2017 F L A G S TA F F, A R I Z O N A Photograph courtesy Tom Bean Photograph courtesy Tom Bean Photograph courtesy Tom Bean Photograph courtesy Tom Bean Photograph courtesy Tom Bean Open Space Life at a Higher Elevation City of Flagstaff Annual Budget and Financial Plan 2016-2017 Annual Budget and Financial Plan Fiscal Year 2016-2017 City of Flagstaff, Arizona CITY COUNCIL Jerry Nabours, Mayor Celia Barotz, Vice-Mayor Karla Brewster Coral Evans Jeff Oravits Scott Overton Eva Putzova BUDGET TEAM Josh Copley, City Manager Barbara Goodrich, Deputy City Manager Shane Dille, Deputy City Manager Shannon Anderson, Human Resources Director Rick Tadder, Management Services Director Stephanie Smith, Assistant to City Manager Brandi Suda, Finance Director PREPARED BY Maryellen Pugh, Finance Manager Heidi Derryberry, Finance Manager Stacey Brechler-Knaggs, Grants Manager Tricia Almendarez, Payroll Manager Matt Luhman, Accountant Megan Trout, Accountant Wanda Noffz, Accountant Marsha Jensen, Accountant Glorice Pavey, Finance Specialist Annual Financial Plan Page 3 City of Flagstaff .,, GOVERNMENT FINAN CE OFFICERS ASSOCIATION Distinguished Budget Presen tation Award PRESENTED TO City of Flagstaff Arizona For the Fiscal Year Beginning July 1, 2015 Executive Director Annual Financial Plan Page 4 City of Flagstaff TABLE OF CONTENTS INTRODUCTION Title Page ................................................................................................................ 3 Budget Award .......................................................................................................... 4 Table of Contents .................................................................................................... 5 Section Summary – Cross Reference Index in Section Number Order ................. 10 Users Guide .......................................................................................................... 12 City of Flagstaff Organizational Chart.................................................................... 13 City of Flagstaff Organization Chart Presented by Section ................................... 14 City Council ........................................................................................................... 15 TRANSMITTAL City Manager's Budget Message........................................................................... 19 Mission, Vision and Values .................................................................................. 25 City of Flagstaff – Council Goals ........................................................................... 26 BUDGET OVERVIEW Financial Resources Available ............................................................................. 29 Total Appropriations .............................................................................................. 29 Operating Expenditures by Division ...................................................................... 30 Budget Format and Process.................................................................................. 31 Format ........................................................................................................ 32 Relationship Between Funds, Divisions and Sections ............................... 32 Budget Process .......................................................................................... 34 Budget Calendar......................................................................................... 34 Assumptions and Strategies .................................................................................. 36 Economic Overview and Revenue Forecast ............................................... 36 Expenditures............................................................................................... 38 Fund Summaries ................................................................................................... 39 General Fund.............................................................................................. 39 Highway User Revenue Fund ..................................................................... 40 Transportation Fund ................................................................................... 41 Flagstaff Urban Trail Fund .......................................................................... 42 Library Fund ............................................................................................... 42 BBB Funds ................................................................................................. 43 Beautification Fund ............................................................................. 43 Tourism Fund ..................................................................................... 44 Arts and Science Fund ....................................................................... 44 Recreation Fund ................................................................................. 45 Economic Development Fund............................................................. 45 Other Funds................................................................................................ 46 Metropolitan Planning Organization Fund .......................................... 46 Housing and Community Services Fund ............................................ 46 EDA Revolving Loan Fund ................................................................. 47 Annual Financial Plan Page 5 City of Flagstaff Parking District Fund... ....................................................................... 47 Enterprise Funds ........................................................................................ 48 Utilities Fund ....................................................................................... 48 Sustainability and Environmental Management Fund......................... 49 Solid Waste Fund ............................................................................... 50 Airport Fund ........................................................................................ 51 Stormwater Fund ................................................................................ 52 Flagstaff Housing Authority ................................................................ 53 Five-Year Projections by Fund .............................................................................. 53 Revenues All Funds – Federal and State Grants ........................................................ 58 General Fund.............................................................................................. 58 BBB Funds ................................................................................................. 62 Highway User Revenue Fund ..................................................................... 62 Enterprise Funds ........................................................................................ 64 Capital Budget Relationship Between Operating and Capital Budget ................................ 68 Capital Improvement Plan .......................................................................... 68 Capital Plan Implications ............................................................................ 70 Debt Debt Capacity ............................................................................................. 71 Current Debt Position ................................................................................. 71 Debt Service ............................................................................................... 72 POLICIES AND PROCEDURES ........................................................................... 73 ISSUES AND UPDATES ..................................................................................... 79 FINANCIAL SUMMARIES Schedule A: Schedule of Estimated Revenues and Expenditures ............. 91 Schedule A-1: Total Resources and Appropriations Summary ................... 92 Schedule B: Expenditure Limitation and Tax Levy Information................... 93 Schedule C: Revenues Other Than Property Taxes................................... 94 Schedule C-1: Schedule of Grant Revenues .............................................. 98 Schedule D: Transfers and Proceeds from Other Sources ....................... 100 Schedule D-1: Schedule of Transfers Descriptions .................................. 101 Schedule E: Appropriations by Fund ........................................................ 103 Schedule E-1: Budget by Divisions and Sections..................................... 106 Schedule F: Budget Summary by Division of Expenditures ...................... 108 Schedule G: Full-Time Employee and Personnel Compensation ............. 110 Schedule H: Summary of Operating Capital ............................................. 111 Schedule I: Summary of Capital Improvement Program ........................... 114 Schedule J: Debt Service Requirements .................................................. 118 Schedule K: Five-Year Plans General Fund.................................................................................... 120 Library Fund ..................................................................................... 122 Annual Financial Plan Page 6 City of Flagstaff Highway User Revenue Fund ........................................................... 123 Transportation Fund ......................................................................... 124 Flagstaff Urban Trails Fund .............................................................. 125 Beautification Fund ........................................................................... 126 Economic Development Fund........................................................... 127 Tourism Fund ................................................................................... 128 Arts and Science Fund ..................................................................... 129 Recreation Fund - BBB..................................................................... 130 Housing and Community Services Fund .......................................... 131 Metro Planning Organization Fund ................................................... 132 EDA Revolving Loan Fund ............................................................... 133 Parking District Fund ........................................................................ 134 General Obligation Bond Fund ......................................................... 135 Secondary Property Tax Fund .......................................................... 136 Special Assessment Bond Fund ....................................................... 137 Perpetual Care Fund ........................................................................ 138 Capital Projects Fund - Non GO Funded Projects ........................... 139 Capital Projects Fund - GO Bond Funded Projects .......................... 140 Water, Wastewater and Reclaimed Water Fund............................... 141 Airport Fund ...................................................................................... 142 Solid Waste Fund ............................................................................. 143 Sustainability and Environmental Management Fund....................... 144 Stormwater Utility Fund .................................................................... 145 Flagstaff Housing Authority Fund ..................................................... 146 Schedule L: Summary of all Fiscal Activity ............................................... 147 DIVISION DETAIL GENERAL ADMINISTRATION ........................................................................... 149 City Manager (Includes Real Estate and City Clerk’s Office) (011) .......... 149 Human Resources (012) .......................................................................... 163 Risk Management (013) ............................................................................. 171 Information Technology (014) ..................................................................177 City Attorney (015) ................................................................................... 183 Flagstaff Municipal Court (016)................................................................. 189 MANAGEMENT SERVICES ............................................................................... 199 Management Services Administration (031) ............................................. 201 Purchasing (032) ...................................................................................... 202 Revenue (033) .......................................................................................... 206 Finance (034) ........................................................................................... 211 COMMUNITY DEVELOPMENT .......................................................................... 215 Community Development Administration (101) ........................................ 217 Engineering (102) ..................................................................................... 219 Capital Improvements (103) ..................................................................... 224 Planning and Development Services (104) .............................................. 227 Annual Financial Plan Page 7 City of Flagstaff Housing (105) ........................................................................................... 237 Community Housing Services (106) ......................................................... 240 Community Housing Grants (107) ............................................................ 240 Community Development Block Grants (108)........................................... 241 Flagstaff Housing Authority (109) ............................................................. 242 Flagstaff Metropolitan Planning Organization (MPO) (110) ...................... 245 FIRE… ................................................................................................................ 249 Fire (051) .................................................................................................. 251 Fire Grants (052) ...................................................................................... 256 POLICE ............................................................................................................... 257 Police (061) .............................................................................................. 259 Police Grants (062)................................................................................... 268 PUBLIC WORKS ................................................................................................. 269 Public Works Administration (151)............................................................ 271 Facility Maintenance (152)........................................................................ 273 USGS Campus (153)................................................................................ 275 Fleet Management (154) .......................................................................... 277 Parks (155) ............................................................................................... 279 Cemetery (157)......................................................................................... 283 Recreation Services (156) ........................................................................ 284 Street Maintenance (161) ......................................................................... 289 Solid Waste (165/166) .............................................................................. 292 Solid Waste - Landfill (165)....................................................................... 295 Solid Waste - Collections (166) ................................................................ 296 Sustainability and Environmental Management (170/171) ....................... 297 Sustainability (170) ................................................................................... 306 Environmental Management (171) ........................................................... 307 ECONOMIC VITALITY ........................................................................................ 309 Community Investment/Economic Development (201/213) ...................... 311 Community Investment (201).................................................................... 314 Economic Development (213) .................................................................. 315 EDA Revolving Loan (202) ....................................................................... 316 Beautification (211)................................................................................... 317 Tourism (214) ........................................................................................... 321 Visitor Services (215) ............................................................................... 325 Arts and Science (216) ............................................................................. 328 Airport (221).............................................................................................. 331 Parking District (231) ................................................................................ 334 Library Services (035/036/038)................................................................. 335 Library City Direct (035) ............................................................................ 341 Library County Direct (036)....................................................................... 342 Library Grants and County Wide Projects (038) ....................................... 343 Annual Financial Plan Page 8 City of Flagstaff UTILITIES ........................................................................................................... 345 Utilities Administration (300) ..................................................................... 347 Water Production (301) ............................................................................ 350 Water Distribution (303) ............................................................................ 354 Water Resource Management (304) ........................................................ 357 Utilities Engineering (305) ......................................................................... 362 Regulatory Compliance (306) ................................................................... 365 Wastewater Treatment Plant - Wildcat (311)............................................ 369 Wastewater Treatment Plant - Rio Plant (312)......................................... 373 Wastewater Collection (313)..................................................................... 376 Reclaimed Water (321) ............................................................................. 379 Stormwater (331) ...................................................................................... 380 NON-DEPARTMENTAL ...................................................................................... 383 Council and Commissions (401) ............................................................... 384 Non-Departmental (402) ........................................................................... 385 NAIPTA (404) ........................................................................................... 386 CAPITAL IMPROVEMENTS Capital Improvement Program ............................................................................ 389 Financing the Capital Plan .................................................................................. 390 Schedule of Capital Improvements...................................................................... 394 Project Descriptions ............................................................................................ 414 Capital Budget Impact on the Operating Budget ................................................. 424 Future Operating Budget Impacts ....................................................................... 426 Capital Improvement Program Summary ............................................................ 427 Unfunded Capital Projects (Schedule) ................................................................ 439 COMMUNITY PROFILE ...................................................................................... 443 APPENDIX AAuthorized Personnel/Position Summary ................................................ 457 BCity of Flagstaff Pay Plan ......................................................................... 467 CResolution for Budget Adoption ................................................................ 493 DOrdinance for Property Tax Levy .............................................................. 494 EGlossary ................................................................................................... 496 FAcronyms ................................................................................................. 502 Annual Financial Plan Page 9 City of Flagstaff CITY OF FLAGSTAFF, ARIZONA SECTION SUMMARY CROSS REFERENCE INDEX IN SECTION NUMBER ORDER # SECTION 011 012 013 014 015 016 031 032 033 034 035 035 036 038 051 052 061 062 101 102 103 104 105 106 107 108 109 110 151 152 153 154 155 156 161 165 166 170 201 202 City Manager ............................................................................................ 149 Human Resources .................................................................................... 163 Risk Management..................................................................................... 171 Information Technology ............................................................................ 176 Legal ......................................................................................................... 183 Flagstaff Municipal Court .......................................................................... 189 Management Services Administration ...................................................... 201 Purchasing................................................................................................ 202 Revenue ................................................................................................... 206 Finance ..................................................................................................... 211 Library Services ........................................................................................ 341 Library City Direct ..................................................................................... 341 Library County Direct ................................................................................ 342 Library Grants and County Wide Projects ................................................ 343 Fire ........................................................................................................... 251 Fire Grants................................................................................................ 256 Police Operations ..................................................................................... 259 Police Grants ............................................................................................ 268 Community Development ......................................................................... 217 Engineering .............................................................................................. 219 Capital Improvements ............................................................................... 224 Planning and Development....................................................................... 227 Housing .................................................................................................... 237 Community Housing Services................................................................... 240 Community Housing Grants...................................................................... 240 Community Development Block Grants .................................................... 241 Flagstaff Housing Authority....................................................................... 242 Flagstaff MPO........................................................................................... 245 Public Works Administration ..................................................................... 271 Facilities Maintenance .............................................................................. 273 USGS Campus ......................................................................................... 275 Fleet Services/Management ..................................................................... 277 Parks ........................................................................................................ 279 Recreation ................................................................................................ 284 Street Maintenance .................................................................................. 289 Solid Waste - Landfill ................................................................................ 295 Solid Waste – Collections ......................................................................... 296 Sustainability and Environmental Management ........................................ 297 Community Investment ............................................................................. 314 EDA Revolving Loan Fund ....................................................................... 316 Annual Financial Plan PAGE Page 10 City of Flagstaff 211 213 214 215 216 221 231 300 301 303 304 305 306 311 312 313 321 331 401 402 404 Beautification ............................................................................................ 317 Economic Development ............................................................................ 315 Tourism..................................................................................................... 321 Visitor Services ......................................................................................... 325 Arts and Science ..................................................................................... 328 Airport ...................................................................................................... 331 Parking District ......................................................................................... 334 Utilities Administration .............................................................................. 347 Water Production ...................................................................................... 350 Water Distribution ..................................................................................... 354 Water Resource Management .................................................................. 357 Utilities Engineering Services ................................................................... 362 Regulatory Compliance (Includes former 314) ......................................... 365 Wastewater Treatment - Wildcat .............................................................. 369 Wastewater Treatment – Rio Plant ........................................................... 373 Wastewater Collection .............................................................................. 376 Reclaimed Water ...................................................................................... 379 Stormwater ............................................................................................... 380 Council & Commissions ............................................................................ 383 Non-Departmental .................................................................................... 385 NAIPTA..................................................................................................... 386 Flagstaff Children's Music and Arts Festival (Flagstaff Recreation Services) Annual Financial Plan Page 11 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 and levels of services 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, budget summary and goals provide readers with a synopsis of the resource allocation priorities established by the City Council. Budget Overview - The budget overview provides a high-level overview of the budget, key policy issues, priorities and strategies which shaped the budget, the budget process and format, revenue assumptions and expenditure highlights. Policies and Procedures - The policies and procedures include excerpts of City fiscal and budget policies and procedures. Issues and Updates - Provides the key issues and updates considered during the budget process. 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. Division Detail - Each operating division summary provides a description, goals and objectives, major accomplishments of the current fiscal year, 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 community profile section includes information related to the City of Flagstaff, e.g., history, economic information and services. 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 and the City pay plan. For additional information, please call the Finance and Budget Office directly at (928) 213-2217. This budget document may also be viewed in Adobe Acrobat format on the City of Flagstaff website, www.flagstaff.az.gov under the Finance and Budget section. Annual Financial Plan Page 12 City of Flagstaff CITY OF FLAGSTAFF Citizens of Flagstaff City Council (Elected) Special Committees (Appointed) Flagstaff Municipal Court Magistrates (Appointed) City Court Boards and Commissions (Appointed) 1 City Manager (Appointed) 1 Deputy City Manager City Attorney (Appointed) 1 Deputy City Manager Legal Administration City Clerk Fire Community Development Human Resources Economic Vitality Risk Management Information Technology Police Management Services Public Works Real Estate Utilities Annual Financial Plan Page 13 City of Flagstaff CITY OF FLAGSTAFF Citizens of Flagstaff City Attorney 01-015 City Council Judges City Manager 01 Flagstaff Municipal Court Admin Communications 01 Administration 01 Deputy City Manager 01-011 Risk Management 01-013 Public Works 06 Deputy City Manager 01-011 HR 001-012 City Clerk 01-011 Police 04 Admin 151 Patrol Facilities 152 Support Services USGS Campus 153 Grants 062 IT 014 Economic Vitality 07 Community Investment 201 Parks 155 SEMS 170 Tourism 214 WWater Treatment Rio 312 Economic Development 213 Street Maint 161 SW - Landfill 165 Arts and Sciences 216 SW - Collections 166 Beautification 211 Fire 03 Library (City) 035 Operations 051 Library (County) 036/037 Wildland Library (Grants/CW Projects) 038 Parking District Administration Operations 300 WWater Treatment-WC 311 EDA Rev. Loan 202 Recreation 156 Utilities 08 Airport 221 Visitor Services 215 Fleet 154 Grants 052 Real Estate 01-011 Water Distribution 303 Water Treatment /Production 301 Wastewater Collection 313 Water Resources 304 Utilities Engineering 305 Stormwater Management 331 Regulatory Compliance 306 Reclaimed Water 321 231 Mgt Services 02 Purchasing 032 Revenue 033 Finance 034 Community Development 05 Planning and Development 104 FMPO 110 Engineering 102 Capital 103 Housing/FHA 105/109 Annual Financial Plan Page 14 City of Flagstaff City Council Mayor Jerry Nabours "My goal is to make Flagstaff a great place to do business, to live and to raise children. I want to make every other city jealous!" So says Jerry Nabours, Flagstaff's Mayor. Jerry has been an attorney in Flagstaff for 38 years. Much of his practice brought him to City Hall. He is well experienced in land development, zoning, construction and business issues. Jerry has been president of the Northern Arizona Building Association and served six years on the board of directors of the Chamber of Commerce. He retired from law and was elected Mayor in 2012. Jerry has been recognized for his service with civic organizations such as the Lions Club, Goodwill Industries, SunSounds, Paws to Read and others. He has been married to Barbara for 35 years and they raised two children in Flagstaff. Both Jerry and Barbara are natives of Arizona and graduates of Northern Arizona University. Vice-Mayor Celia Barotz Vice-Mayor Celia Barotz was re-elected to a second four-year term on the Flagstaff City Council in November 2014, receiving the most votes in both the primary and general elections. She was selected by the Council to serve as Vice-Mayor from 2014-2016, a position she also held during the first two years of her first term in office. Celia ran for the Flagstaff City Council after serving seven years on a wide variety of local boards and commissions, including the Coconino County Planning and Zoning Commission, City of Flagstaff Planning and Zoning Commission, Water Commission, Open Spaces Commission, Board of Adjustment and Mountain Line Citizen’s Review Commission. Celia has served as the City Council liaison on the Flagstaff CityCoconino County Public Library Board and the Flagstaff Arts Council. She is serving her sixth year as the City Council representative on the Board of and Northern Arizona Intergovernmental Public Transportation Authority (NAIPTA). For 2014-2016, Celia will also serve as the City Council representative on the Economic Collaborative of Northern Arizona (ECONA) Board of Directors. Celia’s professional experience includes practicing real estate and land use law, coordinating the Alternative Dispute Resolution (ADR) Program for Coconino County Superior Court in Flagstaff and mediating and arbitrating civil and family law cases. She earned a Bachelor of Science, cum laude, from the University of Vermont, and a Juris Doctor from Tulane University. She is a member of the Connecticut Bar. Celia loves to explore the Flagstaff Urban Trail System, hike with her dog Bailey in the forests around Flagstaff, knit, weave pine needle baskets, read, and practice yoga. Annual Financial Plan Page 15 City of Flagstaff Councilmember Karla Brewster Karla Brewster was re-elected to the Flagstaff City Council in May 2012. She was first elected in May 2008. A native of Oregon, Karla lived most of her life in the Phoenix area until moving to Flagstaff in 1998, where she enjoys our diversity, friendly people and beautiful community. Karla represents all citizens of Flagstaff with a vision and leadership for thoughtful foresighted planning in growth, open spaces, water and alternative energy sources. She believes that a community that doesn’t move forward in economic development and redevelopment through encouraging businesses to locate or expand in Flagstaff will lose what they value, as biking, hiking trails, open spaces and parks require funding through our tax base. Our quality of life, our sense of place in Flagstaff for today and for the future depends upon economic growth that allows citizens to earn a living wage here. Karla is currently serving on the Northern Arizona Intergovernmental Transportation Authority (NAIPTA) and the Library Board. Throughout her term on the City Council she has also served on the Open Spaces Commission, as an alternate to the Colorado Plateau Water Advisory Commission, Board of Adjustments, and the Economic Collaborative of Northern Arizona (ECONA). Karla has earned degrees from Arizona State University (B.A. in Education), and University of Northern Colorado (M.A. in Education). Karla works at Northern Arizona University (NAU). She is the president of the Democratic Women of Northern Arizona, past president of Classified Staff Advisory Council at NAU, and past president of the Organization of Administrative Support Staff at NAU. She was in the first class of Glendale's (AZ) Leadership Program. Councilmember Coral Evans Council member Coral Evans was elected to her second four-year term in May, 2012 and served as Vice-Mayor from May 2012 to November 2014. She is the third generation of her family to live in Flagstaff. Her family (the Dorsey’s) have been an active part of the Flagstaff and greater Northern Arizona community since the early 1900’s. In addition to serving on Council, Coral is the Executive Director of a nonprofit organization (the Sunnyside Neighborhood Association of Flagstaff, Inc.). Presently, Coral is pursuing a Ph.D. in Education with an emphasis in sustainability; she holds a master’s degree in Business Administration and a bachelor’s degree in Business Management. Coral is certified nationally in workforce development and public participation practices and is a graduate of the Flagstaff Leadership Program. Coral is a Flinn-Brown Foundations Center for Civic Leadership Fellow. Coral’s recognitions include the Chamber of Commerce Athena Award, the United Way of Northern Arizona Community Builder Award and the Soroptimist's Women of Distinction Award for Economic and Social Development. In 2011, Coral was recognized as a "Rising Star" by Arizona's List. Coral believes in a balanced approach to the stewardship of community resources and is passionate about creating opportunities that allow for civic engagement, civil discord, community revitalization and genuine sustainability and advancement for Flagstaff citizens. Annual Financial Plan Page 16 City of Flagstaff Councilmember Jeff Oravits Jeff Oravits was elected to a four-year term on the Flagstaff City Council in 2012. Jeff has extensive business experience in the Flagstaff community. He has founded several successful companies, all based in Flagstaff. Jeff has worked hard since getting elected to ensure that taxpayer resources are used ethically and spent conservatively. He has and continues to be a major advocate for refocusing priorities at City Hall to core functions such as paving our streets and fixing our infrastructure. As an active member of the community he has served as chair of the Flagstaff Water Commission, as a member of the Chamber of Commerce Government Affairs Committee and on the Fourth Street Steering Committee. He has also served on the Storm Water Advisory Committee, Flagstaff Metropolitan Planning Organization, Northern Arizona Municipal Water Users Association and various other organizations over the years. Jeff has been married to Angela for 17 years and has two young daughters and a son and is proud to call Flagstaff home for over 25 years. Councilmember Scott Overton Councilmember Scott Overton was elected to the Flagstaff City Council in May 2006, re-elected in 2010 and 2014, and served as the Vice-Mayor from 2006-2008. He is a Flagstaff native and graduate of Sinagua High School and Northern Arizona University. His leadership role is based on a solid foundation of experiences as a small business owner and an instructor in the Flagstaff Unified School District teaching technical education courses at Flagstaff High School. Councilmember Overton graduated with a Bachelor of Science degree in Industrial Technology Education in 1996 and a Master of Education degree in Educational Leadership in 2002. He currently operates a small construction company, SR Overton Construction. Councilmember Overton has an interest in providing a reasonable, common sense, working approach in addressing issues and concerns facing the citizens of Flagstaff. He will continue to utilize his personal ethics and professionalism to serve the City of Flagstaff to the best of his ability. Annual Financial Plan Page 17 City of Flagstaff Councilmember Eva Putzova Councilmember Eva Putzova was elected to the Flagstaff City Council in November 2014 with the most votes a first-time council candidate has received in the history of Flagstaff’s municipal elections. Eva was born and raised in Slovakia and made Flagstaff her home in 2000. With an academic background in economics and marketing, she started her professional career at Southwest Windpower and, in 2003, began working for Northern Arizona University, where she is currently Director for Strategic Planning. In addition to earning her master’s degree from the University of Economics in Bratislava, Slovakia, Eva completed leadership programs at Harvard University and Cornell University. Since 2007, she has also operated a professional services consulting company and occasionally works with clients from the public and private sectors. For six years, Eva was an active board member of Friends of Flagstaff’s Future - a multi-issue organization that advocates for a socially and environmentally just Flagstaff. Over the years, she has also contributed to the goals of local commissions and committees, including the Regional Plan Citizen Advisory Committee, Coconino Community College Citizen Review Panel, Citizen Review Commission for Flagstaff Regional Five-year and Long-Range Transit Plan, and the Greater Flagstaff Economic Council. Annual Financial Plan Page 18 City of Flagstaff July 5, 2016 Mayor and Council: The Flagstaff City Charter designates to the City Manager the responsibility to recommend an annual budget to the City Council. This is among the most important tasks of the City Manager and represents a significant investment in both time and energy for myself and City staff. With this letter, I transmit the City Manager's FY 2017 budget. This recommended budget provides a solid foundation upon which the City Council can deliberate and determine a plan on how best to allocate municipal revenues to further the City's mission of protecting and enhancing the quality of life of its citizens. Among our highest duties is the responsibility to remain fully accountable and transparent in the prudent use of public funds. This budget constitutes a collaboration with the City Council that began last December when we met to discuss Council’s goals and budget priorities. At that time the City Council indicated its preference to focus on the following priorities for FY 2017: • • • • • • Employee Compensation and Investment Economic Development Strategies Infrastructure Assist Most Vulnerable Populations Regional Plan Implementation Transportation We met again in February to further refine your priorities and discuss our fiscal challenges. I believe that this budget reflects a commitment to furthering your budget priorities in a meaningful and strategic manner. For consistency in communications, it was helpful that your budget priorities were already aligned with several of your Council goals which were adopted in December 2014 and revised in 2015. FY 2017 Budget Summary General Fund All Other Funds Total City Budget FY 2017 $63,513,733 $201,480,425 $264,994,158 Change from FY 2016 $2,555,587 (4.2% increase) $20,720,974 (11.5% increase) $23,276,561 (9.6% increase) In the FY 2016 budget, Council approved the funding of some one-time personnel expenses for the purposes of improving recruitment and retention of employees and providing better City services. Examples included dispatch shift differential pay and attraction/retention funding, Library employee hours at both the Main and East Flagstaff Branches and the snow removal stipend. We evaluated these one-time personnel expenses in the context of whether they were successful in achieving their desired results and, if so, endeavored to fund them with recurring dollars in the FY 2017 recommended budget. Annual Financial Plan Page 19 City of Flagstaff Fund Accounting The City uses funds to report its financial position and the results of its operations. Fund accounting ensures financial resources are segregated by certain governmental functions or activities. Fund accounting also supports legal compliance and aids overall fiscal management practices. A fund is a separate accounting entity with a self-balancing set of accounts, which includes assets, liabilities, fund equity, revenues and expenditures. More information on fund accounting and the City’s financial structure can be found in the next section of the Budget Overview. Revenues Recurring revenues are the portion of City funds that can reasonably be expected to continue year over year with a certain degree of predictability. Property and sales taxes are an example of recurring revenues. One-time revenue is money that the City receives that we do not expect to reoccur in subsequent fiscal years. Primary sources of one-time revenue include: unspent funds from the prior fiscal year, grants, bonds and atypical revenue from a particular industry. The latter is most commonly associated with the auto and construction industry. Auto sales vary widely from year-to-year. Consequently, when sales tax associated with the auto-industry is atypically high, we carry most of that forward as one-time revenue. The City budgets the construction industry the same way. At the February budget retreat Council expressed confidence that its priorities and goals could be accomplished in the coming year without the need to find additional revenues through increased taxes or fees. We have approximately $2.5 million in one-time dollars and $2.6 million in ongoing dollars to allocate in the General Fund for FY 2017. The following is a breakdown of one-time and ongoing available funding per fund: Fund General Fund Library Housing and Community Services Highway User Revenue BBB Funds Beautification Economic Development Tourism Arts and Science Recreation Environmental Management Solid Waste Housing Authority Stormwater Water Wastewater Reclaimed Water Annual Financial Plan One-Time Available Ongoing Available $2,451,000 $2,617,000 190,000 230,000 2,203,000 160,000 240,000 100,000 700,000 110,000 500,000 25,000 378,000 375000 500,000 300,000 - Page 20 50,000 100,000 290,000 55,000 50,000 20,000 68,000 98,000 145,000 400,000 50,000 City of Flagstaff Expenditures Even though we find ourselves in a relatively better financial position for the coming year, we are still recovering from the effects of the “great recession” and the necessary constraints it has placed on our spending over the past five years. Last year’s budget reflected good progress towards restoring City services to a level consistent with the expectations of City Council and our community. However, with revised service level requests from across the organization for new spending in excess of $17.3 million dollars we were challenged to deal with the lingering pent up demand. I called upon our Leadership Team to help prioritize the $4.5 million in new personnel requests. The FY 2017 recommended budget provides for $11.3 in new spending over last year for personnel, equipment and services which means that many of this year’s requests from the various City divisions were denied. In addition, many of the ongoing requests were only approved as one-time expenditures as ongoing dollars were limited. The FY 2017 budget is structurally balanced in accordance with the requirements of our City Charter and state law. As in previous budgets, we split both revenue and expenditures between recurring and one-time within each fund. Identifying ongoing revenues is helpful in understanding the degree of impact the expenditure change can make on the level of service and/or Council goals and priorities. Employee compensation/investment, economic development strategies, transportation and infrastructure and assisting the most vulnerable populations were high on Council’s list of budget priorities for FY 2017. General Fund Ongoing New Investment Council Budget Priorities 10% 5% Employee Investment 10% Other Council Goals Other Budget Needs Other Budget Priorities 75% Total excludes $214,000 in offsets Annual Financial Plan Page 21 City of Flagstaff General Fund - New One-Time Investments FY 2017 Budget 15% 20% Employee Investment Public Infrastructure and Services 3% Transportation Regional Plan Implementation 13% Economic Development 0% Assist the Most Vulnerable 2% Other Council Goals 0% Other Budget Needs 47% Total excludes $1.4m in offsets Employee Compensation and Investment This year I am recommending a three year strategy to bring all City pay structures up to market and this is built into all five year plans. This has been a goal of Council for the past few years and is supported by our Employee Advisory Committee (EAC). The recommended budget includes ongoing dollars for employee compensation for both FY 2017 and FY 2018. While some positions that are further below market will receive more than those positions closer to market, City employees will receive a minimum of a 2% increase unless they are at or above the maximum of the proposed pay structure. Another achievement is the funding of public safety pension increases with ongoing dollars from FY 2017 forward. Previously, approximately $750,000 of this expense was funded with one time dollars. It should be noted that this includes an increase of $240,000 for FY 2017 alone. This helps us to maintain a strong fiscal position with a structural balance that pays for ongoing fixed expenses with recurring dollars. Finally, I think we were able to make some good progress towards achieving Council’s other budget priorities and goals in the City Manager’s recommended budget. Even with finite resources I was surprised of how much we were actually able to accomplish in the revised service level requests from the various divisions. I will say that this year the Budget Team was primarily concerned with making sure that we have the capacity in both staffing and other resources to keep up with current demand while strategically positioning ourselves to better respond to anticipated additional workload in FY 2017. In order to invest in the training and development of our employees across the organization I am recommending a one-time appropriation of $70,000 for Citywide “Investing in You” Training which includes such topics as communications skills, ethics and leadership. Annual Financial Plan Page 22 City of Flagstaff Staffing The FY 2017 recommended budget includes six new permanent staff positions in the General Fund, including two that are funded with 100% direct offset, and a total of five new permanent positions throughout all other funds. These eleven new staff positions help achieve Council’s budget priorities and goals and are designed to meet current service levels, build required infrastructure and facilitate continued economic development: • Building Inspector • Fire Inspector • GIS Administrator • Payroll Specialist • Court Collections Specialist (prior year 1x) • Animal Control Officer (offset with parking officer) • Utilities Stormwater Project Manager • Water Conservation Specialist • Parking Manager (1) and Parking Compliance Officers (3) • Volunteer Coordinator (additional .52 FTE) • Additional hours for HR Analyst Ongoing The FY 2017 recommended budget also includes staffing solutions on a temporary basis: • Library Clerk/Specialist – part time, six months, one-time • Collection Specialist – Court - one-time, revenue target – funded outside of General Fund • Contract Specialist – one-time for two years • Admin Assistant – Court – one-time – funded outside of General Fund • Admin Specialist – Housing – part-time, contract, one-time – funded outside of General Fund • Civilian Paramedic – CART/ Fire Department – one-time • Community and Neighborhood Liaison with NAU – one-time for two years • Court Administrative Assistant – one-time Economic Development Strategies The City of Flagstaff continues to invest in growing the local economy in a diverse manner with positive results indicated through increased wages and revenues. Some investments the City has made and continues to make include Downtown, Auto mall, Southside revitalization, Northern Arizona Center for Entrepreneurship and Technology Incubator and Accelerator, and the newly formed Parking District. As a regional hub in northern Arizona, Flagstaff continues to look at retail development to decrease leakage to the larger metropolitan areas. In addition, the City has a robust tourism industry that continues to outpace both state and nationwide recovery numbers. In addition, the City looks to enhance primary high wage sectors including the biosciences, astronomy, advanced manufacturing, health care and digital products. These efforts have come about through a multi-pronged approach that includes internal change (making it ‘easier’ to do business within the City) as well as direct assistance that encourages existing and new businesses. Transportation and Infrastructure Another residual effect of recessionary budgeting is the adverse impact to transportation and infrastructure. In the past few budget years we have managed to provide additional funding for critical City infrastructure and improvements to transportation which aligns well with Council goals. This year’s recommended budget continues this investment with approximately $81 million, including $20 million in new capital expenditures, across all funds, for improvements to Annual Financial Plan Page 23 City of Flagstaff community assets like the Flagstaff Urban Trail System (FUTS), Flagstaff Pulliam Airport, the landfill, and water/wastewater utilities, just to name a few. In addition, there is another $28 million for improvements to streets and transportation infrastructure that is funded through a combination of Highway User Revenue Funds (HURF), transportation tax and Proposition 406 dollars. In the General Fund alone we have identified $1.5 million in one-time and another $200,000 in recurring funding for needed repairs and maintenance to many of our City buildings. Other highlights of this recommended budget include $850,000 to construct the Sunnyside phase 5-D improvements, traffic signal enhancements to help alleviate congestion, and $150,000 to begin a catastrophic fund for future IT hardware and software needs. Assist Most Vulnerable Populations During our February retreat Council engaged in helping to define who comprises our most vulnerable. The result was a better understanding that this means those in our community who, through, no fault of their own, struggle to live and have consistent access to those basic human needs such as food, shelter and clothing. We heard from Council that it would like us to consider short and long term solutions and leverage our resources by emphasizing partnerships when possible. Additionally, Council recognized that the high costs associated with housing in our community create an additional burden for those who are already struggling to make ends meet. In support of this Council budget priority, we focused our efforts on maintaining current programming and services. Summary of Changes since City Manager Proposal in April In April, the Council provided additional direction on an additional $1,113,000. This direction has been incorporated into the budget and includes: • $80,000 Public Safety Uniform Allowance • $125,000 Public Safety Overtime • $50,000 Southside Neighborhood Plan • $229,000 Service Partner Contract Increases/Memberships (B&G, FACTS, NACASA, Humane Society, FAC-STEM, AZ-Mexico Commission) • $61,000 Downtown Library Sunday Hours • $59,000 Siler Homes After School Program • $34,000 Pay Increase for Part-time/Non-Benefit Eligible Employees • $475,000 Facility Contingency Fund Summary in General Fund The budget for FY 2017 presents a financially sustainable plan under which to perform City services and operations in a manner which helps to achieve City Council priorities and goals. My focus with the Budget Team and Leadership for this year’s budget was to make sure that we were taking care of our current personnel and responsibly maintaining the infrastructure we already have before adding anything else. I believe that this recommended budget reflects that commitment while also situating ourselves to be responsive to those areas where we expect to see increases in demand for City services in the coming year. Full five year plan summaries for all other funds can be found in the budget book. Also, enclosed in the budget book is an economic outlook for the City of Flagstaff. Respectfully Submitted, Josh Copley City Manager Annual Financial Plan Page 24 City of Flagstaff The City of Flagstaff Service At A Higher Elevation Mission To protect and enhance the quality of life of its citizens Vision The City of Flagstaff is a safe, diverse, vibrant, and innovative community with a unique character and high quality of life. The City fosters and supports a balance of economic, environmental, educational, and cultural opportunities. Values Teamwork Accountability Communication Quality Leadership Annual Financial Plan Page 25 City of Flagstaff City of Flagstaff City Council Goals: 2015 – 2017 Revised December 2015 1) Invest in our employees and implement retention and attraction strategies • Bring all City employees up to market pay • Invest in training and development in our staff • Fund pensions at the minimum recommended contribution levels to assure ongoing plan viability • Participate in the evaluation and implementation of a pension plan structure that will provide a secure and sufficient benefit to retirees within a sustainable cost structure for the employer and the employee 2) Ensure Flagstaff has a long-term water supply for current and future needs • Identify financing, plan for and construct red gap waterline • Secure ROW • Review current water rates structure • Integrate conservation strategies into all water resource management • Expand the use of reclaimed water 3) Provide sustainable and equitable public facilities, services, and infrastructure systems in an efficient and effective manner to serve all population areas and demographics • Rio de Flag - Complete 100% plans, Limited Re-evaluation Report (LRR) and identify financing strategy • Construct Core Services Maintenance Facility at McAllister Ranch • Explore stadium and arts district • Maintain existing infrastructure by investing in ongoing maintenance and operations to get closer to target condition • Design, finance and construct courthouse • Enhance library hours 4) Develop and implement guiding principles that address public safety service levels through appropriate staffing levels Annual Financial Plan Page 26 City of Flagstaff City of Flagstaff City Council Goals: 2015 – 2017 Revised December 2015 5) Explore and adopt policies to lower the costs associated with housing to the end user • Understand and support increasing housing availability in conjunction with Flagstaff Housing Authority (FHA) • Facilitate exploration of financing tools and models that meet the needs of affordable rental community • Review regulatory documents in regard to the complexity of housing affordability • Support creative partnerships around workforce housing 6) Provide a well-managed transportation system • Identify financing strategies to support the transportation system • Identify specific projects that will help relieve traffic congestion • Consider geographic/behavioral/social solutions that will help relieve traffic congestion • Support partnerships and explore solutions that will help relieve traffic congestion 7) Continue to implement the Flagstaff Regional Plan and focus efforts on specific plans • Identify and address gaps in Regional Plan • Identify priorities for specific plans 8) Improve effectiveness of notification, communication, and engagement with residents, neighborhoods and businesses and about City services, programs, policies, projects and developments • Review what, when and how Council and public are notified about development projects • Identify opportunities for collaborative outreach among Council members and key community stakeholders 9) Improve the economic quality of life for Flagstaff through economic diversification, and by fostering jobs and programs that grow wages and revenues. 10) Support and assist the most vulnerable • Focus on comprehensive economic and social support systems • Provide direct assistance through service contracts for social services • Assist and decrease the number of and assist the working poor 11) Ensure that we are as prepared as possible for extreme weather events • Present resiliency and preparedness goals to Council Annual Financial Plan Page 27 City of Flagstaff New Year's Eve Pine Cone Drop (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 28 City of Flagstaff BUDGET OVERVIEW The City of Flagstaff FY 2017 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 balances not only financially, but also equally as important, balances the allocation of resources among operating requirements, capital needs, debt burden and strong reserves for future needs and contingencies. This section briefly describes the documents Format and Process; Assumptions and Strategies which formed the working parameters of the budget development; Fund Summaries; highlights of Appropriations, Revenues and Capital Improvements Plan (CIP) for FY 2017; and Debt Structure, which are the operating framework of the Financial Plan. TOTAL APPROPRIATIONS FINANCIAL RESOURCES AVAILABLE Sales/Franchise Taxes Intergovernmental Revenue Property Taxes State Revenue Transportation Tax Library District Tax Highway User Tax BBB Tax Enterprises (A) Other Revenue (B) Fund Balance/Other Financing $ $ Enterprises (A): Water Wastewater Airport Solid Waste Sustainability and Env Mgmt Stormwater Utility Flagstaff Housing Authority $ $ Other Revenue (B): Licenses and Permits Vehicle License Tax Charges for Services Fines and Forfeits Investment Earnings Miscellaneous $ $ Fund Balance/Other Financing 36.7% 21,183,310 18,846,780 11,612,535 14,673,071 18,912,924 4,465,820 7,149,600 7,373,000 44,634,723 19,179,893 96,962,502 264,994,158 8.0% 7.1% 4.4% 5.5% 7.1% 1.7% 2.7% 2.8% 16.8% 7.2% 36.7% 100.0% 16,986,426 10,632,154 1,801,965 11,581,437 993,288 1,610,453 1,029,000 44,634,723 General Administration Management Services BBB (A) Community Development Economic Vitality Fire/Police Utilities Public Works Airport Solid Waste SEMS Stormwater Utility Flagstaff Housing Authority Non-Departmental Contingency $ $ BBB Tax Funds (A): Beautification Tourism Economic Development Arts and Science Recreation 1,921,680 2,788,408 2,985,550 3,298,980 843,025 7,342,250 19,179,893 $ $ Sales/Franchise Taxes 8.0% Community Development 9.5% 10,973,306 3,822,504 13,880,241 25,103,248 8,597,264 32,884,735 35,256,194 26,109,038 8,538,872 14,336,577 1,112,224 4,275,626 6,636,386 68,564,585 4,903,358 264,994,158 4.1% 1.4% 5.2% 9.5% 3.2% 12.4% 13.3% 9.9% 3.2% 5.4% 0.4% 1.6% 2.5% 25.9% 2.0% 100.0% 8,440,171 2,168,077 1,220,926 757,640 1,293,427 13,880,241 Economic Fire/Police 12.4% Vitality 3.2% Utilities 13.3% Public Works 9.9% Intergovernmental Revenue 7.1% Property Taxes 4.4% Other Revenue (B) 7.2% Enterprises (A) 16.8% BBB Tax 2.8% Highway User Tax 2.7% State Revenue 5.5% Transportation Tax 7.1% Library District Tax 1.7% "WHERE THE MONEY COMES FROM" $264,994,158 Annual Financial Plan Page 29 Airport 3.2% BBB (A) 5.2% Management Services 1.4% Solid Waste 5.4% SEMS 0.4% General Administration 4.1% Contingency 2.0% NonDepartmental 25.9% Flagstaff Housing Authority 2.5% Stormwater Utility 1.6% "WHERE THE MONEY GOES TO" $264,994,158 City of Flagstaff The following graphs depict total appropriations for the FY 2017 budget by major classifications and major types. APPROPRIATIONS BY CLASSIFICATION APPROPRIATIONS BY CLASSIFICATION Operations $ 121,356,179 Equipment 12,379,196 Capital Improvement Projects 108,971,970 Debt Service 17,383,455 Contingency 4,903,358 $ 264,994,158 Equipment 4.7% Operations 45.8% Contingency 1.8% Debt Service 6.6% Capital Improvement Projects 41.1% APPROPRIATIONS BY TYPE APPROPRIATIONS BY TYPE Personnel Services Contractuals Commodities Capital $ $ 68,989,725 68,659,445 10,611,007 116,733,981 264,994,158 Personnel Services 26.0% Contractuals 25.9% Commodities 4.0% Capital 44.1% OPERATING EXPENDITURES BY DIVISION City operations include the traditional municipal services that citizens expect their local government to provide. Operating expenditures exclude capital improvements, capital equipment, debt service and reserves. The division budgets are presented to include section budgets and divisional (organizational structure) responsibilities as defined by the City Code. OPERATING BUDGET OPERATING BUDGET * General Administration Community Development Management Services Economic Vitality Fire Police Public Works Utilities Non-Departmental $ $ * Exclusive of Debt Service Annual Financial Plan $ 10,293,976 11,901,580 3,790,504 13,094,291 11,874,200 20,015,658 23,096,634 14,146,216 13,143,120 121,356,179 17,383,455 Page 30 Public Works 19.0% Police 16.5% Fire 9.8% Utilities 11.7% Economic Vitality 10.8% Management Services 3.1% NonDepartment 10.8% Community Development 9.8% General Administration 8.5% City of Flagstaff General Administration activities comprise 8.5% of the budget ($10.3 million). The services within General Administration provide for the overall management and administration of the City as well as enforcement of municipal laws through legal support and the courts. This group consists of City Manager, City Attorney, City Court, Human Resources, Risk Management and Information Technology. Community Development (CD) comprises 9.8% of the operating budget ($11.9 million). The services in this division include CD Administration, Planning and Development Services, Engineering, Capital Improvements, Housing, Flagstaff Metropolitan Planning Organization (FMPO), Community Redevelopment Services and Flagstaff Housing Authority. The services provided by this division meet the current needs of the community and plans for the future. Management Services comprises 3.1% of the operating budget ($3.8 million). The division encompasses those activities that provide administrative support and services including financial services, budgeting, purchasing, customer service, grants management and sales tax. Fire Department services comprise 9.8% of the operating budget ($11.9 million). The division’s public safety programs provide both personal safety in the community with proactive attention to preventable disasters and sense of well-being through timely emergency response. Police Department activities comprise 16.5% of the operating budget ($20.0 million). Public safety programs provide personal safety in the community by promoting a community free of crime and assured response in emergency situations. Public Works activities are provided by eight sections that account for 19.0% of the operating budget ($23.1 million) excluding debt service requirements for streets of ($675,000). The services provided include: recreation services, solid waste operations, environmental management services, sustainability, maintenance of all public facilities and public infrastructure including streets, parks and fleet services. Economic Vitality activities comprise 10.8% of the operating budget ($13.1 million) excluding debt service requirements for Airport ($260,000), Business Incubator ($260,000) and Parking District ($90,000). The division includes the following sections: Community Investment, Tourism and Visitor Center, Airport, Arts and Science, Urban Design, Streetscape, Parking District and Economic Development. In addition, the division includes the operations of the City/County public library system. Utilities comprise 11.7% of the operating budget ($14.1 million), excluding $4.1 million in debt service requirements. There is one administrative section responsible for management of water, wastewater, reclaimed water and stormwater activities. Five operating sections within water operations and three sections within wastewater operations provide services that promote a clean and healthy community by providing a safe water supply and proper waste disposal. There is also one section for Reclaimed Water. The Stormwater Utility is also included here, inclusive of the Spot Improvement Program, Drainage Program, the Rio De Flag project and Engineering and Master Planning. Non-Departmental operations comprise 10.8% of the budget ($13.1 million) exclusive of $11.9 million in debt service. The Council and Commission, Transit, Special Assessment and Non-departmental budgets account for expenditures that benefit City operations as a whole. BUDGET FORMAT AND PROCESS The budget and financial plan for the City of Flagstaff 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 which were provided by recommendations from 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 available 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 to be provided is defined. The staffing level needed to provide the service level deemed appropriate by Council is then determined. Additionally, funding requirements and level of effort to be provided are established. Annual Financial Plan Page 31 City of Flagstaff Format The Division Detail presents each operating activity at the section level. It includes each section’s Mission, Program Description, FY 2016 Accomplishments, FY 2017 New Initiatives and Goals, Performance Measures, and Financial Summary. The performance measures look at the efficiency and/or effectiveness at the program level. 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 2015, Estimated Expenditures for FY 2016, and the Adopted Budget for FY 2016 and FY 2017. Expenditures are shown by category and program. The comparatives in the Financial Summaries section are presented at the fund level and the division level to aid section and program managers in budget tracking and accountability. Categories presented are:     Personnel 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.) Fund, Division and Section 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, 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. Within each fund there may be several divisions. Divisions also may encompass several funds. The division level is the legal level of budget authority. Divisions are groups of sections that serve a similar function within the City. In addition, within each section are programs, which capture all expenditures, related to an activity, cost center or location of operation within a section. The following table represents the structure for the City. (Flagstaff Convention and Visitor Bureau) Annual Financial Plan Page 32 City of Flagstaff Annual Financial Plan Page 33 City of Flagstaff PROCESS Budget Process Flowchart: Program Managers/ Employee Input Section Managers Review Division Heads Review City Council Budget Advances (Total of 3 Days) City Council Budget Work Session Public Hearing Property Tax Level Adoption Review of City Manager’s Proposed Budget Selective Program Review Div. Heads/Employees Advisory Committee Budget Team/Division Heads Adoption of Tentative Budget Adoption of Final Budget Budget Team Review (Team Members Below) Property Tax Levy Adoption (After Public Hearing) (As Needed) Implementation of Budget Budget Team: City Manager, Deputy City Managers (2), Management Services Director, Finance Director, Human Resources Director, Budget Manager, IT Director and Assistant to the City Manager Presentation: BUDGET CALENDAR       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. The Financial Summaries include various schedules utilizing revenue and expenditure classifications and tax levy information in accordance with state reporting requirements as mandated by statute. Expenditures are reported at both the fund level and the division level for operational control purposes. The Division Detail provides both narrative and financial data for the City’s divisions. The budget commentary provides an explanation of significant budget changes. The Capital Improvement section lists projects, costs and funding sources in the Capital Improvement Plan (CIP). The Appendix includes detailed personnel schedules, budget resolution, property tax ordinance, glossary and acronyms. Annual Financial Plan December 8-9 Fall Council Budget Advances December 16 Budget Module available to all Divisions January 12 Capital improvement and equipment requests reviewed by Capital Improvements and Purchasing February 11 & 16 Winter Council Budget Advances February 29 to March 11 Review with Division Directors and the Budget Team April 26 - 27 Council Study Sessions Proposed Budget available (Operating & Capital) to public June 7 Tentative budget hearing (public) and Tentative budget adoption June 21 Final budget hearing and Final budget adoption July 5 Adopt Property Tax Levy Page 34 City of Flagstaff Review and Approval: Issues presented during the review and approval period include discussion topics of the Council retreats. The winter retreat was held in February, 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 budget priorities. This provides adequate time for the Council to gather input on major budget issues prior to preparation of the budget. The Council holds work sessions in April. The Council reviews and discusses 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 proposed budget is presented to Council for tentative adoption on or before the third Monday in July. One public hearing is held on the content of the budget. Final adoption will occur on June 21, 2016. State law requires the operating budget to be all-inclusive. Therefore, the budget includes provisions for contingent revenues 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. Adoption: The City operates under the State Expenditure Limitation with a permanent adjustment to the base. The first 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 and Beverage Tax. Flagstaff is not a Home Rule city. Alternative (Home Rule) Expenditure Control municipalities require voter approval every four years. The City received voter approval in the May 2006 general election for a second adjustment to the expenditure limitation base. This permanent adjustment was effective for the FY 2007 budget year. The Adopted Budget reflects the total funds appropriated ($264,994,158). Certain exclusions are allowed by the state (e.g., bond proceeds, debt service, grants) in computing the Expenditure Limitation ($145,156,751) and this total cannot be exceeded. Budget authority can be transferred between line items within a section. At year-end, division budgets are reviewed and budget authority is transferred from contingencies by resolution as necessary. 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 total appropriation is not exceeded. Downtown Flagstaff (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 35 City of Flagstaff ASSUMPTIONS AND STRATEGIES ECONOMIC OVERVIEW AND REVENUE FORECAST The City of Flagstaff continues to see improvements in the economy. We have seen small to moderate improvements each year since FY 2010 in our local and state shared sales tax revenues. The economic analysts for our local and state region estimate there will be continued growth in the local economy over the next few years. The City collects three different sales taxes. The first is a 1% tax on all general sales, except for food. This is a general purpose tax that benefits the General Fund. The City of Flagstaff is the only city left in the State of Arizona that has a sunset clause on the general sales tax. This tax must go before the voters every ten years to be validated. Voters approved an extension of the tax in May 2010 which expires in 2024. From FY 2016 budget to FY 2017 budget, we anticipate an 7.9% increase. Annual Financial Plan Page 36 City of Flagstaff The second sales tax is a 1.051% sales tax on the same types of general sales; however, the tax is restricted in use to certain transportation projects. The previous rate was 0.721% but voters approved a 0.33% increase in November 2014 with an effective date of January 1, 2015. A majority of the transportation tax components expire in 2020. As the expiration date for this tax nears, the city will reevaluate the transportation needs of the community to propose how any future transportation tax is allocated. As similar sales are taxed with this source, revenue projections follow the same trends as the general sales tax. The third sales tax is a Bed, Board and Beverage (BBB) tax that collects an additional 2% for hotel/motel and restaurant/bar transactions. This tax is restricted in use to certain economic, arts, beautification, recreation or tourism activities. Tourism is a major driver in the local economy and overall sales have been increasing since FY 2015. Revenue in this category is expected to increase approximately $670,000 or 10% over budgeted revenues. This tax must go before the voters every fifteen years to be validated. Voters approved an extension of the tax in May 2010 with an expiration in 2028. Annual Financial Plan Page 37 City of Flagstaff State shared revenue consists of both a distribution of sales tax and income tax. These distributions are made based on a city or towns’ relative share of population in comparison with all other cities and towns. Except during census years, Flagstaff’s population is determined by the Arizona Department of Economic Security based on a number of factors including new homes and student enrollment. The City estimates that FY 2017 state shared revenues will be approximately $160,000 higher than the FY 2016 budget. Highway User Revenue (gas tax) funds are projected to be above budget for FY 2016. For FY 2017, the City anticipates that the State will continue to redirect revenues to fund the Department of Public Safety. However, the State budget approved to continue the additional $30M of HURF revenues to be allocated to cities and counties. The City share is estimated at $300,000. These revenues are distributed based on a fairly complex Arizona Department of Transportation formula, based in part on the amount of fuel purchased in our region. As fuel prices continue to decrease, we anticipate Flagstaff tourism to increase as we are a popular driving destination for Las Vegas, Los Angeles and Phoenix. These revenues continue to grow with fuel prices low and a steadily growing economy. Property tax revenues are projected to be flat in FY 2017. This occurs as there is an approximate 18 – 24 month lag in home valuation and property tax assessment payments, as well as primary property taxes are based on limited assessed valuation. The State of Arizona caps the primary property tax revenue increases at 2% on an annual basis. City Council directed staff to use a flat levy on property assessments, meaning to adjust the rate based on assessed values to provide the same level of revenues. Homeowners will realize a two percent rate decrease from $0.8234 to $0.8120 per $100 of assessed value to comply with Council direction. On average, property owners should see no increase in the City primary property tax. The City has the capacity to increase property tax levies by 10% due to holding levies flat the past five years. EXPENDITURES In December 2015, divisions were asked to provide a list of their top budget priorities. At the December retreat, based on the information provided by divisions, Council was asked to identify budget priorities FY 2017. Council concluded that the priorities for the FY 2017 budget include: economic growth and development strategies, employee compensation and investment, infrastructure, support and assistance to the most vulnerable members of the population, regional plan implementation and transportation. At a follow up Council Budget Advance in February, staff provided updated revenue and expenditure projections with focus on opportunities and strategies to advance the Council budget priorities previously listed above. In addition, Council provided direction on potential increased revenue opportunities. Following the February Advance, Finance completed updates to all five year plans to provide an outlook on revenues and expenditures. The Budget Team then met with each division to discuss their proposed budgets. Divisions were asked to correlate their increased funding requests to the Council’s budget priorities and goals. Based on this information, the FY 2017 proposed budget includes a three year plan to transition market based pay for all employees, new positions related to capacity needs, infrastructure, economic development funding, services to support the most vulnerable members of the population and additional appropriations to support existing service levels. At the final Council Budget retreat in April, Council added additional items into the final adopted FY 2017 budget including ongoing funding for pay increases for temporary staff, public safety overtime and uniform allowance. They also funded the following items on a one-time basis: service partner contracts, Library Sunday hours, after school programs, Sunnyside neighborhood plan and facility contingency fund. Details of the previous discussions can be found in the City Manager’s transmittal letter in the Transmittal section. Annual Financial Plan Page 38 City of Flagstaff FUND SUMMARIES GENERAL FUND The General Fund includes all City operations, except enterprise activities which are to be self-sustaining, e.g., Utilities, Solid Waste, Sustainability and Environmental Management, Airport, Stormwater; and activities funded from a special revenue source dedicated to that activity. These include the BBB Tax funds, Transportation tax fund, Streets, Library, Housing and Community Services, Metropolitan Planning Organization and FUTS. Total resources available for expenditures for FY 2017 are $77.6 million including the estimated beginning fund balance of $20.1 million. A substantial portion of General Fund resources comes from the following revenue categories: local sales taxes, franchise taxes and intergovernmental revenues. Specific detail including comparative data is shown in Schedule C of the Financial Summaries section and a more detailed review of major revenue categories, including historical trend information, is provided following the fund summaries. General Fund revenue/other sources compared to the year-end estimates have decreased 1.7%. As the economy shows signs of recovery, the revenues are remaining relatively flat or show slight increases. The fund balance decrease is due to the anticipated completion of several large capital projects. General Fund total appropriations compared to year-end estimates have increased by 15.5%. The General Fund ongoing revenues and expenses are structurally balanced in the five-year plan. Fund balance is estimated at a minimum of 20.0% of operating revenues over the next five years. The financial position of the General Fund remains balanced. REVENUES/OTHER SOURCES Licenses and Permits Intergovernmental (Grants) Intergovermental (Other) Local Taxes Fines and Forfeits Fund Balance, Net of Transfers Fund Balance for Carryovers Charges for Services Primary Property Tax Investment Earnings Miscellaneous APPROPRIATIONS General Administration Community Development Management Services Fire Police Public Works Non-Departmental Economic Vitality Contingency Annual Financial Plan ESTIMATED 2015-2016 $ 2,326,680 2,048,747 17,872,250 21,034,000 1,161,080 20,160,577 2,275,748 3,208,950 5,653,083 264,000 2,967,956 $ 78,973,071 BUDGET 2016-2017 $ 1,921,680 1,689,169 18,484,079 21,183,310 3,298,980 14,301,230 5,792,398 2,985,550 5,707,178 262,000 1,989,807 $ 77,615,381 ESTIMATED BUDGET 2015-2016 2016-2017 $ 9,037,331 $ 10,973,306 4,292,097 4,637,447 3,468,371 3,822,504 12,233,375 12,607,477 19,838,806 20,277,258 9,432,339 11,289,893 (3,578,533) (869,318) 174,071 175,166 100,000 600,000 $ 54,997,857 $ 63,513,733 Page 39 GENERAL FUND REVENUES/OTHER SOURCES Local Taxes 27.3% Intergov (Other) 23.8% Fines/ Forfeits 4.3% Intergov (Grant) 2.2% Fund Balance 18.4% Licenses/ Permits 2.5% Charges for Services 3.8% Primary Property Tax 7.4% Miscellaneous 10.0% Investment Earnings 0.3% GENERAL FUND TOTAL APPROPRIATIONS Police 31.9% Fire 19.9% Pub Works 17.8% Mgmt Svcs 6.0% Comm Dev 7.3% Non-Dept -1.4% Econ Vit 0.3% Gen Admin 17.3% Contingency 0.9% City of Flagstaff SPECIAL REVENUE FUNDS 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. HURF revenues have seen steady growth over the past five years as fuel prices fall and the economy experiences slow continuous growth. Appropriations total $20.9 million in FY 2017 and major projects budgeted include the annual pavement maintenance program, Clay Avenue Traffic Calming, 4th Street Bridge over I-40 Design, Industrial Drive Improvement and Butler Adaptive Signal Controls. STREET REVENUES/OTHER RESOURCES REVENUES/OTHER RESOURCES HURF $ 7,149,600 Fund Balance 6,105,914 Transfers (net) 8,904,839 Investment Earnings 6,000 $ 22,166,353 HURF 32.3% Fund Balance 27.5% Interest 0.1% Transfers 40.1% APPROPRIATIONS General Administration Community Development Management Services Public Works Economic Vitality Non-Departmental Contingency STREET TOTAL APPROPRIATIONS $ $ Annual Financial Plan 197,820 8,418,573 86,123 11,973,028 17,838 121,777 100,000 20,915,159 Pub Works 57.2% Mgmt Svcs 0.4% Econ Vit 0.1% Comm Dev 40.3% Page 40 Non-dept 0.6% Gen Admin 0.9% Contingency 0.5% City of Flagstaff 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. In FY 2015, voters approved an additional transportation tax for road repair and street safety which is valid through 2035. The sales tax revenue collected for transportation is recorded in this fund. The expenditures related to Transit, 4th Street Overpass and Road Repair and Street Safety are appropriated in this fund. Expenditures related to Safety Improvements and Street Improvements are accounted for in the HURF and FUTS funds. Appropriate transfers are made to fund the various projects that this tax supports. Projects 4th Street Overpass Road Repair and Street Safety Safe-to-School, Pedestrian and Bike Traffic Flow and Safety Improvements Transit Service Enhancements Total Budget FY 2017 Revenues $ 2,879,227 5,938,406 1,439,614 3,347,102 5,308,575 $ 18,912,924 TRANSPORTATION REVENUES/OTHER RESOURCES REVENUES/OTHER RESOURCES Local Taxes $ 18,912,924 Fund Balance 21,699,730 Investment Earnings 152,000 $ 40,764,654 Local Taxes 46.4% Investment Earnings 0.4% Fund Balance 53.2% Appropriations total $23.9 million in FY 2017. Appropriations include $6.4 million for transit operations, $3.0 million for debt service and $11.1 million for road repair and street safety projects. Transfers include $8.6 million to HURF for safety and street improvements and $550,000 to fund FUTS projects. The tax rate for transportation is 1.051%. APPROPRIATIONS/TRANSFERS General Administration $ 58,900 Management Services 339,102 Economic Vitality 3,188 11,500,601 Non-Departmental Public Works 3,000,000 Community Development 8,963,109 Transfers (net) 9,162,205 $ 33,027,105 Annual Financial Plan Page 41 TRANSPORTATION TOTAL APPROPRIATIONS/ TRANSFERS City of Flagstaff FLAGSTAFF URBAN TRAIL FUND Total resources available for FUTS activities are approximately $4.8 million. Approximately $550,000 comes from the Safety Improvement Tax and approximately $390,000 comes from an ADOT grant to help fund the BNSFFlorence/Walnut Underpass. Expenditures in this fund are primarily related to capital improvement projects. The major projects include the Sheep Crossing Trail, Signage Program, Switzer Canyon Trail and BNSF Walnut Florence Underpass. (A full project listing is located in the CIP Section). REVENUES/OTHER RESOURCES Fund Balance $ 3,874,881 Transfers (Net) 550,000 Intergovernmental 392,970 Investment Earnings 10,000 $ 4,827,851 APPROPRIATIONS Community Development $ $ FLAGSTAFF URBAN TRAILS REVENUES/OTHER RESOURCES Fund Balance 80.3% Transfers 11.4% 3,797,713 3,797,713 Investment Earnings 0.2% Intergov 8.1% LIBRARY FUND The City operates a joint City-County Public Library which includes auxiliary programs in outlying county locations and a bookmobile service. Approximately $2.3 million of the funding for library operations comes from the library district tax; with $0.9 million pass-through to district libraries. An additional $1.6 million of funding is a transfer from the General Fund to further support the Flagstaff libraries. In July 2014, the County, related to district libraries, developed a new funding formula for the distribution of the tax. The formula provides a base amount for all entities. Any adjustments to this base are directed by the Library Council with affirmation by the County Board of Supervisors. REVENUES/OTHER RESOURCES Intergovernmental $ Fund Balance Transfers (net) Investment Earnings Miscellaneous $ APPROPRIATIONS General Administration Economic Vitality Management Services Public Works Non-Departmental Contingency 4,490,820 1,475,171 1,641,611 37,812 41,000 7,686,414 $ $ LIBRARY TOTAL APPROPRIATIONS LIBRARY REVENUES/OTHER RESOURCES Intergovernmental 58.4% Annual Financial Plan Mgmt Svcs 1.3% Econ Vit 92.7% Fund Balance 19.2% Misc 0.5% Investment Earnings 0.5% 181,405 6,704,752 93,895 65,383 84,869 100,000 7,230,304 Gen Admin 2.5% Transfers 21.4% Page 42 Contingency 1.4% Public Works 0.9% NonDept 1.2% City of Flagstaff BED, BOARD AND BEVERAGE (BBB) FUNDS A dedicated 2% bed, board and beverage sales tax collected on the services provided by lodging, restaurants and bars was approved by voters in 1988 with a ten year sunset clause. The dedicated tax was extended by the voters for fifteen years in 1996 and again in the 2010 general election. The BBB tax approved by voters will expire in 2028. The funds are allocated into the following percentages: Recreation 33%; Economic Development 9.5%; Beautification 20%; Arts and Science 7.5%; Tourism 30%. Revenue for FY 2017 is projected to increase slightly over FY 2016 estimates. Activities funded with the revenues have made operating adjustments necessary to reflect a balanced budget to the increased sales tax receipts and these changes will be reflected within each five-year plan. BBB REVENUES TAX ALLOCATION BBB FUNDS Beautification Arts & Science Tourism Recreation Economic Dev. Budget FY 2016 $ 1,340,000 502,500 2,010,000 2,211,000 636,500 $ 6,700,000 Estimate FY 2016 1,460,000 547,500 2,190,000 2,409,000 693,500 7,300,000 Budget FY 2017 1,474,600 552,975 2,211,900 2,433,090 700,435 7,373,000 Recreation 33.0% Economic Dev. 9.5% Tourism 30.0% Arts & Science 7.5% Beautification 20.0% Beautification Fund: Total resources available for Beautification Fund activities amount to $5.7 million. Expenditures from this fund are primarily for beautification operations and capital improvements in streetscape projects. Some of the major projects include the US 89 medians – Fanning to Marketplace, downtown, NonGateway and Buffalo Park parking improvements. There is a $433,465 transfer to the General Fund primarily for maintenance of streetscapes (a full project listing is located in the CIP Section). BEAUTIFICATION REVENUES/OTHER RESOURCES REVENUES/OTHER RESOURCES BBB Tax $ 1,474,600 Fund Balance 4,254,159 Investment Earnings 15,000 $ 5,743,759 APPROPRIATIONS Economic Vitality Contingency Transfers (net) $ Annual Financial Plan Fund Balance 74.0% 4,642,458 10,000 433,465 5,085,923 BBB Tax 25.7% Page 43 Investment Earnings 0.3% City of Flagstaff Tourism Fund: Total resources available in FY 2017 are approximately $3.3 million, of which an estimated $2.2 million is from the BBB tax. The total appropriations are approximately $2.3 million, which includes $1.7 million for Tourism. Tourism includes General Administration, Marketing, Sales, Public Relations and the Film Office. The Visitors Center programs account for $477,000. 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. The Visitor Center programs include the Visitor Center (including the gift shop) and Train Station Operations. REVENUES/OTHER RESOURCES BBB Tax $ 2,211,900 Fund Balance 950,946 Retail Sales 86,700 Building Rental 12,779 Investment Earnings 4,755 Miscellaneous 13,394 $ 3,280,474 APPROPRIATIONS Economic Vitality Contingency Transfers (net) $ 2,168,077 50,000 67,738 2,285,815 TOURISM TOTAL APPROPRIATIONS TOURISM REVENUES/OTHER RESOURCES Fund Balance BBB Tax 29.0% 67.4% Retail Sales 2.6% Miscellaneous 0.5% $ Transfers (net) 3.0% Contingency 2.2% Building Investment Rental 0.4% Earnings 0.1% Economic Vitality 94.8% Arts and Science Fund: Total resources available for Arts and Science activities are approximately $1.1 million, including estimated revenues from the BBB tax of $553,000. Expenditures include: Public Art for $242,000, Service Partner Contracts for $450,000 and the Science Foundation for $25,000. ARTS & SCIENCE REVENUES/OTHER RESOURCES REVENUES/OTHER RESOURCES BBB Tax $ 552,975 Fund Balance 551,955 Investment Earnings 6,705 $ 1,111,635 APPROPRIATIONS Economic Vitality Contingency $ $ Annual Financial Plan Fund Balance 49.7% 757,640 10,000 767,640 BBB Tax 49.7% Page 44 Investment Earnings 0.6% City of Flagstaff Recreation Fund: There are appropriations in the amount of $1,293,427 in FY 2017 for Recreation Fund activities and projects. Expenditures in this fund are capital in nature and this fiscal year are for carry forwards for Bushmaster Park, Hal Jensen Recreation Center tennis courts, ice rink, Thorpe Park adaptive playground and surfacing, pavement preservation at various recreation facilities, the addition of a storage area at the Hal Jensen Recreation Center, pool entrance sliding doors at the Aquaplex, repairs to Jay Lively Ice Arena roof and locker rooms and Wheeler Park improvements. 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. Over the past five years, the City Council has re-examined the use of these funds and in FY 2017 directs $878,000 to fund recreational programming, $1.5 million to fund FUTS maintenance, BBB recreation fields operation and maintenance. These are funded via a transfer to the General Fund. RECREATION REVENUES/OTHER RESOURCES REVENUES/OTHER RESOURCES BBB Tax $ 2,433,090 Investment Earnings 13,000 Fund Balance 1,817,442 $ 4,263,532 APPROPRIATIONS/TRANSFERS Public Works $ Transfers (net) $ Fund Balance 42.6% 1,293,427 2,335,134 3,628,561 BBB Tax 57.1% Investment Earnings 0.3% Economic Development Fund: This fund focuses on business retention and attraction as well as workforce development. In addition, the City funds the Business Incubation Program and the new Innovation Mesa Business Accelerator program, structured to allow university professors and local entrepreneurs to work in a supportive environment to develop ideas into commercial business models. The City will continue to seek targeted industries to relocate to the community. Those industries will be complementary to existing businesses or will be supportive of community goals. Total resources allocated to this effort are approximately $1.6 million, of which $700,000 is from the BBB dedicated tax for economic development, lease revenue of $156,000 and a General Fund net transfer of $107,243 to support debt service. REVENUES/OTHER RESOURCES Lease $ 156,169 BBB Tax 700,435 638,807 Fund Balance Transfers (net) 107,243 Investment Earnings 10,540 $ 1,613,194 APPROPRIATIONS Economic Vitality Contingency $ $ Annual Financial Plan 1,220,926 45,000 1,265,926 ECONOMIC DEVELOPMENT REVENUES/OTHER RESOURCES Lease 9.7% Investment Earnings 0.7% BBB Tax 43.4% Transfers (net) 6.6% Fund Balance 39.6% Page 45 City of Flagstaff Flagstaff Metropolitan Planning Organization Fund This fund was established to account for funding derived from the areas status as a designated Flagstaff Metropolitan Planning Organization (FMPO). The FMPO receives Federal funding administered through the Arizona Department of Transportation (ADOT). The City has appropriated $1,138,616 for this program for FY 2017. transportation, transit planning and $500,000 for contingency. REVENUES/OTHER RESOURCES Intergovernmental $ 611,116 Transfers (net) 22,500 Miscellaneous 505,000 $ 1,138,616 APPROPRIATIONS Community Development Non-Departmental Contingency $ $ This includes operating funds for FMPO REVENUES/OTHER RESOURCES Intergovernmental 53.7% 594,918 43,698 500,000 1,138,616 Transfers (net) 1.9% Miscellaneous 44.4% Housing and Community Services Fund This fund finances activities in conjunction with the CDBG program and affordable housing activities. There is $2.9 million appropriated to this activity for FY 2017. Expenditures in this fund include $780,000 in State Housing grants, $899,641 in CDBG grant activities and $350,000 in County grants. APPROPRIATIONS/TRANSFERS Community Development $ Non-Departmental Transfers (net) $ REVENUES/OTHER RESOURCES Intergovernmental $ 2,088,291 Fund Balance 1,127,222 $ 3,215,513 HOUSING AND COMMUNITY SERVICES REVENUES/OTHER RESOURCES HOUSING AND COMMUNITY SERVICES TOTAL APPROPRIATIONS/ TRANSFERS Intergovernmental 64.9% Transfers (net) 1.6% Fund Balance 35.1% Annual Financial Plan 2,868,583 58,650 50,000 2,977,233 Community Development 96.4% NonDepartmental 2.0% Page 46 City of Flagstaff EDA Revolving Loan Fund On June 30, 2012, Northern Arizona Council of Governments (NACOG) received authorization from the U.S. Department of Commerce Economic Development Administration (EDA) to transfer ownership of the Revolving Loan Fund (RLF) to the City of Flagstaff in an effort to better maximize the benefits and utilization of the RLF. Via resolution from NACOG, the EDA Revolving Loan Fund portfolio was transferred to the City of Flagstaff for management of loans for the purpose of funding small business concerns. Revenues and expenditures will have a neutral impact to the City budget. The availability of, and access to funding for startup and/or working capital are significant impediments to doing business in the four county region. By keeping these funds in the region, the City of Flagstaff reaffirms its commitment to being an active economic development partner in the greater community. REVENUES/OTHER RESOURCES Investment Earnings $ Fund Balance Program Income $ APPROPRIATIONS Economic Vitality $ $ EDA REVOLVING LOAN FUND REVENUES/OTHER RESOURCES 5,256 262,806 13,766 281,828 Investment Earnings 1.9% Program Income 4.9% 281,828 281,828 Fund Balance 93.2% Parking District Fund The Parking District Fund was created in FY 2017. City Ordinance 2016-05 was approved by City Council and created a special revenue fund for revenue generated by the implementation of the Comprehensive Parking Management Program. Of the revenue generated in this fund, 20% is reserved for acquisition and development of new public parking spaces in the downtown area. The revenue and other resources for FY 2017 include $557,000 in parking revenues, $880,000 in capital lease proceeds and transfer from the General Fund of $385,000 for startup cash flow needs for the fund. Total appropriation for the fund is $1.5 million which includes $421,000 for operations, and $944,000 for operating capital and capital improvements. PARKING DISTRICT FUND REVENUES/OTHER RESOURCES REVENUES/OTHER RESOURCES Parking $ 556,760 Other Financing Sources 880,000 Transfers (net) 385,398 $ 1,822,158 APPROPRIATIONS Economic Vitality Contingency $ $ Annual Financial Plan 1,454,690 47,108 1,501,798 Page 47 Parking 30.6% Transfers (net) 21.2% Other Financing Sources 48.2% City of Flagstaff ENTERPRISE FUNDS UTILITIES FUND The City's water, wastewater and reclaimed water operations are operated as an Enterprise Fund activity, i.e., self-sustaining operations with user fees and charges based on a "cost-of-service" methodology. The rate model determines the minimum revenue requirements needed to support operations including: operating and maintenance costs; capital improvements considered routine in nature; principle 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 $39.4 million. The City contracted for a rate model update in FY 2016 which identified a need to increase water and wastewater rates. The Council was presented with the recommended increases in the spring of 2016. Rate increases were approved with an effective date of July 1, 2016. REVENUES/OTHER RESOURCES Water $ 15,783,546 Wastewater 8,930,621 Reclaim 919,703 Capacity 1,984,710 Fund Balance 21,074,736 Miscellaneous 200,000 Transfers (net) 5,550 Investment Earnings 153,015 $ 49,051,881 UTILITIES REVENUES/OTHER RESOURCES Wastewater 18.2% Water 32.2% Reclaim 1.9% Capacity 4.0% Investment Earnings 0.3% Fund Balance 43.0% Miscellaneous 0.4% Water Operations: Total appropriations relating to direct costs for the water operations are approximately $20.4 million. Water fees are the major source of revenue supporting water operations. Bond funds support future water rights. Revenue estimates total approximately $15.8 million for water sales and capacity fee. Wastewater Operations: Total appropriations relating to the direct costs for the wastewater operations are approximately $14.4 million. Wastewater (sewer) fees are the major source of revenue supporting wastewater operations. Revenue estimates total approximately $8.9 million in wastewater charges. Reclaimed Water Operations: Total appropriations related to the direct cost for the reclaimed water operations are $512,484. Reclaimed water usage fees are the major source of revenue supporting these operations. Revenue estimates total $919,703 in reclaimed water charges. APPROPRIATIONS General Administration Management Services Public Works Economic Vitality Water Utilities Wastewater Utilities Reclaimed Water Utilities Non-Departmental Contingency $ $ Annual Financial Plan 665,856 1,221,812 39,451 56,584 20,387,628 14,356,082 512,484 348,840 1,800,000 39,388,737 Page 48 UTILITIES TOTAL APPROPRIATIONS Non-Dept 0.9% Wastewater Utilities 36.4% Reclaimed Water 1.3% Water Utilities 51.8% Contingency 4.6% Econ Vitality Public 0.1% Works 0.1% Gen Admin Mgmt Services 1.7% 3.1% City of Flagstaff SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT FUND Total financial resources are approximately $1.6 million. The Environmental Management Fee, a user fee, is the major revenue source of the Sustainability and Environmental Management Section’s (SEMS) operations. This fee is based on cost of operations. SEMS is housed within the Public Works Division and includes the Sustainability Section, Environmental Management Section, as well as Open Space Management. Through transfers out to the General Fund, this user fee partially funds Code Enforcement in the Community Development Division and the Greater Flagstaff Forest Partnership contract within the Fire Department. REVENUES/OTHER RESOURCES Environmental Mgmt $ 993,288 Intergovernmental 269,998 2,993 Investment Earnings Miscellaneous 500 Fund Balance 286,008 $ 1,552,787 APPROPRIATIONS/TRANSFERS General Administration $ Economic Vitality Management Services Public Works Non-Departmental Contingency Transfers (net) $ 87,814 4,027 33,672 1,112,287 24,623 30,000 132,162 1,424,585 SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT TOTAL APPROPRIATIONS/TRANSFERS SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT REVENUES/OTHER RESOURCES Public Works 78.1% Fund Balance 18.4% Investment Earnings 0.2% Non-Dept 1.7% Contingency 2.1% Intergovernmental 17.4% Mgmt Svcs 2.4% Econ Vit 0.3% Environmental Mgmt 64.0% Gen Admin 6.2% Transfers (net) 9.2% Albert and the Sustainability Team Annual Financial Plan Page 49 City of Flagstaff SOLID WASTE FUND Total financial resources are $19.5 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, and commercial recycling) with different rates for each category based on cost of service. The operating budget related to household hazardous waste has moved to solid waste this year. 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 site requirements. Based on current estimates for closure and post-closure landfill costs, the City is setting aside legally restricted funds to ensure sufficient funds will be available to meet these requirements. SOLID WASTE REVENUES/OTHER RESOURCES Solid Waste 59.3% REVENUES/OTHER RESOURCES Solid Waste $ 11,581,437 69,526 Investment Earnings Other Financing Sources 5,075,000 Fund Balance 2,780,684 $ 19,506,647 Investment Earnings 0.4% Other Financing 26.0% Fund Balance 14.3% SOLID WASTE TOTAL APPROPRIATIONS/TRANSFERS APPROPRIATIONS/TRANSFERS General Administration $ 381,308 Economic Vitality 40,125 332,201 Management Services Public Works 14,500,037 Non-Departmental 232,398 Contingency 500,000 Transfers (net) 141,678 $ 16,127,747 Public Works 89.9% Non-Dept 1.4% Contingency 3.1% Mgmt Svcs 2.1% Annual Financial Plan Page 50 Econ Vit 0.2% Trsfrs (net) Gen Admin 0.9% 2.4% City of Flagstaff AIRPORT FUND Pulliam Airport is located four miles south of downtown Flagstaff and is staffed seventeen hours per day, seven days each week and provides airline service to Phoenix. Total appropriations are $9.0 million: $2.7 million for operations and reserve, $0.3 million for debt and $6.0 million in capital outlay. Primarily FAA and ADOT grants will fund the capital improvements. In 2017, of the $6.0 million in capital improvements, 93% of the budgeted expenses are being funded with grants from the FAA and ADOT. All revenues generated by the airport will be expended for the capital or operating costs of the airport, the local airport system, or other local facilities which are owned or operated by the owner or operator of the airport and directly related to the actual transportation of passengers or property. REVENUES/OTHER RESOURCES Airport $ 1,801,965 Intergovernmental 6,472,281 Fund Balance 340,751 Investment Earnings 3,408 Transfers (net) 384,950 Miscellaneous 336,250 $ 9,339,605 AIRPORT REVENUES/OTHER RESOURCES Fund Balance 3.6% Investment Earnings 0.0% Intergovernmental 69.3% Airport 19.3% APPROPRIATIONS General Administration Economic Vitality Management Services Public Works Non-Departmental Contingency AIRPORT TOTAL APPROPRIATIONS $ $ 84,236 8,544,809 87,528 103,613 51,856 100,000 8,972,042 Mgmt Svcs 1.0% Public Econ Vit 95.2% Works 1.2% Non-Dept 0.6% Gen Admin 0.9% Annual Financial Plan Transfers (net) 4.1% Miscellaneous 3.7% Page 51 Contingency 1.1% City of Flagstaff STORMWATER FUND The Stormwater Fund was initiated as a response to enhanced National Pollutant Discharge Elimination System (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 sq. ft. of impervious area (ERU). A rate increase was approved for stormwater fees effective July 1, 2016. Total revenues/other resources for stormwater total approximately $4.6 million for FY 2017. Total appropriations of $4.4 million include the operational components of NPDES implementation, general drainage maintenance, and drainage improvement projects (DRIP). The DRIP program assesses the community’s needs for drainage improvements in highest priority of need within the City. STORMWATER REVENUES/OTHER RESOURCES REVENUES/OTHER RESOURCES Stormwater $ Fund Balance Intergovernmental Revenues Investment Earnings Transfers (net) $ Fund Balance 28.6% 1,610,453 1,309,181 113,960 6,546 1,543,677 4,583,817 Intergovernmental 2.5% Investment Earnings 0.1% Transfers (net) 33.7% Stormwater 35.1% APPROPRIATIONS General Administration Economic Vitality Public Works Management Services Utilities Non-Departmental Contingency STORMWATER TOTAL APPROPRIATIONS $ $ 49,480 2,381 4,517 40,780 4,275,626 17,090 10,000 4,399,874 Utilities 97.2% Contingency 0.2% Non-Dept 0.4% Mgmt Svcs 0.9% Annual Financial Plan Page 52 Economic Vitality Public 0.1% Gen Admin Works 0.1% 1.1% City of Flagstaff FLAGSTAFF HOUSING AUTHORITY The Flagstaff Housing Authority (FHA) owns and operates 265 units of low income public housing, manages 80 units of low income housing and administers 399 Section 8 Housing Choice Vouchers, which include 4 homeless Vouchers and 66 VASH Vouchers. FHA also administers 12 housing vouchers for seriously mentally ill persons. Total financial resources are approximately $8.3 million. Intergovernmental revenue from the US Department of Housing and Urban Development comprises 71.5% of funding, or $5.9 million. Rental income represents rent charges based on resident family income per Federal regulations. Miscellaneous income is primarily pass through and administrative fee income for Housing Choice Vouchers which the Housing Authority administers locally for other housing agencies and management of Flagstaff Housing Corporation. These portable Vouchers are under HUD contract with other housing agencies, and FHA administers the Vouchers locally, for which FHA earns an administrative fee. REVENUES/OTHER RESOURCES Intergovernmental $ 5,881,395 Rents/Other Tenant Income 1,029,000 Fund Balance 771,667 138,200 Transfers (net) Miscellaneous 442,595 $ 8,262,857 APPROPRIATIONS Community Development Contingency $ $ FLAGSTAFF HOUSING AUTHORITY REVENUES/OTHER RESOURCES Rents/ Tenant 12.4% Intergov't 71.2% Fund Balance 9.3% 6,636,386 1,001,250 7,637,636 Misc 5.4% Transfers 1.7% FIVE-YEAR PROJECTIONS BY FUND The City updates five-year plans annually during the budget process. These plans are an 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 revenue and expenditure issues have been incorporated into the projections including local and state revenue trends, compensation and the operational impact 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 fluctuations in fund balance from beginning to ending, the change is related to carryover for capital projects and/or budgeting of such items. Funds such as the General Fund, Highway User Revenue Fund, Transportation Fund, Beautification Fund, Recreation – BBB Fund, Housing and Community Services Fund and Capital Projects Bond Funds rely heavily on these one-time expenditure commitments. The preparation of the five-year plan is a cooperative effort between division heads, section heads, and finance staff to assure projections are based on current program needs and revenue estimates are achievable. The five-year projections are located in the Financial Summaries section. The following narratives present the highlight of the forecasts by funds and estimated change in fund balance for the coming fiscal year. Annual Financial Plan Page 53 City of Flagstaff GENERAL The primary purpose of the General Fund five-year projection is to assure that ongoing revenues are meeting or exceeding ongoing expenditures. Ongoing expenditures include normal operating expenditures, 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. The General Fund fund balance is projected to decrease by 41% as the City is currently funding several projects with fund balance and non-recurring revenues. Such projects include Rio de Flag flood control and the Court Facility. A portion of one-time items are the result of carryover requests from the previous year. The General Fund will maintain a minimum fund balance of 20%. A 15% fund balance is considered sufficient for the General Fund. LIBRARY The forecast for the Library fund shows the ability to fund ongoing operations costs with funding from the City, through revenue transfers, and the County, through an IGA. The Library fund balance decreased by 69% due to planned expenditures for circulation materials and other one-time items. HIGHWAY USER This fund is devoted to the maintenance, improvement 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 an adequate fund balance. The HURF fund balance decreased by 80% due to planned expenditures for operating capital and capital improvement projects. FLAGSTAFF URBAN TRAIL SYSTEM This fund accounts for capital projects related to the Flagstaff Urban Trail System (FUTS). The primary source for this fund is revenue transfers, a portion of the transportation tax. 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. EDA REVOLVING LOAN The primary source for this fund is created by a transfer of the portfolio for the U.S. Department of Commerce Economic Development Administration Revolving Loan Fund program from the Northern Arizona Council of Governments to the City of Flagstaff. Program funding is based upon loans granted, then repaid, which fund additional new loans to growing businesses. There is a net neutral effect to the City budget. The program was transferred to the City in FY 2014 and the full implementation is expected in FY 2017. BEAUTIFICATION The primary source for this fund is BBB taxes. This fund generally accounts for capital projects related to 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. The Beautification fund balance decreased by 85% due to planned expenditures for the completion of various capital projects. Annual Financial Plan Page 54 City of Flagstaff ECONOMIC DEVELOPMENT This fund is balanced with ongoing revenues from BBB taxes, lease revenues and General Fund transfers. Ongoing expenditures support a number of efforts focused on business attraction, retention, work force development, the Business Incubator and Accelerator. The Economic Development fund balance decreases by 46% in FY 2017 due to the use of excess fund balance to cover planned expenditures which will attract long term business investment in the City. TOURISM This fund is balanced with ongoing revenues from BBB taxes, retail sales and lease revenue. Ongoing expenditures are related to tourism promotion and visitor center services. Based on projected revenue, this fund can maintain existing operations levels. The Tourism fund balance increases in FY 2017 by 5% due to phased expenditures to increase the investment in tourisim promotion and Visitor Center needs. ARTS AND SCIENCE This fund is balanced with ongoing revenues from BBB taxes and has ongoing expenditures related to service partner contracts for projects related to awareness of arts and science in our community. Planned public art projects result in an Arts and Science fund decrease of 38% in FY 2017. RECREATION - BBB This fund is used for capital improvements to City and school recreational parks and fields. In addition, maintenance costs related to the improved parks and fields, maintenance of FUTS trails and recreation programming are funded with ongoing revenues. The Recreation – BBB fund balance decreases by 65% due to planned expenditures for the completion of various recreational capital projects. HOUSING AND COMMUNITY SERVICES 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 five years. The City currently expects to receive State housing grants every year. The Housing and Community Services fund balance decreases by 79% due to planned one-time expenditures. METROPOLITAN PLANNING ORGANIZATION This fund is solely used for transportation planning grants. It is currently estimated that grant revenues will remain consistent throughout the next five years. Some work is performed for internal customers and allocated through charge-outs. PARKING DISTRICT This fund was established in FY 2017 to account for the collection of revenue and tracking of expenditures for the downtown parking district. GENERAL OBLIGATION BOND This fund is used to service payments on general obligation bonds. This five-year projection shows the City is meeting the requirements for future debt service payments. Annual Financial Plan Page 55 City of Flagstaff SECONDARY PROPERTY TAX This fund represents the collection of secondary property tax revenue and the subsequent transfer to service the related debt as it becomes due. The five-year projection uses the current assessed valuation figures from the County to estimate property taxes that will be available for debt service expenditures. The projection assumes additional voter authorization will be issued in the future within the existing tax rate. This allows the City to smooth long-term secondary property tax rates so a level tax rate is maintained from year to year. The Secondary Property Tax fund balance decreased by 21% as the City pays off debt. SPECIAL ASSESSMENT BOND This fund is set up for repayment of bonds issued for special assessment districts. The Special Assessment Bond fund balance remains flat in FY 2017. PERPETUAL CARE This fund is currently used for the tracking of contributions related to long-term maintenance at the city-owned cemetery. The fund balance increases as contributions are received. Expenditures will not be budgeted until there is adequate fund balance. CAPITAL PROJECTS BOND These funds are used to track the revenues and expenditures of the voter approved, bond eligible projects. In May of 2004, the voters of Flagstaff approved ten projects with three projects still remaining to be completed. In November 2010, the citizens of the City of Flagstaff approved two projects and in November of 2012, two additional projects were approved by the voters. Projects/bond sales are scheduled to coincide with the retirement of other debt so the overall secondary property tax rate does not increase. This fund currently has two components: 1. GO Bond Funded Projects 2. Non-GO Bond Funded Projects Both fund balances are affected by the timing of bond proceeds and capital expenditures. WATER, WASTEWATER AND RECLAIMED WATER As a City enterprise fund, this fund is managed on a self-sustaining basis. The five-year projections show that ongoing expenditures, capital improvements and debt service requirements are being met with user fees, fund balance, grants, bonds 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. City Council recently adopted a rate increase effective July 1, 2016. The Water, Wastewater and Reclaimed Water fund balance decreases by 54% due to the planned completion of capital projects. AIRPORT This enterprise fund is responsible for the operations of Flagstaff Pulliam Airport. The majority of revenues in FY 2017 and beyond are grants related to continued expansion and capital improvements at the airport and lease revenues. The capital improvement plan is based on annual updates to ADOT and FAA. The City’s General Fund currently makes a transfer to the Airport to cover the match portion of capital grants awarded and to aid operations. The Airport fund balance increases by 8% due to the timing of expenditures for operational capital and maintenance needs, as well as the construction capital program in FY 2017. Annual Financial Plan Page 56 City of Flagstaff SOLID WASTE This enterprise fund is self-sustaining through user fees. The five-year projection anticipates a growth rate of two percent. This coincides 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 and the related increase of user fees that will coincide with the construction of a new cell. The Solid Waste fund anticipates a 22% increase in fund balance due to timing of bond proceeds and the related capital expenditures. SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT This enterprise fund is self-sustaining through user fees and revenue transfers. The five-year projection anticipates a growth rate of two percent. This coincides with ongoing operations and revised service levels for all operations. The Sustainability and Environmental Management fund anticipates a 55% decrease due to increased one-time approved operating costs and the movement of the household hazardous waste program to the solid waste fund. STORMWATER This enterprise fund oversees City issues related to drainage and associated federal requirements. Ongoing operating expenditures are paid for with stormwater revenues and user fees. City Council adopted a rate increase effective on July 1, 2016. The rate increase will self-fund capital improvements and increase inspection efforts as required by NPDES. The Stormwater fund balance decreases 86% due to the timing of capital projects and planned one-time expenditures. FLAGSTAFF HOUSING AUTHORITY While the Flagstaff Housing Authority (FHA) has operated for a number of years, it was recently determined that it should be reported as a distinct City fund. The FHA manages Housing and Urban Development (HUD) Section 8 and other voucher programs as well as public housing for City residents. The five-year plan indicates the majority of funding is grant related. Due to the cuts of Federal funding in FY 2017, the City anticipates the FHA fund balance to decrease by 19%. Wellness Walk at Buffalo Park Annual Financial Plan Page 57 City of Flagstaff REVENUES Historical trend information for select revenues. ALL FUNDS FEDERAL AND STATE GRANTS Description: Federal and State agencies and foundations provide various operating and capital grants. These grants have numerous requirements and restrictions that must be adhered to. Most grants are awarded in a competitive application process and others are entitlement based. Grants can vary significantly from year to year because of the nature and availability of grants. Capital grants tend to be one-time grants. Operating grants may cover multiple years or may be applied for year after year if funding is available. Projects funded by Federal and State grants in FY 2017 include transportation planning efforts through FMPO; Airport improvements; a focus on improvements to recently-acquired open space areas Picture Canyon and Observatory Mesa; and grants supporting thinning efforts by the Fire Department augmenting the Flagstaff Watershed Protection Project. In addition, the City has several large, ongoing federal grants for Community Development, Section 8, and Low Income Public Housing (See Schedule C-1 for details). GENERAL FUND PRIMARY PROPERTY TAX PROPERTY TAX RECEIPTS CURRENT, PRIMARY FY: Description: 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 in levy to 2% plus the amount generated by construction. For FY 2013 through FY 2017 Council voted to keep the levy flat plus new construction. The City’s capacity for levy increase is 10%. Primary property taxes generally change on an annual basis for two reasons: new construction added to the tax rolls and the reassessment of existing property. New construction added $9.9 million dollars to the assessed valuation and existing primary property tax values increase by 1.4%. Annual Financial Plan Page 58 AMOUNT 10-11 11-12 12-13 13-14 14-15 15-16 16-17 $ % CHANGE 5,113,647 5,230,618 5,304,734 5,413,125 5,597,027 5,653,083 5,732,476 4.9% 2.3% 1.4% 2.0% 3.4% 1.0% 1.4% PRIMARY PROPERTY TAX 6.0 MILLIONS Legal Authority: Arizona Revised Statutes Section 42-45 (B) based on the State Constitution Article 9, Section 18. Revised through HB2876, June 2006. 5.5 5.0 4.5 11 12 13 14 15 16 17 FISCAL YEAR ACTUAL ESTIMATE BUDGET City of Flagstaff CITY SALES TAX (TRANSACTION PRIVILEGE TAX) Legal Authority: City Code, Title 3, Chapter 5, (Ordinance 1491). Tax currently sunsets November 2024. 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. Additional sales taxes levies include a 2% tax on hotels, motels, restaurants and bars (BBB Tax) and a 1.051% transportation tax which are shown on the following pages. CITY SALES TAX FY: AMOUNT 10-11 11-12 12-13 13-14 14-15 15-16 16-17 $ 13,525,825 14,304,655 15,744,648 16,916,865 17,655,291 18,520,000 18,644,170 % CHANGE 1.3% 5.8% 10.1% 7.4% 4.4% 4.9% 0.7% CITY SALES TAX REVENUES MILLIONS 20.0 The large increase in FY 2012 is driven through the approval of a revised franchise agreement that now allows for the collection of both a franchise tax and a sales tax. Increases after FY 2012 point to the continued economic recovery. FY 2017 shows a slight increase due to the unknown impact of tax collections moving to the Arizona Department of Revenue. 