CITY OF GOODYEAR ANNUAL BUDGET 2010 CITY OF GOODYEAR, ARIZONA FY 2009-10 ANNUAL BUDGET TABLE OF CONTENTS Introduction Mayor and Council ............................................................................................................. 1 City Manager’s Budget Message ......................................................................................... 6 Mayor & City Organization Chart ....................................................................................... 9 Senior Management Staff ................................................................................................... 10 City Strategic Plan and Goals ............................................................................................. 11 Community Characteristics ................................................................................................ 12 Financial Plan Financial Policies .............................................................................................................. 29 Financial Policies and Planning .......................................................................................... 32 Budget Summary Budget Process .................................................................................................................. 39 Budget Summary ............................................................................................................... 41 Departmental Budgets Mayor & Council ................................................................................................................ 47 City Clerk .......................................................................................................................... 50 City Manager ..................................................................................................................... 54 Legal Services .................................................................................................................... 62 Finance.............................................................................................................................. 68 Information Technology Services ........................................................................................ 81 Human Resources .............................................................................................................. 88 Police Department ............................................................................................................. 96 Fire ................................................................................................................................... 107 Municipal Court ................................................................................................................. 120 Economic Development ...................................................................................................... 123 Community Development ................................................................................................... 127 Engineering ....................................................................................................................... 135 Parks ................................................................................................................................. 143 Public Works & Water Resources ........................................................................................ 151 Public Works Admin ..................................................................................................... 152 Fleet Services ......................................................................................................... 153 Facilities Management ............................................................................................ 155 Streets Division ...................................................................................................... 158 Sanitation .............................................................................................................. 162 Water Resources Admin ............................................................................................... 164 Water ..................................................................................................................... 165 -Wastewater ........................................................................................................... 173 TABLE OF CONTENTS CITY OF GOODYEAR ANNUAL BUDGET 2010 Capital Improvement Plan (CIP) CIP Summary ..................................................................................................................... 183 Five-year CIP...................................................................................................................... 184 Revenue Sources ................................................................................................................ 185 Expenditures by Types ....................................................................................................... 187 FT 09-10 CIP Projects ......................................................................................................... 188 CIP Impact on Operating Budgets ....................................................................................... 192 Project Description by Type ............................................................................................... 195 Budget Schedules Schedule Schedule Schedule Schedule Schedule Schedule Schedule Schedule Schedule Schedule Schedule Schedule Schedule Schedule 1 2 3 4 5 5a 6 7 8 9 A B C D Schedule E Schedule F Sources & Uses ............................................................................................ 219 All Funds Revenue ....................................................................................... 220 Operating Funds Expenditure ...................................................................... 226 Debt Service ................................................................................................ 234 Full Time Authorized Positions..................................................................... 236 Five Year History full Time Authorized Positions .......................................... 242 Fund Transfers ........................................................................................... 243 Property Taxes ............................................................................................ 244 Debt Capacity Analysis................................................................................ 245 FY 09-10 CIP Projects .................................................................................. 246 Summary Schedule of Estimated Revenues and Expenditures/Expenses ........ 247 Summary of Tax Levy and Tax Rate Information ......................................... 248 Summary by Fund Type of Revenues Other Than Property Taxes ................. 249 Summary by Fund Type of Other Finaqncing, Sources/Uses and Interfund Transfers FY 2010 ...................................................................................... 252 Summary by Department of Expenditures/Expenses Within Each Fund Type FY 2010 ............................................................................. 253 Summary by Department of Expenditures/Expenses .................................... 255 Appendix Council Resolution ............................................................................................................. Demographics ................................................................................................................... Glossary ............................................................................................................................ Acronyms .......................................................................................................................... TABLE OF CONTENTS 259 261 270 276 CITY OF GOODYEAR ANNUAL BUDGET 2010 READER’S GUIDE TO THE CITY OF GOODYEAR’S BUDGET This guide is intended to assist readers in finding information from the City of Goodyear’s FY 2009-2010 Annual Budget Book. • Introductory Section - Located just after the table of contents, this section includes the City Manager’s budget message and an organizational chart for the City. Here you will also find an introduction to the Mayor and Council and the City Council‘s Mission Statement, Values, and Vision. Strategic Plans and Goals are lastly followed by the characteristics of the community. • Financial Plan - This section is comprised of the financial policies and planning which also includes budgeted expenditures and revenues by type. Financial policies established by the City are also included. • Budget Summary – Provided here is the Budget Calendar and a brief summary of the FY 10 budget which also includes any staffing changes. • Departmental Budgets – This section is an overview of Departmental and Divisional Mission Statements, Goals and Objectives, Expenditure Summaries, and Authorized Personnel. • Capital Improvement Program – Included in this section are the CIP funding sources, projects by description with estimates for the associated operating impacts of each capital project. • Budget Schedules – All detailed schedules of revenues, expenditures, inter-fund transfers, property taxes, debt services, financial indicators, trends, and CIP. • Appendix – This section includes a glossary of terms, a demographic profile, and the Goodyear City Council’s Resolution for the adoption of the FY 10 budget. CITY OF GOODYEAR ANNUAL BUDGET 2010 CITY OF GOODYEAR ANNUAL BUDGET 2010 Goodyear City Council James Cavanaugh Mayor Term 2009-2013 Joanne Osborne Council Member Term 2007-2011 INTRODUCTION Georgia Lord Vice Mayor Term 2009-2013 Rob Antoniak Council Member Term 2007-2011 Frank Cavalier Council Member Term 2009-2013 1 Dick Sousa Council Member Term 2007-2011 Joe Pizzillo Council Member Term 2009-2013 CITY OF GOODYEAR ANNUAL BUDGET 2010 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. Tenure Goodyear has a Council-Manager form of government. Our charter provides for six council members and a mayor – all elected at large on a non-partisan ballot. The Mayor and Council serve four-year terms. The Mayor has a two-term limit and Council a three-term limit. Council members serve staggered terms to ensure continuity. COUNCIL INTRODUCTION Mayor James Cavanaugh Mayor Cavanaugh was elected to his third term as Mayor of the City of Goodyear in March of 2009. He began his service to the City in 1996 on the City’s Planning & Zoning Commission, followed by a four-year term as a City Councilmember starting in 1999. In the non-public arena, Mayor Cavanaugh is a real estate broker owning his own company, Cavanaugh Realty, LLC. He moved to Arizona in 1993 after serving in the United States Air Force for more than thirty years in command, management, logistics, and missile operations positions. Mayor Cavanaugh retired in the grade of Colonel. He and his wife and business partner, Linda, have six grown children. Vice Mayor Georgia Lord Georgia Lord was re-elected to her second council term on the Goodyear City Council in 2009, and through a vote by Council was elected Vice Mayor. She was appointed by the Arizona Speaker of the House to a three-year term on the Governor's Municipal Tax Code Commission, where she is currently Vice-Chair. Lord represents Goodyear on the Board of Directors of the Greater Phoenix Economic Council (GPEC) and the GPEC International Leadership Council. Both positions enable her to guide the marketing efforts of this organization which helps attract jobs to the City of Goodyear. GPEC awarded Georgia the Certified Ambassador Award in recognition of her promoting and advancing economic development in greater Phoenix. She was also appointed Chairperson of the Ambassadors Steering Committee which determines the mission of the Ambassadors program. Previously she served as Chair of the Goodyear City Center Technical Advisory Committee which was responsible for crafting Goodyear's new downtown strategy. In 2008, she was a member of the citizens' team that brought home the All-America City Award to Goodyear. Her goals are to continue to develop a sustainable downtown in Goodyear, attract new business and clean industries, enhance public safety services, and to keep Goodyear an All-America City. INTRODUCTION 2 CITY OF GOODYEAR ANNUAL BUDGET 2010 Lord, who graduated from the Arizona State University School of Real Estate, has extensive experience in real estate sales and as a trainer for a national home builder. Her real estate experience gives her insight into how to create high quality, attractive communities. She also graduated with fluency in German from the State Department Institute for German Language before joining her husband overseas during his diplomatic tour of duty in the U.S. Air Force. A graduate of the 2003 Southwest Valley Citizen Academy, Lord is involved with her community serving on the Board of Directors of the Three Rivers Historical Society, and is active with the Purple Ribbon Council on Domestic Violence and the New Friends of the Goodyear Branch Library. Married to Ron Lord, USAF Colonel retired, Lord raised four children and also has five grandchildren. Council Member Frank Cavalier Councilmember Cavalier was elected to his third, and final, four-year term as a Councilmember in 2009. He also served as Vice Mayor from 2005 to 2007. During Councilmember Cavalier's tenure on the Goodyear City Council, his foremost concern will be growth issues, adding cultural amenities and creating more parks. "The city needs more high wealth industry and more businesses that will add tax and trade revenue to take the tax burden off the residential sector of the city. Voting on amendments that influence policy will be studied thoroughly" and his "rationale for each decision will be stated openly in council meetings." Councilmember Cavalier's background is in education and training. He has an Ed.D. in Education and Music from Arizona State University . He graduated with a B.A. and an M.A. from Western State College of Colorado, and undertook graduate studies at the University of Colorado, Northern Colorado University and Morehead State University in Kentucky. Upon retirement from Palo Verde Nuclear Generation Station, the Councilmember became involved with the City of Goodyear on several committees and was appointed to the Planning and Zoning Commission where he served for five years, two years as chairperson. Frank and his wife, Dr. Jamie Cavalier, have been Goodyear residents since 1991. Council Member Rob Antoniak Councilmember Rob Antoniak was re-elected to a four-year term in 2007. He was initially elected in 2003 and served as Vice Mayor from 2007 to 2009. His priorities include increasing citizen involvement; communication with our residents; maintaining and improving public safety as we grow; and improving local and regional transportation. Councilmember Antoniak currently represents the City of Goodyear on the Maricopa Association of Governments (MAG) Human Services Coordinating Committee, and has served the City on the Goodyear General Plan Advisory Committee, the Farmland and Open Space Committee, Desert Preservation Committee and the Solid Waste Advisory Committee. Currently, Rob is a Project Manager focusing on clients' needs related to public involvement, public relations and government affairs with HDR/S.R. Beard & Associates, an integrated architectural, engineering, planning and consulting firm. His past employment experiences include serving as Community Relations Manager for R&R Partners, a marketing communications firm; Community Relations Manager for Arizona American Water; INTRODUCTION 3 CITY OF GOODYEAR ANNUAL BUDGET 2010 a Public Involvement Coordinator for S.R. Beard & Associates - transportation consultants; a Community Safety Specialist with the Mesa Fire Department; and Public Affairs Director for the Arizona Students' Association. He earned a Bachelor of Arts degree in Communication - Public Relations from Northern Arizona University. Rob resides in Palm Valley with his wife, Amy, daughter, Ashley and son, Robbie. Councilmember Antoniak welcomes your input. Please feel free to contact him anytime Council Member Joanne Osborne Councilmember Osborne was elected to her first four-year council term in 2007. She was initially appointed on March 26, 2007 to fill a vacancy on the City Council created by the resignation of Councilmember Fred Scott. Councilmember Osborne served the City of Goodyear for six years as a member of the Planning & Zoning Commission from 2001 to 2007. Just before her appointment to the City Council, she was elected Chair of the Planning & Zoning Commission – a position she was required to vacate upon her Council appointment. Councilmember Osborne also served the City in 2006 as the Citizen Representative on Goodyear’s Entry Monument Ad Hoc Committee and in 2005 served on the Litchfield Road Redevelopment Task Force. Councilmember Osborne helped shape the future vision of Goodyear as a member of Economic Development’s Focus Future II in 2002. a graduate of the Southwest Valley Citizen Academy, Joanne also was a member of the first graduating class of Goodyear’s Police Citizen Academy. Long active in the community, Councilmember Osborne is serving on the board of the YMCA and is leader of the YMCA Teen Action Council. As owners of Osborne Jewelers for the past 16 years, Joanne and her husband Ken, have been active participants in the Goodyear business community and the Southwest Valley Chamber of Commerce. Councilmember Osborne served as the Chairman of the Chamber’s Marketing Committee in 2003 and 2004 and was named the “Outstanding Chamber Member of the Year” in 2003. Joanne and her husband have been Goodyear residents since 1998 and have four children, ages 10, 14, 16 and 18. Council Member Dick Sousa Councilmember Sousa was re-elected to a third four-year term as a Council Member in 2007. He also served as Vice Mayor from 2003 to 2005. Councilmember Sousa first ran for City Council in 1999 and was elected, “to serve the community in which I have chosen to live.” The Councilmember and his wife, Rita, moved to Goodyear from Bloomingdale, Illinois. He is a specialist in group health coverage, having spent over 45 years in this field. After spending 25 years with Blue Cross Blue Shield of Illinois, he joined several other major insurance agencies as a marketing vice president and finally organized his own agency, which was sold prior to moving to Arizona. INTRODUCTION 4 CITY OF GOODYEAR ANNUAL BUDGET 2010 Councilmember Sousa and Mrs. Sousa have “always tried to give back to our community as a way of saying thanks for what it has given to us as individuals and as a family.” Councilmember Sousa has done this by serving in the capacity as an Illinois village trustee, as a member of a local school board and later as its president. Dick and Rita have been married over 50 years. They have seven children and eight grandchildren Council Member Joe Pizzillo Councilmember Joe Pizzillo was elected to his first four year council term in 2009. His priorities as a Councilmember include: Ensuring the City's financial stability, maintaining quality services that are costeffective, and protecting our neighborhoods by improving public safety. Councilmember Pizzillo brings 30 years experience in state and local government budgeting and finance to his seat on the council. Prior to his retirement from the City of Goodyear in 2008, he served as the City's Budget Manager. Currently, he is an adjunct professor of Accounting and Finance with the University of Phoenix and Estrella Mountain Community College. Joe serves on the Board of Directors of the Southwest Lending Closet and is an active member of the Southwest Valley Chamber of Commerce and the White Tanks Rotary Club. He earned his business degree from the University of Maryland and an MBA from the University of Phoenix. A Valley resident since 1986, Joe and his wife Vickie live in Goodyear. His son, Nicholas, and his wife, Kristen, have blessed him with a granddaughter named Sophia. INTRODUCTION 5 CITY OF GOODYEAR ANNUAL BUDGET 2010 CITY MANAGER’S BUDGET MESSAGE June 1, 2009 The Honorable Mayor and City Council: I am pleased to provide you with the City of Goodyear’s Annual Budget for the Fiscal Year Ending June 30, 2010 (FY 2009-10). Developing the budget is one of the City’s most important public processes, which involves extensive planning and development by staff, review and input by citizens and community leaders, and policy direction from the Council. The FY 2009-10 budget is balanced, matching the City’s available resources with the needs of a growing community. The budget strives to ensure the City’s fiscal stability, while continuing the essential services afforded to all Goodyear citizens. Current economic conditions are the primary driver behind the FY 2009-10 budget. As you are aware, the City has met with challenging times during the current national economic decline. As many municipalities have encountered during this economic downturn, Goodyear has been forced to balance the needs for City services with a diminished revenue base. Just a few effects of this weak economy include reduced sales tax collections at both the local and state levels, considerable slowing of residential building permits, and sharp declines in development plan review revenues. Although the City of Goodyear continues to grow, it is at a rate much lower than has been seen over the last few years. To make ends meet and balance the FY 2009-10 budget, tough choices have been made. Across City departments, cost-saving adjustments were enacted, reductions were carried out, plans for alternative services were implemented, reorganizations occurred, and contracts were renegotiated. These costsaving measures began during the previous FY 2008-09 budget year and will continue through this year and into the future, until market conditions improve. The FY 2009-10 budget totals approximately $375 million, which represents a 7.4% decrease from the prior year. This decrease is mainly attributable to the reduction in Capital Improvement Plan (CIP) spending and less one-time capital and equipment purchases. Of this total FY 2009-10 budget, the CIP represents $250 million, which includes $45 million from prior year carryover. The operating budget totals $73 million, which represents a 10.5% decrease from FY 2008-09 budget of $89 million. The budget for grant funding is $12 million, which a substantial increase over the prior year, due to anticipated funding from various stimulus packages. The budget also includes $22 million in debt service requirements, and $16.9 million for contingency appropriation. Even at a reduced level, the FY 2009-10 budget focuses on preserving the community’s outstanding quality of life. The FY 2009-10 budget incorporates a number of City Council driven projects and initiatives and a few examples of these include: • • Spring training facilities for the Cincinnati Reds are under construction, with completion scheduled in time for the 2010 spring training season Planning and design continue for the proposed City Center project In addition to these Council initiatives, exciting projects abound within the City limits. Two new power centers recently opened within the City, Canyon Trails and The Market at Estrella Falls, providing more commercial space and exciting retailers for residents to shop at within our community. Additionally, the Cancer Treatment Centers of America opened this past year, providing an additional 200,000 square feet of medical/hospital space and 150 jobs to date. Macy’s and Amazon.com have also recently opened fulfillment/distribution centers in Goodyear, together creating more than 400 new jobs for the City, with a planned expansion of Amazon.com in FY 2009-10. INTRODUCTION 6 CITY OF GOODYEAR ANNUAL BUDGET 2010 Operating Budget Within the FY 2009-10 General Fund Operating Budget, there is a projected shortfall of approximately $12.9 million, with $1 million in added expenditures. In order to balance this $13.9 million shortfall, a three-step approach was proposed to the Council at a series of work sessions during the budget planning process. This three-step approach aimed to address the shortfall, while still continuing to provide quality services to the City’s population. Reducing expenditures was the City’s first step to balance the operating budget, and City staff worked diligently to contribute ideas on ways to save. The Employee Budget Task Force created a list of 150 suggestions on ways to reduce spending, 74% of which have been implemented or are under evaluation. Additionally, the FY 2009-10 budget proposes 63 fewer positions (an 11% reduction in staffing), which were either due to frozen vacancies, voluntary separations, or reductions in workforce. These reductions came from across all levels of the organization, but many were focused in the City’s development services area, as this is the sector where work loads have recently slowed due to the economy. A few of the other base budget reductions to departmental budgets and personnel include: • Merit increases frozen • No cost of living adjustments • Healthcare plan design changes • Reductions in training/development • Reductions in outside services and consulting • Suspension of police signing bonus • Overtime and uniform allowances greatly decreased • Re-evaluation of lease space While reductions were made, some additions were also included in the FY 2009-10 Operating Budget, as it is crucial that the City’s workforce keep pace in providing outstanding services to the City’s residents and adequately respond to the changing needs of the community. Additions to the operating budget include: • Outside legal fees • Worker’s Compensation increases • Police MDC Replacements • IT ongoing licensing/security enhancements • Phone system upgrades • Façade improvements • Wellness clinic for employees • Graffiti removal contract • Police (COPS) grant matching funds • New Life Center • VISTA program To continue to close the gap in the operating budget, new sources of revenue were also proposed. These revenue sources are estimated to generate more than $4 million in funds for the City and include: • Increasing the General Sales Tax to 0.5 percent (to a total of 2.5 percent) • Implementation of a 2.5 percent Use Tax • Establishing a Business Registration Permit Fee of $75 • Revising the Residential Rental Unit tax • Implementation of User Fees (study complete June 2009) • Utilizing the Economic Development Reimbursement The third and last step to balancing the FY 2009-10 Operating Budget includes the use of fund reserves. These reserves are established to address immediate and dramatic fiscal difficulties, which the City is clearly experiencing today. The reserve funds will be used to balance the shortfall left after the INTRODUCTION 7 CITY OF GOODYEAR ANNUAL BUDGET 2010 expenditure reductions and new revenues are factored in. To rebuild the reserves, a percentage of revenues collected over budgeted revenues will be taken, with the goal to meet the City Charter’s recommended levels. Capital Improvement Program Highlights The FY 2009-10 Capital Improvement Plan (CIP) continues to address the growing needs of our community. The CIP funds infrastructure and public facilities, including roads, water and sewer improvements, parks, buildings, and information technology. Although new projects received limited funding as a result of a slowing economy, the Capital Improvement Plan will continue to meet contractual obligations and commitments to ongoing projects. While some CIP projects have been deferred, no projects have been eliminated. Reductions within the CIP program that are incorporated into the FY 2009-10 budget to address the impacts of the economic downtown include: • Allocating staff costs to the CIP • Seeking additional grant opportunities • Reducing/deferring road maintenance • Reducing the scope of the City Center project • Achieving efficiencies through reorganization (Public Works/Water, Engineering/Project Management, and Community Services) Emphasis remains on providing high quality infrastructure in the areas of Water Reclamation Facilities (WRF), Public Transit, Streets and Park Improvements. This year’s plan also includes design of a park and ride facility adjacent to I-10, continued expansion of the Goodyear Water Reclamation Facility, design and construction of the City Center and New Library. Additionally a number of street improvements, traffic signals and infrastructure upgrades necessary to facilitate new development are included in the plan. The Mayor and Council deserve a great deal of thanks for their guidance and support throughout the development of the FY 2009-10 budget. Additionally, the many citizens who participated in the public meetings, work sessions, and hearings deserve a special thanks, as it is their willingness to share their thoughts and concerns that allow us to address the community’s highest priorities. Finally, I would also like to thank City of Goodyear employees who have contributed with resourcefulness and sacrifice to make the FY 2009-10 budget a reality. Overall the FY 2009-10 budget reflects maintenance of existing service levels with few enhancements. In the upcoming year, City staff will again be challenged with improving efficiencies while continuing operations and providing needed services during challenging economic conditions. This year’s budget demonstrates the City’s commitment to our citizens and community of truly becoming an All-America City through vision, tenacity, and collaboration. Sincerely, John F. Fischbach City Manager INTRODUCTION 8 CITY OF GOODYEAR ANNUAL BUDGET 2010 TABLE OF ORGANIZATION CITIZENS Mayor & City Council Legal Services Municipal Court Assistant to City Manager City Manager City Clerk Intergovernmental Economic Development Programs Mgr Deputy City Manager (Development) Deputy City Manager (Administration) Finance Fire Human Resources Police Information Technology Community Development Parks & Recreation Public Works & Water Resources Engineering INTRODUCTION 9 CITY OF GOODYEAR ANNUAL BUDGET 2010 John Fischbach City Manager Michael Simonson Brian Dalke Presiding Judge Deputy City Manager Roric Massey Mark Gaillard City Attorney Interim Deputy City Manager Lynn Mulhall City Clerk Harvey Krauss Community Development Director Kathleen Fernandez Information & Technology Services Director Paula Ilardo Economic Development Director Mark Brown Police Chief Larry Lange Finance Director Charles McDowell Interim/Acting Public Works & Water Resources Director Paul Luizzi Interim Fire Chief Mike Svetz Parks & Recreation Director Kay Wilkinson Human Resources Director Mark Gaillard Interim Engineering Director INTRODUCTION 10 CITY OF GOODYEAR ANNUAL BUDGET 2010 CITY STRATEGIC PLAN & GOALS 4 CORE BUSINESS AREAS  Building a Sustainable Community  Keeping People and Property Safe  Adapting to Change  Ensuring Public Health 5 STRATEGIC GOALS Goal 1 – Financial Goal We will achieve and maintain the City’s financial wellness and stability. Goal 2 – Human Resources Goal We will create and maintain a culture and environment where dedicated employees and community members work together to facilitate the delivery of outstanding services. Goal 3 – Growth & Infrastructure Goal 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. Goal 4 – Efficiency Goal We will improve the efficiency and effectiveness of City services to fulfill internal and external customer needs. Goal 5 – Partnerships We will seek intergovernmental and public/private partnerships for solutions. INTRODUCTION 11 CITY OF GOODYEAR ANNUAL BUDGET 2010 COMMUNITY CHARACTERISTICS HISTORY These views of Western Avenue at Litchfield Road in the 1950's show: ƒ ƒ Bowman's Drug ƒ ƒ Post Office ƒ Goodale Hardware ƒ First National Bank Abraham's Market Airline Restaurant Top: View to southwest Bottom: View to east The Goodyear of today exists because of the cotton of yesteryear. It was part of the 16,000 acres purchased in 1917 for the Goodyear Tire and Rubber Company by junior executive Paul Litchfield. Cotton used to make rubber tires for airplanes in World War I was in short supply because foreign sources were in war torn countries or disease ridden. When Goodyear found that Arizona's climate and soil was similar to foreign sources, the company sent Litchfield to purchase land. The small community that formed as a result of the Goodyear Farms cotton industry first became known as "Egypt" for the Egyptian cotton grown there and then, finally, was called "Goodyear." The community thrived as long as the cotton industry was strong. But after the war, cotton prices plummeted and Goodyear's economy suffered. The town of Goodyear was incorporated in November 1946. At that time, the town had 151 homes, 250 apartments, a grocery store, drug store, barber shop, beauty shop and service INTRODUCTION 12 CITY OF GOODYEAR ANNUAL BUDGET 2010 station. The town became a city in 1985. World War II brought a recovery in the early 1940's when the Litchfield Naval Air Facility and the Goodyear Aircraft Corporation located here, employing as many as 7,500 people at one time. Dirigibles or "blimps" were built at the Goodyear Aircraft Corporation. The Litchfield Naval Air Facility was the training base for the Navy Blue Angels aerial demonstration team until 1968. After the war, the Naval Air Facility served as a storage base for thousands of World War II aircraft that were moth balled and salvaged. Then, in 1968, the Navy sold the airfield to the City of Phoenix which named it the Phoenix-Litchfield Airport. In 1986, it was renamed the Phoenix-Goodyear Airport. Then, in 1949, a long history of aerospace and defense programs began in Goodyear when the Goodyear Aerospace Corporation replaced the Goodyear Aircraft facility. That plant was later sold to Loral Defense Systems and eventually evolved by merger and acquisition into the current Lockheed Martin Corp. In the 1980s, the 10,000 acres that remained of the original Goodyear Farms was sold to SunCor which developed much of the land into the Palm Valley master-planned, mixed-use community located north of I-10 in Goodyear. INTRODUCTION 13 CITY OF GOODYEAR ANNUAL BUDGET 2010 At a Glance Goodyear’s Community Characteristics Goodyear was founded in 1917 by Paul Litchfield of Goodyear Tire & Rubber Company Goodyear was incorporated as a city on November 19, 1946 Goodyear is the fourth fastest growing suburban city under 100,000 population in the U.S. Goodyear grew at approximately a 16% growth rate each year from 2000-2006 MAG/City of Goodyear Planning Dept. estimate: August 1, 2008 – 58,654 Size: 188.4 square miles annexed (245.9 sq-mile planning area) Goodyear is approximately 6-8 miles wide and 37 miles long City extends from Camelback Rd. to State Route 238 Average median temperature: 72°F Average annual rainfall: 7.5 inches Average number of sunny days: 320 annually Median age of residents: 36.7 Median household income est. 2007: $72,200 Educational level of Goodyear heads of household: 81% are college-educated with 49% obtaining college degrees Total 2008-2009 Budget: $497.4 million Property tax rate for 2008-2009 - $1.60 per hundred dollars of assessed value INTRODUCTION 14 CITY OF GOODYEAR ANNUAL BUDGET 2010 EDUCATION Schools & Education Maricopa County Superintendent of Schools Phone: 602-506-3866 www.maricopa.gov/ schools Goodyear residents are served by several K-12 schools, as well as local area colleges. With high performance report card ratings and the active pursuit to attain exemplary post-secondary institutions for learning, Goodyear is constantly striving to maintain excellence. Higher Education Goodyear welcomed its first excellent private institution of post-secondary education to the community last fall - Franklin Pierce University from New Hampshire. This university has signed a lease with the City for 30 acres of land each on which to build their campus that will include student housing. The land is being leased for $1 annually and is located adjacent to the City's future downtown, City Center. The plan is for the City to build a library and a performing arts center in the downtown which would be shared with the university to help accomplish economies of scale. The presence of this private university represents the culmination of a concerted effort by the Goodyear City Council and staff to bring smaller, private schools of higher education to Goodyear to round out our quality of life and fill an educational niche that is lacking in Arizona. Local area institutes for higher learning include Estrella Mountain Community College, Arizona State University-West Campus, Grand Canyon University, Midwestern University-Glendale and Thunderbird School of Global Management; in addition to the valley-wide offerings of the Maricopa Community College District, Arizona State University, DeVry University, Keller Graduate School of Management, Western International University, and the University of Phoenix each provide a variety of academic programs. K-12 Goodyear residents are served by four elementary school districts (Avondale, Liberty, Litchfield & Mobile), two high school districts (Agua Fria Union & Buckeye Union). With a K-12 student body nearing 10,000 students, every school in Goodyear is meeting the standards set forth by No Child Left Behind. INTRODUCTION 15 CITY OF GOODYEAR ANNUAL BUDGET 2010 COMMUNITY PROFILE A city with relaxed sophistication -where you will feel at home right away. Goodyear, Arizona is . . . a city with a rich, rewarding quality of life and tremendous community spirit, exemplified by its winning two prestigious national awards in 2008 - the All-America City and City Livability awards. Ours is a city of with relaxed sophistication -- where you will feel at home right away. Nestled in the shadows of the Estrella Mountains, Goodyear is one of the fastest growing cities in the Valley. A mere 20 minutes west of downtown Phoenix, Goodyear offers all the advantages of a small community, with all the cultural and entertainment resources the metro Phoenix area offers. Scenic mountain views, desert vistas, wide open spaces, golf courses, lakes, parks and palm-lined streets have already attracted almost 60,000 residents who are