2018 F L A G S TA F F | A R I Z O N A Empowering Flagstaff Families with Affordable Housing Options City of Flagstaff Annual Budget and Financial Plan 2017-2018 Annual Budget and Financial Plan Fiscal Year 2017-2018 City of Flagstaff, Arizona CITY COUNCIL Coral Evans, Mayor Jamie Whelan, Vice-Mayor Celia Barotz Jim McCarthy Charlie Odegaard 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 Gail Jackson, Interim Assistant to City Manager Brandi Suda, Finance Director Heidi Derryberry, Finance Manager Kristi Markey, EAC Representative PREPARED BY Heidi Derryberry, Finance Manager Tricia Almendarez, Payroll Manager Stacey Brechler-Knaggs, Grants Manager Robert Norton, Finance Manager Michael Franchi, Accountant Marsha Jensen, Accountant Matt Luhman, Accountant Wanda Noffz, Accountant Glorice Pavey, Finance Specialist Annual Financial Plan Page 3 City of Flagstaff 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 .................................................................................. 27 Strategic Plan ........................................................................................................ 27 City of Flagstaff Goals - 2017-2019 ....................................................................... 28 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 ............................... 33 Budget Process .......................................................................................... 34 Budget Calendar......................................................................................... 34 Assumptions and Strategies Economic Overview and Revenue Forecast ............................................... 36 Expenditures............................................................................................... 38 Fund Summaries General Fund.............................................................................................. 39 Housing and Community Services Fund .................................................... 40 Flagstaff Metropolitan Planning Organization ............................................. 40 EDA Revolving Loan Fund ......................................................................... 41 Library Fund ............................................................................................... 41 Highway User Revenue Fund ..................................................................... 42 Transportation Fund ................................................................................... 43 Flagstaff Urban Trail Fund .......................................................................... 44 Bed, Board and Beverage Funds ............................................................... 44 Beautification ....................................................................................... 45 Economic Development Fund .............................................................. 45 Tourism ................................................................................................ 46 Arts and Science Fund......................................................................... 46 Recreation ........................................................................................... 47 Parking District Fund .................................................................................. 47 Annual Financial Plan Page 5 City of Flagstaff Utilities Fund ............................................................................................... 48 Stormwater Fund ........................................................................................ 49 Solid Waste Fund ....................................................................................... 50 Sustainability and Environmental Management Fund................................. 51 Airport Fund ................................................................................................ 52 Flagstaff Housing Authority......................................................................... 53 Five-Year Projections by Fund .............................................................................. 54 Revenues All Funds – Federal and State Grants ........................................................ 58 General Fund.............................................................................................. 58 Bed, Board and Beverage 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: Total Resources and Appropriations Summary ...................... 91 Schedule A1: 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 ........................................................ 102 Schedule E-1: Budget by Divisions and Sections ..................................... 105 Schedule F: Budget Summary by Division of Expenditures ...................... 107 Schedule G: Full-Time Employee and Personnel Compensation ............. 109 Schedule H: Summary of Operating Capital ............................................. 110 Schedule I: Summary of Capital Improvement Program ........................... 113 Schedule J: Debt Service Requirements .................................................. 117 Schedule K: Five-Year Plans General Fund.................................................................................... 118 Housing and Community Services Fund .......................................... 120 Metro Planning Organization Fund ................................................... 121 EDA Revolving Loan Fund ............................................................... 122 Library Fund ..................................................................................... 123 Higher User Revenue Fund .............................................................. 124 Transportation Fund ......................................................................... 125 Flagstaff Urban Trails Fund .............................................................. 126 Annual Financial Plan Page 6 City of Flagstaff Beautification Fund ........................................................................... 127 Economic Development Fund........................................................... 128 Tourism Fund ................................................................................... 129 Arts and Science Fund ..................................................................... 130 Recreation Fund - BBB ..................................................................... 131 Parking District Fund ........................................................................ 132 General Obligation Bond Fund ......................................................... 133 Secondary Property Tax Fund .......................................................... 134 Special Assessment Bond Fund ....................................................... 135 Perpetual Care ................................................................................. 136 Capital Projects Fund (Non GO Funded Projects) ............................ 137 Capital Projects Fund (GO Bond Funded Projects) .......................... 138 Water, Wastewater and Reclaimed Water Fund............................... 139 Stormwater Fund .............................................................................. 140 Solid Waste Fund ............................................................................. 141 Sustainability and Environmental Management Fund....................... 142 Airport Fund ...................................................................................... 143 Flagstaff Housing Authority Fund ..................................................... 144 Schedule L: Summary of All Fiscal Activity ............................................... 145 Division Detail General Administration ........................................................................................ 147 City Manager Division (011) ..................................................................... 149 Human Resources Division (012) ............................................................. 157 Risk Management Division (013) .............................................................. 163 Information Technology Division (014) ..................................................... 169 City Attorney Division (015) ...................................................................... 175 Flagstaff Municipal Court Division (016) ................................................... 183 Management Services......................................................................................... 189 Management Services (031)..................................................................... 191 Purchasing (032) ...................................................................................... 192 Revenue (033) .......................................................................................... 197 Finance (034) ........................................................................................... 202 Fire … .............................................................................................................. 207 Fire (051) .................................................................................................. 209 Fire Grants (052) ...................................................................................... 214 Police ................................................................................................................. 215 Police (061) .............................................................................................. 217 Police Grants (062)................................................................................... 223 Community Development .................................................................................... 225 Community Development Administration (101) ........................................ 227 Engineering (102) ..................................................................................... 231 Capital Improvements (103) ..................................................................... 236 Planning & Development Services (104) .................................................. 239 Annual Financial Plan Page 7 City of Flagstaff Housing (105) ........................................................................................... 247 Community Housing Services (106) ......................................................... 251 Community Housing Grants (107) ............................................................ 251 Community Development Block Grants (108)........................................... 252 Flagstaff Housing Authority (109) ............................................................. 253 Flagstaff Metropolitan Planning Organization (MPO) (110) ...................... 255 Public Works ....................................................................................................... 259 Public Works Administration (151)............................................................ 261 Facilities Maintenance (152) ..................................................................... 264 USGS Campus (153)................................................................................ 268 Fleet Services (154) ................................................................................. 271 Parks (155) ............................................................................................... 275 Recreation Services (156) ........................................................................ 279 Street Maintenance (161) ......................................................................... 283 Solid Waste - Landfill (165)....................................................................... 286 Solid Waste - Collections (166) ................................................................ 286 Sustainability (170) ................................................................................... 293 Environmental Management (171) ........................................................... 293 Economic Vitality ................................................................................................. 303 Library City Direct (035) ............................................................................ 305 Library County Direct (036)....................................................................... 312 Library Grants and County-wide Projects (038) ........................................ 313 Community Investment (201).................................................................... 314 Economic Development (213) .................................................................. 314 EDA Revolving Loan Fund (202) .............................................................. 319 Beautification (211)................................................................................... 320 Tourism (214) ........................................................................................... 325 Visitor Services (215) ............................................................................... 330 Arts and Science (216) ............................................................................. 334 Airport (221).............................................................................................. 337 Parking District (231) ................................................................................ 342 Utilities ................................................................................................................. 345 Utilities Administration (300) ..................................................................... 347 Water Production (301) ............................................................................ 350 Water Distribution (303) ............................................................................ 354 Water Resource Management (304) ........................................................ 358 Utilities Engineering Services (305) .......................................................... 362 Regulatory Compliance (306) ................................................................... 365 Wastewater Treatment - Wildcat (311) ..................................................... 369 Wastewater Treatment – Rio Plant (312) ................................................. 372 Wastewater Collection (313)..................................................................... 375 Reclaimed Water (321) ............................................................................. 379 Stormwater (331) ...................................................................................... 381 Non-Departmental ............................................................................................... 385 Annual Financial Plan Page 8 City of Flagstaff Council and Commissions (401) ............................................................... 386 Non-Departmental (402) ........................................................................... 387 NAIPTA-Transit (404) ............................................................................... 388 Capital Improvement Program Capital Improvement Program Summary.................................................. 393 Financing the Capital Plan ........................................................................ 394 Schedule of Capital Improvements ........................................................... 397 FY 2017/18 Project Descriptions .............................................................. 417 Capital Budget Impact on the Operating Budget ...................................... 428 Unfunded Capital Projects (Schedule)...................................................... 444 Community Profile ............................................................................................ 449 Appendices AAuthorized Personnel/Positions Summary................................................ 463 BCity of Flagstaff Pay Plan ......................................................................... 473 CResolution for Budget Adoption ................................................................ 499 DOrdinance for Property Tax Levy .............................................................. 500 EGlossary ................................................................................................... 502 FList of Acronyms ....................................................................................... 508 Annual Financial Plan Page 9 City of Flagstaff City of Flagstaff, Arizona Section Summary Cross Reference Index in Section Number Order # Section 011 012 013 014 015 016 031 032 033 034 035 035 036 038 051 052 061 062 101 102 103 104 105 106 107 108 109 110 151 152 153 154 155 156 161 165 166 170 201 202 211 213 City Manager ............................................................................................ 149 Human Resources .................................................................................... 157 Risk Management..................................................................................... 163 Information Technology ............................................................................ 169 City Attorney ............................................................................................. 175 Flagstaff Municipal Court .......................................................................... 183 Management Services Administration ...................................................... 191 Purchasing................................................................................................ 192 Revenue ................................................................................................... 197 Finance ..................................................................................................... 202 Library Services ........................................................................................ 305 Library City Direct ..................................................................................... 311 Library County Direct ................................................................................ 312 Library Grants and County Wide Projects ................................................ 313 Fire ........................................................................................................... 209 Fire Grants................................................................................................ 214 Police Operations ..................................................................................... 217 Police Grants ............................................................................................ 223 Community Development ......................................................................... 227 Engineering .............................................................................................. 231 Capital Improvements ............................................................................... 236 Planning and Development....................................................................... 239 Housing .................................................................................................... 247 Community Housing Services................................................................... 250 Community Housing Grants...................................................................... 250 Community Development Block Grants .................................................... 251 Flagstaff Housing Authority....................................................................... 252 Flagstaff MPO........................................................................................... 254 Public Works Administration ..................................................................... 261 Facilities Maintenance .............................................................................. 264 USGS Campus ......................................................................................... 268 Fleet Services/Management ..................................................................... 271 Parks ........................................................................................................ 275 Recreation ................................................................................................ 279 Street Maintenance .................................................................................. 283 Solid Waste - Landfill ................................................................................ 291 Solid Waste – Collections ......................................................................... 292 Sustainability and Environmental Management ........................................ 293 Community Investment ............................................................................. 314 EDA Revolving Loan Fund ....................................................................... 319 Beautification ............................................................................................ 320 Economic Development ............................................................................ 314 Annual Financial Plan Page Page 10 City of Flagstaff 214 215 216 221 231 300 301 303 304 305 306 311 312 313 321 331 401 402 404 Tourism..................................................................................................... 325 Visitor Services ......................................................................................... 330 Arts and Science ..................................................................................... 334 Airport ...................................................................................................... 337 Parking District ......................................................................................... 342 Utilities Administration .............................................................................. 347 Water Production ...................................................................................... 350 Water Distribution ..................................................................................... 354 Water Resource Management .................................................................. 358 Utilities Engineering Services ................................................................... 362 Regulatory Compliance (Includes former 314) ......................................... 365 Wastewater Treatment - Wildcat .............................................................. 369 Wastewater Treatment – Rio Plant ........................................................... 372 Wastewater Collection .............................................................................. 375 Reclaimed Water ...................................................................................... 379 Stormwater ............................................................................................... 381 Council & Commissions ............................................................................ 386 Non-Departmental .................................................................................... 387 NAIPTA..................................................................................................... 388 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 communication 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. Appendices - 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 division, City pay plans and a list of acronyms. 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 City Hall/Departments/Finance Section/Financial Reports and Budget Documents. Annual Financial Plan Page 12 City of Flagstaff City of Flagstaff Citizens of Flagstaff City Council (Elected) Boards and Commissions (Appointed) Special Committees (Appointed) Flagstaff Municipal Court Magistrates (Appointed) City Manager (Appointed) City Court Deputy City Manager City Attorney (Appointed) Deputy City Manager Legal City Clerk Community Development Administration Economic Vitality Fire Information Technology Human Resources Management Services Risk Management Real Estate Police Utilities Public Works 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 Public Works 06 Deputy City Manager 01-011 City Clerk 01-011 IT 01-014 Real Estate 01-011 Admin 151 HR 01-012 Economic Vitality 07 Community Development 05 Facilities 152 Risk Management 01-013 Community Investment 201 USGS Campus 153 Police 04 Airport 221 Parks 155 Patrol SEMS 170/171 Support Services Fleet 154 Grants 062 Recreation 156 Planning and Development 104 FMPO 110 Tourism 214 Engineering 102 Visitor Services 215 Capital 103 EDA Revolving Loan 202 Fire 03 Economic Development 213 Housing/FHA 105/109 Utilities 08 Street Maintenance 161 Operations 051 Arts and Sciences 216 SW – Landfill 165 Wildland Beautification 211 Wastwater Treatment (WC) 311 SW – Collections 166 Administration Library (City 035 Wastewater Treatment (Rio) 312 Grants 052 Library (County) 036/037 Water Distribution 303 Library (Grants/CW Projects) 038 Water Treatment/ Production 301 Parking District 231 Management Services 02 Purchasing 032 Revenue 033 Operations 300 Wastewater Collection 313 Utilities Engineering 305 Water Resources 304 Regulatory Compliance 306 Stormwater Management 331 Reclaimed Water 321 Finance 034 Annual Financial Plan Page 14 City of Flagstaff City Council Mayor Coral Evans Mayor Coral Evans was elected as Mayor in November 2016. Although new to the position of Mayor, Ms. Evans is not new to the Flagstaff City Council. She was first elected to serve on the Flagstaff City Council in 2008 and reelected in 2012. She served as Vice Mayor of the City from 2012-2014. 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 the Council, Ms. Evans is the Executive Director of a nonprofit organization (the Sunnyside Neighborhood Association of Flagstaff, Inc.) and a small business owner (Destiney's Creations). Presently Mayor Evans 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. She has a Masters level certificate in Public Management and is nationally certified in public participation practices. Ms. Evans is a Flinn-Brown Fellow and a graduate of the Flagstaff Leadership Program. Her recognitions include the Greater Flagstaff Chamber of Commerce Athena Award, the United Way of Northern Arizona Community Builder Award, the Coconino Hispanic Advisory Council Cesar E. Chavez Community Award, the State of Black Arizona Community Luminary Award, the Arizona Informant Newsmaker Award and the Soroptimist International AZ Peaks Rudy and Women of Distinction (Economic & Social Development) awards. Mayor Evans believes in a balanced approach to the stewardship of community resources and is passionate about creating opportunities that allow for civic engagement, civil discourse, community revitalization and genuine sustainability and advancement for Flagstaff citizens. Vice-Mayor Jamie Whelan Councilmember Jamie Whelan was elected to the Flagstaff City Council in November 2016. She received the most votes in the general election and was selected by Council to serve as ViceMayor from 2016-2018. Jamie has lived in Flagstaff for over 26 years. She has owned several small businesses while continuing her career as a teacher. She and her wife Laura Anne have two children and have owned the Old Town Creperie for over 12 years. Jamie started her teaching career in New Jersey where she worked as a special educator for over 14 years. She also taught in the Flagstaff Unified School District for over 12 years and received the 2005 Moral Courage Award for Teaching Tolerance and Humanitarian Values. She began teaching at Northern Arizona University in the College of Education, Educational Specialties department. In 2014 she was awarded Teacher of the Year by her colleagues in the College of Education and joined the NAU Teacher’s Academy. As a Senior Lecturer, Jamie coordinated, directed and supervised the Praxis Partnership Annual Financial Plan Page 15 City of Flagstaff Program preparing teachers to teach in the field of Elementary Education and Special Education. She also was a member of the President’s Commission on the Status of Women at NAU and a Golden Axe recipient. Jamie continues to be a Special Education advocate for student and parent rights. Jamie is a member of the Coconino County Fatality Review Board and has been a Board Member and President of Victim Witness Services of Coconino County. “I look forward to participation in a City Council whose members collaborate with one another, a City Council that is based in the community’s collective wisdom, one that is transparent, and one that you can count on.” Councilmember Celia Barotz Councilmember Celia Barotz was first elected to the Flagstaff City Council in May 2010 when she received the most votes and was selected by the other members of the council to serve as Vice-Mayor from 2010-2012. In her bid for re-election, she again received the most votes of the six candidates and served as Vice-Mayor for a second time from 2014-2016. Celia ran for Flagstaff City Council after learning about the issues facing the city and gaining an understanding of governmental processes. For seven years she was a member of several local boards and commissions, including the Coconino County Planning and Zoning Commission and the City of Flagstaff Planning and Zoning Commission, Water Commission, Open Spaces Commission and Board of Adjustment. During her tenure on the City Council, Celia has served as the City Council representative on the Flagstaff City-Coconino County Public Library Board, the Flagstaff Arts Council and the Economic Collaborative of Northern Arizona (ECONA). She was a City Council representative on the Board of Directors of the Northern Arizona Intergovernmental Public Transportation Authority (NAIPTA) for six years. Currently, Celia is one of three City Council representatives on the Flagstaff Metropolitan Planning Organization board of directors. Celia is a very strong open space advocate. In 2016, she co-led the Greater Buffalo Park campaign, which was on the ballot as Proposition 413 and Flagstaff voters passed by 86.7%. The measure will preserve as passive open space a total of 300 acres of extremely valuable city owned undeveloped land on McMillan Mesa and south of Buffalo Park. Celia has practiced real estate and land use law and was the Alternative Dispute Resolution (ADR) Program Coordinator for Coconino County Superior Court in Flagstaff where she oversaw the dispute resolution program and also mediated 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. She is devoted to her yoga practice and loves to read and explore the Flagstaff Urban Trail System and forests in the area with her beloved rescue dog Bailey. Annual Financial Plan Page 16 City of Flagstaff Councilmember Jim McCarthy Jim McCarthy was elected to a four-year term on the Flagstaff City Council in November 2016. Before being elected to Council, Jim served six years on the city Planning and Zoning Commission, and five years on the City Water Commission. Jim earned a BS in mechanical engineering and started his professional career at AiResearch, serving as a performance analyst and project engineer. He later worked at Learjet as a flight support engineer and at Hughes Aircraft as a test engineer. He returned to AiResearch, now part of Honeywell, and managed an engineering group before retiring. Jim was raised in Arizona and lives in Flagstaff with his wife Kathy. To supplement his engineering background, he earned a Master of Environmental Planning (land use planning). This led to his appointment to the Flagstaff Planning & Zoning Commission. Jim loves diversity. He appreciates the power of place in anything from downtown Flagstaff to the backcountry of the Grand Canyon. He has 238 days below the Canyon rim, on backpacks and river trips. Being a photo buff, he has a darkroom in his home. He writes folk songs and volunteers for Flagstaff Friends of Traditional Music. Jim believes in the power of freedom and equal opportunity, and knows that with freedom comes responsibility. Shunning a set ideology, he seeks out practical solutions. Councilmember Charlie Odegaard Charlie Odegaard was elected to a four-year term on the Flagstaff City Council in November 2016. Before being elected to Council, Charlie served for three years on the City Water Commission. Charlie is a 30-year resident of Flagstaff. He graduated from Flagstaff High School and attended NAU. Charlie is a third generation owner of Odegaard's Sewing Center which was started by his grandparents in 1969. Charlie is married with several children and grandchildren. He serves on the Council at Shepherd of the Hills Lutheran Church and has served as Past President. Annual Financial Plan Page 17 City of Flagstaff Councilmember Scott Overton Scott Overton was re-elected to his third, four-year term on the Flagstaff City Council in November 2014. He served as Vice Mayor from 2006 to 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 career and 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, currently, he operates a small construction company, SR Overton Construction. He 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. Councilmember Eva Putzova Councilmember Eva Putzova was elected to the Flagstaff City Council in November 2014 to a four-year term. As a council representative, she served on the Board of Directors of the Flagstaff Arts Council and on the Audit Committee from 2015 through 2016. She is a current board member of the Economic Collaborative of Northern Arizona and the Northern Arizona Intergovernmental Public Transportation Authority. Her policy interests include social, economic, and environmental justice issues. In 2016, she led a successful local citizen initiative, raising Flagstaff’s minimum wage to $15 by 2021, implementing one fair wage by 2026, and establishing local labor standards enforcement. Prior to her election to the City Council, 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. 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 in the renewable energy sector at Southwest Windpower and, in 2003, began working in higher education. During her 14-year tenure at Northern Arizona University she held a number of positions, including Director of Strategic Planning and Executive Director for Marketing and Strategic Communications. She was instrumental in designing and implementing CCC2NAU—a collaborative program between NAU and CCC to streamline student pathways from the community college to the university. 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, collaborating with public and private sector clients in the area of strategic planning, assessment, marketing management, and external grant evaluation. Annual Financial Plan Page 18 City of Flagstaff Fiscal Year 2018 Manager’s Budget Transmittal Letter Executive Summary July 5, 2017 Mayor, Vice-Mayor and Council: Each year, in accordance with our City Charter, the City Manager is responsible to prepare the annual budget estimates and submit them to the Council. This process represents a significant investment in both time and energy for City staff as we recognize that among our highest duties is the responsibility to remain fully accountable and transparent in the use of public funds. With this letter, I transmit the City Manager's FY 2018 Recommended Budget for your review and consideration. 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 for all of its citizens. This recommended budget constitutes a collaboration with the City Council that began in early January when we met to discuss Council’s goals and budget priorities. At that time the City Council directed City staff to focus on the following priorities for FY 2018: • • • • • • • • Affordable Housing Transportation and Other Public Infrastructure Building and Zoning/Regional Plan Social Justice Economic Development Water Conservation Environmental and Natural Resources Climate Change We met again in February to further refine your budget priorities and discuss our fiscal challenges. I believe that this Manager’s Recommended Budget reflects a commitment to furthering your goals and budget priorities in an efficient and strategic manner. This Council has expressed its desire to take bold and meaningful action in the area of Affordable Housing in the near term. In response, I will be recommending your approval of $300,000 in funding to prepare for and incentivize the development of affordable housing units in partnership with community stakeholders and the private sector. In order to accomplish this objective in an expeditious fashion, City staff will first Annual Financial Plan Page 19 City of Flagstaff concentrate on available parcels of land that the City already owns. Additionally, I am recommending that we hire a Project Manager for Housing who will have the requisite skills, knowledge and experience to effectively leverage this new funding. Medium and longer term strategies are also being considered and, to that end, I have identified $75,000 in one-time dollars to explore potential funding strategies for affordable housing, including a possible ballot question if Council should decide to move in that direction. Another highlight of this year’s recommended budget is a commitment to fund public safety staffing which represents one of the most significant core services that the City provides and is integral to our quality of life. I have authorized the police and fire departments to seek grant funding for six new police officers and six new fire fighters and have dedicated the needed City matching funds requirement through the life of those grants. If the grants are approved, we will hire the additional public safety personnel sometime after January 2018. In order to help provide for adequate stability of funding these new positions into the future, I am recommending that the City Council approve the available property tax levy/revenue increase in the amount of 7% beginning on July 1, 2017 and another 7% beginning on July 1, 2018. This will result in a cumulative increase of 14% to the levy/revenue over the two-year period. This action will help assure that we are not in the position of having to reduce public safety staffing after the grant period has ended if future revenues to the General Fund do not prove sufficient to sustain them. The Manager’s Recommended Budget for FY 2018 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. While this letter is involved with communicating our plan for wisely allocating taxpayer provided resources for this coming fiscal year, we acknowledge that much progress can and is being made with existing resources. So while the recommended new budget expenditures may be relatively small amounts in some areas, it isn’t a reflection of all the effort that is being made in that area. My focus with the Budget Team and Leadership for this year’s budget was to make sure that the City of Flagstaff, as an organization, is fully capable to serve our community at a level commensurate with its high expectations for quality. As a result of recessionary decreases to revenues, the City has gone through a tough process of refinement over the past few years that, on one hand, has resulted in a more efficient and nimble organization; and this is a good thing. On the other hand, however, the City organization is struggling to keep up with increasing demands for critical services and infrastructure. So while this recommended budget offers us a greater ability to respond to the needs of a growing community, it is by no means a return to those days of the past. To use a wellness analogy: we have slimmed down as an organization and have added some muscle back in areas where it is needed in order to do the heavy lifting required. We will continue to be very strategic and purposeful as we grow in future years and how we do that will be dependent upon the direction we receive from the City Council in response to the will of our community. Respectfully Submitted, Josh Copley City Manager Annual Financial Plan Page 20 City of Flagstaff Economic Condition National, state and local economic conditions have improved since the Great Recession. Locally, the Flagstaff economy can perhaps best be measured by four indicators--sales tax, Bed, Board and Beverage (BBB) tax, state shared income tax, and the construction industry. The City collects three different sales taxes. The first is a 1% tax on all general sales except food. Revenues from this sales tax support General Fund operations. The City has seen growth in this category, with FY 2015 and FY 2016 seeing increases of 9% and 7% respectively, which consistently outpaces the state sales tax growth. For FY 2017 we estimate a 2% growth followed by 3% growth in FY 2018. Some of the stronger sales tax categories are Restaurants/Bars, Hotels/Motels, Retail and Property Rentals, commercial and residential. General Sales Tax Revenue Fiscal Year 2014 Fiscal Year 2015 Fiscal Year 2017 (est.) Fiscal Year 2016 Fiscal Year 2018 (est.) $19,843,580 $19.191,000 $18,679,837 $17,442,707 $15,897,805 The BBB tax is another important indicator of the health of the local economy. As mentioned above, Restaurants/Bars and Hotels/Motels tax categories are showing strong trends. BBB revenues increased by over 11% in FY 2015 and continue to have growth of approximately 5% per year. Estimates for FY 2018 are conservatively set at 3% which translates to a gain in revenues of approximately $235,000. Bead Board and Beverage Tax Revenue Fiscal Year 2014 Fiscal Year 2015 Fiscal Year 2017 (est.) Fiscal Year 2016 Fiscal Year 2018 (est.) $8,054,600 $7,820,000 $7,493,892 $6,971,983 $6,259,688 Another measure of our economic health is unemployment. While the City does not predict unemployment in its annual budget, the rate can affect revenue. The most direct correlation is the State Shared Income Tax. This revenue source is remitted to the City from the State approximately two years in arrears. Consequently, we know exactly how much is going to be remitted in the upcoming fiscal year. For FY 2018, State Shared Income Tax is projected to grow 2.7% with only small increases in future years. This percentage is artificially low as there have been reductions in the corporate income tax collections due to state legislation. Personal income tax revenues are estimated to increase by 5.6%. In pre-recession times, the combination of new residential and commercial construction growth provided its own stimulation to the economy through building permits, construction material and sales taxes. Construction growth also resulted in reduced sales tax leakage because new residents were spending money at new retail establishments, locally. This helped drive our local economy. Calendar year (CY) Annual Financial Plan Page 21 City of Flagstaff 2016 saw growth in total new construction valuation of $137,709,978 compared to $76,668,780 in CY 2015. In CY 2016, total new residential and commercial construction permits were up 9% from CY 2015. Total single family dwelling units were up in CY 2016: 239 compared to 206 in CY 2015, total dwelling units were up 18% in CY 2016: 480 compared to 402 in CY 2015 (this is single and multi-family units). In summary, our economy is growing incrementally stronger and this translates into modest growth in our ongoing revenues. 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 Budget Overview section. Revenues Recurring revenues are the portion of City funds that can reasonably be expected to continue year-overyear 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 a willingness to consider additional revenues through increased property taxes and community development and fire user fees. The FY 2018 City Manager recommended budget includes revenue growth in the General Fund of $1.5 million related to property tax, sales tax and state shared revenues, plus new ongoing budgeted user fee revenues of $520,000. Additionally, there is $2.1 million of one-time capacity from fund balance estimates. The FY 2017 City Manager recommended budget for the General Fund included $1.7 million in ongoing revenue and $3.0 million in one-time capacity. 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 eight 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 $16.6 million we were challenged to deal with the lingering pent up demand. I called upon our Leadership Team to help prioritize the $3.9 million in new personnel requests. The FY 2018 Recommended Budget provides for $10.9 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 2018 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 dollars 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. In addition to Annual Financial Plan Page 22 City of Flagstaff Council’s administrative goals which includes Personnel, the FY 2018 budget addresses your priorities of Affordable Housing, Transportation and Other Public Infrastructure, Building and Zoning/Regional Plan, Social Justice, Economic Development, Water Conservation, Environmental and Natural Resources, and Climate Change. The following chart summarizes new budget investments by Council goal: Employee Compensation and Investment This year we will implement Phase Two of a three-year strategy to bring all City pay structures up to market level. This strategy is currently built into all five-year plans. Achieving market based pay has been a goal of Council for the past few years and is supported by our Employee Advisory Committee (EAC). 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. Additionally, we have been able to fund increased costs to the public safety pension system with ongoing dollars, instead of one-time dollars, which further enhances our financial stability. This year’s budget includes ongoing funding for a $1.1 million increase in our public safety pension liability that was based upon a revaluation of our actuarial numbers in the aftermath of recent court rulings. Annual Financial Plan Page 23 City of Flagstaff Building upon the success of last year’s “Investing in You” training, which includes such topics as communications skills, ethics and leadership, I am recommending another one-time appropriation of $35,000 to continue this effort in developing our employees to better serve our community. Understanding that the high cost of housing in our community has a direct bearing on our ability to recruit and retain quality employees, I am recommending that we expand our popular Employer Assisted Housing Program with an additional $100,000 in funding to include all City employees. This program was piloted in the Police Department as a means to address recruitment and retention of police officers and has been demonstrated to be successful in meeting this objective. Staffing The FY 2018 recommended budget includes twenty-three (23) new staff positions in the General Fund, including five (5) that are funded with 100% direct offsets from new revenues, and a total of eight (8) new positions throughout all other funds for a total of thirty-one (31) positions throughout the organization. Of the twenty-three new staff positions in the General Fund, twelve are police officers and fire fighters. Our public safety first responders continue to deal with the challenges of higher demands for services brought on, in recent years, by increased development and population. In 2009, at the beginning of the last recession, the police department had a total of 118 sworn officer positions. Today, the police department has 112 sworn positions and are responding to a 6% increase in call volume. Similarly, the fire department had a total of 93 fire fighters in 2009 and now have 80 who are responding to an almost 50% increase in call volume. The result is an increase in public safety response times and a less safe work environment for our employees. These thirty-one new 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: General Fund Positions: • Labor Standards Manager • IT Intern - .375 (1X) • Development Engineering Project Manager (Contingent on Courthouse project) • Capital Improvements Project Manager (1X) • Associate Planner • Building Inspector (Contingent on new permit fees) • Comprehensive Planning Intern - .475 (1X) • Affordable Housing Project Manager (1X) • Fire Fighters - 6 • Police Officers - 6 • Mechanic Assistant • Parts Specialist • Aquatics Lifeguard Staff - 1 All Other Fund Positions: • Administrative Specialist for Transportation and Infrastructure Planning (1X) • Creative Services Specialist • ParkFlag Parking Coordinator • Executive Assistant to the Library Director (Contingent on increased Library District funding) • Utilities SCADA Administrator • Water Services Technician - 2 • Utilities GIS Specialist Annual Financial Plan Page 24 City of Flagstaff Transportation and Other Public Infrastructure The City continues to make good progress towards Council’s goal of delivering quality community assets while continuing to advocate for the implementation of a highly performing multi-modal transportation system. In appreciation of the enormity of our present and future transportation needs, we realize that it will take the cumulative and sustained effort of the City of Flagstaff and its agency partners to make headway in this area. This year’s recommended budget continues this investment with approximately $140.3 million in capital expenditures, across all funds, for improvements to community assets like the Flagstaff Urban Trails System (FUTS), Flagstaff Pulliam Airport, landfill, and water/wastewater utilities, just to name a few examples. This amount includes $45.1 million for improvements to streets and transportation infrastructure that is funded through a combination of Highway User Revenue Funds (HURF), Transportation Tax and Road Repair and Street Safety Tax. Another highlight of this recommended budget includes $300,000 to construct new public restroom facilities at Buffalo and Thorpe Parks. Building and Zoning Codes and Regional Plan In order to further Council’s goal of revising the Zoning and Building Codes in order to remove ambiguities while ensuring that it is consistent with community values and the Regional Plan, I am asking for your approval of $100,000 in this year’s budget for consulting services and other expenses associated with this effort. This will include work to help improve the experience of citizens, customers and other users as they navigate through these large, regulatory and guidance documents. Social Justice This year Council has provided a goal of advancing social justice in our community. To help further this goal, the FY 2018 Manager’s Recommended Budget contains $6,000 in funding for outreach and meetings with indigenous communities in Northern Arizona. We would also like to conduct a Native Youth Service Academy at Picture Canyon as a pilot program in FY 2018 with a budget of $2,000. Additionally, we have identified another $5,000 to bolster our social media to better communicate Council activity to the public. Economic Development Strategies The City of Flagstaff continues to invest in the local economy in a diverse manner with positive results indicated through increased revenues. Some investments the City has made and continues to make include the Downtown, Auto Mall, Southside revitalization, the City’s Incubator and Accelerator operated by Northern Arizona Center for Entrepreneurship and Technology, 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. The City looks to enhance primary high wage sectors including the bio-sciences, astronomy, advanced manufacturing, health care, and digital products. These efforts have come about through a multi-pronged approach that includes internal change as well as direct assistance that encourages existing and new businesses that will grow and strengthen a more equitable and resilient economy. Water Conservation In pursuit of Council’s goal to become a national leader in water conservation in all sectors, I have included an additional $128,000 in this budget to develop a Water Conservation Plan, implement WaterSmart software and increase our public outreach and engagement. The WaterSmart Software will enable our water customers to access data and analytics to increase their water use awareness and improve their on-line experience with the City. Annual Financial Plan Page 25 City of Flagstaff Environmental and Natural Resources In the new budget year, the City will continue to actively manage and protect all environmental and natural resources under our purview. This includes $100,000 to enable our Hazardous Product Center to more effectively dispose of increasing amounts of electronic waste and other materials. Other new ideas include funding to coordinate a Zero Waste program and a Waste to Profit pilot project. These initiatives will help meet Council goals, conserve space in our landfill, and encourage activities and behaviors that reduce waste. Climate Change On April 6, 2010 the Flagstaff City Council adopted Resolution No. 2010-16 which committed the City to achieve 20% of its energy consumption as renewable by 2015, 35% by 2020, and 50% by 2050. During its January and February budget retreats, the City Council set a new, ambitious objective of eventually becoming a 100% renewable energy city organization and community. In order to assist in facilitating this objective, I am recommending the allocation of $35,000 to develop a Climate Action Plan in FY 2018. Additionally, I have identified $45,000 to complete repairs on the solar thermal hot water system at the City’s Aquaplex. This system has not functioned properly since the facility opened and is currently not operational. The energy consumed by the Aquaplex facility to heat water for the swimming pools represents a significant portion of its total energy budget. This repair will not only further our renewable energy goal but also result in quite a bit of savings on our energy bill. Summary by Fund The following is a summary for new investments of $10.9 million for the FY 2018 Budget by Fund: Annual Financial Plan Page 26 City of Flagstaff The City of Flagstaff Service at a Higher Elevation Mission To protect and enhance the quality of life for all. Vision The City of Flagstaff is a safe, diverse, just, vibrant and innovative community with a unique character and quality of life for all. The City fosters and supports economic, environmental, educational and cultural opportunities. Values *Teamwork *Transparency *Accountability *Communication *Excellence *Leadership *Integrity Strategic Plan Strategic Priority: Provide Exceptional Service • • • • • Serve as ambassadors for the Flagstaff community Serve the public through quality internal and external customer service Foster clear and consistent communication Provide employees tools, training and support Demonstrate respect, equity and strong ethics Strategic Priority: Invest in Our People • • • • Ensure effective resources for employees Provide competitive compensation Empower employees to make the City better Maintain and enhance a safe and positive organizational culture Strategic Priority: Foster a Resilient and Economically Prosperous City • • • • • Enhance the organization’s fiscal stability and resourcefulness Deliver outstanding services through a healthy environment, resources and infrastructure Support sustainable economic development and its practices Promote policies that reflect a positive and safe community Continue to enhance community outreach and engagement Strategic Priority: Work In Partnership to Enhance a Safe and Livable Community • • • • Foster a safe, healthy, equitable and accessible community Cultivate community partnerships through civic engagement and participation Facilitate and encourage diversity Promote high quality of life through consistent standards, rules and regulations Annual Financial Plan Page 27 City of Flagstaff City of Flagstaff City Council Goals: 2017-2019 Revised February 2017 1) Economic Development • Grow and strengthen a more equitable and resilient economy. 2) Affordable Housing • Support development and increase the inventory of public and private affordable housing for renters and home owners throughout the community. 3) Social Justice • Advance social justice in our community. 4) Transportation and Other Public Infrastructure • Deliver quality community assets and continue to advocate and implement a highly performing multi-modal transportation system. 5) Building and Zoning/Regional Plan • Revise the zoning code to remove ambiguities, and ensure it is consistent with community values and the regional plan. 6) Climate Change • Take meaningful climate change action. 7) Water Conservation • Become a national leader in water conservation in all sectors. 8) Environmental and Natural Resources • Actively manage and protect all environmental and natural resources. 9) Personnel • Attract and retain quality staff. 10) Community Outreach • Enhance public transparency and accessibility. 11) Town & Gown • Enhance relationships between City and institutions of Higher Education. 12) Code Compliance • Achieve comprehensive and equitable code compliance. Annual Financial Plan Page 28 City of Flagstaff Budget Overview The City of Flagstaff FY 2018 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 2018; and Debt Structure, which are the operating framework of the Financial Plan. Financial Resources Available Sales/Franchise Taxes Intergovernment Property Taxes State Transportation Tax Library District Tax Highway User Tax BBB Tax Enterprises (A) Other (B) Fund Balance/Other Financing Enterprises (A): Water Wastewater Stormwater Utility Solid Waste Sustainability and Env Mgmt Airport Flagstaff Housing Authority Other Revenue (B): Licenses and Permits Vehicle License Tax Charges for Services Fines and Forfeits Investment Earnings Miscellaneous $ 22,533,271 19,673,654 12,442,918 15,304,694 20,119,903 4,189,419 7,308,360 8,054,600 47,613,609 21,379,288 123,399,912 $ 302,019,628 $ $ $ $ Fund Balance/Other Financing 40.7% Total Appropriations 7.5% 6.5% 4.1% 5.1% 6.7% 1.4% 2.4% 2.7% 15.8% 7.1% 40.7% 100.0% 18,711,835 11,550,998 1,707,364 11,792,010 999,693 1,744,709 1,107,000 47,613,609 BBB Tax Funds (A): Beautification Tourism Economic Development Arts and Science Recreation 2,630,260 3,074,550 3,109,665 1,544,457 849,131 10,171,225 21,379,288 Enterprises (A) BBB Tax Highway 15.8% 2.7% User Tax 2.4% Fire/Police 12.0% Sales/Franchise Taxes 7.5% Intergovernment 6.5% Property Taxes 4.1% State 5.1% Other (B) 7.1% General Administration Community Development Management Services Fire/Police Public Works Economic Vitality BBB (A) Utilities Airport Solid Waste SEMS Stormwater Utility Flagstaff Housing Authority Non-Departmental Contingency Transportation Tax Library 6.7% District Tax 1.4% 10,712,958 41,102,272 3,981,955 36,140,570 28,343,999 8,540,322 14,405,092 43,627,814 7,449,071 11,111,628 1,131,747 3,018,471 7,024,065 79,028,414 6,401,250 $ 302,019,628 $ $ Public Works 9.4% Contingency 2.1% Economic Vitality 2.8% BBB (A) 4.8% Utilities 14.4% Community Development 13.6% General Administration 3.5% 3.5% 13.6% 1.3% 12.0% 9.4% 2.8% 4.8% 14.4% 2.5% 3.7% 0.4% 1.0% 2.3% 26.2% 2.1% 100.0% 8,018,351 2,617,794 1,373,357 866,217 1,529,373 14,405,092 Management Services 1.3% "Where the Money Comes From" Annual Financial Plan $ Airport 2.5% Flagstaff NonHousing Departmental Authority 26.2% 2.3% Solid Waste 3.7% SEMS 0.4% Stormwater Utility 1.0% "Where the Money Goes To" Page 29 City of Flagstaff The following graphs depict total appropriations for the FY 2018 budget by major classifications and major types. Appropriations by Classification Appropriations by Classification Operations Equipment Capital Improvement Projects Debt Service Contingency $ 130,268,780 8,267,419 140,308,333 16,773,846 6,401,250 302,019,628 $ Equipment 2.7% Operations 43.1% Contingency 2.1% Capital Improvement Projects 46.5% Debt Service 5.6% Appropriations by Type Appropriations by Type Personnel Services Contractuals Commodities Capital Personnel Services 24.8% $ Contractuals 24.4% 74,868,238 73,778,224 10,609,546 142,763,620 302,019,628 $ Commodities 3.5% Capital 47.3% Operating Expenditures by Division City operations include traditional municipal services that citizens expect 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 * General Administration Management Services Fire Police Community Development Public Works Economic Vitality Utilities Non-Department * Exclusive of Debt Service Annual Financial Plan $ $ 10,625,792 3,919,955 13,535,464 21,534,515 13,011,465 24,117,284 13,854,201 14,658,121 15,011,983 130,268,780 $ 16,773,846 Operating Budget Community Development 10.0% Page 30 Public Works 18.5% Utilities 11.3% Police 16.5% Fire 10.4% Economic Vitality 10.6% NonDepartment 11.5% Management Services 3.0% General Administration 8.2% City of Flagstaff General Administration activities comprise 8.2% of the budget ($10.6 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, Flagstaff Municipal Court, Human Resources, Risk Management and Information Technology. Management Services comprises 3.0% of the operating budget ($3.9 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 10.4% of the operating budget ($13.5 million) excluding the debt service requirements of ($86,000). 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 ($21.5 million). Public safety programs provide personal safety in the community by promoting a community free of crime and assured response in emergency situations. Community Development comprises 10.0% of the operating budget ($13.0 million). The services in this division include 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. Public Works activities are provided by eight sections that account for 18.5% of the operating budget ($24.1 million) excluding the debt service requirements for streets of ($673,000). 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 10.6% of the operating budget ($13.9 million) excluding debt service requirements for Airport ($232,000) and Business Incubator ($259,000) and Parking District ($115,000). 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 11.3% of the operating budget ($14.7 million), excluding $3.9 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, Rio De Flag project, Engineering and Master Planning. Non-Departmental operations comprise 11.5% of the budget ($15.0 million) exclusive of $11.5 million in debt service requirements. 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, Accomplishments, 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 two years prior, Estimated Expenditures prior year, and the Adopted Budget prior and current year. 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. Annual Financial Plan Page 32 City of Flagstaff RELATIONSHIP BETWEEN FUNDS, DIVISIONS AND SECTIONS FUND TYPE GOVERNMENTAL GENERAL FUND (All Modified Accrual Accounting) General * DIVISION SECTION City Manager Human Resources Risk Management Information Technology City Attorney Municipal Court Management Services City Manager Human Resources Risk Management Information Technology Legal Municipal Court Management Services Revenue Purchasing Finance Community Development Administration Capital Management Planning and Development Engineering Housing Fire Operations Fire Grants Police Operations Police Grants Public Works Administration Parks Fleet Services Cemetery Facilities Maintenance USGS Campus Recreation Services Community Investment Council and Commissions Real Estate Proceeds Non-Departmental Library City Direct Library County Direct Library Grants and County Wide Projects Street Maintenance Transportation Construction Street Construction 4th Street Overpass Street Improvements Safety Improvements NAIPTA - Transit Transportation Flagstaff Urban Trail System Beautification Beautification - Capital Improvements Economic Development Tourism Visitor Services Arts and Science BBB - Recreation Projects Community Housing Services Community Housing Grants Community Development Block Grants Flagstaff MPO EDA Revolving Loan Parking District Debt Service Debt Service Debt Service Perpetual Care General Fund Capital Projects Core Services Facility Flagstaff Watershed Protection MFC Bond Capital Projects Capital Project Court Facility Community Development Fire Police Public Works Economic Vitality Non-Departmental SPECIAL REVENUE Library Economic Vitality Highway User Revenue * Public Works Transportation * Community Development Non-Departmental Flagstaff Urban Trail System BBB - Beautification Community Development Economic Vitality BBB - Economic Development BBB - Tourism Economic Vitality Economic Vitality BBB - Arts and Science BBB - Recreation Housing and Community Service Economic Vitality Public Works Community Development Metropolitan Planning Organization EDA Revolving Loan Parking District DEBT SERVICE GO Bond Fund Secondary Property Tax Special Assessment PERMANENT Perpetual Care CAPITAL PROJECTS GO Capital Projects Fund PROPRIETARY ENTERPRISE MFC Bond Capital Project Fund Non-Departmental (All Modified Accrual Accounting) Utilities * Utilities Airport * Economic Vitality Solid Waste* Public Works Sustainability and Env Mgmt * Public Works Flagstaff Housing Authority* * Major Funds based on the FY 2016 CAFR Annual Financial Plan Community Development Economic Vitality Economic Vitality Non-Departmental Non-Departmental Non-Departmental Non-Departmental Non-Departmental Community Development Page 33 Utilities Administration Water Production Water Distribution Water Resource Management Utilities Engineering Services Regulatory Compliance Wastewater Treatment - Wildcat Plant Wastewater Treatment - Rio Plant Wastewater Collection Reclaimed Water Water Capital Wastewater Capital Improvements Reclaimed Capital Stormwater Capital - Rio De Flag Stormwater Utility Airport Operations Airport Capital Projects Solid Waste - Landfill Solid Waste - Collections Solid Waste - Capital Improvements Sustainability Environmental Management Flagstaff Housing Authority 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 Budget Team Review (Team Members Below) Div. Heads/Employees Advisory Committee Budget Team/Division Heads Adoption of Tentative Budget Adoption of Final Budget Property Tax Levy Adoption (After Public Hearing) (As Needed) Budget Team: City Manager, Deputy City Managers (2), Management Services Director, Finance Director, Human Resources Director, Budget Manager, EAC Representative, and Assistant to the City Manager Implementation of Budget Presentation:       The Transmittal provides a summary of the key policy issues, priorities and strategies that shaped the budget as framed by the City Manager. The Budget Overview summarizes financial resources and expenditures along with fund summaries and an overview of selected revenues. 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 Appendices includes detailed personnel schedules, pay plans, budget resolution, property tax ordinance, glossary and acronyms. Annual Financial Plan Budget Calendar December 14 Budget Module Available to all Divisions January 16 Capital Improvement and Equipment Requests Reviewed by Capital Improvements and Purchasing January 19 Winter Council Budget Advance February 16 Winter Council Budget Advance February 27 to March 10 Review with Division Directors and the Budget Team April 26 - 27 Council Study Sessions Proposed Budget Available (Operating and Capital) to Public June 6 Tentative Budget Hearing (Public) and Tentative Budget Adoption June 20 Final Budget Hearing and Final Budget Adoption June 20/July 5 Property Tax Levy Adoption 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 retreats were held in January and 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 occured on June 20, 2017. 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 ($302,019,628). Certain exclusions are allowed by the state [e.g., bond proceeds, debt service, grants] in computing the Expenditure Limitation ($149,172,916) 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. 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. This tax expires in 2024. We have seen consistent growth in sales tax revenues and are estimating a 3% growth in FY 2018. General Fund Sales Tax Revenues $25 $20 $15 $10 $5 $- FY12 FY13 FY14 FY15 Actual Revenues (in Millions) FY16 FY17 (Est) FY18 (Est) Budgeted Revenues (in Millions) 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 for economic development, arts and science, beautification, recreation or tourism activities. Tourism is a major driver in the local economy and overall sales have been increasing since FY 2010. 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. This sales tax revenue has been outpacing the general sales tax due to a strong hotel, restaurant and bar sector. For FY 2017 we are estimating a 5% growth followed by 3% growth in FY 2018. Annual Financial Plan Page 36 City of Flagstaff Bed, Board, and Beverage (BBB) Tax Revenues $9 $8 $7 $6 $5 $4 $3 $2 $1 $- FY12 FY13 FY14 FY15 FY16 FY17 (Est) FY18 (Est) Budgeted Revenues (in Millions) Actual Revenues (in Millions) 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. The allocation of shared revenues was changed for FY 2017 to be based on the Census Bureau estimates with the exception of the actual census figures each decade. Prior to the change the populations were 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 2018 state shared revenues will be approximately $386,000 higher than the FY 2017 budget. The state continues to reduce corporate income tax revenues however strong individual income tax and state sales tax makes up for the difference. State Shared Income Tax Revenues $10 $9 $8 $7 $6 $5 $4 $3 $2 $1 $- FY12 FY13 FY14 FY15 FY16 Actual Revenues (in Millions) Annual Financial Plan FY17 (Est) FY18 (Est) FY19 (Est) FY20 (Est) FY21 (Est) Budgeted Revenues (in Millions) Page 37 City of Flagstaff Highway User Revenue (gas tax) funds are projected to be above budget for FY 2017. For FY 2018, the City anticipates that the State will continue to redirect revenues to fund the Department of Public Safety. 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 have decreased, 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 see a slight increase due to new construction in FY 2018. Council has not set the FY 2018 rates at the time of this publication. The State of Arizona caps the primary property tax revenue increases at 2% on an annual basis. For the past five years, 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. The City now has the capacity to increase property tax levies by a maximum of 12% due to holding levies flat the past five years plus this year’s allowable increase. Discussion on the levy will be discussed during the April Budget Retreat. Upon Council direction, if the levy is increased, the first public hearing on Truth in Taxation will be held June 6, 2017. Impacts to homeowners will be provided with the final budget document. Expenditures At the January Retreat, Council was asked to identify budget priorities for FY 2018. Council concluded that the priorities for the FY 2018 budget include: economic development, affordable housing, social justice, transportation and other public infrastructure, building and zoning/regional plan, climate change, water conservation, environmental and natural resources, personnel, community outreach, town and gown, and code compliance. At a follow up Council Budget Retreat in February, staff provided updated revenue and expenditure projections with a 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 Retreat, Finance completed the updates to all 5-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 2018 proposed budget includes the continuation of a 3-year plan to transition to market based pay for all employees, several new positions related to capacity and public safety needs, needed infrastructure, economic development funding and some additional appropriations to help support existing service levels. At the final Council Retreat in April, Council added additional items into the final adopted FY 2018 budget including additional funding for housing initiatives. 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, FUTS and Parking District. Total resources available for expenditures for FY 2018 are $83.0 million including the estimated beginning fund balance of $20.3 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 are expected to remain relatively flat. Overall revenues continue to grow at a slow to moderate pace. Fund balance has decreased compared to FY 2017 due to the completion of several projects and one-time expenditures anticipated in FY 2018. General Fund total appropriations compared to year-end estimates have increased by 25.0%. 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 Primary Property Tax Local Taxes Intergovernmental (Grants) Intergovernmental (Other) Licenses and Permits Charges for Services Fines and Forfeitures Investment Earnings Miscellaneous Fund Balance, Net of Transfers Fund Balance for Carryovers $ $ Appropriations General Administration Management Services Fire Police Community Development Public Works Economic Vitality Non-Departmental Contingency Annual Financial Plan $ $ Estimated 2016-2017 5,727,976 21,875,700 1,688,769 18,963,216 2,214,880 3,137,220 3,251,863 331,871 1,250,149 21,680,234 2,891,683 83,013,561 $ $ Estimated 2016-2017 10,030,344 $ 3,760,254 12,387,477 20,039,388 4,483,447 8,784,500 175,166 (3,346,318) 56,314,258 $ Budget 2017-2018 6,217,976 22,533,271 3,394,415 19,490,238 2,630,260 3,109,665 1,544,456 260,000 3,460,113 14,855,658 5,488,439 82,984,491 Budget 2016-2017 10,712,958 3,981,955 14,081,950 22,058,620 5,095,122 12,207,736 990,494 (734,543) 1,990,000 70,384,292 Page 39 General Fund Revenues/Other Sources Local Taxes 27.2% Primary Property Tax 7.5% Intergovernmental (Grants) 4.1% Fund Balance 24.4% Miscellaneous 4.2% Investment Earnings Fines and Forfeitures 0.3% 1.9% Intergovernmental (Other) 23.5% Licenses and Charges for Permits Services 3.2% 3.7% General Fund Total Appropriations Police 31.3% Fire 20.0% Community Development 7.2% Public Works 17.3% Management Services 5.7% General Administration 15.2% Contingency 2.9% Economic Vitality 1.4% NonDepartmental -1.0% City of Flagstaff Special Revenue Funds Housing and Community Services Fund This fund finances activities in conjunction with the CDBG program and affordable housing activities. There is $3.5 million appropriated to this activity for FY 2018. Expenditures in this fund include $780,000 in State Housing grants and $1,128,169 in CDBG grant activities. Revenues/Other Sources Intergovernmental Transfers (Net) Miscellaneous Fund Balance $ Appropriations Community Development Non-Departmental 2,172,169 182,000 4 1,351,301 3,705,474 $ Housing and Community Services Revenues/Other Resources Transfers (Net) 4.9% $ $ 3,449,647 89,405 3,539,052 Housing and Community Services Total Appropriations Fund Balance 36.4% Community Development 97.5% Intergovernmental 58.7% NonDepartmental 2.5% 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 $1,326,749 for this program for FY 2018. transportation, transit planning and $500,000 for contingency. Revenues/Other Sources Intergovernmental Transfers (Net) Miscellaneous Appropriations Community Development Non-Departmental Contingency Annual Financial Plan $ $ $ $ 836,736 22,500 467,513 1,326,749 789,262 37,487 500,000 1,326,749 This includes operating funds for FMPO Revenues/Other Sources Transfers (Net) 1.6% Miscellaneous 35.3% Intergovernmental 63.1% Page 40 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 in an effort to better maximize the benefits and utilization of the funds. Via resolution from NACOG, the EDA Revolving Loan Fund portfolio was transferred to the City for management of loans for 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 Sources Investment Earnings Fund Balance Appropriations Economic Vitality EDA Revolving Loan Fund Revenues/Other Sources $ $ 5,328 266,420 271,748 $ $ 271,748 271,748 Investment Earnings 2.0% Fund Balance 98.0% 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 an additional amount as a pass-through to district libraries. An additional $1.7 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 Sources Intergovernmental Fund Balance Transfers (Net) Investment Earnings Miscellaneous $ $ 4,264,419 1,494,066 1,662,813 38,000 41,000 7,500,298 Appropriations General Administration Management Services Public Works Economic Vitality Non-Departmental Contingency $ 181,956 94,917 68,688 6,349,989 49,357 100,000 6,844,907 $ Library Revenues/Other Sources Library Total Appropriations Intergovernmental 56.9% Miscellaneous 0.5% Investment Earnings 0.5% Annual Financial Plan Public Works 1.0% Fund Balance 19.9% Transfers (Net) 22.2% Management Services 1.4% General Administration 2.7% Page 41 Contingency 1.4% Economic Vitality 92.8% NonDepartmental 0.7% City of Flagstaff 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 $27.8 million in FY 2018 and major projects budgeted include the annual pavement maintenance program, Beulah extension and Industrial Drive improvements. Revenues/Other Sources HURF Fund Balance Investment Earnings Miscellaneous Transfers (Net) Highway User Revenue Fund Revenues/Other Sources $ $ 7,308,360 6,463,483 32,000 300,000 15,428,089 29,531,932 HURF 24.7% Transfers (Net) 52.2% Fund Balance 21.9% Miscellaneous 1.0% Appropriations General Administration Management Services Community Development Public Works Economic Vitality Non-Departmental Contingency Annual Financial Plan $ $ 199,817 67,945 16,183,302 11,170,516 12,658 57,159 100,000 27,791,397 Investment Earnings 0.2% Highway User Revenue Fund Total Appropriations Public Works 40.6% Community Development 58.7% Page 42 Contingency 0.5% NonDepartmental 0.2% 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. In FY 2016, voters approved an extension of the transit tax to 2030. 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. Budget FY 2018 Revenues $ 3,062,973 3,560,706 1,531,486 5,647,357 6,317,381 $ 20,119,903 Projects 4th Street Overpass Traffic Flow and Safety Improvements Safe-to-School, Pedestrian and Bike Transit Service Enhancements Road Repair and Street Safety Total Transportation Revenues/Other Sources Revenues/Other Sources Local Taxes Fund Balance Bond Proceeds Investment Earnings $ $ 20,119,903 27,250,714 10,000,000 135,000 57,505,617 Fund Balance 47.4% Local Taxes 35.0% Bond Proceeds 17.4% Investment Earnings 0.2% Appropriations total $52.8 million in FY 2018. Appropriations include $8.0 million for transit operations and capital projects, $3.8 million for debt service and $21.3 million for road repair and street safety projects. Transfers include $15.9 million to HURF for safety and street improvements, $200,000 to Capital Projects for the Core Service Facility, $22,500 to FMPO and $550,000 to FUTS. The tax rate for transportation is 1.051%. Appropriations/Transfers General Administration Management Services Community Development Public Works Economic Vitality Non-Departmental Transfers (Net) $ $ Annual Financial Plan 56,172 369,494 16,089,334 5,100,000 3,337 14,444,401 16,699,344 52,762,082 Page 43 Transportation Total Appropriations City of Flagstaff Flagstaff Urban Trail Fund Total resources available for FUTS activities are $3.8 million. The Safety Improvement Tax provides $550,000 and the remainder comes from available fund balance. Expenditures in this fund are primarily related to capital improvement projects. The major projects in FY 2018 include the Sheep Crossing Trail, Switzer Canyon Trail and BNSF Walnut Florence Underpass. A full project listing is located in the CIP Section. Revenues/Other Sources Fund Balance Transfers (Net) Investment Earnings Appropriations Community Development $ $ $ $ Flagstaff Urban Trails Revenues/Other Sources 3,262,386 550,000 8,160 3,820,546 Fund Balance 85.4% Transfers (Net) 14.4% 3,798,082 3,798,082 Investment Earnings 0.2% 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 2018 is projected to increase slightly over FY 2017 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 are reflected within each five-year plan. BBB Revenues Tax Allocations Beautification Economic Development Tourism Arts & Science Recreation Budget FY 2017 $ 1,474,600 700,435 2,211,900 552,975 2,433,090 $ 7,373,000 Annual Financial Plan Estimate FY 2017 1,564,000 742,900 2,346,000 586,500 2,580,600 7,820,000 Budget FY 2018 1,610,920 765,187 2,416,380 604,095 2,658,018 8,054,600 Page 44 Arts & Science 7.5% Recreation 33.0% Tourism 30.0% Economic Development 9.5% Beautification 20.0% City of Flagstaff Beautification Fund: Total resources available for Beautification Fund activities amount to $6.5 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. A full project listing is located in the CIP Section. A $433,156 transfer to the General Fund is used primarily for the maintenance of streetscapes. Revenues/Other Sources BBB Tax Fund Balance Investment Earnings Appropriations Economic Vitality Contingency Transfers (Net) $ $ 1,610,920 4,914,762 15,000 6,540,682 $ 4,220,269 10,000 433,156 4,663,425 Beautification Revenues/Other Sources Fund Balance 75.1% BBB Tax 24.6% 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 $1.7 million, of which $765,187 is from the BBB dedicated tax for economic development, lease revenue of $269,964 and fund balance of $704,359. Revenues/Other Sources Lease BBB Tax Fund Balance Investment Earnings Appropriations/Transfers Economic Vitality Contingency Transfers (Net) Annual Financial Plan $ $ $ $ 269,964 765,187 704,359 7,200 1,746,710 1,373,357 145,000 80,014 1,598,371 Page 45 Economic Development Revenues/Other Sources BBB Tax 43.8% Lease 15.5% Investment Earnings 0.4% Fund Balance 40.3% City of Flagstaff Tourism Fund: Total resources available in FY 2018 are approximately $3.7 million, of which an estimated $2.4 million is from the BBB tax. The total appropriations are approximately $2.8 million, which includes $2.1 million for Tourism. Tourism includes General Administration, Marketing, Sales, Public Relations and the Film Office. The Visitors Center programs account for $492,000. 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 Sources BBB Tax Fund Balance Retail Sales Building Rental Investment Earnings Miscellaneous $ $ Appropriations/Transfers Economic Vitality Contingency Transfers (Net) 2,416,380 1,148,322 86,612 13,369 5,742 13,528 3,683,953 Tourism Revenues/Other Sources Transfers (Net) 3.5% Fund Balance 31.2% Building Rental 0.4% 2,617,794 50,000 97,738 2,765,532 $ Tourism Total Appropriations BBB Tax 65.4% Miscellaneous 0.4% Investment Earnings 0.2% $ Retail Sales 2.4% Economic Vitality 94.7% Contingency 1.8% Arts and Science Fund: Total resources available for Arts and Science activities are approximately $1.2 million, including estimated revenues from the BBB tax of $604,095. Expenditures include: Public Art for $347,000, Service Partner Contracts for $450,000 and the Science Foundation for $25,000. Revenues/Other Sources BBB Tax Fund Balance Investment Earnings Appropriations Economic Vitality Contingency Annual Financial Plan $ $ $ $ Arts & Science Revenues/Other Sources 604,095 558,016 4,000 1,166,111 866,217 10,000 876,217 Page 46 Fund Balance 47.9% BBB Tax 51.8% Investment Earnings 0.3% City of Flagstaff Recreation Fund: There are appropriations in the amount of $4.4 million in FY 2018 for Recreation Fund activities and projects. Expenditures in this fund are capital in nature and include basketball court resurfacing and repair at Codgill and Ponderosa, new restroom facilities at Buffalo and Thorpe parks and upgraded playground equipment at Thorpe, Mobile Haven and Smokerise parks. 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 several years, the City Council has re-examined the use of these funds and in FY 2018 directs $1.3 million to fund recreational programming, $1.6 million to fund FUTS maintenance, BBB recreation fields operation and maintenance. These are funded via a transfer to the General Fund. Revenues/Other Sources BBB Tax Investment Earnings Fund Balance Appropriations/Transfers Public Works Transfers (Net) $ $ $ $ 2,658,018 12,200 2,039,946 4,710,164 Recreation Revenues/Other Sources Investment Earnings 0.3% Fund Balance 43.3% 1,529,373 2,903,866 4,433,239 BBB Tax 56.4% 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 sources for FY 2018 include $919,454 in parking revenues. Total appropriations for the fund are approximately $946,000 which includes $831,000 for operations and $115,000 for debt service. Revenues/Other Sources Parking Fund Balance $ Appropriations Economic Vitality Contingency $ Annual Financial Plan $ $ 919,454 491,202 1,410,656 940,963 5,000 945,963 Page 47 Parking District Revenues/Other Sources Parking 65.2% Fund Balance 34.8% 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 $47.7 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. Rates were increased on July 1, 2016 and again on January 1, 2017. The next increase will be effective January 1, 2018. Revenues/Other Sources Water Wastewater Reclaim Capacity Fund Balance Miscellaneous Transfers (net) Investment Earnings $ $ Utilities Revenues/Other Sources 16,977,835 9,123,998 927,000 3,234,000 23,134,965 5,200,000 6,780 163,485 58,768,063 Water 28.9% Investment Earnings 0.3% Wastewater 15.5% Reclaim 1.6% Capacity 5.5% Miscellaneous 8.8% Fund Balance 39.4% Water Operations: Total appropriations relating to direct costs for the water operations are approximately $25.5 million. Water fees are the major source of revenue supporting water operations. Bond funds support future water rights. Revenue estimates total approximately $17.0 million for water sales. Wastewater Operations: Total appropriations relating to the direct costs for the wastewater operations are approximately $16.7 million. Wastewater (sewer) fees are the major source of revenue supporting wastewater operations. Revenue estimates total approximately $9.1 million in wastewater charges. Reclaimed Water Operations: Total appropriations related to the direct cost for the reclaimed water operations are $1.4 million. Reclaimed water usage fees are the major source of revenue supporting these operations. Revenue estimates total $927,000 in reclaimed water charges. Appropriations General Administration Management Services Public Works Economic Vitality Water Wastewater Reclaimed Water Non-Departmental Contingency Annual Financial Plan $ $ 678,300 1,145,760 183,023 37,671 25,497,907 16,717,348 1,412,559 177,915 1,850,000 47,700,483 Utilities Total Appropriations Water 53.4% Wastewater 35.0% Economic Reclaimed Vitality Water 0.1% 3.0% Public Non-Departmental Works Management General 0.4% 0.4% Services Admin Contingency 3.9% 2.4% 1.4% Page 48 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 square feet of impervious area (ERU). Rates were increased on July 1, 2016 and again on January 1, 2017. The next increase will be effective January 1, 2018. Total revenues/other sources for Stormwater total approximately $3.4 million for FY 2018. Total appropriations of $3.2 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 Sources Revenues/Other Sources Stormwater Fund Balance Investment Earnings Transfers (net) $ $ 1,707,364 293,651 920 1,354,836 3,356,771 Stormwater 50.9% Fund Balance 8.7% Transfers (net) 40.4% Appropriations General Administration Management Services Public Works Economic Vitality Utilities Non-Departmental Contingency $ $ Annual Financial Plan 45,469 56,529 12,915 1,521 3,018,471 9,239 10,000 3,154,144 Page 49 Stormwater Total Appropriations Utilities 95.7% Economic Vitality Public 0.1% Works 0.4% NonDepartmental 0.3% Contingency 0.3% Management Services 1.8% General Administration 1.4% City of Flagstaff Solid Waste Fund Total financial sources are $25.0 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, commercial recycling and hazardous waste) with different rates for each category based on cost of service. 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. A new rate study is anticipated to be completed in FY 2018. Revenues/Other Sources Solid Waste Investment Earnings Other Financing Sources Fund Balance $ $ 11,792,010 71,264 5,125,000 8,029,328 25,017,602 Solid Waste Revenues/Other Sources Investment Earnings 0.2% Solid Waste 47.4% Other Financing 20.4% Fund Balance 32.0% Appropriations/Transfers General Administration Management Services Public Works Economic Vitality Non-Departmental Contingency Transfers (Net) $ $ 377,485 371,493 11,278,543 27,199 122,824 500,000 6,904,678 19,582,222 Solid Waste Total Appropriations Public Works 57.6% Economic Vitality 0.1% Management Services 1.9% Annual Financial Plan Page 50 NonDepartmental 0.6% Contingency 2.6% General Administration 1.9% Transfers (Net) 35.3% City of Flagstaff Sustainability and Environmental Management Fund Total financial sources 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 Sources Environmental Mgmt Intergovernmental Investment Earnings Miscellaneous Fund Balance $ $ Appropriations/Transfers General Administration Management Services Public Works Economic Vitality Non-Departmental Contingency Transfers (net) 999,693 198,446 3,038 510 372,888 1,574,575 Environmental Mgmt 63.5% Annual Financial Plan $ 92,655 50,380 1,134,222 2,825 16,884 30,000 104,611 1,431,577 Sustainability and Environmental Management Total Appropriations Public Sustainability and Environmental Management Revenues/Other Sources Fund Balance 23.7% Investment Earnings 0.2% $ Works 79.2% Intergovernmental 12.6% Management Services 3.5% Transfers General (net) Administration 7.3% 6.5% Page 51 Economic Vitality 0.2% NonDepartmental 1.2% Contingency 2.1% 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 $7.8 million: $2.8 million for operations and reserve, $0.2 million for debt and $4.8 million in capital outlay. Primarily FAA and ADOT grants will fund the capital improvements. In FY 2018, of the $4.8 million in capital improvements, approximately 91% of the budgeted expenses are being funded with grants from the FAA. Additional funding may be available to support these projects through 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 Sources Airport Intergovernmental Fund Balance Investment Earnings Transfers (Net) Miscellaneous Appropriations General Administration Management Services Public Works Economic Vitality Non-Departmental Contingency Annual Financial Plan Airport Revenues/Other Sources $ $ 1,744,709 5,144,525 622,678 3,676 475,000 31,041 8,021,629 Intergovernmental 64.1% Fund Balance 7.8% Airport 21.8% Miscellaneous 0.4% Transfers (Net) 5.9% Airport Total Appropriations $ $ 78,043 83,141 94,926 7,452,750 19,817 100,000 7,828,677 Page 52 Economic Vitality 95.1% NonDepartmental 0.3% Public Works 1.2% Management Services 1.1% Contingency 1.3% General Administration 1.0% 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 439 Section 8 Housing Choice Vouchers, which include 4 homeless Vouchers and 106 VASH Vouchers. FHA also administers 12 housing vouchers for seriously mentally ill persons. Total financial resources are approximately $8.7 million. Intergovernmental revenue from the US Department of Housing and Urban Development comprises 74.3% of funding, or $6.1 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 Sources Intergovernmental $ Rents/Other Tenant Income Fund Balance Transfers (Net) Miscellaneous $ APPROPRIATIONS Community Development Contingency Annual Financial Plan $ $ 6,137,418 1,107,000 640,135 360,200 434,951 8,679,704 7,024,065 1,001,250 8,025,315 Page 53 Flagstaff Housing Authority Revenues/Other Sources Intergovernment al 70.7% Rents/Other Tenant Income 12.8% Fund Balance 7.4% Miscellaneous 5.0% Transfers (Net) 4.1% City of Flagstaff 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 carryovers 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. 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 53% as the City is currently funding several projects with fund balance and non-recurring revenues. Such projects include the Core Services facility and the Accelerator funding. 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. 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 88% 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. 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. Annual Financial Plan Page 54 City of Flagstaff 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 decreases by 56% due to planned expenditures for circulation materials, ADA capital investment and other one-time items. Highway User Revenue 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 decreases by 73% due to several planned capital 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 a revenue transfer from the safety improvement component 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 this is accomplished. 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 decreases by 62% due to planned expenditures for the completion of various capital projects. 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 79% in FY 2018 due to the use of excess fund balance to cover planned expenditures which will attract long-term business investment into 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 decreases in FY 2018 by 20% 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 48% in FY 2018. 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 86% due to planned expenditures for the completion of various parks and recreation capital projects. Annual Financial Plan Page 55 City of Flagstaff ParkFlag – 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. The ParkFlag fund balance decreased 5% in FY 2018 due to planned capital project and parking needs. 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. 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 107% 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 decreased 1% in FY 2018. 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. In November of 2012, two projects were approved by the voters and in November 2016 one additional project was 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 The 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 52% due to the planned completion of capital projects. Annual Financial Plan Page 56 City of Flagstaff 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 31% due to the timing of capital projects and planned one-time expenditures. 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 32% decrease in fund balance due to planned capital projects. 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 62% decrease due to an increase in one-time costs relating to a zero waste coordinator and climate action plan. Airport This enterprise fund is responsible for the operations of the Flagstaff Pulliam Airport. The majority of revenues are grants related to continued expansion and capital improvements at the airport and lease revenues. The capital improvement plan is based on annual updates coordinated with the FAA and ADOT. 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 decreases by 69% due to the timing of expenditures for operational capital and maintenance needs, as well as the construction capital program in FY 2018. 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 increased intergovernmental revenues in FY 2018, the City anticipates the FHA fund balance to increase by 2%. Annual Financial Plan Page 57 City of Flagstaff Revenues Historical trend information for select revenues. All Funds Federal and State Grants 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. Amount % Change 11-12 12-13 13-14 14-15 15-16 16-17 17-18 $ 14,209,064 13,459,399 16,423,052 13,263,009 9,110,986 15,946,150 18,562,660 34.6% -5.3% 22.0% -19.2% -31.3% 75.0% 16.4% Federal and State Grants 20.0 Millions Projects funded by Federal and State grants in FY 2018 include transportation planning efforts through FMPO; Airport improvements; a focus on improvements to recentlyacquired 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). FY 15.0 10.0 5.0 0.0 12 13 14 15 16 17 18 Fiscal Year Actual Estimate Budget General Fund Primary Property Tax Property Tax Receipts Current, Primary 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 12%. In FY 2018, the levy increase was approved for 7%. 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 $7.9 million dollars to the assessed valuation and existing primary property tax values increased by 5.5%. Annual Financial Plan Page 58 FY Amount 11-12 12-13 13-14 14-15 15-16 16-17 17-18 $ % Change 5,230,618 5,304,734 5,413,125 5,597,027 5,649,356 5,727,976 6,217,976 2.3% 1.4% 2.0% 3.4% 0.9% 1.4% 8.6% Primary Property Tax 6.5 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 12 13 14 15 16 17 18 Fiscal Year Actual Estimate Budget City of Flagstaff City Sales Tax (Transaction Privilege Tax) 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. Annual increases point to the slow yet steady continued economic recovery. The State of Arizona began collecting sales tax on behalf of all cities on January 1, 2017. The City will no longer collect local sales tax from this date forward. At this time, it is uncertain what the impact will be on local revenues collections, therefore FY 2018 includes conservative estimates. FY 2018 continues to show moderate increases in revenues. City Sales Tax \ FY Amount 11-12 12-13 13-14 14-15 15-16 16-17 17-18 $ 14,304,655 15,744,648 16,916,865 17,655,291 18,942,730 19,376,000 19,958,580 % Change 5.8% 10.1% 7.4% 4.4% 7.3% 2.3% 3.0% City Sales Tax 20.0 Millions Legal Authority: City Code, Title 3, Chapter 5, (Ordinance 1491). 18.0 16.0 14.0 12.0 12 13 14 15 16 17 18 Fiscal Year Actual Budget Estimate State Sales Tax 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. In FY 2012 the City experienced a shift in Arizona state population which went from 1.25% to 1.31% based on the 2010 census figures. Effective FY 2017, the state now adjusts our proportionate share of state population based on annual estimates provided by the Census Bureau. The FY 2017 share was 1.299% and FY 2018 is 1.301%. FY Amount 11-12 12-13 13-14 14-15 15-16 16-17 17-18 $ % Change 5,147,101 5,391,580 5,733,507 6,019,777 6,238,827 6,300,000 6,456,555 9.2% 4.7% 6.3% 5.0% 3.6% 1.0% 2.5% State Sales Tax 7.0 Millions Legal Authority: Arizona Revised Statutes Section 42 - 1341 (D). 6.0 5.0 4.0 3.0 12 13 14 15 16 17 18 Fiscal Year Actual Annual Financial Plan Page 59 Estimate Budget City of Flagstaff State Income Tax (Revenue Sharing) Description: Arizona cities share in 15.8% of the State income tax collected based on the proportional share of population of the cities and towns as reported in the 2010 Census. Effective FY 2017, the state now adjusts our proportionate share of state population based on annual estimates provided by the Census Bureau. A two-year lag exists between the year of distribution and collection and the reporting year for which the income tax returns are filed. Therefore, little variance is expected between amounts estimated in the budget and actual receipts. Because revenues can be used for any municipal purpose, funds received are deposited in the General Fund to support the services and activities of the general government. State Income Tax FY Amount 11-12 12-13 13-14 14-15 15-16 16-17 17-18 $ % Change 5,559,477 6,728,479 7,342,048 7,973,971 7,930,739 8,618,216 8,848,139 -6.6% 21.0% 9.1% 8.6% -0.5% 8.7% 2.7% State Income Tax 9.0 Millions Legal Authority: Arizona Revised Statutes Section 43 - 244 (B) 7.0 5.0 The City of Flagstaff gained a relative population share as a result of the 2010 Census as well as began to see increases due to the recovery from the recession. The decrease in FY 2016 was due to reductions in corporate income taxes passed by the Arizona state legislature. FY 2018 will see gains in individual income tax while corporate income tax will continue to decline due to state mandated changes. 