18.0 16.0 14.0 12.0 11 12 13 14 15 16 17 FISCAL YEAR ACTUAL STATE SALES TAX ESTIMATE BUDGET STATE SALES TAX 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 activities and services provided by the general government. Recovery from the recession began in FY 2011. Increases in FY 2012, and on, are due to an economic recovery and the shift in Arizona state population. The City of Flagstaff is now 1.31% of the state population, up from 1.25%, which directed additional funds to the City from state shared resources. The FY 2017 decrease is related to the middecade census changes and the City’s expectation of a small decrease in our proportionate share of state population. FY: AMOUNT 10-11 11-12 12-13 13-14 14-15 15-16 16-17 $ % CHANGE 4,711,821 5,147,101 5,391,580 5,733,507 6,019,777 6,120,000 6,094,663 4.9% 9.2% 4.7% 6.3% 5.0% 1.7% -0.4% STATE SALES TAX 7.0 MILLIONS Legal Authority: Arizona Revised Statutes Section 42 - 1341 (D). 6.0 5.0 4.0 3.0 11 12 13 14 15 16 17 FISCAL YEAR ACTUAL Annual Financial Plan Page 59 ESTIMATE BUDGET City of Flagstaff STATE INCOME TAX (REVENUE SHARING) STATE INCOME TAX Description: Arizona cities share in 15.8% of the State income tax collected based on the population of the cities and towns as reported in the 2010 Census and adjusted by the annual DES POPTAC estimates. A two-year lag exists between the year of distribution and collection and the reporting year for which the income tax returns are filed. Therefore, little variance is expected between amounts estimated in the budget and actual receipts. Because revenues can be used for any municipal purpose, funds received are deposited in the General Fund to support the services and activities of the general government. FY: AMOUNT 10-11 11-12 12-13 13-14 14-15 15-16 16-17 $ % CHANGE 5,955,305 5,559,477 6,728,479 7,342,048 7,973,971 7,928,250 8,578,408 -24.6% -6.6% 21.0% 9.1% 8.6% -0.6% 8.2% STATE INCOME TAX 9.0 MILLIONS Legal Authority: Arizona Revised Statutes Section 43 - 244 (B) 7.0 The decrease in FY 2012 was driven by a continued decline 5.0 in revenues associated with the recession. This decline was somewhat mitigated by the City of Flagstaff as it gained a 3.0 11 12 14 15 16 17 13 relative population share as a result of the 2010 Census. The City’s population share within the State of Arizona grew FISCAL YEAR from 1.25% to 1.31% which increased the local allocation of this revenue. The large increases in FY 2013, FY 2014 and ACTUAL ESTIMATE BUDGET FY 2015 were due to the City’s increased population share and economic recovery. The decrease in FY 2016 was due to reductions in corporate income taxes passed by the Arizona state legislature. FY 2017 will see gains in individual income tax and one-time increases due to the State Tax Amnesty program. Corporate income tax will continue to decline due to state mandated changes. FRANCHISE TAX FRANCHISE Arizona Public Service (APS): Resolution 2009-52 (expires 8-21-2036), UniSource Energy Services: Ordinance 1879 (expires 10-3-2020), US West, MCI, US Sprint, Central Corp, A T & T: Ordinance 585 and NPG: Resolution 2006-72 (expires 12-31-2016). Description: A 2% tax from utility companies - Arizona Public Service and UniSource - is credited to this account. The City also receives a 2% tax from telecommunication companies, except Suddenlink Communications, which is taxed at 5%. The increase in FY 2014 was due to the additional category of electric franchise payor. The FY 2015 decrease reflects lower than expected collections in the natural gas and electric franchise categories due to a warmer than average winter. It is anticipated, in FY 2016 and FY 2017, there will be an inflationary increase of 1.9% and 1.0% in revenue projected. Annual Financial Plan Page 60 FY: AMOUNT 10-11 11-12 12-13 13-14 14-15 15-16 16-17 $ % CHANGE 2,338,951 2,347,952 2,302,643 2,486,617 2,467,635 2,514,000 2,539,140 9.7% 0.4% -1.9% 8.0% -0.8% 1.9% 1.0% FRANCHISE TAX 2.8 MILLIONS Legal Authority: Flagstaff Charter and City Code Article XII. 2.6 2.4 2.2 2.0 1.8 11 12 13 14 15 16 17 FISCAL YEAR ACTUAL ESTIMATE BUDGET City of Flagstaff FINES AND FORFEITURES FINES AND FORFEITURES Legal Authority: Arizona Revised Statutes, Rules of Criminal Procedure and City Code, Title 1, Chapter 15, Section 8. FY: 10-11 11-12 12-13 13-14 14-15 15-16 16-17 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. $ % CHANGE 1,517,937 1,182,413 1,540,987 1,007,801 1,161,663 1,161,080 3,298,980 15.4% -22.1% 30.3% -34.6% 15.3% -0.1% 184.1% FINES AND FORFEITURES 3,250 THOUSANDS Revenues vary on an annual basis dependent upon the mix of criminal and civil cases handled by the court system in any particular year as well as the fee structure in place at the time of the case. The allocation of the fines is prescribed by the Superior Court, usually annually, and/or the Flagstaff Municipal Court (dependent upon the type of case). AMOUNT 2,750 2,250 1,750 1,250 750 250 11 12 14 13 15 16 17 FISCAL YEAR ACTUAL ESTIMATE BUDGET AUTO IN LIEU TAX (VEHICLE LICENSE TAX) AUTO IN LIEU TAX Legal Authority: Arizona Revised Statutes Section 28 - 1591 (c). Auto in Lieu tax is received on a declining scale over a five year period based on the automobile value until it stabilizes at the depreciated amount. As fewer new vehicles have entered the grid, overall revenue was low from FY 2010 through FY 2012. Even with the opening of the Auto Mall, revenues only show moderate growth the past few years. Revenue growth has increased though is projected to decline in the future. The FY 2017 decrease is related to the mid-decade census changes and the City’s expectation of a small decrease in our proportionate share of state population. Annual Financial Plan Page 61 AMOUNT 10-11 11-12 12-13 13-14 14-15 15-16 16-17 $ % CHANGE 2,481,126 2,483,244 2,510,832 2,591,413 2,689,916 2,800,000 2,788,408 -0.4% 0.1% 1.1% 3.2% 3.8% 4.1% -0.4% AUTO IN LIEU TAX 2.9 MILLIONS Description: Twenty-five percent (25%) 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. FY: 2.7 2.5 2.3 10 11 12 13 14 15 16 FISCAL YEAR ACTUAL ESTIMATE BUDGET City of Flagstaff SPECIAL REVENUE FUNDS BED, BOARD AND BEVERAGE FUNDS BED, BOARD AND BOOZE TAX FY: BED, BOARD AND BEVERAGE TAX 10-11 11-12 12-13 13-14 14-15 15-16 16-17 Legal Authority: Ordinance 1902, Reauthorized by voters May 2010, extended by vote to March 31, 2028. is charged on The City has purposes of development, $ % CHANGE 5,260,919 5,559,566 5,883,665 6,259,688 6,971,983 7,300,000 7,372,910 6.9% 5.7% 5.8% 6.4% 11.4% 4.7% 1.0% BED, BOARD AND BOOZE TAX FY 2017 has shown a leveling in projected revenue, though continuing to demonstrate the strength of tourism in Northern Arizona. The growth demonstrated in year-over-year receipts indicates the funds used toward targeted tourism is paying off. 8.0 7.5 MILLIONS Description: An additional city sales tax of 2% the services of hotels, restaurants and bars. designated all of these revenues for the enhancing beautification, tourism, economic recreation, and arts and sciences. AMOUNT 7.0 6.5 6.0 5.5 5.0 11 12 13 14 15 16 17 FISCAL YEAR ACTUAL ESTIMATE BUDGET HIGHWAY USER REVENUE FUND HIGHWAY USER TAX HIGHWAY USER TAX FY: 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. The large decrease in FY 2012 was due to the decline in State appropriation for the DMV (Department of Motor Vehicles). The City experienced an 11.6% increase in HURF revenues in FY 2015 due to the State approving an additional $30 million of HURF revenues to be allocated to cities and counties, plus an overall increase in HURF collection due to decreasing gas prices. The City expects a small decrease in FY 2017 due to a small percentage decrease in the City’s proportionate share of population compared to total population for all incorporated towns and cities due to mid-decade census changes. Annual Financial Plan Page 62 AMOUNT 10-11 11-12 12-13 13-14 14-15 15-16 16-17 $ % CHANGE 6,300,885 5,576,167 6,007,741 6,168,101 6,884,173 7,200,000 7,149,600 -2.0% -11.5% 7.7% 2.7% 11.6% 4.6% -0.7% HIGHWAY USER TAX 7.5 MILLIONS Legal Authority: Arizona Revised Statutes Section 28 - 1598 (B.4), (for method of distribution see ARS 28-1598 (D.3). 7.0 6.5 6.0 5.5 5.0 11 12 13 14 15 16 17 FISCAL YEAR ACTUAL ESTIMATE BUDGET City of Flagstaff TRANSPORTATION TAX TRANSPORTATION TAX Description: The transportation tax was approved by voters to address four transportation issues. This tax was approved for a period of twenty years. The tax helps to pay for the 4th Street overpass, safety improvements, street improvements and transit services. The transportation tax is assessed on the same goods and services as the City’s general sales tax. The current tax rate is 1.051%. The increase in FY 2015 and FY 2016 was due to a new 0.33% Road Repair and Street Safety tax approved by the voters in November 2014 with an effective date of January 1, 2015. The City anticipates small growth in FY 2017. FY: AMOUNT 10-11 11-12 12-13 13-14 14-15 15-16 16-17 $ % CHANGE 9,851,253 10,399,189 11,114,898 11,769,839 14,491,488 18,725,667 18,912,924 3.4% 5.6% 6.9% 5.9% 23.1% 29.2% 1.0% TRANSPORTATION TAX 19.0 MILLIONS Legal Authority: Resolution 2004-48, approved by voters May 2000 and Ordinance 2014-34 approved by voters November 2014. 17.0 15.0 13.0 11.0 9.0 11 Transportation Tax Rate Breakdown 12 13 14 15 16 17 FISCAL YEAR 4th Street Overpass Street Improvements Safety Improvements Road Repair and Street Safety Transit Services Total 0.160% 0.186% 0.080% 0.330% 0.295% 1.051% ACTUAL ESTIMATE BUDGET Historic Downtown Flagstaff (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 63 City of Flagstaff ENTERPRISE FUNDS WATER SALES WATER FY: AMOUNT 10-11 11-12 12-13 13-14 14-15 15-16 16-17 $ 10,881,744 11,735,459 12,776,436 14,093,054 14,132,681 14,910,620 15,117,852 Legal Authority: City Code, Title 7, Chapter 3, Section 11. The rates for each customer class were reviewed in 2016 using an outside consultant. Rate changes were approved by Council with an effective date of July 1, 2016. The rates will increase annually for the next five years. 8.8% 7.8% 8.9% 10.3% 0.3% 5.5% 1.4% WATER SALES MILLIONS The principle revenue for operating and Description: managing the City's water system is derived from rates and charges for water services. Monthly water bills consist of 1) a base charge based on meter size and 2) a charge based on actual water consumption by customer class. Most single family accounts are based on an inverted rate structure for consumption levels to encourage water conservation practices. All other customer accounts are changed based on a flat rate per 1,000 gallons. % CHANGE 16.0 15.0 14.0 13.0 12.0 11.0 10.0 9.0 8.0 11 12 14 13 15 16 17 FISCAL YEAR ACTUAL BUDGET ESTIMATE WASTEWATER SERVICE CHARGES WASTEWATER Legal Authority: City Code, Title 7, Chapter 2, Section 39. FY: The rates for each customer class were reviewed in 2016 using an outside consultant. Rate changes were approved by Council with an effective date of July 1, 2016. The rate will increase annually for the next five years. AMOUNT 10-11 11-12 12-13 13-14 14-15 15-16 16-17 $ % CHANGE 5,945,908 6,799,892 7,682,210 8,343,646 8,163,826 8,257,419 8,376,683 -4.8% 14.4% 13.0% 8.6% -2.2% 1.1% 1.4% WASTEWATER (SEWER) CHARGES MILLIONS Description: The principle revenue for operating and managing the City's wastewater system is derived from revenues generated from wastewater (sewer) rates and user charges. Most residential customer charges are based on average water consumption for the preceding winter months (Dec-Mar). All other customers are billed based on actual monthly metered water usage unless they can measurably separate which quantity of water does not reach the wastewater system. 9.0 8.5 8.0 7.5 7.0 6.5 6.0 5.5 11 12 13 14 15 16 17 FISCAL YEAR ACTUAL Annual Financial Plan Page 64 ESTIMATE BUDGET City of Flagstaff RECLAIMED WATER SALES RECLAIMED WATER Legal Authority: City Code, Title 7, Chapter 3, Section 18. FY: 10-11 11-12 12-13 13-14 14-15 15-16 16-17 Description: The principle revenue for operating and managing the City's reclaimed water system is derived from rates and charges for reclaimed water usage. Monthly reclaimed water bills consist of 1) a base charge based on meter size and 2) a charge based on actual reclaimed water consumption by customer class. The primary use of reclaimed water is for lawn watering and construction. $ % CHANGE 647,471 699,476 790,301 995,453 869,615 907,005 919,703 -9.3% 8.0% 13.0% 26.0% -12.6% 4.3% 1.4% RECLAIMED WATER CHARGES 1.2 1.0 MILLIONS The rates for each customer class were reviewed in 2016 using an outside consultant. Reclaimed water rates remained unchanged with the new rates effective July 1, 2016. AMOUNT 0.8 0.6 0.4 11 12 13 14 15 16 17 FISCAL YEAR ACTUAL SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT BUDGET ESTIMATE ENVIRONMENTAL MANAGEMENT FY: Legal Authority: City Code, Title 7, Chapter 4, Sections 8-9. AMOUNT 10-11 11-12 12-13 13-14 14-15 15-16 16-17 Description: Environmental Management is supported by an environmental service fee. This fee is a fixed monthly charge at a rate of $4.00 per location. The decrease in revenues for FY 2017 are related to the movement of the household hazardous waste program to the Solid Waste Fund. $ % CHANGE 990,465 1,028,222 1,050,537 1,032,336 993,288 N/A N/A N/A 3.8% 2.2% -1.7% -3.8% ENVIRONMENTAL MANAGEMENT REVENUES MILLIONS 1.3 1.0 0.8 11 12 13 14 15 16 17 FISCAL YEAR ACTUAL Annual Financial Plan Page 65 ESTIMATE BUDGET City of Flagstaff SOLID WASTE SOLID WASTE Legal Authority: City Code, Title 7, Chapter 4, Sections 8-9. Solid Waste disposal service revenue is Description: comprised of solid waste collection charges, hoist and haul fees, landfill dumping charges, inert materials landfill fees and residential and commercial recycling. Service charges for residential and commercial customers are based on size of container and frequency of pickup. Hoist and haul is based on a cost per pull plus tonnage. Receipts from fees charged for dumping at the City Landfill are based on tonnage. FY: AMOUNT % CHANGE 10-11 11-12 12-13 13-14 14-15 15-16 16-17 $ 11,652,582 12,003,304 12,078,360 11,523,489 11,456,414 11,297,223 11,581,437 6.6% 3.0% 0.6% -4.6% -0.6% -1.4% 2.5% SOLID WASTE REVENUES 13.0 12.5 MILLIONS The increase in revenues for FY 2017 is related to projected growth and the inclusion of the program revenue related to household hazardous waste. 12.0 11.5 11.0 10.5 10.0 11 12 13 14 15 16 17 FISCAL YEAR ACTUAL ESTIMATE BUDGET AIRPORT AIRPORT Legal Authority: City Code, Title 8, Chapter 6, Sections 1-8. Revenues are conservatively estimated reflecting ground leases transition, hangar executive box vacancies and lower volume fuel flowage fees. The expectation is that the Airport revenues will possibly decline slightly due to the fluctuations in the general economy. AMOUNT* 10-11 11-12 12-13 13-14 14-15 15-16 16-17 $ % CHANGE 1,517,293 1,644,876 1,664,579 1,734,537 1,866,359 1,805,423 1,801,965 -1.0% 8.4% 1.2% 4.2% 7.6% -3.3% -0.2% AIRPORT REVENUES 2,000 THOUSANDS Description: Airport revenue is derived from the rental of airplane hangars, tie-downs, tie-downs 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. In addition, revenues are collected from the sale and storage of aviation fuel. During FY 2016, the PFC charge assessed was $4.50 per ticket. The $4.50 PFC amount continues to be in effect in the foreseeable future. PFC’s are collected from the ticket sales of passengers embarking from the Pulliam Airport. PFC revenue is not used for operating expenditures. Airport revenues are required to be used for Airport operations. FY: 1,800 1,600 1,400 11 12 13 14 15 16 17 FISCAL YEAR ACTUAL ESTIMATE BUDGET * Revenue is comprised of PFC Revenue + Airport Operating Revenues (excludes miscellaneous and indirect revenues) Annual Financial Plan Page 66 City of Flagstaff STORMWATER STORMWATER Legal Authority: City Code, Title 12, Chapter 2, Section 3. FY: Description: Stormwater revenue is determined by the number of Equivalent Runoff Units (ERU’s) on a property. An ERU is defined as 1500 square feet of impervious matter. Charges are the same for both commercial and residential customers. $ % CHANGE 1,412,573 1,416,204 1,430,561 1,446,080 1,452,139 1,485,588 1,485,588 7.0% 0.3% 1.0% 1.1% 0.4% 2.3% 0.0% STORMWATER REVENUES 1,500 THOUSANDS The first year of implementation was FY 2004 with a rate of $.53 per ERU. The rate was then adjusted in FY 2007 to $0.92 per ERU which covered additional staff, additional costs related to the mandated NPDES permit activities and a proposed Drainage Spot Improvement Program. In FY 2011 the rate was once again increased to its current level of $1.30 per ERU. City Council adopted a rate increase which will be effective July 1, 2016. AMOUNT 10-11 11-12 12-13 13-14 14-15 15-16 16-17 1,400 1,450 1,300 1,200 1,400 1,100 1,000 1,350 11 12 13 14 15 16 17 FISCAL YEAR ACTUAL ACTUAL ESTIMATE ESTIMATE BUDGET BUDGET HOUSING AUTHORITY HOUSING AUTHORITY RENTS/TENANT INCOME Description: Flagstaff Housing Authority (FHA) rents and tenant income represent rent and other charges paid by families/individuals living in public housing. Rent is generally based on approximately 30% of family income, and is not a fixed amount as it is for subsidized housing. It is important to note that as rental income increases, Federal subsidy that supports the operation of public housing decreases. HUD funds operate based on a formula for reasonable expenditures; so if rental income increases, HUD Operating Subsidy decreases. The revenue increases in FY 2011 was the result of significant increases in the “flat rent”. Residents may choose between flat rent and rent that is income based. FHA began implementing higher flat rents in this time frame, which resulted in more families paying higher rents. The decrease in income for FY 2012 through FY 2014 was due to falling incomes for the families/individuals served. Rent is projected to increase slightly in FY 2017. FY: AMOUNT 10-11 11-12 12-13 13-14 14-15 15-16 16-17 $ Page 67 1,139,561 1,057,705 994,123 993,909 1,027,946 996,000 1,029,000 50.0% -7.2% -6.0% 0.0% 3.4% -3.1% 3.3% 1,200 1,100 1,000 900 11 12 13 14 15 16 17 FISCAL YEAR ACTUAL Annual Financial Plan % CHANGE RENTS AND TENNANT INCOME THOUSANDS Legal Authority: U.S. Housing Act of 1937, as amended, and Title 24 Code of Federal Regulations. ESTIMATE BUDGET City of Flagstaff CAPITAL BUDGET RELATIONSHIP BETWEEN OPERATING AND CAPITAL BUDGET The Five-Year Capital Improvement Plan (multi-year, long-range study of construction and/or acquisition of high cost items with an extended useful life) is prepared in conjunction with 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 inter-related. 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. Upon completion of the latest rate model, 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 as 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 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 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 funding sources in the Parks and Recreation Bond program. CAPITAL IMPROVEMENT PLAN What is a Capital Improvement Plan? A Capital Improvement Plan (CIP) 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. Planning in one or two-year increments has proven to be inadequate because of the complexity of projects and the public input process, as well as the design time needed for engineering plans, specifications and right-of-way acquisition. After Council has identified priorities and input has been received from all City departments, the development of the Capital Improvement Plan is completed. This requires coordination between the budget function and engineering due to 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. You will find anticipated future operations and maintenance impacts as projects are completed in the Capital Improvement Project section of this budget book. Annual Financial Plan Page 68 City of Flagstaff 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 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. FY 2017 CAPITAL IMPROVEMENT PLAN The City’s budget for FY 2017 includes capital improvement projects totaling $109.0 million. Project funding includes the following: $5.3 million in grants primarily for airport projects, $39.5 million in general obligation (GO) bonds, revenue bonds and capital leases for FUTS/Open Space Land Acquisition, Flagstaff Watershed Protection Project and other projects that were approved by the voters in the 2004, 2010 and 2012 General Elections. In the May 2004 General Election, the citizens of Flagstaff authorized the City to proceed with ten new projects totaling $155.2 million. These projects are being phased in over a ten-year period with debt being issued in conjunction with the timing of each project. In the November 2010 General Elections, the citizens of Flagstaff authorized the City to proceed with two new projects totaling $21.2 million. In the November 2012 General Elections, the citizens of Flagstaff authorized the City to proceed with two new projects totaling $24.0 million. Each project will be discussed below in its appropriate fund. Project listings are located in the Capital Improvement section of this book. A Capital Budget and Capital Improvement Plan (Five-Year) are included in the Annual Budget. Detailed project descriptions including location, justification, planning document references, operating impact, funding and expenditure data are provided for all funded projects. General Government – Eight projects are scheduled for FY 2017 for a total of $44.0 million. Major projects include the building replacement at the USGS facility, Flagstaff Watershed Protection Project, which was authorized by voters in the November 2012 election, FUTS and Open Space land acquisition, IT Microwave Network, Core Services Maintenance Facility and Court Facility. Streets/Transportation – The City currently has 664 miles of paved streets, 14 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 Fourth Street Improvements and Traffic Signal Program. There are a total of thirty-two Streets/Transportation projects scheduled at a budgeted cost of $28.0 million. Transportation Tax funding $12.2 million, revenue bonds of $10.0 million and HURF and other revenues funding $5.8 million. FUTS Fund – Major projects include Florence – Walnut BNSF underpass and trail, Sheep Crossing trail, Switzer Canyon trail, Fourth Street trail and Pine Knoll trail. Fourteen projects are scheduled at a budgeted cost of $3.8 million for FY 2017. Annual Financial Plan Page 69 City of Flagstaff BBB Funds – Three categories make up the BBB Funds Capital Projects for FY 2017. Arts and Science includes nine projects at a budged cost of $227,500. Recreation includes eight projects at a budgeted cost of $1.3 million. Beautification includes seventeen projects at a budgeted cost of $4.3 million. Major projects include Fourth Street Corridor Improvements, US 89 Medians, Downtown Non-Gateway, Buffalo Park Parking Enhancements, Thorpe Park Adaptive Playground and Surfacing, J. Lively Roof and Locker Room Repairs and Wheeler Park Improvements. Utilities Fund – Major projects for water, wastewater and reclaimed water include Rio Plant – New Well and Pump house and UV System Replacement, Aging Water Infrastructure Replacement (AWIR), Radio Read Meter Replacements, WWTP Energy Efficiency Program and Aging Sewer Infrastructure Replacement (ASIR). Fifteen water projects, fourteen wastewater projects and one reclaimed water project are scheduled at a combined budget of $16.5 million for FY 2017. Airport Fund – Six projects including Master Plan Update, Runway Mill and Overlay Construction, Wildlife Hazard Assessment and Drainage Improvement Design are scheduled at a budgeted cost of $4.7 million for FY 2017. Solid Waste Fund - Four projects are scheduled for a budgeted cost of $2.5 million in FY 2017. The projects include Alternative Liner Test Plots, Truck Barn and LEED Retrofit. Sustainability and Environmental Management Section - Two projects including improvements to the Picture Canyon trail and Observatory Mesa are budgeted for approximately $120,000. Stormwater Fund – Ten projects are budgeted in the Stormwater Fund with a cost of $3.5 million in FY 2017. Major projects include Phoenix Avenue Culvert Design and Construction, Fanning/Steve’s Culvert Construction, as well as Spot Improvements at Cottage and Elden and at Columbia Circle. CAPITAL PLAN IMPLICATIONS For a community to continue to grow and prosper, capital improvement needs must be balanced with the burden placed on its citizens to fund them. Therefore, the capital improvement program is evaluated in terms of its impact on a variety of factors such as property taxes, utility rates and entering into other long-term commitments, i.e. affordability factors. Property Tax: Servicing of general obligation debt over the previous five years is shown in the Community Profile section. The table shows debt as a percentage of assessed and per capita debt. This debt is related to the voter authorized sale of bonds in May 2004 in the amount of $155.2 million, November 2010 in the amount of $21.2 million, November 2012 in the amount of $24.0 million and $1.1 million remaining from November 1996 voter approved of $8.2 million. Utility Rate Structure: The City contracted with an outside agency to review the Water and Wastewater rate structure and provide a new rate modeling program. The most recent rate study was completed in FY 2016. This rate model provides for major capital improvements, additional bond funding and increased operating costs. The rate model demonstrated a need for a rate increase which was approved by City Council with an effective date of July 1, 2016. Rates will increase annually for five years. The next rate study will be completed in FY 2021. BBB Sales Taxes: The voters approved a 2% BBB tax in 1988 with a ten-year sunset provision. The tax was renewed an additional fifteen years in March 1996 and 2010, extending the tax to March 2028. Capital projects currently underway include streetscape along corridors as well as various recreation and arts and science projects. Transportation Taxes: In the May 2000 election, the voters approved a transportation tax that started at 0.51% and increased incrementally to 0.601%. The City Council approved an increase of 0.064% in the transit portion of the tax effective September 1, 2001, which increased the tax rate to 0.574%. The City Council approved another increase to the transit tax of 0.027% effective July 1, 2003 which increased the total transportation tax to 0.601%. In May 2008, the voters approved an additional tax increase for transit of 0.12%. In November 2014, voters approved an additional 0.33% tax dedicated for Road Repair and Street Safety projects, raising the total transportation tax to 1.051%. Annual Financial Plan Page 70 City of Flagstaff DEBT DEBT CAPACITY The City’s legal debt margin demonstrates adequate capacity to complete the capital projects passed with the November 1996, May 2004, November 2010 and November 2012 bond elections. Projects will be initiated over time through issuing new debt within capacity as old debt retires. CURRENT DEBT POSITION The City's underlying bond ratings are presently as follows: Type General Obligation Bonds Revenue Bonds Certificates of Participation Improvement District Bonds Standard & Poor’s AA AAAANot Available Moody’s Investor’s Service Aa2 Not Available Not Available Aa3 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. Economic factors 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 delinquency rates on property tax collections. The City is well-positioned because of its location and the diversity of its economic base. Financial performance factors focus on the entity's ability to maintain a balanced budget regardless of economic circumstances. 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 operating revenues is indicative of sound financial management practices. Debt factors 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. Administrative factors include the professionalism of the administration relative to budgetary policies and practices, financial reporting, results of independent audits and effective management practices. Debt limitations, tax rate, 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. Legal debt limitations are assessed at 6% and 20% of the assessed valuation of real property. The 20% category includes water, sewer, artificial lighting, parks, open space, recreational facilities, public safety, law enforcement, fire and emergency services and street and transportation facilities. The 6% category includes everything else. Annual Financial Plan Page 71 City of Flagstaff General Obligation Debt July 1, 2016 20% Limitation 6% Limitation Assessed Valuation $ 684,728,330 Assessed Valuation $ 684,728,330 Allowable 20% Debt 20% Debt Outstanding Allowable Debt Margin $ 136,945,666 (45,192,672) 91,752,994 Allowable 6% Debt 6% Debt Outstanding Allowable Debt Margin $ 41,083,700 $ 41,083,700 $ DEBT SERVICE At July 1, 2016, the total actual indebtedness is $119.8 million. FY 2017 annual debt payments are $14.8 million. At the start of the fiscal year, July 1, 2016, the City's 20% general obligation debt of $45.2 million is well below the legal limit of $136.9 million. The City has no outstanding general obligation debt in the 6% category. Thus, the full allowable debt margin of $41.1 million is available. The following table illustrates the total actual indebtedness through the life for all currently outstanding debt. Principal 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 $ $ Annual Financial Plan 11,167,754 10,533,706 10,797,792 11,090,991 10,680,786 7,319,575 7,170,203 6,262,650 4,578,715 4,543,879 4,643,616 4,253,946 2,614,035 1,004,517 923,821 712,047 425,000 445,000 460,000 99,628,033 Interest 3,610,228 3,422,189 2,535,563 2,145,903 1,751,234 1,415,552 1,292,396 1,041,911 841,628 676,341 510,183 348,392 220,297 148,915 106,984 72,811 44,701 27,300 9,201 20,221,729 Page 72 Total 14,777,982 13,955,895 13,333,355 13,236,894 12,432,020 8,735,127 8,462,599 7,304,561 5,420,343 5,220,220 5,153,799 4,602,338 2,834,332 1,153,432 1,030,805 784,858 469,701 472,300 469,201 119,849,762 City of Flagstaff POLICIES AND PROCEDURES FISCAL POLICIES The City balances current revenues against current expenditures (balanced budget approach) in all funds on an annual basis. Additionally, all City funds must balance these funds on an on-going basis for a minimum of five years. Both operational and capital efforts must be sustainable to assure continuity of service to citizens. 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. For the Enterprise Funds, the annual budget is prepared on a basis that differs from GAAP because state law requires capital purchases and debt service payments to be budgeted as expenses, and bond proceeds and grants that are to be utilized are to be budgeted as revenues. As a matter of general policy, the City of Flagstaff attempts to realize the following goals and objectives: General The City maintains a moderate property tax rate. The secondary property tax rate relates directly to voter approved debt. General Obligation (GO) 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 GO bond debt service requirements are built into utility rate structure. The City's general sales tax is used to meet the general operating needs of the City. An additional two percent Bed, Board and Beverage (BBB) tax has been levied on lodging, restaurant, and bar services. This tax has been designated for enhancing the quality of life through beautification projects, economic development, tourism efforts, arts and science contributions, and recreation operations and projects. The City has dedicated ($.01051) sales tax for transportation purposes, the majority of which is set to expire in 2020 and the remaining ($.0033) in 2035. The City's goal is to maintain a minimum general fund balance of 20% of operating revenues, but not to go below 15%. The projected fund balance for FY 2016 is 42%, for FY 2017 is 25%, and for FY 2018 is 26%. 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. Annual Financial Plan Page 73 City of Flagstaff 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". The Water/Wastewater/ Reclaim, Solid Waste, Sustainability and Environmental Management and Stormwater Utility Funds operations are managed on the basis that they be self-sustaining operations. The rate models include all capital costs and routine maintenance items. The City has just completed updating the rate studies for water, wastewater and stormwater fees. A rate increase has been approved for water, wastewater and stormwater fees effective July 1, 2016. Airport revenues generally have a Consumer Price Index (CPI) increase and several services are competitively bid. A capital reserve rate associated with the Solid Waste rates will be evaluated annually to provide funding for costs of landfill capital expenses. The City’s goal is to maintain Enterprise Fund balances in excess of 10% of operating revenues due to the fluctuations of usage not in the control of the funds. Real Estate Proceeds 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. 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 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, Arts and Sciences, Economic Development, Tourism and Recreation) 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. Annual Financial Plan Page 74 City of Flagstaff Debt Management 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. Financing will not exceed the useful life of the infrastructure improvement. Debt financing will be on a competitive basis. Private placements (negotiated financing) may be used when the market is highly volatile or the debt structure is highly unusual and complex as to financing structure or security structure. 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 Special Revenue and Enterprise Funds. Twelve percent (12%) of General Fund revenues and five percent (5%) of other funds 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. The landfill rates include an allocation to the sinking fund. Expenditure Limitation Control The State of Arizona provides for several options regarding expenditure control limitations. State statute determines the allowable expenditure limits for each municipality. There can be a one-time adjustment, a permanent adjustment, or charter cities have a homerule option. The City operates under the state expenditure limitation rather than the home rule option allowed to Arizona municipalities, which requires voter approval every four years. Annual Financial Plan Page 75 City of Flagstaff The City has a permanent adjustment to the base as a result of the voter approved BBB tax 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 received voter approval for a second permanent base adjustment during the May 2006 general election. The adjustment was necessary to align previous citizen approved expenditures with the maximum allowable amount per the Economic Estimates Commission. Expenditure Limitation is presented as the basis of accounting presented by the uniform expenditure reporting system, which excludes expenditures of certain revenues specified in the Arizona Constitution. BUDGET POLICIES Budget Basis of Accounting The accounting and budgeting systems for the City are in accordance with Generally Accepted Accounting Principles (GAAP) format, with minimal variances between the two systems. Budget basis for Enterprise Funds differ primarily due to state laws. The major differences are as follows:       Encumbrances (contractual commitments) are considered the equivalent of expenditures. Encumbrances at year-end for goods or services, which are not received prior to the end of the fiscal year, are cancelled. Fund balances reserved to inventory and bonded 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. 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 relationship between funds, divisions, and sections is presented in the Budget Overview section. 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:     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, Public Works and Non-Departmental expenditures. Special Revenue Funds – Account 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, Flagstaff Urban Trails (FUTS), Beautification, Economic Development, Tourism, Arts and Sciences, Recreation - BBB, Housing and Community Services, Metropolitan Planning Organization, EDA Revolving Loan and Parking District. 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, Secondary Property Tax and Special Assessment Funds in this category. Capital Projects Funds – Established to separately reflect major capital acquisitions and/or construction from other ongoing operating activity. The City of Flagstaff has established Non GO Bond and GO Bond Capital Project Funds. Annual Financial Plan Page 76 City of Flagstaff 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 six Enterprise Funds in the form of Utilities (Water/Wastewater, Solid Waste, and Stormwater Utility), Sustainability and Environmental Management, Airport, and Flagstaff Housing Authority. Fiduciary Funds are used when the City holds resources while acting as an agent for a party outside the government. The City has no fiduciary funds. Budgetary control accounts are maintained in the general ledger system at a line item level to track estimated revenues, appropriations and encumbrances. The Comprehensive Annual Financial Report (CAFR) Statement of Revenues, Expenditures, and Changes in Fund Balance - Budget and Actual, reflect how well the City met its budget plan at the legal level of control which, is at the department level. In addition, while individually budgeted, the City combines the BBB Funds for CAFR presentation. These include Beautification, Economic Development, Tourism, Arts and Science and Recreation. Conversely, the City presents the Internal Service Fund in the CAFR as unbudgeted. Revenue Distribution Highway Users Revenue Funds (HURF) will be used to fund a portion of the Annual Streets Maintenance Program (overlay, chip seal, reconstruction) at a level of effort that will strive to maintain the streets system based on availability of funding. A portion of HURF funds will also be appropriated each year for street and sidewalk improvements, streetlights and Americans Disability Act (ADA) compliance. Local Transportation Assistance Funds (LTAF) funding was eliminated in FY 2011 by the State budget process which in turn eliminated funding of a portion of the annual streets maintenance program. The City does not currently foresee this funding being restored in the near future. Debt service requirements for General Obligation 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 and Science and Recreation projects and programs. 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. 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. 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. Annual Financial Plan Page 77 City of Flagstaff 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 strive to commit $2.1 million for annual capital maintenance of the street system which includes ADA compliance in the street system. In addition, the new transportation tax (Road Repair and Street Safety) has allocated $13.5 million to overlay maintenance and pavement preservation over the next five years with additional annual commitments to pavement preservation beyond the five year capital plan. 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 improved over a twenty year period. Sinking funds have been established for future landfill closure costs. Currently, it is estimated that $10.3 million will be needed over thirty 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 Solid Waste rate structure. Non-Recurring Revenues The City will balance operating revenues against operating expenditures. Any non-recurring revenues are budgeted for other one-time and/or non-recurring expenditures. Should any non-recurring revenue source have ongoing operating implications, those considerations will be evaluated before the acceptance of such funding. Downtown Flagstaff (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 78 City of Flagstaff ISSUES AND UPDATES PERSONNEL SERVICE COSTS COMPENSATION The City’s pay plan received a market increase of two percent (2%) to all pay ranges effective July 1, 2015 and the City has fully implemented the commissioned police market based pay plan. The changes to the commissioned police pay plan have decreased the turnover of police officers by thirty-nine percent (39%). In order to positively impact attraction and retention of Police Emergency Communications personnel, the hourly rate for the specialist and supervisor positions were increased by one dollar ($1) per hour, a five percent (5%) shift differential was added for the grave yard shift and a three percent (3%) shift differential for the swing shift. These changes have decreased turnover in the Communications Center by sixty-five percent (65%). Snow operators also received a stipend during snow operations in order to increase the attraction and retention of the experienced drivers. During FY 2016 the City experienced a seventy percent (70%) increase in the number of qualified and experienced applicants for snow equipment operation. Paramedic pay also increased by approximately two dollars ($2) per hour. The compensation study was updated by Human Resources to capture changes in the City municipal organization and the benchmark organizations were updated by 2.96% for commissioned police positions, 1.91% for commissioned fire positions scheduled for 2,912 hours per year and 1.03% for all other positions. As a result, the City is an average of 5.19% below market. Effective July 1, 2016, the City will implement phase one of the market based pay plan for the Fire 2912, regular 2080, skill based pay and broad band pay plans. Employees will receive a minimum of a two percent (2%) increase, except when the two percent (2%) will exceed the maximum of the range. In addition, temporary employee hourly rates will be increased by two percent (2%) unless the hourly rate is higher than the current maximum. Hazardous assignment pay is paid to employees who perform demanding duties or duties with an unusual degree of responsibility, a heightened level of physical risk that is above the normal for the job and where additional certification and/or continuing education is needed that is above and beyond the minimum requirements for the position. Assignment pay and paramedic pay will not be adjusted. The total amount of compensation is approximately $33,315,000 in the General Fund. BENEFITS Fiscal year 2017 begins the twenty-fourth year the City has participated in the joint purchase of health insurance through the Northern Arizona Public Employees Benefit Trust (NAPEBT). The NAPEBT trust includes four voting members: Coconino County, Flagstaff Unified School District, Coconino Community College and the City of Flagstaff and two non-voting members: Northern Arizona Intergovernmental Public Transportation (NAIPTA) and the Accommodation School. NAPEBT continues to fund a wellness program in an effort to improve employee wellness and control health care costs. NAPEBT offers a wellness program including fitness and nutrition classes, wellness challenges, wellness week for employees to focus on wellness related education and activities with their co-workers, an annual awards banquet and annual health fair. This year NAPEBT added a near site wellness clinic where employees may receive primary care, health coaching, physical therapy and sick care services for free or pay the fair market value if the employee participates in the high deductible health plan. Employees are able to receive flu shots, mammography and prostate exams and wellness screenings free of charge. These wellness assessments are included in a Wellness Incentive Program including an online Health Risk Assessment (HRA). The Wellness Incentive Program includes three levels. Annual Financial Plan Page 79 City of Flagstaff Level 1: The employee completes the biometric screening and health risk assessment to receive seven (7) points worth a $120 per year discount on insurance premiums. Level 2: The employee completes level 1 and earns an additional eight (8) points for a total of fifteen (15) points worth a $240 per year discount on insurance premiums. Level 3: The employee completes level 1 and 2 and earns an additional ten (10) points for a total of (25) points worth a $240 per year discount on insurance premiums and $120 cash incentive. The cash incentive may be paid as compensation or deferred into the employee’s flexible spending account or health savings account. NAPEBT completed a request for proposal for auditing/accounting services, medical and pharmacy this fiscal year. The overall premium increase for health insurance was 6.0% and 11.0% for prescription drugs based on national trend. The trustees voted to pass on a 5.0% increase and mitigate the remaining portion through the use of trust surplus funds and plan design changes such as increasing the in-network deductible by $250 per year for the employee and $500 per year for the family. In addition, NAPEBT expanded mental health services by not opting out of the mental health parity and changing the reserve policy from 50.0% to 33.3% as the ceiling and 37.5% to 27.5% as the low. The overall increase for healthcare costs is approximately $252,300 in the General Fund. The trust’s decision to become self-insured in 2007 has led to the lower premium increases experienced over the last nine years. The overall increase for health insurance is still below the national trend of approximately 7.8%. The City will continue to pay the full premium for employees participating in the base plan, provide a $254 per month dependent subsidy and cover the 5% increase for family coverage (based on the base plan contribution rate). However, if the employee does not participate in the Wellness Incentive Program and has not authorized a payroll deduction, the employee will be defaulted into the high deductible health plan (HDHP) and there will be no contribution to the health savings account (HSA) or flexible spending account (FSA). The dependent subsidy was reduced effective July 1, 2009 and this will continue during fiscal year 2017. The total budget for employee only health insurance is $4.3 million dollars. The total cost of the dependent subsidy to the City is $953,147. NAPEBT will continue to allow an opt-out provision for employees with proof of group health insurance outside of the trust. City employees who do not elect dependent health insurance coverage normally receive $60 per month in deferred compensation, but this benefit was suspended beginning July 1, 2009 and will continue through FY 2017. The dental insurance premiums will increase 2.4% for FY 2017. The City pays 100% of employee coverage and employees pay 100% for dependent coverage. The cost to all funds is approximately $302,703. The premiums for vision insurance benefits will not change in FY 2017. The City provides a basic vision benefit for the employee and dependents. The employee has a buy up option for employee and dependent coverage. The cost to all funds is approximately $13,064. The City provides a basic life and accidental death and dismemberment benefit in the amount of one times the employee’s annual salary to a maximum of $150,000. The cost of this benefit is $99,450. The Public Safety Personnel Retirement System (PSPRS) employer contribution will remain at 43.29% for Police and 67.71% for Fire. The PSPRS employee contribution will be 11.65%. The Arizona State Retirement System (ASRS) pension and health insurance benefit will be 11.34% and the long-term disability benefit will be 0.14%. The cost to all funds is approximately $7.4 million for PSPRS and $3.6 million for ASRS. Annual Financial Plan Page 80 City of Flagstaff SUPPLEMENTAL BENEFITS The City provides supplemental benefits to employees including the Employee Assistance Program (EAP) and repetitive motion therapy (RMT). All benefit-eligible employees are eligible to participate in the EAP. The program provides six sessions at no cost to the employee. There are two methods by which an employee may be referred to the City’s EAP. The first is self-referral when the employee voluntarily calls or contacts the EAP. The second is a referral done by the supervisor when there is a documented performance problem. The EAP also provides mediation services, responds to critical incidents, is the City’s DOT Substance Abuse Counselor and may provide training on topics such as Dealing with Difficult Customers, Preventing Violence in the Workplace and Drug and Alcohol Training for Supervisors. The total amount budgeted for the Employee Assistance Program is $36,000 for the FY2017 budget, which includes a $2,000 increase. The City provides a RMT benefit to all employees. The RMT sessions are for those employees who have previous, current or are susceptible to a repetitive motion injury. Thus, priority for appointments is given in the following order. • All employees with current workman’s compensation claims or claims closed for less than one year have first priority when scheduling an appointment. However, employees with current workman’s compensation claims who do not follow their prescribed course of treatments will not have priority when scheduling an appointment. • All other employees who are susceptible to a repetitive motion therapy are eligible for one therapy session per week. The total amount budgeted for repetitive motion therapy was reduced to $12,000 in FY 2011 and this will continue to be the budgeted amount this fiscal year. VOLUNTARY BENEFITS The City offers three voluntary benefits for the employee. These benefits include supplemental life insurance, short term disability and long term disability. There is no direct cost to the City for offering these voluntary benefits, but the City does utilize City resources for administration purposes. Employees may purchase additional life insurance at their own expense through payroll deductions. The cost of coverage is age rated and there is a guaranteed maximum amount of $150,000. Coverage is also available for eligible dependents. Short term disability is available to all employees and long term disability is available to commissioned employees since it is not part of the Public Safety Personnel Retirement System. This is also an age rated benefit with a weekly maximum of $1,150 for short term and monthly maximum of $5,000 for long term. CLASSIFICATION 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 division director 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 an external market comparison and then the decision band method for internal comparison. Annual Financial Plan Page 81 City of Flagstaff If the audit and analysis indicates an adjustment needs to be made, Human Resources procedures allow for four types of changes. 1. Reclassification - 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. 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. 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. The audit can also show that the position is properly classified and/or titled and that no changes are needed. Requests may be made during the budget process or any time during the fiscal year, if the division has ongoing funding available. Human Resources received fourteen (14) reclassification, three (3) rezone and two (2) retitle requests throughout the fiscal year. The following requests have been approved between July 2, 2015 and June 30, 2016. Reclassifications/Reranges Old Job Title Development Services Supervisor Administrative Assistant Assistant to CM - Risk Manager Administrative Specialist Multimodal Transportation Planner Assistant to CM - Administrative Old Range 110 B11 114 B23 113 112 New Job Title Development Services Supervisor Administrative Specialist Risk Management Director Recreation Database Specialist Project Manager Assistant to CM - Administrative New Range TBD B21 117 9 B52 113 No. of Employees Impacted 1 2 1 2 1 1 Rezones Old Zone 1 1 2 2 1 1 1 2 1 2 1 1 Job Title Accountant Administrative Specialist Administrative Specialist Airport ARFF Specialist Airport ARFF Specialist Division Director Equipment Operator Equipment Operator Maintenance Worker Project Manager Recreation Supervisor Senior Assistant City Attorney Annual Financial Plan Page 82 New Zone 2 2 3 3 2 2 2 3 2 3 2 2 No. of Employees Impacted 1 1 1 1 1 1 2 1 1 1 1 2 City of Flagstaff New Positions and Changes Title Range Additional Info Administrative Assistant - Court B11 (2) FTE’s - one-time Administrative Specialist - Housing B21 (19) hours/week - one-time Animal Control Officer 6 Approved - ongoing Building Inspector 10 CART EMT 900 CART Paramedic 900 One-time Collections Specialist 8 (2) FTE’s - (1) ongoing and (1) one-time Comprehensive Planning Intern 900 $7,000 - one-time Contracts Specialist 8 2 years with one-time Finance Specialist 8 Fire Inspector 10 Part Specialist Temporary 800 $20,000 - one-time Human Resource Analyst 112 10 hours - ongoing Information Technology Administrator GIS 113 Jay Lively Temporary 900 Hours increase for night hockey Joe C Montoya Temporary 900 Hours increase for baseball camp Library Specialist – Main B61 15 hour increase for 6 months - one-time Library Clerk - Tuba City 4 25 hour increase - ongoing Library Clerk – EFCL 4 30 hour increase for 6 months - one-time Library staff hours (various positions) n/a One-time Sunday hours Parking Manager 112 Parking Enforcement Officer 4 (2) FTE’s Water Conservation Specialist 9 Water Production Temporary 900 (2) FTE’s - one-time PAY PLAN CHANGES The following changes have been made to the City Pay Plan: • The City will implement phase one of the market based pay plan for the Fire 2912, regular 2080, skill based pay and broad band pay plans. Employees will receive a minimum of a two percent (2%) increase, except when the two percent (2%) will exceed the maximum of the range. In addition, temporary employee hourly rates will be increased by two percent (2%) unless the hourly rate is higher than the current maximum. ORGANIZATIONAL STUDIES The Human Resources division did not receive any requests during the year. TURNOVER The City’s turnover rate for calendar year 2015 is 10.33%. This is 5.77% lower than the government rate according to the Bureau of Labor Statistics. Annual Financial Plan Page 83 City of Flagstaff POSITION ADDITIONS/DELETIONS The City has planned for a total net increase of 14.62 full-time equivalents across all funds for FY 2017. A review of the Authorized Personnel/Positions Summary (see Appendix A), will provide all details of this increase including staffing request changes for reclassification requests and transfers of personnel between divisions for changing program needs. The following graph illustrates the five year historical staffing trend of the City by division. PERSONNEL IN EACH DIVISION 5 YEAR HISTORICAL TREND Fire Police Public Works Community Enrichment General Administration Utilities Community Development Management Services Economic Vitality 2013 85.00 171.00 148.16 107.59 70.93 67.50 80.08 38.25 33.99 802.50 2014 85.00 169.00 201.98 0.00 72.10 67.50 80.38 89.65 33.43 799.04 Fiscal Year 2015 86.00 169.00 200.21 0.00 73.10 68.50 79.86 90.55 34.43 801.65 2016 88.00 167.00 204.90 0.00 77.60 70.50 82.86 93.18 30.43 814.47 2017 89.00 167.00 206.21 0.00 81.60 72.50 82.98 41.75 88.05 829.09 The following detail highlights the City’s level of staffing in comparison to population. Census Year 1985 1990 1995 2000 2005 2010 2015 2016 ** * ** * ** * *** *** Population 38,247 45,857 52,701 52,894 61,185 65,870 70,000 70,320 Budget Year 1986 1991 1996 2001 2006 2011 2016 2017 Employees Emp/Pop 470.25 12.3 527.25 11.5 593.00 11.3 700.00 13.2 768.03 12.6 825.33 12.5 814.47 11.6 829.09 11.8 * Census Figures per United States Census Bureau ** Per Arizona Department of Economic Security Estimates *** Estimated Population Annual Financial Plan Page 84 City Employees per 1,000 Population 11.8 2016 2015 2010 2005 2000 1995 1990 1985 11.6 12.5 12.6 13.2 11.3 11.5 12.3 0.0 5.0 10.0 15.0 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF COST ALLOCATION PLAN FOR FISCAL YEAR 2017 Providing Sections General Fund 001 Library Fund 030 Highway User Transportation Fund Funds 040 041-046 Water and Wastewater Funds 202-204 Stormwater Fund 206 Solid Waste Fund 211 SEMS Fund 214 Airport Fund 221 Total Charges to Other Funds Page 85 Building Depreciation $ Equipment Depreciation 402 Non-Departmental 011 City Manager 011 City Clerk 014 Information Technology 015 City Attorney 012 Human Resources 013 Risk Management 031 Management Services Administration 032 Purchasing 034 Finance 033 Revenue - Licensing and Collections 033 Revenue - Customer Service 151 Public Works 152 Facility Maintenance 154 Fleet Management 101 Community Development 102 Engineering 201 Community Investment 401 Council and Commissions Total Allocations $ 242,521 1,239,360 1,055,273 687,826 220,132 642,907 478,287 418,108 113,925 7,321 352,963 679,231 205,241 50,461 18,518 449,675 124,396 431,994 1,467,023 209,796 218,748 9,313,706 73,775 65,263 14,742 43,708 45,721 11,971 669 22,381 64,173 6,174 498 64,287 1,096 19,172 11,094 110,914 47,572 11,557 55,779 40,665 32,905 9,342 623 33,310 40,614 11,113 463 83,333 70,550 379,382 17,838 10,863 10,455 13 1,023 57,062 802 874 28,467 30,511 279,167 83 3,188 2,386 11,064 295,299 106,987 28,907 316,303 128,997 61,677 22,985 1,975 192,838 104,302 30,871 891,826 23,565 15,886 56,584 42,477 2,414 8,972 7,904 1,503 29,094 5,428 4,337 1,214 83 16,195 7,637 16,865 4,444 73 2,381 5,704 11,889 190,260 85,737 20,585 122,063 91,475 44,935 16,513 1,400 62,987 64,402 33,340 170,072 65,052 98,408 40,125 30,249 14,722 11,906 4,193 52,719 9,180 7,710 2,106 141 4,017 13,200 3,704 12,610 63 4,027 9,901 47,339 17,881 3,465 37,407 13,536 9,155 2,792 207 19,116 33,182 3,704 31,319 83,333 18,524 1,756 5,937 4,517 267,888 1,239,360 1,807,009 1,031,089 306,107 1,256,272 868,338 624,548 181,650 13,293 732,274 1,037,252 573,314 1,174,197 185,184 625,547 312,228 431,994 1,846,405 359,048 335,939 444,724 956,823 414,031 2,332,543 114,248 1,149,492 150,199 333,170 15,208,936 25,367 751,736 343,263 85,975 613,365 390,051 206,440 67,725 5,972 379,311 358,021 368,073 1,123,736 166,666 175,872 187,832 379,382 149,252 117,191 5,895,230 Divisions General Administration Management Services Community Development Public Works Economic Vitality Non-Departmental Total Allocations 2,561,185 1,295,217 1,899,017 592,589 209,796 2,755,902 9,313,706 181,405 93,895 65,383 19,172 84,869 444,724 197,820 86,123 379,382 153,883 17,838 121,777 956,823 58,900 339,102 3,188 12,841 414,031 665,856 1,221,812 39,451 56,584 348,840 2,332,543 49,480 40,780 4,517 2,381 17,090 114,248 381,308 332,201 163,460 40,125 232,398 1,149,492 87,814 33,672 63 4,027 24,623 150,199 84,236 87,528 103,613 5,937 51,856 333,170 4,268,004 3,530,330 2,278,399 1,122,959 359,048 3,650,196 15,208,936 1,706,819 2,235,113 379,382 530,370 149,252 894,294 5,895,230 $ $ City of Flagstaff COST ALLOCATION The cost allocation plan has been developed utilizing a methodology that is in accordance with generally accepted accounting principles (GAAP). Incorporated within GAAP are three basic principles related to the allocation of central service support costs to operating departments that have been adhered to in the preparation of the cost allocation plan. First, costs should be necessary and reasonable for proper performance of a program. Second, costs should be charged or allocated to programs in accordance with relative benefits received. A program should only be charged for services it utilizes or benefits from, and should only be charged in relation to benefits derived from the service. Third, costs should be accorded consistent treatment as either direct or indirect. A cost should not be charged to a program as a direct cost if any other cost incurred for the same purpose in like circumstances have been allocated to the program as indirect costs. The methodology accommodates detailed analysis of all service areas through the provisions of a structure that identifies total costs (both direct and indirect) by activity and allocates/assigns costs to benefiting services utilizing a base that appropriately represents the level of benefit provided or derived from each activity by each service. The cost allocation is based on actual expenditures for the fiscal year ending June 30, 2014. The City utilized the services of a consultant to prepare this year’s plan. 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. METHODOLOGY A multiple allocation base methodology has been utilized to prepare the cost allocation 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 2014; and human resources activities have been allocated on the number of budgeted full-time equivalent positions served. In selecting an allocation base to be used, the objective has been to utilize a base for each service that is available and reasonably results in the allocation of a service to users based on the relative benefit they receive or derive. A list of the allocation basis is provided in the Appendix. FLEET MANAGEMENT To provide a comprehensive fleet management program dedicated to health, safety, resource conservation and fiscal responsibility in selecting and supplying the most efficient state of the art vehicles and equipment to support City divisions and employees in the delivery of municipal services. Fleet Management consists of line workers and supervisors representing City divisions that are dedicated to developing and implementing policies and procedures for fleet operations. The committee is under leadership of the Public Works Section Head, Fleet Manager and the Sustainability Specialist and as directed by the fleet policies identified in the Municipal Sustainability Plan. Fleet Management coordinates and monitors the evaluation, replacement, purchasing, fuel usage and utilization of the City’s fleet, maximizing vehicle and equipment life, retaining units as long as economically possible and replacing units that have met or exceeded useful life. Fleet Management has set the following FY 2017 goals: • Complete vehicle/equipment utilization analysis of General Fund sections by year end and Enterprise Funds by March 31, 2017. • Review potential collaboration with Summit Fire Department, The City of Flagstaff Fire Department and Fleet Services for synergy and potential cost savings. • Remove an additional four vehicles/equipment from the City’s fleet. Annual Financial Plan Page 86 City of Flagstaff Fleet Management FY 2016 Accomplishments include: • Reduced the fleet by six vehicles. • Identified potential cost savings with vehicle/equipment purchases in FY 2018 which will allow Flagstaff Fire Department to acquire an additional Quantum Pumper in FY 2017. • Right sized and repurposed vehicles within the fleet. • Completed the replacement process of seventeen out of eighteen faulty 6.4 Ford diesels within the City’s fleet. • Development of a new work management software system with IT Division that will enable better tracking and maintenance of the City’s fleet. Other FY 2016 accomplishments: • Directed Fleet Services to refurbish the City’s second all electric vehicle and added it to the City’s pool. • Directed Fleet Services to refurbish a surplus utility vehicle for the IT Division which required no capital investment to the division. • Secured funding for new fuel/lubricant management software for the City’s transition to the new Core Services Maintenance Facility. Other objectives for FY 2016 include: • Complete physical inventory of Fleet Services parts inventory. • Fleet Manager will approve all specifications before requests for proposals are issued. Fleet Management Fiscal Year 2017 Replacements Division/Section Amount 033 Revenue Truck - Meter Services $ Division/Section 32,000 051 Fire Quantum Pumper (Equipped) 587,700 061 Police Patrol Vehicles (2) Surveillance/Equipment Van Detective Vehicle 55,000 32,500 29,800 154 Fleet Services Fuel Truck 221 Airport Operations Rapid Response Fire Suppression Truck 222 Airport Capital Projects ARFF Vehicle 1,100,000 Total Airport Fleet 1,252,550 313 Wastewater Collection Diesel Truck 54,413 Total Utilities Fleet 54,413 165 Solid Waste - Landfill Trailer 49,000 32,500 Total General Fund Fleet 976,600 . 250,000 91,000 487,000 90,000 166 Solid Waste - Collections Rapid Rail Truck Top Loader Truck Front Loader Truck (2) Side Loader Truck (2) Roll Off Truck Bin Maintenance Truck (2) Total Solid Waste Fleet Total HURF Fleet 260,000 260,000 443,000 529,000 220,000 75,000 1,836,000 918,000 Total Fleet Replacements Annual Financial Plan 152,550 207,100 401 Council and Commissions Vehicle 161 Street Maintenance and Repairs Sweeper Mini-Excavator Paint Striper Transport Trailer Amount Page 87 $ 5,037,563 City of Flagstaff INFORMATION TECHNOLOGY The mission of the Division of Information Technology (DoIT) is: • • • To enable City staff to make informed decisions by providing: o The desktop, network, server, electronic storage and telephony infrastructure which enables access to the City's electronic data and geographical information; o Helpdesk services, software, hardware, system analysis, software development and product evaluation support services. To ensure that the City’s server, network and telephony infrastructure and electronic data resources are protected through sound security and disaster recovery management methodologies. To provide and maintain an accurate, current, and reliable Geographic Information System (GIS) that efficiently manages City geospatial data, records and asset inventories, which can be leveraged to enable staff and citizens to make informed and effective decisions that affect the future of the City of Flagstaff. The Division of Information Technology supports all of the City’s other divisions with the exception of the Library which has its own staff, the Police Department which is supported at the LEAF via an IGA with the County and the Courts which are mandated to be supported by the State. IT consists of fourteen (14) FTE’s in the areas of Application support, Systems support, Network support, GIS support and the Information Technology Assistance Center (ITAC) helpdesk. For a list of FY 2016 accomplishments and FY 2017 new initiatives and goals, please see the Department Detail section. FY 2016 UPDATES PUBLIC SAFETY PENSION PLAN AND FUNDING The cost of public safety pensions continues to escalate at a significant rate. In FY 2016, the required pension contribution increased by $1.5 million to a total of $6.8 million due to contribution rate increases. This represents an overall percentage increase of 32%. One of the main reasons for the significant increase in the contribution is the repeal of portions of SB1609 which resulted in an overall larger actuarial liability due to permanent benefit increases (PBI). This significant increase has had a negative impact on the City’s ability to fund other items within the General Fund budget. With the adoption of the FY 2017 budget, 100% of the increase in the pension contribution is funded with ongoing dollars in the General Fund. RECRUITMENT PERSONNEL AND RETENTION OF SWORN PERSONNEL AND DISPATCH The Flagstaff Police Department has been challenged over the years to recruit and retain sworn officers and dispatch personnel. Since the beginning of calendar year 2013 the City experienced a 29.4% overturn for sworn officers and 36.0% for dispatch personnel. With the implementation of the market based pay plan for sworn officers, a significant increase in dispatch personnel pay and other retention initiatives, the turnover rates have decreased significantly for sworn officers and dispatch personnel to 14.1% and 16.7%, respectfully, in calendar year 2015. FY 2017 ISSUES MARKET BASED PAY FOR ALL CITY EMPLOYEES Council’s main goal, as well as one of their FY 2017 budget priorities is to “invest in our employees and implement retention and attraction strategies”. One way the City is looking to address this is to develop a plan to move the current City pay plans into a market based pay structure. Annual Financial Plan Page 88 City of Flagstaff Background: The City’s pay plan has consistently been under market. In FY 2016, the City’s overall pay plan was 5.19% below market. Rather than continuing to provide across the board market increases the City is using budget funding to strategically move the pay structure closer to what is found in the market. Using benchmark organizations and positions the City has created a pay structure based on a market comparison. This supports the City’s structure in becoming more market competitive in order to attract and retain quality staff members. Conclusion: Council approved a budget that includes a three year plan for moving all of our positions into a market based pay structure. While some positions will receive a higher increase to bring them into the new market based pay structure, all employees who are eligible, including temporary personnel, will receive at least a 2% increase over the next two fiscal years. NEW PARKING DISTRICT In FY 2016, Council adopted the Comprehension Parking Management Program and an ordinance to establish a special revenue fund for the Parking District. The Parking District includes the downtown area, Southside and surrounding areas. The expenditures are restricted to certain physical and operational parking related costs. Following the adoption, City staff started working with stakeholders and implementation of the program. This included the development of Administrative Guidelines and initiating an educational outreach program designed to inform the general users of the new programs and requirements. Background: Historically, three general areas in Flagstaff have experienced notable parking issues including downtown, downtown neighborhoods and Southside. The north downtown area has experienced issues with parking shortages and parking turn-over which affect the north end neighborhoods with spill-over parking. In recent years, the Southside has also experienced issues resulting from student spill-over parking and the successful ongoing Southside redevelopment. Discussions of addressing parking issues in north downtown date back to the 1950s and include five parking studies which have been commissioned since the 1980s. In 2008, there was a partially successful effort to formulate a solution to the parking and other downtown issues. However, that limited success was conditioned on resolving the remaining parts, notably including the development of more comprehensive solutions and achieving accord between, and buy-in from, all of the stakeholders. In addressing the unresolved parts, the follow-up work resulted in the formation of the Flagstaff Downtown Business Improvement and Revitalization District, however without addressing the parking issues. In 2011 there was an effort to solve some of the early renditions of parking issues in the Southside. Conclusion: The City established a new special revenue fund to record the activities of the new Parking District and Council approved a budget of $1,501,798 for FY 2017. This includes the purchase and installation of parking meters as well as first year operation costs including four full-time equivalent positions. The adopted program calls for one full-time equivalent position for every 300 parking spaces being managed. The parking meters will be installed late in FY 2017. Of these funds, no less than twenty percent of the gross revenue will be further reserved for increasing the supply of parking. Annual Financial Plan Page 89 City of Flagstaff Northern Arizona University (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 90 City of Flagstaff THE FINAL OPPORTUNITY FOR PUBLIC INPUT ON THE CITY OF FLAGSTAFF FISCAL YEAR 2016-2017 BUDGET WILL OCCUR ON JUNE 21, 2016 AT 6:00 P.M. IN THE CITY COUNCIL CHAMBERS, 211 WEST ASPEN AVENUE, FLAGSTAFF, AZ 86001 The budget may be reviewed at the City of Flagstaff in the City Clerks Office, 211 West Aspen Avenue, Flagstaff, AZ 86001 or the Flagstaff City-County Public Library, 300 West Aspen Avenue, Flagstaff, AZ 86001 or the East Flagstaff Community Library, 3000 North 4th Street, Flagstaff, AZ 86004 or the official website "flagstaff.az.gov" S c h Fiscal Year FUNDS General Fund Special Revenue Funds Debt Service Funds Capital Projects Funds Permanent Fund Internal Service Funds Enterprise Funds Total All Funds Page 91 2016 Adopted/Adjusted Budgeted Expenditures/Expenses* E 60,958,146 61,663,573 8,037,450 39,698,616 0 71,359,812 0 241,717,597 2016 Actual Expenditures/Expenses** E 54,997,857 39,085,940 8,032,600 1,618,921 0 51,566,020 0 155,301,338 2017 Fund Balance/Net Position at July 1*** 23,975,214 42,759,033 12,795,061 6,433,783 276,293 26,563,027 0 112,802,411 2017 Primary Property Tax Levy B 5,707,178 0 0 0 0 0 5,707,178 2017 Secondary Property Tax Levy B 0 0 5,879,357 0 0 0 5,879,357 2017 Estimated Revenues Other than Property Taxes C 51,814,575 42,665,357 281,650 3,076,440 19,909 58,587,190 0 156,445,121 2017 Other Financing Sources D 0 880,000 0 28,200,000 0 5,075,000 0 34,155,000 2017 Other Financing (Uses) D 0 0 0 0 0 0 0 0 2017 Interfund Transfers In D 3,213,434 11,768,348 8,527,911 2,520,000 0 3,689,034 0 29,718,727 2017 Interfund Transfers (Out) D 7,095,020 12,205,299 8,527,911 0 0 1,890,497 0 29,718,727 2017 Reduction for Amounts Not Available: LESS: Amounts for Future Debt Retirement: 0 0 0 0 2017 Total Financial Resources Available 2017 Budgeted Expenditures/Expenses E 77,615,381 85,867,439 18,956,068 40,230,223 296,202 92,023,754 0 314,989,067 63,513,733 71,855,079 8,739,261 43,209,304 0 77,676,781 0 264,994,158 EXPENDITURE LIMITATION COMPARISON 1. Budgeted expenditures/expenses 2. Add/subtract: estimated net reconciling items 3. Budgeted expenditures/expenses adjusted for reconciling items 4. Less: estimated exclusions 5. Amount subject to the expenditure limitation 6. EEC expenditure limitation $ $ $ 2016 241,174,678 1,000,087 242,174,765 105,668,182 136,506,583 140,651,422 $ $ $ 2017 264,994,158 0 264,994,158 120,746,047 144,248,111 145,156,751 City of Flagstaff The city/town does not levy property taxes and does not have special assessment districts for which property taxes are levied. Therefore, Schedule B has been omitted. * ** *** Includes expenditure/expense adjustments approved in the current year from Schedule E. Includes actual amounts as of the date the proposed budget was prepared, adjusted for estimated activity for the remainder of the fiscal year. Amounts on this line represent fund Balance/net position amounts except for amounts not in spendable form (e.g., prepaids and inventories) or legally or contractually required to be maintained intact (e.g., principal of a permanent fund). Schedule A: Summary Schedule of Estimated Revenues and Expenditures/Expenses Annual Financial Plan CITY OF FLAGSTAFF SUMMARY SCHEDULE OF ESTIMATED REVENUES AND EXPENDITURES/EXPENSES FISCAL YEAR 2017 General Fund UNRESERVED FUND BALANCE/ RETAINED ESTIMATED REVENUES AND OTHER EARNINGS AT 7/1/2016 FINANCING SOURCES 2016-2017 $ TOTAL FINANCIAL INTERFUND TRANSFERS 2016-2017 IN RESOURCES AVAILABLE 2016-2017 OUT CAPITAL OUTLAY (EQUIP/CIP) OPERATIONS TOTAL RESERVES/ APPROPRIATIONS CONTINGENCIES 2016-2017 DEBT SERVICE FUND BALANCE 6/30/2017 Page 92 23,975,214 57,521,753 3,213,434 (7,095,020) 77,615,381 58,237,440 4,382,791 293,502 600,000 63,513,733 14,101,648 Special Revenue Funds: Library Highway User Revenue Transportation Flagstaff Urban Trails Beautification Economic Development Tourism Arts and Science Recreation - BBB Housing and Comm Svcs Metro Planning Organization EDA Revolving Loan Parking District 1,475,171 6,105,914 21,699,730 3,874,881 4,254,159 638,807 950,946 551,955 1,817,442 1,127,222 262,806 - 4,569,632 7,155,600 19,064,924 402,970 1,489,600 867,144 2,329,528 559,680 2,446,090 2,088,291 1,116,116 19,022 1,436,760 1,641,611 8,917,839 550,000 251,000 22,500 385,398 (13,000) (9,162,205) (433,465) (143,757) (67,738) (2,335,134) (50,000) - 7,686,414 22,166,353 31,602,449 4,827,851 5,310,294 1,613,194 3,212,736 1,111,635 1,928,398 3,165,513 1,138,616 281,828 1,822,158 6,450,179 5,317,921 6,752,116 339,408 963,783 2,118,077 530,140 7,500 2,927,233 638,616 281,828 420,776 680,125 14,946,724 14,159,309 3,797,713 4,303,050 50,000 227,500 1,285,927 943,914 550,514 2,953,475 257,143 90,000 100,000 100,000 10,000 45,000 50,000 10,000 500,000 47,108 7,230,304 20,915,159 23,864,900 3,797,713 4,652,458 1,265,926 2,218,077 767,640 1,293,427 2,927,233 1,138,616 281,828 1,501,798 456,110 1,251,194 7,737,549 1,030,138 657,836 347,268 994,659 343,995 634,971 238,280 320,360 Debt Service Funds: GO Bonds Secondary Property Tax Special Assessment Bond 12,466,195 328,866 5,954,357 206,650 8,527,911 - (8,527,911) - 8,527,911 9,892,641 535,516 - - 8,527,911 211,350 - 8,527,911 211,350 9,892,641 324,166 276,293 19,909 - - 296,202 - - - - - 296,202 953,784 5,479,999 10,000,000 21,276,440 2,520,000 - - 13,473,784 26,756,439 - 18,071,600 25,137,704 - - 18,071,600 25,137,704 (4,597,816) 1,618,735 21,074,736 340,751 2,780,684 286,008 1,309,181 771,667 27,971,595 8,613,904 16,725,963 1,266,779 1,730,959 7,352,990 1,238,523 384,950 67,000 1,860,361 138,200 (1,232,973) (141,678) (199,162) (316,684) - 49,051,881 9,339,605 19,364,969 1,420,625 4,583,817 8,262,857 15,666,653 2,592,828 10,046,070 1,142,425 926,354 5,996,832 17,806,735 6,020,003 5,314,999 119,998 3,463,520 639,554 4,115,349 259,211 125,000 - 1,800,000 100,000 500,000 30,000 10,000 1,001,250 39,388,737 8,972,042 15,986,069 1,292,423 4,399,874 7,637,636 9,663,144 367,563 3,378,900 128,202 183,943 625,221 112,802,411 202,186,656 29,718,727 (29,718,727) 314,989,067 121,356,179 121,351,166 17,383,455 4,903,358 264,994,158 49,994,909 Permanent Funds: Perpetual Care Capital Projects Funds: Non GO Bonds GO Bonds Enterprise Funds: Water/Wastewater/Reclaim Airport Solid Waste Sustainability and Env Mgmt Stormwater Utility Flagstaff Housing Authority TOTAL ALL FUNDS $ Schedule A-1: Total Resources and Appropriations Summary Annual Financial Plan CITY OF FLAGSTAFF SUMMARY SCHEDULE OF ESTIMATED REVENUES AND EXPENDITURES/EXPENSES FISCAL YEAR 2016-2017 City of Flagstaff Schedule B: Expenditure Limitation and Tax Levy Information CITY OF FLAGSTAFF EXPENDITURE LIMITATION AND TAX LEVY INFORMATION FISCAL YEAR 2016-2017 ESTIMATED FY 2015-2016 Expenditure Limitation [Economic Estimates Commission] FY 2016-2017 $ 145,156,751 $ 6,301,017 $ 5,707,178 5,879,357 11,586,535 Total Estimated Expenditures Subject to Expenditure Limitation 1. Maximum Allowable Primary Property Tax Levy [ARS 42-17051.A] rev 6/06 HB 2876 $ 2. Amount Received from Primary Property Taxation in FY 2015-2016 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 2015-2016 Levy (2) Prior Years' Levies (3) Total Primary Property Taxes Collected $ B. Secondary Property Taxes: (1) FY 2015-2016 Levy (2) Total Secondary Property Taxes Collected 6,091,109 - 5,627,083 5,728,437 11,355,520 $ 5,527,083 100,000 5,627,083 5,728,437 5,728,437 C. Total Property Taxes Collected $ 11,355,520 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 0.8234 0.8366 1.6600 0.8121 0.8366 1.6487 B. Special Assessment District Tax Rates: As of the date of the proposed budget, the city was operating one special assessment district for which secondary property taxes are levied. For information pertaining to this district and its tax rates, please contact the City Finance Department. * 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 Page 93 City of Flagstaff Schedule C: Revenues Other Than Property Taxes CITY OF FLAGSTAFF SUMMARY BY FUND OF REVENUES OTHER THAN PROPERTY TAXES FISCAL YEARS 2016 AND 2017 (WITH ACTUALS FOR FISCAL YEAR 2015) ACTUAL REVENUES 2014-2015 SOURCE OF REVENUES BUDGETED REVENUES 2015-2016 ESTIMATED ACTUAL REVENUES 2015-2016 BUDGETED REVENUES 2016-2017 CHANGE (BDGT-BDGT) % CHANGE GENERAL FUND Local Taxes City Sales Tax Franchise Tax 17,655,291 2,467,635 17,279,341 2,485,140 18,520,000 2,514,000 18,644,170 2,539,140 1,364,829 54,000 7.90% 2.17% Licenses and Permits Business Licenses Building Permits Other Licenses and Permits 30,697 1,209,523 626,573 30,000 1,324,050 260,930 30,000 1,800,000 496,680 30,000 1,395,000 496,680 70,950 235,750 0.00% 5.36% 90.35% Intergovernmental State Income Tax Sharing State Shared Sales Tax Vehicle License Tax Federal Grants State Grants Local Intergovernmental Agreements 7,973,971 6,019,777 2,689,916 758,357 455,348 890,667 7,928,250 5,958,225 2,648,100 1,420,608 652,089 1,124,000 7,928,250 6,120,000 2,800,000 1,420,608 628,139 1,024,000 8,578,408 6,094,663 2,788,408 823,482 865,687 1,022,600 650,158 136,438 140,308 (597,126) 213,598 (101,400) 8.20% 2.29% 5.30% -42.03% 32.76% -9.02% Charges for Services General Government Parks and Recreation Public Safety Cemetery 579,423 1,478,540 799,494 128,694 342,300 1,762,730 961,766 149,350 625,800 1,597,350 840,000 145,800 467,800 1,546,950 825,000 145,800 125,500 (215,780) (136,766) (3,550) 36.66% -12.24% -14.22% -2.38% 1,161,663 281,023 1,779,700 46,986,292 1,141,160 221,050 2,116,283 47,805,372 1,161,080 264,000 2,967,956 50,883,663 3,298,980 262,000 1,989,807 51,814,575 2,157,820 40,950 (126,476) 4,009,203 189.09% 18.53% -5.98% 8.39% LIBRARY FUND Intergovernmental State Grants Library District Taxes Investment Earnings Miscellaneous Total Library Fund 44,819 3,682,066 34,925 100,247 3,862,057 188,625 4,882,490 37,812 20,474 5,129,401 188,625 3,847,490 26,319 30,000 4,092,434 25,000 4,465,820 37,812 41,000 4,569,632 (163,625) (416,670) 20,526 (559,769) -86.75% -8.53% 0.00% 100.25% -10.91% HIGHWAY USER REVENUE FUND Intergovernmental Federal Grants Highway User Tax Investment Earnings Miscellaneous Total Highway User Revenue Fund 2,856 6,884,173 33,720 6,920,749 6,862,720 5,000 6,867,720 7,200,000 17,000 575,520 7,792,520 7,149,600 6,000 7,155,600 286,880 1,000 287,880 0.00% 4.18% 20.00% 0.00% 4.19% 14,491,488 120,360 2,932,573 17,544,421 17,585,692 71,000 17,656,692 18,725,667 70,000 18,795,667 18,912,924 152,000 19,064,924 1,327,232 81,000 1,408,232 7.55% 114.08% 0.00% 7.98% 92,456 24,080 5,000 53,439 174,975 183,597 6,750 190,347 81,470 24,000 105,470 392,970 10,000 402,970 392,970 10,000 402,970 214.04% 148.15% 0.00% 0.00% 211.70% 10,000 1,392,624 33,572 1,385 1,437,581 1,340,000 7,800 1,347,800 1,460,000 34,000 1,494,000 1,474,600 15,000 1,489,600 134,600 7,200 141,800 0.00% 10.04% 92.31% 0.00% 10.52% Fines and Forfeits Investment Earnings Miscellaneous Total General Fund $ SPECIAL REVENUE FUNDS TRANSPORTATION FUND Transportation Tax Investment Earnings Miscellaneous Total Transportation Fund FUTS FUND Intergovernmental State Grants Investment Earnings Contributions Miscellaneous Total FUTS Fund BEAUTIFICATION FUND Intergovernmental State Grants BBB Tax Investment Earnings Miscellaneous Total Beautification Fund Annual Financial Plan Page 94 City of Flagstaff Schedule C: Revenues Other Than Property Taxes CITY OF FLAGSTAFF SUMMARY BY FUND OF REVENUES OTHER THAN PROPERTY TAXES FISCAL YEARS 2016 AND 2017 (WITH ACTUALS FOR FISCAL YEAR 2015) ACTUAL REVENUES 2014-2015 SOURCE OF REVENUES ECONOMIC DEVELOPMENT FUND Intergovernmental State Grants BBB Tax Investment Earnings Miscellaneous Total Economic Development Fund ESTIMATED ACTUAL REVENUES 2015-2016 BUDGETED REVENUES 2016-2017 CHANGE (BDGT-BDGT) % CHANGE 38,270 663,269 10,121 36,685 748,345 200,000 636,500 7,257 155,342 999,099 200,000 693,500 12,228 54,414 960,142 700,435 10,540 156,169 867,144 (200,000) 63,935 3,283 827 (131,955) -100.00% 10.04% 45.24% 0.53% -13.21% 2,094,532 83,054 1,224 85,842 2,264,652 2,010,000 85,000 6,563 25,913 2,127,476 2,190,000 85,000 1,300 37,335 2,313,635 2,211,900 86,700 4,755 26,173 2,329,528 201,900 1,700 (1,808) 260 202,052 10.04% 2.00% -27.55% 1.00% 9.50% ARTS AND SCIENCE FUND BBB Tax Investment Earnings Miscellaneous Total Arts and Science Fund 523,634 3,699 21 527,354 502,500 4,185 506,685 547,500 4,185 551,685 552,975 6,705 559,680 50,475 2,520 52,995 10.04% 60.21% 0.00% 10.46% RECREATION - BBB FUND BBB Tax Investment Earnings Total Recreation - BBB Fund 2,297,924 28,797 2,326,721 2,211,000 16,900 2,227,900 2,409,000 35,000 2,444,000 2,433,090 13,000 2,446,090 222,090 (3,900) 218,190 10.04% -23.08% 9.79% HOUSING AND COMMUNITY SERVICES FUND Intergovernmental Federal Grants State Grants Investment Earnings Miscellaneous Total Housing and Community Svcs Fund 515,786 118,694 8,047 172,789 815,316 1,535,300 1,003,168 4 2,538,472 1,043,091 43,426 7,021 424,738 1,518,276 958,291 1,130,000 2,088,291 (577,009) 126,832 (4) (450,181) -37.58% 12.64% 0.00% -100.00% -17.73% METRO PLANNING ORGANIZATION FUND Intergovernmental Federal Grants Miscellaneous Total Metro Planning Organization Fund 547,287 5,100 552,387 966,290 560,000 1,526,290 779,851 5,000 784,851 611,116 505,000 1,116,116 (355,174) (55,000) (410,174) -36.76% -9.82% -26.87% 262,206 600 262,806 5,256.00 13,766 19,022 5,256 (36,357) (31,101) 0.00% 0.00% -72.54% -62.05% 556,760 556,760 556,760 556,760 0.00% 0.00% TOURISM FUND BBB Tax Retail Sales Investment Earnings Miscellaneous Total Tourism Fund $ BUDGETED REVENUES 2015-2016 EDA REVOLVING LOAN FUND Intergovernmental Federal Grants Investment Earnings Miscellaneous Total EDA Revolving Loan Fund - 50,123 50,123 PARKING DISTRICT FUND Parking Total Parking District Fund - - - 37,174,558 41,168,005 41,115,486 42,665,357 1,687,698 4.10% 80,000 80,000 64,000 64,000 83,600 83,600 75,000 75,000 11,000 11,000 17.19% 17.19% SPECIAL ASSESSMENT BONDS FUND Special Assessments Investment Earnings Total Special Assessment Bonds Fund 2,302,545 1,098 2,303,643 595,250 1,800 597,050 595,250 900 596,150 205,750 900 206,650 (389,500) (900) (390,400) -65.43% -50.00% -65.39% TOTAL DEBT SERVICE FUNDS 2,383,643 661,050 679,750 281,650 (379,400) -57.39% TOTAL SPECIAL REVENUE FUNDS DEBT SERVICE FUNDS SECONDARY PROPERTY TAX FUND Investment Earnings Total Secondary Property Tax Fund Annual Financial Plan Page 95 City of Flagstaff Schedule C: Revenues Other Than Property Taxes CITY OF FLAGSTAFF SUMMARY BY FUND OF REVENUES OTHER THAN PROPERTY TAXES FISCAL YEARS 2016 AND 2017 (WITH ACTUALS FOR FISCAL YEAR 2015) ACTUAL REVENUES 2014-2015 SOURCE OF REVENUES BUDGETED REVENUES 2015-2016 ESTIMATED ACTUAL REVENUES 2015-2016 BUDGETED REVENUES 2016-2017 CHANGE (BDGT-BDGT) % CHANGE CAPITAL PROJECTS FUNDS GO BONDS PROJECTS FUND Intergovernmental Federal Grants Investment Earnings Miscellaneous Total GO Bonds Projects Fund $ 6,828 6,828 630 9,620,000 9,620,630 420 420 NON GO BONDS PROJECTS FUND Intergovernmental Grants Total Non GO Bonds Projects Fund 4,035,158 4,035,158 454,197 454,197 813,342 813,342 TOTAL CAPITAL PROJECTS FUNDS 4,041,986 10,074,827 813,762 PERPETUAL CARE FUND Contributions Investment Earnings Total Perpetual Care Fund 16,822 2,233 19,055 23,201 2,108 25,309 TOTAL PERMANENT FUNDS 19,055 280,000 6,440 2,790,000 3,076,440 280,000 5,810 (6,830,000) (6,544,190) 0.00% 922.22% -71.00% -68.02% (454,197) (454,197) -100.00% 3,076,440 (6,998,387) -69.46% 15,640 2,232 17,872 17,780 2,129 19,909 (5,421) 21 (5,400) -23.37% 1.01% -21.33% 25,309 17,872 19,909 (5,400) -21.33% 283,587 15,317,022 10,249,909 196,587 357,893 26,404,998 288,394 15,510,620 10,103,333 151,440 200,000 28,007,093 288,394 15,910,620 9,664,424 151,440 200,000 26,214,878 16,986,426 10,632,154 153,015 200,000 27,971,595 (288,394) 1,475,806 528,821 1,575 1,717,808 -100.00% 9.51% 5.23% 1.04% 0.00% 6.13% 1,937,955 101,837 1,866,359 6,784 187,725 4,100,660 2,850,910 89,825 1,669,974 3,692 68,026 4,682,427 5,917,209 555,072 1,801,965 3,408 336,250 8,613,904 3,066,299 465,247 131,991 (284) 268,224 3,931,477 107.56% 517.95% 7.90% -7.69% 394.30% 83.96% 11,456,414 81,785 24,506 11,562,705 11,760,588 67,830 11,828,418 11,297,223 87,015 1,630 11,385,868 11,581,437 69,526 11,650,963 (179,151) 1,696 (177,455) -1.52% 2.50% 0.00% -1.50% SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT FUND Intergovernmental Federal Grants Environmental Services 1,050,537 Investment Earnings 2,949 Miscellaneous 31,267 Total Sustainability and Env Mgmt Fund 1,084,753 1,029,029 1,800 500 1,031,329 1,032,336 3,387 24,145 1,059,868 269,998 993,288 2,993 500 1,266,779 269,998 (35,741) 1,193 235,450 0.00% -3.47% 66.28% 0.00% 22.83% STORMWATER UTILITY FUND Intergovernmental Federal Grants Stormwater Utility Investment Earnings Miscellaneous Total Stormwater Utility Fund 225,000 1,515,588 1,089 1,741,677 120,000 1,515,588 6,789 1,642,377 113,960 1,610,453 6,546 1,730,959 (111,040) 94,865 5,457 (10,718) -49.35% 6.26% 501.10% 0.00% -0.62% - PERMANENT FUNDS ENTERPRISE FUNDS WATER, WASTEWATER, RECLAIMED WATER Intergovernmental Federal Grants Water Wastewater Investment Earnings Miscellaneous Total Water and Wastewater Fund AIRPORT FUND Intergovernmental Federal Grants State Grants Airport Investment Earnings Miscellaneous Total Airport Fund SOLID WASTE FUND Solid Waste Investment Earnings Miscellaneous Total Solid Waste Fund Annual Financial Plan 25,000 1,483,745 7,171 4,450 1,520,366 Page 96 140,500 7,583 1,805,423 3,692 16,690 1,973,888 City of Flagstaff Schedule C: Revenues Other Than Property Taxes CITY OF FLAGSTAFF SUMMARY BY FUND OF REVENUES OTHER THAN PROPERTY TAXES FISCAL YEARS 2016 AND 2017 (WITH ACTUALS FOR FISCAL YEAR 2015) ACTUAL REVENUES 2014-2015 SOURCE OF REVENUES FLAGSTAFF HOUSING AUTHORITY FUND Intergovernmental Federal Grants Rents and Other Tenant Income Miscellaneous Total Flagstaff Housing Authority Fund TOTAL ENTERPRISE FUNDS TOTAL REVENUES $ BUDGETED REVENUES 2015-2016 ESTIMATED ACTUAL REVENUES 2015-2016 BUDGETED REVENUES 2016-2017 CHANGE (BDGT-BDGT) % CHANGE 4,295,599 1,027,946 501,384 5,824,929 5,636,039 996,000 436,034 7,068,073 4,634,789 996,000 436,034 6,066,823 5,881,395 1,029,000 442,595 7,352,990 245,356 33,000 6,561 284,917 4.35% 3.31% 1.50% 4.03% 50,498,411 54,359,017 48,343,702 58,587,190 5,981,479 11.00% $ 141,103,945 154,093,580 141,854,235 156,445,121 4,295,194 2.79% Downtown Flagstaff, Fourth of July Parade (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 97 City of Flagstaff Schedule C-1: Schedule of Grant Revenues CITY OF FLAGSTAFF SCHEDULE OF GRANT REVENUES FISCAL YEAR 2016-2017 PROJECT NAME 6050 6050 6060 6069 6082 6084 6085 6070 6091 6092 6100 6101 6088 224 6088 6161 6164 6163 6090 6058 6043 6044 4405 4407 6039 6171 6203 6190 6506 6506 6501 6502 16-0061 3274 6201 6204 6206 GENERAL FUND ACJC - Metro (NAZ Street Crimes Task Force) Police RICO Funds for Metro Police TSA - Law Enforcement Officer Police GOHS - DUI Enforcement Police RICO - Overtime Police DOJ - Bullet Proof Vest Program Police PSN Gang Prevention/Education Police Police AZ HLS - Livescan Fingerprint match AZ Homeland Security Grant Police Internet Crimes Against Children Police GOHS Click It or Ticket Police DOJ - Ed Bryne Memorial JAG - Overtime Police NPS Dispatch Services Police USFS Dispatch Services Police County Dispatch Services (Summit) Police NA Gang Taskforce - FBI Police RICO Equipment - PD Police RICO Equipment - Metro Police DPS Statewide GIITEM Police RICO Officers Police Fire AZ Homeland Security GOHS Grant Fire Fire Assistance to Firefighters Naval Observatory Fire Camp Navajo Fire Cooperative - Western Bark Beetle Initiative Fire Coconino County RX Fire Grant Fire Wildland Fire Urban Interface Fire TCPF/State JCEF - Court Training Officer Court County Info Systems Tech Court County - Trainer Court County - Interpreter Court IGA Weekend Probation Court Legal Victims Rights SUBTOTAL BUDGETED REVENUES 2015-2016 $ ESTIMATED REVENUES 2015-2016 BUDGETED REVENUES 2016-2017 CITY MATCH 2016-2017 BUDGETED GRANT REIMB % FUNDING 240,284 64,490 88,900 175,500 50,000 8,250 10,000 102,000 4,500 5,000 70,000 5,000 5,000 40,000 208,400 165,879 40,000 25,000 265,174 20,000 100,000 216,000 25,000 34,000 27,870 52,500 23,950 2,072,697 240,284 64,490 88,900 175,500 50,000 8,250 10,000 102,000 4,500 5,000 70,000 5,000 5,000 40,000 208,400 165,879 40,000 25,000 265,174 20,000 100,000 216,000 25,000 34,000 27,870 52,500 2,048,747 133,330 199,996 44,100 165,636 50,000 8,250 10,000 22,300 102,000 4,500 5,000 95,000 10,000 5,000 5,000 74,000 40,000 32,626 112,030 80,965 40,000 25,000 184,866 5,800 7,300 25,000 111,000 27,870 52,500 10,100 1,689,169 10,584 4,125 28,008 42,717 100% 100% 76% 100% 100% 50% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 75% 100% 100% 100% 100% 100% 100% 50% 100% 90% 100% 100% 100% 100% 100% 100% F/S F/L F S L F F F/S F/S F/S F/S F F F L S L F/L S L F/S S F F F F/S L F/S S L L L - 100% S S Library Library/Various Grants SUBTOTAL 188,625 188,625 188,625 188,625 25,000 25,000 Capital Fire Fire Fire EDA - Innovation Mesa Business Accelerator WBBI- 14-601 Section 12 Wildland Fire Hazardous Fuels 15-202 WBBI Observatory Mesa SUBTOTAL 454,197 454,197 813,342 813,342 45,000 135,000 100,000 280,000 45,000 15,000 100,000 160,000 52% 50% 90% 50% F F/S F/S F/S ADOT - Walnut/Florence Underpass (Round 11) AZ State Parks - FUTS Signage Program SUBTOTAL 107,031 76,566 183,597 4,904 76,566 81,470 392,970 392,970 23,578 23,578 94% 100% F/S F/S 116,289 239,907 829,104 673,168 330,000 350,000 2,538,468 90,149 244,363 563,647 43,426 144,932 1,086,517 63,530 256,451 638,310 450,000 330,000 350,000 2,088,291 - 100% 100% 100% 100% 100% 100% 100% F F F F F/S F/S F/S 7577 FUTS 7503 FUTS 3105 Housing HUD - 13/14 CDBG Entitlement 3105 Housing HUD - 14/15 CDBG Entitlement 3105 Housing HUD - 15/16 CDBG Entitlement Housing HUD - 16/17 CDBG Entitlement 3139 Housing ADOH - Home Grant 3141 Housing ADOH - Owner Occupied Housing Rehab Housing Subrecipient with Coconino County (ADOH) SUBTOTAL Annual Financial Plan Page 98 City of Flagstaff Schedule C-1: Schedule of Grant Revenues CITY OF FLAGSTAFF SCHEDULE OF GRANT REVENUES FISCAL YEAR 2016-2017 PROJECT NAME 14XX MPO MPO 1408 MPO 1408 MPO MPO MPO 1404 MPO 1404 MPO MPO MPO MPO MPO MPO ADOT - PL Funds FMPO 2016 ADOT - PL Funds FMPO 2017 ADOT - FTA 22 Funds FMPO 2015 ADOT - FTA 5304 Funds FMPO 2014 ADOT - FTA 5305 FMPO 2016 ADOT - FTA 5304 FMPO 2016 ADOT - SPR Funds FMPO 2015 ADOT - SPR Funds FMPO 2016 FHWA - STP Operations and Maintenance FHWA - STP Funds RTP Study FHWA - STP Funds Milton Model FHWA - STP Funds Adaptive Control FHWA - STP Funds Regional Trans Plan Tech SUBTOTAL 5770 Util Util AWPF - Picture Canyon Innovation Mesa SUBTOTAL 6198 SEMS 6199 SEMS 3340 SEMS ASP Picture Canyon Trail Community Partners Grant AZGF Observatory Mesa Grant 6208 STORM Francis Short Pond 6166 STORM FEMA CTP SUBTOTAL 3728 3728 3729 3729 3332 Airport Airport Airport Airport Airport 3332 Airport 37XX Airport 37XX Airport 3334 Airport 3334 Airport 37XX Airport 37XX Airport 37XX Airport 3842 Airport FAA - ARRF Replacement Vehicle ADOT Match - ARRF Replacement Vehicle FAA - AIP37 Sustainability Plan ADOT MATCH - AIP37 Sustainability Plan FAA - AIPXX Runway 3/21 Mill and Overlay Construction ADOT Match - AIPXX Runway 3/21 Mill and Overlay Construction FAA - AIP38 Mill and Overlay Runway 3/21 Design ADOT Match - AIP38 Mill and Overlay Runway 3/21 - Design FAA - AIP39 Master Plan Update with Aeronautical Survey ADOT Match - AIP39 Master Plan Update with Aeronautical Survey FAA - AIPXX Wildlife Hazard Assessment ADOT Match - APXX Wildlife Hazard Assessment FAA - AIPXX Airport Drainage - Design ADOT Match - AIPXX Airport Drainage - Design DOT - Small Community Air Service Development Program SUBTOTAL Econ Vit AZ Dept of Commerce - REDG Grant 7701 Econ Vit EDA Revolving Loan SUBTOTAL FHA FHA Low Income Public Housing Section 8/MRO SRO SUBTOTAL TOTAL BUDGETED REVENUES 2015-2016 $ 100,000 36,290 300,000 125,000 ESTIMATED REVENUES 2015-2016 215,000 50,000 40,000 100,000 966,290 100,000 36,290 231,161 (17,600) 215,000 50,000 40,000 100,000 25,000 779,851 37,592 250,802 288,394 37,592 250,802 288,394 - - BUDGETED REVENUES 2016-2017 CITY MATCH 2016-2017 138,387 68,839 36,290 100,000 142,600 125,000 611,116 8,303 7,258 20,000 28,520 25,000 89,081 94% 94% 100% 80% 80% 80% 80% 80% 94% 94% 94% 94% 94% F/S F/S F/S F/S F/S F/S F/S F/S F/S F/S F/S F/S F/S - 100% 51% S F 79,998 150,000 40,000 269,998 - 34% 34% 100% S S S - 100% 100% F F 91% 5% 91% 5% 91% F S F S F - 225,000 225,000 120,000 120,000 33,960 80,000 113,960 1,000,000 50,000 187,500 10,418 - 106,369 5,908 - 1,000,000 50,000 85,698 2,255 2,984,660 - 146,512 BUDGETED GRANT REIMB % FUNDING - 146,513 - 91% S 293,500 34,131 270,591 - 91% F 14,407 1,675 7,121 - 5% S 570,000 - 546,360 30,000 91% F 15,000 - 26,820 - 5% S - - 150,000 7,363 7,363 - 91% 5% F S - 315,000 879,900 35,000 - 91% 5% 100% F S F 6,472,281 218,875 - 100% 100% F/S F/S - 100% 100% F F 799,910 2,940,735 148,083 200,000 200,000 200,000 262,206 462,206 1,089,356 4,546,683 5,636,039 1,172,679 3,462,110 4,634,789 1,121,841 4,759,554 5,881,395 $ 15,694,042 10,652,024 17,824,180 - 534,251 Funding: L=Local, N/P=Non-Profit, S=State, F=Federal, F/S=Federal thru State, F&S=Federal and State Annual Financial Plan Page 99 City of Flagstaff Schedule D: Transfers and Proceeds from Other Sources CITY OF FLAGSTAFF SUMMARY BY FUNDING OF OTHER FINANCING SOURCES AND INTERFUND TRANSFERS FISCAL YEAR 2016-2017 FUND GENERAL FUND PROCEEDS FROM OTHER FINANCING SOURCES $ SPECIAL REVENUE FUNDS Library Highway User Revenue Transportation FUTS Beautification Economic Development Tourism Recreation - BBB Housing and Community Services FMPO Parking District Total Special Revenue Funds 880,000 880,000 DEBT SERVICE FUNDS Secondary Property Tax GO Bonds Total Debt Service Funds - CAPITAL PROJECTS FUNDS GO Bond Funded Projects Non GO Bond Funded Projects Total Capital Projects Funds ENTERPRISE FUNDS Water , Wastewater, and Reclaimed Water Stormwater Utility Airport Solid Waste Sustainability and Environmental Management Flagstaff Housing Authority Total Enterprise Funds TOTAL ALL FUNDS Annual Financial Plan - $ Page 100 INTERFUND TRANSFERS IN OUT 3,213,434 7,095,020 1,641,611 8,917,839 550,000 251,000 22,500 385,398 11,768,348 13,000 9,162,205 433,465 143,757 67,738 2,335,134 50,000 12,205,299 8,527,911 8,527,911 8,527,911 8,527,911 18,200,000 10,000,000 28,200,000 2,520,000 2,520,000 - 5,075,000 5,075,000 1,238,523 1,860,361 384,950 67,000 138,200 3,689,034 1,232,973 316,684 141,678 199,162 1,890,497 34,155,000 29,718,727 29,718,727 City of Flagstaff Schedule D-1: Schedule of Transfers Descriptions SCHEDULE OF TRANSFERS FISCAL YEAR 2016-2017 TRANSFER TO: TRANSFER FROM: General Fund General Fund Highway User Fund Beautification Fund 13,000 371,264 General Fund General Fund General Fund General Fund General Fund General Fund Beautification Fund Beautification Fund Economic Development Fund Tourism Fund Tourism Fund Recreation - BBB Fund 57,000 5,201 143,757 6,238 25,000 238,486 General Fund Recreation - BBB Fund 1,218,648 General Fund General Fund General Fund Recreation - BBB Fund Solid Waste Fund Solid Waste Fund 878,000 4,678 53,000 General Fund Sustainability and Environmental Management Fund Sustainability and Environmental Management Fund Total 179,437 General Fund Library Fund Library Fund Highway User Revenue Fund Highway User Revenue Fund Highway User Revenue Fund Highway User Revenue Fund Parking District Fund FUTS Fund Economic Development Fund Flagstaff Metro Planning Organization Fund GO Bond Fund Water Fund Water Fund Water Fund Stormwater Fund Flagstaff Housing Authority Fund Flagstaff Housing Authority Fund Flagstaff Housing Authority Fund Airport Fund Airport Fund Annual Financial Plan AMOUNT 19,725 COMMENTS Right of way maintenance Streetscape maintenance on projects previously constructed by BBB funds that are now maintained by the Parks division Right of way and median maintenance Contribution towards citywide publication Debt payment for Accelerator Contribution towards citywide publication Support for community-wide events Contribution to the maintenance of FUTS which is a Parks responsibility Increased maintenance in Parks budget related to additional field maintenance associated with recreation bond projects Operation of recreation programs Contribution towards citywide publication Fee holiday for operating expenses for the general fund internal accounts Code compliance Funding of the Greater Flagstaff Forest Partnership contract $ 3,213,434 Library operational and capital Library operational support $ 1,605,111 36,500 1,641,611 Transportation funded street improvement projects Transportation funded safety improvement projects Drainage maintenance Fee holiday related to HURF accounts $ 5,468,779 3,120,926 311,134 17,000 8,917,839 385,398 385,398 Cash flow needs $ Transportation Fund Total 550,000 550,000 Fund FUTS projects $ General Fund Total 251,000 251,000 Incubator debt service $ General Fund Tourism Fund Total Transportation Fund Transportation Fund Stormwater Fund Solid Waste Fund Total General Fund Transportation Fund 22,500 Non-grant reimbursable costs Total $ 22,500 Secondary Property Tax Fund Total 8,527,911 8,527,911 Repayment of GO bonds $ Stormwater Fund Wastewater Fund Reclaimed Water Fund Total Regulatory compliance services Wastewater share of operational support Reclaimed Water share of operational support $ 5,550 1,177,516 55,457 1,238,523 General Fund Total 1,860,361 1,860,361 Rio de Flag project $ General Fund General Fund Housing and Community Services Fund Total General Fund General Fund Total 8,200 80,000 50,000 $ 138,200 $ 312,450 72,500 384,950 Page 101 Compensation increases Remodel of Siler Homes Remodel of Siler Homes Operational support Capital support City of Flagstaff Schedule D-1: Schedule of Transfers Descriptions SCHEDULE OF TRANSFERS FISCAL YEAR 2016-2017 TRANSFER TO: TRANSFER FROM: Sustainability and Environmental Management Fund Solid Waste Fund Capital Project Fund AMOUNT 67,000 Total $ 67,000 General Fund Total $ 2,520,000 2,520,000 Total Transfers $ 29,718,727 COMMENTS Recycle awareness Court facility construction Flagstaff Children's Music and Arts Festival (Recreation Services) Annual Financial Plan Page 102 City of Flagstaff Schedule E: Appropriations by Fund CITY OF FLAGSTAFF SUMMARY BY DIVISION OF EXPENDITURES/EXPENSES WITHIN EACH FUND COMPARISON OF FISCAL YEAR 2016 AND 2017 (WITH ACTUAL FOR FISCAL YEAR 2015) FUND/DIVISION GENERAL FUND General Administration Community Development Management Services Fire Police Public Works Economic Vitality Non-Departmental Contingency Total General Fund ADOPTED ESTIMATED PROPOSED ACTUAL BUDGETED ACTUAL BUDGETED EXPENDITURES/ EXPENDITURE/ EXPENDITURES/ EXPENDITURE/ EXPENSE EXPENSES EXPENSE EXPENSES 2014-2015 2015-2016 2015-2016 2016-2017 $ CHANGE (BDGT-BDGT) 1,058,809 342,850 188,983 524,102 39,582 (759,404) 1,095 1,184,570 (25,000) 2,555,587 % CHANGE 10.7% 8.0% 5.2% 4.3% 0.2% (6.3%) 0.6% (57.7%) (4.0%) 4.2% 8,494,339 4,017,632 3,324,859 10,783,904 17,484,381 7,856,123 366,048 (1,867,588) 57,382 50,517,080 9,914,497 4,294,597 3,633,521 12,083,375 20,237,676 12,049,297 174,071 (2,053,888) 625,000 60,958,146 9,037,331 4,292,097 3,468,371 12,233,375 19,838,806 9,432,339 174,071 (3,578,533) 100,000 54,997,857 10,973,306 4,637,447 3,822,504 12,607,477 20,277,258 11,289,893 175,166 (869,318) 600,000 63,513,733 176,085 4,921,029 68,965 14,909 77,765 5,258,753 191,757 6,879,938 94,591 17,485 73,142 100,000 7,356,913 191,757 5,062,457 94,591 17,485 73,142 5,439,432 181,405 93,895 65,383 6,704,752 84,869 100,000 7,230,304 151,660 2,390,484 91,171 7,852,173 14,496 116,557 10,616,541 155,859 9,565,074 96,769 9,097,549 13,729 126,761 100,000 19,155,741 155,859 3,961,370 96,769 6,307,017 13,729 126,761 10,661,505 197,820 8,418,573 86,123 11,973,028 17,838 121,777 100,000 20,915,159 41,961 (1,146,501) (10,646) 2,875,479 4,109 (4,984) 1,759,418 26.9% (12.0%) (11.0%) 31.6% 29.9% (3.9%) 0.0% 9.2% 39,239 10,001 265,318 3,585,418 2,952 5,968,488 9,871,416 40,595 1,525,600 302,624 6,110,000 1,643 7,444,147 15,424,609 40,595 916,291 302,624 5,550,000 1,643 6,796,439 13,607,592 58,900 8,963,109 339,102 3,000,000 3,188 11,500,601 23,864,900 18,305 7,437,509 36,478 (3,110,000) 1,545 4,056,454 8,440,291 45.1% 487.5% 12.1% (50.9%) 94.0% 54.5% 54.7% 307,163 307,163 3,758,780 3,758,780 738,749 738,749 3,797,713 3,797,713 38,933 38,933 1.0% 1.0% 566,732 566,732 3,950,191 10,000 3,960,191 647,141 647,141 4,642,458 10,000 4,652,458 692,267 692,267 17.5% 0.0% 17.5% 875,239 1,771 877,010 1,314,079 45,000 1,359,079 1,313,435 1,313,435 1,220,926 45,000 1,265,926 (93,153) (93,153) (7.1%) 0.0% (6.9%) 1,894,043 5,593 1,899,636 2,042,287 70,000 2,112,287 2,010,087 20,000 2,030,087 2,168,077 50,000 2,218,077 125,790 (20,000) 105,790 6.2% (28.6%) 5.0% 521,689 521,689 815,044 10,000 825,044 457,544 457,544 757,640 10,000 767,640 (57,404) (57,404) (7.0%) 0.0% (7.0%) SPECIAL REVENUE FUNDS LIBRARY FUND General Administration Management Services Public Works Economic Vitality Non-Departmental Contingency HIGHWAY USER REVENUE FUND General Administration Community Development Management Services Public Works Economic Vitality Non-Departmental Contingency TRANSPORTATION FUND General Administration Community Development Management Services Public Works Economic Vitality Non-Departmental FUTS FUND Community Development BEAUTIFICATION FUND Economic Vitality Contingency ECONOMIC DEVELOPMENT FUND Economic Vitality Contingency TOURISM FUND Economic Vitality Contingency ARTS AND SCIENCE FUND Economic Vitality Contingency Annual Financial Plan Page 103 (10,352) (5.4%) (6,786,043) (98.6%) (29,208) (30.9%) 6,687,267 38,245.7% 11,727 16.0% 0.0% (126,609) (1.7%) City of Flagstaff Schedule E: Appropriations by Fund CITY OF FLAGSTAFF SUMMARY BY DIVISION OF EXPENDITURES/EXPENSES WITHIN EACH FUND COMPARISON OF FISCAL YEAR 2016 AND 2017 (WITH ACTUAL FOR FISCAL YEAR 2015) FUND/DIVISION RECREATION - BBB FUND Public Works ADOPTED ESTIMATED PROPOSED ACTUAL BUDGETED ACTUAL BUDGETED EXPENDITURES/ EXPENDITURE/ EXPENDITURES/ EXPENDITURE/ EXPENSE EXPENSES EXPENSE EXPENSES 2014-2015 2015-2016 2015-2016 2016-2017 $ PARKING DISTRICT FUND Economic Vitality Contingency HOUSING AND COMMUNITY SERVICES FUND Community Development Non-Departmental 363,875 - 2,469,216 - 1,865,405 - CHANGE (BDGT-BDGT) % CHANGE 1,293,427 (1,175,789) (47.6%) 1,454,690 47,108 1,501,798 1,454,690 47,108 1,501,798 0.0% 0.0% 0.0% 786,668 41,018 827,686 3,332,845 89,405 3,422,250 1,350,561 89,405 1,439,966 2,868,583 58,650 2,927,233 (464,262) (30,755) (495,017) (13.9%) (34.4%) (14.5%) 508,266 34,260 542,526 995,618 53,172 500,000 1,548,790 831,912 53,172 885,084 594,918 43,698 500,000 1,138,616 (400,700) (9,474) (410,174) (40.2%) (17.8%) 0.0% (26.5%) 31,653,027 270,673 61,663,573 39,085,940 281,828 71,855,079 11,155 10,191,506 4.1% 16.5% GENERAL OBLIGATION BONDS FUND Non-Departmental 5,851,676 7,436,600 7,436,600 8,527,911 1,091,311 14.7% SPECIAL ASSESSMENT BONDS FUND Non-Departmental Total Debt Service Funds 2,397,448 8,249,124 600,850 8,037,450 596,000 8,032,600 211,350 8,739,261 (389,500) 701,811 (64.8%) 8.7% GO BONDS FUNDED PROJECTS FUND Non-Departmental 3,160,360 31,940,644 852,489 25,137,704 (6,802,940) (21.3%) NON GO BOND FUNDED PROJECTS FUND Non-Departmental Total Capital Projects Funds 6,385,110 9,545,470 7,757,972 39,698,616 766,432 1,618,921 18,071,600 43,209,304 10,313,628 3,510,688 132.9% 8.8% WATER, WASTEWATER and RECLAIMED WATER FUND General Administration 644,370 Management Services 967,305 Public Works 36,925 Economic Vitality 49,629 Utilities 21,967,819 Non-Departmental 370,377 Contingency 218,352 24,254,777 614,863 1,063,323 43,679 43,177 33,899,047 354,602 1,800,000 37,818,691 614,863 1,063,323 43,679 43,177 25,552,905 354,602 27,672,549 665,856 1,221,812 39,451 56,584 35,256,194 348,840 1,800,000 39,388,737 50,993 158,489 (4,228) 13,407 1,357,147 (5,762) 1,570,046 8.3% 14.9% (9.7%) 31.1% 4.0% (1.6%) 0.0% 4.2% 55,959 86,555 90,405 4,940,360 61,555 100,000 5,334,834 55,959 86,555 90,405 1,992,519 61,555 2,286,993 84,236 87,528 103,613 8,544,809 51,856 100,000 8,972,042 28,277 973 13,208 3,604,449 (9,699) 3,637,208 50.5% 1.1% 14.6% 73.0% (15.8%) 0.0% 68.2% METRO PLANNING ORGANIZATION FUND Community Development Non-Departmental Contingency EDA REVOLVING LOAN FUND Economic Vitality Total Special Revenue Funds DEBT SERVICE FUNDS CAPITAL PROJECT FUNDS ENTERPRISE FUNDS AIRPORT FUND General Administration Management Services Public Works Economic Vitality Non-Departmental Contingency Annual Financial Plan 55,329 81,024 52,146 3,386,467 44,964 3,619,930 Page 104 City of Flagstaff Schedule E: Appropriations by Fund CITY OF FLAGSTAFF SUMMARY BY DIVISION OF EXPENDITURES/EXPENSES WITHIN EACH FUND COMPARISON OF FISCAL YEAR 2016 AND 2017 (WITH ACTUAL FOR FISCAL YEAR 2015) FUND/DIVISION SOLID WASTE FUND General Administration Management Services Public Works Economic Vitality Non-Departmental Contingency ADOPTED ESTIMATED PROPOSED ACTUAL BUDGETED ACTUAL BUDGETED EXPENDITURES/ EXPENDITURE/ EXPENDITURES/ EXPENDITURE/ EXPENSE EXPENSES EXPENSE EXPENSES 2014-2015 2015-2016 2015-2016 2016-2017 $ 358,624 349,621 9,737,459 35,471 272,975 10,754,150 FLAGSTAFF HOUSING AUTHORITY FUND Community Development Contingency Total Enterprise Funds TOTAL ALL FUNDS $ % CHANGE 322,088 334,415 13,015,777 29,313 195,906 612,000 14,509,499 322,088 334,415 11,025,777 29,313 195,906 11,907,499 381,308 332,201 14,500,037 40,125 232,398 500,000 15,986,069 59,220 (2,214) 1,484,260 10,812 36,492 (112,000) 1,476,570 18.4% (0.7%) 11.4% 36.9% 18.6% (18.3%) 10.2% 65,389 37,380 992,374 2,876 15,234 30,000 1,143,253 65,389 37,380 988,974 2,876 15,234 1,109,853 87,814 33,672 1,112,287 4,027 24,623 30,000 1,292,423 22,425 (3,708) 119,913 1,151 9,389 149,170 34.3% (9.9%) 12.1% 40.0% 61.6% 0.0% 13.0% 38,614 42,471 11,663 2,183 849,827 18,312 9,424 972,494 39,650 44,800 4,613 3,101 5,224,050 15,609 10,000 5,341,823 39,650 44,800 4,613 3,101 2,270,891 15,609 2,378,664 49,480 40,780 4,517 2,381 4,275,626 17,090 10,000 4,399,874 9,830 (4,020) (96) (720) (948,424) 1,481 (941,949) 24.8% (9.0%) (2.1%) (23.2%) (18.2%) 9.5% 0.0% (17.6%) 5,691,201 5,691,201 6,210,462 1,001,250 7,211,712 6,210,462 6,210,462 6,636,386 1,001,250 7,637,636 425,924 425,924 6.9% 0.0% 46,241,499 71,359,812 51,566,020 77,676,781 6,316,969 8.9% 146,206,200 241,717,597 155,301,338 264,994,158 23,276,561 9.6% SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT FUND General Administration 41,635 Management Services 19,186 Public Works 875,486 Economic Vitality 1,735 Non-Departmental 10,905 Contingency 948,947 STORMWATER UTILITY FUND General Administration Management Services Public Works Economic Vitality Utilities Non-Departmental Contingency CHANGE (BDGT-BDGT) Arizona Snowbowl (Flagstaff Convention and Visitor Bureau) Annual Financial Plan Page 105 City of Flagstaff Schedule E-1: Budget by Division and Sections CITY OF FLAGSTAFF BUDGET BY DIVISION AND SECTIONS COMPARISON OF FISCAL YEAR 2016 AND 2017 (WITH ACTUAL FOR FISCAL YEAR 2015) DIVISION/SECTION GENERAL ADMINISTRATION City Manager Flagstaff Municipal Court City Attorney Human Resources Risk Management Information Technology TOTAL ADOPTED ESTIMATED PROPOSED ACTUAL BUDGETED ACTUAL BUDGETED EXPENDITURE/ EXPENDITURE/ EXPENDITURE/ EXPENDITURE/ EXPENSE EXPENSE EXPENSE EXPENSE CHANGE % 2014-2015 2015-2016 2015-2016 2016-2017 (BDGT-BDGT) CHANGE 1,664,598 2,677,421 1,472,442 626,606 185,483 1,867,789 8,494,339 1,577,888 2,817,808 1,592,721 781,511 204,470 2,940,099 9,914,497 1,561,624 2,817,808 1,592,721 760,697 204,470 2,100,011 9,037,331 1,786,514 3,165,706 1,660,566 899,243 214,982 3,246,295 10,973,306 208,626 347,898 67,845 117,732 10,512 306,196 1,058,809 13.2% 12.3% 4.3% 15.1% 5.1% 10.4% 10.7% 307,142 2,180,484 (171,988) 1,467,507 234,487 100,640 126,261 559,767 1,998,483 10,001 307,163 508,266 5,691,201 13,319,414 316,505 2,299,719 (112,697) 1,542,404 248,666 883,782 1,353,168 1,095,895 9,151,127 1,525,600 3,758,780 995,618 6,210,462 29,269,029 316,505 2,297,219 (112,697) 1,542,404 248,666 339,845 180,956 829,760 3,547,423 916,291 738,749 831,912 6,210,462 17,887,495 319,336 2,595,221 (131,626) 1,582,209 272,307 838,942 1,130,000 899,641 8,039,191 8,963,109 3,797,713 594,918 6,636,386 35,537,347 2,831 295,502 (18,929) 39,805 23,641 (44,840) (223,168) (196,254) (1,111,936) 7,437,509 38,933 (400,700) 425,924 6,268,318 0.9% 12.8% 16.8% 2.6% 9.5% (5.1%) (16.5%) (17.9%) (12.2%) 487.5% 1.0% (40.2%) 6.9% 21.4% 97 792,298 1,008,490 1,523,974 3,434,364 574,136 793,124 8,126,483 264,068 532,337 1,224,318 1,612,798 4,075,245 624,406 2,087,084 10,420,256 244,068 531,337 1,120,168 1,572,798 3,292,764 624,406 1,052,084 8,437,625 272,369 574,934 1,359,292 1,615,909 3,822,504 FIRE Fire Administration Fire Grants TOTAL 10,527,529 256,375 10,783,904 11,226,908 856,467 12,083,375 11,376,908 856,467 12,233,375 12,323,970 283,507 12,607,477 1,097,062 (572,960) 524,102 9.8% (66.9%) 4.3% POLICE Police Administration Police Grants TOTAL 16,434,370 1,050,011 17,484,381 18,710,702 1,526,974 20,237,676 18,311,832 1,526,974 19,838,806 18,983,032 1,294,226 20,277,258 272,330 (232,748) 39,582 1.5% (15.2%) 0.2% PUBLIC WORKS Public Works Administration USGS Facilities Parks Fleet Services Cemetery Public Facilities Maintenance Recreation Street Maintenance and Repairs Street Construction and Reconstruction Road Repair Pavement Preservation Street and Highway User Revenue Bonds Solid Waste - Landfill 165 Solid Waste - Collections 166 Solid Waste - Capital 167 Solid Waste Debt Service Sustainability and Environmental Mgmt Recreation - BBB TOTAL 68,071 980,668 2,484,489 (4) 205,881 1,049,350 3,067,668 4,105,200 3,059,614 3,572,596 546,922 1,854,280 6,502,183 1,209,641 864,945 363,875 29,935,379 125,977 1,157,645 3,371,232 2,160,759 225,629 1,697,385 3,310,670 5,003,031 3,378,120 6,110,000 553,941 4,743,701 7,941,805 42,000 125,000 975,463 2,469,216 43,391,574 125,977 1,157,645 3,311,232 111,098 225,629 1,190,088 3,310,670 4,912,031 678,587 5,550,000 553,942 3,800,701 6,936,805 125,000 972,063 1,865,405 34,826,873 16,848 731,149 3,545,505 1,944,992 1,659,956 3,391,443 5,439,098 5,829,533 3,000,000 550,514 5,824,822 8,386,755 125,000 1,112,224 1,293,427 42,851,266 COMMUNITY DEVELOPMENT Community Development Administration Planning and Development Services Capital Improvement Engineering Housing Community Housing Services Community Housing Grants CDBG Grant Transportation CIP Road Repair Construction Flagstaff Urban Trails System Metro Planning Organization Flagstaff Housing Authority TOTAL MANAGEMENT SERVICES Management Services Administration Purchasing Finance/Budget Sales Tax and Licensing Library Library County Direct Library Grants TOTAL Annual Financial Plan $ Page 106 8,301 3.1% 8.0% 42,597 134,974 11.0% 3,111 0.2% (4,075,245) (100.0%) (624,406) (100.0%) (2,087,084) (100.0%) (63.3%) (6,597,752) (109,129) (86.6%) (426,496) (36.8%) 174,273 5.2% (215,767) (10.0%) (225,629) (100.0%) (37,429) (2.2%) 80,773 2.4% 436,067 8.7% 2,451,413 72.6% (3,110,000) (50.9%) (3,427) (0.6%) 1,081,121 22.8% 444,950 5.6% (42,000) (100.0%) 136,761 14.0% (1,175,789) (47.6%) (540,308) (1.2%) City of Flagstaff Schedule E-1: Budget by Division and Sections CITY OF FLAGSTAFF BUDGET BY DIVISION AND SECTIONS COMPARISON OF FISCAL YEAR 2016 AND 2017 (WITH ACTUAL FOR FISCAL YEAR 2015) DIVISION/SECTION ECONOMIC VITALITY Community Investment Airport Debt Service - Airport Arts and Science Urban Design Streetscape Economic Development Economic Development Debt Service EDA Revolving Loan Program Library Administration Library County Direct Library Grants Parking District Debt Service - Parking District Tourism - General Administration Visitor Services TOTAL ADOPTED ESTIMATED PROPOSED ACTUAL BUDGETED ACTUAL BUDGETED EXPENDITURE/ EXPENDITURE/ EXPENDITURE/ EXPENDITURE/ EXPENSE EXPENSE EXPENSE EXPENSE CHANGE % 2014-2015 2015-2016 2015-2016 2016-2017 (BDGT-BDGT) CHANGE 366,048 3,096,838 286,685 521,689 151,622 415,110 625,210 250,029 - 174,071 4,649,251 286,685 815,044 182,714 3,767,477 1,056,636 257,443 270,673 - 174,071 1,701,410 286,685 457,544 182,714 464,427 1,055,992 257,443 - 1,564,271 329,772 7,607,274 1,651,526 390,761 13,502,281 UTILITIES Administration Lake Mary Water Plant Water Distribution System Water Resource Management Utility Engineering Services Regulatory Compliance Wastewater Treatment Reclaim Water Plant Wastewater Collection Reclaim Water Water Capital Wastewater Capital Reclaim Water Capital Debt Service Stormwater Utility Stormwater Capital TOTAL 920,463 3,210,135 1,502,516 346,362 533,383 894,346 2,122,074 908,088 966,460 4,041,818 2,922,017 3,600,157 480,867 368,960 22,817,646 NON-DEPARTMENTAL Council and Commissions Non-Departmental Real Estate Proceeds GO Bond - Debt Service SID - Debt GO Bond Funded Projects Non GO Bond Funded Projects Transportation 4th Street Debt Service Road Repair Debt Service Facility Improvement Debt TOTAL RESERVES/CONTINGENCIES GRAND TOTAL $ 1,611,948 398,139 6,590,373 175,166 8,279,661 259,211 757,640 339,408 4,303,050 963,783 257,143 281,828 4,359,294 611,096 1,715,190 1,364,690 90,000 1,691,275 476,802 25,925,237 1,095 3,630,410 (27,474) (57,404) 156,694 535,573 (92,853) (300) 11,155 4,359,294 611,096 1,715,190 1,364,690 90,000 39,749 86,041 12,422,956 0.6% 78.1% (9.6%) (7.0%) 85.8% 14.2% (8.8%) (0.1%) 4.1% 2.4% 22.0% 92.0% 726,892 4,763,649 1,935,817 329,049 428,665 1,010,833 2,799,734 894,421 1,458,209 350,504 6,908,949 6,814,059 1,394,534 4,083,732 851,497 4,372,553 39,123,097 726,892 3,939,701 1,814,240 329,049 428,665 1,010,833 2,422,985 834,421 1,286,796 350,504 4,245,509 2,790,763 1,288,814 4,083,733 658,554 1,612,337 27,823,796 887,466 5,080,100 1,742,137 632,501 552,354 1,020,197 2,784,684 1,069,511 1,274,675 406,764 8,438,440 7,146,296 105,720 4,115,349 824,851 3,450,775 39,531,820 160,574 316,451 (193,680) 303,452 123,689 9,364 (15,050) 175,090 (183,534) 56,260 1,529,491 332,237 (1,288,814) 31,617 (26,646) (921,778) 408,723 22.1% 6.6% (10.0%) 92.2% 28.9% 0.9% (0.5%) 19.6% (12.6%) 16.1% 22.1% 4.9% (92.4%) 0.8% (3.1%) (21.1%) 1.0% 380,405 2,900,098 5,851,676 2,397,448 3,160,360 6,385,110 4,786,795 1,166,750 316,216 27,344,858 350,737 2,853,571 15,000 7,436,600 600,850 31,940,644 7,757,972 4,956,341 2,232,500 250,000 368,347 58,762,562 350,737 1,328,926 15,000 7,436,600 596,000 852,489 766,432 4,558,633 2,232,500 368,347 18,505,664 395,941 4,438,817 8,527,911 211,350 25,137,704 18,071,600 8,534,285 2,230,975 722,500 293,502 68,564,585 45,204 12.9% 1,585,246 55.6% (15,000) (100.0%) 14.7% 1,091,311 (389,500) (64.8%) (21.3%) (6,802,940) 10,313,628 132.9% 3,577,944 72.2% (1,525) (0.1%) 472,500 189.0% (74,845) (20.3%) 9,802,023 16.7% 292,522 5,013,250 120,000 4,903,358 $ 146,206,200 241,717,597 155,301,338 264,994,158 (109,892) 23,276,561 (2.2%) 9.6% 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 Page 107 City of Flagstaff Schedule F: Budget Summary by Division of Expenditures CITY OF FLAGSTAFF BUDGET SUMMARY BY DIVISION OF EXPENDITURES COMPARISON OF FISCAL YEAR 2016 AND 2017 (WITH ACTUAL FOR FISCAL YEAR 2015) ESTIMATED PROPOSED ADOPTED ACTUAL BUDGETED ACTUAL BUDGETED EXPENDITURES/ EXPENDITURE/ EXPENDITURES/ EXPENDITURE/ EXPENSE EXPENSES * EXPENSE EXPENSES 2014-2015 2015-2016 2015-2016 2016-2017 DIVISION/FUND GENERAL ADMINISTRATION General Fund $ Library Fund HURF Fund Transportation Fund Water, Wastewater and Reclaimed Water Fund Airport Fund Solid Waste Fund Sustainability and Environment Mgmt Fund Stormwater Utility Fund TOTAL CHANGE (BDGT-BDGT) % CHANGE 8,494,339 176,085 151,660 39,239 644,370 55,329 358,624 41,635 38,614 9,999,895 9,914,497 191,757 155,859 40,595 614,863 55,959 322,088 65,389 39,650 11,400,657 9,037,331 191,757 155,859 40,595 614,863 55,959 322,088 65,389 39,650 10,523,491 10,973,306 181,405 197,820 58,900 665,856 84,236 381,308 87,814 49,480 12,680,125 1,058,809 (10,352) 41,961 18,305 50,993 28,277 59,220 22,425 9,830 1,279,468 10.7% (5.4%) 26.9% 45.1% 8.3% 50.5% 18.4% 34.3% 24.8% 11.2% COMMUNITY DEVELOPMENT General Fund HURF Fund Transportation Fund FUTS Fund Housing and Community Services Fund Metro Planning Organization Fund Flagstaff Housing Authority Fund TOTAL 4,017,632 2,390,484 10,001 307,163 786,668 508,266 5,691,201 13,711,415 4,294,597 9,565,074 1,525,600 3,758,780 3,332,845 995,618 6,210,462 29,682,976 4,292,097 3,961,370 916,291 738,749 1,350,561 831,912 6,210,462 18,301,442 4,637,447 8,418,573 8,963,109 3,797,713 2,868,583 594,918 6,636,386 35,916,729 342,850 (1,146,501) 7,437,509 38,933 (464,262) (400,700) 425,924 6,233,753 8.0% (12.0%) 487.5% 1.0% (13.9%) (40.2%) 6.9% 21.0% MANAGEMENT SERVICES General Fund Library Fund HURF Fund Transportation Fund Water, Wastewater and Reclaimed Water Fund Airport Fund Solid Waste Fund Sustainability and Environment Mgmt Fund Stormwater Utility Fund TOTAL 3,324,859 4,921,029 91,171 265,318 967,305 81,024 349,621 19,186 42,471 10,061,984 3,633,521 6,879,938 96,769 302,624 1,063,323 86,555 334,415 37,380 44,800 12,479,325 3,468,371 5,062,457 96,769 302,624 1,063,323 86,555 334,415 37,380 44,800 10,496,694 3,822,504 93,895 86,123 339,102 1,221,812 87,528 332,201 33,672 40,780 6,057,617 188,983 (6,786,043) (10,646) 36,478 158,489 973 (2,214) (3,708) (4,020) (6,421,708) 5.2% (98.6%) (11.0%) 12.1% 14.9% 1.1% (0.7%) (9.9%) (9.0%) (51.5%) TOTAL 10,783,904 10,783,904 12,083,375 12,083,375 12,233,375 12,233,375 12,607,477 12,607,477 524,102 524,102 4.3% 4.3% TOTAL 17,484,381 17,484,381 20,237,676 20,237,676 19,838,806 19,838,806 20,277,258 20,277,258 39,582 39,582 0.2% 0.2% 7,856,123 68,965 7,852,173 3,585,418.00 363,875.00 36,925 52,146 9,737,459 875,486 11,663 30,440,233 12,049,297 94,591 9,097,549 6,110,000 2,469,216 43,679 90,405 13,015,777 992,374 4,613 43,967,501 9,432,339 94,591 6,307,017 5,550,000 1,865,405 43,679 90,405 11,025,777 988,974 4,613 35,402,800 11,289,893 65,383 11,973,028 3,000,000 1,293,427 39,451 103,613 14,500,037 1,112,287 4,517 43,381,636 FIRE General Fund POLICE General Fund PUBLIC WORKS General Fund Library Fund HURF Fund Transportation Fund Recreation - BBB Fund Water, Wastewater and Reclaimed Water Fund Airport Fund Solid Waste Fund Sustainability and Environment Mgmt Fund Stormwater Utility Fund TOTAL Annual Financial Plan Page 108 (759,404) (29,208) 2,875,479 (3,110,000) (1,175,789) (4,228) 13,208 1,484,260 119,913 (96) (585,865) (6.3%) (30.9%) 31.6% (50.9%) (47.6%) (9.7%) 14.6% 11.4% 12.1% (2.1%) (1.3%) City of Flagstaff Schedule F: Budget Summary by Division of Expenditures CITY OF FLAGSTAFF BUDGET SUMMARY BY DIVISION OF EXPENDITURES COMPARISON OF FISCAL YEAR 2016 AND 2017 (WITH ACTUAL FOR FISCAL YEAR 2015) DIVISION/FUND ESTIMATED PROPOSED ADOPTED ACTUAL BUDGETED ACTUAL BUDGETED EXPENDITURES/ EXPENDITURE/ EXPENDITURES/ EXPENDITURE/ EXPENSE EXPENSES * EXPENSE EXPENSES 2014-2015 2015-2016 2015-2016 2016-2017 ECONOMIC VITALITY General Fund $ Library Fund HURF Fund Transportation Fund Beautification Fund Economic Development Fund EDA Revolving Loan Fund Tourism Fund Arts and Science Fund Parking District Fund Water, Wastewater and Reclaimed Water Fund Airport Fund Solid Waste Fund Sustainability and Environment Mgmt Fund Stormwater Utility Fund TOTAL CHANGE (BDGT-BDGT) % CHANGE 366,048 14,909 14,496 2,952 566,732 