEAR PLAN 2004-2009 - 203,000 203,000 203,000 203,000 203,000 203,000 - 2005-2006 - 203,000 203,000 203,000 203,000 203,000 203,000 - 2006-2007 - 203,000 203,000 203,000 203,000 203,000 203,000 - 2007-2008 - 203,000 203,000 203,000 203,000 203,000 203,000 - 2008-2009 Annual Financial Plan 256 City of Flagstaff, AZ 11,781 1,731,044 Total Uses of Funds Ending Fund Balance 1,731,044 1,731,044 Debt Service Debt Service Total Debt Service Uses of Funds 1,742,825 Total Sources of Funds 157 157 11,624 472,849 1,258,195 1,731,044 $ $ Transfers In BBB- Recreation Secondary Property Tax Fund Total Transfers In Revenues Interest Revenue Total Revenues Beginning Fund Balance Sources of Funds Actual 2001-2002 8,449 1,893,731 1,893,731 1,893,731 1,902,180 519,716 1,372,115 1,891,831 300 300 10,049 Budget 2002-2003 12,081 1,892,151 1,892,151 1,892,151 1,904,232 519,716 1,372,435 1,892,151 300 300 11,781 Estimate 2002-2003 12,381 2,018,456 2,018,456 2,018,456 2,030,837 522,166 1,496,290 2,018,456 300 300 12,081 Budget 2003-2004 12,681 1,780,761 1,780,761 1,780,761 1,793,442 623,826 1,156,935 1,780,761 300 300 12,381 2004-2005 CITY OF FLAGSTAFF G. O. BOND FUND FIVE YEAR PLAN 2004-2009 12,981 664,791 664,791 664,791 677,772 664,791 664,791 300 300 12,681 2005-2006 13,281 707,471 707,471 707,471 720,752 707,471 707,471 300 300 12,981 2006-2007 13,581 746,501 746,501 746,501 760,082 746,501 746,501 300 300 13,281 2007-2008 13,881 529,158 529,158 529,158 543,039 529,158 529,158 300 300 13,581 2008-2009 Annual Financial Plan 257 City of Flagstaff, AZ $ 313,239 4,088,739 Total Uses of Funds Ending Fund Balance 1,258,195 306,594 132,271 2,391,679 4,088,739 Transfers Out G. O. Bond Fund Recreation - BBB Airport Utilities Total Transfers Out Uses of Funds 4,401,978 Total Sources of Funds 200,435 4,197,777 3,766 4,201,543 $ Revenues Secondary Property Taxes Interest Revenue Total Revenues Beginning Fund Balance Sources of Funds Actual 2001-2002 372,914 4,304,411 1,372,115 315,792 215,081 2,401,423 4,304,411 4,677,325 4,358,257 7,800 4,366,057 311,268 Budget 2002-2003 357,631 4,317,905 1,372,435 315,792 207,818 2,421,860 4,317,905 4,675,536 4,358,257 4,040 4,362,297 313,239 Estimate 2002-2003 942,459 3,972,564 1,496,290 255,266 202,672 2,018,336 3,972,564 4,915,023 4,550,192 7,200 4,557,392 357,631 Budget 2003-2004 1,624,720 4,023,236 1,156,935 262,924 205,281 2,398,096 4,023,236 5,647,956 4,686,697 18,800 4,705,497 942,459 2004-2005 CITY OF FLAGSTAFF SECONDARY PROPERTY TAX FUND FIVE YEAR PLAN 2004-2009 3,529,179 2,955,339 270,811 267,056 2,417,472 2,955,339 6,484,518 4,827,298 32,500 4,859,798 1,624,720 2005-2006 5,691,188 2,880,708 278,936 191,000 2,410,772 2,880,708 8,571,896 4,972,117 70,600 5,042,717 3,529,179 2006-2007 8,562,394 2,363,875 287,303 264,000 1,812,572 2,363,875 10,926,269 5,121,281 113,800 5,235,081 5,691,188 2007-2008 11,639,644 2,368,869 295,922 267,750 1,805,197 2,368,869 14,008,513 5,274,919 171,200 5,446,119 8,562,394 2008-2009 Annual Financial Plan 258 City of Flagstaff, AZ $ 356,737 299,351 Total Uses of Funds Ending Fund Balance 299,261 299,261 90 Debt Service Bonds Total Debt Service Departments Operating Expense Uses of Funds 656,088 Total Sources of Funds 207,200 350,894 96,024 1,970 448,888 $ Revenues Special Assessments Interest on Investments Miscellaneous Revenues Total Revenues Beginning Fund Balance Sources of Funds Actual 2001-2002 289,302 301,274 301,274 301,274 - 590,576 207,035 46,674 253,709 336,867 Budget 2002-2003 453,031 301,272 301,272 301,272 - 754,303 328,539 67,893 1,134 397,566 356,737 Estimate 2002-2003 383,874 302,568 302,468 302,468 100 686,442 203,214 30,197 233,411 453,031 Budget 2003-2004 319,144 299,148 299,148 299,148 - 618,292 212,885 21,533 234,418 383,874 2004-2005 CITY OF FLAGSTAFF SPECIAL ASSESSMENT BOND FUND FIVE YEAR PLAN 2004-2009 269,297 94,145 94,145 94,145 - 363,442 29,118 15,180 44,298 319,144 2005-2006 219,798 91,446 91,446 91,446 - 311,244 29,505 12,442 41,947 269,297 2006-2007 167,800 93,575 93,575 93,575 - 261,375 31,835 9,742 41,577 219,798 2007-2008 113,381 95,410 95,410 95,410 - 208,791 34,166 6,825 40,991 167,800 2008-2009 Annual Financial Plan 259 City of Flagstaff, AZ Ending Fund Balance $ 25,976,281 21,476,326 2,391,679 2,391,679 Transfers Out General Fund Total Transfers Out Total Uses of Funds 2,713,939 2,713,939 Debt Service Bonds Total Debt Service Departments Operating Expenditures Indirect Costs Capital Expenditures Reserves/Contingencies Total Expenditures 7,281,944 1,715,604 7,334,807 38,353 16,370,708 47,452,607 Total Sources of Funds Uses of Funds 2,391,679 4,678,245 7,069,924 Transfers In Debt Service Fund Water & Sewer Bond Fund Total Transfers In 21,217,886 11,302,793 7,185,526 744,441 (67,963) 19,164,797 $ Revenues Intergovernmental Water Revenues Wastewater Revenues Interest Revenues Miscellaneous Revenues Total Revenues Beginning Fund Balance Sources of Funds Actual 2001-2002 19,835,606 30,636,252 2,406,423 2,406,423 4,274,254 4,274,254 8,113,440 1,551,056 12,891,079 1,400,000 23,955,575 50,471,858 2,401,423 4,199,653 6,601,076 11,232,800 7,209,600 741,000 19,183,400 24,687,382 Budget 2002-2003 28,886,683 24,905,054 2,426,860 2,426,860 3,857,475 3,857,475 7,961,829 1,551,056 9,107,834 18,620,719 53,791,737 2,421,860 6,775,000 9,196,860 10,000 11,325,600 7,089,835 193,161 18,618,596 25,976,281 Estimate 2002-2003 18,089,501 32,331,226 2,018,336 2,018,336 4,011,928 4,011,928 8,892,258 1,551,056 14,457,648 1,400,000 26,300,962 50,420,727 2,018,336 2,018,336 10,000 11,552,112 7,231,596 722,000 19,515,708 28,886,683 Budget 2003-2004 16,828,417 35,280,362 2,398,096 2,398,096 4,445,570 4,445,570 9,114,564 1,589,832 17,732,300 28,436,696 52,108,779 2,398,096 12,009,800 14,407,896 11,783,154 7,376,228 452,000 19,611,382 18,089,501 2004-2005 CITY OF FLAGSTAFF WATER AND WASTEWATER FUND FIVE YEAR PLAN 2004-2009 14,189,934 36,318,224 2,417,472 2,417,472 4,672,846 4,672,846 9,342,428 1,629,578 18,255,900 29,227,906 50,508,158 2,417,472 11,298,700 13,716,172 12,018,818 7,523,751 421,000 19,963,569 16,828,417 2005-2006 12,616,303 25,911,923 2,410,772 2,410,772 5,462,246 5,462,246 9,575,988 1,670,317 6,792,600 18,038,905 38,528,226 2,410,772 1,639,100 4,049,872 12,259,194 7,674,226 355,000 20,288,420 14,189,934 2006-2007 12,234,022 24,146,740 1,812,572 1,812,572 5,139,806 5,139,806 9,815,387 1,712,075 5,666,900 17,194,362 36,380,762 1,812,572 1,304,800 3,117,372 12,504,377 7,827,710 315,000 20,647,087 12,616,303 2007-2008 11,664,099 30,139,448 1,805,197 1,805,197 5,565,102 5,565,102 10,060,772 1,754,877 10,953,500 22,769,149 41,803,547 1,805,197 6,719,600 8,524,797 12,754,464 7,984,264 306,000 21,044,728 12,234,022 2008-2009 Annual Financial Plan 260 City of Flagstaff, AZ Ending Fund Balance Total Uses of Funds Transfers Out Water and Wastewater Fund Total Transfers Out Uses of Funds Total Sources of Funds Revenues Bond Proceeds Interest on Investment Total Revenue Beginning Fund Balance Sources of Funds $ $ - - - - - - Actual 2001-2002 - 4,199,653 4,199,653 4,199,653 4,199,653 62,000 62,000 4,137,653 Budget 2002-2003 - 6,775,000 6,775,000 6,775,000 6,775,000 6,775,000 6,775,000 - Estimate 2002-2003 - - - - - - Budget 2003-2004 12,990,200 12,009,800 12,009,800 12,009,800 25,000,000 25,000,000 25,000,000 - 2004-2005 CITY OF FLAGSTAFF WATER AND WASTEWATER BOND FUND FIVE YEAR PLAN 2004-2009 1,691,500 11,298,700 11,298,700 11,298,700 12,990,200 - 12,990,200 2005-2006 52,400 1,639,100 1,639,100 1,639,100 1,691,500 - 1,691,500 2006-2007 13,647,600 1,304,800 1,304,800 1,304,800 14,952,400 14,900,000 14,900,000 52,400 2007-2008 6,928,000 6,719,600 6,719,600 6,719,600 13,647,600 - 13,647,600 2008-2009 Annual Financial Plan 261 City of Flagstaff, AZ Ending Fund Balance Total Uses of Funds Debt Service Bonds Total Debt Service Departments Operating Expenditures Indirect Cost Capital Expenditures Total Expenditures Uses of Funds Total Sources of Funds Transfers In Airpark Fund Secondary Prop Tax Fund General Fund-Operating General Fund-Capital Total Transfers In Revenues Intergovernmental Revenues Airport Revenues Interest Revenue Miscellaneous Revenues Passenger Facility Charges Loan/Lease Proceeds Total Revenues Beginning Fund Balance Sources of Funds $ $ 16,050 8,688,609 253,962 253,962 753,337 408,276 7,273,034 8,434,647 8,704,659 7,237 132,271 498,661 318,053 956,222 6,859,002 738,249 7,803 4,758 96,692 7,706,504 41,933 Actual 2001-2002 1,093 9,118,552 300,081 300,081 810,191 387,672 7,620,608 8,818,471 9,119,645 215,081 590,000 186,000 991,081 4,474,518 714,214 3,750 85,000 2,850,000 8,127,482 1,082 Budget 2002-2003 15,367 6,991,972 299,818 299,818 828,060 387,672 5,476,422 6,692,154 7,007,339 207,818 493,000 225,000 925,818 5,088,710 810,684 4,500 7,721 92,000 61,856 6,065,471 16,050 Estimate 2002-2003 15,508 6,530,376 297,672 297,672 874,273 387,672 4,970,759 6,232,704 6,545,884 202,672 449,000 60,000 711,672 2,186,708 913,732 99,261 95,000 2,524,144 5,818,845 15,367 Budget 2003-2004 15,385 9,455,108 300,281 300,281 894,120 397,360 7,863,347 9,154,827 9,470,493 228,000 205,281 241,000 225,000 899,281 7,091,105 1,128,041 241,558 95,000 8,555,704 15,508 2004-2005 CITY OF FLAGSTAFF AIRPORT FUND FIVE YEAR PLAN 2004-2009 15,258 9,426,796 362,056 362,056 916,510 407,290 7,740,940 9,064,740 9,442,054 20,000 267,056 167,000 313,000 767,056 7,088,059 1,142,711 333,843 95,000 8,659,613 15,385 2005-2006 16,133 7,477,590 286,000 286,000 939,456 417,470 5,834,664 7,191,590 7,493,723 114,000 191,000 314,000 186,000 805,000 5,215,495 1,163,339 199,631 95,000 6,673,465 15,258 2006-2007 15,994 6,869,195 359,000 359,000 962,989 427,910 5,119,296 6,510,195 6,885,189 49,885 264,000 325,000 182,000 820,885 4,567,848 1,189,219 196,104 95,000 6,048,171 16,133 2007-2008 16,119 4,536,540 362,750 362,750 987,108 438,610 2,748,072 4,173,790 4,552,659 267,750 457,000 129,000 853,750 2,298,633 1,207,673 81,609 95,000 3,682,915 15,994 2008-2009 Annual Financial Plan 262 City of Flagstaff, AZ $ 386,185 7,237 Total Uses of Funds Ending Fund Balance 7,237 7,237 Transfers Out Airport Fund Total Transfers Out Uses of Funds 393,422 Total Sources of Funds 381,589 11,833 11,833 $ Revenues Interest on Investments Total Revenues Beginning Fund Balance Sources of Funds Actual 2001-2002 387,822 - - 387,822 5,000 5,000 382,822 Budget 2002-2003 394,185 - - 394,185 8,000 8,000 386,185 Estimate 2002-2003 400,085 - - 400,085 5,900 5,900 394,185 Budget 2003-2004 178,085 228,000 228,000 228,000 406,085 6,000 6,000 400,085 2004-2005 CITY OF FLAGSTAFF AIRPARK PROCEEDS FUND FIVE YEAR PLAN 2004-2009 160,785 20,000 20,000 20,000 180,785 2,700 2,700 178,085 2005-2006 49,185 114,000 114,000 114,000 163,185 2,400 2,400 160,785 2006-2007 - 49,885 49,885 49,885 49,885 700 700 49,185 2007-2008 - - - - - - 2008-2009 Annual Financial Plan 263 City of Flagstaff, AZ (1) $ $ 4,926,074 6,917,852 429,678 429,678 4,704,794 677,951 1,081,694 23,735 6,488,174 11,843,926 64,255 29,978 94,233 150,214 6,666,886 255,453 4,411 7,076,964 4,672,729 Excludes monies set aside for closure costs. Ending Fund Balance (1) Total Uses of Funds Transfers out: General Fund Total Transfers Out Departments Operating Expenditures Indirect Costs Capital Expenditures Reserves/Contingencies Total Expenditures Uses of Funds Total Sources of Funds Transfers In Stormwater Utility Fund General Fund Beautification Fund Total Transfers In Revenues Intergovernmental Revenues Environmental Services Revenues Other Financing Sources Interest on Investments Miscellaneous Revenues Total Revenues Beginning Fund Balance Sources of Funds Actual 2001-2002 3,014,001 9,900,485 429,678 429,678 5,062,645 848,885 2,059,277 1,500,000 9,470,807 12,914,486 - 64,903 6,795,509 1,000,000 128,000 7,988,412 4,926,074 Budget 2002-2003 4,301,521 7,797,958 429,678 429,678 5,255,249 848,885 1,264,146 7,368,280 12,099,479 - 64,903 7,074,920 33,582 7,173,405 4,926,074 Estimate 2002-2003 2,486,308 14,090,111 429,678 429,678 5,845,548 848,885 2,276,000 4,690,000 13,660,433 16,576,419 15,000 15,000 7,721,424 4,350,000 108,000 80,474 12,259,898 4,301,521 2003-2004 2,603,913 7,871,209 4,678 4,678 6,006,302 872,229 988,000 7,866,531 10,475,122 15,000 15,000 7,911,814 62,000 7,973,814 2,486,308 2004-2005 CITY OF FLAGSTAFF ENVIRONMENTAL SERVICES FUND FIVE YEAR PLAN 2004-2009 1,963,637 8,827,368 4,678 4,678 6,171,475 896,215 1,755,000 8,822,690 10,791,005 15,000 15,000 8,107,091 65,000 8,172,091 2,603,913 2005-2006 1,643,292 9,691,730 4,678 4,678 6,341,191 920,861 2,425,000 9,687,052 11,335,022 15,000 15,000 8,307,385 1,000,000 49,000 9,356,385 1,963,637 2006-2007 1,155,684 9,056,437 4,678 4,678 6,515,574 946,185 1,590,000 9,051,759 10,212,121 15,000 15,000 8,512,830 41,000 8,553,830 1,643,292 2007-2008 1,381,612 8,541,635 4,678 4,678 6,694,752 972,205 870,000 8,536,957 9,923,247 15,000 15,000 8,723,563 29,000 8,752,563 1,155,684 2008-2009 Annual Financial Plan 264 City of Flagstaff, AZ $ - - Total Uses of Funds Ending Fund Balance - - 272,705 514,212 - 464,212 50,000 514,212 786,917 - - - - 786,917 786,917 - Budget 2002-2003 Transfers Out Environmental Services HURF Total Transfers Out Departments Operating Expenditures Indirect Costs Capital Expenditures Reserves/Contingencies Total Expenditures Uses of Funds Total Sources of Funds - Transfers in General Fund 4th Street HURF Total Transfers In - - $ Revenues Stormwater Revenues User Fees Interest Earnings Total Revenues Beginning Fund Balance Sources of Funds Actual 2001-2002 - - - - - - - Estimate 2002-2003 1,906 772,094 15,000 47,000 62,000 444,534 40,560 215,000 10,000 710,094 774,000 60,000 100,000 75,000 235,000 507,000 30,000 2,000 539,000 - Budget 2003-2004 65,607 561,771 15,450 48,410 63,860 456,337 41,574 497,911 627,379 75,000 75,000 519,675 30,750 48 550,473 1,906 2004-2005 CITY OF FLAGSTAFF STORMWATER UTILITY FUND FIVE YEAR PLAN 2004-2009 54,590 576,844 15,914 49,862 65,776 468,454 42,613 511,068 631,433 - 532,667 31,519 1,640 565,826 65,607 2005-2006 41,923 592,322 16,391 51,358 67,749 480,894 43,679 524,573 634,245 - 545,984 32,307 1,365 579,655 54,590 2006-2007 27,502 608,217 16,883 52,899 69,782 493,665 44,771 538,435 635,719 - 559,633 33,114 1,048 593,796 41,923 2007-2008 11,215 624,540 17,389 54,486 71,875 506,775 45,890 552,665 635,755 - 573,624 33,942 688 608,254 27,502 2008-2009 Annual Financial Plan 265 City of Flagstaff, AZ Ending Fund Balance 226,632 7,200 Total Uses of Funds 233,832 7,125 114 7,239 226,593 7,200 7,200 $ $ Departments Operating Expenditures Total Expenditures Uses of Funds Total Sources of Funds Revenues Interest on Investments Miscellaneous Revenues Total Revenues Beginning Fund Balance Sources of Funds Actual 2001-2002 226,707 7,200 7,200 7,200 233,907 7,000 7,000 226,907 Budget 2002-2003 221,900 7,200 7,200 7,200 229,100 2,346 122 2,468 226,632 Estimate 2002-2003 219,500 7,200 7,200 7,200 226,700 4,800 4,800 221,900 Budget 2003-2004 216,700 7,200 7,200 7,200 223,900 4,400 4,400 219,500 2004-2005 CITY OF FLAGSTAFF EXPENDABLE TRUST FUNDS FIVE YEAR PLAN 2004-2009 213,800 7,200 7,200 7,200 221,000 4,300 4,300 216,700 2005-2006 210,900 7,200 7,200 7,200 218,100 4,300 4,300 213,800 2006-2007 207,900 7,200 7,200 7,200 215,100 4,200 4,200 210,900 2007-2008 204,900 7,200 7,200 7,200 212,100 4,200 4,200 207,900 2008-2009 Annual Financial Plan 266 City of Flagstaff, AZ Annual Financial Plan 267 City of Flagstaff, AZ 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. 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. EDUCATION: THE FACTS SPEAK FOR THEMSELVES 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 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, 2 alternative schools, 1 magnet 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. Flagstaff Unified School District also provides an outstanding vocational education program. 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 cross-country 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 2-mile cinder track, complete with a 20station 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 28 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 2002, NAU offered 108 Bachelor, 44 Master, and 9 Doctorate degrees. Its approximately 19,907 students (13,906 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 3,816 students (3,131 of which were enrolled at the two Flagstaff campus). The results of the 2000 census indicate the population of the City of Flagstaff to be 52,894. The City 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. The response from the Census Bureau was that the City has a valid claim, however the counts will not be adjusted for any location in Arizona. The City will be using the Arizona Department of Economic Security population estimate of 59,160 for 2002. Annual Financial Plan 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 268 City of Flagstaff, AZ businesses generating BBB tax revenues (an additional 2% sales tax). 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 NAU, the largest employer in the City, has a major economic impact 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 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 Sports 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. 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. 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. Five business and industrial parks are situated with excellent access to the Interstates (I-40 and I-17). One additional site resides within 15 miles of the City limits. Major manufacturers include W.L. Gore & Associates (of Gortex renown), manufacturer of medical equipment; Nestle Purina Petcare Products, manufacturer of pet food; SCA Tissue, manufacturer of tissue paper; and Joy Cone, manufacturer of ice cream cones. 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. 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 7,144 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) 1,626 126 13 30 147 328 77 393 775 134 377 1,774 1,344 7,144 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 $2.36 billion in FY 2003. 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. Non-city residents provided an estimated 50% of the sales tax revenue. The City has 375 licensed Annual Financial Plan 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 269 City of Flagstaff, AZ 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. other resources are allocated to various programs that are dedicated to environmental issues. Clean and Green sponsors a variety of programs including Adopt-An-Avenue (92 miles of roadway), Adopt-APark (22 parks maintained by various volunteer groups), and Adopt-A-Trail (9 miles maintained by volunteers). Clean and Green also operates the vehicle abatement program that tows approximately 230 unwanted vehicles annually. Volunteers from various neighborhood organizations, church groups, Americrops, and schools also get involved throughout the year to cleanup illegal dumping sites, the Rio De Flag and other undeveloped areas. The average number of these service projects is 48 per year. 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). The city built and operates a Household Hazardous building to accept hazardous waste year round. 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. The Flagstaff Symphony 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. 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 Open Space and Regional Plans 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 crosscountry 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. 