3.0 12 13 14 15 16 17 18 Fiscal Year Actual Budget Estimate Franchise Tax Franchise Tax Legal Authority: Flagstaff Charter and City Code Article XII. 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 tax. Most declines in revenues related to warmer winter weather thus reducing the revenues from natural gas franchise taxes. In FY 2017 most categories are down slightly. We expect moderate growth in FY 2018. FY Amount 11-12 12-13 13-14 14-15 15-16 16-17 17-18 $ % Change 2,347,952 2,302,643 2,486,617 2,467,635 2,567,289 2,499,700 2,574,691 40.0% -1.9% 8.0% -0.8% 4.0% -2.6% 3.0% Franchise Tax 2.8 Millions 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 200672 (expired 12-31-2016, has been extended and is in the process of renewing). 2.6 2.4 2.2 2.0 1.8 12 13 14 15 16 17 18 Fiscal Year Actual Annual Financial Plan Page 60 Estimate Budget City of Flagstaff Fines and Forfeitures 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. 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). The significant increase seen in FY 2017 was due to the use of approximately $2.0 million in restricted court fines and forfeitures for the construction of a new courthouse. These funds were accumulated over several years and for budget purposes were recognized in the year the expenditures were budgeted. Fines and Forfeitures FY Amount 11-12 12-13 13-14 14-15 15-16 16-17 17-18 $ % Change 1,182,413 1,540,987 1,007,801 1,161,663 1,255,133 3,251,863 1,544,457 -22.1% 30.3% -34.6% 15.3% 8.0% 159.1% -52.5% Fines and Forfeitures 3,250 Thousands Legal Authority: Arizona Revised Statutes, Rules of Criminal Procedure and City Code, Title 1, Chapter 15, Section 8. 2,750 2,250 1,750 1,250 750 250 12 13 14 15 16 17 18 Fiscal Year Actual Estimate Budget Auto in Lieu Tax Legal Authority: Arizona Revised Statutes Section 28 - 1591 (c). 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. Auto in Lieu Tax FY Amount 11-12 12-13 13-14 14-15 15-16 16-17 17-18 $ % Change 2,483,244 2,510,832 2,591,413 2,689,916 2,910,589 3,000,000 3,074,550 0.1% 1.1% 3.2% 3.8% 8.2% 3.1% 2.5% Auto in Lieu Tax 3.1 Millions Auto in Lieu tax is received on a declining scale over a fiveyear 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. Revenues have been steadily increasing since FY 2013. We are anticipating a 3% growth in FY 2017 followed by a 2.5% growth in FY 2018. 2.9 2.7 2.5 2.3 12 13 14 15 16 17 18 Fiscal Year Actual Annual Financial Plan Page 61 Estimate Budget City of Flagstaff Special Revenue Funds Bed, Board and Beverage Funds Bed, Board and Beverage Tax FY Legal Authority: Ordinance 1902, Reauthorized by voters May 2010, extended by vote to March 31, 2028. Description: An additional city sales tax of 2% is charged on the services of hotels, restaurants and bars. The City has designated all of these revenues for the purposes of enhancing beautification, tourism, economic development, recreation, and arts and sciences. FY 2018 continues to show an increase in projected revenue and demonstrates the strength of tourism in Northern Arizona. The growth demonstrated in year-overyear receipts indicates the funds used toward targeted tourism is paying off. Amount 11-12 12-13 13-14 14-15 15-16 16-17 17-18 $ % Change 5,559,566 5,883,665 6,259,688 6,971,983 7,439,892 7,820,000 8,054,600 5.7% 5.8% 6.4% 11.4% 6.7% 5.1% 3.0% Bed, Board and Beverage Tax 8.0 Millions Bed, Board and Beverage Tax 7.5 7.0 6.5 6.0 5.5 5.0 12 13 14 15 17 16 18 Fiscal Year Actual Estimate Budget Highway User Revenue Fund Highway User Tax Highway User Tax 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 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 decrease in FY 2018 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 middecade census changes as well as the elimination of special distributions. Annual Financial Plan Page 62 FY Amount 11-12 12-13 13-14 14-15 15-16 16-17 17-18 $ % Change 5,576,167 6,007,741 6,168,101 6,884,173 7,292,355 7,831,030 7,308,360 -11.5% 7.7% 2.7% 11.6% 5.9% 7.4% -6.7% Highway User Tax 8.0 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 12 13 14 15 16 17 18 Fiscal Year Actual Estimate Budget City of Flagstaff 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%. In 2016, voters approved to extend the current transit tax until 2035. 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 moderate growth in FY 2018. Transportation Tax FY Amount 11-12 12-13 13-14 14-15 15-16 16-17 17-18 $ 10,399,189 11,114,898 11,769,839 14,491,488 19,083,051 19,533,886 20,119,903 % Change 5.6% 6.9% 5.9% 23.1% 31.7% 2.4% 3.0% Transportation Tax 21.0 19.0 Millions Legal Authority: Resolution 2004-48, approved by voters May 2000, Ordinance 2014-34 approved by voters November 2014 and Resolution 2016-25 approved by voters November 2016. 17.0 15.0 13.0 11.0 9.0 12 13 14 15 16 17 18 Fiscal Year Actual Transportation Tax Rate Breakdown 4th Street Overpass Street Improvements Safety Improvements Road Repair and Street Safety Transit Services Total Annual Financial Plan Estimate Budget 0.160% 0.186% 0.080% 0.330% 0.295% 1.051% Page 63 City of Flagstaff Enterprise Funds Water Sales Water Sales Description: The principle revenue for operating and 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. The rates for each customer class were reviewed in 2016 using an outside consultant. Water rates were increased on July 1, 2016 and again on January 1, 2017 by 4.4% respectively. The next 4.4% increase will be effective January 1, 2018. FY Amount 11-12 12-13 13-14 14-15 15-16 16-17 17-18 $ 11,735,459 12,776,436 14,093,054 14,132,681 14,410,523 15,985,150 16,977,835 % Change 7.8% 8.9% 10.3% 0.3% 2.0% 10.9% 6.2% Water Sales 18.0 Millions Legal Authority: City Code, Title 7, Chapter 3, Section 11. 16.0 14.0 12.0 10.0 12 13 14 15 16 17 18 Fiscal Year Actual Wastewater Service Charges Estimate Budget Wastewater Service Charges 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. The rates for each customer class were reviewed in 2016 using an outside consultant. Water rates were increased on July 1, 2016 and again on January 1, 2017 by 7% respectively. The next 7% increase will be effective January 1, 2018. FY: AMOUNT 11-12 12-13 13-14 14-15 15-16 16-17 17-18 $ % CHANGE 6,799,892 7,682,210 8,343,646 8,163,826 7,870,906 8,537,734 9,123,998 14.4% 13.0% 8.6% -2.2% -3.6% 8.5% 6.9% Wastewater Service Charges 10.0 Millions Legal Authority: City Code, Title 7, Chapter 2, Section 39. 9.0 8.0 7.0 6.0 5.0 12 13 14 15 16 17 18 Fiscal Year Actual Annual Financial Plan Page 64 Estimate Budget City of Flagstaff Reclaimed Water Sales Reclaimed Water Sales Legal Authority: City Code, Title 7, Chapter 3, Section 18. 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. FY 11-12 12-13 13-14 14-15 15-16 16-17 17-18 The rates for each customer class were reviewed in 2010 using an outside consultant. Rate changes were approved by Council with an effective date of January 1, 2011. $ % Change 699,476 790,301 995,453 869,615 989,299 827,000 927,000 8.0% 13.0% 26.0% -12.6% 13.8% -16.4% 12.1% Reclaimed Water Sales 1.2 Millions The expected decrease of 16.4% in Reclaimed water sales for FY 2017 is the result of decreased demands due to a wet winter and monsoon season. Amount 1.0 0.8 0.6 0.4 12 13 14 15 16 17 18 Fiscal Year Actual Estimate Budget Stormwater Stormwater Legal Authority: City Code, Title 12, Chapter 2, Section 3. 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 new rates in FY 2016 which went into effect on July 1, 2016 with an additional rate increase on January 1, 2017. The rate has been increased to the current level of $1.47 per ERU. The next rate increase will be effective January 1, 2018 and City Council has adopted rate increases of 6% each year until budget year 2020. FY Amount 11-12 12-13 13-14 14-15 15-16 16-17 17-18 $ 1,500 1,650 1,400 1,300 1,550 1,200 1,450 1,100 1,000 1,350 12 13 13 14 14 15 16 17 18 12 FISCAL Fiscal Year YEAR Act ual Page 65 30.0% 1.0% 1.1% 0.4% -4.0% 13.2% 6.5% STORMWATER REVENUES Stormwater Actual Annual Financial Plan % Change 1,416,204 1,430,561 1,446,080 1,452,139 1,393,881 1,578,292 1,680,881 Thousands THOUSANDS 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. Est im ate Estimate Budget Budget City of Flagstaff Solid Waste Solid Waste Legal Authority: City Code, Title 7, Chapter 4, Sections 8-9. Description: Solid Waste disposal service revenue is comprised of solid waste collection charges, hoist and haul fees, landfill dumping charges, inert materials landfill fees and residential and commercial recycling. Service charges for residential and commercial customers are based on size of container and frequency of pickup. Hoist and haul is based on a cost per pull plus tonnage. Receipts from fees charged for dumping at the City Landfill are based on tonnage. Amount 11-12 12-13 13-14 14-15 15-16 16-17 17-18 $ 12,003,304 12,078,360 11,523,489 11,456,414 11,273,025 11,684,706 11,792,010 % Change 3.0% 0.6% -4.6% -0.6% -1.6% 3.7% 0.9% Solid Waste 12.5 12.0 Millions The slight increase in revenues for FY 2018 is related to projected growth. FY 11.5 11.0 10.5 10.0 12 13 14 15 16 17 18 Fiscal Year Actual Estimate Budget Sustainability and Environmental Management Environmental Management Legal Authority: City Code, Title 7, Chapter 4, Sections 8-9. FY 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. Amount 11-12 12-13 13-14 14-15 15-16 16-17 17-18 The slight increase in revenues for FY 2018 is related to projected growth. $ % Change 990,465 1,028,222 1,050,537 1,043,044 980,091 999,693 N/A 100.0% 3.8% 2.2% -0.7% -6.0% 2.0% Environmental Management Millions 1.2 1.1 1.0 0.9 0.8 12 13 14 15 16 17 18 Fiscal Year Actual Annual Financial Plan Page 66 Estimate Budget City of Flagstaff 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. FY Amount* 11-12 12-13 13-14 14-15 15-16 16-17 17-18 $ % Change 1,644,876 1,664,579 1,734,537 1,866,359 1,787,341 1,744,841 1,744,709 8.4% 1.2% 4.2% 7.6% -4.2% -2.4% 0.0% Airport 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. 1,800 1,600 1,400 12 13 14 15 16 17 18 Fiscal Year Actual Estimate Budget * Revenue is comprised of PFC Revenue + Airport Operating Revenues (excludes miscellaneous and indirect revenues) Housing Authority Rents/Tenant Income Legal Authority: U.S. Housing Act of 1937, as amended, and Title 24 Code of Federal Regulations. FY 11-12 12-13 13-14 14-15 15-16 16-17 17-18 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 the 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. $ % Change 1,057,705 994,123 993,909 1,027,946 1,036,391 1,029,000 1,107,000 -7.2% -6.0% 0.0% 3.4% 0.8% -0.7% 7.6% Rents/Tenant Income 1,200 Thousands Residents may choose between flat rent and rent that is income based. FHA began implementing higher flat rents in FY 2011, 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 in FY 2018. Amount 1,100 1,000 900 12 13 14 15 16 17 18 Fiscal Year Actual Annual Financial Plan Page 67 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 interrelated. The operations and maintenance of major capital facilities and infrastructure can significantly impact the operating budget and, must be considered prior to approval and commencement of acquisition of a particular capital asset. In the capital improvement plan for the City, various components have greater impact on the operating budget than other elements and, may even override operating budget constraints, e.g. mandatory environmental regulatory compliance. 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 divisions, 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 budget. 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 2018 Capital Improvement Plan The City’s budget for FY 2018 includes capital improvement projects totaling $140.3 million. Project funding includes the following: $5.9 million in grants primarily for airport projects, $45.8 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, 2012 and 2016 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. In the November 2016 General Elections, the citizens of Flagstaff authorized the City to proceed with one new project totaling $12.0 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 – Ten projects are scheduled for FY 2018 for a total of $53.7 million. Major projects include the building of the new Core Services Maintenance Facility, new Courthouse, Flagstaff Watershed Protection Project which was authorized by voters in the November 2012 election and FUTS and Open Space land acquisitions. 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-three Streets/Transportation projects scheduled at a budgeted cost of $45.1 million. Transportation Tax is funding $39.6 million and HURF and other revenues are funding $5.5 million. FUTS Fund – Major projects include Florence – Walnut BNSF underpass and trail, Sheep Crossing Trail and Switzer Canyon Trail. Eleven projects are scheduled at a budgeted cost of $3.8 million for FY 2018. Annual Financial Plan Page 69 City of Flagstaff BBB Funds – Three categories make up the BBB Funds Capital Projects for FY 2018. Arts and Science includes twelve projects at a budged cost of $332,500. Recreation includes nine projects at a budgeted cost of $1.5 million. Beautification includes twenty-five projects at a budgeted cost of $3.9 million. Major projects include Milton Avenue – North Edge, Joel Montalvo Park, South Edge of Route 66, Library Entry Art Base and new restrooms at Buffalo and Thorpe Parks. Utilities Fund – Major projects for water, wastewater and reclaimed water include Rio Plant – New Well and Pump house, Aging Water Infrastructure Replacement (AWIR), Radio Read Meter Replacements, WWTP Energy Efficiency Program and Aging Sewer Infrastructure Replacement (ASIR) and Bushmaster Park Reclaimed Pump Station. Twenty-one water projects, sixteen wastewater projects and three reclaimed water projects are scheduled at a combined budget of $24.3 million for FY 2018. Stormwater Fund – Three projects, Fanning/Lockett Culvert Construction, Rio De Flag and Annual Spot Improvements are budgeted in the Stormwater Fund with a cost of $2.3 million in FY 2018. Solid Waste Fund - Five projects are scheduled for a budgeted cost of $559,000 in FY 2018. The projects include Stormwater Infrastructure, Scale House Remodel and Storage Areas for HPC and Maintenance Building. Sustainability and Environmental Management Fund - Three projects are scheduled for a budgeted cost of $221,446 in FY 2018. The projects include grant funded Improvements on Picture Canyon Trail and Observatory Mesa funded by Arizona State Parks and Arizona Game and Fish respectively. Also, there is a non-grant funded project focused on Shultz Creek Trail Improvements. Airport Fund – Three major projects, Airport Master Plan Update, Wildlife Assessment and the Runway Mill and Overlay Construction projects are scheduled at a budgeted cost of $4.8 million for FY 2018. 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, November 2016 in the amount of $12.0 million and $1.1 million remaining from November 1996 voter approved debt of $8.2 million. Utility Rate Structure: The City contracts 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%. In November of 2016, voters approved an extension of the transit tax until 2035. 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, November 2012 and November 2016 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, 2017 20% Limitation 6% Limitation Assessed Valuation $ 702,767,941 Assessed Valuation $ 702,767,941 Allowable 20% Debt 20% Debt Outstanding Allowable Debt Margin $ 140,553,588 (46,137,414) $ 94,416,174 Allowable 6% Debt 6% Debt Outstanding Allowable Debt Margin $ 42,166,076 42,166,076 $ Debt Service At July 1, 2017, the total actual indebtedness is $124.2 million. FY 2018 annual debt payments are $15.6 million. At the start of the fiscal year, the City's 20% general obligation debt of $46.1 million is well below the legal limit of $140.6 million. The City has no outstanding general obligation debt in the 6% category. Thus, the full allowable debt margin of $42.2 million is available. The following table illustrates the total actual indebtedness through the life for all currently outstanding debt. 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 Annual Financial Plan $ $ Principal 11,856,434 12,225,943 12,464,418 8,537,326 6,064,866 5,824,264 6,054,708 6,082,112 6,115,949 5,732,137 4,196,998 2,643,034 2,518,821 2,367,043 1,915,000 1,455,000 1,510,000 1,090,000 1,135,000 99,789,053 Interest 3,718,068 3,297,321 2,860,096 2,403,724 2,091,610 1,863,752 1,640,728 1,415,036 1,191,387 966,005 752,546 592,018 484,796 381,722 286,150 207,600 149,400 89,000 45,400 24,436,359 Page 72 Total 15,574,502 15,523,264 15,324,514 10,941,050 8,156,476 7,688,016 7,695,436 7,497,148 7,307,336 6,698,142 4,949,544 3,235,052 3,003,617 2,748,765 2,201,150 1,662,600 1,659,400 1,179,000 1,180,400 124,225,412 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. In November 2016, voters approved to extend the transit tax until 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 2017 is 47%, for FY 2018 is 22% and for FY 2019 is 24%. 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 January 1, 2018. 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. 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 five major categories: Fourth Street Overpass, Street Improvements, Safety Improvements, Transit and Road Repair and Street Safety. The Street and Safety projects include SafeTo-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. 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. Annual Financial Plan Page 77 City of Flagstaff 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 $10.1 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. Annual Financial Plan Page 78 City of Flagstaff Issues and Updates Personnel Service Costs Compensation 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 3.09% below market. Effective July 1, 2017, the City will implement phase two of the market based pay plan for the Fire 2,912, regular 2,080, 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 already adjusted due to minimum wage and/or the market based pay plan phase two implementation. 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 $35.3 million in the General Fund. Benefits Fiscal year 2018 begins the twenty-fifth 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. In FY 2017 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. 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. Annual Financial Plan Page 79 City of Flagstaff The overall premium increase for health insurance was 9.2% and 11.6% for prescription drugs based on national trend. The trustees voted to pass on an average increase of 13%. This included a 15% increase for the buy-up plan, 13% increase for the base plan and 11% increase for the High Deductible Health Plan to move premiums closer to claims and expenses spending in each plan. The overall increase for healthcare costs is approximately $461,000 in the General Fund. The funding in FY 2018 included increasing the employee premium for employee only coverage, however the City chose to off-set this amount using one-time funding capacity. The City will continue to pay the full premium for employees participating in the base plan and provide a $325 per month dependent subsidy. If an 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 2018. The total budget for employee only health insurance is $4.9 million. The total cost of the dependent subsidy to the City is $1.1 million. 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 2018. The dental insurance premiums will increase 2% for FY 2018. The City pays 100% of employee coverage and employees pay 100% for dependent coverage. The cost to all funds is $303,087. The premiums for vision insurance benefits will not change in FY 2018. 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 $13,725. 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 $103,848. The Public Safety Personnel Retirement System (PSPRS) employer contribution will be dependent upon which tier the employee falls. The employer contribution for Tier 1 Police is 54.73% and Fire 75.11%. Tier 2 employer contributions for Police is 54.73% and Fire is 75.11% for Defined Benefit (DB) only and 79.11% for the Hybrid. All employees beginning on or after July 1, 2017 will be considered Tier 3 employees and contributions for the Police is 49.74% for DB only, 52.74% for the Hybrid and 49.97% for Deferred Compensation (DC) only. Tier 3 Fire employees will receive an employer contribution of 67.99% DB only, 70.99% Hybrid and 68.22% for DC only. The PSPRS employee contribution will vary depending upon the employees’ membership date and tier. The Arizona State Retirement System (ASRS) pension and health insurance benefit will be 11.34% and the long-term disability benefit will be 0.16%. The cost to all funds is approximately $9.3 million for PSPRS and $3.9 million for ASRS. 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 twelve 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. Annual Financial Plan Page 80 City of Flagstaff The total amount budgeted for the Employee Assistance Program is $36,000 for the FY 2018 budget. 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 to employees. 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. 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. Annual Financial Plan Page 81 City of Flagstaff 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 1, 2016 and June 30, 2017. Reclassifications/Reranges Old Job Title Senior Procurement Specialist Dispatch Call Taker Inspection Supervisor HR Recruiter Multimodal Transportation Planner Old Range B73 4 11 7 113 New Job Title Purchasing Manager Police Emergency Communications Specialist Building Inspection Manager HR Recruitment Specialist Project Manager New Range 115 No. of Employees Impacted 1 7 2 113 9 B52 1 1 1 Rezones Old Zone 1 2 1 2 1 1 2 1 1 2 1 Job Title Administrative Specialist Administrative Specialist Equipment Operator Equipment Operator Library Specialist Maintenance Worker Maintenance Worker Project Manager Recreation Program Coordinator Recreation Supervisor Senior Assistant City Attorney Annual Financial Plan Page 82 New Zone 2 3 2 3 2 2 3 2 2 2 2 No. of Employees Impacted 1 1 7 3 1 4 5 6 1 1 1 City of Flagstaff New Positions Title Range Additional Info Utilities SCADA Administrator 1 FTE Utilities GIS System Specialist 1 FTE MSW – Water Services Technician 2 FTEs Parking Coordinator 1 FTE Head Lifeguard 2 FTEs - Offset by 1 FTE Temporary Staff Creative Services Specialist 1 FTE Labor Standards Manager 1 FTE Associate Planner 1 FTE Executive Assistant - Library 1 FTE – Pending District Funding Parts Specialist 1 FTE Mechanic Assistant 1 FTE Administrative Specialist – HURF 1 FTE – 2 Year Contract Temporary Housing Project Manager 1 FTE – 2 Year Contract Temporary Recreation Manager 1 FTE – Offset by 1 FTE Supervisor Building Inspector 1 FTE – Offset by Permit Fees Project Manager – Development 1 FTE – Offset by Permit Fees Project Manager – Capital 1 FTE (1X) – Pending IGA Firefighter 6 FTEs (Safer Grant) Police Officer 6 FTEs (COPS Grant) Administrative Assistant – Court 1 FTE (1X) Collection Specialist – Court 1 FTE (1X) Open Space Specialist 1 FTE (1X) Library – Sunday Hours (Clerk, Page Specialist) 1 FTE IT GIS Intern 0.324 FTE (1X) Siler Homes Temp Staff .778 FTE (1X) CART Paramedic 1 FTE (1X) Library Clerk – East Flagstaff Library .5 FTE – Pending District Funding Library Clerk – Temporary EFCL .487 (1X) Library Specialist .125 (1X) Comprehensive Planning Intern .475 (1X) Administrative Assistant Temp – Housing .475 (1X) Recreation Temporary Hours – Jay Lively .568 FTE (1X) Recreation Temporary Hours – Joe C Montoya .06 FTE (1X) Organization Studies The Human Resources division did not complete any requests during this fiscal year. Turnover The City’s turnover rate for calendar year 2016 is 11.50%. This is 6.30% 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 31.194 full-time equivalents across all funds for FY 2018. 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 by Division Five Year Historical Trend General Administration Management Services Fire Police Community Development Public Works Economic Vitality Utilities 2014 72.100 89.650 85.000 169.000 80.380 201.980 33.430 67.500 799.040 2015 74.350 38.250 87.000 169.000 81.860 201.020 81.730 68.500 801.710 Fiscal Year 2016 77.600 39.750 88.000 167.000 82.460 204.900 83.855 70.500 814.065 2017 81.600 45.000 89.000 167.000 83.655 206.210 89.138 72.500 834.103 2018 82.924 45.000 95.000 173.000 89.130 211.056 92.687 76.500 865.297 The following detail highlights the City’s level of staffing in comparison to population. Census Budget Year Year Population 1985 ** 38,247 1986 1990 * 45,857 1991 1995 ** 52,701 1996 2000 * 52,894 2001 2005 ** 61,185 2006 2010 * 65,870 2011 2015 *** 70,000 2016 2017 *** 71,656 2018 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 12.5 801.71 11.5 834.10 11.6 City Employees per 1,000 Population 2017 2015 2010 2005 2000 1995 1990 1985 * Census Figures per United States Census Bureau ** Per Arizona Department of Economic Security Estimates *** Estimated Population Annual Financial Plan Page 84 11.6 11.5 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 2018 Providing Sections General Fund 001 Library Fund 030 Water and Highway Transportati Wastewater Stormwater Solid Waste on Funds Funds User Fund Fund Fund SEMS Fund 041-046 202-204 040 206 211 214 Airport Fund 221 Total Charges to Other Funds Page 85 City of Flagstaff Building Depreciation $ 241,147 Equipment Depreciation 1,211,051 402 Non-Departmental 528,660 011 City Manager 727,472 011 City Clerk 239,943 014 Information Technology 679,338 015 City Attorney 485,393 012 Human Resources 511,648 013 Risk Management 120,886 032 Purchasing 212,873 034 Finance 810,267 033 Revenue - Licensing and Collections 236,706 033 Revenue - Customer Service 96,626 151 Public Works 8,437 152 Facility Maintenance 620,089 154 Fleet Management 65,009 101 Community Development 430,399 102 Engineering 1,413,383 201 Community Investment 157,518 401 Council and Commissions 227,944 Total Allocations $ 9,024,789 38,892 54,752 15,553 39,666 59,800 12,185 8,655 76,416 2,146 7,700 67,253 1,435 12,872 10,465 407,790 44,548 43,975 11,927 58,264 39,005 37,382 9,264 19,400 47,429 1,116 49,665 84,588 504,395 12,658 12,611 976,227 8,944 39 1,643 53,260 1,230 56,949 33,683 278,568 294 3,337 4,702 442,649 12,310 124,372 100,901 30,269 330,867 116,083 77,104 23,076 119,747 131,179 15,879 878,955 168,741 14,282 37,671 41,233 2,222,669 2,503 4,571 4,569 1,473 28,689 4,687 4,905 1,146 19,925 16,784 19,820 12,896 19 1,521 2,165 125,673 12,091 85,638 71,929 21,497 128,769 83,813 54,907 16,570 31,545 77,434 13,734 248,780 4,708 17,186 145,021 27,199 25,095 1,065,916 8,333 10,385 5,306 55,208 8,705 10,730 2,321 899 23,386 2,131 23,964 2,338 137 2,825 8,551 165,219 14,837 9,931 3,450 39,548 11,337 11,098 2,679 16,939 34,240 1,288 30,674 37,895 52,562 4,469 3,679 4,980 279,606 268,051 1,211,051 858,795 1,023,953 331,061 1,320,683 841,949 767,574 189,357 486,932 1,250,818 550,452 1,307,929 103,043 938,727 314,960 430,399 1,917,778 259,280 337,746 14,710,538 26,904 330,135 296,481 91,118 641,345 356,556 255,926 68,471 274,059 440,551 313,746 1,211,303 94,606 318,638 249,951 504,395 101,762 109,802 5,685,749 Divisions General Administration Management Services Community Development Public Works Economic Vitality Non-Departmental Total Allocations 181,956 94,917 68,688 12,872 49,357 407,790 199,817 67,945 504,395 134,253 12,658 57,159 976,227 56,172 369,494 3,337 13,646 442,649 678,300 1,145,760 183,023 37,671 177,915 2,222,669 45,469 56,529 12,915 1,521 9,239 125,673 377,485 371,493 166,915 27,199 122,824 1,065,916 92,655 50,380 2,475 2,825 16,884 165,219 78,043 83,141 94,926 3,679 19,817 279,606 4,474,577 3,596,131 2,348,177 1,356,730 259,280 2,675,643 14,710,538 1,709,897 2,239,659 504,395 663,195 101,762 466,841 5,685,749 $ 2,764,680 1,356,472 1,843,782 693,535 157,518 2,208,802 $ 9,024,789 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, 2016. 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 A87. 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 2016; 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 2018 goals: • Select a GPS-driven Fleet Tracking system and complete a pilot test during the first half of fiscal 2018. Our goal is to provide GPS tracking capabilities to maximize productivity with the City’s resources, monitor driver behavior and equipment performance. • Research and choose a fuel management system to enhance the reliability with dispensing, tracking and billing fuel in the operation of the City’s vehicles and equipment. • Research and choose a lubricant management system for the vehicle repair shop at Public Works Core Services facility. This will improve inventory control, billing and reliability of product. Annual Financial Plan Page 86 City of Flagstaff Fleet Management FY 2017 accomplishments include: • Completed vehicle/equipment utilization analysis of all City vehicles/equipment. The Fleet Management Committee reviewed 15 justification requests, approved 12, requested more information on two and voted to retire one vehicle. • Fleet Services and Summit Fire Vehicle Maintenance Department worked together this past year by servicing several vehicles from Flagstaff Fire Departments fleet. This synergy allowed for some backlogged minor repairs to be addressed while allowing Fleet Services to keep current with preventative maintenance and emergency repairs. • Fleet Services reduced the City’s fleet by two vehicles and refurbished two vehicles that replaced one vehicle that was totaled after hitting an elk and another that was not economical to repair. Other FY 2017 accomplishments: • Fleet Service Technicians hold 71 ASE/EVT certifications with four being Master Certified Technicians. • 2016/2017 Snow Operations and Fleets role supporting our front line sections was deemed highly successful achieving maximum productivity from our snow moving equipment. • Fleet Services was instrumental with the design and construction of Streets new paint stripper. This unit is now in service updating the City’s street lines. • Assisted Solid Waste with the specifications of seven new Solid Waste Collections Trucks and re-furbished four roll offs and four collection trucks, ensuring consistent collection service. • To ensure quality preventative maintenance inspections, Fleet instituted a documented 45 point preventive maintenance (PM) checklist which is completed with all light duty and sedan maintenance. This checklist includes two employees double-checking critical areas like wheel torque, oil level and verifying that there are no leaks. Other objectives for FY 2017 include: • Complete conversion of equipment parts inventory to bar coding and perform physical inventory. • Prepare the City of Flagstaff’s vehicle shop for relocation to the new Public Works Core Services Maintenance Facility; this includes removing obsolete parts and equipment, clearly identifying discontinued items in our parts inventory so that they can be used first, clearing out accumulated items that cannot be justified saving any longer located around our current location. Fleet Management Fiscal Year 2018 Replacements Division/Section 033 Revenue Truck - Meter Services Amount $ 62,000 051 Fire Fire Administration Vehicles (2) 110,000 061 Police Patrol Vehicles (4) Police Administration Vehicle 150,000 28,000 102 Engineering Inspection Vehicle 30,000 152 Facility Maintenance General Adminstration Vehicle 28,000 154 Fleet Services Pool Vehicle 34,000 Division/Section Amount 303 Water Distribution Trailer Blue Stake Truck 19,000 40,000 306 Regulatory Compliance Lake Mary Lab Industrial Waste Vehicle 36,000 25,000 313 Wastewater Collection Vactor/TV Truck 300,000 Total Utilities Fleet 420,000 166 Solid Waste - Collections Rear Loader Truck Side Loader Truck Front Loader Truck 290,000 290,000 230,000 Total Solid Waste Fleet 810,000 155 Parks Tractor 35,000 156 Recreation Passenger Van 221 Airport Operations Rapid Response Fire Suppression Truck 152,550 35,000 Total Airport Fleet 152,550 Total General Fund Fleet Annual Financial Plan 512,000 Total Fleet Replacements Page 87 $ 1,894,550 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 2017 accomplishments and FY 2018 new initiatives and goals, please see the Department Detail section. FY 2017 Updates Public Safety Pension Plan and Funding The cost of public safety pensions continue to escalate at a significant rate. In FY 2017, the required pension contribution increased by $571,297 to a total of $7.4 million. This represents an overall percentage increase of 8.4%. In FY 2018, the City will once again experience a significant increase in pension contributions totaling $1.9 million to a total contribution of $9.3 million. This is a 25.6% increase. 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 2018 budget, 100% of the increase in the pension contribution is funded with ongoing dollars in the General Fund. Recruitment and Retention of Sworn Personnel and Dispatch Personnel 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 slightly for dispatch personnel to 14.15% and 31.82%, respectfully, in calendar year 2016. The City continues to work to attract and retain sworn officers and dispatch personnel with the addition of a housing assistance program and hiring incentives. FY 2018 Issues Market Based Pay for All City Employees One of Council’s goals for FY 2018 is related to “Personnel” and the priority to “Attract and Retain Quality Staff”. The City continues to address this goal and priority by moving the City’s pay plans to Phase 2 of 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. Phase I of the three year plan was completed in FY 2017 and Phase II was approved and funded in the FY 2018 budget. Phase III of the pay plan is projected to go into effect in FY 2019 pending budget approval. 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 on 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. In FY 2017, the Parking District has continued with the implementation of the parking program through the completion of parking plans, purchase of parking meter and education for areas affected by the new regulations. 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 Parking District and Council approved a budget of $945,963 for FY 2018. This includes the completion of purchasing and installing parking meters as well as operation costs including five 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 Business Accelerator Internal Loan In 2014 the City began construction of the Innovation Mesa Business Accelerator and Secondary Emergency Operations Center. The construction completed in 2015 with the doors opening in July of 2015. The cost of the project was approximately $7.7 million with primary funding provided by grants. The City intended on issuing up to $3.0 million in revenue obligation debt as approved by voters for the USGS Campus expansion. The City completed several analysis of the impact of the project and the Economic Development Fund’s ability to pay back the debt. It was determined by management that in order to reduce the impact to the Economic Development Fund due to higher interest rates, the City would complete internal financing for the project. The City would use available fund balance from the General Fund to be paid back over time with a 1% interest rate. Conclusion: To assist in financing the construction, management agreed to do a revenue transfer of approximately $2.6M from the General Fund to the Capital Projects Fund for the accelerator project. The Economic Development Fund, which receives the lease proceeds from the leasing of space at the accelerator, will provide revenue transfers to the General Fund with a 1% interest rate and annual payments over 20 years. The source of repayment will come from the Economic Development Fund through rents and BBB tax revenues. The first payment back to the General will occur in fiscal year 2018 for $143,757 and then annual payments on June 30 until paid off. The Finance division will monitor the funding and future budget decisions could allow the debt to be paid off earlier than scheduled. Annual Financial Plan Page 90 City of Flagstaff The final opportunity for public input on the City of Flagstaff Fiscal Year 2017-2018 budget will occur on June 20, 2017 at 6:00 PM in the Flagstaff High School Hurley Theater, 400 West Elm 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 Special Revenue Funds General Fund Capital Projects Funds Debt Service Funds Permanent Fund Enterprise Funds Internal Service Funds Total All Funds Page 91 2017 Adopted/Adjusted Budgeted Expenditures/Expenses* E 63,513,733 71,855,079 8,739,261 43,209,304 0 77,676,781 0 264,994,158 2017 Actual Expenditures/Expenses** E 56,314,258 34,622,359 11,624,481 3,062,295 0 59,220,376 0 164,843,769 2018 Fund Balance/Net Position at July 1*** 26,699,303 49,944,977 1,969,022 27,388,203 287,842 33,093,645 0 139,382,992 2018 Primary Property Tax Levy B 6,171,607 0 0 0 0 0 6,171,607 2018 Secondary Property Tax Levy B 0 0 6,271,311 0 0 0 6,271,311 2018 Estimated Revenues Other than Property Taxes C 56,468,787 45,130,261 282,428 2,855,623 11,816 61,427,883 0 166,176,798 2018 Other Financing Sources D 0 10,000,000 0 4,000,000 0 8,700,000 0 22,700,000 2018 Other Financing (Uses) D 0 0 0 0 0 0 0 0 2018 Interfund Transfers In D 3,778,063 18,915,902 7,179,103 13,536,395 0 3,957,722 0 47,367,185 2018 Interfund Transfers (Out) D 10,133,269 21,284,618 7,179,103 0 0 8,770,195 0 47,367,185 2018 Reduction for Amounts Not Available Less: Amounts for Future Debt Retirement 0 0 0 0 2018 Total Financial Resources Available 2018 Budgeted Expenditures/Expenses E 82,984,491 102,706,522 8,522,761 47,780,221 299,658 70,384,292 91,402,646 7,389,453 52,130,108 0 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 98,409,055 $ $ $ 0 340,702,708 80,713,129 0 302,019,628 2017 264,994,158 0 264,994,158 120,746,047 144,248,111 145,156,751 2018 302,019,628 0 302,019,628 153,591,941 148,427,687 149,172,916 $ $ $ 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 2018 Unreserved Fund Balance/ Retained Earnings at 7/1/2017 General Fund $ Special Revenue Funds: Housing and Comm Svcs Metro Planning Organization EDA Revolving Loan Library Highway User Revenue Transportation Flagstaff Urban Trails Beautification Economic Development Tourism Arts and Science Recreation - BBB Parking District Page 92 Debt Service Funds: GO Bonds Secondary Property Tax Special Assessments Permanent Funds: Perpetual Care Capital Project Funds: Non GO Bonds GO Bonds Estimated Revenues and Other Financing Sources 2017-2018 Total Financial Resources Available 2017-2018 Interfund Transfers 2017-2018 In Out Capital Outlay (Equip/CIP) Operations Debt Service Total Appropriations 2017-2018 Reserves/ Contingencies Fund Balance 6/30/2018 26,699,303 62,640,394 3,778,063 (10,133,269) 82,984,491 63,650,404 4,344,907 398,981 1,990,000 70,384,292 12,600,199 1,351,301 266,420 1,494,066 6,463,483 27,250,714 3,262,386 4,914,762 704,359 1,148,322 558,016 2,039,946 491,202 2,172,173 1,304,249 5,328 4,343,419 7,640,360 30,254,903 8,160 1,625,920 1,042,351 2,535,631 608,095 2,670,218 919,454 232,000 22,500 1,662,813 16,241,089 550,000 207,500 - (50,000) (813,000) (16,699,344) (433,156) (287,514) (97,738) (2,903,866) - 3,705,474 1,326,749 271,748 7,500,298 29,531,932 40,806,273 3,820,546 6,107,526 1,666,696 3,586,215 1,166,111 1,806,298 1,410,656 3,539,052 826,749 271,748 6,294,742 5,362,464 8,352,070 328,379 1,114,514 2,587,794 533,717 7,500 540,688 450,165 21,780,996 23,863,793 3,798,082 3,891,890 30,000 332,500 1,521,873 285,249 547,937 3,846,875 258,843 115,026 500,000 100,000 100,000 10,000 145,000 50,000 10,000 5,000 3,539,052 1,326,749 271,748 6,844,907 27,791,397 36,062,738 3,798,082 4,230,269 1,518,357 2,667,794 876,217 1,529,373 945,963 166,422 655,391 1,740,535 4,743,535 22,464 1,877,257 148,339 918,421 289,894 276,925 464,693 1,610,064 358,958 6,346,311 207,428 7,179,103 - (7,179,103) - 7,179,103 777,272 566,386 - - 7,179,103 210,350 - 7,179,103 210,350 777,272 356,036 287,842 11,816 - - 299,658 - - - - - 299,658 10,824,026 16,564,177 6,000,000 855,623 2,623,395 10,913,000 - 19,447,421 28,332,800 - 22,447,421 29,682,687 - - 22,447,421 29,682,687 (3,000,000) (1,349,887) 23,134,965 293,651 8,029,328 372,888 622,678 640,135 35,626,318 1,708,284 16,988,274 1,201,687 6,923,951 7,679,369 1,423,661 1,675,861 23,000 475,000 360,200 (1,416,881) (321,025) (6,904,678) (127,611) - 58,768,063 3,356,771 18,112,924 1,469,964 8,021,629 8,679,704 16,163,180 843,283 9,709,545 1,075,520 2,685,538 6,381,893 25,827,308 2,300,861 2,342,999 221,446 4,811,403 642,172 3,859,995 125,000 231,736 - 1,850,000 10,000 500,000 30,000 100,000 1,001,250 47,700,483 3,154,144 12,677,544 1,326,966 7,828,677 8,025,315 11,067,580 202,627 5,435,380 142,998 192,952 654,389 139,382,992 201,319,716 47,367,185 (47,367,185) 340,702,708 130,268,780 148,575,752 16,773,846 6,401,250 302,019,628 38,683,080 Enterprise Funds: Water/Wastewater/Reclaim Stormwater Solid Waste Sustainability and Env Mgmt Airport Flagstaff Housing Authority City of Flagstaff 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 2017-2018 Schedule B: Expenditure Limitation and Tax Levy Information City of Flagstaff Expenditure Limitation and Tax Levy Information Fiscal Year 2017-2018 Estimate FY 2016-2017 Expenditure Limitation [Economic Estimates Commission] FY 2017-2018 $ 149,172,916 $ 6,495,442 $ 6,171,607 6,271,311 12,442,918 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 2016-2017 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 2016-2017 Levy (2) Prior Years' Levies (3) Total Primary Property Taxes Collected $ B. Secondary Property Taxes: (1) FY 2016-2017 Levy (2) Total Secondary Property Taxes Collected 6,301,017 - 5,707,178 5,879,357 11,586,535 $ 5,607,178 100,000 5,707,178 5,879,357 5,879,357 C. Total Property Taxes Collected $ 11,586,535 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 0.8121 0.8366 1.6487 0.8233 0.8366 1.6599 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 2017 and 2018 (With Actuals for Fiscal Year 2016) Actual Revenues 2015-2016 Source of Revenues Budgeted Revenues 2016-2017 Estimated Revenues 2016-2017 Budgeted Revenues 2017-2018 Change (Bdgt-Bdgt) % Change General Fund Local Taxes City Sales Tax Franchise Tax 18,942,730 2,567,289 18,644,170 2,539,140 19,376,000 2,499,700 19,958,580 2,574,691 1,314,410 35,551 7.05% 1.40% Licenses and Permits Business Licenses Building Permits Other Licenses and Permits 29,750 2,682,658 427,444 30,000 1,395,000 496,680 30,000 1,600,000 584,880 30,000 1,577,580 1,022,680 182,580 526,000 0.00% 13.09% 105.90% Intergovernmental State Income Tax Sharing State Shared Sales Tax Vehicle License Tax Federal Grants State Grants Local Intergovernmental Agreements 7,930,739 6,238,827 2,910,589 693,978 523,446 1,134,833 8,578,408 6,094,663 2,788,408 823,482 865,687 1,022,600 8,618,216 6,300,000 3,000,000 823,482 865,287 1,045,000 8,848,139 6,456,555 3,074,550 2,576,827 817,587 1,110,994 269,731 361,892 286,142 1,753,345 (48,100) 88,394 3.14% 5.94% 10.26% 212.92% -5.56% 8.64% Charges for Services General Government Parks and Recreation Public Safety Cemetery 723,314 1,482,860 715,351 154,922 467,800 1,546,950 825,000 145,800 743,300 1,525,550 720,500 147,870 710,800 1,525,550 724,565 148,750 243,000 (21,400) (100,435) 2,950 51.95% -1.38% -12.17% 2.02% 1,255,133 277,480 2,468,619 51,159,962 3,298,980 262,000 1,964,509 51,789,277 3,251,863 331,871 1,250,149 52,713,668 1,544,457 260,000 3,506,482 56,468,787 (1,754,523) (2,000) 1,541,973 4,679,510 -53.18% -0.76% 78.49% 9.04% 693,675 229,762 7,854 566,838 1,498,129 958,291 1,130,000 2,088,291 922,029 86,000 8,216 171,343 1,187,588 1,128,169 1,044,000 4 2,172,173 169,878 (86,000) 4 83,882 17.73% -7.61% 0.00% 0.00% 4.02% Metro Planning Organization Fund Intergovernmental Federal Grants Miscellaneous Total Metro Planning Organization Fund 691,977 5,000 696,977 611,116 505,000 1,116,116 517,289 5,000 522,289 836,736 467,513 1,304,249 225,620 (37,487) 188,133 36.92% -7.42% 16.86% EDA Revolving Loan Fund Intergovernmental Federal Grants Investment Earnings Miscellaneous Total EDA Revolving Loan Fund 262,206 1,514 263,720 5,256 13,766 19,022 2,700 2,700 5,328 5,328 72 (13,766) (13,694) 0.00% 1.37% -100.00% -71.99% Library Fund Intergovernmental State Grants Library District Taxes Investment Earnings Miscellaneous Total Library Fund 33,947 3,694,945 33,032 82,851 3,844,775 25,000 4,465,820 37,812 41,000 4,569,632 102,049 3,715,820 37,812 41,000 3,896,681 75,000 4,189,419 38,000 41,000 4,343,419 50,000 (276,401) 188 (226,213) 200.00% -6.19% 0.50% 0.00% -4.95% Highway User Revenue Fund Intergovernmental Highway User Tax Investment Earnings Miscellaneous Total Highway User Revenue Fund 7,292,355 34,774 601,550 7,928,679 7,149,600 6,000 7,155,600 7,831,030 6,000 7,837,030 7,308,360 32,000 300,000 7,640,360 158,760 26,000 300,000 484,760 2.22% 433.33% 0.00% 6.77% Fines and Forfeits Investment Earnings Miscellaneous Total General Fund $ Special Revenue Funds Housing and Community Services Fund Intergovernmental Federal Grants State Grants Investment Earnings Miscellaneous Total Housing and Community Svcs 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 2017 and 2018 (With Actuals for Fiscal Year 2016) Actual Revenues 2015-2016 Source of Revenues Transportation Fund Transportation Tax Investment Earnings Miscellaneous Total Transportation Fund Estimated Revenues 2016-2017 Budgeted Revenues 2017-2018 Change (Bdgt-Bdgt) % Change 19,083,051 130,843 10 19,213,904 18,912,924 152,000 19,064,924 19,533,886 152,000 19,685,886 20,119,903 135,000 20,254,903 1,206,979 (17,000) 1,189,979 6.38% -11.18% 0.00% 6.24% 69,040 24,892 93,932 392,970 10,000 402,970 30,000 30,000 8,160 8,160 (392,970) (1,840) (394,810) -100.00% -18.40% -97.98% 29,974 1,485,611 36,511 752 1,552,848 1,474,600 15,000 1,489,600 1,564,000 45,000 1,609,000 1,610,920 15,000 1,625,920 136,320 136,320 708,021 14,139 91,974 814,134 700,435 10,540 156,169 867,144 742,900 10,540 109,169 862,609 765,187 7,200 269,964 1,042,351 64,752 (3,340) 113,795 175,207 9.24% -31.69% 72.87% 20.21% 2,235,862 84,914 3,943 53,845 2,378,564 2,211,900 86,700 4,755 26,173 2,329,528 2,346,000 86,700 4,755 26,067 2,463,522 2,416,380 86,612 5,742 26,897 2,535,631 204,480 (88) 987 724 206,103 9.24% -0.10% 20.76% 2.77% 8.85% Arts and Science Fund BBB Tax Investment Earnings Miscellaneous Total Arts and Science Fund 558,966 4,046 38 563,050 552,975 6,705 559,680 586,500 6,705 593,205 604,095 4,000 608,095 51,120 (2,705) 48,415 9.24% -40.34% 0.00% 8.65% Recreation - BBB Fund BBB Tax Investment Earnings Total Recreation - BBB Fund 2,451,432 23,991 2,475,423 2,433,090 13,000 2,446,090 2,580,600 13,000 2,593,600 2,658,018 12,200 2,670,218 224,928 (800) 224,128 9.24% -6.15% 9.16% 919,454 919,454 362,694 362,694 65.14% 65.14% 2,464,904 5.78% FUTS Fund Intergovernmental State Grants Investment Earnings Total FUTS Fund Beautification Fund Intergovernmental State Grants BBB Tax Investment Earnings Miscellaneous Total Beautification Fund Economic Development Fund BBB Tax Investment Earnings Miscellaneous Total Economic Development Fund Tourism Fund BBB Tax Retail Sales Investment Earnings Miscellaneous Total Tourism Fund Parking District Fund Parking Total Parking District Fund Total Special Revenue Funds $ Budgeted Revenues 2016-2017 - 556,760 556,760 - 0.00% 9.24% 0.00% 0.00% 9.15% 41,324,135 42,665,357 41,284,110 45,130,261 95,619 95,619 75,000 75,000 59,500 59,500 75,000 75,000 Special Assessment Bond Fund Special Assessments Investment Earnings Total Special Assessment Bonds Fund 4,747,237 2,278 4,749,515 205,750 900 206,650 205,750 1,400 207,150 206,000 1,428 207,428 250 528 778 0.12% 58.67% 0.38% Total Debt Service Funds 4,845,134 281,650 266,650 282,428 778 0.28% Debt Service Funds Secondary Property Tax Fund Investment Earnings Total Secondary Property Tax Fund Annual Financial Plan Page 95 - 0.00% 0.00% City of Flagstaff Schedule C: Revenues Other Than Property Taxes City of Flagstaff Summary by Fund of Revenues Other Than Property Taxes Fiscal Years 2017 and 2018 (With Actuals for Fiscal Year 2016) Actual Revenues 2015-2016 Source of Revenues Budgeted Revenues 2016-2017 Estimated Revenues 2016-2017 Budgeted Revenues 2017-2018 Change (Bdgt-Bdgt) % Change Permanent Funds Perpetual Care Fund Contributions Investment Earnings Total Perpetual Care Fund $ Total Permanent Funds 15,470 2,339 17,809 17,780 2,129 19,909 8,780 2,832 11,612 8,956 2,860 11,816 (8,824) 731 (8,093) -49.63% 34.31% -40.65% 17,809 19,909 11,612 11,816 (8,093) -40.65% 521,834 143,504 5,503 670,841 - 100,892 47,112 7,500 155,504 2,000,000 2,000,000 Capital Project Funds Non GO Bonds Projects Fund Intergovernmental Federal Grants Federal Grants Real Estate Proceeds Interest on investments Total Non GO Bonds Projects Fund GO Bonds Projects Fund Intergovernmental Federal Grants Investment Earnings Miscellaneous Total GO Bonds Projects Fund 2,000,000 2,000,000 100,000 5,278 25,000 130,278 280,000 6,440 540,000 826,440 270,000 5,900 275,900 603,952 4,830 246,841 855,623 801,119 826,440 431,404 2,855,623 2,029,183 245.53% 32,933 15,933,597 9,585,892 202,642 220,640 25,975,704 16,986,426 10,632,154 153,015 200,000 27,971,595 17,735,150 11,494,734 195,658 9,199 29,434,741 18,711,835 11,550,998 163,485 200,000 30,626,318 1,725,409 918,844 10,470 2,654,723 0.00% 10.16% 8.64% 6.84% 0.00% 9.49% 113,960 1,610,453 6,546 1,730,959 113,960 1,607,512 6,675 1,728,147 1,707,364 920 1,708,284 11,273,025 74,720 42,807 11,390,552 11,581,437 69,526 11,650,963 11,684,706 69,526 11,754,232 11,792,010 71,264 1,425,000 13,288,274 Sustainability and Environmental Management Fund Intergovernmental Federal Grants Environmental Services Investment Earnings Miscellaneous Total Sustainability and Env Mgmt Fund 13,316 1,043,044 3,534 20,460 1,080,354 269,998 993,288 2,993 500 1,266,779 185,998 980,091 2,993 500 1,169,582 198,446 999,693 3,038 510 1,201,687 (71,552) 6,405 45 10 (65,092) -26.50% 0.64% 1.50% 2.00% -5.14% Airport Fund Intergovernmental Federal Grants State Grants Airport Investment Earnings Miscellaneous Total Airport Fund 132,020 6,481 1,787,341 8,863 2,475 1,937,180 5,917,209 555,072 1,801,965 3,408 336,250 8,613,904 7,011,841 20,066 1,744,841 3,408 36,397 8,816,553 5,116,259 28,266 1,744,709 3,676 31,041 6,923,951 (800,950) (526,806) (57,256) 268 (305,209) (1,689,953) -13.54% -94.91% -3.18% 7.86% -90.77% -19.62% Total Capital Projects Funds 323,952 (1,610) (293,159) 29,183 0.00% 0.00% 0.00% 0.00% 0.00% 115.70% -25.00% -54.29% 3.53% Enterprise Funds Water, Wastewater and Reclaimed Water Fund Intergovernmental Federal Grants Water Wastewater Investment Earnings Miscellaneous Total Water, Wastewater and Reclaimed Stormwater Fund Intergovernmental Federal Grants Stormwater Utility Investment Earnings Miscellaneous Total Stormwater Fund Solid Waste Fund Solid Waste Investment Earnings Miscellaneous Total Solid Waste Fund Annual Financial Plan 120,000 1,430,131 9,430 (244) 1,559,317 Page 96 (113,960) 96,911 (5,626) (22,675) 210,573 1,738 1,425,000 1,637,311 -100.00% 6.02% -85.95% 0.00% -1.31% 1.82% 2.50% 0.00% 14.05% City of Flagstaff Schedule C: Revenues Other Than Property Taxes City of Flagstaff Summary by Fund of Revenues Other Than Property Taxes Fiscal Years 2017 and 2018 (With Actuals for Fiscal Year 2016) Actual Revenues 2015-2016 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 Annual Financial Plan $ Budgeted Revenues 2016-2017 Estimated Revenues 2016-2017 Budgeted Revenues 2017-2018 Change (Bdgt-Bdgt) 4,812,893 1,036,391 439,148 6,288,432 5,881,395 1,029,000 442,595 7,352,990 4,880,145 1,029,000 442,595 6,351,740 6,137,418 1,107,000 434,951 7,679,369 48,231,539 58,587,190 59,254,995 61,427,883 2,840,693 4.85% $ 146,379,698 154,169,823 153,962,439 166,176,798 12,006,975 7.79% Page 97 256,023 78,000 (7,644) 326,379 % Change 4.35% 7.58% -1.73% 4.44% City of Flagstaff Schedule C-1: Schedule of Grant Revenues City of Flagstaff Schedule of Grant Revenues Fiscal Year 2017-2018 Budgeted Revenues 2016-2017 Project Name 6050 6050 6056 6060 6069 6082 6084 6085 6070 6091 6092 6100 6101 6088 224 6088 6161 6164 6163 6090 6058 6043 6044 6045 6046 6047 6039 6203 6506 6506 6501 6502 6159 6620 General Fund Police ACJC - Metro (NAZ Street Crimes Task Force) Police RICO Funds for Metro Police DOJ - COPS Hiring Police TSA - Law Enforcement Officer Police GOHS - DUI Enforcement Police RICO - Overtime Police DOJ - Bullet Proof Vest Program Police PSN Gang Prevention/Education Police AZ HLS - Livescan Fingerprint match Police 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 Fire AZ Homeland Security GOHS Grant Fire Fire Assistance to Firefighters Fire SAFER Naval Observatory Fire Camp Navajo Fire Coconino County RX Fire Grant Fire TCPF/State JCEF - Court Training Officer Court County Info Systems Tech Court County - Trainer Court County - Interpreter Court Legal Victims Rights Econ Vit 2017 EPA Brownfields Subtotal $ 133,330 199,996 44,100 165,636 50,000 8,250 10,000 22,300 102,000 4,500 5,000 95,000 5,000 5,000 10,000 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 Budgeted Grant Reimb % Funding 100% 100% 100% 76% 100% 100% 50% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 75% 100% 100% 100% 100% 75% 100% 100% 100% 100% 100% 100% 100% 100% 100% F/S F/L F 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 L S L L L S F 1,688,769 25,000 25,000 102,049 102,049 75,000 75,000 - 100% S 148,004 35,000 135,000 100,000 418,004 10,000 250,000 178,952 40,000 125,000 603,952 52% 50% 90% 50% 100% 90% 50% 50% F F/S F/S F/S S F/S F/S F/S - 94% F/S 82,500 82,500 100% 100% 100% 100% 100% 75% 100% F F F F F/S F/S F/S 3274 6201 6204 6206 6210 6216 6225 6219 Capital Fire Fire Fire Capital Fire Fire Fire EDA - Innovation Mesa Bus Accelerator WBBI - 14-601 Section 12 Wildland Fire Hazardous Fuels 15-202 WBBI Observatory Mesa ADEMA lighting Core Svs Obs Mesa Forest Health WBBI 16-601 ASF Forest Health WBBI State Wildfire Grant Subtotal 45,000 135,000 100,000 280,000 7577 FUTS ADOT - Walnut/Florence Underpass (Round Subtotal 392,970 392,970 3105 3105 Housing Housing Housing Housing Housing Housing Housing HUD - 14/15 CDBG Entitlement HUD - 15/16 CDBG Entitlement HUD - 16/17 CDBG Entitlement HUD - 17/18 CDBG Entitlement ADOH - Home Grant ADOH - Owner Occupied Housing Rehab Subrecipient w/ Coconino County (ADOH) Subtotal Annual Financial Plan City Match 2017-2018 - Library/Various Grants Subtotal 63,530 256,451 638,310 450,000 330,000 350,000 2,088,291 Page 98 133,330 199,996 44,100 165,636 50,000 8,250 10,000 22,300 102,000 4,500 5,000 95,000 5,000 5,000 10,000 74,000 40,000 32,626 112,030 80,965 40,000 25,000 184,866 5,800 7,300 25,000 110,600 27,870 52,500 10,100 - Budgeted Revenues 2017-2018 142,062 213,092 427,920 195,000 50,000 8,250 10,000 50,000 102,000 4,500 5,000 95,000 5,000 5,000 15,000 80,000 40,000 32,626 133,446 66,423 75,000 45,000 90,000 436,078 25,000 10,000 25,000 110,600 28,800 52,500 10,100 806,017 3,394,414 Library 3139 3141 Estimated Revenues 2016-2017 124,155 357,504 440,370 86,000 1,008,029 1,128,169 450,000 330,000 264,000 2,172,169 10,000 19,836 40,000 125,000 194,836 City of Flagstaff Schedule C-1: Schedule of Grant Revenues City of Flagstaff Schedule of Grant Revenues Fiscal Year 2017-2018 Budgeted Revenues 2016-2017 Project Name MPO MPO MPO MPO MPO MPO MPO MPO ADOT - PL Funds FMPO 2017 ADOT - PL Funds FMPO 2018 ADOT - FTA 5304 Funds FMPO 2014 ADOT - FTA 5305 FMPO 2016 ADOT - FTA 5304 FMPO 2016 ADOT - SPR Funds FMPO 2016 ADOT - SPR Funds FMPO 2017 FHWA - STP HSIP Strategic Safety Plan Subtotal 6198 6199 3340 SEMS SEMS SEMS ASP Picture Canyon Trail Community Partners Grant AZGF Observatory Mesa Grant Subtotal 6208 6166 STORM Francis Short Pond STORM FEMA CTP Subtotal 3728 3728 3729 3729 3332 3332 37XX 37XX 3334 3334 37XX Airport Airport Airport Airport Airport Airport Airport Airport Airport Airport Airport 37XX 3842 Airport Airport 1408 1404 1404 FHA FHA Estimated Revenues 2016-2017 Budgeted Revenues 2017-2018 City Match 2017-2018 Budgeted Grant Reimb % Funding 138,387 68,839 36,290 100,000 142,600 125,000 611,116 108,394 68,839 36,290 100,000 142,600 61,166 517,289 123,375 41,237 36,290 250,000 188,834 197,000 836,736 7,403 7,258 50,000 37,767 102,427 94% 94% 80% 80% 80% 80% 80% 94% F/S F/S F/S F/S F/S F/S F/S F/S 79,998 150,000 40,000 269,998 29,998 150,000 6,000 185,998 124,446 74,000 198,446 82,134 82,134 34% 34% 100% S S S 33,960 80,000 113,960 33,960 80,000 113,960 - 100% 100% F F FAA - ARRF Replacement Vehicle ADOT Match - ARRF Replace Vehicle FAA - AIP37 Sustainability Plan ADOT MATCH - AIP37 Sustainability Plan FAA - AIP41 Runway 3/21 Mill & Overlay Const ADOT Match - AIP41 Runway 3/21 Overlay FAA - AIP38 Runway 3/21 - Design ADOT Match - AIP38 Runway 3/21 - Design FAA - AIP39 Master Plan Update ADOT Match - AIP39 Master Plan Update FAA - AIP40 Wildlife Hazard Assessment ADOT Match - APXX Wildlife Hazard Assess ADOT Match - AIPXX Airport Drainage - Design DOT - Small Comm Air Service Devel Prgm Subtotal 1,000,000 50,000 85,698 2,255 2,984,660 146,513 270,591 7,121 546,360 26,820 150,000 7,363 315,000 879,900 6,472,281 85,698 2,255 5,597,624 184,909 4,866 263,710 12,945 879,900 7,031,907 3,727,571 81,173 4,510 279,360 15,520 148,255 8,236 879,900 5,144,525 91% 5% 91% 5% 91% 91% 91% 5% 91% 5% 91% 5% 5% 100% F S F S F S F S F S F S S F Low Income Public Housing Section 8/MRO SRO Subtotal 1,121,841 4,759,554 5,881,395 1,020,591 3,859,554 4,880,145 1,144,246 4,993,172 6,137,418 100% 100% F F 17,824,180 15,946,150 18,562,660 TOTAL $ $ - 365,962 45,776 4,509 15,520 8,237 440,004 819,767 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 2017-2018 Fund Proceeds from Other Financing Sources General Fund $ Special Revenue Funds Housing and Community Services FMPO Library Highway User Revenue Transportation FUTS Beautification Economic Development Tourism Recreation - BBB Total Special Revenue Funds 10,000,000 10,000,000 Debt Service Funds GO Bonds Secondary Property Tax Total Debt Service Funds - In Interfund Transfers Out 3,778,063 10,133,269 232,000 22,500 1,662,813 16,241,089 550,000 207,500 18,915,902 50,000 813,000 16,699,344 433,156 287,514 97,738 2,903,866 21,284,618 7,179,103 7,179,103 7,179,103 7,179,103 Capital Project Funds Non GO Bond Funded Projects GO Bond Funded Projects Total Capital Projects Funds 4,000,000 4,000,000 2,623,395 10,913,000 13,536,395 Enterprise Funds Water, Wastewater and Reclaimed Water Stormwater Utility Solid Waste Sustainability and Environmental Management Airport Flagstaff Housing Authority Total Enterprise Funds 5,000,000 3,700,000 8,700,000 1,423,661 1,675,861 23,000 475,000 360,200 3,957,722 1,416,881 321,025 6,904,678 127,611 8,770,195 22,700,000 47,367,185 47,367,185 Total All Funds Annual Financial Plan $ Page 100 - City of Flagstaff Schedule D-1: Schedule of Transfers Descriptions City of Flagstaff Schedule of Transfers Fiscal Year 2017-2018 Transfer To: Transfer From: General Fund General Fund Highway User Fund Beautification Fund 13,000 370,955 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 5,201 287,514 6,238 25,000 251,992 General Fund Recreation - BBB Fund 1,346,449 General Fund General Fund General Fund Recreation - BBB Fund Solid Waste Fund Sustainability and Environmental Management Fund Sustainability and Environmental Management Fund Total 1,282,425 4,678 107,886 General Fund Housing and Community Services Fund Highway User Revenue Fund Highway User Revenue Fund Highway User Revenue Fund FUTS Fund Economic Development Fund GO Bond Fund Capital Project Fund Capital Project Fund Capital Project Fund Capital Project Fund Capital Project Fund Water Fund Water Fund Water Fund Sustainability and Environmental Management Fund Airport Fund Flagstaff Housing Authority Fund Flagstaff Housing Authority Fund Annual Financial Plan $ 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 Code compliance Funding of the Greater Flagstaff Forest Partnership contract 3,778,063 232,000 $ FHA office remodel and other affordable housing programs 232,000 Transportation Fund Total Library Fund Library Fund 19,725 General Fund Total Flagstaff Metro Planning Organization Fund Amount 22,500 Non-grant reimbursable costs $ 22,500 $ 1,596,313 66,500 1,662,813 Transportation Fund Transportation Fund Stormwater Fund Total $ 12,871,093 3,055,751 314,245 16,241,089 Transportation Fund Total 550,000 550,000 Fund FUTS projects $ General Fund Total 207,500 207,500 Incubator debt service $ Secondary Property Tax Fund Total $ 7,179,103 7,179,103 $ 2,623,395 3,013,000 800,000 200,000 6,900,000 13,536,395 $ 6,780 1,348,499 68,382 1,423,661 General Fund Tourism Fund Total General Fund General Fund HURF Transportation Solid Waste Total Stormwater Fund Wastewater Fund Reclaimed Water Fund Total Recreation-BBB 23,000 Library operational and capital Library operational support Transportation funded street improvement projects Transportation funded safety improvement projects Drainage maintenance Repayment of GO bonds Innovation Mesa Core facility Core facility Core facility Core facility Regulatory compliance services Wastewater share of operational support Reclaimed Water share of operational support Schultz Creek Trailhead Construction Total $ 23,000 General Fund Total 475,000 475,000 Operational and capital support $ General Fund Housing & Comm Dev Total Compensation increases and temporary staffing $ 310,200 50,000 360,200 Total Transfers $ 47,367,185 Page 101 City of Flagstaff Schedule E: Appropriations by Fund City of Flagstaff Summary by Division of Expenditures/Expenses within Each Fund Comparison of Fiscal Year 2017 and 2018 (With Actual for Fiscal Year 2016) Actual Expenditures Expenses 2015-2016 Fund/Division General Fund General Administration Community Development Management Services Fire Police Public Works Economic Vitality Non-Departmental Contingency Total General Fund $ Adopted Budgeted Expenditures/ Expenses 2016-2017 Estimated Expenditures/ Expenses 2016-2017 Proposed Budgeted Expenditures/ Expenses 2017-2018 Change (Budget-Budget) % Change 9,149,939 4,182,580 3,426,864 11,652,909 19,221,486 9,378,324 341,971 (3,341,247) 89,453 10,973,306 4,637,447 3,822,504 12,607,477 20,277,258 11,289,893 175,166 (869,318) 600,000 10,030,344 4,483,447 3,760,254 12,387,477 20,039,388 8,784,500 175,166 (3,346,318) - 10,712,958 5,095,122 3,981,955 14,081,950 22,058,620 12,207,736 990,494 (734,543) 1,990,000 (260,348) 457,675 159,451 1,474,473 1,781,362 917,843 815,328 134,775 1,390,000 (2.4%) 9.9% 4.2% 11.7% 8.8% 8.1% 465.5% (15.5%) 231.7% 54,102,279 63,513,733 56,314,258 70,384,292 6,870,559 10.8% 1,307,127 44,778 1,351,905 2,868,583 58,650 2,927,233 972,779 58,650 1,031,429 3,449,647 89,405 3,539,052 581,064 30,755 611,819 20.3% 52.4% 20.9% 720,865 56,522 777,387 594,918 43,698 500,000 1,138,616 518,384 43,698 562,082 789,262 37,487 500,000 1,326,749 194,344 (6,211) 188,133 32.7% (14.2%) 0.0% 16.5% Special Revenue Funds Housing and Community Service Fund Community Development Non-Departmental Metro Planning Organization Fund Community Development Non-Departmental Contingency EDA Revolving Loan Fund Economic Vitality 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 Annual Financial Plan - 281,828 - 271,748 (10,080) (3.6%) - 281,828 - 271,748 (10,080) (3.6%) 191,757 4,657,098 94,591 17,485 73,142 5,034,073 181,405 93,895 65,383 6,704,752 84,869 100,000 7,230,304 181,405 93,895 65,383 5,251,545 84,869 5,677,097 181,956 94,917 68,688 6,349,989 49,357 100,000 6,844,907 551 1,022 3,305 (354,763) (35,512) (385,397) 0.3% 1.1% 5.1% (5.3%) (41.8%) 0.0% (5.3%) 155,859 3,527,544 96,769 5,694,914 13,729 126,761 9,615,576 197,820 8,418,573 86,123 11,973,028 17,838 121,777 100,000 20,915,159 197,820 1,323,892 86,123 8,224,859 17,838 121,777 9,972,309 199,817 16,183,302 67,945 11,170,516 12,658 57,159 100,000 27,791,397 1,997 7,764,729 (18,178) (802,512) (5,180) (64,618) 6,876,238 1.0% 92.2% (21.1%) (6.7%) (29.0%) (53.1%) 0.0% 32.9% 40,595 843,453 302,624 5,741,757 1,643 6,984,423 13,914,495 58,900 8,963,109 339,102 3,000,000 3,188 11,500,601 23,864,900 58,900 2,857,053 339,102 400,000 3,188 7,901,780 11,560,023 56,172 16,089,334 369,494 5,100,000 3,337 14,444,401 36,062,738 (2,728) 7,126,225 30,392 2,100,000 149 2,943,800 12,197,838 (4.6%) 79.5% 9.0% 70.0% 4.7% 25.6% 51.1% 701,425 701,425 3,797,713 3,797,713 218,280 218,280 3,798,082 3,798,082 590,062 590,062 4,642,458 10,000 4,652,458 590,768 590,768 4,220,269 10,000 4,230,269 (422,189) (422,189) 957,980 2,356 960,336 1,220,926 45,000 1,265,926 1,061,404 1,061,404 1,373,357 145,000 1,518,357 152,431 100,000 252,431 Page 102 369 369 0.0% 0.0% (9.1%) 0.0% (9.1%) 12.5% 222.2% 19.9% City of Flagstaff Schedule E: Appropriations by Fund City of Flagstaff Summary by Division of Expenditures/Expenses within Each Fund Comparison of Fiscal Year 2017 and 2018 (With Actual for Fiscal Year 2016) Actual Expenditures Expenses 2015-2016 Fund/Division Tourism Fund Economic Vitality Contingency $ Arts and Science Fund Economic Vitality Contingency Recreation - BBB Fund Public Works Parking District Fund Economic Vitality Contingency Total Special Revenue Funds Adopted Budgeted Expenditures/ Expenses 2016-2017 Estimated Expenditures/ Expenses 2016-2017 Proposed Budgeted Expenditures/ Expenses 2017-2018 Change (Budget-Budget) % Change 2,117,910 7,439 2,125,349 2,168,077 50,000 2,218,077 2,168,077 2,168,077 2,617,794 50,000 2,667,794 449,717 449,717 20.7% 0.0% 20.3% 434,052 1,859 435,911 757,640 10,000 767,640 620,140 620,140 866,217 10,000 876,217 108,577 108,577 14.3% 0.0% 14.1% 1,936,978 1,936,978 1,293,427 1,293,427 266,554 266,554 1,529,373 1,529,373 235,946 235,946 18.2% 1,454,690 47,108 1,501,798 894,196 894,196 940,963 5,000 945,963 (513,727) (42,108) (555,835) (35.3%) (89.4%) (37.0%) 37,443,497 71,855,079 34,622,359 91,402,646 19,547,567 27.2% 6,701,811 6,701,811 8,527,911 8,527,911 11,413,131 11,413,131 7,179,103 7,179,103 (1,348,808) (1,348,808) (15.8%) 4,716,000 4,716,000 211,350 211,350 211,350 211,350 210,350 210,350 (1,000) (1,000) (0.5%) 11,417,811 8,739,261 11,624,481 7,389,453 (1,349,808) (15.4%) 763,109 763,109 18,071,600 18,071,600 194,502 194,502 22,447,421 22,447,421 4,375,821 4,375,821 24.2% 953,661 953,661 25,137,704 25,137,704 2,867,793 2,867,793 29,682,687 29,682,687 4,544,983 4,544,983 18.1% 1,716,770 43,209,304 3,062,295 52,130,108 8,920,804 20.6% 614,863 1,063,323 43,679 43,177 22,691,411 354,602 57,087 24,868,142 665,856 1,221,812 39,451 56,584 35,256,194 348,840 1,800,000 39,388,737 665,856 1,221,812 39,451 56,584 24,182,302 348,840 26,514,845 678,300 1,145,760 183,023 37,671 43,627,814 177,915 1,850,000 47,700,483 12,444 (76,052) 143,572 (18,913) 8,371,620 (170,925) 50,000 8,311,746 1.9% (6.2%) 363.9% (33.4%) 23.7% (49.0%) 2.8% 21.1% 39,650 44,800 4,613 3,101 995,122 15,609 1,700 1,104,595 49,480 40,780 4,517 2,381 4,275,626 17,090 10,000 4,399,874 49,480 40,780 4,517 2,381 3,747,898 17,090 3,862,146 45,469 56,529 12,915 1,521 3,018,471 9,239 10,000 3,154,144 (4,011) 15,749 8,398 (860) (1,257,155) (7,851) (1,245,730) (8.1%) 38.6% 185.9% (36.1%) (29.4%) (45.9%) 0.0% (28.3%) 322,088 334,415 9,640,345 29,313 195,906 13,293 10,535,360 381,308 332,201 14,500,037 40,125 232,398 500,000 15,986,069 381,308 332,201 11,556,038 40,125 232,398 12,542,070 377,485 371,493 11,278,543 27,199 122,824 500,000 12,677,544 (3,823) 39,292 (3,221,494) (12,926) (109,574) (3,308,525) (1.0%) 11.8% (22.2%) (32.2%) (47.1%) 0.0% (20.7%) - Debt Services Funds General Obligation Bonds Fund Non-Departmental Special Assessment Bonds Fund Non-Departmental Total Debt Service Funds Capital Project Funds Non GO Bond Funded Projects Fund Non-Departmental GO Bonds Funded Projects Fund Non-Departmental Total Capital Projects Funds Enterprise Funds Water, Wastewater, and Reclaimed Water Fund General Administration Management Services Public Works Economic Vitality Utilities Non-Departmental Contingency Stormwater Utility Fund General Administration Management Services Public Works Economic Vitality Utilities Non-Departmental Contingency Solid Waste Fund General Administration Management Services Public Works Economic Vitality Non-Departmental Contingency Annual Financial Plan Page 103 City of Flagstaff Schedule E: Appropriations by Fund City of Flagstaff Summary by Division of Expenditures/Expenses within Each Fund Comparison of Fiscal Year 2017 and 2018 (With Actual for Fiscal Year 2016) Actual Expenditures Expenses 2015-2016 Fund/Division Sustainability and Environmental Management Fund General Administration $ Management Services Public Works Economic Vitality Non-Departmental Contingency Airport Fund General Administration Management Services Public Works Economic Vitality Non-Departmental Contingency Flagstaff Housing Authority Fund Community Development Contingency Total Enterprise Funds Total All Funds Annual Financial Plan $ Adopted Budgeted Expenditures/ Expenses 2016-2017 Estimated Expenditures/ Expenses 2016-2017 Proposed Budgeted Expenditures/ Expenses 2017-2018 Change (Budget-Budget) % Change 65,389 37,380 923,511 2,876 15,234 1,044,390 87,814 33,672 1,112,287 4,027 24,623 30,000 1,292,423 87,814 33,672 927,172 4,027 24,623 1,077,308 92,655 50,380 1,134,222 2,825 16,884 30,000 1,326,966 4,841 16,708 21,935 (1,202) (7,739) 34,543 5.5% 49.6% 2.0% (29.8%) (31.4%) 0.0% 2.7% 55,959 86,555 90,405 1,882,916 61,555 2,177,390 84,236 87,528 103,613 8,544,809 51,856 100,000 8,972,042 84,236 87,528 103,613 8,495,388 51,856 8,822,621 78,043 83,141 94,926 7,452,750 19,817 100,000 7,828,677 (6,193) (4,387) (8,687) (1,092,059) (32,039) (1,143,365) (7.4%) (5.0%) (8.4%) (12.8%) (61.8%) 0.0% (12.7%) 5,979,485 5,979,485 6,636,386 1,001,250 7,637,636 6,401,386 6,401,386 7,024,065 1,001,250 8,025,315 387,679 387,679 5.8% 0.0% 45,709,362 77,676,781 59,220,376 80,713,129 3,036,348 3.9% 150,389,720 264,994,158 164,843,769 302,019,628 37,025,470 14.0% Page 104 City of Flagstaff Schedule E-1: Budget by Division and Sections City of Flagstaff Budget by Division and Section Comparison of Fiscal Year 2017 and 2018 (With Actual for Fiscal Year 2016) Actual Expenditures/ Expenses 2015-2016 Division/Section General Administration City Manager Flagstaff Municipal Court City Attorney Human Resources Risk Management Information Technology Total Estimated Expenditures/ Expenses 2016-2017 Proposed Budgeted Expenditures/ Expenses 2017-2018 Change (Budget-Budget) % Change 1,474,133 2,846,656 1,568,857 766,167 195,841 2,298,285 9,149,939 1,786,514 3,165,706 1,660,566 899,243 214,982 3,246,295 10,973,306 1,691,961 3,165,706 1,660,566 834,343 214,982 2,462,786 10,030,344 1,874,768 3,074,763 1,724,264 979,837 219,082 2,840,244 10,712,958 326,907 2,337,599 (262,850) 1,523,948 256,976 379,488 232,619 695,020 3,113,597 843,453 701,425 720,865 5,979,485 16,848,532 319,336 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 35,537,347 319,336 2,441,221 (131,626) 1,582,209 272,307 23,400 86,000 863,379 944,510 2,857,053 218,280 518,384 6,401,386 16,395,839 334,661 2,821,611 (150,439) 1,737,249 352,040 1,277,478 1,044,000 1,128,169 15,678,907 16,089,334 3,798,082 789,262 7,024,065 51,924,419 244,175 510,589 1,135,500 1,536,600 3,194,079 605,969 763,847 7,990,759 272,369 574,934 1,359,292 1,615,909 3,822,504 272,369 526,184 1,345,792 1,615,909 3,760,254 248,436 855,757 1,192,718 1,685,044 3,981,955 Fire Fire Administration Fire Grants Total 11,550,651 102,258 11,652,909 12,323,970 283,507 12,607,477 12,103,970 283,507 12,387,477 13,235,512 846,438 14,081,950 911,542 562,931 1,474,473 7.4% 198.6% 11.7% Police Police Administration Police Grants Total 18,050,412 1,171,074 19,221,486 18,983,032 1,294,226 20,277,258 18,745,162 1,294,226 20,039,388 20,186,188 1,872,432 22,058,620 1,203,156 578,206 1,781,362 6.3% 44.7% 8.8% 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 Debt Service SEMS - Sustainability SEMS - Environmental Management Recreation - BBB Total 45,603 1,466,575 3,148,131 32,174 224,583 1,322,500 3,138,758 4,459,754 526,037 5,741,757 546,666 2,760,424 6,716,650 458,616 447,984 1,936,978 32,973,190 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 8,386,755 125,000 788,624 323,600 1,293,427 42,851,266 16,848 681,149 3,357,322 304,632 1,061,706 3,362,843 4,898,098 2,622,364 400,000 550,514 3,005,823 8,386,755 603,509 323,600 266,554 29,841,717 49,587 1,703,762 3,806,340 985,269 1,791,689 3,871,089 4,977,237 5,511,089 5,100,000 547,937 3,964,837 7,021,791 125,000 922,092 209,655 1,529,373 42,116,747 32,739 972,613 260,835 (959,723) 131,733 479,646 (461,861) (318,444) 2,100,000 (2,577) (1,859,985) (1,364,964) 133,468 (113,945) 235,946 (734,519) 194.3% 133.0% 7.4% (49.3%) 0.0% 7.9% 14.1% (8.5%) (5.5%) 70.0% (0.5%) (31.9%) (16.3%) 0.0% 16.9% (35.2%) 18.2% (1.7%) 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 City Direct Library County Direct Library Grants Total Annual Financial Plan $ Adopted Budgeted Expenditures/ Expenses 2016-2017 Page 105 88,254 (90,943) 63,698 80,594 4,100 (406,051) (260,348) 4.9% (2.9%) 3.8% 9.0% 1.9% (12.5%) (2.4%) 15,325 226,390 (18,813) 155,040 79,733 438,536 (86,000) 228,528 7,639,716 7,126,225 369 194,344 387,679 16,387,072 4.8% 8.7% 14.3% 9.8% 29.3% 52.3% (7.6%) 25.4% 95.0% 79.5% 0.0% 32.7% 5.8% 46.1% (23,933) 280,823 (166,574) 69,135 159,451 (8.8%) 48.8% (12.3%) 4.3% 0.0% 0.0% 0.0% 4.2% City of Flagstaff Schedule E-1: Budget by Division and Sections City of Flagstaff Budget by Division and Section Comparison of Fiscal Year 2017 and 2018 (With Actual for Fiscal Year 2016) Actual Expenditures/ Expenses 2015-2016 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 City Direct Library County Direct Library Grants Parking District Debt Service - Parking District Tourism - General Administration Visitor Services Total $ Adopted Budgeted Expenditures/ Expenses 2016-2017 Estimated Expenditures/ Expenses 2016-2017 Proposed Budgeted Expenditures/ Expenses 2017-2018 Change (Budget-Budget) % Change 341,971 1,591,807 286,685 434,052 279,389 310,673 707,426 250,554 1,725,388 392,522 6,320,467 175,166 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 25,925,237 175,166 8,230,240 259,211 620,140 339,408 251,360 804,761 256,643 3,774,129 669,450 788,794 836,683 57,513 1,691,275 476,802 19,231,575 990,494 7,217,335 231,736 866,217 328,379 3,891,890 1,114,514 258,843 271,748 4,351,832 594,335 1,390,950 825,937 115,026 2,095,767 522,027 25,067,030 815,328 (1,062,326) (27,475) 108,577 (11,029) (411,160) 150,731 1,700 (10,080) (7,462) (16,761) (324,240) (538,753) 25,026 404,492 45,225 (858,207) 465.5% (12.8%) (10.6%) 14.3% (3.2%) (9.6%) 15.6% 0.7% (3.6%) (0.2%) (2.7%) (18.9%) (39.5%) 27.8% 23.9% 9.5% (3.3%) 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 773,818 3,652,214 1,866,744 359,917 564,878 902,939 2,393,840 833,196 989,475 221,965 3,693,760 2,195,299 196,142 4,047,224 595,422 399,700 23,686,533 887,466 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 39,531,820 887,466 4,518,543 1,685,637 632,501 552,354 1,020,197 2,418,309 1,041,451 1,274,675 406,764 4,601,723 1,343,122 105,720 3,693,840 778,190 2,969,708 27,930,200 840,760 5,086,097 2,065,747 714,199 669,374 1,157,443 2,470,689 866,000 1,478,867 502,559 12,954,910 10,051,174 910,000 3,859,995 702,610 2,315,861 46,646,285 (46,706) 5,997 323,610 81,698 117,020 137,246 (313,995) (203,511) 204,192 95,795 4,516,470 2,904,878 804,280 (255,354) (122,241) (1,134,914) 7,114,465 (5.3%) 0.1% 18.6% 12.9% 21.2% 13.5% (11.3%) (19.0%) 16.0% 23.6% 53.5% 40.6% 760.8% (6.2%) (14.8%) (32.9%) 18.0% Non-Departmental Council and Commissions Non-Departmental 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 372,020 1,716,040 6,701,811 4,716,000 953,661 763,109 4,747,117 2,232,000 170,959 22,372,717 395,941 4,438,817 8,527,911 211,350 25,137,704 18,071,600 8,534,285 2,230,975 722,500 293,502 68,564,585 395,941 1,961,817 11,413,131 211,350 2,867,793 194,502 4,848,189 2,261,375 779,375 293,502 25,226,975 337,892 4,341,225 7,179,103 210,350 29,682,687 22,447,421 10,583,880 2,266,375 1,580,500 398,981 79,028,414 (58,049) (97,592) (1,348,808) (1,000) 4,544,983 4,375,821 2,049,595 35,400 858,000 105,479 10,463,829 (14.7%) (2.2%) (15.8%) (0.5%) 18.1% 24.2% 24.0% 1.6% 118.8% 35.9% 15.3% 173,187 4,903,358 6,401,250 1,497,892 30.5% 150,389,720 264,994,158 302,019,628 37,025,470 14.0% Reserves/Contingencies Grand Total $ 164,843,769 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 106 City of Flagstaff Schedule F: Budget Summary by Division of Expenditures City of Flagstaff Budget Summary by Division of Expenditures Comparison of Fiscal Year 2017 and 2018 (With Actual for Fiscal Year 2016) Actual Expenditures/ Expenses 2015-2016 Division/Fund Adopted Budgeted Expenditures/ Expenses 2016-2017 Estimated Expenditures/ Expenses * 2016-2017 Proposed Budgeted Expenditures/ Expenses 2017-2018 Change (Budget-Budget) % Change 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 9,149,939 191,757 155,859 40,595 614,863 55,959 322,088 65,389 39,650 10,636,099 10,973,306 181,405 197,820 58,900 665,856 84,236 381,308 87,814 49,480 12,680,125 10,030,344 181,405 197,820 58,900 665,856 84,236 381,308 87,814 49,480 11,737,163 10,712,958 181,956 199,817 56,172 678,300 78,043 377,485 92,655 45,469 12,422,855 Community Development General Fund HURF Fund Transportation Fund FUTS Fund Housing and Community Services Fund Metro Planning Organization Fund Flagstaff Housing Authority Fund Total 4,182,580 3,527,544 843,453 701,425 1,307,127 720,865 5,979,485 17,262,479 4,637,447 8,418,573 8,963,109 3,797,713 2,868,583 594,918 6,636,386 35,916,729 4,483,447 1,323,892 2,857,053 218,280 972,779 518,384 6,401,386 16,775,221 5,095,122 16,183,302 16,089,334 3,798,082 3,449,647 789,262 7,024,065 52,428,814 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 3,426,864 4,657,098 96,769 302,624 1,063,323 86,555 334,415 37,380 44,800 10,049,828 3,822,504 93,895 86,123 339,102 1,221,812 87,528 332,201 33,672 40,780 6,057,617 3,760,254 93,895 86,123 339,102 1,221,812 87,528 332,201 33,672 40,780 5,995,367 3,981,955 94,917 67,945 369,494 1,145,760 83,141 371,493 50,380 56,529 6,221,614 Total 11,652,909 11,652,909 12,607,477 12,607,477 12,387,477 12,387,477 14,081,950 14,081,950 1,474,473 1,474,473 11.7% 11.7% Total 19,221,486 19,221,486 20,277,258 20,277,258 20,039,388 20,039,388 22,058,620 22,058,620 1,781,362 1,781,362 8.8% 8.8% 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 9,378,324 94,591 5,694,914 5,741,757.19 1,936,978.00 43,679 90,405 9,640,345 923,511 4,613 33,549,117 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 8,784,500 65,383 8,224,859 400,000 266,554 39,451 103,613 11,556,038 927,172 4,517 30,372,087 12,207,736 68,688 11,170,516 5,100,000 1,529,373 183,023 94,926 11,278,543 1,134,222 12,915 42,779,942 917,843 3,305 (802,512) 2,100,000 235,946 143,572 (8,687) (3,221,494) 21,935 8,398 (601,694) 8.1% 5.1% (6.7%) 70.0% 18.2% 363.9% (8.4%) (22.2%) 2.0% 185.9% (1.4%) 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 341,971 17,485 13,729 1,643 590,062 957,980 2,117,910 434,052 43,177 1,882,916 29,313 2,876 3,101 6,436,215 175,166 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 26,074,489 175,166 5,251,545 17,838 3,188 590,768 1,061,404 2,168,077 620,140 894,196 56,584 8,495,388 40,125 4,027 2,381 19,380,827 990,494 6,349,989 12,658 3,337 4,220,269 1,373,357 271,748 2,617,794 866,217 940,963 37,671 7,452,750 27,199 2,825 1,521 25,168,792 815,328 (354,763) (5,180) 149 (422,189) 152,431 (10,080) 449,717 108,577 (513,727) (18,913) (1,092,059) (12,926) (1,202) (860) (905,697) 465.5% (5.3%) (29.0%) 4.7% (9.1%) 12.5% (3.6%) 20.7% 14.3% (35.3%) (33.4%) (12.8%) (32.2%) (29.8%) (36.1%) (3.5%) Fire General Fund Police General Fund Annual Financial Plan Page 107 (260,348) 551 1,997 (2,728) 12,444 (6,193) (3,823) 4,841 (4,011) (257,270) 457,675 7,764,729 7,126,225 369 581,064 194,344 387,679 16,512,085 159,451 1,022 (18,178) 30,392 (76,052) (4,387) 39,292 16,708 15,749 163,997 (2.4%) 0.3% 1.0% (4.6%) 1.9% (7.4%) (1.0%) 5.5% (8.1%) (2.0%) 9.9% 92.2% 79.5% 0.0% 20.3% 32.7% 5.8% 46.0% 4.2% 1.1% (21.1%) 9.0% (6.2%) (5.0%) 11.8% 49.6% 38.6% 2.7% City of Flagstaff Schedule F: Budget Summary by Division of Expenditures City of Flagstaff Budget Summary by Division of Expenditures Comparison of Fiscal Year 2017 and 2018 (With Actual for Fiscal Year 2016) Actual Expenditures/ Expenses 2015-2016 Division/Fund Adopted Budgeted Expenditures/ Expenses 2016-2017 Estimated Expenditures/ Expenses * 2016-2017 Proposed Budgeted Expenditures/ Expenses 2017-2018 Change (Budget-Budget) % Change Utilities Water, Wastewater and Reclaimed Water Fund $ Stormwater Utility Fund Total 22,691,411 995,122 23,686,533 35,256,194 4,275,626 39,531,820 24,182,302 3,747,898 27,930,200 43,627,814 3,018,471 46,646,285 8,371,620 (1,257,155) 7,114,465 23.7% (29.4%) 18.0% 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 (3,341,247) 73,142 126,761 6,984,423 44,778 56,522 6,701,811 4,716,000 953,661 763,109 354,602 61,555 195,906 15,234 15,609 17,721,866 (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 (3,346,318) 84,869 121,777 7,901,780 58,650 43,698 11,413,131 211,350 2,867,793 194,502 348,840 51,856 232,398 24,623 17,090 20,226,039 (734,543) 49,357 57,159 14,444,401 89,405 37,487 7,179,103 210,350 29,682,687 22,447,421 177,915 19,817 122,824 16,884 9,239 73,809,506 134,775 (35,512) (64,618) 2,943,800 30,755 (6,211) (1,348,808) (1,000) 4,544,983 4,375,821 (170,925) (32,039) (109,574) (7,739) (7,851) 10,245,857 (15.5%) (41.8%) (53.1%) 25.6% 52.4% (14.2%) (15.8%) (0.5%) 18.1% 24.2% (49.0%) (61.8%) (47.1%) (31.4%) (45.9%) 16.1% 1,990,000 100,000 100,000 10,000 145,000 50,000 5,000 10,000 500,000 1,850,000 100,000 500,000 10,000 30,000 1,001,250 6,401,250 1,390,000 100,000 (42,108) 50,000 1,497,892 231.7% 0.0% 0.0% 0.0% 222.2% 0.0% (89.4%) 0.0% 0.0% 2.8% 0.0% 0.0% 0.0% 0.0% 0.0% 30.5% 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 89,453 2,356 7,439 1,859 57,087 13,293 1,700 173,187 $ 150,389,720 600,000 100,000 100,000 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 4,903,358 264,994,158 164,843,769 302,019,628 37,025,470 14.0% *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 108 City of Flagstaff Schedule G: Full-Time Employee and Personnel Compensation City of Flagstaff Full-Time Employee and Personnel Compensation Fiscal Year 2018 Full-Time Equivalent (FTE) 2018 Fund Employee Salaries and Hourly Costs 2018 Special Revenue Funds Housing and Community Services Metro Planning Organization Library HURF Beautification Economic Development Tourism Arts and Science Parking District Total Special Revenue Funds 1.000 2.880 56.037 33.020 1.700 2.750 15.500 0.400 5.000 118.287 55,971 212,528 2,444,318 1,649,483 131,809 183,727 812,334 30,826 186,037 5,707,033 6,436 23,451 252,096 161,283 15,200 21,192 90,969 3,566 21,395 595,588 6,683 19,956 414,908 215,970 16,964 20,157 105,008 3,930 52,224 855,800 4,947 17,028 189,290 202,339 9,945 14,647 62,848 2,391 14,908 518,343 74,037 272,963 3,300,612 2,229,075 173,918 239,723 1,071,159 40,713 274,564 7,676,764 Enterprise Funds Water, Wastewater and Reclaimed Wtr Stormwater Solid Waste Sustainability and Environmental Mgmt Airport Flagstaff Housing Authority Total Enterprise Funds 71.000 5.500 49.000 8.000 9.750 21.275 164.525 4,545,802 370,800 2,413,502 425,265 503,182 1,273,239 9,531,790 510,609 41,323 277,690 48,905 268,541 144,663 1,291,731 528,280 49,634 377,056 58,397 77,436 172,948 1,263,751 401,861 28,923 247,071 33,228 32,873 116,478 860,434 5,986,552 490,680 3,315,319 565,795 882,032 1,707,328 12,947,706 Capital Project Funds GO Bond Funded Projects Total Capital Projects Funds 1.500 1.500 95,101 95,101 73,270 73,270 11,962 11,962 6,255 6,255 186,588 186,588 Total All Funds 865.297 50,613,655 $ $ Page 109 11,201,020 Healthcare Costs 2018 13,161,609 $ $ 4,216,771 6,348,284 $ $ 2,911,088 Total Estimated Personnel Compensation 2018 580.985 $ 35,279,731 Other Benefit Costs 2018 General Fund Annual Financial Plan $ Retirement Costs 2018 4,296,120 $ $ 53,608,610 74,419,668 City of Flagstaff Schedule H: Summary of Operating Capital City of Flagstaff Summary of Operating Capital Fiscal Year 2017-2018 Sect # Section General Fund 061 Court Operating Capital Carry Forward 2016-2017 $ Polycom Camera 033 Revenue Truck Replacement - Meter Services 051 Fire Truck Replacement - Admin Vehicle Quint Ladder Truck Rebuild General Admin 2 Wheel-Drive Truck Replacement Re-chassis of Rescue 2 Apparatus Reallocation 052 Fire Grants GOHS Funded Police Equipment 061 Police Police Patrol Vehicle Replacements (4) Animal Control Truck - New Addition Police Admin Vehicle Replacement COPS Grant Positions Vehicles and Equipment (3) 062 Police Grants Budget 2017-2018 - 5,500 - 62,000 150,000 55,000 55,000 100,000 55,000 150,000 55,000 - 45,000 24,105 - 144,105 30,000 28,000 150,000 Police Motorcycle Replacement and Other Equipment DOJ Bomb Robot and Other Equipment RICO Police Equipment - 50,000 102,000 20,000 102 Engineering Vehicle Replacement - ½ Ton Pickup Ext Cab 4x4 - 30,000 152 Facility Maintenance Vehicle Replacement - Compact Pickup Ext Cab 4x4 - 28,000 154 Fleet Services Heavy Duty Mobile Column Lifts (6) Dual Purpose Diagnostic Leak Locator City Hall Pool Vehicle Replacement Set-aside for Catastrophic/Vehicle Replacement Fund 155 Parks Park/Cemetery Utility Tractor Replacement McPherson Park Parking Lot Chip Seal, Patch, and Stripe Thorpe Park - Replace Railroad Tie Walls with Block Thorpe Park Tennis Courts - Resurface Courts (4) Joel Montalvo Park - Renovate Restrooms McPherson Park - Replace Basketball Court Cheshire Park - Repair and Paint Tennis/Basketball Courts Bushmaster Park - Outdoor Fitness Equipment Thorpe Park Parking Lot - Chip, Crack Seal and Stripe Bushmaster Park - Chip, Crack Seal and Stripe Parking Lot Continental Sports Complex - Replace Field #1 Outfield Turf Laser-level and Add Infield Mix at Schools and City Sports Fields Foxglenn Park - Replace 10' Walkway Path 156 Recreation Passenger Van Replacement Hal Jensen Recreation Center Equipment Joel C Montoya Treadmill Aquaplex Gym Curtain Jay Lively Activity Center Boiler Capital Contingency Aquaplex Cabana Repairs Aquaplex Solar Thermal System Repair Aquaplex LED Lighting Upgrades Aquaplex VFD Aquaplex Pump Switch Relocation RecTrac Upgrade JCM Lobby Furniture Contingency 402 Non-Departmental Humphreys ROW and ADA Ramp Construction JWP Improvement District Study General Fund Total Annual Financial Plan Page 110 44,158 692,406 63,905 5,800 78,158 837,406 45,000 20,000 6,400 34,177 48,300 16,873 - 35,000 45,000 45,000 72,500 15,000 17,500 6,400 34,177 48,300 16,873 37,500 15,000 72,500 7,000 5,000 6,600 35,000 10,000 6,000 10,000 19,000 10,000 75,000 25,000 8,000 6,500 5,000 7,000 5,000 6,600 150,000 187,500 1,492,519 150,000 187,500 3,121,224 City of Flagstaff Schedule H: Summary of Operating Capital City of Flagstaff Summary of Operating Capital Fiscal Year 2017-2018 Sect # Section Library Fund 035 Library Highway User Revenue Fund 161 Street Maintenance and Repairs Tourism Fund 215 Visitor Services Parking District Fund 231 Parking District Carry Forward 2016-2017 Operating Capital RFID - Phase I - Library Remodel ADA Compliance Remodel - Restrooms Set-aside for Fleet Replacement Fund Library Fund Total 311,775 50,000 58,390 420,165 311,775 50,000 58,390 420,165 Cartegraph Asset Management Software Skid Steer with Cold Planer Attachment Mini Excavator Asphalt Bed on Patch Truck Replacement Transport Trailer Replacement Asphalt/Concrete Saw Highway User Revenue Fund Total 91,000 100,000 90,000 10,000 291,000 200,000 100,000 91,000 100,000 90,000 10,000 591,000 Visitor Center Remodel Parking Meters and Installation Southside Curbs $ Budget 2017-2018 Tourism Fund Total Parking District Fund Total Water, Wastewater and Reclaimed Water Fund 301 Water Production Raw Water Pump Station Upgrades (4) Lake Mary Control Room Sixnet RTU Replacement VFD Replacements Lake Mary Wells Supplemental Radio Antennae Masts and Radios Woody Mountain RTU Upgrades Woody Mountain Microwave and Master TCP/IP Radio Back-up Generator - 30,000 30,000 265,249 20,000 285,249 265,249 20,000 285,249 322,000 55,000 90,000 55,000 55,000 88,000 53,000 322,000 19,000 150,000 40,000 19,000 303 Water Distribution UPM Storage - Shop/Commerce Building - HMB Blue Stake Locator Truck Replacement Trailer Replacement 306 Regulatory Compliance Lake Mary Lab Truck Replacement IWD Truck Replacement - 36,000 25,000 312 Wastewater Treatment - Rio Plant Influent Check Valve Replacements 28,060 28,060 313 Wastewater Collection Camel Vactor Combo Truck - 300,000 375 Wastewater Capital Improvements Gravity Belt Thickener Water, Wastewater and Reclaimed Water Fund Total 369,060 240,000 1,556,060 Back-up Compactor GPS Permanent Litter Fence Maintenance Annual Set-aside - Landfill Closure Landfill Perimeter Tree Clearing Map Plotter Dust Control Tier II Gas Sampling Landfill Permit Revisions Lydar Fly Over Phase 2 Sub-Surface Geo Study Waste Management Plan Study 68,999 400,000 25,000 138,999 50,000 160,000 40,000 5,000 10,000 35,000 100,000 10,000 400,000 25,000 Solid Waste Fund 165 Solid Waste - Landfill Annual Financial Plan Page 111 City of Flagstaff Schedule H: Summary of Operating Capital City of Flagstaff Summary of Operating Capital Fiscal Year 2017-2018 Sect # Section 166 Solid Waste - Collections Airport Fund 221 Airport Operations Flagstaff Housing Authority Fund 109 Housing Authority Carry Forward 2016-2017 Operating Capital Rear Loader - New Addition Auto-Car Side Load Collection Truck - Replacement Front Load Collection Truck - Replacement Solid Waste Fund Total 493,999 290,000 290,000 230,000 1,783,999 Airport Fund Total 152,550 152,550 152,550 152,550 FHA Dwelling Units Improvements Siler Homes Remodel Flagstaff Housing Authority Fund Total 70,000 70,000 257,172 70,000 327,172 3,574,542 8,267,419 Rapid Response Fire Suppression Truck $ Total $ Annual Financial Plan Budget 2017-2018 Page 112 City of Flagstaff Schedule I: Summary of Capital Improvement Program City of Flagstaff Summary of Capital Improvement Program Fiscal Year 2017-2018 Sect # Section General Fund 014 Information Technology Microwave Tower $ 152 Facility Maintenance Facilities Improvements 201 Community Investment Brownfields Assessment Library Fund 035 Library City District Highway User Revenue Fund 162 Street Construction Transportation Fund 112 Transportation CIP 113 Fourth Street Improvements Carry Forward 2016-2017 Project General Fund Total East Flagstaff City Library Youth Restroom Construction Library Fund Total Annual Financial Plan 81,666 81,666 286,000 336,000 367,666 806,017 1,223,683 - 30,000 30,000 Reserve for Improvements Minor Transportation Improvements Sidewalk Replacement Program Street Improvement Program Sunnyside Business F 40 Overlay Highway User Revenue Fund Total 2,400,000 684,537 122,632 3,207,169 50,000 50,000 15,000 4,588,920 684,537 122,632 5,511,089 Bike/Pedestrian and Safety Improvement Brannen Homes Sidewalk Transportation Planning and Programming Reserve for Transportation Improvements Butler/Huntington Adaptive Signal Control Switzer/Turquoise Roundabout San Francisco and Franklin Avenue Signal 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 Northbound Milton/Butler Right Turn Lane Reserve for Development Contributions 47,000 301,789 787,420 239,658 676,920 2,567,645 250,000 32,865 99,876 290,000 103,882 250,000 150,000 300,000 100,000 172,000 762,051 90,000 193,900 787,420 647,533 400,000 3,181,735 7,292,645 75,000 250,000 32,865 99,876 290,000 103,882 250,000 150,000 300,000 400,000 200,000 Fourth Street Improvements 2,275,000 2,693,259 2,600,000 5,100,000 3,392,463 1,650,436 1,063,157 17,178,111 8,474,366 3,100,436 2,606,962 1,888,770 39,542,700 163 Road Repair Pavement Preservation Pavement Maintenance 116 Road Repair Construction Budget 2017-2018 Utility Replacements and Overlays Zuni Drive Lockett Road East Route 66 Page 113 Transportation Fund Total City of Flagstaff Schedule I: Summary of Capital Improvement Program City of Flagstaff Summary of Capital Improvement Program Fiscal Year 2017-2018 Sect # Section Flagstaff Urban Trail Fund 111 Flagstaff Urban Trail Beautification Fund 212 Streetscape Arts and Science Fund 216 Arts and Science Annual Financial Plan Project Carry Forward 2016-2017 46,608 20,000 244,408 2,112,815 105,858 21,392 76,590 51,841 411,233 3,090,745 50,000 46,608 20,000 646,666 2,112,815 105,858 21,392 76,590 51,841 501,312 165,000 3,798,082 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 Tree Wells Steve's Blvd Corners Frances Short Pond Master Plan Downtown Non-Gateway (Jimmy Johns) Buffalo Parking Enhancements South Edge - East Route 66 City Gateway at I-17/Milton Road Stem City Platforms (Parklets) Santa Fe Triangle - Pocket Park Milton & Butler Drainage McAllister Route 66 Interpretive Plaza N/W Corner Humphreys and Ft. Valley Innovation Mesa Art Base Route 66 Interpretive Trail Holiday Decorations Vieja Park Library Entry (Art Base) Downtown Paver Redux Beautification Fund Total 11,300 357,874 188,870 165,391 50,000 245,659 182,011 230,000 61,185 40,000 250,000 250,000 50,000 2,082,290 261,300 357,874 188,870 165,391 50,000 245,659 366,611 230,000 76,185 115,000 250,000 250,000 250,000 50,000 50,000 50,000 100,000 50,000 50,000 50,000 125,000 60,000 100,000 250,000 150,000 3,891,890 East Flagstaff Gateway (4th Street) Inset Sidewalk Art, Jimmy John's Beaver West Route 66 - North Edge Joel Montalvo Park Surrounds Monte Vista Children's Garden Sculpture Fox Glenn Mosaics at Thorpe Bridge FT Valley and Humphreys Sculpture Manusco Mural Conservation RT 66 Mural on Century link Building Thorpe Sculpture Arts and Science Fund Total 10,000 10,000 25,000 50,000 95,000 10,000 20,000 25,000 35,000 20,000 45,000 40,000 10,000 2,500 25,000 100,000 332,500 Special Projects and Unprogrammed Work FUTS Signage Program Cedar 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 Downtown Underpass Flagstaff Urban Trail Fund Total Page 114 $ Budget 2017-2018 City of Flagstaff Schedule I: Summary of Capital Improvement Program City of Flagstaff Summary of Capital Improvement Program Fiscal Year 2017-2018 Sect # Section Recreation Fund 158 BBB Recreation Carry Forward 2016-2017 Project 441,847 70,000 168,000 191,026 10,000 146,000 1,026,873 45,000 300,000 150,000 441,847 70,000 168,000 191,026 10,000 146,000 1,521,873 FUTS/Open Space Land Acquisition 1,086,750 1,486,750 422 Capital Projects Fund USGS Building 9,947,321 9,947,321 424 Core Service Facility Core Services Maintenance Facility 22,278,372 24,675,724 425 Flagstaff Watershed Watershed Protection Project 804,789 3,520,213 426 Court Facility Court Facility 8,045,100 42,162,332 12,500,100 52,130,108 119,400 99,015 119,400 99,015 361,733 87,949 469,042 282,459 406,710 77,617 159,000 678,000 1,500,000 122,400 461,733 87,949 150,000 1,119,042 300,000 1,300,000 1,650,000 300,000 100,000 600,000 1,800,000 60,000 282,459 406,710 77,617 159,000 678,000 3,300,000 122,400 283,936 88,125 4,688 283,936 88,125 4,688 1,725,308 200,000 600,000 1,192,929 728,543 1,196,002 18,392 1,725,308 400,000 1,100,000 1,192,929 300,000 2,250,000 300,000 300,000 300,000 728,543 1,196,002 18,392 Capital Projects Fund 421 GO Capital Projects Fund Codgill Resurface BB Court, Ponderosa, Patch and Repair Court New Restrooms, Buffalo Park Thorpe Park Upgrade Playground Equipment Various Parks Flagstaff Recreation Center Tennis Courts J Lively Ice Rink Thorpe Park Adaptive Playground Surfacing Wheeler Park Improvements Hal Jensen Recreation Center Storage Area Add-on J Lively Back Roof and Locker Room Repairs Recreation Fund Total Capital Projects Fund Total Water, Wastewater and Reclaimed Water Fund 301 Water Production LM Water Flow Meters Replacements Communication Towers for Operations (3) 370 Water Capital Projects Aging Water Infrastructure Replacement (AWIR) West/Arrowhead Waterline Water Meter Vault Replacement Program Radio Read Meter Replacements Reserve for Improvements Brannen Subdivision Waterline - Phase 2 Grand Canyon Waterline LMWTP Sedimentation Basins (Floculations) Woody Mountain Clarifier Engineering Design Soliere Waterline Upsizing Country Club I-40 Transmission Line Amberwood Zone B Extension 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 311 Wastewater Treatment - Wildcat COGEN Improvements Gas Conveyance & Improvements Facility Improvements 375 Wastewater Capital Projects WWTP Energy Efficiency Program Wildcat Solids Disposal Westside Interceptor Improvements Aging Sewer Infrastructure Replacements Reserve for Improvements Mikes Pke Sewerline Replacement Milton Road Sewerline Rehabilitation Rio WRP HVAC Replacement Westside Interceptor Clay Ave Wash Oversizing Wildcat Septage and Grease Station Rio Plant - Replace UV System WWTP Security and SCADA Improvements Annual Financial Plan Page 115 $ Budget 2017-2018 City of Flagstaff Schedule I: Summary of Capital Improvement Program City of Flagstaff Summary of Capital Improvement Program Fiscal Year 2017-2018 Sect # Section 380 Reclaimed Water Capital Projects Carry Forward 2016-2017 Project 10,401,248 100,000 100,000 710,000 24,271,248 1,675,861 1,675,861 1,675,861 75,000 550,000 2,300,861 Solid Waste Fund Total 275,000 150,000 425,000 64,000 25,000 45,000 275,000 150,000 559,000 Sustainability and Environmental Management Fund 170 Environmental Management Observatory Mesa Improvements Picture Canyon Trails Improvements Shultz Creek Trailhead Construction Sustainability and Environmental Management Fund Total 34,000 50,000 84,000 74,000 124,446 23,000 221,446 Airport Fund Total 3,069,461 310,400 90,192 164,728 3,634,781 4,093,533 310,400 90,192 164,728 4,658,853 Flagstaff Housing Authority Fund Total 165,000 165,000 315,000 315,000 Total $ 85,596,076 140,308,333 Stormwater Fund 385 Stormwater Capital Projects Solid Waste Fund 165 Solid Waste Airport Fund 222 Airport Capital Projects Flagstaff Housing Authority Fund 109 Community Housing Services Annual Financial Plan 8" Bottleneck - Reclaimed Line Replacement Advanced Treatment Concept Design & Public Outreach Bushmaster Park Reclaimed Pump Station Water, Wastewater and Reclaimed Water Fund Total Rio de Flag Project Spot Improvement - Annual Spot Improvement - Fanning/Lockett Culvert Construction Stormwater Fund Total Stormwater Infrastructure Scale House Remodel Storage Areas for HPC and Maint Bldg Alternative Liner Test Plots South Borrow Pit Design/Roads/Scales Runway 321 Mill and Overlay Construction Master Plan Update 2016 Runway Mill and Overlay Design Wildlife Hazard Assessment FHA Building Remodel Page 116 $ Budget 2017-2018 City of Flagstaff Schedule J: Debt Service Requirements City of Flagstaff Debt Service Requirements Fiscal Year 2017-2018 Original Issue General Fund Existing Debt: Certificates of Participation - Fire Equipment Capital Lease - Renewable Energy Equipment