875,239 1,894,043 521,689 49,629 3,386,467 35,471 1,735 2,183 7,731,593 174,071 17,485 13,729 1,643 3,950,191 1,314,079 270,673 2,042,287 815,044 43,177 4,940,360 29,313 2,876 3,101 13,618,029 174,071 17,485 13,729 1,643 647,141 1,313,435 2,010,087 457,544 43,177 1,992,519 29,313 2,876 3,101 6,706,121 175,166 6,704,752 17,838 3,188 4,642,458 1,220,926 281,828 2,168,077 757,640 1,454,690 56,584 8,544,809 40,125 4,027 2,381 26,074,489 UTILITIES Water, Wastewater and Reclaimed Water Fund Stormwater Utility Fund TOTAL 21,967,819 849,827 22,817,646 33,899,047 5,224,050 39,123,097 25,552,905 2,270,891 27,823,796 35,256,194 4,275,626 39,531,820 1,357,147 (948,424) 408,723 4.0% (18.2%) 1.0% NON-DEPARTMENTAL General Fund Library Fund HURF Fund Transportation Fund Housing and Community Services Fund Metro Planning Organization Fund General Obligation Bonds Fund Special Assessment Bonds Fund GO Bonds Funded Projects Fund Non GO Bond Funded Projects Fund Water, Wastewater and Reclaimed Water Fund Airport Fund Solid Waste Fund Sustainability and Environment Mgmt Fund Stormwater Utility Fund TOTAL (1,867,588) 77,765 116,557 5,968,488 41,018 34,260 5,851,676 2,397,448 3,160,360 6,385,110 370,377 44,964 272,975 10,905 18,312 22,882,627 (2,053,888) 73,142 126,761 7,444,147 89,405 53,172 7,436,600 600,850 31,940,644 7,757,972 354,602 61,555 195,906 15,234 15,609 54,111,711 (3,578,533) 73,142 126,761 6,796,439 89,405 53,172 7,436,600 596,000 852,489 766,432 354,602 61,555 195,906 15,234 15,609 13,854,813 (869,318) 84,869 121,777 11,500,601 58,650 43,698 8,527,911 211,350 25,137,704 18,071,600 348,840 51,856 232,398 24,623 17,090 63,563,649 1,184,570 11,727 (4,984) 4,056,454 (30,755) (9,474) 1,091,311 (389,500) (6,802,940) 10,313,628 (5,762) (9,699) 36,492 9,389 1,481 9,451,938 (57.7%) 16.0% (3.9%) 54.5% (34.4%) (17.8%) 14.7% (64.8%) (21.3%) 132.9% (1.6%) (15.8%) 18.6% 61.6% 9.5% 17.5% (25,000) (20,000) 47,108 (112,000) (109,892) (4.0%) 0.0% 0.0% 0.0% 0.0% (28.6%) 0.0% 0.0% 0.0% 0.0% 0.0% (18.3%) 0.0% 0.0% 0.0% (2.2%) RESERVES/CONTINGENCIES General Fund Library Fund HURF Fund Beautification Fund Economic Development Fund Tourism Fund Parking District Fund Arts and Science Fund Metro Planning Organization Fund Water, Wastewater and Reclaimed Water Fund Airport Fund Solid Waste Fund Stormwater Utility Fund Sustainability and Environmental Mgmt Fund Flagstaff Housing Authority Fund TOTAL ALL FUNDS TOTAL * 57,382 1,771 5,593 218,352 9,424 292,522 $ 146,206,200 625,000 100,000 100,000 10,000 45,000 70,000 10,000 500,000 1,800,000 100,000 612,000 10,000 30,000 1,001,250 5,013,250 241,717,597 100,000 20,000 120,000 155,301,338 600,000 100,000 100,000 10,000 45,000 50,000 47,108 10,000 500,000 1,800,000 100,000 500,000 10,000 30,000 1,001,250 4,903,358 264,994,158 1,095 0.6% 6,687,267 38,245.7% 4,109 29.9% 1,545 94.0% 692,267 17.5% (93,153) (7.1%) 11,155 4.1% 125,790 6.2% (57,404) (7.0%) 1,454,690 0.0% 13,407 31.1% 3,604,449 73.0% 10,812 36.9% 1,151 40.0% (720) (23.2%) 12,456,460 91.5% 23,276,561 9.6% Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. Annual Financial Plan Page 109 City of Flagstaff Schedule G: Full-Time Employee and Personnel Compensation CITY OF FLAGSTAFF FULL-TIME EMPLOYEE AND PERSONNEL COMPENSATION FISCAL YEAR 2017 FUND FULL-TIME EQUIVALENT (FTE) 2017 EMPLOYEE SALARIES AND HOURLY COSTS 2017 $ GENERAL FUND 554.09 SPECIAL REVENUE FUNDS Library HURF Beautification Economic Development Tourism Arts and Science Housing and Community Services Metro Planning Organization Parking District Total Special Revenue Funds 53.40 32.02 1.70 2.75 14.50 0.40 1.00 2.88 4.00 112.65 2,326,781 1,559,333 128,631 171,953 745,500 30,042 54,299 211,489 164,431 5,392,459 239,833 153,494 14,796 19,785 79,819 3,466 6,228 23,522 17,859 558,802 ENTERPRISE FUNDS Water, Wastewater and Reclaimed Wtr Airport Stormwater Solid Waste Sustainability and Environmental Mgmt Flagstaff Housing Authority Total Enterprise Funds 66.75 9.75 5.75 49.00 8.00 21.60 160.85 3,979,378 507,939 398,660 2,415,464 395,538 1,266,063 8,963,042 CAPITAL PROJECTS FUNDS GO Bond Funded Projects Total Capital Projects Funds 1.50 1.50 180,143 180,143 TOTAL ALL FUNDS 829.09 $ 33,314,693 RETIREMENT COSTS 2017 47,850,337 $ $ 9,262,621 OTHER BENEFIT COSTS 2017 HEALTHCARE COSTS 2017 2,661,480 = $ 48,975,455 374,432 193,277 11,600 15,563 88,601 2,308 407 18,872 18,870 723,930 175,643 = 209,036 9,920 13,691 56,316 2,320 3,933 16,931 12,840 500,630 = 3,116,689 2,115,140 164,947 220,992 970,236 38,136 64,867 270,814 214,000 7,175,821 448,810 239,322 44,229 262,139 58,244 142,810 1,195,554 497,295 59,773 42,841 370,277 69,856 170,473 1,210,515 350,360 = 32,324 32,663 241,647 42,797 114,229 814,020 = 5,275,843 839,358 518,393 3,289,527 566,435 1,693,575 12,183,131 70,150 70,150 14,823 14,823 4,770 = 4,770 = 269,886 269,886 11,087,127 $ $ 3,736,661 5,685,929 $ TOTAL ESTIMATED PERSONNEL COMPENSATION 2017 $ 3,980,900 = $ 68,604,293 National Night Out (Flagstaff Police Department) Annual Financial Plan Page 110 City of Flagstaff Schedule H: Summary of Operating Capital CITY OF FLAGSTAFF SUMMARY OF OPERATING CAPITAL FISCAL YEAR 2016-2017 SECT # SECTION GENERAL FUND 014 IT Department OPERATING CAPITAL Storage Area Network Replacement CARRYFWD 2015-2016 $ BUDGET 2016-2017 - 75,000 033 Revenue Truck Replacement - Meter Services - 32,000 051 Fire Quantum Pumper (Equipped) Thermal Imaging Cameras (2) - 587,700 24,000 052 Fire Grants Extraction Spreader/Cutter Tools (2) Fire Department IT Equipment and Control Boards - 25,000 10,000 061 Police Police Patrol Vehicle Replacements (2) Surveillance/Equipment Van Detective Vehicle Replacement - 55,000 32,500 29,800 062 Police Grants GOHS Sign Board DOJ Bomb Robot and Other Equipment RICO Police Equipment - 22,300 102,000 20,000 154 Fleet Services Setaside for Catastrophic/Vehicle Replacement Fund Fuel Truck Replacement 155 Parks Truck Mounted Snowplow Replacement Refurbished 42" Riding Mower McPherson Park Parking Lot Chip Seal, Patch, and Stripe Arroyo Park ADA Access Improvement Curb, Gutter, Pave Parking McPherson Park Tennis Courts (4) Thorpe Adult Center - Chip Seal Parking Lot Thorpe Park - Replace Railroad Tie Walls with Block Thorpe Park Tennis Courts - Resurface Courts (4) Thorpe Park (Senior) Field - Laser Level and Replace Materials Cheshire Park - Repair and Paint Tennis/Basketball Courts Bushmaster Park - Outdoor Fitness Equipment Thorpe Park Sports Complex - Chip, Crack Seal and Stripe Parking Lot Bushmaster Park - Chip, Crack Seal and Stripe Parking Lot Foxglenn Park - Sod Repairs on Soccer Field 1,677,561 207,100 1,677,561 207,100 45,000 10,000 5,000 - 7,000 9,200 45,000 10,000 5,000 6,237 28,488 70,000 2,675 6,400 53,947 - 48,300 16,873 5,880 156 Recreation RecTrac Upgrade Cardio Equipment Centers (3) JLAC Floor Buffer Aquaplex VFD JCM Lobby Furniture Contingency - 7,000 22,000 5,000 6,000 5,000 10,000 401 Council and Commissions Vehicle Replacement - 32,500 402 Non-Departmental Quadrant Remodel - 2nd Floor East Marriot ROW and ADA Ramp Construction City Hall Metal Detector GENERAL FUND TOTAL LIBRARY 035 Library Annual Financial Plan RFID - Phase I - Library Remodel ADA Compliance Remodel - Front Ramp and Restrooms Setaside for Fleet Replacement Fund LIBRARY TOTAL Page 111 25,000 1,969,661 25,000 225,000 30,000 3,582,461 58,390 58,390 544,735 77,000 58,390 680,125 City of Flagstaff Schedule H: Summary of Operating Capital CITY OF FLAGSTAFF SUMMARY OF OPERATING CAPITAL FISCAL YEAR 2016-2017 SECT # SECTION OPERATING CAPITAL HIGHWAY USER REVENUE 161 Street Maintenance and Repairs Sweeper Replacement Mini-Excavator Cinder Box Replacements (3) Paint Striper Replacement Asphalt Bed on Patch Truck Replacement Transport Trailer Replacement Asphalt/Concrete Saw HIGHWAY USER REVENUE TOTAL TOURISM 215 Visitor Services Visitor Center Remodel TOURISM TOTAL PARKING DISTRICT 231 Parking District Parking Meters and Installation Southside Curbs PARKING DISTRICT TOTAL WATER, WASTEWATER AND RECLAIMED WATER 301 Water Production Back-up Generator Fixed Drive Replacement Raw Water Pump Energy Efficiency and SCADA Upgrades 303 Water Distribution CMMS (GIS) Upgrade Diesel Replacements 311 Wastewater Treatment - WC Chlorinator and Sulfanator Facilities Repair Gas Conveyance System Improvements Gravity Belt Thickener 312 Wastewater Treatment - RIO Influent Check Valve Replacements Influent Pump VFD Replacements (2) Influent Pump Replacement Influent Pump Rebuild RIO - Entrance Re-design - Phase 2 313 Wastewater Collection Diesel Pick-Up Replacement 321 Reclaimed Water Reclaim Pumps (3) at Rio WRP WATER, WASTEWATER AND RECLAIMED WATER TOTAL STORMWATER 331 Stormwater AIRPORT 221 Airport Operations 222 Airport Capital Projects Annual Financial Plan CARRYFWD 2015-2016 $ 91,000 91,000 BUDGET 2016-2017 $ 250,000 91,000 50,000 487,000 100,000 90,000 10,000 1,078,000 - 50,000 50,000 - 923,914 20,000 943,914 375,000 123,159 18,074 35,000 375,000 123,159 18,074 35,000 9,756 64,321 9,756 64,321 88,125 225,000 17,000 10,000 88,125 225,000 - 90,000 55,000 45,000 30,000 30,000 54,413 54,413 - 30,000 992,848 1,299,848 Pond Aeration System STORMWATER TOTAL - 12,745 12,745 Rapid Response Fire Suppression Truck - 152,550 ARFF Replacement Vehicle AIRPORT TOTAL Page 112 1,100,000 1,100,000 1,100,000 1,252,550 City of Flagstaff Schedule H: Summary of Operating Capital CITY OF FLAGSTAFF SUMMARY OF OPERATING CAPITAL FISCAL YEAR 2016-2017 SECT # SECTION FLAGSTAFF HOUSING AUTHORITY 109 Housing Authority SOLID WASTE 165 Solid Waste - Landfill 166 Solid Waste - Collections OPERATING CAPITAL Siler Homes Remodel Water Line Improvements FHA Dwelling Units Improvements FLAGSTAFF HOUSING AUTHORITY TOTAL Trailer Phase 2 Sub-Surface Geo Study Rate Study Scale House Software Landfill Permit Revisions Fly Over Annual Set-aside - Landfill Closure Dust Control Waste Management Plan Study Map Plotter Rapid Rail Truck Replacement Top Loader Replacement Front Loader Replacement (2) Side Loader Replacement (2) Roll Off Truck Replacement Bin Maintenance Truck Replacement (2) SOLID WASTE - COLLECTIONS TOTAL TOTAL CARRYFWD 2015-2016 $ - BUDGET 2016-2017 250,000 95,876 293,678 639,554 143,999 25,000 5,000 49,000 500,000 40,000 143,999 100,000 20,000 160,000 10,000 25,000 5,000 443,000 529,000 75,000 1,220,999 260,000 260,000 443,000 529,000 220,000 75,000 2,839,999 $ 5,432,898 $ 12,379,196 Local Community Event (Recreation Services) Annual Financial Plan Page 113 City of Flagstaff Schedule I: Summary of Capital Improvement Program CITY OF FLAGSTAFF SUMMARY OF CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2016-2017 SECT # SECTION GENERAL FUND 014 Information Technology 152 Facility Maintenance HURF 162 Street Construction TRANSPORTATION 112 Transportation CIP 113 Fourth Street Overpass PROJECT Microwave Network 604,330 196,000 800,330 196,000 800,330 Reserve for Improvements Minor Transportation Improvements Sidewalk Replacement Program Street Improvement Program Sunnyside Business F 40 Overlay HURF TOTAL 2,036,000 514,533 149,000 2,699,533 50,000 50,000 15,000 4,182,000 1,383,533 149,000 5,829,533 Bike/Pedestrian and Safety Improvement Brannen Homes Sidewalk Transportation Planning and Programming Reserve for Transportation Improvements Butler/Huntington Adaptive Signal Control Switzer/Turquoise Roundabout Industrial Drive - Huntington to Purina Beulah Boulevard/University Drive HSIP Program Soliere Avenue/Fanning Wash Crossing Franklin Safety Improvements Lockett Transportation Study Fourth Street Bridge/I-40 Design 4th Street Safety Improvements Transportation Master Plan Lonetree Pedestrian Improvements Southside Curbs Clay Avenue Traffic Calming Beulah/University Contribution - Public Infrastructure Reserve for Development Contributions 395,084 541,485 162,658 495,760 2,554,445 250,000 317,626 100,000 161,708 150,000 - 125,000 395,084 90,000 184,700 908,850 292,658 800,920 2,567,645 75,000 250,000 437,626 100,000 350,000 161,708 250,000 150,000 300,000 350,000 150,000 100,000 Facilities Improvements GENERAL FUND TOTAL Fourth Street Overpass Annual Financial Plan Utility Replacements and Overlays Zuni Drive Lockett Avenue East Route 66 TRANSPORTATION TOTAL Page 114 $ BUDGET 2016-2017 604,330 163 Road Repair Pavement Preservation Pavement Maintenance 116 Road Repair Construction CARRYFWD 2015-2016 - 2,275,000 500,000 3,000,000 590,000 57,000 6,275,766 4,062,309 2,340,000 1,782,000 700,000 22,198,500 City of Flagstaff Schedule I: Summary of Capital Improvement Program CITY OF FLAGSTAFF SUMMARY OF CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2016-2017 SECT # SECTION FUTS 111 Flagstaff Urban Trail BEAUTIFICATION 212 Streetscape ARTS & SCIENCE 216 Arts and Science RECREATION 158 BBB Recreation Annual Financial Plan PROJECT Special Projects and Unprogrammed Work FUTS Signage Program Cedar Trail Country Club FUTS Trail Switzer Canyon Trail BNSF Walnut - Florence Underpass Florence - Walnut Underpass Mall Transfer Center Trail Realignment Fourth Street Trail Pine Knoll Trail Sheep Crossing Trail Lonetree Trail - Sawmill to Sinclair Wash Lonetree Trail - Sinclair Wash to Pine Knoll Drive Ponderosa Trail Rehabilitation FLAGSTAFF URBAN TRAIL TOTAL 4th Street Corridor Improvements Fort Valley Road Enhancements North Edge - Lockett to Route 66 Along Kasper North Edge - Milton Train Station Platform Lake Mary/Beulah Gateway Gutter Diversions - Sustainable Streets Urban Forest US 89 Medians (ADOT) Fanning to Marketplace Joel Montalvo Park Downtown Green Downtown Tree Wells Steve's Blvd Corners Frances Short Pond Master Plan Downtown Non-Gateway (Jimmy Johns) Buffalo Parking Enhancements East Route 66 - South Edge: Fanning to Route 66 BEAUTIFICATION TOTAL Utility Box Art Bushmaster Park Mural Mural at Dortha and 4th Street Inset Sidewalk Art, Jimmy John's Beaver East Flagstaff Gateway (4th Street) Fort Valley Wall Art in the Alley West Route 66 - North Edge Thorpe Sculpture ARTS AND SCIENCE TOTAL Bushmaster Park, FRC Tennis Courts and Ice Rink Chiller Thorpe Park Adaptive Playground Surfacing Pavement Preservation - Various Recreation Facilities Thorpe Park Adaptive Playground Unit/Surfacing Hal Jensen Recreation Center Storage Area Add-on Aquaplex Sliding Doors at Pool Entrance J. Lively Back Roof and Locker Room Repairs Wheeler Park Improvements RECREATION TOTAL Page 115 CARRYFWD 2015-2016 $ BUDGET 2016-2017 18,812 20,000 3,879 2,290,149 108,300 34,640 56,389 92,337 86,600 72,400 99,843 12,449 2,895,798 50,000 90,812 30,000 3,879 320,000 2,290,149 108,300 34,640 135,504 114,737 435,000 72,400 99,843 12,449 3,797,713 1,570,800 50,000 348,600 11,300 365,700 198,139 65,391 40,815 211,151 125,000 250,000 66,154 3,303,050 1,570,800 50,000 348,600 11,300 365,700 198,139 165,391 50,000 290,815 211,151 125,000 250,000 66,154 50,000 250,000 250,000 50,000 4,303,050 12,500 10,000 10,000 50,000 25,000 50,000 157,500 42,500 10,000 10,000 10,000 20,000 10,000 50,000 25,000 50,000 227,500 603,977 603,977 603,977 42,000 75,000 126,000 10,000 35,000 150,000 243,950 1,285,927 City of Flagstaff Schedule I: Summary of Capital Improvement Program CITY OF FLAGSTAFF SUMMARY OF CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2016-2017 SECT # SECTION CAPITAL PROJECTS 421 GO Capital Projects Fund PROJECT FUTS/Open Space Land Acquisition 422 Capital Projects Fund Business Accelerator USGS Building 424 Core Service Facility Core Services Maintenance Facility 425 Flagstaff Watershed Watershed Protection Project 426 Court Facility Court Facility CAPITAL PROJECTS TOTAL WATER, WASTEWATER AND RECLAIMED WATER 301 Water Production LM Water Flow Meters Replacements Communication Towers for Operations (3) CARRYFWD 2015-2016 $ 414,815 - BUDGET 2016-2017 1,416,815 26,500 10,000,000 21,280,889 21,280,889 2,440,000 2,440,000 7,185,100 31,320,804 8,045,100 43,209,304 167,807 150,000 317,807 370 Water Capital Projects Aging Water Infrastructure Replacement (AWIR) Rio de Flag Waterline Relocations West/Arrowhead Waterline Westside Waterline Expansion Radio Read Meter Replacements Reserve for Improvements Future Water Rights McCallister Well, Pump and Building WTP Security and SCADA Improvements Hydrological Studies Route 66 Waterline Improvements New Well and Pump House Well Pump House Improvements 165,081 199,000 88,382 85,000 549,002 996,843 224,632 678,000 77,500 - 2,565,081 199,000 88,382 85,000 850,000 300,000 549,002 996,843 227,500 224,632 678,000 1,500,000 175,000 311 Wastewater Treatment - Wildcat COGEN Improvements Facility Improvements 283,936 4,688 283,936 4,688 312 Wastewater Treatment - RIO Repair Control Gates 60,000 60,000 375 Wastewater Capital Projects WWTP Energy Efficiency Program Wildcat Solids Disposal Westside Interceptor Improvements Aging Sewer Infrastructure Replacements Reserve for Improvements Rio de Flag Sewer Replacements Wildcat Septage and Grease Station Wildcat Centrate Rio Plant - Replace UV System Wildcat - Micro Carbon Feed Addition WWTP Security and SCADA Improvements 1,147,770 193,057 242,000 760,288 349,920 1,280,261 50,000 - 1,797,770 200,000 600,000 1,493,057 300,000 242,000 760,288 349,920 1,280,261 50,000 73,000 105,720 7,708,887 105,720 16,506,887 380 Reclaimed Water Capital Projects Buffalo Tank Chlorination WATER, WASTEWATER AND RECLAIMED WATER TOTAL Annual Financial Plan Page 116 City of Flagstaff Schedule I: Summary of Capital Improvement Program CITY OF FLAGSTAFF SUMMARY OF CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2016-2017 SECT # SECTION STORMWATER 385 Stormwater Capital Projects AIRPORT 222 Airport Capital Projects SOLID WASTE 165 Solid Waste PROJECT CARRYFWD 2015-2016 $ Rio de Flag Project Spot Improvement - Annual Spot Improvement - Phoenix Avenue Culvert Design Spot Improvement - Phoenix Avenue Culvert Temporary Fix Spot Improvement - Phoenix Avenue Culvert Construction Spot Improvement - 5 Points Spot Improvement - Cottage and Elden Design Spot Improvement - Fanning/Steve's Culvert Construction Spot Improvement - Columbia Circle Spot Improvement - Schultz Creek Design Phase I STORMWATER TOTAL BUDGET 2016-2017 1,860,361 30,000 21,917 9,618 20,000 435,992 300,000 42,887 2,720,775 1,860,361 75,000 75,000 230,000 171,917 9,618 250,000 435,992 300,000 42,887 3,450,775 Master Plan Update 2016 Sustainability Master Plan Runway Mill and Overlay Design Runway 321 Mill and Overlay Construction AIR - Wildlife Hazard Assessment Airport Drainage Improvements - Design AIRPORT TOTAL 600,000 90,208 284,833 975,041 600,000 90,208 284,833 3,277,685 164,727 350,000 4,767,453 Stormwater Infrastructure Alternative Liner Test Plots South Borrow Pit Design/Roads/Scales Truck Barn and LEED Retrofit ENVIRONMENTAL SERVICES TOTAL 54,000 25,000 200,000 279,000 64,000 275,000 200,000 1,936,000 2,475,000 SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT 170 Environmental Management Observatory Mesa Improvements Recreational Trails Improvements ENVIRONMENTAL MANAGEMENT TOTAL TOTAL $ 59,740,461 40,000 79,998 119,998 108,971,970 PALSmobile at a Local Event (Recreation Services) Annual Financial Plan Page 117 City of Flagstaff Schedule J: Debt Service Requirements CITY OF FLAGSTAFF DEBT SERVICE REQUIREMENTS FISCAL YEAR 2016-2017 ORIGINAL ISSUE GENERAL FUND Existing Debt: Certificates of Participation - Fire Equipment Capital Lease - Renewable Energy Equipment Capital Lease - Heart Monitors STREETS FUND Certificates of Participation - Street Overlay 4TH STREET 2012 Pledged Revenue Partial Advance Refunding ROAD REPAIR AND STREET SAFETY FUND Proposed Certificates of Participation - Road Repair ECONOMIC DEVELOPMENT Existing Debt: GADA Revenue Bonds Series 2010A - Incubator Proposed Revenue Bonds - USGS Campus PARKING DISTRICT Proposed Capital Lease - Meters GENERAL OBLIGATION BOND FUND Existing Debt: GO Series 2006 Capital Projects GO Series 2011 Capital Projects GO Series 2011 NAU Public Safety GO Series 2013 Capital Projects GO Series 2014A Capital Projects GO Series 2014B Partial Advance Refunding 2006 Projects Proposed GO Series Core Services Facility 2016 Proposed GO Series Watershed Protection 2016 Proposed GO Open Space Series 2016 SPECIAL ASSESSMENT DISTRICT Sawmill District SOLID WASTE FUND Proposed Capital Lease - Core Services Facility WATER FUND Existing Debt: GO 2011 WIFA Debt - Red Gap Shallow Well 2002 Water Revenue Bonds (WIFA) 2006 WIFA Revolving Loan - Water 2008 WIFA Revolving Debt - Water 2009 WIFA Revolving Debt - Water Feasibility 2010 WIFA Revolving Debt - Sinagua Well Improvements 2010 WIFA Revolving Debt - Fort Tuthill Well Improvements 2010 WIFA Revolving Debt - Local Aquifer Study Other Debt - Lease Purchase - Renewable Energy Equipment Proposed WIFA Revolving Loan - Future Water Rights 2015 WASTEWATER FUND 2007 WIFA Revolving Debt - Wastewater Other Debt - Lease Purchase - Co-Generators AIRPORT FUND Other Debt - Lease Purchase - Hangars Other Debt - Loan - Hangars Total Debt Service Requirements Annual Financial Plan $ OUTSTANDING 07/01/2016 PRINCIPAL INTEREST FISCAL TOTAL CHARGES REQUIREMENTS 350,000 1,014,557 160,279 1,524,836 153,125 888,306 122,815 1,164,246 36,341 60,500 39,150 135,991 4,989 24,825 5,527 35,341 570 570 41,900 85,325 44,677 171,902 4,610,000 4,610,000 2,016,875 2,016,875 478,659 478,659 65,686 65,686 6,169 6,169 550,514 550,514 12,530,000 12,530,000 10,040,000 10,040,000 1,855,000 1,855,000 370,875 370,875 5,100 5,100 2,230,975 2,230,975 470,000 470,000 250,000 250,000 2,500 2,500 722,500 722,500 135,000 120,000 255,000 114,788 114,788 7,355 1,600 8,955 257,143 121,600 378,743 - 90,000 10,000,000 10,000,000 3,370,000 10,000,000 13,370,000 90,000 - 2,710,000 2,710,000 - 90,000 - 31,500,000 12,845,000 3,952,287 11,460,000 6,600,000 8,270,000 14,000,000 3,500,000 2,200,000 94,327,287 7,750,000 8,635,000 2,527,310 10,235,000 6,400,000 8,270,000 43,817,310 1,790,000 2,320,000 396,644 675,000 260,000 417,500 5,859,144 366,600 215,525 55,895 292,269 221,138 366,600 875,000 125,000 120,000 2,638,027 3,600 3,200 4,740 3,200 3,200 6,400 3,200 3,200 30,740 2,160,200 2,538,725 452,539 972,009 484,338 369,800 1,298,900 128,200 123,200 8,527,911 19,075,000 19,075,000 2,215,000 2,215,000 95,000 95,000 110,750 110,750 5,600 5,600 211,350 211,350 - 125,000 125,000 - 125,000 125,000 3,700,000 3,700,000 - 1,633,933 6,775,760 7,900,000 8,500,000 2,100,000 775,000 594,951 1,100,000 1,936,443 177,007 31,493,094 1,375,363 2,922,467 4,925,000 6,209,093 1,005,655 176,123 403,871 843,338 1,695,471 19,556,381 67,675 375,127 380,000 377,927 92,862 10,374 24,531 51,225 115,475 20,000 1,515,196 21,518 55,997 84,283 139,065 25,032 2,402 3,720 7,768 47,383 10,000 397,168 20,123 41,024 71,025 90,302 23,286 2,564 5,874 12,266 18,463 284,927 109,316 472,148 535,308 607,294 141,180 15,340 34,125 71,259 162,858 48,463 2,197,291 23,100,000 2,000,000 25,100,000 16,287,404 242,573 16,529,977 1,114,662 242,574 1,357,236 316,489 8,382 324,871 235,951 235,951 1,667,102 250,956 1,918,058 2,782,598 600,000 3,382,598 1,551,335 26,909 1,578,244 147,120 26,908 174,028 84,617 566 85,183 $ 219,202,815 99,628,033 12,285,254 4,517,689 Page 118 580,512 231,737 27,474 259,211 17,383,455 City of Flagstaff South Downtown (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 119 City of Flagstaff CITY OF FLAGSTAFF GENERAL FUND FIVE YEAR PLAN 2017-2021 Budget 2015-2016 Estimate 2015-2016 Budget 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 Sources of Funds Beginning Fund Balance Page 120 City of Flagstaff $ 24,209,124 23,294,618 24,990,786 23,975,214 14,101,648 14,192,296 14,179,802 12,989,452 5,597,027 17,655,291 2,467,635 5,527,083 17,279,341 2,485,140 5,653,083 18,520,000 2,514,000 5,732,476 18,644,170 2,539,140 5,732,476 19,066,145 2,615,314 5,732,476 19,634,679 2,693,773 5,732,476 19,049,089 2,612,960 5,732,476 19,049,089 2,612,960 6,019,777 7,973,971 2,689,916 758,357 455,348 890,667 5,958,225 7,928,250 2,648,100 1,410,608 2,574,479 1,124,000 6,120,000 7,928,250 2,800,000 1,420,608 628,139 1,024,000 6,094,663 8,578,408 2,788,408 823,482 865,687 1,022,600 6,277,503 8,668,595 2,872,060 141,580 578,396 906,500 6,465,828 8,778,204 2,958,222 141,580 578,396 906,500 6,271,853 8,906,146 2,869,475 141,580 578,396 906,500 6,271,853 8,573,343 2,869,475 141,580 578,396 906,500 30,697 1,209,523 626,573 30,000 1,324,050 260,930 30,000 1,800,000 496,680 30,000 1,395,000 496,680 30,000 1,363,500 497,488 30,000 1,377,135 498,304 30,000 1,335,821 499,128 30,000 1,335,821 499,960 579,423 1,478,540 799,494 128,694 342,300 1,762,730 961,766 149,350 625,800 1,597,350 840,000 145,800 467,800 1,546,950 825,000 145,800 467,800 1,546,950 828,810 147,250 467,800 1,546,950 832,659 148,715 467,800 1,546,950 836,546 150,194 467,800 1,546,950 840,472 151,688 637,820 523,843 805,190 335,970 730,000 431,080 802,000 2,496,980 745,020 398,085 752,470 401,222 759,994 404,389 767,594 407,588 281,023 1,779,700 52,583,319 221,050 2,216,283 55,344,845 264,000 2,967,956 56,536,746 262,000 1,964,509 57,521,753 264,500 1,956,382 55,104,354 267,025 1,958,274 56,170,212 269,575 1,960,183 55,329,055 273,151 1,962,113 55,018,809 Transfers In Housing and Community Services Library HURF Beautification Economic Development Tourism Recreation - BBB Parking District Utilities Stormwater Environmental Services Sustainability and Environmental Mgmt Airport Capital Projects Total Transfers In 130,000 39,196 20,701 359,293 104,407 1,651,418 123,797 90,372 39,410 233,730 16,784 39,110 2,848,218 250,000 13,000 420,527 31,238 2,357,989 59,900 91,276 57,678 229,678 3,511,286 13,000 420,527 31,238 2,357,989 59,900 91,276 57,678 204,005 100,000 3,335,613 13,000 433,465 143,757 31,238 2,335,134 57,678 199,162 3,213,434 13,000 433,465 143,757 31,238 2,275,134 192,699 4,678 199,162 3,293,133 13,000 433,465 143,757 31,238 2,275,134 192,699 4,678 199,162 3,293,133 13,000 433,465 143,757 31,238 2,275,134 4,678 199,162 3,100,434 13,000 433,465 143,757 31,238 2,275,134 4,678 199,162 3,100,434 Total Revenues and Transfers In 55,431,537 58,856,131 59,872,359 60,735,187 58,397,487 59,463,345 58,429,489 58,119,243 79,640,661 82,150,749 84,863,145 84,710,401 72,499,135 73,655,641 72,609,291 71,108,695 Revenues Taxes Property Tax Sales Tax Franchise Fees Intergovernmental State Shared Sales Tax State Shared Income Tax Auto Lieu Tax Federal Grants State/Local Grants Other IGA License and Permits Business Licenses Building Permits Other Licenses and Permits Charges for Services Community Development Parks and Recreation Public Safety Cemetery/General Government Fines and Forfeitures Court Fines Other Fines and Forfeitures Other Investment Earnings Miscellaneous Total Revenues Total Sources of Funds Schedule K: Five-Year Plans Annual Financial Plan Actual 2014-2015 CITY OF FLAGSTAFF GENERAL FUND FIVE YEAR PLAN 2017-2021 Budget 2015-2016 Estimate 2015-2016 Budget 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 Uses of Funds Operating Expenditures General Administration Management Services Community Development Fire Police Public Works Economic Vitality Non-Departmental Contingency Less: Indirect Charges Total Operating Expenditures Page 121 City of Flagstaff 8,435,367 3,324,859 4,017,632 10,226,090 17,362,030 7,148,235 315,038 3,114,651 57,382 (5,471,208) 48,530,076 9,127,497 3,598,521 4,294,597 11,434,408 19,460,676 8,636,572 174,071 3,169,308 625,000 (5,641,543) 54,879,107 8,854,661 3,433,371 4,292,097 11,584,408 19,061,806 8,195,275 174,071 1,669,663 100,000 (5,641,543) 51,723,809 10,293,976 3,790,504 4,637,447 11,960,777 20,015,658 8,839,232 175,166 4,522,258 600,000 (5,997,578) 58,837,440 8,911,509 3,580,029 4,429,720 11,320,720 18,947,910 8,293,735 175,166 2,211,113 100,000 (5,947,578) 52,022,324 9,071,509 3,515,029 4,429,720 11,520,720 18,947,910 8,268,735 175,166 2,211,113 100,000 (5,947,578) 52,292,324 8,911,509 3,515,029 4,429,720 11,600,720 18,947,910 8,268,735 175,166 2,211,113 100,000 (5,947,578) 52,212,324 9,071,509 3,515,029 4,429,720 11,600,720 18,947,910 8,268,735 175,166 2,211,113 100,000 (5,947,578) 52,372,324 316,216 45,047 453,590 814,853 49,344,929 326,548 41,799 454,439 822,786 55,701,893 323,300 45,047 454,439 822,786 52,546,595 206,925 86,577 293,502 59,130,942 206,925 86,577 293,502 52,315,826 206,925 86,577 293,502 52,585,826 206,925 86,577 293,502 52,505,826 248,824 44,678 293,502 52,665,826 - - - - 1,395,000 500,000 1,895,000 2,294,000 500,000 2,794,000 2,443,000 500,000 2,943,000 2,592,000 500,000 3,092,000 Capital Expenditures Fleet Operating Capital Improvement Projects Total Capital Expenditures 614,826 275,441 281,884 1,172,151 2,954,973 1,287,300 1,013,980 5,256,253 905,312 1,202,300 343,650 2,451,262 2,685,661 896,800 800,330 4,382,791 757,000 410,000 1,167,000 757,000 410,000 1,167,000 757,000 410,000 1,167,000 757,000 410,000 1,167,000 Transfers Out Library HURF Economic Development Parking District Stormwater Airport Flagstaff Housing Authority Capital Projects Fund Total Transfers Out Excess Revenues Over Expenditures 1,627,451 1,220,600 251,000 100,544 33,200 900,000 4,132,795 781,662 1,604,860 251,000 3,331,966 461,000 58,200 2,280,000 7,987,026 (10,089,041) 1,604,860 251,000 1,382,164 52,050 2,600,000 5,890,074 (1,015,572) 1,605,111 251,000 385,398 1,860,361 384,950 88,200 2,520,000 7,095,020 (9,873,566) 1,579,813 800,000 251,000 290,000 8,200 2,929,013 90,648 1,579,813 800,000 251,000 290,000 8,200 2,929,013 (12,494) 1,579,813 800,000 251,000 365,000 8,200 3,004,013 (1,190,350) 1,579,813 800,000 251,000 365,000 8,200 3,004,013 (1,809,596) 54,649,875 68,945,172 60,887,931 70,608,753 58,306,839 59,475,839 59,619,839 59,928,839 $ 24,990,786 13,205,577 23,975,214 14,101,648 14,192,296 14,179,802 12,989,452 11,179,856 Debt Service Leases - Energy Leases - Fire Equipment Bonds (001-06-1990) Total Debt Service Total Expenditures Future Uses Total Ongoing Total One-Time Total Future Uses Total Uses of Funds Ending Fund Balance $ Schedule K: Five-Year Plans Annual Financial Plan Actual 2014-2015 CITY OF FLAGSTAFF LIBRARY FUND FIVE YEAR PLAN 2017-2021 Budget 2015-2016 Estimate 2015-2016 Budget 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 Sources of Funds 952,750 1,144,079 1,180,809 1,475,171 456,111 579,833 476,423 343,815 Revenues State/Local Grants Intergovernmental Investment Earnings Miscellaneous Total Revenues 44,819 3,682,066 34,925 100,247 3,862,057 188,625 4,882,490 37,812 20,474 5,129,401 188,625 3,847,490 26,319 30,000 4,092,434 25,000 4,465,820 37,812 41,000 4,569,632 100,000 3,288,150 38,001 41,000 3,467,151 100,000 3,169,338 38,191 41,000 3,348,529 100,000 3,247,605 38,382 41,000 3,426,987 100,000 3,327,909 38,574 41,000 3,507,483 Transfers In Tourism General Fund Total Transfers In 36,500 1,627,451 1,663,951 36,500 1,604,860 1,641,360 36,500 1,604,860 1,641,360 36,500 1,605,111 1,641,611 36,500 1,599,877 1,636,377 36,500 1,619,875 1,656,375 36,500 1,640,124 1,676,624 36,500 1,660,625 1,697,125 6,478,758 7,914,840 6,914,603 7,686,414 5,559,639 5,584,738 5,580,033 5,548,424 3,095,679 574,137 44,819 748,304 457,129 338,685 5,258,753 3,640,855 624,406 188,625 1,898,459 470,178 434,390 100,000 7,356,913 3,280,764 624,406 188,625 863,459 470,178 12,000 5,439,432 3,874,260 669,450 25,000 1,436,745 444,724 680,125 100,000 7,230,304 3,466,245 627,888 100,000 300,637 455,842 29,195 4,979,807 3,561,191 645,152 100,000 305,539 467,238 29,195 5,108,315 3,658,808 662,903 100,000 310,588 478,919 25,000 5,236,218 3,759,167 681,154 100,000 315,788 490,892 25,000 5,372,001 39,196 39,196 250,000 250,000 5,297,949 7,606,913 5,439,432 7,230,304 4,979,807 5,108,315 5,236,218 5,372,001 1,180,809 307,927 1,475,171 456,110 579,832 476,423 343,815 176,423 Beginning Fund Balance $ Total Sources of Funds Page 122 Uses of Funds Expenditures Library City Direct Library County Library Grants County Wide Projects and Growth Indirect Costs Capital Contingency Total Expenditures Transfers Out General Fund Total Transfers Out Total Uses of Funds Ending Fund Balance (1) City of Flagstaff (1) $ Excludes monies restricted for branch libraries, expansion, and automation. - - - - - - Schedule K: Five-Year Plans Annual Financial Plan Actual 2014 -2015 CITY OF FLAGSTAFF HIGHWAY USER REVENUE FUND FIVE YEAR PLAN 2017-2021 Budget 2015-2016 Estimate 2015-2016 Budget 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 Sources of Funds Page 123 City of Flagstaff 4,265,609 3,441,139 4,560,434 6,105,914 1,251,194 1,381,577 1,545,065 1,389,732 Revenues Intergovernmental Highway User Investment Earnings Miscellaneous Total Revenues 2,856 6,884,173 33,720 6,920,749 6,862,720 5,000 6,867,720 7,200,000 17,000 575,520 7,792,520 7,149,600 6,000 7,155,600 6,918,096 6,000 793,099 7,717,195 542,214 7,056,458 7,000 7,605,672 6,844,764 8,000 6,852,764 6,913,212 7,000 6,920,212 Transfers In General Fund Stormwater Solid Waste Transportation Total Transfers in 1,220,600 229,284 17,000 2,544,434 4,011,318 309,100 17,000 9,700,512 10,026,612 309,100 17,000 4,101,365 4,427,465 311,134 17,000 8,589,705 8,917,839 800,000 314,245 7,934,229 9,048,474 800,000 317,388 4,952,653 6,070,041 800,000 320,562 4,409,314 5,529,876 800,000 329,057 1,129,057 15,197,676 20,335,471 16,780,419 22,179,353 18,016,863 15,057,290 13,927,705 9,439,001 Expenditures Operating Indirect Costs Capital Contingency Total Expenditures 3,427,002 906,322 5,736,295 10,069,619 4,328,031 969,522 13,204,247 100,000 18,601,800 4,328,031 969,522 4,810,010 10,107,563 4,361,098 956,823 14,946,724 100,000 20,364,645 4,110,294 980,744 10,980,734 16,071,772 4,151,397 1,005,263 7,792,051 12,948,711 4,192,911 1,030,395 6,751,152 11,974,458 4,234,840 1,056,155 2,937,899 8,228,894 Debt Service Debt Service Total Debt Service 546,922 546,922 553,941 553,941 553,942 553,942 550,514 550,514 550,514 550,514 550,514 550,514 550,514 550,514 - Transfers Out General Fund Total Transfers Out 20,701 20,701 13,000 13,000 13,000 13,000 13,000 13,000 13,000 13,000 13,000 13,000 13,000 13,000 13,000 13,000 10,637,242 19,168,741 10,674,505 20,928,159 16,635,286 13,512,225 12,537,972 8,241,894 4,560,434 1,166,730 6,105,914 1,251,194 1,381,577 1,545,065 1,389,732 1,197,107 Beginning Fund Balance $ Total Sources of Funds Uses of Funds Total Uses of Funds Ending Fund Balance $ Schedule K: Five-Year Plans Annual Financial Plan Actual 2014-2015 CITY OF FLAGSTAFF TRANSPORTATION FUND FIVE YEAR PLAN 2017-2021 Budget 2015-2016 Estimate 2015-2016 Budget 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 Sources of Funds 8,029,449 12,886,964 12,585,520 21,699,730 7,737,549 8,980,773 8,792,202 9,166,449 14,491,488 120,360 2,932,573 17,544,421 17,585,692 10,000,000 71,000 27,656,692 18,725,667 10,000,000 70,000 28,795,667 18,912,924 152,000 19,064,924 19,480,312 10,000,000 45,000 29,525,312 20,064,721 57,000 20,121,721 19,462,779 105,000 19,567,779 6,111,053 12,000 6,123,053 25,573,870 40,543,656 41,381,187 40,764,654 37,262,861 29,102,494 28,359,981 15,289,502 Expenditures Indirect Costs Operating Capital Total Expenditures 335,274.44 4,755,434.00 3,613,958 8,704,666 350,168 5,041,941 7,550,000 12,942,109 350,168 4,584,233 6,440,691 11,375,092 414,031 6,338,085 14,159,309 20,911,425 485,507.65 3,793,075.83 12,475,000 16,753,583 497,645.34 4,210,967.22 6,250,000 10,958,613 510,086.47 4,226,905.35 5,650,000 10,386,992 319,334.17 4,301,100.81 3,362,500 7,982,935 Transfers Out HURF Utilities MPO FUTS Total Transfers Out 2,544,434 22,500 550,000 3,116,934 9,700,512 22,500 1,550,000 11,273,012 4,101,365 400,000 22,500 1,550,000 6,073,865 8,589,705 22,500 550,000 9,162,205 7,934,229 22,500 550,000 8,506,729 4,952,653 22,500 550,000 5,525,153 4,409,314 22,500 550,000 4,981,814 Debt Service 1,166,750 2,482,500 2,232,500 2,953,475 3,021,775 3,826,525 3,824,725 3,816,838 12,988,350 26,697,621 19,681,457 33,027,105 28,282,087 20,310,291 19,193,531 11,799,772 12,585,520 13,846,035 21,699,730 7,737,549 8,980,773 8,792,202 9,166,449 3,489,729 Beginning Fund Balance $ Revenues Sales Tax Bond Proceeds Investment Earnings Miscellaneous Total Revenues Total Sources of Funds Uses of Funds Page 124 Total Uses of Funds Ending Fund Balance $ - Schedule K: Five-Year Plans Annual Financial Plan Actual 2014-2015 City of Flagstaff CITY OF FLAGSTAFF FLAGSTAFF URBAN TRAILS FUND FIVE YEAR PLAN 2017-2021 Budget 2015-2016 Estimate 2015-2016 Budget 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 Sources of Funds 2,540,349 2,699,200 2,958,161 3,874,881 1,030,138 113,638 114,918 136,208 Revenues Intergovernmental Investment Earnings Contributions Miscellaneous Total Revenues 92,456 24,080 5,000 53,439 174,975 183,597 6,750 190,347 81,470 24,000 105,470 392,970 10,000 402,970 10,000 10,000 1,280 1,280 1,290 1,290 1,340 1,340 Transfers In Transportation Total Transfers In 550,000 550,000 1,550,000 1,550,000 1,550,000 1,550,000 550,000 550,000 550,000 550,000 550,000 550,000 550,000 550,000 - 3,265,324 4,439,547 4,613,631 4,827,851 1,590,138 664,918 666,208 137,548 307,163 307,163 3,758,780 3,758,780 738,749 738,749 3,797,713 3,797,713 1,476,500 1,476,500 550,000 550,000 530,000 530,000 540,000 540,000 307,163 3,758,780 738,749 3,797,713 1,476,500 550,000 530,000 540,000 2,958,161 680,767 3,874,882 1,030,138 113,638 114,918 136,208 (402,452) Beginning Fund Balance $ Total Sources of Funds Uses of Funds Page 125 Expenditures Capital Total Expenditures Total Uses of Funds Ending Fund Balance $ Schedule K: Five-Year Plans Annual Financial Plan Actual 2014-2015 City of Flagstaff CITY OF FLAGSTAFF BEAUTIFICATION FUND FIVE YEAR PLAN 2017-2021 Budget 2015-2016 Estimate 2015-2016 Budget 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 Sources of Funds Beginning Fund Balance $ 3,316,271 3,381,008 3,827,827 4,254,159 657,836 787,544 767,004 548,473 1,392,624 10,000 33,572 1,385 1,437,581 1,340,000 7,800 1,347,800 1,460,000 34,000 1,494,000 1,474,600 15,000 1,489,600 1,518,838 15,000 1,533,838 1,564,403 15,000 1,579,403 1,517,471 15,000 1,532,471 1,517,471 15,000 1,532,471 4,753,852 4,728,808 5,321,827 5,743,759 2,191,674 2,366,947 2,299,475 2,080,944 Expenditures Operating Capital Contingency Total Expenditures 151,622 415,110 566,732 305,214 3,644,977 10,000 3,960,191 305,214 341,927 647,141 339,408 4,303,050 10,000 4,652,458 336,456 600,000 936,456 341,117 750,000 1,091,117 345,895 850,000 1,195,895 350,792 450,000 800,792 Transfers Out General Fund Total Transfers Out 359,293 359,293 420,527 420,527 420,527 420,527 433,465 433,465 467,675 467,675 508,825 508,825 555,107 555,107 586,662 586,662 926,025 4,380,718 1,067,668 5,085,923 1,404,130 1,599,942 1,751,002 1,387,455 3,827,827 348,090 4,254,159 657,836 787,544 767,004 548,473 693,489 Revenues BBB Tax Intergovernmental Investment Earnings Miscellaneous Total Revenues Total Sources of Funds Uses of Funds Page 126 Total Uses of Funds Ending Fund Balance $ Schedule K: Five-Year Plans Annual Financial Plan Actual 2014-2015 City of Flagstaff CITY OF FLAGSTAFF ECONOMIC DEVELOPMENT FUND FIVE YEAR PLAN 2017-2021 Budget 2015-2016 Estimate 2015-2016 Budget 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 Sources of Funds 618,767 362,857 741,101 638,807 347,267 301,561 374,385 439,815 Revenues BBB Tax Lease Proceeds Grants Investment Earnings/Miscellaneous Total Revenues 663,269 36,685 38,270 10,121 748,345 636,500 155,342 200,000 7,257 999,099 693,500 54,414 200,000 12,228 960,142 700,435 156,169 10,540 867,144 721,448 271,012 5,730 998,190 743,091 385,873 4,976 1,133,939 720,799 409,550 6,177 1,136,526 720,799 410,445 7,257 1,138,501 Transfers In General Fund Total Transfers In 251,000 251,000 251,000 251,000 251,000 251,000 251,000 251,000 251,000 251,000 251,000 251,000 251,000 251,000 251,000 251,000 1,618,111 1,612,956 1,952,243 1,756,951 1,596,458 1,686,501 1,761,912 1,829,316 Expenditures Operating Contingency Total Expenditures 625,210 1,771 626,981 1,056,636 45,000 1,101,636 1,055,992 1,055,992 963,783 45,000 1,008,783 893,996 893,996 911,215 911,215 921,197 921,197 931,449 931,449 Debt Service Debt Service Total Debt Service 250,029 250,029 257,443 257,443 257,443 257,443 257,143 257,143 257,143 257,143 257,143 257,143 257,143 257,143 257,143 257,143 143,757 143,757 143,757 143,757 143,757 143,757 143,757 143,757 143,757 143,757 Beginning Fund Balance $ Total Sources of Funds Uses of Funds Page 127 Transfers Out General Fund Total Transfers Out - Total Uses of Funds Ending Fund Balance $ - - 877,010 1,359,079 1,313,435 1,409,683 1,294,896 1,312,115 1,322,097 1,332,349 741,102 253,877 638,808 347,268 301,561 374,385 439,815 496,967 Schedule K: Five-Year Plans Annual Financial Plan Actual 2014-2015 City of Flagstaff CITY OF FLAGSTAFF TOURISM FUND FIVE YEAR PLAN 2017-2021 Budget 2015-2016 Estimate 2015-2016 Budget 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 Sources of Funds 511,028 616,155 735,136 950,946 994,659 1,377,618 1,791,823 2,097,828 2,094,532 12,707 1,224 83,054 73,134 2,264,651 2,010,000 12,652 6,563 85,000 13,261 2,127,476 2,190,000 12,652 1,300 85,000 24,683 2,313,635 2,211,900 12,779 4,755 86,700 13,394 2,329,528 2,278,257 12,907 4,973 88,434 13,528 2,398,099 2,346,605 13,036 6,888 90,203 13,663 2,470,395 2,276,207 13,166 8,959 92,007 13,800 2,404,139 2,276,207 13,298 10,489 93,847 13,938 2,407,779 2,775,679 2,743,631 3,048,771 3,280,474 3,392,758 3,848,013 4,195,962 4,505,607 Expenditures Operating Capital Contingency Total Expenditures 1,894,043 5,593 1,899,636 2,042,287 70,000 2,112,287 2,010,087 20,000 2,030,087 2,118,077 50,000 50,000 2,218,077 1,947,402 1,947,402 1,988,452 1,988,452 2,030,395 2,030,395 2,073,248 2,073,248 Transfers Out Library Recreation General Fund Total Transfers Out 36,500 104,407 140,907 36,500 25,000 6,238 67,738 36,500 25,000 6,238 67,738 36,500 25,000 6,238 67,738 36,500 25,000 6,238 67,738 36,500 25,000 6,238 67,738 36,500 25,000 6,238 67,738 36,500 25,000 6,238 67,738 2,040,543 2,180,025 2,097,825 2,285,815 2,015,140 2,056,190 2,098,133 2,140,986 735,136 563,606 950,946 994,659 1,377,618 1,791,823 2,097,828 2,364,621 Beginning Fund Balance $ Revenues BBB Tax Building Rental Investment Earnings Visitor Center Retail Sales Miscellaneous Total Revenues Total Sources of Funds Uses of Funds Page 128 Total Uses of Funds Ending Fund Balance $ Schedule K: Five-Year Plans Annual Financial Plan Actual 2014-2015 City of Flagstaff CITY OF FLAGSTAFF ARTS AND SCIENCE FUND FIVE YEAR PLAN 2017-2021 Budget 2015-2016 Estimate 2015-2016 Budget 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 Sources of Funds Beginning Fund Balance $ Revenues BBB Tax Miscellaneous Investment Earnings Total Revenues Total Sources of Funds 452,148 444,019 457,813 551,955 343,995 105,193 58,159 92,293 523,634 21 3,699 527,354 502,500 4,185 506,685 547,500 4,185 551,685 552,975 6,705 559,680 569,564 3,368 572,932 586,651 1,227 587,878 569,052 872 569,924 569,052 1,384 570,436 979,503 950,704 1,009,498 1,111,635 916,927 693,071 628,083 662,730 410,398 111,291 521,689 442,544 372,500 10,000 825,044 442,544 15,000 457,544 530,140 227,500 10,000 767,640 516,734 295,000 811,734 479,912 155,000 634,912 480,790 55,000 535,790 479,298 10,000 489,298 521,689 825,044 457,544 767,640 811,734 634,912 535,790 489,298 457,813 125,660 551,954 343,995 105,193 58,159 92,293 173,432 Uses of Funds Page 129 Expenditures Operating Capital Contingency Total Expenditures Total Uses of Funds Ending Fund Balance $ Schedule K: Five-Year Plans Annual Financial Plan Actual 2014-2015 City of Flagstaff CITY OF FLAGSTAFF RECREATION FUND - BBB FIVE YEAR PLAN 2017-2021 Budget 2015-2016 Estimate 2015-2016 Budget 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 Sources of Funds 3,286,867 3,374,807 3,596,835 1,817,442 634,971 819,906 1,035,897 1,129,174 2,297,924 28,797 2,326,721 2,211,000 16,900 2,227,900 2,409,000 35,000 2,444,000 2,433,090 13,000 2,446,090 2,506,083 5,200 2,511,283 2,581,265 6,100 2,587,365 2,503,827 7,200 2,511,027 2,503,827 7,600 2,511,427 5,613,588 5,602,707 6,040,835 4,263,532 3,146,254 3,407,271 3,546,924 3,640,601 Expenditures Operating Capital Total Expenditures 2,274 361,601 363,875 10,200 2,459,016 2,469,216 10,366 1,855,039 1,865,405 7,500 1,285,927 1,293,427 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 Transfers Out General Fund GO Bond Total Transfers Out 1,651,418 1,460 1,652,878 2,357,989 2,357,989 2,357,989 2,357,989 2,335,134 2,335,134 2,318,848 2,318,848 2,363,874 2,363,874 2,410,250 2,410,250 2,458,017 2,458,017 2,016,753 4,827,205 4,223,394 3,628,561 2,326,348 2,371,374 2,417,750 2,465,517 3,596,835 775,502 1,817,441 634,971 819,906 1,035,897 1,129,174 1,175,084 Beginning Fund Balance $ Revenues BBB Tax Investment Earnings Total Revenues Total Sources of Funds Uses of Funds Page 130 Total Uses of Funds Ending Fund Balance $ Schedule K: Five-Year Plans Annual Financial Plan Actual 2014-2015 City of Flagstaff CITY OF FLAGSTAFF HOUSING AND COMMUNITY SERVICES FUND FIVE YEAR PLAN 2017-2021 Budget 2015-2016 Estimate 2015-2016 Budget 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 Sources of Funds Beginning Fund Balance $ 1,089,283 1,077,474 1,048,912 1,127,222 238,280 238,280 238,280 238,280 Revenues Intergovernmental Revenues Interest Revenue Sale of Real Property Miscellaneous Revenues Total Revenues 634,480 8,047 172,789 815,315 2,538,468 4 2,538,472 1,086,517 7,021 424,738 1,518,276 2,088,291 2,088,291 1,345,000 1,345,000 1,345,000 1,345,000 1,345,000 1,345,000 1,345,000 1,345,000 Transfers In G.O. Bond Funded Projects Total Transfers In 102,000 102,000 Total Sources of Funds - - - - - - - 2,006,598 3,615,946 2,567,188 3,215,513 1,583,280 1,583,280 1,583,280 1,583,280 Departments Operating Expenditures Total Department Expenditures 827,686 827,686 3,422,250 3,422,250 1,439,966 1,439,966 2,927,233 2,927,233 1,345,000 1,345,000 1,345,000 1,345,000 1,345,000 1,345,000 1,345,000 1,345,000 Transfers Out General Fund Flagstaff Housing Authority Total Transfers Out 130,000 130,000 Total Uses of Funds 957,686 3,422,250 1,439,966 2,977,233 1,345,000 1,345,000 1,345,000 1,345,000 1,048,912 193,696 1,127,222 238,280 238,280 238,280 238,280 238,280 Uses of Funds Page 131 Ending Fund Balance $ - - 50,000 50,000 - - - - Schedule K: Five-Year Plans Annual Financial Plan Actual 2014-2015 City of Flagstaff CITY OF FLAGSTAFF METRO PLANNING ORGANIZATION FUND FIVE YEAR PLAN 2017-2021 Budget 2015-2016 Estimate 2015-2016 Budget 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 Sources of Funds Beginning Fund Balance $ 45,372 - 77,733 - - - - - Revenues Intergovernmental Miscellaneous Total Revenues 547,287 5,100 552,387 966,290 560,000 1,526,290 779,851 5,000 784,851 611,116 505,000 1,116,116 287,950 5,000 292,950 287,950 5,000 292,950 287,950 5,000 292,950 287,950 5,000 292,950 Transfers In Transportation Total Transfers In 22,500 22,500 22,500 22,500 22,500 22,500 22,500 22,500 22,500 22,500 22,500 22,500 22,500 22,500 22,500 22,500 620,259 1,548,790 885,084 1,138,616 315,450 315,450 315,450 315,450 508,266 34,260 542,526 995,618 53,172 500,000 1,548,790 831,912 53,172 885,084 594,918 43,698 500,000 1,138,616 271,752 43,698 315,450 271,752 43,698 315,450 271,752 43,698 315,450 271,752 43,698 315,450 542,526 1,548,790 885,084 1,138,616 315,450 315,450 315,450 315,450 77,733 - - - - - - - Total Sources of Funds Uses of Funds Page 132 Expenditures Operating Indirect Grant Cost Contingency Total Expenditures Total Uses of Funds Ending Fund Balance $ Schedule K: Five-Year Plans Annual Financial Plan Actual 2014-2015 City of Flagstaff CITY OF FLAGSTAFF EDA REVOLVING LOAN FUND FIVE YEAR PLAN 2017-2021 Budget 2015-2016 Estimate 2015-2016 Budget 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 262,806 - - - - Sources of Funds Beginning Fund Balance $ Revenues Intergovernmental Program Income Investment Earnings Total Revenues Total Sources of Funds - 220,550 - - 50,123 50,123 262,206 600 262,806 13,766 5,256 19,022 13,766 13,766 13,766 13,766 13,766 13,766 13,766 13,766 - 270,673 262,806 281,828 13,766 13,766 13,766 13,766 - 270,673 270,673 - 281,828 281,828 13,766 13,766 13,766 13,766 13,766 13,766 13,766 13,766 - 270,673 - 281,828 13,766 13,766 13,766 13,766 - - - - Uses of Funds Expenditures Operating Total Expenditures Page 133 Total Uses of Funds Ending Fund Balance $ - - 262,806 - Schedule K: Five-Year Plans Annual Financial Plan Actual 2014-2015 City of Flagstaff CITY OF FLAGSTAFF PARKING DISTRICT FUND FIVE YEAR PLAN 2017-2021 Budget 2015-2016 Estimate 2015-2016 Budget 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 Sources of Funds Beginning Fund Balance $ - - - - 320,360 199,507 117,464 111,621 Revenues Parking Other Financing Sources Total Revenues - - - 556,760 880,000 1,436,760 1,037,396 1,037,396 1,037,396 1,037,396 1,037,396 1,037,396 1,037,396 1,037,396 Transfers In General Fund Total Transfers In - - - 385,398 385,398 - - - - - - - 1,822,158 1,357,756 1,236,903 1,154,861 1,149,017 Expenditures Operating Indirect Costs Capital Contingency Total Expenditures - - - 420,776 943,914 47,108 1,411,798 436,719 85,000 318,831 5,000 845,550 506,761 85,000 207,479 7,500 806,740 485,261 85,000 345,479 7,500 923,240 522,761 85,000 295,479 7,500 910,740 Debt Service - - - 90,000 120,000 120,000 120,000 120,000 Transfers Out General Fund Total Transfers Out - - - - 192,699 192,699 192,699 192,699 - - - - - 1,501,798 1,158,249 1,119,439 1,043,240 1,030,740 - - - 320,360 199,507 117,464 111,621 118,277 Total Sources of Funds Uses of Funds Page 134 Total Uses of Funds Ending Fund Balance $ Schedule K: Five-Year Plans Annual Financial Plan Actual 2014-2015 City of Flagstaff CITY OF FLAGSTAFF GENERAL OBLIGATION BOND FUND FIVE YEAR PLAN 2017-2021 Budget 2015-2016 Estimate 2014-2015 Budget 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 Sources of Funds Beginning Fund Balance $ Transfers In Recreation - BBB Capital Projects Secondary Property Tax Total Transfers In Total Sources of Funds - - - - - - - - 1,460 7,300 5,842,916 5,851,676 7,436,600 7,436,600 7,436,600 7,436,600 8,527,911 8,527,911 8,687,439 8,687,439 8,058,103 8,058,103 8,004,214 8,004,214 7,798,854 7,798,854 5,851,676 7,436,600 7,436,600 8,527,911 8,687,439 8,058,103 8,004,214 7,798,854 5,851,676 7,436,600 7,436,600 8,527,911 8,687,439 8,058,103 8,004,214 7,798,854 5,851,676 7,436,600 7,436,600 8,527,911 8,687,439 8,058,103 8,004,214 7,798,854 - - - - - - - Uses of Funds Debt Service Total Uses of Funds Page 135 Ending Fund Balance $ - Schedule K: Five-Year Plans Annual Financial Plan Actual 2014-2015 City of Flagstaff CITY OF FLAGSTAFF SECONDARY PROPERTY TAX FUND FIVE YEAR PLAN 2017-2021 Budget 2015-2016 Estimate 2015-2016 Budget 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 Sources of Funds Beginning Fund Balance $ Revenues Secondary Property Taxes Investment Earnings Total Revenues 13,822,234 13,497,618 14,090,759 12,466,195 9,892,641 7,474,905 5,813,048 4,334,198 5,585,942 98,275 5,684,217 5,728,437 64,000 5,792,437 5,728,437 83,600 5,812,037 5,879,357 75,000 5,954,357 6,192,103 77,600 6,269,703 6,315,945 80,300 6,396,245 6,442,264 83,100 6,525,364 6,571,109 86,000 6,657,109 Transfers In GO Capital Projects Total Transfers In 427,224 427,224 Total Sources of Funds - - - - - - - 19,933,675 19,290,055 19,902,796 18,420,552 16,162,344 13,871,150 12,338,412 10,991,307 5,842,916 5,842,916 7,436,600 7,436,600 7,436,600 7,436,600 8,527,911 8,527,911 8,687,439 8,687,439 8,058,103 8,058,103 8,004,214 8,004,214 7,798,854 7,798,854 5,842,916 7,436,600 7,436,600 8,527,911 8,687,439 8,058,103 8,004,214 7,798,854 14,090,759 11,853,455 12,466,196 9,892,641 7,474,905 5,813,048 4,334,198 3,192,453 Uses of Funds Page 136 Transfers Out GO Bond Total Transfers Out Total Uses of Funds Ending Fund Balance $ Schedule K: Five-Year Plans Annual Financial Plan Actual 2014-2015 City of Flagstaff CITY OF FLAGSTAFF SPECIAL ASSESSMENT BOND FUND FIVE YEAR PLAN 2017-2021 Budget 2015-2016 Estimate 2015-2016 Budget 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 Sources of Funds Beginning Fund Balance $ Revenues Special Assessments Investment Earnings Total Revenues Total Sources of Funds 422,521 306,646 328,716 328,866 327,416 327,584 224,653 224,858 2,302,545 1,098 2,303,643 595,250 1,800 597,050 595,250 900 596,150 205,750 900 206,650 206,000 918 206,918 206,000 936 206,936 205,750 955 206,705 205,250 974 206,224 2,726,164 903,696 924,866 535,516 534,334 534,520 431,358 431,083 2,397,448 600,850 596,000 211,350 206,750 206,750 206,500 206,000 2,397,448 600,850 596,000 211,350 206,750 206,750 206,500 206,000 328,716 302,846 328,866 324,166 327,584 327,770 224,858 225,083 Uses of Funds Debt Service Total Uses of Funds Ending Fund Balance $ Schedule K: Five-Year Plans Annual Financial Plan Actual 2014-2015 Page 137 City of Flagstaff CITY OF FLAGSTAFF PERPETUAL CARE FUND FIVE YEAR PLAN 2017-2021 Budget 2015-2016 Estimate 2015-2016 Budget 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 Sources of Funds Beginning Fund Balance $ Revenues Contributions Investment Earnings Total Revenues Total Sources of Funds 239,366 256,627 258,420 276,293 296,202 316,488 337,159 358,221 16,822 2,233 19,055 23,201 2,108 25,309 15,640 2,232 17,872 17,780 2,129 19,909 18,136 2,151 20,286 18,498 2,172 20,670 18,868 2,194 21,062 19,246 2,216 21,461 258,421 281,936 276,292 296,202 316,488 337,159 358,221 379,682 Uses of Funds Expenditures Operating Total Expenditures Total Uses of Funds Page 138 Ending Fund Balance $ - - - - - - - - - - - - - - - - 258,421 281,936 276,292 296,202 316,488 337,159 358,221 379,682 Schedule K: Five-Year Plans Annual Financial Plan Actual 2014-2015 City of Flagstaff Estimate 2014-2015 Budget 2015-2016 Estimate 2015-2016 Budget 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 Sources of Funds Beginning Fund Balance $ Revenues Other Financing Sources Grants Miscellaneous Total Revenues (243,174) (1,446,387) (1,693,126) 953,784 (4,597,816) 86,418 86,418 86,418 4,035,158 4,035,158 7,442,245 454,197 7,896,442 813,342 813,342 10,000,000 10,000,000 12,000,000 4,000,000 18,000,000 10,000,000 10,000,000 - 10,000,000 10,000,000 Transfers In General Fund Total Transfers In 900,000 900,000 2,280,000 2,280,000 2,600,000 2,600,000 2,520,000 2,520,000 - - - - Total Sources of Funds 4,691,984 8,730,055 1,720,216 13,473,784 13,402,184 10,086,418 86,418 10,086,418 6,385,110 6,385,110 7,757,972 7,757,972 766,432 766,432 18,071,600 18,071,600 13,315,766 13,315,766 10,000,000 10,000,000 - 10,000,000 10,000,000 6,385,110 7,757,972 766,432 18,071,600 13,315,766 10,000,000 - 10,000,000 972,083 953,784 (4,597,816) 86,418 86,418 86,418 86,418 Uses of Funds Page 139 Expenditures Capital Total Expenditures Total Uses of Funds Ending Fund Balance $ (1,693,126) Schedule K: Five-Year Plans Annual Financial Plan CITY OF FLAGSTAFF CAPITAL PROJECTS FUND NON GO BOND FUNDED PROJECTS FIVE YEAR PLAN 2017 - 2021 City of Flagstaff Actual 2014-2015 Budget 2015-2016 Estimate 2015-2016 Budget 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 Sources of Funds Beginning Fund Balance $ Revenues Other Financing Sources Miscellaneous Investment Earnings Intergovernmental Total Revenues Transfers In Solid Waste Water Total Transfers In Total Sources of Funds Page 140 4,868,461 1,528,491 1,515,191 5,479,999 1,618,735 1,221,096 823,056 100,740 6,828 6,828 29,320,000 630 29,320,630 420 420 20,450,000 540,000 6,440 280,000 21,276,440 2,000,000 2,360 2,002,360 2,000,000 1,960 2,001,960 2,000,000 3,655 2,100 2,005,755 380 380 375,896 375,896 4,710,000 4,710,000 4,710,000 207,072 4,917,072 - - - - - 5,251,185 35,559,121 6,432,683 26,756,439 3,621,095 3,223,056 2,828,811 101,120 2,998,364 161,996 3,160,360 31,940,644 31,940,644 105,000 743,704 3,785 852,489 440,000 24,697,704 25,137,704 2,400,000 2,400,000 2,400,000 2,400,000 2,728,071 2,728,071 - 7,300 39,110 102,000 427,224 575,634 - 100,000 195 100,195 - - - - - 3,735,994 31,940,644 952,684 25,137,704 2,400,000 2,400,000 2,728,071 - 1,515,191 3,618,477 5,479,999 1,618,735 1,221,096 823,056 100,740 101,120 Uses of Funds Expenditures Operating Capital Debt Service Total Expenditures Transfers Out GO Bond General Fund Solid Waste Housing and Community Service Secondary Property Tax Total Transfers Out Total Uses of Funds City of Flagstaff Ending Fund Balance $ Schedule K: Five-Year Plans Annual Financial Plan CITY OF FLAGSTAFF CAPITAL PROJECTS FUND GO BOND FUNDED PROJECTS FIVE YEAR PLAN 2017 - 2021 CITY OF FLAGSTAFF WATER, WASTEWATER AND RECLAIMED WATER FUND FIVE YEAR PLAN 2017-2021 Budget 2015-2016 Estimate 2015-2015 Budget 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 Sources of Funds Beginning Fund Balance $ Revenues Intergovernmental Water Wastewater Reclaim Capacity Fees Investment Earnings Other Financing Sources Miscellaneous Total Revenues Page 141 Transfers In Wastewater Reclaimed Water Stormwater Transportation Total Transfers In Total Sources of Funds 20,183,415 15,382,361 21,833,943 283,587 14,132,681 8,163,826 869,615 2,400,809 196,587 357,893 26,404,998 288,394 14,910,620 8,696,328 907,005 2,853,306 151,440 559,996 200,000 28,567,089 288,394 14,910,620 8,257,419 907,005 1,500,000 151,440 559,996 200,000 26,774,874 - 1,201,476 56,062 5,441 1,262,979 1,181,786 54,234 5,441 400,000 1,641,461 46,588,413 45,212,429 11,403,828 2,068,606 6,963,834 218,352 20,654,620 21,074,736 9,663,144 9,028,639 9,275,646 9,038,792 15,941,766 9,019,913 934,418 2,004,557 154,545 200,000 28,255,199 16,101,575 9,110,098 949,369 2,024,603 156,091 200,000 28,541,736 16,262,990 9,201,185 964,559 2,044,849 157,652 200,000 28,831,235 16,426,029 9,293,184 979,992 2,065,297 159,228 200,000 29,123,730 1,177,516 55,457 5,550 1,238,523 1,134,913 97,319 5,659 1,237,891 1,157,225 78,320 5,767 1,241,312 1,130,304 73,459 5,876 1,209,639 1,136,363 55,369 5,985 1,197,717 50,250,278 50,284,854 39,156,234 38,811,687 39,316,520 39,360,239 12,507,658 2,119,644 17,307,657 1,800,000 33,734,959 12,263,250 2,119,644 9,205,922 23,588,816 13,334,682 2,465,900 9,232,000 25,032,582 13,437,925 2,527,500 8,472,000 24,437,425 13,543,447 2,590,700 9,082,000 25,216,147 13,651,418 2,655,500 8,277,000 24,583,918 3,600,157 4,083,732 4,083,733 13,334,110 2,332,543 17,806,735 1,800,000 35,273,388 35,273,388 4,115,349 3,862,781 3,863,071 3,857,818 3,857,183 123,797 375,896 499,693 1,257,538 59,900 1,317,438 1,236,020 59,900 207,072 1,502,992 1,232,973 1,232,973 1,232,232 1,232,232 1,235,545 1,235,545 1,203,763 1,203,763 1,191,732 1,191,732 24,754,470 39,136,129 29,175,541 40,621,710 30,127,595 29,536,041 30,277,728 29,632,833 21,833,943 6,076,300 21,074,737 9,663,144 9,028,639 9,275,646 9,038,792 9,727,406 15,783,546 8,930,621 919,703 1,984,710 153,015 200,000 27,971,595 27,971,595 Uses of Funds Expenditures Operating Indirect Costs Capital Contingency Total Expenditures Debt Service City of Flagstaff Transfers Out Water General Fund Capital Projects Total Transfers Out Total Uses of Funds Ending Fund Balance $ Schedule K: Five-Year Plans Annual Financial Plan Actual 2014-2015 CITY OF FLAGSTAFF AIRPORT FUND FIVE YEAR PLAN 2017-2021 Budget 2015-2016 Estimate 2015-2016 Budget 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 Sources of Funds Beginning Fund Balance $ Revenues Intergovernmental Airport Investment Earnings Recovery of Indirect Costs Miscellaneous Passenger Facility Charges Total Revenues Transfers In General Fund Total Transfers In 189,910 369,173 653,856 340,751 367,563 269,065 268,949 269,070 2,039,792 1,649,306 6,784 141,500 46,225 217,053 4,100,660 2,940,735 1,398,054 3,692 65,960 2,066 271,920 4,682,427 148,083 1,471,361 3,692 13,610 3,080 334,062 1,973,888 6,472,281 1,530,045 3,408 333,170 3,080 271,920 8,613,904 720,000 1,529,913 3,676 3,080 271,920 2,528,589 4,923,320 1,529,913 2,691 350,040 3,080 271,920 7,080,964 8,165,000 1,529,913 2,689 358,790 3,080 271,920 10,331,392 2,930,000 1,529,913 2,691 87,200 3,080 271,920 4,824,804 384,950 384,950 153,000 153,000 144,000 144,000 440,000 440,000 494,000 494,000 - 461,000 461,000 - 4,290,570 5,512,600 2,627,744 9,339,605 3,049,152 7,494,029 11,040,341 5,587,874 Expenditures Operating Indirect Costs Capital Contingency Total Expenditures 1,189,961 236,407 1,906,877 3,333,245 2,298,574 298,898 2,350,677 100,000 5,048,149 1,425,774 298,898 275,636 2,000,308 2,239,658 353,170 6,020,003 100,000 8,712,831 1,386,852 361,499 800,000 2,548,351 1,423,307 370,037 5,200,000 6,993,344 1,460,747 378,788 8,700,000 10,539,535 1,499,206 387,757 3,200,000 5,086,963 Debt Service Leases/Loans Total Debt Service 286,685 286,685 286,685 286,685 286,685 286,685 259,211 259,211 231,736 231,736 231,736 231,736 231,736 231,736 231,736 231,736 Transfers Out General Fund Total Transfers Out 16,784 16,784 Total Sources of Funds Page 142 Uses of Funds City of Flagstaff Total Uses of Funds Ending Fund Balance $ - - - - - - - 3,636,714 5,334,834 2,286,993 8,972,042 2,780,087 7,225,080 10,771,271 5,318,699 653,856 177,766 340,751 367,563 269,065 268,949 269,070 269,175 Schedule K: Five-Year Plans Annual Financial Plan Actual 2014-2015 CITY OF FLAGSTAFF SOLID WASTE FUND FIVE YEAR PLAN 2017-2021 Budget 2015-2016 Estimate 2015-2016 Budget 2016-2017 2017-2018 2018-2019 2019-2020 2019-2021 Sources of Funds Beginning Fund Balance $ Revenues Solid Waste Investment Earnings Miscellaneous Other Financing Sources Total Revenues Total Sources of Funds 7,764,636 9,026,122 8,296,781 2,780,684 3,378,900 3,303,578 2,978,150 2,646,164 11,456,414 81,785 24,506 11,562,705 11,760,588 67,830 4,950,000 16,778,418 11,297,223 87,015 1,630 11,385,868 11,581,437 69,526 5,075,000 16,725,963 11,601,548 71,264 204,000 11,876,812 11,648,318 73,046 206,040 11,927,404 11,747,395 74,872 208,100 12,030,367 11,848,453 76,744 1,960,181 13,885,378 19,327,341 25,804,540 19,682,649 19,506,647 15,255,712 15,230,982 15,008,517 16,531,542 8,356,463 1,188,046 1,209,641 10,754,150 8,518,506 1,044,993 4,209,000 612,000 14,384,499 8,518,506 1,044,993 2,219,000 11,782,499 8,896,578 1,149,492 5,314,999 500,000 15,861,069 8,700,227 1,178,229 1,865,000 11,743,456 8,912,560 1,207,685 1,921,869 12,042,114 9,130,075 1,237,877 1,781,623 12,149,575 9,352,899 1,268,824 2,789,088 13,410,811 125,000 125,000 125,000 125,000 125,000 125,000 204,000 204,000 206,040 206,040 208,100 208,100 560,181 560,181 39,410 220,000 17,000 276,410 57,678 209,788 4,710,000 17,000 4,994,466 57,678 209,788 4,710,000 17,000 4,994,466 57,678 67,000 17,000 141,678 4,678 4,678 4,678 4,678 4,678 4,678 4,678 4,678 11,030,560 19,503,965 16,901,965 16,127,747 11,952,134 12,252,832 12,362,353 13,975,670 8,296,781 6,300,575 2,780,684 3,378,900 3,303,578 2,978,150 2,646,164 2,555,872 Uses of Funds Page 143 Expenditures Operating Indirect Costs Capital Contingency Total Expenditures Debt Service Capital Lease Total Debt Service - Transfers Out General Fund Environmental Management Capital Projects HURF Total Transfers Out Total Uses of Funds Ending Fund Balance (1) City of Flagstaff (1) $ Excludes monies set aside for closure costs and capital reserve Schedule K: Five-Year Plans Annual Financial Plan Actual 2014-2015 CITY OF FLAGSTAFF SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT FUND FIVE YEAR PLAN 2017-2021 Budget 2015-2016 Actual 2015-2016 Budget 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 Sources of Funds Beginning Fund Balance $ 208,134 314,441 330,210 286,008 128,202 82,370 67,084 73,723 1,050,537 2,949 31,267 1,084,753 1,029,029 1,800 500 1,031,329 1,032,336 3,387 24,145 1,059,868 993,288 269,998 2,993 500 1,266,779 1,013,154 3,038 510 1,016,702 1,033,417 3,084 520 1,037,021 1,058,632 3,130 530 1,062,292 1,084,463 3,177 541 1,088,181 220,000 220,000 209,788 209,788 209,788 209,788 67,000 67,000 1,512,887 1,555,558 1,599,866 1,619,787 1,144,904 1,119,391 1,129,376 1,161,904 Expenditures Operating Indirect Costs Capital Contingency Total Expenditures 864,945 84,002 948,947 975,463 137,790 30,000 1,143,253 972,063 137,790 1,109,853 992,226 150,199 119,998 30,000 1,292,423 706,580 153,203 859,783 723,333 122,562 845,895 720,494 125,013 845,507 738,074 127,513 35,060 900,647 Transfers Out General Fund Total Transfers Out 233,730 233,730 229,678 229,678 204,005 204,005 199,162 199,162 202,751 202,751 206,412 206,412 210,146 210,146 213,954 213,954 1,182,677 1,372,931 1,313,858 1,491,585 1,062,534 1,052,307 1,055,653 1,114,601 330,210 182,627 286,008 128,202 82,370 67,084 73,723 47,303 Revenues Environmental Management Intergovernmental Investment Earnings Miscellaneous Total Revenues Transfers In Solid Waste Total Transfers In Total Sources of Funds - - - - Uses of Funds Page 144 Total Uses of Funds Ending Fund Balance $ Schedule K: Five-Year Plans Annual Financial Plan Actual 2014-2015 City of Flagstaff CITY OF FLAGSTAFF STORMWATER UTILITY FUND FIVE YEAR PLAN 2017-2021 Budget 2015-2016 Estimate 2015-2016 Budget 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 Sources of Funds Beginning Fund Balance $ 740,361 830,130 1,069,121 1,309,181 183,942 398,598 607,402 809,928 1,452,139 30,916 690 25,000 7,171 4,450 1,520,366 1,485,588 29,338 662 225,000 1,089 1,741,677 1,485,588 29,338 662 120,000 6,789 1,642,377 1,581,233 28,541 679 113,960 6,546 1,730,959 1,597,045 28,614 696 920 1,627,274 1,613,016 29,329 713 1,993 1,645,051 1,629,146 30,062 731 3,037 1,662,976 1,645,438 30,814 749 4,050 1,681,050 100,544 100,544 3,331,966 3,331,966 1,382,164 1,382,164 1,860,361 1,860,361 2,361,271 5,903,773 4,093,662 4,900,501 1,811,217 2,043,649 2,270,378 2,490,978 Expenditures Operating Indirect Costs Capital Contingency Total Expenditures 480,867 113,243 368,960 9,424 972,494 851,497 107,773 4,372,553 10,000 5,341,823 658,554 107,773 1,612,337 2,378,664 812,106 114,248 3,463,520 10,000 4,399,874 701,952 117,104 275,000 1,094,056 719,415 120,032 275,000 1,114,446 737,349 123,033 275,000 1,135,382 755,768 126,108 275,000 1,156,876 Transfers Out Water General Fund HURF Total Transfers Out 90,372 229,284 319,656 5,441 91,276 309,100 405,817 5,441 91,276 309,100 405,817 5,550 311,134 316,684 5,659 312,904 318,563 5,767 316,033 321,800 5,876 319,193 325,069 5,985 327,652 333,637 1,292,150 5,747,640 2,784,481 4,716,558 1,412,619 1,436,246 1,460,451 1,490,513 1,069,121 156,133 1,309,181 183,943 398,598 607,402 809,928 1,000,465 Revenues Stormwater User Fees Permits Intergovernmental Investment Earnings Miscellaneous Total Revenues Transfers In General Fund Total Transfers In Total Sources of Funds - - - - Page 145 Uses of Funds Total Uses of Funds Ending Fund Balance $ Schedule K: Five-Year Plans Annual Financial Plan Actual 2014-2015 City of Flagstaff CITY OF FLAGSTAFF FLAGSTAFF HOUSING AUTHORITY FUND FIVE YEAR PLAN 2017-2021 Budget 2015 -2016 Estimate 2015-2016 Budget 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 Sources of Funds Beginning Fund Balance $ Revenues Intergovernmental Rents and Other Tenant Income Miscellaneous Total Revenue Transfers In Housing and Community Services General Fund Total Transfers In Total Sources of Funds 696,328 761,433 863,256 771,667 562,983 464,768 404,658 400,108 4,295,599 1,027,946 501,384 5,824,929 5,636,039 996,000 436,034 7,068,073 4,634,789 996,000 436,034 6,066,823 5,881,395 1,029,000 442,595 7,352,990 4,963,601 1,039,290 447,020 6,449,911 5,045,153 1,091,255 451,490 6,587,898 5,143,572 1,145,818 456,006 6,745,396 5,228,171 1,203,109 460,564 6,891,844 33,200 33,200 58,200 58,200 52,050 52,050 50,000 88,200 138,200 8,200 8,200 8,200 8,200 8,200 8,200 8,200 8,200 6,554,457 7,887,706 6,982,129 8,262,857 7,021,094 7,060,866 7,158,254 7,300,152 1,866,081 3,434,610 42,301 312,263 5,655,255 1,831,449 3,564,250 42,541 326,034 1,001,250 6,765,524 1,831,449 3,564,250 42,541 326,034 5,764,274 1,906,053 3,722,540 39,644 328,595 1,001,250 6,998,082 1,924,691 3,793,765 40,040 331,880 6,090,376 1,943,577 3,866,382 40,440 335,199 6,185,598 1,963,014 3,940,420 40,844 338,552 6,282,830 1,982,644 4,015,905 41,252 341,936 6,381,737 35,946 446,188 446,188 639,554 465,950 470,610 475,316 480,069 5,691,201 7,211,712 6,210,462 7,637,636 6,556,326 6,656,208 6,758,146 6,861,806 863,256 675,994 771,667 625,221 464,768 404,658 400,108 438,346 Uses of Funds Page 146 Operating Expenditures Low Income Public Housing Section 8, MRO, SRO and VASH Non - HUD Program FHC Contingency Total Operating Expenditures Capital Expenditures Total Uses of Funds Ending Fund Balance $ Schedule K: Five-Year Plans Annual Financial Plan Actual 2014-2015 City of Flagstaff Schedule L: Summary of All Fiscal Activity CITY OF FLAGSTAFF SUMMARY OF ALL FISCAL ACTIVITY FISCAL YEARS 2016 AND 2017 (WITH ACTUALS FOR FISCAL YEAR 2015) Sources of Funds Beginning Fund Balance Revenues Total Funds Available Use of Funds Departments General Administration Management Services Community Development Fire Police Public Works Economic Vitality Utilities Non-Departmental Contingency Total Departments Debt Service GO Bonds Capital Leases Road Repair and Street Safety 4th Street Street and Highway Revenue Bonds Economic Development Airport Environmental Services Special Assessment Districts USGS Utilities Total Debt Service Other Activities Capital Projects Bond Funds Total Other Activities Total Appropriations Excess (Deficiency) of Revenues over Appropriations Annual Financial Plan $ Actual 2014-2015 Budget 2015-2016 Estimate 2015-2016 Budget 2016-2017 98,209,206 152,305,187 250,514,393 93,769,525 210,013,731 303,783,256 104,308,193 163,795,556 268,103,749 112,802,411 202,186,656 314,989,067 8,494,339 8,126,483 13,319,414 10,783,904 17,484,381 28,934,543 7,248,889 21,472,857 7,941,049 292,522 124,098,381 9,914,497 10,420,256 29,269,029 12,038,328 20,237,676 42,258,194 12,958,153 35,039,365 8,220,696 5,013,250 185,369,444 9,037,331 8,437,625 17,887,495 12,233,375 19,838,806 33,693,492 6,046,245 23,740,063 6,249,511 120,000 137,283,943 10,973,306 3,822,504 35,537,347 12,607,477 20,277,258 42,175,752 25,408,884 35,416,472 13,279,043 4,903,358 204,401,401 6,013,672 360,939 1,166,750 546,922 252,303 106,082 2,316,978 453,914 1,344,789 12,562,349 7,436,600 368,347 250,000 2,232,500 553,941 257,443 286,685 125,000 600,850 454,439 4,083,732 16,649,537 7,440,385 368,347 2,232,500 553,942 257,443 286,685 125,000 596,000 454,439 4,083,733 16,398,474 8,527,911 383,502 722,500 2,230,975 550,514 257,142 259,211 125,000 211,350 4,115,348 17,383,453 9,545,470 9,545,470 146,206,200 39,698,616 39,698,616 241,717,597 1,618,921 1,618,921 155,301,338 43,209,304 43,209,304 264,994,158 6,098,987 Page 147 (31,703,866) 8,494,218 (62,807,502) City of Flagstaff Schedule L: Summary of All Fiscal Activity CITY OF FLAGSTAFF SUMMARY OF ALL FISCAL ACTIVITY FISCAL YEARS 2016 AND 2017 (WITH ACTUALS FOR FISCAL YEAR 2015) Actual 2014-2015 Ending Fund Balances General Fund Special Revenue Funds: Library HURF Transportation Flagstaff Urban Trails Beautification Economic Development Tourism Arts and Science Recreation Housing and Community Services Metro Planning Organization EDA Revolving Loan Parking District Debt Service Funds: Secondary Property Tax Special Assessment Capital Projects Funds: Non GO Bond Funded Projects GO Bond Funded Projects Permanent Funds: Perpetual Care Enterprise Funds: Water/Wastewater/Reclaim Airport Solid Waste Sustainability and Environmental Mgmt Stormwater Utility Flagstaff Housing Authority Total Ending Fund Balance Annual Financial Plan $ Budget 2015-2016 Estimate 2015-2016 Budget 2016-2017 24,990,786 13,205,577 23,975,214 14,101,648 1,180,809 4,560,434 12,585,520 2,958,160 3,827,827 741,100 735,136 457,814 3,596,836 1,048,912 77,733 - 307,927 1,166,730 13,846,035 680,767 348,090 253,877 563,606 125,660 775,502 193,696 - 1,475,171 6,105,914 21,699,730 3,874,881 4,254,159 638,807 950,946 551,955 1,817,442 1,127,222 262,806 - 456,110 1,251,194 7,737,549 1,030,138 657,836 347,268 994,659 343,995 634,971 238,280 320,360 14,090,758 328,716 11,853,455 302,846 12,466,195 328,866 9,892,641 324,166 (1,693,126) 1,515,191 972,083 3,618,477 953,784 5,479,999 (4,597,816) 1,618,735 258,421 281,936 276,293 296,202 21,833,942 653,856 8,296,781 330,210 1,069,121 863,256 6,076,300 177,766 6,300,575 182,627 156,133 675,994 21,074,736 340,751 2,780,684 286,008 1,309,181 771,667 9,663,144 367,563 3,378,900 128,202 183,943 625,221 $ 104,308,193 62,065,659 112,802,411 49,994,909 Page 148 City of Flagstaff CITY MANAGER DIVISION 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 the organization through the delivery of quality customer service; conducting fair and open municipal elections; providing broad organizational support; managing the City’s records management program and accessibility to public records; overseeing boards and commissions; and ensuring that official postings, notices, and related publishing’s meet legal compliance. The mission of the Real Estate Program is to provide assistance and support services to other departments in the acquisition, sale, leasing and management of real property necessary for effective accomplishment of the City’s goals and objectives. The program provides guidance in planning of projects affecting property and facilities and ensures the transfer of property rights are accomplished in ways that are beneficial, effective, and compliant. Volunteering at the Flagstaff Family Food Center Annual Financial Plan Page 149 City of Flagstaff CITY ADMINISTRATION Citizens of Flagstaff City Attorney City Council Judges Citizens of Flagstaff City Administration 001-01 1 City Manager 1 Communications Manager 1 Asst to City Manager 1 Admin Specialist 1 Deputy City Manager Council 1 Executive Assistant to Mayor and Council .25 Intern 1 Deputy City Manager Real Estate 1 Real Estate Manager City Clerk 1 City Clerk IT Utilities Mgt Services Community Development 1 Deputy City Clerk 1 City Records Coord Economic Vitality Public Works HR Risk Management Police Fire Annual Financial Plan Page 150 City of Flagstaff GENERAL ADMINISTRATION DIVISION 011 CITY MANAGER MISSION The mission of the City Manager 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. The mission of the Real Estate Program is to provide assistance and support services to other departments in the acquisition, sale, leasing and management of real property necessary for effective accomplishment of the City’s goals and objectives. The program provides guidance in planning of projects affecting property and facilities and ensures the transfer of property rights are accomplished in ways that are beneficial, effective and compliant. The mission of the City Clerk’s Office is to support the values of the community and the organization through the delivery of quality customer service; conducting fair and open municipal elections; providing broad organizational support; managing the City’s records management program and accessibility to public records; overseeing boards and commissions; and ensuring that official postings, notices and related publishing’s meet legal compliance. PROGRAM DESCRIPTION The City Manager is responsible for providing professional leadership in administering the programs and policies established by the Mayor and Council. The City Manager informs and advises the Council on the affairs of the City, studies and proposes alternatives and solutions to community needs for Mayor and Council consideration, prepares and implements the annual financial plan and coordinates the activities of all Divisions/Sections under his authority to provide effective services at the lowest possible costs. The Real Estate Program provides oversight and direct assistance for the acquisition and conveyance of property and property rights and in the leasing of City-owned property and facilities. The program provides advice on project schedules requiring acquisition and use of property rights, along with providing property, title and valuation information to departments. This program performs negotiation and acquisition for properties identified for various projects and works with internal staff to assist them. The sale, leasing, or exchange of excess properties is coordinated with legal review and procurement standards along with a City-wide overview. The City Clerk’s Office provides broad organizational support to the City of Flagstaff and ensures open and accessible government to the citizens of the City through the administration of the records management program, council meeting support, elections, codification, posting of notices, agenda preparation, policies and procedures, board/commission member training and ensuring that all official notices and advertising are legally compliant. FY 16 ACCOMPLISHMENTS City Manager – City Accomplishments and Council Goals Invest in our employees and implement retention and attraction strategies  2% market increase for employees and market-based pay for sworn police officers  Dispatcher retention and attraction pay strategies  Employer Assisted Housing program for officers and dispatch employees  Additional $146,000 for employee training and education  City participation on statewide PSPRS Task Force Ensure Flagstaff has a long-term water supply for current and future needs  Water rate study Annual Financial Plan Page 151 City of Flagstaff GENERAL ADMINISTRATION    DIVISION 011 CITY MANAGER Groundwater level monitoring study for all City-owned water supply wells Grant received for study of the Red Gap Ranch area Negotiated Red Gap Ranch pipeline ROW agreement with ADOT Provide sustainable and equitable public facilities, services, and infrastructure systems in an efficient and effective manner to serve all population areas and demographics  $120,000 in grant funding to improve open space public facilities  GPS routing software program for trash/recycle collections programs  Airport Sustainability Master Plan  Eastside warehouse for evidence storage  Stormwater improvement project at 5-Points  Increased Library’s internet speed to 70Mbps and upgraded Wi-Fi access  Clay Avenue Wash Detention Basin  Completed annexation, Regional Plan amendment and rezone for Core Services Maintenance Facility  Bushmaster Park improvements  Research and development of street lighting for dark skies communities  Road Repair and Street Safety improvements Explore and adopt policies to lower the costs associated with housing to the end user  Merger of the City’s housing related functions to improve services  Do It Yourself home energy efficiency kits and training  High efficiency appliance incentives  Partnerships to create additional affordable housing units  Employer Assisted Housing program for officers and dispatch employees Develop and implement guiding principles that address public safety service levels through appropriate staffing levels  Reduced crime in Flagstaff by 11% year to date  Continued three (3) federally-funded officers on the Southside  Employee retention in dispatch has increased by 7% and 13% in patrol  Addition of legal advisor for the Police Department  Strengthened Crime Free Multi-Housing partnerships Relieve traffic congestion throughout Flagstaff  Milton Road study  Bicycle system modeling  Review of City’s Transportation Impact Analysis procedures and FMPO regional travel model  I-40W, I-40E and I-17 Corridor Profiles  Regional Transportation Plan Steering Committee Address key issues and processes related to the implementation of the Regional Plan  Regional Plan 2030 Annual Report  Student Housing Action Plan external working group  Parking study and extensive public outreach on parking solutions  Citizens committee on Dark Skies Improve effectiveness of notification, communication and engagement with residents, neighborhoods and businesses and about City services, programs, policies, projects and developments  Launched Flagstaff Forum, an online civic engagement forum  Zoning code amendments to public notifications and neighborhood meeting requirements  Outreach on the proposed charter amendment elections  Upgraded the City’s equipment to provide hi-definition streaming of Council meetings  Body camera program completed for all uniformed officers and supervisors Annual Financial Plan Page 152 City of Flagstaff GENERAL ADMINISTRATION      DIVISION 011 CITY MANAGER Online access to City utility bills Online display of grants awarded to the City Hosted Earth Day celebration, Lights Out Flagstaff, Fix It Clinic, Sustainable Building Tour, National Trails Day project at Picture Canyon and Make a Difference Day project at Frances Short Pond Increases in outreach and engagement via Social Media tools Successfully awarded new Cityscape design and distribution contract Foster relationships and maintain economic development commitment to partners  Revisions to animal keeping chapter of the City Code  Skilled nursing facility for veterans  Marketing Flagstaff as a premier travel destination  Partnered with Nestle Purina to extend the Government Property Lease Excise Tax (GPLET)  Opened the Business Accelerator Decrease the number of working poor  Conducted legal research on the City’s authority to legislate a local livable wage and determined that the City is able to set a city-wide minimum wage  Managed the sale of auto park Lot 11 which will create numerous indirect construction jobs  Offered free computer training to the unemployed and under-employed to improve skill and job opportunities  Provided incentives to home owners and renters for high efficiency appliances, attic insulation and sealing air leaks in structures and ducts.  Provided job training, one-on-one tutoring and training by Library staff and volunteers (resume building, application process, computer skills, e-mail set up and social networking)  Connected with ten new businesses that have opened in the past twelve months Ensure that we are as prepared as possible for extreme weather events  Emergency backup generator at the landfill  Alternate Emergency Operations Center  Upper Lake Mary watershed monitoring  Monsoon Awareness Program  Flagstaff Watershed Protection Project  Continuity of Operations Planning Real Estate              Sold Lot 12 at Auto Park Purchase of 4 Terrace Avenue for FUTS trails completion Processed abandonments on several unused public utility easements Developed a request for proposal for the lease of 32 acres at the Airpark Developed a request for proposal for the lease of the “Through the Fence” parcel at the Airpark Negotiations with the Forest Service for the acquisition of land for the Wastewater Treatment plant and Airpark development Property management of City owned real estate; including, but not limited to Observatory Mesa, Picture Canyon and City owned leased properties Provided licenses to the public for use of City owned property Renewed and renegotiated leases of City owned property Acquired right-of-ways and easements for capital projects Received Council approval for the donation of eight acres of land for a potential Veterans Home Acquired and brought forward for Council approval rights-of-way and easements for private development projects Purchased two large parcels for FUTS and open space for roughly $1,000,000 Annual Financial Plan Page 153 City of Flagstaff GENERAL ADMINISTRATION DIVISION 011 CITY MANAGER City Clerk         City Clerk recertified as State Elections Officer and attending Flagstaff Leadership Program Deputy City Clerk recertified as State Elections Officer and received Certified Municipal Clerk and AMCA Certified Municipal Elections Official designations Implemented use of the minutes module of AgendaQuick and collaborated with AgendaQuick to provide for voting records of Councilmembers to be available to the public on the web Deputy City Clerk becoming Laserfiche “expert” to facilitate expanded use of Laserfiche for the public and assistance to other departments on its use Facilitated the coordination of all board/commission meetings of the City held in Council Chambers to provide for streaming access to the public During the past twelve months, the records management program has received, analyzed and compiled responses to 194 public records requests, the review and continued improvement of the citywide Records Management Program assists with the ability to provide timely responses and efficient use of City resources Outreach efforts for two Charter amendment elections (held in May and November of 2015) included public presentations to over two dozen organizations and two open houses, as well as many press releases, publications and web page information Continued to work on the citywide Essential Records Program to ensure that measures are taken to have such records available in the case of extreme weather events FY 17 NEW INITIATIVES AND GOALS City Manager – City Council Goals Invest in our employees and implement retention and attraction strategies  Bring all City employees up to market pay  Invest in training and development in our staff  Fund pensions at the minimum recommended contribution levels to assure ongoing plan viability  Participate in the evaluation and implementation of a pension plan structure that will provide a secure and sufficient benefit to retirees within a sustainable cost structure for the employer and the employee Ensure Flagstaff has a long-term water supply for current and future needs  Identify financing, plan for and construct red gap waterline  Secure ROW  Review current water rates structure  Integrate conservation strategies into all water resource management  Expand the use of reclaimed water Provide sustainable and equitable public facilities, services and infrastructure systems in an efficient and effective manner to serve all population areas and demographics  Rio de Flag - Complete 100% plans, LRR and identify financing strategy  Construct Core Services Maintenance Facility at McAllister Ranch  Explore stadium and arts district  Maintain existing infrastructure by investing in ongoing maintenance and operations to get closer to target condition  Design, finance and construct Courthouse  Enhance library hours Develop and implement guiding principles that address public safety service levels through appropriate staffing levels Annual Financial Plan Page 154 City of Flagstaff GENERAL ADMINISTRATION DIVISION 011 CITY MANAGER Explore and adopt policies to lower the costs associated with housing to the end user  Understand and support increasing housing availability in conjunction with FHA  Facilitate exploration of financing tools and models that meet the needs of affordable rental community  Review regulatory documents in regard to the complexity of housing affordability  Support creative partnerships around workforce housing Provide a well-managed transportation system  Identify financing strategies to support the transportation system  Identify specific projects that will help relieve traffic congestion  Consider geographic/behavioral/social solutions that will help relieve traffic congestion  Support partnerships and explore solutions that will help relieve traffic congestion Continue to implement the Flagstaff Regional Plan and focus efforts on specific plans  Identify and address gaps in Regional Plan  Identify priorities for specific plans Improve effectiveness of notification, communication, and engagement with residents, neighborhoods and businesses and about City services, programs, policies, projects and developments  Review what, when and how Council and public are notified about development projects  Identify opportunities for collaborative outreach among Council members and key community stakeholders Improve the economic quality of life for Flagstaff through economic diversification, and by fostering jobs and programs that grow wages and revenues. Support and assist the most vulnerable  Focus on comprehensive economic and social support systems  Provide direct assistance through service contracts for social services  Assist and decrease the number of and assist the working poor Ensure that we are as prepared as possible for extreme weather events  Present resiliency and preparedness goals to Council Real Estate FY 2017 Initiatives:              Acquire right-of-ways and easements necessary for all capital projects requesting them Develop and implement policies and procedures for the Real Estate Program Amend the City Charter to clarify Real Estate procedures Develop and maintain an electronic filing system of historic and current real estate files Provide high quality internal support that is reflected on a customer service survey Acquire real estate based on requests from internal divisions, including but not limited to Open Space, FUTS Trails, Housing Identify City owned property to sell to increase revenue for the City of Flagstaff Abandon unused public utility easements to unencumber private property Vacate unused right-of-ways, alley ways Hire Administrative Specialist to provide assistance to the Real Estate Manager Lease City owned property to increase revenue for the City of Flagstaff Manage and/or renew current leases of City owned property Progress on the Rio De Flag project Annual Financial Plan Page 155 City of Flagstaff GENERAL ADMINISTRATION    DIVISION 011 CITY MANAGER Negotiations with the Forest Service for the acquisition of land for the Wastewater Treatment plant, and Airpark development Enter into lease agreement for the 32 acre parcel of land at the Airport Enter into an agreement for the “Through the Fence” property at the Airport City Clerk FY2017 Initiatives:        Provide for optimal use of voting record software to provide clear information to the public Expand performance measurements to improve overall services within the program Implement use of Public Record Request (PRR) software to improve on efficiency of responding to PRR Implement AQ Board/Commission module to improve maintenance of Board/Commission records Hold a successful 2016 primary and general election, and possible special election Complete Essential Records Inventory Complete review/update of Administrative Policies PERFORMANCE MEASURES – CITY MANAGER Priority: Management - Effective Governance and City Council Adopted Goals Goal: Meet Council and Administration goals established in this fiscal year Objective: City Council will see results/progress in Council project priorities through divisions and other workgroups established and facilitated by the City Manager Type of Measure: Policy outcome and completion of City Council goals Tool: Completion of City Council goals measured by annual evaluation of City Manager Frequency: Annually Scoring: Below expectation, partial accomplishment, substantial accomplishment, complete Trend:  FY 14 FY 15 FY 16 FY 17 Measures: Actual Actual Estimated Proposed Annual Evaluation of City Manager by City Substantial Substantial Substantial Substantial Council AccompAccompAccompAccomplishment lishment lishment listment Priority: Council - Improve effectiveness of notification, communication, and engagement with residents, neighborhoods and businesses and about City services, programs, policies, projects and developments Goal: Increase the use and awareness of Flagstaff Community Forum (FCF) Objective: Increase community engagement and improve responsiveness Type of Measure: Staff use and community participation Tool: Flagstaff Community Forum Frequency: Annual Scoring: Actual participation numbers Trend:  FY 14 FY 15 FY 16 FY 17 Measures: Actual Actual Estimated Proposed Number of people signed up for notification of new surveys on FCF N/A N/A 800 2,000 Number of times FCF tools are used by staff Total number of responses Annual Financial Plan N/A N/A 10 25 N/A N/A 600 1,200 Page 156 City of Flagstaff GENERAL ADMINISTRATION DIVISION 011 CITY MANAGER Priority: Council - Improve effectiveness of notification, communication, and engagement with residents, neighborhoods and businesses and about City services, programs, policies, projects and developments Goal: Improve community engagement Objective: Increase accessibility and effectiveness of community engagement tools Type of Measure: Community response Tool: Website, social media, and Report a Concern Frequency: Annually, Flagstaff Community Forum Scoring: Percentage or increase, decrease, no change Trend:  FY 14 FY 15 FY 16 FY 17 Measures: Actual Actual Estimated Proposed Number of Facebook “likes” 429 800 1,540 3,000 Number of Twitter followers 427 767 1,000 3,000 Report a Concern online – concerns “closed” 85% 95% 95% 98% FY 16 Estimated 49% FY 17 Proposed 50% 100% 90% Priority: Management - Effective Governance Goal: Provide excellent internal customer service Objective: To provide internal satisfaction to City of Flagstaff employees Type of Measure: Effectiveness Tool: Internal survey of your frequent customers Frequency: Annually Scoring: Percentage or increase, decrease, no change Trend:  FY 14 FY 15 Measures: Actual Actual Survey Response Rate N/A N/A Survey Results – City employees rating overall City switchboard as “good” or “better” N/A N/A Priority: Council - Ensure that we are as prepared as possible for extreme weather events Goal: Enhance City resiliency and preparedness to weather-related impacts and emergencies Objective: Ensure all divisions have updated continuity of operations and/or emergency response plans Type of Measure: Number of completed plan updates Tool: Coordination with Leadership, Fire Department, and County Office of Emergency Management Frequency: Annually Scoring: Percentage completed Trend:  FY 14 FY 15 FY 16 FY 17 Measures: Actual Actual Estimated Proposed Completed division-level continuity of 75% 0% 100% 100% operations plan and/or emergency response plan updates Annual Financial Plan Page 157 City of Flagstaff GENERAL ADMINISTRATION DIVISION 011 CITY MANAGER PERFORMANCE MEASURES – REAL ESTATE Priority: Management - Effective Governance Goal: Most beneficial use of land Objective: Enact Council guidance on use of land from the property inventory Type of Measure: Output Tool: Process Frequency: Four times per year Scoring: 100% Trend:  CY 14 CY 15 Measures: Actual Actual Parcel implementation based on Council 4 parcels 4 parcels guidance (100%) (100%) CY 16 Estimated 1 parcels (100%) CY 17 Proposed 4 parcels (100%) Priority: Regional Plan (2030) – Open Space (Goal OS.1); Council Goal - Provide sustainable and equitable public facilities, services, and infrastructure systems in an efficient and effective manner to serve all population areas and demographics Goal: Open Space and FUTS Objective: Acquire Open Space and FUTS easements Type of Measure: Output Tool: Process Frequency: Per project term Scoring: 95% Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Complete acquisitions and easements 95% 95% 100% 95% Priority: Council - Provide sustainable and equitable public facilities, services, and infrastructure systems in an efficient and effective manner to serve all population areas and demographics Goal: Right of way acquisitions Objective: Acquire rights of way and easements as necessary Type of Measure: Output Tool: Process Frequency: Per project term Scoring: 95% Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Complete acquisitions and easements 95% 95% 95% 95% Annual Financial Plan Page 158 City of Flagstaff GENERAL ADMINISTRATION DIVISION 011 CITY MANAGER Priority: Council Goal - Improve effectiveness of notification, communication and engagement with residents, neighborhoods and businesses, and about City services, programs, policies, projects and developments; Management Goal: Organizational Development, Customer Service, Effective Governance Goal: Provide excellent customer service to internal and external customers Objective: To provide excellent customer service to internal and external customers Type of Measure: Effectiveness Tool: Survey to customers Frequency: Quarterly Scoring: Percentage, increase, decrease, no change Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Overall customer satisfaction rating N/A N/A N/A 90% Priority: Regional Plan (2030) – Economic Development, Responsive Government (Goal ED.1) Goal: Establish and implement written policies and procedures for acquisition and disposition of; city owned fee simple real estate, easements and right-of-ways; modify the charter to address ambiguous real estate processes, to provide a clear directive of real estate procedures Objective: To establish clear policies and procedures for the Real Estate Program Type of Measure: Effectiveness Tool: Policy or procedure Frequency: As needed Scoring: Number adopted Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Number of real estate form, policies and/or N/A N/A N/A 5 procedures updated or created PERFORMANCE MEASURES – CITY CLERK Priority: Management - Effective Governance Goal: Effective document management Objective: Increase efficiency of City Clerk document processing Type of Measure: Number of documents processed Tool: Clerk Office document management database Frequency: Annually Scoring: Average number/percentage Trend:  CY 14 CY 15 Measures: Actual Actual Sets of Council meeting minutes ready within 85% 100% one month Document management – number of days for 9.5 day 5 day annual Administration/Council routed documents average annual average Scanning of contracts into imaging system 32.7 day 10 day annual annual average average Annual Financial Plan Page 159 CY 16 Estimated 50% CY 17 Proposed 75% 6 day annual average 5 day annual average 40 day annual average 10 working day annual average City of Flagstaff GENERAL ADMINISTRATION DIVISION 011 CITY MANAGER Priority: Management - Effective Governance Goal: Increase community involvement Objective: Increase community involvement on City Boards and Commissions Type of Measure: Vacancy rates Tool: Training, outreach and advertising Frequency: Quarterly Scoring: Percentage or number increase, decrease, no change Trend:  CY 14 CY 15 Measures: Actual Actual Boards and Commissions vacancy rate* 10% 5% CY 16 Estimated 1% CY 17 Proposed 3% Boards and Commissions at full membership 83% 90% 45% 85% Applications received electronically 83% 85% 96% 95% * For purposes of this report vacancy is defined as a position that is vacant for more than 30 days City Council Meeting Annual Financial Plan Page 160 City of Flagstaff GENERAL ADMINISTRATION DIVISION: DIVISION 011 CITY MANAGER 011 - CITY MANAGER EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2014-2015 $ 1,213,659 431,637 19,302 $ 1,664,598 Adopted Budget 2015-2016 $ 1,282,220 297,622 (1,954) $ 1,577,888 Estimated Expenditures 2015-2016 $ 1,282,220 281,358 (1,954) $ 1,561,624 Proposed Budget 2016-2017 $ 1,387,311 392,657 6,546 $ 1,786,514 Budget-Budget Variance $ 105,091 95,035 8,500 $ 208,626 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Disability Awareness Public Information Customer Service Property Management City Clerk Elections TOTAL $ 990,811 1,605 54,047 10,510 87,072 520,552 1,664,598 $ 993,089 55,700 25,300 89,621 414,178 1,577,888 $ 988,089 55,700 19,300 84,357 414,178 1,561,624 $ 1,148,309 55,700 39,690 91,140 301,675 150,000 1,786,514 $ 155,220 14,390 1,519 (112,503) 150,000 208,626 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND SOLID WASTE FUND SEMS FUND $ $ 1,357,276 80,005 59,129 1,036 135,894 9,407 21,346 106,322 16,099 1,786,514 COMMENTARY: The City Manager's operating budget has increased by 13% and there are no capital expenditures. The Personnel Services increase of 8% is due to a market pay increase, as well as an increase in medical and dental insurance and the City Manager's planned retirement. Contractuals increases of 32% are due to one-time costs for elections, bond program outreach, and recruitment and relocation of a new City Manager. Commodities increases of 435% are due to increases in computer software. There is no major capital (>$10,000) for this section. City Manager's Office Team Annual Financial Plan Page 161 City of Flagstaff Little America Holiday Lights Display (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 162 City of Flagstaff HUMAN RESOURCES DIVISION MISSION The mission of the Human Resources Division is to be committed to creating a culture of inclusion and excellence by establishing fair and quality services. Arizona Snowbowl (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 163 City of Flagstaff HUMAN RESOURCES Human Resources 001-04 1 Division Director (HR Director) 1 Administrative Specialist Administration 1 Human Resources Analyst Benefits 1 Human Resources Analyst Classification and Compensation 1 Human Resources Analyst Administration 1 Human Resources Manager Administration 1 Human Resources Supervisor Administration 1 HR Generalist Annual Financial Plan Page 164 Recruitment 1 HR Recruiter City of Flagstaff GENERAL ADMINISTRATION DIVISION 012 HUMAN RESOURCES MISSION The Human Resources team is committed to creating a culture of inclusion and excellence by establishing fair and quality services. PROGRAM DESCRIPTION Human Resources is responsible for all areas impacting employees and potential employees. These functions include Human Resources administration (HRIS, records, policies, compliance, employee relations, training and development, workforce planning, employee appreciation, engagement and recognition), recruitment, classification and compensation, benefits and wellness. FY 16 ACCOMPLISHMENTS                       Developed a Human Resources strategic plan in order to become a strategic business partner Implemented the Citywide training including a supervisory and leadership track Streamlined and improved the supervisor orientation for City of Flagstaff employees Applied and was selected for the Barry Wehmiller Our Community Listens Communication Skills Training program Piloted the Five Languages of Appreciation at Work within different employee groups Continued employee engagement efforts through Days to Celebrate each month, Citywide Employee Appreciation Day and On the Spot recognition program Participated in the Employee Opinion Survey with data sharing, revising questions, sharing information with employee groups and identifying actions for the Champions of Team Flagstaff Lead the Champions of Team Flagstaff efforts for the all employee event and received the City Manager’s Freemont Award Continued to make improvements in the online evaluation system process and conducted onsite training for City of Flagstaff employees Conducted several executive level recruitment efforts including two Deputy City Manager’s, Management Services Director, Public Works Director, CVB Director, Finance Director and City Manager Conducted multiple recruitments for hard to fill positions such as Procurement Specialist, Stormwater Manager and Wastewater Treatment Manager Assisted the Police and Fire Department to implement an online application process through National Testing Network Initiated the development of the Police Department Housing Assistance Program and assisted in the selection of program vendor to attract and retain police personnel Created a more inclusive approval process for classification and reorganization personnel change requests by including the budget team Created and implemented a process for evaluating personnel change requests primarily based on market data and secondarily on decision band method Participated in the implementation of the NAPEBT near site health and wellness clinic with the grand opening in November Assisted NAPEBT in the request for proposal process and selection of medical and prescription drug providers Participated in the NAPEBT near site health and wellness clinic operations sub-committee Lead the NAPEBT benefit consultant RFP process and annual evaluation of performance Lead the NAPEBT Wellness Manager annual evaluation process and design of total compensation package Participated in the NAPEBT subcommittee to evaluate and redefine the trust document and bylaws Participated in the NAPEBT subcommittee to update the Administrative Manual specifically creating sections on Affordable Care Act, dual spouse coverage and return to work for retirees Annual Financial Plan Page 165 City of Flagstaff GENERAL ADMINISTRATION        DIVISION 012 HUMAN RESOURCES Lead the NAPEBT subcommittee to research and select a legal service provider Coordinated NAPEBT trust member training Finalized the HIPAA manual update to meet Federal regulation changes and retrained HR and IT staff as required Developed and rolled out presentations on health care and how to maintain or lower costs (i.e. tiered insurance and benefits 101) Updated the Section 125 plan document to meet changes in the Federal regulations Developed a wellness liaison program as part of TEAMWELL Successfully engaged an HR Intern to provide assistance to the entire team and learn about the Human Resources profession FY 17 NEW INITIATIVES AND GOALS              Develop strategic plan for employee appreciation, engagement and recognition Work with Barry Wehmiller to roll out the Our Community Listens Communication Skills Training Program Citywide Continue to develop new Citywide training courses while maintaining established course curriculum Continue initiatives to become a strategic business partner through various outreach efforts Implement the wellness liaison program including benefit and wellness training Develop a procedure for nominating wellness warriors and engaging them in ongoing wellness related activities Continue redesign and revisions of Employee Handbook Implement employee outreach efforts surrounding the NAPEBT near site health and wellness clinic to increase utilization Survey City employees on health and wellness services and initiatives Increase community outreach to improve recruitment efforts Build a more inclusive personnel change request process to include the Leadership Team Conversion of Payroll/HR information system Implementation of a timekeeping system and electronic document center Human Resources Team Annual Financial Plan Page 166 City of Flagstaff GENERAL ADMINISTRATION DIVISION 012 HUMAN RESOURCES PERFORMANCE MEASURES Priority: Employee Investment Goal: Maintaining a work environment that is free of discrimination, harassment, intimidation and retaliation Objective: Preventing and correcting unlawful discrimination and harassment in employment policies, procedures, practices and operations in order to retain employees Type of Measure: Policy outcome Tool: Human Resources data Frequency: Quarterly Scoring: 0-1 complaints with 100% resolution is Progressing at or above expectations, 2-3 complaints with 95% resolution is Caution, and 4+ complaints with 90% resolution is Need to Review Trend:  Caution CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Number of employee grievances 1 2 1 1 Number of grievances resolved 1 2 1 1 Percent of grievances resolved within defined 100% 100% 100% 100% timeframe Number of complaints * 3 3 8 4 Complaints with substantiated findings 2 2 4 2 Corrections implemented 3 2 6 2 * One investigation may contain multiple complaints within the one investigation. This does not include employee relations solely dealing with progressive discipline. Priority: Employee Investment Goal: Provide a comprehensive and competitive compensation package that will attract, retain and motivate City employees Objective: Provide equitable salary structures, market competitiveness and increase retention Type of Measure: Output Tool: Human Resources data Frequency: Quarterly Scoring: 20 or less class requests, 1-2 inequities, and 5% below market are Progressing at or above; 21-30 class requests, 3-4 inequities, and 6-10% below market are Caution; and 31 or more class requests, 5 or more inequities, and 11% or more below market are Need to Review Trend:  Caution CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Number of classification requests 75 45 23 30 Percent of classification requests approved 100% 100% 91% 90% Classification evaluations completed within six 100% 100% 100% 100% months Number of job descriptions reviewed (1/5 132 100 134 120 goal=42) Number of pay inequities 1 1 2 1 Percent of pay inequities substantiated 0 0 0 0 Salaries compared to market 9.05% 10.85% 8.32% 8.00% below below below below Percent of salary adjustment 0.5% 1.0% 2.0% 2.0% Turnover 12.17% 13.00% 10.09% 12.00% Above/below government turnover rate* Below 3.63 Below 2.0 Below 8.31 Below 6 * Comparison based on Bureau of Labor Statistics: Job Openings and Labor Turnover Survey government Annual Financial Plan Page 167 City of Flagstaff GENERAL ADMINISTRATION DIVISION 012 HUMAN RESOURCES Priority: Employee Investment Goal: Recruitment of qualified applicants Objective: Provide recruitment services to City staff so they can recruit qualified applicants Type of Measure: Program outcome Tool: Human Resources data Frequency: Quarterly Scoring: 40 days or less to recruit and less than 5% declinations is Progressing at or above, 41 to 65 days to recruit and 5-10% declinations is Caution, and 66 or more days to recruit and more than 10% declinations is Need to Review Trend:  Progressing at or above CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Number of vacancies * 259 275 374 300 Average time to complete the recruitment 31 days 34 days 32 days 33 days process Number of positions advertised multiple times 22 19 16 18 Number of positions advertised as open until 37 30 18 20 filled Number of declinations 6 8 10 8 Percent of declinations compared to 2.32% 3.00% 2.67% 2.67% vacancies Percent of internal promotions 23.17% 20.00% 28.04% 25.00% * Vacancies include miscellaneous recruitment efforts Horseback Riding (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 168 City of Flagstaff GENERAL ADMINISTRATION DIVISION: DIVISION 012 HUMAN RESOURCES 012 - HUMAN RESOURCES EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2014-2015 $ 553,030 19,986 53,590 $ 626,606 Adopted Budget 2015-2016 $ 689,108 76,062 16,341 $ 781,511 Estimated Expenditures 2015-2016 $ 689,108 57,162 14,427 $ 760,697 Proposed Budget 2016-2017 $ 692,638 143,230 63,375 $ 899,243 Budget-Budget Variance $ 3,530 67,168 47,034 $ 117,732 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Recruitment and Selection Benefits Compensation and Classification Employee Training and Counseling Diversity Awareness Disability Awareness TOTAL $ 428,388 52,804 69,954 67,603 7,857 626,606 $ 492,232 51,723 82,822 89,011 61,527 908 3,288 781,511 $ 492,232 51,723 82,822 89,011 42,232 908 1,769 760,697 $ 550,547 130,582 86,410 90,979 31,715 908 8,102 899,243 $ 58,315 78,859 3,588 1,968 (29,812) 4,814 117,732 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND SOLID WASTE FUND SEMS FUND $ $ 692,803 45,721 32,905 61,677 4,337 9,155 44,935 7,710 899,243 COMMENTARY: The Human Resources operating budget has increased by 15% and there are no capital expenditures. The Personnel Services increase of 1% is due to a market pay increase as well as an increase in medical and dental insurance. Contractuals increases of 88% are due to increased employee training costs. Commodities increases of 288% are due to increased costs for copying and printing and computer software. There is no major capital (>$10,000) for this section. Downtown Flagstaff (Flagstaff Convention an Visitors Bureau) Annual Financial Plan Page 169 City of Flagstaff Buffalo Park (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 170 City of Flagstaff RISK MANAGEMENT DIVISION 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. Community Event (Flagstaff Recreation Services) Annual Financial Plan Page 171 City of Flagstaff RISK MANAGEMENT Risk Managment 013 1 Risk Management Director 1 Risk Management Specialist Annual Financial Plan Page 172 City of Flagstaff GENERAL ADMINISTRATION DIVISION 013 RISK MANAGEMENT MISSION The mission of Risk Management 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. PROGRAM DESCRIPTION Risk Management is responsible for identification, control, and finance of risk in order to safeguard the City’s human, financial, and physical assets, to ensure continuity and efficiency of City services. Risks are assessed for probability cost and impact, and matched with loss control techniques to reduce the likelihood of loss and mitigate the potential costs in the event of an accidental occurrence. Identified risks are either self-retained or transferred through contract language or the purchase of insurance. Claims against the City are investigated and managed within the self-insured retention level and referred to insurers as outlined in purchased insurance policies. Losses are carefully tracked to identify trends and areas where loss control measures can be improved to positively impact future operations and the purchase of future insurance. The protection and well-being of employees and the public is of utmost priority. A variety of services are provided to City staff including risk assessments, loss control site reviews, safety training, and contract and policy review. Human, financial, and physical assets provide us with the tools to accomplish the City’s mission of service to the public. FY 16 ACCOMPLISHMENTS           Renewed Workers’ Compensation program at a reduction of $100,000 in premium, making the two year total savings in premium $620,000 Renewed General Liability program for a reduction of $35,000 in premium, making the two year total savings in premium $740,000 Designed, built and rolled out new training program “Saving our Assets 2.0” to all employees Designed built and rolled out new training program “Leadership and Motivation” to all employees Increased OSHA compliance to a 95% average compliance rating Maintained leadership role in Risk Management as I was installed as President of the Public Risk Management Association for the United States Maintained leadership role in Risk Management in the State by speaking at State public risk manager conference and speaking on building an effective Risk Management program to Sedona, Cottonwood, Camp Verde, Prescott Valley, State OSHA and the Arizona National Air Guard Reinstated the Citywide Accident Review Board (ARB) charged with reducing the total number of preventable vehicle accidents Wrote numerous articles that were printed in the national “Public Risk” magazine Completed new broker RFP and selected new broker FY 17 NEW INITIATIVES AND GOALS       Renew all lines of coverage at a zero percent increase Restart the Self Insurance Trust Commission and hold required meetings Design, build and roll out new training programs on “Saving Our Assets”, “How to present and Sell Ideas” and a revisit to “Leadership and Motivation” Roll out new Driver Safety Program Maintain an overall OSHA compliance at a 95% or better rating Continue to maintain a leadership role in the State and Nationally Annual Financial Plan Page 173 City of Flagstaff GENERAL ADMINISTRATION DIVISION 013 RISK MANAGEMENT PERFORMANCE MEASURES Priority: Council Goal - Provide sustainable and equitable public facilities, services, and infrastructure systems in an efficient and effective manner to serve all population areas and demographics; Develop and implement guiding principles that address public safety service levels through appropriate staffing levels Goal: To maximize the availability of City funds in productive, mission-based activities by minimizing expenditures for accidents, injuries and liability claims Objective: Reduce recordable employee injuries Type of Measure: Program effectiveness Tool: Risk Management paid claims data Frequency: Annual Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Number of recordable employee injuries 50 36 35 34 Number of serious classified injuries 5 2 3 Objective: Reduce number of OSHA recordable injuries or illness relative to hours worked Type of Measure: Program effectiveness Tool: Risk Management claims data/OSHA 300A Frequency: Annual Scoring: Progressing Less than 7, Average 7-8, Caution Increase <9 Trend: Both frequency and severity of injuries are reducing CY 14 CY 15 CY 16 Measures: Actual Actual Estimated OSHA incidence rate 5.6 3.9 3.7 (# of injuries per 100 FTE / Hrs. worked by all) 3 CY 17 Proposed 3.5 Priority: Council Goal - Provide sustainable and equitable public facilities, services, and infrastructure systems in an efficient and effective manner to serve all population areas and demographics; Develop and implement guiding principles that address public safety service levels through appropriate staffing levels Goal: Reduce the overall number of City owned vehicle accidents and the percentage of those deemed preventable Objective: Reduce the cost of damage to City assets and employee injuries Type of Measure: Outcome Tool: Risk Management claims data Frequency: Annual Trend: New measure CY 14 CY 15 CY 16 CY 17 Actual Actual Estimated Proposed Measures: Number of City owned vehicle accidents 50 64 70 60 % of accidents deemed preventable Annual Financial Plan 64% Page 174 70% 65% 60% City of Flagstaff GENERAL ADMINISTRATION DIVISION: DIVISION 013 RISK MANAGEMENT 013 - RISK MANAGEMENT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2014-2015 $ 164,818 16,088 4,577 $ 185,483 Adopted Budget 2015-2016 $ 174,943 24,461 5,066 $ 204,470 Estimated Expenditures 2015-2016 $ 174,943 24,461 5,066 $ 204,470 Proposed Budget 2016-2017 $ 185,455 24,461 5,066 $ 214,982 Budget-Budget Variance $ 10,512 $ 10,512 $ $ $ $ $ $ $ $ 214,982 214,982 $ $ $ 147,257 11,971 9,342 802 22,985 1,214 2,792 16,513 2,106 214,982 EXPENDITURES BY PROGRAM: General Administration TOTAL 185,483 185,483 204,470 204,470 204,470 204,470 10,512 10,512 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND SOLID WASTE FUND SEMS FUND $ COMMENTARY: The Risk Management operating budget has increased by 5% and there are no capital expenditures. The Personnel Services increase of 6% is due to a market pay increase as well as an increase in medical and dental insurance. There were no changes in budgeted contractuals and commodities. There is no major capital (>$10,000) for this section. Pickin' in the Pines (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 175 City of Flagstaff Museum of Northern Arizona (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 176 City of Flagstaff INFORMATION TECHNOLOGY DIVISION MISSION • • • The mission of the Division of Information Technology (DoIT) is to enable City staff to make informed decisions by providing: o The desktop, network, server, electronic storage and telephony infrastructure which enables access to the City's electronic data and geographical information; o Helpdesk services, software, hardware, system analysis, software development, and product evaluation support services. To ensure that the City’s server, network and telephony infrastructure and electronic data resources are protected through sound security and disaster recovery management methodologies. Provide and maintain an accurate, current, and reliable Geographic Information System (GIS), that efficiently manages City geospatial data, records, and asset inventories, which can be leveraged to enable staff and citizens to make informed and effective decisions that affect the future of the City of Flagstaff. Information Technology Team Annual Financial Plan Page 177 City of Flagstaff INFORMATION TECHNOLOGY Information Technology 001-08 1 Division Director (IT) Network Operations 1 IT Manager 1 IT Administrator Applications 1 IT Manager ITAC Operations 1 IT Manager 1 IT Administrator 2 IT Analyst 1 IT Specialist 1 IT Technician Systems 1 IT Manager 1 IT Administrator 1 IT Analyst 1 IT Specialist 1 IT Technician Annual Financial Plan Page 178 City of Flagstaff GENERAL ADMINISTRATION DIVISION 014 INFORMATION TECHNOLOGY MISSION • The mission of the Division of Information Technology (DoIT) is to: o Support technology infrastructure and resources; o Provide an IT infrastructure to maximize employee productivity and provide clear, concise and accurate data PROGRAM DESCRIPTION This Division provides the information technology infrastructure and operational assistance to meet the needs of the City Council and City staff in order for them to better serve the citizens. These objectives are met through various PC and server hardware, software applications, network and telephony hardware, and security protocols. Technology is maintained and updated on an ongoing basis to provide accurate information in a secure and timely manner. FY 16 ACCOMPLISHMENTS                          Implemented Harris ERP/Innoprise Community Development applications Implemented Phase 2b of the migration to the Harris ERP/Innoprise Financial applications Began the migration of Phase 3 (HR, Payroll, Work Requests, Fixed Assets) to the Harris ERP/Innoprise Financial application suite Acquired and implemented a new production Storage Area Network (SAN) unit to expand the city’s storage capabilities and house all City data Completed deployment of VoIP phones to the final six remote sites Implemented Call Center software for Customer Service Designed and began implementation of a new microwave network to connect city remote sites Completed the final 20% of the migration to Windows 7 Began testing a limited implementation of Virtual Desktop Infrastructure Began testing a limited implementation of Office 365 Created Tech Partner program to assist divisions with minor technical questions and issues Upgraded to new ERSI (GIS) software tools Enhanced public-facing GIS websites Began beta testing of Capital Improvements software application in partnership with Harris ERP Upgraded Training Lab PCs Remodeled help desk area including the capability to connect 16 PCs at once increasing staff’s productivity and efficiencies Completed sixteen Audio Visual projects in City Hall and three remote sites Rolled out Cisco Finnese call handler to customer service Installed needed connection and equipment for ACJIS at Prosecutor’s office Replaced public Internet router and configured increased bandwidth for public and internal wireless users Upgraded Fire Training network connection and removed trouble-prone devices from training tower Installed wireless access points in all fire stations to facilitate mapping software updates Completed installation of EOC equipment and phone system at Business Accelerator Created and implemented a process to ensure consistency with address assignments Created GIS strategic plan Annual Financial Plan Page 179 City of Flagstaff GENERAL ADMINISTRATION DIVISION 014 INFORMATION TECHNOLOGY FY 17 NEW INITIATIVES AND GOALS                Complete the migration of Phase 3 (HR, Payroll, Work Requests, Fixed Assets) to the Harris ERP/Innoprise Financial application suite Research and select a Document Management System Select and implement an Automated Time Entry system Ensure 100% of PCs are upgraded to Office 2013 in preparation for Office 365 Project Replace ¼ of City’s Desktop computers and Laptops as part of PC Refresh Project Implement a clustered server environment for the Harris/Innoprise production environment Replace the backup SAN at the east side warehouse Begin a broader implementation of Office 365 Complete network upgrades including additional Wireless Access Points Build and implement the new microwave network system Integrate GIS to Cartegraph Complete FHA integration into City Domain Begin building missing GIS datasets and rebuilding others as needed Begin to automate or semi-automate several GIS processes to increase efficiency Implement GIS Enterprise License Agreement to expand GIS servers and user-based tools PERFORMANCE MEASURES Priority: Management - Effective Governance Goal: Customer Service: Ensure high availability of DoIT services Objective: Achieve 99.97% uptime of DoIT Services Type of Measure: Program effectiveness Tool: Server and network monitoring software Frequency: 24x7x52, availability checks run every 3-5 minutes Scoring: 99.84% Trend:  CY 14 Measures: Actual Percentage of uptime hours versus total hours 99.96% CY 15 Actual 99.96% CY 16 Estimated 99.97% CY 17 Proposed 99.98% Priority: Management - Effective Governance Goal: Customer Service: Ensure a high level of satisfaction with DoIT Services Objective: Achieve 95% customer rating of satisfactory or better Type of Measure: Program effectiveness Tool: Web survey Frequency: Random computer selection average of 43.5% of those work requests that have been completed with an average survey return rate of 38.3% Scoring: 95.5% Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Customer surveys returned with an overall rating 96% 96% 96% 97% of satisfactory or better Annual Financial Plan Page 180 City of Flagstaff GENERAL ADMINISTRATION DIVISION 014 INFORMATION TECHNOLOGY Priority: Management - Effective Governance Goal: Customer Service: Ensure a high level of satisfaction with DoIT Services Objective: Ensure that the backlog of uncompleted work requests is kept to a minimum Type of Measure: Program effectiveness Tool: Data extraction and reporting Frequency: Annual Scoring: Count Trend:  (fewer is better, trending down is good) CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Count of outstanding (not yet completed) work 40 60 30 requests Priority: Management - Effective Governance Goal: Customer Service: Ensure a high level of satisfaction with DoIT Services Objective: Migrate off of legacy ERP and ComDev software systems Type of Measure: Program effectiveness Tool: Project Management Tracking Frequency: Monthly Scoring: Percent Trend:  (increasing percentage indicates progress toward completion) CY 14 CY 15 Measures: Actual Actual Percent completion 85% 90% CY 16 Estimated 92% CY 17 Proposed 15 CY 17 Proposed 100% Information Technology Team Annual Financial Plan Page 181 City of Flagstaff GENERAL ADMINISTRATION DIVISION: DIVISION 014 INFORMATION TECHNOLOGY 014 - INFORMATION TECHNOLOGY EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2014-2015 $ 1,029,120 397,360 383,301 58,007 $ 1,867,788 Adopted Budget 2015-2016 $ 1,171,999 442,525 600,575 725,000 $ 2,940,099 Estimated Expenditures 2015-2016 $ 1,171,999 442,525 364,817 120,670 $ 2,100,011 Proposed Budget 2016-2017 $ 1,250,367 423,925 892,673 679,330 $ 3,246,295 Budget-Budget Variance $ 78,368 (18,600) 292,098 (45,670) $ 306,196 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Applications Systems Services Network GIS Microsoft Settlement IT Non Departmental TOTAL $ 173,380 377,018 178,712 186,782 286,539 190,362 2,373 472,620 1,867,788 $ 230,950 455,646 243,273 302,987 1,050,518 234,425 422,300 2,940,099 $ 201,503 455,646 243,273 291,676 446,188 234,425 227,300 2,100,011 $ 269,677 367,992 485,699 527,276 959,912 353,739 282,000 3,246,295 $ 38,727 (87,654) 242,426 224,289 (90,606) 119,314 (140,300) 306,196 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND SOLID WASTE FUND SEMS FUND $ $ 2,632,930 55,779 316,303 29,094 37,407 122,063 52,719 3,246,295 COMMENTARY: The Information Technology operating budget has increased by 16%. There are capital expenditures (total $679,330), resulting in an overall net increase of 10%. The Personnel Services increase of 7% is due to a market pay increase as well as an increase in medical and dental insurance and increase in FTE for GIS IT Administrator. Contractuals decreases of 4% are due to increased employee training costs. Commodities increases of 49% are due, in part, to the creation of the IT Catastrophic Fund. Major capital (>$10,000) includes Storage Area Network Backup Replacement ($75,000) and microwave network ($604,330) for this section. Annual Financial Plan Page 182 City of Flagstaff CITY ATTORNEY DIVISION MISSION The mission of the City Attorney's Office is to prosecute misdemeanor crimes occurring in the City and to provide high quality legal services to the Mayor, City Council and City departments in an ethical, timely, and cost effective manner. Annual Financial Plan Page 183 City of Flagstaff CITY ATTORNEY Legal 001-07 1 City Attorney 1 Legal Assistant Civil 1 Deputy City Attorney Prosecution 1 City Prosecutor 4 Sr. Asst City Atty 1 Administrative Specialist Leadworker 3 Asst City Atty 3 Admin Asst Annual Financial Plan Page 184 City of Flagstaff GENERAL ADMINISTRATION DIVISION 015 CITY ATTORNEY MISSION The mission of the City Attorney's Office is to prosecute misdemeanor crimes occurring in the City and to provide high quality legal services to the Mayor, City Council and City departments in an ethical, timely and cost-effective manner. PROGRAM DESCRIPTION The City Attorney’s Office 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. The City Attorney’s Office 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 office also prepares or reviews all contracts, ordinances, resolutions and other legal documents involving the City. FY 16 ACCOMPLISHMENTS            Successfully completed City Charter revisions with the City Clerk’s office Increased support to the Police Department via a full-time Legal Advisor Participated in training police officers on Domestic Violence at the Police Department Entered into a preliminary agreement with ADOT regarding Red Gap right-of-way Successfully defended civil rights actions against the Police Department Won an appeal on litigation with Al Miner (construction claim) Had a prosecutor teach at the State level Arizona Prosecuting Attorneys Advisory Council (APAAC) Effectively reorganized support staff for the Prosecution Section Significantly reduced a majority of years-old backlog of criminal case files Created a Nerdy Writing Program for City staff Created a networking/continuing legal education group for Northern Arizona Attorneys FY 17 NEW INITIATIVES AND GOALS           Provide candidate election support for the City Clerk Work with Community Development staff on updating the Engineering Standards Work with Risk Management staff to continue the trend of reduced litigation Assist with strategy regarding high-occupancy housing projects Continue work with Finance on Arizona Department of Revenue collection of local tax administration Complete the Flagstaff City-Coconino Library IGA (intergovernmental agreement) Investigate paperless electronic case management systems for the Prosecution Section Increase prosecutor presentations for Arizona Prosecutors Association Assist with strategy regarding Tequila Sunrise Enter into IGA with other municipalities to share attorney services Annual Financial Plan Page 185 City of Flagstaff GENERAL ADMINISTRATION CITY ATTORNEY DIVISION 015 Requests for Legal Assistance CY2011 CY2012 CY2013 CY2014 CY2015 Contracts (includes contracts, development agreements, grants, IGAs, bids) 211 202 161 192 179 Legal Opinions/Research 169 149 164 174 205 Ordinances/Resolutions 78 60 59 77 60 Real Estate 77 79 62 82 73 Claims/Litigation/Hearings 75 57 81 58 69 Public Records Requests 33 82 122 89 83 Miscellaneous (may include but not limited to: tax/licensing, personnel, forms, policies/procedures, elections, boards & commissions, trainings) 13 32 34 76 100 Total: 656 661 683 748 769 % Increase from Prior Year: 12% 1% 3% 10% 3% Number of cases per attorney: 187 167 153 155 140 Number of cases per attorney and staff: 146 133 138 141 118 * Number of cases: City Attorney and Legal Assistant are counted as .5 due to administrative work not reflected in statistics; staff vacancies, if any, are prorated. Criminal Cases CY11 CY12 CY13 CY14 CY15 New Criminal Cases 4,818 5,013 4,226 4,456 3,765 691 629 661 13 1,931 482 251 762 635 475 0 2,249 498 237 682 507 442 1 2,016 298 206 627 470 410 1 2,222 340 225 645 465 385 3 1,804 183 234 Domestic Violence Cases Driving Under the Influence (DUI) cases Criminal Traffic Cases (excluding DUI) Sales Tax Cases Other Cases Underage Alcohol Drug/Drug paraphernalia cases City Code Violations (other than sales tax) 135 136 59 95 55 Cases Involving a Victim (FY stats) Victims' Services Performed (FY stats) Mental Health Court Cases Cases Reviewed for Charging Referred by PD 2,458 24,937 25 188 2,453 13,972 21 234 2,348 15,991 15 198 2,481 16,698 66 271 2,286 11,961 46 220 298 436 345 336 421 1.52% 4.05% -15.70% 5.44% -15.51% 964 1,377 567 1,202 1,396 647 1,215 1,127 585 1,173 1,273 610 941 941 471 Pending DUI files at year end % Increase in New Criminal Cases from Prior Year: New cases per attorney: New cases per support staff: New cases for all Prosecution staff: Annual Financial Plan Page 186 City of Flagstaff GENERAL ADMINISTRATION CITY ATTORNEY DIVISION 015 PERFORMANCE MEASURES Priority: Management - Effective Governance Goal: Protect citizens and crime victims through the timely and fair prosecution of State laws and City ordinances Objective: Avoid a backlog of cases Type of Measure: Program efficiency Tool: Calculate the ratio of number of cases opened to the number closed annually Frequency: Annually Scoring: 90+% Performing; 75-90% Warning; below 75% Unacceptable Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Number of cases opened 4456 3705 3890 3967 1108 Number of cases closed * Percentage of cases closed (plus an estimated 3500 pending entry into DAMION) *78% 2679 3501 3570 72% 90% 90% *Number of cases closed as reported in our DAMION case management system. Due to vacancies and support staff turnover, all closed cases have not yet been entered into the system. Priority: Management - Effective Governance Goal: Promote the timely and lawful provision of City services Objective: Provide satisfactory legal services within client-established deadlines Type of Measure: Program effectiveness Tool: Survey Frequency: Annual Scoring: Exceeds Expectations, Meets Expectations, Almost Always Meets Expectations, Does Not Meet Expectations Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Overall rating of meets or exceeds expectations Annual Financial Plan Meets Expectations Page 187 Meets Expectations Meets Expectations Meets Expectations City of Flagstaff GENERAL ADMINISTRATION DIVISION: CITY ATTORNEY DIVISION 015 015 - CITY ATTORNEY EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2014-2015 $ 1,405,366 40,968 26,108 $ 1,472,442 Adopted Budget 2015-2016 $ 1,519,006 45,985 27,730 $ 1,592,721 Estimated Expenditures 2015-2016 $ 1,519,006 45,985 27,730 $ 1,592,721 Proposed Budget 2016-2017 $ 1,571,907 49,714 38,945 $ 1,660,566 Budget-Budget Variance $ 52,901 3,729 11,215 $ 67,845 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Council and Department Support Police Court Victim's Rights Grant TOTAL $ 136,416 663,534 662,391 10,100 1,472,442 $ 141,520 675,750 775,451 1,592,721 $ 141,520 675,750 775,451 1,592,721 $ 144,373 817,905 688,188 10,100 1,660,566 $ 2,853 142,155 (87,263) 10,100 67,845 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND SOLID WASTE FUND SEMS FUND $ $ 1,270,515 43,708 40,665 57,062 128,997 5,428 13,536 91,475 9,180 1,660,566 COMMENTARY: The City Attorney’s operating budget has increased by 4% and there are no capital expenditures. The Personnel Services increase of 3% is due to a market pay increase as well as an increase in medical and dental insurance. Contractuals increases of 8% are due to increased telephone and internet costs and one-time travel costs related to employee trainings. Commodities increases of 40% are due to one-time increases in computer equipment and in work order charges for the Victim's Rights grant. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 188 City of Flagstaff FLAGSTAFF MUNICIPAL COURTS DIVISION 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. Early Fall on the San Francisco Peaks (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 189 City of Flagstaff COURT 1 Presiding Magistrate Court 016 1 Division Director (Court Administrator) Operations 1 Deputy Court Administrator 1 Magistrate 1.3 Pro Tem Magistrate Court Services 1 Deputy Court Administrator 1 Admin Assistant Probation Services 1 Probation Service Officer Warrant Services 2 Warrants Officer IT/Records Services 1 Court IS Coordinator 1 Court IS Coordinator (1x) 1 Court Judicial Specialist Training Services 1 Court Training Specialist Collection Services 2 Collections Specialist 1 Collections Specialist (1x) Annual Financial Plan Customer Service 1 Court Judicial Specialist 2 Admin Assistant 1 Admin Assistant (Contract Temp) Fiscal Services .80 Court Finance Specialist Interpreter Services 1 Court Interpreter Motions and Calendaring 1 Court Judicial Specialist Jury Services 1 Jury Services Specialist Case Management 5.25 Court Judicial Specialist Facility Services Page 190 City of Flagstaff GENERAL ADMINISTRATION SECTION 016 FLAGSTAFF MUNICIPAL COURT 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 misdemeanor, criminal traffic and civil traffic cases that occur within the Flagstaff City limits in a prompt, judicious, fair and effective manner. The Court is accountable to the Arizona Supreme Court through the Superior Court of Coconino County in judicial and operational matters and reports to the City regarding financial and administrative matters not unique to Court operations. FY 16 ACCOMPLISHMENTS                      Through active case management adjudicated 94% of all cases within 90 days, 89% of all cases including time a case spent out on a warrant (exceeds state average of 80% for all courts) Complied with all Rules of Court and Statutory case handling requirements Provided accurate information to the public in over 60,000 specific case inquiries, 56,000 visits by the public and participated in ongoing statistical reporting (all public court case information is available through an online data warehouse) All court staff completed the orientation and training requirements of the Arizona Judicial Branch and we have reported timely Judges participated in the regional LJ conference as well as the Statewide Judicial Conference Processed over $3.3M in financial transactions, have complied with the Arizona Supreme Court Minimum Accounting Standards and reported timely Implemented a reorganization of the court customer service and collection capabilities Reviewed the current status of the Criminal Justice Integration System and we are working toward developing an alternative platform, joint service agreement and renewed IGA Modified the Criminal Justice Integration System platform to allow electronic filing of parking citations court Developed a space plan for a possible joint Justice Center facility in coordination with Coconino County We have continued use and expansion of the Mental Health Court at the Flagstaff Municipal Court We have continued use and expansion of the Veteran’s Court at the Flagstaff Municipal Court, coordinating our efforts with others in the area Participated in the development, implementation and facilitation of the Justice 2030 strategic plan for the Courts in Coconino County, held a stakeholder conference and developed the next stage of our strategic plan - Justice 2035 Worked with the Criminal Justice Coordinating Council in developing coordinated plans for the criminal justice system in the county Participated as the pilot for a State program for Electronic Warrants in coordination with criminal justice system partners throughout the State Participated on the preparation team for the Coconino County Courts Continuity of Court Operations Planning Completed the fourth year of development and implementation of the Coconino County Court Staff Conference for training of court employees Entered into a partnership with the Internship Department of Criminology and Criminal Justice at Northern Arizona University and have seen an increase in student interns Continued participation in the development, review and implementation of a new statewide automated case management system (CMS), began participation with the JLCMS steering committee Participated with Model Case Time Standards for Trial Courts Oversight Committee setting standards for the State, implemented numerous standards through Administrative Orders, began reporting case process times Participated in the development of curriculum and as faculty for the Court Leadership Institute, the Institute for Court Management and the Presiding Judges Academy Annual Financial Plan Page 191 City of Flagstaff GENERAL ADMINISTRATION SECTION 016 FLAGSTAFF MUNICIPAL COURT FY 16 NEW INITIATIVES            Moving forward with the funding and construction of a new court facility Develop a Serial Inebriate Program and support in coordination with City Prosecutors and the Criminal Justice Coordinating Council Continue to manage the court’s case load not only meeting all legal requirements as given in rule and statute, but exceed accepted standards of time to disposition on both a national and statewide basis Implement additional CourTool performance measures to review case management team effectiveness and overall court performance and publish quarterly Use statistics based on case management teams to review case-loads and develop accountability in the management of cases Scan all current active documents into our Electronic Document Management System (EDMS) to move to truly paperless system Participate in pilot and implementation of a new automated Limited Jurisdiction Case Management System Expand services based on a new platform and service agreement for the Criminal Justice Integration System and seek approval on a renewed IGA Participate in leadership development of court staff through the Court Leadership Institute of Arizona (CLIA), the Institute for Court Management (ICM) and the creation of individual professional development plans Implement an Administrative Order impacting Model Time Standards for all case types Continue to implement the Court’s strategic plan as outlined in Justice 2035 Hopi Festival at Heritage Square (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 192 City of Flagstaff GENERAL ADMINISTRATION SECTION 016 FLAGSTAFF MUNICIPAL COURT PERFORMANCE MEASURES Municipal Court performance measures are based on the CourTools Trial Court Performance Measures developed by the National Center for State Courts. Ten core measures have been developed, the court is moving toward implementing all ten measures over the next several years. TIME TO DISPOSITION Priority: Effective Governance Goal: Timely adjudication of cases filed in the court Objective: Meet or exceed case management standards and state average for limited jurisdiction courts Type of Measure: Outcome Tool: Time to disposition for all case types Frequency: Annual Scoring: Excluding warrant time: Green – 90%+ in 90 days, Yellow – 80% to 89% in 90 days, Red – Less than 80% in 90 days Current Score: Green Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed 94% 94% 94% 94% Total cases cleared in 90 days excluding warrant time W Ex W Ex W Ex W Ex Completed 0-30 days (CY15 state average = 49%) 52% 54% 54% 56% 54% 56% 55% 57% Completed 31-60 days (CY15 state average = 22%) 27% 33% 26% 32% 26% 32% 26% 32% Completed 61-90 days (CY15 state average = 10%) 9% 7% 8% 7% 8% 7% 8% 7% Completed 91-120 days (CY15 state average = 11%) 4% 5% 4% 4% 4% 4% 4% 4% Completed 121+ days (CY15 state average = 9%) 7% 1% 8% 1% 8% 1% 7% 0% W - Time to disposition does not exclude time cases were out on warrant status. Almost 100% of 121+ day cases were on warrant. The high clearance rate in 121+ days reflects efforts by the court to clear old cases with an emphasis on pending DUIs. Ex - Excludes warrant status time, less than 1% of cases exceed 121+ days unless they are on warrant. CLOSED CASES Priority: Effective Governance Goal: Timely adjudication of cases filed in the court Objective: Meet or exceed state average for limited jurisdiction courts Type of Measure: Outcome Tool: Percent of Closed Cases as Portion of All Cases Filed in CY 2015 Frequency: Annual Scoring: Green - Above Statewide Average Yellow – Matches Statewide Average Red – Below Statewide Average Current Score: Green Trend:  The Flagstaff Municipal Court exceeded the statewide average for Limited Jurisdiction Courts by 8%. Last year the Court was below the statewide average for Limited Jurisdiction Courts by 5%. Annual Financial Plan Page 193 City of Flagstaff GENERAL ADMINISTRATION SECTION 016 FLAGSTAFF MUNICIPAL COURT CLEARANCE RATE Council Priority: Effective Governance Goal: Timely adjudication of cases filed in the court Objective: Meet or exceed case management standards and state average for limited jurisdiction courts Type of Measure: Outcome Tool: Clearance rate for all case types Frequency: Annual Scoring: Green – 95%+, Yellow – 80% to 94%, Red – Below 80% Current Score: Green Trend:  CY 14 CY 15 CY 16 CY 17 Actual Actual Estimated Proposed Measures: Clearance Rate 112.37% 111.12% 110.00% 100.00% Arizona Snowbowl (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 194 City of Flagstaff GENERAL ADMINISTRATION SECTION 016 FLAGSTAFF MUNICIPAL COURT RECEIPTS Priority: Effective Governance Goal: Consistent and accurate collection of fines imposed and other funds collected by the Municipal Court Objective: Accurately account for all funds and increase financial compliance Type of Measure: Output Tool: Collection of monetary penalties and fees Frequency: Annual Scoring: Total dollar Amount Receipted Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Amount of city general funds receipted $635,914 $683,554 $730,000 $735,000 Amount of other local funds receipted $570,950 $642,040 $710,000 $715,000 Amount of state funds receipted $1,529,811 $1,511,726 $1,550,000 $1,550,000 Total amount of $2,736,675 $2,837,320 $2,990,000 $3,000,000 fines/fees/surcharges/assessments receipted Amount of restitution paid $56,091 $55,439 $55,000 $55,000 Amount of bonds posted $449,733 $444,174 $440,000 $440,000 Amount collected for County (JP Court, Probation $7,620 $7,921 $8,200 $8,200 and Sheriff) Total amount of pass-through funds receipted $513,444 $507,534 $503,200 $503,200 Total all financial transactions $3,250,119 $3,344,854 $3,493,200 $3,503,200 Annual Financial Plan Page 195 City of Flagstaff GENERAL ADMINISTRATION SECTION 016 FLAGSTAFF MUNICIPAL COURT ACCESS AND FAIRNESS Priority: Customer Service Goal: To have the public perceive the court to be fair and accessible when they come to do business there Objective: To have a majority of clients agree that the court treated them fairly and was accessible to them Type of Measure: Outcome Tool: Survey of Access and Fairness of the Court Frequency: Annual Scoring: Green – 70% or more agree or strongly agree, Yellow - 50% to 69% agree or strongly agree, Red – less than 50% agree or strongly agree Current Score: Green Trend:  CY 14 CY 15 CY 16 CY 17 Those that Agree or Strongly Agree That*: Actual Actual Estimated Proposed ACCESS Finding the courthouse was easy 90% 81% 85% 85% The forms I needed were clear and easy to understand 83% 83% 83% 83% I felt safe in the courthouse 87% 81% 85% 85% The court makes reasonable efforts to remove physical and language barriers to service I was able to get my business done in a reasonable amount of time Court staff paid attention to my needs I was treated with courtesy and respect I easily found the courtroom or office I needed The court’s website was useful The court’s hours of operation made it easy for me to do my business 83% 87% 87% 87% 71% 77% 75% 75% 87% 91% 88% 41% 79% 87% 81% 30% 80% 90% 85% 40% 80% 90% 85% 40% 77% 80% 80% 80% 71% 83% 84% 84% 66% 66% 66% 66% 81% 77% 80% 80% 87% 76% 85% 85% 79% 74% 75% 75% FAIRNESS The way my case was handled was fair The judge listened to my side of the story before he or she made a decision The judge had the information necessary to make good decisions about my case I was treated the same as everyone else As I leave the court I know what to do next about my case *Results are based only on those individuals responding to the appropriate question (“no response” or “not applicable” responses were excluded). Annual Financial Plan Page 196 City of Flagstaff GENERAL ADMINISTRATION DIVISION: SECTION 016 FLAGSTAFF MUNICIPAL COURT 016 - MUNICIPAL COURT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2014-2015 $ 1,806,728 796,528 73,201 964 $ 2,677,421 Adopted Budget 2015-2016 $ 1,962,390 722,823 70,595 62,000 $ 2,817,808 Estimated Expenditures 2015-2016 $ 1,962,390 722,823 70,595 62,000 $ 2,817,808 Proposed Budget 2016-2017 $ 2,243,788 854,323 67,595 $ 3,165,706 Budget-Budget Variance 281,398 $ 131,500 (3,000) (62,000) 347,898 $ $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Court Services Record Management Court Enforcement Warrant Division Court Operations Judicial Services TOTAL $ 460,637 806,841 105,717 243,206 321,512 280,265 459,243 2,677,421 $ 708,591 681,004 122,395 300,093 343,493 197,316 464,916 2,817,808 $ 708,591 681,004 122,395 300,093 343,493 197,316 464,916 2,817,808 $ 786,447 721,270 186,006 381,988 342,855 272,624 474,516 3,165,706 $ $ 3,165,706 3,165,706 $ 77,856 40,266 63,611 81,895 (638) 75,308 9,600 347,898 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Municipal Court Section operating budget has increased by 15%. There are no capital expenditures, resulting in an overall net increase of 12%. The Personnel Services increase of 14% is due to a market based pay increase as well as an increase in medical and dental insurance, and the addition of 3.0 FTE's to meet collection, service, and Information Technology needs. Contractuals increases of 18% are for one-time approvals for an x-ray security machine maintenance contract, jury payments, court electronic integration services, conversion costs for the Electronic Document Management System (EDMS), a new public defender contract, and an increase to the access fee for the statewide Arizona Judicial Information Network. Commodities decreases of 4% are due to decreases in small equipment replacement. There is no major capital (>$10,000) for this Section. (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 197 City of Flagstaff Lake Ashurst (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 198 City of Flagstaff MANAGEMENT SERVICES DIVISION MISSION The mission of the Purchasing Section is to support the goals and objectives of the City by delivering consistent and professional procurement support to all employees in accordance with all applicable local, state and federal procurement rules and regulations, and assist in making best value procurement decisions while maintaining the highest ethical standards. The mission of the Revenue Section is to ensure the City is accurately billing and collecting City revenues and to ensure that customers and the City are complying with all applicable local, state, and federal rules and regulations. The mission of the Finance Section is to ensure that the 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 Page 199 City of Flagstaff MANAGEMENT SERVICES Management Services 031 1 Division Director (Management Services) 031 1 Financial Systems Analyst Purchasing Section 032 1 Purchasing Director 3 Procurement Specialist 1 Warehouse Specialist 1 Contract Specialist 1 Admin Specialist Revenue 033 1 Revenue Director Customer Service 1 Customer Service Manager 3 Admin Spec 2 Billing Specialist .75 Collections Specialist (1x) Tax Licensing and Revenue 1 Tax Licensing & Rev Manager Finance 034 1 Finance Director Accounting 1 Finance Manager Budget 1 Finance Manager 2 Accountant 2 Accountant 1 Accounts Specialist Grants 1 Grants Manager 1 Grants Specialist 1 Auditor II 1 Collections Specialist 1 Admin Specialist .75 Admin Specialist (1x) 1 Finance Specialist Payroll 1 Payroll Manager 2 Payroll Specialist 1 Finance Clerk Meter Reading 1 Meter Technician Supervisor 2 Meter Technician II 2.25 Meter Technician Annual Financial Plan Page 200 City of Flagstaff MANAGEMENT SERVICES SECTION: SECTION 031 ADMINISTRATION 031 - MANAGEMENT SERVICES EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2014-2015 $ 97 $ 97 Adopted Budget 2015-2016 $ 251,303 11,665 1,100 $ 264,068 Estimated Expenditures 2015-2016 $ 231,303 11,665 1,100 $ 244,068 Proposed Budget 2016-2017 $ 257,145 13,624 1,600 $ 272,369 Budget-Budget Variance $ 5,842 1,959 500 $ 8,301 $ $ $ $ $ $ $ $ 272,369 272,369 $ $ $ 266,397 669 623 874 1,975 83 207 1,400 141 272,369 EXPENDITURES BY PROGRAM: General Administration TOTAL 97 97 264,068 264,068 244,068 244,068 8,301 8,301 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND SOLID WASTE FUND SEMS FUND $ COMMENTARY: The Management Services operating budget has increased by 3% and there are no capital expenditures. The Personnel Services increase of 2% is due to a market pay increase as well as an increase in medical and dental insurance. Contractuals increases of 17% are due to increased travel costs for employee trainings. Commodities increases of 45% are due to increased costs for food for meetings. There is no major capital (>$10,000) for this section. San Francisco Peaks (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 201 City of Flagstaff MANAGEMENT SERVICES SECTION 032 PURCHASING MISSION The mission of the Purchasing Section is to support the goals and objectives of the City by delivering consistent and professional procurement support to all employees in accordance with all applicable local, state and federal procurement rules and regulations, and to assist in making best-value procurement decisions while maintaining the highest ethical standards. PROGRAM DESCRIPTION The objective of the Purchasing Section is to provide program support in maximizing value for purchase dollars spent through either a competitive informal or competitive formal solicitation process and contract management, to satisfy purchasing requirements at the lowest overall cost consistent with quality and service levels required, to maintain continuity of supplies in support of Citywide programs and the disposition of surplus property. FY 16 ACCOMPLISHMENTS  The Purchasing Section was awarded the Achievement of Excellence in Procurement (AEP) Award by the National Purchasing Institute for the 5th consecutive year. In 1995, the National Purchasing Institute established a program designed to recognize organizational excellence in public procurement. The Achievement of Excellence in Procurement® (AEP) is awarded annually. This prestigious award is earned by those organizations that demonstrate excellence by obtaining a high score, based on standardized criteria. The criteria are designed to measure innovation, professionalism, productivity, e-procurement, and leadership attributes of the procurement organization. Moreover, the City of Flagstaff is one of only fourteen government agencies in Arizona and one of only sixty-five Cities in the United States to receive the award.  Completed and implemented a Job Order Contracting program as one of the Alternative Project Delivery Methods (APDM) for construction projects that will significantly compress the time line to complete construction related projects that are at or below the $1 million dollar threshold. This is the first program of its kind for the City of Flagstaff. This program is the result of a formal competitive Request for Statements of Qualifications (RSOQ) process broken out into five (5) discipline areas as follows: Vertical construction, horizontal construction, landfill, water and waste water treatment and signage, striping and traffic control. Each of these discipline areas required their own respective scope of work. We received a total of 48 responses that were evaluated and scored by an evaluation committee comprised of six (6) evaluators. For the first four (4) discipline areas referenced above, there were three (3) contracts awarded in each of these discipline areas and two (2) contracts awarded for signage, striping and traffic control.  Continued work on identifying “Contractual Partners” involving City funding to various nonprofit organizations approved by Council and creating contracts with these organizations to hold them responsible for the services they promised to provide. This is an effort to better monitor, manage and keep apprised of expiration dates for renewals/extensions or the need for a new competitive solicitation process.  Continued improvement of our Vendor Performance Database to track both satisfactory and unsatisfactory performance from vendors, especially contractors and sub-contractors performing work utilizing an alternative project delivery method who have been under contract for construction related projects.  Implemented a bid management and vendor management software system to allow for electronic bidding from vendors. Arizona Revised Statutes allow for electronic bidding, which is a more efficient and effective way to handle both formal and informal competitive bid solicitations. Annual Financial Plan Page 202 City of Flagstaff MANAGEMENT SERVICES SECTION 032 PURCHASING  Purchasing Section staff negotiated with various vendors selected for contract awards through a Request for Proposals and Request for Statements of Qualifications that resulted in cost savings/cost avoidance of $119,746.  Outsourced the Central Warehouse and inventory distribution operation to a local “sole source” vendor, which resulted in the elimination of inventory carrying costs associated with inventory and the ability to repurpose the Central Warehouse to the Police Department who were in need of additional space for police evidence. FY 17 NEW INITIATIVES AND GOALS  Continue to meet or exceed all of the evaluation criteria to be awarded the Achievement of Excellence in Procurement (AEP) award by the National Purchasing Institute (NPI)  Expand the Purchasing Section’s E-bidding software to accommodate electronic submissions of proposal responses from vendors responding to a Request for proposals  Successful completion of professional development and passing scores on a written exam for two (2) Purchasing Section staff to earn a professional purchasing certification  Conduct an external customer satisfaction survey with our local community vendor base to determine additional vendor training needs on the City’s procurement process  Develop customized vendor reports that provide more comprehensive data regarding vendor activity, contract awards, and expenditures  Provide professional development opportunities for Purchasing Section staff to maintain professional Purchasing certifications, expand purchasing knowledge and to keep up with the latest public purchasing trends and best practices _________________________________________________________________________________________ PERFORMANCE MEASURES Priority: Management - Effective Governance Goal: Provide exemplary customer service for the procurement of goods, services, and construction Objective: To provide timely formal and informal solicitations, contract management and vendor management Type of Measure: Program effectiveness Tool: Internal customer survey/feedback Frequency: Annually Scoring: 75%+ progressing (Average) Trend:  The Purchasing Section will be meeting with our end-users to identify areas of dissatisfaction and formulate a plan to address these areas to better meet expectations CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Overall rating of meets or exceeds expectations 72% 85% 90% 90% Annual Financial Plan Page 203 City of Flagstaff MANAGEMENT SERVICES SECTION 032 PURCHASING Priority: Management - Effective Governance Goal: Provide local vendor educational forums on the City’s procurement process Objective: To provide educational opportunities for our vendor community regarding the City’s procurement process Type of Measure: Program effectiveness Tool: External vendor survey/feedback Frequency: Bi-annually Scoring: Meets or exceeds expectations Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Overall rating of meets or exceeds expectations Exceeds Exceeds Exceeds Exceeds Priority: Management - Effective Governance Goal: Provide cost effective procurement of goods, services, and construction Objective: Identify and implement cost saving and cost avoidance opportunities in the procurement of goods, services and construction Type of Measure: Program efficiency Tool: Documented comparison of budgeted dollars to actual dollars expended Frequency: Annually Scoring: $50,000 - Progressing (Average), $35,000-Caution (Warning), $35,000 and less-Need to Review Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Total cost savings and/or cost avoidance $110,000 $120,000 $125,000 $130,000 Priority: Management - Effective Governance Goal: To be efficient and effective with small dollar purchases Objective: Continue to utilize procurement card program for more efficient and effective purchases of small dollar maintenance, repair and operating supplies Type of Measure: Program efficiency Tool: Annual report that reflects the actual percentage of any increases or decreases in procurement card transactions (the Purchasing Section’s procurement card administrator runs monthly reports, however increases or decreases in procurement card transactions are measured annually) Frequency: Annually Scoring: 12%- Progressing (Average), 10% -- 12%-Caution (Warning), 10% and less- Need to Review Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Percentage of total purchase transactions 18% 18% 20% 20% utilizing procurement card vs. requisition/purchase order process Annual Financial Plan Page 204 City of Flagstaff MANAGEMENT SERVICES SECTION 032 PURCHASING Priority: Management - Effective Governance Goal: To process requisitions into purchase orders within a 24-hour time period after requisitions have been approved Objective: To make purchases for requested material goods, services and construction in a timely manner Type of Measure: Program efficiency Tool: Reports that reflect the total or length of time it takes purchasing staff to process a requisition into a purchase order Frequency: Annually Scoring: Within 24 hrs. - Progressing (Average), 24hrs. – 36 hrs. - Caution (Warning), More than 36 hrs. - Need to Review Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Length of time it takes to process a purchase Within 24 Within 24 Within 24 Within 24 order once a requisition has been approved. hrs. hrs. hrs. hrs. SECTION: 032 - PURCHASING EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2014-2015 $ 751,237 29,075 11,986 $ 792,298 Adopted Budget 2015-2016 $ 497,623 25,362 9,352 $ 532,337 Estimated Expenditures 2015-2016 $ 496,623 25,362 9,352 $ 531,337 Proposed Budget 2016-2017 $ 578,932 12,127 (16,125) $ 574,934 Budget-Budget Variance $ 81,309 (13,235) (25,477) $ 42,597 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Purchasing Warehouse TOTAL $ 278,806 398,980 114,512 792,298 $ 1,000 442,775 88,562 532,337 $ 442,775 88,562 531,337 $ 1,000 573,934 574,934 $ 131,159 (88,562) 42,597 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND SOLID WASTE FUND SEMS FUND $ $ 195,623 22,381 33,310 28,467 192,838 16,195 19,116 62,987 4,017 574,934 COMMENTARY: The Purchasing operating budget has increased by 8% and there are no capital expenditures. The Personnel Services increase of 16% is due to a market pay increase as well as an increase in medical and dental insurance, net of the addition of a 1.0 FTE Contract Specialist. Contractuals decreases of 52% are due to decreased utilities costs. Commodities decreases of 272% are due to decreases in office supplies and computer software, as well as work order charge outs of $30,000. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 205 City of Flagstaff MANAGEMENT SERVICES SECTION 033 REVENUE MISSION The mission of the Revenue Section is to ensure the City is accurately billing and collecting City revenues and to ensure that customers and the City are complying with all applicable local, state and federal rules and regulations. PROGRAM DESCRIPTION The Revenue Section performs a wide variety of functions for the City through its various areas which include Customer Service, Meter Services, Sales Tax and Licensing and Copy Center. Customer Service is responsible for billing, collections, copy center, cashiering and phones. Meter services is responsible for meter reading, utility account service orders, meter change-outs and repairs. Sales Tax and Licensing is responsible for license issuance and renewal, tax return processing and sales tax collections. The Copy Center is responsbile for copying, printing, scanning and mail processing. FY 16 ACCOMPLISHMENTS       The Customer Service Staff was awarded the 2015 City Manager Agassiz Award for Teamwork, recognizing the impact team members have on every single household in Flagstaff, executing challenging tasks, building relationships with residents, and working with various City entities for billing, payment, and collections. The Agassiz Award is in recognition when there is an outstanding example of at least one of the values of the City. Sales Tax has continued to process tax returns, while keeping abreast of the changes in the transition to Arizona Department of Revenue. During calendar year 2015, more than 56,000 sales tax returns were processed, 1,200 new business licenses issues, 220 reported history requests provided to the State and 12 audits completed. These duties were completed with a reduction of a Collection Specialist, who assisted with various duties, as well as the Sales Tax Manager who also was responsible for audits. Customer Service completed Phase 2A of the Harris Innoprise implementation, which included Miscellaneous Accounts Receivables (MAR), Centralized Cash Receipting, as well as the initials phase of Paymentus, which allows MAR and Water Haulers to make payments to their accounts on-line and over the phone. To handle the increase in customers and allow for higher quality personal interaction, the initial phase of payment processing by CDS Global was implemented with great success. Customer Service Representatives in the lobby of City Hall, are not only the face greeting the wandering resident looking for directions, they handle a high volume of transactions. In calendar year 2015, they were able to assist more than 35,000 phone callers, over 200,000 cash handling transactions, equating to more than $100,000,000 in cash, check and credit card payments. Our Collection Specialist averages almost $190,000 per month, collecting over $2,241,350 for MAR, Utility, and Library Collections, not including parking tickets. Meter Services completed 55 new meter installs and over 900 repairs to the existing system. The focus for the Fixed Network Pilot project was extended from a six month to a twelve month process, starting with one collector and one repeater, collecting 700 meter reads in one cycle to three collectors and five repeaters to a potential of 3,080 meter reads, allowing for a complete cycle of all eight books. Currently, the project is at 45% accuracy. The lower than expected score is due to metal lids, which distribution is replacing with composite lids, allowing for a greater number of reads with higher accuracy. With implementation of full staffing, estimated reads have been reduced to .07% and is no longer a concern within the Section. FY 17 NEW INITIATIVES AND GOALS    Continue to provide strong Customer Service in all areas of the Revenue Section Implement the new Cisco Finesse phone tree system to enable more responsive call answering, while promptly and accurately directing customer inquiries Complete Phase 2B of the Harris Innoprise Customer Information System implementation Annual Financial Plan Page 206 City of Flagstaff MANAGEMENT SERVICES       SECTION 033 REVENUE Fully implement CDS Global for the processing of Utility and Collection Payments Integrate Paymentus with Harris Innoprise to improve the customer application and payment process Re-implement Delinquency Notices for Utility Bills to allow customers the opportunity to make a payment prior to services being terminated Provide Confined Space Training for Meter Technician Supervisor and new Meter Technician II’s Begin the installation of 2,500 radio read meters, replacing older models, upgrading 40w and 50w, to 100w, which are more accurate, require less maintenance and are compatible with new technology Transition Sales Tax to Arizona Department of Revenue PERFORMANCE MEASURES Priority: Management – Customer Service Goal: Provide sales tax education and outreach to business owners Objective: Assist at least 250 business owners, through education and/or outreach Type of Measure: Output and outcome Tool: Output: Number of business owners that have been assisted (the goal is 250 business owners per year) Tool: Count of individuals or business provided information and instructions that were easy to follow and that the material presented was basic, but provided sufficient detail Frequency: Annually Scoring: Number of business owners reached per year >250, Very Good, 250-200, Adequate, <200, underperforming Trend:  Meets expectations CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Number of business owners reached through NA NA >250 >250 education and/or outreach Note: With the takeover of sales tax collections by the Arizona Department of Revenue (ADOR) on January 1, 2017, the City will not conduct sales tax education seminars. Priority: Management - Effective Governance Goal: Maintain a high collection rate of sales tax accounts Objective: Keep write-offs below the designated percentage of total revenue Type of Measure: Program outcome Tool: Evaluate the amount of write-offs taken to council each year Frequency: Annually Scoring: Sales Tax: <.30% Very Good, .30% to .50%, Adequate, >.50%, Underperforming Trend:  CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Annual write off of sales tax accounts $140,570 $125,000 *$250,000 See note Sales tax write offs as a percentage of total revenue 0.40% 0.30% *N/A See note CY 17 Proposed *$250,000 See note *N/A See note Note: With the takeover of sales tax collections by the Arizona Department of Revenue (ADOR) on January 1, 2017, the City will no longer collect on outstanding amounts owed. Therefore, to clean the City’s accounts, the CY16 write-off is expected to be quite large as some accounts may not be collected on as long as in the past. Annual Financial Plan Page 207 City of Flagstaff MANAGEMENT SERVICES SECTION 033 REVENUE Priority: Management - Effective Governance Goal: Invest City funds with the goal of maximum return but keeping in mind that safety of the principal is more important than the return on that principal Objective: Achieve a rate of return on managed investments that exceeds the designated benchmark rate Type of Measure: Program outcome Tool: Compare rate of return on managed investments outside to the rate of return of the designated benchmark Frequency: Annually Scoring: Spread between City rate of return and designated benchmark >.25% Very Good, .1% to .25%, Adequate, <.1% Underperforming Trend:  Although returns are projected to decline due to historically low rates, investment returns are expected to remain above the designated benchmark. Measures: Rate of return on investments outside LGIP Benchmark rate of return Spread between City and benchmark returns CY 14 Actual 1.24% 1.24% 0.00% CY 15 Actual .96% .97% -.10% CY 16 Estimated 1.00% 1.00% 0.00% CY 17 Proposed 1.00% 1.00% 0.00% Priority: Management - Effective Governance Goal: Have a sales tax audit program that is financially productive and performing enough audits and reviews to keep a high profile within the business community Objective: Sales tax audit assessments will monitor business owner compliance and perform approximately 25 audits and reviews per year Type of Measure: Program outcome Tool: Count of sales tax audit assessments completed within a calendar year Frequency: Annually Scoring: Number of completed audits per year >25, Very Good, 15-25, Adequate, <15, Underperforming Trend:  Audit assessments are expected to remain stable over the next few years. Measures: Number of audits and reviews performed FY 14 Actual 57 FY 15 Actual 50 FY 16 Estimated 20 FY 17 Proposed 25 Note: With the loss of the Sales Tax Manager and Collection Specialist in CY 2015, audits were reduced Downtown, Olive Oil Traders (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 208 City of Flagstaff MANAGEMENT SERVICES SECTION 033 REVENUE Priority: Management - Effective Governance Goal: Limit the amount of accounts written off Objective: Timely collections of past due accounts and adequate deposits billed to reduce the amount of receivables written off Type of Measure: Outcome Tool: Annual accounts presented to Council and written off Frequency: Annual Scoring: Utility Billing <.20% Very Good, .20 to .30% Adequate, >.30% Underperforming Miscellaneous Account Receivables: <.20%, Very Good, .20% to .30%, Adequate, >.30% Underperforming Trend:  Utility write off amounts are expected to normalize around $100,000 due to an increase in the account deposit amount and to an increase in the number of account disconnections for nonpayment performed by staff.  Miscellaneous account receivables write off amounts have stabilized at very good levels. CY 14 Actual $191,098 CY 15 Actual $100,000 CY 16 Estimated $100,000 CY 17 Proposed $100,000 Utility write offs as a percentage of total billed 0.58% 0.20% 0.15% 0.15% Annual write off of miscellaneous account receivable accounts Miscellaneous account receivables write offs as a percentage of total billed $2,126 $10,000 $10,000 $10,000 0.03% 0.15% 0.15% 0.15% CY 16 Estimated .07% CY 17 Proposed 1.00% Measures: Annual write off of customer utility accounts Priority: Management – Customer Service Goal: Provide accurate billings Objective: Limit the number of estimated read billings Type of Measure: Outcome Tool: Spreadsheet data for meter reading Frequency: Monthly Scoring: Reading Estimate: <2% Exceeding, 2-5% Meeting, >5% Not Meeting Trend:  Meeting expectations CY 14 CY 15 Measures: Actual Actual Percent of estimated meter reads 1.27% 1.00% Annual Financial Plan Page 209 City of Flagstaff MANAGEMENT SERVICES SECTION: SECTION 033 REVENUE 033 - REVENUE EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2014-2015 $ 1,149,021 328,533 46,419 5,477 $ 1,529,451 Adopted Budget 2015-2016 $ 1,144,809 392,189 40,800 35,000 $ 1,612,798 Estimated Expenditures 2015-2016 $ 1,119,809 377,189 40,800 35,000 $ 1,572,798 Proposed Budget 2016-2017 $ 1,151,770 388,339 43,800 32,000 $ 1,615,909 Budget-Budget Variance $ 6,961 (3,850) 3,000 (3,000) $ 3,111 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Licensing and Support Auditing Sales Tax Collections Customer Service Billing and Collections Print and Mail Services Meter Services TOTAL $ 161,107 106,664 173,704 78,440 648,309 47,824 9,736 303,667 1,529,451 $ 166,271 92,678 175,263 81,318 718,551 48,489 330,228 1,612,798 $ 151,271 92,678 175,263 81,318 718,551 23,489 330,228 1,572,798 $ 247,658 97,418 179,164 70,377 658,429 362,863 1,615,909 $ 81,387 4,740 3,901 (10,941) (60,122) (48,489) 32,635 3,111 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND SOLID WASTE FUND SEMS $ $ 124,100 6,672 11,576 279,250 922,697 16,865 35,023 203,412 16,314 1,615,909 COMMENTARY: The Revenue Section operating budget has increased by less than 1%. There are capital expenditures (total $32,000), resulting in an overall net decrease of 9%. The Personnel Services increase of 1% is due to a market pay increase as well as an increase in medical and dental insurance. Contractuals decreases of 1% are due to decreased costs for computer equipment and other miscellaneous services. Commodities increases of 7% are due to one-time increases in copying and printing costs. Major capital (>$10,000) includes a meter services vehicle. Annual Financial Plan Page 210 City of Flagstaff MANAGEMENT SERVICES SECTION 034 FINANCE MISSION The mission of the Finance division is to ensure that City’s financial resources are protected through sound financial management, including allocation of resources consistent with community goals and providing timely, accurate and reliable information that will assist in making informed decisions. PROGRAM DESCRIPTION The Finance Division provides a variety of financial services to the Council and City staff. Services include accounts payable, payroll, financial analysis, budget reporting, grant management and performance reporting. FY 16 ACCOMPLISHMENTS                     Received the Government Finance Officers Association (GFOA) Distinguished Budget Presentation Award for FY 2016 for the 22nd consecutive year Received the GFOA Certificate of Achievement for Excellence in Financial Reporting for FY 2015 for the 22nd consecutive year Completed FY 2015 financial and single audit reports Implemented GASB 67 and 68 for financial reporting for pensions and pension plans Submitted the Airport Capital Improvement 5-Year Plan for 2017-2021 for $26.5M to FAA and ADOT Completed the Flagstaff Business Accelerator Facility Worked with Wildland Fire Management section to apply and receive numerous Forest Protection grants along with implementing the Forest Watershed Protection Project Continued implementation of the Brownfield Assessment grant for Petroleum and Hazardous substances Grants Management worked extensively with Utilities, Water Resources and Salt River Project to enter into an Independent Contractor Agreement for Flowtography for the Upper Lake Mary Watershed Grants and Finance worked with Utilities, Water Resources and Public Works Sustainability to plan and implement Conserve2Enhance that connects water conservation projects throughout the community Grants Manager presented at the National Association of Housing and Redevelopment and at the AZ Regional Grant Professional Conference Held quarterly lunch training sessions with the Northern AZ Grant Connection members Received final payment and closed the 2010 Schultz Flooding Disaster Recovery Grant Evaluated and selected Consultant for the Airport Master Plan Update Grant Attended two-day retreat on the Emergency Operations Planning development document Manage payroll changes to bring employees to market based pay plan Grants Management reviewed and submitted approximately 136 grant performance and financial reports Finance Accountants prepared approximately 136 grant financial reports Completed successfully various agency audits Evaluated and selected new audit firm FY 17 NEW INITIATIVES AND GOALS        Through the Small Air Service Community Grant, continue to work with staff to secure second airline Implement OpenGov transparency software Continue to work with staff to purchase airport land from the Coconino National Forest Service Continue to submit required reports such as EEOP, FFATA and DBE to meet grant compliance Submit the Airport Capital Improvement 5-Year Plan for 2018-2022 to FAA and ADOT Apply for the FAA grant and begin Construction of the Airport Rehabilitation of Runway 3/21 project Implement a new grant award from the Department of Emergency and Military Affairs, Military Installation Fund for Outdoor Lighting for the Core Maintenance Facility Annual Financial Plan Page 211 City of Flagstaff MANAGEMENT SERVICES     SECTION 034 FINANCE Implement new Innoprise software for Work Management, Capital Assets, Payroll and HR Implement a new time entry software Work with Leadership, Extended Leadership and Staff to prepare a Strategic Plan Work with Leadership, Extended Leadership and Staff to prepare a Strategic Plan PERFORMANCE MEASURES Priority: Management – Effective Governance Goal: To maintain external validation of appropriate budget and year-end financial reporting Objective: Maintain the Government Finance Officer’s Association (GFOA) Certificate of Achievement of Excellence in Financial Reporting and the GFOA Distinguished Budget Presentation Award Type of Measure: Outcome Tool: Produce documents and submit for review Frequency: Annual Scoring: 100% Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed GFOA Certificate of Achievement 100% 100% 100% 100% GFOA Distinguished Budget Presentation 100% 100% 100% 100% Award Priority: Management – Effective Governance Goal: Continue to maintain budgeted grant revenue levels Objective: To budget and apply for projected grant revenue in the amount of approximately $10 million per fiscal year Type of Measure: Outcome Tool: Budget Document, Schedule of Grant Revenues, FY Grant Revenue Reconciliation, Grants Management Database Frequency: Annually Scoring: $10 million or more Trend:  FY 14 FY 15 FY 16 FY 17 Measures: Actual Actual Estimated Proposed Projected grant budgeted revenue $31,993,929 $24,641,975 $11,751,055 $15,000,000 Actual grant revenue received $12,407,527 $13,328,465 $15,043,464 $10,000,000 Grant amounts awarded during the fiscal year $15,798,329 $2,521,362 $7,382,041 $8,000,000 Priority: Management – Effective Governance Goal: To apply and succeed in grant applications submitted Objective: Of the grants applied for expect successful awards on more that 50% Type of Measure: Outcome Tool: Grants Management Database Scoring: > 60%=Exceeding, 50%-60%=Meeting, <50%=Needs Attention Trend:  FY 14 FY 15 Measures: Actual Actual Grants applications submitted 39 53 Grants awarded 27 35 Active grants worked during fiscal year 136 136 Annual Financial Plan Page 212 FY 16 Estimated 37 to date 26 to date 135 FY 17 Proposed 50 40 200 City of Flagstaff MANAGEMENT SERVICES SECTION 034 FINANCE Priority: Management – Customer Service and Effective Governance Goal: Increase the number of vendors paid through Electronic Funds Transfers (EFT) Objective: Continue to increase the percentage of EFT versus paper check payments Type of Measure: Output Tool: Check registers Frequency: Every check-run Scoring: >25% Very Good, 15-25% Good, <15% Needs Attention Trend:  CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Vendors paid by EFT 200 183 195 Number of payments made by EFT 1,946 1,711 2,000 Percent of total payments 23% 21% 25% Percent of total dollars paid 54% 48% 55% CY 17 Proposed 200 2,100 27% 58% Priority: Management – Effective Governance Goal: Limit the number of single audit auditor findings Objective: To have no audit findings on either the City general or single audit Type of Measure: Outcome Tool: Single audit Frequency: Annually Scoring: 100% Trend:  CY 14 CY 15 Measures: Actual Actual City of Flagstaff control deficiencies 0 0 City of Flagstaff significant deficiencies 0 2 Single audit findings 0 0 CY 17 Proposed 0 0 0 Priority: Management – Effective Governance Goal: Provide excellent payroll customer service to employees Objective: To continue to improve the quality of customer service to employees Type of Measure: Outcome Tool: Payroll Customer Service Survey Frequency: Annually Scoring: >80% Very good, 80-70% Good, <70% Needs Attention Trend:  CY 14 CY 15 Measures: Actual Actual Meets or exceeds expectations in overall N/A N/A satisfaction Annual Financial Plan Page 213 CY 16 Estimated 0 0 0 CY 16 Estimated 89% CY 17 Proposed 92% City of Flagstaff MANAGEMENT SERVICES SECTION: SECTION 034 FINANCE 034 - FINANCE EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2014-2015 $ 935,434 51,573 21,483 $ 1,008,490 Adopted Budget 2015-2016 $ 1,153,132 55,402 15,784 $ 1,224,318 Estimated Expenditures 2015-2016 $ 1,050,132 54,252 15,784 $ 1,120,168 Proposed Budget 2016-2017 $ 1,255,706 84,552 19,034 $ 1,359,292 Budget-Budget Variance $ 102,574 29,150 3,250 $ 134,974 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Accounting Payroll Accounts Payable Grants Management TOTAL $ 124,709 395,357 161,470 129,881 197,073 1,008,490 $ 235,083 499,670 161,222 128,204 200,139 1,224,318 $ 190,083 440,520 161,222 128,204 200,139 1,120,168 $ 144,808 651,473 252,407 80,385 230,219 1,359,292 $ (90,275) 151,803 91,185 (47,819) 30,080 134,974 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND SOLID WASTE FUND SEMS FUND $ $ 1,001,271 64,173 40,614 30,511 104,302 7,637 33,182 64,402 13,200 1,359,292 COMMENTARY: The Finance operating budget has increased by 11% and there are no capital expenditures. The Personnel Services increase of 9% is due to a market pay increase as well as an increase in medical and dental insurance, net of the addition of a 1.0 FTE for a Payroll Specialist. Contractuals increases of 53% are due to increased costs for employee education and training and one-time software maintenance. Commodities increases of 21% are due to one-time increases in copying and printing costs. There is no major capital (> $10,000) for this section. West of the Moon Gallery (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 214 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION MISSION The missions of the Community Development Administration, Engineering Section, Planning and Development Section are to be client focused teams that enable quality development, reinvestment, and conservation of the natural and built environment through publicly adopted policies and plans. The mission of the Capital Improvement Section is to provide for the delivery of high quality community projects that improve the quality of life for the citizens of Flagstaff, through the efficient management of public resources. The mission of the Housing Section is to provide enabling programs and policies for decent housing, a suitable living environment and economic opportunity to the residents of Flagstaff, in particular Flagstaff’s workforce and low / moderate income households thus fostering a diverse and sustainable community. The mission of the Flagstaff Housing Authority is to assist low income families with safe, decent, and affordable housing opportunities as they strive to improve the quality of their lives. They are committed to operating in an efficient, ethical, and professional manner and will create and maintain partnerships with its clients and appropriate community organizations in order to accomplish this mission. The mission of the Flagstaff Metropolitan Planning Organization (FMPO) is to leverage cooperation to maximize resources among local governments and partners for the creation, maintenance and preservation of a sound multi-modal transportation system. Our vision is to create the finest multi-modal transportation system in the country for a region of similar size. Downtown Flagstaff (Community Development) Annual Financial Plan Page 215 City of Flagstaff COMMUNITY DEVELOPMENT Community Development 001-15 1 Division Director (CD) 1 Admin Specialist Leadworker Planning and Development Services 001-16 1 Planning Director Engineering 001-17 1 City Engineer Housing 001-19 1 Housing Director 1 Administrative Specialist 1 Admin Specialist Current Planning 1 Current Planning Manager 4 Planning Development Manager 1 Development Svcs Supervisor .475 Admin Specialist (1x) 1 Admin Specialist Building Safety 1 Building Official Capital Improvements 1 Capital Improvements Engineer 3 Bldg Plans Examiners 7 Project Manager Flagstaff Housing Authority Public Housing 1 FHA Manager Community Housing 1 Housing Manager 1 Housing & Grants Admin 1 Inspection Supervisor Inspection and Testing 1 Construction Manager 1 Housing Analyst 3 Housing Services Spec 6 Building Inspectors 1 Development Svcs Spec Comprehensive Planning and Code Administration 1 Comprehensive Planning and Code Administrator 1 Sr Construction Inspector FMPO 1 Metro Planning Org Mgr .5 Admin Spec 3 Project Manager .5 Intern 1 Project Manager 1 Code Compliance Officer II .38 Intern 1 Code Compliance Officer I 1 Development Engineer 1 Engineering Specialist 3 Project Manager 1 Comprehensive Planning Manager 1 Housing Rehabilitation Specialist 1 Housing Specialist 4 Construction Inspector Transportation Engineering 1 Traffic Engineer 1 Code Compliance Manager Section 8 Housing 1 FHA Manager 1 Housing Services Spec .8 Housing Services Spec (Contract) Finance 1 FHA Manager .8 Finance Specialist Maintenance 1 FHA Manager 1 Maintenance Coordinator West Development 1 Maintenance Leadworker 1 Associate Planner 1 Intern (1x) 7 Maintenance Worker East Development 1 Maintenance Leadworker Annual Financial Plan Page 216 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 101 ADMINISTRATION MISSION “Creating Community Together”. We are a client-focused team that enables quality development, reinvestment and conservation of the natural and built environment through publicly adopted policies. PROGRAM DESCRIPTION Community Development Administration provides leadership and vision and coordinates the activities of the Engineering Section, Housing Section, Flagstaff Housing Authority and Planning and Development Services Section. Administration also serves Community Development by coordinating issue resolution with other City Divisions and with external agencies. The only two staff in this section are the Division Director and Administrative Leadworker. FY 16 ACCOMPLISHMENTS            Marriott Residence Inn right-of-way purchase along Humphreys Street The HUB rezoning hearings Housing Program consolidation under new Executive Director New permitting/development fees considered by Council John Wesley Powell Area Improvement District moving forward with City funding Public Private Partnership (P3) on Milton Road continues to progress Advanced Juniper Point Project to decision point for moving forward PARA Grant submitted for 4th Street/I40 Bridges Transportation Tax Renewal Planning City/NAU Monument Signs on I40 Street Lighting to Enhance Dark Skies (SLEDS) Project started FY 17 NEW INITIATIVES AND GOALS       Complete John Wesley Powell Area Improvement District Preliminary Engineering and Assessment Study Entitle Public Private Partnership (P3) on Milton Road Progress Milton Corridor Pre-Design Report in partnership with ADOT Dispose of City Housing Section Property at Elden/Butler Advance Rio de Flag Project Advance 4th Street/I40 Bridges Project Annual Financial Plan Page 217 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 101 ADMINISTRATION 101 - COMMUNITY DEVELOPMENT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2014-2015 $ 250,166 42,379 14,597 $ 307,142 Adopted Budget 2015-2016 $ 257,993 47,134 11,378 $ 316,505 Estimated Expenditures 2015-2016 $ 257,993 47,134 11,378 $ 316,505 Proposed Budget 2016-2017 $ 260,824 47,134 11,378 $ 319,336 Budget-Budget Variance $ 2,831 $ 2,831 $ $ $ $ $ $ $ $ 319,336 319,336 $ $ $ $ 319,336 319,336 EXPENDITURES BY PROGRAM: General Administration TOTAL 307,142 307,142 316,505 316,505 316,505 316,505 2,831 2,831 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Community Development section operating budget has increased by 1%. There are no capital expenditures (> $10,000), resulting in an overall net increase of 1%. The Personnel Services increase of 1% is due to a market based pay increase as well as an increase in medical and dental insurance. Contractuals and Commodities remain at the same levels as last year. Community Development Annual Financial Plan Page 218 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 102 ENGINEERING MISSION The Community Development Division is a client-focused team that enables quality development, reinvestment and conservation of the natural and built environment through publicly adopted policies. PROGRAM DESCRIPTION The Engineering Section is made up of four programs: Capital Improvements (see Section 103), Transportation Engineering, Development Engineering and Engineering Inspection and Testing. FY 16 ACCOMPLISHMENTS Administration  Conducted Engineering Section staff meetings  Conducted Engineering Section Program Manager meetings  Toured completed, current and future projects with staff  Responded to the needs of Council, citizens, City Manager and other divisions/sections  Provided consistent leadership and support for the Engineering Section  Attended regular meetings with FUSD’s Assistant Superintendent of Operations  Attended regular coordination meetings with NAIPTA staff  Attended bi-monthly meetings with ADOT’s District Engineer and staff  Member of the Capital Improvements and Change Order Committees  Member of the Inter-Division Staff (IDS) development review team  Member of Flagstaff Metropolitan Planning Organization’s (FMPO) Technical Advisory Committee  Member of Community Development’s (CD) Development Oversight Team  Attended Council meetings, executive sessions and work sessions  Attended Transportation Commission meetings  Monitored and reported out on established performance measures for the Engineering Section Transportation Engineering  Ensured proper signal timing/operation of 57 city owned traffic signals and pedestrian actuated crosswalks  Managed signage/striping improvements associated with capital and private development projects  Addressed Citizen concerns/complaints related to the transportation network through use of internal tracking system, including a customer survey closeout process  Conducted 34 traffic studies and processed 37 work orders to ensure efficient/safe operation of the transportation network  Provided support for Traffic Impact Analyses associated with land development applications (Juniper Point, Canyon del Rio, The Hub, The Standard, The Lofts, TRAX, Country Club and I40, Timber Sky, Mill Town and other smaller traffic statements)  Provided private and capital plan reviews on numerous projects  Member of FMPO Technical Advisory Committee  Continued meeting with ADOT Flagstaff District staff to discuss mutual transportation issues  Supported the Transportation Commission to engage the public and provide forum for public input  Discussions with Transportation Commission as staff liaison on; La Plaza Vieja Neighborhood plan; NAIPTA’s request to remove a stop sign in Bow and Arrow; Loading Zone in Southside; Annual Transportation Tax Report; 5-Year Capital Program related to Transportation; and Beulah/University P3 update  Provided support for the North Fourth Street pedestrian crossings and sidewalk project  Continued developing projects related to the Highway Safety Improvement Program  In cooperation with the FMPO, continued developing revised Transportation Impact Analysis guidelines for private development projects Annual Financial Plan Page 219 City of Flagstaff COMMUNITY DEVELOPMENT           SECTION 102 ENGINEERING Continued collaborative efforts with NAU on the Beaver Street green bike lanes experiment and study Continued collaborative efforts with Texas A&M University (Texas Transportation Institute) on Rectangular Rapid and Circular Rapid Flashing Beacon effectiveness study In coordination with Capital Improvements developed plans and specifications for the Butler Avenue Corridor advanced signal timing project Managed Street Lighting to Enhance Dark Skies (SLEDS) consultant contract including stakeholder team chartering and project meetings with consultant (Monrad) as well as attended Citizen Lighting Committee meetings Supported the Student Housing Symposium and is a member of the Student Housing Task Force Supported Economic Vitality in establishment of Comprehensive Parking Management Plan Conducted trip generation student housing study and created a draft report Made several changes to the signing and striping of City parking lots in the downtown, to address issues related to ADA parking requirements Participated in the Inter-Division Staff (IDS) meetings Participated in the Engineering Standards Revision Committee Development Engineering  Reviewed numerous IDS applications for land development projects (pre-application, concept and site plans)  Reviewed and processed 39 construction plan applications for private development projects  Performed Single Point of Contact duties and managed construction phase, including Certificate of Occupancies, for a number of challenging high profile commercial and multi-family land development projects  Assisted internal divisions/sections/programs with service requests for field surveying, preparation and review of legal descriptions and records retention of as-built drawings for public infrastructure  Continued archival of dated records and drawings including relocation to records retention warehouse  Implemented new Innoprise permit and project tracking software  Continued to refine and simplify processes in order to improve internal/external customer service  Managed User Fee Analysis (conducted by Financial Services) on behalf of Community Development  Completed permitting, construction and acceptance of public improvements for Phase 2 of Presidio in the Pines  Completed plan review, permitting and construction of public improvements for Phase 1 of The Trax Engineering Inspection and Testing  Performed 15,888 inspections in the City-of-way  Performed 4,710 materials tests (asphalt, concrete and soils)  16 construction projects received a Final Letter of Acceptance  Reviewed and accepted 16 as-built drawings for public infrastructure projects  Inspected 120 Franchise Utility small permits in the City right-of-way  Inspected 100 Public Improvement small permits in the City right-of-way  There was no warranty work required on completed projects this fiscal year  Continued NICET (National Institute of Certification in Engineering Technologies) certifications for all staff  Ensured that Inspectors obtain ACI (American Concrete Institute) Concrete Field Testing – Grade I  Ensured that Inspectors obtain ATTI (Arizona Technical Testing Institute) Field  All inspectors received competent certification in Trench and Excavations as well as Confined Space Entry  No vehicle accidents in CY15  Successfully managed private sector consultant (ATL, Inc.) provided materials testing services with budget FY 17 NEW INITIATIVES AND GOALS Administration  Provide leadership and support for Engineering Section staff  Work closely with other Divisions/Sections to ensure thorough communication  Ensure a well-trained, team centered, client focused staff  Increase Engineering Section’s use of the City’s webpage Annual Financial Plan Page 220 City of Flagstaff COMMUNITY DEVELOPMENT      SECTION 102 ENGINEERING Promote Leadership’s culture and values Continue to improve citizen’s satisfaction with Engineering Section’s work Maximize use of Innoprise project tracking software and review with Council performance measures regarding processing of development applications Support City Manger’s Work Plan As member of Regional Transportation Plan Steering Committee, develop list of top priority transportation projects to be considered for renewal of 2000 Transportation Tax Transportation Engineering  Continue to support the Transportation Commission and its advisory committees to engage the public and establish positive working relationships  Work on the Regional Transportation Plan through the FMPO  In cooperation with the FMPO, explore and possibly develop revised Transportation Impact Analysis impact assessment techniques for pedestrian, bicycle and transit modes  Coordinate with Public Works and local astronomical community to develop revised Engineering Standards for roadway lighting  Continue to develop and create efficiencies in the Transportation Engineering’s customer service processing and tracking systems  Ensure successful operation of Butler/Huntington Corridor advanced signal timing project  Finalize Trip Generation Student Housing Report, by including additional apartment counts Development Engineering  Continue to implement the new Innoprise project tracking software into the program  Continue to refine and simplify processes in order to improve internal/external customer service  Continue to advance the new processes and procedures developed for compliance with House Bill 2443  Continue to review and process all land development and right-of-way permit applications in a timely and comprehensive manner  Continue to successfully coordinate the construction phase and C of O processes for commercial land development projects  Ensure proper records retention of construction plan record drawings for public infrastructure and ease of availability for our customers  Perform thorough reviews of civil construction plans in order to ensure new infrastructure is designed and constructed in compliance with the Engineering Design and Construction Standards and Specifications for New Infrastructure  Working with GIS staff, ensure team-centered approach for implementation of new address procedures and development record drawings  Work with City departments to develop an ongoing process for updates to the Engineering Standards  Adopt new processes and technology for conducting electronic plan review to reduce the amount of paper required for plan review Engineering Inspection and Testing  Encourage increased levels of NICET certifications through continued education and testing  Ensure reliable, quality infrastructure through implementation of the Engineering Design and Construction Standards and Specifications for New Infrastructure  Ensure compliance with approved plans and permitted conditions  Continue to provide timely inspections and materials tests for both Private Development and Capital Improvement projects  Continue to maintain an extremely low amount of warranty wok on construction projects  Continue to ensure the publics, contractor’s and staff’s safety on all permitted projects in the right-of-way  Coordinate with Utility Franchise Companies to ensure their permitted work is completed in a timely fashion  Continue to administer Materials Testing contract for professional services to be within allotted budget and to provide expected level of customer service. Annual Financial Plan Page 221 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 102 ENGINEERING PERFORMANCE MEASURES Priority: Regional Plan (2030) – Transportation, Safe and Efficient Multimodal Transportation (Goal T.2) Goal: Effective operation of the City’s transportation network Objective: Maintain and/or improve traffic, bicycle and pedestrian safety Type of Measure: Output Tool: Logged citizen complaints and operational observations Frequency: Regularly Scoring: Dashboard - Green (>80#) Trend:  CY14 CY15 CY16 CY17 Measures: Actual Actual Estimated Proposed Number of work orders provided to public 88 71 80 90 works plus number of traffic studies performed Priority: Regional Plan (2030) – Planning, Locating Facilities (Goal PF.2) Goal: Provide safe and functioning transportation, water, sewer and drainage systems for lasting use by our current and future residents Objective: Provide punctual and comprehensive customer service to ensure successful delivery of new infrastructure projects Type of Measure: Program outcome Tool: Project tracking by program staff of actual review time for applications compared to predetermined period of time for the type of application Frequency: Quarterly Scoring: Dashboard - Green (>90%) Trend:  CY14 CY15 CY16 CY17 Measures: Actual Actual Estimated Proposed On-time review of land development 100% 100% 100% 100% applications Priority: Regional Plan (2030) – Planning, Locating Facilities (Goal PF.2) Goal: Provide safe and functioning transportation, water, sewer and drainage systems for lasting use by our current and future residents Objective: Increase contractors’ understanding of the City’s Engineering Standards through improved communication regarding approved plans and specifications in order to improve construction quality Type of Measure: Program outcome Tool: Daily Materials/Laboratory Reports Frequency: Monthly Scoring: Dashboard - Green (>95%) Trend:  CY14 CY15 CY16 CY17 Measures: Actual Actual Estimated Proposed Percentage of Lab tests performed that meet 98% 97% 98% 98% or exceed appropriate criteria after the initial test Annual Financial Plan Page 222 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 102 ENGINEERING Type of Measure: Program outcome Tool: Daily Inspection Reports Frequency: Monthly Scoring: Dashboard - Green (>95%) Trend:  Measures: Percentage of projects that do not have any corrective work issues that arise during the one-year warranty period SECTION: CY14 Actual 100% CY15 Actual 100% CY16 Estimated 100% CY17 Proposed 100% 102 - ENGINEERING EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2014-2015 $ 1,259,447 204,042 4,018 $ 1,467,507 Adopted Budget 2015-2016 $ 1,456,679 239,378 (153,653) $ 1,542,404 Estimated Expenditures 2015-2016 $ 1,456,679 239,378 (153,653) $ 1,542,404 Proposed Budget 2016-2017 $ 1,492,284 251,978 (162,053) $ 1,582,209 Budget-Budget Variance $ 35,605 12,600 (8,400) $ 39,805 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Transportation Engineering Development Engineering Public Works Inspection Materials Testing TOTAL $ 204,248 219,492 457,347 423,947 162,472 1,467,507 $ 205,108 213,373 522,655 601,268 1,542,404 $ 205,108 213,373 522,655 601,268 1,542,404 $ 209,192 348,322 424,674 600,021 1,582,209 $ 4,084 134,949 (97,981) (1,247) 39,805 SOURCE OF FUNDING: GENERAL FUND HIGHWAY USER REVENUE FUND STORMWATER FUND $ $ 1,202,827 379,382 1,582,209 COMMENTARY: The Engineering section operating budget has increased by 3%. There are no capital expenditures (> $10,000), resulting in an overall net increase of 3%. The Personnel Services increase of 2% is due to a market based pay increase as well as an increase in medical and dental insurance. Contractuals increases of 5% are due to one-time equipment maintenance costs ($10,000) and increase in ongoing utility costs ($2,200). Commodities increase of 5% is due to the restructuring of budget line items to better meet department goals. Annual Financial Plan Page 223 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 103 CAPITAL IMPROVEMENTS MISSION The Capital Improvements Program provides for the delivery of high quality community projects that improve the quality of life for the citizens of Flagstaff through the efficient management of public resources. PROGRAM DESCRIPTION The Capital Improvements Program coordinates the development of the City’s 5-year Capital Plan and provides individual project planning and delivery for Capital Improvements projects. The Program is responsible for project planning, programming (budget, schedule, scoping) and administration of design and construction services for City facilities and infrastructure while ensuring program accountability through public involvement. FY 16 ACCOMPLISHMENTS                Managed/administered design and construction of numerous city projects, including 1 year warranty period Facilitated Capital Improvements Committee quarterly meetings to provide internal review and oversight Continued project definition and development efforts through project scoping for programmed projects Coordinated planning/programming of 5-year plans for Division 75 (FUTS) and Transportation Tax Continued Rio de Flag project coordination with Army Corps of Engineers Completed construction of Innovation Mesa Business Accelerator/Secondary EOC Continued project management services for several water/sewer replacement projects including Switzer Canyon Transmission Main Phase II and III, Bonito Street water/sewer and Leroux Street water/sewer replacements Continued delivery of Transportation Tax funded projects including West/Arrowhead, Brannen Homes Sidewalk, Beulah/University Realignments, Industrial Drive, Franklin Safety Improvements and Fourth Street Pedestrian Crossings Continued coordination with ADOT on the Pine Knoll Safe Routes to School, Fourth Street FUTS, Butler FUTS and B40 Overlay projects Coordinated with ADOT for delivery of Highway Safety Improvements Program (HSIP) projects including Transverse Pavement Markings, Guardrails, Beulah Bike Lanes, Switzer/Turquoise Roundabout and sign reflectivity Began work on full reconstruct projects and Utility Replacements and Overlays bundled projects associated with the Road Repair and Street Safety Initiative Continued work on Adaptive Signal Control Technology for the Butler/Huntington Corridor (Beaver to Fourth) Managed delivery of numerous FUTS projects including the Florence/Walnut Pedestrian/Bicycle underpass, Hospital Rim FUTS, Switzer Mesa FUTS, Pulliam FUTS and Country Club FUTS Completed delivery of CDBG funded Arroyo Park improvements Commenced delivery of Visitor Center Train Platform Rehabilitation FY 17 NEW INITIATIVES AND GOALS     Ensure development and completion of all public facilities and infrastructure in a manner that promotes the effective delivery (on-time commitment and within approved budget) of basic services and assures the public’s safety Provide assistance and expertise to develop a strategic plan to advance delivery of the Rio de Flag 100 year flood control project Maintain well trained and team-centered staff Track continuous improvement of internal processes to ensure timely delivery of projects while complying with all policy and legal requirements Annual Financial Plan Page 224 City of Flagstaff COMMUNITY DEVELOPMENT      SECTION 103 CAPITAL IMPROVEMENTS Enhance recurring communication with internal clients and stakeholders and provide regular comprehensive project reporting Continue to ensure an appropriate level of public involvement and accountability Continue facilitation of the capital planning process and five-year capital program to assure the most effective allocation of the City’s capital resources Continue delivery of Transportation Tax, Road Repair and Street Safety Tax, FUTS, Utility Replacement, General Government (Bond Funded) and ADOT/HSIP administered projects Continue delivery of the next phase of Sunnyside Improvements as funding through sale of AutoMall lots PERFORMANCE MEASURES Priority: Regional Plan (2030) – Planning, Locating Facilities (Goal PF.2) Goal: Fiscal responsibility Objective: Deliver capital projects within approved budgets Type of Measure: Program outcome Tool: Aggregated data from database that tracks projects completed within 105% of approved budget Frequency: Quarterly (using a 12-month moving trend) Scoring: Dashboard – Green (>90%) Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Percentage of projects completed within 5% of 90% 91% 90% 90% authorized amount Priority: Regional Plan (2030) – Planning, Locating Facilities (Goal PF.2) Goal: Establish effective Work Program and maintain community trust Objective: Deliver capital projects within approved schedule Type of Measure: Program outcome Tool: Aggregated data for projects completed as defined by the schedule at the time of Council award of construction Frequency: Quarterly (using a 12-month moving trend) Scoring: Dashboard – Green (>90%) Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Percentage of projects completed within three 97% 94% 90% 90% months of accepted schedule Annual Financial Plan Page 225 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 103 CAPITAL IMPROVEMENTS 103 - CAPITAL IMPROVEMENTS EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2014-2015 $ 706,192 11,349 (889,530) $ (171,988) Adopted Budget 2015-2016 $ 892,120 18,092 (1,022,909) $ (112,697) Estimated Expenditures 2015-2016 $ 892,120 18,092 (1,022,909) $ (112,697) Proposed Budget 2016-2017 $ 873,191 18,092 (1,022,909) $ (131,626) Budget-Budget Variance $ (18,929) $ (18,929) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Capital Improvement Engineering ADOT Project Coordination 5 Year Capital Program Development TOTAL $ 33,907 (273,165) 13,903 53,368 (171,988) $ 30,183 (142,880) (112,697) $ 30,183 (142,880) (112,697) $ 30,183 (161,809) (131,626) $ $ (131,626) (131,626) $ (18,929) (18,929) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Capital Management operating budget has increased 17% and there are no capital expenditures planned. Personnel Services decreases are due to staff retirements in the prior year net of a market based pay increase as well as an increase in dental and health insurance. The Capital Management Section is allocated to the sections it provides services for based on an hourly rate percentage. All costs plus the administrative overhead assigned to the section are allocated. Annual Financial Plan Page 226 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 104 PLANNING AND DEVELOPMENT SERVICES MISSION The mission of the Community Development Division is to be a client-focused team that enables quality development, reinvestment and conservation of the natural and built environment through publicly adopted policies and plans. PROGRAM DESCRIPTION The Planning and Development Services Section is responsible for working closely with applicants, other City staff and the general public to process cases from the conceptual idea stage through formal applications, building plan review, building inspection and final occupancy approval. This section is also responsible for long-range comprehensive planning, processing changes to the Regional Plan and various titles in the City Code including the Zoning Code and the Building Code. Our customers include the general public, developers, trade groups, other city and county staff, the Planning and Zoning Commission and the City Council. The Section is divided into three programs. The Current Planning Program is responsible for education, administration and implemention of the adopted Zoning Code and Flagstaff Regional Plan 2030. The Program provides single point of contact service to both our clients and our various customers by coordinating Citywide conditions and comments through the Inter-Divisional Staff meetings. The Program also provides customer service to external and internal clients and is the information hub to the Community Development Division for all activities that are funneled though the front counter. The front counter receives and disseminates various applications, reviews applications for completeness, provides direct customer support to all, issues permits and reviews applications such as site plans, rezoning and subdivision plats. The combined Building Safety Program is responsible for the education, administration and enforcement of the provisions of the various International model codes and energy code, and adopting changes to Title 4 of City Code for building code amendments regulating construction. This program consists of a plan review group that reviews both residential and commercial construction plans, and an inspection group which conducts on-site inspections to ensure compliance with applicable codes and ordinances, to abate life safety hazards and unsanitary conditions and to facilitate future development in the City of Flagstaff. Staff provides our clients with the highest level of progressive interpretation of requirements which assist in problem solving to achieve the clients’ goals for timely issuance of construction permits and project completion. The Comprehensive Planning and Code Compliance Program established in January 2013 combines the City’s Comprehensive Planning functions with the Code Compliance Program under the supervision of the Comprehensive Planning and Code Administrator. Comprehensive Planning staff is responsible for engaging the community to participate in developing comprehensive planning for the preservation and growth of a sustainable Flagstaff through the creation, adoption and implementation of the Regional Plan and Neighborhood Specific Plans. It also provides technical assistance to City departments and outside agencies to ensure proposed developments, programs, master plans, and goals and policies support the vision of the Regional Plan. Code Compliance staff promotes the health, well-being and general quality of life for the citizens of Flagstaff through the fair and consistent interpretation, administration of and timely updates to the City Code. The codes enforced include those in zoning, solid waste, rights of way, nuisance and licensing. In addition, the program manages volunteers who participate in graffiti abatement and education. Ensuring that the Zoning Code is up-to-date and coordinated with the Regional Plan is also a priority. Work will continue on various amendments to the City Code and implementation of the Flagstaff Regional Plan 2030. Annual Financial Plan Page 227 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 104 PLANNING AND DEVELOPMENT SERVICES FY 16 ACCOMPLISHMENTS Planning for Growth and Customer Service Current Planning  Current Planning Manager serves as the staff liaison and provides administration to the Planning and Zoning Commission  Current Planning improved and refined the Development Review process that coordinates comments from all city sections on development proposals, the single-point-of-contact service provides excellent customer service in processing the various types of development proposals  Configured Innoprise software to Community Development module for all permits and processes to replace Kiva  Improved the Concept Applications process, which allows our clients to obtain a consensus of a proposed development prior to seeing a site plan review; this modification is a direct response from our customers to streamline our requirements without an unduly burden for the applicant nor for staff  Updated the Current Planning Business Practices manual; the manual fully documents all of the business processes, steps, requirements and techniques related to Current Planning  Initiated a refinement tracking system of all permits, process and procedures related to the front counter; audited all permit applications to maintain updated requirements, processing and procedures  The Current Planning Program reviewed a total of 128 concept and site plan proposals throughout the review period  Assisted with the detailed review of approximately 118 miscellaneous building permits during the fiscal year  Continue to process lot-split requests; the Current Planning Program management processed 66 lot splits during the year  Implemented and educated clients concerning the zoning code  Continued to provide assistance to the Housing Section on work force housing projects; the Current Planning Program discusses affordable housing with the various rezoning, site plan and subdivision applications  Current Planning Program has submitted comments concerning proposed developments with the County Planning Division as agreed with the regional mutual review system; the Section also received comments from the County on proposals adjacent to the City Limits  Assisted Comprehensive Planning Program with FRP2030 implementation  Refined the single point of contact system in concert with the development review process  Member of the State of Arizona P3 committee  Completed pre-development agreement between Vintage Partners LLC, City and ADOT  Completed the Annexation and Rezoning for the Core Services Maintenance Facility  Processed annexation application for the remaining Gore Properties for future expansion  Updated the Current Planning and Front Counter Procedures and Processes manuals  Managed and operated CD TV that informs our clients, customers and stakeholders of current events  The Planning and Zoning Commission is represented on the Open Spaces Commission, Board of Adjustment and Water Commission  Updated and streamlined the Concept Review checklist  Assisted in the Zoning Code amendments Comprehensive Planning and Code Compliance Program  Completed the first Flagstaff Regional Plan Annual Report  Launched the Flagstaff Community Forum (an online citizen engagement tool) in coordination with City Communications staff and the FMPO  Adoption of the La Plaza Vieja Specific Plan on October 25, 2015  Adoption of the first amendments to the Flagstaff Regional Plan regarding Map 25 (Road Network Illustration) on December 1, 2015 as well as for the Core Services Yard  Incorporated Regional Plan data into City GIS servers and applications  Initiation of amendments to Chapter III of the Flagstaff Regional Plan (How this Plan Works) with particular reference to amendment procedures for adoption in late-summer 2016 Annual Financial Plan Page 228 City of Flagstaff COMMUNITY DEVELOPMENT            SECTION 104 PLANNING AND DEVELOPMENT SERVICES Staff participation in a working group established to provide recommendations to the Council on student housing issues Completion of a comprehensive suite of amendments to the Flagstaff Zoning Code that was adopted by the Council on February 16, 2016 Preparation of amendments to the Sign Standards division of the Flagstaff Zoning Code in response to the Reed v. Town of Gilbert sign case, which is anticipated to be adopted in April 2016 Preparation for the development of a High Occupancy Housing ordinance and associated amendments to the Regional Plan with a separate policy document anticipated to be adopted in late 2016 With the cooperation of the City’s SEMS staff the volunteer coordinator position and all volunteer activities were transferred from the Comprehensive Planning and Code Compliance Program to SEMS The Graffiti Busters program continues to be extremely successful with an increase in graffiti abatements being recorded this fiscal year; to date 735 cases have been recorded as of February 2016 Ongoing work on the abatement of dangerous and unsightly buildings using existing City Codes and procedures, and through the utilization of a database of all suspected or identified distressed properties; in the fall of 2013 this database included 39 distressed properties, since then the majority of distressed properties have been either abated or buildings in violation demolished, mostly by the property owner; as of February 2016 an estimated 15 remain on the list Ongoing enforcement of sidewalk violations including, for example, failure to remove snow and ice and failure to keep sidewalks clear from overgrown vegetation; do far in FY 2016 over 300 cases have been recorded and abated Ongoing participation in neighborhood cleanups in support of local organizations; one example of such a clean-up occurred on July 2015 in Switzer Wash near the Walmart on Huntington Drive Ongoing support of the Solid Waste Section through active enforcement of solid waste code violations; so far in FY 2016 130 solid waste cases have been recorded and abated Ongoing cooperative relationship with the County Adult Probation Program to retrieve shopping carts and return them to stores; so far in FY 2016 over 700 carts have been picked-up and returned to their owners Building Safety  Implemented Bluebeam Plan Review software for electronic plan review  Configured and implemented the Innoprise permitting software for Building Safety  Began resulting field inspections in real-time through iPad and iPhone  Streamlined plan reviews through the 1-3 day plan review for small projects  Kept 99% of field inspections on a next day response time  Worked on succession plan for future retirements  Had Bill introduced into State Legislature to revise State Statute 32-144  Reviewed building plans for mixed use projects, “The Standard” and “The Lofts” in house instead of sending to 2nd party plan review  Wrote and received approval for an Unpermitted Construction Policy for work that was done without a permit  There were no personnel accidents or job injuries for Building Safety FY 17 NEW INITIATIVES AND GOALS Current Planning  Provide assistance to the Community Code Administration section on the subdivision amendments to Chapter 11 of City Code  Implement the Regional Land Use and Transportation Plan and administer the Zoning Code trough the review of development applications  Refine the new Development Review Process and improve the single point of contact system with the inclusion of SB 2443  Continue to process miscellaneous building permits, lot-split request and coordinate land sync system  Provide Current Planning Program staff assistance to implementing the Tracking software to mirror our many development processes Annual Financial Plan Page 229 City of Flagstaff COMMUNITY DEVELOPMENT    SECTION 104 PLANNING AND DEVELOPMENT SERVICES Continue to participate in the City/County mutual review system Continue to provide Planner of the Day services to the general public by telephone and front counter services Provide excellent customer service Comprehensive Planning and Code Compliance Program  Completion of a comprehensive new High Occupancy Housing ordinance and associated amendments to the Regional Plan with a separate policy document anticipated to be adopted in late 2016  Outreach with ADOT and other related agencies on transit, safety and congestion in the South Milton Corridor  Adoption of amendments to Chapter III of the Flagstaff Regional Plan (How this Plan Works) with particular reference to amendment procedures in late-summer 2016  Completion of the next Regional Plan Annual Report  Launch an online interactive Regional Plan map in cooperation with the City’s GIS Section  Prepare for and commence updates to City Code Title 11 (General Plans and Subdivisions)  Complete a round of annual amendments to the Flagstaff Zoning Code  Prepare for and commence amendments to the City Code to update maintenance standards for property  Ongoing code compliance work and community service on clean-up projects to improve the quality of life of Flagstaff residents Building Safety  Purchase and install external hard drive so as to scan and store all reviewed building plans electronically  Purchase new monitors for electronic plan review  Fully implement an electronic plan review process  Develop the Citizen Access portion of Innoprise to handle electronic plan submittals and what Citizens can view  Continue to find ways to speed up plan review and conduct better inspection practices  Replace I-pads with laptops to improve efficiency and allow for printing correction notices in the field  Get printers for inspector’s computers in the field to print corrections PERFORMANCE MEASURES Regional Plan Implementation The Current Planning program implements the Flagstaff Regional Plan 2030 though the review and processing of private and public projects. The Regional Plan employs a progressive and comprehensive array of “smart growth” principles such as mixed use, compact urban form and growth boundaries, redevelopment, infill, park and recreation development, open space conservation, minimum densities, walkable neighborhoods, affordable/mixed income housing, neighborhood conservation, multi-modal transportation, regional coordination, protection of industrial sites and targeted economic development strategies. The strategy now underway is to plan, design and build specific projects that incorporate those principles at the neighborhood level and optimally match up potential and opportunity with location and timing. The premise of this overall strategy is that significant private and public projects, grounded in market economics, are planned and built at the optimal time and locations within the city and should occur on a regular basis, and from time to time the City will take a role to foster and lead those projects. Then over time, and inside the City’s Urban Growth Boundary, the markets will develop an inventory of reinvestment sites, partnerships, corridors, neighborhoods and districts, all of which can offer viable choices for quality public, private investment and partnerships respond to the individual market forces and opportunities for those areas, and keep the city and region in a competitive position to grow the region’s economy, while offering a real alternative to urban sprawl and peripheral expansion. Annual Financial Plan Page 230 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 104 PLANNING AND DEVELOPMENT SERVICES Priority: Management - Effective Governance Goal: Provide development project applicants all the information needed at the earliest opportunity to secure approval of a quality project while providing for safe and functioning transportation, water, sewer and drainage systems for lasting use by current and future residents and visitors Objective: Provide punctual and comprehensive client focused site plan review to enable quality development Type of Measure: Program output Tool: Project tracking software/Program Manager Analysis Frequency: Each application Scoring: Percentage of occurrence Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Actual Proposed Percent of land development applications 98% 99% 99% 99% approved without “surprise” conditions when conceptual to site plan was not altered or modified by the applicant/developer Type of Measure: Program output Tool: Project tracking software/Program Manager Analysis Frequency: Each permit issued Scoring: Percentage of occurrence Trend:  CY 14 Measures: Actual Percent of building permits issued without 94% “surprise” construction plan conditions of approval CY 15 Actual 95% CY 16 Estimates 95% CY 17 Proposed 95% Council Priority: Transportation Goal: To support implementation of the Regional Plan within activity centers, economic corridors and gateways Objective: Contribute to Milton Corridor Study being conducted by the FMPO Type of Measure: Policy effectiveness Tool: Report on project progress Frequency: Quarterly Scoring: Percent completed to meet deadline Trend:  CY 14 Actual CY 15 Actual CY 16 Estimated CY 17 Proposed Participate in micro-simulation study of transportation and mobility for South Milton Avenue 70% 90% 100% 100% Regional Transportation Plan update and Spine Route Study N/A N/A 100% 100% Measures: Annual Financial Plan Page 231 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 104 PLANNING AND DEVELOPMENT SERVICES Council Priority: Regional Plan Implementation Goal: Balance housing and employment land uses with the preservation and protection of our unique natural and cultural setting Objective: Policy LU 4.1 Develop neighborhood plans, specific plans, areas plans and master plans for neighborhoods, activity centers, corridors and gateways; Policy LU 4.2 Utilize the following as guidance in the development process: Natural Environment maps, Environmental Planning and Conservation policies, Considerations for Development, Cultural Sensitivity, Historical Preservation maps and Community Character policies, while respecting private property rights Type of Measure: Progress on, and completion of, Regional Plan implementation; pursue the adoption of neighborhood, specific, area and master plans Tool: Annual Report and interactive mapping application updates; neighborhood and Area Plan work Frequency: Quarterly Scoring: Percent completed to meet deadline Trend:  CY 15 Actual CY 16 Estimated CY 17 Proposed Publish annual report for the Flagstaff Regional Plan 100% 100% 100% Update background maps listed in Policy LU 4.2 in the Regional Plan with current data (coincides with the annual report) N/A N/A 100% La Plaza Vieja Neighborhood Plan (updated for 100% new Regional Plan) presented to and adopted by Council 100% N/A N/A Milton Corridor Study 90% 100% N/A High Occupancy Housing Regional Plan and N/A Zoning Code amendments N/A 100% N/A Regional Plan amendments – Chapter III N/A 30% 100% N/A City Code Title 11 amendments N/A N/A 30% 100% Measures: Annual Financial Plan CY 14 Actual - Page 232 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 104 PLANNING AND DEVELOPMENT SERVICES Priority: Management - Effective Governance Goal: (A) Zoning Code check-in and analysis of the process/implementation: facilitate the creation and adoption of community supported, innovative and comprehensive amendments to the Zoning Code; (B) Increase public awareness of, and participation in, the process for amending the Zoning Code Objective: (A) Adoption of amendments to the Zoning Code on schedule and within budget; (B) Significantly increase efforts for public awareness of, and participation in, determining the future “look and feel” of Flagstaff with increased public support Type of Measure: (A) Output; (B) Policy outcome Tool: (A) Progress reports (B) Weighted average of the following targets: • Community stakeholders and organizations: Target at 80% attendance and 80% participation • General public: Major meeting: target at 20 public members attending; Minor meetings: target at 12 public members attending Frequency: Quarterly Scoring: (A) Percent completed to meet deadline; (B) New measure Trend:  Measures: (A) Zoning Code Amendment Milestones (percent completed) Measures: (B) Zoning Code (Percent major meeting public attendance goal) Zoning Code (Percent minor meeting public attendance goal.) CY 14 Actual CY 15 Actual CY 16 Estimated CY 17 Proposed 100% 100% 100% 100% CY 14 Actual CY 15 Actual CY 16 Estimated CY 17 Proposed 95% Ongoing Ongoing Ongoing 95% Ongoing Ongoing Ongoing Priority: Management - Effective Governance Goal: To courteously enforce community values within neighborhoods Objective: Through continued education, community outreach, compliance activities and volunteer programs for such issues as removal of shopping carts, old tires, appliances, litter and graffiti abatement to foster clean, safe and orderly neighborhoods Type of Measure: Program outcome Tool: Participation by staff Frequency: Large neighborhood cleanups will continue to be organized a minimum of two times per year; other cleanups by volunteer groups will continue, on average one per week Scoring: 60% Progressing CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Continue to respond to complaints and address neighborhood compliance issues proactively by, for example, attending neighborhood meetings Ongoing Ongoing Ongoing Ongoing Ensure the timely removal of graffiti through the “Graffiti Busters” program Ongoing Ongoing Ongoing Ongoing Expand the Shopping Cart Retrieval Program Ongoing Ongoing Ongoing Ongoing Annual Financial Plan Page 233 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 104 Tool: Survey or tracking of staff contacts with residents Frequency: Monthly report Scoring: 75-90% Average Trend:  CY 14 Measures: Actual Measure response to staff contact with 90% residents by recording compliments and complaints PLANNING AND DEVELOPMENT SERVICES CY 15 Actual 90% CY 16 Estimated 90% CY 17 Proposed 90% Priority: Management - Customer Service Goal: Timely processing of development applications through the Internal Staff Review, Planning and Zoning Commission and Council process while increasing public awareness in the process and support for the resultant built environment Objective: (A) Approval of development proposals that support the City’s Economic Vitality, Environmental and Affordable Housing goals; (B) Determine support for resultant built environment Type of Measure: (A) Output; (B) Policy outcome Tool: (A) Statistical counts; (B) Survey clients on overall success Frequency: (A) Quarterly; (B) Annually Scoring: (A) New measure; (B) New measure Trend: New measure Measures: (A) Percent of development applications that meet two or more of Council policies Measures: (B) Percent of built projects that meet scoring target CY 14 Actual 98% CY 15 Actual 98% CY 16 Estimated 98% CY 17 Proposed 98% CY 14 Actual 98% CY 15 Actual 98% CY 16 Estimated 98% CY 17 Proposed 98% Council Priority: Regional Plan Implementation Goal: To support efficient implementation of the Flagstaff Regional Plan Objective: Integrate the Regional Plan goals into existing City processes and programs and educate City employees on their roles in implementing the Regional Plan Type of Measure: Policy efficiency Tool: Internal education and training Frequency: Quarterly Scoring: Percent completed to meet deadline Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Identify and update Regional Plan for 30% 60% 100% 100% clarification of land use and transportation issues Major Plan Amendment to correct legal 25% 100% N/A N/A deficiency in Map 25: Road Network Illustration Annual Financial Plan Page 234 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 104 PLANNING AND DEVELOPMENT SERVICES Priority: Management - Effective Governance Goal: Ensure safety of new construction Objective: (A) Ensure building code and construction practices meet all safety requirements; (B) High customer satisfaction Type of Measure: (A) Output; (B) Policy outcome Tool: (A) Statistical counts; (B) Survey applicants on satisfaction with review process Frequency: (A) Quarterly; (B) Annually Scoring: (A) New measure; (B) New measure Trend: New measure CY 14 CY 15 CY 16 CY 17 Measures: (A) Actual Actual Estimated Proposed Percent of error-free plan reviews 100% 100% 100% 100% 100% 100% 100% Percent of error-free building inspections 100% Measures: (B) Percent of contractor rating plan review as satisfactory or better Percent of builders rating building inspections as satisfactory or better Annual Financial Plan CY 14 Actual 98% CY 15 Actual 98% CY 16 Estimated 98% CY 17 Proposed 98% 98% 98% 98% 98% Page 235 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 104 PLANNING AND DEVELOPMENT SERVICES 104 - PLANNING AND DEVELOPMENT SERVICES EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2014-2015 $ 2,046,183 76,998 57,303 $ 2,180,484 Adopted Budget 2015-2016 $ 2,102,782 127,120 69,817 $ 2,299,719 Estimated Expenditures 2015-2016 $ 2,102,782 124,620 69,817 $ 2,297,219 Proposed Budget 2016-2017 $ 2,286,300 248,120 60,801 $ 2,595,221 Budget-Budget Variance $ 183,518 121,000 (9,016) $ 295,502 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Advanced Planning Building Plan Review Building Inspection Current Planning Code Compliance Code Compliance-SEMS TOTAL $ 214,622 162,188 387 821,560 604,142 206,568 171,018 2,180,484 $ 209,583 172,273 889,116 617,986 200,808 209,953 2,299,719 $ 209,583 169,773 889,116 617,986 200,808 209,953 2,297,219 $ 236,615 238,318 1,086,943 645,123 204,719 183,503 2,595,221 $ $ 2,595,221 2,595,221 $ 27,032 66,045 197,827 27,137 3,911 (26,450) 295,502 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Planning and Development Section operating budget has increased by 13%. There are no capital expenditures (> $10,000), resulting in an overall net increase of 13%. The Personnel Services increase of 9% is due to a market based pay increase as well as an increase in medical and dental insurance, net of the addition of 1.0 FTE for a Building Inspector and the transfer of a Volunteer Coordinator (.48 FTE) to Environmental Management. Contractuals increases of 95% are due to one-time authorizations for outside services ($23,000); contracting services for plans ($15,000), and consultant fees ($97,500). Commodities decreases of 13% reflect the reallocation of line items within the Section. Mayor Nabours Annual Financial Plan Page 236 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 105 HOUSING MISSION The mission of the Housing Section is to provide enabling programs and policies for decent housing, a suitable living environment and economic opportunity to the residents of Flagstaff, in particular Flagstaff’s workforce and low/moderate income households thus fostering a diverse and sustainable community. PROGRAM DESCRIPTION The Housing Section administers the Community Development Block Grant Entitlement Program; provides technical assistance to non-profits in the community seeking Federal or State funding to provide services for low or moderate income members of the community; designs and implements new affordable housing programs as funding allows, such as the Community Land Trust Program; works with the greater housing community to develop City policies encouraging private sector solutions for affordable housing; works to encourage development of affordable housing not related to policy; provides information to the community and City Council as requested on affordable and workforce housing issues; and facilitates public participation or provides support for numerous community planning processes and documents. FY 16 ACCOMPLISHMENTS Division 19  Revamped Izabel homes delivery to include partnership with Habitat for Humanity of Northern Arizona, sold one newly constructed Izabel Home to a qualified household  Designed and implemented the Employer Assisted Housing Program for the Police Department (for sworn and dispatch personnel) – Assisted four households in CY 2015  Continued contract management with Housing Solutions of Northern Arizona for long term administration of Izabel Homes  Administered all aspects of the permanent affordability program o Managed right of first refusal, resale and client requests for 29 deed restricted homes o Post purchase support for Izabel and Habitat land trust program homeowners o Contract and relationship management for partners providing affordability administration (Housing Solutions of Northern Arizona and Habitat) o Obtained a verbal financial commitment toward affordable housing from The Hub o Conducted a public meeting to receive community input on possible uses for City owned parcel at 308 Elden  Administered development agreements for 91 permanently affordable rental housing units: Ridge at Clear Creek and Elevation Apartments  Administered the Incentive Policy for Affordable Housing and associated Incentive Fund  Assisted developers applying for Low Income Housing Tax Credits  Implemented use of Innoprise ComDev software for Housing signoff on all developments  Assisted Townsite Community Land Trust with start-up  Participated in developer negotiations as appropriate with Development Services  Owner Occupied Housing Rehabilitation (OOHR) o Completed three OOHR projects o One OOHR project in process on 12/21/15 o OOHR program monitored by Arizona Department of Housing (ADOH) and US Department of Housing and Urban Development (HUD) with no findings Annual Financial Plan Page 237 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 105 HOUSING Continued partnership with Coconino County for administration of the County’s Housing Rehabilitation program Assisted in the Relocation Policy and Student Housing policy effort Assisted with the La Plaza Vieja neighborhood planning effort Participating in coordinated assessment community planning effort o    Division 31  Provided CDBG funding to benefit vulnerable populations as awarded by Council o DNA People’s Legal Services – Eviction Prevention o Catholic Charities – Homeless Outreach Operations o Flagstaff Shelter Services – Operational Assistance for Housing Services o Coconino County Community Services – Housing Stabilization o Northland Family Help Center – Shelter Renovations o The Guidance Center – ADA Improvement Project o Catholic Charities – Bridge House Rehabilitation o Housing Solutions of Northern Arizona – Affordable Rental Development o City of Flagstaff - Owner Occupied Housing Rehabilitation  Lead agency for the 2015 Project Homeless Connect  Lead agency for the 2015 Coconino County Point in Time  Served on the Executive Board for the local Continuum of Care  Participated actively in the Coconino County Action Advisory Board  Participated actively in the Closing the Gap Committee  Administered Federal and State grants successfully  Continued public education on fair housing and landlord/tenant laws FY 17 NEW INITIATIVES AND GOALS     Complete merger with City of Flagstaff Housing Section and Housing Authority, both functionally and physically Issue RFP for use of land at 308 Elden Assist in High Occupancy Housing planning effort as needed Explore options to increase rental housing units on City owned land  Update Incentive Policy PERFORMANCE MEASURES Regional Plan Priority: Regional Plan (2030) - Housing and Neighborhoods Goal: To assist 95% of clients within identified time frames Objective: Service delivery Type of Measures: Output Tool: Statistical counting Frequency: Quarterly Trend:  CY 14 CY 15 Measures: Actual Actual Clients assisted within identified time frames 100% 100% Annual Financial Plan Page 238 CY 16 Estimated 100% CY 17 Proposed 100% City of Flagstaff COMMUNITY DEVELOPMENT SECTION 105 HOUSING Regional Plan Priority: Regional Plan (2030) - Housing and Neighborhoods Goal: Administer grant funding in full compliance with funding source requirements Objective: Planning and delivery Type of Measure: Outcome Tool: Compilation of evaluation reports Frequency: Annually, dependent on Federal and State feedback Scoring: 100% Trend:  CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Percentage of compliance achieved with 100% 100% 100% requirements for grants received from the State and Federal governments SECTION: CY 17 Proposed 100% 105 - HOUSING EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2014-2015 $ 289,329 7,146 (61,988) $ 234,487 Adopted Budget 2015-2016 $ 297,462 9,258 (58,054) $ 248,666 Estimated Expenditures 2015-2016 $ 297,462 9,258 (58,054) $ 248,666 Proposed Budget 2016-2017 $ 321,103 9,158 (57,954) $ 272,307 Budget-Budget Variance $ 23,641 (100) 100 $ 23,641 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Land Trust TOTAL $ 164,051 70,436 234,487 $ 165,368 83,298 248,666 $ 165,368 83,298 248,666 $ 267,207 5,100 272,307 $ $ 272,307 272,307 $ 101,839 (78,198) 23,641 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Housing Section operating budget has increased by 10%, with no capital items. The Personnel Services increase of 8% is due to a market based pay increase as well as an increase in medical and dental insurance. Contractuals and Commodities overall remain at the same levels as prior year budget. Annual Financial Plan Page 239 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 106/107 COMMUNITY HOUSING SERVICES 106 - COMMUNITY HOUSING SERVICES EXPENDITURES BY CATEGORY: Contractuals Commodities TOTAL Actual Expenditures 2014-2015 $ 100,636 4 $ 100,640 Adopted Budget 2015-2016 $ 883,782 $ 883,782 Estimated Expenditures 2015-2016 $ 339,845 $ 339,845 Proposed Budget 2016-2017 $ 838,942 $ 838,942 Budget-Budget Variance $ (44,840) $ (44,840) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Revolving Loan - General Fund Workforce Housing Incentives Workforce Housing Development Land Acquisition-GF TOTAL $ 4 100,636 100,640 $ 33,000 90,001 128,613 1 632,167 883,782 $ 51,232 35,583 1 253,029 339,845 $ 33,000 118,770 193,031 1 494,140 838,942 $ $ 838,942 838,942 $ 28,769 64,418 (138,027) (44,840) SOURCE OF FUNDING: HOUSING AND COMMUNITY SERVICES FUND COMMENTARY: The Community Housing Services operating budget has decreased by 5%, with no capital items. There are no personnel services. Contractuals decreases of 5% are due to decreases in other miscellaneous services for affordable housing land and building acquisitions. There are no commodities for this section. There is no major capital (>$10,000) for this section. SECTION: 107 - COMMUNITY HOUSING GRANTS EXPENDITURES BY CATEGORY: Contractuals Commodities TOTAL Actual Expenditures 2014-2015 $ 112,705 13,556 $ 126,261 Adopted Budget 2015-2016 $ 1,353,168 $ 1,353,168 Estimated Expenditures 2015-2016 $ 180,956 $ 180,956 Proposed Budget 2016-2017 $ 1,130,000 $ 1,130,000 Budget-Budget Variance $ (223,168) $ (223,168) $ $ $ $ $ EXPENDITURES BY PROGRAM: AZ Housing Trust Funds Home Grant Rehab Coconino County Housing Grants TOTAL $ 3 118,856 7,402 126,261 $ 330,000 673,168 350,000 1,353,168 $ 43,426 137,530 180,956 $ 330,000 450,000 350,000 1,130,000 $ $ 1,130,000 1,130,000 $ (223,168) (223,168) SOURCE OF FUNDING: HOUSING AND COMMUNITY SERVICES FUND COMMENTARY: The Community Housing Grants operating budget has decreased by 16%, with no capital items. There are no personnel services. Contractuals decreases of 16% are due to decreases in other miscellaneous services for housing rehabilitations. There are no commodities for this section. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 240 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 108 COMMUNITY DEVELOPMENT BLOCK GRANTS 108 - COMMUNITY DEVELOPMENT BLOCK GRANTS EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2014-2015 $ 73,566 436,953 49,249 $ 559,767 Adopted Budget 2015-2016 $ 63,064 1,024,436 8,395 $ 1,095,895 Estimated Expenditures 2015-2016 $ 63,064 758,301 8,395 $ 829,760 Proposed Budget 2016-2017 $ 64,867 834,774 $ 899,641 Budget-Budget Variance $ 1,803 (189,662) (8,395) $ (196,254) $ $ $ $ $ EXPENDITURES BY PROGRAM: CDBG Entitlement Administration CDBG Construction of New Homes CDBG Public Improvement CDBG Housing Rehab CDBG Miscellaneous Projects CDBG Home Buyers Assistance CDBG Economic Development CDBG Public Facility CDBG Housing Stabilization CDBG Public Facility Ops TOTAL $ 81,628 26,714 89,543 27,590 114,341 38,332 76,018 51,951 53,649 559,767 $ 82,350 205,000 156,074 248,490 88,783 30,539 214,659 70,000 1,095,895 $ 82,350 205,000 165,999 165,765 26,166 94,222 44,603 12,000 33,655 829,760 $ 64,867 150,000 56,400 183,530 332,244 24,600 88,000 899,641 $ $ 899,641 899,641 $ (17,483) (205,000) (156,074) (98,490) (32,383) 152,991 117,585 24,600 18,000 (196,254) SOURCE OF FUNDING: HOUSING AND COMMUNITY SERVICES FUND COMMENTARY: The Community Development Block Grants operating budget has decreased by 18%, with no capital items. The Personnel Services increase of 3% is due to a market based pay increase as well as an increase in medical and dental insurance. Contractuals decreases of 19% are due to decreases in other miscellaneous services for the CDBG construction of new homes, public improvement, and housing rehabilitation programs. There are no commodities for this section. There is no major capital (>$10,000) for this section. Public Art Display, Downtown (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 241 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 109 FLAGSTAFF HOUSING AUTHORITY MISSION The mission of the Flagstaff Housing Authority Program is to assist low-income families with safe, decent and affordable housing opportunities as they strive to improve the quality of their lives. The Housing Authority Program is committed to operating in an efficient, ethical and professional manner. The Housing Authority Program will create and maintain partnerships with its clients and appropriate community organizations in order to accomplish this mission. PROGRAM DESCRIPTION The Flagstaff Housing Authority owns and manages 265 units of low-income public housing, administers 333 Section 8 Housing Choice Vouchers and 66 VASH Vouchers for Veterans. We partner with the VA on this program. We also manage Clark Homes, 80 units of low-income housing, Section 8 New Construction development and provide twelve Section 8 Certificates for the seriously mentally ill, in partnership with the Guidance Center. FY 16 ACCOMPLISHMENTS      Maintained Public Housing High Performer status from HUD; this system measures financial management, maintenance and physical plant and overall management the of public housing program, including a leaseup rate in excess of 98% for the year ending June 30, 2015 Maintained High Performer status for the Section 8 Housing Choice Voucher Program, including a lease up rate in excess of 98% for the year ended June 30, 2015 Continued to upgrade units, grounds and replace aging equipment by utilizing HUD’s Capital Fund Program Improved public housing resident satisfaction by supporting the resident council, hosting seasonal barbeques and publishing a newsletter Applied for ROSS funding to provide activities to improve resident opportunities for self-sufficiency; determined eligible for funding, but ultimately not funded FY 17 NEW INITIATIVES AND GOALS       Complete merger with City of Flagstaff Housing Section and Housing Authority, both functionally and physically Seek new sources of operating income and reduce costs to cope with increasingly tight Federal budget Maintain status of a High Performing Agency in both the Public Housing and Section 8 Housing Choice Voucher programs Explore options to increase rental housing units on City owned land Pursue funding to assist residents in education, employment, job training and youth services under the ROSS program or similar funding source Complete FY 2016 financial audit with no findings Annual Financial Plan Page 242 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 109 FLAGSTAFF HOUSING AUTHORITY PERFORMANCE MEASURES Priority: Regional Plan (2030) - Neighborhoods, Housing and Urban Conservation Goal: Maintain excellent program management for Low Income Public Housing and Section 8 Housing Choice Voucher Programs as measured under HUD’s assessment programs, known as PHAS and SEMAP, respectively Objective: Maintain PHAS and SEMAP ratings at high performer status Type of Measure: Outcome Tool: HUD PHAS and SEMAP certification programs Frequency: Annually, based on fiscal year performance Scoring: 100% Trend:  FY 14 FY 15 FY 16 FY 17 Measures: Actual Actual Estimated Proposed PHAS High Performer 100% 100% 100% 100% SEMAP High Performer 100% 100% 100% 100% Priority: Regional Plan (2030) - Neighborhoods, Housing and Urban Conservation Goal: Maintain efficient and effective program management as demonstrated by no audit findings Objective: To have no audit findings on Housing Authority audit Type of Measure: Outcome Tool: Audit Frequency: Annually Scoring: 66% Trend:  FY 14 FY 15 FY 16 Measures: Actual Actual Estimated Housing Authority control deficiencies 0 0 0 Housing Authority significant deficiencies 0 1 0 Housing Authority audit findings 0 0 0 FY 17 Proposed 0 0 0 Downtown House (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 243 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 109 FLAGSTAFF HOUSING AUTHORITY 109 - FLAGSTAFF HOUSING AUTHORITY EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2014-2015 $ 1,616,440 3,859,110 179,704 35,946 $ 5,691,200 Adopted Budget 2015-2016 $ 1,644,815 4,019,346 100,113 446,188 $ 6,210,462 Estimated Expenditures 2015-2016 $ 1,644,815 4,019,346 100,113 446,188 $ 6,210,462 Proposed Budget 2016-2017 $ 1,693,575 4,217,587 85,670 639,554 $ 6,636,386 Budget-Budget Variance $ 48,760 198,241 (14,443) 193,366 $ 425,924 $ $ $ $ $ EXPENDITURES BY PROGRAM: Non-HUD Program FHC Pass Through Public Housing Section 8 Vouchers SRO-Single Room Occupancy MRO-Mod Rehab Occupancy TOTAL $ 42,299 312,263 1,902,027 3,348,759 42,003 43,849 5,691,200 $ 42,541 326,034 2,277,637 3,498,850 32,700 32,700 6,210,462 $ 42,541 326,034 2,277,637 3,498,850 32,700 32,700 6,210,462 $ 39,644 328,595 2,545,607 3,657,140 32,700 32,700 6,636,386 $ $ 6,636,386 6,636,386 $ (2,897) 2,561 267,970 158,290 425,924 SOURCE OF FUNDING: FLAGSTAFF HOUSING AUTHORITY FUND COMMENTARY: The Housing Authority operating budget has increased 4%. Personal Services increases are due to a market based pay increase as well as an increase in dental and medical insurance. Contractuals increases of 5% are primarily due to an increase in Section 8 Voucher assistance payments. Commodities decreases of 14% are due to decreased operating supplies. Capital expenditures increases of 43% are due to the timing of grant-funded expenditures. Major capital (>$10,000) is for roof, siding and sewer line repair/ replacements plus needed accessibility upgrades and remodel of the Siler Homes Office building. Capital improvements are funded by HUD's Capital Grant program and from transfers from General Fund and Community Services Fund. Downtown House (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 244 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 110 FLAGSTAFF METROPOLITAN PLANNING ORGANIZATION MISSION The mission of the FMPO is to leverage cooperation to maximize resources among local governments and partners for the creation, maintenance and preservation of a sound multi-modal transportation system. Our vision is to create the finest multi-modal transportation system in the country for a region of similar size. PROGRAM DESCRIPTION The transportation vision for the region is created by the FMPO partners actively engaging our stakeholders and public. The FMPO, with our partners and stakeholders, aggressively advances its plans and projects to fulfill that vision. FY 16 ACCOMPLISHMENTS          Regional Transportation Plan update released for public comment (draft about 40% complete) o Extensive Regional Transportation Plan (RTP) update outreach including several on-line surveys reaching hundreds of people, RTP Steering Committee, presentations to Boards and Commissions, focus groups, planning studies and information campaigns Partnered with member agencies to secure funds and assure successful project delivery including pavement preservation on Old Route 66 (construction FY17), road reconstruction at Kachina Trail (construction FY 18), intersection upgrade at Switzer/Turquoise (FY 17) and more Partnered with City for expansion of the FUTS, including the Hospital Rim trail and McMillan Mesa trail Partnered with NAIPTA on successful completion of the Spine Route Study Completed grant application for model update associated with improvements to the Transportation Impact Analysis process Completed Walking/Biking Survey and analysis of over 430 respondents to help prioritize needs Fully integrated NAIPTA into the FMPO Board and Committee structure strengthening coordination Association of Metropolitan Planning Organization Board members Assist City with federal TIGER grant application FY 17 NEW INITIATIVES AND GOALS      Advance RTP priorities through scoping studies, partnership discussions and public information Update regional transportation model to better support Transportation Impact Analysis (grant pending) Coordination with Arizona Department of Transportation initiatives including State Long Range Transportation Plan, Corridor Profiles and Freight Plan Coordinate with City on transportation master plan development, corridor studies and specific plans Coordinate with County on engineering standards update Annual Financial Plan Page 245 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 110 FLAGSTAFF METROPOLITAN PLANNING ORGANIZATION PERFORMANCE MEASURES Priority: Reginal Plan (2030) - Improve Mobility and Access throughout the Region (Goal T.1) Goal: Achieve increasing mode share for walk, bicycle, transit and carpool modes Objective: Achieve a combined mode share of 65% for the region by 2040 Type of Measure: Outcome Tool: Trip Diary Survey (with city or other support), transit reports, bicycle commutes logged by Flagstaff Biking Organization Frequency: Full survey every five years; annual tracking of other measures Scoring: Green = Progressing, Average, Yellow = Static; Red = Regressing Trend: V or > (transit ridership is nearly flat and not keeping pace with population; drive alone figures appear to be rising) CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Trip Diary Results (2006=42.9%/2012=49.0%) N/A N/A N/A N/A Transit trips per city capita (fiscal year results) 26.2 26.5 26.7 27.0 Journey to Work (Drove alone ACS 1-yr, 2-year 63% 74% 68% 67% lag, CY16 = ACS CY 14) Downtown Flagstaff (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 246 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 110 FLAGSTAFF METROPOLITAN PLANNING ORGANIZATION Priority: Reginal Plan (2030) - Improve Transportation Safety and Efficiency for all Modes (Goal T.2) Goal: Improve transportation system performance by providing plans, programs, studies, tools and data that inform decision-making Objective: Annually produce a regional transportation model that exceeds industry standards Type of Measure: Program outputs/system performance outcomes Tools: • Regional Travel Model: Updated every 2-3 years with the objective to update annually still not met; reports on vehicle miles traveled (VMT – with through trips factored out) and vehicle hours traveled (VHT); model performance is gauged by model trip estimates to actual trip counts compared to industry standards; root-mean square error, or RMSE, is an industry standard and 35% is acceptable Scoring: FMPO RMSE/Industry RMSE (a lower FMPO score is better) • UPWP/TIP – Planning Program and Projects aligned with RTP priorities: Starting with staff assessment of projects and project delivery against the weighted criteria in the RTP and RTP prioritized projects; RTP project prioritization to change in FY16 to match Flagstaff Regional Plan 2030 and federal mandates for performance Scoring: S=Significant; M=Moderate Frequency: Annually Trends: • VMT ; VHT ; TIP ; UPWP  • Model RMSE - down  (smaller is better) • Mode Share Accuracy – down  (expect accuracy to lag between surveys) Measures: Outcomes Vehicle Miles Traveled per capita (region) Vehicle Hours Traveled per capita (region) Outputs – Mandated documents Transportation Improvement Program Unified Planning Work Program Outputs – Tools and Data Root mean square error for roadway volumes FMPO RMSE/Industry RMSE 35 Non-auto mode share accuracy (based on trip diary survey every 5 years) CY 14 Actual CY 15 Actual CY 16 Estimated CY 17 Proposed 20 .75 20 .75 20 .75 20 .76 M S M S M S M S 18/35 18/35 18/35 19/35 70% 70% 70% 75% Pickin' in the Pines (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 247 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 110 FLAGSTAFF METROPOLITAN PLANNING ORGANIZATION 110 - FLAGSTAFF METROPOLITAN PLANNING ORGANIZATION EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2014-2015 $ 261,702 285,349 (36,251) $ 510,800 Adopted Budget 2015-2016 $ 317,838 716,540 (38,760) $ 995,618 Estimated Expenditures 2015-2016 $ 154,132 716,540 (38,760) $ 831,912 Proposed Budget 2016-2017 $ 270,814 350,639 (26,535) $ 594,918 Budget-Budget Variance $ (47,024) (365,901) 12,225 $ (400,700) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration FMPO Administration Short Range Data Collection Short Range Transportation Improvements Long Range Transportation Plan Short Range Planning Long Range Other Transportation Public Information Program Long Range Transit Plan Transit Spine Route Study TOTAL $ 2,534 121,500 32,817 4,977 83,140 134,845 35,340 1,578 17,067 77,002 510,800 $ 295,603 25,000 950 59,065 355,000 260,000 995,618 $ 131,897 25,000 950 59,065 355,000 260,000 831,912 $ 260,179 22,268 950 600 241,332 750 68,839 594,918 $ $ 594,918 594,918 $ (35,424) (2,732) (58,465) (113,668) 750 (191,161) (400,700) SOURCE OF FUNDING: METROPOLITAN PLANNING FUND COMMENTARY: The MPO operating budget has decreased by 40% and there are no capital expenditures. The Personnel Services decrease of 15% is due to decreased temporary wages combined with a market pay increase as well as an increase in medical and dental insurance. Contractuals decreases of 51% are due to decreased consultant fees. Commodities increases of 32% are due to one-time increases in computer software. There is no major capital (>$10,000) for this section. With the exception of the Transportation Fund transfer of $22,500, the MPO is a 100% grant reimbursed program. Annual Financial Plan Page 248 City of Flagstaff FIRE DIVISION MISSION The mission of the Flagstaff Fire Division is to provide caring and excellent customer service, utilizing our highly trained professional staff, innovative leadership and aggressive problem solving skills. We will provide a rapid and effective response to all requests for service by the community, visitors and surrounding region. Flagstaff Fire Department at a Local Community Event (Recreation Services) Annual Financial Plan Page 249 City of Flagstaff FIRE Fire 051/052 1 Division Director (Fire Chief) 1 Admin Spec Administration/Operations 1 Deputy Fire Chief Wildland Fire Management 1 Wildland Fire Manager 1 Admin Spec 1 Wildland Fire Supervisor "A" SHIFT 1 Battalion Chief 7 Fire Captains 7 Fire Engineers 10 Fire Fighters "B" SHIFT 1 Battalion Chief 7 Fire Captains 7 Fire Engineers 10 Fire Fighters "C" SHIFT 1 Battalion Chief 7 Fire Captains Fire Prevention 1 Battalion Chief 2 Fire Inspector 1 Regional Fire Training Coordinator 1 Wildland Fire Firewise Specialist 1 FWPP Operations Specialist (Contract Temp) 7 Fire Engineers 10 Fire Fighters 1 CART EMT 1 CART Paramedic Annual Financial Plan Page 250 City of Flagstaff FIRE DEPARTMENT SECTION 051 FIRE MISSION The mission of the Flagstaff Fire Department is to provide caring and excellent customer service, utilizing our highly trained professional staff, innovative leadership and aggressive problem solving skills. We will provide a rapid and effective response to all requests for service by the community, visitors and surrounding region. VISION The vision of the Flagstaff Fire Department is to serve as the leader in all areas of community protection. We will dedicate ourselves to the region through innovation, compassion, efficiency, collaboration and partnerships. __________________________________________________________________________________________ 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 Wildland Fire Management. FY 16 ACCOMPLISHMENTS                   Received and placed into service a new fire engine Entered into a two year management IGA with Summit Fire Department to provide management oversight with a dedicated Deputy Chief assigned to oversee daily operations Provided internal professional development opportunities for an interim Deputy Chief position and acting opportunities at both, the Battalion Chief and Captain position Established joint command staff bi-annual meetings with Police Department and multiple joint trainings Increased call volume by approximately 10%, total calls for service at 12,775 in calendar year 2015 Paramedics pay was increased to market and a new position was created in the pay plan to support this critical need Created a joint training calendar (overseen by the RTO) to initiate regional operational policies and planning Implemented the CART with two full time (ASRS) employees to use as an alternative response vehicle for public intoxicant calls and to assist with public education through smoke detector installations Purchased software to provide better data analysis through FireHouse Analytics Provided 19,539 hours of documented individual training to division personnel Continued to lead the Flagstaff Watershed Protection Project (FWPP); signed the Final Record of Decision, completed 25 planned major benchmarks, treated 895 acres (all jurisdictions), chipped 465 acres and have accounted for $2.57 million in partner contributions Removed 313 individual hazard trees throughout the community Continued leadership roles in Greater Flagstaff Forests Partnership (GFFP) and the Four Forests Restoration Initiative (4FRI) Billed $1.1 million in reimbursable wildland fire assignments (35 separate assignments) Initiated a winter seasonal crew partnership effort with Highlands Fire (Bear Jaw Crew) Provided 1,046 business inspections (4,959 man hours) to the community in calendar year 2015 Fire Prevention Bureau performed 850 construction plans and special event application reviews There were 205 smoke detectors installed in Flagstaff through public outreach Annual Financial Plan Page 251 City of Flagstaff FIRE DEPARTMENT SECTION 051 FIRE FY 17 NEW INITIATIVES AND GOALS           Provide 100% paramedic staffing to all units 24/7 Continue to work towards regionalization in an effort to improve our service levels Provide electronic field software to improve report documentation Receive and place into service a new fire engine with options to reduce maintenance impacts to our largest most expensive unit (Quint) Provide joint training to all regional partners (including LEO) for active shooter scenarios Re-launch the Flagstaff Firewise Neighborhood program Renew the State Cooperative Fire Rate Agreement (CFRA) and over-arching IGA Establish drop boundary responses for improved service levels Improve our plans review and streamline permitting process Adjust and improve user fees PERFORMANCE MEASURES EMS: Priority: Regional Plan (2030) - Public Buildings, Services, Facilities, and Safety, Public Safety (Goal PF.3) Goal: On priority medical patients, we will maintain a patient contact to transport time at 25 minutes 90% of the time Objective: Rapid response of paramedics from the scene to the hospital setting Type of Measure: Program effectiveness Tool: National Fire Incident Reporting System database Frequency: Quarterly Scoring: 90% progress, 89% to 75% Caution, below 74% Evaluate the program Trend:  Measures: CY 14 CY 15 CY 16 CY 17 Actual Actual Estimated Proposed On priority medical patients, maintain a patient 82% 84% 85% 85% contact to transport time at 25 minutes 90% of the time FIRE: Priority: Regional Plan (2030) - Public Buildings, Services, Facilities, and Safety, Public Safety (Goal PF.3) Goal: Provide the quickest response to 911 emergency calls Objective: Achieve response time to satisfy stated goal Type of Measure: Program efficiency Tool: Response time analysis in our database system; based on meeting a 6 min response (turnout/travel) to have highest chances of confining it to room of origin; Source: nfa.usfa.dhs.gov/downloads/pdf/statistics/v5i7.pdf Frequency: Quarterly Scoring: <75% Exceeds Benchmark, 75%-65%- Meets Benchmark, >65% Evaluate current practices. Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed The first arriving vehicle is on scene of a fire N/A 69.3% 70% 70% incident within 6 minutes Annual Financial Plan Page 252 City of Flagstaff FIRE DEPARTMENT SECTION 051 FIRE Priority: Regional Plan (2030) - Public Buildings, Services, Facilities, and Safety, Public Safety (Goal PF.3) Goal: To confine flame spread to the room of origin Objective: To ensure the Fire Department response system is operating at a measurable standard Type of Measure: Program efficiency Tool: Using our National Fire Incident Reporting System database, ability to track flame spread and property damage Frequency: Quarterly Scoring: 90% Exceeds Benchmark, 89% to 60% Meets Benchmark, below 59% Evaluate the program Trend: TBA CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Confine flame spread to the room of origin 70% 82% 80% 80% Priority: Regional Plan (2030) – Public Buildings, Services, Facilities, and Safety, Resiliency Planning (Goal PF.1) Goal: Provide high-quality emergency response and public safety services Objective: Monitor and minimize community loss through fire mitigation Type of Measure: Program effectiveness Tool: Percentage of lost vs. saved (excluding wildland due to no property valuations) Frequency: Quarterly Scoring: <90% = Exceeds Benchmark, <75% = Meets Benchmark, >75% = Evaluate current practices Trend:  New Goal CY 2016. Under evaluation CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Fire Dollar Response Mitigation Analysis Loss Saved 8.97% 91.03% 9.86% 90.14% <10% 90% <10% 90% July Fourth Parade (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 253 City of Flagstaff FIRE DEPARTMENT SECTION 051 FIRE Wildfire Management: Priority: Regional Plan (2030) - Public Buildings, Services, Facilities, and Safety, Public Safety (Goal PF.3) Goal: Resiliency and Preparedness Efforts, Flagstaff Watershed Protection Project Type of Measure: Program and policy effectiveness Tool: Planning, implementation, evaluation and reporting - database system Frequency: Quarterly Scoring: Relative to each goal, actual numbers GOAL #1: Our forests are resilient to disturbances in accordance with management objectives as identified in the City’s Forest Stewardship Plan, Community Wildfire Protection Plan, site-specific Vegetation Management plans, Rx-Fire plans, City Land Development Code, Flagstaff Watershed Protection Project and other planning documents Outcome: Risk to resiliency of our forests is diminished; sustainability is enhanced Objective: Complete 500 acres of combined treatment CY 14 Actual CY 15 Actual CY 16 Estimated CY 17 Proposed Thinning - complete 125 acres 785 acres 857 acres 700 acres 700 acres Debris disposal - complete 80 acres (pile burning, chipping or removal) Ecosystem health - complete 60 acres of broadcast burning 171 acres 522 acres 400 acres 400 acres 268 acres 0 acres 150 acres 150 acres Measures: GOAL #2: Our community can withstand a wildland fire without loss of life and property because we have assessed our level of risk via the Community Wildfire Protection Plan and other assessment documents/processes and practice a shared responsibility for mitigating both the threat and the consequence via application of the Flagstaff Wildland Urban Interface Code and other professional resource management standards, engagement of stakeholders and partners, use of volunteers, collaboration with partners and grant management Outcome: Risk to the public and emergency personnel is diminished, and response is efficient and effective Objective: Limit wildfire size CY 14 Actual CY 15 Actual CY 16 Estimated CY 17 Proposed Limit average wildfire size on treated property 0.3 0.1 0.5 .5 Limit average wildfire size on non-treated property .6 .2 1.0 1.5 Measures: Annual Financial Plan Page 254 City of Flagstaff FIRE DEPARTMENT SECTION: SECTION 051 FIRE 051 - FIRE OPERATIONS EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2014-2015 $ 8,945,769 443,552 580,394 512,767 $ 10,482,482 Adopted Budget 2015-2016 $ 9,899,972 479,800 529,636 317,500 $ 11,226,908 Estimated Expenditures 2015-2016 $ 10,049,972 479,800 529,636 317,500 $ 11,376,908 Proposed Budget 2016-2017 $ 10,658,734 420,800 632,736 611,700 $ 12,323,970 Budget-Budget Variance $ 758,762 (59,000) 103,100 294,200 $ 1,097,062 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Fire Prevention Training Fire Suppression Fuel Management TOTAL 569,730 237,245 20,426 9,355,439 299,642 $ 10,482,482 604,077 275,996 86,929 9,958,849 301,057 $ 11,226,908 604,077 275,996 86,929 10,108,849 301,057 $ 11,376,908 656,893 354,717 83,254 10,945,915 283,191 $ 12,323,970 $ 52,816 78,721 (3,675) 987,066 (17,866) 1,097,062 SOURCE OF FUNDING: GENERAL FUND $ 12,323,970 $ 12,323,970 COMMENTARY: The Fire Operations Section operating budget has increased by 7%. There are capital expenditures (total $611,700), resulting in an overall net increase of 10%. The Personnel Services increase of 8% is due to a market based pay increase as well as an increase in PSPRS, and medical and dental insurance, net of the additional 1.0 FTE Fire Inspector to meet community inspection and education needs. Contractuals decreases of 12% are due to reduced one-time funding as compared to last year, in addition to a restructuring of budget within the program. Commodities increases of 19% are due to a restructuring of the budget in addition to increased approved one-time authorizations for communications equipment ($20,000); increased Fire vehicle maintenance funds ($25,000); and safety turnout and supplies ($67,250). Major capital (>$10,000) include a Quantum Pumper ($587,700), and thermal imaging cameras ($24,000). Flagstaff Fire Department Annual Financial Plan Page 255 City of Flagstaff FIRE DEPARTMENT SECTION: SECTION 052 FIRE GRANTS 052 - FIRE GRANTS EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2014-2015 $ 243,084 46,204 (32,913) $ 256,375 Adopted Budget 2015-2016 $ 420,000 105,000 331,467 $ 856,467 Estimated Expenditures 2015-2016 $ 420,000 105,000 331,467 $ 856,467 Proposed Budget 2016-2017 $ 11,900 195,407 41,200 35,000 $ 283,507 Budget-Budget Variance $ (408,100) 195,407 (63,800) (296,467) $ (572,960) $ $ $ $ $ EXPENDITURES BY PROGRAM: Camp Navajo General Wildfire Response AZ Homeland Security GOHS Assistance To Firefighter Naval Observatory Thinning FY10-19 FY2012 Hazardous Fuel Cooperative Forestry Assistance Grants Wildland Urban Interface Grant Fire- Coconino County -RX Fire Grant TOTAL $ 107,603 8,667 61,885 78,220 256,375 $ 20,000 40,000 25,000 331,467 200,000 240,000 856,467 $ 20,000 40,000 25,000 331,467 200,000 240,000 856,467 $ 40,000 25,000 205,407 5,800 7,300 283,507 $ $ 283,507 283,507 $ (20,000) (126,060) 5,800 (200,000) (240,000) 7,300 (572,960) SOURCE OF FUNDING: GENERAL FUND Inner Basin (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 256 City of Flagstaff POLICE DIVISION MISSION The mission of the Flagstaff Police Division 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. Flagstaff Police Department Annual Financial Plan Page 257 City of Flagstaff POLICE Police 061 1 Division Director (Police Chief) Internal Investigation/ Administrative Services 1 Sergeant Operations 1 Deputy Police Chief Patrol 3 Police Lieutenant Support Services 1 Deputy Police Chief Criminal Investigations 1 Police Lieutenant Community Relations/ Crime Prevention 1 Police Sergeant 1 Admin Spec Emergency Services Tactical Operations Police Officers As Assigned Hostage Negotiations Police Officers As Assigned Explosive Disposal Police Officers As Assigned Patrol Squads Support Services 1 Police Support Services Manager (Civilian) Communications 1 Police Communications Manager (Civilian) Training 1 Police Training Coord 2 Admin Spec A Squad 1 Police Sergeant 1 Police Corporal Police Officers As Assigned B Squad 1 Police Sergeant 1 Police Corporal Police Officers As Assigned A Squad 1 Police Sergeant 5 Police Detective 1 Rotating Police Officer C Squad 1 Police Sergeant 1 Police Corporal Police Officers As Assigned D Squad 1 Police Sergeant 1 Police Corporal Police Officers As Assigned B Squad 1 Police Sergeant 5 Police Detective 1 Police Officer (Crime Analyst) E Squad 1 Police Sergeant 1 Police Corporal Police Officers As Assigned F Squad 1 Police Sergeant 1 Police Corporal Police Officers As Assigned K Squad 1 Police Sergeant Police Officers As Assigned M Squad 1 Police Sergeant Police Officers As Assigned N Squad 1 Police Sergeant Police Officers As Assigned Selective Enforcement 1 Police Sergeant 1 Police Corporal Police Officers As Assigned Family Crime Team 1 Police Detective 1 Rotating Police Officer Citizen Volunteers Parking/Radar Graffiti Eradification 2 Police Officer (School Resource) Records 1 Police Records Supervisor 10 Admin Spec 5 Police Emerg Comm Spec Supervisor 22 Police Emerg Comm Spec 1 911 Coordinator 2 Dispatch Call Taker Special Services 1 Police Special Svcs Supervisor (Civilian) 2 Evidence Technician 1 Property Control Coord Metro Unit 1 Police Sergeant 1 Admin Spec Agents As Assigned Property Crimes 1 Police Detective 2 Animal Control Officer Reserves Annual Financial Plan Page 258 City of Flagstaff POLICE DEPARTMENT SECTION 061 POLICE 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. VISION We Value Life - Preserving life is our highest priority We Value the Consitutution - It provides equal and enforceable standards for all We Value Integrity - We recognize integrity as the basis for mutual respect and trust We Value Service - By providing exemplary service we enhance our credibility and establish trust with the community We Value Quality of Life - We value our role in promoting an environment that enables people to preserve or enhance their quality of life through a partnership of shared responsibility and trust __________________________________________________________________________________________ PROGRAM DESCRIPTION The Police Division is responsible for promoting an exceptional quality of life within the Flagstaff community through a process of collaboration and teamwork with like-minded individuals and organizations. We believe that protecting life and property, preserving the peace and upholding the rights of individuals are among our highest priorities. We accomplish our mission through prevention of crime and disorder using community policing programs, data-driven decision making, inteligence-led policing and other proactive tactics to suspress crime and apprehend criminal offenders. The uniformed patrol division, criminal investigations division and various specialty assignments and task force operations comprise the operational units of the Flagstaff Police Department. FY 16 ACCOMPLISHMENTS                Developed and implemented a bereavement packet to assist those who have lost loved ones Implemented Phase II 911 system and updated maps Revised Comp-Stat by introducing strategic management system to allow for more timely information sharing and pre-emptive policing to help prevent crime; looked for “hot spots” when reviewing data Conducted leadership training with front line supervisors and command staff Continued with body camera program and have outfitted all patrol officers and supervisors Provided new technology advancements in the form of new MDC/tablet platform for vehicles Overall reduction of both violent and property crime Overall reduction in citizen complaints and reported use of force Continued partnership with the Fire Department on fire prevention/wood watch patrols and route based dispatching Implemented all-wheel drive vehicles to our fleet Developed and implemented “Better Bucks” program Converted east warehouse into additional evidence storage Implemented a traffic unit to enforce traffic laws and investigate traffic collisions Explored a “hire for attitude” revision of the new hire process for officers; explored contracting out the new hire process for police candidates Began working with the National Testing Network to help assist with recruitment of both sworn and civilian positions; the division is now better able to reach more optional candidates, not only statewide but from across the nation Annual Financial Plan Page 259 City of Flagstaff POLICE DEPARTMENT SECTION 061 POLICE FY 17 NEW INITIATIVES AND GOALS Customer Service Initiatives:  Post crime statistics monthly on our website and Facebook page  Allow the public to submit house or business watches online  Continue to build upon Citizen Liaison Committee to foster communication and education on current trends  Retention of all personnel that will help increase the overall customer service experience  Purchase of a credit card machine, allowing the public to use credit/debit cards to purchase reports from records Climate Resiliency and Preparedness:  Update the Coconino County Hazards Mitigation Plan  Continue to cross train dispatchers on multiple channels to help cover catastrophic events  Improve vacancy rate so we are better prepared for crisis  Implementation of alternative Emergency Operation Center (EOC) and continued EOC training  Coordinate with the fire department to complete the COOP plan Straightening the Pipes Initiatives:  Move the patrol squads from a seven to an eight squad format, to better cover high call load times and reduce overtime PERFORMANCE MEASURES Priority: Regional Plan (2030) - Planning, Public Safety (Goal PF.3) Goal: Provide high-quality emergency response and public safety services; improve security for the citizens of Flagstaff by addressing the high rate of property crimes in our community Objective 1 - Reduce property crime by 5%: This will be accomplished through increased enforcement activities by patrol officers (based upon current staffing levels), crime prevention and education to include special operations details, proactive solutions such as target hardening and community outreach and dealing with the root causes of crime (in 2015 property crime fell by 12.8%) Type of Measure: Workload Tool: Crime statistics Frequency: Monthly Scoring: Exceeds and progressing (trending) towards, or away from property crime reduction to meet the 2014 national benchmark of 27.5 per 1,000 residents; Meets/exceeds, or progressing (trending) towards, or away from the 2014 Benchmark City Survey average of Auto Burglaries/theft from vehicles of 5.9 per 1,000 population Trends:  (Exceeding and Progressing) 3 Year CY 14 CY15 Measures: Average Actual Actual Property crimes per 1,000 residents 43 45 38 Shoplifting incidents 1,002 1,054 971 Vehicle burglaries 257 259 211 Vehicle burglary rate per 1,000 3.7 3.8 3.0 *Our goal for 2016 is a 5% reduction from the previous three-year average Annual Financial Plan Page 260 CY16 Goal 40 955 242 3.5 CY17 Proposed 39 944 225 3.4 City of Flagstaff POLICE DEPARTMENT SECTION 061 POLICE Objective 2 - Maintain the current outstanding clearance rate for property crimes in comparison to the 2014 UCR benchmark of 19.7%: Identify and aggressively pursue prosecution of repeat offenders while maximizing use of property crimes detectives to employ intelligence-led policing and effective communications with the business community and citizens to curtail the ability of criminals to pawn or sell stolen merchandise Scoring: Exceeds current clearance rate for property crimes that exceeds the 2014 UCR benchmark of 19.7% Type of Measure: Workload Tool: Crime statistics Frequency: Monthly Trend:  (Exceeds) 3 Year CY 14 CY 15 CY 16 CY 17 Measures: Average Actual Actual Goal Proposed Property crimes cleared 37% 35% 38% 39% 40% Objective 3 - Provide a high level of enforcement for substance abuse crimes such as methamphetamine and heroin abuse: Maintain the current outstanding arrest rate for Part II drug offenses that exceeds the 2013 national benchmark of 4.8 arrests per 1,000 residents Type of Measure: Workload Tool: Crime statistics Frequency: Monthly Scoring: Progressing (trending) towards, or away from maintaining current arrest rate for Part II drug offenses that exceeds the national benchmark of 4.8 arrests per 1,000 residents Trend:  (Exceeds) 3 Year CY 14 CY 15 CY 16 CY 17 Measures: Average Actual Actual Goal Proposed Arrests for Part II drug offenses 8.3 9 8.7 8.9 9.0 Special Olympics (Flagstaff Police Department) Annual Financial Plan Page 261 City of Flagstaff POLICE DEPARTMENT SECTION 061 POLICE Priority: Regional Plan (2030) – Transportation, Mobility, and Access (Goal T.1) and Safe and Efficient Multimodal Transportation (Goal T.2) Goal: Improve mobility and access throughout the region; improve transportation safety and efficiency for all modes; promote traffic safety on Flagstaff’s streets by identifying and targeting the causes of motor vehicle collisions and by providing a highly visible deterrent Objective 1 - Reduce traffic collisions and associated injuries by 5%, from the previous three-year average: Through the identification and increased enforcement (5% increase of three-year average) of collisioncausing violations such as impaired driving, speed, red light and following too closely Type of Measure: Output/outcome Tool: Comp-Stat – computer statistics process Frequency: Monthly Scoring: Meets/exceeds, progressing towards, or away from:  Exceeds, a 5% reduction in all traffic collisions  Exceeds the 2013 Benchmark City Survey average of 3.5 DUI arrests per 1,000 populations  Progressing towards, the 2013 Benchmark City Survey average of 167 citations per 1,000 populations Trend:  (Exceeds/Progressing) 3 Year CY 14 CY15 CY 16 CY 17 Measures: Average Actual Actual Goal Proposed Traffic citations issued 9,598 8,501 10,403 10,075 10,142 Citations issued per 1,000 population 140 124 151 146 147 Warnings issued 8,415 6,791 6,951 7,769 7,528 Number of DUI arrests 680 581 586 625 655 DUI arrest rate per 1,000 population 9.9 8.4 8.5 9.1 9.5 Speed citations 1,734 1,451 2,174 1,942 1,949 Red light violation citations 395 495 847 604 680 Following too closely citations 65 57 69 67 68 Seat belt/child restraint citations 321 239 324 302 303 All collisions 2,575 2,539 2,860 2,519 2,507 DUI related collisions 74 87 102 80 85 Priority: Regional Plan (2030) – Planning, Locating Facilities (Goal PF.2) Goal: Provide sustainable and equitable public services in an efficient and effective manner to serve all population areas and demographics; improve community safety by collaborating with agency partners and the community, while fully utilizing all investigative resources, to ensure the apprehension of offenders, consistent and timely investigation, prosecution and disposition of all Part 1 crimes and domestic violence cases Objective 1 - In concert with agency partners like the State Gang Task Force (GIITEM), the Criminal Justice Coordinating Council (CJCC) and the Narcotics Unit (METRO), detectives will work with the County Attorney’s Office to target repeat offenders for enhanced prosecution and thus maintain the current clearance rate for violent crime in comparison to the 2013 ICMA benchmark of 59% Type of Measure: Workload/outcome Tool: Comp-Stat – computer statistics process Frequency: Monthly Scoring: Meets/exceeds, progressing towards, or away from maintaining current clearance rate for violent crimes that exceeds the 2014 UCR benchmark of 48.1% Trend:  (Exceeds) 3 Year CY 14 CY 15 CY 16 CY 17 Measures: Average Actual Actual Goal Proposed Total cases assigned to detectives 3,347 3,136 3,209 3,020 2,966 Violent crime cases assigned to 257 261 246 238 236 detectives Violent crime cases cleared 63% 66% 74% 67% 68% Annual Financial Plan Page 262 City of Flagstaff POLICE DEPARTMENT SECTION 061 POLICE Objective 2 - Reduce Part I violent crimes, including aggravated assault, allowing no more than the 2014 national benchmark of 3.68 victims per 1,000 residents through increased enforcement activities by patrol officers Scoring: Meets/exceeds, progressing towards, or away from reduction in Part I crimes to meet national benchmark of 3.68 per 1,000 residents; meets/exceeds, or progressing (trending) towards, or away from the 2014 Benchmark City Survey average of 1.6 aggravated assaults per 1,000 population Trend:  (Exceeds/Progressing) 3 Year CY 14 CY 15 CY 16 CY 17 Measures: Average Actual Actual Goal Proposed Part I violent crimes per 1,000 3.90 3.79 3.57 3.45 3.45 residents Aggravated assault 184 184 169 167 164 Aggravated assault rate per 1,000 2.7 2.7 2.4 2.4 2.3 population Objective 3 - Make full custody arrests in cases of domestic violence where sufficient probable cause exists; meet the goal of a 45% arrest rate on domestic violence incidents; maintain partnership with CCRT and enhance training on domestic violence-related incidents and achieve a 5% reduction in domestic violence incidences from the previous three-year average Scoring: Meets/exceeds, a 45% full custody arrest rate for domestic violence Trend:  (Exceeds) 3 Year CY 14 CY 15 CY 16 CY 17 Measures: Average Actual Actual Goal Proposed Domestic violence incidents where an 44% 46% 46% 47% 48% arrest is made Total domestic violence incidents 1,835 1,667 1,672 1,626 1,572 Total misdemeanor DV incidents 1,597 1,467 1,449 1,415 1,372 Total felony DV incidents 237 200 223 212 201 Priority: Regional Plan (2030) – Planning, Locating Facilities (Goal PF.2) Goal: Provide sustainable and equitable public services in an efficient and effective manner to serve all population areas and demographics; enhance quality of life for Flagstaff’s citizens by expanding our community policing philosophy of promoting partnerships of shared responsibility, support and trust with law abiding members of the community Objective 1 - Increase staff and citizen participation at least 5% from the previous three-year average in Community Policing programs, such as community support meetings and volunteer programs; conduct a minimum of two Citizen Police Academies per year Type of Measure: Outcome Tool: Statistics Frequency: Monthly Scoring: Exceeds a 5% increase from the previous three-year average in employee and citizen participation in community policing programs (In 2015 we saw a 92% increase in community support meetings) Trend:  (Exceeds) 3 Year CY 14 CY 15 CY 16 CY 17 Measures: Average Actual Actual Goal Proposed Volunteer hours donated 2,120 2,110 2,481 2,502 2,752 Community support meetings 110 140 269 179 209 Annual Financial Plan Page 263 City of Flagstaff POLICE DEPARTMENT SECTION 061 POLICE Objective 2 - Continue enforcement emphasis on crimes of public disorder, such as open container liquor violations, through directed patrol efforts, resulting in a 5% reduction in public intoxicants from the previous threeyear average and a 5% reduction of the three-year average in serial inebriate related crime Scoring: Exceeds 5% reduction in public intoxicants and serial inebriate related crime Trend:  (Exceeds) 3 Year CY 14 CY 15 CY 16 CY 17 Measures: Average Actual Actual Goal Proposed Contacts with public intoxicants 2,979 2,793 2,698 2,780 2,619 Serial inebriate related crime * 243 240 183 231 207 * A Serial Inebriate is a person who has ten or more police contacts for public intoxication over the course of a year. The crime number is the number of times the same serial inebriates have been arrested or victimized during the same year. Objective 3 - Lower the crime rate through the use of Sunnyside Officers and Fourth Street Substation (according to the 2010 Census the population of Sunnyside is 5,923 or roughly 9% of the City) Objective 4 - Lower the crime rate in Southside through the use of Southside COPS grant officers (the population of Southside is estimated at 1,368 according to FPD estimates based on the 2010 census, or roughly 2.1% of the city total) Scoring: Meets/exceeds, progressing towards, or away from rates consistent with the remainder of the City Trend:  (progressing) Violent Crime City Year Wide Sunnyside Only Sunnyside % of City Southside Only Southside % of City 2012 262 51 19.5% 31 11.8% 2013 245 42 17% 14 5.7% 2014 262 44 17% 11 4.2% 2015 246 28 11% 15 5.0% Property Crime City Year Wide Sunnyside Only Sunnyside % of City Southside Only Southside % of City 2012 2,834 202 7.10% 102 3.6% 2013 2,867 243 8.5% 70 2.4% 2014 3,008 260 8.6% 64 2.1% 2015 2,623 134 5.1% 112 4.2% Annual Financial Plan Page 264 City of Flagstaff POLICE DEPARTMENT SECTION 061 POLICE Objective 5 - Reduce number of founded complaints on employees by 5% of the previous three-year average with increased training by creating a culture of exemplary service demonstrated through a commitment to policing compassionately, constitutionally, consistently and correctly and by encouraging staff to pursue their educational goals Type of Measure: Program effectiveness Tool: Statistics Frequency: Monthly Scoring: Meets/exceeds, progressing towards a 5% reduction of the three-year average in the number of founded complaints Trend:  (toward) 3 Year CY 14 CY 15 CY 16 CY 17 Measures: Average Actual Actual Goal Proposed Number of founded complaints from 11 9 4 3 3 citizens (patrol) Number of founded complaints from 7 5 5 4 3 citizens (dispatch) Objective 6 - Continuously improve customer service by maintaining a positive rating of citizen feedback on Quality Assurance Questionnaires and Customer Service Surveys that exceeds the ICMA benchmark of 77% Type of Measure: Program effectiveness Tool: Surveys Frequency: Monthly Scoring: Meets/exceeds, progressing towards or away from maintaining at least an 77% positive rating on citizen responses to surveys Trend:  (exceeds) Measures: Positive responses to surveys 3 Year Average 91% CY 14 Actual 86% CY 15 Actual 88% CY 16 Goal 90% CY 17 Proposed >90 Priority: Regional Plan (2030) – Planning, Public Safety (Goal PF.3) Goal: Provide high-quality emergency response and public safety services; continuously improve public safety by ensuring rapid response to emergency calls for service to internal and external customers Objective 1 - Maintain average patrol response time to priority one calls that exceeds the 2011 ICMA benchmark of 5.52 minutes (ICMA did not update this benchmark in 2012) Objective 2 - Reduce dispatch times of FPD priority 1 calls (from receipt of call to dispatch) to under the NFPA standard (2009) of one minute. Type of Measure: Outcome Tool: Statistics Frequency: Monthly Scoring: Meets/exceeds, progressing towards, or away from maintaining average response time to priority 1 calls that exceeds the 2011 ICMA benchmark of 5.52 minutes Trend:  (exceeds) CY 17 3 Year CY 14 CY 15 CY 16 Proposed Measures: Average Actual Actual Goal Average patrol response time to priority 4.41 4.41 4.32 4.19 4.09 one calls (minutes) Dispatch times of FPD priority one calls .76 .69 .52 .72 .64 in minutes (minutes) Annual Financial Plan Page 265 City of Flagstaff POLICE DEPARTMENT SECTION 061 POLICE Objective 3 - Meet the National Fire Protection Standards of dispatch times of priority 1 fire calls; the 2013-14 standard was to process 95% of emergency calls within 60 seconds, and 99% of calls processing within 90 seconds; the 2014 standard is to process 80% of emergency calls for service within 60 seconds, and 95% within 106 seconds 3 Year CY 14 CY 15 CY 16 CY 17 Average Actual Actual Goal Proposal Measures: Flagstaff Fire calls being dispatched 97.0% 98.3% 98.3% >98.3% >98.3% within 60 seconds Flagstaff Fire calls being dispatched 99.00% 99.42% 99.40% >99.40% >99.40% within 90 seconds (2014 =106 seconds) * 2013 benchmarks from ICMA CY 2011 are as follows: Response time to police priority 1 calls = 5.52 Property Crimes per 1,000 = 33.35 Violent Crimes per 1,000 = 3.61 Property Crimes cleared = 24.7% Violent Crimes cleared = 64.0% Positive response to surveys = 75.9 2013 COF population: 68,867 2014 benchmarks are from ICMA CY 2012, and are as follows: Response time to police priority 1 calls = not updated Property Crimes per 1,000 = 28.6 Violent Crimes per 1,000 = 3.87 ICMA 2013 Property Crimes cleared = 26% ICMA 2013 Violent Crimes cleared = 59% Positive response to surveys = 77% 2015 benchmarks are taken from the following sources: Response time to police priority 1 calls (ICMA 2011) = 5.52 2014 UCR U.S. Property Crimes per 1,000 = 27.33 2014 UCR U.S. Violent Crimes per 1,000 = 3.75 2014 UCR U.S. Property Crimes cleared = 19.7 % 2014 UCR U.S. Violent Crimes cleared = 48.1% (UCR), Positive Response to surveys (ICMA 2012) = 77% 2014 Benchmark City Survey (http://www.opkansas.org/wp-content/uploads/downloads/benchmark- city-surveysection-a-demographics.pdf Flagstaff Police Department Annual Financial Plan Page 266 City of Flagstaff POLICE DEPARTMENT SECTION: SECTION 061 POLICE 061 - POLICE OPERATIONS EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2014-2015 $ 14,339,593 1,494,619 477,806 122,353 $ 16,434,371 Adopted Budget 2015-2016 $ 15,477,537 1,484,414 1,238,751 510,000 $ 18,710,702 Estimated Expenditures 2015-2016 $ 15,477,537 1,484,414 839,881 510,000 $ 18,311,832 Proposed Budget 2016-2017 $ 16,234,332 1,477,755 1,153,645 117,300 $ 18,983,032 Budget-Budget Variance $ 756,795 (6,659) (85,106) (392,700) $ 272,330 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Patrol Detectives Records Communications Special Services Crime and Prevention Training TOTAL 1,457,515 9,551,688 1,848,889 707,213 2,003,338 669,270 196,458 $ 16,434,371 2,323,973 10,431,803 1,966,422 678,013 2,367,653 746,980 195,858 $ 18,710,702 2,323,973 10,032,933 1,966,422 678,013 2,367,653 746,980 195,858 $ 18,311,832 2,679,192 10,131,535 2,027,330 744,664 2,398,960 613,169 388,182 $ 18,983,032 $ 355,219 (300,268) 60,908 66,651 31,307 (133,811) 192,324 272,330 SOURCE OF FUNDING: GENERAL FUND $ 18,983,032 $ 18,983,032 COMMENTARY: The Police Operations Section operating budget has increased by 4%. There are capital expenditures ($117,300), resulting in an overall net increase of 1%. The Personnel Services increase of 5% is due to a market based pay increase, an increase in the PSPRS pension rate, medical and dental insurance. The Contractuals decrease is mainly due to reduced one-time funding compared to last year. Commodities decreases of 7% are due to prior year approved one-time authorizations for body cameras ($85,000). Major capital (>$10,000) include patrol vehicles (2) ($55,000), surveillance/equipment van ($32,500) and a detective vehicle ($29,800). Event at Bushmaster Park (Flagstaff Police Department) Annual Financial Plan Page 267 City of Flagstaff POLICE DEPARTMENT SECTION: SECTION 062 POLICE GRANTS 062 - POLICE GRANTS EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2014-2015 $ 518,471 153,023 378,517 $ 1,050,011 Adopted Budget 2015-2016 $ 731,674 45,400 482,900 267,000 $ 1,526,974 Estimated Expenditures 2015-2016 $ 731,674 45,400 482,900 267,000 $ 1,526,974 Proposed Budget 2016-2017 $ 448,664 188,800 512,462 144,300 $ 1,294,226 Budget-Budget Variance $ (283,010) 143,400 29,562 (122,700) $ (232,748) $ $ $ $ EXPENDITURES BY PROGRAM: Metro Grant $ COPS Hiring Grant - FY11 COPS Hiring (City Share) One Year Obligation RICO Funds for Police Law Enforcement Officer Reimbursement GOHS - DUI Enforcement State HLS - Livescan Fingerprint Mach RICO/METRO Overtime Bullet Proof Vest FY12 PSN Gang Prevention & Education Dispatch Services Agreement (NPS) Statewide Gang Task Force(GITEM) 10-AZ Home Land Security AZ Internet Crimes Child GOHS Clicket or Ticket Edward Byrne Memorial (JAG) FY 14 NA Gang Task Force OT RICO-Metro Equipment RICO-PD Equipment TOTAL $ 291,650 170,798 69,923 75,752 193,605 62,718 37,974 7,868 5,000 9,727 23,996 73,808 27,193 1,050,011 $ 240,284 261,021 64,490 88,900 195,000 50,000 16,500 10,000 5,000 165,879 102,000 4,500 5,000 70,000 40,000 168,400 40,000 1,526,974 $ 240,284 261,021 64,490 88,900 195,000 50,000 16,500 10,000 5,000 165,879 102,000 4,500 5,000 70,000 40,000 168,400 40,000 1,526,974 $ 333,327 80,965 98,000 165,636 22,300 50,000 16,500 10,000 15,000 149,372 102,000 4,500 5,000 95,000 74,000 32,626 40,000 1,294,226 $ $ 1,294,226 1,294,226 $ 93,043 (261,021) 16,475 9,100 (29,364) 22,300 10,000 (16,507) 25,000 34,000 (135,774) (232,748) SOURCE OF FUNDING: GENERAL FUND Flagstaff Police Department Annual Financial Plan Page 268 City of Flagstaff PUBLIC WORKS DIVISION MISSION The mission of Public Works Administration is to direct and coordinate the efforts of Public Works programs in providing cost efficient, quality based services to the Citizens of Flagstaff. By ensuring a well-trained safety conscious work staff, we strive to improve the quality of life in Flagstaff through sustainable, affordable, efficient maintenance programs and enhanced Transportation and Parks & Recreation opportunities. The mission of the Facility Maintenance Section is to strive to maximize its resources by maintaining all City Buildings in a safe and efficient manner for all users. The mission of USGS Maintenance is to strive to maximize its resources by maintaining all USGS Buildings in a safe and efficient manner for all users. The mission of the Fleet Management Section is to provide a comprehensive fleet management program dedicated to health, safety, resource conservation, and fiscal responsibility in selecting and supplying the most efficient state of the art vehicles and equipment to support City divisions and employees in the delivery of municipal services. The mission of the Fleet Services Section is to provide expert, cost-efficient maintenance and repairs of city vehicles and equipment, enabling City divisions to perform their duties to the citizens of Flagstaff. The mission of the Parks Section is to provide exceptional facilities which are safe and aesthetically pleasing for the community in order to pursue family oriented and recreational activities that promote a healthy lifestyle. The mission of the Recreation Section is to enhance the Flagstaff community through people, parks and programs. The Citizens Cemetery employees dedicate themselves to offering quality customer service in a time of need and providing proper grounds maintenance that is aesthetically pleasing to the public. The mission of the Streets Section is to provide the citizens of Flagstaff with a safe transportation system within the City’s right of ways. As the Streets Section maintains the current infrastructure, they continue to meet the current needs of expansion of the transportation system. The mission of Solid Waste Section is to provide the community with affordable, efficient and sustainable comprehensive solid waste solutions. The Sustainability and Environmental Management Section’s mission is to preserve and enhance the community and natural environment by implementing resource conservation and sustainability through projects, leadership and education. Annual Financial Plan Page 269 City of Flagstaff PUBLIC WORKS Annual Financial Plan Public Works 001-25 1 Division Director 1 Project Manager Solid Waste/Fleet Maintenance 1 PW Section Director Cemetery/Parks/Street Maintenance 1 PW Section Director Recreation 1 Public Works Section Director 1 Admin Specialist Collections 280-41 1 Public Works Manager 1 Public Works Supervisor (ES - Commercial) Landfill 280-41 1 Public Works Manager 1 Public Works Supervisor 7 Equipment Operator 1 Solid Waste Leadworker 11 Equipment Operator 1 Equipment Operator Temp 1 Project Manager 1 Project Manager Streets 040-32 1 Public Works Manager Safety/Training/CDL Testing 1 Public Works Supervisor 7 Equipment Operator 1.25 Equipment Operator Temp .57 Equipment Operator Snow Temp Parks 001-26 1 Public Works Manager West Side 1 Public Works Supervisor 5 Maintenance Worker 2.27 Maintenance Worker Temp East Side 1 Public Works Supervisor Page 270 1 Public Works Supervisor (ES - Residential) .5 Program Assistant Traffic/Sign and Markings/Concrete 1 Public Works Supervisor 1 Solid Waste Leadworker 11 Equipment Operator Sign and Markings 6 Maintenance Worker Bin Maintenance 1 Solid Waste Leadworker Traffic 1 Traffic Signal Tech .5 Intern 1 Customer Relations Supervisor 5 Admin Specialist .5 Program Assistant Fleet Services 001-27 1 Public Works Manager .56 Equipment Operator Snow Temp Equipment Operation 1 Public Works Supervisor Equipment 8 Equipment Operator Temps .57 Equipment Operator Snow Temp 1 Public Works Supervisor 4 Mechanic II 1 Welder/Tech City of Flagstaff 1 Fleet Services Specialist 1 Buyer 1 Mechanic Leadworker 2 Mechanic I .57 Equipment Operator Snow Temp 6 Maintenance Worker 2.5 Maintenance Worker Temp 1 Recreation Specialist 1 Admin Asst Programs/Facilities 001-30 4 Recreation Supervisor 5 Recreation Program Coord 38.27 Temps Community Events 001-30 1 Recreation Supervisor 1 Recreation Program Coord .25 Intern Aquaplex 001-30 1 Recreation Supervisor 3 Recreation Program Coord .5 Recreation Program Assistant Sustainability/Environmental Management/Facility Maintenance 1 PW Section Director Emvironmental 280-43 1 Env Program Mgr 1 Env Tech 1 Env Prog Spec 1 Env Asst .25 Env Aide Sustainability 280-43 1 Sustainability Manager 2 Sustainability Spec 1 Volunteer and Event Coordinator 1 Open Space Spec BBB/FUTS/ROW 1 Public Works Supervisor 6 Maintenance Worker 1.88 Maintenance Worker Temp Cemetery/Civic Sites/Downtown 1 Public Works Supervisor 5 Maintenance Worker 1.02 Maintenance Worker Temp Facilities Maint Division 001-29 1 Facilities Maint Superintendent 1 Facilities Maint Mgr 9 Maintenance Worker .5 Maintenance Worker Temp PUBLIC WORKS SECTION 151 ADMINISTRATION MISSION The mission of Public Works Administration is to direct and coordinate the efforts of Public Works programs in providing cost efficient, quality based services to the citizens of Flagstaff. By ensuring a well-trained, safety conscious work staff, we strive to improve the quality of life in Flagstaff through sustainable, affordable, efficient maintenance programs and enhanced Transportation and Parks & Recreation opportunities. PROGRAM DESCRIPTION Public Works Administration provides leadership and general direction for Solid Waste, Fleet Maintenance, Sustainability and Environmental Management, Facility Maintenance, Street Maintenance, Citizen Cemetery, Parks Maintenance and Recreation Services. FY 16 ACCOMPLISHMENTS     Completed Annexation of Core Services Maintenance Facility proposed site Completed Rezone of Core Services Maintenance Facility site Completed 95 miles of chip seal, 30 miles of overlay and 1.24 miles of repaving which is part of the Road Repair and Street Safety Initiative Completed the installation of second chiller at J. Lively Ice Rink FY 17 NEW INITIATIVES AND GOALS   Construction of Core Services Maintenance Facility Complete landfill study to see if excavation of rock can be sold as road base PERFORMANCE MEASURES Priority: Employee Investment Goal: Effective Vehicle Safety Program Objective: Reduce vehicular accidents by 10% Type of Measure: Outcome Tool: Reports using excel spreadsheets Frequency: Annual Scoring: 100% Trend:  Measures: Number of accidents chargeable Number of miles driven Number of accidents per thousand miles Annual Financial Plan CY 14 Actual 21 1,015,000 1 accident/ 48,333 miles Page 271 CY 15 Actual 25 1,239,370 1 accident/ 49,575 miles CY 16 Estimate 20 1,240,000 1 accident/ 62,000 miles CY 17 Proposed 18 1,240,000 1 accident/ 68,888 miles City of Flagstaff PUBLIC WORKS SECTION: SECTION 151 ADMINISTRATION 151 - PUBLIC WORKS ADMINISTRATION EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2014-2015 $ 153,199 2,812 (87,940) $ 68,071 Adopted Budget 2015-2016 $ 221,661 3,151 (98,835) $ 125,977 Estimated Expenditures 2015-2016 $ 221,661 3,151 (98,835) $ 125,977 Proposed Budget 2016-2017 $ 108,576 3,151 (94,879) $ 16,848 Budget-Budget Variance $ (113,085) 3,956 $ (109,129) $ $ $ $ $ $ $ $ 16,848 16,848 $ $ $ (149,818) 83,333 83,333 16,848 EXPENDITURES BY PROGRAM: General Administration TOTAL 68,071 68,071 125,977 125,977 125,977 125,977 (109,129) (109,129) SOURCE OF FUNDING: GENERAL FUND HIGHWAY USER REVENUE FUND AIRPORT FUND $ COMMENTARY: The Public Works Administration Section operating budget has decreased by 87%. There are no capital expenditures (> $10,000), resulting in an overall net decrease of 9%. The Personnel Services decrease of 51% is due to retirement payouts in FY2016 net of a market based pay increase as well as an increase in medical and dental insurance. Contractuals remain at the same levels as last year. Commodities increase is due to work order charge credits. Public Works Team Annual Financial Plan Page 272 City of Flagstaff PUBLIC WORKS SECTION 152 FACILITY MAINTENANCE MISSION Facilities Maintenance strives to maximize its resources by maintaining all City buildings in a safe and efficient manner for all users. PROGRAM DESCRIPTION The Facilities Maintenance Section is responsible for maintenance and upgrades of City buildings. FY 16 ACCOMPLISHMENTS    1% energy use reduction at City Hall due to building early closure, LED improvements, lighting reductions and temperate weather conditions Long range capital improvements: City Hall lobby stair and front entry reconstruction, City Hall chambers structural improvements Implemented new technologies to improve efficiency of operations FY 17 NEW INITIATIVES AND GOALS    1% energy use reduction at City Hall Long range capital improvements: City Hall front entry reconstruction and City Hall first floor restroom remodel Facilities Assessment Inspection average scores improved to 67% PERFORMANCE MEASURES Priority: Repair, Replace, Maintain Infrastructure, Resiliency and Preparedness Efforts Goal: To maintain infrastructure by the completion of facility assessment inspections and integrating findings into facilities work orders (repairs) and long range capital planning; the effectiveness of this measure contributes to resiliency and preparedness efforts, specifically by positioning the city for continued prosperity, protecting the city’s resources (buildings) which directly support emergency and other services and providing continued accessibility Objective: The objective is to inspect buildings in all areas (HVAC, plumbing, roofing, etc) and to maintain the building assessment inspection scores above 80% which guarantees safe, functional and reliable buildings Type of Measure: Output and program effectiveness Tool: Inspection assessment Frequency: Annually Scoring: Green: >70%+ Progressing / average; Yellow: 65-69% Caution / warning; Red: <65% Needs Attention (this is the average score of all buildings assessed during the calendar year) Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Facility Assessment Average Score – 65% 66% 68% 67% Measures quality of staff work, quality and effectiveness Annual Financial Plan Page 273 City of Flagstaff PUBLIC WORKS SECTION 152 FACILITY MAINTENANCE Priority: Resiliency and Preparedness Efforts Goal: Reduce energy consumption at City Hall; this contributes to the reduction of demand, costs and ensuring energy delivery; the goal also contributes to Sustainability efforts through the reduction of gas emissions Objective: To contribute to resiliency and preparedness efforts through the implementation of policies, procedures, method changes and strategies affecting energy use such equipment reductions, power and lighting controls, lighting upgrades/modifications (LED systems, sensor systems, lighting reductions) and operational/behavioral improvements to achieve our goals Type of Measure: Output: City Hall annual kWh energy use from current calendar year to previous calendar year Tool: Naviline, My Energy Pro, Facilities staff Frequency: Annually Scoring: Green: Reduction >1%; Yellow: 0 – 1% Increase; Red: Any increase Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed City Hall electric power energy use 793,563 790,580 800,000 792,000 SECTION: 152 - FACILITY MAINTENANCE EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2014-2015 $ 754,055 334,058 (142,637) 103,874 $ 1,049,350 Adopted Budget 2015-2016 $ 789,979 885,062 (241,636) 263,980 $ 1,697,385 Estimated Expenditures 2015-2016 $ 789,979 480,838 (278,709) 197,980 $ 1,190,088 Proposed Budget 2016-2017 $ 801,491 886,028 (223,563) 196,000 $ 1,659,956 Budget-Budget Variance $ 11,512 966 18,073 (67,980) $ (37,429) $ $ $ $ EXPENDITURES BY PROGRAM: General Administration $ Custodial Service Structural & Other Maintenance Maintenance-Mechanical, Electrical and Plumbi Catastrophic Set Aside Milligan House Rio Properties Murdock Phoenix Building City Leased Property Maintenance TOTAL $ 494,865 55,796 227,403 240,123 2,000 1,653 15,837 33 10,379 1,260 1,049,350 $ 357,039 95,288 742,709 282,877 178,260 16,395 11,077 13,740 1,697,385 $ 350,039 95,288 409,636 282,877 24,703 16,395 11,077 73 1,190,088 $ 369,551 95,288 684,144 284,877 181,957 16,395 14,077 13,667 1,659,956 $ 12,512 (58,565) 2,000 3,697 3,000 (73) (37,429) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND SOLID WASTE FUND $ $ 1,484,084 64,287 23,565 4,444 18,524 65,052 1,659,956 COMMENTARY: The Facility Maintenance operating budget has increased by 2%. Capital expenditures planned in FY 2017 ($196,000) which result in an overall decrease of 2%. The Personnel Services increase of 1% is due to a market pay increase as well as an increase in medical and dental insurance. Contractuals increases of <1% are due to prior year one-time authorizations for maintenance. Commodities decreases of 7% are due to prior year one-time authorization for facility repairs. Annual Financial Plan Page 274 City of Flagstaff PUBLIC WORKS SECTION 153 USGS CAMPUS MISSION USGS Maintenance strives to maximize its resources by maintaining all USGS buildings in a safe and efficient manner for all users. PROGRAM DESCRIPTION Section 20 (USGS) accounts for the costs associated with the USGS facilities owned by the City and leased by the General Services Administration (GSA). The City currently has responsibility for Buildings 3, 4, 5 and 6. The Facilities and Parks Sections share responsibility for the maintenance. FY 16 ACCOMPLISHMENTS    USGS-3: Roof scupper rebuilds USGS-4: Flooring replacement in several areas, roofing repairs – scupper rebuilds, final two HVAC units replaced, drainage improvements in NE and NW corners of the building USGS-6: LED lighting improvements FY 17 NEW INITIATIVES AND GOALS    USGS-3: Flooring replacement and LED lighting improvements USGS-4: Flooring replacement, LED lighting improvements and roof emulsion east area USGS-6: Flooring replacement and LED lighting improvements PERFORMANCE MEASURES Council Priority: Repair, Replace, Maintain Infrastructure, Resiliency and Preparedness Efforts Goal: To maintain infrastructure by the completion of facility assessment inspections and integrating findings into facilities work orders (repairs) and long range capital planning; the effectiveness of this measure contributes to Resiliency and Preparedness efforts, specifically by positioning the city for continued prosperity, protecting the city’s resources (buildings) which directly support emergency and other services and providing continued accessibility Objective: The objective is to inspect all buildings in all areas (HVAC, plumbing, roofing, etc) and to maintain the building assessment inspection scores above 80% which guarantees safe, functional and reliable buildings. Type of Measure: Output and program effectiveness Tool: Inspection assessment Frequency: Annually Scoring: Green: >75%+ Progressing / average; Yellow: 70 – 74% Caution / warning; Red: <70% Needs attention. Trend:  CY 14 CY 15 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Facility Assessment Average Score – Measures 74% 74% 75% 75% quality of staff work, quality and effectiveness Annual Financial Plan Page 275 City of Flagstaff PUBLIC WORKS SECTION 153 USGS CAMPUS Council Priority: Resiliency and Preparedness Efforts Goal: Reduce energy consumption at the USGS complex; this Resiliency and Preparedness effort contributes to the reduction of demand, costs and ensuring energy delivery; the goal also contributes to Sustainability efforts through the reduction of gas emissions Objective: To contribute to Resiliency and Preparedness efforts through the implementation of policies, procedures, method changes and strategies affecting energy use such equipment reductions, power and lighting controls, lighting upgrades/modifications (LED systems, sensor systems, lighting reductions) and operational/behavioral improvements to achieve our goals Type of Measure: Output: USGS annual kWh energy use from current calendar year to previous calendar year Tool: Naviline, My Energy Pro, Facilities staff Frequency: Annually Scoring: Green: Reductions; Yellow: Increases >0 to 0.5% Increase; Red: Increases >0.5% Trend:  CY 14 CY 15 CY 15 CY 16 Measures: Actual Actual Estimated Proposed USGS Campus electric energy use of all buildings 1,558,699 1,568,455 1,500,000 1,500,000 SECTION: 153 - USGS CAMPUS EXPENDITURES BY CATEGORY: Contractuals Commodities TOTAL Actual Expenditures 2014-2015 $ 464,895 61,859 $ 526,754 Adopted Budget 2015-2016 $ 525,236 177,970 $ 703,206 Estimated Expenditures 2015-2016 $ 525,236 177,970 $ 703,206 Proposed Budget 2016-2017 $ 665,236 65,913 $ 731,149 Budget-Budget Variance $ 140,000 (112,057) $ 27,943 $ $ $ $ $ EXPENDITURES BY PROGRAM: Maintenance Building 3 Maintenance Building 4 Maintenance Building 5 Maintenance Building 6 TOTAL $ 112,545 194,590 31,303 188,317 526,754 $ 225,635 215,230 66,840 195,501 703,206 $ 225,635 215,230 66,840 195,501 703,206 $ 158,578 215,230 41,840 315,501 731,149 $ $ 731,149 731,149 $ (67,057) (25,000) 120,000 27,943 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The USGS Campus operating budget has increased 4% and there are no capital expenditures. Contractual increases are due to carpet replacements. Commodities decreases are due to a Scupper Improvements project in FY 2016 budget. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 276 City of Flagstaff PUBLIC WORKS SECTION 154 FLEET MANAGEMENT MISSION To provide a comprehensive fleet management program dedicated to health, safety, resource conservation and fiscal responsibility in selecting and supplying the most efficient state of the art vehicles and equipment to support City divisions and employees in the delivery of municipal services. PROGRAM DESCRIPTION Fleet Management consists of line workers and supervisors representing City divisions and sections that are dedicated to developing and implementing policies and procedures for fleet operations. Under leadership of the Public Works Section Head and Fleet Manager, and as directed by the fleet policies identified in the Municipal Sustainability Plan, Fleet Management coordinates and monitors the evaluation, replacement, purchasing, fuel usage and utilization of the City’s fleet, maximizing vehicle and equipment life, retaining units as long as economically possible and replacing units that have met or exceeded useful life. FY 16 ACCOMPLISHMENTS   Multiple vehicles were able to be repurposed so as to utilize them in areas where they would be much more productive and delay capital purchases Additional plans were put in place to further this process in July 2016 when vehicles will be rotated between Mayor/Council’s office, Fleet, Meter Services and the Library FY 17 NEW INITIATIVES AND GOALS  Fleet Management will conduct a new equipment utilization review and a projected capital expenditure spread sheet for General Fund sections. PERFORMANCE MEASURES Priority: Provide sustainable and equitable public facilities, services, and infrastructure systems in an efficient and effective manner to serve all population areas and demographics Goal: To manage the City’s fleet so that front-line service provision is supported and unnecessary costs are avoided Objective: Use all tools available (including new technology i.e. Industry Fleet Management software) so as to lower current vehicle count through better use of current fleet while matching future needs with the appropriate replacement Type of Measure: Vehicle count with the City’s average annual mileage either remaining flat our increasing proportionally Tool: Compare equipment totals in Fleet system. Frequency: Annually Scoring: 100% Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Number of vehicles/equipment to be eliminated 12 units 6 units 6 units 5 units Percentage of total vehicles/equipment 2.3% 1.2% 1.2% 1.2% Annual Financial Plan Page 277 City of Flagstaff PUBLIC WORKS SECTION: SECTION 154 FLEET MANAGEMENT 154 - FLEET MANAGEMENT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2014-2015 $ 95,687 119,062 (214,753) $ (4) Adopted Budget 2015-2016 $ 167,539 107,151 (336,237) 2,222,306 $ 2,160,759 Estimated Expenditures 2015-2016 $ 167,539 107,151 (336,237) 172,645 $ 111,098 Proposed Budget 2016-2017 $ 252,017 107,151 (298,837) 1,884,661 $ 1,944,992 Budget-Budget Variance $ 84,478 37,400 (337,645) $ (215,767) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Inventory Management Prevention Maintenance Vehicle Repair Pool Vehicles - City Hall Pool Vehicles - Shop Other Shop Work Catastrophic/Major Repair Funding TOTAL $ 45,230 165,316 132,911 (436,929) 4,725 8,042 80,701 (4) $ (6,664) 76,225 284,333 (253,851) 5,500 7,900 74,910 1,972,406 2,160,759 $ (6,664) 76,225 77,233 (253,851) 5,500 7,900 74,910 129,845 111,098 $ (50,534) 77,524 347,384 (193,466) 5,500 4,400 76,623 1,677,561 1,944,992 $ (43,870) 1,299 63,051 60,385 (3,500) 1,713 (294,845) (215,767) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND SOLID WASTE FUND SEMS FUND $ $ 1,757,160 1,096 70,550 15,886 73 1,756 98,408 63 1,944,992 COMMENTARY: The Fleet Services operating budget is a zero base budget meaning the section expects to recover ongoing operating expenditures plus administrative overhead through charges for services, markups on parts and fuel, and an environmental disposal fee. The current shop rate varies per hour based on the type of equipment and does not cover one-time and capital requests. Personnel services increases are due to market based pay increases as well as increases in health and dental insurance. In addition, personnel services increased due to one-time authorizations for temporary staff. Commodities increases are due to one-time authorizations for small tool and equipment replacements. There is no major capital (> $10,000) in this section. Annual Financial Plan Page 278 City of Flagstaff PUBLIC WORKS SECTION 155 PARKS MISSION Parks The Parks Section is dedicated to providing exceptional facilities which are safe and aesthetically pleasing for the community, in order to pursue family-oriented and recreational activities that promote a healthy lifestyle. Cemetery Citizens Cemetery employees dedicate themselves to offering quality customer service in a time of need and providing proper grounds maintenance that is aesthetically pleasing to the public. PROGRAM DESCRIPTION Parks Parks staff is responsible for the maintenance and management of parks and sports fields, school fields improved by BBB Recreation funds, City right-of-ways, BBB Beautification funded Streetscapes, FUTS trails, downtown areas, Heritage Square, grounds at City buildings (including recreation centers, library, City Hall) and snow removal from City-owned parking lots and designated City sidewalks and alleyways. The City’s weed and tree management plan are also housed in this section. Cemetery Cemetery staff is responsible for the maintenance and management of the Citizens Cemetery, performing services related to the opening and closing of graves, lot sales, record keeping and facility and grounds maintenance. The Cemetery staff also provide the opening and closing services for the Calvary Cemetery. FY 16 ACCOMPLISHMENTS Parks  Completed the rezoning of three park parcels: Buffalo Park, Guadalupe Park and Highland Ave  Completed the Bushmaster Park improvements  Completed Arroyo Park ADA access improvements utilizing Community Development Block Grant funds  Renovated landscape walls and landscaping at Thorpe Park tennis courts  Replaced the synthetic turf on the McPherson Park tennis courts  Reconstructed the existing tennis courts at the Hal Jensen Center  Improved ADA accessibility at McPherson Park playground  Replaced playground equipment at University Highlands and Mobile Haven Parks  Replaced two truck-mounted snow plows Cemetery  Purchased Cemetery software and installed a kiosk to improve customer service  Eliminated the Caretaker position, but improved customer service by converting the position to a full time maintenance worker position  Installed Maxicom centralized computer unit controlling the irrigation system to improve water management efficiencies  Acquired security services to reduce overtime expenses during after hours (closing of Cemetery on a daily schedule)  Secured donations to purchase two granite benches  Reorganized operations within the Parks section to become more efficient  Refurbished Mausoleum: new roof system, concrete repairs and painting Annual Financial Plan Page 279 City of Flagstaff PUBLIC WORKS SECTION 155 PARKS FY 17 NEW INITIATIVES AND GOALS Parks  Design and enhance the drainage and electrical systems in Wheeler Park  Replace landscape walls within Thorpe Park  Chip, crack seal and stripe parking lots at Bushmaster Park and Thorpe Park Sports Complex  Secure funding to convert existing playground to “adaptive” play within Thorpe Park  Resurface four tennis courts at Thorpe Park  Install outdoor exercise equipment at Bushmaster Park  Construct restroom facility at Buffalo Park Cemetery  Improve customer service through scheduling and maintenance related activities  Research a funding source for development of a new Veterans Section within Citizens Cemetery  Coordinate with the American Legion on a solution for damaged bricks in Veterans Section “K”  Beautification of older family plots, by removal of damaged and deteriorating concrete walls  Replacing cracked concrete around individual headstones PERFORMANCE MEASURES Parks Priority: Council - Repair, Replace, Maintain Infrastructure Goal: Maintain safe parks through active involvement in an integrated maintenance program that reflects a Service Level 2 in BBB recreation fields and Service Level 3 in parks grounds Objective: Identify and complete maintenance tasks and inspections at all parks and park amenities Type of Measure: Output and program outcome Tool: Inspections and inspection reports, excel spreadsheet Frequency: Daily, Weekly, Bi-weekly Scoring: 100% Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed BBB Recreation Fields - conduct inspections of 91% 91% 91% 100% parks and complete maintenance activities at a Service Level 2 Park Grounds - conduct inspections of parks 97% 92% 92% 100% and complete maintenance activities at a Service Level 3 Annual Financial Plan Page 280 City of Flagstaff PUBLIC WORKS SECTION 155 PARKS Parks Priority: Management - Resiliency and Preparedness Efforts Goal: Implement water saving strategies that protect our water resources by reducing water consumption by 2% Objective: Reduce water consumption and maintain a healthy turf Type of Measure: Program effectiveness Tool: Excel worksheet tracking monthly and annual water usage Frequency: Monthly/Annually Scoring: 100% Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Target 55,185,957 54,082,238 53,000,593 51,940,581 Gallons consumption 39,460,645 40,468,607 44,000,000 43,120,000 Reduction amount 15,725,312 13,613,631 10,570,909 8,820,581 *2% target is based off of 2010 actuals (59,906,597) decreased per year Cemetery Priority: Management - Resiliency and Preparedness Efforts Goal: Implement water saving strategies that protect our water resources by reducing water consumption by 2% Objective: Reduce water consumption and maintain a healthy turf Type of Measure: Program effectiveness Tool: Excel worksheet tracking monthly and annual water usage Frequency: Monthly/Annually Scoring: 100% Trend:  CY 14 CY 15 Measures: Actual Actual Target 13,682,145 13,408,503 Gallons consumption 11,818,400 11,929,000 Reduction amount 1,863,745 1,479,503 *2% target is based off of 2009 actuals (15,136,439) decreased per year CY 16 Estimated 13,140,333 13,000,000 140,333 CY 17 Proposed 12,877,527 12,750,000 127,527 City Bicycle Lending Program, Wheeler Park Annual Financial Plan Page 281 City of Flagstaff PUBLIC WORKS SECTION: SECTION 155 PARKS 155 - PARKS EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2014-2015 $ 1,529,435 478,385 366,450 110,544 $ 2,484,814 Adopted Budget 2015-2016 $ 1,785,613 619,929 548,690 417,000 $ 3,371,232 Estimated Expenditures 2015-2016 $ 1,785,613 619,929 548,690 357,000 $ 3,311,232 Proposed Budget 2016-2017 $ 1,991,041 688,551 550,913 315,000 $ 3,545,505 Budget-Budget Variance $ 205,428 68,622 2,223 (102,000) $ 174,273 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Park Grounds Maintenance Park Buildings and Facility Maintenance BBB - Streetscape/Median Maintenance Right-of-Way/ Median FUTS Trail System Heritage Square Maintenance BBB Recreation Fields Downtown/Plaza Maintenance Non-Park Grounds and Landscapes Cemetery AZGFD Heritage - Prairie Dog Handbook TOTAL $ 118,458 546,186 26,996 297,755 65,337 123,315 26,671 1,130,554 12,613 136,928 2,484,814 $ 165,313 895,276 31,545 358,326 81,020 217,440 43,700 1,387,763 20,017 170,832 3,371,232 $ 165,313 835,276 31,545 358,326 81,020 217,440 43,700 1,387,763 20,017 170,832 3,311,232 $ 136,372 793,988 31,890 371,264 82,514 238,486 45,615 1,411,645 5,094 176,524 232,353 19,760 3,545,505 $ $ 3,545,505 3,545,505 $ (28,941) (101,288) 345 12,938 1,494 21,046 1,915 23,882 (14,923) 5,692 232,353 19,760 174,273 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Parks operating budget has increased by 9%. There are capital expenditures of $315,000, resulting in an overall increase of 5%. The Personnel Services increase of 12% is due to a market pay increase as well as an increase in medical and dental insurance and the transfer of cemetery staff to Parks. Contractuals increases are due to moving the Cemetery budget into Parks section. Commodities increased slightly in FY 2017. Major capital (> $10,000) includes various park improvement projects including improvements to McPherson Park, Arroyo Park and Thorpe Park. Annual Financial Plan Page 282 City of Flagstaff PUBLIC WORKS SECTION: SECTION 155 PARKS 157 - CEMETERY EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2014-2015 $ 4,328 25,193 176,360 $ 205,881 Adopted Budget 2015-2016 $ 4,815 45,132 175,682 $ 225,629 Estimated Expenditures 2015-2016 $ 4,815 45,132 175,682 $ 225,629 Proposed Budget 2016-2017 $ $ - Budget-Budget Variance $ (4,815) (45,132) (175,682) $ (225,629) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Opening & Closing Maintenance of Buildings Maintenance of Grounds TOTAL $ 50,579 42,014 3,706 109,581 205,881 $ 51,673 53,711 9,428 110,817 225,629 $ 51,673 53,711 9,428 110,817 225,629 $ - $ $ - $ (51,673) (53,711) (9,428) (110,817) (225,629) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Cemetery Section has been combined with the Parks Section starting in FY 2017. Cemetery is now a program within Parks. Event at Heritage Square (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 283 City of Flagstaff PUBLIC WORKS SECTION 156 RECREATION SERVICES MISSION Enhancing our community through people, parks and programs. PROGRAM DESCRIPTION Recreation staff is responsible for the management and operation of the Flagstaff Aquaplex, Joe C. Montoya Community and Senior Center, Jay Lively Activity Center, Flagstaff Recreation Center and numerous sports fields. Special community events and use permits are coordinated for organizations and individuals, recreational activities and classes are programmed for all ages and abilities and sports are facilitated for both youth and adults. FY 16 ACCOMPLISHMENTS Aquaplex  Acquired three new contract instructors  Enhanced membership benefits by adding 22 classes and included more programs with membership purchase  Improved infrastructure to attract new members including pool re-plaster project  Amenity upgrades to attract new facility rentals in the Community Rooms including Wi-Fi, conference phone, laptop, new projector and screen and new carpeting Adult Athletics  Ran successful coed hockey league skills clinic and winter hockey league at capacity  Increased fall volleyball registration by 14 teams from FY 2015 which is an approximate 27% revenue increase  One corporate company registered 14 teams in our spring and fall volleyball sessions as part of their wellness program Community and Special Events  Dew Downtown Winter Festival successfully implemented with new family friendly focus  Successfully implemented Soar into Spring Kite Festival, Concerts in the Park, Children’s Music and Arts Festival, Halloween Harvest and Winter Wonderland Hal Jensen Recreation Center  Renamed facility from the Flagstaff Recreation Center to the Hal Jensen Recreation Center  New HVAC Air Conditioning system on south end of facility  New storefront door in lobby area  New cardio equipment in weight room  Participated in the Better to Give Program  Enhanced partnership with Phoenix Suns that included Youth Basketball camp facilitated by Phoenix Suns (camp maxed out capacity with 150 kids)  Reinstated partnership with Flagstaff Police Department and Night Court Jay Lively Activity Center  Hosted Flagstaff Figure Club “Ice in the Pines” skating event August 22nd and 23rd  Hosted two weeks of hockey camps during summer off-season months  Began utilizing large digital signage display for locker room schedule, Public Works advertising and special events  Initiated installation of second chiller system Annual Financial Plan Page 284 City of Flagstaff PUBLIC WORKS     SECTION 156 RECREATION SERVICES Added Suddenlink advertisement wrap to Zamboni ice resurfacer as a revenue enhancement Initiated mold abatement in back hallway, green, blue and gray locker rooms Implemented an improved skate sharpening tracking system Revised and expanded youth “Jr. Rink Guard” development program Joe C. Montoya Community and Senior Center  Recreation Coordinator became a board member of the Northern Arizona Gerontology Association which strengthens our partnership with others serving the senior population  Replaced some aerobic and weight room equipment with new equipment FY 17 NEW INITIATIVES AND GOALS Aquaplex  Research implementing an online waiver system to allow guests to complete the required paperwork for the climbing wall on or off site  Replace cabana flooring with tile and shower pans, remove floor coating and repair floors with new surface  Replace aging equipment to maintain membership appeal and competitive equipment with like facilities  Improve quality of programming by hiring experienced staff and offering more class options, class days and times Adult Athletics  Expand on the number of corporations that enter teams in our softball, volleyball and basketball leagues for their wellness programs  Increase number of participants in all leagues  Increase total number of out of community tournaments to increase revenues  Institute the banner sponsorship program at Thorpe softball complex  Host an annual adult hockey tournament Community and Special Events  Expand and grow the Halloween Harvest event in the downtown area  Successfully transition the July concert series to the new portion of Bushmaster Park  Present revisions to the special event permit packet to City Council for approval Hal Jensen Recreation Center  Work with Coordinator, Director, Facility Manger and all other entities needed to move forward with expansion/facility improvements of center  Work closely with Marine League Charities on sponsorship of one unbudgeted youth program  Research partnership with Housing to provide programming at the Siler Homes Recreation Center  Upgrade furniture in game room Jay Lively Activity Center  Improve Jay Lively Activity Center advertising  Replace window in front of arena to increase energy savings  Host City of Flagstaff Adult Hockey Tournament  Expand lobby digital signage to include additional hardware and content  Continue to develop skate sharpening system to include digital backend and/or physical reference system Annual Financial Plan Page 285 City of Flagstaff PUBLIC WORKS SECTION 156 RECREATION SERVICES Joe C. Montoya Community and Senior Center  Fund and improve the annual baseball camp program  In partnership with Utilities staff, implement a xeriscape improvement project to beautify the landscaping on the front of the facility while also saving water  Continue to fund and replace cardio and weight room equipment PERFORMANCE MEASURES Priority: Council Goal - Provide sustainable and equitable public facilities, services, and infrastructure systems in an efficient and effective manner to serve all population areas and demographics; Regional Plan (2030) – Recreation, (Goal REC.1) Goal: Maintain Recreation facilities at the highest quality Objective: In conjunction with the Facilities Section, provide safe, functional and attractive facilities for our patrons Type of Measure: Outcome Tool: Facility full assessment reports, monthly facility site visit/inspections Frequency: Monthly, every other year Scoring: 70%+ Progressing, average, 65% – 69%, Caution, warning, <65% - needs attention Trend:  CY14 CY 15 CY16 CY17 Measures: Actual Actual Estimated Proposed Facility Assessment Average Score – Measures 70% 73% 72% 72% quality of staff work, efficiency of work order program Priority: Management – Customer Service Goal: Customer satisfaction with programs and services Objective: Provide quality recreation programs and services that create positive leisure experiences for all participants Type of Measure: Program outcome Tool: City of Flagstaff Citizen Survey, customer feedback, program surveys Frequency: Quarterly Scoring: 90%+ Progressing, average, 75 – 90%, Caution, warning, 75% - needs attention Trend:  CY14 CY 15 CY16 CY17 Measures: Actual Actual Estimated Proposed Customer Service target rating of 90% of the 90% 94% 95% 95% overall experience rated good or excellent Annual Financial Plan Page 286 City of Flagstaff PUBLIC WORKS SECTION 156 RECREATION SERVICES Priority: Management – Effective Governance and Fiscal Accountability Goal: Meet revenue expectation through effective marketing and program offerings Objective: Adequate revenue generated to meet cost recovery expectations and self-sufficiency percentages for both adult and youth programming Type of Measure: Outcome Tool: Program evaluation reports and Quarterly Budget Reports Frequency: Monthly Scoring: 90%+ Progressing, average, 75 – 90%, Caution, warning, 75% - needs attention Trend:  FY14 FY 15 FY 16 FY17 Measures: Actual Actual Estimated Proposed Meet expected revenue goals through sound fiscal management and adherence to program 100% 95% 100% 100% fees and established fee philosophies Priority: Management – Effective Governance Goal: Fiscal accountability Objective: Adequate revenue generated to meet cost recovery expectations at the Flagstaff Aquaplex Type of Measure: Outcome Tool: Monthly Budget Reports Frequency: Quarterly, Annually Scoring: 70%+ Goal met, 61% – 69%, Caution, warning, <60% - needs attention Trend:  Measures: Annual Cost Recovery Rate between 50% - 70% FY 14 Actual FY 15 Actual FY 16 Estimated FY 17 Proposed 64% 68% 70% 70% Recreation Services Team Annual Financial Plan Page 287 City of Flagstaff PUBLIC WORKS SECTION: SECTION 156 RECREATION SERVICES 156 - RECREATION SERVICES EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2014-2015 $ 1,907,062 822,937 297,790 39,880 $ 3,067,668 Adopted Budget 2015-2016 $ 2,058,799 829,238 367,633 55,000 $ 3,310,670 Estimated Expenditures 2015-2016 $ 2,058,799 829,238 367,633 55,000 $ 3,310,670 Proposed Budget 2016-2017 $ 2,116,372 846,806 373,265 55,000 $ 3,391,443 Budget-Budget Variance $ 57,573 17,568 5,632 $ 80,773 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Parks & Recreation Commission Youth Commission Community Services/Events Adult Athletics Jay Lively Activity Center Aquaplex Joe C Montoya Community and Sr Center Flag Recreation Center Cogdill Recreation Center Siler Homes After School Program Recreation Grants North Country Killip Grant TOTAL $ 431,105 98 170,494 291,822 497,604 1,132,293 229,158 270,380 40,290 343 4,081 3,067,668 $ 428,744 162,745 300,648 500,361 1,343,105 251,585 303,482 20,000 3,310,670 $ 428,744 162,745 300,648 500,361 1,343,105 251,585 303,482 20,000 3,310,670 $ 380,347 216,771 290,067 518,450 1,340,678 302,066 289,064 20,000 34,000 3,391,443 $ $ 3,391,443 3,391,443 $ (48,397) 54,026 (10,581) 18,089 (2,427) 50,481 (14,418) 34,000 80,773 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Recreation operating budget has increased by 2%. There are capital expenditures of $55,000, resulting in no change. The Personnel Services increase of 3% is due to a market pay increase as well as an increase in medical and dental insurance, net of the addition of a 0.56 FTE for temporary staffing. Contractuals increases of 2% are due to one-time costs for facility repairs at Joe C. Montoya Community Center and public computers at the Hal Jensen Recreation Center. Commodities increases of 2% are due to decreases in costs for operating equipment and supplies. Major capital (> $10,000) includes cardio equipment, variable frequency drive for the Aquaplex, floor buffer for the Jay Lively Activity Center, software upgrade, furniture, and reserve for capital ($55,000). Annual Financial Plan Page 288 City of Flagstaff PUBLIC WORKS SECTION 161 STREET MAINTENANCE MISSION The mission of the Streets Section is to provide the citizens of Flagstaff with a safe transportation system within the City’s right-of-ways. As the Streets Section maintains the current infrastructure, they continue to meet the current needs of expansion of the transportation system. PROGRAM DESCRIPTION The Streets Section is responsible for all of the multimodal transportation systems. The Streets Section is solely responsible for every aspect of the system in regards to street maintenance, drainage, street sweeping, road grading, dust abatement, concrete replacement, guardrail repair, signing and marking operations, asphalt paving, asphalt deficiency repair, hauling operations, drainage inspections and maintenance, street light inspections and urban trail maintenance. FY 16 ACCOMPLISHMENTS             Worked with Traffic engineering on installing flashing yellow turn signals at Lake Mary Road/Beulah, Woodlands Village/Beulah and McConnell/Beulah intersections Worked with Traffic engineering on installing a flashing pedestrian crossing on Lone Tree Road at Brannen Worked with Traffic engineering on installing two flashing pedestrian crossings on Fourth Street Worked on installing large skim patches of asphalt on Lockett, High Country and Thorpe roads to repair the roads until they will be incorporated in the Road Repair Street Safety Initiative or Pavement Preservation programs Worked with other City sections to restore the Frances Short pond Worked with Traffic engineering on the Highway Safety Improvement Program (HSIP) guardrail project Worked with Traffic engineering on the Highway Safety Improvement Program (HSIP) phase I and II sign replacement projects Purchased two street sweepers Assisted the Fleet management committee goals by downsizing the Streets fleet by replacing a ½ ton pickup with a mid-size, more economical vehicle Extensive efforts were made to drainage maintenance to accomplish no major flooding issues Worked with partners to hold and attend the Dark sky conference at the High Country Conference Center Purchased a mini excavator FY 17 NEW INITIATIVES AND GOALS          Work with the streetlighting committee to find a mutually agreed upon lighting solution for streetlights Replace outdated highway striper truck in an effort to extend the striping season Continue with snow stipend pay to recruit and retain employees Work with Traffic engineering to implement signal timing on Butler Avenue from Milton to Fourth Street Work with our consultant to implement findings found in the operations and maintenance study Replace the asphalt patch bed on a 1993 Chevrolet chassis truck Purchase a street sweeper Purchase a low boy trailer for hauling equipment Purchase three additional cinder spreader boxes Annual Financial Plan Page 289 City of Flagstaff PUBLIC WORKS SECTION 161 STREET MAINTENANCE PERFORMANCE MEASURES Priority: Council - Repair, replace, maintain infrastructure Goal: Sweeping of main, arterial and residential roads Objective: Sweeping of main, arterial and residential roads within established schedules Type of Measure: Percentage of time meeting established schedules Tool: Inspections by Leadworker Frequency: Weekly Scoring: 100% Trend:  CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Meeting street sweeping schedules based on 95% 98% 98% the time of the year CY 17 Proposed 100% Priority: Council - Repair, replace, maintain infrastructure Goal: Coverage time for pothole repair Objective: Patch all reported potholes within 24 hours of notification Type of Measure: Provide coverage to West and East sides once monthly while responding to all calls Tool: Tracking operator logs Frequency: Daily Scoring: 100% Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Patch potholes within 24 hours of notification 99% 100% 100% 100% Potholes patched 1,257 1,250 1,000 1,500 Annual Financial Plan Page 290 City of Flagstaff PUBLIC WORKS SECTION: SECTION 161 STREET MAINTENANCE 161 - STREET MAINTENANCE EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2014-2015 $ 2,088,797 754,057 584,148 678,198 $ 4,105,200 Adopted Budget 2015-2016 $ 2,503,499 831,277 993,255 675,000 $ 5,003,031 Estimated Expenditures 2015-2016 $ 2,503,499 831,277 993,255 584,000 $ 4,912,031 Proposed Budget 2016-2017 $ 2,434,952 831,277 1,094,869 1,078,000 $ 5,439,098 Budget-Budget Variance $ (68,547) 101,614 403,000 $ 436,067 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Street Cleaning Snow Control Sign, Signal, Mark & Light Street Maintenance Drainage-way Maintenance Training Streetlights Traffic Signal Maintenance Autopark Association Fees TOTAL $ 239,889 355,675 1,043,512 230,697 1,204,381 229,284 172 482,881 278,710 40,000 4,105,200 $ 382,281 576,372 951,831 414,506 1,567,707 309,100 3,500 516,702 281,032 5,003,031 $ 382,281 576,372 951,831 414,506 1,476,707 309,100 3,500 516,702 281,032 4,912,031 $ 372,306 580,694 938,890 864,013 1,569,653 351,134 3,500 516,702 242,206 5,439,098 $ $ 5,439,098 5,439,098 $ (9,975) 4,322 (12,941) 449,507 1,946 42,034 (38,826) 436,067 SOURCE OF FUNDING: HIGHWAY USER REVENUE FUND COMMENTARY: The Street Maintenance section operating budget has increased by 1%. There are capital expenditures (> $10,000) totaling $1,078,000, resulting in an overall net increase of 9%. The Personnel Services decrease of 3% is mainly due to cemetery staff transferring to the Parks section partially offset by a market based pay increase as well as an increase in medical and dental insurance. Contractuals remained flat from FY 2016 to FY 2017. Commodities increases of 10% reflect a decrease in work order charge out which is related to the Cemetery staff transferring to the Parks section. Annual Financial Plan Page 291 City of Flagstaff PUBLIC WORKS SECTION 165/166 SOLID WASTE MISSION To provide the community with affordable, efficient and sustainable comprehensive solid waste solutions. PROGRAM DESCRIPTION The Solid Waste Section provides the citizens of Flagstaff with superior customer service, timely refuse and recycling collections and sound landfill management practices. The Section works toward efficient operations by utilizing the implementation of additional waste diversion and recycling programs that will sustain landfill resources. FY 16 ACCOMPLISHMENTS Landfill  Examined soil resources and future liner/cap construction; ongoing  Developed an excavation plan for future sequences of the landfill; ongoing  Established an IGA with Northern Arizona University College of Engineering, Forestry and Natural Sciences (NAU CEFNS) to study potential alternative uses of paper millings as an alternative liner in the solid waste cells; ongoing  Installed surveillance cameras throughout the landfill as a means of mitigating risk to the operation Administration  Trained the administration team in every aspect of the new routing and landfill software; ongoing  Designed an outreach mailer that informs our customers about timely cart placement, when their containers should be moved from the curb and any additional fees for go back services; ongoing  Implemented an employee recognition program to increase morale and become more team oriented and take part in spot recognition program; completed, piggybacking off of HR’s new program Collections/Landfill  Training and education: Section and Division cross training (supervisory, operations, administrative) to improve staff utilization, provide coverage and maintain expected customer service levels across Solid Waste and Public Works  Procurement and implementation of Solid Waste Business Management Software that integrates collections and landfill operations - carryover from FY 2014 collections in progress with a go live date of April 1, 2015; landfill software will follow  Recycling: increased the volume of recyclables diverted and collected from the waste stream; developed and implemented new advertising and education strategies to increase the voluntary participation of residential and commercial customers; ongoing  Recycling: development of IGA’s and agreements with new partners who wish to recycle, increasing tonnage into the MRF; ongoing  Staff continued to develop efficiencies that optimize the conservation of landfill air space; ongoing  Developed an alternative liner/cap utilizing paper sludge millings; ongoing  Staff has identified additional airspace within the approved landfill design; cost of excavation and development of the area is being vetted Annual Financial Plan Page 292 City of Flagstaff PUBLIC WORKS SECTION 165/166 SOLID WASTE FY 17 NEW INITIATIVES AND GOALS Administration  Train drivers on utilizing the container marking mechanisms within the tablet software  Research customer tracking software for customer call ins  Utilize utility bill messages for outreach to customers  Continue outreach to apartment complexes and commercial customers  Implement new landfill software with automated scales Landfill  Renew the agreement with SCA through December 31st, 2019 with an option to terminate the agreement after December 31st, 2017  Staff will continue to develop efficiencies that optimize the conservation of landfill air space  Develop alternative liner/cap utilizing paper millings; projected start date: September 30, 2016 and projected completion date: December 31, 2018  Staff has identified additional airspace within the approved landfill design, drilling and sampling will verify that soil properties are indeed ideal for future infrastructure needs: projected start date: September 30, 2016 and projected completion date: December 16, 2016  Reconstruction of northwest corner of Sequence B-4 PERFORMANCE MEASURES Council Priority: Maintain and deliver quality, reliable and resilient infrastructure Goal: To create efficiencies that optimize the volume of airspace within the landfill Objective: To reduce the total amount of Alternative Daily Cover (ADC) being used to cover trash, thereby reducing future expense in the ongoing operation of the landfill Type of Measure: Outcome Tool: GPS, CAD, and scale house software provide reports and dashboards detailing percentile increases Frequency: Quarterly reports to Division Director and annual reports to council Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimate Proposed Trash to cover ratio 0.9:1 1.4 1.7:1 1.9:1 Compaction rate (lb./cy) 1,910 1,753 1,600 1,700 Annual Financial Plan Page 293 City of Flagstaff PUBLIC WORKS SECTION 165/166 SOLID WASTE Council Priority: Maintain and deliver quality, reliable and resilient infrastructure Goal: Initiate the development of an alternative landfill liner/cap (5-Year Plan) Objective: Realize cost savings for future expansion areas at Cinder Lake Landfill through the following accomplishments 1. Staff will continue incremental testing on physical and chemical properties of the paper millings 2. Subsequent to testing, staff will develop scaled test plots with alternative liner /cap materials 3. If the analysis on the paper sludge is favorable, staff will prepare a proposal to ADEQ for approval for implementation in future operations. Type of Measure: Outcome Tool: We are already partnered (through an IGA) with NAU CEFNS to test the structural properties of the material, this has afforded us considerable financial savings while developing the product while students from NAU CEFNS College of Engineering are provided with the opportunity to obtain a real-world understanding of landfill construction; utilizing the On-Call Professional Services contract with a local geotechnical firm (Speedie and Associates, Inc.) to coordinate testing that cannot be conducted in NAU’s labs Frequency: Annually Scoring: Determine physical properties of paper sludge 25%, hire third party to assist with the design and construction of test plots 50%, prepare proposal to ADEQ to implement test plots 75%, first results from test plots are gathered 100% Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimate Proposed Tasks to be completed that will get us approved N/A 25% 50% 75% for alternative landfill cap/liner Annual Financial Plan Page 294 City of Flagstaff PUBLIC WORKS SECTION: SECTION 165/166 SOLID WASTE 165 - SOLID WASTE - LANDFILL EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2014-2015 $ 1,144,170 257,709 452,401 865,397 $ 2,719,677 Adopted Budget 2015-2016 $ 1,428,301 219,194 584,206 2,512,000 $ 4,743,701 ` Expenditures 2015-2016 $ 1,428,301 219,194 584,206 1,569,000 $ 3,800,701 Proposed Budget 2016-2017 $ 1,275,317 435,599 585,907 3,527,999 $ 5,824,822 Budget-Budget Variance $ (152,984) 216,405 1,701 1,015,999 $ 1,081,121 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Sanitary Landfill Landfill Outside Contract Inert Material Landfill Hazardous Product Center (Landfill) TOTAL $ 247,357 2,183,478 288,842 2,719,677 $ 492,749 3,899,060 334,392 17,500 4,743,701 $ 492,749 2,956,060 334,392 17,500 3,800,701 $ 436,788 4,752,814 299,514 17,500 318,206 5,824,822 $ $ 5,824,822 5,824,822 $ (55,961) 853,754 (34,878) 318,206 1,081,121 SOURCE OF FUNDING: ENVIRONMENTAL SERVICES FUND COMMENTARY: Solid waste landfill section operating budget has increased by 3%. There are capital expenditures (total $3,527,999), resulting in an overall net increase of 23%. The personnel services decreases of 11% is due to a market based pay increase as well as an increase in medical and dental insurance, combined with recent decreases due to vacancies and retirements. Contractuals increases of 99% are due to increased in one time services and the transfer of the HPC program into the Landfill section. Commodities witnessed a slight increases due to increases in supplies and HPC programing. Major capital (>$10,000) includes capital equipment and capital improvements ongoing at the landfill. Annual Financial Plan Page 295 City of Flagstaff PUBLIC WORKS SECTION: SECTION 165/166 SOLID WASTE 166 - SOLID WASTE - COLLECTIONS EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2014-2015 $ 2,577,199 2,728,770 1,196,215 344,244 $ 6,846,427 Adopted Budget 2015-2016 $ 2,327,101 2,820,733 1,138,971 1,655,000 $ 7,941,805 ` Expenditures 2015-2016 $ 2,327,101 2,820,733 1,138,971 650,000 $ 6,936,805 Proposed Budget 2016-2017 $ 2,347,201 2,988,583 1,263,971 1,787,000 $ 8,386,755 Budget-Budget Variance $ 20,100 167,850 125,000 132,000 $ 444,950 $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Residential Collection Bin Maintenance - Residential Recycling Curbside Collection Commercial Collection Bin Maintenance - Commercial Commercial Recycling Commercial Sales Hoist & Haul TOTAL $ 433,484 2,158,407 58,451 765,038 2,287,883 127,932 556,858 5,072 453,302 6,846,427 $ 438,516 2,488,643 39,428 1,072,379 2,160,247 250,942 906,076 585,574 7,941,805 $ 438,516 1,753,643 39,428 812,379 2,160,247 175,942 1,121,076 435,574 6,936,805 $ 435,850 2,437,924 50,628 1,195,277 2,302,188 150,131 1,011,930 802,827 8,386,755 $ $ 8,386,755 8,386,755 $ (2,666) (50,719) 11,200 122,898 141,941 (100,811) 105,854 217,253 444,950 SOURCE OF FUNDING: ENVIRONMENTAL SERVICES FUND COMMENTARY: Solid waste collections section operating budget has increased by 5%. There are capital expenditures (total $1,787,000), resulting in an overall net increase of 6%. The personnel services increases of 1% is due to a market based pay increase as well as an increase in medical and dental insurance. Contractuals increases of 6% are due to increased in one time services. Commodities increases of 11% are due to increases in operating supplies. Major capital (>$10,000) includes capital equipment and replacement. Annual Financial Plan Page 296 City of Flagstaff PUBLIC WORKS SECTION 170/171 SUSTAINABILITY AND ENVIRONMENTAL MGMT MISSION Sustainability serves the community and municipal organization as a catalyst for economic, environmental and social sustainability through policy development, project implementation, leadership and education. Environmental Management’s mission is to protect the health and safety of the public, City staff and the environment by ensuring that City operations are in compliance with federal and state environmental regulations. PROGRAM DESCRIPTION Sustainability provides practical and innovative solutions to increase efficiencies and improve resourceful practices through programming in: Climate, Community Stewards, Energy, Food Systems, Open Spaces and Waste Prevention. The Sustainability Section works with all sectors of the community and City divisions to integrate sustainability into daily practice while empowering them to be resilient and resourceful. Environmental Management works with all City divisions to ensure City operations are in compliance with federal and state environmental regulations. This includes regulatory compliance for asbestos, lead-based paint, industrial stormwater and indoor air quality. This division also includes the Hazardous Product Center (HPC). The HPC is a permanent facility used by residents and small businesses located within Coconino County and the City of Flagstaff for the proper disposal of hazardous wastes. FY 16 ACCOMPLISHMENTS Sustainability Climate  Resiliency workshops were completed with the Airport Division and the Utilities Division and prioritized action items were submitted to the City Council  A curb cut guide was created in collaboration with the Stormwater Division in order to encourage and facilitate residential passive rainwater harvesting  The Climate Resiliency program assisted in the creation of a new Continuity of Operations Plan, utilizing the Bold Planning software platform  The City’s municipal emissions were submitted for the first time to the Carbon Disclosure Project, an international not-for-profit that maintains a comprehensive set of global corporate environmental data  Received 275 kilowatt energy allocation from the Western Area Power Administration and Arizona Power Authority from Hoover Damn Energy Efficiency  The Energy Rebate Program distributed $30,000 of energy rebates into the Flagstaff community, saving residents over $10,000 annually on heating bills  The DIY Home Energy Efficiency Workshop series provided home energy efficiency kits and training to over 100 Flagstaff residents  As part of the Airport Sustainability Master Plan completed an Energy Audit at the Flagstaff Airport, which identified energy efficiency measures  Completed 40 sustainability office assessments of City employees’ work stations in an effort to promote energy efficiency and waste prevention  Initiated a pilot project with technology in a police patrol vehicle and a streets supervisor vehicle to reduce vehicle idling Annual Financial Plan Page 297 City of Flagstaff PUBLIC WORKS SECTION 170/171 SUSTAINABILITY AND ENVIRONMENTAL MGMT Community Stewards  Took over program management in FY 2016  Recruited Community Stewards for 86 sections of avenues and trails, approximately 43 miles  Coordinated large clean-ups for Days of Service, including 15 Minute Makeover, MLK Junior Day of Service and Earth Day; also coordinated over 200 litter reduction events, resulting in more than 2,750 volunteer hours dedicated and 720 bags of litter collected  Hosted large volunteer recognition event for Community Stewards  Updated application forms and website to reflect new policies and branding Waste Prevention  Provided waste prevention outreach to over 1,800 community members  Rolled out the MyWaste webpage and smartphone app, more than 4,000 customers have used the service  Finalized ReThink Recycling Plan  Developed recycling bin toppers to reduce recycling contamination at special events and integrated the bin toppers into the Special Event Permit process  Secured a $5,000 grant from the Arizona Recycling Coalition to fund a liquid disposal station, water bottle refill station and unified trash/recycling bin at the Flagstaff Airport  Completed a trash and recycling re-bin at the Flagstaff Airport, Joe C. Montoya, Hal Jenson and Jay Lively  Provided unified trash and recycling bins at Bushmaster and Thorpe Parks and initiated recycling service  Distributed 20,000 pizza box recycling stickers through several pizzerias  Conducted three Fix-it Clinics at Local Works with a success rate of 70%  Hosted a DIY Re-Skilling Workshop Series with Local Works focused on pallet woodworking  Implemented a community food waste challenge, based on the EPA’s Food: Too Good to Waste model, which resulted in a 25% decrease in food waste  Distributed 2,300 reusable bags through Reusable Bag Banks  Revised Solid Waste Code to better support recycling practices Food Systems  Following an extensive, multi-year community engagement process, revisions to the City’s livestock animal keeping ordinance were unanimously approved by City Council  Provided 14 free community garden workshops including Rain Water Harvesting, Growing Season Extenders, Seed Saving, Backyard Composting and Gardening for Pollinators, which drew 137 community members  Facilitated 94 community members gardening across five community gardens  Updated municipal vending services contract to focus on healthy food and beverage options Open Space  Eagle Scout refurbished existing bridge across the Rio de Flag at Picture Canyon  Naturalized one mile of illegal roads at Picture Canyon  Installed four trailhead kiosks on Observatory Mesa to orient visitors and inform them of rules and regulations  Open Spaces Commission adopted Strategic Plan  Treated invasive weeds throughout 50 acres of riparian habitat at Picture Canyon  City Council adopted the Picture Canyon Management Plan  Organized the annual Make a Difference Day event at Frances Short Pond – 100 volunteers donated a total of 400 volunteer hours to construct and maintain area trails, remove trash and invasive weeds, plant native cottonwood trees and winterize the historic Veit cabin  Launched the Arizona State Parks Site Stewards Program at Picture Canyon by training eight volunteers to monitor archaeological sites within the preserve  Released the first annual Open Space Newsletter in partnership with Coconino County and the Arizona Game and Fish Department  Installed seven interpretive signs at Picture Canyon – five at the Outdoor Classroom and two at the deep water pond Annual Financial Plan Page 298 City of Flagstaff PUBLIC WORKS          SECTION 170/171 SUSTAINABILITY AND ENVIRONMENTAL MGMT Installed two gates on Observatory Mesa to protect sensitive wildlife habitat from degradation by illegal vehicles Incorporated 20 acres into Open Space Program by rezoning the Schultz Y to Public Open Space Commenced trail construction project at the Waterbird Petroglyph Site in partnership with American Conservation Experience and Flagstaff Area Monuments Facilitated two Observatory Mesa Stakeholder Group meetings, 12 Picture Canyon Working Group meetings, and 13 Open Spaces Commission meetings Coordinated 11 guided tours of Picture Canyon Preserve with a total of 190 participants Annexed Section 12 of Observatory Mesa into City limits in order to streamline management Rezoned 70 acres of Picture Canyon to Public Open Space with the Landmark Overlay Zoning protection Partnered with the University of Arizona and Arizona State Forestry to inventory the urban tree canopy in the downtown area, providing data about the value of ecosystem services these trees provide to our downtown area Secured a total of $152,000 in grant funding to complete projects at Picture Canyon and Observatory Mesa ($40,000 from Arizona Game and Fish Department Access Fund; $32,000 from Flagstaff Area National Monuments; and $80,000 from Arizona State Parks Recreational Trails Program) Facility energy consumption Municipal Fuel Use Municipal Water Consumption Paper Consumption Recycling Recovery Rate Recycling Contamination Rate Previous Levels 2009 19,931,547 kwh 444,424 gallons 71,250,210 gallons 2,866,750 (FY10) 46% (FY11) 23% (FY11) Current Levels FY 2015 15,426,519 kwh 417,635 gallons 65,403,744 gallons 2,581,750 74% 19% Progress 4.4% reduction (0.6% to go) 6% reduction (4% to go) 8% reduction (achieved) 10% (15% to go) 93% (6% to go) 4% reduction (achieved) Environmental Management          Conducted surveillance and/or re-inspection of 15 City-owned facilities; surveillance/re-inspection includes: (1) inspecting a facility for damage and/or new materials; (2) establishing and educating an on-site coordinator; (3) posting signage; (4) updating the Operations and Maintenance Plan; (5) updating floor plans; and (6) creating an Environmental Summary Profile Converted 100% of original asbestos files, including original AHERA surveys, Operation and Maintenance Plans and abatement records to an electronic format Implemented an Environmental Clearance approval procedure for City operations including Facilities Maintenance work orders and renovation projects; staff reviewed approximately 1,000 work orders in an attempt to prevent asbestos and lead exposures to employees Updated ten Standard Operating Procedures to the new format adopted by the Public Works Division Implemented a 40 gallon/400 pound residential waste drop-off limit at the HPC to increase staff and customer safety, as well as decrease customer wait time thus improving overall customer service Provided outreach to 84 City employees via New Employee Orientation Designed and implemented a gravity paint pump system prototype, which utilizes gravity instead of a pneumatic pump to re-distribute recycled latex paint to customers Participated in the 8th annual Free Dump Day Coconino County event; accepted household hazardous waste from 212 residential customers Developed and implemented a HPC Contingency/Emergency Plan Annual Financial Plan Page 299 City of Flagstaff PUBLIC WORKS SECTION 170/171 SUSTAINABILITY AND ENVIRONMENTAL MGMT FY 17 NEW INITIATIVES AND GOALS Sustainability Climate  Conduct four resiliency workshops: Information Technology, Fire Department, Economic Vitality and Finance  Disclose greenhouse gas emissions data to Carbon Disclosure Project  Participate on team revising Arizona state hazard mitigation plan  Collaborate with Stormwater and Water Conservation on passive and active rainwater absorption initiatives Energy Efficiency  Initiate a residential solar thermal rebate program  Host 12 DIY Home Energy Efficiency workshops  Evaluate anti-idling technology and implement in four additional City vehicles  Finalize contracts with Western Area Power Authority and Arizona Power Authority  Implement Phase 1 of energy efficiency measures at the Flagstaff Airport Community Stewards  Complete online GIS litter reporting and adoption interface  Develop more efficient system for getting clean-up supplies checked in and out by stewards  Create new promotion methods to recognize stewards who are successful at maintaining avenues and trails Waste Prevention  Reduce municipal paper consumption 25% from 2010 levels  Install water bottle refill stations at Cherry, City Hall and Recreation centers  Achieve 80% recovery rate of recycled materials at municipal facilities  Replace downtown BigBelly bins  In partnership with Utilities implement the Conserve2Enhance water conservation program Food Systems  Reinvigorate O’Leary Garden and Izabel Garden  Assess community need for Food Policy Council  Review zoning code for opportunities to support urban agriculture  Develop educational campaign for the updated Animal Keeping Code Open Space  Install visitor log and trail counters on Observatory Mesa  Design and install trail signs at major trail and road intersections at Picture Canyon  Complete Observatory Mesa Management Plan  Commence trail system planning process on Observatory Mesa by hiring an intern to gather data for existing infrastructure (including legal and illegal trails and roads)  Complete trail construction project at Waterbird Petroglyph Site  Decommission 1.5 miles of roads at Picture Canyon  Complete Phase 2 of interpretive materials at Picture Canyon  Partner with Willow Bend Environmental Education Center to provide formal interpretive tours at Picture Canyon  Complete parking area accessible from Townsend Winona Road  