ANNUAL BUDGET AND FINANCIAL PLAN OF THE CITY OF FLAGSTAFF, ARIZONA FISCAL YEAR 2004-2005 CITY COUNCIL JOSEPH C. DONALDSON, MAYOR AL WHITE, VICE-MAYOR ART BABBOTT KAREN K. COOPER JOSEPH P. HAUGHEY KARA M. KELTY LIBBY SILVA 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 II MARYELLEN PUGH, ACCOUNTANT II RICK TADDER, ACCOUNTANT II Annual Financial Plan i City of Flagstaff The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Flagstaff, Arizona for its annual budget for the fiscal year beginning July 1, 2003. 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 TABLE OF CONTENTS INTRODUCTION Budget Award .......................................................................................................... ii Table of Contents ....................................................................................................iii Users Guide............................................................................................................ ix City of Flagstaff Organizational Chart...................................................................... x City Council Profiles ............................................................................................... xi TRANSMITTAL City Manager's Budget Message ............................................................................. 1 Mission Statement ................................................................................................. 12 Budget Highlights and Accomplishments .............................................................. 13 BUDGET OVERVIEW ........................................................................................... 15 Financial Resources Available .............................................................................. 15 Total Appropriations .............................................................................................. 15 Operating Expenditures by Department ................................................................ 16 Budget Format and Process .................................................................................. 17 Format ........................................................................................................ 17 Process....................................................................................................... 19 Assumptions and Strategies .................................................................................. 20 Economic Overview .................................................................................... 20 Revenue Forecast....................................................................................... 20 Expenditures............................................................................................... 20 Fund Summaries ................................................................................................... 21 General Fund.............................................................................................. 21 Highway User Revenue Fund ..................................................................... 22 Transportation Fund.................................................................................... 23 Library Fund................................................................................................ 23 BBB Funds.................................................................................................. 24 Other Funds................................................................................................ 25 Utilities Fund ............................................................................................... 26 Environmental Services Fund ..................................................................... 27 Airport Fund ................................................................................................ 27 Stormwater Fund ........................................................................................ 28 Five-Year Projections by Fund .............................................................................. 28 Revenues .............................................................................................................. 30 General Fund.............................................................................................. 30 BBB............................................................................................................. 33 Highway User Revenue Fund ..................................................................... 34 Enterprise Funds ........................................................................................ 34 Capital Budget ............................................................................................ 37 Relationship between Operating and Capital Budget ............................................................................................ 37 Capital Improvement Plan........................................................................... 37 FY 2005 Capital Improvement Plan ............................................................ 38 Capital Plan Implications............................................................................. 38 Annual Financial Plan iii City of Flagstaff Debt.. .................................................................................................................... 39 Debt Capacity ............................................................................................. 39 Current Debt Position.................................................................................. 39 Debt Service ............................................................................................... 40 POLICIES AND PROCEDURES........................................................................... 41 Fiscal Policies........................................................................................................ 41 General ....................................................................................................... 41 Enterprise Funds ........................................................................................ 41 Real Estate Proceeds Fund ........................................................................ 41 Debt Performance....................................................................................... 41 Debt Management ...................................................................................... 42 Fund Balances and Reserves..................................................................... 42 Expenditure Limitation Control.................................................................... 42 Budget Policies ........................................................................................... 43 Revenue Distribution................................................................................... 43 Contributions to Art in Public Places ........................................................... 44 Operating Budget Impact ............................................................................ 44 Minimum Levels of Capital Investment ....................................................... 44 Non-Recurring Revenues ........................................................................... 44 ISSUES AND UPDATES....................................................................................... 45 Personal Service Costs ......................................................................................... 45 Pay Plan ..................................................................................................... 45 Health Insurance......................................................................................... 45 Reclasses, Reranges, Retitles, Rezones.................................................... 45 Position Additions/Deletions ....................................................................... 47 Cost Allocation.......................................................................................................48 Fleet Management................................................................................................. 50 Five-Year Information Systems ............................................................................. 51 2004 Updates ........................................................................................................ 53 Acceptance of Debit and Credit Cards........................................................ 53 Fuel Management and Forest Health.......................................................... 53 Homeland Defense and Its Impact on the Flagstaff Police Dept................. 53 Drug Cases and Probation at the Flagstaff Municipal Court ....................... 54 Flagstaff Runway Extension Issues ............................................................ 54 Parks and Recreation Program Reductions................................................ 54 Revenue Growth Strategies........................................................................ 54 Visitor Center .............................................................................................. 54 Water Policy Development and Conservation............................................. 55 Workforce Reduction and Development ..................................................... 55 2005 Issues ........................................................................................................... 55 Brownfield Program .................................................................................... 55 Waste Tire Collection Program ................................................................... 56 Stormwater Management............................................................................ 56 Intergovernmental Agreement for Technology Services at the LEAF ......... 56 Coconino County Library District ................................................................ 57 East Flagstaff Community Library and Americans with Disabilities Act Compliance................................................................. 57 Housing - Proposed Work Program Expansion .......................................... 57 Annual Financial Plan iv City of Flagstaff Judicial Work Load at the Flagstaff Municipal Court ................................... 58 Human Resources Reorganization ............................................................. 58 Organization Review................................................................................... 59 Succession Planning................................................................................... 59 Rural Policy Institute ................................................................................... 60 FINANCIAL SUMMARIES Total Resources and Appropriations Summary .......................................... 61 Tax Levy ..................................................................................................... 62 Revenues and Other Than Property Taxes ................................................ 63 Transfer and Proceeds from Other Sources ............................................... 67 Grant Revenue ........................................................................................... 72 Appropriations by Fund............................................................................... 74 Appropriations by Department .................................................................... 77 Operating Capital ........................................................................................ 79 Capital Improvement Program .................................................................... 81 Bonded Debt Service .................................................................................. 83 Leases and Loans ...................................................................................... 84 Summary of Fiscal Activity.......................................................................... 85 Five-Year Plans ..........................................................................................86 DEPARTMENTAL DETAIL GENERAL ADMINISTRATION............................................................................ 113 City Manager (01) ..................................................................................... 115 City Clerk (02) ........................................................................................... 118 Human Resources (04)............................................................................. 120 Risk Management (05).............................................................................. 122 City Attorney (07) ...................................................................................... 124 Flagstaff Municipal Court (65)................................................................... 127 Tourism - CVB (84) ................................................................................... 130 Visitor Services (85).................................................................................. 132 MANAGEMENT SERVICES................................................................................ 135 Information Systems (08).......................................................................... 137 Management Services (09)....................................................................... 140 Tax, Licensing, & Revenue (10)................................................................ 142 Library (11 & 12) ....................................................................................... 144 Finance and Budget (13) .......................................................................... 147 COMMUNITY DEVELOPMENT .......................................................................... 149 Capital Improvement (03) ......................................................................... 151 Metropolitan Planning Organization (14)................................................... 153 Community Development Administration (15)........................................... 155 Engineering (16) ....................................................................................... 157 Building and Development Services (17) .................................................. 159 Planning (18) ............................................................................................ 162 Community Redevelopment (31) .............................................................. 166 Arts and Science (71) ............................................................................... 168 Stormwater (98) ........................................................................................ 170 Annual Financial Plan v City of Flagstaff FIRE DEPARTMENT........................................................................................... 171 Fire (21) .................................................................................................... 173 POLICE DEPARTMENT...................................................................................... 175 Police (22)................................................................................................. 177 Police Grant (23)....................................................................................... 180 PUBLIC WORKS ................................................................................................. 181 USGS Maintenance (20)........................................................................... 183 Public Works Administration (25) .............................................................. 184 Parks (26) ................................................................................................. 186 Fleet Services (27).................................................................................... 188 Cemetery (28) ........................................................................................... 190 Facilities Maintenance (29) ....................................................................... 192 Recreation (30) ......................................................................................... 194 Street Maintenance and Repairs (32) ....................................................... 196 Airport (38)................................................................................................ 198 Environmental Services (41)..................................................................... 200 UTILITIES............................................................................................................ 203 Utilities Administration (42) ....................................................................... 205 Lake Mary Water Treatment Plant (47)..................................................... 207 Customer Service (48) .............................................................................. 209 Water Distribution (49) .............................................................................. 211 Booster Stations (50) ................................................................................ 213 Wildcat Wastewater Treatment Plant (53) ................................................ 215 Wastewater Collection (54)....................................................................... 217 Wastewater Monitoring (55)...................................................................... 219 Rio de Flag Reclaim Plant (56) ................................................................. 221 NON-DEPARTMENTAL ...................................................................................... 223 Council and Commissions (63) ................................................................. 224 Contributions to Other Agencies (64)........................................................ 227 Non-Departmental (66) ............................................................................. 229 Firemen's Pension (68) ............................................................................. 231 Economic Development (78)..................................................................... 232 Transit (97) ............................................................................................... 233 CAPITAL IMPROVEMENT PROGRAM FY 2005 Capital Improvement Program .............................................................. 235 Schedule of Capital Improvements – FY 2004-2005 ........................................... 236 FY 2005 Capital Project Description.................................................................... 252 Capital Improvement Program Summary ............................................................ 264 Schedule of Capital Program Listings.................................................................. 265 Financing the Capital Plan................................................................................... 274 General Obligation (G.O.) Bonds.............................................................. 274 Highway User Revenue (HURF) Bond...................................................... 274 Junior Lien Bonds Payable From Highway User Tax Revenues............... 274 Water and Sewer Revenue Bonds............................................................ 274 Special Improvement/Assessment Districts .............................................. 274 Annual Financial Plan vi City of Flagstaff Municipal Facilities Corporation (MFC) Bonds.......................................... 274 Certificates of Participation ....................................................................... 275 Lease Financing .......................................................................................275 Grants ....................................................................................................... 275 Intergovernmental Agreements (IGA) ....................................................... 275 State Revolving Loan Fund....................................................................... 275 Pay-As-You-Go Financing ........................................................................ 276 COMMUNITY PROFILE Community Profile ............................................................................................... 278 Principal Taxpayers Tax Year 2003..................................................................... 281 Property Tax Rates - All Overlapping Governments............................................ 282 Retail Sales Tax Rates-Direct and Overlapping .................................................. 282 Miscellaneous Statistics ...................................................................................... 283 Bonded Debt-Interest/Coupon Rate by Issue and Year....................................... 285 Percent of Net General Bonded Debt to Secondary Assessed Value and Net General Bonded Debt per Capita ....................................................... 286 Total Bonds Payable-Past 5 Years...................................................................... 286 Consumer Price Index ......................................................................................... 287 APPENDICES A-Authorized Personnel/Positions Summary ....................................................... 289 B-Job Classification Ranges & Pay Plan ............................................................. 298 C-Resolution for Budget Adoption ....................................................................... 305 D-Ordinance for Property Tax Levy ..................................................................... 306 E-Full-Cost Plan Summary of Allocation Basis .................................................... 307 F-Glossary ........................................................................................................... 309 G-List of Acronyms .............................................................................................. 314 H-Council Goals .................................................................................................. 316 I-Performance Measurement Through ICMA-CPM.............................................. 358 CITY OF FLAGSTAFF, ARIZONA DIVISION SUMMARY CROSS REFERENCE INDEX IN CONSECUTIVE NUMBER ORDER # 1 2 3 4 5 7 8 9 10 DIVISION PAGE City Manager ............................................................................................ 115 City Clerk .................................................................................................. 118 Capital Improvement................................................................................. 151 Human Resources .................................................................................... 120 Risk Management ..................................................................................... 122 City Attorney ............................................................................................. 124 Information Systems ................................................................................. 137 Management Services Administration....................................................... 140 Tax, Licensing, & Revenue ....................................................................... 142 Annual Financial Plan vii City of Flagstaff # 11 12 13 14 15 16 17 18 20 21 22 23 25 26 27 28 29 30 31 32 38 41 42 47 48 49 50 53 54 55 56 63 64 65 66 68 71 78 84 85 97 98 DIVISION PAGE Library....................................................................................................... 144 Library Grants ........................................................................................... 146 Finance and Budget.................................................................................. 147 Metropolitan Planning Organization (MPO) .............................................. 153 Community Development Administration .................................................. 155 Engineering............................................................................................... 157 Building and Development Services ......................................................... 159 Planning.................................................................................................... 162 USGS Maintenance .................................................................................. 183 Fire Department ........................................................................................ 173 Police Department .................................................................................... 177 Police Grant .............................................................................................. 180 Public Works Administration ..................................................................... 184 Parks......................................................................................................... 186 Fleet Services ........................................................................................... 188 Cemetery .................................................................................................. 190 Facilities Maintenance .............................................................................. 192 Recreation ................................................................................................ 194 Community Redevelopment...................................................................... 166 Street Maintenance & Repairs .................................................................. 196 Airport ....................................................................................................... 198 Environmental Services ............................................................................ 200 Utilities Administration............................................................................... 205 Lake Mary Water Treatment Plant ............................................................ 207 Customer Service ..................................................................................... 209 Water Distribution ..................................................................................... 211 Booster Stations ....................................................................................... 213 Wildcat Wastewater Treatment Plant........................................................ 215 Wastewater Collection .............................................................................. 217 Wastewater Monitoring ............................................................................. 219 Rio de Flag Wastewater Treatment Plant ................................................. 221 Council & Commissions ............................................................................ 224 Contributions to Other Agencies ............................................................... 227 Flagstaff Municipal Court .......................................................................... 127 Non-Departmental..................................................................................... 229 Firemen's Pension .................................................................................... 231 Arts and Science ...................................................................................... 168 Economic Development Administration .................................................... 232 Tourism - CVB .......................................................................................... 130 Visitor Services ......................................................................................... 132 Transit....................................................................................................... 233 Stormwater ............................................................................................... 170 Annual Financial Plan viii City of Flagstaff 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 2005. Budget Overview - The overview provides an overview of the key policy issues, priorities and strategies which shaped the fiscal year 2005 budget, the budget process fiscal policies, revenue assumptions, and expenditure highlights. Policies and Procedures – This section provides information on fiscal and budget policies as it related to certain funds, debt performance, fund balances, expenditure limitation control, revenues, operating budget impact, and capital investments. 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 2004, 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. 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 ix City of Flagstaff Annual Financial Plan x City of Flagstaff City Council CITY COUNCIL GOALS ECONOMIC DEVELOPMENT GOAL: Maintain and strengthen Flagstaff as a regional center for retail, employment and hospitality, while enhancing the quality of life for our residents through technology and innovation and the attraction of employers who pay livable wages. FISCAL HEALTH GOAL: Maintain written policies to provide for a balanced budget that meets a vast array of community needs, to ensure that resources are available to meet future needs and allow for community infrastructure to be maintained at adequate levels and other sound financial practices that maintain the fiscal health of the organization. PUBLIC SAFETY GOAL: To promote and maintain a safe community through integrated public safety systems that addresses the underlying issues affecting public safety, health and quality of life. AFFORDABLE HOUSING GOAL: To insure that a variety of housing opportunities are available to a diverse population, especially those requiring entry level housing. Mayor Joseph Donaldson Mayor Joseph Donaldson was first elected as Mayor of Flagstaff in May of 2000 and was successfully re-elected in 2002 and 2004. Mayor Donaldson holds leadership positions, or is a member, of 20 local, state, and national organizations including: Vice-Chairman of the National League of Cities, Transportation Infrastructure Services Steering Committee; Chairman of the Subcommittee on Zoning and Implementation of the Arizona Forest Health Oversight Council; and the Northern Arizona Municipal Water Users Association. Prior to becoming elected as mayor, Donaldson was a Safeway Store manager for 38 years where he excelled in his commitment to customer service. He has brought that same commitment to City government. Mayor Donaldson is a 53-year resident of Flagstaff and was recognized as Flagstaff’s Citizen of the Year in 1997 and has been voted Best Elected Local Official in 2002, 2003 and 2004. Vice-Mayor Al White Vice-Mayor Al White was first elected to the Flagstaff City Council in May 2000 and reelected in 2004. He moved to Flagstaff in 1989 from the Grand Canyon where he worked in hotel management for 13 years. His career in the hospitality industry provided Vice-Mayor White a key understanding of tourism issues in Flagstaff. His work in the recycling industry (owner/operator of New World Recycling) also afforded him an opportunity to observe the operation and actions of City government. Before running for City Council, Vice-Mayor White furthered his involvement in his community by becoming the Chairperson of the City’s Disability Awareness Commission, holding a special interest in disability issues since he became a paraplegic in 1996. Vice-Mayor White was awarded a Bachelor of Science Degree in Communication Studies from the University of Massachusetts in Amherst, Massachusetts. He currently serves as the Council representative to the Disability Awareness Commission, the Clean & Green Commission, the Tourism Commission, and on the Board for the Greater Flagstaff Economic Council. PLANNING FOR GROWTH GOAL: To shape growth, with the involvement of the community, in a manner that protects and preserves our region’s natural environment, livability and sense of community. Annual Financial Plan xi City of Flagstaff City Council CITY COUNCIL GOALS CAPITAL IMPROVEMENT GOAL: Plan, program, design and construct public works and facilities capital improvements through a structured, efficient and transparent process ensuring scarce public resource expenditure for the greatest benefit to the community; creating a built environment shaped through citizen involvement, reflecting community pride. QUALITY OF LIFE GOAL: To enhance the quality of life of our community, we will assure comprehensive programs that allow for a balance between economic development, resource protection and neighborhood concerns, that include cultural components that cross generational boundaries and strive to create cost effective and pro-active approaches to meet the social, physical and economic needs of our citizenry as we celebrate Flagstaff’s heritage, diversity, and vast aesthetic appeal. PLANNING FOR GROWTH GOAL: To shape growth, with the involvement of the community, in a manner that protects and preserves our region’s natural environment, livability and sense of community. Councilmember Art Babbott Councilmember Art Babbott was elected to the Flagstaff City Council in May 2002. Councilmember Babbott is self-employed and has a passion for protecting Flagstaff’s environment through planning, sustainability and policy development. He serves on the Board of Directors for the Second Chance Animal Shelter and represents the Council on the Water Commission and the Flagstaff Housing Authority. Councilmember Babbott has a special interest in alternative energy and is involved with the Flagstaff Community Market in Flagstaff’s Southside neighborhood and business district. Born in Burlington, Vermont, Councilmember Babbott has lived in Flagstaff for the past 9 years. He received his Bachelor of Arts degree in Political Science from Amherst College in Amherst, Massachusetts and his Master of Arts Degree in Urban Affairs and Public Policy from the University of Delaware. Councilmember Karen Cooper Councilmember Karen Cooper was first elected to the Flagstaff City Council in May 2000, served as Vice-Mayor through June 2002, and was reelected in May 2004. Prior to coming to Flagstaff nine years ago, Councilmember Cooper had significant involvement in local governments in Michigan and Colorado. In Flagstaff she served on the Flagstaff Planning & Zoning Commission and served as its Chairman and Vice-Chairman. She was also a member of the Regional Planning Task Force. As a Councilmember, Cooper serves as the liaison to the P & Z Commission, the Historic Preservation Commission, Library Board, Public Art Advisory Committee, Flagstaff Metropolitan Planning Organization, and the Citizens Transportation Advisory Committee. Councilmember Cooper retired as Office Manager of the Shepherd of the Hills Lutheran Church and currently serves on the Board of the Flagstaff Leadership Program. She attended Duke University and received her degree in Political Science from Aquinas College in Michigan. CUSTOMER SERVICE GOAL: Instill a positive customer service culture throughout the organization and with each employee of the City in the delivery of service both externally and internally. Annual Financial Plan xii City of Flagstaff City Council CITY COUNCIL GOALS Councilmember Joe Haughey Councilmember Joe Haughey was elected to the Flagstaff City Council in May 2002. He is a Realtor with Elk View Realty. In his 26 years in Flagstaff, Councilmember Haughey has been involved in many volunteer organizations. He is a graduate of the Flagstaff Leadership Program, is a Board Member with Flagstaff Cultural Partners and the Flagstaff Metropolitan Planning Organization and is a certificate holder with the Flagstaff Medical Center. Born in Los Angeles, Councilmember Haughey spends the majority of his youth in Saudi Arabia, Jordan, and Lebanon. He returned to California to finish high school and receive his Bachelor of Science degree from Cal State Los Angeles. A private pilot and an avid outdoorsman, Councilmember Haughey served as a Seabee in the U. S. Navy. He and his wife Liz raised their four children in Flagstaff and they now have 8 grandchildren living in the community. COLLABORATION GOAL: Strengthen the community by strengthening partnerships with sovereign nations, public, non-profit and private agencies. Develop collaborative goals, through all levels of the organization, based upon common interests with these agencies to optimize the use of community resources and the delivery of services to the citizens of Flagstaff. Councilmember Kara Kelty Councilmember Kara Kelty was appointed to office in July 2002 and elected to a full term in May 2004. She is currently the Director of “Success by 6” for the United Way of Northern Arizona. Councilmember Kelty has been involved in a variety of civic, youth and professional organizations since moving to Flagstaff nine years ago. A graduate of the Flagstaff Leadership Program, she is also currently a member of the National League of Cities Equity and Opportunity Panel. From 1989 to 1995 Councilmember Kelty held Program Coordinator and Technical Training positions with the Peace Corps in the Philippines and Guatemala. Councilmember Kelty holds a Bachelor of Arts degree in Political Science from the College of the Holy Cross in Worchester, Massachusetts and was awarded her Masters in Education in Counseling: Human Relations from Northern Arizona University. She is married and has two children. Councilmember Libby Silva Councilmember Libby Silva was first elected to the Flagstaff City Council in May 1998, was re-elected in 2002 and served as Vice-Mayor until May 2004. Councilmember Silva currently serves on the Board of Directors for the National League of Cities, is currently a member of the National Organization of Hispanic Elected Local Officials where he will assume the President’s position in December, and works with the Coordinating Council on Mexican American Affairs. He is also Chairman of the Workforce Investment Act in Coconino County and is leading a group of Hispanic individuals as mentors to Hispanic high school drop outs in an effort to get them back in school. Councilmember Silva is a Korean War Veteran having served in the Air Force. He attended New Mexico Western College and has retired as the Labor Relations Manager and Affirmative Action Coordinator for Mountain Bell. Councilmember Silva is an Arizona native, born and raised in Glendale and has lived the past 16 years in Flagstaff. He is also a licensed commercial pilot. Annual Financial Plan xiii City of Flagstaff Annual Financial Plan xiv City of Flagstaff City of Flagstaff OFFICE OF THE CITY MANAGER (928) 779-7604 Honorable Mayor, City Council and Citizens of Flagstaff: On July 6, 2004 the City Council adopted a record budget. While increasing expenditures from year to year are the norm, this statement underscores the rather dramatic increase from FY 2004 to FY 2005. Appropriations totaled $156,313,213 in FY 2004. Adopted appropriations for FY 2005 add up to $195,521,096, a 25% increase over the previous year. Major factors pushing budgeted appropriations include: Personnel increases, including market and merit; Adoption by voters of bonded, capital projects; Carryover of several large capital projects. TOTAL APPROPRIATIONS FY 2005 Operations $ Equipment Capital Improvement Projects Debt Service Reserves/Contingencies $ 74,246,709 5,030,844 96,750,698 11,447,845 8,045,000 195,521,096 TOTAL APPROPRIATIONS FY 2005 Equipment 2.6% Operations 37.9% Reserves/ Contingcs 4.1% Debt Service 5.9% Capital Improv Projects 49.5% TOTAL APPROPRIATIONS FY 2004 Operations $ Equipment Capital Improvement Projects Debt Service Reserves/Contingencies $ 67,487,882 6,544,173 63,855,359 10,880,799 7,545,000 156,313,213 TOTAL APPROPRIATIONS FY 2004 Operations 54.5% Reserves/ Contingcs 3.9% Equipment 3.3% Debt Service 5.6% Capital Improv Projects 32.7% These figures appear to represent a rebound from service and employment reductions of recent years. In fact, recent reductions paved the way for new initiatives as revenue growth resumes. Moreover, citizen trust and support of City government appears to be strong, perhaps due to careful fiscal management which avoided the appearance of crisis observed with some other local governments. In May, voters approved ten out of thirteen capital projects, authorizing bonds over a multi-year period totaling $155.2 million. 211 West Aspen Avenue, Flagstaff, Arizona 86001 Main & TDD (928) 774-5281, Arizona Relay 7-1-1, Fax (928) 779-7696 The City’s fiscal management record is stellar. Since 1994, the City has received recognition from the Government Finance Officers Association for a budget that meets criteria as a policy document, an operations guide, a financial plan, and a communications device. Similar recognition has been awarded the City’s Annual Financial Report. GFOA awards in essence recognize our elected officials and employees for consistently carrying-out sound financial management and an annual work program based on multi-year planning. While the quality of our budget has been consistent, the organization and community have been very dynamic. A retrospective look is both interesting and instructive. Looking Back The total appropriation for FY 1994 was $86,162,144, compared to $195,521,096 for FY 2005. City employment totaled 564 full-time equivalent (FTE), which includes part-time employees. In 1994, 191.75 employees worked in public safety, 34% of the total work force. In FY 2005, 33% of the workforce continues to work in the Police and Fire Departments, totaling 247.75 employees. Total Appropriations Millions 200 150 100 50 2005 2004 2003 2002 2001 2000 1999 1998 1997 1996 1995 1994 - In 1994, 50,469 people called Flagstaff home according to Arizona Department of Economic Security estimates; in 2005 the estimated population is 63,000. Retail sales of $1,458,775,346 in FY 2003 compare to retail sales in 1994 totaling $867,566,687, an increase of 25% per capita, roughly equivalent to the Consumer Price Index adjustment for the same period of just over twenty-three percent. The total sales tax rate paid by consumers in 1994 was 6.5%. In 2005 it will be 7.525%. (Sales tax figures do not include 2% BBB, which has remained constant over this period, or the transportation tax enacted in 2000 which is a variable figure). The City property tax rate in 2005 will be 1.7127, which is the same rate paid since 1998. In 1994, the property tax rate was significantly higher at 2.1014. Annual Financial Plan 2 2003 2002 2001 2000 1999 1998 1997 1996 1995 1,400 1,200 1,000 800 600 400 200 1994 Millions Total Retail Sales City of Flagstaff Operating a full service City government is expensive and the costs have increased significantly since 1994. As the population has increased the geographic coverage of services has also increased. For most services, more employees are needed to provide the same level of service to more people living on more acres and utilizing more miles of streets and utilities. Moreover, the operating cost per employee increases each year. In 1994, 564 employees costing $23,151,294 provided services to 50,469 people. The personal services budget per employee (on average) was $41,048 citywide. 743.45 employees will serve 63,000 people in FY 2005, costing $44,173,493 or $59,417 per employee. Employee compensation and benefit costs have increased by 91 percent since 1994. Average employee compensation has increased by 45%. The employee to population ratio of 11.18 in 1994 compares to 11.80 employees per 1,000 people in 2005. Total FTE's 800 13.5 600 City Employees per 1,000 Population 13.00 13.0 12.5 400 12.30 12.10 11.80 11.5 - 11.50 1995 200 11.60 1990 12.0 2005 2000 1985 10.5 1980 2005 2004 2003 2002 2001 2000 1999 1998 1997 1996 1995 1994 11.0 Meanwhile, City services have increased significantly as the following comparisons demonstrate: Capital Projects Delivery: budgeted Lane Miles of Streets: swept/maintained/plowed Miles of Bike Lanes: on street Court Case Filings Computers/Printers Served Enterprise Software Maintained GIS Data Layers Maintained Sales Tax Licenses Issued (FY 94 & FY 03) Sales Tax Returns Processed Sales Tax Receipts @ 1% (Does not include 2% BBB or Transportation Tax) Library Materials Circulation (CY 94/CY 03) Library Main Branch – Visitor Count Library Computers – Internet Access Building Permits (CY 94/CY 03) (Information does not include Misc. Permits or Permits for Mobile Home Installation) Value of Building Permits (CY 94/CY 03) Fire Stations Fire Calls – EMS Fire and Other Calls Acres Thinned/Rx Burns Police Calls for Service (CY 94 and 03) Incident Reports DUI Arrests Acres of Parks Maintained Annual Financial Plan 3 1994/95 $32,564,265 384 22 16,496 40-50 11 6 759 19,897 $6,736,801 2004/05 $96,750,698 585 75.6 21,004 487 28 70+ 1,105 30,961 $12,320,000 428,651 324,580 1 703 776,910 573,737 75 904 $51,382,322 5 3,374 1,123 0 52,184 25,303 771 596.98 $110,474,633 6 4,388 1,866 1,696 55,709 37,644 959 702.3 City of Flagstaff (Continued from previous page) Other Acres (Cemetery/Streetscape/ROW) Miles of FUTS Acres of FUTS Downtown Maintenance District Square Blocks Number of Fleet Vehicles Maintained Tons of Solid Waste Tons of Recycling Tons of Household Hazardous Waste Gallons of Water Produced Gallons of Wastewater Treated Reclaimed Water Sold Number of Meters Read Number of Utility Bills Processed 1994/95 14 12.75 250 0 384 125,644 737 16.4 2,519,228,000 2,315,023,000 390,468,800 (1995) 166,106 (1995) 167,565 2004/05 81.6 32.32 650 15 536 123,720 12,635 71.1 2,767,511,000 2,214,714,000 529,557.568 204,630 206,750 In addition, a significant array of services now expected by our residents that were not provided in 1994. For example: Streetscape maintenance downtown. (The Downtown Project had not yet been built). Streetscape maintenance Citywide. (The first BBB Beautification project, Rt. 66, had not yet commenced). Recycling, curbside pickup. Household Hazardous Waste Drop-off Facility. Risk Management. Visitor Center operation at the Railroad Depot. Affordable Housing and CDBG. Rio de Flag (as a budgeted project, requiring full time staff over a multi year period). The creation of a Stormwater Utility to provide compliance with the National Stormwater Act. A redevelopment program to implement major goals of the Regional Plan. The Flagstaff Metropolitan Planning Organization (FMPO). Transit, funded by a voter approved sales tax. Branch libraries at Forest Lakes and Tuba City as well as the East Flagstaff Branch Library Sunnyside Multi-year Infrastructure Improvements $4.6 million over the next 5 year period. Transportation Tax Improvements Implementation, a 20-year transportation improvement program totaling $119 million, funded by sales tax. Forest Fuel Management. Citywide Grants Program. Environmental Clean Up and a new Brownfields Initiative. An extensive External Affairs program. After school program, in conjunction with Alliance partners, funded by the City in the amount of $315,000. Many new Recreation and related Parks Programs: 1994 combined budget of $2,199,599; 2005 budget of $4,468,855. Open Space Plan and Implementation. Regional Plan Adoption and Implementation. Annual Financial Plan 4 City of Flagstaff The observation that may be drawn from this information is that City staff has risen to the demand for increased services over the last decade. Many new services have been added. Service growth demands have been met. Where one might expect the number of City employees measured against total population to have increased significantly, this is not the case. To be sure, employment has grown; however, the ratio of employees to population has remained constant. Departmental leadership and employees have created new service opportunities through thoughtful planning, economizing, careful budgeting and creativity. I invite the beneficiaries of this superior delivery of public service to thank City employees. Looking Ahead In 2005 the Community will continue to enjoy the benefits of its tax dollars and our employees’ labor. Careful budget planning and fiscal restraint during the last several years have paid off. While budgets have been reduced and positions eliminated, City departments have continued to supply high levels of service. As a reminder, the City faced approximately $2.4 million in revenue losses during recent years, primarily due to declining state shared revenues. Since 2001 the City has reduced operating budgets in response to the revenue loss. A total of 38 positions have been phased out, or will be phased out by the end of FY 2006. Services have been cut, including significant recreation and library services. Many other service areas show strain and subtle service impacts, such as degraded police response time and significantly reduced special assignments (bike patrol, for example.) in the Police Department. Moreover, every department has experienced increased workload stress on employees. The proposed 2005 budget begins some modest corrective steps. Four positions cut or slated for phasing out by the end of 2005 are reinstated: a Firefighter position, Administrative Assistant in Community Development, the Facilities Maintenance Superintendent, and a support staff person in the Administrative Offices. Limited staff additions are proposed. While these corrections are modest, they represent a very positive turn of events. The proposed budget is balanced and continues to focus on the City Council’s priorities. The guiding parameters for the budget are the ten broad goals first adopted by the City Council three years ago and subsequently reaffirmed and modified to reflect Council direction. The most recent Council direction regarding these goals was provided at the February 2004 Council Budget Retreat. CITY COUNCIL GOALS – FY 2005 Economic Development GOAL: Maintain and strengthen Flagstaff as a regional center for retail, employment and hospitality, while enhancing the quality of life for our residents through technology and innovation and the attraction of employers who pay livable wages. Inasmuch as advanced technology is critical for the attraction and retention of desired employers, the City will work closely with GFEC and other partners to implement findings and recommendations of the Telecommunications Study being completed by GFEC. Economic development initiatives require public support; thus, staff is to develop an approach for project development, which engages public discussion and the City Council early in any process leading to a specific project. A core value and goal of the Regional Plan is redevelopment; staff is asked to develop a multi-year plan for Council discussion, which outlines when areas of the community will gain the focus of redevelopment strategies, including 4th Street area and implementation of the Urban Mobility Study. Annual Financial Plan 5 City of Flagstaff Continued implementation of several economic initiatives, which have been underway for one or more years: The Rio de Flag Project received a $1.2 million federal construction appropriation in FY 2004 and $3 million is expected to be appropriated for federal FY 05. The City continues to budget for its share of this local/federal project appropriating $6,875,725 in FY 05. The City will spend a total of $12 million for the project, noting increases in allocation to the Rio de Flag project included in this budget. The City may need to appropriate additional money for bridge reconstruction, not initially included in the current cost estimate. Design will continue and the first phase of construction will commence in this calendar year. The likely investment in the Southside, following completion of the Rio de Flag Project, necessitates completion of a neighborhood plan in that area. The Southside planning process will be completed this year. The East Flagstaff Gateway Project will move ahead with design and infrastructure construction commencing by Spring 2005. The Empire Project construction startup is expected to begin in the summer of 2004. The City budget for the project totals $2,591,162. The Conference Center Project market feasibility study will be reviewed during the first quarter of the fiscal year. If the feasibility study concludes that reasonable financing options are available, a development agreement will be developed for Council/public discussion and Council consideration. The City will issue an RFP for the Downtown Gateway West Project when financial projections are clearer and appropriate timing in conjunction with the Rio project can be concluded. Airport Expansion Projects will continue with design of the runway extension, which will complete within 14 years the Airport 20-Year Master Plan adopted in 1991, with an investment of $58 million in local, state and federal funding when completed in 2006. USGS Campus Development Plans have been completed and voters authorized site development and building construction to meet expanding needs of USGS. A first phase will be determined and moved forward. The Convention and Visitors’ Bureau work program will include efforts to strengthen the tourism sector of the economy, including: enhanced marketing and public relations, bringing those functions in-house. West Side Annexation will receive attention this year, although timing does not appear to be a critical concern. The City Manager will work with the GFEC President to strengthen the City/GFEC economic development program partnership. Annual Financial Plan 6 City of Flagstaff Fiscal Health GOAL: Maintain written policies to provide for a balanced budget that meets a vast array of community needs, to ensure that resources are available to meet future needs and allow for community infrastructure to be maintained at adequate levels and other sound financial practices that maintain the fiscal health of the organization. Fiscal health must be of paramount interest when public/private partnerships for economic development are considered; and thus, fiscal impact and financial feasibility information must be clearly and openly discussed. Continue to study impact fees and provide opportunities for public and Council discussion of options and variations. Consider including water resource fees as part of the discussion. Develop Use Tax information for further Council discussion. Implement liquor license fees to recover issuance costs. Continue exploring revenue generating ideas and implement those already directed by the City Council. Continue an active grants program with a target of continuous improvement in the number and level of grants received. Complete negotiations of the Cable Franchise Agreement. Develop opportunities for service enhancements and efficiencies through intergovernmental consolidation will be studied. Staff will study necessary and appropriate long-term adjustments of HURF funded operations and/or capital allocations in view of declining HURF revenues from the State. Public Safety GOAL: To promote and maintain a safe community through an integrated public safety system that addresses the underlying issues affecting public safety, health and quality of life. Determine an appropriate increase in handicapped parking fines for Council consideration and develop a fair signage and enforcement policy. Police force strength will be improved, targeting authorized levels by filling the two positions requested as a priority by the Chief, and by providing greater shift flexibility through authorization of an additional sergeant position. 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 set aside for the current fiscal year of $400,000 will be maintained and available for overtime in the event of a major fire experience or homeland treats. An active fuel management program to reduce both fuel densities and bark beetle infested trees will be continued. Annual Financial Plan 7 City of Flagstaff A firefighter position has been restored in the budget as an incremental step toward additional staffing. The Fire Department will develop a contract proposal with Flagstaff Ranch, which, if approved will require accelerating the construction/relocation of a fire station further west. It is proposed that proceeds from the proposed contract go toward debt service thus avoiding delay of other bond projects. Affordable Housing GOAL: To insure that a variety of housing opportunities are available to a diverse population, especially those requiring entry level housing. A staffing increase is budgeted. Greater definition of need will be determined as Community Development staff works through reorganization decisions. The City will continue to facilitate a comprehensive discussion among agencies involved in providing housing with a goal of determining needs, funding and program opportunities, agency alignment and whether an Affordable Housing Commission is recommended. With the assistance of a HUD Technical Advisory Service, staff will determine the feasibility and best practice for establishing a community land trust. As directed by Council following legal advice from the City Attorney, pursue, as determined appropriate, authority for inclusionary zoning. Capital Improvement GOAL: Plan, program, design and construct public works and facilities capital improvements through a structured, efficient and transparent process ensuring scarce public resource expenditure for the greatest benefit to the community; creating a built environment shaped through citizen involvement, reflecting community pride. The Capital Division will be combined with and incorporated into the Community Development Department, with the CID Director designated as Deputy CD Director for transition into the Director position when the Director retires, as planned. The Capital Division will maintain the parks, utilities, transportation and multi-modal construction program, including Fourth Street Phase I and II, Rio de Flag Flood Control, Sunnyside II, III and IV, Butler Avenue Waterlines, Thorpe, Christensen and Thomas Fields, Sixth Avenue Detention Basin/BMX, Safe to School, and FUTS projects. The revised 5-year CIP planning process, which increases participation and gains Council adoption of the next fiscal year and five-plan will be utilized. Annual Financial Plan 8 City of Flagstaff Customer Service GOAL: Instill a positive customer service culture throughout the organization and with each employee of the City in the delivery of service both externally and internally. The use of technology to enhance customer service should be pursued, including, but not limited to, credit cards and information dissemination. Reinforce with staff that timely access to information is a component of customer service, and that customer service extends to the City Council and Council meetings. Wearing name badges and other means of helping customers identify City staff will be City policy. Planning for Growth GOAL: To shape growth, with the involvement of the community, in a manner that protects and preserves 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; southside planning, continuation of FUTS project development and construction, incremental reclamation and enhancement of City-owned and occupied open space in conjunction with planned FUTS project corridors, and Open Space Plan implementation. The Community Development reorganization process will be largely complete and institutionalized. Collaboration GOAL: Strengthen the community by strengthening partnerships with sovereign nations, public, non-profit and private agencies. Develop collaborative goals, through all levels of the organization, based upon common interests with these agencies to optimize the use of community resources and the delivery of services to the citizens of Flagstaff. Staff will schedule appropriate opportunities to discuss the proposed Rural Policy Institute with the Council, Alliance members and the public and to pursue funding opportunities from Federal and State governments and private sponsors. A process will be conducted with Alliance partners to identify primary issues for the continued follow up on the Alliance highest priority – education. 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 analyzed and implementation methodologies determined in cooperation 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. Annual Financial Plan 9 City of Flagstaff Quality of Life GOAL: To enhance the quality of life of our community, we will assure comprehensive programs that allow for a balance between economic development, resource protection and neighborhood concerns, that include cultural components that cross generational boundaries and strive to create cost effective and pro-active approaches to meet the social, physical and economic needs of our citizenry as we celebrate Flagstaff’s heritage, diversity, and vast aesthetic appeal. Staff will assist the Open Space Commission in determining Open Space acquisition priorities and negotiating appropriate transactions, including Bond Program initiatives, if approved by voters. 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. Study the establishment of a water resource fee, preferably graduated in some equitable manner and to allow for affordable housing exemption. Staff will initiate location and design activities as appropriate for implementation of any Bond Program initiatives as approved by voters. Organizational Support GOAL: To ensure the City of Flagstaff has the necessary organizational structure and staff who are trained to achieve the goals of the City, now and in the future. To develop and maintain compensation and benefits systems that allows the City as an employer to hire and retain a workforce that is recognized by the Council and public as committed public employees. A timely discussion about a Meet and Confer Ordinance is to be scheduled for a Worksession, following an opportunity for employee education by the joint staff committee charged with developing a draft ordinance, as well as a vote by employees. Employee performance expectations will reasonably consider the impacts of decreases in staffing levels. Staffing levels are restored to some degree by including allocations for retaining/restoring five positions otherwise eliminated by the employment reduction program. A three percent market adjustment to employees is included in the budget along with increased allocations to pay for health insurance cost increases. Employer obligations towards employees will continue to be addressed. As discussed under fiscal health, adequate revenues are needed to support City services and the employees who provide them. It continues to be a City goal to position the City fiscally for FY 2005 and beyond to meet the needs of employees and the community. An additional staff position is proposed in Human Resources to correct an understaffing situation and to allow for time devoted to organizational development and transition planning. Annual Financial Plan 10 City of Flagstaff SUMMARY As I have stated, it is much easier to develop a proposed budget when clear direction is given by the Council. I would like to again thank the Council for its leadership and direction. Every effort has been made to reflect that direction in this budget. Of particular note, this budget includes a three percent market adjustment for employees. The proposed budget and market increase have been presented and discussed with EAC. It is necessary to acknowledge and thank employees who have continuously and thoughtfully supported budget decisions during the last several years. Although position reductions are difficult, employees have examined our options and have supported the choices made. All the while employees have continued to work hard, adjust to new challenges and changes, including some reorganizations, and to provide superb service to our citizens. They continue to be team players as adjustments are made in response to changing realities As always our Finance and Budget teams under the direction of Mary Jo Jenkins and Barbara Goodrich have done an excellent job. Respectfully submitted, Annual Financial Plan 11 City of Flagstaff 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 12 City of Flagstaff Budget Highlights 2004 – 2005 Accountability Staff are to develop an approach for economic project development which engages public discussion and the City Council early in the process leading to a specific project. Responsiveness The Police and Fire departments will continue to work closely to improve emergency dispatch services to maintain response preparedness in the event of homeland security threats or actual incidents. Quality Pursue customer service enhancements through the use of technology, including but not limited to credit card acceptance and information dissemination. Professionalism Analyze future staffing concerns in relation to pending retirements in senior management through succession planning including reorganizations that maximize efficiency. Teamwork Work with GFEC and other partners to implement findings and recommendations of the Telecommunications Study. Problem Solving Facilitation of comprehensive discussions among agencies involved in providing housing with a goal of determining needs, funding and program opportunities, agency alignment, and the need for an Affordable Housing Commission. Accomplishments 2003 - 2004 Accountability Conducted a citizen survey eliciting feedback from citizens on water conservation and street maintenance, as well as a yearly rating of city services. Responsiveness The Police Department maintained 72 Block Watches to address neighborhood concerns such as traffic, graffiti, and other issues affecting quality of life. Quality Established an Electronics Recycling Program resulting in over 14 tons of electronic waste being recycled. Professionalism Government Finance Officers Association presented the City the Distinguished Budget Presentation (eleventh consecutive) and Excellence in Financial Reporting (thirteenth consecutive) Awards. Teamwork Worked with the Flagstaff Unified School District on a collaborative grant application for the Frances Short Pond Restoration project. Problem Solving Proactively met the community’s need for materials and information by increasing the DVD and CD collections at the Library, as well as performing extensive maintenance on collections in all formats in order to make them more usable and up to date. Annual Financial Plan 13 City of Flagstaff Annual Financial Plan 14 City of Flagstaff requirements, capital needs, debt burden, and strong reserves for future needs and contingencies. BUDGET OVERVIEW The City of Flagstaff FY 2005 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 2005; Debt Structure; and the Fund Balances, which are the operating framework of the Financial Plan. 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 Wastewater Airport Environmental Services Stormwater Utility $ $ (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 9.2% Enterprises (A) 14.8% 14,821,504 17,756,771 9,435,934 3,993,176 7,227,146 6,995,000 40,463,996 8,157,327 28,886,609 17,988,500 39,795,133 195,521,096 TOTAL APPROPRIATIONS 7.5% 9.1% 4.8% 2.0% 3.7% 3.6% 20.7% 4.2% 14.8% 9.2% 20.4% 100.0% General Administration Management Services Library BBB (A) Community Development Fire/Police Utilities Public Works Airport Environmental Services Stormwater Non Departmental Reserves/Contingencies 11,583,130 7,647,410 1,038,122 8,106,947 511,000 28,886,609 $ (A) BBB Tax Funds: Beautification Tourism Economic Development Arts and Science Recreation-BBB 1,986,208 2,014,949 1,819,340 971,733 2,629,762 2,092,518 6,473,990 17,988,500 4,574,929 1,460,728 459,400 409,706 4,081,940 10,986,703 Utilities 20.5% Public Works 16.7% BBB 5.6% Library 1.9% Airport 6.6% Mgmt Svcs 1.7% State Revenue 4.8% BBB Tax 2.0% Gen Admin 2.3% Contingencies 4.1% Stormwater 4.7% Environ Svcs 4.4% Non-Dept 6.6% "WHERE THE MONEY GOES TO" $195,521,096 "WHERE THE MONEY COMES FROM" $195,521,096 Annual Financial Plan 2.3% 1.7% 1.9% 5.6% 14.5% 10.4% 20.5% 16.7% 6.6% 4.4% 4.7% 6.6% 4.1% 100.0% Comm Dev 14.5% Grant Revenue 9.1% Transportation Tax 3.7% 4,521,225 3,363,425 3,674,715 10,986,703 28,356,793 20,336,943 40,079,403 32,596,288 12,939,652 8,529,036 9,173,518 12,918,395 8,045,000 195,521,096 Fire/Police 10.4% Fund Balances 20.4% Other Financing Sources 20.7% Highway User Tax 3.6% $ $ Sales/ Franchise Taxes 7.5% Property Taxes 4.2% $ 15 City of Flagstaff The following graphs depict the major classifications of appropriation for the total 2004-2005 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 74,246,709 5,030,844 96,750,698 11,447,845 8,045,000 195,521,096 * Exclusive of Debt Service TOTAL APPROPRIATIONS (all funds) Community Development 16.5% Equipment 2.6% Operations 37.9% General Admin 8.0% $ $ 5,911,953 12,279,701 6,671,746 7,320,054 12,170,096 15,768,734 9,447,911 4,676,514 74,246,709 $ 11,447,845 Management Services 9.0% Fire 9.9% Capital Improv Projects 49.5% Reserves/ Contingcs 4.1% Police 16.4% Debt Service 5.9% NonDepartmental 6.3% EXPENDITURES BY TYPE Personal Services Contractual Commodities Capital $ $ 44,173,493 45,438,447 6,335,614 99,573,542 195,521,096 Contractual 23.2% Community Development comprises 16.5% of the operating budget ($12.3 million), excluding the debt service requirements for Fourth Street ($2.0 million). The primary services in this Department include Engineering, Planning & Zoning, Building Inspection, Capital Improvements, and Stormwater. The services provided by these divisions meet the current needs of the community and plan for the future. Commodities 3.2% Capital 50.9% Management Services comprises 9.0% of the operating budget ($6.7 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. OPERATING EXPENDITURES BY DEPARTMENT City operations include the traditional municipal services citizens expect their local government to provide. Operating expenditures exclude capital improvements, capital equipment, debt service and reserves. The department budgets are presented to include division budgets and Departmental (organizational structure) responsibilities as defined by the City Code. Annual Financial Plan Public Works 21.2% General Administration activities comprise 8.0% of the budget ($5.9 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. This department consists of City Manager, City Clerk, Law, City Court, Human Resources, Risk Management, and Tourism. EXPENDITURES BY TYPE (all funds) Personal Services 22.7% Utilities 12.7% Fire Department services comprise 9.9% of the operating budget ($7.3 million). The Department's public safety programs provide both personal safety in the community with proactive attention to preventable 16 City of Flagstaff disasters and sense of well being through timely emergency response. indicators that measure the effectiveness at the program level. Police Department activities comprise 16.4% of the operating budget ($12.2 million). Public safety programs provide personal safety in the community by promoting a community free of crime and assured response in emergency situations. 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 2003, the Adopted Budget for FY 2004, the Estimated Actual for FY 2004, and the Adopted Budget for FY 2005. 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. Public Works comprises are provided by nine divisions that account for 21.2% of the operating budget ($15.8 million), excluding the debt service requirements for streets ($2.4 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. efficiency and/or 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) Utilities Department comprises 12.7% of the operating budget ($9.4 million), excluding $3.9 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. Non-Departmental operations comprise 6.3% of the budget ($4.7 million) exclusive of $2.1 million debt service. Some divisions are contractual in nature and include Contributions to Other Agencies, Economic Development, and the Pension Trust Fund. The Council and Commission and Non-departmental budgets account for expenditures that benefit City operations as a whole. Fund, Department, and Division Structure: The City uses funds to report its financial position and the results of its operations. Fund accounting segregates funds according to their intended purpose and is designed to demonstrate legal compliance and to aid financial management by segregating transactions related to certain governmental functions or activities. A fund is a separate accounting entity with a self-balancing set of accounts, which includes assets, liabilities, fund equity, revenues and expenditures/expenses. BUDGET FORMAT AND PROCESS Within each Fund there may be several Departments. Departments also may encompass several Funds. The Department level is the legal level of budget authority. The budget and financial plan for the City of Flagstaff (City) is the policy document that reflects the goals and objectives of the City Council. These goals and objectives are implemented through the policies and priorities established by the Council as well as the various Boards and Commissions appointed by Council. The Office of the City Manager is then responsible for implementing these policies and priorities utilizing the allocation of financial resources. The annual review process provides the community an opportunity to evaluate the services provided to the citizens of the community. Programs are identified, evaluated, and the scope of service provided is defined. The staffing level needed to provide the service level deemed appropriate by Council is determined. Additionally, funding requirements and level of effort to be provided are established. Departments are groups of Divisions that serve a similar function with the City. In addition, within each Division are Programs, which capture all expenditures related to an activity, cost center, or location of operation within a division. The following table represents the structure for the City. FORMAT The Department Detail presents each operating activity at the division level with a division mission, description of programs, specific goals and objectives for FY 2005, major accomplishments in FY 2004, and performance Annual Financial Plan 17 City of Flagstaff Annual Financial Plan Illustration of Relationship between Funds, Departments, and Divisions DEPARTMENTS General Administration Management Services Community Development Fire Police Public Works City Manager Information Systems Administration Fire Police Administration Council and Commission City Clerk Management Services Administration Tax, Licensing & Revenue Finance & Budget Engineering Parks Contributions Building and Development Planning Fleet Non-departmental Utilities Non-departmental FUNDS General Fund Capital Improvements Human Resources Risk Management City Attorney Municipal Court Library Library Street Maintenance & Repairs Highway User Revenue 4th Street Overpass Safe to School Safety Improvements Transportation Economic Development Beautification Tourism 18 Recreation Arts & Science Real Estate Proceeds Community Redevelopment Metropolitan Planning Organization G.O. Bond Fund Secondary Property Tax Special Assessment Cemetery Facilities Maintenance Recreation Transit Economic Development Beautification Convention & Visitors Bureau Visitor Services Recreation Arts & Science Real Estate Proceeds Community Redevelopment Metropolitan Planning Organization G.O. Bond Fund Secondary Property Tax Special Assessment Administration Lake Mary Water Treatment Plant Customer Service Water Distribution Services Booster Stations Wastewater Treatment Plants Wastewater Collection Wastewater Monitoring Water & Wastewater City of Flagstaff Airport Environmental Services Stormwater Expendable Trust Airport Environmental Services Stormwater Firemen's Pension 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 2005. The Capital Improvement Plan (CIP) for FY 2005 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. PROCESS Budget Process Flowchart: Program Managers/ Employee Input Department Heads Review of City Manager's Proposed Budget Dept Heads/Employees Advisory Committee Public Hearing Property Tax Adoption Division Managers Budget Review Team City Manager Deputy City Manager (2) Mngment Srvcs Director Finance/Budget Manager Human Resources Mgr. BUDGET CALENDAR City Council Budget Work Session January 30 Capital equipment requests reviewed by Fleet/MIS Committees for recommendation March 8 March 26 Adoption of Tentative Budget Implementation of Budget Presentation: The Transmittal provides a summary of the key policy issues, priorities, and strategies that shaped the budget as framed by the City Manager. The Budget Overview summarizes financial resources and expenditures along with fund summaries and an overview of selected revenues. Policies and Procedures provide an overview of both fiscal and budgetary practice. 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 Review with Department Heads and City Manager March Personnel review of reclassification requests completed May 19-21 Council Study Sessions Proposed Budget available to public June 15 Public Hearing/Tentative Adoption of Proposed Budget Public Hearing on Tax Adoption June 18 Publish first notice of Public Hearing for Final Adoption June 25 Publish second notice of Public Hearing for Final Adoption July 6 Public Hearing on Budget and Final Adoption of Budget July 10 Notify Property Tax Oversight Commission of Compliance with Truth in Taxation July 20 Adopt Property Tax Levy Property Tax Adoption (After 2nd Public Hearing) Annual Financial Plan Budget Module available to all Divisions (One Week) (After 1st Public Hearing) Adoption of Final Budget December 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 October 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 19 City of Flagstaff not anticipated over the next year. The BBB category shows a 2.5% ($97,394) budget to estimated actual increase. 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. 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 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 6, 2004. State law requires the operating budget to be all-inclusive. Therefore, the budget includes provisions for contingent revenues, e.g., Passengers Facility Charges, and expenditures that cannot be accurately determined when the 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. The State of Arizona continues to rebound after almost three years of negative or no growth. While the State budget continues to struggle it is currently maintaining funding levels to the cities. The City budget to estimated actual shows a 3.8% increase ($167,421). REVENUE FORECAST State-shared revenues for sales and income tax are reflecting moderate increases (3.8% and 2.0%, respectively) due to the recovering economy. State shared income tax receipts are based on actual collections from two years prior. State sales tax receipts are distributed based on actual collections of the state and distributed by census population. 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. Highway user tax and local transportation assistance are projected to end the year 12.3% under budget due to a revised distribution formula by ADOT for HURF revenue. This reduction is anticipated to be ongoing. The Adopted Budget reflects the total funds appropriated ($195,521,096). Certain exclusions are allowed by the state [e.g., bond proceeds, debt service, grants] in computing the Expenditure Limitation ($74,963,318), and this total cannot be exceeded. County revenues for auto in lieu tax (license tags) are expected to increase by approximately 5.9%. The increase is based on continued local strength in auto sales. 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. The Utility Fund does not anticipate a rate increase for water or wastewater services. Rate increases may occur dependent on the result of the May 2004 bond election. The Environmental Services Fund projects increased revenues for FY 2005 due to overall growth in residential, commercial, and landfill accounts. EXPENDITURES ASSUMPTIONS AND STRATEGIES 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. ECONOMIC OVERVIEW In FY 2005, City sales tax revenue is budgeted to exceed the FY 2004 estimated actual by 3.4%. The trends reflect an overall increase in the economy with a slight dip in the auto service and home furnishing markets. Construction revenues are expected to remain steady as this category has shown increases in eight of the past nine years. A cyclical slow down could occur but based on the number of building permits issued, it is Annual Financial Plan 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 20 City of Flagstaff 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. 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 2005 is estimated at $5,551,318 in the General Fund. A general fund balance equal to 15% of general fund revenues is anticipated to maintain a sound financial position. The General Fund balance is currently budgeted at 15%. FUND SUMMARIES The FY 2005 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. GENERAL FUND The General Fund includes all City operations, except enterprise activities (operations which are to be selfsustaining), 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). The City of Flagstaff held a bond election in May 2004. A total of 13 projects were offered individually for $172.5 million. Ten projects totaling $155.2 million passed. These projects are funded through lease agreements, secondary property taxes, and user fees. The FY 2005 budget includes some revenues and expense for certain projects. The citizens may realize a future increase in water/sewer rates, however the projects funded through the secondary property taxes will be timed so that no increase would be necessary. 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 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. GENERAL FUND REVENUES/OTHER SOURCES Local Taxes 32.0% Estimated Actual Expenditures FY 2004. Divisions were asked to estimate expected expenditures by line item for FY 2004. Overages and underages (and reasons, theretofore) were used to adjust the recommended budget for various line items in FY 2005. 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 encouraged 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 Annual Financial Plan EST ACTUAL FY2004 $ 2,251,526 1,104,384 14,388,897 11,075,872 973,437 17,828,484 2,203,898 1,696,573 3,261,616 418,746 1,176,799 $ 56,380,232 BUDGET FY 2005 $ 1,986,208 922,323 14,821,504 11,450,883 971,733 6,935,104 2,304,298 1,787,340 3,470,630 499,315 1,189,560 $ 46,338,898 Intergovt'l Rev 24.7% Fines/Forfeits 2.1% Grants 2.0% Fund Balance 15.0% Lic & Permits 4.3% Carryovers 5.0% Misc Rev 2.4% Interest 1.1% Prim Prop Tax 7.5% Charges for Services 3.9% Total resources available for General Fund expenditures for FY 2005 are $46.3 million including the beginning fund balance of $20.0 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 21 City of Flagstaff to study a major drainage way issue (the Rio de Flag project.) revenue categories, including historical trend information, is provided following the fund summaries. 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 2005, and will generate an estimated $3,470,630. This amount represents approximately 40% of the maximum allowable levy under Arizona statute. The secondary tax rate, which can only be used to repay general obligation debt, will remain at $0.9801. The increase in assessed valuation, and corresponding increase in revenue, is associated with $21.2 million new construction placed on the tax rolls in the last year, and increased assessed values on existing properties ($10.3 million). General Fund revenue/other sources have decreased by 18.4% primarily due to the transfer of the Rio de Flag project to the Stormwater Utility. The general fund is transferring $8.4 million for this project, which is netted out of fund balance. APPROPRIATIONS General Administration Community Development Management Services Public Safety Public Works Water Utility Non-departmental Contingencies EST ACTUAL FY2004 $ 3,897,213 3,597,056 3,073,998 18,518,857 6,455,314 15,588 498,088 250,000 $ 36,306,114 HIGHWAY USER REVENUE FUND The Highway User Revenue Fund (HURF) is mainly supported by transportation related taxes distributed to the Cities and Counties by the State. Appropriations total $27.8 million in FY 2005. Projects budgeted includes East Flag Gateway, Huntington Drive Improvements and Beulah Blvd. Improvements, our annual pavement maintenance program and Sunnyside Street improvements. REVENUES/OTHER RESOURCES HURF $ 6,995,000 LTAF (lottery) 300,246 Fund Balance 2,033,857 Fund Balance for Carryovers 2,779,537 Miscellaneous 1,761,261 Inter Governmental 2,938,096 Transfers (net) 12,556,785 Interest 33,000 $ 29,397,782 BUDGET FY 2005 $ 4,521,225 3,831,214 3,363,425 20,336,943 6,448,409 37,878 1,598,486 650,000 $ 40,787,580 STREET REVENUES/OTHER RESOURCES Misc. 6.0% Fund Bal 6.9% Pub Safety 49.9% Mgmt Svcs 8.2% Gen Admin 11.1% Water Utility 0.1% Non-dept 3.9% LTAF 1.0% HURF 23.8% $ $ General Fund total appropriations have increased 12.3% in FY 2005. The increase is due to increases in salaries, benefits, insurance, capital projects, and contingency set aside. Overall, City staff received a 3% market increase and 75% (those not at the top of their range) received an average 3.2% merit. Also, a number of capital projects were carried over including redevelopment and new capital expenditures were added including a Type 1 fire engine. Contingency increases are anticipated due to the potential for an extreme fire season. Pub Works 94.8% 22 140,443 813,791 215,471 26,296,570 1,818 182,393 100,000 27,750,486 STREET TOTAL APPROPRIATIONS Water Utility 0.0% Mgmt Svcs 0.8% The financial position of the General Fund (after cost allocation distribution) remains strong. Accumulated funds will continue to be spent in Flagstaff for development opportunities as well as continued support Annual Financial Plan Interest 0.1% APPROPRIATIONS General Administration Community Development Management Services Public Works Water Utility Non-departmental Contingency Pub Works 15.8% Cont'gcy 1.6% Transfers 42.7% Carryover 9.5% GENERAL FUND TOTAL APPROPRIATIONS Comm Dev 9.4% Inter Gov't. 10.0% Non-dept 0.7% Cont'gcy 0.3% Gen Admin Comm Dev 0.5% 2.9% City of Flagstaff operations, $15,387,200 for the 4th Street overpass. Transfers include $8,756,689 to the HURF Fund for Safety and Street Improvements and $1 million to fund FUTS projects in Beautification from Safety and Street Improvements. The combined transportation tax rate for FY 2005 is 0.601%. TRANSPORTATION FUND 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. Projects 4th Street Overpass Safe-to-School, Pedestrian and Bike Traffic Flow and Safety Improvements Transit Service Enhancements Totals LIBRARY FUND The City operates a joint City-County Public Library with auxiliary programs in outlying county locations and bookmobile services. $2.6 million of the funding for library operations comes from the library district tax. Budget FY 2005 Revenues $ 1,924,032 962,016 2,236,688 2,104,410 $ 7,227,146 REVENUES/OTHER RESOURCES Library District Tax $ 2,629,762 Grants 82,300 Fund Balance 571,968 Transfers (net) 924,937 Interest 21,000 Miscellaneous 29,000 $ 4,258,967 REVENUES/OTHER RESOURCES Local Taxes $ 7,227,146 Fund Bal, net of Transfers 13,499,787 Interest 575,000 Misc 2,200,000 $ 23,501,933 LIBRARY REVENUES/OTHER RESOURCES Library District Tax 61.7% Grants 1.9% Fund Balance 13.4% TRANSPORTATION REVENUES/OTHER RESOURCES Misc 0.8% Fund Balance 57.4% Local Taxes 30.8% APPROPRIATIONS General Admin Community Development Management Services Public Works Water Utility Non-Departmental Contingencies Interest 11.8% APPROPRIATIONS/TRANSFERS Transit $ 2,267,779 4th Street Overpass $ 15,387,200 Debt Service 2,041,600 $ 19,696,579 Transit 11.5% $ 81,895 45,594 3,780,660 69,178 901 54,930 100,000 4,133,158 LIBRARY TOTAL APPROPRIATIONS Mgmt Svcs 91.5% Comm Dev 1.1% Gen Admin 2.0% 4th Street Overpass 78.1% Cont'gcs 2.4% Non-Dept 1.3% Pub Works 1.7% 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 Appropriations total $19.7 million in FY 2005. Appropriations are comprised of $2,267,779 for transit Annual Financial Plan Transfers 21.7% $ TRANSPORTATION TOTAL APPROPRIATIONS/ TRANSFERS Debt Service 10.4% Interest 0.5% 23 City of Flagstaff primarily for capital improvements. (See the CIP Section for project list.) In FY 2005, 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. 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. BBB FUNDS Tourism Fund: Total resources available in FY 2005 are $1.7 million. The total operating budget, including a $50,000 reserve for contingencies, appropriations is $1.5 million. 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: Economic Development Beautification Tourism Recreation Arts & Science REVENUES/OTHER RESOURCES BBB Tax $ 1,199,102 Fund Bal, net of Transfers 324,360 Fund Bal for Carryover 70,000 Interest 20,000 Visitor Center Retail Sales 20,000 Miscellaneous 39,898 $ 1,673,360 9.5% 20.0% 30.0% 33.0% 7.5% APPROPRIATIONS General Administration Reserve Since inception the City has experienced a continual growth of BBB revenues, however FY 2003 increased by only 0.3% with hotels representing the greatest decline. Fiscal Year 2005 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. $ Fund Bal 19.4% $ Misc 2.4% 4,574,929 10,000 4,584,929 Misc 0.1% Trans. (net) 10.6% Interest 1.2% Arts & Science Fund: Total resources available for Arts & Science activities are $526,976. Expenditures include contributions to local organizations and Art in Public Places. Contributions to Other Agencies is $280,000 and Art in Public Places has $84,706 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 $299,775. Fund Bal 45.7% BBB Tax 17.2% Retail Sales 1.2% Expenditures include ongoing marketing programs and one-time expenditures for capital. Included in the budget for Tourism is a strategic plan intended to provide guidance in determining markets, promotion directed at these markets, and measurement tools. BEAUTIFICATION REVENUES/OTHER RESOURCES Grants 25.6% Carryover 4.2% BBB Tax 71.6% REVENUES/OTHER RESOURCES BBB Tax $ 799,401 Grants 1,186,700 Fund Balance 2,122,547 Interest 36,900 Transfers (net) 492,799 Miscellaneous 3,000 $ 4,641,347 $ 1,460,728 50,000 1,510,728 TOURISM REVENUES/OTHER RESOURCES Beautification Fund: APPROPRIATIONS Beautification Reserve $ Interest 0.8% Total resources available for Beautification Fund activities amount to $4.6 million including carryovers and approved grants. Expenditures from this fund are Annual Financial Plan 24 City of Flagstaff REVENUES/OTHER RESOURCES BBB Tax $ Fund Balance Transfers Interest $ APPROPRIATIONS Arts & Science Reserve $ $ Economic Development Fund: Economic Development is conducted primarily by the Greater Flagstaff Economic Council (GFEC). The City allocates $330,000 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 non-toxic sewer dischargers, good wage/benefit structure, good corporate citizens, home offices). 