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 $373,340 and of this amount $53,340 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 Annual Financial Plan Hikers, joggers, and mountain bikers will find miles of trails, which range from gentle grades to 270 City of Flagstaff, AZ 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 Park, a woodland area atop a mesa with spectacular views of the San Francisco Peaks. basketball, soccer, ice hockey, and volleyball throughout the year. Additional recreation amenities include the skateboard park 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, Major Taxpayers City of Flagstaff, Arizona 2002 Tax Year Company Name As % of the City's 2002 Net Secondary Assessed Valuation Net Assessed Arizona Public Service Company 12,690,610 2.83% 10,577,757 2.36% Northern Arizona Gas Division (Citizens Utilities) 9,194,655 2.05% U. S. West Communications Inc. 7,081,338 1.58% Ralston Purina Co. 5,274,488 1.18% Little America Refining Company 5,149,226 1.15% Consolidated Investments Company Inc. 3,086,173 0.69% Flagstaff Mall Associates Ltd. Partnership 2,996,319 0.67% Walstaff Associates (Walgreens) 2,940,753 0.66% SACO Management Inc. 2,498,291 0.56% 61,489,610 13.73% $ W L Gore & Associates Inc. $ Source: Arizona Department of Revenue General Obligation Debt Servicing: Secondary Assess Value Population Net Bonded Debt Debt as a % of AV Per Capita Debt Property Tax Rate: Primary Secondary Total Tax Rate $ $ $ FY 1999 362,625,557 59,945 40,868,746 11.3% 681.77 0.7326 0.9801 1.7127 $ $ $ FY 2000 385,098,813 52,894 36,499,461 9.5% 690.05 $ $ $ 0.7326 0.9801 1.7127 FY 2001 408,592,733 57,700 33,732,570 8.3% 584.62 0.7326 0.9801 1.7127 $ $ $ FY 2002 429,030,400 59,160 33,984,726 7.9% 574.45 0.7326 0.9801 1.7127 $ $ $ FY 2003 444,674,678 59,160 * 30,447,849 6.8% 514.67 0.7326 0.9801 1.7127 * FY 2003 population estimates were not available at the time of printing. Annual Financial Plan 271 City of Flagstaff, AZ Miscellaneous Statistical Data Date of Incorporation - 1894 Fire Protection Number of Stations Number of Employees (FTE) 6 97 Date First Charter Adopted October 3, 1958 Police Protection Number of Employees Number of Calls for Service per Annual Report-12/31/02 Average Patrol Officers for 24 hour period Vehicular Patrol Units Date Present Charter Adopted April 10, 1984 Form of Government Council, City Manager Coconino County Jail Prisoner Capacity Area - Square Miles 2003 64.400 Miles of Streets, Alleys and Sidewalks Streets Alleys Total 208.72 10.15 218.87 Sidewalks Miles of Sewer Storm Sanitary Number of Street Lights 40.20 235.23 2,921 2,478 Number of Manholes 6,097 Employees as of June 30, 2002 Merit System Exempt Temporary Elected Officials Total Payroll for the Year Ending 2002: Annual Financial Plan Parks and Recreation Number of Developed Parks Number of Un-developed Parks Park Acreage Flagstaff Urban Trail System-Miles 557 115 205 7 $ 31,085,609 272 562 24,167 8,381 34.70% 28 4 703.94 28.17 Number of Other Facilities: Recreation Centers Tennis Courts Racquetball Courts Ramadas Softball/Baseball Fields Ice Rinks Playgrounds Skate Tracks Soccer Fields Disc Golf Course Basketball Courts Volleyball Courts Horseshoe Courts Off Leash Areas-Bark Parks Swimming Pools (School Owned) 37 55,625 18 26 1 130 49 42 38 Elections Number of Registered Voters Last Municipal Election May 2002 Number of Votes Cast Last Municipal Election May 2002 Percentage of Registered Voters Voting in Last Municipal Election 146.59 Number of Fire Hydrants 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 150 5 17 5 11 17 1 20 2 4 1 19 6 12 2 2 City of Flagstaff, AZ Miscellaneous Statistical Data (Continued) Education Number of Schools: Public Elementary Public Middle School Public High School Alternative Schools Magnet Schools Charter Schools Community College (Coconino) University (Northern Arizona) Number of Teachers (Fall 2002): Flagstaff Unified School District Northern Arizona University Faculty Coconino Community College Faculty Number of Students (Fall 2002): Flagstaff Unified School District Charter, Private and Parochial K-12 Northern Arizona University Flagstaff Campus All Locations Coconino Community College Flagstaff Campuses (2) All Locations 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 Population Census Population Count-Last Five Censuses: 2002 (Estimate) 2001 (Estimate) 2000 1995* 1990 1985 1980 *Special Census 12 2 3 3 1 10 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 924 698 275 11,513 Not Available 13,906 19,907 3,131 3,816 3,546 9,288 11,487 16,111 8,309 4,153 52,894 Average Persons per Housing Unit 2.59 Average Family Size 3.13 Median Household Income $ 37,146 Per Capita Income (2000) $ 18,637 2000 Census information available at the following websites: http://www.census.gov/census2000/states/az.html http://www.de.state.az.us/links/economic/webpage/index.html 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 Utility Enterprise Total Active Accounts on June 30, 2002 Water Sewer Average Gallons/Household/Month Plants Capacity (Million Gallons per Day): Water Treatment Plant Reservoir Filtration Plant Wildcat Hill Plant Rio de Flag Reclaim Plant Wells Reservoirs Reclaimed Reservoirs Miles of Water Lines Miles of Reclaimed Lines Miles of Sewer Lines Total Sales Tax Revenue for Fiscal Year 2002 $ 11,277,121 Annual Financial Plan 59,160 57,700 52,894 52,701 45,854 38,247 34,743 273 16,948 16,518 6,070 7.2 3 6 4 24 8 1 357.29 14.77 235.23 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 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 6.6741 0.5717 1.0951 - 10.0536 2003 1.7127 6.7590 0.5809 1.1941 - 10.2467 Note: Tax rates are per $100 assessed valuation. Tax Levies 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 28,102,941 2,410,678 4,610,071 - 42,394,799 2002 7,613,349 29,809,493 2,566,723 5,269,867 - 45,259,432 Annual Financial Plan 274 City of Flagstaff, AZ Ten Year Resume Population, Assessed Valuations, Tax Rates, Property Tax Collections and Average Property Tax per Capita Last Ten Fiscal Years Fiscal Year Population (1) 1994 50,744 1995 52,701 1996 Secondary Assessed Value (2) Primary Secondary Combined Primary & Secondary Tax Rates Cumulative Combined Property Tax Collections $ 275,309,728 0.6644 1.4370 2.1014 285,499,920 0.6644 1.4179 2.0823 5,930,610 112.53 53,966 309,828,076 0.7326 1.0657 1.7983 5,481,566 101.57 1997 55,885 310,066,911 0.7326 1.0957 1.8283 5,646,621 101.04 1998 58,145 340,743,258 0.7326 0.9801 1.7127 5,761,493 99.09 1999 59,945 362,625,557 0.7326 0.9801 1.7127 6,115,544 102.02 2000 52,894 385,098,813 0.7326 0.9801 1.7127 6,536,221 123.57 2001 57,700 408,592,733 0.7326 0.9801 1.7127 6,749,194 116.97 2002 59,160 429,030,400 0.7326 0.9801 1.7127 7,268,268 122.86 2003 59,160 464,257,886 0.7326 0.9801 1.7127 7,609,112 128.62 * ** *** $ 5,799,975 Average Property Tax Collection Per Capita $ 114.30 (1) Arizona Department of Economic Security projected population increases except 1995 and 2000, which are official census figures. (2) From County Assessors Office. * 1995 Special Census. ** Census estimates exceeded actual 2000 census results. FY2000 adjusted to reflect population per U.S. Census official results *** FY 2003 population estimates were not available at the time of printing. Annual Financial Plan 275 City of Flagstaff, AZ Retail Sales Tax Rates Direct and Overlapping Governments Last Ten Fiscal Years Fiscal Year City Sales Tax City Transportation Tax City BBB Tax County Sales Tax State Sales Tax Total Tax Rates 1994 1.0000 - - 0.5000 5.0000 6.5000 1995 1.0000 - - 0.5000 5.0000 6.5000 1996 1.0000 - 2.0000 0.5000 5.0000 8.5000 1997 1.0000 - 2.0000 0.5000 5.0000 8.5000 1998 1.0000 - 2.0000 0.8000 5.0000 8.8000 1999 1.0000 - 2.0000 0.8000 5.0000 8.8000 2000 1.0000 - 2.0000 0.8000 5.0000 8.8000 2001 1.0000 0.5100 2.0000 0.8000 5.6000 9.9100 2002 1.0000 0.5745 2.0000 0.8000 5.6000 9.9745 2003 1.0000 0.5745 2.0000 0.9250 5.6000 10.0995 Total Bonds Payable: General Obligation Revenue Other Special Assessment Total Bonds Payable $ $ 1999 45,333,746 21,845,000 1,055,000 68,233,746 2000 40,904,461 20,555,000 1,620,000 63,079,461 2001 36,537,570 19,180,000 4,700,000 1,417,000 61,834,570 2002 36,873,231 17,760,000 4,700,000 1,188,000 60,521,231 2003 34,012,849 23,295,760 4,700,000 944,000 62,952,609 Total Bonds Payable $70,000,000 $60,000,000 $50,000,000 Special Assessment $40,000,000 Other $30,000,000 Revenue General Obligation $20,000,000 $10,000,000 $- Annual Financial Plan 1999 2000 2001 2002 276 2003 City of Flagstaff, AZ Annual Financial Plan 277 City of Flagstaff, AZ 4.750 4.750 - - 2012 2013 2014 2015 - 5.000 2011 2016 5.000 2010 - 2007 - - 2006 2009 4.900 2005 - 4.875 2004 2008 6.750 1993 G.O. Water 2003 Fiscal Year - - - 4.500 5.000 5.000 5.000 5.000 5.000 4.900 4.800 4.700 4.600 6.500 1997 G.O. Public Safety, Parks, Water - - 4.750 4.650 4.500 4.500 4.500 4.500 4.375 - - - - - 2001 G.O. Parks & Rec - - - - - - - 5.000 5.000 5.000 3.625 3.500 3.400 3.250 2001 G.O. Water, Sewer Airport - - - - - - - - - 6.750 6.300 6.300 6.300 6.300 1991 CAB's Sewer - - - - - - - - - - - 5.700 5.700 5.700 1996 Special Assessment Downtown Bonded Debt Interest/Coupon Rates by Issue and Year - - - - - - 4.900 4.900 4.900 4.900 4.900 4.900 4.900 4.900 1999 Special Assessment Bow & Arrow - - - - 5.500 5.900 5.900 7.750 9.500 - - - - - 1992 Revenue Street and Highway - - - - - - - 3.250 3.250 3.000 3.000 2.500 2.500 2.000 2003 Revenue Street and Highway 4.750 4.750 4.750 4.625 4.600 4.550 4.550 4.350 4.150 4.000 4.000 4.000 4.000 4.000 2001 Certificates of Participation USGS United States Consumer Price Index 10 Year Historical Trend - June versus June Flagstaff Area, Non-Seasonally Adjusted 1994 June 148.0 Percent Change 2.5% 1995 152.5 3.0% 1996 156.7 2.8% 1997 1998 160.3 2.3% 1999 163.0 1.7% 2000 166.2 2.0% 2001 172.4 2002 178.0 3.7% 179.9 3.2% 2003 183.7 1.1% 2.1% 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 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2002 2003 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% 1994 1995 1996 1997 1998 1999 2000 2001 Source: Tax, Licensing, and Revenue Division Annual Financial Plan 278 City of Flagstaff, AZ Appendix A – Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 1999-2000 2000-2001 2001-2002 2002-2003 REQUESTED 2003-2004 ADOPTED 2003-2004 CITY MANAGER Assistant City Manager City Manager Deputy City Manager Exc Admin Assistant Executive Assistant Intern Management Assistant-PIO Total 1 1 1 0 1 0 1 5 1 1 0 0 1 0 1 4 0 1 2 1 1.25 0.75 1 7 0 1 2 1 1.25 0 1 6.25 0 1 2 1 1 0 1 6 0 1 2 1 1 0 1 6 CITY CLERK City Clerk Deputy City Clerk Exc Admin Assistant Total 1 1 1 3 1 1 1 3 1 1 1 3 1 1 1 3 1 1 1 3 1 1 1 3 CAPITAL IMPROVEMENTS Admin Spclst CIP Director Capital Improvements Engineer Eng Project Manager I Eng Project Manager I (Exempt) Eng Project Manager II Engineering Technician III Engineering Techinician IV Intern Management Assistant -PIO Project Manager II 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 1 1 2 2 0 2 1 3 0 1 0 6 19 1 1 2 3 Transfer 2 0 2 0.5 1 0 6 18.5 1 1 2 2 1 1 0 1 0.5 0 1 5 15.5 1 1 2 2 1 1 0 1 0.5 0 1 5 15.5 HUMAN RESOURCES Admin Asst Admin Spclst Human Resources Analyst Human Resources Assistant Human Resources Manager Human Resources Specialist Risk Management Assistant Risk Manager Total 1 1 1 1 1 0 0 1 6 1 1 1 1 1 0 0 1 6 1 1 0.75 0 1 1 0.5 1 6.25 1 1 0.75 0 1 1 Transfer Transfer 4.75 1 1 0.75 0 1 1 0 0 4.75 1 1 0.75 0 1 1 0 0 4.75 RISK MANAGEMENT Risk Management Assistant Risk Manager Total 0 0 0 0 0 0 Transfer Transfer 0 1 1 2 1 1 2 1 1 2 1 2 1 1 1 4 1 0.5 11.5 1 2 1 1 1 4 1 0.5 11.5 1 2 1 2 1 4 1 0.25 12.25 1 2 1 2 1 4 1 0.25 12.25 1 2 1 2 1 4 1 0.25 12.25 1 2 1 2 1 4 1 0.25 12.25 DIVISION LAW Admin Asst Admin Spclst Asst City Attny-Chief Prosecuter Asst City Attny-Civil I Asst City Attny-Civil II Asst City Attny-Prosecution City Attorney Intern Total Annual Financial Plan 279 City of Flagstaff, AZ Appendix A – Authorized Personnel/Position Summary 1999-2000 2000-2001 2001-2002 2002-2003 REQUESTED 2003-2004 ADOPTED 2003-2004 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 Programmer/Analyst I Senior GIS Technician Software Support Tech Total 0 1 0 1.5 0 1 1 1 0 0 0 1 1 1 1 0 1 1 1 12.5 0 1 0 0.5 1 1 1 1 0 0 1 1 1 2.25 1 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 1 1 0 13.75 1 1 1 0 1 0 1 1 1 0 1 0 1 0.75 0 1 1 1 0 12.75 1 1 1 0 1 0 1 1 1 0 1 0 1 0 0 1 1 1 0 12 1 1 1 0 1 0 1 1 1 0 1 0 1 0 0 1 1 1 0 12 MANAGEMENT SERVICES Admin Asst Admin Spclst Buyer Contracts Assistant Contract Specialist Financial Services Director Grants/Contract Manager Mail/Duplication Aide Management Services Director Purchasing Director Purchasing Manager Real Estate Manager Senior Buyer Storekeeper Total 1.5 2 1 1 0 1 1 1 1 1 1 1 1 1 14.5 1.5 2 1 1 0 1 1 1 1 1 0 1 2 1 14.5 1.5 2 3 2 0 1 1 1 1 1 0 1 0 1 15.5 1.5 2 1 1 0 0 Transfer 1 1 1 0 1 2 1 12.5 1.5 2 1 0 1 0 0 1 1 1 0 1 2 1 12.5 1.5 2 1 0 1 0 0 1 1 1 0 1 2 1 12.5 SALES TAX Account Clerk II Admin Asst Auditor II Revenue Collector Tax Licensing & Revenue Adm Total 1 1.75 2 2 1 7.75 1 1.75 2 2 1 7.75 1 2.25 2 2 1 8.25 1 2.5 2 2 1 8.5 1 2.5 2 2 1 8.5 1 2.5 2 2 1 8.5 LIBRARY - CITY/GRANTS Admin Spclst Librarian Library Assist. I Library Assist. I (temp) Library Assistant II Library Cataloging Assist. Library Clerk I Library Clerk I (temp) Library COE Aide Library Director Library Inf. Syst. Coord. Library Manager Library Page Library Page (temp) Library Supervisor Total 1 2 11.75 2.5 2 1 4.25 2.75 0.25 1 1 2 2 1.5 2 37 1 1 12.25 2.25 2 1 5.75 1.5 0.25 1 2 2 2 1.5 2 37.5 1.5 1 12.75 2.25 2 1 5.75 1.75 0.25 1 2 2 2 1.5 2 38.75 1.5 1 12.75 2.75 2 1 6.25 1.5 0.25 1 2 2 2 1.5 2 39.5 1.5 1 13 2.75 2 1 6.5 1.5 0.25 1 2 2 1.5 1.5 2 39.5 1.5 1 13 2.75 2 1 6.5 1.5 0.25 1 2 2 1.5 1.5 2 39.5 DIVISION Annual Financial Plan 280 City of Flagstaff, AZ Appendix A – Authorized Personnel/Position Summary 1999-2000 2000-2001 2001-2002 2002-2003 REQUESTED 2003-2004 ADOPTED 2003-2004 FINANCE Account Clerk II Account Clerk III Accountant I Accountant II Acct. Clrk/Switchbd Oper. Accts Payable Specialist Grants 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 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 0 0 1 4 2 1 1 1 1 1 12 MPO Intern Transportation Planner Total 0 1 1 0 1 1 0.25 1 1.25 0.25 1 1.25 0.25 1 1.25 0.25 1 1.25 COMMUNITY DEVELOPMENT ADMIN Admin Spclst Community Development Dir. Development Services Rep Development Services Supv Switchboard Operator Total 2 1 2 0 1 6 2 1 2 0 1 6 2 1 2 0 1 6 2 1 2 1 1.25 7.25 2 1 Transfer 0 0 3 2 1 Transfer 0 0 3 ENGINEERING Admin Asst Admin Spclst 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 Sr. Project Mgr. Stormwater Manager Survey Party Chief Survey/Mapping Superv. Traffic Eng. Mgr. Traffic Projects & R/W Mgr. Total 0 1 1 1 1 0.75 1 0.5 2 2 2 4 2 0.75 1 1 1 1 4 2 4 1 1 1 1 1 38 0 1 1 1 0 0.75 1 0.5 2 1 3 4 2 0.75 1 1 1 1 5 2 4 1 1 1 1 1 38 0 1 transfer 1 0 0.75 1 0.5 2 transfer 2 4 2 0.75 1 1 1 0 4 2 transfer 1 1 1 1 1 29 0.75 1 0 1 0 0 1 0.5 1 1 2 4 2 0.75 1.75 1 1 0 4 2 0 1 1 1 1 1 29.75 0.75 1 0 1 0 0 1 0.5 1 1 2 4 2 0 2.5 1 1 0 4 2 0 1 1 1 1 1 29.75 0.75 1 0 1 0 0 1 0.5 1 1 2 4 2 0 2.5 1 1 0 2 1 0 Transfer 1 1 1 1 25.75 BUILDING INSPECTION Admin Spclst Building & Safety Manager Building & Develp Services Dir Development Services Rep Inspector I Inspector II Plans Examiner Total 1 1 1 0 4 3 3 13 1 1 1 0 4 3 3 13 1 1 1 0 4 3 3 13 1 0 1 Transfer 4 3 3 12 1 1 1 2 4 3 3 15 1 1 1 2 4 3 3 15 DIVISION Annual Financial Plan 281 City of Flagstaff, AZ Appendix A – Authorized Personnel/Position Summary 1999-2000 2000-2001 2001-2002 2002-2003 REQUESTED 2003-2004 ADOPTED 2003-2004 PLANNING Admin Spclst Associate Planner Census 2000 Coordinator Current Planner Development Review Planner Housing Planner Housing and CD Specialist Long Range Planner Planner Planning Director Planning Technician Redevelopment Program Mgr. Review Planner Senior GIS Technician Zoning Enforce. Officer Zoning Code Enf Official Total 1 3 0.5 1 1 1 1 1 1 1 1 1 1 0 1 1 16.5 1 3 0 1 1 1 1 1 2 1 0 1 1 0 1 1 16 1 3 0 1 1 1 1 1 2 1 0 1 0 1 1 1 16 1 3 0 1 1 1 1 1 2 1 1 1 0 0 1 1 16 1 3 0 1 1 1 1 1 2 1 1 1 0 0 1 1 16 1 3 0 1 1 1 1 1 2 1 1 1 0 0 1 1 16 FIRE Admin Asst Admin Spclst Asst. Fire Chief Asst. Fuel Mgr. Fire Battalion Chief Fire Captain Fire Chief Fire Engineer Fire Fighter Fire Inspector II Fire Training Officer Fuel Manager Fuel Mgt. Crew Member Fuel Mgt. Leadworker Fuel Mgmt Student Intern Total 1 1 2 0 3 21 1 21 30 2 1 1 0 0 0.5 84.5 1 1 2 0 3 21 1 21 30 2 1 1 0 0 0.5 84.5 1 1 2 1 3 21 1 21 36 2 1 1 2.75 3 0.5 97.25 1 1 2 1 3 21 1 21 36 2 1 1 2.75 3 0 96.75 1 1 2 1 3 21 1 21 36 2 1 1 2.75 3 0 96.75 1 1 2 1 3 21 1 21 36 2 1 1 2.75 3 0 96.75 7 4 2 0.5 0.75 1 16 2 1 1 1 1 1 1 0 0 16 1 1 3 60 1 11 1 1 1 1 136.25 9 4 2 0.5 0.75 1 21.25 3 1 1 1 1 1 1 0 0 17 1 1 3 61 1 11 1 1 1 0 145.5 9 4 2 0.5 0.75 1 20 3 1 1 1 1 1 1 1 0 17 1 2 3 61 1 11 1 1 1 0 146.25 9.5 4 2 0.5 0.75 2 23.5 3 1 1 1 0 1 1 0 1 17 0 2 3 58 1 11 1 1 1 0 146.25 10 4 2 0 0 2 22 4 0 2 1 0 1 1 0 1 17 0 3 3 61 1 11 1 1 1 0 149 10 4 2 0 0 2 22 4 0 2 1 0 1 1 0 1 17 0 2 3 61 1 11 1 1 1 0 148 DIVISION POLICE Admin Asst Admin Spclst 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 Leadworker Police Sergeant Police Special Serv. Sup Police Support Serv. Mgr. Property Control Coord Warrant Clerk Total Annual Financial Plan 282 City of Flagstaff, AZ Appendix A – Authorized Personnel/Position Summary 1999-2000 2000-2001 2001-2002 2002-2003 REQUESTED 2003-2004 ADOPTED 2003-2004 POLICE GRANTS Admin Spclst Police Caseworker Police Seargent Total 1 transfer 1 2 1 0 1 2 1 0 1 2 1 0 1 2 1 0 1 2 1 0 1 2 PUBLIC WORKS ADMINISTRATION Admin Spclst Administrative Aide Conservation Coordinator Environmental Tech Public Works Director Public Works Engineer Senior Project Manager Total 1 transfer transfer transfer 1 transfer 0 2 1 0 0 0 1 0 0 2 1 0 0 0 1 0 0 2 1 0 0 0 1 0 Transfer 2 1 0 0 0 1 0 1 3 1 0 0 0 1 0 1 3 PARKS Maintenance Worker Maintenance Worker I Maintenance Worker II Maintenance Worker III Maintenance Worker III Leadworker Parks Supt. Plant Inventory Crew Member Total 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 6.25 7 8 1 1 1 0 24.25 7.25 7 8 1 1 1 0 25.25 5 6 8 1 1 1 0 22 0 1 1 1 3 6 1 1 1 15 0 1 1 1 3 6 1 1 1 15 0 1 1 1 3 6 1 1 1 15 1 1 1 1 3 6 1 0 1 15 1 1 1 1 2 6 1 0 1 14 1 1 1 1 2 6 1 0 1 14 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 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 0 1 1 0 1 4 2 1 10 RECREATION Admin Asst Admin Spclst Intern Parks & Recreation Director Parks Project Manager Recreation Coord. I Recreation Coordinator II Recreation Mech. Maint. Worker Recreation Supt. Recreation Temporaries Senior Recreation Coordinator Total 0.75 1 0 1 1 6 2 1 1 29 8 50.75 0.75 1 0.5 1 1 7 2 transfer 1 28.5 8 50.75 0.75 1 0.5 1 1 7 2 0 1 29.5 8 51.75 0.75 1 0.25 1 1 7 2 0 1 27.25 8 49.25 0.75 1 0.25 1 Transfer 7 2 0 1 27.25 8 48.25 0.75 1 0.25 1 Transfer 7 2 0 1 24.75 7 44.75 DIVISION MECHANICAL SHOP Buyer I Fleet Mgmt. Supt. Fleet Supervisor Mechanic Aide Mechanic I Mechanic II Service Writer Sr. Equipment Parts Spec. Welder Total Annual Financial Plan 283 City of Flagstaff, AZ Appendix A – Authorized Personnel/Position Summary DIVISION 1999-2000 2000-2001 2001-2002 2002-2003 REQUESTED 2003-2004 ADOPTED 2003-2004 STREET MAINTENANCE & REPAIRS Admin Spclst Cemetery Maint. Specialist Equip. Oper. III LDWKR Equip. Opers. various temps Equipment Operator I Equipment Operator II Equipment Operator III Leadworker/Training Coord. Maint. Wkr. I Maint. Wkr. II Maint. Wkr. III Maint. Wkr. III LDWKR Maint. Worker temp Traffic Signal Technician Street Superintendent Street Supervisor Total 1 1 1 2.5 6 8 3 1 4 2 2 1 0.75 0 1 1 35.25 1 1 1 2.5 6 8 3 1 4 2 2 1 0.75 0 1 1 35.25 1 1 1 2.5 6 8 3 1 4 2 2 1 0.75 0 1 1 35.25 1 1 1 2.5 6 8 3 1 4 2 2 1 0.75 1 1 1 36.25 1 1 1 5.5 3 8 3 1 4 2 2 1 0.75 1 1 1 36.25 1 1 1 5.5 3 8 3 1 4 2 2 1 0.75 1 1 1 36.25 1 1 0 1 3 3 0.5 9.5 1 1 0 1 3 3 0.5 9.5 1 1 0 1 3 3 0.5 9.5 1 1 1 0 3 3 0.5 9.5 1 1 1 0 3 3 0.5 9.5 1 1 1 0 3 3 0.5 9.5 2 2 1 1 0 0 0 3 2 0 0 0 1 2 0 3.75 12 0 0 1 1 1 3 1 2 0 1 0 39.75 2 2 1 1 0 1 0 2 2 0 1 0 1 1 0 0 16 0 0 1 1 1 2 1 1 1 1 1 40 2 2 1 1 1 1 0 0 2 1 1 1 3 1.5 1 1 16 0 0 0 1 1 3 1 1.5 1 1 0 45 2 2 1 1 1 0 1 1 2 1 1 1 3 0.5 1 0 9 8 1 0 1 1 3 1 1.5 1 0 0 45 2 2 1 1 1 0 1 1 2 1 1 1 3 1 1 0 11 8 1 0 1 1 3 1 1.75 1 0 0 47.75 2 2 1 1 1 0 1 1 2 1 1 1 3 1 1 0 9 8 1 0 1 1 3 1 1.75 1 0 0 45.75 AIRPORT Admin Spclst Airport Manager Airport Operations Supv Airport Service Leadworker Airport Service Worker I Airport Service Worker II Equip. Operator II temp Total ENVIRONMENTAL SERVICES Admin Asst Admin Spclst Bin Maint./Equip. Oper. Conservation Coordinator Environmental Code Officer Enviro Code/Ed Aide Environ Program Manager Environ Supervisor Environ Svc Equip Oper I Environmental Program Specialist Environmental Project Specialist Environmental Services Director Environmental Services Mgr Environmental Technician Equipment Oper. I - Temp. Equipment Operator II ES Equip. Oper. II ES Equip. Oper. III-Commercial ES Training & Safety Coord Landfill Engineer Landfill Equip Operator I Landfill Equip Operator II Landfill Equip Operator III Landfill Maint Operator