Establish small parking area at western boundary of Observatory Mesa  Purchase Arizona State Trust parcel known as the “Upper Reach” of Picture Canyon  Purchase the existing Schultz Y parking area from private landowner  Establish formal trailhead for FUTS and Forest Service trails at Schultz Y  Hire two interns to complete open space projects at Picture Canyon and Observatory Mesa Annual Financial Plan Page 300 City of Flagstaff PUBLIC WORKS SECTION 170/171 SUSTAINABILITY AND ENVIRONMENTAL MGMT Environmental Management         Research new options for disposal of expired prescription medication and used sharps such as a permanent drop off receptacle Research implementing an incentive program for local Conditionally Exempt Small Quantity Generators (CESQG) to promote the responsible disposal of hazardous materials Convert all Environmental Management records pertaining to Phase 1 Environmental Site Assessments and Lead-Based Paint surveys to electronic format Research implementing an Environmental Training Program dedicated to providing City staff with information pertaining to storm water pollution prevention, mold, radon and asbestos awareness Implement a radon awareness and testing program Implement an Indoor Air Quality Program in which Environmental Management staff continuously monitors indoor air quality in City facilities to insure the wellbeing of City staff Begin tracking quantifiable statistics for the Environmental Compliance Program Create a complete portfolio of Standard Operating Procedures pertaining to the Environmental Compliance Program PERFORMANCE MEASURES Sustainability Council Priority/Goal: Resiliency and Preparedness/Regional Plan: Public Buildings, Services, Facilities, and Safety/Environmental Planning and Conservation/Energy/Open Space Goal: Reduce natural resource consumption in the municipal organization; increase community participation in open space, recycling education and garden initiatives Objective: Track progress in reducing resource consumption and community involvement Type of Measure: Program effectiveness Tool: Municipal - energy consumption; Community – participation Frequency: Annually Scoring: Acceptable = any increase in municipal measures and decrease in community measures; Cautionary = a 1 to 15% increase in municipal measures or decrease in community measures; Unacceptable = more than 15% increase in municipal measures or decrease in community measures Trend:  acceptable progress in measures CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimate Proposed Total Municipal Energy Consumption (MWh) 53,825 53,416 53,400 53,200 Municipal energy consumption in City facilities 23.9 24.5 23.5 23.0 per square foot (kWh) Municipal renewable energy generation (MWh) 3,496 3,537 3,600 3,600 Miles of road/trail adopted by Community N/A 87 100 150 Stewards Number of Community Stewards volunteers N/A 2,350 2,750 4,000 hours Bags of litter collected by Community Stewards N/A 625 720 1,000 Annual Financial Plan Page 301 City of Flagstaff PUBLIC WORKS SECTION 170/171 SUSTAINABILITY AND ENVIRONMENTAL MGMT Priority: Resiliency and Preparedness/Regional Plan: Environmental Planning and Conservation/Energy Goal: Increase residential energy efficiency in the Flagstaff community through the Energy Rebate Program and Do It Yourself (DIY) Energy Efficiency Program Objective: Track program participation and number of energy efficient appliances and insulation installed and successful utilization of UniSource grant funding Type of Measure: Program effectiveness Tool: Reports, participant information Frequency: Monthly and quarterly reports Scoring: Acceptable = rebate funding is fully disbursed annually; Cautionary = 1 to 10% of funds are left unutilized; Unacceptable = more than 10% of funds are left unutilized Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimate Proposed Number of households served through the 32 76 65 95 energy rebate program Number of residents participating in Do It N/A 148 94 110 Yourself energy efficiency program Estimated combined annual energy savings 69,378 613,476 437,368 556,266 (kWh) Estimated combined utility savings $2,367 $47,286 $31,816 $38,886 Priority: Sustainable and Equitable Public Facilities Goal: Restore existing open space to an improved target condition that fosters diverse wildlife and plant communities Objective: Track restoration projects completed and acres protected as designated open space Type of Measure: Program effectiveness Tool: Acquisitions, reports Frequency: Monthly with quarterly and annual reporting Scoring: Acceptable = any increase or less than 10% decrease in acres acquired or restoration projects completed; Cautionary = a 10 to 30% decrease in acres acquired or restoration projects completed; Unacceptable = more than 30% decrease in acres acquired or restoration projects completed Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimate Proposed Open space restoration projects completed 10 6 6 8 Acres of designated open space 2,728 2,728 2,750 3,000 Bike to Work Week Annual Financial Plan Page 302 City of Flagstaff PUBLIC WORKS SECTION 170/171 SUSTAINABILITY AND ENVIRONMENTAL MGMT Priority: Implement the Regional Plan Goal: Increase community participation in open space, recycling education and garden initiatives Objective: Track progress in reducing resource consumption and community involvement Type of Measure: Program effectiveness Tool: Participation Frequency: Annually Scoring: Acceptable: Any increase or less than 10% decrease in community participation; Cautionary: a 10 to 15% decrease in community participation; Unacceptable: any decrease in community participation greater than 15% Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimate Proposed In person recycling outreach to community 1,500 1,802 2,000 2,000 members Community Garden participants 78 94 100 110 Acreage dedicated to food production 1.25 1.25 1.25 1.50 Volunteer hours dedicated to open space 727 858 800 900 projects Guided tours provided for open space 3 11 30 40 Open space visitors 3,000 6,000 10,000 15,000 Environmental Management Council Priority: Resiliency and Preparedness Efforts Goal: Preserve and enhance the natural environment and extend the life of the landfill by providing an option for residents and small businesses to recycle and properly dispose of hazardous wastes at the Hazardous Products Center (HPC) Objective: Monitor participation and tonnage at the HPC to evaluate the effectiveness of the program Type of Measure: Input Tool: Track the number of customers and hazardous waste disposal tonnage Frequency: Monthly with quarterly and annual reporting Scoring: Acceptable = increase or less than 10% decrease in participation and tonnage; Cautionary = 10 to 30% decrease in participation and/or tonnage; Unacceptable = more than 30% decrease in participation and/or tonnage Trend:  for residential participation, residential waste disposal and total diversion; Cautionary for electronic waste tonnage (-14%); Unacceptable for Small Business Waste Program waste disposal (-45%) Measures: Number of residential visitors to the HPC Residential hazardous waste processed Small Business Waste Program hazardous waste processed Total waste diversion Annual Financial Plan CY 14 Actual 3,462 10 tons CY 15 Actual 3,831 22 tons CY 16 Estimate 3,900 24 tons CY 17 Proposed 4,000 26 tons 49 tons 27 tons 29 tons 31 tons 199 tons 191 tons 193 tons 195 tons Page 303 City of Flagstaff PUBLIC WORKS SECTION 170/171 SUSTAINABILITY AND ENVIRONMENTAL MGMT Council Priority: Resiliency and Preparedness Efforts Goal: Reduce use of natural resources through reuse and recycling of electronics and reuse of latex paint at the Hazardous Products Center (HPC) Objective: Monitor tonnage at the HPC to evaluate the effectiveness of the program Type of Measure: Input Tool: Track electronics and paint tonnages Frequency: Monthly with quarterly and annual reporting Scoring: Acceptable = increase or less than 10% decrease in tonnage; Cautionary = 10 to 30% decrease in tonnage; Unacceptable = more than 30% decrease in tonnage Trend:  Increasing for latex paint reuse and cost savings; Cautionary for electronic waste tonnage (-14%) Measures: Reused latex paint Cost Savings (Average cost of gallon of paint $25 gallon) Electronics collected for reuse and recycling CY 14 Actual 16 tons CY 15 Actual 17 tons CY 16 Estimate 18 tons CY 17 Proposed 19 tons $80,000 $85,000 $90,000 $95,000 101 tons 87 tons 90 tons 95 tons Council Priority: Support and Assist the most Vulnerable Goal: Provide new or lightly used household products such as cleaners, paint and automotive products (i.e. coolant, motor oil, car wash, etc.) to the public free of cost to promote re-use as well as assist the most vulnerable Objective: Monitor Drop and Swap customers and product tonnage at the HPC to evaluate the effectiveness of the program Type of Measure: Input Tool: Track the number of Drop and Swap customers and product tonnages Frequency: Monthly with quarterly and annual reporting Scoring: Acceptable = increase or less than 10% decrease in tonnage; Cautionary = 10 to 30% decrease in tonnage; Unacceptable = more than 30% decrease in tonnage Trend:  Increasing for Drop and Swap customer usage and household product reuse/recycling Measures: Drop and Swap customers Products re-distributed for re-use Annual Financial Plan CY 14 Actual 769 23 tons Page 304 CY 15 Actual 1,088 38 tons CY 16 Estimate 1,200 40 tons CY 17 Proposed 1,300 42 tons City of Flagstaff PUBLIC WORKS SECTION 170/171 SUSTAINABILITY AND ENVIRONMENTAL MGMT Council Priority: Provide sustainable and equitable public facilities, services and infrastructure systems in an efficient manner to serve all population areas and demographics Goal: (1) Ensure City owned facilities remain sustainable and equitable through continuous surveillance/reinspection; (2) prevent asbestos release and exposure in City owned public facilities by reviewing and approving Facilities work orders prior to the commencement of work Objective: Monitor the quantity of buildings surveilled/re-inspected, as well as the number of Facilities’ work orders reviewed by Environmental Management to evaluate the effectiveness of the program Type of Measure: Input Tool: Track the number of building surveillance/re-inspections and Facilities’ works orders reviewed by Environmental Management Frequency: Monthly with quarterly and annual reporting Scoring: Acceptable = increase or less than 10% decrease; Cautionary = 10 to 30% decrease; Unacceptable = more than 30% decrease Trend:  Increasing for works orders reviewed and approved as well as the number of buildings surveilled/reinspected. CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimate Proposed Number of work orders reviewed for N/A 331 350 400 environmental clearance Number of building permits reviewed for N/A 47 120 125 NESHAP requirements Flagstaff Sustainability Team Annual Financial Plan Page 305 City of Flagstaff PUBLIC WORKS SECTION: SECTION 170/171 SUSTAINABILITY AND ENVIRONMENTAL MGMT 170 - SUSTAINABILITY EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2014-2015 $ 206,748 127,711 35,446 $ 369,905 Adopted Budget 2015-2016 $ 219,201 135,503 39,745 $ 394,449 Estimated Expenditures 2015-2016 $ 219,201 112,103 39,745 20,000 $ 391,049 Proposed Budget 2016-2017 $ 278,296 258,770 131,560 119,998 $ 788,624 Budget-Budget Variance $ 59,095 123,267 91,815 119,998 $ 394,175 $ $ $ $ $ EXPENDITURES BY PROGRAM: Sustainability Conservation Energy Contracts Open Space Maintenance-SEMS AFG Observatory Mesa Living Cities Sustainability Program EECBG Program Income Picture Canyon Trail Arizona Recycling Coalition Foundation Grant TOTAL $ 294,654 42 20,000 30,119 6 25,084 369,905 $ 293,311 20,000 55,718 25,420 394,449 $ 293,311 20,000 32,318 25,420 20,000 391,049 $ 442,726 20,000 55,900 40,000 79,998 150,000 788,624 $ $ 788,624 788,624 $ 149,415 182 40,000 (25,420) 79,998 150,000 394,175 SOURCE OF FUNDING: SEMS FUND COMMENTARY: Sustainability section operating budget has increased by 70%. There are capital expenditures (total $119,998), resulting in an overall net increase of 100%. The personnel services increases of 27% is due to a market based pay increase as well as an increase in medical and dental insurance, and a net change in FTE. Contractuals increases of 91% are due to one time services for disposal costs related to the Arizona Recycling Coalition Foundation Grant. Commodities increases of 231% are due to ongoing services related to outreach program. There is no major capital. Annual Financial Plan Page 306 City of Flagstaff PUBLIC WORKS SECTION: SECTION 170/171 SUSTAINABILITY AND ENVIRONMENTAL MGMT 171 - ENVIRONMENTAL MANAGEMENT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2014-2015 $ 315,975 118,430 60,635 $ 495,040 Adopted Budget 2015-2016 $ 437,495 111,624 31,895 $ 581,014 Estimated Expenditures 2015-2016 $ 437,495 111,624 31,895 $ 581,014 Proposed Budget 2016-2017 $ 291,039 24,715 7,146 $ 322,900 Budget-Budget Variance $ (146,456) (86,909) (24,749) $ (258,114) $ $ $ $ $ $ $ $ 322,900 322,900 $ $ $ $ 322,900 322,900 EXPENDITURES BY PROGRAM: Environmental Management TOTAL 495,040 495,040 581,014 581,014 581,014 581,014 (258,114) (258,114) SOURCE OF FUNDING: SEMS FUND COMMENTARY: Environmental management section operating and overall budget has decreased by 44%. The personnel services decreases of 33% is due to a combination of market based pay increase as well as an increase in medical and dental insurance, and the transfer of the HPC program to Solid Waste. Contractuals decrease of 78% is due to the transfer of the HPC program. Commodities decrease of 78% is due to the transfer of the HPC program. There is no major capital. Flagstaff Sustainability Team Annual Financial Plan Page 307 City of Flagstaff Mountain Biking at the Nordic Center (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 308 City of Flagstaff ECONOMIC VITALITY DIVISION MISSION The mission of the Community Investment Section – Economic Development is to retain and strengthen existing local businesses while helping to grow and attract innovative companies for sustainable economic health. The mission of the Community Investment Section – Community Design and Redevelopment is to create, enhance and preserve the sense of place, the built and natural environment, and the cultural heritage of Flagstaff by implementing the community’s vision for character and design, the environment, resources and economic sustainability. The mission of Beautification General Administration Section is to protect and enhance the quality of life and economic prosperity by creating, enhancing, and preserving the sense of place, local character, and the cultural diversity and heritage of Flagstaff. The mission of the Convention and Visitors Bureau is to develop, promote, and maintain Flagstaff as a year-round visitor destination with professional services that will benefit the community economically, environmentally, and socially. The mission of Visitor Services Section is to introduce and educate visitors about the vast tourism opportunities within Flagstaff and the surrounding areas, and to provide superior customer service to aid in their decision to extend their stay and/or encourage return visits to Flagstaff. The mission of the Arts and Science Section is protect and enhance the quality of life and economic prosperity by creating, enhancing, and preserving the sense of place, local character, and the cultural diversity and heritage of Flagstaff. The Airport Section’s mission is dedicated to providing quality air service to meet the ever-growing transportation needs of northern Arizona. The mission of the Flagstaff City – Coconino County Public Library is to provide a supportive environment for the community, enhancing quality of life through services, materials, programs, Internet access and electronic resources that meet the diverse needs of residents of all ages as well as visitors to Flagstaff and Coconino County. Annual Financial Plan Page 309 City of Flagstaff ECONOMIC VITALITY Economic Vitality 001-18/051-73/052-78/053-84/053-85/270-38 1 Division Director (Economic Vitality) CVB 053-84/053-85 1 CVB Director Airport 270-38 1 Airport Director 1 Administrative Spec Community Investment 18/78 1 Community Investment Dir 1 Administrative Spec Library 035/036/037/038 1 Library Director 1 Administrative Spec Administration 2 Admin Spec CVB 053-84 Visitor Services 053-85 1 Visitor Center Manager Marketing and PR 1 Marketing and Media Relations Manager 1 International Travel Trade Manager 1 Airport Operations/ARFF Manager 1 Business Retention and Expansion Mgr 1 Business Attraction Mgr 2 Admin Specialist .5 Admin Specialist Temp 1.65 Admin Asst Temp 6 Airport Operations/ARFF Specialist .5 Maint Worker (Temp) Collection Management Services 1 Library Manager 1 Community Design and Redevelopment Mgr 1 Community Design and Redevelopment Project Administrator 1 Sales Specialist 1 Parking Manager 3 Parking Enforcement Officer 1 Creative Services Manager Circulation 1 Library Supervisor 1 Collection Specialist 4.51 Library Clerk 2 Library Page 1.68 Library Clerk (Temp) 1 Library Page Temp Adult Services 1 Library Supervisor 2 Librarians 1.78 Library Specialist 1.48 Library Spec (Temp) Cataloging 1.50 Library Specialist Processing/Acquisitions 1 Library Supervisor 2.375 Library Specialist 1.88 Library Clerk Youth Services 1 Library Supervisor 3.805 Library Specialist 1.35 Library Spec (Temp) 2 Creative Services Specialist 1 CVB Communications Specialist Annual Financial Plan Public Services 1 Library Manager Information Systems 1 Library IT Manager 1 Library IT Analyst 1 Network Administrator 1 Application Support Spec II Outreach Services 1 Library Manager Page 310 East Flag 1 Library Supervisor 4 Library Specialist 1 Library Clerk (Temp) County Bookmobile 1 Librarian .09 Library Spec (Temp) Forest Lakes 1 Library Supervisor Grand Canyon .88 Library Supervisor .32 Library Clerk (Temp) Tuba City 1 Library Supervisor 1 Library Specialist .50 Library Clerk (Temp) County Correctional Facility 1.25 Library Specialist City of Flagstaff ECONOMIC VITALITY SECTION 201/213 ECONOMIC DEVELOPMENT MISSION Retain and strengthen existing local businesses while helping to grow and attract innovative companies for sustainable economic health. PROGRAM DESCRIPTION The Economic Development Program promotes sustainable retail, commercial and industrial development that enhances high wage/low impact employment, and increases revenues by providing support, analysis and programs for businesses; develops and cultivates infrastructure that preserves quality of life and allows access to intellectual resources; and develops connections between businesses, people and the organizations that can take them to the next level. FY 16 ACCOMPLISHMENTS           Facilitated the construction of expanded infrastructure services of parcels owned by W.L. Gore and Associates Extended current GPLET lease with Nestle-Purina to explore odor reduction opportunities Continued marketing outreach of the City’s Economic Development program through increased awareness and visibility to the area and region Identified and promoted available grant and incentive opportunities to all local businesses; continued to successfully partner with qualified companies, facilitate appropriate application(s), secure award(s) and manage award(s) Assisted businesses with expansion for a total of ten new jobs Assisted with business development efforts for Walgreens; Walgreen’s Distribution Center is now in escrow Added three new non-retail businesses and startups to the general community Sold two lots at the Flagstaff Autopark Worked with NACET to provide 60 jobs Assisted in expansion of Department of Economic Security operations in Flagstaff FY 17 NEW INITIATIVES AND GOALS        Sell a minimum of one lot at the Flagstaff Autopark Continue to market the Flagstaff Accelerator to increase the tenant numbers at the facility Continue to develop the Choose Flagstaff brand and increase the online presence of the Economic Development program Adopt a Strategic Plan for Economic Development Develop formal sector strategies for craft brewing/distilling and food production sector Complete second phase of odor mitigation strategy with Nestle-Purina Facilitate the manufacturing expansion of two separate clean technology companies Annual Financial Plan Page 311 City of Flagstaff ECONOMIC VITALITY SECTION 201/213 ECONOMIC DEVELOPMENT PERFORMANCE MEASURES Priority: Regional Plan (2030) – Economic Development, Business Retention, Expansion and Entrepreneurship (Goal ED.3) Goal: Improve the economic quality of life for Flagstaff through economic diversification and by fostering jobs and programs that grow wages and revenues Objective: Monitor health of businesses in the community, and provide tools and programs for existing businesses to improve their performance Type of Measure: Program outcome Tools: Business outreach programs, trend analysis, Buxton market analysis, City, State and Federal grant and incentive programs, Revolving Loan Fund, ECONA, staff advocacy, workforce development tools, Northern Arizona Business Capital Loan Fund Committee, NACET and other business performance programs Frequency: Regular contact via phone, email and in-person business visits, speaking engagements, ChooseFlagstaff.com and educational outreach Scoring: Retain 95% of Flagstaff’s major employers (75 or more employees) and add 10 new jobs to three (3) existing businesses Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimate Proposed Number of businesses assisted 480 941 550 600 Local businesses retained and/or expanded; 95%/10 95%/10 95%/10 95%/10 and net new jobs created Job creation: Incubator and Accelerator 42 59 35 incubator 36 incubator 100 103 accelerator accelerator Priority: Regional Plan (2030) – Economic Development, Business Retention, Expansion and Entrepreneurship (Goal ED.3) Goal: Improve the economic quality of life for Flagstaff through economic diversification and by fostering jobs and programs that grow wages and revenues Objective: Market aggressively to targeted sectors and utilize incentive policies Type of Measure: Policy/program outcome Tools: Buxton data, Arizona Commerce Authority, ECONA, ChooseFlagstaff.com, FlagstaffProspector.com, certified sites, trade shows, outbound lead generation, advertising and other marketing materials and generating appropriate lead referrals from existing companies Frequency: Planned sales missions and trade shows to strategically targeted regions/industries to meet with high wage/low impact business owners, commercial real estate executives and multipliers; ongoing marketing programs that connect and engage with high wage/low impact business owners, commercial real estate executives and multipliers through web, social media, public relations and advertising Scoring: Respond to 100% of qualified leads with/from ECONA, Arizona Commerce Authority, site locators and existing companies; City Economic Development staff to conduct 350 sales calls to qualified businesses interested in locating to Flagstaff Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimate Proposed Engage qualified new business leads 100% 100% 100% 100% Number of new businesses attracted (Track by N/A 10 12 15 Businesses Licenses/permits pulled) Increase in sales tax revenue N/A 4% 5% 5% Business development efforts to businesses 540 400 600 625 looking to locate or invest in Flagstaff Number of new jobs created as measured by 5 5 8 10 survey and/or business licenses Annual Financial Plan Page 312 City of Flagstaff ECONOMIC VITALITY SECTION 201/213 ECONOMIC DEVELOPMENT Priority: Regional Plan (2030) – Economic Development, Responsive Government (Goal ED.1) Goal: Improve the economic quality of life for Flagstaff through economic diversification and by fostering jobs and programs that grow wages and revenues Objective: Facilitate and support existing developments, developers, leasing agents and funders by providing assistance in locating appropriate tenants and helping to navigate the DRB process Type of Measure: Program outcome Tool: FlagstaffProspector.com, Real Estate Networking Group, Capital Community Group, Development Review Process, Zoning Code, Regional Plan, incentive policies, retail analysis, business assistance kiosk, community outreach and other data research Frequency: Regular ChooseFlagstaff.com and social media updates, regular business/industry meetings, annual ICSC attendance and other trade shows Scoring: Based on Economic Development staff contacts from committed projects/tenants, 80% of viable developments and signed leases transitioned to DRB/IDS process Trend:  CY 14 CY 15 CY 16 CY 17 Actual Actual Estimated Proposed Measures: Transition viable projects to DRB/IDS process 90% 90% 90% 90% Capital investment dollars invested in the N/A $1.6M $281M $100M community Square footage of new locates Economic 66,450 78,000 125,000 145,000 Development staff have assisted Walnut Canyon National Monument (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 313 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 201/213 ECONOMIC DEVELOPMENT 201 - COMMUNITY INVESTMENT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2014-2015 $ 181,604 119,661 13,773 51,010 $ 366,048 Adopted Budget 2015-2016 $ 142,556 19,365 12,150 $ 174,071 Estimated Expenditures 2015-2016 $ 142,556 19,365 12,150 $ 174,071 Proposed Budget 2016-2017 $ 143,290 20,226 11,650 $ 175,166 Budget-Budget Variance $ 734 861 (500) $ 1,095 $ $ $ $ EXPENDITURES BY PROGRAM: General Administration $ Community Design Brownfields Management Brownfield Assessment Asbestor Abatement/Brownfield/Midgely Market TOTAL $ 136,736 66,032 114 114,333 48,833 366,048 $ 174,071 174,071 $ 174,071 174,071 $ 118,758 56,408 175,166 $ (55,313) 56,408 1,095 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND SOLID WASTE FUND SEMS FUND $ $ 25,914 19,172 17,838 3,188 56,584 2,381 5,937 40,125 4,027 175,166 COMMENTARY: The Community Investment section operating budget has increased by 1%. There are no capital expenditures (> $10,000), resulting in an overall net increase of 1%. The Personnel Services increase of 1% is due to a market based pay increase as well as an increase in medical and dental insurance. Contractuals increases of 4% and Commodities decreases of 4% closely offset each other as the department adjusted the budget to match department needs. Annual Financial Plan Page 314 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 201/213 ECONOMIC DEVELOPMENT 213 - ECONOMIC DEVELOPMENT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2014-2015 $ 206,111 392,201 26,898 $ 625,210 Adopted Budget 2015-2016 $ 269,087 746,665 28,384 12,500 $ 1,056,636 Estimated Expenditures 2015-2016 $ 269,087 746,665 27,740 12,500 $ 1,055,992 Proposed Budget 2016-2017 $ 270,992 664,907 27,884 $ 963,783 Budget-Budget Variance $ 1,905 (81,758) (500) (12,500) $ (92,853) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Incubator Service Partner Agencies Business Retention & Expansion Business Attraction Business Accelerator - Innovation Mesa ACA Rural Grant FY 13 (Joy Cone) AZ Commerce Authority FY-16 Grant TOTAL $ 81,291 269,247 5,401 93,731 117,841 19,430 38,270 625,210 $ 194,824 267,563 5,400 17,900 129,629 241,320 200,000 1,056,636 $ 194,824 267,563 5,400 17,900 128,985 241,320 200,000 1,055,992 $ 146,836 317,563 5,400 104,943 155,221 233,820 963,783 $ $ 963,783 963,783 $ (47,988) 50,000 87,043 25,592 (7,500) (200,000) (92,853) SOURCE OF FUNDING: ECONOMIC DEVELOPMENT FUND COMMENTARY: The Economic Development Section operating budget has decreased by 8%. There are no capital expenditures (> $10,000), resulting in an overall net decrease of 9%. The Personnel Services increase of 1% is due to a market based pay increase as well as an increase in medical and dental insurance. Contractuals decreases of 11% are due to the AZ Commerce Authority Grant not budgeted in FY 2017, and partially offset by increases for marketing, travel, and new boilers for the incubator. Commodities decreases of 2% are due to decreases in promotion line item. (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 315 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 202 EDA REVOLVING LOAN 202 - EDA REVOLVING LOAN EXPENDITURES BY CATEGORY: Contractuals TOTAL Actual Expenditures 2014-2015 $ $ - Adopted Budget 2015-2016 $ 270,673 $ 270,673 Estimated Expenditures 2015-2016 $ $ - Proposed Budget 2016-2017 $ 281,828 $ 281,828 Budget-Budget Variance $ 11,155 $ 11,155 $ $ $ $ $ $ $ $ 281,828 281,828 $ $ $ $ 281,828 281,828 EXPENDITURES BY PROGRAM: EDA Revolving Loan TOTAL - 270,673 270,673 - 11,155 11,155 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The EDA Revolving Loan program budget reflects loans granted with monthly payback implemented according to the terms of the agreements. Funds repaid to the EDA Revolving Loan program will be used for new loans. The goal of this fund is to be at a net-zero overall. (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 316 City of Flagstaff ECONOMIC VITALITY SECTION 211 BEAUTIFICATION MISSION To protect and enhance the quality of life and economic prosperity by creating, enhancing and preserving the sense of place, local character and the cultural diversity and heritage of Flagstaff. PROGRAM DESCRIPTION The Beautification General Administration program is the personnel component for Arts and Sciences, Beautification, Community Design, Heritage Preservation and Redevelopment. Beautification - With Beautification and Public Art Commission oversight and in accordance with the provisions of the Lodging, Restaurant, and Lounge (BBB) Tax, this program delivers streetscapes, landscaping, building and signage improvement programs and projects. The program includes small grants for historic preservation projects and smaller beautification projects, as well as initiating, executing and maintaining medium and large projects of this nature. Community Design – For development review and economic development customers, and for the City of Flagstaff, staff provide direct professional architectural, engineering and landscaping demonstrations and services, reconciling the various goals for a particular project. In addition, as a part of the DRB process, and in accordance with the Zoning Code, staff measures development application compliance with established site and building standards that are designed to protect and enhance the character of Flagstaff. Heritage Preservation – Under the direction of the Heritage Preservation Commission, and in accordance with the Zoning Code, staff coordinates the protection of archeological and architectural cultural resources, including the designation of landmarks, specialized design review in established districts, impact analysis within the DRB process, technical and design assistance, grant oversight and coordination with State and Federal agencies. Redevelopment – This program seeks to foster redevelopment of sites, districts, and neighborhoods through the recommendation and development of policies and incentives, beautification projects and planning. Within this program, staff supports the newly established downtown district, as well as the east side/4th Street corridor. In addition, the Brownfield Land Recycling Program provides technical support and incentives for the redevelopment of underutilized sites or sites that may be contaminated. FY 16 ACCOMPLISHMENTS    Performance Measures Exceeded: o Flagstaff as a place to live (Scale 1 to 5; Goal 3): o CD&R programs improved quality of life (Scale 1 to 5; Goal 3): Bonus Question - CD&R Customer Service (Scale 1 to 5; Goal 3): Participated in Champions of Team Flagstaff (City Manager’s Award) Overall scoring 4.04 Overall scoring 3.46 Overall scoring 4.40 Beautification   Completed Projects: o Fourth Street Gateway o Fourth Street Crossings and Sidewalks o Paint Downtown Green o Replace Downtown Tree Wells o Steve’s Blvd Corners o Sustainable Streets (Stormwater Diversion) o Route 66 (at Milton Road) o Joel Montalvo Park o Route 66 and Kaspar Peninsula Implemented prototype of suspended paving for Downtown trees Annual Financial Plan Page 317 City of Flagstaff ECONOMIC VITALITY    SECTION 211 BEAUTIFICATION Provide holiday decorations for Downtown Provided Downtown steam cleaning Initiated multi-year projects: o US 89 Medians – Part 2 o Lake Mary Road/Beulah Gateway Community Design      Developed Master Plan for Francis Short Pond Notable customer design assistance was provided to: Housing Solutions of Northern Arizona; Arts Council; and NAU Signs Notable collaboration support was provided for: La Plaza Vieja Planning process; TAC Spine Route Study; Housing Section offices; and City hall Stairs Notable support was provided for the Zoning Code process involving: heritage preservation; signs; and the general update Participated in Student Housing AP Heritage Preservation       Notable customer preservation assistance was provided to external clients including: Museum of Northern Arizona; Jimmy Johns; Karma Sushi; Marriott; and Grandma’s House Notable collaboration and support was provided for NHPA Section 106 compliance for internal/partner clients including Public Works; CVB; Housing; Capital Improvements; and Coconino County Cultural Resource Studies: All IDS projects were evaluated and the Heritage Preservation Commission Supported the development review process in three historic districts and Central District Signs Property added to Landmarks Overlay District Processed and issued Historic Facades and Signs Grants Redevelopment         Obtained extension of Route 66 Coalition Brownfields Grant Continued Northern Arizona partnership on Route 66 Coalition Brownfields Grant Presented Route 66 Coalition Brownfields Grant to GAMA and at National Brownfields Conference Facilitated having Environmental Site Assessments funded and procured for City and private properties Supported the Downtown Revitalization District as the liaison for downtown; annual reporting; working toward Fee for Service contract; and Downtown events Presented FDBIRD and parking to IEDC Conference Assisted Scottsdale with Downtown district and parking Developed Comprehensive Parking Management Plan; obtained stakeholder consensus; City Council adoption; implementation initiated FY 17 NEW INITIATIVES AND GOALS    Maintain a high level of community partnering Maintain a high level of community engagement and outreach Continue to provide excellent customer service for external and internal customers. Beautification  Complete significant Beautification Projects: o US 89 Medians – Part 2 o Lake Mary Road/Beulah Gateway o Sustainable Street No. 2 o Urban Forest o Route 66 – East (Fanning to FUTS Rest Stop) o Santa Fe Triangle o Fort Valley Wall Annual Financial Plan Page 318 City of Flagstaff ECONOMIC VITALITY SECTION 211 BEAUTIFICATION Community Design  Assist five internal or external applicants solve site or building design issues Heritage Preservation    Assist five internal or external applicants solve Heritage Preservation issues Add one or more property to Landmark Overlay Zone Cultural Resource Studies identify three resources that merit preservation and three non-resources that do not merit further heritage preservation consideration Redevelopment    Provide ten Environmental Site Assessments in Northern Arizona Assist FDBIRD will organizational development Implement Comprehensive Parking Management Plan; develop Administrative Guidelines; stakeholder consensus; Special Revenue Fund; organizational changes and hiring; procurement; installations; and operations PERFORMANCE MEASURES Priority: Regional Plan (2030) – Economic Development, Community Character (Goal ED.7); Council Budget Priority - Economic Development Strategies and Regional Plan Implementation Goal: Improve the economic quality of life for Flagstaff through economic diversification and by fostering jobs and programs that grow wages and revenues Objective: Flagstaff has a high quality of life; and an improved quality of life through Community Design and Redevelopment programs Type of Measure: Outcome Tool: Ongoing online survey Frequency: Semi-annually Scoring: 1 (Low) through 5 (High); 3 = Neutral Trend:   CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Average score of survey asking respondents to > 3.00 > 3.00 > 3.00 >3.25 rate Flagstaff as a place to live Average score of survey asking respondents to > 3.00 > 3.00 > 3.00 >3.25 rate if CD&R programs have improved the quality of life in Flagstaff Annual Financial Plan Page 319 City of Flagstaff ECONOMIC VITALITY SECTION 211 SECTION: BEAUTIFICATION 211 - BEAUTIFICATION EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2014-2015 $ 130,033 21,354 236 $ 151,622 Adopted Budget 2015-2016 $ 164,614 15,900 2,200 $ 182,714 Estimated Expenditures 2015-2016 $ 164,614 15,900 2,200 $ 182,714 Proposed Budget 2016-2017 $ 164,947 172,261 2,200 $ 339,408 Budget-Budget Variance $ 333 156,361 $ 156,694 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Commission Special Projects and Unprogrammed Work Beautification Grant Program SHPO-Historic Preservation Conference TOTAL $ 136,488 236 14,898 151,622 $ 181,714 1,000 182,714 $ 181,714 1,000 182,714 $ 180,908 1,000 70,000 87,500 339,408 $ $ 339,408 339,408 $ (806) 70,000 87,500 156,694 SOURCE OF FUNDING: BEAUTIFICATION FUND COMMENTARY: The Beautification operating budget has increased 86% and there are no major capital expenditures planned. Personnel Services increases are due to a market pay increase as well as an increase in dental and health insurance. Contractual increases are due to moving two programs from Beautification Capital Section to operating budget. There is no major capital (>$10,000) for this section. Hart Prairie Cabin (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 320 City of Flagstaff ECONOMIC VITALITY SECTION 214 TOURISM MISSION The mission of the Convention and Visitors Bureau (CVB) is to develop, promote and maintain Flagstaff as a year-round visitor destination with professional services that will benefit the community economically, environmentally and socially. VISION Flagstaff is recognized as the destination for all seasons. PROGRAM DESCRIPTION The CVB is charged with administering tourism programs for the City of Flagstaff and receives an allocation of 30 percent of BBB tax revenues. Programs include marketing to tour operators, travel agents, meeting planners, group coordinators and individual leisure travelers, as well as development of public outreach and educational programs, media relations and media coverage. The CVB is also responsible for the creation and maintenance of partnership opportunities both locally and regionally. FY 16 ACCOMPLISHMENTS              Increased BBB revenues by 7.23% (thru December 2015) through targeted advertising, marketing, sales and media relations efforts Sales staff performed 75 industry partner meetings in FY 2016, 25 over their original goal of 50; staff also conducted 53 site visits Travel Trade staff has met with and/or provided product training, or FAM tours for a total of 267 travel trade professionals; meetings were with clients from the USA, France, Mexico, UK and Canada; staff participated in two major international shows, a sales mission to Australia and two large FAM tours from China and the UK Meetings/Events sent out 41 leads with the potential economic impact of $3,065,067 of the leads booked in Flagstaff with an estimated economic impact of $394,919 Travel Trade staff sent out 21 leads for 5,202 rooms with a potential economic impact of $2,365,192 Staff continued to update meetinflagstaff.org website and online resources to better meet the needs of potential meeting planner inquiries Communications staff assisted with 47 editorial pieces and saw a 5% goal increase The percentage of domestic media outlets hosted is 44% which is an increase from the FY 2015 31% of the total mix Marketing staff has implemented direct to hotel online booking engine on our website to great success – over 12,000 booking leads have been forwarded to hotel partners Staff strategized and collaborated between visitor services, sales, public relations and marketing programs to create a cohesive destination message; much of this collaboration was done during the weekly established production meetings; Creative staff strategized to increase the depth of image library through photo/video shoots and increased use of visual content for marketing purposes, the first phase of this strategy was completed by sending out a call to local photographers to submit images Staff was successful in having Flagstaff named as Arizona’s Winter Wonderland as stated in a proclamation from the Governor of Arizona Staff kicked off the Cool Zone for the second time in the Legends District and held four activations, these activations were successful in reaching our largest target market CVB hosted blog micro-site that was wire framed and in design for programming; three bloggers have been hired for content creation along with in-house writers; the site went live in mid-March Annual Financial Plan Page 321 City of Flagstaff ECONOMIC VITALITY   SECTION 214 TOURISM Through strong content creation, staff has been able to increase online user sessions by 68% and pageviews by 34% on our website Staff began the 90th Anniversary of Route 66 promotion with creating 66 kicks on Route 66 program that will be in place for an entire year FY 17 NEW INITIATIVES AND GOALS             Meetings and Events will meet with 50 new planner contacts showcasing Flagstaff as the premier four season meetings destination. Meetings and Events staff will increase the number of Meetings and Events leads sent by 10% Meetings and Events staff will continue to track the Economic Impact of Meetings and Events leads sent by utilizing the Economic Impact Calculator to show overall revenue generation Travel Tour staff will meet with a minimum of 400 tour operators, with 25% being new contacts, marketing Flagstaff as a premier destination through trade shows, sales missions and familiarization tours Sales staff will maintain strong outreach to our industry partners by conducting a minimum of 60 site tours Communications staff will increase CVB assisted editorial pieces generated by 5% Marketing and Communications staff will develop media relations strategy to increase winter recreation coverage to enhance the Flagstaff Winter Wonderland marketing message Communications Specialist will plan and execute a group press trip specifically targeted to digital influencers to further drive earned media reach Marketing staff will increase unique visitors to flagstaffarizona.org by 3% through enhanced content, including video, use of the webcam and blog posts highlighting Flagstaff’s unique experiences Marketing staff will execute targeted media schedule including a mix of traditional and non-traditional outlets to inspire travelers during the planning process Marketing and Communications staff will utilize digital and social networks to drive brand awareness and engagement for the destination; increase fan-base by 10% over all platforms CVB staff will revise or enhance the current marketing advertising to create a fresh message for all media and partners (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 322 City of Flagstaff ECONOMIC VITALITY SECTION 214 TOURISM PERFORMANCE MEASURES Priority: Regional Plan (2030) – Economic Development, Tourism (Goal ED.6); Goal: Improve the economic quality of life for Flagstaff through economic diversification and by fostering jobs and programs that grow wages and revenues Objective: Increase visitation and extend the length of stay by positioning Flagstaff as the premier year-round destination while maintaining strong travel patterns on weekends and during high season, and increasing occupancy mid-week and in slower shoulder and off-seasons Type of Measure: Outcome Tool: STR Co. report, BBB revenue report, room night bookings generated through leads, restaurant/bar sales, attraction visitation, media coverage and publicity value, reach and frequency of marketing, website visits, fulfillment request/distribution and e-marketing/social media subscribers/interactions Frequency: Monthly Scoring: BBB revenues, occupancy, RevPar and ADR Trend:  Measures: Bed Board and Booze (BBB) Tax revenues Occupancy RevPAR (Revenue per available room) ADR (Average Daily Rate) CY 14 Actual $6,543,234 CY 15 Actual $6,684,000 CY 16 Estimated $6,700,000 CY17 Proposed $6,901,000 70% 71% 72% 73% $59.99 $60.59 $61.20 $62.02 $85.71 $86.57 $87.44 $88.32 (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 323 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 214 TOURISM 214 - TOURISM EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2014-2015 $ 602,657 770,694 190,920 $ 1,564,271 Adopted Budget 2015-2016 $ 729,587 772,439 149,500 $ 1,651,526 Estimated Expenditures 2015-2016 $ 722,509 739,939 149,500 $ 1,611,948 Proposed Budget 2016-2017 $ 739,030 794,620 157,625 $ 1,691,275 Budget-Budget Variance $ 9,443 22,181 8,125 $ 39,749 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Marketing and Promotion Sales Public Relations Film Office TOTAL $ 675,875 782,796 65,303 39,252 1,045 1,564,271 $ 806,222 720,074 79,730 43,770 1,730 1,651,526 $ 799,144 687,574 79,730 43,770 1,730 1,611,948 $ 822,711 714,789 98,925 36,500 18,350 1,691,275 $ $ 1,691,275 1,691,275 $ 16,489 (5,285) 19,195 (7,270) 16,620 39,749 SOURCE OF FUNDING: TOURISM FUND COMMENTARY: The Tourism section operating budget has increased by 2%. There are no capital expenditures (> $10,000), resulting in an overall net increase of 2%. The Personnel Services increase of 1% is due to a market based pay increase as well as an increase in medical and dental insurance. Contractuals increases of 3% are due to increased one-time and ongoing marketing and travel, conference registration, advertising, Route 66 Anniversary promotional costs, memberships, holiday decorations, and education and training for a net increase of $22,181. Commodities increases of 5% are due to one-time copy equipment purchase, copying and printing, and non-library subscriptions for an overall net increase of $8,125. Flagstaff Polar Express (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 324 City of Flagstaff ECONOMIC VITALITY SECTION 215 VISITOR SERVICES MISSION The mission of the Visitor Center is to introduce and educate visitors about the vast tourism opportunities within Flagstaff and the surrounding areas and to provide superior customer service to aid in their decision to extend their stay and/or encourage return visits to Flagstaff. VISION Flagstaff Visitor Center is recognized for providing exceptional visitor services. PROGRAM DESCRIPTION Located in the Historic Train Station, the Visitor Center is charged with providing local, state and regional information to visitors in order to enhance or extend their stay. The Visitor Center (VC) is funded through the Flagstaff Convention and Visitors Bureau (CVB) allocation of BBB tax revenues. Programs include: visitor services, train station operations, educational programs and creation of local partnerships. FY 16 ACCOMPLISHMENTS             Assisted 50,541 visitors in the first seven months of FY 2016 for an increase of 4% and assisted 90,305 during CY 2015 which was a 5% Visitor Services staff added three new community events:  Chocolate Walk o 1,441 registered for event - 159% increase o 1,376 walk-ins - 62% increase  #flagsatmeet o 199 posts  Snowflake Festival o 300 participants o 407 walk-ins - 98% increase over same Saturday in December of 2014 Staff increased Visitor Center involvement with stakeholders and community by attending weekly DBA (Downtown Business Alliance) and FLRA (Flagstaff Lodging and Restaurant Association) meetings Held a celebration on January 5th where staff gave out snow globes and playing cards, additional celebrations will occur over National Train Day this May Monitored and measured monthly Trip Advisor reviews on the Visitor Center and maximized reply communications to raise customer service levels Continued discussion with City staff to improve the quality and functionality of the Train Station platform; platform construction is set to begin in March Sold 693 Grand Canyon in the first seven months of FY 2016, an increase of 25% over the first seven months of FY 2015; 1,195 passes were sold in CY 2015 for a 19% increase Participated in First Friday Art Walk, increasing awareness of visitor services within our community; received an additional 528 walk-ins the first seven months of FY 2016 for an increase in Artwalk attendance of 36% and an additional 514 walk-ins in CY 2015 during Artwalk Retail sales were $123,675, an increase of 10% in the first seven months of FY 2016 (removing Grand Canyon Passes sold as a service) and were $219,000 for CY 2015 which is a 3% increase Visitor Center Sign was replaced with a new sign that instantly welcomes our visitors to Flagstaff Visitor Center staff worked with ADOT to get visitor directional signs on I-17, these signs offer needed assistance to our visitors and further establishes the Visitor Center as a true attraction Visitor Center replaced all their old photographs with new ones that better depict ‘things to do’ in Flagstaff and attractions that are well known Annual Financial Plan Page 325 City of Flagstaff ECONOMIC VITALITY SECTION 215 VISITOR SERVICES FY 17 NEW INITIATIVES AND GOALS       Increase walk-ins to the Visitor Center by 2% with enhanced programing Continue to improve the quarterly events that the Visitor Center offers and participate in industry partner events in order to increase visitation and community engagement Continue to enhance visitor experience by adding a mobile device charging station and water bottle filling station Increase Trip Advisor engagement by 5% and continue to monitor and measure TripAdvisor and survey satisfaction ratings Continue to attract visitation to the Visitor Center by the installation of a model railroad Continue to enhance the visitor experience with a water bottle filling station and charging stations PERFORMANCE MEASURES Priority: Regional Plan (2030) – Economic Development, Tourism (Goal ED 6); Council Goal - Improve the economic quality of life for Flagstaff through economic diversification, and by fostering jobs and programs that grow wages and revenues Goal: Customer service will be provided in efficient, equitable and effective manner Objective: Provide excellent customer service which meets/exceeds the City of Flagstaff’s mission Type of Measure: Customer service satisfaction ratings and TripAdvisor reviews and ratings Tool: Customer service surveys, Trip Advisor ratings and walk-in data Frequency: Monthly Scoring: 96% and above is excellent; 90 to 95 is caution; less than 90% is concerning Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimate Proposed Customer Service Survey (# surveys / % 310/ 99% 320/ 99% 330 / 99% 340 / 99% satisfaction) Trip Advisor (# comments / % satisfaction 67/ 90% 102/ 91% 110 / 92% 120 / 93% rating) Priority: Regional Plan (2030) – Economic Development, Tourism (Goal ED 6); Council Goal - Improve the economic quality of life for Flagstaff through economic diversification, and by fostering jobs and programs that grow wages and revenues Goal: Increase walk-ins by 1% through enhanced programing Objective: Increase walk-ins at the Visitor Center through enhanced programing including but not limited to; adding two new Visitor Center events and by providing excellent customer service Type of Measure: Number of walk-ins that the Visitor Center has and the customer service satisfaction rating Tool: Walk-in data Frequency: Monthly Scoring: Number of walk-ins compared to last year and ratings on comment cards and TripAdvisor reviews; 96% and above is excellent; 90 to 95 is caution; less than 90% is concerning Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimate Proposed Visitor Center walk-ins 85,829 90,305 92,111 93,953 Annual Financial Plan Page 326 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 215 VISITOR SERVICES 215 - VISITOR SERVICES EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2014-2015 $ 192,099 107,298 30,375 $ 329,772 Adopted Budget 2015-2016 $ 213,545 145,864 31,352 $ 390,761 Estimated Expenditures 2015-2016 $ 213,545 152,464 32,130 $ 398,139 Proposed Budget 2016-2017 $ 231,206 133,344 62,252 50,000 $ 476,802 Budget-Budget Variance $ 17,661 (12,520) 30,900 50,000 $ 86,041 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Train Station Operations TOTAL $ 228,963 100,809 329,772 $ 284,770 105,991 390,761 $ 302,148 95,991 398,139 $ 298,811 177,991 476,802 $ $ 476,802 476,802 $ 14,041 72,000 86,041 SOURCE OF FUNDING: TOURISM FUND COMMENTARY: The Visitor Services section operating budget has increased by 9%. There are capital expenditures (total $50,000) resulting in an overall net increase of 22%. The Personnel Services increase of 8% is due to a market based pay increase as well as an increase in medical and dental insurance, net of the elimination of a .78 FTE temporary Admin Assistant to fund the addition of an ongoing 1.0 FTE Admin Assistant. Contractuals decreases of 9% are due to one-time expenditures being less than FY 2016 planned expenditures. Commodities increases of 22% are due to a one time authorization for a mobile charging station ($1,000) and a promotional model railroad tourist attraction ($29,500). Major capital (>$10,000) include the renovation of the visitor center upstairs. Visitor Center and Train Station (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 327 City of Flagstaff ECONOMIC VITALITY SECTION 216 ARTS AND SCIENCE MISSION To protect and enhance the quality of life and economic prosperity by creating, enhancing and preserving the sense of place, local character and the cultural diversity and heritage of Flagstaff. PROGRAM DESCRIPTION With guidance from the Beautification and Public Art Commission, this program delivers a variety of public art programs and projects throughout the City. In addition, arts, science and cultural opportunities in Flagstaff are fostered by our work with Flagstaff Cultural Partners, providing direct technical and financial support to non-profit and private agencies engaged in these fields. FY 16 ACCOMPLISHMENTS   Performance Measures Exceeded: o Flagstaff as a place to live (Scale 1 to 5; Goal 3): o CD&R programs improved quality of life (Scale 1 to 5; Goal 3): Bonus Question - CD&R Customer Service (Scale 1 to 5; Goal 3): Overall score 4.04 Overall score 3.46 Overall score 4.40 Arts and Sciences    Provided 33 grants through the Flagstaff Arts and Council grants program Facilitated the Flagstaff Arts Council contract extension, participated with their Strategic Planning and assisted with an annual City Council Update Faculty at Art Box Institute Public Art    Facilitated Call to Artists, procurement and installation of: o King House Inn Mural o Fort Valley Wall o Thorpe Park Sculpture o Route 66 (at Milton Road) Facilitated restoration of: o Centennial Mural o Cow Mural – Natural Grocers (BinA Grant) Assisted with five Beautification in Action Grants including: o Telepoem – project for phone booth in Heritage Square o Thorpe Road Bridge Mosaics (in conjunction with local schools) FY 17 NEW INITIATIVES AND GOALS    Maintain a high level of community partnering Maintain a high level of community engagement and outreach Continue to provide excellent customer service for external and internal customers Annual Financial Plan Page 328 City of Flagstaff ECONOMIC VITALITY SECTION 216 ARTS AND SCIENCE Arts and Sciences   Public Art Map – Smart Phone App Completion of significant Public Art Projects: o JLB Sculpture (Foxglenn Park Children’s Garden) o Utility Box Art-up o Circle K Mural o Bushmaster Park Mural PERFORMANCE MEASURES Priority: Regional Plan (2030) – Economic Development, Community Character (Goal ED.7); Council Goal - Improve the economic quality of life for Flagstaff through economic diversification, and by fostering jobs and programs that grow wages and revenues; Council Budget - Economic Development Strategies and Regional Plan Implementation Goal: Engage the community by asking for input on our work programs that enhance the overall quality of life Objective: Flagstaff has a high quality of life; and an improved quality of life through Community Design and Redevelopment programs Type of Measure: Outcome Tool: Ongoing online survey Frequency: Semi-annually Scoring: 1 (Low) through 5 (High); 3 = Neutral Trend:   CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Average score of survey asking respondents to > 3 >3 >3 >3.25 rate Flagstaff as a place to live Average score of survey asking respondents to > 3 >3 >3 >3.25 rate if CD&R programs have improved the quality of life in Flagstaff Public Art Display (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 329 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 216 ARTS AND SCIENCE 216 - ARTS AND SCIENCE EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2014-2015 $ 409,233 323 110,736 $ 520,292 Adopted Budget 2015-2016 $ 39,051 400,370 3,123 372,500 $ 815,044 Estimated Expenditures 2015-2016 $ 39,051 400,370 3,123 15,000 $ 457,544 Proposed Budget 2016-2017 $ 38,136 478,881 3,123 237,500 $ 757,640 Budget-Budget Variance $ (915) 78,511 (135,000) $ (57,404) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Public Artwork Service Partner Agencies FCP Administration TOTAL $ 111,292 340,000 69,000 520,292 $ 41,351 377,623 325,000 71,070 815,044 $ 41,351 20,123 325,000 71,070 457,544 $ 40,017 242,623 400,000 75,000 757,640 $ $ 757,640 757,640 $ (1,334) (135,000) 75,000 3,930 (57,404) SOURCE OF FUNDING: ARTS AND SCIENCE FUND COMMENTARY: The Arts and Science Section operating budget has increased by 18%. There are capital expenditures (total $237,500), resulting in an overall net decrease of 7%. The Personnel Services decrease of 2% is due to a market based pay increase as well as an increase in medical and dental insurance, offset by personnel turnover salary savings. Contractuals increases of 20% are due to an increase in Service Partners contracts and administrative fees. Commodities had no change from the prior year. Major capital (>$10,000) reflect the capital artwork projects. Public Art Display (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 330 City of Flagstaff ECONOMIC VITALITY SECTION 221 AIRPORT MISSION Flagstaff Airport is dedicated to providing quality air service to meet the ever-growing transportation needs of northern Arizona. PROGRAM DESCRIPTION Flagstaff Airport is certified as a non-hub air carrier and general aviation airport by the Federal Aviation Administration (FAA). Responsibilities of the section include administration, safety, operations and maintenance of all buildings, pavements and airfield lighting with federal mandates to provide aircraft rescue/firefighting, medical first response and area security. Certain segments of passenger and terminal security are also Airport responsibilities as outlined in Department of Homeland Security (DHS) and Transportation Security Administration (TSA) directives. Other services are provided through lease agreements with the direct service providers (i.e., airlines, car rental agencies, fixed base operator and other concessionaires). Airport staff are also in partnership with Economic Development staff to expand development at the Airport Business Park. FY 16 ACCOMPLISHMENTS              Staff worked with the FAA to install a new Precision Approach Path Indicator on Runway 3 New art work was installed inside the airport terminal A Visitor Center Kiosk was installed for public use at the airport terminal The emergency (Red Gate) for ambulance access to the airport was replaced with a new chop gate The runway was restriped the full length Paintings were installed at the airport terminal that depicts attractions in and around our city Hired a new ARFF/Operations Manager and promoted two ARFF Specialists to Zone 3 Began a local marketing campaign to encourage our community to Always Fly Flagstaff First in an effort to continue to raise enplanements Maintained full occupancy of airport general hangar and shade storage facilities Secured grant funding for the Airport Master Plan and began the process for consultant implementation Held the Airport Annual Open House which was a success drawing over 4,000 attendees to the airport Staff attended two airline conferences in an effort to attract a second airline Began local advertising campaign to encourage locals to ‘Always Fly Flagstaff First’ FY 17 NEW INITIATIVES AND GOALS        To continue to promote air travel from Flagstaff by attending conferences, meetings and continuing our local marketing campaign Maintain full occupancy of airport general aviation hangar and shade storage facilities to maximize revenues Mentor staff by guiding and encouraging their networking with industry leaders and offer training opportunities Hire consultant and begin Airport Master Plan with community and stakeholder input Complete Airport Sustainability Master Plan and find grant funding to implement improvements Continue with 2nd Airport Annual Open House through our volunteer group Staff will continue to attend airline conferences and meetings in order to attract a second airline Annual Financial Plan Page 331 City of Flagstaff ECONOMIC VITALITY SECTION 221 AIRPORT PERFORMANCE MEASURES Priority: Regional Plan (2030) – Transportation, Air Travel (Goal T.10); Council Goal - Ensure that we are as prepared as possible for extreme weather events Goal: Ensure that airport operations and facilities function in concert to promote and support reliable commercial air travel Objective: Reduce commercial flight cancellations through effective runway and taxiway maintenance, timely snow removal operations and regular maintenance of airfield navigation aids Type of Measure: Program outcome Tool: Air carrier flight activity and landing reports, daily operations inspection logs, published Notices to Airmen and passenger feedback Frequency: Monthly Scoring: 5% or less cancelled – progressing, average; 5+ to 7% cancelled – caution, warning; more than 7% cancelled - need to review Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Scheduled commercial flights cancelled 3.0% 2.8% 3.0% 3.0% Priority: Regional Plan (2030) – Transportation, Air Travel (Goal T.10); Council Goal - Provide sustainable and equitable public facilities, services, and infrastructure systems in an efficient and effective manner to serve all population areas and demographics Goal: Provide a safe and secure environment where air passengers have multiple travel destination choices at affordable prices Objective: Grow commercial air travel to and from Flagstaff in the form of increased enplanements Type of Measure: Program effectiveness Tool: Air carrier flight activity and landing reports, passenger comment cards, CVB, Visitor Center, Chamber of Commerce feedback and SCASDP grant Frequency: Measured monthly; reported annually Scoring: 3% growth or more – progressing, average; less than 3% to zero growth – caution, warning; any annual decline – need to review Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Change in annual passenger enplanements +20.9% -2.3% +1.0% +1.5 Priority: Regional Plan (2030) – Planning, Public Safety (Goal PF.3); Council Goal - Develop and implement guiding principles that address public safety service levels through appropriate staffing levels Goal: Meet or exceed FAA requirements for Aircraft Rescue Firefighting and on-airport medical responses Objective: Consistently arrive at the scene within three minutes of alert notification Type of Measure: Program effectiveness Tool: Air Traffic Control tower logs, Airport incident report forms, daily operations inspection checklists/logs Frequency: Measured monthly; reported annually. Scoring: 100% of responses within 3 minutes – progressing, average; 99.9% to 97% response within 3 minutes – caution, warning; less than 97% of responses within 3 minutes – need to review Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Emergency call responses within three minutes 100% 100% 100% 100% Annual Financial Plan Page 332 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 221 AIRPORT 221 - AIRPORT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2014-2015 $ 785,137 369,892 119,745 $ 1,274,773 Adopted Budget 2015-2016 $ 812,677 1,245,873 240,024 120,000 $ 2,418,574 Estimated Expenditures 2015-2016 $ 819,777 365,973 240,024 120,000 $ 1,545,774 Proposed Budget 2016-2017 $ 846,458 1,256,976 156,224 152,550 $ 2,412,208 Budget-Budget Variance $ 33,781 11,103 (83,800) 32,550 $ (6,366) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Safety and Security Snow Control Maintenance Buildings & Grounds Maintenance Runway & Taxiway Small Commercial Air Service Development TOTAL $ 483,657 160,863 66,930 470,334 92,989 1,274,773 $ 471,164 171,759 93,940 654,680 147,131 879,900 2,418,574 $ 471,164 178,859 93,940 654,680 147,131 1,545,774 $ 476,343 337,614 104,457 480,685 133,209 879,900 2,412,208 $ $ 2,412,208 2,412,208 $ 5,179 165,855 10,517 (173,995) (13,922) (6,366) SOURCE OF FUNDING: AIRPORT FUND COMMENTARY: The Airport Section operating budget has decreased by 2%. There are capital expenditures (total $152,550), resulting in a minimal net change over FY 2016. The Personnel Services increase of 4% are due to a market based pay increase, pension increase for PSPRS, as well as an increase in medical and dental insurance. Contractuals increases of 1% are due to the adjustments to the Contractuals budget to reflect the required training needs and associated travel. Commodities decreases of 35% are due to decreases in one-time fundings for street repairs. Major capital (>$10,000) is for a Rapid Response Fire Suppression vehicle for $152,550. Flagstaff Airport Annual Financial Plan Page 333 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 231 PARKING DISTRICT 231 - PARKING DISTRICT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2014-2015 $ $ - Adopted Budget 2015-2016 $ $ - Estimated Expenditures 2015-2016 $ $ - Proposed Budget 2016-2017 $ 214,000 8,750 198,026 943,914 $ 1,364,690 Budget-Budget Variance $ 214,000 8,750 198,026 943,914 $ 1,364,690 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Compliance Metering and Permits Parking Facilities Parking District Capital TOTAL $ - $ - $ - $ 79,000 147,000 186,026 8,750 943,914 1,364,690 $ $ 1,364,690 1,364,690 $ 79,000 147,000 186,026 8,750 943,914 1,364,690 SOURCE OF FUNDING: PARKING DISTRICT FUND COMMENTARY: FY 2017 is the first year of the Parking District. Personnel services includes the cost to oversee and enforce parking within the district. The Contractuals and Commodities are for the equipment, tools and software needed for the Parking District. Major capital items (> $10,000) includes purchasing and installing parking meters ($923,914) and curb improvements ($20,000). Downtown Flagstaff (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 334 City of Flagstaff ECONOMIC VITALITY SECTION 035/036/038 LIBRARY SERVICES MISSION The mission of the Flagstaff City-Coconino County Public Library is to inspire learning, enrich lives and strengthen community. PROGRAM DESCRIPTION The library provides: • an inclusive and welcoming environment that connects people to opportunities • access to free print and digital materials, including books, movies, magazines, vocational and educational tests and more • professional assistance with technology, including access to computers and the internet • research assistance • community meeting spaces • excellent and equitable customer service • resources and services for education, information and personal development • instructive and enlightening experiences that enhance the quality of life of citizens of Flagstaff, Coconino County and visitors from around the world FY 16 ACCOMPLISHMENTS Flagstaff City-Coconino County Public Library and East Flagstaff Community Library                  Moved toward greater record uniformity in cataloging through staff education Created a procedures manual for CMS as an asset for training and a resource for other Library staff Completed CMS Five-Year Strategic Plan; cleared the adult back up shelf; re-cataloged travel and automotive repair books and cleaned up plateau journal records Implemented Brain Box programming in Youth Services Maximized existing, limited space when adding computers to the Youth Services computer lab Introduced computer coding to children through an Arizona State Library grant-funded program Provided a new scanner for public use Hosted popular workshops and events both within the Library and through outside venues, including the Coconino Center for the Arts and the Museum of Northern Arizona; events included author visits with J.A. Jance, Kevin Fedarko and Craig Childs, a community read celebrating Walk Whitman’s birthday; and workshops on Extreme Couponing, financial and health literacy and more Partnered with NAU to present Flagstaff Reads and hosted informational workshops on criminal justice issues Hosted and partnered with community organizations to provide information to the community, including the County Health Department, who provided free and confidential HIV testing within the Downtown Library Promoted Library services and programs through community meetings and events including Goodwill, Halo House and Project Connect Secured additional space for East Flagstaff Community Library Enhanced book sale area at East Flagstaff Community Library Hired and trained new EFCL supervisor Researched, selected, configured and installed new Wi-Fi gateways to meet the demand for this service at the Flagstaff Libraries, which host about 175 public Wi-Fi users each day Increased internet connection speed at the Flagstaff Libraries, effectively doubling it to meet community need Researched vendors and costs to be able to move forward with Automated Material Handling (AMH), Radio Frequency Identification (RFID) and space planning; this project will include rearranging the circulation department at the Downtown Library Annual Financial Plan Page 335 City of Flagstaff ECONOMIC VITALITY SECTION 035/036/038 LIBRARY SERVICES Coconino County Library District  Fine-tuned the Library’s Integrated Library System to make the system better, including adjustments to how data is displayed online and modifications to cataloging practices  Assumed responsibility for technology support at the Page Public Library, allowing Library IT staff a freer hand when resolving problems, planning upgrades and implementing new service, this change creates a more centralized support mechanism for Page Library staff and makes management of software licensing more efficient and cost effective  Secured dedicated microwave connection for Tuba City Public Library’s internet and increased speeds  Bookmobile o Offered Assisted Living Performance series o Added the Star School to the Bookmobile routes o Organized a small used book giveaway program at the Boys & Girls Club for children who do not have Library cards o Added a volunteer to help with patron requests  Correctional Facility Library o Completed a major weeding project of the book collection, donating about 350 to other libraries o Reorganized the periodical collection to improve magazine distribution efficiency o Added extra shelving to non-fiction section for newly processed material  Forest Lakes Community Library o Held programs including Saturday summer programs for children; cooking classes throughout the year and community awareness, self-sustainability program “Operation Chicken Project” o Implemented outreach program with the Forest Lakes Quilters o Started community program “Wild Wandering Women” a group of women ranging in age for 18 months to 93 years old who take field trips within Northern and Eastern Arizona to discover, learn from and explore the area  Fredonia Public Library o Coordinated a Summer Reading Program for over 100 children and teens o Offered Early Literacy and Storytime programs as well as an adult crochet class o Replaced one-third of VHS tapes with DVDs; culled Young Adult area, non-fiction sections (children and adult) and the children’s fiction area o Offered a free clothing giveaway event (with 24-six foot tables filled with clothes) each month  Grand Canyon Community Library o Partnered with Grand Canyon High School and National Park Service o Sponsored an outreach program which included attending a Shakespeare play o Weeded non-fiction collection to better improve space efficiency  Page Public Library o Held community programs including computer training and English as a second language classes, adult literacy, mobile laptops and summer reading programs to help children retain reading skills o Offered notary services which are greatly used by the community, especially after 5 pm  Sedona Public Library o Introduced SmartBoard technology to the community o Continued Early Literacy Tutoring program which uses iPads, Reading A-Z and RAZ-Kids software to address stricter state guidelines for students entering the 3rd grade o Acquired a patron document station that offers faxing, scanning, printing and copying services through a grant from the Arizona Community Foundation of Sedona  Tuba City Public Library o Offered webinars and training for community including working with Infopeople, Skillport, Upstart, and Health and Wellness at the Library o Acquired book donations for youth and children’s area o Prepared for summer reading program with training information and materials o Took an active part in the Tuba City Networking meeting with Supervisor Lena Fowler o Attended training and workshops at the AzLA conference Annual Financial Plan Page 336 City of Flagstaff ECONOMIC VITALITY  SECTION 035/036/038 LIBRARY SERVICES Williams Public Library o Expanded library programs to include author signings, art demos and health care o Expanded part-time help hours from half to three-quarters time o Added photo printer to the historic photo project and changed the display at the Visitor Center to add diversity o Moved one large stack in the fiction section to free up space for more books FY 17 NEW INITIATIVES AND GOALS Flagstaff City-Coconino County Public Library and East Flagstaff Community Library  Implement Bluecloud Cataloging through SirsiDynix  Retag collection with Radio Frequency Identification (RFID) tags  Secure architectural master design for the Downtown Library to include ramp and front landscape redesign, handicap accessible restrooms, Automated Material Handler (AMH) and Radio Frequency Identification (AMH/RFID) layout, outdoor reading deck, youth and adult program room, rearrangement of book sale and circulation department and a coffee kiosk  Significantly reassess and shift the collection in order to prepare for the installation of the AMH  Plan for the repurposing of staff space and the Friends Book Sale to prepare for the installation of AMH and RFID  Complete Disaster Preparedness Manual  Consolidate newspapers and periodicals to better reflect patron interests  Write a LSTA grant for a scanner to be used for digitization of archival materials  Write a LSTA grant to create a sustainable urban landscape/garden model for the community  Create a self-service document center at East Flagstaff Community Library where the public can scan, print, fax, copy and checkout library materials all in one location  Implement after school Coding Club at Downtown Main Library  Partner with the Coconino County Juvenile Detention Center to provide programming and library instruction  Produce a video to be added to our website promoting our PALSmobile services  Create a new, innovative and diverse selection of programming for youth and adults in order to meet the needs of the community, including book clubs for all ages, author visits, craft workshops, early literacy classes, financial literacy workshops and more  Promote and provide training on the library’s online educational materials to schools and the general public  Complete the remodeling project and reconfiguration of East Flagstaff Community Library public space  Enhance the Juvenile and Young Adult Spanish collection at the East Flagstaff Community Library  Rearrange the East Flagstaff Community Library collection for more intuitive public browsing Coconino County Library District  Update software of over 300 Public Access Computers; work to automate the update process  Upgrade computer hardware; replace PAC at Grand Canyon, Fredonia and Tuba City libraries  Update hardware for wi-fi services at the county libraries outside of Flagstaff  Provide local computer training opportunities for library staff, including hardware, operating system, networking and software application topics  Bookmobile o Implement Assisted Living Performance series changes o Reassess and expand collection  Correctional Facility Library o Maintain quality of collection by reassessing material on an ongoing basis o Review magazine subscriptions for any changes that will better accommodate requests o Add additional shelving to fiction areas to incorporate all newly processed (donated) material Annual Financial Plan Page 337 City of Flagstaff ECONOMIC VITALITY        SECTION 035/036/038 LIBRARY SERVICES Forest Lakes Community Library o Reassess collection to make room for new books o Implement a volunteer appreciation day, as volunteers are an essential piece to the library o Attend workshops and participate in webinars to improve offered services Fredonia Public Library o Work with the Town of Fredonia to purchase adjacent property for expansion of the Library o Enhance adult crochet class and free clothing program o Start an adult book club o Replace front and back doors of library Grand Canyon Community Library o Increase community outreach o Offer wireless printing o Add more seating, both indoors and out Page Public Library o Increase staff training and workshops to meet community needs o Write grants to help with programming and circulating materials acquisitions o Keep on the cutting edge of internet speed Sedona Public Library o Create a mobile-friendly website that loads and displays correctly on phones and tablets o Update the Community Room with a better layout for audio and video presentation; replace carpeting and furniture o Publish a magazine at least once a year to market services to the general population of Sedona and the village of Oak Creek Tuba City Public Library o Provide new activities for Tweens o Provide weekly adult craft night programs o Partner with the Navajo Nation Youth Development; work with college and high school students o Work on professional development of staff o Install new Library sign in front of Library o Work on plans for completing the stairwell remodel project Williams Public Library o Renew and update library policies o Move three large stacks in general fiction o Expand library programming o Accomplish reorganization of library space to increase usable room for circulating items o Procure new signage to make the library more user friendly Annual Financial Plan Page 338 City of Flagstaff ECONOMIC VITALITY SECTION 035/036/038 LIBRARY SERVICES PERFORMANCE MEASURES Priority: Regional Plan (2030) – Community Character, Community Design (Goal CC.3) and Arts, Sciences and Education (Goal CC.5); Council Goal – Improve the economic quality of life for Flagstaff through economic diversification and by fostering jobs and programs that grow wages and revenues Goal: Provide positive, diverse opportunities for educational, cultural, arts and leisure activities and programs in an equitable manner Objective: Offer special programming for children, youth, adults and seniors Type of Measure: Outcome and output, number of programs and participants in Library programs Tool: Customer surveys, hardcopy and online - Library website; customer questions and feedback, program stats Frequency: Daily, monthly, quarterly, annually (ongoing) Scoring: 99% Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Customer satisfaction with programs offered 99% 98% 99% 99% Number of programs offered 1,224 1,184 1,202 1,214 Number of participants in programs 27,542 25,864 26,204 26,519 Priority: Regional Plan (2030) – Community Character, Community Design (Goal CC.3) and Arts, Sciences and Education (Goal CC.5); Council Goal – Improve the economic quality of life for Flagstaff through economic diversification and by fostering jobs and programs that grow wages and revenues Goal: Provide exceptional customer service Objective: Provide a welcoming community space, access to computers and the internet and meet the informational needs, requests and desires of library patrons; redesign library outdoor space in order to create a sustainable garden Type of Measure: Outcome Tool: Customer surveys, hardcopy and online - Library website; customer questions and feedback Frequency: Daily, monthly, quarterly, annually (ongoing) Scoring: 96% Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Customers pleased with their Library experience 98% 96% 97% 98% Annual Financial Plan Page 339 City of Flagstaff ECONOMIC VITALITY SECTION 035/036/038 LIBRARY SERVICES Priority: Regional Plan (2030) – Community Character, Community Design (Goal CC.3) and Arts, Sciences and Education (Goal CC.5); Council Goal – Provide sustainable and equitable public facilities, services and infrastructure systems in an efficient and effective manner to serve all population areas and demographics Goal: Continue to be a focal point of the community; provide a wide variety of diverse materials to enhance the quality of life for the community Objective: Select, acquire, prepare and maintain quality resources in different formats for use by the public; enhance library hours Type of Measure: Outcome and output Tool: Customer surveys, hardcopy and online - Library website; customer questions and feedback, circulation statistical records Frequency: Daily, weekly, quarterly, annually (ongoing) Scoring: 99% Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Customers believe that having access to the library 99% 99% 99% 99% and library resources enhances their quality of life Number of items circulated/checked out by patrons 1,062,380 989,211 999,867 1,009,866 E-materials: electronic format checkouts and 18,976 26,621 29,283 30,747 database use Priority: Regional Plan (2030) – Community Character, Arts, Sciences and Education (CC.5), Community Design (Goal CC.3), Economic Development, Education and Workforce Training (Goal ED.2); Council Goal – Support and Assist the Most Vulnerable Goal: Maintain and deliver a quality, reliable technological information infrastructure and electronic resources Objective: Address the digital divide by providing computers for use by the public, internet and wireless access, customer training and assistance, electronic databases and electronic formats (downloadable digital and audiobooks), including customer access from home saving fuel and time Type of Measure: Output Tool: Circulation, Youth Services and Reference Statistical Records Frequency: Daily, weekly, quarterly, annually (ongoing) Scoring: 98% Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Computer usage: all public computers, Early Literacy Stations use and wireless internet users 260,815 285,505 294,070 299,951 Computer training, classes, tutoring and job help Hits to the Library website 1,368 608,781 1,250 529,002 1,263 533,234 1,275 535,900 Annual Financial Plan Page 340 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 035/036/038 LIBRARY SERVICES 035 - LIBRARY CITY DIRECT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2014-2015 $ 2,305,759 359,630 430,289 338,685 $ 3,434,364 Adopted Budget 2015-2016 $ 2,484,967 395,189 760,699 434,390 $ 4,075,245 Estimated Expenditures 2015-2016 $ 2,484,967 390,189 405,608 12,000 $ 3,292,764 Proposed Budget 2016-2017 $ 2,504,736 420,364 754,069 680,125 $ 4,359,294 Budget-Budget Variance $ 19,769 25,175 (6,630) 245,735 $ 284,049 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Technical Services Public Services East Flag Library Main Library Automation Outreach TOTAL $ 813,237 716,934 1,420,597 472,013 9,684 1,899 3,434,364 $ 1,015,200 862,602 1,560,600 605,893 29,500 1,450 4,075,245 $ 587,810 667,511 1,505,600 510,893 19,500 1,450 3,292,764 $ 1,189,785 945,034 1,528,917 587,733 29,500 78,325 4,359,294 $ $ 4,359,294 4,359,294 $ 174,585 82,432 (31,683) (18,160) 76,875 284,049 SOURCE OF FUNDING: LIBRARY FUND COMMENTARY: Library section operating budget has increased by 1%. There are capital expenditures (total $680,125), resulting in an overall net increase of 7%. The personnel services increases of 1% is due to a market based pay increase, an increase in medical and dental insurance, and a net change of 1.06 in FTE. Contractuals increases of 6% are due to increased in one time services. Commodities decreases of 1% are due to decreases in supplies. Major capital is related to the RFID project and facility improvements. Library Services Team Annual Financial Plan Page 341 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 035/036/038 LIBRARY SERVICES 036 - LIBRARY COUNTY DIRECT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2014-2015 $ 405,976 55,127 113,033 $ 574,136 Adopted Budget 2015-2016 $ 411,473 91,039 121,894 $ 624,406 Estimated Expenditures 2015-2016 $ 411,473 91,039 121,894 $ 624,406 Proposed Budget 2016-2017 $ 456,965 74,379 79,752 $ 611,096 Budget-Budget Variance $ 45,492 (16,660) (42,142) $ (13,310) $ $ $ $ $ EXPENDITURES BY PROGRAM: County Jail County Bookmobile Forest Lakes Library Tuba City Library Supai Library Grand Canyon TOTAL $ 77,202 84,515 91,015 223,109 5,367 92,928 574,136 $ 86,954 88,704 92,052 243,894 5,500 107,302 624,406 $ 86,954 88,704 92,052 243,894 5,500 107,302 624,406 $ 80,056 85,655 85,018 254,587 5,367 100,413 611,096 $ $ 611,096 611,096 $ (6,898) (3,049) (7,034) 10,693 (133) (6,889) (13,310) SOURCE OF FUNDING: LIBRARY FUND COMMENTARY: Library section operating budget has decreased by 2%. The personnel services increases of 11% is due to a market based pay increase as well as an increase in medical and dental insurance, and a net change of .63 in FTE. Contractuals decreases of 18% are due to decreased in one time services. Commodities decreases of 35% are due to decreases in supplies related to one time requests. There is no major capital. Downtown Flagstaff Public Library Annual Financial Plan Page 342 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 035/036/038 LIBRARY SERVICES 038 - LIBRARY GRANTS AND COUNTY WIDE PROJECTS EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2014-2015 $ 153,895 136,499 502,730 $ 793,124 Adopted Budget 2015-2016 $ 155,194 1,599,632 332,258 $ 2,087,084 Estimated Expenditures 2015-2016 $ 155,194 564,632 332,258 $ 1,052,084 Proposed Budget 2016-2017 $ 158,638 1,420,312 136,240 $ 1,715,190 Budget-Budget Variance $ 3,444 (179,320) (196,018) $ (371,894) $ $ $ $ EXPENDITURES BY PROGRAM: County-wide Projects $ Youth Services Grant State Grant-in-Aid FY 2014 Preserve Honor Flagstaff Past iStorytime Project Grant Toddler Tools for Tuba City Expanding Access to STEM Technology Bookmobile Grant-Flagstaff Community Founda Library RFID Grant State Grant in Aid FY2017 TOTAL $ 745,805 400 25,000 2,035 129 8,172 9,083 2,500 793,124 $ 1,898,459 23,850 164,775 2,087,084 $ 863,459 23,850 164,775 1,052,084 $ 1,690,190 25,000 1,715,190 $ $ 1,715,190 1,715,190 $ (208,269) (23,850) (164,775) 25,000 (371,894) SOURCE OF FUNDING: LIBRARY FUND COMMENTARY: Library grants are, in nature, one-time revenues and expenditures as grant funding opportunities arise. Also included are other items for county-wide projects that are also one-time in nature. Flagstaff Public Library Annual Financial Plan Page 343 City of Flagstaff Galaxy Diner (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 344 City of Flagstaff UTILITIES DIVISION MISSION The mission of Utilities Administration is to professionally and cost effectively provide water, reclaimed 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. The mission of the Stormwater Management is to promote 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 applicable floodplain and stormwater regulations. The mission of Water Resources is to ensure residents a present and future water supply that meets the water quality needs of the community, the environment and our co-workers. This is accomplished through water supply planning and forecasting, supply and demand tracking as new plants are approved, and policy recommendation and advocacy. We are committed to a goal of 100% customer satisfaction. This will be achieved by a dedication to exceed customer expectations and by continuously improving our business. We value our co-workers and strive to maintain high motivation by providing an environment that encourages improvement and teamwork. The mission of Regulatory Compliance is to ensure that the City is compliant with all sampling and reporting requirements as directed under state and federal regulations for our water, wastewater, reclaimed water, stormwater, industrial pretreatment and backflow systems. This is accomplished through monitoring, testing and reporting as required by regulations and best management practices. Staff philosophy is responsiveness, performing duties with honesty and integrity, and a commitment to meeting industry standards of excellence. In addition, we are committed to a goal of 100% customer satisfaction. This will be achieved by a dedication to exceed customer expectations and by continuously improving our programs. We value our co-workers and strive to maintain high motivation by providing an environment that encourages improvement and teamwork. The mission of the Wildcat Treatment Plant is to provide wastewater treatment and Class A+ reclaimed water that meets or exceeds all regulatory requirements; minimize treatment cost per unit of treated wastewater. The mission of the Rio Treatment Plant is to provide wastewater treatment and reclaimed water that exceeds all Federal, State and reuse requirements in a safe and cost effective manner. To submit all required regulatory reports on time without exception. The mission of the Utilities Division/Wastewater Collections Section is to professionally and cost effectively provide sewer services that meet the present and future environmental, health, and safety needs of the community and our co-workers. Annual Financial Plan Page 345 City of Flagstaff UTILITIES Annual Financial Plan Utilities 202-08-300 1 Division Director (Utilities) 2 Administrative Spec 1 Utilities Management Analyst 1 Utilities Operations Section Head Wastewater Operations 1 Wastewater Treatment Manager Page 346 Wildcat WRP 203-08-311 1 Utilities Supervisor (Maint) 1 Utilities Supervisor (Ops) 7 MSW - Plant Tech and/or Ops Rio De Flag WRP 203-08-312 2 MSW-Plant Tech Water Treat/Prod Lake Mary Wells, Woody Mt Wells, North Reservoirs, Inner Basin, and Water Treatment & Booster Stations 202-08-301 1 Water Production Manager 1 Utilities Supervisor (Maint) 2 MSW - Maintenance 1 Utilities Supervisor (Ops) 3 MSW - Operations 1 Utilities Supervisor (I&E) 2 Utilities Supervisor (I&E) City of Flagstaff Water Distribution 202-08-303 1 Utilities Supervisor 11 MSW - Water Services Tech Locator 1 Water/Sewer Utility Locator Wastewater Collection 203-08-313 1 Utilities Supervisor 8 MSW - Water Services Tech Regulatory Compliance 202-08-306 1 Utilities Manager Laboratory (Water) 1 Utilities Supervisor (Lab) 1 MSW Laboratory Laboratory (Wastewater) 1 Utilities Supervisor (Lab) 1 MSW - Plant Tech 1 MSW - Laboratory Industrial Waste Monitoring 55 1 Indust Waste Supervisor 2 Indust Waste Insp Water Resources/ Conservation 202-08-304 1 Utilities Manager 1 Utilities Program Manager 1 Water Conservation Specialist 1 Water Conservation Aide (Temp) Utilities Engineering 202-08-305 1 Utilities Manager 1 Project Manager (Engineering) 1 IT Administrator 1 Utilities Plan Reviewer Stormwater Management 206-08-331 1 Utilities Manager 3 Project Manager (Stormwater) 1 Watershed Specialist .5 Intern UTILITIES SECTION 300 ADMINISTRATION MISSION The mission of the Utilities Division is to professionally and cost effectively provide water, stormwater, reclaimed 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 and 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. PROGRAM DESCRIPTION Core functions of the Utilities Division include: Utilities Operations, Engineering, Water Resources Management, Water Conservation, Industrial Waste and Backflow prevention, Stormwater Management and Regulatory Compliance. Operations is a comprehensive program that includes such diverse functions as water production, water distribution, wastewater collection, wastewater treatment, reclaimed water distribution and booster stations. The Division also administers the following programs and commissions: Division Safety Program, Water Commission and the City Change Order Committee. We are a liaison with numerous outside agencies and organizations these include: representation to Arizona Department of Environmental Quality (ADEQ), Arizona Department of Water Resources (ADWR), Northern Arizona Municipal Water Users Association, U.S. Forest Service, Technical Advisory groups for the Coconino Plateau Watershed Partnership and the National Park Service/U.S. Forest Service Lake Mary Watershed Planning Group. In addition, staff review proposed State and Federal water legislation and provide input to Council and Legislators. Utilities asset management includes using an enterprise level Geographic Information System (GIS) linked to a computerized maintenance management system to maintain up-to-date infrastructure inventory and maintenance records. Utilities engineering evaluate capital improvement needs, including prioritization, and provide project management engineering services for capital improvement projects. Utilities staff maintain hydraulic computer models of the City’s water, sewer and reclaimed infrastructure and use these tools to evaluate the needs of new development and anticipated future growth in conjunction with the Regional Plan. Staff also research customer, staff and City Council inquiries and follow up on complaints. Utilities staff provide water quality regulatory permit administration for various Federal (USEPA) and State (ADEQ) programs including: Safe Drinking Water Act, Clean Water Act, National Pollutant Discharge Elimination System (NPDES), Arizona Aquifer Protection Permit (APP), Water Reuse, Emergency Operations and Safety Programs as required. Within the Utilities Division, the Stormwater Management Section is responsible for Floodplain Administration, as detailed in Title 12 Floodplain Regulations. FY 16 ACCOMPLISHMENTS       Completed IGA with ADOT for I-40 ROW and Red Gap Ranch pipeline Initiated Water, Wastewater, Reclaimed Water and Stormwater Rate Study Completed the Groundwater Modeling with the Coconino Plateau Watershed Partnership for a study that was funded from a $300,000 grant from the U.S. Bureau of Reclamation Rural Water Supply Program to conduct groundwater, biological and archeological Environmental Assessments for the Red Gap Ranch environmental assessment for pumping at Red Gap Ranch Initiated a surface water flow model (Mike She), of the Rio de Flag (funded by FEMA) Continued to Plan for the Future – completed water and wastewater master planning efforts Addressed resiliency and preparedness efforts in how we approach our daily operations during normal conditions and particularly how we respond during inclement weather conditions efforts included: redundancy of storage of critical data, increased plant security and back-up electrical power Annual Financial Plan Page 347 City of Flagstaff UTILITIES   SECTION 300 ADMINISTRATION Initiated the second phase of a Leak Detection program for the water distribution system Completed Phase I of the Utilities Division Re-organization FY 17 NEW INITIATIVES AND GOALS    Complete Water , Wastewater, Reclaimed Water and Stormwater Rate Study Initiate up-date to 2011 Water Resources Master Plan Complete Phase 2 Red Gap Ranch Feasibility Study Priority: Management - Effective governance Goal: Provide a rate structure to meet the financial needs of the utility while allowing us to maintain efficient operations to professionally and cost effectively provide water, stormwater, reclaimed water and wastewater services that meet the present and future environmental, health and safety needs of the community Objective: Update rates on a regular basis; maintain utility infrastructure necessary to adequately meet current and future community needs Type of Measure: Outcome Tool: Financial Revenue Reports Frequency: Quarterly and Annually Scoring: 95% Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Review rates with internal rate model Yes Yes Yes Yes Water revenues % actual vs budget 100% 10% 10% 100% Sewer revenues % actual vs budget 100% 90% 95% 100% Customer accounts per employee (Water) 303 332 315 316 Customer accounts per employee (Wastewater) 293 330 298 325 Customer complaints 20 36 20 0 Priority: Management - Customer Service Goal: Infrastructure and public services will be provided in an efficient, equitable and effective manner Objective: Exceed customer’s water and wastewater service expectations, and reduce number of service complaints Type of Measure: Outcome Tool: Customer survey, tracking of customer complaints and compliments Frequency: Quarterly and Annually Scoring: 95% Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Total number of customer complaints 24 43 18 18 15 24 18 18 • Water 9 3 0 0 • Wastewater 0 16 0 0 • Stormwater Number of complaints resolved 24 43 100% 100% Number of compliments received 16 1 100% 100% Customer Survey Rating 100% 100% 100% 100% First call resolution 100% 100% 100% 100% Annual Financial Plan Page 348 City of Flagstaff UTILITIES SECTION: SECTION 300 ADMINISTRATION 300 - UTILITIES ADMINISTRATION EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2014-2015 $ 442,551 451,597 14,566 $ 908,713 Adopted Budget 2015-2016 $ 468,183 244,509 14,200 $ 726,892 Estimated Expenditures 2015-2016 $ 468,183 244,509 14,200 $ 726,892 Proposed Budget 2016-2017 $ 476,757 396,509 14,200 $ 887,466 Budget-Budget Variance $ 8,574 152,000 $ 160,574 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Water Commission Operations Management TOTAL $ 797,258 79 111,376 908,713 $ 611,252 1,180 114,460 726,892 $ 611,252 1,180 114,460 726,892 $ 767,918 1,180 118,368 887,466 $ $ 887,466 887,466 $ 156,666 3,908 160,574 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Utilities Administration operating budget has increased by 22% and there are no capital expenditures. The Personnel Services increase of 2% are due to a market pay increase as well as an increase in medical and dental insurance. Contractuals increases of 62% are due to one-time legal fees for water rights litigation. Commodities had no change in budgeted expenditures. There is no major capital (> $10,000) for this section. Annual Financial Plan Page 349 City of Flagstaff UTILITIES SECTION 301 WATER PRODUCTION MISSION The mission of the Utilities Division 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. PROGRAM DESCRIPTION The Lake Mary Water Treatment Plant provides conventional surface water treatment from upper Lake Mary. Staff are responsible for the operation of the water plant and all other water production facilities including: Lake Mary Wellfield, Woody Mountain Wellfield, the Inner Basin wells and springs, local well fields and the Reservoir Filtration Plant. Staff also operate and maintain a system water tank and booster stations. The State certified Compliance Lab provides analysis for process control and water quality sampling for compliance. This section cost effectively produces water that meets all safe Drinking Water Act requirements. It manages the quantity of stored water to provide water to customers, with an adequate reserve for fire fighting. It teaches public awareness of the water system through educational programs and demonstrations. FY 16 ACCOMPLISHMENTS          New Aquifer Protection Permit acquired for the Lake Mary sludge recovery lagoons New below ground 8” discharge water line installed for Lake Mary Well #2 and to benefit LMW #1 Electric motor overhauled at Lake Mary Well #8 New well pump and motor installed at Ft. Tuthill Well New booster pumps for Foxglenn and Ft. Tuthill pump stations Maintenance on Cheshire Reservoir brought to current seismic standards and recoated interior and exterior Engineering Design completed for the electrical upgrades to Lake Mary Water Treatment Plant Engineering Design completed for the new McAllister Well and Pump Station Engineering Design completed for three Scada wireless network towers FY 17 NEW INITIATIVES AND GOALS         Install Stand-by Emergency Generators necessary for resiliency of the water supply Begin construction for the new McAllister Well and Pump Station Complete construction of the electrical upgrades for the Lake Mary Treatment Plant Construct new Woody Mountain SCADA wireless network tower Complete SCADA upgrades to RTU #2 at Lake Mary Water Treatment Plant Renovate the Lake Mary control room with improved security and secure servers Upgrade local wells to update PLC’s under SCADA Master Plan Implement Standardized replacement and update equipment for the entire SCADA system Annual Financial Plan Page 350 City of Flagstaff UTILITIES SECTION 301 WATER PRODUCTION PERFORMANCE MEASURES Priority: Management - Effective Governance Goal: Reduce injury accidents Objective: Reduce the number of employee accidents by increasing safety awareness through training Type of Measure: Outcome Tool: Quarterly reports Frequency: Daily, monthly, quarterly and annually Scoring: 90% = ≤ 1 injury accident, 75-90% = 2-3 injury accidents, 75% = 3-5 injury accidents Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimate Proposed Injury accidents 0 0 0 0 Non-injury accidents 0 2 0 0 Lost work days 0 0 0 0 Accidents per million gallons produced 0 0 0 0 Safety training (hours/person) 15.3 10 10 10 Priority: Council - Repair, replace, maintain infrastructure (streets and utilities) Goal: Provide safe drinking water to citizens of Flagstaff Objective: Reduce the amount of violations; continue to provide the best quality water by meeting or exceeding all requirements Type of Measure: Outcome Tool: Monitoring and instrumentation readings, laboratory testing Frequency: Daily, monthly, quarterly and annually Scoring: 90% = ≤ 1 monitoring violation, 75-90% = 2 monitoring violations, 75% = > 2 monitoring violations or 1 violation requiring 30 day public notice. Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimate Proposed Number of Safe Drinking Water Act violations 1 1 0 0 Priority: Management - Resiliency and Preparedness Efforts Goal: Provide uninterrupted water service to the citizens of Flagstaff Objective: To provide a level of service that meets the FY 2009 benchmark service level Type of Measure: Outcome Tool: Section Reports Frequency: Monthly Scoring: Cost per 1000 gals to produce 90%= ≤ $1.75/1000 gals, 75-90% = $1.85/1000 gals, 75% = $1.95/1000 gals Trend:  Scoring: Production demand as a percent of production capacity Green= ≤ 90%, Yellow = 90 – 95%, Red = >95%. Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimate Proposed Gallons produced in MG 2,816 2,640 2,750 2,825 Cost per 1000 gallons to produce 1 $1.64 $1.70 $1.72 $1.78 Actual vs. projected power costs to produce $0.73/$0.78 $0.74/$0.78 $0.75/$0.75 $0.77/$0.77 1000 gallons 3 1 Note: Cost to produce 1000 gallons is based on total expenses compared to total gallons produced for 2015 2 Note: Total capacity includes all wells, North Reservoir Plant and Lake Mary Water Plant – 15% Redundancy 3 Note: Costs to produce do not include Water Distribution or Utilities overhead Annual Financial Plan Page 351 City of Flagstaff UTILITIES SECTION 301 WATER PRODUCTION Priority: Council - Repair, replace, maintain infrastructure (streets and utilities) Goal: Reduce the number of complaints in the highest water production related category Objective: 1) Minimize complaints for taste and odor; diligently monitor lake indicating parameters and begin using a combination of chlorine dioxide and powdered activated carbon for taste and odor control before the problem develops in the distribution system; 2) blending well water with lake water if taste and odor conditions persist; 3) if production needs warrant; suspend the use of lake water and use 100% well water should taste and odor problems not be controlled by established methods Tool: Customer complaint forms Frequency: Daily Scoring: 90% = ≤ 22 complaints, 75-90% = 37 complaints, 75% = 55 complaints Trend: *  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimate Proposed Number of customer complaints 8 5 15* 15* Number of complaints per 1000 customers 0.62 0.082 0.21 1.6 Number of compliments received 0 0 10 10 * Note – Water quality complaints are those regarding a treatment or a production issue; Water Distribution handles water quality issues pursuant to the City distribution system. We try to consistently keep what appears to be a historical average of 30, while zero is the preferred goal but can be unrealistic to achieve as a proportion of complaints are due to changes in the ratio of lake water and well water. Each source has a distinctive “taste” and mineral content. We strive to blend appropriately to achieve a reasonable compromise as surface water costs much less to produce that well water. (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 352 City of Flagstaff UTILITIES SECTION: SECTION 301 WATER PRODUCTION 301 - WATER PRODUCTION EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2014-2015 $ 670,809 2,292,917 277,313 44,675 $ 3,285,715 Adopted Budget 2015-2016 $ 725,227 2,683,512 550,103 804,807 $ 4,763,649 Estimated Expenditures 2015-2016 $ 725,227 2,683,512 470,195 60,767 $ 3,939,701 Proposed Budget 2016-2017 $ 750,912 2,713,638 596,510 1,019,040 $ 5,080,100 Budget-Budget Variance $ 25,685 30,126 46,407 214,233 $ 316,451 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Water Treatment Operation Buildings and Grounds Maintenance Equipment Maintenance SCADA Tracking Local Wells Lake Mary Wellfield Woody Mountain Wellfield North Reservoirs Inner Basin Maintenance Red Gap Ranch Operation & Mgmt Booster Station Administration Zone A - RFP Kinlani University Highlands #1 Airport Booster Amberwood Booster Railroad Springs Booster Inner Basin Pipeline Maintenance TOTAL $ 434,712 389,425 33,268 148,443 90,052 793,231 460,621 759,699 52,453 61,349 6,568 15,112 1,315 4,179 1,891 2,860 20,413 10,123 3,285,715 $ 1,045,297 434,959 56,605 348,147 131,186 1,345,365 334,412 799,142 59,730 115,223 23,109 17,979 250 1,955 1,645 1,745 6,536 26,384 13,980 4,763,649 $ 799,416 434,959 56,605 224,988 51,278 970,365 334,412 799,142 59,730 115,223 23,109 17,979 250 1,955 1,645 1,745 6,536 26,384 13,980 3,939,701 $ 596,881 1,252,501 67,839 288,795 122,994 1,349,185 332,214 792,209 62,346 117,339 24,809 21,086 250 1,505 1,545 1,545 6,336 25,184 15,537 5,080,100 $ $ 5,080,100 5,080,100 $ (448,416) 817,542 11,234 (59,352) (8,192) 3,820 (2,198) (6,933) 2,616 2,116 1,700 3,107 (450) (100) (200) (200) (1,200) 1,557 316,451 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Water Production operating budget has increased by 3%. There are capital expenditures of $1,019,040, resulting in an overall net increase of 27%. The Personnel Services increase of 4% is due to a market pay increase as well as an increase in medical and dental insurance. Contractuals increases of 1% are due to increases in buildings and equipment maintenance. Commodities increases of 8% are due to increases in chemicals needed for water treatment. Major capital (> $10,000) includes building improvements ($370,881), water flow meters ($150,000), and machinery and equipment ($498,159). Annual Financial Plan Page 353 City of Flagstaff UTILITIES SECTION 303 WATER DISTRIBUTION MISSION The mission of the Utilities Division is to professionally and cost effectively provide water, stormwater, reclaimed 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 and 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. 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 16 ACCOMPLISHMENTS          Crewmembers isolated lines, flushed fire hydrants, cleaned our main lines in the commercial areas, such as in the areas of north downtown, south downtown, south Milton, West Route 66, East Butler Avenue and Woodlands Boulevard; these are areas that have a high amount of restaurants and hotels that may be financially and physically affected by dirty water when the Fire Department does their annual fire hydrant check program Crewmembers worked mostly at night on the Asphalt Overlay Projects throughout the City to perform inspections of the valves and manholes ensuring proper standards; there were approximately 21,651 linear feet of asphalt overlay and 15,600 linear feet of asphalt in an ADOT R.O.W. that were inspected by Utilities Our bluestake utility locator completed 3,150 tickets between July 1, 2015 and January 26, 2016 Completed the annual 100 miles of leak detection on our water mains for a total of 200 of 400 miles Increased involvement in the fire hydrant testing program that the Fire Department performs annually Reduced the amount of unaccounted for water loss through meter replacement program; 998 meters replaced in CY 2015 Reduced the amount of unaccounted water loss through the leak detection program, fifty percent of the system has been audited Installed reflective marking/whip antennas on fire hydrants in certain areas where the hydrant has a higher possibility of being buried or damaged during snow removal season Transitioned from the older, heavier and poor quality concrete water meter boxes to the new composite type meter boxes FY 17 NEW INITIATIVES AND GOALS         Locate, clean and operate valves throughout the City of Flagstaff, adjust and repair as needed Isolate lines, flush fire hydrants, clean out main line areas that may be financially and physically affected by dirty water Locate, adjust/repair and flush dead end lines Flush areas of low demand and or flow to prevent poor water quality issues Develop a hydrant flushing program that meets the Fire Department check program, cleans the main lines and improves water quality Expand the use of reflective marking whips on fire hydrants in certain areas where the hydrant has a higher possibility of being buried or damaged during the snow removal season Reduce the amount of unaccounted water loss through meter replacement and other means Water Services Distribution to assist other sections within Utilities as needed Annual Financial Plan Page 354 City of Flagstaff UTILITIES   SECTION 303 WATER DISTRIBUTION Install fire hydrant locking devices to help in reducing the amount of unaccounted water Implement CMMS System PERFORMANCE MEASURES Priority: Council - Repair, replace, maintain infrastructure (Water Quality Issues / Complaints / Outage time) Goal: Provide good safe and reliable drinking water to citizens of Flagstaff; reduce water outage time hours Objective: Reduce infrastructure problems that result in water quality issues by properly operating (fire department) and maintaining water distribution system, return ample water pressure to public as soon as possible Type of Measure: Outcome Tool: Monitoring and instrumentation readings, laboratory testing, CMMS System Frequency: Daily, monthly, quarterly and annually Scoring: (5.1%) Acceptable Water loss <10% acceptable, >10% is unacceptable Trend:  FY 14 FY15 FY16 FY 17 Measures: Actual Actual Estimate Proposed Number of complaints 5 14 10 10 Number of complaints per 1,000 customers 0.26 0.73 <0.62 <0.62 Number of compliments 7 1 6 6 Number of water breaks 18 10 12 10 Number of water breaks per 100 miles of pipe 2.8 2.29 <2.8 <2.8 Total water outage time in hours 1,427 2,217 1,250 1,250 a. Scheduled 1,194 1,232 750 750 b. Unscheduled 233 985 500 500 c. Isolation time (estimate) 30 min. 30 min. 30 min. 30 min. d. Unaccounted water loss (meter 14% 11% 11% 11% accuracy, hydrant flushing, leaks/breaks, etc.) Priority: Management - Effective Governance Goal: Reduce accidents and maintain high safety standards Objective: To communicate the importance of safety and loss control through our safety program Type of Measure: Outcome Tool: Risk management tracking of recordable incidents Frequency: Daily, monthly, quarterly and annually Scoring: low – accidents, (-1.25%; -2%; -2.5% /low to high) Trend:  FY 14 FY15 FY 16 FY 17 Measures: Actual Actual Estimate Proposed Number of injury accidents 1 2 0 0 Number of lost time accidents 0 0 0 0 Safety training hours per employee 12.15 15.00 25.00 25.00 Annual Financial Plan Page 355 City of Flagstaff UTILITIES SECTION: SECTION 303 WATER DISTRIBUTION 303 - WATER DISTRIBUTION EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2014-2015 $ 936,154 123,801 437,034 25,417 $ 1,522,407 Adopted Budget 2015-2016 $ 992,520 275,513 450,784 217,000 $ 1,935,817 Estimated Expenditures 2015-2016 $ 992,520 228,013 450,784 142,923 $ 1,814,240 Proposed Budget 2016-2017 $ 970,763 263,013 434,284 74,077 $ 1,742,137 Budget-Budget Variance $ (21,757) (12,500) (16,500) (142,923) $ (193,680) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Water System Maintenance & Operation Main & Service Line Repair Main Ext. - Fire Hydrant & Valve Valve & Fire Hydrant Maintenance Meter Installation Meter Repair and Testing Blue Stake TOTAL $ 156,931 341,566 412,661 33,338 107,441 402,741 30,111 37,616 1,522,407 $ 361,752 365,538 384,348 34,061 254,707 423,589 72,496 39,326 1,935,817 $ 316,431 326,782 384,348 34,061 217,207 423,589 72,496 39,326 1,814,240 $ 217,784 323,411 374,983 33,770 255,374 425,586 73,028 38,201 1,742,137 $ $ 1,742,137 1,742,137 $ (143,968) (42,127) (9,365) (291) 667 1,997 532 (1,125) (193,680) SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Water Distribution operating budget has decreased by 3%. There are capital expenditures of $74,077, resulting in an overall net decrease of 66%. The Personnel Services decrease of 2% is due to a market pay increase as well as an increase in medical and dental insurance, net of a one-time retirement payout in the prior year. Contractuals decreases of 5% and commodities decreases of 4% are due to prior year one-time items. Major capital (> $10,000) includes vehicle replacements ($64,321) and computer hardware/software ($9,756). Annual Financial Plan Page 356 City of Flagstaff UTILITIES SECTION 304 WATER RESOURCE MANAGEMENT MISSION The mission of the Utilities Division is to professionally and cost effectively provide water, stormwater, reclaimed 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 and 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. PROGRAM DESCRIPTION Core functions of the Water Resources Management Section include administration of the Water Resources Management and Water Conservation Programs. Under the Water Resources Management Program, we serve on committees with numerous outside agencies and organizations that include: Arizona Department of Water Resources (ADWR), U.S. Forest Service, National Park Service, U.S. Fish and Wildlife, Arizona Game and Fish, and serve on boards and technical advisory groups with the Coconino Plateau Water Advisory Council, Northern Arizona Municipal Water Users Association and the Lake Mary-Walnut Canyon Watershed Planning Group. In addition, staff review proposed water legislation and provide input to Council and Legislators. Staff work with Geographic Information System (GIS) staff to evaluate the needs of new development and anticipated future growth in conjunction with the Regional Plan. Staff track current, committed and projected water demands and Council approved plats and report this information annually to ADWR, as required by Community Water Systems and the City’s Designation of Adequate Water Supply (DADE). This program also oversees groundwater modeling work required under the City’s DADE. Core functions of the Water Conservation Program are to administer the water rebate programs, address water complaints, coordinate educational activities including the annual Project WET Water Festival, organize community water workshops and staff booths at water and science events throughout the year. The Water Conservation Program Manager oversees the hiring and duties of the temporary water conservation enforcement aide positions. Staff in this program also oversee the reclaimed water rebate applications, agreements and permitting requirements with the Arizona Department of Environmental Quality under the City’s Type 3 Reclaimed Water Reuse Permit. FY 16 ACCOMPLISHMENTS          Completed study that was funded from a $300,000 grant from the U.S. Bureau of Reclamation Rural Water Supply Program to conduct groundwater, biological and archeological Environmental Assessments for Red Gap Ranch Completed the annual 100 miles of leak detection on our water mains, for a total of 200 of 400 miles Closely tracked peak available water supply, current peak demand and committed peak demand as described in Water Policy F2 Provided $22,500 in water rebates, including 184 for high-efficiency toilets Converted 25,124 square feet of turf to xeriscape through the turf rebate program at five residences Provided two rain water harvesting tank rebates, each for >1,000 gallons of capacity Provided water education to 735 fourth grade students in the Flagstaff area at the Water Festival Initiated ULM Watershed Monitoring Project partnership with Salt River Project Met goal of providing average of one presentation/outreach event per month Annual Financial Plan Page 357 City of Flagstaff UTILITIES SECTION 304 WATER RESOURCE MANAGEMENT FY 17 NEW INITIATIVES AND GOALS          Expand the rebate program Create a water rebate assistance program for low-income and elderly customers Focus on public outreach of water issues by providing an average of one presentation per month to community groups Complete Phase III of Leak Detection for an additional 100 miles of distribution pipe (Regional Plan Policy WR.2.3; develop programs to minimize lost and unaccounted for water) Apply for grants that support projects to reduce lost and unaccounted for water or better metering (Regional Plan Policy WR.2.3; develop programs to minimize lost and unaccounted for water) Obtain temporary or full-time staff to initiate new water conservation programs Complete a revised Water Resources Master Plan (Regional Plan Policy WR.2.1; develop and adopt an integrated water master plan that addresses water resources, water production and its distribution, wastewater collection and its treatment and reclaimed water treatment and its distribution) Develop a Water Conservation Plan Develop water loss program team PERFORMANCE MEASURES Priority: Management - Effective Governance –Resiliency and Preparedness Efforts Council Goal: Ensure Flagstaff has a long-term water supply for current and future needs Utilities Principals of Sound Water Management Policy: B2 – Water Adequacy – Adequate Water Supply Regional Plan Goal: WR.3.7. Calculate the volume of local water resources it has available and make periodic updates as appropriate; WR.3.8. Implement a water management program that creates a linkage between new growth and a minimum 100-year water supply Objective: Track current, committed and projected water needs based on council-approved plats, building permits and Certificates of Occupancy as part of our annual reporting Adequate Water Supply Type of Measure: Output Tool: Reports from Development Services Frequency: Reported annually to ADWR by July 1 for year prior Scoring: 100% Trend:  CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Actual Proposed Recorded residential lots not yet served 2,867 2,021 2,095 2,000 Recorded non-residential acres not served 310 505 224 400 Total Committed Water Demand (acre-feet) 819 1,058 786 1,000 Total Adequate Water Supply Designation 4,034 4,093 4,4272 4,500 Remaining (acre-feet)1 1 Current Delivery + Committed Demand subtracted from 9,913 AF of groundwater and 3,585 AF of surface water and the total production for the year. The ‘Total Adequate Water Supply Designation Remaining’ does not include the 8,000 AF/year from Red Gap Ranch. 