Capital Lease - Heart Monitors Proposed: Courthouse Revenue Bonds Streets Fund Certificates of Participation - Street Overlay 4th Street 2012 Pledged Revenue Partial Advance Refunding Road Repair and Street Safety Fund Revenue Bonds Series 2016 - Road Repair Proposed: Revenue Bonds - Road Repair Economic Development Existing Debt: GADA Revenue Bonds Series 2010A - Incubator Parking District Capital Lease - Parking Meters General Obligation Bond Fund Existing Debt: 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 GO 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 Proposed Bonds - Water Wastewater Fund 2007 WIFA Revolving Debt - Wastewater Other Debt - Lease Purchase - Renewable Energy Equipment Proposed Bonds - Wastewater Airport Fund Other Debt - Lease Purchase - Hangars Total Debt Service Requirements Annual Financial Plan $ Outstanding 7/1/17 Principal Interest Fiscal Charges Total Requirements 350,000 1,014,557 160,279 4,000,000 5,524,836 116,784 827,806 122,815 1,067,405 37,399 62,845 39,150 130,500 269,894 3,733 23,050 5,527 94,500 126,810 677 1,600 2,277 41,809 87,495 44,677 225,000 398,981 4,610,000 4,610,000 1,538,216 1,538,216 492,601 492,601 49,167 49,167 6,169 6,169 547,937 547,937 12,530,000 12,530,000 6,265,000 6,265,000 2,010,000 2,010,000 251,275 251,275 5,100 5,100 2,266,375 2,266,375 8,930,000 10,000,000 18,930,000 8,455,000 8,455,000 450,000 475,000 925,000 328,000 325,000 653,000 2,500 2,500 780,500 800,000 1,580,500 3,370,000 3,370,000 2,435,000 2,435,000 145,000 145,000 106,488 106,488 7,355 7,355 258,843 258,843 1,000,000 949,173 88,134 26,892 - 115,026 12,845,000 3,952,287 11,460,000 6,600,000 8,270,000 16,105,000 59,232,287 4,665,000 1,724,502 8,870,000 5,880,000 8,270,000 15,490,000 44,899,502 1,600,000 415,912 700,000 265,000 1,940,000 565,000 5,485,912 159,325 41,388 275,150 215,288 366,600 613,950 1,671,701 3,950 4,740 3,200 3,200 6,400 21,490 1,763,275 457,300 979,890 483,488 2,309,800 1,185,350 7,179,103 19,075,000 19,075,000 2,120,000 2,120,000 100,000 100,000 106,000 106,000 4,350 4,350 210,350 210,350 125,000 125,000 - 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 2,000,000 31,379,644 1,237,912 2,158,907 4,155,000 5,438,840 817,040 155,073 354,208 739,633 15,056,613 71,941 402,214 405,000 407,273 98,733 10,986 25,748 53,766 1,475,661 19,856 44,204 73,960 125,638 22,740 2,178 3,365 7,026 298,967 18,569 32,384 62,326 81,582 21,154 2,326 5,314 11,094 234,749 110,366 478,802 541,286 614,493 142,627 15,490 34,427 71,886 2,009,377 23,100,000 1,936,443 3,000,000 28,036,443 14,018,933 1,579,996 15,598,929 1,194,330 119,950 1,314,280 282,060 43,994 326,054 210,284 210,284 1,686,674 163,944 1,850,618 2,782,598 2,782,598 1,404,215 1,404,215 155,451 155,451 76,285 76,285 $ 190,170,808 99,789,053 12,461,933 3,817,639 Page 117 494,274 231,736 231,736 16,773,846 City of Flagstaff City of Flagstaff General Fund Five Year Plan 2018-2022 Budget 2016-2017 Estimate 2016-2017 Budget 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 Sources of Funds Page 118 City of Flagstaff $ 25,259,501 23,975,214 29,013,436 26,699,303 12,600,199 13,814,541 14,009,211 13,011,501 5,649,356 18,942,730 2,567,289 5,732,476 18,644,170 2,539,140 5,727,976 19,376,000 2,499,700 6,217,976 19,958,580 2,574,691 6,687,976 20,548,337 2,651,931 6,737,976 19,940,887 2,572,374 6,787,976 19,940,887 2,572,374 6,837,976 20,337,405 2,623,820 6,238,827 7,930,739 2,910,589 693,978 523,446 1,134,833 6,094,663 8,578,408 2,788,408 823,482 865,687 1,022,600 6,300,000 8,618,216 3,000,000 823,482 865,287 1,045,000 6,456,555 8,848,139 3,074,550 2,576,827 817,587 1,110,994 6,617,000 8,834,343 3,150,953 1,034,310 684,861 948,500 6,386,398 8,911,090 3,041,142 779,685 684,861 948,500 6,354,466 8,941,732 3,025,936 170,312 684,861 948,500 6,449,147 8,679,404 3,071,023 170,312 684,861 948,500 29,750 2,682,658 427,444 30,000 1,395,000 496,680 30,000 1,600,000 584,880 30,000 1,577,580 1,022,680 30,000 1,571,580 1,024,688 30,000 1,571,580 1,026,716 30,000 1,571,580 1,028,764 30,000 1,571,580 1,030,833 723,314 1,482,860 715,351 154,922 467,800 1,546,950 825,000 145,800 743,300 1,525,550 720,500 147,870 710,800 1,525,550 724,565 148,750 710,800 1,525,550 728,671 150,215 710,800 1,525,550 732,817 151,694 710,800 1,525,550 737,006 153,188 710,800 1,525,550 741,235 154,697 711,170 543,963 802,000 2,496,980 694,250 2,557,613 757,300 787,156 764,873 679,858 772,522 683,397 780,247 686,972 788,049 690,582 277,480 2,468,619 56,809,318 262,000 1,964,509 57,521,753 331,871 1,250,149 58,441,644 260,000 3,460,113 62,640,394 262,600 1,142,827 59,749,874 265,226 1,144,736 58,617,951 267,878 1,146,666 58,065,695 270,557 1,148,616 58,464,947 Transfers In HURF Beautification Economic Development Tourism Recreation - BBB Parking District Utilities Stormwater Environmental Services Sustainability and Environmental Mgmt Capital Projects Total Transfers In 13,000 460,645 31,238 2,186,434 44,900 91,276 57,678 170,512 54,396 3,110,079 13,000 433,465 143,757 31,238 2,335,134 57,678 199,162 3,213,434 13,000 433,465 31,238 2,235,784 15,000 57,678 191,836 2,978,001 13,000 433,156 287,514 31,238 2,880,866 4,678 127,611 3,778,063 13,000 433,156 143,757 31,238 2,417,091 192,699 4,678 190,611 3,426,230 13,000 433,156 143,757 31,238 2,417,091 192,699 4,678 190,611 3,426,230 13,000 433,156 143,757 31,238 2,417,091 4,678 190,611 3,233,531 13,000 433,156 143,757 31,238 2,417,091 4,678 190,611 3,233,531 Total Revenues and Transfers In 59,919,397 60,735,187 61,419,645 66,418,457 63,176,104 62,044,181 61,299,226 61,698,478 85,178,898 84,710,401 90,433,081 93,117,760 75,776,302 75,858,722 75,308,437 74,709,979 Beginning Fund Balance 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 2015-2016 City of Flagstaff General Fund Five Year Plan 2018-2022 Budget 2016-2017 Estimate 2016-2017 Budget 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 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 $ Debt Service Leases - Energy Leases - Fire Equipment Bonds Total Debt Service Page 119 City of Flagstaff Ending Fund Balance 9,694,960 3,728,254 4,483,447 11,945,777 19,801,893 8,337,549 175,166 2,195,258 (5,997,578) 54,364,726 10,625,792 3,919,955 5,065,122 13,621,950 21,534,515 10,169,617 184,477 4,341,617 1,990,000 (5,812,641) 65,640,404 9,396,923 3,730,896 4,765,968 12,920,845 20,435,327 8,596,387 184,477 2,082,064 560,000 (5,812,641) 56,860,246 9,236,923 3,682,146 4,690,968 13,050,845 20,435,327 8,596,387 184,477 2,082,064 560,000 (5,912,641) 56,606,496 9,396,923 3,682,146 4,690,968 13,169,407 20,564,767 8,596,387 184,477 2,082,064 560,000 (5,962,641) 56,964,498 9,236,923 3,682,146 4,690,968 13,169,407 20,564,767 8,596,387 184,477 2,082,064 560,000 (5,912,641) 56,854,498 206,925 86,577 293,502 206,925 86,577 293,502 87,404 86,577 225,000 398,981 86,925 86,577 225,000 398,502 86,925 86,577 225,000 398,502 86,925 225,000 311,925 86,925 225,000 311,925 - - - - 695,000 100,000 795,000 835,000 100,000 935,000 975,000 975,000 1,115,000 1,115,000 794,561 1,064,323 574,807 2,433,691 54,102,279 2,685,661 896,800 800,330 4,382,791 63,513,733 816,196 557,450 282,384 1,656,030 56,314,258 1,722,669 1,398,555 1,223,683 4,344,907 70,384,292 757,000 310,000 1,067,000 59,120,748 757,000 310,000 1,067,000 59,006,998 757,000 310,000 1,067,000 59,318,423 757,000 310,000 1,067,000 59,348,423 1,604,860 251,000 187,371 19,952 2,063,183 3,753,935 1,605,111 251,000 385,398 1,860,361 384,950 88,200 2,520,000 7,095,020 (9,873,566) 1,605,111 251,000 385,398 1,379,294 1,095,000 55,298 2,648,419 7,419,520 (2,314,133) 232,000 1,596,313 207,500 1,675,861 475,000 310,200 5,636,395 10,133,269 (14,099,105) 1,596,313 380,000 207,500 262,000 8,200 387,000 2,841,013 1,214,343 1,596,313 700,000 208,000 330,000 8,200 2,842,513 194,670 56,165,462 70,608,753 63,733,778 80,517,561 61,961,761 61,849,511 62,296,936 62,309,936 $ 29,013,436 14,101,648 26,699,303 12,600,199 13,814,541 14,009,211 13,011,501 12,400,043 Capital Expenditures Fleet Operating Capital Improvement Projects Total Capital Expenditures Total Expenditures Total Uses of Funds 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 84,779 86,180 882,877 1,053,836 Future Uses Ongoing One-Time Total Future Uses Transfers Out Housing and Community Services Library HURF Economic Development Parking District Stormwater Airport Flagstaff Housing Authority Capital Projects Fund Total Transfers Out Excess Revenues Over Expenditures 8,702,497 3,385,747 4,179,851 11,371,359 18,687,540 7,549,593 186,710 2,063,006 89,453 (5,601,004) 50,614,752 $ 1,596,313 700,000 251,000 423,000 8,200 2,978,513 (997,710) 1,596,313 700,000 251,000 406,000 8,200 2,961,513 (611,458) Schedule K: Five Year Plans Annual Financial Plan Actual 2015-2016 City of Flagstaff Housing and Community Services Fund Five Year Plan 2018-2022 Budget 2016-2017 Estimate 2016-2017 Budget 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 Sources of Funds Beginning Fund Balance $ Revenues Intergovernmental Investment Earnings Sale of Real Property Miscellaneous Total Revenues Transfers In General Fund Total Transfers In 1,048,918 1,127,222 1,195,142 1,351,301 166,422 166,422 166,422 166,422 923,437 7,854 566,838 1,498,129 2,088,291 2,088,291 1,008,029 8,216 171,343 1,187,588 2,172,169 4 2,172,173 1,379,000 1,379,000 1,345,000 1,345,000 1,345,000 1,345,000 1,345,000 1,345,000 - Total Sources of Funds - - 232,000 232,000 - - - - 2,547,047 3,215,513 2,382,730 3,755,474 1,545,422 1,511,422 1,511,422 1,511,422 1,351,905 1,351,905 2,927,233 2,927,233 1,031,429 1,031,429 3,539,052 3,539,052 1,379,000 1,379,000 1,345,000 1,345,000 1,345,000 1,345,000 1,345,000 1,345,000 Uses of Funds Page 120 Expenditures Operating Total Expenditures Transfers Out Flagstaff Housing Authority Total Transfers Out - Total Uses of Funds Ending Fund Balance $ 50,000 50,000 - 50,000 50,000 - - - - 1,351,905 2,977,233 1,031,429 3,589,052 1,379,000 1,345,000 1,345,000 1,345,000 1,195,142 238,280 1,351,301 166,422 166,422 166,422 166,422 166,422 Schedule K: Five Year Plans Annual Financial Plan Actual 2015-2016 City of Flagstaff City of Flagstaff Metro Planning Organization Fund Five Year Plan 2018-2022 Budget 2016-2017 Estimate 2016-2017 Budget 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 Sources of Funds 75,203 - 17,293 - - - - Revenues Intergovernmental Miscellaneous Total Revenues 691,977 5,000 696,977 611,116 505,000 1,116,116 517,289 5,000 522,289 836,736 467,513 1,304,249 313,202 5,000 318,202 313,202 5,000 318,202 313,202 5,000 318,202 272,060 5,000 277,060 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 22,500 794,680 1,138,616 562,082 1,326,749 340,702 340,702 340,702 299,560 720,865 56,522 777,387 594,918 43,698 500,000 1,138,616 518,384 43,698 562,082 789,262 37,487 500,000 1,326,749 303,215 37,487 340,702 303,215 37,487 340,702 303,215 37,487 340,702 264,012 35,548 299,560 777,387 1,138,616 562,082 1,326,749 340,702 340,702 340,702 299,560 17,293 - - - - - - Beginning Fund Balance $ Total Sources of Funds - Uses of Funds Page 121 Expenditures Operating Indirect Grant Cost Contingency Total Expenditures Total Uses of Funds Ending Fund Balance $ - Schedule K: Five Year Plans Annual Financial Plan Actual 2015-2016 City of Flagstaff City of Flagstaff EDA Revolving Loan Fund Five Year Plan 2018-2022 Budget 2016-2017 Estimate 2016-2017 Budget 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 Sources of Funds Beginning Fund Balance $ Revenues Intergovernmental Program Income Investment Earnings Total Revenues Total Sources of Funds 262,806 263,720 266,420 - - - - 262,206 1,514 263,720 13,766 5,256 19,022 2,700 2,700 5,328 5,328 - - - - 263,720 281,828 266,420 271,748 - - - - - Uses of Funds Expenditures Operating Total Expenditures Page 122 Total Uses of Funds Ending Fund Balance $ - 281,828 281,828 - 271,748 271,748 - - - - - 281,828 - 271,748 - - - - - - - - 263,720 - 266,420 - Schedule K: Five Year Plans Annual Financial Plan Actual 2015-2016 City of Flagstaff City of Flagstaff Library Fund Five Year Plan 2018-2022 Budget 2016-2017 Estimate 2016-2017 Budget 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 Sources of Funds 1,180,809 1,475,171 1,632,871 1,494,066 655,391 717,489 714,565 656,650 Revenues Federal/State/Local Grants Intergovernmental Investment Earnings Miscellaneous Total Revenues 33,947 3,694,945 33,032 82,851 3,844,775 25,000 4,465,820 37,812 41,000 4,569,632 102,049 3,715,820 37,812 41,000 3,896,681 75,000 4,189,419 38,000 41,000 4,343,419 100,000 4,265,481 38,190 41,000 4,444,671 100,000 4,343,527 38,381 41,000 4,522,908 100,000 4,423,607 38,573 41,000 4,603,180 100,000 4,505,774 38,766 41,000 4,685,540 Transfers In Tourism General Fund Total Transfers In 36,500 1,604,860 1,641,360 36,500 1,605,111 1,641,611 36,500 1,605,111 1,641,611 66,500 1,596,313 1,662,813 66,500 1,596,313 1,662,813 66,500 1,596,313 1,662,813 66,500 1,596,313 1,662,813 66,500 1,596,313 1,662,813 6,666,944 7,686,414 7,171,163 7,500,298 6,762,875 6,903,210 6,980,558 7,005,002 3,194,079 605,969 34,496 729,352 470,178 5,034,073 3,874,260 669,450 25,000 1,436,745 444,724 680,125 100,000 7,230,304 3,514,169 669,450 102,049 686,745 444,724 259,960 5,677,097 3,901,667 594,335 75,000 1,315,950 407,790 450,165 100,000 6,844,907 3,566,512 610,866 100,000 1,320,829 417,985 29,195 6,045,386 3,665,200 627,867 100,000 1,325,854 444,724 25,000 6,188,645 3,766,685 645,352 100,000 1,331,029 455,842 25,000 6,323,908 3,871,044 663,332 100,000 1,336,360 467,238 25,000 6,462,975 5,034,073 7,230,304 5,677,097 6,844,907 6,045,386 6,188,645 6,323,908 6,462,975 1,632,871 456,110 1,494,066 655,391 717,489 714,565 656,650 542,028 Beginning Fund Balance $ Total Sources of Funds Page 123 Uses of Funds Expenditures Library City Direct Library County Library Grants County Wide Projects and Growth Indirect Costs Capital Contingency Total Expenditures Total Uses of Funds Ending Fund Balance (1) (1) $ Excludes monies restricted for branch libraries, expansion and automation. Schedule K: Five Year Plans Annual Financial Plan Actual 2015-2016 City of Flagstaff City of Flagstaff Highway User Revenue Fund Five Year Plan 2018-2022 Budget 2016-2017 Estimate 2016-2017 Budget 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 Sources of Funds 4,560,401 6,105,914 6,818,604 6,463,483 1,740,535 1,728,661 1,755,917 1,744,477 Revenues Intergovernmental Highway User Investment Earnings Miscellaneous Total Revenues 7,292,355 34,774 601,550 7,928,679 7,149,600 6,000 7,155,600 7,831,030 6,000 7,837,030 7,308,360 32,000 300,000 7,640,360 542,214 7,381,444 9,000 893,099 8,825,757 7,160,001 9,000 7,169,001 7,231,601 9,000 7,240,601 7,303,917 9,000 7,312,917 Transfers In General Fund Stormwater Solid Waste Transportation Total Transfers in 279,457 17,000 3,661,643 3,958,100 311,134 17,000 8,589,705 8,917,839 281,134 17,000 1,495,024 1,793,158 314,245 15,926,844 16,241,089 380,000 316,724 5,996,291 6,693,015 700,000 319,891 3,643,717 4,663,608 700,000 323,090 1,023,090 700,000 329,552 1,029,552 16,447,180 22,179,353 16,448,792 30,344,932 17,259,307 13,561,270 10,019,608 10,086,946 Expenditures Operating Indirect Costs Capital Contingency Total Expenditures 3,970,023 969,522 4,129,365 9,068,910 4,361,098 956,823 14,946,724 100,000 20,364,645 4,361,098 956,823 4,103,874 9,421,795 4,386,237 976,227 21,780,996 100,000 27,243,460 4,237,711 1,000,633 9,735,150 14,973,494 4,230,635 1,025,649 5,988,955 11,245,239 4,272,942 1,051,290 2,937,899 8,262,131 4,358,403 1,077,572 3,031,745 8,467,720 Debt Service Debt Service Total Debt Service 546,666 546,666 550,514 550,514 550,514 550,514 547,937 547,937 544,152 544,152 547,114 547,114 - - Transfers Out General Fund Capital Projects Total Transfers Out 13,000 13,000 13,000 13,000 13,000 13,000 13,000 800,000 813,000 13,000 13,000 13,000 13,000 13,000 13,000 13,000 13,000 9,628,576 20,928,159 9,985,309 28,604,397 15,530,646 11,805,353 8,275,131 8,480,720 6,818,604 1,251,194 6,463,483 1,740,535 1,728,661 1,755,917 1,744,477 1,606,226 Beginning Fund Balance $ Total Sources of Funds Page 124 Uses of Funds Total Uses of Funds City of Flagstaff Ending Fund Balance $ Schedule K: Five Year Plans Annual Financial Plan Actual 2015-2016 City of Flagstaff Transportation Fund Five Year Plan 2018-2022 Budget 2016-2017 Estimate 2016-2017 Budget 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 Sources of Funds 12,584,847 21,699,730 11,592,375 27,250,714 4,743,535 3,590,452 4,121,351 4,939,662 19,083,051 130,843 10 19,213,904 18,912,924 152,000 19,064,924 19,533,886 10,000,000 152,000 29,685,886 20,119,903 10,000,000 135,000 30,254,903 20,723,499 33,000 20,756,499 20,101,794 26,000 20,127,794 11,953,969 21,000 11,974,969 12,193,050 24,000 12,217,050 31,798,751 40,764,654 41,278,261 57,505,617 25,500,034 23,718,246 16,096,320 17,156,712 Expenditures Indirect Costs Operating Capital Total Expenditures 350,168 4,761,636 6,570,691 11,682,495 414,031 6,338,085 14,159,309 20,911,425 414,031 4,926,989 3,178,253 8,519,273 442,649 7,909,421 23,863,793 32,215,863 453,715 4,791,201 6,250,000 11,494,916 465,059 4,821,644 6,250,000 11,536,703 296,850 4,910,708 4,362,500 9,570,058 304,271 5,026,907 5,287,500 10,618,678 Transfers Out HURF Utilities Capital Projects MPO FUTS Total Transfers Out 3,661,643 22,500 550,000 4,234,143 8,589,705 22,500 550,000 9,162,205 1,495,024 400,000 22,500 550,000 2,467,524 15,926,844 200,000 22,500 550,000 16,699,344 5,996,291 22,500 550,000 6,568,791 3,643,717 22,500 550,000 4,216,217 Debt Service 2,232,000 2,953,475 3,040,750 3,846,875 3,845,875 3,843,975 1,586,600 1,581,400 18,148,638 33,027,105 14,027,547 52,762,082 21,909,582 19,596,895 11,156,658 12,200,078 13,650,113 7,737,549 27,250,714 4,743,535 3,590,452 4,121,351 4,939,662 4,956,634 Beginning Fund Balance* $ Revenues Sales Tax Bond Proceeds Investment Earnings Miscellaneous Total Revenues Total Sources of Funds Uses of Funds Page 125 Total Uses of Funds Ending Fund Balance $ - - City of Flagstaff * Beginning fund balance for FY 2017 was restated for change in accounting principle, wherein debt service payments, including both principal and interest reductions, are recognized in the fiscal year paid. Schedule K: Five Year Plans Annual Financial Plan Actual 2015-2016 City of Flagstaff Flagstaff Urban Trails Fund Five Year Plan 2018-2022 Budget 2016-2017 Estimate 2016-2017 Budget 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 Sources of Funds Beginning Fund Balance $ Revenues Intergovernmental Investment Earnings Total Revenues Transfers In Transportation Total Transfers In Total Sources of Funds 2,958,159 3,874,881 2,900,666 3,262,386 22,464 22,524 22,584 22,644 69,040 24,892 93,932 392,970 10,000 402,970 30,000 30,000 8,160 8,160 60 60 60 60 60 60 60 60 550,000 550,000 550,000 550,000 550,000 550,000 550,000 550,000 550,000 550,000 550,000 550,000 - - 3,602,091 4,827,851 3,480,666 3,820,546 572,524 572,584 22,644 22,704 701,425 701,425 3,797,713 3,797,713 218,280 218,280 3,798,082 3,798,082 550,000 550,000 550,000 550,000 - - 701,425 3,797,713 218,280 3,798,082 550,000 550,000 - - 2,900,666 1,030,138 3,262,386 22,464 22,524 22,584 22,644 22,704 Uses of Funds Page 126 Expenditures Capital Total Expenditures Total Uses of Funds Ending Fund Balance $ Schedule K: Five Year Plans Annual Financial Plan Actual 2015-2016 City of Flagstaff City of Flagstaff Beautification Fund Five Year Plan 2018-2022 Budget 2016-2017 Estimate 2016-2017 Budget 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 Sources of Funds 3,827,854 4,254,159 4,329,995 4,914,762 1,877,257 2,060,497 1,396,843 1,387,103 1,485,611 29,974 36,511 752 1,552,848 1,474,600 15,000 1,489,600 1,564,000 45,000 1,609,000 1,610,920 15,000 1,625,920 1,659,248 15,000 1,674,248 1,609,470 15,000 1,624,470 1,609,470 15,000 1,624,470 1,641,660 3,470 1,645,130 5,380,702 5,743,759 5,938,995 6,540,682 3,551,505 3,684,967 3,021,313 3,032,233 Expenditures Operating Capital Contingency Total Expenditures 279,389 310,673 590,062 339,408 4,303,050 10,000 4,652,458 339,408 251,360 590,768 328,379 3,891,890 10,000 4,230,269 345,651 675,000 1,020,651 350,542 1,400,000 1,750,542 355,556 700,000 1,055,556 360,695 900,000 1,260,695 Transfers Out General Fund Total Transfers Out 460,645 460,645 433,465 433,465 433,465 433,465 433,156 433,156 470,357 470,357 537,582 537,582 578,655 578,655 628,857 628,857 1,050,707 5,085,923 1,024,233 4,663,425 1,491,008 2,288,124 1,634,210 1,889,552 4,329,995 657,836 4,914,762 1,877,257 2,060,497 1,396,843 1,387,103 1,142,681 Beginning Fund Balance $ Revenues BBB Tax Intergovernmental Investment Earnings Miscellaneous Total Revenues Total Sources of Funds Uses of Funds Page 127 Total Uses of Funds Ending Fund Balance $ Schedule K: Five Year Plans Annual Financial Plan Actual 2015-2016 City of Flagstaff City of Flagstaff Economic Development Fund Five Year Plan 2018-2022 Budget 2016-2017 Estimate 2016-2017 Budget 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 Sources of Funds 741,102 638,807 652,154 704,359 148,339 136,713 120,867 161,816 Revenues BBB Tax Lease Proceeds Investment Earnings Miscellaneous Total Revenues 708,021 62,092 14,139 29,882 814,134 700,435 156,169 10,540 867,144 742,900 109,169 10,540 862,609 765,187 269,964 7,200 1,042,351 788,143 298,300 2,448 1,088,891 764,498 326,653 2,256 1,093,407 764,498 355,023 1,994 1,121,516 764,498 383,411 2,670 1,150,579 Transfers In General Fund Total Transfers In 251,000 251,000 251,000 251,000 251,000 251,000 207,500 207,500 207,500 207,500 208,000 208,000 251,000 251,000 251,000 251,000 1,806,236 1,756,951 1,765,763 1,954,210 1,444,730 1,438,120 1,493,383 1,563,396 Expenditures Operating Contingency Total Expenditures 707,426 2,356 709,782 963,783 45,000 1,008,783 804,761 804,761 1,114,514 145,000 1,259,514 906,217 906,217 916,453 916,453 926,966 926,966 937,766 937,766 Debt Service Debt Service Total Debt Service 250,554 250,554 257,143 257,143 256,643 256,643 258,843 258,843 258,043 258,043 257,043 257,043 260,843 260,843 258,830 258,830 287,514 287,514 143,757 143,757 143,757 143,757 143,757 143,757 143,757 143,757 Beginning Fund Balance* $ Total Sources of Funds Uses of Funds Page 128 Transfers Out General Fund Total Transfers Out - Total Uses of Funds Ending Fund Balance $ 143,757 143,757 - 960,336 1,409,683 1,061,404 1,805,871 1,308,017 1,317,253 1,331,566 1,340,353 845,900 347,268 704,359 148,339 136,713 120,867 161,816 223,042 City of Flagstaff *Beginning fund balance for FY 2017 was restated for change in accounting principle, wherein debt service payments, including both principal and interest reductions, are recognized in the fiscal year paid. Schedule K: Five Year Plans Annual Financial Plan Actual 2015-2016 City of Flagstaff Tourism Fund Five Year Plan 2018-2022 Budget 2016-2017 Estimate 2016-2017 Budget 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 Sources of Funds 735,138 950,946 920,615 1,148,322 918,421 1,305,896 1,577,972 1,807,806 2,235,862 13,237 3,943 84,914 40,608 2,378,564 2,211,900 12,779 4,755 86,700 13,394 2,329,528 2,346,000 13,394 4,755 86,700 12,673 2,463,522 2,416,380 13,369 5,742 86,612 13,528 2,535,631 2,488,871 13,503 4,592 88,344 13,663 2,608,973 2,414,205 13,638 6,529 90,111 13,800 2,538,284 2,414,205 13,774 7,890 91,913 13,938 2,541,720 2,462,489 13,912 9,039 93,752 14,077 2,593,269 3,113,702 3,280,474 3,384,137 3,683,953 3,527,394 3,844,179 4,119,692 4,401,075 Expenditures Operating Capital Contingency Total Expenditures 2,117,910 7,439 2,125,349 2,118,077 50,000 50,000 2,218,077 2,118,077 50,000 2,168,077 2,587,794 30,000 50,000 2,667,794 2,123,761 2,123,761 2,168,469 2,168,469 2,214,148 2,214,148 2,260,817 2,260,817 Transfers Out Library General Fund Total Transfers Out 36,500 31,238 67,738 36,500 31,238 67,738 36,500 31,238 67,738 66,500 31,238 97,738 66,500 31,238 97,738 66,500 31,238 97,738 66,500 31,238 97,738 66,500 31,238 97,738 2,193,087 2,285,815 2,235,815 2,765,532 2,221,499 2,266,207 2,311,886 2,358,555 920,615 994,659 1,148,322 918,421 1,305,896 1,577,972 1,807,806 2,042,520 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 129 Total Uses of Funds Ending Fund Balance $ Schedule K: Five Year Plans Annual Financial Plan Actual 2015-2016 City of Flagstaff City of Flagstaff Arts and Science Fund Five Year Plan 2018-2022 Budget 2016-2017 Estimate 2016-2017 Budget 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 Sources of Funds Beginning Fund Balance $ Revenues BBB Tax Miscellaneous Investment Earnings Total Revenues Total Sources of Funds 457,812 551,955 584,951 558,016 289,894 274,912 316,861 356,289 558,966 38 4,046 563,050 552,975 6,705 559,680 586,500 6,705 593,205 604,095 4,000 608,095 622,218 2,612 624,830 603,551 4,124 607,675 603,551 4,753 608,304 615,622 5,344 620,966 1,020,862 1,111,635 1,178,156 1,166,111 914,724 882,587 925,165 977,255 434,052 1,859 435,911 530,140 227,500 10,000 767,640 530,140 90,000 620,140 533,717 332,500 10,000 876,217 469,813 170,000 639,813 470,726 95,000 565,726 468,876 100,000 568,876 469,826 100,000 569,826 435,911 767,640 620,140 876,217 639,813 565,726 568,876 569,826 584,951 343,995 558,016 289,894 274,912 316,861 356,289 407,429 Uses of Funds Page 130 Expenditures Operating Capital Contingency Total Expenditures Total Uses of Funds Ending Fund Balance $ Schedule K: Five Year Plans Annual Financial Plan Actual 2015-2016 City of Flagstaff City of Flagstaff Recreation Fund - BBB Five Year Plan 2018-2022 Budget 2016-2017 Estimate 2016-2017 Budget 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 Sources of Funds 3,596,673 1,817,442 1,948,684 2,039,946 276,925 430,789 444,328 406,994 2,451,432 23,991 2,475,423 2,433,090 13,000 2,446,090 2,580,600 13,000 2,593,600 2,658,018 12,200 2,670,218 2,737,759 13,000 2,750,759 2,655,626 4,200 2,659,826 2,655,626 4,200 2,659,826 2,708,738 2,000 2,710,738 6,072,096 4,263,532 4,542,284 4,710,164 3,027,684 3,090,615 3,104,154 3,117,732 Expenditures Operating Capital Total Expenditures 10,366 1,926,612 1,936,978 7,500 1,285,927 1,293,427 7,500 259,054 266,554 7,500 1,521,873 1,529,373 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 Transfers Out General Fund Total Transfers Out 2,186,434 2,186,434 2,335,134 2,335,134 2,235,784 2,235,784 2,903,866 2,903,866 2,589,395 2,589,395 2,638,787 2,638,787 2,689,660 2,689,660 2,742,060 2,742,060 4,123,412 3,628,561 2,502,338 4,433,239 2,596,895 2,646,287 2,697,160 2,749,560 1,948,684 634,971 2,039,946 276,925 430,789 444,328 406,994 368,172 Beginning Fund Balance $ Revenues BBB Tax Investment Earnings Total Revenues Total Sources of Funds Uses of Funds Page 131 Total Uses of Funds Ending Fund Balance $ Schedule K: Five Year Plans Annual Financial Plan Actual 2015-2016 City of Flagstaff City of Flagstaff Parking District Fund Five Year Plan 2018-2022 Budget 2016-2017 Estimate 2016-2017 Budget 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 Sources of Funds - - - 491,202 464,693 120,640 55,765 95,921 - 556,760 880,000 1,436,760 1,000,000 1,000,000 919,454 919,454 1,112,000 1,112,000 1,139,000 1,139,000 1,157,540 1,157,540 1,176,451 1,176,451 - 385,398 385,398 385,398 385,398 - - - - - - 1,822,158 1,385,398 1,410,656 1,576,693 1,259,640 1,213,305 1,272,371 Expenditures Operating Indirect Costs Capital Contingency Total Expenditures - 420,776 943,914 47,108 1,411,798 40,067 796,616 836,683 540,688 285,249 5,000 830,937 692,037 42,500 406,291 7,500 1,148,328 575,850 85,000 227,800 7,500 896,150 613,350 85,000 296,508 7,500 1,002,358 613,350 85,000 300,290 7,500 1,006,140 Debt Service Debt Service Total Debt Service - 90,000 90,000 57,513 57,513 115,026 115,026 115,026 115,026 115,026 115,026 115,026 115,026 115,026 115,026 Transfers Out General Fund Total Transfers Out - - - - 192,699 192,699 192,699 192,699 - - - 1,501,798 894,196 945,963 1,456,053 1,203,875 1,117,384 1,121,166 - 320,360 491,202 464,693 120,640 55,765 95,921 151,205 Beginning Fund Balance $ Revenues Parking Other Financing Sources Total Revenues Transfers In General Fund Total Transfers In Total Sources of Funds Uses of Funds Page 132 Total Uses of Funds Ending Fund Balance $ Schedule K: Five Year Plans Annual Financial Plan Actual 2015-2016 City of Flagstaff City of Flagstaff General Obligation Bond Fund Five Year Plan 2018-2022 Budget 2016-2017 Estimate 2016-2017 Budget 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 Sources of Funds Beginning Fund Balance* $ - Revenues Other Financing Sources Total Revenues Transfers In Secondary Property Tax Total Transfers In Total Sources of Funds Page 133 Uses of Funds Debt Service Debt Service Total Debt Service Total Uses of Funds Ending Fund Balance $ - (6,198,472) - - - - - - - 79,300 79,300 - - - - - 6,701,811 6,701,811 8,527,911 8,527,911 17,532,303 17,532,303 7,179,103 7,179,103 7,346,725 7,346,725 7,604,258 7,604,258 7,090,350 7,090,350 7,082,463 7,082,463 6,701,811 8,527,911 11,413,131 7,179,103 7,346,725 7,604,258 7,090,350 7,082,463 6,701,811 6,701,811 8,527,911 8,527,911 11,413,131 11,413,131 7,179,103 7,179,103 7,346,725 7,346,725 7,604,258 7,604,258 7,090,350 7,090,350 7,082,463 7,082,463 6,701,811 8,527,911 11,413,131 7,179,103 7,346,725 7,604,258 7,090,350 7,082,463 - - - - - - - - *Beginning fund balance for FY 2017 was restated for change in accounting principle, wherein debt service payments, including both principal and interest reductions, are recognized in the fiscal year paid. Schedule K: Five Year Plans Annual Financial Plan Actual 2015-2016 City of Flagstaff City of Flagstaff Secondary Property Tax Fund Five Year Plan 2018-2022 Budget 2016-2017 Estimate 2016-2017 Budget 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 Sources of Funds Beginning Fund Balance $ Revenues Secondary Property Taxes Investment Earnings Total Revenues Total Sources of Funds 14,090,759 12,466,195 13,203,510 1,610,064 777,272 239,563 199,243 434,587 5,718,943 95,619 5,814,562 5,879,357 75,000 5,954,357 5,879,357 59,500 5,938,857 6,271,311 75,000 6,346,311 6,773,016 36,000 6,809,016 7,543,937 20,000 7,563,937 7,325,694 7,325,694 7,338,722 7,338,722 19,905,321 18,420,552 19,142,367 7,956,375 7,586,288 7,803,500 7,524,937 7,773,309 6,701,811 6,701,811 8,527,911 8,527,911 17,532,303 17,532,303 7,179,103 7,179,103 7,346,725 7,346,725 7,604,258 7,604,258 7,090,350 7,090,350 7,082,463 7,082,463 6,701,811 8,527,911 17,532,303 7,179,103 7,346,725 7,604,258 7,090,350 7,082,463 13,203,510 9,892,641 1,610,064 777,272 239,563 199,243 434,587 690,846 Uses of Funds Transfers Out GO Bonds Total Transfers Out Total Uses of Funds Page 134 Ending Fund Balance $ Schedule K: Five Year Plans Annual Financial Plan Actual 2015-2016 City of Flagstaff City of Flagstaff Special Assessment Bond Fund Five Year Plan 2018-2022 Budget 2016-2017 Estimate 2016-2017 Budget 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 Sources of Funds Page 135 329,643 328,866 363,158 358,958 359,286 356,393 246,509 243,134 4,747,237 2,278 4,749,515 205,750 900 206,650 205,750 1,400 207,150 206,000 1,428 207,428 206,000 1,457 207,457 205,750 1,486 207,236 205,250 974 206,224 199,500 994 200,494 Total Sources of Funds 5,079,158 535,516 570,308 566,386 566,743 563,628 452,734 443,627 Uses of Funds Debt Service Debt Service Total Debt Service 4,716,000 4,716,000 211,350 211,350 211,350 211,350 210,350 210,350 210,350 210,350 210,100 210,100 209,600 209,600 203,850 203,850 Total Uses of Funds 4,716,000 211,350 211,350 210,350 210,350 210,100 209,600 203,850 363,158 324,166 358,958 356,036 356,393 353,528 243,134 239,777 Beginning Fund Balance $ Revenues Special Assessments Investment Earnings Total Revenues Ending Fund Balance $ Schedule K: Five Year Plans Annual Financial Plan Actual 2015-2016 City of Flagstaff City of Flagstaff Perpetual Care Fund Five Year Plan 2018-2022 Budget 2016-2017 Estimate 2016-2017 Budget 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 Sources of Funds Beginning Fund Balance $ Revenues Contributions Investment Earnings Total Revenues Total Sources of Funds 258,421 276,293 276,230 287,842 299,658 311,682 323,917 336,368 15,470 2,339 17,809 17,780 2,129 19,909 8,780 2,832 11,612 8,956 2,860 11,816 9,135 2,889 12,024 9,318 2,917 12,235 9,504 2,947 12,451 9,694 2,976 12,670 276,230 296,202 287,842 299,658 311,682 323,917 336,368 349,038 Uses of Funds Expenditures Operating Total Expenditures Total Uses of Funds Page 136 Ending Fund Balance $ - - - - - - - - - - - - - - - - 276,230 296,202 287,842 299,658 311,682 323,917 336,368 349,038 Schedule K: Five Year Plans Annual Financial Plan Actual 2015-2016 City of Flagstaff Actual 2015-2016 Budget 2016-2017 Estimate 2016-2017 Budget 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 Sources of Funds Beginning Fund Balance $ Revenues Other Financing Sources Grants Real Estate Proceeds Investment Earnings Miscellaneous Total Revenues Transfers In General Fund Total Transfers In (1,693,127) (1,785,395) 10,824,026 (3,000,000) - - - 665,338 5,503 670,841 10,000,000 10,000,000 10,000,000 148,004 7,500 10,155,504 2,000,000 4,000,000 6,000,000 22,000,000 22,000,000 - 10,000,000 10,000,000 - - 2,520,000 2,520,000 2,648,419 2,648,419 2,623,395 2,623,395 - - - - 13,473,784 11,018,528 19,447,421 19,000,000 - 10,000,000 - 763,109 763,109 18,071,600 18,071,600 194,502 194,502 22,447,421 22,447,421 19,000,000 19,000,000 - 10,000,000 10,000,000 - 763,109 18,071,600 194,502 22,447,421 19,000,000 - 10,000,000 - - - - - (1,022,286) Total Sources of Funds 953,784 Uses of Funds Page 137 Expenditures Capital Total Expenditures Total Uses of Funds Ending Fund Balance $ (1,785,395) (4,597,816) 10,824,026 (3,000,000) Schedule K: Five Year Plans Annual Financial Plan City of Flagstaff Capital Projects Fund Non GO Bond Funded Projects Five Year Plan 2018 - 2022 City of Flagstaff Actual 2015-2016 Budget 2016-2017 Estimate 2016-2017 Budget 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 Sources of Funds Page 138 1,515,191 5,479,999 844,484 16,564,177 Revenues Other Financing Sources Investment Earnings Intergovernmental Miscellaneous Private Contributions Total Revenues 5,278 100,000 25,000 130,278 20,450,000 6,440 280,000 540,000 21,276,440 17,784,224 5,900 270,000 18,587,681 4,830 603,952 246,841 855,623 Transfers In Utilities Transportation HURF General Fund Solid Waste Total Transfers In 207,072 207,072 - - 1,852,541 26,756,439 762,200 191,461 953,661 Beginning Fund Balance $ Total Sources of Funds (1,349,887) 639,143 - - 4,000,000 2,030 4,002,030 2,000,000 2,120 2,002,120 - - 200,000 800,000 3,013,000 6,900,000 10,913,000 387,000 387,000 - - - 19,432,165 28,332,800 3,039,143 2,641,263 - - 440,000 24,697,704 25,137,704 420,000 2,447,793 2,867,793 29,682,687 29,682,687 2,400,000 2,400,000 2,641,263 2,641,263 - - 54,396 54,396 - 195 195 - - - - - 1,008,057 25,137,704 2,867,988 29,682,687 2,400,000 2,641,263 - - 844,484 1,618,735 16,564,177 (1,349,887) 639,143 - - - Uses of Funds Expenditures Operating Capital Total Expenditures Transfers Out General Fund Solid Waste Total Transfers Out City of Flagstaff Total Uses of Funds Ending Fund Balance $ Schedule K: Five Year Plans Annual Financial Plan City of Flagstaff Capital Projects Fund GO Bond Funded Projects Five Year Plan 2018 - 2022 City of Flagstaff Water, Wastewater and Reclaimed Water Fund Five Year Plan 2018-2022 Budget 2016-2017 Estimate 2016-2017 Budget 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 Sources of Funds Page 139 22,014,957 21,074,736 19,824,519 23,134,965 11,067,581 8,239,375 8,680,669 10,492,811 32,933 14,410,523 7,870,906 989,299 2,248,761 202,642 43,877 220,640 26,019,580 15,783,546 8,930,621 919,703 1,984,710 153,015 200,000 27,971,595 15,985,150 8,537,734 827,000 3,880,000 195,658 9,199 29,434,741 16,977,835 9,123,998 927,000 3,234,000 163,485 5,000,000 200,000 35,626,318 17,590,277 9,746,278 935,900 3,283,680 145,508 14,950,000 200,000 46,851,643 18,225,282 10,411,956 944,889 3,334,204 109,527 3,500,000 200,000 36,725,858 18,883,687 11,124,070 953,968 3,385,586 104,158 1,700,000 200,000 36,351,469 19,566,362 11,235,265 963,138 3,437,843 111,795 200,000 35,514,403 1,201,476 56,062 5,441 1,262,979 1,177,516 55,457 5,550 1,238,523 1,153,121 69,253 5,550 400,000 1,627,924 1,348,499 68,382 6,780 1,423,661 1,317,848 66,260 6,893 1,391,001 1,272,176 39,538 7,006 1,318,720 1,325,505 42,753 7,119 1,375,377 1,257,671 40,792 7,232 1,305,695 49,297,516 50,284,854 50,887,184 60,184,944 59,310,225 46,283,953 46,407,515 47,312,909 Expenditures Operating Indirect Costs Capital Contingency Total Expenditures 11,570,010 2,119,644 7,074,177 57,087 20,820,918 13,334,110 2,332,543 17,806,735 1,800,000 35,273,388 13,236,610 2,332,543 7,251,852 22,821,005 13,940,511 2,222,669 25,827,308 1,850,000 43,840,488 13,667,800 2,278,300 28,439,000 44,385,100 13,763,500 2,332,500 14,588,925 30,684,925 13,860,300 2,390,900 12,713,000 28,964,200 13,235,639 2,450,600 10,707,000 26,393,239 Debt Service Debt Service Total Debt Service 4,047,224 4,047,224 4,115,349 4,115,349 3,693,840 3,693,840 3,859,995 3,859,995 5,298,836 5,298,836 5,576,238 5,576,238 5,554,355 5,554,355 5,556,028 5,556,028 Transfers Out Water General Fund Capital Projects Total Transfers Out 1,257,538 44,900 207,072 1,509,510 1,232,973 1,232,973 1,222,374 15,000 1,237,374 1,416,881 1,416,881 1,386,914 1,386,914 1,342,122 1,342,122 1,396,150 1,396,150 1,329,022 1,329,022 26,377,652 40,621,710 27,752,219 49,117,364 51,070,850 37,603,285 35,914,705 33,278,289 22,919,864 9,663,144 23,134,965 11,067,580 8,239,375 8,680,668 10,492,810 14,034,620 Beginning Fund Balance* $ Revenues Intergovernmental Water Wastewater Reclaim Capacity Fees Investment Earnings Other Financing Sources Miscellaneous Total Revenues Transfers In Wastewater Reclaimed Water Stormwater Transportation Total Transfers In Total Sources of Funds Uses of Funds City of Flagstaff Total Uses of Funds Ending Fund Balance $ *Beginning fund balance for FY 2017 was restated for change in accounting principle, wherein debt service payments, including both principal and interest reductions, are recognized in the fiscal year paid. Schedule K: Five Year Plans Annual Financial Plan Actual 2015-2016 City of Flagstaff Stormwater Utility Fund Five Year Plan 2018-2022 Budget 2016-2017 Estimate 2016-2017 Budget 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 Sources of Funds 1,069,121 1,309,181 1,335,040 293,651 202,627 396,437 686,920 995,838 1,393,881 35,110 1,140 120,000 9,430 (244) 1,559,317 1,581,233 28,541 679 113,960 6,546 1,730,959 1,578,292 28,541 679 113,960 6,675 1,728,147 1,680,881 25,633 850 920 1,708,284 1,790,138 26,274 871 1,013 1,818,296 1,906,497 26,931 893 1,982 1,936,303 1,944,627 27,604 915 3,435 1,976,581 1,983,520 28,294 938 4,979 2,017,731 187,371 187,371 1,860,361 1,860,361 1,379,294 1,379,294 1,675,861 1,675,861 2,815,809 4,900,501 4,442,481 3,677,796 2,020,923 2,332,739 2,663,501 3,013,570 Expenditures Operating Indirect Costs Capital Contingency Total Expenditures 595,422 107,773 399,700 1,700 1,104,595 812,106 114,248 3,463,520 10,000 4,399,874 765,445 114,248 2,982,453 3,862,146 717,610 125,673 2,300,861 10,000 3,154,144 572,055 128,815 600,000 1,300,870 586,887 132,035 600,000 1,318,922 602,118 135,336 600,000 1,337,454 617,757 138,719 600,000 1,356,476 Transfers Out Water General Fund HURF Total Transfers Out 5,441 91,276 279,457 376,174 5,550 311,134 316,684 5,550 281,134 286,684 6,780 314,245 321,025 6,893 316,724 323,617 7,006 319,891 326,897 7,119 323,090 330,209 7,232 329,552 336,784 1,480,769 4,716,558 4,148,830 3,475,169 1,624,487 1,645,819 1,667,663 1,693,260 1,335,040 183,943 293,651 202,627 396,437 686,920 995,838 1,320,309 Beginning Fund Balance $ Revenues Stormwater User Fees Permits Intergovernmental Investment Earnings Miscellaneous Total Revenues Transfers In General Fund Total Transfers In Total Sources of Funds - - - - Page 140 Uses of Funds Total Uses of Funds City of Flagstaff Ending Fund Balance $ Schedule K: Five Year Plans Annual Financial Plan Actual 2015-2016 City of Flagstaff Solid Waste Fund Five Year Plan 2018-2022 Budget 2016-2017 Estimate 2016-2017 Budget 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 Sources of Funds 8,387,923 2,780,684 8,958,649 8,029,328 5,435,380 5,735,647 3,092,827 2,238,546 11,273,025 74,720 42,807 11,390,552 11,581,437 69,526 5,075,000 16,725,963 11,684,706 69,526 11,754,232 11,792,010 71,264 5,125,000 16,988,274 11,886,084 73,046 206,040 12,165,170 11,931,040 74,872 208,100 12,214,012 12,169,660 76,744 1,960,181 14,206,585 12,413,052 78,663 212,283 12,703,998 - - 195 195 - - - - - 19,778,475 19,506,647 20,713,076 25,017,602 17,600,550 17,949,659 17,299,412 14,942,543 Expenditures Operating Indirect Costs Capital Contingency Total Expenditures 8,554,725 1,044,993 922,349 13,293 10,535,360 8,896,578 1,149,492 5,314,999 500,000 15,861,069 8,896,578 1,149,492 2,496,000 12,542,070 8,643,629 1,065,916 2,342,999 500,000 12,552,544 8,661,221 1,092,564 1,900,400 11,654,185 8,872,553 1,119,878 4,651,623 14,644,054 9,089,044 1,147,875 4,259,088 14,496,007 9,310,817 1,176,572 2,132,127 12,619,516 Debt Service Capital Lease Total Debt Service - 125,000 125,000 - 125,000 125,000 206,040 206,040 208,100 208,100 560,181 560,181 562,283 562,283 57,678 209,788 17,000 284,466 57,678 67,000 17,000 141,678 57,678 67,000 17,000 141,678 4,678 6,900,000 6,904,678 4,678 4,678 4,678 4,678 4,678 4,678 4,678 4,678 10,819,826 16,127,747 12,683,748 19,582,222 11,864,903 14,856,832 15,060,866 13,186,477 8,958,649 3,378,900 8,029,328 5,435,380 5,735,647 3,092,827 2,238,546 1,756,067 Beginning Fund Balance $ Revenues Solid Waste Investment Earnings Miscellaneous Other Financing Sources Total Revenues Transfers In Capital Projects Total Transfers In Total Sources of Funds Page 141 Uses of Funds City of Flagstaff Transfers Out: General Fund Environmental Management Capital Projects HURF Total Transfers Out Total Uses of Funds Ending Fund Balance (1) (1) $ Excludes monies set aside for closure costs and capital reserve Schedule K: Five Year Plans Annual Financial Plan Actual 2015-2016 City of Flagstaff Sustainability and Environmental Management Fund Five Year Plan 2018-2022 Budget 2016-2017 Estimate 2016-2017 Budget 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 Sources of Funds 330,210 286,008 405,450 372,888 142,998 126,790 115,839 110,284 1,043,044 13,316 3,534 20,460 1,080,354 993,288 269,998 2,993 500 1,266,779 980,091 185,998 2,993 500 1,169,582 999,693 198,446 3,038 510 1,201,687 1,019,687 3,084 520 1,023,291 1,044,567 3,130 530 1,048,227 1,070,054 3,177 541 1,073,772 1,096,163 3,225 552 1,099,940 209,788 209,788 67,000 67,000 67,000 67,000 23,000 23,000 1,620,352 1,619,787 1,642,032 1,597,575 1,166,289 1,175,017 1,189,611 1,210,224 Departments Operating Indirect Costs Capital Contingency Total Expenditures 906,600 137,790 1,044,390 992,226 150,199 119,998 30,000 1,292,423 891,111 150,199 35,998 1,077,308 910,301 165,219 221,446 30,000 1,326,966 724,974 123,914 848,888 742,175 126,392 868,567 759,796 128,920 888,716 777,847 131,498 909,345 Transfers Out General Fund Total Transfers Out 170,512 170,512 199,162 199,162 191,836 191,836 127,611 127,611 190,611 190,611 190,611 190,611 190,611 190,611 190,611 190,611 1,214,902 1,491,585 1,269,144 1,454,577 1,039,499 1,059,178 1,079,327 1,099,956 405,450 128,202 372,888 142,998 126,790 115,839 110,284 110,268 Beginning Fund Balance $ Revenues Environmental Management Intergovernmental Investment Earnings Miscellaneous Total Revenues Transfers In Recreation - BBB Solid Waste Total Transfers In Total Sources of Funds - - - - Page 142 Uses of Funds Total Uses of Funds Ending Fund Balance $ Schedule K: Five Year Plans Annual Financial Plan Actual 2015-2016 City of Flagstaff City of Flagstaff Airport Fund Five Year Plan 2018-2022 Budget 2016-2017 Estimate 2016-2017 Budget 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 Sources of Funds 340,751 413,646 622,678 192,952 205,920 210,922 201,275 6,472,281 1,530,045 3,408 333,170 3,080 271,920 8,613,904 6,152,007 1,530,045 3,408 33,317 3,080 214,796 7,936,653 5,144,525 1,529,913 3,676 27,961 3,080 214,796 6,923,951 1,050,830 1,529,913 1,930 9,445 3,080 214,796 2,809,994 1,050,830 1,529,913 9,445 3,080 214,796 2,808,064 2,913,665 1,529,913 25,575 3,080 214,796 4,687,029 1,050,830 1,529,913 9,445 3,080 214,796 2,808,064 384,950 384,950 1,095,000 1,095,000 475,000 475,000 262,000 262,000 330,000 330,000 423,000 423,000 406,000 406,000 2,591,036 9,339,605 9,445,299 8,021,629 3,264,946 3,343,984 5,320,951 3,415,339 Expenditures Operating Indirect Costs Capital Contingency Total Expenditures 1,446,825 298,898 144,982 1,890,705 2,239,658 353,170 6,020,003 100,000 8,712,831 1,379,758 333,170 6,850,482 8,563,410 2,405,932 279,606 4,811,403 100,000 7,596,941 1,440,694 286,596 1,100,000 2,827,290 1,468,156 333,170 1,100,000 2,901,326 1,496,441 341,499 3,050,000 4,887,940 1,525,576 350,036 1,100,000 2,975,612 Debt Service Leases/Loans Total Debt Service 286,685 286,685 259,211 259,211 259,211 259,211 231,736 231,736 231,736 231,736 231,736 231,736 231,736 231,736 231,736 231,736 2,177,390 8,972,042 8,822,621 7,828,677 3,059,026 3,133,062 5,119,676 3,207,348 413,646 367,563 622,678 192,952 205,920 210,922 201,275 207,991 Beginning Fund Balance $ Revenues Intergovernmental Airport Investment Earnings Recovery of Indirect Costs Miscellaneous Passenger Facility Charges Total Revenues 653,856 138,501 1,468,658 8,863 6,787 ( 4,312) 318,683 1,937,180 Transfers In General Fund Total Transfers In - Total Sources of Funds Page 143 Uses of Funds Total Uses of Funds Ending Fund Balance $ Schedule K: Five Year Plans Annual Financial Plan Actual 2015-2016 City of Flagstaff City of Flagstaff Flagstaff Housing Authority Five Year Plan 2018-2022 Budget 2016-2017 Estimate 2016-2017 Budget 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 Sources of Funds Beginning Fund Balance $ 305,584 771,667 634,483 640,135 634,337 705,945 819,425 977,298 Revenues Intergovernmental Rents and Other Tenant Income Miscellaneous Total Revenue 4,812,893 1,036,391 439,148 6,288,432 5,881,395 1,029,000 442,595 7,352,990 4,880,145 1,029,000 442,595 6,351,740 6,137,418 1,107,000 434,951 7,679,369 5,276,764 1,118,070 439,301 6,834,135 5,364,444 1,173,974 443,694 6,982,112 5,453,770 1,232,673 448,131 7,134,574 5,544,774 1,294,307 452,611 7,291,692 Transfers In Housing and Community Service General Fund Total Transfers In 11,752 8,200 19,952 50,000 88,200 138,200 55,298 55,298 50,000 310,200 360,200 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 6,613,968 8,262,857 7,041,521 8,679,704 7,488,472 7,708,057 7,973,999 8,288,990 1,696,075 3,635,479 43,134 295,753 5,670,441 1,906,053 3,722,540 39,644 328,595 1,001,250 6,998,082 1,906,053 3,722,540 39,644 328,595 5,996,832 1,946,540 4,060,295 40,107 334,951 1,001,250 7,383,143 1,965,812 4,174,312 40,508 338,301 6,518,933 1,985,338 4,254,467 40,913 341,684 6,622,402 2,005,192 4,336,194 41,322 345,101 6,727,809 2,025,244 4,419,521 41,735 348,551 6,835,051 309,044 639,554 404,554 642,172 263,594 266,230 268,892 271,581 5,979,485 7,637,636 6,401,386 8,025,315 6,782,527 6,888,632 6,996,701 7,106,632 634,483 625,221 640,135 654,389 705,945 819,425 977,298 1,182,358 Total Sources of Funds Uses of Funds Page 144 Expenditures Low Income Public Housing Section 8, MRO, SRO and VASH Non-HUD Program FHC Contingency Total Expenditures Capital Expenditures Total Uses of Funds Ending Fund Balance $ Schedule K: Five Year Plans Annual Financial Plan Actual 2015 -2016 City of Flagstaff Schedule L: Summary of All Fiscal Activity City of Flagstaff Summary of All Fiscal Activity Fiscal Years 2017 and 2018 (With Actuals for Fiscal Year 2016) Actual 2015-2016 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 Revenue Bonds - Courthouse 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 Budget 2016-2017 Estimate 2016-2017 Budget 2017-2018 $ 104,288,955 157,791,873 262,080,828 112,802,411 202,186,656 314,989,067 100,145,808 204,080,953 304,226,761 139,382,992 201,319,716 340,702,708 9,149,939 7,990,759 16,848,532 11,652,909 19,221,486 31,543,647 5,783,228 19,639,309 6,835,177 173,187 128,838,173 10,973,306 3,822,504 35,537,347 12,607,477 20,277,258 42,175,752 25,408,883 35,416,471 13,279,043 4,903,358 204,401,399 10,030,344 3,760,254 16,395,839 12,387,477 20,039,388 29,291,203 18,715,721 24,236,360 7,148,434 142,005,020 10,487,958 3,981,955 51,924,419 14,081,950 22,058,620 41,443,810 24,576,451 42,786,290 15,372,971 6,401,250 233,115,674 6,701,811 170,959 2,232,000 546,666 250,554 286,685 4,716,000 882,877 4,047,224 19,834,776 8,527,911 383,502 722,500 2,230,975 550,514 257,143 259,211 125,000 211,350 4,115,349 17,383,455 11,413,131 351,015 779,375 2,261,375 550,514 256,643 259,211 211,350 3,693,840 19,776,454 7,179,103 225,000 289,007 1,580,500 2,266,375 547,937 258,843 231,736 125,000 210,350 3,859,995 16,773,846 1,716,770 1,716,770 150,389,719 43,209,304 43,209,304 264,994,158 3,062,295 3,062,295 164,843,769 52,130,108 52,130,108 302,019,628 (62,807,502) 39,237,184 (100,699,912) 7,402,154 Page 145 City of Flagstaff Schedule L: Summary of All Fiscal Activity City of Flagstaff Summary of All Fiscal Activity Fiscal Years 2017 and 2018 (With Actuals for Fiscal Year 2016) Actual 2015-2016 Ending Fund Balances General Fund Special Revenue Funds: Housing and Community Services Metro Planning Organization EDA Revolving Loan Library HURF Transportation Flagstaff Urban Trails Beautification Economic Development Tourism Arts and Science Recreation 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 Stormwater Utility Solid Waste Sustainability and Environmental Mgmt Airport Flagstaff Housing Authority Total Ending Fund Balance Annual Financial Plan $ Budget 2016-2017 Estimate 2016-2017 Budget 2017-2018 29,013,436 14,101,648 26,699,303 12,600,199 1,195,142 17,293 263,720 1,632,871 6,818,604 13,650,113 2,900,666 4,329,995 845,900 920,615 584,951 1,948,684 - 238,280 456,110 1,251,194 7,737,549 1,030,138 657,836 347,268 994,659 343,995 634,971 320,360 1,351,301 266,420 1,494,066 6,463,483 27,250,714 3,262,386 4,914,762 704,359 1,148,322 558,016 2,039,946 491,202 166,422 655,391 1,740,535 4,743,535 22,464 1,877,257 148,339 918,421 289,894 276,925 464,693 13,203,510 363,158 9,892,641 324,166 1,610,064 358,958 777,272 356,036 (1,785,395) 844,484 (4,597,816) 1,618,735 10,824,026 16,564,177 (3,000,000) (1,349,887) 276,230 296,202 287,842 299,658 22,919,864 1,335,040 8,958,649 405,450 413,646 634,483 9,663,144 183,943 3,378,900 128,202 367,563 625,221 23,134,965 293,651 8,029,328 372,888 622,678 640,135 11,067,580 202,627 5,435,380 142,998 192,952 654,389 $ 111,691,109 49,994,909 139,382,992 38,683,080 Page 146 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 publications meet legal compliance. The mission of the Real Estate Program is to serve the public with the utmost professionalism, quality customer service and attention to detail; through the acquisition, sale, lease and management of City property, by working collaboratively with city departments to achieve the City Council goals and objectives, thus providing and enhancing the quality of life for the citizens of Flagstaff. Annual Financial Plan Page 147 City of Flagstaff City Administration Citizens of Flagstaff City Council City Administration 001-01 1 City Manager City Attorney Judges 1 Communication Manager 1 Assistant to City Manager 1 Admin Specialist 1 Deputy City Manager 1 Executive Assistant to Mayor and Council .25 Intern 1 Labor Standards Manager .5 NAU Liaison (Contract) 1 Deputy City Manager City Clerk 1 City Clerk Real Estate 1 Real Estate Manager 1 Deputy City Clerk Information Technology Utilities 1 City Records Coord Management Services Community Development Public Works Human Resources Risk Management Police Economic Vitality Fire Annual Financial Plan Page 148 City of Flagstaff General Administration Division 011 City Manager Mission The mission of the City Manager’s Office is to direct and coordinate City staff to provide effective, efficient and equitable implementation of Council policies and programs; and to provide representation of City Council policies to citizens, other governmental agencies/jurisdictions and any other entity important to the accomplishment of directives established by the City Council. 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 Office is to serve the public with the utmost professionalism, quality customer service and attention to detail; through the acquisition, sale, lease and management of City property, by working collaboratively with City departments to achieve the City Council goals and objectives, thus providing and enhancing the quality of life for the citizens of Flagstaff. 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 their authority to provide effective services at the lowest possible costs. The Real Estate Office is directly responsible for the acquisition, disposition and management of all City property. Prepares and negotiates contracts, leases, licenses and agreements. Works collaboratively with various City departments; City Manager’s Office, Community Development, Economic Vitality, Finance, FMPO, Legal, Public Works and Utilities. Assists the public on requests for abandonments, leases and licenses of City property. Provides information to the City Manager, City Council and internal departments on property title requests, valuations and market conditions. Provides guidance and recommendations related to real estate transactions and the planning of projects. Ensures compliance with City codes, City charter, state and federal laws. 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 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service        Conducted a successful 2016 election that included Mayor/Council candidates, a sales tax question for transit, a bond question for a new Courthouse, an initiative for a Greater Buffalo Park and an initiative for a Living Wage Implemented an automated Public Records Request software program Successfully processed three initiative petitions Implemented a new module for maintenance of Boards/Commissions membership records Successfully published three issues of Cityscape reaching over 38,000 households per issue Provided more than 100 press releases generating positive interviews, articles and media results Aligned city social media accounts with Archive Social to comply with A.R.S. Statute 9-499.15 Annual Financial Plan Page 149 City of Flagstaff General Administration      Division 011 City Manager Achieved a 99% closure rate on the Report a Concern module Initiated the City of Flagstaff website redesign Continued collaboration with vendor and nearing completion of new Council voting record software Established policies and procedures for abandonments Established electronic records for leases, licenses, easement, rights of way and title records Strategic Plan Priority: Invest in Our People          Attended the annual Arizona League of Cities and Towns Conference Attended the Public Information Officers Awareness Training hosted by Federal Emergency Management Association (FEMA) Attended the Emergency Management Exercise Training Attended the Arizona City/County Managers Association Winter Conference Member City-County Communications and Marketing Association (3CMA) Member of the National Information Officers Association (NIOA) Hosted the Arizona Information Officers Association statewide meeting Was the keynote speaker for the webinar, Building the Case for Social Media Archiving in Flagstaff, Arizona Real Estate attended six different classes from the International Right of Way Association and is working toward a Right of Way Agent Certification Strategic Plan Priority: Foster a Resilient and Economically Prosperous City      Began marketing and implementation of Title 15 minimum wage law that goes into effect July 1, 2017 Established the office of Labor Standards Flagstaff Urban Trails System (FUTS) acquired • Lone Tree Trail • Nestle Purina Trail • The Trax Trail Right of way acquired for Capital Improvement Projects citywide • Fourth Street ramps to comply with the American with Disability Act (ADA) • Beulah sidewalk • Humphreys right of way (Marriot property) • Switzer Canyon right of way for roundabout project Easements acquired for development projects citywide • McMillan Mesa easement • Mr. Flagstaff sidewalk easement • Cedar Crest easement • Right of way and easements for the Lofts project • APS easements at Wheeler Park • APS easement at the Airport • APS easement off of Phoenix Avenue • Sanctuary Subdivision easement • Fort Tuthill easements • Pine Forest easement • Drainage easement Station 1 at Route 66 • Easement at Mountain View Avenue • Easement from Mountainside Mar LLC • Easement from Coconino Community College (CCC) Flagstaff LLC • The Trax easement • Country Club and I-40 easement Annual Financial Plan Page 150 City of Flagstaff General Administration    Division 011 City Manager Special use permits acquired for Capital Improvements Projects • Zuni special use permit from the Forest Service for Zuni Improvement Project Property management • New 20-year lease with U.S. Geological Survey (USGS) for Building 6 • American Tower Corp ground lease • War 2 In License addendum • Northern Arizona Intergovernmental Public Transportation Authority (NAIPTA) Comfort Station lease extension • Lease renewal for United States Geological Survey (USGS) Building 3 • Submitted proposal to General Services Administration (GSA) for new build to suit United States Geological Survey (USGS) facility. • Moffit lease addendum, for South San Francisco Street • Observatory Mesa Management Plan Review • License for staging site at Nestle Purina property Donations of City property • Donation of ten acres to the Arizona Department of Veterans’ Services for a Veteran’s Home • Established procedure for splitting City property Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community       Increased social media engagement Launched “Be a Good Neighbor” and distributed 4,400 campaign door hangers Finalized City Hall lobby displays with recognitions, awards and Flagstaff products that highlight our community Created Winter Survival Partners working group to address issue of exposure injuries and/or deaths Prepared crisis communication messages that maintained accurate and factual information Participated and hosted six Indigenous Circle of Flagstaff Forums FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service    Complete City of Flagstaff website redesign Policies and procedures • Complete abandonment procedures • Draft property acquisition procedures Record keeping • Obtain hard copies and electronic copies of all leases, licenses and permits • Work with Contract Specialist to review contracts, organize and set up tickler system for contract milestones Strategic Plan Priority: Invest in Our People    Attend City-County Communications and Marketing Association (3CMA) or National Information Officers Association (NIOA) conference Attend Enhanced All-Hazards Incident Management/Unified Command Course (MGT-314) Attend classes with the International Right of Way Association to complete Right of Way Certification Strategic Plan Priority: Foster a Resilient and Economically Prosperous City  Complete implementation of Title 15 Annual Financial Plan Page 151 City of Flagstaff General Administration       Division 011 City Manager Acquisitions for Capital Improvement Projects • Fourth Street Flagstaff Urban Trails System (FUTS) • Sheep’s Crossing Flagstaff Urban Trails System FUTS • Riordan Road sidewalk • Industrial Drive Blocklite right of way acquisition • Mikes Pike private property corner cutoff • Right of way acquisition from Northern Arizona University (NAU) off Lonetree Road Easement acquisitions • Walnut Canyon Road easement from the Forest Service and right of way acquisition • Landfill Road easement from the Forest Service • Easement from Catholic Church - relocation of light pole Donations • Donation of City right of way at Arrowhead to Arizona Department of Transportation (ADOT) Right of way/easement abandonments • Abandonment of Forest View right of way • Alley and road abandonments to Northern Arizona University (NAU) Sales of City property • Sale or lease of 303 Elden Street • Sale of Municipal Courthouse • Kochfield properties Property management • Install new carpet and paint for USGS Building 6 • Begin planning and construction for new build to suit USGS campus • Extend the Car Concession leases at the airport • New request for proposal for airport hangar • Complete lease for AMRG at the airport • Airport Master Plan • License agreement for temporary bus stop on Humphreys Road • Annexation or de-annexation of parcel 113-18-005B • Airport Gift Shop site, go back out for request for proposal Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community         Conduct community citizen survey Formalize monitoring and tracking of social media engagement Continue to build upon the community outreach Council goal and strategic priority to enhance public transparency and accessibility through community outreach and engagement Complete review/update of administrative policies Develop a plan to encourage use of AgendaQuick for boards/commissions Develop Procedures Manual for positions within City Clerk’s Office Implement electronic process of liquor license applications in coordination with the State of Arizona Enhance and encourage use of imaging system to facilitate records management and workflow Annual Financial Plan Page 152 City of Flagstaff General Administration Division 011 City Manager Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Serve the Public Through Quality Internal and External Customer Service Strategic Objective: Respond efficiently in processing of contracts Performance Measure Obtain signatures, process and scan contracts timely Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 85% 0% 0% 75% 80% Strategic Priority – Goal: Provide Exceptional Service – Foster Clear and Consistent Communication Strategic Objective: Provide effective, accurate and transparent information to the public and Council Performance Measure Post accurate agendas for City Council meetings Post accurate minutes of City Council meetings Strategic Objective: FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 95% 100% 100% 98% 99% 90% 100% 50% 75% 90% FY 2017 Estimate 98% FY 2018 Proposed 99% Respond to citizen concerns timely and professionally Performance Measure Track Report a Concern Module Strategic Objective: Target Target 99% FY 2015 Actual 95% FY 2016 Actual 98% Provide open communication and consistent follow up to internal and external customers Performance Measure Follow up regularly with project managers and the public regarding the status of a project; keep a communication log on all projects; create a timeline for completing projects Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 90% N/A N/A 90% 90% Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Continue to Enhance Community Outreach and Engagement Strategic Objective: Increase social media views, followers and likes Performance Measure Monitor social media activity (posts/likes) Annual Financial Plan Target 365 Page 153 FY 2015 Actual 800 FY 2016 Actual 1,540 FY 2017 Estimate 2,000 FY 2018 Proposed 3,000 City of Flagstaff General Administration Strategic Objective: Division 011 City Manager Work to complete all requests for acquisitions and dispositions in a timely manner Performance Measure Acquire/dispose of easements and rights of way and real property Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% 95% 95% 100% 100% Strategic Priority – Goal: Work in Partnership to Enhance a Safe and Livable Community - Cultivate Community Partnerships Through Civic Engagement and Participation Strategic Objective: Encourage/promote participation on the City's boards/commissions Performance Measure Reduce vacancy rate on City's boards and commissions Strategic Objective: Annual Financial Plan FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 1% 5% 1% 3% 2% Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 3 Updates Annually 0 Updates Annually 3 Updates Annually 3 Updates Annually 3 Updates Annually Increase community engagement and participation Performance Measure Support community partners and city events, activities, workshops, open houses and forums Conduct Citizen Survey FY 2015 Actual Establish clear policies and procedures for the Real Estate Program Performance Measure Work collaboratively with various departments to receive input and feedback in the creation of policies for the Real Estate Program; establish and implement written policies and procedures for acquisition and disposition of; city owned fee simple real estate, easements and right of ways Strategic Objective: Target Target 50% Participant Increase 30% Response Rate Page 154 FY 2015 Actual FY 2016 Actual FY 2017 Estimate N/A N/A N/A N/A N/A N/A FY 2018 Proposed 50% Participant Increase 30% Response Rate City of Flagstaff General Administration Division: Division 011 City Manager 011 - City Manager Expenditures by Category: Personnel Services Contractuals Commodities Total Actual Expenditures 2015-2016 $ 1,195,509 237,162 41,463 $ 1,474,134 Adopted Budget 2016-2017 $ 1,387,311 392,657 6,546 $ 1,786,514 Estimated Expenditures 2016-2017 $ 1,387,311 298,104 6,546 $ 1,691,961 Proposed Budget 2017-2018 $ 1,576,543 295,679 2,546 $ 1,874,768 Budget-Budget Variance $ 189,232 (96,978) (4,000) $ 88,254 $ $ $ $ $ Expenditures by Program: General Administration Disability Awareness Public Information Customer Service Property Management City Clerk Elections Minimum Wage Compliance Total Source of Funding: $ 938,216 13 15,624 37,931 69,282 411,774 1,294 1,474,134 $ 1,148,309 55,700 39,690 91,140 301,675 150,000 1,786,514 General Fund Library Fund Highway User Revenue Fund Transportation Fund Water and Wastewater Fund Stormwater Fund Airport Fund Solid Waste Fund SEMS Fund $ 1,063,756 55,700 31,690 89,140 301,675 150,000 1,691,961 $ $ $ 1,175,344 56,700 38,690 135,328 311,475 157,231 1,874,768 $ 27,035 1,000 (1,000) 44,188 9,800 (150,000) 157,231 88,254 1,445,530 80,005 59,129 1,036 135,894 9,407 21,346 106,322 16,099 1,874,768 Commentary: The City Manager's operating budget has increased by 5% and there are no capital expenditures. The Personnel Services increase of 14% is due to one new FTE, market pay increases and an increase in medical and dental insurance. Contractuals decreases of 25% is mainly due to prior year one-time costs related to the elections as well as bond program outreach. Commodities decreases of 61% is due to prior year one-time computer software purchases. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 155 City of Flagstaff Annual Financial Plan Page 156 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. Annual Financial Plan Page 157 City of Flagstaff Human Resources Human Resources 001-04 1 Division Director (HR Director) 1 Administrative Specialist Training and Compliance 1 Human Resources Analyst Benefits 1 Human Resources Analyst Classification & Compensation 1 Human Resources Analyst Administration 1 Human Resources Manager Administration 1 Human Resources Supervisor Administration 1 HR Generalist Annual Financial Plan Page 158 Recruitment 1 HR Recruitment Specialist 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 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service    Created a customer service survey and included it in the signature line of all Human Resources electronic communications TeamWell received an award from the Northern Arizona Employee Benefit Trust in recognition of their efforts to promote wellness in the City of Flagstaff Piloted a new annual personnel request process to improve ease for customers and develop teamwork throughout the City Strategic Plan Priority: Invest in Our People       Completed the first year of Investing in You University training for City personnel with an overall satisfaction rating of 87% Added six new courses to Investing in You University Developed a partnership with Goodwill to offer technical computer training Implemented phase one of market based pay to improve the competitiveness of the City’s pay structure Implemented changes to minimum wage Updated the Sick Leave policy in the Employee Handbook of Regulations FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service    Collect customer service feedback by asking those who HR staff speak to in person to complete the survey Identify existing partnerships to maintain and new partnerships to develop as Ambassadors Develop a communication strategy to share information that is meaningful, accurate and consistent Strategic Plan Priority: Invest in Our People    Measure employees satisfaction of resources provided by the Human Resources staff Complete a pay equity study Implement phase two of market based pay to improve the competitiveness of the City’s pay structure Annual Financial Plan Page 159 City of Flagstaff General Administration Division 012 Human Resources Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Serve as Ambassadors for the Flagstaff Community Strategic Objective: Build and maintain partnerships throughout the community Performance Measure Identify existing partnerships to maintain and new partnerships to develop as Ambassadors Strategic Objective: Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 10% Existing/ 10% New N/A N/A 7%/5% 10%/10% Improve consistency and accuracy of information Performance Measure Develop a communication strategy to get information out that is meaningful, accurate and consistent Target 85% Clear and Accurate/ <5% Inaccurate FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed N/A 84%/9% 85%/6% 87%/5% Strategic Priority – Goal: Invest in Our People - Ensure Effective Resources for Employees Strategic Objective: Provide resources that are meaningful to employees Performance Measure Measure employees satisfaction of resources provided by Human Resources Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 80% N/A 87% 88% 89% Strategic Priority – Goal: Invest in Our People - Provide Competitive Compensation Strategic Objective: Create a pay structure that will provide for competitive compensation Performance Measure Implement a market based pay structure and strategy for remaining market competitive Annual Financial Plan Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 3-5% of Benchmark 5% 3% 2% 5% Page 160 City of Flagstaff General Administration Division: Division 012 Human Resources 012 - Human Resources Expenditures by Category: Personnel Services Contractuals Commodities Total Actual Expenditures 2015-2016 $ 669,661 27,358 69,156 $ 766,175 Adopted Budget 2016-2017 $ 692,638 143,230 63,375 $ 899,243 Estimated Expenditures 2016-2017 $ 692,638 78,330 63,375 $ 834,343 Proposed Budget 2017-2018 $ 770,841 146,430 62,566 $ 979,837 Budget-Budget Variance $ 78,203 3,200 (809) $ 80,594 $ $ $ $ $ Expenditures by Program: General Administration Recruitment and Selection Benefits Compensation and Classification Employee Training and Counseling Diversity Awareness Disability Awareness Total $ 515,526 58,701 83,511 88,059 18,741 4 1,633 766,175 $ 550,547 130,582 86,410 90,979 31,715 908 8,102 899,243 $ 485,647 130,582 86,410 90,979 31,715 908 8,102 834,343 $ 621,490 100,109 99,240 77,482 77,320 908 3,288 979,837 $ 70,943 (30,473) 12,830 (13,497) 45,605 (4,814) 80,594 Source of Funding: General Fund Library Fund Highway User Revenue Fund Water and Wastewater Fund Stormwater Fund Airport Fund Solid Waste Fund SEMS Fund $ $ 773,397 45,721 32,905 61,677 4,337 9,155 44,935 7,710 979,837 Commentary: The Human Resources operating budget has increased by 9% and there are no capital expenditures. The Personnel Services increase of 11% is due to a position reclassification, market pay increases as well as an increase in medical and dental insurance. Contractuals increases of 2% is mainly due to an increase in education and training. Commodities decrease of 1% is mainly due to a reduction in food offset by an increase in computer software. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 161 City of Flagstaff Annual Financial Plan Page 162 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. Annual Financial Plan Page 163 City of Flagstaff Risk Management Risk Management 013 1 Risk Management Director 1 Risk Management Specialist Annual Financial Plan Page 164 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, 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 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service   Responded to contract insurance questions, permit reviews and all communications within 48 hours Successfully negotiated the settlement of five litigated cases including; a City judge, Equal Employment Opportunity Commission (EEOC), general liability and auto claims in favor of the City Strategic Plan Priority: Invest in Our People   Taught 40 sessions of the new loss control class called “Saving our Assets”; the overall investment in this training direction has resulted in reducing our employee injury rate by 50% and serious employee injuries by more than 75% Taught additional classes on “Leadership and Motivation”, “Insurance Certificates and Indemnity” and “Penetrating the Cone of Silence” Strategic Plan Priority: Foster a Resilient and Economically Prosperous City   All insurance policies were renewed at a 2% reduction overall; the total three-year premium savings, keeping the same insurance carriers and coverage exceeds $1.7 million Reduced our premium multiplier for our Workers’ Compensation coverage from 1.18 to .76 over the past three years resulting in six digit decreases in net premium Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community   Keynote speaker at Arizona State Occupational Safety and Health Administration (OSHA) seminars on two occasions Resolved claims and complaints with multiple citizens throughout the year Annual Financial Plan Page 165 City of Flagstaff General Administration Division 013 Risk Management FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service   Conduct outreach training to employees on risk exposure identification Continue to proactively review insurance certificates, endorsements and indemnity language to insure the City is protected in the event of a loss Strategic Plan Priority: Invest in Our People    Design and teach a new program “Overcoming Fear of Public Speaking and Selling Ideas” Design and teach the next generation of “Saving our Assets” training to further reduce and enhance loss control efforts Design and teach a new program, “Strategic Approach to Claims Management” Strategic Plan Priority: Foster a Resilient and Economically Prosperous City  Renew all of our insurance policies at a net reduction in premium for the fourth year in a row Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community   Request that Arizona State OSHA conduct a formal review of our training programs on site Serve in a leadership role for Public Risk Managers on both the State and National levels Performance Measures Strategic Priority – Goal: Invest in Our People - Maintain and Enhance a Safe and Positive Organizational Culture Strategic Objective: Reduce the frequency and severity of employee injuries Performance Measure Number of injuries Strategic Objective: Annual Financial Plan FY 2015 Actual 39 FY 2016 Actual 44 FY 2017 Estimate 50 FY 2018 Proposed 42 Reduce the overall frequency of vehicle accidents Performance Measure Number of vehicle accidents Target <50 Target 10% Reduction Page 166 FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 49 88 90 81 City of Flagstaff General Administration Division: Division 013 Risk Management 013 - Risk Management Expenditures by Category: Personnel Services Contractuals Commodities Total Actual Expenditures 2015-2016 $ 175,440 15,210 5,191 $ 195,841 Adopted Budget 2016-2017 $ 185,455 24,461 5,066 $ 214,982 Estimated Expenditures 2016-2017 $ 185,455 24,461 5,066 $ 214,982 Proposed Budget 2017-2018 $ 189,555 24,461 5,066 $ 219,082 Budget-Budget Variance $ 4,100 $ 4,100 $ $ $ $ $ $ $ $ 219,082 219,082 $ $ $ 151,357 11,971 9,342 802 22,985 1,214 2,792 16,513 2,106 219,082 Expenditures by Program: General Administration Total 195,841 195,841 214,982 214,982 214,982 214,982 4,100 4,100 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 2% and there are no capital expenditures. The Personnel Services increase of 2% is due to market pay increases 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. Annual Financial Plan Page 167 City of Flagstaff Annual Financial Plan Page 168 City of Flagstaff Information Technology Division 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. Annual Financial Plan Page 169 City of Flagstaff Information Technology Information Technology 001-08 1 Division Director (IT) Operations 1 IT Manager Applications / GIS 1 IT Manager ITAC 1 IT Manager 1 IT Administrator Systems 1 IT Analyst Applications 1 IT Analyst ITAC 1 IT Administrator Network 1 IT Administrator GIS 1 IT Specialist ITAC 1 IT Analyst Network Telecom 1 IT Analyst GIS 1 IT Technician ITAC 1 IT Analyst GIS 1 IT Technician GIS .324 Intern (1X) Annual Financial Plan Page 170 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 personal computer (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 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service             Implemented a new more efficient Help Ticket software, decreased response time, improved issue tracking Replaced 82 aging personal computers as part of our four-year replacement cycle Organized and digitized cemetery data Assisted with getting a Kiosk for the Cemetery to help the citizenry Assisted with the Utilities billing transition Provided payment system and workflow for the court’s OnBase system to help the courts and citizen be more efficient and paperless Provided support for the Firehouse application Helped improve Inspection processes Digitally provided City and Northern Arizona University (NAU) building maps on iPads for Fire Department Worked with Forest Service and Fire Department to provide needed information for the Flagstaff Watershed Protection Project (FWPP) Hired a specialized Telecom Analyst to provide better service for our growing Voice over Internet Protocol (VoIP) needs Added additional server and network monitoring TV’s for proactive problem monitoring Strategic Plan Priority: Invest in Our People          IT Tech Partners Program – provide enhanced IT training to select employees to improve IT response times and empower them to complete basic IT tasks within their own departments OnBase training (one employee – four-day training) AGIC regional GIS user group conference (two employees – two-day training) Python (one employee – three-day training) ESRI conference in San Diego (one employee – five-day conference) Server administrative training (one employee) A+ training (one employee – five-day training) Added Office 365 licensing providing additional tools enabling employees to do their jobs more effectively Added Self-Service VoIP functionality to access voice features from a web browser Strategic Plan Priority: Foster a Resilient and Economically Prosperous City   Completed build and implementation of the City’s new microwave network Upgraded the landfill’s payment system Auto Scale to make payments easier Annual Financial Plan Page 171 City of Flagstaff General Administration    Division 014 Information Technology Created downtown tours maps to help drive business to downtown Implemented a new backup and disaster recovery software in order to increase the data resiliency at the City Provided server failover clustering to prevent single points of failure in our datacenter environment Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community   Created and published GIS Web Maps, including, but not limited to: o Road repair and street safety o Five-year capital projects o Community Development projects currently in review o Forest fire activity Received three independent audits to identify potential areas of improvement for our data security FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service     Continue replacing aging personal computers as part of our four-year replacement lifecycle Expand our new Ticketing Software to include service requests Implement project management standards to allow for increased communication and visibility into IT Infrastructure projects Increase our monitoring platform to include critical business applications Strategic Plan Priority: Invest in Our People     Continue IT Tech Partner training sessions to expand on current knowledge base Provide more employee training session on various tech topics Provide additional availability and funding for IT personnel training and technical conferences Implement voicemail to email integration Strategic Plan Priority: Foster a Resilient and Economically Prosperous City   Develop an in-house Automatic Vehicle Locator (AVL) tracking solution Utilize more Microsoft Azure cloud based datacenter functionality Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community  Implement many of the security audit recommendations from FY 2017 Annual Financial Plan Page 172 City of Flagstaff General Administration Division 014 Information Technology Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Serve the Public Through Quality Internal and External Customer Service Strategic Objective: Provide quick and excellent service to problems as they arise Performance Measure Target The speed and quality at which problems are resolved 90% Resolution in 24 Hours/ 95% Satisfaction FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed N/A N/A 85%/ 95% 90%/ 100% Strategic Priority – Goal: Provide Exceptional Service - Provide Employees Tools, Training and Support Strategic Objective: Stay up to date on current IT trends and technology Performance Measure Staying up to date on current IT trends and technology through training (one class and one conference per employee per year) Strategic Objective: Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% N/A N/a 50% 100% Provide technical training for City employees Performance Measure Provide regular training sessions for City employees Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 6 0 0 3 6 Strategic Priority – Goal: Invest in Our People - Provide Competitive Compensation Strategic Objective: Provide competitive compensation compared to our primary local competitors Performance Measure Provide compensation competitive with competitive organizations (NAU and County) Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% 88% 88% 88% 90% Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Deliver Outstanding Services Through a Healthy Environment, Resources and Infrastructure Strategic Objective: Ensure high availability of IT services Performance Measure Keeping the IT infrastructure up and running Annual Financial Plan Target 99.5% Page 173 FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed N/A N/A N/A 99.0% City of Flagstaff General Administration Division: Division 014 Information Technology 014 - Information Technology Expenditures by Category: Personnel Services Contractuals Commodities Capital Total Actual Expenditures 2015-2016 $ 1,101,273 434,356 379,639 383,020 $ 2,298,288 Adopted Budget 2016-2017 $ 1,250,367 423,925 892,673 679,330 $ 3,246,295 Estimated Expenditures 2016-2017 $ 1,250,367 423,925 453,110 335,384 $ 2,462,786 Proposed Budget 2017-2018 $ 1,320,875 448,225 989,478 81,666 $ 2,840,244 Budget-Budget Variance $ 70,508 24,300 96,805 (597,664) $ (406,051) $ $ $ $ $ Expenditures by Program: General Administration Applications Systems Services Network GIS Microsoft Settlement IT Non Departmental Total $ 182,227 372,748 234,361 362,140 708,241 202,322 442 235,807 2,298,288 $ 269,677 367,992 485,699 527,276 959,912 353,739 282,000 3,246,295 $ 67,730 367,992 476,699 455,276 594,466 353,739 146,884 2,462,786 $ 447,160 437,849 265,201 437,085 467,731 351,102 434,116 2,840,244 $ 177,483 69,857 (220,498) (90,191) (492,181) (2,637) 152,116 (406,051) Source of Funding: General Fund Highway User Revenue Fund Water and Wastewater Fund Stormwater Fund Airport Fund Solid Waste Fund SEMS Fund $ $ 2,226,879 55,779 316,303 29,094 37,407 122,063 52,719 2,840,244 Commentary: The Information Technology operating budget has increased by 7%. There are capital expenditures ($81,666) resulting in an overall net decrease of 13%. The Personnel Services increase of 6% is due to a market pay increase, an increase in medical and dental insurance and increase in FTE for a part-time IT intern. Contractuals increases of 6% are due to increased costs for employee training, computer maintenance and licensing, as well as rent for the new microwave tower. Commodities increases of 11% are due to increases in network equipment and time entry software purchases. Annual Financial Plan Page 174 City of Flagstaff City Attorney's 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 175 City of Flagstaff City Attorney Legal 001-07 1 City Attorney 1 Legal Assistant Civil 1 Deputy City Attorney Prosecution 1 City Prosecutor 4 Senior Asst City Attorney 1 Administrative Specialist Leadworker 3 Admin Asst 3 Asst City Attorney Annual Financial Plan Page 176 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 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service    Regularly advised Council and staff on legal issues related to many difficult matters involving litigation Worked with Council and staff to provide smooth transition for new members of Council elected in FY 2017 Advised Council and staff on numerous difficult legal issues involving deed restrictions on Mogollon Property, McAllister Ranch Property, Clark Homes Property and Buffalo Park Property Strategic Plan Priority: Invest in Our People    Hired many replacement employees in the City Attorney’s Office including: o Deputy City Attorney o City Prosecutor o Senior Assistant City Attorney o Assistant City Attorney (Prosecutor) o Administrative Assistant Enrolled attorneys and support staff in various legal seminars and conferences to empower employees by allowing them to strengthen their specific areas of expertise and provide better customer service to clients Continued to provide Human Resources Division on updates to employee policies and procedures Strategic Plan Priority: Foster a Resilient and Economically Prosperous City    Obtained an Act of Congress removing Federal reversion on old Railroad property near Fourth Street Provided legal advice to Council and staff on successful development agreement for Timber Sky Provided extensive legal advice on voter initiative related to minimum wage and Council amendment to same Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community   Advised Council and staff on successful bond propositions and initiative for the following: o Continued bus service o Greater Buffalo Park Area o Increased minimum wage o New Municipal Court Facility which will also house the City Prosecutors Continued to provide legal advice to Police Department related to several difficult matters in FY 2017 Annual Financial Plan Page 177 City of Flagstaff General Administration Division 015 City Attorney FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service    Provide sound legal advice to the Council on legal questions Work with internal clients to identify hot topic legal issues that will be impacting the City this fiscal year Continue to focus attorney training on legal issues in order to provide timely and quality legal services when those issues arise Strategic Plan Priority: Invest in Our People    Continue to expand the expertise of the City Attorney’s Office by focusing on training and employee development Obtain new case management software for Prosecution section Recognize exceptional employee performance Strategic Plan Priority: Foster a Resilient and Economically Prosperous City   Provide advice to Council and staff on matters related to finance, economic development and sustainability Take advantage of our attorneys’ litigation skills by handling more litigation in house, which will reduce City expenditures for outside counsel Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community   Work with the County to move forward with planning and construction of the new Municipal Court which will also house our City prosecutors Continue to work in partnership with law enforcement and the court to provide prosecution services to the City of Flagstaff Annual Financial Plan Page 178 City of Flagstaff General Administration Division 015 Requests for Legal Assistance City Attorney CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 202 161 192 179 202 Legal Opinions/Research 149 164 174 205 164 Ordinances/Resolutions 60 59 77 60 79 Real Estate 79 62 82 73 96 Claims/Litigation/Hearings 57 81 58 69 80 Public Records Requests 82 122 89 83 102 32 34 76 100 116 Total: 661 683 748 769 839 % Increase from Prior Year: 1% 3% 10% 3% 9% Number of Cases per Attorney: 167 153 155 146 153 Number of Cases per Attorney and Staff: 133 138 141 134 140 Contracts (includes contracts, development agreements, grants, IGAs, bids) Miscellaneous (may include but not limited to: tax/licensing, personnel, forms, policies/procedures, elections, boards and commissions) * Number of cases: City Attorney and Legal Assistant are each counted as .5 due to time spent working on administrative issues not reflected in statistics; staff vacancies, if any, are prorated. Criminal Cases CY2012 CY2013 CY2014 CY2015 CY2016 5,013 4,226 4,456 3,765 3,569 762 635 475 0 2,249 498 237 136 682 507 442 1 2,016 298 206 59 627 470 410 1 2,222 340 225 95 645 465 385 3 1,804 183 234 55 567 461 333 0 1,759 115 245 82 Cases Involving a Victim (FY Stats) Victims' Services Performed (FY Stats) Mental Health Court Cases Cases Reviewed for Charging Referred by PD Pending DUI Files at Year End % Increase in New Criminal Cases from Prior Year: 2,453 13,972 21 234 436 2,348 15,991 15 198 345 2,481 16,698 66 271 336 2,286 11,961 46 220 421 3,285 16,837 54 269 322 4.05% -15.70% 5.44% -15.51% -5.26% New Cases per Attorney: New Cases per Support Staff: 1,202 1,396 1,215 1,127 1,173 1,273 941 941 892 892 New Criminal Cases 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) Annual Financial Plan Page 179 City of Flagstaff General Administration Division 015 City Attorney Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Serve the Public Through Quality Internal and External Customer Service Strategic Objective: Protect citizens and crime victims through the timely and fair prosecution of State laws and City ordinances Performance Measure Avoid a backlog of cases Strategic Objective: FY 2015 Actual 72% FY 2016 Actual 69% FY 2017 Estimate 75% FY 2018 Proposed 80% Promote the timely and lawful provision of City services Performance Measure Provide satisfactory legal services within client established deadlines Annual Financial Plan Target 90+% Target Meets or Exceeds Expectations Page 180 FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed Meets Meets Meets Meets City of Flagstaff General Administration Division: Division 015 City Attorney 015 - City Attorney Expenditures by Category: Personnel Services Contractuals Commodities Total Actual Expenditures 2015-2016 $ 1,494,584 48,490 25,782 $ 1,568,856 Adopted Budget 2016-2017 $ 1,571,907 49,714 38,945 $ 1,660,566 Estimated Expenditures 2016-2017 $ 1,571,907 49,714 38,945 $ 1,660,566 Proposed Budget 2017-2018 $ 1,617,676 65,658 40,930 $ 1,724,264 Budget-Budget Variance $ 45,769 15,944 1,985 $ 63,698 $ $ $ $ $ Expenditures by Program: General Administration Council and Department Support Police Court Victim's Rights Grant Total $ 126,389 768,253 664,116 10,098 1,568,856 $ 144,373 817,905 688,188 10,100 1,660,566 $ 144,373 817,905 688,188 10,100 1,660,566 $ 151,979 859,035 703,150 10,100 1,724,264 $ 7,606 41,130 14,962 63,698 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 $ $ 1,334,213 43,708 40,665 57,062 128,997 5,428 13,536 91,475 9,180 1,724,264 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 market pay increases as well as an increase in medical and dental insurance. Contractuals increases of 32% are mainly due to onetime costs for a Process Server. Commodities increases of 5% are due to an increase in subscriptions for online law research. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 181 City of Flagstaff Annual Financial Plan Page 182 City of Flagstaff 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. Annual Financial Plan Page 183 City of Flagstaff Court 1 Presiding Magistrate Court 016 1 Division Director (Court Administrator) 1 Magistrate 1.3 Pro Tem Magistrate Operations 1 Deputy Court Administrator Court Services 1 Deputy Court Administrator Probation Services 1 Probation Service Officer Warrant Services 2 Warrants Officer IT/Records Services 2 Court IS Coordinator 1 Court Judicial Specialist Training Services 1 Court Training Specialist Collections Services 2 Collections Specialist 1 Collections Specialist (1X) Annual Financial Plan Customer Service 1 Court Judicial Specialist 2 Admin Assistant 1 Admin Assistant (1X) Fiscal Services .80 Court Finance Specialist Motions and Calendaring 1 Court Judicial Specialist Interpreter Services 1 Court Interpreter Case Management 5.25 Court Judicial Specialist Facility Services Jury Services 1 Jury Services Specialist Page 184 City of Flagstaff General Administration Division 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, fair 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 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service        Through active case management, adjudicated 91% of all cases within 90 days including the time a case spent out on a warrant (exceeds state average of 82% for all courts) 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 to the public through an online data warehouse Expanded our customer service and court collection capabilities Continued participation in the development, review and rollout of a new statewide automated case management system (CMS), and participated with the steering committee for the program Continued expansion of the Criminal Justice Integration System (CJI), renewed the Intergovernmental Agreement (IGA) and developed support agreement through a service provider Participated in the Tuba City Judicial District Court to resolve outstanding court cases for residents in Tuba City and outlying areas; in coordination with the Flagstaff Justice Court and District 5 Supervisor Lena Fowler Participated in the 4th Annual High Country Veterans Stand Down Strategic Plan Priority: Invest in Our People    All court staff completed the orientation and training requirements of the Arizona Judicial Branch and we have reported such in a timely manner Judges participated in the Coconino County Limited Jurisdiction Courts Annual Workshop, as well as, the Statewide Judicial Conference Completed 5th year of development and implementation of the Coconino County Court Staff Conference for training of court employees Strategic Plan Priority: Foster a Resilient and Economically Prosperous City   Processed over $3.5 million in financial transactions, have complied with the Arizona Supreme Court Minimum Accounting Standards and reported in a timely manner Completed an external audit of our financial management process and reported timely Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community   Complied with all Rules of Court and statutory case handling requirements Completed Arizona Supreme Court pilot project for electronic arrest warrant process to improve speed and accuracy Annual Financial Plan Page 185 City of Flagstaff General Administration       Division 016 Flagstaff Municipal Court Performed a joint facility feasibility study with Coconino County to determine costs and possibilities for a new courthouse facility Completed public education program for Proposition 412, a ballot initiative to partially fund a new courthouse Worked with the Model Time Standards Steering Committee in setting standards for the entire State and began reporting compliance with standards at the Flagstaff Municipal Court Worked with the Criminal Justice Coordinating Council in developing coordinated plans for the criminal justice system throughout the county Continued use of both the Mental Health Court and the Veteran’s Court at the Flagstaff Municipal Court Participation on the Supreme Court Task Force on Court Management of Digital Evidence FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service         Through active case management, adjudicate 91% of all cases within 90 days including the time a case spent out on a warrant (exceed state average of for all courts) Provide accurate information to the public in specific case inquiries, visits by the public and participate in ongoing statistical reporting; provide all public court case information through an online data warehouse Expand our customer service and court collection capabilities while integrating the recommendations, statutory changes and rule changes Continue participation in the development, review and rollout of a new statewide automated case management system, and participate with the steering committee for the program Continue expansion of the Criminal Justice Integration System providing increased electronic filing capabilities Scan current active case related documents into our Electronic Document Management System Participate in the Tuba City Judicial District Court to resolve outstanding court cases for residents in Tuba City and outlying areas; in coordination with the Flagstaff Justice Court and District 5 Supervisor Lena Fowler Participate in the 5th Annual High Country Veterans Stand Down Strategic Plan Priority: Invest in Our People    Have all court staff complete the orientation and training requirements of the Arizona Judicial Branch and report such in a timely manner Have Judge participate in the regional LJ conference as well as the Statewide Judicial Conference Complete 6th year of development and implementation of the Coconino County Court Staff Conference for training of court employees Strategic Plan Priority: Foster a Resilient and Economically Prosperous City  Process over $3.7 million in financial transactions, comply with the Arizona Supreme Court Minimum Accounting Standards and report in a timely manner Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community         Comply with all Rules of Court and statutory case handling requirements Move forward with the process in creating an agreement with Coconino County for a new court facility Choose a new courthouse design team and begin to move forward on the design process for a new court facility Work with the Model Time Standards Steering Committee in setting standards for the entire State and roll out next phase of report compliance at the Flagstaff Municipal Court Work with the Criminal Justice Coordinating Council (CJCC) in developing coordinated plans for the criminal justice system throughout the county Continue the use of both the Mental Health Court and the Veteran’s Court at the Flagstaff Municipal Court Continue to implement the Courts within Coconino County strategic plan as outlined in Justice 2035 Continue participation on the Supreme Court Task Force on Court Management of Digital Evidence Annual Financial Plan Page 186 City of Flagstaff General Administration Division 016 Flagstaff Municipal Court Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Serve the Public Through Quality Internal and External Customer Service Strategic Objective: Court user treated fairly and the Court was accessible Performance Measure Yearly conduct and improve upon the results of the Access and Fairness Survey Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 80% 76% 82% 79% 80% Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Enhance the Organization's Fiscal Stability and Resourcefulness Strategic Objective: Consistent and accurate collection of court ordered monetary obligations Performance Measure Improve the collection of court ordered monetary obligations Target Annual Increase FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed $3,344,854 $3,797,229 $3,948,500 $4,263,600 Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Promote Policies That Reflect a Positive and Safe Community Strategic Objective: Timely adjudication of cases filed in the court Performance Measure Meet or exceed the state average of closed cases Target ≥ State Average FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed >8% >6% >5% >5% Strategic Priority – Goal: Work in Partnership to Enhance a Safe and Livable Community - Foster a Safe, Healthy, Equitable and Accessible Community Strategic Objective: Timely adjudication of cases filed in the court Performance Measure Meet or exceed the state average of clearance rates of cases Annual Financial Plan Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% 111% 111% 100% 100% Page 187 City of Flagstaff General Administration Division 016 Flagstaff Municipal Court Strategic Priority – Goal: Work in Partnership to Enhance a Safe and Livable Community - Promote High Quality of Life Through Consistent Standards, Rules and Regulations Strategic Objective: Timely adjudication of cases filed in the court Performance Measure Meet or exceed the state average of time to disposition of cases Division: Target ≥ State Average 82% FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 94% 91% 90% 90% 016 - Municipal Court Expenditures by Category: Personnel Services Contractuals Commodities Capital Total Actual Expenditures 2015-2016 $ 1,886,344 807,272 88,620 64,422 $ 2,846,658 Adopted Budget 2016-2017 $ 2,243,788 854,323 67,595 $ 3,165,706 Estimated Expenditures 2016-2017 $ 2,243,788 854,323 67,595 $ 3,165,706 Proposed Budget 2017-2018 $ 2,196,323 803,345 69,595 5,500 $ 3,074,763 Budget-Budget Variance $ (47,465) (50,978) 2,000 5,500 $ (90,943) $ $ $ $ $ Expenditures by Program: General Administration Court Services Record Management Court Enforcement Warrant Division Court Operations Judicial Services Total $ 813,386 661,267 115,753 257,759 345,998 183,464 469,031 2,846,658 $ 786,447 721,270 186,006 381,988 342,855 272,624 474,516 3,165,706 $ 786,447 721,270 186,006 381,988 342,855 272,624 474,516 3,165,706 $ 718,491 733,112 132,631 375,166 346,486 275,039 493,838 3,074,763 $ $ 3,074,763 3,074,763 $ (67,956) 11,842 (53,375) (6,822) 3,631 2,415 19,322 (90,943) Source of Funding: General Fund Commentary: The Municipal Court operating budget has deceased by 3%. The Personnel Services decrease of 2% is mainly due to reduced temporary labor funding, offset by a market pay increase as well as an increase in medical and dental insurance. Contractuals decreases of 6% are for one-time prior year conversion costs for the Electronic Document Management System (EDMS). Commodities increases of 3% are due to small equipment replacements. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 188 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 gathering data, as well as interacting with commerce to promote adherence to local, state, and federal requirements, as they pertain to municipal services, business licenses, and sales tax reporting, in order to safeguard City revenue. The mission of the Finance Section is to ethically provide oversight, fiscal management and customer service through accountability and transparency. Annual Financial Plan Page 189 City of Flagstaff Management Services Management Services 031 1 Division Director (Management Services) 031 1 Financial Systems Analyst Purchasing Section 032 1 Purchasing Director 1 Administrative Specialist Grants 1 Grant and Contracts Manager 1 Grants Specialist 1 Contract Specialist (1X for 2 Years) Revenue 033 1 Revenue Director Customer Service 1 Customer Service Manager 7 Admin Specialist Finance 034 1 Finance Director Accounting 1 Finance Manager 2 Accountant 1 Accounts Specialist 1 Finance Specialist 1 Finance Clerk 1 Collections and Billing Manager Budget 1 Finance Manager 1 Finance Clerk 1 Auditor II 2 Billing Specialist 2 Accountant Purchasing 1 Purchasing Manager Meter Reading 1 Meter Technician Supervisor 1 Finance Specialist 1 Buyer 2 Meter Technician II 2 Meter Technician Payroll 1 Payroll Manager 2 Procurement Specialist 2 Payroll Specialists 1 Finance Clerk Annual Financial Plan Page 190 City of Flagstaff Management Services Section: Section 031 Administration 031 - Management Services Expenditures by Category: Personnel Services Contractuals Commodities Total Actual Expenditures 2015-2016 $ 226,840 14,047 3,287 $ 244,174 Adopted Budget 2016-2017 $ 257,145 13,624 1,600 $ 272,369 Estimated Expenditures 2016-2017 $ 257,145 13,624 1,600 $ 272,369 Proposed Budget 2017-2018 $ 233,212 13,624 1,600 $ 248,436 Budget-Budget Variance $ (23,933) $ (23,933) $ $ $ $ $ $ $ $ 248,436 248,436 $ $ $ 242,464 669 623 874 1,975 83 207 1,400 141 248,436 Expenditures by Program: General Administration Total 244,174 244,174 272,369 272,369 272,369 272,369 (23,933) (23,933) 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 decreased by 9% and there are no capital expenditures. The Personnel Services decrease of 9% is due to turn over and a change in personnel. Contractuals and Commodities remained the same between FY 2017 and FY 2018. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 191 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 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service       Each fiscal year, the Purchasing section strives to be awarded the Achievement of Excellence in Procurement (AEP) award by the National Purchasing Institute (NPI), which signifies and demonstrates exceptional knowledge, experience and procurement processes that allows the Purchasing Section to provide exceptional services to both internal and external customers; this fiscal year, we improved and actually exceeded our previous scores, based on 35 evaluation criteria and for the 6th consecutive year, we were awarded the AEP award; the City of Flagstaff’s Purchasing Section is one of only 13 agencies in Arizona and one of only 72 Municipalities in the United States and Canada to receive the award Implemented and now utilize an E-bidding software system to accommodate electronic submissions of bids, proposals and statements of qualifications from vendors, contractors and professional design firms; this electronic process has allowed Purchasing staff to conduct informal and formal solicitations much more efficiently, effectively and virtually paperless Provided purchasing related training to various divisions/sections and individual “one-on-one” training sessions Purchasing staff makes every effort to meet periodically with their respective divisions/sections they provide purchasing services to in an effort to maintain work relationships, discuss and resolve any purchasing related issues associated with a project they are working on and to identify additional customer service opportunities to implement Continue to conduct both internal and external customer satisfaction surveys to determine where there are opportunities for improvement in providing procurement related services Completed and provided a comprehensive report to City Council that recaps all of our contract awards; this is an annual report that we provide to Council that recaps all contracts that originate from a formal competitive solicitation process and provides various statistical information Strategic Plan Priority: Invest in Our People   Provided many professional development and training opportunities that help our purchasing staff to maintain their professional purchasing certifications, as well as keeping current with purchasing trends, best practices and new legislation that effects public sector purchasing One of our Purchasing section Senior Procurement Specialists was nominated and recruited by the Alliance for Construction Excellence (ACE) at Arizona State University to work in conjunction with the Center for Job Order Contracting (JOC) Excellence to design and implement a JOC certification program (the first of its kind) on a national level; this certification program has and will continue to educate, train and foster the importance of certification programs related to the procurement of construction related alternative project delivery methods Annual Financial Plan Page 192 City of Flagstaff Management Services  Section 032 Purchasing Our Procurement Card (P-card) administrator continued a series of P-card training sessions and passed a very rigorous written exam and obtained the Certified Purchasing Card Professional (CPCP) certification Strategic Plan Priority: Foster a Resilient and Economically Prosperous City      Continued providing “procurement process” training to our local vendor community in an effort to educate them on our City’s procurement process and how to submit stellar bids and proposals, especially when responding to formal solicitations; these training opportunities are designed to help them be more frequently the lowest bidder when responding to an Invitation for Bids and score higher in each of the evaluation criteria when responding to a Request for Proposals or a Request for Statements of Qualifications Continued to make reasonable good faith efforts to solicit quotations from local vendors when conducting an informal procurement of goods, services and construction when informal quotations are required Continued to be successful in identifying and implementing cost savings/cost avoidance associated with purchases of goods, services and construction through vendor/contractor negotiations that help our division/section budgets Worked collaboratively with divisions/sections with oversight of allocated budgets so they are expended correctly for various procurement of goods, services and construction Through effective administration, monitoring and management of the City’s P-card program, our P-card program continues to expand each year in the number of annual transactions and has grown in the number of P-card transactions by 13% this year over last year, with an increase of 10% in rebate dollars back to the City FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service      Continue to meet or exceed all of the 35 evaluation criteria to be awarded the Achievement of Excellence in Procurement (AEP) award by the National Purchasing institute (NPI) Research and demo other modules of our E-bidding software to determine if there are other features and capabilities we can utilize to capitalize on additional efficiencies and processes associated with competitive solicitations Continue conducting both internal and external customer satisfaction surveys to monitor overall customer satisfaction and identify areas where there are opportunities for improvement Continue to complete and provide the annual contract awards report to City Council that recaps all of our contract awards; this is an annual report that we provide to Council that recaps all contracts that originate from a formal competitive solicitation process and provides various statistical information Centralize our monitoring and management of Citywide contracts (e.g., leases, IGAs, development agreements, term contracts, etc.) to enhance our ability to keep track of and monitor contract deliverables, critical contractual milestones and lease related escalator clauses to make sure we capture the appropriate revenues in terms of lease payments to the City Strategic Plan Priority: Invest in Our People    Continue training and professional growth opportunities for purchasing staff Continue with training, study sessions and taking required exams to maintain existing professional purchasing certifications, as well as obtaining new certifications Continue with participation in the Job Order Contracting (JOC) certification program (the first of its kind) on a national level with phase II of the certification program to complete the overall development process of this program; Phase II will begin to mold and solidify the minimum requirements and overall exam structure for this certification program, which will also continue to provide Purchasing section staff additional education and training related to the procurement of construction related alternative project delivery methods Annual Financial Plan Page 193 City of Flagstaff Management Services Section 032 Purchasing Strategic Plan Priority: Foster a Resilient and Economically Prosperous City    Continue to work collaboratively with divisions/sections with oversight of allocated budgets so they are expended correctly for various procurement of goods, services and construction Work with our partner agencies that make up the Flagstaff Alliance for the Second Century to identify opportunities for more “joint purchasing” and establishing more “cooperative contracts” to leverage our purchases by combining our respective needs for goods, services and construction Expand our P-card program to include contractors and other vendors where we can utilize our P-card program to make payments on invoices that will help increase our rebate dollars for the City Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Serve the Public Through Quality Internal and External Customer Service Strategic Objective: Provide quality internal and external customer service Performance Measure Obtain high percentage score on Customer Satisfaction Surveys (Survey Monkey) Strategic Objective: The time period from Council approval to a fully executed contract FY 2018 Proposed 80% 78% 76% 80% 82% Target 5 Business Days FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed N/A N/A N/A <5 Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 3% 3% 4% 6% >3% Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed Quarterly 50% 50% 75% 100% Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 90% N/A N/A N/A 95% Contract management Performance Measure Successful management of contract deliverables to achieve best value Annual Financial Plan FY 2017 Estimate Provide vendor training on the City's procurement process Performance Measure Schedule and conduct formal vendor training workshops Strategic Objective: FY 2016 Actual Increase utilization of procurement card (P-Card) Performance Measure Increase the number of P-Card transactions on an annual basis Strategic Objective: FY 2015 Actual Timely distribution of Council approved contracts to obtain all required signatures Performance Measure Strategic Objective: Target Page 194 City of Flagstaff Management Services Section 032 Purchasing Strategic Priority – Goal: Provide Exceptional Service - Foster Clear and Consistent Communication Strategic Objective: Vendor relationship management Performance Measure Manage and monitor positive vendor relations with those we have contracts with Target Three vendor meetings per month FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed N/A N/A N/A 5 Strategic Priority – Goal: Provide Exceptional Service - Provide Employees Tools, Training and Support Strategic Objective: Provide professional development opportunities for staff Performance Measure Identify and attend procurement related workshops Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% 100% 100% 100% 100% Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Enhance the Organization's Fiscal Stability and Resourcefulness Strategic Objective: Identify and implement cost saving/cost avoidance opportunities Performance Measure Total cost savings/cost avoidance identified and realized on an annual basis Annual Financial Plan Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed >$50,000 $50,368 $119,746 $60,000 >$75,000 Page 195 City of Flagstaff Management Services Section: Section 032 Purchasing 032 - Purchasing Expenditures by Category: Personnel Services Contractuals Commodities Total Actual Expenditures 2015-2016 $ 484,738 11,738 14,113 $ 510,589 Adopted Budget 2016-2017 $ 578,932 12,127 (16,125) $ 574,934 Estimated Expenditures 2016-2017 $ 530,182 12,127 (16,125) $ 526,184 Proposed Budget 2017-2018 $ 804,791 33,789 17,177 $ 855,757 Budget-Budget Variance $ 225,859 21,662 33,302 $ 280,823 $ $ $ $ $ Expenditures by Program: General Administration Purchasing Warehouse Grants and Contracts Management Total $ 3,104 492,624 14,861 510,589 $ 1,000 573,934 574,934 $ 1,000 525,184 526,184 $ 532,473 323,284 855,757 $ (1,000) (41,461) 323,284 280,823 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 $ $ 476,446 22,381 33,310 28,467 192,838 16,195 19,116 62,987 4,017 855,757 Commentary: The Purchasing operating budget has increased by 49% and there are no capital expenditures. The Personnel Services increase of 39% is due to three FTE Grant Program positions being moved from Finance to Purchasing, market pay increases and an increase in medical and dental insurance. Contractuals increases of 179% and are due to the Grant Program being moved from Finance to Purchasing. Commodities increases of 207% are due to an increase in computer software. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 196 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 oversight of the vendored 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, and meter change-outs and repairs. Sales Tax and Licensing is responsible for license issuance and renewal, tax return processing,sales tax collections and business licensing. The Copy Center is responsbile for copying, printing, scanning and mail processing. FY 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service   Initiated goal to provide quality internal Customer Service through process improvements; opened discussions with stakeholders on service delivery, such as petty cash for City Records Coordinator and distribution of Liquor License workload with City Clerk’s office Initiated goal of limiting hold time for external clients calling Customer Service queue phone line; baseline is at two minutes and fifty-nine seconds with a future goal of two minutes, maximum Strategic Plan Priority: Invest in Our People  Initiated goal to reduce Customer Service call duration, while still effectively transmitting information, which involves training staff on customer service and telephone etiquette Strategic Plan Priority: Foster a Resilient and Economically Prosperous City  Initiated goal to train staff in applicable rules and regulations; staff has completed training in Driver Safety Training, Effective Communication and Excel Strategic Plan Priority: Work In Partnership to Enhance a Safe and Livable Community   Initiated goal to reduce direct mailing costs and associated labor through increased Municipal Statement and Miscellaneous Accounts Receivable e-billing Continued to invest City funds with goal of maximum return, remembering safety of principal is more important than return on principal; continue partnering with PFM Investments, LGIP and Alliance Bank of Arizona for strong investments that reflect the values of the City Council, in line with the Investment Procedure Manual Annual Financial Plan Page 197 City of Flagstaff Management Services Section 033 Revenue FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service   Continue goal to provide quality internal Customer Service through process improvements; improve petty cash procedures, allowing for reimbursements through electronic fund transfers; engage stakeholders in the implementation of the Business Licensing Module to assist with various programs, such as liquor licenses, grants, and Real Estate; establish credit card processing capabilities for areas which were previously limited to cash or checks for monetary transactions Continue goal of limiting hold time for external clients calling Customer Service queue phone line to less than two minutes, maximum Strategic Plan Priority: Invest in Our People  Continue goal to reduce Customer Service call duration, while still effectively transmitting information, through training staff on customer service and telephone etiquette; maintain an average of less than five minutes, notwithstanding the initiation of Downtown Parking Meter implementation and new staff Strategic Plan Priority: Foster a Resilient and Economically Prosperous City  Continue goal to train staff in applicable rules and regulations; continue applicable training in Driver Safety Training, Effective Communication and Excel, while branching out to other applicable areas to improve performance. Strategic Plan Priority: Work In Partnership to Enhance a Safe and Livable Community   Continue goal to reduce direct mailing costs and associated labor through increased Municipal Statement and Miscellaneous Accounts Receivable e-billing; this can be achieved with the implementation of Point and Pay services promoting e-bills through the customer portal, social media and affiliation with Sustainability campaigns Continue to invest City funds with goal of maximum return, remembering safety of principal is more important than return on principal; continue partnering with PFM Investments, LGIP and Alliance Bank of Arizona for strong investments that reflect the values of the City Council, in line with the Investment Procedure Manual Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Serve the Public Through Quality Internal and External Customer Service Strategic Objective: Provide quality internal customer service through process improvements Performance Measure Obtain high percentage score on Customer Satisfaction Surveys (Survey Monkey) Annual Financial Plan Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 80% N/A N/A 80% 82% Page 198 City of Flagstaff Management Services Section 033 Revenue Strategic Priority – Goal: Provide Exceptional Service - Foster Clear and Consistent Communication Strategic Objective: Provide quality customer service through timely telephone communication Performance Measure Limit hold time for external clients calling Customer Service queue phone line Target <2 Minutes FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed N/A 2:59 2:46 2:44 Strategic Priority – Goal: Provide Exceptional Service - Provide Employees Tools, Training and Support Strategic Objective: Provide consistent information, training and support to team members on system changes, in order to transmit information to clients Performance Measure Reduce Customer Service call duration, including combined talk and hold times, as information is effectively transmitted Target <5 Minutes FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed N/A 2:36 2:31 2:29 Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Enhance the Organization's Fiscal Stability and Resourcefulness Strategic Objective: Maintain a high collection rate and diligence in account maintenance Performance Measure Maintain utility and miscellaneous accounts receivable write-offs below 1% of total revenue Strategic Objective: FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 0.56% 0.25% 0.45% .35% Invest City funds with goal of maximum return, remembering safety of principal is more important than return on principal Performance Measure Achieve a rate of return on managed investments that exceeds the designated benchmark rate Annual Financial Plan Target <1% Total Revenue Target >.25% Very Good, .1% to .25%, Adequate, <.1% Underperform Page 199 FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed -.01% -.01% 0.06% .05% City of Flagstaff Management Services Section 033 Revenue Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Support Sustainable Economic Development and Its Practices Strategic Objective: Research and implement measures to improve e-bills in coordination with customer outreach to reduce costs and improve services Performance Measure Reduce direct mailing costs and associated labor through increased utility and miscellaneous accounts Receivable e-billing Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 2% N/A N/A 17% 19% Strategic Priority – Goal: Work in Partnership to Enhance a Safe and Livable Community - Promote High Quality of Life Through Consistent Standards, Rules and Regulations Strategic Objective: Train staff in applicable rules and regulations Performance Measure Report minimum level of education during the year Annual Financial Plan Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% N/A N/A 60% 70% Page 200 City of Flagstaff Management Services Section: Section 033 Revenue 033 - Revenue Expenditures by Category: Personnel Services Contractuals Commodities Capital Total Actual Expenditures 2015-2016 $ 1,103,290 329,718 62,475 41,117 $ 1,536,600 Adopted Budget 2016-2017 $ 1,151,770 388,339 43,800 32,000 $ 1,615,909 Estimated Expenditures 2016-2017 $ 1,151,770 388,339 43,800 32,000 $ 1,615,909 Proposed Budget 2017-2018 $ 1,157,915 400,039 65,090 62,000 $ 1,685,044 Budget-Budget Variance $ 6,145 11,700 21,290 30,000 $ 69,135 $ $ $ $ $ Expenditures by Program: General Administration Licensing and Support Auditing Sales Tax Collections Customer Service Billing and Collections Print and Mail Services Meter Services Total $ 150,508 109,275 125,803 95,812 735,964 6,032 3,984 309,222 1,536,600 $ 247,658 97,418 179,164 70,377 658,429 362,863 1,615,909 $ 247,658 97,418 179,164 70,377 658,429 362,863 1,615,909 $ 361,564 60,027 73,068 21,132 778,758 390,495 1,685,044 $ 113,906 (37,391) (106,096) (49,245) 120,329 27,632 69,135 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 $ $ 193,235 6,672 11,576 279,250 922,697 16,865 35,023 203,412 16,314 1,685,044 Commentary: The Revenue Section operating budget increased 2%. There are Capital expenditures ($62,000), resulting in an overall increase of 4%. 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 3% are due to increased costs for computer equipment and other miscellaneous services. Commodities increases of 49% are due to increases in credit card fees and postage increases. Major capital (>$10,000) includes a meter services vehicle. Annual Financial Plan Page 201 City of Flagstaff Management Services Section 034 Finance Mission The mission of the Finance section is to ethically provide oversight, fiscal management and customer service through accountability and transparency. Program Description The Finance section provides a variety of financial services to the Council and City staff. Services include accounts payable, payroll, financial analysis, budget reporting and financial reporting. FY 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service  Implementation of a Transparency Website with OpenGov software Strategic Plan Priority: Invest in Our People    Provided budget and other finance related training to various divisions/sections and individual one-on-one training sessions Implementation of Phase II of Market Based Pay Implementation of new PSPRS and EORP (Public Safety and Elected Official) pension plan changes Strategic Plan Priority: Foster a Resilient and Economically Prosperous City     Issued $10 million in revenue bonds for Road Repair and Street Safety projects and $1 million in general obligation bonds for various city projects For the 23rd consecutive year, received the Government Finance Officers Association (GFOA) Distinguished Budget Presentation Award for FY 2017 For the 23rd consecutive year, received the GFOA Certificate of Achievement for Excellence in Financial Reporting for FY 2016 No findings, material weakness and significant deficiencies reported as part of the FY 2016 financial and single audit Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community  Provided Finance staff with internal/external training FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service  Develop and communicate a Finance Code of Ethics and standard operating procedure manual Strategic Plan Priority: Invest in Our People   Implementation of new time entry software Implementation of new Innoprise software for Work Management, Capital Assets, and Payroll/Human Resources Annual Financial Plan Page 202 City of Flagstaff Management Services    Section 034 Finance Provide City-wide and one-on-one training opportunities to employees on payroll, budgeting, the City’s ERP system and other finance related topics Process PSPRS refunds to current and retired employees Implementation of Phase III of Market Based Pay Strategic Plan Priority: Foster a Resilient and Economically Prosperous City  Implement GASB 77 for tax abatement disclosures Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community  Continue to provide training and professional growth opportunities for Finance staff Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Serve the Public Through Quality Internal and External Customer Service Strategic Objective: To provide financial transparency reporting Performance Measure Create and maintain transparency website (OpenGov) Target >500 Visitors FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed N/A N/A 250 500 Strategic Priority – Goal: Provide Exceptional Service - Demonstrate Respect, Equity and Strong Ethics Strategic Objective: Develop and communicate a Finance Code of Ethics and Finance Internal Controls Performance Measure Create the document, educate Finance staff and have sign off on the document Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% N/A N/A N/A 75% Strategic Priority – Goal: Invest in Our People - Ensure Effective Resources for Employees Strategic Objective: Provide technical expertise to employees to facilitate decision making Performance Measure Accurate grant financial and compliance reporting Accurate payroll financial and compliance reporting Accurate accounts payable financial and compliance reporting Annual Financial Plan Target <10 Revised Reports <4 Corrected/ Reissued Payroll Checks <5 Corrected/Re issued 1099s Page 203 FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed N/A N/A 10 10 N/A 4 4 4 N/A N/A 5 5 City of Flagstaff Management Services Strategic Objective: Section 034 Finance Ensure finance employee provide training and presentations to City staff Performance Measure Finance staff to provide citywide trainings Target >10 FY 2015 Actual 3 FY 2016 Actual 3 FY 2017 Estimate 7 FY 2018 Proposed 10 Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Enhance the Organization's Fiscal Stability and Resourcefulness Strategic Objective: Provide accurate and timely financial information to internal and external customers Performance Measure Timely and accurate regulatory financial reports Timely and accurate GFOA financial reports Timely and accurate financial reports with no single audit findings reported Strategic Objective: Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% N/A N/A 100% 100% 100% 100% 100% 100% 100% 0 3 0 0 0 Maintain minimum level of fiscal policy Performance Measure Meeting minimum bond rating level of AAMeeting minimum level of fund balance for all funds Target 100% FY 2015 Actual 100% FY 2016 Actual 100% FY 2017 Estimate 100% FY 2018 Proposed 100% 100% 100% 100% 100% 100% Strategic Priority – Goal: Work in Partnership to Enhance a Safe and Livable Community - Promote High Quality of Life Through Consistent Standards, Rules and Regulations Strategic Objective: Training staff in applicable rules and regulations Performance Measure Report minimum level of education during the year Annual Financial Plan Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% N/A N/A 75% 100% Page 204 City of Flagstaff Management Services Section: Section 034 Finance 034 - Finance Expenditures by Category: Personnel Services Contractuals Commodities Total Actual Expenditures 2015-2016 $ 1,033,598 62,317 39,588 $ 1,135,503 Adopted Budget 2016-2017 $ 1,255,706 84,552 19,034 $ 1,359,292 Estimated Expenditures 2016-2017 $ 1,255,706 71,052 19,034 $ 1,345,792 Proposed Budget 2017-2018 $ 1,126,712 52,930 13,076 $ 1,192,718 Budget-Budget Variance $ (128,994) (31,622) (5,958) $ (166,574) $ $ $ $ $ Expenditures by Program: General Administration Accounting Payroll Accounts Payable Grants Management Total $ 164,185 481,188 184,871 95,862 209,397 1,135,503 $ 144,808 651,473 252,407 80,385 230,219 1,359,292 $ 144,808 637,973 252,407 80,385 230,219 1,345,792 $ 125,669 681,930 259,487 125,632 1,192,718 $ (19,139) 30,457 7,080 45,247 (230,219) (166,574) 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 $ $ 834,697 64,173 40,614 30,511 104,302 7,637 33,182 64,402 13,200 1,192,718 Commentary: The Finance operating budget has decreased 12% and there are no capital expenditures. The Personnel Services decrease of 10% is due to three FTE Grant Program positions being moved from Finance to Purchasing, offset by market pay increases and an increase in medical and dental insurance. Contractuals decreases of 37% and Commodities decreases of 31% are due to the Grant Program being moved from Finance to Purchasing. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 205 City of Flagstaff Annual Financial Plan Page 206 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. Annual Financial Plan Page 207 City of Flagstaff Fire Fire 051/052 1 Division Director (Fire Chief) 1 Administrative Specialist Administration / Operations 1 Deputy Fire Chief Wildland Fire Management 1 Wildland Fire Manager 1 Administrative Specialist “A” Shift 1 Battalion Chief “B” Shift 1 Battalion Chief “C” Shift 1 Battalion Chief 7 Fire Captains 7 Fire Captains 7 Fire Captains 7 Fire Engineers 7 Fire Engineers 7 Fire Engineers 12 Firefighters 12 Firefighters 12 Firefighters 1 Wildland Fire Supervisor Community Risk 1 Battalion Chief 2 Fire Inspector 1 Regional Fire Training Coordinator (1X) Wildland Firefighter Crew Bosses (Contract) Wildland Crew Members (Contract) 1 Wildland Fire Firewise Specialist 1 FWPP Operations Specialist (Contract Temp) 1 Cart EMT 1 Cart Paramedic (1X) Annual Financial Plan Page 208 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, Community Risk, Training, Operations and Wildland Fire Management. FY 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service           Increased call volume by approximately 11%, with total calls for service at 14,040 in calendar year 2016 Developed a cooperative response agreement on the 180 corridor to enhance service levels to both the City of Flagstaff and the Summit Fire District which brings the closest units regardless of jurisdiction Utilized an ASRS Paramedic along with an EMT on the CART to provide better service coverage and increase their scope of work; when staffed, and proper EMD, FFD saw an increase of 60% in responses by this unit Provided 1,225 (3,675 man hours) company inspections and 515 fire inspector inspections (300 man hours) Held critical patient scene time under 25 minutes 85% of the time Invested in a new electronic patient care field reporting system; this will provide better EMS tracking, decrease report documentation times and meet new state medical reporting recommendations Maintained a paramedic on every fire unit in the City 85% of the time to provide Advanced Life Support care Saved an estimated $56 million dollars from fire loss, compared to only $1.67 million in estimated loss Convinced the Summit Fire board to bring all 911 calls back into the FPD dispatch center for regional efficiency All Fire inspections are now completed electronically by our division, with the assistance of a partnership with Northern Arizona University; this new process streamlines operations documentation and enhances our customer service Strategic Plan Priority: Invest in Our People       Provided internal professional development opportunities for an interim deputy chief position and acting opportunities at the battalion chief, captain and engineer positions through an Intergovernmental Agreement (IGA) Facilitated a regional academy through Greater Flagstaff Region (GFR) to build better regional efficiency and save money through spreading out resources and instructors Hired four paramedics and put three through class to up our paramedics available in the City for All-Risk and EMS response; FFD continues to look for ongoing budgetary support in this area Created a new task book for engineer and captain to facilitate consistency in professional development Participated in the first-ever International Association of Fire Chiefs exchange of wildland fire program staff Staffed the vacant Flagstaff Watershed Protection Project (FWPP) Operations Specialist position Annual Financial Plan Page 209 City of Flagstaff Fire Department   Section 051 Fire Provided well over the 16,811 hours of documented individual training to division personnel In 2016 FFD hired a new fire inspector and are now in the process of getting him specific fire protection inspection training to assist in the increasing workload Strategic Plan Priority: Foster a Resilient and Economically Prosperous City      Put together an eight (8) year apparatus replacement plan that works directly with all divisions and Fleet which is projected to save $3.73 million dollars over the typical replacement schedule Invoiced the State $1.1 million in reimbursable Wildfire callout incidents (38 separate incidents) Awarded $206,000 in Forest health and management grant funds Awarded $195,000 for a regional grant “Blue Card” to enhance regional command and control tactics Worked with Summit Fire and Medical District to save and reinitiate a contract protection area that retains almost $60,000 annual income to the City Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community             Reallocated $587,000 for a new Engine to better serve division apparatus and Team Flagstaff needs Finished the first year of an IGA with Summit Fire Department to provide management oversight with some significant areas of success in operational efficiencies and financial balance Continued to lead the Flagstaff Watershed Protection Project (FWPP): completed 26 planned major benchmarks (out of 30), treated 800 acres (thinning/harvesting and prescribed burns), completed lay-out and preparation of 4,000 acres, chipped 525 acres, reached conceptual agreement with the Navajo Nation on access and treatment of the Brookbank Meadow parcel, signed conducted numerous public outreach and education events, and have accounted for $3.4 million in partner contributions Removed 148 individual hazard trees throughout the community Continued leadership roles in Greater Flagstaff Forests Partnership (GFFP) and the Four Forests Restoration Initiative (4FRI) and have engaged in efforts with Camp Navajo to plan-and-develop a Biomass plant on the facility Completed the Observatory Mesa Natural Area Forest Stewardship Plan Initiated and utilized an Inter-Operability Crew Agreement with both Ponderosa Fire District and Summit Fire and Medical Department Lead the Community Wildfire Preparedness Day, including hosting the 1st Harvesting Methods Open House at the Aquaplex Treated property sustained 300% less acres lost than areas not treated by Wildfire Management efforts The adoption of the 2012 International Fire Code and local amendments to keep current with state minimum requirements as well as consistency with the building divisions’ use of the 2012 IBC – future updates on both of these codes will come at the same time. In 2016 we categorized the community’s operational maintenance inspections into high, moderate and low risk; future high risk inspections will be completed annually by fire inspectors and fire crews; moderate risk every other year; and low risk occupancies will become self-inspections Flagstaff Fire presented a Fire Safety presentation to eight of the thirteen public and private schools during Fire prevention month of this past year; the target group was students K-4 with a goal next year to schedule all thirteen schools FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service   Provide 90% paramedic staffing to all units 24/7 Develop and launch new metrics to track staff time distribution and program accomplishments in Wildfire management Annual Financial Plan Page 210 City of Flagstaff Fire Department Section 051 Fire  Continue to establish drop boundary responses for improved service levels  Work on improving the EMD response for “man-down” type calls  Continue to work towards regionalization in an effort to improve our service levels Strategic Plan Priority: Invest in Our People    Revise staff position descriptions in the Wildfire management division Develop a battalion chief level task book to promote professional development Put all acting captains through the Blue Card certification process Strategic Plan Priority: Foster a Resilient and Economically Prosperous City   Improve our plans review and streamline permitting process Add clarity and consistency to our user fee program Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community Develop a financial plan to bring long-term stability to the Wildland Fire Management program Procure through grants for active shooter equipment for our personnel  Community Risk Fire Inspectors will complete 100% of all high-risk type occupancy inspections  Look at options to further improve the IGA with Summit through blending of resources   Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Serve the Public Through Quality Internal and External Customer Service Strategic Objective: On priority medical calls maintain a patient contact to transport time at 25 minutes 90% of the time Performance Measure Have paramedics on scene to initiate aggressive Advanced Life Support (ALS) care to reduce scene to hospital times Strategic Objective: FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 85% 84% 85% 86% 87% Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% 86% 85% 88% 90% Provide highly trained and equipped units to minimize the amount of damage due to structure fires Performance Measure Lost structures versus saved structures (based on actual assessed values) Annual Financial Plan FY 2015 Actual Maintain a paramedic on all front line units for EMS service provision Performance Measure Have a paramedic on 100% of all EMS calls in order to provide ALS care Strategic Objective: Target Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 80% 90% 97% 90% 90% Page 211 City of Flagstaff Fire Department Section 051 Fire Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Promote Policies That Reflect a Positive and Safe Community Strategic Objective: Our forests are resilient to disturbances in accordance with management objectives and regional plans Performance Measure Complete 500+ acres of combined treatment Strategic Objective: Target 500 FY 2015 Actual 1,379 FY 2016 Actual 2,032 FY 2017 Estimate 1,250 FY 2018 Proposed 1,100 Assess the risk of wildfire to the public and emergency personnel and work to minimize these through effective treatment and management Performance Measure Document the difference of average wildfire size on Treated vs. Non-Treated property and identify steps to address if target not met Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% 600% 600% 300% 300% Strategic Priority – Goal: Work in Partnership to Enhance a Safe and Livable Community - Foster a Safe, Healthy, Equitable and Accessible Community Strategic Objective: Provide the quickest possible response to 911 emergency calls Performance Measure Response time analysis based on meeting a combined turnout/travel time of six minutes Strategic Objective: FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 70% 56% 59% 60% 60% Confine fire to room of origin in order to reduce risk to life and property loss Performance Measure Confine the fire to the room of origin 80% of the time Annual Financial Plan Target Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 80% 82% 81% 80% 80% Page 212 City of Flagstaff Fire Department Section: Section 051 Fire 051 - Fire Operations Expenditures by Category: Personnel Services Contractuals Commodities Capital Total Actual Expenditures 2015-2016 $ 10,290,252 481,006 531,553 281,550 $ 11,584,361 Adopted Budget 2016-2017 $ 10,658,734 420,800 632,736 611,700 $ 12,323,970 Estimated Expenditures 2016-2017 $ 10,658,734 420,800 617,736 406,700 $ 12,103,970 Proposed Budget 2017-2018 $ 11,738,476 429,800 652,236 415,000 $ 13,235,512 Budget-Budget Variance $ 1,079,742 9,000 19,500 (196,700) $ 911,542 $ $ $ $ $ Expenditures by Program: General Administration Fire Prevention Training Fire Suppression Fuel Management Total 615,376 293,346 77,323 10,257,561 340,755 $ 11,584,361 656,893 354,717 83,254 10,945,915 283,191 $ 12,323,970 656,893 354,717 83,254 10,725,915 283,191 $ 12,103,970 990,300 354,741 86,946 11,422,233 381,292 $ 13,235,512 $ 333,407 24 3,692 476,318 98,101 911,542 Source of Funding: General Fund $ 13,235,512 $ 13,235,512 Commentary: The Fire Operations Section operating budget has increased by 9%. There are capital expenditures ($415,000), resulting in an overall net increase of 7%. The Personnel Services increase of 10% is due to five retirement payouts, a market based pay increase, an increase in PSPRS, medical and dental insurance, acting pay and overtime authorized. Contractuals increases of 2% are due to Lexipol oversight for policy and procedures which put all policies in electronic format with annual updates and maintenance provided. In addition, QIC funding for Station #4 boiler, #4 kitchen equipment and roof, #2 broken concrete on rear ramp and #4 and #6 to repair, reseal and paint their respective parking lots. Training is now restored to pre-recession levels. Commodities increases of 3% are due to a restructuring of the budget to address shifts where needed, in addition to increased approved one-time authorizations for: personal protection equipment replacement for out of date/compliance suppression gear (year 2 of 3); TRT harnesses and rope replacements that are out of service date (year 2 of 3); replacement of SCBA masks that are out-of-stock for repair and replacement needs; new PPE for SAFER positions; repair equipment damaged on wildfire callouts from the wildfire equipment account, station aged mattress replacements and carryforward of the apparatus reallocation plan. Major capital (>$10,000) includes the replacement of two General Administration vehicles ($110,000); a partial rebuild of the 1998 75' Quint Ladder truck $100,000; and the carryforward for the re-chassis of Rescue 2 for $150,000. Annual Financial Plan Page 213 City of Flagstaff Fire Department Section: Section 052 Fire 052 - Fire Grants Expenditures by Category: Personnel Services Contractuals Commodities Capital Total Actual Expenditures 2015-2016 $ (17,836) 193,621 (73,528) $ 102,257 Adopted Budget 2016-2017 $ 11,900 195,407 41,200 35,000 $ 283,507 Estimated Expenditures 2016-2017 $ 11,900 195,407 41,200 35,000 $ 283,507 Proposed Budget 2017-2018 $ 613,938 110,000 77,500 45,000 $ 846,438 Budget-Budget Variance $ 602,038 (85,407) 36,300 10,000 $ 562,931 $ $ $ $ $ Expenditures by Program: Camp Navajo General Wildfire Response AZ Homeland Security GOHS Assistance To Firefighter SAFER Naval Observatory Thinning FY10-19 Cooperative Forestry Assistance Grants Fire- Coconino County -RX Fire Grant Misc Fire Reimburseables Total $ (217,558) 118,112 201,703 102,257 $ 40,000 25,000 205,407 5,800 7,300 283,507 $ 40,000 25,000 205,407 5,800 7,300 283,507 $ 25,000 75,000 45,000 100,000 581,438 10,000 10,000 846,438 $ $ 846,438 846,438 $ 25,000 35,000 20,000 (105,407) 581,438 4,200 2,700 562,931 Source of Funding: General Fund Commentary: The significant increase in Personnel Services is due to budgeting for six new fire fighters and the SAFER (Staffing for Adequate Fire and Emergency Response) grant. Annual Financial Plan Page 214 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. Annual Financial Plan Page 215 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 Emergency Services Patrol Squad A Squad 1 Police Sergeant 1 Police Corporal Officers as Assigned Tactical Operations Officers as Assigned B Squad 1 Police Sergeant 1 Police Corporal Officers as Assigned C Squad 1 Police Sergeant 1 Police Corporal Officers as Assigned D Squad 1 Police Sergeant 1 Police Corporal Officers as Assigned E Squad 1 Police Sergeant 1 Police Corporal Officers as Assigned Hostage Negotiations Officers as Assigned Explosive Disposal Officers as Assigned Support Services 1 Deputy Police Chief Criminal Investigations 1 Police Lieutenant Community Relations / Crime Prevention 1 Police Sergeant 1 Admin Specialist Training 1 Police Training Coordinator A Squad 1 Police Sergeant 5 Police Detective 1 Rotating Officer Citizen Volunteers 1 Police Officer (School Resources) B Squad 1 Police Sergeant 5 Police Detective 1 Rotating Officer (Crime Analyst) Family Crime Team 1 Police Detective 1 Rotating Officer Metro Unit 1 Police Sergeant 1 Admin Spec Officers as Assigned Property Crimes 1 Police Detective Housing 1 Police Officer Support Services 1 Police Support Services Manager (Civilian) 2 Admin Spec Records 1 Police Records Supervisor 10 Admin Spec Special Services 1 Police Special Svcs Supervisor (Civilian) 2 Evidence Technician 1 Property Control Coordinator Comminications 1 Police Communications Manager (Civilian) 6 Police Emerg Comm Spec Supervisor 24 Police Emerg Comm Spec F Squad 1 Police Sergeant 1 Police Corporal Officers as Assigned K Squad 1 Police Sergeant Officers as Assigned M Squad 1 Police Sargeant Officers as Assigned Traffic 1 Police Sergeant Officers as Assigned Selective Enforcement 1 Police Sergeant 1 Police Corporal Officers as Assigned 2 Animal Control Reserves Annual Financial Plan Page 216 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, intelligence-led policing, and other proactive tactics to suppress 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 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service            Sharing of more data and information with the public via Facebook and creation and use of the new website FPD Transparency.com Provided exceptional service by providing employees with tools, training and support (i.e., provided officers with Lexipol daily training bulletins and continue to provide de-escalation training) Continued training of sworn personal in mental health first aid and in crisis intervention training (CIT) In order to maintain our strong ethical values it is mandated all sworn personal complete implicit bias training; provided a four hour session to all of our sworn personnel and are preparing to start the second phase with a two hour training session Implemented a Phase II 911 system and upgraded maps which will provide first responders with better locations, thus providing better response times Established protocols and began using electronic process for search warrants after courts have closed Will provide better service to the community with an additional animal control officer, granted last budget process to begin July of 2017 Establish partnerships with faith based communities Reported a 2% decrease in violent crime Remained proactive in domestic violence investigations; reported a 9% decrease in reported incidents Reported a 7% decrease in injury related collisions Annual Financial Plan Page 217 City of Flagstaff Police Department Section 061 Police Strategic Plan Priority: Invest in Our People          Corrected discrepancy/inequity of hazard pay for our SWAT team members Obtained additional budget funds for increase in uniform allowance/reimbursement from $1,000 to $1,200 Continued efforts to advocate for employees to maintain competitive compensation by staying with in a market based pay plan Provided employees with the resources needed to attend a multitude of trainings so they are able to keep current on their certifications and become more proficient in their skills and abilities Continued to use grant funding and additional funding sources to provide body armor for officers Maintained peer mentoring program for patrol Provided Active Shooter/ Negotiations training for dispatchers in communications center Continued to purchase new Tasers and Taser equipment to remain current on less lethal force options Obtained Bair Analytics program for Crime Analyst to assist with CompStat related initiatives and predictive policing methods to locate “hot spots” for proactive policing Strategic Plan Priority: Foster a Resilient and Economically Prosperous City    Continued to be successful in grant opportunities that provide overtime compensation and equipment for traffic enforcement and special events Communications center has contracted with six (6) outside agencies for dispatch services which generates over $67,000 per year Currently have seven (7) detectives that take part in an FBI Task force that pays for overtime and some equipment Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community   Continued initiatives of joint police, prosecution and community confrontation of repeat offenders to deter criminal activity (including “pulling levers”, repeat offender program, etc.) Continue to work with federal law enforcement partners (FBI, ATF, US Marshalls) on certain initiatives and task forces to help maintain and enhance a safe community FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service          Continue to build upon Citizen Liaison Committee to foster communication and education on current trends Begun to explore a program called Blue Courage/Nobility and Policy Training to enhance our service to the public and our commitment to ethical policing Continued training and growth in all aspects of social media so we may better inform our community Obtain additional officers to form an eight (8) squad format in patrol to help with calls for service, reduce call holding times and work load, therefore providing better service to our citizens Emphasize strategies to reduce property crime and continue efforts with the FRAPA (Flagstaff Retail and Assets Protection Association) Complete ethics training quarterly Continue to strengthen the community policing program Complete implicit bias training with Dr. Gooding Train all patrol officers in the eight hour Mental Health First Aid Training and/or one CIT 40 hour class in FY 2018 Annual Financial Plan Page 218 City of Flagstaff Police Department Section 061 Police Strategic Plan Priority: Invest in Our People             Continue to provide safety equipment through appropriate funding for ballistic vest, uniform allowance and grant opportunities Continued training through Lexipol and continued trainings through AZPOST and other qualified sources Stay within market based pay plan, which should help retain employees both sworn and civilian Maintain current IT related initiatives such as body camera program and stay current on IT related equipment and software Keep funds available for training for both sworn and civilian personnel Continue to provide leadership training Work towards an eight (8) squad format in patrol to better align staffing with calls for service and work load Maintain safety equipment, such as ballistic vests and helmets, Tasers, new motorcycle helmets and explore the use of a mini robot for Emergency Response Teams Establish a training calendar to include annual proficiency training Continue to provide in-house training on report writing Continue to integrate employee wellness (physical and mental) into organizational culture Increase the division’s efforts toward climate resiliency and preparedness through various efforts (Woods Watch, Op 40, and Fire Prevention); continue training on emergency operations, conducting EOC tabletop exercises and after action reviews Strategic Plan Priority: Foster a Resilient and Economically Prosperous City   Continue to look for grant opportunities for salaries, overtime and equipment Maintain proper oversight of current budget and grants to assure monies are appropriated and used correctly Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community       Continue to work with federal and local law enforcement partners to enhance public safety Continue to work with the Citizens Liaison Committee (CLC) and other community organizations to continue building and enhancing those relationships as we continue our positive steps towards community policing Continue efforts to enhance all community policing projects such as night court, National Night Out and the Citizens Police Academy Strengthen the intern program in the Public Information Office 5% reduction in property crime from the previous three-year average 5% reduction in violent crime from the previous three-year average Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Serve as Ambassadors for the Flagstaff Community Strategic Objective: Maintain positive citizen feedback on customer surveys and quality assurance questionnaires Performance Measure Send out 50 customer surveys per month Annual Financial Plan Target 77% Page 219 FY 2015 Actual 85% FY 2016 Actual 86% FY 2017 Estimate 87% FY 2018 Proposed 88% City of Flagstaff Police Department Strategic Objective: Section 061 Police Continue community policing programs and outreach efforts Performance Measure Conduct two citizen police academies per year, continue holding public meetings outreach Target Increase Participation 5% FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 269 320 250 275 Strategic Priority – Goal: Provide Exceptional Service - Serve the Public Through Quality Internal and External Customer Service Strategic Objective: Reduce the number of founded complaints on employees Performance Measure Increase training to emphasize exemplary service/commitment to department mission Strategic Objective: Target Reduction of 5% Annually FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 4 7 2 1 FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 4.32 4.27 4.22 4.19 Maintain average patrol response time Performance Measure Accurately dispatch emergency calls for service Target <5.52 Minutes Strategic Priority – Goal: Provide Exceptional Service - Provide Employees Tools, Training and Support Strategic Objective: Conduct de-escalation training Performance Measure Provide training to all sworn officers Target 100% FY 2015 Actual N/A FY 2016 Actual 25% Strategic Priority – Goal: Invest In Our People - Provide Competitive Compensation Strategic Objective: Maintain market based pay plan for sworn and dispatch Performance Measure Stay abreast of changes in the market Annual Financial Plan Target 100% of Market Change Page 220 FY 2017 Estimate 50% FY 2018 Proposed 100% FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% 0% 0% 0% City of Flagstaff Police Department Section 061 Police Strategic Priority – Goal: Invest In Our People - Maintain and Enhance a Safe and Positive Organizational Culture Strategic Objective: Reduce work related injuries Performance Measure Continued safety training and situational awareness Target Annual Reduction FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 11 10 9 8 Strategic Priority – Goal: Work in Partnership to Enhance a Safe and Livable Community - Foster a Safe, Healthy, Equitable and Accessible Community Strategic Objective: Reduce property crime Performance Measure Review monthly property crime reports through CompStat program and review hot spots Strategic Objective: Review monthly traffic collisions - review hot spots and conduct enforcement efforts FY 2017 Estimate FY 2018 Proposed 2,659 2,816 2,700 2,686 Target Reduce by 5% Annually FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 2,962 2,871 2,780 2,668 Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed <3.68 per 1,000 Residents 3.60 3.50 3.58 3.43 Continue enforcement emphasis on serial inebriate related crimes Performance Measure Directed patrol efforts, CompStat initiatives, hot spot monitoring and woods watch Annual Financial Plan FY 2016 Actual Reduce Part 1 violent crimes Performance Measure Increase enforcement activities by patrol officers through investigations Strategic Objective: FY 2015 Actual Reduce traffic collisions and associated injuries Performance Measure Strategic Objective: Target Reduce by 5% Annually Target 5% Reduction Annually Page 221 FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 183 231 210 207 City of Flagstaff Police Department Section: Section 061 Police 061 - Police Operations Expenditures by Category: Personnel Services Contractuals Commodities Capital Total Actual Expenditures 2015-2016 $ 15,685,693 1,503,486 327,283 533,946 $ 18,050,408 Adopted Budget 2016-2017 $ 16,234,332 1,477,755 1,153,645 117,300 $ 18,983,032 Estimated Expenditures 2016-2017 $ 16,234,332 1,477,755 939,880 93,195 $ 18,745,162 Proposed Budget 2017-2018 $ 17,266,065 1,571,690 996,328 352,105 $ 20,186,188 Budget-Budget Variance $ 1,031,733 93,935 (157,317) 234,805 $ 1,203,156 $ $ $ $ $ Expenditures by Program: General Administration Patrol Detectives Records Communications Special Services Crime and Prevention Training Total 1,542,126 10,539,513 2,106,242 788,296 2,208,852 669,329 196,050 $ 18,050,408 2,679,192 10,131,535 2,027,330 744,664 2,398,960 613,169 388,182 $ 18,983,032 2,679,192 9,893,665 2,027,330 744,664 2,398,960 613,169 388,182 $ 18,745,162 2,725,893 10,943,324 2,169,399 766,162 2,555,685 678,935 346,790 $ 20,186,188 $ 46,701 811,789 142,069 21,498 156,725 65,766 (41,392) 1,203,156 Source of Funding: General Fund $ 20,186,188 $ 20,186,188 Commentary: The Police Operations operating budget has increased by 5%. There are capital expenditures ($352,105), resulting in an overall net increase of 6%. The Personnel Services increase of 6% is mainly due to market based pay increases, PSPRS pension rate increases and medical and dental insurance increases. The Contractuals increase of 6% is mainly due to additional maintenance for computer and other equipment. The Commodities decrease of 14% is mainly due to prior year approved one-time authorizations for WebRMS upgrades. Major capital (>$10,000) includes replacement of five (5) patrol vehicles ($174,000), replacement of one (1) administration vehicle ($28,000) and the purchase of three (3) new patrol vehicles ($150,000). Annual Financial Plan Page 222 City of Flagstaff Police Department Section: Expenditures by Category: Personnel Services Contractuals Commodities Capital Total Section 061 Police 062 - Police Grants Actual Expenditures 2015-2016 $ 505,082 151,324 514,672 $ 1,171,078 Adopted Budget 2016-2017 $ 448,664 188,800 512,462 144,300 $ 1,294,226 Estimated Expenditures 2016-2017 $ 448,664 188,800 512,462 144,300 $ 1,294,226 Proposed Budget 2017-2018 $ 1,076,806 173,800 449,826 172,000 $ 1,872,432 Budget-Budget Variance $ 628,142 (15,000) (62,636) 27,700 $ 578,206 $ $ $ $ Expenditures by Program: Metro Grant $ COPS Hiring Grant 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 Homeland Security "SLOT" Overtime 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-Metro Equipment RICO-PD Equipment ATF SLOT Overtime Total $ Source of Funding: 291,660 1,326 192,419 94,735 212,644 75,358 42,126 8,844 2,477 5,000 21,146 3,873 30,880 27,262 93,554 38,205 3,099 26,470 1,171,078 $ 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 General Fund $ 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 $ 447,874 570,560 67,628 195,000 50,000 50,000 16,500 10,000 15,000 90,744 102,000 4,500 5,000 95,000 80,000 32,626 40,000 1,872,432 $ $ 1,872,432 1,872,432 $ 114,547 570,560 (13,337) (98,000) 29,364 27,700 (58,628) 6,000 578,206 Commentary: The Personnel Services increase of 140% is due to budgeting for six (6) new Police Officers and the COPS grant. Annual Financial Plan Page 223 City of Flagstaff Annual Financial Plan Page 224 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION MISSION The missions of the Community Development Administration, Engineering Section, Planning and Development Services 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 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. Annual Financial Plan Page 225 City of Flagstaff Community Development Community Development 001-15 1 Division Director (CD) 1 Admin Specialist Leadworker Planning & Development Services 001-16 1 Planning Director Engineering 001-17 1 City Engineer 1 Admin Specialist Current Planning 1 Current Planning Manager Building Safety 1 Building Official 1 Zoning Code Manager 4 Planning Development Manager 1 Associate Planner (Contingent) 3 Building Plans Examiners 1 Administrative Specialist 1 Administrative Specialist Capital Improvements 1 Capital Improvements Engineer Flagstaff Housing Authority 7 Project Managers 1 Project Manager (1X / Contingent) Public Housing 1 FHA Manager 3 Housing Services Spec 1 Inspection Manager 1 Development Services Manager Housing 001-19 1 Housing Director .475 Admin Specialist (1X) Community Housing 1 Housing Manager 1 Housing & Grants Admin 1 Housing Analyst Inspection and Testing 1 Construction Manager 7 Building Inspectors 1 Development Svcs Spec FMPO 1 Metro Planning Org Manager 1 Code Compliance Manager 1 Code Compliance Officer II 1 Code Compliance Officer I Section 8 Housing 1 FHA Manager 1 Sr Construction Inspector 4 Construction Inspector 1 Housing Services Spec 1 Housing Services Spec (Contract) 1 Housing Rehabilitation Specialist 1 Housing Specialist .5 Admin Specialist Transportation Engineering 1 Traffic Engineer Finance 1 FHA Manager 1 Project Manager (1X for 2 Years) 1 Project Manager 3 Project Manager .5 Intern .8 Finance Specialist .38 Intern 1 Comprehensive Planning Manager 1 Development Engineer 1 Associate Planner .475 Intern (1X) 1 Engineering Specialist 3 Project Managers 1 Project Manager (Contingent) Maintenance 1 FHA Manager Maintenance 1 Maintenance Coordinator West Development 1 Maintenance Leadworker 7 Maintenance Worker East Development 1 Maintenance Leadworker Annual Financial Plan Page 226 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, Housing, Flagstaff Housing Authority and Planning and Development Services sections. Administration also serves Community Development by coordinating issue resolution with other City divisions and with external agencies. FY 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service  Disposal of City-owned property at Butler/Lone Tree to further affordable housing goals Strategic Plan Priority: Invest in Our People  Certified Public Manager for the Planning Director Strategic Plan Priority: Foster a Resilient and Economically Prosperous City  Arizona Department of Transportation (ADOT)/City/Private Partner Milltown Redevelopment – redevelopment of 17 acres along Milton Road including major transportation infrastructure improvements to University Drive and Beulah/Yale Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community  John Wesley Powell Area Specific Plan – funding by City, procuring professional services and meetings with area property owners FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service  Advance the SLEDS study to continue to provide a world-leading, dark skies compliant street light system Strategic Plan Priority: Invest in Our People  Continue tradition of Certified Public Manager training for key management staff Strategic Plan Priority: Foster a Resilient and Economically Prosperous City   ADOT/City/Private Partner Milltown Redevelopment – redevelopment of 17 acres along Milton Road including major transportation infrastructure improvements to University Drive and Beulah/Yale Work with ADOT on study to replace existing 4th Street/I-40 bridges – create four travel lanes on 4th Street Annual Financial Plan Page 227 City of Flagstaff Community Development Section 101 Administration Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community   John Wesley Powell Area Specific Plan – funding by City, procuring professional services and meetings with area property owners Work with Army Corps of Engineers to advance Rio de Flag project to 100% design – if funding approved by Federal Government Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Foster Clear and Consistent Communication Strategic Objective: Foster clear and consistent communication Performance Measure Hold weekly meetings with section heads Target 50 FY 2015 Actual 95% FY 2016 Actual 95% FY 2017 Estimate 95% FY 2018 Proposed 95% Strategic Priority – Goal: Invest In Our People - Maintain and Enhance a Safe and Positive Organizational Culture Strategic Objective: Maintain and enhance a safe and positive organizational culture Performance Measure Hold quarterly staff meetings and quarterly leadership team meetings Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 8 100% 100% 100% 100% Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Deliver Outstanding Services Through a Healthy Environment, Resources and Infrastructure Strategic Objective: Deliver outstanding services through a healthy environment, resources and infrastructure Performance Measure Advance major development and capital projects Annual Financial Plan Target Total Advanced Page 228 FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed N/A N/A 66 66 City of Flagstaff Community Development Section: Section 101 Administration 101 - Community Development Expenditures by Category: Personnel Services Contractuals Commodities Capital Total Actual Expenditures 2015-2016 $ 257,615 53,193 13,369 2,729 $ 326,906 Adopted Budget 2016-2017 $ 260,824 47,134 11,378 $ 319,336 Estimated Expenditures 2016-2017 $ 260,824 47,134 11,378 $ 319,336 Proposed Budget 2017-2018 $ 272,849 50,434 11,378 $ 334,661 Budget-Budget Variance $ 12,025 3,300 $ 15,325 $ $ $ $ $ $ $ $ 334,661 334,661 $ $ $ $ 334,661 334,661 Expenditures by Program: General Administration Total 326,906 326,906 319,336 319,336 319,336 319,336 15,325 15,325 Source of Funding: General Fund Commentary: The Community Development section operating budget has increased by 5%. There are no capital expenditures (> $10,000), resulting in an overall net increase of 5%. The Personnel Services increase of 5% is due to a market based pay increase as well as an increase in medical and dental insurance. Contractuals increased by 7% to enable training for the Certified Public Manager's program for key staff. Commodities remained unchanged from the prior year. Annual Financial Plan Page 229 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 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service Administration  Responsive to the needs of Council, citizens, City Manager and other divisions/sections  Attended Council meetings, Executive Sessions and Work Sessions  Attended regular meetings with Flagstaff Unifies School District’s (FUSD) Assistant Superintendent of Operations  Attended regular coordination meetings with Northern Arizona Intergovernmental Public Transportation Authority (NAIPTA) staff  Attended bi-monthly meetings with Arizona Department of Transportation’s (ADOT) District Engineer and staff  Monitored and reported out on established performance measures for the Engineering section  Provided consistent leadership and support for the Engineering section  Member of the Change Order Committee  Member of Flagstaff Metropolitan Planning Organization’s (FMPO) Technical Advisory Committee Development Engineering  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 to refine and simplify processes in order to improve internal/external customer service  Performed liaison role for numerous ADOT projects  Participated in County’s Utility Coordination meetings Transportation Engineering  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  Sponsored a Northern Arizona University (NAU) Civil Engineering Capstone Team  Presented to NAU Student ITE Chapter meetings  Met with FUSD Administration staff, Thomas Elementary, Knoles Elementary, Kinsey Elementary, Northland Prep Academy, BASIS, Haven Montessori and Pine Forest Charter School on school area safety and circulation concerns  Coordinated enforcement and outreach efforts with Flagstaff Police Department – Patrol, in various neighborhoods throughout the community  Coordinated with NAIPTA staff on bus routing and bus stop concerns and modifications, also attended a multiday NAIPTA five-year plan development retreat Annual Financial Plan Page 230 City of Flagstaff Community Development Section 102 Engineering Strategic Plan Priority: Invest in Our People Administration  Conducted Engineering section staff meetings  Conducted Engineering section Program Manager meetings  Toured completed, current and future projects  Member of the Inter-Division Staff (IDS) development review team  Member of Community Development’s (CD) Oversight Team Transportation Engineering  Hosted numerous ITE and Federal Highway Administration (FHWA) produced webinars for City, FMPO and ADOT staff on topics including Bicycle and Pedestrian programs, MUTCD updates and Innovative Traffic Control Devices  One staff member completed a Master’s in Engineering Management Strategic Plan Priority: Foster a Resilient and Economically Prosperous City Development Engineering  Reviewed numerous Inter-Division Staff (IDS) applications for land development projects (pre-application, concept and site plans)  Reviewed and processed construction plan applications for required public improvements associated with 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  Continued archival of dated records and drawings including relocation to records retention warehouse  Managed User Fee Analysis (conducted by Finance) on behalf of Community Development Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community 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 traffic studies and ordered associated improvements to ensure safe traffic operation  Provided support for Traffic Impact Analyses associated with land development applications  Provided private and capital plan reviews on numerous projects  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  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 as well as attended Citizen Lighting Committee meetings.  Supported the High Occupancy Housing Transportation Group  Supported Economic Vitality in establishment of Comprehensive Parking Management Plan  Prepared a trip generation and parking demand report for student housing projects  Participated the Inter-Division Staff (IDS) meetings  Participated in the Engineering Standards Revision Committee Engineering Inspection and Testing  Performed 11,066 inspections in the City-of-way  Performed 3,898 materials tests (asphalt, concrete and soils)  There was no warranty work required on completed projects this fiscal year Annual Financial Plan Page 231 City of Flagstaff Community Development      Section 102 Engineering Continued NICET (National Institute of Certification in Engineering Technologies) certifications for all staff Ensured that inspectors obtained ACI (American Concrete Institute) Concrete Field Testing – Grade I Ensured that inspectors obtained ATTI (Arizona Technical Testing Institute) Field All inspectors received competent certification in Trench and Excavations as well as Confined Space Entry Successfully managed private sector consultant provided Materials Testing services with budget FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service Administration  Provide leadership and support for Engineering section staff  Work closely with other divisions/sections to ensure thorough communication  Increase Engineering section’s use of the City’s webpage  Continue to improve citizen’s satisfaction with Engineering section’s work outcome through defined performance measurements  Maximize use of Innoprise project tracking software and review with Council performance measures regarding processing of development applications  Support City Manager’s Work Plan Development Engineering  Ensure proper records retention of construction plan record drawings for public infrastructure and ease of availability for our customers  Continue working with GIS staff to ensure a team-centered approach for implementation of address procedures and development record drawings  Continue working with all City departments to develop an ongoing process for regular updates to the City of Flagstaff Engineering Standards  Adopt new processes and technology for conducting electronic plan review to reduce the amount of paper required for plan review (Bluebeam)  Continue liaison role for ADOT projects  Continue to participate in County’s Utility Coordination meetings Transportation Engineering  Continue to support the Transportation Commission and its advisory committees to engage the public and establish positive working relationships  Continue to develop and create efficiencies in the Transportation Engineering’s customer service processing and tracking systems Engineering Inspection and Testing  Continue to provide timely inspections and materials tests for both private development and capital improvement projects Strategic Plan Priority: Invest in Our People Administration  Ensure a well-trained, team centered, client focused staff  Promote leadership’s culture and values Engineering Inspection and Testing  Encourage increased levels of NICET certifications through continued education and testing  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 232 City of Flagstaff Community Development Section 102 Engineering Strategic Plan Priority: Foster a Resilient and Economically Prosperous City Development Engineering  Review IDS applications for land development projects (pre-application, concept and site plans)  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 Certificate of Occupancy processes for commercial land development projects  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 Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community Transportation Engineering  Ensure proper signal timing/operation of 57 city owned traffic signals and pedestrian actuated crosswalks  Address citizen concerns/complaints related to the transportation network through use of internal tracking system, including a customer survey closeout process  Conduct traffic studies and order associated improvements to ensure safe traffic operation  Provide support for Traffic Impact Analyses (TIA) associated with land development applications  Provide private and capital plan reviews on numerous projects  Coordinate with Public Works and local astronomical community to develop revised Engineering Standards for roadway lighting  Ensure successful operation of Butler/Huntington Corridor advanced signal timing project Engineering Inspection 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 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 Performance Measures Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Promote Policies That Reflect a Positive and Safe Community Strategic Objective: Ensure that private developments mitigate project impacts and provide required public improvements in accordance with publicly adopted standards Performance Measure Provide comprehensive and punctual construction plan review to be in accordance with the Engineering Standards Annual Financial Plan Target >90% in 30 Work Days or Less Page 233 FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% 100% 100% 100% City of Flagstaff Community Development Section 102 Engineering Strategic Priority – Goal: Work in Partnership to Enhance a Safe and Livable Community - Foster a Safe, Healthy, Equitable and Accessible Community Strategic Objective: Provide safe and high quality roadway, water, sewer and drainage systems for long lasting use by our community and guests Performance Measure Increase contractor's performance and understanding of the Engineering Standards and construction plans and specifications through communication in order to ensure construction quality and efficiency Target >95% of Inspections Pass on Initial Performance FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 98% 97% 98% 98% Strategic Priority – Goal: Work in Partnership to Enhance a Safe and Livable Community - Cultivate Community Partnerships Through Civic Engagement and Participation Strategic Objective: Maintain or improve traffic, bicycle and pedestrian safety as traffic volumes, congestion and delays increase Performance Measure Professionally evaluate and improve transportation network's operational safety, as a result of citizen input, staff observation, agency collaboration or Transportation Commission recommendation Annual Financial Plan Target >80/Year (Studies and/or Work Orders) Page 234 FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 88 71 80 90 City of Flagstaff Community Development Section: Section 102 Engineering 102 - Engineering Expenditures by Category: Personnel Services Contractuals Commodities Capital Total Actual Expenditures 2015-2016 $ 1,373,768 206,402 (56,219) $ 1,523,951 Adopted Budget 2016-2017 $ 1,492,284 251,978 (162,053) $ 1,582,209 Estimated Expenditures 2016-2017 $ 1,492,284 251,978 (162,053) $ 1,582,209 Proposed Budget 2017-2018 $ 1,611,324 252,978 (157,053) 30,000 $ 1,737,249 $ $ $ $ Budget-Budget Variance $ 119,040 1,000 5,000 30,000 $ 155,040 Expenditures by Program: General Administration Transportation Engineering Development Engineering Public Works Inspection Materials Testing Total $ 196,457 289,264 414,553 515,067 108,610 1,523,951 $ 209,192 348,322 424,674 600,021 1,582,209 $ 209,192 348,322 424,674 600,021 1,582,209 $ 218,253 365,667 517,150 636,179 1,737,249 $ $ 9,061 17,345 92,476 36,158 155,040 Source of Funding: General Fund Highway User Revenue Fund Stormwater Fund $ $ 1,357,867 379,382 1,737,249 Commentary: The Engineering section operating budget has increased by 8%. There are capital expenditures (>$10,000), 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 medical and dental insurance. In addition, there is a one-time increase in authorized inspection overtime of $5,000 and one FTE for a Project Manager. Contractuals remain flat. Commodities decrease of 3% is due to prior year one-time authorizations. Current year one-time authorizations include computer equipment for the new Project Manager position along with affiliated workspace setup needs. Capital of $30,000 is for the replacement of a Fleet vehicle. Annual Financial Plan Page 235 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 Five-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 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service   Managed/administered design and construction of numerous City projects, including one year warranty period Coordinated planning/programming of 5-Year plans for FUTS and Transportation Tax Strategic Plan Priority: Foster a Resilient and Economically Prosperous City          Continued project definition and development efforts through project scoping for programmed projects Continued Rio de Flag project coordination with Army Corps of Engineers Continued project management services for several water/sewer replacement projects Continued delivery of Transportation Tax funded projects Continued coordination with ADOT on several grant funded projects Continued delivery of Highway Safety Improvements Program (HSIP) projects Continued delivery of full reconstruct projects and utility replacements and overlays bundled projects associated with the Road Repair and Street Safety Tax Continued work on Adaptive Signal Control Technology for the Butler/Huntington Corridor (Beaver to Fourth) Continued delivery of numerous FUTS projects FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service    Track continuous improvement of internal processes to ensure timely delivery of projects while complying with all policy and legal requirements 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 Strategic Plan Priority: Invest in Our People  Maintain well trained and team-centered staff Annual Financial Plan Page 236 City of Flagstaff Community Development Section 103 Capital Improvements Strategic Plan Priority: Foster a Resilient and Economically Prosperous City      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 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 & Street Safety Tax, FUTS, Utility Replacement, General Government (Bond Funded) and ADOT/HSIP administered projects Continue delivery of the next phases of Sunnyside Improvements Performance Measures Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Deliver Outstanding Services Through a Healthy Environment, Resources and Infrastructure Strategic Objective: Foster public trust by delivering prioritized community improvements with limited public funds Performance Measure Deliver capital projects within budget Strategic Objective: >90% Within 5% of Authorized Amount FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 90% 91% 90% 90% Foster public trust by delivering community improvements that minimize construction related impacts to adjacent businesses and residents and to the traveling public Performance Measure Deliver capital projects within schedule Annual Financial Plan Target Target >90% Within Three Months of Accepted Schedule Page 237 FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 97% 94% 90% 90% City of Flagstaff Community Development Section: Section 103 Capital Improvements 103 - Capital Improvements Expenditures by Category: Personnel Services Contractuals Commodities Total Actual Expenditures 2015-2016 $ 843,980 8,608 (1,115,440) $ (262,852) Adopted Budget 2016-2017 $ 873,191 18,092 (1,022,909) $ (131,626) Estimated Expenditures 2016-2017 $ 873,191 18,092 (1,022,909) $ (131,626) Proposed Budget 2017-2018 $ 968,328 19,383 (1,138,150) $ (150,439) Budget-Budget Variance $ 95,137 1,291 (115,241) $ (18,813) $ $ $ $ $ Expenditures by Program: General Administration Capital Improvement Engineering ADOT Project Coordination 5 Year Capital Program Development Total $ 18,112 (322,478) 3,810 37,704 (262,852) $ 30,183 (161,809) (131,626) $ 30,183 (161,809) (131,626) $ 30,183 (180,622) (150,439) $ $ (150,439) (150,439) $ (18,813) (18,813) Source of Funding: GENERAL FUND Commentary: The Capital Improvements operating budget has increased 14% and there are no capital expenditures planned. Personnel Services increases of 11% are due to the addition of one FTE for a new Project Manager, a market based pay increase and an increase in dental and health insurance. The Capital Improvement 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 238 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 finally 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. The Code Compliance program works with owners to ensure the health and well-being of the community. 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 four programs: The Current Planning Program is responsible for education, administration and implemention of the adopted Zoning Code and Flagstaff Regional Plan 2030. The program also prepares amendments to the Zoning Code. The program provides single point of contact service to both our clients and our various customers by coordinating City wide 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. Work will continue on various amendments to the City Code and implementation of the Flagstaff Regional Plan 2030. The Comprehensive Planning Program 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 other government agencies to ensure proposed developments, programs, master plans and goals and policies support the vision of the Regional Plan. Coordination of the Regional Plan with other City Code updates and the review of development applications is also a priority. This program is also the Census contact for the City. 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 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-todate and coordinated with the Regional Plan is also a priority. Annual Financial Plan Page 239 City of Flagstaff Community Development Section 104 Planning and Development Services FY 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service                          Current Planning Manager serves as the staff liaison and provides administration to the Planning and Zoning Commission and the Board of Adjustment Current Planning continues to improve and refine 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 Configuring and maintaining Innoprise software to Community Development module for all permits and processes 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 Maintained 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; audit all permit applications to maintain updated requirements, processing and procedures 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 Assisted Comprehensive Planning Program with Flagstaff Regional Plan 2030 implementation Refinement of the single point of contact system in concert with the development review process Updated the Current Planning and Front Counter Procedures and Processes manuals Manage and operate Community Development’s TV that informs our clients, customers and stakeholders of current events Updated and streamlined the Concept and Site Plan Review checklist Processed the first phase of Zoning Code amendments Completion of the Flagstaff Regional Plan Annual Report Increased public participation through the Flagstaff Community Forum (an online citizen engagement tool) in coordination with city Communications staff and the Flagstaff Metropolitan Planning Organization (FMPO); the Forum has been selected by the Alliance for Innovation as a case study for the 2017 Transforming Local Government conference Launched an online interactive map that is automatically updated with Regional Plan data from City GIS servers Initiation of the High Occupancy Housing Plan; held ten public meetings and conducted online public engagement throughout the process Preparing a contract for Community Mapping and Visioning associated with the Southside Neighborhood Specific Plan Assist other City and partner planning efforts, including Regional Transportation Plan (RTP) Update (FMPO), Airport Master Plan, Bicycle and Pedestrian Master Plan and NAIPTA Spine Route Study Began test review of sample plans using Bluebeam Plan Review software for electronic plan review Began resulting field inspections in real-time with laptops and printers Streamlined plan reviews through the one to three day plan review for small projects Kept 99% of field inspections on a next day response time Strategic Plan Priority: Invest in Our People    Provided ongoing training and certification maintenance for our planners, plans examiners, building inspectors, development services staff and code compliance officers Planning Director completed Certified Public Manager program There were no personnel accidents or job injuries for all Building Safety Annual Financial Plan Page 240 City of Flagstaff Community Development Section 104 Planning and Development Services Strategic Plan Priority: Foster a Resilient and Economically Prosperous City        The Current Planning Program reviewed a total of 132 concept and site plan proposals though-out the review period Assisted with the detailed review of approximately 126 miscellaneous building permits during the fiscal year The Current Planning Program management processed 66 lot splits during the year Adoption of plan amendments to Chapter 3 of the Regional Plan Updated Regional Plan data for amendments Completed the Annexation and Rezoning for the Timber Sky development Completed a charrette for P3 property to foster a redesign the development Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community            Member of the State of Arizona P3 committee Completed the Annexation and Rezoning of the City’s Open Space properties The Graffiti Busters program volunteers recorded 862 abatements this fiscal year as of February 2017 Enforcement of sidewalk violations including failure to remove snow and ice and failure to keep sidewalks clear from overgrown vegetation; there have been over 300 cases recorded and abated Support of the Solid Waste section through active enforcement of solid waste code violations; in FY 2017 there have been 67 cases recorded and abated Participation in neighborhood cleanups in support of local organizations (i.e., in October 2016 effort was widespread across town with volunteers cleaning tunnels under I-40, transient camps off of 4th Street and Butler Avenue and graffiti and trash cleanup at Lay-Z-Boy property) Worked with the County Adult Probation Program to retrieve shopping carts and return them to stores Progress on the abatement of dangerous and unsightly buildings using existing City Codes and procedures and through a database of all suspected or identified distressed properties; the majority of distressed properties have been either abated or buildings in violation demolished, mostly by the property owner; as of February 2017 there are 14 distressed properties remaining Configured and implemented the Innoprise permitting software for Building Safety Filled new Building Inspector position Reviewed building plans for large mixed use projects in-house instead of sending to second party plan review FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service           Implement the Regional Land Use and Transportation Plan and administer the Zoning Code trough the review of development applications Refining the new Development Review Process and improving 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 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 Fully implement 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 Annual Financial Plan Page 241 City of Flagstaff Community Development Section 104 Planning and Development Services Strategic Plan Priority: Invest in Our People   Continue to fund training to maintain professional certifications and licenses Send one manager to the Certified Public Manager program Strategic Plan Priority: Foster a Resilient and Economically Prosperous City      Completion of the next Regional Plan Annual Report Prepare for and commence updates to City Code Title 11 (General Plans and Subdivisions) Assist and support John Wesley Powell Specific Plan, NAIPTA with five-year plan update, and Bicycle and Pedestrian Master Plan Complete High Occupancy Housing Plan in Fall 2017 Complete Southside Neighborhood Specific Plan by Spring 2018 Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community     Coordinate City input into the 2020 Census operational preparations Outreach with Arizona Department of Transportation (ADOT) and other related agencies on transit, safety and congestion in the South Milton Corridor Recruit additional Graffiti Busters’ volunteers to increase abatement numbers in the next fiscal year Partner with the Downtown Business Alliance (DBA) Clean Team to work together in graffiti abatements and trash cleanup in the downtown area Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Serve the Public Through Quality Internal and External Customer Service Strategic Objective: Effectively implement codes and standards through efficient and accurate review of development applications Performance Measure Process development applications Target 100% FY 2015 Actual 99% FY 2016 Actual 99% FY 2017 Estimate 99% FY 2018 Proposed 99% Strategic Priority – Goal: Provide Exceptional Service - Provide Employees Tools, Training and Support Strategic Objective: Maintain professional certifications (Planners-AICP; Building Department and counter certifications) Performance Measure Attend appropriate training for specific certifications Annual Financial Plan Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 75% 100% 100% 100% 100% Page 242 City of Flagstaff Community Development Section 104 Planning and Development Services Strategic Priority – Goal: Provide Exceptional Service - Demonstrate Respect, Equity and Strong Ethics Strategic Objective: Review development and zoning applications adhering to the AICP code of ethics Performance Measure Planners maintain AICP membership Target 100% FY 2015 Actual 100% FY 2016 Actual 100% FY 2017 Estimate 85% FY 2018 Proposed 85% Strategic Priority – Goal: Invest In Our People – Ensure Effective Resources for Employees Strategic Objective: Ability to accurately report implementation of the Regional Plan Annual Report Performance Measure Produce the Regional Annual Report Target 90% or Greater/ One New Metric FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed N/A 0%/60 98%/4 98%/1 Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Deliver Outstanding Services Through a Healthy Environment, Resources and Infrastructure Strategic Objective: Trend of Regional Plan Implementation Performance Measure Produce the Regional Annual Report Target 75% FY 2015 Actual N/A FY 2016 Actual N/A FY 2017 Estimate N/A FY 2018 Proposed 75% Strategic Priority – Goal: Work in Partnership to Enhance a Safe and Livable Community - Foster a Safe, Healthy, Equitable and Accessible Community Strategic Objective: Progress on implementing the Regional Plan through specific plans Performance Measure Create new specific plans and update adopted plans Annual Financial Plan Target One Underway/ Under Review and Completion Variable Page 243 FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 1/0 1/1 2/2 1/3 City of Flagstaff Community Development Section 104 Planning and Development Services Strategic Priority – Goal: Work in Partnership to Enhance a Safe and Livable Community - Cultivate Community Partnerships Through Civic Engagement and Participation Strategic Objective: Invite the public to collaborate on PDS-led plans, policies and code updates (Advanced Planning, Current Planning and FMPO) Performance Measure Track number of public meetings in Planning and Development Services Track number of participants for each public meeting and online public engagement Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 5 3 6 12 10 100 Participants N/A N/A 250 200 Strategic Priority – Goal: Work in Partnership to Enhance a Safe and Livable Community - Promote High Quality of Life Through Consistent Standards, Rules and Regulations Strategic Objective: Upkeep of the Regional Plan Performance Measure Track amendments to the Regional Plan Target 1 FY 2015 Actual N/A FY 2016 Actual 2 FY 2017 Estimate 1 FY 2018 Proposed 1 Strategic Priority – Goal: Work in Partnership to Enhance a Safe and Livable Community - Promote High Quality of Life Through Consistent Standards, Rules and Regulations Strategic Objective: Review and inspect building permit applications Performance Measure Implement building and safety codes through plan review and inspections Annual Financial Plan Target 100% Error Free Page 244 FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 97% 97% 97% 97% 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 2015-2016 $ 2,108,716 173,792 55,096 $ 2,337,604 Adopted Budget 2016-2017 $ 2,286,300 248,120 60,801 $ 2,595,221 Estimated Expenditures 2016-2017 $ 2,186,300 194,120 60,801 $ 2,441,221 Proposed Budget 2017-2018 $ 2,458,390 289,420 73,801 $ 2,821,611 Budget-Budget Variance $ 172,090 41,300 13,000 $ 226,390 $ $ $ $ $ Expenditures by Program: General Administration Advanced Planning Building Plan Review Building Inspection Current Planning Code Compliance Code Compliance-SEMS Total $ 233,740 166,767 297 923,261 619,254 205,344 188,941 2,337,604 $ 236,615 238,318 1,086,943 645,123 204,719 183,503 2,595,221 $ 236,615 184,318 986,943 645,123 204,719 183,503 2,441,221 $ 238,177 336,711 1,108,492 878,635 74,603 184,993 2,821,611 $ $ 2,821,611 2,821,611 $ 1,562 98,393 21,549 233,512 (130,116) 1,490 226,390 Source of Funding: General Fund Commentary: The Planning and Development section operating budget has increased by 9%. There are no capital expenditures (> $10,000), resulting in an overall net increase of 9%. 