299,775 183,049 35,000 9,152 526,976 409,706 10,000 419,706 REVENUES/OTHER RESOURCES BBB Tax $ Fund Balance Transfers Interest $ ARTS & SCIENCE REVENUES/OTHER RESOURCES BBB Tax 56.9% Interest 1.8% Fund Bal 34.7% APPROPRIATIONS Economic Development Reserve Transfers 6.6% $ $ 379,716 208,562 65,000 4,000 657,278 459,400 25,000 484,400 ECONOMIC DEVELOPMENT REVENUES/OTHER RESOURCES Recreation Fund: Total appropriations in FY 2005 for Recreation Fund activities are $4.1 million. FY 2005 includes the following: Completion of Thorpe Park and two school fields, land acquisitions, and construction of a BMX park. 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. Fund Bal 31.7% BBB Tax 57.8% Interest 0.6% Transfers 9.9% OTHER FUNDS 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). REVENUES/OTHER RESOURCES BBB Tax $ 1,315,182 Grants 869,000 Fund Bal, net of Transfers 1,965,572 Interest 63,200 $ 4,212,954 METROPOLITAN PLANNING ORGANIZATION APPROPRIATIONS Recreation $ $ REVENUES/OTHER RESOURCES Grants $ Transfers $ $ 4,081,940 4,081,940 RECREATION REVENUES/OTHER RESOURCES Interest 1.5% Fund Bal 46.7% Annual Financial Plan APPROPRIATIONS Community Development Non-Departmental Contingency BBB Tax 31.2% Grants 20.6% $ $ $ $ 711,700 15,000 726,700 511,186 15,514 200,000 726,700 The MPO has appropriated $726,700 for this program for FY 2005. This includes operating funds for 25 City of Flagstaff The Real Estate Proceeds fund is currently restricted to the purchase of real estate. The appropriations total $675,900. Expenditures in this fund are for acquisition of open spaces. transportation and transit planning. Transit operating funds are not included in this budget since that service is contracted through Coconino County. Community Redevelopment Fund: This fund finances activities in conjunction with the CDBG program and affordable housing activities. There is $4.3 million appropriated to this activity for FY 2005. Expenditures in this fund includes $1.1 million for land acquisition, $1.5 million in CDBG related activities, and $663,880 in state grant activities. ENTERPRISE FUNDS UTILITIES FUND The City's water and wastewater operations are operated as an Enterprise Fund activity, i.e., selfsustaining operations with user fees and charges based on a "cost-of-service" methodology. The rate model determines the minimum revenue requirements needed to support operations including: all operating and maintenance costs; capital improvements considered routine in nature; principal and interest payments on bonded debt related to utility construction; and maintaining a year-end fund balance sufficient to ensure adequate working capital. Total appropriations for the Utilities Fund are $43.8 million. Resources include $19.2 million in utility user fees and $6.6 million in fund balance carryforward. REVENUES/OTHER RESOURCES Grants $ 2,192,837 Fund Balance 1,388,527 Transfers 375,400 Misc. Revenues 402,054 $ 4,358,818 APPROPRIATIONS Community Development $ $ 4,317,814 4,317,814 COMMUNITY REDEVELOPMENT REVENUES/OTHER RESOURCES Grants 50.3% REVENUES/OTHER RESOURCES Water Revenues $ 11,583,130 Sewer Revenues 7,647,410 Fund Balance 16,828,928 Fund Balance for Carryovers 6,620,836 Transfer 14,724,694 Grant Revenue 321,575 Interest 586,000 $ 58,312,573 Fund Bal 31.9% Misc. Revenues 9.2% Transfers 8.6% UTILITIES REVENUES/OTHER RESOURCES Real Estate Proceeds: REVENUES/OTHER RESOURCES Fund Balance $ Fund Balance for Carryover Interest $ APPROPRIATIONS Non-Departmental 370,994 535,000 26,350 932,344 675,900 675,900 Fund Bal 39.8% Annual Financial Plan Grants 0.6% Transfers 25.3% Water Operations: Total appropriations relating to direct costs for the water operations are $17.7 million. Water fees are the major source of revenue supporting water operations. Bond funds support well development. Revenue estimates total $10.1 million for water sales. No rate increase is anticipated for FY 2005. REAL ESTATE PROCEEDS REVENUES/OTHER RESOURCES Interest 2.8% Carryover 11.4% Water Revenues 19.9% Interest 0.8% $ $ Fund Bal 28.9% Sewer Revenues 13.1% Wastewater Operations: Total appropriations relating to the direct costs for the wastewater operations are $22.2 million. Wastewater (sewer) fees are the major source of revenue supporting wastewater operations. Appropriation increased by $11 million, which is primarily due to major improvements to the Wildcat Wastewater Treatment facility. Revenue estimates total $6.0 million in wastewater service charges. Revenues are estimated Carryover 57.4% 26 City of Flagstaff site requirements. Based on current estimates for closure and post-closure landfill costs, the City is setting aside legally restricted funds to insure sufficient funds will be available to meet these requirements. to increase 2% due to growth of the customer base and consumption. APPROPRIATIONS General Administration Community Development Management Services Public Works Non-departmental Water Utility Sewer Utility Contingency $ $ 221,209 670,558 478,507 44,849 304,144 17,692,968 22,234,895 2,200,000 43,847,130 APPROPRIATIONS General Administration Community Development Management Services Public Works Water Utility Non-departmental Contingency $ $ Water Utility 40.4% UTILITIES TOTAL APPROPRIATIONS Non-dept 0.7% Mgmt Svcs 1.1% ENVIRONMENTAL SERVICES TOTAL APPROPRIATIONS Gen Admin 0.5% Cont'gcy 5.0% Mgmt Svcs 1.4% Sewer Utility 50.7% Comm Dev 0.8% ENVIRONMENTAL SERVICES FUND Total financial resources are $17.4 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. REVENUES/OTHER RESOURCES Airport Revenues $ 1,038,122 Grants 8,532,240 Fund Balance 4,629 Transfers 848,864 Miscellaneous 302,817 Lease/Loan Proceeds 2,516,457 $ 13,243,129 ENVIRONMENTAL SERVICES REVENUES/OTHER RESOURCES AIRPORT REVENUES/OTHER RESOURCES Fund Bal 27.6% Environ Svcs Rev 46.5% Gen Admin 1.1% Non-dept 1.2% Cont'gcy 33.2% AIRPORT FUND Pulliam Airport is located four miles south of downtown Flagstaff and is operated 17 hours per day, seven days each week and offers five daily flights to Phoenix. Total appropriations are $13.2 million: $1.2 million for operations, $598,938 for debt and $11.4 million in capital outlay. Primarily FAA and ADOT grants will fund the capital improvements. REVENUES/OTHER RESOURCES Environmental Svcs Revenue $ 8,106,947 Fund Bal, net of Transfers 4,810,572 Interest 162,000 Other Financing Sources 4,350,000 $ 17,429,519 Airport Revenues 7.8% Interest 0.9% Grants 64.4% Loan Proceeds 19.1% Other Financing 25.0% Misc. 2.3% 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; as well as for future Annual Financial Plan Water Utility 0.7% Pub Works 61.6% Comm Dev 1.5% Pub Works 0.1% 149,706 108,158 204,687 8,723,222 103,227 174,458 4,690,000 14,153,458 Transfers 6.4% Fund Bal 0.0% The general fund will continue to subsidize operations at $287,000 this year with an additional $243,000 for capital improvements including matching funds for grants. This year, of the $11.4 million in capital 27 City of Flagstaff $9.2 million include the operational components of NPDES implementation, general drainage maintenance, and the Rio de Flag including related parking. improvements, FAA and ADOT are funding $8.5 million, Airpark proceeds will fund $114,000, and lease proceeds are expected to fund $2.5 million. The secondary property tax fund will transfer $204,864 to cover debt service not paid with passenger facility charges. APPROPRIATIONS General Administration Community Development Management Services Public Works Water Utility Non-departmental $ $ APPROPRIATIONS General Admin Community Development Management Services Public Works Water Utility Non-departmental Contingency 33,085 25,226 89,656 13,015,826 401 75,075 13,239,269 $ Comm Dev 99.3% Water Utility 0.0% Non-dept 0.6% Mgmt Svcs 0.7% Cont'gcy 0.3% Water Util 0.1% The City updates five-year plans annually during the budget process. These plans are in important tool to continue our emphasis on strategic planning and to identify the capacity of the City to fund projected expenditures. Revenue and resource estimates are based on the latest available economic and demographic trend information. All significant expenditure issues have been incorporated into the projections including the following: employee compensation, City growth, and additional operational costs associated with completion of capital projects. The projections are not intended to be an exact prediction of what each department will spend in the next five years. The policy of the City is to match ongoing expenditures with ongoing revenues. This policy is to assure that the funds have adequate revenues to support the continued operations. Several funds will use one-time revenues and fund balance to pay for capital equipment, capital improvements, and other types of one-time expenditures. Generally when you see major fluctuation in fund balance from beginning to ending, the change is related to carryover and/or budgeting of such items. Funds such as the General, Highway User, Transportation, Beautification, BBB-Recreation, Real Estate Proceeds, Community Redevelopment, Capital Projects Bond Funds rely heavily on these one-time expenditure commitments. STORMWATER REVENUES/OTHER RESOURCES Stormwater Rev 5.5% Interest 0.1% Fees & Charges 0.3% The five-year projections are located in the Financial Summary section, Schedule 13. The following narratives present the highlight of the forecasts by funds: Total revenues/other resources include one-time transfers of $8.4 million from the general fund. The Rio de Flag project has been transferred in its entirety from the General Fund to Stormwater. Total appropriations of Annual Financial Plan Non-dept 0.1% Mgmt Srvcs 0.1% FIVE-YEAR PROJECTIONS BY FUND REVENUES/OTHER RESOURCES Stormwater Revenues $ 511,000 Fees & Charges 32,400 Fund Balance 122,316 Transfers (net) 8,588,725 Interest 3,058 $ 9,257,499 Fund Balance 1.3% Public Works 0.1% Comm Dev Gen Admin 0.2% 0.2% STORMWATER FUND 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. Transfers (net) 92.8% 10,656 9,179,657 12,928 6,184 7,315 13,396 10,000 9,240,136 STORMWATER TOTAL APPROPRIATIONS AIRPORT TOTAL APPROPRIATIONS Pub Works 98.3% $ 28 City of Flagstaff GENERAL The primary purpose of the General Fund five-year projections is to assure that ongoing revenues are meeting or exceeding ongoing expenditures. Ongoing expenditures include debt service, fleet replacements, information system replacement and upgrades, an allocation for capital, and projected changes in personnel. As financial conditions change in the City, the five-year projections are continually updated to balance the ongoing sources and uses of funds. revenue growth, operations levels. The City is currently funding several projects with Fund Balance and non-recurring revenues. Such projects include the downtown redevelopment, Flagstaff Mall expansion, and Rio de Flag flood control. RECREATION-BBB This fund is used for the improvements to city and school recreational parks and fields. In addition, maintenance cost related to the improved parks and fields, maintenance of FUTS trails, debt service of bonds issued for improvements, and a transfer for construction of new FUTS trails are funded with ongoing revenues. Based on current projections, maintenance and construction needs will be met during the next five years. fund can maintain existing ARTS AND SCIENCE This fund is balanced with ongoing revenues from BBB taxes and ongoing expenditures related to contributions to agencies for projects related to awareness of arts and science in our community. Based on revenue growth, contributions will be maintained or slightly increased over the next five years. LIBRARY The five-year plan for Library shows the ability to fund ongoing operations costs with funding from the City, through revenue transfers, and the County, through Library District Taxes. REAL ESTATE PROCEEDS This fund is used for one-time revenues and expenditures related to sale and acquisition of property. The City plans to sell property in Koch Field in the future. The fund balance is currently restricted for acquisition of open spaces. As the City sells additional properties, those funds will be restricted for a similar purchase of land as intended with the original land acquisition. Current projections allow open space acquisitions through fiscal year 2009. HIGHWAY USER This fund is devoted to the maintenance, improvements, and construction of street related items. The fund first matches ongoing revenues with ongoing maintenance and then plans out the capital equipment and improvements. Several capital improvements include portions that are funded through revenue transfers from other funds. The five-year plan shows the ability to balance ongoing and one-time expenditures while maintaining and adequate fund balance. COMMUNITY REDEVELOPMENT This fund is primarily used to track revenues and expenditures related to Community Development Block Grants and other housing grants. The block grants are an entitlement to the City and are expected to stay level over the next 5 years. The City currently expects to receive State housing grants every other year. The City General Fund makes contributions annually to fund a revolving loan program, land acquisition, and affordable housing assistance. TRANSPORTATION The Transportation Fund is used to track revenues and expenditures related to a dedicated sales tax approved by voters. The five-year plan shows the completion of a 4th Street Overpass in FY 2006 and the ongoing funding of the transit system, which is operated by the County. Other projects are funded through revenue transfers to the fund where the projects are budgeted. BEAUTIFICATION The primary sources for this fund is Grants, BBB Tax, and Revenue Transfers. This fund primarily accounts for capital projects related to FUTS and Streetscapes. It is an ongoing effort to balance the amount of projects within the availability of revenues. This five-year plan shows how it is accomplished. METRPOLITAN PLANNING ORGANIZATION This fund in used for transportation planning grants. The fund maintains a zero fund balance due to current grant eligible expenditures are offset with grant revenue. It is currently estimated that grant revenues will remain consistent throughout the next five years. GENERAL OBLIGATION BOND This fund is used to track the debt service payments on General Obligation Bonds. This five-year plan shows the City is meeting the requirements for future debt service payments. ECONOMIC DEVELOPMENT This fund is balanced with ongoing revenues from BBB taxes, General Fund transfers, and ongoing expenditures related to contributions to agencies for economic development in our community. Based on revenue growth, contributions will be maintained or slightly increased over the next five years. SECONDARY PROPERTY TAX This fund is used for tracking of secondary property tax revenue and the subsequent transfer to other funds to make debt service requirements. The five-year projection uses the current assessed valuation figures from the county to estimate property taxes that will be TOURISM This fund is balanced with ongoing revenues from BBB taxes and ongoing expenditures related to tourism promotion and visitor center services. Based on Annual Financial Plan this 29 City of Flagstaff the match portion of capital grants awarded. Currently the City is expected to fund just 2.5% of federal grant eligible projects. 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. ENVIRONMENTAL SERVICES This enterprise fund is self-sustaining through user fees. The five-year projection balances anticipated revenues at current rates with on-going operations; capital needs, and revised service levels for all operations. 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. SPECIAL ASSESSMENT BOND This fund is set up for repayment of bonds issued for special assessment district. The City currently has two such districts. The five-year projections show there are adequate assessments and fund balance to pay future debt service requirements. STORMWATER This fund is an enterprise fund to oversee City issues related to drainage and the associated federal requirements. Ongoing operating expenditures are paid for with stormwater revenues and user fees. Capital projects are currently funded with transfers from other divisions CAPITAL PROJECTS BOND This fund will be used to track the revenues and expenditures of the voter approved bond eligible projects. In May of 2004, the voters of Flagstaff approved nine projects. The exception will be for the Water and Wastewater projects that will be in that fiveyear plan. At the time of budget approval, the timeline for projects were not available. That is why you do not see any expenditures in the out years. The City has budgeted in the current year only the amount we expect to spend this year. The complete five-year plan will be available later this fiscal year. FIREMEN’S PENSION This fund is maintained to pay eligible volunteer firemen monthly benefits. There are currently three beneficiaries. The five-year projection show adequate fund balance to pay these benefits. PERPETUAL CARE This fund is currently used for the tracking of contributions related to long-term maintenance at the City owned cemetery. Expenditures will not be budgeted until fund balance is adequate enough to pay for ongoing expenditures. REVENUES Historical Trend Information for Select Revenues GENERAL FUND WATER AND WASTEWATER As a City enterprise fund, this fund is managed on the basis that it will be self-sustaining. The five-year projections show that ongoing expenditures, capital improvements, and debt service requirements are being met with user fees, fund balance, and interest earnings. In addition to the five-year projections, the City uses a rate model to balance future operations and capital requirements with anticipated revenues over a ten-year period. Based on this model that was updated in 2004, no rate increase is anticipated. Due to voter approved bond projects, the City anticipates rate increase in June 2005. The City maintains a separate five-year plan for the tracking of bond eligible expenditures. 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 40% of its maximum allowable levy. AIRPORT This fund is responsible for the operations at Flagstaff Pulliam Airport. The majority of future revenues are grants related to continued expansion and capital improvements at the airport. Currently the airport is not self-sustaining for ongoing expenditures. It is the goal of the Airport Fund to become self-sustaining through additional Airpark developments and the expansion of the runway to allow regional jet service. Until then, the General Fund will make contributions to cover the differences. The capital improvement plan is based on annual updates to ADOT and FAA. The City General Fund also makes a transfer to the Airport Fund to cover Annual Financial Plan The projected increase for FY 2005 anticipated collections are twofold: new construction of 4.5% and increased assessed values on existing properties of 1.5% due to reassessments, net of a 3% delinquency factor. 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 30 City of Flagstaff this rate is determined by the requirements of the debt repayment schedule. CITY SALES TAX FY: 98-99 99-00 00-01 01-02 02-03 03-04 04-05 PRIMARY PROPERTY TAX AMOUNT 2,539,135 2,715,788 2,814,219 3,033,114 3,258,732 3,261,616 3,470,630 % CHANGE 7.6% 7.0% 3.6% 7.8% 7.4% 0.1% 6.4% 13.0 MILLIONS PRIMARY PROPERTY TAX 3.8 3.4 3.0 2.6 2.2 1.8 1.4 1.0 % CHANGE 4.6% 10.7% 3.3% 7.0% 3.3% 3.6% 3.4% CITY SALES TAX REVENUES 12.0 MILLIONS FY: 98-99 99-00 00-01 01-02 02-03 03-04 04-05 AMOUNT 9,093,641 10,071,110 10,402,910 11,135,228 11,500,467 11,912,000 12,320,000 11.0 10.0 9.0 8.0 7.0 99 00 01 02 03 04 05 FISCAL YEAR ACTUAL 99 00 01 02 03 04 EST ACTUAL BUDGET 05 FISCAL YEAR ACTUAL EST ACTUAL STATE SALES TAX BUDGET Legal Authority: Arizona Revised Statutes Section 42 1341 (D) CITY SALES TAX (TRANSACTION PRIVILEGE TAX) STATE SALES TAX Legal Authority: City Code, Title 3, Chapter 5, (Ordinance 1491) FY: 98-99 99-00 00-01 01-02 02-03 03-04 04-05 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 a 2% tax on hotels, restaurants and bars (BBB Tax). 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. % CHANGE 7.2% 9.9% 2.8% -17.1% 1.5% 6.4% 3.8% MILLIONS STATE SALES TAX These numbers are sales tax revenues only; audit assessments and penalty and interest revenues are combined with these numbers on schedule 3. The increase in revenues for FY 2004 was driven by increases in construction, auto sales, and a rebound in retail sales. Construction has enjoyed a strong year with an increase in residential and commercial projects. The revenue projection for FY 2005 anticipates a flattening of auto sales and a general increase of 2% to 3% in the other sectors of the local economy. Annual Financial Plan AMOUNT 4,353,556 4,785,424 4,919,575 4,076,034 4,136,724 4,400,000 4,567,421 5.5 5.0 4.5 4.0 3.5 3.0 2.5 2.0 99 00 01 02 03 04 05 FISCAL YEAR ACTUAL EST ACTUAL BUDGET Description: A half-cent (.5%) portion of the five-cent (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 31 City of Flagstaff activities and government. services provided by the general FRANCHISE TAX Legal Authority: Flagstaff Charter and City Code Article XII The sales tax revenue projected for FY 2005 reflects the economic rebound at the state level. APS: Ordinance 360 (expires 8-21-2011) Citizens Utility Co.: Ordinance 1879 (expires 10-3-2020). US West, MCI, US Sprint, Central Corp, and A T & T: Ordinance 585. The City has an agreement with Flagstaff Cablevision that expired 12-30-2000. STATE INCOME TAX (REVENUE SHARING) Legal Authority: Arizona Revised Statutes Section 43 244 (B) 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%. 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 twoyear 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. The growth rate for Franchise Tax revenue for FY 2004 was due to a spike in natural gas prices. The anticipated growth rate in FY 2005 reflects a normalized rate across all companies. STATE INCOME TAX FY: 98-99 99-00 00-01 01-02 02-03 03-04 04-05 FRANCHISE AMOUNT 5,489,912 6,062,290 6,432,879 5,526,159 5,557,918 4,773,961 4,868,513 % CHANGE 16.2% 10.4% 6.1% -14.1% 0.6% -14.1% 2.0% FY: 98-99 99-00 00-01 01-02 02-03 03-04 04-05 AMOUNT 1,560,789 1,505,710 1,690,043 1,790,846 1,783,098 1,990,000 2,000,000 FRANCHISE TAX 2.2 2.0 MILLIONS MILLIONS 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 % CHANGE 3.2% -3.5% 12.2% 6.0% -0.4% 11.6% 0.5% 1.8 1.6 1.4 1.2 1.0 99 00 01 02 03 04 05 99 EST ACTUAL ACTUAL BUDGET The FY 2002 reduction is a direct result of the 2000 Census count, which was 10,000 less than previously projected. 02 03 04 05 EST ACTUAL BUDGET FINES & FORFEITURES Legal Authority: Arizona Revised Statutes, Rules of Criminal Procedure City Code, Title 1, Chapter 15, Section 8 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. The League of Arizona Cities and Towns provides the revenue estimates for FY 2005. Annual Financial Plan 01 FISCAL YEAR FISCAL YEAR ACTUAL 00 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. 32 City of Flagstaff AUTO IN LIEU TAX The increase in FY 2003 is due to the one time recognition of suspension fees. Fiscal years 2004 and 2005 reflect normalized collections. Some collections had been diverted to the state level in FY 04, however that directive has been set-aside for FY 2005. FY: 98-99 99-00 00-01 01-02 02-03 03-04 04-05 FINES & FORFEITURES AMOUNT 838,306 835,868 882,019 931,950 1,042,133 973,437 971,733 % CHANGE 6.9% -0.3% 5.5% 5.7% 11.8% -6.6% -0.2% AUTO IN LIEU TAX FINES & FORFEITURES THOUSANDS % CHANGE 20.5% 3.0% 0.6% -5.7% 31.9% -20.0% 5.9% 2,400 2,200 THOUSANDS FY: 98-99 99-00 00-01 01-02 02-03 03-04 04-05 AMOUNT 1,847,142 1,902,188 1,913,662 1,803,900 2,378,467 1,901,911 2,014,949 2,000 1,800 1,600 1,400 1,200 1,100 1,000 99 00 950 01 02 03 04 05 FISCAL YEAR 800 ACTUAL EST ACTUAL BUDGET 650 500 99 00 01 02 03 04 05 BBB FUNDS FISCAL YEAR ACTUAL EST ACTUAL BED, BOARD & BOOZE TAX BUDGET Legal Authority: Ordinance 1902, Approved by voters March 1996, extended by vote to March 31, 2013. AUTO IN LIEU TAX BBB FY: 98-99 99-00 00-01 01-02 02-03 03-04 04-05 Legal Authority: Arizona Revised Statutes Section 28 1591 (c) Description: Twenty-five (25) percent of the net receipts from vehicle licensing collected by the State is returned to the cities and towns of licensing origin. The distribution is based on population in proportion to total population in incorporated areas. This revenue source can be used for any municipal purpose; therefore, revenues are deposited in the General Fund to support services and activities of the general government. $ % CHANGE 6.0% 3.1% 2.8% 1.8% 0.3% 1.8% 2.5% BED, BOARD & BOOZE TAX 4.0 MILLIONS 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. It is anticipated that FY 2005 will follow a more equalized growth pattern, based on FY 2002 and FY 2004 3.5 3.0 2.5 2.0 99 00 01 02 03 04 05 FISCAL YEAR ACTUAL Annual Financial Plan AMOUNT 3,536,805 3,644,822 3,747,822 3,817,028 3,826,975 3,895,782 3,993,176 33 EST ACTUAL BUDGET City of Flagstaff this revenue. The City has seen a decrease in approximately $1 million in FY 2004 and expects this trend to continue in FY 2005 and subsequent years. 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. LOCAL TRANSPORTATION ASSISTANCE The growth in FY 2002 to FY 2004 was related to economic conditions in the City and State. The BBB Revenue projection for FY 2005 reflects a moderate increase of 2.5%. The economy is showing an overall increase in tourism, slowly recovering from the downshift experienced after the 9-11-01 terrorist attacks. Legal Authority: Arizona Revised Statutes Sections 5 522, 40 - 1101, and 40 – 1102 Description: A portion of the lottery monies is distributed to cities and towns. Distribution is based on the population of a city as compared to the total populations of all the cities and towns. These funds must be used for transportation systems including street and highway projects and transit programs. HIGHWAY USER REVENUE FUND HIGHWAY USER TAX 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. Legal Authority: Arizona Revised Statutes Section 28 1598 (B.4), (For method of distribution see ARS 28-1598 (D.3) HURF FY: 98-99 99-00 00-01 01-02 02-03 03-04 04-05 $ AMOUNT 7,207,158 7,427,210 7,969,703 7,771,416 7,408,116 6,800,000 6,995,000 % CHANGE 34.2% 3.1% 7.3% -2.5% -4.7% -8.2% 2.9% LTAF FY: 98-99 99-00 00-01 01-02 02-03 03-04 04-05 HIGHWAY USER TAX $ AMOUNT 367,911 367,461 360,806 300,246 315,026 300,246 300,246 % CHANGE -6.7% -0.1% -1.8% -16.8% 4.9% -4.7% 0.0% 8.0 LTAF (LOTTERY) 400 7.0 THOUSANDS MILLIONS 7.5 6.5 6.0 5.5 5.0 99 00 01 02 03 04 05 EST ACTUAL 300 250 200 150 100 FISCAL YEAR ACTUAL 350 99 00 02 03 04 05 FISCAL YEAR BUDGET ACTUAL Description: The proceeds from the State-shared motor vehicle fuel tax (currently 16 cents per gallon, of which cities and towns share in 13 cents per gallon) are distributed by the State to cities and towns by a compromise formula. Fifty percent of the distribution is based on point of origin for the sale of gasoline. The remaining fifty percent is based on population in proportion to total population for incorporated towns and cities. EST ACTUAL BUDGET ENTERPRISE FUNDS WATER SALES 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 Due to a new reporting mechanism that the state is utilizing to distribute the state shared motor vehicle fuel tax, the City has experienced a decrease in the share of Annual Financial Plan 01 34 City of Flagstaff 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: 98-99 99-00 00-01 01-02 02-03 03-04 04-05 The decrease in FY 2002 and FY 2003 is because of water restrictions due to a drought year. No rate increase is projected in FY 2005. The decrease projected for FY 2005 is related to a major water using business switching to reclaim water. $ AMOUNT 5,766,360 5,734,389 5,908,022 5,767,577 5,796,821 5,900,000 6,018,000 % CHANGE -0.4% -0.6% 3.0% -2.4% 0.5% 1.8% 2.0% WASTEWATER (SEWER) CHARGES 6.5 WATER 6.0 AMOUNT $ 9,029,173 9,615,169 10,109,691 9,880,753 9,537,409 10,200,000 10,114,000 5.5 MILLIONS FY: 98-99 99-00 00-01 01-02 02-03 03-04 04-05 % CHANGE -0.8% 6.5% 5.1% -2.3% -3.5% 6.9% -0.8% 5.0 4.5 4.0 3.5 3.0 99 00 01 02 03 04 05 FISCAL YEAR ACTUAL EST ACTUAL BUDGET WATER SALES MILLIONS 11.0 10.0 ENVIRONMENTAL SERVICES 9.0 Legal Authority: City Code, Title 7, Chapter 4, Sections 8-9 8.0 7.0 6.0 99 00 01 02 03 04 ENVIRONMENTAL SERVICES 05 FY: 98-99 99-00 00-01 01-02 02-03 03-04 04-05 FISCAL YEAR ACTUAL EST ACTUAL BUDGET WASTEWATER SERVICE CHARGES Legal Authority: City Code, Title 7, Chapter 2, Section 39 AMOUNT 6,541,169 6,409,920 5,144,988 6,666,886 7,680,008 7,967,972 8,106,947 % CHANGE 34.2% -2.0% -19.7% 29.6% 15.2% 3.7% 1.7% ENVIRONMENTAL SERVICES REVENUES 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. MILLIONS 9.0 8.0 7.0 6.0 5.0 4.0 3.0 99 00 01 02 03 04 05 FISCAL YEAR ACTUAL The slight decrease in FY 2002 is due to water restrictions. The revenue projections include a 2.0% factor due to population and consumption changes. Annual Financial Plan $ EST ACTUAL BUDGET Description: Environmental Services disposal service revenue is comprised of solid waste collection charges, hoist and haul fees, landfill dumping charges, inert 35 City of Flagstaff 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. STORMWATER Legal Authority: City Code, Title 12, Chapter 2, Section 3 Description: Stormwater revenue is determined by the number of Equivalent Runoff Units (ERU)s on a property. An ERU is defined as 1500 square foot of impervious matter. Charges are the same for both commercial and residential customers. Receipts are used to manage ADEQ NPDES requirements. The first year of implementation was FY 2004. The 5.8% increase in FY2005 reflects a full year billing for all recognized ERU’s. The increase in revenues for FY 2005 represents expected increases related to residential and commercial collection. AIRPORT STORMWATER Legal Authority: City Code, Title 8, Chapter 6, Sections 1-8 FY: 98-99 99-00 00-01 01-02 02-03 03-04 04-05 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. THOUSANDS $ AMOUNT 793,694 819,403 800,496 834,941 919,915 961,192 1,046,122 AMOUNT 483,050 511,000 % CHANGE 0.1% 0.0% 0.0% 0.0% 0.0% 0.0% 5.8% STORMWATER REVENUES AIRPORT FY: 98-99 99-00 00-01 01-02 02-03 03-04 04-05 $ % CHANGE 0.1% 3.2% -2.3% 4.3% 10.2% 4.5% 8.8% 600 500 400 300 200 100 0 99 00 01 02 03 04 05 FISCAL YEAR ACTUAL EST ACTUAL BUDGET THOUSANDS AIRPORT REVENUES 1,100 1,000 900 800 700 600 500 400 99 00 01 02 03 04 05 FISCAL YEAR ACTUAL EST ACTUAL BUDGET The increases from FY 2002 through FY 2005 are mainly due to a new terminal lease, growth in ground leases, auto rental revenues, and revenue from new hangars. Annual Financial Plan 36 City of Flagstaff funding sources in the Parks and Recreation Bond program. CAPITAL BUDGET RELATIONSHIP BETWEEN CAPITAL BUDGET OPERATING AND CAPITAL IMPROVEMENT PLAN What is a Capital Improvement Plan? 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. 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 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. 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 rightof-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 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. What does a CIP provide? Cash management capabilities. The dollars expended on Capital Improvement Plans in jurisdictions experiencing substantial growth or revitalization will often comprise 40% or more of the total budget. By reviewing the sources and uses of funds on a project basis and within the context of the entire CIP, as well as the related cash flows, a jurisdiction can maximize its investment earnings. Debt management. A CIP allows a jurisdiction to plan the financing requirements and the debt repayment schedule to allow for current and future needs relative to debt service capacity. Expenditure controls. Funds are expended as they were intended to be spent. The appropriations figure becomes the project management budgets. It is typical for most jurisdictions in their process to budget a 15% to 20% overhead factor to cover engineering and design costs as well as to provide for contingencies. 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 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. BBB projects will have a significant impact on operating budget requirements. Streetscape 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 streetscape projects to keep maintenance costs as low as possible. The 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 Annual Financial Plan 37 City of Flagstaff Drive Improvements, Beulah Blvd. Extension and various Safe to School projects and the start of the East gateway road projects. There are a total of 25 Streets Transportation projects scheduled at a budgeted cost of $35.7 million. HURF funds are $2.2 million, Transportation Tax funds are $10.9 million and $542,575 in Grant Revenues, $15.3 million in Bonds and $6.6 million in contributions. 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. BBB Funds – Projects include Beautification, Tourism and Recreation funding. These projects include Thorpe Park Improvements, A BMX Park on Sixth Avenue, Multi-Use Path along Highway 180 and continuing our connectivity of FUTS Trails. This year Federal and State grants will provide funding of $2 million. Twenty-one projects are scheduled at a budgeted cost of $8.5 million for FY 2005. FY 2005 CAPITAL IMPROVEMENT PLAN The City budget for FY 2005 includes 99 capital improvement projects totaling $96.7 million. This amount includes $30.7 million in carryover items that have been budgeted. Project funding is comprised of the following: $10.8 million in grants primarily for airport improvements, affordable housing, street construction and, beautification projects; $30.6 million in general obligation (G.O.) bonds for the Fourth Street Overpass project and water and wastewater projects. $55.2 million in operating funds that include street maintenance and improvements, flood control, land acquisition, FUTS and Streetscapes. In May 2004 General Election; the citizens of Flagstaff authorized the City to proceed with ten new projects totaling $155.2 million. These projects will be phased in over a ten-year period with debt being issued in conjunction with the timing of each project. Each proposed project will be discussed below in its appropriate fund. Project listings are located in the Capital Improvement section of this book. Utilities Fund – Major projects for Water production and distribution include $2.5 million for water wells. Major projects for Waster plants and collection include $1 million for Black Bart/Sinagua waterline and $1 million for a waterline at Foxglen/Skyview. The Five-Year CIP also includes three replacement and upgrade projects to the water distribution system. 17 water projects and 13 wastewater projects are scheduled at a combined budget of $25.3 million for FY 2005 Airport Fund – Six projects are scheduled at a budgeted cost of $10.8 million for FY 2005 and the program focus is on expansion of airside infrastructure. The major project is the design for the Runway Extension and construction of an Airport Operation Building. 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. 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 a landfill building, a residential drop off center and MFR entry improvements for a total cost of $718,265. General Government – Ten projects are scheduled for FY 2005 for a total of $7.1 million. Projects include Redevelopment, and Acquisitions, and Facilities Improvements. Also included in this category are several of the projects authorized by voters in the May 2004 election. These include, USGS Campus Construction/Renovation; Fire Fighting Facilities and acquisition of emergency response vehicles and equipment; A Multi-generational Recreation Center; An Aquatic Center; Lake Mary Regional Park and other parks land acquisition; and Open Space acquisition, both regional and neighborhood acquisition. Stormwater Fund – The Stormwater fund completed its first year of operations as a new utility fund for the City of Flagstaff. Four projects are budgeted in this fund with a cost of $8.3M in FY 2005. These projects include; the completion of the Sixth Avenue Detention Basin with a carryforward of $91,945; the Walnut Meadow drainage project of $150,000; the Rio parking replacement project earmarked at a cost of $1.2M. The Rio De Flag Hydrology project, which was originally housed in the General Fund, will be moved to this utility fund in FY 2005. This project has an anticipated budget in FY 2005 of $6.8M. 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 Fourth Street Rail Crossing, Huntington Annual Financial Plan 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, 38 City of Flagstaff utility rates, and entering into other commitments, i.e., affordability factors. long-term General Obligation Debt July 1, 2004 Property Tax: Servicing general obligation debt over the previous five years in 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. In May 2004, voters authorized sale of bonds to implement 10 new projects totaling $155.2M. These projects will be phase in over the next 10 years. 20% Limitation (Water, Sewer, Lighting, Open Spaces, and Recreation Purpose Bonds) Assessed Valuation $ 501,655,440 Allowable 20% Debt $ 100,331,088 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. In May 2004 the voters authorized the sale of bonds to support 3 new Utility projects. These projects are reclaimed water system and related wastewater improvements; water wells; and water rights acquisition. 20% Debt Outstanding (24,492,902) Assessed Valuation $ 501,655,440 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 streetscape along corridors, and the FUTS (Flagstaff Urban Trail System) and various recreation projects. Allowable 6% Debt $ 30,099,326 Allowable Debt Margin $ 75,838,186 6% Limitation (All Other General Obligation Bonds) 6% Debt Outstanding (2,555,000) Allowable Debt Margin $ 27,544,326 CURRENT DEBT POSITION 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; Safety 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. 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. DEBT Per Capita Debt $750 DEBT CAPACITY $700 $650 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 projects proposed with the May 2004 bond election. Projects will be initiated over time through issuing new debt within capacity as old debt retires. $600 $550 $500 $450 $400 FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 (Please refer to the Community Profile Section for detail.) 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; and vulnerability to revenue streams dependent on economy, e.g., sales taxes and Annual Financial Plan 39 City of Flagstaff actual indebtedness through the life for all currently outstanding debt. delinquency rates on property tax collections. The City is well positioned because of its location and the diversity of its economic base. Schedule of Bonded Indebtedness-Current Debt Only Financial performance factors focus on the entity's ability to maintain a balanced budget regardless of economic circumstances. Recurring revenue streams without reliance on one-time revenue sources, e.g., asset seizure funds or fund balance should support ongoing expenditures. Maintaining a fund balance of 10% of budgeted appropriations is indicative of sound financial management practices. FY 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 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. Principal Interest Total 7,860,827 6,805,788 7,171,507 6,869,813 7,042,924 6,226,802 6,421,474 6,740,967 4,632,877 2,874,863 2,467,275 2,570,127 2,228,434 2,342,214 2,456,482 2,576,257 446,556 462,398 3,265,105 2,944,777 3,084,762 2,438,704 2,153,609 1,852,065 1,599,018 1,328,584 1,047,176 850,888 730,689 630,487 508,529 398,150 282,031 160,156 32,245 16,403 11,125,932 9,750,565 10,256,269 9,308,517 9,196,533 8,078,867 8,020,492 8,069,551 5,680,053 3,725,751 3,197,964 3,200,614 2,736,963 2,740,364 2,738,513 2,736,413 478,801 478,801 $ 78,197,585 $ 23,323,379 $ 101,520,963 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. Quality of Life factors include the physical, environmental, and social/cultural amenities of a community, which enhance the desirability as a place to live and thereby add to the valuation of the tax base. DEBT SERVICE At July 1, 2004, the total actual indebtedness is $78.2 million. FY 2005 annual debt payments are projected to be $11.1 million. Under current state statutes, the City's General Obligation bonded debt issuances are subject to a legal limitation based on 6% of assessed valuation of real property for general purposes, e.g., buildings, land acquisition, street and highway construction and a limitation of 20% on assessed valuation of real property for public works projects, e.g., water, sewer, sanitation, parks, and open space. At the start of the fiscal year, July 1, 2004, the City's 20% general obligation debt of $24,492,902 is well below the legal limit of $100,331,088. The City's 6% general obligation debt of $2,555,000 is also well below the legal limit of $30,099,326. The following table illustrates the total Annual Financial Plan 40 City of Flagstaff POLICIES AND PROCEDURES Current revenues will be sufficient to support current operations. Grant funds are considered to leverage City funds. Inconsistent and/or fluctuating grants are not used to fund ongoing programs. FISCAL POLICIES A five-year Capital Improvement Plan is updated annually and includes anticipated funding sources. The City's accounting records for General Government operations (General, Special Revenue, Debt Service and Capital Projects Funds) are maintained on a basis consistent with Generally Accepted Accounting Principles (GAAP) with measurable revenues recorded when they become available to finance expenditures in the current fiscal year. "Available" is defined as collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period. Expenditures, other than principal and interest on debt, are recognized in the accounting period in which the liability arises. State statute allows for encumbrances to be recognized for a 60-day period following the end of the prior fiscal year as uses of prior year appropriations. To ensure that appropriations do not lapse, departments are directed to re-budget for all items that are expected to be delivered after June 30. ENTERPRISE FUNDS The City has a policy of utilizing a systematic methodology to determine the rate increase in water and wastewater charges and fees based on the philosophy of "cost of service." All Utilities Fund and Environmental Services Fund operations are managed on the basis that they must be self-sustaining operations. The rate models include all capital costs and routine maintenance items. Analyses of the water and sewer rate model, sanitation requirements, and the stormwater rate model 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 are not needed as rates were increased in FY 2004. In addition, 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: The stormwater rate model indicated rate increases will be necessary in future years to accommodate upcoming needs to meet the requirements of NPDES. GENERAL The City maintains a moderate property tax rate. The secondary property tax rate relates directly to voterapproved 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 disposition of funds from real estate proceeds is governed by ordinance. Proceeds from the sale of real property assets will only be used for costs of acquisition or sale of real property. Proceeds shall be reinvested in like kind assets upon use, i.e., affordable housing property reinvested in affordable housing ventures. The City's sales tax is used to meet the general operating needs of the City. An additional two cents ($.02) BBB tax has been levied on lodging, restaurant, and bar services. This latter tax has been designated for enhancing the quality of life through Beautification projects, Economic Development, Tourism efforts, Arts & Science contributions, and Recreation projects. 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: The City has dedicated ($.00601) sales tax for transportation purposes, which will expire in 2020. The City's goal is to maintain a minimum general fund balance of 15%. The budgeted fund balance for FY 2005 is 15%. Annual Financial Plan 41 City of Flagstaff 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: ♦ Using Special Improvement Districts (SID), revenue bonds (street projects), or user charges (water and sewer bonds) whenever possible. ♦ Determining if BBB funds (Beautification, Economic Development, Tourism, Recreation, and Arts & Science) should underwrite all or part of a proposed project. ♦ 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. ♦ 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. 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. Debt schedules will be prepared and included in the Annual Budget and Financial Plan (budget document) as well as the Five-Year Capital Improvement Plan with an annual update. The City will diligently monitor compliance with all bond covenants as well as strict adherence to federal arbitrage regulations. FUND BALANCES AND RESERVES The City will strive to maintain fund balances of at least fifteen percent (15%) in the General Fund and ten percent (10%) in the Utilities Fund. Five percent (5%) is considered the minimum level necessary to maintain the City's credit worthiness (bond rating). However, a more stringent level is recommended so as to provide for: 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 compliance. Current estimates are more than $13 million. The landfill rates include an allocation to the sinking fund. EXPENDITURE LIMITATION CONTROL DEBT MANAGEMENT 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 1988, which allows the City to increase the expenditure level base by the amount of the additional revenues generated by the tax. The City will not pledge General Fund taxing authority to secure long-term debt except when marketability can be significantly enhanced. At least 25% of capital outlay (including capital equipment acquisition) will be funded on a pay-as-you go basis. The City will fund on a pay-as-you-go basis as much as possible rather than using debt financing. 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. 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. Financing will not exceed the useful life of the infrastructure improvement. Annual Financial Plan 42 City of Flagstaff from other ongoing operating activity. The City of Flagstaff has established a General Fund Capital Project Fund. 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: 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. 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 debts 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. 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 Budgetary control accounts are maintained in the general ledger system at a line item level to track estimated revenues, appropriations, and encumbrances. 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. 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. 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: 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. 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 Annual Financial Plan 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. 43 City of Flagstaff 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 2005 has not been budgeted. NON-RECURRING REVENUES The City will balance operating revenues against operating expenditures. Any non-recurring revenues are budgeted for other one-time and/or non-recurring expenditures. Should any non-recurring revenue source have ongoing operating implications, those considerations will be evaluated before the acceptance of such funding. 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. 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. 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. 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, approximately $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. Annual Financial Plan 44 City of Flagstaff 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. There are two plan design changes this year. One is to eliminate Avesis, a discount eye care, and add VSP, and second to increase the lifetime maximum from $2,000,000 to $3,000,000. ISSUES AND UPDATES PERSONAL SERVICE COSTS PAY PLAN The FY 2005 budget includes a market adjustment of 3% to the City’s pay plan for classified employees. The cost of the market adjustment is approximately $872,687 to all funds. This adjustment is based on a market analysis, which included the same markets as identified in previous survey. The market data includes local, private and public sector information. This recommendation has been presented to EAC. The FY 2005 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 2005 the total budget for employee only health insurance is $3,164,283. The total cost of the dependent subsidy to the City is $1,087,873 that is approximately the same as FY 2004. The increased cost to employees for dependent health insurance will be approximately $23.76 per month. The pay plan for the Administrative/Technical/ Professional (ATP) employees has not changed; it is still open range that means ATP employees do not receive an automatic market adjustment; and any pay increase is based on performance. ATP employees in ranges 7 through 16 will be eligible to receive on average a 6.2% merit increase and ATP employees in Range 17 and above a 5.2% merit increase. The total salary cost for merit increases for ATP employees is estimated to be $372,179 to all funds. Dental insurance premiums, both employee only and dependent, resulted in a rate increase of approximately 10%. The City pays 100% of employee coverage and employees pay 100% for dependent coverage. No plan design changes were made for the FY 2005. RECLASSES, RERANGES, RETITLES, REZONES In addition, the average merit that classified staff will be eligible for is 3.2% costing approximately $252,982. 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. 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. Skill base pay was successfully implemented in Collections and Distribution in the Utilities Department. The Wildcat and Rio Plants have been under the skill base pay for the last two years. 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. 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. HEALTH INSURANCE Fiscal year 2005 begins the twelfth 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. 2. RERANGE - A classification in a given pay range is evaluated in regard to moving that position classification to a higher (or lower) pay range. This affects all employees in the classification, including single incumbent classifications. Some instances may include a title change. The premium increase for health insurance this year is 4.5%. This is well below national trend for plans similar to the City’s, which is approximately 14%. The main reason the City is below trend is that employees are educated on how to use the plan; they are utilizing disease management programs, and using physicians in network. However, costs will continue to increase in the future due to prescriptions, technology, cost shifting based on government regulations, as well as plan utilization (claims). Annual Financial Plan 3. RETITLE - A job title is evaluated in regard to changing the job title only. This does not affect 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. 45 City of Flagstaff status of their requests, whether approved or disapproved. All approved changes will be effective as of July 1, 2004. The audit can also show that the position is properly classified and/or titled and that no changes are needed. All requests from departments were submitted to Human Resources for review, and only those recommended for approval were forwarded to the Budget Review Committee for inclusion in the FY 2005 budget. Human Resources have notified all department heads of the Human Resources received a total of 19 requests for reclassification and 8 requests for rezones. The following shows those positions that were approved: RECLASSES Old Position Classification Old Range New Title New Range No. of Employees Effected Library Clerk 3 Library Assistant I 5 1 Library Assistant I 5 Library Assistant II 8 1 BBB2 1 New Range No. of Employees Effected Admin Assistant (Utilities) BBA1 Admin Specialist RERANGES Old Position Classification Old Range New Title City Clerk 11 No Change 12 1 Risk Management Assistant 7 Risk Management Specialist 9 1 Finance/Budget Manager 15 No Change 16 1 Customer Service Manager 12 No Change 13 1 Cemetery Specialist 7 No Change 8 1 Program Assistant 7 Utilities Program Assistant 8 1 CVB Manager 15 CVB Director 16 1 Public Relations Associate 8 Public Relations Manager 12 1 Airport Service Worker I 4 No Change 6 3 Airport Service Worker II 6 No Change 7 3 New Range No. of Employees Effected RETITLES Old Position Classification Accounts Payable Clerk/Switchboard Operator Old Range 4 New Title Account Clerk I No Change REZONES Current Job Title Old Zone New Job Title New Zone No. of Employees Effected Administrative Specialist 2 No Change 3 7 Plant Specialist 2 No Change 3 1 Annual Financial Plan 46 City of Flagstaff review open positions. A total of 7.50 FTE’s were reduced in FY 2003 through the VRC process. These efforts continued in FY 2004 with a workforce reduction program. The goal was to reduce 20 to 30 positions via the elimination or reduction of City programs. The City set aside dollars for staff training as staff was reassigned to other areas within the City. At the end of this review, a total of 22 positions were identified for elimination, sixteen in the first year by June 30, 2004 and four more by June 30, 2005. To date, the City has not had to effect lay offs; all employment reductions were achieved through retirement, reassignment, or resignation. POSITION ADDITIONS/DELETIONS In preparing budget requests for FY 2005, 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. 2001 232.00 184.50 91.00 45.75 71.75 75.00 700.00 Public Safety Public Works Mgmnt Services General Admin Utilities Community Dev 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 2004 246.75 185.25 84.50 81.75 73.00 67.75 739.00 2005 247.75 185.95 85.00 69.50 74.50 80.75 743.45 Increased Service Levels: As part of ongoing budget reduction efforts, the City completed a programmatic review that identified low priority service areas and resulted in a reduction of 16 FTE’s. All permanent staff members were moved to other positions within the City so there was no direct lay off of staff. There are further reductions that may need to occur in following fiscal years and will be assessed throughout the coming year. All staffing increases and reductions that impact FY2005 are detailed below. PERSONNEL IN EACH FUNCTION CATEGORY 5 YEAR HISTORICAL TREND Public Safety 250.00 Public Works 200.00 Mgmnt Services 150.00 General Admin 100.00 Utilities 50.00 Human Resources (1.25) The City is facing a number of retirements in the coming five years and it is imperative to begin succession planning now. Additionally, the City needs to have greater organizational development coordination to facilitate current reorganization efforts. Human Resources will take on these tasks through staff increases, additions, and reassignments of duties within the division. Community Dev 0.00 2001 2002 2003 2004 2005 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. Library (1.0) The east Flagstaff library will increase daily operations from five days per week to seven days per week to accommodate Department of Justice, Americans with Disability Act requirements. Employees per 1000 Population 1980 1985 1990 1995 2000 2003 * Population 34,743 38,247 45,857 52,701 52,894 60,998 Employees 422 470 527 612 685 743.45 Emp/Pop 12.1 12.3 11.5 11.6 13.0 12.2 Building Inspection (1.0) One full time Building Inspector was added to accommodate the Mall expansion project. This position will be funded through the building permit revenue increases generated by the Mall. City Employees per 1,000 Population Planning (1.0) Affordable housing needs continue to grow within the community and the work program is expanding to offer better service to the community. A Housing Manager position will fill gaps in the current program milieu. 12.2 13.0 2000 11.6 11.5 1990 Environmental Services (4.0) The City will be entering into an IGA with the County to handle the Waste Tire program rather than the County continues to provide this service through an independent contractor. The City will add a Landfill Equipment Operator to accommodate, and the position will be 100% funded through the IGA. Additionally, an Operations Manager position was added to accommodate workload responsibilities within the division. Two positions were added to implement a brownfield program for the City. 12.3 12.1 1980 10.5 11.0 11.5 12.0 12.5 13.0 * Estimated census per Arizona Department of Economic Security As part of the budget reduction efforts, a Vacancy Review Committee (VRC) was established in FY 2003 to Annual Financial Plan 47 City of Flagstaff Utilities (1.0) A GIS analyst position has been added to the Utility department to maintain the GIS systems. Police (3.0) The Police Caseworker position was eliminated and was assumed within the Police Officer FTE count as part of the budget reduction process. Additionally, information systems within the police department at the LEAF will be contracted for through Coconino County eliminating the two Police Information System Technician positions. Tourism (2.0) Two positions are being added to administer advertisement development and placement. The cost is 100% offset through a reduction in the contract previously held to provide those services. Maintaining Service Levels: Facilities (2.0) The Facilities division decreased by 2.0 FTE in response to the budget reduction process. The impact to the City is delayed and decreased internal customer service. Information Systems (1.0) Due to ongoing growth in the number of users and the complexity of information technology maintenance, one Computer Tech is being added to facilitate the work program. The position will be funded through an offset in the annual set aside for MIS acquisitions. Recreation (5.80) The Recreation program evaluated all service provision and eliminated or reduced those services that had low participation, (5.05 temporary FTE’s). Additionally, 0.75 Administrative Assistant time was reduced within the division and the person was moved to another position within the City. Police (4.0) Staffing needs are focused toward maintaining adequate police response during peak times and responding to greater numbers of calls. The Police Department added 3.0 FTE police officers (2 of which are grant funded) and one Police Lieutenant position. COST ALLOCATION Parks (2.0) Inventory in streetscape beautification projects, right of way projects, and FUTS trails have all increased necessitating additional temporary maintenance time to sustain the overall effort. The position costs will be offset through revenue transfers from the BBB tax and the HURF fund. 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 actual expenditures for the fiscal year ending June 30, 2003. The City utilized the services of a consultant to prepare this year’s plan. The cost allocation plan also provides information for user fees and the ability to charge indirect cost to grants. Environmental Services (2.0) The Environmental Service division received authorization in FY2004 for 2 Equipment Operators, however it was required that those positions be attempted to be filled through other staff reductions in the City. Those positions have now been filled and added to the staffing base of environmental services. Decreased Service Levels: Management Services (1.0) Through the service priority evaluation it was determined to not fill an Administrative Specialist position. Duties have been transferred to other personnel throughout the department. Library (0.5) Through the service priority evaluation, the Library decreased Library Page temporary hours. Engineering (2.75) The Survey Party Chief and the Survey Mapping Supervisor positions were eliminated through attrition as part of the budget reduction process. These functions will be replaced through both a reassignment of duties within the division and a decrease in the survey service offered to City departments. Additionally, an administrative assistant position was reassigned within the City. The City also utilizes the cost allocation plan to calculate an indirect cost rate that is allowable in accordance with OMB A-87. The City will annually update the indirect cost rate based on actual expenditures, as required by OMB A-87. Planning (1.0) A Planning Technician position was eliminated through the budget reduction process. Service reductions to be accommodated through the review and reprioritization of work program needs. Annual Financial Plan 48 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF Cost Allocation For Fiscal Year 2005 ENVIRON. TOTAL GENERAL LIBRARY HURF UTILITIES STORMWTR AIRPORT SERVICES CHARGED 001 030 040-044 201 210 270 280 TOTAL CENTRAL SERVICE OUT - GF GENERAL FUND SERVICES $ 2,462,099 33,990 112,704 204,988 10,767 48,192 125,714 2,998,454 536,355 Council & Commissions Non-Departmental 126,137 10,504 27,416 38,169 1,408 6,319 24,892 234,845 108,708 City Manager 344,580 37,564 65,148 101,547 4,409 14,980 69,151 637,379 292,799 80,881 2,912 7,342 12,503 392 1,611 6,908 112,549 31,668 City Attorney 324,356 17,281 43,566 61,566 2,327 9,562 40,994 499,652 175,296 Human Resources 206,506 17,843 14,746 30,445 2,640 4,614 22,311 299,105 92,599 Risk Management 67,236 6,295 9,641 15,148 888 2,318 10,342 111,868 44,632 City Clerk Management Services 281,159 23,371 123,979 172,074 1,172 14,540 45,073 661,368 380,209 Information Systems 386,905 15,567 49,493 165,617 11,514 17,002 80,259 726,357 339,452 292,221 Finance 351,573 52,292 41,078 120,184 242 34,275 44,150 643,794 Sales Tax & Licensing 485,828 14,715 921 20,632 - 23,839 35,205 581,140 95,312 62,899 - 46,010 - - 58,540 39,480 206,929 144,030 440,988 68,572 35,902 21,801 6,184 14,231 52,104 639,782 198,794 84,870 606 66,779 23,048 - 3,403 102,602 281,308 196,438 1,715,339 1,206,970 Public Works Admin. 49 Public Facilities Maintenance Fleet Services Engineering 508,369 - 698,847 508,123 - - Planning 636,297 45,594 114,944 162,435 6,139 25,226 108,158 1,098,793 462,496 176,784 $ 7,027,467 10,436 357,542 42,273 1,500,789 60,987 1,719,267 1,221 49,303 20,564 299,216 23,852 831,195 336,117 11,784,779 159,333 4,757,312 Contributions - BY DEPARTMENT $ 1,023,559 81,895 140,443 221,209 10,656 33,085 149,706 1,660,553 636,994 Community Development General Administration 1,144,666 45,594 813,791 670,558 6,139 25,226 108,158 2,814,132 1,669,466 Management Services 1,505,465 105,945 215,471 478,507 12,928 89,656 204,687 2,612,659 1,107,194 588,757 69,178 148,691 44,849 6,184 76,174 194,186 1,128,019 539,262 2,765,020 $ 7,027,467 54,930 357,542 182,393 1,500,789 304,144 1,719,267 13,396 49,303 75,075 299,216 174,458 831,195 3,569,416 11,784,779 804,396 4,757,312 901 1,818 7,315 401 103,227 Public Works Non-Departmental City of Flagstaff UTILITIES FUND SERVICES Customer Services $ 37,878 (151,540) - METHODOLOGY FLEET FY 2005 DIVISION 16 ENGINEERING TRUCK-1/2 TON EXT. CAB 21 FIRE TYPE I ENGINE 22 POLICE POLICE SEDANS (6) ADMIN SEDANS (2) PRISONER TRANSPORT VAN 26 PARKS TRASH TRAILERS (2) 66 NON-DEPARTMENTAL MID SIZE SEDAN TOTAL GENERAL FUND FLEET A multiple allocation base methodology has been utilized to prepare the Plan. This methodology acknowledges that the utilization of central administration and support (indirect) services by users varies by type of service. The cost of each indirect service or activity of a service is allocated to users based on an appropriate allocation base related to the service performed. For example, general accounting has been allocated to users based on total budgeted expenditures; accounts payable activities have been allocated on the number of accounts payable transactions processed during FY 2003; and human resources activities have been allocated on the number of budgeted full-time equivalent positions served. 11 LIBRARY PALS BOOKMOBILE TOTAL LIBRARY FLEET 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. FLEET MANAGEMENT The goal of Fleet Management is to maximize vehicle and equipment usage, retain units as long as possible, and replace units that are predicted to experience high cost expenditures in the near future. The Fleet Manager uses numerous criteria in analyzing the fleet replacement needs. Initially, the age and utilization of all equipment is reviewed to determine candidates for replacement. In conjunction with the end user the equipment is then scheduled for evaluation. 20,000 404,500 141,000 28,000 37,500 14,000 15,500 660,500 50,000 50,000 135,000 25,000 a 25,000 185,000 38 AIRPORT ARFF VEHICLE TOTAL AIRPORT FLEET 585,607 a 585,607 42 UTILITIES ADMIN 4X4 TRUCK-BLUESTAKE 49 WATER DISTRIBUTION 1 1/2 TON SERVICE TRUCK 54 WASTEWATER COLLECTION CAMEL HYDRO-VAC TOTAL UTILITIES FLEET TOTAL FLEET 185,400 522,720 20,000 352,000 a 1,080,120 16,500 45,800 255,000 a 317,300 $ 2,878,527 a-Indicates carryover funding. If a unit has incurred a significant number of expenditures and is likely to experience major component failures, this unit will be recommended for replacement by the Fleet Manager and forwarded to the City Fleet Management Committee for their consideration. This past fiscal year the Fleet Committee had a very busy year. Listed below are some of the major accomplishments and events that occurred: Performed the second overall fleet utilization review. Reduced the fleet by eight vehicles. Fuel Conservation and Engine Idling policies, which were approved, are currently being implemented. The Fleet Committee members are training city staff to comply with these policies. Reviewed vehicle evaluations, rotated older vehicles to better utilize equipment and removed older units. The replacement of all equipment is evaluated by the City Fleet Management Committee, which is comprised of line workers throughout the City. Within strict budget constraints, the committee must make difficult decisions as to allocation of assets due to the thorough review by the Fleet Manager and limited financial funds. Annual Financial Plan $ 32 STREET MAINT. & REPA DUMP TRUCK-10 WHEEL PICK UP TRUCK-1 TON DUAL WATER TENDER TRUCK TOTAL HURF FLEET 41 ENVIRONMENTAL SERVIC RESIDENTIAL SIDE LOADER TUB GRINDER TRUCK RESIDENTIAL SIDE LOADERS (2) TOTAL ENVIRONMENTAL SERVICES FLEET 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-todate costs to determine if the vehicle or equipment has had recent major component overhaul or replacement. If engines or transmissions have been replaced or overhauled recently, retention is a strong consideration in the overall evaluation. If the units are mechanically sound and the body is in fairly good condition, the unit is usually recommended for retention another year. AMOUNT 50 City of Flagstaff aspects of the City’s computer network infrastructure ranging from the AS400 to basic network switches. Updated the Surplus Property and Vehicle Disposal policies to better identify users and improve accounting of disposed units. Performed orientation and training sessions for the new Fleet Review Committee members. Performed the annual vehicle replacement and reviewed requests for 29 replacement vehicles, 12 replacements were approved along with two additional new units, a new plow truck for streets and an AARF rescue unit for the Airport. Reviewed and denied a request by Parks and Recreation to replace the ice rink engines and chillers under the Fleet Replacement Fund. Replacements $292,000 Laser Printers $15,000 – Continuation of existing laser printer replacement program Personal computers $80,000 – Allocation will allow for the purchase 50 to 60 PC’s during FY2004. This will allow for the continued replacement of the City’s older PC’s. Replacement could occur for two reasons – PC failure or need for increase processing speed. Purchases will be limited to 20 to 25 units a time. CAD PC Replacements $20,000 – Allocation for replacement of existing PC’s located within CID and Engineering. GIS plotter replacement $12,000 – Existing plotter was purchased during the June of FY1999. Plotter is primary printer for all GIS products and is utilized by other departments. Existing plotter is no longer cover under a maintenance contract; all maintenance is performed on as-needed basis. GIS Workstations (PC’s) and laptop $15,000 – Allocation will allow for the replacement of aging workstations (PC’s) and laptop computer. Workstations are used for day-to-day related tasks, application development, development of special projects, etc. Laptop is used for data collection in the field, other related off-site tasks, and product demonstration. Network switches $10,000 – Allocation for replacement of network switches as needed. Upgrade of AS400 $140,000 – This is a carryover item from FY 2004. 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 i5 Series Proposed Objectives for FY 2005: Perform another annual utilization review. Review replacement criteria. Annual replacement review: look at streamlining process and placing information in a centralized database. Update five-year replacement program. Perform a life cycle costing analysis on hybrid vehicles. FIVE-YEAR INFORMATION SYSTEMS With the desired infrastructure in place, the City of Flagstaff must focus on maintaining existing hardware/software. We must also continue to purchase hardware/software in a logical and controlled manner. The City of Flagstaff is now faced with making decisions that will affect the future of the IT environment within Flagstaff and Northern Arizona. These decisions will impact our ability to entice clean industry to the Flagstaff area, our ability to increase revenues, and our ability to serve the citizens of Flagstaff and Northern Arizona. Items to consider Creation of a citywide fiber optic infrastructure. Timely aerial imagery of the City and surrounding area (MPO), thus creating snap shots in time E-Government – Utility Billing review and payment, On line permitting – Business and Building, Recreation registration, etc Acceptance of Credit/Debit cards as a form of payment Data sharing with other public and private agencies Establishment of digital data standards for submittals to the City of Flagstaff. Establishment of a comprehensive Information Security Policy Planning for the next Census appeal. Identification of data resources, collection of data, etc. Local & Wide Area Network $200,000 – Tentative Acquisitions Security related software and hardware as needed Work order application for Information Systems Division Tape backup software Servers for cluster server environment Conversion of network operating system from Novell to Microsoft Conversion of e-mail application from Novell GroupWise to Microsoft Outlook GIS $10,000 GPS Unit with ARCpad (sub meter) $5,000 – For the collection of GIS related data Software upgrades / new licenses of various ESRI products FY2005 Acquisitions The majority of the MIS acquisition funds for fiscal year 2005 will be expended on replacing existing computer related hardware. Replacements will encompass all Annual Financial Plan E-Gov $30,000 – tentative acquisitions Permit Tracking E-Gov module RecTrac E-Gov module 51 City of Flagstaff Miscellaneous software/hardware $9,176 – i.e. AutoCAD LT, Microsoft Project Management, Microsoft Visio, Pavement Mgmt, etc New Hardware/Software $109,176 – Tentative Acquisitions Imaging $5,000– Hardware or software acquisitions as needed Navaline $70,000 – Windows module for H T E applications Work Order Management application $25,000 – Acquisition of work order application which interfaces with existing H T E Payroll, GMBA, and Fleet applications MIS Five Year Projections Replacement Programs Laser Printers - Replacement Replacement PC's GIS Plotter GIS Workstations Network Switches Network Core Switch Wide Area Network Upgrade of AS400 CD CAD PC Replacements Total - Replacement Programs Public Safety $382,000 Intergraph $27,000 – Upgrade to Intergraph. Console $78,300 – Upgrades at the police facility. Radio $37,605 – Centrome consoles, repeaters, and base station at the police facility. Software $9,750 – For I/PLOT software and PROQA/AMD licenses. Un-programmed $229,345 Budget FY2005 $ FY2006 FY2007 FY2008 FY2009 15,000 80,000 12,000 15,000 10,000 140,000 20,000 292,000 15,000 50,000 5,000 100,000 10,000 180,000 25,000 120,000 15,000 5,000 10,000 175,000 20,000 85,000 40,000 180,000 20,000 345,000 15,000 60,000 15,000 5,000 230,000 325,000 90,000 110,000 200,000 30,000 45,000 75,000 50,000 50,000 60,000 60,000 30,000 30,000 GIS Hardware upgrades/replacement Software upgrades Total GIS 5,000 5,000 10,000 5,000 5,000 10,000 5,000 5,000 10,000 10,000 10,000 20,000 5,000 5,000 10,000 E-Gov 30,000 35,000 40,000 40,000 20,000 - 200,000 200,000 - - - 5,000 70,000 25,000 9,176 109,176 10,000 16,235 26,235 225,000 52,547 277,547 10,000 30,000 75,174 115,174 4,183 4,183 162,000 220,000 382,000 109,000 105,000 214,000 109,000 105,000 214,000 149,000 125,000 274,000 149,000 125,000 274,000 1,023,176 740,235 766,547 854,174 663,183 760,574 20,339 568,577 588,916 798,603 32,056 588,916 620,972 838,533 (15,641) 620,972 605,331 880,460 217,277 605,331 822,608 Local & Wide Area Network City Hall - LAN - Cabling & Equip Novell/Microsoft Conversion Total - Local & Wide Area Network Software Upgrades Office (Word,Excel,Access,Power Point) Total Software Upgrades New Hardware & Software Purchases Imaging Laser Printers-Color Navaline 311 Work Order Management Other Hardware & Software Purchases Total New Hardware & Software Public Safety Police Upgrades Police Laptops Total Public Safety Total Expenditures Funding General Fund MIS allocation Excess/(deficit) Funding over Expenditures Prior Year Balance-Carryforward Cumulative Excess/(deficit) Annual Financial Plan $ $ $ 724,356 (298,820) 867,397 568,577 52 City of Flagstaff Federal: US Forest Service US Naval Observatory 2004 UPDATES Acceptance of Debit and Credit Cards and Internet Payments Future success in this program is dependent upon continued funding at the Federal level to ensure professional planning, an increased level of forest treatment implementation, and to continue cost share programs that pay for suppression actions. Due to increasing customer requests, the City is interested in expanding payment options to include the acceptance of debit and credit cards. This service will enhance the current practice of bank drafting which is utilized by 10% of the customer base. Homeland Defense and Its Impact on the Flagstaff Police Department Due to current budget constraints the City is pursing the acceptance of credit cards through a third party vendor who would accept payments on our behalf over the telephone, Internet, through a Kiosk or wireless technology as an off-site solution available on a 24/7 basis. The vendor would charge a fee between $2 - $6 per transaction that would be paid by the customer in addition to their bill amount. Outsourcing is currently utilized by two other local utilities. The way law enforcement conducts business in this country was forever changed as a result of the terrorist attacks of September 11th. While the community of Flagstaff is considered relatively safe from such an attack, public safety agencies in the area cannot afford to remain complacent since Flagstaff is a regional hub. The mission of the police in regards to homeland defense is extremely complex and requires considerable resources as the expectation is to both prevent and also to respond to such an event. Increased efforts in providing additional training, equipment, planning, gathering and sharing intelligence information, along with providing high profile patrols have been made a priority for the Flagstaff Police Department. The cost to implement third party processing is anticipated to be minimal. However there are costs associated with the development of an Internet interface, totaling $26,500 plus maintenance. Utilities will test credit card acceptance for the City and as procedures are determined, credit card acceptance will be extended to other appropriate divisions throughout the City. The following is a more detailed description of some of the tasks being conducted: One officer is assigned full time to work within the Joint Terrorism Task Force (J.T.T.F.) that is based out of the Flagstaff FBI Office. This task force tracks intelligence information on possible terrorist activity and following up on investigative leads. They also coordinate this information with other task forces in the state and across the nation. Fuel Management and Forest Health Fuel management continues to be a primary threat to the Flagstaff community. Three factors influence the spread of wildfire: fuel, weather, and topography. Of these, the City can only manage fuel to reduce intensity and spread of wildfire. Officers spend additional time on security duties at many community functions including: o A more visible presence at City Council meetings o Conducting security sweeps of City Hall, City Court, and the Police Department on a routine basis. The City of Flagstaff has had an active fuel management program since 1997. The program focuses on four main areas: Land use planning, public education, hazard mitigation, and response training. To achieve the goal of a “Firewise Community”, the City actively engages a number of partners including: Additional training has been conducted in order to improve first responder capabilities. Individual home and property owners Private business Flagstaff Unified School District Coconino County - Rural Environment Corps Ponderosa Fire Advisory Council Greater Flagstaff Forests Partnership Northern AZ University: School of Forestry Ecological Restoration Institute Arizona: o State Land Department o Dept of Transportation o Dept of Corrections Army National Guard – Camp Navajo Annual Financial Plan Considerable effort is being spent on regional emergency planning and preparation. Intensified patrols are being conducted at locations critical to the infrastructure of the community, including the City’s Water Treatment Plants, major utility junctions, and the Airport. Public education on the topic of homeland defense and emergency preparation has increased. 53 City of Flagstaff Drug Cases and Probation at the Flagstaff Municipal Court Parks and Recreation Program Reductions The City Parks & Recreation program has experienced budget cuts starting with the FY2004 budget and the Murdock closure. One-time funding was provided for some of the primary weeklong programs during the summer of 2003. Provision of these programs last summer allowed for the Parks and Recreation division to give parents and guardians advanced notice of future elimination of the programs without creating an immediate hardship as they planned for the summer recess. Last fiscal year the Flagstaff Municipal Court expanded their probation division with the addition of a probation officer. The need for this additional position was based upon three identified trends: Steadily increasing caseloads. Increased efficiency in filings Proposition 302 and changes in A.R.S. § 13-901.01. The impact of adding the additional probation officer has been that the court has been able to maintain the ability to provide probation services that meet the expectations of legal requirements, defendants and judges. As case loads increased over the past year the Court has been able to handle the changes. While there are always changes in the law and the nature of the cases that the court sees, the Court has been able to handle those changes as they occur. The FY05 budget reflects additional expense and revenue reductions related to the elimination of summer programs, the discontinuation of use of the McPherson Recreation Center for Parks and Recreation programming, and other program reductions. The Therapeutic Recreation after-school and Special Olympics programs have been transferred to the Cogdill Recreation Center. Leisure learning programs, the teen night program, and other Therapeutic Recreation activities and events has been eliminated. The softball program has transitioned from using two officials per game to one per game. While no immediate changes appear to be on the horizon at this point, the Court finds that the overall increase in cases continues to be an issue. Initial numbers from 2004 indicate that there is no lessening of the pressure for probation at the court and that the current level of services will need to be maintained. Revenue Growth Strategies For the last two years, the City has been evaluating areas to either implement new user fees or increase current user fees based on cost. Flagstaff Runway Extension Issues Changes made in FY 2004 include: Increased the Fire subscription service rate Increased some Parks & Recreation equipment and use fees Implemented the Stormwater Utility Increased easement and open/close fees at the Cemetery Implemented an indirect cost recovery rate for applicable federal grants Increased the square footage valuation for residential structures Implemented a DRB review fee Approved fees for Liquor license applications As the City of Flagstaff looked to complete airport improvements cited in the 1991 Master Plan, the airline industry moved to the use of Regional Jet (RJ) aircraft as they are quiet and fuel efficient. They are the aircraft of choice to serve the link from small city to large hub, however due to weight and design considerations these aircraft, though smaller, require more runway for takeoff than the DC-9, 737 series of larger aircraft. America West and other airlines interested in serving the Flagstaff airport must have RJ aircraft capability. The City needs to complete the required upgrades to accommodate the RJ aircraft that may expand the service area from Flagstaff to Phoenix and possibly also Denver, Salt Lake City and Los Angeles. Future considerations: City use tax Increase of the cable franchise fee Implementation of either an annual sales tax or business license fee The City of Flagstaff has initiated two studies for the runway extension. A Cost/Benefit analysis An Environmental Assessment (EA) The City continues efforts to balance fee increases among various community sectors. Both the cost benefit analysis and the preliminary EA have had positive results. It is hoped to get the EA approved by the FAA this fall so the City can pursue grant funding that would allow the runway extension to start in the spring of 2005. Visitor Center In March of 2003 the Convention and Visitors Bureau assumed management of the Flagstaff Visitor Center. In Annual Financial Plan 54 City of Flagstaff The goal was to reduce 20-30 positions over a two-year period without laying off employees and without implementing a traditional hiring freeze. Also $50,000 was budgeted to fund training for individuals who were moving into new positions due to the elimination of their current position. May, a Visitor Center Supervisor was hired and the transition has progressed smoothly. The renovation of the Visitor Center commenced at the beginning of the year and will be completed in May 2004. Visitation to the Center has risen and plans for the future include inviting the public to receptions for various events and spreading the word about the Visitor Center to businesses in Flagstaff and beyond! Water Policy Conservation Development Through an extensive review process of all programs and positions, a list of 30 positions was identified for elimination. These positions were broken down into two priorities. Priority One list identified 22 positions for elimination and four of the 22 were identified to go in the second year. Priority Two positions were jobs that would not be eliminated unless financial conditions became even more critical. and The City Council has identified water resource development and water conservation as priority issues. Addressing these Council concerns has continued through FY 04 and into FY 05. Sixteen positions have been eliminated. Employees in those positions have either resigned or have been placed in other positions through workforce development. No employee has been laid off, and two administrative support positions and one facilities position have been restored. Water resource development progress includes: Short-term – Evaluate the new water well drilled during FY 04 as water production is below expected levels. Productivity enhancement is being evaluated to determine if the well should be equipped. Additional water wells were approved as part of the 2004 bond program that went to the voters in May. Long-term – The Utilities Department continues to work with stakeholders and partners to evaluate opportunities for long-range water resource development such as groundwater and surface water importation. The 2004 City bond program received approval to sell up to $15,000,000 in bonds for the procurement of water resources for future growth. 