CITY OF GOODYEAR ORGANIZATIONAL CHART CITIZENS OF GOODYEAR MAYOR & CITY COUNCIL CITY ATTORNEY OFFICE OF CITY MANAGER Roric Massey MUNICIPAL JUDGE Michael Simonson Stephen Cleveland COMMUNICATIONS MAYOR AND COUNCIL SUPPORT Paula Ilardo Communications Manager DEPUTY CITY MANAGER DEPUTY CITY MANAGER Brian Dalke Jim Nichols CITY CLERK COMMUNITY DEVELOPMENT COMMUNITY SERVICES Harvey Krauss Director HUMAN RESOURCES COURTS Jeff Fine Court Administrator FINANCE Larry Lange Director INFORMATION TECHNOLOGY Jack Blonski Director Jerene Watson Director Kay Wilkinson Director ENGINEERING ECONOMIC DEVELOPMENT FIRE DEPARTMENT Holly Childs Director Raul Varela Director Mark Gaillard Fire Chief PUBLIC WORKS Cato Esquivel Director WATER RESOURCES POLICE DEPARTMENT Mark Brown Chief of Police STRATEGIC PLANNING Elaine Schmerbeck Dee Cockrum Shaun Bradford Director CIP Ken Kennedy Table of Contents Page INTRODUCTION: • • • • • • • • Budget Message ___________________________________________________ 1 Vicinity Map Goodyear, Arizona ______________________________________ 6 City Officials ______________________________________________________ 7 City Council Mission Statement ______________________________________ 8 Organizational Mission, Values, Visions _______________________________ 9 How To Make The Most Of This Document ____________________________ 11 Budget Amendments and Budget Basis_______________________________ 12 FY 06-07 Budget Calendar __________________________________________ 13 CITY COUNCIL GOALS-Executive Summary __________________________ 16 FINANCIAL POLICIES & GUIDELINES: • • Strategic Financial Plan ____________________________________________ 22 Financial Policies _________________________________________________ 35 BUDGET SUMMARY ________________________________________________ 39 OPERATING BUDGET: • • • • • • • • • • • • • • • • • • • • • • • Mayor and Council ________________________________________________ 59 City Attorney _____________________________________________________ 61 City Clerk ________________________________________________________ 63 City Manager _____________________________________________________ 67 City Prosecutor ___________________________________________________ 70 Community Development___________________________________________ 72 Community Services_______________________________________________ 75 Economic Development ____________________________________________ 79 Engineering ______________________________________________________ 82 Finance _________________________________________________________ 85 Fire _____________________________________________________________ 91 Human Resources ________________________________________________ 94 Information & Technology Services _________________________________ 100 Municipal Court __________________________________________________ 105 Police __________________________________________________________ 107 Public Works Administration _______________________________________ 110 Equipment Management___________________________________________ 113 Facilities Management ____________________________________________ 115 Parks Division ___________________________________________________ 117 Recreation & Aquatics ____________________________________________ 119 Streets _________________________________________________________ 121 Sanitation_______________________________________________________ 124 Water Resources ________________________________________________ 127 CAPITAL IMPROVEMENT PROGRAM: • • • • • • • • • • CIP ____________________________________________________________ CIP Funding Sources Summary ____________________________________ Public Safety Projects ____________________________________________ Drainage Projects ________________________________________________ Improvement Districts ____________________________________________ Miscellaneous Projects ___________________________________________ Parks & Recreation _______________________________________________ Street Projects___________________________________________________ Water Projects ___________________________________________________ Wastewater Projects______________________________________________ Page 131 135 136 137 138 139 140 141 142 143 BUDGET SCHEDULES: • • • • • • • • • • • • • • • • • • • • • • • • • • • Sources and Uses ________________________________________________ Budget Overview_________________________________________________ Budget Overview Summary ________________________________________ Sources Of Funds Chart___________________________________________ Uses Of Funds Chart _____________________________________________ Uses Of Funds By Element Chart ___________________________________ Revenue Summaries______________________________________________ Expenditures Summaries __________________________________________ Financial Program Summary _______________________________________ Department Summaries ___________________________________________ Operating Budget Cost Allocations _________________________________ Operating Revenue Allocations_____________________________________ General Obligation Debt Capacity Limitations_________________________ Summary Of Bond Indebtedness ___________________________________ Debt Service Summary ____________________________________________ Annual Debt Service Payment Schedule _____________________________ Property Tax Levy & Rate Summary _________________________________ Combined Property Tax Levy & Rate Chart ___________________________ Property Tax Levy Chart___________________________________________ Property Tax Rate Chart ___________________________________________ Fulltime Authorized Positions ______________________________________ Authorized Positions Per 1000 Capita _______________________________ New & Replacement Equipment Summary____________________________ Capital Improvement Projects Summary _____________________________ Adopted CIP Plan 2000-2020 _______________________________________ Financial Indicators ______________________________________________ Financial Trends _________________________________________________ 144 145 146 147 148 149 150 154 155 156 158 159 160 161 163 164 165 166 167 168 169 174 176 178 180 183 184 APPENDIX: • • • Document Glossary ______________________________________________ 193 Community Characteristics ________________________________________ 200 Legal Budget Schedules __________________________________________ 205 BUDGET MESSAGE June 30, 2006 The Honorable Mayor and City Council: I am pleased to submit to you the City of Goodyear’s Annual Budget for Fiscal Year 20062007. The FY06-07 budget is a balanced budget matching the City’s available resources with the needs of a growing community. While the budget lays out a plan with expenditures significantly higher than in past years, it also takes into consideration the longer-term implications of adding new staff and future operating costs of capital facilities yet to be built. The City’s sound and progressive financial policies and practices coupled with its ability to maintain strong reserves for emergencies has produced a budget with the resources necessary to maintain and enhance the quality of life for all Goodyear residents. Growth has and continues to be significant for the City of Goodyear. Our population increased 16.94% from 41,225 in July 2005 to 48,210 in July 2006. End-of-year statistics show growth remaining strong in FY 2006/07. New single family building permits in FY 05/06 were up 8% over the previous year and the average number of new homes under construction in June 05/06 exceeded the previous end-of-year number by 46%. Water consumption in June 05/06 also saw an increase of 39% versus the same period the previous year. The City of Goodyear is poised to add another 40,000 residents in the next 5 years and the FY2006/07 serves as the foundation to assure that we can service these additional residents. In addition to new phases in the master planned communities, entirely new residential developments will begin sprouting up throughout previously undeveloped areas of the City. To serve the wants and needs of the citizenry, over 1.5 million square feet of retail space will begin construction in 2007 with major developments by Westcor, Evergreen Devco and Vestar bringing a whole new line-up of retailers to the City by 2008 and a Mall in 2009. With two major industrial park projects set to be completed in 2006, the employment corridor anchored by the Phoenix-Goodyear Airport will become the center of industrial development activity in the Southwest Valley, providing employment-based developments for companies and workers alike. New demands are anticipated each year for existing as well as new programs and services. The Council developed specific priorities for the FY06-07 budget. This budget addresses each priority. Besides ensuring that day-to-day operating requirements of the organization are met, the budget also incorporates the broad goals and objectives put forth by the Council. Community participation at the very beginning of the budget process has aided in the development of these goals. The seven Council priorities for FY06-07 in alphabetical order are: • • • City Services Economic Development Infrastructure • • • • Public Safety Technology Transportation Workforce Housing The following are a few of the major projects and/or new positions addressing these Council priorities that have been included in the FY 2006/07 budget: • • • • • • • • • • • • I-10 widening will be advanced from 2014 to 2010 completion due to aggressive three cities partnership Spring Training Facility ($77m) will create recreation and Major League Stadium University and College initiative to upgrade education opportunities McDowell Road Improvement District ($78m) will support our growing retail sector CIP Manager to manage CIP process and projects – most of which are infrastructure projects Director of Engineering – to oversee the timely implementation of the CIP projects and respond to growing development demands 11 Police positions and new traffic signals have been added to enhance Public Safety Fire Station 185, near PebbleCreek will be constructed in 06/07 Full-time Webmaster position, implementation of radio read water meter system, and fiber-optic traffic management system address technological issues Several new wells, water transmission lines and quality testing upgrades will improve infrastructure needs to satisfy water demand increases Expand the 157th Ave. Wastewater Reclamation Plant to 6 mgd and the Corgett facility to 1.3 mgd to meet increased wastewater infrastructure needs support new jobs and homes in our City A park masterplan and construction of EMR (Estrella Mountain Ranch) community park will help provide recreational programs desired by residents TOTAL PROPOSED BUDGET The total proposed budget for FY06-07 is $480.5 million. This amount includes $72.1 million in operations and $408.4 million in capital expenditures. The overall increase to the FY06-07 budget is 115%, due to significant increases in the capital improvement budget. Capital Improvement Plan (CIP) The CIP was upgraded during FY2005/06. It was analyzed in depth, reorganized and reprioritized with identified funding sources determined for each project in the Five-Year CIP for FY2005-2010. Projects with no funding sources were moved to the outer five years. We are hiring an experienced CIP Manager on in the FY06/07 budget to manage the improved CIP process and to assure the timely completion of its many important projects. We also took the time to add a public citizen participation component – “P2” - to each CIP project to ensure that each project provides needed information and meets the expectations of the citizens. 2 TOTAL PROJECTED REVENUES Total revenues available to the City of Goodyear in FY 2006/07 for both operating and capital projects are $559,229,755. The vast majority (83%) of this total revenue comes from sources such as bond proceeds (51%), other revenues (16%), and local taxes (7%). The remaining 17% ($93.6 million) is from the fund balance remaining at the end of last year. Total City Sales Tax revenues (both operating and capital) are estimated to be $34.2 million in FY06-07. The projected City’s sales tax of $21,574,727 is its single largest operating revenue, comprising 28% of total operating revenues. An additional $12,575,553 in City sales tax is budgeted for capital, or one-time expenditures. The increase in city sales taxes is largely reflective of the city’s business activity which has benefited from the economic expansion and high consumer confidence. In addition, median household income has increased to an estimated $66,747 and directly supports the increase in sales tax revenue. The 2005 Mid-Decade Census Survey results will have a major impact of $4.2 million on the City’s revenue allocation for the next five years. The City relies on its fair share of stateshared revenues, including state income tax, sales tax, and motor vehicle registration fees. In accordance with longstanding agreements, these revenues are collected by the State of Arizona and distributed to cities and towns on a population-based formula. In addition, the State allocates a portion of gas tax revenues & lottery proceeds to cities which is used to fund city road and transportation projects. In the year ahead, state-shared revenues are projected to grow by 57% overall, reflecting an anticipated strengthening in state income tax collections, and increasing sales tax activity statewide. Goodyear also collects property taxes to support its services and capital program. The primary property tax, by past practices, is placed in the City’s General Fund for fire and police and general government operations. The secondary property tax can only be used to pay debt to retire voter approved municipal bonds for capital projects. The City’s combined property tax rate will be $1.59 per $100 of assessed value, comprised of $0.85 for the primary tax rate, and $0.74 for the secondary tax rate. TOTAL OPERATING EXPENDITURES The proposed operating budget for on-going costs totals $72,166,906 which reflects an increase of 25% over FY 05/06. The substantial increase is necessary given our City’s rapid population growth, inflationary pressures and normal unavoidable overhead increases (e.g., insurance, utilities and fuel, retirement rate increases, etc). Because our business is service, our greatest asset is our employee work force which performs those services. Ever-increasing demands by our residents for programs and services add to the workload of current employees and result in the need for more and more employees just to maintain service levels as the city grows. Therefore, it is important that we keep as much of our trained workforce as possible. In an effort to accomplish this mission, the personnel service increases include the following: 3 • • • 2.9% for merit increases; 1.9% for the current program and an additional 1% for changes to the merit program ($621,000) 3.2% for market adjustment for all employees ($710,000) 25% assumed rate increase for health insurance ($565,000) Sixty-one (61) new staff positions are recommended in this budget to meet the impact of growth in the City and its associated service demand. To offer some recent historical perspective, 61 compares to 72 positions added in FY 2005-06, 57 positions in FY 2004-05, 26 positions in FY 2003-04, and 19 positions in FY 2002-03 when the Arizona economy had slowed. Of the 61 recommended new positions in FY06/07, 19 are funded through user fees and charges - Water/Wastewater (5), Sanitation (1), Fire (9), and Development Services (4). OPERATING REVENUES The proposed budget is balanced with revenues of $76,980,139 that are 19% higher than the previous year. The currently identified revenues will more than adequately cover all proposed one-time and ongoing expenditures throughout FY 06/07. Based on the City’s conservative approach to operating expenditures, reserves of almost $5 million are expected to be available at the end of the fiscal year. Operating revenue sources include the General Fund, Highway User Fund, and Water, Sewer and Sanitation Enterprise funds. The General Fund is the largest source of operating revenues and is primarily made up of local taxes such as primary property taxes and sales taxes. General Fund revenues are projected to be up 16%, with most of the increase coming from sales taxes (+$4.7 million). The total proposed rate increases for utilities will also result in added revenues of $1.7 million, including $840,352 for water, $461,523 for sewer and $378,861 for sanitation based on our current customer base. We are well on our way to ensuring that our Enterprise Funds cover their capital and operating costs so that feebased services pay for themselves. ACKNOWLEDGEMENTS A great deal of time and effort has been put into providing responsible financial policies that benefit our residents. The leadership you provide in developing our Financial Policies and Strategic Plan are significant tools that guide us in our process. Based on the guidance of our City Council, we strive to target available resources toward projects and programs that best improve the overall quality of life for Goodyear residents. Individual City department budget liaisons made significant contribution to this year’s budget. Their input and participation helped streamline the process very smoothly and reduced preparation time. I thank the Budget Division, consisting of Joe Pizzillo and Barb Huttinger, under the direction of Finance Director Larry Lange for their hard work in developing a fiscally sound budget based upon solid assumptions and projections. Additionally, I’d like to recognize and thank Jim Nichols and Elaine Schmerback for working with various departments to revamp the 5-year CIP projects and identify funding sources for each project. 4 The CIP process was improved a great deal this year. I’m also very proud that each year we improve our budgeting process so that it better ensures our ability to keep up with Goodyear’s remarkable growth and allows us to provide our citizens the high level of service expected. Sincerely, Stephen S. Cleveland City Manager 5 VICINITY MAP THE CITY OF GOODYEAR MARICOPA COUNTY, ARIZONA 6 Mayor Senior Management Staff Jim Cavanaugh Stephen S. Cleveland City Manager Vice Mayor Michael Simonson Presiding Judge Frank Cavalier Roric Massey City Attorney Councilmembers Brian Dalke Rob Antoniak Deputy City Manager Brenda Holland Jim Nichols Deputy City Manager Georgia Lord Dee Cockrum City Clerk Dick Sousa Harvey Krauss Fred Scott Community Development Director Jerene Watson Community Initiatives Director Holly Childs Economic Development Director Raul Varela Engineering Director Larry Lange Finance Director Mark Gaillard Fire Chief Kay Wilkinson Human Resources Director Jack Blonski Information and Technology Services Director Mark Brown Police Chief Cato Esquivel Public Works Director Shawn Bradford Water Resource 7 CITY COUNCIL MISSION STATEMENT The City Council represents and serves our community as responsible stewards of the public trust. We envision and shape our future by engaging citizen involvement and fostering City staff innovation. COUNCIL VALUES CHARTER ¾ ¾ ¾ ¾ ¾ ¾ We Value: our proud heritage, integrity, civility, an open, trusting and responsive environment, our citizens and staff, innovation, creativity and the pioneering spirit, and those attributes that enhance our Quality of Life • agricultural preservation • open space • clean air • public safety • recreation • bike lanes • connective parks • green belts 8 ORGANIZATIONAL MISSION, VALUES, VISIONS MISSION The City of Goodyear will provide the finest municipal services and promote a quality environment to enhance our community’s prosperity through citizen and employee participation. We are committed to the stewardship of resources and the fulfillment of the public trust. VALUES In our culture we value: • • • The individual. The team. The customer. We express this by setting ethical standards and the display of integrity in the performance of our duties. We expect: • • • Each task to have a purpose. The individual to step up and lead. Positive examples to be set by leadership. Our exceptions are fulfilled by consistency between our words and our actions. We believe: • • Our first responsibility is to our internal and external customers. In the mission and vision of our organization. Our beliefs are demonstrated by actions rather than empty promises. OUR ORGANIZATIONAL CULTURE FOSTERS MUTUAL RESPECT, TRUST AND EMPOWERMENT 9 VISIONS • QUALITY: Quality is meeting or exceeding customer expectations. • FIVE YEAR ORGANIZATIONAL VISION: The City of Goodyear is respected and recognized as the premier provider of public services. We are the employer of choice attracting and retaining people of integrity who are committed to excellence. • CUSTOMER SERVICE: We know and respect our customers, earning confidence by meeting or exceeding their expectations. We succeed through customer participation, communication, and cooperation. • LEADERSHIP: We are team-oriented, respecting and valuing others. Leadership is by example. We are leaders of leaders, sharing vision, fate and the rewards of our efforts. • PARTNERSHIPS: We base our relationships upon trust, open and honest communication and keeping our commitments. We give full value and deal fairly; we accept no less in return. • BUSINESS PROCESSES: We insist on adding value to the products and services we deliver to our customers. Our fully documented processes are simple, effective, efficient, and easily understood. We continually apply, review and improve them. • MEASUREMENTS and DOCUMENTATION: We continually measure and evaluate our efforts and results. We analyze, document and share our findings with our customers. We use what we learn to improve our processes, maximize our resources, and enhance customer service. • TRAINING: We value people in our customer service culture and invest in continuous, timely, and consistent education and training. We develop and implement training plans to promote individual, team and organizational growth. 10 How To Make The Most Of This Document The budget document serves two distinct purposes. One purpose is to present the city council and public with a clear picture of the services that the city provides, and of the policy alternatives that are available. The other purpose is to provide city management with a financial and operating plan that conforms to the city’s accounting system. City Council Goals - This section presents the major areas of emphasis for the City in FY 2006-07 which in turn drive many of the budgetary decisions. Financial Policies and Guidelines - The Goodyear Strategic Financial Plan includes some sample graphs which are updated annually. The purpose of the strategic financial plan is to offset revenue fluctuations through financial mechanisms, rather than through constant changes in city programs and service levels. The Financial Policies establish the framework for overall fiscal planning and management. The policies set forth guidelines for current activities and long range planning. Budget Message and Budget Summary - These sections provide an overview of the key policy issues and programs. Mission, Vision, Values - The City has adopted Missions, Visions, and Values statements focused on delivery of the finest municipal services to meet the community needs through the use of best practices and wise stewardship of the public resources and trust. “Customer Services” are central to this endeavor. Operating Budget - This section includes the departmental budget information on goals, objectives, performance indicators, and staffing. Capital Improvement Program (CIP) - This section presents the projects budgeted for FY 2006-07, and scheduled operational costs through FY 2009-10. Supporting Schedules - This section provides the heart of the document as an operating and financial plan; some of these schedules also serve to meet state reporting requirements. Glossary - The glossary helps translate some of the budget jargon into plain English. 11 BUDGET AMENDMENTS: Under the city’s expenditure limitation, total expenditures cannot exceed the final appropriation, $480,553,074 million in FY 06-07, once the budget is adopted. The City Council can amend the total appropriations for an individual fund. To guarantee compliance with the expenditure limitation, however, when one fund’s total appropriation is increased, another fund’s appropriation must be reduced by an equal amount. Amendments to fund total appropriations are by Council Ordinance. The Mayor is authorized to transfer budgeted amounts between departments within funds. However, any budget revision requiring a transfer from the contingency reserve must be approved by the City Council. BUDGET BASIS: All government funds (for example, the general fund) are budgeted using the modified accrual basis of accounting. Revenues are recognized when they become measurable and available as net current assets. Expenditures are generally recognized under the modified accrual basis of accounting when the related fund liability is incurred. An exception to this general rule includes principal and interest on general longterm debt, which is recognized when due. Proprietary (for example, the utility enterprise fund) and Pension Trust Funds are accounted for using the accrual basis of accounting. Their revenues are recognized when they are earned, and their expenses are recognized when they are incurred. The City’s Comprehensive Annual Financial Report (CAFR) presents the status of the city’s finances on the basis of “generally accepted accounting principles” (GAAP). In most cases this conforms to the way the city prepares its budget. Two exceptions are the treatment of depreciation expenses (these are not shown in the budget, although the full purchase price of equipment and capital improvements is, while purchases of capital improvements are depreciated in the CAFR for enterprise funds) and compensated absences (accrued but unused sick leave) which are treated slightly differently in the budget and in the CAFR. The Comprehensive Annual Financial Report shows fund expenditures and revenues on both a GAAP basis and budget basis for comparison purposes. 12 City Of Goodyear FY06-07 Budget Calendar (as of June 6, 2006) Date Action September 9, 2005 Senior Staff Retreat to discuss CIP, budget, Strategic Plan, preparing for Council Advance September 10, 2005 Certified Employee Groups (Ordinance 2005-937) October 17, 2005 Work session - compensation, benefits, recruitment & retention (presented by HR) October 24, 2005 Budget Work session #1 (1 hour on growth update/impact on service levels) (rehearsal will be two weeks prior during the week of October 10) October 24, 2005 Budget Office completes first draft of estimated financials for FY06-07 (July - Sept actuals) October 26, 2005 Public Hearing request for FY06-07 budget input October 31, 2005 Budget Work session #2 (2 hours 5yr forecast, known revenues, Development fees less reimbursement, 5yr fire fees, etc., 5 yr CIP, policy issues) (rehearsal will be two weeks prior during the week of October 17) November 1, 2005 Determine the CIP process for a 5-year fully funded plan November 4-5,2005 City Council Advance December 1, 2005 – January 23, 2006 CIP Committee Updates 5 Year CIP January 15, 2006 Budget Office presents second draft of estimated financials for FY06-07(July-Nov actuals) January 17, 2006 Directors' Advance January 23, 2006 Budget worksession #3 (confirm FY06-07 budget goals/priorities & propose CIP (remaining fiscal & all FY06-07)) January 1, 2006 – January 31, 2006 Departments update their strategic plans and draft their workplans for FY06-07 Budget instructions & training for Budget Liaisons January 30, 2006 – January 31, 2006 Budget Liaisons – instructions & Training Session February 21, 2006 – February 22, 2006 Budget Kickoff Meeting - Instructions & Training Session February 27, 2006 – March 10, 2006 Departments complete an overview of their budget requests (Executive Summaries) And enter their FY 06/07 requests into the database March 13, 2006 March 17, 2006 Budget reviews data and forwards to City Management to Review Budget forwards Departments' Executive Summaries to City Management 13 City Of Goodyear FY06-07 Budget Calendar (as of June 6, 2006) Date March 24, 2006 Action Budget Office presents final draft of estimated financials for FY06-07 (July - Jan actuals) March 20, 2006 – March 24, 2006 City Management reviews Departments budget requests (overview & detail) March 27, 2006 – March 31, 2006 City Management meet with departments March 1, 2006 – April 1, 2006 Departments update FY05-06 accomplishments, FY06-07 objectives, Performance Indicators April 3, 2006 – April 7, 2006 City Management discuss budget requests April 10, 2006 – April 14, 2006 Database updated and revisions to budget books created Work session presentation for City Council prepared City Management meets with budget staff to discuss budget message & develop budget recommendation April 15, 2006 GO Bonds sizing decision April 17, 2006 City Council presentation on financial policies, sources/uses & overall budget status April 10, 2006 – April 18, 2006 Budget updates budget book, Sources & Uses, distributes all to Directors to review & provide feedback April 19, 2006 Prepare City Council Budget Packet April 24, 2006 Budget work session #4 (1 hour to present FY06-07 budget proposal) April 24, 2006 – May 5, 2006 Budget Revision - (Based on City Council and Public Feedback) May 10, 2006 Prepare City Council Budget Packet May 15, 2006 Budget work session #5 (to present revised FY06-07 budget proposal) May 16, 2006 – May 19, 2006 Revised Budget Document Updated May 22, 2006 – May 26, 2006 Departmental Review of Revised Draft Budget Document May 30, 2006 Budget work session #6 (if needed) June 9, 2006 Publish first "TNT" notice in newspaper (if necessary) 14 City Of Goodyear FY06-07 Budget Calendar (as of June 6, 2006) Date June 1, 2006 – June 30, 2006 Action Departments update their work plans for FY06-07 June 12, 2006 Adopt Tentative Budget June 13, 2006 – June 20, 2006 Tentative Budget advertised in the newspaper. June 16, 2006 Publish second "TNT" notice in newspaper (if necessary) June 26, 2006 Hold public hearing on budget. Adopt Final Budget for FY 06/07 July 10, 2006 Adopt property tax levy July 11, 2006 Forward copy of property tax levy ordinance to County August 21, 2006 County Board of Supervisors adopts tax levy on or before the third Monday in August. 15 Executive Summary Growth continues to be significant for the City of Goodyear. In comparing data between years 2005 and 2006 – o Estimated population increased 16.94% (from 41,225 in July, 2005 to 48,210 in July, 2006) o Homes under construction increased 78% (from 1084 homes in January, 2005 to 1926 homes in January, 2006) o Police calls for service rose 22% (from 3,447 calls in January, 2005 to 4,208 calls in January, 2006) o Hours spent to maintain neighborhood parks increased 59% (from 578.5 hours in January, 2005 to 921 hours in January, 2006) o Contained tons of trash picked up increased 6% (from 1,733 tons in January, 2005 to 1,853 tons in January, 2006) o Water production increased by 32% (from 96 millions of gallons in January, 2005 to 127 millions of gallons in January, 2006) o Water consumption increased by 42% (from 90 millions of gallons in January, 2006 to 128 millions of gallons in January, 2006) In March of 2006, Departments submitted their requests which included 197 positions. After multiple meetings and careful consideration by the City Manager, his Deputy City Managers, and Finance staff, the total operating budget proposed to Council was modified to $72,166,906 and includes 26 projects, 61 positions (15 authorized in March 2006) plus recommended support services and programs. Personnel Services Materials & Supplies Professional & Contractual Services Developer Reimbursement Debt Service Total $37,324,858 $16,775,944 $13,419,523 $2,000,000 $2,646,581 $72,166,906 Personnel services are also incorporated in the operating budget. These are estimated as follows – o $621,000 – 2.9% for merit increases (1.9% for the current program & an additional 1% for proposed changes to the merit program) o $710,000 – 3.2% for market adjustment for all employees o $565,000 – 25% assumed rate increase for health insurance o $262,000 – various increases in the retirement contributions o $140,000 – vacation leave payout The proposed budget for FY06-07 addresses the following areas of importance – o Council’s FY06-07 priorities as stated in your Advance in November, 2005 o City of Goodyear’s 5 strategic goals o City Manager’s Performance Plan for January to December, 2006 16 Tax Revenue The mid decade census will have a major impact on the City’s revenue allocation for the next five years. The City relies on receiving its fair share of state-shared revenues, including state income tax, sales tax, and motor vehicle registration fees. In accordance with longstanding agreements, these revenues are collected by the State of Arizona and distributed to cities and towns on a population-based formula. In addition, the State allocates a portion of gas tax revenues & lottery proceeds to cities which is used to fund city road and transportation projects. We are waiting for final population data but estimate that state-shared revenues will grow by 45% overall (from $6.5 million to $9.9 million), reflecting an anticipated strengthening in state income tax collections, and increasing sales tax activity statewide. The total sales tax for FY06-07 is projected at $34.1 million, an increase of 8.9%. From that, an additional $12.6 million is projected for capital, or one-time expenditures. Goodyear also collects property taxes to support its services and capital program. The primary property tax is placed in the City’s General Fund for Public Safety operations. The secondary property tax can only be used to pay debt to retire voter approved municipal bonds for capital projects. It is proposed the City’s combined property tax rate remain at $1.60 per $100 of assessed value, comprised of $.86 for the primary tax rate (estimated $3.56 million revenue), and $.74 for the secondary tax rate (estimated $3.95 million revenue). FY2005-06 Year in Review For another year, Goodyear employees provided the three Es in customer service to each other, to the Council, and to residents – Excellence, Efficiency, and Effectiveness. Excellence Here are a few of the many appreciative comments received by Goodyear staff for their outstanding customer service – “The City of Goodyear and all its employees seem to really care about the citizens’ comments and I really appreciate you taking the time to answer me. I have never lived in a city before that has taken the time to respond to each person that sends a comment though the website. You are all to be commended.” “Goodyear’s recycling program is to be congratulated and given many thanks. My husband and I are happy to do our part in recycling. Goodyear is a wonderful place to live, and with good planning and forethought, good progress will make living here for all a real enjoyment.” “As your staff can tell, my husband has been cleaning out his garage. Each week I’m always amazed that the pile is picked up. Last Thursday I was leaving for work at 6:45am and they were picking it up as I was leaving. I don’t know how they know, but it is always gone. Your staff does an OUTSTANDING job and I really appreciate the service.” 17 Efficiency Goodyear staff takes great pride is striving to do more while maintaining the current level of resources. Here are some examples – City Clerk and Information Technology Services (ITS) Departments collaborated to streamline the minute-taking process and improve communication with citizens through the installation of Granicus, a Council meeting recording system which started March, 2006. Since November, 2005 by outsourcing the mailing (printing, sorting, stuffing, distribution) of utility and sanitation bills, Finance Department saves 3 days processing each month at no additional cost. Human Resources and Information Technology Services (ITS) Departments improved customer service and reduced staff time needed to screen and hire job applicants by implementing the Application/Applicant Tracking System beginning December, 2005. Finance and Information Technology Services (ITS) Departments improved customer service and reduced staff time required to process utility payments by deploying voice activation software for account information beginning in August, 2005. Police and Fire Departments shared in the procurement and use of certain resources and equipment beginning October, 2005 related to Weapons of Mass Destruction incident investigation and remediation. The Community Development Department consolidated the supervision and cross-training of Planning and Building Technicians to improve the coordination and job sharing between Planning & Zoning and Building Safety staff and to enhance customer service beginning April, 2006. Effectiveness Goodyear staff is always looking for ways to improve as shown below – The Fire Department in October, 2005 became the third fire department in Arizona to be qualified to conduct state-certified firefighter practical skills assessment under the authority of the State Fire Marshal’s Office and the International Fire Service Accreditation Congress. Ten (nine from Goodyear and one from Avondale) firefighters were trained saving an estimated $176,000. The City Prosecutor’s Office relocated to the Goodyear Justice Facility in July, 2005 to become more accessible to the public and to decrease the time necessary for the processing of an expanding criminal justice docket. The Fleet Management Services of the Public Works Department successfully completed an emissions audit in September, 2005 with ADEQ showing 100% compliance with emissions regulations. 18 The Community Development Department initiated quarterly meetings in April, 2006 with the development community to share information and seek input to improve processes and procedures. Audit reports in April and May, 2005 confirmed that the Water Resources Department met or exceeded all state and federal drinking water and wastewater treatment regulations. Community Resources and Fire Departments worked together to create the CERT (Citizen Emergency Response Teams) program allowing trained employees to then offer classes to residents. First classes were held in April, 2006. FY2006-07 budget requests Sixty one staff positions are recommended in this budget (15 were pre-approved by Council in March, 2006). Many of these proposed new positions reflect the impact of growth in the City and the associated service demand. Budget requests for 26 projects have also been submitted for Council approval. These projects directly tie with the City’s strategic goals as well as Council’s vision for achieving those goals. Funding requests for additional employees and projects also coincide with the City Manager’s Performance Plan for 2006, a plan which has taken ownership by all Goodyear employees and become the City Performance Plan. The next few tables show the relationship of the FY2006-07 budget requests to the City’s Strategic Goals, Core Business Areas and the City Performance Plan’s objectives. Relationship of FY2006-07 budget requests to the City’s Strategic Goals Financial We will achieve and maintain the City’s financial wellness and stability. Finance – Admin Assistant Finance – Sr. Account Clerk Finance – Business Registration Tech. Acceleration of I-10 McDowell Improvement District Cycle billing Outsourcing of utility and sanitation bills Human Resources We will create and maintain a culture and environment where dedicated employees and community members work together to facilitate the delivery of outstanding services. HR – Analyst Growth & Infrastructure We will manage growth to ensure that it has a positive impact on our community and our quality of life, sustaining desired public and private services and infrastructure. Efficiency We will improve the efficiency and effectiveness of City services to fulfill internal and external customer needs. Partnerships We will seek intergovernmental and public/private partnerships for solutions. CMO – Webmaster Finance – Customer Service Rep. ITS – IT Specialist I Com Dev – Building Permit Tech. II Fire – Building Inspector III Engineering – Director City Atty – Asst. City Prosecutor Court – Municipal Court Clerk I Water Resources – Cust Service Tech III Supervisory Academy Training Program Engineering – Sr. Civil Engineer Engineering – Sr. Project Manager Retail Recruitment Consultant 16 Westpac Devel. Agreements Comm. Services – Volunteer Coord Regional contract for Luke AFB Consultant for University Project YMCA Learning Center/Gym Project Sponsorship for Tbird Balloon Race Lobbying for key state issues Cotton Lane Bridge 19 Com Dev – Building Inspector II and III Engineering – Const. Inspector II City Clerk – Staff Assistant CMO – Staff Assistant CMO – Management Assistants Management Audit Financial We will achieve and maintain the City’s financial wellness and stability. Human Resources We will create and maintain a culture and environment where dedicated employees and community members work together to facilitate the delivery of outstanding services. Growth & Infrastructure We will manage growth to ensure that it has a positive impact on our community and our quality of life, sustaining desired public and private services and infrastructure. Efficiency We will improve the efficiency and effectiveness of City services to fulfill internal and external customer needs. Expansion of Van Buren Road Stadium Facility University Recruitment Program Outsourcing of utility and sanitation bills Partnerships We will seek intergovernmental and public/private partnerships for solutions. Relationship of FY2006-07 budget requests to the City’s Core Business Areas Build a Sustainable Community Keep People and Property Safe Adapt to Change Ensure Public Health Parks – Parks Worker II & III Police – Officers, Sergeant, & Detective Management Audit Parks – Director Police – Telecommunications Operator & Supervisor Fire – Engineer, Battalion Chief, Firefighters, Captains Technology Master Plan ITS – Work Orders/ Facilities Management software CMO – Management Assistants CMO – Webmaster Sanitation – Sanitation Public Education Program Water Resources – Water Quality Tech III Water Resources – Utility Technician I & III Recreation – Recreation & Aquatics Programmer Acceleration of I-10 Engineering – Sr. Civil Engineer Engineering – Sr. Project Manager Retail Recruitment Consultant Fire – 2006 Fire Prevention & Safety Program Com Dev – Building Inspector II and III Engineering – Construction Inspector II City Atty – Asst. City Prosecutor 20 Sanitation – Recycling Coordinator Water Resources – Customer Serv Tech III Relationship of FY2006-07 budget requests to the City’s Performance Plan Promote trust between Council and City Manager Funding for City Council Projects Professional Services Special Project Information sharing Streamline organizational processes and eliminate unnecessary and/or redundant requirements. CMO – Management Assistants Management Assessment Develop a highly trained and motivated workforce. Assure city actions are strategically planned and designed to achieve success. Reduce the cost of doing business while maintaining a high level of citizen satisfaction HR – Analyst Acceleration of I10 Management Assessment Regional contract for Luke AFB Sanitation – Recycling Coordinator Comm. Svcs – Volunteer Coordinator Council Support Staff Supervisory Training Lobbying for key state issues Recruit/ Retention Program Succession Planning University Recruitment Program Stadium Facility Public Safety Advisory Committee Radio Read Water Meter System Cycle Billing Maintain a positive and effective relationship with the development and business communities Com Dev – Building Inspctr II & III Retail Recruitment Consultant Finance – Business Reg. Tech. Development Community Meetings Proactively identify organizational weakness and pursue strategies to correct or mitigate. Management Assessment Accelerate economic development, insist on qlty development, and seek out technological advances CMO – Webmaster Technology Master Plan Consultant for University Project Employment Corridor McDowell Road I District City Facilities Master Plan Conclusion The proposed FY2006-07 Budget is a balanced budget matching the City’s available resources with the needs of a growing community. While the proposed budget lays out a plan with significant expenditures, it also takes into consideration the longer-term implications of adding new staff and also the future operating costs of the capital facilities to be built. With the City’s sound and progressive financial policies and practices, and its ability to maintain strong reserves for emergencies, this proposed budget provides the resources necessary to maintain and enhance the quality of life for all Goodyear citizens. 