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 addition of 2.475 FTE for an Associate Planner, a Building Inspection Manager, a Building Inspector and a .475 Comprehensive Planning Intern and a reduction of an Inspection Supervisor. Personnel Services also includes a onetime for Emergency On Call Inspections of $10,000. In addition, there are budgeted expenditures for staff retirements. Contractuals increases of 17% are due to one-time authorizations for credit card service processing charges ($20,000), Plan and Code Linking ($100,000), one-time FY17 to FY18 carryforward for the Southside Neighborhood Plan ($50,000) and High-Occupancy Housing ($5,000). Commodities increases of 21% reflect one-time increases for computer technology, workspace needs, vehicle support costs, and other items for the new personnel. There is no capital requested for this section. Annual Financial Plan Page 245 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 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service     Administered all aspects of the permanent affordability program o Managed right of first refusal, resale and client requests for 25 deed restricted homes and 20 land trust units 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 formal commitment from Timber Sky for 100 permanently affordable units to be incorporated into the City of Flagstaff Land Trust Program o Conducted a Request for Proposals process for the City owned parcel located 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 Administered the Owner Occupied Housing Rehabilitation (OOHR) o Completed two OOHR projects within City limits o Continued Intergovernmental Agreement (IGA) with Coconino County for administration of the County’s Housing Rehabilitation program – completed two projects in Coconino County o OOHR program monitored by Arizona Department of Housing (ADOH) and US Department of Housing and Urban Development (HUD) with no findings Strategic Plan Priority: Invest in Our People  Managed the Employer Assisted Housing Program for the Police Department (for sworn and dispatch personnel) – assisted eight households (26 individuals) Annual Financial Plan Page 246 City of Flagstaff Community Development Section 105 Housing Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community                In partnership with Habitat for Humanity of Northern Arizona, sold one newly constructed Izabel Home to a qualified household Continued contract management with Housing Solutions of Northern Arizona for long term administration of Izabel Homes Assisted developers interested in possibly applying for Low Income Housing Tax Credits Continued to assist the Townsite Community Land Trust with start-up Participated in developer negotiations as appropriate with Development Services Participated on the High Occupancy Housing Plan team Participated in Front Door (Coordinated Entry) implementation Provided Community Development Block Grant (CDBG) funding to benefit vulnerable populations o Flagstaff Shelter Services – Operational Assistance for Housing Services and Winter Overflow Program o Coconino County Community Services – Housing Stabilization o Flagstaff Shelter Services – Energy Efficiency Rehabilitation o Housing Solutions of Northern Arizona – Housing Assistance and Counseling o Northland Family Help Center – Shelter Renovations o City of Flagstaff - Owner Occupied Housing Rehabilitation o City of Flagstaff – Hal Jensen Recreation Center Rehabilitation Lead agency for the 2016 Project Homeless Connect Lead agency for the 2016 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 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service    Evaluate the Owner Occupied Housing Rehabilitation Program for program efficiencies and sustainability Seek community feedback on housing programs and specifically evaluate the workflow of the Section 8 and Public Housing programs Convert Section 8 and Public Housing application process to an online process Strategic Plan Priority: Invest in Our People   Create an Employer Assisted Housing program for City of Flagstaff employees Complete physical relocation of Housing Staff from City Hall to Siler Offices Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community   Review the incentives provided in both the Zoning Code and the Incentive Policy for Affordable Housing for effectiveness and present an updated Incentive Policy, based on community input, to Council for review Identify potential timeline and funding resources for achieving Council’s Affordable Housing goals Annual Financial Plan Page 247 City of Flagstaff Community Development Section 105 Housing Performance Measures Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Deliver Outstanding Services Through a Healthy Environment, Resources and Infrastructure Strategic Objective: Assure greatest utilization of Public Housing units and Section 8/VASH Vouchers possible Performance Measure Maintain 98% or higher occupancy rate Strategic Objective: FY 2018 Proposed >98% Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 98% Achieved Achieved >98% >98% Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed >90% Achieved Achieved >90% >90% Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 5% N/A N/A 5% 5% Administer grant funding in full compliance with funding source requirements Performance Measure Achieve full grant compliance Annual Financial Plan FY 2017 Estimate >98% Increase number of affordable units Performance Measure Add additional affordable housing units to the housing stock in Flagstaff Strategic Objective: FY 2016 Actual Achieved Maintain High Performer score Performance Measure Achieve a score of 90% or higher in the Public Housing Assessment System (PHAS) and Section Eight Management Assessment System (SEMAP) Strategic Objective: FY 2015 Actual Achieved Assure timely client and resident recertification Performance Measure Maintain 98% or higher annual recertification rate Strategic Objective: Target 98% Target 100% Page 248 FY 2015 Actual 100% FY 2016 Actual 100% FY 2017 Estimate 100% FY 2018 Proposed 100% City of Flagstaff Community Development Section: Section 105 Housing 105 - Housing Expenditures by Category: Personnel Services Contractuals Commodities Total Actual Expenditures 2015-2016 $ 294,804 6,904 (44,732) $ 256,976 Adopted Budget 2016-2017 $ 321,103 9,158 (57,954) $ 272,307 Estimated Expenditures 2016-2017 $ 321,103 9,158 (57,954) $ 272,307 Proposed Budget 2017-2018 $ 400,836 9,158 (57,954) $ 352,040 Budget-Budget Variance $ 79,733 $ 79,733 $ $ $ $ $ Expenditures by Program: General Administration Land Trust Total $ 249,133 7,843 256,976 $ 267,207 5,100 272,307 $ 267,207 5,100 272,307 $ 346,940 5,100 352,040 $ $ 352,040 352,040 $ 79,733 79,733 Source of Funding: General Fund Commentary: The Housing section operating budget has increased by 29%, with no capital items. The Personnel Services increase of 25% is due primarily to the addition of a new Housing Project Manager, a market based pay increase and an increase in medical and dental insurance. Contractuals and Commodities overall remain at the same levels as prior year budget. Annual Financial Plan Page 249 City of Flagstaff Community Development Section: Section 106/107 Community Housing Services 106 - Community Housing Services Expenditures by Category: Contractuals Total Actual Expenditures 2015-2016 $ 343,660 $ 343,660 Adopted Budget 2016-2017 $ 838,942 $ 838,942 Estimated Expenditures 2016-2017 $ 23,400 $ 23,400 Proposed Budget 2017-2018 $ 1,366,883 $ 1,366,883 Budget-Budget Variance $ 527,941 $ 527,941 $ $ $ $ $ Expenditures by Program: General Administration Revolving Loan - General Fund Workforce Housing Incentives Workforce Housing Development Land Acquisition - GF ADOH Loan Repayment - Home Total $ 43,232 44,997 255,431 343,660 $ 33,000 118,770 193,031 1 494,140 838,942 $ 23,400 23,400 $ 33,000 200,001 183,617 325,001 429,894 195,370 1,366,883 $ $ 1,366,883 1,366,883 $ 81,231 (9,414) 325,000 (64,246) 195,370 527,941 Source of Funding: Housing and Community Services Fund Commentary: The Community Housing Services operating budget has increased by 63%, with no capital items. There are no Personnel Services in this section. Contractuals increases of 63% are due to increases in other miscellaneous services for affordable housing land and building acquisitions. There are no commodities or capital items for this section. Section: 107 - Community Housing Grants Expenditures by Category: Contractuals Commodities Total Actual Expenditures 2015-2016 $ 232,588 32 $ 232,620 Adopted Budget 2016-2017 $ 1,130,000 $ 1,130,000 Estimated Expenditures 2016-2017 $ 86,000 $ 86,000 Proposed Budget 2017-2018 $ 1,044,000 $ 1,044,000 Budget-Budget Variance $ (86,000) $ (86,000) $ $ $ $ $ Expenditures by Program: AZ Housing Trust Funds Home Grant Rehab Coconino County Housing Grants Total $ 80,946 151,674 232,620 $ 330,000 450,000 350,000 1,130,000 $ 86,000 86,000 $ 330,000 450,000 264,000 1,044,000 $ $ 1,044,000 1,044,000 $ (86,000) (86,000) Source of Funding: Housing and Community Services Fund Commentary: The Community Housing Grants operating budget has decreased by 8%, with no capital items. There are no Personnel Services. Contractuals decreases of 8% 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 250 City of Flagstaff Community Development Section: Section 108 Block Grants 108 - Community Development Block Grants Expenditures by Category: Personnel Services Contractuals Commodities Capital Total Actual Expenditures 2015-2016 $ 68,804 478,465 36,544 147,035 $ 730,848 Adopted Budget 2016-2017 $ 64,867 834,774 $ 899,641 Estimated Expenditures 2016-2017 $ 64,868 798,511 $ 863,379 Proposed Budget 2017-2018 $ 74,037 956,332 8,395 $ 1,038,764 Budget-Budget Variance $ 9,170 121,558 8,395 $ 139,123 $ $ $ $ $ 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 Public Facility CDBG Housing Stabilization CDBG Public Facility Ops Total $ 115,932 219,247 151,752 40,867 6,630 92,125 43,078 9,562 51,655 730,848 $ 64,867 150,000 56,400 183,530 332,244 24,600 88,000 899,641 $ 64,868 293,908 45,000 83,849 327,289 10,752 37,713 863,379 $ 90,823 39,810 750,000 103,078 6,480 16,286 32,287 1,038,764 $ $ 1,038,764 1,038,764 $ 25,956 (110,190) 693,600 (80,452) (325,764) (8,314) (55,713) 139,123 Source of Funding: Housing and Community Services Fund Commentary: The Community Development Block Grants operating budget has increased by 15%, with no capital items. The Personnel Services increase of 14% is due to a market based pay increase as well as an increase in medical and dental insurance. Contractuals increases of 15% are due to increases in other miscellaneous services for the CDBG construction of new homes, public improvement and housing rehabilitation programs. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 251 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 106 VASH Vouchers for Veterans. We partner with the Veterans Administration (VA) on this program. We also manage Clark Homes, 80 units of low-income housing, Section 8 new construction development, and provide 12 Section 8 Certificates for the seriously mentally ill, in partnership with the Guidance Center. FY 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service   Partnered with Parks and Recreation Department to begin providing after school youth services at the Siler Homes Activity Center Opened Siler Homes office over lunch hour to provide increased access for residents and applicants Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community     Maintained Public Housing High Performer status from Housing and Urban Development (HUD). This system measures financial management, maintenance and physical plant and overall management the of public housing program, including a lease-up rate in excess of 98% for the year ending June 30, 2016 Maintained High Performer status for the Section 8 Housing Choice Voucher Program, including a lease up rate of 94.7% for the year ended June 30, 2016 Continued to upgrade units, grounds and replace aging equipment by utilizing HUD’s Capital Fund Program Received award of additional 20 VASH Vouchers, effective January 1, 2017 FY 2018 Initiatives – See Section 105 Performance Measures – See Section 105 Annual Financial Plan Page 252 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 2015-2016 $ 1,406,501 4,018,381 245,559 309,044 $ 5,979,485 Adopted Budget 2016-2017 $ 1,693,575 4,217,587 85,670 639,554 $ 6,636,386 Estimated Expenditures 2016-2017 1,693,575 $ 4,217,587 85,670 404,554 $ 6,401,386 $ $ $ Proposed Budget 2017-2018 $ 1,707,328 4,588,895 85,670 642,172 $ 7,024,065 Budget-Budget Variance $ 13,753 371,308 2,618 $ 387,679 $ $ Expenditures by Program: Low Income Public Housing Sec 8 housing Choice Voucher/MO Non-HUD Program Flagstaff Housing Corp Total $ 2,005,119 3,635,479 43,134 295,753 5,979,485 $ 2,545,607 3,722,540 39,644 328,595 6,636,386 $ 2,310,607 3,722,540 39,644 328,595 6,401,386 $ 2,588,712 4,060,295 40,107 334,951 7,024,065 $ $ 7,024,065 7,024,065 $ 43,105 337,755 463 6,356 387,679 Source of Funding: Flagstaff Housing Authority Fund Commentary: The Housing Authority operating budget has increased 6%. Personal Services increases of 1% are due to a market based pay increase and an increase in dental and medical insurance. Contractuals increases of 9% are primarily due to an increase in Section 8 Voucher assistance payments. Commodities remained flat year over year. Major capital (>$10,000) is $642,172 for housing related projects. Annual Financial Plan Page 253 City of Flagstaff Community Development Section 110 FMPO 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 multimodal 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 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service    Completion of the Regional Transportation Plan update with solid recommendations for future transportation investments and policy Held half-day retreat with FMPO Boards, Committees and Stakeholders to define what it means to thrive as an organization and to set strategic directives for improving service Updated Title VI Plan and reporting and outreach procedures and efforts Strategic Plan Priority: Invest in Our People   Advancement of the Roads and Streets Operations and Maintenance Efficiency Study that, when implemented, will result in greater efficiency and productivity in the Public Works Streets division Supported FMPO Manager in his participation on the Association of Metropolitan Planning Organization Board of Directors Strategic Plan Priority: Foster a Resilient and Economically Prosperous City  Completed the Milton Road Operations Alternatives Microsimulation Study to provide critical input to a forthcoming ADOT corridor study Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community     Successfully advanced by one-year funds for development of a Regional Strategic Transportation Safety Plan that will prioritize dangerous locations, solutions, and determine eligibility for funding Developed numerous working papers toward an Active Transportation Master Plan; policy development will proceed shortly Supported successful acquisition of two parcels for FUTS program To advance transportation choices, lower transportation costs and enable fuller societal participation by disadvantaged persons, participated with NAIPTA in production of the Bus Rapid Transit: Locally Preferred Alternative Study, Five-Year Transit Plan Update and Coordinated Public Transportation Human Services Plan Update Annual Financial Plan Page 254 City of Flagstaff Community Development Section 110 FMPO FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service  Work closely with the FMPO Executive Board to refine the mission and vision, develop staffing plans, communications plans, and clear project and organizational priorities Strategic Plan Priority: Invest in Our People     Support Multimodal Planner in achieving American Institute of Certified Planner certification Evaluate Administrative Assistant for a broadband zone advancement Apply to have FMPO Manager enrolled in the Flagstaff Leadership Program Continue to support training opportunities for regional transportation and public works staff through the Local Technical Assistance Program Strategic Plan Priority: Foster a Resilient and Economically Prosperous City    Develop funding strategies and communications tools for a series of priority projects Support ADOT and regional partners in the development of Milton Road and US 180 Corridor Master Plans Support City of Flagstaff tax advisory committee in whatever capacity needed Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community    Work in partnership with the Northern Arizona Council of Governments and Central Yavapai MPO to produce the Regional Strategic Transportation Safety Plan Complete the Active Transportation Master Plan Work with the City of Flagstaff to see connectivity development standards, other policies and project successfully translated from the FMPO Regional Transportation Plan to a City Streets Master Plan Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Serve as Ambassadors for the Flagstaff Community Strategic Objective: Effectively communicate Flagstaff's regional transportation priorities to State and Federal funding agencies Performance Measure Communications Annual Financial Plan Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 80% of Meetings Attended 20% 30% 50% 80% Page 255 City of Flagstaff Community Development Section 110 FMPO Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Enhance the Organization's Fiscal Stability and Resourcefulness Strategic Objective: Effectively pursue and utilize transportation grants Performance Measure Target 95% of Funds Obligated Federal funding FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 97% 97% 100% 100% Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Deliver Outstanding Services Through a Healthy Environment, Resources and Infrastructure Strategic Objective: Trend of Regional Transportation Plan implementation Performance Measure Produce the Regional Transportation Plan annual report Annual Financial Plan Target 75% Trending Positively or Stable Page 256 FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed N/A N/A N/A 75% City of Flagstaff Community Development Section: Section 110 FMPO 110 - Flagstaff Metropolitan Planning Organization Expenditures by Category: Personnel Services Contractuals Commodities Total Actual Expenditures 2015-2016 $ 263,250 474,299 (16,683) $ 720,866 Adopted Budget 2016-2017 $ 270,814 350,639 (26,535) $ 594,918 Estimated Expenditures 2016-2017 $ 270,814 274,105 (26,535) $ 518,384 Proposed Budget 2017-2018 $ 272,963 529,984 (13,685) $ 789,262 Budget-Budget Variance $ 2,149 179,345 12,850 $ 194,344 $ $ $ $ $ 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 $ 40,179 156,134 1,079 3,813 72,373 182,243 51,444 1,298 17,031 195,272 720,866 $ 260,179 22,268 950 600 241,332 750 68,839 594,918 $ 247,479 22,268 950 600 177,498 750 68,839 518,384 $ 274,578 1,300 1,800 260,834 750 250,000 789,262 $ $ 789,262 789,262 $ 14,399 (22,268) 350 1,200 19,502 250,000 (68,839) 194,344 Source of Funding: Metropolitan Planning Fund Commentary: The FMPO operating budget has increased by 33% and there are no capital expenditures. The Personnel Services increase of 1% is due to market pay increases as well as an increase in medical and dental insurance. Contractuals increases of 51% are mainly due to increased consultant fees. Commodities increases of 48% is mainly due to one-time computer software and equipment purchases and increased copying and printing charges. There is no major capital (>$10,000) for this section. With the exception of the Transportation Fund transfer of $22,500, FMPO is a 100% grant reimbursed program. Annual Financial Plan Page 257 City of Flagstaff Annual Financial Plan Page 258 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 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 Section serves the community and municipal organization as a catalyst for economic, environmental and social sustainability through policy development, project implementation, leadership, and education. The Environmental Management Section protects the health and safety of the public, staff and the environment by ensuring that City operations are in compliance with federal and state environmental regulations. Annual Financial Plan Page 259 City of Flagstaff Public Works Public Works 001-25 1 Division Director 1 Project Manager Solid Waste / Fleet Maintenance 1 PW Section Director Collections 280-41 1 Public Works Manager 1 Public Works Supervisor (ES – Commercial) 1 Solid Waste Leadworker 12 Equipment Operator 1 Public Works Supervisor (ES – Residential) Landfill 280-41 1 Public Works Manager 2 Admin Specialists 1 Public Works Supervisor 1 Leadworker 6 Equipment Operator Recreation 001-40 1 Public Works Manager Parks 001-26 1 PW Manager West Side 1 Public Works Supervisor 1 Recreation Specialist 1 Admin Asst 5 Maintenance Worker 2.27 Maintenance Worker Temp East Side 1 Public Works Supervisor 1 Project Manager 1 Solid Waste Leadworker 11 Equipment Operator 1 Customer Relations Supervisor 2 Admin Specialist .5 Program Assistant Streets 040-32 1 Public Works Section Director Cemetery/Parks/ Recreation 1 PW Section Director 1 Project Manager 1 Environmental Program Specialist 2 Environmental Asst. .5 Environmental Aide Fleet Services 001-27 1 Public Works Manager 1 Public Works Supervisor 6 Maintenance Worker 2.5 Maintenance Worker (Temp) 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) 4 Mechanic II 1 Welder / Tech Programs / Facilities 001-30 3 Recreation Supervisor 5 Recreation Program Coor 14.296 (Temp) Community Events 001-30 1 Recreation Supervisor 1 Recreation Program Coord .25 Intern Aquaplex 001-30 1 Recreation Supervisor 3 Recreation Program Coord 2 Lifeguard .5 Recreation Program Assistant 23.82 (Temp) Sustainability / Environmental Management / Facility Maintenance 1 PW Section Director 1 Admin Specialist 1 Admin Specialist (1X for 2 Years) Streets 040-32 1 Public Works Manager Environmental 280-43 1 Env Program Mgr 1 Environmental Technician Safety / Training / CDL Testing 1 Public Works Supervisor 7 Equipment Op 1.25 Equipment Op. (Temp) .57 Equipment Op Snow (Temp) Traffic/Sign and Markings/Concrete 1 Public Works Supervisor Sign and Markings 6 Maintenance Worker Traffic 1 Traffic Signal Tech .5 Intern .56 Equipment Op. Snow (Temp) Sustainability 280-43 1 Sustainability Manager 2 Sustainability Specialist 1 Open Space Specialist (1X) 1 Volunteer and Event Coordinator Facilities Maintenance Division 001-29 1 Facilities Maint Superintendent 1 Facilities Maint Mgr 9.5 Maintenance Worker Equipment Operation 1 Public Works Supervisor Equipment 8 Equipment Op 1 Mechanic Leadworker Temps .57 Equipment Op Snow (Temp) 2 Mechanic I 1 Mechanic Assistant .57 Equipment Op Snow (Temp) 1 Buyer 1 Fleet Services Specialist 1 Parts Specialist Annual Financial Plan Page 260 City of Flagstaff Public Works Section 151 Administration Mission The mission of Public Works Administration is to direct and coordinate the efforts of Public Works programs by providing cost-efficient, quality-based services to the citizens of Flagstaff. By ensuring a well-trained, safetyconscious work staff, Public Works Administration strives to improve the quality of life in Flagstaff through sustainable, affordable, efficient maintenance programs, enhanced transportation and enhanced parks and 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 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service  Fielded several citizen phone calls during snow operations and responded to all concerns within 24 hours Strategic Plan Priority: Foster a Resilient and Economically Prosperous City  Completed design and GMP of the Core Services Facility Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community  Completed improvements on 160 city streets through the 2016 Street Maintenance Program; 15 lane miles of overlay and 84 lane miles of chip seal, for a total of 13.9% of total city lane miles; Road Repair and Street Safety Programs included a total of 34% lane miles improved FY 2018 Initiatives Strategic Plan Priority: Foster a Resilient and Economically Prosperous City  Begin construction of the Core Services Facility Strategic Plan Priority: Work In Partnership to Enhance a Safe and Livable Community  Complete improvements on city streets through implementing the 2017 Street Maintenance Program Annual Financial Plan Page 261 City of Flagstaff Public Works Section 151 Administration Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Serve as Ambassadors for the Flagstaff Community Strategic Objective: Provide excellent customer service to the citizens of Flagstaff by addressing all complaints and concerns Performance Measure Respond to all citizen concerns within 24 hours Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 95% N/A N/A 90% 95% Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Promote Policies That Reflect a Positive and Safe Community Strategic Objective: Develop a new and safe yard for Core Services to better serve the citizens of Flagstaff Performance Measure Track progress on the new Core Services Yard Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% N/A 25% 42% 100% Strategic Priority – Goal: Work in Partnership to Enhance a Safe and Livable Community - Foster a Safe, Healthy, Equitable and Accessible Community Strategic Objective: Provide the citizens of Flagstaff with streets free of distresses and danger Performance Measure Track progress of 2017 Street Maintenance Program Annual Financial Plan Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% 19% 34% 49% 64% Page 262 City of Flagstaff Public Works Section: Section 151 Administration 151 - Public Works Administration Expenditures by Category: Personnel Services Contractuals Commodities Total Actual Expenditures 2015-2016 $ 137,658 3,809 (95,863) $ 45,604 Adopted Budget 2016-2017 $ 108,576 3,151 (94,879) $ 16,848 Estimated Expenditures 2016-2017 $ 108,576 3,151 (94,879) $ 16,848 Proposed Budget 2017-2018 $ 140,713 3,753 (94,879) $ 49,587 Budget-Budget Variance $ 32,137 602 $ 32,739 $ $ $ $ $ $ $ $ 49,587 49,587 $ $ $ (117,079) 83,333 83,333 49,587 Expenditures by Program: General Administration Total 45,604 45,604 16,848 16,848 16,848 16,848 32,739 32,739 Source of Funding: General Fund Highway User Revenue Fund Airport Fund $ Commentary: The Public Works Administration section operating budget has increased by 194% and there are no capital expenditures. The Personnel Services increase of 30% is due to an increase of the Division Director's cost split charged to this section, market based pay increases as well as an increase in medical, dental, and workers' compensation insurance. Contractuals has increased by 19% due to an increase in staff training. Commodities remain unchanged from the prior year. Annual Financial Plan Page 263 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 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service  Staff has utilized innovative processes, methods/techniques and procedures to maximize efficiency and effectiveness while they utilize modern equipment, materials and technologies to improve and maintain the City’s Resources Strategic Plan Priority: Invest in Our People   Leadership has supported staff development and expertise in the trades to better serve the community and organization starting with employee cross training with the electrical discipline Employees have been given technical tools to provide for remote access to databases and system interfaces while promoting computer literacy and raising the level of excellence in service Strategic Plan Priority: Foster a Resilient and Economically Prosperous City  In the process of refining the five-year plan to implement new processes and materials to extend maintenance intervals on existing structures including the roof emulsions on the U.S. Geological Survey (USGS) Buildings 3 and 4, Courthouse and Hal Jensen Recreation Center Gymnasium Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community   Partnered with the Sustainability section to enhance the usability, comfort and efficiency of facilities by installing bottle filling stations for water dispensing, LED lighting retrofits in the airport terminal and City Hall, and supported the installation and operation of solar photovoltaic parking structures Upgraded the performing arts facility, Threatrikos, with the installation of upgraded thermal pane windows and entry doors FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service  Strive for higher efficiency with the implementation of computer tablets to provide remote access to local IT shared drive databases, allowing technicians to retrieve and post work orders, research information, view building diagrams and other sources of information Annual Financial Plan Page 264 City of Flagstaff Public Works Section 152 Facility Maintenance Strategic Plan Priority: Invest in Our People   Provide a high level of professional maintenance services, focusing on customer satisfaction by offering the availability of course work in higher education training as funds are made available Provide for funding to sponsor staff to attend facilities trade shows; allowing the opportunity to access new and improved technology applied to facilities maintenance Strategic Plan Priority: Foster a Resilient and Economically Prosperous City  Following through with the Facility section’s mission statement to ensure that the custodial needs are met, the safety systems are functional and updated as required and the repair needs and after-hours maintenance service is provided to the satisfaction of the end users Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community   Key projects for FY 2018 include the resurfacing pavement preservation of the City Hall parking lot with LED retrofits on all area lighting; the replacement of the primary UPS (Un-interruptible Power Supply) supporting the IT departments computer system database servers providing higher level system security Continue with facility assessment for the determination of the overall health and service needs of the structures involved evaluating safety and infrastructure in conjunction with the site representatives Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Provide Employees Tools, Training and Support Strategic Objective: Employee effectiveness and satisfaction Performance Measure Recruit and retain the highest quality talent – establish training standards in FY 2018 Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% N/A N/A N/A 100% Strategic Priority – Goal: Invest In Our People – Empower Employees to Make the City Better Strategic Objective: Quality Customer Service Performance Measure Improve customers service ratings based on work order statistics – implement new work order system and develop baselines in FY 2018 Annual Financial Plan Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% N/A N/A N/A 100% Page 265 City of Flagstaff Public Works Section 152 Facility Maintenance Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Enhance the Organization's Fiscal Stability and Resourcefulness Strategic Objective: Support the City’s sustainability vision Performance Measure Develop and implement an organizational structure that allows identification, completion and monitoring of energy conservation projects Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 15% Reduction/ 51,927 MWh 0%/ 507,200 KW 1%/ 503,520 KW .1%/ 503,000 KW .2%/ 502,000 KW Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Deliver Outstanding Services Through a Healthy Environment, Resources and Infrastructure Strategic Objective: Support the City's initiative to maintain and improve existing structures Performance Measure Complete and maintain the facilities assessment inspections for protecting City resources Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed >75% 74% 74% 74% 75% Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City – Promote Policies that Reflect a Positive and Safe Community Strategic Objective: Provide leadership in the immediate management and long-term preservation of the City's physical assets and resources Performance Measure Optimize the total cost of ownership of the City's physical assets Annual Financial Plan Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% N/A 65% 70% 80% Page 266 City of Flagstaff Public Works Section: Section 152 Facility Maintenance 152 - Facility Maintenance Expenditures by Category: Personnel Services Contractuals Commodities Capital Total Actual Expenditures 2015-2016 $ 794,116 486,856 (125,327) 166,857 $ 1,322,502 Adopted Budget 2016-2017 $ 801,491 886,028 (223,563) 196,000 $ 1,659,956 Estimated Expenditures 2016-2017 $ 801,491 517,166 (278,951) 22,000 $ 1,061,706 Proposed Budget 2017-2018 $ 776,684 856,253 (205,248) 364,000 $ 1,791,689 Budget-Budget Variance $ (24,807) (29,775) 18,315 168,000 $ 131,733 $ $ $ $ $ Expenditures by Program: General Administration Custodial Service Structural & Other Maintenance City Hall Catastrophic Set Aside Milligan House Prosecutor's Bldg Phoenix Building City Leased Property Maintenance Total $ 519,548 61,037 348,473 316,049 24,703 240 15,251 20,686 16,515 1,322,502 $ 369,551 95,288 684,144 284,877 181,957 16,395 14,077 13,667 1,659,956 $ 369,551 95,288 235,097 284,877 44,431 16,395 14,077 1,990 1,061,706 $ 382,831 116,288 799,618 284,877 165,926 16,395 14,077 11,677 1,791,689 $ 13,280 21,000 115,474 (16,031) (1,990) 131,733 Source of Funding: General Fund Library Fund Water and Wastewater Fund Stormwater Fund Airport Fund Solid Waste Fund $ $ 1,615,817 64,287 23,565 4,444 18,524 65,052 1,791,689 Commentary: The Facility Maintenance operating budget has decreased by 2% with Capital expenditures of ($364,000), resulting in an overall increase of 8%. The Personnel Services decrease of 3% is due to retirement payouts in FY 2017, net of a market based pay increase, an increase in medical and dental insurance and the elimination of a temporary position. Contractuals decreases of 3% are due to prior year one-time authorizations for maintenance and repairs. Commodities decreases of 8% are due to one-time authorizations for facility repairs in FY 2017. Major capital expenditures (>$10,000) include facility improvement ($336,000) and a vehicle replacement ($28,000). Annual Financial Plan Page 267 City of Flagstaff Public Works Section 153 USGS Campus Mission Facilities Maintenance strives to maximize its resources by maintaining all City buildings in a safe and efficient manner for all users. Program Description United States Geological Survey (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 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service  Utilization of innovative processes, methods/techniques and procedures to maximize efficiency and effectiveness while they utilize modern equipment, materials and technologies to improve and maintain the City’s resources Strategic Plan Priority: Invest in Our People   Leadership supported staff development and expertise in the trades to better serve the community and organization starting with employee cross training with the electrical discipline Employees given technical tools to provide for remote access to databases and system interfaces while promoting computer literacy and raising the level of excellence in service Strategic Plan Priority: Foster a Resilient and Economically Prosperous City     Refined the five-year plan to implement new processes and materials to extend maintenance intervals on existing structures including the roof emulsions on the USGS buildings 3 and 4 Replaced the carpet in building 3 while correcting the surface water drainage adjacent to the structure Improved the drainage adjacent to building; correcting water infiltration into the structure Replaced the main air handler cooling coil and condensing unit serving building 6 Strategic Plan Priority: Work In Partnership to Enhance a Safe and Livable Community  Partnered with the Sustainability Section to enhance the usability, comfort and efficiency of facilities by installing LED lighting retrofits FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service  Strive for higher efficiency with the implementation of computer tablets to provide remote access to local IT share drive databases allowing technicians to retrieve and post work orders, research information, view building diagrams and other sources of information Annual Financial Plan Page 268 City of Flagstaff Public Works Section 153 USGS Campus Strategic Plan Priority: Invest in Our People   Provide a high level of professional maintenance services focusing on customer satisfaction by offering the availability of course work in higher education training as funds are made available Provide for funding to sponsor staff to attend facilities trade shows allowing the opportunity to access new and improved technology applied to facilities maintenance Strategic Plan Priority: Foster a Resilient and Economically Prosperous City  Ensure that custodial needs are met, the safety systems are functional and updated as required and the repair needs and after-hours maintenance service is provided to the satisfaction of the end users Strategic Plan Priority: Work In Partnership to Enhance a Safe and Livable Community   Key projects for FY 2018 to include the complete carpeting replacement and painting of building 6 covering 62 offices and library for 27,525 square feet Continue with facility assessment for the determination of the overall health and service needs of the structures involved evaluating safety and infrastructure in conjunction with the site representatives Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Provide Employees Tools, Training and Support Strategic Objective: Employee effectiveness and satisfaction Performance Measure Recruit and retain the highest quality talent – establish training standard in FY 2018 Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% N/A N/A N/A 100% Strategic Priority – Goal: Invest In Our People – Empower Employees to Make the City Better Strategic Objective: Quality Customer Service Performance Measure Improve customers service ratings based on work order statistics – implement new work order system and develop baseline in FY 2018 Annual Financial Plan Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% N/A N/A N/A 100% Page 269 City of Flagstaff Public Works Section 153 USGS Campus Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Enhance the Organization's Fiscal Stability and Resourcefulness Strategic Objective: Support the City’s sustainability vision by reducing energy consumption through the production of power plant gas emissions Performance Measure Develop and implement an organizational structure that allows identification, completion and monitoring of energy conservation projects Target 15% Reduction/ 1.53M Kilowatts FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed (9%)/ 1.64M (16%)/ 1.38M (1%)/ 1.36M 1%/ 1.38M Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Promote Policies That Reflect a Positive and Safe Community Strategic Objective: Provide leadership in the immediate management and long-term preservation of the City's physical assets and resources Performance Measure Optimize the total cost of ownership of the City's physical assets – maintenance plans complete by FY 2019 Section: Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% N/A N/A 50% 75% 153 - USGS Campus Expenditures by Category: Contractuals Commodities Total Actual Expenditures 2015-2016 $ 512,313 71,384 $ 583,697 Adopted Budget 2016-2017 $ 665,236 65,913 $ 731,149 Estimated Expenditures 2016-2017 $ 615,236 65,913 $ 681,149 Proposed Budget 2017-2018 $ 1,637,849 65,913 $ 1,703,762 Budget-Budget Variance $ 972,613 $ 972,613 $ $ $ $ $ Expenditures by Program: Maintenance Building 3 Maintenance Building 4 Maintenance Building 5 Maintenance Building 6 Total $ 114,660 251,884 35,209 179,732 583,697 $ 158,578 215,230 41,840 315,501 731,149 $ 158,578 215,230 41,840 265,501 681,149 $ 188,470 235,733 46,495 733,064 1,703,762 $ $ 1,703,762 1,703,762 $ 29,892 20,503 4,655 417,563 972,613 Source of Funding: General Fund Commentary: The USGS Campus operating budget has increased 133% and there are no capital expenditures. Contractual increases of 146% are due to required painting and carpet replacements as well as increased landscaping costs due to minimum wage increases. Commodities remain flat from FY 2017. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 270 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 develop and implement policies and procedures for fleet operations. 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 their useful life. FY 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service     Fleet Service maintains three repairs logs; the purpose of these logs is to enhance communication and set priorities for equipment repair Contracted with an outside vendor to deliver the bulk of diesel fuel to the landfill, Wildcat Facility, airport and the City’s fire stations; 16 hours per week of time saved Vehicles have been refurbished for use in the Fleet section’s pool and as loaners for internal customers Sand blasted and painted a Park Section’s utility box for an estimated $2,000 savings to the program Strategic Plan Priority: Invest in Our People      Recognized two technicians with QSI awards Developed a targeted “Empire Caterpillar” training for staff in order to perform electronic evaluations Replaced outdated fuel truck Added two heavy-duty lifts in order to raise ten-wheel trucks Replaced uniforms, with input from staff Strategic Plan Priority: Foster a Resilient and Economically Prosperous City    Three vehicles made available for the Prosecutors office and for the Building and Safety program Repurposed an underutilized cab-chassis when building the new service/fuel truck, which resulted in $64,000 in savings Revenue surplus of approximately $211,000 returned to City programs by maximizing productivity and improved billing disciplines Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community    Worked closely with Public Safety in the development of safety checks, planning and specification development on future purchases and targeting enhanced investment on older equipment, so as to maximize its life and payback Sent two staff to Henderson Nevada with two Fire Department staff to inspect a Quantum Pumper that was to be refurbished; this joint effort will save the City over $200,000 on the purchase of one fire engine Accompanied staff from City’s Streets Section to Ohio to inspect the City’s new paint striper; this allowed the necessary repairs and adjustments to be completed at the factory as opposed to having to return the vehicle after its initial delivery Annual Financial Plan Page 271 City of Flagstaff Public Works  Section 154 Fleet Management Assist the Core Services Facility design team on the new vehicle shop; resulted in cost savings, a smaller foot print and a shop design that will reduce footsteps for staff which should result in a more productive product to the customers served FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service      Provide excellent and timely communication with customers; provide repair time forecasts when possible and work with each program, establishing priorities for repair in an effort to balance resources with the needs of the City Maintain three dynamic repair logs (Flagstaff Fire Department, Solid Waste and Streets) with prioritized reviews and updates Ensure quality repairs by requiring that two members of Fleet’s staff verify procedures on a checklist; continue to enhance these documents and procedures in 2018 Hold staff accountable for repairs and the service through the review of vehicles that continue to have issues after repair or maintenance Share compliments; openly discuss challenges and goals in weekly meetings in order to create buy-in as well as recognize new ideas and opportunities to improve; utilize the City’s QSI (Quality Step Increase) and WOW (Wonderful Outstanding Worker) programs to reward exceptional service whenever possible Strategic Plan Priority: Invest In Our People     Foster and maintain a safe work environment through weekly team meetings that use internal as well as external resources; includes multi-media and employee created presentations Provide ample opportunities for enhancement to Fleet’s team skills and knowledge in all aspects of Fleet operations; include a budget for training opportunities and job certifications to add to the 64 Automotive Service Excellence (ASE) certifications and Emergency Vehicle Technician (EVT) certifications currently held by Fleet staff Plan and budget for the purchase of necessary equipment and software Work to find solutions for vehicle/equipment needs that include rebuilding, refurbishing, re-purposing; assist in the specification development and procurement process for new purchases Strategic Plan Priority: Foster a Resilient and Economically Prosperous City     Fleet Services and the Fleet Management Committee (FMC) are committed to be good stewards of the capital resources; continue to work hard adhering to established replacement criteria while being open to changing needs occurring within the many City programs that are supported Look for opportunities to fill needs from within current City resources that become available; add six vehicles to the pool in the last 18 months; plan to add four additional vehicles to the pool in FY 2018; remove vehicles from rotation if needed; through these efforts Fleet Services will be able to provide three vehicles to City programs without utilizing capital resources, two to the Fire Department and one to IT Create specification requirements for technical airport, fire apparatus and other unique equipment needs; plan for future needs in order to maximize capital investments Travel and inspect new and refurbished equipment Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community  Remain involved in the design and evolution of the new vehicle shop within the Core Services project; clear out many years of accumulated parts, material, tires and outdated equipment in preparation of this move; budget and acquire new, portable equipment not included in the facilities equipment purchase plan; identification of over one million dollars of savings from the original plan to date Annual Financial Plan Page 272 City of Flagstaff Public Works     Section 154 Fleet Management Work with Management Services and IT in the development of the City’s new work management program which will replace the current Fleet System by SunGard/Navaline Work with the City’s procurement section and Coconino County to identify a new fuel management software/hardware vendor in order to guarantee the ability to provide accurate and reliable fuel resources in support of all City programs while monitoring who is dispensing it and where Support the front-line programs and their missions to serve the City of Flagstaff through fostering excellent communication, jointly establishing work priorities, being open to ideas and suggestions and most of all by being flexible Work closely with Risk Management; participate in Risk Management’s monthly Accident Review Board (ARB); participation on the ARB will aid in identifying safety hazards and procedures so as to enhance the safety of employees and citizens Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Serve the Public Through Quality Internal and External Customer Service Strategic Objective: Provide quality maintenance and repairs on the municipal vehicle and equipment inventory Performance Measure Scheduled Preventative Maintenance for vehicles and equipment completed at specific intervals – minimum of 208 Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% 77% 79% 87% 95% Strategic Priority – Goal: Provide Exceptional Service - Provide Employees Tools, Training and Support Strategic Objective: Provide tools, training and an overall environment that allows mechanic’s productivity to maintain a 90% productivity level, less benefit Performance Measure Technical work force's billed labor hours plus training to be tracked and published on a quarterly basis Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed >90% 88% 95% 100% 95% Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Enhance the Organization's Fiscal Stability and Resourcefulness Strategic Objective: Through communication with City sections, with regards to equipment maintenance and condition, Fleet will reduce the City's rolling stock and facilitate a better utilization of equipment through anticipating equipment retirement or reassignment Performance Measure Reduce City's rolling stock by six units Annual Financial Plan Target 100% Page 273 FY 2015 Actual N/A FY 2016 Actual 100% FY 2017 Estimate 67% FY 2018 Proposed 67% City of Flagstaff Public Works Section: Section 154 Fleet Management 154 - Fleet Management Expenditures by Category: Personnel Services Contractuals Commodities Capital Total Actual Expenditures 2015-2016 $ 51,193 108,965 (213,555) 51,714 $ (1,683) Adopted Budget 2016-2017 $ 252,017 107,151 (298,837) 1,884,661 $ 1,944,992 Estimated Expenditures 2016-2017 $ 252,017 107,151 (298,837) 244,301 $ 304,632 Proposed Budget 2017-2018 $ 229,286 110,451 (339,737) 985,269 $ 985,269 Budget-Budget Variance $ (22,731) 3,300 (40,900) (899,392) $ (959,723) $ $ $ $ $ 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 $ 136,971 (18,510) 156,986 (373,060) 9,590 7,388 78,952 (1,683) $ (50,534) 77,524 347,384 (193,466) 5,500 4,400 76,623 1,677,561 1,944,992 $ (50,534) 77,524 347,384 (237,624) 5,500 4,400 76,623 81,359 304,632 $ (14,873) 82,082 124,300 (168,055) 39,500 4,400 80,509 837,406 985,269 $ 35,661 4,558 (223,084) 25,411 34,000 3,886 (840,155) (959,723) Source of Funding: General Fund Library Fund Highway User Revenue Fund Water and Wastewater Fund Stormwater Fund Airport Fund Solid Waste Fund SEMS Fund $ $ 797,437 1,096 70,550 15,886 73 1,756 98,408 63 985,269 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 environmental disposal fees. The current shop rate varies per hour based on the type of equipment and does not cover one-time and capital requests. Personnel Services decreases due to two new positions, market based pay increases, as well as increases in health and dental insurance, offset by an increase in charges to other divisions related to the two new positions. The Contractuals increase of 3% is due to an increase in education and training. The Commodities decrease of 14% is due to a reduction in stationary machinery and equipment parts. There is major capital (> $10,000) which includes the replacement of one (1) pool vehicle ($34,000), catastrophic funds ($882,000) and a heavy duty lift system ($64,000). Annual Financial Plan Page 274 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 provides the opening and closing services for the Calvary Cemetery. FY 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service          Installed outdoor fully accessible fitness equipment at Bushmaster Park Renovated landscape walls and landscaping at Thorpe Park Completed the design and will be constructing drainage improvements in Wheeler Park Installed adaptive playground equipment and surfacing at Thorpe Park Cemetery’s kiosk has been activated for the public’s use Cemetery now has the ability to process credit card transactions on site Purchased two tablets for field operations and started inventory of all irrigation systems components Will be fully reconstructing the tennis courts at the Hal Jensen Recreation Center Chipped, crack sealed and striped parking lots at Bushmaster Park and Thorpe Park Sports Complex Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community   Completed park enhancements at Old Town Springs Park in partnership with the La Plaza Vieja Neighborhood Association Completed the Children’s Garden in Foxglenn Park in partnership with the JLB Project FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service  Construct two fully accessible restrooms at Joel Montalvo Park Annual Financial Plan Page 275 City of Flagstaff Public Works      Section 155 Parks Resurface four tennis courts at Thorpe Park Coordinate with the American Legion on a solution for damaged bricks in Veterans Section “K” at the Cemetery Install adaptive play equipment and surfacing at Guadalupe Park Construct a permanent restroom facility at Buffalo Park Replace damaged walkways at Foxglenn Park Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Provide Employees Tools, Training and Support Strategic Objective: Provide employee training for career development Performance Measure Track training courses provided to staff – eight trainings per year Strategic Objective: FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% 100% 100% 100% 100% Research and implement new innovative practices to improve operational efficiencies through the use of new technology Performance Measure Increase use of software for inventory and inspection reports Annual Financial Plan Target Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% N/A N/A 25% 50% Page 276 City of Flagstaff Public Works Section: Section 155 Parks 155 - Parks Expenditures by Category: Personnel Services Contractuals Commodities Capital Total Actual Expenditures 2015-2016 $ 1,643,083 539,729 363,638 601,697 $ 3,148,147 Adopted Budget 2016-2017 $ 1,991,041 688,551 550,913 315,000 $ 3,545,505 Estimated Expenditures 2016-2017 $ 1,991,041 671,118 550,913 144,250 $ 3,357,322 Proposed Budget 2017-2018 $ 2,113,673 686,654 545,263 460,750 $ 3,806,340 Budget-Budget Variance $ 122,632 (1,897) (5,650) 145,750 $ 260,835 $ $ $ $ $ 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 $ 117,999 784,641 26,649 401,339 67,110 179,725 28,965 1,353,706 17,501 170,274 (312) 550 3,148,147 $ 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 $ 136,372 722,588 31,890 371,264 82,514 238,486 45,615 1,312,295 5,094 176,524 232,353 2,327 3,357,322 $ 189,493 807,410 29,970 375,447 83,171 251,992 43,179 1,544,467 2,344 165,803 295,631 17,433 3,806,340 $ $ 3,806,340 3,806,340 $ 53,121 13,422 (1,920) 4,183 657 13,506 (2,436) 132,822 (2,750) (10,721) 63,278 (2,327) 260,835 Source of Funding: General Fund Commentary: The Parks operating budget has increased 4% with Capital expenditures ($460,750), resulting in an overall increase of 7%. The Personnel Services increase of 6% is due to a market pay increase as well as an increase in medical and dental insurance. Commodities decrease of 1% is mainly due to grant expenditures budgeted in FY 2017. Major capital (>$10,000) includes projects to complete improvements to multiple City parks and recreation facilities including Thorpe Park ($165,800), Bushmaster Park ($51,050), McPherson Park ($62,500), Fox Glen Park ($72,500) and Continental Sports Fields ($52,500). Annual Financial Plan Page 277 City of Flagstaff Public Works Section: Section 155 Parks 157 - Cemetery Expenditures by Category: Personnel Services Contractuals Commodities Total Actual Expenditures 2015-2016 $ 13,480 30,493 180,611 $ 224,584 Adopted Budget 2016-2017 $ $ - Estimated Expenditures 2016-2017 $ $ - Proposed Budget 2017-2018 $ $ - Budget-Budget Variance $ $ - $ $ $ $ $ Expenditures by Program: General Administration Opening & Closing Maintenance of Buildings Maintenance of Grounds Total $ 4,689 72,285 4,797 142,813 224,584 $ - $ - $ - $ $ - $ - Source of Funding: General Fund Commentary: The Cemetery was combined with Parks beginning in FY 2017. Cemetery is now a program within Parks. Annual Financial Plan Page 278 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, the Joe C. Montoya Community and Senior Center, the Jay Lively Activity Center, the Hal Jensen 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 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service           Aquaplex: Implemented a wide variety of new programming to meet the needs of the fitness community, including new Zumba classes, suspension training, spin classes, Pilates, nutrition and other core training Athletics: Hosted a successful Adult Hockey Tournament in conjunction with Jay Lively Activity Center that generated approximately $5,000 in revenue Athletics: Held a Homerun/Target Derby with winners receiving prizes such as a bat, backpack, batting gloves, or gift cards donated by Chick-Fil-A Athletics: 25% increase in Adult Basketball team registrations and a 12% increase in Adult Volleyball team registrations over FY 2016 Hal Jensen Recreation Center: Programmed a new activity center in the Siler homes neighborhood in collaboration with the Flagstaff Housing Authority; this was year one of a two-year pilot program Hal Jensen Recreation Center: Opened a computer lab with the addition of six new computers for public use Hal Jensen Recreation Center: Added six new pieces of cardio equipment and a new full dumbbell set to the weight room Hal Jensen Recreation Center: Applied for and received Community Development Block Grant (CDBG) funding for seven major projects including an upgrade to the electrical panels; installation of 50,000 square feet of artificial turf in the back of the facility; installation of ceramic tile in both locker rooms to replace vinyl tile; installation of interior and exterior security cameras throughout facility; completely sanding, re-painting, and refinishing the gym and racquetball court hardwood floors; tear out and replace the outdoor basketball court; and build additional storage space on facility Joe C. Montoya Community and Senior Center: Continue to enhance the weight room for public use by purchasing a new treadmill and a new weight bench Joe C. Montoya Community and Senior Center: Purchased $1,000 in equipment for annual Baseball Camps as they continue to reach capacity each summer Strategic Plan Priority: Invest in Our People  Permanent and temporary staff attended several trainings, seminars, state, and national conferences relating to Parks and Recreation, Certified Pool Operator training and Certifications, leadership and supervisory training, ethics, active shooter and lockout/lockdown procedures, and computer skills training; Recreation Coordinator graduated from the Flagstaff Leadership Program in 2017 Annual Financial Plan Page 279 City of Flagstaff Public Works Section 156 Recreation Services Strategic Plan Priority: Foster a Resilient and Economically Prosperous City     Athletics: Implemented the Thorpe Ballfield banner sponsorship program Aquaplex: Implemented the Second Annual Membership drive in January 2017, collecting over $70,000 in revenue Community Events: Increased participation in the Downtown Banners program by approximately 25% Joe C. Montoya Community and Senior Center: National Senior Health and Fitness Day hosted over 30 local venders and service providers sharing information with approximately 300 community members, informing them of the myriad services available to seniors in Flagstaff Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community         Administration: Approved applications and offered low cost Recreation programs to over 105 families who could not otherwise afford to participate Aquaplex: Continued partnership with the Northern Arizona Public Employee Benefit Trust (NAPEBT), hosting fitness classes for benefit eligible employees and dependents Athletics: Flagstaff Bone and Joint supplied 400 BPA free water bottles for distribution to adult softball leagues participants Community Events: Strengthened relationship with the Downtown Business Alliance to collaborate on future events and usage of Heritage Square Hal Jensen Recreation Center: Flagstaff Police Department (FPD) partnership continues for Night Court, a safe place for youth a police officers to play basketball together and enhance community relations Hal Jensen Recreation Center: St. Mary’s Food Bank - working so that Hal Jensen can become a summer feeding site for youth under 18 Joe C. Montoya Community and Senior Center: Developed partnership with Northern Arizona University, College of Nursing by having Nursing students work with Center participants during their gerontology module to gain practical experience working with seniors in a community center setting Joe C. Montoya Community and Senior Center: Became a Satellite office for the Arizona Attorney General’s (AG) office; two times each month members from the community can meet with a representative from the AG’s office to discuss items of concern FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service       Athletics: Create a marketing plan to further increase team participation and company registrations in all adult sports leagues, and establish early registration incentives to maximize team signups Community Events: Revise special event permit packet and introduce an online version of the application Hal Jensen Recreation Center: Advertise and promote all-inclusive programing including cultural programming; begin offering computer training including resume seminars in the computer lab for the community Jay Lively Activity Center: Increase summer ice arena programming for local patrons Joe C. Montoya Community and Senior Center: Continue to enhance weight room by purchasing a new treadmill Joe C. Montoya Community and Senior Center: Redevelop the National Senior Health and Fitness Day to become a three-day event at the Center, with a greater focus on medical and social issues facing seniors with guest speakers and educational sessions Strategic Plan Priority: Invest in Our People   Athletics: Attend NRPA and NIRSA National Conventions Hal Jensen Recreation Center: Seek out training opportunities for temporary staff (CPR, First Aid) Annual Financial Plan Page 280 City of Flagstaff Public Works  Section 156 Recreation Services Joe C. Montoya Community and Senior Center: Staff will attend National Parks and Recreation Association, National Congress; a staff member will attend the Arizona Parks and Recreation Association Annual Conference Strategic Plan Priority: Foster a Resilient and Economically Prosperous City  Administration: Seek and implement opportunities to improve water and energy efficiency and reduce waste at all facilities and for all programs Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community       Administration: Increase funds to offer Recreation programming to additional lower income families living in the community Administration: Advertise and promote low cost Recreation programming to lower income families Aquaplex: Continue to foster the healthy partnership with NAPEBT to increase participation and programming Hal Jensen Recreation Center: Continued partnership with the FPD to work on new programs to foster healthy and respectful relationships Hal Jensen Recreation Center: Host community forums on relevant community topics Joe C. Montoya Community and Senior Center: Expand and further develop the relationship with the Arizona AG’s Office by offering educational talks for the public on topics such as consumer fraud and elder abuse issues, and other topical areas of concern Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Serve the Public Through Quality Internal and External Customer Service Strategic Objective: Develop and implement customer service training for all staff, including part-time staff Performance Measure Train all staff on how to provide exceptional service Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 90% N/A N/A 50% 90% Strategic Priority – Goal: Work in Partnership to Enhance a Safe and Livable Community - Foster a Safe, Healthy, Equitable and Accessible Community Strategic Objective: Enhance partnerships with outside organizations to improve programming Performance Measure Increase programming through partnerships Annual Financial Plan Target Annual Increase Page 281 FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed N/A N/A 5 7 City of Flagstaff Public Works Section: Section 156 Recreation Services 156 - Recreation Services Expenditures by Category: Personnel Services Contractuals Commodities Capital Total Actual Expenditures 2015-2016 $ 1,954,508 789,967 302,556 91,726 $ 3,138,757 Adopted Budget 2016-2017 $ 2,116,372 846,806 373,265 55,000 $ 3,391,443 Estimated Expenditures 2016-2017 $ 2,116,372 836,806 373,265 36,400 $ 3,362,843 Proposed Budget 2017-2018 $ 2,422,846 851,108 369,035 228,100 $ 3,871,089 Budget-Budget Variance $ 306,474 4,302 (4,230) 173,100 $ 479,646 $ $ $ $ $ Expenditures by Program: General Administration Parks & Recreation 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 Total $ 394,061 240 134,433 243,707 522,353 1,271,263 235,371 316,028 21,301 3,138,757 $ 380,347 216,771 290,067 518,450 1,340,678 302,066 289,064 20,000 34,000 3,391,443 $ 361,747 216,771 290,067 518,450 1,340,678 292,066 289,064 20,000 34,000 3,362,843 $ 567,255 205,187 318,018 552,415 1,667,326 260,366 280,522 20,000 3,871,089 $ $ 3,871,089 3,871,089 $ 186,908 (11,584) 27,951 33,965 326,648 (41,700) (8,542) (34,000) 479,646 Source of Funding: General Fund Commentary: The Recreation Services operating budget increased by 9% with Capital expenditures ($228,100), resulting in an overall increase of 14%. The Personnel Services increase of 14% is due to a market pay increase, an increase in medical and dental insurance and the addition of two full-time FTEs. Major capital (>$10,000) of $228,100 is to improve, repair and add equipment to Aquaplex facility, parks and other recreational needs. It includes the purchase of a 10-12 passenger van ($35,000), Aquaplex repairs and improvements ($129,500) and boiler replacement ($19,000) at J Lively Center. Annual Financial Plan Page 282 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 system. 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 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service  Completed large asphalt skim patches on roads that are identified for large capital projects to rebuild the roads; these roads were identified as they would probably fall to near total failure condition before spring (Lockett, Zuni, Old Route 66 behind the mall, Lake Mary Road and High Country) Strategic Plan Priority: Invest in Our People   Instituted a snow stipend pay increase for snow operations to aid with recruitment, morale and retention of employees for street operations; key for snow plowing efforts throughout the winter in order to have sufficient operators for the 12th largest snowfall in Flagstaff history Continued basic traffic control training, flagger training, confined space and shoring training Strategic Plan Priority: Foster a Resilient and Economically Prosperous City   Completed an “Operation and Maintenance” study of Street operations to identify ways to become more efficient Drainage maintenance Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community       Purchased a paint striper Purchased and installed updated computers for ten dump trucks to operate the hydraulic controls of the vehicle (cinder spreader, plow and dump bed) Purchased and installed an Uninterrupted Power Supply (UPS) for the traffic signal at San Francisco and Butler to ensure the traffic signal will remain operational during power outages Purchased and installed two solar speed radar signs on Butler Avenue, near Knowles School Worked with the Traffic section on Phase II of the Highway Safety Improvement Program (HSIP), a federal granted sign replacement program, to meet the Manual of Uniform Traffic Control Devices (MUTCD) standards Worked with Community Development section to identify a streetlight fixture that is acceptable for the maintenance operations and the Dark Sky community; 100 of these fixtures will be tested in a neighborhood and monitored Annual Financial Plan Page 283 City of Flagstaff Public Works Section 161 Street Maintenance FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service   Implement findings of the Operations and Maintenance Study by implementing Cartegraph Asset Management software, utilizing the consultant that completed the study for direction Purchase a bobcat wheel loader with an asphalt planer for achieving higher quality asphalt patches Strategic Plan Priority: Invest in Our People  Continued education for employees, including the Road Scholar I, II and III programs, enhanced traffic control training through the International Municipal Signal Association (IMSA) traffic signal training through the American Traffic Safety Services Association (ATSSA) and various trainings through the State of Arizona’s Local Technical Assistance Program (LTAP) Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community   The new paint striper will further the goal of striping all roads before August 1st; refresh the main arterials and collectors prior to winter Work with Community Development division for the construction and installation of signal timing on Butler and Huntington from Beaver to Fourth Street; this will allow for enhanced signal timing on this corridor Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Provide Employees Tools, Training and Support Strategic Objective: Provide employee training and information sharing Performance Measure Track training courses provided to staff Strategic Objective: Target Annual Increase FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed N/A N/A 6 10 Provide efficiencies related to maintenance Performance Measure Implement software for asset management, planning, organizing, scheduling and controlling of work Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% N/A N/A 10% 50% FY 2017 Estimate 80% FY 2018 Proposed 92% Strategic Priority – Goal: Invest In Our People - Provide Competitive Compensation Strategic Objective: Provide compensation comparable to the market Performance Measure Employee turnover and recruitment interest Annual Financial Plan Target 100% Page 284 FY 2015 Actual N/A FY 2016 Actual 60% City of Flagstaff Public Works Section: Section 161 Street Maintenance 161 - Street Maintenance Expenditures by Category: Personnel Services Contractuals Commodities Capital Total Actual Expenditures 2015-2016 $ 2,369,865 873,808 636,115 579,960 $ 4,459,748 Adopted Budget 2016-2017 $ 2,434,952 831,277 1,094,869 1,078,000 $ 5,439,098 Estimated Expenditures 2016-2017 $ 2,434,952 831,277 1,094,869 537,000 $ 4,898,098 Proposed Budget 2017-2018 $ 2,488,887 832,481 1,064,869 591,000 $ 4,977,237 Budget-Budget Variance $ 53,935 1,204 (30,000) (487,000) $ (461,861) $ $ $ $ $ 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 $ 306,098 803,001 346,280 327,570 1,471,943 279,455 279 567,648 313,474 44,000 4,459,748 $ 372,306 580,694 938,890 864,013 1,569,653 351,134 3,500 516,702 242,206 5,439,098 $ 372,306 330,694 938,890 864,013 1,278,653 351,134 3,500 516,702 242,206 4,898,098 $ 410,358 324,453 870,366 384,486 1,908,113 313,588 3,500 516,702 245,671 4,977,237 $ $ 4,977,237 4,977,237 $ 38,052 (256,241) (68,524) (479,527) 338,460 (37,546) 3,465 (461,861) Source of Funding: Highway User Revenue Fund Commentary: The Street Maintenance section operating budget has increased by 1%. There are capital expenditures totaling $591,000, resulting in an overall net decrease of 9%. The Personnel Services increase of 2% is mainly due to the addition of one position for the implementation of Cartegraph, market based pay increases, increases in medical and dental insurance offset by a decrease in Mechanical Shop Labor. Contractuals remained flat from FY 2017 to FY 2018. The Commodities decreases of 3% reflects a decrease in motor vehicle and machinery parts offset by an increase in gas and oil expenditures. There is major capital (>$10,000) which includes the implementation of Cartegraph ($200,000), skid steer ($100,000), lowboy ($90,000), patch bed ($100,000), saw cutting machine ($10,000) and a mini excavator ($91,000). Annual Financial Plan Page 285 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 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service      Filled four vacant operator positions Trained a total of seven new employees Replaced seven pieces of aging equipment in accordance with our five-year plan which allowed fleet to repair equipment and bring our trucks to front-line ready status Performed an audit on commercial customers in an effort to straighten out our routes Cross trained staff at Cinder Lake Landfill; employees at the Hazardous Product Center (HPC) are able to fill in for the Scale House Attendant at planned intervals allowing the expansion of the hours that the HPC is open to the public Strategic Plan Priority: Invest in Our People    Reduced mandatory overtime on our operators, which has allowed an increase in preventative maintenance and reduced total overtime by one third; training goals are now attainable due to greater flexibility on route coverages Pursued continuing education of staff with city sponsored events, university courses and third-party seminars Utilization of trained professionals inside and outside of organization in the areas of safety and operations Strategic Plan Priority: Foster a Resilient and Economically Prosperous City   Reworked bulky schedule to better suit Flagstaff’s needs without adding additional costs Manage landfill operations in a manner that provides improved performance measures; through the use of GPS and specific operating procedures the landfill has achieved an average compaction level of 1,500 pounds per cubic yard, thereby optimizing soil and airspace use Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community    Successfully negotiated a $2.2 million contract with the Arizona Board of Regents Adopted a new color scheme for trash and recycling containers in an effort to increase diversion The landfill has achieved 423 days of incident free safe operations as of March; through the use of internal City experts, external training programs and the creation of a culture that expects an incident-free workplace the Landfill has experienced a successful culture shift in the area of safety for both the employees and the general public that use the landfill Annual Financial Plan Page 286 City of Flagstaff Public Works Section 165/166 Solid Waste FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service      Follow bulk pickup schedule without falling behind, work with code enforcement to enforce bulk pickup regulations Utilize new advertising opportunities such as Facebook and website to increase communications with public Update Waste Management Software to reflect current routes and customers/procure RFID system that tracks residential customer pickups Procure work order system software to manage daily tickets Provide viable methods for reducing the soil deficit at Cinder Lake Landfill Strategic Plan Priority: Invest in Our People    Increase ability to service customer's needs without interruption from employee time-off Invest in the continuing education/self-improvement of staff Implement specific training and certification program for each piece of heavy equipment at the landfill; each equipment operator will be certified on every type of equipment in use at the landfill enhancing the operational efficiency by all operators being able to cover planned and unplanned vacancies Strategic Plan Priority: Foster a Resilient and Economically Prosperous City    Evaluate current operations to find areas for improvement: White Goods Outsourcing Provide a well maintained residential and commercial solid waste infrastructure Extend the life of the landfill by a minimum of ten years; prepare a finalized plan for excavation of the landfill below the existing design elevation; the excavation plan will be prepared by August 1, 2017 Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community   Redesign current infrastructure to move toward less landfilling of recyclable material Develop alternative liner/cap utilizing paper millings; projected completion date, December 31, 2018 Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Serve the Public Through Quality Internal and External Customer Service Strategic Objective: Remove large items placed curbside in accordance to the bulk pickup schedule Performance Measure Follow bulk pickup schedule without falling behind, work with code enforcement to enforce bulk pickup regulations Annual Financial Plan Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% 80% 80% 70% 95% Page 287 City of Flagstaff Public Works Strategic Objective: Section 165/166 Reduce missed containers and customer call backs Performance Measure Update Waste Management software to reflect current routes and customers/procure RFID system that tracks residential customer pickups – track customer call backs and code them as “Didn’t Know”, “Late Put Out” or “Missed” Strategic Objective: Solid Waste Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 20% 20% 30% 5% <5% Missed Provide viable methods for reducing the soil deficit at Cinder Lake Landfill Performance Measure Prepare and finalize a new contract with SCA Tissue for paper millings Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% 0% 20% 100% 100% Strategic Priority – Goal: Provide Exceptional Service - Foster Clear and Consistent Communication Strategic Objective: Increase transparency through communications with public Performance Measure Utilize new advertising opportunities such as Facebook and website to increase communications with public – track customer call backs and code them as “Didn’t Know”, “Late Put Out” or “Missed” Strategic Objective: FY 2017 Estimate FY 2018 Proposed 20% 20% 10% 5% Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% 80% 80% 90% 100% <5% Didn’t Know Cross train staff at Cinder Lake Landfill Performance Measure Employees at the Hazardous Product Center (HPC) will be able to fill in for the Scale House Attendant at planned intervals Annual Financial Plan FY 2016 Actual Increase internal communications Performance Measure Procure work order system software to manage daily tickets Strategic Objective: FY 2015 Actual Target Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% 0% 75% 100% 100% Page 288 City of Flagstaff Public Works Section 165/166 Solid Waste Strategic Priority – Goal: Provide Exceptional Service - Provide Employees Tools, Training and Support Strategic Objective: Maintain ten year fleet capital replacement program Performance Measure Update fleet capital replacement schedule to reflect current fleet and replacement schedule, purchase and take delivery of current fiscal year replacements Strategic Objective: FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% 50% 50% 100% 100% Increase ability to service customer's needs without interruption from sick or vacation days Performance Measure Continue to cross train operators on all pieces of equipment and administration on all administrative areas of our operations Strategic Objective: Target Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% 50% 50% 50% 100% Foster the growth of our staff for the advancement of our operations Performance Measure Invest in the continuing education/selfimprovement of staff by providing at least two group trainings per year outside of mandated trainings provided by the City Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% 90% 90% 90% 100% Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Enhance the Organization's Fiscal Stability and Resourcefulness Strategic Objective: Manage landfill operations in a manner that provides improved performance measures Performance Measure Achieve optimal compaction and soil usage optimal compaction (1,500 lb./cy) and cover usage (3 parts trash to 1 part cover) Strategic Objective: FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% 100% 50% 100% 100% Extend the life of the landfill by minimum of ten years Performance Measure Prepare a finalized plan for excavation of the landfill below the existing design elevation Annual Financial Plan Target Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% 50% 75% 100% 100% Page 289 City of Flagstaff Public Works Section 165/166 Solid Waste Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Deliver Outstanding Services Through a Healthy Environment, Resources and Infrastructure Strategic Objective: Develop financially feasible measures for increasing efficiency at Cinder Lake Landfill Performance Measure Conduct field testing of alternative liner and cap Strategic Objective: Evaluate current infrastructure and identify areas for improvement FY 2018 Proposed 100% 0% 80% 100% 100% FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 80% 80% 90% 100% Target 100% Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% 50% 50% 50% 100% Target 100% FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 70% 70% 90% 100% FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 0% 0% 50% 100% (<2 Day Turnaround for Container Repair/ Maintenance) Advance the Zero-Waste Initiative Performance Measure Redesign current infrastructure to move toward less landfilling of recyclable material Annual Financial Plan FY 2017 Estimate Provide a well maintained residential and commercial solid waste infrastructure Performance Measure Strategic Objective: FY 2016 Actual Find innovative ways to reduce waste Performance Measure Evaluate current operations to find areas for improvement: White Goods Outsourcing Strategic Objective: FY 2015 Actual Maintain fleet to front-line ready condition Performance Measure Update Fleet Maintenance schedule daily Strategic Objective: Target Target 100% (Replace all Sunnyside recycling containers) Page 290 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 2015-2016 $ 1,212,400 512,822 471,637 24,015 $ 2,220,874 Adopted Budget 2016-2017 $ 1,275,317 435,599 585,907 3,527,999 $ 5,824,822 ` Expenditures 2016-2017 $ 1,275,317 435,599 585,907 709,000 $ 3,005,823 Proposed Budget 2017-2018 $ 1,479,653 414,003 538,182 1,532,999 $ 3,964,837 Budget-Budget Variance $ 204,336 (21,596) (47,725) (1,995,000) $ (1,859,985) $ $ $ $ $ Expenditures by Program: General Administration Sanitary Landfill Landfill Outside Contract Inert Material Landfill Hazardous Product Center (Landfill) Total $ 317,268 1,646,848 241,819 14,939 2,220,874 $ 436,788 4,752,814 299,514 17,500 318,206 5,824,822 $ 436,788 1,933,815 299,514 17,500 318,206 3,005,823 $ 829,667 2,381,121 351,888 2,500 399,661 3,964,837 $ $ 3,964,837 3,964,837 $ 392,879 (2,371,693) 52,374 (15,000) 81,455 (1,859,985) Source of Funding: Environmental Services Fund Commentary: The Solid Waste - Landfill section operating budget has increased by 6% and there are capital expenditures ($1,532,999), resulting in an overall net decrease of 32%. The Personnel Services increase of 16% is due to market based pay increases as well as an increase in medical and dental insurance. Contractuals decreases of 5% are due to decreases in miscellaneous services and building maintenance. Commodities decreases of 8% is due primarily to a reduction in the fuel budgets. Major capital (>$10,000) includes capital equipment and capital improvements ongoing at the landfill. Annual Financial Plan Page 291 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 2015-2016 $ 2,665,809 2,823,164 1,247,039 8,736 $ 6,744,748 Adopted Budget 2016-2017 $ 2,347,201 2,988,583 1,263,971 1,787,000 $ 8,386,755 ` Expenditures 2016-2017 $ 2,347,201 2,988,583 1,263,971 1,787,000 $ 8,386,755 Proposed Budget 2017-2018 $ 2,238,657 2,836,163 1,136,971 810,000 $ 7,021,791 Budget-Budget Variance $ (108,544) (152,420) (127,000) (977,000) $ (1,364,964) $ $ $ $ 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 $ 466,825 1,882,263 83,371 781,523 2,413,186 122,755 609,116 4,967 380,742 6,744,748 $ 435,850 2,437,924 50,628 1,195,277 2,302,188 150,131 1,011,930 802,827 8,386,755 $ 435,850 2,437,924 50,628 1,195,277 2,302,188 150,131 1,011,930 802,827 8,386,755 $ 346,118 2,242,397 82,274 881,611 2,422,404 118,106 648,357 280,524 7,021,791 $ $ 7,021,791 7,021,791 $ (89,732) (195,527) 31,646 (313,666) 120,216 (32,025) (363,573) (522,303) (1,364,964) Source of Funding: Environmental Services Fund Commentary: The Solid Waste - Collections section operating budget has decreased by 6% and there are capital expenditures ($810,000), resulting in an overall decrease of 16%. The Personnel Services decrease of 5% is due to salary savings offset by a market based pay increase and an increase in medical and dental insurance. Contractuals decreases of 5% are due primarily to one-time costs in the prior year for a Norton contract deficit. Commodities decreases of 10% are mainly due to reductions in fuel costs. Major capital (>$10,000) includes the replacement of three (3) collection vehicles. Annual Financial Plan Page 292 City of Flagstaff Public Works Section 170/171 Sustainability/Environmental Mgmt Mission The Sustainability section serves the community and municipal organization as a catalyst for economic, environmental and social sustainability through policy development, project implementation, leadership and education. The Environmental Management section protects 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 The Sustainability section 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. The Environmental Management section 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 storm water, and indoor air quality. FY 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service Open Space  Developed and launched a monthly electronic newsletter service to keep community members and partners engaged in open space programming and projects  Partnered with Willow Bend Environmental Education Center to provide guided tours of Picture Canyon Natural and Cultural Preserve for community groups and Flagstaff Unified School District (FUSD) classes  Developed bi-fold brochure for Picture Canyon Natural and Cultural Preserve and distributed them throughout the community to market the preserve as an outdoor recreation site in northern Arizona  Awarded the 2016 Award in Public Archaeology from the Governor’s Archaeology Advisory Commission for the City’s efforts to preserve and interpret Picture Canyon Natural and Cultural Preserve Waste Prevention  Hosted two drop-off day events where over 600 community members disposed of 16,600 pounds of sensitive documents, 22 car seats, 200 pounds medication, 241 paint containers, 499 gallons of usable paint and 8,017 pounds of electronic waste, CFLs and batteries  Installed a liquid disposal station and unified trash and recycling bins at the Flagstaff Airport, which were funded by a $5,000 grant from the Arizona Recycling Coalition  Installed 36 unified trash and recycling bins throughout downtown Flagstaff  Installed 13 unified trash and recycling bins in Thorpe Park and Bushmaster Park  Installed water bottle refill stations at the Airport, Courts, Aquaplex, Hal Jenson Recreation Center, Jay Lively Ice Rink and Joe C. Montoya Community and Senior Center  Conducted an outreach campaign in support of Solid Waste’s efforts to re-bin and recolor recycling/trash bins Environmental Management  Provided an Asbestos Awareness training to 70 City employees as required by the Environmental Protection Agency (EPA) and Occupational Health and Safety Association (OSHA) for individuals who contact but do not disturb asbestos containing material (ACM)  Updated all information on the Environmental Management Section webpage so it is current and accurate Annual Financial Plan Page 293 City of Flagstaff Public Works         Section 170/171 Sustainability/Environmental Mgmt Completed AZSERC Tier II annual chemical inventory reporting for City facilities that contain more than ten thousand (10,000) pounds of hazardous material or more than five thousand (5,000) pounds of acutely hazardous material Converted 2-hr Asbestos Awareness training and Stormwater Awareness training to an online platform Assisted Cinder Lake Landfill staff with the successful transition of the Hazardous Products Center to Landfill management Provided a qualitative respirator fit test for Facilities Maintenance employees Updated the Public Works Maintenance Yard, Flagstaff Airport Stormwater Pollution Prevention, Spill Prevention, Control and Countermeasures Plans to ensure compliance with Arizona Department of Environmental Quality (ADEQ) regulations Assisted Utilities staff with the proper disposal of friable asbestos waste generated during asbestos containing concrete pipe cut/snap operations; Environmental Management inspected the friable asbestos waste, ensured all appropriate paperwork was completed and the waste was disposed of at the Painted Desert Landfill Reviewed and responded to 20 environmental records requests Assisted the Business Retention and Expansion Manager with identifying three odor consultants to assist with the Nestle Purina odor mitigation project Strategic Plan Priority: Invest in Our People       Sustainability Specialist participated in a workshop on Sustainable Consumption in Cities in partnership with the Sustainable Consumption Research and Action Initiative and the Urban Sustainability Directors Network Sustainability Specialist attended the Urban Sustainability Directors Network Annual Meeting Sustainability staff were sponsored to attend the One Young World training Sustainability Specialists and Sustainability Aides attended the Arizona Food and Farm Finance Forum Sustainability Aide presented at the Arizona Recycling Coalition Annual Conference Hired a full-time Volunteer and Event Coordinator to coordinate the Community Stewards Program as well as sustainability events such as Earth Day, Fix-it Clinics, DIY Energy Efficiency Workshops, Make a Difference Day, 15 Minute Makeover and the Growing Community Summer Workshop Series Waste Prevention  Provided resource consumption education to 107 employees at new employee orientations and to 23 employees through individual office assessments Environmental Management  The Environmental Management Manager and Environmental Technician attended the AHERA Building Inspector training at the Asbestos Institute in Phoenix, AZ  The Environmental Technician attended the AHERA Contractor Supervisor training at the Asbestos Institute in Phoenix, AZ  The Environmental Management Manager obtained the AHERA Contractor Supervisor re-certification  Joined the National Association for Environmental Management for professional networking opportunities  Attended the Strategies for Communicating with Elected Leaders and Citizens training hosted by Human Resources  The Environmental Technician attended an Arizona Department of Environmental Quality/Arizona Department of Transportation sponsored conference pertaining to recycling, litter clean-up and brownfields Strategic Plan Priority: Foster a Resilient and Economically Prosperous City Climate  Generated Flagstaff community and municipal greenhouse gas emissions reports  Completed Flagstaff Airport Sustainability Plan Community Stewards  Leveraged 2,172 volunteers, serving 4,953 hours with an estimated savings to the City of $71,769 Annual Financial Plan Page 294 City of Flagstaff Public Works Section 170/171 Sustainability/Environmental Mgmt Energy  Distributed $26,000 in rebates for efficient gas water heaters and furnaces, attic insulation, air sealing, and duct sealing to 68 households as part of the Energy Rebate Program; these efficiency measures will save approximately 245,000 kilowatt hours annually in our community  Hosted seven DIY Home Energy Efficiency Workshops, providing energy efficiency kits and education to 59 residents from 44 households  Upgraded lighting at the Airport, Fire Station 5, Hal Jensen Recreation Center and City Hall  Secured 274 kilowatts of renewable energy through the Arizona Power Authority and Western Area Power Administration; the Hoover Dam electricity will be delivered to Lake Mary Water Treatment Facility and Wildcat Wastewater Treatment Facility Food Systems  Provided eight free community garden workshops in partnership with Flagstaff Foodlink focusing on rainwater harvesting, fruit trees, composting, among others  Hosted Flagstaff Community Seed Exchange in partnership with Flagstaff Foodlink, Grow Flagstaff Seed Library, Coconino County Cooperative Extension and NAU for Sustainable Living and Urban Gardening  Hosted a food waste challenge with students at Mount Elden Middle School to educate students and their families on preventing wasted food Open Space  Partnered with the Arboretum at Flagstaff to secure $20,000 in grant funding to treat invasive weeds along the FUTS trail on City-owned property southwest of Foxglenn Park Waste Prevention  Hosted three Fix-it Clinics; 225 families brought 350 items to be fixed with a 70% fix rate Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community Climate  Facilitated Resiliency and Preparedness workshops with IT and Economic Vitality divisions, resulting in action items for both to incorporate as they plan future budget priorities Community Stewards  Coordinated Community Stewards groups in cleaning up 111 miles of trails and avenues, collecting 940 bags of trash and 262 bags of recycling  Hosted Flagstaff Earth Day Celebration and Service Projects; 1,600 community members participated in the celebration and 74 volunteers contributed 148 service hours to clean up over 30 bags of litter Energy  Managed the Employee Bicycle Fleet and the Employee Bus Pass programs, selling 70 monthly bus passes and adding four more bikes to the fleet  Partnered with Coconino County to host the Coconino County Sustainable Building Tour Food Systems  126 community gardeners cultivated 5,124 square feet of growing space across four community gardens  Hosted a six week food waste challenge for 30 City staff members, resulting in a 30% reduction in food waste  Hosted a weekend-long beekeeping workshop to educate community members on safe and sustainable apiculture on the Colorado Plateau Open Space  Partnered with multiple organizations, including Natural Channel Design and Friends of the Rio de Flag to host a wetland restoration event at the I-40 Wetlands as part of the annual Make a Difference Day event, drawing 114 volunteers to donate a total of 399 hours of their time  Published a geo-referenced map of the trail system at Picture Canyon Natural and Cultural Preserve for smart phones to improve visitor’s experience and navigation abilities within the preserve Annual Financial Plan Page 295 City of Flagstaff Public Works     Section 170/171 Sustainability/Environmental Mgmt Installed the first phase of trail signs along the Tom Moody Trail to improve visitor’s experience and navigation Designated Observatory Mesa Natural Area as a watchable wildlife site with the Arizona Watchable Wildlife Experience given its importance as a regional wildlife corridor Partnered with Flagstaff Area National Monuments, Arizona State Parks and American Conservation Experience to construct the Waterbird Trail at Picture Canyon Natural and Cultural Preserve, providing a safe and designated route for visitors to experience the preserve’s most accessible cultural site Organized volunteer events for 814 volunteers to donate an estimated 3,452 hours maintaining trails, restoring wetlands, removing invasive weeds and pick up trash in Flagstaff’s open spaces Waste Prevention  Developed a Master Recycler Program, which trained 30 community members to provide outreach on recycling and waste prevention  Conducted a multifamily recycling pilot that replaced aging trash and recycling infrastructure; the pilot increased the number of recycling dumpsters in the complex to achieve a one-to-one ratio of trash and recycling dumpsters; residents of the multifamily received new indoor recycling bins, recycling guides and in-person outreach through door-to-door canvassing by staff  Partnered with Willow Bend Environmental Education Center to offer recycling and waste prevention programming to all first and fourth grade classes in Flagstaff  Rolled out new recycling outreach campaign and web interface by Recycle by City  Installed new individual recycling bins in the Prosecutor’s office  Installed new individual recycling bins throughout the Main Library Environmental Management  Reviewed 88 commercial renovation/demolition permits to ensure that the proposed work was in compliance with National Emissions Standards for Hazardous Air Pollutants (NESHAP) regulations  Conducted annual ACM re-inspections of 16 City-owned facilities  Conducted annual comprehensive storm water inspections of the Flagstaff Airport and the Public Works Maintenance Yard to ensure compliance with the ADEQ Multi-Sector General Permit (MSGP) requirements, and update all applicable documentation  Performed a limited AHERA asbestos survey of the Buffalo Park backflow facility in preparation for a scheduled renovation project  Drafted two new Standard Operating Procedure (SOP) documents pertaining to ACM sampling procedure and qualitative respiratory fit testing procedure  Performed a Limited Environmental Site Assessment (LESA) of a proposed public utility easement corridor at The Commons at Sawmill Apartments in preparation for the installation of an 8” waterline, 4” fire service, 4” sanitary sewer service and 1” domestic service  Coordinated an abatement of asbestos containing Transite siding at the Lake Mary Water Treatment Plant  Coordinated a Phase I Environmental Site Assessment (ESA) of 3900 E. Industrial Dr. and the 4th St. Corridor  Performed mold remediation in conjunction with City facility improvement projects at the Aquaplex and Jay Lively Activity Center FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service Community Stewards  Replace existing Adopt-an-Avenue signs with new Community Stewards signs that will reduce future costs for adoption program Food Systems  Review existing City codes to better support urban agriculture  Evaluate livestock animal keeping code to determine community impacts Annual Financial Plan Page 296 City of Flagstaff Public Works Section 170/171 Sustainability/Environmental Mgmt Open Space  Launch a pilot program for a full-day service academy for Native American youth to learn about STEM careers and projects at Picture Canyon Natural and Cultural Preserve  Install trail counters at Picture Canyon Natural and Cultural Preserve and Observatory Mesa Natural Area to better understand use patterns and visitation trends to develop access and trail opportunities  Establish a formal trailhead for FUTS and Forest Service Trails at the City-owned Schultz Creek Trailhead Waste Prevention  Expand Master Recycler Program to provide training on the Navajo Reservation  Expand multifamily recycling pilot  Install additional recycling infrastructure in City parks  Install additional water bottle refill stations  Expand battery recycling to East Flagstaff Library  Increase Fix-it Clinics to four per year  Explore opportunities for additional Drop-off Day events  Explore opportunities for diverting construction and demolition waste  Review existing City policies and codes to increase waste diversion and prevention Environmental Management  Investigate the potential for implementing an Environmental Training Program dedicated to providing City staff with information pertaining to stormwater pollution prevention, mold, radon, lead-based paint (LBP) and asbestos awareness  Develop outreach materials pertaining to asbestos awareness and city/state/federal regulations for residential and commercial use; outreach material will assist residents and commercial property owners with understanding the requirements regarding managing, removing and disposing of ACM.  