2005 ISSUES Brownfield Program In 2002, President Bush signed the Small Business Liability Relief and Brownfields Revitalization Act defining a “brownfield site” as real property, the expansion, redevelopment, or reuse of which may be complicated by the presence or potential presence of a hazardous substance, pollutant, or contaminant. This legislation strengthens the Environmental Protection Agency’s Brownfields Program and empowers states, communities, and other stakeholders in economic redevelopment to work together to prevent, assess, safely clean up, and sustainably reuse brownfields. The EPA Program provides grant opportunities to assist in the redevelopment process and offers revolving loan fund grants to local communities. Numerous tax incentives are also available to qualifying entities. Water conservation efforts include: The plumbing fixture rebate program has been modified to include waterless urinals and dual flush toilets. The Water Commission has approved a turf reduction program The 2004 City bond program approved an upgrade of the Wildcat Hill Treatment Plant to enable it to produce class A+ reclaimed water. This will permit it to be connected to the Rio de Flag Plant reclaimed water system and provide additional integrity and supply to the City’s reclaimed water system. SCA Tissue started testing their operation with reclaimed water the beginning of 2004. SCA Tissue is the City’s second largest water customer and uses approximately 250,000 gallons per day year round. Flagstaff has multiple properties that qualify as brownfield sites. Redevelopment of these properties is sometimes delayed because of fear of contamination or the costs of clean up. The City could provide clean up assistance by researching and applying for grants through EPA’s program or by providing technical assistance and serving as a liaison between the owner or developer and city departments. Cities across the state have developed their own Brownfield Programs to take full advantage of federal and state assistance and grant funding. Workforce Reduction and Development Due to reduced revenues the City developed a workforce reduction and development program in an effort to provide sound financial management over the next two years by reducing or eliminating programs, minimizing the need to hire additional employees, and providing workforce development for current employees. Annual Financial Plan The Brownfield Program has been approved for FY 2005 and will be funded through the current Environmental Management Program fee. The Brownfield Program includes two new full-time employees: a program coordinator and a technician. The Brownfield Program Coordinator would work very closely with other City 55 City of Flagstaff programs, including the Redevelopment Planning, Housing, Real Estate, and Development Review. The main goal of the Brownfield Program would be to identify qualifying parcels and get them cleaned up and ready for redevelopment, either by applying for grants and cleaning the property up ourselves, or by assisting property owners or developers in applying for their own grants. Stormwater Management Waste Tire Collection Program The next primary program priority is to conduct a stormwater master planning effort for the City. This effort would identify the components of the existing storm sewer system, as well as the status of these components. The effort would identify the needs for improvements or additions to the existing system. These needs would be communicated to the citizens of Flagstaff through public meetings and subsequently prioritized on a cost-benefit basis. During the effort, any outfalls to the public storm sewer system could be identified and mapped. This is a specific requirement of the NPDES permit. Additionally, observations of any illicit discharges could be recorded and remedied which is also a specific requirement within the NPDES permit. In July 2003, the City began a stormwater utility as an enterprise-fund. With the assistance of the Stormwater Advisory Committee, program priorities have been identified and a comprehensive program has been developed to address these priorities and compliance with the National Pollutant Discharge Elimination System (NPDES) Phase II stormwater water quality mandate. The Coconino County Highway Department manages a waste tire collection program, which is funded through the Arizona Department of Environmental Quality’s Waste Tire Recycling Fund. Tires from throughout the County are collected and stored at the County’s tire collection yard. The County contracts with a private hauler to transport the tires to Phoenix for a variety of recycling processes. The majority of the funds provided for this program, approximately $220,000 per year, are for the expenses of transportation and processing. Due to increasing costs for transportation and waste tire processing, the funds available to the County for operations has been limited. Operating hours for the collection yard have been reduced to one day per week resulting in increased illegal dumping in the forest and at the Cinder Lake Landfill. An additional priority is to respond to the development community’s request to bill undeveloped land within the City, as well as their request to establish a sliding stormwater utility fee schedule in lieu of the currently proposed system of credits. The City does not currently have all the data necessary, or in an accessible format to successfully implement a sliding fee schedule. There is also a legal question regarding this proposal as it would be very difficult to relate a sliding fee schedule to the cost of service provided. There are also problems regarding the idea of billing undeveloped land. The Environmental Services Division has been researching the use of tire shreds as an alternative daily cover at the Landfill for several years and has received approval in the Landfill’s operating permit for this process. The use of alternative daily cover has been very successful in conserving soil for long-term needs at the Landfill. The focus in the short-term for the Stormwater Program will therefore be: 1. A stormwater master plan for the City with an estimated cost of $350,000, 2. Resolution of the development community’s request to bill undeveloped land as well as establishment of a sliding fee schedule, 3. Drafting two ordinances required by the NPDES permit, including public meetings on the draft ordinances. Environmental Services staff has had preliminary discussions with County representatives on the possibility of transferring the Waste Tire Collection Program to the Cinder Lake Landfill. Landfill staff is in the process of evaluating the replacement of the Landfill’s industrial wood waste grinder. This unit is now ten years old and has proven to be inadequate in dealing with large volumes of materials and stumps. There are units available that are capable of grinding wood waste and shredding tires. Intergovernmental Agreement Technology Services at the LEAF The Landfill currently operates on a seven-day-a-week schedule and could offer waste tire disposal service on a more frequent basis. Through the formation of an IGA with the County, the funds collected by the County from the tire recycling fund would be passed through to the Environmental Services Division to cover the costs of operations and the lease/purchase of the machine. for The City of Flagstaff is looking to enter into an Intergovernmental Agreement (IGA) with Coconino County through the Sheriffs Office to provide Technology Services at the LEAF. A centralization of technology services better suits the needs of each agency as the County is handling the overall management of the system. In 2002 the Police Department moved the supervision of two IS technicians to the Network Systems Manager for the Sheriffs Office, even though they remained City Annual Financial Plan 56 City of Flagstaff employees. Additional examination led to the conclusion that the technology needs of the Police Department were much greater than the contribution of resources. Further discussions determined that centralized technology services better suited both agencies, as it would more fairly distribute the cost basis for all users. Additionally, this separation of duties allowed the Communication Manager to focus efforts within the dispatch center to improve overall customer service. Most of the libraries in the County are quite small, with staffs of one or two people so the Flagstaff City – Coconino County Public Library provides assistance in a variety of ways including purchasing various operating supplies and library materials in a variety of formats; providing a leadership role by supplying assistance and guidance in the operation of library services and policy issues; and, providing opportunities for training and to attend meetings and workshops. The proposed IGA provides for these services: Managing and supporting Network Systems, Law Enforcement Software and other software for CCSO, FPD, Jail, Williams P.D., and NAUPD. Managing and supporting Radio Systems for CCSO, FPD, Jail, and NAUPD. Managing and supporting Telephone Systems for CCSO, Jail, and FPD. In 1997, a centralized information services position was created to provide training and technical support to all libraries in the County for automation. The Library Council has set aside $300,000 for automation replacement and will continue to accumulate $80,000 a year. Each library has identified automation needs. It is anticipated to renew the Memorandum of Understanding among the Coconino County libraries in 2006 to continue to foster a very successful partnership. The IGA calls for the two current City FTE’s to be transferred to the County. The IGA also calls for the addition of a CAD/MAP System Specialist to maintaining the CAD and Map, giving additional relief to the Communication Manager. This will eventually eliminate support from Intergraph Public Service for map rolls and upgrades. East Flagstaff Community Library and Americans with Disabilities Act Compliance The Federal Department of Justice requires that the City of Flagstaff operate each program, service, or activity so that, when viewed in its entirety, it is readily accessible to and usable by individuals with disabilities. The total cost to the City is approximately $293,000, which is offset by approximately $102,000 due to the transfer of the two IS staff members to the County. The total new cost for this IGA is approximately $191,000. During its program access review, staff from the Department of Justice determined that the public restrooms in the main branch of the Flagstaff City – Coconino County Public Library are not in compliance with current ADA regulations. Although remodeling of these restrooms is scheduled to begin in the summer of 2004, there is not enough space to make them completely ADA compliant without displacing the circulation workroom. Coconino County Library District In order to improve library funding distribution methods, the Coconino County Board of Supervisors hired Corbus Library Consultants in 1996 to provide a library tax allocation study. Based on the recommendations received in that report, the Coconino Library Council was formed as a means to maintain active communication in the varied facets of Library management including fund distribution. The Council allows the County libraries a measure of self-direction in deciding the best means of providing service to the citizens of Coconino County. The East Flagstaff Community Library, which is a newer facility, does meet ADA regulations. It was determined by the Department of Justice that if both libraries were open to the public a similar number of hours, that would be an acceptable compliance for accessibility standards. The Library Council has representation from 12 library locale’s throughout Coconino County, including the reservation. In order to meet these ADA standards, the East Flagstaff Community Library, which is currently closed two days a week, will be open all day on Fridays and Saturdays beginning July 1, 2004. The estimated cost to do this is approximately $42,000 per year. The hours at the main library will not change. The Library Council has established a formula in order to keep funding equitable. Funds are currently distributed based on statistics concerning: # circulated materials # reference questions # people entering the building # people with library cards # population of the community Housing – Expansion In addition, the Ashfork Public Library receives $10,000 per year, as almost 40% of their patrons are Coconino County residents. The Flagstaff City Council created the Housing Section in 1993 and is currently staffed with two full time positions. Annual Financial Plan 57 Proposed Work Program City of Flagstaff A 30% increase in serious felony case filings at the County accelerates the number of felony cases referred to the Municipal Court as misdemeanors. Due to the serious nature o these offenses a trial generally results. The current work program includes: Administration of the CDBG program Technical assistance Design and/or implementation of affordable housing programs within available funding Providing information to the community and City Council as requested on affordable housing issues Facilitating public participation in the creation of numerous community planning documents. To date, these increases have been managed by applying modern case management procedures, modifying operations where appropriate, and using automation when available. Also, all parties in the criminal justice system strive to streamline the entire process. These joint efforts include consolidation of operations (warrants, administration, training, automation, interpreters, etc.) and ongoing efforts to streamline the process, most notably with the current efforts in disposition reporting and integration of computer systems allowing for direct transfer of criminal justice data With the addition of staff, programs could be expand and enhanced to include: Creation of housing options for Flagstaff’s working population (middle income), thereby ensuring the economic viability of the community Special projects including the creation of new housing programs to address issues related to: o Land Trust o Employer Assisted Housing o Senior housing programs o Transitional housing development Cultivation of private/public partnership opportunities Staffing of city-wide housing programs incorporation study Additional funding identification and diversification Promotion of the existing City of Flagstaff set-aside policy to the private development community Housing Policy analysis, development and implementation Intergovernmental relations and new community collaborations Publicity and community education These efficiencies have taken the Court a long way however at some point the Court must increase their overall capacity to deal with case loads and be able to maintain legally required processes within appropriate time lines. Some solutions include: Creating specialized courts including a joint DV court with other courts in the area and a City/Courty DUI court that would work with the current drug court program by focusing specifically on DUIs in limited jurisdiction courts. Work with all members of the criminal justice community in an analysis and re-engineering of various aspects regarding the flow of criminal cases in the system with a focus on limited jurisdiction courts. Expanding Court operations with the addition of a full time magistrate and support staff to handle the increase in the criminal caseload. Through Council support the City’s participation in affordable housing efforts could be enhanced with a staff addition. This direction has been supported and will be pursued in FY 2005. Judicial Work Load Municipal Court at the The Court would like to plan proactively to handle the expanding workload. Longer term solutions will need to be an ongoing part of the court’s planning for the future and near term we will continue with the efforts to make the criminal justice system in our community the most effective and efficient possible. Flagstaff During the last several years judicial work load and accompanying paperwork has increased as evidenced by: In 1995 the case load was at 17,856 filed, in 2003 21,004 cases filed, an 18% increase. In 1995 DUI filings totaled 1,086 and in 2003 there were 2,396, a 120% increase. In 1995 a total of 202 domestic violence petitions were filed for injunctions prohibiting harassment and orders of protection combined. In 2003 a total of 645 petitions were filed along with an increase in the number of hearings that accompany them, an increase of 319%. Human Resources Reorganization Human Resources will need to restructure in order to address and assist the City with new challenges, specifically, succession planning/transition, service consolidation, reorganization, and meet and confer. The two new functions that emerge out of these issues are organizational development and meet and confer. It is anticipated that the trend will continue and may accelerate due to these recent events: The legislature increased DUI fines by $500 to $1500 that will cause more of these cases to go to trial rather than be settled by plea agreement. Annual Financial Plan Approximately 20% of City management and supervisors will be retiring within the next five years requiring succession planning, reorganizing, and the development of transition plans. This transition requires workforce 58 City of Flagstaff Resources Division to: 1) develop plans that will ensure a seamless transition as personnel change; and 2) assure the community that department functions are met. planning and enhanced communication so that remaining employees do not feel they will be burdened with extra work. At the same time, there is the opportunity to determine which functions and/or services can be consolidated within or outside the City in an effort to be more efficient and cost effective. Given new programs and changes to existing programs, along with the need to prepare succession plans, a comprehensive review of the current organizational structure is warranted. Due to Council mandate the City is developing a meet and confer ordinance. Human Resources will manage the process to ensure all parties are complying with the ordinance, complete cost analyses, participate in negotiations, complete Memorandums of Understanding (MOUs), ensure all parties comply with the MOUs, and assist in the election process for those individuals that want to organize by determining who may or may not participate. During FY 03-04, a framework for organizational structure changes was outlined to Council and employees. The focus of the effort this next fiscal year (FY 04-05) will be establishing processes to make further recommendations to the City Manager. Separate employee transition teams will be established to perform two basic functions. The first is to work with employees and supervisors in the affected divisions to develop a process to gather and distill employee input into proposed changes where review indicates changes are warranted. The second main function is to develop and implement a communications plan so that employees are constantly informed as to the status of various organizational analysis and proposals. This step is critical since organizational changes can create uncertainty, and through constant communication, this can be minimized. The envisioned restructuring would redirect the efforts of the Human Resources Director to become responsible for the leadership of the workforce planning process and provide leadership to the meet and confer process, including participatation in the negotiations. This position would continue to be responsible for providing leadership to the Human Resources Division as well as serving as the Affirmative Action Officer (EEO/AA), chair to the Customer Service Committee, member of the Budget Committee, and liaison to the EAC and Diversity Awareness Commission. When needed will also serve as the liaison to the Disabilities Awareness Commission. Additional benefits to this process may include improved communication between departments, the ability to create more diversity, and the ability to strengthen programs with a high community value including development services and housing and neighborhood planning. The Human Resource Analyst position would increase to 1.00 FTE from 0.75 with a title change to Human Resources Operational Manager. This position would become responsible for the many of the day-to-day operations of Human Resources and supervisory responsibility for several postions. The City will establish the necessary transition teams to create a process to review and make organizational structural changes per Council direction. One FTE would be added to support the meet and confer process, the OD or workforce planning process, employee relations, and support various classification and compensation analyses. Succession Planning Succession planning or workforce planning refers to making provisions for a continuing supply of talent to meet the organizational needs as well as community goals. As approximately 20% of City management and supervisors will be retiring within the next five years, the City is initiating succession planning, reorganizing and developing transition plans in an effort to capitalize on the talents and skills of current employees who are not leaving, retaining the institutional history of employees that are planning to retire, and determining when new employees need to be hired. This type of transition requires workforce planning and more communication so that remaining employees do not feel they will be burdened with extra work. It is also important to ensure that those retiring do feel they are being pushed out since we cannot assume that everyone will retire when they become eligible. At the same time, there is the opportunity to determine which functions and/or services can be consolidated within or outside the City in an effort to be more efficient and cost effective. Again, all this Organization Review Over the last several years, the City, as an organization, has added various programs to meet new and changing goals of the Council and community. Examples of this are: recycling, conservation education, redevelopment, housing, CDBG entitlement administration, large-scale capital improvements projects, City-County collaborations, and water conservation. As an organization, there has not been a comprehensive examination on how these programs align with departmental responsibilities and Council goals. Through the organization review process, a comprehensive review with employees will be accomplished. Additionally, the City will be experiencing a large number of retirements in critical positions. A key component of organization review will be working with the Human Annual Financial Plan 59 City of Flagstaff requires a concerted effort to communicate with all employees. The proposed RPI would be hosted by a university, providing access to the expertise of faculty from a range of disciplines to address policy-related issues. The RPI will be staffed partly by full-time professionals and support staff, and partly by others assigned to work with the institute on a part-time basis. Also, an Advisory Board should be established to guide the RPI in addressing important policy issues and to help secure needed support from various sources. In order to address these new challenges the U.S. General Accounting Office (GAO) identifies five essential elements for a successful workforce planning effort that will benefit the City: 1. Involve top management and employees in developing, communicating and implementing a strategic workforce plan. 2. Determine the critical skills and competencies that will be needed to achieve future programmatic results. 3. Develop strategies tailored to address gaps and human capital conditions in critical skills and competencies that need attention. 4. Build the capability needed to address administrative and educational requirements to support workforce planning. 5. Monitor and evaluate progress toward human capital goals and the contribution that human capital results have made. The budget for the proposed RPI is projected to total approximately $292,000 in the Institute’s first year, growing to nearly $475,000 by Year 5 as the RPI’s work expands. In addition, the RPI would take on policyrelated research projects on a fee-for-service basis, with such fees covering the costs of those studies as well as contributing to the overall operation of the Institute. Several organizations have been identified as potential sources of operating funds for the RPI. These include various government agencies and programs, charitable foundations, and sponsorships by private firms. It is recommended the Mayor and Council, as members of the Alliance of the Second Century, continue to actively support and pursue the establishment of the Rural Policy Institute at Northern Arizona University. Workforce planning will not be easy or painless, but is necessary to address the challenges of the future. Rural Policy Institute Many rural areas share concerns related to high poverty, low-income levels, poor access to quality health care, inadequate transportation infrastructure, and limited high-technology communication capability. Further, rural interests often are fragmented and unprepared to analyze and significantly influence policies being discussed at state or national levels that will affect the quality of life and well-being of rural people and local public and private institutions. Rural Arizona shares in these problems. The state is one of the most urbanized in the country and the rural population is dispersed widely over an extensive geographic area. The provision of social services is difficult, economic development strategies are challenging, and articulating the rural position on issues is daunting. A new set of institutions is emerging across the country in response to these problems. They are centers that focus on the rural setting but gather information, conduct research and provide policy analysis across the full range of issues confronting rural America. A Rural Policy Institute (RPI) for Arizona is proposed to meet this need. The proposed Institute would focus exclusively on rural Arizona (including its tribal lands) with a scope that would encompass all relevant subject matter areas. Its mission would be to assist in improving the quality of life in rural Arizona by conducting policy analysis and research that are of interest and concern to rural Arizonans. Annual Financial Plan 60 City of Flagstaff General Fund UNRESERVED FUND BALANCE/ RETAINED ESTIMATED REVENUES AND OTHER INTERFUND TRANSFERS TOTAL FINANCIAL EARNINGS FINANCING 2004-2005 RESOURCES CAPITAL AT 7/1/2004 SOURCES 2004-2005 AVAILABLE 2004-2005 OUTLAY (EQUIP/CIP) $ Special Revenue Funds: Library Highway User Revenue Transportation Beautification Economic Development Tourism Arts & Science Recreation-BBB Real Estate Proceeds Comm Redevelopment Metro Planning Org IN OUT OPERATIONS TOTAL DEBT SERVICE FUND RESERVES/ APPROPRIATIONS CONTINGENCIES 2004-2005 BALANCE 6/30/2005 61 37,099,496 3,634,442 (14,469,158) 46,338,898 36,258,375 3,414,366 464,839 650,000 40,787,580 5,551,318 571,968 4,813,394 23,006,476 2,122,547 208,562 400,598 183,049 3,160,987 905,994 1,388,527 2,762,062 12,027,603 10,002,146 2,026,001 383,716 1,279,000 308,927 2,247,382 26,350 2,594,891 1,174,937 12,701,785 250,000 1,110,000 65,000 35,000 262,924 375,400 (250,000) (145,000) (9,756,689) (617,201) (6,238) (1,458,339) - 4,258,967 29,397,782 23,501,933 4,641,347 657,278 1,673,360 526,976 4,212,954 932,344 4,358,818 3,684,764 4,535,346 2,267,779 106,154 459,400 1,390,728 409,706 33,000 4,317,814 348,394 20,717,044 15,387,200 4,468,775 70,000 4,048,940 675,900 - 2,398,096 2,041,600 - 100,000 100,000 10,000 25,000 50,000 10,000 - 4,133,158 27,750,486 19,696,579 4,584,929 484,400 1,510,728 419,706 4,081,940 675,900 4,317,814 125,809 1,647,296 3,805,354 56,418 172,878 162,632 107,270 131,014 256,444 41,004 - 711,700 15,000 - 726,700 526,700 - - 200,000 726,700 - 11,823 1,023,685 434,396 300 4,707,197 235,428 1,767,046 - (4,022,820) - 1,779,169 1,708,062 669,824 400 - 1,767,046 298,998 - 1,767,046 299,398 12,123 1,708,062 370,426 25,420 13,069 - - 38,489 - - - - - 38,489 - 3,797,539 - - 3,797,539 - 3,797,539 - - 3,797,539 - 23,449,764 - 20,138,115 29,800,000 17,122,790 - (2,398,096) (14,724,694) 58,312,573 15,075,306 11,015,638 - 26,753,164 - 3,878,328 - 2,200,000 - 43,847,130 - 14,465,443 15,075,306 4,629 396,984 12,389,636 6,000 848,864 - (114,000) 13,243,129 288,984 1,208,166 - 11,432,165 - 598,938 - - 13,239,269 - 3,860 288,984 4,800,250 12,618,947 15,000 (4,678) 17,429,519 7,113,073 2,350,385 - 4,690,000 14,153,458 3,276,061 122,316 546,458 8,650,725 (62,000) 9,257,499 912,466 8,317,670 - 10,000 9,240,136 17,363 219,085 4,000 - - 223,085 7,200 - - - 7,200 215,885 87,324,572 155,725,963 48,028,913 (48,028,913) 243,050,535 74,246,709 101,781,542 11,447,845 8,045,000 195,521,096 47,529,439 Debt Service Funds: G.O. Bond Fund Sec. Property Tax Special Assessment Permanent Funds: Perpetual Care Capital Projects Funds: Capital Projects Bond Enterprise Funds: Water and Wastewater Operating Bonds Airport Operating Airpark Proceeds City of Flagstaff 20,074,118 Environmental Services Stormwater Utility Fiduciary Funds: Firemen's Pension TOTAL ALL FUNDS $ Schedule 1: Total Resources and Appropriations Summary Annual Financial Plan CITY OF FLAGSTAFF SUMMARY SCHEDULE OF ESTIMATED REVENUES AND EXPENDITURES/EXPENSES FISCAL YEAR 2004-2005 Schedule 2: Tax Levy CITY OF FLAGSTAFF EXPENDITURE LIMITATION AND TAX LEVY INFORMATION FISCAL YEAR 2004-2005 ESTIMATED FY 2003-2004 Expenditure Limitation [Economic Estimates Commission] FY 2004-2005 $ 74,963,318 $ 8,899,503 $ 3,577,969 4,686,697 8,264,666 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 2003-2004 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 2003-2004 Levy (2) Prior Years' Levies (3) Total Primary Property Taxes Collected $ B. Secondary Property Taxes: (1) FY 2003-2004 Levy (2) Prior Years' Levies (3) Total Secondary Property Taxes Collected 8,347,205 -0- 3,347,106 4,550,192 7,897,298 $ 3,261,616 -03,261,616 4,550,192 -04,550,192 $ C. Total Property Taxes Collected 7,811,808 5. Property Tax Rates A. City of Flagstaff Tax Rate: (1) Primary Property Tax Rate (2) Secondary Property Tax Rate (3) Total City Tax Rate 0.7326 0.9801 1.7127 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 62 City of Flagstaff Schedule 3: Revenues Other Than Property Taxes CITY OF FLAGSTAFF SUMMARY BY FUND OF REVENUES OTHER THAN PROPERTY TAXES FISCAL YEARS 2004 AND 2005 (WITH ACTUALS FOR FISCAL YEAR 2003) ACTUAL REVENUES 2002-2003 SOURCE OF REVENUES BUDGETED REVENUES 2003-2004 ESTIMATED ACTUAL REVENUES 2003-2004 BUDGETED REVENUES 2004-2005 CHANGE (BUDG-BUDG) % CHANGE GENERAL FUND Local taxes City Sales Tax Franchise Tax $ 11,413,503 1,783,098 11,986,160 1,879,725 12,398,897 1,990,000 12,821,504 2,000,000 835,344 120,275 6.97% 6.40% Licenses and permits Business Licenses Building Permits Other Licenses and permits 31,055 1,975,518 372,156 35,490 1,593,936 141,640 35,490 1,993,936 222,100 37,265 1,717,693 231,250 1,775 123,757 89,610 5.00% 7.76% 63.27% Intergovernmental revenues State Income Tax Sharing State Shared Sales Tax County Vehicle License Tax Federal Grants State Grants 5,557,918 4,136,724 2,378,467 577,579 364,514 4,773,961 4,184,644 1,901,911 681,707 579,530 4,773,961 4,400,000 1,901,911 794,483 309,901 4,868,513 4,567,421 2,014,949 625,870 296,453 94,552 382,777 113,038 (55,837) (283,077) 1.98% 9.15% 5.94% -8.19% -48.85% Charges for services General Government Parks & Recreation Public Safety Cemetery 275,694 590,534 743,738 114,130 152,250 553,875 901,536 116,850 201,885 523,805 854,033 116,850 211,980 554,330 898,337 122,693 59,730 455 (3,199) 5,843 39.23% 0.08% -0.35% 5.00% Fines and forfeits Interest on investments Miscellaneous revenues Total General Fund 1,181,019 421,779 2,155,587 34,073,013 1,071,358 418,746 992,766 31,966,085 973,437 418,746 1,176,799 33,086,234 971,733 499,315 1,189,560 33,628,866 (99,625) 80,569 196,794 1,662,781 -9.30% 19.24% 19.82% 5.20% LIBRARY FUND Intergovernmental revenues State Grants County Aid 54,328 1,607,306 2,460,151 26,537 2,277,590 82,300 2,629,762 82,300 169,611 0.00% 6.89% Interest on investments Miscellaneous revenues Total Library Fund 18,084 17,747 1,697,465 21,000 29,000 2,510,151 21,000 29,000 2,354,127 21,000 29,000 2,762,062 251,911 0.00% 0.00% 10.04% 850,000 7,408,116 1,580,000 7,800,000 35,655 6,800,000 2,938,096 6,995,000 1,358,096 (805,000) 85.96% -10.32% 315,026 300,246 300,246 300,246 211,535 61,863 8,846,540 20,000 1,761,261 11,461,507 60,000 41,261 7,237,162 33,000 1,761,261 12,027,603 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 63 - 0.00% 13,000 566,096 65.00% 0.00% 4.94% City of Flagstaff Schedule 3: Revenues Other Than Property Taxes ACTUAL REVENUES 2002-2003 SOURCE OF REVENUES TRANSPORTATION FUND Transportation Tax Interest on Investments Miscellaneous revenues Total Transportation Fund 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 Retail Sales Interest on investments Miscellaneous revenues Total Tourism Fund $ 6,499,636 81,773 (30,486) 6,550,923 BUDGETED REVENUES 2003-2004 BUDGETED REVENUES 2004-2005 CHANGE (BUDG-BUDG) 7,050,875 159,000 7,209,875 7,227,146 575,000 2,200,000 10,002,146 176,272 2.50% 176,272 2.09% 92,832 1,100,000 85,000 1,186,700 86,700 7.88% 765,395 31,302 (11,722) 877,807 771,458 20,000 113,000 2,004,458 779,904 36,000 86,162 987,066 799,401 36,900 3,000 2,026,001 27,943 16,900 (110,000) 21,543 3.62% 84.50% -97.35% 1.07% 366,442 1,339 367,781 370,454 4,248 374,702 379,716 4,000 383,716 13,274 2,661 15,935 3.62% 198.73% 4.33% (15,000) -100.00% 363,563 2,061 365,624 1,148,092 5,179 19,696 51,477 1,224,444 15,000 - - 1,157,186 38,577 67,065 1,277,828 1,169,855 12,000 17,704 74,973 1,274,532 1,199,102 20,000 20,000 39,898 1,279,000 292,464 6,590 299,054 287,023 2,775 (1,418) 288,380 289,297 8,251 297,548 RECREATION-BBB FUND Intergovernmental revenues State Grants 632,246 550,000 - 41,916 -48.16% -40.51% -1.47% 299,775 9,152 308,927 10,478 901 10,478 3.62% 10.92% 0.00% 3.52% 869,000 319,000 58.00% 14,271 1,200 334,471 1.10% 1.94% 0.00% 17.48% 1,300,911 62,000 1,912,911 1,283,105 68,000 1,351,105 1,315,182 63,200 2,247,382 REAL ESTATE PROCEED FUND Interest on investments Miscellaneous revenues Total Real Estate Proceeds Fund 38,337 (16,537) 21,800 30,350 297,000 327,350 30,350 14,297 44,647 26,350 26,350 COMMUNITY REDEVELOPMENT FUND Intergovernmental revenues Federal Grants State Grants 645,214 - 1,163,261 300,000 400,785 - 1,528,957 663,880 365,696 - 2,979 153,778 801,971 1,500 1,946 1,466,707 6,000 735,906 1,142,691 402,054 2,594,891 (1,500) 400,108 764,304 Annual Financial Plan 64 3.62% (18,577) (27,167) (18,828) 1,262,902 83,354 (128,712) 1,849,790 Interest on investments Miscellaneous revenues Total Community Redevelopment Fund % CHANGE 7,050,874 1,364,000 8,414,874 ARTS AND SCIENCE FUND BBB Tax Interest on investments Miscellaneous revenues Total Arts and Science Fund BBB Tax Interest on investments Miscellaneous revenues Total Recreation-BBB Fund ESTIMATED ACTUAL REVENUES 2003-2004 (4,000) (297,000) (301,000) -13.18% -100.00% -91.95% 31.44% -100.00% 20560.53% 52.11% City of Flagstaff Schedule 3: Revenues Other Than Property Taxes SOURCE OF REVENUES METRO PLANNING ORGANIZATION FUND Intergovernmental revenues Federal Grants $ Miscellaneous revenues Total Metro Planning Organization Fund ACTUAL REVENUES 2002-2003 BUDGETED REVENUES 2003-2004 ESTIMATED ACTUAL REVENUES 2003-2004 BUDGETED REVENUES 2004-2005 CHANGE (BUDG-BUDG) % CHANGE 315,892 315,892 298,126 298,126 325,396 71,250 396,646 711,700 711,700 413,574 413,574 138.72% 22,840,636 30,339,241 22,671,607 34,369,778 2,234,756 7.37% GENERAL OBLIGATION BONDS FUND Interest on investments Total G. O. Bond Fund 63 63 300 300 300 300 300 300 SECONDARY PROPERTY TAX FUND Interest on investments Total Secondary Property Tax Fund 2,284 2,284 7,200 7,200 4,400 4,400 20,500 20,500 13,300 13,300 184.72% 184.72% 82,124 357,303 439,427 441,774 30,197 203,214 233,411 240,911 37,906 204,516 242,422 247,122 22,543 212,885 235,428 256,228 (7,654) 9,671 2,017 15,317 -25.35% 4.76% 0.86% 6.36% - 12,617 196 12,813 12,813 12,869 200 13,069 13,069 12,869 200 13,069 13,069 0.00% 0.00% 0.00% 0.00% 10,000 3,000 321,575 311,575 3115.75% TOTAL SPECIAL REVENUE FUNDS 138.72% DEBT SERVICE FUNDS SPECIAL ASSESSMENT BONDS Interest on investments Miscellaneous revenues Total Special Assessment Bonds TOTAL DEBT SERVICE FUNDS - 0.00% 0.00% PERMENANT FUNDS PERPETUAL CARE FUND Contributions Interest on investments Total Perpetual Care Fund TOTAL PERMENANT FUNDS 7,435 187 7,622 7,622 ENTERPRISE FUNDS WATER AND WASTEWATER FUND OPERATING FUND Intergovernmental revenues State Grants Water Revenues Sewer Revenues Interest on Investments Miscellaneous revenues Total Water and Wastewater Fund Annual Financial Plan 425 11,252,282 7,601,981 155,117 (57,749) 18,952,056 11,552,112 7,231,596 722,000 19,515,708 65 11,640,350 7,320,540 575,000 (12,313) 19,526,577 11,583,130 7,647,410 586,000 20,138,115 31,018 415,814 (136,000) 622,407 0.27% 5.75% -18.84% 0.00% 3.19% City of Flagstaff Schedule 3: Revenues Other Than Property Taxes ACTUAL REVENUES 2002-2003 SOURCE OF REVENUES AIRPORT FUND OPERATING FUND Intergovernmental revenues Federal Grants State Grants 4,317,435 211,935 BUDGETED REVENUES 2003-2004 ESTIMATED ACTUAL REVENUES 2003-2004 BUDGETED REVENUES 2004-2005 CHANGE (BUDG-BUDG) % CHANGE 2,084,389 102,319 1,156,129 56,753 7,136,773 1,395,467 5,052,384 1,293,148 242.39% 1263.84% Airport Revenues Interest on investments Miscellaneous revenues 919,915 5,846 (328) 1,008,732 99,261 961,192 300 40,765 1,038,122 302,817 29,390 203,556 2.91% 0.00% 205.07% AIRPARK FUND Interest on investments Miscellaneous revenues Total Airport Fund 8,006 (4,207) 5,458,602 5,900 3,300,601 7,000 2,222,139 6,000 9,879,179 100 6,578,578 1.69% 0.00% 199.31% ENVIRONMENTAL SERVICES FUND Intergovernmental revenues State Grants Environmental Services Revenues Interest on investments Miscellaneous revenues Total Environmental Services Fund 48,813 7,680,008 (51,129) 2,453 7,680,145 7,721,424 108,000 80,474 7,909,898 7,967,972 170,920 99,179 8,238,071 8,106,947 162,000 8,268,947 507,000 30,000 2,000 539,000 31,265,207 25,000 483,050 45,260 551 553,861 30,540,648 511,000 32,400 3,058 546,458 38,832,699 4,800 4,800 4,800 4,400 156 4,556 4,556 4,000 4,000 4,000 93,816,244 86,562,980 107,104,640 STORMWATER UTILITY Intergovernmental revenues State Grants Stormwater Utility Revenues Charges for Services Interest on investments Total Stormwater Utility Fund TOTAL ENTERPRISE FUNDS 32,090,803 385,523 54,000 (80,474) 359,049 4,000 2,400 1,058 7,458 7,567,492 0.00% 4.99% 50.00% -100.00% 4.54% 0.00% 0.79% 8.00% 52.90% 1.38% 24.20% FIDUCIARY FUNDS VOLUNTEER FIREMEN'S PENSION FUND Interest on investments Miscellaneous revenues Total Volunteer Firemen's Pension Fund TOTAL FIDUCIARY FUNDS TOTAL REVENUES Annual Financial Plan 4,630 (2,333) 2,297 2,297 $ 89,456,145 66 (800) (800) (800) 11,492,615 -16.67% 0.00% -16.67% -16.67% 12.25% City of Flagstaff Schedule 4: Transfers and Proceeds from Other Sources CITY OF FLAGSTAFF SUMMARY BY FUNDING OF OTHER FINANCING SOURCES AND INTERFUND TRANSFERS FISCAL YEAR 2004-2005 FUND GENERAL FUND PROCEEDS FROM OTHER FINANCING SOURCES $ INTERFUND TRANSFERS IN OUT - 3,634,442 14,469,158 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 MPO Total Special Revenue Funds - 1,174,937 12,701,785 250,000 1,110,000 65,000 35,000 262,924 375,400 15,000 15,990,046 250,000 145,000 9,756,689 617,201 6,238 1,458,339 12,233,467 DEBT SERVICE FUNDS G.O. Bond Fund Secondary Property Tax Fund Total Debt Service Funds - 1,767,046 1,767,046 4,022,820 4,022,820 CAPITAL PROJECTS FUNDS Capital Projects Bond Fund Total Capital Projects Funds 3,797,539 3,797,539 ENTERPRISE FUNDS Water and Wastewater Fund Water and Sewer Bond Fund Stormwater Utility Airport Fund Airpark Fund Environmental Services Fund Total Enterprise Funds TOTAL ALL FUNDS Annual Financial Plan $ - - 29,800,000 2,516,457 4,350,000 36,666,457 17,122,790 8,650,725 848,864 15,000 26,637,379 2,398,096 14,724,694 62,000 114,000 4,678 17,303,468 40,463,996 48,028,913 48,028,913 67 City of Flagstaff SCHEDULE OF TRANSFERS FISCAL YEAR 2004-2005 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 - $309,900 This transfer represents a $150,000 funding for a revolving loan source, $109,900 funding for land acquisition related to affordable housing development, and $50,000 for affordable housing fees. The land acquisition transfer was reduced to fund a new housing position. Highway User Revenue Fund - $70,000 This transfer is for right-of-way maintenance completed by Parks staff. 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. Metropolitan Planning Organization Fund - $15,000 This transfer is for General Fund assistance with Freight Study. Airport Fund - $539,000 This transfer is for the general operations in the amount of $274,000 and $265,000 for capital at the Airport. The Airport is an enterprise fund whose goal is to eventually eliminate any requirement for general fund transfers. Tourism Fund - $6,238 This is a contribution to the citywide publication. Recreation-BBB Fund - $738,229 This transfer entails three separate actions 1) a contribution to the maintenance of FUTS which is a Parks responsibility $89,664; 2) $640,283 for increased maintenance in the Parks budget related to additional field maintenance associated with Recreation Bond projects; 3) $8,282 for Skate park liability. Stormwater Fund - $8,375,725 This transfer funds $350,000 for a stormwater master plan, $6,675,725 for the Rio de Flag project, $1,200,000 for parking alternatives necessitated by the Rio project and $150,000 for neighborhood stormwater mitigation. Water and Wastewater Fund - $2,398,096 This is a transfer of utility revenue through the General Fund to Highway User Revenue Fund for a payment of debt. Library Fund Environmental Services Fund - $4,678 This transfer represents $4,678 for advertising in the citywide publication. Transfers In: General Fund - $1,174,937 This is the operating transfer from the General Fund to the Library for general services. Transfers Out: Library Fund - $1,174,937 This is the operating transfer from the General Fund to the Library for general services. Transfers Out: General Fund - $250,000 This transfer is for a contribution to a parking solution in the Municipal Campus. Highway User Revenue Fund - $3,897,546 This is $2,397,546 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 68 City of Flagstaff Highway User Revenue Fund Beautification Fund Transfers In: Transfers In: General Fund - $3,897,546 This $2,397,546 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). Transportation Tax - $1,000,000 This transfer funds various FUTS and Streetscape projects within the multi-modal transportation projects. The Streetscape projects include: Rt. 66 Enterprise to Arrowhead and US 89 Railhead to Snowflake. The FUTS projects include: Lake Mary Road to Beulah/Ponderosa Trails, McMillian Mesa, Rio Downtown Project, and US 180 Multi-use path. Transportation Fund - $6,341,974 This is a transfer of the transportation tax to fund various transportation projects. $1,318,922 from Safe to School monies is for miscellaneous projects. $5,023,052 is from Street Improvement for Huntington Drive Improvements, Empire Avenue extension, Beulah Boulevard extension and the East Flagstaff Gateway. Recreation-BBB Fund - $110,000 This transfer is for new FUTS construction. Transfers Out: Stormwater Fund - $47,000 This transfer is for drainage maintenance. 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 division and $5,201 in support of the citywide publication. Transfers Out: General Fund - $70,000 This is for right-of-way maintenance completed by Parks staff. Stormwater Fund - $200,000 Streetscape program transfer related to Rio de Flag Corridor Enhancements. Stormwater Utility - $75,000 This is for the completion of 6th Avenue detention basin and general drainage maintenance. Transportation Fund - $250,000 Transfer to transportation Fourth Street project for FUTS component. Transportation Fund Economic Development Fund Transfers In: Transfers In: Beautification Fund - $250,000 A transfer related to Fourth Street transportation project for FUTS component. General Fund - $65,000 This represents a transfer to assist in the payment of the Telecom plan. Transfers Out: HURF - $6,341,974 This is a transfer of the transportation tax to fund various transportation projects. $1,318,922 is from Safe to School monies for urban link. $5,023,052 is from Street Improvement for Huntington Drive Improvements, Empire Avenue extension, Beulah Boulevard extension, and the East Flagstaff Gateway. Tourism Fund Transfers Out: General Fund - $6,238 This is a contribution to the citywide publication. Beautification Fund - $1,000,000 This transfer funds various FUTS and Streetscape projects within the multi-modal transportation projects. The Streetscape projects include: Rt. 66 Enterprise to Arrowhead and US 89 Railhead to Snowflake. The FUTS projects include: Lake Mary Road to Beulah/Ponderosa Trails, McMillian Mesa, Rio Downtown Project, and US 180 Multi-use path. Annual Financial Plan 69 City of Flagstaff Arts & Science Fund Metropolitan Planning Organization Fund Transfers In: Transfers In: 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. General Fund - $15,000 This transfer is for General Fund assistance with Freight Study. G.O. Bond Fund Recreation-BBB Fund Transfers In: Transfers In: Recreation-BBB Fund - $610,110 To pay the debt service on the Parks and Recreation Bonds. Secondary Property Tax Fund - $262,924 This transfer is to assist in the repayment of G.O. Bonds due to a shortfall in estimated BBB Tax revenues. Secondary Property Tax Fund - $1,156,936 A transfer of Secondary Property Taxes collected for repayment of Library and Public Safety bonds. Transfers Out: General Fund - $738,229 This transfer entails three separate actions 1) a contribution to the maintenance of FUTS which is a Parks responsibility $89,664; 2) $640,283 for increased maintenance in the Parks budget related to additional field maintenance associated with Recreation Bond projects; 3) $8,282 for Skate park liability. Secondary Property Tax Fund Transfers Out: Beautification Fund - $110,000 This transfer is for a new FUTS construction. Recreation-BBB Fund - $262,924 This transfer is to assist in the repayment of G.O. Bonds due to a shortfall in estimated BBB Tax revenues. G.O. Bond Fund - $610,110 To pay the debt service on the Parks and Recreation Bonds. G.O. Bond Fund - $1,156,936 There is a transfer of Secondary Property Taxes collected for repayment of Library and Public Safety bonds. Water and Wastewater Fund - $2,398,096 A transfer to Utilities for Secondary Property Taxes collected to support General Obligation Debt. Community Redevelopment Fund Airport Fund - $204,864 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. Transfers In: General Fund - $309,900 This transfer represents a $150,000 funding for a revolving loan source, $109,900 funding for land acquisition related to affordable housing development, and $50,000 for affordable housing fees. The land acquisition transfer was reduced to fund a new housing position. Annual Financial Plan 70 City of Flagstaff Water and Wastewater Fund Airpark Fund Transfers In: Transfer Out: Secondary Property Tax Fund - $2,398,096 A transfer to Utilities for Secondary Property Taxes collected to support the General Obligation Debt. Airport Fund - $114,000 This transfer of funds is for a match on the ADOT grant for land acquisition Water and Sewer Bond Fund - $14,232,171 This is the anticipated transfer to support water and wastewater development projects that are currently budgeted. Environmental Services Fund Transfers In: Transfers Out: Stormwater Fund - $15,000 This transfer represents a reimbursement for stormwater education and related operational costs. General Fund - $2,398,096 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. Transfers Out: General Fund - $4,678 This transfer represents $4,678 for advertising in the citywide publication. Water & Sewer Bond Fund Transfer Out: Stormwater Fund Water and Wastewater Fund - $14,232,171 This is the anticipated transfer to support water and wastewater development projects that are currently budgeted. Transfers In: HURF - $75,000 This is for the 6th Avenue detention basin and general maintenance. General Fund - $8,375,725 This transfer funds $350,000 for a stormwater master plan, $6,675,725 for the Rio de Flag project, $1,200,000 for parking alternatives necessitated by the Rio project and $150,000 for neighborhood stormwater mitigation. Airport Fund Transfers In: General Fund - $539,000 This transfer is for the general operations in the amount of $274,000 and $265,000 for capital at the Airport. The Airport is an enterprise fund whose goal is to eventually eliminate any requirement for general fund transfers. Beautification - $200,000 Streetscape program transfer for Rio de Flag Corridor Enhancements Transfers Out: Secondary Property Tax Fund - $204,864 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. 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. Airpark Fund - $114,000 This transfer of funds is for a match on the ADOT grant for land acquisition. Annual Financial Plan 71 City of Flagstaff Schedule 5: Grant Revenues CITY OF FLAGSTAFF SCHEDULE OF GRANT REVENUES FISCAL YEAR 2004-2005 PROJECT NAME GENERAL FUND POLICE METRO (NORTHERN AZ STREET CRIMES TASK FORCE) POLICE WEED AND SEED POLICE WATCH YOUR CAR GRANT POLICE OT/DUI POLICE PURCHASE OF3 MOTORCYCLES POLICE GANG RESISTANCE EDUCATION TRAINING (GREAT) POLICE LEAF TRAINING AUDITORIUM POLICE MISC. GRANTS UNDER $5,000 POLICE TRAFFIC CITATION DUI REPORTING POLICE LOCAL LAW ENFORCEMENT BLOCK GRANT (LLEBG) POLICE OT/AIRPORT SECURITY POLICE SEATBELT ENFORCEMENT POLICE ANTI-TERRORISM TASK FORCE FIRE VARIOUS FIRE NAU FIRE GRANT II FIRE FOREST HEALTH RESTORATION FIRE HAZARD FUEL REDUCTION FY 03 FIRE HAZARD REDUCTION FY 04 FIRE PUBLIC EDUCATION FY 04 FIRE FOREST PRODUCTS NETWORKS 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 STATE JCEF - 10 PRINTERS COURT STATE J CEF - SOFTWARE COURT COUNTY JCEF - INFORMATION SYSTEM TECH COURT LOCAL TIME PMT. - INFORMATION SYSTEM TECH. SUBTOTAL-GENERAL FUND LIBRARY LIBRARY LIBRARY LIBRARY HURF HURF HURF HURF STATE GRANTS STATE GRANT-IN-AID YOUTH ACCESS PALSMOBILE SUBTOTAL FEDERAL HIGHWAY ADMIN. (BUS PULLOUTS/EMPIRE REPAY) CONTRIBUTION FROM ADOT (BUS PULLOUTS/REPAY TI/TURNBACKS) FLAGSTAFF MALL, DODGE AVE EXT. (ECONONMIC STRENGTHS) HELP LOAN PROCEEDS SUBTOTAL Annual Financial Plan BUDGETED REVENUES 2003-2004 $ ESTIMATED REVENUES 2003-2004 BUDGETED REVENUES 2004-2005 CITY MATCH 2004-2005 BUDGETED GRANT REIMB % FUNDING 379,726 58,000 38,610 43,613 358,156 40,950 11,436 43,613 318,484 58,000 - - 100% 100% 100% 100% 100% F/S F/NP S S F/S 20,368 20,500 25,000 213,466 37,867 8,952 7,999 27,000 - - 100% 100% 100% 100% F S S S 30,000 150,000 64,803 87,095 11,999 150,000 40,386 12,000 20,000 150,000 4,487 - 83,920 55,190 18,900 83,920 55,190 18,900 86,440 58,490 19,420 - 90% 100% 100% 100% 100% 100% 50% 50% 50% 50% 80% 100% 100% 100% F F F/S F F&S F/S F/S F F F F L L L 24,850 22,560 22,522 - 100% S 8,980 17,960 12,000 10,000 9,600 19,190 12,000 10,000 9,738 19,475 30,000 - 100% 100% 100% 100% L L S S 25,077 25,077 25,184 - 100% L 25,077 1,261,237 25,077 1,104,384 25,184 922,323 4,487 100% L - 26,537 82,300 - 100% 100% 100% 100% S S S S - 26,537 82,300 - 325,000 35,655 688,096 - 100% F/S 200,000 - 2,000,000 - 100% S 35,655 250,000 2,938,096 - 100% 100% S S 250,000 805,000 1,580,000 72 City of Flagstaff Schedule 5: Grant Revenues PROJECT NAME BEAUT BEAUT BEAUT BEAUT BEAUT BEAUT BEAUT FUTS - BOW & ARROW-ZUNI TO RIO FUTS - RIO DE FLAG N. TRAIL, CRESCENT-CHESHIRE LINK FUTS - TUNNEL SPRINGS TRAIL (RR SPRINGS TO OBS MESA) FUTS - MCMILLAN MESA ISTEA - FANNING TO MALL (Spur) TEA - 21 - US 89-RAILHEAD TO SNOWFLAKE TEA - 21 - US 180 -SECHRIST TO FREMONT SUBTOTAL BUDGETED REVENUES 2003-2004 $ THORPE PARK PHASE I RENOVATION BMX PARK/6TH STREET SUBTOTAL HSG HSG HSG HSG HSG HSG HSG 99/00 CDBG ENTITLEMENT 00/01 CDBG ENTITLEMENT 01/02 CDBG ENTITLEMENT 02/03 CDBG ENTITLEMENT 03/04 CDBG ENTITLEMENT 04/05 CDBG ENTITLEMENT HOUSING REHAB-HOME GRANT SUBTOTAL MPO FLAGSTAFF METROPOLITAN PLANNING ORGANIZATION 2003 FLAGSTAFF METROPOLITAN PLANNING ORGANIZATION 2004 FLAGSTAFF METROPOLITAN PLANNING ORGANIZATION 2005 SUBTOTAL MPO MPO UTIL RIO DE FLAG WILDLIFE XERISCAPE PROJECT SCA RECLAIMED WATERLINE EXT. SUBTOTAL AIRPT AIRPT GA APRON & AIR CARRIER, RWY 3/21 SAFETY AREA PH. 4 (AIP 19) MASTER PLAN UPDATE (AIP 22) CONSTRUCT ARFF BLDG (AIP 23 / E4F21) ARFF EQUIPMENT & SNOW REMOVAL (AIP23 / ADOT MATCH) DESIGN/CONSTR RUNWAY EXT., SAFETY AREA RW21 (AIP 24/EXXXX) WEST TAXIWAY-CRACK FILL/SEAL AIRPT LAND ACQUISITION FY 01 (ADOT E1107) AIRPT AIRPT AIRPT AIRPT STORM 12,563 38% S 70,000 5,000 95,000 155,000 38% S 40,000 200,000 40,000 - 4,000 80,000 - 4,000 136,216 - 50% 37% 94% S S F/S 250,000 - 500,000 31,915 94% F/S 500,000 1,186,700 31,915 371,609 94% F/S 100% S 37% 50% S S - 100% 100% 100% 100% 100% 100% 100% F F F F F F F - 93% F/S 85,000 15,000 15,000 - 550,000 550,000 - 550,000 319,000 869,000 24,000 254,081 383,097 867,779 663,880 2,192,837 950,000 319,000 1,269,000 477,086 686,175 300,000 1,463,261 1,489 107 12,619 117,492 269,078 400,785 72,323 84,935 225,803 240,461 485,897 36,573 93% F/S 298,126 325,396 225,803 711,700 16,996 53,569 93% F/S 10,000 10,000 3,000 3,000 16,575 50,000 255,000 321,575 50,000 225,000 275,000 100% 50% 50% S F F 254,526 3,371 298,716 130,050 11,276 97.50% 97.50% F&S F&S 670,922 910,795 1,724,247 111,622 97.50% F&S - 902,329 - 559,430 14,344 97.50% F&S 358,931 - 4,980,013 107,893 97.50% F&S - 112,500 12,500 90% S 1,026,000 8,532,240 114,000 245,135 90% S 60% F/S 1,212,882 - 25,000 25,000 8,464,332 3,218,639 - TOTAL $ Funding: L=Local, N/P=Non-Profit, S=State, F=Federal, F/S=Federal thru State, F&S=Federal and State Annual Financial Plan BUDGETED GRANT REIMB % FUNDING 7,700 2,186,708 ADEQ-NPDES PHASE I SUBTOTAL CITY MATCH 2004-2005 40,000 - SUBTOTAL BUDGETED REVENUES 2004-2005 40,000 500,000 1,100,000 TOURISM ADVERTISING/MARKETING FY 03/04 SUBTOTAL BBB-REC BBB-REC ESTIMATED REVENUES 2003-2004 73 17,756,771 2,218,800 City of Flagstaff Schedule 6: Appropriations by Fund CITY OF FLAGSTAFF SUMMARY BY DEPARTMENT OF EXPENDITURES/EXPENSES WITHIN EACH FUND COMPARISON OF FISCAL YEAR 2004 AND 2005 (WITH ACTUAL FOR FISCAL YEAR 2003) FUND/DEPARTMENT GENERAL FUND General Administration Community Development Management Services Fire Police Public Works Utilities Non-departmental Contingency Total General Fund ADOPTED ESTIMATED PROPOSED ACTUAL BUDGETED ACTUAL BUDGETED EXPENDITURES/ EXPENDITURE/ EXPENDITURES/ EXPENDITURE/ EXPENSES EXPENSE EXPENSES EXPENSE CHANGE % 2002-2003 2003-2004 2003-2004 2004-2005 (BUDG-BUDG) CHANGE $ 3,512,333 4,778,156 2,770,801 7,330,505 10,746,919 5,895,847 15,588 (955,679) 166,737 34,261,207 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 3,897,213 3,597,056 3,073,998 7,024,933 11,493,924 6,455,314 15,588 498,088 250,000 36,306,114 4,521,225 3,831,214 3,363,425 7,881,104 12,455,839 6,448,409 37,878 1,598,486 650,000 40,787,580 451,710 (4,949,391) 224,490 896,873 387,784 (854,950) 22,290 (1,927,352) (100,000) (5,848,546) 11.1% (56.4%) 7.2% 12.8% 3.2% (11.7%) 143.0% (54.7%) (13.3%) (12.5%) 80,254 37,982 3,060,182 58,427 1,023 49,708 3,287,576 80,254 37,982 3,485,990 58,427 1,023 49,708 100,000 3,813,384 80,254 37,982 3,257,313 58,427 1,023 49,708 3,484,707 81,895 45,594 3,780,660 69,178 901 54,930 100,000 4,133,158 1,641 7,612 294,670 10,751 (122) 5,222 319,774 2.0% 20.0% 8.5% 18.4% (11.9%) 10.5% 8.4% 186,808 813,094 196,752 12,262,580 3,749 131,447 13,594,430 186,808 813,094 196,752 23,868,245 3,749 131,447 500,000 25,700,095 186,808 813,094 196,752 11,116,048 3,749 131,447 12,447,898 140,443 813,791 215,471 26,296,570 1,818 182,393 100,000 27,750,486 (46,365) 697 18,719 2,428,325 (1,931) 50,946 (400,000) 2,050,391 (24.8%) 0.1% 9.5% 10.2% (51.5%) 38.8% (80.0%) 8.0% 3,432,247 1,522,402 4,954,649 12,449,075 2,016,199 14,465,274 11,713,067 2,016,199 13,729,266 17,428,800 2,267,779 19,696,579 4,979,725 251,580 5,231,305 40.0% 12.5% 541,916 402 542,318 3,895,116 10,000 3,905,116 641,809 641,809 4,574,929 10,000 4,584,929 679,813 679,813 17.5% 17.4% 410,708 410,708 446,400 25,000 471,400 424,400 424,400 459,400 25,000 484,400 13,000 13,000 2.9% 2.8% SPECIAL REVENUE FUNDS LIBRARY FUND General Administration Community Development Management Services Public Works Utilities Non-departmental Contingency HIGHWAY USER REVENUE FUND General Administration Community Development Management Services Public Works Utilities Non-departmental Contingency TRANSPORTATION FUND Community Development Non-departmental BEAUTIFICATION FUND Community Development Reserve/Contingency ECONOMIC DEVELOPMENT FUND Non-departmental Reserve/Contingency Annual Financial Plan 74 City of Flagstaff Schedule 6: Appropriations by Fund FUND/DEPARTMENT TOURISM FUND General Administration Reserve/Contingency ADOPTED ESTIMATED PROPOSED ACTUAL BUDGETED ACTUAL BUDGETED EXPENDITURES/ EXPENDITURE/ EXPENDITURES/ EXPENDITURE/ EXPENSES EXPENSE EXPENSES EXPENSE CHANGE % 2002-2003 2003-2004 2003-2004 2004-2005 (BUDG-BUDG) CHANGE $ (270,955) (270,955) (15.6%) (15.2%) 409,706 10,000 419,706 36,366 36,366 9.7% 9.5% 163,361 4,081,940 1,830,559 81.3% 685,000 9,650 675,900 1,009,965 2,380,271 758,571 4,317,814 1,937,543 81.4% 315,892 315,892 298,126 298,126 390,653 5,993 396,646 511,186 15,514 200,000 726,700 213,060 15,514 200,000 428,574 71.5% 143.8% 29,864,276 56,135,070 33,870,020 68,382,340 12,247,270 21.8% GENERAL OBLIGATION BONDS FUND Non-departmental 1,891,983 2,018,456 2,010,848 1,767,046 (251,410) (12.5%) SPECIAL ASSESSMENT BONDS FUND Non-departmental Total Debt Service Funds 301,272 2,193,255 302,568 2,321,024 302,918 2,313,766 299,398 2,066,444 (3,170) (254,580) (1.0%) (11.0%) ARTS AND SCIENCE FUND General Administration Reserve/Contingency RECREATION-BBB FUND Public Works REAL ESTATE PROCEEDS FUND Non-departmental COMMUNITY REDEVELOPMENT FUND Community Development METRO PLANNING ORG FUND Community Development Non-departmental Contingency Total Special Revenue Funds 1,403,817 1,403,817 1,731,683 50,000 1,781,683 1,481,244 1,481,244 1,460,728 50,000 1,510,728 364,152 364,152 373,340 10,000 383,340 332,468 332,468 3,730,879 2,251,381 249,890 (9,100) (1.3%) DEBT SERVICE FUNDS CAPITAL PROJECT FUNDS CAPITAL PROJECTS BOND FUND Non-departmental Total Capital Projects Funds - - - 3,797,539 3,797,539 3,797,539 3,797,539 221,209 670,558 478,507 44,849 39,927,863 304,144 2,200,000 43,847,130 (64,145) 4,762 82,324 (19,209) 12,655,692 74,816 800,000 13,534,240 - ENTERPRISE FUNDS WATER AND WASTEWATER FUND General Administration Community Development Management Services Public Works Utilities Non-departmental Contingency Annual Financial Plan 285,354 665,796 396,183 64,058 19,263,835 229,328 30,594 20,935,148 285,354 665,796 396,183 64,058 27,272,171 229,328 1,400,000 30,312,890 75 285,354 665,796 396,183 64,058 20,378,824 229,328 22,019,543 (22.5%) 0.7% 20.8% (30.0%) 46.4% 32.6% 57.1% 44.6% City of Flagstaff Schedule 6: Appropriations by Fund FUND/DEPARTMENT AIRPORT FUND General Administration Community Development Management Services Public Works Utilities Non-departmental Contingency ADOPTED ESTIMATED PROPOSED ACTUAL BUDGETED ACTUAL BUDGETED EXPENDITURES/ EXPENDITURE/ EXPENDITURES/ EXPENDITURE/ EXPENSES EXPENSE EXPENSES EXPENSE CHANGE % 2002-2003 2003-2004 2003-2004 2004-2005 (BUDG-BUDG) CHANGE $ ENVIRONMENTAL SERVICES FUND General Administration Community Development Management Services Public Works Utilities Non-departmental Contingency STORMWATER UTILITY FUND General Administration Community Development Management Services Public Works Utilities Non-departmental Contingency Total Enterprise Funds 51,638 72,839 149,072 6,044,034 1,037 48,704 3,600 6,370,924 51,638 72,839 149,072 6,207,086 1,037 48,704 6,530,376 51,638 72,839 149,072 2,793,454 1,037 48,704 3,116,744 33,085 25,226 89,656 13,015,826 401 75,075 13,239,269 (18,553) (47,613) (59,416) 6,808,740 (636) 26,371 6,708,893 (35.9%) (65.4%) (39.9%) 109.7% (61.3%) 54.1% 102.7% 152,264 99,022 186,687 6,565,652 68,266 115,030 14,640 7,201,561 152,264 99,022 186,687 8,349,164 68,266 115,030 4,690,000 13,660,433 152,264 99,022 186,687 7,462,817 68,266 115,030 8,084,086 149,706 108,158 204,687 8,723,222 103,227 174,458 4,690,000 14,153,458 (2,558) 9,136 18,000 374,058 34,961 59,428 493,025 (1.7%) 9.2% 9.6% 4.5% 51.2% 51.7% 3.6% 34,507,633 659,534 40,560 10,000 710,094 51,213,793 563,985 40,560 604,545 33,824,918 10,656 9,179,657 12,928 6,184 7,315 13,396 10,000 9,240,136 80,479,993 7,200 7,200 7,200 7,200 7,200 7,200 7,200 7,200 100,833,571 156,313,213 106,322,018 195,521,096 10,656 8,520,123 1,291.8% 12,928 6,184 7,315 (27,164) (67.0%) 8,530,042 1,201.3% 29,266,200 57.1% FIDUCIARY FUNDS VOLUNTEER FIREMEN'S PENSION Non-departmental Total Fiduciary Funds TOTAL ALL FUNDS Annual Financial Plan $ 76 - 39,207,883 - 25.1% City of Flagstaff Schedule 7: Appropriations by Department CITY OF FLAGSTAFF BUDGET BY DEPARTMENT AND DIVISIONS COMPARISON OF FISCAL YEAR 2004 AND 2005 (WITH ACTUAL FOR FISCAL YEAR 2003) ADOPTED ESTIMATED PROPOSED ACTUAL BUDGETED ACTUAL BUDGETED EXPENDITURES/ EXPENDITURE/ EXPENDITURES/ EXPENDITURE/ EXPENSES EXPENSE EXPENSES EXPENSE 2002-2003 2003-2004 2003-2004 2004-2005 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 Capital Improvement 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 $ 703,844 214,281 (141,960) 1,511,619 826,628 291,671 106,250 1,125,580 278,237 4,916,150 768,467 346,487 (181,211) 1,695,388 916,463 409,353 114,568 1,229,816 501,867 5,801,198 759,559 310,294 (187,604) 1,660,023 864,422 375,947 114,572 1,043,507 437,737 5,378,457 825,616 200,284 1,911,689 965,844 489,902 127,890 1,090,344 370,384 5,981,953 227,078 1,581,335 875,292 1,009,965 1,001,238 1,093,213 4,954,649 79,497 174,237 288,182 364,152 315,892 11,964,730 207,195 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 30,852,266 206,699 1,242,418 959,828 758,571 1,020,487 440,930 123,055 167,624 11,918,866 1,810,400 86,677 177,006 378,126 332,468 390,653 20,013,808 277,402 1,418,354 (123,111) 1,014,711 4,317,814 1,243,858 855,848 241,945 8,075,725 17,654,979 2,041,600 91,154 1,416,771 3,067,004 409,706 511,186 42,514,946 MANAGEMENT SERVICES Information Systems Management Services Admin. Finance/Budget Sales Tax & Licensing Library Library Grants TOTAL 936,621 677,288 684,317 472,575 2,707,170 234,421 5,712,392 1,160,240 749,129 736,523 493,043 2,467,065 900,334 6,506,334 1,157,070 675,873 735,587 505,468 2,301,358 837,364 6,212,720 FIRE DEPARTMENT 7,330,505 6,984,231 10,175,865 571,054 10,746,919 11,237,271 830,784 12,068,055 POLICE DEPARTMENT Police Police Grants TOTAL Annual Financial Plan 77 CHANGE % (BUDG-BUDG) CHANGE 57,149 7.4% (146,203) (42.2%) 181,211 (100.0%) 216,301 12.8% 49,381 5.4% 80,549 19.7% 13,322 11.6% (139,472) (11.3%) (131,483) (26.2%) 180,755 3.1% 70,207 (72,375) (123,111) 96,608 1,937,543 132,018 411,314 26,945 3,022,987 4,939,705 291,600 3,243 27,156 649,414 36,366 213,060 11,662,680 33.9% (4.9%) 10.5% 81.4% 11.9% 92.5% 12.5% 59.8% 38.8% 16.7% 3.7% 2.0% 26.9% 9.7% 71.5% 37.8% 1,293,314 747,622 791,215 531,274 2,864,253 810,462 7,038,140 133,074 (1,507) 54,692 38,231 397,188 (89,872) 531,806 11.5% (0.2%) 7.4% 7.8% 16.1% (10.0%) 8.2% 7,024,933 7,881,104 896,873 12.8% 10,881,298 612,626 11,493,924 11,970,667 485,172 12,455,839 733,396 (345,612) 387,784 6.5% (41.6%) 3.2% City of Flagstaff Schedule 7: Appropriations by Department ADOPTED ESTIMATED PROPOSED ACTUAL BUDGETED ACTUAL BUDGETED EXPENDITURES/ EXPENDITURE/ EXPENDITURES/ EXPENDITURE/ EXPENSES EXPENSE EXPENSES EXPENSE 2002-2003 2003-2004 2003-2004 2004-2005 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 179,379 866,989 1,808,938 52,591 168,223 716,974 2,102,753 2,947,680 5,052,075 1,669,703 2,400,360 5,627,327 352,325 6,338,036 3,730,879 34,014,232 192,551 770,450 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 47,494,475 204,103 606,759 1,952,828 73,963 235,850 775,458 2,606,353 2,974,673 3,286,772 2,644,045 2,017,796 2,431,557 297,515 7,235,201 163,361 27,506,234 214,448 759,672 2,460,259 182,836 823,598 2,007,596 3,359,560 4,567,446 15,822,777 2,398,096 12,340,714 598,938 8,529,036 4,081,940 58,146,916 21,897 (10,778) 109,032 (90,936) (139,265) (744,900) 53,748 168,111 1,887,277 363,260 6,495,682 301,266 407,488 1,830,559 10,652,441 11.4% (1.4%) 4.6% (33.2%) (14.5%) (27.1%) 1.6% 3.8% 13.5% 17.9% 111.1% 101.2% 5.0% 81.3% 22.4% 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 710,887 2,796,099 571,992 943,948 42,724 1,591,014 4,065,481 1,483,897 720,190 242,386 803,828 341,825 1,422,954 1,890,288 1,725,985 19,353,498 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 27,361,834 976,321 3,507,180 655,794 1,003,826 52,750 2,971,050 1,659,062 2,425,291 596,861 296,166 823,050 1,643,406 2,126,434 1,731,296 20,468,487 1,226,925 3,589,168 714,460 1,067,165 77,212 5,107,671 3,913,198 1,605,014 841,516 377,778 823,312 12,544,189 4,313,467 2,148,709 1,729,619 40,079,403 69,028 20,847 15,220 62,574 24,117 (390,638) 2,021,698 (788,000) 12,323 79,314 823,312 10,227,421 673,953 (131,287) (2,313) 12,717,569 6.0% 0.6% 2.2% 6.2% 45.4% (7.1%) 106.9% (32.9%) 1.5% 26.6% 441.5% 18.5% (5.8%) (0.1%) 46.5% NON-DEPARTMENTAL Council & Commissions Contributions to Other Agencies Non-Departmental Real Estate Proceeds Firemen's Pension G.O. Bond - Debt Service Special Assessments Bonds Capital Projects Bond Economic Development TOTAL 141,386 727,529 2,740,543 249,890 7,200 1,891,983 301,272 108,661 410,708 6,579,172 184,053 760,016 7,296,127 685,000 7,200 2,018,456 302,568 446,400 11,699,820 177,056 737,542 4,303,841 9,650 7,200 2,010,848 302,918 424,400 7,973,455 227,682 742,394 5,401,236 675,900 7,200 1,767,046 299,398 3,797,539 459,400 13,377,795 43,629 (17,622) (1,894,891) (9,100) (251,410) (3,170) 3,797,539 13,000 1,677,975 23.7% (2.3%) (26.0%) (1.3%) (12.5%) (1.0%) 2.9% 14.3% 215,973 7,545,000 250,000 8,045,000 500,000 6.6% 100,833,571 156,313,213 106,322,018 195,521,096 39,207,883 25.1% 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 78 City of Flagstaff Schedule 8: Operating Capital CITY OF FLAGSTAFF SUMMARY OF OPERATING CAPITAL FISCAL YEAR 2004-2005 DIV # DIVISION OPERATING CAPITAL 9 MANAGEMENT SERVICES AUTOMATED MAILING SYSTEM 11 LIBRARY 16 CARRYFWD 2003-2004 - 18,000 BOOKMOBILE - 50,000 ENGINEERING 1/2 TON EXTENDED CAB - 20,000 21 FIRE TYPE I ENGINE AIR COMPRESSOR THERMAL IMAGING CAMERAS (2) DIESEL EXHAUST SYSTEM EMERGENCY OPERATIONS CENTER EQUIPMENT - 404,500 35,000 22,000 54,550 45,000 22 POLICE REPLACEMENT PATROL SEDANS (6) REPLACEMENT ADMINISTRATIVE SEDANS (2) REPLACEMENT PRISONER TRANSPORT VAN DIGITAL COPIER STORAGE SYSTEM FOR EVIDENCE VAULT - 141,000 28,000 37,500 32,000 10,000 26 PARKS TENNIS COURT RESURFACING TRASH TRAILERS (2) - 44,000 14,000 28 CEMETERY COLUMBARIUM 18,000 18,000 30 RECREATION VIDEO MONITOR AND CAMERA CHILLER SYSTEM - ICE RINK - 6,775 55,000 32 STREET MAINT & REP SNOW PLOWS (2) DUMP TRUCK - 10 WHEEL WATER TENDER TRUCK ONE TON DUAL PICKUP DUST ABATEMENT PUMP CRASH ATTENUATOR CONFLICT MONITOR TESTER SIGN PLOTTER RECLAIM WATER LINE LED TRAFFIC BULBS END DUMP TRAILER 25,000 18,000 32,000 18,800 135,000 25,000 25,000 5,000 17,000 8,865 6,981 18,000 35,175 32,000 38 AIRPORT AIRCRAFT RESCUE FIREFIGHTING VEHICLE 585,607 585,607 41 ENVIRONMENTAL SVCS TUB GRINDER RESIDENTIAL SIDE LOADER GAS MITIGATION LITTER FENCING WIRELESS ATENNA POLE AND EQUIPMENT LANDFILL CLOSURE SETASIDE TRUCK - OPERATIONS MANAGER RESIDENTIAL SIDE LOADER (2) 352,000 522,720 185,400 25,000 15,000 12,000 500,000 20,000 352,000 42 UTILITIES BLUESTAKE TRUCK 4X4 WILDLIFE VIEWING AREA 16,575 16,500 16,575 Annual Financial Plan 79 $ BUDGET 2004-2005 City of Flagstaff Schedule 8: Operating Capital DIV # DIVISION OPERATING CAPITAL 47 LAKE MARY WTR PLAN ELECTROCHEMICAL ANALYZER ULM DAM IMPROVEMENTS BASIN PUMP SYSTEM POWER GENERATOR WATER FLOW METER SCADA REPEATER 49 WTR DISTR SYSTEM 50 CARRYFWD 2003-2004 48,500 - 15,000 20,000 47,774 160,500 8,500 13,000 1 1/2 TON SERVICE TRUCK - 45,800 BOOSTER STATIONS REMOTE TERMINAL UNIT - AMBERWOOD - 8,000 51 BETTRMTS & IMP WATER RADIO READ METERS - 308,960 52 WATER PRODUCTION WATER SYSTEM OPTIMIZATION WATER SYSTEM VULNERABILITY 62,132 - 136,132 100,000 53 WW TREAT PLANT REPAIR GREASE TANK WEMCO PUMP - 26,790 11,200 54 WSWTR COLLECTION CAMEL HYDRO-VAC REPLACEMENT 255,000 255,000 55 WSWTR MONITORING COPIER - 10,000 57 WSWTR TREATMENT WW OPTIMIZATION WILDCAT SEPS PUMP 150,000 29,879 150,000 34,495 66 NON-DEPARTMENTAL DIGITAL SATELLITE COPIER (3) CANOPY AT HERITAGE SQUARE FLEET - MID SIZE SEDAN 21,245 - 30,000 21,245 15,500 1,613,938 5,030,844 TOTAL Annual Financial Plan $ BUDGET 2004-2005 $ 80 City of Flagstaff Schedule 9: Capital Improvement Program CITY OF FLAGSTAFF SUMMARY OF CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2004-2005 DIV # DIVISION 11 LIBRARY AIR CONDITIONER FOR MAIN LIBRARY REMODEL BATHROOMS AT MAIN LIBRARY EAST FLAGSTAFF BRANCH BLDG IMRPV 20 USGS 22 CARRYFWD 2003-2004 PROJECT $ BUDGET 2004-2005 100,000 40,000 18,394 240,000 40,000 18,394 BUILDING 6 - OUTDOOR LIGHTING - 30,000 POLICE LEAF IMPROVEMENTS - 37,243 24 CAPITAL PROJECTS BOND VARIOUS BOND PROJECTS USGS RENOVATION & EXPANSION - 3,297,539 500,000 26 PARKS LAND ACQUISTION - GUADALUPE 200,000 200,000 33 STREET CONSTRUCTION RESERVE FOR IMPROVEMENTS ANNUAL SIDEWALK REPLACEMENT PGM ANNUAL STREET MAINTENANCE PGM IMPROVEMENTS TO ADOT TURNBACKS BUTLER /ENTERPRISE RECONSTRUCTION SUNNYSIDE STREET IMPROVEMENTS SUNNYSIDE PHASE III B ROUTE 66 BUS PULLOUTS ADA SIDEWALK COMPLIANCE 45,000 8,536 235,102 270,823 51,942 50,000 15,000 1,522,720 2,000,000 8,536 235,102 300,000 292,575 143,513 3,315,740 - 6,875,725 1,200,000 - 15,387,200 251,098 375,726 2,312,504 125,000 252,261 2,497,145 1,140,000 4,315,695 2,516,457 180,000 400,000 65,000 253,265 89,819 20,000 200,000 34 DRAINAGE RIO DE FLAG FLOOD CONTROL RIO PARKING REPLACEMENT 35 4TH STREET OVERPASS FOURTH ST RAIL CROSSING 37 AIRPORT CAPITAL PROJ PAVEMENT MAINTENANCE AIRPORT MASTER PLAN CONSTRUCT AIRPORT OPERATIONS BLDG LAND ACQUISITION RUNWAY EXTENSION HANGAR CONSTRUCTION 41 ENVIRONMENTAL SERVICES LANDFILL MAINTENANCE BUILDING RESIDENTIAL DROP OFF MFR ENTRY IMPROVEMENTS 47 LAKE MARY WATER PLANT LAND ACQUISITION INNER BASIN PIPELINE REPLACEMENT 51 BETTRMTS & IMP WATER AMBERWOOD BOOSTER MALL WATERLINE TALKINGTON/LYNN/ELIZABETH SUNNYSIDE PH III SUNNYSIDE PH III B SUNNYSIDE PH IV BLACK BART/SINAGUA WATERLINE FOXGLENN/SKYVIEW WATERLINE ADOT WATERLINE RELOCATES RESERVE FOR IMPROVEMENTS 7,000 400,000 351,198 753,179 768,378 - 7,000 805,878 313,282 351,198 62,383 379,269 1,234,898 1,173,277 352,121 119,405 52 BET & IMP WTR DIST TOWN WELL #5 EAST RESERVOIR DEMOLITION WATER WELLS RAILROAD SPRINGS RESERVOIR WOODY MOUNTAIN ARSENIC REMOVAL 396,568 154,500 397,566 50,000 2,575,000 500,000 154,500 Annual Financial Plan 81 City of Flagstaff Schedule 9: Capital Improvement Program DIV # DIVISION CARRYFWD 2003-2004 PROJECT 57 WSTWTR TREATMENT IMP WC UPGRADE/RECLAIM CONSTRUCTION RIO PLANT CLAR SKIMMER MODS WILDCAT CLAR PIPE HANGARS WILDCAT LOADOUT STATION 58 WSTWTR COLLECTION IMP MALL SEWER RECLAIM HYDRANTS ARROWHEAD/MT VIEW SEWER NAU RECLAIM SYSTEM CHRISTENSEN SCHOOL RECLAIM LINE SCA RECLAIM/SEWER XERISCAPE CITY HALL RIO OUTFALL RESERVE FOR IMPROVEMENTS 66 NON-DEPARTMENTAL 67 1,209,300 50,000 12,149,694 100,000 60,000 50,000 406,084 75,236 258,429 469,201 433,528 236,330 - 808,929 151,899 258,429 707,219 957,629 513,383 100,000 726,425 89,554 REDEVELOPMENT 2,065,053 2,095,053 REAL ESTATE LAND ACQUISITION 660,900 675,900 74 STREETSCAPE SPECIAL PROJECTS OPEN SPACE REHABILITATION RT 66 STREETSCAPE - ENTERPRISE TO ARROWHEAD US 89 STREETSCAPE - RAILHEAD TO SNOWFLAKE REDEVELOPMENT OPPORTUNITY FUND GATEWAY & FREEWAY CORRIDOR IMPROVEMENTS 240,000 550,000 76,212 25,625 30,000 214,141 1,042,293 28,500 76,212 75 FLAGSTAFF URBAN TRAIL FUTS ROW AND OPEN SPACE ACQUISITIONS FUTS - RIO DE FLAG NORTH FUTS - US 180 MULTI-USE PATH FUTS - MCMILLAN MESA SYSTEM FUTS -DOWNTOWN CORRIDOR FUTS - LONETREE CORRIDOR FUTS - BNSF TRAIL, THOMPSON TO RIO FUTS - LAKE MARY ROAD, PONDEROSA TRAIL FUTS - US 180 TO BEAVER 100,000 201,688 700,000 50,000 62,620 200,000 28,000 80,000 221,607 800,000 436,371 50,000 453,701 674,221 300,204 35,900 85 VISITOR SERVICES VISITOR CENTER RENOVATIONS 62,000 70,000 91 RECREATION-BBB TAX THORPE PARK IMPROVEMENTS CHRISTENSEN SCHOOL FIELD IMPROVEMENTS THOMAS SCHOOL FIELD IMPROVEMENTS LAKE MARY LAND ACQUISITION SIXTH AVENUE BMX PARK 1,640,455 332,212 - 1,640,455 419,693 332,212 1,025,000 631,580 92 TRANSPORTATION CIP MISC SAFE TO SCHOOL PROJECTS MISC BIKE/PED PROJECTS SOLIERE AVENUE COUNTRY CLUB DRIVE DIRT STREETS PROGRAM TRANSPORTATION PLANNING & PROGRAMMING EMPIRE ROAD EXTENSION LONE TREE ROAD STUDY HUNTINGTON DRIVE IMPROVEMENTS EAST FLAGSTAFF GATEWAY BEULAH BLVD EXTENSION DOWNTOWN PAVER REPAIRS STREET LIGHT LUMINARIES REPLACEMENT DOWNTOWN RAIL CROSSING MODIFICATIONS RESERVE FOR IMPROVEMENTS 414,178 938,217 8,417,588 500,000 - 961,742 755,340 85,969 25,961 787,931 598,054 1,906,821 142,960 980,149 8,417,588 950,000 75,000 100,000 10,262 25,000 99 STORMWATER CAPITAL PROJ SIXTH AVENUE DETENTION BASIN WALNUT MEADOW DRAINAGE 91,945 - 91,945 150,000 30,794,683 96,750,698 TOTAL Annual Financial Plan 82 $ BUDGET 2004-2005 City of Flagstaff Schedule 10: Bonded Debt Service CITY OF FLAGSTAFF BONDED DEBT SERVICE REQUIREMENTS FISCAL YEAR 2004-2005 ORIGINAL ISSUE GENERAL FUND [70] Existing Debt: G.O. Series '97 2001 Parks & Recreation G.O. Series 2003 WATER AND WASTERWATER FUND [59,60] Existing Debt: G.O. Series '91B State Revolving Loan G.O. Bonds '97 G.O. Series 2001 WIFA 2002 G.O. Series 2003 CAPITAL PROJECTS BOND FUND [24] Proposed Debt 2004 Bond Projects AIRPORT FUND [39] Existing Debt: G.O. Series 2001 STREETS FUND [36] Existing Debt: Jr. Lien Rev Bonds, Series '92 Series 2003 Revenue Bonds 4TH STREET [87] 2003 MFC Revenue Bonds 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 07/01/2004 PRINCIPAL INTEREST FISCAL CHARGES TOTAL REQUIREMENTS 9,500,000 3,100,000 720,000 13,320,000 1,975,000 3,100,000 720,000 5,795,000 1,510,000 1,510,000 93,292 141,001 22,238 256,531 320 195 515 1,603,612 141,001 22,433 1,767,046 924,240 6,000,000 8,000,000 13,820,000 6,775,760 8,230,000 43,750,000 204,064 2,888,081 1,680,000 9,895,000 6,290,440 7,760,000 28,717,585 320,179 1,605,000 255,648 565,000 2,745,827 32,116 98,253 75,600 442,462 223,153 248,800 1,120,384 650 8,664 273 565 1,965 12,117 32,766 427,096 75,873 2,048,027 478,801 815,765 3,878,328 3,797,539 3,797,539 - - - - - 3,450,000 3,450,000 1,450,000 1,450,000 235,000 235,000 64,781 64,781 83 83 299,864 299,864 5,580,000 9,375,000 14,955,000 5,580,000 7,800,000 13,380,000 1,825,000 1,825,000 341,673 230,237 571,910 1,186 1,186 342,859 2,055,237 2,398,096 25,000,000 25,000,000 23,990,000 23,990,000 1,000,000 1,000,000 1,037,100 1,037,100 4,500 4,500 2,041,600 2,041,600 1,525,000 720,000 2,245,000 200,000 485,000 685,000 200,000 70,000 270,000 5,700 22,050 27,750 600 648 1,248 206,300 92,698 298,998 4,700,000 4,700,000 4,180,000 4,180,000 275,000 275,000 186,599 186,599 3,240 3,240 464,839 464,839 $ 111,217,539 78,197,585 7,860,827 3,265,055 22,889 11,148,771 83 City of Flagstaff Schedule 11: Leases and Loans CITY OF FLAGSTAFF CAPITAL LEASES AND LOANS EXCLUDING BONDED DEBT SERVICE FISCAL YEAR 2004-2005 DEPT ITEM DESCRIPTION 2004-2005 2005-2006 2006-2007 2007-2008 2008-2017 TOTAL EXISTING: 39 Airport Hangar Loan-ADOT ($600,000) $ Total Existing Capital Leases/Loans 54,949 54,949 54,949 54,949 467,068 686,864 54,949 54,949 54,949 54,949 467,068 686,864 244,125 240,750 241,000 241,000 3,860,250 4,827,125 299,074 295,699 295,949 295,949 4,327,318 5,513,989 PROPOSED: 39 Hangar Construction ($2,985,000) Total Capital Leases/Loans Budgeted Annual Financial Plan $ 84 City of Flagstaff Schedule 12: Summary of Fiscal 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 Capital Projects Bond Fund 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: Capital Projects Bond Fund Permenant Funds Perpetual Care Enterprise Funds: Utilities Operating Bonds Airport Operating Airpark Proceeds Environmental Services Stormwater Utility Fiduciary Funds Firemen's Pension Total Ending Fund Balance Annual Financial Plan Actual 2002-2003 Budget 2003-2004 Estimate 2003-2004 Budget 2004-2005 $ 70,646,503 103,524,011 174,170,514 93,216,756 108,502,196 201,718,952 73,336,943 120,309,647 193,646,590 87,324,572 155,725,963 243,050,535 4,916,150 5,712,392 11,964,730 7,330,505 10,746,919 27,530,668 15,737,225 4,385,917 215,973 88,540,479 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 5,378,457 6,212,720 18,203,408 7,024,933 11,493,924 24,538,123 16,610,757 5,659,689 250,000 95,372,011 5,981,953 7,038,140 40,473,346 7,881,104 12,455,839 54,104,007 36,201,075 7,514,212 8,045,000 179,694,676 1,891,983 2,400,360 352,325 301,272 3,616,273 8,562,213 2,018,456 1,750,000 2,034,836 297,672 302,468 465,439 4,011,928 10,880,799 2,010,848 1,810,400 2,041,796 297,515 302,918 465,439 3,857,730 10,786,646 1,767,046 2,041,600 2,397,546 598,938 298,998 464,839 3,878,328 11,447,295 3,730,879 3,730,879 100,833,571 2,251,381 2,251,381 156,313,213 163,361 163,361 106,322,018 3,797,539 581,586 4,379,125 195,521,096 2,690,440 (47,811,017) 13,987,629 (39,795,133) 19,972,589 5,637,376 20,074,118 5,551,318 547,292 6,243,289 6,646,693 1,734,491 193,260 613,548 181,463 2,974,422 1,020,997 629,007 - 166,853 1,314,625 12,957,612 75,956 103,327 234,578 114,234 1,578,534 664,250 6,872 - 571,968 4,813,394 23,006,476 2,122,547 208,562 400,598 183,049 3,160,987 905,994 1,388,527 - 125,809 1,647,296 3,805,354 56,418 172,878 162,632 107,270 131,014 256,444 41,004 - 11,523 440,405 494,892 12,381 942,459 383,874 11,823 1,023,685 434,396 12,123 1,708,062 370,426 - - - - 12,607 - 25,420 38,489 25,942,730 - 18,089,501 - 23,449,764 - 14,465,443 15,075,306 5,079 389,984 5,060,943 - 15,508 400,085 2,486,308 1,906 4,629 396,984 4,800,250 122,316 3,860 288,984 3,276,061 17,363 221,729 219,500 219,085 215,885 $ 73,336,943 45,405,739 87,324,572 47,529,439 85 City of Flagstaff Actual 2002-2003 Budget 2003-2004 Estimate 2003-2004 Budget 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 Sources of Funds Beginning Fund Balance 86 City of Flagstaff $ 16,749,852 18,204,628 19,972,589 20,074,118 5,551,318 4,712,099 4,055,093 2,803,565 1,526,123 11,413,503 3,303,228 1,783,098 11,986,160 3,261,616 1,879,725 12,398,897 3,261,616 1,990,000 12,821,504 3,470,630 2,000,000 13,144,549 3,592,102 2,050,000 13,475,745 3,717,826 2,101,250 13,815,299 3,847,950 2,153,781 14,163,422 3,982,628 2,207,626 14,520,330 4,122,020 2,262,817 5,557,918 4,136,724 2,378,467 577,579 364,514 4,773,961 4,184,644 1,901,911 681,707 579,530 4,773,961 4,400,000 1,901,911 794,483 309,901 4,868,513 4,567,421 2,014,949 625,870 296,453 4,917,198 4,704,444 2,055,248 480,571 276,090 4,716,370 4,798,533 2,096,353 492,970 258,780 4,763,534 4,894,504 2,138,280 505,690 266,540 4,811,169 4,992,394 2,181,046 518,739 274,550 4,859,281 5,092,242 2,224,667 532,126 282,790 31,055 1,975,518 372,156 35,490 1,593,936 141,640 35,490 1,993,936 222,100 37,265 1,717,693 231,250 39,128 1,786,401 241,225 41,084 1,857,857 251,699 43,138 1,932,171 262,696 45,295 2,009,458 274,243 47,560 2,089,836 286,368 275,694 590,534 743,738 114,130 152,250 553,875 901,536 116,850 201,885 523,805 854,033 116,850 211,980 554,330 898,337 122,693 222,579 577,097 912,808 128,828 233,708 600,904 927,680 135,269 245,393 625,796 942,966 142,033 257,663 651,830 958,678 149,135 270,546 679,052 974,828 156,592 846,682 334,337 951,450 119,908 839,000 134,437 852,030 119,703 865,423 122,176 879,193 124,708 893,357 127,301 907,931 129,957 922,932 132,678 421,779 2,155,587 37,376,241 418,746 992,766 35,227,701 418,746 1,176,799 36,347,850 499,315 1,189,560 37,099,496 138,783 1,196,014 37,450,664 142,253 1,222,839 38,075,021 145,809 1,250,515 38,996,754 149,454 1,231,471 39,896,689 153,190 1,260,940 40,870,795 130,069 147,667 6,238 664,057 2,403,310 429,678 3,781,019 250,000 167,201 6,238 787,712 2,018,336 429,678 3,659,165 167,201 6,238 631,332 150,000 2,017,796 429,678 3,402,245 250,000 70,000 167,201 6,238 738,229 2,398,096 4,678 3,634,442 71,750 167,201 6,238 852,303 2,417,472 4,678 3,519,642 73,544 167,201 6,238 905,822 2,410,772 4,678 3,568,255 75,382 167,201 6,238 947,441 1,812,572 4,678 3,013,512 77,267 167,201 6,238 1,000,159 1,805,197 4,678 3,060,740 79,199 167,201 6,238 1,029,072 1,800,771 4,678 3,087,159 Total Revenues & Transfers In 41,157,260 38,886,866 39,750,095 40,733,938 40,970,306 41,643,276 42,010,266 42,957,429 43,957,954 Total Sources of Funds 57,907,112 57,091,494 59,722,684 60,808,056 46,521,624 46,355,375 46,065,359 45,760,994 45,484,076 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 Transfers In Library HURF Beautification Tourism Recreation-BBB Real Estate Proceeds Utilities fund Solid Waste Total Transfers In Schedule 13: Five-Year Plans Annual Financial Plan CITY OF FLAGSTAFF GENERAL FUND FIVE YEAR PLAN 2005-2010 Actual 2002-2003 Budget 2003-2004 Estimate 2003-2004 Budget 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 87 City of Flagstaff Uses of Funds Departments General Administration Management Services Community Development Fire Police Public Works Non-Departmental Contingency Less Indirect Charges Total Department Expenditures 3,481,822 2,770,801 3,679,047 6,661,723 10,537,441 4,882,769 2,373,896 166,737 (4,658,210) 29,896,026 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 3,846,453 3,073,998 3,429,432 6,942,093 11,227,985 4,879,054 2,571,481 250,000 (4,704,763) 31,515,733 4,398,114 3,345,425 3,934,325 7,320,054 12,170,096 5,615,795 3,186,338 650,000 (4,734,948) 35,885,199 4,600,068 3,435,840 3,921,321 7,537,828 12,328,633 5,425,643 2,716,483 250,000 (4,900,671) 35,315,145 4,596,653 3,528,701 3,978,442 7,762,097 12,662,680 5,579,044 2,814,896 250,000 (5,072,194) 36,100,319 4,847,127 3,624,076 4,087,117 7,993,049 13,005,789 5,731,778 2,885,858 250,000 (5,224,360) 37,200,434 4,847,194 3,722,032 4,198,761 8,230,881 13,358,206 5,894,614 2,958,610 250,000 (5,381,091) 38,079,207 5,107,593 3,822,641 4,313,457 8,475,788 13,720,183 6,057,647 3,008,196 250,000 (5,542,523) 39,212,982 Debt Service Bonds Total Debt Service Total Operating Budget 462,327 462,327 30,358,353 462,199 462,199 34,530,088 462,199 462,199 31,977,932 464,839 464,839 36,350,038 460,599 460,599 35,775,744 459,199 459,199 36,559,518 462,399 462,399 37,662,833 459,534 459,534 38,538,741 460,614 460,614 39,673,596 - - - - Capital/CIP Fleet MIS Cip Capital Total Capital/CIP 870,478 348,238 2,246,208 437,930 3,902,854 307,288 631,758 6,847,857 747,135 8,534,038 293,662 491,758 2,358,243 679,519 3,823,182 660,500 1,023,176 267,243 391,570 2,342,489 354,911 760,574 135,000 280,000 1,530,485 334,446 798,602 135,000 280,000 1,548,048 384,329 838,533 135,000 280,000 1,637,862 421,917 880,459 135,000 280,000 1,717,376 331,466 924,482 135,000 280,000 1,670,948 Transfers Out Library MPO Hurf Economic Development Arts and Science Real Estate Proceeds Community Redevelopment Airport Stormwater Total Transfers Out Excess revenues over expenditures 1,127,079 2,400,360 50,000 95,000 150,000 375,400 707,000 4,904,839 1,991,214 1,155,256 3,518,336 65,000 35,000 375,400 509,000 60,000 5,717,992 (9,895,252) 1,155,256 2,017,796 65,000 35,000 375,400 487,000 60,000 4,195,452 (246,471) 1,174,937 15,000 3,898,096 65,000 35,000 375,400 530,000 8,375,725 14,469,158 (12,427,747) 1,204,310 2,420,558 65,000 35,000 375,400 331,000 443,000 4,874,268 (1,039,219) 1,234,418 2,410,723 65,000 10,000 375,400 396,000 80,000 4,571,541 (857,005) 1,265,279 1,811,423 65,000 10,000 375,400 471,000 3,998,102 (1,251,528) 1,296,911 1,804,723 65,000 10,000 375,400 482,000 4,034,034 (1,277,443) 1,329,333 1,804,723 65,000 10,000 375,400 475,000 4,059,456 (1,385,662) Revised service Levels Police officers - 3 to meet Cops in Schools Additional operating costs Decrease in pers costs $500K/$500K Total Revised Service Levels 187,028 (358,000) (170,972) 191,704 (370,530) (178,826) 150,000 196,496 (383,499) (37,002) 154,125 201,409 (410,813) (55,280) 158,363 206,444 (425,192) (60,384) Schedule 13: Five-Year Plans Annual Financial Plan CITY OF FLAGSTAFF GENERAL FUND FIVE YEAR PLAN 2005-2010 Actual 2002-2003 One Time Projects Land Acquisition/Facility Needs LERDS and Construction Restatement of FY2002 Fund Balance Total One Time Projects Total Uses of Funds Ending Fund Balance (900,000) (331,523) (1,231,523) Budget 2003-2004 3,572,000 (900,000) 2,672,000 Estimate 2003-2004 505,000 (853,000) (348,000) Budget 2004-2005 2,095,053 2,095,053 2005-2006 (200,000) (200,000) 2006-2007 (200,000) (200,000) 2007-2008 2008-2009 2009-2010 - - - 37,934,523 51,454,118 39,648,566 55,256,738 41,809,525 42,300,281 43,261,794 44,234,872 45,343,616 $ 19,972,589 5,637,376 20,074,118 5,551,318 4,712,099 4,055,093 2,803,565 1,526,123 140,460 Schedule 13: Five-Year Plans Annual Financial Plan CITY OF FLAGSTAFF GENERAL FUND FIVE YEAR PLAN 2005-2010 88 City of Flagstaff Actual 2002-2003 Budget 2003-2004 Estimate 2003-2004 Budget 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 Sources of Funds Beginning Fund Balance $ 1,010,324 564,830 547,292 571,968 125,809 127,466 190,356 262,292 343,262 Revenues State Grants Library District Taxes Interest Earnings Miscellaneous Total Revenues 54,328 1,607,306 18,084 17,747 1,697,465 2,460,151 21,000 29,000 2,510,151 26,537 2,277,590 21,000 29,000 2,354,127 82,300 2,629,762 21,000 29,000 2,762,062 100,000 1,957,815 21,000 29,000 2,107,815 100,000 2,065,388 21,000 29,000 2,215,388 100,000 2,123,150 21,000 29,000 2,273,150 100,000 2,181,106 21,000 29,000 2,331,106 100,000 2,239,261 21,000 29,000 2,389,261 Transfers In General Fund Total Transfers In 1,127,079 1,127,079 1,155,256 1,155,256 1,155,256 1,155,256 1,174,937 1,174,937 1,204,310 1,204,310 1,234,418 1,234,418 1,265,279 1,265,279 1,296,911 1,296,911 1,329,333 1,329,333 3,834,868 4,230,237 4,056,675 4,508,967 3,437,935 3,577,272 3,728,785 3,890,309 4,061,857 2,265,886 54,432 345,985 2,666,303 2,308,671 345,985 2,654,656 2,300,208 26,537 345,985 2,672,730 2,515,859 37,300 358,443 2,911,602 2,515,150 100,000 367,404 2,982,554 2,574,839 100,000 376,589 3,051,428 2,637,238 100,000 386,004 3,123,242 2,700,187 100,000 395,654 3,195,841 2,765,959 100,000 405,545 3,271,504 179,989 179,989 900,334 900,334 810,827 810,827 773,162 773,162 302,915 302,915 310,488 310,488 318,250 318,250 326,206 326,206 334,361 334,361 2,846,292 3,554,990 3,483,557 3,684,764 3,285,469 3,361,916 3,441,492 3,522,047 3,605,865 Total Sources of Funds 89 Uses of Funds Departments Library Library Grants Indirect Costs Subtotal Departments County Wide Projects & Growth Subtotal County Wide Proj & Growth Total Operating Expenditures Contingency - Library Capital County Capital Total Capital 441,284 441,284 City of Flagstaff Transfer Out General Fund - Total Uses of Funds Ending Fund Balance $ 100,000 - 100,000 - - - - - 158,394 158,394 1,150 1,150 348,394 348,394 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 250,000 - 250,000 - - - - - 3,287,576 4,063,384 3,484,707 4,383,158 3,310,469 3,386,916 3,466,492 3,547,047 3,630,865 547,292 166,853 571,968 125,809 127,466 190,356 262,292 343,262 430,992 Schedule 13: Five-Year Plans Annual Financial Plan CITY OF FLAGSTAFF LIBRARY FUND FIVE YEAR PLAN 2005-2010 Actual 2002-2003 Budget 2003-2004 Estimate 2003-2004 Budget 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 Sources of Funds Beginning Fund Balance $ 90 7,909,075 5,345,185 6,243,289 4,813,394 1,647,296 1,674,649 1,963,153 1,505,696 1,169,544 Revenues Intergovernmental Revenues Highway User Revenues LTAF Interest Revenues Miscellaneous Revenues Total Revenues 850,000 7,408,116 315,026 211,535 61,863 8,846,540 1,580,000 7,800,000 300,246 20,000 1,761,261 11,461,507 35,655 6,800,000 300,246 60,000 41,261 7,237,162 2,938,096 6,995,000 300,246 33,000 1,761,261 12,027,603 402,500 7,169,875 300,246 41,000 1,041,261 8,954,882 7,349,122 300,246 42,000 1,141,261 8,832,628 7,532,850 300,246 49,000 41,261 7,923,356 7,721,171 300,246 49,000 41,261 8,111,678 7,914,200 300,246 38,000 41,261 8,293,707 Transfers In General Fund Stormwater Transportation Tax Total Transfers in 2,400,360 1,711,813 4,112,173 3,518,336 47,000 7,617,692 11,183,028 2,017,796 47,000 2,644,045 4,708,841 3,898,096 47,000 8,756,689 12,701,785 2,420,558 47,000 2,077,800 4,545,358 2,410,723 47,000 1,693,000 4,150,723 1,811,423 47,000 3,493,000 5,351,423 1,804,723 47,000 4,290,000 6,141,723 1,804,723 47,000 5,225,000 7,076,723 20,867,788 27,989,720 18,189,292 29,542,782 15,147,536 14,658,000 15,237,932 15,759,097 16,539,974 2,454,002 1,524,612 7,215,456 11,194,070 2,691,137 1,524,612 18,949,510 500,000 23,665,259 2,477,551 1,524,612 6,427,939 10,430,102 3,032,739 1,502,607 20,717,044 100,000 25,352,390 3,113,107 1,540,172 5,724,800 10,378,079 3,195,604 1,578,676 5,236,300 10,010,580 3,280,288 1,618,143 6,947,000 11,845,431 3,367,216 1,658,597 7,681,750 12,707,563 3,456,447 1,700,062 8,568,919 13,725,428 Debt Service Debt Service Total Debt Service 2,400,360 2,400,360 2,034,836 2,034,836 2,017,796 2,017,796 2,398,096 2,398,096 2,823,058 2,823,058 2,410,723 2,410,723 1,811,423 1,811,423 1,804,723 1,804,723 1,804,723 1,804,723 Transfers Out Storm Water General Fund Total Transfers Out 1,030,069 1,030,069 75,000 900,000 975,000 75,000 853,000 928,000 75,000 70,000 145,000 271,750 271,750 273,544 273,544 75,382 75,382 77,267 77,267 79,199 79,199 14,624,499 26,675,095 13,375,898 27,895,486 13,472,887 12,694,847 13,732,236 14,589,552 15,609,349 6,243,289 1,314,625 4,813,394 1,647,296 1,674,649 1,963,153 1,505,696 1,169,544 930,625 Total Sources of Funds Uses of Funds Departments Operating Expenditures Indirect Cost Capital Expenditures Reserves/Contingencies Total Expenditures City of Flagstaff Total Uses of Funds Ending Fund Balance $ Schedule 13: Five-Year Plans Annual Financial Plan CITY OF FLAGSTAFF HIGHWAY USER FUND FIVE YEAR PLAN 2005-2010 Actual 2002-2003 Budget 2003-2004 Estimate 2003-2004 Budget 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 Sources of Funds Beginning Fund Balance $ Revenues Sales Tax Bond Proceeds Interest Revenues Miscellaneous Revenues Total Revenues Transfers In: Beautification Total Transfers In 6,878,044 30,562,715 6,646,693 23,006,476 3,555,354 1,685,580 2,846,782 2,444,309 1,373,001 6,499,636 81,773 (30,486) 6,550,923 7,050,874 1,364,000 8,414,874 7,050,875 25,723,219 159,000 32,933,094 7,227,146 575,000 2,200,000 10,002,146 7,407,826 88,000 1,300,000 8,795,826 7,593,022 42,000 7,635,022 7,782,847 71,000 7,853,847 7,977,418 61,000 8,038,418 8,176,854 45,000 8,221,855 - Total Sources of Funds - - 250,000 250,000 - - - - - 13,428,967 38,977,589 39,579,787 33,258,622 12,351,180 9,320,602 10,700,629 10,482,727 9,594,856 91 Uses of Funds Departments Operating Transit Capital Expenditures 4th Street Overpass Total Expenditures 1,522,402 2,016,199 2,016,199 2,267,779 2,317,776 2,266,220 2,266,220 2,322,876 2,380,948 3,432,247 4,954,649 10,699,075 12,715,274 9,902,667 11,918,866 15,387,200 17,654,979 3,732,924 6,050,700 2,266,220 2,266,220 2,322,876 2,380,948 Transfers Out Highway User Revenue Fund Stormwater Beautification Fund Total Transfers out 1,711,813 115,812 1,827,625 7,617,692 100,000 550,000 8,267,692 2,644,045 100,000 100,000 2,844,045 8,756,689 1,000,000 9,756,689 2,077,800 550,000 2,627,800 1,693,000 550,000 2,243,000 3,493,000 550,000 4,043,000 4,290,000 550,000 4,840,000 4,290,000 550,000 4,840,000 1,750,000 1,810,400 2,041,600 1,987,100 1,964,600 1,947,100 1,946,850 2,260,200 6,782,274 22,732,966 16,573,311 29,453,268 10,665,600 6,473,820 8,256,320 9,109,726 9,481,148 6,646,693 16,244,623 23,006,476 3,805,354 1,685,580 2,846,781 2,444,308 1,373,000 113,707 Debt Service - Total Uses of Funds City of Flagstaff Ending Fund Balance $ Schedule 13: Five-Year Plans Annual Financial Plan CITY OF FLAGSTAFF TRANSPORTATION FUND FIVE YEAR PLAN 2005-2010 Actual 2002-2003 Budget 2003-2004 Estimate 2003-2004 Budget 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 Sources of Funds Begining Fund Balance $ 1,320,857 1,483,815 1,734,491 2,122,547 56,418 81,193 84,862 243,103 141,405 1,100,000 771,458 20,000 113,000 2,004,458 85,000 779,904 36,000 86,162 987,066 1,186,700 799,401 36,900 3,000 2,026,001 1,680,000 819,386 37,823 3,000 2,540,209 1,080,000 839,871 38,768 3,000 1,961,639 80,000 860,868 39,737 3,000 983,605 80,000 882,389 40,731 3,000 1,006,120 904,449 41,749 3,000 949,198 Revenues Intergovernmental Revenue BBB Tax Revenue Interest Earnings Miscellaneous Total Revenues 92,832 765,395 31,302 (11,722) 877,807 Transfers In Transportation Tax-STS Recreation-BBB Fund Total Transfers In 115,812 110,000 225,812 550,000 110,000 660,000 100,000 110,000 210,000 1,000,000 110,000 1,110,000 550,000 110,000 660,000 550,000 110,000 660,000 550,000 110,000 660,000 550,000 110,000 660,000 550,000 110,000 660,000 2,424,476 4,148,273 2,931,557 5,258,548 3,256,627 2,702,832 1,728,467 1,909,223 1,750,602 Departments General Operating CIP Reserves/Contingencies Total Expenditures 79,524 462,392 402 542,318 87,911 3,807,205 10,000 3,905,116 87,849 553,960 641,809 106,154 4,468,775 10,000 4,584,929 133,433 2,774,800 2,908,233 145,769 2,205,000 2,350,769 158,163 1,060,000 1,218,163 170,617 1,430,000 1,600,617 183,132 780,000 963,132 Transfers Out General Fund Transportation Stormwater Total Transfers Out 147,667 147,667 167,201 167,201 167,201 167,201 167,201 250,000 200,000 617,201 167,201 100,000 267,201 167,201 100,000 267,201 167,201 100,000 267,201 167,201 167,201 167,201 167,201 Total Uses of Funds 689,985 4,072,317 809,010 5,202,130 3,175,434 2,617,970 1,485,364 1,767,818 1,130,333 1,734,491 75,956 2,122,547 56,418 81,193 84,862 243,103 141,405 620,269 Total Sources of Funds 92 Uses of Funds Ending Fund Balance $ Schedule 13: Five-Year Plans Annual Financial Plan CITY OF FLAGSTAFF BEAUTIFICATION FUND FIVE YEAR PLAN 2005-2010 City of Flagstaff Actual 2002-2003 Budget 2003-2004 Estimate 2003-2004 Budget 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 Sources of Funds Beginning Fund Balance $ 188,344 141,946 193,260 208,562 172,878 163,601 155,684 148,423 142,095 363,563 2,061 365,624 366,442 1,339 367,781 370,454 4,248 374,702 379,716 4,000 383,716 