21 City of Goodyear Strategic Financial Plan The City’s primary operating revenues sources (city sales taxes, water, sewer, and sanitation user fees, and building & zoning fees) are subject to wide variations due to changes in the economic and political environment. Population growth is always accompanied by increased demands for services that translate directly into increases in the city’s ongoing operating expenditures. The amount of new revenue generated by new residents through sales and property taxes, etc., is not necessarily sufficient to meet the total cost of service expansion. I. Observations The City’s budget is sensitive to unpredictable shifts in the local economy. The chart below shows the variation in future operating revenues less operating expenditures based purely on differences in economic conditions. “Optimistic” assumes 20% annual increase in revenues, “Base” assumes 16% annual increase in revenues and “Pessimistic” assumes 10% increase in revenues. Expenditures increase an average of 16% annually. The annual average increases in operating revenues and operating expenditures have been 16% for the last five years. Projected Revenues less Expenditures Three Scenarios $10 $5 $FY 07 FY 08 FY 09 FY 10 Millions $ $(5) $(10) $(15) $(20) $(25) $(30) Optimistic 22 Base Pessimistic FY 11 II. Long Term Strategies for Goodyear There are several long and short-term strategies that can be followed in responding to different financial conditions; some actions can be taken now and in future budgets to make these strategies easier to implement. A. Staff Levels In the past, employee costs have been thought to be fixed. It is difficult for any organization to make quick changes in staffing levels. Even if layoffs are made, they must be made early in the fiscal year to have any impact on that year’s annual budget. However, layoffs should be avoided and used only as a last resort due to the negative impact on employee morale and productivity! In the long run, City staff levels are flexible, especially in the case for staff additions. If necessary, decreases can also be made without negatively impacting the organization, as long as there is enough lead-time to let regular attrition help out. Fulltime Positions/1000Capita 10.60 10.40 10.34 10.20 9.95 10.00 9.77 9.80 9.55 9.60 9.40 9.28 9.21 9.20 9.00 8.80 8.60 FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07 Current staff levels will increase slightly to respond to community and Council requests for new programs including water distribution, public safety, community development, and recreational programs. This will keep the City in a good position to respond to future population growth. As the graph on the previous page indicates, positions per capita have declined over the past five years. Long term forecasting can help in determining the City’s ability to sustain higher levels if new programs and services increases are considered in the future. A total of sixty-one new positions were approved for the FY 06-07 budget year. 23 Percent Of Authorized Positions For FY 06-07 41.9% 40.00% 18.7% 20.00% 15.7% 13.2% 10.4% 0.00% Administration Planning & Devel Svcs Public Safety Programs Public Works Number Water Resources % Administration Planning & Devel Svcs Public Safety Public Works Water Resources 14 12 22 8 5 18.72% 13.20% 41.91% 15.74% 10.43% Total New Positions 61 100.00% B. Capital Improvements Program - CIP Most large capital construction projects permanently increase the city’s operating costs for staff, maintenance, repairs, utilities, etc. Also, debt service costs may increase the annual operating costs for term of the bonds. Each year the five year CIP is updated and the impact of the operating costs are evaluated, along with the particular financing methods for the capital cost. The FY 06-07 CIP project categories are shown below. 24 Budget FY 06-07 Percent Of Total 4,218,000 22,393,000 4,630,000 200,000,000 558,000 8,275,089 8,252,097 62,580,547 54,426,925 365,333,658 1.15% 6.13% 1.27% 54.75% .15% 2.27% 2.26% 17.13% 14.90% 100.00% Categories Public Safety Drainage Public Works Special Districts Miscellaneous Parks Streets Water Wastewater Total Expenditures C. Taxes Some cities use the property tax rate to make short term adjustments in the operating budget. In Goodyear, however, the state tax limitation and the relatively minor role of this tax source on the operating budget combine to make the property tax fairly ineffective for short-term adjustments. No other local tax sources serve this purpose either. Therefore, changes in the City’s tax structure or tax rates should be viewed in the context of long term finances. A sales tax rate increase, for example, should be made to solve a long-term structural imbalance between revenues and service costs, or the new revenues used for one-time expenditures, not to balance a single year’s budget. City sales tax budgeted revenues are shown below. The City increased the contracting activities tax from 2% to 3.5% January 1, 2005. City Sales Tax Revenues Budgeted $40,000,000 $34,150,280 $35,000,000 $31,375,910 $30,000,000 $25,000,000 $21,830,956 $20,000,000 $17,413,094 $14,531,875 $15,000,000 $12,305,080 $10,000,000 $5,000,000 $FY 01-02 FY 02-03 FY 03-04 25 FY 04-05 FY 05-06 FY 06-07 III. Short Term Strategies A. Fund Balance Cities operate under a balanced budget requirement, but this doesn’t mean that revenues must equal expenditures. The beginning fund balance can be added to revenues to cover expenses, or revenues can cover expenses plus fund balance. As a sound financial management practice, however, Goodyear City Council has established a goal of not budgeting fund balance to support long term, ongoing expenses. A more important role of fund balance is to cover unanticipated drops in revenue or increases in costs. It can act like a spring to absorb short-term fluctuations in the local economy. General Fund Beginning Balance (000's) $38.17 $40.00 $35.00 $30.00 $23.20 $25.00 $20.00 $15.00 $9.40 $9.60 2001 2002 $11.30 $10.20 2003 2004 $11.65 $10.00 $5.00 $- Millions 2005 2006 2007 B. Operating Capital Operating capital is often called “pay as you go” capital since projects (street repair) and equipment (cars, desks, pickups) in this category are funded directly from operating revenue, rather than through borrowing against future revenue. Unlike personnel costs, it is relatively easy to make short term changes to operating equipment and improvements budgets. Services to citizens aren’t affected much if vehicle replacements are delayed or sped up in any given budget year, if long term replacement programs are kept. Eliminating the road chip seal program in one year doesn’t have major consequences if it is accelerated in the next year. 26 General Fund Budgeted Operating Capital (000's) $14,000 $12,575 $12,000 Thousands $10,000 $7,844 $8,000 $6,000 $4,000 $2,968 $3,000 $2,890 $2,250 $1,918 $2,000 $2001 2002 2003 2004 2005 2006 2007 Fiscal Years Like a fund balance, the operating capital can be used as a spring in absorbing economic fluctuations. Construction sales tax is the main source of the City's General Fund money used for one-time expenditures. The City currently utilizes approximately 90% of its local construction sales tax revenue for one-time projects or capital expenditures. C. Service Contracts Contracting for services may provide a less expensive alternative in providing city services. A further advantage is that it is easier to vary contract amounts on a year to year basis than it is to vary city staffing levels and overhead costs such as equipment and building space. For these reasons, Goodyear has placed increased emphasis on service contracts in areas such as waste management, water resources, engineering, and specialized legal services. IV. Implementing the Strategy There are five steps that can be taken immediately (or in the near future) to prepare for future financial challenges. These are 1) Sales Tax Stabilization; 2) Increasing Operating Capital; 3) Building Fund Balance; 4) Property Tax Stabilization; and 5) Municipal Service Cost Center. 27 Each is described below. 1. Stabilize Sales Tax Sales tax, for any government, is an unstable revenue source. Many components of the tax respond quickly and unpredictably to changes in economic conditions. Legislative actions can reduce State Shared Revenues. Unfortunately, City service costs don’t vary in the same way. Current City policy is to use construction sales tax, that is a one time revenue source, and to minimize this revenue as much as possible in the operating budget. In prior fiscal years the City used anywhere from 50 to 70% of its construction sales tax for operating expenditures. For FY06-07 the City has made a conscience effort to minimize the dependency on construction sales tax for the operating budget. Only 10% of the construction sales tax is budgeted for operating expenditures in FY 06-07. City Sales Tax Revenue Budget/Actual $40,000 $35,000 $30,000 $25,000 $20,000 $15,000 $10,000 $5,000 $Millions FY 02 FY 03 FY 04 FY 05 FY06 FY07 Fiscal Year 2. Increase Operating Capital Pay-as-you-go capital revenues (construction sales taxes, development fees, and fund balances) should be used for one-time expenditures. This will increase operating capital and reduce the amount of funding from bonds. Decreased bonding reduces the annual debt service payments, thereby, reducing the operating budget and lessening the need for pay-go revenues to support operations. 28 Non-Utility Development Fees 9,000 8,247 8,247 8,000 7,000 6,422 5,709 Thousands 6,000 5,000 4,000 3,000 2,423 1,582 2,000 1,055 1,000 0 2001 2002 2003 2004 2005 2006 2007 Non-Utility Development Fees collected from FY 97-98 to FY 05-06 totaled $28,263,000. It is estimated that FY 06-07 non-utility development fees will total $6,422,000. The City does not collect utility development fees in land areas served by private water and/or sewer companies, or where Community Facilities Districts are established to finance non-utility infrastructure. A related policy for the water/sewer utility is to allocate system development (capacity) fees to pay as you go capital, rather than to debt service or operations. Development fees are unstable, and boosting the operating capital budget will in the long run reduce the utility’s interest costs. Further, significant portions of present development fees collected are obligated to development agreement reimbursements and are not available for debt service, etc. Utility Development Fees collected/budgeted from FY87-88 through FY06-07 totaled $29,606,346. Of this amount $15,111,129 is obligated to reimbursement of developers while $14,495,217 could be used for water and sewer development costs. The City does not collect development fees in land areas served by private water and/or sewer companies, or where Community Facilities Districts are established to finance water and sewer infrastructure. Utility Development Fees Collected/Budgeted $29,606,346 Developer $15,111,129 City $14,495,217 29 3. Build Fund Balance Article VI, Section 5, City Charter. Cash Basis Fund “The Council may create and maintain a permanent revolving fund to be known as the Cash Basis Fund, for the purpose of putting the payment of the running expenses of the City on a cash basis. For this purpose, the Council may provide that from the money collected from the annual property tax levy, and from the money received from other sources, a sum equal to but not less than two and one-half cents on each one hundred dollars of the assessed value of said property may be placed in such fund until the accumulated amount of such fund shall be sufficient to meet all legal demands against the treasury for the first four months or other necessary period of the succeeding fiscal year.” Four months of estimated operating expenses for the General Fund in FY 06-07 is $12,032,030. The Cash Basis Fund balance requirement of (2,310,204) is part of the contingency fund of $15,000,000. Fiscal Year 2001 2002 2003 2003 2004 2005 2006 2007 Secondary Assessed $.025 Per $100 Annual Cash Basis Valuation AV Fund Deposit Prior Years .00025 .00025 .00025 FY 02-03 .00025 .00025 .00025 .00025 $ 198,465 34,139 43,601 55,597 1,608,872 66,160 81,798 97,844 123,728 $ 2,310,204 136,557,331 174,404,952 222,388,265 Additional for 264,638,241 327,191,619 391,377,371 494,913,013 Total Operating Budget, Section 4, City Financial Policies. General Fund Appropriations “General Fund appropriations should also include a reserved contingency account amounting to at least 10% of annual sales tax revenues. This will accrue annually and basically serve as a “revenue stabilization” account, and protect the City against swings in sales tax revenues (which is the revenue source most sensitive to changes in the economy).” 30 Budget FY 04-05 Budget FY 05-06 Budget FY 06-07 Beginning Balance 10% City Sales Tax Cash Basis Fund Less expend./appropriations Balance $3,579,952 1,762,782 81,798 (1,198,822) 4,225,710 $4,225,710 3,200,000 2,186,476 (500,000) 9,112,186 9,112,186 3,400,000 2,310,204 0.00 14,822,390 Budget $4,225,710 $19,483,436 $15,000,000 The FY 06-07 contingency account is $15,000,000. 4. Stabilize Property Tax The Capital Improvement Plan is designed to keep the property tax rate level through the appropriate scheduling of bond sales. Combined Property Tax Levy and Rate $2.50 $8,000,000 $7,515,711 $7,000,000 $2.04 $6,000,000 $2.04 $1.97 $1.95 $2.00 $6,017,640 $6,053,637 $5,079,777 $1.60 $5,000,000 $1.59 $1.50 Rate Levy $4,304,906 $4,000,000 $3,205,524 $1.00 $3,000,000 $2,000,000 $0.50 $1,000,000 $- $2002 2003 2004 2005 31 2006 2007 Within this long-term plan, there may be short-term fluctuations in the tax rate depending on construction schedules, interest rates, and other variables. These fluctuations can be countered in the annual budget by varying the primary tax rate and by directing the flow of interest earnings on bond proceeds between the construction and debt service funds. Growth in assessed valuation of property will have the greatest impact on revenues for bond debt services. Primary Property Tax is intended to cover city-operating costs. Secondary Property Tax is limited by State Constitution to cover bonded debt service. The Primary Property Tax was approved in a Special Election held on May 17, 1988. In FY 94-95, the Primary Property Tax rate was $1.10 per $100 of assessed value (AV). The Secondary Property Tax rate was $1.00 per $100 of AV. The combined Property Tax rate was $2.10. It appears that the current tolerance level for the City property tax rate is $1.60 per $100 of A.V. To stabilize property tax rates also requires stable property assessed valuations. This has not been the case even though the City has experienced significant growth. Legislative changes to the tax rates, successful taxpayer protests on property valuations and County Assessor Office delays all contribute to unstable assessed valuations. Combined Property Tax Levy $7,515,711 Streets, $1,228,050 Debt Service Parks, $441,079 Debt Service Fire/Police, $2,973,532 Operations & Maintenance Storm Sewers, $178,562 Debt Service Fire, $96,900 Debt Service Water & Sewer, $1,099,517 Debt Service 5. Municipal Service Cost Centers A citizen cost study committee is preparing a recommendation to the City Council with a three-year Business Plan to make the water, and sewer enterprise funds self-supporting by year 2009. The first rate adjustments are scheduled to be implemented in October 2005. 32 During the FY 99-00 budget work sessions, the staff presented and the City Council approved a Cost Allocation Methodology to allocate support service operating costs to the direct service delivery departments. The Cost Allocation Methodology was the result of a Small City Best Practices. Project sponsored by the Arizona City/County Management Association (ACMA) and the City Managers of the following cities: • • • • • Goodyear Show Low Flagstaff Prescott Sierra Vista The primary purpose in cost allocation is to allocate the costs of operating the City’s internal support departments to the departments that provide a product or service to the public. Through the process of cost allocation, support service costs generated by the support service departments are assigned to the various direct service delivery departments that receive a service or benefit from the support departments. Assigning costs of delivering goods or services allows the City to make an informed determination in setting user fees and the level of tax subsidy it wants to maintain as a matter of public policy. There are a variety of allocation methods, which can be used in assigning costs. Factors in choosing a methodology are (1) it must be a readily available measure and (2) its selection should result in service costs being allocated to cost centers in proportion to the amount of service or benefit received. Ease of application and understandability are also major considerations. The methodology consists of the following six elements: 1. Operating expenditures are defined as all expenditures except: • Capital Outlay • Capital Projects • Secondary Property Tax Debt Service • Depreciation 2. Allocation of basic overhead costs (Mayor & Council, City Manager, DCM, HR, City Clerk, etc.) will be per Authorized Fulltime Position. 3. Allocation of the Risk Management, Attorney, Finance, Budget Office, and CFD Administration expenditures will be by direct charges and/or percent of operating expenditures. 4. Allocation of Public Works Administrative expenditures will be by Authorized FTE. 5. Allocation of Fleet Services expenditures will be by direct charges/work orders and/or per Assigned Number of Vehicles. 6. Allocation of Building Services, and the Interim Office Building (IOB) expenditures will be by Square Footage. 33 FY 06-07 Operating Budget Cost Allocation Department Before Allocation Amount Allocated Admin Support Services Attorney Building Services City Clerk City Manager Community Services Deputy City Manager Finance Fleet Services (ISF) Human Resources Interim Office Building ITS Mayor and Council Public Works Admin Support Services Subtotal 227,775 623,596 2,138,691 923,392 829,227 1,227,980 829,214 2,370,805 2,208,864 323,865 1,647,233 426,096 1,146,844 14,923,582 (179,553) (591,145) (2,101,766) (731,647) (678,894) (998,022) (792,291) (2,257,623) (1,973,904) (323,865) (1,346,095) (375,951) (1,080,920) (13,431,676) City Court CD & Engineering Economic Development Fire & Emergency Services Parks Police Prosecutor Recreation & Aquatics Sanitation Sewer Streets Water Direct Services Subtotal 757,624 7,039,824 2,501,568 8,733,407 2,921,815 10,044,903 368,426 928,088 4,172,337 5,098,449 6,042,361 8,634,522 57,243,324 263,230 1,719,544 241,410 3,143,338 987,021 2,712,740 87,810 301,836 977,312 688,885 957,696 1,350,854 13,431,676 Total 72,166,906 - 34 Markup Percentage 34.74% 24.43% 9.65% 35.99% 33.78% 27.01% 23.83% 32.52% 23.42% 13.51% 15.85% 15.64% 23.46% After Allocation Percent Of Total 48,222 32,451 36,925 191,745 150,333 229,958 36,923 113,182 234,960 301,138 50,145 65,924 1,491,906 0.07% 0.04% 0.05% 0.27% 0.21% 0.32% 0.05% 0.16% 0.00% 0.33% 0.00% 0.42% 0.07% 0.09% 2.07% 1,020,854 8,759,368 2,742,978 11,876,745 3,908,836 12,757,643 456,236 1,229,924 5,149,649 5,787,334 7,000,057 9,985,376 70,675,000 1.41% 12.14% 3.80% 16.46% 5.42% 17.68% 0.63% 1.70% 7.14% 8.02% 9.70% 13.84% 97.93% 72,166,906 100.00% City Of Goodyear Financial Policies Introduction The financial policies establish the framework for overall fiscal planning and management. The policies set forth guidelines for both current activities and long range planning. The policies will be reviewed annually to assure the highest standards of fiscal management. The City Manager and staff have the primary role of reviewing and providing guidance in the financial area to the City Council. Overall Goals The overall financial goals underlying these policies are: 1. Fiscal Conservatism: To ensure that the City is at all times in a solid financial condition. This can be defined as: A. B. C. D. Cash Solvency - the ability to pay bills. Budgetary Solvency - the ability to balance the budget. Long Run Solvency - the ability to pay future costs. Service Level Solvency - the ability to provide needed and desired services. 2. Flexibility: To ensure that the City is in a position to respond to changes in the economy or new service challenges without an undue amount of financial stress. 3. Adherence to the Highest Accounting and Management Practices: As set by the Government Finance Officers’ Association standards for financial reporting and budgeting, by the Governmental Accounting Standards Board and other professional standards. Operating Budget 1. Ongoing operating costs should be supported by ongoing, stable revenue sources. This protects the City from fluctuating service levels, and avoids crises when onetime revenues are reduced or removed. Some corollaries to this policy: A. Cash Balance should be used only for one-time expenditures such as, CIP projects, capital outlay, increasing reserves or contingency funds, and/or paying off outstanding debt. B. Ongoing maintenance costs, such as street resurfacing or swimming pool replastering, should be financed through operating revenues, rather than through bonds. C. Fluctuating federal grants should not be used to finance ongoing programs. 2. Revenues from growth or development should be targeted to costs related to development, or invested in improvements that will benefit future residents or make future service provision efficient. While it is tempting to use growth-related revenue to support current operations, doing so can lead to a crisis when the growth rate decreases. This policy implies a commitment to identifying the portions of the City’s revenue stream that result from growth. 35 3. General Fund appropriations should include a reserved contingency account equal to the first four (4) months operating expenses from the prior fiscal year. 4. General Fund appropriations should also include a reserved contingency account amounting to at least 10% of annual sales tax revenues. This will accrue annually and basically serve as a “revenue stabilization” account, and protect the city against swings in sales tax revenues, (which is a revenue source sensitive to changes in the economy). 5. Enterprise Funds should be self-sufficient. They should include a sufficient unappropriated fund balance to absorb fluctuations in annual revenue. Wherever possible, enterprise funds should be charged directly for “overhead” services, rather than using an indirect service transfer. These services include such things as employee fringe benefits, insurance costs, and telephone charges. Provision should also be made for interdepartmental charges for services such as solid waste disposal (landfill) and vehicle repair, when this is practical. Operational revenue should be great enough to cover capital costs and replacement. 6. Replacement of vehicles, equipment, and office space will be funded through the Depreciation/Replacement Reserves. A rate structure will be established annually to provide sufficient funds for replacement of each item. 7. A financial forecasting model should be developed to annually test the ability of the City to absorb operating costs due to capital improvements, and to react to changes in the economy or service demands. This annual forecast should cover at least five years. 8. Laws and policies on limitations on revenue sources should be explicitly addressed in the budget process. These include: A. Annual Local Transportation Assistance Funds (LTAF) must be devoted to street maintenance and potentially for parks and the arts. B. No more than one half of the prior year’s Highway User Revenue Fund (HURF) can be used for debt service (A.R.S. 48-689). C. When the City’s population reaches 30,000, it must maintain its level of general fund support in street maintenance and operations, as provided by state law (A.R.S. 28-6543) 36 9. Debt Management A. Short term borrowing or lease-purchase contracts should be considered for financing major operating capital equipment when the Finance Director along with the City’s financial advisor determines and recommends that this is in the City’s best interest. Lease/purchase decisions should have the concurrence of the appropriate operating manager. B. Annual short-term debt payments should not exceed 5% of annual revenue or 20% of total annual debt. C. Annual debt service on long term general obligation debt should not exceed 10% of annual general fund revenues. D. City of Goodyear Public Improvement Corporation - lease payments are funded by an excise tax pledge. Requires a “coverage ratio” 1.50 to 1.00 of pledged excise tax revenue to debt payment. E. Maintain and Sell New General Obligation Bonds only when the combined Property Tax Rate of $1.60 or lower can be achieved. F. Maintain Bond rating of at least Baa1 from Moody’s or Standard and Poore’s. G. Enterprise Funds should finance water and sewer bonds sales where appropriate. H. Bonds should not be financed by General Funds unless necessary. If General Funds finance bonds, the combined annual debt service shall not exceed five percent (5%) of the current three years average operating revenues of the General Funds. City Construction Sales Tax revenues will not be included in the computing the average. 10. Budget Amendment Policies A. Total Fund Appropriation Changes must be approved through City Council Resolution. These amendments must also comply with the City’s Alternative Expenditure Limitation. In order to provide flexibility to respond to unanticipated increases in revenues, 10% of the total operating budget should be set aside as a contingency appropriation (as long as this contingency is backed by available fund reserves). B. Uses of contingency appropriations must be specifically approved by the City Council. This may be by Council motion rather than resolution. C. Shifts in appropriations within fund totals may be made only upon approval of the Mayor. Procedures for appropriations transfers and delegation of budget responsibility will be set by the City Manager. 37 11. Budgetary Control System A. Monthly budget status reports will be reviewed by the City Manager and then presented to the full City Council. B. Annually update Strategic Financial Plan in order to validate and adjust the Plan and assumptions to remain viable and in compliance with State Statutes. C. Community Relations annual budget will be limited in its growth. Increase will be no greater than the percentage of growth in retail sales tax from prior two calendar years. 12. Revenue Policies A. A diversified and stable revenue system will be maintained to ensure fiscal health and absorb short run fluctuations in any one revenue source. B. User fees for all operations will be examined annually to ensure that fees cover direct and indirect cost of service. Rate adjustments for enterprises will be based on five-year enterprise fund plans. C. Development fees for one time capital expenses attributable to new development will be reviewed annually to ensure that fees match development related expenses. D. Cost analysis should be performed for all services in order to determine if fees collected are covering cost of service. 13. Capital Budget A. A long-range capital improvement plan should be prepared and updated each year. This plan may include (in years other than the first year of the plan) “unfunded” projects that carry out the City’s strategic and general plans, but it should also include a capital-spending plan that identifies projects that can be completed with known funding sources. B. Each department must, when planning capital projects, estimate the impact on the City’s operating budget over the next three to five years. C. Amendments to capital appropriations fall under the same guidelines as changes to the operating budget noted above, with one exception—any project change exceeding $30,000 should receive specific City Council approval. This approval can be by motion rather than resolution, and may accompany a recommendation for award of bid, change order, or other Council action. While this approval is not a strict legal requirement, it serves both to keep the Council informed on capital project activity and funding, and ensures that revisions of project priorities are in line with Council expectations. Monthly status reports will be reviewed by the City Manager and then presented City Council. 38 Budget Summary The total proposed budget for FY 06-07 is $480,553,074 including transfers. Of this total budget Public Works is supported by $20,732,082 or 4.31%. Water and Sewer is supported by $17,602,242 or 3.66%. Administration functions are supported by $22,083,541 or 4.60%. Planning & Development Services are supported by $10,282,223 or 2.14%. Public Safety functions are supported by $25,868,167 or 5.38%. The Contingency fund represents 3.12% or $15,000,000. The Debt Service fund is supported by $3,651,161 or .76%, and the Capital Improvement Program equals $365,333,658 or 76.02%. The total expenditures by Program are graphically displayed below. Uses of Funds - $480,553,074 Debt Service Fund, $3,651,161 Public Works, $20,732,082 Water/Sewer, $17,602,242 Administration, $22,083,541 Planning & Development Services, $10,282,223 Public Safety, $25,868,167 Contingency, $15,000,000 Capital Improvement Projects, $365,333,658 Administration 22,083,541 4.60% Public Safety 25,868,167 5.38% 8,483,376 2.14% Public Works 10,282,223 4.31% Water/Sewer 17,602,242 3.66% Contingency 15,000,000 3.12% 3,651,161 .77% CIP 365,333,658 76.02% Total Expenditures 480,553,074 100.00% Planning & Development Services Debt Service (Non Water/Sewer Funds) 39 The total proposed budget measured by its element expenditures are: personnel services $37,324,858 or 7.77%, materials & supplies $16,775,944 or 3.49%, professional & contract services $13,419,523 or 2.79%, developer reimbursements $4,430,735 or .92%, contingency fund $15,000,000 or 3.12%, grants $2,939,400 or .61%, debt service $7,455,687 or 1.55%, one time funding projects $10,775,117 or 2.24%, new & replacement equipment $3,569,745 or .74%, capital improvement program $365,333,658 or 76.02% and funded depreciation at $3,528,407 or .73%. The total expenditures by Element are graphically displayed below. Personnel Services 37,324,858 Materials & Supplies 16,775,944 Professional & Contractual Services 13,419,523 Developer Reimbursement 4,430,735 Funded Depreciation 3,528,407 Contingency 15,000,000 Grants 2,939,400 Debt Service 7,455,687 One Time Funding 10,775,117 New & Replacement Equipment 3,569,745 Capital Improvement Projects 365,333,658 Uses of Funds by Elements $480,553,074 Personnel Services Materials & Supplies Professional & Contractual Services Developer Reimbursement Contingency Debt Service One Time Funding New & Replacement Equipment Capital Improvement Projects Funded Depreciation Grants Total Uses of Funds by Element 40 37,324,858 16,775,944 13,419,523 4,430,735 15,000,000 7,455,687 7,455,687 3,569,745 365,333,658 3,528,407 2,939,400 7.77% 3.49% 2.79% .93% 3.12% 1.55% 2.24% .74% 76.02% .73% .62% $480,553,074 100.00% The funding sources for the proposed FY 06-07 Budget total $559,229,755. Of this total, $93,580,967 or 17% is estimated beginning fund balances. Total revenues are projected to be $465,648,788 or 83% of the total sources. Local Taxes, $39,394,506 All Other Revenue, $87,093,097 State Shared Revenues, $9,842,927 Building & Zoning Fees, $13,261,109 Other Operating Revenue, $8,480,158 Utility User Fees, $18,576,991 Fund Balances, $93,580,967 Bond/Loan Proceeds, $289,000,000 Sources of Funds - $559,229,755 Local Taxes State Shared Revenues Building & Zoning Fees Utility User Fees Fund Balances Bond/Loan Proceeds Other Operating Revenue All Other Revenue Total Revenues 41 39,394,506 9,842,927 13,261,109 18,576,991 93,580,967 289,000,000 8,480,158 87,093,097 7.04% 1.76% 2.37% 3.32% 16.73% 51.68% 1.53% 15.57% $559,229,755 100.00% General Fund Summary The General Fund includes all city departments with the exception of the utility enterprise departments, streets, debt service, capital improvements, and programs directly funded from grants and trusts. General Fund Revenues Total resources available for the FY 06-07 expenditures include an estimated beginning fund balance of $38,177,151, and revenues of $68,898,507 (operating $56,322,954, and capital $12,575,553). Total available resources for FY 06-07 are $107,075,658. General Fund Revenues $68,898,507 All Other Revenues, 8,442,891 Building & Zoning Fees, 13,261,109 City Sales Taxes, 34,150,280 State Shared Revenues, 7,800,000 Franchise Fees, 1,683,182 Property Taxes, 3,561,044 Revenues City Sales Taxes Property Taxes Franchise Fees State Shared Revenues Building & Zoning Fees All Other Revenues Total Revenues Budget Percent FY 06-07 Of Total 34,150,280 3,561,044 1,683,182 7,800,000 13,261,109 8,442,891 68,898,507 49.57% 5.17% 2.44% 11.32% 19.25% 12.25% 100.00% Summary of General Fund Revenues 42 Primary Property Tax Levy - Given estimates of a 24% increase in the City’s primary assessed valuation, a primary property tax rate of $.7945 per $100 assessed value will result in revenues of $3,561,044. The 26% increase in the assessed value for secondary tax purposes will generate $3,954,667 at a rate of $.7991 per $100 assessed value for payment of principal and interest (the secondary levy is applied directly to the Debt Service Fund). The total tax rate is estimated to be $1.59 per $100 assessed value (down from $1.60 in FY 05-06), and provide total property tax revenues of $7,515,711. The City is subsidizing the primary property tax levy with City sales taxes of $1,224,447. The property tax levy plus the City sales tax subsidy equals revenues of $4,785,491, the maximum legal primary property tax levy. Primary Property Tax Levy 4,000,000 3,601,850 3,561,044 3,500,000 3,029,977 3,000,000 2,500,000 2,973,532 2,597,865 2,197,080 2,000,000 1,500,000 1,000,000 500,000 0 2002 2003 2004 2005 2006 2007 Franchise Fees - The franchise fees of $1,683,182 are projected to increase 9.385% over the prior year’s revenues of $1,538,752. The fees are based on the gross receipts of the applicable utility franchises (cable, water, electric, and gas). The increases in the revenues are due to residential development continuing as in FY 05-06. 43 City Sales Taxes - Revenue estimates are $34,150,280 for City sales tax collections for FY 06-07. City sales taxes account for approximately 50% of the General Fund revenues for FY 06-07, and are estimated to increase 8.84% above last year’s collections of $31,375,910. The City increased the contracting activities sales tax from 2% to 3.5% January 1, 2005. This tax increase is projected to increase City sales tax revenues by $6,375,000 in FY 06-07. City Sales Tax Revenue Budget/Actual $40,000 $35,000 $30,000 Millions $25,000 $20,000 $15,000 $10,000 $5,000 $FY 02 FY 03 FY 04 FY 05 FY06 FY07 Fiscal Year Building & Zoning Fees - Building and zoning fees include building permits, right-of-way permits, plan check fees, and rezoning fees. The FY 04-05 estimated revenue collections of $9,200,000 for building and zoning fees reflect an increase in construction activity over the prior FY 03-04 collections of $8,637,381. The estimated revenues for FY 06-07 are $13,261,109 the same amount as estimated collection fees in FY 05-06. By Policy, the City budgets the next year’s revenues to be the same as the prior’s years collections. State Shared Revenues - The State of Arizona shares a portion of its sales, income, motor vehicle taxes, gasoline taxes, and lottery proceeds with cities, based on a formula set by state law. The gasoline taxes and lottery proceeds are restricted to the Highway User Revenue Fund and are not included in the General fund. The Arizona State Department of Revenue (ADOR) provides estimates for these revenues. The formula for sharing state revenues (SSR) is based on population figures. The City budgeted 3.2 million annually in FY06-07 as a direct result of the 2005 census. The state shared revenues for FY 06-07 are estimated as follows: sales tax $900,000; income tax $3,800,000 and vehicle tax $3,100,000, for a total of $7,800.000. 44 State Shared Revenues 9,000,000 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 0 2002 2003 2004 Income SSR 2002 2003 2005 Sales 2006 2007 Auto 2004 2005 2006 2007 Income 1,511,300 2,040,589 1,706,817 1,740,622 1,979,188 3,800,000 Sales 1,972,000 1,473,458 1,496,120 1,632,974 1,852,453 900,0000 Autos 349,000 425,385 425,385 620,000 825,000 3,100,000 Total 3,832,300 3,939,432 3,628,322 3,993,596 4,656,641 7,800,000 45 General Fund Expenditures Total General Fund expenditures for FY 06-07 are $82,643,063. Also, there are transfers out totaling $4,954,391. The expenditures consist of personnel services, materials and supplies, professional and contract services, debt service, funded depreciation, contingency, new and replacement equipment, and projects. General Fund Expenditures $92,962,880 Funded Depreciation 3,295,301 CIP 13,957,351 Personnel Services 32,092,313 One Time Projects 10,319,817 New & Replacement Equipment 2,262,290 Materials & Supplies 6,174,486 Debt Service 323,865 Contingency 15,000,000 Developer Reimbursement 2,000,000 Professional & Contractual Services 7,537,457 Personnel Services Materials & Supplies Professional & Contractual Services Developer Reimbursement Contingency Debt Service New & Replacement Equipment One Time Projects CIP Funded Depreciation 32,092,313 6,174,486 7,537,457 2,000,000 15,000,000 323,865 2,262,290 10,319,817 13,957,351 3,295,301 34.53% 6.64% 8.11% 2.15% 16.14% .35% 2.43% 11.10% 15.01% 3.54% Total General Fund Expenditures 92,962,880 100.00% Summary of General Fund Expenditures 46 Transfers to Other Funds - $4,245,485 There are three transfers from the General Fund to other funds. The first is $614,567 to cover debt service. The second is $3,438,715 to the Highway User Fund to support street operations and maintenance. The third transfer is $192,203 to the Water and Sewer fund to support operations & maintenance. Personnel Services - $32,092,313 Personnel expenditures consist of the current staffing of 410 positions plus an additional 61 positions. The personnel services expenditures consist of salaries and wages, employee retirement, part-time salaries, health insurance, overtime, Workman’s Compensation insurance, FICA/Medicare, uniform allowance, employee awards. Materials and Supplies - $6,174,486 Materials and Supplies consist of all utility costs, maintenance costs, office & operating supplies. Professional and Contract Services - $7,537,457 All professional service agreements and contracts, travel, training, conferences, special events, etc. are included in this element of the budget. Contracting for services may provide a less expensive alternative in providing city services. A major advantage is that it is easier to vary contract amounts on a year-to-year basis than it is to vary city staffing levels and overhead costs such as equipment and building space. Contingency - $15,000,000 The contingency fund is budgeted to satisfy the requirements of the Cash Basis Fund (four months of operating expenditures), 10% of the City sales tax projection, and unspent balance from prior years. Debt Service - $323,865 The debt service consists of the principal and interest payments for the Interim Office Building at 190 North Litchfield Road. Funded Depreciation - $3,295,301 The funded depreciation element is an amount of funds placed in a reserve each year for future capital outlay replacement purchases. New and Replacement Equipment and One Time Projects - $2,262,290; $10,319,817 Developer Reimbursements - $2,000,000 This element includes reimbursements to sales tax generators that have added ‘new’ sales tax dollars to the City’s general fund in accordance with specific development agreements. 