among the most affluent and best educated in the state. Averaging 16 percent growth per year from 2000 to 2006, Goodyear has been one of the fastest growing cities in the Phoenix metro area. Our 320+ sunny days assure an active lifestyle year-round, and our many beautiful master-planned communities ensure solid home values for all life stages – singles, families, empty nesters and retirees. The future for Goodyear is exhilarating. We are the Spring Training home of the Cleveland Indians and the Cincinnati Reds. We are the site of the next super regional mall in the Phoenix area. We are partnering with two private universities that will build campuses in our future downtown. We are designing a 200-acre downtown from the ground up and planning for a new City Hall and library. Our airport, rail service and our location on I-10 between the Loop 101 and 303 freeways makes us very attractive to major employers like Lockheed Martin. We are the new western home of Cancer Treatment Centers of America, Amazon.com, and Macy’s Internet Fulfillment Center. Numerous industrial/office parks are already under development. With about 90 percent of its total 189 square miles of affordable land still available for development; Goodyear is a city of great opportunity! INTRODUCTION 16 CITY OF GOODYEAR ANNUAL BUDGET 2010 MAJOR EMPLOYERS Industrial & Commercial Development Goodyear is becoming a hub of development activity in the West Valley. The City’s location on Interstate 10 as well as direct access to rail and air transportation, and an educated and diverse work force make Goodyear an unbeatable location for office or industrial development. By offering long-term, affordable and reliable water and power supplies, inexpensive expanses of land where industries can build-to-suit, a cost of living below the national average and a wide array of affordable and executive housing, Goodyear has already attracted several large employers. Employment Corridors Well over two dozen office/industrial sites and buildings are in progress, including over 800,000 square feet for warehousing/light industry, 200,000 square feet of office space and a 700,000+ square foot manufacturing facility. Three major Employment Corridors capitalize on Goodyear’s unique attributes: Airport Gateway Center The area around the Phoenix Goodyear Airport is already home to a number of aviation-related industries, including a large aviation maintenance organization, the Airline Training Center of Arizona which trains Lufthansa Airline pilots, as well as a large Lockheed Martin facility. The master plan for the 4,000-acre employment corridor anchored by the airport includes mixed use development that incorporates a variety of retail, commercial, multi-family and loft residential, flexoffice, and industrial uses. INTRODUCTION 17 ƒ Amazon.com Fulfillment Center ƒ Airline Training Center of Arizona ƒ Cancer Treatment Centers of America ƒ ƒ CAVCO Industries ƒ Macy’s Fulfillment Center ƒ ƒ Lockheed Martin ƒ ƒ Poore Brothers ƒ Snyders of Hanover ƒ ƒ Sunfresh Farms Kysor Panel Systems McLane Southwest Rudolfo Brothers Plastering West Valley Hospital CITY OF GOODYEAR ANNUAL BUDGET 2010 Goodyear Crossing Macy’s and Amazon.com have each opened regional fulfillment centers in the area, recognizing the unique benefits of locating in Goodyear. An available, 730,000-square-foot manufacturing facility is located there as well. Located just south of the airport, this corridor lies on both sides of the Union Pacific Railroad and Maricopa County highway 85. With such access to all these major transportation links, it will be the general industrial area appropriate for manufacturing and larger employment facilities. Palm Valley 303 Palm Valley 303 is a 2,000-acre planned business park for organizations seeking a business home in the southwestern United States. Strategically located just north of Interstate 10, Palm Valley 303 provides 19.6 million square feet of carefully planned office, retail and industrial space – with a 440,000 square-feet facility ready for immediate occupancy. Multiple Industries Call Goodyear Home In addition to being a growing center for aviation and distribution, Goodyear’s long history with farming has also attracted several food companies to the city: Poore Brothers, Snyder’s of Hanover, Del Monte Fresh Produce and Southwest Specialty Foods. West Valley Hospital has long represented the healthcare industry in Goodyear, and has now been joined by the Cancer Treatment Centers of America, who opened their new state-of-the-art all digital cancer hospital in 2009, providing the highest quality medical, surgical and radiation oncology. INTRODUCTION 18 CITY OF GOODYEAR ANNUAL BUDGET 2010 Major Private Sector Employers Goodyear boasts a diverse cross-section of prospering businesses, becoming an emerging employment center in the West Valley and greater Phoenix area with the Phoenix-Goodyear Airport in the heart of the employment corridor. The major private employers represent a balanced mix of aerospace, health care, logistics and manufacturing, including some of the nation’s top employers - - Lockheed Martin, Cancer Treatment Centers of America, Macys.com, and Amazon.com. COMPANY Lockheed Martin McLane Sunwest West Valley Hospital Amazon.com Cancer Treatment Centers of America Cavco Industries Macy's Logistics and Operations Rudolfo Bros Plastering Inc. Snyders of Hanover AeroTurbine Kysor Panel Systems Lufthansa Airline Training Center INTRODUCTION INDUSTRY EMPLOYEES Aerospace Engineering 500-1000 Distribution 500-1000 Health Services 500-1000 Distribution 250-500 Health Services 250-500 Manufacturing 250-500 Distribution 250-500 Construction 100-250 Food Manufacturing 100-250 Services, Distribution 100-250 Wholesale 100-250 Education, Flight Training 100-250 19 CITY OF GOODYEAR ANNUAL BUDGET 2010 COMPANY Poore Brothers Arizona Galvanizing Inc. Global Organics LLC Lorts Manufacturing Oxford Aviation Academy Adapto Inc. Del Monte Fresh Produce Co. Imsamet Inc. Keogh Engineering Inc. Ladder Industries Simpson Norton Corp Southwest Specialty Food INDUSTRY Food Manufacturing 100-250 Manufacturing 50-100 Manufacturing 50-100 Manufacturing 50-100 Education, Flight Training 50-100 Manufacturing <50 Wholesale <50 Manufacturing <50 Services <50 Manufacturing <50 Manufacturing <50 Food Manufacturing <50 Source: USWorks, City of Goodyear Economic Development INTRODUCTION EMPLOYEES 20 CITY OF GOODYEAR ANNUAL BUDGET 2010 NATIONAL MAP GOODYEAR, ARIZONA INTRODUCTION 21 CITY OF GOODYEAR INTRODUCTION ANNUAL BUDGET 2010 22 CITY OF GOO DYEAR ANNUAL BUDGET 2010 ACCESSIBILITY It’s All About Location! Goodyear is: Just 20 miles west of downtown Phoenix, Arizona Directly on Interstate 10 Just 25 miles west of Sky Harbor Airport Directly on the Union Pacific Railroad (Freight) Home to Phoenix Goodyear Airport Home to Cactus League Teams:  Cleveland Indians (2009)  Cincinnati Reds (2010) Goodyear is ideally positioned as the hub of the West Valley. Its position on Interstate 10 provides access to Los Angeles on the west, Phoenix and Tucson on the east. The nearby Loop 101, Interstate 17 and Interstate 8 open gateways to the whole Phoenix metro area, Flagstaff and San Diego. Long range plans will extend Loop 303 through Goodyear to the south, and include a proposed 801 reliever highway as an additional commerce. Phoenix Goodyear Airport’s 8500 foot runway accommodates the largest aircraft and is a major General Aviation airport in the area and one of the busiest in the U.S. Already home to a number of aviation related industries; it is the anchor for Goodyear’s developing 4,000-acre employment corridor. Crossing central Goodyear, the Union Pacific Railroad, complements the City’s highway accessibility with nationwide freight rail service. INTRODUCTION 23 CITY OF GOO DYEAR ANNUAL BUDGET 2010 The City’s close proximity to Phoenix provides residents with all the benefits of America’s fifth largest city – Performing Arts, Museums, professional teams in every major sport - in a quiet, safe but vibrant suburban environment. America West Arena, Chase Field, Symphony Hall, the Herberger, Orpheum and the Dodge theaters, Jobing.com Arena and the University of Phoenix Stadium are all less than 30 minutes away. The unique scenery of the Sonoran desert is visible throughout the city. It is as close as the Estrella Mountain Regional Park – right here in Goodyear! Goodyear is the ideal location in the Valley of the Sun to live, to work, and to access all that the Valley of the Sun has to offer. INTRODUCTION 24 CITY OF GOODYEAR ANNUAL BUDGET 2010 Demographics and Growth in Goodyear Goodyear’s desert vistas, majestic mountains, master planned communities with lakes, country clubs and golf courses, and an active outdoor lifestyle have already attracted over 61,000 people which represents just ten percent of the build-out population. With a mere 2,747 residents in 1980 and 6,258 in 1990, Goodyear’s population has exploded and it is expected to surge to well over 100,000 residents by 2015. The median income of our residents is estimated at $76,136 – one of the highest in the state and higher than that of the metro area’s four largest cities: Phoenix, Mesa, Glendale and Scottsdale. DEMOGRAPHICS 61,114 Population (Dec-08) 108,283 Population Projection (2013) $76,136 Median HH Income (Est. 2008) $85,184 Median HH Income (Proj. 2013) $83,997 Average HH Income (Est. 2008) $95,687 Average HH Income (Proj. 2013) $235,640 Median Home Price, New (4Q08) $160,695 Median Home Price, Resale (4Q08) 1,058,201 Workforce (30 mile radius) Sources: City of Goodyear Community Development, MAG, Sites USA; Income/Workforce Data: Sites USA; Home Data: ASU Realty Studies INTRODUCTION 25 CITY OF GOODYEAR ANNUAL BUDGET 2010 POPULATON GROWTH-HISTORICAL 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 POPULATION PROJECTIONS AT 5% GROWTH RATE 120,000 100,000 80,000 60,000 40,000 20,000 0 INTRODUCTION 26 CITY OF GOODYEAR ANNUAL BUDGET 2010 About Goodyear………We’re a Growing Community…………… Population/Demographics Development in the Phoenix area is moving west! Since 1998, more than 50% of the Valley’s building permits have been in the West Valley with the Southwest Valley leading the development boom. Goodyear is setting the pace among West Valley cities. Goodyear is the fifth fastest growing city in the Phoenix metro area between 2000 and 2005, averaging 16% growth per year for the past seven years. With a mere 2,747 residents in 1980 and 6,258 in 1990, Goodyear’s population has exploded to more than 56,000 people in 2007. By 2020, it is expected to surge to 162,623 and then more than double to 334,652 by 2030. Goodyear has a diverse population with more than 81 percent of heads of households being collegeeducated and 49 percent having college degrees. As of the 2000 Census, the median income of our residents was $57,492 – one of the highest in the state and higher than that of the metro area’s four largest cities: Phoenix, Mesa, Glendale and Scottsdale. As of 2007, the estimated median household income is $72,200. INTRODUCTION 27 CITY OF GOODYEAR ANNUAL BUDGET 2010 This page intentionally left blank INTRODUCTION 28 CITY OF GOODYEAR ANNUAL BUDGET 2010 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 one-time 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 re-plastering, 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. 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). FINANCIAL PLAN 29 CITY OF GOODYEAR ANNUAL BUDGET 2010 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) 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 FINANCIAL PLAN 30 CITY OF GOODYEAR ANNUAL BUDGET 2010 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. 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 to the City Council. FINANCIAL PLAN 31 CITY OF GOODYEAR ANNUAL BUDGET 2010 FINANCIAL POLICIES AND PLANNING FY2010 Budget – Background Total Budget FY 06-10 In recent years the City of Goodyear has experienced significant reductions in local economic activity. These patterns reflect trends in the national economy characterized most notably by a precipitous decline in the housing sector, which began during calendar year 2008. The decline in economic activity significantly reduced the availability of revenues needed to fund City services resulting in a decline in the overall size of the budget from a peak of $497 million in FY08 to $375 million in FY10, a decline of 25% (Table right). Dollars (millions) $500 $400 $350 $300 $250 $200 $150 $100 BUDGET FY 06 The budgetary reductions resulting from the market downturn were characterized by two general phases. The initial phase emphasized a reduction in capital expenditures which declined by 26% between FY08 and FY09 from $406.7 million in FY08 to $299.1 million in FY09. A far smaller, but still significant reduction of 4% in operating expenditures occurred over the same period. Phase two of the reduction occurred between FY09 and FY10 with a decline of 17% ($14.8 million) in operating expenditures and a further 6% decline in capital expenditures. The chart to the right shows the decline in operating expenditures for the period with budgeted operating expenditures in FY10 ($73.2 million) essentially at FY07 expenditure levels ($72.2 million). BUDGET BUDGET FY 07 FY 08 BUDGET FY 09 BUDGET FY 10 Dollars (millions) Total Operating Expenditures FY 06-10 $100 $90 $80 $70 $60 $50 $40 $30 $20 $10 $0 BUDGET FY 06 The table immediately right provides annual Single Family Residential Permits (SFR), issued and projected, from FY06 through FY10. As discussed above, the main driver for the recent economic downturn, and one that significantly affects our previous growth pattern, is the decline in the housing market. SFR permit numbers provide a good indicator for that market decline and are contained in table below. In FY08 the City issued 793 SFR permits, 29% of what was issued in FY06, or an annual decline of nearly 2,000 permits. Numbers are projected to decline further in FY09 to 435 before a projected recovery beginning in FY10. FINANCIAL PLAN $450 BUDGET BUDGET FY 07 FY 08 BUDGET FY 09 BUDGET FY 10 Single Family Residential Permits Number of SFR Permits 3000 2,736 2500 2000 1,342 1500 1000 793 435 500 0 ACTUAL FY 06 32 ACTUAL FY 07 ACTUAL FY 08 EST. FY 09 540 EST. FY 10 CITY OF GOODYEAR ANNUAL BUDGET 2010 These numbers are useful for several reasons: 1) SFR permits are a major source of revenue for our General Fund 2) Issuance of permits precede additional construction sales tax revenue that will follow as the homes are built 3) Permit and construction sales tax revenues are also generated by commercial projects, which are not included in this chart but also represent a major source of revenue for our General Fund. FY2010 Budget - Looking Forward While some market indicators show some signs of improvement, concerns remain. Job growth in Arizona has declined significantly in recent years. In 2006 Arizona had the 2nd highest job growth in the country, but by the end of 2008 it had fallen to 47th. Early data in 2009 indicates that it has fallen further to 49th (Elliott D. Pollack & Co. “A World of Misinterpreted Data”, June 17 2009 to APWA.). Similarly, in past recessions Arizona’s job loss rate has remained well above the national rate. Data for the current recession, however, indicates that Arizona’s job loss rate reached approximately 7% in 2009, with a slight rebound in recent months, while the national job loss rate was around 4% at its nadir (Elliott D. Pollack & Co. “A World of Misinterpreted Data”, June 17 2009 to APWA.). Phoenix more closely mirrors the nation when it comes to retail sales tax; unfortunately the news once again is not positive. National retail sales tax declined by approximately 10% from January 2008 to January 2009. Likewise, retail sales tax in Phoenix metro decline by 10% in 2008 with a projected further decline of 4% for 2009. Housing foreclosures are still a concern and are expected to continue to affect housing prices well into 2010. As a result, housing prices will likely continue to be depressed and slow the construction of new homes, a major economic driver for Arizona’s economy. The combined effect of foreclosures with existing overbuilding in commercial and residential markets means this trend is likely to continue over the next two to three years (Elliott D. Pollack & Co. “A World of Misinterpreted Data”, June 17 2009 to APWA.). FY2010 Budget – Process Given this level of uncertainty in the economy, staff began the budget year working on several revenue scenarios along with commensurate expenditures. The approach was to develop a continuum from best to worst case, both for revenues and expenditures. The scenarios ranged from the “status quo”, as a best case, to a 25% reduction in revenues accompanied by unavoidable increases in our expenditures. Items of particular concern included additional O&M associated with the Sonoran Valley, increased costs associated with the stadium, losses of income associated with assets affected by private sector bankruptcies, and increased costs of operations that were substantially beyond the City’s control, such as utilities and health care. These scenarios served to frame subsequent discussion regarding the FY10 budget. Staff continued to closely monitor ongoing City activities throughout the budget process in order to determine an anticipated course of action. In conjunction with these activities several work sessions were held prior to the City Council’s retreat, which was held on March 12, 2009. The main focus of the work sessions was two fold: first, to discuss how the FY09 budget was progressing by reviewing the City’s quarterly reports, and, two, to discuss how we might finance key City projects in light of the most current revenue/expenditure trends. Subsequent to the City Council retreat, and with the latest information regarding the economy, staff began meeting with departments to discuss their FY10 submissions. At this point in the process it had become clear that revenues were not recovering and the City was anticipating a $13.9 million dollar shortfall. Of particular impact was the decline in construction sales tax and planning fee revenues. As a result, departments were asked to reduce their budgets by 10% across the board. FINANCIAL PLAN 33 CITY OF GOODYEAR ANNUAL BUDGET 2010 However, given the size of the deficit the City Manager realized that reductions to the City’s operating budget would not be sufficient to balance the budget and instituted a strategy consisting of the following components: 1. A reduction in expenditures of $6.8 million 2. A proposal to raise $4.0 million in revenues 3. Proposed use of reserves of $3.1 million In realizing the first goal, and with the understanding that a lack of development activity was at the heart of the budget shortfall, the City Manager announced that there would 34 layoffs with another 29 vacancies left unfilled. The majority of layoffs were in departments whose activities were directly tied to growth. In all, personnel related reductions amounted to $3.3 million of the total $6.8 million. In addition the City Manager announced several reorganizations designed to