389,208 3,915 393,123 398,939 3,544 402,483 408,912 3,227 412,139 419,135 2,937 422,072 429,613 2,684 432,297 50,000 50,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 603,968 574,727 632,962 657,278 631,001 631,084 632,823 635,495 639,392 Departments GFEC Telecom Partnership Training Funds Junior Achievement NACOG Reserve/Contingencies Total Operating Expenses 307,091 96,217 3,000 4,400 410,708 317,000 100,000 22,000 3,000 4,400 25,000 471,400 317,000 100,000 3,000 4,400 424,400 330,000 100,000 22,000 3,000 4,400 25,000 484,400 338,000 100,000 22,000 3,000 4,400 467,400 346,000 100,000 22,000 3,000 4,400 475,400 355,000 100,000 22,000 3,000 4,400 484,400 364,000 100,000 22,000 3,000 4,400 493,400 373,000 100,000 22,000 3,000 4,400 502,400 Total Uses of Funds 410,708 471,400 424,400 484,400 467,400 475,400 484,400 493,400 502,400 193,260 103,327 208,562 172,878 163,601 155,684 148,423 142,095 136,992 B.B. & B. TAX Interest Income/Misc Rev. Total Revenues Transfer In General Fund Total Transfer In Total Sources of Funds Uses of Funds 93 Ending Fund Balance $ Schedule 13: Five-Year Plans Annual Financial Plan CITY OF FLAGSTAFF ECONOMIC DEVELOPMENT FUND FIVE YEAR PLAN 2005-2010 City of Flagstaff Actual 2002-2003 Budget 2003-2004 Estimate 2003-2004 Budget 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 Sources of Funds Begining Fund Balance $ 799,159 744,671 613,548 400,598 162,632 154,962 149,042 144,956 142,791 Revenues Intergovernmental Revenues BBB Tax Revenues Interest on Investments Miscellaneous Revenues Visitor Center Retail Sales Total Revenues 1,148,092 19,696 51,477 5,179 1,224,444 15,000 1,157,186 38,577 67,065 1,277,828 1,169,855 17,704 74,973 12,000 1,274,532 1,199,102 20,000 39,898 20,000 1,279,000 1,229,079 20,500 40,895 21,000 1,311,474 1,259,806 21,013 41,918 22,050 1,344,787 1,291,301 21,538 42,966 23,153 1,378,958 1,323,584 22,076 44,040 24,310 1,414,010 1,356,674 22,628 45,141 25,526 1,449,969 Total Sources of Funds 2,023,603 2,022,499 1,888,080 1,679,598 1,474,106 1,499,748 1,528,000 1,558,966 1,592,760 1,402,390 1,427 1,403,817 1,520,403 211,280 50,000 1,781,683 1,319,463 161,781 1,481,244 1,390,728 70,000 50,000 1,510,728 1,312,906 1,312,906 1,344,468 1,344,468 1,376,806 1,376,806 1,409,937 1,409,937 1,443,884 1,443,884 6,238 6,238 6,238 6,238 6,238 6,238 6,238 6,238 6,238 6,238 6,238 6,238 6,238 6,238 6,238 6,238 6,238 6,238 1,410,055 1,787,921 1,487,482 1,516,966 1,319,144 1,350,706 1,383,044 1,416,175 1,450,122 613,548 234,578 400,598 162,632 154,962 149,042 144,956 142,791 142,638 Uses of Funds 94 Departments Operating Expenditures Capital Expenditures Reserve/Contingencies Total Expenditures Transfers Out General Fund Total Transfers Out Total Uses of Funds Ending Fund Balance $ Schedule 13: Five-Year Plans Annual Financial Plan CITY OF FLAGSTAFF TOURISM FUND FIVE YEAR PLAN 2005-2010 City of Flagstaff Actual 2002-2003 Budget 2003-2004 Estimate 2003-2004 Budget 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 Sources of Funds Beginning Fund Balance $ 162,235 165,026 181,463 183,049 107,270 119,904 115,851 114,469 116,088 287,023 2,775 ( 1,418) 288,380 289,297 8,251 297,548 292,464 6,590 299,054 299,775 9,152 308,927 307,270 5,364 312,634 314,952 5,995 320,947 322,825 5,793 328,618 330,896 5,723 336,619 339,168 5,804 344,972 95,000 95,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 545,615 497,574 515,517 526,976 454,904 450,851 454,469 461,088 471,061 Departments General Operating Public Art FCP Administration Contribution to Other Agencies Reserve Total Expenditures 229 8,923 45,000 310,000 364,152 53,340 45,000 275,000 10,000 383,340 89 12,379 45,000 275,000 332,468 84,706 45,000 280,000 10,000 419,706 10,000 45,000 280,000 335,000 10,000 45,000 280,000 335,000 10,000 45,000 285,000 340,000 10,000 45,000 290,000 345,000 10,000 45,000 290,000 345,000 Total Uses of Funds 364,152 383,340 332,468 419,706 335,000 335,000 340,000 345,000 345,000 181,463 114,234 183,049 107,270 119,904 115,851 114,469 116,088 126,061 Revenues BBB Tax Revenues Interest Income Miscellanous Total Revenues Transfers In General Fund Total Transfers In Total Sources of Funds Uses of Funds 95 Ending Fund Balance $ Schedule 13: Five-Year Plans Annual Financial Plan CITY OF FLAGSTAFF ARTS AND SCIENCE FUND FIVE YEAR PLAN 2005-2010 City of Flagstaff Actual 2002-2003 Budget 2003-2004 Estimate 2003-2004 Budget 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 Sources of Funds Beginning Fund Balance $ 5,833,323 3,081,616 2,974,422 3,160,987 131,014 139,625 159,066 19,147 127,868 632,246 1,262,902 83,354 ( 128,712) 1,849,790 550,000 1,300,911 62,000 1,912,911 1,283,105 68,000 1,351,105 869,000 1,315,182 63,200 2,247,382 1,348,062 2,600 1,350,662 1,381,764 2,800 1,384,564 1,416,308 3,200 1,419,508 1,451,716 400 1,452,116 1,488,009 2,600 1,490,609 315,792 315,792 255,266 255,266 255,266 255,266 262,924 262,924 270,811 270,811 278,936 278,936 287,303 287,303 295,922 295,922 304,800 304,800 7,998,905 5,249,793 4,580,793 5,671,293 1,752,487 1,803,125 1,865,877 1,767,185 1,923,277 Departments Operating Expenditures Capital Expenditures Total Expenditures 3,730,879 3,730,879 33,000 2,218,381 2,251,381 163,361 163,361 33,000 4,048,940 4,081,940 Transfers Out General Fund Debt Service Beautification Total Transfers Out 664,057 519,547 110,000 1,293,604 787,712 522,166 110,000 1,419,878 631,332 515,113 110,000 1,256,445 738,229 610,110 110,000 1,458,339 852,303 650,559 110,000 1,612,862 905,822 628,237 110,000 1,644,059 947,441 789,289 110,000 1,846,730 1,000,159 529,158 110,000 1,639,317 1,029,072 530,933 110,000 1,670,005 Total Uses of Funds 5,024,483 3,671,259 1,419,806 5,540,279 1,612,862 1,644,059 1,846,730 1,639,317 1,670,005 2,974,422 1,578,534 3,160,987 131,014 139,625 159,066 19,147 127,868 253,272 Revenues Intergovernmental Revenue BBB Tax Revenue Interest on Investments Miscellaneous Revenues Total Revenues Transfers In Secondary Prop Tax Fund Total Transfers In Total Sources of Funds 96 Uses of Funds Ending Fund Balance $ - - - - - Schedule 13: Five-Year Plans Annual Financial Plan CITY OF FLAGSTAFF BBB-RECREATION FUND FIVE YEAR PLAN 2005-2010 City of Flagstaff Actual 2002-2003 Budget 2003-2004 Estimate 2003-2004 Budget 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 Sources of Funds Beginning Fund Balance $ 1,099,087 Revnues Real Estate Revenues Interest on Investments Miscellaneous Total Revenues 38,337 ( 16,537) 21,800 Transfers In General Fund Total Transfers In 150,000 150,000 Total Sources of Funds 1,021,900 1,020,997 905,994 256,444 120,794 280,144 144,494 6,844 297,000 30,350 327,350 13,418 30,350 879 44,647 26,350 26,350 14,350 14,350 297,000 12,350 309,350 14,350 14,350 12,350 12,350 10,350 10,350 - - - - - - - - 1,270,887 1,349,250 1,065,644 932,344 270,794 430,144 294,494 156,844 17,194 249,890 249,890 685,000 685,000 9,650 9,650 675,900 675,900 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 - Uses of Funds 97 Departments Operating Expenditrues Capital Expenditures Total Expenditures Transfers Out General Fund Total Transfers Out - Total Uses of Funds Ending Fund Balance $ - 150,000 150,000 - - - - - 249,890 685,000 159,650 675,900 150,000 150,000 150,000 150,000 1,020,997 664,250 905,994 256,444 120,794 280,144 144,494 6,844 17,194 Schedule 13: Five-Year Plans Annual Financial Plan CITY OF FLAGSTAFF REAL ESTATE PROCEEDS FUND FIVE YEAR PLAN 2005-2010 City of Flagstaff Actual 2002-2003 Budget 2003-2004 Estimate 2003-2004 Budget 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 Sources of Funds Beginning Fund Balance $ 461,601 545,036 629,007 1,388,527 41,004 41,004 41,004 41,004 41,004 Revenues Intergovernmental Revenues Interest on Investments Sale of Real Property Miscellaneous Revenues Total Revenues 645,214 2,979 153,778 801,971 1,463,261 1,500 1,946 1,466,707 400,785 6,000 568,323 167,583 1,142,691 2,192,837 402,054 2,594,891 742,000 742,000 1,042,000 1,042,000 742,000 742,000 1,042,000 1,042,000 742,000 742,000 Transfers In General Fund Total Transfers In 375,400 375,400 375,400 375,400 375,400 375,400 375,400 375,400 375,400 375,400 375,400 375,400 375,400 375,400 375,400 375,400 375,400 375,400 1,638,972 2,387,143 2,147,098 4,358,818 1,158,404 1,458,404 1,158,404 1,458,404 1,158,404 Departments Operating Expenditures Total Expenditures 1,009,965 1,009,965 2,380,271 2,380,271 758,571 758,571 4,317,814 4,317,814 1,117,400 1,117,400 1,417,400 1,417,400 1,117,400 1,117,400 1,417,400 1,417,400 1,117,400 1,117,400 Total Uses of Funds 1,009,965 2,380,271 758,571 4,317,814 1,117,400 1,417,400 1,117,400 1,417,400 1,117,400 629,007 6,872 1,388,527 41,004 41,004 41,004 41,004 41,004 41,004 Total Sources of Funds 98 Uses of Funds Ending Fund Balance $ Schedule 13: Five-Year Plans Annual Financial Plan CITY OF FLAGSTAFF COMMUNITY REDEVELOPMENT FUND FIVE YEAR PLAN 2005-2010 City of Flagstaff Actual 2002-2003 Budget 2003-2004 - - Estimate 2003-2004 Budget 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 - - - - - - Sources of Funds Beginning Fund Balance $ Revenues Intergovernmental Revenue Miscellaneous Revenues Total Revenues 315,892 315,892 Transfers In General Fund Total Transfers In - Total Sources of Funds 298,126 298,126 - - 325,396 71,250 396,646 - 711,700 711,700 15,000 15,000 325,803 325,803 - 325,803 325,803 - 325,803 325,803 - 325,803 325,803 - 325,803 325,803 - 315,892 298,126 396,646 726,700 325,803 325,803 325,803 325,803 325,803 315,892 315,892 298,126 298,126 390,653 5,993 396,646 511,186 15,514 526,700 215,050 10,753 225,803 215,050 10,753 225,803 215,050 10,753 225,803 215,050 10,753 225,803 215,050 10,753 225,803 200,000 100,000 100,000 100,000 100,000 100,000 726,700 325,803 325,803 325,803 325,803 325,803 Uses of Funds 99 Departments Operating Expenditures Indirect Grant Cost Total Expenditures Contingency - Total Uses of Funds Ending Fund Balance 315,892 $ - 298,126 - 396,646 - - - - - - - Schedule 13: Five-Year Plans Annual Financial Plan CITY OF FLAGSTAFF METRO PLANNING ORGANIZATION FUND FIVE YEAR PLAN 2005-2010 City of Flagstaff Actual 2002-2003 Budget 2003-2004 Estimate 2003-2004 Budget 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 Sources of Funds Beginning Fund Balance $ 11,781 12,081 11,523 11,823 12,123 12,423 12,723 13,023 13,323 63 63 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 Transfers In BBB- Recreation Secondary Property Tax Fund Total Transfers In 519,547 1,372,115 1,891,662 522,166 1,496,290 2,018,456 515,113 1,495,735 2,010,848 610,110 1,156,936 1,767,046 650,559 1,871,959 2,522,518 628,237 2,091,409 2,719,646 789,289 2,757,406 3,546,695 529,158 2,906,050 3,435,208 530,933 3,327,596 3,858,529 Total Sources of Funds 1,903,506 2,030,837 2,022,671 1,779,169 2,534,941 2,732,369 3,559,718 3,448,531 3,872,152 Debt Service Debt Service Total Debt Service 1,891,983 1,891,983 2,018,456 2,018,456 2,010,848 2,010,848 1,767,046 1,767,046 2,522,518 2,522,518 628,237 2,719,646 789,289 3,546,695 529,158 3,435,208 530,933 3,858,529 Total Uses of Funds 1,891,983 2,018,456 2,010,848 1,767,046 2,522,518 2,719,646 3,546,695 3,435,208 3,858,529 11,523 12,381 11,823 12,123 12,423 12,723 13,023 13,323 13,623 Revenues Interest Revenue Total Revenues Uses of Funds 100 Ending Fund Balance $ Schedule 13: Five-Year Plans Annual Financial Plan CITY OF FLAGSTAFF GENERAL OBLIGATION BOND FUND FIVE YEAR PLAN 2005-2010 City of Flagstaff Actual 2002-2003 Budget 2003-2004 Estimate 2003-2004 Budget 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 Sources of Funds Beginning Fund Balance $ 313,239 357,631 440,405 1,023,685 1,708,062 1,742,262 1,777,062 1,812,562 1,848,862 Revenues Secondary Property Taxes Interest Revenue Total Revenues 4,415,081 2,284 4,417,365 4,550,192 7,200 4,557,392 4,550,192 4,400 4,554,592 4,686,697 20,500 4,707,197 4,827,298 34,200 4,861,498 4,972,117 34,800 5,006,917 5,121,281 35,500 5,156,781 5,274,919 36,300 5,311,219 5,433,167 37,000 5,470,167 Total Sources of Funds 4,730,604 4,915,023 4,994,997 5,730,882 6,569,560 6,749,179 6,933,843 7,123,781 7,319,029 Transfers Out G. O. Bond Fund Recreation - BBB Airport Utilities Total Transfers Out 1,372,115 315,792 201,932 2,400,360 4,290,199 1,496,290 255,266 202,672 2,018,336 3,972,564 1,495,735 255,266 202,515 2,017,796 3,971,312 1,156,936 262,924 204,864 2,398,096 4,022,820 1,871,959 270,811 267,056 2,417,472 4,827,298 2,091,409 278,936 191,000 2,410,772 4,972,117 2,757,406 287,303 264,000 1,812,572 5,121,281 2,906,050 295,922 267,750 1,805,197 5,274,919 3,327,596 304,800 1,800,771 5,433,167 Total Uses of Funds 4,290,199 3,972,564 3,971,312 4,022,820 4,827,298 4,972,117 5,121,281 5,274,919 5,433,167 440,405 942,459 1,023,685 1,708,062 1,742,262 1,777,062 1,812,562 1,848,862 1,885,862 Uses of Funds 101 Ending Fund Balance $ Schedule 13: Five-Year Plans Annual Financial Plan CITY OF FLAGSTAFF SECONDARY PROPERTY TAX FUND FIVE YEAR PLAN 2005-2010 City of Flagstaff Actual 2002-2003 Budget 2003-2004 Estimate 2003-2004 Budget 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 Sources of Funds Beginning Fund Balance $ 356,737 453,031 494,892 434,396 370,426 321,479 272,880 221,782 168,263 Revenues Special Assessments Interest on Investments Miscellaneous Revenues Total Revenues 360,158 82,124 (2,855) 439,427 203,214 30,197 233,411 203,214 37,906 1,302 242,422 212,885 22,543 235,428 29,118 16,480 45,598 29,505 13,742 43,247 31,835 11,042 42,877 34,166 8,125 42,291 36,502 5,091 41,593 Total Sources of Funds 796,164 686,442 737,314 669,824 416,024 364,726 315,757 264,073 209,856 100 400 400 400 400 400 400 400 301,272 302,468 302,518 298,998 94,145 91,446 93,575 95,410 96,951 301,272 302,568 302,918 299,398 94,545 91,846 93,975 95,810 97,351 494,892 383,874 434,396 370,426 321,479 272,880 221,782 168,263 112,505 Uses of Funds Departments Operating Expense - 102 Debt Service Bonds Total Uses of Funds Ending Fund Balance $ Schedule 13: Five-Year Plans Annual Financial Plan CITY OF FLAGSTAFF SPECIAL ASSESSMENT BOND FUND FIVE YEAR PLAN 2005-2010 City of Flagstaff Actual 2002-2003 Budget 2003-2004 Estimate 2003-2004 Budget 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 - - - - - - - - - - 3,797,539 3,797,539 - - - - - - - 3,797,539 - - - - - - - 3,797,539 3,797,539 - - - - - - - - - - - - - - - - - - - - Sources of Funds Beginning Fund Balance $ Revenues Bond Proceeds Total Revenues 425,203 - Total Sources of Funds 425,203 Uses of Funds Departments Capital Expenditures Total Expenditures - 103 Transfers Out General Fund Total Transfers Out 425,203 425,203 - - Total Uses of Funds 425,203 - - - - Ending Fund Balance $ - 3,797,539 - Schedule 13: Five-Year Plans Annual Financial Plan CITY OF FLAGSTAFF CAPITAL PROJECTS BOND FUND FIVE YEAR PLAN 2005-2010 City of Flagstaff Actual 2002-2003 Budget 2003-2004 Estimate 2003-2004 Budget 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 Sources of Funds Beginning Fund Balance $ 4,985 12,607 12,607 25,420 38,489 51,820 65,417 79,286 93,433 7,435 187 7,622 - 12,617 196 12,813 12,869 200 13,069 13,127 204 13,331 13,389 208 13,597 13,657 212 13,869 13,930 216 14,147 14,209 221 14,430 12,607 12,607 25,420 38,489 51,820 65,417 79,286 93,433 107,862 Departments Operating Expenditures Total Expenditures - - - - - - - - - Total Uses of Funds - - - - - - - - - 12,607 12,607 25,420 38,489 51,820 65,417 79,286 93,433 Revenues Contributions Interest on Investments Miscellaneous Total Revenues Total Sources of Funds Uses of Funds 104 Ending Fund Balance $ 107,862 Schedule 13: Five-Year Plans Annual Financial Plan CITY OF FLAGSTAFF PERPETUAL CARE FUND FIVE YEAR PLAN 2005-2010 City of Flagstaff Actual 2002-2003 Budget 2003-2004 Estimate 2003-2004 Budget 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 Sources of Funds Beginning Fund Balance $ 21,153,012 28,886,683 25,942,730 23,449,764 14,465,443 12,205,443 10,594,845 10,401,522 9,955,333 425 11,252,282 7,601,981 155,117 6,775,760 (57,749) 25,727,816 10,000 11,552,112 7,231,596 722,000 19,515,708 3,000 11,640,350 7,320,540 575,000 (12,313) 19,526,577 321,575 11,583,130 7,647,410 586,000 20,138,115 11,815,000 7,800,300 362,000 19,977,300 12,051,400 7,956,400 305,000 20,312,800 12,292,500 8,115,500 265,000 20,673,000 12,538,300 8,277,800 260,000 21,076,100 12,789,300 8,443,400 249,000 21,481,700 2,400,360 2,400,360 2,018,336 2,018,336 2,017,796 2,017,796 2,398,096 14,724,694 17,122,790 2,417,472 28,717,200 31,134,672 2,410,772 1,865,000 4,275,772 1,812,572 1,266,800 3,079,372 1,805,197 6,523,900 8,329,097 1,800,771 9,038,100 10,838,871 49,281,188 50,420,727 47,487,103 60,710,669 65,577,415 36,794,015 34,347,217 39,806,719 42,275,904 7,475,584 1,551,056 8,261,641 30,594 17,318,875 8,892,258 1,551,056 14,457,648 1,400,000 26,300,962 8,797,166 1,551,056 7,813,591 18,161,813 9,447,911 1,567,727 26,753,164 2,200,000 39,968,802 9,684,100 1,606,900 34,990,500 46,281,500 9,926,298 1,647,100 6,752,700 18,326,098 10,174,523 1,688,300 5,130,400 16,993,223 10,428,889 1,730,500 10,321,600 22,480,989 10,689,609 1,773,800 13,615,400 26,078,809 Debt Service Bonds Total Debt Service 3,616,273 3,616,273 4,011,928 4,011,928 3,857,730 3,857,730 3,878,328 3,878,328 4,673,000 4,673,000 5,462,300 5,462,300 5,139,900 5,139,900 5,565,200 5,565,200 5,382,100 5,382,100 Transfers Out General Fund Total Transfers Out 2,403,310 2,403,310 2,018,336 2,018,336 2,017,796 2,017,796 2,398,096 2,398,096 2,417,472 2,417,472 2,410,772 2,410,772 1,812,572 1,812,572 1,805,197 1,805,197 1,800,771 1,800,771 23,338,458 32,331,226 24,037,339 46,245,226 53,371,972 26,199,170 23,945,695 29,851,386 33,261,680 25,942,730 18,089,501 23,449,764 14,465,443 12,205,443 10,594,845 10,401,522 9,955,333 9,014,224 Revenues Intergovernmental Water Revenues Wastewater Revenues Interest Revenues Bond Proceeds Miscellaneous Revenues Total Revenues Transfers In Debt Service Fund Water & Sewer Bond Fund Total Transfers In 105 Total Sources of Funds Uses of Funds Departments Operating Expenditures Indirect Costs Capital Expenditures Reserves/Contingencies Total Expenditures City of Flagstaff Total Uses of Funds Ending Fund Balance $ Schedule 13: Five-Year Plans Annual Financial Plan CITY OF FLAGSTAFF WATER AND WASTEWATER FUND FIVE YEAR PLAN 2005-2010 Actual 2002-2003 Budget 2003-2004 Estimate 2003-2004 Budget 2004-2005 - - - - - - - - - - 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 Sources of Funds Beginning Fund Balance $ Revenues Bond Proceeds Interest on Investment Total Revenue Total Sources of Funds 15,075,306 1,358,106 (492,523) 12,740,677 29,800,000 29,800,000 15,000,000 15,000,000 14,371 14,371 14,500,000 14,500,000 - 29,800,000 30,075,306 1,372,477 14,007,477 12,740,677 10,916,777 - - 14,724,694 14,724,694 28,717,200 28,717,200 1,865,000 1,865,000 1,266,800 1,266,800 6,523,900 6,523,900 9,038,100 9,038,100 - - - 14,724,694 28,717,200 1,865,000 1,266,800 6,523,900 9,038,100 - - - 15,075,306 1,358,106 12,740,677 6,216,777 1,878,677 - 6,216,777 4,700,000 4,700,000 Uses of Funds Transfers Out Water and Wastewater Fund Total Transfers Out 106 Total Uses of Funds Ending Fund Balance $ (492,523) Schedule 13: Five-Year Plans Annual Financial Plan CITY OF FLAGSTAFF WATER AND WASTEWATER BOND FUND FIVE YEAR PLAN 2005-2010 City of Flagstaff Actual 2002-2003 Budget 2003-2004 Estimate 2003-2004 Budget 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 Sources of Funds Beginning Fund Balance $ Revenues Intergovernmental Revenues Airport Revenues Interest Revenue Recovery of Indirect Costs Miscellaneous Revenues Passenger Facility Charges Loan/Lease Proceeds Total Revenues 13,268 4,529,370 824,651 5,846 472 ( 800) 95,264 5,454,803 107 Transfers In Airpark Fund Secondary Prop Tax Fund General Fund-Operating General Fund-Capital Total Transfers In 15,367 2,186,708 913,732 95,396 3,865 95,000 2,524,144 5,818,845 5,079 1,212,882 866,192 300 44,968 ( 4,203) 95,000 211,640 2,426,779 4,629 3,860 3,952 4,301 3,889 3,687 8,532,240 943,122 299,617 3,200 95,000 2,516,457 12,389,636 8,678,322 1,087,044 307,110 3,200 95,000 10,170,676 3,345,000 1,102,925 150,929 3,200 95,000 4,697,054 2,915,600 1,136,295 128,151 3,200 95,000 4,278,246 1,775,150 1,152,119 74,486 3,200 95,000 3,099,955 1,572,500 1,168,446 51,882 3,200 32,287 2,828,315 201,932 450,000 256,000 907,932 202,672 449,000 60,000 711,672 202,515 430,000 57,000 689,515 114,000 204,864 287,000 243,000 848,864 154,000 267,056 144,000 187,000 752,056 25,000 191,000 316,000 80,000 612,000 264,000 337,000 134,000 735,000 267,750 407,000 75,000 749,750 6,376,003 6,545,884 3,121,373 13,243,129 10,926,592 5,313,006 5,017,547 3,853,594 3,330,270 800,660 387,672 4,795,808 5,984,140 874,273 387,672 4,831,171 6,093,116 845,160 387,672 1,496,809 2,729,641 908,549 299,617 11,432,165 12,640,331 938,470 307,110 9,019,305 10,264,885 961,966 314,790 3,450,000 4,726,756 986,049 322,660 3,050,000 4,358,709 1,010,728 330,730 1,850,000 3,191,458 1,036,044 339,000 1,655,555 3,030,599 Debt Service Bonds Leases Loans Total Debt Service 297,196 34,639 54,949 386,784 297,672 84,639 54,949 437,260 297,515 34,639 54,949 387,103 299,864 244,125 54,949 598,938 362,056 240,750 54,949 657,755 286,000 241,000 54,949 581,949 359,000 241,000 54,949 654,949 362,750 240,750 54,949 658,449 240,250 54,949 295,199 Total Uses of Funds 6,370,924 6,530,376 3,116,744 13,239,269 10,922,640 5,308,705 5,013,658 3,849,907 3,325,798 5,079 15,508 4,629 3,860 3,952 4,301 3,889 3,687 4,472 Total Sources of Funds 55,555 ( 32,287) 447,000 28,000 498,268 Uses of Funds Departments Operating Expenditures Indirect Cost Capital Expenditures Total Expenditures City of Flagstaff Ending Fund Balance $ Schedule 13: Five-Year Plans Annual Financial Plan CITY OF FLAGSTAFF AIRPORT FUND FIVE YEAR PLAN 2005-2010 Actual 2002-2003 Budget 2003-2004 Estimate 2003-2004 Budget 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 Sources of Funds Beginning Fund Balance $ Revenues Interest on Investments Miscellaneous Revenue Total Revenues 386,185 8,006 ( 4,207) 3,799 Total Sources of Funds 389,984 394,185 389,984 396,984 288,984 139,284 116,384 118,084 119,884 5,900 5,900 7,000 7,000 6,000 6,000 4,300 4,300 2,100 2,100 1,700 1,700 1,800 1,800 1,800 1,800 400,085 396,984 402,984 293,284 141,384 118,084 119,884 121,684 Uses of Funds 108 Transfers Out Airport Fund Total Transfers Out - - - 114,000 114,000 154,000 154,000 25,000 25,000 - - 55,555 55,555 Total Uses of Funds - - - 114,000 154,000 25,000 - - 55,555 288,984 139,284 116,384 Ending Fund Balance $ 389,984 400,085 396,984 118,084 119,884 66,129 Schedule 13: Five-Year Plans Annual Financial Plan CITY OF FLAGSTAFF AIRPARK FUND FIVE YEAR PLAN 2005-2010 City of Flagstaff Actual 2002-2003 Budget 2003-2004 Estimate 2003-2004 Budget 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 Sources of Funds Beginning Fund Balance Revenues Intergovernmental Revenues Environmental Services Revenues Other Financing Sources Interest on Investments Miscellaneous Revenues Total Revenues $ ( 5,012,037 4,301,521 5,060,943 4,800,250 3,276,061 2,448,553 2,077,843 1,536,647 1,724,659 48,813 7,680,008 51,129 ) 2,453 7,680,145 7,721,424 4,350,000 108,000 80,474 12,259,898 7,967,972 170,920 99,179 8,238,071 8,106,947 4,350,000 162,000 12,618,947 8,305,988 82,000 8,387,988 8,510,118 61,000 8,571,118 8,719,470 52,000 8,771,470 8,934,183 1,000,000 38,000 9,972,183 9,154,400 43,000 9,197,400 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 12,692,182 16,576,419 13,314,014 17,434,197 11,679,049 11,034,671 10,864,314 11,523,830 10,937,059 5,264,179 848,885 1,073,857 14,640 7,201,561 5,845,548 848,885 2,276,000 4,690,000 13,660,433 5,560,535 848,885 1,674,666 8,084,086 6,178,651 934,422 2,350,385 4,690,000 14,153,458 6,324,699 960,119 1,941,000 9,225,818 6,498,628 986,522 1,467,000 8,952,150 6,677,338 1,013,651 1,632,000 9,322,989 6,860,967 1,041,526 1,892,000 9,794,493 7,049,643 1,070,168 748,000 8,867,811 429,678 429,678 429,678 429,678 429,678 429,678 4,678 4,678 4,678 4,678 4,678 4,678 4,678 4,678 4,678 4,678 4,678 4,678 7,631,239 14,090,111 8,513,764 14,158,136 9,230,496 8,956,828 9,327,667 9,799,171 8,872,489 5,060,943 2,486,308 4,800,250 3,276,061 2,448,553 2,077,843 1,536,647 1,724,659 2,064,570 Transfers In Stormwater Utility Fund Total Transfers In - 109 Total Sources of Funds Uses of Funds Departments Operating Expenditures Indirect Costs Capital Expenditures Reserves/Contingencies Total Expenditures Transfers out: General Fund Total Transfers Out Total Uses of Funds Ending Fund Balance (1) City of Flagstaff (1) $ Excludes monies set aside for closure costs. Schedule 13: Five-Year Plans Annual Financial Plan CITY OF FLAGSTAFF ENVIRONMENTAL SERVICES FUND FIVE YEAR PLAN 2005-2010 Actual 2002-2003 Budget 2003-2004 Estimate 2003-2004 - - - Budget 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 Sources of Funds Beginning Fund Balance $ 122,316 17,363 14,192 34,338 32,181 29,092 814,524 35,322 442 644 850,931 839,449 36,205 453 582 876,688 110 Revenues Stormwater Revenues User Fees Permits Grants Interest Earnings Total Revenues - 507,000 30,000 2,000 539,000 483,050 44,880 380 25,000 551 553,861 511,000 32,000 400 3,058 546,458 754,209 32,800 410 2,446 789,865 769,739 33,620 420 284 804,063 810,508 34,461 431 687 846,086 Transfers in General Fund BBB-Beautification 4th Street HURF Total Transfers in - 60,000 100,000 75,000 235,000 60,000 100,000 75,000 235,000 8,375,725 200,000 75,000 8,650,725 443,000 100,000 543,000 80,000 100,000 180,000 100,000 100,000 - 774,000 788,861 9,319,499 1,350,228 998,255 980,423 883,113 905,780 Departments Operating Expenditures Indirect Costs Capital Expenditures Reserves/Contingencies Total Expenditures - 444,534 40,560 215,000 10,000 710,094 440,930 40,560 123,055 604,545 855,848 56,618 8,317,670 10,000 9,240,136 650,569 58,033 543,000 1,251,602 638,264 59,484 180,000 877,748 699,322 60,971 100,000 860,293 701,752 62,496 764,248 724,566 64,058 788,624 Transfers Out Environmental Services HURF Total Transfers Out - 15,000 47,000 62,000 15,000 47,000 62,000 15,000 47,000 62,000 15,000 69,434 84,434 15,000 71,170 86,170 15,000 72,949 87,949 15,000 74,773 89,773 15,000 76,642 91,642 Total Uses of Funds - 772,094 666,545 9,302,136 1,336,036 963,918 948,242 854,021 880,266 - 1,906 122,316 17,363 14,192 34,338 32,181 29,092 25,513 Total Sources of Funds - - Uses of Funds City of Flagstaff Ending Fund Balance $ Schedule 13: Five-Year Plans Annual Financial Plan CITY OF FLAGSTAFF STORMWATER UTILITY FUND FIVE YEAR PLAN 2005-2010 Actual 2002-2003 Budget 2003-2004 Estimate 2003-2004 Budget 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 Sources of Funds Beginning Fund Balance $ 221,900 221,729 219,085 215,885 212,985 210,085 207,085 203,985 4,800 4,800 4,400 156 4,556 4,000 4,000 4,300 4,300 4,300 4,300 4,200 4,200 4,100 4,100 4,100 4,100 228,929 226,700 226,285 223,085 220,185 217,285 214,285 211,185 208,085 Departments Operating Expenditures Total Expenditures 7,200 7,200 7,200 7,200 7,200 7,200 7,200 7,200 7,200 7,200 7,200 7,200 7,200 7,200 7,200 7,200 7,200 7,200 Total Uses of Funds 7,200 7,200 7,200 7,200 7,200 7,200 7,200 7,200 7,200 221,729 219,500 219,085 215,885 212,985 210,085 207,085 203,985 200,885 Revenues Interest on Investments Miscellaneous Revenues Total Revenues 226,632 4,630 (2,333) 2,297 Total Sources of Funds Uses of Funds 111 Ending Fund Balance $ Schedule 13: Five-Year Plans Annual Financial Plan CITY OF FLAGSTAFF FIREMEN'S PENSION FUNDS FIVE YEAR PLAN 2005-2010 City of Flagstaff Annual Financial Plan 112 City of Flagstaff 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 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 multidisciplinary 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 introduce and educate visitors about the vast tourism opportunities within Flagstaff and the surrounding areas, and to increase the length of visits to Flagstaff. Annual Financial Plan 113 City of Flagstaff Annual Financial Plan 114 City of Flagstaff GENERAL ADMINISTRATION DIVISION 01 CITY MANAGER MISSION FY 05 GOALS AND OBJECTIVES 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. GOAL: ORGANIZATIONAL SUPPORT OBJECTIVES: Maintain City Manager/City Council working relationships for policy development. Continue Organizational Development implementation focusing on communication, customer service, 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. 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. 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/COMMUNICATION OBJECTIVES: Keep the citizens well informed and educated through the timely dissemination of information and the facilitation of community input to the Council about City issues, programs, and services. Maintain positive communication links with the local media by: Maintaining and/or increasing City television reports providing information to the community about City programs and services. Maintaining and/or increasing City radio reports providing information to the community about City programs and services. Holding 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. Coordinating the development, design, layout, and distribution of Cityscape four times a year. Maintaining televised City Council Work Sessions on Cable Channel 4 to community with some pre-meeting announcements and interviews. FY 04 GOALS AND RESULTS GOAL: CUSTOMER SERVICE RESULTS: Citizens provided with up to date information allowing them to give knowledgeable input to Council and staff. Local media have a working relationship with PIO and can depend on timely information and/or direction to proper sources. Citizens had access to timely and accurate information through a variety of methods that suits different needs. Citizens were able to access City Council and staff outside of City Hall. It also gave Council an opportunity to listen to citizens about neighborhood/community issues. A survey was completed that provided feedback from citizens on water conservation and street maintenance issues for program and budgeting purposes, and a yearly rating of city services. City employees are becoming more informed and can be a knowledgeable information source to citizens they encounter. Annual Financial Plan 115 City of Flagstaff GENERAL ADMINISTRATION DIVISION 01 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, and open house/issue related type programs. 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. PERFORMANCE INDICATORS 120 reports/year 50 reports/year 100 reports/year CY04 EST. 50 reports/year 100 reports/year 2 meetings – all agencies 1 meeting – all agencies 3 meetings 4 agencies Develop a plan for transition to egovernment and added 5 new pages RFP developed and distributed for web development and hosting company to meet shortterm goals. Civic Plus hired. New website developed and staff trained to maintain and improve online information and services. Planning for transition to egovernment long-term goals. 4 times/year 4 times/year 4 times/year 48 times/year 48 times/year 48 times/year 4 times/year 4 times/year 7 times/year 1 survey completed 1 survey completed At least 4 quarterly meetings with employees and focus groups. Maintain or increase number of informational emails and or flyers 1 survey completed Manager held division level meetings with majority of employees. Several quarterly meetings held and informational letters/flyers distributed. CY02 Maintain and/or increase City TV reports providing information to the community about City programs, services, issues Maintain and/or increase City radio reports providing information to the community about City programs, services, and issues. Hold twice yearly meetings with local news agency representatives to evaluate and enhance methods of City communications to community Improve and update City website with new information on programs and services and begin transition to more egovernment services Coordinate the development, design, layout, and distribution of Cityscape Maintain or expand televised City Council work Sessions on Cable Channel 4 to community Coordinate neighborhood meetings with the City Council, and other outreach type meetings and open houses. 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 Annual Financial Plan CITY MANAGER 116 50 reports/yr City Manager quarterly meetings started, employee focus groups, emails and flyers. CY03 City of Flagstaff GENERAL ADMINISTRATION DIVISION 01 CITY MANAGER EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 569,677 125,775 8,392 $ 703,844 Adopted Budget 2003-2004 $ 593,047 167,560 7,860 $ 768,467 Estimated Expenditures 2003-2004 $ 601,342 149,015 9,202 $ 759,559 Proposed Budget 2004-2005 $ 631,631 182,645 11,340 $ 825,616 Budget-Budget Variance $ 38,584 15,085 3,480 $ 57,149 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION DISABILITY AWARENESS PUBLIC INFORMATION CUSTOMER SERVICE TOTAL $ 594,250 81,136 28,458 703,844 $ 628,067 96,350 44,050 768,467 $ 635,605 86,045 37,909 759,559 $ 672,931 4,085 104,550 44,050 825,616 $ 44,864 4,085 8,200 57,149 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 532,817 37,564 65,148 101,547 4,409 14,980 69,151 825,616 COMMENTARY: The City Manager's operating budget has increased 7% and there are no capital expenditures. Personal Services increases reflect employee market and merit increases as well as an increase in the cost of health insurance. Contractual and commodity increases are due to the inclusion of the Diversity Awareness Commission, as well as publication space in the Arizona Daily Sun. There is no major capital (>$10,000) for this division. Annual Financial Plan 117 City of Flagstaff GENERAL ADMINISTRATION DIVISION 02 Efforts to review, revise, and standardize policies contained in the Policy Manual, and publish and distribute the revised City Policy Manual continue to be addressed by the executive management team. 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. FY 04 ADDITIONAL ACCOMPLISHMENTS Fully integrated the new City Clerk into the organization. Improved communication within the organization by providing broader support to departments and staff. Additional training and certification opportunities for Deputy City Clerk and Executive Assistant to the Mayor and Council were accomplished. Redesigned Board and Commission member training and conducted two in-house training sessions. Developed a Board and Commission staff liaisontraining program. Converted City Code to a more useable and userfriendly format. Participated in on-going E-Government committee and activities. 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, easements, rights-of-way, and leases. The City Clerk conducts all City elections, coordinates the Council’s boards and commissions; conducts board and commission member training and maintains the board and commission member handbook; prepares the Council meeting, work session, and executive session agendas; oversees the City’s record management program; oversees and maintains City’s policies and procedures; administers the City Council/City Clerk postings on the website; and ensures legal requirements regarding official posting, public notices, publishing, and advertising are met. FY 05 GOALS AND OBJECTIVES GOAL: CUSTOMER SERVICE OBJECTIVES: Conduct possible 2004 Fall Special Election Update the board and commission member handbook Conduct biannual board and commission training sessions. Continue expanding website services Finalize the standardization, publishing, and distribution of the revised City Policy Manual. Bring the city’s records management program into full compliance. Continue efforts to review, revise, and standardize policies contained in the Policy Manual, and publish and distribute the revised city Policy manual. FY 04 GOALS AND RESULTS GOAL: CUSTOMER SERVICE RESULTS: Conduct March, 2004 Primary Election; and May, 2004 Special Bond Authorization and General Election. The new website is on-line and information is posted immediately to the website as it is updated/approved. The mechanism and process for linking full agenda packets to the web remains to be established. Significant forward movement has been made in bringing the records management program up to date, but work remains to be accomplished. This is a lengthy, on-going process that will take at least another year to complete. Annual Financial Plan CITY CLERK 118 City of Flagstaff 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 FY02 FY03 FY04 EST. 75% 75% 100% N/A 100% 100% N/A 100% 100% 100% 100% 100% 100% 100% 100% 75% 100% 100% 100% 75% 100% N/A N/A 100% EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 169,935 33,367 2,918 8,061 $ 214,281 Adopted Budget 2003-2004 $ 176,862 166,740 2,885 $ 346,487 Estimated Expenditures 2003-2004 $ 175,655 132,165 2,474 $ 310,294 Proposed Budget 2004-2005 $ 187,149 11,550 1,585 $ 200,284 Budget-Budget Variance $ 10,287 (155,190) (1,300) $ (146,203) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ELECTIONS TOTAL $ 189,566 24,715 214,281 $ 189,012 157,475 346,487 $ 186,732 123,562 310,294 $ 200,284 200,284 $ 11,272 (157,475) (146,203) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 168,616 2,912 7,342 12,503 392 1,611 6,908 200,284 COMMENTARY: The City Clerk's operating budget has decreased 42% and there are no capital expenditures. There are no capital expenditures. Personal Services increases of 5% are due to employee market and merit increases and the increase in cost of health insurance. Contractuals and commodities decrease reflects the non-election budget year. There is no major capital (>$10,000) for this division. Annual Financial Plan 119 City of Flagstaff GENERAL ADMINISTRATION DIVISION 04 HUMAN RESOURCES Streamline the on line employment application For positions that are advertised City or Department wide only, city employees can now apply on line for these positions and in the past this feature was not available. Take Human Resources on the road – Human Resources staff attended division/department staff meetings at off site locations and provided information regarding benefits, and policy changes that impact employees. Continue to automate the personnel action forms. All departments are now automated. This has also resulted in a paperless personnel Action log. Completed the implementation of HIPAA Regulations. This has been completed to include establishing separate files for each employee and consolidating payroll and human resources records to comply with HIPAA. Automated the process of Delta Dental enrollment forms. 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 highquality public service, and creating a work environment where initiative, teamwork, and creativity are encouraged and valued. 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. FY 04 ADDITIONAL ACCOMPLISHMENTS FY 04 GOALS AND RESULTS Revised Leave Section of Employee handbook Implemented Assignment Pay. Developed and Revised Smoking, Solicitation, and Tuition Reimbursement Policy. Implemented $250 one time payment. Streamlined the hiring process of temporary snow removal reducing the time by 65%. Revised the EAC Ordinance to include meet and confer language. GOAL: CUSTOMER SERVICE RESULTS: Establish a uniform process so that complaints are tracked to ensure resolutions in a timely manner. A Complaint Resolution process was adopted and is being managed by Community Development for the entire City. Establish a comprehensive employee recognition program that incorporates all City recognition programs, i.e. City Manager’s Excellent Award, WOW, QSI. The Customer Service Committee collaborated with the Employee Recognition Committee and revamped the City Manager’s Excellence Award and incorporated all employee recognition programs under one program to include developing a policy which outlines all the various ways to reward and recognize employees. Annual Renewal Celebration. This was incorporated into the above goal. Provided Performance Evaluation training to supervisors. Provided “ART” of Customer Service training to all employees. FY 05 GOALS AND OBJECTIVES GOAL: CUSTOMER SERVICE OBJECTIVES: Integrate the “ART” of Customer Service into New Employee Orientation. Implement the Employee Recognition Program. GOAL: ORGANIZATIONAL STRUCTURE OBJECTIVES: Continue to maintain and monitor the Vacancy Review Process to address workforce reduction/development. Implement and Participate in Meet and Confer Review and Develop a Succession Plan to include reorganizing to maximize efficiency. Evaluate and review IS organizational structure to meet future needs. GOAL: ORGANIZATIONAL STRUCTURE RESULTS: Implement workforce development to include methodology to reduce employment through attrition and transfer – Successfully placed six individuals whose position was targeted for elimination. Annual Financial Plan 120 City of Flagstaff GENERAL ADMINISTRATION DIVISION 04 Continue to update the Employee Handbook. Expand outreach opportunities to improve diversity through education and informational workshops. HUMAN RESOURCES Become more involved with the County Diversity Commission. Expand the “The Face of Our Community” event to include more schools. Continue to become more pro-active in the community in addressing issues and promoting diversity and tolerance. DIVERSITY AWARENESS COMMISSION OBJECTIVES: Develop a process to recognize and award individuals or groups who support diversity and tolerance. 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% CY04 EST. 65 days 35 Days 2 mo 10% 1 100% 85% EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 250,803 25,049 15,819 $ 291,671 Adopted Budget 2003-2004 $ 268,733 116,415 24,205 $ 409,353 Estimated Expenditures 2003-2004 $ 275,566 76,658 23,723 $ 375,947 Proposed Budget 2004-2005 $ 361,323 101,540 27,039 $ 489,902 Budget-Budget Variance $ 92,590 (14,875) 2,834 $ 80,549 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION RECRUITMENT AND SELECTION COMPENSATION AND CLASS. TRAINING & DEVELOPMENT DIVERSITY AWARENESS COMM. TOTAL $ 177,256 56,798 75 57,542 291,671 $ 200,329 60,253 200 148,571 409,353 $ 207,339 60,380 200 108,028 375,947 $ 265,959 63,623 200 158,560 1,560 489,902 $ 65,630 3,370 9,989 1,560 80,549 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 397,303 17,843 14,746 30,445 2,640 4,614 22,311 489,902 COMMENTARY: The Human Resources operating budget has increased 20% and there are no capital expenditures. Personal Services increase is for one HR Analyst to increase to a full time position plus adding on one full time HR Operations Manager. There will also be employee market, merits, and insurance costs. Contractuals 13% decrease is for $7,000 to be transfered from consulting fees to regular pay for temporary help in HR. There is also a reduction of $10,000 in Education and Training. Annual Financial Plan 121 City of Flagstaff GENERAL ADMINISTRATION DIVISION 05 conducted at Wildcat identifying improvement in both locations. 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. areas of FY 04 ADDITIONAL ACCOMPLISHMENTS Liability claims – 66 closed during calendar year 2003. In excess of $26,000 collected in restitution in calendar year 2003. Risk Manager and Assistant have received Defensive Driver Trainer certifications and are authorized to conduct training classes that have not been available to employees for over five years. 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 wellbeing 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. FY 05 GOALS AND OBJECTIVES GOAL: CUSTOMER SERVICE OBJECTIVES: To be responsive to both internal and external customers needs and requests. FY 04 GOALS AND RESULTS RESULTS: Responded to internal customers with an array of new training classes, and have a service expectation of contact within 24 hours with all new claimants. After review of the participating city’s “Claim satisfaction response cards” it was determined that the ICMA benchmarking was not useful as there were few common denominators among the sample group. Obtained Associate in Claims designations by the Risk Manager and Assistant. Continue performing inspections, identifying areas of needed change, and implementing corrections to improve life safety and prevention of accidents. A recent fire affecting the City’s residential sanitation trucks made it clear that the impacts of an accident extend beyond just financial loss. The City’s Safety policies have been revised and updated and are ready for publication. The employee safety manual, a condensed version of the policies, is completing the review process. Distribution targeted for September 2004. Revised Accident reporting forms are on-line and training for supervisors to assist in developing recommendations for accident prevention is available. The City’s goal of workers compensation accident reduction was not met. During the calendar year, 2003, an increase of 2 accidents over 2002 occurred, and lost workdays were up 89%. A successful fire evacuation drill was conducted at City Hall and a chlorine leak evacuation drill was Annual Financial Plan RISK MANAGEMENT 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. 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. 122 City of Flagstaff GENERAL ADMINISTRATION DIVISION 05 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. RISK MANAGEMENT Emergency evacuation drill scheduled at a city work site. “ICE” program to Identify, Communicate and Eliminate hazards to be promoted Citywide to encourage all staff to take personal responsibility to “ICE” hazards they encounter during their workday. CY02 CY03 CY04 EST. 11 inspections 12 inspections 12 inspections 5% 5% 5% 10 meetings 11 meetings 11 meetings 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 Have contact with each division safety coordinator on a monthly basis Emergency evacuation conducted at work site On site accident inspections, casualty and Work Compensation No greater than 5% variance 12 contacts/year 12/31/02 NA No greater than 5% variance. 12 contacts/year 12/31/03 12 per year No greater than 5% variance. 12 contacts/year 12/31/04 12 per year EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 98,402 5,249 2,599 $ 106,250 Adopted Budget 2003-2004 $ 105,663 6,370 2,535 $ 114,568 Estimated Expenditures 2003-2004 $ 105,869 6,477 2,226 $ 114,572 Proposed Budget 2004-2005 $ 118,985 6,370 2,535 $ 127,890 Budget-Budget Variance $ 13,322 $ 13,322 $ $ $ $ $ $ $ $ 127,890 127,890 $ $ $ 83,258 6,295 9,641 15,148 888 2,318 10,342 127,890 EXPENDITURES BY PROGRAM: ADMINISTRATION TOTAL 106,250 106,250 114,568 114,568 114,572 114,572 13,322 13,322 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ COMMENTARY: Risk Management has increased 12% and there are no capital expenditures. The increase is to Personal Services for employee market, merits, and insurance costs. Annual Financial Plan 123 City of Flagstaff GENERAL ADMINISTRATION DIVISION 07 CITY ATTORNEY MISSION FY 04 ADDITIONAL ACCOMPLISHMENTS 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. Community Health & Welfare Increased efforts in the water and sewer utilities, flood control and storm water areas by reviewing, drafting, or revising ordinances, resolutions, or agreements pertaining to (1) gray water amendments to Uniform Plumbing Code, (2) water conservation (3) draft Storm Water Fee Credit Manual, (4) Rio de Flag Flood Control Project, and (5) IGA with NAU for design and construction of reclaim water line extension. Drafted or revised counter lease and office lease and rules and regulations for Airport. Amended compensation schedule provisions of Norton Environmental Lease Agreement, for operation of materials recovery facility. Researched and prepared memorandum for City Manger and Fire Chief with recommendations for ordinance amendments to permit more flexibility to operate in emergency conditions within state statutory requirements. Handled litter, building and zoning cases resulting in abatement of violations. Worked with Police Department regarding violations of the Sexually Oriented Business ordinance. 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. FY 04 GOALS AND RESULTS GOAL: CUSTOMER SERVICE 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 FY 04 Additional Accomplishments. Prepare or review in a timely fashion all contracts, ordinances, resolutions, and other legal documents involving or affecting the City: Prepared or reviewed legal documents described above in a timely manner. Redevelopment Continued oversight of condemnation actions for the Butler realignment, the Soliere extension, and the Country Club widening. Completed development agreement providing for Nestle Purina Petcare Company expansion. 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. Continued work on legal issues and complexities of developing telecommunications fiber ring at the Airport. GOAL: PUBLIC SAFETY RESULTS: Prosecute or defend all litigation initiated by or against the City after all settlement attempts have failed: All litigation pursued as appropriate. Provide aggressive prosecution of criminal misdemeanors occurring within the City limits: Aggressive prosecution provided as needed. Ordinances, Resolutions, Regulations, Agreements and Other Documents Prepared ordinances and resolutions pertaining to Airport rules and regulations, water conservation, affordable housing projects development agreement, and numerous intergovernmental agreements. Prepared rezoning ordinance, participated in preparation of development agreement and prepared resolution for development agreement for Mall expansion and Auto Park. GOAL: FISCAL RESPONSIBILITY RESULTS: Provide advice and guidance to reduce liability exposure and to reduce claims filed against the City of Flagstaff: Advice and guidance provided as needed. Annual Financial Plan 124 City of Flagstaff GENERAL ADMINISTRATION DIVISION 07 CITY ATTORNEY Prepare or review in a timely fashion all contracts, agreements, ordinances, resolutions, and other legal documents involving or affecting the City. Claims, Litigation and Hearings and Audits Continued oversight of redistricting litigation. Saw the conclusion of several claims with a potential for large dollar exposure. Sales tax hearings continue to increase. Established positive working relationship with Department of justice attorney conducting ADA audit of City facilities and served as liaison with other City departments. 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 City limits. FY 05 GOALS AND OBJECTIVES GOAL: FISCAL RESPONSIBILITY OBJECTIVES: Provide advice and guidance to reduce liability exposure and to reduce claims filed against the City of Flagstaff. GOAL: CUSTOMER SERVICE OBJECTIVES: Provide legal advice to City Council, City Manager, the City’s departments, and Boards and Commissions in a timely manner. PERFORMANCE INDICATORS CY02 CY03 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 20/90 135 120 4,024 740 846 2 642 22 1,352 135 714 175 23/73 106 109 3,840 693 699 0 662 26 1,185 182 685 218 Annual Financial Plan 125 CY04 EST. 28/80 115 120 3,932 716 772 1 685 30 1,200 210 699 230 City of Flagstaff GENERAL ADMINISTRATION DIVISION 07 CITY ATTORNEY EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 781,068 18,089 27,471 $ 826,628 Adopted Budget 2003-2004 $ 851,729 27,059 37,675 $ 916,463 Estimated Expenditures 2003-2004 $ 813,995 21,724 28,703 $ 864,422 Proposed Budget 2004-2005 $ 896,015 31,804 38,025 $ 965,844 Budget-Budget Variance $ 44,286 4,745 350 $ 49,381 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COUNCIL AND COMMISSIONS POLICE COURT TOTAL $ 75,226 392,819 358,583 826,628 $ 104,907 409,402 402,154 916,463 $ 77,399 426,809 360,214 864,422 $ 142,170 402,318 421,356 965,844 $ 37,263 (7,084) 19,202 49,381 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 790,548 17,281 43,566 61,566 2,327 9,562 40,994 965,844 COMMENTARY: The Law division operating budget has increased 5% and there are no capital expenditures. Personal Services increases is due to market, merit, and health insurance increases. Contractual increases is for required Legal Education for attorney's to remain active with the State Bar plus increased advertising costs. Annual Financial Plan 126 City of Flagstaff GENERAL ADMINISTRATION DIVISION 65 Staff completed a customer service-training program targeted at court employee situations. 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. FY 04 ADDITIONAL ACCOMPLISHMENTS Increased amount entered into tax intercept program to over $3M. Upgraded jury management system to provide better notification and customer service for citizens serving as jurors. Implemented an on-line payment program in coordination with FARE collections. FY 04 GOALS AND RESULTS GOAL: PUBLIC SAFETY RESULTS: Through active case management, adjudicate 90% of all cases within 90 days, (ABA standard) excluding warrant cases. Complied with all Rules of Court and Statutory case handling requirements. Provided accurate information to the public. Added an additional probation officer position to handle expanded role in drug violation cases. FY 05 GOALS AND OBJECTIVES GOAL: PUBLIC SAFETY OBJECTIVES: Through active case management, adjudicate 90% of all cases within 90 days, excluding warrant cases (ABA standard). Comply with all Rules of Court and Statutory case handling requirements. Provide accurate information to the public. Improve tracking of those who fail to comply with court orders. GOAL: FISCAL HEALTH RESULTS: Maintained fiscal integrity in all financial transactions. Complied with all Minimum Accounting Standards and reported timely. Participated in development of statewide FARE collection program. Became a pilot court for working through collection backlog. 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 implement Full Fare collection efforts, including contract tracking for collections. GOAL: CUSTOMER SERVICE RESULTS: 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. Completed first draft of Minimum Operational Standards for limited jurisdiction courts that can be sued on a statewide basis. Upgraded facilities to be in compliance with ADA standards and provide better customer service. Annual Financial Plan FLAGSTAFF MUNICIPAL COURT 127 City of Flagstaff GENERAL ADMINISTRATION DIVISION 65 FLAGSTAFF MUNICIPAL 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 expanding use in misdemeanor cases with other jurisdictions. 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. Participate with evaluation and implementation of a new Case Management System (CMS) for limited jurisdiction courts in throughout the state. 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. Finalize the development of Minimum Operational Standards for the Court that can be used and implemented on a statewide basis. Continue with development of facilities that provide improved access and security to the Court including the creation of plans for a temporary facility in coordination with downtown development PERFORMANCE INDICATORS CY02 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 CY04 EST. CY03 21,751* 21,004 23,000* 50% 29% 11% 4% 7% 49% 25% 8% 3% 15% 50% 25% 9% 3% 13% 830,927 745,010 231,959 1,807,896 859,877 806,607 249,749 1,916,233 840,000 750,000 233,000 1,823,000 * - Reflects changes in statistical analysis process and elimination of parking violations from total count. Annual Financial Plan 128 City of Flagstaff GENERAL ADMINISTRATION DIVISION 65 FLAGSTAFF MUNICIPAL COURT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 1,189,524 202,035 97,610 22,450 $ 1,511,619 Adopted Budget 2003-2004 $ 1,342,786 227,598 74,524 50,480 $ 1,695,388 Estimated Expenditures 2003-2004 $ 1,330,284 209,493 69,486 50,760 $ 1,660,023 Proposed Budget 2004-2005 $ 1,398,704 437,361 75,624 $ 1,911,689 Budget-Budget Variance $ 55,918 209,763 1,100 (50,480) $ 216,301 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TRIALS & ARRAIGNMENTS RECORDS MANAGEMENT COURT COLLECTIONS TOTAL $ 682,214 359,155 211,712 258,538 1,511,619 $ 765,006 390,142 262,710 277,530 1,695,388 $ 739,732 408,962 232,040 279,289 1,660,023 $ 697,463 488,749 437,865 287,612 1,911,689 $ $ 1,911,689 1,911,689 $ (67,543) 98,607 175,155 10,082 216,301 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The City Court operating budget has increased 16%. Personal Services increases are due to employee market, merit, and insurance costs. The main increase in Contractuals is due to a $205,163 transfer of warrants from Police to Court. There is no major capital (>$10,000) for this division. Annual Financial Plan 129 City of Flagstaff GENERAL ADMINISTRATION DIVISION 84 TOURISM - CVB direction of advertising campaign to focus on events and seasons MISSION 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. FY 04 ADDITIONAL ACCOMPLISHMENTS Increased visibility to the Film industry for the Film commission, which assisted in attracting a number of commercials and a feature film shoot to Flagstaff. Refilled all positions at the CVB Continued work on Tourism Strategic plan in conjunction with Tourism Commission. Successful transition of Visitor Center to City. Increased Tourism Economy while competitors struggled to regain visitation. Continued to increase coverage accomplishing major media coverage worth approximately $825,000. PROGRAM DESCRIPTION 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. FY 05 GOALS AND OBJECTIVES FY 04 GOALS AND RESULTS GOAL: GOAL: OBJECTIVES: Continue to BBB Tax Collection and Citywide RevPar. Continue to work with Visitor Center to develop new sales strategies and initiatives. Stay involved with state and regional marketing initiatives. Stay involved with initiatives that will bring more winter visitors. Strengthen reputation of Film commission ECONOMIC DEVELOPMENT/ REINVESTMENT RESULTS: Increase visitation and lengths of stay by visitors to Flagstaff, increasing BBB and Sales Tax Revenues: for the CY02, the flagstaff RevPar was $35.32 (a 1.8% dip from the previous year), and in CY03 it increased to $36.03 (a 2.03% increase). Establish Flagstaff as a year round destination, balancing the effects of seasonality: Worked with the AZ Rocks to gain additional media attention to the region, with Marketing Committee changed ECONOMIC DEVELOPMENT/ REINVESTMENT PERFORMANCE INDICATORS CY02 CY03 Increase Hotel portion of BBB tax by 2%. Increase RevPar Citywide by 2%. 2.95% (1.8%) .11% 2.03% Annual Financial Plan 130 CY04 EST. 1.0% 2.0% City of Flagstaff GENERAL ADMINISTRATION DIVISION 84 TOURISM - CVB EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 299,282 665,647 160,651 $ 1,125,580 Adopted Budget 2003-2004 $ 321,362 729,687 178,767 $ 1,229,816 Estimated Expenditures 2003-2004 $ 322,459 587,412 133,636 $ 1,043,507 Proposed Budget 2004-2005 $ 474,444 474,078 141,822 $ 1,090,344 Budget-Budget Variance $ 153,082 (255,609) (36,945) $ (139,472) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION MARKETING AND PROMOTION FILM OFFICE TOTAL $ 348,913 774,326 2,341 1,125,580 $ 422,101 797,715 10,000 1,229,816 $ 395,667 642,365 5,475 1,043,507 $ 515,101 570,243 5,000 1,090,344 $ $ 1,090,344 1,090,344 $ 93,000 (227,472) (5,000) (139,472) SOURCE OF FUNDING: TOURISM FUND COMMENTARY: The Tourism operating budget has decreased 11% and there are no capital expenditures. Personal Services increases are due to market, merit and health insurance increases. Contractual decreases consist of Other Misc Services $32,720, Travel & Education $70,400,Advertising $163,192, Memberships $8,025 and Consulting Fees $20,000. Commodities decreases are Promotional materials $26,000, Photo & Microfilm $8,995 and Office Equipment $3,400. Annual Financial Plan 131 City of Flagstaff GENERAL ADMINISTRATION DIVISION 85 distributing Calendars of Events, Flagstaff Happenings and creating a rack card to promote the VC. MISSION The mission of Visitors Services strives to introduce and educate visitors about the vast tourism opportunities within Flagstaff and the surrounding areas, and to increase the length of visits to Flagstaff. FY 04 ADDITIONAL ACCOMPLISHMENTS Joined Grand Circle Association to promote services regionally. Improved relationships within the community and networking. PROGRAM DESCRIPTION The Flagstaff Visitor Center (VC) opened in the Historic Train Station in 1994. Until March of 2003 the VC was operated by the Flagstaff Chamber of Commerce; funded by the City of Flagstaff. FY 05 GOALS AND OBJECTIVES The Flagstaff Tourism commission sought an expanded mission for the VC and determined the operation would be more cohesive under the direction of the Flagstaff Convention and Visitor Bureau (CVB). The VC function was successfully transitioned to the CVB with existing staff becoming city employees. GOAL: ECONOMIC DEVELOPMENT/ REINVESTMENT OBJECTIVES: Reintroduce Visitor Center to the Community: Monitor success of rack card by tracking and feedback from stakeholders. Continue VC staff visitors to stakeholders. Explore ideas to host events and receptions. Create programs for stakeholders that demonstrate value of Visitor Services: Work with attractions to house exhibits at Visitor Center. Work with NAU on VC internships. Explore ideas to host events and receptions. Provide excellent customer service, create tracking mechanism to establish and trends: Revamp VC reporting programs. VC survey in conjunction with attractions. Expand the VC retail segment. Work with vendors to create new market niches. Work with stakeholders to display their items Explore bringing in NAU items. FY 04 GOALS AND RESULTS GOAL: ECONOMIC DEVELOPMENT/ REINVESTMENT RESULTS: Increase visitation and lengths of stay by visitors to Flagstaff, increasing BBB and Sales Tax Revenues: increase in RevPar this year over last was 2.03%. Complete smooth transition of visitor Center to city programs: Retained all but one staff member, added Visitor Center Supervisor. Provide excellent customer service, create tracking mechanism to establish baselines and trends: Working with Attractions Group and NAU/HRM Research to develop comprehensive survey. Create programs for stakeholders that demonstrate value of Visitor Services: VC staff developing and PERFORMANCE INDICATORS CY02 Increase Distribution of Fulfillment Increase Hotel portion of BBB tax by 2% Annual Financial Plan VISITOR SERVICES 4,608 2.95% 132 CY03 12,940 .11% CY04 EST. 18,444 1.0% City of Flagstaff GENERAL ADMINISTRATION DIVISION 85 VISITOR SERVICES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 49,253 164,802 62,755 1,427 $ 278,237 Adopted Budget 2003-2004 $ 207,644 67,223 37,000 190,000 $ 501,867 Estimated Expenditures 2003-2004 $ 215,732 39,614 35,872 146,519 $ 437,737 Proposed Budget 2004-2005 $ 228,254 56,753 15,377 70,000 $ 370,384 Budget-Budget Variance $ 20,610 (10,470) (21,623) (120,000) $ (131,483) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TRAIN STATION OPERATIONS VISITOR CENTER REMODEL TOTAL $ 217,190 61,047 278,237 $ 215,862 286,005 501,867 $ 207,350 68,606 161,781 437,737 $ 248,807 51,577 70,000 370,384 $ $ 370,384 370,384 $ 32,945 (234,428) 70,000 (131,483) SOURCE OF FUNDING: TOURISM FUND COMMENTARY: The Visitor Services operating budget has decreased 4% and capital expenditures total $70,000 resulting in an overall net decrease of 26%. Personal Services has increased 8% due to market, merit and health insurance costs. Contractual decreases consist of Telephone costs of $9,000 and Maintenenance & Equipment $2,060. Commodities decreases are Janitorial costs of $24,000. Major capital (>$10,000) includes $70,000 for the rehabilitation of the Visitor's Center of which $62,000 is a carryforward from FY 04. Annual Financial Plan 133 City of Flagstaff Annual Financial Plan 134 City of Flagstaff 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, 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 and 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 135 City of Flagstaff Annual Financial Plan 136 City of Flagstaff MANAGEMENT SERVICES DIVISION 08 Implementation of Intranet mapping application. Implementation of utilities water and sewer mapping application. 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. GOAL: ORGANIZATION SUPORT RESULTS: Training of Information Technology staff: Ongoing Certification acquired during FY04: Certified xioTECH engineer, Cisco Certified network Associate (CCNA), 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. FY 05 GOALS AND OBJECTIVES GOAL: CUSTOMER SERVICE OBJECTIVES: Ensure the delivery of digital data to City of Flagstaff staff. Continue maintenance and upgrade of the City’s network infrastructure. Replacement of AS400 with AS400 ISeries. Conversion of network operating system from Novell to Microsoft. Conversion of City’s email application from Novell GroupWise to Microsoft Exchange (Outlook) Timely updates of various applications – THE, KIVA, Land Development, RecTrac, Etc. Conversion to cluster (redundant) server technology for critical servers/applications (system redundancy). Implementation of disk storage mirroring. FY 04 GOALS AND RESULTS GOAL: CUSTOMER SERVICE RESULTS: Implementation of private wireless network for City of Flagstaff remote locations: Completed. Support of Stormwater, Rio de Flag Projects, Utilities Model (water/sewer) projects: Ongoing Deployment of desktops and upgrade of existing desktops to Windows 2000 Pro and MS Office: Completed. Support of Permit Tracking Applications (KIVA): Ongoing Implementation of Firehouse Enterprise Version: Completed Upgrade of HTE applications to latest version: Completed Upgrade of AS400 operating system: Completed Replacement of network Cisco core switch with redundant core switch configuration: In progress Replacement of network Cisco switches located in City Hall Computer Room, City Hall West Wing wiring closet, and Bank One wiring closet. In progress. Replacement of Novell Border Manager firewall with redundant Cisco PIX firewalls. In progress. Implementation and maintenance of network security management/monitoring applications. Ongoing Annual Financial Plan INFORMATION SYSTEMS GOAL: ORGANIZATIONAL SUPPORT OBJECTIVES: Perform daily backup of all data files and maintenance of off site storage. Maintenance of image library of PC hard drives. Maintenance of firewalls as needed and ongoing evaluation of security techniques. Ensure users compliance with existing password policies by conducting periodic audits of passwords. Continued training and certification of Information Systems staff to ensure employees knowledge and skills are at a level that is relevant to the technology utilized by the City of Flagstaff. 137 City of Flagstaff MANAGEMENT SERVICES DIVISION 08 Provide training resources to Information Systems staff to ensure employees knowledge base 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 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 Perform daily backups of all data files and maintenance of off-site storage Installation and testing of City of Flagstaff private wireless network Upgrade of Novell and AS400 operating systems to current versions Replacement of City Hall network switching equipment Replacement of AS400 Timely updates of various applications (HTE, KIVA, RecTrac, etc) Conversion to cluster server technology for critical application Security audit of City’s computer infrastructure Security of City of Flagstaff private wireless network Annual Financial Plan INFORMATION SYSTEMS 138 CY 02 CY03 98% 98% 95% CY04 EST. 95% 99% 99% 95% 95% 100% 100% 100% N/A Completed Completed Completed N/A N/A Completed 25% Completed N/A N/A N/A N/A Completed 25% Completed N/A Completed 95% Completed 12/31/04 12/31/04 50% Estimated 9/30/04 City of Flagstaff MANAGEMENT SERVICES DIVISION 08 INFORMATION SYSTEMS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 645,213 227,943 63,465 $ 936,621 Adopted Budget 2003-2004 $ 744,680 378,260 37,300 $ 1,160,240 Estimated Expenditures 2003-2004 $ 691,373 410,871 54,826 $ 1,157,070 Proposed Budget 2004-2005 $ 817,644 425,420 50,250 $ 1,293,314 Budget-Budget Variance $ 72,964 47,160 12,950 $ 133,074 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION AS 400 CLIENT SERVICES LAN/WAN GIS TOTAL $ 193,031 137,837 162,785 189,412 253,556 936,621 $ 285,247 169,684 172,017 232,701 300,591 1,160,240 $ 227,354 184,357 187,475 286,247 271,637 1,157,070 $ 296,540 181,648 225,172 282,370 307,584 1,293,314 $ 11,293 11,964 53,155 49,669 6,993 133,074 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 953,862 15,567 49,493 165,617 11,514 17,002 80,259 1,293,314 COMMENTARY: The Information Systems operating budget has increased 11% and there are no capital expenditures. Personal Services increases are due the addition of one FTE Computer Tech l $39,344 and to market, merit and insurance increases. Contractual and Commodities increases are for computer maintenance costs of $38,900 plus $14,000 for additional computer equipment. Annual Financial Plan 139 City of Flagstaff MANAGEMENT SERVICES DIVISION 09 MANAGEMENT SERVICES Completed a desk audit with the IRS with no findings on the 1997 General Obligation bonds – arbitrage rebate compliance. Worked with the IT division and various department staff to develop a framework for service delivery. 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. FY 05 GOALS AND OBJECTIVES GOAL: FISCAL HEALTH OBJECTIVES: Complete 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. Continue work with the developer on the evaluation and implementation of the Hotel/Conference center proposals. PROGRAM DESCRIPTION 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. GOAL: QUALITY OF LIFE OBJECTIVES: Provide timely acquisitions of parcels for CIP projects. Implement the results of the May 18, 2004 bond election. FY 04 GOALS AND RESULTS GOAL: FISCAL HEALTH RESULTS: CIP Plan – Worked with CIP on the five-year capital plan for presentation to Council in April. Procurement Code – Worked with CID in the development of the process, procedures and contracts for the use of alternative construction services. This information will be incorporated into the new City’s procurement code. Bonds – Analysis of various bond projects scenarios was performed in addition to economic analysis of the projects for the Council. Bond Advisory task force items have been placed on the May ballot. Bonds – Met with groups throughout the community to educate the public on the bond financing proposals. GOAL: CUSTOMER SERVICE OBJECTIVES: Continue to foster a high level of customer service delivery in all areas. Work with departments on a strategic plan for IT services and technology delivery. FY 04 ADDITIONAL ACCOMPLISHMENTS Maintained current bond ratings. Worked with Alliance members on numerous cooperative purchases. Established a presence on the City’s Web site. Completed the RFP process and awarded a contract for a Comprehensive Energy Audit and Management Program for the City of Flagstaff. Worked with Public Works to restructure the process for securing of street light maintenance services. By changing the process we estimate a cost savings of $60,000 for the first year. Annual Financial Plan 140 City of Flagstaff MANAGEMENT SERVICES DIVISION 09 MANAGEMENT SERVICES PERFORMANCE INDICATORS Complete and process Request for Quotes into purchase orders within ten days from receipt of complete and adequate information from requisition. Have formal bid requests completed and the purchase order issued within 75 days after receipt of al necessary information and a requisition Inventory record accurate CY02 CY03 CY04 EST. N/A N/A 90% N/A N/A 95% N/A N/A 98% EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 641,281 28,362 7,645 $ 677,288 Adopted Budget 2003-2004 $ 704,486 34,623 10,020 $ 749,129 Estimated Expenditures 2003-2004 $ 633,865 32,165 9,843 $ 675,873 Proposed Budget 2004-2005 $ 682,626 36,851 10,145 18,000 $ 747,622 Budget-Budget Variance $ (21,860) 2,228 125 18,000 $ (1,507) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PURCHASING MAIL SERVICES BOND & SURETY ADMIN WAREHOUSE PROPERTY MANAGEMENT TOTAL $ 161,416 327,124 23,098 7,948 80,765 76,937 677,288 $ 196,760 369,393 24,267 75,956 82,753 749,129 $ 145,942 343,799 23,794 6,529 76,238 79,571 675,873 $ 158,190 383,736 42,859 78,455 84,382 747,622 $ (38,570) 14,343 18,592 2,499 1,629 (1,507) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 367,413 23,371 123,979 172,074 1,172 14,540 45,073 747,622 COMMENTARY: The Management Services operating budget has decreased 3% and capital expenditures total $18,000 resulting in a overall decrease of less than 1%. Personal costs have decreased due to the net effect of increases for employee market, merits, and health insurance costs and the elimination of one position in teh division. Capital expenditures of $18,000 is for a automated mailing system. Annual Financial Plan 141 City of Flagstaff MANAGEMENT SERVICES DIVISION 10 TAX, LICENSING, & REVENUE Continue to research the returned mail from sales tax mailers, update the files and reduce wasted postage on tax returns sent to businesses that are no longer in business. Acquired a new software program that allows staff to bill the semi-annual charges for Special Improvement Districts and provide year-end tax information quicker than we were able to before Review and provide analysis of state legislation that financially affects the city. 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 The Tax, Licensing, and Revenue division is responsible for the licensing of new businesses and the collection of delinquent sales tax and business license accounts. Division staff 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, parking tickets, miscellaneous city billings and NSF checks. Staff has the responsibility to bill for the miscellaneous receivable accounts. This division also invests excess funds as allowed by the City Investment Policy. FY 05 GOALS AND OBJECTIVES GOAL: CUSTOMER SERVICE OBJECTIVES: Continue the taxpayer education seminars. Send audit evaluation forms to taxpayers to obtain feedback on our customer service level. Stay up to date on retiree health insurance issues and legislation. GOAL: FISCAL HEALTH OBJECTIVES: Reduce sales tax and miscellaneous receivables delinquencies. Invest city funds and achieve a rate of return exceeding that of the Local Government Investment Pool while investing in low risk investment. FY 04 GOALS AND RESULTS GOAL: CUSTOMER SERVICE RESULTS: Continue the taxpayer education seminars: Held five seminars with 106 attendees for new businesses in conjunction with the Arizona Department of Revenue, Department of Economic Security and Internal Revenue Service. GOAL: FISCAL HEALTH RESULTS: Take an in-depth look at the cost/benefits of scanning sales tax returns and license applications to the Laser Fiche. If this project is feasible it will eliminate the need to store applications and tax returns on sight and provide staff with immediate access to the information on their personal computers. 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 04 will exceed the returns from the investment pool by more than $500,000. FY 04 ADDITIONAL ACCOMPLISHMENTS 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. Annual Financial Plan 142 City of Flagstaff MANAGEMENT SERVICES DIVISION 10 TAX, LICENSING, & REVENUE PERFORMANCE INDICATORS CY01 CY02 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 1,241 28,619 57 1,398 28,750 63 CY04 EST. 1,500 30,475 65 1.1% 1.0% 1.3% 65% 60% 40% 53% 70% 43% 65% 60% 45% EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 429,852 29,368 13,355 $ 472,575 Adopted Budget 2003-2004 $ 447,748 30,200 15,095 $ 493,043 Estimated Expenditures 2003-2004 $ 455,544 34,871 15,053 $ 505,468 Proposed Budget 2004-2005 $ 476,478 39,571 15,225 $ 531,274 Budget-Budget Variance $ 28,730 9,371 130 $ 38,231 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION AUDIT COLLECTIONS LICENSING AND CLERICAL ACCOUNTS RECEIVABLE TOTAL $ 131,701 139,660 90,450 67,710 43,054 472,575 $ 136,637 146,390 95,389 68,216 46,411 493,043 $ 143,291 146,996 95,268 74,674 45,239 505,468 $ 155,569 151,528 99,819 76,549 47,809 531,274 $ 18,932 5,138 4,430 8,333 1,398 38,231 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 435,962 14,715 921 20,632 23,839 35,205 531,274 COMMENTARY: The Tax, Licenses, and Revenue Collection operating budget has increased 8% and there are no capital expenditures. Personal services increases are due to market, merit, and insurance cost increases. Contractual and commodities increases are for travel, postage, Hearing costs and office equipment. Annual Financial Plan 143 City of Flagstaff MANAGEMENT SERVICES DIVISION 11/12 GOAL: FISCAL HEALTH RESULTS: Write a technology plan for the Main and East Flagstaff branches of the Library. This has been accomplished and is an ongoing project. Continue to seek out funding opportunities made by grant making organizations to enhance collections and improve services. A wellness and literacy grant from Libraries for the Future entitled “Family Place” will fund parent/child workshops for families with children 1-3 years and fund the purchase of age appropriate equipment and parenting materials. Users of both branches of the Flagstaff Library and the Tuba City Public Library will benefit from this grant. MISSION 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. FY 04 ADDITIONAL ACCOMPLISHMENTS Approximately 1,301 young people participated in the Summer Reading Program. With the help of dedicated and knowledgeable volunteers and two library staff members, 471 members of public attended 95 computer classes. “Teen Zones” were created with the help of the Teen Council in both the Main Library and East Flagstaff Community Library. Staff applied for Universal Service Fund discounts for telecommunications (e-rate) for Tuba City, Fredonia, and Flagstaff. Approximately savings will be: Tuba City 2,200 Fredonia 1,100 Flagstaff 10,000 Technical Services staff worked with the Reference Manager to evaluate and contain the periodicals collection to make it more accessible usable for the public. The East Flagstaff Community Library is busy and popular, and the partnership with Coconino Community College continues to develop. Library staff created an Internet user fee for people who don’t have or qualify for a Library card. We are collecting approximately 20 – 60 dollars per day. FY 04 GOALS AND RESULTS GOAL: COLLABORATION RESULTS: Work with Flagstaff Medical Center, the Flagstaff Community Foundation, and Literacy Volunteers of Coconino County on a new literacy program. Our new program, “Literacy Begins at Home” will fund distribution of books to low income families through collaboration with various local and Coconino County agencies. GOAL: QUALITY OF LIFE RESULTS: Proactively meet the community’s need for materials and information. By popular request, the Library now has sizable collections of DVD’s and books on CD. Extensive maintenance was done on the collections of materials in all formats in order to make them more usable and up to date. Develop new collections, services and programs for the East Flagstaff Community Library. This library now has a variety of programs for all ages and a new music CD collection. Create an after-school program in the Tuba City Public Library. A new program is about to be launched in cooperation with Libraries for the Future, the Arthur M. Blank Foundation, and the Arizona Community Foundation. Annual Financial Plan LIBRARY FY 05 GOALS AND OBJECTIVES GOAL: COLLABORATION OBJECTIVES: Continue to nurture the Library’s partnership with the Community College, in particular the Small Business Development Center and the Information Resources Center. 144 City of Flagstaff MANAGEMENT SERVICES DIVISION 11/12 Strengthen the relationship with the Nonprofit Resource Center of Northern Arizona and its founding agencies. LIBRARY GOAL: FISCAL HEALTH OBJECTIVES: Develop and configure a comprehensive plan to assist the City of Flagstaff in collection agency billing for lost library materials. Continue to seek out funding opportunities made by grant making organizations to enhance collections and improve services. GOAL: QUALITY OF LIFE OBJECTIVES: Continue to proactively meet the community’s need for materials and information. Recruit and train additional volunteers to assist the public with the use of library computers. Create and promote new programs and services for the public at the East Flagstaff Community Library. DIVISION 11-LIBRARY OPERATIONS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 1,561,749 329,240 394,477 421,704 $ 2,707,170 Adopted Budget 2003-2004 $ 1,604,753 361,625 342,293 158,394 $ 2,467,065 Estimated Expenditures 2003-2004 $ 1,609,702 368,208 322,298 1,150 $ 2,301,358 Proposed Budget 2004-2005 $ 1,756,869 383,723 375,267 348,394 $ 2,864,253 Budget-Budget Variance $ 152,116 22,098 32,974 190,000 $ 397,188 $ $ $ $ $ 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 $ 385,452 589,623 968,210 33,385 29,019 27,985 102,236 5,458 13,993 158,171 393,638 2,707,170 $ 442,557 562,342 1,053,594 48,000 42,050 43,175 102,490 5,500 156,482 10,875 2,467,065 $ 396,936 533,658 943,954 46,543 41,656 34,034 106,923 5,505 176,856 11,322 3,585 386 2,301,358 $ 708,489 588,177 1,081,363 48,000 42,050 62,726 139,910 5,500 177,163 10,875 2,864,253 $ $ 2,864,253 2,864,253 $ 265,932 25,835 27,769 19,551 37,420 20,681 397,188 SOURCE OF FUNDING: LIBRARY FUND COMMENTARY: The Library operating budget has increased 9% and capital expenditures total $348,394 resulting in an overall net increase of 16%. Personal Services increases are due to employee market, merits, insurance cost increases, and the addition of .5 FTE for a Library Assistant I. Major capital (>$10,000) includes carryforward of $18,394 for furniture/millwork/shelving for East Flag Branch, $240,000 for an air conditioning system at Main, $40,000 for bathroom remodel at the main library, and $50,000 for replacement of Palsmobile. Annual Financial Plan 145 City of Flagstaff MANAGEMENT SERVICES DIVISION 11/12 LIBRARY PERFORMANCE INDICATORS CY02 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 CY04 CY03 956,847 278,066 141,055 49,829 3.8 22,816 EST. 972,714 288,237 132,459 51,703 3.8 21,637 981,168 294,002 135,968 52,737 3.7 19,690 DIVISION 12-LIBRARY GRANTS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 67,839 150,662 15,920 $ 234,421 Adopted Budget 2003-2004 $ 68,848 831,486 $ 900,334 Estimated Expenditures 2003-2004 $ 68,848 737,410 31,106 $ 837,364 Proposed Budget 2004-2005 $ 71,198 701,964 37,300 $ 810,462 Budget-Budget Variance $ 2,350 (129,522) 37,300 $ (89,872) $ $ $ $ $ EXPENDITURES BY PROGRAM: CENT'L ORAL HISTORY PROJ COUNTY WIDE PROJECTS LIBRARIES FOR THE FUTURE STATE GRANT-IN-AID 2002 STATE GRANT N AID 2002-03 CHILDREN IN POVERTY 02-03 STATE GRANT-IN-AID 2004 YOUTH ACCESS-TUBA CITY FAMILY PLACE GRANT STATE GRANT-IN-AID 2005 TOTAL $ 2,616 179,989 18,321 2,743 21,638 9,114 234,421 $ 900,334 900,334 $ 810,827 1,256 25,000 281 837,364 $ 773,162 8,500 3,800 25,000 810,462 $ $ 810,462 810,462 $ (127,172) 8,500 3,800 25,000 (89,872) SOURCE OF FUNDING: LIBRARY FUND Annual Financial Plan 146 City of Flagstaff MANAGEMENT SERVICES DIVISION 13 FINANCE AND BUDGET MISSION FY 04 ADDITIONAL ACCOMPLISHMENTS 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. Received the GFOA Distinguished Budget Presentation award for the tenth year in a row. Received the GFOA Certificate of Achievement for Excellence in Financial Reporting for the ninth year in a row. Aided in the implementation of Hazardous Assignment pay for various divisions within the City. Processed and paid one-time salary adjustment to all benefit eligible staff. Monthly capital project reports developed to track financial status. Played integral role in implementing 5 year capital improvements program which was adopted by CTAC and the City Council. Issued procurement cards to 24 additional staff, for a total of 44 staff using procurement cards. Submitted 29 new grant applications in the amount of $3.2 million, receiving grants totaling $1.1 million. Worked with the Flagstaff Unified School District on a collaborative grant application for the Frances Short Pond Restoration project. Submitted information for the 4th year to ICMA for performance measurement 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, citywide switchboard operations, and performance reporting. FY 04 GOALS AND RESULTS GOAL: FISCAL HEALTH RESULTS: GASB Statement No. 34 reporting requirements successfully implemented for the fiscal year ended June 30, 2003. Electronic Personnel Action forms successfully implemented citywide. Efforts continuing to implement the HTE budget system for the FY 2006 budget process. Grant funding dollars maintained in FY 2004. Credit card implementation continues to be researched to assure administrative costs can be effectively managed. User fees continue to be reviewed and implemented with Council direction. User fees implemented in FY 2004 includes residential square footage valuation increases, a Development and Review Board fee, and recreation fee increases. FY 05 GOALS AND OBJECTIVES GOAL: FISCAL HEALTH OBJECTIVES Convert to the HTE budget system. Maintain grant funding at current level. Implement new user fees as directed by Council. Develop plan for retroactive infrastructure valuation to finalize GASB 34 compliance. PERFORMANCE INDICATORS Mandatory fee policy developed User fees implemented as designated by Council Receive one grant for Rio de Flag project Increase number of grant submittals Annual Financial Plan 147 CY02 CY03 NA NA NA NA 6/30/03 NA NA NA CY04 EST. N/A Ongoing 0 29 City of Flagstaff MANAGEMENT SERVICES DIVISION 13 FINANCE AND BUDGET EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 633,472 30,577 20,268 $ 684,317 Adopted Budget 2003-2004 $ 687,593 30,710 18,220 $ 736,523 Estimated Expenditures 2003-2004 $ 681,275 35,232 19,080 $ 735,587 Proposed Budget 2004-2005 $ 734,980 36,635 19,600 $ 791,215 Budget-Budget Variance $ 47,387 5,925 1,380 $ 54,692 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ACCOUNTING PAYROLL ACCTS PAYABLE/ RECEIVABLE BUDGET GRANTS ADMINISTRATION TOTAL $ 92,088 273,769 106,948 120,179 9,456 81,877 684,317 $ 106,350 299,032 112,734 128,703 5,150 84,554 736,523 $ 100,008 296,698 115,326 127,786 7,487 88,282 735,587 $ 125,579 319,202 117,477 136,628 7,525 84,804 791,215 $ 19,229 20,170 4,743 7,925 2,375 250 54,692 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 498,994 52,292 41,078 120,184 242 34,275 44,150 791,215 COMMENTARY: The Finance and Budget operating budget has increased 7% and there are no capital expenditures. Personal Services increase of 6% is due to market, merit and health insurance increases. Contractual and Commodities increase is for Registration and Travel $4,150 and advertising costs of $2,500. Annual Financial Plan 148 City of Flagstaff COMMUNITY DEVELOPMENT DEPARTMENT MISSION The missions of the Community Development Administration, Engineering, Building Inspection, and Planning Divisions are 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. 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 Metropolitan Planning Organization is to develop standards and plans for a transportation system that progressively enables the land use decisions of the region in an atmosphere of consensus and to assist our members in programming capital projects to that end. The mission of the Community Redevelopment Division is to provide community/neighborhood based planning and affordable housing opportunities for residents of Flagstaff, in particular to low to moderate income families so they can continue to thrive in decent housing, a suitable living environment, and enjoy economic opportunity. The Arts & Science Program facilitates the strengthening of Flagstaff’s arts, science and cultural environment through a competitive annual process offering financial support for selected organizations and events. The Public Art program strives to enhance the urban environment through the implementation of various public art projects. The mission of the Stormwater Division is to promote the public health, safety, and general welfare to minimize public and private losses due to flood conditions with the City of Flagstaff and to comply with the applicable stormwater regulations. Annual Financial Plan 149 City of Flagstaff Annual Financial Plan 150 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 03 CAPITAL IMPROVEMENT MISSION FY 04 ADDITIONAL ACCOMPLISHMENTS The Capital Improvements Division provides expertise and efficient, responsible management of resources to deliver a quality program and projects that improve the community of Flagstaff. Fourth Street Rail Crossing project: All project rightof-way secured, Phase I construction nearly complete and Phase II construction started. Soliere Avenue Extension construction completed. Country Club Drive widening construction completed. Leroux Street Paving, in Southside, completed. Completed construction of Sunnyside Phase II. Sunnyside Phase IIIA / West and Arrowhead Sewer completed. Sunnyside Phase IIIB construction started. Sunnyside Phase IV design started. Completed numerous ADA compliance projects: City Hall Rest Room, Jay Lively, Adult Center, Flag Recreation Center, Therapeutic Recreation Center, Cogdill Recreation Center, and the City Court. US 180 water and sewer replacement project completed, in conjunction with ADOT. 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 construction. Railroad FUTS: Thompson to Rio de Flag final design in progress. Corridor Studies: 1) Lone Tree Road and 2) West/Arrowhead are both in progress. FUTS Bridges: Cedar and MNA under design. Citizens Transportation Advisory Committee (CTAC) annual report. Significant upgrade of database for comprehensive 5-year CIP adopted by CTAC and the City Council. On-Call engineering services contracts in place. Construction Manager at Risk contracts developed. CID Project Manager’s Manual completed. Monthly Project Reports developed to track financial status of projects. CID fully staffed as of February 2, 2004. PROGRAM DESCRIPTION The Capital Improvement Division in General Administration produces the City’s 5-year Capital Program, provides project planning and program delivery for Capital Improvement Projects. The Division is responsible for the project planning, programming, design and construction of City facilities and infrastructure in a comprehensive fashion while ensuring an appropriate level of public involvement. FY 04 GOALS AND RESULTS GOAL: CAPITAL IMPROVEMENTS RESULTS: Performance through Project Delivery System: All new project managers have been trained in PDS. All projects being delivered with this system. Delivery of Division Work Program/ Develop Performance Metrics: There are 42 distinct projects, with an FY03/04 budget of $30M, in the annual Work Program. 