Program Asst Project Manager II Public Works Engineer Recycling Supervisor Total Annual Financial Plan 284 City of Flagstaff, AZ Appendix A – Authorized Personnel/Position Summary 1999-2000 2000-2001 2001-2002 2002-2003 REQUESTED 2003-2004 ADOPTED 2003-2004 UTILITIES ADMINISTRATION Admin Spclst Assistant Utilities Director GIS System Analyst Plant Supervisor Program Asst Utilities Director Utilities Engineer Utilities Service Supervisor Water Cons Enf-Temp Water Cons prog Mgr Water/Sewer Util. Locator Total 2 1 0 0 0 1 1 0 0 0 1 6 2 1 0 0 0 1 1 0 0 0 1 6 2 1 0 0 1 1 2 0 0 0 1 8 2 1 0 1 1 1 1 Transfer 0 0 1 8 2 1 1 1 1 1 1 1 0.5 1 1 11.5 2 1 0 1 1 1 1 1 0 0 1 9 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 3 1 1 0.25 4 0 1 10.25 3.25 1 1 0 4 0 1 10.25 3.25 1 1 0 4 0 1 10.25 4 1 1 0 4 0 1 11 3.5 1 1 0 4 1 0 10.5 3.5 1 1 0 4 1 0 10.5 1 0 4 1 4 1 1 1 13 1 0 4 1 4 1 1 1 13 0 1 5 1 4 1 1 1 14 0 1 5 1 4 1 1 1 14 0 1 5 1 4 1 1 1 14 0 1 5 1 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 Specialist Plant Supervisor Plant Tech-Multi-Skilled Wrk Senior Plant Operator Total 1.5 1 1 1 1 1 1 2 2 0 1 0 1 13.5 1.5 1 1 1 1 1 1 2 2 0 1 0 1 13.5 1.5 1 1 1 1 1 1 2 2 0 1 0 1 13.5 1.5 1 1 1 1 1 1 2 2 0 1 0 1 13.5 1.5 0 0 0 0 0 0 0 0 5 1 10 0 17.5 1.5 0 0 0 0 0 0 0 0 5 1 10 0 17.5 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 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 Transfer 7 0 3 1 2 1 Transfer 7 DIVISION CUSTOMER SERVICE Admin Asst Admin Spclst Customer Srvc Manager Customer Srvc Rep - temp Meter Reader Meter Reader Supervisor Meter Reader Supervisor/Collections Total WATER DISTRIBUTION SYSTEM Maintenance Wkr - temp Maintenance Worker Maintenance Worker I Maintenance Worker II Maintenance Worker III Maintenance Worker III-LDWKR Meter Service Tech. Utility Service Supr. Total Annual Financial Plan 285 City of Flagstaff, AZ Appendix A – Authorized Personnel/Position Summary 1999-2000 2000-2001 2001-2002 2002-2003 REQUESTED 2003-2004 ADOPTED 2003-2004 1 1 1 3 2 1 0 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 0 1 5 Transfer Transfer Transfer Transfer 0 Transfer 0 Transfer Transfer Transfer Transfer 0 Transfer 0 11 2 1 1 0 0 0 0 0 1.75 1 1 0 0.5 1 20.25 11 2 1 1 0 0 0 0 0 1.75 1 1 0 0.5 2 21.25 11 2 1 1 1 0 1 1 0 1.75 1 1 0 0.5 2 24.25 10 2.25 1 0 1 1 1 1 2 1.75 1 0.75 0 0.5 2 25.25 10 2.25 1 0 1 1 1 1 2 1.75 1 2 1 0.5 2 27.5 10 2.25 1 0 1 1 1 1 2 1.75 1 2 0 0.5 2 26.5 BEAUTIFICATION Urban Design Planner Total 1 1 1 1 1 1 1 1 1 1 1 1 TOURISM Admin Spclst Convention/Visitor Bur. Dir CVB Communications Coord CVB Manager Domestic Travel Coord Marketing Assistant Public Relations Associate Sales Marketing & Associate Sales & Marketing Manager Travel Industry Mgr. Total 1 1 1 0 1 1 0 0 0 1 6 1 1 1 0 1 1 0 0 0 1 6 1 1 1 0 1 1 0 0 0 1 6 1 0 0 1 0 0 1 2 1 0 6 1 0 0 1 0 1 1 1 1 0 6 1 0 0 1 0 1 1 1 1 0 6 TOURISM-VISITOR CENTER Admin Asst Admin Spclst Visitor Center Supervisor Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3.25 1.5 1 5.75 3.25 1.5 1 5.75 STORMWATER Clerical Temp Intern Project Manager I Project Manager II Stormwater Manager Stormwater Service Analyst 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 0.25 0.5 Transfer Transfer Transfer 1 1.75 0.25 0.5 2 1 1 1 5.75 686.25 700.00 746.25 741.25 752.25 739.00 DIVISION WASTEWATER MONITORING Industrial Waste Inspector Industrial Waste Supervisor 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 Admin Asst Admin Spclst Court Administrator Court Collection Admin. Court Collection Specialist Court Info Systems Spec Court Interpreter Court Training Specialist Deputy Court Administrator Magistrate Presiding Magistrate Probation Officer Probation Officer Reserve-Temp Pro-Tem Magistrate Warrant Officer Total GRAND TOTALS Annual Financial Plan 286 City of Flagstaff, AZ Annual Financial Plan 10204 10201 10302 10420 10415 10400 10418 10412 10406 10403 10416 10407 10410 10419 10502 10500 10600 10628 10601 10602 10622 10627 10625 10607 10632 10626 10615 10610 10609 10630 10614 10608 2 A-1-1 3 A-1-2 4 A-1-3 6 B-2-2 5 B-2-1 10103 10100 1 A-1-0 Range Pos # 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 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 N Library Clerk I N Mail/Duplication Aide N Switchboard Operator N Custodian/Attendant N Library Page Position Title 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 2003-2004 City of Flagstaff Pay Plan Appendix B – City of Flagstaff Pay Plan 287 City of Flagstaff, AZ Annual Financial Plan 8 B-2-4 7 B-2-3 10834 10827 10830 10835 10831 10826 10836 10805 10820 10800 10812 10810 10802 10828 10822 10807 10804 10808 10801 10837 10825 10809 10814 10829 10824 10803 10819 20801 20800 10722 10707 10735 10714 10731 10732 10737 10705 10738 10728 10709 10706 10700 10710 10734 10704 10703 10725 10717 10727 10713 10736 10702 10711 20702 20701 Range Pos # 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 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 E E Accounts Payable Specialist Buyer Computer Tech II Court Info Systems Specialist Court Interpreter Database Analyst Deputy City Clerk 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 Meter Reader Supervisor 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 Cemetery Maint Spec Court Collections Specialist Development Svs Rep Engineering Tech III Environ Code Officer Env Svcs Equip Oper III - Commercial Evidence Tech Firefighter Fuel Mgt Tech Landfill Equip Oper II Library Cataloging Asst Marketing Assistant Mechanic I Meter Service Tech Payroll Assistant Planning Tech Plant Operator Police Emerg Comm Spec Program Assistant Recr Mech Maint Wkr Revenue Collector Risk Management Assistant Wtr/Swr Utility Locator Zoning Enforce Officer Executive Admin Asst Sales and Marketing Associate Position Title 288 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 2003-2004 City of Flagstaff Pay Plan Appendix B – City of Flagstaff Pay Plan City of Flagstaff, AZ Annual Financial Plan N Detective/Corporal N Fleet Supervisor N Spec Services Supv E Assistant Fuel Manager E City Clerk E Visitor Center Supervisor 11100 11101 11103 21106 21104 21107 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 11 B-3-2 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 Contract Specialist 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 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 N E E 10909 10911 10922 10931 10923 10920 10928 10907 10924 10921 10925 10900 10902 10904 10919 10915 10903 10914 10926 10918 10929 10916 20905 20903 Position Title 9 B-2-5 Range Pos # 289 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 2003-2004 City of Flagstaff Pay Plan Appendix B – City of Flagstaff Pay Plan City of Flagstaff, AZ Annual Financial Plan 290 14 C-4-3 13 C-4-2 12 C-4-1 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 21326 21301 21305 21321 21319 21320 21322 21309 21303 21324 21323 21308 21327 21325 21404 21422 21410 21420 21405 21419 21412 21418 21421 21406 21409 21417 21414 21416 N N N N N N N 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 11207 11201 11209 11208 11206 21211 21235 21233 21213 21234 21230 21232 21204 21225 21201 21203 21207 21216 21231 21209 21222 21208 21223 21236 21237 21200 21238 11303 11301 Range Pos # Airport Manager Environ Program Manager Fleet Management Supt Fuel Manager Long Range Planner Police Communications Manager Police Support Svc Manager Redevelopment Program Mgr Senior Capital Planner Senior Project Manager Streets Superintendent Survey/Mapping Supv Traffic Engineering Mgr Utilities Engineer Construction Manager Current Planner Facilities Maint Supt GIS Manager Housing Planner Client Service Administrator Network Analyst Plant Supervisor Project Manager II (E) Real Estate Manager Risk Manager Transportation Planner Urban Design Planner Utility Service Supervisor Accountant II Auditor II Database Analyst Engineering Project Manager I GIS Systems Analyst Programmer/Analyst II Traffic Proj & R/W Mgr Asst City Atty - Pros Building and Safety Manager Client Service Administrator Customer Service Mgr Deputy Court Administrator Environ Project Specialist Environ Services Manager Grants Manager Human Resources Analyst Industrial Waste Supv Library Info Sys Coord Library Manager Management Asst - PIO Network Analyst Eng Project Manager I (E) Parks Superintendent Planner Recreation Superintendent Sales and Marketing Manager Stormwater Services Analyst Streets Supervisor Water Conservation Manager Engineering Project Manager II Police Sergeant 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 2003-2004 City of Flagstaff Pay Plan Appendix B – City of Flagstaff Pay Plan City of Flagstaff, AZ Annual Financial Plan 291 26 F-10-2 22 E-8-2 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 22601 22103 22101 22106 22100 22102 22105 22200 22201 21505 21506 21502 21510 21501 21509 11500 21503 21504 21512 21500 21602 21607 21609 21608 21601 21700 21706 21710 21712 21711 21701 21702 21707 21800 21803 21801 21802 21900 Range Pos # 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 Finance/Budget Manager Fire Battalion Chief Police Lieutenant Private Dev Engineer Stormwater Program Mgr 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 E City Manager 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 E N Position Title 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 2003-2004 City of Flagstaff Pay Plan Appendix B – City of Flagstaff Pay Plan City of Flagstaff, AZ Annual Financial Plan 11300 N 13 292 9 Range 9 11106 N Pos # 10903 N Pos # 10905 N 9 Range 10813 N Pos # 8 Range Water Services Technician - MSW Position Title Plant Technician - MSW Position Title Fire Captain Fire Engineer Firefighter Position Title 11.19 895.20 1939.60 23275.20 Entry 12.12 969.60 2100.80 25209.60 LI#1 11.1071 1244.00 2695.33 32344.00 11.7786 1319.20 2858.27 34299.20 15.4429 1729.60 3747.47 44969.60 Min Step 1 12.12 969.60 2100.80 25209.60 LI#1 13.37 1069.60 2317.47 27809.60 LI#2 11.5286 1291.20 2797.60 33571.20 12.2286 1369.60 2967.47 35609.60 15.9643 1788.00 3874.00 46488.00 Step 2 12.3643 1384.80 3000.40 36004.80 13.1286 1470.40 3185.87 38230.40 17.0143 1905.60 4128.80 49545.60 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 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 Mid 5-11 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 Mid 12+ Step 7 13.37 1069.60 2317.47 27809.60 LI#2 14.87 1189.60 2577.47 30929.60 LI#3 14.87 1189.60 2577.47 30929.60 LII 16.37 1309.60 2837.47 34049.60 LII#1 16.37 1309.60 2837.47 34049.60 Next 18.12 1449.60 3140.80 37689.60 LII#2 18.12 1449.60 3140.80 37689.60 L3#1 20.12 1609.60 3487.47 41849.60 LII#3 20.12 1609.60 3487.47 41849.60 L3#2 22.75 1820.00 3943.33 47320.00 Max 2003-2004 City of Flagstaff Pay Plan Skill Based Pay 11.9500 1338.40 2899.87 34798.40 12.6786 1420.00 3076.67 36920.00 16.4929 1847.20 4002.27 48027.20 Step 3 2003-2004 City of Flagstaff Pay Plan 2912 Hours 22.75 1820.00 3943.33 47320.00 Max 14.0500 1573.60 3409.47 40913.60 14.9286 1672.00 3622.67 43472.00 19.1143 2140.80 4638.40 55660.80 Step 8 14.4643 1620.00 3510.00 42120.00 15.3786 1722.40 3731.87 44782.40 19.6429 2200.00 4766.67 57200.00 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 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 Step 11 21.2143 2376.00 5148.00 61776.00 Step 12 21.7714 2438.40 5283.20 63398.40 Step 13 Appendix B – City of Flagstaff Pay Plan City of Flagstaff, AZ Annual Financial Plan BB-3 Band BB-B2 Band BB-A1 Band 80301 N 80302 80303 80401 N 80402 80403 Pos # 80201 N 80202 80203 Pos # 80101 N 80102 80103 Pos # 293 Water Services Spec Plant Specialist Position Title Admin Specialist Position Title Admin Assistant Position Title 17.07 1365.55 2958.70 35504.38 17.65 1411.91 3059.13 36709.55 Step 3 Minimum Step 1 Step 2 16.49 1319.20 2858.27 34299.20 12.52 1001.55 2170.03 26040.38 12.13 970.78 2103.35 25240.19 Step 3 Minimum Step 1 Step 2 11.75 940.00 2036.67 24440.00 9.67 773.27 1675.42 20105.04 Step 3 9.30 744.24 1612.51 19350.12 8.94 715.20 1549.60 18595.20 Minimum Step 1 Step 2 18.23 1458.26 3159.56 37914.73 Step 4 12.90 1032.33 2236.71 26840.56 Step 4 10.03 802.31 1738.33 20859.95 Step 4 18.81 1504.61 3259.99 39119.91 Step 5 13.29 1063.11 2303.40 27640.75 Step 5 10.39 831.34 1801.24 21614.87 Step 5 11.12 889.41 1927.06 23124.71 Step 7 14.06 1124.66 2436.76 29241.13 Step 7 19.39 1550.96 3360.42 40325.08 Step 6 19.97 1597.32 3460.85 41530.26 Step 7 Zone 1 13.67 1093.88 2370.08 28440.94 Step 6 Zone 1 10.75 860.38 1864.15 22369.79 Step 6 Zone 1 20.55 1643.67 3561.29 42735.44 Step 8 14.44 1155.44 2503.44 30041.32 Step 8 11.48 918.45 1989.97 23879.62 Step 8 12.21 976.52 2115.79 25389.46 21.13 1690.02 3661.72 43940.61 Step 9 12.57 1005.55 2178.70 26144.38 13.30 1063.62 2304.52 27654.21 Zone 3 12.93 1034.59 2241.61 26899.29 13.66 1092.66 2367.43 28409.13 14.02 1121.69 2430.34 29164.05 14.38 1150.73 2493.25 29918.96 14.75 1179.76 2556.16 30673.88 15.11 1208.80 2619.07 31428.80 15.21 1216.99 2636.81 31641.69 16.37 1309.32 2836.85 34042.26 Zone 3 15.98 1278.54 2770.17 33242.07 16.75 1340.09 2903.54 34842.45 17.14 1370.87 2970.22 35642.64 17.52 1401.65 3036.90 36442.82 17.91 1432.42 3103.58 37243.01 18.29 1463.20 3170.27 38043.20 21.70 1736.38 3762.15 45145.79 22.28 1782.73 3862.58 46350.96 22.86 1829.08 3963.01 47556.14 23.44 1875.44 4063.44 48761.32 24.02 1921.79 4163.87 49966.49 24.60 1968.14 4264.31 51171.67 25.18 2014.49 4364.74 52376.85 25.76 2060.85 4465.17 53582.02 26.34 2107.20 4565.60 54787.20 Maximum Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 Step 16 Step 17 Step 18 15.60 1247.76 2703.49 32441.88 Maximum Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 Step 16 Step 17 Step 18 Zone 2 14.83 1186.21 2570.13 30841.51 Step 9 Zone 3 Maximum Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 Step 16 Step 17 Step 18 Zone 2 11.84 947.48 2052.88 24634.54 Step 9 Zone 2 2003-2004 City of Flagstaff Pay Plan Broad Banding Appendix B – City of Flagstaff Pay Plan City of Flagstaff, AZ Appendix C – Resolution for Budget Adoption RESOLUTION NO. 2003-50 A RESOLUTION FOR THE ADOPTION OF THE BUDGET FOR FISCAL YEAR 2003-2004; 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 17, 2003 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 17, 2003, 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 15, 2003, 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 2003-2004. 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, 2003. PASSED AND ADOPTED by the Council and approved by the Mayor of the City of Flagstaff, this 1st day of July, 2003. /s/ Joseph C. Donaldson MAYOR ATTEST: /s/ Elizabeth A. Burke CITY CLERK APPROVED AS TO FORM: /s/ Joseph R. Bertoldo CITY ATTORNEY Annual Financial Plan 294 City of Flagstaff, AZ Appendix D – Property Tax Levy Ordinance ORDINANCE NO. 2003-12 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, 2004; AND DECLARING AN EMERGENCY. WHEREAS, by the provisions of State law, the ordinance levying taxes for fiscal year 2003-2004 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, 2004. 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, 2004. 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 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. Annual Financial Plan 295 City of Flagstaff, AZ Appendix D – Property Tax Levy Ordinance 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 15, 2003. PASSED AND ADOPTED by the Council and approved by the Mayor of the City of Flagstaff, this 15th day of July, 2003. /s/ Joseph C. Donaldson MAYOR ATTEST: /s/ Elizabeth A. Burke CITY CLERK APPROVED AS TO FORM: /s/ Joseph R. Bertoldo CITY ATTORNEY Annual Financial Plan 296 City of Flagstaff, AZ Appendix E – Full Cost Plan Summary of Allocation Basis 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. Full-Cost Plan Summary of Allocation Basis Building Use: City Hall-Gross square feet of assigned spaces. Coconino Warehouse- Gross square feet assigned spaces. Single Use-Value of building utilized. of Equipment Use: General-Inventory of assigned equipment. ND Computer-Number of personal computers. Management Services Admin: Department Admin-Personal services supervised or served. Other-Direct allocation to Other. 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 Admin-Other. units 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 Employee Benefits: Services-Number of permanent full-time equivalent positions served. ND Insurance: General Fund-Total budget less capital of units served. Other Funds-Risk Management insurance costs for non-general use. Management Services Mail Services: Services-Number of pieces of mail processed during six months. ND Consultants: Audit & Fiscal-Total budgeted expenditures of units served. Other Services-Direct allocation to ND ConsultantsOther. Management Services Grant Admin: Services-Grant revenues. Council & Commissions: Council-Total budget, capital at 10% of units served. Boards-Total budget by fund, less capital carryover. Management Services Warehouse: Services-Cost of items issued through warehouse. Management Services Property Mgmt: Services-Estimated effort spent on projects. 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. 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. Finance: General Account-Total budgeted expenditures of units served. Journal Entry-Number of Receipt & Journal transactions. Accounts Payable-Number of Accounts Payable transactions. City Attorney: Civil Division-Total budget, capital at 10%, of units served. Criminal & Other-Direct allocation to City AttorneyOther Annual Financial Plan of 297 City of Flagstaff, AZ Appendix E – Full Cost Plan Summary of Allocation Basis Payroll-Number of payroll checks issued. Budget Programs-Number of programs. Budget Fiscal-Total budget, capital at 10%, of units served. 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. Field Reading-Direct allocation to utilities. 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. 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. Public Works Administration: Director-Estimated effort expended by Public Works Director. Secretary-Estimated effort expended by Public Works Director’s Secretary. Engineering: Traffic Engineer-Direct allocation to Highway User Fund. Stormwater-Percentage of hours spent on projects. ADEQ Plan-Direct allocation to General Fund-Other. Rio de Flag-Direct allocation to General Fund-Other. Building Permit-Direct allocation to General FundOther. Other-Dollar value of permits issued in prior year. 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. 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. Soil Remediation: Services-Charges for services provided by Public Works Mechanical Shop. Contributions: United Way-Total budget by fund, less capital. Others-Direct allocation to Contributions. Mechanical Shop: Services-Charges for services provided by Public Works Mechanical Shop. Annual Financial Plan 298 City of Flagstaff, AZ Appendix F – Glossary BBB – Revenue derived from a two percent (2%) excise tax on hotels (bed), restaurants (board) and, bar receipts (booze), therefore, the "BBB" tax. GLOSSARY Accrual Basis of Accounting – A method of accounting in which revenues are recorded when measurable and earned, and expenditures (or expenses) are recognized when a good or service is used. BNSF – Burlington Northern Santa Fe Railroad Company 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, called the maturity date(s), together with periodic interest at a specific rate. ACTIVITY – The purpose/activity or group of subactivities within a function/program for which the city is responsible. ADA – Americans with Disabilities Act 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. 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 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. 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. 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. 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) ATP – Administrative/Technical Personnel 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. AWWA – Association Wastewater CAPITAL OUTLAY – Expenditures that result in the acquisition of or addition to fixed assets. BALANCED BUDGET – A budget in which current revenues equal current expenditures. The legal requirements for a balanced budget may be set by the State or local government. 