47 Highway User Fund Summary The Highway User Fund (HURF) includes all direct expenditures of the street department. Highway User Fund Revenues Total resources available for the FY 06-07 expenditures include an estimated beginning fund balance of $0.00, transfers from the General Fund of $3,438,715, and revenues of $2,080,194. Highway User Fund Revenues & Transfers In $5,518,909 Miscellaneous, 37,267 Gasoline Tax, 1,630,988 Transfers In, 3,438,715 Lottery Proceeds, 411,939 Budget FY 06-07 Revenues & Transfers In Gasoline Tax Lottery Proceeds Transfers In Miscellaneous Total Revenues & Transfers Percent Of Total 1,630,988 411,939 3,438,715 37,267 29.55% 7.46% 62.31% .68% $5,518,909 100.00% Summary of HURF Revenues Gasoline Tax – The gasoline tax revenues are received from the State based on a complex formula set by State Law. The Arizona Department of Transportation (ADOT) provides estimates for the gasoline tax. Revenues estimates for FY 06-07 are $1,630,988. Lottery Proceeds – The lottery revenues are received from the State based on a formula set by State Law. The Arizona Department of Revenue (ADOR) provides estimates for the lottery revenues. Revenue estimates for FY 06-07 are $411,939. Miscellaneous – Includes reimbursements of expenses and LCIP interest. 48 Highway User Fund Revenues 2,500,000 2,080,194 2,000,000 1,500,000 1,324,600 1,350,568 FY 01/02 FY 02/03 1,512,725 1,455,760 FY 03/04 FY 04/05 1,601,209 1,000,000 500,000 0 FY 05/06 FY 06/07 Highway User Fund Expenditures Total Highway User Fund expenditures for FY 05-06 are $4,963,382. The expenditures consist of personnel services, materials and supplies, professional and contract services, funded depreciation, new/replacement equipment and one time expenditures. HURF Expenditures $6,007,184 New & Replacem ent Equipm ent 488,275 One Tim e Projects = 0 Funded Depreciation = 0 Personnel Services 911,648 Professional & Contract Services 1,185,213 Materials & Supplies 3,422,048 Expenditures Personnel Services Materials & Supplies Professional & Contractual Services New & Replacement Equipment Total HURF Expenditures Summary of HURF Expenditures 49 Budget Percent FY 05-06 Of Total 911,648 3,422,048 1,185,213 488,275 16.87% 64.18% 7.37% 5.95% 6,007,184 100.00% Personnel Services - $911,648 Personnel expenditures consist of the current staffing of 14 positions. The personnel services expenditures consist of salaries and wages, employee retirement, part-time salaries, health insurance, overtime, Workman’s Compensation insurance, FICA/Medicare, uniform allowance, employee awards. Materials and Supplies - $3,422,048 Materials and Supplies consist of all utility costs, maintenance costs, office & operating supplies. Professional and Contract Services - $1,185,213 All professional service agreements and contracts, travel, training, conferences, special events, etc. are included in this element of the budget. Contracting for services may provide a less expensive alternative in providing city services. A major advantage is that it is easier to vary contract amounts on a year-to-year basis than it is to vary city staffing levels and overhead costs such as equipment and building space. New and Replacement Equipment and One Time Projects - $488,275 50 Debt Service Fund Summary The Debt Service fund includes the principal and interest payments of the City’s General Obligation bond issues, and Revenue bond issues. The Debt Service fund does not include the Enterprise fund debt service payments. Debt Service Fund Revenues Total resources available for FY 06-07 expenditures include revenues of $2,646,581 and transfers in of $614,567. Secondary Property Tax Given estimates of a 26% increase in the City’s secondary assessed valuation, the assessed value for secondary tax purposes will generate $3,954,667 at a rate of $.7991 per $100 of assessed value for payment of General Obligation Bond principal and interest payments. The secondary rate has increased from $.7778 in FY 05-06 to $.7991in FY0607. Second Property Tax Revenues 4,500,000 3,954,667 4,000,000 3,500,000 3,044,108 3,000,000 2,451,787 2,500,000 2,049,800 2,000,000 1,707,041 1,500,000 1,008,444 1,000,000 500,000 2002 2003 2004 2005 51 2006 2007 Debt Service Fund Expenditures Total Debt Service Fund expenditures for FY 06-07 are $4,569,234. Debt Service Fund Expenditures $4,569,234 Revenue Bonds 614,567 General Obligation Bonds $3,954,667 Expenditures 2003 2004 2005 2006 2007 GO Bonds Revenue Bonds 1,707,041 2,049,800 618,842 617,280 2,451,787 617,280 3,044,108 614,567 3,954,667 614,567 Total Expenditures 2,325,883 2,667,080 3,069,067 3,658,675 4,569,234 52 Enterprise Fund Summary The Enterprise Fund includes the Water, Sewer, and Sanitation departments. Enterprise Fund Revenues Total resources available for FY 06-07 expenditures include an estimated beginning fund balance of $10,894,607, transfers from the General Fund of $2,348,799, and revenues of $85,415,106 (operating $18,576,991, and capital $66,838,115). Total available resources for FY 06-07 are $98,658,512. Sanitation $4,212,664 Transfers In $2,348,799 Sewer $6,095,362 Water $8,268,965 Capital Revenue Funds $66,838,115 Beginning Balance $10,894,607 Enterprise Fund Budget FY 06-07 Enterprise Fund Capital Revenue Funds Beginning Balance Water Sewer Sanitation Transfers In Total Revenues Percent Of Total 66,838,115 10,894,607 8,268,965 6,095,362 4,212,664 2,348,799 67.75% 11.04% 8.38% 6.18% 4.27% 2.38% $98,658,512 100.00% Summary of projected revenue sources: The revenue sources include water, sewer, and sanitation user fees. The revenues may vary from year to year based upon the capital projects and capital revenues each year. 53 Enterprise Fund Revenues 33,313,425 35,000,000 28,777,229 30,000,000 25,359,236 Millions 25,000,000 20,000,000 20,679,404 18,550,357 15,000,000 10,000,000 5,000,000 0 2003 2004 2005 2006 2007 Fiscal Years Revenues 2003 2004 2005 2006 2007 Water Sewer Sanitation 6,527,448 11,350,529 16,327,687 10,689,610 12,999,322 10,093,646 19,613,296 9,828,563 6,625,384 8,147,250 1,929,263 2,349,600 2,620,979 3,364,410 4,212,664 Total Revenues 18,550,357 33,313,425 28,777,229 20,679,404 25,359,236 Note: Spike in FY2005 was due to loan proceeds and miscellaneous revenues received. 54 Enterprise Fund Expenditures Total Enterprise Fund expenditures for FY 06-07 are $97,513,290. The expenditures consist of personnel services, materials and supplies, professional and contract services, debt service, funded depreciation, new and replacement equipment, and projects. Materials & Supplies, 7,179,410 Personnel Services, 4,320,897 Prof & Cont Services, 4,696,853 Funded Depreciation, 233,106 Developer Reimbursements, 1,950,000 Debt Service, 1,708,272 New/Repl Equipment, 819,180 CIP, 76,150,272 One Time Projects, 455,300 Enterprise Fund Expenditures $97,513,290 Budget FY 06-07 Expenditures Percent Of Total Personnel Services Materials & Supplies Professional & Contractual Services Developer Reimbursement Debt Service New & Replacement Equipment One Time Projects CIP Funded Depreciation 4,320,897 7,179,410 4.43% 7.36% 4,696,853 1,950,000 2,997,384 819,180 455,300 76,150,272 233,106 4.82% 2.00% 1.75% .84% .47% 78.09% .24% Total Expenditures 97,513,290 100.00% Summary of Enterprise Fund Expenditures: 55 Personnel Services - $4,320,897 Personnel expenditures consist of the current staffing of 56 positions plus an additional 6 positions. The personnel services expenditures consist of salaries and wages, employee retirement, part-time salaries, health insurance, overtime, Workman’s Compensation insurance, FICA/Medicare, uniform allowance, employee awards. Materials and Supplies - $7,179,410 Materials and Supplies consist of all utility costs, maintenance costs, office & operating supplies. Professional and Contract Services - $4,696,853 All professional service agreements and contracts, travel, training, conferences, special events, etc. are included in this element of the budget. Contracting for services may provide a less expensive alternative in providing city services. A major advantage is that it is easier to vary contract amounts on a year-to-year basis than it is to vary city staffing levels and overhead costs such as equipment and building space. Debt Service - $1,708,272 The debt service consists of the principal and interest payments on outstanding bonds and loans. Funded Depreciation - $233,106 The funded depreciation element is an amount of funds placed in a reserve each year for future capital outlay replacement purchases. New and Replacement Equipment and One Time Projects - $819,180 Developer Reimbursements - $1,950,000 This element includes reimbursements to developers in accordance with specific development agreements. Capital Improvement Projects (CIP) - $76,150,272 Water Projects - $43,458,347 Sewer projects - $32,691,925 56 Capital Improvement Project (CIP) Fund Summary The total proposed CIP for FY 06-07 is $365,333,658 and includes all city infrastructure projects. The CIP funded projects for FY 06-07 are $261,527,477. The Enterprise Fund projects of $76,150,272, the General Fund projects of $13,957,351 and non-utility development fee projects of $13,698,558 make up the balance of the FY 06-07 CIP. CIP Fund Revenues Total resources available for the proposed FY 06-07 expenditures include an estimated beginning fund balance of $40,200,009 and revenues of $91,206,171. Total available resources are $365,333,658. Grants 2,547,678 1% Development Fees 13,204,468 4% Pay-Go-Cash 60,249,821 16% Developer Contributions 64,446,883 18% CIP Fund Revenues $365,333,658 Bonding Programs 224,884,808 61% Revenues Pay-Go-Cash Bonding Programs Developer Contributions Grants Development Fees Total 57 Budget Percent FY 06-07 Of Total 60,249,821 16.49% 224,884,808 61.56% 64,446,883 17.64% 2,547,678 .70% 13,204,468 3.61% 365,333,658 100.00% CIP Expenditures CIP Expenditures $365,333,658 Wastewater, 54,426,925 Drainage, 22,393,000 Public Safety, 4,218,000 Public Works, 4,630,000 Water, 62,580,547 Streets, 8,252,097 Special Districts & Bonds, 200,000,000 Parks, 8,275,089 Miscellaneous, 558,000 Expenditures Budget Percent FY 06-07 Of Total Public Safety Drainage Public Works Special Districts & Bonds Miscellaneous 4,218,000 1.15% 22,393,000 6.13% 4,630,000 1.27% 200,000,000 54.74% 558,000 .15% Parks 8,275,089 2.27% Streets 8,252,097 2.26% Water 62,580,547 17.13% Wastewater 54,426,925 14.90% 365,333,658 100.00% Total Expenditures 58 MAYOR & COUNCIL The Mayor and Council serve as the elected legislative and policy-making body for the City. The Mayor and Council adopt ordinances and resolutions governing City operations, and establish the organizational departments to carry out the functions and operations of the City. The Council provides a forum for active public participation and input to develop, establish and communicate the City’s vision and policy. 2005-06 ACCOMPLISHMENTS: • • • • • • • • • • • • Initiated West Valley Cites to join together to speed the widening of I-10 Highway from Loop 101 to SR85. Started a recruitment process to solicit interested college or university to locate in the City. Request for Letters of Interest have been submitted and project will be pursued during 2006-07 Budget. Council submitted Request for Proposal’s for a city wide Management Audit of Services to analyze the effectiveness, management and efficiency of the city staff and its charge to provided city services in a cost effective and responsible manner. Appointed five (5) citizen committees and adopted 95% of their recommendations. Continued to support the Neighborhood Enhancement Programs by participating in G.A.I.N. event and supporting staff endeavors. Supported citizen forums, increasing level of citizen involvement in City government. Supported September 2005 Special Election Referendum contesting Ordinance to require sprinklers in new residential homes. Preservation of Luke Air Force Base. Cost of living in Goodyear made more affordable by reduction of real property tax. Continued to study and improve existing City policies. Prioritized Capital Improvement Projects based on available resources. Continued to provide funding and support for Community projects. 2006-07 OBJECTIVES: • • • • • • • • • • • • • • • Continue to seek funding and regional, state and federal support of speeding up the widening of Interstate Highway 10. Hire consultant and conduct city wide Management Assessment of Services. Continue the recruitment process to bring a college or university to the City of Goodyear. Seek alternative solutions and best practices to slow the escalating cost of doing business. Improve industrial development with infrastructure Seek ways to reduce fire and emergency response times. Continue to seek ways to meet the ever-changing dynamics of demands for water. Authorize new automated recycling and sanitation collection programs. Continue to support the Neighborhood Enhancement Programs. Continue to study and improve existing City policies. Prioritize Capital Improvement Projects based on available resources. Continue to provide funding and support for Community projects. Continue to broaden, strengthen and enhance regional partnerships. Authorize March 2007 Election for three Council Member positions. Recognize business, developer and persons for their contributions to the City (Annual awards). 59 BUDGET SUMMARY BY DEPARTMENT: MAYOR & COUNCIL Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects Funded Depreciation Capital Outlay Transfer Out Credit Total BUDGET FY 05-06 $ 192,020 111,031 16,119 225,000 22,750 $ 566,920 ESTIMATE FY 05-06 $ 199,996 24,216 95,415 45,275 $ 364,902 BUDGET FY 06-07 $ 300,673 14,798 120,625 350,000 26,166 $ 812,262 AUTHORIZED PERSONNEL: Administrative Assistant Management Assistant FY 04-05 1 1 Total FY 05-06 1 FY 06-07 1 1 1 1 2 2 PERFORMANCE INDICATORS: FY 04-05 24 24 11 18 2,000 3,000 $186,144 Council Meetings Work Sessions Community Meetings Special Meetings Taste ‘N Tunes Attendance Goodyear Rodeo Days Attendance Community Funding Support 60 FY 05-06 21 20 11 14 2,000 3,000 $186,144 FY 06-07 21 20 11 14 N/A 3,000 $186,144 CITY ATTORNEY We are responsible for providing legal services to City Departments, Boards, and Commissions, as well as the Mayor, City Manager, and City Council. We represent the City in local, state, and federal courts, as well as before administrative agencies and legislative bodies. In addition to representing the City in litigation and settlement negotiations, the city’s attorneys work with the Departments they represent in drafting ordinances, contracts, and other legal documents. We advise City Officials regarding election issues and advise Departments regarding personnel issues and draft ordinances, resolutions, contracts, and prepare written legal opinions and correspondence. We are responsible for interpreting and providing advice concerning the City Charter and Code, and Arizona and Federal law. 2005-06 ACCOMPLISHMENTS: • Provided dependable legal advice to the City Council and Staff on a daily basis. • Recruited and hired an Assistant City Attorney, Legal Services Coordinator and Legal Assistant. • Supervised and provided growth opportunities to the City Prosecutor, Assistant City Attorneys, Legal Services Coordinator and Legal Assistant. • Organized our first Annual Staff Advance and prepared our Operational Plan. • Streamlined tasks by assigning an attorney to a group of departments. • Participated as registered lobbyists and assisted with legislation; impact fees and tax incentives. • Participated in process improvement teams/committees; Insurance Committee, Procurement Information Exchange Group, Records Retention Committee, Web Development Committee, Technology Steering Committee, Budget Liaison Committee and Customer Service Task Force • Negotiated and drafted numerous Development Agreements and Memorandums of Understanding; PebbleCreek Resort Community Phase II, Centex Homes, Sixteen owners regarding West Goodyear Regional Infrastructure, KB Homes within Canyon Trails, Brown Family within Canyon Trails, King Ranch, Canyon Trails, WESTCOR, Vestar, Sedella and EMR Fire Services Agreement • Negotiated and drafted numerous IGA’s; Joint Use of School Facilities, Cotton Lane Bridge, Bullard Wash and Transportation Services. • Investigated and processed numerous personnel issues. • Other projects included Employee Relations Ordinance, Southwest Gas Franchise Agreement, Arizona Public Service Franchise Agreement, Auditor General – Finance Audit, Crane/Superfund Site Settlement, Sexual Assault of an Animal Ordinance, Superstar Car Wash Referendum Litigation, Wal-Mart Referendum, Southwest Specialty Foods Sign, Fire Sprinkler Ordinance, Cost Recovery Ordinance, Meth Ordinance, Goodyear Airpark, Special Events Process, Development Fees and Utility Rates. • Successfully received a determination from the Social Security Administration and IRS that Goodyear Firefighters are exempt from Social Security which resulted in a $ 1.1 million dollar refund to the City. 61 2006-07 OBJECTIVES: Prepare boilerplates/templates for contracts and agreements. Assist with drafting SOP’s/Manual for contract review and approval process. Evaluate individual job responsibilities to meet the needs of the City. Ensure the availability of timely legal advice and other legal work to the city. Minimizing exposure to the city for the consequence of actions taken or not taken. Continue preparation and/or revisions of Operational Plan indicating attainment of goals. • Full implementation of new Procurement Policies and Procedures. • Preparation of periodic reports. • Conduct periodic departmental meetings for review of status of pending matters. • • • • • • BUDGET SUMMARY BY DEPARTMENT: CITY ATTORNEY Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimb. One-Time Projects Funded Depreciation Capital Outlay Transfer Out Credit Total BUDGET FY 05-06 $ 438,925 10,879 171,739 8,830 7,000 $ 637,373 ESTIMATE FY 05-06 $ 368,043 35,489 64,472 1,006 $ 469,010 BUDGET FY 06-07 $ 440,978 13,718 168,900 $ 623,896 AUTHORIZED PERSONNEL: FY 04-05 1 1 1 3 Assistant City Attorney Legal Services Coordinator City Attorney Total 62 FY 05-06 2 1 1 4 FY 06-07 2 1 1 4 CITY CLERK The City Clerk is the historian of the City and is responsible for ongoing management as prescribed by State statutes and the City Charter. The City Clerk prepares, assembles and distributes the Council Agenda; fulfils posting requirements; records City Council actions; conducts City elections; and maintains all the City records. The City Clerk coordinates the publications of legal notices and advertising; opens public bids; coordinates public auctions; administers oaths of office; conducts research; and processes all ordinances and resolutions. MISSION STATEMENT, VISIONS STATEMENT AND VALUES: The mission of the Goodyear City Clerk's Department is to provide our community with multiple support services and awareness of the democratic government process. Our vision is to be a highly professional customer - focused model while striving to build strong relationships within our community. Organizational Values: 1. We support each other as individuals to achieve personal excellence, teamwork and pride in the delivery of our services. 2. We conduct ourselves in an ethical, impartial and equitable manner. 3. We are dedicated to understanding and fulfilling the needs of our community. 4. We provide high quality responsive services to all our customers, delivered in a professional manner. 5. We continually challenge ourselves and our practices to prepare for the future by exercising creativity and innovation. 2005-06 ACCOMPLISHMENTS: • • • • • • • • • • • • Purchased and implemented a digital recording system (Granicus) allowing citizens to view Council meetings and work sessions on home computers Conducted fair and impartial Referendum Election for Fire Sprinkler Ordinance in September 2005. Administered efficient support to Mayor and Council by streamlining the minute taking process through Granicus, making it possible to have draft minutes completed in 24 hours. Continued to try to Increase voter participation through education outreach program; increased polling places from five to eight. Enabled Council decision making by providing accurate agenda packets Completed Phase I of developing a citywide Records Retention Schedule. Continued to implement citywide microfilming and imaging program. Continued to research paperless agenda packet. Processed sixty seven Special Event Applications. Increased productivity by providing professional, quality services to the community and complied with the Public Records Request laws. Participated in a Senior Work Program sponsored by the National Indian Council on Aging. The part-time employee worked twenty hours a week for three months and assisted in organizing the Resource library at no cost to the City. Met all legal requirements. 63 • • • • • • • • Completed work on Special Event process and city attorney is processing the recommendation to Council. Held fifth annual department strategic planning meeting and updated the five year plan through 2010. Served as District Clerk to ten Community Facilities Districts. Staff served on various Boards in city and other associations throughout the state. Purchase software to streamline the Agenda Process. Implemented a shredding procedure and contracted with outside company Implemented file label software to prepare for bar coding. Substantially reduced the numbers of copies for Council Agenda Packets by encouraging staff to print off necessary reports from the Web Page. 2006-07 OBJECTIVES: • • • • • • • • • • • • • • • • • • • Conduct fair and impartial election for March 2007 Mayor/Council Election Conduct fair and impartial special election if necessary Continue to try to Increase voter participation through education outreach program Coordinate two Council/Staff Advances Administer efficient support to Mayor and Council through minutes and documentation. Enable Council decision making by providing accurate agenda packets Continue Phase II of City-wide Records Management Program and develop a CityWide Records Management Policy and Procedures Manual Have State Library and Archives to approve the new City of Goodyear Record Retention Schedule. Establish a City-wide Electronic Records Management Program Continue to develop the Resource Library Manage City Microfilming and Imaging programs Organize and prepare historical documents and photographs for preservation. Increase productivity in providing professional, quality services to the community Create and implement a LaserFiche Training Program for city staff. Increase Mail Services and plan for future growth Meet all legal requirements Provide Information to Community in a timely manner Issuance of Licenses/Permits. Track all revenue generated by the department 64 BUDGET SUMMARY BY DEPARTMENT: BUDGET FY 05-06 ESTIMATE FY 05-06 BUDGET FY 06-07 $ 509,989 $ 499,606 $ 598,014 Materials & Supplies 281,592 206,537 208,572 Contract Services 210,940 214,601 112,006 Debt Service - - - Developer Reimbursement - - - One-Time Projects - 19,325 1,800 Funded Depreciation 14,855 - 17,088 Capital Outlay Transfer Out Credit 62,200 - 27,708 - - $ 1,079,576 $ 967,777 $ 937,480 CITY CLERK Personnel Services Total AUTHORIZED PERSONNEL: City Clerk Deputy City Clerk Mail and Copy Clerk Senior Mail and Copy Clerk Records Analyst I Administrative Assistant Records Analyst II Staff Assistant FY 04-05 1 1 1 1 1 1 1 FY 05-06 1 1 1 1 1 1 1 FY 06-07 1 1 1 1 1 1 1 1 7 7 8 Total 65 PERFORMANCE INDICATORS: Registered Voters % of voter turnout Number of polling places Ordinances administered and indexed Resolutions administered and indexed Council actions processed Council meetings posted Special meetings posted Work sessions posted Open and record public bids Contracts processed Processed new liquor license applications Processed special event applications Record requests 66 FY 04-05 18,560 15% 11 45 FY 05-06 20,000 15% 5 50 FY 06-07 21,000 15% 5 50 60 65 65 325 24 18 20 57 372 10 335 21 14 20 110 318 8 340 21 14 20 110 400 8 68 322 75 378 75 380 CITY MANAGER The City Manager is the Chief Administrative Officer of the City and is responsible for the planning, implementation, and review of all City of Goodyear policies, procedures and programs. The City Manager’s Office provides staff support to the City Council, provides direction to City departments, handles press and media relations, provides grant administration, and strategic planning. The department also includes two Deputy City Managers. One Deputy City Manager provides direction for the following departments – Community Development, Courts, Economic Development, Finance, Information Technology, and Police. The other Deputy City Manager provides direction for the Community Services, Engineering, Fire, Public Works, and Water Resource Departments. 2005-06 ACCOMPLISHMENTS: • Established regional partnership to accelerate the construction for widening I-10 from 2013 to 2007. • Provided management and leadership to departments for implementation of Council priorities water/wastewater, public safety, development services/economic development, parks and recreation, roads and drainage. • Supported departments in achievement of Council goals related to neighborhood livability, public safety, economic development, and physical development. • Represented the City at the Maricopa Association of Governments (MAG), Arizona Municipal Water User’s Association, Westmarc, and federal, state, and local organizations when issues affecting the City were planned or discussed. • Represented the City in Regional Partnerships. • Negotiated development agreements. • Provided leadership and direction to City departments for continuous improvement and organizational change. • Improved department communication through weekly Council Review Team meetings. • Continued to encourage city staff to identify and implement alternative methods for providing services that improve efficiency and continuously improve customer service. • Surveyed stakeholders and refined communications to Council and departments. • Responded to citizen inquiry and issues on behalf of Mayor and City Council. • Supported and coordinated City Council Advances. • Coordinated and supported Council in the preservation of Luke Air Force Base. • Identified Federal and State grant programs. Worked with Departments to develop grant proposals, maintained up-to-date information on upcoming deadlines and new opportunities and provided research and coordinated projects selected for grant submittals. • Provided technical support for the City Manager, Mayor and City Council. Conducted research, prepared reports and presentations, performed project management and liaison duties and assistance as needed. • Effectively captured and reported monthly to Council on emerging issues. • Coordinated and distributed monthly City Manager’s report in effort to increase communication to Council and public. 67 • • • • • • • • • • Continued to improve awareness of City services/projects/image through City’s website, communications and promotion. Enhanced quality of all printed communications produced by City to match quality of the Community. Elevated visibility/image of Goodyear locally and valley wide. Improved internal communications in City government to cultivate employees as city ambassadors. Assisted the Finance Department in the budget process. Assisted in the process to fully fund a 5-year Capital Improvement Project plan. Provided ICMA with city-wide performance measures. Prepared a FY2004-05 year-end report of project statuses for City Management. Prepared the first ever city-wide operational plan for FY2005-06, from which started monthly project status reporting for City Management. Provided monthly project status reporting of Capital Improvement Projects (CIP) to City Council. 2006-07 OBJECTIVES: • • • • • • • • • • • • • • • Finalize negotiations with property owners, Major League baseball teams and the TSA to construct a spring training facility. Achieve City Council goals related to neighborhood livability, public safety, economic development, and physical development. Represent the City at the Maricopa Association of Governments (MAG), Arizona Municipal Water User’s Association, Westmarc, and federal, state, and local organizations when issues affecting the City are planned or discussed. Represent the City in Regional Partnerships. Negotiate development agreements on behalf of the City to address critical water, wastewater, and public safety needs, and ensure sustainable growth and development. Improve department communication through weekly Council Review Team meetings. Continue to encourage city staff to identify and implement alternative methods for providing services that improve efficiency and continuously improve customer service. Continue to survey stakeholders and refine communications to Council and departments. Respond to citizen inquiry and issues on behalf of Mayor and City Council. Continue to support, plan and coordinate City Council Advances. Update the City’s strategic plan and coordinate the standardization of department strategic plans, aligning them to the goals of the City. Continue to coordinate and assist Council in the preservation of Luke Air Force Base. Continue to identify Federal and State grant programs, work with Departments to develop grant proposals, maintain up-to-date information on upcoming deadlines and new opportunities and provide research and coordinate projects selected for grant submittals. Continue to provide technical support for the City Manager, Mayor and City Council, conduct research, prepare reports and presentations, and perform project management and liaison duties and assistance as needed. Continue to effectively capture and report monthly to Council on emerging issues. 68 • • • • • • • Continue to coordinate and distribute monthly City Manager’s report in effort to increase communication to Council and public. Continue to improve awareness of City services/projects/image through City’s website, communications and promotion. Continue to enhance the quality of all printed communications produced by City to match quality of the Community. Continue to elevate the visibility/image of Goodyear locally and valley- wide. Continue to improve internal communications in City government to cultivate employees as city ambassadors. Prepare a FY2005-06 year-end report of project statuses for City Management. Prepare a city-wide operational plan for FY2006-07, to start up monthly project status reporting for City Management and City Council. BUDGET SUMMARY BY DEPARTMENT: CITY MANAGER, ADMINISTRATIVE SERVICES Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects Funded Depreciation Capital Outlay Transfer Out Credit Total $ $ BUDGET FY 05-06 616,197 245,000 40,542 100,238 22,500 - ESTIMATE FY 05-06 $ 912,624 48,613 382,695 26,647 26,321 - 934,267 $ 1,396,900 $ $ BUDGET FY 06-07 1,425,693 179,455 341,055 990,373 115,274 3,051,850 AUTHORIZED PERSONNEL: City Manager Deputy City Manager Public Information Officer Communications Specialist Webmaster Administrative Assistant Management Analyst Management Assistant Executive Assistant Staff Assistant Project Assistant Total 69 FY 04-05 1 1 FY 05-06 1 2 1 1 1 1 1 1 1 1 1 1 1 7 1 10 FY 06-07 1 2 1 1 1 1 1 3 1 1 13 CITY PROSECUTOR The Goodyear City Prosecutor’s Office represents the City of Goodyear in the prosecution of criminal misdemeanor, Goodyear City Code, and civil traffic cases filed in the Goodyear Municipal Court. In addition, we represent the City of Goodyear in all city misdemeanor criminal appeals, special actions, petition for reviews, and competence hearings filed in the Maricopa Superior Court, Arizona Court of Appeals, and the Arizona Supreme Court. 2005-06 ACCOMPLISHMENTS: • Prosecuted a high volume of criminal misdemeanor and civil cases. • Successfully advocated for victim causes including assisting victims in obtaining orders of protection and injunctions prohibiting harassment. • Collaborated with Goodyear Code Enforcement, Goodyear Police Department, Goodyear Community Services Department, Maricopa County Attorney’s Office, and Maricopa County Environmental Services in creating a comprehensive property compliance task force. • Increased community awareness of domestic violence through public presentations on the topic to local community associations and educational institutions. • Actively promoted programs and participated in organizations dedicated to protecting victims, reducing crime, and enhancing the quality of life in the community. • Strengthened our commitment to being more proactive in crime prevention by providing the Goodyear Police Department with legal assistance and training. • Partnered with Goodyear Code Enforcement, Goodyear Police Department, and Goodyear Community Services Department in improving quality of life and public safety in Goodyear’s enrichment areas. • Received training and education that assisted the Office in achieving its mission of administering justice in an equitable, efficient, and expeditious manner while advocating for victim rights and crime prevention. • Relocated the City Prosecutor’s Office to the Goodyear Justice Facility to become more accessible to the public and to decrease the time necessary for the processing of an expanding criminal justice docket. • Improved customer service and more effectively utilized limited resources by facilitating the creation and implementation of a web based site for the dissemination of DUI related information to defense attorneys and the public. 2006-07 OBJECTIVES: • To prosecute all cases in an equitable, efficient, and timely manner. • Continue to partner with the City of Goodyear Police Department in providing seamless comprehensive victim services. • Actively participate in programs and committees that advocate for victim rights and domestic violence prevention and education. • To use technology to improve our organizational effectiveness and case management. • Assist Code Enforcement Department with code compliance and education. • Continue to implement policies and procedures that streamline existing protocols. 70 BUDGET SUMMARY BY DEPARTMENT: CITY PROSECUTOR Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects Funded Depreciation Capital Outlay Transfer Out Credit Total BUDGET FY 05-06 297,606 62,805 53,016 - ESTIMATE FY 05-06 160,461 10,464 7,723 - BUDGET FY 06-07 297,606 62,805 53,016 - - 8,468 - - $ 413,427 $ 187,116 $ 413,427 AUTHORIZED PERSONNEL: City Prosecutor Assistant City Prosecutor Legal Assistant FY 04-05 1 1 FY 05-06 1 1 FY06-07 1 1 1 2 2 3 Total PERFORMANCE INDICATORS • • • • Ethically represent the interest of the City of Goodyear in all criminal matters. Critically review and analyze all criminal cases to determine if there is a reasonable likelihood for a conviction. Advocate for victims’ rights. Research, write, and argue all motions, appeals, special actions, and petition for review. Criminal Complaints reviewed by Prosecutor* (as of 3/23/06) Criminal Complaints filed by Prosecutor* (as of 3/23/06) Pretrial Conferences* (as of 2/28/06) Bench Trials & PTR* (as of 2/28/06) Jury Trials* (as of 2/28/06) TOTAL # of Victim Cases* (as of 2/28/06) Domestic Violence* (as of 2/28/06) Non Domestic Violence* (as of 2/28/06) 71 FY 04-05 120 FY 05-06 101* FY06-07 130 50 56* 70 1400 15 2 225 140 85 1038* 47 0 161 72 89 1,569 82 1 270 128 142 COMMUNITY DEVELOPMENT The Community Development Department is responsible for the preparation, adoption, and implementation of the Goodyear General Plan. The General Plan provides community goals and development policies to effectively guide and manage the long-term growth of the City. To assist the City in implementing the General Plan and guiding the community’s growth and development, the Department is organized into two separate functions: Building Safety and Planning and Zoning. The Staff of these Divisions are dedicated to providing seamless development services in order to provide excellent customer service in fulfilling the Department’s mission and goal of ensuring a safe and quality environment for Goodyear residents, visitors, and businesses. Community Development Staff prepare and implement various zoning and development ordinances, such as the Zoning Ordinance, Subdivision Regulations, Design Guidelines, and International Building Codes. Specific departmental duties include administering grant applications, such as the Community Development Block Grant and Home Fund Programs, providing information on development services to the public, reviewing and processing General Plan amendments, rezonings, variances, subdivision plats, site plan reviews, use permits, development agreements, and building construction plans, as well as inspecting new private and public buildings to ensure compliance with City ordinances. Community Development Staff are also actively involved in code enforcement, providing technical support to the City Council, City Staff and others in development plan reviews, analyzing population and socio-economic data, as well as providing Staff support to the Planning Commission, Board of Adjustment, and Board of Appeals. 2005-06 ACCOMPLISHMENTS: • • • • • • Developed and implemented new outdoor lighting standards for non-residential properties and public uses. Consolidated supervision of Planning and Building Technicians to provide improved coordination between Planning and Zoning and Building Safety and enhanced customer service. Implemented a Housing Rehabilitation Program funded by HOME funds. Implemented a streamlined process for plan review and permitting of minor tenant (building) improvements. Processed amendments to the Zoning Ordinance to address landscape right-of-way maintenance, freeway pylon signs, building heights, parking standards for industrial warehouses, massage establishments, Pay-Day Loan businesses, and tattoo and body piercing uses. Initiated quarterly meetings with the development community to share information and seek input on improving processes and procedures. 2006-07 OBJECTIVES: • • • • Adopt a Specific Area Plan for the City Center. Amend the City’s Subdivision Regulations to provide for administrative processing of minor subdivision plats. Complete the initial implementation phase of the Citywide Monument Signage Program. Process a Community Development Block Grant for upgrading water services to houses in areas of historic Goodyear. 72 • • • • Continue to seek ways to streamline and improve development processes and procedures. Evaluate and amend development standards to improve the regulatory environment for encouraging industrial development opportunities. Adoption and implementation of the 2006 International Building Codes. Conduct quarterly meetings with the development community to provide a forum for information sharing, and seek input from stakeholders on ways to improve the development processes and procedures. BUDGET SUMMARY BY DEPARTMENT: COMMUNITY DEVELOPMENT Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects Funded Depreciation Capital Outlay Transfer Out Credit BUDGET FY 05-06 $ 3,232,158 206,159 1,217,661 210,920 92,292 114,500 - ESTIMATE FY 05-06 $ 2,823,267 226,293 1,567,168 139,893 2,000 809,187 - BUDGET FY 06-07 $ 2,224,567 173,417 635,982 131,152 109,179 - Total $ 5,073,690 $ 5,567,808 $ 3,274,297 AUTHORIZED PERSONNEL: Director Planner II Planner III Senior Planner Planner I Planning Manager Planning Technician I Planning Technician II Administrative Assistant Land Management Coordinator Building Inspector II Building Permit Tech I Building Permit Tech II Chief Building Official Plans Examiner Bldg Permit Tech III Bldg Permit Tech Supervisor Building Inspector Supervisor Building Inspector III Total FY 04-05 1 2 3 1 1 1 1 1 3 2 1 1 1 1 1 1 23 73 FY 05-06 1 2 2 1 1 1 1 1 1 1 3 1 2 1 2 1 1 1 1 26 FY0 6-07 1 4 1 1 1 1 1 1 1 1 6 2 1 1 2 1 1 1 2 30 PERFORMANCE INDICATORS: FY 04-05 FY 05-06 15 working 15 working days days $700,000 $797,469 45 78 40 25 20 20 45 54 35 38 1 8 10 5 15 20 15 26 5 5 15 24 10 8 5 6 10 21 15 3 3,500 6,416 Turn around times Fees collected for Planning Cases Number of Site Plans Number of Rezoning Cases Number of Preliminary Plats Number of Final Plats Number of Administrative Waivers General Plan Amendments Map Of Dedications Model Homes Residential Design Review Signage Program Special Use and Use Permits Written Interpretation Zoning Text Amendments Development Agreements Annexations Number of Residential Final Platted Lots Number of Permitted Residential Lots 3,000 74 2,800 FY06-07 15 working days $917,089 90 29 23 63 44 9 6 23 30 6 28 9 11 24 4 7,378 3,220 COMMUNITY SERVICES The Community Services Department was launched as Community Initiatives seven years ago in response to the City Council’s vision for active resident participation across all neighborhoods and a desire to bring more self-government to its citizens. Core business area tenants that provide the foundation for the department are Building a Sustainable Community and Adapting to Change. We are committed to serving the public through our departmental mission which reads: To provide responsive service delivery to our residents, neighborhoods, and community interests relating to municipal activities and services through citizen advocacy, complaint resolution and coordination of code compliance efforts; To communicate and exchange ideas and vision, educate and increase the involvement and leadership of Goodyear residents in their community and local government through partnerships, volunteer work on City committees and commissions, and development of neighborhood leadership; To work to protect revenue sources and local control of City assets through legislation and intergovernmental coordination and providing liaison between the residents and wider area interests such as the business communities, military and communities of faith. The Department staff members work with residents and community participants on citizen interests and concerns, citywide projects, neighborhood partnerships, public art, state and federal legislation, business and community interests. We offer services through the following divisions: Constituent Services, providing individual information referral, complaint resolution, and resident services; Code Compliance, working to ensure voluntary compliance and keep community property standards across the city; Neighborhood Services, active in establishing effective neighborhood programs and development of resident leaders; and Intergovernmental Programs, seeking state and federal assistance, monitoring legislation, and promoting the City’s legislative agenda . Beyond leadership and management of the department, the scope of the Director’s duties include providing top level policy assistance and advice to the City Manager, Mayor and Council, reflecting and implementing programs and policies in the community and conveying our interests in regional organizations and partnerships. Our day-to-day efforts include working with service and volunteer organizations, educational and minority groups, communities of faith, businesses, Chamber of Commerce and professional associations and other groups whose opinions are an important consideration in the development of City policies. Our goals and objectives appear in the Department's five-year strategic operational plan. The aim is to fulfill the City Council's charge for greater citizen participation and selfgovernment. 