37 projects are on-track for delivery, 4 projects are on-hold, 1 is well behind schedule (Lone Tree FUTS) and 1 project has been assigned to another Department (NAU Reclaimed Water). Implement Capital Planning Process: Refinements the 5-year Capital Improvements Program for the benefit of the organization. Prospectus Document development allowing a much greater understanding of project scope and requirements at the earliest possible stage. Develop Division Strategic Initiatives for FY 03/04: Sixteen initiatives developed in 5 major categories. All sixteen are either complete or substantially complete. FY 05 GOALS AND OBJECTIVES GOAL: CAPITAL IMPROVEMENTS OBJECTIVE: Well-trained/equipped Team-Centered staff Delivery of Division Work Program Implement Capital Planning Process Implement FY 04/05 & 05/06 Strategic Initiatives GOAL: CUSTOMER SERVICE RESULTS: Conduct public meetings for major projects to engage the public and establish positive working relationships: Numerous public meetings were held, several CityScape Articles published, and thorough weekly reports were submitted to the City Manager each week to ensure a well informed public. Annual Financial Plan 151 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 03 CAPITAL IMPROVEMENT GOAL: CUSTOMER SERVICE OBJECTIVE: Conduct public meetings for major projects to engage the public and establish positive working relationships. 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. CY02 CY03 CY04 EST. 87% 88% 80% NA NA NA 6-04 6-04 90% 6-05 6-05 75% N/A 6 6-05 EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ (255,674) 87,884 25,830 $ (141,960) Adopted Budget 2003-2004 $ (310,291) 104,130 24,950 $ (181,211) Estimated Expenditures 2003-2004 $ (332,369) 109,541 35,224 $ (187,604) Proposed Budget 2004-2005 $ (245,791) 97,730 24,950 $ (123,111) Budget-Budget Variance $ 64,500 (6,400) $ 58,100 $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION $ PROJECT MANAGEMENT ADOT PROJECT COORDINATION HERITAGE SQ STAFF SUPPORT UNPLANNED/UNPROGAMED WORK 5 YEAR CAPITAL PROG DEV TOTAL $ (470,943) 290,152 2,771 40 36,020 (141,960) $ (619,161) 437,950 (181,211) $ (427,271) 191,762 5,104 2,616 40,185 (187,604) $ (628,156) 475,560 7,366 22,119 (123,111) $ $ (123,111) (123,111) $ (8,995) 37,610 7,366 22,119 58,100 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 division is allocated. There are no increases in the operating budget this year. Annual Financial Plan 152 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 14 MPO GOAL: PLANNING FOR GROWTH RESULTS: Cooperate with ADOT on state planning. FMPO has participated fully in MoveAZ State Transportation Plan. Conduct a region-wide safety analysis. Not initiated Develop transit-oriented design standards. Partially completed through Pedestrian – Bicycle Design Guidelines. MISSION To develop standards and plans for a transportation system that progressively enables the land use decisions of the region in an atmosphere of consensus and to assist our members in programming capital projects to meet that end. 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). FY 04 ADDITIONAL ACCOMPLISHMENTS Drafted residential Traffic Management Program for implementation by Traffic Commission and Traffic Engineering section. Developed Transportation Demand Management Program – “Trip Choice” that is proposed for funding by Coconino County in 2005.edestrian and Bicycle Guidelines: Solid direction and example of unified effort for region. Completed Northern Arizona Regional Freight Facility Market Analysis. FY 05 GOALS AND OBJECTIVES FY 04 GOALS AND RESULTS GOAL: CAPITAL IMPROVEMENTS OBJECTIVE: Work with member agencies to better inform and improve the coordination of project delivery and scheduling. GOAL: CAPITAL IMPROVEMENTS RESULTS: By working with member agencies, funds were programmed for traffic signals and bus pullouts. Signal timing plans near complete, installation Spring 2004. Pullout plans complete, construction in Summer 2004. Complete design and start implementation of traffic signal synchronization system. See above. GOAL: COLLABORATION OBJECTIVE: Continue to explore avenues for cooperative planning ventures with ADOT – Transportation Planning Division and Flagstaff District, NACOG, and City and County planning and capital programs. Work with Coconino County Mountain Line to better integrate their system with NAU Mountain Campus Transit. GOAL: COLLABORATION RESULTS: Strengthen the FMPO executive board. Board has been apprised of important federal and state legislation and taken appropriate action. Expand cooperation with ADOT. FMPO reviewed plans for several regional ADOT projects including those on US 180, the East Flag TI, and seismic retrofit bridge plans and worked with ADOT on the Urban Mobility study and signal synchronization. Collaborated with NAU. FMPO added NAU to its TAC and Executive Board, worked with NAU on successful path grant application, and is involved NAU in transit planning. Annual Financial Plan GOAL: PLANNING FOR GROWTH OBJECTIVE: Work cooperatively the City capital Improvement Division on a Lone Tree Corridor Study. Refine the regional traffic model to provide better information for project design purposes. Work with Coconino county mountain Line to produce the next 5-year Transit Plan. 153 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 14 MPO CY02 CY03 CY04 EST. 4 0 4 75% 4 0% 4 75% 4 0% 4 75% 75% 80% 80% 3 0% 100% 2 50% 100% 2 0% 100% 4/03/033 1/15/04 1/15/04 50% 50% 50% Complete Complete Complete 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 7/04 6/04 6/03 6/05 EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 94,390 216,518 4,984 $ 315,892 Adopted Budget 2003-2004 $ 97,230 195,196 5,700 $ 298,126 Estimated Expenditures 2003-2004 $ 103,393 278,809 8,451 $ 390,653 Proposed Budget 2004-2005 $ 105,401 399,935 5,850 $ 511,186 Budget-Budget Variance $ 8,171 204,739 150 $ 213,060 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION SHORT RANGE PLANNING PROG SHORT RANGE DATA COLLECTN LONG RANGE TRANSIT PLAN LONG RANGE "OTHER" TRANSP TOTAL $ 67,555 199,417 8,112 32,570 8,238 315,892 $ 133,292 99,834 30,000 35,000 298,126 $ 51,707 264,975 36,217 27,408 10,346 390,653 $ 123,201 283,025 35,000 69,960 511,186 $ $ 511,186 511,186 $ (10,091) 183,191 5,000 34,960 213,060 SOURCE OF FUNDING: METROPOLITAN PLANNING FUND COMMENTARY: The MPO operating budget has increased 32% and there are no capital expenditures. Personal Services increases are due to employee market, merits, and insurance cost increases. Contractual increases are due to the Model Update, Signal Synchronization and the Freight Study. 2004 carryforward of $63,000 for Signal Synchronization, $40,000 for the Model Update and a $15,000 transfer from the General Fund for the Freight Study also contributed to the increase in Contractuals. The MPO is a 100% grant reimbursed program. There is no major capital (>$10,000) for this division. Annual Financial Plan 154 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 15 ADMINISTRATION MISSION FY 05 GOALS AND OBJECTIVES 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: CUSTOMER SERVICE OBJECTIVES: Continue to have weekly meetings with GFEC and NABA. Continue to have quarterly meetings with Community Builders. Hold quarterly retreats with Development Community. Develop Community Development quarterly newsletter. 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. GOAL: ORGANIZATIONAL SUPPORT OBJECTIVES: Represent City of Flagstaff on FIT Committee. Fulfill City’s term as Chairperson for MPO Technical Advisory Committee (TAC). FY 04 GOALS AND RESULTS GOAL: CUSTOMER SERVICE RESULTS: Met weekly with GFEC and NABA. Met quarterly with Community Builders. Held retreats with Development Community. GOAL: ORGANIZATION SUPPORT RESULTS: Continued to represent City on FIT Committee. Fulfilled City’s term as Chair for FMPO TAC. FY 04 ADDITIONAL ACCOMPLISHMENTS Hosted summer picnic for city employees. Developed and implement Complaint Resolution Process. Reorganize Development Services and Building and Safety Division. Building and Safety and Development Services have been combined into one division. Scheduled weekly meetings with the Northern Arizona Homebuilders. Meetings held weekly on Friday mornings. Have held quarterly meetings with the Community Builders. Meetings are now held on the first month of each quarter with Community Builders and City staff. Held one-day retreat with building community in November. Retreats will now be held quarterly. Annual Financial Plan 155 City of Flagstaff 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 CY02 CY03 NA NA NA NA NA NA CY04 EST. 100% 100% 100% 80% 80% 98% NA NA 100% NA NA NA EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 216,480 2,156 8,442 $ 227,078 Adopted Budget 2003-2004 $ 193,095 5,270 8,830 $ 207,195 Estimated Expenditures 2003-2004 $ 195,307 4,165 7,227 $ 206,699 Proposed Budget 2004-2005 $ 259,982 11,270 6,150 $ 277,402 Budget-Budget Variance $ 66,887 6,000 (2,680) $ 70,207 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COUNCIL AND COMMISSIONS TOTAL $ 158,044 69,034 227,078 $ 134,162 73,033 207,195 $ 133,666 73,033 206,699 $ 202,697 74,705 277,402 $ $ 277,402 277,402 $ 68,535 1,672 70,207 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Community Development Administration operating budget has increase 34%. Personal Services and Contractual have increased due to the transfer from the CIP Division of one FTE, the Deputy Community Development Director. There is no major capital (>$10,000) for this division. Annual Financial Plan 156 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 16 ENGINEERING MISSION FY 04 ADDITIONAL ACCOMPLISHMENTS 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. Reviewed and improved civil construction plans and permitting of private development projects having a total value of more than $11 million during calendar year 2003. Continued plan review tracking spreadsheet that assesses established review time frames and provided to Council monthly. Provided engineering inspection services on all private development projects. Provided materials testing services on all private development projects. Produced in-house traffic studies for use by the Traffic Commission. Submitted FEMA-Riverine Study field survey to FEMA Consultant. 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. FY 05 GOALS AND OBJECTIVES FY 04 GOALS AND RESULTS GOAL: CUSTOMER SERVICE OBJECTIVES: Administer Flagstaff Metropolitan Planning Organization (FMPO). Responsive to needs of the citizens, Council, Manager, and City departments and divisions. GOAL: CUSTOMER SERVICE RESULTS: Measure and assess plan review quantities and percentages of on-time reviews. Ongoing Develop a traffic service request tracking system Ongoing. GOAL: QUALITY OF LIFE OBJECTIVES: Understandable and current standards and procedures. Review private development and capital improvements construction plans for compliance with Arizona Department of Environmental quality requirements. GOAL: QUALITY OF LIFE RESULTS: Ensure that the construction of projects meets the minimum standards required by the City. Ongoing Deliver quality materials testing that will result in a product of lasting value to our citizens. Ongoing Provide surveying and mapping services and information to the development community. Ongoing GOAL: GOAL: ECONOMIC DEVELOPMENT/ REDEVELOPMENT OBJECTIVES: Review of all private development projects, public improvements, and citizen concerns for compliance with applicable City code and engineering standards. RESULTS: 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. Ongoing Provide Rio de Flag Flood Control Project delivery and coordination with U.S. Army Corps of Engineers in accordance with Project Management Plan. Ongoing Annual Financial Plan ECONOMIC DEVELOPMENT / REDEVELOPMENT 157 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 16 ENGINEERING 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 Reduce and maintain Second Order, Class One GPS control network adequate for urban development Perform 10% 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 CY02 CY03 CY04 EST. 299 158 123 11,550 81% 303 110 93 11,644 85% 300 120 110 12,000 92% 7/1/02 50% 100% 93% 92% 93% 93% 94% 93% 6/30/03 0% 0% 90% 10% 10% 100% 100% 100% 7/31/03 0% 0% EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 1,290,466 229,275 55,698 5,896 $ 1,581,335 Adopted Budget 2003-2004 $ 1,325,090 130,469 35,170 $ 1,490,729 Estimated Expenditures 2003-2004 $ 1,076,462 127,218 38,738 $ 1,242,418 Proposed Budget 2004-2005 $ 1,258,412 97,772 42,170 20,000 $ 1,418,354 Budget-Budget Variance $ (66,678) (32,697) 7,000 20,000 $ (72,375) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COUNCIL AND COMMISSIONS PRIVATE DEVELOPMENT ENGR TRAFFIC ENGINEERING PUBLIC WORKS INSPECTION MATERIALS TESTING SURVEY STORMWATER MANAGEMENT ADEQ PLAN APPROVAL TOTAL $ (81,962) 343,607 197,216 464,357 106,959 210,994 338,958 1,206 1,581,335 $ 267,936 328,208 214,464 254,740 90,941 328,701 5,739 1,490,729 $ 15,726 327,591 209,933 259,880 96,703 326,831 15 5,739 1,242,418 $ 249,208 1,050 335,132 218,425 343,377 121,933 137,664 11,565 1,418,354 $ (18,728) 1,050 6,924 3,961 88,637 30,992 (191,037) 5,826 (72,375) SOURCE OF FUNDING: GENERAL FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND $ $ 211,384 698,847 508,123 1,418,354 COMMENTARY: The Engineering operating budget has decreased 6% and capital expenditures total $20,000 resutling in an overall net decrease of 5%. The decreases are due to the 2.75 position reductions and their related expenditures. Major capital (>$10,000) consists of a $20,000 replacement of a 1/2 ton pickup for the Inspection Program. Annual Financial Plan 158 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 17 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 using written instructions. Guidelines for exempting various projects from Development Review Board requirements has been posed to staff for acceptance, still in review. Transition to automated communication system met with initial opposition by both internal and external customers; however, the ability to provide services has continued with little or no impact. 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. PROGRAM DESCRIPTION The Building & 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 are a primary contact for citizen questions and run a front counter customer operation. GOAL: FISCAL HEALTH RESULTS: City Council approved a 30% increase in permit fees for residential and adoption of the Building Standards in December 2003. Alignment of fees was consistent with Coconino County increases in August 2003. City Council approved an administrative processing fee of $250 with exceptions for Concept Plan review and Site Plan review initiated on 21 January 2004. Detailed instructions and conversion of switchboard operations was implemented in June of 2003. Cost of $3,500 for one-time installation replaced the $32,000 annual salaries of two part-time employees FY 04 GOALS AND RESULTS GOAL: PUBLIC SAFETY RESULTS: Training for the Building and Safety personnel to adequately enforce the 2003 International Codes and the 2002 National Electric Code. Majority of personnel sent to ICC classes in Phoenix. Implementation of new Building Codes through City Council adoption of new ordinance is scheduled for May 2004. Draft and implement agreement with Coconino County for use of Gray water systems within the City limits. FY 04 ADDITIONAL ACCOMPLISHMENTS 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 semi-annual meetings 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; Hilland Motel has been removed. Continued to be a key member of the Flagstaff Interagency Taskforce for Safe Housing. Continued integration of Development Services and Building Division with Planning and Engineering. Successful remodel of front counter under estimated budget amount. Implement an automated switchboard operation. Successful completion and implementation of Complaint Resolution Process in accordance with EMT guidelines. GOAL: CUSTOMER SERVICE RESULTS: 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. Attend regular Friday meetings with NABA and guest builders to improve services. Reduction of confusion about process and rules has resulted in at least a 75% success rate with builders (based on number of complaints reviewed and resolved). Streamlining of “small project” review by the Building Official has kept review (despite the same number of projects being submitted) to between 2-3 weeks. [Previous years had seen peaks of 7-8 weeks during mid-construction season]. Annual Financial Plan BUILDING & DEVELOPMENT SERVICES 159 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 17 BUILDING & DEVELOPMENT SERVICES Attend regular Friday meetings with NABA and guest builders to improve services. Continue the streamlining of “small project” review by including commercial projects and using the Building Safety Manager in the review process. 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. Publish an inclusive Development Guide for potential clients to obtain information on what to do, how much it will cost, when it has to be done. Change the structure of the organization to provide a single point of contact for developers that includes all questions about a project (this will require additional resources and personnel) when the budget will allow for expansion. FY 05 GOALS AND OBJECTIVES GOAL: PUBLIC SAFETY OBJECTIVES: Provide minimum standards to safeguard life or limb, health, property and public welfare by regulating the construction, quality of materials, use and occupancy, location and maintenance of all buildings and structures within this jurisdiction by: Review and improve the Gray Water standards to provide greater flexibility in the use of an existing natural resource. Continue to identify and eliminate problem structures within the City limits. Review the implementation of the International Building Codes and obtain public/professional input to the effectiveness of new codes. GOAL: FISCAL HEALTH OBJECTIVES: Continue the annual review of Building fees with a routine update provided at the beginning 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. GOAL: CUSTOMER SERVICE OBJECTIVES: Work with information Services for obtaining an interactive web site for customers to review inspection results and track projects. Work with internal management to consolidate the building inspectors with the rest of Building and Development Services to provide better access by the general public and contractors for information. 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. PERFORMANCE INDICATORS (Building) 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 CY02 CY03 CY04 EST. 2,427 99% 100% 100% 2,431 94% 98% 100% 2,225 91% 95% 100% 5 6 10 90% NA 92% NA 92% 100% NA 75% 100% NA COMP N/A * 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. ** Due to the reduction of available single family building lots projected for 2004-2005, we anticipate a reduction in the number of issued building permits. Annual Financial Plan 160 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 17 BUILDING & DEVELOPMENT SERVICES *** Without increase in personnel for doing inspections, when the new Flagstaff East Gateway project comes on line in late 2004 and reviewing the number of major construction projects anticipated (Convention Center, USGS campus), we anticipate that the number of daily inspections during peak construction time (May through October) may either require over-time or more staff. PERFORMANCE INDICATORS (Counter Operations) CY02 CY03 CY04 EST. Continue to improve front counter operations by issuing permits within scheduled review timeframes 95% 96% 97% 90% 100% 95% 100% 100% 95% N/A 100% 95% 94% 96% 96% NA 20% NA 15% NA 65% 90% 75% NA 95% 95% 100% Install and implement Permit Tracking system: Percent of employees trained in use of system Project information installed on system Distribute and collect customer service evaluations daily. Customers satisfied with review process. Verify permit issuance is consistent Staff proficiency attained in KIVA Vision software Implement “small permit” process Apply the new Design Review Guidelines and application process EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 782,866 65,378 27,048 $ 875,292 Adopted Budget 2003-2004 $ 830,788 51,445 35,870 $ 918,103 Estimated Expenditures 2003-2004 $ 872,513 51,495 35,820 $ 959,828 Proposed Budget 2004-2005 $ 924,998 51,943 37,770 $ 1,014,711 Budget-Budget Variance $ 94,210 498 1,900 $ 96,608 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ON-SITE FIELD INSPECTION PLAN REVIEW TOTAL $ 271,800 435,782 167,710 875,292 $ 286,425 453,543 178,135 918,103 $ 327,524 454,169 178,135 959,828 $ 312,732 514,514 187,465 1,014,711 $ $ 1,014,711 1,014,711 $ 26,307 60,971 9,330 96,608 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Building Inspection operating budget has increased 11% and there are not capital expenditures. Personal Services increases are for employee market, merit, insurance, and an additional 1 FTE for and Inspector I. Annual Financial Plan 161 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 18 GOAL: AFFORDABLE HOUSING RESULTS: Completed 2004/2005 Annual Action Plan and received Council and HUD approval. Completed CDBG Consolidated Annual Performance and Evaluation Report and received satisfactory performance evaluation from HUD Completed and entered into development agreements for Rio Homes and Ponderosa Homes with mixed income residential housing. Provided Adult Day Care assistance to 120 individuals and their caregivers. 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. 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. GOAL: QUALITY OF LIFE AND PLANNING GROWTH RESULTS: Public hearing held by Planning and Zoning Commission for Traditional Neighborhood Design (TND) amendment – currently pending at City Council. Completed first draft of Big Box Ordinance. Propose schedule for public hearing and adoption process. Design, print and distributed color illustrated public art pamphlet. Completed concept for McMillan Mesa open space (with consultant). The Flagstaff Area Regional Land Use and Transportation Plan was prepared with hyperlinks for posting on the City’s web site; and the Plan has been made available via hard copy and CD. Developed informational materials, including fact sheets, ballot questions and publicity pamphlet, 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 demonstrating and explaining the background, issues, benefits and costs associated with the proposed open space projects. Administered the Design Review Guidelines. Annual Financial Plan ECONOMIC DEVELOPMENT/ REDEVELOPMENT RESULTS: A Request for Qualifications and Proposals was prepared and sent to a list of consultants on 1-262004. A consulting firm was selected to provide professional planning and consulting services with specific expertise in land use planning, historic preservation, urban and mixed-use design and architecture, in order to prepare specific plans, urban design and architectural concepts for redevelopment of the Southside. Issued a Request for Proposals for the Downtown Gateway West Project. Feasibility study underway for Conference Center and Hotel. Marketed Auto Park parcels to dealers and obtained initial Letters of Intent. Issued a Request for Proposal for City-owned property located on Fourth Street. FY 04 GOALS AND RESULTS GOAL: PLANNING FY 04 ADDITIONAL ACCOMPLISHMENTS During the period from July 1, 2003 through January 31, 2004, the Current Planning Staff reviewed 67 Informal Development Review Board (DRB) items, 75 Formal DRB items, and 17 Planning and Zoning Commission (P&Z) items. Totals for calendar year 2003 are as follows: 144 Informal DRB items, 162 Formal DRB Items, and 37 P&Z items. Enforcement activities kept up-to-date with appropriate responses, including approximately 184 enforcement letters sent (68 for zoning, 67 for signs, 49 for lighting), 90% corrections made. 904 single-family, remodels and manufactured housing permits reviewed. Design complete (by City consultant) for US 89 path/streetscape, Railhead to Snowflake Stabilization and repainting of Two Spot historic train complete. 162 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 18 revitalization activities to the Southside and Plaza Vieja neighborhoods. 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. Provide a homebuyer education program in conjunction with loans for down payments and closing costs for low- and middle-income first time homebuyers. FY 05 GOALS AND OBJECTIVES GOAL: QUALITY OF LIFE AND PLANNING GROWTH OBJECTIVES: Continuation of public art program Reclamation, identification and enhancement of cityowned open space, including selected acquisitions in conjunction with planned FUTS project corridors throughout the city. Prepare an annual report that documents the progress made towards implementing the Regional Plan. Implement the City’s urban open space program to protect lands within the urban growth boundary. Provide urban design projects to improve and enhance appearance of Flagstaff streetscape projects. Provide urban design projects to improve and enhance the appearance of Downtown Flagstaff. GOAL: ECONOMIC DEVELOPMENT/ REDEVELOPMENT OBJECTIVES: Stone Container site redevelopment as a mixed-use site. Development of the Flagstaff Conference Center. Agreement with Westcor on design and tenanting of Mall expansion. Work with ADOT on Country Club/Route 66/ US 89 interchange. USGS Science and Technology Park and USGS campus expansion. GOAL: AFFORDABLE HOUSING OBJECTIVES: Develop a neighborhood urban design plan for the Southside Complete/implement Sunnyside neighborhood revitalization strategy and expand neighborhood PERFORMANCE INDICATORS Construction complete for Route 66 path/streetscape, Enterprise to Arrowhead. Actively coordinate with Army COE on design and costs of Rio project enhancements/betterments & FUTS through downtown. Continue local artist exhibits at City Hall and Airport. Presentation by Open Space Commission of Open Space Projects. In conjunction with County staff and 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. Prepare an Open Space Long Range Management Plan For The City of Flagstaff in collaboration with the Open Spaces Commission and other natural resource professionals from the community. Annual Financial Plan PLANNING 163 FY03 FY04 FY05 EST. N/A N/A 06/30/05 N/A N/A 06/30/05 N/A N/A N/A N/A 06/30/05 06/30/05 N/A N/A 06/30/05 N/A N/A 06/30/05 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 18 PERFORMANCE INDICATORS (CONTINUED) In collaboration with an urban design consulting firm and the Southside community, a Southside master plan is prepared that includes tools and strategies for redevelopment, parking, internal circulation and bikeways circulation; design concepts that address a university town center and/or missed use development concept; market analysis of the commercial corridors; property cost analysis for development projects; infill guidelines; streetscape designs; and land uses. Complete, obtain HUD approval and begin to implement the Sunnyside Neighborhood Revitalization Strategy. Participate in neighborhood planning processes for all four target neighborhoods, as requested by neighborhood stakeholders or City Council 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. Rehabilitate 12 homes owned and occupied by low and moderateincome persons. Provide Emergency Repair assistance to 14 homes owned and occupied by low and moderate-income persons Procure non-profit services to operate homebuyer assistance programs that make 50 loans. Stone Container site under contract by private developer with design and rezoning; Private developer closes upon rezoning. Conference Center feasibility study and Traffic Impact Analysis completed. Conference Center project is feasible and Development Agreement approved. Construction of the Mall expansion by Westcor initiated. Tenants secured for Mall expansion. Approval of Country Club/Route 66/Highway 89 design by ADOT and moving timetable forward for construction. Agreement with the General Services Administration on a Master Plan Implementation for USGS Science & Technology Park and Campus expansion. Issuance of a Request for Proposals for the private portion of USGS development. Responses received on RFP’s for USGS Park & Campus Expansion and development plan in place. Annual Financial Plan 164 PLANNING FY03 FY04 FY05 EST. N/A N/A 06/30/05 N/A N/A 06/30/05 N/A N/A 06/30/05 N/A N/A 06/30/05 N/A N/A 06/30/05 N/A N/A 06/30/05 N/A N/A 06/30/05 N/A N/A 06/30/05 N/A N/A 06/30/05 N/A N/A 06/30/05 N/A N/A 06/30/05 N/A N/A N/A N/A 06/30/05 06/30/05 N/A N/A 06/30/05 N/A N/A 06/30/05 N/A N/A 06/30/05 N/A N/A 06/30/05 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 18 PLANNING EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 942,922 33,571 24,745 $ 1,001,238 Adopted Budget 2003-2004 $ 965,775 113,365 32,700 $ 1,111,840 Estimated Expenditures 2003-2004 $ 958,545 29,577 32,365 $ 1,020,487 Proposed Budget 2004-2005 $ 1,094,713 116,865 32,280 $ 1,243,858 Budget-Budget Variance $ 128,938 3,500 (420) $ 132,018 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION DEVELOPMENT REVIEW ADVANCED PLANNING ZONING ADMINISTRATION REDEVELOPMENT HOUSING COMMISSIONS TOTAL $ 251,403 320,744 132,021 159,158 82,807 55,105 1,001,238 $ 347,524 336,710 135,054 166,858 125,694 1,111,840 $ 256,122 336,720 135,091 166,858 119,638 6,058 1,020,487 $ 372,164 351,104 88,691 176,654 141,190 109,725 4,330 1,243,858 $ 24,640 14,394 (46,363) 9,796 15,496 109,725 4,330 132,018 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 781,362 45,594 114,944 162,435 6,139 25,226 108,158 1,243,858 COMMENTARY: The Planning operating budget has increased 13% and there are no capital expenditures. Personal Services increases are due to the addition of 1 FTE, Housing Manager. The increase costs for employee market, merit, and insurance costs also contributed to the increase in Personal Services. Annual Financial Plan 165 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 31 AFFORDABLE HOUSING DEVELOPMENT AND NEIGHBORHOOD CONSERVATION Acquired one parcel of property in Sunnyside for the construction of one unit of affordable housing. Completed construction of four affordable owneroccupied homes. Rehabilitated and sold one affordable home. Completed development plans for sixteen affordable owner-occupied homes and started construction. Completed eight owner-occupied housing rehabilitation projects. Assisted thirty-eight low- and middle-income first time homebuyers. Completed and entered into development agreements for Rio Homes and Ponderosa Homes with mixed income residential housing. Developer started construction on Rio Homes project Provided eviction/foreclosure prevention assistance to 80 households. Provided Adult Day Care assistance to 120 individuals and their caregivers Participated in neighborhood planning processes for all four target neighborhoods. (Southside, Pine Knoll, Sunnyside, Plaza Vieja) MISSION The mission of the Housing Section is to provide community/neighborhood based planning and affordable housing opportunities for residents of Flagstaff, in particular low to moderate income families, so they can continue to thrive in decent housing, a suitable living environment and enjoy economic opportunity. PROGRAM DESCRIPTION The City Housing Section administers the Community Development Block Grant Entitlement program; provides technical assistance to neighborhood organizations; designs and implements new affordable housing programs as funding allows; provides information to the community and city council as requested on affordable housing issues; and facilitate public participation in the creation of numerous community planning documents. FY 04 ACCOMPLISHMENTS PLANNING AND ADMINISTRATION Completed 2004/2005 Annual Action Plan and received Council and HUD approval. Completed Sunnyside Neighborhood Revitalization Strategy and received Council approval. Completed CDBG Consolidated Annual Performance and Evaluation Report and received satisfactory performance evaluation from HUD. Completed on-site monitoring visit from HUD with no findings and only minimal suggestions. Implemented system to apply HUD’s new race/ethnicity requirements. Completed a new Analysis to Impediments to Fair Housing and submitted for HUD approval. Applied for and received Federal HOME funds and State Housing Trust Funds from the Arizona Department of Housing Met all HUD spending requirements Participated in and completed CDBG Integrated Disbursement Information System (IDIS) clean-up Attended the Institute for Community Economics land trust for affordable housing conference and training Initiated request for technical assistance from HUD to form community land trust in the City of Flagstaff Placed all program descriptions, applications and appropriate documents on the web. Held second successful community fair housing educational event Annual Financial Plan COMMUNITY REDEVELOPMENT FY 05 GOALS AND OBJECTIVES GOAL: AFFORDABLE HOUSING AND /REDEVELOPMENT OBJECTIVES: Perform the planning work necessary to increase affordable housing production capacity by: Complete all planning documents associated with funding sources and any additional documents as requested by council. Complete/Implement Sunnyside Neighborhood Revitalization Strategy and Expand Neighborhood Revitalization Activities To The Southside And Plaza Vieja Neighborhoods. Assist In Completion Southside Neighborhood Planning Create A Community Land Trust Structured As A Private Non-Profit Organization For The Purpose Of Building Affordable Homes Preserving Public Investment In Land. Increase Equal Housing Opportunity In Flagstaff. 166 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 31 COMMUNITY REDEVELOPMENT Increase the supply of affordable housing by: Complete The Construction Of New Affordable Homes On Previously Purchased Redevelopment And Infill Properties. Acquire Vacant And/Or Dilapidated Properties For The Construction Of New Affordable Homes. Develop Affordable Housing Opportunities For City-Owned Properties. Preserve the existing affordable housing stock while decreasing substandard housing conditions by: Rehabilitate Homes Owned By Low And Moderate-Income Homeowners. Increase Grant Funds Available For Existing And New Affordable Housing Programs. Provide A Homebuyer Education Program In Conjunction With Loans For Down Payments And Closing Costs For Low- And MiddleIncome First Time Homebuyers. EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 39,385 955,765 2,854 11,960 $ 1,009,964 Adopted Budget 2003-2004 $ 94,476 2,282,295 3,500 $ 2,380,271 Estimated Expenditures 2003-2004 $ 94,476 625,036 1,351 37,708 $ 758,571 Proposed Budget 2004-2005 $ 51,634 4,260,780 5,400 $ 4,317,814 Budget-Budget Variance $ (42,842) 1,978,485 1,900 $ 1,937,543 $ $ $ $ $ EXPENDITURES BY PROGRAM: REVOLVING LOAN GEN FUND CDBG ENTITLEMENT ADMIN LAND ACQUISITION-GF AZ HOUSING TRUST FUNDS HOME GRANT AFFORDABLE HOUSING DEVELP CDBG-REHAB OF ACQ HOMES CDBG-ACQUISTION FOR REHAB CDBG-NEIGH REV/HSG CONSTR CDBG-PUBLIC IMPROVEMENTS CDBG LAND ACQUISITION CDBG HOUSING REHAB CDBG MISC PROJECTS CDBG NEIGH REV/HSG REHAB CDBG HOME BUYERS ASSIST CDBG ECONOMIC DEVELOPMENT TOTAL $ 350,000 52,611 15,103 199,741 22,559 176 190,724 28,139 14,792 136,119 1,009,964 $ 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 $ 269,264 123,281 44,907 102,490 3,605 107,862 56,568 50,594 758,571 $ 307,400 171,094 1,573,177 153,890 509,990 150,000 27,000 15,500 218,000 382,981 276,000 234,000 175,000 123,782 4,317,814 $ $ 4,317,814 4,317,814 $ 14,136 24,567 1,573,177 153,890 209,990 50,000 (26,900) (37,500) 36,000 61,395 (427,400) (21,000) 139,000 64,406 123,782 1,937,543 SOURCE OF FUNDING: COMMUNITY REDEVELOPMENT FUND COMMENTARY: The Community Redevelopment operating budget has increased 81% and there are no capital expenditures. Personal Services decrease is due to the net effect of increases due to the employee market, merit, and insurance costs along with a decrease of time charged to the grant program from the Housing Specialist. Contractuals and Commodities increased is due to carryover of grant funded projects, carryover of land acquisition budget, and additional grant awards. Annual Financial Plan 167 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 71 ARTS AND SCIENCE MISSION FY 04 GOALS AND RESULTS The Arts & Science program facilitates the strengthening of Flagstaff’s arts, science and cultural environment through a competitive annual process offering financial support for selected organizations and events. The Public Art program strives to enhance the urban environment through the implementation of various public art projects. GOAL: COLLABORATION RESULTS: Conducted third annual competitive grant process through Flagstaff Cultural Partners, the contracted service provider. Awarded financial grants to 35 local organizations and local events. Awarded totaled $275,000. Monitored performance of grantee organizations to ensure compliance. Prepared and distributed a full report on awards and activities to the City Council. The Public art Advisory Committee evaluated proposals for a local artist project and recommended a project to be installed in Heritage Square in 2004. PROGRAM DESCRIPTION The Arts & Science program is funded by a dedicated portion of BBB taxes. The program has been in existence for 11 years, and is administered through a service contract with Flagstaff Cultural Partners. Financial support is administered through an annual budget item for competitive grants to local arts, science and cultural organizations and events. This process is managed by FCP through its Arts & Science grant evaluation panel. Proposals are scored and discussed and a list of recommended grants is sent to the FCP Board for approval usually in June. FY 05 GOALS AND OBJECTIVES GOAL: COLLABORATION OBJECTIVES: Review contract status with service provider (FCP) and either extend contract or competitively re-bid for FY05-07. Review performance of FY04 grant evaluation and selection process and revise as appropriate. Conduct FY05 competitive grant funding process, consisting of releasing RFP in January, scoring of applications in April, recommendations on funding awards in May, and FCP Board approval in June. The Public Art Advisory Committee will decide on its next project, conduct an appropriate competitive process, and recommend approval of the selected project to the City Council. Public art projects are recommended to the City Council by the City’s Public Art Advisory Committee, based on its annual budget allocation and other funding as available. Three major public art installations have been completed since 1998. Annual Financial Plan 168 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 71 ARTS AND SCIENCE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 804 363,165 182 $ 364,151 Adopted Budget 2003-2004 $ 1,532 371,658 150 $ 373,340 Estimated Expenditures 2003-2004 $ 2,152 330,045 271 $ 332,468 Proposed Budget 2004-2005 $ 556 409,000 150 $ 409,706 Budget-Budget Variance $ (976) 37,342 $ 36,366 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION CONTRACTUAL SERVICES PUBLIC ARTWORK FCP ADMINISTRATION TOTAL $ 228 310,000 8,923 45,000 364,151 275,000 53,340 45,000 373,340 $ $ 89 275,000 12,379 45,000 332,468 $ 280,000 84,706 45,000 409,706 $ $ 409,706 409,706 5,000 31,366 36,366 $ SOURCE OF FUNDING: ARTS AND SCIENCE FUND COMMENTARY: The Arts & Science operating budget has increased 10% and there are no capital expenditures. The primary reason for the increase in contractuals is due to carryover for Public Art. COMMUNITY DEVELOPMENT DIVISION 73 BEAUTIFCATION ADMIN EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 72,667 4,356 2,474 $ 79,497 Adopted Budget 2003-2004 $ 78,761 6,550 2,600 $ 87,911 Estimated Expenditures 2003-2004 $ 81,102 3,827 1,748 $ 86,677 Proposed Budget 2004-2005 $ 83,104 5,450 2,600 $ 91,154 Budget-Budget Variance $ 4,343 (1,100) $ 3,243 $ $ $ $ $ $ $ $ 91,154 91,154 $ $ $ $ 91,154 91,154 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TOTAL 79,497 79,497 87,911 87,911 86,677 86,677 3,243 3,243 SOURCE OF FUNDING: BEAUTIFICATION FUND COMMENTARY: The Beautification operating budget has increased 4% with no capital expenditures. Personal Services increases are due to the employee market, merit, and insurance cost increases. Annual Financial Plan 169 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 98 STORMWATER Review of all private development projects, public improvements, and citizen concerns in a timely manner. MISSION The mission of the Stormwater Division is to promote the public health, safety and general welfare, to minimize public and private losses due to flood conditions within the City of Flagstaff, and to comply with the applicable stormwater regulations. GOAL: QUALITY OF LIFE OBJECTIVES: Ensure that the construction of projects meets the minimum standard required by the City. Maintain the city’s eligibility in the National Flood Insurance Program and obtain best achievable flood insurance costs for the public. Adherence to the NPDES Phase II compliance schedule. PROGRAM DESCRIPTION The Stormwater Department includes: administration, utility management, engineering, customer service, and plan review components. GOAL: ECONOMIC DEVELOPMENT/ REDEVELOPMENT OBJECTIVES: Completion of the design of the Rio de Flag flood control project. Completion of reconciliation of unbilled stormwater utility accounts. FY 05 GOALS AND OBJECTIVES GOAL: CUSTOMER SERVICE OBJECTIVES: Respond in a timely manner to requests or needs of citizens, Council, Manager, and City departments and divisions. EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ $ - Adopted Budget 2003-2004 $ 275,928 164,244 4,362 $ 444,534 Estimated Expenditures 2003-2004 $ 259,497 154,326 27,107 $ 440,930 Proposed Budget 2004-2005 $ 295,795 550,221 9,832 $ 855,848 Budget-Budget Variance $ 19,867 385,977 5,470 $ 411,314 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ENG. & MASTER PLANNING OPERATIONS TOTAL $ - $ 143,513 301,021 444,534 $ 250,738 190,192 440,930 $ 279,157 350,000 226,691 855,848 $ $ 855,848 855,848 $ 135,644 350,000 (74,330) 411,314 SOURCE OF FUNDING: STORMWATER UTILITY FUND COMMENTARY: The Stormwater Utility operating budget has increased 93% and capital expenditures are captured in Divisions 34 and 99. Personal Services increases are due to market, merit, and insurance increases. Contractual increases are due to the one time expense to complete the Stormwater Master Plan and an increase in the ongoing general drainage program. Capital projects proposed for FY 2005 include the completion of the 6th Avenue Detention, improvements to Walnut Meadows, and the Rio de Flag project including parking consideration. Annual Financial Plan 170 City of Flagstaff 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 171 City of Flagstaff Annual Financial Plan 172 City of Flagstaff FIRE DIVISION 21 Conducted joint training exercise with Burlington Northern Railroad. Completed Fuel Management projects, which provided for the thinning of 680 acres and prescribed burning of 1016 acres. Completed two multi-agency incident drills. Conducted regional High Rise firefighting training. Increased the number of fire protection contracts, and increased the contract service rates. Increased service fees for response to Hazardous Materials incidents. 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. FY 05 GOALS AND OBJECTIVES 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. FY 04 GOALS AND RESULTS GOAL: PUBLIC SAFETY RESULTS: Hired and trained four new Firefighters, assigned them to Operations Division. Obtained a $296,000 grant from the Local emergency Planning Committee to purchase a Special Operations Truck. Participation in a joint agency committee to improve dispatch/communication services in the City alarm center. Received $64,000 in grants from the LEPC to purchase equipment to enhance response to WMD incidents. Completed a regional risk assessment in conjunction with the Office of Domestic Preparedness. Taught cardiopulmonary resuscitation (CPR) to 215 citizens. The department conducted 2,300 training sessions and completed 19,440 man-hours of training. 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. Annual Financial Plan FIRE 173 CY02 CY03 CY04 EST. 97.8% 99.5% 99.5% 100% 100% 100% 609 acres 1,126 acres 428 acres 1,472 acres 680 acres 1,016 acres 600 acres 800 acres 750 acres City of Flagstaff FIRE DIVISION 21 FIRE CY02 CY03 CY04 EST. 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 226 100% 500 100% 500 100% 100% 100% 100% 100% 2 completed 100% 100% 1 completed 100% 100% 2 completed PERFORMANCE INDICATORS (continued) 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. EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 6,124,524 214,090 323,109 668,782 $ 7,330,505 Adopted Budget 2003-2004 $ 6,330,825 238,853 331,713 82,840 $ 6,984,231 Estimated Expenditures 2003-2004 $ 6,373,862 252,761 315,470 82,840 $ 7,024,933 Proposed Budget 2004-2005 $ 6,658,457 297,150 364,447 561,050 $ 7,881,104 Budget-Budget Variance $ 327,632 58,297 32,734 478,210 $ 896,873 $ $ $ $ $ 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 2004 EXTRACTION AIRBAG FIRE SAFETY & PREVENTION TOTAL $ 497,180 214,970 84,253 6,176,322 90,001 91,718 95,457 29,802 8,010 30,473 12,319 7,330,505 $ 949,221 230,914 97,760 5,349,832 14,000 156,218 30,928 155,358 6,984,231 $ 512,413 231,072 93,368 5,829,693 (3,212) 593 155,967 23,756 176,783 4,500 7,024,933 $ 1,086,557 244,757 81,640 6,053,315 65,502 159,672 51,805 101,452 36,404 7,881,104 $ $ 7,881,104 7,881,104 $ 137,336 13,843 (16,120) 703,483 51,502 3,454 51,805 (30,928) (53,906) 36,404 896,873 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Fire operating budget has increased 6% and capital expenditures total $561,050 resulting in an overall net increase of 13%. Personal Services increases are due to retirement contributions, market, merit, and insurance increases. Contractual increases are travel, registration, medical fees and equipment maintenance. Commodities increases are computer software and safety supplies. Major capital (>$10,000) includes a Type 1 Engine-replacement $404,500, an air compressor $35,000, two thermal imaging camera's $22,000, a diesel exhaust system $54,550, and emergency operations center equipment $45,000. Annual Financial Plan 174 City of Flagstaff 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 175 City of Flagstaff Annual Financial Plan 176 City of Flagstaff POLICE DIVISION 22 Ensured consistent and timely investigation and disposition of all assigned crimes. Began implementing strategic planning for technology and information systems for the short term (5 years) and long term (5 – 10 years). We continue working toward reaching and maintaining national benchmarking standards for dispatch. 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 FY 04 ADDITIONAL ACCOMPLISHMENTS The Police Department is responsible for protecting life and property, preserving the peace, and protecting the rights of individuals. These are accomplished through crime prevention, Community Block Watch Programs, repression of crime, and the apprehension of criminal offenders. The Police Grants division (23) accounts for the supervisory and support service functions provided to Metro Task Force, which is a state grant-funded program for a multi-agency investigative unit. This is one of many grants the Flagstaff Police department has taken advantage of. Others include Homeland Security Overtime, Universal Cops Program, State Grants and others. A total of 10,089 arrests were made, an increase of approximately 4%. A total of 3,038 traffic accidents were investigated. A total of 12,556 traffic citations were issued, including 968 for driving under the influence of alcohol/drugs. The Department maintained 72 Block Watches to address neighborhood concerns such as traffic, graffiti, and any other issue affecting quality of life. 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. Projects were planned and conducted in order to address specific problem areas in the community. Trained and equipped officers in issues dealing with Homeland Defense. Retrofitted all marked Police Vehicles with protective Firewalls to prevent gas tank rupture and explosions. Partnered with the County Sheriff to obtain and equip a Mobile command Center. Enhanced and improved communication interoperability. FY 04 GOALS AND RESULTS GOAL: CUSTOMER SERVICE RESULTS: Rewrote General Order and Procedural Manuals. GOAL: COLLABORATION RESULTS: We continue to partnership with other agencies whenever possible. GOAL: PUBLIC SAFETY RESULTS: Worked to respond to emergency calls in five minutes or less. The department offered two citizen police academies, conducted DARE and GREAT training in the public schools and collaborated with the county sheriff to participate in the CERT (Citizen Emergency Response Team) training to citizen volunteers. Worked to hold no more than 8% of total calls for service 20 minutes or longer by allocating resources to address peak call loads. Maintained current level of responsive Block Watch (P.R.I.D.E.) programs. Had a reduction of 10% of all Part 1 crimes. Served 12,000 traffic citations, with an emphasis on red light violations. Annual Financial Plan POLICE FY 05 GOALS AND OBJECTIVES GOAL: PUBLIC SAFETY OBJECTIVES: Increase traffic enforcement in high collision locations by identifying and targeting collisioncausing violations. Identify and correct high collision locations through participation with the Traffic Safety Commission and other community resources. Continue emphasis on arresting intoxicated drivers by maintaining the current level of enforcement. Present alcohol and drug abuse educational programs through media, schools and Block Watch meetings. 177 City of Flagstaff POLICE DIVISION 22 Utilize DUI van in conjunction with multi-agency proactive enforcement. Utilize the Speed Monitoring Trailer, the T.R.A.P. program, SAFE STREETS and other resources in selected neighborhoods in order to address concerns over traffic safety. Conduct specific red light enforcement and emphasize failure to yield violations. GOAL: COLLABORATION OBJECTIVES: Promote a positive, pro-active liaison with other criminal justice entities. Target repeat offenders for enhanced prosecution. Make full custody arrest in domestic violence cases where probable cause exists. Monitor case tracking policy to ensure department standards are maintained. GOAL: CUSTOMER SERVICE OBJECTIVES Improve service to Communications and Records customers. Improve our property and evidence management systems. Promote our community policing philosophy through continued training. Develop a viable volunteer program. GOAL: ORGANIZATIONAL SUPPORT OBJECTIVES: Continue improving radio system area coverage. Work with user agencies to identify and implement communication needs. Evaluate new technologies to assist field operations. Work toward the development of a consolidated information systems team with Coconino County. PERFORMANCE INDICATORS 55,625 17,354 5,834 27,076 3,061 9,384 12,557 974 10,630 55,709 12,931 5,134 29,668 3,038 10,089 12,556 968 10,935 CY04 EST. 56,000 14,000 5,500 28,000 3,200 10,000 12,500 1,000 11,000 8,808 5,298 6,963 4,233 7,000 4,300 619 15,959 440 12,287 500 15,000 152 875 100,322 197 935 98,297 175 900 100,000 N/A N/A 542 117 8 5.0 8.0% 2,000 100 5 5.0 8.0 1,444 72 5 CY02 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 178 CY03 City of Flagstaff POLICE DIVISION 22 POLICE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 8,632,255 995,017 357,984 190,609 $ 10,175,865 Adopted Budget 2003-2004 $ 9,548,829 1,131,457 328,985 228,000 $ 11,237,271 Estimated Expenditures 2003-2004 $ 9,180,997 1,140,567 337,408 222,326 $ 10,881,298 Proposed Budget 2004-2005 $ 10,056,036 1,196,579 432,309 285,743 $ 11,970,667 Budget-Budget Variance $ 507,207 65,122 103,324 57,743 $ 733,396 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PATROL DETECTIVES RECORDS COMMUNICATIONS SPECIAL SERVICES CRIME PREVENTION & TRAIN TOTAL $ 1,057,895 5,216,103 1,095,954 635,931 1,430,015 641,416 98,551 10,175,865 $ 1,620,918 5,389,736 1,042,616 647,704 1,728,913 703,907 103,477 11,237,271 $ 1,268,613 5,438,653 1,068,830 647,351 1,643,029 710,377 104,445 10,881,298 $ 1,793,621 6,285,032 1,049,816 562,801 1,361,206 810,534 107,657 11,970,667 $ $ 11,970,667 11,970,667 $ 172,703 895,296 7,200 (84,903) (367,707) 106,627 4,180 733,396 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Police operating budget has increased 6% and capital expenditures total $285,743 resulting in an overall net increase of 7%. Personal Services increases are for a police officer position and a police lieutenant position plus retirement contributions, market, merit, and insurance increases. Contractual increases are $65,122 in computer maintenance and technology services. Commodities are $103,324 which consist of costs for communication equipment, gas & oil, motor vehicle parts, and safety supplies. Major capital (>$10,000) is for 6 police sedans $141,000, 2 administrative sedans $28,000, prisoner transport van replacement $37,500, digital copier $32,000, storage system $10,000, LEAF tenant improvements $37,243. Annual Financial Plan 179 City of Flagstaff POLICE DIVISION 23 POLICE GRANTS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 326,214 184,795 41,176 18,869 $ 571,054 Adopted Budget 2003-2004 $ 139,404 300,001 347,766 43,613 $ 830,784 Estimated Expenditures 2003-2004 $ 369,798 110,996 88,219 43,613 $ 612,626 Proposed Budget 2004-2005 $ 159,081 227,100 98,991 $ 485,172 Budget-Budget Variance $ 19,677 (72,901) (248,775) (43,613) $ (345,612) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION METRO AZ INTERNET CRIMES-CHILD COPS UNIVERSAL HIRING 03 RICO FUNDS FOR METRO WEED AND SEED PROGRAM LLEBG POLICE GRANT - 2004 WATCH YOUR CAR GRANT O/T ADD'L DUI ACTIVITIES (3) MOTOR CYCLES GRANT GREAT GRANT 2004-2005 GREAT GRANT 2003 - 2004 LLEBG POLICE GRANT -2002 LEAF TRAINING AUDITORIUM COC UNDERAGE DRINKING PGM SECURITY-PULLIAM AIRPORT DUI ENFORCEMENT 2003 MISC GRANTS UNDER 5,000 ANTI-TERRORIST TASK FORCE TRAFFIC CITATION DUI REP. LLEBG 2003 HOMELAND SECURITY GRANT SEAT BELT O/T INFORCEMENT 2003 DUI O/T POLICE GRANT TOTAL $ 3,252 315,006 867 (512) 17,217 4,829 2,489 11,226 14,267 19,735 489 15,401 2,579 8,823 139,440 14,634 1,312 571,054 $ 1,501 379,726 58,000 38,610 43,613 20,368 20,500 25,000 213,466 30,000 830,784 $ (58,094) 283,156 75,000 (1,890) 40,950 43,613 37,867 33,885 8,952 (260) 7,999 30,918 87,095 11,999 11,436 612,626 $ 9,302 318,484 58,000 30,000 27,000 20,000 10,386 12,000 485,172 $ $ 485,172 485,172 $ 7,801 (61,242) 30,000 (38,610) (43,613) 27,000 (20,368) (20,500) (25,000) 20,000 (213,466) (19,614) 12,000 (124,532) SOURCE OF FUNDING: GENERAL FUND Annual Financial Plan 180 City of Flagstaff PUBLIC WORKS DEPARTMENT MISSION The Public Works Department, consisting of the Airport, Cemetery, Environmental Services, Facilities Maintenance, Fleet Services, Parks & Recreation, and Streets Divisions, dedicate their efforts to provide customer service oriented, quality based, cost efficient services to the citizens of Flagstaff and their fellow City employees. The Parks and Recreation Division strives 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 Fleet Services 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 Maintenance 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 181 City of Flagstaff Annual Financial Plan 182 City of Flagstaff PUBLIC WORKS DIVISION 20 USGS MAINTENANCE PROGRAM DESCRIPTION FY 05 GOALS AND OBJECTIVES The USGS Maintenance Division accounts for the costs associated with the USGS facilities owned by the City and leased by the GSA. The City currently has responsibility for Buildings 2, 3, and 6. The City will assume responsibility for Buildings 4 and 5 in 2006, giving the City the responsibility for the full campus. The Facilities and Parks Division share responsibility for the maintenance. GOAL: Fiscal Responsibility OBJECTIVE: Ensure maintenance costs are reasonable and necessary GOAL: Customer Service OBJECTIVE: Monitor facility needs and repairs to be proactive as appropriate and responsive when needed. EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 16,378 622,040 2,751 225,820 $ 866,989 Adopted Budget 2003-2004 $ 12,003 592,907 15,540 150,000 $ 770,450 Estimated Expenditures 2003-2004 $ 11,363 583,464 11,932 $ 606,759 Proposed Budget 2004-2005 $ 14,374 670,798 44,500 30,000 $ 759,672 Budget-Budget Variance $ 2,371 77,891 28,960 (120,000) $ (10,778) $ $ $ $ $ EXPENDITURES BY PROGRAM: ADMINISTRATION MAINTENANCE-BLDG #1 MAINTENANCE-BLDG #2 BLDG #1 DEMOLITION BUILDING 6 USGS BUILDING 3 TOTAL $ 465,567 66,644 29,650 234,493 70,635 866,989 $ 465,439 196,492 108,519 770,450 $ 465,439 37,199 104,121 606,759 $ 464,839 51,794 142,080 100,959 759,672 $ $ 759,672 759,672 $ (600) (144,698) 33,561 100,959 (10,778) SOURCE OF FUNDING: GENERAL FUND Annual Financial Plan 183 City of Flagstaff PUBLIC WORKS DIVISION 25 ADMINISTRATION turnovers, excluding retirements: 164 job enrichment training throughout the year, which is reflected in the longevity of employees listed in additional accomplishment for FY04. MISSION The Public Works Department dedicates its efforts to provide customer service oriented, quality based, cost efficient services to the citizens of Flagstaff and their fellow City employees. FY 04 ADDITIONAL ACCOMPLISHMENTS 8 employees celebrated 5 years of service, 3 employees celebrated 10 years of service, 2 employees celebrated 15 years of service, 3 employees celebrated 20 years of service, and 1 employee celebrated 35 years of service. 1 commercial driver retired after 37 years of service with the City with no chargeable accidents! 3 employees received Governor’s Pride Awards. PROGRAM DESCRIPTION This division is responsible for the general administration of all the Public Works divisions, including the Airport, Cemetery, Environmental Services, Facilities Maintenance, Fleet Services, Parks and Recreation, and Streets. FY 04 GOALS AND RESULTS FY 05 GOALS AND OBJECTIVES GOAL: ORGANIZATIONAL SUPPORT RESULTS: Continue to encourage a no-lost time year through the safety program: Lost time accidents reduced from 21 days to 6, which equates to a 71% reduction. Accidents reduced 4% following last year’s 30% reduction. Injury accident reduced 33%. The Airport Division has had no accidents or injuries for 3+ years. The Street Division has gone 1 year without any injuries. Continue to encourage employees to receive training and job enrichment in order to reduce GOAL: ORGANIZATIONAL SUPPORT OBJECTIVES: Continue to encourage a no-lost time year the safety program. Continue to reduce vehicular accidents training and evaluation. Continue to encourage employees to training and job enrichment in order to turnovers, excluding retirements. PERFORMANCE INDICATORS “Zero” lost time accident ratio Reduce accidents by 15% Annual Financial Plan 184 CY02 CY03 21 days lost 397,800 0.042% 26 accidents 850,000 miles driven 1 accident 32,700 miles 30% reduction 6 days lost 385,320 hrs of work>0.0125% 24 accidents 850,000 miles driven 1 accident/ 35,400 miles 8% reduction through through receive reduce CY04 EST. 0 days lost 369,840 hrs of work>0.0% 20 accidents 850,000 miles driven 1 accident/ 35,400 miles 15% reduction City of Flagstaff PUBLIC WORKS DIVISION 25 ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 170,471 5,736 3,172 $ 179,379 Adopted Budget 2003-2004 $ 179,581 7,098 5,872 $ 192,551 Estimated Expenditures 2003-2004 $ 190,890 8,980 4,233 $ 204,103 Proposed Budget 2004-2005 $ 201,623 6,028 6,797 $ 214,448 Budget-Budget Variance $ 22,042 (1,070) 925 $ 21,897 $ $ $ $ $ $ $ $ 214,448 214,448 $ $ $ 70,418 46,010 58,540 39,480 214,448 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TOTAL 179,379 179,379 192,551 192,551 204,103 204,103 21,897 21,897 SOURCE OF FUNDING: GENERAL FUND HIGHWAY USER REVENUE FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ COMMENTARY: The Public Works Administration operating budget has increased 11% and there are no capital expenditures. Personal Services increases are due to the employee market, merit, and health insurance increases. Annual Financial Plan 185 City of Flagstaff PUBLIC WORKS DIVISION 26 PARKS MISSION FY 04 ADDITIONAL ACCOMPLISHMENTS: 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 first phase at Joel Montalvo Park 3rd base side. Replaced the six foot chain link fence with a sixteen foot fence due to safety reasons of foul balls going into the street and home owner yards and doing property damage. Received a grant from Arizona State Parks for trail maintenance. The project is on the Sinclair Wash trail, between Lone Tree Road and Ft. Tuthill. Total cost of the project is $109,000 dollars and the grant portion is $61,000 dollars. PROGRAM DESCRIPTION Parks staff is responsible for the maintenance and management of parks and sports fields; school fields improved by BBB funds; maintenance of HURF-right of ways; BBB-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. FY 05 GOALS AND OBJECTIVES 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. FY 04 GOALS AND RESULTS GOAL: QUALITY OF LIFE RESULTS: Completed maintenance upgrades in parks for improved safety and ADA accessibility to meet state and federal regulations: Resurfaced tennis and basketball courts at Bushmaster Park. Installed a new backstop at Continental minor field. Completed the second half of fence repairs at Guadalupe field. Installed new concrete ramps, walkways, stairs and tables pads at University Park and also at Smoke Rise Park installed concrete stairs and walkways. Installed ADA picnic tables and pads at McPherson Park. Installed new park entry signs at Cogdill Recreation Center, Flagstaff Recreation Center and at the Adult Center. GOAL: PUBLIC SAFETY OBJECTIVES: Maintain parks trails and beautification projects at the highest possible level of service. Have additional staff members obtained certifications as Structural Pest Control, Backflow Prevention Certification and National Playground Inspector. Make necessary capital improvements to provide proper safe access and meet all ADA compliance with state and federal regulations through out our park system. Provide quality customer service. A cleanness of parks, Ramada’s, restrooms and other park amenities. Complete Parks operating and CIP projects for FY05. Projects for FY05 consist of the 2nd half of fence repairs at Joel Montalvo Park. Thorpe Park Little League Fields, Thorpe Park Playground, Arroyo Field, and Thorpe multi Purpose Field replace railroad stairs with new concrete stairs and new hand railings and walkways for better access and safety. Resurface the tennis courts at Flagstaff Recreation Center. Establish a comprehensive signage system to be implemented in future years. GOAL: PUBLIC SAFETY RESULTS: Maintaining all playground equipment, providing a safe environment and accessibility to all park users. Annual Financial Plan 186 City of Flagstaff PUBLIC WORKS DIVISION 26 PARKS PERFORMANCE INDICATORS CY02 CY02 CY04 EST. Conduct weekly safety inspections of parks and playground equipment 80% 85% 85% 90% large parks 80% small parks 70% large parks 70% small parks 70% large parks 70% small parks Complete daily and weekly maintenance tasks at all park areas EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 896,126 535,135 275,641 102,036 $ 1,808,938 Adopted Budget 2003-2004 $ 915,199 785,497 282,681 367,850 $ 2,351,227 Estimated Expenditures 2003-2004 $ 914,409 625,333 261,009 152,077 $ 1,952,828 Proposed Budget 2004-2005 $ 1,012,053 837,450 352,756 258,000 $ 2,460,259 Budget-Budget Variance $ 96,854 51,953 70,075 (109,850) $ 109,032 $ $ $ $ $ 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 BBB RECREATION FIELDS DOWNTOWN MAINTENANCE NON-PARKS GROUNDS/LANDSCA TOTAL $ 102,922 651,922 21,343 142,469 57,272 66,940 43,424 554,999 54,755 112,892 1,808,938 $ 122,718 843,048 25,109 192,214 61,253 73,474 38,343 703,480 58,111 233,477 2,351,227 $ 102,380 642,046 26,107 185,119 57,666 57,706 36,685 661,830 53,872 129,417 1,952,828 $ 145,221 780,818 26,509 215,882 80,882 87,121 39,485 797,522 61,616 225,203 2,460,259 $ $ 2,460,259 2,460,259 $ 22,503 (62,230) 1,400 23,668 19,629 13,647 1,142 94,042 3,505 (8,274) 109,032 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Parks operating budget has increased 11% and capital expenditures total $258,000 resulting in an overall net decrease of 5%. Personal Services increases are due to market, merit and health insurance increases in addition to 1.98 FTE increase for temp positions. Contractuals and Commodities slight increase is due to the net effect of prior year one-time items and the increases for additional FUTS, streetscape, recreation fields, and city grounds maintenance. One-time expenditure for this division is $36,000 for walkways, stairs, railings, and fence repairs and $112,000 for carryover of images and events money. Major capital (>$10,000) includes $44,000 for tennis court resurfacing, $14,000 for two trash trailer replacements, and $200,000 carryover for land acquisition. Annual Financial Plan 187 City of Flagstaff PUBLIC WORKS DIVISION 27 GOAL: FISCAL RESPONSIBILITY RESULTS: Established a warranty recovery procedure to ensure that warranty work performed by Fleet Services is billed to the vendor and credit memos or monies received from the vendor is tracked to the individual unit that incurred the costs. Reviewed vehicle and equipment replacement, provided cost data, provided cost data and utilization information to the Fleet Review Committee. MISSION The Fleet Services 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. FY 04 ADDITIONAL ACCOMPLISHMENTS Conducted an ADEQ Clean-Green shop evaluation for pollution practices. Updated and revised the policy for surplus/disposed property, fixed asset reassignment and surplus vehicle procedures. FY 04 GOALS AND RESULTS GOAL: CUSTOMER SERVICE RESULTS: Enroll fleet technicians in the ASE (Automotive Service Excellence) program to enable mechanic proficiency and certification for automotive and heavy equipment. Fleet Services technicians enrolled: seven for ASE training for November 2003 and seven fleet technicians will be enrolled in May 2004. Fleet Services Superintendent achieved Certified Equipment Manager from the Association of Equipment Management Professionals. Maintained mechanic productivity at 90%, evaluated shop rates, and continued to monitor mechanic proficiency Provided two customer service surveys, provided an opportunity for input and feed back for services provided. Provided customers with monthly vehicle and equipment fuel and operation costs reports. Provide users with repair orders describing services provided at time of service or repair. FY 05 GOALS AND OBJECTIVES GOAL: CUSTOMER SERVICE OBJECTIVES: Provide customers with monthly fuel and operations costs reports. Provide user departments with mileage/hours utilization reports to better manage resources. 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 attaining ASE certifications. Provide customers with forms to rate preventive maintenance services. Keep mechanic productivity at 90% to ensure proficiency and timely repair to equipment. Continue to support technicians for ASE certification, seven techs enrolled in enrolled in November 2004, seven techs enrolled for May 2005. GOAL: COLLABORATION RESULTS: Continued the collection of data and implementation of bio-diesel usage. Began a coordinated effort with Environmental Services the storm water pollution prevention master plan. Annual Financial Plan FLEET SERVICES GOAL: FISCAL RESPONSIBILITY OBJECTIVES: We can realize an increase in cost recovery by providing fuels to additional agencies. Improve warranty recovery tracking to ensure money due to City is recovered. 188 City of Flagstaff PUBLIC WORKS DIVISION 27 FLEET SERVICES Provide data to substantiate the benefits of biodiesel fuel for outside agencies including NAU and U.S. Forest Service. GOAL: COLLABORATION OBJECTIVES: Continue to provide fueling services for Coconino County and Pine Country Transit. Provide statistical data on pollution reduction and benefits to encourage county usage of bio-diesel. 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 Keep customer service survey satisfaction statistics at 90% or better Number of gallons sold to outside agencies CY02r CY03 CY04 EST. 100% 100% 100% 91% 93% 92% 94% 92% 96% 95% 95% 92% 126,913 114,918 120,000 EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 131,811 88,413 (167,633) $ 52,591 Adopted Budget 2003-2004 $ 112,494 92,914 (205,408) $ - Estimated Expenditures 2003-2004 $ 169,541 96,317 (191,895) $ 73,963 Proposed Budget 2004-2005 $ 97,494 92,914 (190,408) $ - Budget-Budget Variance $ (15,000) 15,000 $ - $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION INVENTORY MANAGEMENT PREVENTIVE MAINTENANCE VEHICLE REPAIR POOL VEHICLES-CITY HALL POOL VEHICLES-SHOP OTHER SHOP WORK TOTAL $ 19,083 62,281 102,862 (204,348) 5,910 7,487 59,316 52,591 $ (1,708) 57,106 98,690 (231,364) 9,500 6,750 61,026 - $ 36,086 66,212 98,690 (204,134) 9,000 6,750 61,359 73,963 $ 44,161 68,747 103,117 (293,189) 9,500 6,750 60,914 - $ 45,869 11,641 4,427 (61,825) (112) - SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ (196,438) 606 66,779 23,048 3,403 102,602 - 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 $49.00 per hour. Changes in the Personal Services includes increases market, merits, and insurance in addition to the charges to other divisions. The commodities decrease is related to fuel charge outs which will be offset by the increase in the labor rate. Annual Financial Plan 189 City of Flagstaff PUBLIC WORKS DIVISION 28 CEMETERY PROGRAM DESCRIPTION FY 04 ADDITIONAL ACCOMPLISHMENTS Under the direction of the Streets Superintendent, the City maintains Citizens Cemetery performing services related to opening/closing of graves, lot sales, record keeping, facility and grounds maintenance. The Cemetery also provides opening/closing services for the Catholic Cemetery. USFS thinned out bark beetle infested trees. Purchase new backhoe with guaranteed maintenance and by back within 7 years saving money on extended repairs. FY 05 GOALS AND OBJECTIVES GOAL: CUSTOMER SERVICE OBJECTIVES: As part of proper ground maintenance, keeping trees trimmed, grass mowed and edged at least one time per week. Work with Service Organization on upgrading their section. Masons would like to install irrigation and seed with drought tolerant seed. FY 04 GOALS AND RESULTS GOAL: CUSTOMER SERVICE RESULTS: As part of the FY 2002 budget cuts, time spent in ground maintenance was reduced. Tree trimming, grass mowing, and edging occurred approximately 50% of the time against the weekly schedule. Started work with the Masons on Section C to install irrigation and drought tolerant seed. GOAL: FISCAL HEALTH OBJECTIVES: Review fees annually, compare with other municipal cemeteries, adjust to cover operating budget within a 5-year period. PERFORMANCE INDICATORS CY02 CY03 Mowing/trimming once per week Upgrade one private section yearly Annual fee review & adjust to recover 100% operating budget within 5 years 75% 100% 80% 50% CY04 EST. 75% 50% N/A 20% Annual Financial Plan 190 City of Flagstaff PUBLIC WORKS DIVISION 28 CEMETERY EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 88,471 49,708 3,470 26,574 $ 168,223 Adopted Budget 2003-2004 $ 103,385 54,930 12,457 103,000 $ 273,772 Estimated Expenditures 2003-2004 $ 94,239 53,038 10,623 77,950 $ 235,850 Proposed Budget 2004-2005 $ 97,349 55,030 12,457 18,000 $ 182,836 Budget-Budget Variance $ (6,036) 100 (85,000) $ (90,936) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL SERVICES OPENING & CLOSING MAINTENANCE OF BUILDINGS MAINTENANCE OF GROUNDS TOTAL $ 2,406 63,247 3,822 98,748 168,223 $ 2,025 149,170 5,317 117,260 273,772 $ 2,363 114,560 4,415 114,512 235,850 $ 2,025 66,346 5,380 109,085 182,836 $ $ 182,836 182,836 $ (82,824) 63 (8,175) (90,936) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Cemetery operating budget has decreased 6% and capital expenditures total $18,000 resulting in an overall net decrease of 33%. Personal Services decreases are due to fewer hours being charged to the cemetery for ongoing maintenance. The $18,000 in capital is for a columbarium. Annual Financial Plan 191 City of Flagstaff PUBLIC WORKS DIVISION 29 FACILITIES MAINTENANCE GOAL: COLLABORATION RESULTS: Operations conditions for swimming pool equipment reached 100%. 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. FY 04 ADDITIONAL ACCOMPLISHMENTS Corp of Engineers facility remodel. Council chambers power point projector. ADA City Hall remodel. Computer area remodel. U.S.G.S. #3 building evaluation for July 2004 turn over to City. Main Library restroom remodel. Power harmonic correction at Chill Hall. Energy savings evaluations of all facilities. 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. FY 05 GOALS AND OBJECTIVES FY 04 GOALS AND RESULTS GOAL: COLLABORATION OBJECTIVE: Inform all Departments of difficulty in providing current service levels due to “work force reductions” that equates to a 20% cut in Facilities employees. GOAL: CUSTOMER SERVICE RESULTS: Created survey and administered to Public Works. Will use as base line to coming years. Stayed within budget. Still monitoring and maintaining facilities within established time frames. GOAL: CUSTOMER SERVICE OBJECTIVE: Create a customer service satisfaction survey for both internal and external customers to provide a benchmark for improving service. Operate within budget outlines Still monitoring and maintaining facilities within established timeframes. PERFORMANCE INDICATORS CY02 CY03 Customer satisfaction overall rating 70% 100% CY04 EST. 100% A. Internal tracking will be accomplished through follow-up random phone calls as well as utilizing E-mail. This will greatly improve response time and quality of work performed. B. External tracking forms will be provided for all customers using the meeting rooms at City Hall. This will inform us of the needs of the community and how we may provide excellent customer service. Annual Financial Plan 192 City of Flagstaff PUBLIC WORKS DIVISION 29 FACILITIES MAINTENANCE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 305,098 309,831 89,374 12,671 $ 716,974 Adopted Budget 2003-2004 $ 346,299 165,332 247,209 204,023 $ 962,863 Estimated Expenditures 2003-2004 $ 312,587 232,854 128,347 101,670 $ 775,458 Proposed Budget 2004-2005 $ 279,826 204,263 339,509 $ 823,598 Budget-Budget Variance $ (66,473) 38,931 92,300 (204,023) $ (139,265) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION CUSTODIAL SERVICE STRUCTURAL & OTHER MAINT. MAINT-MECH,ELECT & PLUMB BEAVER ST ANNEX MILLIGAN HOUSE APS BUILDING ASPEN - ANDY'S MURDOCK MISC. IMPROV. CITY FACIL. COURT ADA REMODEL TOTAL $ 232,033 77,069 192,551 141,479 2,331 10,811 52,895 7,805 716,974 $ 287,195 76,326 414,207 158,135 7,000 20,000 962,863 $ 251,055 66,580 266,420 162,399 8,420 3,870 16,714 775,458 $ 228,329 85,665 308,739 175,315 7,080 8,000 6,000 4,470 823,598 $ (58,866) 9,339 (105,468) 17,180 80 8,000 6,000 4,470 (20,000) (139,265) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 624,804 68,572 35,902 21,801 6,184 14,231 52,104 823,598 COMMENTARY: The Facilities Maintenance operating budget has decreased 9% and there are no capital expenditures resulting in an overall net decrease of 14%. Personal Services decreases are due to the elimination of 2 positions identified through the workforce reduction program. Contractual increases are due to increased facility maintenance needs and the carryover of budget for the UPS replacement and air conditioner at city hall. There is no major capital (> $10,000) for this division. Annual Financial Plan 193 City of Flagstaff PUBLIC WORKS DIVISION 30 RECREATION Continued participation with Coconino County in Nutrition Grant and Summer Program Fair. Received field upgrades at Arroyo Park with the development of “Mark Grace Field”, funded by the Arizona Diamondbacks Charities and APS. 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. GOAL: CAPITAL IMPROVEMENTS RESULTS: Initiated Thorpe Park 1996 Bond Project improvements. Initiated construction of Christensen School 1996 Bond Project field improvements. Developed concept plans for McMillan Mesa M1 & M2 land uses, Joel Montalvo and McPherson parks. Participated in 2004 Bond Projects process, forwarding $21 million in projects to vote in May 2004. Updated ten-year capital plan to complete 1996 bond projects and forecast 2004 bond projects. PROGRAM DESCRIPTION Recreation staff is responsible for the management and operation of two community centers, an adult center, 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. FY 04 GOALS AND RESULTS FY 05 GOALS AND OBJECTIVES GOAL: QUALITY OF LIFE RESULTS: Completed ADA renovations at FRC, Cogdill, Ice Rink, Adult Center and McPherson Recreation Center. Replaced carpet at Adult Center and FRC. Replaced pool decks at FHS and MEMS pools. Replaced pool vacuum. Installed fire and security alarm systems at FRC, Ice Rink, Adult Center and Cogdill. Repaired driveway, curb and sidewalks at Adult Center. Replaced roof at FRC and repaired roofs at Adult Center and Ice Rink. Purchased defibrillator and other identified equipment. Replaced basketball backboards at Cogdill. Replaced skate storage system at Ice Rink. 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: Maintain self-sufficiency percentage. GOAL: COLLABORATION OBJECTIVES: Strengthen, and enhance recreation services through new and continuing partnerships with other community agencies that optimize the delivery of services to citizens. GOAL: FISCAL RESPONSIBILITY RESULTS: Exceeded FY03 revenue estimate by $48,500. Completed rental, admittance and equipment fee assessment along with fee policy revision and received Council approval for fee adjustments to be implemented in full, effective January 2004. GOAL: CAPITAL IMPROVEMENTS OBJECTIVES: Implement the Recreation Bond/BBB capital program by completing the design and construction of remaining projects. GOAL: COLLABORATION RESULTS: Partnered with HASTC to provide a Tennis in the Park program, funded by an NRPA grant. Collaborated with the Peaks Senior Living Center to provide a Senior Aqua Aerobics program. Administered contracts with HASTC, CCCY, FUSD (FACTS) and FHA for community services. Annual Financial Plan 194 City of Flagstaff PUBLIC WORKS DIVISION 30 RECREATION PERFORMANCE INDICATORS CY02 CY03 8 6 $583,640 15% $586,892 32% Foxglenn, McMillan Mesa Thorpe Master Plan Implement new events Improve gross revenue & self sufficiency percentage Revenue Self sufficiency percentage Complete BBB/Recreation Bond projects CY04 EST. 4 $525,000 20% Thorpe Phase I Christensen Field Improvements Thomas Field Improvements EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 1,385,625 370,959 162,519 183,650 $ 2,102,753 Adopted Budget 2003-2004 $ 1,376,630 427,994 176,450 771,422 $ 2,752,496 Estimated Expenditures 2003-2004 $ 1,279,474 376,213 168,302 782,364 $ 2,606,353 Proposed Budget 2004-2005 $ 1,325,521 425,165 195,135 61,775 $ 2,007,596 Budget-Budget Variance $ (51,109) (2,829) 18,685 (709,647) $ (744,900) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ATHLETIC PROGRAMS PARKS & RECR COMMISSION AQUATICS MURDOCK CENTER LEISURE LEARNING FLAGSTAFF RECREATION CNTR ADULT CENTER COGDILL CENTER JAY LIVELY ACTIVITY CENTR COMMUNITY SERVICES/EVENTS RECREATION GRANTS FACILITIES ADA COMPLIANCE TOTAL $ 446,866 177,596 199,157 131,071 96,821 228,084 156,547 134,154 336,258 24,043 2,548 169,608 2,102,753 $ 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 $ 318,031 178,410 233,544 25,768 108,491 259,151 208,439 143,183 360,722 54,327 956 715,331 2,606,353 $ 504,161 205,695 2,170 196,664 280,413 148,309 174,983 434,495 60,706 2,007,596 $ $ 2,007,596 2,007,596 $ 99,714 7,084 2,170 (78,755) (41,222) (122,899) (2,769) (64,554) (1,904) 30,040 6,086 (577,891) (744,900) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Recreation operating budget has decreased 2% and capital expenditures total $61,775 resulting in an overall net decrease of 27%. Personal Services decrease is due to the elimination of positions through the Workforce Reduction program netted with increases for market, merits, and insurance. Contractuals decrease is due to the net effect of prior year one-time expenditures with increases for memberships, building maintenance, custodial services, Senior Olympics, program, and painting. commodities increases are due to equipment purchases for several programs. One-time expenditures for this division are $15,040 for painting and lighting at Flagstaff Recreation Center, $6,200 for painting at Cogdill Recreation Center, $4,600 for volleyball standards, $6,500 for defibrillators at the pools, $10,925 for equipment at Flagstaff Recreation Center, and $4,705 for portable staging. Major capital (>$10,000) is $55,000 for a chiller system at the ice rink. Annual Financial Plan 195 City of Flagstaff PUBLIC WORKS DIVISION 32 STREET MAINTENANCE AND REPAIRS The Streets Division dedicates its efforts to provide quality service for the ever-growing transportation needs of our community. GOAL: PUBLIC SAFETY RESULT: Developed a winter storm priority schedule where cinders cleaned up in a 2-week period. Started this year and will continue into next year’s goal. PROGRAM DESCRIPTION FY 04 ADDITIONAL ACCOMPLISHMENTS MISSION 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, streetlight and traffic signal maintenance. Went one full year without a lost time injury. Represented city at State Equipment Roadeo – Bringing home a first and third place. Bid streetlight maintenance differently – savings estimated $60,000 first year. FY 04 GOALS AND RESULTS FY 05 GOALS AND OBJECTIVES GOAL: CUSTOMER SERVICE 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. Shoulder asphalt streets without curbs to protect the integrity of the streets sub base. Due to workload only completed 50%. 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. GOAL: PUBLIC SAFETY OBJECTIVE: Developed a winter storm priority schedule where cinders cleaned up (cinders) within a 2-week priority – arterials, collectors & bike paths. 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 Annual Financial Plan 196 CY02 CY03 CY04 EST. 90% 95% 95% 85% 90% 90% N/A 80% 80% 80% 90% 100% City of Flagstaff PUBLIC WORKS DIVISION 32 STREET MAINTENANCE AND REPAIRS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 1,392,402 499,224 562,376 493,678 $ 2,947,680 Adopted Budget 2003-2004 $ 1,683,119 275,323 732,695 614,675 $ 3,305,812 Estimated Expenditures 2003-2004 $ 1,509,770 371,396 596,385 497,122 $ 2,974,673 Proposed Budget 2004-2005 $ 1,874,495 448,554 709,690 326,821 $ 3,359,560 Budget-Budget Variance $ 191,376 173,231 (23,005) (287,854) $ 53,748 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION STREET CLEANING SNOW CONTROL SIGN,SIGNAL,MARK & LIGHT STREET MAINTENANCE DRAINAGE WAY MAINTENANCE TRAINING STREET LIGHTS TRAFFIC SIGNAL MAINTENANC WESTRIDGE ROADS REPAIR AND DEMOLITION TOTAL $ 268,972 274,168 486,356 289,214 1,071,735 52,668 605 328,303 171,227 850 3,582 2,947,680 $ 203,744 725,434 627,101 292,908 849,370 78,326 1,900 325,430 201,599 3,305,812 $ 142,699 714,426 417,226 265,311 917,027 88,381 2,098 294,990 135,427 474 (3,386) 2,974,673 $ 279,302 292,117 551,948 349,322 1,326,177 67,740 1,900 283,140 207,914 3,359,560 $ $ 3,359,560 3,359,560 $ 75,558 (433,317) (75,153) 56,414 476,807 (10,586) (42,290) 6,315 53,748 SOURCE OF FUNDING: HIGHWAY USER REVENUE FUND COMMENTARY: The Streets Maintenance operating budget has increased 13% and capital expenditures total $326,821 resulting in an overall net increase of 2%. Operating Budget increases are due to less internal work being charged out to other departments. Major capital (>$10,000) includes $18,800 for two snow plows, $135,000 for a dump truck, $25,000 for a water tender truck, $25,000 for a pickup, $17,000 for a crash attenuator, $18,000 for a reclaim line, $35,175 for traffic bulbs, and $32,000 for a trailer. Annual Financial Plan 197 City of Flagstaff PUBLIC WORKS DIVISION 38 AIRPORT MISSION FY 04 ADDITIONAL ACCOMPLISHMENTS The Airport Division dedicates its efforts to provide quality service for the ever-growing transportation needs of our community. Negotiated return of ADOT Right of Way between I17 and airport parcel 5B for future development within the Pulliam LLC leasehold. The Airport Division exceeded 1200 days without a work injury or accident and won the Public works Department Safety Division of the Year Award for the third year in a row. PROGRAM DESCRIPTION The Airport Division operates and maintains Flagstaff Pulliam Airport. The Airport is certificated as a non-hub 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. FY 05 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. Complete construction of new Airport Operations Building and acquire new fire fighting equipment. Obtain Finding of No significant Impact from FAA for runway extension Environmental Assessment. Secure FAA and ADOT grants for design and construction of runway extension. FY 04 GOALS AND RESULTS GOAL: CAPITAL IMPROVEMENTS RESULTS: Made various capital improvements in order to comply with federal requirements and to accommodate increased demand by the flying public. Utilized ADOT Grant to fund 90% of taxiway overlay project. Contracted using Construction Manager at Risk process and began construction of executive hangars, t-hangers and shade hangars. Construction underway on new Airport Operations Building. Submitted Environmental Assessment for runway extension to FAA for approval. 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. Lease property and develop consolidated rental car facility. GOAL: ECONOMIC DEVELOPMENT/ REDEVELOPMENT OBJECTIVES: Continue dialog with airlines that might provide additional air service to Flagstaff. GOAL: FISCAL HEALTH RESULTS: Pulliam LLC Phase II construction completed by the tenant. Phase III development in Planning Department for construction I FY 05. Leased terminal snack bar to a new operator to increase service to public and revenue to airport. Airport calendar year revenues increased by 5%. Discussions continue with several potential business park and airpark tenants. Annual Financial Plan 198 City of Flagstaff 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 CY02 CY03 CY04 EST. 100% 100% 100% 99% 100% 100% 100% 100% 100% -2% +9% +5% EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 464,132 220,077 112,108 339,443 $ 1,135,760 Adopted Budget 2003-2004 $ 527,672 254,295 92,306 1,102,138 $ 1,976,411 Estimated Expenditures 2003-2004 $ 498,254 253,296 93,610 104,588 $ 949,748 Proposed Budget 2004-2005 $ 553,213 260,066 95,270 585,607 $ 1,494,156 Budget-Budget Variance $ 25,541 5,771 2,964 (516,531) $ (482,255) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION SAFETY AND SECURITY SNOW CONTROL MAINT BLDGS AND GROUNDS MAINT RUNWAY & TAXIWAY TOTAL $ 386,189 73,342 272,882 317,166 86,181 1,135,760 $ 477,302 1,030,689 67,569 317,252 83,599 1,976,411 $ 440,233 76,770 40,487 307,291 84,967 949,748 $ 405,528 655,585 56,732 306,156 70,155 1,494,156 $ $ 1,494,156 1,494,156 $ (71,774) (375,104) (10,837) (11,096) (13,444) (482,255) SOURCE OF FUNDING: AIRPORT FUND COMMENTARY: The Airport operating budget has increased 4% and capital expenditures total $585,607 resulting in an overall net decrease of 24%. Personal Services increases are market, merits, and insurance increases less a reduction in overtime. Contractuals and commodities increases are related to the reallocation of the overtime from personal services. Onetime expenditures for this division is $9,000 for carryover of economic development/marketing of the Airpark. Major capital (>$10,000) is $585,607 for an aircraft rescue/firefighting vehicle. The aircraft rescue/firefighting vehicle is grant funded. Annual Financial Plan 199 City of Flagstaff PUBLIC WORKS DIVISION 41 ENVIRONMENTAL SERVICES MISSION FY 04 ADDITIONAL ACCOMPLISHMENTS 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. Established an Electronics Recycling Program resulting in over 14 tons of electronic waste being recycled. Received recognition from governor’s pride awards in two areas: Hazardous waste reduction and recycled art. Successfully completed the demolition of the Highland apartments. Staff began implementation of Stormwater Pollution Prevention plans (SWPPP) at City yard, Pulliam Airport, Wildcat Wastewater Treatment Plant and Rio de Flag Reclamation Plant. Became the first municipality to use BioDiesel in City vehicles. Assisted in the distribution of 340, 50 gallon rain barrels. Towed 167 junked or abandoned vehicles from private properties. Distributed 205 refurbished bikes to needy community members through Bicycle Recycle Program. Distributed 300 home composting bind to Flagstaff residents, totaling 2,200 bins over the past seven years. Landfill staff completed work on 5-year sequencing plan, which will assist in determining and controlling landfill growth. Completed modified Tier II Analysis, which resulted in very positive results including a delay in the requirement to install a gas extraction system for 5 years. 22 equipment operators completed a solid waste safety course. Reorganized the Hoist & Haul collection staff to provide six day per week service. 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. FY 04 GOALS AND RESULTS GOAL: ORGANIZATIONAL SUPPORT RESULTS: Training programs are in place in all environmental services programs. GOAL: QUALITY OF LIFE RESULTS: Environmental Management Program has ensured compliance with all regulations. Expanded the Household Hazardous Waste Collection Program to include electronics recycling. Recycled 14 tons of electronics waste. Operated the landfill in full compliance with state and federal regulations and utilize best management practices for daily operations. Phase 1 of wind blown litter fence was delayed. Completed installation of Phase 1 Stormwater Controls. Assured full compliance with Special Waste Program and Regulatory Compliance Program. All records in place and inspections completed. Environmental Advisory Team (EAT) has expanded to include Public Works, utilities, Management Services and Risk Management. Provided once per week container collection. Annual Financial Plan FY 05 GOALS AND OBJECTIVES GOAL: ORGANIZATIONAL SUPPORT OBJECTIVE: Provide quality environmental assistance and direction as requested by departments on citywide projects. GOAL: QUALITY OF LIFE OBJECTIVES: Pursue IGA opportunities with additional communities to provide recycling and hazardous waste services. 