Provide free home radon test kits to residents attending the Do-It Yourself Energy Efficiency Workshop  Provide City Facilities Maintenance staff with a mold awareness training; this training will discuss how and where mold develops, the different types of mold, when and how to remove it, and when to contact Environmental Management for a more detailed evaluation Strategic Plan Priority: Invest in Our People  Provide professional development opportunities to staff Environmental Management  Obtain AHERA Contractor Supervisor and AHERA Building Inspector re-certifications for the Environmental Manager and Environmental Technician  Obtain ASTM E1527 Phase I ESA for Commercial Real Estate training for the Environmental Manager and Environmental Technician  Attend the annual National Association for Environmental Management Environmental Health and Safety Forum Strategic Plan Priority: Foster a Resilient and Economically Prosperous City Climate  Partner with Economic Vitality Energy  Expand Do It Yourself home efficiency program to include multi-family complexes Food Systems  Launch food waste prevention outreach campaign Annual Financial Plan Page 297 City of Flagstaff Public Works Section 170/171 Sustainability/Environmental Mgmt Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community Climate  Launch Climate Leadership Academy  Implement Climate Action Plan  Incorporate public health into climate programming Community Stewards  Launch adopt a trail campaign Energy  Expand Do It Yourself home energy efficiency program  Develop plan to reach 100% renewable energy target for the municipal organization Open Space  Coordinate with the Flagstaff Metropolitan Planning Organization and Observatory Mesa Stakeholders Group to establish a Trail System Plan for Observatory Mesa Natural Area  Partner with local organizations to treat significant populations of invasive weeds along FUTS trails and in open spaces as a means of protecting the Rio de Flag watershed  Install remaining trail signs to designate the official trail system at Picture Canyon Natural and Cultural Preserve and encourage visitors to remain on a trail and foster improved visitor experiences at the Preserve Environmental Management  Re-institute the City-owned facility LBP survey program to conduct annual LBP inspections of painted surfaces in buildings previously identified to contain lead based paint; this is necessary to classify the condition of LBP and determine if it presents a hazard to employees and needs to be abated  Ensure all “high priority” City-owned facilities (facilities constructed prior to 1978 where the public and children frequent) have been identified and surveyed for LBP  Implement an ISO 14001 certified environmental management system (EMS)  Investigate the potential for implementing a Radon Detection Program in partnership with the Arizona Radiation Regulatory Agency for City of Flagstaff facilities Performance Measures Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Enhance the Organization's Fiscal Stability and Resourcefulness Strategic Objective: Reduce energy consumption and increase the use of clean energy and transition away from fossil fuels Performance Measure Reduce the City’s internal energy consumption by 15% from FY 2009 levels of 51,927 MWh Increase the City’s renewable energy generation 30% by FY 2020 Reduce greenhouse gas emissions generated from City operations 50% from 2005 levels by 2030 Annual Financial Plan FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed Annual Reduction of kWh per Square Foot 24.5 kWh 25.8 kWh 23 kWh 20 kWh 30% 9% 9% 9% 20% 50% (1%) TBD 10% 15% Target Page 298 City of Flagstaff Public Works Section 170/171 Sustainability/Environmental Mgmt Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City – Support Sustainable Economic Development and its Practices Strategic Objective: Ensure resiliency in water infrastructure Performance Measure Reduce municipal water consumption 15% from FY 2012 levels of 58.3 million gallons Strategic Objective: Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 15% 3% TBD 3% 3% Manage resources responsibly and effectively Performance Measure Decrease internal and external contamination rates to 20% by 2030 Increase internal paper use efficiency reduce paper purchased 50% based on FY 2010 rates to 626,075 pieces of paper Adhere to sustainability purchasing practices - develop sustainable purchasing catalog Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 20% 23% 12% 20% 25% 50% 24% 30% 33% 35% 100% N/A N/A 100% N/A Strategic Priority – Goal: Work in Partnership to Enhance a Safe and Livable Community - Foster a Safe, Healthy, Equitable and Accessible Community Strategic Objective: Ensure healthy and vibrant ecosystems Performance Measure Establish a regional open space network – regional plan developed by 2020 Preserve and restore open space lands – trail system constructed by FY 2018 Strategic Objective: FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% 10% 15% 20% 25% 100% N/A N/A N/A 100% Protect the health and safety of City staff, the public and environment by ensuring compliance to all applicable local, state and federal regulations Performance Measure Eliminate the potential for asbestos release episodes from City wide operations - develop internal asbestos tracking by FY 2018 Eliminate the potential for Lead-Based Paint (LBP) exposure amongst City staff and the public by addressing deteriorating and/or disturbed LBP concerns pro-actively – annual City facility surveys Annual Financial Plan Target Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% N/A N/A N/A 100% 9 N/A N/A 2 7 Page 299 City of Flagstaff Public Works Strategic Objective: Section 170/171 Flagstaff supports a vibrant, sustainable and equitable food system that produces healthy food for the community Performance Measure Increase local food production and access to fresh and healthy foods Strategic Objective: FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 10% N/A N/A 5% 10% Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 5 N/A 1 3 5 Improve the health and safety of City staff and the public through the identification and mitigation of environmental hazards Performance Measure Increase Radon education and outreach to the Flagstaff community – provide 100 free Radon test kits to residents by FY 2018 Adhere to asbestos-free building material purchasing practices by tracking materials Annual Financial Plan Target Conduct environmental site assessments (ESA) to identify potential environmental issues prior to acquisition to protect the City from future environmentally related liability Performance Measure Ensure all ESA are performed to the ASTM standard Strategic Objective: Sustainability/Environmental Mgmt Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100 N/A N/A 30 70 25% N/A N/A 0% 25% Page 300 City of Flagstaff Public Works Section: Section 170/171 Sustainability/Environmental Mgmt 170 - Sustainability Expenditures by Category: Personnel Services Contractuals Commodities Capital Total Actual Expenditures 2015-2016 $ 563,831 279,868 86,828 3,398 $ 933,925 Adopted Budget 2016-2017 $ 569,335 258,770 131,560 119,998 $ 1,079,663 Estimated Expenditures 2016-2017 $ 490,835 236,155 131,560 35,998 $ 894,548 Proposed Budget 2017-2018 $ 397,401 183,992 119,253 221,446 $ 922,092 Budget-Budget Variance $ (171,934) (74,778) (12,307) 101,448 $ (157,571) $ $ $ $ $ Expenditures by Program: Sustainability Environmental Management Energy Contracts Open Space Maintenance-SEMS AFG Observatory Mesa EECBG Program Income USDN WAA Adaptation Grant Picture Canyon Trail Arizona Recycling Coalition Foundation Grant Total $ 385,886 456,368 14,112 36,192 6,993 24,530 6,157 316 3,371 933,925 $ 442,726 291,039 20,000 55,900 40,000 79,998 150,000 1,079,663 $ 364,226 291,039 2,385 50,900 6,000 29,998 150,000 894,548 $ 623,531 37,615 62,500 74,000 124,446 922,092 $ $ 922,092 922,092 $ 180,805 (291,039) 17,615 6,600 34,000 44,448 (150,000) (157,571) Source of Funding: SEMS Fund Commentary: The Sustainability section operating budget has decreased by 27% and there are capital expenditures ($221,446), resulting in an overall net decrease of 15%. The Personnel Services decreases of 30% is due to the Environmental Services payroll transferred to Section 171, offset by market based pay increases as well as an increase in medical and dental insurance. Contractuals decreases of 29% are due to onetime prior year services for disposal costs related to the Arizona Recycling Coalition Foundation Grant. Commodities decreases of 9% are mainly due to reductions from prior year for the Energy Rebate Program. Major capital (>$10,000) includes Schultz Creek Trailhead ($23,000), Observatory Mesa ($40,000), Access ($34,000), Picture Canyon ($75,000) and RTP ($50,000). Annual Financial Plan Page 301 City of Flagstaff Public Works Section: Section 170/171 Sustainability/Environmental Mgmt 171 - Environmental Management Expenditures by Category: Personnel Services Contractuals Commodities Total Actual Expenditures 2015-2016 $ 54 1,080 2,091 $ 3,225 Adopted Budget 2016-2017 $ 700 24,715 7,146 $ 32,561 Estimated Expenditures 2016-2017 $ 700 24,715 7,146 $ 32,561 Proposed Budget 2017-2018 $ 176,794 25,793 7,068 $ 209,655 Budget-Budget Variance $ 176,094 1,078 (78) $ 177,094 $ $ $ $ $ $ $ $ 209,655 209,655 $ $ $ $ 209,655 209,655 Expenditures by Program: Environmental Management Total 3,225 3,225 32,561 32,561 32,561 32,561 177,094 177,094 Source of Funding: SEMS Fund Commentary: The Environmental Management section operating budget has increased by 544%. The Personnel Services increases are due to the transfer of Environmental Services payroll from section 170, market based pay increases and an increase in medical and dental insurance. Contractuals increase of 4% is due to an increase in travel. Commodities decrease of 1% is due to a decrease in other equipment under $5,000. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 302 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 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 Airport Section’s mission is dedicated to providing a friendly, safe, and welcoming facility to serve our flying patrons and the community of Northern Arizona. The mission of the Flagstaff City – Coconino County Public Library is to inspire learning, enrich lives, and strengthen community. The mission of the Parking Section is to have a fair and balanced parking system providing the most benefit for all. Annual Financial Plan Page 303 City of Flagstaff Economic Vitality Economic Vitality 001-18/051-73/052-78/053-85/270/38 1 Division Director (Economic Vitality) CVB 053-84/053-85 1 CVB Director Airport 270-38 1 Airport Director Community Investment 18/78 1 Community Investment Director Library 035/036/037/038 1 Library Director 1 Admin Specialist 1 Admin Specialist 1 Admin Specialist 2 Administrative Specialist CVB 053-84 1 Airport Operations / ARFF Manager 1 Business Retention and Expansion Mgr 6 Airport Operations / ARFF Specialist Information Systems 1 Library IT Manager 1 Library IT Analyst 1 Network Administrator 1 Application Support Spec II 1 Business Attraction Mgr Marketing & Public Relations 1 Marketing & Media Relations Manager 1 CVB Communications Specialist .5 Maint Worker (Temp) 1 International Travel Trade Manager 1 Sales Specialist 1 Community Design & Redevelopment Mgr 1 Community Design & Redev Project Administrator 1 Parking Manager 4 Parking Coordinator Outreach Services 1 Library Manager East Flag 1 Library Supervisor 4 Library Specialist (.125 1X) .5 Library Clerk (Contingent) 1.492 Library Clerk (Temp) County Bookmobile 1 Librarian .02 Library Spec (Temp) 1 Creative Services Manager Forest Lakes 1 Library Supervisor 3 Creative Services Specialist Visitor Services 053-85 1 Visitor Center Manager Grand Canyon .88 Library Supervisor .375 Library Clerk (Temp) 2 Admin Specialist .5 Admin Specialist (Temp) Tuba City 1 Library Supervisor 1 Library Specialist .625 Library Clerk .5 Library Clerk (Temp) 1.65 Admin Asst (Temp) 1 Executive Assistant (Contingent) Public Services 1 Library Manager Circulation 1 Library Supervisor 1 Collection Specialist 3.88 Library Clerk 2 Library Page 1.55 Library Clerk (Temp) 1.25 Library Page (Temp) Adult Services 1 Library Supervisor 2 Librarians 1.625 Library Specialist 1.65 Library Spec (Temp) Youth Services 1 Library Supervisor 3.96 Library Specialist 1.6 Library Spec (Temp) Collection Management Services 1 Library Manager Cataloging 1.50 Library Specialist Processing / Acquisitions 1 Library Supervisor 2.5 Library Specialist 1.88 Library Clerk County Correctional Facility 1.25 Library Specialist Annual Financial Plan Page 304 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 and Coconino County and visitors from around the world FY 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service County Library District-wide  Implemented Navajo and Spanish keyboards for public use  Offered many electronic resources including e-books, e-audiobooks, Zinio (magazines), InstantFlix (movies), and ComicsPlus; other online resources included automotive repair guides, Genealogy Connect, Learning Express Library, ReferenceUSA and more; a total of 37,066 e-resources were used in calendar year 2016  Implemented Accelerated Reading Levels in the online catalog to allow easier searching by level Flagstaff City-Coconino County Public Library (FPL) and East Flagstaff Community Library (EFCL)  Offered exceptional service by providing answers to nearly 118,000 reference questions, provided over 135,000 resident computer sessions and over 19,500 non-resident guest sessions in calendar year 2016  Provided public access to library materials and computers via library cards, computer use only cards and visitor passes  Implemented self-service document scanning Flagstaff Public Library  Provided one-on-one computer tutoring to the public several days a week, in a wide variety of areas  Rearranged materials to allow easier access  Provided assistance with the courtesy phone and limited-time long distance calls via the circulation desk phone  Increased internet access speed from 70Mbps to 100 Mbps  Increased wi-fi access to accommodate a higher volume of users  Implemented online community room scheduling East Flagstaff Community Library  Served as an election polling site for the community  Hosted a town hall meeting with the Secretary of State to discuss ballot measures  Presented Spanish/English bilingual Toddler Tales program Annual Financial Plan Page 305 City of Flagstaff Economic Vitality Section 035/036/038 Library Services Coconino County Library District Branch and Affiliate Libraries  Tuba City Public Library offered eight workshops as part of the Crafting Creative Communities grant which included painting, photography, jewelry making, ceramics and beeswax candle making  Grand Canyon Community Library staff participated in the Grand Canyon Village Community Meeting which promotes local resources and activities for area residents  Forest Lakes Community Library provided a variety of programs including a ranger-led hike, fishing derby and various craft and cooking activities  Detention Center Library weeded and refurbished their entire collection  Provided outreach and new children’s books to the Supai community  Offered advisement to County Affiliate Libraries  Page Public Library reopened on Mondays  Page Public Library brought in many donations for programs and students  Fredonia Public Library hired a new assistant employee  Fredonia Public library partnered with Coconino Community College (CCC) to install a virtual classroom in the back room of the library which allows CCC students to take classes with those in Flagstaff and be able to see and speak with the teacher  Fredonia Public Library moved in a positive direction toward purchasing nearby land for library expansion  Williams Public Library opened up a new space  Sedona Public Library received a mini-grant to launch a community reads project  Sedona Public Library created a new mobile-friendly website  Coconino County Law Library set up Arizona Court Help Legal Talks Program and Help website Strategic Plan Priority: Invest in Our People Flagstaff and County Branch Libraries  Attended training, both with the City’s Investing in You program and in individual trainings that are relevant to our various staff duties (Excel, working with youth, programming for children, First Things First Early Childhood Summit, Arizona Library Association Conference, Bookmobile Conference and more) Flagstaff Public Library  Provided free trainings on Excel and Outlook to City of Flagstaff Facilities staff; more are planned for Facilities and Recreation staff in the future  Implemented online staff scheduling  Installed an insulated cabinet around the disc cleaning machines, resulting in a noticeable 2/3 noise reduction and increased aesthetic appeal  Coordinated the electrical and lighting work at the warehouse for the Bookmobile and PALS mobile East Flagstaff Community Library  Added additional office, storage and meeting space Strategic Plan Priority: Foster a Resilient and Economically Prosperous City Flagstaff Public Library  Provided over 600 engaging and educational programs for youth to foster school-readiness and a love of learning and to promote an educated and successful workforce for the future  Over 500 people used our jobs computer to search for employment or update a resume  Implemented new processes to enable greater ease of transfer of secondary records from Affiliate Libraries to the master Main Library record  Installed new fireplace screens by a local artist  Replaced carpet in public areas using local vendor Annual Financial Plan Page 306 City of Flagstaff Economic Vitality Section 035/036/038 Library Services Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community Flagstaff Public Library and East Flagstaff Community Library  Partnered with North Country Healthcare to install Early Literacy Stations, Listening Stations and books at their location for the children who use their facility  Partnered with Sustainability to provide battery and/or recycling stations at the library Flagstaff Public Library  Partnered with St. Mary’s Food Bank to provide free lunches during the summer to children in need; the Library also partnered with Northern Arizona Food Bank to provide sack lunches to adults as well  Partnered with Halo House and other organizations who serve at-risk populations to conduct informational outreach  Partnered with the Flagstaff Family Food Center on a Summer Reading Enrichment Program  PALS mobile (Preschoolers Acquiring Literacy Skills) partnered with the Science Festival program at Science in the Park, checking out Science-Technology-Engineering-Math (STEM) books and helping families create over 200 STEM straw rockets  Flagstaff Public Library, through an Environmental Stewardship grant, partnered with local non-profit Terra Birds to offer programs teaching children and adults how to garden; the garden on the northwest corner of the library grounds was cleaned up, native grasses and shrubs were planted and a rock fountain to divert water runoff from the roof was created; additional programs expanding on the theme of sustainability and conservationism were offered  Remodeled public restrooms, making them ADA compliant City/County Bookmobile  Provided a variety of cultural programs at the senior homes including Nuvatukya’Ovi Sinom, a Hopi dance group; Sambatuque, a Brazilian inspired percussion group; Halau Hula Napuaokalei’ilima, a Hula group; and Flagstaff Youth Chorale; among others Tuba City Public Library  Collaborated with First Things First to plan visits from the Coconino County Public Health Educator; these programs included a craft, songs, story time, learning activities, healthy snacks and educational information for adults and children FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service County Library District-wide  Increase digital collection Flagstaff Public Library and East Flagstaff Community Library  Will provide programming (including book clubs, author visits, fine arts and/or lectures) to enhance patrons’ informational and entertainment needs  Will assist with materials tagging for the Radio Frequency Identification (RFID) project and continue to assist with collection maintenance (selection and deselection)  Will continue to organize the collection in a way that is helpful to library patrons  Plan to implement StackMap, a resource locator software  Plan to go-live with RFID technologies (including associated construction)  Implement an integrated eCommerce solution Flagstaff Public Library  Will provide new programming for parents on how to support early literacy using digital media Annual Financial Plan Page 307 City of Flagstaff Economic Vitality    Section 035/036/038 Library Services Will continue to provide exceptional service by answering patron questions and serving their informational and entertainment needs Reinvent the library website Enhance Library archive East Flagstaff Community Library  Plan to offer more early literacy materials, tools and parent/child workshop materials  Plan to offer programs on social skills, crafting and how-to-topics Coconino County Library District Branch and Affiliate Libraries  Expand City/County Bookmobile route to offer more service to more people  City/County Bookmobile plans to offer additional English and Spanish material for teens  Tuba City Public Library plans to add programming for teens  Forest Lakes Community Library plans to purchase language DVDs and increase their summer programs  Grand Canyon Community Library plans to purchase outdoor furniture for wireless area  Williams will furnish expanded library space  FPL will work with Affiliate Libraries: Fredonia Public Library, Page Public Library, Sedona Public Library and Williams Public Library on their FY 2018 goals Strategic Plan Priority: Invest in Our People County Library District  Provide additional staff continuing education opportunities, including COSUGI, AZ CODI, and AzLA conferences, as well as in-person trainings and webinars that address working with diverse populations and their needs. Strategic Plan Priority: Foster a Resilient and Economically Prosperous City County Library District  Update public access computers Flagstaff Public Library  Will continue to provide computer tutoring and assistance with job searching Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community Flagstaff Public Library  Remodel Downtown Library exterior ramp, making it ADA compliant  Install new library exterior sign East Flagstaff Community Library  Repurpose quiet area space into a children’s room, allowing space for large and fine motor skill learning toys and a dedicated space for children and parents to gather in the library Annual Financial Plan Page 308 City of Flagstaff Economic Vitality Section 035/036/038 Library Services Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Serve as Ambassadors for the Flagstaff Community Strategic Objective: Provide information and assistance to the public on jobs, health care, visitor services, veteran services, shelters, food, clothing and legal services Performance Measure Target Provide a variety of assistance through all of the library's service desks 97% Satisfaction Rate FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 96% 96% 97% 97% Strategic Priority – Goal: Provide Exceptional Service - Serve the Public Through Quality Internal and External Customer Service Strategic Objective: Provide information and services to inspire learning, enrich lives and strengthen community; provide free access to computers, Wi-Fi, books and other resources; continue to adapt/evolve to meet the information needs of patrons Performance Measure Select, acquire, prepare and maintain quality resources in different formats Target Circulation of 1,000,000; Computer Usage of 200,000 FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 990,036/ 230,622 1,048,364/ 201,977 1,045,602/ 203,959 1,050,830/ 208,038 Strategic Priority – Goal: Invest In Our People – Ensure Effective Resources for Employees Strategic Objective: Support new technology and projects from staff via the Library's IT department Performance Measure Provide computers and technology assistance to staff Target Increase Staff Computers Annually FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 56 56 60 60 Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Deliver Outstanding Services Through a Healthy Environment, Resources and Infrastructure Strategic Objective: Improve quality of life through technology and job assistance Performance Measure Provide monthly trainings on job readiness, assist with job applications and enhance technology skills Annual Financial Plan Target 100 Trainings/ Attendees Annually Page 309 FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 132/ 304 109/ 174 100/ 183 100/ 190 City of Flagstaff Economic Vitality Section 035/036/038 Library Services Strategic Priority – Goal: Work in Partnership to Enhance a Safe and Livable Community - Foster a Safe, Healthy, Equitable and Accessible Community Strategic Objective: Provide a welcoming and safe community space that is open to all; provide early literacy trainings and a safe computing environment for children; retag Library collection for RFID implementation Performance Measure Maintain consistent and extensive library hours; provide early literacy stations for children, plan and host story time, Parent/Child Play and Learn and other workshops and trainings Target 670,741 Patrons Annually FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 668,134 655,742 664,100 670,741 Strategic Priority – Goal: Work in Partnership to Enhance a Safe and Livable Community - Cultivate Community Partnerships Through Civic Engagement and Participation Strategic Objective: Provide outreach to community groups in Flagstaff Performance Measure Educate outside agencies on library programs and services that can complement their mission and serve their target populations Target 12 Community Meetings Annually/ Attendees FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 42/ 139 29/ 68 28/ 75 30/ 79 Strategic Priority – Goal: Work in Partnership to Enhance a Safe and Livable Community - Facilitate and Encourage Diversity Strategic Objective: Provide materials and programming that foster the diversity of the community and enhance quality of life Performance Measure Target Plan and host a variety of programs to meet the diverse cultural and educational needs of the community 98% Satisfaction Rate/ Programs/ Attendees Annual Financial Plan Page 310 FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 98%/ 1,258/ 27,291 99%/ 1,158/ 25,325 98%/ 1,112/ 23,942 98%/ 1,116/ 24,007 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 2015-2016 $ 2,368,015 343,116 482,947 $ 3,194,078 Adopted Budget 2016-2017 $ 2,504,736 420,364 754,069 680,125 $ 4,359,294 Estimated Expenditures 2016-2017 $ 2,504,736 420,364 754,069 680,125 $ 4,359,294 Proposed Budget 2017-2018 $ 2,677,234 398,364 826,069 450,165 $ 4,351,832 Budget-Budget Variance $ 172,498 (22,000) 72,000 (229,960) $ (7,462) $ $ $ $ $ Expenditures by Program: General Administration Technical Services Public Services East Flag Library Main Library Automation Outreach Total $ 474,457 771,352 1,362,261 503,177 12,299 70,532 3,194,078 $ 1,189,785 945,034 1,528,917 587,733 29,500 78,325 4,359,294 $ 1,189,785 945,034 1,528,917 587,733 29,500 78,325 4,359,294 $ 1,025,342 1,024,290 1,525,585 666,805 29,500 80,310 4,351,832 $ $ 4,351,832 4,351,832 $ (164,443) 79,256 (3,332) 79,072 1,985 (7,462) Source of Funding: Library Fund Commentary: Library section operating budget has increased by 6%. There are capital expenditures ($450,165), resulting in an overall net change of 0%. The Personnel Services increase of 7% is due to a market based pay increase, an increase in medical and dental insurance and a net change of 1.049 FTEs. Personnel costs reflect an ongoing commitment to Sunday hours at the Flagstaff Main Library and the addition of an Executive Assistant. Contractuals decreases of 5% are due to decreases in one time services in FY 2017. Commodities increases of 10% are due to carryforwards for computer equipment and FY 2018 one-time appropriations for circulation budget needs for both the East Flagstaff Library and the Main Library. Major capital (>$10,000) is comprised of ($30,000) for construction of a Youth Bathroom at the East Flagstaff City Library, carryforwards from FY 2017 for the RFID Phase 2, restroom plans and construction ($361,775) and for Library the fleet replacement ($58,390). Annual Financial Plan Page 311 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 2015-2016 $ 428,380 56,183 71,585 $ 556,148 Adopted Budget 2016-2017 $ 456,965 74,379 79,752 $ 611,096 Estimated Expenditures 2016-2017 $ 456,965 74,379 79,752 $ 611,096 Proposed Budget 2017-2018 $ 464,406 63,979 65,950 $ 594,335 Budget-Budget Variance 7,441 $ (10,400) (13,802) $ (16,761) $ $ $ $ $ Expenditures by Program: County Jail County Bookmobile Forest Lakes Library Tuba City Library Supai Library Grand Canyon Total $ 76,867 78,737 76,165 228,877 2,075 93,427 556,148 $ 80,056 85,655 85,018 254,587 5,367 100,413 611,096 $ 80,056 85,655 85,018 254,587 5,367 100,413 611,096 $ 82,372 84,719 87,520 231,943 5,367 102,414 594,335 $ $ 594,335 594,335 $ 2,316 (936) 2,502 (22,644) 2,001 (16,761) Source of Funding: Library Fund Commentary: Library County Direct section operating budget has decreased by 3%. The Personnel Services increases of 2% is due to a market based pay increase as well as an increase in medical and dental insurance. Contractuals decreases of 14% are due to decreases in one-time services. Commodities decreases of 17% are due to decreases related to one-time requests. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 312 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 2015-2016 $ 155,711 150,012 167,438 $ 473,161 Adopted Budget 2016-2017 $ 158,638 1,420,312 136,240 $ 1,715,190 Estimated Expenditures 2016-2017 $ 158,638 1,434,612 151,270 $ 1,744,520 Proposed Budget 2017-2018 $ 162,622 1,036,088 192,240 $ 1,390,950 $ $ $ Budget-Budget Variance $ 3,984 (384,224) 56,000 $ (324,240) Expenditures by Program: County-wide Projects $ Youth Services Grant Toddler Tools for Tuba City Expanding Access to STEM Technology Bookmobile Grant-Flagstaff Community Founda State Grant-in-Aid FY 2016 Library-(SIGA) State Grant in Aid FY2017 Build Community Digital Access Get to Know Your Library LSTA Crafting Creative Communities Env Steward At Flag Public Library Library State Grant-in-Aid FY2018 Library LSTA FY2018 National Library of Medicine Grant LSTA Soldier Sister, Fly Home Total $ 442,288 256 5,129 5,031 550 19,400 507 473,161 $ 1,690,190 25,000 1,715,190 $ 1,690,190 25,000 6,000 7,030 12,300 2,000 2,000 1,744,520 $ 1,315,950 20,000 25,000 30,000 1,390,950 $ $ 1,390,950 1,390,950 $ $ (374,240) 20,000 (25,000) 25,000 30,000 (324,240) 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 one-time in nature. Annual Financial Plan Page 313 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 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service         Nestle-Purina PetCare Odor Mitigation Plan development Obtained Sewer Line Easement for Public Works Facility and development of west side of Flagstaff including expansion of existing industry Facilitated refinance support to Orpheum Presents to close on schedule Facilitated refinance support to Joy Cone Company to close on schedule Responded to over twenty requests for information (100% of requests received) from businesses considering Flagstaff Provided Buxton and other analytics information to over 24 stakeholders Connected brokers to prospective tenants Advocated as appropriate for businesses working through the development process Strategic Plan Priority: Invest in Our People    Attended professional development courses on Economic Development, Entrepreneurial and Small Business Development and many other topics through the International Economic Development Council Two staff received their Arizona Economic Development Pro Certification Partnered with Sustainability section to jointly attend a training on Sustainable Economic Development with actionable items to be brought forward in FY 2018 Strategic Plan Priority: Foster a Resilient and Economically Prosperous City  Represented the City of Flagstaff on the Coconino County Workforce Development Board  Developed a program to enhance the Automotive Technician pipeline with the Az@Work Business Services Team  Developed a program to provide hospitality training to business community, residents and visitors with the Az@Work Business Services Team  Represented the City of Flagstaff on the Science-Technology-Engineering-Math (STEM) City Board of Directors  Supported Hiring Flagstaff site to connect businesses to potential employees and interns  Supported and assisted Hypo2 with a recent expansion  Provided Mother Road Brewery site selection support and resource direction to assist with their recent expansion  Continued service as resource broker to all Flagstaff businesses and entrepreneurs Annual Financial Plan Page 314 City of Flagstaff Economic Vitality Section 201/213 Economic Development  Supported new businesses to locate in Flagstaff: Texas Road House, Fairfield Inn, Marriott Residence Inn, Hampton Inn and Suites, Clean Freak Carwash, Sephora, Chopstix Vietnamese, Grimaldi’s Pizza, Lululemon, Dutch Brothers Coffee, Shyft, Southside Tavern, Esenem Yoga, LaVetta Cucina Italiano and Harkins relocation; Your Pie Pizza and In-n-Out have filed applications as well  Advocated for code changes to support the micro-brewery and micro-distillery industries in Flagstaff  Provided internal analysis and acquired third party economic impact analysis to understand the impact of a potential incentive to a developer Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community    Worked with the Arizona State Land Department to auction land on the west side of Flagstaff Delivered display case project to celebrate Flagstaff local products along with other interdepartmental staff Continued partnership with the Burlington Northern Santa Fe Railroad to deliver a transload facility in Northern Arizona FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service    Further utilize Buxton analytics and other data to assist existing businesses in adapting to changing market conditions Continue to enhance our newly designed website to provide better services to businesses, site selectors and other stakeholders Work with specific industry clusters such as breweries, astronomy, biomedical/advanced manufacturing and others to further develop their prosperity and impact on the community Strategic Plan Priority: Invest in Our People   Initiate professional development programs for staff including an MBA program and a Certified Public Manager Program Continue providing skills development and leadership training to staff throughout the section Strategic Plan Priority: Foster a Resilient and Economically Prosperous City      Develop an Adaptive Reuse Policy to assist small business and preserve the existing diversity of our built environment Develop a marketing campaign that uniquely connects our business environment to our community at large Aggressively market the Autopark and other available commercial properties Complete the Community Investment Strategic Plan Continue to help Northern Arizona Center for Entrepreneurship and Technology (NACET) with occupancy at the Incubator and Accelerator Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community   Develop a pilot program to engage entrepreneurs to develop a creative and profitable way to address waste products Work with other internal partners to identify ways to provide greater development ability through enhanced access to the Arizona State Land Department property Annual Financial Plan Page 315 City of Flagstaff Economic Vitality Section 201/213 Economic Development Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Foster Clear and Consistent Communication Strategic Objective: Communicate a clear understanding of programs to staff, stakeholders and community Performance Measure Create a Bette digital presence by enhancing our Choose Flagstaff site and more Target Increased Page Views Annually FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 15,000 15,500 16,000 20,000 Strategic Priority – Goal: Provide Exceptional Service - Provide Employees Tools, Training and Support Strategic Objective: Team members continue to grow in their skills through City provided training through Human Resources and external resources Performance Measure Ensure each team member attends a professional development opportunity Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% N/A N/A 100% 100% Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City – Support Sustainable Economic Development and its Practices Strategic Objective: Provide support to businesses to assist with retention and expansion Performance Measure Regular contact between City staff and existing businesses Strategic Objective: FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 894 972 975 980 Aggressively market to targeted sectors Performance Measure Respond to 100% of qualified leads and conduct sales calls Annual Financial Plan Target Increasing Business Contact Annually Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 300 Contacts 200 250 300 300 Page 316 City of Flagstaff Economic Vitality Section 201/213 Economic Development Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City – Support Sustainable Economic Development and its Practices Strategic Objective: Partner with NACET on messaging the Incubator and Accelerator facilities Performance Measure Continue to market the entrepreneurs accomplishments Section: Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 0% 25% 50% 75% Target for NACET is 50% Leased 201 - Community Investment Expenditures by Category: Personnel Services Contractuals Commodities Capital Total Actual Expenditures 2015-2016 $ 137,965 40,908 7,838 155,261 $ 341,972 Adopted Budget 2016-2017 $ 143,290 20,226 11,650 $ 175,166 Estimated Expenditures 2016-2017 $ 143,290 20,226 11,650 $ 175,166 Proposed Budget 2017-2018 $ 152,601 20,226 11,650 806,017 $ 990,494 Budget-Budget Variance $ 9,311 806,017 $ 815,328 $ $ $ $ $ Expenditures by Program: General Administration Community Design Brownfield Assessment 2017 EPA Brownfield Assessment Grant Total $ 110,468 50,279 181,225 341,972 $ 118,758 56,408 175,166 $ 118,758 56,408 175,166 $ 124,990 59,487 206,017 600,000 990,494 $ 6,232 3,079 206,017 600,000 815,328 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 $ $ 841,242 19,172 17,838 3,188 56,584 2,381 5,937 40,125 4,027 990,494 Commentary: The Community Investment section operating budget has increased by 5%. There are capital expenditures ($806,017), resulting in an overall net increase of 465%. The Personnel Services increase of 6% is due to a market based pay increase as well as an increase in medical and dental insurance. Contractuals and Commodities remained flat from FY 2017 to FY 2018. Major capital (>$10,000) includes expenditures related to the Brownfield Assessment grant. Annual Financial Plan Page 317 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 2015-2016 $ 267,362 414,907 24,208 952 $ 707,429 Adopted Budget 2016-2017 $ 270,992 664,907 27,884 $ 963,783 Estimated Expenditures 2016-2017 $ 239,386 537,491 27,884 $ 804,761 Proposed Budget 2017-2018 $ 289,723 796,907 27,884 $ 1,114,514 Budget-Budget Variance $ 18,731 132,000 $ 150,731 $ $ $ $ $ Expenditures by Program: General Administration Incubator Service Partner Agencies Business Retention & Expansion Business Attraction Business Accelerator - Innovation Mesa Total $ 115,972 265,983 5,401 89,728 125,549 104,796 707,429 $ 146,836 317,563 5,400 104,943 155,221 233,820 963,783 $ 116,836 267,563 5,400 104,943 91,199 218,820 804,761 $ 200,817 317,563 5,400 107,068 249,846 233,820 1,114,514 $ $ 1,114,514 1,114,514 $ 53,981 2,125 94,625 150,731 Source of Funding: Economic Development Fund Commentary: The Economic Development section operating budget has increased by 16% and there are no capital expenditures. The Personnel Services increase of 7% is due to a market based pay increase as well as an increase in medical and dental insurance. Contractuals increases of 20% are due to marketing, advertising and promotion of new initiative relationships. Commodities remained flat from FY 2017 to FY 2018. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 318 City of Flagstaff Economic Vitality Section: Section 202 EDA Revolving Loan 202 - EDA Revolving Loan Expenditures by Category: Contractuals Total Actual Expenditures 2015-2016 $ $ - Adopted Budget 2016-2017 $ 281,828 $ 281,828 Estimated Expenditures 2016-2017 $ $ - Proposed Budget 2017-2018 $ 271,748 $ 271,748 Budget-Budget Variance $ (10,080) (10,080) $ $ $ $ $ $ $ $ $ 271,748 271,748 $ $ $ $ 271,748 271,748 Expenditures by Program: EDA Revolving Loan Total - 281,828 281,828 - (10,080) (10,080) 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. Annual Financial Plan Page 319 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 design review 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 design review 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 2017 Accomplishments Strategic Plan Priority: Foster a Resilient and Economically Prosperous City Beautification  Completed Projects: o Steve’s Boulevard corners o US 89 Medians – Part 2 o Paint Downtown Green o Prototype for downtown tree wells o Specialty holiday decorations for Fourth Street Gateway o Interpretive signs for Old Town Spring Park o Access plan and interpretive signs for Route 66 and McAllister Ranch Community Design  Final Design (Under construction) o Joel Montalvo Park o Lake Mary/Beulah Gateway o Milton/Route 66 – Route 66 Gateway o Downtown pavers/tree wells Annual Financial Plan Page 320 City of Flagstaff Economic Vitality  Section 211 Beautification o Buffalo Park parking o Downtown Library ADA access and signs Survey of all downtown furniture, fixtures and equipment Heritage Preservation  City Council and Commission review of heritage preservation requirements and procedures  Heritage resources considered in 100 development projects  Reduction in destruction of historic properties (2015 = 9, 2016 = 3, 2017 = 0)  Two properties added to Landmarks Overlay Zone  McAllister Ranch Compliance Plan  Train Station Platform Compliance Plan Redevelopment  ParkFlag design and implementation completed (develop Administrative Guidelines; stakeholder consensus; Special Revenue Fund; organizational changes, hiring, and training; procurement; installations; and outreach)  Downtown Fee for Service Agreement  FY 2012 Brownfield Grant completed  FY 2018 Brownfield Grant application filed Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community Beautification  Completed Projects: o Jim David Outdoor Classroom at Frances Short Pond o Historic District street signs for four historic districts Community Design  Final Design (Under construction) o Francis Short Pond Master Plan  High Occupancy Housing Core Team participation  County Tiny House Committee membership  Pursuit of and working with developer on downtown Cultural Arts Facility Heritage Preservation  Heritage Preservation Commission El Pueblo Motel ad hoc committee Strategic Plan Priority: Provide Exceptional Service Heritage Preservation  Flagstaff heritage preservation efforts presented at State Heritage Preservation Conference and State Planning Conference Redevelopment  Hosted EPA Workshop  Flagstaff Brownfield efforts presented at State Conference and National Conference Strategic Plan Priority: Invest in Our People  Participated in Champions of Team Flagstaff (City Manager’s Award) Annual Financial Plan Page 321 City of Flagstaff Economic Vitality Section 211 Beautification FY 2018 Initiatives Strategic Plan Priority: Foster a Resilient and Economically Prosperous City Beautification  Completion of significant Beautification Projects: o Joel Montalvo Park o Lake Mary Road / Beulah Gateway o Milton / Route 66 – Route 66 Gateway o Downtown Pavers / Tree Wells o Buffalo Park Parking o Downtown Non-Gateway (Jimmy Johns) o Milton and Butler Beautification o East Route 66 - South Edge: Fanning to Route 66 o Library Entry (art base) o Vieja Park o Route 66 Interpretive Trail o N/W Corner Humphreys and Ft. Valley Community Design  Specific Projects o Continue to pursue I-17 / Milton gateway o Minor City Gateway Signs Heritage Preservation  Continue to promote the preservation of Flagstaff heritage resources through existing regulatory and incentive programs, marketing and educational outreach and other efforts  Heritage resources considered in 80 development projects  Add one or more property to Landmark Overlay Zone Redevelopment  Operate ParkFlag and revise plan and implementation as warranted, complete lesser components (such as addressing loading zones, park-n-rides and lease parking lots) and maintain fairness and stakeholder consensus  Continue to promote the Brownfields program through incentive programs (new grant), marketing and educational outreach and other efforts Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community Beautification  Completion of significant Beautification projects: o Frances Short Pond Specific Projects Community Design  Continued participation in Community Development and other community design related committees / efforts Heritage Preservation  Assist five internal or external applicants solve heritage preservation issues Annual Financial Plan Page 322 City of Flagstaff Economic Vitality Section 211 Beautification Strategic Plan Priority: Provide Exceptional Service Heritage Preservation  Continue to improve heritage preservation requirements and procedures through Commission review and recommendations incorporating best practices and lessons learned culminating in City council approval (if required) Strategic Plan Priority: Invest in our people  Each staff member attends at least one continuing education/professional development seminar/conference Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Provide Employees Tools, Training and Support Strategic Objective: Team members continue to grow in their skills through City provided training through Human Resources and external resources Performance Measure Ensure each team member attends a professional development opportunity Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% 100% 100% 100% 100% Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City – Support Sustainable Economic Development and its Practices Strategic Objective: Improved perception of quality of life in Flagstaff through Beautification projects Performance Measure Annual survey respondents report an improved perception of quality of life in Flagstaff through Beautification projects Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 4/5 3/5 3/5 3/5 4/5 Strategic Priority – Goal: Work in Partnership to Enhance a Safe and Livable Community - Cultivate Community Partnerships Through Civic Engagement and Participation Strategic Objective: Activate community engagement and participation in projects Performance Measure Number of participation events and partnerships in which the community actively participates and is engaged Annual Financial Plan Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 12 12 12 12 12 Page 323 City of Flagstaff Economic Vitality Section: Section 211 Beautification 211 - Beautification Expenditures by Category: Personnel Services Contractuals Commodities Total Actual Expenditures 2015-2016 $ 157,418 64,653 1,390 $ 223,461 Adopted Budget 2016-2017 $ 164,947 172,261 2,200 $ 339,408 Estimated Expenditures 2016-2017 $ 164,947 172,261 2,200 $ 339,408 Proposed Budget 2017-2018 $ 173,918 152,261 2,200 $ 328,379 Budget-Budget Variance $ 8,971 (20,000) $ (11,029) $ $ $ $ $ Expenditures by Program: General Administration Commission Special Projects and Unprogrammed Work Beautification Grant Program Total $ 171,543 139 223,461 $ 180,908 1,000 70,000 87,500 339,408 $ 180,908 1,000 70,000 87,500 339,408 $ 189,879 1,000 50,000 87,500 328,379 $ $ 328,379 328,379 $ 8,971 (20,000) (11,029) Source of Funding: Beautification Fund Commentary: The Beautification operating budget has decreased 3% and there are no major capital expenditures. Personnel Services increases of 5% are due to a market pay increase as well as an increase in dental and health insurance. Contractual decreases of 12% are due to prior year one-time Christmas decoration and banner repair contributions. There are no major capital (>$10,000) items for this section. Annual Financial Plan Page 324 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 yearround 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% 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 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service    CVB exceeded all Tourism metrics; Occupancy, Revenue per Available Room (RevPAR), Average Daily Rate (ADR) and BBB Travel Trade Sales staff have met with, or conducted site tours with, 22 of Flagstaff’s Industry Partners and are on track to meet this goal by the end of the fiscal year Communications staff is trending to increase CVB assisted editorial pieces by 5% Strategic Plan Priority: Invest in Our People  Team members have participated in multiple, Investing in You, City trainings Strategic Plan Priority: Foster a Resilient and Economically Prosperous City        Meetings and Events staff have met with 54 new planner contacts to date and is trending to meet with 70 more this fiscal year, showcasing Flagstaff as the premiere four season meetings and event destination Meetings and Events staff have increased the number of room nights sent in leads by 31% over last year Meetings and Events Staff have increased the number of booked room nights by 179% over last year resulting in a total economic impact of $3,113,525 Travel Trade Sales staff has met with a total of 271 travel professionals to promote Flagstaff as a premier destination; currently over 25% are new contacts; travel trade staff is currently on track to meet or exceed this goal Two restaurant-based FAMs were hosted focusing on the evolving restaurant atmosphere that resulted in multiple influencer postings Marketing staff is on trend to exceed unique page views by 20% and sessions by 32% through flagstaffarizona.org due to enhanced content, including video, use of the webcam and sweepstakes Marketing staff has executed a targeted media schedule for pre-arrival awareness and includes new digital elements of GEO fencing, as well as inserts into major daily newspapers that have spring training baseball teams in Phoenix Annual Financial Plan Page 325 City of Flagstaff Economic Vitality  Section 214 Tourism Marketing and communications staff have utilized digital and social networks to drive brand awareness and engagement for Flagstaff and are on trend to exceed fan-base growth by more than 10% on all platforms Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community  Marketing and Communication staff have assisted in enhancing the customer experience, in collaboration with multiple city, county and state agencies with cohesive safe snow play and Winter Wonderland messaging using multiple media and public relations platforms, as well as translating messages to clearly communicate to a broader audience FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service      CVB plans to exceed all Tourism metrics; Occupancy, RevPAR, ADR, and BBB Meetings and Events staff will work with the creative team to create conference services materials for conferences; the goal of these materials is for them to be provided to conference attendees to encourage them to get out in the community and visit attractions, eat at restaurants and shop The CVB Creative Team will work city-wide with all divisions to assist with creative projects and needs to help improve the overall all city image Marketing and communications will continue to strategize for optimum media performance with targeted and refined messaging to address key topics and markets A redevelopment of the flagstaffarizona.org site will result in a more responsive site recognizing an increasing number of visitor decisions are made via mobile devices; further, the site will be developed enabling a richer user experience with more and stronger content, updated imagery and video that will result in more time on site, and more eyes on our city’s attractions, hotels and restaurants Strategic Plan Priority: Invest in Our People   Two creative specialists will attend the 2018 HOW Design conference, the largest annual gathering of creative professionals in the world Marketing team member to attend U.S. Travel Association’s Educational Seminar for Tourism Organizations (ESTO) and Data and Marketing Mastery (DMA) conferences to garner new knowledge on emerging trends associated with Destination Marketing Organization (DMO) marketing Strategic Plan Priority: Foster a Resilient and Economically Prosperous City       Meetings and Events will meet with 65 new planner contacts showcasing Flagstaff as the premier four season meetings and event destination Meetings and Events staff will increase the number of leads by 10% International Travel Industry Sales and Marketing will utilize statistical information to maximize the use of our Brand USA promotional efforts in our targeted markets; reaching at least three targeted international markets and providing specific results to assist the City and industry partners in their decision making on future market focus International Travel Trade Staff will work with the Arizona Office of Tourism to develop a path to enter the Chinese tourist market and to demonstrate an increase in Chinese visitors to Flagstaff through the development of five new Chinese tour operator leads Marketing and communications will leverage budget to increase target market reach by adding out-of-home messaging in the Phoenix DMA to capture attention with a call-to-action to visit Flagstaff CVB will partner with Economic Development on a Visit and Grow campaign that will help to enhance the visit message as well as the business attraction, retention and expansion program Annual Financial Plan Page 326 City of Flagstaff Economic Vitality Section 214 Tourism Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community   In collaboration with city, county and state leaders will continue as safe snow play and Winter Wonderland messaging will evolve as we improve the customer experience with messaging in multiple media outlets The CVB team will work collaboratively to increase the Science, Technology, Engineering, Arts and Math communication efforts through a Flagstaff Arts Council partnership. Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Foster Clear and Consistent Communication Strategic Objective: To have up-to-date and accurate information on the Tourism website Performance Measure Increase number of year-over-year visits to website on an annual basis Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 3% 366,965 561,500 565,836 582,811 Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Enhance the Organization's Fiscal Stability and Resourcefulness Strategic Objective: Enhance the organization's fiscal stability through earned media Performance Measure Number of editorial pieces generated in a year Strategic Objective: FY 2017 Estimate FY 2018 Proposed 99 95 92 94 99 FY 2017 Estimate $27,600 FY 2018 Proposed $30,000 Target $30,000 FY 2015 Actual N/A FY 2016 Actual N/A Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 560 527 507 533 560 Enhance fiscal stability of Flagstaff via the Travel Trade Market (International) Performance Measure Increase the number of tour operators that our travel trade sales manager meets with by 3% year-over-year Annual Financial Plan FY 2016 Actual Enhance Tourism’s resourcefulness via its relationships with journalists Performance Measure Increase number of meetings with qualified travel writers by 5% year-over-year Strategic Objective: FY 2015 Actual Leverage the budget and increase Tourism’s reach Performance Measure Dollar amount of value added Strategic Objective: Target Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 412 350 361 400 412 Page 327 City of Flagstaff Economic Vitality Strategic Objective: Section 214 Enhance fiscal stability of Flagstaff via the Meetings Market Performance Measure Increase the number of new Meeting Planners the CVB Sales Staff connects with by 3% year-over-year Increase the number of Meetings and Events leads sent to our partners by the CVB by 10% year-over-year Strategic Objective: Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 52 33 35 50 52 86 70 71 78 86 Enhance fiscal stability of Flagstaff via social media engagement Performance Measure Increase the number of Twitter followers Strategic Objective: Tourism Target 8,798 FY 2015 Actual 6,331 FY 2016 Actual 7,271 FY 2017 Estimate 7,998 FY 2018 Proposed 8,798 Enhance the community's overall quality of life Performance Measure Increase hotel/motel occupancy Increase in Revenue per Available Room (RevPar) Increase in Average Daily Rate (ADR) Increase in Bed Board and Beverage (BBB) Tax Revenues Target 76.25% FY 2015 Actual 70.00% FY 2016 Actual 74.40% FY 2017 Estimate 75.50% FY 2018 Proposed 76.25% $74.68 $59.99 $69.19 $73.95 $74.68 $98.92 $7.5 million $85.71 $6.2 million $93.05 $6.9 million $97.95 $7.4 million $98.92 $7.5 million Strategic Priority – Goal: Work in Partnership to Enhance a Safe and Livable Community - Cultivate Community Partnerships Through Civic Engagement and Participation Strategic Objective: Partnership with Flagstaff Arts Commission to promote Science, Technology, Engineering, Arts and Math Performance Measure Increase number of visits to the partnership Flagstaff365.com website by 3% year-overyear Annual Financial Plan Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 74,469 79,373 71,721 72,300 74,469 Page 328 City of Flagstaff Economic Vitality Section: Section 214 Tourism 214 - Tourism Expenditures by Category: Personnel Services Contractuals Commodities Total Actual Expenditures 2015-2016 $ 681,693 836,807 206,887 $ 1,725,387 Adopted Budget 2016-2017 $ 739,030 794,620 157,625 $ 1,691,275 Estimated Expenditures 2016-2017 $ 739,030 794,620 157,625 $ 1,691,275 Proposed Budget 2017-2018 $ 827,765 1,110,833 157,169 $ 2,095,767 Budget-Budget Variance $ 88,735 316,213 (456) $ 404,492 $ $ $ $ $ Expenditures by Program: General Administration Marketing and Promotion Sales Public Relations Film Office Total $ 783,901 820,600 72,735 46,578 1,573 1,725,387 $ 822,711 714,789 98,925 36,500 18,350 1,691,275 $ 822,711 714,789 98,925 36,500 18,350 1,691,275 $ 936,250 1,014,642 90,425 53,100 1,350 2,095,767 $ $ 2,095,767 2,095,767 $ 113,539 299,853 (8,500) 16,600 (17,000) 404,492 Source of Funding: Tourism Fund Commentary: The Tourism section operating budget has increased by 24%. There are no capital expenditures (> $10,000), resulting in an overall net increase of 24%. The Personnel Services increase of 12% is due to the addition of 1 FTE, as well as market based pay increases and an increase in medical and dental insurance. Contractuals increases of 40% are due to increased one-time and ongoing marketing and travel, conference registration, advertising, Route 66 Anniversary promotional costs, memberships, holiday decorations, education and training. Commodities decreases of less than 1% are due to a decrease in need for replacement computer equipment. Annual Financial Plan Page 329 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 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 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service    Improved quarterly events held at the Visitor Center o Chocolate Walk: 873 Passports, 28 participating businesses, added online ticket sales, added a second passport and coordinated volunteers from NAU to assist with the event o Snowflake Festival: partnered with Flagstaff Downtown Business Alliance (FDBA), 260 participants, Santa pictures, cookie decorating and crafts Added water bottle filling station as another service to visitors Increased TripAdvisor engagement, added ‘Please review us on TripAdvisor’ cards to Visitor Center Strategic Plan Priority: Invest in Our People  Visitor Center Manager and Retail Lead attended Great Smokey Mountain Gift Show in Gatlinburg, TN to bring in new products and provide career training to new Visitor Center staff member Strategic Plan Priority: Foster a Resilient and Economically Prosperous City   Assisted 51,644 visitors in the first seven months of FY 2017 for an increase of 2% over this same time in FY 2016 Added model railroad to the Visitor Center – adding this attraction helped to increase the walk-in traffic and retail sales at the Visitor Center; the following represents the history of Flagstaff that was integrated into the model o The engine is a replica of the historic Two Spot engine that sits just east of the Visitor Center o Mural Mice painted a mural of Flagstaff looking out from the depot circa 1920s o Mainenti Miniatures built model buildings of Flagstaff (circa 1920’s) looking out from the station Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community   Implemented the Flagstaff Snowplay hotline to provide accurate snowplay and driving conditions for visitors coming to the Flagstaff area to play in the snow Ensured proper snow removal and cindering occurred at the Visitor Center Annual Financial Plan Page 330 City of Flagstaff Economic Vitality Section 215 Visitor Services FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service   Visitor Center staff will embrace the role of ambassadorship, striving for market knowledge and cohesive messaging partnering with the Flagstaff Downtown Business Alliance (FDBA) Clean Team Remodel restrooms to improve the overall experience of visitors and locals to the Visitor Center Strategic Plan Priority: Invest in our people   Visitor Center staff will have the ability to convey product knowledge to the visiting public, training will be provided by industry partners during monthly Visitor Center staff meetings Cultivate a positive organizational culture by having consistent two-way communication between Visitor Center Manager and staff Strategic Plan Priority: Foster a Resilient and Economically Prosperous City    Visitor Center staff will engage in community partnerships to assist in furthering private businesses’ objectives by partnering with the DBA and other industry partners Strive to enhance the fiscal stability of the Visitor Center by increasing walk-ins to the Visitor Center by 2% Strive to have a sustainable economic model at the Visitor Center via the retail component at the Visitor Center by remodeling the gift shop to create a more cohesive space to further sales Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community  Visitor Center will have up-to-date messaging for the community and traveling public by continuing the Snowplay Hotline Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Serve as Ambassadors for the Flagstaff Community Strategic Objective: Visitor Center staff to embrace the role of ambassadorship by having market knowledge and delivering cohesive messaging for visitors Performance Measure Having three training topics per monthly meeting Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 33 N/A N/A 15 33 Strategic Priority – Goal: Provide Exceptional Service - Foster Clear and Consistent Communication Strategic Objective: Increasing the delivery of up-to-date and relevant messaging for the community and the traveling public via the Snow Play hotline Performance Measure Snow play hotline calls received Annual Financial Plan Target 1,000 Page 331 FY 2015 Actual N/A FY 2016 Actual N/A FY 2017 Estimate 900 FY 2018 Proposed 1,000 City of Flagstaff Economic Vitality Section 215 Visitor Services Strategic Priority – Goal: Invest In Our People – Ensure Effective Resources for Employees Strategic Objective: For staff to have product knowledge and display on a daily basis with the traveling public Performance Measure Industry Partner product trainings at Visitor Center monthly meetings Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 10 N/A N/A 7 10 Strategic Priority – Goal: Invest In Our People - Maintain and Enhance a Safe and Positive Organizational Culture Strategic Objective: Cultivate a positive organizational environment through consistent two-way communication between Visitor Center manager and staff through one-on-one meetings with all staff on a regular basis Performance Measure One-on-one meetings with all staff Target 40 FY 2015 Actual N/A FY 2016 Actual N/A FY 2017 Estimate 35 Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Enhance the Organization's Fiscal Stability and Resourcefulness Strategic Objective: Strive to enhance the fiscal stability of the Visitor Center Performance Measure Increase Visitor Center visitation by 2% over prior year FY 2018 Proposed 40 Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 95,832 90,305 92,111 93,953 95,832 Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City – Support Sustainable Economic Development and its Practices Strategic Objective: Strive to have a sustainable economic model at via the retail component at the Visitor Center Performance Measure Increase gross annual income from sales of the unique items at the Visitor Center by 2% over prior year Annual Financial Plan Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed $257,000 $216,885 $231,007 $245,000 $257,000 Page 332 City of Flagstaff Economic Vitality Section 215 Visitor Services Strategic Priority – Goal: Work in Partnership to Enhance a Safe and Livable Community - Cultivate Community Partnerships Through Civic Engagement and Participation Strategic Objective: For Visitor Center staff to engage in community partnerships to assist in furthering private businesses objectives Performance Measure Number of annual partnerships with FDBA Section: FY 2015 Actual 3 Target 5 FY 2016 Actual 3 FY 2017 Estimate 4 FY 2018 Proposed 5 215 - Visitor Services Expenditures by Category: Personnel Services Contractuals Commodities Capital Total Actual Expenditures 2015-2016 $ 217,101 113,555 22,663 39,200 $ 392,519 Adopted Budget 2016-2017 $ 231,206 133,344 62,252 50,000 $ 476,802 Estimated Expenditures 2016-2017 $ 231,206 133,344 62,252 50,000 $ 476,802 Proposed Budget 2017-2018 $ 243,394 210,381 38,252 30,000 $ 522,027 Budget-Budget Variance $ 12,188 77,037 (24,000) (20,000) $ 45,225 $ $ $ $ $ Expenditures by Program: General Administration Train Station Operations Total $ 266,169 126,350 392,519 $ 298,811 177,991 476,802 $ 298,811 177,991 476,802 $ 384,772 137,255 522,027 $ $ 522,027 522,027 $ 85,961 (40,736) 45,225 Source of Funding: Tourism Fund Commentary: The Visitor Services section operating budget has increased by 15%. There are capital expenditures ($30,000) resulting in an overall net increase of 9%. The Personnel Services increase of 5% is due to a market based pay increase as well as an increase in medical and dental insurance. Contractuals increases of 58% are due to one-time expenditures for winter decorations, promotional and advertising materials and Airport marketing. Commodities decreases of 39% are due to a decrease in one-time authorizations. Major capital (>$10,000) includes the renovation of the Visitor Center bathrooms and retail space. Annual Financial Plan Page 333 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 Arts, science and cultural opportunities in Flagstaff are fostered by our partnership with the Flagstaff Arts Council, providing direct technical and financial support to non-profit and private agencies engaged in these fields. With Beautification and Public Art Commission oversight and in accordance with the provisions of the Lodging, Restaurant and Lounge (BBB) Tax a variety of public art programs and projects are delivered. FY 2017 Accomplishments Strategic Plan Priority: Foster a Resilient and Economically Prosperous City Arts and Sciences  Funding was delivered to more than forty arts, science, and cultural agencies.  Additional funding was delivered to two Science-Technology-Engineering-Math (STEM) organizations.  A new contract for services by the Flagstaff Arts Council was approved by the City Council that features a better compensation scheme and a longer term. Public Art  Helped fund the Telepoem Booth  Public Art Map new print version  Frontier Adventure Sculpture restoration  Rainbow De Rio Mosaics Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community Arts and Sciences  Participation in Facilities Committee of the Flagstaff Arts Council (Cultural Arts Facility) Strategic Plan Priority: Provide Exceptional Service Arts and Sciences  National Park Service 100-year anniversary posters in lobby Public Art  Led, ‘Flagstaff Walks’ public art tour FY 2018 Initiatives Strategic Plan Priority: Foster a Resilient and Economically Prosperous City Public Art Projects to be Accomplished  Create a smart phone app version of the Public Art Map  Bushmaster Park Mural  Art in the Alley  Inset Sidewalk Art, Jimmy John's Beaver  Thorpe Sculpture  Mural on the Monte Vista Annual Financial Plan Page 334 City of Flagstaff Economic Vitality      Section 216 Arts and Science Children's Garden Sculpture N/W Corner Ft. Valley & Humphreys Joel Montalvo Park Surrounds Mancuso Mural Conservation Mural on the Century Link Building Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community Arts and Sciences  Continue funding to more than forty arts, science, and cultural agencies.  Continue additional funding to two STEM organizations. Strategic Plan Priority: Provide Exceptional Service Arts and Sciences  Continue participation in Facilities Committee of the Flagstaff Arts Council (Cultural Arts Facility) Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Provide Employees Tools, Training and Support Strategic Objective: Continue to grow team members’ skills through City provided training from Human Resources and external resources Performance Measure Each team member attends a minimum of one professional development opportunity Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 1 1 1 1 1 Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City – Support Sustainable Economic Development and its Practices Strategic Objective: Improved perception of quality of life in Flagstaff through Arts and Science funding and projects Performance Measure Annual survey respondents report an improved perception of quality of life in Flagstaff through Arts and Science funding and projects (5 Point Scale) Annual Financial Plan Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 4/5 3/5 3/5 3/5 4/5 Page 335 City of Flagstaff Economic Vitality Section 216 Arts and Science Strategic Priority – Goal: Work in Partnership to Enhance a Safe and Livable Community - Cultivate Community Partnerships Through Civic Engagement and Participation Strategic Objective: Activate community engagement and participation in projects Performance Measure Number of participation events and partnerships in which the community actively participates and is engaged Section: Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 12 12 12 12 12 216 - Arts and Science Expenditures by Category: Personnel Services Contractuals Commodities Capital Total Actual Expenditures 2015-2016 $ 35,626 398,428 $ 434,054 Adopted Budget 2016-2017 $ 38,136 478,881 3,123 237,500 $ 757,640 Estimated Expenditures 2016-2017 $ 38,136 478,881 3,123 100,000 $ 620,140 Proposed Budget 2017-2018 $ 40,713 479,381 3,123 343,000 $ 866,217 Budget-Budget Variance $ 2,577 500 105,500 $ 108,577 $ $ $ $ $ Expenditures by Program: General Public Artwork Service Partner Agencies FCP Administration Total $ 38,154 299,900 96,000 434,054 $ 40,017 242,623 400,000 75,000 757,640 $ 40,017 105,123 400,000 75,000 620,140 $ 44,594 346,623 385,000 90,000 866,217 $ $ 866,217 866,217 $ 4,577 104,000 (15,000) 15,000 108,577 Source of Funding: Arts and Science Fund Commentary: The Arts and Science section operating budget has increased by 1%. There are capital expenditures ($343,000), resulting in an overall net increase of 14%. The Personnel Services increase of 7% is due to a market based pay increase as well as an increase in medical and dental insurance. Contractuals and Commodities remained flat year over year. Major capital (>$10,000) include several artwork projects. Annual Financial Plan Page 336 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, pavement, 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 as well as the Convention and Visitors Bureau (CVB) with visitor travel. FY 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service       The airport remained open during snow storms allowing medical flights to proceed even when American Airlines called for cancellations due to the great work staff did to remove the snow and clear the runway Airport hired Coffman and Associates and began our Airport Master Plan process Airport Sustainability Plan was completed and began putting many of the findings into practice: a water bottle refill station was added in the Terminal Gate hold area for public usage, began replacement of fluorescent lighting in the terminal and replaced nine airport terminal ceiling circulation fans with four newer magnetic motor fans New carpet, paint, trash cans and paintings were added to enhance the airport terminal Staff held over 19 meetings and discussions with airlines to encourage new air service to and from Flagstaff Staff worked with various groups helping to offer the airport conference room for meetings free of charge Strategic Plan Priority: Invest in Our People         Staff completed the annual Air Rescue Firefighting Facility (ARFF) certification A staff member was sent to Ithaca, New York to complete training in Wildlife Management A staff member was sent to Buffalo, New York to complete training in the new Snow Notice to Airman requirements A staff member was sent to Coconino Community College to receive Emergency Medical Technician training A staff member was sent to Coconino Community College to receive Paramedics training A staff member was sent to Phoenix to receive Terrorism Liaison Officer training. A staff member was sent to an Airport Marketing training A staff member was sent to Social Media training Strategic Plan Priority: Foster a Resilient and Economically Prosperous City    The airport completed the Airport Sustainability Master Plan Pulliam Drive was repaved for easier access in and out of the airport An airport marketing campaign was created and implemented that resulted in over 24 print advertisements designed to re-engage the local community to fly local helping to keep enplanements flat even when cancellations were experienced, helped draw business to the rental car companies and the café Annual Financial Plan Page 337 City of Flagstaff Economic Vitality Section 221 Airport Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community     The airport worked with the Federal Aviation Administration to replace the Visual Approach Slope Indicator (VASI) with a newer LED Procession Approach Path Indicator The airport held community outreach meetings for the Sustainability Master Plan The airport held community outreach meetings for the Airport Master plan The airport along with the Experimental Aircraft Association held an airport open house FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service     Staff will continue to meet with potential airlines in an effort to develop new air service to and from Flagstaff The airport will resurface the runway to increase safety and provide longer life expectancy; this will be provided through a Federal Aviation Administration grant Staff will continue to market the airport to increase enplanements and help attract other airlines to offer us service The airport will work to make the State Legislature aware of the need to protect the State Aviation Fund for funding local airports like Flagstaff Strategic Plan Priority: Invest in Our People      Airport Rescue Fire Fighter training will be completed to retain certifications Additional staff training will be held to maintain the security needs of the airport Additional staff training will be held to maintain wildlife management requirements The airport will seek outside training options for staff in operations, security, different snow removal methods and runway marking The airport will continue to look at new methods such as project management of security, wildlife control, and safety to empower frontline staff Strategic Plan Priority: Foster a Resilient and Economically Prosperous City     Staff will work with other city sections to sell/lease land on the airport to increase revenues Staff will work to increase media advertising options in the terminal to increase overall marketing revenues and to gain stronger relationships with our partners Staff will promote the airport through advertising in an effort to increase passenger enplanements The airport will work with the Federal Aviation Administration to get a release on the parking lot, as well as trying to find funding to expand or meet future parking needs; this release will allow the airport to work toward the City Council’s direction of charging for airport parking Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community     Staff will hold community outreach for the Airport Master Plan process The eleventh annual Airport Open House will be held Staff will present to various Flagstaff business leaders and organizations to encourage flying and share direction of the airports future The airport will work with the Flagstaff Fire Department to enhance safety through mutual training Annual Financial Plan Page 338 City of Flagstaff Economic Vitality Section 221 Airport Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Serve the Public Through Quality Internal and External Customer Service Strategic Objective: Improve airline customer service through reduction of cancelations by maintaining the runway, taxiway and aircraft movement areas Performance Measure Percentage decrease in annual cancellations Target 2.00% FY 2015 Actual 2.80% FY 2016 Actual 1.45% FY 2017 Estimate 2.00% FY 2018 Proposed 2.00% Strategic Priority – Goal: Invest In Our People - Provide Competitive Compensation Strategic Objective: To support increased employee compensation for retaining and cultivating good employees and reducing turnover Performance Measure Number of FTEs that experience turnover Target 0 FY 2015 Actual 2 FY 2016 Actual 2 FY 2017 Estimate 3 FY 2018 Proposed 0 Strategic Priority – Goal: Invest In Our People – Empower Employees to Make the City Better Strategic Objective: Empower employees through project management and the training necessary to achieve results by developing a training manual, reorganizing staff to provide a growth path that will benefit both the employees and the City, and reducing turnover by increasing staff trainings and supporting decision making at all levels Performance Measure Number of training sessions per employee Target 7 FY 2015 Actual 0 FY 2016 Actual 2 FY 2017 Estimate 3 FY 2018 Proposed 7 Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City – Support Sustainable Economic Development and its Practices Strategic Objective: Promote and encourage air service in Flagstaff by marketing the airport to the community and work to attract additional air service Performance Measure Increase monthly and annual enplanements Strategic Priority – Goal: FY 2015 Actual -1.90% FY 2016 Actual -1.30% FY 2017 Estimate 1.00% FY 2018 Proposed 1.00% Foster a Resilient and Economically Prosperous City – Promote Policies that Reflect a Positive and Safe Community Performance Measure Category number of the Airport security level Annual Financial Plan Target 2.00% Target Category III Page 339 FY 2015 Actual Category II FY 2016 Actual Category II FY 2017 Estimate Category II FY 2018 Proposed Category III City of Flagstaff Economic Vitality Section 221 Airport Strategic Priority – Goal: Work in Partnership to Enhance a Safe and Livable Community - Foster a Safe, Healthy, Equitable and Accessible Community Strategic Objective: Provide emergency services at a high level and with a quick response to promote safety and meet FAA requirements Performance Measure Percentage of response times of three minutes or less to all aircraft alerts Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% 100% 100% 100% 100% Strategic Priority – Goal: Work in Partnership to Enhance a Safe and Livable Community - Promote High Quality of Life Through Consistent Standards, Rules and Regulations Strategic Objective: To establish an environment of equality for businesses, visitors and employees by making sure all Rules and Regulations meet the most current needs, standards and requirements to promote the best interests of the City while meeting all Federal and State standards Performance Measure Perform annual review and update of all Airport Rules and Regulations Annual Financial Plan Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% 100% N/A N/A 100% Page 340 City of Flagstaff Economic Vitality Section: Section 221 Airport 221 - Airport Expenditures by Category: Personnel Services Contractuals Commodities Capital Total Actual Expenditures 2015-2016 $ 535,454 427,526 244,875 $ 1,207,855 Adopted Budget 2016-2017 $ 846,458 1,256,976 156,224 152,550 $ 2,412,208 Estimated Expenditures 2016-2017 $ 846,458 377,076 156,224 $ 1,379,758 Proposed Budget 2017-2018 $ 888,732 1,359,176 158,024 152,550 $ 2,558,482 Budget-Budget Variance $ 42,274 102,200 1,800 $ 146,274 $ $ $ $ $ Expenditures by Program: General Administration Safety and Security Snow Control Maintenance Buildings & Grounds Maintenance Runway & Taxiway Small Commercial Air Service Development Total $ 221,388 173,771 102,126 627,373 83,197 1,207,855 $ 476,343 337,614 104,457 480,685 133,209 879,900 2,412,208 $ 476,343 185,064 104,457 480,685 133,209 1,379,758 $ 494,446 344,814 117,879 582,713 138,730 879,900 2,558,482 $ $ 2,558,482 2,558,482 $ 18,103 7,200 13,422 102,028 5,521 146,274 Source of Funding: Airport Fund Commentary: The Airport section operating budget has increased by 6%. The Personnel Services increase of 5% 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 8% are due to carryover of prior year one-time authorization for consultant fees. Commodities increases of 1% are due to minor anticipated increases from prior year prices. There is no major capital (> $10,000) for this section. Annual Financial Plan Page 341 City of Flagstaff Economic Vitality Section 231 ParkFlag Mission A fair and balanced parking system providing the most benefit for all. Program Description ParkFlag is special revenue fund charged with managing, for efficiency, the currently limited supply of parking and acquiring additional parking supply without external financial support. These goals are achieved by instituting a pay-to-park system and permit parking programs. The funds generated by pay-to-park requirements support the operations of ParkFlag such as programmatic costs, permit parking programs and enforcement, but also supports the acquisition of parking for both the short term and the long term. Pay-to-park in the form of metered parking spaces is a parking management tool in itself, encouraging employees, business owners and others to park in provided facilities and thus freeing up the appropriate spaces for customers and visitors. The various parking permit programs assure that employees, business owners, residents, customers and visitors are afforded reasonable opportunities to park and that no single stakeholder, or parking customer, is at a disadvantage (or advantage) relative to other customers. At the same time, public parking is maintained. Though still containing regulatory functions, the system is further designed to be exceptionally customer friendly, such that willing participants have the best possible experience with the parking management. FY 2017 Accomplishments Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community      Conducted community building exercise to develop broadly supported program concept and administrative guidelines; eleven identified stakeholder groups were engaged and support the outcomes; the plan provides an appropriate balance of business and tourism friendliness, management of limited resources, financial impacts and solutions, protection of neighborhoods and responsible use of public assets and funds Obtained City Council and other approvals of the program; necessary ordinance changes; several interdivisional, intergovernmental and third party agreements; position creation; organizational changes; various purchasing and hiring requirements; and permitting Implemented the program including surveying, design and documentation; physical installation of 1,600 meters and signs in town; back-of-software purchase, development and implementation; office setup and procedures; staffing and training Maintained community building methodology and provided extensive multi-media public outreach to inform the public and manage expectations Hired and trained Parking Aides FY 2018 Initiatives Strategic Plan Priority: Work in partnership to enhance a safe and livable community      Start operations Adjust design, guidelines and procedures as warranted Implement the Residential Permit Parking Program as requests are received Hire Parking Manager after six months of operations and additional Parking Aides as the program expands Implement portions of plan intentionally delayed until after start-up Annual Financial Plan Page 342 City of Flagstaff Economic Vitality Section 231 ParkFlag Performance Measures Measurements will be implemented in Budget 2019 Section: 231 - ParkFlag Expenditures by Category: Personnel Services Contractuals Commodities Capital Total Actual Expenditures 2015-2016 $ $ - Adopted Budget 2016-2017 $ 214,000 8,750 198,026 943,914 $ 1,364,690 Estimated Expenditures 2016-2017 $ 36,067 4,000 796,616 $ 836,683 Proposed Budget 2017-2018 $ 274,564 37,750 228,374 285,249 $ 825,937 Budget-Budget Variance $ 60,564 29,000 30,348 (658,665) $ (538,753) $ $ $ $ $ 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 $ 4,000 30,567 5,500 796,616 836,683 $ 279,564 29,000 223,374 8,750 285,249 825,937 $ $ 825,937 825,937 $ 200,564 (118,000) 37,348 (658,665) (538,753) Source of Funding: Parking District Fund Commentary: The Parking District section operating budget increased 28% and there is capital ($285,249), resulting in an overall decrease of 39%. Personnel Services increase of 28% is due to the addition of one (1) FTE as well as an increase in medical and dental insurance. Personnel Services includes the salary and benefits of five (5) FTE's to oversee and enforce parking within the district. Contractuals increases of 331% is mainly due to the costs related to a building lease for the new location of the Parking District staff. The Commodities increase of 15% is mainly due to software maintenance. Major capital (> $10,000) includes the cost of parking meter installations. FY 2017 is the first year of the Parking District. Annual Financial Plan Page 343 City of Flagstaff Annual Financial Plan Page 344 City of Flagstaff Utilities Division Mission The mission of the Utilities Division 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 Water Production Section is to make the safest water everyday through regular monitoring, continuous investment, and deploying the best available technologies and practices to meet the growing water demands of Flagstaff. The mission of the Stormwater Management Section is to promote the public health, safety and general welfare, to minimize public and private losses due to flood conditions within the City of Flagstaff, and to comply with applicable floodplain and stormwater regulations. The mission of the Water Resources Section 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, promoting water efficiency by the utility and by the consumer, supply and demand tracking as new subdivision plats are approved, and through policy recommendation and advocacy. The mission of the Regulatory Compliance Section of the Utilities Division 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. The mission of the Wildcat Reclamation 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 Reclamation 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 Utilities 202-08-300 1 Division Director (Utilities) 2 Administrative Specialist 1 Utilities Management Analyst 1 Utility Operations Section Head Wastewater Operations 1 Wastewater Treatment Manager Wilcat WRP 203-08-311 1 Utilities Supervisor (Maint) 1 Utilities Supervisor (Ops) 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 Regulatory Compliance 202-08-306 1 Utilities Manager Laboratory (Water) 1 Utilities Supervisor (Lab) 1 MSW Laboratory 1 Utilities Supervisor 7 MSW – Plant Tech and/or Ops 2 MSW Maintenance Rio De Flag WRP 203-08-312 1 MSW – Plant Tech 1 MSW – Operations 2 Utilities Supervisor Water Distribution 202-08-303 1 Utility Supervisor 1 Utilities Supervisor 3 MSW Operations 1 Utilities Program Manager 1 Water Conservation Specialist 1 Water Conservation Aide (Temp) Laboratory (Wastewater) 1 Utilities Supervisor (Lab) 1 MSW Plant Tech 1 MSW Laboratory Stormwater Management 206-08-331 1 Utilities Manager Industrial Waste Monitoring 55 1 Industrial Waste Supervisor 3 Project Manager (Stormwater) 1 Watershed Specialist .5 Intern 2 Industrial Waste Inspector 1 Utilities Supervisor Water Resources Management 202-08-304 1 Utilities Manager Utilities' Engineering 202-08-305 1 Utilities Manager 1 Project Manager (Engineering) 1 IT Administrator 1 GIS System Specialist 1 Utilities Plan Reviewer 1 SCADA Administrator 13 MSW – Water Services Tech Locator 1 Water / Sewer Utility Locator Wastewater Collection 203-08-313 1 Utilities Supervisor 8 MSW – Water Services Tech Annual Financial Plan Page 346 City of Flagstaff 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 coworkers 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 the: 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 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service  Reduced customer complaints and ensured that all complaints received were resolved Strategic Plan Priority: Invest In Our People  Provided opportunity for all administrative staff to receive training Strategic Plan Priority: Foster a Resilient and Economically Prosperous City  Provided accurate revenue projection allowing the utilities department to appropriate more funding to projects Strategic Plan Priority: Work In Partnership to Enhance a Safe and Livable Community  Completed Water, Wastewater and Stormwater rate study Annual Financial Plan Page 347 City of Flagstaff Utilities Section 300 Administration FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service   Reduce customer complaints Ensure all complaints received are resolved Strategic Plan Priority: Invest In Our People   Ensure all staff has the opportunity to attend trainings Provide clear and consistent channels of communication between management and staff Strategic Plan Priority: Foster a Resilient and Economically Prosperous City  Provide accurate revenue projections to allow utilities department to appropriate funding to more projects Strategic Plan Priority: Work In Partnership to Enhance a Safe and Livable Community  Complete the Reclaimed Water rate study Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Serve the Public Through Quality Internal and External Customer Service Strategic Objective: Provide outstanding customer service to all utility customers Performance Measure Total number of customer complaints - water, wastewater and stormwater Strategic Objective: FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 0 43 21 8 8 Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% 100% 100% 100% 100% Provide outstanding customer service to all utility customers Performance Measure Total number of customer compliments received Annual Financial Plan FY 2015 Actual Ensure all utility customer complaints are resolved in a timely manner Performance Measure Total number of customer complaints resolved Strategic Objective: Target Target Annual Increase Page 348 FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 1 0 14 14 City of Flagstaff Utilities Section 300 Administration Strategic Priority – Goal: Provide Exceptional Service - Foster Clear and Consistent Communication Strategic Objective: Provide utility customer the opportunity to effectively communicate with staff Performance Measure Customer survey rating FY 2015 Actual 100% Target 100% FY 2016 Actual 100% FY 2017 Estimate 100% FY 2018 Proposed 100% Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Enhance the Organization's Fiscal Stability and Resourcefulness Strategic Objective: By providing an accurate revenue projection, utilities department is able to appropriate more funding to projects Performance Measure Review water and wastewater revenues budget vs actual Section: Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100% 90% 90% 100% 100% 300 - Utilities Administration Expenditures by Category: Personnel Services Contractuals Commodities Total Actual Expenditures 2015-2016 $ 463,198 283,234 14,864 $ 761,296 Adopted Budget 2016-2017 $ 476,757 396,509 14,200 $ 887,466 Estimated Expenditures 2016-2017 $ 476,757 396,509 14,200 $ 887,466 Proposed Budget 2017-2018 $ 522,051 304,509 14,200 $ 840,760 Budget-Budget Variance $ 45,294 (92,000) $ (46,706) $ $ $ $ $ Expenditures by Program: General Administration Water Commission Operations Management Total $ 646,225 1 115,070 761,296 $ 767,918 1,180 118,368 887,466 $ 767,918 1,180 118,368 887,466 $ 718,272 1,180 121,308 840,760 $ $ 840,760 840,760 $ (49,646) 2,940 (46,706) Source of Funding: Water and Wastewater Fund Commentary: The Utilities Administration operating budget has decreased by 5% and there are no capital expenditures. The Personnel Services increase of 10% is due to a market pay increase, an increase in medical and dental insurance and the addition of a one-time authorization for Communications Temp Staff for half of the year. Contractuals decreases of 23% are due to a reduction in one-time legal fees budgeted in FY 2017 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 Water Production section of Utilities 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 Wells and the Reservoir Filtration Plant. Staff also operate and maintain a system of water storage tanks 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 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service     Completed warranty inspection of newly refurbished Cheshire Reservoir Installed available 1000KW generator permanently at Shop Well for emergency stand-by power Implemented new coagulant to reduce overall chemical treatment costs Upgraded Water Production Citect SCADA to standardize versions of all facilities for Utilities Strategic Plan Priority: Invest In Our People    Completed comprehensive Zone Change Checklist for Utilities Supervisors New roofs installed for the Lake Mary Treatment Plant administration and original 1941 plant structures Completed construction of steel equipment storage building Strategic Plan Priority: Foster a Resilient and Economically Prosperous City       Upgraded controls for Fort Toothily, Rio and Shop Well Upgraded communications North Reservoir Filter Plant Placed VFD control for influent water for surface plant on SCADA Replaced Lake Mary Well #8 with new energy efficient pump and motor Completed network communications tower for the Woody Mountain Wellfield Completed Lake Mary RTU #2 repairs and upgrades implementing surge suppression which adds reliability Strategic Plan Priority: Work In Partnership to Enhance a Safe and Livable Community   Remediated exterior asbestos for original 1941 structures New roofs installed for the Lake Mary Treatment Plant administration and original 1941 plant structures Annual Financial Plan Page 350 City of Flagstaff Utilities Section 301 Water Production FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service    Establish design standards for SCADA Programming Design improvements to refurbish Lake Mary sedimentation basins Upgrade controls for Interchange and Continental Wells Strategic Plan Priority: Invest In Our People   Update and standardize MSW skill level pay system New control room and server security Strategic Plan Priority: Foster a Resilient and Economically Prosperous City      Replace Woody Mountain Well #10 with new energy efficient pump and motor Improve Raw Water Pump Station with modern controls and radios Upgrade controls for Interchange and Continental Wells Upgrade Continental Well with new roof, disinfection and booster pump Work with US forest Service to improve radio communications for the Lake Mary Wellfield Strategic Plan Priority: Work In Partnership to Enhance a Safe and Livable Community   Upgrade main electrical service for the Lake Mary Treatment Plant Replace deteriorated sedimentation basin walkway Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Provide Employees Tools, Training and Support Strategic Objective: Provide training to prevent any accidents Performance Measure Safety training hours Target 3.6 FY 2015 Actual 10.0 FY 2016 Actual 3.6 FY 2017 Estimate 3.6 FY 2018 Proposed 3.6 Strategic Priority – Goal: Invest In Our People - Maintain and Enhance a Safe and Positive Organizational Culture Strategic Objective: To create safety awareness through training Performance Measure Number of reported injury and non-injury accidents Annual Financial Plan Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 0 0 0 0 0 Page 351 City of Flagstaff Utilities Section 301 Water Production Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Enhance the Organization's Fiscal Stability and Resourcefulness Strategic Objective: To provide a level of service that meets the FY 2009 benchmark service level Performance Measure Cost of production per 1,000 gallons Target $1.75 FY 2015 Actual $1.70 FY 2016 Actual $1.72 FY 2017 Estimate $1.73 FY 2018 Proposed $1.75 Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Deliver Outstanding Services Through a Healthy Environment, Resources and Infrastructure Strategic Objective: To provide the best quality water by meeting or exceeding all requirements Performance Measure Safe drinking water act violations Strategic Objective: Target 0 FY 2015 Actual 1 FY 2016 Actual 1 FY 2017 Estimate 0 FY 2018 Proposed 0 FY 2017 Estimate 2,756 FY 2018 Proposed 2,866 To provide uninterrupted water to the citizens of Flagstaff Performance Measure Gallons produced in MG Target 2,866 FY 2015 Actual 2,640 FY 2016 Actual 2,650 Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City – Support Sustainable Economic Development and its Practices Strategic Objective: To ensure that production demand as a percentage of production capacity Performance Measure Power costs to produce 1,000 gallons Annual Financial Plan Target $0.87 Page 352 FY 2015 Actual $0.94 FY 2016 Actual $0.83 FY 2017 Estimate $0.85 FY 2018 Proposed $0.87 City of Flagstaff Utilities Section: Section 301 Water Production 301 - Water Production Expenditures by Category: Personnel Services Contractuals Commodities Capital Total Actual Expenditures 2015-2016 $ 681,611 2,518,208 332,070 14,676 $ 3,546,565 Adopted Budget 2016-2017 $ 750,912 2,713,638 596,510 1,019,040 $ 5,080,100 Estimated Expenditures 2016-2017 $ 750,912 2,713,638 596,510 1,019,040 $ 5,080,100 Proposed Budget 2017-2018 $ 900,442 2,724,138 525,102 936,415 $ 5,086,097 Budget-Budget Variance $ 149,530 10,500 (71,408) (82,625) $ 5,997 $ $ $ $ $ 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 $ 476,592 383,175 44,299 171,718 114,532 990,673 491,161 697,661 56,345 56,825 7,095 13,398 1,448 3,566 1,955 3,125 20,421 12,576 3,546,565 $ 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 $ 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 $ 307,423 1,503,548 11,242 5,000 284,509 1,300,983 447,012 938,007 65,976 120,969 24,809 22,901 250 1,505 1,545 1,545 6,336 25,184 17,353 5,086,097 $ $ 5,086,097 5,086,097 $ (289,458) 251,047 (56,597) (283,795) 161,515 (48,202) 114,798 145,798 3,630 3,630 1,815 1,816 5,997 Source of Funding: Water and Wastewater Fund Commentary: The Water Production operating budget has increased by 2%. There are capital expenditures ($936,415), resulting in an overall net change of 0%. The Personnel Services increase of 20% is due to a market pay increase, an increase in medical and dental insurance, as well as the addition of 1.0 FTE SCADA (Utilities) Administrator. Contractuals remained flat year over year. Commodities decreases of 12% are due to decreases in prior year one-time requests. Major capital (>$10,000) includes raw water pump station upgrades ($55,000); Lake Mary control room Sixnet RTU replacement ($90,000); Supplemental Radio Antennae Masts for five sites seven radios, Lake Mary Wells ($55,000); Replacement VFD's for legacy hardware ($55,000); Woody Mountain microwave and Master TCP/IP radio ($53,000) and Woody Mountain RTU upgrades ($88,000). In addition, there were Capital carryforwards from FY2017 to FY2018 for the Radio Towers and equipment building ($21,115), Asphalt Basin Walkways ($77,900); Lake Mary Flow Meters ($119,400) and Lake Mary Electrical Upgrades ($322,000). 