2005-06 ACCOMPLISHMENTS: • • • Promoted City goals and defended against legislative efforts to weaken local control or reduce revenue sources Successfully sought additional revenue for the City of Goodyear through federal and state funding sources Facilitated the success of the 2005 mid-decade Census survey for the City of Goodyear which resulted in a significant increase in state shared revenues. 75 • • • • • • • • • • • Maintained Goodyear representation on regional boards and quasi-governmental councils to keep our needs considered in broad-based decision-making Worked with regional partners to preserve the Mission of Luke Air Force Base (LAFB) and averted base closure Improved interdepartmental coordination to address private properties in distress Worked to ensure the safety, welfare, and cleanliness of Goodyear neighborhoods through an active code compliance program that included components of education toward voluntary compliance and partnership as well as enforcement. Systemically incorporated public participation (P2) procedures organization-wide for City staff and officials Sought citizen opinion on budgeting priorities through citizen focus groups Worked with Enrichment Areas (formerly Target Areas) to develop neighborhood leadership through the formation of one new neighborhood association (Canada Village) Offered the seventh Southwest Valley Citizen Academy in the fall, graduating 11 Goodyear residents out of a total of 19 Offered through Southwest Valley Citizen Academy a spring HOA 101 workshop for citizens wanting to serve on an HOA board Sponsored G.A.I.N. (Getting Arizonans Involved) event citywide with seven neighborhoods participating Trained city staff on CERT (Citizen Emergency Response Teams) techniques to become train-the-trainers and began training volunteer residents. 2006-07 OBJECTIVES: • • • • • • • • • • • • Continue to promote city goals and defend against efforts to weaken local control or reduce revenue sources Seek additional revenue for the City of Goodyear through a federal appropriation to cover interest payments in the acceleration of I-10 widening project, among other submittals Maintain Goodyear representation on Regional Boards & Councils Develop and participate in community programs to promote city goals such as the Southwest Valley Citizen Academy Oversee the work of a telecommunication’s consultant on a city assessment for evaluating the gaps in telecommunication needs and services citywide Continue to preserve the Mission of Luke Air Force Base (AFB) through regional partnerships that includes an ongoing federal relations contract Continue to educate the community about voluntary code compliance and enforce codes Improve interdepartmental coordination of properties in distress through the GAT cross-departmental team Property Inspection Program subcommittee Promote continued public participation outreach and development Co-lead the training effort of residents in community emergency response teams (CERT) Develop and train resident HOA board members and neighborhood leaders Promote the establishment of a public art program 76 BUDGET SUMMARY BY DEPARTMENT: BUDGET COMMUNITY SERVICES Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects Funded Depreciation Capital Outlay Transfer Out Credit Total ESTIMATE BUDGET FY 05-06 789,796 126,126 260,897 - FY 06-07 $ 820,246 61,302 342,632 - 64,220 7,000 - - 123,140 500 - $ 1,146,889 $ 1,176,819 FY 05-06 $ 721,482 122,983 231,204 - $ $ 1,347,820 AUTHORIZED PERSONNEL: Administrative Assistant Code Compliance Manager Communications Manager* Community Advocate Code Compliance Officer I Customer Service Advocate** Director Neighborhood & Volunteer Specialist Staff Assistant Public Arts Specialist Volunteer Coordinator Grant Specialist * Moved to City Manager’s Office October ‘05 ** Transferred from City Manager’s Office to Department September ‘05 Total 77 FY 04-05 1 1 1 1 1 FY 06-07 1 1 1 FY 05-06 1 1 1 1 1 2 1 1 - 1 1 1 1 1 1 1 7 10 12 1 1 2 1 PERFORMANCE INDICATORS: Secure federal earmarks for specific city projects (e.g., I-10 widening) Secure regional federal relations contract for preservation of Luke AFB Establish a new, formalized neighborhood association Citizens Trained in CERT (community emergency response teams) Promote and hold SW Valley Citizen Academy, graduating Goodyear residents Hold an HOA 101 workshop and an HOA 102 advanced workshop for citizens wanting to serve on an HOA board Expand the “Good Neighbor” program into one more neighborhood FY 04-05 3 FY 05-06 2 FY 06-07 2 1 1 1 1 2 1 Neighborhood New Association 30 Residents 1 Academy 2 Workshops 23 1 1 1 1 78 1 2 Neighborhoods ECONOMIC DEVELOPMENT The Economic Development Department of the City of Goodyear improves the City's economic, social and environmental well being through the attraction and enhancement of commercial and industrial projects that create and sustain employment base, tax revenues, financial security and environmental stability for the community. 2005-06 ACCOMPLISHMENTS: • • • • • • • • • • • Updated the Economic Development Ordinance and attained adoption by City Council. Concentrated on planned development in Employment Corridor Specific Area Masterplan; elements include shared infrastructure, density and flexibility in zoning Expanded external marketing initiatives to include exploration of new media, such as a stand-alone web site and an ED newsletter for briefing Council and City of Goodyear staff and/or citizens on department projects and activities. Provided input for the Phoenix-Goodyear Airport Master Plan. Continued support of speculative industrial developments and new products to promote for facility expansion and relocation. Entered background data and conduct surveys for Phase II of Building Bridges to Business CRTS (Convention, Retail, Tourism, Service industries) format. Led efforts to implement redevelopment strategies - Quality of Life Initiative – in Litchfield Corridor area, engage business community in developing shared vision. Continued to build retail marketing program and relationships with developers and specific, targeted retailers. Supported planned large-scale retail projects coming on line, such as Westcor Planned Regional Center and Canyon Trails Town Center. Worked with Mayor and staff to attract spring training facility through customized, comprehensive marketing initiative. Coordinated efforts with City Manager and staff to undertake Developing a Sustainable Community project, focusing on strategies for diversifying and strengthening our local economy. 2006-07 OBJECTIVES: Employment Corridor - Marketing • Focus on extensive research on companies which are a good “fit” for the City of Goodyear, and offer the best potential for providing long-term sustainable employment opportunities for our citizens in non-retail employment (office and industrial). • Evaluate our existing marketing initiatives to identify strategies that are both efficient and effective to continue, and reduce costs by discontinuing practices that have proven inefficient and have not generated results. Become increasingly results-driven and focused in considering all new marketing initiatives. • Create a new standard of quality and better utilize technology in our marketing efforts with the development of a stand-alone website geared specifically for the following target audiences: site selection consultants, company/corporate real estate executives, existing business leaders and managers, City elected officials and City staff. 79 • • Continue to work with GPEC to identify a West Valley strategy to work cooperatively with developers on building speculative and build-to-suit commercial and industrial facilities and marketing those effectively. Coordinate efforts with major developers within the Employment Corridor and throughout the City in planning and marketing sites for business location and creating new employment. Retail Growth and Quality Initiative • Facilitate ongoing meetings between the Mayor and City Council members and large retail developers as they plan tenants for new retail developments proposed in the City of Goodyear to insure high-quality development expectations are met. • Assist the DCM and project consultants, attorneys, etc. in the coordination of efforts on the McDowell Road Improvement District to address necessary infrastructure improvements to support Westcor’s planned regional mall, Estrella Falls, as well as other retail and commercial development within the corridor (Evergreen Devco, SunCor, W.M. Grace). • Partner with Community Development (Planning & Zoning) in a team effort to review site plans for proposed retail developments, insist on quality, and work with developers to insure that the City gets high-quality retail stores and development projects. Quality of Life Initiative • Finalize the review through Development Policy and adoption by Council of the Litchfield Corridor Redevelopment Vision & Action Plan. • Seek City Council input and direction, as well as the participation of citizens and business owners within Historic Goodyear. • Complete the design, funding, and construction/implementation of the Litchfield Corridor/Historic Goodyear Pilot Project, as proposed in our Supplemental Budget request. • Continue to engage the Litchfield Corridor Redevelopment Task Force in seeking out new opportunities for catalyzing revitalization of the Litchfield Corridor and preservation of the City’s original commercial core. Building Bridges to Business (B3) retention/expansion program • Continue to act as an advocate for the City’s major employers and small businesses. • Visit with and survey manufacturing and aerospace-related employers in Goodyear. • Begin surveys of retail and business services-related employers in Goodyear. • Provide vital information and act as conduit between the City officials/staff and the business community. • Create additional opportunities to recognize and express appreciation for our existing businesses, including a formal business recognition program. 80 Special Projects • Provide support to the Mayor, City Council and Management for Special Projects as opportunities arise which have economic development and quality of life impacts, such as the Spring Training (Recreation Campus) initiative, University recruitment, etc. • Seek out unique opportunities for the City of Goodyear, and be both responsive and responsible. BUDGET SUMMARY BY DEPARTMENT: BUDGET ESTIMATE BUDGET FY 05-06 $ 391,486 41,650 77,830 - FY 05-06 $ 273,321 32,876 55,834 - FY 06-07 $ 382,251 34,487 209,830 - 2,090,000 50,000 2,646 - 1,020,314 22,584 - 2,000,000 50,000 17,500 - $ 2,653,612 $ 1,404,929 $ 2,694,068 ECONOMIC DEVELOPMENT Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects Funded Depreciation Capital Outlay Transfer Out Credit Total AUTHORIZED PERSONNEL: Administrative Assistant Director Project Manager Business Advocate FY 04-05 1 1 2 1 FY 05-06 1 1 2 1 FY 06-07 1 1 2 1 5 5 5 Total 81 ENGINEERING Engineering is responsible for the design, review, and inspection of the City’s capital infrastructure including grading and drainage, water, sewer, storm drains, storm water retention, and streets. Engineering reviews site plans, preliminary and final plats, rezoning requests, special use permits, construction drawings, water, sewer, traffic, and drainage master plans. Engineering issues construction permits and inspects and approves all construction within the city rights-of-way and public utility easements. Engineering assigns street names and addresses, prepares annexation plats, and provides general technical support to City staff and the development community. Engineering maintains and updates the City’s GIS maps and data bases and record drawings for construction plans and subdivision plats. Engineering provides project management for City Capital Improvement Projects. 2005-06 ACCOMPLISHMENTS: • • • • • • • • • • • Continued updating the Engineering Design Standards and Policies Manual. Continued partnering with the Flood Control District of Maricopa County to complete the bridge designs for the Bullard Wash Phase II project. Partnered with Maricopa County Department of Transportation to design the Cotton Lane Bridge over the Gila River. Continued partnering with ADOT and MCDOT with the Design Concept Report for the future SR303 Freeway. Completed the design of the Van Buren Street widening and Bullard Wash Bridge for construction in FY 06-07. Continued implementing the requirements of the AZPDES Phase 2 storm water permit. Continued reviewing and approving sewer and water master plans in the Central and Southern Planning Areas for incorporation into a City master plan updates. Implemented ARC-IMS software to provide access to GIS maps to all city departments. Assisted with the development of the City’s Five Year CIP to incorporate projects, cost estimates, and schedules. Assumed responsibility for traffic control monitoring in the city right-of-way. Prepared the drywell ordinance for City Council adoption. 2006-07 OBJECTIVES • • • • • • • Update and evaluate the City’s computer models for water and sewer as new developments occur to determine infrastructure needs for the systems. Develop a GIS strategic plan. Hire two construction inspectors so that a city inspector is available in each geographical area of the City. Hire a Senior Civil Engineer to review preliminary plats and site plans and assist with CIP project management. Hire an administrative assistant and a right-of-way agent to support the CIP project management function and other duties as assigned. Move GIS ARC_IMS software to a new server to provide city wide GIS map access. Continue the updating of the Engineering Design Standards and Policies Manual and take it to Council for approval. 82 • • • • Continue partnering with Maricopa County Department of Transportation to construct the Cotton Lane Bridge over the Gila River. Continue partnering with ADOT and MCDOT with the Design Concept Report for the future SR303 Freeway. Complete the construction of the Van Buren Street widening and Bullard Wash Bridge. Design the Yuma Road street widening from Litchfield Road to Estrella Parkway. AUTHORIZED PERSONNEL: FY 04-05 1 1 1 1 1 1 1 2 2 3 1 1 14 Assistant City Engineer Director of Engineering CIP Manager Project Manager - Engineer Senior Project Manager Plans Examiner City Engineer Engineering Permit Tech I Senior Engineering Technician Civil Engineer Construction Inspector Supervisor Construction Inspector II Engineering Inspector Plan Review Engineer GIS Coordinator Senior GIS Technician GS Technician Landscape Technician Right of Way Agent Administrative Assistant TOTAL FY 05-06 1 1 1 2 1 1 1 1 1 2 2 3 1 2 1 19 FY 06-07 1 1 1 1 1 4 1 2 1 1 2 4 1 1 1 1 1 1 1 27 PERFORMANCE INDICATORS: Number of Plats and Site Plan Reviews Number of Construction Plan Reviews Number of Permits Issued Value of Infrastructure Inspected (Millions) Number of Right-of-way Dedications 83 FY 04-05 422 1,043 980 $73 FY 05-06 490 1,295 1,130 $88 FY 06-07 565 1,600 1,300 $99 11 20 30 BUDGET SUMMARY BY DEPARTMENT: ENGINEERING Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects Funded Depreciation Capital Outlay Transfer Out Credit BUDGET FY 05-06 $ 3,232,158 206,159 1,217,661 210,920 92,292 114,500 - ESTIMATE FY 05-06 $ 59,315.87 780 - - BUDGET FY 06-07 $2,074,800 80,025 3,143,433 190,600 25,670,000 - Total $ 5,073,690 $ 60,095 $ 31,158,858 - NOTE: The Engineering Department was under Community Development until this fiscal year. Please ignore the FY05-06 budget amount and expense columns. In addition, Engineering will be responsible for several of the CIP projects. 84 FINANCE DEPARTMENT The Finance Department provides financial information to the public, bond holders, grantors, auditors, City Council, and City Staff. Maintains the City’s financial records, prepares the annual budget, oversees the procurement process, performs contract administration, performs long-term financial planning, prepares the utility billing notices, collects the water, sewer, garbage, and trash fees, provides administration of the Community Facilities Districts, collects improvement district assessments, and redeems maturing bonds and interest coupons. Issues and collects sales tax permit licenses and fees, and acts as the liaison to the State and City in matters pertaining to the collection of the City sales tax. Conducts audits, prepares payroll and required reports, maintains cash management and assets inventory, investment of moneys, and administers the retirement of outstanding general obligation and revenue bonds. Core services delivery areas of the Finance Department are: 1. Accounting a. Payroll b. General Ledger c. Accounts Payable d. Cash Management e. Grants f. Accounts Receivable 2. Budget & Research a. Finance Department Administration b. Budget Development & Oversight c. Purchasing d. Contract Administration e. Sales Tax Compliance f. Business Registration 3. Community Facilities District (CFD) a. CFD Administration i. General Ledger ii. Accounts Payable iii. Cash Management iv. Accounts Receivable v. Budget Preparation vi. Debt Service 4. Utility Billing a. Billing of the City’s Water, Wastewater and Sanitation Customers b. Systems Implementation c. Special Projects 5. Long-Term Financial Planning 85 2005-06 ACCOMPLISHMENTS: Accounting • Completion of procedures manual for various functions within the division. • Completion of the Fiscal Year 04/05 annual audit. • Implemented HTE’s Interest Allocation for LGIP interest earnings. • Hired Fixed Asset Accountant to reconciling City’s fixed assets. • Perform monthly system closing, cash balancing and reconciliations. • Implemented accounting for Grants. • Continued basic services to current and anticipated additional demands. • Implemented scheduling of vendor payment based on terms to take advantage of cash flow and discounts. Budget & Research • Prepared and monitored monthly revenue forecast. • Prepared and monitored monthly expenditures. • Maintained a five-year revenue and expenditure-forecast model. • Projected population and new construction starts of fiscal year 05/06. • Participated in the successful implementation of the City’s Integrated Planning and Budget. • Timely produced monthly budget control for City Departments. • Continued to develop research, policy and special projects as needed. • Received GFOA Budget Presentation Award for Fiscal Year 04/05 • Update City’s Economic Impact Model • Prepared Tentative Budget for City Council adoption Business Registration • Hired a fulltime Business Registration Technician Purchasing • Implemented a procurement section within the Budget Office. • Drafted Terms and Conditions for bids and proposals. • Initiated a change in office supply vendors to utilize the State of Arizona's office supply vendor which reduced the overall cost of office supplies to the City. • Developed a Procurement Information Exchange group to promote communications and problem solving with end users. • The implementation of the City utilizing the State of Arizona's vendor registration database. This allows the City access to a greater number of vendors for commodities and services. • Identified an overpayment of federal excise taxes. Refund estimated to be $60,000. • Elected to the Board of the Strategic Alliance for Volume Expenditures (SAVE). This is a cooperative procurement organization which allows the City to utilize other agencies contracts. • Assisted the City Attorney's office in drafting a solicitation protest procedure. • Negotiated a fuel pricing structure that saved the City approximately $2500 per year in fuel delivery cost. 86 • • • • • • • • • • Contract Administration A Contract Administrator was hire to ensured compliance with the City development agreements. Coordinated work sessions with BBC Research and Consulting and Staff regarding the Non-Utility Development Impact Fees Study. Completed the Development Fee Reporting Legislation Report on file with the Clerk’s Office. Coordinated modification to the contract database. Drafted Scope of Work and Contract proposal for 16 IDG MOU administration. Researched Sun Chase Contracts for water meter reimbursement. Reconciled the accounts and issued a check request for $49,749.00. Reviewed the CIP and the Impact Fee Study compared differences documented differences Created a schedule of timelines of when development agreement stipulations will become due. Once Newland Communities conveyed the Corgett Water Reclamation Facility to the City, coordinated the release of $1,080,735 which the City has held since March 05 for sewer development fee reimbursement. Sales Taxes • Billed and collected $600,000 additional sales tax that was due as of 6/31/06. • Met with legal to review the IGA with Phoenix for the Hearing officers and to establish a power of attorney form. Received City Council approval on March 27, 2006. • Developed flyers for the public to explain what is taxable and how to report it. Utility Billing • We have submitted changes to the Water City Code to allow us to prorate customer bills and implement cycle billing. • Radio reads have been implemented on all newly constructed residential homes. • This year the Customer Service section has added 2 permanent full time customer service reps and a customer service manager to keep up with the growth of the city. Community Facilities District • Provided quality customer service to customers. • Completion of the Fiscal Year 04/05 annual audit. • Completed several assessment modifications (lot splits). o Community Facilities General District No.1 o Relating to Special Assessment Bond Series 1996C 9 Estrella Mountain Ranch Community Facilities District No.1 ¾ Relating to Special Assessment Bond Series 2001A (Golf Village Assessment Area) ¾ Relating to Special Assessment Bond Series 200 (Desert Village Assessment Area) o Completed general obligation bond sales for one District. 9 Estrella Mountain Ranch Community Facilities District No.1 - $5,005,000 87 2006-07 OBJECTIVES: Accounting • Enhance the department’s customer service skill levels. • Implement and maintain the City’s automate fixed assets accounting system. • Timely completion of the City’s annual financial audit. • Implement monthly and annual financial reporting. • Accurate and timely processing of bank reconciliations, monthly and yearly general ledger closings, payroll reports and payments. • Timely payment of vendors. • Implementation of the Accounts Receivable Module. • Implement On-Line Banking Budget & Research • Continue to provide quality service to departments and outside customers. • Continue implementing the five year CIP. • Create a database for the CIP projects to provide reporting information to all entities. • Process budget and CIP transfers in a timely manner. • Pursue professional development training for staff. Purchasing • Continue to centralize procurement • Obtain final approval on a revised City Procurement Code • Obtain adequate staff to meet expectations • Implement procurement software Contract Administration • Create contract templates for use by all departments. • Create and implement a comprehensive database to monitor development agreement obligations. • Streamline contract review process and procedures. Business Registration • Successfully establish and implement a Business Registration program for the City of Goodyear. • Develop policies and procedures for the administration of the City’s Business Registration Program. • Provide City departments who are reliant on accurate information regarding businesses operating in Goodyear with such, for the protection of the health, safety and welfare of its citizens. Sales Taxes • Develop public forms on taxes and how to report them. • Work with the Arizona League of Cities to review the new intergovernmental agreement with the Department of Revenue 88 Utility Billing Community Facilities District (CFD) • Continue to provide quality customer service to customers. • Continue documentation of processes for Community Facilities Districts. • Hire additional staff • Form new Community Facilities District(s). • Administered assessment modifications (lot splits). • Accomplish sale of bonds for three Districts. BUDGET SUMMARY BY DEPARTMENT: FINANCE Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects Funded Depreciation Capital Outlay Transfer Out Credit BUDGET FY 05-06 $ 1,481,017 178,041 335,717 26,040 31,595 41,000 - ESTIMATE FY 05-06 $ 1,458,843 114,091 203,828 3,450 24,155 1,720 - BUDGET FY 06-07 $ 1,804,598 174,669 398,174 7,543,080 35,574 - Total $ 2,093,410 $ 1,362,004 $ 9,956,095 89 AUTHORIZED PERSONNEL: Accountant Controller Customer Service Coordinator Finance Director Senior Account Clerk Senior Accountant Finance Supervisor Account Clerk II Customer Service Representative Administrative Assistant Buyer Management Analyst Budget & Research Manager Procurement Officer Sales Tax Auditor Business Registration Technician CFD Manager CFD – Senior Account Clerk FY 04-05 2 1 3 1 1 1 2 1 1 1 1 FY 05-06 2 1 1 1 2 1 1 1 2 1 2 1 1 1 1 1 FY06-07 3 1 1 1 3 1 1 1 3 1 1 2 1 1 1 1 1 1 15 21 25 FY 04-05 196,000 7,800 87 10 Yes FY 05-06 196,000 7,800 87 10 Yes FY 06-07 210,000 9,011 87 10 Yes Total PERFORMANCE INDICATORS: Utility billings Vendor claims paid Internal audits Current CFD Districts Receiving the GFOA Budget Award 90 FIRE DEPARTMENT The mission of the City of Goodyear Fire Department is to preserve lives and property in our community by providing services directed at the prevention and control of fires, accidents, and other emergencies, while maintaining the highest standards of professionalism, efficiency, and effectiveness. 2005-06 ACCOMPLISHMENTS: • • • • • • • • • • • • • • • For the first time, hosted a full-time Recruit Firefighter Academy and graduated nine firefighters (including one from Avondale Fire Department). Became the third fire department in Arizona to be qualified to conduct state-certified firefighter practical skills assessment under the authority of the State Fire Marshal’s Office and the International Fire Service Accreditation Congress. HazMat 181 officially went into service, representing an increased capability for hazardous materials response for Goodyear, and the entire Valley. The truck was rolled-out at a ceremony attended by the Mayor, City Manager, Council members, and staff from Senator McCain’s office. Completed construction of Fire Station 184 at Wildflower Drive and Yuma Road. Completed design of Fire Station 185 at Pebble Creek Parkway and Clubhouse Drive. Hired staffing for Fire Station 184. Hired a Training Program Manager (Battalion Chief). Hired an Administrative Assistant for the Fire Chief. Constructed a portable burn building for use by firefighters for live burn training in partnership with the City of Avondale. Established a Community Emergency Response Team (CERT). Received a donation of $7,500 from Wal-Mart to be used for car seats and community education materials. Hosted one of twelve officers from the Polish National Fire School in Warsaw for a 30-day networking visit. Conducted National Incident Management System (NIMS) training for all City Council and staff who would work in the EOC in the event it was activated. This is a federal requirement which also makes the City eligible for grant funding. Implemented FireView software, which utilizes the City’s GIS maps and the fire department’s records management system to graphically display incidents on City maps and to perform travel time analysis to determine the most appropriate locations for future fire stations. Created a Deployment Task Force which made recommendations to the Fire Chief concerning resource deployment. The decision was made to relocate HazMat 181 to Fire Station 183 and relocated Ladder 183 to Fire Station 181 in order to more efficiently respond to calls for service. 91 2006-07 OBJECTIVES: • • • • • • • • Complete construction of Fire Station 185 at Pebble Creek Parkway and Clubhouse Drive. Conduct Captain Promotional Process for Fire Station 185. Conduct Engineer Promotional Process for Fire Station 185. Conduct Firefighter Recruitment Process for Fire Station 185. Host Recruit Academy 06-1. Implement Mobile Occupancies for the Fire Prevention Division. Move administrative and community services staff into share office space to eliminate expensive redundancies and fractious communications. Provide communications equipment in the Emergency Operations Center to allow for direct monitoring of and communications with Fire and Police units in the field. BUDGET SUMMARY BY DEPARTMENT: FIRE Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects Funded Depreciation Capital Outlay Transfer Out Credit Total BUDGET FY 05-06 $ 5,366,686 467,178 388,993 - ESTIMATE FY 04-05 5,805,220 796,022 404,318 92,511 BUDGET FY 05-06 7,593,397 678,485 454,863 91,114 30,116 550,511 468,504 - 248,861 5,198,408 - 214,805 693,088 1,914,234 - $ 7,271,988 12,545,340 11,579,986 92 AUTHORIZED PERSONNEL: FY 04-05 Management Assistant Captain Training Captain Chief Community Education Coordinator Deputy Chief Deputy Fire Marshal Staffing Training Program Manager Staffing Administrative Assistant Fire Engineer Fire Marshal Plans Examiner Fire Equipment Maintenance Worker II Fire Equipment Maintenance Worker III Emergency Management Coordinator Firefighter Staff Assistant Battalion Chief Building Inspector III Total FY 05-06 FY 0-07 1 9 1 1 1 2 2 1 12 1 1 1 2 2 1 13 ? 4 1 2 2 9 1 - 1 1 12 1 1 ? ? 13 1 1 1 1 1 1 1 1 1 24 3 3 - 1 32 3 3 - 1 35 3 5 1 60 77 85? PERFORMANCE INDICATORS: Emergency incidents medical services Emergency incidents - fire and other Fire loss within City limits Annual occupancy inspections New construction inspections Plan reviews Permits issued FY 04-05 2,774 FY 05-06 3,175 FY 06-07 3,650 1,445 1,661 1,910 $107,850 772 $375,000 686 $300,000 800 596 1,318 1,500 996 109 1,100 134 1,300 150 93 HUMAN RESOURCES The Human Resources Department provides or facilitates: fair and impartial employment services; legislative compliance; counseling and employee problem facilitation; personnel policy development, guidance and administration; pay for performance administration, and management of the compensation and classification program. The Department also maintains the master employee records; reporting and analysis of applicant and employee information; updates and maintains records in payroll/personnel system; benefits management; recruitment services, and provides learning and development opportunities for our employees. The Risk Management Division is responsible for the development, implementation and administration of the City’s safety, liability and insurance programs. These include, but are not limited to, health, dental, vision, life, short-term disability, Workers’ Compensation, safety, auto, property, general liability, and other federally mandated compliance programs. The identification and preparation for exposures is also the responsibility of the Department, as is the reduction of controllable losses and protection of the City’s personnel and financial assets. 2005-06 ACCOMPLISHMENTS: • • • • • • • • Recruitment and retention were a large portion of our workload. A total of 188 recruitments have been managed this year with 174 positions filled (116 externally and 58 internally). In addition, the percentage of turnover nearly doubled. Therefore researching and preparing a recruitment and retention plan became and unscheduled priority. We implemented an Application / Applicant Tracking System. This system expedited the hiring process for the departments and provided Human Resources access to a great deal of statistical information about our applicants. To assist the employees, we posted the Personnel Policy Manual on the Lotus Notes Bulletin Board and the Website. Posting them on the bulletin board allows employees to search the policies and guidelines by subject. Developed a Recruitment and Retention Plan that will continue to attract, motivate and retain an outstanding and committed workforce in the increasingly competitive market. Many of the items in the plan are scheduled for implementation in FY 06-07. To enhance the performance of our employees and to prepare our employees for promotional opportunities, we hired an Employee Development Specialist. To ensure the accuracy of the payroll, we conducted numerous audits on the system. As an outcome of the first quarterly council discussion work session, we created a Citizen’s Participation Committee to review the Mayor and Council Members salaries and benefits. Findings were presented to Council and recommendations are under consideration by the Mayor and Council Members. Position Control numbers were created to assist us in tracking position turnaround and vacancies. 94 • • • • Due to a shortage of available, qualified temporary employees to meet the departments’ needs, we developed our own Temporary Employee Pool of candidates. Applicants were recruited to work in temporary positions for limited time assignments. This program has resulted in a higher quality of applicants, faster service to the departments and a cost savings to the City. We implemented a “55 and Over” Program at the City, utilizing personnel over age 55. This is a State Government funded program which costs the City nothing. We researched various clerical testing software programs and selected OPAC for implementation in 06-07. This program will allow us to test applicants and employees at a fraction of the cost charged by outside agencies. Began working with Fire Employee Relations Groups. 2005-06 ACCOMPLISHMENTS - continued • • • • • • • • • • We conducted an unscheduled Employee Satisfaction Survey. The purpose was to determine areas where the City can continue to improve in order for Goodyear to continue to be an Employer of Choice. Compiled and facilitated the Customer Service Task Force Team who developed new city-wide Customer Service Values. Negotiated reduced pricing on public workshops, certifications, symposiums and licensing agreements. Met with Department Directors to review the training needs of the departments. Developed the City’s training curriculum for: • Supervisors’ Academy—12 Courses • Customer Service Training—7 Courses • Franklin Covey 7 Habits for Effective People • Franklin Covey 7 Habits for Managers The City approved a move in our General Liability deductible from $75,000 to a $250,000 deductible with a $500,000 aggregate. This change saved $91,374 in premium dollars in the 2005/2006 budget year and is anticipated to save an average of over $100,000 annually over the next five years. The City’s experience modification factor dropped from .71 to .66 saving the City $29,789.50. This savings was achieved primarily through the implementation of all inclusive light duty in the 2003-2004 policy year. The City received a dividend credit of $32,502.22 as a result of reduced loss during the 2004-2005 policy year from our Workers’ Compensation program. The budget allocation process was restructured to allow for all of the General liability, auto and property policies to be under Risk Management. This streamlining made the total cost of Risk in this area easier to track. A departmental cost of Risk allocation system was instituted. This will allow the cost of Risk to be budgeted for per major department. This is the first step toward an accountability program where losses are partially charged back to the individual departments. 95 • • • • • It was the objective for the year to achieve a renewal rate for 2005-06 from our health insurance carrier of no more 5%. The carrier originally offered an eleven percent increase. After extensive negotiations a renewal rate of a one percent increase was achieved saving the City $264000 in budget dollars in fiscal 2005-06. Wellness initiatives were expanded to include weight loss programs, stop smoking programs and an e-mail campaign designed to provide timely health and safety awareness topics to our employees. Over 25% of our employees participated in the new programs. Due to the plan design, the weight loss challenge far surpassed expected levels of participation. A new benefit, at no cost to the City, was implemented in the form of a supplemental Cancer policy for employees. The City was successful in our annual recertification efforts for the S.H.A.R.P. program with Arizona O.S.H.A. Several new Safety programs were implemented including; completion of Level One O.S.H.A. training for all employees, traffic work zone training, eight hour hazwoper training, and updating our hepatitis training and vaccination programs. Many of these programs had been outsourced at an additional cost to the City in the past. This move to internalize these programs has resulted in a savings of over $40,000 annually to the City. 2006-07 OBJECTIVES: • • • • • • • • • • • • • • • Roll out the Employee Satisfaction Survey results to employees and determine what steps will be taken to address employee concerns Coordinate new Criteria-based Promotional Program Coordinate new mid-year merit program for employees below mid-point of their salary range Implement the Employee Referral Program Coordinate the Vacation Cash Payout Program Eliminate the cap on sick leave and roll out the program to employees Continue working with Employee Relations Groups Research a HRIS in HTE or with other vendors Conduct “brown bag educational sessions to increase employee involvement and knowledge After Open Enrollment, conduct a Benefit Audit to be sure payroll is correct compared to the benefit documents and billing Track/Analyze each recruitment related to application source, ethnicity, age and gender Implement applicant testing software and set up testing station Research and evaluate NEOGOV software added features for possible implementation in Goodyear Conduct a “Brown Bag” lunch on the internal application process and important tips Work with Police and Fire to enhance recruitment 96 • • • • • • • • • • • Provide comprehensive training sessions for City employees in the following topics: Supervisors’ Academy: Build knowledge and skills in 22 core competencies which are important for success as a City of Goodyear Supervisor by providing essential tools and resources to be an effective leader in achieving organizational goals. Leadership Mirror: 360° Web-based Assessment Series 1: Orientation & DISC Assessment Series 2: Proactive Supervision Series 3: Essentials of Leadership Series 4: Conflict Resolution & Mediation for Leaders Series 5: Rapid Decision Making & Delegation Series 6: Destructive Management Behavior Series 7: Performance Management Series 8: Situational Leadership Series 9: Financial Management Series 10: Reaching for Stellar Service—Coach Version Series 11: 7 Habits for Managers Series 12: Project Plan Presentations Series 13: Graduation Supervisory Competency Coaching Customer Service Training Reaching for Stellar Service—Employee & Coach Versions Guiding Customer Conversations Healing Customer Relationships Dazzling Your Customers Other Workforce Offerings Habits for Effective People 7 Habits for Managers Situational Leadership II FOCUS: Achieving Your Highest Priorities True Colors Assessment Succession Management Program targeting mid-level managers for Director level positions with external consultant Develop individual development plans and provide coaching for development Develop, maintain, and enhance the Training Library. Distribute Training Tips via email, City publications, flyers, etc. Implement the “Sum Total” Learning Management System to track workforce training and certifications Examine alternatives for our current drug testing and Workers' Compensation medical provider (Concentra) Implement new provider for Health Care if necessary Implement Heath Savings Retirement Account Expand wellness program by instituting a voluntary influenza vaccinations paid for by the City from the wellness initiative for all City employees and Council members. Study and modify if appropriate, short term disability program to allow for a 30 day waiting period and self insure the program. Analyze auto deductibles and consider increase from the current $250 / $500 to $1,000 / $1,000 for comprehensive and collision coverage respectively (This would not change our auto liability deductible which is currently at $1,000 97 • • • • • • • Analyze uninsured/underinsured coverage with a potential recommendation to go from the current $100,000 to zero Review the last Fire Academy and its accident/injury rates with the Fire Department Trainers to develop strategies for the next Fire Academy (starting around June or August). Provide Defensive Driving Classes (DDC-4) Train-the-Trainer Classes. This program will train and certify department employees as trainers (they must already be qualified by prior training). Complete first HAZ Woper in-house course Contractors Program Training for City Project Managers Develop VPP STRATEGY that will include a time table for events and milestones. BUDGET SUMMARY BY DEPARTMENT: HUMAN RESOURCES Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects Funded Depreciation Capital Outlay Transfer Out Credit Total BUDGET FY 05-06 $ 718,280 910,974 156,510 - ESTIMATE FY 05-06 $ 685,039 523,099 115,304 - BUDGET FY 06-07 $ 983,245 910,542 315,077 - 26,155 3,307 14,000 - 18,388 8,604 - 82,020 3,803 14,000 - $ 1,829,226 $ 1,350,434 $ 2,294,687 98 AUTHORIZED PERSONNEL: FY 04-05 1 2 1 1 HR Program Manager HR Technician Administrative Assistant Employee Development Specialist Human Resources Director Benefits and Payroll Specialist Risk Manager Safety Training Compliance Specialist Total 1 1 7 FY 05-06 1 3 1 1 1 1 1 9 FY 06-07 1 3 1 1 1 1 1 1 10 PERFORMANCE INDICATORS: Authorized Full Time Employees Newly Authorized Positions Total New Hires/Personnel Changes Total Applicants Regular Full Time Turnover Rate (Includes Retirements) Reported Claims Loss Ratio 99 FY 03-04 281 FY 04-05 338 FY 05-06 410 26 96 2,400 6.5% 57 174 3,500 6.3% 72 200 4,500 6.0% 12 4.6% 15 36.8% 18 18% INFORMATION & TECHNOLOGY SERVICES Mission Partner with our customers to provide innovative and professional technology services that are responsive to the current and future needs of the City. Primary areas of responsibility include: • Designing, administering, supporting, and securing the City’s voice and data networks. • Providing technical support to the City’s employees in all technology facets including desktop hardware and software, enterprise software, and both wireless and landbased telephone services. • Design, development, and support of in-house databases and software applications. • Project management services for new software systems (developed internally, purchased-off the shelf, or custom developed by contractors) • Technology research and testing the practical application within the City. 2005-06 ACCOMPLISHMENTS: • • • • • • • • • • • • Improved the accuracy and usefulness of the Land Parcel database by facilitating the implementation of the Land Management data import program. Improved Council and Staff communications with constituents by facilitating the implementation of the Council Meeting Recording System. Improved customer service and reduced staff time required to handle utility billing questions by facilitating the implementation of the Utility Billing IVR (Interactive Voice Response) system. Mitigated potential check fraud and reduced printing costs by facilitating the implementation of a Laser Check Printing solution. Improved staff efficiencies in communications and scheduling by completing the citywide upgrade to version 6.5 (ND6.5) of the Lotus Notes/Domino messaging and scheduling system. Improved the effectiveness of the Fleet Shop by facilitating the implementation of the HTE Fleet module. Improved customer service and reduced staff time needed to screen and hire job applicants by helping facilitate the implementation of the Application/Applicant Tracking System. Improved communications between City Council and both staff and constituents by completing the deployment of laptop computers and broadband connections for Mayor and Council. Reduced the impact of fire by completing the implementation of a dry fire suppression system within the data center/computer room. Set the stage for more e-government services by completing implementation of the HTE Click2Gov server and software. Improved the decision making capabilities of the Fire Department associated with emergency response times by completing/assisting in the implementation of the FireView system. Increased the Police Department’s investigative capabilities by completing/assisting in the implementation of a new voice logging/recording system for the Police Department. 