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, American Annual Financial Plan Water and 299 City of Flagstaff, AZ Appendix F – Glossary bridges, drainage, street lighting, water system, etc. Capital projects are permanent attachments intended to remain to the land. DEBT SERVICE – Payment of principal, interest, and related service charges on obligations resulting from the issuance of bonds. 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 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. DEBT SERVICE FUND REQUIREMENTS – The amounts of revenue that must be provided for a Debt Service Fund so that all principal and interest payments can be made in full on schedule. 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. EMT - Executive Management Team - Team members selected from throughout the organization to participate in process improvement regarding organizational development. DEPARTMENT – A major administrative division of the City that indicates overall management responsibility for an operation or group of related operations within a functional area. 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. 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. 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. ENTERPRISE FUND – An Accounting entity established to account for the acquisition, operation and maintenance of governmental facilities, and services which are entirely or predominately selfsupporting. ESTIMATED REVENUE – The amount of projected revenue to be collected during the fiscal year. 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/EXPENSE – This term refers to the outflow of funds paid for an asset obtained or goods and services obtained. CONTRACTUAL SERVICES – Contracted service used for operating or construction activities. Examples include Legal Fees, Postage & Freight, Rents, Utilities, and Debt Service costs. EXPENDITURE LIMITATION – The Arizona State Legislature imposed constitutional amendment that limits the annual expenditures of all municipalities. The Economic Estimates Commission based on population growth and inflation sets this limit. COST CENTER – An organizational budget and/or operating unit within each City division or department. FAA – Federal Aviation Administration FCP – Flagstaff Cultural Partners – Created by the Alliance to establish local arts, cultural and science programs. CSR – Customer Service Representative CTAC – Citizens Transportation Advisory Committee Annual Financial Plan 300 City of Flagstaff, AZ Appendix F – Glossary FHWA – Federal Highway Administration GENERAL ADMINISTRATION DEPARTMENT – Refers to the following group of Divisions: City Manager, City Clerk, Capital Management, Law, City Court, Tourism Administration, and Visitor Services. 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. GENERAL FUND – A fund used to account for all general-purpose transactions of the City that do not require a special type of fund. 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. GENERAL GOVERNMENT REVENUE – The revenues of a government other than those derived from and retained in an enterprise fund. 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. GENERAL OBLIGATION BONDS – (G.O.) Bonds that finance a variety of public projects such as streets, buildings, and improvements. The repayment of these bonds is usually made from secondary property taxes. FMLA – Family Medical Leave Act Planning 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. FTE – Full-Time Equivalent – A position, permanent or temporary, based on 2,080 hours per year. Parttime positions are converted for budget purposes to a decimal equivalent of a full-time 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. GRANT – A contribution by the state or federal government or other agency to support a particular function. FMPO – Organization Flagstaff Metropolitan FTA – Federal Transit Administration 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. 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. INTERFUND TRANSFER – Amounts transferred from one fund to another. JCEF – Judicial Collection Enforcement Fund FUND BALANCE – Fund balance is the excess of assets over liabilities and reserves and is, therefore, also known as surplus funds. LEAF – Law Enforcement Administrative Facility – A shared facility between Coconino County and the City of Flagstaff. FUNDS CARRIED FORWARD – The balance of operating funds brought forward from prior years. LERRDS – Corps of Engineers acronym for, “Lands, Easements, Rights-of-way, Relocations, and Disposals.” 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. LMWTP – Lake Mary Water Treatment Plant 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. GAAP - Generally Accepted Accounting Principles – Financial accounting and reporting conventions, rules, and procedures that a business entity must use in preparing external financial statements. Annual Financial Plan MIS – Management Information Systems 301 City of Flagstaff, AZ Appendix F – Glossary MODIFIED ACCRUAL ACCOUNTING – Basis of accounting required for use by governmental funds in which revenues are recognized in the period in which they become available and measurable, and expenditures are recognized at the time a liability is incurred. PERFORMANCE INDICATORS – Measures used to evaluate the performance of a program or activity. Effectiveness and efficiency are two types of "outcome" performance indicators. 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. MPO – Metropolitan Planning Organization 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. PERSONNEL SERVICES – Expenditures for salaries, wages and fringe benefits of a government's employees. 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. PFAC – Ponderosa Fire Advisory Council 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. NAU – Northern Arizona University 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, NonDepartmental, 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. NRFP – North Reservoir Filtration Plant 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. OBJECTIVES – A statement of specific measurable outcomes that contribute toward accomplishing the departmental mission. PROPERTY TAX LEVY – The total amount to be raised by general property taxes for purposes specified in the Tax Levy Ordinance. OPERATING BUDGET – A budget for general expenditures such as salaries, utilities, and supplies. PRV – Pressure reduction valve NPDES – National Pollutant Discharge Elimination System 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-you-go capital expenditures. Health PURCHASED CAPITAL OUTLAY – Acquisition of any item of capital that is complete in and of itself when it is purchased. OUTSIDE AGENCIES – Refers to organizations, which are not associated with or can be allocated to any particular Department. RECURRING REVENUES – Revenue sources available on a constant basis to support operating and capital budgetary needs. OSHA – Occupational, Administration Annual Financial Plan Safety, and 302 City of Flagstaff, AZ Appendix F – Glossary TAX RATE – The amount of tax levied for each $100 of assessed valuation. RESERVES – Account that records a portion of the fund equity that must be segregated for some future use and that is, therefore, not available for further appropriation or expenditure. TEA-21 – Transportation Equity Act for the 21st Century RESTRICTED REVENUES – Are legally restricted for a specific purpose by the Federal, State, and local government. URBAN DESIGN – Refers to the following group of Divisions: Beautification-General Administration, Streetscape, Flagstaff Urban Trails System, Rehabilitation Projects, and Reserve-Beautification. RFP – REQUEST FOR PROPOSAL – A request for an offer, by one party to another, based on a requested scope of services. USDOT – United Transportation 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. States Department of USFS – United States Forest Service USGS – United States Geological Survey UTILITIES DEPARTMENT – Refers to the following Divisions: Betterments & Improvements Water District, Betterments & Improvements Water Production, Debt Service-Sewer, Debt ServiceWater, 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. REVENUES – Amounts estimated to be received from taxes and other sources during the fiscal year. SCADA – Supervisory and Control Data Acquisition. This is a program used by the Utilities Department. 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. WIFA – Water Infrastructure Financing Authority 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. SID – Special Improvement District SPECIAL REVENUE FUND - Fund used to account for revenues from specific taxes or other earmarked revenue sources that by law are designated to finance particular functions or activities of government. STREET AND HIGHWAY BONDS – Bonds that are secured by the City's Highway User Revenues and used for the construction of street, highway and related capital projects. STS – Safe To School. TAX LEVY – The total amount to be raised by general property taxes for purposes specified in the Tax Levy Ordinance. Annual Financial Plan 303 City of Flagstaff, AZ Appendix G – List of Acronyms ACRONYMS Acronym Description ADA ADEQ ADOT AOC AOT APP ARB ARS ATA ATP ATTF AWWA AZBO BBB BNSF CAFR CCC CD CDBG CID CIP COL CPM CPR CSR CTAC CVB CY DBM DES DOJ DPS DRB EAC EOC EMT FAA FBI FCP FEMA FHWA FIT FMLA FMPO FTA FTE FUTS FY GAAP GASB GFEC GFOA GIS GO GPLET Americans with Disabilities Act Arizona Department of Environmental Quality Arizona Department of Transportation Administrative Office of the Courts Arizona State Office of Tourism Aquifer Protection Permit Accident Review Board Arizona Revised Statutes Arizona Tourism Alliance Administrative/Technical Personnel Anti Terrorism Task Force American Water and Wastewater Association Arizona Building Officials Bed, Board, and Booze Tax Burlington Northern Santa Fe Railroad Company Comprehension Annual Financial Report Coconino Community College Community Development Community Development Block Grant Capital Improvement Division Capital Improvement Plan/Projects Cost of Living Center for Performance Measurement Cardio-Pulmonary Resuscitation Customer Service Representative Citizens Transportation Advisory Committee Convention and Visitor Bureau Calendar Year Decision Band Method Department of Economic Security Department of Justice Department of Public Safety Development Review Board Employee Advisory Committee Emergency Operations Center Executive Management Team Federal Aviation Administration Federal Bureau of Investigation Flagstaff Cultural Partners Federal Emergency Management Agency Federal Highway Administration Flagstaff Interagency Taskforce for Safe Housing Family Medical Leave Act Flagstaff Metropolitan Planning Organization Federal Transit Administration Full-Time Equivalent Flagstaff Urban Trail System Fiscal Year Generally Accepted Accounting Principles Government Accounting Standards Board Greater Flagstaff Economic Council Government Finance Officers Association Geographic Information System General Obligation Government Property Lease Excise Tax Annual Financial Plan 304 City of Flagstaff, AZ Appendix G – List of Acronyms ACRONYMS Acronym Description GREAT GSA HASTC HIPAA HUD HURF ICBO ICMA IGA JCEF JTTF LDC LEAF LERRDS LMWTP LTAF MIS MOU MPO MRF NABA NAPEBT NAU NFPA NPDES O&M OD OMB OSHA P&Z PFAC PFC PIO PIT PRV PW QSI RFP RJ RLTP ROW RSL SCADA SID STS TEA-21 USDOT USFS USGS VC VRC WIFA WOW Gang Resistance Education and Training Government Services Administration High Altitude Sports Training Complex Health Insurance Portability and Accountability Act Housing and Urban Development Highway User Revenue Fund International Council of Building Officials International City/County Management Association Intergovernmental Agreement Judicial Collection Enhancement Fund Joint Terrorism Task Force Land Development Code Law Enforcement Administrative Facility Lands, Easements, Rights-of-way, Relocations, and Disposals Lake Mary Water Treatment Plant Local Transportation Assistance Funds Management Information Systems Memorandum of Understanding Metropolitan Planning Organization Materials Recovery Facility Northern Arizona Building Association Northern Arizona Public Employees Benefit Trust Northern Arizona University National Fire Protection Association National Pollutant Discharge Elimination System Operations and Maintenance Organizational Development Office of Management and Budget Occupational, Safety, and Health Administration Planning and Zoning Ponderosa Fire Advisory Council Passenger Facility Charge Public Information Officer Project Implementation Team Pressure Reduction Valve Public Works Quality Service Increase Request for Proposal Regional Jet Regional Land Use and Transportation Plan (Flagstaff area) Right of Way Revised Service Level Supervisory and Control Data Acquisition Special Improvement District Safe-to-School Transportation Equity Act for the 21st Century United States Department of Transportation United States Forest Service United States Geological Survey Visitor Center Vacancy Review Committee Water Infrastructure Financing Authority Wonderful Outstanding Workers Annual Financial Plan 305 City of Flagstaff, AZ Appendix H – Council Goals Council Goals The City of Flagstaff Council undertook a tremendous effort in FY 2003 to review citywide goals adopted in FY 2002. 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 2004 budget. All divisions had to identify their objectives within one of the goal areas. The first review of these goals was undertaken in October 2002 to coincide with the fall Council retreat. The update status for the following goals relates to that timeframe. The following list highlights the ten major areas established by Council and the complete work plan ensues. Economic Development /Redevelopment Fiscal Health Public Safety Affordable Housing Capital Improvements Customer Service Planning for Growth Collaboration Quality of Life Organizational Support Annual Financial Plan 306 City of Flagstaff, AZ Appendix H – Council Goals 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 2004 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 startup 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. STATUS: Hired staff member. Completed GADA grant program. Applied for DOC funding to continue Strategy Statement: Shift dependence to less recessionprone industries 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. STATUS: Interviewed local business for effects. Primary USGS expansion opportunity 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, Nestle Purina, Walgreen’s, and others. Develop recruitment and retention strategies to attract/keep those business, once identified, that support large employers’ supply chains. STATUS: Ongoing. Employment figures better – AZ and Nation. Recruitment and retention strategies created. Strategy Statement: Create policy to make economic development more attractive for our desired targets. Development 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. STATUS: Completed Incentive Created BPI zoning specific to Airpark Annual Financial Plan 307 GFEC Program City of Flagstaff, AZ Appendix H – Council Goals GOAL STATEMENT ECONOMIC DEVELOPMENT/ REDEVELOPMENT FY 2004 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. STATUS: Participated in major Council policy discussion. Meet regularly as staff to address issue Strategy Statement: Employment growth salary levels. 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. STATUS: Ongoing program effort with weekly site visits Strategy Statement: Maximize economic opportunity through thoughtful analysis and policy formation. GFEC Analyze our workforce as an economic development asset by engaging in studies to: Underemployed (overqualified) in their current positions to determine currently available labor resources. Determine if NAU alumni wish to remain in Flagstaff and what their skill sets are. STATUS: RFP’s out to analyze underemployed labor force, skill sets and Corp needs. Using NAU database for recruitment. Strategy Statement: CIP plan overall goal is valueadded investment. Look for opportunities to develop (infrastructure) land inventory that will promote complementary economic development in our targeted industries. GFEC STATUS: Working for adoption of Yavapai Land Exchange legislation. Coordinating telecom program Annual Financial Plan 308 City of Flagstaff, AZ Appendix H – Council Goals GOAL STATEMENT ECONOMIC DEVELOPMENT/ REDEVELOPMENT FY 2004 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. RESPONSIBILITY CVB By working with the arts, educational, and scientific organizations and others, identify niche markets with high value customers. STATUS: In process 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. STATUS: All attraction releases universal 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. STATUS: Ongoing 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. CVB CVB CVB STATUS: RFP out. Six responses received and are being evaluated. 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. CVB STATUS: All shows attended Strengthen regional marketing efforts (AZ Rocks, N. AZ Coalition, etc.) by positioning Flagstaff as the leader and hub of Northern Arizona. STATUS: Hired coordinator Set and accomplish aggressive quarterly telemarketing, sales call, and cold call goals. CVB STATUS: In process Annual Financial Plan 309 City of Flagstaff, AZ Appendix H – Council Goals GOAL STATEMENT ECONOMIC DEVELOPMENT/ REDEVELOPMENT FY 2004 AND FUTURE WORK PROGRAM STRATEGIES Strategy Statement: Establish enthusiasm in the community for tourism-related activities; create a local base of that would open the door to additional opportunities. RESPONSIBILITY CVB Work closely with business 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. STATUS: Presentation to Council; Events & Marketing GFEC brand reinforces community brand 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. STATUS: Brochure completed as first step in process. 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 industry seat, and imposing a directional emphasis to fully utilize the power and influence of the Tourism Commission. STATUS: Completed. Formed three task forces 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. STATUS: Reassess the program, development marketing, and tripled distribution. 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. CVB CVB CVB CVB CVB CD A lifestyle theme will be used to appeal to specific retailers and corporations. STATUS: Four ads running in trade publications. Brand reinforces community brand. Booth at Urban Land Institute Annual Financial Plan 310 City of Flagstaff, AZ Appendix H – Council Goals GOAL STATEMENT ECONOMIC DEVELOPMENT/ REDEVELOPMENT FY 2004 AND FUTURE WORK PROGRAM STRATEGIES RESPONSIBILITY CD Strategy: Downtown Redevelopment 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. STATUS: 177 Conference Center RFP’s out Civic, justice, parking components presented for public review – bond. Development scenarios completed 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. STATUS: Auto park consultants Preliminary site plan in hand Strategy: Southside Warehouse District hired. CD 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; serving as the catalyst for additional investment in the Southside neighborhood. 