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 coworkers 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 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service         Crewmembers isolated lines, flushed fire hydrants, cleaned main lines in the commercial areas, such as in the areas of north downtown, south downtown, South Milton Road, West Route 66, East Butler Avenue and Woodlands Village 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 Our Bluestake Locator completed 3,384 tickets between July 1, 2016 to January 26, 2017 which was an increase of 234 tickets due to the increase of development compared to the prior year Crews completed the fabrication of an existing trailer, turning it into a water main break response trailer, ensuring we have most everything needed for emergencies; trailer includes pumps, traffic control, repair fittings, etc. to ensure that our jobs are completed in a more timely manner; Water Distribution crews saved the City a significant amount of money by performing this work in-house compared to contracting the work out or purchasing a fully complete trailer Utilities to complete two additional phases of the annual leak detection program by end of fiscal year, identifying any possible water line leaks in the system in order to help reduce the amount of unaccounted water loss within the distribution system Continue to reduce the amount of unaccounted water loss through meter replacement Utilities received new fleet of four service trucks replacing the problematic diesel engines from the previous fleet, thus increasing effectiveness and response times Water Distribution was able to fill all open positions and is now fully staffed Utilities completed the ADOT Blanket Permit allowing for a much more efficient process in order to work on utilities within an ADOT right of way Strategic Plan Priority: Invest In Our People  Conducted 35 hours of training per employee including safety, technical skills, traffic control, computer, and other work related topics Strategic Plan Priority: Foster a Resilient and Economically Prosperous City  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 varying elevations and pressure zones Annual Financial Plan Page 354 City of Flagstaff Utilities Section 303 Water Distribution Strategic Plan Priority: Work In Partnership to Enhance a Safe and Livable Community    Crewmembers work during the night and day to complete inspections of valves, manholes, etc. associated with the Public Works Division’s Asphalt Overlay Projects to ensure that they are within Engineering Standards Crewmembers worked with the Flagstaff Fire Department in identifying fire hydrants in need of reflective marking antennas in areas of concern Utilities assisted other divisions when called upon such as emergency snow removal operations, assisting in water quality sampling, assisting the Water Production sectional needs, etc. FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service     Locate, clean and operate valves throughout the City of Flagstaff, adjust and or repair as needed Isolate lines, flush fire hydrants, clean out main lines in areas that may be financially and physically affected by dirty water Develop a main line flushing program to ensure quality water delivery to our customers Continue to reduce the amount of unaccounted water loss through an annual meter replacement program identifying non-radio read waters and meters greater than ten years old Strategic Plan Priority: Invest In Our People   Encourage employee advancement through operator certifications and the skill block program Conduct 30+ hours of training per employee including safety, technical skills, computerized maintenance management systems (CMMS) and other work related topics Strategic Plan Priority: Foster a Resilient and Economically Prosperous City  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 Strategic Plan Priority: Work In Partnership to Enhance a Safe and Livable Community   Expand the use of reflective fire hydrant marking antennas to aid in snow removal operations and general locating of hydrants in maintenance and emergency operations Water Distribution to assist other sections within the Utilities Division and City of Flagstaff as needed Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Serve the Public Through Quality Internal and External Customer Service Strategic Objective: By providing outstanding customer service to all utility customers Performance Measure Number of complaints per 1,000 customers Annual Financial Plan Target 0.00 Page 355 FY 2015 Actual 0.73 FY 2016 Actual 0.14 FY 2017 Estimate 0.09 FY 2018 Proposed 0.05 City of Flagstaff Utilities Strategic Objective: Section 303 By providing outstanding customer service to all utility customers Performance Measure Number of compliments Strategic Objective: Water Distribution Target 0 FY 2015 Actual 1 FY 2016 Actual 2 FY 2017 Estimate 5 FY 2018 Proposed 5 To provide safe and reliable drinking water to the citizens of Flagstaff Performance Measure Number of water breaks per 100 miles of pipe Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 0.00 2.29 2.89 1.50 2.50 Strategic Priority – Goal: Provide Exceptional Service - Provide Employees Tools, Training and Support Strategic Objective: To communicate the importance of safety and loss control through our safety program Performance Measure Safety training hours per employee Target 30 FY 2015 Actual 15 FY 2016 Actual 29 FY 2017 Estimate 35 FY 2018 Proposed 30 Strategic Priority – Goal: Invest In Our People - Maintain and Enhance a Safe and Positive Organizational Culture Strategic Objective: To reduce accidents and maintain high safety standards Performance Measure Number of injury accidents Target 0 FY 2015 Actual 2 FY 2016 Actual 1 FY 2017 Estimate 0 FY 2018 Proposed 0 Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Deliver Outstanding Services Through a Healthy Environment, Resources and Infrastructure Strategic Objective: To reduce infrastructure problems that result in water quality issues by properly operating and maintaining the water distribution system Performance Measure Unaccounted for water loss through meter inaccuracy, hydrant flushing, leaks/breaks, etc. Strategic Objective: FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed <10% 11% 12% 10% 10% To reduce infrastructure problems that result in water quality issues by properly operating and maintaining the water distribution system Performance Measure Total water outage time in hours for both scheduled and unscheduled maintenance Annual Financial Plan Target Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 0 1,427 1,554 1,400 1,250 Page 356 City of Flagstaff Utilities Section: Section 303 Water Distribution 303 - Water Distribution Expenditures by Category: Personnel Services Contractuals Commodities Capital Total Actual Expenditures 2015-2016 $ 937,142 197,159 518,018 19,394 $ 1,671,713 Adopted Budget 2016-2017 $ 970,763 263,013 434,284 74,077 $ 1,742,137 Estimated Expenditures 2016-2017 $ 970,763 263,013 434,284 74,077 $ 1,742,137 Proposed Budget 2017-2018 $ 1,153,450 261,013 442,284 209,000 $ 2,065,747 Budget-Budget Variance $ 182,687 (2,000) 8,000 134,923 $ 323,610 $ $ $ $ $ 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 $ 95,663 347,336 382,059 39,028 223,192 479,766 66,471 38,198 1,671,713 $ 217,784 323,411 374,983 33,770 255,374 425,586 73,028 38,201 1,742,137 $ 217,784 323,411 374,983 33,770 255,374 425,586 73,028 38,201 1,742,137 $ 177,290 473,719 508,929 35,161 269,140 444,390 78,043 79,075 2,065,747 $ $ 2,065,747 2,065,747 $ (40,494) 150,308 133,946 1,391 13,766 18,804 5,015 40,874 323,610 Source of Funding: Water and Wastewater Fund Commentary: The Water Distribution operating budget has increased by 11%. There are capital expenditures ($209,000), resulting in an overall net increase of 19%. The Personnel Services increase of 19% is due to a market pay increase, an increase in medical and dental insurance, as well as the addition of two new MSW-Water Services Technicians. Contractuals decreases of 1% are due to prior year one-time items. Commodities 2% increase reflects one-time investment in safety supplies ($7,500). Major capital (>$10,000) includes a blue stake locator's service truck ($40,000) and a UPM storage-shop building hot mix bay for $150,000. In addition, there is a carryforward from FY2017 to FY2018 of a trailer replacement ($19,000). Annual Financial Plan Page 357 City of Flagstaff Utilities Section 304 Water Resources 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 coworkers and strive to maintain high motivation by providing an environment that encourages improvement and teamwork. Program Description Core functions of the Water Resources 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 continually work 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). Regional watershed and aquifer conditions are monitored under this program and oversees groundwater-modeling work required under the City’s DADE. Core functions of the Water Conservation Program are to administer the non-residential and residential water rebate and audit programs, coordinate educational activities including the annual Project WET Water Festival, organize community water workshops, staff booths at water and science events throughout the year, track community water use, and manage the Utilities Water Loss Control Program. Two permanent staff and two temporary water conservation enforcement staff, supervised by the Water Resources Manager, coordinate the Program. FY 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service    Staff addressed customer phone calls, performed water audits, and issued rebates to customers Staff expanded programming to focus on both residential and non-residential sectors of the community Staff worked with other city staff on various initiatives and reporting needs Strategic Plan Priority: Invest In Our People     Staff attended trainings inside and outside the organization, for career development and city initiatives from Human Resources Staff have presented at as well as attended conferences and continue to be an active part of the agencies and organizations listed above Utilities provided a nice new working space at the Rio de Flag Water Reclamation for staff in water conservation Utilities freed up a vehicle specific for water conservation staff to utilize Strategic Plan Priority: Foster a Resilient and Economically Prosperous City  Continued to secure water resources, track water use, track water demand, and investigate the costs of new technology or water supply. Annual Financial Plan Page 358 City of Flagstaff Utilities   Section 304 Water Resources Provided incentives to the public for changing out inefficient water fixtures, and offered audits free of charge Expanded community programming educated the community on water awareness and the water cycle Strategic Plan Priority: Work In Partnership to Enhance a Safe and Livable Community    Worked with Sustainability to develop a plan for water conservation programming, which was approved by City Council and the Water and Sustainability Commissions in FY 2017, to be implemented in FY 2017 Worked with Customer Service to identify better methods to service the customers who may have leaks, those struggling to pay their bills, or those having questions about their water use. The Toilet Assistance Program (TAP) was developed to assist the fixed and low income program FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service       Expand water awareness programs to include curriculum trainings under Project WET for Flagstaff teachers, a community program called Conserve2Enhance, expanded and specific information for the landscape rebate program through a partnership with the Arboretum Staff are developing a Community Water Forum and expanding their programming Communications Plan Expand customer service by offering a software that will provide customers an interface to do things as pay bills, review and evaluate their water use, and provide examples to save water Enhance customer knowledge of online customer portal where customers can apply for all of Utilities rebates Reach out to Sustainability to see if their rebates could be processed through the same customer portal Expand social media outreach through frequent updates and short educational videos Strategic Plan Priority: Invest In Our People   Multiple staff will be presenting at or attending conferences Staff try to attend Human Resource offered trainings, both mandatory and optional Strategic Plan Priority: Foster a Resilient and Economically Prosperous City    Implement a Utility Water Loss Control Program that will provide guidance to Utilities and the Customer Service Department regarding tracking and the validity of our lost and unaccounted for water, working with Customer Service to improve customers’ experience and staff’s ability to track water use though a water education and awareness software package, working with Sustainability on a Water Conservation Efficiency Plan, developing costs with consultants to provide ideas and costs for Flagstaff to consider expanding water reuse in Flagstaff Begin drilling a new water well; a new well is necessary to maintain system redundancy and stay ahead of growth as per the City’s Water Policies (2014) Utilities water system leak detection Strategic Plan Priority: Work In Partnership to Enhance a Safe and Livable Community  Continue to support projects that provide system resilience and redundancy and reduce risk and vulnerability to natural or other disasters; this includes the Upper Lake Mary Watershed Monitoring Program in partnership with SRP, and the C-aquifer monitoring project with the US Geological Survey Annual Financial Plan Page 359 City of Flagstaff Utilities Section 304 Water Resources Performance Measures Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City – Support Sustainable Economic Development and its Practices Strategic Objective: To ensure Flagstaff has a long-term water supply for future needs Performance Measure Committed water demand (acre-feet/year) Peak reserved for anticipated summer demand (MGD) Peak capacity available for development (MGD) Strategic Objective: Target 900 FY 2015 Actual 786 FY 2016 Actual 833 FY 2017 Estimate 900 FY 2018 Proposed 900 14.0 13.5 13.5 13.5 14.0 <80% 78% 80% 80% 80% To develop programs to minimize lost and unaccounted for water Performance Measure Number of gallons saved per minute through leak detection Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 100 59 N/A 100 100 Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Continue to Enhance Community Outreach and Engagement Strategic Objective: To provide incentives for customers to use less water and to save money on their water bills Performance Measure Toilet, turf and rainwater harvesting rebates given out throughout the community Annual Financial Plan Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 300 201 464 300 300 Page 360 City of Flagstaff Utilities Section: Section 304 Water Resources 304 - Water Resource Management Expenditures by Category: Personnel Services Contractuals Commodities Total Actual Expenditures 2015-2016 $ 219,774 117,368 19,871 $ 357,013 Adopted Budget 2016-2017 $ 303,101 299,300 30,100 $ 632,501 Estimated Expenditures 2016-2017 $ 303,101 299,300 30,100 $ 632,501 Proposed Budget 2017-2018 $ 311,099 293,510 109,590 $ 714,199 Budget-Budget Variance $ 7,998 (5,790) 79,490 $ 81,698 $ $ $ $ $ Expenditures by Program: General Administration Water Resources Water Conservation Total $ 98,251 82,515 176,247 357,013 $ 104,547 197,950 330,004 632,501 $ 104,547 197,950 330,004 632,501 $ 105,249 155,250 453,700 714,199 $ $ 714,199 714,199 $ 702 (42,700) 123,696 81,698 Source of Funding: Water and Wastewater Fund Commentary: The Water Resource Management operating budget has increased by 13% 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 decreases of 2% are due to prior year one-time authorizations. Commodities increases of 264% are due to a $10,000 one-time Utility billing analysis with County assessor data; creation of a Water Conservation Plan ($60,000); joint effort to set up WaterSmart Customer and Staff Water Tracking and Billing Services ($13,000); and joint effort WaterSmart Software maintenance ($30,000). 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 coworkers 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) program, new development, plan review and GIS database administration, 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 provides 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 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service   Received one customer complaint and resolved it quickly to customer’s satisfaction Customer compliments – we received five customer compliments Strategic Plan Priority: Invest In Our People   Provided opportunity for all engineering staff to receive training Engineering staff provided GIS training to collection and distribution crews Strategic Plan Priority: Foster a Resilient and Economically Prosperous City       Managed and administered the design and construction of numerous city projects Completed replacement of 5,145 feet of water line and 4,010 feet of sewer line within the Brannen Neighborhood in Southside area Completed replacement of 3,800 feet of aging water line within Grand Canyon Avenue in downtown area Completed replacement of 2,200 feet of water line and 1,150 feet of sewer line within Mikes Pike Tracked water and sewer demand of Council approved subdivision plats in collaboration with Water Resources Implemented numerous energy conservation projects throughout all operations increasing the “wire to air blower efficiency” at the Rio Water Reclamation Plant Applied and received financial rebates from APS Energy Services in the amount of approximately $110,000 Strategic Plan Priority: Work In Partnership to Enhance a Safe and Livable Community   Completed installation of the Buffalo Park Tank chlorination building to ensure safe RW supply Completed Water, Wastewater and Stormwater rate study Annual Financial Plan Page 362 City of Flagstaff Utilities Section 305 Utilities Engineering FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service  Ensure development and completion of all public infrastructure improvements on time and within approved budget in a collaborative manner with staff and the public Strategic Plan Priority: Invest In Our People  Maintain a well-trained and team-centered staff Strategic Plan Priority: Foster a Resilient and Economically Prosperous City     Continue delivery of the Annual Waterline and Sewerline pipe replacement programs Complete installation of new Ultra Violet Disinfection system equipment at Rio WRP Complete installation of the Gas Conveyance System and CoGen improvements to reduce Wildcat Hill Waste Water Treatment Plants greenhouse gas emissions and overall carbon footprint Complete installation of new Septage Receiving station project Strategic Plan Priority: Work In Partnership to Enhance a Safe and Livable Community    Implement additional plant energy efficiency measures identified in the 2010 Energy Audit study Continue to ensure an appropriate level of public involvement and accountability on all projects Complete user fee analysis for grease and septage receiving customers Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Serve the Public Through Quality Internal and External Customer Service Strategic Objective: To ensure water and sewer infrastructure is adequate for new development to occur and to make the best use of water and energy resources Performance Measure To balance future growth with available water resources through number of Inter Division Staff plan reviews Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 435 384 377 424 435 Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Deliver Outstanding Services Through a Healthy Environment, Resources and Infrastructure Strategic Objective: To exceed customer water service expectations and minimize unscheduled outage hours Performance Measure Water distribution pipe replacement rate Miles of water pipe that is to be replaced Wastewater collection pipe replacement rate Miles of wastewater pipe to be replaced Annual Financial Plan Target 2.00 19.13 1.00 8.51 Page 363 FY 2015 Actual 1.91 24.08 0.63 10.80 FY 2016 Actual 1.59 22.49 0.79 10.10 FY 2017 Estimate 1.36 21.13 0.59 9.51 FY 2018 Proposed 2.00 19.13 1.00 8.51 City of Flagstaff Utilities Section: Section 305 Utilities Engineering 305 - Utilities Engineering Expenditures by Category: Personnel Services Contractuals Commodities Total Actual Expenditures 2015-2016 $ 344,787 217,591 5,822 $ 568,200 Adopted Budget 2016-2017 $ 366,864 176,520 8,970 $ 552,354 Estimated Expenditures 2016-2017 $ 366,864 176,520 8,970 $ 552,354 Proposed Budget 2017-2018 $ 435,884 206,400 27,090 $ 669,374 Budget-Budget Variance $ 69,020 29,880 18,120 $ 117,020 $ $ $ $ $ Expenditures by Program: General Administration GIS-Utilities Total $ 466,471 101,729 568,200 $ 457,653 94,701 552,354 $ 457,653 94,701 552,354 $ 464,770 204,604 669,374 $ $ 669,374 669,374 $ 7,117 109,903 117,020 Source of Funding: Water and Wastewater Fund Commentary: The Utilities Engineering Services operating budget has increased by 21% and there are no capital expenditures. The Personnel Services increase of 19% is due to a market pay increase, an increase in medical and dental insurance and an additional FTE added for a GIS System Specialist. Contractuals increases of 17% are due to increases for consultant Fees from ESRI for GIS system and licensing needed to create work orders in Cityworks from other programs and databases. Commodities increases of 202% are due to investment in GIS computer equipment . 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 Regulatory Compliance section of the Utilities division is to ensure that the City of Flagstaff is compliant with all sampling and reporting requirements and best management practices (BMPs) as directed under state and federal regulations and permits for our water, wastewater, reclaimed water, surface water, stormwater, industrial pretreatment and backflow programs. The Regulatory Compliance Section is also responsible for ensuring each facility in Utilities is properly permitted and any discharge is correctly reported to the Arizona Department of Environmental Quality. Staff philosophy is responsiveness, performing duties with honesty and integrity, and a commitment to meeting industry standards of excellence. 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 manages two (2) State licensed laboratories, administers the Multi-Sector General Permit (MSGP) at the Wildcat Hill and Rio de Flag Wastewater Reclamation Plants, administers the Municipal Separate Storm Sewer System (MS4) permit for the City, and works with regulatory agencies to update permits. The section also coordinates the Utilities Division’s safety programs. The Regulatory Compliance Section represents the City by maintaining relationships with other professionals in the water and environmental compliance field by 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 State Agencies, City Council and Legislators. Staff also provides water quality regulatory permit administration for all programs within the Regulatory Compliance Section 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, MultiSector General Permit (MSGP), Municipal Separate Storm Sewer System (MS4), and Emergency Operations and Safety Programs as required. FY 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service     Coordinated with a major significant industrial user (SIU) to prevent a large potential discharge from negatively impacting the Wildcat Hill WRP Conducted an MS4 workshop for other municipalities to learn what to submit as part of their Notice of Intent (NOI) to meet the requirements of the new MS4 general permit Assisted the Arboretum at Flagstaff to become a public water system using water from the Woody Mountain raw water transmission line with the City to collect monthly Arboretum compliance samples; potable use of the water at the Arboretum created a service connection prior to the entry point to the distribution system and was in violation of drinking water rules, the Arboretum becoming a public water system keeps the city in compliance with drinking water rules Drinking water lab successfully responded to 24 drinking water complaints Strategic Plan Priority: Invest In Our People Annual Financial Plan Page 365 City of Flagstaff Utilities   Section 306 Regulatory Compliance Purchased new DR3900 Spectrophotometer at Wildcat Hill and moved older DR2500 Spectrophotometer Industrial Waste Building IWS building to meet the 15-minute regulatory hold time requirement when sampling Frances Short Pond Cross Trained Wildcat Lab staff to help with sampling and analysis at the Lake Mary lab Strategic Plan Priority: Foster a Resilient and Economically Prosperous City    Successfully converted the air quality permit for the Wildcat Hill WRP to a registration, the primary factor in requiring an air quality permit was the generator using digester gas to create electricity, Regulatory Compliance was able to demonstrate that the overall emissions at Wildcat Hill was below the regulatory threshold to require a permit, helping save the City money in annual fees and staff time conducting visual monitoring Coordinated efforts between the wastewater lab and industrial waste to sample the effluent from the Rio de Flag and Wildcat Hill wastewater reclamation plants to save the City money in sampling costs Successfully updated the Aquifer Protection Permits (APP) for the Wildcat Hill and Rio de Flag Water Reclamation Facility Plants; each facility was required to submit a permit amendment as part of a compliance schedule Strategic Plan Priority: Work In Partnership to Enhance a Safe and Livable Community       Successfully implemented a vehicle cone policy to help prevent backing accidents; cones are placed at the front or rear of the vehicle to aid the driver to look for objects or dangers when backing or leaving a parking place Increased number of monthly total coliform samples collected by the drinking water lab in the distribution system from 70 to 80 to reflect the growing population Continually improved annual required testing of backflow preventers to approach 100% compliant Provided process sampling and oversight at the Lake Mary Water Treatment Plant to prevent a reoccurrence of the HAA5 DBP exceedance of 2015, including implementation of new non-regulatory in-house TOC and DBP sampling and analysis All regulatory required sampling conducted to meet compliance at the Rio de Flag WRP, Wildcat Hill WRP and the public water system, which consisted of the Lake Mary and North Reservoir water treatment plants, well sites and distribution system Completed a system to add reclaimed water to maintain the level of the Frances Short Pond minimizing excessive aquatic plants and enhancing its overall health FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service   Complete lead and copper sampling of the City’s distribution system to assure a safe water supply Adequately address all complaints efficiently and completely Strategic Plan Priority: Invest In Our People    Train leaders of tomorrow to be ready and willing to assure the City stays compliant with all state and federal permitting and rules Send staff to training opportunities to learn new drinking water and wastewater rules Update equipment at the City’s two water reclamation plants Strategic Plan Priority: Foster a Resilient and Economically Prosperous City  Complete study of the Rio de Flag monitoring well to meet all requirements of ADEQ to be representative of the uppermost aquifer without drilling a new well Annual Financial Plan Page 366 City of Flagstaff Utilities   Section 306 Regulatory Compliance Require additional monitoring of industries to assure compliance and protect the health of the City’s Water Reclamation Plants Provide support to the City’s water reclamation plants and drinking water system to assure peak efficiency and compliance Strategic Plan Priority: Work In Partnership to Enhance a Safe and Livable Community   Complete and revise Flagstaff’s Stormwater Management Plan (SWMP) to meet the requirements of the new small MS4 permit; after 14 years, ADEQ finally issued a new AZPDES Small Municipal Separate Storm Sewer System (MS4) general permit for small MS4s; the current permit expired in 2007 and was administratively extended; the new permit encompassed changes that should have been included in revision in 2007 and 2012 Continue to monitor and make necessary changes to never repeat the HAA5 exceedance of 2015 Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Serve the Public Through Quality Internal and External Customer Service Strategic Objective: To maintain pubic trust and monitor city water and wastewater quality Performance Measure Customer complaints received/addressed Target 100% FY 2015 Actual 5/5 FY 2016 Actual 13/13 FY 2017 Estimate 20/20 FY 2018 Proposed 20/20 Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Deliver Outstanding Services Through a Healthy Environment, Resources and Infrastructure Strategic Objective: To protect water quality and prevent cross connections into water system Performance Measure Backflow prevention assemblies tested Target 2,700 FY 2015 Actual 2,789 FY 2016 Actual 2,700 FY 2017 Estimate 2,700 FY 2018 Proposed 2,700 Strategic Priority – Goal: Work in Partnership to Enhance a Safe and Livable Community - Foster a Safe, Healthy, Equitable and Accessible Community Strategic Objective: To protect human health and environmental quality Performance Measure Compliance tracking of sampling and reporting requirements with ADEQ permits and rules – Number of water samples Compliance tracking of sampling and reporting requirements with ADEQ permits and rules – Number of wastewater samples Annual Financial Plan Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 1,200 1,303 1,350 1,200 1,200 3,200 3,221 3,225 3,200 3,200 Page 367 City of Flagstaff Utilities Strategic Objective: Section 306 Regulatory Compliance To protect wastewater treatment facilities and the environment from business and industrial discharges Performance Measure Blockages/Notice of violations issued FY 2015 Actual 0 Target 0 FY 2016 Actual 3 FY 2017 Estimate 3 FY 2018 Proposed 3 Strategic Priority – Goal: Work in Partnership to Enhance a Safe and Livable Community - Cultivate Community Partnerships Through Civic Engagement and Participation Strategic Objective: To ensure that no missed compliance sampling events or deadlines with agencies Performance Measure Compliance reports being sent to ADEQ Section: FY 2015 Actual 37 Target 40 FY 2016 Actual 40 FY 2017 Estimate 40 FY 2018 Proposed 40 306 - Regulatory Compliance Expenditures by Category: Personnel Services Contractuals Commodities Capital Total Actual Expenditures 2015-2016 $ 622,102 172,686 74,289 $ 869,077 Adopted Budget 2016-2017 $ 695,736 219,733 104,728 $ 1,020,197 Estimated Expenditures 2016-2017 $ 695,736 219,733 104,728 $ 1,020,197 Proposed Budget 2017-2018 $ 771,582 221,533 103,328 61,000 $ 1,157,443 Budget-Budget Variance $ 75,846 1,800 (1,400) 61,000 $ 137,246 $ $ $ $ $ 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 $ 78,207 229,725 291,923 2,994 5,000 108,289 18,412 39,989 94,538 869,077 $ 113,211 262,302 313,165 14,404 5,000 312,115 1,020,197 $ 113,211 262,302 313,165 14,404 5,000 312,115 1,020,197 $ 123,895 295,460 297,422 1,104 6,000 433,562 1,157,443 $ $ 1,157,443 1,157,443 $ 10,684 33,158 (15,743) (13,300) 1,000 121,447 137,246 Source of Funding: Water and Wastewater Fund Commentary: The Regulatory Compliance operating budget has increased by 7% and there are capital expenditures ($61,000), resulting in an overall net increase of 13%. The Personnel Services increase of 11% 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, registration, training, lodging and meals. Commodities decreases of 1% are due to prior year one-time authorizations. Major capital (>$10,000) includes replacement vehicles for $36,000 and $25,000. Annual Financial Plan Page 368 City of Flagstaff Utilities Section 311 Wildcat Treatment Plant Mission Provide wastewater treatment for Class A reclaimed water that meets or exceeds all regulatory requirements; minimize treatment cost per unit of treated wastewater. Program Description The Wildcat Hill Wastewater Treatment Plant is a 6 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 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service        Maintain total nitrogen levels below 8 mg/L Produce A reclaimed water on a consistent basis Continuously improve operations and maintenance Upgraded the SCADA system and control room Install a pump and control panel in the Dedicated Land Disposal (DLD) lake to improve the return of this flow. Started utilizing and electronic log book Installation of new Micro C feed station Strategic Plan Priority: Invest In Our People    Continue vendor equipment training at the facilities Continue computerized bi-weekly safety training for staff Replaced the HVAC system Strategic Plan Priority: Foster a Resilient and Economically Prosperous City       Install Gravity Thickener (GT) Improve Geo Bag process and Dredge operations Replacement of existing Chlorinator Installed a PLC in the Primary effluent Pump Station Rebuild a Primary effluent pump Have certified calibrations completed on automation equipment Strategic Plan Priority: Work In Partnership to Enhance a Safe and Livable Community    Security Upgrades by installing cameras around the facility Increase energy efficiencies, by installing VFD’s in the Primary and secondary effluent Pump stations Replaced all drip traps in the digester making is a safer place to work Annual Financial Plan Page 369 City of Flagstaff Utilities Section 311 Wildcat Treatment Plant FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service      Maintain total nitrogen levels below 8 mg/L Produce “A” reclaimed water on a consistent basis Continuously improve operations and maintenance practices Optimize the new Micro C and DLD pump Continue to improve on the SCADA system and network Strategic Plan Priority: Invest In Our People     Continue vendor equipment training at the facilities Continue computerized bi-weekly safety training for staff Improve staff safety awareness and training Have all staff obtain a certification (minimum Class 1 Wastewater) Strategic Plan Priority: Foster a Resilient and Economically Prosperous City    Install 2nd Gravity Thickener (GT) Improve Geo Bag process and Dredge operations Develop contingency plans and review with staff Strategic Plan Priority: Work In Partnership to Enhance a Safe and Livable Community   Security Upgrades by installing cameras around the facility Improve SCADA system reliability and operability Performance Measures Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Deliver Outstanding Services Through a Healthy Environment, Resources and Infrastructure Strategic Objective: To exceed the expectations of our customers Performance Measure Gallons of wastewater treated (billions) Gallons of septage treated (millions) Gallons of grease treated (thousands) Gallons of mud sludge (thousands) Annual Financial Plan Target 1.27 1.37 452 47 Page 370 FY 2015 Actual 1.32 2.66 614 61 FY 2016 Actual 1.27 1.37 452 47 FY 2017 Estimate 1.27 1.37 452 47 FY 2018 Proposed 1.27 1.37 452 47 City of Flagstaff Utilities Section 311 Wildcat Treatment Plant Strategic Priority – Goal: Work in Partnership to Enhance a Safe and Livable Community - Foster a Safe, Healthy, Equitable and Accessible Community Strategic Objective: To provide wastewater treatment and Class A reclaimed water that meets or exceeds criteria for Federal, State and Water Reuse permits Performance Measure Regulatory permit violations issued by ADEQ Section: FY 2015 Actual 0 Target 0 FY 2016 Actual 0 FY 2017 Estimate 0 FY 2018 Proposed 0 311 - Wastewater Treatment - Wildcat Expenditures by Category: Personnel Services Contractuals Commodities Capital Total Actual Expenditures 2015-2016 $ 774,073 923,506 341,535 66,378 $ 2,105,492 Adopted Budget 2016-2017 $ 668,843 1,041,600 445,492 628,749 $ 2,784,684 Estimated Expenditures 2016-2017 $ 668,843 1,041,600 445,492 628,749 $ 2,784,684 Proposed Budget 2017-2018 $ 681,448 985,000 427,492 376,749 $ 2,470,689 Budget-Budget Variance $ 12,605 (56,600) (18,000) (252,000) $ (313,995) $ $ $ $ $ Expenditures by Program: General Administration Plant Operations Plant Maintenance Septage Collection WH Rio Maintenance Solids Handling Reclaim Services Wildcat SCADA Tracking Total $ 264,550 1,154,396 451,822 4,852 10,632 219,240 2,105,492 $ 749,415 1,278,547 406,129 27,650 1,700 303,243 18,000 2,784,684 $ 749,415 1,278,547 406,129 27,650 1,700 303,243 18,000 2,784,684 $ 554,923 1,206,081 405,729 650 1,700 296,206 5,400 2,470,689 $ $ 2,470,689 2,470,689 $ (194,492) (72,466) (400) (27,000) (7,037) (18,000) 5,400 (313,995) Source of Funding: Water and Wastewater Fund Commentary: The Wastewater Treatment - Wildcat operating budget has decreased by 3%. There are capital expenditures in this section ($376,749), resulting in an overall net decrease of 11%. The Personnel Services increase of 2% is due to a market pay increase as well as an increase in medical and dental insurance. Contractuals and Commodities decreases of 5% and 4% are due to prior year one-time authorizations. There is major capital (> $10,000) in this section. The FY 2018 capital is for a carryforward from FY 2017 for Cogen Improvements $283,936, HVAC $4,688, and Gas Conveyance and Improvements $88,125. Annual Financial Plan Page 371 City of Flagstaff Utilities Section 312 Rio De Flag Reclaimed Plant Mission 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. 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 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service      Replaced the Influent Pumps Variable Frequency Drives (VFD’s) on Pumps 2,5 and 6 Produce “A+” reclaimed water on a consistent basis Continuously improve operations and maintenance Upgraded the SCADA system Started utilizing and electronic log book Strategic Plan Priority: Invest In Our People     Continue vendor equipment training at the facilities Continue computerized bi-weekly safety training for staff Enclosed the Atrium to create a conference room Created a central location and test area for our I&E staff Strategic Plan Priority: Foster a Resilient and Economically Prosperous City     Rebuild three Influent Pumps Replacement parts on the current UV System Have certified calibrations completed on automation equipment Replaced the slide gate at the Bow and Arrow location Strategic Plan Priority: Work In Partnership to Enhance a Safe and Livable Community  Headwork’s Security Upgrades (Rio WRP) - Install cameras and door access locks. FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service   Install new check valves at the Influent Pump Station Rebuild remaining influent pumps (2) Annual Financial Plan Page 372 City of Flagstaff Utilities    Section 312 Rio De Flag Reclaimed Plant Produce “A+” reclaimed water on a consistent basis Continuously improve operations and maintenance Upgrade the SCADA system Strategic Plan Priority: Invest In Our People     Continue vendor equipment training at the facilities Continue computerized bi-weekly safety training for staff Improve staff safety awareness and training Have all staff obtain a certification (minimum Class 1 Wastewater) Strategic Plan Priority: Foster a Resilient and Economically Prosperous City   Install a sodium Hypochlorite system to be used if UV system fails Replace the existing Centrifugal blowers with a more efficient blower Strategic Plan Priority: Work In Partnership to Enhance a Safe and Livable Community  Replace the existing UV system with new units Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Serve the Public Through Quality Internal and External Customer Service Strategic Objective: To exceed the expectations of our customers Performance Measure Flow measurements of treated wastewater (million gallons) Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 700 700 714 700 700 Strategic Priority – Goal: Work in Partnership to Enhance a Safe and Livable Community - Foster a Safe, Healthy, Equitable and Accessible Community Strategic Objective: To provide wastewater treatment that meets or exceeds criteria for Federal, State, and Water Reuse permits Performance Measure Production and distribution of reclaimed water this is safe for its intended use. (Number of permit violations issued by ADEQ) Annual Financial Plan Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 0 0 0 0 0 Page 373 City of Flagstaff Utilities Section: Section 312 Rio De Flag Reclaimed Plant 312 - Wastewater Treatment - Rio Plant Expenditures by Category: Personnel Services Contractuals Commodities Capital Total Actual Expenditures 2015-2016 $ 323,404 423,343 50,291 48,306 $ 845,344 Adopted Budget 2016-2017 $ 265,142 397,677 96,692 310,000 $ 1,069,511 Estimated Expenditures 2016-2017 $ 265,142 397,677 96,692 310,000 $ 1,069,511 Proposed Budget 2017-2018 $ 307,371 454,877 75,692 28,060 $ 866,000 Budget-Budget Variance $ 42,229 57,200 (21,000) (281,940) $ (203,511) $ $ $ $ $ Expenditures by Program: General Administration Plant Operations Plant Maintenance Reclaim Services Total $ 132,532 534,803 177,984 25 845,344 $ 105,840 583,065 305,606 75,000 1,069,511 $ 105,840 583,065 305,606 75,000 1,069,511 $ 103,194 557,329 205,477 866,000 $ $ 866,000 866,000 $ (2,646) (25,736) (100,129) (75,000) (203,511) Source of Funding: Water and Wastewater Fund Commentary: The Wastewater Treatment – Rio Plant operating budget has increased by 10%. There are capital expenditures ($28,060) in this section, resulting in an overall net decrease of 19%. The Personnel Services increase of 16% is due to increases for a market pay increase as well as an increase in medical and dental insurance. Contractuals increases of 14% are due to increased utility costs. Commodities decreases of 22% are due to prior year one-time authorizations. There is major capital (> $10,000) for this section. The capital is for a carryforward of $28,060 from FY 2017 to replace influent check valves at Rio WRP. Annual Financial Plan Page 374 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 coworkers 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 operates to maintain and repair all wastewater collection and reclaimed distribution mains and manholes. In addition, eliminating or reducing the amount of health hazards, system failures, customer complaints and property damage throughout the community are additional requirements for the Section. . FY 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service          Crews have assisted other Utilities Sections including Wildcat Hill and Rio facilities several times, removing solids, grease and other debris from within their operation Assisted the Storm Water Section cleaning out storm drains and catch basins downtown with the combo truck and TV van Crews assisted Wildcat Hill cleaning tanks as part of an emergency repair at the headworks building Crews cleaned three major sanitary sewer overflows behind Muffler Magic, Spruce Ave. and Spring Street Emergency repair of 21’’ trunk line Crews participated in Final Construction Walk–Thru’s Crew participated in inspections of valves, manholes, etc. as part of the Public Works Asphalt Overlay Project Collections was able to fill all positions and now fully staffed Collections received two new service trucks, one as part of the replacement of the problematic diesel engines of the previous fleet Strategic Plan Priority: Invest In Our People  Conducted 35 hours of training per employee including safety, technical skills, traffic control, computer, and other work related topics Strategic Plan Priority: Foster a Resilient and Economically Prosperous City   The Collections crew maintains the collection system with three combo trucks and a CCTV van in order to maintain proper flows to the wastewater facilities. Wastewater Collections also maintains and repairs the reclaim distribution system Strategic Plan Priority: Work In Partnership to Enhance a Safe and Livable Community   Working with other departments to help their system function properly Assist other divisions for emergency for snow removal and treatment plants Annual Financial Plan Page 375 City of Flagstaff Utilities Section 313 Wastewater Collection FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service    Reduce the number of blockages in main sewer lines. Stay within budget and keep the same level of service. Continue to assist other Sections within Utilities; reschedule cutting and cleaning operations in order to reduce service calls and overflows Collections received approval through Fleet Management and Utilities for a new TV van in FY 2018 Continue the Sewer Manhole repair and replacement program throughout the system. Old sewer manholes in poor condition are either repaired or replace to current standards Strategic Plan Priority: Invest In Our People   Encourage employee advancement through operator certifications and the skill block program Conduct 30+ hours of training per employee including safety, technical skills, computerized maintenance management systems (CMMS) and other work related topics Strategic Plan Priority: Foster a Resilient and Economically Prosperous City  Wastewater collection operators safely and efficiently operate, maintain and repair all sewer lines and reclaim distribution lines Strategic Plan Priority: Work In Partnership to Enhance a Safe and Livable Community   Establish a valve maintenance program for the reclaim distribution system Wastewater Collections to assist other Sections within the City of Flagstaff as needed Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Serve the Public Through Quality Internal and External Customer Service Strategic Objective: To exceed customer's sewer service expectations Performance Measure Reduce the number of sanitary sewer system backups; number of main line blockages resulting in a Sanitary Sewer Overflow (SSO) Strategic Objective: FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 5 10 0 4 5 By providing outstanding customer service to all utility customers Performance Measure Number of compliments Number of complaints per 1,000 customers Annual Financial Plan Target Target 5 0.00 Page 376 FY 2015 Actual 0 0.00 FY 2016 Actual 0 0.00 FY 2017 Estimate 5 0.25 FY 2018 Proposed 5 0.25 City of Flagstaff Utilities Section 313 Wastewater Collection Strategic Priority – Goal: Provide Exceptional Service - Provide Employees Tools, Training and Support Strategic Objective: To communicate the importance of safety and loss control through our safety program Performance Measure Safety training hours per employee Target 30 FY 2015 Actual 12 FY 2016 Actual 53 FY 2017 Estimate 30 FY 2018 Proposed 30 Strategic Priority – Goal: Invest In Our People - Maintain and Enhance a Safe and Positive Organizational Culture Strategic Objective: To reduce accidents and maintain high safety standards Performance Measure Number of injury accidents Target 0 FY 2015 Actual 3 FY 2016 Actual 1 FY 2017 Estimate 0 FY 2018 Proposed 0 Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Deliver Outstanding Services Through a Healthy Environment, Resources and Infrastructure Strategic Objective: To exceed customer's sewer service expectations Performance Measure Reduce the number of sanitary sewer system backups through proper maintenance and inspection procedures (percent of sewer collection system cleaned) Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 60% 74% 51% 30% 60% Strategic Priority – Goal: Work in Partnership to Enhance a Safe and Livable Community - Foster a Safe, Healthy, Equitable and Accessible Community Strategic Objective: To exceed customer's sewer service expectations Performance Measure Reduce the number of sanitary sewer system backups through proper maintenance and inspection procedures (Miles of sewer inspected via TV) Annual Financial Plan Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 9.5 19.0 12.4 4.0 9.5 Page 377 City of Flagstaff Utilities Section: Section 313 Wastewater Collection 313 - Wastewater Collection Expenditures by Category: Personnel Services Contractuals Commodities Capital Total Actual Expenditures 2015-2016 $ 708,413 56,553 145,394 8,624 $ 918,984 Adopted Budget 2016-2017 $ 662,443 335,180 222,639 54,413 $ 1,274,675 Estimated Expenditures 2016-2017 $ 662,443 335,180 222,639 54,413 $ 1,274,675 Proposed Budget 2017-2018 $ 736,648 219,580 222,639 300,000 $ 1,478,867 Budget-Budget Variance $ 74,205 (115,600) 245,587 $ 204,192 $ $ $ $ $ Expenditures by Program: General Administration Service Connections Preventive Maintenance TV Inspect and Hydro Clean Corrective Maintenance Reclaimed Waterline Total $ 300,622 57,389 327,303 150,962 79,590 3,118 918,984 $ 312,546 49,631 350,547 167,803 394,148 1,274,675 $ 312,546 49,631 350,547 167,803 394,148 1,274,675 $ 257,559 55,591 696,130 182,892 284,587 2,108 1,478,867 $ $ 1,478,867 1,478,867 $ (54,987) 5,960 345,583 15,089 (109,561) 2,108 204,192 Source of Funding: Water and Wastewater Fund Commentary: The Wastewater Collection operating budget has decreased by 3% and there are capital expenditures ($300,000), resulting in an overall net increase of 16%. The Personnel Services increase of 11% is due to a market pay increase, an increase in medical and dental insurance, as well as a one-time retirement payout. Contractuals decreases of 34% are due to one-time costs in the prior year. Commodities remained flat year over year. Major capital (>$10,000) includes a camel vactor combo truck or TV truck. Annual Financial Plan Page 378 City of Flagstaff Utilities Section 321 Reclaimed Water Mission 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. 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 2017 Accomplishments The FY 2017 Accomplishments are presented with Section 312 (Wastewater Treatment – Rio Plant) FY 2018 Initiatives The FY 2018 Initiatives are presented with Section 312 (Wastewater Treatment – Rio Plant) Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Serve the Public Through Quality Internal and External Customer Service Strategic Objective: To exceed the expectations of our customers Performance Measure Ensuring that supply meets demand for reclaimed water sales (millions of gallons of reclaimed water sold) Ensuring that supply meets demand for reclaimed water sales for high-demand customers (millions of gallons of reclaimed water sold) Annual Financial Plan Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 50 282 51 50 50 200 0 207 200 200 Page 379 City of Flagstaff Utilities Strategic Objective: Section 321 To ensure availability of reclaimed water to our customers Performance Measure To promote the use of reclaimed water where appropriate, there by off-setting the demands for potable water (amount of reclaimed water delivered in millions of gallons) Section: Reclaimed Water Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 300 360 305 300 300 321 - Reclaim Water Expenditures by Category: Personnel Services Contractuals Commodities Capital Total Actual Expenditures 2015-2016 $ 143,874 62,364 51,578 $ 257,816 Adopted Budget 2016-2017 $ 167,492 128,600 80,672 30,000 $ 406,764 Estimated Expenditures 2016-2017 $ 167,492 128,600 80,672 30,000 $ 406,764 Proposed Budget 2017-2018 $ 219,387 168,600 114,572 $ 502,559 Budget-Budget Variance 51,895 $ 40,000 33,900 (30,000) $ 95,795 $ $ $ $ $ Expenditures by Program: Reclaimed Distribution Reclaimed Production-Wildcat Reclaimed Production-Rio Reclaimed SCADA Reclaimed Storage-Buffalo Park Total $ 46,663 132,744 78,409 257,816 $ 17,579 143,534 244,651 1,000 406,764 $ 17,579 143,534 244,651 1,000 406,764 $ 9,870 186,747 282,042 22,900 1,000 502,559 $ $ 502,559 502,559 $ (7,709) 43,213 37,391 22,900 95,795 Source of Funding: Water and Wastewater Fund Commentary: The Reclaimed Water operating budget has increased by 33%. There are no capital expenditures, resulting in an overall net increase of 24%. The Personnel Services increase of 31% is due to increases for a market pay increase, an increase in medical and dental insurance, as well as a one-time retirement payout. Contractuals increases of 31% are due to increases in maintenance and repair costs. Commodities increases of 42% are a result of investment in computer equipment, SCADA network Supplies, SCADA Licensing, and chlorine cylinders. There is no major capital (> $10,000) for this section. Annual Financial Plan Page 380 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 coworkers 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 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service  Investigated and resolved ninety drainage complaints Strategic Plan Priority: Invest In Our People  Completed five stormwater section outreach events Strategic Plan Priority: Foster a Resilient and Economically Prosperous City  Completed design of Fanning Wash Drainage Improvements Project Strategic Plan Priority: Work In Partnership to Enhance a Safe and Livable Community  Started final design work on Phoenix Ave Bridge FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service  Investigate and resolve all drainage concerns received Strategic Plan Priority: Invest In Our People  Complete design of Phoenix Ave Bridge and secure funding for construction Strategic Plan Priority: Foster a Resilient and Economically Prosperous City  Construct Fanning Wash Drainage Improvements project at $1.7 million Strategic Plan Priority: Work In Partnership to Enhance a Safe and Livable Community  Expansion of our flood warning network Annual Financial Plan Page 381 City of Flagstaff Utilities Section 331 Stormwater Performance Measures Strategic Priority – Goal: Provide Exceptional Service - Serve the Public Through Quality Internal and External Customer Service Strategic Objective: By providing outstanding customer service to all utility customers Performance Measure Number of complaints received Number of complaints resolved Target 0 100% FY 2015 Actual 30 83% FY 2016 Actual 65 92% FY 2017 Estimate 100 90% FY 2018 Proposed 0 100% Strategic Priority – Goal: Invest In Our People - Maintain and Enhance a Safe and Positive Organizational Culture Strategic Objective: To reduce accidents and maintain high safety standards Performance Measure Number of injury accidents Strategic Objective: FY 2015 Actual 0 FY 2016 Actual 0 FY 2017 Estimate 0 FY 2018 Proposed 0 To communicate the importance of safety and loss control through our safety program Performance Measure Safety training hours per employee Annual Financial Plan Target 0 Target 0 Page 382 FY 2015 Actual 4 FY 2016 Actual 0 FY 2017 Estimate 0 FY 2018 Proposed 0 City of Flagstaff Utilities Section: Section 331 Stormwater 331 - Stormwater Expenditures by Category: Personnel Services Contractuals Commodities Capital Total Actual Expenditures 2015-2016 $ 268,901 195,075 19,304 $ 483,280 Adopted Budget 2016-2017 $ 518,893 249,304 43,909 12,745 $ 824,851 Estimated Expenditures 2016-2017 $ 472,232 249,304 43,909 12,745 $ 778,190 Proposed Budget 2017-2018 $ 491,180 155,426 56,004 $ 702,610 Budget-Budget Variance $ (27,713) (93,878) 12,095 (12,745) $ (122,241) $ $ $ $ $ Expenditures by Program: General Administration Engineering and Master Planning Operations FEMA Flood Hazard Mitigation Studies Frances Short Pond - AZ Game & Fish Grant Total $ 53,566 53,682 256,032 120,000 483,280 $ 226,025 75,943 408,923 80,000 33,960 824,851 $ 226,025 75,943 362,262 80,000 33,960 778,190 $ 255,926 50,000 396,684 702,610 $ $ 702,610 702,610 $ 29,901 (25,943) (12,239) (80,000) (33,960) (122,241) Source of Funding: Stormwater Fund Commentary: The Stormwater operating budget has decreased by 13%. There are no capital expenditures, resulting in an overall net decrease of 15%. The Personnel Services decrease of 5% is due to personnel turnover salary savings, offset by a market pay increase as well as an increase in medical and dental insurance. Contractuals decreases of 38% are due to decreased consultant fees and other professional services. Commodities increases of 28% are due to one-time costs. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 383 City of Flagstaff Annual Financial Plan Page 384 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 385 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 2015-2016 $ 304,856 65,988 1,178 $ 372,022 Adopted Budget 2016-2017 $ 315,886 38,310 9,245 32,500 $ 395,941 Estimated Expenditures 2016-2017 $ 315,886 38,310 9,245 32,500 $ 395,941 Proposed Budget 2017-2018 $ 286,337 43,310 8,245 $ 337,892 Budget-Budget Variance $ (29,549) 5,000 (1,000) (32,500) $ (58,049) $ $ $ $ $ $ $ $ 337,892 337,892 $ $ $ 220,701 11,094 10,863 2,386 42,477 5,704 4,517 30,249 9,901 337,892 Expenditures by Program: General Administration Total 372,022 372,022 395,941 395,941 395,941 395,941 (58,049) (58,049) 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 decreased by 7% and there are no capital expenditures. The Personnel Services decrease of 9% is the result of a change in fund split for the administrative assistant. Contractuals increases of 13% are due to increases in the travel budget. Commodities decreases of 11% are due to prior year one-time costs for office supplies. There is no major capital (> $10,000) for this section. Annual Financial Plan Page 386 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, e.g. 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 2015-2016 $ 2,948 1,753,501 (94,177) 25,945 $ 1,688,217 Adopted Budget 2016-2017 $ (300,000) 4,426,517 32,300 280,000 $ 4,438,817 Estimated Expenditures 2016-2017 $ (300,000) 2,129,517 2,300 130,000 $ 1,961,817 Proposed Budget 2017-2018 $ (251,278) 4,145,672 72,694 374,137 $ 4,341,225 Budget-Budget Variance $ 48,722 (280,845) 40,394 94,137 $ (97,592) $ $ $ $ $ Expenditures by Program: General Administration Service Partner Agencies Employee Benefits Insurance Consultants Copy Center Redevelopment John Wesley Powell Study Total $ 458,631 922,665 64,468 130,384 128,940 (17,371) 500 1,688,217 $ 673,608 1,115,132 78,500 1,600,000 625,740 119,800 226,037 4,438,817 $ 278,608 1,095,132 63,500 350,000 55,240 99,800 19,537 1,961,817 $ 421,108 1,065,132 131,875 1,815,192 399,740 114,178 206,500 187,500 4,341,225 $ (252,500) (50,000) 53,375 215,192 (226,000) (5,622) (19,537) 187,500 (97,592) 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 $ $ 3,589,489 73,775 110,914 10,455 295,299 8,972 47,339 190,260 14,722 4,341,225 Commentary: The Non-Departmental operating budget has decreased 5% and there are capital expenditures ($374,137), resulting in an overall net decrease of 2%. Personnel Services increase of 16% is due to the addition of 1 FTE for the copy center. Contractual decrease is related to one-time authorizations for service partner contracts for Boys & Girl Club and Humane Society, settlement claims payments, and pension actuarial and policy development along with carryover of several items in FY 2017. Commodities increase is mainly due to a one-time funding for downtown parking permits and Ecopass bus pass program. The capital expenditures of $374,137 include Marriot right of way and ADA ramp construction ($150,000), John Wesley Powell study ($187,500) and copier purchase ($36,637). Annual Financial Plans Page 387 City of Flagstaff Non Departmental Section 404 NAIPTA - Transit 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 division 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 2017 Accomplishments Strategic Plan Priority: Provide Exceptional Service      Increased service hours by 5% Projected to increase ridership by 8% Improved services to provide better connections: added weekday service in order to maintain 8-minute frequency on Route 10, increased service to maintain 30-minute service on Route 10 for periods when school is not session, restored weekend service to Route 5, doubled Mountain Express service Achieved highest ever rating in rider satisfaction Introduced new technology to provide better information to riders and increase efficiency of reporting Strategic Plan Priority: Invest in Our People    Created two new full-time positions with expanded services Provided a 1% cost of living adjustment for all employees and offered a pay plan that resulted in an average of 3% increase as part of annual evaluation process Maintained health benefits and focused in Wellness Programs for employees Strategic Plan Priority: Foster a Resilient and Economically Prosperous City     Reduced operating cost per hour by 6% Completed Education and Information Campaign regarding benefits of public transportation and supported efforts to gain renewal of transit tax Received $6 million in federal funding for capital needs in our community Launched vanpools to connect people and jobs Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community   Refurbished Mountain Line shelters to improve existing condition and create longer life expectancy from the structures Constructed mobility enhancements to improve connectivity of sidewalks and shelters along the transit routes FY 2018 Initiatives Strategic Plan Priority: Provide Exceptional Service  Increase ridership by 2% Annual Financial Plan Page 388 City of Flagstaff Non Departmental    Section 404 NAIPTA - Transit Complete long term plan to inform transit decisions in future Provide service at same levels as FY 2017 Maintain customer satisfaction as well as on-time performance Strategic Plan Priority: Invest in Our People     Increase staffing by two full-time positions Identify new or additional tools, resources and methods to improve staff effectiveness and raise efficiencies while reducing work load through reduction of procedures Provide a 1% cost of living adjustment for all staff Provide a pay plan that recognizes longevity and performance by an average of 2% Strategic Plan Priority: Foster a Resilient and Economically Prosperous City    Maintain operating cost Complete rehabilitation of the administrative facilities to maximize use of space and investment Expand bus storage facility to protect rolling stock and ensure life of equipment reaches full potential Strategic Plan Priority: Work in Partnership to Enhance a Safe and Livable Community   Evaluate and complete planning activities to determine viability of new routes, including stops, shelters and pedestrian access Continue refurbishment of existing shelters as well as implementation of new shelters to improve passenger conditions at bus stops Performance Measures Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Enhance the Organization's Fiscal Stability and Resourcefulness Strategic Objective: Identify efficiencies to maintain and control costs Performance Measure Provide services at cost that is equal to or less than prior provided services Provide services at cost that is equal to or less than prior provided services Annual Financial Plan Target Cost per Hour Increase <10% Cost per Passenger Increase <10% Page 389 FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed $89.35 $82.83 $81.41 $90.82 $3.41 $3.41 $3.26 $3.57 City of Flagstaff Non Departmental Section 404 NAIPTA - Transit Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Deliver Outstanding Services Through a Healthy Environment, Resources and Infrastructure Strategic Objective: Provide transportation options that deliver alternatives to single occupancy vehicle Performance Measure Increase in ridership, as tracked by passengers per hour Target FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed >2% 1,902,718 1,951,760 2,075,290 2,127,062 Strategic Priority – Goal: Foster a Resilient and Economically Prosperous City - Deliver Outstanding Services Through a Healthy Environment, Resources and Infrastructure Strategic Objective: Provide reliable transportations options Performance Measure Provide service that performs as scheduled Target >95% FY 2015 Actual 93% FY 2016 Actual 94% FY 2017 Estimate 95% FY 2018 Proposed 95% Strategic Priority – Goal: Work in Partnership to Enhance a Safe and Livable Community - Foster a Safe, Healthy, Equitable and Accessible Community Strategic Objective: Services reflective of voter approval and consistent with community needs Performance Measure Operation of services Operation of services Annual Financial Plan Target Maintain Service Miles Maintain Service Hours Page 390 FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Proposed 918,763 959,612 1,065,418 1,070,769 72,711 80,408 83,515 84,208 City of Flagstaff Non Departmental Section: Expenditures by Category: Contractuals Total Section 404 NAIPTA - Transit 404 - Transit Actual Expenditures 2015-2016 $ 4,580,404 $ 4,580,404 Adopted Budget 2016-2017 $ 6,234,985 $ 6,234,985 Estimated Expenditures 2016-2017 $ 4,823,804 $ 4,823,804 Proposed Budget 2017-2018 $ 7,866,321 $ 7,866,321 Budget-Budget Variance $ 1,631,336 $ 1,631,336 $ $ $ $ $ $ $ $ 7,866,321 7,866,321 $ $ $ $ 7,866,321 7,866,321 Expenditures by Program: Transit Contribution Total Source of Funding: 4,580,404 4,580,404 6,234,985 6,234,985 Transportation Fund 4,823,804 4,823,804 1,631,336 1,631,336 Commentary: The Transit FY 2018 budget has increased 26% over the prior year budget. The City contracts with NAIPTA to run the Transit System and contributes monthly to the system based on the budget appropriated by the NAIPTA Board and the City Council. Annual Financial Plan Page 391 City of Flagstaff Annual Financial Plan Page 392 City of Flagstaff Capital Improvements FY 2018 Capital Improvement Program The Capital Improvement Program (CIP) for FY 2018 represents a $140.3 million investment of public funds in infrastructure and public facilities. The project mix has changed from prior years to 63.2% of the funding being provided on the pay-as-you-go basis versus 58.9% in FY 2017. The major projects in this year’s budget include the Flagstaff Watershed Protection Project (FWPP), BNSF Walnut – Florence FUTS Underpass, Court Facility, USGS Building Replacement and the Core Services Maintenance Facility. This year’s capital improvement program is funded 32.7% through debt financing including the FUTS/Open Space land acquisitions, the Core Services Maintenance Facility and the Flagstaff Watershed Protection Project. The grant funding of 4.1% is primarily for Airport, FWPP 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. In November 2016 voters approved the Municipal Court Facility bond project which authorized the City to issue bonds totaling $12.0 million to help build a new Municipal Court Facility. 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 Stormwater Solid Waste & SEMS Airport 38.3% 32.1% 2.7% 4.1% 9.4% 7.9% 1.6% 0.6% 3.3% 100.0% $ $ 53,698,791 45,053,789 3,798,082 5,746,263 13,173,325 11,097,923 2,300,861 780,446 4,658,853 140,308,333 Pay-As-You-Go Debt Grants Streets / Transportation 32.1% General Government 38.3% Annual Financial Plan $ 85,667,354 48,767,939 5,873,040 140,308,333 Pay-As-YouGo 61.1% FUTS 2.7% Airport 3.3% Wastewater / Reclaimed Water 7.9% $ Sources of Funding Program Categories Solid Waste & SEMS 0.6% Stormwater 1.6% 61.1% 34.8% 4.1% 100.0% Water 9.4% Grants 4.1% BBB 4.1% Page 393 Debt 34.8% 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 61.1% 34.8% 4.1% The rating agencies (Standard and Poor’s and Moody Investors, Inc.) view 15% from operating funds as highly favorable. The City currently is financing 61.1% 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, 2017, the City has $44.9 million outstanding at the 20% debt margin, zero outstanding at the 6% debt margin, $90.7 million in available capacity at the 20% debt margin and $42.2 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. The City had $1.5 million of HURF funded Certificates of Participation outstanding as of June 30, 2017. 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 $60.55 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, 2017, $1.2 million, $2.2 million and $25.7 million is outstanding for GO, Revenue, and loans payable, respectively. Annual Financial Plan Page 394 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, 2017, $2.1 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 $2.4 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, and an additional $8.9 in FY 2016 with $14.7 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 $1.7 million is still outstanding as of June 30, 2017. As of June 30, 2017 the City had $4.9 million in outstanding lease obligations 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). As of June 30, 2017, the City had $4.9 million in outstanding lease obligations. 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 395 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 63.2% 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 FY 2018 Capital Improvement projects, including their appropriation amounts, sources of funding and map locations. Annual Financial Plan Page 396 City of Flagstaff Schedule of Capital Improvements - Fiscal Year 2017-2018 General Government Appropriations 1 2 3 4 5 6 7 8 9 10 Sec 014 152 421 422 424 425 426 201 035 109 Project Microwave Network Facilities Improvements FUTS / Open Space Land Acquisition USGS Building Core Services Maintenance Facility Watershed Protection Project Court Facility Brownfields Assessment East Flagstaff City Library Youth Restroom Constuction FHS Building Remodel Total General Government Carryover FY 2017 $ 81,666 286,000 1,086,750 9,947,321 22,278,372 804,789 8,045,100 165,000 $ 42,694,998 Budget FY 2018 81,666 336,000 1,486,750 9,947,321 24,675,724 3,520,213 12,500,100 806,017 30,000 315,000 53,698,791 Sources of Funding 1 2 3 4 5 6 7 8 9 10 Sec 014 152 421 422 424 425 426 201 035 109 Project Microwave Network Facilities Improvements FUTS / Open Space Land Acquisition USGS Building Core Services Maintenance Facility Brownfields Assessment Court Facility Brownfields Assessment East Flagstaff City Library Youth Restroom Constuction FHS Building Remodel Total General Government Annual Financial Plan $ $ Page 397 Debt 1,486,750 9,947,321 14,000,000 1,333,868 7,000,000 33,767,939 Grants 353,952 806,017 1,159,969 Other 81,666 336,000 10,675,724 1,832,393 5,500,100 30,000 315,000 18,770,883 Total 81,666 336,000 1,486,750 9,947,321 24,675,724 3,520,213 12,500,100 806,017 30,000 315,000 53,698,791 City of Flagstaff Annual Financial Plan Page 398 City of Flagstaff Schedule of Capital Improvements - Fiscal Year 2017-2018 Streets and 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 Sec 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 San Francisco and Franklin Avenue Signal 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 Northbound Milton/Butler Right Turn Lane 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 Carryover FY 2017 $ 47,000 301,789 787,420 239,658 676,920 2,567,645 250,000 32,865 99,876 290,000 103,882 250,000 150,000 300,000 100,000 2,275,000 2,600,000 3,392,463 1,650,436 1,063,157 2,400,000 684,537 122,632 $ 20,385,280 Budget FY 2018 172,000 762,051 90,000 193,900 787,420 647,533 400,000 3,181,735 7,292,645 75,000 250,000 32,865 99,876 290,000 103,882 250,000 150,000 300,000 400,000 200,000 2,693,259 5,100,000 8,474,366 3,100,436 2,606,962 1,888,770 50,000 50,000 15,000 4,588,920 684,537 122,632 45,053,789 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 Sec 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 San Francisco and Franklin Avenue Signal 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 Northbound Milton/Butler Right Turn Lane 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 399 2,690,991 4,471,460 1,635,931 1,375,551 996,601 50,000 50,000 15,000 4,588,920 684,537 122,632 16,681,623 Transportation 172,000 762,051 90,000 193,900 787,420 647,533 400,000 3,181,735 7,292,645 75,000 250,000 32,865 99,876 290,000 103,882 250,000 150,000 300,000 400,000 200,000 2,693,259 18,372,166 Debt 2,409,009 4,002,906 1,464,505 1,231,411 892,169 10,000,000 Total 172,000 762,051 90,000 193,900 787,420 647,533 400,000 3,181,735 7,292,645 75,000 250,000 32,865 99,876 290,000 103,882 250,000 150,000 300,000 400,000 200,000 2,693,259 5,100,000 8,474,366 3,100,436 2,606,962 1,888,770 50,000 50,000 15,000 4,588,920 684,537 122,632 45,053,789 City of Flagstaff Annual Financial Plan Page 400 City of Flagstaff Schedule of Capital Improvements - Fiscal Year 2017-2018 FUTS Appropriations 1 2 3 4 5 6 7 8 9 10 11 Sec 111 111 111 111 111 111 111 111 111 111 111 Carryover FY 2017 $ 46,608 20,000 244,408 2,112,815 105,858 21,392 76,590 51,841 411,233 $ 3,090,745 Project Special Projects and Unprogrammed Work FUTS Signage Program Cedar 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 Downtown Underpass Total FUTS Budget FY 2018 50,000 46,608 20,000 646,666 2,112,815 105,858 21,392 76,590 51,841 501,312 165,000 3,798,082 Sources of Funding 1 2 3 4 5 6 7 8 9 10 11 Sec 111 111 111 111 111 111 111 111 111 111 111 Project Special Projects and Unprogrammed Work FUTS Signage Program Cedar Trail Switzer Canyon Trail Fourth Street Trail Florence - Walnut Underpass Mall Transfer Center Trail Realignment Fourth Street Trail Pine Knoll Trail Sheep Crossing Trail Downtown Underpass Total FUTS Annual Financial Plan Transportation $ 50,000 46,608 20,000 646,666 2,112,815 105,858 21,392 76,590 51,841 501,312 165,000 $ 3,798,082 Page 401 Grants - Total 50,000 46,608 20,000 646,666 2,112,815 105,858 21,392 76,590 51,841 501,312 165,000 3,798,082 City of Flagstaff Annual Financial Plan Page 402 City of Flagstaff Schedule of Capital Improvements - Fiscal Year 2017-2018 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 35 36 37 38 39 40 41 42 43 44 45 Sec 158 158 158 158 158 158 158 158 158 212 212 212 212 212 212 212 212 212 212 212 212 212 212 212 212 212 212 212 212 212 212 212 212 212 216 216 216 216 216 216 216 216 216 216 216 Project Cogdil Resurface BB Court, Ponderosa, Patch and Repair Court New Restrooms, Buffalo Park Thorpe Park Upgrade Playground Equipment Various Parks Flagstaff Recreation Center Tennis Courts J Lively Ice Rink Thorpe Park Adaptive Playground Surfacing Wheeler Park Improvements Hal Jensen Recreation Center Sorage Area Add-on J. Lively Back Roof and Locker Room Repairs Milton Avenue - North Edge Train Station Platform Lake Mary/Beulah Gateway Gutter Diversions - Sustainable Streets Urban Forest US 89 Medians (ADOT) Fanning to Marketplace Joel Montalvo Park Downtown Tree Wells Steve's Blvd Corners Frances Short Pond Master Plan Downtown Non-Gateway (Jimmy Johns) Buffalo Parking Enhancements South Edge - East Route 66 City Gateway at I-17/Milton Road Stem City Platforms (Parklets) Santa Fe Triangle - Pocket Park Milton & Butler Drainage McAllister Route 66 Interpretive Plaza N/W Corner Humphreys and Ft. Valley Innovation Mesa Art Base Route 66 Interpretive Trail Holiday Decorations Vieja Park Library Entry (Art Base) Downtown Paver Redux East Flagstaff Gateway (4th Street) Inset Sidewalk Art, Jimmy John's at Beaver West Route 66 - North Edge Joel Montalvo Park Surrounds Monte Vista Children's Garden Sculpture - Fox Glenn Mosaics at Thorpe Bridge Ft. Valley and Humphreys Sculpture Mancuso Mural Conservation Route 66 Mural on Centurylink Building Thorpe Sculpture Total BBB Carryover FY 2017 $ 441,847 70,000 168,000 191,026 10,000 146,000 11,300 357,874 188,870 165,391 50,000 245,659 182,011 230,000 61,185 40,000 250,000 250,000 50,000 10,000 10,000 25,000 50,000 $ 3,204,163 Budget FY 2018 45,000 300,000 150,000 441,847 70,000 168,000 191,026 10,000 146,000 261,300 357,874 188,870 165,391 50,000 245,659 366,611 230,000 76,185 115,000 250,000 250,000 250,000 50,000 50,000 50,000 100,000 50,000 50,000 50,000 125,000 60,000 100,000 250,000 150,000 10,000 20,000 25,000 35,000 20,000 45,000 40,000 10,000 2,500 25,000 100,000 5,746,263 Sources of Funding Sec Project 158 BBB Recreation Revenue 212 BBB Beautification Revenue 216 BBB Arts and Science Revenue Total BBB Annual Financial Plan $ $ Page 403 BBB 1,521,873 3,891,890 332,500 5,746,263 Debt - Total 1,521,873 3,891,890 332,500 5,746,263 City of Flagstaff Annual Financial Plan Page 404 City of Flagstaff Schedule of Capital Improvements - Fiscal Year 2017-2018 Water Appropriations 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 Sec 301 301 370 370 370 370 370 370 370 370 370 370 370 370 370 370 370 370 370 370 370 Project LM Water Flow Meters Replacements Communication Towers for Operations (3) Aging Water Infrastructure Replacement (AWIR) West/Arrowhead Waterline Water Meter Vault Replacement Program Radio Read Meter Replacements Reserve for Improvements Brannen Subdivision Waterline - Phase 2 Grand Canyon Waterline LMWTP Sedimentation Basins (Floculations) Woody Mountain Clarifier Engineering Design Soliere Waterline Upsizing Country Club I-40 Transmission Line Amberwood Zone B Extension 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 Pumphouse Improvements Total Water Carryover FY 2016 $ 119,400 99,015 361,733 87,949 469,042 282,459 406,710 77,617 159,000 678,000 1,500,000 122,400 $ 4,363,325 Budget FY 2017 119,400 99,015 461,733 87,949 150,000 1,119,042 300,000 1,300,000 1,650,000 300,000 100,000 600,000 1,800,000 60,000 282,459 406,710 77,617 159,000 678,000 3,300,000 122,400 13,173,325 Operating 119,400 99,015 461,733 87,949 150,000 1,119,042 300,000 125,000 300,000 100,000 390,000 900,000 77,617 159,000 678,000 122,400 $ 5,189,156 Capacity Fees 825,000 210,000 900,000 60,000 282,459 406,710 3,300,000 5,984,169 Sources of Funding 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 Sec 301 301 370 370 370 370 370 370 370 370 370 370 370 370 370 370 370 370 370 370 370 Project LM Water Flow Meters Replacements Communication Towers for Operations (3) Grand Canyon Waterline LMWTP Sedimentation Basins (Floculations) Water Meter Vault Replacement Program Radio Read Meter Replacements Reserve for Improvements Brannen Subdivision Waterline - Phase 2 Grand Canyon Waterline Inset Sidewalk Art, Jimmy John's at Beaver Woody Mountain Clarifier Engineering Design Soliere Waterline Upsizing Country Club I-40 Transmission Line Amberwood Zone B Extension 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 Pumphouse Improvements Total Water Annual Financial Plan $ Page 405 Debt 1,300,000 700,000 2,000,000 Total 119,400 99,015 461,733 87,949 150,000 1,119,042 300,000 1,300,000 1,650,000 300,000 100,000 600,000 1,800,000 60,000 282,459 406,710 77,617 159,000 678,000 3,300,000 122,400 13,173,325 City of Flagstaff Annual Financial Plan Page 406 City of Flagstaff Schedule of Capital Improvements - Fiscal Year 2017-2018 Wastewater Appropriations 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Sec 311 311 311 375 375 375 375 375 375 375 375 375 375 375 375 Project COGEN Improvements Gas Conveyance & Improvements Facility Improvements WWTP Energy Efficiency Program Wildcat Solids Disposal Westside Interceptor Improvements Aging Sewer Infrastructure Replacements Reserve for Improvements Mikes Pike Sewer Line Replacement Milton Road Sewer Line Rehabilitation Rio WTP HVAC Replacement Westside Interceptor Clay Ave Wash Oversizing Wildcat Septage and Grease Station Rio Plant - Replace UV System WWTP Security and SCADA Improvements Total Wastewater Carryover FY 2017 $ 283,936 88,125 4,688 1,725,308 200,000 600,000 1,192,929 728,543 1,196,002 18,392 $ 6,037,923 Budget FY 2018 283,936 88,125 4,688 1,725,308 400,000 1,100,000 1,192,929 300,000 2,250,000 300,000 300,000 300,000 728,543 1,196,002 18,392 10,187,923 Operating 283,936 88,125 4,688 421,310 120,000 1,192,929 300,000 550,000 300,000 300,000 145,709 18,392 $ 3,725,089 Capacity Fees 280,000 1,100,000 1,200,000 300,000 582,834 3,462,834 Sources of Funding 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Sec 311 311 311 375 375 375 375 375 375 375 375 375 375 375 375 Project Reserve for Improvements Gas Conveyance & Improvements Facility Improvements WWTP Energy Efficiency Program Wildcat Solids Disposal Westside Interceptor Improvements Aging Sewer Infrastructure Replacements Reserve for Improvements Mikes Pike Sewer Line Replacement Milton Road Sewer Line Rehabilitation Rio WTP HVAC Replacement Westside Interceptor Clay Ave Wash Oversizing Wildcat Septage and Grease Station Rio Plant - Replace UV System WWTP Security and SCADA Improvements Total Wastewater Annual Financial Plan $ Page 407 Debt 1,303,998 500,000 1,196,002 3,000,000 Total 283,936 88,125 4,688 1,725,308 400,000 1,100,000 1,192,929 300,000 2,250,000 300,000 300,000 300,000 728,543 1,196,002 18,392 10,187,923 City of Flagstaff Annual Financial Plan Page 408 City of Flagstaff Schedule of Capital Improvements - Fiscal Year 2017-2018 Reclaimed Water Appropriations 1 2 3 Sec Project 8" Bottleneck Reclaimed Line Replacement 380 380 Advanced Treatment Concept Design & Public Outreach 380 Bushmaster Park Reclaimed Pump Station Total Reclaimed Water Carryover FY 2017 $ $ - Budget FY 2018 100,000 100,000 710,000 910,000 Sources of Funding 1 2 3 Sec 380 380 380 Project Mikes Pike Sewer Line Replacement Milton Road Sewer Line Rehabilitation Bushmaster Park Reclaimed Pump Station Total Reclaimed Water Annual Financial Plan Page 409 Operating $ 100,000 100,000 710,000 $ 910,000 Total 100,000 100,000 710,000 910,000 City of Flagstaff Annual Financial Plan Page 410 City of Flagstaff Schedule of Capital Improvements - Fiscal Year 2017-2018 Stormwater Utility Appropriations 1 2 3 Sec Project 385 Rio de Flag Project 385 Spot Improvement - Annual 385 Spot Improvement - Fanning/Lockett Culvert Construction Total Stormwater Utility Carryover FY 2017 $ 1,675,861 $ 1,675,861 Budget FY 2018 1,675,861 75,000 550,000 2,300,861 Operating 1,675,861 75,000 550,000 $ 2,300,861 Total 1,675,861 75,000 550,000 2,300,861 Sources of Funding 1 2 3 Sec Project 385 Mikes Pike Sewer Line Replacement 385 Milton Road Sewer Line Rehabilitation 385 Spot Improvement - Fanning/Lockett Culvert Construction Total Stormwater Utility Annual Financial Plan Page 411 $ City of Flagstaff Annual Financial Plan Page 412 City of Flagstaff Schedule of Capital Improvements - Fiscal Year 2017-2018 Solid Waste & SEMS Appropriations 1 2 3 4 5 6 7 8 Sec 165 165 165 165 165 170 170 170 Carryover FY 2017 $ 275,000 150,000 34,000 50,000 $ 509,000 Project Stormwater Infrastructure Scale House Remodel Storage Areas for HPC and Maint Bldg Alternative Liner Test Plots South Borrow Pit Design/Roads/Scales Observatory Mesa Improvements Picture Canyon Trails Improvements Schultz Creek Trail Improvements Total Solid Waste & SEMS Budget FY 2018 64,000 25,000 45,000 275,000 150,000 74,000 124,446 23,000 780,446 Sources of Funding 1 2 3 4 5 6 7 8 Sec 165 165 165 165 165 170 170 170 Project Stormwater Infrastructure Scale House Remodel Storage Areas for HPC and Maint Bldg Alternative Liner Test Plots South Borrow Pit Design/Roads/Scales Observatory Mesa Improvements Picture Canyon Trails Improvements Schultz Creek Trail Improvements Total Solid Waste & SEMS Annual Financial Plan Operating 64,000 25,000 45,000 275,000 150,000 23,000 $ 582,000 $ Page 413 Grants 74,000 124,446 198,446 Total 64,000 25,000 45,000 275,000 150,000 74,000 124,446 23,000 780,446 City of Flagstaff Annual Financial Plan Page 414 City of Flagstaff Schedule of Capital Improvements - Fiscal Year 2017-2018 Airport Appropriations 1 2 3 4 Sec 222 222 222 222 Project Runway 321 Mill and Overlay Construction Master Plan Update 2016 Runway Mill and Overlay Design Wildlife Hazard Assessment Total Airport Carryover FY 2017 $ 3,069,461 310,400 90,192 164,728 $ 3,634,781 Budget FY 2018 4,093,533 310,400 90,192 164,728 4,658,853 Grants 3,727,571 294,880 85,683 156,491 4,264,625 Other 365,962 15,520 4,509 8,237 394,228 Sources of Funding 1 2 3 4 Sec 222 222 222 222 Project Milton Road Sewer Line Rehabilitation Master Plan Update 2016 Runway Mill and Overlay Design Wildlife Hazard Assessment Total Airport Annual Financial Plan $ $ Page 415 Total 4,093,533 310,400 90,192 164,728 4,658,853 City of Flagstaff Annual Financial Plan Page 416 City of Flagstaff Project Descriptions General Government 1. Microwave Tower: Construction of a City owned microwave network to connect City remote sites. 2. Facilities Improvements: Relocate datacenter and remodel old data center area. Council Chambers improvements. City Hall Housing area improvements – once it is vacated by housing, Facilities staff and contractors will replace flooring, repaint, replace entire ceiling grid with 2x4 and install LED lighting. City Hall exterior 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 and building replacement contingent upon availability of funding. 5. 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 2017 and be completed in the winter of 2018. 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. 6. 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. 7. Court Facility: Budget appropriation for Municipal Court construction. 8. Brownfields Assessment: This project is a coalition of regional public agency members conducting assessments at potential Brownfields site contaminated with Petroleum or Hazardous substances. The scope includes preliminary survey and testing. 9. East Flagstaff City Library Youth Restroom Construction: This project is the construction of a youth restroom at the East Flagstaff City Library. 10. FHA Building Remodel: Budget appropriation to fund the remodel of the Flagstaff Housing Authority’s building to accommodate current demands and future expansion. 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. Annual Financial Plan Page 417 City of Flagstaff 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). 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. San Francisco and Franklin Avenue Signal: Addition of new traffic signal at the intersection of San Francisco Street and Franklin Avenue. 8. 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 Lite 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. 9. Beulah Boulevard / University Drive: Upgrade the intersection to current Engineering Standards. Improvements include new curbs and gutters, sidewalks, access ramps, traffic signal, lighting, drainage, FUTS trail, landscaping, signing and marking. 10. 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. 11. 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. 12. Franklin Safety Improvements: A project to install safety and traffic calming devices on Franklin Avenue. This project was initiated through public requests and processed by the Transportation Commission. 13. 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. 14. 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. 15. 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. 16. 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. 17. Lonetree Pedestrian Improvements: Construction of an aggregate pathway inclusive of a pedestrian guardrail/barrier separating vehicular traffic from pedestrians near Kinsey Elementary School. 18. Southside Curbs: Installation of edge improvements to aide in parking enforcement at locations yet to be determined. Annual Financial Plan Page 418 City of Flagstaff 19. Northbound Milton / Butler Right Turn Lane: Design and construction to extend northbound Milton Road right hand turn lane at Butler Avenue. 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. Annual Financial Plan Page 419 City of Flagstaff 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. 4. 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. 5. 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. 6. 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. 7. 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. 8. Fourth Street Trail: Design for missing segments of concrete trail along the west side of Fourth Street from Huntington Drive to Butler Avenue. 9. Pine Knoll Trail: Design and start of construction of trail planned along the north side of Pine Knoll Drive. This completes a connection between San Francisco Street and Lone Tree Road. 10. 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. 11. Downtown Underpass: FUTS component of the design for ADOT reconstruction of the Route 66 Rio de Flag crossing due to increased size to accommodate the addition of a FUTS trail. BBB (Recreation, Beautification and Arts and Science) 1. Cogdil Resurface Basketball Court / Ponderosa Park Patch and Repair Court: Resurfacing of Cogdil Recreation Center basketball court and various patches and repairs to courts at Ponderosa Park. 2. New Restrooms – Buffalo and Thorpe Parks: Design and construction of new public restroom facilities at Buffalo Park and at Thorpe Park. 3. Upgrade Playground Equipment Various Parks: University Highlands, and Mobile Haven City parks. Replace the existing equipment at Smokerise, 4. Flagstaff Recreation Center Tennis Courts: Design and construction for the replacement of the existing tennis courts at the Flagstaff Recreation Center. 5. J. Lively Ice Rink: Replacement of the ice rink chiller at J. Lively Activity Center. 6. Thorpe Park Adaptive Playground Surfacing: Replacement of the existing woodchip surfacing with an adaptive play rubberized surface to improve ADA accessibility. 7. 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. Annual Financial Plan Page 420 City of Flagstaff 8. 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. 9. 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. 10. 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. 11. Train Station Platform: The installation of a sub-surface drainage system under the existing brick pavers at the Visitor’s Center. 12. Lake Mary / Beulah City Gateway: Construction of a City Gateway on the northeast corner of the Lake Mary / Beulah Intersection. 13. Gutter Diversions – Sustainable Streets: Addition of diversions of street stormwater to municipal Low Impact Development (LID)/landscaped areas. 14. 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. 15. US 89 Medians (ADOT) Fanning to Marketplace: While preserving existing investment, install landscaping to make ADOT installed medians match City landscaped medians to the north of Marketplace Drive. 16. 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. 17. Downtown Tree Wells: Replace with improved design the tree wells and grates that rise and pose tripping hazards and that require continual maintenance. 18. Steve’s Boulevard Corners: Increase of FUTS width to standard, landscaping that provides accessible access and increases and enhances the pedestrian space and beautifies the corner. 19. Frances Short Pond Master Plan: Development of conceptual venue designs, associated illustrative exhibits and costs for the pond area. 20. Downtown Non-Gateway (Jimmy John’s): Purchase or lease of the unused portion of the parking lot to create a pedestrian oriented gateway. 21. Buffalo Park Parking Enhancements: Parking surfacing, LID improvements and landscaping for the parking area. 22. East Route 66 - South Edge: Fanning to Route 66: Continuation of landscaping to complement the existing landscaping at Route 66 Park. 23. City Gateway at I-17 and Milton Road: Overhead gateway near University Avenue across Milton Road for welcoming visitors to the City of Flagstaff entering off Interstate 17. 24. Stem City Platforms (Parklets): Selected downtown parallel parking spaces and adjacent sidewalk spaces. Installations will feature scientifically themed displays and interactive exhibits. Annual Financial Plan Page 421 City of Flagstaff 25. Santa Fe Triangle – Pocket Park: Santa Fe & Summit Avenues. Small neighborhood parklet to include active recreation and/or beautification/neighborhood vegetable garden. 26. Milton and Butler Drainage: Landscaping in drainage easement adjacent to Milton at southwest corner of Clay Avenue and Milton Road. 27. McAllister Route 66 Interpretive Plaza: Route 66 monument, interpretation signage for McAllister Ranch, and parking located on the north side of West Route 66 at McAllister Ranch. 28. Northwest Corner of Humphreys and Ft. Valley: Beautification of strip between road and private property at northwest corner of Humphreys Street and Ft. Valley Road. 29. Innovation Mesa Art Base: Beautification of setting for future public art on Innovation Mesa at northwest corner of Cedar Avenue and Gemini Road. 30. Route 66 Interpretive Trail: Installations, at various locations along the Route 66 corridor within city limits, of monuments, signs, and pedestrian amenities to celebrate Route 66. 31. Holiday Decorations: Holiday themed, lighted display, at northeast corner of Route 66 and Fourth Street. 32. Vieja Park: Beautification/expansion of the park into city-owned parking area between the park and carwash at the southeast corner of Florence Street and Tombstone Avenue. 33. Library Entry (Art Base): Americans with Disabilities Act front entry plaza retrofit and accommodation of public art piece and the Downtown City Library. 34. Downtown Paver Redux: Reinstallation of all pavers on geo-fabric to prevent subsidence at various Downtown locations. 35. East Flagstaff Gateway (Fourth Street): Revolving art project funding for the installation of art work. 36. Inset Sidewalk Art, Jimmy John's at 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. 37. 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). 38. Joel Montalvo Park Surrounds: Public art component of the larger beautification project at Joel Montalvo Park. 39. Monte Vista: Downtown overhead gateway on North San Francisco Street between Route 66 and Aspen Avenue. 40. Children’s Garden Sculpture at Fox Glenn Park: Garden sculpture in the Children’s Garden at Foxglenn Park. 41. Mosaics at Thorpe Bridge: Mosaics on the river side of the Thorpe Road Bridge over the Rio de Flag. 42. Fort Valley and Humphreys Sculpture: Public art component of the beautification project at the northwest corner of Humphreys Street and Fort Valley Road. 43. Mancuso Mural Conservation Route 66: Conservation of the existing mural on the west facing wall of the Peace Surplus building on Route 66 at Beaver Street. 44. Mural on Centurylink Building: Addition of a mural on the east facing wall of the Centurylink building in Downtown. Annual Financial Plan Page 422 City of Flagstaff 45. Thorpe Sculpture: This project anticipates creating a large scale sculpture at an undetermined location in or near Thorpe Park. Water 1. Lake Mary Water Flow Meters Replacements Evaluation and replacement of the existing plant water meter at Lake Mary Facility. This replacement will improve measurement accuracy of the volume of water leaving the Water Treatment Plant. 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. West / Arrowhead Waterline: Replacement of 1,611 feet of aging water line, water services, pavement, curb and sidewalk along Arrowhead Avenue in Sunnyside Neighborhood. New infrastructure will be installed along West Street from Johnson Avenue to Arrowhead Avenue, and along Arrowhead Avenue from West Street to Route 66. Project is part of the Annual Waterline replacement program. 5. Water Meter Vault Replacement Program: Replace old and outdated water meter vaults that have maintenance and safety issues with newer updated structures. Black Bart’s Fire Service vault to be replaced in FY18. 6. Radio Read Meter Replacements: Annual replacement of water meters to new style radio read meters. 7. Reserve for Improvements: Annual reserve for unanticipated line replacements, oversizing and participation with developers that may occur during the fiscal year. 8. Brannen Subdivision Waterline – Phase 2: Replacement of aging water line, water services, pavement, curb and sidewalk in the Brannen Addition southside neighborhood. Phase 2 of replacements is bounded by O’Leary on the west, Cottage Avenue on the north, Colorado/Lone Tree Street on the east, and Butler Avenue to the south. The existing water and service lines are up to 100 years old and vary in size and material type. Project is part of the Annual Waterline replacement program. 9. Grand Canyon Waterline Replacement: Replacement of 3,800 feet of aging water line, water services, pavement, curb and sidewalk along entire length of Grand Canyon Avenue. New infrastructure will be installed along Grand Canyon Avenue, one block of Spring Street and approximately two blocks of Coconino Avenue. The existing water and service lines are up to 83 years old and vary in size and material type. Project is part of the Annual Waterline replacement program. 