100 • • • • • • • • • • • • • • • • • Increased the efficiency and effectiveness of police dispatching by implementing large screen CAD displays in the Police Department. Improved the historical records searching capability of the Police Department by facilitating the data conversion from the HTE CAD-RMS to New World Systems for the Police Department. Increased the independence and efficiency of our customers by developing a “how to” library. Improved staff/customer efficiencies and effectiveness by installing 70+ new printers and 90+ new PCs. Improved the budgeting processing by completing the deployment and testing of the Budget Database system. Improved customer service and reduced staff time required to process utility payments by completing/assisting in the deployment of SurePay, RapidPay, and Lockbox payments for Utility Bills. Increased the value of our investment in the HTE enterprise software by facilitating various HTE software reviews and analysis including the Financial and Community Development applications. Improved customer service and communications by developing an ITS Service Level Statement for employees that more clearly defined the operations of the help desk including how to initiate requests, an explanation of how requests are prioritized, and what could be expected in terms of response and resolution times. Responded exceptionally well to growth demands by completing several department relocations and extension of the City voice and data network to these new locations. Increased the value of our investments in new technology and reduced the amount of time required to plan for and implement new projects by streamlining the project management and implementation process through the development of the P.A.C.E. standard guidelines. Set customer expectations based on capacity/ability by developing more detailed service level agreements for core services and redeveloped the customer satisfaction survey tool and mode of administration. Improved staff efficiencies and effectiveness by completing the upgrade to Naviline 4 (expected completion by 06/30/2006). Set the stage for improved customer service and accountability to the public by Implementing HTE’s CRT (Citizen Request Tracking) and Call Center (Contact Management) software in test mode. Set the stage for improved customer service and accountability to the public by facilitating a consulting engagement to define the organizational requirements for a Work and Asset Management system and evaluate the HTE solution against the requirements (expected completion by 06/30/2006). Improved staff efficiencies and communications with Council by facilitating the completion of the automated COAC (Council Action) system (expected completion by 06/30/2006). Responded exceptionally well to growth demands by extending the City voice and data network to the new Public Safety facility, Station 184 (expected completion by 06/30/2006). Increased officer safety and improved officer communications by completing the implementation of “Netmotion” for the Police Department allowing for seamless roaming of the mobile data computers between wireless access points of varying transmission speeds (expected completion by 06/30/2006). 101 • Increased the security of the City network by completing the upgrade of various Firewall (Network Security) devices to the latest software version (expected completion by 06/30/2006). 2006-07 OBJECTIVES: • • • • • • • • • • • • • • Increase the City staff’s knowledge of and communications with the business community by leading the planning and implementation efforts for the HTE Business Licenses system. Increase our software applications security by completing HTE application security changes. Improve customer service and accountability to the public by leading the technical implementation planning for an enterprise Work and Asset Management system including integration with the CRT (Citizen Request Tracking) and Call Center (Contact Management) systems from HTE. Improve our business continuity capabilities by completing data backup improvements. Improve the quality and efficiencies of customer services processes by upgrading helpdesk and support tools potentially including a new help desk system, automated software and hardware inventory collection, software distribution/patch management, and remote control. Improve our organizational communications abilities by completing a Blackberry and Smartphone pilot test and provide recommendations. Secure our network by implementing additional network security mechanisms and deploying a formal DMZ to allow for secure web/e-government services. Transform our organizational information technology by facilitating the completion of a technology assessment and master plan. Effectively respond to growth demands by successfully relocating City staff and extend the voice and data network to new owned and leased facilities. Help make IT(Information Technology) an organizational priority by developing a mechanism or forum to demonstrate the value that the ITS Department and information technology, in general, has brought and could bring to the City. Reduce manpower requirements for reading utility meters by testing the Radio Read interface to HTE and putting it into production. Improve staff productivity and enable telework/telecommuting by pilot testing the hosted remote access system named “GoToMyPC”. Prepare to reduce longer term operating costs for telecommunications and increase staff productivity by developing a transition plan to move from traditional PBX phone systems to a VoIP network. Improve organizational efficiencies, effectiveness, and accountability by implementing other department/customer projects approved in the FY06-07 budget. 102 BUDGET SUMMARY BY DEPARTMENT: INFORMATION & TECHNOLOGY Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects Funded Depreciation Capital Outlay Transfer Out Credit Total $ BUDGET ESTIMATE BUDGET FY 05-06 909,471 467,948 109,023 324,319 821,015 104,500 - FY 05-06 843,392 368,938 93,577 315,686 - FY 06-07 1,066,668 484,040 96,525 427,591 944,927 40,000 - $ 2,736,276 $ $ 1,621,593 $ $ 3,059,751 AUTHORIZED PERSONNEL: Director IT Specialist II IT Specialist I Lead I.T. Specialist Technical Services Manager Applications & Business Manager Network Administrator Applications & Business Analyst Administrative Assistant Total FY 04-05 1 2 1 1 1 1 3 10 103 FY 05-06 1 2 1 1 1 1 1 3 11 FY 06-07 1 2 2 1 1 1 1 3 1 13 PERFORMANCE INDICATORS: Documented requests for service (help desk tickets) Documented requests for service per City FTE (help desk tickets) Documented requests for service completed per ITS FTE Customers (City FTEs) served per ITS FTE Software Applications Supported HTE Modules HTE 3rd Party Additions Other Applications Project Data Total Technology Projects Total Technology Projects-% Completed In Ops. Plan In Ops. Plan-% Completed ITS- In Ops. Plan ITS- In Ops. Plan-% Completed Customer- In Ops. Plan Customer- In Ops. Plan-% Completed NOT In Ops. Plan NOT In Ops. Plan-% Completed ITS- NOT In Ops. Plan ITS- NOT In Ops. Plan-% Completed Customer- NOT In Ops. Plan Customer- NOT In Ops. Plan-% Completed On Hold-Per Customer Remote Locations Supported Workstations Supported (Desktop and Laptop Computers) Printers File and Application Servers 104 FY 04-05 2525 FY 05-06 3210 FY06-07 3735* 7.47 7.76 8.3* 253 289 287* 33.80 38.64 34.62* 11 5 67 19 7 84 21 7 91 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 10 320+ 59 55.53% 34 67.65% 6 .00% 28 82.14% 16 62.50% 6 16.67% 10 90.00% 9 13 460 15 506 120 40 143 46 165 56 MUNICIPAL COURT The Municipal Court has jurisdiction over all civil traffic, criminal traffic, criminal misdemeanor, liquor violations, and Municipal Code violations (including parking notices) that occur within the Goodyear City limits. The court receives case filings from the Goodyear Police Department, Maricopa County Rabies Animal Control Authority, Arizona Register of Contractors, as well as felony cases turned down by the Maricopa County Attorney’s Office. The court has concurrent jurisdiction with the justice court on orders of protection, injunctions against harassment, and search warrants. 2005-06 ACCOMPLISHMENTS: • • • • • • Processed approximately 10,000 cases during this period. Continued to provide high levels of customer service in the midst of significant caseload growth. Conducted an analysis to determine the future space needs of the Goodyear Municipal Court. Worked cooperatively with the Finance Department to further develop capabilities related to the processing of funds held in trust. Re-allocated office space at the Justice Facility. Such efforts have extended the useful lifespan of the facility. Personnel capacity increased by two. Cooperatively worked with the City Clerk’s Office and the ITS Department to implement public meeting web broadcasting capability at the Justice Facility. Contributions include the design, procurement, and installation, configuration, and ongoing operation and maintenance of associated audio-visual equipment. 2006-07 OBJECTIVES: • • • • • • • • Successfully process an anticipated 12,000 cases during this period. Continue to evaluate current practices and mitigate the impact of the substantial increases in demand for court services that are currently experienced by the Court. Obtain key performance indicators from other jurisdictions. Analyze the data to evaluate the efficiency and effectiveness of Goodyear Municipal Court operations. Execute the recently published Limited Jurisdiction Self Inspection Checklist. Establish a regular meeting of officials from Goodyear’s three criminal justice agencies (court, police, and prosecutor). Pursue opportunities to evaluate and apply technology to court business processes pursuant to an existing IGA with the Scottsdale Municipal Court. Work cooperatively with the Arizona Supreme Court and the Goodyear Police Department to research and implement technology that will bridge law enforcement and police automated systems and provide for the electronic filing of citations. Continue to address the space needs of the Court. Investigate opportunities to partner with others to include the police and fire administration building project and the Maricopa County Southwest Regional Justice Facility project. 105 BUDGET SUMMARY BY DEPARTMENT: MUNICIPAL COURT Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects Funded Depreciation Capital Outlay Transfer Out Credit Total BUDGET FY 05-06 $ 505,342 90,952 41,252 - ESTIMATE FY 05-06 $ 495,922 92,146 42,934 - BUDGET FY 06-07 $ 586,988 94,057 76,780 - 19,486 50,000 - 78,851 - 6,800 22,409 812,034 - $ 707,032 $ 709,851 $ 812,034 AUTHORIZED PERSONNEL: Court Clerk Interpreter Municipal Court Supervisor Court Administrator Municipal Court Clerk II Municipal Court Clerk I Total NOTE: FY 04-05 1 1 1 3 6 FY 05-06 1 1 1 3 6 FY 06-07 1 1 1 3 1 7 The Court Marshall is funded by the Police Department’s budget. 106 POLICE DEPARTMENT A police department represents a substantial public investment directed toward the preservation of peace and order in any community. Citizens expect a full return for their annual investment of authority and multimillion dollar assets. Faithful and wise execution of this tremendous public trust is no trivial matter. It requires wise executive stewardship, responsible short and long term planning, and involvement from internal and external stakeholders. To uphold this public trust and investment in our police force, the Police Department adopted a mission statement that speaks directly to the relationship between citizens, community and the department.: “In partnership with the community, we contribute to the quality of life through diligent patrol, community-oriented policing, and enforcement of law to maintain the peace and protect the rights of those we serve.” To fulfill our mission, the Police Department provides residents of Goodyear and its visitors with superior service in order to ensure safety and maintain quality of life. With a policecommunity partnership philosophy, the department has implemented and expanded programs that promote collaborative efforts in taking a proactive stance in addressing crime reduction and prevention. 2005-06 ACCOMPLISHMENTS: • • • • • • • • • • • • Performed needs analysis to assess the acquisition or building of a new police facility to centralize police operations in one location; provide adequate space for Telecommunications and prisoner detention. Partnered with the fire department to share in procurement and use of certain resources and equipment related to Weapons of Mass Destruction incident investigation and remediation Established a partnership with west valley agencies to share in the design and construction of a training facility Participated in a radio study with the west valley agencies for regional operability Joined the West Valley Regional Data Sharing Consortium Assigned an officer as full time liaison to Neighborhood Services and provide neighborhood resources to the community Patrol Officers handled over 45,000 calls for service Patrol and Traffic Officers handled over 10,000 citations The Telecommunications Center handled over 122,000 incoming phone calls. The Citizen's Police Academy is underway and the group just completed its second class on Tuesday 10/4. There are 22 participants and Goodyear residents in this Academy class. Issued 1,293 False Alarm Permits Held the First Annual Police Department Awards Ceremony and awarded: o Medal of Valor ƒ Officer William Ryan ƒ Officer David Bryant ƒ Officer Adam Tellez 107 o Distinguished Service Award ƒ Telecommunications Operator Matthew Hoskins o Lifesaving Award ƒ Officer Latroy Campbell o Physical Fitness Award ƒ Officer Jay Seabright ƒ Officer Gene Hindman o Chief’s Awards of Excellence ƒ K9 Officer Sean Clarke ƒ Telecommunications Supervisor Sherry Geise ƒ Sergeant Scott Benson ƒ Officer Paul Petrik 2006-07 OBJECTIVES: In 2006, the Police Department dramatically updated its strategic plan from a multi-year operations oriented plan to a high level goal focused plan. From a department wide SWOT Analysis, staff created four goals to address the challenges and opportunities we face. Providing basic law enforcement service remains our foundation and link to the Council and City priorities. Growth and the increased demand for service continue to be the driving force for our focus as well, but it is more complex than just adding police officers to provide service. We must fortify the supervisory and administrative functions of the Police Department to eliminate gaps in service. With this in mind we take a two prong approach to our budget plan by first meeting the demands for today, and second by setting up the necessary internal infrastructure for the future. Our objectives for next fiscal year, based on strategic planning processes are as follows: • • • • • • • Enhance traffic operations as a step towards 24/7 coverage by 2010. Enhance Community relations through the assignment of an additional School Resource Officer to Goodyear Schools. Provide additional patrol efforts and improve administrative efficiencies in order to increase unassigned patrol time from 9% to 15%. This is part of a multi-year plan to achieve 30% unassigned patrol time for our officers, and enhance the relationship between the community and the police department. Proactively address property and street crimes through additional staffing in investigations, including additional intelligence analysts Join the West Valley Consortium to train officers and provide security for large entertainment venues such as the Cardinals Stadium. Provide for a competency based evaluation system to the appraisal process and subsequently, employee development Actively participate in the Public Safety Citizens Advisory Committee 108 BUDGET SUMMARY BY DEPARTMENT: POLICE Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects Funded Depreciation Capital Outlay Transfer Out Credit Total BUDGET ESTIMATE BUDGET FY 05-06 FY 05-06 FY06-07 $ 6,874,026 $ 7,185,376 $ 8,631,680 655,786 903,799 966,238 310,184 461,710 723,390 96,840 612,851 773,516 811,214 932,896 1,033,300 513,006 1,143,000 $ 9,781,350 $ 9,676,742 $ 13,170,720 AUTHORIZED PERSONNEL: Administrative Assistant Chief Detective Lieutenant Police Commander Police Officer Police Records Clerk II Sergeant Investigations Specialist Crisis Services Coordinator Management Analyst Alarm Coordinator Management Assistant Crime Scene Technician Telecommunications Manager Telecommunications Operator Telecommunications Supervisor Total FY 04-05 FY 05-06 1 1 1 1 4 5 2 3 1 1 41 48 2 2 9 10 1 1 1 1 1 1 1 1 1 1 10 11 3 3 79 90 109 FY 06-07 1 2 5 3 1 54 2 11 1 1 1 1 1 1 1 11 4 101 PERFORMANCE INDICATORS: Telephone Calls Calls for Service 9-1-1 calls answered Citations issued Arrests Reports taken Crime Rate per 100 population FY 04-05 85,913 40,395 8,284 8,500 2,000 5,475 5.2 110 FY 05-06 98,000 48,000 9,000 9,350 2,460 6,022 5.5 FY 06-07** 120,000 55,000 14,000 10,260 3,000 8,500 5.7 PUBLIC WORKS ADMINISTRATION Public Works Administration is a key provider of essential services and resources. We are dedicated to providing customer service while maintaining the City’s infrastructure and managing the construction and maintenance of a variety of physical facilities that preserve and enhance the quality of life for Goodyear’s citizens and visitors. As the City continues to grow, the Public Works Department expands to provide the essential daily services that citizens expect from their government. We meet new challenges by planning and working with multiple agencies and stakeholders to develop innovative processes. We explore new opportunities to create efficiencies that yield cost-effective results. Public Works is driven by over 100 dedicated employees who deliver customer-focused services within the divisions of our department. Our services include street and traffic equipment maintenance and repair, engineering services, transportation, solid waste collection, processing and recycling, parks, recreation, equipment management and facility maintenance. The implementation of several new programs during the 2006-07 fiscal year will highlight the department focus on efficiencies. These programs include the Perryville Work Program, acquisition of the Goodyear Financial Center, a bid request for commercial fuel procurement for city vehicles and the addition of a fleet service vehicle for off-site vehicle maintenance and repairs. 2005-06 ACCOMPLISHMENTS: • • • • • • • • • • • • • • Completed construction of the Dog Park/BMX parking lot, block wall and restrooms; Completed the design of the Van Buren construction project from Litchfield Road to Estrella Parkway; Leased space in the Goodyear Financial Center to relieve overcrowding of staff in City Hall; Completed construction of Fire Station 4 at Yuma and Wildflower Drive; Submitted Transportation Improvement Program funding applications (FY 2010-11) to MAG for: • New traffic signal system; • Bike lane on Estrella Pkwy, south of Van Buren to MC85 Hired a Superintendent of Fleet and Facilities; Completed Street Preservation for neighborhood streets in Pebble Creek, Centerra, Cotton Flower, Estrella Mountain Ranch, Estrella Vista, Palm Valley, Rancho Mirage and Wildflower Ranch; Installed a back-up generator at Fire Station 1; Installed a new canopy and upgraded parking at the Equipment Management facility; Completed the Public Works Corporate Yard Master Plan; Completed the Police/Fire/Court facility needs assessment; Replaced the roof at Fire Station 1 and installed a new fence and security gate; Reviewed plans for traffic signals, signs, pavement markings and traffic impact studies; Participated in the design of traffic control for major PIR events; 111 • • • Participated in and presented recommendations for the Solid Waste Advisory Committee; Relocated Budget, Community Services and Planners to the Goodyear Financial Center to relieve overcrowding at City Hall; Represented the City’s interests at ADOT design meetings for the Bullard traffic interchange on I-10, SR801 and the Loop 303 alignment; 2006-07 OBJECTIVES: • • • • • • • • • • • • Implement the Perryville Work Program; Complete construction of Community Park Phase II; Begin construction of Phase I of a new community park in Estrella Mountain Ranch; Purchase Goodyear Financial Center and relocate staff accordingly; Begin construction of Fire Station 5 in Pebble Creek; Hire two Deputy Public Works Directors, three Superintendents and an Assistant City Traffic Engineer; Site and design a Regional Park and Ride facility; Complete a Transportation Master Plan; Complete a Facilities Master Plan; Complete a Parks Master Plan; Complete the design for the City Center park; Move additional city staff into new facilities and re-stack City Hall; 112 BUDGET SUMMARY BY DEPARTMENT: PUBLIC WORKS ADMINISTRATION Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects Funded Depreciation Capital Outlay Transfer Out Credit Total BUDGET FY 05-06 ESTIMATE FY 05-06 BUDGET FY 06-07 $ 874,479 $ 776,818 $ 1,022,869 24,580 61,049 28,075 83,738 59,380 1,323,900 2,760 1,445 50,000 34,140 39,261 20,000 131,480 9,850,000 $ 1,039,697 $ 1,030,172 $ 12,314,105 AUTHORIZED PERSONNEL: Project Manager City Traffic Engineer Traffic Engineer II Public Works Director Public Works Superintendent Administrative Assistant Staff Assistant Management Assistant FY 04-05 1 1 1 2 2 1 1 Total 9 113 FY 05-06 1 1 1 1 3 2 1 1 11 FY06-07 1 1 1 1 3 2 1 1 11 EQUIPMENT MANAGEMENT The Equipment Management Division provides preventative maintenance, repairs and safety inspections for City vehicles and equipment. This Division’s primary purpose is to provide safe, convenient and dependable transportation and equipment. Additionally the Division is responsible for ordering fuel and maintaining the City’s 3 fuel sites. 2005-2006 ACCOMPLISHMENTS: • Successfully completed an emissions audit with ADEQ showing 100% compliance with emissions regulations; • Removed and replaced existing concrete floor and awning on west exterior side of the shop to safely service the City’s heavy duty trucks and Fire Equipment; • Updated 3 Goodyear fuel sites with fuel tank product level sensors, allowing product levels to be assessed from a remote location; • Updated the fuel site at the WWTP with Fuel Force product dispensing software; • Completed training for Fleet staff on Fire’s new Pierce 100 foot ladder truck; 2006-2007 OBJECTIVES: • • • • • • Facilitate 100% compliance with state emissions laws and remove vehicles from service not in compliance; Schedule training for Fleet staff on issues related to the mandated use of ultra low sulfur diesel for the 2007 year; Maintain an oil analysis program for heavy duty vehicles; Maintain equipment maintenance cost and historical records; Comply with manufacturers’ recommendations for operations, application, service and repair; Maintain good parts, components and supply inventories; BUDGET SUMMARY BY DEPARTMENT: FLEET SERVICES Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects Funded Depreciation Capital Outlay Transfer Out Credit Total BUDGET FY 05-06 $ 413,402 932,280 17,600 323,865 8,260 3,307 85,000 - ESTIMATE FY 05-06 $ 364,795 985,872 20,712 - BUDGET FY 06-07 $ 504,023 653,186 33,050 17,406 60,000 - $ 1,783,714 $ 1,371,379 $ 1,267,665 114 AUTHORIZED PERSONNEL: Mechanic I Mechanic III Equipment Management Supervisor FY 04-05 2 2 1 FY 05-06 2 2 1 FY06-07 1 5 1 5 5 7 Total PERFORMANCE INDICATORS: Equipment maintained Equipment maintained/mechanic ratio PM’s performed at mileage indicators Perform Quality PMs insuring 60 percent of work is scheduled Emissions Compliance FY 04-05 244 60:1 Target 90% 115 FY 05-06 285 71:1 Target 90% 60% FY 06-07 337 87:1 Target 90% 70% 100% 100% FACILITIES MANAGMENT The Facilities Management Division provides preventive, corrective and custodial maintenance for all City buildings. Facilities staff consists of four employees who routinely make plumbing, electric, carpentry and HVAC repairs and modifications to all city-owned facilities. Newly remodeled areas include upgrades to facilities inside City Hall, Fire Station #3, and the Public Works Operations buildings. The Facilities Management Division assumed the responsibility for operations and maintenance for the new Fire Station #4, the new modular unit at the Wastewater plant, and the City’s fueling stations. Custodial services for City buildings are provided by a private contractor. 2005-2006 Accomplishments: • • • • • • • • • • • • • • • • • • • • • Installed a security fence at the Public Works Operations yard; Managed the re-model of office areas in Human Resources, Finance, and Streets departments; Participated in the acquisition of leased office space for Engineering, Budget, and Community Services Departments; Installed new office furniture for all leased office space; Resealed and re-striped the City Hall parking lot; Installed radio antennas for the Emergency Operations Center; Cleaned and removed selected building structures at the Patterson properties; Completed repairs to the roof at Fire Station #1; Successfully passed an OSHA inspection; Installed additional security lighting at the Public Works Operations yard; Organized the storage area for all divisions at the Public Works Operations yard; Renewed the contract for custodial services; Hired a Facilities Foreman; Hired a Facilities Maintenance Worker III; Assumed the responsibility for operations and maintenance Fire Station #4; Participated in the planning and construction of new buildings at the Wastewater Plant; Installed new office furniture at the Wastewater new office modular; Relocated the City Prosecutor’s office to the Court facility; Participated in the remodel of the Court facility; Replaced two facilities work vehicles; Relocated the Victim’s Advocate office to Fire Station #3. 2006-2007 OBJECTIVES: • • • • • • • • Participate in the lease arrangements for a new facility, and manage the planning and relocation for Police, Fire, and Public Works administration; Participate in the planning and construction of Fire Station #5; Perform repairs to the roof at the Equipment Management facility; Paint the exterior of the City Hall building; Perform an indoor air quality assessment on Fire Station #1; Participate in the planning and relocation of the Parks and Recreation staff to a new facility; Oversee the demolition of a replacement emergency generator at Station #1; Perform an indoor air quality assessment of the Equipment Management facility. 116 BUDGET SUMMARY BY DEPARTMENT: BUILDING SERVICES Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects Funded Depreciation Capital Outlay Transfer Out Credit Total BUDGET FY 05-06 $ 413,402 932,280 17,600 323,865 8,260 3,307 85,000 $ 1,783,714 ESTIMATE FY 05-06 $ 318,859 826,146 23,150 324,985 33,576 72,271 $ 933,347 BUDGET FY 06-07 $ 413,402 932,280 17,600 323,865 8,260 3,307 85,000 $ 1,783,714 AUTHORIZED PERSONNEL: Building Maintenance Supervisor Public Works Facilities Foreman Facilities Maintenance Worker III Facilities Maintenance Worker II Facilities Electrician FY 04-05 1 1 2 1 FY 05-06 1 1 2 2 - FY06-07 1 1 2 2 1 5 6 7 Total 117 PARK DIVISION Division Mission: To promote a vibrant and enjoyable community by providing safe, high quality, clean and attractive parks, open spaces and facilities. This is achieved by providing park management, ROW contract supervision custodial services and general maintenance (which includes: mowing, litter collection, walking trail maintenance, playground maintenance, Dog Park maintenance, ramada maintenance, graffiti removal and restroom maintenance). In addition, the Parks Division maintains the landscaping for City facilities, including three fire stations, the Municipal Court facility, the Public Service Memorial, the Police Station, the Water Management site, all well sites and the pool equipment at the Loma Linda Pool. The Parks Division assists in providing support for special events and recreation programs for the Recreation Division within the Public Works Department, as well as the Goodyear Rodeo and other local special events. The Parks Division also provides support to emergency services by removing plant debris and assisting with flooding during storm events. 2005-06 ACCOMPLISHMENTS: • • • • • • • • • • • • • • Goodyear Community Park won a “Readers Choice Award” from the West Valley View newspaper for Best Community Park on the west side; Five internal job promotions; Provided landscape information booth at the Spring Spectacular Event; Successfully hired two new Parks Worker III’s and one Parks Worker I employees; Developed and implement maintenance program for new Dog Park Developed and implemented a program to provide weekend staffing; Completed a hazardous tree inventory at Loma Linda Park and accomplished a major pruning on all identified trees; Designed and built a southwestern Christmas tree for the annual Holly Jolly Event; Five employees attended and passed the Certified Pesticide Applicator training; Two employees became Certified Backflow Inspectors; One employee passed the Certified Irrigation Technician exam; Purchased 2 new trucks and 1 new riding mower; Renewed ROW contract with new areas added; Accepted maintenance responsibility for a new eleven-acre park on Thomas St. and 144th Av. 2006-07 OBJECTIVES: • • • • • • • Provide technical expertise and support for Phase II construction of the Community Park and Estrella Foothills High School Park; Work with the contractor to complete new Parks Master Plan; Work with the AZ Department of Corrections to establish an Inmate Work Program; Develop and operate new park located at Indian School and Bullard Wash; Complete Park Improvements as outlined by new Parks Master Plan; Continue to support Recreation Division with their growing number of leagues and special events. Continue to provide daily trash removal, restroom and ramada cleaning/disinfecting; 118 • • • Continue to provide daily graffiti removal; Continue to provide weekly turf and playground equipment maintenance; Continue to provide weekly playground inspections. 04-0505-0606/07 • • • • • Number of Parks 10 1113 Developed Park Acres9398*128** Undeveloped Park Acres 194194 194 Number of employees 11 1515 Acres per Full time employees 2619.521.5 * New Dog Park = 5 acres ** New Park @ Indian School Road = 15 acres, Rio Paseo = 15 acres BUDGET SUMMARY BY DEPARTMENT: PARKS Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects Funded Depreciation Capital Outlay Transfer Out Credit Total Parks Supervisor Parks Foreman Parks Worker III Parks Worker II Parks Worker I Parks Director Total BUDGET FY 05-06 $ 667,427 932,073 600,550 80 84,634 47,260 - ESTIMATE FY 05-06 $ 610,572 664,373 359,282 21,441 1,765,504 - BUDGET FY 06-07 $ 1,076,627 1,027,979 1,617,210 480,735 320,040 101,132 7,475,089 - $ 2,332,024 $ 1,784,338 $ 12,098,812 FY 04-05 1 1 2 4 4 12 FY 05-06 1 1 4 4 5 15 119 FY06-07 1 1 6 5 5 1 19 RECREATION & AQUATICS The Recreation & Aquatics Programs strive to provide a fun, safe, and enjoyable recreational experience for youth and adults in the City of Goodyear. Leagues, classes, special events and activities are structured for maximum participation, enjoyment, and skill development in recreational and sports environments. The Goodyear Pool at Loma Linda Park is operated seasonally, and on a limited basis year-round, providing general swim, swim lessons, water aerobics, lap swim, diving lessons, participation on the City-sponsored swim team and other pool-related activities. The pool is utilized by the general public and by organizations such as Campfire, United States Swim Team and local schools. 2005-06 ACCOMPLISHMENTS: • • • • • • • • • • • • • Developed a fall recreation youth baseball league; Developed six new special interest classes; Planned and coordinated for a Fourth of July Event; Planned and coordinated movies as well as a comedy series at the Community Park; Obtained more sponsorship for special events; Planned and coordinated a 5k run in Goodyear; Established the Goodyear Special Events Committee; Recruited and hired a full-time Recreation & Aquatics Programmer; Planned and coordinated the Kicks 4 Kids Soccer program; Developed the first recreation brochure; Provided a holiday baseball camp with Extra Innings; Planned and coordinated the Teen Battle of the Bands; Planned and coordinated the Tricks for Treats Day at the Dog Park. 2006-07 OBJECTIVES: • • • • • • • • Provide year round programming at the pool; Develop an IGA with the school districts for facility usage and expanded programming; Develop a sponsorship packet for businesses; Develop at least eight new special interest classes; Plan and coordinate an adult softball tournament; Plan and coordinate an adult flag football league; Implement a computer registration system with on-line registration; Plan and coordinate an on-site training for youth sports coaches; 120 BUDGET SUMMARY BY DEPARTMENT: RECREATION/AQUATICS Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects Funded Depreciation Capital Outlay Transfer Out Credit BUDGET FY 05-06 $ 410,810 278,346 43,190 2,366 - ESTIMATE FY 05-06 $ 392,835 290,844 40,359 - BUDGET FY 06-07 $ 521,393 339,006 67,690 78,870 2,721 40,000 - Total $ 734,712 $ 724,039 $ 1,049,680 AUTHORIZED PERSONNEL: FY 04-05 FY 05-06 FY 06-07 2 2 2 1 1 1 0 3 1 4 1 4 Recreation & Aquatics Coordinator Aquatics and Recreation Supervisor Recreation & Aquatics Programmer Total PERFORMANCE INDICATORS: Number of recreation programs managed Percentage of customers rating programs and facilities as very good or excellent Number of special events Number of sports leagues Staff or patron injuries per season Percentage of staff holding national certifications Lessons taught per WSI Certified Staff 121 FY 04-05 30 FY 05-06 40 FY 06-07 50 90% 90% 90% 5 5 0 100% 8 8 0 100% 14 10 0 100% 10 12 13 STREETS DIVISION The Street Division maintains City streets, bridges, storm drains, street signs, roadway markings, and traffic signals. The Streets Division currently consists of a Supervisor, Foreman, three Traffic Signal Technicians, two Equipment Operators assigned to street sweeping, one Traffic Maintenance Worker, and five Street Maintenance Workers. Our Mission is to maintain safe and efficient public roadways, to be responsive to citizen requests, to assist other departments, and to provide strategic planning for street maintenance. 2005-06 ACCOMPLISHMENTS: • • • • • • • • • • Through the 2005 Pavement Management Project, contracted placement of 390,000 square yards of Slurry Seal on residential and collector streets and 360,000 square yards of micro-seal on arterial roadways; Purchased two new PM-10 certified sweepers through a CMAQ grant; Added needed equipment to Street’s fleet to maintain level of service; Revised the Storm Water Management Plan and NOI and turned in the 2005 Phase II Storm Water prevention report to ADEQ; Renovated/repaired traffic signal devices at Litchfield Rd north of Western/Yuma; MC85 and Litchfield Road; Lockheed Martin, south and north; Litchfield Road at Airport Drive; and at Desert Edge High School crosswalk; Installed signals, signage and roadway markings for dual left turns for east and west bound traffic on McDowell Rd. at Litchfield Rd.; Installed GPS clocks at four intersections on Litchfield Rd., to improve the existing time-based coordination system; Inspected, tested, and activated eight intersection traffic signal systems: o Falcon/Clubhouse Drive at Indian School Rd. o Fillmore/Auto Drive at Litchfield Rd. o Cornerstone/Palm Valley at McDowell Rd. o Cornerstone North at McDowell Rd. o WalMart Market Place at Indian School Rd. o Fire Station #4 at Yuma Rd. o Pebble Creek Parkway at Indian School Rd. o West Valley Hospital Entrance at McDowell Rd. Revised storm drain informational brochures with grant funding and provided the information to over 15,000 residents by mail and at the Public Safety Day Event; Adjusted sweeper routes to reduce cycle time from 3 weeks to 2 weeks due to growth and increased debris due to ongoing drought. 2006-07 OBJECTIVES: • • • • • • Secure funding, procure, and initiate a computerized pavement management system; Through the 2006/2007 Pavement Management Project, apply seal coats to 250,000 rural and industrial roadways; slurry seal to 500,000 yards of residential and collector streets; and plastic seal to 500,000 square yards of residential streets; Upgrade the I-10 and Litchfield Rd. interchange to City of Goodyear standard furniture for aesthetics and standardization; Upgrade all pedestrian indications on Litchfield Rd. to countdown type pedestrian signal heads; Inspect, test, and activate new signal systems at: Harrison St. and Sarival Rd.; Bullard Ave. and I-10 interchange; and 147th Ave. and McDowell Rd. (Lifetime Fitness); Replace lighted “metro” street name signs at eight intersections with new signs 122 • including Lexar anti-graffiti film; Purchase new equipment in order to maintain service levels. BUDGET SUMMARY BY DEPARTMENT: BUDGET FY 05-06 $ 837,134 3,185,566 365,942 8,120 271,120 295,500 - ESTIMATE FY 05-06 $ 739,595 2,877,675 370,825 524,231 42,138 3,910,697 - BUDGET FY 06-07 $ 911,648 3,422,048 1,647,631 523,453 311,783 1,955,953 - $ 4,963,382 $ 8,465,163 $ 8,772,516 STREETS Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects Funded Depreciation Capital Outlay Transfer Out Credit Total AUTHORIZED PERSONNEL: Equipment Operator Signal Technician II Signal Technician III Streets Maintenance Foreman Streets Maintenance Worker III Streets Maintenance Worker II Streets Maintenance Worker I Streets Supervisor Traffic Operations Worker II Traffic Operations Foreman Total FY 04-05 2 2 1 3 1 1 0 10 123 FY 05-06 2 2 1 1 1 3 1 1 1 0 13 FY 06-07 2 2 1 1 1 3 1 1 1 1 13 PERFORMANCE INDICATORS: Provide sweeping of 30 curb miles a day per operator On the job staff injury-accidents Square yardage of roadways sealed Response time for repair of pot holes/minor repairs Total preventative maintenance performed per signal, per year • • • • • • Goal NA FY 04-05 7,919 FY 05-06 8,500 FY 06-07 10,500 0 0 0 0 NA 150,000 750,000 48 hrs. 24 hrs. 24 hrs. 24 hrs. Monthly 312 396 432 950,000 Through the 2006/2007 Pavement Management Project, apply seal coats to 250,000 rural and industrial roadways; slurry seal to 500,000 yards of residential and collector streets; and plastic seal to 500,000 square yards of residential streets; Upgrade the I-10 and Litchfield Rd. interchange to City of Goodyear standard furniture for aesthetics and standardization; Upgrade all pedestrian indications on Litchfield Rd. to countdown type pedestrian signal heads; Inspect, test, and activate new signal systems at: Harrison St. and Sarival Rd.; Bullard Ave. and I-10 interchange; and 147th Ave. and McDowell Rd. (Lifetime Fitness); Replace lighted “metro” street name signs at eight intersections with new signs including Lexar anti-graffiti film; Purchase new equipment in order to maintain service levels. 124 SANITATION It is anticipated that the Sanitation Division will administer one (1) solid waste collection 10year agreement commencing in FY 06-07 that includes (3) service components. The first component is the automated collections of once per week service of refuse and curbside commingled recycling to include glass. The second is the supply, maintenance and service of automated refuse and recycling containers. The third is the collection of commercial solid waste collections for City Facilities. Sanitation staff also monitors the collection of commercial solid waste services provided to the private sector within the City limits by City licensed commercial solid waste private haulers. In addition, Sanitation staff provides weekly residential uncontained solid waste bulk collection and disposal. Other Sanitation Division services include graffiti abatement, two (2) household hazardous waste collection day events annually, as well as the collection and disposal of regional commingled recycling drop off sites. FY 2005-2006 ACCOMPLISHMENTS: • • • • • • • • • • • • • • • • • Continued the commingled curbside recycling pilot program serving 500 residential homes; Conducted two regional Household Hazardous Waste (HHW) collection events. The Cities of Goodyear, Avondale and Litchfield Park participated in these events; Recruited one (1) Sanitation Worker I; Purchased a 32-yard rear loader truck and a grapple tractor; Performed public recycling outreach at the PebbleCreek block party, Canada Village annual meeting, Goodyear Spring Spectacular, Western Heritage Parade, KMOR FM, KSLX FM recycling interview, Tres Rios Event, Goodyear Safety Day and Public Works Appreciation Week at Desert Thunder Elementary school; Staff provided a recycling demonstration for the Desert Star Elementary School; Provided data and feedback to the Solid Waste Advisory Committee (SWAC) assigned to identify and recommend Goodyear solid waste needs; Conducted four (4) SWAC public meetings to educate residents regarding the new sanitation program and promote resident feedback; Assisted the SWAC with Council presentation on recommended changes to the solid waste program; Awarded a City solid waste disposal contract to Allied Waste for disposal of bulk collections waste; Acquired the Maricopa County 2006 tire permit which allows Goodyear resident tire disposal at zero tipping fees; Added commingled glass to both the drop off recycling program and the curbside recycling pilot; Recycled 10 tons of Christmas trees. Chippings were used as ground cover by Duncan Farms; Extended the Residential Solid Waste Collection Agreement for six months; A sanitation staff member obtained the SWANA Collections Systems Manager certification; Two (2) Sanitation staff members completed the SWANA Recycling Systems Technical Associates certification exam; Sanitation staff member received the SWANA Collections System Technical Associates certification; 125 • • • • • • • A sanitation staff member received the Community Emergency Response Team (C.E.R.T.) certification; A sanitation staff member placed third in the roll off competition event for the Solid Waste Association of North America Truck Road-e-o; Placed “No Illegal Dumping” signs in the alleys; Implemented vehicle inspections of all Paradise/Allied Waste vehicles providing residential collection to Goodyear; Staff members volunteered to deliver Christmas gifts for Adopt-A-Family; Added electronic waste as an acceptable HHW item; Provided assistance for the Heart and Sole Run in February 2006. 