streamline operations and create efficiencies. The Community Services department was dissolved with staff being relocated in the City Manager’s Office, Police, Human Resources, and Finance. The move involved community advocacy, volunteer services, and code compliance program activities. A second action involved the relocation of building inspectors and plans examiners from the Community Development department to the Fire department. It was felt that this change, given the similarities in the duties performed, was a logical way increase the effectiveness in these program areas. Lastly, and after the final budget had been adopted, the Public Information division within the City Manager’s office formed a new department that also incorporated staff from the Economic Development department. Once again, the strong overlap in duties performed, particularly from a marketing perspective, prompted a merger of these two areas. The remainder of the savings would come in the form of reductions to the two remaining operational budget categories; contractual services and commodities. In the case of contractual services, $2.8 million in contractual services was removed from the departmental operating budgets; another $300,000 was removed from commodities. Completing the $6.8 million reduction was a $400,000 reduction in the City’s Arts Program. Feeling that further reductions to the City’s budget would be imprudent, the City Manager sought to balance the remaining shortfall using a combination of reserve funds usage and tax increases. The City of Goodyear, as is the case with all Arizona municipalities, keeps funds in reserve in order to supplement budgets when the economy slows. Since the economy is characterized by business cycles, growth and recession, reserves are used to smooth out the impact of these fluctuations by supplementing available revenues. Such an approach is prudent, as knee jerk reactions to fluctuations in the economy are often inefficient and exact greater costs over the long term. By policy, the City of Goodyear maintains a reserve fund of $20 million dollars. In FY10 the City Manager recommended use of $3.1 million. The third element of the strategy involved increases in the City’s revenue base through a combination of tax increases. The bulk of the increase would come from a .5% increase in the local retail sales tax. The increase is anticipated to generate approximately $3.2 million in FY10. It was also decided that the increase would be revisited in three years to determine whether or not it will remain in effect. FINANCIAL PLAN 34 CITY OF GOODYEAR ANNUAL BUDGET 2010 Revenues The FY 2010 estimated sources total $310 million, which represents a 33% increase from FY 2009 budgeted revenues. Projected revenues are realized from a variety of sources, including sales tax collection, community development; state shared revenues and user fees. The increase in estimated revenues is due to bond proceeds for city center. The major sources of FY10 general fund operating revenue are, in order of magnitude: local sales tax $32,421,904 (58%), state shared revenues $11,083,366 (19%), community development $6,000,000 (10%), primary property tax $5,487,734 (9%), other licenses and fees $2,684,145 (4%) and franchise fees $2,570,920 (4%), all totaling $60,248,069 (this includes construction sales tax). The total is down 22.4% from the FY09 total of $73,728,001. TOTAL REVENUE SOURCES BY TYPE FY 2010 GENERAL FUND BUDGETED REVENUE ESTIMATES Total $310 Million Fund Balance 16% Property Tax 9% Development Impact Fees 4% Licenses, Fees) 4% State Shared Revenues 19% Tax & Surcharges 13% Utility User Fees 1% Grants 4% Other (Permits, Community Development 10% Bonds 62% Sales Tax 58% Local Revenues TOTAL GENERAL FUND LOCAL SALES TAX REVENUE $ Millions Local Sales Tax – FY10 – $32,421,904 (58%) Arizona municipalities, whether home rule or charter, are granted authority by Arizona Revised Statute to collect local retail sales taxes. Communities may either collect these taxes themselves, or rely on the state for collections. If the state performs the collection function, monies are remitted back to the municipality. The City of Goodyear allows the state to collect our local sales tax. 50 45 40 35 30 25 20 15 10 5 0 45.9 40.3 37.9 33.8 32.4 21.8 17.4 14.5 8.8 10.4 12.5 At 58% of the total (including construction sales tax), local sales tax revenue dominates the city’s general fund revenue stream. The local sales tax is a fairly Fiscal Year complex mix of varying tax rates that are assigned by category to various activities. The larger examples of these categories include construction sales tax, retail sales tax, restaurant & bar tax, and hotel/lodging taxes. The $32.4 million local sales tax figure projected for FY10 is actually a compilation of these types of sales tax categories, with rates that can vary from one category to the next. The ability to assign these rates, and the exemptions or options available to municipalities, is part of the Model City Tax Code. FINANCIAL PLAN 35 CITY OF GOODYEAR ANNUAL BUDGET 2010 The City’s local sales tax revenue has been declining in recent years. Because of this, a decrease is projected in FY10 ($32,421,904) from the FY09 budgeted number ($38,962,886); a decline of 20%. Staff continually monitors monthly sales tax revenue so that adjustments can be made to budgeted expenditures if necessary. Monthly sales tax receipts are monitored using 12 month trend analysis, year-todate collections, and annualized monthly comparisons. As a result, staff was able to identify the downward trend in sales tax revenue early in the FY09 budget cycle. The chart on the previous page depicts actual local sales tax revenue from FY00-FY08 and budgeted revenues for FY09-10. The data shows a decidedly upward trend until FY07 then a steady decline through FY10. Construction Sales Tax – FY10 ($6,200,000) Construction sales tax, which was once the single largest source of general fund sales tax revenue, has fallen second to retail. The last time construction sales tax fell to second was FY2000. This revenue source is generated by the sale of homes and taxes applied to factor inputs used in the construction of commercial and industrial structures. A significant portion of the revenues generated are used to fund major capital projects and one-time expenditures accounted for in a distinct fund. Major capital projects, due to their complexity and size, are often phased and require multi-year funding. CONSTRUCTION SALES TAX REVENUE $ Millions 25 22.7 20 17.6 15.0 15.0 15 8.9 10 5 6.9 3.1 4.0 4.7 6.2 5.2 0 Fiscal Year The chart immediately right depicts actual construction sales tax revenue from FY00-FY08 and budgeted revenues for FY09-10. The data shows a decidedly upward trend until FY07 then a sharp decline through FY10. This revenue source is considered to be the most volatile classification, as it is strongly impacted by changes in the economy. Given the continued declining housing market the budgeted revenues have been reduced 59% from FY09. COMMUNITY DEVELOPMENT REVENUES 20 14.5 15 $ Millions Planning Fees/Community Development – FY10 – $6,000,000 (10%) The planning fee/community development fee category is comprised of over twenty different accounts designed to keep track of revenues associated with building activities in the City of Goodyear. The categories cover a wide array of activities that include large revenue generators, such as plan review fees $1,796,200, building permits $2,296,800, and engineering permit fees $1,431,600. 13.2 12.1 10.6 10 8.7 6.0 4.7 5 1.9 0 1.3 1.1 1.3 Given the decline in the housing market, it is logical to assume a decline in this revenue source, Fiscal Year particularly as it regards permit fee revenues. However, single family residential construction (SFR) is only one category of building permits. Commercial construction is also a large revenue generator that has helped mitigate the decline in revenue generated by (SFR) permits. FINANCIAL PLAN 36 CITY OF GOODYEAR ANNUAL BUDGET 2010 The chart on the previous page provides actual community development revenue from FY00-FY08 and budgeted revenues for FY09-10. The data shows a decidedly upward trend until FY06 then a steady decline through FY10. Given the continued declining housing market, the budgeted revenues show a 28% increase from FY09. The increase is due to projected fee for the regional mall project. Primary Property Tax – $5,487,734 (9%) Initiation of the use of a primary property requires voter approval. The amount of annual increase in the primary property tax levy is limited by the Arizona Constitution to 2% growth plus the value of new construction. Each year, municipalities receive a “Property Tax Worksheet” from the Maricopa County Assessor’s Office providing new primary and secondary property tax valuation figures along with the commensurate levy limits and tax rates. PROPERTY TAX REVENUES $ Millions The City does utilize one significant countercyclical revenue; property taxes. There are two kinds of local property tax; primary and secondary. Secondary property taxes are used to fund debt service payments for voter approved bonds used to construct capital projects. Primary property taxes can be used for any purpose other than the funding of debt service payments. 10.0 9.0 8.0 7.0 6.0 5.0 4.0 3.0 2.0 1.0 0.0 5.3 5.6 6.0 4.9 4.1 3.5 2.9 2.4 1.6 3.4 2.9 2.1 1.0 Fiscal Year Currently the City of Goodyear has a total property tax rate (primary and secondary combined) of $1.60 per $100 of assessed value. In calculating the rates to be used, the primary property tax levy is set to its maximum to avoid the loss of taxing authority that occurred as result of the 2005 base adjustment. In FY10, the property tax will be $0.6323 per $100 dollars of assessed value. The primary levy generated by this rate will be $5,379,845, a 9.6% increase over the FY09 primary levy of $4,907,985. As the chart below indicates, growth in the primary property tax has been steady over the past several years. State Shared Revenue STATE SHARED REVENUES 14.0 12.4 12.0 11.5 12.7 11.0 10.0 $ Millions Total State Shared Revenues (total) – $11,083,366 (19%) State shared revenues are revenues shared with municipalities by the state. The three main state shared revenues are state shared sales tax, state shared income tax (urban revenue sharing), and vehicle license tax (VLT). 8.0 6.0 6.0 4.2 4.0 4.0 5.2 4.0 4.3 2.4 2.1 2.0 State Shared Sales Tax – ($3,552,876) 0.0 The current state sales tax rate is 5.6%. Incorporated cities and towns in Arizona receive a Fiscal Year portion of the revenue generated by this tax. The amount received by a municipality is based on the relationship of its population to the total population of all incorporated cities and towns in Arizona. As with all sales tax, it is subject to the business cycle and rises when the economy rises and falls when there is an economic slow down. FINANCIAL PLAN 37 CITY OF GOODYEAR ANNUAL BUDGET 2010 State Shared Urban Revenue Sharing – ($5,966,405) Urban revenue sharing, or state income tax as it is some times called, is the result of a 1972 citizens’ initiative. Originally the percentage to be shared with municipalities was 15%, but this share has fluctuated as the state has sometimes reduced this percentage to assist in balancing the state budget. As with state shared sales tax, the amount of money provided to a municipality is based on the relationship of its population to the total population of all incorporated cities and towns in Arizona. Vehicle License Tax (VLT) – ($1,564,085) The vehicle license tax (VLT), or auto lieu tax as it is sometimes called, results from monies generated by licensing of vehicles. Approximately 20% of revenue generated is distributed to municipalities; the remainder is used for other purposes. The distribution of these funds uses a municipality’s population as it relates to the total population of the county in which it resides, somewhat different than the other two state shared revenues. The amount generated by this tax is also noticeably less than the other two state shared revenue sources. The chart immediately above provides actual state shared revenue from FY00-FY08 and budgeted revenues for FY09-10. The large jump in revenues in FY06-07 is a result of the mid-term census. The data shows a 13% decrease in state shared revenues from FY09 to FY10. The double digit decrease in state shared revenues is due to the sharp downturn of the states economy. Miscellaneous Licenses and Fees – $2,684,145 (4%) There are a variety of fees in this category the largest is court related fees and fines ($790,424). Franchise Fees – $2,570,920 (4%) Franchise fees are monies paid by utilities to municipalities for right-of-way access that allows the installation infrastructure for the distribution of utility services (ex: cable, gas lines etc.). Fund Revenues – FY10 – 90.0 80.0 70.0 $ Millions Total General $60,248,069 TOTAL OPERATING GENERAL FUND REVENUES 80.6 78.8 60.2 60.0 50.0 40.0 30.0 20.0 The total operating general fund revenues of $60,248,069 is down 22.4% from the FY09 budgeted amount of $73,728,001 and down 8% from the mid year adjustment of $65,300,000. FINANCIAL PLAN 38 71.2 65.3 62.7 10.0 0.0 Fiscal Year 57.3 61.4 CITY OF GOODYEAR ANNUAL BUDGET 2010 BUDGET PROCESS Overview The fiscal year 2010 budget process began with a mid-year financial update to the City Council in December 2008. For the second consecutive year, substantial adjustments were made to current year revenue estimates due to the declining economy. As a result of the dramatic drop in revenues, departments were requested to submit an updated expenditure plan identifying 10% reductions in current year spending in order to balance the budget. As the local economy continued to slow, city staff closely monitored monthly financial activity to gauge trends for the upcoming budget cycle. Final revenue projections for FY 10 continued a downward trend resulting in an 18% reduction in general fund operating revenues. To offset this dramatic decrease in revenues, departments were required to submit budget reduction packages for FY 10, at across the board15-20-25% levels. In a collaborative effort to balance the budget, the city’s executive staff established two employee committees to address this budget shortfall. The first committee consisted of representatives from each department. This committee was tasked with evaluating employee suggestions for budget reductions. The results from this committee were impressive and yielded over a $100k in budget savings. The second committee was staffed by a number of Department Directors cross representing the organization. This committee focused on personnel related budget issues. The group helped craft the lay-off policy and procedures which were subsequently implemented in May 2009, when employee cutbacks were inevitable. At the Council Advance in March 2009, guidance was provided by the City Council on key policy objectives th for the upcoming fiscal year. From April 16 – May 18 , five City Council work sessions were held on the FY 10 Budget. A Public Input Forum was also conducted on April 22 to discuss the upcoming proposed budget. The information session was well received with approximately 100 residents attending and providing valuable feedback to the City Manager and Council. Development of the “Base Budget” All city departments prepared line item operating budgets under the Base Budgeting methodology. With this method of budgeting, divisions are allocated a target base expenditure amount to support all ongoing costs for the current fiscal year. However, during preparation of the FY 2010 base budget, reductions were necessary to keep the operating budget balanced to available ongoing revenues. Departments were requested to provide three scenarios and identify target reductions of 15-20-25% of their base budgets. This process was particularly important this fiscal year due to the down turn in the economy and a sudden reduction in anticipated resources. Normally, any increases to the base budgets would be requested by the departments through the process of budget supplementals. However due to budgeting constraints for FY 2010 this process was not undertaken. Departments were required to work within their existing base budgets and re-allocate appropriation to line items requiring additional funding. The upcoming year will be a challenge for departments to utilize resources in efforts to provide effective and efficient services to the citizen’s of Goodyear. BUDGET SUMMARY 39 CITY OF GOODYEAR ANNUAL BUDGET 2010 CITY OF GOODYEAR BUDGET PROCESS Prepare Forecasts Mid-Year Fina ncial Review Departments Prepare Budg et Red uction Packages City Ma nagement Review Cou nci l Work Study Se ssions Adopt Ten tative Bud get 06/04/09 A dopt Final Budge t 06/22/09 Budget Review and Adoption The department base budget submittals were reviewed by the City Management team in February 2009. Following a series of budget presentations at council workshops the tentative budget was presented to the City Council and adopted June 04, 2009. The tentative budget adoption sets the maximum limits for expenditure authority for the upcoming fiscal year. Public notice for the FY 2010 budget was published in the local paper and a public hearing held. The final budget is formally adopted June 22, 2009 with the property tax levy adoption following on July 13, 2009. ITEM Review of Financing Key Capital Projects Quarterly Budget Update Mid-Year Financial Review City Council Advance Presentation on Use Tax Work Session Proposed Operating Budget Public Meeting Proposed Budget Work Session Proposed Operating Budget Work Session Budget Review & Discussion Work Session Budget Review & Discussion Tentative Budget Adoption Final Budget Adoption Property Tax Levy Adoption BUDGET SUMMARY 40 DATE 10/06/08 12/08/08 02/02/09 03/12/09 04/13/09 04/16/09 04/22/09 05/04/09 05/11/09 05/18/09 06/04/09 06/22/09 07/13/09 CITY OF GOODYEAR ANNUAL BUDGET 2010 Budget Amendments The City Council can amend the total appropriations for an individual fund. To maintain compliance with the expenditure limitation when one fund’s total appropriation is increased, an equal offset to another fund’s appropriation must be reduced. Amendments to fund total appropriations are approved by Council Ordinance. The fiscal year 2010 total budget appropriation amount is $375 million. 