2 Based on a preliminary total production for 2015 of 8,013 AF. Annual Financial Plan Page 358 City of Flagstaff UTILITIES SECTION 304 WATER RESOURCE MANAGEMENT Priority: Management - Effective Governance – Resiliency and Preparedness Efforts Council Goal: Ensure Flagstaff has a long-term water supply for current and future needs Utilities Principals of Sound Water Management Policy: F2 – Water System Capacity Allocation Regional Plan Goal: WR.3.7. Calculate the volume of local water resources it has available and make periodic updates as appropriate; WR.3.8. Implement a water management program that creates a linkage between new growth and a minimum 100-year water supply Objective: Track Peak Capacity vs. Committed Development Water Demands Type of Measure: Output Tool: Water and Sewer Impact Analyses; reports from water production Frequency: Monthly Scoring: 100% Trend:  CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Actual Proposed3 1 Peak Capacity Available (MGD) 19.0 19.0 18.8 19.2 Peak Reserved for Anticipated Demand (MGD) 13.5 13.5 13.5 13.5 Committed WISA and Other Demands (MGD) 1.7 3.2 1.2 2.0 Peak Capacity Available for Development (MGD) 3.8 2.3 2.1 3.7 Committed peak day capacity (Water Policy F2.1) 80% 87% 78% 79% 1 Annual Report to the Water Commission 2 Contingent upon Upper Lake Mary water level in April 2015 3 Assumes McAllister Well comes online in 2016 Priority: Management - Effective Governance – Customer Service – Resiliency and Preparedness Efforts Council Goal: Ensure Flagstaff has a long-term water supply for current and future needs Regional Plan Goal: WR.2.3. Develop programs to minimize lost and unaccounted for water Objective: Reduce lost and unaccounted for water Type of Measure: Output Tool: Reports from contractor; distribution staff Frequency: Annually Scoring: 100% Trend:  FY 14 FY 15 FY 16 FY 17 Measures: Actual Actual Actual2 Proposed Miles of distribution pipeline surveyed 105 101 N/A 100 Possible leaks identified by contractor 50 20 N/A 30 Estimated gallons saved (Gallons Per Minute) 67 591 N/A 50 Customer meters replaced 993 1036 830 1000 1 Includes an estimated leak of 35 GPM found in ¾-inch distribution pipe by staff in September 2014 2 One quarter remaining n FY16-this is an estimate Annual Financial Plan Page 359 City of Flagstaff UTILITIES SECTION 304 WATER RESOURCE MANAGEMENT Priority: Management - Effective Governance – Customer Service – Resiliency and Preparedness Efforts Council Goal: Ensure Flagstaff has a long-term water supply for current and future needs Regional Plan Goal: WR.3. Satisfy current and future human water demands and the needs of the natural environment through sustainable and renewable water resources and strategic conservation measures Objective: Provide incentives for customers to use less water and to save money on water bills Type of Measure: Output; number of rebates given Tool: Division reports Frequency: Monthly Scoring: 100% Trend:  CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Actual Proposed High efficiency toilet rebates 204 283 184 250 Turf removal xeriscape rebates 3 4 5 5 Rainwater harvesting tank rebates 4 4 2 3 Turf removed for xeriscape (square feet) 9,731 16,000 25,124 20,000 Priority: Management - Effective Governance – Customer Service – Resiliency and Preparedness Efforts Council Goal: Improve effectiveness of notification, communication and engagement with residents, neighborhoods and businesses about City services, programs, policies, projects and developments Objective: Improve and evaluate customer outreach on water resources and water conservation topics Type of Measure: Output Tool: Division reports Frequency: Monthly Scoring: 100% Trend:  CY 13 CY 14 CY 15 CY 16 Actual Actual Actual Proposed Measures: Number of radio ad days 0 100 89 50 Number of radio interviews N/A 2 4 5 Number of classrooms visited 0 5 6 5 Number of events attended (Earth Day, Farmers 2 3 30 10 Market, etc.) Number of community presentations on water 2 2 9 5 Number of 4th grade students at Water Festival 667 1,080 735 800 Number of customers issued warnings and 3 25 265 200 violations Number of fines for violations issued 0 1 0 0 Annual Financial Plan Page 360 City of Flagstaff UTILITIES SECTION: SECTION 304 WATER RESOURCE MANAGEMENT 304 - WATER RESOURCE MANAGEMENT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2014-2015 $ 253,350 93,912 37,116 14,837 $ 399,215 Adopted Budget 2015-2016 $ 223,249 88,700 17,100 $ 329,049 Estimated Expenditures 2015-2016 $ 223,249 88,700 17,100 $ 329,049 Proposed Budget 2016-2017 $ 303,101 299,300 30,100 $ 632,501 Budget-Budget Variance $ 79,852 210,600 13,000 $ 303,452 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Water Resources Water Conservation TOTAL $ 125,123 75,793 198,299 399,215 $ 102,818 43,850 182,381 329,049 $ 102,818 43,850 182,381 329,049 $ 104,547 197,950 330,004 632,501 $ $ 632,501 632,501 $ 1,729 154,100 147,623 303,452 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Water Resource Management operating budget has increased by 92% and there are no capital expenditures. The Personnel Services increase of 36% is due to a market pay increase as well as an increase in medical and dental insurance, net of the addition of a 1.0 FTE Water Conservation Specialist. Contractuals increases of 237% are due to increases for the expansion of the water conservation program and related rebates as well as one-time costs for consultant fees and the watershed monitoring project. Commodities increases of 76% are due to increases in operating supplies and promotional materials related to expansion of the water conservation program. There is no major capital (> $10,000) for this section. Annual Financial Plan Page 361 City of Flagstaff UTILITIES SECTION 305 UTILITIES ENGINEERING MISSION The mission of the Utilities Division is to professionally and cost effectively provide water, stormwater, reclaimed 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 and 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. PROGRAM DESCRIPTION Core functions of the Utilities Engineering Section include: Project Management of a $7M Capital Improvement Program (CIP), new development, plan review and GIS database administration and system installation and maintenance. The Section also administers all ADEQ Water and Sewer permits and the City Change Order Committee. Utilities asset management includes using an enterprise level Geographic Information System (GIS) linked to a computerized maintenance management system to maintain up-to-date infrastructure inventory and maintenance records. Utilities engineering evaluates capital improvement needs, including prioritization and provide project management engineering services for capital improvement projects. Utilities staff maintain hydraulic computer models of the City’s water, sewer and reclaimed infrastructure and use these tools to evaluate the needs of new development and anticipated future growth in conjunction with the Regional Plan. Staff also research customer, staff and City Council inquiries and follow up on complaints. FY 16 ACCOMPLISHMENTS            Completed Grit Tank System Improvements at Wildcat Hill WWTP Completed replacement of 3,579 feet of aging water line within Leroux Street in Downtown area Completed replacement of 2,205 feet of aging sewer lines within Bonito Street Completed 2,016 manhole rehabilitations Completed replacement of air compressor equipment in Wildcat Hill WWTP Completed SCADA room improvements at Wildcat Hill WWTP Updated Utilities 10 year Capital Improvement Program Conducted condition assessments of Rio De Flag Water Reclamation Plant equipment and electrical systems Completed water analysis for Southside Flagstaff Regional Plan Received APS Energy rebates for Wildcat grit blowers, air compressors and lighting system improvements Initiated and reviewed bid plans for annual water and sewer replacement programs FY 17 NEW INITIATIVES AND GOALS      Complete user fee analysis for grease and septage receiving customers Install and complete blower energy efficiency upgrades at Rio Wastewater Plant Design and complete Co-Gen Gas Conveyance System Improvements at Wildcat Hill WWTP Design and complete Septage Receiving Station Improvement project Initiate additional plant energy improvement projects identified in the 2010 Energy Audit study Annual Financial Plan Page 362 City of Flagstaff UTILITIES SECTION 305 UTILITIES ENGINEERING PERFORMANCE MEASURES Priority: Council - Repair, replace, maintain infrastructure (streets and utilities) Goal: Infrastructure and public services will be provided in an efficient, equitable and effective manner Objective: Exceed customer water and wastewater service expectations, and minimize water unscheduled outage hours (repairs) Type of Measure: Outcome Tool: Compliance testing, monitoring condition of infrastructure Frequency: Quarterly and annually Scoring: 100% Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Capital projects managed 13 13 12 8 Water distribution pipe replacement rate 1 1.212 1.91 .67 .90 25.3 24.08 22.17 21.50 • Miles of pipe needed to be replaced 2 Wastewater collection pipe replacement rate 1 .42 .63 .42 .45 11.3 10.8 10.25 9.83 • Miles of pipe needed to be replaced 2 $0 $0 $0 $0 • Insurance claims Number of ADEQ permits processed 3 36 51 41 50 Notes: 1 – Total miles of pipe > 75 years old replaced 2 – Total miles of pipe in distribution/collection system that is > 75 years old 3 – Number of ADEQ permits, Water ATC, Sewer 4.01 NOI, Sewer Treatment Capacity Assurance, Sewer Collection Capacity Assurance Priority: Regional Plan (2030) – Growth Areas and Land Use, Applicable to All Land Uses (Goal LU.7 and LU.8) Goal: Provide for public services and infrastructure; balance future growth with available water resources Objective: Ensure water and sewer infrastructure is adequate for new development to occur and to make the best use of water and energy resources Type of Measure: Output Tool: Division reports Frequency: Quarterly and annually Scoring: 90 -100%% Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Number of Inter Division Staff (IDS) plans 350 384 395 415 reviewed Number of water and sewer impact analysis 6 8 10 12 performed for developers Annual Financial Plan Page 363 City of Flagstaff UTILITIES SECTION: SECTION 305 UTILITIES ENGINEERING 305 - UTILITIES ENGINEERING EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2014-2015 $ 291,918 148,321 108,533 $ 548,772 Adopted Budget 2015-2016 $ 373,175 50,470 5,020 $ 428,665 Estimated Expenditures 2015-2016 $ 373,175 50,470 5,020 $ 428,665 Proposed Budget 2016-2017 $ 366,864 176,520 8,970 $ 552,354 Budget-Budget Variance $ (6,311) 126,050 3,950 $ 123,689 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration GIS-Utilities TOTAL $ 355,237 193,535 548,772 $ 335,194 93,471 428,665 $ 335,194 93,471 428,665 $ 457,653 94,701 552,354 $ $ 552,354 552,354 $ 122,459 1,230 123,689 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Utilities Engineering Services operating budget has increased by 29% and there are no capital expenditures. The Personnel Services decrease of 2% is due to a market pay increase as well as an increase in medical and dental insurance, net of salary savings for the 1.0 FTE Project Manager added in the prior year. Contractuals increases of 250% are due to increases for engineering and consultant fees. Commodities increases of 79% are due to one-time costs for tablet computers. There is no major capital (> $10,000) for this section. Annual Financial Plan Page 364 City of Flagstaff UTILITIES SECTION 306 REGULATORY COMPLIANCE MISSION The mission of the Utilities Division is to professionally and cost effectively provide water, stormwater, reclaimed 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 and 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. PROGRAM DESCRIPTION Core functions of the Regulatory Compliance Section include sampling, testing, documenting and reporting the quality of the City’s water, wastewater, reclaimed water and industrial pretreatment and backflow systems as directed under state and federal regulations and permits. The section also maintains the air quality permit for the Wildcat Hill wastewater treatment plant. The Section manages two (2) State licensed laboratories, administers the Multi-Sector General Permit (MSGP) at the Wildcat Hill and Rio de Flag wastewater plants, manages the Municipal Separate Storm Sewer System (MS4) permit and works with regulatory agencies to update permits. The section also coordinates the Utility Division’s safety programs. The Regulatory Compliance Section represents the City by maintaining relationships with other professionals in the water and environmental compliance field and participating in or hosting meetings and workshops. We are a liaison with numerous outside agencies and organizations that include the United States Environmental Protection Agency (USEPA), Arizona Department of Environmental Quality (ADEQ), Arizona Department of Water Resources (ADWR), Advisory Panel on Emerging Contaminants and Environmental Laboratory Advisory Committee. In addition, staff review proposed water quality legislation and provide input to Council and Legislators. Staff provide water quality regulatory permit administration for various Federal (USEPA) and State (ADEQ) programs including: Safe Drinking Water Act, Clean Water Act, Clean Air Act, National Pollutant Discharge Elimination System (NPDES), Arizona Pollutant Discharge Elimination System (AZPDES), Arizona Aquifer Protection Permit (APP), Reclaimed Water Permit, Multi-Sector General Permit (MSGP), Municipal Separate Storm Sewer System (MS4), Emergency Operations and Safety Programs as required. FY 16 ACCOMPLISHMENTS          First complete year of the newly created Regulatory Compliance Section; all laboratory supervisors and staff that oversee compliance within the water, wastewater, backflow and industrial waste regulatory compliance programs were brought into the new section Successfully updated the AZPDES permits for the Rio de Flag Water Reclamation Facility (Rio WRF) and Wildcat Hill Wastewater Treatment Plant (Wildcat WWTP) Participated and provided valuable input in beta testing ADEQ’s new program for online submittals of discharge monitoring reports (DMR) and self-monitoring reporting forms (SMRF) Standardized ordering and operating the Rio de Flag and Wildcat Hill wastewater labs Passed the new Industrial Waste Local Limits ordinance in City Code Coordinated efforts between the wastewater lab and industrial waste to sample the effluent from the Rio de Flag and Wildcat Hill wastewater plants to save the City money in sampling costs Submitted an aquifer protection permit (APP) modification for the Wildcat Hill Wastewater Treatment Plant to ADEQ to modify the monitoring schedule for the point of compliance well and change the name to the Wildcat Hill Water Reclamation Plant Industrial Waste program staff resolved TTHM issues at the Wildcat WWTP and identified a source of ammonia affecting the Rio WRP through extensive testing of the water quality in the sewer system Purchased ammonia monitors to better assist Wastewater Collections in tracking ammonia in the collection system Annual Financial Plan Page 365 City of Flagstaff UTILITIES       SECTION 306 REGULATORY COMPLIANCE Submitted a renewal for the Air Quality permit for the Wildcat Hill wastewater plant Obtained the area-wide AZPDES de minimis permit from ADEQ Obtained a Type 3.02 general permit to allow the use of sludge drying ponds at the Lake Mary treatment plant Implemented software to track and manage compliance data for the drinking water and water labs Upgraded flow and pH monitoring equipment located at SIU outfalls to provide secure real time, web based information Closed Consent Order for the Wildcat Hill Wastewater plant FY 17 NEW INITIATIVES AND GOALS         Implement new software for management of compliance data for Industrial Waste Review and update SOPs for all compliance and process laboratories Review and update emergency plans for all laboratories Modify the current stormwater management plan (SWMP) to meet the new Municipal Separate Storm Sewer System (MS4) Permit, due in 2016 Update safety program for compliance Improve the accuracy of industry discharge monitoring by reducing and removing the reliance on industry flow meters used to calculate wastewater fees and penalties for non-compliance Upgrade the dechlorinator at Frances Short Pond Set up Industrial Waste to conduct 15 minute analysis for ultra-low chlorine analysis from the reclaim water to Frances Short Pond PERFORMANCE MEASURES Priority: Management - Effective Governance Utilities Goal: Maintain public safety and employee safety while remaining committed to short response times Objective: No employee accidents resulting in injury or lost time accidents; no damage to public or private property Type of Measure: Outcome; no injuries or damages Tool: Risk management tracking of recordable incidents, quarterly performance metrics report and annual summary report Frequency: Quarterly and annually Trend:  CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimate Proposed Number of injury accidents N/A 0 0 0 Number of non-injury accidents N/A 0 0 2 Annual Financial Plan Page 366 City of Flagstaff UTILITIES SECTION 306 REGULATORY COMPLIANCE Priority: Effective Governance – Customer Service Utilities Goal: Maintain public trust Utilities Principals of Sound Water Management Policy: B3 Water Quality Objective: No missed compliance sampling events or deadlines with agencies; protect human health and environmental quality; monitor city water and wastewater quality Type of Measure: Outcome Tool: Compliance tracking of sampling and reporting requirements with ADEQ permits and rules Frequency: Daily Trend: ↑ CY 13 CY 14 CY 15 CY 16 Measures (Water System): Actual Actual Actual Proposed Number of customer complaints addressed 12 13 5 10 Number of samples collected N/A 1,250 1,303 1,250 Missed sampling events (yes/no) N/A Yes No No Missed sampling events resulting in NOV N/A 1 0 0 Number of locations sampled per CEC panel N/A 21 60 0 Measures (Wastewater System): Number of samples collected Compliance reports sent to ADEQ Missed sampling events (yes/no) Number of notices of violations resulting from missed reporting events with ADEQ CY 13 Actual N/A N/A N/A N/A CY 14 Actual 3,422 37 0 N/A CY 15 Actual 3,221 37 0 0 CY 16 Proposed 3,400 37 0 0 Priority: Effective Governance - Resiliency and Preparedness Efforts – Customer Service Utilities Goal: Protect wastewater treatment facilities and the environment from business and industrial discharges Objective: Inspect all businesses connected to City of Flagstaff water system for pretreatment needs Type of Measure: Output Tool: Inspections Frequency: Daily Trend:  CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Actual Proposed Blockages/Notice of Violations (NOV’s) issued 1 1 0 0 Resulting in sewer line cleaning 2 2 0 0 Priority: Effective Governance - Resiliency and Preparedness Efforts – Customer Service Utilities Goal: Protect city drinking water Objective: Protect water quality and prevent cross connections into water system Type of Measure: Outcome Tool: Testing and installation of backflow prevention assemblies Frequency: Daily Trend:  CY 13 CY 14 CY 14 Measures: Actual Actual Actual Backflow prevention assemblies (BPA) tested 2,872 2,872 2,789 BPA’s tested that failed 10% 10% 6.5% Water quality violations due to BPA failing 0 0 0 Annual Financial Plan Page 367 CY 15 Proposed 2,789 6.5% 0 City of Flagstaff UTILITIES SECTION 306 REGULATORY COMPLIANCE Priority: Effective Governance - Resiliency and Preparedness Efforts – Customer Service Utilities Goal: Prevent harmful and illegal discharges into collection system by Significant Industrial Users (SIU) Council Goal: Foster relationships and maintain economic development commitment to partners Objective: Protect the wastewater collection system, personnel and environment from SIU discharges Type of Measure: Outcome Tool: Notifications, inspections Frequency: Daily Trend:  CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Actual Proposed Industry and plant samples analyzed 144 144 144 150 NOV’s written to industries 0 1 0 1 NOV’s written to commercial sites 3 0 0 0 SECTION: 306 - REGULATORY COMPLIANCE EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2014-2015 $ 672,468 207,392 67,333 $ 947,193 Adopted Budget 2015-2016 $ 686,372 218,033 106,428 $ 1,010,833 Estimated Expenditures 2015-2016 $ 686,372 218,033 106,428 $ 1,010,833 Proposed Budget 2016-2017 $ 695,736 219,733 104,728 $ 1,020,197 Budget-Budget Variance $ 9,364 1,700 (1,700) $ 9,364 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Water Regulatory and Lab Services Wastewater Regulatory and Lab Services Reclaim Water Regulatory and Lab Services Stormwater Regulatory and Lab Services Industrial Waste Administration NPDES Monitoring-Wastewater Plants Industrial Waste Monitoring Backflow Cross Connection Control TOTAL $ 93,759 208,543 320,166 150,479 50,961 32,179 91,106 947,193 $ 81,942 252,867 359,051 14,404 5,000 120,812 16,306 68,788 91,663 1,010,833 $ 81,942 252,867 359,051 14,404 5,000 120,812 16,306 68,788 91,663 1,010,833 $ 113,211 262,302 313,165 14,404 5,000 312,115 1,020,197 $ $ 1,020,197 1,020,197 $ 31,269 9,435 (45,886) 191,303 (16,306) (68,788) (91,663) 9,364 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Regulatory Compliance operating budget has increased by 1% and there are no capital expenditures. The Personnel Services increase of 1% is due to a market pay increase as well as an increase in medical and dental insurance. Contractuals increases of 1% are due to increases in travel, lodging and meals. Commodities decreases of 2% are due to decreases in machinery and equipment parts. There is no major capital (> $10,000) for this section. Annual Financial Plan Page 368 City of Flagstaff UTILITIES SECTION 311 WASTEWATER TREATMENT PLANT - WILDCAT MISSION The mission of the Utilities Division is to professionally and cost effectively provide water, stormwater, reclaimed 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 and 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. PROGRAM DESCRIPTION The Wildcat Hill Wastewater Treatment Plant is a six million gallon-per-day rated facility. This program is responsible for the day-to-day operation and maintenance of wastewater treatment, solids handling and the treatment of Class A reclaimed water. FY 16 ACCOMPLISHMENTS          Completed all elements of ADEQ Consent Order Maintained total nitrogen levels below 8 mg/L in reclaimed water Class A+ Produced A reclaimed water on a consistent basis Upgraded SCADA System – In progress Continuously improved operations and maintenance Security upgrades Installed safety equipment on the anaerobic digesters Bi-weekly computerized safety training for staff Vendor equipment training at the facilities FY 17 NEW INITIATIVES AND GOALS           Install Gravity Belt Thickener (GBT) Improve Geo Bag solids management process Maintain total nitrogen levels below 8 mg/L in reclaimed water Produce A reclaimed water on a consistent basis Replacement of existing Chlorinator and Sulfanator Continuously improve operations and maintenance Security upgrades Continue computerized bi-weekly safety training for staff Continue vendor equipment training at the facilities Increase energy efficiencies Annual Financial Plan Page 369 City of Flagstaff UTILITIES SECTION 311 WASTEWATER TREATMENT PLANT - WILDCAT PERFORMANCE MEASURES Priority: Management - Resiliency and Preparedness Efforts Goal: Run Co-Generation at 100% power on digester gas Objective: Reduce demand on public utilities by utilizing available digester gas Type of Measure: Outcome Tool: Meters on digester and natural gas at Co-Gen Frequency: Quarterly, annually Scoring: Efficiency based on % digester gas Trend:  CY 14 CY 15 Measures: Actual Actual Digester gas vs natural gas 89% 100% Priority: Management - Resiliency and Preparedness Efforts Goal: Provide a good quality of life for our customers, neighbors and employees Objective: Reduce the number of complaints and injuries Type of Measure: Outcome Tool: Reports received from customers Frequency: Daily Scoring: 1-2 = 90% 3-5 = 75% ≥6 = 50% Trend:  CY 14 CY 15 Measures: Actual Actual Number of complaints (odors, ect.) 0 0 Number of on the job lost time accidents/injuries 2 1 CY 16 Estimated CY 17 Proposed 100% 100% CY 16 Estimated 0 0 CY 17 Proposed 0 0 Priority: Management - Effective Governance Goal: Maintain financial responsibility that meets or exceeds the City of Flagstaff expectations Objective: Maintain cost per thousand gallons to treat Type of Measure: Outcome Tool: Financial reports Frequency: Monthly Scoring: < $1.60 = 100% $1.60 - $1.80 = 90% >$1.80 = 75-50% Trend:  CY 14 CY 15 CY 16 CY 16 Measures: Actual Actual Estimated Proposed Cost per thousand gallons to treat (influent) $1.57 1.57 $1.65 $1.75 Note: Costs for treatment do not include wastewater collection, industrial waste or administration overhead Annual Financial Plan Page 370 City of Flagstaff UTILITIES SECTION 311 WASTEWATER TREATMENT PLANT - WILDCAT Priority: Management - Effective Governance Goal: Provide wastewater treatment and Class A reclaimed water that meets or exceeds criteria for Federal, State and Water Reuse Permits Objective: Production and distrubution of Class A reclaimed water that is safe for its intended use Type of Measure: Outcome Tool: Laboratory testing Frequency: Daily, monthly, quarterly and annually Scoring: 1-2 = 90% 3-5 = 75% ≥6 = 50% Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Number of regulatory permit violations (within 5* 0 0 0 plant design) issued by ADEQ Number of regulatory permit violations (beyond 0 0 0 0 plant capabilities) issued by ADEQ Number of permit exceedances (non-violation N/A 0 0 0 level)** *Most violations are from recurring issues the facility has been working on identifying within an existing ADEQ Consent Order. ** Permit violations come from ADEQ, while permit exceedances are time that the facility fails to meet its permit limits and are not violations. Priority: Council - Repair, Replace, Maintain Infrastructure (streets & utilities) Goal: Exceed the expectations of our customers Objective: Continue to provide services that meet or exceed all Federal, State and City requirements Type of Measure: Input Tool: Flow measurements Frequency: Daily Scoring: 50-65% of capacity = 100%; 65-75% of capacity = 90%; >75% of capacity = 75-50% Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Gallons of wastewater treated (billions) 1.30  1.32 1.34 1.36 Gallons of septage treated (millions) 2.96  2.66 3.00 3.00 Gallons of reclaim water sold (millions) 280  282 284 286 Gallons of grease treated (thousands) 703  614 700 700 Gallons of mud sludge (thousands) 34  61 65 65 Dry metric tons of solids/sludge injected 911  824 950 950 Annual Financial Plan Page 371 City of Flagstaff UTILITIES SECTION: SECTION 311 WASTEWATER TREATMENT PLANT - WILDCAT 311 - WASTEWATER TREATMENT - WILDCAT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2014-2015 $ 617,972 985,292 482,303 59,773 $ 2,145,341 Adopted Budget 2015-2016 $ 644,534 916,200 423,692 815,308 $ 2,799,734 Estimated Expenditures 2015-2016 $ 644,534 916,200 423,692 438,559 $ 2,422,985 Proposed Budget 2016-2017 $ 668,843 1,041,600 445,492 628,749 $ 2,784,684 Budget-Budget Variance $ 24,309 125,400 21,800 (186,559) $ (15,050) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Plant Operations Plant Maintenance Septage Collection WH Rio Maintenance Solids Handling Reclaim Services TOTAL $ 131,323 1,238,688 460,467 9,485 7,865 293,936 3,576 2,145,341 $ 641,107 1,180,972 501,017 650 1,700 474,288 2,799,734 $ 264,358 1,180,972 501,017 650 1,700 474,288 2,422,985 $ 749,415 1,278,547 406,129 27,650 1,700 303,243 18,000 2,784,684 $ $ 2,784,684 2,784,684 $ 108,308 97,575 (94,888) 27,000 (171,045) 18,000 (15,050) SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Wastewater Treatment - Wildcat operating budget has increased by 9%. There are capital expenditures of $628,749, resulting in an overall net decrease of 1%. The Personnel Services increase of 4% is due to a market pay increase as well as an increase in medical and dental insurance. Contractuals increases of 14% are due to increases in utilities and maintenance. Commodities increases of 5% are due to increases in computer software, supplies, and machinery and equipment parts. There is major capital (> $10,000) for gas conveyance system and co-gen improvements ($376,749), a chlorinator and sulfanator ($17,000), building improvements ($10,000), and a gravity belt thickener ($225,000). Annual Financial Plan Page 372 City of Flagstaff UTILITIES SECTION 312 WASTEWATER TREATMENT PLANT - RIO DE FLAG MISSION The mission of the Utilities Division is to professionally and cost effectively provide water, stormwater, reclaimed 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 and 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. PROGRAM DESCRIPTION The Rio de Flag Water Reclamation Facility processes wastewater flow from the western half of the city and treats reclaimed water for a variety of non-potable uses. Landscape irrigation is the principal use of reclaimed water but it is also used for non-potable commercial and industrial uses. Excess reclaimed water is released to the Rio de Flag wash for riparian enhancement and groundwater augmentation. This semi-automated treatment facility uses advanced technology to produce reclaimed water that is rated as Class A+ by the state of Arizona. The program monitors product water quality as well as 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 16 ACCOMPLISHMENTS         Staff switched treatment trains taking train one off line, while placing train two online Installation of security system both inside and outside of the facility with video surveillance and installed electronic door locks Began engineering design for the upgrade of the UV disinfection system Installed new flow meters on the main influent pipe Began the process of upgrading the facility controls in accordance with the new SCADA Master Plan Completed a facility assessment covering the process equipment, electrical controls and on-site infrastructure Started a comprehensive Preventive Maintenance program Replaced VFD’s on Reclaimed Pumps 1 and 2 FY 17 NEW INITIATIVES AND GOALS          Upgrade of the UV disinfection system Installation of an automated chlorination system at Buffalo Park tank Install new flow meters on the main influent pipe and the main reclaimed water line Complete a facility assessment covering the process equipment, electrical controls and on-site infrastructure Install Headworks Security Upgrades Replace a minimum of one Influent Pump VFD Replace the VFD for Reclaim Pump 3 at Rio WRP Continue the process of upgrading the facility controls in accordance with the new SCADA Master Plan Implement and begin data entry into the new CMMS System Annual Financial Plan Page 373 City of Flagstaff UTILITIES SECTION 312 WASTEWATER TREATMENT PLANT - RIO DE FLAG PERFORMANCE MEASURES Priority: Council - Repair, Replace, Maintain Infrastructure (streets and utilities) Goal: Provide wastewater treatment that meets or exceeds criteria for Federal, State and Water Reuse Permits Objective: Production and distribution of reclaimed water that is safe for its intended use Type of Measure: Outcome Tool: Laboratory analysis Frequency: Daily, weekly, monthly, quarterly, annually Scoring: 1-2 = 90%; 3-5 = 75%; ≥6 = 50% Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Actual Estimated Number of permit violations issued by ADEQ 9 0 0 0 *Violations contained within ADEQ consent order were not due to water quality, they were due to out of compliance with permit reporting requirements ** Permit Violations come from ADEQ, while permit exceedances are time that the facility fails to meet its own internal permit limits goals and are not violations Priority: Council - Repair, Replace, Maintain Infrastructure (streets and utilities) Goal: Ensure the availability of reclaimed water to our customers Objective: Promote the use of reclaimed water where appropriate, there by off-setting the demands for potable water Type of Measure: Program outcome Tool: Plant Flow Reports Frequency: Monthly Scoring: 50-65% of capacity = 100%; 65-75% of capacity = 90%; >75% of capacity =75-50% Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Wastewater treated (million gallons) 703 700 730 750 Reclaimed water delivered (million gallons) 294 360 360 380 Priority: Management - Effective Governance Goal: Maintain operations maintenance programs within their projected amounts Objective: Control our costs while maintaining service levels at existing levels Type of Measure: Program outcome Tool: Financial reports Frequency: Monthly Scoring: < $1.20 = 100%; $1.20 - $1.40 = 90%; >$1.40 = 75-50% Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Cost/thousand gallons of reclaimed water $1.28 $1.36 $1.41 $1.50 treated Note: Cost to treat does not include wastewater collection, industrial waste, regulatory compliance or administrative overhead Annual Financial Plan Page 374 City of Flagstaff UTILITIES SECTION 312 WASTEWATER TREATMENT PLANT - RIO DE FLAG Priority: Council - Repair, Replace, Maintain Infrastructure (streets and utilities) Goal: Provide a good quality of life for our customers, neighbors and employees Objective: Reduce the number of complaints and injuries Type of Measure: Outcome Tool: Reports received from customers Frequency: Daily Scoring: 1-2 = 90%; 3-5 = 75%; ≥6 = 50% Trend:  CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Number of complaints (odors, etc.) 0 0 0 Number of on the job lost time 0 0 0 accidents/injuries SECTION: CY 17 Proposed 0 0 312 - WASTEWATER TREATMENT - RIO PLANT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2014-2015 $ 350,792 389,786 153,766 76,455 $ 970,800 Adopted Budget 2015-2016 $ 287,852 394,877 71,692 140,000 $ 894,421 Estimated Expenditures 2015-2016 $ 287,852 394,877 71,692 80,000 $ 834,421 Proposed Budget 2016-2017 $ 265,142 397,677 96,692 310,000 $ 1,069,511 Budget-Budget Variance $ (22,710) 2,800 25,000 170,000 $ 175,090 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Plant Operations Plant Maintenance Reclaim Services TOTAL $ 95,332 590,843 188,269 96,356 970,800 $ 102,167 557,194 235,060 894,421 $ 102,167 557,194 175,060 834,421 $ 105,840 583,065 305,606 75,000 1,069,511 $ $ 1,069,511 1,069,511 $ 3,673 25,871 70,546 75,000 175,090 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Wastewater Treatment – Rio Plant operating budget has increased by 1%. The Personnel Services decrease of 8% is due to reallocating staff time between sections and offset by increases for a market pay increase as well as an increase in medical and dental insurance. Contractuals increases of 1% are due to one-time costs for operator certifications. Commodities increases of 35% are due to one-time costs for replacement parts for the UV system. Capital expenditures increased 121%. Major capital (> $10,000) includes influent check valves ($90,000), influent pumps and variable frequency drives ($130,000), and building improvements ($90,000). Annual Financial Plan Page 375 City of Flagstaff UTILITIES SECTION 313 WASTEWATER COLLECTION MISSION The mission of the Utilities Division is to professionally and cost effectively provide water, stormwater, reclaimed 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 and 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. PROGRAM DESCRIPTION The Wastewater Collections system staff safely and efficiently operate, maintain and repair all wastewater collection and reclaimed distribution mains and manholes. Eliminating or reducing health hazards, system failures, customer complaints and property damage throughout our community. FY 16 ACCOMPLISHMENTS            Crews have assisted all plants several times sucking out mud, grease and debris Assisted the Water Distribution Section with broken lines, as needed with the combination vacuum/jet trucks Crew assisted Public Works Division and Stormwater Section cleaning out stormwater catch basins Crews participated in two walk-throughs for the city paving overlays Crews assisted Wildcat Hill WRP cleaning tanks as part of an emergency repair at the Headworks Building Cleared soils lab and made a Water Services warehouse to stock critical parts Repaired nine mains, six service saddles and conducted five walk through inspections Assisted various divisions within the City of Flagstaff Emergency repair of 21” trunk line at the Trax development site Crews cleaned up two major spills at the golf course and city park that occurred with surcharged interceptor Crews assisted the state highway department with a drainage repair on Route 66 FY 17 NEW INITIATIVES AND GOALS        Stay within budget and keep the same level of service Reduce the number of blockages in the main lines Reschedule cutting and cleaning procedures to compensate for changes that are discovered in order to eliminate blockages Install additional new fiberglass manholes within our system for testing purposes Convert the Sewer Inspection (TV) Van and upgrade the Pipe Logix software with an external computer hard drive Assist other sections within Utilities as needed Establish a manhole maintenance program Annual Financial Plan Page 376 City of Flagstaff UTILITIES SECTION 313 WASTEWATER COLLECTION PERFORMANCE MEASURES Priority: Management - Customer Service Goal: Exceed Customers sewer service expectation Objective: Reduce the number of sanitary sewer system backups through proper maintenance and inspection procedures Type of Measure: Outcome Tool: CMMS maintenance tracking system Frequency: Monthly, quarterly and annually Scoring: Low / Blockages per quarter 5-7-9 (low to high); Claims 10,000, 15,000, 20,000 (low to high) Trend: below CY14 CY 15 CY 16 CY 17 Measures: Actual Actual Proposed Proposed Number of main line blockages 12 10 10 10 Miles of sewer jetted (cleaned) 212 204 220 220 Percent of sewer collection system cleaned 78% 74% 80% 80% Miles of sewer inspected (TV) 24 19 25 25 Complaints 6 7 6 0 Compliments 1 0 0 5 Complaints per 1000 customers 0.32 0.37 0.32 0.00 Priority: Management - Effective Governance Goal: Reduce accidents and maintain high safety standards Objective: To communicate the importance of safety and loss control through our safety program Type of Measure: Outcome Tool: Risk Management tracking of recordable incidents Frequency: Daily, monthly, quarterly and annually Scoring: High/above average injuries this year (1, 2, 3) low to high Trend:  FY14 FY15 FY 16 Measures: Actual Actual Estimate Number of accidents resulting in injury 0 3 0 Number of lost time accidents 0 1 0 Safety training (hours/person) 8 12 20 Annual Financial Plan Page 377 FY 17 Proposed 0 0 20 City of Flagstaff UTILITIES SECTION: SECTION 313 WASTEWATER COLLECTION 313 - WASTEWATER COLLECTION EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2014-2015 $ 687,510 75,480 216,690 44,510 $ 1,024,190 Adopted Budget 2015-2016 $ 702,390 344,180 211,639 200,000 $ 1,458,209 Estimated Expenditures 2015-2016 $ 702,390 227,180 211,639 145,587 $ 1,286,796 Proposed Budget 2016-2017 $ 662,443 335,180 222,639 54,413 $ 1,274,675 Budget-Budget Variance $ (39,947) (9,000) 11,000 (145,587) $ (183,534) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Service Connections Preventive Maintenance TV Inspect and Hydro Clean Corrective Maintenance Reclaimed Waterline TOTAL $ 236,383 62,597 390,712 182,493 134,493 17,512 1,024,190 $ 384,092 52,298 369,977 174,351 477,491 1,458,209 $ 329,679 52,298 369,977 174,351 360,491 1,286,796 $ 312,546 49,631 350,547 167,803 394,148 1,274,675 $ $ 1,274,675 1,274,675 $ (71,546) (2,667) (19,430) (6,548) (83,343) (183,534) SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Wastewater Collection operating budget has decreased by 3%. The Personnel Services decrease of 6% is due to reallocating staff time between sections and offset by increases for a market pay increase as well as an increase in medical and dental insurance. Contractuals decreases of 3% are due to one-time costs in the prior year. Commodities increases of 5%are due to increases in computer software. Major capital (> $10,000) decreased 73% and includes vehicle replacements ($54,413). Annual Financial Plan Page 378 City of Flagstaff UTILITIES SECTION: SECTION 321 RECLAIM WATER 321 - RECLAIM WATER EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2014-2015 $ $ - Adopted Budget 2015-2016 $ 176,232 93,600 80,672 $ 350,504 Estimated Expenditures 2015-2016 $ 176,232 93,600 80,672 $ 350,504 Proposed Budget 2016-2017 $ 167,492 128,600 80,672 30,000 $ 406,764 Budget-Budget Variance $ (8,740) 35,000 30,000 $ 56,260 $ $ $ $ $ EXPENDITURES BY PROGRAM: Reclaimed Distribution Reclaimed Production-Wildcat Reclaimed Production-Rio Reclaimed Storage-Buffalo Park TOTAL $ - $ 18,028 142,132 189,344 1,000 350,504 $ 18,028 142,132 189,344 1,000 350,504 $ 17,579 143,534 244,651 1,000 406,764 $ $ 406,764 406,764 $ (449) 1,402 55,307 56,260 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Reclaimed Water operating budget has increased by 7%. There are capital expenditures (total $30,000), resulting in an overall net increase of 16%. The Personnel Services decrease of 5% is due to reallocating staff time between sections and offset by increases for a market pay increase as well as an increase in medical and dental insurance. Contractuals increases of 37% are due to increases in maintenance costs. There is no change in budgeted commodities for this section. There is major capital (> $10,000) for a variable frequency drive for a reclaim pump ($30,000). Annual Financial Plan Page 379 City of Flagstaff UTILITIES SECTION 331 STORMWATER MISSION The mission of the Utilities Division is to professionally and cost effectively provide water, stormwater, reclaimed 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 and 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. PROGRAM DESCRIPTION The Stormwater Section includes: administration, utility management, engineering/hydrology technical support, master planning, data collection, field inspection and plan review components. FY 16 ACCOMPLISHMENTS         Constructed five points drainage project Completed Frances Short Pond Maintenance Project Finished designs for Country Club/Sunridge Drainage Improvement Projects Completed two Stormwater Section public outreach events Completed structural evaluation of Rio de Flag culvert at Phoenix Avenue Completed design for erosion control and flood improvement project for Fanning Drive Wash Improved flood warning network data accuracy, presentation and accessibility to the public Completed Phase 1 of a FEMA Cooperating Technical Partner Agreement $200,000 grant award for creating a new MIKE SHE hydrologic model for measuring burned watershed flooding impacts FY 17 NEW INITIATIVES AND GOALS       Construct $325,000 worth of capital drainage improvement projects (including: Country Club/Sunridge Drainage Project) Complete design and start construction of Fanning Wash Drainage Improvements Budgeted at $250,000 Complete Phase 2 of a FEMA Cooperating Technical Partner Agreement $200,000 grant award for evaluating Big Fill Lake, Route 66 embankment, water quality improvement measures at the Bottomless Pits, improvements for stormwater development controls, revisions for the Multi-Hazard Mitigation Plan and Rio de Flag watercourse floodplain function Expand flood warning network Deliver flood control/green street/LID projects with Community Design and Redevelopment program Draft scope for Phase III Rio de Flag/Picture Canyon Annual Financial Plan Page 380 City of Flagstaff UTILITIES SECTION 331 STORMWATER PERFORMANCE MEASURES Priority: Management - Effective Governance Goal: Personnel safety: no accidents, injuries or job related illnesses; utilize safety training Objective: Safe vehicle operating and equipment handling with no injuries or work related sick days Type of Measure: Risk Management reports, communication and feedback, injury reports; employee health and safety Tool: Verbal, e-mail, phone contact; on-going safety training Frequency: Annual employee training Scoring: 100% - Section participation Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Accidents resulting in injury 0 0 0 0 Non-injury accidents 0 0 0 0 Related lost work days 0 0 0 0 Job related sick time 0 0 0 0 Safety training (hours/person) 4 4 4 4 Priority: Management - Resiliency and Preparedness Efforts and Customer Service Goal: Respond to all drainage complaints within 24 hours of receiving complaint; notify customer when a solution has been determined – usually within two weeks; minimize flood damages and maximize responsiveness to citizen need during periods of potential flood hazard Objective: Provide excellent internal and external customer service in response to any drainage issues or concerns that develop; provide timely responses to requests for information and assistance; monitor areas of known drainage issues and develop a strategy for implementing corrective measures when fiscally possible Type of Measure: Direct communication (phone, in person or e-mail) with effected customers Tool: Verbal, e-mail, phone contact; site visit, field inspection Frequency: As received Scoring: 100% - Follow through whether solution is possible or not Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimate Proposed Complaints received 20 30 30 30 Complaints resolved 14 25 30 30 No public infrastructure damages (100% = no 95% 100% 100% 100% damages; goal achieved) No damages/claims to private property (100% = 90% 100% 100% 100% no damages; goal achieved) Annual Financial Plan Page 381 City of Flagstaff UTILITIES SECTION 331 STORMWATER Priority: Management - Resiliency and Preparedness Efforts Goal: Drainage Channel Maintenance Program - coordinate and oversee internal projects performed by streets channel maintenance crew as well as routine infrastructure maintenance Objective: Monitor areas of known drainage issues and develop a strategy for implementing corrective measures where fiscally possible Type of Measure: Direct communication (phone, in person or e-mail) with streets supervisor and/or effected customers Tool: Field verification Frequency: As drainage issues are received and resolved Scoring: 100% - follow through whether solution is possible or not Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Actual Estimated Proposed Annual miles of channels cleaned 6 6 6 6 Catch basins and culverts cleaned 100% 100% 100% 100% Inventory cleaned 75% 75% 75% 75% SECTION: 331 - STORMWATER EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2014-2015 $ 421,086 50,052 8,425 25,000 $ 504,564 Adopted Budget 2015-2016 $ 441,452 362,666 47,379 $ 851,497 Estimated Expenditures 2015-2016 $ 441,452 196,723 20,379 $ 658,554 Proposed Budget 2016-2017 $ 518,893 249,304 43,909 12,745 $ 824,851 Budget-Budget Variance $ 77,441 (113,362) (3,470) 12,745 $ (26,646) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Engineering and Master Planning Operations Rio de Flag Restoration FEMA Flood Hazard Mitigation Studies Frances Short Pond - AZ Game & Fish Grant TOTAL $ 233,837 26 245,701 25,000 504,564 $ 206,527 128,990 290,980 25,000 200,000 851,497 $ 206,527 53,047 278,980 120,000 658,554 $ 226,025 75,943 408,923 80,000 33,960 824,851 $ $ 824,851 824,851 $ 19,498 (53,047) 117,943 (25,000) (120,000) 33,960 (26,646) SOURCE OF FUNDING: STORMWATER FUND COMMENTARY: The Stormwater operating budget has decreased by 5%. There are capital expenditures of $12,745. The Personnel Services increase of 18% is due to a market pay increase as well as an increase in medical and dental insurance, net of the addition of a 1.0 FTE Project Manager. Contractuals decreases of 31% are due to decreased consultant fees and a FEMA grant in the prior year. Commodities decreases of 7% are due to one-time costs in the prior year. There is major capital (> $10,000) for an aeration system at Frances Short Pond ($12,745) which is funded with a grant from Arizona Game and Fish Department. Annual Financial Plan Page 382 City of Flagstaff NON-DEPARTMENTAL MISSION 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 mission of the Council and Commission Section of the City of Flagstaff is to enhance the quality of life of its citizens while supporting the values of the community. The Contributions to Other Agencies Section 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 Section 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 mission of NAIPTA is to create the finest transportation experience by making our services an excellent choice for communities of Northern Arizona. Annual Financial Plan Page 383 City of Flagstaff NON DEPARTMENTAL SECTION 401 COUNCIL AND COMMISSIONS MISSION The mission of the City of Flagstaff is to enhance the quality of life of its citizens while supporting the values of the 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 needs, 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. SECTION: 401 - COUNCIL AND COMMISSIONS EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2014-2015 $ 310,265 65,502 4,638 $ 380,405 Adopted Budget 2015-2016 $ 309,582 37,910 3,245 $ 350,737 Estimated Expenditures 2015-2016 $ 309,582 37,910 3,245 $ 350,737 Proposed Budget 2016-2017 $ 315,886 38,310 9,245 32,500 $ 395,941 Budget-Budget Variance $ 6,304 400 6,000 32,500 $ 45,204 $ $ $ $ $ $ $ $ 395,941 395,941 $ $ $ 278,750 11,094 10,863 2,386 42,477 5,704 4,517 30,249 9,901 395,941 EXPENDITURES BY PROGRAM: General Administration TOTAL 380,405 380,405 350,737 350,737 350,737 350,737 45,204 45,204 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND SOLID WASTE FUND SEMS FUND $ COMMENTARY: The Council and Commissions operating budget has increased by 4%. There are capital expenditures (total $32,500), resulting in an overall net increase. The Personnel Services increase of 2% is due to increases for a market pay increase as well as an increase in medical and dental insurance. Contractuals increases of 1% are due to increased costs for utilities. Commodities increases of 185% are due to onetime costs for office supplies. There is major capital (> $10,000) for a new vehicle ($32,500). Annual Financial Plan Page 384 City of Flagstaff NON-DEPARTMENTAL SECTION 402 NON-DEPARTMENTAL PROGRAM DESCRIPTION This division accounts for all expenditures that are not specifically allocable to individual divisions or programs, such as property and liability insurance, unemployment insurance, audit fees and capital equipment that benefit various departments (e.g. mainframe computer). Costs of this division are allocated to the respective departments based on a cost-allocation formulation. SECTION: 402 - NON-DEPARTMENTAL EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2014-2015 $ 9,753 2,593,963 25,721 167,274 $ 2,796,711 Adopted Budget 2015-2016 $ (300,000) 3,102,123 1,448 50,000 $ 2,853,571 Estimated Expenditures 2015-2016 $ (300,000) 1,722,278 (118,352) 25,000 $ 1,328,926 Proposed Budget 2016-2017 $ (300,000) 4,426,517 32,300 280,000 $ 4,438,817 Budget-Budget Variance $ 1,324,394 30,852 230,000 $ 1,585,246 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Service Partner Agencies Employee Benefits Insurance Consultants Copy Center Redevelopment TOTAL $ 790,229 929,195 66,293 689,492 149,824 44,640 127,039 2,796,711 $ 264,522 937,132 72,500 665,192 593,740 94,448 226,037 2,853,571 $ 129,522 917,132 57,500 130,384 119,740 (25,352) 1,328,926 $ 673,608 1,115,132 78,500 1,600,000 625,740 119,800 226,037 4,438,817 $ 409,086 178,000 6,000 934,808 32,000 25,352 1,585,246 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND SOLID WASTE FUND SEMS FUND $ $ 3,687,081 73,775 110,914 10,455 295,299 8,972 47,339 190,260 14,722 4,438,817 COMMENTARY: The Non-Departmental operating budget has increased 48%. There are capital expenditures totaling $280,000 resulting in an overall net increase of 56%. Personnel Services is flat. Contractual increase is related to one-time authorizations for service partner contracts for FACTS, Boys & Girl Club, NACASA and Humane Society, settlement claims payments, John Wesley Powell transportation study, pension actuarial and policy development, customer service team funding, tuition reimbursements, and ADOR fee for sales tax programming along with carryover of several items. Commodities increase is mainly due to a one-time funding for copy center reserve to replace equipment as needed. Capital items (> $10,000) in this section include Metal Detectors, Humphrey right of way and ADA ramp construction and Quadrant Remodel. Annual Financial Plan Page 385 City of Flagstaff NON-DEPARTMENTAL SECTION 404 NAIPTA MISSION Getting you where you want to go. Our Vision: To create the finest transportation experience, making NAIPTA services an excellent choice for Northern Arizona communities. PROGRAM DESCRIPTION The Transit section collects the portion of the transportation tax that is designated for transit activities. Northern Arizona Intergovernmental Public Transportation Authority (NAIPTA) administers the Transit program per the Intergovernmental Agreement (IGA) between the City and NAIPTA. FY 16 ACCOMPLISHMENTS          Applied for $2.5 million in competitive federal funding for transit capital Obtained additional $947,160 thousand for operating and capital by performing at levels competitive with agencies serving over 200,000 people, “Small Transit Intensive City” benchmarks Implemented service changes to Route 2 to increase frequency to a bus every 20 minutes Implemented deviations on Routes 2 and 3 to service schools along these routes Introduced supplemental service on Routes 5 and 10 (Mountain Link) to meet ridership demands during peak times Extended evening service on Routes 2, 3 and 66 to end service on east side of town Purchased two 35 Foot hybrid electric diesel buses in preparation FY 2017 service expansion Completed Alternatives Analysis of Route 66 and Kaspar Drive intersection Completed Locally Preferred Alternative and Analysis for Bus Rapid Transit service, including identification of route and potential stops Mountain Line Fixed Route  Projected to increase ridership by 8% from 1.88 M to 2.02 M  Projected to decrease cost per boarding by 5% to $2.75 and cost per hour by 8% to $80.37 through increased efficiencies  Completed planning and design for ADA Bus Stop Mobility Improvement project, including a design of a new compact shelter Mountain Lift Para-Transit  Continued to promote use of Taxi Voucher service to provide a less costly options to riders  Improved trips per service hour by 7%, reaching 2.5 trip per hour  Maintained on-time performance of 99% without sacrificing trips or service FY 17 NEW INITIATIVES AND GOALS       Modify existing services to improve connections for riders Improve weekend service with 20 minute frequency on Route 2, later service for Routes 2 and 10 and reinstate Route 5 weekend service Add 5th bus to Route 10 to improve frequency and respond to demand for service Obtain additional funding from federal transit administration and other sources Complete feasibility study for improving or relocating the Downtown Connection Center Remodel main office to improve use of office space and improve heating/cooling to reduce energy consumption Annual Financial Plan Page 386 City of Flagstaff NON-DEPARTMENTAL     SECTION 404 NAIPTA Refurbish Mountain Line shelters to improve existing condition and create longer life expectancy from the structures Construct Mobility Enhancements to improve connectivity of sidewalks and shelters along the transit routes Complete environmental review and project engineering for Bus Rapid Transit service, including application for federal approval of project and funding Perform Education and Information Campaign to inform community about benefits of public transit and support City effort to gain renewal of existing transit tax in the fall of 2016 PERFORMANCE MEASURES Priority: Regional Plan (2030) – Transportation, Transit (Goal T.7) Goal: Provide a high-quality, safe, convenient, accessible public transportation system, to serve as an attractive alternative to single-occupant vehicles where feasible Objective: 2.5% increase of riders using existing services and routes Type of Measure: Program efficiency Tool: Calculation of data, real-time tracking system Frequency: Quarterly Scoring: 90% progressing Trend:  FY 14 FY 15 FY 16 FY 17 Measures: Actual Actual Estimated Proposed Total ridership 1,837,140 1,881,212 2,022,766 2,053,107 Passengers per hour 30.70 29.59 29.18 27.21 On-time performance 87% 92% 92% 95% Priority: Regional Plan (2030) – Transportation, Safe and Efficient Multimodal Transportation (Goal T.2) Goal: Improve transportation safety and efficiency for all modes Objective: Identify efficiencies to maintain and control costs Type of Measure: Program efficiency Tool: Calculation of data Frequency: Monthly Scoring: 75-90% average Trend:  FY 14 FY 15 FY 16 FY 17 Measures: Actual Actual Estimated Proposed Cost per hour $91.09 $86.91 $80.37 $80.78 Administrative cost ratio 19.0% 18.1% 17.4% 16.5% Priority: Regional Plan (2030) – Transportation, Safe and Efficient Multimodal Transportation (Goal T.2) Goal: Improve transportation safety and efficiency for all modes Objective: Identify efficiencies to maintain and control costs Type of Measure: Program efficiency Tool: Calculation of data Frequency: Monthly Scoring: 75-90% average Trend:  FY 14 FY 15 FY 16 FY 17 Measures: Actual Actual Estimated Proposed Cost per passenger $2.97 $2.94 $2.71 $2.98 Farebox return 24.4% 23.7% 23.7% 21.5% Annual Financial Plan Page 387 City of Flagstaff NON-DEPARTMENTAL SECTION 404 NAIPTA Priority: Regional Plan (2030) – Transportation, Mobility and Access (Goal T.1) Goal: Improve mobility and access throughout the region Objective: Implementation of service increases as approved by voting public and consistent with community needs Type of Measure: Output Tool: Calculation of data Frequency: Quarterly/Annually Scoring: 90% progressing Trend:  FY 14 FY 15 FY 16 FY 17 Measures: Actual Actual Estimated Proposed Service hours Revenue miles 59,850 745,044 63,577 811,355 69,328 884,748 75,442 955,528 Priority: Regional Plan (2030) – Transportation, Mobility and Access (Goal T.1) Goal: Improve mobility and access throughout the region Objective: 1) Install previously developed shelters at locations along routes to provide amenities like shade, shelter, and resting areas at bus stops; 2) Improve Mobility Access by connecting sidewalks at or near stops along routes; 3) Refurbish older shelters that are degrading and extend useful life Type of Measure: Outcome Tool: Schedule for construction, calculation of data Frequency: Semi-annual Scoring: 90% progressing Trend:  FY 14 FY 15 FY 16 FY 17 Measures: Actual Actual Estimated Proposed Identify sites and implement passenger shelter 99 163 178 227 and amenities (total sites) SECTION: 404 - TRANSIT EXPENDITURES BY CATEGORY: Contractuals TOTAL Actual Expenditures 2014-2015 $ 4,689,657 $ 4,689,657 Adopted Budget 2015-2016 $ 4,923,441 $ 4,923,441 Estimated Expenditures 2015-2016 $ 4,525,733 $ 4,525,733 Proposed Budget 2016-2017 $ 6,234,985 $ 6,234,985 Budget-Budget Variance $ 1,311,544 $ 1,311,544 $ $ $ $ $ $ $ $ 6,234,985 6,234,985 $ $ $ $ 6,234,985 6,234,985 EXPENDITURES BY PROGRAM: Transit Contribution TOTAL 4,689,657 4,689,657 4,923,441 4,923,441 4,525,733 4,525,733 1,311,544 1,311,544 SOURCE OF FUNDING: TRANSPORTATION FUND COMMENTARY: The Transit FY2017 budget has increased 27% over the prior year budget. The City contracts with NAIPTA to run the Transit System. We contribute monthly based on the budget appropriated by the NAIPTA Board and the City Council. Annual Financial Plan Page 388 City of Flagstaff CAPITAL IMPROVEMENTS CAPITAL IMPROVEMENT PROGRAM The Capital Improvement Program (CIP) for FY 2017 represents a $109 million investment of public funds in infrastructure and public facilities. The project mix has changed from prior years to 58.9% of the funding being provided on the pay-as-you-go basis versus 64.9% in FY 2016. The major projects in this year’s budget include the Flagstaff Watershed Protection Project, West/Arrowhead Improvements, BNSF Walnut – Florence FUTS Underpass, Court Facility and the Core Services Maintenance Facility. This year’s capital improvement program is funded 36.2% through debt financing including the FUTS/Open Space, Parks/Recreation land acquisitions and the Flagstaff Watershed Protection Project. The grant funding of 4.8% is primarily for Airport, FUTS and SEMS projects. In May 2004 voters approved ten bond projects totaling $155.2 million. These projects were phased in over a 10year period and budgeted on a cash flow basis. Only the FUTS and Open Space projects have funding capacity remaining from this bond issue. In November 2012 voters approved two bond projects totaling $24.0 million. These projects are the Core Services Maintenance Facility and the Watershed Protection Project. These projects will be phased in over a 6year period and budgeted on a cash flow basis. In November 2014 voters approved the Road Repair and Street Safety Initiative bond project totaling $20 million. These projects are designated exclusively as street improvements and the ongoing preservation of street condition inside the City limits, including the costs of related improvements. Expenditure totals may be shown as inflated or non-inflated costs depending on whether the scope of work or funding amount is the determining factor. 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 as part of the Annual Budget and Financial Plan. General Government Streets/ Transportation FUTS BBB Water Wastewater/ Reclaimed Water Airport Solid Waste Stormwater Utility 40.3% 25.7% 3.5% 5.3% 8.2% 7.0% 4.4% 2.4% 3.2% 100.0% $ $ 44,009,634 28,028,033 3,797,713 5,816,477 8,906,247 7,600,640 4,767,453 2,594,998 3,450,775 108,971,970 Pay-As-You-Go Debt Grants General Government 44.4% Streets/ Transportation 25.8% Stormwater Utility 3.2% Annual Financial Plan Wastewater/ Reclaimed Water 7.0% $ 64,215,497 39,461,124 5,295,349 108,971,970 Pay-As-YouGo 59.0% FUTS 3.5% Airport 4.4% $ SOURCES OF FUNDING PROGRAM CATEGORIES Solid Waste 2.4% 58.9% 36.2% 4.8% 100.0% Water 8.2% BBB 5.3% Debt 36.2% Grants 4.8% Page 389 City of Flagstaff FINANCING THE CAPITAL PLAN The major sources of financing capital improvements in the upcoming fiscal year include: Operating Funds Debt Financing Grants 58.9% 36.2% 4.8% The rating agencies (Standard and Poor’s and Moody Investors, Inc.) view 15% from operating funds as highly favorable. The City currently is financing 58.9% of its CIP out of operating funds. However, because of large funding requirements, debt financing still continues to be a 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 (GO) 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 GO bonds up to 20% of the secondary assessed valuation for projects involving water, sewer, artificial lighting, parks, open space, recreational facilities, public safety, law enforcement, fire and emergency services and street and transportation facilities. For all other general-purpose improvements, the City may issue up to 6% of its secondary assessed valuation. On July 1, 2016, the City has $45.2 million outstanding at the 20% debt margin, $91.8 million in available capacity at the 20% debt margin and $41.1 million in available capacity at the 6% debt margin. HIGHWAY USER REVENUE (HURF) BOND The State distributes a share of the motor vehicle fuel tax to cities based partially on population (50% of allocation) and partially on jurisdiction of origin. This special revenue source can only be used for maintenance or construction of streets and highways. Special revenue bonds can be issued for construction of street projects, with the gas tax revenues pledged as a source of debt repayment. The annual total debt service, both principal and interest, cannot exceed 50% of the HURF distribution received for the most recent twelve month period by the City. JUNIOR LIEN BONDS PAYABLE FROM HIGHWAY USER TAX REVENUES In order for the City to issue junior lien bonds, the City must have received Highway Users Tax Revenues in the twelve months preceding the issuance of the bonds in an amount equal to 1.5 times the highest annual debt service requirements (principal and interest) on all HURF bonds outstanding. Additionally, if coverage is not at least two times the highest debt service requirements, then the proposed bonds must bear a rating at the time of the issuance of “A” or better by one of the nationally recognized rating agencies. The City may issue any combination of junior and senior lien bonds as long as the coverage requirements are satisfied. Approximately $60.33 million in capacity is currently available in junior lien bonds or as senior lien bonds. WATER AND SEWER REVENUE BONDS In addition to water/sewer GO 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. On July 1, 2016, $1.4 million, $2.9 million and $29.9 million is outstanding for GO, Revenue, and loans payable, respectively. Annual Financial Plan Page 390 City of Flagstaff SPECIAL IMPROVEMENT/ASSESSMENT DISTRICTS Special improvements/assessments are a means of financing services or capital improvements that benefit specific property owners more than the general public. Majority consent must be obtained from the property owners within the designated geographic assessment district. The property owners are then levied a supplemental property tax assessment for their share of the costs of the improvements. The City issued $19.1 million of Aspen Special Improvement Debt related to Sawmill, as of July 1, 2016, $2.2 million is outstanding. REVENUE BONDS The City received voter authorization to issue $61.2 million in bonds for the construction of a business incubator and USGS office/lab building. The City issued $3.4 million in FY 2010, and $2.7 million is still outstanding. In 2012, the City finalized a partial advance refunding of its 2004 MFC Bonds, related to the Fourth Street Overpass. The City issued $12.5 million in pledged Revenue Bonds in FY 2012, with $10.0 million outstanding. 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. The City will be issuing Certificates of Participation to fund the local economic stimulus package which includes the Street Overlay Program. The City issued $4.9 million in FY 2010 and $2.2 million is still outstanding as of June 30, 2016. 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). The lease terms are generally structured such that the rental payments are sufficient to meet debt service costs as well as any administrative expenses. Usually a reserve fund is set-aside at inception as security to obtain a competitive interest rate. Typically, lease financing is used for acquisition of major capital equipment, e.g., computer systems, fire apparatus, which are very expensive and have a useful life greater than five years but typically are not expected to have a useful life as long as the terms of bonds issued. GRANTS Grants are contributions of cash or other assets from another governmental entity to be used or expended for a specified purpose, activity or facility. Grants can be either capital grants or operating grants. Capital grants are for the acquisition or construction of fixed assets and usually require some local effort match. All other grants are considered operating grants. Grants have specific compliance requirements including prescribing the activities allowed and not allowed, eligibility requirements, matching level of effort or earmarking requirements, reporting requirements and special provisions to be taken into consideration. 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. Annual Financial Plan Page 391 City of Flagstaff 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. 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. 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. Water Infrastructure Financing Authority (WIFA), the agency that issues bonds that are then lent to different governmental entities to finance projects manages Arizona’s fund. Projects are submitted to WIFA for review, and prioritization. Based on this compilation, projects are then eligible for funding. Another loan program available through the State is the Arizona State Transportation Board's Airport Revolving Loan Program. The loans are provided for airport-related construction projects not eligible for federal funding or under other programs and are designed to improve airport self-sufficiency. 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 58.9% of capital improvements on a pay as you go basis. Capital improvements that are considered ongoing improvements and maintenance required expenditures are built into the rate structure of the two enterprise funds (Utilities and Environmental Services). Additionally, the City has sinking reserve funds for landfill closure. UNFUNDED PROJECTS Projects that do not have a funding source are classified as unfunded City capital projects. These projects are evaluated annually as changes in funding occur and estimates are revised as well as changes in priorities for the City. SCHEDULES OF CAPITAL IMPROVEMENTS The following pages provide listings of the Capital Improvement projects. Annual Financial Plan Page 392 City of Flagstaff Jeep Trail (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 393 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2016-2017 GENERAL GOVERNMENT APPROPRIATIONS 1 2 3 4 5 6 7 8 SECT 014 152 421 422 422 424 425 426 PROJECT Microwave Network Facilities Improvements FUTS / Open Space Land Acquisition USGS Building Business Accelerator Core Services Maintenance Facility Watershed Protection Project Court Facility TOTAL GENERAL GOVERNMENT CARRYOVER FY 2016 $ 604,330 196,000 414,815 21,280,889 2,440,000 7,185,100 $ 32,121,134 BUDGET FY 2017 604,330 196,000 1,416,815 10,000,000 26,500 21,280,889 2,440,000 8,045,100 44,009,634 DEBT GRANTS 280,000 280,000 SOURCES OF FUNDING 1 2 3 5 6 7 8 9 SECT 014 152 421 422 422 424 425 426 PROJECT Microwave Network Facilities Improvements FUTS / Open Space Land Acquisition USGS Building Business Accelerator Core Services Maintenance Facility Watershed Protection Project Court Facility TOTAL GENERAL GOVERNMENT Annual Financial Plan $ $ Page 394 1,416,815 10,000,000 26,500 14,000,000 2,160,000 5,525,100 33,128,415 OTHER 604,330 196,000 7,280,889 2,520,000 10,601,219 TOTAL 604,330 196,000 1,416,815 10,000,000 26,500 21,280,889 2,440,000 8,045,100 44,009,634 City of Flagstaff Annual Financial Plan Page 395 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2016-2017 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 26 27 28 29 30 31 32 SECT 112 112 112 112 112 112 112 112 112 112 112 112 112 112 112 112 112 112 112 112 113 163 116 116 116 116 162 162 162 162 162 163 CARRYOVER FY 2016 $ 395,084 541,485 162,658 495,760 2,554,445 250,000 317,626 100,000 161,708 150,000 500,000 590,000 57,000 2,036,000 514,533 149,000 $ 8,975,299 PROJECT Bike/Pedestrian and Safety Improvement Brannen Homes Sidewalk Transportation Planning and Programming Reserve for Transportation Improvements Butler/Huntington Adaptive Signal Control Switzer/Turquoise Roundabout Industrial Drive - Huntington to Purina Beulah Boulevard/University Drive HSIP Program Soliere Avenue/Fanning Wash Crossing Franklin Safety Improvements Lockett Transportation Study Fourth Street Bridge/I-40 Design Fourth Street Safety Improvements Transportation Master Plan Lonetree Pedestrian Improvements Southside Curbs Clay Avenue Traffic Calming Beulah/University Contribution - Public Infrastructure Reserve for Development Contributions Fourth Street Improvements Pavement Maintenance Utility Replacements and Overlays Zuni Drive Lockett Road East Route 66 Reserve for Improvements Minor Transportation Improvements Sidewalk Replacement Program Street Improvement Program Sunnyside Business F 40 Overlay TOTAL STREETS AND TRANSPORTATION BUDGET FY 2017 125,000 395,084 90,000 184,700 908,850 292,658 800,920 2,567,645 75,000 250,000 437,626 100,000 350,000 161,708 250,000 150,000 300,000 350,000 150,000 100,000 2,275,000 3,000,000 4,062,309 2,340,000 1,782,000 700,000 50,000 50,000 15,000 4,182,000 1,383,533 149,000 28,028,033 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 SECT 112 112 112 112 112 112 112 112 112 112 112 112 112 112 112 112 112 112 112 112 113 163 116 116 116 116 162 162 162 162 162 163 PROJECT Bike/Pedestrian and Safety Improvement Brannen Homes Sidewalk Transportation Planning and Programming Reserve for Transportation Improvements Butler/Huntington Adaptive Signal Control Switzer/Turquoise Roundabout Industrial Drive - Huntington to Purina Beulah Boulevard/University Drive HSIP Program Soliere Avenue/Fanning Wash Crossing Franklin Safety Improvements Lockett Transportation Study Fourth Street Bridge/I-40 Design Fourth Street Safety Improvements Transportation Master Plan Lonetree Pedestrian Improvements Southside Curbs Clay Avenue Traffic Calming Beulah/University Contribution - Public Infrastructure Reserve for Development Contributions Fourth Street Improvements Pavement Maintenance Utility Replacements and Overlays Zuni Drive Lockett Road East Route 66 Reserve for Improvements Minor Transportation Improvements Sidewalk Replacement Program Street Improvement Program Sunnyside Business F 40 Overlay TOTAL STREETS AND TRANSPORTATION Annual Financial Plan HURF $ $ Page 396 50,000 50,000 15,000 4,182,000 1,383,533 149,000 5,829,533 TRANSPORTATION 125,000 395,084 90,000 184,700 908,850 292,658 800,920 2,567,645 75,000 250,000 437,626 100,000 350,000 161,708 250,000 150,000 300,000 350,000 150,000 100,000 2,275,000 1,884,309 12,198,500 DEBT 1,115,691 4,062,309 2,340,000 1,782,000 700,000 10,000,000 TOTAL 125,000 395,084 90,000 184,700 908,850 292,658 800,920 2,567,645 75,000 250,000 437,626 100,000 350,000 161,708 250,000 150,000 300,000 350,000 150,000 100,000 2,275,000 3,000,000 4,062,309 2,340,000 1,782,000 700,000 50,000 50,000 15,000 4,182,000 1,383,533 149,000 28,028,033 City of Flagstaff Annual Financial Plan Page 397 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2016-2017 FUTS APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 SECT 111 111 111 111 111 111 111 111 111 111 111 111 111 111 PROJECT Special Projects and Unprogrammed Work FUTS Signage Program Cedar Trail Country Club FUTS Trail Switzer Canyon Trail BNSF Walnut - Florence Underpass Florence - Walnut Underpass Mall Transfer Center Trail Realignment Fourth Street Trail Pine Knoll Trail Sheep Crossing Trail Lonetree Trail - Sawmill to Sinclair Wash Lonetree Trail - Sinclair Wash to Pine Knoll Drive Ponderosa Trail Rehabilitation TOTAL FUTS CARRYOVER FY 2016 $ 18,812 20,000 3,879 2,290,149 108,300 34,640 56,389 92,337 86,600 72,400 99,843 12,449 $ 2,895,798 BUDGET FY 2017 50,000 90,812 30,000 3,879 320,000 2,290,149 108,300 34,640 135,504 114,737 435,000 72,400 99,843 12,449 3,797,713 TRANSPORTATION $ 50,000 90,812 30,000 3,879 320,000 1,897,179 108,300 34,640 135,504 114,737 435,000 72,400 99,843 12,449 $ 3,404,743 GRANTS 392,970 392,970 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 SECT 111 111 111 111 111 111 111 111 111 111 111 111 111 111 PROJECT Special Projects and Unprogrammed Work FUTS Signage Program Cedar Trail Country Club FUTS Trail Switzer Canyon Trail BNSF Walnut - Florence Underpass Florence - Walnut Underpass Mall Transfer Center Trail Realignment Fourth Street Trail Pine Knoll Trail Sheep Crossing Trail Lonetree Trail - Sawmill to Sinclair Wash Lonetree Trail - Sinclair Wash to Pine Knoll Drive Ponderosa Trail Rehabilitation TOTAL BBB Annual Financial Plan Page 398 TOTAL 50,000 90,812 30,000 3,879 320,000 2,290,149 108,300 34,640 135,504 114,737 435,000 72,400 99,843 12,449 3,797,713 City of Flagstaff Annual Financial Plan Page 399 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2016-2017 BBB APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 SECT 158 158 158 158 158 158 158 158 212 212 212 212 212 212 212 212 212 212 212 212 212 212 212 212 212 216 216 216 216 216 216 216 216 216 PROJECT Bushmaster Park, FRC Tennis Courts and Ice Rink Chiller Thorpe Park Adaptive Playground Surfacing Pavement Preservation - Various Recreation Facilities Thorpe Park Adaptive Playground Unit/Surfacing Hal Jensen Recreation Center Storage Area Add-on Aquaplex Sliding Doors at Pool Entrance J. Lively Back Roof and Locker Room Repairs Wheeler Park Improvements 4th Street Corridor Improvements Fort Valley Road Enhancements North Edge - Lockett to Route 66 Along Kasper North Edge - Milton Train Station Platform Lake Mary/Beulah Gateway Gutter Diversions - Sustainable Streets Urban Forest US 89 Medians (ADOT) Fanning to Marketplace Joel Montalvo Park Downtown Green Downtown Tree Wells Steve's Boulevard Corners Frances Short Pond Master Plan Downtown Non-Gateway (Jimmy Johns) Buffalo Parking Enhancements East Route 66 - South Edge: Fanning to Route 66 Utility Box Art Bushmaster Park Mural Mural at Dortha and 4th Street Inset Sidewalk Art, Jimmy John's Beaver East Flagstaff Gateway (4th Street) Fort Valley Wall Art in the Alley West Route 66 - North Edge Thorpe Sculpture TOTAL BBB CARRYOVER FY 2016 $ 603,977 1,570,800 50,000 348,600 11,300 365,700 198,139 65,391 40,815 211,151 125,000 250,000 66,154 12,500 10,000 10,000 50,000 25,000 50,000 $ 4,064,527 BUDGET FY 2017 603,977 42,000 75,000 126,000 10,000 35,000 150,000 243,950 1,570,800 50,000 348,600 11,300 365,700 198,139 165,391 50,000 290,815 211,151 125,000 250,000 66,154 50,000 250,000 250,000 50,000 42,500 10,000 10,000 10,000 20,000 10,000 50,000 25,000 50,000 5,816,477 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 SECT 158 158 158 158 158 158 158 158 212 212 212 212 212 212 212 212 212 212 212 212 212 212 212 212 212 216 216 216 216 216 216 216 216 216 PROJECT Bushmaster Park, FRC Tennis Courts and Ice Rink Chiller Thorpe Park Adaptive Playground Surfacing Pavement Preservation - Various Recreation Facilities Thorpe Park Adaptive Playground Unit/Surfacing Hal Jensen Recreation Center Storage Area Add-on Aquaplex Sliding Doors at Pool Entrance J. Lively Back Roof and Locker Room Repairs Wheeler Park Improvements 4th Street Corridor Improvements Fort Valley Road Enhancements North Edge - Lockett to Route 66 Along Kasper North Edge - Milton Train Station Platform Lake Mary/Beulah Gateway Gutter Diversions - Sustainable Streets Urban Forest US 89 Medians (ADOT) Fanning to Marketplace Joel Montalvo Park Downtown Green Downtown Tree Wells Steve's Boulevard Corners Frances Short Pond Master Plan Downtown Non-Gateway (Jimmy Johns) Buffalo Parking Enhancements East Route 66 - South Edge: Fanning to Route 66 Utility Box Art Bushmaster Park Mural Mural at Dortha and 4th Street Inset Sidewalk Art, Jimmy John's Beaver East Flagstaff Gateway (4th Street) Fort Valley Wall Art in the Alley West Route 66 - North Edge Thorpe Sculpture TOTAL BBB Annual Financial Plan Page 400 $ $ BBB 603,977 42,000 75,000 126,000 10,000 35,000 150,000 243,950 1,570,800 50,000 348,600 11,300 365,700 198,139 165,391 50,000 290,815 211,151 125,000 250,000 66,154 50,000 250,000 250,000 50,000 42,500 10,000 10,000 10,000 20,000 10,000 50,000 25,000 50,000 5,816,477 DEBT - TOTAL 603,977 42,000 75,000 126,000 10,000 35,000 150,000 243,950 1,570,800 50,000 348,600 11,300 365,700 198,139 165,391 50,000 290,815 211,151 125,000 250,000 66,154 50,000 250,000 250,000 50,000 42,500 10,000 10,000 10,000 20,000 10,000 50,000 25,000 50,000 5,816,477 City of Flagstaff Annual Financial Plan Page 401 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2016-2017 WATER APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 SECT 301 301 370 370 370 370 370 370 370 370 370 370 370 370 370 PROJECT LM Water Flow Meters Replacements Communication Towers for Operations (3) Aging Water Infrastructure Replacement (AWIR) Rio de Flag Waterline Relocations West/Arrowhead Waterline Westside Waterline Expansion Radio Read Meter Replacements Reserve for Improvements Future Water Rights McCallister Well, Pump and Building WTP Security and SCADA Improvements Hydrological Studies Route 66 Waterline Improvements New Well and Pump House Well Pump House Improvements TOTAL WATER CARRYOVER FY 2016 $ 167,807 165,081 199,000 88,382 85,000 549,002 996,843 77,500 224,632 678,000 $ 3,231,247 BUDGET FY 2017 150,000 317,807 2,565,081 199,000 88,382 85,000 850,000 300,000 549,002 996,843 227,500 224,632 678,000 1,500,000 175,000 8,906,247 OPERATING 150,000 317,807 2,565,081 199,000 88,382 85,000 850,000 300,000 996,843 227,500 224,632 678,000 1,500,000 175,000 $ 8,357,245 GRANTS 549,002 549,002 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 SECT 301 301 370 370 370 370 370 370 370 370 370 370 370 370 370 PROJECT LM Water Flow Meters Replacements Communication Towers for Operations (3) Aging Water Infrastructure Replacement (AWIR) Rio de Flag Waterline Relocations West/Arrowhead Waterline Westside Waterline Expansion Radio Read Meter Replacements Reserve for Improvements Future Water Rights McCallister Well, Pump and Building WTP Security and SCADA Improvements Hydrological Studies Route 66 Waterline Improvements New Well and Pump House Well Pump House Improvements TOTAL WATER Annual Financial Plan $ Page 402 DEBTS - TOTAL 150,000 317,807 2,565,081 199,000 88,382 85,000 850,000 300,000 549,002 996,843 227,500 224,632 678,000 1,500,000 175,000 8,906,247 City of Flagstaff Annual Financial Plan Page 403 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2016-2017 WASTEWATER APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 SECT 311 311 312 375 375 375 375 375 375 375 375 375 375 375 CARRYOVER FY 2016 $ 283,936 4,688 60,000 1,147,770 193,057 242,000 760,288 349,920 1,280,261 50,000 $ 4,371,920 PROJECT COGEN Improvements Facility Improvements Repair Control Gates WWTP Energy Efficiency Program Wildcat Solids Disposal Westside Interceptor Improvements Aging Sewer Infrastructure Replacements Reserve for Improvements Rio de Flag Sewer Replacements Wildcat Septage and Grease Station Wildcat Centrate Rio Plant - Replace UV System Wildcat - Micro Carbon Feed Addition WWTP Security and SCADA Improvements TOTAL WASTEWATER BUDGET FY 2017 283,936 4,688 60,000 1,797,770 200,000 600,000 1,493,057 300,000 242,000 760,288 349,920 1,280,261 50,000 73,000 7,494,920 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 SECT 311 311 312 375 375 375 375 375 375 375 375 375 375 375 PROJECT COGEN Improvements Facility Improvements Repair Control Gates WWTP Energy Efficiency Program Wildcat Solids Disposal Westside Interceptor Improvements Aging Sewer Infrastructure Replacements Reserve for Improvements Rio de Flag Sewer Replacements Wildcat Septage and Grease Station Wildcat Centrate Rio Plant - Replace UV System Wildcat - Micro Carbon Feed Addition WWTP Security and SCADA Improvements TOTAL WASTEWATER Annual Financial Plan OPERATING 283,936 4,688 60,000 1,797,770 200,000 600,000 1,493,057 300,000 242,000 760,288 349,920 1,280,261 50,000 73,000 $ 7,494,920 $ Page 404 TOTAL 283,936 4,688 60,000 1,797,770 200,000 600,000 1,493,057 300,000 242,000 760,288 349,920 1,280,261 50,000 73,000 7,494,920 City of Flagstaff Annual Financial Plan Page 405 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2016-2017 RECLAIMED WATER APPROPRIATIONS 1 SECT PROJECT 380 Buffalo Tank Chlorination TOTAL RECLAIMED WATER CARRYOVER FY 2016 $ 105,720 $ 105,720 BUDGET FY 2017 105,720 105,720 OPERATING $ 105,720 $ 105,720 TOTAL 105,720 105,720 SOURCES OF FUNDING 1 SECT PROJECT 380 Buffalo Tank Chlorination TOTAL RECLAIMED WATER Annual Financial Plan Page 406 City of Flagstaff Annual Financial Plan Page 407 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2016-2017 AIRPORT APPROPRIATIONS 1 2 3 4 5 6 SECT 222 222 222 222 222 222 PROJECT Master Plan Update 2016 Sustainability Master Plan Runway Mill and Overlay Design Runway 321 Mill and Overlay Construction AIR - Wildlife Hazard Assessment Airport Drainage Improvements - Design TOTAL AIRPORT CARRYOVER FY 2016 $ 600,000 90,208 284,833 $ 975,041 BUDGET FY 2017 600,000 90,208 284,833 3,277,685 164,727 350,000 4,767,453 GRANTS 573,180 87,953 277,712 3,131,173 157,363 315,000 $ 4,542,381 OTHER 26,820 2,255 7,121 146,512 7,364 35,000 225,072 SOURCES OF FUNDING 1 2 3 4 5 6 SECT 222 222 222 222 222 222 PROJECT Master Plan Update 2016 Sustainability Master Plan Runway Mill and Overlay Design Runway 321 Mill and Overlay Construction AIR - Wildlife Hazard Assessment Airport Drainage Improvements - Design TOTAL AIRPORT Annual Financial Plan $ Page 408 TOTAL 600,000 90,208 284,833 3,277,685 164,727 350,000 4,767,453 City of Flagstaff Annual Financial Plan Page 409 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2016-2017 SOLID WASTE & SEMS APPROPRIATIONS 1 2 3 4 5 6 SECT 165 165 165 165 170 170 PROJECT Stormwater Infrastructure Alternative Liner Test Plots South Borrow Pit Design/Roads/Scales Truck Barn and LEED Retrofit Observatory Mesa Improvements Recreational Trails Improvements TOTAL SOLID WASTE CARRYOVER FY 2016 $ 54,000 25,000 200,000 $ 279,000 BUDGET FY 2017 64,000 275,000 200,000 1,936,000 40,000 79,998 2,594,998 SOURCES OF FUNDING 1 2 3 4 5 6 SECT 165 165 165 165 170 170 PROJECT Stormwater Infrastructure Alternative Liner Test Plots South Borrow Pit Design/Roads/Scales Truck Barn and LEED Retrofit Observatory Mesa Improvements Recreational Trails Improvements TOTAL SOLID WASTE Annual Financial Plan OPERATING 64,000 275,000 200,000 1,936,000 $ 2,475,000 $ Page 410 GRANT 40,000 79,998 119,998 TOTAL 64,000 275,000 200,000 1,936,000 40,000 79,998 2,594,998 City of Flagstaff Annual Financial Plan Page 411 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2016-2017 STORMWATER UTILITY APPROPRIATIONS SECT 1 385 2 385 3 385 4 385 5 385 6 385 7 385 8 385 9 385 10 385 PROJECT Rio de Flag Project Spot Improvement - Annual Spot Improvement - Phoenix Avenue Culvert Design Spot Improvement - Phoenix Avenue Culvert Temporary Fix Spot Improvement - Phoenix Avenue Culvert Construction Spot Improvement - 5 Points Spot Improvement - Cottage and Elden Design and Construction Spot Improvement - Fanning/Steve's Culvert Construction Spot Improvement - Columbia Circle Spot Improvement - Schultz Creek Design Phase I TOTAL STORMWATER UTILITY CARRYOVER FY 2016 $ 1,860,361 21,917 9,618 435,992 300,000 42,887 $ 2,670,775 BUDGET FY 2017 1,860,361 75,000 75,000 230,000 171,917 9,618 250,000 435,992 300,000 42,887 3,450,775 OPERATING 1,860,361 75,000 75,000 230,000 171,917 9,618 250,000 435,992 300,000 42,887 $ 3,450,775 TOTAL 1,860,361 75,000 75,000 230,000 171,917 9,618 250,000 435,992 300,000 42,887 3,450,775 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 SECT 385 385 385 385 385 385 385 385 385 385 PROJECT Rio de Flag Project Spot Improvement - Annual Spot Improvement - Phoenix Avenue Culvert Design Spot Improvement - Phoenix Avenue Culvert Temporary Fix Spot Improvement - Phoenix Avenue Culvert Construction Spot Improvement - 5 Points Spot Improvement - Cottage and Elden Design and Construction Spot Improvement - Fanning/Steve's Culvert Construction Spot Improvement - Columbia Circle Spot Improvement - Schultz Creek Design Phase I TOTAL STORMWATER UTILITY Annual Financial Plan Page 412 $ City of Flagstaff Annual Financial Plan Page 413 City of Flagstaff PROJECT DESCRIPTIONS GENERAL GOVERNMENT 1. Microwave Network: Construction of a City owned microwave network to connect City remote sites. 2. Facilities Improvements: Library skylight repairs – the intent is to replace any broken skylights with new custom formed lenses. City Hall Housing area improvements – once vacated by housing, Facilities staff and contractors will replace flooring, repaint, replace entire ceiling grid with 2x4 and install LED lighting. City Hall main entry stairs – the main entry stairs will be demolished, new stairs constructed and a new ADA ramp installed. Library boilers – replace the single unit which is now 25+ years old with two new efficient units, one serving as a backup. 3. FUTS / Open Space Land Acquisition: Acquisition of core open space for FUTS trails as well as for protection of critical open space lands as authorized in May 2004. 4. USGS Building: Budget appropriation for USGS Facility improvements, renovations or relocation contingent upon availability of funding. 5. Business Accelerator: Complete Phase 2 of this project which provided design, construction and project administration for a new facility consisting of approximately 25,000 square feet of office space, wet/dry laboratories, conference rooms, server facilities, light manufacturing space and a secondary Emergency Operations Center located on City-owned property south of the USGS Campus and adjacent to the NACET Business Incubator Phase 1 building on Gemini Drive. 6. Core Services Maintenance Facility: A new Core Services Maintenance Facility is scheduled to be constructed at the newly annexed McAllister Ranch (approximately 20 acres). This facility will house the City’s Streets, Parks, Facility, Solid Waste and Fleet operations. Construction is scheduled to begin in the late fall of 2016 and be completed in the winter of 2017. Offsite improvements include a sewer main extension from a nearby subdivision, improvements to Route 66 (de-acceleration and acceleration lane) and franchise utility to the site. 7. Watershed Protection Project: This project is to prevent catastrophic flood damage to the City and to protect our surface water supply from long-term damage, which would occur from large-scale and/or severe wildfire(s) in two highly vulnerable and critical watersheds serving our community. 8. Court Facility: Budget appropriation for Municipal Court improvements, renovations or relocation contingent on availability of funding. STREETS/TRANSPORTATION 1. Bike / Pedestrian and Safety Improvements: Annual appropriation for infrastructure enhancements which provide improved safety and accessibility for bicyclists, pedestrians and vehicular traffic. 2. Brannen Homes Sidewalk: Brannen Homes Neighborhood infrastructure improvements consisting of installing sidewalk, waterline relocation and intersection improvements at Brannen Circle/Paseo Del Rio. 3. Transportation Planning and Programming: Community wide transportation planning services for the identification and prioritization of projects based on the regional plan, current needs and public input. Transportation projects include pedestrian, bikeways, safety, capacity and street improvements. Includes the development and updating of the 5-year Transportation Program on an annual basis. 4. Reserve for Transportation Improvements: Annual allocation of transportation tax revenues for unidentified transportation related improvements and/or City participation in transportation related improvements with other agencies (i.e. ADOT, NAU and FMPO). Annual Financial Plan Page 414 City of Flagstaff 5. Butler/Huntington Adaptive Signal Control: Project to implement FHWA’s Everyday Counts Initiative – Adaptive Signal Control Technology (ASCT) on a segment of Butler Avenue in the Downtown area. ASCT is a system on sensors, communications devices and processors that continuously monitor traffic flows, adjusting times ‘on the fly’ as traffic volumes fluctuate throughout the day. 6. Switzer / Turquoise Roundabout: Construction of roadway intersection improvements incorporating a roundabout, new curb and gutter, sidewalks and bike/pedestrian accessibility. 7. Industrial Drive – Huntington to Purina: Construction of water and sewer extensions and realignments, a storm water system, new paved roadway with full edge improvements from Nestle Purina Avenue to Huntington Drive. Work at Fanning wash from the BNSF right-of-way south would construct culverts beneath Industrial Drive at the Block Like site and realign the profile of the road at this location. The culverts would accommodate the 100 year storm frequency culverts through the BNSF right-of-way. 8. Beulah Blvd / University Drive: Upgrade the intersection to current Engineering Standards. Improvements include new curbs and gutter, sidewalks, access ramps, traffic signal, lighting, drainage, FUTS trail, landscaping, signing and marking. 9. Highway Safety Improvement Program (HSIP): HSIP is a federally-funded grant program through the Flagstaff Metropolitan Planning Organization (FMPO) under the Transportation Improvement Program (TIP). Projects are either systematic or spot specific. 10. Soliere Avenue – Fanning Wash Crossing: Design and construct a culvert beneath Soliere Avenue at Fanning Wash and realign the profile of the road to allow for a safe all-weather crossing at this location. 11. Franklin Safety Improvements: A project to install safety/traffic calming devices on Franklin Avenue. This project was initiated through public requests and processed by the Transportation Commission. 12. Lockett Transportation Study: Community enhancement and planning study that incorporates the following four primary components; full build-out of Lockett Road, Regional Plan, Bushmaster Park Master Plan and neighborhood outreach to create a vision of the potential improvements along this corridor. 13. Fourth Street Bridge/I-40 Design: Appropriation of City funds to be used towards the design of a Fourth Street bridge structure to replace the existing narrow bridge over Interstate 40 at its existing location. 14. Fourth Street Safety Improvements: A project to install safety improvements to the pedestrian environment along and crossing Fourth Street. Project elements include new pedestrian actuated signals including raised pedestrian refuges, sidewalks, landscaped parkways and improved lighting. 15. Transportation Master Plan: Develop a prioritized long range plan for transportation projects that will be used to populate the Transportation 5-Year Program based in part on the Flagstaff Metropolitan Planning Organization’s Regional Transportation Plan as well as other local needs. 16. Lonetree Pedestrian Improvements: Construction of an aggregate pathway inclusive of a pedestrian guardrail/barrier separating vehicular traffic from pedestrians near Kinsey Elementary School. 17. Southside Curbs: Installation of edge improvements to aide in parking enforcement at locations yet to be determined. 18. Clay Avenue Traffic Calming: Evaluation and implementation of traffic calming measures as identified in the La Plaza Vieja Neighborhood plan. 19. Beulah Boulevard/University Drive Public Infrastructure Contribution: resulting from P3 Agreement. Annual Financial Plan Page 415 Additional contribution City of Flagstaff 20. Reserve for Development Contributions: development projects throughout the City. Annual appropriation of funding to support various 21. Fourth Street Improvements: A component of the Transportation Tax designated specifically for use on roadway improvements along Fourth Street. 22. Pavement Maintenance: Funded by Road Repair and Street Safety Tax, this component of the annual street maintenance program will mill and overlay numerous roadways throughout the City. 23. Utility Replacement and Overlays: Funded by Road Repair and Street Safety Tax, this allocation will be assigned to specific street segments in need of underground utility replacements (water, sewer and stormwater) where the roadway surface requires only a mill and overlay. 24. Zuni Drive: Funded by Road Repair and Street Safety Tax, improvements along Zuni Drive within the Bow and Arrow neighborhood will consist of roadway reconstruction, water, sewer and storm drain improvements. 25. Lockett Road: Funded by Road Repair and Street Safety Tax, improvements along Lockett Road consist of roadway reconstruction, curb-gutter and sidewalk replacement, water main replacement and limited storm drain improvements. 26. East Route 66: Road Repair and Street Safety Tax funding appropriated for roadway surface improvements along East Route 66. 27. Reserve for Improvements: Annual allocation for un-programmed street improvements and/or City participation in projects of other agencies (i.e. ADOT, BNSF, NAU). 28. Minor Transportation Improvements: Undesignated appropriation to fund street capacity, safety or operational improvements such as turn lanes, neighborhood traffic management devices and traffic signal modifications. 29. Sidewalk Replacement Program: Provides replacement of curb, gutter and sidewalks in cases where property owners contribute 50% of replacement costs. 30. Street Improvement Program: HURF funded City-wide annual pavement maintenance consisting of crack sealing, seal coating and asphalt overlay and ADA sidewalk compliance. 31. Sunnyside: Additional neighborhood street reconstruction. 32. Business F 40 Overlay: Design of crack patching and asphalt mill and overlay on approximately 9,200 LF of Frontage Road 40 in East Flagstaff and the City’s grant share of construction. FUTS 1. Special Projects and Unprogrammed Work: Covers small emergent items of work, such as minor trail projects and repairs and other miscellaneous trail needs. 2. FUTS Signage Program: Comprehensive program to install regulatory, directional, trailhead, boundary and interpretive signs along the entire FUTS system. 3. Cedar Trail: Two short additions will complete the Cedar Trail along the south side of Cedar/Forest Avenue between West Street and Turquoise Drive. At the east end, a new aggregate trail will fill-in a missing section between Gemini Drive and the existing Arizona Trail. At the west end, the existing sidewalk at the southeast corner of Forest Avenue and Turquoise Drive will be replaced with a 10-foot concrete trail. Annual Financial Plan Page 416 City of Flagstaff 4. Country Club FUTS Trail: Completes missing section of FUTS trail along the east side of Country Club Drive between Cortland Boulevard and the East Flag Traffic Interchange. 5. Switzer Canyon Trail: Design and construction of a planned FUTS trail extending from Terrace Avenue (near downtown) to Switzer Canyon Drive. Approximate length of the trail is 0.75 miles and will travel through recently acquired Open Space property completing a missing trail segment between Downtown and Buffalo Park. 6. BNSF Walnut - Florence Underpass: A new dedicated bicycle and pedestrian underpass of the BNSF railroad tracks. This underpass allows for the construction of a short section of concrete trail to connect Florence Street on the south side of the tracks with Walnut Street on the north side. 7. Florence - Walnut Underpass: A short section of concrete trail to connect Florence Street on the south side of the tracks with Walnut Street on the North side utilizing the new dedicated bicycle and pedestrian underpass of the BNSF railroad tracks. 8. Mall Transfer Center Trail Realignment: Reconstruction of a short section of the El Paso FUTS Trail and provide a new connection point to the Flagstaff Mall property for pedestrians using the Mall Transfer Center. 9. Fourth Street Trail: Design for missing segments of concrete trail along the west side of Fourth Street from Huntington Drive to Butler Avenue. 10. Pine Knoll Trail: Design and start of construction of trail planned along the north side of Pine Knoll Drive. Completes a connection between San Francisco Street and Lone Tree Road. 11. Sheep Crossing Trail: The planned trail follows an existing, well-used social trail from Pulliam Drive to Fort Tuthill south of the Ponderosa Trails Neighborhood. The trail will use an existing underpass, originally built for moving sheep herds under I-17. 12. Lone Tree Trail – Sawmill to Sinclair Wash: This project will complete several missing segments of FUTS trail along Lone Tree Road between Sawmill Road and Sinclair Wash. 13. Lone Tree Trail – Sinclair Wash to Pine Knoll Drive: This project will complete several missing segments of FUTS trail along Lone Tree Road between Sinclair Wash and Pine Knoll Drive. 14. Ponderosa Trail Rehabilitation: Rehabilitation of the existing paved FUTS trail adjacent to Pulliam Drive between the Ponderosa Trails neighborhood and Pulliam Airport. BBB (Recreation, Beautification, and Arts and Science) 1. Bushmaster Park, FRC Tennis Courts and Ice Rink Chiller: Completion of Bushmaster Park improvements. These improvements will improve access to the park and provide new recreational facilities. Design and construction for the replacement of the existing tennis courts at the Flagstaff Recreation Center. Replacement of the ice rink chiller at J. Lively Activity Center. 2. Thorpe Park Adaptive Playground Surfacing: Replacement of the existing woodchip surfacing with an adaptive play rubberized surface to improve ADA accessibility. 3. Pavement Preservation - Various Recreation Facilities: Pavement preservation of parking lots at the Jay Lively Activity Center, Joe C. Montoya Center and the Aquaplex. 4. Thorpe Park Adaptive Playground Unit/Surfacing: Replace the existing equipment and surfacing to create an adaptive playground at Thorpe Park. Annual Financial Plan Page 417 City of Flagstaff 5. Hal Jensen Recreation Center Storage Area Add-on: A small storage area on the west side of the building to add storage capacity and also eliminate a secluded alcove on the back side of the building for safety purposes. 6. Aquaplex Sliding Doors at Pool Entrance: Addition of doors to separate the pool area from the locker room hallway. This will enhance the design of the heating/air conditioning system and help it to work more efficiently by eliminating the mixture of moisture into the air handling units for the locker rooms and the downstairs area. 7. J. Lively Back Roof and Locker Room Repairs: The roof over the locker rooms needs to be reconstructed. The existing structure is causing leaks and damage throughout the locker rooms. If funds are available, the exhaust systems for the locker rooms will also be updated. 8. Wheeler Park Improvements: This project will allow for design and modifications to the park to accommodate Community Events. These modifications will address drainage issues in the park, improve electrical service and create more usable areas. 9. Fourth Street Corridor Improvements: To be determined – per the Fourth Street Corridor Study – North. 10. Fort Valley Road Enhancements: This project will address the City owned lands between the Shell Station and Forest Avenue, discussed by BPAC as a minimal clean-up and landscaping effort. 11. North Edge - Lockett to Route 66 Along Kaspar: Landscaping of peninsula of ROW grass area between US 89 (RT 66) and Kaspar Road. 12. North Edge - Milton Avenue: Landscaping at the Right of Way in front of Barnes and Noble to serve as setting for Route 66 themed public art. 13. Train Station Platform: The installation of a sub-surface drainage system under the existing brick pavers at the Visitor’s Center. 14. Lake Mary/Beulah City Gateway: Construction of a City Gateway on the northeast corner of the Lake Mary/Beulah Intersection. 15. Gutter Diversions – Sustainable Streets: LID/landscaped areas. Addition of diversions of street stormwater to municipal 16. Urban Forest: This project would program and install trees (not full landscaping) in the urban area, capitalizing on State program assistance and complementing other infrastructure work. 17. US 89 Medians (ADOT) Fanning to Marketplace: While preserving existing investment, landscaping to make ADOT installed medians match City landscaped medians to the north of Marketplace Drive. 18. Joel Montalvo Park: Enhancement of the parking lot (edging, surface and landscaping), addition of a plaza area, incorporation of restrooms into the maintenance building and landscaping the surrounds of the park. 19. Downtown Green: Painting of light poles, signs, utility boxes and other improvements that have been vandalized and roughly painted and that have not been painted since they were installed. 20. Downtown Tree Wells: Replace with improved design the tree wells and grates that rise and pose tripping hazards and that require continual maintenance. 21. Steve’s Boulevard Corners: Increase of FUTS width to standard, landscaping that provides accessible access, increases and enhances the pedestrian space and beautifies the corner. Annual Financial Plan Page 418 City of Flagstaff 22. Frances Short Pond Master Plan: Development of conceptual venue designs, associated illustrative exhibits and costs for the pond area. 23. Downtown Non-Gateway (Jimmy John’s): Purchase or lease of the unused portion of the parking lot to create a pedestrian oriented gateway. 24. Buffalo Park Parking Enhancements: Parking surfacing, LID improvements and landscaping for the parking area. 25. East Route 66 - South Edge: Fanning to Route 66: Continuation of landscaping to complement the existing landscaping at Route 66 Park. 26. Utility Box Art: This project would have murals painted on utility boxes and some traffic control boxes in the community. Serves as an aesthetic and anti-tagging role. 27. Bushmaster Park Mural: Mural for the park’s new restroom building. 28. Mural at Dortha and Fourth Street: Community mural as a public/private partnership for south wall of the Circle K located on Dortha. 29. Inset Sidewalk Art, Jimmy John's Beaver: Pedestrian oriented sidewalk art such as specialty paving and inlays and other design components to be determined to announce Route 66 and the downtown area. 30. East Flagstaff Gateway (4th Street): Revolving art project funding for the installation of art work. 31. Fort Valley Wall: Wall of the Fort Valley Shopping Center that faces Fort Valley Road. Large concrete wall that is often tagged. Commission discussed three-dimensional art works. 32. Art in the Alley: Using art to enhance downtown alleys and to discourage tagging. 33. West Route 66 – North Edge: Art component of beautification project at the Right of Way in front of Barnes and Noble (Milton Avenue - North Edge Project). 34. Thorpe Sculpture: This project anticipates creating a three dimensional art installation in or near Thorpe Park. WATER 1. Lake Mary Water Flow Meters Replacements: Replacement of Lake Mary plant flow meters used in production measurement. Existing meters are outdated and need updating to ensure plant flows are measuring flows accurately. 2. Communication Towers for Operations: Installation of three prefabricated 80 foot SCADA Radio Communication towers at three property sites for use with the Utilities SCADA Controls system. Project will improve on the remote monitoring and controls of remote water wells and other facilities spread throughout the service area. 3. Aging Water Infrastructure Replacement (AWIR): Replace 11,000 feet of water main each year. Water mains will be prioritized by age, condition, material and maintenance repair costs. 4. Rio de Flag Waterline Relocations: Replace existing water lines in conflict with the Rio de Flag Flood Control project being designed by the Corps of Engineers. The project funding reflects the phasing of the utility relocation work. Annual Financial Plan Page 419 City of Flagstaff 5. West/Arrowhead Waterline: Completion of construction of aging waterline in Sunnyside Neighborhood. West Street from Johnson Avenue to Arrowhead Avenue, Arrowhead Avenue from West Street to Route 66. 6. Westside Waterline Expansion: Utilities to provide financial reimbursements to WL Gore for the oversizing of 6,505 feet of waterline along Route 66 and Flagstaff Ranch Road. 7. Radio Read Meter Replacements: Annual replacement of water meters to new style radio read meters. 8. Reserve for Improvements: Annual reserve for unanticipated line replacements, oversizing and participation with developers that may occur during the fiscal year. 9. Future Water Rights: Acquisition of water rights and continued development of water ranch. 10. McCallister Well, Pump and Building: Construction of new well pump house building, clear well and provide 18” pipeline connection to the existing water distribution system. The well site was drilled and capped as part of the 2004 bond program. 11. WTP Security and SCADA Improvements: This tenant improvement to the Lake Mary WTP facility will install a SCADA computer server room within the existing plant administration building. Facility improvement will include all walls, doors and electrical wiring to provide a secure computer server equipment area that meets department of homeland security requirements. 12. Hydrological Studies: This engineering study is for investigating new well sites for water production in the Flagstaff area. The need for additional well capacity is required to support the growth of the community. Per the newly adopted Flagstaff Regional Plan the City of Flagstaff can expect 1.4% to 2.5% annual growth which triggers the need for additional wells. 13. Route 66 Waterline Improvements: This project will design, permit and construct 3,400 feet of new 12 inch pipeline in the City’s water system. This project allows for additional in-fill development in the Flagstaff Mall area and supplies a secondary source of water to the Wildcat Hill Wastewater Treatment plant facility. 14. New Well and Pump House: Drill and equip an additional well production, construction and furnishing of a pump house and tie into the existing city water infrastructure. The need for additional well capacity is required to support the growth of the community. 15. Well Pump House Improvements: Improvements to Continental Well pump house facility as outlined in the facilities condition assessment. Improvements include roof replacement, additional storage tank and installation of a new booster pump with variable frequency drive. WASTEWATER 1. Gas Conveyance (COGEN) Improvements: Improvements to the Wildcat Hill co-generation unit digester gas delivery system. This project will construct new digester gas delivery system piping, gas moisture removal system, control equipment and modifications to limited portions of the gas distribution piping. This project will increase the flow of digested gas to the existing co-generation Jenbacher engine to support operations. 2. Facility Improvements: This project involves necessary roof repair and painting at the Rio De Flag Administration building, replacement of the existing water heater and repairing hot water pipe leaks. Roof replacement and hot water pipe repairs were identified in the Facility Condition Assessment report completed in 2014. Annual Financial Plan Page 420 City of Flagstaff 3. Repair Control Gates: This project involves replacing the existing control valves and slide gates at the Rio De Flag headwork’s building. The existing slide gates are inoperable, severely corroded and require complete replacement. Functioning slide gates are necessary for diversion and routing of wastewater flow entering the Rio water reclamation plant. Replacement of control valves and slide gates were identified in the Facility Condition Assessment report completed in 2014. 4. WWTP Energy Efficiency Program: Implementation of energy efficiency projects that were identified in the energy audit of the Wildcat and Rio de Flag Wastewater treatment plants conducted in 2011. This project will replace the existing blowers with new energy efficient blower equipment at both the Wildcat and Rio de Flag Wastewater treatment plants. These projects will reduce the energy consumption and lower operational costs at both of the treatment plants. 5. Wildcat Solids Disposal: Professional engineering services to define the long term biosolids management, treatment and disposal needs and develop plan for addressing those needs. The plan will address biosolids produced at each of the City’s two wastewater treatment plants – Rio De Flag WRF and Wildcat Hill WWTP. Outside consultants will prepare a condition assessment and estimate the future production of wastewater solids through ultimate build-out of the City of Flagstaff’s service area. Projections will include secondary solids from the Rio De Flag WRF, as well as both secondary and primary solids from Wildcat Hill WWTP. 6. Westside Interceptor Improvements: Utilities to provide financial reimbursements to public works department for the oversizing of 4,630 feet of 18 inch diameter sewer line along Clay Avenue wash and Route 66. Oversizing is required to handle projected and Council approved growth on the west side of Flagstaff. 7. Aging Sewer Infrastructure Replacements: Replace 5,300 feet of sewer main each year. Sewer mains will be prioritized by age, condition, material and maintenance repair costs. 8. Reserve for Improvements: Annual reserve for unanticipated line replacement, oversizing. 9. Rio de Flag Sewer Replacements: Replace existing sewer lines in conflict with the Rio de Flag Flood Control project being designed by the Corps of Engineers. The project funding reflects phasing of the utility relocation work. 10. Wildcat Septage and Grease Station: Installation of a new Septage and Grease Receiving Station at the Wildcat Hill WWTP facility. The project will add a grease concentrator to remove water that otherwise goes to digesters requiring additional heating and reducing solids concentration. The project would include a trash removal mechanism to reduce trash entering the digester. 11. Wildcat Centrate: Evaluate and implement a batch side stream treatment process to remove ammonia and nitrogen from the centrate returning to the Wildcat Hill WWTP plant process. The Wildcat Hill WWTP solids handling process of the digested sludge results in high levels of ammonia and nitrates returning to the plant process that disrupt the plant treatment process and negatively impact the plant from meeting necessary effluent permit levels. This project will develop physical, chemical and biological options for dealing with the centrate in order to help improve the plants effluent quality. 12. Rio Plant – Replace UV System: Replace Ultraviolet (UV) system at the Rio De Flag Water Reclamation Plant. HDR Engineering has been retained to prepare the system design. The existing UV disinfection system is over 25 years old and has high annual maintenance costs due to its age, condition and availability of parts. 13. Wildcat – Micro Carbon Feed Addition: This project consists of design and construction of a new carbon feed system to provide supplemental carbon to optimize denitrification process at the Wildcat Hill WWTP. The project will include installation of a new 4,000 gallon liquid carbon storage tank, piping, two carbon feed pumps, spill containment, electrical and instrumentation, all housed in the existing engine room building. Annual Financial Plan Page 421 City of Flagstaff 14. WWTP Security and SCADA Improvements: This tenant improvement to the Wildcat and Rio de Flag Wastewater treatment plants will install a SCADA computer server room within the existing plant administration buildings. Facility improvements will include all walls, doors and electrical wiring to provide a secure computer server equipment area that meets department of homeland security requirements. RECLAIMED WATER 1. Buffalo Tank Chlorination: Design and construction of new chlorination and mixing equipment for the Buffalo Park Tank. The existing building located adjacent to the existing two million gallon reclaimed water storage reservoir will be expanded to house the new mixing equipment. AIRPORT 1. Master Plan Update 2016: This project is to update the existing Airport Master Plan. Updates are often necessary as the dynamic conditions of the industry are reflected in activity and future needs. The Airport Master Plan is the City's concept of the long-term development of its airport. It graphically displays the concept and reports the data and logic upon which the plan is based, 90% FAA grants, 5% ADOT grants and 5% General Fund. 2. Sustainability Master Plan: To assist the Airport in maintaining high and stable levels of economic growth, protect the environment while recognizing the needs of the stakeholders, 90% FAA grants, 5% ADOT grants and 5% General Fund. 3. Runway Mill and Overlay Design: This project will mill the entire length of Runway 3/21 (8,800’ x 15’) and replace with new FAA approved asphalt. The project will also repaint to the latest FAA Advisory Circular Standards and match to the adjacent intersections and taxiways, 90% FAA grants, 5% ADOT grants and 5% General Fund. 4. Runway 321 Mill and Overlay Construction: This project will mill the entire length of Runway 3/21 (8,800’ x 15’) and replace with new FAA approved asphalt. The project will also repaint to the latest FAA Advisory Circular Standards and match to the adjacent intersections and taxiways, 90% FAA grants, 5% ADOT grants and 5% General Fund. 5. AIR – Wildlife Hazard Assessment: FAA required project to analyze the Airport’s wildlife impact and develop a plan to manage, 90% FAA grants, 5% ADOT grants and 5% General Fund. 6. Airport Drainage Improvements – Design: Stormwater runoff study regarding airport drainage impact on the existing and planned pavement and drainage changes planned, 90% FAA grants, 5% ADOT grants and 5% General Fund. SOLID WASTE AND SUSTAINABILITY AND ENVIRONMENT MANAGEMENT 1. Stormwater Infrastructure: The landfill will be adding a storm water control system around the perimeter of the landfill to direct the flow of storm water to the detention ponds located at the landfill. 2. Alternative Liner Test Plots: These test plots are going to help staff determine the effectiveness of using the paper sludge as an alternative lining/cap at the Landfill. 3. South Borrow Pit Design, Roads and Scales: Cell E (South Borrow Pit) is a 40 acre site that consists of existing cells of buried trash, soil and rock. Staff is proposing to excavate portions of the solid waste and soil from the area to accommodate future trash cells. This project consists of re-designing the depth of excavation, thereby gaining another 8 to 20 years of valuable landfill airspace. The scope of work includes considerations for infrastructure such as water, power, roads and other facilities. Annual Financial Plan Page 422 City of Flagstaff 4. Truck Barn and LEED Retrofit: The Core Services Maintenance Facility project will also include the construction of a separate building (truck barn) for the storage of solid waste vehicles kept at that location. If required, the building will be updated to be LEED compliant. 5. Observatory Mesa Improvements: Staff will work with partners and stakeholders to develop a management plan for the property and commence a trail system planning effort. Infrastructure improvement projects include installing additional gates and trail signs. 6. Recreational Trails Improvements: A 75-foot trail will be constructed in the Waterbird Petroglyph Site to protect and stabilize the site. Trail signs and additional interpretive signs will be installed. Kiosks will be updated. STORMWATER 1. Rio De Flag Project: City participation in Army Corps of Engineers flood control project to mitigate potential flood damage and facilitate redevelopment in central business district. 2. Spot Improvement – Annual: Annual Maintenance of the storm drain system. 3. Spot Improvement – Phoenix Avenue Culvert Design: components with in the City ROW. Design of replacement of failing bridge 4. Spot Improvement – Phoenix Avenue Culvert Temporary Fix: structure to support failing member. Construction of temporary bridge 5. Spot Improvement – Phoenix Avenue Culvert Construction: Construction of final bridge structure replacing failing bridge members. 6. Spot Improvement – 5 Points: Open channel installed and extension of box culvert at the Milton and Butler intersection. This will alleviate longstanding and significant flooding in the area. 7. Spot Improvement – Cottage and Elden Design: The City of Flagstaff Utility Department is upgrading aging service lines in the Brannen Southside neighborhood. In conjunction with the service line upgrades, Stormwater is conducting a drainage analysis to identify neighborhood drainage issues and address them during construction of the Phase 2 utility line upgrades. 8. Spot Improvement – Fanning/Steve’s Culvert Design: Design of new culvert at Steve’s Boulevard to pass the 100 year storm event. 9. Spot Improvement – Columbia Circle: A design will be conducted to solve residential flooding of structures and yards near Columbia Circle Drive. 