2005-06 OBJECTIVES: • • • • • Implement the new sanitation program; Recruit and hire one (1) Recycling Coordinator; Purchase equipment and recruit staffing to implement one (1) uncontained collection crew; Conduct two (2) HHW events; Enter into a solid waste disposal agreement with a transfer station or a final disposal facility. BUDGET SUMMARY BY DEPARTMENT: SANITATION Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects Funded Depreciation Capital Outlay Transfer Out Credit Total BUDGET FY 05-06 $ 558,617 111,105 1,974,899 2,760 25,444 320,000 - ESTIMATE FY 05-06 $ 643,331 237,411 2,226,897 316,124 - BUDGET FY 06-07 $ 792,924 765,014 3,089,399 29,260 422,000 - $ 2,992,825 $ 3,423,763 $ 5,098,597 126 PERFORMANCE INDICATORS: Residential accounts Residential uncontained refuse tons collected Average tons of uncontained refuse collected per household per year Residential contained refuse tons collected per year Average tons of contained refuse collected per house per year Drop off recycling tons collected Average drop off recycling tons collected per house per year Curbside recycling pilot tons collected Average tons of pilot curbside recycling collected per house per year Average pounds of HHW collected per household, per year 1 2 3 FY 04-05 14,074 FY 05-06 17,228* FY 06-07 19,930 1,395 1,801 2,085 .099 .104 .1041 18,722 20,294 24,115 1.33 1.21 1.21 1,168 1,218 7842 .18 .07 .03 90 142 4,6993 .006 .30 .29 1.74 2.48 2.48 Adjusted for non-active accounts Adjusted for expected change due to implementation of curbside recycling Anticipated citywide curbside recycling tons Authorized Positions FY 04-05 1 1 Sanitation Supervisor Sanitation Foreman Recycling Coordinator Sanitation Worker III Sanitation Worker II Sanitation Worker I Total 1 3 3 9 127 FY 05-06 1 1 1 1 6 3 12 FY 06-07 1 1 1 1 6 3 13 WATER RESOURCES The Water Resources Department was created in January 2004. The current organizational structure is as follows: Administration Environmental Quality Water Services Production Distribution Wastewater Services Reclamation Collections Administration oversees the entire department and is responsible for overseeing all department CIP projects in both water and wastewater. Environmental Quality ensures environmental compliance through sampling, laboratory testing, backflow monitoring, permitting and industrial pretreatment monitoring for potable and non-potable water throughout the City. Production includes the functional areas of water production (wells and purchased water), wellhead treatment, and potable water storage facilities. Distribution is the delivery of potable water through a network of distribution piping from potable water storage tanks to the customer. Reclamation includes wastewater treatment facilities and reuse/recharge sites (SAT Site) and all maintenance activities for the department. Collections is the collection and movement of wastewater through the sewer line network piping and lift stations for delivery and treatment at the wastewater reclamation facility. 2005-2006 ACCOMPLISHMENTS: • • • • • • • • • • • • • • • Further developed department organizational structure Filled 10 of 11 new approved positions, adding technical and administrative depth to the department Monitored department expenses and cost effectiveness Met or exceeded all state and federal drinking water regulations Developed water resources strategic plan for additional potable water supplies Improved the efficiency of the Reverse Osmosis (RO) Treatment Facility Met or exceeded all state and federal wastewater treatment regulations Commissioned the start-up of the Rainbow Valley WRF Implemented a baseline distribution system maintenance program Implemented a baseline collection system maintenance program Developed pilot testing and design of Arsenic Treatment at Well 18B, installation underway Drilled 3 wells (1 successful) Promoted staff training and development Began design and construction of 157th Avenue WRF plant expansion from 3 to 6. MGD Began implementation of service line replacement program in Historic Goodyear 128 2006-2007 OBJECTIVES: • • • • • • • • Manage and implement all CIP projects Develop 3 to 6 MGD of new potable water supply Design capacity upgrade of Corgett Water Reclamation Facility (WRF) and begin construction Begin design of Phase II capacity upgrade at Rainbow Valley WRF Acquire property and design SAT Site #2 Evaluate and implement radio read program for meter reading services Develop and implement cyclical meter reading Meet or exceed al state and federal water and wastewater standards BUDGET SUMMARY BY DEPARTMENT: BUDGET ESTIMATE BUDGET FY 05-06 $ 702,432 85,893 585,250 21,930 49,477 63,000 - FY 05-06 $ 666,405 80,085 374,469 65,521 - FY 06-07 $ 699,121 77,826 891,265 56,898 - $ 1,507,982 $ 1,181,480 $ 1,725,130 WATER Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects Funded Depreciation Capital Outlay Transfer Out Credit BUDGET FY 05-06 $ 1,138,724 4,763,598 210,980 545,893 20,280 544,500 - ESTIMATE FY 05-06 $ 1,168,899 2,089,538 938,411 868,105 471,720 232,504 9,962,566 - BUDGET FY 06-07 $ 1,586,403 6,974,567 9,094,482 784,344 750,000 56,513,045 - Total $ 7,223,975 WATER MGMT Administration Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects Funded Depreciation Capital Outlay Transfer Out Credit 129 $ 15,731,743 $ 75,702,841 WASTEWATER Personnel Services Materials & Supplies Contract Services Debt Service Developer Reimbursement One-Time Projects Funded Depreciation Capital Outlay Transfer Out Credit BUDGET FY 05-06 $ 806,416 1,441,740 266,664 1,453,422 90,280 127,780 47,000 - ESTIMATE FY 05-06 $ 670,897 1,020,985 115,779 1,810,074 835,919 7,657,445 - BUDGET FY 06-07 $ 1,242,448 1,327,231 7,638,989 2,081,750 1,200,000 146,948 43,544,377 - Total $ 4,233,302 $ 12,111,099 $ 57,181,743 AUTHORIZED PERSONNEL: WATER Administrative Assistant Operations Superintendent Utility Technician I Utility Technician II Utility Technician III Water Resources Director Customer Service Field Rep Customer Service Tech III Water Resource Director Water Resource Manager Project Manager Water Resources Staff Assistant Water Quality Technician I Water Quality Technician II Water Quality Technician III Operations Supervisor Total FY 04-05 1 7 3 2 1 1 1 1 1 19 130 FY 05-06 1 1 8 4 4 1 1 1 1 2 1 2 27 FY 06-07 1 1 9 4 6 1 1 1 1 1 1 2 1 1 1 2 33 AUTHORIZED PERSONNEL: WASTEWATER Operations Superintendent Industrial Pretreatment Inspector Maintenance Mechanic II Operations Supervisor Utility Technician I Utility Technician II Utility Technician III Environmental Compliance Supervisor Total FY 04-05 1 1 1 5 4 1 1 15 FY 05-06 1 1 2 1 4 5 3 1 19 FY 06-07 1 1 2 1 4 5 3 1 18 PERFORMANCE INDICATORS: FY 04-05 100 % 44 % 1 10,200,000 FY 05-06 100 % 49 % FY 06-07 100 % 55 % 10,200,000 14,300,000 7,800,000 8,726,000 11,780,000 Total Water Storage Total Number of Water Quality Violations Total Number of Hydrants Total Number of Complaints (WQ only) 157th Average Daily Flows (MGD) Solids Produced ( dry tons) both plants Corgett Average Daily Flows (MGD) Rainbow Valley Average Daily Flows (MGD) Million Gallons Recharged Miles of Collection pipe Number of Sewer System Violations Wastewater Permit Violations Number of Lift Stations Miles of Dist Pipe New meter installations 9.1 MG 11.1 MG 11.1MG 1,500 15 2.8 929 .63 N/A 1,990 15 2.2 698 .63 2,600 800 167 2 1 11 150 1,428 914.25 230 Total # of Service Connections Total Number of valves 11,410 795 200 3 2 12 198 1,010 to date 11,063 4,734 Operations Staff certified Staff with Grade 4 Certification Injuries Water Production capacity in Gallons per Day Water Consumption Max Day 131 2.53 802 .5 .3 13 220 1,400 12,463 5,920 Capital Improvement Projects (CIP) The total proposed CIP for FY 06-07 is $365,333,658 and includes all city infrastructure projects. The CIP Fund funded projects for FY 06-07 are $261,527,477. The Enterprise Fund funded projects of $80,765,803, and the General Fund funded projects of $13,957,351 make up the balance of the FY 06-07 CIP. CIP Expenditures $365,333,658 Public Safety $8,316,000 Drainage $22,493,000 Wastewater $54,426,925 Water $62,580,547 Streets $8,152,097 Special Districts $200,000,000 Parks $8,275,089 Miscellaneous $1,090,000 The City’s capital improvement program has an effect on the operating budget. All newly completed projects must be maintained and if bonds were sold to finance the construction, then annual debt service payments are required. The City has a policy that the City combined property tax rate should not exceed $1.60. This is a combined rate that includes a primary rate and a secondary rate. The primary rate supports the operating budget and the secondary rate can only be used for debt service. As the secondary rate increases the primary rate decreases along with the property tax revenue for operations. In addition to operating, maintenance and debt service, the capital improvement program includes pay-asyou-go projects and grant matches that come directly from the operating budget. 132 Project # PROJECT TITLE/LOCATION Pay-Go Cash General Fund 100,000 15,145,000 7,248,000 22,493,000 0 5,016,326 6,248,000 4,670,490 6,248,000 FY 06-07 DR0302 DR0304 DR0503 Bridge Design On Yuma Rd. at Bullard Wash Bridge Design On Van Buren Ave at Bullard Wash Cotton Lane Bridge DRAINAGE CP0302 FD0502 FD0503 FD0701 MS0502 TC0401 Police/Fire Training Facility Phase I Construct Fire Sta. at Pebblecreek and Clubhouse Drive Fire Sta. at King Ranch Westpac Fire Stations Justice Center Upgrade Police Radio System PUBLIC SAFETY 3,890,000 2,232,000 878,000 1,000,000 208,000 108,000 8,316,000 123,442 0 0 0 208,000 0 123,442 PK0302 Estrella Foothills Community Park (Phase I) 100 Acre Park on Estrella between Van Buren and Yuma (North) Community Park Phase II Construction El Rio Project Parks Master Plan Neighborhood Park Improvements PARKS & RECREATION 3,580,000 1,000,000 1,000,000 300,000 3,615,089 130,000 200,000 450,000 8,275,089 138,000 0 0 0 0 138,000 44,000 44,000 693,000 1,872,097 325,000 150,000 875,000 75,000 1,200,000 235,000 374,419 0 150,000 175,000 75,000 0 2,708,000 210,000 8,152,097 0 210,000 8,000,000 0 PK0304 PK0401 PK0501 PK0502 PK0505 ST0301 ST0302 ST0309 ST0501 ST0505 ST0506 ST0507 ST0508 ST0602 ST0604 WA0401 City Share for Paving Bullard Avenue from Van Buren to Yuma Estrella Pkwy. From McDowell Rd. to Yuma Rd.(Carryover) Park and Ride Design Concept Report Yuma Rd. from Litchfield to Estrella Pkway Transportation Master Plan Traffic Mgt. System Traffic Operation Center Traffic Signals (3 per year) MC85 from Estrella Parkway to Cotton Lane by MCDOT Cotton Lane Tijerina STREETS New Well & Wellhead Treament (Centerra) 133 208,000 235,000 374,419 150,000 175,000 75,000 210,000 Improve District Devel Contribution Bonds 0 6,186,674 0 Development Fees Grants 0 0 0 100,000 3,942,000 1,000,000 0 0 0 0 0 0 3,766,558 22,000 878,000 1,000,000 0 108,000 2,580,000 0 0 0 3,615,089 0 0 0 0 0 0 0 0 162,000 0 130,000 200,000 450,000 0 0 0 458,000 0 325,000 0 0 0 0 0 1,497,678 0 0 700,000 0 0 0 0 0 0 0 0 1,200,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8,000,000 2,210,000 2,708,000 Project # WA0404 WA0413 WA0501 WA0502 WA0503 WA0504 WA0505 WA0506 WA0508 WA0510 WA0516 WA0521 WA0523 WA0524 WA0525 WA0527 WA0529 WA0530 WA0531 WA0601 WA0602 WA0606 WA0607 WW0302 WW0307 WW0402 WW0403 WW0504 WW0508 WW0509 WW0510 WW0511 FY 06-07 Pay-Go Cash Centerra Well #2 new well and wellhead treatment Tonopah Irrigation District Well 12 RO Treatment Arsenic Compliance Arsenic Compliance Surface Water Supply Future Wells and Storage Meter Radio Read System New Transmission Lines CAP M-I Charges Newland Communities Utility System Improvements Brine Line - site 11 to 157th WRF LPSCO Interconnection - Sarival & McDowell Well N - Estrella Parkway New Water Line - Lower Buckeye Parkway Central Arizona Groundwater Replenishment District (CAGRD) Water Distributing Model Centerra well replacement - Estrella & Van Buren New Well Development Project Management Utility System in West Goodyear King Ranch Water Development Type II Water Rights WATER 1,300,000 380,000 660,000 310,000 1,160,000 824,000 400,000 1,400,000 1,000,000 374,268 22,100,000 1,457,909 500,000 2,600,000 600,000 0 0 0 0 0 0 0 1,400,000 0 0 0 0 0 0 0 0 0 660,000 310,000 700,000 824,000 0 0 1,000,000 0 0 0 0 2,600,000 0 1,378,000 100,000 1,568,200 6,000,000 400,000 4,168,170 5,200,000 700,000 62,580,547 0 0 0 0 0 0 0 0 0 0 1,568,200 2,000,000 0 0 0 0 Bullard Wash 39" Interceptor Sewer City share Corgett WRF-Regulatory compliance improvements Soil Aquifer Treatment (SAT) Site #1 design/permit Capacity Expansion (GWRF) Design/Start construction Brine Management Study Waterwaste Collection Lines Waterwaste System Modeling King Ranch Reclamation Facility - Corgett Capacity Upgrade Lift Station Upgrade Project 1,285,000 1,000,000 200,000 0 300,000 0 1,285,000 0 0 27,767,700 1,550,000 1,450,000 50,000 0 550,000 0 0 17,200,000 0 0 0 11,620,000 600,000 0 0 0 0 PROJECT TITLE/LOCATION 134 General Fund Improve District Devel Contribution Bonds 1,300,000 Development Fees Grants 0 0 0 0 460,000 0 0 0 0 0 0 0 0 0 0 0 380,000 0 0 0 0 0 0 0 374,268 0 1,457,909 500,000 0 600,000 0 0 0 0 0 0 0 0 1,378,000 100,000 0 0 400,000 0 0 700,000 0 0 0 0 0 200,000 10,567,700 0 0 0 0 0 1,000,000 1,450,000 50,000 11,620,000 0 0 0 600,000 400,000 22,100,000 4,000,000 4,168,170 5,200,000 700,000 Project # PROJECT TITLE/LOCATION FY 06-07 Pay-Go Cash General Fund Improve District Devel Contribution Bonds Development Fees Grants WW0601 WW0603 FA0403 WA0305 & WW0401 WA0507 & WW0502 Project Management Brine Management - disposal Water Resources Admin Facility 400,000 3,754,225 1,450,000 0 0 0 0 0 1,450,000 0 0 0 400,000 3,754,225 0 Water/Wastewater SCADA System 1,700,000 0 1,700,000 0 0 Historic GY Service Connections WASTERWATER 1,600,000 54,426,925 500,000 750,000 350,000 0 FA0303 FA0501 FA0601 MS0401 MS0405 MS0503 City Center Master Plan City Facilities Master Plan Library Unspecified Improvement Districts Monument Entry Signs Patterson Property Environmental Cleanup MISCELLANEOUS 270,000 320,000 150,000 200,000,000 250,000 100,000 201,090,000 0 0 0 0 250,000 100,000 250,000 100,000 0 0 0 0 0 0 0 0 0 0 0 0 270,000 320,000 150,000 0 0 0 365,333,658 17,097,187 13,957,351 3,007,678 27,042,960 TOTAL 135 200,000,000 200,000,000 53,211,963 64,973,870 CAPITAL IMPROVEMENTS PROGRAM FUNDING SOURCES SUMMARY COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Study Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash TOTAL FISCAL IMPACT Operating Costs Operating Savings Operating Revenue FISCAL YEARS 2007 11,219,678 38,346,721 306,244,991 1,759,922 3,732,268 4,030,078 365,333,658 2008 2009 2010 2011 3,397,514 64,973,870 28,392,960 253,211,963 15,307,351 365,283,658 10,438,150 10,699,104 10,966,581 11,240,746 10,438,150 10,699,104 10,966,581 11,240,746 CIP Funding Sources $365,333,658 Grants 3,397,514 Cash 15,307,351 Developer 64,973,870 Developm ent Fees 28,442,960 Bonds 253,211,963 136 CAPITAL IMPROVEMENTS PROGRAM Public Safety Projects Project Title Varies Project Number Public Safety Program Fire and Police Sub-Program CIP Manager Staff Contact Person $8,316,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Study Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: FISCAL YEARS 2007 6,350,000 2008 2009 2010 2011 1,500,000 466,000 8,316,000 2,210,000 5,774,558 331,442 8,316,000 4,500,000 4,612,500 4,727,813 4,846,008 4,500,000 4,612,500 4,727,813 4,846,008 PROJECTION DESCRIPTION: Major construction projects consist of three Fire Stations, and a joint Police/Fire Training Facility. JUSTIFICATION: Improve Quality of Life for the community. RELATION TO ADOPTED PLANS: Conforms to the General Plan. OTHER: 137 CAPITAL IMPROVEMENTS PROGRAM Drainage Projects Project Title Varies Project Number Public Works Program Drainage Sub-Program CIP Manager Staff Contact Person $22,493,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Study Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: PROJECTION DESCRIPTION: JUSTIFICATION: RELATION TO ADOPTED PLANS: FISCAL YEARS 2007 3,050,000 648,000 18,795,000 2008 2009 2010 2011 55,000 56,375 57,784 59,229 55,000 56,375 57,784 59,229 22,493,000 345,836 5,042,000 6,186,674 10,918,490 22,493,000 Major construction projects consist of bridges on Van Buren, Bullard Wash improvements, and a bridge on Lower Buckeye Parkway. Improve Quality of Life for the community. Conforms to the General Plan. OTHER: 138 CAPITAL IMPROVEMENTS PROGRAM Improvement Districts Project Title MS0401 Project Number Improvement Districts Program Improvement Districts Sub-Program CIP Manager Staff Contact Person $200,000,000 Estimated Cost FISCAL YEARS 2007 COSTS 2008 2009 2010 2011 Land & Right-of-Way Design & Engineering 20,000,000 Construction 180,000,000 Equipment & Furnishings Other Study Contingency TOTAL 200,000,000 CONSTRUCTION FUNDING Grants Developer Development Fees Bonds 200,000,000 Cash TOTAL 200,000,000 FISCAL IMPACT FUND: Operating Costs 3,522,400 3,522,400 3,522,400 3,522,400 Operating Savings Operating Revenue 3,522,400 3,522,400 3,522,400 3,522,400 COMMENTS: Operating costs and operating revenues are equal to the annual debt service. The benefited property owners will be assessed a property tax equal to the annual debt service. To provide for the creation of Developer requested Improvement PROJECTION DESCRIPTION: Districts. To comply with State budget laws. If the City has not JUSTIFICATION: budgeted the expenditure, the expenditure cannot be made irrespective of the source of funds. RELATION TO ADOPTED PLANS: OTHER: 139 CAPITAL IMPROVEMENTS PROGRAM Miscellaneous Projects Project Title Varies Project Number General Administration Program General Administration Sub-Program CIP Manager Staff Contact Person $1,090,000 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Study Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: FISCAL YEARS 2007 2008 2009 2010 2011 670,000 100,000 320,000 1,090,000 740,000 350,000 1,090,000 5,000 5,125 5,253 5,384 5,000 5,125 5,253 5,384 JUSTIFICATION: Projects include City Center Master Plan, City Facilities Master Plan, YMCA & West Valley Arts contributions, Monument Entry Signs, and other projects. Improve Quality of Life for the community. RELATION TO ADOPTED PLANS: Conforms to the General Plan. PROJECTION DESCRIPTION: OTHER: 140 CAPITAL IMPROVEMENTS PROGRAM Parks & Recreation Project Title Varies Project Number Parks & Recreation Program Parks & Recreation Sub-Program CIP Manager Staff Contact Person $8,325,089 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Study Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: PROJECTION DESCRIPTION: JUSTIFICATION: RELATION TO ADOPTED PLANS: OTHER: FISCAL YEARS 2007 200,000 70,000 6,925,089 359,922 2008 2009 2010 2011 212,000 217,300 222,733 228,301 212,000 217,300 222,733 228,301 770,078 8,325,089 942,000 6,195,089 1,138,000 8,275,089 Major construction projects consist of the Estrella Foothills Community Park, improvements to the Dog Park/BMX Park, North Community Park Phase II, Public Service Memorial Park Phase II, Neighborhood Park Improvements, & the YMCA Pedestrian Bridge. Improve Quality of Life for the community. Conforms to the General Plan. 141 CAPITAL IMPROVEMENTS PROGRAM Streets Project Title Varies Project Number Public Works Program Streets Sub-Program CIP Manager Staff Contact Person $8,152,097 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Study Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: FISCAL YEARS 2007 1,619,678 1,081,419 5,301,000 2008 2009 2010 2011 37,500 38,438 39,398 40,383 37,500 38,438 39,398 40,383 150,000 8,152,097 2,241,678 2,708,000 1,200,000 783,000 1,219,419 8,152,097 PROJECTION DESCRIPTION: Major construction projects consist of paving portions of Bullard Ave., Estrella Parkway, Indian School Road, MC85 & Van Buren Street. JUSTIFICATION: Improve Quality of Life for the community. RELATION TO ADOPTED PLANS: Conforms to the General Plan. OTHER: 142 CAPITAL IMPROVEMENTS PROGRAM Water Project Title Varies Project Number Water Resources Program Water Sub-Program CIP Manager Staff Contact Person $62,580,547 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Study Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: FISCAL YEARS 2007 2008 2009 2010 2011 10,184,610 46,839,669 1,400,000 3,332,268 824,000 62,580,547 460,000 37,168,170 7,290,177 17,662,200 62,580,547 1,236,250 1,267,156 1,298,835 1,331,306 1,236,250 1,267,156 1,298,835 1,331,306 PROJECTION DESCRIPTION: Major construction projects consist of new wells, lines, storage tanks, and Water Delivery. JUSTIFICATION: Improve Quality of Life for the community. RELATION TO ADOPTED PLANS: Conforms to the General Plan. OTHER: 143 CAPITAL IMPROVEMENTS PROGRAM Wastewater Project Title Varies Project Number Water Resources Program Wastewater Sub-Program CIP Manager Staff Contact Person $54,426,925 Estimated Cost COSTS Land & Right-of-Way Design & Engineering Construction Equipment & Furnishings Other Study Contingency TOTAL CONSTRUCTION FUNDING Grants Developer Development Fees Bonds Cash TOTAL FISCAL IMPACT FUND: Operating Costs Operating Savings Operating Revenue COMMENTS: FISCAL YEARS 2007 2008 2009 2010 2011 5,692,692 46,784,233 400,000 1,550,000 54,426,925 350,000 22,887,700 7,454,225 22,385,000 1,350,000 54,426,925 870,000 891,750 914,044 936,895 870,000 891,750 914,044 936,895 PROJECTION DESCRIPTION: Major construction projects consist of WWTP expansion, new lines, and various system improvements. JUSTIFICATION: Improve Quality of Life for the community. RELATION TO ADOPTED PLANS: OTHER: Conforms to the General Plan. 144 FY 06/07 Sources & Uses (Revised 4-19-06) 3:30pm SOURCES & USES SOURCES and USES Operating Revenues FY0607 Proposed Rate Increases Total: Revenues Operational Expenditures Personnel Services Materials & Supplies Professional & Contract Services Developer Reimbursement Debt Service Total:Expenditures Available Funds FY 0607 Enterprise Fund Transfers Transfer Generl Fund to HWY Transfer Water Admin to Water Fund Transfer General Fund to Debt Service Fund Transfer from Enterprise Fund to General Fund Transfer From General Fund to Enterprise Net From Operations (Base) General Fund 56,322,954 56,322,954 - - Non-Utility Development Fees - 911,648 3,422,048 1,185,213 Water/Sewer Admin Water Fund 7,428,613 840,352 8,268,965 Sewer Fund 5,633,839 461,523 6,095,362 Sanitation Fund 3,833,803 378,861 4,212,664 699,121 77,826 891,285 1,586,403 5,536,957 219,872 1,242,448 1,324,613 446,297 792,925 240,014 3,139,399 457,174 7,800,406 1,250,975 4,264,333 4,172,338 37,324,858 16,775,944 13,419,523 2,000,000 2,646,581 72,166,906 1,831,029 40,326 4,813,233 - 5,518,909 614,567 614,567 - - 1,668,232 8,194,833 - (3,438,715) (614,567) - - (1,668,232) 1,368,232 (3,438,715) (614,567) 851,285 (192,203) 6,695 (1,374,927) - (300,000) 614,567 (363,257) 192,203 4,800,633 12,575,553 468,559 Total 75,299,403 1,680,736 76,980,139 3,438,715 300,000 Capital Revenues Property Taxes Grants Non-Cap Grants CMAQ Funds Developer Contributions Bond and Loan Funds Development Fee Funds Total: Capital Source Net from Capital 2,080,194 CIP Fund - 38,177,151 Ending Fund Balance Restricted - Funded Depreciation Restricted Reserve Funds - Debt Service Fund 32,092,313 6,174,486 7,537,457 2,000,000 323,865 48,128,121 Beginning Fund Balance Capital Expenditures Capital Improvements Plan Bond and Loan Funded Project Contingency Grants - Non-CIP Debt Service Funded Depreciation One Time (Non equipment) New Equipment & Replacment Developer Reimbursement Total: Capital Expenditures Capital Transfers Capital Transfers Capital Transfers Grants Highway User Fund 2,080,194 - 123,863 - - (451,902) (36,126) - 4,200 4,200 - 5,629,322 5,406,106 37,168,170 22,887,700 4,730,357 47,532,049 2,051,888 30,349,894 13,698,558 43,458,347 32,691,925 480,735 14,179,293 327,170 56,898 143,610 201,108 750,000 44,937,133 830,775 146,948 16,690 196,072 1,200,000 35,082,410 746,260 4,728,316 878,681 24,884,808 19,500,538 2,547,678 2,210,000 289,000,000 2,181,013 4,200 (140,821) 3,954,667 2,939,400 50,752,704 2,939,400 - 4,078,530 13,957,351 318,642,486 61,527,477 200,000,000 6,422,223 28,103,774 - (136,621) 15,000,000 2,939,400 3,651,161 3,295,301 10,319,817 2,262,290 44,834,759 (2,884,991) (488,275) (2,580,512) 488,275 2,939,400 488,275 3,651,161 261,527,477 2,884,991 - 29,260 295,000 422,000 488,275 (427,369) (2,599,116) (35,833) - - - 60,000,000 13,924,481 - (4,200) (4,200) (4,200) 4,764,800 2,072,887 960,000 - - - 60,000,000 13,924,481 - - - - - 145 - - 4,813,233 93,580,967 12,575,553 3,954,667 2,939,400 2,547,678 64,446,883 289,000,000 13,204,468 482,249,616 165,333,658 200,000,000 15,000,000 2,939,400 4,809,106 3,528,407 10,775,117 3,569,745 2,430,735 408,386,168 73,863,448 78,676,681 2,072,887 960,000 Budget Overview Budget FY 06-07 Sources of Funds Fund Balance Revenues Total Sources of Funds Percent Of Total 93,580,967 16.73% 465,648,788 83.27% 559,229,755 100.00% Revenues Local Taxes State Shared Revenues Building & Zoning Fees Utility User Fees Fund Balances Bond/Loan Proceeds Other Operating Revenue All Other Revenue Total Revenues Uses of Funds Programs Public Works Water/Sewer Administration Planning & Development Services Public Safety Contingency Capital Improvement Projects Debt Service Fund Total Uses of Funds by Program 39,394,506 7.04% 9,842,927 1.76% 13,261,109 2.37% 18,576,991 3.32% 93,580,967 16.73% 289,000,000 51.68% 8,480,158 1.52% 87,093,097 15.57% 559,229,755 100.00% 20,732,082 4.31% 17,602,242 3.66% 22,083,541 4.60% 10,282,223 2.14% 25,868,167 5.38% 15,000,000 3.12% 365,333,658 76.02% 3,651,161 0.76% 480,553,074 100.00% Elements Personnel Services 37,324,858 7.77% Materials & Supplies 16,775,944 3.49% Professional & Contractual Services 13,419,523 2.79% Developer Reimbursement 4,430,735 0.92% Contingency 15,000,000 3.12% Grants 2,939,400 0.61% Debt Service 7,455,687 1.55% One Time Funding 10,775,117 2.24% New & Replacement Equipment 3,569,745 0.74% Capital Improvement Projects 365,333,658 76.02% Funded Depreciation 3,528,407 0.73% Total Uses of Funds by Element 480,553,074 100.00% 146 Budget Overview Summary Budget FY 04-05 Budget FY 05-06 Budget FY 06-07 Total Operating Revenues 46,854,474 58,104,790 76,980,139 32.49% Operating Expenditures: Personnel Services Materials & Supplies Professional & Contract Services Devel. Reimb. Sales Tax Debt Service 24,979,823 10,317,155 6,923,451 2,167,230 1,900,222 29,564,688 15,369,188 7,978,670 2,090,000 2,937,747 37,324,858 16,775,943 13,419,524 2,000,000 2,646,581 26.25% 9.15% 68.19% -4.31% -9.91% 46,287,881 57,940,293 72,166,906 24.55% 566,593 164,497 4,813,233 2826.03% 29,043,045 86,068,197 115,111,242 71,442,438 105,042,779 176,485,217 93,580,967 388,668,649 482,249,616 30.99% 270.01% 173.25% 4,225,710 19,483,436 -23.01% 3,157,787 1,200,000 2,681,144 2,118,398 4,429,669 4,042,177 3,124,550 3,083,313 1,216,910 3,358,764 18.97% -22.21% 14.44% 785.45% 6.28% 89,239,374 131,406,180 15,000,000 2,939,400 4,809,106 2,430,735 3,528,407 10,775,117 3,569,745 200,000,000 165,333,658 107,052,082 165,715,330 408,386,168 146.44% 8,059,160 10,769,887 73,863,448 585.83% 8,625,753 10,934,384 78,676,681 619.53% Total Operating Expenditures Net from Operations Beginning Fund Balance Capital Revenues Total Capital Sources Capital Expenditures: Contingency Grants-Non CIP Debt Service Devel. Reimbursements Funded Depreciation One Time Expenditures New & Replacement Equipment Bond & Loan Fund Projects Capital Improvement Projects Total Capital Expenditures Net from Capital Ending Fund Balance 147 Percent Change 25.82% Sources of Funds - $559,229,755 All Other Revenue $87,093,097 Local Taxes $39,394,506 State Shared Revenues $9,842,927 Building & Zoning Fees $13,261,109 Other Operating Revenue $8,480,158 Utility User Fees $18,576,991 Fund Balances $93,580,967 Bond/Loan Proceeds $289,000,000 148 Uses of Funds - $480,553,074 Debt Service Fund, $3,651,161 Public Works, $20,732,082 Water/Sewer, $17,602,242 Administration, $22,083,541 Planning & Development Services, $10,282,223 Public Safety, $25,868,167 Contingency, $15,000,000 Capital Improvement Projects, $365,333,658 149 Uses of Funds by Elements $480,553,074 Personnel Services, 37,324,858 Materials & Supplies, 16,775,944 Professional & Contractual Services, 13,419,523 Developer Reimbursement, 4,430,735 Funded Depreciation , 3,528,407 Contingency, 15,000,000 Grants, 2,939,400 Debt Service, 7,455,687 One Time Funding , 10,775,117 New & Replacement Equipment, 3,569,745 Capital Improvement Projects, 365,333,658 150 Revenue Summary FY 04-05 Budget FY 05-06 Revised FY 05-06 Budget FY 06-07 Operating Revenues: General Fund Highway User Fund Water Fund Sewer Fund Sanitation Fund 33,215,481 1,455,760 5,377,688 4,184,565 2,620,979 42,968,171 1,601,209 5,605,000 4,566,000 3,364,410 48,417,410 1,776,458 6,295,435 4,827,257 3,248,985 56,322,954 2,080,194 8,268,964 6,095,362 4,212,664 31.08% 29.91% 47.53% 33.49% 25.21% Total Operating Revenues 46,854,473 58,104,790 64,565,545 76,980,139 32.49% Capital Revenues: General Fund Debt Service Fund CIP Fund Water CIP Sewer CIP Non-Utility Development Fees 3,000,000 2,451,787 29,412,000 14,076,667 13,766,884 8,247,000 7,843,809 3,044,108 78,763,756 5,084,610 2,059,384 8,247,112 7,843,809 3,044,108 38,763,756 5,084,610 2,059,384 8,247,112 12,575,553 3,954,667 298,878,091 41,898,527 24,939,588 6,422,223 60.32% 29.91% 279.46% 724.03% 1111.02% -22.13% Total Capital Revenues 70,954,338 105,042,779 65,042,779 388,668,649 270.01% 117,808,811 163,147,569 129,608,324 465,648,788 185.42% Operating Revenues Total City Revenues 151 Percent Change Operating Revenue Summary Operating Revenues City Sales Taxes All Other Local Taxes State Shared Revenues Building & Zoning Fees Utility Fees All Other Revenue Total Operating Revenues FY 04-05 Budget FY 05-06 Revised FY 05-06 Budget FY 06-07 Percent Of Total 14,627,820 4,818,855 5,449,356 8,881,213 12,183,229 894,000 23,772,246 4,514,284 6,257,850 9,200,000 13,535,410 825,000 23,532,101 4,399,957 6,433,099 13,261,109 14,371,677 2,558,602 21,574,727 5,244,226 9,842,927 13,261,109 18,576,990 8,480,158 28.03% 6.81% 12.79% 17.23% 24.13% 11.02% 46,854,473 58,104,790 64,556,545 76,980,139 100.00% Percent of Total Operating Revenues 30.00% 28.03% 24.13% 17.23% 20.00% 12.79% 10.00% 11.02% 6.81% 0.00% City Sales Taxes All Other State Shared Building & Local Taxes Revenues Zoning Fees 152 Utility Fees All Other Revenue Operating Revenue Detail Operating Revenues City Sales Taxes - Retail City Sales Taxes - Const. City Sales Taxes - Rest/Bar City Sales Taxes - Lodging City Sales Taxes - Other City Sales Tax - Water City Sales Tax Audit City Sales Taxes - Elec City Sales Taxes - Gas City Sales Taxes Primary Property Tax Primary Property Tax Subsidy Franchise Fee-Electric Franchise Fee-Cable TV Franchise Fee-Gas Franchise Fee-Water Local Taxes FY 04-05 Budget FY 05-06 Revised FY 05-06 Budget FY 06-07 Percent Change 6,790,350 3,000,000 2,378,599 615,600 1,798,331 44,940 14,627,820 3,601,850 864,405 169,667 168,178 15,085 19,447,005 8,248,995 7,031,389 2,577,263 685,096 5,179,503 50,000 2,000 23,774,246 2,973,532 1,117,447 317,773 96,307 7,225 28,286,530 7,800,000 5,956,101 2,860,195 760,305 5,748,128 77,372 330,000 9,204,000 1,224,447 3,375,030 897,159 6,782,792 91,299 11.58% -82.59% 30.95% 30.95% 30.95% 82.60% 23,532,101 2,973,532 21,574,727 3,561,044 -9.25% 19.76% 930,441 357,105 132,731 6,148 27,932,058 1,097,921 421,384 156,622 7,255 26,818,953 -1.75% 32.61% 62.63% 0.42% -5.19% Un-Anticipated Revenue 5,000,000 State Revenue Sharing Auto Lieu Tax State Sales Tax HURF-State Gasoline Tax LTAF-Lottery Proceeds State Shared Revenues 1,740,622 620,000 1,632,974 1,299,931 155,829 5,449,356 1,979,188 825,000 1,852,453 1,423,253 177,956 6,257,850 1,979,188 825,000 1,852,453 1,418,250 358,208 6,433,099 3,800,000 900,000 3,100,000 1,630,988 411,939 9,842,927 92.00% 9.09% 67.35% 14.60% 131.48% 57.29% Building & Zoning Fees 8,881,213 9,200,000 13,261,109 13,261,109 44.14% Court Fees 315,000 325,000 457,414 503,155 54.82% Miscellaneous Revenue 578,668 500,000 2,101,188 2,977,003 495.40% Water Fees 5,377,688 5,605,000 6,295,435 8,268,965 47.53% Sewer Fees 4,184,565 4,566,000 4,827,257 6,095,362 33.49% Sanitation Fees 2,620,979 3,364,410 3,248,985 4,212,664 25.21% 46,854,474 58,104,790 64,556,545 76,980,139 32.49% Operating Revenues 153 Capital Revenue Detail FY 04-05 Budget FY 05-06 Revised FY 05-06 Budget FY 06-07 City Sales Tax Grants - Fire General Fund 3,000,000 3,000,000 7,843,809 7,843,809 7,843,809 7,843,809 12,575,553 12,575,553 60.32% Secondary Property Tax Levy Debt Service Fund 2,451,787 2,451,787 3,044,108 3,044,108 3,044,108 3,044,108 3,954,667 3,954,667 29.91% 29.91% Parks, Open Space, Comm. Facilities General Government Public Works Fire Police Transportation Library Non-Utility Development Fees 512,727 450,000 432,295 411,981 271,686 1,143,985 372,075 3,594,749 1,257,000 1,091,000 940,000 1,176,000 873,000 2,200,000 710,000 8,247,000 1,256,700 1,091,079 940,342 1,175,883 873,438 2,200,000 709,670 8,247,112 1,743,703 821,229 645,168 736,893 538,872 1,425,502 510,856 6,422,223 38.72% -24.73% -31.37% -37.34% -38.27% -35.20% -28.05% -22.13% 242,000 242,000 2,762,500 Capital Revenues Grants Grants - Non CIP Grants - CMAC Developer Contribution Bond & Loan Funds Bond Proceeds CIP Fund Developer Contribution Other Revenue Bond Proceeds WIFA Loan Proceeds Water Development Fees Water Resource Fees Water CIP Developer Contribution Sewer Development Fees WIFA Loan Proceeds Revenue Bond Proceeds Sewer CIP Capital Revenues Total City Revenues 135,061 20,050,000 20,427,061 4,850,000 3,000,000 1,191,169 7,250,000 40,000,000 29,170,000 69,412,000 29,210,087 40,413,756 7,000,000 Percent Change 60.32% -100.00% 2,939,400 2,547,678 4,391,013 289,000,000 298,878,091 622.50% -100.00% 330.59% 37,168,170 430.97% 94.03% 52.71% 197.65% 4,276,667 1,100,000 1,700,000 14,076,667 1,430,400 2,004,210 3,434,610 2,134,350 2,596,007 41,898,527 3,500,000 2,144,000 3,500,000 2,144,000 8,122,884 500,000 1,559,384 - 22,887,700 2,051,888 - -4.30% 5,644,000 13,766,884 2,059,384 24,939,588 81.16% 46,067,597 116,390,468 65,042,779 388,668,649 233.94% 92,922,071 174,495,258 129,599,324 465,648,788 166.85% 1,200,000 1,900,000 10,950,000 154 Expenditure Summary FY 04-05 Budget FY 05-06 Budget FY 06-07 General Fund Highway User Fund Water Fund Sewer Fund Sanitation Fund Debt Service Fund 32,469,622 2,625,302 5,285,637 3,131,826 2,158,214 617,280 38,291,452 4,388,642 7,950,526 4,050,487 2,644,621 614,567 48,128,121 5,518,909 9,468,638 4,264,333 4,172,338 614,567 25.7% 25.8% 19.1% 5.3% 57.8% 0.0% Total Operating Expenditures 46,287,881 57,940,293 72,166,906 24.6% General Fund Highway User Fund Grants - Non-CIP Non-Utility Development Fees Water Fund Sewer Fund Sanitation Fund Debt Service Fund Bond & Loan Fund Projects CIP Fund 12,174,861 235,756 25,255,232 574,740 -100.00% -100.00% 10,991,690 8,683,013 114,366 2,451,787 2,922,607 2,164,259 348,204 3,044,108 72,400,609 131,406,180 44,834,759 488,275 2,939,400 14,179,293 44,937,133 35,082,410 746,260 3,651,161 200,000,000 61,527,477 -100.00% 107,052,082 165,715,330 408,386,168 -100.00% 153,339,963 223,655,623 480,553,074 -100.00% Fund Total Capital Expenditures Total City Expenditures 155 Percent Change -100.00% -100.00% -100.00% -100.00% Financial Program Summary Budget FY 05-06 Budget FY 06-07 Mayor & Council Attorney Human Resources Manager Clerk Community Services ITS Finance Administration 566,908 637,373 1,829,226 1,780,551 1,079,576 1,146,889 2,736,276 2,093,410 11,870,209 812,262 623,596 2,294,687 3,051,850 937,480 1,347,820 3,058,991 9,956,855 22,083,541 245,354 (13,777) 465,461 1,271,299 (142,096) 200,931 322,715 7,863,445 10,213,332 0.17% 0.13% 0.48% 0.64% 0.20% 0.28% 0.64% 2.07% 4.60% Public Works Admin Recreation and Aquatics Facility Parks Building Services Streets Sanitation Public Works 1,039,697 734,712 2,332,024 1,783,714 4,963,382 2,992,825 13,846,354 1,236,105 1,049,680 3,819,920 2,685,361 6,842,419 5,098,597 20,732,082 196,408 314,968 1,487,896 901,647 1,879,037 2,105,772 6,885,728 0.26% 0.22% 0.79% 0.56% 1.42% 1.06% 4.31% Water Sewer Water/Sewer 10,873,133 6,214,746 17,087,879 10,947,424 6,654,818 17,602,242 74,291 440,072 514,363 2.28% 1.38% 3.66% Contingency 19,483,436 15,000,000 (4,483,436) 3.12% 3,658,675 3,651,161 (7,514) 0.76% 131,406,180 365,333,658 233,927,478 76.02% 2,653,612 2,248,347 2,825,343 7,727,302 2,697,111 3,361,254 4,223,858 10,282,223 43,499 1,112,907 1,398,515 2,554,921 0.56% 0.70% 0.88% 2.14% 707,032 254,422 9,781,350 7,271,988 18,014,792 812,034 413,427 13,062,720 11,579,986 25,868,167 105,002 159,005 3,281,370 4,307,998 7,853,375 0.17% 0.09% 2.72% 2.41% 5.38% 223,094,826 480,553,074 257,458,247 100.00% 560,797 1,267,665 706,868 Department/Program Debt Service Fund CIP Economic Development Community Development Engineering Planning & Development Services Court Prosecutor Police Fire Public Safety Total City Fleet Services (Internal Service Fund) 156 Increase (Decrease) Percent Of Total Department Summary - Fiscal Year 06/07 OPERATING & CAPITAL BUDGET Department Personnel Services Prof and Contract Services Materials & Supplies 1100-Mayor & Council 1200-City Clerk 1300-City Manager's Office 1400-City Attorney 1500-Community Services 1600-Finance 1700-Information & Technology 1800-Human Resources/Rsk Mgt 2100-Police 2200-Fire & Emergancy Services 2300-Municipal Court 2400-City Prosecutor 3200-Economic Development 3300-Community Development 3400-Engineering 4010-Public Works/Administration 4200-Public Works/Building Services 4300-Public Works/Parks 4400-Public Works/Recreation & Aquatics 4600-Public Works/Streets 4900-Sanitation 300,673 598,014 1,425,693 440,978 819,046 1,804,598 1,066,668 983,245 8,490,280 7,513,397 586,988 297,606 382,251 2,224,567 2,074,800 1,037,869 447,621 1,076,627 521,393 911,648 792,924 120,625 112,006 281,055 168,900 342,638 391,538 96,525 1,175,077 588,390 454,863 76,780 53,016 84,830 635,982 1,856,433 80,900 33,000 917,210 67,690 1,185,212 3,139,399 14,798 208,372 179,455 13,718 61,296 174,669 484,040 50,542 966,238 674,035 93,857 17,805 34,487 168,017 80,025 28,075 1,658,072 927,979 339,006 3,422,048 240,014 5010-Water Management 5100-Water Administration 5200- Wastewater 9500-Revolving Fund - Base 800-Debt Service Fund 301-CIP 699,121 1,586,403 1,242,448 891,285 219,872 446,297 77,826 5,536,957 1,324,613 Total Percent Of Total 4100-Public Works/Fleet Services -ISF- New & Replace. Equip. Funded Depreciation Debt Service Operating Operating Devel. Reimb. 26,166 17,088 115,274 32,500 14,136 220,706 7,000 752,750 518,234 25,000 17,500 94,964 175,000 25,000 310,000 69,500 488,275 422,000 36,334 944,167 3,803 932,896 633,088 22,409 Revolving Fund 350,000 2,000 990,373 91,114 3,043 106,136 39,261 3,803 97,329 2,721 311,783 29,260 One Time Expenditures 2,000,000 323,865 Grant Projects Capital Developer Reimb. Debt Service Capital CIP 812,262 937,480 3,051,850 623,596 1,347,820 9,956,855 3,058,991 2,294,687 13,062,720 11,579,986 812,034 413,427 2,697,111 3,361,254 4,223,858 1,236,105 2,685,361 3,819,920 1,049,680 6,842,419 5,098,597 60,000 92,340 7,535,580 246,885 75,020 302,766 115,255 7,000 45,000 175,000 41,588 37,600 50,000 194,000 10,040 49,370 1,029,400 1,580,000 90,000 480,735 523,453 295,000 180,000 56,898 201,108 196,072 146,948 457,174 1,250,975 143,610 16,690 750,000 1,200,000 365,333,658 1,725,130 9,222,294 6,654,818 15,000,000 3,651,161 365,333,658 4,809,106 365,333,658 480,553,074 1.00% 76.02% 100% 327,170 830,775 15,000,000 3,651,161 37,324,858 13,419,523 16,775,944 3,569,745 3,528,407 2,646,581 2,000,000 10,775,117 15,000,000 2,939,400 7.77% 2.79% 3.49% 0.74% 0.73% 0.55% 0.42% 2.24% 3.12% 0.61% 504,023 33,050 653,186 60,000 17,406 2,430,735 Total 1,267,665 157 Department Summary - Fiscal Year 06/07 OPERATING BUDGET Personnel Services Prof and Contract Services Materials & Supplies 1100-Mayor & Council 1200-City Clerk 1300-City Manager's Office 1400-City Attorney 1500-Community Services 1600-Finance 1700-Information & Technology 1800-Human Resources/Rsk Mgt 2100-Police 2200-Fire & Emergancy Services 2300-Municipal Court 2400-City Prosecutor 3200-Economic Development 3300-Community Development 3400-Engineering 4010-Public Works/Administration 4200-Public Works/Building Services 4300-Public Works/Parks 4400-Public Works/Recreation & Aquatics 4600-Public Works/Streets 4900-Sanitation 300,673 598,014 1,425,693 440,978 819,046 1,804,598 1,066,668 983,245 8,490,280 7,513,397 586,988 297,606 382,251 2,224,567 2,074,800 1,037,869 447,621 1,076,627 521,393 911,648 792,924 120,625 112,006 281,055 168,900 342,638 391,538 96,525 1,175,077 588,390 454,863 76,780 53,016 84,830 635,982 1,856,433 80,900 33,000 917,210 67,690 1,185,212 3,139,399 4,798 218,372 179,455 13,718 61,296 174,669 484,040 50,542 966,238 674,035 93,857 17,805 34,487 168,017 80,025 28,075 1,658,072 927,979 339,006 3,422,048 240,014 5010-Water Management 5100-Water Administration 5200- Wastewater 9500-Revolving Fund - Base 800-Debt Service Fund 301-CIP 699,121 1,586,403 1,242,448 891,285 219,872 446,297 77,826 5,536,957 1,324,613 457,174 1,250,975 37,324,858 13,419,523 16,775,944 2,646,581 Department Total Percent Of Total 51.72% 18.60% 158 23.25% Debt Service Operating Operating Devel. Reimb. 