200 City of Flagstaff PUBLIC WORKS DIVISION 41 Continue operating landfill in full compliance with state and federal regulations. Review expanding the Hazardous Waste Program to small quantity business generators. Continue efforts with Environmental Advisory Team, establishing clear direction and expanding citywide. GOAL: CUSTOMER SERVICE OBJECTIVES: Develop mail out survey for all collections customers encouraging comments on service. Complete environmental services web pages to provide one stop access to all services. 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 ENVIRONMENTAL SERVICES 201 CY02 CY03 9/1/02 0 6/30/03 Complete 0 Ongoing CY04 EST. Complete 0 Ongoing 100% 100% 100% 100% 96% 100% 100% 100% 100% 10% 25% 20% 15% 10% 22% 10% Ongoing Ongoing 6/30/03 Complete N/A 10/31/02 On hold Ongoing 20% 100% 100% 6/30/03 50% 100% 98% Ongoing Ongoing 100% 100% Ongoing 100% 100% 100% 100% 92% 100% 10/31/02 On hold Ongoing 100% 96% 100% City of Flagstaff PUBLIC WORKS DIVISION 41 ENVIRONMENTAL SERVICES EXPENDITURES BY CATEGORY: Actual Expenditures 2002-2003 $ 2,349,763 2,695,489 843,044 721,092 $ 6,609,388 Adopted Budget 2003-2004 $ 2,659,832 2,343,722 841,994 2,276,000 $ 8,121,548 Estimated Expenditures 2003-2004 $ 2,493,633 2,277,348 808,378 1,655,842 $ 7,235,201 Proposed Budget 2004-2005 $ 2,956,091 2,366,051 856,509 2,350,385 $ 8,529,036 Budget-Budget Variance $ 296,259 22,329 14,515 74,385 $ 407,488 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 CINDERLAKE ADMIN BLDG HH HAZARDOUS WASTE BUILD MRF Entry Improvements $ $ $ $ $ TOTAL $ PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL EXPENDITURES BY PROGRAM: 315,991 1,394,999 1,512,022 1,550,982 27,820 50,311 336,146 79,337 77,437 499,644 75,038 362,424 43,906 5,552 131,839 54,926 3,152 10,937 1,622 1,426 148 68,859 4,870 6,609,388 $ 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 $ 349,460 1,355,377 1,242,150 2,119,963 38,035 62,534 350,882 96,839 125,982 561,001 20,416 559,905 59,357 2,541 143,970 65,711 7,617 37 228 (74) 7 73,263 7,235,201 $ 544,829 1,583,104 1,179,853 2,555,843 48,847 68,213 209,373 92,137 168,047 917,905 48,502 422,521 69,993 282,915 73,611 8,210 255,133 8,529,036 $ $ 8,529,036 8,529,036 $ 141,839 71,136 (3,115) 336,083 1,941 238 (162,481) (3,884) 42,983 (128,663) (31,531) (168,033) (3,544) 56,668 8,018 (5,300) 255,133 407,488 SOURCE OF FUNDING: ENVIRONMENTAL SERVICES FUND COMMENTARY: The Environmental Services operating budget has increased 6% and capital expenditures total $2,350,385 resulting in an overall net decrease of 5%. Personal Services increases are due to employee market, merit, and health insurance increases. Contractual increases reflect expected increase in shop labor charge-outs and the reclassification of certain capital line items. Commodities has remain unaffected. Major capital (>$10,000) includes capital equipment, landfill maintenance building, as well as capital improvements ongoing at the landfill. Refer to Schedules 8 and 9 for a detailed listing. Annual Financial Plan 202 City of Flagstaff 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 203 City of Flagstaff Annual Financial Plan 204 City of Flagstaff UTILITIES DIVISION 42 GOAL: CUSTOMER SERVICE RESULTS: Continue improvement of customer satisfaction through utilization of the Department’s customer service survey (results available in April). Respond to customer, staff, and Council inquiries in a professional manner. Met deadlines mandated by the City Manager and Council. Participated in the AWWA QualServe Program. 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. GOAL: PUBLIC SAFETY RESULTS: No significant violation of water or wastewater permits during FY 2004. This mission statement is applicable to all Utility divisions and will not be repeated at the beginning of each divisional section. FY 04 ADDITIONAL ACCOMPLISHMENTS Updated 10-year Capital Improvement Program for the Utilities Department. Completed arsenic evaluation of Woody Mountain Well #4. Drilled Rio de Flag well Replaced sewer under I-40 for ADOT Bridge Project. Constructed Phase I at NAU reclaim system. Extended reclaim system to Siler Homes. PROGRAM DESCRIPTION Coordinates activities of the Utilities Department. Administers the department safety program, water conservation program, Water Commission activities, City Change Order Committee, and acts as Forest Service liaison. Assesses Utilities capital 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. FY 05 GOALS AND OBJECTIVES GOAL: PLANNING FOR GROWTH OBJECTIVES: Provide uninterrupted water and sewer service to the City of Flagstaff. GOAL: FISCAL HEALTH OBJECTIVES: Continue to review rates and recommend changes where necessary. FY 04 GOALS AND RESULTS GOAL: PLANNING FOR GROWTH RESULTS: Provided adequate water and wastewater capacity to meet City demand. 62% of the projects administered by Administration during the year were completed. GOAL: CUSTOMER SERVICE OBJECTIVES: Exceed customer’s water and wastewater service expectations. GOAL: PUBLIC SAFETY RESULTS: No permit violations. GOAL: FISCAL HEALTH RESULTS: Provided for an equitable rate structure as measured by the departmental operating efficiency ratio. Total O&M cost/population equals $146. Annual Financial Plan ADMINISTRATION 205 City of Flagstaff 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) FY02 FY03 FY 04 EST. 6 4 15 60% 90% 14 62% 91% 18 75% 90% 13 NA $152 $146 NA 75% 62% NA 85% Will not be available until April EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 529,369 163,790 17,303 425 $ 710,887 Adopted Budget 2003-2004 $ 739,744 354,013 54,140 10,000 $ 1,157,897 Estimated Expenditures 2003-2004 $ 684,829 233,015 55,477 3,000 $ 976,321 Proposed Budget 2004-2005 $ 727,072 406,548 60,230 33,075 $ 1,226,925 Budget-Budget Variance $ (12,672) 52,535 6,090 23,075 $ 69,028 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION WATER COMMISSION CITY WTR SYSTEM ANALYSIS FIXED ASSET INVENTORY CITY SWR SYSTEM ANALYSIS ENGINEERING BLUE STAKE WATER CONSERVATION WILDLIFE VIEWING AREA TOTAL $ 432,182 19,563 5 227,646 (1,740) 32,806 425 710,887 $ 705,757 10,000 12,455 5,000 317,379 (4,249) 101,555 10,000 1,157,897 $ 600,439 10,000 11,218 5,598 249,746 (3,630) 99,950 3,000 976,321 $ 729,219 2,575 12,100 13,767 5,000 299,338 12,951 135,400 16,575 1,226,925 $ $ 1,226,925 1,226,925 $ 23,462 2,575 2,100 1,312 (18,041) 17,200 33,845 6,575 69,028 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Utilities Administration operating budget has increased 4% and capital expenditures total $33,075 for a net increase of 6%. Personal Services decrease is due to the net effect of increases related to market, merits, and insurance and a decrease due to reorganization of employees positions. Contractuals increases are due to consulting fees, computer maintenance, postage, travel, registrations, education, advertising, and water rebates. Commodities increases are due to gas and oil, office supplies, computer software, equipment replacement, and promotional materials. One-time expenditures for this division are $82,000 for consulting fees, $7,500 for registration and travel, $3,000 for a locator replacement, and $12,000 for promotional materials. Major capital (>$10,000) includes $16,500 to replace the Bluestake truck and $16,575 to complete the wildlife viewing area along the Rio de Flag. Annual Financial Plan 206 City of Flagstaff UTILITIES DIVISION 47 Interchange well completed. Rio Well drilled and cased. One half mile of Inner Basin pipeline installed. PROGRAM DESCRIPTION The Lake Mary Water Treatment Plant provides conventional surface water treatment for waters from Upper Lake Mary. Staff is responsible for the operation of all other water production facilities including: Lake Mary Wellfield, Woody Mountain Wellfield, the Inner Basin wells and springs, local wells, and the Reservoir Filtration Plant. Staff also operates and maintains system water tanks and booster stations (Division 50). The lab provides water sampling and analysis for: process control and state compliance. GOAL: CUSTOMER SERVICE RESULTS: Employees attend customer service training. 14 complaints are tracked and resolved. GOAL: QUALITY OF LIFE RESULTS: Water sales facility is constructed for customers that haul water. Building is equipped with one side for residential haulers, and a large load-out for commercial haulers. This Division cost effectively produces water that meets all Safe drinking Water Act requirements. It manages the quantity of water to provide adequate flows for customers and for fire fighting. It teaches public awareness of the water system through educational programs and demonstrations. FY 04 ADDITIONAL ACCOMPLISHMENTS New insertion flow meter installed on 36” finished water line. Reservoir Filtration Plant flat roof is replaced with a slopped roof over pumps and storage area to lesson water damage and mold formation FY 04 GOALS AND RESULTS GOAL: ECONOMIC DEVELOPMENT / REDEVELOPMENT RESULTS: Value added, land opportunity. Rio well drilled on City land, lessening land acquisition and infrastructure requirements. FY 05 GOALS AND OBJECTIVES GOAL: PUBLIC SAFETY OBJECTIVES: Reduce the amount of (monitoring) violations. GOAL: PUBLIC SAFETY RESULTS: Vulnerability assessment completed, suggestions incorporated in FY 05 budget. Risk Management Plan is revised to include new chlorine facility. Arsenic remediation study uses WM #4. GOAL: CAPITAL IMPROVEMENT OBJECTIVES: Design pumping facility for Rio well. Drill new well. GOAL: QUALITY OF LIFE OBJECTIVES: Maximize the use of the least expensive source of water. Reduce cost by 5%. GOAL: CAPITAL IMPROVEMENT RESULTS: After two years of design and construction, work competed on $5 million dollar Filter Building. Shop well completed. PERFORMANCE INDICATORS CY02 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 Annual Financial Plan LAKE MARY WATER TREATMENT PLANT 2,857 $1.07 -01,118 34 207 CY03 2,806 $1.06 6 1,254 14 CY04 EST. 3,000 $1.10 -01,200 10 City of Flagstaff UTILITIES DIVISION 47 LAKE MARY WATER TREATMENT PLANT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 599,966 1,513,627 174,998 507,508 $ 2,796,099 Adopted Budget 2003-2004 $ 689,888 1,970,414 288,419 619,600 $ 3,568,321 Estimated Expenditures 2003-2004 $ 689,604 2,003,130 289,237 525,209 $ 3,507,180 Proposed Budget 2004-2005 $ 680,730 2,163,230 260,434 484,774 $ 3,589,168 Budget-Budget Variance $ (9,158) 192,816 (27,985) (134,826) $ 20,847 $ $ $ $ $ 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 LAKE MARY WELLFIELDS WOODY MOUNTAIN WELLFIELD NORTH RESERVOIRS INNER BASIN DEVELOPMENT INNER BASIN PIPELINE TOTAL $ 336,253 249,335 177,510 92,193 118,914 8,860 1,873 4,935 75,247 145,819 193 488,648 886,404 67,134 35,430 107,351 2,796,099 $ 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 $ 443,705 313,566 177,233 66,744 184,285 8,860 21,000 15,000 30,941 378,666 646,253 1,041,236 52,734 87,394 39,563 3,507,180 $ 388,829 228,386 232,823 79,778 169,697 8,860 21,000 15,000 34,350 516,505 687,236 817,750 52,183 93,991 242,780 3,589,168 $ $ 3,589,168 3,589,168 $ (96,568) (77,683) 49,840 9,487 59,061 (4,500) 140,757 40,186 (221,323) 153 8,039 113,398 20,847 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Lake Mary Water Treatment Plant operating budget has increased 5% and capital expenditures total $484,774 resulting in an overall increase of 1%. Personal Services decreased due to the net effect of relocating personnel through the workforce reduction program and increases for market, merits and insurance. The major reason for an increase in contractuals is related to a change in budget practice related to well maintenance agreements. In prior years these contracts were budgeted as capital. Other increase were for equipment rental, consultant fees, and registrations. Commodities increases are due to computer software, water parts, and various equipment. One-time expenditures for this division are $30,000 for a drinking water database and $7,500 for replacement equipment. Major capital (>$10,000) includes $200,000 for Inner Basin pipe replacement, $160,500 for a power generator, $47,774 for a basin pump system, $20,000 for the land acquisition fund, $20,000 for Upper Lake Mary dam improvements, $15,000 for an electrochemical analyzer, and $13,000 for a SCADA repeater. Annual Financial Plan 208 City of Flagstaff UTILITIES DIVISION 48 PROGRAM DESCRIPTION FY 04 ADDITIONAL ACCOMPLISHMENTS 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. With IS, successfully implemented Stormwater and Environmental Fee Billing to 18,000 accounts. Trained System users in CD & PW. Replaced contract for print and mail of monthly utility billings. FY 05 GOALS AND OBJECTIVES GOAL: CUSTOMER SERVICE OBJECTIVES: Offer additional payment options through the acceptance of credit and debit cards. Install and implement Internet bill presentment and electronic payment acceptance. Send out timely and accurate utility and system fee billings. FY 04 GOALS AND RESULTS GOAL: CUSTOMER SERVICE RESULTS: Increased Bank Draft Customer base to 11%. Examined Credit Card acceptance options. Upgraded Billing System and trained Customer Service Reps on additional functionality. All Cycle bills ran on time with minimal estimated reads. $2.6 million was collected in new construction System Fees. GOAL: FISCAL HEALTH OBJECTIVES: Continue to lower annual write-off and minimize delinquent accounts by sending on-time delinquency notices and performing follow-up turn-offs to nonpayers. Continue program of billing extra deposits to frequent cut-off list accounts reducing write offs. Continue, with the Distribution Division, the program to replace manually read meters with radio read meters. GOAL: FISCAL HEALTH RESULTS: The write-off was significantly lower for FY 03 due to increases in collections activity and billed deposits to delinquent payers. PERFORMANCE INDICATORS $21.7 million $22.6 million CY04 EST. $22.9 Million 16,616 17,053 17,875 $3.05 $2.1 million $3.20 $2.6 million $3.24 $2.5 Million 4.2% 4.7% 4.8% .20% 1.15% 1.00% CY02 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 Annual Financial Plan CUSTOMER SERVICE 209 CY03 City of Flagstaff UTILITIES DIVISION 48 CUSTOMER SERVICE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 429,577 109,419 16,134 16,862 $ 571,992 Adopted Budget 2003-2004 $ 465,310 172,500 61,430 $ 699,240 Estimated Expenditures 2003-2004 $ 466,201 152,850 36,743 $ 655,794 Proposed Budget 2004-2005 $ 479,575 147,490 87,395 $ 714,460 Budget-Budget Variance $ 14,265 (25,010) 25,965 $ 15,220 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION FIELD READING COLLECTION CUSTOMER SERVICE TOTAL $ 80,735 171,668 56,212 263,377 571,992 $ 178,082 178,997 58,325 283,836 699,240 $ 134,575 178,999 58,384 283,836 655,794 $ 193,586 181,904 63,523 275,447 714,460 $ 15,504 2,907 5,198 (8,389) 15,220 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 37,878 901 1,818 562,920 7,315 401 103,227 714,460 COMMENTARY: The Customer Service operating budget has increased 2% and there are no capital expenditures. Personal Services increases are due to market, merits, and insurance increases. Contractuals decrease is due to prior year one-time expenditures netted with increases for medical fees, telephone, postage, and computer maintenance. Commodities increases are due to computer software, food, tools, gas and oil, vehicle parts, and locking lids. One-time expenditure for this division is $46,500 for computer software related to web access and credit card acceptance. Annual Financial Plan 210 City of Flagstaff UTILITIES DIVISION 49 WATER DISTRIBUTION Radio Read Meters: Installation of an additional two thousand radio read meters in throughout the community. Enhancing customer service, by providing a safe, estimate free billing process, while increasing our overall efficiency and lowering operating costs. 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. Water and Wastewater Atlas Updates: Updating of our water and wastewater atlas, with all of the new lines constructed in the past several years. Giving city staff the most up to date information, when planning, designing and dealing with scheduled and emergency repair projects. PROGRAM DESCRIPTION The Water Distribution system operators safely and efficiently operate, maintain and repair all water distribution lines, fire hydrants, pressure reducing stations and meters, supplying each customer with a sufficient volume of water at adequate pressures, throughout our varying elevations and pressure zones. FY 04 GOALS AND RESULTS GOAL: CUSTOMER SERVICE RESULTS: A 22% reduction in the number of customer complaints from the previous year. Meters are paid for and installed within ten working days. GOAL: FISCAL HEALTH RESULTS: Continued training and weekly tailgate safety meetings to reduce the number and severity of our accidents. FY 05 GOALS AND OBJECTIVES GOAL: PLANNING FOR GROWTH RESULTS: Immediate response to our customer pressure problems, minimizing customer complaints and safety concerns. GOAL: FISCAL HEALTH OBJECTIVE: Reduce accidents and maintain standards. GOAL: CUSTOMER SERVICE OBJECTIVES: Exceed customer service expectations. high safety GOAL: PLANNING FOR GROWTH OBJECTIVE: Maintain water pressures throughout our service area within American Water Works Association (AWWA) guidelines. GOAL: ORGANIZATIONAL SUPPORT RESULTS: Instituted Skill Base Pay: Distribution and Collection Crews were combined, skill blocks developed and employee cross training initiated. The divisions successfully completed a pilot pay program and 50% of the individuals successfully completed an Arizona Department of Environmental Quality Operator training, testing and certification program. Continuing our effort to develop a multi-skilled workforce. GOAL: ORGANIZATIONAL SUPPORT OBJECTIVE: Continue developing multi-skilled workforce through skill base pay. FY 04 ADDITIONAL ACCOMPLISHMENTS Sunnyside Phase II, Humphrey/Hwy 180, Coconino Avenue, Agassiz/Verde and Huntington/4th Street Capital Improvements Projects: Worked with public and private engineers, contractors and customers, coordinating a wide variety of projects including: Valve installations, main line realignments, shutdowns, turn-ons, mainline flushing and emergency repairs to our water distribution system. Annual Financial Plan 211 City of Flagstaff UTILITIES DIVISION 49 WATER DISTRIBUTION PERFORMANCE INDICATORS CY01 Number of complaints and responses Number of meter replacements and repairs Number of work orders completed Cost per service/water distribution system CY04 EST. CY02 207 655 3,685 $13.57 161 557 3,019 $12.46 184 650 3,000 $13.00 EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 681,364 55,499 128,967 78,118 $ 943,948 Adopted Budget 2003-2004 $ 718,193 52,362 143,036 91,000 $ 1,004,591 Estimated Expenditures 2003-2004 $ 707,220 53,087 155,190 88,329 $ 1,003,826 Proposed Budget 2004-2005 $ 723,744 68,935 228,686 45,800 $ 1,067,165 Budget-Budget Variance $ 5,551 16,573 85,650 (45,200) $ 62,574 $ $ $ $ $ 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 $ 137,893 140,191 230,769 64,726 106,788 174,779 88,802 943,948 $ 178,633 139,042 209,218 58,190 120,090 209,298 90,120 1,004,591 $ 84,671 152,486 250,282 75,627 109,374 237,189 94,197 1,003,826 $ 154,348 149,699 218,266 107,464 125,674 216,232 95,482 1,067,165 $ $ 1,067,165 1,067,165 $ (24,285) 10,657 9,048 49,274 5,584 6,934 5,362 62,574 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Water Distribution operating budget has increased 12% and capital expenditures total $45,800 resulting in an overall net increase of 6%. Personal Services decreased slightly due to the supervisor position charging out one half of his time to Division 54, wastewater collection, and the increases related to market, merits, and insurance. Contractual increase is due remodeling of the East Flagstaff facility. Commodities increase is due to annual expenditures that were budgeted as capital in prior years. One-time expenditures for this division is $15,000 for the facility remodel. Major capital (>$10,000) is $45,800 for a replacement service truck. Annual Financial Plan 212 City of Flagstaff UTILITIES DIVISION 50 BOOSTER STATIONS Booster stations/local wells are landscaped creating a positive visual asset to the community. PROGRAM DESCRIPTION Provides for the operation and maintenance of booster stations that provide adequate volume and pressure for domestic and fire service outside of the normal pressure zones of the water distribution system. This Division manages the operation and maintenance of water storage tanks to mitigate any disruption in power and maintain adequate disinfection residuals. FY 04 ADDITIONAL ACCOMPLISHMENTS University Highland booster station reactivated and used as second source when leak is discovered to Railroad Springs tank. 8” pipe is laid to automate the university Highland booster station when needed as a second source. FY 04 GOALS AND RESULTS GOAL: CAPITAL IMPROVEMENT RESULTS: Amberwood booster station operational. FY 05 GOALS AND OBJECTIVES GOAL: PUBLIC SAFETY RESULTS: Installed Halogen motor operated chlorine shut off valves for the North Reservoir Filtration Plant booster station and Wood Mountain booster station protecting citizens from possible chlorine leaks. OBJECTIVES: Start-up and operate Kinlani II booster station. GOAL: GOAL: QUALITY OF LIFE OBJECTIVES: Paint University Highlands tank. GOAL: QUALITY OF LIFE RESULTS: University Highlands is automated and on standby for second source supply to the West side higher elevation residences. Power requirements are minimal. Annual Financial Plan ECONOMIC DEVELOPMENT / REDEVELOPMENT PERFORMANCE INDICATORS See Division 47 213 City of Flagstaff UTILITIES DIVISION 50 BOOSTER STATIONS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 17,693 24,453 578 $ 42,724 Adopted Budget 2003-2004 $ 23,795 26,150 3,150 $ 53,095 Estimated Expenditures 2003-2004 $ 20,795 27,194 4,761 $ 52,750 Proposed Budget 2004-2005 $ 21,536 44,650 3,026 8,000 $ 77,212 Budget-Budget Variance $ (2,259) 18,500 (124) 8,000 $ 24,117 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ZONE A KINLANI UNIVERSITY HIGHLANDS #1 AIRPORT BOOSTER AMBERWOOD BOOSTER RAILROAD SPRINGS BOOSTER KINLANI II TOTAL $ 24,879 361 1,221 1,962 3,074 11,227 42,724 $ 30,795 350 1,850 1,300 2,600 3,150 13,050 53,095 $ 27,816 459 1,888 4,512 2,600 15,475 52,750 $ 28,536 350 2,226 9,300 2,700 11,350 20,550 2,200 77,212 $ $ 77,212 77,212 $ (2,259) 376 8,000 100 8,200 7,500 2,200 24,117 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Booster Station operating budget has increased 30% and capital expenditures total $8,000 resulting in an overall net increase of 45%. Increases in Contractuals and commodities are related to painting and light an power. One-time expenditure for this division is $7,500 for painting of the University Highlands tank. Annual Financial Plan 214 City of Flagstaff UTILITIES DIVISION 53 WILDCAT WASTEWATER TREATMENT PLANT PROGRAM DESCRIPTON FY 04 ADDITIONAL ACCOMPLISHMENTS 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. Provided wastewater treatment and reclaim water that meets or exceeded all federal and state permit requirements. Maintained State Certified laboratory Standards. All required state and federal monitoring reports were submitted accurately and on time. Treated all wastewater to NPDES permit requirements. FY 04 GOALS AND RESULTS GOAL: PLANNING FOR GROWTH RESULTS: Currently in the planning process to upgrade Wildcat to provide customers with A+ water. FY 05 GOALS AND OBJECTIVES GOAL: ORGANIZATIONAL SUPPORT OBJECTIVES: Continue to develop multi-skilled workforce. GOAL: ORGANIZATIONAL SUPPORT RESULTS: Implemented multi-skilled workforce and skill base pay program. GOAL: PLANNING FOR GROWTH OBJECTIVES: Encourage the use of reclaimed water. GOAL: CUSTOMER SERVICE RESULTS: Responded to all complaints within 24 hours. GOAL: CUSTOMER SERVICE OBJECTIVES: Exceed customer service expectations. PERFORMANCE INDICATORS (Wildcat Hill WWTP) CY02 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) Annual Financial Plan 1.5304 1.2106 401.6700 245.645 35.85 1,294.53 $0.95 215 CY03 1.484714 1.181078 309.1327 315.230 60.45 587.82 $1.04 CY04 EST. 1.57 1.3 390.0 300.000 60.00 1300 $0.98 City of Flagstaff UTILITIES DIVISION 53 WILDCAT WASTEWATER TREATMENT PLANT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 668,090 470,794 239,736 105,277 $ 1,483,897 Adopted Budget 2003-2004 $ 913,232 1,014,932 379,675 85,175 $ 2,393,014 Estimated Expenditures 2003-2004 $ 926,347 1,054,749 382,443 61,752 $ 2,425,291 Proposed Budget 2004-2005 $ 773,979 501,979 291,066 37,990 $ 1,605,014 Budget-Budget Variance $ (139,253) (512,953) (88,609) (47,185) $ (788,000) $ $ $ $ $ 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 $ 114,799 553,573 651,674 115,051 5,346 3,327 40,127 1,483,897 $ 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 $ 195,195 534,008 633,102 103,007 15,199 3,756 1,159 76,101 495,170 153,324 72,270 143,000 2,425,291 $ 168,934 559,289 651,006 126,766 19,154 6,714 1,750 71,401 1,605,014 $ $ 1,605,014 1,605,014 $ (24,619) 49,493 12,160 17,981 3,945 (844) (97) (4,410) (479,561) (143,427) (75,621) (143,000) (788,000) SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: For FY 2005 the operating budgets for the Wildcat Treatment Plant and the Rio de Flag Treatment Plant have been separated. The Rio de Flag Treatment Plant will be budgeted in Division 56. The decrease to all portions of this budget is directly related to the transfer of this division. However, there were increases to some operation activities for the Wildcat Treatment Plant. Personal Services has increases for market, merit, insurance, and overtime. Contractuals and Commodities had several increases, of which, the major increases were for light and power, stormwater fees, chemicals, maintenance of buildings and equipment, purchase of equipment, safety supplies, and water and sewer parts. This division has $34,429 in one-time expenditures which include wall repairs, maintenance on chlorinators, purchase of gas detectors, and purchase of two monitoring meters. Major capital (>$10,000) includes $26,790 for repair to grease tank and $11,200 for a replacement WEMCO pump. Annual Financial Plan 216 City of Flagstaff UTILITIES DIVISION 54 WASTEWATER COLLECTION and T.V. inspections pre and post construction, our collection system. Collection System Root Control Project: The collection personal successfully completed our triannual root control project. Ten of thousands of feet of sewer line are cleaned and chemically treated with a root-inhibiting product. Controlling tree roots in sanitary sewer lines reduce sewer backups and customer complaints. The project was completed at less than 42% of what a private contractor would have charged. Water and Wastewater Atlas Updates: Updating of our water and wastewater atlas, with all of the new lines constructed in the past several years. Giving city staff the most up to date information, when planning, designing and dealing with scheduled and emergency repair projects. PROGRAM DESCRIPTION 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. FY 04 GOALS AND RESULTS GOAL: CUSTOMER SERVICE RESULTS: 14% reduction of service calls related to city problems from last year. GOAL: ORGANIZATIONAL SUPPORT RESULTS: Instituted Skill Base Pay: Distribution and Collection Crews were combined, skill blocks developed and employee cross training initiated. The divisions successfully completed a pilot pay program and 50% of the individuals successfully completed an Arizona Department of Environmental Quality Operator training, testing and certification program. Continuing our effort to develop a multi-skilled workforce. Criteria were developed and training initiated, streamlining the skill base pay, skill block sign off process. The development of crew rotation training schedule has strengthened the teamwork in the division. FY 05 GOALS AND OBJECTIVES GOAL: CUSTOMER SERVICE OBJECTIVES: Exceed customer service expectations. GOAL: FISCAL HEALTH OBJECTIVES: Reduce accidents and maintain standards. high safety GOAL: PLANNING AND GROWTH OBJECTIVES: Encourage the use of reclaimed water throughout the community. FY 04 ADDITIONAL ACCOMPLISHMENTS GOAL: ORGANIZATIONAL SUPPORT OBJECTIVES: Continue developing a multi-skilled workforce through skill base pay. Sunnyside Phase II, Humphrey/Hwy 180, Coconino Avenue, Agassiz/Verde and Huntington/4th Street Capital Improvements Projects: Worked with public and private engineers, contractors and customers, coordinating a wide variety of projects involving cleaning, locating manholes, customer complaints PERFORMANCE INDICATORS CY02 Miles of sewer cleaned or rodded Number of blockages (City responsibility) Number of feet of sewer televised O & M cost per service account Annual Financial Plan 175.4 52 64,705 $9.38 217 CY03 190 45 119,201 $8.62 CY04 EST. 200 48 67,000 $9.20 City of Flagstaff UTILITIES DIVISION 54 WASTEWATER COLLECTION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 447,698 27,375 86,640 158,477 $ 720,190 Adopted Budget 2003-2004 $ 412,622 41,550 100,021 275,000 $ 829,193 Estimated Expenditures 2003-2004 $ 472,108 38,262 86,491 $ 596,861 Proposed Budget 2004-2005 $ 452,860 33,305 100,351 255,000 $ 841,516 Budget-Budget Variance $ 40,238 (8,245) 330 (20,000) $ 12,323 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION SERVICE CONNECTIONS PREVENTIVE MAINTENANCE TV INSPECT & HYDRO-CLEAN CORRECTIVE MAINTENANCE RECLAIMED WATER LINE TOTAL $ 174,372 13,947 207,102 245,248 65,827 13,694 720,190 $ 162,600 18,139 460,936 91,226 84,225 12,067 829,193 $ 180,383 14,747 213,293 98,512 78,404 11,522 596,861 $ 182,482 16,441 456,248 91,894 81,308 13,143 841,516 $ $ 841,516 841,516 $ 19,882 (1,698) (4,688) 668 (2,917) 1,076 12,323 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Wastewater Collection operating budget has increased 6% and capital expenditures total $255,000 for a net increase of 1%. Personal Services increases are due to market, merit, and insurance increases and additional supervisor charges from Division 49, Water Distribution. Contractuals decrease is due to prior year one-time expenditures. Major capital (>$10,000) is related to the carryover of the hydro-vac vehicle for $255,000. Annual Financial Plan 218 City of Flagstaff UTILITIES DIVISION 55 GOAL: CUSTOMER SERVICE RESULTS: Two inspectors were given letters of commendation by a local business. The City of Flagstaff, Utilities web site helps keep the Division in- touch with the community. PROGRAM DESCRIPTION This division provides monitoring, permitting, and reporting of industrial and commercial wastewater discharges into the City sewer system to assure compliance with Local, State and Federal mandated pretreatment regulations and to prevent upset at the City’s wastewater treatment plants. Other activities include administration of the City’s cross-connection control program, wastewater monitoring, and seepage control. FY 04 ADDITIONAL ACCOMPLISHMENTS Designed and modified two utility trailers for safe and secure field sampling. Developed electronic inspection forms for handheld computers. Completed background sampling to establish baseline for Local Limits Analysis. FY 04 GOALS AND RESULTS GOAL: PUBLIC SAFETY RESULTS: Inspected 1,000 businesses and industries to identify potential for bypass, interference or violation of the Public Owned Treatment Works (POTW). There were 1,462 backflow assemblies reported working, 810 assemblies were found failed and corrected at their annual inspection. There were 1,200 business inspected for proper backflow prevention application. FY 05 GOALS AND OBJECTIVES GOAL: PUBLIC SAFETY OBJECTIVES: Prevent bypass of the Public Owned Treatment Works (POTW). Prevent backflow of contaminants into potable water system. GOAL: COLLABORATON RESULTS: Pollution prevention literature or onsite training and information was provided to 1,200 businesses. Pretreatment information is now provided on the City of Flagstaff web site. A meter lockout procedure was established to ensure backflow prevention equipment was in-place before attaching to the City potable water system. GOAL: COLLABORATON OBJECTIVES: Encourage pollution prevention for business and industries. GOAL: CUSTOMER SERVICE OBJECTIVES: Provide service to our internal and customers, beyond their expectation. PERFORMANCE INDICATORS CY02 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 Annual Financial Plan WASTEWATER MONITORING 219 1,272 1,539 6,367 1,444 -0- CY03 1,200 1,462 8,918 1,000 810 external CY04 EST. 1,500 2,000 4,000 1,500 -0- City of Flagstaff UTILITIES DIVISION 55 WASTEWATER MONITORING EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 163,310 49,281 29,795 $ 242,386 Adopted Budget 2003-2004 $ 177,680 99,877 20,907 $ 298,464 Estimated Expenditures 2003-2004 $ 177,878 95,760 22,528 $ 296,166 Proposed Budget 2004-2005 $ 190,654 154,517 22,607 10,000 $ 377,778 Budget-Budget Variance $ 12,974 54,640 1,700 10,000 $ 79,314 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION NPDES MONITORING INDUSTRIAL WASTE MONITOR HAZARDOUS WASTE BACKFLOW X CONN. CONTROL STORM WATER TOTAL $ 106,676 33,479 74,870 3,643 23,718 242,386 $ 160,233 31,660 77,944 3,827 25,004 (204) 298,464 $ 113,966 48,510 104,892 3,751 25,047 296,166 $ 231,815 33,066 82,357 4,059 26,481 377,778 $ $ 377,778 377,778 $ 71,582 1,406 4,413 232 1,477 204 79,314 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Wastewater Monitoring operating budget has increased 23% and capital expenditures total $10,000 resulting in an overall net increase of 27%. Personal Services increases are due to market, merits, and insurance increases. Contractuals increases are due one-time expenditures for consulting, maintenance, and sampling. Commodities increases are due to one-time expenditures for computer equipment and tires. One-time expenditures for this division are $72,000 for consulting fees related to local limits, $1,700 for office painting, $29,000 for background sampling for local limits, $5,000 for two laptops, and $400 for tires. Major capital (>$10,000) is $10,000 for a replacement copier. Annual Financial Plan 220 City of Flagstaff UTILITIES DIVISION 56 GOAL: CUSTOMER SERVICE RESULTS: Staff is committed to 100% customer satisfaction for all customers (ongoing). PROGRAM DESCRIPTION This program was combined with Division 53 for FY 2004 and is being separated for FY 2005. 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 was for riparian enhancement. The automated treatment facility used advanced technology to produce non-potable water that is certified Grade A+ by the State of Arizona. The program monitors quality control of product water and downstream water quality. Staff is also responsible for pumping the water into the citywide distribution system and maintaining the reclaimed water storage facilities at Buffalo Park. FY 04 ADDITIONAL ACCOMPLISHMENTS Installation of an additional waste activated sludge flow meter for process optimization. Installation of telemetry and flow meter upgrade at Pine Canyon. Designed and install a reclaim water line to Rio discharge point that will allow continuous flow to wetlands in times of high reclaim demand. Elimination of preventative and/or corrective maintenance backlog. Continuous use of computerized maintenance management system Operated single treatment train at 120% of capacity to meet high summer reclaims demand. FY 04 GOALS AND RESULTS GOAL: PLANNING FOR GROWTH RESULTS: Now providing reclaim water for all irrigation of Pine Canyon Golf Club. Currently in test phase with SCA Paper mill using reclaim water for production. Could result in a savings of over 250,000 gallons of potable water daily and would also provide for year round reclaim demand. Further reduction in plant staffing level, plant now has four full time employees. Participate in an energy efficiency audit to find most likely areas to reduce energy demand (ongoing). FY 05 GOALS AND OBJECTIVES GOAL: PLANNING FOR GROWTH OBJECTIVES: Encourage the use of reclaim water. Minimize treatment cost per unit of water treated. Develop an ongoing performance improvement program. GOAL: ORGANIZATIONAL SUPPORT OBJECTIVES: Continue to develop a multi-skilled workforce. Continue to foster a safe and healthy work environment. GOAL: ORGANIZATIONAL SUPPORT RESULTS: Skill-based pay has been instituted. Ongoing cross training between operations, maintenance and laboratory staff. GOAL: CUSTOMER SERVICE OBJECTIVES: Continue commitment of 100% satisfaction. PERFORMANCE INDICATORS CY02 Gallons of wastewater treated (millions) Gallons of reclaim water produced (millions) Gallons of reclaim water reused (millions) Cost to produce 1,000 gallons reclaim water Annual Financial Plan RIO DE FLAG RECLAIM PLANT 675.9 646.0 163.1 $0.98 221 CY03 730.0 697.4 214.6 customers’ CY04 EST. 735.0 700.0 220.0 $1.00 City of Flagstaff UTILITIES DIVISION 56 RIO DE FLAG RECLAIM PLANT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 217,477 482,297 61,242 42,812 $ 803,828 Adopted Budget 2003-2004 $ $ - Estimated Expenditures 2003-2004 $ $ - Proposed Budget 2004-2005 $ 237,221 499,491 86,600 $ 823,312 Budget-Budget Variance $ 237,221 499,491 86,600 $ 823,312 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PLANT OPERATIONS PLANT MAINTENANCE LAB-PROCESS CONTROL-MONTR RECLAIMED CONNECTIONS TOTAL $ 32,310 404,434 168,100 56,033 142,951 803,828 - $ $ - $ 42,781 435,844 145,962 81,384 117,341 823,312 $ $ 823,312 823,312 $ 42,781 435,844 145,962 81,384 117,341 823,312 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Rio de Flag Treatment Plant was combined for FY 2004. A management decision was made during this FY to separate the operations back to its own division. In addition to transferring the base budget there were increases to the operating budget. Personal Services increases is due to market, merit, insurance, and overtime. Contractuals increases are due to permit fees, training, postage, light and power, stormwater fees, janitorial, tank inspection, and bar screening replacement. Commodities increases are due to computer equipment and chemicals. One-time expenditures for this division are$2,500 for permit fees, $2,000 for training, $5,000 for cleaning and inspection of Buffalo Park tank, and $10,000 for replacement of the bar screening. Annual Financial Plan 222 City of Flagstaff 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 223 City of Flagstaff NON-DEPARTMENTAL DIVISION 63 Adopted a Long-term Water Resource Sustainability Strategy Policy for the City of Flagstaff, Arizona. Continued joint efforts with ADOT to move the East Flagstaff Traffic interchange and the Pulliam Airport Interchange projects up in the funding cycle. Amended the Airport Rules and Regulations. Amended the City of Flagstaff Personnel Policies. Adopted a schedule of stormwater management service charges. Created the Commission on Open Spaces. Implemented a long-term water resource sustainability strategy for water conservation and water use efficiency. Increased salaries for the Mayor and council. Entered into a letter of understanding with the East Flagstaff Gateway Redevelopment Area. Initiated meet and confer discussions. Revised the Employee Advisory Committee. Commissioned a feasibility study on the downtown conference center project. MISSION The mission of the City of Flagstaff is to enhance the quality of life of its citizens while supporting the values of its community. PROGRAM DESCRIPTION This Division is the legislative branch of the City of Flagstaff’s Council-Manager form of Government. The City Council enacts local legislation, assesses community need; sets the tax rate; determines and develops policies for the City Manager to implement and adopts budgets. The Council appoints the City Manager, City Attorney, Court Magistrates and individuals to various boards, commissions, and committees. FY 04 GOALS AND RESULTS 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 1, 2003 for the period July 1, 2003 through June 30, 2004. Economic Development/Redevelopment Fiscal Health Public Safety Affordable Housing Capital Improvements Planning for Growth Regional Collaboration Quality of Life Organizational Support FY 04 ADDITIONAL ACCOMPLISHMENTS BOARDS AND COMMISSIONS Airport Commission Rewrote the Airport Rules and Regulations that spell out the rules for operation of the airport and conduct of business, setting minimum standards, rates, and fees for various activities. Board of Adjustment Approved 16 variances. Commission on Diversity Awareness Sponsored and presented “The Face of Our Community” art event at Killip School. Revised and updated the mission statement making it more relevant to the community. Three Commissioners participated in the United Way Community Assessment. One commissioner participated in the La Puenta Conference. Presented the Mosaic Award to the director and cast of the “Laramie Project” of the Flagstaff Art and Leadership Academy for spreading awareness and tolerance in the community. Hosted a luncheon for the Diversity Groups/Commissions of NAU and the County. Collaborated with the County in the presentation of “Color of Fear”. Sent a letter of support to NAU in an effort to assist them in addressing racial allegations. FY 04 ADDITIONAL ACCOMPLISHMENTS Began work on the Fourth Street Overpass bond project. Joined the Northern Arizona Municipal Water Users Association to advance water resource interests. Enacted the McMillan Mesa amendment to the Flagstaff Area Regional Land Use and Transportation Plan. Adopted amendments to the Long Range Master Plan for Parks, Recreation and Open Space. Annual Financial Plan COUNCIL AND COMMISION 224 City of Flagstaff NON-DEPARTMENTAL DIVISION 63 Hosted speakers conservation. Disability Awareness Commission Created a standing committee to work on major commission goals: 1. Banquet accessibility to public facilities; 2. Community liaison; and 3. Public relations. Co-sponsored a community workshop on ADA and employment issues. Planned and hosted the annual Disability Awareness Banquet. on water demand/water Tourism Commission Assisted with the successful transition of the Visitors Center to the Convention and Visitors Bureau. Approached completion of the final stage of a 5-year strategic plan for tourism in Flagstaff. Changed the direction of the media plan, focusing on new ads better representing Flagstaff. Traffic Commission Established a northbound bike lane on south San Francisco Street from Franklin Avenue to Butler Avenue. Recommended alternative off-street parking on South San Francisco between Butler and Phoenix Avenues in order to provide for a bike lane. Developed policies and public materials for a residential neighborhood traffic management program. Flagstaff Public Art Advisory Committee Designed, printed, and distributed 8000 copies of a color pamphlet on Flagstaff Public art. Continued with the juried local artist exhibits at City Hall and Airport Terminal. Historic Preservation Commission Approved two downtown development requests. Library Board Provided support and input concerning the opening of the East Flagstaff Community Library. Water Commission Recommended the renaming of the Utilities Department to Water Resources Department. Amendments to the Tank and Scavenger Waste Hauler ordinance. Reviewed and recommended water and wastewater bond project for the May, 2004 election. Recommended a conversation agreement for reclaimed water to the Northwest Professional Plaza. Revised the Water Conservation Ordinance by adopting year-round water restriction. Established a strategy for conservation and preservation of water resources. Participated in the creation of the Water Conservation Specialist position. Recommended approval of water service area to Kinlani Estates Unit 2. Recommended modifications to the toilet rebate program to include dual flush toilets and waterless urinals. Recommended bank drafting incentives. Open Spaces Commission Developed criteria, values, and priorities relating to McMillan Mesa open space. Worked on the open space bond questions for the 2004 Special Debt Authorization election. Worked with Parks and Recreation commission on policies and mutual interest projects. Engaged in the initial development stages of a longrange management plan for city-owned open space. Parks and Recreation Commission Participated in the McMillan Mesa Land Use Plan amendment to the general plan. Amended the Parks and Recreation Long Range Master Plan. Recommended the Thorpe Park Concept Plan. Participated in the review of parks and recreation priority packages for the May 2004 bond election. Planning and Zoning Commission Reviewed 23 Conditional Use Permits Revised eight tentative plat subdivisions Acted on two appeals and one rezoning case. Representatives served on the Water Commission, Open Space Commission, Transportation Advisory Committee, and the Board of Adjustment. Heard notable projects such as the East Gateway redevelopment/Mall Expansion projects and the Rio Homes and Izabel Town Homes affordable housing projects. Participated in the 5-year CIP process. Annual Financial Plan COUNCIL AND COMMISION Youth Commission Conducted the 2003 Youth Town Hall. FY 05 GOALS AND OBJECTIVES - BOARD AND COMMISSIONS Individual Board and Commissions will now be contained in the various departments’ budgets and that information will be provided as part of their budget presentations. 225 City of Flagstaff NON-DEPARTMENTAL DIVISION 63 COUNCIL AND COMMISION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 54,573 63,890 22,923 $ 141,386 Adopted Budget 2003-2004 $ 73,690 83,968 26,395 $ 184,053 Estimated Expenditures 2003-2004 $ 77,075 73,175 26,806 $ 177,056 Proposed Budget 2004-2005 $ 124,018 71,794 31,870 $ 227,682 Budget-Budget Variance $ 50,328 (12,174) 5,475 $ 43,629 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION BOARDS AND COMMISSIONS TOTAL $ 134,980 6,406 141,386 $ 167,218 16,835 184,053 $ 162,152 14,904 177,056 $ 224,297 3,385 227,682 $ 57,079 (13,450) 43,629 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 118,974 10,504 27,416 38,169 1,408 6,319 24,892 227,682 COMMENTARY: The Council and Commissions operating budget has increased 24% with no capital expenditures. Personal Services increases are due to the iincrease in compensation to the Mayor and three of the six Council members. The remaining three Council reimbursements will increase with the next election in 2006. There is no major capital (>$10,000) for this division. Contractual decreases are due to moving the commission budgets as appropriate within each division that chairs the commission. Annual Financial Plan 226 City of Flagstaff NON-DEPARTMENTAL DIVISION 64 CONTRIBUTIONS TO OTHER AGENCIES PROGRAM DESCRIPTION FY 05 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. FY 04 GOALS AND RESULTS Social service programs were supported through United Way contributions totaling $289,386. Not for profit assistance given to the Arizona Heritage and Sister Cities organizations. Alliance partners including Weed & Seed, After School Program, FIT for Safe Housing, Coalition for Youth & Children, and the High Altitude Sports Training Center were supported. Quality of Life partnerships in our community with the Canyon Forest Partnership, Siler Homes, and the Emergency Housing Assistance were supported. PERFORMANCE INDICATORS No performance indicators available at this time. FY 04 ADDITIONAL ACCOMPLISHMENTS Maintained budgeted funding levels through the year despite cuts in other programs. Annual Financial Plan 227 City of Flagstaff NON-DEPARTMENTAL DIVISION 64 CONTRIBUTIONS TO OTHER AGENCIES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 727,529 $ 727,529 Adopted Budget 2003-2004 $ 760,016 $ 760,016 Estimated Expenditures 2003-2004 $ 737,542 $ 737,542 Proposed Budget 2004-2005 $ 742,394 $ 742,394 Budget-Budget Variance $ (17,622) $ (17,622) $ $ $ $ $ EXPENDITURES BY PROGRAM: HEALTH & SOC SERVICES OTHER CONTRIBUTIONS TOTAL $ 727,529 727,529 $ 339,386 420,630 760,016 $ 296,442 441,100 737,542 $ 311,264 431,130 742,394 $ (28,122) 10,500 (17,622) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 583,061 10,436 42,273 60,987 1,221 20,564 23,852 742,394 COMMENTARY: The Contributions to Others operating budget has decreased 2% and there are no capital expenditures. Contributions are as follows: United Way $296,442; Arizona Heritage $1,000; Canyon Forest Partnership $15,000; High Altitude Sports Training $30,000; FACTS $315,000; Weed & Seed $7,000; Sister Cities $3,000; Youth Coalition $22,500; Siler Homes $2,300; Emergency Housing $25,000; NACOG Rural Transportation $5,330; and Native American Festival $5,000. Annual Financial Plan 228 City of Flagstaff NON-DEPARTMENTAL DIVISION 66 NON-DEPARTMENTAL PROGRAM DESCRIPTION FY 05 GOALS AND OBJECTIVES This division accounts for all expenditures that are not specifically allocable to individual divisions or programs, e.g. property and liability insurance, unemployment insurance, audit fees, and capital equipment that benefit various departments (mainframe computer). Costs of this division are allocated to the respective departments based on a cost-allocation formulation. GOAL: COLLABORATION OBJECTIVE: Continue work with the Alliance group on community debt management. 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. FY 04 GOALS AND RESULTS GOAL: COLLABORATION RESULTS: Continued work with the Alliance community debt management. group on GOAL: FISCAL HEALTH RESULTS: Funded those programs and activities that are not readily associated with a single department or division within the City. Completed an annual audit per City Charter by an Independent Certified Public Accountant. Updated the OMB A87 study, which will be implemented in FY2005. Conducted a successful bond program in the community, resulting in 10 out of 13 proposed projects passing. Evaluated the most effective approach to update the census, which will be based on Arizona Department of Economic Security estimates. 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. PERFORMANCE INDICATORS No performance indicators available at this time. GOAL: ORGANIZATIONAL SUPPORT RESULTS: Recognized outstanding employees through the City Manager’s Award program. Continue to provide adequate computer and communication equipment to enable staff to perform at their highest level. FY 04 ADDITIONAL ACCOMPLISHMENTS Completed purchase of Heil and APS buildings in continuing redevelopment efforts. Supported United Way fund raising efforts through the support of a staff activity Annual Financial Plan 229 City of Flagstaff NON-DEPARTMENTAL DIVISION 66 NON-DEPARTMENTAL EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 75,100 1,368,561 415,391 887,324 $ 2,746,376 Adopted Budget 2003-2004 $ 67,664 2,240,960 292,258 4,695,245 $ 7,296,127 Estimated Expenditures 2003-2004 $ 64,240 1,647,955 299,446 2,292,200 $ 4,303,841 Proposed Budget 2004-2005 $ 70,762 2,172,100 856,576 2,301,798 $ 5,401,236 Budget-Budget Variance $ 3,098 (68,860) 564,318 (2,393,447) $ (1,894,891) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION EMPLOYEE BENEFITS INSURANCE CONSULTANTS COPY CENTER REDEVELOPMENT DOWNTOWN REDEVELOPMENT HERITAGE SQUARE CANOPY TOTAL $ 1,281,806 78,596 648,000 258,051 8,041 403,865 66,218 1,799 2,746,376 $ 1,150,718 49,000 915,500 684,500 17,164 406,000 4,052,000 21,245 7,296,127 $ 1,019,175 50,144 908,000 306,674 10,238 190,463 1,819,147 4,303,841 $ 1,234,776 49,000 915,500 446,000 51,662 583,000 2,100,053 21,245 5,401,236 $ 84,058 (238,500) 34,498 177,000 (1,951,947) (1,894,891) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 4,864,881 33,990 112,704 204,988 10,767 48,192 125,714 5,401,236 COMMENTARY: The Non-Departmental operating budget has increased 19% and capital expenditures total $2,301,798 resulting in an overall net decrease of 26%. Personal Services increases are due to the employee market, merit, and insurance costs. Contractual decreases are due to the elimination of one time funding in FY2004 for a special census ($500,000). Commodities increases are related to information services expenditures throughout the City and redevelopment efforts. Major capital (>$10,000) includes a canopy at Heritage Square ($21,245), a vehicle ($15,500), 3 copiers ($30,000), redevelopment ($2,095,053) and AS400 replacement ($140,000). Annual Financial Plan 230 City of Flagstaff NON-DEPARTMENTAL DIVISION 68 FIREMEN’S PENSION PROGRAM DESCRIPTION FY 05 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. FY 04 GOALS AND RESULTS PERFORMANCE INDICATORS GOAL: FISCAL RESPONSIBILITY RESULTS: Benefit distributions were made in a timely manner to the three current participants. No performance indicators available at this time. EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 7,200 $ 7,200 Adopted Budget 2003-2004 $ 7,200 $ 7,200 Estimated Expenditures 2003-2004 $ 7,200 $ 7,200 Proposed Budget 2004-2005 $ 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 231 City of Flagstaff NON-DEPARTMENTAL DIVISION 78 ECONOMIC DEVELOPMENT Assist existing area basic sector businesses by providing referral and consultation services, financial expertise, coordinated business training seminars, and general technical assistance. 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 No performance indicators available at this time. FY 04 GOALS/OBJECTIVES AND RESULTS To actively recruit new basic sector employers to the area resulting in increased basic sector employment opportunities for Flagstaff area residents. EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ 410,708 $ 410,708 Adopted Budget 2003-2004 $ 446,400 $ 446,400 Estimated Expenditures 2003-2004 $ 424,381 19 $ 424,400 Proposed Budget 2004-2005 $ 459,400 $ 459,400 Budget-Budget Variance $ 13,000 $ 13,000 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION CONTRIBUTIONS TELECOM PARTNERSHIP TRAINING TOTAL $ 307,091 7,400 96,217 410,708 $ 317,000 7,400 100,000 22,000 446,400 $ 317,000 7,400 100,000 424,400 $ 330,000 7,400 100,000 22,000 459,400 $ $ 459,400 459,400 $ 13,000 13,000 SOURCE OF FUNDING: ECONOMIC DEVELOPMENT FUND COMMENTARY: The Economic Development operating budget has increased 3% and there are no capital expenditures. The increase is due to additional funding for GFEC. Annual Financial Plan 232 City of Flagstaff NON-DEPARTMENTAL DIVISION 97 TRANSIT FY 04 ADDITIONAL ACCOMPLISHMENTS PROGRAM DESCRIPTION Received a $1.4 million capital grant. Scored 6.3 for overall rider satisfaction on 1-7 scale. 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. FY 05 GOALS AND OBJECTIVES GOAL: PLANNING FOR GROWTH OBJECTIVES: Provide Saturday service on route 5. Increase ridership to 350,000 per year. Complete downtown circulator study. Install ten bus shelters. Purchase a transit facility. FY 04 GOALS AND RESULTS RESULTS: Increase bus frequency to 30 minutes on route 2, 66, and 4. Began planning for downtown circulator project. Added route 5 with service to Cheshire. Installed lighted signage at 40 stops. Installed ten bus shelters. EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2002-2003 $ (61) 1,522,463 $ 1,522,402 Adopted Budget 2003-2004 $ 2,016,199 $ 2,016,199 Estimated Expenditures 2003-2004 $ 2,016,199 $ 2,016,199 Proposed Budget 2004-2005 $ 2,267,779 $ 2,267,779 Budget-Budget Variance $ 251,580 $ 251,580 $ $ $ $ $ $ $ $ 2,267,779 2,267,779 $ $ $ $ 2,267,779 2,267,779 EXPENDITURES BY PROGRAM: TRANSIT IMPROVEMENTS TOTAL 1,522,402 1,522,402 2,016,199 2,016,199 2,016,199 2,016,199 251,580 251,580 SOURCE OF FUNDING: TRANSPORTATION FUND COMMENTARY: The Transit budget has increased by 12% 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 233 City of Flagstaff Annual Financial Plan 234 City of Flagstaff funding of 11.2% is primarily for airport expansion, beautification, and streets. CAPITAL IMPROVEMENTS FY 2005 CAPITAL IMPROVEMENT PROGRAM In May 2004 voters approved 10 bond projects totaling $155.2 million. These projects will be phased in over a 10-year period and budgeted on a cash flow basis. The Capital Improvement Program (CIP) for FY 2005 represents a $96.7 million investment of public funds in infrastructure and public facilities. The project mix has changed from prior years to 50.5% of the funding being provided on the pay-as-you-go basis versus 71% in FY 2004. The major projects in this year’s budget are Fourth Street overpass, Empire Avenue extension, East Flag Gateway, Airport improvements and the Rio De Flag project. This year’s capital improvement program is funded 38.3% through debt financing including the Fourth Street bond program and Water and Wastewater projects authorized by voters in May 2004. The grant Expenditure totals may be shown as inflated or noninflated costs depending on whether the scope of work or funding amount is the determining factor. The following pages provided listing of the Capital Improvement projects along with a map to show the location of the improvements. The City Geographic Information System program provided the maps. 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 7.4% 37.0% 8.9% 9.0% 17.2% 11.2% 0.7% 8.6% 100.0% $ $ Sources of funding are categorized in three categories as shown below: Debt Pay-As-You-Go Grants 7,134,129 35,777,423 8,587,715 8,695,777 16,673,161 10,846,558 718,265 8,317,670 96,750,698 Water 9.0% Stormwater 8.6% Annual Financial Plan Environ. Services 0.7% $ 37,007,476 48,873,837 10,869,385 96,750,698 Pay-As-YouGo 50.5% BBB 8.9% General Govt 7.4% $ SOURCES OF FUNDING PROGRAM CATEGORIES Streets/ Trans 37.0% 38.3% 50.5% 11.2% 100.0% Grants 11.2% Wastewater 17.2% Airport 11.2% Debt 38.3% 235 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2004-2005 GENERAL GOVERNMENT APPROPRIATIONS DIV 1 11 2 11 3 11 4 20 5 22 6 24 7 24 8 26 9 66 10 67 CARRY FY 2004 $ 100,000 40,000 18,394 200,000 2,065,053 660,900 $ 3,084,347 PROJECT AIR CONDITIONER FOR MAIN LIBRARY REMODEL BATHROOMS AT MAIN LIBRARY EAST FLAG BRANCH BUILDING IMPROVEMENTS USGS BUILDING 6 - OUTDOOR LIGHTING LEAF IMPROVEMENTS VARIOUS BOND PROJECTS USGS RENOVATION & EXPANSION LAND ACQUISITION - GUADALUPE REDEVELOPMENT LAND ACQUISITION COSTS BUDGET FY 2005 240,000 40,000 18,394 30,000 37,243 3,297,539 500,000 200,000 2,095,053 675,900 7,134,129 SOURCES OF FUNDING DIV 1 11 2 11 3 11 4 20 5 22 6 24 7 24 8 26 9 66 10 67 GENERAL FUND PROJECT AIR CONDITIONER FOR MAIN LIBRARY REMODEL BATHROOMS AT MAIN LIBRARY EAST FLAG BRANCH BUILDING IMPROVEMENTS USGS BUILDING 6 - OUTDOOR LIGHTING LEAF IMPROVEMENTS VARIOUS BOND PROJECTS USGS RENOVATION & EXPANSION LAND ACQUISITION - GUADALUPE REDEVELOPMENT LAND ACQUISITION COSTS Annual Financial Plan $ 37,243 200,000 2,095,053 $ 2,332,296 236 BONDS 3,297,539 500,000 3,797,539 OTHER 240,000 40,000 18,394 30,000 675,900 1,004,294 TOTAL 240,000 40,000 18,394 30,000 37,243 3,297,539 500,000 200,000 2,095,053 675,900 7,134,129 City of Flagstaff Annual Financial Plan 7 USGS Renovation & Expansion 3 East Flagstaff Library Improvements HIG HW AY 89 4 USGS Building 6 Outdoor Lighting ROUTE 66 j k FOURTH FRONTAGE k j j k HU MP HR E YS SAN F RA NC ISC O ON NY CA j k k j ER ITZ SW 8 Land Aquisition Guadalupe Park j k E UT RO IN TE R ST A TE 40 COUNTRY CLUB FOREST GENERAL GOVERNMENT PROJECTS CAPITAL IMPROVEMENT PROGRAM FY 2004-2005 FORT VALLEY 1/2 Main Library Renovations CEDAR 66 BUT LE R BEULAH TE 4 0 40 LONE TREE MILTON IN TE R STA IN TE RS TA TE 237 j k ROUT E 66 9 Downtown Redevelopment BU TL ER Y AR M IN TE R ST A TE KE LA 17 ST AT E RO UT E 89 A 5 LEAF Improvements Additional Projects: City of Flagstaff 6. Various Bond Projects 10. Land Acquisition Costs ´ The City of Flagstaff June 2004 SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2004-2005 STREETS/TRANSPORTATION APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 DIV 33 33 33 33 33 33 33 33 33 35 92 92 92 92 92 92 92 92 92 92 92 92 92 92 92 PROJECT RESERVE FOR IMPROVEMENTS ANNUAL SIDEWALK REPLACEMENT PGM ANNUAL STREET MAINTENANCE PGM IMPROVEMENTS TO ADOT TURNBACKS ROUTE 66 BUS PULLOUTS ENTERPRISE/BUTLER RECONSTRUCTION SUNNYSIDE STREET IMPROVEMENTS SUNNYSIDE PHASE III B ADA SIDEWALK COMPLIANCE FOURTH ST RAIL CROSSING MISC SAFE TO SCHOOL PROJECTS MISC BIKE/PED PROJECTS COUNTRY CLUB DRIVE WIDENING SOLIERE AVENUE EXTENSION DIRT STREETS PROGRAM TRANSPORTATION PLANNING & PROGRAMMING EMPIRE ROAD EXTENSION LONE TREE ROAD STUDY HUNTINGTON DRIVE IMPROVEMENTS EAST FLAGSTAFF GATEWAY BEULAH BLVD EXTENSION DOWNTOWN PAVERS REPAIRS STREET LIGHT LUMINARIES REPLACEMENT DOWNTOWN RAIL CROSSING MODIFICATIONS RESERVE FOR IMPROVEMENTS TOTAL STREETS/TRANSPORTATION CARRY FY 2004 45,000 270,823 8,536 235,102 51,942 414,178 938,217 8,417,588 500,000 $ 10,881,386 BUDGET FY 2005 50,000 15,000 1,522,720 2,000,000 292,575 8,536 235,102 300,000 143,513 15,387,200 961,742 755,340 25,961 85,969 787,931 598,054 1,906,821 142,960 980,149 8,417,588 950,000 75,000 100,000 10,262 25,000 35,777,423 HURF 50,000 15,000 1,522,720 8,536 235,102 300,000 143,513 2,274,871 TRANSPORTATION 961,742 755,340 25,961 85,969 787,931 598,054 1,656,821 142,960 980,149 3,750,000 950,000 75,000 100,000 10,262 25,000 10,905,189 $ SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 DIV 33 33 33 33 33 33 33 33 33 35 92 92 92 92 92 92 92 92 92 92 92 92 92 92 92 PROJECT RESERVE FOR IMPROVEMENTS ANNUAL SIDEWALK REPLACEMENT PGM ANNUAL STREET MAINTENANCE PGM IMPROVEMENTS TO ADOT TURNBACKS ROUTE 66 BUS PULLOUTS ENTERPRISE/BUTLER RECONSTRUCTION SUNNYSIDE STREET IMPROVEMENTS SUNNYSIDE PHASE III B ADA SIDEWALK COMPLIANCE FOURTH ST RAIL CROSSING MISC SAFE TO SCHOOL PROJECTS MISC BIKE/PED PROJECTS COUNTRY CLUB DRIVE WIDENING SOLIERE AVENUE EXTENSION DIRT STREETS PROGRAM TRANSPORTATION PLANNING & PROGRAMMING EMPIRE ROAD EXTENSION LONE TREE ROAD STUDY HUNTINGTON DRIVE IMPROVEMENTS EAST FLAGSTAFF GATEWAY BEULAH BLVD EXTENSION DOWNTOWN PAVERS REPAIRS STREET LIGHT LUMINARIES REPLACEMENT DOWNTOWN RAIL CROSSING MODIFICATIONS RESERVE FOR IMPROVEMENTS $ $ Annual Financial Plan 238 GRANTS 292,575 250,000 542,575 BONDS 15,387,200 15,387,200 OTHER 2,000,000 4,667,588 6,667,588 TOTAL 50,000 15,000 1,522,720 2,000,000 292,575 8,536 235,102 300,000 143,513 15,387,200 961,742 755,340 25,961 85,969 787,931 598,054 1,906,821 142,960 980,149 8,417,588 950,000 75,000 100,000 10,262 25,000 35,777,423 City of Flagstaff Annual Financial Plan 15 Dirt Street Paving Commerce Ave. & Preston St. 17 Empire Road Extension 7 Sunnyside Street Improvements 8 Sunnyside Phase III B HIG HW AY 89 20 East Flagstaff Gateway j k ROUTE 66 FRONTAGE FORT VALLEY HU MP HR E YS SAN F RA NC ISC O j k BUT LE R 40 j k LONE TREE UT E 17 ST AT E RO 18 Lone Tree Road Corridor Study 19 Huntington Drive Improvements KE LA Y AR M IN TE R ST A TE 14 Soliere Avenue Extension j k 89 A 21 Beulah Blvd. Extension 10 Fourth Street Rail Crossing 12 Misc. Bike / Pedestrian Projects 6 Enterprise / Butler Reconstruction IN TE RS TA TE j k TE 4 0 BEULAH IN TE R STA j k 40 13 Country Club Drive Widening 66 BU TL ER MILTON 239 ROUT E 66 j k E UT RO IN TE R ST A TE COUNTRY CLUB ON NY CA j k j k ER ITZ SW 22 Downtown Pavers Repair j k FOURTH FOREST STREETS / TRANSPORTATION PROJECTS CAPITAL IMPROVEMENT PROGRAM FY 2004-2005 CEDAR Additional Projects: Legend Street Improvements City of Flagstaff Lone Tree Rd. Corridor Study 1. Reserve for Improvements 2. Annual Sidewalk Replacement Program 3. Annual Street Maintenance Overlays - East Side, Chip Seal - SW Quadrant 4. Improvements to ADOT Turnbacks 5. Route 66 Bus Pullouts 9. ADA Sidewalk Improvements 11. Misc. Safe To School: Marshall Elem., Sechrist Elem., S. Beaver Elem., Weitzel Elem. 16. Transportation Planning and Programming 23. Street Light Luminaries Replacement 24. Downtown Rail Crossing Modifications 25. Reserve For Improvements ´ The City of Flagstaff June 2004 SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2004-2005 BBB APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 DIV 74 74 74 74 74 74 75 75 75 75 75 75 75 75 75 85 91 91 91 91 91 CARRY FY 2004 240,000 550,000 76,212 100,000 201,688 700,000 50,000 62,620 200,000 28,000 62,000 1,640,455 332,212 $ 4,243,187 BUDGET FY 2005 25,625 30,000 214,141 1,042,293 28,500 76,212 80,000 221,607 800,000 436,371 50,000 453,701 674,221 300,204 35,900 70,000 1,640,455 419,693 332,212 1,025,000 631,580 8,587,715 BBB $ 25,625 30,000 102,451 417,293 28,500 76,212 80,000 121,607 200,000 186,371 50,000 453,701 474,221 35,900 70,000 508,869 419,693 332,212 1,025,000 312,580 $ 4,950,235 TRANSPORTATION 111,690 125,000 100,000 170,000 200,000 300,204 1,006,894 PROJECT SPECIAL PROJECTS OPEN SPACE REHABILITATION RT 66 - ENTERPRISE TO ARROWHEAD US 89 RAILHEAD TO SNOWFLAKE REDEVELOPMENT OPPORTUNITY FUND GATEWAY AND FREEWAY CORRIDOR ENHANCEMENTS FUTS - ROW AND OPEN SPACE ACQUISITIONS FUTS - RIO DE FLAG NORTH FUTS - US 180 MULTI-USE PATH FUTS - MCMILLAN MESA SYSTEM FUTS - DOWNTOWN CORRIDOR FUTS - LONETREE CORRIDOR FUTS - BNSF TRAIL, THOMPSON TO RIO FUTS - LAKE MARY ROAD, PONDEROSA TRAIL FUTS - US 180 TO BEAVER VISITOR CENTER RENOVATIONS THORPE PARK IMPROVEMENTS CHRISTENSEN SCHOOL FIELD IMPROVEMENTS THOMAS SCHOOL FIELD IMPROVEMENTS LAKE MARY LAND ACQUISITION SIXTH AVENUE BMX PARK TOTAL BBB $ SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 DIV 74 74 74 74 74 74 75 75 75 75 75 75 75 75 75 85 91 91 91 91 91 PROJECT SPECIAL PROJECTS OPEN SPACE REHABILITATION RT 66 - ENTERPRISE TO ARROWHEAD US 89 RAILHEAD TO SNOWFLAKE REDEVELOPMENT OPPORTUNITY FUND GATEWAY AND FREEWAY CORRIDOR ENHANCEMENTS FUTS - ROW AND OPEN SPACE ACQUISITIONS FUTS - RIO DE FLAG NORTH FUTS - US 180 MULTI-USE PATH FUTS - MCMILLAN MESA SYSTEM FUTS - DOWNTOWN CORRIDOR FUTS - LONETREE CORRIDOR FUTS - BNSF TRAIL, THOMPSON TO RIO FUTS - LAKE MARY ROAD, PONDEROSA TRAIL FUTS - US 180 TO BEAVER VISITOR CENTER RENOVATIONS THORPE PARK IMPROVEMENTS CHRISTENSEN SCHOOL FIELD IMPROVEMENTS THOMAS SCHOOL FIELD IMPROVEMENTS LAKE MARY LAND ACQUISITION SIXTH AVENUE BMX PARK TOTAL BBB Annual Financial Plan 240 GRANTS 500,000 100,000 500,000 80,000 550,000 319,000 2,049,000 BONDS 581,586 581,586 TOTAL 25,625 30,000 214,141 1,042,293 28,500 76,212 80,000 221,607 800,000 436,371 50,000 453,701 674,221 300,204 35,900 70,000 1,640,455 419,693 332,212 1,025,000 631,580 8,587,715 City of Flagstaff 19 Thomas School Field Improvements j k k j j k j k I TZ SW ER CA j k NY j k RO ON j k BUTLE UT E 66 241 66 R ST A TE 40 j k R TL ER j k IN T ER ST AT E 40 LONE TREE MILTON 40 BEULAH A TE RO UTE INTE BU ROUTE 66 R ST HW HIG 17 Thorpe Park Improvements H BEA UMP H VER R EY S SA NF RA NC ISC O FOREST FOURTH j k j k j k BBB FUNDED PROJECTS CAPITAL IMPROVEMENT PROGRAM FY 2004-2005 FRONTAG E CEDAR COUNTRY CLUB j k FORT VALLEY 8 FUTS Rio De Flag North INTE AY j k 9 FUTS US 180 Sechrist to Fremont 13 FUTS BNSF Trail, Thompson to Rio 6 Gateway and Freeway Corridor Enhancements 89 Annual Financial Plan 18 Christensen School Field Renovations 21 Sixth Avenue BMX Park 10 FUTS McMillan Mesa 4 US89 Railhead to Snowflake 3 Route 66 Enterprise to Arrowhead j k 12 FUTS Lone Tree CCC to Pine Knoll M INTE Y R ST AR A TE KE 16 Visitor Center Building Improvements LA 17 ST AT E RO UT E 89 A 2, 11, 15, Rio Downtown j k FUTS City of Flagstaff 14 FUTS Lake Mary Road Beulah to Ponderosa Trail 20 Lake Mary Land Aquisition City Streets Additional Projects: 1 Special Projects 5 Redevelopment Opportunity Fund 7 FUTS Row and Open Space Acquisitions ´ The City of Flagstaff June 2004 SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2004-2005 WATER APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 DIV 47 47 51 51 51 51 51 51 51 51 51 51 52 52 52 52 52 CARRY FY 2004 PROJECT LAND ACQUISITION INNER BASIN PIPELINE REPLACEMENT AMBERWOOD BOOSTER MALL WATERLINE TALKINGTON/LYNN/ELIZABETH SUNNYSIDE PH III SUNNYSIDE PH III B SUNNYSIDE PH IV BLACK BART/SINAGUA WATERLINE FOXGLENN/SKYVIEW WATERLINE ADOT WATERLINE RELOCATES RESERVE FOR IMPROVEMENTS TOWN WELL #5 EAST RESERVOIR DEMOLITION WATER WELLS RAILROAD SPRINGS RESERVOIR WOOD MOUNTAIN ARSENIC REMOVAL TOTAL WATER $ 89,819 7,000 400,000 351,198 753,179 768,378 396,568 154,500 $ 2,920,642 BUDGET FY 2005 20,000 200,000 7,000 805,878 313,282 351,198 62,383 379,269 1,234,898 1,173,277 352,121 119,405 397,566 50,000 2,575,000 500,000 154,500 8,695,777 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 DIV 47 47 51 51 51 51 51 51 51 51 51 51 52 52 52 52 52 PROJECT LAND ACQUISITION INNER BASIN PIPELINE REPLACEMENT AMBERWOOD BOOSTER MALL WATERLINE TALKINGTON/LYNN/ELIZABETH SUNNYSIDE PH III SUNNYSIDE PH III B SUNNYSIDE PH IV BLACK BART/SINAGUA WATERLINE FOXGLENN/SKYVIEW WATERLINE ADOT WATERLINE RELOCATES RESERVE FOR IMPROVEMENTS TOWN WELL #5 EAST RESERVOIR DEMOLITION WATER WELLS RAILROAD SPRINGS RESERVOIR WOOD MOUNTAIN ARSENIC REMOVAL TOTAL WATER Annual Financial Plan OPERATING $ 20,000 200,000 7,000 805,878 313,282 351,198 62,383 379,269 1,234,898 1,173,277 352,121 119,405 397,566 50,000 500,000 154,500 $ 6,120,777 242 BONDS 2,575,000 2,575,000 TOTAL 20,000 200,000 7,000 805,878 313,282 351,198 62,383 379,269 1,234,898 1,173,277 352,121 119,405 397,566 50,000 2,575,000 500,000 154,500 8,695,777 City of Flagstaff Annual Financial Plan 2 Inner Basin Pipeline Replacement 14 East Reservoir Demolition j k 6,7,8 Sunnyside Improvements Phase III, IIIB, IV 5 Talkington / Lynn / Elizabeth HIG HW AY 89 j k 4 Mall Waterline j k RO UTE FRONTAG E FORT VALLEY ER NY SA CA ON BUTLE 243 40 E AT E j k j k j k 40 j k 66 j k 3 Amberwood Booster Station BU TL ER 13 Town Well #5 ER 40 R UT A TE ST MILTON A TE 10 Foxglenn / Skyview Waterline IN T BEULAH R ST LONE TREE ROUTE 66 INTE RO R ST COUNTRY CLUB BEA H U M VER PH R EYS NF RA NC ISC O j k I TZ SW j k INTE WATER SYSTEM PROJECTS CAPITAL IMPROVEMENT PROGRAM FY 2004-2005 FOREST 16 Railroad Springs Reservoir 66 CEDAR FOURTH j k ST AT E RO UT E 89 A 9 Black Bart / Singua Heights Waterline M AR A TE KE INTE Y R ST 11 ADOT Waterline Relocates LA 17 j k 17 Woody Mountain Arsenic Removal Additional Projects: City of Flagstaff 1. Land Acquisition 12. Reserve for Improvements 15. Water Wells ´ The City of Flagstaff June 2004 SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2004-2005 WASTEWATER APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 DIV 57 57 57 57 58 58 58 58 58 58 58 58 58 PROJECT WC UPGRADE/RECLAIM CONSTRUCTION RIO PLANT CLAR SKIMMER MODS WILDCAT CLAR PIPE HANGARS WILDCAT LOADOUT STATION MALL SEWER RECLAIM HYDRANTS ARROWHEAD/MT VIEW SEWER NAU RECLAIM SYSTEM CHRISTENSEN SCHOOL RECLAIM LINE SCA RECLAIM/SEWER XERISCAPE CITY HALL RIO OUTFALL RESERVE FOR IMPROVEMENTS TOTAL WASTEWATER CARRY FY 2004 $ 1,209,300 50,000 406,084 75,236 258,429 469,201 433,528 236,330 $ 3,138,108 BUDGET FY 2005 12,149,694 100,000 60,000 50,000 808,929 151,899 258,429 707,219 957,629 513,383 100,000 726,425 89,554 16,673,161 OPERATING $ 100,000 60,000 50,000 808,929 151,899 258,429 707,219 957,629 258,383 50,000 726,425 89,554 $ 4,218,467 GRANTS SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 DIV 57 57 57 57 58 58 58 58 58 58 58 58 58 PROJECT WC UPGRADE/RECLAIM CONSTRUCTION RIO PLANT CLAR SKIMMER MODS WILDCAT CLAR PIPE HANGARS WILDCAT LOADOUT STATION MALL SEWER RECLAIM HYDRANTS ARROWHEAD/MT VIEW SEWER NAU RECLAIM SYSTEM CHRISTENSEN SCHOOL RECLAIM LINE SCA RECLAIM/SEWER XERISCAPE CITY HALL RIO OUTFALL RESERVE FOR IMPROVEMENTS TOTAL WASTEWATER Annual Financial Plan 244 255,000 50,000 305,000 BONDS 12,149,694 12,149,694 TOTAL 12,149,694 100,000 60,000 50,000 808,929 151,899 258,429 707,219 957,629 513,383 100,000 726,425 89,554 16,673,161 City of Flagstaff Annual Financial Plan 9 Christensen School Reclaim Improvements 5 Mall Sewer 1 Wildcat Upgrade / Reclaim Construction 7 Arrowhead / Mt. View Sewer Replacement AY 89 6 Reclaim Hydrants HIG HW 3 Wildcat Clar Pipe Hangars j k FOURTH j k BEAH U M VER PH R EYS NF RA NC ISC O I TZ SW j k ER NY SA CA ON RO 245 E j k R ST A TE 40 66 12 Rio Outfall Sewer j k R TL ER E 40 BU AT ER IN T j k 2 Rio Plant Skimmer Mods j k RO UT E 89 A 8 NAU Reclaim System ST MILTON 40 BEULAH A TE LONE TREE ROUTE 66 R ST UT k j j k BUTLE INTE INTE j k j k 4 Wildcat Loadout Station 66 CEDAR FOREST 10 SCA Reclaim / Sewer RO UTE COUNTRY CLUB FRONTAG E j k j k j k WASTEWATER SYSTEM PROJECTS CAPITAL IMPROVEMENT PROGRAM FY 2004-2005 FORT VALLEY 11 Xeriscape City Hall M AR A TE KE INTE Y R ST LA 17 ST AT E 6 Reclaim Hydrants Additional Projects: City of Flagstaff 13. Reserve for Improvements ´ The City of Flagstaff June 2004 SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2004-2005 AIRPORT APPROPRIATIONS 1 2 3 4 5 6 DIV 37 37 37 37 37 37 PROJECT PAVEMENT MAINTENANCE AIRPORT MASTER PLAN CONSTRUCT AIRPORT OPERATIONS BLDG LAND ACQUISITION RUNWAY EXTENSION HANGAR CONSTRUCTION TOTAL AIRPORT CARRY FY 2004 251,098 375,726 2,312,504 $ 2,939,328 BUDGET FY 2005 125,000 252,261 2,497,145 1,140,000 4,315,695 2,516,457 10,846,558 GRANTS 112,500 240,985 2,385,523 1,026,000 4,207,802 $ 7,972,810 OPERATING 12,500 11,276 111,622 107,893 243,291 $ SOURCES OF FUNDING 1 2 3 4 5 6 DIV 37 37 37 37 37 37 PROJECT PAVEMENT MAINTENANCE AIRPORT MASTER PLAN CONSTRUCT AIRPORT OPERATIONS BLDG LAND ACQUISITION RUNWAY EXTENSION HANGAR CONSTRUCTION TOTAL AIRPORT Annual Financial Plan $ 246 DEBT 2,516,457 2,516,457 OTHER 114,000 114,000 TOTAL 125,000 252,261 2,497,145 1,140,000 4,315,695 2,516,457 10,846,558 City of Flagstaff Annual Financial Plan 6 Hanger Construction j k 247 k j j k j k 3 Construct Airport Operations Building PULLIAM AIRPORT PROJECTS CAPITAL IMPROVEMENT PROGRAM FY 2004-2005 5 Runway Extension 3 MFR Entry Improvements Additional Projects: City of Flagstaff 1. Pavement Maintenance 2. Airport Master Plan 4. Land Acquisition ´ The City of Flagstaff June 2004 SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2004-2005 ENVIRONMENTAL SERVICES APPROPRIATIONS 1 2 3 CARRY FY 2004 DIV PROJECT 41 LANDFILL MAINTENANCE BUILDING 41 RESIDENTIAL DROP OFF 41 MRF ENTRY IMPROVEMENTS TOTAL ENVIRONMENTAL SERVICES 180,000 180,000 BUDGET FY 2005 400,000 65,000 253,265 718,265 OPERATING $ 400,000 65,000 253,265 $ 718,265 TOTAL 400,000 65,000 253,265 718,265 $ $ SOURCES OF FUNDING 1 2 3 DIV PROJECT 41 LANDFILL MAINTENANCE BUILDING 41 RESIDENTIAL DROP OFF 41 MRF ENTRY IMPROVEMENTS TOTAL ENVIRONMENTAL SERVICES Annual Financial Plan 248 City of Flagstaff Annual Financial Plan HIG HW AY 89 j k 1 Landfill Maintenance Building 2 Residential Drop Off RO UTE FRONTAG E FOURTH ER NY SA CA ON 249 BUTLE R UT E 66 j k ER ST AT E 40 LONE TREE MILTON 40 BU TL ER R ST A TE 40 UT E 89 A IN T BEULAH A TE COUNTRY CLUB BEAH U M VER PH R EYS NF RA NC ISC O I TZ SW RO ROUTE 66 R ST INTE ENVIRONMENTAL SERVICES PROJECTS CAPITAL IMPROVEMENT PROGRAM FY 2004-2005 FORT VALLEY FOREST INTE 66 CEDAR M AR A TE KE INTE Y R ST LA 17 ST AT E RO 3 MRF Entry Improvements City of Flagstaff ´ The City of Flagstaff June 2004 SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2004-2005 STORMWATER UTILITY APPROPRIATIONS 1 2 3 4 DIV 34 34 99 99 PROJECT RIO DE FLAG FLOOD CONTROL RIO PARKING REPLACEMENT SIXTH AVENUE DETENTION BASIN WALNUT MEADOW DRAINAGE TOTAL STORMWATER UTILITY CARRY FY 2004 $ 3,315,740 91,945 $ 3,407,685 BUDGET FY 2005 6,875,725 1,200,000 91,945 150,000 8,317,670 OPERATING $ 91,945 $ 91,945 OTHER 6,875,725 1,200,000 150,000 8,225,725 SOURCES OF FUNDING 1 2 3 4 DIV 34 34 99 99 PROJECT RIO DE FLAG FLOOD CONTROL RIO PARKING REPLACEMENT SIXTH AVENUE DETENTION BASIN WALNUT MEADOW DRAINAGE TOTAL STORMWATER UTILITY Annual Financial Plan 250 TOTAL 6,875,725 1,200,000 91,945 150,000 8,317,670 City of Flagstaff Annual Financial Plan HIG HW AY 89 3 Sixth Avenue Detention Basin RO UTE FRONTAG E FORT VALLEY CA NY RO ON BUTLE R UT E FOURTH 66 251 TL ER ER ST AT E 40 LONE TREE MILTON 40 2 Rio Parking Replacement 4 Walnut Meadow Drainage M AR A TE KE INTE Y R ST LA 17 ST AT E RO UT E 89 A IN T BEULAH A TE 40 j k BU R ST A TE j k ROUTE 66 INTE R ST COUNTRY CLUB BEA H U M VER PH R EYS NF RA NC ISC O ER j k INTE I TZ SW j k SA j k j k j k FOREST STORMWATER UTILITY PROJECTS CAPITAL IMPROVEMENT PROGRAM FY 2004-2005 1 Rio De Flag Flood Control 66 CEDAR City of Flagstaff ´ The City of Flagstaff June 2004 PROJECT DESCRIPTIONS-FUNDED 5. Route 66 Bus Pullouts Construction of Bus Pullouts, shelter pad, right of way as needed and reconstruction of sidewalks. GENERAL GOVERNMENT 6. Enterprise/Butler Reconstruction Completion of LOMR with FEMA. 1. Air Conditioning at the Main Library Install Central Air Conditioning at the Main Library. Annual Maintenance costs estimated to be approximately $500. 7. Sunnyside Streets Street and drainage construction throughout Sunnyside neighborhood in conjunction with utility replacements. Annual O&M costs are estimated to be $500. 2. Remodel Bathrooms at Main Library Annual remodel of restrooms. 8. Sunnyside Phase III B Begin construction of project. 3. Renovation East Flagstaff Library On going remodel of East Flagstaff Library. 9. ADA Compliance Replacement of non-conforming sidewalk and handicap ramps within public right of ways. 4. USGS Building 6 – Outdoor Lighting Site lighting on the USGS Campus. 10. Fourth Street Rail Crossing This project will improve and re-align Huntington Dr and Industrial Dr to allow for the fourth Street Railroad crossing bridge. This project will provide new curb, gutter, sidewalk, asphalt concrete paving, storm drain, franchise utilities, public water and sewer. The notice to proceed was issued for September of 2003 and construction is expected to be complete by November 2004. BNSF was a critical stakeholder for this project and the design was subject to their standards as well as City standards. 5. LEAF Improvements Out building for evidence storage and enclosure of a fire corridor stairwell. 6. Various Bond Projects Start up costs for Fire Stations and Multi-Generational Center and Aquatic Center. 7. USGS Renovation & Expansion Design for Campus Improvements and Expansion. 11. MISC Safe to School Projects Various safe to school projects budgeted in FY 2005 including but not limited to Weitzel, South Beaver, DeMiguel and Kinsey Schools. 8. Land Acquisition - Guadalupe Baseball Field on Clay Avenue 9. Redevelopment General funding of redevelopment opportunities as they occur. 12. MISC Bike/Ped Projects Various projects including but not limited to Tucson Avenue and Soliere Bike lanes. 10. Land Acquisitions Costs Open space and redevelopment land acquisitions. 13. Country Club Drive Widening This project widened Country Club Drive from I-40 to Soliere Avenue/Cortland Blvd. Intersection from two to four traffic lanes. It included new curb & gutter, asphalt pavement, multi-purpose path, streetlights, concrete median, striping and signage. The project was completed in the fall of 2003. The median is scheduled to be landscaped during the fall of 2004. STREETS/TRANSPORTATION 1. Reserve for Improvements Annual allocation for unprogrammed street improvements and/or City participation in projects of other agencies (ie: ADOT, BNSF, NAU). 14. Soliere Avenue Extension Provide 3-lane roadway extension to south fourth Street with provision for traffic signal and turn lanes on fourth Street. Annual O&M costs estimated to be $1,500. 2. Annual Sidewalk Replacement Program Provides replacement of curb, gutter and sidewalk in cases where property owners contribute 50% of replacement costs. 15. Dirt Street Program 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. 3. Annual Street Maintenance Annual crack sealing, seal coating and asphalt overlay. 4. Improvements to ADOT Turnbacks Improve East Route 66 to current roadway standards Annual Financial Plan 252 City of Flagstaff Minor Traffic Improvements Annual appropriation to fund street capacity, safety or Operational improvements (i.e. Traffic signals, turn lanes, etc.) 16. Transportation Planning and Programming Review by the Capital Improvement Program Committee and the Citizens Transportation Advisory Committee allows for community wide transportation projects to be identified and prioritized based on needs assessment and public input. Transportation projects include pedestrian bikeways, urban trails and safe to school improvements. Projects that define the 5-year Capital Improvement Program have been identified and coordination process will be reviewed and updated on an annual basis. Signal Synchronization - ATMS Installation of Advanced Traffic Management System (ATMS) computer hardware and software, and fiber optic communications in loop around downtown. Signal Synchronization Installation of simultaneous synchronized clocks in all signals, development and implementation of timing plans. Estimated annual O&M costs are $100,000. 17. Empire Road Extension Extension of Empire to 89 North with new signalized traffic intersection. 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. 18. Lone Tree Road Study This project currently consists of analyzing the anticipated project limits in accordance with the adopted Regional Land Use and Transportation Plan. The study will be focused on an alignment between JWP Blvd. On the southern end and Route 66 on the north, approximately two miles in length. 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. 19. Huntington Drive Improvements This project will provide curb, gutter and asphalt pavement for Huntington Drive. This project will complete improvements for Huntington Drive that existed between the Butler Enterprise and Fourth Street Railroad crossing projects. This project will be designed and constructed in FY 2005. 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. 20 East Flagstaff Gateway New roadway and re-alignment construction complements the East Flagstaff Gateway area redevelopment. Connecting Dodge Avenue to old Route 66 and providing additional access to the Mall via a new “loop” road that provides major connectors between old Route 66 and US 89, enhances traffic flow and provides infrastructure improvements to the existing industrial park. Preliminary design, site assessment and construction costs have been developed in conjunction with the approval of a Letter of Agreement between the City of Flagstaff and the developer enacted March 2003. Butler Ave/4th Street Signal Installation of new traffic signals. Butler Avenue Bike Lanes This project completes the connection of bike lines on Butler Avenue from Milton to Wakonda Street. This section proposed between Little America and Sinagua Heights is identified in the Regional Land Use and Transportation plan and supported by the Bicycle Advisory Committee. Butler Avenue is a high-speed minor arterial and designated truck route. Widening of Butler to accommodate 4.5 feet wide bike lanes on each side will enhance bike and pedestrian travel and safety. Coordination efforts with the Canyon Del Rio developers are on-going regarding their required offsite improvements on Butler Avenue and their proportionate contribution to the bike lanes. 21. Beulah Blvd Extension Land acquisition for future road construction. 22. Downtown Paver Repairs Rework of pavers that have settled since original installation. 23. Street Light Luminaries Replacement City-wide replacement of old luminaries with city lighting ordinance compliant fixtures. 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. 24. Downtown Rail Crossing Modifications Study to determine construction requirements necessary to eliminate train whistle noise pollution. West Street/Arrowhead Corridor Study The request for Statement for Qualifications was advertised on February 18, 2004 and two responses 25. Reserve for Improvements Set a side for unanticipated projects. Annual Financial Plan 253 City of Flagstaff were received. It is anticipated the consultant will be selected by April 2004 with the project being started in May 2004. This Corridor Study will extend along West Street from Cedar Avenue to Arrowhead Avenue, and along Arrowhead Avenue from West Street to State Route 66. West Street and Arrowhead Avenue both consist of two-lanes with a mixture of residential homes and businesses that front along the entire length. Coconino High School is located on Izabel Street, which presents circulation problems during the morning and afternoon peak hours. Dortha Avenue and Felice Avenue are one-way roadways that service the high school from West Street to Izabel Street. Without many designated parking areas along West Street or Arrowhead Avenue, parking usually occurs on unpaved shoulders and lots, which at times, impedes the flow of traffic traveling through on West Street and Arrowhead Avenue. DeMiguel Elementary School Trail The school trail extends from Cheryl Drive to DeMiguel Elementary School. City crews are scheduled to build the improvements for this project in the summer of 2004. 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. 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. Marshall Safe-to-School The improvements on this project included curb & gutter, sidewalks, asphalt pavement, bus pullout, signing, striping and drainage improvements. The project was constructed to improve student drop-off. Bus loading access, parking, and safer vehicular and pedestrian traffic circulation to and from the school. The project was completed in December of 2003. Meetings were held with FUSD staff and the school Principal to coordinate the design of this project. Public Open Houses were held at each of the Flagstaff high Schools in May 2002 to solicit input from the public on the Safeto-School projects. The main objective of the project will be to prepare a Corridor Study to identify improvement alternatives to West Street and Arrowhead Avenue that will accommodate both the traveling public and motorists that need to park along West Street and Arrowhead Avenue in a manner that is safe, preferably within the City’s existing right-of-way, and that will improve the ingress and egress peak movements to and from Coconino High School. Country Club/Oakmont Intersection improvement correction. of vertical alignment New Traffic Signal PGM Various traffic signal installations. Dirt 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. East Flagstaff Gateway New roadway and re-alignment construction complements the East Flagstaff Gateway Area Redevelopment. Connecting Dodge Avenue to old Route 66 and providing additional access to the Mall via a new “loop” road provides major connectors between old Route 66 and U.S. 89, enhances traffic flow and provides infrastructure improvements to the existing industrial park. Preliminary design, site assessment and construction costs have been developed in conjunction with the approval of a Letter of Agreement between the City of Flagstaff and the developer enacted March 2003. Penstock Avenue Paving Class III, 1500’ in length, needs curb, gutter, sidewalk, drainage and asphalt. Annual O&M costs estimated to be $1,136. Preston Road Paving Class III Street, 700’ in length. Needs curb, gutter, asphalt and drainage. Annual O&M costs estimated to be $530. 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. 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). I-40 T.I. Planning Studies Studies to determine the viability of traffic interchanges along I-40 at Lone Tree Road and 4th Street. 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’. 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. Annual Financial Plan 254 City of Flagstaff With the design and review underway the City of Flagstaff will rely on the School District to manage the construction, and contribute funding as necessary to complete this project. This project is slated for construction in the summer of 2004. Sechrist Elementary School The Sechrist Elementary School project consists of an upgrading the existing trail from the school crosswalk to Navajo Drive. The City is contributing to the ADOT project to expand the trail to allow multi-modal transportation along Highway 180. The pathway project, slated for construction in 2005, is in the design concept phase. 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. Soliere Avenue Bike Lanes This project will complete the connection of bike lanes on Soliere Avenue from Fourth Street to Country Club Drive. Also ties into the bike lanes on Foxlair Drive and Foxglenn Drive and Foxglenn Street, completing the connection to the lanes on Butler Avenue. This project has been identified in the Regional Land Use and Transportation Plan and supported by the Bicycle Advisory Committee. Preliminary design work has begun. U.S. 180/Fine Avenue to Navajo Road This is an ADOT project but involved reconstruction of the city’s water and sewer systems within the project area. Extensive public relations were utilized on this project. The City of Flagstaff’s Parks and Recreation Division has developed a landscaping plan for the southwest corner of the 180/Humphreys intersection. There is a list of minor items that need to be corrected. This work is scheduled for May 2004. South Beaver Elementary The South Beaver Elementary School project includes improved sidewalks, landscaping, and pedestrian refuge at appropriate corners surrounding the school. The designer is working with the City of Flagstaff and the Flagstaff Unified School district to improve pedestrian and vehicular access to the school grounds. Construction is scheduled for completion by summer 20045. Birch Avenue Sewer Project This project was completed and accepted by the City on July 3, 2003. This project was designed by and the construction contract administered by ShephardWesnitzer Inc. Extensive public involvement was performed throughout the project duration to address protection/removal of street trees along the alignment. The project was delivered on schedule and $47,000 under the authorized contract amount. Steves Blvd./Lakin Realign Reconfiguration of Steves Blvd./Lakin Dr. intersection to allow for through movements along Steves Blvd. and Lakin Dr. and including a dedicated right turn lane for southbound Steves Blvd. approach to Rt. 66. Requires Traffic signal modifications at Rt. 66. Annual O&M costs estimated to be $500. McMillian Bridge This project will provide a link for the FUTS as well as that portion of the Arizona Trail which overlays in alignment as it passes through the City’s boundaries. This project addresses the bridge construction over Cedar Avenue only. The trail connections are proposed to be constructed independently. Approval for the generation of a Design Concept report with an identification of a preferred alternative will go to City Council on April 20, 2004. The generation of the Design Concept Report has a 120-day contract time frame. The bridge, if approved for construction, is anticipated to be designed I the late summer or fall of 2004 with construction anticipated for spring 2005. Thomas/Lockett Intersection New intersection, sidewalk and drainage improvements. Thorpe Road Edge Improvements Curb, gutter and sidewalk on north and south sides of Thorpe Road. Traffic Signal Synchronization Synchronization of Signal runs along major corridor throughout Flagstaff. Route 66/Enterprise to Arrowhead This project addresses the relocation of approximately 0.5 mile of existing FUTS trail away from the street between Enterprise Avenue and Arrowhead Street. Design services are anticipated to be procured through the On-Call Consultant Services contract. Award is anticipated for late April 2004. Construction services will be bid in conjunction with the Route 66 bus pullout. Construction is anticipated for fall 2004 or spring 2005. 