10. Lake Mary Water Sedimentation Basins: Rehabilitation of the flocculation and sedimentation basins at the Lake Mary Water Treatment Plant. Includes replacement of all structural, mechanical, electrical and instrumentation associated with the flocculation and sedimentation basins and clarifier drive equipment. Existing basins were installed in 1964 and are beyond their expected asset life. This is a multi-year project totaling $4 million dollars with this first year budgeting the engineering design portion. 11. Woody Mountain Clarifier Engineering Design: Rehabilitation of the clarifier drive equipment and structural beams. Includes replacement of all deteriorated structural members, mechanical rakes and bridge, electrical and instrumentation. Existing clarifier was built in 1960, Original rake assemblies are in Annual Financial Plan Page 423 City of Flagstaff disrepair, structural beams are rusted and need to be recoated. This is a multi-year project totaling $700k dollars with this first year budgeting the engineering design portion. 12. Soliere Waterline Upsizing: This is an oversize reimbursement project. The City is not managing installation of this waterline. Project consists of new water transmission main from pressure relief valve located north of I-40 across from Elk Run Street to the intersection of 4th Street and Soliere Avenue. This waterline will provide a looped water supply to Canyon Del Rio development and is larger than required of the developer to accommodate future growth in the Canyon Del Rio and Little America area. The Utilities Department contribution portion is estimated not to exceed $600,000. 13. Country Club I-40 Transmission Line: Replacement of 900 feet of water transmission line that runs beneath Interstate 40, east of the Country Club off-ramp. This waterline has failed (leaking) and is unable to be repaired in its current condition and location. A new transmission line and 36” casing will be installed underneath I-40 in an ADOT right of way. The existing line is currently valved off and out of commission until this new line is installed. Project is part of the Annual Waterline replacement program. 14. Amberwood Zone B Extension: Design and installation of 7,000 feet of 12 inch PVC water line along Butler Avenue, from Sinagua Heights Drive to Amberwood Street. This new water main will eliminate the need for the existing Amberwood Booster Pump station, improve water quality in Amberwood subdivision and reduce operational costs. This is a multi-year project with this first year budgeting the engineering design portion only. 15. Future Water Rights: Acquisition of water rights and continued development of the water ranch. Preliminary expenditures include the Red Gap Ranch Pipeline feasibility study currently in progress. 16. 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. 17. 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. 18. 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. 19. Route 66 Waterline Improvements: Installation of 4,000 feet of water line and pavement along Route 66 from Test Drive to El Paso Gas Road. This waterline will provide a looped water supply to customers along Route 66 and El Paso Gas Road and is being upsized to accommodate future growth in the eastern edge of City distribution system. 20. 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. 21. 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. Annual Financial Plan Page 424 City of Flagstaff Wastewater 1. CoGEN Improvements: Rebuild or replacement of co-generation Jenbacher engine. Existing engine requires extensive maintenance, requiring a comprehensive engine overhaul and rebuilt cylinder’s. Project needed to support onsite electrical generation operations from digester methane gas. 2. Gas Conveyance 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. Project will increase the flow of digested gas to the existing Jenbacher engine to support co-generation operations. 3. 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 piping leaks. Roof replacement and hot water piping repairs were identified in the Rio WRP 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 consultant 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 the 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. Mikes Pike Sewerline Replacement: Replacement of 1,150 feet of aging sewer line, sewer services, pavement, curb and sidewalk along entire length of Mikes Pike Avenue. New infrastructure will be installed along Mikes Pike Avenue, one block of Kendrick Street and approximately one block of Benton Avenue. The existing 8 inch VCP sewer and service lines are up to 98 years old and are beyond their asset life. Project is part of the Annual Sewerline replacement program. 10. Milton Road Sewer Rehabilitation: Replacement of 200 feet of aging sewer line, sewer services along Milton Avenue from Butler to Phoenix Avenue. City discovered severe corrosion and structural deterioration in an 8-inch diameter cast iron sewer pipe (CIP) located under South Milton Road (between Butler Avenue and Phoenix Avenue). Given the critical location of the sewer and the risk of structural failure due to the pipe deterioration, the City is moving forward with an emergency project to repair and rehabilitate the sewerline. Project is part of the Annual Sewerline replacement program. 11. Rio Plant – Replacement of HVAC System: Replace aging heating, ventilation and air conditioning systems at the Rio WRP facility. Existing HVAC system components are 25 years old, has high annual maintenance costs due to its age and are in need of replacement at this time. Annual Financial Plan Page 425 City of Flagstaff 12. Westside Interceptor- Clay Avenue Wash: Replacement of 1980 feet of undersized 10 inch VCP sewer line, along the Clay Avenue Wash with 24 inch diameter pipe. Oversizing is required to support Council approved growth on the west side of Flagstaff. Project is funded through new user capacity fees. 13. Wildcat Septage & 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. 14. 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. 15. 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 improvement 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. 8” Bottleneck – Reclaimed Line Replacement: Replacement of 6,300 feet of undersized 8 inch PVC reclaimed water line, along Cedar Avenue from Buffalo Park storage tank to Ellen Street. Oversizing is required to increase reclaimed supply into the distribution from the Wildcat Hill Water Reclamation Plant. 2. Advanced Treatment Concept Design and Public Outreach: Engineering analysis and planning-level cost evaluation study of the advanced water treatment facilities necessary to treat 10 million gallons per day of tertiary effluent to drinking water standards at the Wildcat Hill Wastewater Treatment Plant Study is aimed at direct potable reuse of recycled water in the future. This planning-level cost evaluation is the purpose of this engineering study. 3. Bushmaster Park Reclaimed Pump Station: Design and construction of new reclaim water pump station located in Bushmaster Park. This project is necessary for utility operations in order to provide more reclaimed water to the reclaimed water distribution system and the Buffalo Park storage tank. 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 the central business district. 2. Spot Improvement – Annual: Annual Maintenance of the storm drain system. 3. Spot Improvement – Fanning / Lockett Culvert Construction: Construction of a new culvert at Fanning and Lockett to pass the 100 year storm event. 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. Scale House Remodel: Appropriation for remodeling the Cinder Lakes Landfill Scale House. Annual Financial Plan Page 426 City of Flagstaff 3. Storage Areas for Hazardous Products Center and Maintenance Building: Addition of storage areas to accommodate increased need for storage at the Hazardous Products Center and Maintenance Building at the Cinder Lakes Landfill. 4. 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. 5. 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. 6. Observatory Mesa Improvements: This is part of the Open Space program, enhancing recreation opportunities through improvements and development of trail and parking areas, informational and interpretive signs. 7. Picture Canyon Trails Improvements: This is part of the Open Space program providing recreation opportunities through improvements and development of trails and interpretive support facilities at Picture Canyon Natural and Cultural Preserve. 8. Schultz Creek Trail Improvements: These funds will be used to construct the Schultz Creek Trailhead on City property along Schultz Pass Road. This will include an unimproved parking area for approximately 20 vehicles, culverts for drainage, an entry kiosk, two interpretive signs, trail signs, and portable toilets. Airport 1. Runway 321 Mill and Overlay Construction: Construction for project that 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. 2. 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. 3. Runway Mill and Overlay Design: Design for project that 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. 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. Annual Financial Plan Page 427 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 interrelated. 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 2018 is estimated as indicated in the following table. Incremental Impact of Capital Budget on Fiscal Year 2017 - 2018 Operating Budget New Debt Service General Government (General Obligation) New Operations and Maintenance General Funds FUTS Funds BBB Funds Water / Wastewater / Reclaimed Water Funds Stormwater Fund Solid Waste & SEMS Funds Total FY17 $ 1,025,000 6,005 6,225 6,000 10,000 Operating Budget $161.7 M CIP Impact $28.2 K Capital Budget 140.3 M $ 1,053,230 The new FY 2018 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 GO bonds within the General Government program will be paid out of the Debt Service Fund with secondary property tax revenue. The table on the following page lists the CIP projects budgeted for completion during FY 2018 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 during the current budget year. Annual Financial Plan Page 428 City of Flagstaff Fiscal Year 2017 - 2018 CIP Projects and Operating and Maintenance Budget Impacts Fund Program and Project Name General Government Core Services Maintenance Facility Court Facility USGS Building Annual Impact General General General TBD TBD TBD FUTS Cedar Trail Sheep Crossing Trail Switzer Canyon Trail FUTS FUTS FUTS 65 3,445 2,495 BBB Lake Mary/Beulah City Gateway Joel Montalvo Park Surrounds BBB BBB 4,725 1,500 Stormwater 6,000 Solid Waste and Sustainability Environment Management Stormwater Infrastructure Solid Waste South Borrow Pit Road/Scale Design/Construction Solid Waste Alternative Liner Test Plots Solid Waste Core Services Maintenance Facility Solid Waste 1,000 2,000 2,000 5,000 Stormwater Bow and Arrow Wash Total Operating Impact of FY 2017 - 2018 CIP Projects $ 28,230 Within the General Government Program, the operating and maintenance estimates for the Core Services Maintenance Facility, the Court Facility and the USGS Building Replacement will be determined upon finalized planning of each project. 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 $6,005. Beautification has six projects expected to be completed in FY 2018, all of which will require annual maintenance. The projected annual impact is $6,225. The project within the Stormwater Program consist of operating and maintenance costs in maintaining City stormwater infrastructure. The projected annual impact is estimated at $6,000. Solid Waste and SEMS have four projects being completed in FY 2018 that will require annual maintenance. The projected annual impact will be $10,000. Annual Financial Plan Page 429 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 2021-2022 Program and Project Name General Government FUTS/Open Space Land Acquisitions USGS Miscellaneous Buildings Fund 2018-2019 2019-2020 2020-2021 2021-2022 Total 100,400 213,500 - - 213,500 100,400 427,000 Transportation Transportation Transportation 5,500 - 2,675 2,000 - - 5,500 2,000 2,675 FUTS FUTS FUTS FUTS FUTS 1,440 120 425 - 1,320 925 - - 1,440 120 1,320 425 925 1,550 100 1,500 750 1,000 1,500 - 4,725 - 250 250 - 1,550 100 1,500 750 1,000 1,500 4,725 250 250 Utilities Utilities 7,500 - 2,500 - 2,500 - 10,000 2,500 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 Mobile Haven Univ. Heights and S. Litzler Storm Drains Penstock Wash Crossings N. Sunset Drainage Improvements Stormwater Stormwater Stormwater Stormwater Stormwater Stormwater Stormwater Stormwater Stormwater Stormwater Stormwater Stormwater Stormwater Stormwater 3,000 3,000 - 2,000 2,000 2,000 - 2,000 1,000 1,000 1,000 1,000 - 2,000 2,000 1,000 1,000 3,000 3,000 2,000 2,000 2,000 2,000 1,000 1,000 1,000 1,000 2,000 2,000 1,000 1,000 Solid Waste and Sustainability Environment Management Cell Preparation Fees Solid Waste - - - 50,000 50,000 20,000 5,000 - - - 20,000 5,000 366,285 18,145 11,000 269,500 664,930 Streets Beulah Blvd/University Drive Traffic Signal Program Country Club/Oakmont FUTS Fourth Street Trail Florence - Walnut Underpass Lone Tree Trail Pine Knoll Trail Marshall Trail BBB East RT 66 - South Edge: Fanning to RT 66 Northwest Corner Humphreys and Ft. Valley Corner of Milton and RT 66 Santa Fe Triangle - Pocket Park Corner Milton RT 66 Urban Forest City Gateway at I-17/Milton Road Highest Point of RT 66 Southside Triangle Water/Wastewater/Reclaimed Water New Well and Pumphouse Cheshire Tank Upgrade Airport Runway Rehab/Reconstruction Non-Revenue Parking Total Operating Impacts Capital Projects Capital Projects BBB BBB BBB BBB BBB BBB BBB BBB BBB $ Fund Fund Fund Fund Fund Fund Fund Fund Fund Airport Airport $ As shown above, a total of 38 CIP projects are projected to produce approximately $664,930 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 years shown. Annual Financial Plan Page 430 City of Flagstaff Annual Financial Plan City of Flagstaff Capital Improvement Program Summary Fiscal Years 2018-2022 Budget 2016-2017 Beginning Balance Resources Debt Grants Pay-as-you-go Total Resources $ Page 431 Expenditures General Government Streets/Transportation Flagstaff Urban Trails System BBB: Beautification BBB: Arts and Science BBB: Recreation Utilities: Water Utilities: Wastewater Utilities: Reclaimed Water Stormwater Utility Solid Waste and SEMS Airport Total Expenditures Ending Balance $ Estimate 2016-2017 Budget 2017-2018 2018-2019 2019-2020 2020-2021 Total Plan 2021-2022 - - - - - - - - 27,576,815 5,485,349 75,909,806 108,971,970 12,895,591 6,756,009 7,569,127 27,220,727 48,767,939 5,873,040 85,667,354 140,308,333 21,000,000 1,593,044 45,036,106 67,629,150 2,312,920 1,385,185 30,927,878 34,625,983 11,500,000 1,050,830 21,422,569 33,973,399 1,500,000 1,050,830 19,335,415 21,886,245 97,976,450 17,708,938 209,958,449 325,643,837 44,009,634 28,028,033 3,797,713 4,303,050 227,500 1,285,927 8,906,247 7,494,920 105,720 3,450,775 2,594,998 4,767,453 108,971,970 3,362,679 6,745,127 218,280 251,360 90,000 259,054 4,908,047 1,403,122 105,720 2,969,708 185,998 6,721,632 27,220,727 53,698,791 45,053,789 3,798,082 3,891,890 332,500 1,521,873 13,173,325 10,187,923 910,000 2,300,861 780,446 4,658,853 140,308,333 21,400,000 15,485,150 550,000 675,000 170,000 14,670,000 11,519,000 1,150,000 600,000 310,000 1,100,000 67,629,150 2,643,103 11,738,955 550,000 1,400,000 95,000 9,024,425 4,464,500 600,000 3,010,000 1,100,000 34,625,983 10,000,000 6,800,399 700,000 100,000 7,000,000 4,563,000 50,000 600,000 2,710,000 1,450,000 33,973,399 7,819,245 900,000 100,000 7,000,000 2,600,000 7,000 600,000 1,760,000 1,100,000 21,886,245 91,104,573 93,642,665 5,116,362 7,818,250 887,500 1,780,927 55,775,797 34,737,545 2,222,720 7,670,569 8,756,444 16,130,485 325,643,837 - - - - - - - - City of Flagstaff Annual Financial Plan City of Flagstaff Capital Improvement Program Summary Fiscal Years 2018-2022 Budget 2016-2017 General Government General Fund Facilities Improvements Microwave Network Brownfields Assessments (2015 & 2017) $ Library Fund East Flagstaff City Library Youth Restroom Construction - Page 432 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 Flagstaff Housing Authority Fund Housing Building Completion Total General Government 196,000 604,330 - 40,000 260,384 - - Budget 2017-2018 2019-2020 2020-2021 2021-2022 336,000 81,666 806,017 - - - - 376,000 342,050 806,017 30,000 - - - - 30,000 - - 2,546,998 25,578,241 9,468,344 - 166,704 21,500,100 29,975,119 - 315,000 - 91,104,573 330,065 902,517 1,635,211 1,486,750 24,675,724 3,520,213 400,000 2,000,000 26,500 8,045,100 10,000,000 166,704 12,500,100 9,947,321 9,000,000 10,000,000 44,009,634 27,798 3,362,679 Total Plan 2018-2019 1,416,815 21,280,889 2,440,000 $ Estimate 2016-2017 315,000 53,698,791 21,400,000 330,183 2,312,920 - 2,643,103 10,000,000 10,000,000 City of Flagstaff City of Flagstaff Annual Financial Plan Capital Improvement Program Summary Fiscal Years 2018-2022 Budget Estimate Budget 2016-2017 2016-2017 2017-2018 Total 2018-2019 2019-2020 2020-2021 2021-2022 Plan Streets / Transportation Streets - HURF Street Improvement Program 4,182,000 1,782,000 4,588,920 2,232,698 1,383,533 698,996 684,537 793,099 - - - Minor Transportation Improvements 50,000 50,000 50,000 50,000 50,000 50,000 50,000 300,000 Reserve for Improvements 50,000 50,000 50,000 50,000 50,000 50,000 50,000 300,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 90,000 149,000 26,368 122,632 - - - - 149,000 Sunnyside Sidewalk Replacement Program Business F 40 Overlay $ 2,277,352 2,322,899 2,416,745 15,620,614 2,176,632 Transportation Tax Funded Safety Improvements Transportation Planning and Programming 25,000 25,000 25,000 25,000 25,000 - - 100,000 HSIP Program 75,000 75,000 75,000 75,000 75,000 - - 300,000 Page 433 Franklin Safety Improvements 437,626 7,135 32,865 - - - - 40,000 Fourth Street Safety Improvements 161,708 57,826 103,882 - - - - 161,708 Lonetree Pedestrian Improvements 150,000 - 150,000 - - - - 150,000 La Plaza Vieja Traffic Improvements 350,000 - - - - 350,000 Bike/Pedestrian and Safety Improvement 125,000 78,000 172,000 - - 500,000 395,084 93,295 762,051 855,346 Brannen Homes Sidewalk Traffic Signal Program - - - - 350,000 125,000 125,000 - - - - - 50,000 - - 50,000 Butler/Huntington Adaptive Signal Control 908,850 121,430 787,420 - - - - 908,850 Switzer/Turquoise Roundabout 292,658 53,000 647,533 - - - - 700,533 SF/Franklin Signal - - 400,000 - - - - 400,000 Mall Way/East Rt 66 Signal - - - 400,000 - - - 400,000 Sparrow Pedestrian Improvements - - - 400,000 - - - 400,000 Street Improvements City of Flagstaff Transportation Planning and Programming 65,000 65,000 65,000 65,000 65,000 - - 260,000 Reserve for Transportation Improvements 184,700 184,700 193,900 203,600 213,800 - - 796,000 Lockett Transportation Study 100,000 124 99,876 - - - - 100,000 Auto Mall Lot Assessment for Harkins 150,000 - - - - - - Soliere Avenue - Fanning Wash Crossing 250,000 - 250,000 - - - - 250,000 Transportation Master Plan 250,000 - 250,000 - - - - 250,000 Southside Curbs 300,000 - 300,000 - - - - 300,000 Fourth Street Bridge/I-40 Design Industrial Drive - Huntington to Purina - Phase 3 350,000 800,920 290,000 3,181,735 - - - - 350,000 3,305,735 - 7,292,645 Beulah Boulevard/University Drive Reserve for Development Contributions Country Club/Oakmont 60,000 124,000 2,567,645 - 7,292,645 100,000 - 200,000 - - - - - - 100,000 - - - 300,000 1,115,000 - - - 1,115,000 Northbound Milton/Butler Right Turn Lane - - Butler/4th Intersection Reconstruction - - Major Road Reconstruction (Streets) - - - - Fourth Street Reconstruction - - - - Fourth Street Improvements 2,275,000 - 400,000 - 2,693,259 - 3,235,753 - - - - 400,000 - - - 3,235,753 526,062 - - 526,062 2,016,741 - - 2,016,741 - - 2,693,259 - City of Flagstaff Annual Financial Plan Capital Improvement Program Summary Fiscal Years 2018-2022 Budget Estimate Budget 2016-2017 2016-2017 2017-2018 Total 2018-2019 2019-2020 2020-2021 2021-2022 Plan Streets / Transportation Road Repair and Street Safety Pavement Maintenance 3,000,000 400,000 5,100,000 2,000,000 1,000,000 1,000,000 1,000,000 10,500,000 Utility Replacements and Overlays 4,062,309 669,846 8,474,366 3,625,000 3,975,000 3,300,000 3,200,000 23,244,212 Zuni Drive 2,340,000 689,564 3,100,436 - - - - 3,790,000 Lockett Avenue 1,782,000 718,843 2,606,962 - - - - 3,325,805 Pullium Drive - East Route 66 700,000 700,000 1,888,770 225,000 400,000 1,275,000 - - 1,500,000 - - - 2,988,770 1st Avenue - - - - - 62,500 187,500 250,000 Mountain Drive - - - - - - 300,000 300,000 Colanthe Avenue - - - - - - 600,000 600,000 7,819,245 93,642,665 Total Streets / Transportation $ 28,028,033 6,745,127 45,053,789 15,485,150 11,738,955 6,800,399 Page 434 City of Flagstaff City of Flagstaff Capital Improvement Program Summary Annual Financial Plan Fiscal Years 2018-2022 Budget 2016-2017 Estimate 2016-2017 Budget 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 Total Plan FUTS Fund FUTS Special Projects and Unprogrammed Work FUTS Signage Program Country Club FUTS Trail Lone Tree Trail - Sinclair Wash to Pine Knoll Drive Ponderosa Trail Rehabilitation Cedar Trail - Turquoise Drive to Arizona Trail Mall Transfer Center Trail Realignment Fourth Street Trail - Huntington to Butler Pine Knoll Trail - San Francisco to Lone Tree Sheep Crossing Trail Switzer Canyon Trail Downtown Underpass BNSF Walnut - Florence Underpass Florence - Walnut Underpass Lone Tree Trail - Sawmill Road Sinclair Wash Marshall Trail Page 435 Total FUTS Fund $ 50,000 90,812 3,879 99,843 12,449 30,000 34,640 135,504 114,737 435,000 320,000 2,290,149 108,300 72,400 - 21,048 24,204 1,119 3,248 8,914 42,896 23,767 75,592 15,050 2,442 - 50,000 46,608 20,000 21,392 76,590 51,841 501,312 646,666 165,000 2,112,815 105,858 - 50,000 150,000 250,000 100,000 50,000 250,000 250,000 - - 171,048 70,812 1,119 20,000 24,640 85,504 94,737 525,079 722,258 165,000 2,127,865 258,300 500,000 350,000 $ 3,797,713 218,280 3,798,082 550,000 550,000 - - 5,116,362 City of Flagstaff City of Flagstaff Capital Improvement Program Summary Annual Financial Plan Fiscal Years 2018-2022 Budget 2016-2017 Page 436 BBB Funds Arts and Science 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 at Beaver Joel Montalvo Park Surrounds Monte Vista Childrens Garden Sculpture FoxGlenn Mosaics at Thorpe Bridge FT Valley and Humphreys Sculpture Manusco Mural Conservation RT 66 Mural on Century link Building Buffalo Park Sculpture Library Sculpture Crosswak Art Aural Sculpture Route 66 FUTS Rest Area Site NAIPTA Bus Wraps NAIPTA Bus Stops Art for Banner Sign Holders Aural History Kiosks TBD City of Flagstaff BBB Recreation Bushmaster Park Improvements Flagstaff Recreation Center, Replace Four (4) Tennis Courts 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 Drainage Improvements Cogdil Resurface BB Court, Ponderosa, Patch and Repair Court New Restrooms - Buffalo Park and Thorpe Park Upgrade Playground Equipment - Univ. Highlands, Mobile Haven, Smokerise Beautification Streetscape 4th Street Corridor Improvements Fort Valley Road Enhancements North Edge - Lockett to Route 66 Along Kaspar Train Station Platform $ Estimate 2016-2017 Budget 2017-2018 2018-2019 10,000 50,000 100,000 10,000 170,000 2019-2020 10,000 40,000 45,000 95,000 2020-2021 10,000 25,000 15,000 50,000 100,000 2021-2022 10,000 10,000 20,000 60,000 100,000 Total Plan 10,000 50,000 25,000 50,000 42,500 20,000 10,000 10,000 10,000 227,500 10,000 50,000 10,000 10,000 10,000 90,000 25,000 100,000 10,000 20,000 35,000 20,000 45,000 40,000 10,000 2,500 25,000 332,500 10,000 50,000 25,000 100,000 60,000 10,000 10,000 20,000 35,000 20,000 45,000 40,000 10,000 2,500 25,000 50,000 100,000 10,000 40,000 45,000 25,000 15,000 10,000 20,000 110,000 887,500 68,351 465,626 70,000 42,000 75,000 126,000 10,000 35,000 150,000 243,950 - 68,351 23,779 75,000 35,000 4,000 52,924 - 441,847 70,000 42,000 126,000 10,000 146,000 191,026 45,000 300,000 - - - - 68,351 465,626 70,000 42,000 75,000 126,000 10,000 35,000 150,000 243,950 45,000 300,000 1,285,927 259,054 150,000 1,521,873 - - - - 150,000 1,780,927 1,570,800 50,000 348,600 365,700 7,826 357,874 - - - - 365,700 City of Flagstaff Capital Improvement Program Summary Annual Financial Plan Fiscal Years 2018-2022 Budget 2016-2017 Page 437 Beautification Streetscape (continued) Lake Mary/Beulah City Gateway Downtown Green Downtown Tree Wells Gutter Diversions - Sustainable Streets US 89 Medians Downtown Non-Gateway (Jimmy Johns) Buffalo Parking Enhancements Milton Avenue - North Edge Joel Montalvo Park Steve's Boulevard Corners South Edge - East Route 66 Frances Short Pond Master Plan Urban Forest City Gateway at I-17/Milton Road Stem City Platforms (parklets) Santa Fe Triangle - Pocket Park Milton & Butler Drainage McAllister Route 66 Interpretive Plaza N/W Corner Humphreys & Ft. Valley Innovation Mesa Art Base Route 66 Interpretive Trail Holiday Decorations Vieja Park Library Entry (art base) Downtown Paver Redux Highest Point of Route 66 in AZ Minor City Gateway Signs Southside Triangle Historic District Signs Phoenix Ave - SF to Mike's Pike Phoenix Parking Plaza To Be Determined - Future Projects Total BBB Funds $ Estimate 2016-2017 Budget 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 Total Plan 198,139 125,000 250,000 165,391 290,815 250,000 250,000 11,300 211,151 66,154 50,000 50,000 50,000 4,303,050 9,269 125,000 20,000 45,156 29,140 4,969 10,000 251,360 188,870 230,000 165,391 245,659 250,000 250,000 261,300 366,611 76,185 250,000 115,000 50,000 50,000 50,000 50,000 100,000 50,000 50,000 50,000 125,000 60,000 100,000 250,000 150,000 3,891,890 75,000 50,000 50,000 50,000 100,000 150,000 150,000 50,000 675,000 50,000 300,000 50,000 50,000 50,000 75,000 75,000 750,000 1,400,000 50,000 50,000 100,000 100,000 400,000 700,000 250,000 250,000 400,000 900,000 198,139 125,000 250,000 165,391 290,815 250,000 250,000 261,300 395,751 81,154 250,000 200,000 200,000 400,000 200,000 50,000 100,000 50,000 50,000 50,000 125,000 60,000 200,000 400,000 300,000 100,000 50,000 75,000 75,000 350,000 350,000 1,550,000 7,818,250 5,816,477 600,414 5,746,263 845,000 1,495,000 800,000 1,000,000 10,486,677 City of Flagstaff City of Flagstaff Annual Financial Plan Capital Improvement Program Summary Fiscal Years 2018-2022 Budget Estimate Budget 2016-2017 2016-2017 2017-2018 Total 2018-2019 2019-2020 2020-2021 2021-2022 Plan Water/Wastewater/Reclaimed Water Water Reserve for Improvements Aging Water Infrastructure Replacement (AWIR) $ 300,000 300,000 300,000 300,000 300,000 300,000 300,000 1,800,000 2,565,081 835,880 461,733 3,200,000 3,000,000 3,000,000 3,000,000 13,497,613 950,000 400,000 400,000 400,000 3,650,000 Radio Read Meter Replacements 850,000 380,958 1,119,042 Future Water Rights 549,002 266,543 282,459 Water Meter Vault Replacement Program - - 150,000 150,000 150,000 150,000 150,000 549,002 750,000 Rio de Flag Waterline Relocations 199,000 199,000 - - - 996,843 590,133 406,710 - - - - 996,843 Hydrological Studies 224,632 65,632 159,000 - - - - 224,632 85,000 85,000 678,000 - Westside Waterline Expansion - 4,000,000 - McCallister Well, Pump and Building Route 66 Waterline Improvements - - 4,199,000 - - - - 85,000 678,000 - - - - 678,000 88,382 433 87,949 - - - - 88,382 Facility Improvements 150,000 30,600 119,400 - - - - 150,000 Communication Towers for Operations 317,807 275,724 99,015 - - - - 374,739 WTP Security and SCADA Improvements 227,500 149,883 77,617 - - - - 227,500 Well Pumphouse Improvements 175,000 52,600 122,400 - - - - West/Arrowhead Waterline Page 438 New Well and Pumphouse 1,500,000 - 3,300,000 3,000,000 1,500,000 - - - - - - - - - 950,000 950,000 1,900,000 Cheshire Tank Upgrade - - - - - 700,000 700,000 1,400,000 Brannen Subdivision Waterline-Phase I - - - - - - 1,367,468 Brannen Subdivision Waterline - Phase 2 - 1,300,000 - - - - 1,300,000 Grand Canyon Waterline - 1,650,000 - - - - 1,958,193 LMWTP Sedimentation Basins (Floculations) - - 4,300,000 308,193 - 2,000,000 2,000,000 - 470,000 100,000 - - 670,000 - - 600,000 - - - 1,800,000 - - - 660,000 - - 1,424,425 Woody Mountain Clarifier Engineering Design - - 100,000 - - 600,000 Country Club I-40 Transmission Line - - 1,800,000 Amberwood Zone B Extension - - 60,000 Lonetree 16" Transmission Line - - - 4,908,047 150,000 300,000 Soliere Waterline Upsizing 8,906,247 - 175,000 10,800,000 Switzer Canyon Transmission Line - - 1,500,000 Water System Master Plan 1,367,468 150,000 1,500,000 13,173,325 600,000 14,670,000 - 1,424,425 9,024,425 7,000,000 7,000,000 55,775,797 City of Flagstaff City of Flagstaff Annual Financial Plan Capital Improvement Program Summary Fiscal Years 2018-2022 Budget Estimate Budget 2016-2017 2016-2017 2017-2018 Total 2018-2019 2019-2020 2020-2021 2021-2022 Plan Water/Wastewater/Reclaimed Water Wastewater WWTP Security and SCADA Improvements 73,000 54,608 18,392 - - - - 73,000 1,280,261 84,259 1,196,002 - - - - 1,280,261 Wildcat - Septage and Grease Station 760,288 31,745 Westside Interceptor Improvements 600,000 - Rio Plant - Replace UV System Gas Conveyance & Improvements WWTP Energy Efficiency Program Wildcat - Centrate Wildcat - Micro Carbon Feed Addition COGEN Improvements Wildcat - Facility Improvements Rio - Facility Improvements-Plant Rio de Flag Sewer Relocates Page 439 Aging Sewer Infrastructure Replacements - - 728,543 - - - - 760,288 1,100,000 - - - - 1,100,000 - - - 88,125 - - - 2,797,770 349,920 88,125 72,462 349,920 349,920 - - - - - 50,000 50,000 - - - - - 50,000 283,936 - 283,936 - - - - 283,936 4,688 - 4,688 - - - - 4,688 60,000 60,000 - - - - - 60,000 242,000 1,493,057 Wildcat - Solids Disposal 200,000 Reserve for Improvements 300,000 300,128 - 1,725,308 - 1,797,770 - 1,000,000 4,000,000 - 1,192,929 1,050,000 1,800,000 400,000 3,276,000 1,732,000 300,000 300,000 300,000 300,000 100,000 1,800,000 300,000 1,800,000 300,000 4,000,000 7,943,057 5,408,000 1,800,000 Mikes Pike Sewerline Replacement - 2,250,000 - - - - Milton Road Sewerline Rehabilitation - - 300,000 - - - - 2,350,000 300,000 Rio WRP HVAC Replacement - - 300,000 - - - - 300,000 300,000 1,000,000 Westside Interceptor Clay Ave Wash Oversizing - - 700,000 - - - Wildcat Gas Conveyance System Improvements - - - 493,000 - - - 493,000 Wildcat Gen Bacher Rebuild - - - 600,000 - - - 600,000 100,000 Wildcat Repair Digester #2 - - - Wildcat New Digester #3 - - - - 520,000 Sewer/Reclaimed Water Master Plan - - - - 112,500 - - Rate Study - Sewer Portion - - - - - 63,000 - 63,000 Westside Inceptor Thompson-Kaibab Oversizing - - - - - 500,000 - 500,000 7,494,920 1,403,122 10,187,923 11,519,000 - 4,464,500 1,900,000 4,563,000 500,000 2,600,000 100,000 2,920,000 112,500 34,737,545 City of Flagstaff City of Flagstaff Annual Financial Plan Capital Improvement Program Summary Fiscal Years 2018-2022 Budget Estimate Budget 2016-2017 2016-2017 2017-2018 Total 2018-2019 2019-2020 2020-2021 2021-2022 Plan Water/Wastewater/Reclaimed Water Reclaimed Water - - - - - Rate Study - Reclaimed Portion Buffalo Tank Chlorination 105,720 - 105,720 - - - - - 7,000 7,000 Sewer/Reclaim Master Plan - - - - - 50,000 - 50,000 - - - 1,250,000 - - - - 50,000 7,000 2,222,720 11,613,000 9,607,000 92,736,062 8" Bottleneck - Reclaimed Line Replacement - - 100,000 Advanced Treatment Concept Design & Public Outreach - - 100,000 Bushmaster Park Reclaimed Pump Station - - 710,000 Total Water, Wastewater, and Reclaimed Water $ 1,150,000 105,720 100,000 105,720 105,720 910,000 1,150,000 16,506,887 6,416,889 24,271,248 27,339,000 13,488,925 710,000 Page 440 City of Flagstaff City of Flagstaff Annual Financial Plan Capital Improvement Program Summary Fiscal Years 2018-2022 Budget Estimate Budget 2016-2017 2016-2017 2017-2018 Total 2018-2019 2019-2020 2020-2021 2021-2022 Plan Stormwater Utility Spot Improvements Annual $ Phoenix Avenue Culvert Design Phoenix Avenue Culvert Construction 5 Points 75,000 75,000 75,000 75,000 75,000 75,000 75,000 450,000 75,000 150,000 - - - - - 150,000 230,000 215,414 - - - - - 215,414 9,618 - - - - - - Rio Culvert Construction 171,917 - - - - - - Fanning/Lockett Culvert Construction 435,992 - - - - Shultz Creek Design Phase I 1,150,000 550,000 1,700,000 42,887 - - - - - - - Cottage and Elden 250,000 - - - - - - - Columbia Circle 300,000 - - - - - - - - Drainage Spot Improvement - Rio De Flag Project 1,860,361 Rio Parking Replacement Page 441 Total Stormwater Utility $ 3,450,775 429,294 950,000 2,969,708 1,675,861 2,300,861 525,000 525,000 525,000 525,000 2,100,000 - - - - 2,105,155 - - - - 950,000 600,000 600,000 600,000 600,000 7,670,569 City of Flagstaff City of Flagstaff Annual Financial Plan Capital Improvement Program Summary Fiscal Years 2018-2022 Budget Estimate Budget 2016-2017 2016-2017 2017-2018 Total 2018-2019 2019-2020 2020-2021 2021-2022 Plan Solid Waste Alternative Liner Test Plots $ Truck Barn and LEED Retrofit Stormwater Infrastructure South Borrow Pit Design/Roads/Scales - - - - 1,936,000 275,000 36,000 - 275,000 - - - - - 36,000 64,000 64,000 64,000 10,000 10,000 10,000 10,000 168,000 200,000 50,000 150,000 - - - 3,200,000 Scale House Remodel - - 25,000 - - - - 25,000 Storage Areas for HPC and Maint Bldg - - 45,000 - - - - 45,000 Methane Gas Collection Wells - - - - 2,800,000 Cell Preparation Fees 2,475,000 150,000 559,000 300,000 310,000 3,000,000 275,000 3,010,000 2,500,000 200,000 1,750,000 1,950,000 2,710,000 1,760,000 8,499,000 Sustainability and Environmental Management Schultz Creek Trail Improvements Page 442 - - 23,000 - - - - 23,000 Picture Canyon Trail Improvements 79,998 29,998 124,446 - - - - 154,444 Observatory Mesa Improvements 40,000 6,000 74,000 - - - - 80,000 2,594,998 185,998 780,446 Total Solid Waste & SEMS $ 310,000 3,010,000 2,710,000 1,760,000 8,756,444 City of Flagstaff City of Flagstaff Annual Financial Plan Capital Improvement Program Summary Fiscal Years 2018-2022 Budget Estimate Budget 2016-2017 2016-2017 2017-2018 Total 2018-2019 2019-2020 2020-2021 2021-2022 Plan Airport Sustainability Master Plan $ Master Plan Update Runway 321 Mill and Overlay Design Runway 321 Mill and Overlay Construction 90,208 90,208 600,000 289,600 310,400 - 90,208 - - 600,000 194,641 90,192 - - - - 284,833 6,147,183 4,093,533 - - - - 10,240,716 164,728 - - - - 164,728 - - 164,727 - 350,000 - - - - $ - - 284,833 Airport Drainage Improvements - Design - ADOT Total Airport - - 3,277,685 AIR - Wildlife Hazard Assessment FAA Future Projects - FAA - 4,767,453 6,721,632 4,658,853 350,000 - 350,000 1,100,000 1,100,000 1,100,000 1,100,000 4,400,000 1,100,000 1,100,000 1,450,000 1,100,000 16,130,485 Page 443 City of Flagstaff City of Flagstaff Unfunded Capital Improvements FY 2018- 2027 Revised 04/19/2017 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 General Government Police Department Radio System upgrades ($400K/yr for 10-years) Metal Building on Commerce Site Dispatch Expansion Police Admin. Facility Expansion $ 4,000,000 3,000,000 300,000 2,650,000 9,950,000 Fire Department Signal Pre-emption Station 4 - Facility replacement (not land) Station 10 - AC unit installations Station 7 - Planning & Engineering (JWP area) Training Center Facility Improvements (structure) Training Center Ground Improvements 965,000 2,750,000 30,000 3,500,000 1,500,000 800,000 9,545,000 Municipal Facilities Police/Fire (Station 7) Shared Facility Downtown Parking Garage City Hall Annex Records Storage Facility City Hall Main Entry Redesign TBD 25,000,000 3,750,000 250,000 500,000 29,500,000 Total General Government 48,995,000 Public Works Streets Sunnyside Neighborhood Improvements Annual Financial Plan Page 444 5,000,000 5,000,000 City of Flagstaff City of Flagstaff Unfunded Capital Improvements FY 2018- 2027 Parks Buffalo Park Improvements Cheshire Park Improvements Christensen Park Development Clay Basin West Park Development Continental Regional Park Phase I Continental Regional Park Phase II Mogollon Yard Restoration Lake Mary Regional Park Development 1,328,000 5,570,000 9,766,000 13,708,000 30,616,000 16,100,000 TBD 25,146,000 102,234,000 Cemetery Veteran's Section Expansion & Cremains (3'x3' plots) Garden Design Cemetery Road Network Improvements Cemetery Master Plan Cemetery Entrance at Lone Tree/Woodlands 185,000 TBD TBD 728,000 913,000 Recreation Aquaplex Expansion - 25 meter Competitive Lap Pool - 50 meter Snow Play Area Girls Softball Facility Second Sheet of Ice at Jay Lively Activity Center Special Events Facility/Venue 6,000,000 20,000,000 5,640,000 TBD TBD TBD 31,640,000 Total Public Works $ 139,787,000 Transportation Priority 1 2 3 4 Fourth St./I-40 Overpass & Roadway J. Wesley Powell Blvd - Pine Canyon to S. Fourth St. Yale/Plaza Way/Metz Walk Backage Rd. J. Wesley Powell Blvd - Airport to Lake Mary Rd. 5 6 7 Lone Tree Corridor Rte 66 to Butler Ave Pine Knoll to J Wesley Powell Blvd Sawmill to Pine Knoll 50,000,000 47,900,000 TBD 8 9 10 11 Steves Blvd. / Lakin Realignment Old Walnut Canyon Road Paving Milton Rd. Corridor Improvements (ADOT Partnership) Riordan Ranch St. Backage Rd. 1,550,000 1,700,000 13,000,000 2,000,000 Annual Financial Plan Page 445 $ 10,000,000 25,000,000 3,000,000 8,000,000 City of Flagstaff City of Flagstaff Unfunded Capital Improvements FY 2018- 2027 Transportation (continued) Priority 12 13 14 15 16 17 18 Beulah Blvd - Airport T.I. to L. Mary Rd. Woody Mtn Loop - Rte 66 to I-17 I-17/Woody Mtn Rd Traffic Interchange E. Butler Ave Extension to Section 20 Empire Ave. Extension to E. Rte 66 Ponderosa Parkway Extension (Rt. 66 to the north) Linda Vista Extension (Fanning to 89N) 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 TBD Airport Capital Airport Paid Parking Structure $ 8,000,000 Total Economic Vitality $ 8,000,000 Community Investment Urban Trails Bow & Arrow Trail - Lone Tree to AZ Trail Downtown Underpass Linda Vista Trail - Linda Vista to Winifred Ranch Trail Santa Fe West Trail - Clay Ave. to Railroad Springs Santa Fe West Trail - Walnut to Rio Woodlands Trail - Rte 66 to Santa Fe West Annual Financial Plan Page 446 $ 75,000 550,000 175,000 200,000 1,050,000 200,000 2,250,000 Total Urban Trails $ 2,250,000 City of Flagstaff City of Flagstaff Unfunded Capital Improvements FY 2018- 2027 Utilities Water Water Distribution North Reservoir Treatment Plant Woody Mountain Booster Station Main Tank Rehabilitation Christmas Tree Tank Rehabilitation Paradise Tank Rehabilitation Kinlani Booster Station Upgrade $ Water Production 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 1,200,000 450,000 2,400,000 1,000,000 500,000 650,000 4,000,000 4,000,000 14,000,000 12,000,000 220,000,000 260,200,000 Wastewater Wastewater Treatment Improvements (Monitoring) (Div 57) Rio WRP-Back up Electrical Generator Rio WRP-Filter Expansion, TF-1 Wildcat WWTP-Improve baffling and weirs at secondary clarifiers Wildcat WWTP-Add post anoxic zone Wildcat WWTP-Add initial anaerobic zone Wildcat WWTP-Replace all three anoxic mixers on IFAS Wildcat WWTP-Plant influent isolation valve, vault and actuator Wildcat WWTP-Rebuild top-end of Jenbacher engine unit on co-gen equipment Wildcat WWTP-Replace activated carbon for odor control on primary and centrifuge air handlers Design of WWTP Plant Expansion 5MG WWTP Plant Expansion-5 MGD Wastewater Collection/Reclaim Distribution Flagstaff Interceptor (Butler to CCC) Reclaim Storage Continental Reclaim Line Replacement Annual Financial Plan Page 447 400,000 550,000 480,000 2,152,000 2,400,000 150,000 280,000 500,000 200,000 9,600,000 80,000,000 96,712,000 5,600,000 2,000,000 2,000,000 9,600,000 City of Flagstaff City of Flagstaff Unfunded Capital Improvements FY 2018- 2027 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 Walapai Drainage Improvements (TBD) Rio de Flag Flood Control Project Annual Financial Plan 5,595,037 5,351,513 2,631,526 1,578,522 315,000 28,000,000 43,471,598 Total Utilities $ 409,983,598 Total Unfunded Projects $ 862,165,598 Page 448 City of Flagstaff r Fo 180 14 24 29 15 40 Dal e Lone Tree Rd W Po Flagstaff Airport t isco é St siz Aga s Ver de S t Fran c San St é BNS F Ra ilro isco ad Fra nc St St é é t 22 26 6 San w el lB lv d ler Ave Rou é te 6 6 é Ler oux d hn VisiFlagsta tor Cenff ter t yR Jo 23 19 3 St Milt on R d d lv lB el w Po W hn Jo ar 337 To Phoenix é To Sedona Ler oux u Co é M Pulliam Dr é ke But 8 28 32 1 nix A ve e Cottag e Ave Pik s ’ ke Be i nto M n Av e La 17 9 Phoe Bea ver S é Lake Mary and Mormon Lake é é 66 Milton Rd. Underpass ig h Bea ver S 10 Hum r h Av e 33 Asp en A ve 11 Tr a iD Birc 12 ta F e Av e Ave é il 89A Ave phr eys S t 40 89A n Zu rea ves S Northern Arizona University rry Sitg 27 Che St on Par k D r ll C Mc y ntr 16 17 i Milton Rd Un i v e San H ve rA tle Bu é N Hu n e an yL ck Lu Butler Ave Ponderosa Pkwy Riordan Mansion State Historic Park ne Meado w s st é F odlands lvd V I l l a ge B Wo un Mo dy The Arboretum at Flagstaff 7 é 40 rs Dr ty 40 tin e é oo « Rd Walnut Canyon National Monument é To Williams n University Dr e 66 or t a in Rd Historic Route 66 HISTORIC rd a W R io BUS 40 Dr gt on 66 ut 66 18 al tri us Ind Fourth St Overpass Ro Butler Ave 6 6 te u Ro 66 Country Club Dr Overpass 2 1 Milton Rd Underpass 5 66 Dr Hum B e a phrey s St v L e r e r St o S a n u x St Fra ncis co S t Rd Thorpe (urban trail) 20 Dr Lowell Observatory Cedar Hill Bridge nyon Birc hA As ve S a n p e n Av ta F e e Av e Lockett Rd ze r C a « ve Sw i t 21 31 rA Steves Blvd 25 é Forest Ave 30 da HISTORIC é Museum of Northern Arizona Ce Fourth St y Rd é Arizona Snowbowl Gemini Rd alle tV é Arizona Nordic Village 89 13 Linda Vista Dr 4 West St é Grand Canyon National Park é Sunset Crater Volcano and Wupatki National Monuments Country Club Dr Arizona Historical Society Pioneer Museum Coconino Center for the Arts «« Fanning Dr 180 Copyright © 2017 Flagstaff Convention & Visitors Bureau « FLAGSTAFF ATTRACTIONS 1. Flagstaff Visitor Center and Amtrak Train Station* The Aquaplex Babbitt Brothers Building* Buffalo Park Bushmaster Park and Bark Park Coconino County Courthouse* Continental Country Club and Elden Hills Golf Course é 2. 3. 4. 5. 6. Flagstaff Visitor Center Annual Financial Plan 7. POINTS OF INTEREST 8. 9. 10. 11. 12. 13. Flagstaff Airport 14. Greater Flagstaff Chamber 15. of Commerce 16. Flagstaff City Hall 17. Flagstaff Convention 18. and Visitors Bureau 19. Administration Office/ 20. Historic Milligan House* 21. Flagstaff Main Library 22. Flagstaff Mall and 23. The Marketplace 24. Flagstaff Medical Center Flagstaff Police Department Fort Tuthill County Park Foxglenn Park Greyhound Bus Depot Heritage Square Jay L. Lively Activity Center Jim Cullen Memorial Park Historic 1890 Lumberyard* McMillan (Bank) Building* McMillan Mesa Park 25. 26. 27. 28. 29. 30. 31. McPherson Park Hotel Monte Vista* NAU Walkup Skydome Orpheum Theater* Sawmill County Park Thorpe Park Thorpe Park Softball Complex and Bark Park 32. Weatherford Hotel* 33. Wheeler Park *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 Page 449 City of Flagstaff Historic Ro 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 year-round 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. Flagstaff averages 288 days without precipitation each year, so it is not surprising that our residents love the great outdoors, and the mild climate encourages year-round outdoor activities. Climate Daily Max. Daily Min. Average Precipitation (in.) 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 Month Average Temperature (F) Source: Western Regional Climate Center (Jan 1893 - June 2016) Annual Financial Plan Page 450 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 is home to 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 2016 71,656 142,560 6,835,518 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 30,300 students in their 155 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. June 2017 Sales Tax Licenses Advertising Amusement Commercial Rental Leasing and Licensing for use of TPP Communications Construction Contracting Owner Builder Construction Contracting Speculative Builders Contracting Prime Job Printing MRRA Amount Online Lodging MP - Less Than 29 Days Publishing Rental Leasing and Licensing for use of TPP Restaurant and Bar Retail Severance Metalliferous Mining Telcom Franchise Timbering and other Extraction Transient Lodging <30 Days Transporting Utilities Vehicle Use Tax Total Licenses 61 98 517 315 3 12 1,814 43 45 5 43 451 452 5,715 1 149 1 179 11 18 1 9,934 Source: City of Flagstaff, Tax, Licensing and Revenue Division 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; and Joy Cone, manufacturer of ice cream cones. 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 631 licensed businesses generating Bed, Board and Beverage (BBB) tax revenues (an additional 2% sales tax from restaurants/bars and hotels/motels). Annual Financial Plan Page 451 City of Flagstaff Economic Indicators Sales Tax Licenses Sales Tax Revenue Primary Net Assessed Value 2000 5,440 9,910,837 2010 9,762 13,537,779 2017 9,934 21,648,994 399,244,815 813,239,868 749,618,241 Sources: AZ Department of Revenue; City of Flagstaff Major private employers in the Flagstaff area include Flagstaff Medical Center, W. L. Gore and Associates, Grand Canyon Railway, 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 2010 34,589 1,582 4.5% 76,599 6,819 8.9% 2017* 75,000 4,200 5.6% Source: Bureau of Labor Statistics, *Mar 2017 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. Enrollment for the 2015-2016 school year was 5,480 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 2016, NAU offered 91 Bachelor, 50 Master, and 14 Doctorate along with 47 Undergraduate and 31 Graduate certificates. Top enrollment for its 30,368 students (22,134 of which were enrolled at the Flagstaff campus) are Elementary Education, Biology, Biomedical Science, Nursing, Hotel and Restaurant Management, and Criminology and Criminal Justice, Mechanical Engineering and Physical Therapy. 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 Annual Financial Plan Page 452 City of Flagstaff 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. 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 Ramadas Recreation Centers Recreation Center - Swimming Pool Skate Tracks Soccer Fields Softball/Baseball Fields Tennis Courts Volleyball Courts Outdoor Roller/Hockey Rink Outdoor Artificial Turf Play Area Outdoor Fitness Area Annual Financial Plan 19 1 2 12 1 2 27 4 20 4 16 3 1 2 4 17 17 4 1 1 1 Page 453 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 12 1 1 3 12 5 2 3 2 2 1 *Owned by schools City of Flagstaff 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. 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 56 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 crosscountry skiing. Endless miles can be skied on the hundreds of miles of forest service roads. Flagstaff even sponsors the annual Winter Festival that includes dog sled races. 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 454 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 2016 Taxpayer Arizona Public Service Company W L Gore and Associates, Inc. Nestle Purina Petcare Company Wal-Mart Stores, Inc. Little America Hotels and Resorts Inc Qwest Corporation BACM 2005-6 N US HWY 89 LLC Unisource Energy Corporation RRIM Ridge Holdings LLC Pacific Prime Properties Total Assessed Valuation Type of Business Utility Manufacturer Distribution/Retail Shopping Center Shopping Center Utility Shopping Center Utility Real Estate Real Estate Total Principal Taxpayers As a Percentage of the City's Total Secondary Assessed Valuation $ 18,192,334 18,164,529 3,567,236 3,445,405 3,314,514 3,257,520 2,905,193 2,687,608 2,442,648 2,379,836 2.40% 2.39% 0.47% 0.45% 0.44% 0.43% 0.38% 0.35% 0.32% 0.31% $ 60,356,823 7.94% Source: Coconino County Assessor Annual Financial Plan Page 455 City of Flagstaff City of Flagstaff, Arizona Sales Tax Rates Direct and Overlapping Governments Last Ten Fiscal Years June 30 City Sales Tax City Transportation Tax City BBB Tax County Sales Tax State Sales Tax Total 2008 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 2017 1.3300 0.7210 2.0000 1.3000 5.6000 10.9510 City of Flagstaff, Arizona Property Tax Rates Direct and Overlapping Governments Last Ten Fiscal Years Fiscal Year City School District Community College County Total 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 0.9202 8.3909 2016 1.6600 5.4555 0.6105 0.9291 8.6551 2017 1.6487 5.5681 0.6214 0.9344 8.7726 Note: Tax rates are per $100 assessed valuation. Annual Financial Plan Page 456 City of Flagstaff City of Flagstaff, Arizona Miscellaneous Statistics Date of Incorporation May 26, 1894 Elections Last Municipal Election November 2016 Number of Registered Voters Number of Votes Cast Registered Voters that Voted Last Special Election November 2015 Number of Registered Voters Number of Votes Cast 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 66.04 Infrastructure as of June 30, 2017 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, 2017 Merit System Exempt Temporary Elected Officials Total Payroll for the Year Ending 2017: Police Protection Number of Employees (FTE) FY 2018 Number of Employees (FTE) FY 2017 Number of Calls for Service 12/31/2016 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 13.69 166.00 474.19 25.83 93.19 296.64 3,502 3,257 14 7,514 559 192 249 7 47,047,803 173 167 46,707 32 39 477 1 132 12 61 44 38,493 29,401 76.40% 28,513 6,745 23.66% 23 5 741 56 Number of Other Facilities: Basketball Courts BMX Facility Disc Golf Courses Horseshoe Courts Ice Rink/Activity Center Off Leash Areas - Bark Parks Playgrounds Racquetball Courts Ramadas Recreation Centers Skate Tracks Soccer Fields Softball/Baseball Fields Swimming Pools Tennis Courts Volleyball Courts Outdoor Roller/Hockey Rink Outdoor Artificial Turf Play Area Outdoor Fitness Area 19 1 2 12 1 2 20 4 16 4 2 4 17 1 17 4 1 1 1 Fire Protection Number of Stations Number of Employees (FTE) FY 2018 7 95 Utility Enterprise Total Active Accounts on June 30, 2017 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 Page 457 20,327 4,867 8 2 6 4 26 9 1 City of Flagstaff City of Flagstaff, Arizona Miscellaneous Statistics Sales Tax Revenue Last 10 Fiscal Years 2017* 2016 2015 2014 2013 2012 2011 2010 2009 2008 2007 $ 21,648,994 18,674,205 15,993,644 15,990,917 15,210,634 14,291,161 13,109,800 13,537,779 13,658,763 15,734,346 15,367,821 * Estimate 71,656 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 Source: Arizona Department of Economic Security Employer Northern Arizona University Flagstaff Medical Center W.L. Gore & Associates Flagstaff United School District Coconino County City of Flagstaff (3) Walmart Grand Canyon Railway SCA Tissue * Dell Systems $ $ 26,254 2.6 3.1 53,889 28,930 https://www.census.gov/quickfacts/fact/table/US/PST045216 ** Estimate Principal Employers Number of Housing Units Average Persons per Housing Unit Average Family Size Median Household Income Per Capita Income 4,018 9,551 48,085 4,216 65,870 Census information available at the following websites: Population Census Population Count 2016** 2015** 2014** 2013** 2012** 2011** 2010 2009** 2008** 2005** 2000 1995* 1990 1985* 1980 *Special Census 2010 Census Information Age Distribution of Population for Urbanized Areas Only 1-5 Years 6-17 Years 18-64 Years 65+ Years Employees 2,815 2,350 2,200 1,436 1,294 872 630 421 279 250 Education Number of Schools Public Elementary Public Middle Schools Public High Schools Alternative Schools Private Schools Magnet Schools Charter Schools Community College (Coconino) University (Northern Arizona) Number of Students (Fall 2016) Flagstaff Unified School District Charter Northern Arizona University Flagstaff Campus All Locations Coconino Community College Full-Time Equivalent Part-Time 10 2 3 2 3 1 9 1 1 9,761 3,200 22,134 30,368 1,699 3,781 * Closed operations June 2017 Source: City of Flagstaff Comprehensive Annual Financial Report Annual Financial Plan Page 458 City of Flagstaff City of Flagstaff, Arizona Bonded Debt Interest/Coupon Rate by Issue and Year Fiscal Year 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 Fiscal Year 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2006 GO Fire, FUTS, Aquatic/Multi 4.500 4.500 4.125 4.125 4.000 3.250 - 2007 Special Assessment Sawmill % 2013 GO Projects 1.750 2.000 3.000 2.000 4.000 4.000 4.000 4.000 3.000 3.000 3.000 - 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 2014 A GO Projects % Annual Financial Plan 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 - 2009 Certificates of Participation Street Overlay & Fire Equipment 2010 A Revenue Infrastructure 3.500 3.750 4.000 - 4.402 4.502 4.602 5.215 5.480 - 2014 B GO Refunding 2016 GO Projects 3.00/4.00 4.000 5.000 5.000 - Page 459 3.000 3.000 4.000 4.000 4.000 4.000 4.000 4.000 4.000 4.000 4.000 4.000 4.000 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 - 2012 4th Street Revenue Partial Refunding 2011 GO Projects Parks, Water 3.500 3.500 2.750 - 4.000 3.500 3.750 - 2016 Revenue Street, Road Repair 4.000 4.000 4.000 2.000 4.000 4.000 4.000 4.000 4.000 4.000 4.000 4.000 4.000 4.000 4.000 4.000 4.000 4.000 4.000 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) 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 63,489 63,867 64,581 65,870 65,985 66,322 67,502 69,391 70,320 71,656 Less Current Portion Gross Bonded Debt Full Cash Value (2) 624,199,899 750,538,367 878,781,823 916,341,717 864,039,469 791,371,939 765,276,651 661,062,990 670,696,280 712,507,496 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 46,137,414 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 5,557,853 Percent of Net Bonded Debt to Assessed Value Net Bonded Debt 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 40,579,561 Net Bonded Debt Per Capita 6% 5% 4% 3% 5% 5% 7% 7% 6% 6% 627.90 549.66 488.61 422.73 633.08 562.70 746.06 651.28 564.33 566.31 (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 2013 General Obligation 41,573,736 Revenue 19,587,483 Other 7,285,000 Special Assessment 11,362,000 Total Bonds Payable $ 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 2017 46,137,414 19,313,907 1,655,000 2,120,000 69,226,321 100,000,000 80,000,000 Sp eci al Asse ssme nt 60,000,000 Othe r R eve nu e 40,000,000 Gen er al Ob li ga ti on 20,000,000 - Annual Financial Plan 2013 2014 2015 Page 460 2016 2017 City of Flagstaff City of Flagstaff, Arizona United States Consumer Price Index 10-Year Historical Trend - June Versus June Non-Seasonally Adjusted 2008 June 218.8 Percent Change 5.0% 2009 215.7 -1.4% 2010 2011 218.0 1.1% 2012 225.7 3.5% 2013 229.5 1.7% 2014 233.5 2015 238.3 1.7% 2016 238.6 2.1% 240.2 0.1% 2017 244.7 0.7% 1.9% Consumer Price Index 10 Year Historical Trend - June 260.0 240.0 220.0 200.0 180.0 160.0 140.0 120.0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2016 2017 Consumer Price Index 10 Year Historical Trend - Percent Change 6.0% 5.0% 4.0% 3.0% 2.0% 1.0% 0.0% 2008 2009 2010 2011 2012 2013 2014 2015 -1.0% -2.0% Source: Tax, Licensing, and Revenue Section Annual Financial Plan Page 461 City of Flagstaff Annual Financial Plan Page 462 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2013-2014 2014-2015 2015-2016 2016-2017 Add/Delete 2017-2018 Adopted 2017-2018 City Manager Administrative Specialist Assistant to City Manager Communications Manager Real Estate Manager City Clerk City Manager City Records Coordinator Deputy City Clerk Deputy City Manager Executive Assistant Intern (Temp) Labor Standards Manager Total 1 0 1 1 1 1 1 1 2 2 0.25 0 11.25 1 1 1 1 1 1 1 1 2 1 0.25 0 11.25 1 1 1 1 1 1 1 1 2 1 0.25 0 11.25 1 1 1 1 1 1 1 1 2 1 0.25 0 11.25 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 1 1 1 1 2 1 0.25 1 12.25 Human Resources Administrative Specialist Division Director Human Resources Analyst Human Resources Generalist Human Resources Manager Human Resources Recruitment Specialist Human Resources Recruiter Human Resources Supervisor Total 1 1 2.75 1 0 0 1 1 7.75 1 1 2.75 1 0 0 1 1 7.75 1 1 3 1 1 0 1 1 9 1 1 3 1 1 0 1 1 9 0 0 0 0 0 1 -1 0 0 1 1 3 1 1 1 0 1 9 Risk Management Risk Management Director Risk Management Specialist Total 1 1 2 1 1 2 1 1 2 1 1 2 0 0 0 1 1 2 Information Technology Division Director IT Administrator IT Analyst IT Intern IT Manager IT Services Supervisor IT Specialist IT Technician Total 1 2 4 0 2 1 2 1 13 1 2 3 0 4 0 2 2 14 1 2 3 0 4 0 2 2 14 1 3 5 0 3 0 1 2 15 0 0 0 0.324 0 0 0 0 0.324 1 3 5 0.324 3 0 1 2 15.324 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 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 Section 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 Annual Financial Plan Page 463 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2013-2014 2014-2015 2015-2016 2016-2017 Add/Delete 2017-2018 Adopted 2017-2018 0 0 1 0.8 1 1 8.25 1 1 2 1 1 1 1.3 1 1 2 24.35 2 0 1 0.8 1 1 8.25 0 1 2 1 1 1 1.3 1 1 2 25.35 2 0 2 0.8 1 1 8.25 0 1 2 1 1 1 1.3 1 1 2 26.35 2 1 3 0.8 2 1 8.25 0 1 2 1 1 1 1.3 1 1 2 29.35 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 1 3 0.8 2 1 8.25 0 1 2 1 1 1 1.3 1 1 2 29.35 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 Buyer Contract Specialist Finance Clerk Finance Specialist - Grants Grants and Contracts Manager Purchasing Director Purchasing Manager Procurement Specialist Warehouse Specialist Total 1 0 0 0 0 0 1 0 3 1 6 1 0 0 0 0 0 1 0 3 1 6 1 0 0 0 0 0 1 0 3 1 6 1 1 1 1 1 1 1 1 2 0 10 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 1 1 2 0 10 5 2 1 1 0 2 1 0 1 2.25 1 1 1 18.25 4 1 1 2 0 2 1 0 1 3.25 1 1 1 18.25 0 4.75 1 2 0 1.75 1 0 1 3.25 1 1 1 17.75 0 7 1 2 1 0 1 1 1 2 2 1 0 19 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 7 1 2 1 0 1 1 1 2 2 1 0 19 Section 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 Magistrate Pro-Tem Presiding Magistrate Probation Service Officer Warrant Officer Total Revenue Administrative Assistant Administrative Specialist Auditor II Billing Specialist Collections and Billings Manager Collections Specialist Customer Services Manager Finance Specialist Meter Technician Supervisor Meter Technician Meter Technician II Revenue Director Tax Licensing and Revenue Manager Total Annual Financial Plan Page 464 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary Section Finance Accountant Accounts Specialist Finance Clerk Finance Director Finance Manager Finance Specialist Grants Specialist Grants Manager Payroll Assistant Payroll Manager Payroll Specialist Total 2013-2014 2014-2015 2015-2016 2016-2017 Add/Delete 2017-2018 Adopted 2017-2018 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 4 1 2 1 2 1 Transfer Transfer 0 1 2 14 0 0 0 0 0 0 0 0 0 0 0 0 4 1 2 1 2 1 0 0 0 1 2 14 Fire Operations Administrative Specialist Deputy Fire Chief Division Director Fire Battalion Chief Fire Captain Fire Engineer Fire Fighter Fire EMT Fire Inspector Fire Marshall CART Paramedic - Civilian Regional Fire Training Coordinator FWPP Operations Specialist Wildland Fire Manager Wildland Fire Supervisor Wildland Fire Firewise Specialist Total 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 2 1 1 4 21 21 30 1 2 0 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 85 1 1 87 1 1 88 1 1 89 0 0 0 2 1 1 4 21 21 30 1 2 0 1 1 1 1 1 1 89 Fire Grants Fire Fighter Total 0 0 0 0 0 0 0 0 6 6 6 6 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 13 2 2 1 1 2 0 0 1 19 1 23 6 4 68 1 14 1 1 1 1 162 0 0 0 -1 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 13 2 2 0 1 2 0 0 1 19 1 24 6 4 68 1 14 1 1 1 1 162 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 Total Annual Financial Plan 1 1 Page 465 1 1 0 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2013-2014 2014-2015 2015-2016 2016-2017 Add/Delete 2017-2018 Adopted 2017-2018 Police Grants Administrative Specialist Police Officer Police Sergeant Total 1 14 1 16 1 8 1 10 1 6 1 8 1 3 1 5 0 6 0 6 1 9 1 11 Community Development Administration Administrative Specialist Administrative Specialist Lead worker Division Director Total 1 0 1 2 0 1 1 2 0 1 1 2 0 1 1 2 0 0 0 0 0 1 1 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 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 1 0 0 1 1 0 1 4 1 1 0 1 0 0.5 0 7 1 1 18.5 1 6 7 1 7 8 1 7 8 1 7 8 0 1 1 1 8 9 1 1 0 5 1 2 1 1 1 1 0 1 1 0 1 1 1 4 1 Transfer 0 24 1 1 0 5 1 3 1 1 1 1 0 1 1 0 1 1 1 4 1 0.48 0 25.48 1 1 0 5 1 3 1 1 1 1 0 1 1 0 1 1 1 4 1 0.48 0 25.48 1 1 0 6 1 3 1 1 1 0 0 1 1 1 1 0 1 4 1 Transfer 1 26 0 1 1 1 0 0 0 0 0 0 0.475 0 0 0 0 0 -1 0 0 0 0 2.475 1 2 1 7 1 3 1 1 1 0 0.475 1 1 1 1 0 0 4 1 0 1 28.475 Section 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 Capital Improvements Capital Improvements Engineer Project Manager Total Planning and Development Administrative Specialist Associate Planner Building Inspection Manager 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 Intern Comprehensive Planning Manager Current Planning Manager Development Services Manager Development Services Specialist Development Services Supervisor Inspection Supervisor Planning Development Manager Planning Director Volunteer Coordinator Zoning Code Manager Total Annual Financial Plan Page 466 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2013-2014 2014-2015 2015-2016 2016-2017 Add/Delete 2017-2018 Adopted 2017-2018 Housing Deputy Housing Director Homeownership Program Manager Housing and Grants Administrator Housing Analyst Housing Director Housing Manager Housing Project Manager Housing Rehabilitation Specialist Housing Specialist Total 1 1 1 0 0 0 0 1 1 5 1 1 1 0 0 0 0 1 1 5 0 0 1 1 0 1 0 1 1 5 0 0 1 1 1 1 0 1 1 6 0 0 0 0 0 0 1 0 0 1 0 0 1 1 1 1 1 1 1 7 Flagstaff Housing Authority Administrative Assistant (Temp) Administrative Specialist Occupancy Specialist Housing Director Housing Manager Finance Manager Finance Specialist Housing Services Specialist Maintenance Coordinator Maintenance Lead Worker Maintenance Worker Maintenance Worker I Temporary Maintenance Worker Total 0 0 1 1 3 1 1 5 1 2 5 2 0 22 0 0 1 1 3 1 1 5 1 2 5 2 0 22 0 1 0 1 3 1 0.8 4.8 1 2 7 0 0 21.6 0.475 1 0 Transfer 3 1 0.8 5 1 2 7 0 0 21.275 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.475 1 0 0 3 1 0.8 5 1 2 7 0 0 21.275 0.38 0.5 1 1 0 2.88 0.38 0.5 1 1 0 2.88 0.38 0.5 1 1 0 2.88 0.38 0.5 1 0 1 2.88 0 0 0 0 0 0 0.38 0.5 1 0 1 2.88 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 Facilities Maintenance Facility Maintenance Manager Facilities Maintenance Superintendent Maintenance Worker Total 1 1 9 11 1 1 9 11 1 1 9.5 11.5 1 1 9.5 11.5 0 0 0 0 1 1 9.5 11.5 Fleet Management Buyer Fleet Services Specialist Mechanic I Mechanic II Mechanic Assistant Mechanic Lead worker Parts Specialist Public Works Manager Public Works Supervisor Welder Technician Total 1 1 2 4 0 2 0 1 0 1 12 1 1 2 4 0 2 0 1 0 1 12 1 1 2 4 0 1 0 1 1 1 12 1 1 2 4 0 1 0 1 1 1 12 0 0 0 0 1 0 1 0 0 0 2 1 1 2 4 1 1 1 1 1 1 14 Section Flagstaff Metropolitan Planning Organization Intern Administrative Specialist Metropolitan Planning Organization Manager Multi Modal Transportation Planner Project Manager Total Annual Financial Plan Page 467 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2013-2014 2014-2015 2015-2016 2016-2017 Add/Delete 2017-2018 Adopted 2017-2018 Parks Maintenance Worker - Temp Maintenance Worker Maintenance Worker Lead workers Public Works Manager Public Works Supervisors Total 7.91 21 2 1 0 31.91 7.67 20 0 1 3 31.67 7.67 21 0 1 4 33.67 7.67 22 0 1 4 34.67 0 0 0 0 0 0 7.67 22 0 1 4 34.67 Recreation Administrative Assistant Administrative Specialist Head Lifeguard Intern Public Works Manager Public Works Section Director Recreation Program Assistant Recreation Program Coordinator Recreation Services Director Recreation Specialist Recreation Supervisor Recreation Temporaries Recreation Temporaries (Grant Funded) Total 1 1 0 0.25 0 0 0.5 9 1 0 6 35.08 0.29 54.12 1 1 0 0.25 0 0 0.5 9 1 0 6 35.08 0 53.83 1 1 0 0.25 0 0 0.5 9 1 0 6 37.71 0 56.46 1 0 0 0.25 0 1 0.5 9 0 1 6 38.27 0 57.02 0 0 2 0 1 0 0 0 0 0 -1 -0.154 0 1.846 1 0 2 0.25 1 1 0.5 9 0 1 5 38.116 0 58.866 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 Lead worker Traffic Signal Technician Total 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 1 0 0 3.52 15 0.5 6 0 1 1 3 0 1 32.02 1 0 0 0 0 0 0 0 0 0 0 0 0 1 2 0 0 3.52 15 0.5 6 0 1 1 3 0 1 33.02 Solid Waste - Landfill Administrative Assistant Administrative Specialist Equipment Operator Equipment Operator Lead worker ES Equipment Operator I (Temp) Landfill Environmental Aide Landfill Environmental Assistant Landfill Environmental Program Specialist Landfill Supervisor Program Assistant Project Manager Public Works Manager Public Works Section Director Public Works Supervisor Total 0.65 1 6 0 1 0 0 0 1 0.5 2 1 1 0 14.15 0 2 7 0 0 0 0 0 0 0.5 2 1 1 1 14.5 0 2 7 0 0 Transfer Transfer Transfer 0 0.5 2 1 1 1 14.5 0 2 6 1 0 0.5 2 1 0 0 2 1 1 1 17.5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 6 1 0 0.5 2 1 0 0 2 1 1 1 17.5 Section Annual Financial Plan Page 468 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2013-2014 2014-2015 2015-2016 2016-2017 Add/Delete 2017-2018 Adopted 2017-2018 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 2 0 0 1 23 0 0 0.5 1 2 2 31.5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 0 0 1 23 0 0 0.5 1 2 2 31.5 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 Transfer 0 0 Transfer Transfer Transfer 1 Transfer 0 1 2 Transfer 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 1 2 0 4 Environmental Management Environmental Program Manager Environmental Technician Public Works Section Director Volunteer and Event Coordinator Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 4 0 0 0 0 0 1 1 1 1 4 Community Investment Administrative Specialist Administrative Specialist Leadworker Community Design and Redevelopment Manager Community Design and Redevel. Project Admin Community Investment Director Division Director Total 0 1 1 1 0 1 4 0 1 1 1 0 1 4 1 0 1 1 1 1 5 1 0 1 1 1 1 5 0 0 0 0 0 0 0 1 0 1 1 1 1 5 Economic Development Business Attraction Manager Business Retention and Expansion Manager Economic Development Manager Total 0 1 1 2 0 1 1 2 1 1 0 2 1 1 0 2 0 0 0 0 1 1 0 2 Section Solid Waste - Collections Administrative Assistant Administrative Specialist Administrative Specialist Supervisor Bin Maintenance Lead worker Customer Relations Supervisor Equipment Operator ES Collection Supervisor ES Lead workers Program Assistant Public Works Manager Public Works Supervisor Solid Waste Lead worker Total 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 Annual Financial Plan Page 469 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2013-2014 2014-2015 2015-2016 2016-2017 Add/Delete 2017-2018 Adopted 2017-2018 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 1 1 2 1 1 1 0 1 1 9 0 0 1 0 0 0 0 0 0 1 1 1 3 1 1 1 0 1 1 10 Visitor Services Administrative Assistant Administrative Assistant (Temp) Administrative Specialist Administrative Specialist (Temp) Visitor Center Manager Total 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 1.65 2 0.5 1 5.15 0 0 0 0 0 0 0 1.65 2 0.5 1 5.15 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 1 0 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 0 0 0 0 0 0 0 0 0 1 3 4 0 1 1 1 4 5 2 0 0 1 2 12.14 3 1 5.76 2.305 1 3 2 1 1.19 0 4 1 42.395 2 1 0 1 3 0 0 0 5.76 2.305 1 3 2 1 12.46 2.68 5 1 43.205 2 1 0 1 2 0 0 0 5.76 3.055 1 3 2 1 13.835 2.68 5 1 44.330 2 1 0 1 2 0 0 0 5.76 2.93 1 3 2 1.25 13.648 3.18 5 1 44.768 0 0 1 0 0 0 0 0 0.5 0.112 0 0 0 0 -0.063 0 0 0 1.549 2 1 1 1 2 0 0 0 6.26 3.042 1 3 2.00 1.25 13.59 3.18 5 1 46.317 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 Parking District Parking Manager Parking Coordinator Library - City Administrative Specialist Collections Specialist Executive Assistant IT Analyst Librarian Library Assistant I Library Assistant I (Temp) Library Cataloging Assistant Library Clerk Library Clerk (Temp) Library Director Library Manager Library Page Library Page (Temp) Library Specialist Library Specialist (Temp) Library Supervisor Network Administrator Total Annual Financial Plan Page 470 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2013-2014 2014-2015 2015-2016 2016-2017 Add/Delete 2017-2018 Adopted 2017-2018 1 1 1 1 0 0.875 1.25 0 2.88 9.005 1 1 1 0 0 0.875 2.25 0.09 2.88 9.095 1 1 1 0 0 0.875 2.25 0.09 2.88 9.095 1 1 1 0 0.625 0.875 2.25 0.09 2.88 9.720 0 0 0 0 0 0 0 0 0 0 1 1 1 0 0.625 0.875 2.25 0.09 2.88 9.720 1 1 3 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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 2 1 0 0 1 1 0 0 0 5 0 0 0 0 0 0 0 0 0 0 2 1 0 0 1 1 0 0 0 5 1 1 1 3 1 2 1 0 1 0 11 1 Transfer 1 3 Transfer 2 1 0 1 0 9 1 Transfer 1 3 Transfer 2 1 0 1 0 9 0 0 0 3 0 2 0 3 1 0 9 0 0 0 0 0 0 0 0 0 1 1 0 0 0 3 0 2 0 3 1 1 10 Water Distribution Field Services Manager Maintenance Worker MSW - Water Services Tech Utilities Supervisor Water Services Supervisor Water/Sewer Utility Locator Total Transfer 1 10 0 1 1 13 0 0 11 0 1 1 13 0 0 11 0 1 1 13 0 0 11 1 0 1 13 0 0 2 0 0 0 2 0 0 13 1 0 1 15 Water Resource Management Utilities Program Manager Water Conservation Enforcement Aide Water Conservation Specialist Water Resource Manager Total Transfer 0 0 Transfer 0 1 0 0 1 2 1 1 0 1 3 1 1 1 1 4 0 0 0 0 0 1 1 1 1 4 Section Library - County Application Support Specialist II IT Manager Librarian Library Assistant I Library Clerk Library Clerk (Temp) Library Specialist Library Specialist (Temp) Library Supervisor Total Downtown Management Downtown Manager Park Maintenance Parking Ambassador Total 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 Water Production Instrumentation/Electrical Supervisor Laboratory Specialist Maintenance Supervisor MSW Operations MSW Laboratory MSW Maintenance Operations Supervisor Utilities Supervisor Water Production Manager Utilities SCADA Administrator Total Annual Financial Plan Page 471 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2013-2014 2014-2015 2015-2016 2016-2017 Add/Delete 2017-2018 Adopted 2017-2018 Utility Engineering GIS System Analyst GIS System Specialist IT Administrator Project Manager Utilities Engineering Manager Utilities Plan Reviewer Total Transfer 0 0 0 Transfer Transfer 0 1 0 0 0 1 1 3 0 0 1 1 1 1 4 0 0 1 1 1 1 4 0 1 0 0 0 0 1 0 1 1 1 1 1 5 Regulatory Compliance Regulatory Compliance Manager Industrial Waste Inspector Industrial Waste Supervisor Utilities Supervisor MSW - Laboratory MSW - Plant Tech Utilities Manager Utilities Supervisor Total 0 Transfer Transfer Transfer Transfer Transfer 0 Transfer 0 1 2 1 1 2 1 0 1 9 1 2 1 1 2 1 0 1 9 0 2 1 1 2 1 1 1 9 0 0 0 0 0 0 0 0 0 0 2 1 1 2 1 1 1 9 Wastewater Treatment Instrumentation/Electrical Supervisor MSW - Operations MSW - Plant Technician Plant Supervisor Utilities Supervisor Wastewater Treatment Manager Total 1 2 6 3 0 1 13 1 2 5 2 0 1 11 1 2 5 2 0 1 11 0 5 2 0 3 1 11 0 0 0 0 0 0 0 0 5 2 0 3 1 11 Wastewater Collection MSW- Water Services Technician Utilities Supervisor Water Services Supervisor Total 8 0 1 9 8 0 1 9 8 0 1 9 8 1 0 9 0 0 0 0 8 1 0 9 Wastewater Monitoring Industrial Waste Inspector Industrial Waste Supervisor Total 2 1 3 Transfer Transfer 0 Transfer Transfer 0 0 0 0 0 0 0 0 0 0 Reclaimed Water MSW - Laboratory Technician MSW - Operations MSW - Plant Technician Plant Supervisor Utilities Supervisor Total 1 0 2 1 0 4 Transfer 0 2 1 0 3 Transfer 0 2 1 0 3 0 1 1 0 1 3 0 0 0 0 0 0 0 1 1 0 1 3 Stormwater Intern Project Manager Stormwater Program Manager Stormwater Service Analyst Watershed Specialist Total 0.5 2 1 1 1 5.5 0.5 2 1 Transfer 1 4.5 0.5 2 1 Transfer 1 4.5 0.5 3 1 0 1 5.5 0 0 0 0 0 0 0.5 3 1 0 1 5.5 799.040 801.710 814.065 834.103 31.194 865.297 Section Grand Total Annual Financial Plan Page 472 City of Flagstaff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ppendix B - City of Flagstaff Pay Plans ( S ; Z * * 4 / / . ' ' A 2 X Annual Financial Plan City of Flagstaff Regular Pay Plan (2080 Hours) FY 2018 Page 473 City of Flagstaff ( ( < G S ; G K ; G S S S G ; K 8 L 8 C 8 9 8 h : G K ; G S S S R ; : > N 8 L = : G N ; K : N N > K K ; : ? I N 8 M B 8 8 H 8 C = I K ; I ? E 8 J F 6 / / , / W : ? G : I ? 8 Q Q i 6 4 4 , / U G S ; I ? Z ? S I : ? G ? ? 8 C 8 h 8 h C e 6 ' 4 , / U I ? ? I K? J H M 8 T 6 4 / , / ' ( U G K ; G S S S ; G ? K R K N : K ( ( 3 ' ) ) . ) , - . ( 3 ' ) . 4 ) 4 / - 4 4 / 4 3 ' , . ) 4 4 / + , . . * , / * , * + / ' * ' 4 ) ' , ) 8 L C 8 T 6 + ) , / ' ' + ( 7 8 C 8 m W 6 * 4 , / ' ( ( G S ; I ? Z > K 3 , ' 8 C 8 h 8 C C 8 g 6 . 4 , / ' K ; I K I ? 8 8 J H H E 6 / * - / ' : ? H F T 8 e 6 ' * - / ' : ? ? I K ; K D C B 8 e 6 + ) - / ' ( U ? ; G ? K R K N : K * ) M 8 L C 8 T 6 - ) - / ' ( ) . ) , 4 . 3 ' + , ' . * ' 4 ( ( ) * 3 ) ) + * - . 3 , , ' * 3 / 3 ' : G N ; I N G G : ? ? h k j 6 , ' , / ' 1 1 . / 3 3 ' < G : ? 6 ) 4 , / ' f ' ( l ; 6 . ' @ 5 c . + ) h B T 8 C = 6 4 ' 1 1 5 5 c ( ( ( K : ? I N : G K N ; R * / . , ) . , 4 3 / / . / ' 4 * - ' 8 P P O C B C 8 L 6 ' / - / ' d ( ( ( 1 1 < : : N N N : G K N G : ? Z N ( ? / ) ) / ) - * ) , ' . . + ) - ' / * ' . ) M B C B = 6 ( ( K ; I K I ? : ? G 4 . ' - . . . - - 4 3 3 ' / . 4 * 4 ' E E 8 8 J H F 6 ' / / ) / 4 ' / ' & 5 c b  %             # $  #  # "  !       Appendix B - City of Flagstaff Pay Plans ( I ? Z R R N > ?: R ? I N , , / / / . ' ' f 2 ' Page 474 X Annual Financial Plan City of Flagstaff Regular Pay Plan (2080 Hours) FY 2018 City of Flagstaff ( ( ( + / ) ' ' * - ) , + 3 + ) 4 , ) - - 3 ) * ( ( ( U W o G S S ? G I ? - ) . 3 / ) - - 4 + 4 . - + 3 / ' . L 8 T T : ? / ? 3 M C j 6 ) / / ' 3 ' / . n 2 W : ? ; G S ; I ? Z ? S N 8 C 8 h J j 6 ) 4 3 / ' U : : ? I ? I ?: K N G ; N 8 P P O 8 h 8 9 = 6 + / 3 / ' < G S ; K ? R : ? I N C L 8 B 8 C = 6 * - 3 / ' < : ; G S ; I ? Z N 8 C 8 h C C = 6 4 - 3 / ' I ? I K ; E E 8 J F 6 3 / 3 / ' ? G K ; G S S S ; > 8 L C 7 6 ) * 3 / ' G S ; I ? Z 8 C 8 h H E 6 , 4 3 / ' W Z S K ? G ;S ; : G S K E j C 8 M E 6 . ' 3 / ' W G S ; I ? Z > K S N 8 C 8 h 8 i 6 ) - 3 / ' G S ; I ? Z ? I K ; K 8 C 8 h 8 e 6 / - 3 / ' U K ; I K I ? ; G ? K R K N : K 8 8 J H C 8 T 6 / . 3 / ' G S ; I ? Z > K : ? ? K > K 8 C 8 h 8 8 T 6 ' - 3 / ' U U ? ? G S I ? Z I S G ? K R Z N C h h C Y 6 . 4 3 / ' W ?: G ? Z: ?: G K G : N E B 6 ' ) 3 / ' G S ; I ? Z S K N G I ? N 8 C 8 h 8 C C B 6 3 * 3 / ' : ? I Z R N ? N E 8 P P O C B M B 6 + ' 3 / ' ( ( ( 1 1 < W ?: + ' 3 - ) + 4 / . . / ) / 4 ' . - ) . ' * g 6 , . 3 / ' A 5 c ( ( ( W I G S ; I ? Z G S K N I * . * 4 3 . 3 ) 3 ' * . ' 4 . 3 + ' 8 C 8 h L 6 + * 3 / ' n  %             # $  #  # "  !       Appendix B - City of Flagstaff Pay Plans Page 475 & Annual Financial Plan City of Flagstaff Regular Pay Plan (2080 Hours) FY 2018 City of Flagstaff ( ( ( € } ‚   „ * - / . ) ' 3 - - / ) , ) , 4 4 / * ' - - ƒ ~ ƒ | ~  € | } { z y w x w v ( ( ( : : K ; ; 3 4 4 , . ) . ) 3 4 , . - / ' * . . 8 9 8 7 T ) / + / . p 2 l G S ; I ? Z ? S ? : K ; 8 C 8 h 8 8 e M C M C 8 j 6 * 4 + / ' : ?: I G S K ; : ; 8 P P O j 6 - ' + / ' < W G S ; I ? Z G ; K ; G S 8 C 8 h 8 C 8 9 8 h 6 ' 4 + / ' l ?: : N ; ? ? G ;S N D M 7 j M 8 C h 6 4 4 + / ' G S ; I ? Z ? ;S ; G ; K N G ; ? : I ? 8 C 8 h 9 Y 8 Q 6 3 - + / ' l G ? : G N ; : G S K R : N 8 8 M L D 6 6 * ) + / ' l ?: : N ; ? I K ; I ? D M 7 8 J F 6 , * + / ' l ; ?: : N ; ? : ? : N ? I K ; K? G K D M 7 D j 8 F 6 - 4 + / ' U < W G S ; I ? Z ? S I : ? : 8 C 8 h 8 h u 6 3 * + / ' G S ; : ? K? 8 C s Q i 6 . 4 + / ' : G S ; I ? Z G S K ; t 8 C 8 h s 6 + 4 + / ' U W I ? Z I S > K S N r L i e q h h 8 i 6 / - + / ' U G S ; I ? Z R ; : > N : ; G K? R K N : K 8 C 8 h = C 8 T 6 - ) + / ' W I ? Z S K N G ; I K R R N h 8 8 B g V B 6 4 - + / ' U U : G S ; I ? Z ? S I : ? ? G ; ? 8 C 8 h 8 h 8 B 6 - - + / ' W G S ; I ? Z > K K ; : G : N 8 C 8 h 8 8 H B 6 ) . + / ' W G S ; I ? Z ? I K ; K G : N 8 C 8 h 8 e B 6 ' - + / ' ?: I Z R N ? N E E 8 P P O C B M B 6 * * + / ' ( ( ( 1 1 W G S ; I ? Z G : N Z Z Z Z * ) - , , ) - , . . ) / * 4 + ' 3 3 . * * E E 8 C 8 h h L 6 - * + / ' b 5 c ( ( ( l : ? : N ; ? I ? Z K R , ' - - / ) ' , , + 4 . * . + . ' . D M 7 h 8 M L 6 3 4 + / ' p  %             # $  #  # "  !       Appendix B - City of Flagstaff Pay Plans Page 476 & Annual Financial Plan City of Flagstaff Regular Pay Plan (2080 Hours) FY 2018 City of Flagstaff ( ( ( U W W S ?: Z S K N G ; ? : ? R G N , + + * ' 3 , ' * . * - 4 - 4 3 * ) ' ) 4 h 8 C Q B T ' ( U ( ( U W : ? Z I S I ? Z ? I ' N ' ' ' . , 4 , ) + 3 4 4 ' ) - 4 * 4 4 . h h h 8 C = T 3 / . ' ' . & & W : G N I ? Z S K K N G I : G S K N : N K? t E 8 B 8 h 6 ' ' ' ' ' U W W I : N S : ? Z S : N 8 h D j 8 C 9 = 6 . ' ' ' ' ( ( ( 1 1 U W : N S : ? Z , , . . ) * , 4 ' / - + . - . 4 , + 4 ' 4 8 h H E 6 / ' ' ' ' 5 @ c ( ( ( U W : N S : ? Z K N G I ? Z S K ' . ) , 4 ) ) + - . / ) 4 - / 3 * . 8 h 8 E 6 * / ' ' ' & & ( ( ( - ) - ) * ) + * ( ( : N S ?: Z . + . . , ) . 8 ( ( W : G N ; K : N N G : N + + , ) , * 8 M B h E B - ) + ) ) / , ) - + + 3 + ( / , ' 3 ) ) + , + , 3 ( 4 * 3 + 4 . , * / ' , + / ( ' ) / + * ) / ) ' ) + ( - ) + 4 . 3 - ) - + ' 3 , 4 ( ( U h 9 8 7 6 / . / ' ' 4 . 3 3 , , ) . 8 W : : ; 1 1 / ( ( : N S : ? Z h < T . / / ' . 2 & & / + + 4 * + * U W h B T = 6 . . / ' ' 2 & X & @ c ( ( ( U W : N S ?: Z / , ' 3 . ) + , + , , . 3 3 , , . . 8 h Q i 6 3 ) / ' ' 2 & U W : N S : ? Z ? : K ; 8 h 8 e M C M C 8 j 6 - ) / ' ' G S ; I ? Z ? S : ? G ; 8 C 8 h M J j 6 * ) / ' ' : K ; I K I ? ; K> I ; 8 8 J H C 8 h 8 P P H 6 + . + / ' G S ; I ? Z G K? R ? > ; K ; S 8 C 8 h F D 8 Q 6 / ) / ' ' U W : N S : ? Z S : N I ? ? I N 8 h M Q 8 C = 6 * . / ' ' Z G S ; I ? Z ? I ; Z K? 8 C 8 h h O 6 + ) / ' ' U W : N S ?: Z I ? : ? G ? 8 h J H F 6 4 ) / ' ' W G S ; I ? Z ; ? > K S N 8 C 8 h 9 J Q 8 i 6 , ) / ' ' ; : N N ? I K ; K? G K r L i e q M B 8 F 6 ' ) / ' ' : ? : N G I ? Z S K E 8 e 6 . ) / ' ' U W U U ? ? : ? Z S G K? R Z N h h C Y 6 4 . / ' ' W : N G I ? Z S K K N G I : G S K N E 8 B 6 ) . / ' ' < : G N ; K : N N S : N I ? G 8 M B M Q 8 B 6 ) ) / ' ' o W : ? K R ; S K ; > K 8 T C = 8 M C 8 g 6 4 ' / ' ' ( ( ( 1 1 W : N G I ? Z S K > K - ) + 4 . 3 - ) - + ' 3 , 4 / + + , ) , * E 8 M C 8 g 6 3 . / ' ' d 5 c ( ( ( S S : ? K K ; ? G ; I N / , ' 3 . ) + , + , , . 3 3 , , . . C = 8 L 6 ' . / ' ' 2 &  %             # $  #  # "  !       Appendix B - City of Flagstaff Pay Plans Page 477 & Annual Financial Plan City of Flagstaff Regular Pay Plan (2080 Hours) FY 2018 City of Flagstaff S : ? > ; K ; : ? G K? : G N G . . U G F B 8 : ? > ; K ; R ; : > N : ? S F = l : ? ? ? K ; ? S C 8 8 Q C = 8 8 8 m C 8 8 G m V G T T T 8 . - . ' . , ' , ' ' - . ? > : N N > K K ; : ? : ; K N M B 8 8 H 8 e C 8 Q T + , . ' . : ; ?: > ; K ; > K F 8 D = T * 3 . ' . : : ? > ; K ; K ; > K G ? ; F Q = M 8 D F T . , . ' . ; : ? > ; K ; S : ; K ; G : N F M M h 9 7 T - 3 . ' . Page 478 . < G S ; K C L H E T ) , . ' . U : ? > ; K ; ? ; : ? ; : G K F M H C H C ˆ E T ) 3 . ' . U W W Z ? G ;S ; : G S K h j C 8 M E T ' / . ' . < G S ; K C L Q i T 4 . . ' . < W G S ; K > K S N C L 8 i T ' 3 . ' . W : G N ; : G S K R G S K ; : > K S N 8 8 M L s † 8 i T . 4 . ' . < < G S ; K RS ? G S ; I K ; K C L h C 8 8 e T - , . ' . : ? > ; K ; ? I K ; K? G K ; ? S G I ; F 8 F 8 8 C 8 e T - - . ' . U ?: > ; K ; R ; : > N : K N : K F = 8 T T ' - . ' . < < W ? : ? G G Z D C B 8 B Y T 3 , . ' . U U : : ? > ; K ; ? S I : ? ? G ; ? F 8 h 8 B T . 3 . ' . U N K R N : ? ? >K S R R 8 M L ‡ = M Q † Y B T * , . ' . : > ? I K ; Z R N ? N F 8 C B M B T , , . ' . o W S : > Z K G ? S ? S K F T † Q 8 g T 3 - . ' . W S : > K N G I ; : G G S ? S K F 8 L 8 g T / 3 . ' . ( ( ( W : G N / ' ' / + . 3 / 4 3 * . + - / + 4 + 4 4 4 E E 8 M L T 4 * . ' . & A ( ( ( : : > S Z G : N Z ) - 4 3 + ) 4 . + . ) ) 3 3 . , - . F e e Q L k O 8 L T 4 , . ' . 5 & &  %             # $  #  # "  !       Appendix B - City of Flagstaff Pay Plans 1 1 Annual Financial Plan City of Flagstaff Regular Pay Plan (2080 Hours) FY 2018 City of Flagstaff : ? > ; K ; ? : K ; W * ; ' C F 8 e M C M ?: > ; K ; K N G I N : : ? F 8 M = j j G T T 8 * - . . * ) ' l : > G K? R G ; ? : : ? G ; ? G ; S o ; F H j T W U : ? > ; K ; ? K? ? ? S K? I ' - . F Q 8 7 H T + ) * . ' * . < W G S : ? > ; K ; G ; K ; F 8 C 8 9 8 h T 3 * * ' . : ? > ; K ; ? G ; G S ; ? F T D Q T / 4 * ' . W : ? > ; K ; S : N I F D j 8 C 9 = T * * * ' . U W : ? > ; K ; I S G : N Z Z ? I N W N F h h 8 C = T ?: > ; K ; S K N G ; I K R R N ? I ' F 8 8 B 8 C = T + * ' . ' . * ' . : ? > ; K ; F H E T ' * * ' . : : ? > ; K ; G S K ; F s T ) * * ' . Page 479 . : ? > ; K ; F L i e T 4 * * ' . W G Z ? I K ; K? G K ; ? S G I ; h 8 F 8 8 C 8 e T + . * ' . W < W ? K R G : N G Z 8 M L B Y T , ) * ' . N : > > K K K ; Z R F 8 C = B T ) ) * ' . W N : ? > ; K ; S K N G ; I K R R F 8 8 B T + * * ' . W ; I > K C 8 8 P P O 8 M C 8 g T 3 ) * ' . ( ( ( : ? > ; K ; S K N G I ? N K ; > K ' - - . + , + . 3 + ' 3 ' 3 . / ) ' , 4 - F 8 C C B M 8 C C 8 g T ) 4 * ' . @ A ( ( ( < K R : > G N G G S S ' / 3 / , * * - ) ) + ) 3 . + 4 ' ) r 8 M L q F 8 B L T ' 4 * ' . < G . < ; . G S ; K G ? K R ? > ; K ; ? S G C L F 8 8 C 8 m T : ? > ; K ; N : ) - F C C = T + * ' ) 4 ' < : . : : ? > ; K ; ; F 9 8 7 T 4 4 ) ' < : . : : ? > ; K ; ; F H E 9 8 7 T / 4 ) ' R . : G N ; : G S K 8 8 M L H E T . 4 ) ' W R . W ?: > ; K ; ? S I : N ? S K ; F Q i T 4 ) ) ' W S . U : ? > ; K ; ? I : ? ?: R N G F 8 h B T * 4 ) ' ( W N . ( ( : ? > ; K ; K N G I : G S K - ) + ) 3 + 3 , , / 4 / 4 , 3 ' . - . / - F 8 B T - . ) ' 5 ( W K . ( ( ?: > ; K ; K N G I ? Z S K > / . + ' ) * ' . 3 / - ) . . , + 3 . F 8 E 8 M C 8 g T / * ) ' @ & A & 1 1 & A &  %             # $  #  # "  !       Appendix B - City of Flagstaff Pay Plans 1 1 Annual Financial Plan City of Flagstaff Regular Pay Plan (2080 Hours) FY 2018 City of Flagstaff d & ( ( ( 1 1 : > F : > > K : ? ? K > K ? S F 8 8 T : ? > ; K ; ? S F 8 8 8 C 8 8 C G m G m 8 T T ) ) 4 ' . : : ? ? K > K I ; 8 T 8 P P H T 3 . 4 ' . l : > R ; : > N : ?: G ; R : G N ? F = h T : > > : > K K K ; K ; G N Z N : G ' F O 8 C = 8 C F T 3 4 ' . ' . 4 ' . > K G ; K : N N : > r 8 8 M B q F H E T + . 4 ' . W ?: > ; K ; > K S N F 8 i T , ' 4 ' . : ? > ; K ; ? I K ; K F 8 e T , . 4 ' . U ? ? : ? ? K > K G K? R Z N 8 T C Y T * ) 4 ' . W : : : ? > ; K ; > K K K ; G K? F 8 C = B T + ' 4 ' . U K R ? N > K S Z: 8 M L M B † C = J B T . ) 4 ' . ( ( ( U N : > ? ? K> S R R 4 ) , 3 - 3 - / * 3 * + - F M Q † Y B T ' . 4 ' . / / . 3 4 , ) 3 ) . ' ) - . * / ' + ' ' 4 : ? S I Q j T G . G 4 . ' - + 4 3 * * , ' 3 3 4 ) W N ? S : ? G ; ' 4 4 . ' - . 1 1 + ( ( ( d & , + , / ) ) + * + ) ) - * , 5 b & b ( ( ( U ; : ? ? K > K S Z R ; G Z 4 - . ' / 4 ' - - , ' * 3 4 / * ) ) 8 T E C 8 B T ' ) 4 ' . b & &  %             # $  #  # "  !       Appendix B - City of Flagstaff Pay Plans & Annual Financial Plan City of Flagstaff Regular Pay Plan (2080 Hours) FY 2018 Page 480 City of Flagstaff p & ( ( ( 1 1 . 4 4 + + / 4 ' 4 / 4 3 ' * . ' 3 4 * , ) , + @ d X ( ( ( / * + 4 . , * * / , + 4 , * ' 3 - * p & / / ( 3 3 ? ? : G e P 8 J B 8 ( ( < < ? K : G N G G G ) / 3 ) / - ) ' + ' , - 3 ' ' ' * ) - + - , 3 L 8 B Y < ? W Z Y < ? W Z T T * ' ' 4 . 1 1 . n & & 5 d X ( ( ( W < : G N I ? S N : G + . / * 4 - ) . 3 , ) 4 , ' - ' . * = 8 B T - / 3 ' . n & ; ? K N G I ? S K N G ; : ? Z ? S G G S M i 8 h 8 O 8 8 C 8 m T : G N I ? : G K? R ? > ; K ; ) 8 Y F D 8 Q T . , ' ) ' . , ' . W U ? : G N I ? : ? K? 8 Y Q T 4 . , ' . W : : G N I ? : > K ; S I 8 Y 8 I : G N I ? : K N G I ? S : N 8 Y 8 h D j 8 C 9 = W = J T - . , ' . T , / , ' . : G N I ? : > K K K ; 8 Y 8 C = T ' . , ' . < : : G N I ? : : ; 8 Y 9 8 7 T ' / , ' . : G N I ? : 8 Y L i e T / ) , ' . : G N I ? : ? I K ; K 8 Y 8 e T * . , ' . : N G I ? : 8 Y g V B T , . , ' . U < W N : G N I ? : G K? R G ? S K G K R R 8 Y E 8 B T * ' , ' . < : ? ? K > K G 8 T 8 B T . . , ' . f & & ( ( ( 1 1 < : ? G * + ) / - . . ' ' 3 * / 3 / / ' 3 - 4 / / + , D C B 8 B T + . , ' . & d X ( ( ( : : G N I ? : G : N Z . * * + 3 4 + ) - * 3 * 4 ) 3 + , ) 8 Y 8 L T ) . , ' . f &  %             # $  #  # "  !       Appendix B - City of Flagstaff Pay Plans Page 481 & Annual Financial Plan City of Flagstaff Regular Pay Plan (2080 Hours) FY 2018 City of Flagstaff ( ( ( 1 1 ) + / / - ' ) . ) , 4 , ' 3 3 ' ) 4 / 4 , * * ' 5 2 & Š ( ( ( < : ? > ; K ; G - - * ) ' ' ' ' + - * / + - ' + 4 + - F 8 B T ( ' ( ? ( ( ) + * , 4 4 / . . 4 + . / , - ' / ' * 3 * 3 . ( ( < : ? > ; K ; G G Z / < * W . ' * ) 3 3 + , . / ) / 3 . ' , , ' - F 8 B Y T / . ' / & p ‰ - 1 1 . A 5 & . d 5 A 5  %             # $  #  # "  !       Appendix B - City of Flagstaff Pay Plans d 5 & Annual Financial Plan City of Flagstaff Regular Pay Plan (2080 Hours) FY 2018 Page 482 City of Flagstaff 1 1 1 & 0 0 & 0 7 2 7 6 $ & & $ 2 4 5 & & 6 3 0 1 1 1 + ( - - / 5 $ 7 5 5 5 2 5 $ 6 4 $ 7 0 7 $ 6 $ . . + ) , ( ' 0 & "       9 8 1 0 1 + ) ( "    !   !  ! ; : < 1 1 6 $ 6 5 0 5 2 3 7 3 5 & 6 0 6 0 2 5 6 $  1 1 7 4 2 0 & 5 % & & % 6 $ $ 5 3 5 3 $  !   !  !   . .  /  ,   +   - (   - -   ,      ' 5 & 9 8 1 5 1 * % ; : = 1 1 2 & $ 3 0 % 0 0 6 4 2 & 0 0 2 5 % 2 6 6 1 1 , / - - - , & % 0 2 % $ 0 4 % % 3 $ 3 & 2 0 0 $ . . + ( + ) ( ' $ & "           !   !  !             Appendix B - City of Flagstaff Pay Plans , *   $ $ # $     & %   $   5 $ # &     $ * -   & % 0 $ Annual Financial Plan # ; : 9 > 8                              LW\RI)ODJVWDII  Page 483 City of Flagstaff ' ' 6 % 5 $ $ $ % 3 6 8 7 % 5 ' 7 6 & 4 , , , * ! : 9 , 7 , * !   ,       : 9 , 8 , * , . * + ) 4 7 3 % 3 4 5 $ % & 7 & 3 8 6 $ $      < ; > , , 8 6 7 8 ' 6 ' $ 3 8 7 & % % % 8 7 7 6 8 , , 2 . 2 . 4 0 % ' 7 ' 5 & 6 4 $ 7 6 & 4 5 4 3 8 3 + + )           /   1 &  0 + + )   + < ; = , , 3 4 6 4 $ 6 5 5 8 6 3 5 % 7 6 ' 3 $ 7 4 , , 2 . 1 0 / $ & ' 3 & & & % & 5 7 3 % 6 5 4 $ 3 + + ) + - + ) # . * -  # +    ( $ -  (  $ % # + ) ( 6 '   $ # " & 3      '    & $ % 6 # " '   1 / . *     !                           < ; : ? 9                             Appendix B - City of Flagstaff Pay Plans , , , 4 % ,   & $ % 3 # " Annual Financial Plan LW\RI)ODJVWDII Page 484 City of Flagstaff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ppendix B - City of Flagstaff Pay Plans 6 6 6 ; < ; 1 / 0 + 9 + , , + + , 9 * Annual Financial Plan )                                       LW\RI)ODJVWDII  Page 485 City of Flagstaff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ppendix B - City of Flagstaff Pay Plans = = = 1 ? B - ?   6 5 8 7 D E D C - - * , - , , ? * Annual Financial Plan )                                    LW\RI)ODJVWDII  Page 486 City of Flagstaff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ppendix B - City of Flagstaff Pay Plans F ? D > @ B D E D C C @ A B A @ > ? > = 6 # Annual Financial Plan " LW\RI)ODJVWDII Page 487 City of Flagstaff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ppendix B - City of Flagstaff Pay Plans > > > ; 7 + + A + Annual Financial Plan *                                  LW\RI)ODJVWDII  Page 488 City of Flagstaff ' \ ' b \ ] * * ! ! ' * ] \ [ ] ' ' ] [ \ # # X @ , @ ? c ) ) " " ) &  a ( " & _ ` " _ ^ " H Y ; ; ; A : B : : 0 0 - A A 0 - A - - - / 0 - > < . A ; ; ; . : - A - > = - B < . B > > . B / = , O ? ; ; ; 5 R 5 5 4 WV 9 A A . < = B / = . / 0 : > A A 0 0 = 6 3 8 Q 3 2 U J : . / - < , O ; ; ; A < / A - > . - > = A . - < A : B . < . > > ; ; ; - . 0 < - = / B < = : 0 = 0 < B A < S O ? ; ; ; 4 5 B < - / B 0 . - 0 B - 0 = A = = B < Q T 3 2 J = - : - < S O ; ; ; < . = B 0 . A < : : > < - / < . > / - < > ; ; ; = : : > = 0 / A : < - 0 0 = B > > < P O H ; ; ; 4 G 5 E D 4 D K D R D 5 9 B - 0 . - 0 : . - A > < : A / > = < 3 F C 3 Q 3 2 1 . . 0 - - P O ; ; ; B = - B - = / - - 0 > . : > B > = / A : B ; ; ; / A B 0 < 0 < = > / / < > / > 0 : < P O ? ; ; ; 4 K D R D 5 9 B - . A / < B . / > : < B A : B < < 3 Q 3 2 1 . . 0 - - P O * + * $ ' $ ! ! M' $ # # ( ) " ( " ( & " % " "  N  L ; ; ; : - 0 - > B > < . B < = A B / / / 0 - < B ; ; ; - : . : A < 0 < . > B < : A A / 0 < ; ; ; 4 G 5 E D 4 D 54 5 K 7 K 5 / 0 = 0 B < = - = / 0 < A / 0 0 - < 3 F C 3 J 3 2 1 : . A . - I ? H ; ; ; A : . - : . > B = 0 < < 0 B < 0 B 0 A : : ; ; ; : A - - > < > B - 0 = < A 0 - : - < ; ; ; 4 54 5 K 7 K 5 / 0 - < = < = - - > - < A / . < A - 3 J 3 2 1 : . A . - I @ ? ; ; ; A / A / < / B . < / : / A : . : B < = - : ; ; ; = : B < B < = < < . 0 < = A > > A - , @ H ; ; ; 4 5 G 5 E D 4 D 54 7 9 < - : = 0 < > : : : . < < . B B > - 3 F C 8 3 6 3 2 1 0 - / . - , ; ; ; 0 0 > / . < B = B : : B 0 : = A 0 < < : = ; ; ; / A > / 0 < / B 0 B . < / 0 A 0 > - , @ ? ; ; ; 4 5 54 7 9 < - < 0 - < > : < = / - < . 0 : : - 8 3 6 3 2 1 0 - / . - ,       + * $ ' $ ! # #    ( ) " ( " ( & " % " "                      LW\RI)ODJVWDII  Appendix B - City of Flagstaff Pay Plans Page 489 Z Annual Financial Plan  City of Flagstaff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ppendix B - City of Flagstaff Pay Plans 2 2 2 2 ( ! $ # " ! 4 " 4  Annual Financial Plan LW\RI)ODJVWDII Page 490 City of Flagstaff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ppendix B - City of Flagstaff Pay Plans Page 491 ( Annual Financial Plan %             LW\RI)ODJVWDII City of Flagstaff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ppendix B - City of Flagstaff Pay Plans 0 / 0 1 0 / - , $ Annual Financial Plan %                                LW\RI)ODJVWDII  Page 492 City of Flagstaff a ` q n ] ` m o ] a n ^ ] n m ] g \ \ \ w w v u t e s h d r p e l d d k g ] a a ` ^ ] \ \ i j i h b f e d c b _ [ W Z S X R T V X Y X W W T U V U T R S R Q 5 = < 9 98 < 9 8 : 5 P : / 3 ? 2 4 J 9 M 8 H < 1 1 ? O 4 3 2 0 0 2 / / B . / C . 5 8 N H M 8 H M : L K 4 3 2 1 0 / F / . A A A A A A A 5 9 8 = 9 = < J = < I H < H < 8 : B F @ D D F @ @ G / / B @ C C F B 0 D / C D D G B D C B @ @ E / C 0 B G F D C E D F G / G 0 E B F ? ? > ; ? 3 4 4 3 2 1 0 / E / . A A A A A A A 5 8 9 8 = 9 = < 9 : D 0 @ @ / F G C 0 0 D E . 0 G F B E @ B . . 0 E E F C . . 0 E E 0 . D 0 / 0 C B @ 0 ? ? > ; 7 6 4 3 2 1 0 / 0 / .  +            " * ) " %  $ $ ! ( " #  $ $ ! ' "   $ $ ! & " %  $ ! % " #  $ ! # "    !                           LW\RI)ODJVWDII Appendix B - City of Flagstaff Pay Plans  - , Annual Financial Plan  Page 493 City of Flagstaff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ppendix B - City of Flagstaff Pay Plans = = = 1 1 E , , * + + B ) ( Annual Financial Plan LW\RI)ODJVWDII Page 494 City of Flagstaff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ppendix B - City of Flagstaff Pay Plans B ; @ : < > @ A @ ? ? < = > = < : ; : 9 # $ Annual Financial Plan LW\RI)ODJVWDII Page 495 City of Flagstaff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ppendix B - City of Flagstaff Pay Plans ; ; 2 3 A 8 7 5 4 : 3 6 : 3  2  3 1 3 0 . 2 3 A 2 , , @ . ) + * ) ( ) & & ) + > ) ( 3    2     @ - , , / *                                LW\RI)ODJVWDII ; ; . + *   9 0 . 8 7 : . ) + * ( ) > ( * & Annual Financial Plan &   Page 496 City of Flagstaff Appendix B - City of Flagstaff Pay Plans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b < = ? A I ? ? . 2 5 + 8 F . D . 3 2 M : 1 3 S S + K 6 < = ? A C I ? . 2 5 + 8 F . D . 3 2 M : 1 3 S S + K 6 < = ? A H I . 2 5 + F . D 3 2 M : 1 3 S S + K 6 < = ? A I . 2 5 @ 5 < = ? < . 1 < = I ? < = A < = N 8 / 5 D 3 T D 3 T 0 _ d 0 0 [ 9 / 9 3 0 1 1 . ; 9 1 Q 5 1 2 8 D 0 Y W 2 2 3 ] ; D 1 9 R 5 2 S , S J . 2 ; . 9 3 1 D 5 6 ; + 1 Annual Financial Plan . , 9 / 8 D J 1 2 9 e 5 ; 1 R @ 0 : @ 5 ; . 3 D . 0 1 H A = = = = B < c ? H N ` ? < L ? a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age 497 = = ? = = = = ? = L ? = = = > = = L = City of Flagstaff Appendix B - City of Flagstaff Pay Plans f           g  h     i  j   2 3 a / 5 a 3 9 [ [ / 1 ] P 5 E 7 , ; 1 0 . 5 2 S - 5 M @ T R D 8 S 3 S . . 3 2 / ; 5 :  @ 5 / 3 ] . Q 2 3 2 M ] . Q 2 3 2 M ] . Q 2 3 2 M ] . ; . 3 D 6 + , 8 D 5 T D M 0 1 7 D J 3 5 2 J 2 3 : 8 6 2 9 P T 6 5 5 ; 5 5 E . ; E 6 @ e 3 . W - 5 D 1 / 1 6 E 5 3 / ; 5 d 9 2 P 5 W 3 . / 1 5 / 3 / ; 5 d 9 2 P 5 2 6 + W 3 . / 1 5 / 3 / ; 5 d 9 2 P 5 2 6 J W 3 . / 1 5 / 3 / ; 5 d 9 2 P 5 2 6 V W 3 . / 1 5 / 3 / ; 5 d 9 2 P 5 2 E W 5 ; Y 3 / . ; W 5 ; Y 3 / . ; 5 / : D . @ ; + 0 [ 3 ; d . 5 5 9 0 E 0 + 2 1 0 , 3 V 5 ; 2 5 3 1 . 9 / [ / 0 1 2 8 ; 1 9 2 [ V 5 ; 2 5 3 1 . 9 / [ / 0 1 2 8 ; 1 9 2 [ [ V 5 ; 2 5 3 1 . 9 / [ / 0 1 2 8 ; 1 9 2 [ [ V 5 ; 2 5 3 1 . 9 / ] 5 3 , 5 2 [ V 5 ; 2 5 3 1 . 9 / ] 5 3 , 5 2 [ V 5 ; 2 5 3 1 . 9 / R S S . ; . 3 D [ V 5 ; 2 5 3 1 . 9 / R S S . ; . 3 D [ V 5 ; 2 5 3 1 . 9 / . ; D [ V 5 ; 2 5 3 1 . 9 / Q 3 D @ D  8 / 0 D 9 2 1 1 R 3 S 2 5 - 5 / 1 5 S . : 5 9 ; - 2 1 : / 9 X 0 2 5 3 @ 1 6 . 9 V / 5 ; 2 5 3 1 . 9 / + , [ [ . 3 / . 1 D l , . / 3 1 9 2 1 5 9 2 , 2 "  #   : 1 5 @ < C < = A < C I ? ? : 1 5 @ < I < = A < ? N ? ? : 1 5 @ < = > ? ? N ? ? : 1 5 @ < = N A < N ? ? : 1 5 @ < < = ? < > ? C : 1 5 @ < = L ? < > ? C : 1 5 @ < = H ? < > ? C : 1 5 @ < = N C > N ? ? : 1 5 @ = < = A ? C > ? ? : 1 5 @ 4 < = A ? N ? ? : 1 5 @ < < = A < A N ? ? : 1 5 @ N < = A ? A N ? ? : 1 5 @ H < = N H I N ? ? : 1 5 @ C < = N C C N ? ? : 1 5 @ A < = N A C > ? ? : 1 5 @ < < = N N ? ? : 1 5 @ < < = N A N N ? ? : 1 5 @ < < = N C I N ? ? : 1 5 @ = < = N H ? N ? ? : 1 5 @ = < = N H < N ? ? : 1 5 @ = < = N H L N ? ? : 1 5 @ = < = N C N N ? ? : 1 5 @ < = N H A N ? ? : 1 5 < = N H N ? ? : 1 < = N H C N ? ? : < = N H H N ? ? < = A < > ? ? < = H ? ? N ? < = N ? ? N ? < = N < > < = N C = = = = = = = % & ' ( < I G 3 2 . 5 ) * ? C B ? ? ? ? < < B N C H A < < B H 0 G > < 3 2 ? . L 5 0 C L B ? L L < A B > > < < < B I N A < C B H L > < ? B H C ? L > B C < L B < C ? A < A B C L C L < < B ? I ? A < < B I C ? ? = < H B A L ? = < I B > C < L < C B H ? H ? I A < B C I C < A < ? B C ? ? ? < ? B H C ? ? H < < B ? ? ? ? I L ? B > ? > ? = C < ? B I C ? ? @ = > < < B A C ? ? 5 @ = N < ? B N C ? ? 1 5 @ C ? < L B ? ? ? ? : 1 5 @ C < < B A < ? : 1 5 @ < B > C < ? : 1 5 @ B A ? : 1 5 @ ? ? : 1 5 @ < < L ? B I < < ? N ? ? : 1 5 @ A < < A B L H ? ? C B H ? H ? B I N ? ? ? ? ? = 3 2 . 5 0 < N L = = < C B = C L ? 6 = < < < G 3 2 . 5 I = 0 G ? C N = = L C ? L < 3 ? 2 = ? = A = ? . A 5 0 / 0 5 2 4 3 1 . 9 / U / S 9 2 ; 5 - 5 / 1 + . , 5 < = ? < I N ? ? : 1 5 @ < L < / 0 5 2 4 3 1 . 9 / U / S 9 2 ; 5 - 5 / 1 + . , 5 < = ? < I N ? ? : 1 5 @ L > < d 3 1 5 2 7 9 / 0 5 2 4 3 1 . 9 / U / S 9 2 ; 5 - 5 / 1 + . , 5 < = ? < I N ? ? : 1 5 @ A A L ? B d 5 < = I ? H N ? ? : 1 5 @ L N < < B H < ? A d . D , D 3 / , < = N < = N ? ? : 1 5 @ A C < B A > L ? d . D , D 3 / , < = N < = N ? ? : 1 5 @ A H < C B A > L ? d . D , D 3 / , < = N A = N ? ? : 1 5 @ A I < C B N < L ? d . D , D 3 / , < = N A = N ? ? : 1 5 @ A > < I B < L ? d . D , D 3 / , < = N A ? N ? ? : 1 5 @ A N < I B > C ? ? d . D , D 3 / , < = N A ? N ? ? : 1 5 @ ? < N B > C ? ? _ _ _ _ _ _ . 3 D . 0 1 . 2 5 7 2 5 X W 5 - Q 5 2 . 2 5 7 2 5 X W 5 - Q 5 2 \ . 2 5 7 2 5 X W 5 - Q 5 2 : 5 / . 9 2 . 2 5 7 2 5 X W 5 - Q 5 2 : 5 / . 9 2 . 2 5 : Z 8 3 , . 2 5 : Z 8 3 , O O 9 0 0 9 0 0 \ @ D 8 @ D 8 0 0 3 I 3 , ? , \ , ? , @ @ D @ 8 3 m 3 M 3 , ? 3 , m Annual Financial Plan ? ? m e @ 8 E > N , 3 M ^ ^ 9 ? ^ 0 n > M E ? 5 0 5 C - 1 - - 5 @ m @ ] 0 / 0 q 1 D . / . 0 / P r o 0 P 5 s 5 5 1 Q , , 1 D . M Q 9 / T 3 ; L P 5 ? , 2 P 3 1 > = $ 9 ; 1  ? 9 5 /  ? 7 @ 3 ! I 7 : 1  N 2 T 0  L 2 / .  N 5 . 0  = 5 / 0  < 1 . +  1 3 /   3 2 9 9 8 D 3 . 9   3 E 1 [ , . [ [ 7 ; 3 1 - 6 5 l / 3 3 D 2 . P   d 1 - @    d Y . 2 2   3 T / 3 9 3 2 @ 9 1 . T ; 6 7 . S 9 . M 2 W S .   d . 5 5  i    2 / 2 0 5 9 J . T . R 0 3 1 1 0 / 3 9  1 5 G  5 W + / 2 S  @ . P 3 - ; - T 3 5 5 5  2 V 9  1 , / E 0 @ 5 Q 3 - 1 :  . @ / @  D @ - 0 3 . 8  3 1 3 R  . , W J  ;  / + S 9    ` k / L ? 1 9 1 9 3 L Page 498 9 ? 2 > 1 C ? > D . - ? p ? . 3 D Q / 5 8 1 5 , , 0 1 5 0 1 3 2 , D Y . 3 5 8 T 5 . Q / 5 1 D - D . 9 S . T , 5 . Q 9 / . D 5 . = 4 . 2 0 . - - 3 8 S 9 2 / Q P 5 1 8 , T 5 = = = = 1 0 - 9 2 - 3 2 P 5 1 0 City of Flagstaff Appendix C - Resolution for Budget Adoption RESOLUTION NO. 2017- 20 A RESOLUTION OF THE COUNCIL OF THE CITY OF FLAGSTAFF, ARIZONA ADOPTING THE BUDGET FOR THE CITY OF FLAGSTAFF FOR FISCAL YEAR 2017- 2018 RECITALS: WHEREAS, in accordance with the provisions of A. R. S. Title 42, Chapter 17, Articles 1 - 5, the City Council did, on June 6, 2017 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 6, 2017, 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 20, 2017, in the Hurley Theater at Flagstaff High School 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 2017- 2018. PASSED AND ADOPTED by the City Council of the City of Flagstaff this 20th day of June, 2017. l MAYOR ATTEST: CITY CLERK APPROVED AS TO FORM: 1 CITY ATT RNEY Annual Financial Plan Page 499 City of Flagstaff Appendix D - Ordinance for Property Tax Levy Annual Financial Plan Page 500 City of Flagstaff Appendix D - Ordinance for Property Tax Levy Annual Financial Plan Page 501 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 502 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, 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 503 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 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. 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. Annual Financial Plan Page 504 City of Flagstaff Appendix E - Glossary 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 and Revenue. 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. 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. Annual Financial Plan Page 505 City of Flagstaff Appendix E - Glossary 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 selfsupporting 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. 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. Annual Financial Plan Page 506 City of Flagstaff Appendix E - Glossary 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 507 City of Flagstaff Appendix F - Acronyms Acronyms Acronym Description 4FRI ACA ACA ACI ACJC AD&D ADA ADC ADEM ADEQ ADOH ADOT ADR 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 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 Average Daily Rate 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 Annual Financial Plan Page 508 City of Flagstaff Appendix F - Acronyms DES POPTAC DHS DMV DMA DMO DOJ DoIT DOT DRB DRIP DUI EAH EAD EAP ECONA EDA EDMS EEOP EFCL EMT EOC ERT ERU ESTO FAA FAPPO FBI FCP FDBA 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 Department of Economic Security Population Technical Advisory Committee Department of Homeland Security Department of Motor Vehicles Data and Marketing Mastery Destination Marketing Organization 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 Educational Seminar for Tourism Organizations Federal Aviation Administration Florida Association of Public Procurement Officers Federal Bureau of Investigation Flagstaff Cultural Partners Flagstaff Downtown Business Alliance 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 Annual Financial Plan Page 509 City of Flagstaff Appendix F - Acronyms HSIP HTE HUD HURF HVAC 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 Highway Safety Improvement Project SunGard Public Sector Software Housing and Urban Development Highway User Revenue Fund Heating, Ventilation, Air Conditioning 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 Annual Financial Plan Page 510 City of Flagstaff Appendix F - Acronyms PC PD PFC PHAS PL PL POPTAC PR PSPRS PVC 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 Personal Computer Police Department Passenger Facility Charge Public Housing Assessment System Refers to Metropolitan Planning Funds Public Library Population Technical Advisory Committee Public Relations Public Safety Personnel Retirement System Polyvinyl-Chloride 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 Annual Financial Plan Page 511 City of Flagstaff Appendix F - Acronyms WQ WRF WRP WTP WWTP Water Quality Water Reclamation Facility Water Reclamation Plant Water Treatment Plant Wastewater Treatment Plant Annual Financial Plan Page 512 City of Flagstaff City of Flagstaff 211 W. Aspen Ave. Flagstaff, Arizona 86001 flagstaff.az.gov