91,114 2,000,000 323,865 523,453 3.67% Total 426,096 928,392 1,886,203 623,596 1,222,980 2,370,805 1,647,233 2,208,864 10,044,908 8,733,409 757,625 368,427 2,501,568 3,028,566 4,011,258 1,146,844 2,462,558 2,921,816 928,089 6,042,361 4,172,337 1,668,232 7,800,406 4,264,333 0 0 0 2,000,000 2.77% 72,166,906 100% FY 06-07 Operating Budget Cost Allocation Department Before Allocation Admin Support Services Attorney Building Services City Clerk City Manager Community Services Deputy City Manager Finance Fleet Services (ISF) Human Resources Interim Office Building ITS Mayor and Council Public Works Admin Support Services Subtotal 227,775 623,596 2,138,691 923,392 829,227 1,227,980 829,214 2,370,805 2,208,864 323,865 1,647,233 426,096 1,146,844 14,923,582 (179,553) (591,145) (2,101,766) (731,647) (678,894) (998,022) (792,291) (2,257,623) (1,973,904) (323,865) (1,346,095) (375,951) (1,080,920) (13,431,676) City Court CD & Engineering Economic Development Fire & Emergency Services Parks Police Prosecutor Recreation & Aquatics Sanitation Sewer Streets Water Direct Services Subtotal 757,624 7,039,824 2,501,568 8,733,407 2,921,815 10,044,903 368,426 928,088 4,172,337 5,098,449 6,042,361 8,634,522 57,243,324 263,230 1,719,544 241,410 3,143,338 987,021 2,712,740 87,810 301,836 977,312 688,885 957,696 1,350,854 13,431,676 Total 72,166,906 Amount Allocated 159 Markup Percentage 34.74% 24.43% 9.65% 35.99% 33.78% 27.01% 23.83% 32.52% 23.42% 13.51% 15.85% 15.64% 23.46% After Allocation Percent Of Total 48,222 32,451 36,925 191,745 150,333 229,958 36,923 113,182 234,960 301,138 50,145 65,924 1,491,906 0.07% 0.04% 0.05% 0.27% 0.21% 0.32% 0.05% 0.16% 0.00% 0.33% 0.00% 0.42% 0.07% 0.09% 2.07% 1,020,854 8,759,368 2,742,978 11,876,745 3,908,836 12,757,643 456,236 1,229,924 5,149,649 5,787,334 7,000,057 9,985,376 70,675,000 1.41% 12.14% 3.80% 16.46% 5.42% 17.68% 0.63% 1.70% 7.14% 8.02% 9.70% 13.84% 97.93% 72,166,906 100.00% FY 06-07 Operating Revenue Allocations Operating Budget Department Admin Support Services Attorney Building Services City Clerk City Manager Community Services Deputy City Manager Finance Human Resources Interim Office Building ITS Mayor and Council Public Works Admin City Court CD & Engineering Economic Development Fire & Emergency Services Streets Parks Police Prosecutor Recreation & Aquatics Sanitation Sewer Water Unallocated Revenues City Sales Taxes $21,574,727 Property Taxes $3,561,044 Franchise Taxes $1,683,182 Building & Zoning Fees $13,261,109 State Shared Revenues $9,842,927 (3,611) 4,459 (12,383) (30,134) (44,708) (23,742) 3,684 2,500 (28,743) (53,044) (1,144) 222,443 (167,216) (2,634,104) 125,318 (2,985,109) (1,104,223) (892,176) (2,368,654) (150,023) (275,263) (1,964,841) (326,934) (1,565,149) 44,611 36,910 24,542 161,611 105,625 206,216 40,607 115,682 206,217 48,222 32,451 36,925 191,745 150,333 229,958 36,923 248,094 49,001 288,367 853,638 6,125,264 2,868,296 8,891,636 5,895,834 3,016,660 10,388,989 306,213 954,661 3,184,808 5,460,400 8,420,228 301,138 50,145 65,924 5,729,702 455,616 139,467 934,307 714,962 684,719 (14,272,797) 57,894,110 72,775 Un-Anticipated Revenue $5,000,000 All Other Revenue $3,480,158 Water Fees $8,268,965 Sewer Fees $6,095,362 Sanitation Fees $4,212,664 113,182 200,000 34,960 1,020,854 8,925,977 3,917,202 8,759,368 2,742,978 1,000,000 1,647,262 717,268 1,913,782 758,763 965,914 - - 303,506 2,080,194 3,159,097 3,379,982 1,002,661 32,471 975,414 620 79,613 2,678 3,440 5,263 44,930 - 160 - 4,696,494 43,962 4,212,664 8,268,965 - 5,068,932 1,026,430 - - Operating Revenues 76,980,139 48,222 32,451 36,925 191,745 150,333 229,958 36,923 113,182 234,960 301,138 50,145 65,924 1,020,854 8,759,368 2,742,978 11,876,745 7,000,057 3,908,836 12,757,643 456,236 1,229,924 5,149,649 5,787,334 9,985,377 72,166,906 City Of Goodyear Debt Capacity Analysis (Arizona Constitutional Limit) As Of June 30, 2006 FY 05-06 Secondary Assessed Valuation (AV) $ 494,923,013 Debt Limit 6% Of Assessed Valuation (1) $ 29,695,381 Bonds Outstanding At June 30, 2006 $ 9,405,000 $ 20,290,381 Debt Limit 20% Of Assessed Valuation (2) $ 98,984,603 Bonds Outstanding At June 30, 2006 $ 48,860,000 $ 50,124,603 $ 70,414,983 Excess Available At June 30, 2006 Excess Available At June 30, 2006 (1) The Arizona Constitution states that for general municipal purposes a municipality cannot incur a debt exceeding 6% of the assessed valuation of taxable property. Projects include municipal buildings, streets, water, artificial light, sewers, and the acquisition and development of land for open space preserves, parks, playgrounds, and recreational facilities. (2) Additional bonds amounting to 20% of the assessed valuation of taxable property can be issued for supplying such services as water, artificial light, sewers, and for the acquisition and development of land for open space preserves, parks, playgrounds, and recreational facilities. 161 1 NAME OF COUNTY OR DISTRICT BONDED CITY OF GOODYEAR CITY OF GOODYEAR CITY OF GOODYEAR CITY OF GOODYEAR CITY OF GOODYEAR CITY OF GOODYEAR CITY OF GOODYEAR CITY OF GOODYEAR CITY OF GOODYEAR CITY OF GOODYEAR CITY OF GOODYEAR CITY OF GOODYEAR CITY OF GOODYEAR CITY OF GOODYEAR 2 3 4 BOND TYPE PURPOSE OF ISSUE DATE OF ISSUE 5 DENOMINATION OF BONDS GO GO GO GO GO GO GO GO GO GO GO GO GO GO WATER/SEWER PARKS/S.SEWER/LIGHTS STREETS FIRE FACILITIES REFUNDING WATER/SEWER REFUNDING STREETS PARKS/RECREATION SEWER FIRE FACILITIES STREETS STORM SEWERS PARKS SEWERS WATER/SEWER 12/1/1992 11/1/1998 11/1/1998 7/1/2002 7/1/2002 7/1/2002 7/1/2002 7/1/2002 12/1/2003 12/1/2003 12/1/2003 12/1/2003 12/1/2003 6/1/2005 5000 5000 5000 5000 5000 5000 5000 5000 5000 5000 5000 5000 5000 5000 Summary of Bonded Indebtedness (A.R.S. 35-501, 35-502) 6 7 8 9 10 11 ORIGINAL PRINCIPAL INTEREST DATE OF PRINCIPAL AMOUNT AMOUNT OUTSTANDING RATE MATURITY AMOUNT RETIRED REFUNDED PRINCIPAL 7.400 4.750 4.200 5.250 3.250 3.900 4.250 4.250 3.250 3.250 4.000 4.000 4.000 4.000 7/1/2006 7/1/2013 7/1/2013 7/1/2008 7/1/2008 7/1/2017 7/1/2017 7/1/2017 7/1/2011 7/1/2011 7/1/2018 7/1/2018 7/1/2018 7/1/2020 CITY OF GOODYEAR PUB IMPROV CORP Rev/CAB MPC CITY OF GOODYEAR REV WTR/SWR/REFUNDING BONDS FACILITIES STREETS/FIRE CITY OF GOODYEAR CITY OF GOODYEAR REV REV SEWER WATER SA STREETS/FACILITIES 07/01/06 Payment 07/01/05 Payment GO DEBT LIMITS 6% 20% 2,225,000 750,000 645,000 1,370,000 270,000 150,000 300,000 70,000 645,000 560,000 270,000 100,000 310,000 680,000 300,000 - 62,730,000 5,560,000 900,000 56,270,000 1,995,000.00 1,390,000.00 2/11/1999 5000 4.780 7/1/2018 1/1/2002 5000 4.625 7/1/2021 TOTAL CITY OF GOODYEAR REVENUE BONDS 3,335,000 4,265,000 9,470,000 755,000 780,000 1,960,000 - 2,580,000 3,485,000 6,065,000 130,000 155,000 285,000 135,000 145,000 280,000 10/1/1998 6,570,000 6,570,000 2,925,000 2,925,000 - 3,645,000 3,645,000 440,000 440,000 415,000 415,000 8,122,884 4,276,667 12,399,551 1,240,775 653,263 1,894,038 - 6,882,109 3,623,404 10,505,513 328,931 173,181 502,112 316,109 166,430 482,539 6,670,000 6,670,000 3,432,000 3,432,000 - 3,238,000 3,238,000 200,000 200,000 200,000 200,000 5000 4.625 8/1/2013 5/31/2002 5/31/2002 4.056 4.056 7/1/2021 7/1/2021 TOTAL WATER INFRASTRUCTURE FINANCE AUTHORITY (WIFA) LOAN CFD GEN DIST #1 14 5,340,000 545,000 905,000 5,430,000 3,260,000 1,000,000 500,000 2,000,000 1,200,000 5,900,000 1,200,000 28,990,000 TOTAL GREATER ARIZONA DEVELOPMENT AUTHORITY (GADA) LOAN 9/1/1996 5000 6.75-7.25 7/1/2016 TOTAL CFD GEN DIST #1 SPECIAL ASSESSMENTS 300,000 13 900,000 - TOTAL CITY OF GOODYEAR GENERAL OBLIGATION BONDS 1,200,000 5,340,000 2,770,000 750,000 1,550,000 6,800,000 3,260,000 1,000,000 500,000 2,000,000 1,200,000 5,900,000 1,200,000 29,260,000 12 07/15/05 Payment 162 07/15/04 Payment 5,340,000 545,000 905,000 5,430,000 3,260,000 1,000,000 500,000 2,000,000 1,200,000 5,900,000 1,200,000 28,990,000 8,475,000 47,795,000 CFD GEN DIST #1 CFD GEN DIST #1 CFD GEN DIST #1 CFD GEN DIST #1 CFD GEN DIST #1 GO GO GO GO GO FIRE TRUCK PUBLIC BUILDING STREETS/FACILITIES STREETS/FACILITIES STREETS/FACILITIES 8/1/1994 8/1/1996 9/1/1998 12/1/2000 12/1/2003 5000 5000 5000 5000 5000 7.500 7.000 5.000 5.200 5.350 7/15/2009 7/15/2021 7/15/2023 7/15/2025 7/15/2028 TOTAL CFD GEN DIST #1 GO CFD UTL DIST #1 CFD UTL DIST #1 CFD UTL DIST #1 CFD UTL DIST #1 CFD UTL DIST #1 CFD UTL DIST #1 GO GO GO GO GO GO SEWER STREETS/FACILITIES STREETS/S. SEWER STREETS/FACILITIES INFRASTRUCTURE SEWER REFUNDING 8/1/1996 9/1/1998 12/1/2000 12/1/2003 3/31/2005 3/31/2005 5000 5000 5000 5000 5000 5000 WFR CFD GEN #1 WFR CFD GEN #1 GO GO STREETS/PARKS STREETS/PARKS 8/1/1997 12/1/1998 5000 5000 7.000 5.000 5.200 5.350 4.500 4.300 7/15/2021 7/15/2023 7/15/2025 7/15/2028 7/15/2029 7/15/2021 TOTAL CFD UTIL DIST #1 GO 6.500 5.500 & 5.750 7/15/2022 7/15/2023 TOTAL WFR CFD GEN DIST #1 GO WFR CFD GEN #2 WFR CFD GEN #2 GO GO STREETS/WATER STREETS/WATER/LANDSCAPING 7/1/2000 10/1/2001 EMR CFD #1 GO STREETS 2/1/2001 5000 5000 7.000 5.900 7/15/2025 7/15/2026 TOTAL WFR CFD GEN DIST #2 GO 100 8.000 7/15/2025 TOTAL EMR CFD DIST #1 GO CTFLR CFD #1 CTFLR CFD #1 GO GO INFRASTRUCTURE INFRASTRUCTURE 7/1/2003 6/10/2004 5000 5000 5.700 6.750 7/15/2028 7/15/2028 TOTAL CTFLR CFD DIST #1 GO CENTERRA CFD GO INFRASTRUCTURE 5/24/2005 5000 5.500 7/15/2029 TOTAL CENTERRA CFD CORTINA CFD GO INFRASTRUCTURE 5/24/2005 5000 5.700 7/15/2029 TOTAL CORTINA CFD EMR CFD #1 EMR CFD #1 SA SA STREETS/SEWER STREETS/SEWER 2/1/2001 12/1/2002 100000 100000 7.875 7.375 7/1/2025 7/1/2027 REV REV MANUFACTURING WATER/SEWER Address: 190 N. Litchfield Road, PO Box 5100, Goodyear AZ 85338-0601 5/1/1995 4/1/1999 140,000 175,000 315,000 - 90,000 500,000 1,975,000 5,725,000 5,295,000 13,585,000 20,000 60,000 80,000 20,000 55,000 75,000 1,470,000 6,975,000 7,075,000 7,870,000 7,190,000 1,455,000 32,035,000 120,000 600,000 720,000 6,375,000 7,075,000 7,870,000 7,190,000 1,455,000 29,965,000 210,000 - 200,000 - 650,000 750,000 1,400,000 95,000 100,000 195,000 210,000 200,000 - 555,000 650,000 1,205,000 20,000 15,000 35,000 15,000 20,000 35,000 720,000 770,000 1,490,000 60,000 55,000 115,000 - 660,000 715,000 1,375,000 15,000 20,000 35,000 15,000 20,000 35,000 200,000 200,000 20,400 20,400 3,300 3,300 3,100 3,100 1,760,000 1,325,000 3,085,000 40,000 40,000 - 1,720,000 1,325,000 3,045,000 40,000 40,000 - 2,400,000 2,400,000 40,000 - 2,400,000 2,400,000 - - 1,700,000 1,700,000 40,000 - 1,700,000 1,700,000 - - 1,350,000 1,350,000 179,600 179,600 - 07/01/06 07/01/05 Payment 156,000 92,000 248,000 10/01/05 Payment Payment 155,000 167,000 322,000 10/01/04 Payment 8,088,000 4,950,000 13,038,000 1,198,000 317,000 1,515,000 - 6,890,000 4,633,000 11,523,000 TOTAL CITY OF GOODYEAR IDA 8,000,000 5,335,000 13,335,000 5,700,000 665,000 6,365,000 - 2,300,000 4,670,000 6,970,000 145,000 145,000 500,000 140,000 640,000 GRAND TOTALS ALL BONDS 180,422,551 25,136,438 151,491,513 4,218,412 4,077,639 TOTAL EMR CFD DIST #1 SA IDA IDA 230,000 500,000 2,150,000 5,725,000 5,295,000 13,900,000 5000 5000 VR 5.950 Phone: (623) 932-3015 5/1/2015 10/1/2023 Fax: (623) 932-3003 I, Larry Lange, Finance Director of the City of Goodyear, do hereby certify that the foregoing statement is a full, true and correct abstract of the bonded indebtness of the City of Goodyear of Maricopa County as of June 30, 2006. 163 2,429,600 8,475,000 47,795,000 Debt Service Summary Description Of Issue Date Final Rate Of Maturity Issue Date Amount Outstanding Principal For FY 06-07 Interest Total 0 905,000 14,310,000 455,000 510,000 38,513 567,413 493,513 1,077,413 965,000 605,926 1,570,926 545,000 76,907 113,093 750,000 375,000 22,890 92,123 135,475 11,700 214,790 131,614 42,500 19,713 78,850 44,661 219,617 44,678 585,496 567,890 169,030 248,568 11,700 964,790 131,614 42,500 19,713 78,850 44,661 219,617 44,678 960,496 Property Tax Supported General Government 1,860,000 1,644,107 3,504,107 Total General Obligation Bonds 2,825,000 2,250,033 5,075,033 165,000 120,000 389,988 70,012 522,477 160,685 80,000 133,310 25,392 426,104 325,685 200,000 523,298 95,404 948,581 1,267,477 825,491 2,092,968 4,092,477 3,075,524 7,168,001 Amount General Obligation Bonds: Water & Sewer Water & Sewer Refunding Water & Sewer 1992 2002 2005 1,200,000 1,550,000 14,310,000 6.00-8.00 3.25-5.25 5.00 2008 2008 2020 Water & Sewer User Fee Supported Streets Parks Storm Sewers Street Lights Fire Facilities Refunding Streets Parks/Recreation Sewer Fire Facilities Streets Storm Sewers Parks Sewer Water & Sewer 1998 1998 1998 1998 2002 2002 2002 2002 2003 2003 2003 2003 2003 2005 2,770,000 2,040,000 3,000,000 300,000 750,000 6,800,000 3,260,000 1,000,000 500,000 2,000,000 1,200,000 5,900,000 1,200,000 14,950,000 4.00-6.00 4.00-6.00 4.00-6.00 4.00-6.00 3.25-5.25 3.65-4.25 3.65-4.25 3.65-4.25 3.00-4.50 3.00-4.50 3.00-4.50 3.00-4.50 3.00-4.50 5.00 2013 2013 2013 2013 2008 2017 2017 2017 2011 2011 2018 2018 2018 2020 545,000 2,040,000 3,000,000 300,000 0 5,430,000 3,260,000 1,000,000 500,000 2,000,000 1,200,000 5,900,000 1,200,000 14,680,000 Revenue Bonds: PIC Issue Water & Sewer Refunding Streets GADA Fire GADA Water & Sewer WIFA 2002 1999 1998 1998 2002 4,050,000 4.00-6.00 3,335,000 Varies 5,570,000 Varies 1,000,000 Varies 12,399,551 4.056 2021 2018 2013 2013 2021 3,485,000 2,580,000 3,061,800 583,200 11,490,165 Total Revenue Bonds Total Debt Service 164 Schedule of Annual Debt Service Payments Property Taxes Rates Water GO Bonds Rates Water Bonds Devel Fees Water WIFA Loan Water Fees Sewer Fees Excise Taxes Existing Total D/S Property Taxes 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2,030,936 2,546,161 3,288,416 3,274,803 3,257,802 3,278,478 3,304,678 3,333,463 2,338,638 2,359,281 2,379,969 2,392,688 1,300,000 186,462 186,002 185,600 185,600 185,600 185,600 185,600 185,600 185,600 185,600 185,600 185,600 185,600 60,000 60,000 55,500 142,500 139,500 145,500 147,000 142,500 142,500 150,000 142,500 120,000 120,000 321,603 321,603 321,603 321,603 321,603 321,603 321,603 321,603 321,603 321,603 321,603 321,603 321,603 321,603 321,603 321,603 568,065 567,605 562,703 649,703 646,703 652,703 654,203 649,703 649,703 657,203 649,703 627,203 627,203 321,603 321,603 321,603 1,895,127 1,895,587 1,885,489 1,395,614 1,388,614 1,402,614 1,406,114 1,395,614 1,395,614 1,413,114 1,395,614 1,343,114 1,343,114 1,063,114 1,063,114 1,063,114 944,387 938,432 940,628 935,415 942,178 936,863 940,011 940,873 324,233 324,332 328,758 327,257 330,037 332,319 333,906 334,800 5,438,515 5,947,785 6,677,236 6,255,535 6,235,297 6,270,658 6,305,006 6,319,653 4,708,188 4,753,930 4,754,044 4,690,262 3,600,354 1,717,036 1,718,623 1,719,517 1,473,171 1,473,171 1,165,250 1,452,750 1,669,750 1,649,000 1,601,750 1,579,250 1,560,250 1,554,500 1,546,250 1,530,500 1,527,500 1,531,500 1,512,000 174,547 174,000 260,800 319,600 319,200 318,400 317,200 323,600 321,200 310,400 323,600 343,600 346,000 475,600 470,400 256,315 256,000 554,200 679,150 678,300 676,600 674,050 687,650 682,550 659,600 687,650 730,150 735,250 1,010,650 999,600 423,750 412,500 426,250 413,750 426,250 437,500 422,500 432,500 416,250 425,000 432,500 413,750 420,000 Total 35,085,313 2,414,064 1,567,500 5,145,643 9,127,207 22,744,690 10,154,429 77,111,639 22,826,592 4,798,147 9,967,715 5,502,500 FYE New GO Bonds Debt Service Water Sewer Sewer User Fees User Fees Devel. Fees Annual Debt Service Paym ents $12,000,000 $9,000,000 $6,000,000 $3,000,000 $2006 2007 2008 2009 2010 2011 2012 2013 165 2014 2015 2016 2017 2018 2019 2020 2021 Total Debt Service 7,342,547 7,850,956 9,081,236 9,119,535 9,328,797 9,328,408 9,324,256 9,347,653 7,694,688 7,710,930 7,727,794 7,719,512 6,641,604 5,148,536 5,120,623 1,719,517 120,206,592 Property Tax Levies & Rates Fiscal Year 2002 2003 2004 2005 2006 2007 Secondary Rate AV 174,404,952 222,388,265 264,638,241 327,191,619 391,377,371 494,913,013 $ $ $ $ $ $ 0.5782 0.7575 0.7746 0.7493 0.7778 0.7991 Levy AV 1,008,444 1,707,041 2,049,800 2,451,787 3,044,108 3,954,667 160,675,712 201,979,064 238,750,061 294,282,805 361,667,416 448,211,802 Primary Rate Combined Levy Levy $ 1.3674 $ 1.2862 $ 1.2691 $ 1.2239 $ 0.8222 $ 0.7945 Property Tax Levy 2,197,080 2,597,865 3,029,977 3,601,850 2,973,532 3,561,044 3,205,524 4,304,906 5,079,777 6,053,637 6,017,640 7,515,711 Combined Rate Per $100 Of Assessed Value $ $ $ $ $ $ 1.9456 2.0437 2.0437 1.9733 1.6000 1.5936 Property Tax Rate $9,000,000 $2.5000 $7,515,711 $2.0000 $6,053,637 $6,000,000 $1.9456 $2.0437 $2.0437 $1.9733 $6,017,640 $5,079,777 $1.6000 $1.5936 2006 2007 $1.5000 $4,304,906 $3,000,000 $1.0000 $3,205,524 $0.5000 $- $- 2002 2003 2004 2005 2006 2007 2002 166 2003 2004 2005 Combined Property Tax Levy and Rate $2.50 $8,000,000 $7,515,711 $7,000,000 $2.04 $6,000,000 $2.04 $1.97 $1.95 $2.00 $6,017,640 $6,053,637 $5,079,777 $1.60 $5,000,000 $1.59 $1.50 Rate Levy $4,304,906 $4,000,000 $3,205,524 $1.00 $3,000,000 $2,000,000 $0.50 $1,000,000 $- $2002 2003 2004 167 2005 2006 2007 Combined Property Tax Levy $7,515,711 Streets, $1,228,050 Debt Service Parks, $441,079 Debt Service Fire/Police, $2,973,532 Operations & Maintenance Storm Sewers, $178,562 Debt Service Fire, $96,900 Debt Service Water & Sewer, $1,099,517 Debt Service 168 Combined Property Tax Rate $1.60 Per $100.00 of Assessed Valuation Streets, $0.33 Debt Service Parks, $0.12 Debt Service Fire/Police, $0.79 Operations & Maintenance Storm Sewers, $0.05 Debt Service Fire, $0.03 Debt Service Water & Sewer, $0.29 Debt Service 169 Authorized Fulltim e Positions FY 06/07 Dept/Div Position Title FY 04-05 FY 05-06 Mayor and Council Adminstrative Assistant Management Assistant 1 1 1 1 Court Court Clerk Interpreter Municipal Court Supervisor Court Administrator Municipal Court Clerk II Municipal Court Clerk I 1 1 1 3 New FY 06-07 - 1 1 - 1 1 1 3 Attorney Assistant City Attorney Legal services Coordinator City Attorney 1 1 1 Prosecutor City Prosecutor Assistant City Prosecutor Legal Assistant 1 2 1 1 2 1 1 - 1 1 1 City Manager Executive Assistant Comm unications Manager Comm unications Specialist Management Assistant Deputy City Manager Project Assistant Administrative Assistant Management Analyst W ebmaster Staff Assistant 1 1 1 1 1 1 1 1 2 1 1 1 1 2 1 1 1 1 1 Administrative Assistant Customer Services Advocate Code Compliance Manager Comm unity Advocate Code Compliance Officer I Director Neighborhood & Volunteer Specialist Staff Assistant Public Arts Specialist Volunteer Coordinator 1 2 1 1 1 1 1 1 2 1 1 1 1 1 1 - 1 2 1 1 1 1 1 1 1 1 1 1 - Human Resources Program Manager Human Resources Technician Administrative Assistant Employee Developm ent Specialist Human Resources Director HR Analyst 1 2 1 1 3 1 1 1 1 1 3 1 1 1 1 1 - Risk Mgm t 1 1 1 1 3 2 1 1 1 1 1 2 - Hum an Resources 1 1 1 1 - Com munity Services 1 1 1 3 1 1 - City Mgr Total FY 06-07 Risk Manager Safety Training Com pliance Specialist 1 1 170 1 1 1 1 Dept/Div Position Title City Clerk City Clerk Deputy City Clerk Senior Mail and Copy Clerk Mail and Copy Clerk Records Analyst II Administrative Assistant Records Analyst I Staff Assistant FY 04-05 FY 05-06 1 1 1 1 1 1 1 1 1 1 1 1 1 1 FY 06-07 FY 06-07 1 1 1 1 1 1 1 1 1 Information & Technology Services Director of Information and Technology Services IT Specialist II IT Specialist I Lead I.T. Specialist Technicial Services Manager Applications & Business Manager Network Administrator Applications & Business Analyst Administrative Assistant 1 2 1 1 2 1 1 1 1 1 3 1 1 1 3 1 1 - Finance Budget & Research Office CFD Accountant Controller Customer Service Coordinator Finance Director Senior Account Clerk Senior Account Clerk Senior Accountant Finance Supervisor Account Clerk II Customer Service Rep Aministrative Assistant 2 1 2 1 1 1 1 - - 1 1 Administrative Assistant Economic Development Director Project Manager Business Advocate 1 1 2 1 1 1 1 1 - 1 1 2 1 - 171 1 1 2 1 1 1 1 1 1 - Economic Development 1 1 2 1 1 1 2 1 1 1 1 3 1 1 2 1 1 1 2 1 1 CFD Manager CFD - Senior Account Clerk Accountant 2 1 1 1 2 1 1 1 1 2 - Buyer Management Analyst Budget & Research Manager Procurement Officer Sales Tax Auditor Business Registration Technician 1 2 2 1 1 1 1 3 1 1 1 2 1 - Dept/Div Community Development Building Safety Position Title Community Development Director Planner II Planner III Senior Planner Planner I Planning Manager Planning Technician I Planning Technician II Administrative Assistant Land Management Coordinator FY 04-05 1 4 3 2 FY 05-06 1 4 1 1 1 1 1 1 1 1 4 2 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 1 1 Building Inspector II Building Permit Tech I Building Permit Tech II Chief Building Official Plans Examiner Building Permit Tech III Building Permit Supervisor Building Inspection Supervisor Building Inspector III FY 06-07 2 1 1 Engineering Services Assistant City Engineer Director of Engineering CIP Manager Project Manager Senior Project Manager Plans Examiner City Engineer Engineering Permit Technician I Senior Engineering Permit Technician Civil Engineer Construction Inspection Supervisor Construction Inspector II Plan Review Engineer GIS Coordinator Senior GIS Technician GIS Technician Landscape Technician Right of Way Agent Administrative Assistant 1 1 1 1 1 2 1 2 1 1 1 2 1 4 1 2 1 1 1 2 1 1 1 1 1 1 - 1 1 1 1 2 1 1 - Public Works Project Manager Administration City Traffic Engineer Public Works Director Traffic Engineer II Public Works Superintendent Staff Assistant Administrative Assistant Management Assistant Fleet 1 1 1 1 1 1 1 3 1 2 1 2 1 2 1 Mechanic I Mechanic III Equipment Management Supervisor - 4 1 172 4 1 1 1 FY 06-07 1 4 1 1 1 1 1 1 1 1 6 2 1 1 2 1 1 1 2 1 1 1 1 1 4 1 2 1 2 1 4 1 1 1 1 1 1 1 1 1 1 1 3 1 2 1 1 5 1 Dept/Div Parks Position Title Parks Foreman Parks Worker I Parks Worker II Parks Worker III Parks Supervisor Parks Director FY 04-05 1 4 4 2 1 FY 05-06 1 5 4 4 1 FY 06-07 1 2 1 Aquatics/Rec Recreation and Aquatics Coordinator Recreation and Aquatics Supervisor Recreation & Aquatics Programer 2 1 2 1 1 - Facilities Facilities Maintenance Supervisor Facilities Maintenance Foreman Facilities Maintenance Worker III Facilities Maintenance Worker II Facilities Maintenance Worker I 1 1 1 2 2 2 2 1 - Streets Equipment Operator Signal Technician II Signal Technician III Streets Maintenance Foreman Streets Maintenance Worker II Street Maintenance Worker III Streets Maintenance Worker I Streets Supervisor - Sievwright Traffic Operations Worker II 2 2 2 2 1 1 3 1 1 1 1 1 3 1 1 - Police Administrative Assistant Chief Detective Lieutenant Police Commander Police Officer Police Records Clerk II Sergeant Investigations Specialist Crisis Services Coordinator Management Analyst Alarm Coordinator Management Assistant Crime Scene Technician 1 1 4 2 1 41 2 9 1 1 1 1 Telecommunications Manager Telecommunications Supervisor Telecommunications Operator 1 3 10 1 1 5 3 1 48 2 10 1 1 1 1 1 6 1 1 1 - Telecomm. 173 1 3 11 1 FY 06-07 1 5 5 6 1 1 2 1 1 1 1 2 2 1 2 2 1 1 3 1 1 1 1 1 2 5 3 1 54 2 11 1 1 1 1 1 1 1 4 11 Dept/Div Fire Position Title Management Assistant Captain Chief Community Education Coordinator Deputy Chief Deputy Fire Marshal Administrative Assistant Fire Engineer Fire Marshal Plans Examiner Fire Equipment Maintenance Worker II Fire Equipment Maintenance Worker III Emergency Management Coordinator Firefighter Staff Assistant Battalion Chief Building Inspector III FY 04-05 1 10 1 1 2 2 9 1 1 1 1 24 3 3 Administrative Assistant Operations Superintendent Customer Service Field Representative Customer Service Tech III Utility Technician I Utility Technician I Utility Technician II Utility Technician III Water Management Director Water Resources Manager Project Manager Staff Assistant Water Quality Technician II Water Quality Technician III Water Quality Technician I Operations Supervisor Operations Supervisor 1 FY 05-06 1 13 1 1 2 2 1 12 1 1 1 1 1 32 3 4 FY 06-07 3 1 3 1 1 Water 1 1 1 1 1 5 3 1 1 1 1 1 1 5 3 4 4 1 1 1 2 1 1 1 1 1 1 1 2 1 Wastewater Industrial Pretreatment Tech Maintenance Mechanic II Operations Supervisor Utility Tech I Utility Tech I Utility Tech II Utility Tech III Environmental Compliance Supervisor Operations Superintendent 1 1 1 1 1 4 3 1 1 1 2 1 3 1 5 3 1 1 Sanitation Sanitation Worker I Recycling Coordinator Sanitation Worker II Sanitation Foreman Sanitation Worker III Sanitation Supervisor 3 3 3 1 1 1 6 1 1 1 335 410 1 Total 174 61 FY 06-07 1 13 4 1 2 2 1 13 1 1 1 1 1 35 3 5 1 1 1 1 1 5 4 4 6 1 1 1 2 1 1 1 1 1 1 2 1 3 1 5 3 1 1 3 1 6 1 1 1 471 Fulltime Authorized Positions Per 1000 Capita Department/Program Mayor & Council Manager's Office CM - Admin Support Services CM - Deputy City Manager City Budget Office Clerk Human Resources Risk Management Attorney CFD Admin Community Services ITS Finance Administration Percent Of Total Econ Development Comm Development Engineering Building Safety Planning & Devel Svcs Percent Of Total Court Prosecutor Police Telecomm Fire FY 01-02 1 4 4 1 2 5 3 1 2 5 7 6 41 17.37% FY 02-03 1 4 4 3 2 5 3 1 2 1 5 8 6 45 17.65% 4 7 5 8 24 10.17% 4 7 7 8 26 10.20% 5 2 50 11 41 Public Safety Percent Of Total Public Works Admin Fleet Services Building Services Aquatics/Recreation Parks Streets Sanitation Public Works Percent Of Total Water Sewer 109 46.19% 5 2 52 12 46 117 45.88% 8 5 4 1 8 10 5 41 17.37% 8 5 4 1 9 10 7 44 17.25% 9 12 Water Resources Percent Of Total Total City Population Positions/1000 Capita 11 12 FY 03-04 1 5 4 3 2 6 4 1 2 1 6 9 8 52 18.51% 4 10 10 8 32 11.39% 5 2 55 13 50 125 44.48% 8 5 5 1 9 10 7 45 16.01% 15 12 FY 04-05 2 5 2 5 3 7 5 2 3 2 7 10 10 63 18.64% 5 12 14 11 42 12.43% 6 2 65 14 60 147 43.49% 9 5 5 3 12 10 9 53 15.68% 18 15 21 8.90% 23 9.02% 27 9.61% 33 9.76% 236 255 281 338 22,305 10.58 26,700 9.55 30,290 9.28 175 36,358 9.30 FY 05-06 2 5 2 5 4 7 7 2 4 2 9 11 15 75 18.29% 5 14 19 13 51 12.44% 6 2 75 15 77 175 42.68% 10 5 6 3 15 14 12 65 15.85% 25 19 44 10.73% FY 06-07 2 16 5 8 8 2 4 3 11 13 17 89 18.90% 5 18 26 13 62 13.16% 7 3 84 17 86 197 41.83% 10 7 7 4 19 14 13 74 15.71% 30 19 49 10.40% 410 471 41,799 9.81 48,210 9.77 Percent Of Authorized Positions For FY 06-07 41.9% 40.00% 18.7% 20.00% 15.7% 13.2% 10.4% 0.00% Administration Planning & Devel Svcs Public Safety 176 Public Works Water Resources Fiscal Year 06/07 New & Replacement Equipment Item No E-250-1540-07 E-173-1560-07 E-113-1620-07 E-533-1720-07 E-549-1720-07 E-552-1720-07 E-172-1730-07 E-179-1730-07 E-193-1730-07 E-356-1810-07 E-232-2110-07 E-232-2110-07 E-241-2110-07 E-241-2110-07 E-241-2110-07 E-278-2110-07 E-278-2110-07 E-278-2110-07 E-280-2110-07 E-280-2110-07 E-335-2110-07 E-335-2110-07 E-383-2110-07 E-383-2110-07 E-398-2110-07 E-563-2110-07 C-176-2140-07 E-136-2140-07 E-137-2140-07 E-141-2140-07 E-369-2220-07 E-415-2220-07 E-415-2220-07 E-303-2230-07 E-303-2230-07 E-371-2230-07 E-371-2230-07 C-424-2240-07 E-298-2240-07 E-298-2240-07 E-298-2240-07 E-298-2240-07 E-298-2240-07 E-298-2240-07 E-298-2240-07 E-298-2240-07 E-298-2240-07 E-342-2220-07 E-342-2220-07 E-349-2240-07 E-349-2240-07 E-349-2240-07 E-375-2240-07 E-321-2250-07 E-377-2250-07 E-501-2310-07 E-379-3210-07 E-409-3310-07 E-336-3344-07 E-336-3344-07 Department Community Services Community Services Finance ITS ITS ITS ITS ITS ITS Human Resources Police Police Police Police Police Police Police Police Police Police Police Police Police Police Police Police Police - Telecommunication Police - Telecommunication Police - Telecommunication Police - Telecommunication Fire Department Fire Department Fire Department Fire Department Fire Department Fire Department Fire Department Fire Department Fire Department Fire Department Fire Department Fire Department Fire Department Fire Department Fire Department Fire Department Fire Department Fire Department Fire Department Fire Department Fire Department Fire Department Fire Department Fire Department Fire Department City Court Economic Development Community Development Community Development Community Development Description Vehicle - Small Truck 1/2 Ton Office - Cubicle Office - Cubicle Network Security and Web Services Office - Cubicle Server Replacements P-Card Software KB Software Module Security Software Office - Cubicle Vehicle - Police Sedan Equipment Vehcile - Police Sedan Portacount Fitness Machine Mobile Command Vehicle Lenco Bear Vehicle Vehicle - Police SUV Equipment Vehcile - Police SUV Office - Cubicle Vehicle - Police Sedan Equipment Vehcile - Police Sedan Vehicle - Police Sedan Equipment Vehcile - Police Sedan Vehicle Police Sedan - Equipment Vehicle Police Sedan New Copier Potential Grants and Salaries CAD RMS Carryover Replacement Antennas (2 ea) Instant Playback Devices High capacity UPS units Mobile Fire and Life Safety House Vehicle - Fire Sedan Office - Cubicle Vehicle - SUV (Fire) Office - Cubicle City match for AFG grant Fire equipment Radio Communications Equipment Replacement Fire Hose, 1 ¾” x 10’ Pigtail Fire Hose, 2 ½” x 25’ White Fire Hose, 1 ¾” x 100’ Orange Supply Line 5” x 25’ Yellow Fire Hose, 1 ¾” x 100’ Yellow Supply Line 5” x 50’ Yellow Fire Hose, 1 ¾” x 100’ Red Fire Hose, 2 ½” x 50’ White Supply Line 5” x 100’ Yellow Replace Community Education Vehicle Replace two vehicles for fire protection Wildland equipment General fire equipment Mattresses Utility vehicle Automatic telephone dialer and message delivery system Equipment for 2006 SHSGP/UASI Justice Facility Repairs & Modifications Replace Department Vehicle Computer Related Equipment Vehicle - Truck 3/4 ton extended cab Office - Cubicle 177 Quantity 1 1 1 1 1 1 1 1 1 1 5 5 1 1 1 1 1 1 2 2 1 1 5 5 1 1 1 50 2 4 1 1 1 1 1 1 1 1 8 4 4 4 8 4 16 24 32 1 2 1 1 1 1 1 1 1 1 1 2 2 Total $18,500.00 $7,000.00 $7,000.00 $57,000.00 $7,000.00 $40,000.00 $8,000.00 $5,100.00 $4,000.00 $7,000.00 $100,000.00 $110,000.00 $13,000.00 $148,000.00 $350,000.00 $22,000.00 $30,000.00 $7,000.00 $40,000.00 $44,000.00 $20,000.00 $22,000.00 $100,000.00 $110,000.00 $8,000.00 $350,000.00 $50,000.00 $2,750.00 $12,000.00 $20,000.00 $100,000.00 $25,000.00 $7,000.00 $40,000.00 $7,000.00 $20,000.00 $200,000.00 $250,000.00 $255.20 $264.00 $609.40 $849.20 $1,218.80 $1,280.00 $2,437.60 $2,508.00 $15,312.00 $28,000.00 $46,000.00 $12,500.00 $45,400.00 $7,600.00 $200,000.00 $5,000.00 $1,000,000.00 $25,000.00 $17,500.00 $7,964.00 $44,000.00 $14,000.00 Fiscal Year 06/07 New & Replacement Equipment E-338-3344-07 E-338-3344-07 E-328-3432-07 E-503-3432-07 E-503-3432-07 E-504-3432-07 E-505-3432-07 E-531-3432-07 E-562-3432-07 E-331-3434-07 E-331-3434-07 E-351-3434-07 E-191-4110-07 E-217-4210-07 E-47-4310-07 E-47-4310-07 E-47-4310-07 E-583-4310-07 E-119-4410-07 E-132-4420-07 E-132-4420-07 E-150-4630-07 E-174-4630-07 E-229-4630-07 E-366-4910-07 E-581-4910-07 E-485-5120-07 E-493-5120-07 E-493-5120-07 E-444-5130-07 E-449-5130-07 E-449-5130-07 E-416-5140-07 E-416-5140-07 E-431-5140-07 E-484-5220-07 E-534-5220-07 E-534-5220-07 E-468-5252-07 E-468-5252-07 E-432-5254-07 Community Development Community Development Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering PW - Building Services PW - Parks PW - Parks PW - Parks PW - Parks PW - Recreation PW - Recreation PW - Recreation PW - Streets PW - Streets PW - Streets PW - Sanitation PW - Sanitation Water Resources Water Resources Water Resources Water Resources Water Resources Water Resources Water Resources Water Resources Water Resources Water Resources Water Resources Water Resources Water Resources Water Resources Water Resources Vehicle - Truck 3/4 ton extended cab Office - Cubicle Copy Machine (Canon Image Runner) Vehicle - Small SUV Office - Hard Wall Office - Cubicle Vehicle - Small SUV Office - Cubicle Office - Cubicle Vehicle - Truck 3/4 ton extended cab Office - Cubicle Vehicle - Truck 3/4 ton extended cab Field service truck Replace Folding Chairs and Tables Small equipment for maintenance Equipment trailers with restroom New vans Office - Hard Wall Replace the two diving boards & stands Vehicle - Small SUV Office - Cubicle Road Grader Self Contained Patch Trucvk Emergency Response Vehicle Vehicle - Truck 3/4 ton extended cab Front End Loader Replace Backhoe Vehicle - 3/4 Ton Regular Cab Pick Up Furniture & Fixtures wells - Abandonment Vehicle - Truck 3/4 ton extended cab Furniture & Fixtures Vehicle - 3/4 Ton Regular Cab Pick Up Furniture and fixtures Vehicle - 3/4 Ton Regular Cab Pick Up Vehicle Purchase - Pumping Truck Vehicle - 3/4 Ton Regular Cab Pick Up Furniture and Fixtures Vehicle - 3/4 Ton Regular Cab Pick Up Furniture & Fixtures Vehicle - Compact Extended Cab Pick Up 178 1 1 1 1 1 1 1 1 1 2 2 1 1 1 1 3 3 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 $22,000.00 $7,000.00 $9,000.00 $22,500.00 $20,000.00 $7,000.00 $22,500.00 $7,000.00 $7,000.00 $44,000.00 $14,000.00 $22,000.00 $60,000.00 $25,000.00 $7,500.00 $25,500.00 $66,000.00 $20,000.00 $40,000.00 $22,500.00 $7,000.00 $250,000.00 $172,000.00 $66,275.00 $22,000.00 $400,000.00 $125,000.00 $16,536.00 $1,500.00 $90,000.00 $22,000.00 $1,500.00 $16,536.00 $1,500.00 $16,536.00 $160,000.00 $16,536.00 $1,500.00 $16,536.00 $1,500.00 $14,072.00 $5,735,075.20 CIP Project # DR0302 DR0304 DR0503 CP0302 FD0502 FD0503 FD0701 MS0502 TC0401 PK0302 PK0304 PK0401 PK0501 PK0502 PK0505 ST0301 ST0302 ST0309 ST0501 ST0505 ST0506 ST0507 ST0508 ST0602 ST0604 WA0401 WA0404 WA0413 WA0501 WA0502 WA0503 WA0504 WA0505 WA0506 WA0508 WA0510 WA0516 WA0521 WA0523 WA0524 WA0525 PROJECT TITLE/LOCATION Bridge Design On Yuma Rd. at Bullard Wash Bridge Design On Van Buren Ave at Bullard Wash Cotton Lane Bridge Police/Fire Training Facility Phase I Construct Fire Sta. at Peblecreek and Clubhouse Drive Fire Sta. at King Ranch Westpac Fire Stations Justice Center Upgrade Police Radio System Estrella Foothills Community Park (Phase I) 100 Acre Park on Estrella between Van Buren and Yuma (North) Community Park Phase II Construction El Rio Project Parks Master Plan Neighborhood Park Improvements City Share for Paving Bullard Avenue from Van Buren to Yuma Estrella Pkwy. From McDowell Rd. to Yuma Rd.(Carryover) Park and Ride Design Concept Report Yuma Rd. from Litchfield to Estrella Pkway Transportation Master Plan Traffic Mgt. System Traffic Operation Center Traffic Signals (3 per year) MC85 from Estrella Parkway to Cotton Lane by MCDOT Cotton Lane Tijerina New Well & Wellhead Treament (Centerra) Centerra Well #2 new well and wellhead treatment Tonopah Irrigation District Well 12 RO Treatment Arsenic Compliance Arsenic Compliance Surface Water Supply Future Wells and Storage Meter Radio Read System New Transmission Lines CAP M-I Charges Newland Communities Utility System Improvements Brine Line - site 11 to 157th WRF LPSCO Interconnection - Sarival & McDowell Well N - Estrella Parkway New Water Line - Lower Buckeye Parkway 179 FY 06-07 100,000 15,145,000 7,248,000 3,890,000 2,232,000 878,000 1,000,000 208,000 108,000 3,580,000 300,000 3,615,089 130,000 200,000 450,000 44,000 693,000 1,872,097 325,000 150,000 875,000 75,000 1,200,000 2,708,000 210,000 8,000,000 1,300,000 380,000 660,000 310,000 1,160,000 824,000 400,000 1,400,000 1,000,000 374,268 22,100,000 1,457,909 500,000 2,600,000 600,000 CIP Project # WA0527 WA0529 WA0530 WA0531 WA0601 WA0602 WA0606 WA0607 WW0302 WW0307 WW0402 WW0403 WW0504 WW0508 WW0509 WW0510 WW0511 WW0601 WW0603 FA0403 WA0305 & WW0401 WA0507 & WW0502 FA0303 FA0501 FA0601 MS0401 MS0405 MS0503 PROJECT TITLE/LOCATION FY 06-07 Central Arizona Groundwater Replenishment District (CAGRD) Water Distributing Model Centerra well replacement - Estrella & Van Buren New Well Development Project Management Utility System in West Goodyear King Ranch Water Development Type II Water Rights Bullard Wash 39" Interceptor Sewer City share Corgett WRF-Regulatiory compliance improvements Soil Aquifer Treatment (SAT) Site #1 design/permit Capacity Expansion (GWRF) Design/Start construction Brine Management Study Waterwaste Collection Lines Waterwaste System Modeling King Ranch Reclamation Facility - Corgett Capacity Upgrade Lift Station Upgrade Project Project Management Brine Management - disposal Water Resources Admin Facility Water/Wastewater SCADA System 1,700,000 Historic GY Service Connections City Center Master Plan City Facilities Master Plan Library Unspecified Improvement Districts Monument Entry Signs Patterson Property Environmental Cleanup TOTAL 180 1,378,000 100,000 1,568,200 6,000,000 400,000 4,168,170 5,200,000 700,000 1,285,000 1,000,000 200,000 27,767,700 1,550,000 1,450,000 50,000 11,620,000 600,000 400,000 3,754,225 1,450,000 1,600,000 270,000 320,000 150,000 200,000,000 250,000 100,000 365,333,658 Adopted CIP Plan 2005-2015 PROJECT CIP ID. DRAINAGE DR0301 DR0304 DR0501 DR0502 DR0503 PROJECT TITLE/LOCATION From I-10 to Lower Buckeye Rd. Van Buren Ave from Estrella Pkwy to Litchfield Rd Lower Buckeye Parkway at Bullard Wash Storm Water Disposal Report Cotton Lane Bridge FY05-06 FY06-07 FY07-08 FY08-09 - - - - 706,000 2,000 708,000 FY09-10 Total Project Cost FY05-10 FY11-15 900,000 900,000 9,000,000 15,145,000 7,248,000 22,393,000 754,000 7,000,000 7,754,000 2,000,000 300,000 2,300,000 900,000 18,605,000 300,000 14,250,000 34,055,000 2,754,000 4,250,000 50,000 16,054,000 60,000 476,222 - 3,580,000 300,000 550,000 - 6,500,000 500,000 4,900,000 2,970,000 15,590,000 476,222 3,770,000 4,500,000 4,800,000 13,530,000 1,242,110 50,000 - 3,903,821 130,000 250,000 450,000 - - 5,145,931 400,000 300,000 0 0 450,000 - 2,052,890 8,000,000 5,700,000 50,000 11,900,000 3,500,000 400,000 26,132,153 14,450,000 68,882,890 PARKS, RECREATION AND OPEN SPACE PK0301 PK0302 PK0303 PK0304 PK0401 PK0402 PK0501 PK0502 PK0503 PK0504 PK0505 PK0506 Existing ADOT basins EMR Community Park Dog Park 100 Acre Community Park Community Park at Thomas and Litchfield Roads Real Property Acquisition El Rio Parks Master Plan Multi Generation Center Land Preservation Neighborhood Parks Improvements Pedestrian Bridge Adjacent to YMCA PK0701 56 Acre Park n/o Camelback Rd 1,828,332 8,613,821 620,000 7,120,000 Bullard Ave. from Van Buren to Yuma. Estrella Parkway MC85 to McDowell Road Regional Park and Ride 43,200 1,200,000 135,061 44,000 693,000 1,872,097 730,000 2,604,655 109,366 - 817,200 1,893,000 4,721,179 535,000 425,000 - 746,000 - - - 1,171,000 535,000 ST0504 ST0505 Yuma Rd. from Estrella PKWY to Litchfield Rd Indian School Road Rubberization and addition o MC85 from Litchfield To Estrella Pkwy by MCDOT Transportation Master Plan 636,725 60,000 150,000 150,000 - - 636,725 360,000 ST0506 ST0507 ST0508 Traffic Management System Traffic Operation Center Traffic Signals (2 per year) 115,000 875,000 75,000 1,200,000 725,000 700,000 700,000 700,000 875,000 800,000 3,415,000 ST0511 - - - - - - 28,000,000 - - - - - - 1,325,000 ST0602 ST0603 ST0604 ST0605 ST0606 ST0701 ST0702 Westcor Mall Improvement District Estrella Pkwy from MC85 to Vineyard (w/o bridge) MC85 from Estrella Parkway to Cotton Lane by MCDOT SR303 ROW Cotton Lane Tijerina Pebblecreek Parkway Harrison Street Bullard Avenue from Van Buren to I-10 Elliot Rd from 185 Ave to Rainbow Valley Rd 1,864,000 52,500 - 588,000 - - 4,572,000 6,000,000 210,000 1,025,000 1,150,000 2,409,500 3,750,000 ST0901 Estrella Pkwy Realignment 150,000 7,722,155 650,000 2,047,366 STREETS ST0301 ST0302 ST0309 ST0501 and DR0302 ST0503 ST0601 TECHNICAL TC0301 TC0401 FACILITIES CP0301 CP0302 CP0402 FA0301 FA0303 FA0501 FA0601 FD0502 FD0503 FD0601 FD0701 Data Communication Infrastructure Police Radio Replacement Fire Station 184 at Wildflower Dr and Yuma City Wide Training Facility PD/Fire Public Safety Admin Office Public Works Corporate Yard City Center City Facilities Master plan Library Fire Station 185 at Clubhouse Dr and PebbleCreek Pkwy Fire Station EMR Fire Station (Site 804) Westpac Fire Stations - 2,724,986 2,708,000 210,000 8,252,097 70,000 120,000 - 80,000 - 7,950,000 700,000 210,000 640,500 - 11,854,000 25,000 164,000 900,000 800,000 21,446,604 700,000 57,512,500 200,000 200,000 108,000 108,000 500,000 432,000 932,000 810,000 810,000 810,000 810,000 700,000 2,160,000 2,860,000 1,840,000 1,840,000 3,673,198 300,000 160,000 185,000 400,000 80,000 - 3,890,000 270,000 320,000 150,000 1,890,000 270,000 700,000 1,134,000 965,000 5,508,000 3,000,000 1,134,000 3,393,731 4,653,472 3,673,198 6,458,000 160,000 3,040,000 9,841,731 400,000 8,503,472 12,662,000 9,860,000 30,587,238 11,958,269 2,346,528 150,000 4,948,198 2,232,000 878,000 1,000,000 8,740,000 1,700,000 622,000 4,168,470 150,000 9,500,470 10,607,000 9,181,203 4,082,000 1,500,000 4,168,470 1,150,000 42,976,871 2,850,000 2,136,893 5,586,893 77,987,821 181 Adopted CIP Plan 2005-2015 MISCELLANEOUS MS0405 MS0502 MS0503 Monument Entry Signs Justice Center Patterson Property Environmental Cleanup 50,000 32,000 50,000 132,000 250,000 208,000 100,000 558,000 $10,541,516 $48,664,918 0 $26,528,625 0 $22,884,366 0 $19,541,203 300,000 240,000 150,000 690,000 900,000 9,282,000 10,182,000 $128,160,628 $232,459,211 2,000,000 WATER WA0401 Site 11 Improvements - Yuma Road & Bullard Avenue 400,000 8,000,000 - - - 8,400,000 WA0404 Safeway Well - Estrella Parkway & Yuma Rd 700,000 1,300,000 - - - 2,000,000 WA0408 WA0411 WA0412 Storage Tank Refurbishments 30" water line - Cotton Lane EMR Storage Tank 600,000 - WA0413 330,000 380,000 380,000 - 660,000 - - 310,000 - WA0503 Tonopah Irrigation District Site 12 R O Treatment - Cotton Lane & Lower Buckeye Arsenic Compliance Well 12B - Cotton Lane & Lower Buckeye Arsenic Compliance Well 18B - Van Buren & Palo Verde 800,000 1,160,000 - WA0504 WA0505 Water Master Plan King Ranch Development 100,000 824,000 4,000,000 WA0501 WA0502 2,900,000 - 1,500,000 WA0506 Radio Read Meter System 100,000 1,400,000 - WA0508 WA0510 Water / WW Transmission Lines CAP M-I Charges 800,000 360,000 1,000,000 374,268 377,817 WA0511 CAP Back Charge - - WA0514 Roosevelt Irrigation District (RID) well project - - Newland Communities Utility System Improvements - WA0521 Brine Line - - WA0522 Adaman Water Interconnect - - - WA0523 LPSCO Interconnection - Sarival & McDowell 550,000 500,000 - WA0524 WA0525 2,000,000 100,000 2,600,000 600,000 - WA0527 Well N - Estrella Parkway New Water Line - Lower Buckeye Parkway Central Arizona Groundwater Replenishment District (CAGRD) 1,318,000 1,378,000 WA0528 Maricopa Water District WA0529 WA0530 Water Distributing Modeling Centerra well replacement - Estrella Parkway & Van Buren WA0531 WA0601 WA0516 Deleted WA0604 per Shawn 22,100,000 3,600,000 - 30,000,000 390,000 - 2,700,000 - 5,990,000 600,000 2,000,000 49,092,000 - - 1,090,000 - 3,160,000 - - 310,000 - - - 1,960,000 - - - 824,000 5,600,000 - 2,500,000 1,224,568 1,299,782 1,500,000 1,800,000 3,636,435 - - 3,600,000 - - - 6,000,000 13,000,000 10,000,000 1,987,104 2,500,000 - 58,100,000 - - - 1,457,909 - - - - - 1,050,000 - - 4,600,000 700,000 4,000,000 - 9,433,686 3,087,490 - 1,547,395 1,750,000 1,457,909 - - 150,000 100,000 1,771,770 2,253,450 386,718 1,160,677 2,712,466 - - - - 35,000,000 - 200,000 1,000,000 1,568,200 - - - 2,568,200 4,000,000 New Well Development Project Management 400,000 6,000,000 400,000 400,000 200,000 200,000 6,000,000 1,600,000 8,000,000 - WA0602 Utility System in West Goodyear - 4,168,170 5,938,603 - - 10,106,773 6,000,000 WA0606 Kings Ranch Water Development - 