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. Weitzel Elementary School The Weitzel Elementary School project is being designed by Flagstaff Unified School District to eliminate the remaining rolled curb along Fourth Street from Linda Vista to the Mount Elden Middle School parking lot, improve school driveways and paved connections to improve pedestrian and vehicular access to the school. Annual Financial Plan Thomas/Lockett Intersection The improvements on this project included curb & gutter, sidewalks, retaining walls, asphalt pavement, bus pullout, signing, striping and drainage improvements. 255 City of Flagstaff The project was constructed to improve student drop-off, bus loading access, parking, and safer vehicular and pedestrian traffic circulation to and from the school. The project was completed in November 2003. Meetings were held with FUSD staff and the school Principal to coordinate the design of this project. Public Open Houses were held at each of the Flagstaff High Schools in May 2002 to solicit input from the public on the Safeto-School projects. 6. 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. Clay Avenue Sidewalks A 100-foot long sidewalk and new concrete driveway was constructed in December 2003 to connect the old town neighborhood with sidewalks along Milton Road for the benefit of pedestrians traveling to area schools. 8. FUTS – Rio de Flag North FUTS project related to the Rio de Flag Army Corp of Engineers project. 7. FUTS ROW and Open Space Opportunity Acquisition of Right of Way for planned future FUTS projects. 9. 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. Pine Knoll Dr. Sidewalk/Kinsey School Preliminary project scooping and field survey had been completed. The City has been in contact with representatives from the Northern Arizona University to coordinate the new sidewalk with NAU’s proposed FUTS trail at the intersection of San Francisco Street and Pine Knoll Drive. It is anticipated that the project will be designed under the annual consulting services contract beginning July 2004. 10. FUTS: McMillan Mesa System Cedar Avenue FUTS pedestrian bike with City. 11. 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. 12. FUTS: Lone Tree Road The project consists of constructing a multi-use trail including a retaining wall under I-40 along the east side of Lone Tree Road between Zuni Drive and Pine Knoll Drive. Construction should begin in May 2003 and be completed by August 2003. The Bicycle Advisory Committee, NAU and CCC have been involved in the design of this project and strongly support it. BBB 1. Special Projects Annual program covering small projects and partnered contributions throughout the City. Also includes some Clean and Green projects. 2. 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. 13. FUTS: BNSF Trail, Thompson to Rio FUTS trail from Railroad Springs to Walnut with a grade separated crossing at Walnut and grade separation crossing at Route 66. 14. FUTS: Lake Mary Road, Ponderosa Trail Trail from Beulah Blvd. Under I-40 Lake Interchange to Ponderosa Trails Park. 3. Route 66 Streetscape: Enterprise to Arrowhead Design and reconstruct multi-use path to current AASHTO standards. Mary 15. FUTS: US 180 to Beaver Hospital link between 180 and Beaver. 4. US 89 Railhead to Snowflake This project will provide approximately 6,500 linear feet of 10-foot wide concrete, multi-use path along US 89 North from Railhead Avenue to Snowflake. The path is a joint project of the City of Flagstaff and ADOT. The construction plans and specifications are at the 60% stage and the Environmental Determination is near completion. The tentative schedule calls for ADOT plan approval by the end of July 2004 with Advertisement and Award of Bid in late Summer 2004. The probable construction start is Spring 2005. 16. Visitor Center Renovation Exterior improvements and renovations. 17. 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). 18. Christensen School Field Improvements Various field improvements including new sod. 5. Redevelopment Opportunity Fund Contribution to Redevelopment planning, design and Projects. Annual Financial Plan 256 City of Flagstaff over the canon only. The trail connections are proposed to be constructed independently. This project is anticipated to be designed in the summer of 2004. Current thinking places construction in early 2005 pending agreements on easements. 19. 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. 20. Lake Mary Land Acquisition Land acquisition for a regional park. 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. 21. Sixth Avenue BMX Park BMX park to be constructed within detention basin located at Sixth Avenue between Isabel and West Streets. West Village to Rio FUTS Project The City has contracted with Turner Engineering of Flagstaff, Arizona to prepare the Design Concept Report for this project. Turner Engineering and the City are working together to prepare and submit all project related documentation to meet the requirements for the TEA Round 11 grant. At least one public meeting is anticipated near mid June of 2004, with completion of the DCR and 30% plans by mid-July of 2004. Upon completion and acceptance of the DCR, the City intends to process a change order to Turner Engineering to complete the construction plans near the beginning of 2005. 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. Route 66: Elden to San Francisco Stabilize and partially restore historic locomotive and tender including removal of lead paint, repainting and miscellaneous other items. 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. 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. 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. FUTS: Tunnel Springs Trail Standard 10’ aggregate surface and related work. Includes mitigations at RR Bridge. Annual O&M estimated to be $5,000. 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. FUTS: AZ Trail, Foot of Babbitt Way to Butler 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. 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. Bow and Arrow Wash Trail Standard 10’ packed aggregate Trail and related work. Estimated O&M costs annually are $10,000. 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. 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. Hospital Link Standard 10’ packed aggregate trail with related scope work. Approximately ½ miles. Annual O&M costs estimated to be $1,000. WATER MNA Link to USFS System Standard 10’ aggregate surface and related work. Annual O&M costs estimated to be $1,000. 2. Inner Basin Pipeline Replacement 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 nine miles remaining to replace. 1. Land Acquisition Annual allocation for future land acquisition. Crescent to Cheshire Bridge This project will provide a link for the FUTS over the Rio de Flag canyon on the Museum of Northern Arizona property. This project addresses the bridge construction Annual Financial Plan 257 City of Flagstaff 3. Amberwood Booster Booster station to increase water pressure in the Amberwood area. Aspen Waterline (Sitgreaves/Aztec) Replace approximately 1,400 feet of 4” waterline with 8” PVC main. 4. Mall Waterline City’s contribution of infrastructure to Mall Expansion. Beaver Street Waterline (Phoenix to Dupont) Replace approximately 1,400 feet of 4” cast iron pipe with 8” PVC main. 5. Talkington/Lynn/Elizabeth Replace approximately 1,800 feet of 2” galvanized mains with 8” PVC main. Benton/SF Alley/Elden Waterline Replace approximately 900 feet of 2” galvanized lines with 8” PVC mains; add hydrants on Benton and Elden. 6. 7. & 8. Sunnyside Improvements Replacement of undersized waterlines in Sunnyside. Project includes drainage, sewer, sidewalks, and street improvements. CC College to NAU Waterline Approximately 1,600 feet of 12” waterline from Coconino Community College to the NAU system. 9. Black Barts/Sinagua Waterline Install approximately 4,200 feet of 18” pipe and install one pressure reducing station. Coconino Avenue Waterline Replace approximately 820 feet of 2” and 4” pipe with 8” PVC. 10. Foxglenn/Skyview Waterline Install approximately 5,200 feet of 18” pipe. Elm Street Waterline Replace approximately 620 feet of 2” pipe with an 8” PVC main. 11. ADOT Waterline Relocates Relocating 27” waterline for the ADOT I-40 bridge rebuild projects. 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. 12. Reserve for Improvements Annual reserve for unanticipated line replacements and over sizing that may occur. Mohawk Drive Waterline Replace approximately 380 feet of 2” pipe with 8” PVC. N. San Francisco Alley Service Replacements Replace 12 service lines to front of homes to abandon old line in alley. 13. Town Well #5 Equipment for the Rio de Flag well. 14. East Reservoir Demolition 50 million gallon reservoir modified to meet ADWR regulations. Park Street Waterline (Santa Fe to Dale) Replace 1,400 feet of existing 2” cast iron pipe with 8” PVC main. 15. Water Wells Construction of future water wells authorized by voters in the May 2004 general election. Pinal/Papago Alley Waterline Replace approximately 695 feet of 2” pipe with 8” PVC waterline. 16. Railroad Springs Reservoir Participation with the construction of a 1 million gallon reservoir for the Pesidio development. 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. 17. Woody Mountain Arsenic Removal Arsenic removal equipment for woody Mountain Wells. Radio Read Meters Conversion of 1,000 water meters to radio read for pilot test. 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. Reservoir Filtration Plant to Turquoise Water Line replaces approximately 11,600’ of 16” waterline with 18” PVC main. 27” Pipeline Replacement (LM Plant to Town) Replacement of old 27” steel/concrete pipe that is not properly bedded. Thomas Park Waterline Relocate approximately 650 feet of 12” waterline that was not installed in existing adjacent easement. Agassiz/Dupont/Verde Waterline Replace approximately 1,725 feet of 2” galvanized waterline with 8” PVC main and add two fire hydrants. Annual Financial Plan 258 City of Flagstaff Tombstone Ave./Alley Waterline Replace approximately 625 feet of 2” and ¾” pipe with 8” PVC main. 5. Mall Sewer City’s contribution of public infrastructure associated with Mall expansion. Walapai Drive Alley Waterline Replace approximately 900 feet of 2” pipe with 8” PVC main. 6. Reclaim Hydrants Install five hydrants on the reclaimed water system for construction and fire fighting. Clarifier Drive Assemblies Replace existing clarifier drive units with “oil free” drive equipment and collector system. Annual O&M estimated to be $200. 7. Arowhead/Mt View Sewer Replacement of approximately 5,400’ of 6” sewer along Arrowhead and Mountain View from MH 9-37 to MH 938 to MH 9-12 to MH 9-33. 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. 8. NAU Reclaim System Installatin of approximately 15,000 feet of various sized reclaimed water lines to convert the NAU campus to reclaimed water use. 9. Christensen School Reclaim line Extension of reclaim water line to provide irrigation at School field. Gas Chromatograph Purchase of gas chromatograph unit for lab. Lake Mary Wellfield – LM #2 12” Waterline Design and construct a 12” pipeline from LM #2 to raw water pump station. Abandon existing line. 10. SCA Reclaim/Sewer Sewer line and reclaim line to SCA Tissue. 11. Xeriscape City Hall Installation of low water use landscaping. SCADA Upgrades Upgrade of SCADA system to keep with improving technology. 12. Rio Outfall Annual cost to slip line and parallel approximately 1-3/4 miles of 33” diameter sewer. Water Production Lines Design, drilling and equipping of additional water wells. Annual O&M costs estimated to be $200,000. 13. Reserves for Improvements Annual reserve for unanticipated line replacements and over sizing agreements that may occur. Water System Optimization Funds budgeted for continuation of EMA optimization process and automation of water treatment processes. Include computer hardware for CMMS, training and skill based pay. Additional Digestor/Wildcat Additional Digestor for solids treatment. Annual O&M costs estimated to be $3,600. Water System Vulnerability Assessment Complete vulnerability assessment to determine security Weakness in the city water system. Coat Wildcat Digestors Apply protective coating to interior walls of two digestors. Includes raising the floating covers. WASTEWATER EMA System Improvements Funds budgeted for automation of wastewater treatment process. 1. WC Upgrade/Reclaim Construction Upgrade plant to have nitrogem removal-class reclaimed water. Annual O&M costs estimated to be $235,000. 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. 2. Rio Plant Clar Skimmer Mods Modification of secondary clarifier skimmer mechanism. Paint Buffalo Park Reservoir Repaint the exterior of Buffalo Park tank. 3. Wildcat Clar Pipe Hangars Replacement of pipe hangars inside the primary clarifers. Reclaim System Expansion Reclaim System Expansion. 4. Wildcat Loadout Station Relocation of reclaimed water loadout facility. Annual Financial Plan 259 City of Flagstaff Circle View Sewer Replacement of approximately 1,000 feet of sewer. Replacement Dredge Replacement of sludge removal dredge. Used to remove sludge from stabilization basins. Annual O&M costs estimated to be $4,000. Continental Outfall Sewer Upsize line to 33” for approximately 1,400 feet between manholes M17-008 downstream to MH 17-001. 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. Hillside Sewer Replacement Replacement of approximately 400 feet of sewer. Huntington/Old Sewer Plant Upsize Upsize approximately 2,200’ of 21” and 24” VCP to 30” PVC sewer. Rio Plant Chip seal Chip seal roadways around Rio plant. Rio Plant SCADA Upgrade of SCADA system for plant. KCLS Sewer Extension Replacement of approximately 200 feet of 8” diameter sewer. Rio Plant UPS Replacement un-interruptible power supply for the SCADA system. Lower Greenlaw Sewer Replacement Replacement of approximately 1,903 feet of sewer between several manholes. Wildcat Blast and Mortar Wash Sandblasting and replacing the finish coat of mortar wash on the exterior of the buildings. Wildcat Boiler Replacement Replacement of Cleaver Brooks Boiler. costs estimated to be $1,000. Mike’s Pike Sewer Replacement Replacement of approximately 1,400 feet of sewer. Annual O&M North Sunnyside Sewer Replacement Replacement of approximately 5,900 feet of sewer. Wildcat Hill Plant – Coating of Secondary . Clarifier application of protective coating on secondary clarifiers. Phoenix Sewer (Beaver/San Francisco) Replacement of approximately 875 feet of sewer on East Phoenix Avenue between Beaver and San Francisco. Wildcat Hill Plant – Loadout Replacement Relocation of reclaimed water loadout facility Reclaimed Water Loadout Station Loadout station for the sale of reclaimed water. Annual O&M costs estimated to be $1,000. Wildcat Hill Plant I - Crackseal Roadway crackseal. Reserves for Improvements Annual reserve for unanticipated line replacements and over sizing agreements that may occur. Wildcat Hill Plant II - Crack seal Roadway crack seal. Rio Outfall Annual cost to slip line and parallel approximately 1-3/4 miles of 33” diameter sewer. Wildcat Hill Wastewater Plant Roadway Crack and chip seal. South Beaver Street Sewer Replacement of approximately 932 feet of 6” sewer from Benton Avenue south on Beaver to Butler. Wildcat Piping Replacement Replacement of gas piping throughout the plant. Wildcat Primary Clarifier Coating Protective coating of primary clarifier basins. San Francisco Sewer Replacement Replacement of approximately 520 feet of sewer. 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. Siler Homes Reclaimed Water Extension Installation of 1,300’ of 6” PVC reclaimed water line and associated meters to serve Siler Homes. Terrace/Birch Sewer Replacement Replacement of 1,345 feet of 6” VCP sewer. Butler/Ellery Sewer Replacement of approximately 1,900 feet. Cherry Hill Sewer Replacement Replacement of approximately 2,040 feet of sewer. Annual Financial Plan 260 City of Flagstaff 2. Residental Drop Off Center Area for safe residential refuse drop off. AIRPORT 1. Pavement Maintenance Crack sealing and maintenance of runway, taxiway, and taxi lanes. 2. Airport Master Plan Complete new 20-year master plan to environmental assessments and noise study. 3. MRF Entry Improvements Realignment of MRF driveway to accommodate four way signalized intersection at Butler and Babbitt Avenues. include STORMWATER 3. Construct Airport Operations Building 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. 1. 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 USACE Feasibility Study and Environmental Impact Study. 4. Land Acquisition Acquire 640 acres of land in proximity to the Airport. 2. Rio Parking Replacement Replace parking spaces lost due to construction of Rio de Flag control project. 5. 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. 3. 6th Avenue Detention Basin Design and build flood control project to detain upstream flows in the Sunnyside neighborhood. 6. 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. 4. Walnut Meadow Drainage Payment to resolve neighborhood drainage claim. Access Road Construction JWP extension to Lake Mary Road. PROJECT DESCRIPTIONS-UNFUNDED 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. GENERAL GOVERNMENT 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. JWP/Pulliam Widening Design and construction of curb/gutter sidewalk and road widening – FUTS trail. Neighborhood Open Space and Flagstaff Urban Trails Acquire 750-1000 acres of core open space. Annual O&M estimated to be $14,000. 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. 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. Taxilane/Apron – General Aviation Design and construct taxilane and apron for new general aviation hangar area. Annual O&M estimated to be $5,000. 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. ENVIRONMENTAL SERVICES 1. Landfill Maintenance Building Storage for Streets and Environmental Services equipment. Annual Financial Plan 261 City of Flagstaff Paradise Area Land Acquisition Acquisition of USFS Land for Neighborhood Park – approximately 7 acres. Annual O&M costs are estimated to be $250. 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. 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. Buffalo Park Improvements Pave parking area, entryway improvement; build permanent restrooms, additional picnic areas. Annual O&M costs estimated to be $8,360. 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. Bushmaster Park Land Acquisition/Expansion Acquire north side (Lockett) street frontage property/lots. No O&M costs anticipated at this time. 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. Woodlands Village Park Land Acquisition Acquire approximately 5 acres of land for Neighborhood Park. Annual O&M costs estimated to be $250. 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. 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. 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. 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. 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. 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. 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. Joel Montalvo Park Improvements Upgraded Parking and Landscaping with potential expansion onto the complete park property due to future fire station relocation. 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. 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. 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. Multi Purpose Recreation Center Development of approximately 50,000 sq. ft. recreation center, including indoor courts (basketball, volleyball, soccer), activity and meeting rooms, and administrative space. Annual O&M costs estimated to be $325,000. 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. 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. Annual Financial Plan Municipal Golf Course Development of 18-hole golf course, driving range, practice tees and clubhouse. O&M costs yet to be determined. 262 City of Flagstaff Snow Play Area Develop a snow play area. costs are $11,440. Estimated annual O&M City Court Facility New 15,000 sq. ft. City Court Facility City Hall Annex 10,000 sq. ft. of additional city office space. Downtown Gateway West Parking Garage New parking garage for Downtown that will serve new developments, existing downtown businesses and City Hall. BBB 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. Regional Open Space Projects Secure Picture Canyon and Observatory Mesa Open Space. Annual O&M estimated to be $12,000. McMillan Mesa System Standard 10’ aggregate surface and slope stabilization. Includes two planned bridges over cedar, one east of Turquoise, and the other north of Gemini. Annual O&M costs are $5,000. STORMWATER Fanning Drive Wash Erosion Control Design and Construction of channel improvements, grade control, and channel bank erosion control. Malapais Lane Storm Drain Design and construction of new storm drain and drainage inlets. University Heights Drive South Culvert Replacement Design and construction of new concrete box culverts to replace existing culverts. West Street Wash Detention Facility Design and construction of a multi-use detention facility. Annual Financial Plan 263 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM SUMMARY FISCAL YEARS 2004-2010 Budget 2003-2004 Beginning Balance $ 1,671,206 Estimate 2003-2004 - Budget 2004-2005 - Budget 2005-2006 - Budget 2006-2007 - Budget 2007-2008 - Budget 2008-2009 - Budget 2009-2010 - Total Plan - 264 Resources Bonds Grants Pay-as-you-go Total Resources 45,359,798 3,453,961 15,041,600 63,855,359 6,069,820 7,640,660 14,751,021 28,461,501 37,007,476 10,869,385 48,873,837 96,750,698 3,732,924 5,091,848 46,894,057 55,718,829 6,868,600 8,977,600 15,846,200 4,258,460 10,493,640 14,752,100 1,953,800 3,728,176 13,860,224 19,542,200 10,184,100 2,836,800 10,141,555 23,162,455 58,948,120 41,293,929 153,991,934 254,233,983 Expenditures General Government Public Works: Streets BBB Utilities: Water Utilities: Wastewater Airport Environmental Services Stormwater Utility 11,042,757 29,033,910 6,236,866 7,097,691 5,540,514 3,868,621 820,000 215,000 2,869,458 15,833,484 879,102 4,299,040 2,285,106 1,481,809 721,557 91,945 7,134,129 35,777,423 8,587,715 8,695,777 16,673,161 10,846,558 718,265 8,317,670 310,000 9,049,724 2,774,800 19,421,900 13,875,100 9,019,305 725,000 543,000 310,000 4,731,300 1,555,000 4,326,700 793,200 3,450,000 500,000 180,000 310,000 6,277,000 1,060,000 924,000 2,531,100 3,050,000 500,000 100,000 310,000 6,995,000 1,430,000 1,174,600 7,282,600 1,850,000 500,000 - 160,000 7,865,000 780,000 2,771,600 9,430,300 1,655,555 500,000 - 11,403,587 86,528,931 17,066,617 41,613,617 52,870,567 31,353,227 4,164,822 9,232,615 63,855,359 28,461,501 96,750,698 55,718,829 15,846,200 14,752,100 19,542,200 23,162,455 254,233,983 Total Expenditures Ending Balance $ 1,671,206 - - - - - - - - City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2004-2010 Budget 2003-2004 General Government Rio de Flag Hydrology Study Rio de Flag Parking Parks and Recreation ADA Improvements - Recreation ADA Improvements - Parks Guadalupe Environmental and Facilities Soils Remediation ADA Improvements 265 Other projects USGS Improvements Police/ Sheriff Facility Remodel of Courthouse Non-Departmental Downtown Improvements Heil Purchase Redevelopment Acquisitions General Fund Capital Projects 2004 Bond Projects $ Estimate 2003-2004 Budget 2004-2005 Budget 2005-2006 Budget 2006-2007 Budget 2007-2008 Budget 2008-2009 Budget 2009-2010 Total Plan 5,052,738 - 183,227 - - - - - - - 183,227 - 759,991 200,000 780,392 - 200,000 135,000 - 135,000 - 135,000 - 135,000 - 135,000 - 675,000 780,392 200,000 20,000 184,023 150,000 26,105 - 94,410 - - - - - - 94,410 25,079 30,000 37,243 - - - - - - 30,000 37,243 25,079 455,000 3,572,000 825,200 455,000 505,000 2,095,053 - - - - - 825,200 455,000 2,600,053 - - 3,797,539 - - - - - 3,797,539 Library Flagstaff Branch Remodel Air Conditioner Remodel Bathrooms - Main Real Estate Proceeds Redevelopment Acquisitions Total General Government 18,394 1,150 18,394 - - - - - 19,544 100,000 40,000 - 240,000 40,000 25,000 25,000 25,000 25,000 25,000 240,000 165,000 685,000 - 675,900 150,000 150,000 150,000 150,000 - 1,275,900 $ 11,263,251 2,869,458 7,134,129 310,000 310,000 310,000 310,000 160,000 11,403,587 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2004-2010 Budget 2003-2004 266 City of Flagstaff 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 - Country Club to Spur 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-Tunnel Springs Trail FUTS-Mc Millian Mesa FUTS-Downtown Rio Corridor FUTS-Lonetree Corridor FUTS- Thompson To Rio FUTS-Lake Mary Rd; Beullah to Ponderosa Tr. FUTS-West Village To Walnut FUTS- US 180 to Beaver FUTS- US 180 to USFS System FUTS- East Flank Mc Millian Mesa FUTS-Fourth Street, Butler to Rt. 66 FUTS-Mesa Drive to US 180 FUTS-Railroad Springs to Woody Mtn. Road FUTS-Az Trail - Rio to Butler Realignment FUTS-Sinclair Wash Trail FUTS-University Highland to Sinclair Wash FUTS-Airport Area Connections Across I-17 FUTS-Rio de Flag Rt 66 to Az Trail $ 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 75,000 114,425 80,436 361,945 142,620 240,000 48,825 - Estimate 2003-2004 25,000 30,045 29,500 1,723 296 30,442 50,000 10,000 879 2,089 6,435 15,000 15,000 50,291 32,183 72,601 348 74,328 87,800 20,000 - Budget 2004-2005 25,625 30,000 214,141 1,042,293 28,500 76,212 80,000 221,607 800,000 436,371 50,000 453,701 674,221 300,204 35,900 - Budget 2005-2006 25,000 30,000 250,000 50,000 75,000 100,000 200,000 500,000 800,000 94,800 150,000 - Budget 2006-2007 25,000 0 30,000 50,000 75,000 100,000 175,000 200,000 100,000 150,000 650,000 - Budget 2007-2008 25,000 0 30,000 50,000 75,000 100,000 200,000 280,000 150,000 150,000 - Budget 2008-2009 25,000 0 30,000 50,000 75,000 100,000 150,000 150,000 250,000 200,000 Budget 2009-2010 25,000 30,000 50,000 75,000 100,000 - Total Plan 175,625 210,045 29,500 250,000 215,864 296 1,072,735 328,500 461,212 580,879 177,089 228,042 215,000 815,000 50,291 948,554 550,000 526,302 1,674,569 374,532 87,800 55,900 94,800 100,000 150,000 150,000 150,000 250,000 300,000 150,000 650,000 200,000 Annual Financial Plan Budget 2003-2004 Estimate 2003-2004 Budget 2004-2005 Budget 2005-2006 Budget 2006-2007 Budget 2007-2008 Budget 2008-2009 Budget 2009-2010 Total Plan BBB (continued) FUTS-US 180 Multi-Use Kendrick to Sechrist FUTS-Sinclair Wash to Woody Mtn. Road FUTS-Rt 66 Multi-Use - Spur Dr to Rio Crossing FUTS - Reserves Tourism Building Improvements-Visitor Center Recreation Thorpe Park Christensen Thomas Foxglenn Park Lake Mary Land Acquisition Aquatic Center Design Work BMX Park - Sixth Avenue Total BBB $ - - - 500,000 - - - 200,000 200,000 - 500,000 500,000 200,000 200,000 500,000 211,280 161,781 70,000 - - - - - 231,781 1,719,167 394,831 104,383 - 78,674 38,102 45,733 852 - 1,640,455 419,693 332,212 1,025,000 631,580 - - - - - 1,719,129 457,795 377,945 852 1,025,000 631,580 6,236,866 879,102 8,587,715 2,774,800 1,555,000 1,060,000 1,430,000 780,000 17,066,617 267 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2004-2010 Budget 2003-2004 Streets/Transportation Streets Curb, Gutter, Sidewalk ADOT Turnbacks Overlay Lake Mary Rd @ LDS Enterprise/Butler Reconstruction Southside Traffic Improvements ADA Compliance Sunnyside Sunnyside Phase III-B Signal Scynchron system design Bus Pullouts Reserve for Improvements 268 City of Flagstaff Transportation 4th Street Overpass Misc Safe to School Thomas Drive Urban Link Misc Bike/Ped Soliere Avenue Country Club Drive Dirt Streets Program Transportation Planning East Flagstaff Gateway Empire Avenue Extension Birch avenue Curb and Gutter Lone Tree Road Study Beulah Blvd. Extension Reserve for Improvements Downtown Pavers Street Light Luminaire Replacement Downtown Rail Crossing Modifications Ped-Xing Equipment Annual Maintenance Brannen Ave Paving Butler Ave/4th Street Signal Butler Ave Bike Lanes Gabel Street Paving Hunington Drive Improvements I-40 TI Planning Studies $ Estimate 2003-2004 Budget 2004-2005 Budget 2005-2006 Budget 2006-2007 Budget 2007-2008 Budget 2008-2009 Budget 2009-2010 Total Plan 15,000 1,601,071 315,000 152,400 155,155 1,804,354 306,478 49,877 14,874 1,555,200 3,225 263,722 125,391 85,411 1,145,199 15,464 11,557 35,016 31,713 15,000 2,000,000 1,522,720 8,536 143,513 235,102 300,000 292,575 50,000 15,000 1,550,000 300,000 125,000 1,199,000 50,000 15,000 1,550,000 200,000 125,000 1,098,300 50,000 15,000 1,550,000 125,000 1,044,000 50,000 15,000 1,550,000 125,000 965,000 50,000 15,000 1,550,000 125,000 900,000 50,000 104,874 2,000,000 10,827,920 3,225 272,258 625,391 853,924 5,387,601 1,514,464 11,557 327,591 331,713 10,699,075 683,518 150,000 221,889 419,894 627,718 521,955 8,648,887 1,622,558 500,000 - 9,902,667 218,312 232,432 17,249 553,996 680,356 7,500 103,788 81,053 684,341 14,927 21,935 28,156 - 15,387,200 961,742 755,340 85,969 25,961 787,931 598,054 8,417,588 1,906,821 142,960 950,000 25,000 75,000 100,000 10,262 3,732,924 112,500 450,000 - 75,000 450,000 - 150,000 75,000 350,000 - 75,000 350,000 - 75,000 850,000 - 29,022,791 1,180,054 382,432 772,589 639,965 706,317 795,431 1,114,342 8,498,641 2,591,162 14,927 164,895 3,400,000 25,000 75,000 100,000 10,262 980,149 - 200,000 250,000 140,300 150,000 200,000 - 200,000 191,000 54,000 - 200,000 - 250,000 - 1,050,000 191,000 250,000 140,300 54,000 980,149 150,000 539,081 - Annual Financial Plan Budget 2003-2004 Estimate 2003-2004 Budget 2004-2005 Budget 2005-2006 Budget 2006-2007 Budget 2007-2008 Budget 2008-2009 Budget 2009-2010 Total Plan Streets/Transportation (continued) Industrial Drive Paving Lake Mary Road Bike Lanes Lone Tree Road Reconstruction New Traffic Signal PGM Street Paving Penstock Avenue Paving Route 66 Bike Lanes - East Route 66 Bike Lanes - West Thorpe Road Edge Improvements Country Club - Oakmont West Arrowhead Improvements Steves Blvd. - Lakin Realign Traffic Signal Synocronization W. Rt 66 Widening at Woodlands Village Total Streets/Transportation $ 29,033,910 - 15,833,484 - 35,777,423 275,000 500,000 - 300,000 172,700 125,000 268,000 102,300 - 1,500,000 250,000 137,200 235,800 350,000 - 1,600,000 125,000 90,000 600,000 1,000,000 250,000 - 3,650,000 400,000 1,900,000 447,700 2,000,000 250,000 250,000 268,000 239,500 235,800 90,000 600,000 4,000,000 1,000,000 250,000 400,000 9,049,724 4,731,300 6,277,000 6,995,000 7,865,000 86,500,775 269 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2004-2010 Budget 2003-2004 270 City of Flagstaff Water/Wastewater Water Purch of Property Rights-Watershed Inner Basin Pipeline Water Loading Station Lucky Lane Waterline Amberwood Booster Humphreys Waterline (ADOT) Mall Infrastructure Waterline Relocations 27" Pipeline Replacement Agassiz/Dupont/Verde Waterline Coconino Ave Waterline Black Barts/Sinagua Hts Waterline Foxgelnn/Skyview Waterline Sunnyside Improvements Mohawk Dr Waterline Elm Street Waterline CC College/NAU Waterline Ponderosa Trails to Airport W/L 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 SCADA Reserve Town Well #4 Equip. Town Wells 3 & 4 Town Well #5 East Reservior Demolition Railroad Springs Reservior Water Production Wells Woody Mtn Arsenic Removal Future Water Rights Lake Mary Wellfield #2 Pipeline Gas Chromatograph Total Water $ 20,000 129,382 33,473 318,262 5,942 401,084 167,595 130,657 830,703 861,862 2,332,804 115,927 1,500,000 250,000 7,097,691 Estimate 2003-2004 20,000 39,563 27,889 42,542 354,182 26,577 171,263 124,257 77,524 93,484 1,740,818 12,614 274,004 114,759 1,103,432 76,132 4,299,040 Budget 2004-2005 20,000 200,000 7,000 805,878 352,121 1,234,898 1,173,277 792,850 313,282 119,405 397,566 50,000 500,000 2,575,000 154,500 8,695,777 Budget 2005-2006 Budget 2006-2007 Budget 2007-2008 Budget 2008-2009 Budget 2009-2010 Total Plan 20,000 101,500 1,308,000 70,100 114,400 246,000 382,500 119,400 - 20,000 104,500 1,746,500 189,500 210,700 67,500 123,000 - 20,000 107,700 301,200 301,200 126,700 - 20,000 110,900 310,200 153,100 130,500 - 20,000 114,200 2,318,500 184,500 134,400 - 140,000 778,363 27,889 42,542 361,182 26,577 805,878 352,121 2,318,500 171,263 124,257 1,312,422 1,266,761 5,588,168 70,100 114,400 246,000 382,500 313,282 189,500 210,700 67,500 301,200 301,200 310,200 153,100 184,500 766,019 274,004 114,759 2,060,000 15,000,000 19,421,900 1,865,000 4,326,700 67,200 924,000 356,400 93,500 1,174,600 2,771,600 50,000 500,000 6,500,000 230,632 15,000,000 423,600 93,500 40,112,619 Annual Financial Plan Budget 2003-2004 271 City of Flagstaff Wastewater WC Upgrade/Reclaim Connection Primary Tank Pipe Hnge-WC WW Plant Expansion Design WC Treatment Upgrade/Rec Wildcat Loadout Replacement Replacement Dredge Rio Plant Clear/Skim Modifier Wildcat Primary Clarifier Coating Wildcat Crackseal Wildcat Pipe Replacement Wildcat Blast and Mortar Wash Rio Plant SCADA Rio Plant Chipseal Wildcat Crackseal & SSB Coat Wildcat Digestor Second Street Sewer Birch Ave Sewer Humphreys Sewer (ADOT) Mall Infrastructure Christensen Reclaim Ext SCA Reclaim/Sewer Xeriscape Projects Siler Homes Reclaim Ext Arrowhead/Mt. View Sewer Reclaim Hydrants NAU Reclaim Expansion Huntington/Old Pit Sewer Update Rio Outfall Continental Outfall Sewer Reclaimed Loadout Station Mike's Pike Sewer Terrace/Birch Sewer Lower Greenlaw Sewer Phoenix Sewer (Beaver/SF) South Beaver Street Sewer Upper Greenlaw Phase II West Side Interceptor Improvements Reserve Total Wastewater Total Water and Wastewater Estimate 2003-2004 Budget 2004-2005 Budget 2005-2006 1,851,000 50,000 200,000 5,835 406,084 821,549 252,938 845,077 77,064 707,565 236,402 87,000 5,540,514 641,700 129,832 17,670 15,718 388,021 304,000 467,156 1,828 238,364 72 80,745 2,285,106 60,000 12,149,694 50,000 100,000 808,929 957,629 513,383 100,000 258,429 151,899 707,219 726,425 89,554 16,673,161 11,657,200 189,900 33,100 59,700 721,000 309,000 241,200 163,900 207,800 202,700 89,600 13,875,100 $ 12,638,205 6,584,146 25,368,938 33,297,000 Budget 2006-2007 - Budget 2007-2008 Budget 2008-2009 Budget 2009-2010 Total Plan 1,266,800 - 6,523,900 - 6,719,600 - 123,000 246,000 332,000 92,200 793,200 190,000 261,000 158,300 253,400 306,600 95,000 2,531,100 33,600 64,500 150,000 261,000 151,700 97,900 7,282,600 184,500 159,200 268,800 164,700 781,800 1,050,900 100,800 9,430,300 641,700 60,000 14,510,300 23,806,894 50,000 189,900 100,000 190,000 33,100 443,700 158,300 184,500 33,600 64,500 309,200 129,832 17,670 15,718 808,929 1,345,650 513,383 100,000 304,000 725,585 153,727 1,666,583 309,000 1,755,697 241,200 163,900 207,800 534,700 306,600 151,700 164,700 781,800 1,050,900 645,799 52,870,567 5,119,900 3,455,100 8,457,200 12,201,900 92,983,186 Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2004-2010 Budget 2003-2004 Airport Master Plan Update Design & Construction Air Carrier Apron Design & Constr Taxilane/Apron-GA Design/Constr JWP/Pulliam Widening Design/Constr ARFF & Snow Equip New Parallel Taxiway North Land Acquisition Runway Extension West Hangar Area Perimeter Road Construction Pavement Crack Seal Overlay Future Projects-ADOT Future Projects-FAA Total Airport Estimate 2003-2004 Budget 2004-2005 Budget 2005-2006 Budget 2006-2007 Budget 2007-2008 Budget 2008-2009 Budget 2009-2010 Total Plan $ 266,436 702,315 375,726 2,524,144 - 312,693 3,528 953,413 535 211,640 - 252,261 2,497,145 1,140,000 4,315,695 2,516,457 125,000 - 1,300,000 1,140,000 6,179,305 400,000 - 250,000 500,000 2,700,000 - 2,000,000 800,000 250,000 - 500,000 250,000 1,100,000 555,555 1,100,000 564,954 3,528 2,750,000 1,800,000 3,450,558 535 2,280,000 10,495,000 2,728,097 3,900,000 625,000 555,555 2,200,000 $ 3,868,621 1,481,809 10,846,558 9,019,305 3,450,000 3,050,000 1,850,000 1,655,555 31,353,227 272 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2004-2010 Budget 2003-2004 Environmental Services Maintenance Building Annual Setaside - Landfill Closure Stormwater Cinderlake Landfill Residential Dropoff Litter Control Berm Tree Clearing Landfill MRF Entry Improvements HH Hazardous Waste Building Total Environmental Services $ $ 500,000 45,000 40,000 320,000 905,000 Estimate 2003-2004 500,000 Budget 2004-2005 400,000 Budget 2005-2006 Budget 2006-2007 Budget 2007-2008 Budget 2008-2009 Budget 2009-2010 Total Plan 40,560 40,000 140,000 997 65,000 253,265 - 100,000 500,000 60,000 65,000 - 500,000 - 500,000 - 500,000 - 500,000 - 500,000 3,000,000 60,000 130,000 40,560 40,000 393,265 997 721,557 718,265 725,000 500,000 500,000 500,000 500,000 4,164,822 273 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2004-2010 Budget 2003-2004 Stormwater Utility Sixth Avenue Drainage Detention Walnut Meadows Rio de Flag Rio Parking Replacement Total Stormwater Utility $ Estimate 2003-2004 Budget 2004-2005 Budget 2005-2006 Budget 2006-2007 Budget 2007-2008 Budget 2008-2009 Budget 2009-2010 Total Plan 215,000 - 91,945 - 91,945 150,000 6,875,725 1,200,000 543,000 - 180,000 - 100,000 - - - 183,890 150,000 7,698,725 1,200,000 215,000 91,945 8,317,670 543,000 180,000 100,000 - - 9,232,615 City of Flagstaff 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 $5.2 million is outstanding as of July 2, 2003. The City may issue any combination of junior and senior lien bonds as long as the coverage requirements are satisfied. Approximately $26.4 million in capacity is currently available in junior lien bonds or as senior lien bonds. 50.5% 38.3% 11.2% The rating agencies (Standard and Poors' Corp. and Moody Investors, Inc.) view 15% from operating funds as highly favorable. The City currently is financing 50.5% 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 WATER AND SEWER REVENUE 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. $27 million was outstanding on July 1, 2004, and the City has $27.5 million in available capacity at the 6% debt margin and $75.8 million in available capacity at the 20% debt margin as of July 1, 2004. 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 SPECIAL IMPROVEMENT/ ASSESSMENT DISTRICTS 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 issued Refunding Bonds for $9.3 million in April 2003. As a result, the refunded bonds are considered to be defeased. The advance refunding was undertaken to reduce total debt service payments over the next eight years by $396,803 and resulted in an economic gain of $321,874. $9 million is outstanding as of July 2, 2003 on these refunding bonds. Annual Financial Plan 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. MUNICIPAL BONDS FACILITIES CORPORATION (MFC) 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 274 City of Flagstaff 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. 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. GRANTS 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 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 issued 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 streetscape project under the ISTEA (Intermodal Surface Transportation Efficiency) grant. 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. 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. 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. LEASE FINANCING 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). 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 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. Annual Financial Plan 275 City of Flagstaff 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. The City has applied for funding on the May 18 capital project ballot items. Another loan program available through the State is the Arizona State Transportation Board's Airport Revolving Loan Program. The loans are provided for airportrelated 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. PAY AS YOU GO FINANCING 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 City is currently funding 50.5% of capital improvements on a pay as you go basis. Capital improvements that are considered ongoing improvements and maintenance required expenditures are built into the rate structure of the two enterprise funds (Utilities and Environmental Services). Additionally, the City has sinking reserve funds for landfill closure. Annual Financial Plan 276 City of Flagstaff Annual Financial Plan 277 City of Flagstaff the mild activities. Flagstaff Community Profile Flagstaff, Arizona is located at the intersection of Interstate 17 and Interstate 40, and is the largest city in Northern Arizona. The city is also the regional center and county seat for Coconino County, the second largest county in the 48 contiguous states. The City of Flagstaff, becoming a town in 1894, incorporated as a city in 1928, and currently comprising of just over 64 square miles, is nestled at the base of the San Francisco Peaks and surrounded by one of the largest pine forests on earth. Flagstaff drew its name from a very tall pine tree made into a flagpole in 1876 to celebrate our nations centennial. At nearly 7,000 feet, Flagstaff is also one of the highest elevation cities in the United States. The city is a year-round mecca for visitors and many Arizonans maintain second homes here. encourages year-round outdoor Climate Average Average Temperature Month History In 1855 Lieutenant Beale, in surveying a road from the Rio Grande in New Mexico to Fort Tejon in California, passed over the spot where Flagstaff now stands. While camping at the Eastern extremity of the present town, the lieutenant had his men cut the limbs from a straight pine tree in order to fly the United States flag. Daily Max. Daily Min. Precipitation January February March April May June July August September October November December 42.7 45.3 49.7 58.1 67.6 78 81.8 79.1 73.9 63.7 51.1 43.7 15.9 18 21.7 27.1 33.8 41.1 50.3 49.1 41.3 31 22 16.3 1.99 2.09 2.24 1.28 0.7 0.5 2.48 2.83 1.97 1.57 1.73 1.91 Year (average) 61.2 30.6 21.3 Source: Western Regional Climate Center (Jan. 1950-Dec. 2003) Economic Information Flagstaff is a governmental, educational, transportation, cultural and commercial center. Government is one of the largest employment sectors. Tourism is also a large employer as the city sees over 5,000,000 visitors a year. In addition, the City houses Northern Arizona University and other scientific and high tech research and development industries. The town’s first recognized permanent settler, Thomas F. McMillan, arrived in 1876 and built a cabin at the base of Mars Hill. During the 1880’s Flagstaff began to grow, opening its first post office and welcoming the booming railroad industry. The town had timber, sheep and cattle and by 1886 Flagstaff was the biggest city on the main line between Albuquerque and the West Coast. NAU, the largest employer in the City, has a major economic impact annually. The campus is used yearround 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. In 1894, Dr. Percival Lowell chose Flagstaff, due to its great visibility, as the site for the now famous Lowell Observatory. Thirty-six years later, Pluto was discovered through the observatory’s telescopes. The Arizona Teacher’s College began in 1899, later becoming Northern Arizona University (1966). During the 1920’s, Route 66 was built and passed right through town making Flagstaff a popular tourist stop. Flagstaff was incorporated as a city in 1928. Today, Flagstaff is a community rich with cultural diversity, beauty and history, as well as amazing educational, recreational and scientific opportunities. Weather Flagstaff enjoys four distinct seasons. Moderate summer temperatures average twenty degrees less than Phoenix, and are punctuated with afternoon rain showers in July and August. The winter brings an average annual snowfall of 99 inches, much to the enjoyment of skiers, ice skaters and snowboarders. As the snow thaws into spring, blooming wildflowers are abundant and fragrant along Flagstaff’s many hiking trails. Autumn is highlighted with the changing of the aspen leaves that transform the surrounding mountains into a golden tapestry of color. Flagstaff averages 283 days without precipitation each year, so it is not surprising that our residents love the great outdoors, and Annual Financial Plan climate Population Flagstaff Coconino County Arizona 1990 45,857 96,591 3,665,228 2000 52,894 116,320 5,130,632 2003 61,030 128,925 5,629,870 Sources: Arizona Department of Economic Security and U.S. Census Bureau 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 278 City of Flagstaff comes from the Bed, Board and Booze tax, and the General Fund. The Arts and Science Commission will disburse these funds. Throughout the year, there are art shows, festivals, live theater performances, and Native American arts and crafts exhibits to satisfy the most ardent enthusiast. food; SCA Tissue, manufacturer of tissue paper; and Joy Cone, manufacturer of ice cream cones. June 2004 Business Licenses 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 Franchise Accounts Service Related (Business Licenses) Total 1,653 126 14 20 148 336 74 397 773 156 386 1,884 114 1,394 7,475 The Flagstaff Symphony Orchestra performs eight concerts, a young people’s concert, and a children’s holiday concert each year. The annual concert series often features 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. Source: City of Flagstaff, Tax, Licensing, and Revenue Division Total sales generated by Flagstaff businesses reached $2.57 billion in FY 2004. 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 386 licensed businesses generating BBB tax revenues (an additional 2% sales tax). Known as the “City of Seven Wonders,” Flagstaff attracts millions of tourists each year due to its easy access to such scenic destinations as the Grand Canyon, Sunset Crater, Oak Creek Canyon, Meteor Crater, Walnut Canyon, Wupatki National Monument, and the San Francisco Peaks. Major private employers in the Flagstaff area are Nestle Purina, W. L. Gore & Associates, SCA Tissue, Sturner and Klien, Walgreens Distribution, and Joy Cone. Major public employers in the Flagstaff area are Coconino County, Northern Arizona University, City of Flagstaff, Flagstaff Unified School District, and the U.S. Forest Service. 1990 Labor Force Data (Annual Average) Civilian Labor Force Unemployed Unemployment Rate 2000 26,111 1,604 6.10% 34,589 1,582 4.60% Community Facilities Flagstaff offers a wide range of community and cultural facilities, including: City Recreational Facilities: Recreation Centers Parks-Developed Parks-Undeveloped 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 2003 35,998 1,819 5.10% Source: Arizona Department of Economic Security 1990 2000 2003 4,000 (est.) 631,835,742 5,440 1,238,195,104 7,144 1,458,775,346 223,050,141 399,244,815 456,880,429 Growth Indicators Business Licenses Retail Sales Primary Net Assessed Value Sources: AZ Department of Revenue; City of Flagstaff Cultural Opportunities and Scenic Attractions 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. Funding support for these activities Annual Financial Plan 4 28 4 17 5 11 17 1 20 2 4 1 19 6 12 2 Other Facilities: Museums Art Galleries Libraries Swimming Pools Bowling Alleys Symphony Orchestra Ski Resort Movie Screens Education 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, 3 279 City of Flagstaff 2 10 3 2 1 1 1 12 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. The current draft of the proposed City/County regional plan shows an estimated 55 miles of FUTS. The City has completed approximately 32 miles to date. magnet schools, and 3 high schools. In addition to the public school system, there are 11 charter 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 95 Bachelor, 47 Master, and 9 Doctorate degrees. Its approximately 18,824 students (12,874 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. Medical Flagstaff has an extensive array of medical facilities and resources in the areas of traditional, integrative and alternative healthcare. Flagstaff Medical Center is the Northern Arizona Regional referral center for trauma, cancer, rehabilitation, cardiac care, high-risk maternal/fetal, MRI/CT scan, and more. More than 148 physicians are on active staff at the hospital, representing 36 medical specialties. Coconino County Community College offers associate degrees, continuing education, and special programs for small businesses. In the fall of 2002, enrollment was approximately 3,785 students (3,165 of which were enrolled at the two Flagstaff campus). Recreation The City is surrounded within and without by coniferous forests, which allow for an array of outdoor sports and camping and backpacking opportunities. Downhill skiers enjoy 32 runs down the San Francisco Peaks, just 14 miles from downtown Flagstaff. Groomed trails at a nordic center provide over 40 kilometers of cross-country skiing. Endless miles can be skied on the hundreds of miles of forest service roads. Flagstaff even sponsors the annual Winter Festival that includes dog sled races. Transportation Flagstaff is a major crossroads for the west. Interstates 17 and 40 provide road access to major west coast markets, including San Francisco, Las Vegas, Albuquerque, El Paso, Los Angeles, San Diego, parts of Mexico, and of course, Phoenix and Tucson. US Highway 89 provides access to the states north of Arizona and Highway 180 provides access to the Grand Canyon. Hikers, joggers, and mountain bikers will find miles of trails, which range from gentle grades to extremely difficult terrain. The outdoor sportsman will find opportunities for hunting and fishing. The individual committed to an exercise routine, which includes running, or walking will find a 2-mile track complete with a 20-station Vita Course at Buffalo Park, a woodland area atop a mesa with spectacular views of the San Francisco Peaks. Approximate Drive Times from Flagstaff: Grand Canyon, AZ 2 Hours Lake Powell, AZ 3 Hours Nogales, AZ 4 1/2 Hours Phoenix, AZ 2 1/4 Hours Sedona, AZ 1 Hour Tucson, AZ 3 1/2 Hours Albuquerque, NM 5 Hours El Paso, TX 9 Hours Las Vegas, NV 4 Hours Los Angeles, CA 7 1/2 Hours For those who enjoy organized team sports, the City has adult and youth leagues for softball, baseball, basketball, soccer, ice hockey, and volleyball throughout the year. Additional recreation amenities include the skateboard park and disc golf course, which provide year-round recreational opportunities. Burlington Northern Santa Fe Railway serves the city of Flagstaff with more than 100 trains passing through town daily. Amtrak also services Flagstaff twice daily connecting with Los Angeles and Chicago. Bus services are available for within the city (Mountain Line), intra and interstate (Greyhound), and several tour guide companies provided service around Northern Arizona. In addition, there are several taxicab companies. Environmental Focus Flagstaff citizens realize that the quality of life enjoyed in this mountain community is intricately related to the preservation of our environment. Manpower and other resources are allocated to various programs that are dedicated to environmental issues. Clean and Green sponsors a variety of programs including Adopt-AnAvenue (98 miles of roadway), Adopt-A-Park (22 parks maintained by various volunteer groups), and Adopt-ATrail (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 Flagstaff Pulliam Airport, located four miles south of downtown Flagstaff on I-17, provides frequent daily flights to and from Phoenix Sky Harbor International Airport, where national and international connections can be made. Annual Financial Plan 280 City of Flagstaff 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 lowflow toilet rebate program. The city initiated a year round water use policy that restricts the times and day outside irrigation is allowed. The toilet rebate program has been extended to commercial and industrial users as well as residential customers. In addition, the city is considering incentives for installation of waterless urinals, hot water re-circulators, and turf reduction. The City has also initiated a program for the use of rain barrels. 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. sites, the Rio De Flag and other undeveloped areas. The average number of these service projects is 48 per year. In addition, the Environmental Services division assists the Flagstaff Police Department with an average of 35 cleanups each year of abated transient camp within the City limits. 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 of Flagstaff residents and business's recycle more than 50 tons of materials each day. The city operates the Household Hazardous Products Collection Center to accept hazardous waste year round. City of Flagstaff, Arizona Principal Taxpayers Tax Year 2003 Taxpayer Net Assessed Valuation Type of Business UniSource Energy Co. Utility Arizona Public Service Company (T&D) $ As a Percentage of the City Total Secondary Assessed Valuation 11,928,523 2.57% Utility 10,904,209 2.35% Qwest Corporation Utility 9,888,282 2.13% W L Gore & Associates Inc. Manufacturer 9,024,038 1.94% Ralston Purina Manufacturer 5,081,044 1.09% Little America Refining Co. Hotel/Tourism 4,266,517 0.92% Flagstaff Mall Associated Ltd. Partnership Shopping Center 3,250,000 0.70% Consolidated Investment Co. Inc. Real Estate 3,197,108 0.69% Walgreen Arizona Drug Co. Retail 2,656,145 0.57% SACO Management Inc. Property Management 2,268,475 0.49% 62,464,341 13.45% 401,793,545 86.55% 464,257,886 100.00% Total Principal Taxpayers Other Taxpayers Total Secondary Assessed Valuation $ Source: Arizona Department of Revenue, Central Information Services Annual Financial Plan 281 City of Flagstaff City of Flagstaff, Arizona Property Tax Rates Direct and Overlapping Governments Last Ten Fiscal Years Tax Year City School District Community College County State Total 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. City of Flagstaff, Arizona Sales Tax Rates Direct and Overlapping Governments Last Ten Fiscal Years June 30 City Sales Tax City Transportation Tax City BBB Tax County Sales Tax State Sales Tax Total 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 2004 1.0000 0.6010 2.0000 0.9250 5.6000 10.1260 Annual Financial Plan 282 City of Flagstaff City of Flagstaff, Arizona Miscellaneous Statistics Date of Incorporation May 26, 1894 Date Charter Adopted October 3, 1958 Date of Latest Charter Amendment June 29, 1998 Elections Number of Registered Voters Last Municipal Election May 2004 Number of Votes Cast Last Municipal Election May 2004 Percentage of Registered Voters Voting in Last Municipal Election Form of Government Council, City Manager Area - Square Miles 2003 64.400 Miles of Streets, Alleys and Sidewalks Streets Alleys Sidewalks 208.72 10.15 146.59 Miles of Sewer Storm Sanitary 40.20 235.23 Number of Street Lights 2,921 Number of Fire Hydrants 2,478 Number of Manholes 6,097 Employees as of June 30, 2004 Merit System Exempt Temporary Elected Officials Total Payroll for the Year Ending 2004: Fire Protection Number of Stations Number of Employees (FTE) Police Protection Number of Employees (FTE) Number of Calls for Service per Annual Report-12/31/02 Ave. Patrol Officers for 24 hour period Vehicular Patrol Units Coconino County Jail Prisoner Capacity Pulliam Airport Fixed Base Operators Locally Based Aircraft Tiedowns Enclosed Hangars Open Hangars Annual Financial Plan Parks and Recreation Number of Developed Parks Number of Un-developed Parks Park Acreage Flagstaff Urban Trail System-Miles 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) 549 113 213 7 $ Sales Tax Retail Sales Last 15 Fiscal Years: 2003 $ 2002 2001 2000 1999 1998 1997 1996 1995 1994 1993 1992 1991 1990 1989 Total Sales Tax Revenue for Fiscal Year 2003 $ 31,659,134 6 96.75 151 55,709 19 26 562 29,068 11,650 40.08% 27 4 702.34 32.32 4 17 4 11 17 1 20 2 4 1 19 6 12 2 2 1,458,775,346 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 11,679,853 1 130 29 42 38 283 City of Flagstaff City of Flagstaff, Arizona Miscellaneous Statistics Education Number of Schools: Public Elementary Public Middle School Public High School Alternative Schools Magnet Schools Charter Schools Private Schools Community College (Coconino) University (Northern Arizona) Number of Teachers (Fall 2003): Flagstaff Unified School District No. AZ University Faculty-Full Time Coconino Community College Faculty Number of Students (Fall 2003): Flagstaff Unified School District Charter Private (Fall 2001) Northern Arizona University Flagstaff Campus All Locations Coconino Community College Flagstaff Campuses (2) All Locations Utility Enterprise Total Active Accounts on June 30, 2004 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 Annual Financial Plan Population Census Population Count-Last Five Censuses: 2003** 2002** 2001** 2000 1995* 1990 1985* 1980 *Special Census **Estimate 12 2 3 2 3 11 6 1 1 (2002) (2002) 924 711 275 61,030 59,160 57,700 52,894 52,701 45,854 38,247 34,743 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 11,377 1,484 315 3,546 9,288 11,487 16,111 8,309 4,153 52,894 12,874 18,824 Number of Housing Units Average Persons per Housing Unit Average Family Size Median Household Income Per Capita Income (2000) 3,165 3,785 21,396 2.59 3.13 37,146 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 18,039 17,588 6,096 7 2 6 4 24 8 1 357.29 14.77 235.23 284 City of Flagstaff City of Flagstaff, Arizona Bonded Debt Interest/Coupon Rate by Issue and Year Fiscal Year 1991 CAB's Sewer 1992 Revenue Street and Highway 1996 Special Assessment Downtown 1997 G.O. Public Safety, Parks, Water 1999 Special Assessment Bow & Arrow 4.900 4.900 4.900 4.900 4.900 4.900 4.900 - 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2018 2020 6.300 6.300 6.300 6.750 - 9.500 7.750 5.900 5.900 5.500 - 5.700 5.700 - 4.600 4.700 4.800 4.500 - Fiscal Year 2001 G.O. Parks & Rec 2001 G.O. Water, Sewer Airport 2001 Certificates of Participation USGS 2003 G.O. Parks, Water 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2018 2020 4.375 4.500 4.500 4.500 4.500 4.650 4.750 - 3.400 3.500 3.625 5.000 5.000 5.000 - 4.000 4.000 4.000 4.000 4.150 4.350 4.550 4.550 4.600 4.625 4.750 4.750 4.750 - 3.000 3.000 3.000 3.000 3.250 3.250 3.250 3.250 3.250 3.250 - Annual Financial Plan 285 2003 Revenue Street and Highway 2.500 2.500 3.000 3.000 3.250 3.250 - 2003 Revenue 4th Street 2.000 5.000 2.250 2.250 5.000 3.000 3.250 3.750 4.000 4.000 4.000 4.000 5.000 5.250 5.250 5.250 5.250 City of Flagstaff City of Flagstaff, Arizona Percent of Net General Bonded Debt to Secondary Assessed Value and Net General Bonded Debt Per Capita Last Ten Fiscal Years Fiscal Year Secondary Assessed Value (2) Population (1) 1994 50,774 1995 52,701 1996 $ 270,619,542 * Gross Bonded Debt $ 47,548,493 Less Current Portion $ Percent of Net Bonded Debt to Assessed Value Net Bonded Debt 3,585,000 $ 43,963,493 16% Net Bonded Debt Per Capita $ 865.87 284,954,647 44,029,701 4,270,000 39,759,701 14% 754.44 53,966 294,100,721 39,830,151 3,595,000 36,235,151 12% 671.44 1997 55,885 310,066,911 53,809,898 4,371,000 49,438,898 16% 884.65 1998 58,145 340,743,258 49,470,273 4,170,000 45,300,273 13% 779.09 1999 59,945 362,625,557 45,333,746 4,465,000 40,868,746 11% 681.77 2000 52,894 ** 385,566,202 40,904,461 4,405,000 36,499,461 9% 690.05 2001 57,700 408,592,733 36,537,570 2,805,000 33,732,570 8% 584.62 2002 59,160 429,030,400 36,873,231 2,888,505 33,984,726 8% 574.45 2003 61,030 464,257,886 34,012,849 3,570,000 30,442,849 7% 498.82 (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 City of Flagstaff, Arizona Total Bonds Payable Last Five Fiscal Years General Obligation Revenue Other Special Assessment Total Bonds Payable $ $ 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 2004 30,937,849 46,327,329 4,445,000 685,000 82,395,178 $90,000,000 $80,000,000 $70,000,000 $60,000,000 Special Assessment $50,000,000 Other $40,000,000 Revenue $30,000,000 General Obligation $20,000,000 $10,000,000 $2000 Annual Financial Plan 2001 2002 2003 286 2004 City of Flagstaff City of Flagstaff, Arizona United States Consumer Price Index 10-Year Historical Trend - June Versus June Flagstaff Area, Non-Seasonally Adjusted 1995 June 148.0 Percent Change 2.5% 1995 152.5 3.0% 1996 156.7 2.8% 1997 1998 160.3 1999 163.0 2.3% 1.7% 2000 166.2 2.0% 2001 172.4 2002 178.0 3.7% 2003 179.9 3.2% 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 1995 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% 1995 1995 1996 1997 1998 1999 2000 2001 Source: Tax, Licensing, and Revenue Division Annual Financial Plan 287 City of Flagstaff Annual Financial Plan 288 City of Flagstaff Appendix A – Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2000-2001 2001-2002 2002-2003 2003-2004 Requested 2004-2005 Adopted 2004-2005 CITY MANAGER Assistant City Manager City Manager Deputy City Manager Exc Admin Assistant Executive Assistant Intern Management Assistant-PIO Total 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 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 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 Transfer 2 2 1 1 0 1 0.5 0 1 5 14.5 1 0 2 2 1 1 0 1 0.5 0 1 5 14.5 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 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 2 0 1 1 0 0 6 1 1 2 0 1 1 0 0 6 RISK MANAGEMENT Risk Management Assistant Risk Management Specialist Risk Manager Total 0 0 0 0 Transfer 0 Transfer 0 1 0 1 2 1 0 1 2 0 1 1 2 0 1 1 2 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 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 289 City of Flagstaff Appendix A – Authorized Personnel/Position Summary 2000-2001 2001-2002 2002-2003 2003-2004 Requested 2004-2005 Adopted 2004-2005 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 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 2 1 0 1 0 1 1 1 0 1 0 1 0 0 1 1 1 0 13 1 2 1 0 1 0 1 1 1 0 1 0 1 0 0 1 1 1 0 13 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 Real Estate Manager Senior Buyer Storekeeper Total 1.5 2 1 1 0 1 1 1 1 1 1 2 1 14.5 1.5 2 3 2 0 1 1 1 1 1 1 0 1 15.5 1.5 2 1 1 0 0 Transfer 1 1 1 1 2 1 12.5 1.5 2 1 0 1 0 0 1 1 1 1 2 1 12.5 1.5 1 1 0 1 0 0 1 1 1 1 2 1 11.5 1.5 1 1 0 1 0 0 1 1 1 1 2 1 11.5 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 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 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 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 13.5 2.75 3 1 5.5 2 0.25 1 2 2 1.5 1 2 40 1.5 1 13.5 2.75 3 1 5.5 2 0.25 1 2 2 1.5 1 2 40 DIVISION Annual Financial Plan 290 City of Flagstaff Appendix A – Authorized Personnel/Position Summary 2000-2001 2001-2002 2002-2003 2003-2004 Requested 2004-2005 Adopted 2004-2005 FINANCE Account Clerk I 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 0 1 1 2 2 2 0 0 1 0 1 10 0 0 1 1 4 2 0 Transfer 1 1 1 11 0 0 0 1 4 2 1 1 1 1 1 12 0 0 0 1 4 2 1 1 1 1 1 12 2 0 0 1 4 0 1 1 1 1 1 12 2 0 0 1 4 0 1 1 1 1 1 12 MPO Intern Transportation Planner Total 0 1 1 0.25 1 1.25 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. Deputy Community Development Dir. Development Services Rep Development Services Supv Switchboard Operator Total 2 1 0 2 0 1 6 2 1 0 2 0 1 6 2 1 0 2 1 1.25 7.25 2 1 0 Transfer 0 0 3 2 1 1 0 0 0 4 2 1 1 0 0 0 4 ENGINEERING Admin Asst Admin Spclst Capital Impr. Eng. City Engineer 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 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 0.75 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 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 1 0.5 1 1 2 4 2 0 2.5 1 1 0 2 1 0 Transfer 1 1 1 1 25.75 0 1 0 1 0 1 0.5 1 1 2 4 2 0 2.5 1 1 0 2 1 0 Transfer 0 0 1 1 23 0 1 0 1 0 1 0.5 1 1 2 4 2 0 2.5 1 1 0 2 1 0 0 0 0 1 1 23 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 0 1 Transfer 4 3 3 12 1 1 1 2 4 3 3 15 1 1 1 2 5 3 3 16 1 1 1 2 5 3 3 16 DIVISION Annual Financial Plan 291 City of Flagstaff Appendix A – Authorized Personnel/Position Summary 2000-2001 2001-2002 2002-2003 2003-2004 Requested 2004-2005 Adopted 2004-2005 1 3 1 1 0 1 1 1 2 1 0 1 1 0 1 1 16 1 3 1 1 0 1 1 1 2 1 0 1 0 1 1 1 16 1 3 1 1 0 1 1 1 2 1 1 1 0 0 1 1 16 1 3 1 1 0 1 1 1 2 1 1 1 0 0 1 1 16 1 3 1 1 1 1 1 1 2 1 0 1 0 0 1 1 16 1 3 1 1 1 1 1 1 2 1 0 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 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 41 2 1 1 2.75 3 0 101.75 1 1 2 1 3 21 1 21 36 2 1 1 2.75 3 0 96.75 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 Total 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 1 145.5 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 1 146.25 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 1 146.25 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 1 148 10 4 2 0 0 2 22 4 0 2 1 0 0 1 0 1 18 0 0 4 67 1 12 1 1 1 154 10 4 2 0 0 2 22 4 0 2 1 0 0 1 0 1 17 0 0 4 64 1 11 1 1 1 149 DIVISION PLANNING Admin Spclst Associate Planner Current Planner Development Review Planner Housing Manager 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 Annual Financial Plan 292 City of Flagstaff Appendix A – Authorized Personnel/Position Summary 2000-2001 2001-2002 2002-2003 2003-2004 Requested 2004-2005 Adopted 2004-2005 POLICE GRANTS Admin Spclst Police Seargent Total 1 1 2 1 1 2 1 1 2 1 1 2 1 1 2 1 1 2 PUBLIC WORKS ADMINISTRATION Admin Spclst Environmental Tech Public Works Director Senior Project Manager Total 1 0 1 0 2 1 0 1 0 2 1 0 1 Transfer 2 1 0 1 1 3 1 0 1 1 3 1 0 1 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 8.25 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 5 6 8 1 1 1 0 22 7 6 9 1 1 1 0 25 7 6 8 1 1 1 0 24 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 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 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 3 2 0 8 0 1 1 0 1 3 2 0 8 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 0.5 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 24.75 7 44.75 0 1 0.25 1 Transfer 6.5 2 0 1 20.2 7 38.95 0 1 0.25 1 0 6.5 2 0 1 20.2 7 38.95 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 293 City of Flagstaff Appendix A – Authorized Personnel/Position Summary DIVISION 2000-2001 2001-2002 2002-2003 2003-2004 Requested 2004-2005 Adopted 2004-2005 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 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 5.75 3 8 3 1 4 2 2 1 0.75 1 1 1 36.5 1 1 1 5.5 3 8 3 1 4 2 2 1 0.75 1 1 1 36.25 AIRPORT Admin Spclst Airport Manager Airport Operations Supv Airport Service Leadworker Airport Service Worker I Airport Service Worker II Equip. Operator II temp Total 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 1 1 1 0 3 3 0.5 9.5 ENVIRONMENTAL SERVICES Admin Asst Admin Spclst Bin Maint./Equip. Oper. Brownfield Operations Conservation Coordinator Environmental Code Officer Enviro Code/Ed Aide Environ Operations Manager Environ Program Manager Environ Supervisor Environ Svc Equip Oper I Environmental Assistant 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 2 2 1 0 1 0 1 0 0 2 2 0 0 1 0 1 1 0 0 16 0 0 1 1 1 2 1 1 1 1 1 40 2 2 1 0 1 1 1 0 0 0 2 0 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 0 1 1 0 0 1 1 2 0 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 0 1 1 0 0 1 1 2 0 1 1 1 3 1 1 0 9 8 1 0 1 1 3 1 1.75 1 0 0 45.75 2 2 1 2 1 1 0 1 1 1 2 1.5 1 1 1 2 1 1 0 11 8 1 0 2 1 3 1 1.75 1 0 0 52.25 2 2 1 2 1 1 0 1 1 1 2 1.5 1 1 1 2 1 1 0 11 8 1 0 2 1 3 1 1.75 1 0 0 52.25 Annual Financial Plan 294 City of Flagstaff Appendix A – Authorized Personnel/Position Summary DIVISION 2000-2001 2001-2002 2002-2003 2003-2004 Requested 2004-2005 Adopted 2004-2005 UTILITIES ADMINISTRATION Admin Spclst Assistant Utilities Director GIS System Analyst Plant Supervisor Program Asst Utilities Director Utilities Engineer Utilities Program Assistant Utilities Service Supervisor Water Conservation Manager Water Conservation Enforcement Aide Water/Sewer Util. Locator Total 2 1 0 0 0 1 1 0 0 0 0 1 6 2 1 0 0 1 1 2 0 0 0 0 1 8 2 1 0 1 1 1 1 0 Transfer 0 0 1 8 2 1 0 1 1 1 1 0 0 1 0 1 9 2 1 1 1 0 1 1 1 0 1 0.5 1 10.5 2 1 1 1 0 1 1 1 0 1 0.5 1 10.5 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 3.25 1 1 4 0 1 10.25 3.25 1 1 4 0 1 10.25 4 1 1 4 0 1 11 3.5 1 1 4 1 0 10.5 2.5 2 1 4 1 0 10.5 2.5 2 1 4 1 0 10.5 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 0 1 5 1 4 1 1 1 14 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 4 1 7 0 13.5 1.5 0 0 0 0 0 0 0 0 4 1 7 0 13.5 CUSTOMER SERVICE Admin Asst Admin Spclst Customer Srvc Manager 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 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 Annual Financial Plan 295 City of Flagstaff Appendix A – Authorized Personnel/Position Summary 2000-2001 2001-2002 2002-2003 2003-2004 Requested 2004-2005 Adopted 2004-2005 WASTEWATER COLLECTION Maintenance Wkr. I Maintenance Wkr. II Maintenance Wkr. III Maintenance Wkr. III-Leadworker Utilities Service Supr. Total 3 1 2 1 1 8 3 1 2 1 1 8 3 1 2 1 1 8 3 1 2 1 Transfer 7 3 1 2 1 Transfer 7 3 1 2 1 0 7 WASTEWATER MONITORING Industrial Waste Inspector Industrial Waste Supervisor Total 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 1 1 1 1 0 0 1 5 1 1 1 1 0 0 1 5 Transfer Transfer Transfer Transfer 0 0 Transfer 0 0 0 0 0 1 3 0 4 0 0 0 0 1 3 0 4 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 0 0.5 2 26.5 12 2.25 1 0 1 1 1 1 2 2.75 1 2 0 0.5 2 29.5 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 Director CVB Manager Domestic Travel Coord Marketing Assistant Public Relations Associate Public Relations Manager Sales Marketing & Associate Sales & Marketing Manager Travel Industry Mgr. Total 1 1 1 0 0 1 1 0 0 0 0 1 6 1 1 1 0 0 1 1 0 0 0 0 1 6 1 0 0 0 1 0 0 1 0 2 1 0 6 1 0 0 0 1 0 1 1 0 1 1 0 6 1 0 0 1 0 0 1 1 1 2 1 0 8 1 0 0 1 0 0 1 1 1 2 1 0 8 DIVISION RECLAIMED WASTEWATER TREATMENT PLANT Instrument Technician 1 Lab Technician 1 Mech. Maint. Wkr. III 1 Plant Operator 1 Plant Specialist Plant Tech Multi-Skilled Wrk Senior Plant Operator 1 Total 5 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 Annual Financial Plan 296 City of Flagstaff Appendix A – Authorized Personnel/Position Summary 2000-2001 2001-2002 2002-2003 2003-2004 Requested 2004-2005 Adopted 2004-2005 TOURISM-VISITOR CENTER Admin Asst Admin Spclst Visitor Center Supervisor Total 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 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 0.25 0.5 2 1 1 1 5.75 0 0 2 1 1 1 5 0 0 2 1 1 1 5 699.00 745.25 741.25 739.00 757.70 743.45 DIVISION GRAND TOTALS Annual Financial Plan 297 City of Flagstaff Range Pos # Position Title 1 A-1-0 10103 10100 N Custodian/Attendant N Library Page 2 A-1-1 10204 N Mail/Duplication Aide 3 A-1-2 10302 N Library Clerk I 4 A-1-3 10421 10400 10418 10412 10406 10403 10416 10407 10410 10419 10502 10500 N N N N N N N N N N N N Acct Clrk 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 10600 10634 10601 10602 10622 10627 10625 10607 10632 10626 10615 10610 10609 10630 10614 10608 N N N N N N N N N N N N N N N N Account Clerk II Airport Service Worker I 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 5 B-2-1 6 B-2-2 Min Step 1 Step 2 Step 3 Step 4 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 Step 8 Step 9 298 7.99 639.20 1,384.93 16,619.20 9.21 736.80 1,596.40 19,156.80 10.00 800.00 1,733.33 20,800.00 11.53 922.40 1,998.53 23,982.40 8.34 667.20 1,445.60 17,347.20 9.60 768.00 1,664.00 19,968.00 10.44 835.20 1,809.60 21,715.20 12.04 963.20 2,086.93 25,043.20 8.68 694.40 1,504.53 18,054.40 10.00 800.00 1,733.33 20,800.00 10.89 871.20 1,887.60 22,651.20 12.55 1,004.00 2,175.33 26,104.00 9.03 722.40 1,565.20 18,782.40 10.40 832.00 1,802.67 21,632.00 11.33 906.40 1,963.87 23,566.40 13.05 1,044.00 2,262.00 27,144.00 9.37 749.60 1,624.13 19,489.60 10.80 864.00 1,872.00 22,464.00 11.77 941.60 2,040.13 24,481.60 13.57 1,085.60 2,352.13 28,225.60 9.72 777.60 1,684.80 20,217.60 11.21 896.80 1,943.07 23,316.80 12.23 978.40 2,119.87 25,438.40 14.07 1,125.60 2,438.80 29,265.60 10.07 805.60 1,745.47 20,945.60 11.61 928.80 2,012.40 24,148.80 12.67 1,013.60 2,196.13 26,353.60 14.57 1,165.60 2,525.47 30,305.60 10.41 832.80 1,804.40 21,652.80 12.01 960.80 2,081.73 24,980.80 13.11 1,048.80 2,272.40 27,268.80 15.09 1,207.20 2,615.60 31,387.20 10.79 863.20 1,870.27 22,443.20 12.42 993.60 2,152.80 25,833.60 13.50 1,080.00 2,340.00 28,080.00 15.56 1,244.80 2,697.07 32,364.80 12.10 968.00 2,097.33 25,168.00 12.48 998.40 2,163.20 25,958.40 12.57 1,005.60 2,178.80 26,145.60 12.96 1,036.80 2,246.40 26,956.80 13.03 1,042.40 2,258.53 27,102.40 13.43 1,074.40 2,327.87 27,934.40 13.49 1,079.20 2,338.27 28,059.20 13.91 1,112.80 2,411.07 28,932.80 13.97 1,117.60 2,421.47 29,057.60 14.39 1,151.20 2,494.27 29,931.20 14.43 1,154.40 2,501.20 30,014.40 14.86 1,188.80 2,575.73 30,908.80 14.89 1,191.20 2,580.93 30,971.20 15.34 1,227.20 2,658.93 31,907.20 15.36 1,228.80 2,662.40 31,948.80 15.81 1,264.80 2,740.40 32,884.80 15.82 1,265.60 2,742.13 32,905.60 16.28 1,302.40 2,821.87 33,862.40 Step 10 16.28 1,302.40 2,821.87 33,862.40 16.77 1,341.60 2,906.80 34,881.60 Step 11 16.70 1,336.00 2,894.67 34,736.00 17.23 1,378.40 2,986.53 35,838.40 Step 12 Step 13 Appendix B – City of Flagstaff Pay Plan Annual Financial Plan 2004-2005 City of Flagstaff Pay Plan City of Flagstaff Range Pos # 7 B-2-3 10722 10741 10735 10714 10731 10739 10732 10737 10705 10740 10738 10721 10728 10709 10706 10700 10710 10734 10704 10703 10725 10717 10727 10713 10702 10711 299 8 B-2-4 City of Flagstaff 10834 10827 10839 10830 10835 10831 10826 10836 10805 10820 10800 10812 10810 10802 10828 10822 10807 10804 10808 10801 10837 10825 10809 10841 10838 10814 10829 10824 10940 10803 10819 20801 20800 Position Title 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 Account Clerk III Airport Service Worker II Court Collections Specialist Development Svs Rep Engineering Tech III Environmental Assistant Environmental Code Officer Env Svcs Equip Oper III - Commercial Evidence Tech Executive Admin Asst Firefighter Fuel Mgt Tech Laboratory Technician 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 Wtr/Swr Utility Locator Zoning Enforce Officer Exec Admin Asst 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 N N E E Accounts Payable Specialist Buyer Cemetery Maint Specialist 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 Publications Associate Sales and Marketing Associate Sr GIS Technician Sr Recreation Coordinator Software Support Tech Utilities Program Assistant Welder Zoning Enforce Official Executive Asst Public Relations Associate Min Step 1 13.65 1,092.00 2,366.00 28,392.00 13.65 1,092.00 2,366.00 28,392.00 16.02 1,281.60 2,776.80 33,321.60 16.02 1,281.60 2,776.80 33,321.60 Step 2 14.17 1,133.60 2,456.13 29,473.60 16.62 1,329.60 2,880.80 34,569.60 Step 3 14.69 1,175.20 2,546.27 30,555.20 17.23 1,378.40 2,986.53 35,838.40 Step 4 15.20 1,216.00 2,634.67 31,616.00 17.83 1,426.40 3,090.53 37,086.40 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 15.73 1,258.40 2,726.53 32,718.40 16.24 1,299.20 2,814.93 33,779.20 18.44 1,475.20 3,196.27 38,355.20 16.38 1,310.40 2,839.20 34,070.40 19.04 1,523.20 3,300.27 39,603.20 19.22 1,537.60 3,331.47 39,977.60 16.77 1,341.60 2,906.80 34,881.60 19.65 1,572.00 3,406.00 40,872.00 Step 8 17.28 1,382.40 2,995.20 35,942.40 20.26 1,620.80 3,511.73 42,140.80 Step 9 17.80 1,424.00 3,085.33 37,024.00 20.86 1,668.80 3,615.73 43,388.80 Step 10 Step 11 18.32 1,465.60 3,175.47 38,105.60 18.84 1,507.20 3,265.60 39,187.20 21.47 1,717.60 3,721.47 44,657.60 19.11 1,528.80 3,312.40 39,748.80 22.10 1,768.00 3,830.67 45,968.00 22.42 1,793.60 3,886.13 46,633.60 Step 12 Step 13 Appendix B – City of Flagstaff Pay Plan Annual Financial Plan 2004-2005 City of Flagstaff Pay Plan Position Title 300 Range Pos # 9 B-2-5 10909 10911 10922 10931 10923 10920 10928 10907 10924 10921 10925 10900 10934 10902 10904 10919 10915 10903 10914 10926 10933 10918 10929 10916 20905 20903 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 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 Network Analyst Payroll Specialist Plans Examiner Police Caseworker Police Emerg Comm Spec Ldwkr Police Officer Police Records Leadworker Programmer/Analyst I Safety/Risk Mgt Specialist Senior Buyer Traffic Signal Technician Warrants Officer Environmental Program Spec Librarian 11003 11009 11002 11004 11008 11000 11010 21004 21007 21005 21002 N N N N N N N E E E E Equip Oper III Ldwkr Lab Director/Chemist Ldwkr/Training Coord Maint Worker III Ldwkr Materials Tech II Mech Maint Wkr IV Water Treat/Prod Chf Op Airport Operations Supervisor Conservation Coordinator Environmental Supervisor Library Supervisor 11 B-3-2 11100 11101 11103 11104 21106 21107 N N N N E E Detective/Corporal Fleet Supervisor Spec Services Supv Inspection Supervisor Assistant Fuel Manager Visitor Center Supervisor 12 C-4-1 11203 11200 11207 11201 11209 11208 11206 N N N N N N N Accountant II Auditor II Database Analyst Engineering Project Manager I GIS Systems Analyst Programmer/Analyst II Traffic Proj & R/W Mgr 10 B-3-1 Min Step 1 16.98 1,358.40 2,943.20 35,318.40 16.98 1,358.40 2,943.20 35,318.40 17.78 1,422.40 3,081.87 36,982.40 Step 2 17.63 1,410.40 3,055.87 36,670.40 18.46 1,476.80 3,199.73 38,396.80 Step 3 18.28 1,462.40 3,168.53 38,022.40 19.15 1,532.00 3,319.33 39,832.00 Step 4 18.93 1,514.40 3,281.20 39,374.40 19.83 1,586.40 3,437.20 41,246.40 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 19.58 1,566.40 3,393.87 40,726.40 20.23 1,618.40 3,506.53 42,078.40 20.51 1,640.80 3,555.07 42,660.80 20.37 1,629.60 3,530.80 42,369.60 21.19 1,695.20 3,672.93 44,075.20 17.64 1,411.20 3,057.60 36,691.20 19.66 1,572.80 3,407.73 40,892.80 19.33 1,546.40 3,350.53 40,206.40 20.46 1,636.80 3,546.40 42,556.80 20.88 1,670.40 3,619.20 43,430.40 21.87 1,749.60 3,790.80 45,489.60 Step 8 21.53 1,722.40 3,731.87 44,782.40 22.55 1,804.00 3,908.67 46,904.00 Step 9 22.18 1,774.40 3,844.53 46,134.40 23.23 1,858.40 4,026.53 48,318.40 Step 10 23.43 1,874.40 4,061.20 48,734.40 23.92 1,913.60 4,146.13 49,753.60 23.77 1,901.60 4,120.13 49,441.60 24.53 1,962.40 4,251.87 51,022.40 21.43 1,714.40 3,714.53 44,574.40 20.40 1,632.00 3,536.00 42,432.00 21.16 1,692.80 3,667.73 44,012.80 21.90 1,752.00 3,796.00 45,552.00 22.65 1,812.00 3,926.00 47,112.00 21.16 1,692.80 3,667.73 44,012.80 21.86 1,748.80 3,789.07 45,468.80 22.56 1,804.80 3,910.40 46,924.80 23.27 1,861.60 4,033.47 48,401.60 23.39 1,871.20 4,054.27 48,651.20 23.49 1,879.20 4,071.60 48,859.20 23.97 1,917.60 4,154.80 49,857.60 Step 11 22.82 1,825.60 3,955.47 47,465.60 Step 12 Step 13 25.22 2,017.60 4,371.47 52,457.60 24.14 1,931.20 4,184.27 50,211.20 24.88 1,990.40 4,312.53 51,750.40 25.64 2,051.20 4,444.27 53,331.20 26.38 2,110.40 4,572.53 54,870.40 24.67 1,973.60 4,276.13 51,313.60 25.37 2,029.60 4,397.47 52,769.60 26.08 2,086.40 4,520.53 54,246.40 26.78 2,142.40 4,641.87 55,702.40 27.13 2,170.40 4,702.53 56,430.40 27.66 2,212.80 4,794.40 57,532.80 27.48 2,198.40 4,763.20 57,158.40 28.18 2,254.40 4,884.53 58,614.40 28.83 2,306.40 4,997.20 59,966.40 Appendix B – City of Flagstaff Pay Plan Annual Financial Plan 2004-2005 City of Flagstaff Pay Plan City of Flagstaff Position Title Range Pos # 12 C-4-1 (Cont.) 21211 21235 21239 21233 21234 21230 21232 21204 21225 21201 21203 21207 21216 21231 21209 21222 21208 21240 21223 21236 21237 21200 21238 11303 11301 E E E E E E E E E E E E E E E E E E E E E E E N N Asst City Atty - Pros Building and Safety Manager City Clerk Client Service Administrator 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 Public Relations Manager Recreation Superintendent Sales and Marketing Manager Stormwater Services Analyst Streets Supervisor Water Conservation Manager Engineering Project Manager II Police Sergeant 21326 21301 21328 21305 21321 21319 21320 21322 21309 21303 21324 21323 21308 21327 21325 E E E E E E E E E E E E E E E Construction Manager Current Planner Customer Service Manager 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 13 C-4-2 301 14 C-4-3 City of Flagstaff 21404 21422 21410 21420 21405 21419 21412 21418 21421 21406 21409 21417 21414 21416 E E E E E E E E E E E E E E 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 Min Step 1 Step 2 Step 3 Step 4 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 20.19 1,615.20 3,499.60 41,995.20 Step 8 Step 9 Step 10 Step 11 Step 12 23.56 1,884.80 4,083.73 49,004.80 Step 13 29.27 2,341.60 5,073.47 60,881.60 22.27 1,781.60 3,860.13 46,321.60 21.98 1,758.40 3,809.87 45,718.40 23.02 1,841.60 3,990.13 47,881.60 23.78 1,902.40 4,121.87 49,462.40 24.53 1,962.40 4,251.87 51,022.40 25.30 2,024.00 4,385.33 52,624.00 26.05 2,084.00 4,515.33 54,184.00 26.81 2,144.80 4,647.07 55,764.80 25.64 2,051.20 4,444.27 53,331.20 27.56 2,204.80 4,777.07 57,324.80 28.33 2,266.40 4,910.53 58,926.40 29.08 2,326.40 5,040.53 60,486.40 29.84 2,387.20 5,172.27 62,067.20 30.59 2,447.20 5,302.27 63,627.20 31.39 2,511.20 5,440.93 65,291.20 31.86 2,548.80 5,522.40 66,268.80 25.33 2,026.40 4,390.53 52,686.40 25.00 2,000.00 4,333.33 52,000.00 26.19 2,095.20 4,539.60 54,475.20 27.06 2,164.80 4,690.40 56,284.80 27.92 2,233.60 4,839.47 58,073.60 28.79 2,303.20 4,990.27 59,883.20 29.65 2,372.00 5,139.33 61,672.00 30.52 2,441.60 5,290.13 63,481.60 29.16 2,332.80 5,054.40 60,652.80 31.38 2,510.40 5,439.20 65,270.40 32.25 2,580.00 5,590.00 67,080.00 33.11 2,648.80 5,739.07 68,868.80 33.98 2,718.40 5,889.87 70,678.40 34.84 2,787.20 6,038.93 72,467.20 35.71 2,856.80 6,189.73 74,276.80 36.25 2,900.00 6,283.33 75,400.00 Appendix B – City of Flagstaff Pay Plan Annual Financial Plan 2004-2005 City of Flagstaff Pay Plan Range Position Title Pos # 15 C-5-1 N 21505 21506 21502 21510 21501 21513 21514 21503 21504 21512 21500 21602 21607 21610 21609 21608 21601 21700 21706 21710 21712 21711 21701 21702 21707 21800 21803 21801 21802 21900 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 20 D-7-1 22001 E Deputy CD Director 21 E-8-1 22103 22101 22106 22100 22102 22105 22200 22201 E E E E E E E E 22601 E City Manager 16 C-5-2 17 D-6-1 302 18 D-6-2 19 D-6-3 22 E-8-2 26 F-10-2 Asst City Atty - Chf Pros Asst City Atty - Civil I Blding & Development Svcs Dir CVB Manager Develop Review Planner Fire Battalion Chief (40) Fire Battalion Chief (56) Police Lieutenant Private Dev Engineer Stormwater Program Mgr Tax License/Revenue Adm Capital Imp Engineer Convention/Visitor Bureau Dir Finance/Budget Manager 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 Community Dev Director Fire Chief Management Svcs Director Police Chief Public Works Director Utilities Director City Attorney Deputy City Manager Min Step 1 26.09 2,087.20 4,522.27 54,267.20 25.52 2,041.60 4,423.47 53,081.60 Step 2 27.03 2,162.40 4,685.20 56,222.40 Step 3 27.96 2,236.80 4,846.40 58,156.80 Step 4 28.90 2,312.00 5,009.33 60,112.00 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 29.84 2,387.20 5,172.27 62,067.20 30.78 2,462.40 5,335.20 64,022.40 31.71 2,536.80 5,496.40 65,956.80 30.15 2,412.00 5,226.00 62,712.00 Step 8 32.65 2,612.00 5,659.33 67,912.00 Step 9 33.59 2,687.20 5,822.27 69,867.20 Step 10 34.53 2,762.40 5,985.20 71,822.40 Step 11 35.46 2,836.80 6,146.40 73,756.80 Step 12 36.40 2,912.00 6,309.33 75,712.00 Step 13 37.31 2,984.80 6,467.07 77,604.80 37.78 3,022.40 6,548.53 78,582.40 27.35 2,188.00 4,740.67 56,888.00 32.30 2,584.00 5,598.67 67,184.00 40.48 3,238.40 7,016.53 84,198.40 29.49 2,359.20 5,111.60 61,339.20 35.25 2,820.00 6,110.00 73,320.00 44.54 3,563.20 7,720.27 92,643.20 30.78 2,462.40 5,335.20 64,022.40 32.04 2,563.20 5,553.60 66,643.20 34.44 2,755.20 5,969.60 71,635.20 36.35 2,908.00 6,300.67 75,608.00 36.78 2,942.40 6,375.20 76,502.40 38.31 3,064.80 6,640.40 79,684.80 41.66 3,332.80 7,221.07 86,652.80 44.49 3,559.20 7,711.60 92,539.20 46.47 3,717.60 8,054.80 96,657.60 48.39 3,871.20 8,387.60 100,651.20 53.05 4,244.00 9,195.33 110,344.00 57.07 4,565.60 9,892.13 118,705.60 40.22 3,217.60 6,971.47 83,657.60 46.89 3,751.20 8,127.60 97,531.20 49.22 3,937.60 8,531.47 102,377.60 58.05 4,644.00 10,062.00 120,744.00 63.15 5,052.00 10,946.00 131,352.00 75.01 6,000.80 13,001.73 156,020.80 Appendix B – City of Flagstaff Pay Plan Annual Financial Plan 2004-2005 City of Flagstaff Pay Plan City of Flagstaff 2912 Hours Position Title Range Pos # 8 10813 N Firefighter 9 10905 N Fire Engineer 13 11300 N Fire Captain Min Step 1 11.44 1,281.60 2,776.80 33,321.60 12.13 1,358.40 2,943.20 35,318.40 15.91 1,781.60 3,860.13 46,321.60 Step 2 11.87 1,329.60 2,880.80 34,569.60 12.59 1,410.40 3,055.87 36,670.40 16.44 1,841.60 3,990.13 47,881.60 Step 3 12.31 1,378.40 2,986.53 35,838.40 13.06 1,462.40 3,168.53 38,022.40 16.99 1,902.40 4,121.87 49,462.40 Step 4 12.74 1,426.40 3,090.53 37,086.40 13.52 1,514.40 3,281.20 39,374.40 17.52 1,962.40 4,251.87 51,022.40 Mid 5-11 Mid 12+ Step 6 Step 7 Step 5 13.17 1,475.20 3,196.27 38,355.20 13.99 1,566.40 3,393.87 40,726.40 18.07 2,024.00 4,385.33 52,624.00 13.60 1,523.20 3,300.27 39,603.20 14.45 1,618.40 3,506.53 42,078.40 18.61 2,084.00 4,515.33 54,184.00 14.04 1,572.00 3,406.00 40,872.00 14.91 1,670.40 3,619.20 43,430.40 19.15 2,144.80 4,647.07 55,764.80 Mid 5-11 Mid 12+ Step 6 Step 7 Step 8 14.47 1,620.80 3,511.73 42,140.80 15.38 1,722.40 3,731.87 44,782.40 19.69 2,204.80 4,777.07 57,324.80 Step 9 14.90 1,668.80 3,615.73 43,388.80 15.84 1,774.40 3,844.53 46,134.40 20.24 2,266.40 4,910.53 58,926.40 Step 10 Step 11 Step 12 Step 13 15.34 1,717.60 3,721.47 44,657.60 16.30 1,825.60 3,955.47 47,465.60 20.77 2,326.40 5,040.53 60,486.40 15.79 1,768.00 3,830.67 45,968.00 16.74 1,874.40 4,061.20 48,734.40 21.31 2,387.20 5,172.27 62,067.20 21.85 2,447.20 5,302.27 63,627.20 22.42 2,511.20 5,440.93 65,291.20 Step 10 Step 11 Step 12 Step 13 17.12 1,916.88 4,153.24 49,838.88 23.96 1,916.88 4,153.24 49,838.88 17.57 1,968.12 4,264.26 51,171.12 24.60 1,968.12 4,264.26 51,171.12 5% Add Pay Position Title 303 Range Pos # 9 B-2-5 10905 N Fire Engineer 9 B-2-5 10903 N Police Officer Min Step 1 12.74 1,426.32 3,090.36 37,084.32 17.83 1,426.32 3,090.36 37,084.32 Step 2 13.22 1,480.92 3,208.66 38,503.92 18.51 1,480.92 3,208.66 38,503.92 Step 3 13.71 1,535.52 3,326.96 39,923.52 19.19 1,535.52 3,326.96 39,923.52 Step 4 14.20 1,590.12 3,445.26 41,343.12 19.88 1,590.12 3,445.26 41,343.12 Step 5 14.68 1,644.72 3,563.56 42,762.72 20.56 1,644.72 3,563.56 42,762.72 15.17 1,699.32 3,681.86 44,182.32 21.24 1,699.32 3,681.86 44,182.32 15.66 1,753.92 3,800.16 45,601.92 21.92 1,753.92 3,800.16 45,601.92 Skill Based Pay Position Title Range Pos # SB1 10903 N Plant Technician - MSW 11106 N Water Services Technician - MSW 1 (L1#1) 2 (LI#2) 3 (LI#3) 4 (LII#1) 5 (LII#2) 6 (LII#3) 7 (Max) 12.48 13.73 15.23 16.73 18.48 20.48 23.43 998.40 1,098.40 1,218.40 1,338.40 1,478.40 1,638.40 1,874.40 2,163.20 2,379.87 2,639.87 2,899.87 3,203.20 3,549.87 4,061.20 25,958.40 28,558.40 31,678.40 34,798.40 38,438.40 42,598.40 48,734.40 Step 8 16.15 1,808.52 3,918.46 47,021.52 22.61 1,808.52 3,918.46 47,021.52 Step 9 16.64 1,863.12 4,036.76 48,441.12 23.29 1,863.12 4,036.76 48,441.12 Appendix B – City of Flagstaff Pay Plan Annual Financial Plan 2004-2005 City of Flagstaff Pay Plan City of Flagstaff Broad Banding Zone 3 Zone 2 Zone 1 Band Pos # B1 80101 80102 80103 Position Title N Admin Assistant Minimum Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Maximum Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 Step 16 Step 17 Step 18 9.21 736.80 1,596.40 9.58 766.40 1,660.53 9.96 796.80 1,726.40 10.33 826.40 1,790.53 10.70 856.00 1,854.67 11.08 886.40 1,920.53 11.45 916.00 1,984.67 11.83 946.40 2,050.53 12.20 976.00 2,114.67 12.57 1,005.60 2,178.80 12.95 1,036.00 2,244.67 13.32 1,065.60 2,308.80 13.69 1,095.20 2,372.93 14.07 1,125.60 2,438.80 14.44 1,155.20 2,502.93 14.82 1,185.60 2,568.80 15.19 1,215.20 2,632.93 15.56 1,244.80 2,697.07 19,156.80 19,926.40 20,716.80 21,486.40 22,256.00 23,046.40 23,816.00 24,606.40 25,376.00 26,145.60 26,936.00 27,705.60 28,475.20 29,265.60 30,035.20 30,825.60 31,595.20 32,364.80 Zone 3 Zone 2 Zone 1 Band Pos # B2 80201 Position Title N Admin Specialist 80202 80203 Minimum Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Maximum Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 Step 16 Step 17 Step 18 12.10 12.50 12.89 13.29 13.69 14.08 14.48 14.88 15.27 15.67 16.06 16.46 16.86 17.25 17.65 18.05 18.44 18.84 968.00 1,000.00 1,031.20 1,063.20 1,095.20 1,126.40 1,158.40 1,190.40 1,221.60 1,253.60 1,284.80 1,316.80 1,348.80 1,380.00 1,412.00 1,444.00 1,475.20 1,507.20 2,097.33 2,166.67 2,234.27 2,303.60 2,372.93 2,440.53 2,509.87 2,579.20 2,646.80 2,716.13 2,783.73 2,853.07 2,922.40 2,990.00 3,059.33 3,128.67 3,196.27 3,265.60 25,168.00 26,000.00 26,811.20 27,643.20 28,475.20 29,286.40 30,118.40 30,950.40 31,761.60 32,593.60 33,404.80 34,236.80 35,068.80 35,880.00 36,712.00 37,544.00 38,355.20 39,187.20 304 Zone 3 Zone 2 Zone 1 Band Pos # B3 80301 Position Title N Plant Specialist 80302 80303 80401 80402 80403 N Water Services Spec Minimum Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Maximum Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 Step 16 Step 17 Step 18 16.98 17.58 18.18 18.78 19.37 19.97 20.57 21.16 21.76 22.36 22.95 23.55 24.15 24.74 25.34 25.94 26.53 27.13 1,358.40 1,406.40 1,454.40 1,502.40 1,549.60 1,597.60 1,645.60 1,692.80 1,740.80 1,788.80 1,836.00 1,884.00 1,932.00 1,979.20 2,027.20 2,075.20 2,122.40 2,170.40 2,943.20 3,047.20 3,151.20 3,255.20 3,357.47 3,461.47 3,565.47 3,667.73 3,771.73 3,875.73 3,978.00 4,082.00 4,186.00 4,288.27 4,392.27 4,496.27 4,598.53 4,702.53 35,318.40 36,566.40 37,814.40 39,062.40 40,289.60 41,537.60 42,785.60 44,012.80 45,260.80 46,508.80 47,736.00 48,984.00 50,232.00 51,459.20 52,707.20 53,955.20 55,182.40 56,430.40 Appendix B – City of Flagstaff Pay Plan Annual Financial Plan 2004-2005 City of Flagstaff Pay Plan City of Flagstaff Appendix C – Resolution for Budget Adoption RESOLUTION NO. 2004-58 A RESOLUTION FOR THE ADOPTION OF THE BUDGET FOR FISCAL YEAR 2004-2005; 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 15, 2004 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 15, 2004, 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 20, 2004, 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 2004-2005. 