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. STATUS: Design concepts completed Annual Financial Plan 311 City of Flagstaff, AZ Appendix H – Council Goals GOAL STATEMENT ECONOMIC DEVELOPMENT/ REDEVELOPMENT FY 2004 AND FUTURE WORK PROGRAM STRATEGIES Strategy: Rio de Flag RESPONSIBILITY 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. STATUS: Aggressively pursuing Federal funding Strategy: Stone Container CD Work with the developer to create plans for a mixed-use neighborhood center that may also include some regional business or headquarters. Project should serve as an anchor on Butler Avenue and eventual link and Gateway to the Southside and NAU. STATUS: Ongoing work with developer 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. STATUS: See above – ongoing work with developer 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. STATUS: T-21 funding secured ($500K) Strategy: Milton Road 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. STATUS: Finalizing recommendation Strategy: USGS Continue to address new employment base opportunities and fund campus Master Plan improvements. Annual Financial Plan 312 City of Flagstaff, AZ Appendix H – Council Goals 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. FY 2004 AND FUTURE WORK PROGRAM STRATEGIES Capital Improvements – work with CIP to develop comprehensive plan of infrastructure needs RESPONSIBILITY CIP, PW, Finance, Utilities STATUS: Ongoing Expenditure control – consider development of incentives versus penalties relative to year-end expenditures. Finance/ Team 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. Budget STATUS: Ongoing Fee Policies – Develop a policy of mandatory fee reviews including frequency and responsibility. Finance STATUS: Complete by 6-30-03 Work Smarter –In an effort to reduce redundant work and paper work, explore electronic opportunities, i.e., online contracts, faxing of purchase orders. EMT Coordinating Committee STATUS: Ongoing New Revenues – Implement fee recommendations from 2002 user fee study. Finance STATUS: In process Impact fees – Implement impact fee recommendations as desired. Planning STATUS: In process Leverage grants – Find grants for the Rio de Flag project and other projects as may be desirable. Finance STATUS: In process Stormwater Utility – Finalize the policies and fee structure for implementation in December 2002. STATUS: Considering alternative dates and phasing Cost allocation – Implement new cost allocation methodology and start process of including overhead recovery in grants. STATUS: Completed Water and Sewer capacity charges – Implement increased capacity charges based on 2002 analysis. STATUS: Completed Public Private Partnerships – look for ongoing opportunities to coordinate infrastructure development to meet the needs of both parties. – In process with NAU and reclaimed line construction on the campus STATUS: Ongoing Fleet Purchases – consideration to extend the useful lives and years on replacement criteria. Engineering, Utilities, Finance Finance Utilities PW, Utilities, Engineering Fleet Committee STATUS: Completed Annual Financial Plan 313 City of Flagstaff, AZ Appendix H – Council Goals GOAL STATEMENT FISCAL HEALTH FY 2004 AND FUTURE WORK PROGRAM STRATEGIES Utilities Optimization program - Continue implementation, a program designed to reduce job redundancy and incorporate better technology. STATUS: Skill based in place with the wastewater plants. The maintenance crews will be the next area. ICMA benchmarking- formalize budget and decision process to consider comparative data. STATUS: Second year of program will give more complete data. Credit Cards – Implement the credit card program citywide to reduce cost of processing. STATUS: Working on implementation at customer service Bond Program – based on an unfunded needs develop a bond program and financing alternatives. STATUS: Underway Sales Tax – remove the expiration clause on the City 1% Sales Tax to create revenue stability FY 04: FY 04: FY 04: FY 04: FY 04: Annual Financial Plan STATUS: Future work strategy Incorporate reduced maintenance as capital criteria. Example is the radio read meter program on the inner basin pipe replacement Invest excess City fund and achieve a rate higher than the Arizona State Treasurer’s Pool, current funds outside the pool earn 3.95% outside the fund, LGIP at 2.16% Integrate software systems with the financial mainframe to the extent possible. Identify operational impacts of capital projects and other decisions to incorporate a sustainability analysis. Maintain accounting standards and reporting to ensure good bond ratings. 314 RESPONSIBILITY Utilities Budget Team Purchasing Finance, CIP, PW, Fire Finance CIP, PW, Utilities, Finance Finance Courts, Recreation, Finance All Departments, Finance Finance. City of Flagstaff, AZ Appendix H – Council Goals PUBLIC SAFETY GOAL STATEMENT PUBLIC SAFETY FY 2004 AND FUTURE WORK PROGRAM STRATEGIES The goal is to maintain a safe community through an integrated public safety system that addressed the underlying issues affecting public safety, health and quality of life. 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. Discussion: The City 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 if the optimal use of public safety services and will result in an enhanced quality of life for the community. RESPONSIBILITY All STATUS: Fire – Communication committee continues to work on improving alarm services. Continue to address public health and safety issues of mutual concern. Clean & Green to continue the abandoned vehicle and litter control programs in partnership with block watch and neighborhood organizations. Clean & Green Police STATUS: Block watches focus on local issues including removing abandoned vehicles. Push decision-making down to the lowest competent level to increase efficiency. The City Manager’s office leads the effort to communicate with all the staff current issues facing the City. All STATUS: The City Manager’s office leads the effort to communicate with all the staff on current issues facing the City. 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. All STATUS: Approximately 78 Block Watches exist along with a core of Block Watch captains who meet to discuss problem solving ideas and initiatives. Continue participation in after school programs as well as those during school hours that offer opportunities for education, mentoring and value building. Police Fire Parks & Recreation STATUS: The DARE and GREAT programs continue as the primary prevention programs in the public schools. 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 programs. Parks & Recreation Police Fire STATUS: The GREAT camp, Jam Zone, and Teen Night are examples of partnering efforts with other departments, local schools, and non-profit organizations safe activities for area youth. Annual Financial Plan 315 City of Flagstaff, AZ Appendix H – Council Goals GOAL STATEMENT PUBLIC SAFETY FY 2004 AND FUTURE WORK PROGRAM STRATEGIES RESPONSIBILITY Review Park security issues, as well as the impact of alcohol on Park Use and Permit Policies. Police Parks & Recreation Fire STATUS: Activities are monitored at local parks and recommendations are made as needed. All Continue participation in United Way partnerships such as the Sunnyside Neighborhood Association, Success by Six, and Weed & Seed, to address social issues and foster neighborhood responsibility STATUS: These efforts are ongoing. Employees also participated on the YMCA committee and Detox committee. Use every opportunity and community forum to educate residents of their responsibility to contribute to the wellbeing 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. All STATUS: Efforts continue via block watches, citizen police academies, and most recently dealing with issues of Homeland Security and issues dealing with localized disasters such as wildfires. Provide sufficient resources to focus on preventive public safety initiatives such as fuel management, fire code enforcement, and development review. The City continues to pursue a myriad of grant opportunities to support this work program. Fire STATUS: The City continues to pursue a myriad of grant opportunities to support this work program. Staff, train and equip City Public Safety to contend with the realized demand for service within the community. Fire Police STATUS: Police services are somewhat strained due to worldwide events that have increased public forums and citizen involvement in controversial issues. Adequately respond to realize demand for emergency services and prepare for the potential demands associated with disaster management. All STATUS: Efforts are underway to design and properly equip an emergency operations center. A disaster drill was conducted to practice for possible scenarios. Annual Financial Plan 316 City of Flagstaff, AZ Appendix H – Council Goals 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. FY 2004 AND FUTURE WORK PROGRAM STRATEGIES Update the Consolidated Plan (Annual Action Plan) for continued federal funding RESPONSIBILITY Planning STATUS: Completed May 31, 2002 Retrieve the DDA designation to increase the chances for increased LIHTC allocations. STATUS: Pending Maintain a close working/planning relationship with the New Arizona Department of Housing. STATUS: Ongoing Raise the FHA Mortgage Insurance Limit for Coconino County Raise the Fair Market Rents for Coconino County. STATUS: Completed February 2002 Raise the Fair Market Rents for Coconino County. STATUS: Completed October 1, 2002 Update Affordable Housing Gap Analysis in Arizona Department of Housing Format. STATUS: Target July 31, 2003 Revise Sunnyside Neighborhood Revitalization Strategy per HUD direction to include more social service and economic development strategies and investigate new staff needs associated with a higher level of neighborhood services. Develop policy recommendations to City Council for addressing identified affordable housing problems. Successfully Implement affordable housing policy as mandated by Council. Maintain current knowledge of state of the art housing program and policy initiatives undertaken successfully by other jurisdictions. Develop new private for-profit and non-profit resources Annual Financial Plan STATUS: Target June 30, 2003. Successfully implement the LDC based affordable housing incentive Ordinance (No. 2001-14) Planning STATUS: Ongoing Develop a Community Land Trust (non-profit agency) to homeownership for low-income homeowners. STATUS: Planning Target June 30, 2003 317 City of Flagstaff, AZ Appendix H – Council Goals GOAL STATEMENT AFFORDABLE HOUSING FY 2004 AND FUTURE WORK PROGRAM STRATEGIES Continue to create and expand non-profit housing agency resources. RESPONSIBILITY Planning STATUS: Ongoing Complete an analysis of successful housing initiatives conducted by municipalities with similar housing market conditions. STATUS: Ongoing 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 Successfully obtain multiple grant resources from the newly establishes Arizona Department of Housing to augment CDBG funds. STATUS: Ongoing Proactively cultivate the interest of multiple LIHTC developers for the construction of new and the rehabilitation of existing rental housing developments. STATUS: Ongoing Make City land available for affordable rental housing developments where appropriate. Planning Planning, Non-profit tax credit developers, For-profit tax credit developers, Arizona Department of Housing STATUS: Ponderosa Homes Target Build Out December 2004 Significantly reduce the substandard housing stock Continue to fund and coordinate owner occupied housing rehabilitation programs STATUS: Ongoing Planning, Private Contractors, Affordable Housing Coalition Incorporate the elimination of severely deteriorated housing and substandard trailer parks in affordable housing development efforts. STATUS: Ongoing Increase the supply of entry level owner occupied homes available to low, moderate and middle income households Continue to fund and coordinate non-profit housing construction programs to build entry-level homes. STATUS: Ongoing 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 Planning, Habitat for Humanity, Affordable Housing Coalition, Private Developers, Private Design, Professionals STATUS: Received proposals for Ponderosa and Rio Homes April 2002. Annual Financial Plan 318 City of Flagstaff, AZ Appendix H – Council Goals GOAL STATEMENT AFFORDABLE HOUSING Increase the amount of homeownership among low and moderate income households in Flagstaff FY 2004 AND FUTURE WORK PROGRAM STRATEGIES Continue to fund and coordinate non-profit homebuyers assistance programs providing education and loans for down payment and closing costs. RESPONSIBILITY Planning, Affordable Housing Coalition, NACOG STATUS: Ongoing Continue to fund and coordinate non-profit acquisition/rehabilitation programs converting vacant and renter occupied homes into homeownership. STATUS: Ongoing Use mortgage revenue bonds available from the newly established Arizona Housing Finance Authority for the construction of new owner occupied subdivisions with 20% affordable housing. 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 STATUS: Ongoing Complete development agreement with developers of Ponderosa Homes and Rio Homes resulting in the construction of 33 affordable homes and 96 affordable apartments. Planning, Private Sector Developers, Non-Profit Homebuyer STATUS: Target Construction Start Spring 2004. Cover a wide geographic area preventing segregation of affordable housing to one area and integrating worker housing close to existing and prospective job markets. Use the sale proceeds from Ponderosa Homes and Rio Homes to purchase more property for affordable housing. Incorporate affordable housing components in appropriate redevelopment projects using excellent design and maximizing the livability of area functions. Incorporate a variety of housing types and affordability in the residential portion of redevelopment projects STATUS: Assistance Programs Target sale date Spring 2003. STATUS: Ongoing Planning, Professional Planning and Architectural Firms See Redevelopment Program Managers Materials. Annual Financial Plan 319 City of Flagstaff, AZ Appendix H – Council Goals CAPITAL IMPROVEMENTS PROGRAM 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. FY 2004 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. STATUS: Lone Tree Rd. Corridor; West/Arrowhead Corridor; Multi-Modal Projects Program: Provide clear information and rational to match available revenues with prioritized projects funded through the adopted 5-Year Capital Improvements Program. STATUS: All Capital Projects Discussion: The City Council realizes the importance of delivering all Capital Improvement projects on-time and on-budget 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. Design: Develop project plans with continued involvement of the community and project partners striving to enhance the built environment. STATUS: Fourth St. RR Xing; Sunnyside III; Empire Extension /Penstock Drainage; Multi-Modal; Utilities Projects Construct: Deliver a final product that is cost effective with a quality of workmanship that ensures a lasting value for our citizens. STATUS: Fourth Street Railroad Crossing; Sunnyside II and III; Soliere; Country Club; ADA Facilities Improvements; Multi-Modal; 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. STATUS: Efforts continuing Process Improvements: Continual refinement of our internal process to ensure the most rapid delivery of projects while ensuring compliance to all legal/policy requirements. STATUS: Efforts continuing Annual Financial Plan 320 RESPONSIBILITY Capital Division, Community Development, Public Works, Utilities, FMPO, Other City Departments Capital Division, Financial Services, FMPO, CIP Committee, Budget Committee, Citizens Transportation Advisory Committee Capital Division, Funding Department, Maintaining Department, Community Development, 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, City of Flagstaff, AZ Appendix H – Council Goals CUSTOMER SERVICE COMMITTEE GOAL STATEMENT CUSTOMER SERVICE COMMITTEE 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. The Customer Service Committee was established to implement, revise, or review internal policies and practices to ensure improve and strengthen customer service and relationships with the citizens. FY 2004 AND FUTURE WORK PROGRAM STRATEGIES RESPONSIBILITY 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. Human Resources, Customer Service Committee STATUS: Due to budget constraints, training has not been implemented. The Customer Service Committee will determine a less costly way to ensure employees receive training. 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. STATUS: Human Resources have completed this task. 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. Human Resources Human Resources, Customer Service Committee STATUS: The Customer Service Committee and Human Resources is currently in the process of developing a more effective performance evaluation tool to measure customer service. As part of the process, training will be given to supervisors and employees. New Employee Orientation: Provide all new employees with an expectations regarding customer service. Human Resources overview of STATUS: Human Resources will incorporate customer service expectations into New Employee Orientation once the training component has been developed. Measure Effectiveness of Program: Survey internal and external customers to determine effectiveness. Customer Service Committee, Public Relations STATUS: Public Relations are currently developing a survey instrument to assess internal organizational needs and customer service will be part of that survey. Annual Financial Plan 321 City of Flagstaff, AZ Appendix H – Council Goals GOAL STATEMENT CUSTOMER SERVICE COMMITTEE FY 2004 AND FUTURE WORK PROGRAM STRATEGIES RESPONSIBILITY Complaint Tracking: Establish a uniform process so that complaints are tracked to ensure resolution in a timely manner. Customer Service Committee, Department Heads, City Manager STATUS: City Manager’s Office is currently in the process of establishing a tracking process. Recognition/Award Program: Recognize annually employees who have provide outstanding customer service. STATUS: The Customer Service Committee and Human Resources have recognized employees who have received outside awards for outstanding Customer Service and will continue to do so. 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. STATUS: The Customer Service Committee and Human Resources is scheduled to develop a program this fiscal year (FY02-03). Dress Code: Adopt employee dress guidelines that establish a minimum standard and an overall philosophy regarding personal appearance and expectations. Alternative Dispute Resolution: Provide an alternative for resolving interpersonal conflicts in a confidential setting on a voluntary basis in an effort to constructively resolve differences to increase organizational effectiveness. STATUS: task. Annual Financial Plan Customer Service Committee, Human Resources, Manager’s Award Committee Customer Service Committee Customer Service Committee, Supervisor Human Resources Human Resources have completed this 322 City of Flagstaff, AZ Appendix H – Council Goals PLANNING FOR GROWTH GOAL STATEMENT PLANNING FOR GROWTH To shape growth, with the involvement of the community, in a manner that preserves our regions natural environment, livability and sense of community. With a finite supply of land, we have to provide for the region’s growth in a manner that balances growth and conservation. Continued growth pressures in Flagstaff require the need to better manage and control development. Addressing inefficient land use patterns. Delivery of public facilities and services more effectively. Flagstaff will continue to grow. The community’s natural resources and its growing economy make it reasonable to believe that growth is an inexorable force. Consideration of how to shape it is the most productive way to harness the positives of growth and minimize the negatives. Clarity about what we want the community to become as it grows and proactive adoption of policies to guide it in that direction are the primary tools. Flagstaff residents have very strong views about the future of Flagstaff and the of that future and must be consulted and engaged as elements partners in shaping the future. Annual Financial Plan FY 2004 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. STATUS: Ratified 68% May 21, 2002 Enter into an Intergovernmental Agreement with Coconino County to implement the Regional Plan. STATUS: IGA draft underway/spring adoption by Board & 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. Submit 3-year Strategic Work program on annual basis. STATUS: FY 04-05 Budget hearings/Annual report to Council & Board if IGA adopted in Spring 2004. 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, protect our historic properties, and support reinvestment and redevelopment in the city’s established areas, with the aim of providing affordable housing. STATUS: Regional Plan has been incorporated into Development Review Process, CIP, Redevelopment Projects, and 03 Bond Initiatives. Mutual Development Review Process: Implement regional mutual development review system between City and County RESPONSIBILITY Planning Planning, City Council Planning, Planning & Zoning Commission Planning,Planning & Zoning Commission,City Council Planning STATUS: Coordination with Coconino County underway. IGA will further formalize relationship. 