5,200,000 10,000,000 WA0607 Type II Water Rights - 700,000 WA0701 Lease back GRIC WATER RECLAMATION Non-Potable Distribution System 9,708,000 66,180,547 57,254,908 10,000,000 1,250,000 24,978,695 - - - - - - - - 182 15,000,000 1,732,431 23,644,679 - 40,200,000 - 1,950,000 - 1,732,431 181,516,829 - 2,500,000 145,116,594 37,930,000 37,930,000 Adopted CIP Plan 2005-2015 WASTEWATER WW0402 Bullard Wash Interceptor Sewer - Lower Buckeye Parkway to Estrella Parkway Corgett WRF - Regulatory Compliance Improvements Soil Aquifer Treatment (SAT) site #1 Design/Permit WW0403 GWRF Capacity Expansion - WW0501 Citrus Transmission Outfall - WW0504 Brine Management Study 50,000 1,550,000 - - - 1,600,000 - WW0508 Waterwaste Collection lines 50,000 1,450,000 - - - 1,500,000 - WW0509 50,000 50,000 - - - 100,000 WW0510 WW0511 WW0601 Wastewater System Modeling Kings Ranch Water Reclamation Facility Corgett Capacity Upgrade Lift Station Upgrade Project Project Management 400,000 11,620,000 600,000 400,000 3,380,000 4,000,000 200,000 500,000 200,000 15,000,000 1,100,000 5,200,000 WW0603 FA0403 Brine Management - disposal Water Resources Admin Facility - 3,754,225 2,450,000 1,500,000 1,800,000 2,400,000 - 2,200,000 - 9,854,225 4,300,000 28,900,000 - WA0305&WW0401 Water/Waste Water SCADA System - 1,700,000 100,000 1,800,000 3,000,000 WA0507 & WW0502 WA0513 & WW0513 Historic Goodyear Service Connections Impact Fee Study 20,000 810,000 1,600,000 54,426,925 22,016,225 2,600,000 2,900,000 1,600,000 20,000 82,753,150 2,750,000 25,000 119,275,000 $10,518,000 $66,180,547 $57,254,908 $24,978,695 $23,644,679 $181,516,829 $145,116,594 WW0302 WW0307 90,000 100,000 1,285,000 - - - 1,375,000 1,000,000 - - - 1,000,000 200,000 - - - 300,000 13,200,000 - - 38,003,925 60,000,000 - - - - 26,767,700 - 50,000 183 11,236,225 - - 6,000,000 - 5,000,000 100,000 300,000 - Financial Indicators Indicators FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07 6 Year Percent Change Population Annual Percent Change 22,820 33.57% 26,715 17.07% 30,290 13.38% 35,810 18.22% 41,225 15.12% 48,210 16.94% 111% GDP Inflation Index Annual Percent Change 103.45 4.16% 105.50 1.98% 107.25 1.65% 109.32 1.93% 111.50 2.00% 114.85 3.00% 11% Sales Tax Revenues Annual Percent Change 12,305,080 39.36% 14,531,875 18.10% 17,413,094 19.83% 21,830,956 25.37% 33,532,349 53.60% 34,150,280 1.84% 178% Net Assessed Valuation (NAV) Annual Percent Change $ 174,404,952 $ 222,388,265 $ 264,638,241 $ 327,191,619 $ 391,377,371 $ 494,913,013 70.31% 27.51% 19.00% 23.64% 19.62% 26.45% 184% Opr Revenues/Deflated/Capita Annual Percent Change $ 1,338 $ -7.46% 1,220 $ -8.84% 1,188 $ -2.60% 1,197 $ 0.72% 1,264 $ 5.61% 1,390 9.99% 4% Property Tax Levies (Tl) Annual Percent Change $ 3,205,524 $ 54.38% 4,304,906 $ 34.30% 5,079,777 $ 18.00% 6,053,637 $ 19.17% 6,017,640 $ -0.59% 7,515,711 24.89% 134% Opr Expenditures/Deflated/Capita Annual Percent Change $ 1,301 $ -4.77% 1,176 $ -9.63% 1,169 $ -0.59% 1,182 $ 1.13% 1,260 $ 6.60% 1,303 3.41% 0% Fulltime Positions/1000Capita Annual Percent Change 10.34 -1.29% 9.55 -7.70% 9.28 -2.81% 9.21 -0.68% 9.95 7.99% 9.77 -1.81% -6% Debt Service as a % of NAV Annual Percent Change 1.57% -38.77% 1.96% 25.19% 1.76% -10.36% 1.55% -12.09% 1.68% 8.42% 1.32% -21.47% -16% Operating Revenues Annual Percent Change $ 31,598,119 $ 28.75% 34,388,563 $ 8.83% 38,603,349 $ 12.26% 46,854,474 $ 21.37% 58,104,790 $ 24.01% 76,980,139 32.49% 144% Operating Expenditures Annual Percent Change $ 30,724,020 $ 32.50% 33,149,464 $ 7.89% 37,981,439 $ 14.58% 46,287,881 $ 21.87% 57,940,393 $ 25.17% 72,166,906 24.55% 135% 184 FINANCIAL TRENDS Population Description Changes in population can have a direct effect on City revenues because many taxes are collected on a per capita basis, many intergovernmental revenues are distributed according to population, and because population levels appear indirectly related to such issues as employment, income, and property value. Analysis A gradual increasing population trend is considered favorable. The City is experiencing rapid growth in population, and a corresponding rapid growth in demand for municipal services. During the measurement period the average annual percent change in population was 16 percent. The population doubled during the measurement period. The 2005 Special Census will validate Goodyear’s growth resulting in a larger percentage of intergovernmental revenues that are distributed based on population. Goodyear’s State Shared revenues are expected to increase $3,000,000 annually following the Special Census. Population 60,000 48,210 50,000 41,225 40,000 35,810 30,290 30,000 26,715 22,820 20,000 10,000 FY 01-02 FY 02-03 FY 03-04 184 FY 04-05 FY 05-06 FY 06-07 Inflation Description The Gross Domestic Product Deflator Index (GDP) is considered by some to be the best measure of overall inflation in the economy. The GDP is also the index that the Arizona Constitution and the Arizona Revised Statutes require in calculating expenditure limits for cities and towns. Stability in price level is generally considered beneficial and continued low rates of inflation indicate a positive trend. Analysis The rate of inflation over the measurement period has been low and has averaged less than two percent. Strong economic growth and tight labor markets continue to put little pressure on consumer inflation. Recent predictions are indicating historically low, stable levels of inflation. However, it is anticipated that as the economy heats up inflation will began to rise. Recent increases in fuel, and utilities costs are an indicator of growing pressure. GDP Inflation Index 116.00 114.85 114.00 111.50 112.00 110.00 109.32 108.00 107.25 105.50 106.00 104.00 103.45 102.00 100.00 98.00 96.00 FY 01-02 FY 02-03 FY 03-04 185 FY 04-05 FY 05-06 FY 06-07 Business Activity Description The level of business activity affects the City’s financial condition directly by revenue sources such as sales tax receipts and indirectly to the extent that a change in business activity affects other demographic and economic areas such as employment base, personal income, or property values. Changes in business activity also tend to be cumulative, causing a positive or negative impact on all related factors such as employment base, income, property value, etc. Analysis Sales tax revenue has increased steadily over the past six years. Sales tax revenues have tripled during the measurement period. This trend is considered very favorable. Goodyear’s business activity has benefited from the economic expansion, and high consumer confidence. In addition, median household income has increased over the measurement period and directly supports the increase in sales tax revenue. The City increased the contracting activities tax from 2% to 3.5% January 1, 2005. Sales Tax Revenues $35,000,000 $31,618,055 $30,000,000 $25,000,000 $20,000,000 $17,627,820 $15,854,000 $14,531,875 $15,000,000 $12,305,080 $10,469,927 $10,000,000 $5,000,000 $FY 00-01 FY 01-02 FY 02-03 186 FY 03-04 FY 04-05 FY 05-06 Property Value Description Property value is important because property tax is one of the City’s largest revenue sources. With Goodyear maintaining a relatively stable tax rate, the higher the aggregate property value, the higher the revenue that will be generated. The net assessed value is used as an indicator of the City’s aggregate property value on which the property tax rate is applied to compute City property tax revenue. Analysis Assessed valuation is increasing which is a good indicator of the community’s economic well-being and revenue base. Assessed property values more than doubled during the measurement period. Property values are expected to grow by 16 percent in 2006/07, based on continued residential and commercial growth. Net Assessed Valuation (NAV) $600,000,000 $494,913,013 $500,000,000 $391,377,371 $400,000,000 $327,191,619 $300,000,000 $264,638,241 $222,388,265 $200,000,000 $174,404,952 $100,000,000 $FY 01-02 FY 02-03 FY 03-04 187 FY 04-05 FY 05-06 FY 06-07 Operating Revenue Per Capita Description Per capita operating revenue shows how operating revenue is changing relative to changes in the level of population. As population increases, it might be expected that the need for services would increase proportionately and, therefore, the level of per capita revenue should remain at least constant in real terms. If per capita revenue is decreasing, it would be expected that the City would be unable to maintain existing service levels unless it were to find to find new revenue sources or ways to save money. This reasoning assumes that the cost of services is directly related to population level. Analysis The net constant dollar revenue per capita (revenue/deflated/capita) has decreased 5 percent over the measurement period. In addition, during this same time period, service demands have increased, indicating more effective resource utilization. Revenues per capita are expected to increase slightly in 2006/07. Operating Revenues/Deflated/Capita $1,450 $1,390 $1,400 $1,350 $1,338 $1,300 $1,264 $1,250 $1,220 $1,188 $1,200 $1,197 $1,150 $1,100 $1,050 FY 01-02 FY 02-03 FY 03-04 188 FY 04-05 FY 05-06 FY 06-07 Property Tax Revenue Description Property tax revenue is an important source to consider individually because it comprises the General Fund’s third largest single revenue source next to the City sales tax revenue, and zoning & building fees. The primary component of property tax is for maintenance and operations of the City and is solely dedicated to Public Safety. The secondary component is restricted for voter approved debt service payments. Analysis Property tax revenue has increased 124% over the study period, slightly more than the 112% increase in population. Goodyear’s tax levies are estimated to decrease slightly in 2005/06 premised upon increased assessed value forecasts from the County Assessor. Based on continued residential and commercial growth, property tax revenue should increase in the coming year with assessed property values expected to grow by 18 percent. Property Tax Levies (Tl) $8,000,000 $7,515,711 $7,000,000 $6,053,637 $6,017,640 FY 04-05 FY 05-06 $6,000,000 $5,079,777 $5,000,000 $4,304,906 $4,000,000 $3,205,524 $3,000,000 $2,000,000 $1,000,000 $FY 01-02 FY 02-03 FY 03-04 189 FY 06-07 Operating Expenditures Per Capita Description Per capita operating expenditures reflect changes in operating expenditures relative to changes in population. Increasing per capita expenditures can indicate the cost of providing services is outstripping the City’s ability to pay, especially if spending is increasing faster than the City’s property, sales or other relevant tax base. If the increase in spending is greater than would be expected from continued inflation and cannot be explained by the addition of new services, it can be an indicator of declining productivity. Analysis Expenditures per capita have declined 4% over the measurement period. In addition, during this same time period, service demands have increased, indicating more effective resource utilization. Increases are due to the addition of new facilities, new services, increased permitting and inspection activity, awarding of several new grants to the City and debt service for voter approved bonds. Operating Expenditures/Deflated/Capita $1,350 $1,303 $1,301 $1,300 $1,260 $1,250 $1,200 $1,182 $1,176 $1,169 $1,150 $1,100 FY 01-02 FY 02-03 FY 03-04 190 FY 04-05 FY 05-06 FY 06-07 Employees Per Capita Description Personnel costs are a major portion of the City’s operating budget. Plotting changes in the number of employees to population is a way to measure changes in expenditures. An increase in employees to population may indicate that expenditures are rising faster than revenues, and that the City is becoming more labor intensive, or that productivity is declining. A decrease in employees to population may indicate that productivity is increasing, and/or that municipal service levels maybe declining. Analysis Full Time Employees (FTE) include all authorized, benefited positions. The FTE ratio per 1,000 citizens has declined 3% over the measurement period. This could indicate that levels of employee productivity are good, and the City is not becoming more labor intensive. With the addition of 61 new positions, the three year decline will reverse and the ratio will increase 8% in FY 05-06. Major investments in facilities from the CIP, and new Programs require additional positions, in addition to the population increases. Fulltime Positions/1000Capita 10.60 10.40 10.34 10.20 9.95 10.00 9.77 9.80 9.55 9.60 9.40 9.28 9.21 9.20 9.00 8.80 8.60 FY 01-02 FY 02-03 FY 03-04 191 FY 04-05 FY 05-06 FY 06-07 Debt Service As A Per Cent Of Assessed Valuation Description Debt Service is the annual principal and interest payments that the City has incurred for the addition of needed infrastructure. Debt service includes all payments for debt the City has issued including General Obligation Bonds, Revenue Bonds, and Excise Tax Pledged Bonds. It does not include debt of overlapping jurisdictions (school districts, CFDs, and County). The assessed value is the most generally available measure of community wealth. The concern is that long-term debt should not exceed the City’s resources for paying the debt. Analysis Long-term debt as a percent of assessed valuation over the measurement period has decreased from a high of 2.10% to 1.68%, a 20% decline. The debt burden is expected to meet the needs of a growing city. In addition, median household income has increased over the measurement period and is an indicator of the community’s ability to pay for the required debt. Debt Service as a % of NAV $0.03 1.96% $0.02 1.76% 1.68% 1.57% 1.55% $0.02 1.32% $0.01 $0.01 $FY 01-02 FY 02-03 FY 03-04 192 FY 04-05 FY 05-06 FY 06-07 Document Glossary The City of Goodyear’s Annual Budget is structured to be understandable and meaningful to both the general public and the organization. This glossary is provided to assist those unfamiliar with budgeting terms and a few terms specific to the City of Goodyear financial planning process. ACTUAL VS. BUDGETED Difference between what was projected (budgeted) in revenues or expenditures at the beginning of the fiscal year and the actual receipts or expenses which are incurred by the end of the year. ACCRUAL BASIS OF ACCOUNTING Revenues recognized when earned regardless of when actual expenses are incurred ALTERNATIVE LOCAL EXPENDITURE LIMITATION If the funding needs of the City are greater than the State imposed expenditure limit, the following options are available. All four options are subject to voter approval: 1. Local home rule (alternative expenditure) limitation 2. Permanent base adjustment 3. Capital projects accumulation fund 4. One-time override APPROPRIATION An authorization made by the City Council which permits the City to incur obligations and to make expenditures of resources. ASSESSED VALUATION A valuation established upon real estate or other property by the County Assessor and the State as a basis for levying taxes. BUDGETING PROCESS Steps by which governments create and approve a budget. Goodyear’s budgeting process is demonstrated in the format of a calendar. BUILDING PERMIT A document authorizing the holder to construct a building of a particular kind on a particular lot issued by the municipality CAPITAL BUDGET The appropriation of bonds or operating revenue for improvements to city facilities including buildings, streets, water and sewer lines, and parks. CAPITAL FUND (SEE REVENUE FUNDS) 193 CAPITAL OUTLAY Fixed assets which have a value of $5,000 or more and have a useful economic life of more than one year. CIP (CAPITAL IMPROVEMENT PLAN) A long-range study & plan of financial wants, needs, expected revenues and policy intentions. COMMUNITY FACILITIES DISTRICTS (CFD) CFDs are special purpose public improvement districts. By utilizing a variety of public funding options such as bonds, special assessments, taxes and user fees, CFDs provide a mechanism to finance public infrastructure, the operation and maintenance of public infrastructure, and enhanced municipal services in qualifying areas. CONTINGENCY FUND A budgetary reserve set aside for emergency or unanticipated expenses and/or revenue shortfalls. The City Council must approve all contingency expenditures. CONTRACTUAL SERVICES Services such as rentals, insurance, maintenance, etc. that are purchased by the City. DEBT SERVICE The cost of paying principal and interest on borrowed money according to a predetermined payment schedule. DEBT SERVICE FUND (SEE REVENUE FUNDS) DEPARTMENT The basic organizational unit of government which is functionally unique in its delivery of services. DEPRECIATION Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy or obsolescence. DEVELOPMENT-RELATED FEES Those fees and charges generated by building, development and growth in a community. Included are building and street permits, development review fees, and zoning, platting and subdivision fees. DIVISION An organized unit within a department. 194 ENCUMBRANCE The commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for a specified future expenditure. ENTERPRISE FUND (SEE REVENUE FUNDS) EXPENDITURE LIMITATION The Arizona State Legislature imposed a constitutional amendment which limits the annual expenditures of all municipalities. The limit is set by the Economic Estimates Commission based on population growth and inflation. EXPENDITURE/EXPENSE This term refers to the outflow of funds paid for an asset obtained, or goods and services obtained. FEES Fees are charges for specific services. FISCAL POLICY A government’s policies with respect to revenues, spending, and debt management as these relate to government services, programs and capital investment. Fiscal policy provides an agreed-upon set of principles for the planning and programming of government budgets and their funding. FISCAL YEAR A twelve-month period designated as the operating year for accounting and budgeting purposes in an organization. The City of Goodyear has specified July 1 to June 30 as its fiscal year. FUND A set of interrelated accounts to record revenues and expenditures associated with a specific purpose. Eight commonly used fund types in public accounting are the general fund, specific revenue funds, debt service funds, capital project funds, enterprise funds, trust and agency funds, internal service funds, and special assessment funds. FUND BALANCE Fund balance is the excess of assets over liabilities and reserves and is therefore known as surplus funds. FUND SUMMARY A fund summary, as reflected in the budget document, is a combined statement of revenues, expenditures, and changes in fund balance for the prior year’s actual, adopted, and estimated budgets, and the current years adopted budgets. 195 GAAP (GENERAL ACCEPTED ACCOUNTING PRINCIPLES) A standard established by the Accounting Practices Board of the American Institute of Certified Public Accountants. These rules, conventions, and procedures define accepted accounting practices. GENERAL FUND (SEE REVENUE FUNDS) GOVERNMENT FINANCE OFFICERS ASSOCIATION (GFOA) BUDGET PRESENTATION AWARD The GFOA Budget Presentation Awards Program is an international awards program for governmental budgeting. Its purpose is to encourage exemplary budgeting practices and to provide peer recognition for government finance officers preparing budget documents. Award criteria includes coverage of four areas of interest: policy orientation, financial planning, operational focus and effective communications. GRANT Contribution by a government or other organization to support a particular function. Grants may be classified as either operational or capital, depending upon the grantee. HIGHWAY USER REVENUE FUND This revenue source consists of state taxes collected on gasoline, vehicle licenses and a number of other additional transportation related fees. These funds must be used for street and highway purposes. IMPROVEMENT DISTRICTS Improvement districts are formed consisting of property owners desiring improvements to their property. Bonds are issued to finance these improvements, which are repaid by assessments on affected property. Improvement District debt is paid for by a compulsory levy (special assessment) made against certain properties to defray all or part of the cost of a specific capital improvement or service deemed to benefit primarily those properties. INFRASTRUCTURE Facilities on which the continuance and growth of a community depend such as roads, water lines, sewers, public buildings, parks, airports, et cetera. INTERNAL SERVICE FUND (SEE REVENUE FUNDS) MODIFIED ACRUALL METHOD OF ACCOUNTING Based on revenues being recognized in the period when they become available and measurable (known). To be used to pay expenditures are incurred, regardless of when the receipt or payment of cash takes place. ONE-TIME PROJECTS (EXPENDITURES) These projects (expenditures) are approved for the current budget year and will not be available or carry over into the next fiscal year. 196 OPERATING BUDGET The operating budget is the plan for current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing, acquisition, spending, and service delivery activities of a government are controlled. The use of annual operating budgets is required by law in Arizona. ORDINANCE An ordinance is a formal legislative enactment by the governing body of a municipality. If it is not in conflict with any higher form of law, such as a state statute or a constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies. PAY-AS-YOU-GO CAPITAL IMPROVEMENT PROJECTS Pay-as-you-go capital improvement projects are capital projects whose funding source is derived from City revenue sources other than through the sale of voterapproved bonds. PRIMARY PROPERTY TAX Primary property taxes are levied for the purpose of funding general government operations. Annual increases are limited to 2% of the previous year’s maximum allowable primary property tax levy plus allowances for new construction and annexation of new property and tort litigation settlements. PROPERTY TAX Property tax is based according to value of property and is used as the source of moneys to pay general obligation debt (secondary property tax) and to support the general fund (primary property tax). PROPRIETARY FUNDS Funds that focus on the determination of operating income, changes in net assets (or cost recovery), financial position, and cash flows. There are two different types of proprietary funds: enterprise funds and internal service funds. See these two definitions under revenue funds. RESERVE Reserve is an account which records a portion of the fund balance which must be segregated for some future use and which is, therefore, not available for further appropriation or expenditure. 197 REVENUE FUNDS Income collected by municipalities for public use. GENERAL FUND - The largest fund within the City, the General Fund accounts for most of the financial resources of the government that are not accounted for in other funds. General fund revenues include primary property taxes, licenses and permits, local taxes, and service charges. General fund services include police, fire, finance, information systems, administration, courts, attorneys, and parks and recreation. ENTERPRISE FUND - A governmental accounting fund in which the services provided, such as water or sewer or sanitation, are financed and operated similarly to those of a private business. The rate schedules for those services are established to ensure that user revenues are adequate to meet necessary expenditures. TRUST FUND - A trust fund consists of resources received and held by the government unit as trustee, to be expended or invested in accordance with the conditions of the trust. SPECIAL ASSESSMENT FUND - A compulsory levy made against certain properties to defray all or part of the cost of a specific capital improvement or service deemed to benefit primarily those properties. DEBT SERVICE FUND - Fund established for the cash required over a given period for the repayment of interest and principal on a debt. CAPITAL FUND - Fund used to accumulate the revenues and expenditures for the acquisition or repair and replacement of the capital assets in a municipality. In general, capital assets refer to buildings, equipment, infrastructure, arenas, trucks, graders, roads, water/sewer systems and the like. INTERNAL SERVICE FUND - Finance and account for the operations of agencies that provide services to other agencies, institutions, or other governmental units on a costreimbursed basis. SALES TAX Tax based on a percentage of the selling price of goods and services. State and local governments assess sales tax and decide what percentage to charge. The retail buyer pays the sales tax to the retailer, who passes it on to the sales tax collection agency of the government. 198 SECONDARY PROPERTY TAX Secondary property taxes are levied for the purpose of funding the principal, interest, and redemption charges on general obligation bonds of the City. The amount of this tax is determined by the annual debt service requirements on the City’s general obligation bonds. SPECIAL ASSESSMENT FUND (SEE REVENUE FUNDS) STATE-SHARED REVENUES Revenues including state income tax, sales tax, and motor vehicle registration fees. In accordance with longstanding agreements, these revenues are collected by the State of Arizona and distributed to cities and towns on a population-based formula. The State also allocates a portion of gas tax revenues and lottery proceeds to cities which is used to fund city road & transportation projects. STEWARDSHIP OF RESOURCES In general, stewardship is responsibility for taking good care of resources. TAX LEVY The total amount to be raised by general property taxes for purposes specified in the Tax Levy Ordinance. TAX RATE The tax rate is the amount of tax levied for each $100 of assessed valuation. TAXES Taxes are compulsory charges levied by a government for the purpose of financing services performed for common benefit. This term does not include specific charges made against particular persons or property for current or permanent benefits such as special assessments. Neither does the term include charges for services rendered only to those paying such charges, such as water service. TRANSFERS Transfers are the authorized exchanges of cash or other resources between funds. TRUST FUND (SEE REVENUE FUNDS) USER CHARGES The payment of a fee for direct receipt of a public service by the party who benefits from the service. WASTEWATER RECLAMATION It is a process by which water used in houses and businesses goes down the drain and becomes wastewater, which is then cleaned using biological and chemical processes so the water can be returned to the environment safely to augment the natural systems from which they came. 199 Community Characteristics The City of Goodyear, encompassing an area of approximately 123 square miles, is situated in central Maricopa County. The City is located approximately 16 miles west of downtown Phoenix, adjacent to the communities of Avondale, Litchfield Park and Buckeye. Phoenix is Arizona's major economic, political and population center. Goodyear was established in 1916 when the Goodyear Tire and Rubber Company purchased approximately 20,000 acres of undeveloped desert land in the Salt River Valley for the production of Pima cotton to be used in the manufacture of a new tire cord. In 1942, the original town site was moved to its present location and in 1946 it was formally incorporated. The City elevation is approximately 1,000 feet above sea level, with average maximum and minimum temperatures of 87.3 degrees and 53.0 degrees, respectively. Average annual rainfall is 7.5 inches. Mild winters, warm summers and low humidity allow a year-round growing season for the outlying farmlands. Government and Organization The City adopted the charter form of government in a special election in February, 1988. This election was approved by the Governor of the State of Arizona in April 1988. The City operates under a council-manager form of government and provides the following services authorized by its charter: public safety (police and fire), highways and streets, sanitation, public improvements, planning and zoning and general administrative services. Six council members and a mayor are elected at large on a non-partisan ballot. Council members serve four-year staggered terms, and the mayor serves a four-year term. Population The City has grown from 2,765 people in 1980 to over 49,714 in 2006; with an annual growth rate of 16.5% for the past 6 years and 13.9% for the past 16 years. This is anticipated through the year 2010. Transportation Both Interstate 10 and County Highway 85 traverse the City. Highway 85 provides a primary connection between Phoenix and San Diego while Interstate 10 is the main route to Los Angeles from Phoenix. Interstate 10 connects the City to Central Phoenix, and Loop 303 connects it to the Northwest Valley. In addition to Loop 303, the alignment for Route 801 (aka the I-10 Reliever) is being studied and will run parallel to I-10. The main line of the Union Pacific Railroad passes through the employment area of the community. The Phoenix-Goodyear Municipal Airport, located within the City, provides services for general aviation aircraft and commercial airline avionics service. National, regional and local air service is available at Phoenix Sky Harbor International Airport, 25 minutes east of the City. 200 Retail/Hospitality • Sales tax revenues for calendar year 2004 for wholesale/retail trade, restaurants/bars, and lodging increased by $1,810,000 over calendar year 2003, which represents a 21% increase. • The Residence Inn by Marriott opened in December catering to guests who are staying for longer-than-average visits. It focuses on five-day stays and longer, thereby adding an additional element to the City for travelers. • The following retail and service stores opened this past fiscal year: Maytag Golden Corral Buffet King Eggroll AutoZone National Bank Desert School Credit Walmart Neighborhood Fantastic Sams Teaching Stuff JC Penneys Eatsa Pizza McGrath’s Fish House Walgreens Pay N Save Metropolitan Mattress TIO Art’s Extra Innings Backyard Super Store Walmart Supercenter 99 Cent Store Lifetime Fitness Ichi Ban Chase Bank Buffalo Wild Wings Nation Wide Vision ICI Paints State Farm Insurance INDUSTRIAL/MANUFACTURING EMPLOYERS: 800 750 562 500 475 350 135 120 120 100 100 80 50 65 60 58 50 49 47 32 28 28 26 Lockheed Martin - Arizona Perryville (AZDo-Corrections) Rudolfo Brothers McLane Distributing Cavco West Valley Hospital Lufthansa Airline Training Center Kysor Panel Snyder’s of Hanover Poore Brothers, Inc. Sunfresh Farms Adapto AerCap Arizona Galvanizing BioFlora/Global Organics DelMonte Fresh Produce Simpson-Norton Imsamet of Arizona Oxford Aviation Lorts Manufacturing Southwest Specialty Food Ladder Industries Keogh Engineering Defense Systems, Aerospace Correctional Facility Plastering, Masonry, Framing Grocery Distributor Modular Homes Healthcare Services Intn’l Commercial Pilot Training Commercial Refrigerators Pretzels, Snack Foods Potato Chips, Snack Foods Agriculture and Food Processing Precision Machining, Air Bag Aviation Maintenance Commercial Steel Galvanizing Organic Fertilizer Manufacturing Fresh Fruit/Vegetable Merchant Wholesaler Turf Maint. Equipment, Irrigation Systems Remediation Services, Aluminum Mining Flight Training Education Manufacturing, Home Furnishings Sauces and Salsas Manufacturing, Architectural Metal Work Advanced Business Services, Engineering 201 Redevelopment • The City of Goodyear Redevelopment Plan was adopted by Council in January, 2005 establishing the boundaries for a targeted revitalization effort inclusive of the oldest areas of the City. • The Litchfield Corridor Redevelopment Task Force was formed in April, 2005 in order to focus on revitalization strategies for this key commercial corridor. The Task Force will create a Vision and Action Plan for the Litchfield Corridor. MAJOR RETAIL & HOSPITALITY EMPLOYERS: 400 100 210 160 155 150 125 120 100 100 85 80 75 75 68 68 60 60 60 50 50 Wal-Mart Supercenter Wal-Mart Neighborhood Market Safeway (2 locations) Target Lowe’s Home Improvement JC Penney Pebble Creek Cracker Barrel Best Buy Fry’s Food & Drugs Holiday Inn Express Applebee’s Macaroni Grill Macayo's On the Border T.G.I. Friday’s Estrella Mountain Ranch Golf Black Angus Chili’s Bill Johnson's Big Apple Best Western Department Store Grocer Grocer Department Store Building Materials Department Store Resort Community Restaurant & store Electronics Grocer Hotel Restaurant Restaurant Restaurant Restaurant Restaurant Recreation Restaurant Restaurant Restaurant Motel/Restaurant/Lounge 202 AREA CLUBS & ORGANIZATIONS The American Cancer Society 623-224-0880 American Legion Post #61 623-932-4960 Agua Fria Union School Key Club 623-932-4250 Agua Fria Union School FFA 623-932-4250 Agua Fria Union School ROTC 623-932-4250 Avondale Moose Lodge #2078 623-932-4022 Eastern Star 623-935-3460 Estrella Rotary Club 623-935-3888 Estrella Toastmaster Club 623-386-0106 Goodyear/Avondale Lions Club 623-877-8793 Litchfield Kiwanis Club 623-935-2249 Girl Scouts 623-932-0163 Boy Scouts 623-955-7747 Soroptomist Club 623-876-5940 Southwest Volunteer Services 623-925-6601 Tri-City West Boys & Girls Club 623-932-1154 VFW Post 10308 623-932-9052 West Valley Artists 623-877-9113 West Valley Arts Council 623-935-6384 White Tanks Rotary Club 623-877-0667 YMCA – 2919 N. Litchfield Rd 623-935-5193 AREA BANKS Bank of America Estrella & Van Buren 800-432-1000 Chase Bank 1370 N. Litchfield Rd 623-589-3757 Stearns Bank 14122 W McDowell 623-547-0101 Wells Fargo Bank 600 E Van Buren St. 623-528-7307 Wells Fargo Bank 14139 W. Indian School Bypass 623-935-1274 M & I Bank 2828 N. Litchfield Rd 623-547-4500 National Bank of Arizona 250 N Litchfield Rd 623-882-1354 Washington Federal 623-535-0057 1744 N Litchfield Rd 203 AREA GOLF COURSES Estrella Mountain Estrella Pkwy Vineyard 623-932-3714 Palm Valley 2211 N. Litchfield Road 623-935-2500 Pebble Creek 3639 Clubhouse Drive 623-935-6750 Wigwam 451 N. Litchfield Rd., Ltchfld Pk 623-935-9414 Falcon 15151 W. Camelback Road 623-935-7800 Falcon Dunes Luke Air Force Base, Glndl. 623-535-8355 Estrella Mtn Ranch 11800 Golf Club Drive 623-386-2600 PUBLIC SCHOOLS Agua Fria Union High 530 East Riley Drive Avondale, AZ 85323 623-932-4250 Estrella Mtn Comm College Thomas & Dysart Road Avondale, AZ 85323 623-935-8000 Avondale Elem. Dist. Office 235 West Western Ave Avondale, AZ 85338 623-932-3051 Estrella Mtn Elem School 10963 South San Miguel Goodyear, AZ 85338 623-386-3515 Buckeye Union High District Office 902 East Eason Ave Buckeye, AZ 85326 623-386-4423 Litchfield Elem School District Office 553 Plaza Circle Litchfield Park, AZ 85340 623-935-0000 Palm Valley Elem. School 2801 N. 135th Ave Goodyear, AZ 623-935-0050 Western Sky Middle School 4095 N. 144th Ave Goodyear, AZ 85338 623-935-0060 Wildflower Ranch Elem. School 325 South Wildflower Drive Goodyear, AZ 85338 623-932-0810 Millennium High School 14802 W. Wigwam Blvd. Goodyear, AZ 85338 623-932-7301 St. John Vianney Elementary 539 La Pasada Goodyear, AZ 85338 623-932-3313 Estrella Foothills High School 13033 S. Estrella Pkwy Goodyear, AZ 85338 623-327-2403 Pioneer Elementary School 540 E. La Pasada Goodyear, AZ 85338 623-772-4300 Desert Thunder Elementary 16750 W. Garfield Ave Goodyear, AZ 85338 623-772-4700 Desert Edge High School 15778 W. Yuma Rd Goodyear, AZ 85338 623-932-7500 Westar Elementary School 1777 W. Westar Dr Goodyear, AZ 85338 623-327-2840 204 City Of Goodyear Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2006-2007 FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2005-06* ESTIMATED EXPENDITURES/ EXPENSES 2005-06** DIRECT PROPERTY TAX REVENUES 2006-07 ESTIMATED FUND BALANCE 7-1-06** ESTIMATED REVENUES OTHER THAN PROPERTY TAXES 2006-07 OTHER FINANCING 2006-07 SOURCES INTERFUND TRANSFERS 2006-07 IN TOTAL FINANCIAL RESOURCES AVAILABLE 2006-07 BUDGETED EXPENDITURES/ EXPENSES 2006-07 Primary: 1. General Fund $ 63,546,683 $ 41,084,500 $ 38,177,151 $ 2. Special Revenue Funds 4,963,382 5,102,989 0 3. Debt Service Funds Available 3,658,675 3,044,108 123,863 3,561,044 $ 52,761,910 $ $ $ 5,019,594 3,954,667 659,082 $ (6,934,871) $ 3,926,990 0 88,224,316 $ 79,920,832 8,946,584 8,946,584 4,078,530 3,651,161 4. Less: Designation for Future Debt Retirement 123,863 5. Total Debt Service Funds 6. Capital Projects Funds 7. Enterprise Funds Available 3,658,675 3,044,108 131,406,180 25,431,124 20,080,703 16,447,203 123,863 3,954,667 0 3,954,667 3,651,161 44,385,346 381,774,582 426,159,928 365,333,658 10,894,607 18,576,991 31,820,397 22,700,839 0 0 10,894,607 18,576,991 3,007,881 (659,082) 8. Less: Designation for Future Debt Retirement 9. Total Enterprise Funds 20,080,703 16,447,203 0 0 0 3,007,881 (659,082) 31,820,397 10. Permanent Funds 0 11. Internal Service Funds 0 12. TOTAL ALL FUNDS $ 223,655,623 $ 91,109,924 $ 93,457,104 $ 7,515,711 $ 458,133,077 $ 0 $ $ 223,655,623 $ 480,553,074 223,655,623 480,553,074 EXPENDITURE LIMITATION COMPARISON FY 05-06 1. Budgeted expenditures/expenses 0 $ FY 06-07 2. Add/subtract: estimated net reconciling items 3. Budgeted expenditures/expenses adjusted for reconciling items 4. Less: estimated exclusions 318,651,871 5. Amount subject to the expenditure limitation $ 223,655,623 $ 161,901,203 6. EEC or voter-approved alternative expenditure limitation $ 153,339,963 $ 166,716,195 * Includes Expenditure/Expense Adjustments Approved in 2005-06 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. 205 7,593,953 $ (7,593,953) $ 559,105,892 $ 22,700,839 1,267,665 480,553,074 City Of Goodyear Summary Of Tax Levy and Tax Rate Information For Fiscal Year FY 06-07 FY 05-06 Fiscal Year 1. 2. 3. 4. Maximum allowable primary property tax levy. A.R.S. 42-17051(A). $ Amount received from primary property taxation in FY 04-05 in excess of the sum of that year's maximum allowable primary property tax levy. A.R.S. 42-17102(A)(18). $ 4,249,230 FY 06-07 Fiscal Year $ 5,088,997 - Property tax levy amounts A. Primary property taxes B. Secondary property taxes $ $ 2,973,532 3,044,108 $ $ 3,864,550 3,651,161 C. Total property tax levy amounts $ 6,017,640 $ 7,515,711 $ $ $ 2,973,532 2,973,532 $ $ $ 3,044,108 3,044,108 $ 6,017,640 $ $ $ 0.8222 0.7778 1.6000 $ $ $ 0.8623 0.7377 1.6000 Estimated property taxes collected A. Primary property taxes (1) FY 05-06 levy (2) Prior year's levy (3) Total primary property taxes B. Secondary property taxes (1) FY 05-06 levy (2) Prior year's levy (3) Total secondary property taxes C. Estimated total property taxes collected 5. Property tax rates A. City tax rate (1) Primary property tax rate (2) Secondary property tax rate (3) Total City property tax rate B. Special assessment district tax rates Secondary property tax rates - As of the date the proposed budget was prepared, ten (10) Community Facilities Districts for which property taxes are levied were formed and leving property taxes in the City. For information pertaining to these Special assessment districts and their tax rates, please contact the City. 206 City Of Goodyear Summary by Fund of Revenues Other Than Property Taxes For Fiscal Year FY 06-07 Sources General Fund: Local Taxes State Shared Revenues Building & Zoning Fees Court Revenues Miscellaneous Revenues Total General Fund Special Revenue Funds State Gasoline Tax Lottery Revenue Miscellaneous Revenues Grants - Non-CIP Total Special Revenue Funds Enterprise Funds: Water Fees Sewer Fees Sanitation Fees Total Enterprise Funds Capital Improvement Project Funds: CIP/Capital Revenues City Sales Tax Other Capital Revenue CMAQ Funds Bond & Loan Funds Non-Utility Development Fees Utility Development Fees Total CIP Funds Total All Funds Budget FY 05-06 Estimated FY 05-06 Budget FY 06-07 25,312,998 4,656,641 9,200,000 325,000 500,000 24,958,526 4,656,641 13,261,109 457,414 2,101,188 23,257,910 7,800,000 13,261,109 503,155 7,939,736 39,994,639 45,434,878 52,761,910 1,423,253 177,956 1,418,250 358,208 1,630,988 411,939 37,267 2,939,400 1,601,209 1,776,458 5,019,594 5,605,000 4,566,000 3,364,410 6,295,435 4,827,257 3,248,985 8,268,965 6,095,362 4,212,664 13,535,410 14,371,677 18,576,991 88,757,565 48,257,565 8,247,112 4,993,994 8,247,112 5,493,994 12,575,553 64,446,883 2,547,678 289,000,000 6,422,223 6,782,245 101,998,671 61,998,671 381,774,582 157,129,929 123,581,684 458,133,077 207 For Fiscal Year FY 06-07 Other Financing Sources Uses Fund General Fund Highway User Fund Debt Service Fund - Total General Fund Capital Improvement Project Funds 289,000,000 229,000,000 Enterprise Funds Total All Funds 289,000,000 208 229,000,000 Interfund Transfers In Out 659,082 3,926,990 6,934,871 4,586,072 6,934,871 - - 3,007,881 659,082 7,593,953 7,593,953 City Of Goodyear Summary by Department of Expenditures Within Each Fund For Fiscal Year FY 06-07 Adopted Budget FY 05-06 Departments 1110-Mayor & Council 1200-City Clerk 1300-City Manager 1310-Administrative Services (City Manager's Office) 1410-City Attorney 1500-Community Services 1600-Finance 1700-Information & Technology 1800-Human Resources 2100-Police 2200-Fire 2310-Municipal Court 2410-City Prosecutor 3110-Deputy City Manager (City Manager's Office) 3210-Economic Development 3300-Community Development 3400-Engineering (formerly part of CD) 4010-Public Works/Administration 4110-Public Works/Fleet Services 4210-Public Works/Building Services 4310-Public Works/Parks 4420-Public Works/Recreation & Aquatics 9510-Contingency General Fund 566,908 1,079,576 513,219 511,258 637,373 1,146,889 2,093,410 2,736,276 1,829,226 9,781,350 7,271,988 707,032 254,422 756,074 2,653,612 5,073,690 Approved Budget Adjustments FY 05-06 147,935 (868,317) 720,382 1,039,697 560,797 1,783,714 2,332,024 734,712 19,483,436 63,546,683 0 Estimated Expenditures FY 05-06 Adopted Budget FY 06-07 566,908 1,079,576 513,219 511,258 637,373 1,294,824 2,093,410 1,867,959 1,829,226 9,781,350 7,992,370 707,032 254,422 756,074 2,653,612 5,073,690 1,039,697 560,797 1,783,714 2,332,024 734,712 19,483,436 812,262 937,480 3,051,850 623,596 1,347,820 9,956,855 3,058,991 2,294,687 13,062,720 11,579,986 812,034 413,427 2,697,111 3,361,254 4,223,858 1,236,105 2,685,361 3,819,920 1,049,680 15,000,000 63,546,683 82,024,997 HURF Fund 4,963,382 4,963,382 6,842,419 Debt Service Fund 3,069,067 3,069,067 3,651,161 Water & Sewer Fund Sanitation Fund 17,087,878 2,992,825 17,731,399 2,349,304 17,602,242 5,098,597 Enterprise Funds 20,080,703 20,080,703 22,700,839 CIP Funds 131,406,180 131,406,180 365,333,658 Total All Funds 223,066,015 223,066,015 480,553,074 Internal Service Fund - 4110 PW/Fleet Services 643,521 (643,521) 0 1,267,665 209 City of Goodyear Budget and Research Office 250 N. Litchfield Road Ste. 100 Goodyear, AZ 85338 (623) 882-7055