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 6, 2004. PASSED AND ADOPTED by the Council and approved by the Mayor of the City of Flagstaff, this 6th day of July, 2004. /s/ Joseph C. Donaldson MAYOR ATTEST: /s/ Margie Brown CITY CLERK APPROVED AS TO FORM: /s/ Harry S. Lane CITY ATTORNEY Annual Financial Plan 305 City of Flagstaff Appendix D – Ordinance for Property Tax Levy ORDINANCE NO. 2004-13 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, 2005, AND DECLARING AN EMERGENCY. WHEREAS, by the provisions of State law, the ordinance levying taxes for fiscal year 2004-2005 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, 2005. 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, 2005. 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. 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 20, 2004. PASSED AND ADOPTED by the Council and approved by the Mayor of the City of Flagstaff, this 20th day of July, 2004. /s/ Joseph C. Donaldson MAYOR ATTEST: /s/ Margie Brown CITY CLERK APPROVED AS TO FORM: /s/ Harry S. Lane CITY ATTORNEY Annual Financial Plan 306 City of Flagstaff Appendix E – Full Cost Plan Summary of Allocation Basis City Clerk: Agenda Process-Direct allocation to City Council. Records Management-Number of boxes stored. Elections-Direct allocation to elections. Other Services-Total expenses, 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 of assigned spaces. Single Use-Value of building utilized. City Attorney: Civil Division-Total expenses, capital at 10%, of units served. Criminal & Other-Direct allocation to City Attorney-Other Equipment Use: General-Inventory value of assigned equipment. ND Computer-Number of personal computers. Human Resources: Recruitment-Number of FTE’s served, Fire & Police weighted. Training/Benefits-Number of full-time equivalent positions served. ND General Admin: Personal-Number of permanent full-time equivalent positions served. Fiscal-Total expenses, capital at 10%, of units served. Consultants-Direct allocation to ND Consultant-Other Other-Direct allocation to ND General Admin-Other. Risk Management: Safety-Number of full-time equivalent positions served. Claims-Total expenditures, capital at 10%, of units served. ND Employee Benefits: Services-Number of permanent full-time equivalent positions served. Management Services Admin: Department Admin-Personal services of units supervised or served. ND Insurance: General Liability-Premium by department. Auto Liability-Premium by department. Property Liability-Premium by department. Construction Equipment-Premium calculation by item of equipment. Data Processing-Number of personal computers supported. Employee Related-Number of full time equivalent positions served. Flood City Hall-Gross square feet of assigned space. City Liability-Total expense, capital at 10% of units served. Single Items-Actual cost per premium schedule. Management Services Purchasing: General Purchases-Number of encumbrances per division. Large Projects-Estimated effort expended on larger projects. Contract Admin-Expenditures of contract administered. Management Services Mail Services: Services-Number of pieces of mail processed. Management Services Warehouse: Services-Cost of items issued through warehouse. ND Consultants: Audit & Fiscal-Total expenses expenditures of units served. Other Services-Direct allocation to ND ConsultantsOther. Management Services Property Mgmt: Services-Estimated effort spent on projects. Management Services Financial Services: Services- Total expenses, capital at 10%, of units served. Council & Commissions: Council-Total expenses, capital at 10% of units served. Boards-Total expenses of units served. ND Copy Center: Services-Actual copy center charges for twelve months. City Manager: City Admin Personnel-Personal services of units supervised or served. City Admin Fiscal-Total expenses, capital at 10%, of units served. Deputy Personnel-Personal services of units supervised or served. Deputy Fiscal-Total expenses, capital at 10%, of units served. Annual Financial Plan Information Systems: General Support-Number of personal computers supported. GIS- Total expenses, capital at 10%, of units served. Finance: Accounting/Budget-Number of adjusting journal entries. Accounts Payable-Number of Accounts Payable transactions. Payroll-Number of payroll checks issued. 307 City of Flagstaff Appendix E – Full Cost Plan Summary of Allocation Basis Switchboard- Number of full-time equivalent positions served. Grants-Number of grants with Federal grants weighted at 1.5. Mechanical Shop: Services-Charges for services provided by Public Works Mechanical Shop. Customer Services: City Support-Total expenses, capital at 10%, of units served. Deposit Assistance-Estimated hours of service provided. Enterprise-Budgeted revenue of Utilities, Environmental Services, and Stormwater. 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: Departments Served-Personal services supervised or served. Public Works Administration: Director-Estimated effort expended by Public Works Director. Secretary-Estimated effort expended by Public Works Director’s Secretary. units Engineering: Traffic Engineer-Direct allocation to Highway User Fund. General Fund Other-Percentage of hour spent on projects. Building Permit-Direct allocation to General Fund- Other. Other-Dollar value of permits issued in prior year. Public Facilities Maintenance: City Hall Custodial-Gross square feet of assigned space. Other Custodial-Number of restrooms maintained. Preventive Maintenance-Gross square footage of assigned space maintained. Special Maintenance-Planned hours spent on various projects. City Hall Maintenance-Gross square feet of assigned space. Other Maintenance-Planned hours spent on Recreation and other departments. City Hall Utilities-Gross square feet of assigned space. Beaver Street Annex-Direct allocation to Other. Milligan House-Direct allocation to Tourism. Annual Financial Plan of Planning: Planning Services- Total expenses, capital at 10%, of units served. Housing-Direct allocation to Planning-Other. Contributions: United Way-Total expenses by fund, less capital. Others-Direct allocation to Contributions 308 City of Flagstaff Appendix F – Glossary BNSF – Company 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. Northern Santa Fe Railroad 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. BOND FUNDS – Are used to account for the purchase or construction of major capital facilities that are not financed by other funds. The use of bond funds is necessary to demonstrate that bond proceeds are spent only in amounts and for purposes authorized. ADA – Americans with Disabilities Act ADOPTED BUDGET – Formal action made by City Council that sets the spending limits for the fiscal year. BONDS PROCEEDS – Debt issuances derived from the sale of bonds for the purpose of constructing major capital facilities. ADOT – Arizona Department of Transportation 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. 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. 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. 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. BUDGET MESSAGE – The opening section of the budget that 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. 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. CAPITAL – Those items valued over $5,000 with a life expectancy of at least three years. ARB – Accident Review Board – A committee comprised of City Employees from various departments designated to review employee accidents that result in property damage. CAPITAL IMPROVEMENT PROGRAM BUDGET – The appropriation of bonds or operating revenue for improvements to city facilities including buildings, streets, water and sewer lines, and parks. ASSESSED VALUATION – A valuation set upon real estate or other property by the County Assessor and the State as a basis for levying taxes. (Primary or Secondary) CAPITAL OUTLAY – Expenditures that result in the acquisition of or addition to fixed assets. CAPITAL PROJECT – Any project having assets of significant value and having a useful life of three years or over. Capital projects include the purchase of land for design, engineering and construction of buildings and infrastructure items such as streets, bridges, drainage, street lighting, water system, etc. Capital projects are permanent attachments intended to remain to the land. ATP – Administrative/Technical Personnel AWWA – American Water and Wastewater Association BALANCED BUDGET – A budget in which current revenues equal current expenditures. The State or local government may set the legal requirements for a balanced budget. 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 BBB – Revenue derived from a two percent (2%) excise tax on hotels (bed), restaurants (board) and, bar receipts (booze), therefore, the "BBB" tax. Annual Financial Plan Burlington 309 City of Flagstaff Appendix F – Glossary 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. DPS – Department of Public Safety – The enforcement division of the Arizona State Highway department. DRB – Development Review Board EMT - Executive Management Team - Team members selected from throughout the organization to participate in process improvement regarding organizational development. CCC – Coconino Community College CIP – Capital Improvement program 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. COMMODITIES – Expendable items used by operating or construction activities. Examples include office supplies, repair and replacement parts for equipment, fuels and lubricants, etc. ENTERPRISE FUND – An Accounting entity established to account for the acquisition, operation and maintenance of governmental facilities, and services which are entirely or predominately self-supporting. COMMUNITY DEVELOPMENT DEPARTMENT – Refers to the following group of Divisions: Community Development Administration, Building Inspection, Engineering, Planning, Urban Design, Community Redevelopment, Metropolitan Planning Organization, Arts & Science, Drainage and Transportation. ESTIMATED REVENUE – The amount of projected revenue to be collected during the fiscal year. CONTINGENCY – Monies set aside as carryover to the following fiscal year, but which can be used to finance unforeseen expenditures of the various operating funds. EXPENDITURE LIMITATION – The Arizona State Legislature imposed constitutional amendment that limits the annual expenditures of all municipalities. The Economic Estimates Commission based on population growth and inflation sets this limit. CDBG – Community Development Block Grant – A source of grant funding for housing projects and other redevelopment projects. 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. FAA – Federal Aviation Administration COST CENTER – An organizational budget and/or operating unit within each City division or department. FCP – Flagstaff Cultural Partners – Created by the Alliance to establish local arts, cultural and science programs. CSR – Customer Service Representative FHWA – Federal Highway Administration CTAC – Citizens Transportation Advisory Committee DEBT SERVICE – Payment of principal, interest, and related service charges on obligations resulting from the issuance of bonds. FISCAL YEAR – A 12-month period of time to which the Annual Budget applies and at the end of which a governmental unit determines its financial position and the results of its operations. For the City of Flagstaff, it is July 1, through June 30. DEBT SERVICE FUND REQUIREMENTS – The amounts of revenue that must be provided for a Debt Service Fund so that all principal and interest payments can be made in full on schedule. 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. 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. 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. FMLA – Family Medical Leave Act DOJ – Department of Justice Annual Financial Plan 310 City of Flagstaff Appendix F – Glossary FMPO – Flagstaff Metropolitan Planning Organization FTA – Federal Transit Administration GRANT – A contribution by the state or federal government or other agency to support a particular function. FTE – Full-Time Equivalent – A position, permanent or temporary, based on 2,080 hours per year. Part-time positions are converted for budget purposes to a decimal equivalent of a 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. HURF – Highway User Revenue Fund – Highway user revenues are a gasoline tax collected by the state and distributed to counties and cities based on the county of origin and population. These revenues are to be used for Highways and Streets maintenance and construction. INTERFUND TRANSFER – Amounts transferred from one fund to another. FUND – An independent fiscal and accounting entity with a self-balancing set of accounts recording cash and/or other resources, together with all related liabilities, for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations. JCEF – Judicial Collection Enforcement Fund LEAF – Law Enforcement Administrative Facility – A shared facility between Coconino County and the City of Flagstaff. FUND BALANCE – Fund balance is the excess of assets over liabilities and reserves and is, therefore, also known as surplus funds. LERRDS – Corps of Engineers acronym for, “Lands, Easements, Rights-of-way, Relocations, and Disposals.” LMWTP – Lake Mary Water Treatment Plant FUNDS CARRIED FORWARD – The balance of operating funds brought forward from prior years. 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. FUTS – Flagstaff Urban Trail System – A multi-modal 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. MIS – Management Information Systems 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. GAAP - Generally Accepted Accounting Principles – Financial accounting and reporting conventions, rules, and procedures that a business entity must use in preparing external financial statements. GENERAL ADMINISTRATION DEPARTMENT – Refers to the following group of Divisions: City Manager, City Clerk, Capital Management, Law, City Court, Tourism Administration, and Visitor Services. MPO – Metropolitan Planning Organization 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 publicprivate partnership. GENERAL FUND – A fund used to account for all general-purpose transactions of the City that do not require a special type of fund. GENERAL GOVERNMENT REVENUE – The revenues of a government other than those derived from and retained in an enterprise fund. NAPEBT – Northern Arizona Public Employees Benefit Trust – A joint venture combining the purchasing power for health insurance; members include the City of Flagstaff, Coconino County, Flagstaff Unified School District, and Coconino Community College. GENERAL 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. NAU – Northern Arizona University NFPA – National Fire Protection Association 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. Annual Financial Plan NON-DEPARTMENTAL – Refers to the following Divisions: Contributions to Other Agencies, G.O.B.-Debt 311 City of Flagstaff Appendix F – Glossary 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. Service, Council & Commissions, Non-Departmental, Real Estate Proceeds, Firemen's Pension, Special Assessments and Transit. NON-RECURRING REVENUE – Revenue which is a one-time receipt or which is not received on a continual basis. 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. NPDES – National Pollutant Discharge Elimination System NRFP – North Reservoir Filtration Plant PROPERTY TAX LEVY – The total amount to be raised by general property taxes for purposes specified in the Tax Levy Ordinance. OBJECTIVES – A statement of specific measurable outcomes that contribute toward accomplishing the departmental mission. PRV – Pressure reduction valve OPERATING BUDGET – A budget for general expenditures such as salaries, utilities, and supplies. PUBLIC WORKS DEPARTMENT – Refers to the following Divisions: Airport, Facilities Maintenance, Cemetery, Mechanical Shop, Parks and Recreation, Environmental Services and Streets. OPERATING REVENUE – Resources derived from recurring revenue sources used to finance recurring operating expenditures and pay-as-you-go capital expenditures. OSHA – Occupational, Administration Safety, and PURCHASED CAPITAL OUTLAY – Acquisition of any item of capital that is complete in and of itself when it is purchased. RECURRING REVENUES – Revenue sources available on a constant basis to support operating and capital budgetary needs. Health OUTSIDE AGENCIES – Refers to organizations, which are not associated with or can be allocated to any particular Department. 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. PERFORMANCE INDICATORS – Measures used to evaluate the performance of a program or activity. Effectiveness and efficiency are two types of "outcome" performance indicators. RESTRICTED REVENUES – Are legally restricted for a specific purpose by the Federal, State, and local government. 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. RFP – REQUEST FOR PROPOSAL – A request for an offer, by one party to another, based on a requested scope of services. PERSONNEL SERVICES – Expenditures for salaries, wages and fringe benefits of a government's employees. 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. PFAC – Ponderosa Fire Advisory Council REVENUES – Amounts estimated to be received from taxes and other sources during the fiscal year. 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. 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. POLICE DEPARTMENT – Refers to both Police and Police Grant Divisions. PRIMARY TAXES & VALUES – Primary or "limited" values are used to calculate primary property taxes which are collected to fund the maintenance and Annual Financial Plan 312 City of Flagstaff Appendix F – Glossary 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. TEA-21 – Transportation Equity Act for the 21st Century URBAN DESIGN – Refers to the following group of Divisions: Beautification-General Administration, Streetscape, Flagstaff Urban Trails System, Rehabilitation Projects, and Reserve-Beautification. SID – Special Improvement District USDOT – United States Department of Transportation 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. USFS – United States Forest Service USGS – United States Geological Survey 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. UTILITIES DEPARTMENT – Refers to the following Divisions: Betterments & Improvements Water District, Betterments & Improvements Water Production, Debt Service-Sewer, Debt Service-Water, Lake Mary Water Plant, Meter Reading, North Reservoirs, Utilities Administration, Wastewater Collection, Wastewater Collection Improvements, Wastewater Monitoring, Wastewater Treatment Improvements, Wastewater Treatment Plant, Water Distribution System, Woody Mountain Wells, and Reclaimed Plant. STS – Safe To School. TAX LEVY – The total amount to be raised by general property taxes for purposes specified in the Tax Levy Ordinance. TAX RATE – The amount of tax levied for each $100 of assessed valuation. Annual Financial Plan WIFA – Water Infrastructure Financing Authority 313 City of Flagstaff 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 314 City of Flagstaff 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 ND 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 Non-Departmental 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 315 City of Flagstaff 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 2005 budget. All divisions had to identify their objectives within one of the goal areas. The latest review of these goals was undertaken in October 2003 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 316 City of Flagstaff 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 2005 AND FUTURE WORK PROGRAM STRATEGIES Job Creation: The Greater Flagstaff Economic Council (GFEC) seeks to create and maintain quality jobs (those positions that pay greater than the County median wage and offer benefits) through not only the recruitment and retention of quality employers, but also by assisting start-up companies through the Northern Arizona Technology and Business Incubator. Additional emphasis is placed on those targeted employers in the renewable energy, bio-industry, and information technology sectors in the creation of quality jobs. RESPONSIBILITY GFEC FY2004 Status Update: 64 new fulltime jobs created at above county median wages. 183,000 sq ft added to existing industry with a capital investment value of $11 million. Pending projects for Y2004 represent 275 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. GFEC FY2004 Status Update: Draft Telecommunication Plan completed in 2003, final comments from all stakeholders due by February 2004. Rural Broadband Authority state legislation drafted December 2003, pending introduction. Strategy Statement: Shift dependence to less recessionprone industries 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. FY2004 Status Update: Research completed by the Battelle Institute in 2003 to identify best industry opportunities. Local focus groups meeting to define GFEC strategic plan. Completion by March 2004. Annual Financial Plan 317 City of Flagstaff Appendix H – Council Goals GOAL STATEMENT ECONOMIC DEVELOPMENT/ REDEVELOPMENT FY 2005 AND FUTURE WORK PROGRAM STRATEGIES Strategy Statement: Take it to another level. Feed the current engine as well as develop new. RESPONSIBILITY 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. FY2004 Status Update: AZBusinessLinc launched in 2003, links supply chain opportunities for B2B, 57 local companies signed up. 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. GFEC FY2004 Status Update: Completed Incentive Program Created BPI zoning specific to Airpark. Pending land exchange decision to add BPI inventory to Airpark Strategy Statement: Demonstrate connectedness of economic development, redevelopment, and growth strategies. 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. FY2004 Status Update: Significant changes made to GFEC contract with the City to define and clarify roles. Weekly meetings with C.D. and GFEC for on-going communication. GFEC referring appropriate leads to Redevelopment Director. Annual Financial Plan 318 City of Flagstaff Appendix H – Council Goals GOAL STATEMENT ECONOMIC DEVELOPMENT/ REDEVELOPMENT FY 2005 AND FUTURE WORK PROGRAM STRATEGIES Strategy Statement: Employment growth salary levels. RESPONSIBILITY 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 (highpaying) employees. As new employees are added to the local workforce, the tax base (sales tax) grows as consumption of goods and services increases. FY2004 Status Update: Ongoing outreach efforts to meet with 100 companies per year, resulting in 8-10 local expansion projects YTD. 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: • Determine those persons who are 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. FY2004 Status Update: GFEC currently conducting focus groups to identify workforce labor concerns with large local manufacturers/ Allied Health industry/ and small business. Outcome will result in new strategic plan for Business Retention & Expansion. Underemployed Data Base launched October 2003 to identify skill/education level of underemployed persons. GFEC to attend NAU job fair to register participants. www.gfec.org/job Strategy Statement: CIP plan overall goal is value-added investment. GFEC Look for opportunities to develop (infrastructure) land inventory that will promote complementary economic development in our targeted industries. FY2004 Status Update: Pending Yavapai Land Exchange legislation. Pending telecom state legislation. Available incentive program to address company specific infrastructure issues. Annual Financial Plan 319 City of Flagstaff Appendix H – Council Goals GOAL STATEMENT ECONOMIC DEVELOPMENT/ REDEVELOPMENT FY 2005 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. FY2004 Status Update: Set up Attractions Marketing group with the Flagstaff Cultural Partners to review co-op opportunities. Worked with Tourism Commission Marketing Subcommittee to transform the media plan for the upcoming year to focus on niche markets and events. 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. CVB FY2004 Status Update: Have created niche-based itineraries through the Visitor Center, and utilizing these in other markets. 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. CVB FY2004 Status Update: At the beginning of the winter season, met with this group to update for current year. Now, we are just waiting for the snow. Created a plan specifically addressing challenges during the fire season. 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 FY2004 Status Update: Surveying meeting planners to help contribute pertinent information to the chosen developer. Beginning to build excitement in the meetings niche for the proposed Conference Center. Waiting for the completion of the feasibility study. Annual Financial Plan 320 City of Flagstaff Appendix H – Council Goals GOAL STATEMENT ECONOMIC DEVELOPMENT/ REDEVELOPMENT FY 2005 AND FUTURE WORK PROGRAM STRATEGIES 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. RESPONSIBILITY CVB FY2004 Status Update: All shows attended Strengthen regional marketing efforts (AZ Rocks, N. AZ Coalition, etc.) by positioning Flagstaff as the leader and hub of Northern Arizona. CVB FY2004 Status Update: Hired coordinator and are working toward the creation of a new fulfillment piece. The “brochure” will be included in magazines targeted at the Valley and Southern AZ with a circulation of 195,000. Set and accomplish aggressive quarterly telemarketing, sales call, and cold call goals. CVB FY2004 Status Update: Ongoing. Strategy Statement: Establish enthusiasm in the community for tourism-related activities; create a local base of that would open the door to additional opportunities. 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. FY2004 Status Update: Have worked with CD and GFEC to standardize the message that Flagstaff is promoting. Both agencies have used a joint Tour & Travel folder with their own information included on a CD. 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. CVB FY2004 Status Update: Brochure completed as first step in process. Next step lies with the Visitor Center as they research promotional cards or discount coupons as a way to promote local businesses. Annual Financial Plan 321 City of Flagstaff Appendix H – Council Goals GOAL STATEMENT ECONOMIC DEVELOPMENT/ REDEVELOPMENT FY 2005 AND FUTURE WORK PROGRAM STRATEGIES Work with local media in developing stories that strive to lessen the division between visitors and residents. RESPONSIBILITY CVB FY2004 Status Update: Promoted local events such as the Pinecone Festival in local publications including Mountain Living and Flag Live!. Participate in Cityscape and have regular column in the AZ Daily Sun. 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. CVB FY2004 Status Update: Completed. Formed three task forces Strategic Planning is still in progress, Visitor Center task force has assisted with operational and renovation issues. Marketing task force helped to forge a strong media plan for the upcoming year. 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. CVB FY2004 Status Update: Awarded outstanding service monthly. Project now in hiatus as we look to a community formed organization to take on the charge of Service at its Peak. Expand the distribution list for the CVB’s weekly and seasonal calendar of events. CVB FY2004 Status Update: Refined the mailing lists, instituted door-to-door distribution. Strategy: Redevelopment Marketing CD Begin an aggressive marketing campaign in national trade magazines to raise awareness about the advantages of our community to potential developers, lenders, investors and tenants. A lifestyle theme will be used to appeal to specific retailers and corporations. FY2004 Status Update: Ad campaign continues highlighting various projects in Shopping Centers Today and Urban Land. Staff attended the annual International Shopping Center Conferences in Las Vegas and Palm Springs. Annual Financial Plan 322 City of Flagstaff Appendix H – Council Goals GOAL STATEMENT ECONOMIC DEVELOPMENT/ REDEVELOPMENT FY 2005 AND FUTURE WORK PROGRAM STRATEGIES Strategy: Downtown Redevelopment RESPONSIBILITY CD Create development scenarios that private partners will implement for a five-block area in the western portion of Downtown that will serve as a catalyst for continued growth and economic expansion of the Downtown while providing the City with additional municipal space, public parking, retail, office and housing opportunities. Examine other areas in the Downtown that might provide additional opportunities for economic expansion. Request for Proposals from developers to be issued in late 2002 or early 2003. FY2004 Status Update: Meetings with several national developers and some property owners have been conducted. Request for Proposals to be issued in January with return date of late July or August. Also have met with several potential office tenants. 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. FY2004 Status Update: Mall expansion and Auto Park was approved for rezoning by the Planning and Zoning Commission and has been forwarded to Council for action. We currently have space reservations for the entire Auto Park. Work could begin this summer. Annual Financial Plan 323 City of Flagstaff Appendix H – Council Goals GOAL STATEMENT ECONOMIC DEVELOPMENT/ REDEVELOPMENT FY 2005 AND FUTURE WORK PROGRAM STRATEGIES Strategy: Southside/ Warehouse District RESPONSIBILITY 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. FY2004 Status Update: A Request for Proposals has been prepared in cooperation with NAU and will be advertised in January. Work is anticipated to take six months. Strategy: Rio de Flag CD Continue partnership with the Army Corps of Engineers to create a flood control project that can also be a major recreational amenity and multi-modal link for the community. This project will also remove much of the Downtown, Southside and NAU from the floodplain and allow for redevelopment and reinvestment in the area. Completion expected in 2005. FY2004 Status Update: Project has received another round of funding from Congress. It is anticipated that the work will be completed in 2007. 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. FY2004 Status Update: The City has had several meetings with the property owner. It is anticipated that the will choose a developer to create a mixed-use complex by March with zoning approval by Dec 2004 Annual Financial Plan 324 City of Flagstaff Appendix H – Council Goals GOAL STATEMENT ECONOMIC DEVELOPMENT/ REDEVELOPMENT FY 2005 AND FUTURE WORK PROGRAM STRATEGIES Strategy: Downtown Gateway East RESPONSIBILITY 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. FY2004 Status Update: Six responses to the conference center RFP were received. Hines was chosen as the developer with Benchmark Hospitality. Hines will be retaining a feasibility consultant and will have work completed in March 2004. 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. FY2004 Status Update: T-21 funding secured ($500K) Working with Rio project to provide pedestrian enhancements and connections. CD Strategy: Milton Road 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. FY2004 Status Update: Urban mobility study completed Strategy: USGS Continue to address new employment base opportunities and fund campus Master Plan improvements. FY2004 Status Update: The SmithGroup has been retained to complete the campus master plan and design of buildings. Designs should be completed in April 2004. Will be issuing a Request for Proposals to the private sector for the development of a Technology and Science Park if voters approve the bonds for the USGS expansion in May. Annual Financial Plan 325 City of Flagstaff 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. 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. FY 2005 AND FUTURE WORK PROGRAM STRATEGIES Capital Improvements – work with CIP to develop comprehensive plan of infrastructure needs RESPONSIBILITY CIP, PW, Finance, Utilities FY2004 Status Update: Five year CIP published. Mapped all projects Completed database for division input and reporting Expenditure control – consider development of incentives versus penalties relative to year-end expenditures. Finance/Budget team FY2004 Status Update: Efforts to develop will be ongoing. Fee Policies – Develop a policy of mandatory fee reviews including frequency and responsibility. Finance FY2004 Status Update: Initial policy completed by 6-30-03 Policy yet to be reviewed by internal committee 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 FY2004 Status Update: Electronic opportunities continue to be explored in conjunction with software capability and hardware capacity. New Revenues – Implement fee recommendations from 2002 user fee study. Finance FY2004 Status Update: Fee/charge increases implemented at the library, building permits, cemetery, recreation, fire subscription service, and facility room rentals Fees in review include liquor license, DRB, use tax, annual business/sales tax license, and increased cable franchise fees Impact fees – Implement impact fee recommendations as desired. Planning FY2004 Status Update: The impact fee study is complete, however implementation has been delayed until further Council review can occur. Leverage grants – Find grants for the Rio de Flag project and other projects as may be desirable. Finance FY2004 Status Update: The City totaled $7,165,127 for 67 grants Annual Financial Plan 326 City of Flagstaff Appendix H – Council Goals GOAL STATEMENT FISCAL HEALTH FY 2005 AND FUTURE WORK PROGRAM STRATEGIES Stormwater Utility – Finalize the policies and fee structure for implementation in December 2002. RESPONSIBILITY Engineering, Utilities, Finance FY2004 Status Update: The Stormwater Utility was implemented July 2003 A five year plan is currently under development in concert with necessary fee increases Cost allocation – Implement new cost allocation methodology and start process of including overhead recovery in grants. Finance FY2004 Status Update: The OMB A-87 rate and full cost allocation plan was completed in FY 2002 for implementation in FY2003. The same rates were applied for FY2004 The rates and allocations for both the full cost and the OMB A87 plan will be updated for FY2005 as based on the actual numbers from FY2003. Water and Sewer capacity charges – Implement increased capacity charges based on 2002 analysis. Utilities FY2004 Status Update: Completed in FY2003 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 PW, Utilities, engineering FY2004 Status Update: Ongoing progress with NAU and the Mall Fleet Purchases – consideration to extend the useful lives and years on replacement criteria. Fleet committee FY2004 Status Update: Completed in FY2003 Utilities Optimization program - Continue implementation, a program designed to reduce job redundancy and incorporate better technology. Utilities FY2004 Status Update: In FY2003, skill based was in place with the wastewater plants. In FY2004, staff from the collection and distribution areas of the water plants were added At the end of FY2004 it will be determined if any other areas will be implemented Annual Financial Plan 327 City of Flagstaff Appendix H – Council Goals GOAL STATEMENT FISCAL HEALTH FY 2005 AND FUTURE WORK PROGRAM STRATEGIES ICMA benchmarking- formalize budget and decision process to consider comparative data. RESPONSIBILITY Budget team FY2004 Status Update: The City continues to participate in the ICMA benchmarking project and continues to look for ways to utilize both the Flagstaff base information and the available comparative data Credit Cards – Implement the credit card program citywide to reduce cost of processing. Purchasing FY2004 Status Update: A staff committee has been developed to address the issues of credit card acceptance on both a test and actual city-wide basis to determine the feasibility of acceptance, the expense, and the time frame for implementation Bond Program – based on an unfunded needs develop a bond program and financing alternatives. Finance, CIP, PW, Fire FY2004 Status Update: A tentative slate of projects has been established for presentation on the May 2004 ballot Sales Tax – remove the expiration clause on the City 1% Sales Tax to create revenue stability Finance FY2004 Status Update: Future work strategy Maintenance -- Incorporate reduced maintenance as capital criteria. Example is the radio read meter program on the inner basin pipe replacement CIP, PW, Utilities, Finance FY2004 Status Update: All capital projects continue to be reviewed to assess increased or reduced maintenance expenditures Investments - 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% Finance FY2004 Status Update: Approximately 35% of the City’s funds are in the LGIP, realizing an average year to date return of 1.49% The remaining 65% of the City’s funds are invested in other government-backed securities, with an average rate of return of 3.2%. Software -- Integrate software systems with the financial mainframe to the extent possible. Courts, Recreation, Finance FY2004 Status Update: Efforts ongoing Annual Financial Plan 328 City of Flagstaff Appendix H – Council Goals GOAL STATEMENT FISCAL HEALTH FY 2005 AND FUTURE WORK PROGRAM STRATEGIES Sustainability -- Identify operational impacts of capital projects and other decisions to incorporate a sustainability analysis. RESPONSIBILITY All departments, Finance FY2004 Status update: Efforts ongoing Bond ratings -- Maintain accounting standards and reporting to ensure good bond ratings. Finance. FY2004 Status Update: Bond ratings maintained at A or A+ by Standard and Poor’s Bond ratings maintained at Aaa3 or A-1 by Moody’s Investor Services Annual Financial Plan 329 City of Flagstaff Appendix H – Council Goals PUBLIC SAFETY GOAL STATEMENT PUBLIC SAFETY 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. 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. FY 2005 AND FUTURE WORK PROGRAM STRATEGIES Continue to improve upon the coordination and team approach of focusing Police, Fire, Planning & Zoning, Environmental Management, Legal and Health Services to efficiently address safety and health needs. RESPONSIBILITY All FY2004 Status Update: New Fire Department software system installed that, along with wireless and T-1 connections to Fire Stations, allows remote sites to be “client/server” (e.g. working on a live database directly from each station. GroupWise accounts have been installed for Fire Department officers and some program managers. Remaining GroupWise accounts still needed and will be budgeted for in the future. The Police and Fire joint communications committee met throughout the year to enhance emergency dispatch and technical operations of the 911 Center. The Police Department participated in several disaster exercises. Participants included members of all City departments as well as other governments agencies The Police Department encouraged all City departments to participate in Block Watch forums to better enhance the partnership between City government and community members. Police Department members have been asked to address officers at the squad level to coordinate City efforts. Clean & Green to continue the abandoned vehicle and litter control programs in partnership with block watch and neighborhood organizations. FY2004 Status Update: Participated with Clean and Green in neighborhood cleanups, within budget restrictions, in the Sunnyside & Old Town neighborhoods. Officers completed a 2-day project and returned nearly 100 shopping carts to local stores. 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. Clean & Green Police All FY2004 Status Update: The Fire Department established an internal training committee staffed with operational personnel to establish and implement training initiatives. The Fire Department developed a program manual that identifies personnel responsible for accomplishing key program goals. Beat meetings attended by police officers & supervisors where employees identify neighborhood issues and concerns and develop strategies to solve problems. Police communication shift meetings are used as a conduit for in-service training and problem identification. Annual Financial Plan 330 City of Flagstaff Appendix H – Council Goals GOAL STATEMENT PUBLIC SAFETY FY 2005 AND FUTURE WORK PROGRAM STRATEGIES 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. RESPONSIBILITY All FY2004 Status Update: Approximately 120 Block Watch meetings were held by the Police Department. Fifty-eight Block Watch Groups participated. Quarterly Block Watch Captains Meetings were held. Two Citizen Police Academies were held. The Department participated with the Sheriff’s Office in the Community Emergency Response Team Training (CERT) 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 FY2004 Status Update: The Fire Department Public Education clown program completed fire safety shows to 10 of 12 elementary schools. The Dare and Great programs continue as the primary prevention programs in the public schools. Law Related Education (LRE) was presented to High School Students. Two summer camps were presented to Junior High Students through the GREAT Summer Camp Program. 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 FY2004 Status Update: The Police and Fire Department Honor Guards partnered for the September 11 “Day of Remembrance”. GREAT CAMP, Jam Zones, Celebrate Youth Day, and National Night Out were examples of programs completed while with other City Departments. The Boy Scouts of America held their National Law Enforcement Explorer Post Convention and Competition in Flagstaff. The PD participated in the event as instructors and mentors. Review Park security issues, as well as the impact of alcohol on Park Use and Permit Policies. Police Parks & Recreation Fire FY2004 Status Update: Parks are constantly monitored for violations and compliance. Permits are scrutinized to ensure adequate security and compatibility. Annual Financial Plan 331 City of Flagstaff Appendix H – Council Goals GOAL STATEMENT PUBLIC SAFETY FY 2005 AND FUTURE WORK PROGRAM STRATEGIES RESPONSIBILITY 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 FY2004 Status Update: Efforts are ongoing Use every opportunity and community forum to educate residents of their responsibility to contribute to the well being of their neighborhood, community and country, by participating in the identification and resolution of those social and economic issues that adversely affect crime, the fear of crime, public health and overall quality of life. All FY2004 Status Update: The Fire Department conducted over 400 wildfire safety home assessments in University Heights (the first targeted neighborhood) using light duty employees, fuel management employees, and line fire companies. The ability to follow-up with homeowners has been comprised by the loss of a Fuel Management Lead worker/Fire Information Officer position in the recent cutbacks. The Fire Department will assess this impact and consider doing home assessments on a request only basis. The Police Department continues to offer an array of forums, or are willing participate in such, to communicate the Mission of the Department and of the City. Homeland Security and related issues continue to be a priority of the Police Department. 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 FY2004 Status Update: Over 400 wildfire home assessments conducted, but the effort will be reduced due to personnel reductions necessitated through budget cuts. The Fire Department will continue to pursue wildfire grants, however the 50% match requirement must be assessed in light of budget constraints. A Fire Prevention task force was formed and assembly occupancies received individual technical assistance to prevent overcrowding, exiting, and pyrotechnic problems. The Fire Department tested and maintained 3000 City fire hydrants to insure operability and compliance with ISO standards. Annual Financial Plan 332 City of Flagstaff Appendix H – Council Goals GOAL STATEMENT PUBLIC SAFETY FY 2005 AND FUTURE WORK PROGRAM STRATEGIES Staff, train and equip City Public Safety to contend with the realized demand for service within the community. RESPONSIBILITY Fire Police FY2004 Status Update: Fire Department training efforts have increased its focus in specialized areas including haz-mat and technical rescue. A grant was received to fund a 100% of the cost of a new regional haz-mat vehicle. Mobile Data Computers (MDC’s) have been ordered for most police and fire vehicles and are operational. This allows data transmission of response information and improves the ability to track response times and on-scene activities more accurately. The Fire Department implemented web-based EMS training recertification to reduce overtime costs. Five new Police Officers were hired. Two were part of the COPS Grant. The Communication Center is still understaffed per the Consultants recommendation. Adequately respond to realize demand for emergency services and prepare for the potential demands associated with disaster management. All FY2004 Status Update: Emergency Operations Center (EOC) training has been delivered at all levels of local government. State assistance has also been obtained. A wildfire EOC exercise was conducted June 2003. A 100% funded grant was obtained to develop a joint citycounty hazardous mitigation plan. The contract has been instituted and the plan is anticipated by the Spring of 2004. A consultant was hired to conduct a GIS analysis of the most effective fire station locations in anticipation of the May 2004 bond election. A weapons of mass destruction (WMD) drill was conducted March 2003 at Flagstaff High School. The Police Department is working in concert with the Ponderosa Fire Advisory Council (PFAC) to develop a Wildland Fire Emergency Operation Plan for the Great Flagstaff area. Annual Financial Plan 333 City of Flagstaff Appendix H – Council Goals AFFORDABLE HOUSING GOAL STATEMENT AFFORDABLE HOUSING Maintain current data on housin7g 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 2005 AND FUTURE WORK PROGRAM STRATEGIES Retrieve the DDA designation to increase the chances for increased LIHTC allocations. RESPONSIBILITY COF Planning Division FY2004 Status Update: The DDA designation was returned to the City in December 2002 leading to an increase in tax credit applications for projects in Flagstaff Maintain a close working/planning relationship with the new Arizona Department of Housing COF Planning division FY2004 Status Update: Efforts ongoing Update Affordable Housing Gap Analysis in Arizona Department of Housing Format. COF Planning division FY2004 Status Update: Target completion for submittal of 2006-2011 Consolidated Plan in 2005 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. COF Planning division FY2004 Status Update: Work with the Sunnyside Neighborhood Association continues to complete the Revitalization Strategy. 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 Successfully implement the LDC based affordable housing incentive Ordinance (No. 2001-14) COF Planning Division FY2004 Status Update: Rio Homes, public/private partnership will utilize the incentive Ordinance in 2004 Develop a Community Land Trust (non-profit agency) to homeownership for low-income homeowners. COF Planning Division FY2004 Status Update: Staff trained in creation of land trust, technical assistance requested from HUD 334 City of Flagstaff Appendix H – Council Goals GOAL STATEMENT AFFORDABLE HOUSING FY 2005 AND FUTURE WORK PROGRAM STRATEGIES Continue to create and expand non-profit housing agency resources. RESPONSIBILITY COF Planning Division FY2004 Status Update: Letters of support supplied to agencies applying for additional funding to support affordable housing. Complete an analysis of successful housing initiatives conducted by municipalities with similar housing market conditions. COF Planning Division FY2004 Status Update: Successful programs from other cities being explored for feasibility Identify additional funding resources and secure additional funding for the expansion of existing programs and the creation of new programs. Successfully obtain multiple grant resources from the newly establishes Arizona Department of Housing to augment CDBG funds. Increase the supply of affordable rental housing for extremely low and low income households Proactively cultivate the interest of multiple LIHTC developers for the construction of new and the rehabilitation of existing rental housing developments. FY2004 Status Update: Grant application submitted to ADOH January 2004 FY2004 Status Update: Four applications for tax credit projects in Flagstaff were submitted for the 2003 funding round Make City land available for affordable rental housing developments where appropriate. FY2004 Status Update: Sandstone Highlands Senior Community on the City owned property awarded tax credits Significantly reduce the substandard housing stock Continue to fund and coordinate owner occupied housing rehabilitation programs FY2004 Status Update: 7 homes rehabilitated in 2003, contract for 8 homes for 2004 awarded and underway. Incorporate the elimination of severely deteriorated housing and substandard trailer parks in affordable housing development efforts. FY2004 Status Update: Additional funds to expand rehab program identified and grant application submitted in 2004 Annual Financial Plan COF Planning Division 335 COF Planning Division Non-profit tax credit developers For-profit tax credit developers AZ Department of Housing COF Planning Division Non-profit tax credit developers For-profit tax credit developers AZ Dept of Hsg COF Planning Division Private Contractors The Affordable Housing Coalition COF Planning Division Private Contractors The Affordable Housing Coalition City of Flagstaff Appendix H – Council Goals GOAL STATEMENT AFFORDABLE HOUSING Increase the supply of entry level owner occupied homes available to low, moderate and middle income households FY 2005 AND FUTURE WORK PROGRAM STRATEGIES Continue to fund and coordinate non-profit housing construction programs to build entry-level homes. FY2004 Status Update: 8 homes completed in 2003, 4 underway spring 2004, planning, engineering and construction plans complete for 16 unit subdivision. 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 FY2004 Status Update: Completed development agreement for Rio Homes winter of 2003, tax credits awarded for portion of Ponderosa Homes property. Increase the amount of homeownership among low and moderate income households in Flagstaff Continue to fund and coordinate non-profit homebuyers assistance programs providing education and loans for down payment and closing costs. FY2004 Status Update: Homebuyer assistance programs continue to assist Flagstaff residents with first time home ownership Continue to fund and coordinate non-profit acquisition/rehabilitation programs converting vacant and renter occupied homes into homeownership. FY2004 Status Update: Ongoing efforts 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 Complete development agreement with developers of Ponderosa Homes and Rio Homes resulting in the construction of 33 affordable homes and 96 affordable apartments. 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 Annual Financial Plan FY2004 Status Update: Completed development agreement for Rio Homes winter of 2003, tax credits awarded for portion of Ponderosa Homes property. RESPONSIBILITY COF Planning Division Habitat for Humanity Affordable Housing Coalition Private Developers Private Design Professionals COF Planning Division Habitat for Humanity Affordable Housing Coalition Private Developers Private Design Professionals COF Planning Division Affordable Housing Coalition NACOG COF Planning Division Affordable Housing Coalition NACOG City of Flagstaff Planning Division Private Sector Developers Non-Profit Homebuyer Assistance Programs FY2004 Status Update: Property identification underway FY2004 Status Update: Efforts ongoing 336 COF Planning Division Professional Planning and Architectural Firms City of Flagstaff Appendix H – Council Goals CAPITAL IMPROVEMENTS GOAL STATEMENT CAPITAL IMPROVEMENTS Plan, program, design and construct public works and facilities capital improvements through a structured, efficient and transparent process ensuring scarce public resource expenditure for the greatest benefit to the community; creating a built environment shaped though citizen involvement, reflecting community pride. Discussion: The City Council realizes the importance of delivering all Capital Improvement projects on time and 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 to leverage our resources. FY 2005 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. FY2004 Status Update: Lone Tree and West/ Arrowhead Corridor study initiated Multi-Modal projects efforts begun Program: Provide clear information and rational to match available revenues with prioritized projects funded through the adopted 5-Year Capital Improvements Program. FY2004 Status Update: Published 5-year CIP Mapped all projects Completed new database for division input and reporting Initiated 5-year CIP Update Design: Develop project plans with continued involvement of the community and project partners striving to enhance the built environment. FY2004 Status Update: Fourth St. design of Phase I complete; Phase II is 95% complete Empire Extension design begun Multi-modal and utilities projects delivery tracking work program Construct: Deliver a final product that is cost effective with a quality of workmanship that ensures a lasting value for our citizens. FY2004 Status Update: Soliere, Country Club, ADA facility improvements, multimodal, Lucky Lane waterline, and Leroux St. paving are completed. Sunnyside Phase II is 95% complete Sunnyside Phase IIIA is 50% complete Fourth Street Railroad Crossing is in Phase I All projects are being tracked with the CID work program Public Involvement: Engage citizens through meaningful public dialogue and involvement ensuring consideration of their input and providing a full understanding of project impacts. 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 Contract Administration Capital Division Funding Department Inspection Services Purchasing Contracts Management Capital Division Public Involvement Officer FMPO CTAC FY2004 Status Update: Public involvement continues to achieve successful results in Sunnyside and Fourth Street. Weekly reports provide on-going status of all CID projects Annual Financial Plan 337 City of Flagstaff Appendix H – Council Goals GOAL STATEMENT CAPITAL IMPROVEMENTS FY 2005 AND FUTURE WORK PROGRAM STRATEGIES RESPONSIBILITY Process Improvements: Continual refinement of our internal process to ensure the most rapid delivery of projects while ensuring compliance to all legal/policy requirements. Contracts Administration Capital Division Risk Management Attorney’s Office Purchasing FY2004 Status Update: Prospectus document development Schedule-based work program Comprehensive 5-year CIP Thorough project scope development Team chartering Project Manager’s Manual CID Employee Handbook Project review process Monthly financial reports Alternative delivery methods Annual Financial Plan 338 City of Flagstaff Appendix H – Council Goals CUSTOMER SERVICE GOAL STATEMENT CUSTOMER SERVICE Instill a positive customer service culture throughout the organization and with each employee of the City in the delivery of service both externally and internally. Discussion: The City Council recognizes the importance of partnership with the citizens of our community, specifically in staff providing good customer service, while building positive working relationships with the community. 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 2005 AND FUTURE WORK PROGRAM STRATEGIES Training: Provide ongoing customer service training for all employees to ensure they understand and demonstrate good customer service and that they are aware they are always in the public eye. RESPONSIBILITY Human Resources Customer Service Committee FY2004 Status Update: The Customer Service Committee is in the process of providing training to all employees with a completion date of April 30, 2004. Currently Utilities, Community Development, Fire Department, and Management Services have completed the 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. Human Resources FY2004 Status Update: Although this task was completed last year, Human Resources reviews all job descriptions when the job becomes vacant to ensure that the job description contains a statement regarding “excellent customer service.” Human Resources all ensures that there is an interview question regarding customer service when interviewing applicants. 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 Customer Service Committee FY2004 Status Update: A new evaluation form was developed and implemented FY2004. Human Resources has conducted training for supervisors on how to use the new instrument and in general how to conduct performance evaluations. Annual Financial Plan 339 City of Flagstaff Appendix H – Council Goals GOAL STATEMENT CUSTOMER SERVICE FY 2005 AND FUTURE WORK PROGRAM STRATEGIES New Employee Orientation: Provide all new employees with an overview of expectations regarding customer service. RESPONSIBILITY Human Resources FY2004 Status Update: During the mission and values segment of the program, customer service is highlighted. However, once all the customer service training has been completed in April, then expectations regarding customer service will be incorporated into the program. Measure Effectiveness of Program: Survey internal and external customers to determine effectiveness. Customer Service Committee Public Relations FY2004 Status Update: Currently Community Development, Fire, Vehicle Shop, Utilities, Courts and Purchasing conduct surveys. The Customer Service Committee will have discussions in the future to determine if a citywide survey needs to be done. 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 FY2004 Status Update: A Complaint Resolution process was adopted and is being managed by Community Development for the entire City. Recognition/Award Program: Recognize annually employees who have provided outstanding customer service. FY2004 Status Update: The Customer Service Committee has collaborated with the Employee Recognition Committee and is in the process of revamping the City Manager’s Excellence Award and incorporating all employee recognition programs under one umbrella. The deadline for completion is 7/1/05. Quarterly 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. Customer Service Committee Human Resources Manager’s Award Committee Customer Service Committee FY2004 Status Update: This program is part of the Recognition Award Program (see above). 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. Human Resources FY2004 Status Update: This task has been completed and was implemented in 7/1/02. Annual Financial Plan 340 City of Flagstaff 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. FY 2005 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. Enter into an Intergovernmental Agreement with Coconino County to implement the Regional Plan. Continued growth pressures in Flagstaff require the need to better manage and control development. 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. Delivery of public facilities and services more effectively. Annual Financial Plan Planning Division FY2004 Status Update: Regional Plan is posted on City’s website. Hard copies and CDs are being printed. With a finite supply of land, we have to provide for the region’s growth in a manner that balances growth and conservation. Addressing inefficient land use patterns. RESPONSIBILITY Planning Division and City Council FY2004 Status Update: Spring adoption by County Board of Supervisors and City Council. In the interim, City and County staff will submit relevant plans and proposal for mutual review and comment to test system for level of service requirements. Planning Division and Planning & Zoning Commission. FY2004 Status Update: Once IGA is adopted, an implementation report will be prepared for submittal to the City Council and Board of Supervisors. 341 City of Flagstaff Appendix H – Council Goals GOAL STATEMENT PLANNING FOR GROWTH 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 must be consulted and engaged as partners in shaping that future. FY 2005 AND FUTURE WORK PROGRAM STRATEGIES RESPONSIBILITY 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. Planning Division, Planning & Zoning Commission & City Council FY2004 Status Update: There are numerous projects underway in the city that meet the goals of the Regional Plan, including: The Presidio as a Traditional Neighborhood Design project; Neighborhood/FUTS and Observatory Mesa as urban and regional open space projects for the 2004 Bond election; construction of more FUTS trails extending the multimodal transportation system; reinvestment and redevelopment projects are: the East Gate Way/Mall Expansion as a growth containment project; the proposed Conference Center Downtown, the Downtown Redevelopment Plan, Stone Forest Container site, and the USGS facilities expansion; and the South Side Master Plan. Mutual Development Review Process: Implement regional mutual development review system between City and County Planning Division FY2004 Status Update: Coordination with Coconino County underway. IGA will further formalize relationship. 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. Planning Division FY2004 Status Update: TND incentive revisions public hearings underway. Annual Financial Plan 342 City of Flagstaff Appendix H – Council Goals GOAL STATEMENT PLANNING FOR GROWTH FY 2005 AND FUTURE WORK PROGRAM STRATEGIES Explore the potential for City and County regional funding and management of services, facilities, resources, such as parks and open spaces, and administrative structures as needed and agreed upon within the region. RESPONSIBILITY Planning Division FY2004 Status Update: Coconino County voters passed an open spaces and parks sales tax in 2002. Funding was approved for state trust land acquisition adjacent to Walnut Canyon and on Observatory Mesa, with some funding for McMillan Mesa. The City is also considering bonding for state trust land acquisition on Observatory Mesa. The City Council has approved an API petition to have lands on Observatory Mesa reclassified for conservation and submitted to the State Land Dept. The County is preparing an API petition for lands along Hwy 89A. The two City and County API petitions cover lands within the Regional Plan. Pursue a Regional Open Space program to protect state and federal lands beyond the growth boundaries. Monitor Open Space/Greenways IGA Planning Division FY2004 Status Update: Same as previous overview 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. Planning Division FY2004 Status Update: Coconino County completed and approved its comprehensive plan in 2003. The City Council and Board of Supervisors passed a joint resolution I Dec 2002 requesting federal authorization for a special resources and land management study of lands surrounding Walnut Canyon. Senator McCain is sponsoring a bill seeking such a study and funding for the study. 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. Planning Division FY2004 Status Update: See previous comment. Annual Financial Plan 343 City of Flagstaff Appendix H – Council Goals GOAL STATEMENT PLANNING FOR GROWTH FY 2005 AND FUTURE WORK PROGRAM STRATEGIES 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 Division FY 2004 Status Update: A group consisting of environmentalists, cattlegrowers, developers and education entities has been developing a comprehensive state land reform. Part of the reform calls for protection of state trust lands in and around Flagstaff. If placed on the ballot in Nov 2004, will most likely be through a referendum. Use various means to protect open spaces. Obtain designated open spaces through land exchanges, fee title acquisitions, regulatory provisions, conservation easements, and development incentives. Planning Division FY2004 Status Update: Ongoing Enhance and improve the function and appearance of the community. US Hwy 89A streetscape/gateway/city limits to East Flag TI. Planning Division FY2004 Status Update: Several designs for streetscapes, gateways, Rio de Flag underway. US 180 streetscape/Fremont to Columbus TEA-21. FY2004 Status Update: Design complete; ROW acquisition underway. Construction in 04/05. Route 66 streetscape/Fanning to Flag Mall FY2004 Status Update: Design underway with East Flag TI; construction in 05/06. Public Art Projects Open Space Restoration/Enhancement Projects Rio de Flag corridor improvements FY2004 Status Update: Design to be completed in September 2004. East Flag TI Streetscape FY 2004 Status Update: Design underway/construction in 2005/2006. Annual Financial Plan 344 City of Flagstaff Appendix H – Council Goals GOAL STATEMENT PLANNING FOR GROWTH FY 2005 AND FUTURE WORK PROGRAM STRATEGIES Prepare a master plan for McMillan Mesa to include mixed use development and open space protection RESPONSIBILITY Planning Division FY2004 Status Update: Council approval major amendment in March 03 for McMillan Mesa. Urban Open space – prepare and implement an urban open spaces program for the acquisition and protection of critical open spaces within the city. Planning Division FY2004 Status Update: In conjunction with the Open Spaces Commission, Planning Division staff is in the process of preparing a Long Range Open Spaces Management Plan to be completed in 2004. Urban Open Space plan and Proposition development. FY2004 Status Update: Council approves three proposed open space components for 2004 Bond. McMillan Mesa Area Plan. FY2004 Status Update: Included in 2004 Bond Election Design Review Adoption/Administration FY2004 Status Update: Ongoing. Rio de Flag Open Space acquisitions. FY2004 Status Update: Ongoing. Urban Open Space Monument/Enhancements FY2004 Status Update: Monumentation continuing Airport Land/USFS acquisitions. FY2004 Status Update: Underway. MNA/Cheshire Park Expansion. FY2004 Status Update: Acquisition complete. Annual Financial Plan 345 City of Flagstaff Appendix H – Council Goals GOAL STATEMENT PLANNING FOR GROWTH FY 2005 AND FUTURE WORK PROGRAM STRATEGIES Proceed with land planning and annexation process as feasible, to include lands in Urban Growth Boundary limits. Proceed with west side annexation process. RESPONSIBILITY Planning Division FY2004 Status Update: Westside annexation petition not forwarded. Awaiting new petitioners. Fort Valley annexation under development. Pursue development of a multi-modal transportation system. Participate in 2000 Transportation Bond Project/Program implementation. Planning Division FY2004 Status Update: 5-year Capital program developed for FUTS and Safe to School projects. East Flagstaff Traffic Interchange DCR. Flagstaff Urban Trail Projects. Bow & Arrow Trail. Planning Division FY2004 Status Update: Several FUTS projects under design. Bow and Arrow Phase I completed. Tunnel Springs trail. FY2004 Status Update: Construction completed. Rio de Flag/Cheshire Trail. FY2004 Status Update: Fort Valley Road annexation under development Fort Valley road trail. FY2004 Status Update: ROW acquisition underway – Phase I Design underway for Phase II Butler/Enterprise Arizona Trail. Route 66/Hwy 89 Trail FY2004 Status Update: Design underway in conjunction with Mall expansion. Various secondary neighborhood connectors. FY2004 Status Update: Completed. Annual Financial Plan 346 City of Flagstaff Appendix H – Council Goals GOAL STATEMENT PLANNING FOR GROWTH FY 2005 AND FUTURE WORK PROGRAM STRATEGIES Rio Corridors/Southside/NAU linkages. Affordable Housing. Pursue citywide distribution and development of affordable owner-occupied and rental housing in mixed-residential neighborhoods. Ponderosa Trails RESPONSIBILITY Planning Division FY2004 Status Update: ISTEA (500k) grant acquired for NAU FUTS segment. Awaiting second tax credit allocation in March of ’04 to finalize disposition. Woods at Clear Creek. FY2004 Status Update: Sale completed, tentative plat approved, construction to start in Spring of 2004. Sunnyside/Southside acquisition FY2004 Status Update: Izabel Homes-2 sites acquired/under design and construction. Design complete, construction of off-site and site prep in spring of 2004. Acquisition/Rehabilitation program FY2004 Status Update: Site acquired. First time homebuyers’ assistance. FY2004 Status Update: Ongoing Affordable Housing Set-Aside policy/incentives plan. FY2004 Status Update: Adopted by Council in fall of 2001. Utilized in Rio Homes project for 38 affordable housing units. Design Review. Implementation of the design review process and integration into new development review process. Community Development Planning Division FY2004 Status Update: Process underway since February, 2002 Develop an Impact Fee program to finance public facility needs created by new development. Development fee adoption and administration Planning division FY2004 Status Update: Fee report to Council October, 2002 awaiting direction Annual Financial Plan 347 City of Flagstaff Appendix H – Council Goals GOAL STATEMENT PLANNING FOR GROWTH FY 2005 AND FUTURE WORK PROGRAM STRATEGIES 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. RESPONSIBILITY Planning Division FY2004 Status Update: RFP study release-Winter, 2003 Consultant selection in March 04. Annual Financial Plan 348 City of Flagstaff Appendix H – Council Goals COLLABORATION GOAL STATEMENT COLLABORATION Strengthen the community by strengthening partnerships with sovereign nations, public, non-profit and private agencies. Develop collaborative goals, through all levels of the organization, based upon common interests with these agencies to optimize the use of community resources and the delivery of services to the citizens of Flagstaff. FY 2005 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. RESPONSIBILITY EMT FY2004 Status Update: Developed new and strengthened existing relationships with State and Federal agencies including: ADWR, AOT, ADOT, ADEQ, ADOC, USFS, and Interior among others. Developing community approach to affordable housing. Internal relations: Develop internal education process for the review and discussion of potential interdepartmental, interdivision 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. CM, DCMs EMT FY2004 Status Update: Gradual implementation has resulted in successes including: Capital Improvement process; bond program; organizational budget and structure 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. CM, DCMs EMT FY2004 Status Update: Some senior staff aware of general concept; training needed for more active understanding and implementation. 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. CM, DCMs FY2004 Status Update: Development and annual update of Alliance Policy statement. Continued pursuit of funding for Rural Policy Institute; NAMWUA; Forest Partnership. Annual Financial Plan 349 City of Flagstaff Appendix H – Council Goals GOAL STATEMENT COLLABORATION FY 2005 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, afterschool programs and community mediation services. RESPONSIBILITY CM, DCMs FY2004 Status Update: Strengthening relationships and refining objectives to update or develop policy positions; address broader community and regional issues; identifying and analyzing service purchase and consolidation opportunities e.g. IS/IT; maintenance; Parks, Recreation and Open Space; Municipal Policy Statement: Refine policy statement development for internal and external use. Council, CM, DCMs FY2004 Status Update: Policy statement updated and adopted annually. Relationships with regional partners: Formalize meetings and development of policies, as well as clarify outcome expectations with regional partners. CM, DCMs FY2004 Status Update: Continuing to develop relationships as the basis for future work program formalization. Annual Financial Plan 350 City of Flagstaff 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 2005 AND FUTURE WORK PROGRAM STRATEGIES Environment: Through funding from ADEQ we will implement a permanent household hazardous waste program, which will be available to residents year round. Expand the HHW program to include conditionally exempt small businesses. RESPONSIBILITY Environmental Services FY 2004 Status Update: The household hazardous waste program was available in FY2003. Staff is working with ADEQ to assure regulatory and compliance issues are fully recognized. Assessing any budgetary impacts; both O&M and personnel and creating needed SOPs. Environment: Continue to support and fund the fuel management efforts in cooperation with our regional partners. Fire Department FY2004 Status Update: 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. Environmental Services FY2004 Status Update: The recycling program continues to grow with more than 60 businesses signing up for service in the last year resulting in approximately 200 monthly increase in commercial tons. IGA partnerships have also grown with multiple communities in NE AZ now participating. The MRF is averaging 1,200 tons of recyclables per month. Environment: Continue to develop water resources in a manner consistent with long-term needs and resource sustainability as well as continue to develop and implement cooperative agreements with regional partners. Utilities Expand the use of reclaimed water resources throughout the community and continue to educate our community of the value of our water resources so that we can all make educated resource decisions. FY2004 Status Update: Water resource development is an integral aspect of the May 2004 bond election that includes well development, plant improvements, and water rights acquisitions. 351 City of Flagstaff 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 2005 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. FY2004 Status Update: Open Space Commission created a 2003 work program underway. FUTS 5-year capital program budgeted scheduled. Open Space Bond developed for May 2004 election Design Review Guidelines in second year of implementation. Gateways design for 89 and East Flag TI underway. RESPONSIBILITY Planning and 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. Community Development 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. FY2004 Status Update: Neighborhoods: Through the Clean & Green Committee, we will continue to listen to our citizen representatives and develop on-the-ground neighborhood conservation programs. Environmental Services FY2004 Status Update: This past year has seen a great revitalization in community participation. The Adopt-an-Avenue, Park and Trail programs have realized a 97% increase in volunteer organizations. Cleanup projects are being coordinated and completed most every weekend. The Annual Compost Bin Distribution program continues to be highly successful and this year the County began participating due to overwhelming community requests. Approximately 200 citizens participated in the compost education workshops. 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. City Manager’s office Deputy City Manager FY2004 Status Update: Annual Financial Plan 352 City of Flagstaff Appendix H – Council Goals GOAL STATEMENT QUALITY OF LIFE FY 2005 AND FUTURE WORK PROGRAM STRATEGIES Cultural Heritage: Through Public Art Advisory Committee we will continue to support a variety of public art projects throughout the community. RESPONSIBILITY Planning FY2004 Status Update: Exhibits continuing 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. Planning Explore the possibility of expanding the Downtown Historic District or the creation of new districts to help protect historic resources in our neighborhoods. FY2004 Status Update: Southside Urban Design Plan consultant selection is underway. City’s Historic Preservation Grants Program to commence in Spring of 2004. Cultural Heritage: Continue to serve as a repository for our community’s media based historic materials. Library FY2004 Status Update: The library is now better serving the Sunnyside area with the new East Flagstaff Community Library. 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. Parks & Recreation 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. FY2004 Status Update: While most core programming continues, several offerings will be discontinued due to budget cuts. These include: most adaptive recreation programs and leisure learning classes. Multi-Use/Multi-Generational Recreation Facility forwarded to Bond Advisory Task Force for 2004 bond package. Annual Financial Plan 353 City of Flagstaff Appendix H – Council Goals GOAL STATEMENT QUALITY OF LIFE FY 2005 AND FUTURE WORK PROGRAM STRATEGIES 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 Library Staff will work to secure grant funding to improve the technology based information systems. FY2004 Status Update: The Library is now better serving the Sunnyside area with the new East Flagstaff Community Library. Parks & Recreation: Through completion of the ’96 bond initiative, residents and visitors benefit from parks and recreation facilities, which offer improved amenities that promote quality of life through physical, social, and instructional programming. Parks & Recreation Community-wide priorities will be reviewed and selected through Master Plan updates for development and inclusion in future bond initiatives. FY2004 Status Update: Projects forwarded to the Bond Advisory Task Force for 2004 Bond package include: Aquatic Center Multi-Generational Center Snow Play Area Continental Regional Park Development Lake March Park – development and acquisition Aesthetics: Continue to improve the visual quality of Flagstaff’s environment through a variety of enhancement projects. Planning Through continued streetscape landscaping, preservation of public spaces and protection of important views whenever possible, we will preserve the essence of our mountain community. FY2004 Status Update: Open Space Bond Program developed for May 2004. Streetscape 5-year capital program budgeted and scheduled. Annual Financial Plan 354 City of Flagstaff Appendix H – Council Goals GOAL STATEMENT QUALITY OF LIFE FY 2005 AND FUTURE WORK PROGRAM STRATEGIES RESPONSIBILITY 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. Parks & Recreation CVB Planning Staff will continue teamwork with community partners to market and produce seasons of celebration, consistent with appropriate Flagstaff images. FY2004 Status Update: Community events staff continue to produce year-round special events. Staff serves on image committee, discussing enhancement of City’s usage and event production options. A standardized banner display format has been established. Pine Cone Festival banners have been installed. Parks and Recreation: Continue to improve and protect outdoor public recreation resources through education and interaction with park and trail users. Parks & Recreation Explore the possibility of park ranger program through use of both paid staff and volunteers. FY2004 Status Update: Park Ranger Program has not been implemented due to budget conditions. 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. Parks & Recreation FY2004 Status Update: Databases are being created to generate information resources for weeds and trees as available. GPS unit was cut in the budget. No archaeological databases are being pursued as we lost the staff member who held that expertise. Annual Financial Plan 355 City of Flagstaff 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. FY 2005 AND FUTURE WORK PROGRAM STRATEGIES RESPONSIBILITY 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. Employee Advisory Committee Human Resources FY2004 Status Update: HR with EAC are examining a possible retiree health insurance pre-funding mechanism. In FY 2003-04, Human Resources conducted the City’s annual market pay plan analysis that concluded the City was 5.54% below market. The Budget Team recommended - due to financial constraints - no market increase would be budgeted. Merit increases were given to those eligible. Presentations were made to EAC regarding the recommendation and reasoning. A $250 one-time payment to all benefit eligible employees was approved. Will conduct market survey for FY 04-05 consideration. An outcome of providing an excellent integrated and comprehensive level of service will be the establishment of an ongoing partnership with our citizens. Job Classifications: Review job descriptions to ensure positions are systematically classified. Human Resources Department Heads FY2004 Status Update: Reclassification and rezone requests are conducted annually as part of budget process. 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 FY2004 Status Update: Ongoing efforts within budget constraints As part of the position reduction policy, HR has money budgeted to assist employees in skill enhancement and development to assist in employee transfers due to position reduction. Annual Financial Plan 356 City of Flagstaff Appendix H – Council Goals GOAL STATEMENT ORGANIZATION SUPPORT FY 2005 AND FUTURE WORK PROGRAM STRATEGIES Employee Support: Evaluate current and proposed programs to ensure adequate financial and organizational support to successfully accomplish the goals. RESPONSIBILITY Department Heads Budget Teams FY2004 Status Update: As part of the position reduction program, each department prepared a prioritized review of each program. 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. City Manager Deputy City Managers OD Steering Committee FY2004 Status Update: Human Resources is preparing a succession planning report to Deputy City Manager. 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. FY2004 Status Update: A new evaluation process has been implemented and Human Resources is conducting supervisory training on how to properly use. Annual Financial Plan 357 City of Flagstaff Appendix I – Performance Measurement Through ICMA-CPM CODE ENFORCEMENT PERFORMANCE MEASUREMENT THROUGH ICMA - CPM 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: 6.0 5.0 4.0 3.0 2.0 1.0 0.0 Flagstaff All Jurisdictions 100,000 and Above Under 100,000 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 2002 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 generally responds quickly in comparison 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 2003 will be available in November 2004. 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. FIRE/EMS Residential Structure Fires per 1,000 Population Served 1.20 The City is learning 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 2002. 1.00 0.80 Flagstaff 0.60 0.40 100,000 and Above All Jurisdictions Under 100,000 0.20 FY 2002 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 1 Templates are completed in accordance with information availability. Not all sections in all templates are complete. Annual Financial Plan 358 City of Flagstaff Appendix I – Performance Measurement Through ICMA-CPM work orders, or may be billed based on a pre-determined amount of time for certain routine maintenance activities. Flagstaff fleet staff charge a high percentage of time related to both the large fleet the City maintains as well as a reduction in work force coupled with a staff member on light duty for most of the year. 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 This graph reflects that Flagstaff is significantly below other reporting entities for residential structure fires. HIGHWAYS AND ROAD MAINTENANCE Street Sweeping Expenditures per Capita EMS Responses per 1000 Population Served $5.00 100.00 $4.00 80.00 Flagstaff Flagstaff $3.00 All Jurisdictions 60.00 All Jurisdictions $2.00 100,000 and Above 40.00 100,000 and Above 20.00 Under 100,000 $1.00 Under 100,000 $- - FY 2002 FY 2002 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 EMS responses per 1,000 population served are based on the population served for EMS. In some 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 higher call volume when compared to jurisdictions of our size. This may be attributed to our high volume tourist population and proximity to two major interstates. FLEET MANAGEMENT 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 Hours Billed as a Percentage of Hours Available 74.00 72.00 Flagstaff 70.00 All Jurisdictions 68.00 100,000 and Above Winter months vary due to snow removal, with the priority areas being downtown, bike lanes, and main arterials to clear cinders. Under 100,000 66.00 64.00 FY 2002 Jurisdiction policies vary regarding the charge back of fleet management time to departments. Hours billed can be comprised either of straight time hours charged to Annual Financial Plan 359 City of Flagstaff Appendix I – Performance Measurement Through ICMA-CPM HOUSING INFORMATION TECHNOLOGY Number of Households assisted per $100,000 of Public Financial Assistance for Home Ownership Ratio of Work Stations (Intelligent and Dumb Terminals) to Total Jurisdiction FTE’s 30.00 0.80 25.00 0.60 Flagstaff 20.00 All Jurisdictions 15.00 100,000 and Above 0.20 Under 100,000 5.00 All Jurisdictions 0.40 100,000 and Above 10.00 Flagstaff - Under 100,000 FY 2002 FY 2002 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 lower number than other jurisdictions under 100,000. The mean for all jurisdictions of the ratio of workstations to FTE’s is 0.61 and Flagstaff has a mean of 0.44. Flagstaff had a total of 350 pieces of equipment compared to the average of 363 for other jurisdictions under 100,000. LIBRARY HUMAN RESOURCES Registered Borrowers as a Percentage of Service Area Population Sick Leave Hours Used per 1000 Hours Worked 80% 40.00 30.00 60% Flagstaff All Jurisdictions 20.00 All Jurisdictions 40% 100,000 and Above 10.00 Flagstaff 100,000 and Above 20% Under 100,000 Under 100,000 0% - FY 2002 FY 2002 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. 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 significantly lower than average sick leave use in comparison with all other jurisdictions. Annual Financial Plan Also, as Flagstaff is a City/County operation, the area of service for the library encompasses all of the Coconino County area. 360 City of Flagstaff Appendix I – Performance Measurement Through ICMA-CPM Operating and Maintenance Registered Borrower Expenditures other day time visitors) using the jurisdiction’s parks and 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. per $55.00 $50.00 Flagstaff POLICE SERVICES All Jurisdictions $45.00 100,000 and Above $40.00 Sworn and Civilian FTE’s per 1000 Population Under 100,000 $35.00 2.80 FY 2002 2.60 Flagstaff All Jurisdictions 2.40 Total operating and maintenance expenditures include actual expenditures for salaries, benefits, supplies, material acquisitions, and contract services (overhead and capital improvements are excluded). 100,000 and Above 2.20 Under 100,000 2.00 FY 2002 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. 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 population-unit 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. PARKS AND RECREATION Parks and Recreation FTE’s per 1000 Population 2.00 1.50 Flagstaff All Jurisdictions 1.00 DUI Arrests per 1000 Population 100,000 and Above 0.50 Under 100,000 20.00 - 15.00 FY 2002 Flagstaff All Jurisdictions 10.00 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, Annual Financial Plan 100,000 and Above 5.00 Under 100,000 FY 2002 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 361 City of Flagstaff Appendix I – Performance Measurement Through ICMA-CPM 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. also contributes. Both of these factors certainly impact the number of DUI arrests that occur in our area. PURCHASING Percentage of Purchasing Purchasing/Credit Cards Conducted Tons of Recyclable Material Collected as a Percentage of all Refuse and Recyclable Material Collected using 20.00% 4.00% 3.00% 15.00% Flagstaff All Jurisdictions 2.00% All Jurisdictions 10.00% 100,000 and Above 1.00% Flagstaff 100,000 and Above 5.00% Under 100,000 Under 100,000 0.00% 0.00% FY 2002 FY 2002 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. FY 2002 represented the second year the City of Flagstaff implement a Procurement Card (credit card) system 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 3.0% 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. The p-card was available to only approximately 20 staff members throughout the entire City. RISK MANAGEMENT Number of Worker Compensation Claim REFUSE AND RECYCLING Average Tons of Refuse Collected per Refuse Collection Account Days Lost 0.60 4 0.50 2 Flagstaff Flagstaff Under 100,000 FY 2001 FY 2000 FY 2002 Under 100,000 0.10 100,000 and Above FY2002 100,000 and Above 0.20 All Jurisdictions 0 All Jurisdictions 0.30 Worker’s 8 6 0.40 per FY 2002 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. 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 Annual Financial Plan 362 City of Flagstaff