323 City of Flagstaff, AZ Appendix H – Council Goals GOAL STATEMENT PLANNING FOR GROWTH FY 2004 AND FUTURE WORK PROGRAM STRATEGIES 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. STATUS: Business Park, affordable housing and miscellaneous amendments adopted by Council in fall 2002. Work program priorities to be proposed for FY 03-04 TBD. Dark skies amendments eliminated and redirected to agreement on enforcement priorities, rezoning and information dissemination. Mixed-use zoning (TND) recommended for next year. Explore the potential for City and County regional funding and management of services, facilities, and resources, such as parks and open spaces, and administrative structures as needed and agreed upon within the region. STATUS: Respective Open Space bond initiatives proposed and coordinated between City and County. Pursue a Regional Open Space program to protect state and federal lands beyond the growth boundaries. Monitor Open Space/Greenways IGA STATUS: $10 Million Regional Open Space bond proposal presented to public. Participate in Coconino County Comprehensive plan update. 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. STATUS: Walnut Canyon hearings underway. Council/Board action in January 2003. MOU to be renewed in Spring of 2003. API Petitions: Submit petitions to the State Land Dept through the Arizona Preserve Initiative for the reclassification of State Trust lands as suitable for conservation purposes. STATUS: API Petitions submitted for Walnut Canyon and Picture Canyon areas. Observatory Mesa to be submitted by 1-03, which complete4d Sate Land API submittals inside City limits. County in process of completing API submittals for State lands outside City limits within Regional Plan boundary. Support a state-wide initiative that sets aside State Trust lands for their conservation as natural areas not to be sold or leased for development RESPONSIBILITY Planning Planning Planning Planning Planning Planning STATUS: Statewide initiative postponed to 2004, reformatting in progress. Annual Financial Plan 324 City of Flagstaff, AZ Appendix H – Council Goals GOAL STATEMENT PLANNING FOR GROWTH FY 2004 AND FUTURE WORK PROGRAM STRATEGIES Use various means to protect open spaces. Obtain designated open spaces through land exchanges, fee title acquisitions, regulatory provisions, conservation easements, and development incentives. STATUS: Underway Enhance and improve the function and appearance of the community. US Hwy 89A streetscape/gateway/city limits to East Flag TI. RESPONSIBILITY Planning Planning STATUS: Design underway US 180 streetscape/Fremont to Columbus TEA-21. Planning STATUS: TEA-21 grant application submitted, $500,000 awarded October 2002. Route 66 streetscape/Fanning to Flag Mall Planning STATUS: IGA for design underway I-40/I-17 Gateway improvements. Planning STATUS: Construction completed October 2002. Butler Avenue/Enterprise overpass Planning STATUS: Gateway streetscape completed October 2002. Public Art Projects Open Space Restoration/Enhancement Projects, Rio de Flag corridor improvements STATUS: Design coordination with Corps of Engineers underway. East Flag TI Streetscape STATUS: IGA for design approved by CouncilOctober 2002. Implementation of Growing Smarter Legislation. Regional land use and transportation plan. LDC amendments. STATUS: Plan text approved by voters in 2002, LDC amendments adopted by Council in fall of 2001. Prepare a master plan for McMillan Mesa to include mixed use development and open space protection STATUS: Area plan study completed by Council direction in April 2002, for alternative 4. Major amendment to Council in December 2002. Community Reinvestment/Redevelopment STATUS: See Community Reinvestment section. Urban Open space – prepare and implement an urban open spaces program for the acquisition and protection of critical open spaces within the city. Planning Planning Planning Planning Planning Planning STATUS: Open Space Commission/ Plan proposal to Council, November 5, 2002. Annual Financial Plan 325 City of Flagstaff, AZ Appendix H – Council Goals GOAL STATEMENT PLANNING FOR GROWTH FY 2004 AND FUTURE WORK PROGRAM STRATEGIES Urban Open Space plan and Proposition development. Planning STATUS: Presented to public in October 2002. McMillan Mesa Area Plan. Planning STATUS: Open Space proposition to public October 2002. Design Review Adoption/Administration Planning STATUS: Open space included in review process. Rio de Flag Open Space acquisitions. Planning STATUS: Acquisitions underway for open space. Urban Open Space Monument/Enhancements Planning STATUS: Monuments placed. Airport Land/USFS acquisitions. Planning STATUS: Underway Continental Park acquisitions. Planning STATUS: Completed Locket Park Subdivision acquisition. Planning STATUS: Completed MNA/Cheshire Park Expansion. Planning STATUS: Underway Redevelopment projects. Planning STATUS: See Community Reinvestment Proceed with land planning and annexation process as feasible, to include lands in Urban Growth Boundary limits. Proceed with west side annexation process. STATUS: Development Master Plan/rezoning proposed underway with McCallister property. Pursue development of a multi-modal transportation system. Participate in 2000 Transportation Bond Project/Program implementation. STATUS: 10 year FUTS program approved by Council in 02-03 budget review. Urban Mobility Study – Milton Road/Rte. 66 STATUS: Study complete in March 2003 East Flagstaff Traffic Interchange DCR. Flagstaff Urban Trail Projects. Bow & Arrow Trail. STATUS: Construction underway/ROW acquisition underway Tunnel Springs trail. RESPONSIBILITY Planning Planning Planning Planning Planning STATUS: ROW acquisition underway. Annual Financial Plan 326 City of Flagstaff, AZ Appendix H – Council Goals GOAL STATEMENT PLANNING FOR GROWTH FY 2004 AND FUTURE WORK PROGRAM STRATEGIES Rio de Flag/Cheshire Trail. Planning STATUS: ROW acquisition underway. Fort Valley road trail. Planning STATUS: Design underway Butler/Enterprise Arizona Trail. Route 66/Hwy 89 Trail Planning STATUS: Design underway Various secondary neighborhood connectors. Planning STATUS: Shadow Mountain underway Rio Corridors/Southside/NAU linkages. Affordable Housing. Pursue Citywide distribution and development of affordable owner-occupied and rental housing in mixedresidential neighborhoods. Ponderosa Trails RESPONSIBILITY Planning STATUS: Sale/Disposition agreement to Council for 20% affordable—November 5, 2002 Woods at Clear Creek. Planning STATUS: Sale/disposition agreement to Council for 20% affordable – November 5, 2002 Sunnyside/Southside acquisition Planning STATUS: Izabel Homes-2 sites acquired/under design and construction. Acquisition/Rehabilitation program Planning STATUS: Ongoing First time homebuyer’s assistance. Planning STATUS: Ongoing Affordable Housing Set-Aside policy/incentives plan. Planning STATUS: Adopted by Council in fall of 2001. Utilized in Rio and Ponderosa Homes projects Design Review. Implementation of the design review process and integration into new development review process. STATUS: Process underway since February, 2002 Develop an Impact Fee program to finance public facility needs created by new development. Development fee adoption and administration STATUS: Fee report to Council October, 2002 Awaiting direction Area Plans. Prepare master plan for various districts and neighborhoods to assist in implementing mixed-use developments, affordable housing, higher densities and walkable neighborhoods. South side area. Planning Planning Planning STATUS: RFP study release-Winter, 2003 Annual Financial Plan 327 City of Flagstaff, AZ Appendix H – Council Goals GOAL STATEMENT PLANNING FOR GROWTH FY 2004 AND FUTURE WORK PROGRAM STRATEGIES Rio de Flag Corridor urban design study. RESPONSIBILITY Planning STATUS: Completed April 2002 Sunnyside Neighborhood Conservation Plan. Planning STATUS: Neighborhood revitalization strategy adopted by Council. McMillan Mesa Area Plan Planning STATUS: Completed April 2002 Annual Financial Plan 328 City of Flagstaff, AZ Appendix H – Council Goals COLLABORATION GOAL STATEMENT COLLABORATION Strengthen the community by strengthening partnerships with sovereign nations, public, nonprofit 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. FY 2004 AND FUTURE WORK PROGRAM STRATEGIES 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. STATUS: Develop new and strengthen existing relationships with State and Federal Agencies including: ADWR, AOT, ADOT, USFS, and Interior among others. Refining Alliance for the Second Century objectives to develop policy positions and broader community focus. 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. STATUS: Gradual implementation has resulted in successes including: Capital Improvement process and projects; Bond Program; and organizational budget development. Interest-based negotiation: 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. STATUS: Develop awareness of concept among some administrative and Legal staff. 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. RESPONSIBILITY EMT City Manager, Deputy City Managers, EMT City Manager, Deputy City Managers, EMT City Manager, Deputy City Managers STATUS: Gradual implementation including Alliance policy development (Citizens Finance Review Committee). Annual Financial Plan 329 City of Flagstaff, AZ Appendix H – Council Goals GOAL STATEMENT COLLABORATION FY 2004 AND FUTURE WORK PROGRAM STRATEGIES 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. STATUS: Developing new and strengthening existing relationships with State and Federal Agencies including: ADWR, AOT, ADOT, USFS, and Interior among others. Refining Alliance for the Second Century objectives to develop policy positions and broader community focus. Gradual implementation including Alliance policy development (Citizens Finance Review Committee). Municipal Policy Statement: Refine policy statement development for internal and external use. STATUS: Policy statement developed and used extensively. Relationships with regional partners: Formalize meetings and development of policies, as well as clarify outcome expectations with regional partners. RESPONSIBILITY City Manager, Deputy City Managers City Council, City Manager, Deputy City Managers City Manager, Deputy City Managers STATUS: Continuing to develop relationships as the basis for future work program formalization. Annual Financial Plan 330 City of Flagstaff, AZ Appendix H – Council Goals 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. Discussion: 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. Annual Financial Plan FY 2004 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 STATUS: Completed Expand the HHW program to include conditionally exempt small businesses. STATUS: Under study Environment: Continue to support and fund the fuel management efforts in cooperation with our regional partners. STATUS: Ongoing Environment: Continue to support and expand our successful community wide recycling program and increase the number of businesses participating in the program. 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. Fire Department Environmental Services 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. 331 City of Flagstaff, AZ Appendix H – Council Goals GOAL STATEMENT 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 2004 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. Use of bond funds to purchase 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 Flagstaff Cultural Partners we will continue to support local non-profits 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: Continue to serve as a repository for our community’s media based historic materials. Youth & Elderly: Continue to invest in out-of-school services and programs for children; preteen and teen service opportunities, skill development, and diversion, adaptive recreation programs, inclusive recreation programs, and services for senior citizens. Pursue multi-use/multi-generational recreation facility construction and program enhancement to meet citizen needs as established in the Master Plan and future bond initiatives. Youth & Elderly: Continue to provide a wide variety of youth and elderly services and will continue to develop it technical, multi-media format of service delivery. RESPONSIBILITY Planning Community Development Environmental Services City Manager’s Office, Deputy City Manager Planning Planning Library Parks & Recreation Library Staff will work to secure grant funding to improve the technology based information systems. Annual Financial Plan 332 City of Flagstaff, AZ Appendix H – Council Goals GOAL STATEMENT QUALITY OF LIFE FY 2004 AND FUTURE WORK PROGRAM STRATEGIES Parks & Recreation: Through completion of the ’96 bond initiative, residents and visitors benefit from parks and recreation facilities that offer improved amenities that promote quality of life through physical, social, and instructional programming. Community-wide priorities will be reviewed and selected through Master Plan updates for development and inclusion in future bond initiatives. Aesthetics: Continue to improve the visual quality of Flagstaff’s environment through a variety of enhancement projects. Through continued streetscape landscaping, preservation of public spaces and protection of important views whenever possible, we will preserve the essence of our mountain community. Events and Image: Continue to improve the quality of special events for residents and visitors compatible with the image and marketing of Flagstaff as a home and destination. Staff will continue teamwork with community partners to market and produce seasons of celebration, consistent with appropriate Flagstaff images. Parks and Recreation: Continue to improve and protect outdoor public recreation resources through education and interaction with park and trail users. Explore the possibility of park ranger program through use of both paid staff and volunteers. Parks and Recreation: Through the use of available technology, manage botanical and archeological park resources. Expand use of GIS/GPS technology to create and maintain resource databases and adopt strategic management plans for tree, weed, and archaeological programs. Annual Financial Plan 333 RESPONSIBILITY Parks & Recreation Planning Parks Recreation, CVB, Planning & Parks & Recreation Parks & Recreation City of Flagstaff, AZ Appendix H – Council Goals 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 well-trained staff. An outcome of providing an excellent integrated and comprehensive level of service will be the establishment of an ongoing partnership with our citizens. FY 2004 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. RESPONSIBILITY Employee Advisory Committee, Human Resources STATUS: In FY 2002-03, HR conducted the annual market survey using the traditional (12 years) methodology and a new approach which utilized cost of living (“COL”) indexes. With the COL factors, the market analysis was incongruent with the existing compensation policy in that the market increase was not within the City’s financial capability. Further, there is concern regarding the application of the COL indexes that will require further analysis. Implemented a pilot skill based pay and broad banding program in the Utilities Department. Job Classifications: Review job descriptions to ensure positions are systematically classified. STATUS: Implemented a broad banding classification system for the City’s Administrative support staff that provided more growth opportunities. 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. Human Resources, Department Heads Human Resources, Department Heads STATUS: Ongoing Employee Support: Evaluate current and proposed programs to ensure adequate financial and organizational support to successfully accomplish the goals. STATUS: Ongoing 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. Department Heads, Budget Teams City Manager, Deputy City Managers, OD Steering Committee STATUS: Ongoing Annual Financial Plan 334 City of Flagstaff, AZ Appendix H – Council Goals GOAL STATEMENT ORGANIZATION SUPPORT FY 2004 AND FUTURE WORK PROGRAM STRATEGIES 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. RESPONSIBILITY Department Heads, Budget Team, Human Resources STATUS: Currently, the Customer Service Committee is in the process of developing a new performance evaluation instrument (see Customer Service Goals & Objectives). Upon completion, the EAC, Department Heads, and supervisors will conduct further review. Annual Financial Plan 335 City of Flagstaff, AZ Appendix I – Citizen Survey City of Flagstaff Citizen Survey 2002 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 Sunshine Coffman, Anne Mottek-Lucas, Katharyn Lyon, Russ Masco, Isaac Thompson Social Research Laboratory Northern Arizona University P.O. Box 15301 Flagstaff, AZ 86011-5301 (928) 523-1515 December 2002 The Social Research Laboratory, Northern Arizona University Annual Financial Plan 336 1 City of Flagstaff, AZ Appendix I – Citizen Survey City of Flagstaff Citizen Survey 2002 Table of Contents Page Number I. Methodology 4 II. Executive Summary 7 III. Annotated Survey 13 The Social Research Laboratory, Northern Arizona University Annual Financial Plan 337 2 City of Flagstaff, AZ Appendix I – Citizen Survey Methodology The Social Research Laboratory, Northern Arizona University Annual Financial Plan 338 3 City of Flagstaff, AZ Appendix I – Citizen Survey I. Methodology The City of Flagstaff commissioned the Social Research Laboratory at Northern Arizona University to conduct a survey of Flagstaff residents, focusing on residents’ evaluations of municipal services and water conservation issues. The Social Research Laboratory conducted similar surveys in December 2000 and September 2001. Findings from the earlier surveys were reported to the City of Flagstaff in March 2001 and November 2001, respectively. The most recent 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 surveys as well as a series of new questions. The survey was conducted between November 6, 2002 and November 11, 2002 with 400 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 Wednesday through Monday, with morning, afternoon and evening shifts. The average length of the survey was approximately 8 minutes. Fifty trained interviewers were employed to conduct the calling. 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 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 “sampling error” associated with a 400 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 Social Research Laboratory, Northern Arizona University Annual Financial Plan 339 4 City of Flagstaff, AZ Appendix I – Citizen Survey 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. 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 340 5 City of Flagstaff, AZ Appendix I – Citizen Survey Executive Summary The Social Research Laboratory, Northern Arizona University Annual Financial Plan 341 6 City of Flagstaff, AZ Appendix I – Citizen Survey II. Executive Summary Quality of Life Half of Flagstaff residents believe the City has stayed about the same in the time they have lived here. Twenty-seven percent of Flagstaff residents say the city has become a better place to live during this period, Figure 1: Flagstaff Quality of Life while 19 percent City Neighborhood believe the city has become a worse place 14% 17% to live (see Figure 1). 20% 27% 29% 30% These results are virtually unchanged from the 2000 and 2001 surveys. 