10. Spot Improvement – Shultz Creek Design Phase I: A design will be contracted to create a channel from Highway 180 west to the Rio de Flag for removing twenty homes from the flood plain and alleviate major flooding. Annual Financial Plan Page 423 City of Flagstaff Capital Budget Impact on the Operating Budget The City of Flagstaff prepares a Five-Year Capital Improvement Plan (multi-year, long-range study of construction and/or acquisition of high cost items with an extended useful life), which is prepared along with 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 inter-related. The impact of capital project operating costs on the annual budget are a fundamental element of the City’s CIP and the overall budget development process. Reliable operating cost estimates are necessary from the onset of each budget cycle, as the city must determine specific ongoing expenses it will incur once a project has been completed. For example, once a project becomes active, it likely requires staff (personnel), utilities, planned equipment replacement for obsolescence, facility maintenance, etc., in order to operate. And, since project components are often completed in phases, partially constructed projects generally have associated operating costs which will need to be funded in future fiscal years. In terms of budgeting, the projects initial operational impact may begin before completion of the project in its entirety. In addition, there are additional debt service payments for new debt financed projects. The incremental impact for FY 2017 is estimated as indicated in the following table. Incremental Impact of Capital Budget on Fiscal Year 2016 - 2017 Operating Budget New Debt Service General Government (General Obligation) $ New Operations and Maintenance General Funds FUTS Funds BBB Funds Water / Wastewater / Reclaimed Water Funds Solid Waste & SEMS Funds Stormwater Fund Total FY17 2,266,200 100,000 3,610 21,450 10,500 10,000 6,000 $ Operating CIP Capital Budget Impact Budget $156.0 M $151.6 K $109.0 M 2,417,760 The new FY 2017 debt service is attributed to new General Obligation (GO) bonds. These bonds will carry 10 to 20 year maturities and the associated debt service will remain in the operating budget for the corresponding period of time. The impact of this new debt service is factored and will influence long range projections for new project prioritization and the City’s capacity to issue future debt. Debt associated with projects financed with General Obligation (GO) bonds within the General Government program will be paid out of the Debt Service Fund with secondary property tax revenue. The table below lists the CIP projects budgeted for completion during FY 2017 by major CIP Program area. The associated operating budget impacts of capital projects completed, or substantially completed, early in the current fiscal year will take effect the during the current budget year. Annual Financial Plan Page 424 City of Flagstaff Fiscal Year 2016 - 2017 CIP Projects and Operating and Maintenance Budget Impacts Fund Program and Project Name General Government Core Services Maintenance Facility Court Facility Business Accelerator at Innovation Mesa Annual Impact General General General FUTS Country Club Trail FUTS Signing Hospital Rim Trail McMillan Mesa Trail TBD TBD 100,000 FUTS FUTS FUTS FUTS 740 500 1,200 1,170 BBB BBB BBB BBB BBB BBB 8,250 4,725 1,500 750 1,500 4,725 Utilities Utilities 3,500 7,000 Solid Waste and Sustainability Environment Management Stormwater Infrastructure South Borrow Pit Road/Scale Design/Construction Alternative Liner Test Plots Core Services Maintenance Facility Solid Waste Solid Waste Solid Waste Solid Waste 1,000 2,000 2,000 5,000 Stormwater Cottage and Elden Fanning Drive Wash - Steve's Blvd Crossing Spruce Avenue Wash - Linda Vista Stormwater Stormwater Stormwater 2,000 2,000 2,000 BBB North Edge - Lockett to Route 66 Along Kaspar Lake Mary/Beulah City Gateway Joel Montalvo Park Surrounds Fort Valley Road Enhancements Urban Forest City Gateway at I-17/Milton Road Water/Wastewater/Reclaimed Water Wildcat - Micro Carbon Feed Addition Buffalo Tank Chlorination Total Operating Impact of FY 2016 - 2017 CIP Projects $ 151,560 Within the General Government Program, the operating and maintenance estimates for the Core Services Maintenance Facility and Court Facility will be determined upon finalized planning of each project. The projected annual impact of the Business Accelerator is expected to be $100,000. The projects within the FUTS Program consist of maintenance costs incurred by the City’s Parks section in maintaining the FUTS trails. The projected annual impact of these projects is expected to be $3,610. Beautification has six projects expected to be completed in FY 2017, all of which will require annual maintenance. The projected annual impact is $21,450. The projects within the Water/Wastewater/Reclaimed Water Program consist of operating and maintenance costs in maintaining City Utility infrastructure. The projected annual impact is estimated at $10,500. Solid Waste and SEMS have four projects being completed in FY 2017 that will require annual maintenance. The projected annual impact will be $10,000. Within the Stormwater Program, three flood control projects are planned be completed. The projected annual impact will be $6,000. Annual Financial Plan Page 425 City of Flagstaff FUTURE OPERATING BUDGET IMPACTS In addition to current year operating budget impacts, future operating costs with current and planned projects are identified in the five year capital plans. Since the City Council only formally adopts operating and capital budgets on an annual basis, the ‘out-year’ impacts represent a forecast based on the current scope of the project and inflation assumptions. As such, they will be subject to revision in future years based on changes in inflation, the scope of the project and Council and community priorities. Capital Improvement Program Net Operating Forecast Fiscal Year 2017-2018 to Fiscal Year 2020-2021 Program and Project Name General Government FUTS/Open Space Land Acquisitions Fund 2017-2018 Capital Projects Streets Beulah Blvd/University Drive Traffic Signal Program Country Club/Oakmont Transportation Transportation Transportation FUTS Cedar Trail Fourth Street Trail Florence - Walnut Underpass Lone Tree Trail Pine Knoll Trail Sheep Crossing Trail Switzer Canyon Trail Marshall Trail 2019-2020 2020-2021 Total - 100,400 - - 100,400 - 5,500 - 2,675 2,000 - 5,500 2,000 2,675 FUTS FUTS FUTS FUTS FUTS FUTS FUTS FUTS 65 120 3,445 2,495 - 1,440 425 925 1,320 - - 65 1,440 120 1,320 425 3,445 2,495 925 BBB Fund BBB Fund BBB Fund 1,550 1,500 750 1,550 1,500 750 - - 3,100 3,000 1,500 Water/Wastewater/Reclaimed Water New Well and Pumphouse Westside Interceptor Improvements Utilities Utilities 3,800 7,500 - 2,500 - - 10,000 3,800 Airport Non-Revenue Parking Airport Heliport Airport Airport - 5,000 - - 5,000 Solid Waste Cell Preparation Fees Solid Waste - - - 50,000 50,000 Stormwater Bow and Arrow Wash Steve's Boulevard Wash - Soliere Crossing West Phoenix Spruce Avenue Wash Dortha Inlet Hospital Hill Sunnyside Hill Shadow Mountain Phase II Smokerise McMillan Mesa Darleen Drive Drainage Improvements Stormwater Stormwater Stormwater Stormwater Stormwater Stormwater Stormwater Stormwater Stormwater Stormwater 6,000 - 3,000 3,000 - 2,000 2,000 2,000 - 2,000 1,000 1,000 1,000 1,000 9,000 3,000 2,000 2,000 2,000 2,000 1,000 1,000 1,000 1,000 19,725 130,990 12,495 58,000 221,210 BBB East RT 66 - South Edge: Fanning to RT 66 Beulah Medians - Phase II Santa Fe Triangle - Pocket Park Total Operating Impacts $ 2018-2019 $ As shown above, a total of 30 CIP projects are projected to produce approximately $221,210 in operating budget impacts. These operating budget impacts represent new incremental expenditure increases which are anticipated to go into effect on a permanent annual basis in the fiscal year shown. Annual Financial Plan Page 426 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM SUMMARY FISCAL YEARS 2017-2021 Budget 2015-2016 Beginning Balance $ Estimate 2015-2016 - Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Budget 2019-2020 Budget 2020-2021 Total Plan - - - - - - - Page 427 Resources Debt Grants Pay-as-you-go Total Resources 31,237,575 1,728,645 60,864,475 93,830,695 9,637,256 1,112,636 15,741,745 26,491,637 39,461,124 5,295,349 64,215,497 108,971,970 24,400,000 720,000 24,796,901 49,916,901 12,799,252 5,465,534 22,388,517 40,653,303 328,819 8,165,000 22,338,152 30,831,971 11,500,000 2,930,000 14,407,399 28,837,399 98,126,451 23,688,519 163,888,212 285,703,182 Expenditures General Government Streets/Transportation Flagstaff Urban Trails System BBB: Arts and Science BBB: Recreation BBB: Streetscape Utilities: Water Utilities: Wastewater Utilities: Reclaimed Water Airport Solid Waste and SEMS Stormwater Utility Total Expenditures 41,693,352 20,079,247 3,758,780 372,500 1,478,260 3,644,977 7,128,756 8,628,593 150,000 1,130,677 1,393,000 4,372,553 93,830,695 2,939,542 10,666,701 738,749 15,000 874,283 341,927 4,272,509 4,256,673 44,280 155,636 574,000 1,612,337 26,491,637 44,009,634 28,028,033 3,797,713 227,500 1,285,927 4,303,050 8,906,247 7,494,920 105,720 4,767,453 2,594,998 3,450,775 108,971,970 15,715,766 22,162,635 1,476,500 295,000 600,000 4,672,000 2,650,000 810,000 800,000 460,000 275,000 49,916,901 12,799,252 13,542,051 550,000 155,000 750,000 4,422,000 2,550,000 400,000 5,200,000 10,000 275,000 40,653,303 328,819 11,901,152 530,000 55,000 850,000 5,602,000 2,050,500 329,500 8,700,000 210,000 275,000 30,831,971 10,000,000 5,800,399 540,000 10,000 450,000 5,162,000 1,640,000 3,200,000 1,760,000 275,000 28,837,399 85,793,013 92,100,972 7,632,962 757,500 2,160,210 7,294,977 33,036,756 20,642,093 1,689,500 22,823,089 5,608,998 6,163,112 285,703,182 Ending Balance $ - - - - - - - - City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2017-2021 Budget 2015-2016 General Government General Fund Facilities Improvements Microwave Network Warehouse Evidence Storage Upgrade Impact Fees $ Capital Projects Bond Funded GO Bond Funded Projects FUTS/Open Space Land Acquisition Bushmaster Park (Parks and Recreation) Core Services Maintenance Facility Watershed Protection Project Non GO Bond Funded Projects Business Accelerator Court Facility USGS Miscellaneous Buildings Total General Government $ Estimate 2015-2016 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Budget 2019-2020 Budget 2020-2021 - - - - 393,980 650,000 100,000 - 2,587,138 980,756 21,333,089 7,594,252 263,980 650,000 100,000 197,980 45,670 100,000 196,000 604,330 - 456,319 980,756 28,195,000 3,289,325 41,504 980,756 52,200 755,000 1,416,815 21,280,889 2,440,000 400,000 2,000,000 400,000 2,399,252 565,372 7,192,600 - 758,932 7,500 - 26,500 8,045,100 10,000,000 13,315,766 - 10,000,000 41,693,352 2,939,542 44,009,634 15,715,766 12,799,252 328,819 328,819 Total Plan 10,000,000 785,432 21,368,366 30,000,000 10,000,000 85,793,013 Page 428 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2017-2021 Budget 2015-2016 Estimate 2015-2016 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Budget 2019-2020 Budget 2020-2021 Total Plan Streets / Transportation Streets - HURF Street Improvement Program Sunnyside Minor Transportation Improvements Reserve for Improvements Sidewalk Replacement Program Business F 40 Overlay Page 429 Transportation Tax Funded West/Arrowhead Improvement Franklin Safety Improvements 4th Street Safety Improvements Soliere Avenue - Fanning Wash Crossing Beulah Boulevard/University Drive Public Infrastructure Control Traffic Signal Program Butler/Huntington Adaptive Signal Control Switzer/Turquoise Roundabout Reserve for Transportation Improvements Bike/Pedestrian and Safety Improvement Brannen Homes Sidewalk Lockett Transportation Study Transportation Planning and Programming HSIP Program Industrial Drive - Huntington to Purina Beulah Boulevard/University Drive Fourth Street Improvements Fourth Street Bridge/I-40 Design Transportation Master Plan Lonetree Ped Improvements Southside Curbs Clay Avenue Traffic Calming Reserve for Development Contributions Country Club/Oakmont Butler/4th Intersection Reconstruction Major Road Reconstruction Major Road Reconstruction (Safety) $ 2,196,000 825,000 50,000 50,000 15,000 242,120 160,000 310,467 50,000 50,000 15,000 93,120 4,182,000 1,383,533 50,000 50,000 15,000 149,000 2,188,920 50,000 50,000 15,000 - 2,232,698 50,000 50,000 15,000 - 2,277,352 50,000 50,000 15,000 - 1,520,508 381,533 412,060 250,000 150,000 597,677 177,000 175,000 441,084 100,000 90,000 85,000 2,095,115 2,676,150 - 1,445,570 63,907 250,352 56,192 14,342 175,000 46,000 90,000 85,000 1,199,355 121,705 - 437,626 161,708 250,000 150,000 908,850 292,658 184,700 125,000 395,084 100,000 90,000 75,000 800,920 2,567,645 2,275,000 350,000 250,000 150,000 300,000 350,000 100,000 - 306,000 193,900 125,000 90,000 75,000 1,868,815 4,625,000 100,000 - 203,600 125,000 90,000 75,000 100,000 1,115,000 3,235,753 - 50,000 213,800 125,000 90,000 75,000 2,805,000 500,000 2,322,899 50,000 50,000 15,000 - - 13,363,870 1,694,000 300,000 300,000 90,000 242,120 1,445,570 501,533 412,060 250,000 150,000 50,000 965,042 613,000 971,000 500,000 441,084 100,000 450,000 385,000 3,869,090 7,314,350 2,275,000 350,000 250,000 150,000 300,000 350,000 300,000 1,115,000 3,235,753 2,805,000 500,000 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2017-2021 Budget 2015-2016 Estimate 2015-2016 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Budget 2019-2020 Budget 2020-2021 Total Plan Streets / Transportation Road Repair and Street Safety Pavement Maintenance Utility Replacements and Overlays Zuni Drive Lockett Avenue Pullium Drive East Route 66 1st Avenue Total Streets / Transportation $ 6,050,000 200,000 800,000 300,000 200,000 - 5,550,000 237,691 210,000 243,000 200,000 - 3,000,000 4,062,309 2,340,000 1,782,000 700,000 - 2,500,000 3,300,000 1,450,000 325,000 4,900,000 - 2,000,000 3,625,000 225,000 400,000 - 400,000 3,975,000 1,275,000 - 3,300,000 62,500 13,450,000 18,500,000 4,000,000 2,350,000 1,700,000 6,000,000 62,500 20,079,247 10,666,701 28,028,033 22,162,635 13,542,051 11,901,152 5,800,399 92,100,972 Page 430 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2017-2021 Budget 2015-2016 Estimate 2015-2016 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Budget 2019-2020 Budget 2020-2021 Total Plan FUTS Fund Page 431 FUTS Special Projects and Unprogrammed Work FUTS Signage Program Country Club FUTS Trail Cedar Trail - Turquoise Drive to Arizona Trail Switzer Mesa Trail BNSF Walnut - Florence Underpass Downtown Underpass Florence - Walnut Underpass Mall Transfer Center Trail Realignment Fourth Street Trail - Huntington to Butler Pine Knoll Trail - San Francisco to Lone Tree Hospital Rim FUTS Trail Sheep Crossing Trail Lone Tree Trail - Sawmill Road Sinclair Wash Lone Tree Trail - Sinclair Wash to Pine Knoll Drive Ponderosa Trail Rehabilitation Switzer Canyon Trail Picture Canyon Trail - Route 66 to TWR Marshall Trail Rt 66 Trail Realignment - Ponderosa Pkwy to Arrowhead Drive Total FUTS Fund $ 50,000 120,686 9,000 20,000 130,878 2,310,799 113,500 36,500 62,185 101,400 236,682 91,600 76,250 100,000 176,800 - 50,000 101,874 5,121 145,280 20,650 5,200 1,860 5,796 9,063 220,547 5,000 3,850 157 164,351 - 50,000 90,812 3,879 30,000 2,290,149 108,300 34,640 135,504 114,737 435,000 72,400 99,843 12,449 320,000 - 50,000 300,000 431,500 175,000 520,000 - 50,000 250,000 175,000 75,000 - 50,000 100,000 380,000 50,000 50,000 440,000 300,000 192,686 9,000 30,000 145,280 2,310,799 550,000 545,000 36,500 141,300 123,800 220,547 440,000 426,250 100,000 176,800 320,000 225,000 520,000 820,000 $ 3,758,780 738,749 3,797,713 1,476,500 550,000 530,000 540,000 7,632,962 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2017-2021 Budget 2015-2016 BBB FUNDS Arts and Science Rendezvous Sculpture Kings House Mural Fort Valley Wall Art in the Alley West Route 66 - North Edge Thorpe Sculpture Utility Box Art East Flagstaff Gateway (4th Street) Bushmaster Park Mural Circle K Mural Dortha and 4th Street Inset Sidewalk Art, Jimmy John's Beaver Joel Montalvo Park Surrounds JLB Art Component Buffalo Park Sculpture Vision Flagstaff Old Time Town Slats Route 66 FUTS Rest Area Site Page 432 BBB Recreation Bushmaster Park Improvements Flagstaff Recreation Center, Replace Four (4) Tennis Courts Second Chiller Aquaplex Improvements Ice Rink Improvements Thorpe Park Adaptive Playground Surfacing Pavement Preservation - Various Recreation Facilities Thorpe Park Adaptive Playground Unit/Surfacing Hal Jensen Recreation Center Storage Area Add-on Aquaplex Sliding Doors at Pool Entrance J. Lively Back Roof and Locker Room Repairs Wheeler Park Improvements Beautification Streetscape 4th Street Corridor Improvements Fort Valley Road Enhancements North Edge - Lockett to Route 66 Along Kaspar Milton Avenue - North Edge Train Station Platform $ Estimate 2015-2016 Budget 2016-2017 Budget 2017-2018 200,000 15,000 10,000 50,000 25,000 50,000 12,500 10,000 372,500 15,000 15,000 10,000 50,000 25,000 50,000 42,500 20,000 10,000 10,000 10,000 227,500 100,000 50,000 10,000 35,000 50,000 50,000 295,000 581,460 476,800 240,000 110,000 70,000 1,478,260 513,109 11,174 240,000 110,000 874,283 68,351 465,626 70,000 42,000 75,000 126,000 10,000 35,000 150,000 243,950 1,285,927 - 1,575,000 50,000 350,000 20,000 380,000 4,200 1,400 8,700 14,300 1,570,800 50,000 348,600 11,300 365,700 - Budget 2018-2019 10,000 50,000 80,000 15,000 155,000 Budget 2019-2020 Budget 2020-2021 Total Plan 10,000 45,000 55,000 10,000 10,000 100,000 15,000 10,000 50,000 25,000 100,000 42,500 60,000 10,000 10,000 10,000 35,000 50,000 100,000 80,000 15,000 45,000 757,500 - - - 581,460 476,800 240,000 110,000 70,000 42,000 75,000 126,000 10,000 35,000 150,000 243,950 2,160,210 - - - 1,575,000 50,000 350,000 20,000 380,000 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2017-2021 Budget 2015-2016 Page 433 Beautification Streetscape (continued) Lake Mary/Beulah City Gateway Non-Conforming Sign Program Joel Montalvo Park Downtown Green Downtown Tree Wells Steve's Boulevard Corners Gutter Diversions - Sustainable Streets US 89 Medians Urban Forest Downtown Non-Gateway (Jimmy Johns) Buffalo Parking Enhancements South Edge - East Route 66 Beulah Medians - Phase II Santa Fe Triangle - Pocket Park Vieja Park Frances Short Pond Master Plan City Gateway at I-17/Milton Road Stem City Platforms (parklets) Vision Flagstaff - Future Projects Minor City Gateway Signs Southside Triangle Total BBB Funds 219,977 25,000 250,000 250,000 250,000 75,000 100,000 50,000 50,000 $ Estimate 2015-2016 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Budget 2019-2020 Budget 2020-2021 Total Plan 3,644,977 21,838 25,000 38,849 125,000 8,846 34,609 9,185 50,000 341,927 198,139 211,151 125,000 250,000 66,154 165,391 290,815 50,000 250,000 250,000 50,000 50,000 4,303,050 50,000 200,000 100,000 50,000 50,000 50,000 50,000 50,000 600,000 50,000 50,000 200,000 50,000 300,000 50,000 50,000 750,000 50,000 50,000 750,000 850,000 50,000 400,000 450,000 219,977 25,000 250,000 250,000 250,000 75,000 200,000 300,000 250,000 250,000 250,000 250,000 100,000 50,000 50,000 150,000 250,000 200,000 1,450,000 50,000 50,000 7,294,977 5,495,737 1,231,210 5,816,477 895,000 905,000 905,000 460,000 10,212,687 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2017-2021 Budget 2015-2016 Estimate 2015-2016 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Budget 2019-2020 Budget 2020-2021 Total Plan Water/Wastewater/Reclaimed Water Water Page 434 Reserve for Improvements Aging Water Infrastructure Replacement (AWIR) Radio Read Meter Replacements Future Water Rights Water Meter Vault Replacement Program Rio de Flag Waterline Relocations McCallister Well, Pump and Building Lake Mary Well #2 - 12" Pipeline Lake Mary Electrical Service Upgrade AWIR - Leroux Street Waterline/Sewerline Hydrological Studies Westside Waterline Expansion Cheshire Tank Repairs Route 66 Waterline Improvements West/Arrowhead Waterline Northern Arizona Water Supply Feasibility Water Rate Study Facility Improvements Communication Towers for Operations WTP Security and SCADA Improvements Well Pumphouse Improvements New Well and Pumphouse Railroad Springs Reservoir #1 Repaint Lake Mary Land Acquisition Water System Master Plan Switzer Canyon Transmission Line Cheshire Tank Upgrade City of Flagstaff Wastewater WWTP Energy Efficiency Program WWTP Security and SCADA Improvements Picture Canyon Rio Plant - Replace UV System Wildcat - Septage and Grease Station Westside Interceptor Improvements Sewer/Reclaimed Water Master Plan $ 300,000 382,000 300,000 550,000 100,000 199,000 1,005,000 309,500 300,000 1,877,191 250,000 85,000 275,000 678,000 107,666 53,092 60,000 52,000 167,807 77,500 - 300,000 216,919 300,000 998 100,000 8,157 309,500 300,000 2,277,191 25,368 275,000 19,284 53,092 60,000 27,000 - 300,000 2,565,081 850,000 549,002 199,000 996,843 224,632 85,000 678,000 88,382 150,000 317,807 227,500 175,000 1,500,000 - 300,000 2,832,000 340,000 1,000,000 200,000 - 300,000 2,832,000 340,000 250,000 700,000 - 300,000 2,832,000 340,000 275,000 105,000 700,000 150,000 900,000 - 300,000 2,832,000 340,000 40,000 950,000 700,000 1,800,000 14,110,000 2,510,000 550,000 100,000 764,000 1,005,000 309,500 300,000 2,277,191 250,000 85,000 275,000 678,000 107,666 53,092 165,000 177,000 317,807 227,500 175,000 2,500,000 200,000 1,400,000 150,000 1,850,000 700,000 7,128,756 4,272,509 8,906,247 4,672,000 4,422,000 5,602,000 5,162,000 33,036,756 1,171,126 107,500 37,592 1,400,000 770,000 - 23,356 107,500 37,592 119,739 9,712 - 1,797,770 73,000 1,280,261 760,288 600,000 - 350,000 500,000 - - 112,500 - 2,171,126 180,500 37,592 1,400,000 770,000 1,100,000 112,500 Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2017-2021 Budget 2015-2016 Estimate 2015-2016 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Budget 2019-2020 Budget 2020-2021 Total Plan Water/Wastewater/Reclaimed Water Page 435 Wastewater (continued) Wildcat - Centrate Wildcat - Micro Carbon Feed Addition Wildcat - Solids Disposal Aging Sewer Infrastructure Replacements Innovation Mesa Sewerline Bonito Sewer Replacement COGEN Improvements Wildcat - Facility Improvements Wildcat - Repair Grit Chamber/Replace Grit Pumps Wildcat - RW Pump Station Bushmaster - RW Pump Station Rio - Facility Improvements-Plant Rio - Facility Improvements Reserve for Improvements Rio de Flag Sewer Relocates Wildcat - Primary Pump Station Rio Plant - Backup Generator Rate Study - Sewer Portion Reclaimed Water Buffalo Tank Chlorination Buffalo 8" Reclaim Line Juniper Point 12" Reclaim Line Connection Rate Study - Reclaimed Portion Sewer/Reclaim Master Plan Total Water, Wastewater, and Reclaimed Water $ 430,000 200,000 628,600 511,841 1,015,400 340,000 50,000 65,000 790,000 454,534 60,000 55,000 300,000 242,000 - 80,080 150,000 435,543 511,841 1,015,400 56,064 45,312 65,000 790,000 454,534 55,000 300,000 - 349,920 50,000 200,000 1,493,057 283,936 4,688 60,000 300,000 242,000 - 200,000 1,300,000 300,000 - 1,300,000 300,000 250,000 300,000 400,000 - 1,300,000 300,000 275,000 63,000 1,300,000 300,000 40,000 - 430,000 200,000 400,000 7,128,600 511,841 1,015,400 340,000 50,000 65,000 790,000 454,534 60,000 55,000 1,800,000 807,000 300,000 400,000 63,000 8,628,593 4,256,673 7,494,920 2,650,000 2,550,000 2,050,500 1,640,000 20,642,093 150,000 - 44,280 - 105,720 - 600,000 210,000 - 400,000 - 310,000 7,000 12,500 - 150,000 1,000,000 520,000 7,000 12,500 150,000 44,280 105,720 810,000 400,000 329,500 - 1,689,500 15,907,349 8,573,462 16,506,887 8,132,000 7,372,000 7,982,000 6,802,000 55,368,349 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2017-2021 Budget 2015-2016 Estimate 2015-2016 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Budget 2019-2020 Budget 2020-2021 Total Plan Airport Sustainability Master Plan Master Plan Update Runway 321 Mill and Overlay Design Runway 321 Mill and Overlay Construction AIR - Wildlife Hazard Assessment Airport Drainage Improvements - Design Parking Structure (Non-Revenue Producing) Guidance Signage Rehab Design Heliport - Assessment and Land Acquisition Heliport - Design Construction Land Acquisition JW Powell Widening FAA Future Projects Total Airport $ 208,362 600,000 322,315 - 118,154 37,482 - 90,208 600,000 284,833 3,277,685 164,727 350,000 - 800,000 - 3,300,000 800,000 1,100,000 - 2,000,000 6,700,000 - 2,200,000 1,000,000 208,362 600,000 322,315 3,277,685 164,727 350,000 4,100,000 800,000 1,100,000 2,000,000 6,700,000 2,200,000 1,000,000 $ 1,130,677 155,636 4,767,453 800,000 5,200,000 8,700,000 3,200,000 22,823,089 Page 436 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2017-2021 Budget 2015-2016 Solid Waste Stormwater Infrastructure Road Extension Paper Sludge Storage Alternative Liner Test Plots Truck Barn and LEED Retrofit Methane Gas Collection Wells South Borrow Pit Design/Roads/Scales Cell Preparation Fees $ Sustainability and Environmental Management Picture Canyon Trail Improvements Observatory Mesa Improvements Total Solid Waste & SEMS 54,000 49,000 500,000 50,000 200,000 1,393,000 $ 1,393,000 Estimate 2015-2016 49,000 500,000 25,000 574,000 574,000 Budget 2016-2017 64,000 275,000 1,936,000 200,000 2,475,000 79,998 40,000 2,594,998 Budget 2017-2018 10,000 150,000 300,000 460,000 460,000 Budget 2018-2019 10,000 10,000 10,000 Budget 2019-2020 10,000 200,000 210,000 210,000 Budget 2010-2021 10,000 1,750,000 1,760,000 1,760,000 Total Plan 104,000 49,000 500,000 300,000 2,086,000 300,000 200,000 1,950,000 5,489,000 79,998 79,998 5,648,996 Page 437 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2017-2021 Budget 2015-2016 Page 438 Stormwater Utility Spot Improvements Annual Phoenix Avenue Culvert Design Phoenix Avenue Culvert Construction 5 Points Rio Culvert Construction Fanning/Steve's Culvert Improvements Fanning/Lockett Culvert Construction Columbia Circle Shultz Creek Design Phase I Cottage and Elden Design Cottage and Elden Spruce Avenue Wash - Linda Vista Spruce Avenue Wash - Dortha Inlet Drainage Spot Improvement Rio De Flag Project Rio Parking Replacement Total Stormwater Utility Estimate 2015-2016 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Budget 2019-2020 Budget 2020-2021 Total Plan $ 75,000 30,000 40,000 20,000 512,700 300,000 42,887 20,000 2,131,966 1,200,000 75,000 20,382 18,083 20,000 76,708 20,000 432,164 950,000 75,000 75,000 230,000 9,618 171,917 435,992 300,000 42,887 250,000 1,860,361 - 75,000 200,000 - 75,000 200,000 - 75,000 200,000 - 75,000 200,000 - 450,000 75,000 230,000 30,000 190,000 20,000 512,700 300,000 42,887 20,000 250,000 200,000 200,000 400,000 2,292,525 950,000 $ 4,372,553 1,612,337 3,450,775 275,000 275,000 275,000 275,000 6,163,112 City of Flagstaff CITY OF FLAGSTAFF UN-FUNDED CAPITAL IMPROVEMENTS FY 2017- 2025 The following is a list of projects that currently do not have a funding source and therefore are unfunded City Capital projects at this time. This list is updated annually as changes in funding occur as well as changes in priorities for the City. (Revised 4/17/2016) GENERAL GOVERNMENT Police Department Radio Read Upgrades Metal Building on Commerce Site Dispatch Expansion Police Administration Facility Expansion Evidence/Property/Document Storage Facility $ TBD TBD TBD 2,650,000 2,500,000 5,150,000 Fire Department Signal Pre-emption Station 4 - Facility Replacement (Not Land) Station 6 and 10 - AC Unit Installations Station 7 - Planning and Engineering (JWP Area) Training Center Facility Improvements (Structure) Training Center Ground Improvements 965,000 2,750,000 50,000 TBD 1,500,000 800,000 6,065,000 Municipal Facilities Municipal Courts Facility Downtown Parking Garage City Hall Annex Records Storage Facility City Hall Main Entry Redesign 4,800,000 25,000,000 3,750,000 250,000 500,000 34,300,000 Total General Government 45,515,000 PUBLIC WORKS Streets Sunnyside Neighborhood Improvements 5,000,000 5,000,000 Parks Arroyo Park Improvements Buffalo Park Improvements Cheshire Park Improvements Christensen Park Development Clay Basin West Park Development Continental Regional Park Phase I Continental Regional Park Phase II Joel Montalvo Park Improvements Lake Mary Regional Park Development Annual Financial Plan 42,000 1,327,532 5,563,387 9,766,363 13,708,098 30,616,014 16,029,861 62,000 25,146,009 102,261,264 Page 439 City of Flagstaff CITY OF FLAGSTAFF UN-FUNDED CAPITAL IMPROVEMENTS FY 2017- 2025 Cemetery Cemetery Entrance at Lone Tree/Woodlands 706,520 706,520 Recreation Aquaplex Expansion - 25 Meter Competitive Lap Pool - 50 Meter Enclosed Tennis Courts/Hal Jensen Recreation Center Snow Play Area Girls Softball Facility Hal Jensen Recreation Center Expansion Second Sheet of Ice at Jay Lively Activity Center Special Events Facility/Venue Total Public Works 6,000,000 20,000,000 1,000,000 5,640,000 TBD TBD TBD TBD 32,640,000 140,607,784 TRANSPORTATION Priority 1 2 3 4 Fourth Street/I-40 Overpass and Roadway J. Wesley Powell Boulevard - Pine Canyon to South Fourth Street Yale/Plaza Way/Metz Walk Backage Road J. Wesley Powell Boulevard - Airport to Lake Mary Road Lone Tree Corridor 5 Route 66 to Butler Avenue 6 Pine Knoll to J Wesley Powell Boulevard 7 Sawmill to Pine Knoll 8 9 10 11 12 13 14 15 16 17 18 10,000,000 25,000,000 3,000,000 8,000,000 50,000,000 47,900,000 TBD Steve's Boulevard/Lakin Realignment Old Walnut Canyon Road Paving Milton Road Corridor Improvements (ADOT Partnership) Riordan Ranch Street Backage Road Beulah Boulevard - Airport T.I. to Lake Mary Road Woody Mountain Loop - Route 66 to I-17 I-17/Woody Mountain Road Traffic Interchange East Butler Avenue Extension to Section 20 Empire Avenue Extension to East Route 66 Ponderosa Parkway Extension (Route 66 to the North) Linda Vista Extension (Fanning to 89N) 1,550,000 1,700,000 13,000,000 2,000,000 14,000,000 28,000,000 23,300,000 15,000,000 10,700,000 TBD TBD 253,150,000 Total Transportation 253,150,000 ECONOMIC VITALITY Business Retention and Expansion APS Substation Infrastructure Extension Annual Financial Plan TBD Page 440 City of Flagstaff CITY OF FLAGSTAFF UN-FUNDED CAPITAL IMPROVEMENTS FY 2017- 2025 Airport Capital Airport Paid Parking Structure 8,000,000 Total Economic Vitality 8,000,000 URBAN TRAILS Bow and Arrow Trail - Lone Tree to Arizona Trail Downtown Underpass Linda Vista Trail - Linda Vista to Winifred Ranch Trail Santa Fe West Trail - Clay Avenue to Railroad Springs Santa Fe West Trail - Walnut to Rio Woodlands Trail - Route 66 to Santa Fe West Total Urban Trails 75,000 550,000 175,000 200,000 1,050,000 200,000 2,250,000 2,250,000 UTILITIES Water Lake Mary Water Plant (Div 47) Lake Mary WTP - Sludge Lagoons 1,000,000 Water Distribution (Div 51) North Reservoir Treatment Plant Woody Mountain Booster Station Main Tank Rehabilitation Christmas Tree Tank Rehabilitation Paradise Tank Rehabilitation Kinlani Booster Station Upgrade - FF AMR Meter Conversion - Fixed Base Network 1,136,400 412,100 2,400,000 1,000,000 500,000 631,100 1,730,000 Water Production (Div 52) Tuthill Well Tuthill Booster Red Gap Ranch Boring - Canyon Crossings Seg 1 Only Red Gap Ranch Boring - Canyon Crossings Seg 2 Only Red Gap Ranch Boring - Canyon Crossings Seg 3 Only Red Gap Ranch Pipeline 100% Design Red Gap Ranch Pipeline Construction 187,500 21,900 3,470,000 3,420,000 13,570,000 11,200,000 220,000,000 260,679,000 Wastewater Wastewater Treatment Improvements (Monitoring) (Div 57) Rio WRP - Blower Replacement Rio WRP - Back Up Electrical Generator Rio WRP - Filter Expansion, TF-1 Wildcat WWTP - Improve Baffling and Weirs Wildcat WWTP - Add Post Anoxic Zone Wildcat WWTP - Add Initial Anaerobic Zone Wildcat WWTP - Replace All Three Anoxic Mixers on IFAS Wildcat WWTP - Replacement Blowers for Primary Aeration Annual Financial Plan Page 441 1,400,000 400,000 550,000 480,000 2,152,000 1,440,000 140,000 75,000 City of Flagstaff CITY OF FLAGSTAFF UN-FUNDED CAPITAL IMPROVEMENTS FY 2017- 2025 Wildcat WWTP - Plant Influent Isolation Valve, Vault and Actuator Wildcat WWTP - Rebuild Jenbacher Engine on Co-gen Equipment Wildcat WWTP - Replace Activated Carbon for Odor Control Wildcat WWTP - Grease Odor Control Equipment Replacement Wildcat WWTP - Building Improvements (HVAC, Sprinklers, Roof) Wildcat WWTP - Heat Recovery System Pumps and Pipe Wildcat WWTP - Install UV System Design of WWTP Plant Expansion 5MG WWTP Plant Expansion Wastewater Collection/Reclaim Distribution (Div 58) Flagstaff Interceptor (Butler to CCC) Card Reader Replacement Reclaim System Improvements - 8" Bottleneck Reclaim Storage Continental Reclaim Line Replacement 275,000 260,000 140,000 450,000 250,000 310,000 TBD 9,600,000 80,000,000 97,922,000 5,600,000 150,000 1,400,000 2,000,000 2,000,000 11,150,000 Stormwater Priority 1 2 3 4 5 6 West Street Wash Switzer Canyon Wash Upper Reach Fanning Drive Wash Upper Reach Switzer Canyon Wash Lower Reach Zuni Drive Rio de Flag Flood Control Project 5,595,037 5,351,513 2,631,526 1,578,522 315,000 36,000,000 51,471,598 Total Utilities TOTAL UNFUNDED PROJECTS $ Annual Financial Plan Page 442 421,222,598 870,745,382 City of Flagstaff   . CE WEST FLAGSTAFF E AV LOCKETT RD. 24 20 5 1 MILTON RD. ER AVE . OAK MO SO S T. NCI F RA OU ST. BNS F Ra SOUTHSIDE HISTORIC DISTRICT T. EN S T. DE S ROU TE 6 6 ELD 25 VER  T. TO SEDONA NCI SO LER FRA 8 BUT FLAGSTAFF AIRPORT AVE . XS . JO HN W .P O W EL L ON  E. 6 21 AVE. LER OU  BL VD COTT AGE P ’S IKE B ENT M T. IKE  1 VisiFlagsta tor Cenff ter SAN RD. TON . MIL RD PULLIAM D R NIX A VE. 19 3 22 DAL T. BL VD L EL W O W .P HN JO Y AR M TO PHOENIX 9 PHOE  KE LA N Milton Rd. Underpass . 33 28 32 AVE . IZ S  . 66  SOUTH FLAGSTAFF 16 XS 10 E. ELM E AV AG E AV  LAKE MARY AND MORMON LAKE 33 11 SAN TA F ST. EN A 12 VE. LER SAN ASP  ZU T. HA VE. BEA VER S TR A BIRC ST. PAR K  O . DR NI IL AVE . ASS RRY ST. WO OD LA U 6 CHE . DR BEA VER LL NO EK EYS 27 PIN RY NT HISTORIC DOWNTOWN R PHR NE HUM D L L ON  17 E6 MANSION STATE . HISTORIC PARK C MC C 17 R OSA PKWY. SITY D R . 89A GH HI . VE RA TLE BU 40 15 LONE TREE RD. MEAD O W S ST F DE U N I V RIORDAN S VILLAGE ND B LV D . Y MOUNTAIN RD. OD O W RE THE ARBORETUM AT FLAGSTAFF DR. NT NE LA  O 40  66 18 7  UNIVERSITY DR. NORTHERN ARIZONA 29 UNIVERSITY Y CK LU 6 BUTLER AVE. 2 Fourth St. Overpass N TE 6 SAN BEA VER ST. FRA NCIS OS T. DOWNTOWN ROU PO N 66 D. NR HISTORIC ROUTE 66 HISTORIC A RD RIO BUS RO UT  HISTORIC Milton Rd. Underpass 40 23 O NIT O BO BIR CH AVE AS SAN PEN A . VE LOWELL TA F E AV . E. OBSERVATORY . DR HUM BEA PHREY VER S ST. ST. SAN FRA NCIS OS T. ON  EAST FLAGSTAFF . Flagstaff Medical Center 40 66 DR RD. RD. 31 14 NG T THORPE RD. 30 26 I TR US IND D AL HU NT I RPE NY ZER CA SWIT THO WALNUT CANYON NATIONAL MONUMENT R. ST FOREST AVE. ROUTE 66  180 R DA HISTORIC COUNTRY CLUB DR. MUSEUM OF NORTHERN ARIZONA 66 FANNING DR.  HISTORIC 89 . VD BL ARIZONA SNOWBOWL SUNSET CRATER VOLCANO AND WUPATKI NATIONAL MONUMENTS 13 LINDA VISTA DR. 4 ES EV  FOURTH ST. FLAGSTAFF NORDIC CENTER  WEST ST.  RD. LLEY VA RT FO GRAND CANYON NATIONAL PARK ARIZONA HISTORICAL SOCIETY PIONEER MUSEUM AND COCONINO CENTER FOR THE ARTS ilro ad  Copyright © 2016 Flagstaff Convention & Visitors Bureau « 1 2 3 4 5 6 7 8 FLAGSTAFF VISITOR CENTER Annual Financial Plan POINTS OF INTEREST FLAGSTAFF ATTRACTIONS Flagstaff Visitor Center and Amtrak Train Station* The Aquaplex Babbitt Brothers Building* Buffalo Park Bushmaster Park Coconino County Courthouse* Continental Country Club and Elden Hills Golf Course Flagstaff Airport 9 10 11 12 13 14 15 Flagstaff Chamber of Commerce Flagstaff City Hall Flagstaff Convention and Visitors Bureau Administration Office* Flagstaff Main Library Flagstaff Mall and The Marketplace Flagstaff Medical Center Flagstaff Police Department 16 17 18 19 20 21 22 23 24 25 Fort Tuthill County Park Foxglenn Park Greyhound Bus Depot Heritage Square Jay L. Lively Activity Center Historic 1890 Lumberyard* McMillan (Bank) Building* McMillan Mesa Park McPherson Park Hotel Monte Vista* Mountain View Park NAU Walkup Skydome Orpheum Theater* Sawmill County Park Thorpe Park Thorpe Park Softball Complex 32 Weatherford Hotel* 33 Wheeler Park 26 27 28 29 30 31 *Historic Downtown Landmark One E. Route 66, Flagstaff, AZ 86001 | 800.842.7293 | 928.213.2951 | visitorcenter@flagstaffaz.gov Open Monday-Saturday 8 a.m.-5 p.m., Sunday 9 a.m.-4 p.m. Closed Thanksgiving, Christmas and New Year’s Day. flagstaffarizona.org rev 6/16 Page 443 City of Flagstaff 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 66 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 nation’s centennial. At nearly 7,000 feet, Flagstaff is also one of the highest elevation cities in the United States. The city is a yearround mecca for visitors and many Arizonans maintain second homes here. 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. 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. 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 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-six degrees less than Phoenix, and are punctuated with afternoon rain showers in July and August. The winter brings an average annual snowfall of 89.1 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. averages 288 days without Flagstaff precipitation each year, so it is not surprising that our residents love the great outdoors, and the mild climate encourages year-round outdoor activities. Annual Financial Plan Climate Average Temperature Month Average Daily Max. Daily Min. Precipitation January February March April May June July August September October November December 42.2 44.8 50.2 58.5 68.0 78.0 81.6 79.1 73.5 63.4 51.6 43.4 15.3 18.0 22.4 28.0 34.3 41.8 50.9 49.8 41.9 31.5 22.5 16.6 2.07 2.01 2.03 1.25 0.62 0.44 2.47 2.73 1.91 1.49 1.60 2.03 (Average) 61.2 31.1 20.65 Source: Western Regional Climate Center (Jan 1893 - Jan 2015) Page 444 City of Flagstaff 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 4,600,000 visitors a year. In addition, the City houses Northern Arizona University (NAU) and other scientific and high tech research and development industries. Population Flagstaff Coconino County Arizona 2000 52,894 116,320 5,130,632 2010 65,870 134,421 6,392,017 2015 70,320 141,602 6,758,251 Sources: Arizona Department of Administration and U.S. Census Bureau Northern Arizona University, the largest employer in the City, has a major economic impact annually. It is the home of over 29,000 students in their 151 degree programs. In addition, NAU’s year-round use of its campus facilities draws in tourists from throughout the world. Campus activities include a multitude of music, educational and athletic camps, as well as a broad variety of conferences from across the nation. Five business and industrial parks are situated with excellent access to the interstates (I-40 and I-17). One additional site resides within fifteen miles of the City limits. Major manufacturers include W.L. Gore and Associates (of Gortex renown), manufacturer of medical equipment; Nestle Purina Petcare Products, manufacturer of pet food; SCA Tissue, manufacturer of tissue paper; and Joy Cone, manufacturer of ice cream cones. Total sales generated by Flagstaff businesses reached $1.9 billion in FY 2016. Tourism is a year-round industry attracting skiers in the winter, vacationers in the summer and sightseers viewing the aspens turning gold in the fall. Non-city residents provide an estimated 50% of the sales tax revenues. The City has 607 licensed businesses generating Bed, Board and Beverage (BBB) tax revenues (an additional 2% sales tax from restaurants/bars and hotels/motels). Growth Indicators Business Licenses Sales Primary Net Assessed Value June 2016 Business Licenses Telecom Publishing Job Printing Restaurants/Bars Amusements Commercial Rental TPP Rental Contracting Retail Advertising Hotel/Motel Franchise Miscellaneous Service Related Total Licenses 220 46 46 406 52 711 573 1,939 4,294 57 201 129 19 1,584 10,277 Source: City of Flagstaff, Tax, Licensing and Revenue Division 2000 5,440 1,238,195,104 2010 9,762 1,787,828,409 2016 10,277 1,867,420,473 399,244,815 813,239,868 702,767,941 Sources: AZ Department of Revenue; City of Flagstaff Annual Financial Plan Page 445 City of Flagstaff Major private employers in the Flagstaff area include Flagstaff Medical Center, W. L. Gore and Associates, Grand Canyon Railway, SCA Tissue, Joy Cone and Nestle Purina. Major public employers in the Flagstaff area include Northern Arizona University, Flagstaff Unified School District, Coconino County, City of Flagstaff, Coconino Community College and the U.S. Forest Service. Labor Force Data (Annual Average) Civilian Labor Force Unemployed Unemployment Rate 2000 34,589 1,582 4.5% 2010 76,599 6,819 8.9% 2015* 71,501 4,723 6.6% Source: Bureau of Labor Statistics, *Dec 2015 Education Flagstaff Unified School District #1 includes ten elementary schools, two middle schools, two alternative schools, one magnet school and three high schools. In addition to the public school system, there are nine charter schools. These schools provide educational opportunities for children kindergarten thru high school and specialize in everything from specific learning styles to programs focused on the arts. Coconino County Community College offers 31 associate degrees and 21 certificate programs, as well as continuing education courses and special programs for small businesses. In the fall of 2015, enrollment was more than 4,500 students. 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 2015, NAU offered 91 Bachelor, 49 Master, and 11 Doctorate along with 46 Undergraduate and 25 Graduate certificates. Top enrollment for its 29,031 students (21,107 of which were enrolled at the Flagstaff campus) are Elementary Education, Biology, Biomedical Science, Hotel and Restaurant Management, and Criminology and Criminal Justice. Cultural Opportunities and Scenic Attractions Flagstaff serves as the cultural hub of Northern Arizona. Since arts and cultural activities enhance the quality of life and have an economic impact, the City supports these endeavors. Funding support for these activities come from the Lodging, Restaurant and Lounge tax (Flagstaff Cultural Partners disburses these funds) and the General Fund. Throughout the year, there are art shows, festivals, live theater performances, and Native American arts and crafts exhibits to satisfy the most ardent enthusiast. The Flagstaff Symphony Orchestra (FSO) is a non-profit corporation dedicated to bringing world-class musical performances to their audiences, and to providing innovative programs in music education for youth across northern Arizona. The FSO conducts six concerts from September through April form the core of the Symphony's season, with additional Young People's Concerts for children in the Flagstaff Unified School District, and a Lollipop concert in December for families with young children. Regular concerts are held in the 1,500-seat Ardrey Auditorium on the campus of Northern Arizona University. Lowell Observatory was founded in 1894 by Boston mathematician Percival Lowell and is best known for the discovery of Pluto. Lowell Observatory is also where astronomer V.M. Slipher gathered the first evidence that the universe is expanding. The Observatory is home to the Discovery Channel Telescope, which had its first light images in April of 2012. Lowell also maintains a vigorous education and outreach program, headquartered in the Steele Visitor Center on Mars Hill. Each year, about 85,000 people visit the Observatory to learn about astronomy by participating in multimedia programs, private and school programs, special events and other educational activities. The Observatory offers daily-guided tours and evening programs. Annual Financial Plan Page 446 City of Flagstaff The Museum of Northern Arizona offers permanent and changing exhibits in anthropology, biology, geology and fine art of the Colorado Plateau. In addition, four festivals that 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. The Coconino Center for the Arts, operated by the Flagstaff Cultural Partners, serves as the cultural center of the Flagstaff community. The 4,000 square foot gallery features diverse rotating exhibitions showcasing local and regional artists, craftspeople and Flagstaff students. Contemporary fine crafts, western art and special science programs are also held throughout the year. The intimate 200-seat theater offers musical concerts, readings, theater performances and other presentations. The Pepsi Amphitheater at Fort Tuthill County Park features outdoor concerts and dance performances from May through September. The events feature local and regional artists, as well as nationally and internationally acclaimed artists. 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. Community Facilities Flagstaff offers a wide range of community and cultural facilities, including: City Recreational Facilities: Basketball Courts BMX Facility Disc Golf Course Horseshoe Courts Ice Rink/Activity Center Off Leash Areas - Bark Parks Parks - Developed Parks - Undeveloped Playgrounds Racquetball Courts Ramada's Recreation Centers Recreation Center - Swimming Pool Skate Tracks Soccer Fields Softball/Baseball Fields Tennis Courts Volleyball Courts Outdoor Roller/Hockey Rink 19 1 2 10 1 2 23 5 20 4 16 3 1 2 4 17 17 5 1 Other Facilities: Arboretum Art Galleries Bowling Alleys Fairgrounds/Race Track Libraries Movie Screens Museums Outdoor Amphitheater Observatories Ski Resort/Nordic Center Swimming Pools* Symphony Orchestra 1 13 1 1 3 12 5 2 3 2 2 1 *Owned by schools Transportation Flagstaff is a major crossroad 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. Annual Financial Plan Page 447 City of Flagstaff Approximate Drive Times from Flagstaff: Grand Canyon, AZ 1 1/4 Hours Lake Powell, AZ 2 1/2 Hours Nogales, AZ 4 3/4 Hours Phoenix, AZ 2 1/4 Hours Sedona, AZ 3/4 Hour Tucson, AZ 4 Hours Albuquerque, NM 4 3/4 Hours El Paso, TX 8 1/4 Hours Las Vegas, NV 4 Hours Los Angeles, CA 7 Hours 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 shuttle and taxicab companies. 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. Additionally, the City is committed to the development of a non-motorized urban trail (FUTS), which will interconnect all areas of the City when completed and will serve as an important transportation element, as well as a recreation amenity. The Flagstaff Regional Land Use and Transportation Plan shows an estimated 130 miles of FUTS. The City has completed approximately 55 miles to date. 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 scans and more. Close to 200 physicians are on active staff at the hospital, representing approximately 50 medical specialties. Recreation The City is surrounded within and without by coniferous forests, which allow for an array of outdoor sports, camping and backpacking opportunities. Downhill skiers enjoy 40 runs down the San Francisco Peaks, just 14 miles from downtown Flagstaff. Groomed trails at the Flagstaff 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. 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. 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. Annual Financial Plan Page 448 City of Flagstaff Sustainability and Environmental Focus Flagstaff citizens realize that the quality of life enjoyed in this mountain community is intricately related to the social well-being of current and future citizens, a vibrant economy and a self-renewing, healthy environment. As a result, the City of Flagstaff’s Sustainability and Environmental Management Section (SEMS) works to preserve and enhance the community and natural environment by implementing resource conservation and sustainability through projects, leadership and education. The Sustainability Program develops and implements policies, projects and programming directly related to municipal and community-wide sustainability. Building on the principles of economic, environmental, organizational and social consideration, programming provides critical resources to the Flagstaff community and municipal organization. Programming supports energy efficiency, renewable energy, fleet management, recycling, composting, open space acquisition and management, community agriculture and climate resiliency and preparedness. Environmental management ensures that the municipal organization is within compliance of environmental regulations and provides the safe disposal of residential and small business hazardous wastes utilizing the Hazardous Products Center (HPC) at the Cinder Lake Landfill. Programming also achieves environmental compliance within the city for asbestos, due diligence for property acquisitions, lead-based paint, indoor air quality, mold and industrial stormwater discharge permits. This includes not only performing smaller projects utilizing trained and certified city staff, but also the management of larger projects. Environmental Management staff also provides required annual asbestos and stormwater training to city staff. Water conservation programs include a reclaimed water treatment plant and related distribution lines to transport water to large irrigation water users, rebates and incentives, development of xeriscape demonstration gardens and a year round water use policy that restricts the times and days outside irrigation is allowed. Rebates are offered for qualifying high efficiency toilets, efficient washing machines, hot water re-circulators and turf removal/xeriscape projects. Additionally, an AZ Project WET Water Festival occurs in October for all Flagstaff area 4th grade school children. Making the most efficient use of the water we already have means we do not have to find additional sources of water as often. City of Flagstaff, Arizona Principal Property Taxpayers Tax Year 2015 Taxpayer Arizona Public Service Company W L Gore and Associates, Inc. Nestle Purina Petcare Company Wal-Mart Stores, Inc. Qwest Corporation Little America Hotels and Resorts Inc Flagstaff Mall SPE LLC Unisource Energy Corporation BNSF Railway Company Walgreens Arizona Drug Co * Type of Business Utility Manufacturer Distribution/Retail Shopping Center Utility Shopping Center Railroad Utility Distribution Real Estate Total Principal Taxpayers * Closed Flagstaff Operations in April 2015 Annual Financial Plan Total Assessed Valuation As a Percentage of the City's Total Secondary Assessed Valuation $ 18,056,955 13,856,962 4,001,669 3,467,133 3,409,362 3,338,504 2,986,867 2,583,775 2,394,644 2,369,114 2.53% 1.94% 0.56% 0.49% 0.48% 0.47% 0.42% 0.36% 0.34% 0.33% $ 56,464,985 7.92% Source: Coconino County Assessor Page 449 City of Flagstaff City of Flagstaff, Arizona Property Tax Rates Direct and Overlapping Governments Last Ten Fiscal Years Fiscal Year 2007 School District City $ Community College County Total 1.5929 5.9009 0.5269 0.7521 8.7728 2008 1.5519 4.7713 0.4865 0.7588 7.5685 2009 1.5519 4.8334 0.4643 0.7603 7.6099 2010 1.4913 3.8860 0.4267 0.7244 6.5284 2011 1.4845 4.6772 0.4308 0.7245 7.3170 2012 1.5283 4.9458 0.4734 0.7656 7.7131 2013 1.5497 4.8712 0.4927 0.7847 7.6983 2014 1.6795 5.1939 0.5879 0.9022 8.3635 2015 1.6784 5.1867 0.6056 0.9022 9.2931 2016 1.6784 5.1867 0.6056 0.9022 9.2931 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 2007 1.0000 2008 City Transportation Tax County Sales Tax State Sales Tax Total 0.6010 2.0000 1.1250 5.6000 10.3260 1.0000 0.6010 2.0000 1.1250 5.6000 10.3260 2009 1.0000 0.7210 2.0000 1.1250 5.6000 10.4460 2010 1.0000 0.7210 2.0000 1.1250 6.6000 11.4460 2011 1.0000 0.7210 2.0000 1.1250 6.6000 11.4460 2012 1.0000 0.7210 2.0000 1.1250 6.6000 11.4460 2013 1.0000 0.7210 2.0000 1.1250 5.6000 10.4460 2014 1.0000 0.7210 2.0000 1.1250 5.6000 10.4460 2015 1.3300 0.7210 2.0000 1.3000 5.6000 10.9510 2016 1.3300 0.7210 2.0000 1.3000 5.6000 10.9510 Annual Financial Plan % City BBB Tax Page 450 City of Flagstaff City of Flagstaff, Arizona Miscellaneous Statistics Date of Incorporation May 26, 1894 Elections Last Municipal Election November 2014 Number of Registered Voters Number of Votes Cast % of Registered Voters that Voted Last Special Election May 2015 Number of Registered Voters Number of Votes Cast % of Registered Voters that Voted Date Charter Adopted October 3, 1958 Date of Latest Charter Amendment February 5, 2016 Form of Government Council, City Manager Parks and Recreation Number of Developed Parks Number of Un-developed Parks Park Acreage Flagstaff Urban Trail System - Miles Area - Square Miles 65.83 Infrastructure as of June 30, 2016 Miles of Streets Miles of Alleys Miles of Sidewalks Miles of Waterlines Miles of Reclaim Waterlines Miles of Sewer Storm Sanitary Number of Street Lights Number of Fire Hydrants Number of Reclaim Hydrants Number of Manholes Employees as of June 30, 2016 Merit System Exempt Temporary Elected Officials Total Payroll for the Year Ending 2016: $ Fire Protection Number of Stations Number of Employees (FTE) FY 2016 Police Protection Number of Employees (FTE) FY 2017 Number of Employees (FTE) FY 2016 Number of Calls for Service 12/31/2015 Avg. 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 664.00 13.69 166.00 434.94 25.80 91.30 275.84 3,466 3,254 14 7,493 536 183 250 7 45,867,723 6 88.00 167 167 46,013 32.0 39 477 1 132 12 61 36 Page 451 31,805 17,344 54.53% 29,409 4,604 15.66% 23 5 741.00 59.00 Number of Other Facilities: Basketball Courts BMX Facility Disc Golf Course Horseshoe Courts Ice Rink/Activity Center Off Leash Areas - Bark Parks Playgrounds Racquetball Courts Ramada's Recreation Centers Skate Tracks Soccer Fields Softball/Baseball Fields Swimming Pools Tennis Courts Volleyball Courts Outdoor Roller/Hockey Rink 19 1 2 10 1 2 20 4 16 4 2 4 17 1 17 5 1 Education Number of Schools: Public Elementary Public Middle School Public High School Private Schools Magnet Schools Charter Schools Community College (Coconino) University (Northern Arizona) 10 2 3 3 1 10 1 1 Number of Students (Fall 2015): Flagstaff Unified School District Charter Northern Arizona University Flagstaff Campus All Locations Coconino Community College Full-Time Part-Time 9,844 3,147 21,107 29,031 1,405 2,989 City of Flagstaff City of Flagstaff, Arizona Miscellaneous Statistics Sales Tax Sales Last 10 Fiscal Years: 2016 2015 2014 2013* 2012 2011 2010 2009 2008 2007 $ 1,867,420,473 1,933,385,777 2,061,700,450 1,865,322,500 1,980,692,207 1,843,603,506 1,787,828,409 1,884,139,784 2,043,103,670 1,896,091,014 Total Sales Tax Revenue (All Categories) Fiscal Year 2016 $ 18,674,205 *Beginning in FY13, the City changed its Gross Income calculations for retail sales due to internal sales tax reporting changes/re-categorizations Utility Enterprise Total Active Accounts on June 30, 2016 Water Single Family Average Gallons/Household/Month Plants Capacity (Million Gallons per Day): Lake Mary Water Treatment Plant Reservoir Filtration Plant Wildcat Hill Plant Rio de Flag Reclaim Plant Number of Facilities: Wells Reservoirs Reclaimed Reservoirs 20,717 3,901 8 2 6 4 26 9 1 Population Census Population Count 2015** 2014** 2013** 2012** 2011** 2010 2009** 2008** 2005** 2000 1995* 1990 1985* 1980 *Special Census ** Estimate Source: AZ Dept of Economic Security 70,643 69,391 67,502 66,322 65,985 65,870 64,581 63,867 61,185 52,894 52,701 45,854 38,247 34,743 2010 Census Information Age Distribution of Population for Urbanized Areas Only 1-5 Years 6-17 Years 18-64 Years 65+ Years Number of Housing Units Average Persons per Housing Unit Average Family Size Median Household Income Per Capita Income (2000) 4,018 9,551 48,085 4,216 65,870 $ $ 26,254 2.55 3.14 49,471 22,959 2010 Census information available at the following websites: http://quickfacts.census.gov/qfd/states/04/0423620.html http://www.de.state.az.us/links/economic/webpage/index.html Annual Financial Plan Page 452 City of Flagstaff City of Flagstaff, Arizona Bonded Debt Interest/Coupon Rate by Issue and Year Fiscal Year 2006 GO Fire, FUTS, Aquatic/Multi 2003 Revenue 4th Street 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 5.250 5.250 5.250 5.250 - Fiscal Year 2011 GO Projects Parks, Water 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2.000 3.500 3.500 2.750 - Annual Financial Plan % 4.375 4.500 4.500 4.125 4.125 4.000 3.250 - 2012 4th Street Revenue Partial Refunding % 4.000 4.000 3.500 3.750 - 2007 Special Assessment Sawmill 2009 Certificates of Participation Street Overlay & Fire Equipment 2009 Certificates of Participation Street Overlay & Fire Equipment 2010 A Revenue Infrastructure 3.300 3.500 3.750 4.000 - 3.300 3.500 3.750 4.000 - 4.182 4.402 4.502 4.602 5.215 5.480 - 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 2013 GO Projects 2014 A GO Projects 1.625 1.750 2.000 3.000 2.000 4.000 4.000 4.000 4.000 3.000 3.000 3.000 - Page 453 1.500 1.500 1.750 2.000 2.000 2.250 4.000 5.000 3.000 3.000 4.500 4.500 4.500 4.000 4.000 4.000 4.000 4.000 4.000 2011 NAU-Public Safety Communications 2.400 2.400 2.400 2.400 2.400 - 2014 B GO Refunding 3.00/4.00 4.000 5.000 5.000 - City of Flagstaff City of Flagstaff, Arizona Bonded Debt Interest/Coupon Rate by Issue and Year Fiscal Year 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 Fiscal Year 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2003 Revenue 4th Street 5.250 % 5.250 5.250 5.250 - 2011 G.O. Projects Parks, Water 2.000 % 3.500 3.500 2.750 - Annual Financial Plan 2006 G.O. Fire, FUTS, Aquatic/Multi 4.375 4.500 4.500 4.125 4.125 4.000 3.250 - 2012 4th Street Revenue Partial Refunding 4.000 4.000 3.500 3.750 - 2007 Special Assessment Sawmill 2009 Certificates of Participation Street Overlay & Fire Equipment 2009 Certificates of Participation Street Overlay & Fire Equipment 3.300 3.500 3.750 4.000 - 3.300 3.500 3.750 4.000 - 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 2013 G.O. Projects 2014 A G.O. Projects 1.625 1.750 2.000 3.000 2.000 4.000 4.000 4.000 4.000 3.000 3.000 3.000 - Page 454 1.500 1.500 1.750 2.000 2.000 2.250 4.000 5.000 3.000 3.000 4.500 4.500 4.500 4.000 4.000 4.000 4.000 4.000 4.000 2010 A Revenue Infrastructure 4.182 4.402 4.502 4.602 5.215 5.480 - 2011 NAU-Public Safety Communications 2.400 2.400 2.400 2.400 2.400 - 2014 B G.O. Refunding 3.00/4.00 4.000 5.000 5.000 - 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 Population (1) 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 61,453 63,489 63,867 64,581 65,870 65,985 66,322 67,502 69,391 70,320 Full Cash Value (2) Gross Bonded Debt Less Current Portion Net Bonded Debt Percent of Net Bonded Debt to Assessed Value $ 556,680,587 624,199,899 750,538,367 878,781,823 916,341,717 864,039,469 791,371,939 765,276,651 661,062,990 670,696,280 $ 49,169,726 44,540,000 39,865,000 35,105,000 31,555,000 46,366,115 41,573,736 55,092,587 50,360,657 45,192,672 $ 4,629,726 4,675,000 4,760,000 3,550,000 3,710,000 4,592,484 4,254,028 4,731,930 5,167,985 5,509,319 $ 44,540,000 39,865,000 35,105,000 31,555,000 27,845,000 41,773,631 37,319,708 50,360,657 45,192,672 39,683,353 8% 6% 5% 4% 3% 5% 5% 7% 7% 6% Net Bonded Debt Per Capita $ 724.78 627.90 549.66 488.61 422.73 633.08 562.70 746.06 651.28 564.33 (1) Arizona Department of Economic Security projected population increases except 2010, which are official census figures. (2) From County Assessors Office. City of Flagstaff, Arizona Total Bonds Payable Last Five Fiscal Years General Obligation Revenue Other Special Assessment Total Bonds Payable 2012 46,366,115 21,758,785 9,595,000 18,130,000 $ 95,849,900 $ 2013 41,573,736 19,587,483 7,285,000 11,362,000 79,808,219 2014 55,092,587 19,129,606 4,415,000 8,605,000 87,242,193 2015 50,360,657 17,959,743 3,530,000 6,705,000 78,555,400 2016 45,192,672 15,672,468 2,170,000 2,215,000 65,250,140 $ 100,000,000 $ 80,000,000 Special Assessment $ 60,000,000 Other Revenue $ 40,000,000 General Obligation $ 20,000,000 $2012 Annual Financial Plan 2013 2014 Page 455 2015 2016 City of Flagstaff City of Flagstaff, Arizona United States Consumer Price Index 10-Year Historical Trend - June Versus June Non-Seasonally Adjusted 2007 June 208.4 Percent Change 4.3% 2008 218.8 5.0% 2009 2010 215.7 -1.4% 2011 218.0 1.1% 2012 225.7 3.5% 2013 229.5 2014 233.5 1.7% 2015 238.3 1.7% 238.6 2.1% 2016 240.2 0.1% 0.7% CONSUMER PRICE INDEX 10 YEAR HISTORICAL TREND - JUNE 260.0 240.0 220.0 200.0 180.0 160.0 140.0 120.0 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2015 2016 CONSUMER PRICE INDEX 10 YEAR HISTORICAL TREND - PERCENT CHANGE 6.0% 5.0% 4.0% 3.0% 2.0% 1.0% 0.0% 2007 2008 2009 2010 2011 2012 2013 2014 -1.0% -2.0% Source: Tax, Licensing, and Revenue Section Annual Financial Plan Page 456 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION CITY MANAGER Administrative Specialist Assistant to City Manager Communication Manager Real Estate Manager City Clerk City Manager City Records Coordinator Deputy City Clerk Deputy City Manager Executive Assistant Intern (Temp) Total CAPITAL IMPROVEMENTS Capital Improvements Engineer Project Manager Total HUMAN RESOURCES Administrative Assistant Administrative Specialist Division Director Human Resources Analyst Human Resources Benefit Specialist Human Resources Generalist Human Resources Manager Human Resources Recruiter Human Resources Supervisor Total RISK MANAGEMENT Risk Management Director Risk Management Specialist Total CITY ATTORNEY Administrative Assistant Administrative Specialist Administrative Specialist Leadworker Assistant City Attorney City Attorney City Prosecutor Deputy City Attorney Legal Assistant Senior Assistant City Attorney Total INFORMATION TECHNOLOGY Division Director IT Administrator IT Analyst IT Manager IT Services Supervisor IT Specialist IT Technician Total Annual Financial Plan 2012-2013 2013-2014 2014-2015 2015-2016 Add/Delete 2016-2017 Adopted 2016-2017 0 0 1 1 1 1 1 1 2 2 0.25 10.25 1 0 1 1 1 1 1 1 2 2 0.25 11.25 1 1 1 1 1 1 1 1 2 1 0.25 11.25 1 1 1 1 1 1 1 1 2 1 0.25 11.25 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 1 1 2 1 0.25 11.25 1 6 7 1 6 7 1 7 8 1 7 8 0 0 0 1 7 8 1 1 1 1.75 1 2 0 0 0 7.75 0 1 1 2.75 0 1 0 1 1 7.75 0 1 1 2.75 0 1 0 1 1 7.75 0 1 1 3 0 1 1 1 1 9 0 0 0 0 0 0 0 0 0 0 0 1 1 3 0 1 1 1 1 9 1 1 2 1 1 2 1 1 2 1 1 2 0 0 0 1 1 2 1.75 2 0 3 1 1 1 1 3 13.75 1.75 2 0 3 1 1 1 1 3 13.75 3 0 1 3 1 1 1 1 3 14 3 0 1 3 1 1 1 1 4 15 0 0 0 0 0 0 0 0 0 0 3 0 1 3 1 1 1 1 4 15 1 3 3 2 1 1 2 13 1 2 4 2 1 2 1 13 1 2 3 4 0 2 2 14 1 2 3 4 0 2 2 14 0 1 0 0 0 0 0 1 1 3 3 4 0 2 2 15 Page 457 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2012-2013 2013-2014 2014-2015 2015-2016 Add/Delete 2016-2017 Adopted 2016-2017 MANAGEMENT SERVICES Division Director Financial Systems Analyst Total 1 1 2 1 1 2 1 1 2 1 1 2 0 0 0 1 1 2 PURCHASING Administrative Specialist Contract Specialist Purchasing Director Procurement Specialist Warehouse Specialist Total 1 0 1 3 1 6 1 0 1 3 1 6 1 0 1 3 1 6 1 0 1 3 1 6 0 1 0 0 0 1 1 1 1 3 1 7 5 2 1 1 2 1 1 2.25 1 1 1 18.25 5 2 1 1 2 1 1 2.25 1 1 1 18.25 4 1 1 2 2 1 1 3.25 1 1 1 18.25 0 4.75 1 2 1.75 1 1 3.25 1 1 1 17.75 0 0 0 0 0 0 0 -1 1 0 0 0 0 4.75 1 2 1.75 1 1 2.25 2 1 1 17.75 FINANCE Accountant Accounts Specialist Finance Clerk Finance Director Finance Manager Finance Specialist Grants Specialist Grants Manager Payroll Assistant Payroll Manager Payroll Specialist Total 3 1 1 1 2 0 1 1 1 1 0 12 3 1 1 1 2 0 1 1 1 1 0 12 3 1 1 1 2 0 1 1 0 1 1 12 4 1 1 1 2 1 1 1 0 1 1 14 0 0 0 0 0 0 0 0 0 0 1 1 4 1 1 1 2 1 1 1 0 1 2 15 COMMUNITY DEVELOPMENT ADMINISTRATION Administrative Specialist Administrative Specialist Leadworker Division Director Total 1 0 1 2 1 0 1 2 0 1 1 2 0 1 1 2 0 0 0 0 0 1 1 2 SECTION REVENUE Administrative Assistant Administrative Specialist Auditor II Billing Specialist Collections Specialist Customer Services Manager Meter Technician Supervisor Meter Technician Meter Technician II Revenue Director Tax Licensing and Revenue Manager Total Annual Financial Plan Page 458 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2012-2013 2013-2014 2014-2015 2015-2016 Add/Delete 2016-2017 Adopted 2016-2017 1 0 5 1 2 Transfer Transfer 1 0 1 1 1 1 Transfer 1 1 3 1 0 1 1 22 1 1 5 1 2 1 1 1 1 1 1 1 1 0 1 0 4 1 Transfer 0 0 24 1 1 5 1 3 1 1 1 1 1 1 1 1 0 1 0 4 1 0.48 0 0 25.48 1 1 5 1 3 1 1 1 1 1 1 1 1 0 1 0 4 1 0.48 0 0 25.48 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 6 1 3 1 1 1 1 1 1 1 1 0 1 0 4 1 Transfer 0 0 26 1 1 1 0 1 0 3 1 1 0.5 2 4.7 0 1 17.2 1 1 1 0 1 0 3 1 1 0.5 2 5 0 1 17.5 1 0 1 4 1 1 0 1 0 0.5 0 5 1 1 16.5 1 0 1 4 1 1 0 1 0 0.5 0 6 1 1 17.5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 1 4 1 1 0 1 0 0.5 0 6 1 1 17.5 COMMUNITY INVESTMENT Administrative Specialist Administrative Specialist Leadworker Community Design and Redevelopment Manager Community Design and Redevel. Project Admin Community Investment Director Division Director Manager of Enhanced Services Dist Total 0 1 1 1 0 1 1 5 0 1 1 1 0 1 0 4 0 1 1 1 0 1 0 4 1 0 1 1 1 1 0 5 0 0 0 0 0 0 0 0 1 0 1 1 1 1 0 5 HOUSING Administrative Specialist Community Housing/Neighborhood Planner Deputy Housing Director Homeownership Program Manager Housing and Grants Administrator (Grant Fund) Housing Analyst Housing Manager Housing Rehab Specialist Housing Specialist Permanent Afford Administrative (Grant Fund) Total 1 1 0 0 1 0 1 0 0 1 5 0 0 1 1 1 0 0 1 1 0 5 0 0 1 1 1 0 0 1 1 0 5 0 0 0 0 1 1 1 1 1 0 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 0 5 SECTION PLANNING AND DEVELOPMENT Administrative Specialist Associate Planner Building Inspector Building Official Building Plans Examiner Code Compliance Officer I Code Compliance Officer II Code Compliance Manager Comprehensive Planning and Code Administrator Comprehensive Planning Manager Current Planning Manager Development Services Specialist Development Services Supervisor Environmental Code Technician Inspection Supervisor Neighborhood Planner Planning Development Manager Planning Director Volunteer Coordinator Zoning Code Administrator Zoning Code Manager Total ENGINEERING Administrative Specialist Assistant City Engineer City Engineer Construction Inspector Construction Manager Development Engineer Engineering Inspector Engineering Specialist Inspection Supervisor Intern Materials Technician I Project Manager Senior Construction Inspector Traffic Engineer Total Annual Financial Plan Page 459 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION FIRE OPERATIONS Administrative Specialist Deputy Fire Chief Division Director Fire Battalion Chief Fire Captain Fire Engineer Fire Fighter Fire EMT Fire Inspector Fire Marshall Fire Paramedic - Civilian Training Coordinator FWPP Operations Specialist Wildland Fire Manager Wildland Fire Supervisor Wildland Fire Firewise Specialist Total 2012-2013 2013-2014 2014-2015 2015-2016 Add/Delete 2016-2017 Adopted 2016-2017 2 1 1 3 21 21 31 0 1 1 0 0 0 2 1 1 3 21 21 30 1 1 1 0 0 0 2 1 1 4 21 21 30 1 1 0 0 1 1 2 1 1 4 21 21 30 2 1 0 0 1 1 0 0 0 0 0 0 0 -1 1 0 1 0 0 1 1 1 1 0 1 1 85 1 1 85 1 1 87 1 1 88 0 0 1 2 1 1 4 21 21 30 1 2 0 1 1 1 1 1 1 89 POLICE OPERATIONS Administrative Specialist Animal Control Officer Deputy Police Chief Dispatch Call Taker Division Director Evidence Technician Parking Control Officer Police 911 Coordinator Police Communications Manager Police Corporal/Detective Police Crime Analyst Police Emergency Communication Specialist Police Emergency Communication Specialist Sup. Police Lieutenant Police Officer Police Records Supervisor Police Sergeant Police Special Services Supervisor Police Support Services Manager Property Control Coordinator Police Training Coordinator (Officer) Total 13 1 2 2 1 2 1 0 1 19 0 23 5 4 65 1 12 1 1 1 0 155 13 1 2 2 1 2 1 0 1 19 0 23 5 4 62 1 12 1 1 1 1 153 13 1 2 2 1 2 1 1 1 19 1 22 5 4 65 1 14 1 1 1 1 159 13 1 2 2 1 2 1 1 1 19 1 22 5 4 65 1 14 1 1 1 1 159 0 1 0 0 0 0 -1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 13 2 2 2 1 2 0 1 1 19 1 22 5 4 68 1 14 1 1 1 1 162 POLICE GRANTS Administrative Specialist Police Officer Police Sergeant Total 1 14 1 16 1 14 1 16 1 8 1 10 1 6 1 8 0 0 0 0 1 3 1 5 PUBLIC WORKS ADMINISTRATION Division Director Project Manager Total 1 1 2 1 1 2 1 1 2 1 1 2 0 0 0 1 1 2 PARKS Maintenance Worker - Temps Maintenance Worker Maintenance Worker Leadworkers Public Works Manager Public Works Supervisors Total 4.69 21 2 1 0 28.69 7.91 21 2 1 0 31.91 7.67 20 0 1 3 31.67 7.67 21 0 1 4 33.67 0 0 0 0 0 0 7.67 22 0 1 4 34.67 Annual Financial Plan Page 460 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2012-2013 2013-2014 2014-2015 2015-2016 Add/Delete 2016-2017 Adopted 2016-2017 FLEET MANAGEMENT Buyer Fleet Services Specialist Mechanic I Mechanic II Mechanic Leadworker Public Works Manager Public Works Supervisor Welder Technician Total 1 1 3 4 2 1 0 1 13 1 1 2 4 2 1 0 1 12 1 1 2 4 2 1 0 1 12 1 1 2 4 1 1 1 1 12 0 0 0 0 0 0 0 0 0 1 1 2 4 1 1 1 1 12 FACILITIES MAINTENANCE Facility Maintenance Manager Facilities Maintenance Superintendent Maintenance Worker Total 1 1 9 11 1 1 9 11 1 1 9 11 1 1 9.5 11.5 0 0 0 0 1 1 9.5 11.5 1 1 1 0.25 1 1 0 0.25 0.5 9 1 0 6 35.08 0 53.83 1 1 0 0.25 0.5 9 1 0 6 37.71 0 56.46 0 0 0 0 0 0 0 0 0 0.56 0 0.56 1 0 0 0.25 0.5 9 1 1 6 38.27 0 57.02 2 0 1 0.8 1 1 8.25 0 1 2 1 1 1 1 1 1.3 2 25.35 2 0 2 0.8 1 1 8.25 0 1 2 1 1 1 1 1 1.3 2 26.35 0 1 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 3 2 1 3 0.8 2 1 8.25 0 1 2 1 1 1 1 1 1.3 2 29.35 SECTION RECREATION Administrative Assistant Administrative Specialist Division Director Intern Recreation Program Assistant Recreation Program Coordinator Recreation Services Director Recreation Specialist Recreation Supervisor Recreation Temporaries Recreation Temporaries (Grant Funded) Total 9.5 1 0 6 36.15 0.29 56.19 1 1 0 0.25 0.5 9 1 0 6 35.08 0.29 54.12 MUNICIPAL COURT Administrative Assistant Administrative Assistant (1X Temp) Collection Specialist Court Finance Specialist Court Information Systems Coordinator Court Interpreter Court Judicial Specialist Court Services Supervisor Court Training Specialist Deputy Court Administrator Division Director Jury Services Specialist Magistrate Presiding Magistrate Probation Service Officer Pro-Tem Magistrate Warrant Officer Total 0 0 1 0.75 1 1 6.75 2 1 2 1 1 1.63 1 1.5 0.55 2 24.18 0 0 1 0.8 1 1 8.25 1 1 2 1 1 1 1 1 1.3 2 24.35 Annual Financial Plan Page 461 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2012-2013 2013-2014 2014-2015 2015-2016 Add/Delete 2016-2017 Adopted 2016-2017 LIBRARY - CITY Administrative Specialist Collections Specialist Librarian Library Assistant I Library Assistant I (Temp) Library Assistant II Library Cataloging Assistant Library Clerk I Library Clerk I (Temp) Library Director Library IT Analyst Library Manager Library Page Library Page (Temp) Library Specialist Library Specialist (Temp) Library Supervisor Network Administrator Total 2 0 2 12.21 3 2 1 6.7 2.305 1 1 3 2 1 0 0 2 1 42.215 2 0 2 12.14 3 0 1 5.76 2.305 1 1 3 2 1 1.19 0 4 1 42.395 2 1 3 0 0 0 0 5.76 2.305 1 1 3 2 1 12.46 2.68 5 1 43.205 2 1 2 0 0 0 0 5.76 3.055 1 1 3 2 1 13.835 2.68 5 1 44.33 0 0 0 0 0 0 0 0 -0.5 0 0 0 0 0.25 -0.375 0.5 0 0 -0.125 2 1 2 0 0 0 0 5.76 2.555 1 1 3 2 1.25 13.46 3.18 5 1 44.205 LIBRARY - COUNTY Application Support Specialist II Librarian Library Assistant I Library Clerk I Library Clerk I (Temp) Library IT Manager Library Specialist Library Specialist (Temp) Library Supervisor Total 1 0 4.81 1.5 0.875 1 0 0 0 9.185 1 1 1 0 0.875 1 1.25 0 2.88 9.005 1 1 0 0 0.875 1 2.25 0.09 2.88 9.095 1 1 0 0 0.875 1 2.25 0.09 2.88 9.095 0 0 0 0.63 0 0 0 0 0 0.63 1 1 0 0.63 0.875 1 2.25 0.09 2.88 9.725 STREET MAINTENANCE AND REPAIRS Administrative Specialist Cemetery Caretaker Cemetery Maintenance Specialist Equipment Operators (Temp) Equipment Operator Intern Maintenance Worker Maintenance Worker temp Public Works Manager Public Works Section Director Public Works Supervisor Streets Leadworker Traffic Signal Technician Total 1 0.75 1 2.97 15 0.5 7 0.75 1 1 0 3 1 34.97 1 0.75 1 3.52 15 0.5 7 0.75 1 1 0 3 1 35.52 1 0.75 0 3.52 15 0.5 7 0.75 1 1 4 0 1 35.52 1 0 0 3.52 15 0.5 7 0 1 1 3 0 1 33.02 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 3.52 15 0.5 6 0 1 1 3 0 1 32.02 DOWNTOWN MANGEMENT Downtown Manager Park Maintenance Parking Ambassador Total 1 1 3 5 1 1 3 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 ECONOMIC DEVELOPMENT Business Attraction Manager Business Retention and Expansion Manager Economic Development Manager Total 0 1 1 2 0 1 1 2 0 1 1 2 1 1 0 2 0 0 0 0 1 1 0 2 SECTION Annual Financial Plan Page 462 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2012-2013 2013-2014 2014-2015 2015-2016 Add/Delete 2016-2017 Adopted 2016-2017 1 0 2 0 1 1 1 2 0 8 1 0 2 0 1 1 1 2 0 8 1 1 2 0 1 1 1 2 0 9 1 1 2 1 1 1 0 2 0 9 0 0 0 0 0 0 0 -1 1 0 1 1 2 1 1 1 0 1 1 9 1.99 0 1.5 0 1 4.49 2.43 0 1.5 0 1 4.93 2.43 0 1.5 0 1 4.93 0.78 1.65 1 0.5 1 4.93 -0.78 0 1 0 0 0.22 0 1.65 2 0.5 1 5.15 0 0 0 0 0 0 0 0 0 0 0 0 1 3 4 1 3 4 0.38 0.5 1 1 2.88 0.38 0.5 1 1 2.88 0.38 0.5 1 1 2.88 0 0 0 0 0 0.38 0.5 1 1 2.88 2 1 1 1 0 Transfer 1 1 1 8 2 1 1 1 Transfer 1 1 1 1 9 2 1 Transfer Transfer 1 1 Transfer Transfer Transfer 5 2 1 Transfer Transfer 1 1 Transfer Transfer Transfer 5 0 0 0 0 0 0 0 0 0 0 2 1 0 0 1 1 0 0 0 5 WATER RESOURCE MANAGEMENT Utilities Program Manager Water Conservation Enforcement Aide Water Conservation Specialist Water Resource Manager Total 0 0 0 0 0 Transfer 0 0 Transfer 0 1 0 0 1 2 1 1 0 1 3 0 0 1 0 1 1 1 1 1 4 UTILITY ENGINEERING GIS System Analyst IT Administrator Utilities Engineering Manager Utilities Project Manager Utilities Plan Reviewer Total 0 0 0 0 0 0 Transfer 0 Transfer 0 Transfer 0 1 0 1 0 1 3 0 1 1 1 1 4 0 0 0 0 0 0 0 1 1 1 1 4 SECTION TOURISM Administrative Specialist Creative Services Manager Creative Services Specialist CVB Communication Specialist CVB Director Marketing and Media Relations Manager Public Relations Specialist Sales Specialist International Travel and Trade Manager Total VISITOR SERVICES Administrative Assistant Administrative Assistant (Temp) Administrative Specialist Administrative Specialist (Temp) Visitor Center Manager Total PARKING DISTRICT Parking Manager Parking Coordinator FLAGSTAFF METROPOLITAN PLANNING ORGANIZATION Intern 0.38 Administrative Specialist 0.5 Metroplitan Planning Organization Manager 1 Multi Modal Transportation Planner 1 Total 2.88 UTILITIES ADMINISTRATION Administrative Specialist Division Director GIS System Analyst Utilities Engineering Manager Utilities Management Analyst Utilities Operations Section Head Utilities Plan Reviewer Utilities Program Manager Water Resource Manager Total Annual Financial Plan Page 463 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2012-2013 2013-2014 2014-2015 2015-2016 Add/Delete 2016-2017 Adopted 2016-2017 REGULATORY COMPLIANCE Regulatory Compliance Manager Industrial Waste Inspector Industrial Waste Supervisor Utilities Supervisor - Lab - Water MSW - Laboratory MSW - Plant Tech Utilities Supervisor - Lab - Wastewater Total 0 0 0 0 0 0 0 0 0 Transfer Transfer Transfer Transfer Transfer Transfer 0 1 2 1 1 2 1 1 9 1 2 1 1 2 1 1 9 0 0 0 0 0 0 0 0 1 2 1 1 2 1 1 9 WATER PRODUCTION Instrumentation/Electrical Supervisor Laboratory Specialist Maintenance Supervisor MSW Operations MSW Laboratory MSW Maintenance Operations Supervisor Water Production Manager Total 1 1 1 3 1 2 1 1 11 1 1 1 3 1 2 1 1 11 1 Transfer 1 3 Transfer 2 1 1 9 1 Transfer 1 3 Transfer 2 1 1 9 0 0 0 0 0 0 0 0 0 1 0 1 3 0 2 1 1 9 WATER DISTRIBUTION Field Services Manager Maintenance Worker MSW - Water Services Tech Water Services Supervisor Water/Sewer Utility Locator Total 1 1 10 1 1 14 Transfer 1 10 1 1 13 0 0 11 1 1 13 0 0 11 1 1 13 0 0 0 0 0 0 0 0 11 1 1 13 1.5 1 2 4 3 1 12.5 0 1 2 6 3 1 13 0 1 2 5 2 1 11 0 1 2 5 2 1 11 0 0 0 0 0 0 0 0 1 2 5 2 1 11 WASTEWATER COLLECTION MSW- Water Services Technician Water Services Supervisor Total 8 1 9 8 1 9 8 1 9 8 1 9 0 0 0 8 1 9 WASTEWATER MONITORING Industrial Waste Inspector Industrial Waste Supervisor Total 2 1 3 2 1 3 Transfer Transfer 0 Transfer Transfer 0 0 0 0 0 0 0 RECLAIMED WATER MSW - Laboratory Technician MSW - Plant Technician Plant Supervisor Total 1 2 1 4 1 2 1 4 Transfer 2 1 3 Transfer 2 1 3 0 0 0 0 0 2 1 3 STORMWATER Intern Project Manager Stormwater Program Manager Stormwater Service Analyst Watershed Specialist Total 1 2 1 1 1 6 0.5 2 1 1 1 5.5 0.5 2 1 Transfer 1 4.5 0.5 2 1 Transfer 1 4.5 0 1 0 0 0 1 0.5 3 1 0 1 5.5 SECTION WASTEWATER TREATMENT Equipment Operator II (Temp) Instrumentation/Electrical Supervisor MSW - Operations MSW - Plant Technician Plant Supervisor Wastewater Treatment Manager Total Annual Financial Plan Page 464 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2012-2013 2013-2014 2014-2015 2015-2016 Add/Delete 2016-2017 Adopted 2016-2017 FLAGSTAFF HOUSING AUTHORITY Administrative Specialist Occupancy Specialist FHA Director FHA Manager Finance Manager Finance Specialist Housing Services Specialist Maintenance Coordinator Maintenance Lead Worker Maintenance Worker Maintenance Worker I Temporary Maintenance Worker Total 0 1 1 3 1 1 5 1 2 5 2 2 24 0 1 1 3 1 1 5 1 2 5 2 0 22 0 1 1 3 1 1 5 1 2 5 2 0 22 1 0 1 3 1 0.8 4.8 1 2 7 0 0 21.6 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 1 3 1 0.8 4.8 1 2 7 0 0 21.6 AIRPORT OPERATIONS Administrative Specialist Airport Director Airport Operations/ARFF Specialist Airport Operations/ARFF Manager Airport Operations Supervisor Maintenance Worker Temp - Airport Snow Total 1 1 6 0 1 0.5 9.5 1 1 6 0 1 0.5 9.5 1 1 6 1 0 0.5 9.5 1 1 6 1 0 0.5 9.5 0 0 0 0 0 0 0 1 1 6 1 0 0.5 9.5 SOLID WASTE - LANDFILL Administrative Assistant Administrative Specialist Equipment Operator ES Equipment Operator I (Temp) Environmental Program Specialist Environmental Assistant Landfill Supervisor Program Assistant Project Manager Public Works Manager Public Works Section Director Public Works Supervisor Total 0.65 1 6 1 0 0 1 0.5 2 1 1 0 14.15 0.65 1 6 1 0 0 1 0.5 2 1 1 0 14.15 0 2 7 0 0 0 0 0.5 2 1 1 1 14.5 0 2 7 0 Transfer Transfer 0 0.5 2 1 1 1 14.5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 7 0 1 1 0 0.5 2 1 1 1 16.5 SOLID WASTE - COLLECTIONS Administrative Assistant Administrative Specialist Administrative Specialist Supervisor Bin Maintenance Leadworker Customer Relations Supervisor Equipment Operator ES Collection Supervisor ES Leadworkers Program Assistant Public Works Manager Public Works Supervisor Solid Waste Leadworker Total 2 0 1 1 0 24 2 2 0.5 1 0 0 33.5 2 0 1 1 0 23.3 2 2 0.5 1 0 0 32.8 0 3 0 0 1 22 0 0 0.5 1 2 3 32.5 0 3 0 0 1 22 0 0 0.5 1 2 3 32.5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 0 0 1 22 0 0 0.5 1 2 3 32.5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.52 0.52 1 1 1 1 4 SECTION ENVIRONMENTAL MANAGEMENT Environmental Program Manager Environmental Technician Public Works Section Director Volunteer Coordinator Total Annual Financial Plan Page 465 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2012-2013 2013-2014 2014-2015 2015-2016 Add/Delete 2016-2017 Adopted 2016-2017 SUSTAINABILITY Environmental Aide Environmental Assistant Environmental Code Specialist Environmental Code Technician Environ Program Manager Environmental Program Specialist Environmental Technician Open Space Specialist Public Works Section Director Sustainability Assistant (Grant Funded) Sustainability Manager Sustainability Specialist Volunteer Coordinator Total 0.6 1 1 1 1 1 1 0 1 0.25 1 2 0 10.85 0 1 Transfer Transfer 1 1 1 0 1 0 1 2 0.48 8.48 0 1 0 0 1 1 1 0 1 0 1 2 Transfer 8 0.25 1 0 0 1 1 1 1 1 0 1 2 0 9.25 -0.25 0 0 0 0 0 0 0 0 0 0 0 0 -0.25 0 Transfer 0 0 Transfer Transfer Transfer 1 Transfer 0 1 2 Transfer 4 GRAND TOTALS 802.50 799.04 801.71 814.07 15.04 829.62 SECTION Annual Financial Plan Page 466 City of Flagstaff Min 10.6625 22178.00 11.9563 24869.10 12.9124 26857.79 14.5077 30176.02 Mid 12.7306 26479.55 14.2575 29655.60 15.4036 32039.39 17.2887 35960.40 Max 14.7986 30781.09 16.5587 34442.10 17.8947 37220.98 20.0696 41744.77 15.1744 31562.75 17.9553 37347.03 20.7362 43131.30 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan Range Pos # Position Title 1 A-1-0 2 10205 N Library Page A-1-1 3 A-1-2 4 10427 N Library Clerk I A-1-3 10424 N Meter Technician 10407 N Parking Control Officer 10426 N Recreation Program Asst 10425 N Volunteer and Event Coord D04 10422 N Dispatch Call Taker Page 467 City of Flagstaff Min 15.2820 31786.56 Mid 18.4201 38313.71 Max 21.5581 44840.85 6 B-2-2 16.0135 33308.08 19.3141 40173.33 22.6147 47038.58 17.4448 36285.18 21.0351 43753.01 24.6254 51220.83 19.3172 40179.78 23.0869 48020.76 26.8566 55861.73 7 B-2-3 D07 10601 10636 10639 10641 10640 10752 10739 10705 10751 10755 10700 10754 10717 10753 10702 10725 N N N N N N N N N N N N N N N N Animal Control Officer Environmental Aide Finance Clerk Fire EMT IT Technician Billing Specialist Environmental Assistant Evidence Tech Fleet Services Specialist HR Recruiter Mechanic I Police Training Coordinator Program Assistant Sustainability Assistant Water/Sewer Utility Locator Police Emerg Comm Spec Appendix B - City of Flagstaff Pay Plan Annual Financial Plan Range Pos # Position Title 5 10501 N Meter Technician II B-2-1 10503 N Property Control Coord Page 468 City of Flagstaff Page 469 Position Title Accounts Specialist Buyer Code Compl Officer I Collections Specialist Court Interpreter Development Svcs Speclst Engineering Specialist Environmental Technician Finance Specialist Housing Specialist Industrial Waste Insp IT Specialist Legal Assistant Mechanic II Payroll Specialist Police Crime Analyst Probation Service Officer Warehouse Specialist Welder Executive Asst Min 19.9120 41416.96 Mid 23.9908 49900.76 Max 28.0695 58384.56 20.5442 42731.94 24.9777 51953.52 29.4111 61175.09 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan Range Pos # 8 10849 N B-2-4 10827 N 10819 N 10848 N 10831 N 10852 N 10861 N 10820 N 10860 N 10863 N 10812 N 10857 N 10843 N 10808 N 10865 N 10864 N 10809 N 10853 N 10803 N 108 20801 E City of Flagstaff Page 470 Position Title Min Admin Spec Leadworker 21.2461 App Support Specialist II 44191.89 Code Compl Officer II Court Finance Specialist Court Training Specialist Creative Services Specialist CVB Communications Spec Environmental Program Specialist Housing Svcs Spec (FHA) Grants Specialist HR Generalist Jury Services Specialist Maintenance Worker Leadworker Mechanic Leadworker Network Administrator Open Space Specialist Recreation Database Specialist Solid Waste Leadworker Sustainability Specialist Warrants Officer Water Conservation Specialist Wildland Firewise Specialist Librarian 21.8053 ^Sales Specialist 45355.02 Mid 25.6008 53249.67 Max 29.9555 62307.44 26.5115 55144.02 31.2178 64933.02 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan Range Pos # 9 10958 N B-2-5 10946 N 10944 N 10961 N 10923 N 10966 N 10965 N 10936 N 10960 N 10959 N 10952 N 10948 N 10956 N 10947 N 10934 N 10967 N 10968 N 10955 N 10951 N 10916 N 10969 N 10954 N 109 20903 E 20904 E City of Flagstaff D10 Page 471 11 B-3-2 111 Position Title Associate Planner Building Inspector Building Plans Examiner City Records Coordinator Construction Inspector Development Svs Superv Fire Inspector Maintenance Coord (FHA) Housing Rehab Specialist Meter Tech Supervisor Police Records Supervisor Risk Management Specialist Traffic Signal Technician Watershed Specialist Wildland Fire Supervisor HR Supervisor Court IS Coordinator Library Supervisor 11022 N PECS Supervisor 11104 11110 11112 11111 21108 21111 N N N N E E Min 22.4887 46776.50 Mid 27.1058 56379.96 Max 31.7228 65983.42 22.4887 46776.50 22.9608 47758.46 24.6132 51195.46 24.6737 51321.30 27.1058 56379.96 28.1421 58535.67 29.4611 61278.99 29.7386 61856.19 31.7228 65983.42 33.3235 69312.88 34.3089 71362.51 34.8034 72391.07 30.6880 63831.04 36.3327 75572.02 Inspection Supervisor IT Supervisor Public Works Supervisor Senior Construction Inspector* Police Spec Svcs Superv 25.0433 Customer Relations Superv 52090.06 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan Range Pos # 10 11021 N B-2-6 11028 N 11015 N 11033 N 11023 N 11025 N 11032 N 11031 N 11037 N 11035 N 11024 N 11030 N 10929 N 11034 N 11036 N 10 11038 N B-3-1 11020 N 110 21002 E City of Flagstaff Page 472 Position Title Min Airport Ops/ARFF Mgr 25.9678 Auditor II 54013.02 Business Attraction Mgr Business Retn & Exp Mgr Code Compliance Mgr Comm Dsgn & Redev Proj Admin Creative Services Manager Deputy City Clerk Environ Program Manager Facilities Maintenance Manager Financial Systems Analyst Housing & Grants Administrator Housing Analyst HR Analyst Industrial Waste Supv Int'l Travel Trade Manager IT Analyst Marketing and PR Manager Regional Fire Training Coord Utilities Plan Reviewer Utilities Program Manager Visitor Center Manager Mid 32.0854 66737.63 Max 38.2030 79462.24 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan Range Pos # 112 21275 E C-4-1 21245 E 21280 E 21268 E 21277 E 21274 E 21282 E 21278 E 21261 E 21266 E 21276 E 21252 E 21281 E 21225 E 21201 E 21283 E 21273 E 21272 E 21279 E 21262 E 21271 E 21267 E City of Flagstaff Page 473 Position Title Min Construction Manager 28.3856 Customer Service Manager 59042.05 Human Resources Manager IT Administrator Library IT Manager Library Manager Payroll Manager Utilities Management Analyst Asst to City Mgr (Admin) 31.4019 Building Official 65315.95 Communications Manager Comp Planning Mgr Deputy Court Admin Facilities Maintenance Supt FHA Manager Grants Manager IT Manager Police Communications Manager Police Support Svcs Manager Public Works Manager Reak Estate Manager Sustainability Manager Tax License Revenue Manager Wastewater Treatment Mgr Water Production Manager Wildland Fire Manager Mid 35.0678 72941.03 Max 41.7500 86840.00 38.7843 80671.45 46.1668 96026.94 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan Range Pos # 113 21326 E C-4-2 21354 E 21335 E 21352 E 21350 E 21355 E 21349 E 21356 E 114 21451 E C-4-3 21438 E 21449 E 21433 E 21437 E 21429 E 21445 E 21443 E 21441 E 21419 E 21412 E 21444 E 21450 E 21448 E 21439 E 21426 E 21424 E 21436 E City of Flagstaff Position Title Min Capital Impvs Engineer 32.6356 Comm Dsgn & Redev Mgr 67882.05 Cprhsv Plng & Code Admin Current Planning Manager Development Engineer Finance Manager Housing Manager IT Mgr (Coordinating) Metropolitan Planning Org Mgr Stormwater Program Mgr Traffic Engineer Utilities Manager Utilities Engineering Mgr Water Resources Mgr 35.0149 72830.99 Mid 40.6414 84534.01 Max 48.6471 101185.97 43.5999 90687.79 52.1849 108544.59 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan Range Pos # 115 21531 E C-5-1 21521 E 21532 E 21519 E 21534 E 21527 E 21517 E 21529 E 21518 E 21512 E 21528 E 21533 E 21525 E 21526 E 16 C-5-2 116 Page 474 City of Flagstaff Mid 47.3370 98460.96 Max 57.9091 120450.93 51.8448 107837.08 63.4135 131900.08 56.8021 118148.47 69.4663 144489.90 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan Range Pos # Position Title Min 17 21723 E Airport Director 36.7649 D-6-1 21729 E City Clerk 76470.99 117 21722 E City Engineer 21714 E Community Investment Director 21727 E CVB Director 21724 E Finance Director 21730 E FHA Director 21701 E Library Director 21721 E Planning Director 21726 E Public Works Section Director 21707 E Purchasing Director 21725 E Revenue Director 21732 E Risk Management Director 21731 E Utilities Operations Section Head 18 21806 E City Prosecutor 40.2760 D-6-2 21804 E Deputy City Attorney 83774.08 118 19 44.1380 D-6-3 91807.04 119 Page 475 City of Flagstaff Min 61.3457 127599.06 Mid 79.7496 165879.07 Max 98.1534 204159.07 67.6928 140801.02 88.0006 183041.35 108.3085 225281.68 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan Range Pos # Position Title 24 22400 E Deputy City Manager E-9-1 124 26 22601 E City Manager F-10-2 126 Page 476 City of Flagstaff Min 12.9124 26857.79 Band Pos # Position Title B12 80102 N Admin Assistant Step 1 #REF! 12.91 26857.79 Step 2 Step 3 Min #REF! #REF! 14.7650 13.53 14.15 30711.20 28142.29 29426.80 Band Pos # Position Title B13 80103 N Admin Assistant Step 1 #REF! 12.91 26857.79 Step 2 Step 3 Step 4 Step 5 Step 6 Min #REF! #REF! #REF! #REF! #REF! 16.6177 13.53 14.15 14.77 15.38 16.00 34564.82 28142.29 29426.80 30711.30 31995.81 33280.31 Max 17.8528 37133.82 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 #REF! #REF! #REF! #REF! #REF! #REF! 18.47 19.09 19.71 20.32 20.94 21.56 38418.33 39702.83 40987.34 42271.84 43556.35 44840.85 Zone 2 Mid 17.2353 35849.32 Max 19.7055 40987.44 Zone 3 Mid 19.0879 39702.83 Step 13 Step 14 Step 15 #REF! #REF! #REF! 20.32 20.94 21.56 42271.84 43556.35 44840.85 Max 21.5581 44840.85 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan Zone 1 Mid 15.3826 31995.81 Band Pos # Position Title B11 80101 N Admin Assistant Page 477 City of Flagstaff Min 15.2820 31786.56 Mid 17.9516 37339.23 Band Pos # Position Title B22 80202 N Admin Specialist 80802 N Court Judicial Speclst Step 1 #REF! #REF! #REF! Step 2 #REF! #REF! #REF! Step 3 #REF! #REF! #REF! Min 17.2841 35950.93 Band Pos # Position Title B23 80203 N Admin Specialist 80803 N Court Judicial Speclst Step 1 #REF! #REF! #REF! Step 2 #REF! #REF! #REF! Step 3 #REF! #REF! #REF! Step 4 #REF! #REF! #REF! Max 20.6211 42891.89 Step 10 #REF! #REF! #REF! Step 11 #REF! #REF! #REF! Step 12 #REF! #REF! #REF! Step 13 #REF! #REF! #REF! Step 14 #REF! #REF! #REF! Step 15 #REF! #REF! #REF! Max 22.6232 47056.26 Step 13 #REF! #REF! #REF! Step 14 #REF! #REF! #REF! Step 15 #REF! #REF! #REF! Zone 2 Mid 19.9537 41503.60 Zone 3 Step 5 #REF! #REF! #REF! Step 6 #REF! #REF! #REF! Min 19.2863 40115.50 Mid 21.9558 45668.17 Max 24.6254 51220.83 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan Zone 1 Band Pos # Position Title B21 80201 N Admin Specialist 80801 N Court Judicial Speclst Page 478 City of Flagstaff Pos # Position Title 82101 N Airport Ops/ARFF Spec 82401 N Library Specialist Min 16.0135 33308.08 Mid 19.4581 40472.75 Band B62 Pos # Position Title 82102 N Airport Ops/ARFF Spec 82402 N Library Specialist Step 1 #REF! #REF! #REF! Step 2 #REF! #REF! #REF! Step 3 #REF! #REF! #REF! Min 18.5969 38681.55 Band B63 Pos # Position Title 82103 N Airport Ops/ARFF Spec 82403 N Library Specialist Step 1 #REF! #REF! #REF! Step 2 #REF! #REF! #REF! Step 3 #REF! #REF! #REF! Step 4 #REF! #REF! #REF! Max 22.9026 47637.41 Step 10 #REF! #REF! #REF! Step 11 #REF! #REF! #REF! Step 12 #REF! #REF! #REF! Step 13 #REF! #REF! #REF! Step 14 #REF! #REF! #REF! Step 15 #REF! #REF! #REF! Max 25.4861 53011.09 Step 13 #REF! #REF! #REF! Step 14 #REF! #REF! #REF! Step 15 #REF! #REF! #REF! Zone 2 Mid 22.0415 45846.32 Zone 3 Step 5 #REF! #REF! #REF! Step 6 #REF! #REF! #REF! Min 21.1803 44055.02 Mid 24.6249 51219.79 Max 28.0695 58384.56 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan Zone 1 Band B61 Page 479 City of Flagstaff Min 17.4448 36285.18 Mid 21.0193 43720.14 Band Pos # Position Title BA2 82202 N Rec Prog Coord Step 1 Step 2 Step 3 Min #REF! #REF! #REF! 20.1257 #REF! #REF! #REF! 41861.46 36285.18 38143.91 40002.65 Band Pos # Position Title BA3 82203 N Rec Prog Coord Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Min #REF! #REF! #REF! #REF! #REF! #REF! 22.8065 #REF! #REF! #REF! #REF! #REF! #REF! 47437.52 36285.18 38143.91 40002.65 41861.38 43720.11 45578.84 Max 24.5938 51155.10 Step 10 Step 11 Step 12 Step 13 #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! 53013.78 54872.51 56731.24 58589.97 Step 14 #REF! #REF! 60448.71 Step 15 #REF! #REF! 62307.44 Step 14 #REF! #REF! 60448.71 Step 15 #REF! #REF! 62307.44 Zone 2 Mid 23.7002 49296.32 Max 27.2746 56731.17 Step 13 #REF! #REF! 58589.97 Zone 3 Mid 26.3810 54872.48 Max 29.9555 62307.44 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan Zone 1 Band Pos # Position Title BA1 82201 N Rec Prog Coord Page 480 City of Flagstaff Pos # Position Title 81601 N Equipment Operator 81701 N Maintenance Worker Band B82 Pos # Position Title 81602 N Equipment Operator 81702 N Maintenance Worker Band B83 Pos # Position Title 81603 N Equipment Operator 81703 N Maintenance Worker Min 15.2820 31786.56 Max 22.0518 45867.74 18.6669 38827.15 Zone 2 Min 18.2908 38044.86 21.6758 45085.56 Max 25.0607 52126.26 Zone 3 Min 21.2996 44303.17 24.6846 51343.87 Max 28.0695 58384.56 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan Zone 1 Band B81 Page 481 City of Flagstaff Pos # Position Title 82301 E Recreation Supervisor 82501 E Utilities Supervisor Min 22.9608 47758.46 Band BB2 Pos # Position Title 82302 E Recreation Supervisor 82502 E Utilities Supervisor Step 1 #REF! Step 2 #REF! Step 3 #REF! Min 26.2270 54552.16 Band BB3 Pos # Position Title 82303 E Recreation Supervisor 82503 E Utilities Supervisor Step 1 #REF! Step 2 #REF! Step 3 #REF! Step 4 #REF! Max 31.6706 65874.85 Step 10 #REF! Step 11 #REF! Zone 2 Mid 30.5819 63610.35 Step 5 #REF! Step 6 #REF! Min 29.4932 61345.86 Zone 3 Mid 33.8481 70404.05 Step 12 #REF! Step 13 #REF! Step 15 #REF! Max 34.9368 72668.54 Step 13 #REF! Step 15 #REF! Max 38.2030 79462.24 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan Zone 1 Mid 27.3157 56816.66 Band BB1 Page 482 City of Flagstaff Pos # 81801 81111 Position Title Accountant Procurement Specialist Min 21.8053 45355.02 Band B72 Pos # 81802 81112 Position Title Accountant Procurement Specialist Step 1 #REF! Step 2 #REF! Step 3 #REF! Min Band B73 Pos # 81803 81113 Position Title Accountant Procurement Specialist Step 1 #REF! Step 2 #REF! Step 3 #REF! Step 4 #REF! Max 30.4865 63411.92 26.1459 54383.47 Step 11 #REF! Step 12 #REF! Step 13 #REF! Step 14 #REF! Step 15 #REF! Step 14 #REF! Step 15 #REF! Zone 2 Min 25.6636 53380.29 30.0042 62408.74 Max 34.3448 71437.18 Zone 3 Step 5 #REF! Step 6 #REF! #REF! Min 29.5219 61405.55 33.8624 70433.90 Max 38.2030 79462.24 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan Zone 1 Band B71 Page 483 City of Flagstaff Pos # Position Title 81201 E Planning Dev Manager 81301 E Project Manager Min 25.9678 54013.02 Band B52 Pos # Position Title 81202 E Planning Dev Manager 81302 E Project Manager Step 1 54013.02 Step 2 Step 3 57014.01 60015.01 Band B53 Pos # Position Title 81203 E Planning Dev Manager 81303 E Project Manager Step 1 54013.02 Step 2 Step 3 Step 4 Step 5 Step 6 57014.01 60015.01 63016.00 66017.00 69017.99 Max Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 37.5101 81021.97 84022.96 87023.96 90024.95 93025.95 96026.94 78021.01 Zone 2 Mid 36.0674 75020.09 Min 30.2962 63016.10 Min 34.6245 72018.96 Max Step 13 Step 14 Step 15 41.8385 90024.95 93025.95 96026.94 87024.08 Zone 3 Mid 40.3956 84022.95 Max 46.1668 96026.94 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan Zone 1 Mid 31.7389 66017.02 Band B51 Page 484 City of Flagstaff Pos # Position Title 81401 E Asst. City Attorney Min 31.4019 65315.95 Mid 37.3399 77666.99 Band BC2 Pos # Position Title 81402 E Asst. City Attorney Step 1 65315.95 Step 2 Step 3 68403.71 71491.47 Band BC3 Pos # Position Title 81403 E Asst. City Attorney Step 1 65315.95 Step 2 Step 3 Step 4 Step 5 Step 6 68403.71 71491.47 74579.23 77666.99 80754.75 Max Step 10 Step 11 43.2779 93105.79 96193.55 90018.03 Step 12 99281.31 Step 13 Step 14 Step 15 102369.07 105456.83 108544.59 Max 47.7314 99281.31 Step 13 Step 14 Step 15 102369.07 105456.83 108544.59 Zone 2 Min 35.8554 74579.23 Mid 41.7934 86930.27 Zone 3 Min 40.3089 83842.51 Mid 46.2469 96193.55 Max 52.1849 108544.59 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan Zone 1 Band BC1 Page 485 City of Flagstaff Pos # Position Title 81501 E Sr. Asst. City Atty Min 32.6356 67882.05 Mid 39.8566 82901.73 Band BD2 Pos # Position Title 81502 E Sr. Asst. City Atty Step 1 #REF! Step 2 #REF! Step 3 #REF! Min 38.0514 79146.91 Band BD3 Pos # Position Title 81503 E Sr. Asst. City Atty Step 1 #REF! Step 2 #REF! Step 3 #REF! Step 4 #REF! Max 47.0776 97921.41 Step 10 #REF! Step 11 #REF! Step 12 #REF! Step 13 #REF! Step 14 #REF! Step 15 #REF! Max 52.4934 109186.27 Step 13 #REF! Step 14 #REF! Step 15 #REF! Zone 2 Mid 45.2724 94166.59 Zone 3 Step 5 #REF! Step 6 #REF! Min 43.4671 90411.57 Mid 50.6881 105431.25 Max 57.9091 120450.93 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan Zone 1 Band BD1 Page 486 City of Flagstaff CITY OF FLAGSTAFF Regular Pay Plan (2080 Hours) FY 2017 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan Zone 1 Band Pos # B91 81901 Position Title Division Director Min 47.8892 99609.54 Band Pos # B92 81902 Position Title Division Director Step 1 StepStep 2 3 Band Pos # B93 81903 Position Title Division Director Step 1 StepStep 2 Step 3 Step 4 5 Step 6 57.6325 119875.60 Max 67.3758 140141.66 Step 11 Step Step 12 Step 13 14 Step 15 ### ### ### #REF! Zone 2 Min 58.7151 122127.41 68.4584 142393.48 Step Step 13 14 Max 78.2017 162659.54 Zone 3 Min 69.5410 144645.28 79.2843 164911.34 Max 89.0276 185177.41 Page 487 City of Flagstaff Pos # Position Title 10813 N Firefighter F08 10813 N Firefighter Paramedic 209 10905 N Fire Engineer F29 10905 N Fire Engineer Paramedic Range Pos # Position Title 213 11300 N Fire Captain Page 488 F13 11300 N Fire Captain Paramedic 215 21514 E Fire BC 21513 E Fire BC* (40 hours) 218 21805 E Deputy Fire Chief* *Hourly rate is MBP annual divided by 2080 Min 14.9076 1669.65 43410.93 17.0376 1908.21 49613.49 17.5545 1966.10 51118.70 19.6845 2204.66 57321.26 Min 21.2579 2380.88 61903.00 23.3879 2619.44 68105.56 24.6051 2755.77 71650.05 40.8949 3271.59 85061.39 Mid 17.7121 1983.76 51577.64 19.8421 2222.32 57780.20 20.3149 2275.27 59157.13 22.4449 2513.83 65359.69 Max 20.5166 2297.86 59744.34 22.6466 2536.42 65946.90 23.0754 2584.44 67195.56 25.2054 2823.00 73398.12 Mid 24.8524 2783.47 72370.33 26.9824 3022.03 78572.89 29.9284 3351.99 87151.65 51.8560 4148.48 107860.48 Max 28.4470 3186.06 82837.66 30.5770 3424.62 89040.22 35.2518 3948.20 102653.24 62.8171 5025.37 130659.57 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan 208 Range City of Flagstaff Entry 23.2577 1860.62 48376.02 Range Pos # Position Title PT9 10963 N Police Officer Lateral Range Pos # Position Title P09 10903 N Police Officer P11 11100 N Police Corp/Det Range Pos # Position Title P13 11301 N Police Sergeant Page 489 P15 21503 E Police Lieutenant P18 21801 E Deputy Police Chief Min 24.4818 1958.54 50922.14 29.8327 2386.62 62052.02 Min 34.9519 2796.15 72699.95 42.1499 3371.99 87671.79 49.8527 3988.22 103693.62 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan Range Pos # Position Title PT9 10963 N Police Officer Recruit After Academy 23.8697 1909.58 49648.98 Entry 23.8697 1909.58 49648.98 Max 34.5928 2767.42 71953.02 39.3791 3150.33 81908.53 29.5373 2362.98 61437.58 34.6059 2768.47 71980.28 Mid 39.6704 3173.64 82514.54 48.0508 3844.07 99945.77 61.4807 4918.45 127879.76 Max 44.3890 3551.12 92329.12 53.9518 4316.14 112219.74 73.1086 5848.69 152065.89 City of Flagstaff SB1 1 (L1#1) 2 (LI#2) 3 (LI#3) 4 (LII#1) 5 (LII#2) 6 (LII#3) 90101 N MSW - Plant Technician 16.0135 17.5610 19.5620 21.5633 23.9038 26.5841 29.9555 90201 N MSW - Water Services Technician 33308.08 36526.88 40688.96 44851.66 49719.90 55294.93 62307.44 90301 N MSW - Laboratory 90401 N MSW - Operations 90501 N MSW - Maintenance Pos # Position Title 7 (Max) Appendix B - City of Flagstaff Pay Plan Annual Financial Plan Range Page 490 City of Flagstaff Appendix B - City of Flagstaff Pay Plan Position Title Administrative Assistant - Customer Service Administrative Assistant - Sales Tax Administrative Assistant - Visitor Center Administrative Assistant - Visitor Center Administrative Specialist - HR Administrative Specialist - Temp Arena Manager Attorney Basketball Official - Adult Basketball Official - Youth CART EMT - Temp CART Paramedic - Temp Cashier Contract Specialist Temp Dew Downtown Construction Enrichment Coordinator Env Aide - Temp Env Assistant - Temp Equipment Operator Equipment Operator II - Snow Equipment Operator II - Snow (CDL) Equipment Operator II - Snow (CDL) - Airport Equipment Operator III - Snow Equipment Operator III - Snow (CDL) Finance Clerk - Temp Fire Auxiliary Staff AD-A Fire Auxiliary Staff AD-B Fire Auxiliary Staff AD-C Fire Auxiliary Staff AD-D Fire Auxiliary Staff AD-E Fire Auxiliary Staff AD-F Fire Auxiliary Staff AD-G Fire Auxiliary Staff AD-H Fire Auxiliary Staff AD-I Fire Auxiliary Staff AD-J Fire Auxiliary Staff AD-K Fire Auxiliary Staff AD-L Fire Auxiliary Staff AD-M Fitness Instructor Flag Football Official - Adult Flag Watershed Protection Project Ops Grants Compliance Specialist Hockey Official - Adult Intern IT Analyst - Project Management Library Clerk - Temp Library Page - Temp Library Specialist - Temp Lifeguard/Instructor Maintenance Worker Maintenance Worker - Airport Snow Maintenance Worker - Parks Annual Financial Plan Position Step Control # Pay Grade FY 2017 14814 800 Step 4 12.9124 14813 800 Step 4 12.9124 14813 800 Step 4 12.9124 14813 800 Step 16 17.0032 14815 700 Step 22 14.0000 14810 800 Step 6 15.4142 14702 900 Step 5 9.5297 14945 700 Step 21 44.1346 14700 900 Step 7 11.3826 14500 900 Step 5 9.5297 14039 800 Step 12 16.0135 14040 900 Step 26 23.8526 14200 900 Step 1 8.2599 14951 800 Step 23 19.9989 14928 900 Step 16 21.1791 14306 900 Step 7 11.3826 14020 800 Step 5 16.0135 14943 800 Step 14 17.4448 14014 800 Step varies 15.2820 - 28.0695 14015 800 Step 9 25.1052 14018 800 Step 9 25.1052 14038 800 Step 8 23.1052 14016 800 Step 10 30.0695 14019 800 Step 10 30.0695 14936 800 Step 5 16.0135 14025 700 Step 1 11.1600 14026 700 Step 2 12.2800 14027 700 Step 3 13.6400 14028 700 Step 4 15.0800 14029 700 Step 5 16.5400 14030 700 Step 6 18.1000 14031 700 Step 7 21.0000 14032 700 Step 8 24.0000 14033 700 Step 9 24.5200 14034 700 Step 10 26.9400 14035 700 Step 11 29.6000 14036 700 Step 13 35.4800 14037 700 Step 14 42.1800 14705 900 Step 20 20.4000 14307 900 Step 7 11.3826 14938 800 Step 20 21.2461 14929 700 Step 15 105.0000 14310 900 Step 7 11.3826 14800 900 Step Varies Varies 14931 900 Step 18 51.0000 14401 805 Step 2 13.7823 14201 805 Step 1 11.3585 14601 805 Step 3 15.2128 14302 900 Step 2 8.4707 14305 800 Step varies 15.2820 - 28.0695 14304 900 Step 19 11.9121 14313 900 Step 9 13.2600 Page 491 City of Flagstaff Appendix B - City of Flagstaff Pay Plan Position Title Maintenance Worker - Recreation Mechanic I Temp Mechanic I Temp Open Space Aide Parts Specialist Pool Manager Program/Facility Site Supervisor Public Works Manager Recreation Leader Rink Guard/Attendant Scorekeeper Skate Instructor Softball Official - Adult Tax, Licensing, & Revenue Mgr - Temp Temporary - Specialized Volleyball Official - Adult Volunteer Coordinator Water Conservation Enforcement Aide Water Conservation Enforcement Aide Water Safety Instructor Weight Training Specialist Weight Training Specialist Wildland Fire Crew Member Wildland Fire Crew Member - Senior Wildland Fire Squad Boss Annual Financial Plan Position Step Control # Pay Grade 14303 900 Step 6 14935 800 Step 14 14935 800 Step 18 14944 900 Step 12 14942 800 Step 19 14703 900 Step 5 14005 900 Step 2 14939 900 Step 17 14300 900 Step 1 14103 900 Step 1 14007 900 Step 1 14404 900 Step 3 14600 900 Step 11 14940 800 Step 17 14900 900 Step Varies 14501 900 Step 5 14941 800 Step 11 14017 900 Step 12 14017 900 Step 28 14301 900 Step 4 14706 900 Step 2 14706 900 Step 29 14914 900 Step 8 14934 900 Step 10 14930 900 Step 13 Page 492 FY 2017 10.8532 17.4448 19.9653 15.3000 14.9655 9.5297 8.4707 30.9560 8.2599 8.2599 8.2599 8.7355 14.0297 40.2947 Varies 9.5297 20.0696 15.3000 14.5000 9.0002 8.4707 11.3826 12.8520 13.9761 15.5040 City of Flagstaff Appendix C - Resolution for Budget Adoption RESOLUTION NO. 2016- 24 A RESOLUTION OF THE COUNCIL OF THE CITY OF FLAGSTAFF, ARIZONA ADOPTING THE FINAL BUDGET THE CITY OF FLAGSTAFF FOR FISCAL YEAR 2016-2017 RECITALS: WHEREAS, in accordance with the provisions of A.R. S. Title 42, Chapter 17, Articles 1 - 5, the City Council did, on June 7, 2016, 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 7, 2016, 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 June 21, 2016, 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). ENACTMENTS: NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF FLAGSTAFF AS FOLLOWS: That said estimates of revenues and expenditures shown on the accompanying schedules as now increased, reduced, or changed, are hereby adopted as the budget of the City of Flagstaff for Fiscal Year 2016- 2017. PASSED AND ADOPTED by the City Council of the City of Flagstaff this 21st day of June, 2016. MW ATTEST: T } CLE' irf Annual Financial Plan Page 493 City of Flagstaff Appendix D - Ordinance for Property Tax Levy ORDINANCE NO. 2016- 27 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 ESTIMATED TO BE PROVIDING FUNDS IN THE ANNUAL RECEIVED FOR FROM VARIOUS BUDGET, LESS OTHER SOURCES BOND THE OF REDEMPTIONS, AMOUNT REVENUE; 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, 2017 RECITALS: WHEREAS, by the provisions of State law, the ordinance levying taxes for fiscal year 2016- 2017 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. ENACTMENTS: 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 0. 8121 for the fiscal year ending on the 30th day of June, 2017. 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 0. 8366 for the fiscal year ending June 30, 2017. 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 judgment 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 de jure. Annual Financial Plan Page 494 City of Flagstaff Appendix D - Ordinance for Property Tax Levy ORDINANCE NO. 2016- 27 PAGE 2 SECTION 4. All ordinances and parts of ordinances in conflict herewith are hereby repealed. SECTION 5. That 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. SECTION 6. Effective Date. The tax levies imposed by this Ordinance shall take effect August 4. 2016. PASSED AND ADOPTED by the City Council of the City of Flagstaff this 5th day of July, 2016. OR ATTEST: I CI C RR APPR• ( ED AS TO FORM: CITY ATT RNEY Annual Financial Plan Page 495 City of Flagstaff Appendix E - Glossary 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. ACTIVITY – The purpose/activity or group of sub-activities within a function/program for which the city is responsible. ADOPTED BUDGET – Formal action made by City Council that sets the spending limits for the fiscal year. 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. 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 twelve months of the succeeding fiscal year. APPROPRIATION – An authorization granted by the City Council to make expenditures and to incur obligations for purposes specified in the appropriation ordinance. 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). AVAILABLE – Collectible within the current period or soon enough, thereafter, to be used to pay liabilities of the current period. 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. 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. 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. BONDS PROCEEDS – Debt issuances derived from the sale of bonds for the purpose of constructing major capital facilities. BOND RATING – System of rating securities to provide investors with a simple system of gradation by which future relative creditworthiness of securities may be gauged. 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. 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. 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. CAPITAL – Those items valued over $5,000 with a life expectancy of at least three years. Annual Financial Plan Page 496 City of Flagstaff Appendix E - Glossary 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. 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 more. 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 attached to the land. 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 State law and generally accepted accounting principles, only those costs related to work actually done on or before the last day of the fiscal year can be reflected on the financial statements of that fiscal year. To avoid having to charge the project costs estimated to be incurred in a subsequent fiscal year as an unbudgeted item for that year and, therefore, a violation of State budget law, such project and the associated projected costs are included in the subsequent year’s budget. COMMODITIES – Expendable items used by operating or construction activities. Examples include office supplies, repair and replacement parts for equipment, fuels and lubricants, etc. COMMUNITY DEVELOPMENT DIVISION – Refers to the following group of Sections: Community Development Administration, Engineering, Capital Improvements, Planning and Development, Housing, Community Housing Services, Flagstaff Metropolitan Planning Organization and Flagstaff Housing Authority. 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. CONTRACTUAL SERVICES – Contracted services used for operating or construction activities. Examples include legal fees, postage and freight, rents, utilities and debt service costs. COST CENTER – An organizational budget and/or operating unit within each city division or department. COST OF SERVICE - The degree to which the cost (direct and/or indirect) of facilities, services, and programs is supported by user fees and/or other designated funding mechanism such as grants, partnerships, etc. DEBT SERVICE – Payment of principal, interest and related service charges on obligations resulting from the issuance of bonds. 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. DEPRECIATION – Depreciation is a systematic allocation of the cost of a fixed asset over its useful life. It is a way of matching the cost of a fixed asset with the revenue (or other economic benefits) it generates over its useful life. Without depreciation accounting, the entire cost of a fixed asset would be recognized in the year of purchase. This would give a misleading view of the financial status of the entity. DIVISION – A major administrative division of the city that indicates overall management responsibility for an operation or group of related operations within a functional area. ECONOMIC VITALITY DIVISION – Refers to the following group of Sections: Community Investment, Beautification, EDA Revolving Loan, Tourism, Visitor Services Arts and Science, Airport, Library and Parking District. Annual Financial Plan Page 497 City of Flagstaff Appendix E - Glossary 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. 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. ESTIMATED REVENUE – The amount of projected revenue to be collected during the fiscal year. EXPENDITURE/EXPENSE – This term refers to the outflow of funds paid for an asset, goods, or services obtained. 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. FIDUCIARY FUND – Fiduciary Funds account for assets held in a trustee or agent capacity for outside parties, including individuals, private organizations and other governments. FISCAL YEAR – A twelve-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. FIXED ASSETS – Assets of a long-term character that are intended to continue to be held or used, such as land, buildings, machinery, furniture and other equipment. 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. FUND BALANCE – Fund balance is the excess of assets over liabilities and reserves and is, therefore, also known as surplus funds. FUNDS CARRIED FORWARD – The balance of operating funds brought forward from prior years. GENERAL ADMINISTRATION DIVISIONS – Refers to the following group of Sections: City Manager, Human Resources, Risk Management, City Attorney’s Office and Flagstaff Municipal Court. 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. GENERAL OBLIGATION BONDS – 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. GENERALLY ACCEPTED ACCOUNTING PRINCIPLES – Common set of accounting principles, standards and procedures that companies use to the compile their financial statements. 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 Page 498 City of Flagstaff Appendix E - Glossary GOVERNMENTAL ACCOUNTING STANDARDS BOARD – Independent private-sector organization that establishes accounting and financial reporting standards for U.S. state and local governments that follow Generally Accepted Accounting Principles. GOVERNMENTAL FUND – Term used in government accounting to apply to all funds except for the profit and loss funds (e.g., enterprise fund, internal service fund, and trust and agency fund). Examples of governmental funds are the general fund, special assessment fund, and capital projects fund. Governmental funds use the modified accrual accounting method. GRANT – A contribution by the state or federal government or other agency to support a particular function. HAZARDOUS ASSIGNMENT PAY – Eligible employee compensation above which they are normally entitled. It is a monetary incentive that is paid to employees who perform demanding duties or duties with an unusual degree of responsibility, a heightened level of physical risk that is above the norm for the job and where additional certification and/or continuing education is needed that is above and beyond the minimum requirements for the position. HOME RULE – Privilege of citizens at the grass roots level to manage their own affairs with minimal interference from the state. Assumes that government issues should be solved at the level closest to the people. Need to reach a population of 5,000 and there has to be an election ratifying a city/town charter. Allows city/town to pass any regulations or laws it deems necessary unless the state law prohibits it. INTERFUND TRANSFER – Amounts transferred from one fund to another. MAJOR FUND – Those funds whose revenues, expenditures/expenses, assets or liabilities are at least ten percent of the total for their fund category (governmental or enterprise) and five percent of the aggregate of all governmental and enterprise funds in total. MANAGEMENT SERVICES DIVISION – Refers to the following group of Sections: Management Services Administration, Purchasing, Finance/Budget and Sales Tax and Licensing. 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. NON-DEPARTMENTAL – Refers to the following Sections: Council and Commissions, Non-Departmental and NAIPTA. NON-MAJOR FUND – Those funds whose revenues, expenditures/expenses, assets or liabilities are not at least ten percent of the total for their fund category (governmental or enterprise) and five percent of the aggregate of all governmental and enterprise funds in total. NON-RECURRING REVENUE – Revenue which is a one-time receipt or which is not received on a continual basis. OBJECTIVES – A statement of specific measurable outcomes that contribute toward accomplishing the departmental mission. OPERATING BUDGET – A budget for general expenditures such as salaries, utilities and supplies. OPERATING REVENUE – Resources derived from recurring revenue sources used to finance recurring operating expenditures and pay-as-you-go capital expenditures. OUTSIDE AGENCIES – Refers to organizations, which are not associated with or cannot be allocated to any particular division. Annual Financial Plan Page 499 City of Flagstaff Appendix E - Glossary PAY AS YOU GO FINANCING – The principle or practice of paying for goods and services at the time of purchase, rather than relying on credit. PERFORMANCE INDICATORS – Measures used to evaluate the performance of a program or activity. Effectiveness and efficiency are two types of outcome performance indicators. PERSONAL SERVICES – All employers’ costs related to compensating employees of the City of Flagstaff, including employee fringe benefit costs such as the city portion of retirement, social security, and health and industrial insurance. PERSONNEL SERVICES – Expenditures for salaries, wages and fringe benefits of a government's employees. POLICE DIVISION – Refers to both Police and Police Grant Sections. PRIMARY TAXES AND VALUES – Primary or "limited" values are used to calculate primary property taxes which are collected to fund the maintenance and operation of school districts, community college districts, counties, cities and state government. Primary values and taxes are both limited as to how much they can increase if no changes have been made to the property. 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. PROPERTY TAX LEVY – The total amount to be raised by general property taxes for purposes specified in the Tax Levy Ordinance. PROPRIETARY FUND - Proprietary funds are used to account for the government’s ongoing organizations and activities that are similar to those often found in the private sector. These funds are considered self-supporting in that the services rendered by them are generally financed through user charges or on a cost reimbursement basis. Proprietary funds use the economic resources measurement focus and the accrual basis of accounting. There are two types of proprietary funds: enterprise funds and internal service funds. PUBLIC WORKS DIVISION – Refers to the following Sections: Public Works Administration, Facilities Maintenance, USGS Campus, Fleet Services, Parks, Recreation Services, Streets, Solid Waste and Sustainability and Environmental Management. RECURRING REVENUES – Revenue sources available on a constant basis to support operating and capital budgetary needs. 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. RESTRICTED REVENUES – Are legally restricted for a specific purpose by the Federal, State or local government. REVENUES – Amounts estimated to be received from taxes and other sources during the fiscal year. REVOLVING LOAN FUND – A gap financing measure primarily used for development and expansion of small businesses. It is a self-replenishing pool of money, utilizing interest and principle payment on old loans to issue new ones. 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. Annual Financial Plan Page 500 City of Flagstaff Appendix E - Glossary SECONDARY TAXES AND 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. SPECIAL REVENUE FUND – Fund used to account for revenues from specific taxes or other earmarked revenue sources that by law are designated to finance particular functions or activities of government. STREET AND HIGHWAY BONDS – Bonds that are secured by the City's Highway User Revenues and used for the construction of street, highway and related capital projects. 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. URBAN DESIGN – Refers to the following group of divisions: Beautification - General Administration, Streetscape, Flagstaff Urban Trails System, Rehabilitation Projects and Reserve - Beautification. UTILITIES DIVISION – Refers to the following Sections: Utilities Administration, Water Production, Water Distribution, Water Resource Management, Utilities Engineering Services, Regulatory Compliance, Wastewater Treatment – Wildcat, Wastewater Treatment - Rio, Wastewater Collection, Reclaimed Water and Stormwater. Annual Financial Plan Page 501 City of Flagstaff Appendix F - Acronyms ACRONYMS Acronym Description 4FRI ACA ACA ACI ACJC AD&D ADA ADC ADEM ADEQ ADOH ADOT ADWR AEP AG AIP APP APS ARFF ARS ASCT ASRS AWIR BBB BMX BNSF BPAC CACC CAFR CAPPO CCC CCRT CD CD&R CDBG CIP CJCC CJI CLIA CM CMMS CMS COF COGEN CommDEV COPS COT CRS CVB CY CY DBE DBM DES DES POPTAC Four Forest Restoration Initiative Arizona Commerce Authority Arizona Court Association American Concrete Institute Arizona Criminal Justice Commission Accidental Death & Dismemberment Americans with Disabilities Act Alternate Daily Coverage Arizona Division of Emergency Management Arizona Department of Environmental Quality Arizona Department of Housing Arizona Department of Transportation Arizona Department of Water Resources Achievement of Excellence in Procurement Attorney General Airport Improvement Program Aquifer Protection Permit Arizona Public Service Aircraft Rescue and Firefighting Arizona Revised Statutes Adaptive Signed Control Technology Arizona State Retirement System Aging Water Infrastructure Replacement Bed, Board, and Beverage Tax Bicycle Motocross Burlington Northern Santa Fe Railroad Company Beautification and Public Art Commission Court Automation Coordinating Committee Comprehensive Annual Financial Report California Association of Public Procurement Officers Coconino Community College Coordinated Community Response Team Community Development Community Design & Redevelopment Community Development Block Grant Capital Improvement Plan/Projects Criminal Justice Coordinating Council Criminal Justice Integration Court Leadership Institute of Arizona City Manager Computerized Maintenance Management System Case Management System City of Flagstaff Cogeneration New Permit Tracking System (Online) for the City of Flagstaff Community Oriented Policing Services Commission on Technology Community Rating System Convention and Visitor Bureau Calendar Year Cubic Yards Disadvantaged Business Enterprise Program Decision Band Method Department of Economic Security Department of Economic Security Population Technical Advisory Committee Annual Financial Plan Page 502 City of Flagstaff Appendix F - Acronyms DHS DMV DOJ DoIT DOT DRB DRIP DUI EAH EAD EAP ECONA EDA EDMS EEOP EFCL EMT EOC ERT ERU FAA FAPPO FBI FCP FEMA FFATA FFV FHA FHC FHWA FMPO FPD FPL FSO FTA FTE FUSD FUTS FWPP FY GAAP GCCL GFFP GFOA GIITEM GIS GF GIS GO GOHS GSA HB HPC HR HRA HRIS HSIP HTE HUD HURF HVAC Annual Financial Plan Department of Homeland Security Department of Motor Vehicles Department of Justice Division of Information Technology Department of Transportation Development Review Board Drainage Improvement Project Driving Under the Influence Employer Assisted Housing Employee Advisory Committee Employee Assistance Program Economic Collaborative of Northern Arizona Economic Development Administration Electronic Document Management System Equal Employment Opportunity Plans East Flagstaff Community Library Emergency Medical Technician Emergency Operations Center Electronic Receiver/Transmitters Equivalent Rate Unit Federal Aviation Administration Florida Association of Public Procurement Officers Federal Bureau of Investigation Flagstaff Cultural Partners Federal Emergency Management Agency Federal Funding Accountability and Transparency Act Flexible Fuel Vehicle Flagstaff Housing Authority State Forest Health Council Federal Highway Administration Flagstaff Metropolitan Planning Organization Flagstaff Police Department Flagstaff Public Library Flagstaff Symphony Orchestra Federal Transit Administration Full-Time Equivalent Flagstaff Unified School District Flagstaff Urban Trail System Flagstaff Watershed Protection Project Fiscal Year Generally Accepted Accounting Principles Grand Canyon Community Library Greater Flagstaff Forests Partnership Government Finance Officers Association Gang and Immigration Intelligence Team Enforcement Mission Geographic Information System General Fund Geographic Information System General Obligation Governor’s Office of Highway Safety Government Services Administration House Bill Hazardous Product Center Human Resources Health Risk Assessment Human Resource Information Services Highway Safety Improvement Project SunGard Public Sector Software Housing and Urban Development Highway User Revenue Fund Heating, Ventilation, Air Conditioning Page 503 City of Flagstaff Appendix F - Acronyms I-17 ICM ICMA IDS IGA ICSC ILS ISM ISO ISTEA IT JAG JCEF KWH LEAF LED LID LF LGIP LJC LJCAA LJCMS LM LRR LSTA LTAF MDC METRO MFC MPO MRF MRO MSW MUTCD MWh NACET NACOG NAEP NAIPTA NAPEBT NASPO NAU NAZ NFPA NHPA NICET NIGP NPDES NPI NPS OMB OOHR OSHA OT P3 P-CARD PC PD PFC PHAS PL Annual Financial Plan Interstate Highway 17 Institute for Court Management International City/County Management Association Interdivisional Staff Intergovernmental Agreement International Centre for Sustainable Cities Integrated Library System Institute of Supply Management Insurance Service Organization Intermodal Surface Transportation Efficiency Information Technology Judge Advocate General Judicial Collection Enhancement Fund Kilowatt Hour Law Enforcement Administrative Facility Light Emitting Diode Low Impact Development Lineal Feet Local Government Investment Pool Limited Jurisdiction Court Limited Jurisdiction Court Administrators Association Limited Jurisdiction Case Management System Development Group Lake Mary Limited Re-evaluation Report Library Services and Technology Act Local Transportation Assistance Funds Mobile Data Communications Northern Arizona Street Crimes Task Force Municipal Facilities Corporation Metropolitan Planning Organization Materials Recovery Facility Medicaid Rehab Option Municipal Solid Waste Manual of Uniform of Traffic Control Devices Milliwatt-hour is 1/1000 W.h Northern Arizona Center for Entrepreneurship and Technology Northern Arizona Council of Government National Association of Educational Procurement Northern Arizona Intergovernmental Public Transit Authority Northern Arizona Public Employees Benefit Trust National Association of State Procurement Officials Northern Arizona University Northern Arizona National Fire Protection Association National Historic Preservation Act National Institute of Certification in Engineering Technologies National Institute of Governmental Purchasing National Pollutant Discharge Elimination System National Purchasing Institute National Public Safety Office of Management and Budget Owner Occupied Housing Rehabilitation Occupational, Safety, and Health Administration Overtime Public Private Partnership Procurement Card Personal Computer Police Department Passenger Facility Charge Public Housing Assessment System Refers to Metropolitan Planning Funds Page 504 City of Flagstaff Appendix F - Acronyms PL POPTAC PR PSPRS RDA RevPar RFP RFP RICO RLF RMSE RMT ROSS ROW RSL RSOQ RTP RW SAN SB SBDC SCADA SCASDP SDWA SEDI SEED SEMAP SEMS SID SIU SPR SRO SRO STEM STP SUV TBD TCPF TCPL TIP TSA TTHM TXPPA UPWP USEPA USFS USGS UV VASH VC VHT VMT VoIP WIFA WMBS WQ WRF WRP WTP WWTP Annual Financial Plan Public Library Population Technical Advisory Committee Public Relations Public Safety Personnel Retirement System Resource Description and Access Revenue per Available Room Request for Proposal Reservoir Filtration Plant Racketeer Influenced and Corrupt Organizations Act Revolving Loan Fund Root Mean Square Error Repetitive Motion Therapy Resident Opportunities and Self-Sufficiency Right of Way Revised Service Level Request for Statement of Qualifications Regional Transportation Plan Reclaimed Water Storage Area Network Senate Bill Small Business Development Center Supervisory and Control Data Acquisition Small Community Air Service Development Program Safe Drinking Water Act Sustainable Economic Development Initiative Sustainable Entrepreneurial Economic Development Section Eight Management Assessment Program Sustainability and Environmental Management Section Special Improvement District Significant Industrial Users Statewide Planning and Research Single Room Occupancy School Resource Officer Science, Technology, Engineering, Math Surface Transportation Program Sport Utility Vehicle To be Determined Traffic Citation Progressive Fund Tuba City Public Library Transportation Improvement Program Transportation Security Administration Total Trihalomethanes Texas Public Purchasing Association Unified Planning Work Program United States Environmental Protection Agency United States Forest Service United States Geological Survey Ultra Violet Veterans Affairs Supported Housing Visitor Center Vehicle Hours Traveled Vehicle Miles Traveled Voice Over Internet Protocol Water Infrastructure Financing Authority Woody Mountain Booster Station Water Quality Water Reclamation Facility Water Reclamation Plant Water Treatment Plant Wastewater Treatment Plant Page 505 City of Flagstaff Arizona Snowbowl (Flagstaff Convention and Visitors Bureau) Annual Financial Plan Page 506 City of Flagstaff Photograph courtesy Tom Bean Photograph courtesy Tom Bean Photograph courtesy Tom Bean F E AT U R E D O P E N S PAC E P R O J EC T S : Observatory Mesa Picture Canyon Flagstaff Urban Trails System (FUTS) Frances Short Pond City of Flagstaff 211 W. Aspen Ave. Flagstaff, Arizona 86001 flagstaff.az.gov