71% 69% Seventy-one percent of Flagstaff residents believe the quality of Better life in their Same neighborhoods has Worse stayed about the same 18% 19% 18% 15% 14% 14% over the past year. Fourteen percent of residents say the 2002 2001 2000 2002 2001 2000 quality of life in their neighborhoods has improved and fifteen percent say it has gotten worse. There is a slight trend over time toward fewer people saying the quality of life in their neighborhood has improved and more people saying the quality of life in their neighborhood has stayed about the same during the past year. 50% 47% 47% 67% Respondents were asked, “What is the one thing that the City of Flagstaff can do to most improve the quality of life in Flagstaff?” Open-ended responses were categorized and analyzed. Similar to previous years, “Improving traffic conditions” was the most popular reform suggested by Flagstaff residents (22 percent of respondent suggestions). Ten percent of respondents think Flagstaff's quality of life would be improved if the City did a better job “managing growth and zoning.” Municipal Services The overall rate of satisfaction with Flagstaff municipal services remains high; this year, 79 percent of respondents said Flagstaff was doing an “excellent” or “good” job of providing municipal services to the public, compared to 81% in 2001 and 82% in 2000. Survey respondents were asked to rate the quality of various Flagstaff municipal services as “excellent,” “good,” “fair,” or “poor.” The Social Research Laboratory, Northern Arizona University Annual Financial Plan 342 7 City of Flagstaff, AZ Appendix I – Citizen Survey Figure 2: Evaluation of Municipal Services 95% 97% 98% Fire Dept. 91% 90% 88% Libraries 86% 90% 88% Garbage 83% 83% 79% Police Dept. 82% Sewer 88% 86% 80% 83% 80% Parks 77% Water 92% 86% 75% 78% 80% Recycling 68% Arts 62% Snow Plowing 51% 58% 74% 68% 61% 65% 61% Recreation 2002 46% 50% 53% Streets 29% 32% Traffic Signals 0% 10% 20% 30% 2000 38% 40% 50% 60% Positive evaluation The Social Research Laboratory, Northern Arizona University Annual Financial Plan 2001 343 70% 80% 90% 100% 8 City of Flagstaff, AZ Appendix I – Citizen Survey As in previous years, almost all services received a positive rating from respondents, meaning that at least half of all respondents rated the service as “excellent” or “good.” Assessments of specific city services and programs generally experienced slight declines in positive ratings during 2002, however. Consistent with previous years, the “fire department” received the highest overall level of support, with a 95 percent positive rating (see Figure 2). “Libraries” followed with a 91 percent positive rating, “garbage collection” earned an 86 percent approval mark, and the “police department” won 83 percent approval. “Sewer services” and “parks” also received positive ratings at or above the 80 percent level. The assessment of “water” services was substantially lower than in 2001 (77% versus 92% last year). This may reflect the water shortage Flagstaff experienced last summer. Support for “recycling” services and the “arts” also declined slightly, though their ratings continue to remain high. Dissatisfaction with city “traffic signals” deepened further in 2002. “Traffic signals” garnered only a 29 percent positive rating (down from 38 percent in 2000) to finish last among satisfaction with municipal services. “Street maintenance” was the only other service to receive a negative overall rating, dropping from 50 percent approval in 2001 to just 46 percent this year. Figure 3: Ratings of Street Maintenance City Streets This year's survey probed deeper into Initial rating 39% street maintenance 37% After issues than previous statement 31% surveys to better understand the sources of respondent concerns. 18% It is not clear, in the 14% earlier surveys, if 9% respondents 7% understood which roadways the city is responsible for maintaining, or Excellent Good Fair Poor whether respondents' negative assessments of street maintenance reflect frustration with traffic congestion. Perhaps negative opinions were influenced by the physical conditions of streets. 45% This year, interviewers read this statement after respondents gave a rating for street maintenance services: The Social Research Laboratory, Northern Arizona University Annual Financial Plan 344 9 City of Flagstaff, AZ Appendix I – Citizen Survey “The City of Flagstaff is not responsible for the maintenance of County and State roadways such as Milton Road, Route 66, Highways 89, 89A, 180, and Interstates 40 and 17. Now knowing this, how would you rate the quality of Flagstaff Street Maintenance?” After hearing this statement, respondent ratings of satisfaction with “street maintenance” rose from 46 percent to 54 percent. This suggests that previous low ratings could be explained in part due to misunderstandings about the city's responsibilities for maintaining local roadways (see Figure 3). The 45 percent of respondents who continued to give “street maintenance” a “fair” or “poor” evaluation were asked to explain their main concern with city street maintenance. Twenty-seven percent of this subgroup of respondents thought that “potholes” were the biggest problem, followed by “general poor maintenance and repair of roads” (19%), and “too many improvement projects going on at the same time” (9%). A significant proportion of this subgroup of respondents mentioned traffic congestion, snow removal, or the need for new and/or redesigned roads. Water Conservation Efforts Respondents were asked about their support for and likelihood of participating in a variety of existing or potential water conservation measures implemented by the city of Flagstaff. Forty-two percent of survey respondents said that they were “very likely” or “somewhat likely” to make use of the existing city toilet rebate program, which offers a rebate of up to $100 for installing a water-saving toilet. Five percent of respondents said they had already taken advantage of the program. Figure 4: Support for Water Conservation Measures Xeriscape rebates Graywater rebates Strongly support Somewhat support Educational inserts in bills Recirculation system rebates Water restrictions Credit for lower water use 0% 10% 20% 30% 40% 50% The Social Research Laboratory, Northern Arizona University Annual Financial Plan 345 60% 70% 80% 90% 100% 10 City of Flagstaff, AZ Appendix I – Citizen Survey Thirty-seven percent of respondents indicated that they would be “very likely” or “somewhat likely” to buy a barrel for collecting rainwater if the city were to offer such a program. A large majority (82 percent) of respondents favor strictly enforcing water restrictions by issuing monetary fines to all violators. When presented with other possible water conservation efforts that the city could carry out, residents expressed strong levels of support for the programs, including xeriscape landscaping rebates, graywater system rebates, educational inserts in bills, hot water recirculation system rebates, water restrictions and credit for lower water use (see Figure 4). Supporters of four of these programs were asked how likely they were to participate in the programs in the event that they were offered. Great enthusiasm for taking advantage of the programs was expressed by respondents for xeriscape, graywater and hot water recirculation system rebates, and for credit for lower water use. (see Figure 5). Figure 5: Likelihood of Participation in Programs Very likely Somewhat likely Xeriscape rebates Graywater rebates Recirculation system rebates Credit for lower water use 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% *Percentage of those who support a program who say they'd be likely to participate in it Finally, respondents were asked for suggestions of ways to improve water conservation efforts in Flagstaff. One hundred and seventy-nine respondents offered suggestions. The four most popular categories of suggestions made were: enforcement of water restrictions (17% of suggestions), mandating water restrictions for businesses, the city, the county, and parks (10%), public education on water conservation (9%), and expanding the use of reclaimed water (9%). The Social Research Laboratory, Northern Arizona University Annual Financial Plan 346 11 City of Flagstaff, AZ Appendix I – Citizen Survey Annotated Survey The Social Research Laboratory, Northern Arizona University Annual Financial Plan 347 12 City of Flagstaff, AZ Appendix I – Citizen Survey 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? 2002 100% (N=400) Yes 2001 100% (N=410) 2000 100% (N=418) 2001 97% 3% 100% (N=418) 2000 96% 4% 100% (N=418) 2. Are you a full-time or part-time resident of Flagstaff? 2002 97% 3% 100% (N=400) Full-time resident Part-time resident (primary residence) Total The Social Research Laboratory, Northern Arizona University Annual Financial Plan 348 13 City of Flagstaff, AZ Appendix I – Citizen Survey 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? Better Worse Stayed about the same Both better and worse Total 2002 27% 19% 50% 5% 101% (N=390) 2001 29% 18% 47% 6% 100% (N=407) 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? Better Worse Stayed about the same Both better and worse Total 2002 14% 15% 71% 1% 101% (N=381) The Social Research Laboratory, Northern Arizona University Annual Financial Plan 349 2001 17% 14% 69% 1% 101% (N=391) 2000 20% 14% 67% -101% (N=392) 14 City of Flagstaff, AZ Appendix I – Citizen Survey 5. What is one thing the City can do to most improve the quality of life in Flagstaff? QUALITY OF LIFE SUGGESTIONS Better traffic flow, roads, mass transit 22% Manage growth, zoning 10% Improve, increase recreation and youth programs 7% More employment, higher wages 5% Attract more business and industry 4% More affordable housing 4% Improve police department / reduce crime 3% Add more bike paths 3% Assist elderly, children, needy, homeless 3% Lower cost of living 2% Improve recycling 2% Address water issues 2% Better snow removal 1% Nothing / no opinion / things are fine 20% Other (see listing below) 12% Total 100% The Social Research Laboratory, Northern Arizona University Annual Financial Plan 350 15 City of Flagstaff, AZ Appendix I – Citizen Survey Other things the City can do to most improve the quality of life in Flagstaff: • Another movie theater. • Balance east and west side, build extension to mall. • Ban alcohol. • Brighter streetlights. • Cater to the needs of the citizens and not the tourists. • Clean up litter everywhere. • Convention center. • Create more conservation policy and promoting those policies. • Decide if they want to be a big city or a small town. • Fire trucks need to be better maintained. • Get rid of APS. APS is horrible up here. • Get rid of city staff and start over. • Get rid of the people in city hall. Get rid of the ones in the Taj Mahal building. • Get the younger generation involved in city government, especially students. • Improve the management of the gas and electric company. • Improve the parking in the downtown area, especially around the library. • Improve the visual aspect of Route 66. • Keep a copy of flagstaff 2020 open on their desk. • Leash law should be enforced more. • Less interference in our daily lives. • Lower cost of utilities and lower taxes. • Lower residential taxes. • Lower the cost of land. • Make local activities more known. • Modernization, rebuilding and remodeling old buildings, not just downtown. • More affordable programs. • More customer-friendly internally. • More discussion of the issues, in a city hall type of environment.. • More programs for the high school. • More things for families to do. • Pay more attention to who they have in government and get rid of the do-nothings. • Personally, my neighbor should empty his sewage line. • Promote arts more, theatre and cultural events make public more aware of events. • Quit listening to the church and run the city. • Reduce the cost of new building projects. • Some of the streets in residential areas could have more lights. • Spend more time and money on education (books). • Switch cable companies. • They need to hire animal control officers, who will respond to calls. • They should expand the city of Flagstaff. • Training of people within their jobs. • We need a way to even things out between poor and rich people. The Social Research Laboratory, Northern Arizona University Annual Financial Plan 351 16 City of Flagstaff, AZ Appendix I – Citizen Survey CITY SERVICES 6. 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, as well as 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 2002 24% 55% 19% 3% 101% (N=393) The Social Research Laboratory, Northern Arizona University Annual Financial Plan 352 2001 23% 58% 15% 4% 100% (N=415) 2000 24% 58% 15% 4% 101% (N=406) 17 City of Flagstaff, AZ Appendix I – Citizen Survey 7. 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 a. Libraries b. Parks c. Recreation Programs d. Fire Department e. Police Department f. Water services g. Sewer services h. Garbage collection services i. Traffic signals 2002 2001 2000 2002 2001 2000 2002 2001 2000 2002 2001 2000 2002 2001 2000 2002 2001 2000 2002 2001 2000 2002 2001 2000 2002 2001 2000 Good Fair Poor 56% 53% 55% 55% 56% 58% 50% 51% 48% 48% 47% 56% 50% 45% 52% 60% 58% 64% 66% 67% 67% 52% 60% 59% 24% 29% 32% 7% 10% 10% 19% 15% 17% 28% 28% 30% 5% 3% 3% 11% 14% 12% 18% 16% 12% 16% 12% 12% 11% 8% 10% 36% 33% 36% 3% 1% 2% 2% 2% 3% 11% 8% 9% 1% --6% 7% 6% 5% 3% 2% 2% 1% 1% 3% 2% 2% 35% 36% 26% 35% 37% 33% 25% 27% 22% 11% 14% 13% 47% 50% 42% 33% 34% 31% 17% 34% 22% 16% 21% 19% 34% 30% 29% 5% 3% 6% The Social Research Laboratory, Northern Arizona University Annual Financial Plan 353 101% 101% 100% 101% 100% 100% 100% 101% 100% 101% 100% 101% 100% 100% 101% 100% 100% 100% 100% 101% 99% 100% 100% 100% 100% 101% 100% N=333 N=342 N=339 N=377 N=405 N=391 N=266 N=296 N=287 N=340 N=347 N=331 N=374 N=393 N=389 N=373 N=392 N=397 N=345 N=362 N=376 N=386 N=410 N=398 N=395 N=416 N=406 18 City of Flagstaff, AZ Appendix I – Citizen Survey j. Street maintenance k. Snow Plowing l. Community Arts and Cultural planning m. Recycling Programs 2002 2001 2000 2002 2001 2000 2002 2001 2000 2002 2001 2000 7% 8% 8% 18% 19% 12% 15% 17% 11% 20% 25% 24% 39% 42% 45% 50% 49% 49% 53% 57% 51% 55% 53% 56% 37% 34% 35% 22% 21% 29% 24% 22% 29% 19% 17% 15% 18% 17% 12% 11% 11% 11% 8% 4% 9% 6% 6% 5% 101% 101% 100% 101% 100% 101% 100% 100% 100% 100% 101% 100% N=396 N=415 N=405 N=361 N=390 N=405 N=290 N=319 N=313 N=361 N=394 N=383 8. The City of Flagstaff is not responsible for the maintenance of County and State roadways such as Milton Road, Route 66, Highways 89, 89A, 180, and Interstates 40 and 17. Now knowing this, how would you rate the quality of Flagstaff Street Maintenance? Percent 9% 45% 31% 14% 99% (N=390) Excellent Good Fair Poor Total 8a. What do you see as the main problem with city street maintenance? (This question was asked only of those who responded “ fair” or “ poor” to the previous question) Potholes General poor condition of streets Too many improvement projects happening at once Snow removal Street cleaning Design of roads / need for new roads Traffic lights Poor water drainage from the streets Traffic congestion Timing of street repairs Lack of bicycle lanes Lane closures Other Total The Social Research Laboratory, Northern Arizona University Annual Financial Plan 354 Percent 27% 19% 9% 9% 7% 5% 4% 4% 3% 3% 2% 2% 6% 100% (N=164) 19 City of Flagstaff, AZ Appendix I – Citizen Survey WATER CONSERVATION EFFORTS 9. In order to promote water conservation, incentives such as a toilet rebate program are offered by the city. This program will reimburse 50% of the cost of replacing an old toilet with a new water-saving model. The maximum rebate is 100 dollars. How likely are you to make use of the toilet rebate program offered by the city: very likely, somewhat likely, not very likely, or not at all likely? Percent 20% 22% 14% 25% 1% 5% 13% 100% (N=394) Very likely Somewhat likely Not very likely Not at all likely Depends on the cost vs. benefits of the program Already made use of the program Not applicable (respondent is a renter) Total 10. Some people use barrels to collect rainwater for uses outside of the home, such as watering the garden or washing the car. If the city were to offer rain barrels for 50 dollars each, how likely are you to purchase a rain barrel from the city? Percent Very likely 13% Somewhat likely 24% Not very likely 22% Not at all likely 32% Already have a rain barrel 3% Don’t have a yard or a place to put the barrel 6% 100% (N=394) Total The Social Research Laboratory, Northern Arizona University Annual Financial Plan 355 20 City of Flagstaff, AZ Appendix I – Citizen Survey 11. During the recent drought, the City of Flagstaff enforced water restrictions by issuing warnings, and in some cases, misdemeanor tickets. Do you think the city should strictly enforce water restrictions by issuing monetary fines to everyone found violating water restrictions? Percent 82% 18% 100% (N=386) Yes No Total Now I’m going to read a list of other methods the city could use to encourage water conservation. After each method, please tell me if you strongly support, somewhat support, somewhat oppose, or strongly oppose the suggested method. 12. First, do you strongly support, somewhat support, somewhat oppose, or strongly oppose water restrictions? Percent 67% 27% 4% 2% 100% (N=396) Strongly support Somewhat support Somewhat oppose Strongly oppose Total 13. What about distributing water conservation educational materials in water bills? Percent 58% 29% 7% 5% 99% (N=396) Strongly Support Somewhat support Somewhat oppose Strongly oppose Total The Social Research Laboratory, Northern Arizona University Annual Financial Plan 356 21 City of Flagstaff, AZ Appendix I – Citizen Survey 14. How about incentives for households, such as credit for lower water use? Percent 77% 19% 2% 3% 101% (N=396) Strongly support Somewhat support Somewhat oppose Strongly oppose Total 14a. How likely are you to participate in this program? (Asked only of respondents who answered “strongly support” or “somewhat support” in Q. 14) Percent 71% 24% 3% 3% 101% (N=365) Very likely Somewhat likely Not very likely Not at all likely Total 15. Would you strongly support, somewhat support, somewhat oppose, or strongly oppose, rebates for converting lawns to xeriscape landscaping? Xeriscaping is waterwise landscaping that stresses proper soil preparation, efficient irrigation, and the use of water conserving plants. It means less maintenance, less water, and lower water bills. Percent 53% 31% 8% 8% 100% (N=377) Strongly support Somewhat support Somewhat oppose Strongly oppose Total 15a. How likely are you to participate in this program? (Asked only of respondents who answered “strongly support” or “somewhat support” in Q.15) Percent 53% 30% 9% 8% 100% (N=293) Very likely Somewhat likely Not very likely Not at all likely Total The Social Research Laboratory, Northern Arizona University Annual Financial Plan 357 22 City of Flagstaff, AZ Appendix I – Citizen Survey 16. What about rebates for graywater systems? Graywater is untreated household waste water which has not come into contact with toilet waste. Graywater includes used water from bathtubs, showers, sinks, and washing machines. Percent 54% 30% 7% 9% 100% (N=377) Strongly support Somewhat support Somewhat oppose Strongly oppose Total 16a. How likely are you to participate in this program? (Asked only of respondents who answered “strongly support” or “somewhat support” in Q. 16) Percent 50% 37% 6% 6% 99% (N=299) Very likely Somewhat likely Not very likely Not at all likely Total 17. Would you strongly support, somewhat support, somewhat oppose, or strongly oppose rebates for hot water recirculating systems? These systems recirculate hot water continuously to fixtures that use hot water so there is no waiting for cold water to clear plumbing. Percent Strongly support Somewhat support Somewhat oppose Strongly oppose Total 59% 31% 4% 6% 100% (N=373) The Social Research Laboratory, Northern Arizona University Annual Financial Plan 358 23 City of Flagstaff, AZ Appendix I – Citizen Survey 17a. How likely are you to participate in this program? (Asked only of respondents who answered “strongly support” or “somewhat support” in Q. 17) Percent 53% 38% 6% 3% 100% (N=321) Very likely Somewhat likely Not very likely Not at all likely Total 18. Do you have any other suggestions that would help to improve water conservation efforts in Flagstaff? Conservation efforts include further restrictions, incentives, enforcement, or citizen efforts. Percent Enforcement of water restrictions 17% Make businesses, city, county and parks comply with restrictions 10% Educate the public 9% Expand reclaimed water usage 9% Provide more incentives 6% Limit development 5% Restrict, disallow golf courses and/or their use of reclaimed water 5% Promote xeriscaping, discourage lawns 4% Restrict car washing/limit to reclaimed water 4% Implement graduated fee scale/increase cost of water 4% Increase citizen effort/self restriction 3% Promote graywater systems 2% Prevent snowmaking at Snow Bowl 2% Other 20% Total 100% (N=179*) *179 respondents gave a response and 221 replied “none” or “no comment.” The Social Research Laboratory, Northern Arizona University Annual Financial Plan 359 24 City of Flagstaff, AZ Appendix I – Citizen Survey Other suggestions that would help to improve water conservation efforts in Flagstaff: • • • • • • • • • • • • • • • • • • • • • • • • • Go to houses and fix all washers and leaky faucets that are around. Have homeowners use drip irrigation systems instead of sprinkler systems. Support all given suggestions. Discontinue reclaiming water and use the money for purifying water. Water collections on the roof. Use water barrels. Ridiculous to not be able to wash cars at home. People should pay more attention to how much water they are using. Other water conservation mechanisms (shower heads, faucets) They are doing a great job. You need to be wealthy to take advantage of these programs. Why should we be penalized for using runoff? It doesn’t go into the street. The tax is unfair. Educate the public on water-safe faucets and showerheads and enter into an agreement with the extension service and the city for front yard water management programs. Build more water treatment plants. Info should be in Spanish too. Water saving toilets don’t save water because you have to flush about four times. So you don’t save water. Water saving showerheads. We should be allowed to wash cars in our driveways using a bucket and hose with a shutoff valve. A program for landlords to make sure tenants abide by the rules. Make information on water conservation available to tenants in apartments and condos. Should have community watch for water. Implement these options sooner. Recirculation of water. Make a pipeline from Lake Powell. Just more water pressure in the system so you are not running water as long. Review where the water we use goes. Flagstaff was restricted from water use when people in the valley with droughts had no restrictions. The Social Research Laboratory, Northern Arizona University Annual Financial Plan 360 25 City of Flagstaff, AZ Appendix I – Citizen Survey DEMOGRAPHICS Now I would like to ask you a few questions so that we can classify your answers. 19. 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 2002 8% 30% 19% 16% 26% 99% (N=400) 2001 8% 31% 16% 20% 26% 101% (N=418) 2000 11% 31% 15% 20% 24% 101% (N=402) 2002 57% 41% 2% 99% (N=400) 2001 57% 42% 1% 100% (N=418) 2000 56% 42% 2% 100% (N=408) 20. Do you own or rent your home? Own Rent Other arrangement Total 21. Are you currently registered to vote in Flagstaff? Yes No Total 2002 79% 21% 100% (N=400) 2001 75% 25% 100% (N=416) 2000 73% 27% 100% (N=407) 22. In what year were you born? (recoded into age categories) Age 18-34 Age 35-59 Age 60 or over Total 2002 39% 43% 17% 99% (N=400) The Social Research Laboratory, Northern Arizona University Annual Financial Plan 361 2001 36% 50% 14% 100% (N=410) 2000 45% 41% 15% 101% (N=399) 26 City of Flagstaff, AZ Appendix I – Citizen Survey 23. What is the highest grade of school or year of college that you have completed? Grade school High school degree Some college / Associate's degree Bachelor's degree Post-bachelor's degree Total 2002 2% 14% 38% 27% 20% 101% (N=393) 2001 4% 14% 37% 23% 22% 100% (N=418) 2000 4% 14% 36% 31% 17% 102% (N=406) 24. 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. 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 2002 9% 18% 30% 21% 13% 7% 2% 100% (N=348) 2001 10% 15% 32% 22% 13% 6% 3% 101% (N=347) 2000 9% 19% 32% 24% 9% 6% 3% 102% (N=346) 25. Do you have any children under the age of 18 living in your home? Yes No Total 2002 38% 62% 100% (N=394) 2001 36% 64% 100% (N=418) 2000 36% 64% 100% (N=405) 2002 50% 50% 100% (N=400) 2001 50% 50% 100% (N=418) 2000 50% 50% 100% (N=409) 26. Respondent Gender Female Male Total Thank you for your time and participation in this survey. Have a nice day. The Social Research Laboratory, Northern Arizona University Annual Financial Plan 362 27 City of Flagstaff, AZ Appendix J – Performance Measurement Through ICMA-CPM PERFORMANCE ICMA - CPM MEASUREMENT THROUGH CODE ENFORCEMENT Number of Elapsed Calendar Days from First Report of Complaint Until Inspectors First Inspection The ICMA Center for Performance Measurement (CPM) was created to help cities and counties obtain comparable data about the quality and efficiency of service delivery to their citizens. The City of Flagstaff joined the CPM in FY 2000. The City completes1 the templates created and supplied by CPM on an annual basis to evaluate 14 areas within the City and then compares those areas with other cities or counties with like characteristics. The 14 areas evaluated are: 8 All Jurisdictions 4 100,000 and Above 2 Under 100,000 0 Housing Code Enforcement Facilities Management Fire and Emergency Medical Services Fleet Management Highways and Road Maintenance Housing Human Resources Information Technology Library Services Parks and Recreation Police Services Purchasing Refuse and Recycling Risk Management Zoning Dangerous Building FY 2001 The Code Enforcement graph includes information on the average number of calendar days from first complaint report to first inspection only for housing, zoning, and dangerous building violations. An inspection is defined as the physical on-site checking or verification of complaints against established code, standards, or criteria by the City’s code enforcement personnel. Some differences in time between first complaint and first inspection may be attributed to differences in state law, local ordinance, or policy that may require a jurisdiction to act upon one type of violation more rapidly than another. Flagstaff is generally comparable with all other jurisdictions. Published information generally becomes available in November for the previous years’ fiscal year end. For example, the published information for the data submitted for FY 2002 will be available in November 2003. The CPM provides a great deal of demographic data should a city or county need to find a ‘like’ comparison. The CPM also separates data responses and comparisons to cities under and over 100,000 in population. FACILITIES MANAGEMENT Total Custodial Expenditures per Square Foot for all Facilities The City was recognized in the CPM publication “What Works” in two areas for data submitted in FY 2000. Those recognitions are attached for review at the end of the performance overview. $2.00 $1.50 Flagstaff All Jurisdictions $1.00 The City is becoming educated on how to better use the CPM information for both internal and external reporting as well as process improvement. The following tables illustrate information as reported for FY 2001, on one or two indicators within each area. 100,000 and Above $0.50 Under 100,000 $FY 2001 The Facilities Management graph represents per square foot costs, not total dollars expended. Some differences in calculation may exist, as some jurisdictions custodial costs are a combination of both in-house and contractual cost that is calculated through their weighted average. Also, expenditures per square foot may vary due to differing square footage maintained, overlapping square footage 1 Templates are completed in accordance with information availability. Not all sections in all templates are complete. Annual Financial Plan Flagstaff 6 363 City of Flagstaff, AZ Appendix J – Performance Measurement Through ICMA-CPM maintained, or specialized services handled separately (e.g. floor buffing, window washing, etc.) Flagstaff currently reflects a slightly lower than average cost per square foot. jurisdictions, this differs from the population served for fire services, however the service area is the considered the same for Flagstaff. This information shown combines Basic Life Support (BLS) and Advanced Life Support (ALS) response. Per this information, the Flagstaff fire department responds to a much higher call volume than all other jurisdictions reporting. This may be attributed to our high volume tourist population and proximity to two major interstates. FIRE/EMS Residential Structure Fires per 1,000 Population Served FLEET MANAGEMENT 1.20 1.00 0.80 Flagstaff 0.60 0.40 100,000 and Above Number of Vehicles and Pieces of Equipment Maintained per Fleet Management FTE All Jurisdictions Under 100,000 0.20 - 80.00 60.00 FY 2001 Flagstaff All Jurisdictions 40.00 The above Fire/EMS graph includes incident information both for active fires and those in which the fire was out on arrival. Variations among jurisdictions may occur for a number of reasons including: The age of the housing stock assuming older structures may be more prone to electrical wiring problems and/or were constructed under less stringent fire-resistant building codes Population density or number of persons per room, with higher densities increasing the risk of fire Climatic differences, with jurisdictions experiencing more extreme heat or cold having more intensive use of heating or cooling equipment increasing the fire risk Under 100,000 FY 2001 Flagstaff mechanics have to maintain an average of 64 pieces of equipment compared to the average for other jurisdictions of 50.6. The City reports having 511 pieces of equipment, which includes police, fire, light vehicles, solid waste vehicles, and other rolling stock/heavy equipment. The mean for other jurisdictions under 100,000 population was 354 pieces of equipment. The types of vehicles and equipment maintained by a jurisdiction directly influences the number of staff hours required to service those vehicles and equipment. Some categories of vehicles (e.g. police and fire) may require more staff hours due to their constant use and need for quick turnaround. In contrast, jurisdictions with many heavy vehicles and pieces of rolling stock that are used seasonally or infrequently may maintain a larger number of vehicles and equipment per FTE. This graph reflects that Flagstaff is significantly below other reporting entities for residential structure fires. EMS Responses per 1000 Population Served 120.00 100.00 100,000 and Above 20.00 Flagstaff 80.00 All Jurisdictions 60.00 100,000 and Above 40.00 Under 100,000 20.00 FY 2001 EMS responses per 1,000 population served are based on the population served for EMS. In some Annual Financial Plan 364 City of Flagstaff, AZ Appendix J – Performance Measurement Through ICMA-CPM HIGHWAYS AND ROAD MAINTENANCE HOUSING Street Sweeping Expenditures per Capita Number of Households assisted per $100,000 of Public Financial Assistance for Home Ownership $8.00 $6.00 40.00 Flagstaff 30.00 All Jurisdictions $4.00 100,000 and Above $2.00 Flagstaff All Jurisdictions 20.00 Under 100,000 100,000 and Above 10.00 $- Under 100,000 - FY 2001 FY 2001 Variations in street sweeping expenditures per capita may be attributed to differences in the types of streets swept, the number of miles each type of street is swept, and the frequency with which each type of street is swept. Climate and geography also significantly impacts sweeping schedules and expenditures, as evidenced by: The amount of rain received may influence the frequency with which streets need to be swept. The application of salt/sand/cinders may increase sweeping frequency The amount of fall foliage impacts both fall and spring clean up efforts in some areas. The amount of construction activity may increase street sweeping Regional house prices influence the number of households that can be assisted with each $100,000. Jurisdictions in regions with high housing prices are able to assist fewer households per increment than in jurisdictions with low housing prices. Flagstaff reflects a slightly lower number than other jurisdictions under 100,000. HUMAN RESOURCES Sick Leave Hours Used per 1000 Hours Worked 40.00 The summertime level of street sweeping for Flagstaff is: Immediate downtown – 5 days per week Main arterials – Once per week Collectors – Once every two weeks Residential – Once every two weeks. 30.00 Flagstaff All Jurisdictions 20.00 100,000 and Above Under 100,000 10.00 FY 2001 Winter months vary due to snow removal, with the priority areas being downtown, bike lanes, and main arterials to clear cinders. Some variations among jurisdictions may be attributed to differences in sick leave policies. For example, some jurisdictions allow employees to use sick leave to care for family members who are ill, but others allow sick leave to be used only for personal illness. Other factors that may influence sick leave use include options for an employee to receive payment for unused sick leave and the ability to accumulate sick leave. Flagstaff shows a lower than average sick leave use in comparison with all other jurisdictions. Annual Financial Plan 365 City of Flagstaff, AZ Appendix J – Performance Measurement Through ICMA-CPM Operating and Maintenance Expenditures per Registered Borrower INFORMATION TECHNOLOGY Ratio of Work Stations (Intelligent and Dumb Terminals) to Total Jurisdiction FTE’s $48.00 $46.00 Flagstaff $44.00 0.80 0.60 Flagstaff Under 100,000 $38.00 100,000 and Above $36.00 Under 100,000 0.20 100,000 and Above $40.00 All Jurisdictions 0.40 All Jurisdictions $42.00 FY 2001 FY 2001 Total operating and maintenance expenditures include actual expenditures for salaries, benefits, supplies, material acquisitions, and contract services (overhead and capital improvements are excluded). The mean for all jurisdictions of the ratio of workstations to FTE’s is 0.67 and Flagstaff has a mean of 0.45. Flagstaff had a total of 345 pieces of equipment compared to the average of 328 for other jurisdictions under 100,000. Variations in library expenditures may be attributed to differences in the number of library facilities, the hours of operation, and the size and scope of holdings and programs. Generally, Flagstaff reflects a below average cost per registered borrower. LIBRARY Registered Borrowers as a Percentage of Service Area Population PARKS AND RECREATION Parks and Recreation FTE’s per 1000 Population 80% 60% 2.00 Flagstaff All Jurisdictions 40% 1.50 100,000 and Above 20% Under 100,000 Flagstaff All Jurisdictions 1.00 0% 100,000 and Above Under 100,000 0.50 FY 2001 FY 2001 Some variation in the number of borrowers may be attributed to the frequency with which jurisdictions purge their borrower records. All other conditions being equal, jurisdictions that purge records frequently tend to report fewer registered borrowers than jurisdictions that purge infrequently. The City purges on a monthly basis as our service contract is based on the number of active users at the library. This indicator is calculated on the basis of paid staff only (excluding golf staff in those jurisdictions with golf facilities) who are employed directly by the jurisdiction. It does not include contract or volunteer staff. Therefore, differences in the availability and use of contract and volunteer staff may account for some variation among jurisdictions. The level of service provided by an adjacent jurisdiction may also influence how many staff a reporting jurisdiction employs. For example, a city located within a county that offers a wide selection of parks and recreation programs may offer fewer programs itself, and hence, employ fewer staff than the county. Additionally, some variation may be attributable to differences in the proportion of nonresidents (tourists, other day time visitors) using the jurisdiction’s parks and Also, as Flagstaff is a City/County operation, the area of service for the library encompasses all of the Coconino County area. Annual Financial Plan 366 City of Flagstaff, AZ Appendix J – Performance Measurement Through ICMA-CPM these factors certainly impact the number of DUI arrests that occur in our area. recreation services. This graph indicates that in FY 2001 Flagstaff had 1.5 FTE’s per 1000 population to manage Parks and Recreation, while the average among other jurisdictions is approximately 1.0. PURCHASING POLICE SERVICES Percentage of Purchasing Purchasing/Credit Cards Conducted using Sworn and Civilian FTE’s per 1000 Population 8.00% 3.00 6.00% 2.50 Flagstaff 2.00 100,000 and Above 1.00 All Jurisdictions 4.00% All Jurisdictions 1.50 Flagstaff 100,000 and Above 2.00% Under 100,000 Under 100,000 0.50 0.00% - FY 2001 FY 2001 In FY 2001, the City of Flagstaff was just beginning to implement a Procurement Card (credit card) for purchases up to $1,000 per day, $5,000 per month. As shown by this graph, this purchasing methodology is used on the average of 5.5% across all other reporting jurisdictions for total purchasing. Dollar limits per transaction or per month/quarter influences employees’ ability to make purchases with purchasing cards. Some variation among jurisdictions may be to due to differences in daytime population levels. Jurisdictions that experience a large influx of commuters, tourists, or other visitors who use police services but who are not counted in the resident population may appear to have disproportionately high staffing levels when calculated on a populationunit basis. Also, some variation in staffing levels may be attributed to differences in the complement of services provided by each department or the differences among departments in the use of overtime to meet staffing needs. REFUSE AND RECYCLING Average Tons of Refuse Collected per Refuse Collection Account DUI Arrests per 1000 Population 3.00 20.00 2.50 15.00 10.00 5.00 Flagstaff 2.00 All Jurisdictions 1.50 100,000 and Above 1.00 Under 100,000 0.50 Flagstaff All Jurisdictions 100,000 and Above Under 100,000 - - FY 2001 FY 2001 Some variance in tonnage collected may be due to differences in the composition of the refuse collected and from whom it is collected. For example, jurisdictions that collect bulk white goods, yard waste, and other refuse in addition to regular trash are likely to record higher tonnage values. Similarly, jurisdictions serving a high proportion of commercial and industrial customers may show greater tonnage figures than jurisdictions that serve only residential customers. The high tonnage collected in Flagstaff is influenced by all the factors previously noted. Some variation in the values reported for this indicator may be attributed to differences in state and local blood alcohol thresholds and other standards that may need to be met in order to arrest suspects for DUI offenses. Some jurisdictions suggest that the presence of a college or university within or near their boundaries contributes to the number of DUI arrests in their areas of population. Variability in daytime population populations also contributes. Both of Annual Financial Plan 367 City of Flagstaff, AZ Appendix J – Performance Measurement Through ICMA-CPM Tons of Recyclable Material Collected as a Percentage of all Refuse and Recyclable Material Collected 15.50% 15.00% Flagstaff All Jurisdictions 14.50% 100,000 and Above 14.00% Under 100,000 13.50% FY 2001 The types of recyclable materials collected by a jurisdiction may significantly affect the tons of recyclable material collected. For instance, a jurisdiction that includes glass pickup in addition to plastic/paper/metal could realize a greater percentage diversion. Generally, this graph indicates that most smaller communities have greater success at converting refuse in recyclables than larger communities. RISK MANAGEMENT Number of Worker Days Lost per Worker’s Compensation Claim 8.00 Flagstaff 6.00 All Jurisdictions 4.00 100,000 and Above 2.00 Under 100,000 FY 2001 FY 2000 FY 2001 Some variation indicated in this graph may be attributed to differences in the types of operations and hazardous duties undertaken by in-house staff compared with those undertaken by contractors or other agencies. Days lost per claim can be affected by a large number of claims with no time lost. Additional variation may relate to differences in policy or statute. However, Flagstaff is so low as the City endorses a very proactive system of returning workers to the workforce as soon as possible on light duty assignments. Annual Financial Plan 368 City of Flagstaff, AZ 211 West Aspen Avenue Flagstaff, Arizona 86001