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 exceptions to this general rule includes principal and interest on general long-term debt, which is recognized when due. Proprietary (for example the utility enterprise fund) and Pension and Trust Funds are accounted for using the accrual basis of accounting. Their revenues are recognized when earned and expenses recognized when 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 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 the GAAP basis and budget basis for comparison. BUDGET SUMMARY The FY 2009/10 budget totals $375 million which represents a 7.4% decrease from the prior fiscal year budget of $405 million. A slowing economy and decline in capital spending both attribute to the reduced budget. The Capital Improvement Plan comprises a relatively large portion of the total budget at 67% or $247 million. This includes carryover funding in the amount of $45.8 million. In comparison this is a 8% reduction from last year’s CIP totaling $271 million. SUMMARY OF USES Contingency 5% Grants 3% Operating 19% Debt Service 6% Capital & One-Time 67% The Operating Budget of $73 million represents 19% of Total $375 Million the total budget and is a 13% decrease from the prior year budget of $83.6 million. This does not include general fund debt service, revolving fund or developer reimbursements. The decrease is a result of a slowing economy and the decline of available operating revenues. Increased costs for health insurance, utilities and contractual obligations for outside services were absorbed into the departments’ base budgets through the re-allocation of resources. BUDGET SUMMARY 41 CITY OF GOODYEAR ANNUAL BUDGET 2010 Debt Service at 6% and other expenditures such as grants and developer reimbursements comprise another 3% of the total budget. To ensure the City has available budget authority for unseen or emergency expenditures, a contingency of 5% or $16.9 million has been appropriated. Total revenues for FY 2009/10 are estimated at $295 million. Proposed bond funding represents 61% at $178 million. General Fund operating revenues are projected at $60.2 million, or 25% of the total revenues. User fees from Enterprise Funds – Water Resources, Wastewater and Sanitation account for another $24.2 million or 7.6% of the total revenue. A proposed utility rate increase for water and wastewater services combined with steady customer demands are contributing to expected revenue increases over last year’s estimate of $21.8 million. Development impact fees are estimated at $8.3 million and will help to fund the Capital Improvement Plan growth related projects. Highway User Fund (HURF) revenue is budgeted at another $3.1 million, representing slightly less than 1.5% of the total anticipated revenue. SUMMARY OF REVENUES Development Impact Fees 3% Utility User Fees 7% Grants 4% Taxes & Surcharges 25% Bonds 61% Total $295 Million City staffing remains constant for FY 2009/10 with the exception of 12 additional parks workers for the new Stadium operations. BUDGET SUMMARY 42 CITY OF GOODYEAR ANNUAL BUDGET 2010 Streets Fund The Streets Fund is primarily funded through Highway User Revenues, distributed from the State of Arizona. This revenue is derived from gasoline and motor vehicle license tax and registration fees. This fund is also supported with Local Transportation Assistance Funds (LTAF). Total FY 10 revenues are estimated at just over $3.0 million dollars. Major expenditures include $1.9m for street overlay improvements. Personnel costs are budgeted at $1.4m, representing 50% of the operating budget. Nearly $300k is dedicated to contract transit services for our citizen’s special transportation needs. HIGHWAY USER REVENUE FUND (HURF) LTAF 8.0% HIGHWAY USER FUND (HURF) Commodities 4% Interest 0.5% Personnel 50% Contractual Svcs. 46% FY 10 Revenues $3,065,961 HURF 91.5% FY 10 Expenditures $2,879,675 Sanitation Fund The City’s Sanitation Fund is an enterprise fund and essentially operated like a business at breakeven, where charges for services are equal to the costs of providing the services. Total revenue for FY 10 of $5.3 million is mainly derived from customer user fees. The city contracts with an outside vendor for residential contained trash pick up. The Finance Department Customer Service staff administers the billing and collections functions as well as request for service start up and termination. The Sanitation Division does offer uncontained residential bulk trash pick up on an as needed basis. This service is included in the monthly SANITATION FUND U ser F e es 100 % FY 10 Revenue $5,399,792 residential fee. SANITATION FUND Primary expenditures for this fund are for the contract services paid to the outside vendor of $3.8m. Additionally, personnel related costs are estimated at $713k, or 16% of the total budget. Personnel 16% Commodities 1% Contractual Svcs. 83% BUDGET SUMMARY 43 FY 10 Expenditures $4,511,707 CITY OF GOODYEAR ANNUAL BUDGET 2010 Water Fund The Water Fund is also operating as an enterprise fund, where user fees are set to recover the cost of providing water services to the customers. Total revenues for FY 10 are estimated at $9.7m and are mainly from user fees. A rate study was recently completed and an increase in rates is planned for January 2010. Major expenditures in this fund include $1.8 m in personnel costs or 21% of the total operating budget. Debt service is budgeted $4.1m, representing 45% of the operating budget. Significant growth and increased system demands have prompted recent major capital infrastructure improvements, thereby increasing the debt burden. WATER FUND WATER FUND Misc. 0.26% Contractual Svcs. 28% Debt Svc. 46% Commodities 5% Personnel 21% FY 10 Expenditures $9,068,812 User Fees 99.74% FY 10 Revenues $9,785,801 Wastewater Fund The city’s Wastewater Fund is another enterprise fund and operated similar to a business, where user fees are set to recover the cost of providing wastewater services to the customers. Total revenue estimated for FY 10 is $7.5m. Nearly all the revenue is derived from user fees to support wastewater operations. Significant expenditures for wastewater operations include $1.4m for personnel cost, or 18% of the budget. Debt service represents 62% of the budgeted at $4.9m. This is mainly attributable to the recent system growth. The city’s utility operations have updated master plans that help to ensure adequate system capability will be available when needed in the future. WASTEWATER FUND Interest 2% WASTEWATER FUND Damage Reimb. 2% Personnel 18% Commodities 4% Debt Svc. 62% FY 10 Revenues $7,573,665 BUDGET SUMMARY User Fees 96% FY 10 Expenditures $7,963,345 44 Contractual Svcs. 16% CITY OF GOODYEAR ANNUAL BUDGET 2010 Stadium Fund The city operates two major baseball league training facilities for the Cincinnati Reds and Cleveland Indians. The Stadium Fund is technically an enterprise fund and operated like a business enterprise, however, a subsidy is required from the general fund to sustain operations during the formative years until revenues generated from stadium activity are sufficient to cover operating cost of the stadium year round. Estimated revenues for FY 10 total $3.8m, of this $2.1m is funded from a transfer in from the general fund revenues. Major expenditures in this fund include $2m in personnel related cost, representing 56% of the total budget. Contractual services are estimated $1.2m or 35% of the budget. This would include significant operational cost for utilities and landscaping of the turf facility. STADIUM FUND STADIUM FUND Rentals 3% Misc. 2% Contractual Svcs. 35% Spring Training 41% Personnel 56% Commodities 9% FY 10 Expenditures $3,643,014 BUDGET SUMMARY FY 10 Revenues $3,893,014 45 GF Transfer 54% CITY OF GOODYEAR ANNUAL BUDGET 2010 DEPARTMENT SUMMARY FY 10 OPERATING BUDGET Professional Department Personnel & Contract Materials Services Services & Supplies Total 1100-Mayor & Council $218,349 $68,051 $3,650 $290,050 1200-City Clerk $464,817 $134,793 $12,400 $612,010 $2,157,804 $413,758 $53,690 $2,625,252 $0 $3,391,744 $0 $3,391,744 $522,180 $538,320 $6,050 $1,066,550 1300-City Manager's Office 1360-Non Departmental 1400-City Attorney 1600-Finance $2,247,667 $231,053 $110,326 $2,589,046 1700-Information & Technology $1,381,716 $1,168,692 $16,250 $2,566,658 1800-Human Resources/Rsk Mgt 2100-Police $1,209,421 $1,049,537 21,729 $2,280,687 $11,679,281 $1,482,511 $456,785 $13,618,577 2120- Police Towing Administration $43,536 $78,000 $73,300 $194,836 $9,378,363 $1,075,287 $271,400 $10,725,050 2300-Municipal Court $855,755 $134,060 $19,634 $1,009,449 2400-City Prosecutor $479,641 $20,050 $7,750 $507,441 2200-Fire & Emergancy Services 3200-Economic Development $397,111 $104,269 $7,650 $509,030 3300-Community Development $1,448,848 $74,539 $23,765 $1,547,152 3400-Engineering $2,208,602 $303,782 $77,900 $2,590,284 4010-Public Works/Administration $644,342 $69,410 $16,000 $729,752 4200-Public Works/Building Services $488,038 $2,199,778 $41,400 $2,729,216 $1,315,301 $1,244,922 $115,050 $2,675,273 $753,538 $146,846 $268,110 $1,168,494 $1,440,531 $1,327,994 4300-Public Works/Parks 4400-Parks, Recreation & Aquatics 4600-Public Works/Streets 4900-Sanitation $713,858 $ 3,755,249 $ $111,150 $2,879,675 42,600 $4,511,707 5100-Water Administration $1,887,141 $2,555,178 $430,548 $4,872,867 5200- Wastewater $1,457,604 $1,276,050 $279,500 $3,013,154 4410- Stadium Total $2,039,437 $1,265,577 $338,000 $3,643,014 $45,432,879 $24,109,450 $2,804,637 $72,346,966 62.8% 33.3% 3.9% 100.0% $602,922 $69,500 $425,106 $1,097,528 $37,850,772 $13,851,402 $1,529,539 $53,231,713 $43,536 $78,000 $73,300 $194,836 $1,440,531 $1,327,994 $111,150 $2,879,675 $713,858 $3,755,249 $42,600 $4,511,707 Percent Of Total 4100-Public Works/Fleet Services -ISF- General Fund Police Towning Administration Streets/HURF Sanitation Water $1,887,141 $2,555,178 $430,548 $4,872,867 Wastewater $1,457,604 $1,276,050 $279,500 $3,013,154 Stadium Total All Funds Operating BUDGET SUMMARY $2,039,437 $1,265,577 $338,000 $3,643,014 $45,432,879 $24,109,450 $2,804,637 $72,346,966 46 CITY OF GOODYEAR ANNUAL BUDGET 2010 DEPARTMENTAL OPERATING BUDGET MAYOR & COUNCIL $290,050 DEPARTMENTAL BUDGETS 47 CITY OF GOODYEAR ANNUAL BUDGET 2010 Mayor and 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. DESCRIPTION OF SERVICES Goodyear has a Council-Manager form of government. Our charter provides for six council members and a mayor - all elected at large on a non-partisan ballot. The Mayor and Council serve four-year terms. The Mayor has a two-term limit and Council a three-term limit. Council members serve staggered terms to ensure continuity. SUMMARY OF EXPENDITURES FY 07 Actual FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget Personnel Services $181,477 $312,226 $218,387 $110,095 $218,349 Contractual Services $358,400 $94,924 $162,496 $61,811 $68,051 $6,359 $3,952 $6,650 $5,640 $3,650 $546,236 $411,102 $387,533 $177,546 $290,050 Commodities TOTAL AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Administrative/Executive Assistant 1 1 - - Assistant to Mayor & City Council - 1 - - Chief of Staff - 1 - - Management Assistant 1 - - - TOTAL 2 3 - - *Positions in Mayor/Council Staff transferred to City Manager’s Office in 2009 DEPARTMENTAL BUDGETS 48 CITY OF GOODYEAR ANNUAL BUDGET 2010 Mayor and Council (Continued) GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1ST GOAL AND OBJECTIVE GOAL • Take necessary actions to achieve the best interests of the citizens. OBJECTIVE • Provide support for community initiatives and events. PERFORMANCE INDICATORS FY 08 Target Actual Description Target FY 09 Revised Actual FY 10 Target # of community initatives successfully executed n/a n/a 5 n/a 5 6 # of community events attended n/a n/a 50 n/a 50 60 2ND GOAL AND OBJECTIVE GOAL • Provide a forum for active public participation and input. OBJECTIVE • Respond to citizen complaints and issues directed to Mayor and Council. PERFORMANCE INDICATORS FY 08 Target Actual Description % of citizen complaints responded to within 24 hrs n/a n/a Target FY 09 Revised Actual FY 10 Target n/a n/a n/a 90% 3RD GOAL AND OBJECTIVE GOAL OBJECTIVE • Advocate the City's interests in various regional and state bodies that enhance the City's economic environment. • Continue to broaden, strengthen and enhance regional partnerships. PERFORMANCE INDICATORS Description # of regional meetings attended DEPARTMENTAL BUDGETS FY 08 Target Actual n/a n/a 49 Target FY 09 Revised Actual FY 10 Target 100 n/a 100 120 CITY OF GOODYEAR ANNUAL BUDGET 2010 DEPARTMENTAL OPERATING BUDGET CITY CLERK $612,010 DEPARTMENTAL BUDGETS 50 CITY OF GOODYEAR ANNUAL BUDGET 2010 City Clerk’s Office DEPARTMENT MISSION STATEMENT 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. DESCRIPTION OF SERVICES The Office of the City Clerk is part of the Administration of the City of Goodyear. The Office of the City Clerk provides the link between the citizens, the City and other government bodies. The Office of the City Clerk is the oldest among public servants and by statute the City Clerk is responsible for the preparation and preservation of the minutes, bylaws, and other records of the business of the City. Traditionally, the City Clerk has been responsible for the proper conduct of local government elections including Mayor, Council and referendums, initiatives and recall. Additional services are provided by processing all liquor licenses, annexations and special event licenses. Over the years, the role of the Office of the City Clerk has expanded to include the additional responsibility of ensuring that all City actions are conducted in accordance with increasingly complex federal and state government legislation. We prepare all notifications and advertisements of Council's actions in compliance with statutory regulations. The Office has progressed from only being the record keeper for legal documents, minutes, and bylaws to also being responsible for city-wide records management, including creation and future implementation of records preservation. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 Actual FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget Personnel Services $463,310 $521,745 $462,726 $427,439 $464,817 Contractual Services $204,032 $99,666 $237,072 $168,273 $134,793 $18,950 $18,576 $10,247 $4,484 $12,400 $686,292 $639,987 $710,045 $600,196 $612,010 Commodities TOTAL AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Administrative Assistant 1 1 1 1 City Clerk 1 1 1 1 Deputy City Clerk 1 1 1 1 Mail and Copy Clerk 1 1 -* - Records Administrator - - 1 1 *Positions transferred to Finance Department in 2009 DEPARTMENTAL BUDGETS 51 CITY OF GOODYEAR ANNUAL BUDGET 2010 City Clerk’s Office (Continued) AUTHORIZED PERSONNEL (Continued) Position FY 07 FY 08 FY 09 FY 10 Records Analyst I 1 1 - - Records Analyst II 1 1 1 1 Senior Mail and Copy Clerk 1 1 -* - Staff Assistant 1 1 1 1 TOTAL 8 8 6 6 *Positions transferred to Finance Department in 2009 GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1ST GOAL AND OBJECTIVE GOAL: • Provide excellent customer service to both internal and external customers. • Fullfill records requests and process special events and liquor license applications in a timely manner; have Council action summary posted to web site by 8:30 a.m. following meeting; assist citizens in election process; have Council agenda packet prepared 5 days prior to meeting. OBJECTIVE: PERFORMANCE INDICATORS FY 08 Target Actual Citizen satisfaction 100% Process all records requests within 24 hours 100% Description Target FY 09 Revised Actual FY 10 Target 100% 100% n/a 100% 100% 100% 100% n/a 100% 100% 2ND GOAL AND OBJECTIVE GOAL: OBJECTIVE: • Ensure legal compliance in Records Division • Establish and implement a City Wide Records Management Policy and Procedures Manual. PERFORMANCE INDICATORS Description Compliance Train all employees DEPARTMENTAL BUDGETS FY 08 Target Actual Target FY 09 Revised Actual FY 10 Target 100% 100% 100% 100% 100% 100% n/a n/a n/a n/a n/a 100% 52 CITY OF GOODYEAR ANNUAL BUDGET 2010 City Clerk’s Office (Continued) 3RD GOAL AND OBJECTIVE GOAL: OBJECTIVE: • Streamline the Special Event application process • Develop and implement a Special Event packet including all information and requirements of all city departments PERFORMANCE INDICATORS FY 08 Description FY 09 FY 10 Target Actual Target Revised Actual Target Turn-around time n/a n/a 1 week n/a up to 2 weeks 1 week Applicant satisfaction survey n/a n/a n/a n/a n/a 100% DEPARTMENTAL BUDGETS 53 CITY OF GOODYEAR ANNUAL BUDGET 2010 DEPARTMENTAL OPERATING BUDGET CITY MANAGER’S OFFICE $2,625,252 BY DIVISION Administration Council Support $988,208 $260,081 Deputy City Manager Public Information $798,740 $578,222 DEPARTMENTAL BUDGETS 54 CITY OF GOODYEAR ANNUAL BUDGET 2010 City Manager’s Office DEPARTMENT MISSION STATEMENT Provide organizational leadership, planning and coordination to City staff and its management team, so the quality of life of citizens is preserved through services and management practices delivered in a supportive environment and according to Council policy. City Manager’s Office -Administration DESCRIPTION OF SERVICES 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 all citizen and employee print and electronic communications, graphics and media relations; and provides support in the areas of grant administration, intergovernmental relations, special project implementation, and strategic planning. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 Actual Personnel Services Contractual Services FY 09 Budget FY 09 Estimate FY 10 Budget $560,419 $830,746 $655,458 $670,089 $721,376 $1,276,699 $523,106 $488,950 $223,304 $257,832 $26,454 $19,956 $11,882 $18,035 $9,000 $1,863,572 $1,373,808 $1,156,290 $911,428 $988,208 Commodities TOTAL FY 08 Actual AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 City Manager 1 1 1 1 Executive Assistant 1 1 3 1 Staff Assistant 1 1 1 1 Executive Management Assistant 3 3 2 1 Grants Specialist - 1 - 1 Community Advocate - - - *1 Intergovernmental Program Manager - 1 1 1 Management Assistant 3 3 2 1 TOTAL 9 11 10 8 *Position in Community Services transferred to City Manager’s Office in 2009 DEPARTMENTAL BUDGETS 55 CITY OF GOODYEAR ANNUAL BUDGET 2010 City Manager’s Office – Administration (Continued) GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1ST GOAL AND OBJECTIVE GOAL • Update Council on organizational projects. OBJECTIVE • Provide Council with status of completed efficiency study. PERFORMANCE INDICATORS FY 08 Description % of quarterly reports submitted by 5th of the quarter FY 09 FY 10 Target Actual Target Revised Actual Target 50% 25% 100% n/a 100% 100% 2ND GOAL AND OBJECTIVE • GOAL • OBJECTIVE Provide the City Council with timely and complete information and recommendations, enabling them to set policy and guide the City effectively. Provide City Council an accurate overview of the fiscal and operational status of the City highlighting policy issues and decisions and any proposed changes in service levels. PERFORMANCE INDICATORS FY 08 Description Provide monthly financial updates to the City Council in a manner that provides an accurate overview of the fiscal status of the City FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 100% 3RD GOAL AND OBJECTIVE GOAL • Work with residents to address citizen interests and concerns. OBJECTIVE • Provide information referral and complaint resolution to citizens. PERFORMANCE INDICATORS FY 08 Description FY 09 FY 10 Target Actual Target Revised Actual Target Communicate back to citizens within 48 hours 100% n/a n/a n/a n/a n/a 100% Resolve 80% of citizen issues within 48 hours n/a n/a n/a n/a n/a 80% DEPARTMENTAL BUDGETS 56 CITY OF GOODYEAR ANNUAL BUDGET 2010 City Manager’s Office – Council Support DESCRIPTION OF SERVICES The City Manager’s Office provides support staff members to aid the Mayor and Council Members in their communications with their constituents. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 FY 08 FY 08 FY 09 Actual Actual Budget Estimate Personnel Services FY 10 Budget $ 238 - $302,675 $222,275 $260,081 Contractual Services $4,334 $795 $13,550 $7,220 - Commodities $1,345 - - $83 - TOTAL $5,917 $795 $316,225 $229,578 $260,081 AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Assistant to the Mayor - - 1 1 Assistant to the Council - - 1 1 Executive Assistant 1 1 1 1 TOTAL 1 1 3 3 GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1ST GOAL AND OBJECTIVE GOAL • Develop a community based initiative. OBJECTIVE: • Bring together resources to meet community needs. PERFORMANCE INDICATORS FY 08 Description Host community based round tables Create faith-based community data base DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 3 n/a n/a n/a n/a n/a By 6/10 57 CITY OF GOODYEAR ANNUAL BUDGET 2010 City Manager’s Office – Council Support (Continued) 2ND GOAL AND OBJECTIVE GOAL • Improve the management of constituency services. OBJECTIVE • Create a response time within twenty-four hours. PERFORMANCE INDICATORS FY 08 Description Create resident response time of 24-hours OBJECTIVE FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 90% 3RD GOAL AND OBJECTIVE Support council’s objectives to provide awareness on important issues: economic development, public safety and water resources. Improve communications with City residents and keep them informed on issues that impact community. • GOAL FY 09 • PERFORMANCE INDICATORS FY 08 Description Organize four citizen workshops FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 4 Deputy City Manager Division DESCRIPTION OF SERVICES There are two Deputy City Managers who each oversee the work of several departments, inform the City Manager regarding program needs and administer the preparation and presentation of programs for approval by the City Manager and City Council. One Deputy City Managers is responsible for Fire, Police, Community Development, Public Works and Water Resources and Engineering departments. The other Deputy City Manager is responsible for the Finance, Human Resources, Information Technology Services and Parks and Recreation departments as well as special projects. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 Actual Personnel Services Contractual Services Commodities TOTAL DEPARTMENTAL BUDGETS FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget $498,627 $521,321 $841,893 $795,620 $768,286 $33,377 $78,147 $65,404 $28,763 $19,604 $8,651 $9,161 $14,350 $14,888 $10,850 $540,655 $608,629 $921,647 $839,271 $798,740 58 CITY OF GOODYEAR ANNUAL BUDGET 2010 City Manager’s Office – Deputy City Manager (Continued) AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Deputy City Manager 2 2 2 2 Capitol Improvement Program Administrator - - 1 1 Executive Management Assistant - - 2 2 Executive Assistant 1 1 1 1 TOTAL 3 3 6 6 GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1ST GOAL AND OBJECTIVE • GOAL OBJECTIVE: • Provide oversight and executive management duties related to special projects assigned to the Deputy City Manager's office. Coordinate compilation of follow up items related to the projects to ensure progress of the project and timely resolution to issues. PERFORMANCE INDICATORS FY 08 Description Accurately gather, document and have appropriate follow up and resolution/communication Deadlines are not missed or project delays are not experienced due to lack of follow up FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 90% n/a n/a n/a n/a n/a 90% 2ND GOAL AND OBJECTIVE GOAL • Provide oversight related to the coordination of MAG issues and funding. OBJECTIVE • Coordinate communication between departments and divisions involved. PERFORMANCE INDICATORS FY 08 Description Accurately gather, document and have appropriate follow up and resolution/communication DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 90% 59 CITY OF GOODYEAR ANNUAL BUDGET 2010 City Manager’s Office -Deputy City Manager (Continued) 3RD GOAL AND OBJECTIVE GOAL • Research and identify grant opportunities. OBJECTIVE • Apply for and receive grants. PERFORMANCE INDICATORS FY 08 Description Apply for & receive $2 million +/- in new grants FY 09 FY 10 Target Actual Target Revised Actual Target $1.5 mil $1.6 mil $2 mil $6 mil (ARRA) $1.6 mil $2.5 mil City Manager’s Office – Public Information DESCRIPTION OF SERVICES The Communications division plans and directs citywide communications and marketing. This is accomplished through media relations, public outreach campaigns, audio-visual/video productions and publication production; such as the “InFocus” newsletter along with various brochures and flyers. We provide a user friendly website with over 2000 pages of information for residents, out-of-town visitors and employees. Communications also acts as the city media spokesperson, oversees the market research function, and develops and oversees various marketing events for the city and its facilities. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 Actual FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget Personnel Services $335,725 $375,591 $422,504 $393,993 $408,060 Contractual Services $350,380 $268,252 $262,566 $247,020 $136,322 $47,420 $59,108 $38,440 $34,549 $33,840 $733,525 $702,951 $723,510 $675,562 $578,222 Commodities TOTAL AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Communications Manager - 1 1 1 Public Information Officer - 1 1 1 Webmaster 1 1 1 1 Graphic Designer 1 1 1 1 TOTAL 2 4 4 4 DEPARTMENTAL BUDGETS 60 CITY OF GOODYEAR ANNUAL BUDGET 2010 City Manager’s Office – Public Information (Continued) GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1STGOAL AND OBJECTIVE GOAL • Create marketing campaign to drive citizens and visitors to our new website. OBJECTIVE: • To increase usage of City website. PERFORMANCE INDICATORS FY 08 Description FY 09 FY 10 Target Actual Target Revised Actual Target Increase # of visitors by 10% n/a n/a n/a n/a n/a 10% Increase # of pages viewed by 10% n/a n/a n/a n/a n/a 10% 2ND GOAL AND OBJECTIVE GOAL: • Develop a communication plan for adoption citywide. OBJECTIVE: • To insure all departments communicate thoroughly with the public. PERFORMANCE INDICATORS FY 08 Description Create a communication plan FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 6 Mo 3RD GOAL AND OBJECTIVE GOAL • Improve timely communication between InFocus newsletter issues OBJECTIVE • Develop an electronic newsletter PERFORMANCE INDICATORS FY 08 Description Design and market electronic newsletter 1000 households sign-up for newsletter DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 8 Mo n/a n/a n/a n/a n/a 12 Mo 61 CITY OF GOODYEAR ANNUAL BUDGET 2010 DEPARTMENTAL OPERATING BUDGET LEGAL SERVICES $1,573,991 BY DIVISION City Attorney City Prosecutor $1,066,550 $507,441 DEPARTMENTAL BUDGETS 62 CITY OF GOODYEAR ANNUAL BUDGET 2010 Legal Services DEPARTMENT MISSION STATEMENT The Legal Services Department is comprised of two divisions: the civil division, which includes the City Attorney and staff; and the criminal division, or the City Prosecutor’s office. CITY ATTORNEY / CIVIL DIVISION DESCRIPTION OF SERVICES The Civil Division – the City Attorney's Office provides responsible legal services to City Departments, Boards, and Commissions, as well as the Mayor, City Manager, City Council and city staff. 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 civil attorneys work with the various departments they represent in drafting ordinances, resolutions, contracts, development agreements and other legal documents. We advise City Officials regarding election issues and advise departments regarding personnel issues. We additionally 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. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 FY 08 FY 09 FY 09 Actual Actual Budget Estimate FY 10 Budget Personnel Services $488,687 $523,313 $507,098 $488,125 $522,180 Contractual Services $103,873 $122,334 $150,673 $143,548 $538,320 $8,090 $8,918 $7,150 $7,621 $6,050 $600,650 $654,565 $664,921 $639,294 $1,066,550 Commodities TOTAL AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 City Attorney 1 1 1 1 Assistant City Attorney 2 2 2 2 Legal Services Coordinator 1 1 1 1 TOTAL 4 4 4 4 DEPARTMENTAL BUDGETS 63 CITY OF GOODYEAR ANNUAL BUDGET 2010 GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1ST GOAL AND OBJECTIVE GOAL • Communicate Effectively as a Division and Department • To support our goal of communicating effectively as a division and department, we will continue to improve communications by providing clear, concise and consistent levels of expectations; respecting the chain-of-command; improving the flow of information; and encouraging open and honest communication. The division/department will additionally strive to provide timely responses to employee's comments, concerns or criticism. OBJECTIVE PERFORMANCE INDICATORS FY 08 Description Informal internal survey of employee satisfaction FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a 100% 100% 50% 100% 2ND GOAL AND OBJECTIVE GOAL • Provide Timely Customer Service • To support our goal of providing timely customer service, we will respond to internal and external requests with an equal sense of importance; establish response time goals and practices to follow; and improve the level of communications to keep customers informed of current project and case statuses. OBJECTIVE PERFORMANCE INDICATORS FY 08 Description External department survey of customer service DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 100% 64 CITY OF GOODYEAR ANNUAL BUDGET 2010 CITY ATTORNEY / CIVIL (Continued) 3RD GOAL AND OBJECTIVE GOAL: • Support Personal and Professional Development • To meet this goal, the division/department will continue to provide personal and professional development for staff through on-going training, educational opportunities, and cross-training within the division/department. In addition, the division/department will continue to support successes, both internal and external, by recognizing and rewarding employee achievements. OBJECTIVE: PERFORMANCE INDICATORS FY 08 Description FY 09 FY 10 Target Actual Target Revised Actual Target Attorney's obtain CLEs for licensing 100% 100% 100% 100% 100% 100% All staff attend mandatory city training 100% 100% 100% 100% 100% 100% City Prosecutor / Criminal Division DESCRIPTION OF SERVICES 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. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 FY 08 FY 09 FY 09 Actual Actual Budget Estimate Personnel Services FY 10 Budget $235,381 $419,959 $479,097 $462,007 $479,641 Contractual Services $18,652 $16,837 $33,000 $11,309 $20,050 Commodities $20,191 $13,693 $10,000 $8,611 $7,750 $274,224 $450,489 $522,097 $481,927 $507,441 TOTAL AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Staff Assistant - 1 1 1 Legal Assistant 1 1 1 1 DEPARTMENTAL BUDGETS 65 CITY OF GOODYEAR ANNUAL BUDGET 2010 City Prosecutor / Criminal Division (Continued) AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Assistant City Prosecutor 1 2 2 2 City Prosecutor 1 1 1 1 TOTAL 3 5 5 5 GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1ST GOAL AND OBJECTIVE GOAL: • Communicate Effectively as a Division and Department • To support our goal of communicating effectively as a division and department, we will continue to improve communications by providing clear, concise and consistent levels of expectations; respecting the chain-of-command; improving the flow of information; and encouraging open and honest communication. The division/department will additionally strive to provide timely responses to employees comments, concerns or criticism. OBJECTIVE: PERFORMANCE INDICATORS FY 08 Description Internal informal survey of staff satisfaction FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a 100% 100% 40% 100% 2ND GOAL AND OBJECTIVE GOAL • Provide Timely Customer Service • To support our goal of providing timely customer service, we will respond to internal and external requests with an equal sense of importance; establish response time goals and practices to follow; and improve the level of communications to keep customers informed of current project and case statuses. OBJECTIVE PERFORMANCE INDICATORS FY 08 Description External department survey of customer service DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 100% 66 CITY OF GOODYEAR ANNUAL BUDGET 2010 City Prosecutor / Criminal Division (Continued) 3RD GOAL AND OBJECTIVE GOAL: • Support Personal and Professional Development • To meet this goal, the division/department will continue to provide personal and professional development for staff through on-going training, educational opportunities, and cross-training within the division/department. In addition, the division/department will continue to support successes, both internal and external, by recognizing and rewarding employee achievements. OBJECTIVE: PERFORMANCE INDICATORS FY 08 Description FY 09 FY 10 Target Actual Target Revised Actual Target Attorney's obtain CLEs for licensing 100% 100% 100% 100% 100% 100% All staff attend mandatory city training 100% 100% 100% 100% 80% 100% DEPARTMENTAL BUDGETS 67 CITY OF GOODYEAR ANNUAL BUDGET 2010 DEPARTMENTAL OPERATING BUDGET FINANCE $2,598,046 BY DIVISION General Accounting CFD Administration $936,050 $190,465 Budget & Research Customer Service $557,945 $532,525 Procurement Mail Services $278,913 $93,149 DEPARTMENTAL BUDGETS 68 CITY OF GOODYEAR ANNUAL BUDGET 2010 Finance DEPARTMENT MISSION STATEMENT The City of Goodyear Finance Department will provide outstanding customer service through timely, efficient and relevant financial and administrative services. The Finance Department provides timely and accurate financial services for City departments, citizens, and area businesses. Maintains the city’s financial records, prepares the annual budget, oversees the procurement process, performs contract administrations, performs long-term financial planning, prepares the utility billing notices, collects the water, sewer and sanitation fees, and provides administration of the maturing bonds and interest coupons. Finance also issues and collects sales tax permit licenses and fees. Finance – General Accounting DESCRIPTION OF SERVICES The Administration Division of the Finance Department is to provide financial management and support services to other City departments. The Division also will manage and optimize the City's financial affairs and provide professional, knowledgeable, and courteous service to city employees and customers. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 Actual FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget Personnel Services $651,131 $811,545 $721,356 $662,877 $729,800 Contractual Services $200,735 $100,625 $132,200 $1,340,692 $118,750 $64,351 $47,462 $96,500 $31,196 $87,500 $916,217 $959,632 $950,056 $2,034,765 $936,050 Commodities TOTAL AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Finance Director 1 1 1 1 Finance Supervisor 1 - - - Controller 1 1 1 1 Accountant 3 3 - - Account Clerk II 1 1 1 1 DEPARTMENTAL BUDGETS 69 CITY OF GOODYEAR ANNUAL BUDGET 2010 Finance-General Accounting (Continued) AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Management Assistant - - 1 1 Senior Account Clerk 2 2 2 2 Senior Accountant 1 1 1 1 Account Specialist - - 1 1 Administrative Assistant 1 1 1 1 TOTAL 11 10 9 9 GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1ST GOAL AND OBJECTIVE GOAL • To prepare and provide accurate and timely financial data. • To provide internal controls and financial information to City management and departments to manage their business and meet their financial reporting needs. OBJECTIVE: PERFORMANCE INDICATORS FY 08 Description Closing the General Ledger after month end FY 09 FY 10 Target Actual Target Revised Actual Target 5 days 7 days 5 days n/a 5 days 5 days 2ND GOAL AND OBJECTIVE GOAL • To provide outstanding customer service to vendors. • The purpose of the Accounts Payable activity is to provide payment processing services for City departments and management to insure timely vendor payments for good and services. (Payment Processing includes accurate and appropriate payments.) OBJECTIVE PERFORMANCE INDICATORS FY 08 Description Processing payments for vendors DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target 2 days 2 days 2 days n/a 2 days 2 days 70 CITY OF GOODYEAR ANNUAL BUDGET 2010 Finance-General Accounting (Continued) 3RD GOAL AND OBJECTIVE GOAL OBJECTIVE • To provide outstanding customer service to employees. • The purpose of the Payroll activity is to provide timely payroll services for City departments to pay their employees accurately. PERFORMANCE INDICATORS FY 08 Description How well payroll activity uses its resources FY 09 FY 10 Target Actual Target Revised Actual Target 5 days 5 days 5 days n/a 4 days 5 days Finance – CFD Administration DESCRIPTION OF SERVICES Community Facilities Districts are a special purpose, tax levying public improvement districts of the State of Arizona. CFDs are a mechanism where by Developers may request to form either General Districts or Utilities Districts for the purpose of financing public infrastructure and improvements. These projects may include water and sewer facilities; drainage improvements; design and construction of roads, streets and parking; traffic signals; emergency facilities and public buildings; parks; school sites and facilities and enhanced landscaping. The Community Facilities Districts Division - Finance provides other administration services and all accounting services for the Districts and is paid by each CFD for these services. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 Actual Personnel Services FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget $157,748 $171,974 $183,371 $169,785 $181,869 Contractual Services $1,062 $2,621 $16,116 $ 316 $6,740 Commodities $4,207 $ 46 $2,656 $ 289 $1,856 $163,017 $174,641 $202,143 $170,390 $190,465 TOTAL AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 CFD Administrator 1 1 1 1 CFD Specialist 1 1 1 1 TOTAL 2 2 2 2 DEPARTMENTAL BUDGETS 71 CITY OF GOODYEAR ANNUAL BUDGET 2010 Finance-CFD Administration (Continued) GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1ST GOAL AND OBJECTIVE GOAL OBJECTIVE • Prepare accurate and timely processing of the month-end closing for the general ledger. • Month-end general ledger closings will be accomplished by the 22nd of the following month. PERFORMANCE INDICATORS FY 08 Description General Ledgers closed on time FY 09 FY 10 Target Actual Target Revised Actual Target 22 22 22 n/a 22 22 2ND GOAL AND OBJECTIVE GOAL OBJECTIVE • Provide monthly revenue, expenditure and balance sheet reports to the District Treasurer / Finance Director. • Revenue, expenditure and balance sheet reports will be provided within 2 days after the month-end general ledger closing. PERFORMANCE INDICATORS FY 08 Description Balance reports provided on time FY 09 FY 10 Target Actual Target Revised Actual Target 2 2 2 n/a 2 2 3RDGOAL AND OBJECTIVE GOAL OBJECTIVE • Prepare a budget for each of the ten CFDs. • The annual budget will be adopted by the District Board before October 1 each year for each CFD as required by the Arizona Revised Statutes 48-716. PERFORMANCE INDICATORS FY 08 Description Annual budget adopted DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target 10/1 10/1 10/1 n/a 10/1 10/1 72 CITY OF GOODYEAR ANNUAL BUDGET 2010 Finance – Budget & Research DESCRIPTION OF SERVICES The Budget and Research Office directs the preparation and administration of the annual operating budget and development elements of our Integrated Planning and Budget process. Responsibilities include revenue estimating, forecasting, long range fiscal planning, and conducting organizational and management studies. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 Actual Personnel Services FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget $599,329 $754,751 $624,219 $560,755 $534,555 Contractual Services $92,497 $76,400 $22,640 $34,973 $15,640 Commodities $31,347 $11,267 $7,750 $5,128 $7,750 $723,173 $842,418 $654,609 $600,856 $557,945 TOTAL AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Budget & Research Manager 1 1 1 1 Budget & Financial Planning Analyst - 1 1 1 Budget Analyst - - 1 - Contract Analyst - - 1 1 Sales Tax Auditor 1 1 1 1 Business Registration Coordinator 1 1 1 1 Staff Assistant - 1 1 1 Management Analyst 2 2 2 - TOTAL 5 7 9 6 DEPARTMENTAL BUDGETS 73 CITY OF GOODYEAR ANNUAL BUDGET 2010 Finance-Budget and Research (Continued) GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1ST GOAL AND OBJECTIVE GOAL OBJECTIVE • Prepare and submit the budget document in accordance with state statutes and GFOA standards. • Receive the Certificate of Excellence Distinguished Budget Presentation from GFOA (Budget Award). PERFORMANCE INDICATORS FY 08 Description Receive award FY 09 FY 10 Target Actual Target Revised Actual Target 100% 100% 100% n/a 100% 100% 2ND GOAL AND OBJECTIVE GOAL • Provide a planning tool for Management. OBJECTIVE • Prepare financial forecasting within 10% of the actuals. PERFORMANCE INDICATORS FY 08 Description Target Revenues • GOAL OBJECTIVE • FY 09 FY 10 Target Actual Target Revised Actual Target ± 10% 15% 10% n/a 16% 10% 3RD GOAL AND OBJECTIVE Prepare informative financial information and reports to Mayor, Council and Administation. Have quarterly budget review meetings to determine if departments are staying within their budgets and produce a quartlery report. PERFORMANCE INDICATORS FY 08 Description Meet with Departments within 30 days of quarter close DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a 30 n/a 35 - 40 30 74 CITY OF GOODYEAR ANNUAL BUDGET 2010 Finance – Customer Service DESCRIPTION OF SERVICES The Customer Service Office provides billing of the City’s water, wastewater and sanitation services. We provide customer service for residents utilizing a call center environment. We service both call in and walk in customers servicing their accounts and processing all utility payments. The Customer Service division is also responsible for the front desk operations for the entire Finance Department. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 FY 08 FY 09 FY 09 Actual Actual Budget Estimate Personnel Services FY 10 Budget $326,478 $382,730 $410,589 $360,031 $488,325 Contractual Services $64,611 $24,379 $38,700 $18,832 $37,700 Commodities $18,194 $21,236 $6,700 $7,311 $6,500 $409,283 $428,345 $455,989 $386,174 $532,525 TOTAL AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Customer Service Supervisor - 1 1 1 Customer Service Coordinator 1 - - - Customer Service Representative 3 4 4 3 Customer Service Advocate - - - 2* Utility Billing Specialist - - - 1 Accountant Utility Billing Specialist - - 1 - Senior Account Clerk 1 1 1 1 TOTAL 5 6 7 8 *Positions transferred from Community Services DEPARTMENTAL BUDGETS 75 CITY OF GOODYEAR ANNUAL BUDGET 2010 Finance – Customer Service (Continued) GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1ST GOAL AND OBJECTIVE GOAL OBJECTIVE • Develop an electronic billing with SOURCECORP for all City utility bills. • • • Set up Electronic Billing for all City accounts. Set up Electronic Billing for all interested utility customers. Conduct an education campaign on the new service with the Communication division. Conduct a sign up campaign for utility customers. Implement program. • • PERFORMANCE INDICATORS FY 08 Description 100% of billing electronically FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 100% 2ND GOAL AND OBJECTIVE GOAL • Implement New Rate Structure for Water and Sanitation. OBJECTIVE • • • • Coordinate with Red Oak Consulting and the Water Department. Determine system requirements. Determine best available method for implementation. Program HTE system and implement rates. PERFORMANCE INDICATORS FY 08 Description Accurately input new rates in HTE DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 100% 76 CITY OF GOODYEAR ANNUAL BUDGET 2010 Finance – Customer Service (Continued) 3RD GOAL AND OBJECTIVE GOAL OBJECTIVE • Develop Customer Notification Letters • • Maintain adequate database for proper notification. Develop an “Annual Sewer Winter Quarter Average” letter to inform customers of the annual change in sewer rates. Develop “High Consumption” letters to notify customers of significant jump in water consumption. Provide stellar customer service with proactive approach to identify possible leaks or issues. • PERFORMANCE INDICATORS FY 08 Description FY 09 FY 10 Target Actual Target Revised Actual Target 100% of customers included in database. n/a n/a n/a n/a n/a 100% Minimize letter return rate n/a n/a n/a n/a n/a 2% Finance – Procurement DESCRIPTION OF SERVICES The Procurement Office provides purchasing and contract support while overseeing the procurement of a great variety of products, services, supplies and equipment for all Departments of the City of Goodyear in accordance with the City’s Procurement Code (adopted in 2008). All solicitations for bids/proposals go through the Procurement Office. The Procurement Office is also responsible for copy/mail services and surplus disposal. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 Actual FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget Personnel Services - $981.00 $257,729 $241,801 $262,678 Contractual Services - - $26,090 $42,548 $13,815 Commodities - - $3,625 $3,067 $2,420 TOTAL - $981.00 $287,444 $287,416 $278,913 DEPARTMENTAL BUDGETS 77 CITY OF GOODYEAR ANNUAL BUDGET 2010 Finance – Procurement (Continued) AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Buyer 1 - - - Procurement Manager Position Reclassed 08-09, Previously Procurement Officer 1 1 1 1 Procurement Specialist - 2 2 2 TOTAL 2 3 3 3 GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1ST GOAL AND OBJECTIVE GOAL OBJECTIVE • Implement electronic bidding City wide in all Departments up to their Department limit. • Set up Department information in Buyspeed. PERFORMANCE INDICATORS FY 08 Description Set up Department and system bid approval levels Provide on line Buyspeed bid training to Departments FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 10/09 n/a n/a n/a n/a n/a 11/09 2ND GOAL AND OBJECTIVE GOAL OBJECTIVE • Develop City wide surplus disposal program • Write guidelines and procedures; determine best available methods for disposal. PERFORMANCE INDICATORS FY 08 Description FY 09 FY 10 Target Actual Target Revised Actual Target Develop processing forms n/a n/a n/a n/a n/a 12/09 Provide Training n/a n/a n/a n/a n/a 12/09 DEPARTMENTAL BUDGETS 78 CITY OF GOODYEAR ANNUAL BUDGET 2010 Finance – Procurement (Continued) 3RD GOAL AND OBJECTIVE GOAL • Develop procurement satisfaction survey OBJECTIVE • Design survey and define acceptable service levels. PERFORMANCE INDICATORS FY 08 Description Send survey to Department Directors FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 09/09 Finance – Mail Services DESCRIPTION OF SERVICES Processes and distributes incoming and outgoing mail, makes copies of paperwork as requested by City departments, and provides assistance as needed. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 Actual Personnel Services Contractual Services Commodities TOTAL FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget $106,514 $647.00 $106,955 $94,401 $50,441 $35,494 - $39,908 $30,896 $38,408 $ 35 - $4,300 $2,475 $4,300 $142,043 $647.00 $151,163 $127,772 $93,149 AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Senior Mail & Copy Clerk - - 1 - Mail & Copy Clerk - - 1 1 TOTAL - - 2 1 DEPARTMENTAL BUDGETS 79 CITY OF GOODYEAR ANNUAL BUDGET 2010 Finance – Mail Services (Continued) GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1ST GOAL AND OBJECTIVE Provide mail services to city staff in a customer friendly way that connects them to services and information quickly. GOAL OBJECTIVE Processes and delivers incoming and outgoing mail daily. PERFORMANCE INDICATORS FY 08 Description Provide on-time delivery services FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 97% 2ND GOAL AND OBJECTIVE GOAL Provide copy services to city staff in a customer friendly way. OBJECTIVE Process and deliver copy requests as required by city staff. PERFORMANCE INDICATORS FY 08 Description Provide on-time copy services FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 97% 3RD GOAL AND OBJECTIVE GOAL Determine actual costs for department users OBJECTIVE Keep records of mail production costs PERFORMANCE INDICATORS FY 08 Description Prepare cost sheets for departments DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 6/10 80 CITY OF GOODYEAR ANNUAL BUDGET 2010 DEPARTMENTAL OPERATING BUDGET INFORMATION & TECHNOLOGY $2,566,657 BY DIVISION Administration $1,194,730 DEPARTMENTAL BUDGETS Technical Support & Services $961,332 81 Application Development $410,595 CITY OF GOODYEAR ANNUAL BUDGET 2010 Information Technology DEPARTMENT MISSION STATEMENT To provide reliable technology to meet the business needs of the City supported by quality customer service, now and into the future. Information Technology – Administrative DESCRIPTION OF SERVICES The Administrative Division provides Technology Project Management and Network Security to the enterprise. Oversees operations of all three Information Technology Services Divisions. Monitors adherence to technology standards and best practices. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 FY 08 FY 09 FY 09 Actual Actual Budget Estimate FY 10 Budget Personnel Services $278,206 $366,719 $332,629 $407,355 $463,119 Contractual Services $103,306 $38,154 $198,556 $243,204 $724,861 $4,499 $5,807 $6,050 $5,567 $6,750 $386,011 $410,680 $537,235 $656,126 $1,194,730 Commodities TOTAL AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Director of Information and Technology Services 1 1 1 1 Acting Applications & Business Manager 1 1 1 1 ITS Security Administrator - 1 1 1 Administrative Assistant - 1 1 1 TOTAL 2 4 4 4 DEPARTMENTAL BUDGETS 82 CITY OF GOODYEAR ANNUAL BUDGET 2010 Information Technology – Administrative (Continued) GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1ST GOAL AND OBJECTIVE GOAL OBJECTIVE • Improve customer support • Design and implement portions of the Information Technology Infrastructure Library (ITIL) framework PERFORMANCE INDICATORS FY 08 Description Improve execution of work orders per week FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a 80 100 2ND GOAL AND OBJECTIVE GOAL • Improve service delivery OBJECTIVE • Formalize and implement tiered support services PERFORMANCE INDICATORS FY 08 Description Automate work order escalation FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a 0% 100% 3RD GOAL AND OBJECTIVE GOAL • Implement internal network security parameters OBJECTIVE • Implement single sign-on and password management tools PERFORMANCE INDICATORS FY 08 Description Fewer applications will require separate logon Fewer help desk calls for password resets-per wk DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a 15 2 n/a n/a n/a n/a 80 8 83 CITY OF GOODYEAR ANNUAL BUDGET 2010 Information Technology – Technical Support & Services DESCRIPTION OF SERVICES The Technical Services Division provides telephony, desktop, and infrastructure support. Manages enterprise systems including e-mail and data backups. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 Actual FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget Personnel Services $283,559 $433,158 $518,420 $485,272 $526,181 Contractual Services $394,645 $337,727 $452,719 $336,881 $428,151 $53,999 $12,487 $8,193 $18,103 $7,000 $732,203 $783,372 $979,332 $840,256 $961,332 Commodities TOTAL AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Technical Services Manager 1 1 1 1 IT Technician I Position Reclassed 08-09, Previously IT Specialist 4 4 4 4 System Administrator 1 1 1 2 Lead IT Specialist 1 1 1 - TOTAL 7 7 7 7 GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1ST GOAL AND OBJECTIVE GOAL • Implement Hardware Management Solution OBJECTIVE • Implement server management software using SNMP services PERFORMANCE INDICATORS FY 08 Description Pre-emptive Notification of Failures DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a 0% 90% 84 CITY OF GOODYEAR ANNUAL BUDGET 2010 Information Technology – Technical Support & Services (Continued) 2ND GOAL AND OBJECTIVE GOAL • Implement System Management Tools OBJECTIVE • Implement Microsoft System Management Solution PERFORMANCE INDICATORS FY 08 Description FY 09 FY 10 Target Actual Target Revised Actual Target Automated Software Distribution n/a n/a n/a n/a 0% 90% Centralized System Management n/a n/a n/a n/a 0% 90% 3rd GOAL AND OBJECTIVE GOAL • Replace Enterprise e-mail System OBJECTIVE • Replace the City’s enterprise e-mail system with Microsoft Exchange PERFORMANCE INDICATORS FY 08 Description Retire Lotus Notes Domino Server FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 6/10 Information Technology – Application Development & Support DESCRIPTION OF SERVICES The Applications Division provides business analysis, application design and development services as well as application support for over 50 off-the-shelf and custom applications. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 Actual FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget Personnel Services $339,989 $473,550 $493,610 $407,815 $392,415 Contractual Services $156,930 $107,036 $23,624 $11,295 $15,680 $4,706 $9,376 $2,500 - $2,500 $501,625 $589,962 $519,734 $419,110 $410,595 Commodities TOTAL DEPARTMENTAL BUDGETS 85 CITY OF GOODYEAR ANNUAL BUDGET 2010 Information Technology – Application Development & Support (Continued) AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 ITS Application Developer - - - 1 Application & Business Manager 1 1 1 - Application & Business Analyst 1 4 4 3 TOTAL 2 5 5 4 GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1STGOAL AND OBJECTIVE GOAL OBJECTIVE • Improve System and Application Management • Create and implement plans for version upgrades, patches and/or enhancements for all prepackaged software. PERFORMANCE INDICATORS FY 08 Description Upgrade plan for each prepackaged application FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a 0% 100% 2ND GOAL AND OBJECTIVE GOAL OBJECTIVE • Improve Customer Support • Enhance the functionality of the IT Help Desk system to provide for call escalation, development of a knowledge base, and comprehensive reporting. PERFORMANCE INDICATORS FY 08 Description FY 09 FY 10 Target Actual Target Revised Actual Target Improved quality of customer communication n/a n/a n/a n/a n/a 100% Improved quality of ticket resolution n/a n/a n/a n/a n/a 5 days DEPARTMENTAL BUDGETS 86 CITY OF GOODYEAR ANNUAL BUDGET 2010 Information Technology – Application Development & Support (Continued) 3RD GOAL AND OBJECTIVE GOAL • Implement Data and Application Portals OBJECTIVE • Design and Implement MS Sharepoint PERFORMANCE INDICATORS FY 08 Description Collaboration and dynamic data sharing DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 6/10 87 CITY OF GOODYEAR ANNUAL BUDGET 2010 DEPARTMENTAL OPERATING BUDGET HUMAN RESOURCES $2,280,687 BY DIVISION Employee Development $137,311 DEPARTMENTAL BUDGETS Administration Risk Aversion $697,798 $1,445,578 88 CITY OF GOODYEAR ANNUAL BUDGET 2010 Human Resources DEPARTMENT MISSION STATEMENT The Human Resources Department will facilitate the delivery of the finest city services to the citizens of Goodyear by providing organizational leadership and quality, impartial human resource services that exceed the expectations of our most valuable asset – our EMPLOYEES. Human Resources – Administration DESCRIPTION OF SERVICES The Human Resources Division 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 Division also maintains the master employee records; reporting and analyzes of applicant and employee information; updates and maintains records in payroll/personnel system; manages benefits, and provides recruitment services. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 Actual FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget Personnel Services $661,281 $638,968 $701,693 $625,671 $651,895 Contractual Services $205,183 $142,942 $152,530 $161,444 $25,474 $50,959 $19,640 $29,954 $10,457 $20,429 $917,423 $801,550 $884,177 $797,572 $697,798 Commodities TOTAL AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Human Resources Manager 1 1 1 1 Human Resources Specialist - 1 3 3 Human Resources Director 1 1 1 1 Human Resources Analyst - 1 1 1 Human Resources Technician 3 - - - DEPARTMENTAL BUDGETS 89 CITY OF GOODYEAR ANNUAL BUDGET 2010 Human Resources – Administration (Continued) AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Recruitment Specialist - 2 - - Administrative Assistant 1 1 1 - Benefits and Payroll Specialist 1 - - - Volunteer Coordinator Transferred from Community Services - - - 1 TOTAL 7 7 7 7 GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1ST GOAL AND OBJECTIVE • Maintain a compensation plan that will attract, motivate, and retain an outstanding and committed workforce to effectively carry out the objectives of the City. • Conduct Annual Salary Survey to monitor market position and competitive salary ranges and propose the necessary market adjustment to the City Manager that is needed to bring the City’s compensation plan to 101% of the market. Conduct classification reviews and FLSA reviews as requested by departments to maintain the City’s classification plan. GOAL OBJECTIVE • PERFORMANCE INDICATORS FY 08 Description Maintain a competitive market position DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target 101% 96.8% 101% n/a 97% 101% 90 CITY OF GOODYEAR ANNUAL BUDGET 2010 Human Resources – Administration (Continued) 2ND GOAL AND OBJECTIVE • Recruit, attract, and retain staff by recognizing and welcoming individual talent from diverse backgrounds providing the expertise, dedication, and imagination to help the City soar towards a promising future. • Prepare the budget needed to reinstate the market, merit and tuition reimbursement programs. GOAL OBJECTIVE PERFORMANCE INDICATORS FY 08 Description FY 09 FY 10 Target Actual Target Revised Actual Target Compensation Plan Market Position 101% 96.8% 101% n/a 101% 101% Merit Increase Program Tuition Reimbursement Budget per Employee 0% 0% 0% n/a 0% 2.5-5.0% $4,000 $4,000 $4000 n/a $0 $4,000 • GOAL • OBJECTIVE • • 3RD GOAL AND OBJECTIVE Maintain both the H.T.E. payroll system and personnel files for the purpose of retaining accurate personnel information as it pertains to employee wages, performance management, professional growth and the tracking/reporting methods currently in place to assist recruitment efforts. Implement records imaging software and convert all personnel files to electronic files Audit personnel files to ensure accuracy in content and organize as needed Audit payroll records related to open enrollment changes. All data entered into the payroll system will be proofed by an HR Specialist and then again by another employee in Finance. PERFORMANCE INDICATORS FY 08 Description Convert personnel files to electronic files FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 100% Human Resources – Risk Aversion DESCRIPTION OF SERVICES 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 Risk Management, as is the reduction of controllable losses and protection of the City’s personnel and financial assets. DEPARTMENTAL BUDGETS 91 CITY OF GOODYEAR ANNUAL BUDGET 2010 Human Resources – Risk Aversion (Continued) FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 FY 08 FY 09 FY 09 Actual Actual Budget Estimate Personnel Services Contractual Services Commodities TOTAL FY 10 Budget $191,768 $278,181 $289,008 $341,045 $464,566 $19,902 $620,511 $1,020,691 $1,050,671 $980,462 $1,712 $1,602 $5,650 $ 641 $ 550 $213,382 $900,294 $1,315,349 $1,392,357 $1,445,578 AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Risk Manager 1 1 1 1 Benefits Specialist - 1 1 1 Safety Training Compliance Specialist 1 1 1 1 TOTAL 2 3 3 3 GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1ST GOAL AND OBJECTIVE GOAL • OBJECTIVE 1. Perform annual comparative benefits survey of our benchmark Cities 2. Perform annual employee benefit survey to insure satisfaction with benefits and to gain input on what is important to our employees from their point of view 3. Review plan designs and deductibles, co-pays and employee portion of premium to assist in making our objective 4. Enhance our wellness initiatives to achieve penetration with programs that target early detection and intervention 5. Market our insurance lines of coverage as appropriate. All lines are to be marketed at least every five years Maintain market competitive benefits. PERFORMANCE INDICATORS FY 08 Description Achieve reasonable health renewal rates DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a <15% increase 92 CITY OF GOODYEAR ANNUAL BUDGET 2010 Human Resources – Risk Aversion (Continued) 2ND GOAL AND OBJECTIVE GOAL • OBJECTIVE 1. Perform study to support a decision to or not to self-insure Workers’ Compensation 2. Acquire a third party administrator through the RFP process to assist in the selfinsurance process and to handle our claims 3. Track recordable claims by major departments and compare with previous years 4. Perform analysis to identify negative trends and implement appropriate training and programs to improve results Self-Insurance of our Workers’ Compensation program PERFORMANCE INDICATORS FY 08 Description Reduce the cost of Workers’ Compensation Insurance FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 20% 3RD GOAL AND OBJECTIVE • GOAL: OBJECTIVE: Maintain Compliance with OSHA and CDL mandated programs 1. Maintain database that allows us to track all training, when it has been done and when it is due 2. Perform facility safety inspections annually 3. Perform or oversee required training 4. Maintain CDL files and complete required random drug screens monthly 5. Correlate data with Workers’ Compensation claims and Vehicle accidents to add additional programs that target the reduction of frequency of incidents PERFORMANCE INDICATORS FY 08 Description Achieve and maintain a compliance percentage rating on 12 month programs Achieve and maintain a compliance percentage rating on a bi-annual basis DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 90% n/a n/a n/a n/a n/a 100% 93 CITY OF GOODYEAR ANNUAL BUDGET 2010 Human Resources – Employee Development DESCRIPTION OF SERVICES The Employee Development Division exists to provide learning opportunities that attract, retain, develop, and motivate employees to give their best performance in support of City of Goodyear goals. Offering traditional “training classes” is only one focus of this Division. We commit resources in many ways to help employees be proactive in acquiring new skills and to help supervisors and managers create an environment conducive to continuous learning. We serve many customers in fiscally responsible ways. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 Actual FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget Personnel Services - $78,233 $93,211 $94,477 $92,960 Contractual Services - $83,900 $123,864 $88,625 $43,601 Commodities - $10,553 $28,000 $4,929 $ 750 TOTAL - $172,686 $245,075 $188,031 $137,311 AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Employee Development Manager Position Reclassed 08-09, Previously Employee Development Specialist 1 1 1 1 TOTAL 1 1 1 1 GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1ST GOAL AND OBJECTIVE GOAL • Achieve allocated budget funds OBJECTIVE • • Utilize internal staff as presenters. Save City dollars by facilitating various meetings and events for Departments and outside groups. PERFORMANCE INDICATORS FY 08 Description Training hours presented by internal staff Number of meetings/events facilitated DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 40 n/a n/a n/a n/a n/a 3 94 CITY OF GOODYEAR ANNUAL BUDGET 2010 Human Resources – Employee Development (Continued) 2ND GOAL AND OBJECTIVE GOAL • Establish baselines by which to improve learning activity effectiveness. OBJECTIVE • Administer pre/post tests for at least five training sessions annually. PERFORMANCE INDICATORS FY 08 Description # of sessions administering pre/post tests FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 5 3RD GOAL AND OBJECTIVE GOAL • Offer learning initiatives that meet the needs of departments and employees. OBJECTIVE • Administer comprehensive training needs analysis. PERFORMANCE INDICATORS FY 08 Description # of Departments providing input DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 13 95 CITY OF GOODYEAR ANNUAL BUDGET 2010 DEPARTMENTAL OPERATING BUDGET POLICE $13,813,412 BY DIVISION Administration Telecommunications $11,435,214 $1,664,565 Code Compliance Tow Administration $518,797 $194,836 DEPARTMENTAL BUDGETS 96 CITY OF GOODYEAR ANNUAL BUDGET 2010 Police DEPARTMENT MISSION STATEMENT 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. Police – Administration and Operations DESCRIPTION OF SERVICES The Administration and Operations Division of the Police Department accounts for the Office of the Chief, Field Operations, Investigations, and Support Services functions. The Office of the Chief provides policy direction, budget and planning, administrative services, public information, and crime and intelligence analysis to the organization. Field Operations encompasses police patrol and specialty units such as the School Resource Officers and Special Assignments Unit. Investigations reviews caseload and subsequently investigates property crimes and crimes against persons, as well as crime scene support. Finally, Support Services is tasked with property and evidence, audits and inspections, records, and coordination of the Police Volunteer Program. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 Actual FY 08 Actual Personnel Services $7,241,331 $9,187,894 Contractual Services $1,066,514 Commodities TOTAL FY 09 Budget FY 09 Estimate FY 10 Budget $10,021,234 $10,032,171 $9,924,514 $1,144,924 $1,039,200 $1,067,177 $1,066,700 $520,217 $520,271 $565,500 $451,648 $444,000 $8,828,062 $10,853,089 $11,625,934 $11,550,996 $11,435,214 AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Administrative Assistant 1 2 2 3 Chief 1 1 1 1 Detective 6 9 9 9 Lieutenant 3 5 5 5 DEPARTMENTAL BUDGETS 97 CITY OF GOODYEAR ANNUAL BUDGET 2010 Police – Administration and Operations (Continued) AUTHORIZED PERSONNEL (Continued) Position FY 07 FY 08 FY 09 FY 10 Police Commander 1 1 1 2 Police Officers 54 66 65 67 - 2 1 1 Sergeant 11 11 11 12 Investigations Specialist 1 1 1 1 Crisis Services Coordinator 1 1 1 1 Administrative Services Manager - - 1 1 Management Analyst 1 1 - - Alarm Coordinator1 1 1 1 - Assistant to the Police Chief - - 1 1 Forensic Specialist - 1 1 1 Intelligence Analyst - - 1 1 Police Records Clerk II 2 - 1 1 Crime Scene Technician 1 - - - Judicial Enforcement Officer* - - 1 - Management Assistant 1 1 - - Project Assistant - 1 - - 85 104 104 105 Police Records Specialist TOTAL *Included in Municipal Court Roster DEPARTMENTAL BUDGETS 98 CITY OF GOODYEAR ANNUAL BUDGET 2010 Police – Administration and Operations (Continued) GOALS, OBJECTIVES AND PERFORMANCE MEASURES • • GOAL OBJECTIVES • • • • • • 1ST GOAL AND OBJECTIVE Goal 1 – Growth and Service Provision Preparing for and responding to changes in growth patterns of the city is a key goal of the Police Department. While retail and commercial venues continue to attract visitors to the City, the Police Department must be prepared to respond to the changing economic climate. Reductions in fiscal resources, changes in the housing market, and social issues arising from the economy must be addressed. The Police Department will ensure there are adequate numbers of personnel, assigned to the appropriate positions, performing to high standards in order to provide essential services to the community. Develop a Comprehensive Traffic Unit Education and Safety Plan Increase Capacity of the Investigations Division Civilianization of Identified Patrol Functions for Efficiency Full Time Employment Services Personnel in the Police Department Street Crime Unit and Entertainment Area Unit Implementation Create and Implement Short and Long Range Service Delivery Plans PERFORMANCE INDICATORS FY 08 Description Implement Street Crime Unit and Entertainment Area Unit Develop comprehensive traffic unit education and safety plan • • GOAL OBJECTIVES • • • • • • • • DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 6/10 n/a n/a n/a n/a n/a 6/10 2ND GOAL AND OBJECTIVE Goal 2 – Partnerships and Customer Service Our goal is to provide the highest quality of customer service to the people of Goodyear while meeting community expectations and maintaining high professional standards. We will create and maintain a culture and environment where citizens, community leaders, neighborhoods, schools, businesses and other Police agencies work with the Goodyear Police Department to prevent and combat crime as well as building healthy relationships between the Police and Community. Maintain and Enhance the School Resource Program (SRO) Development of Neighborhood Resources Plan Standardize and Communicate the Operational Costs for New Development Plan and Prepare for Regional Major Sporting Events Enhance Communication through Radio Interoperability Increase Visibility and Crime Deterrence with a 30% Directed Patrol Time Enhance Community Stakeholder Relations Provide for Web Based Outreach and Service Delivery 99 CITY OF GOODYEAR ANNUAL BUDGET 2010 Police – Administration and Operations (Continued) PERFORMANCE INDICATORS FY 08 Description Increase Visibility and Crime Deterrence with a 30% Directed Patrol Time Prepare plan for Major Sporting Events • • GOAL OBJECTIVES • • • • FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 30% n/a n/a n/a n/a n/a 2/10 3RD GOAL AND OBJECTIVE Goal 3 –Enhance Internal Operations Growth will be managed by maintaining high internal standards. We will effectively manage our internal resources and processes. We view responsible management of our policies and processes as key in adapting to the needs of the City as well as continuing to provide an environment that is conducive to high employee morale through various means. In addition, we will actively plan for future, and maintain current, facilities for our personnel. Create a Professional Standards and Audit Division Increase Civilian Utilization Implement a Competency Based Evaluation System Monitor and Enhance Police Capital Improvement Planning PERFORMANCE INDICATORS FY 08 Description FY 09 FY 10 Target Actual Target Revised Actual Target Create Professional Standards and Audit Division n/a n/a n/a n/a n/a 6/10 Increase Civilian Utilization n/a n/a n/a n/a n/a 10% Police – Towing Administration DESCRIPTION OF SERVICES The purpose of the Towing Administration Division is to administer Police Programs in support of A.R.S. 283511. A.R.S. 28-3511 requires law enforcement to impound a motor vehicle under certain circumstances, including but not limited to the enforcement of suspended, cancelled or revoked privilege to drive, enforcement of persons with no operator license, enforcement of ignition interlock device restriction, and the enforcement of removal requirements for impaired driving including ARS 4-244.33, 28-1382 and 28-1383. The Towing Administration Division is responsible for administrative support of police efforts associated with A.R.S. 28-3511 and conducting required hearings as appropriate. DEPARTMENTAL BUDGETS 100 CITY OF GOODYEAR ANNUAL BUDGET 2010 Police – Towing Administration (Continued) FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 FY 08 FY 09 FY 09 Actual Actual Budget Estimate FY 10 Budget Personnel Services $ $ $ $ $43,536 Contractual Services $ $ $ $ $78,000 Commodities $ $ $ $ $73,300 TOTAL $ $ $ $ $194,836 AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Traffic Specialist - - 1 1 TOTAL - - 1 1 GOALS, OBJECTIVES AND PERFORMANCE MEASURES GOAL OBJECTIVE 1ST GOAL AND OBJECTIVE Support and Administer the Towing Administration Program as defined by A.R.S. 28-3511. • Implementation of both efficient and effective procedures related to the administration of the program. • Conduct hearings as defined by statute, providing for the effective enforcement of 28-3511 PERFORMANCE INDICATORS FY 08 Description Number of Customers Served with Towing Hearings Effective Enforcement of 28-3511 as determined by the percentage of tows deemed invalid. DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a 1500 n/a n/a 2000 n/a n/a > 2% n/a n/a 0% 101 CITY OF GOODYEAR ANNUAL BUDGET 2010 Police – Towing Administration (Continued) 2ND GOAL AND OBJECTIVE Enforce the provisions of ARS 28-3511 GOAL OBJECTIVE • • • Enforcement of suspended, cancelled or revoked privilege to drive Enforcement of persons with no operator license Enforcement of ignition interlock device restriction PERFORMANCE INDICATORS FY 08 Description Number of traffic officer self initiated calls for service Number of public education strategies implemented FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a 4000 n/a n/a 6000 n/a n/a 2 n/a n/a 4 Police – Telecommunications DESCRIPTION OF SERVICES The staff of the Telecommunications Division is responsible for all operations regarding 911, non-emergency phones, and the radio system. Through these operations, the Operators and Supervisors in the division maintain that critical link between the public and our officers in the field. The communications center functions as the first point of contact in most situations, ranging from in progress violent calls and traffic accidents, to noise complaints and general information requests. The center is manned 365 days a year with personnel whose intensive training and dedication to duty allow us to provide a high level of customer service. The center has become a technology fusion center, bringing together various computer, phone, mapping, and radio systems allowing staff to work more effectively and efficiently. The Telecommunications Division is also charged with leading or aiding in most of the technology projects across the department. The division is led by a manager, who also directs, with the support and assistance of the City’s Information Technology Department, the efforts of technology projects within the department. These projects range from automating manual process to oversight of the police records management system. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES Personnel Services Contractual Services Commodities TOTAL DEPARTMENTAL BUDGETS FY 07 Actual FY 08 Actual FY 09 Budget $1,051,702 $1,204,072 $1,371,388 $1,212,720 $1,300,080 $226,693 $331,753 $338,427 $175,393 $351,700 $39,945 $76,856 $13,785 $8,257 $12,785 $1,318,340 $1,612,681 $1,723,600 $1,396,370 $1,664,565 102 FY 09 Estimate FY 10 Budget CITY OF GOODYEAR ANNUAL BUDGET 2010 Police – Telecommunications (Continued) AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Telecommunications Manager 1 1 1 1 Telecommunications Supervisor 4 4 5 4 Telecommunications Operator 11 12 12 12 TOTAL 16 17 18 17 GOALS, OBJECTIVES AND PERFORMANCE MEASURES • 1st GOAL AND OBJECTIVE Provide services to the public and support police units and other City departments in carrying out public safety responsibilities by receiving, processing, and dispatching requests for police services. • Process calls for services GOAL OBJECTIVE: PERFORMANCE INDICATORS FY 08 Description Number of calls for service FY 09 FY 10 Target Actual Target Revised Actual Target n/a 153,000 n/a n/a 71,468 87,234 2ND GOAL AND OBJECTIVE GOAL OBJECTIVE • Provide excellent customer service by answering emergency calls • Maintain an overall average ring time less than 7 seconds for incoming 9-1-1 calls for service 97% of the time. PERFORMANCE INDICATORS FY 08 Description Maintain and average call ring time of 7 seconds for incoming 911 calls DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 97% 103 CITY OF GOODYEAR ANNUAL BUDGET 2010 Police – Telecommunications (Continued) 3RD GOAL AND OBJECTIVE GOAL OBJECTIVE • Make the overall department 5 minute response time • Enter 85% of Priority 1 calls received through 9-1-1 into the system within one minute. PERFORMANCE INDICATORS FY 08 Description Percentage of priority 1 calls entered into the system within one minute. FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 85% Police – Community Services DESCRIPTION OF SERVICES The Community Services Division of the Police Department works to maintain and enhance the community through the strengthening neighborhoods, communication, and implementing community programs. Community services also implements and guides proactive crime prevention and community policing concepts, as well as pursuing and enforcing compliance with city codes so that planned community standards are maintained. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 Actual FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget Personnel Services - - - $ $454,686 Contractual Services - - - $ $50,711 Commodities - - - $ $13,400 TOTAL - - - $ $518,797 AUTHORIZED PERSONNEL Position * FY 07 FY 08 FY 09 FY 10 Administrative Assistant - - - 1 Code Compliance Manager - - - 1 Code Compliance Officer - - - 2 DEPARTMENTAL BUDGETS 104 CITY OF GOODYEAR ANNUAL BUDGET 2010 Police – Community Services (Continued) AUTHORIZED PERSONNEL (Continued) Position * FY 07 FY 08 FY 09 FY 10 Staff Assistant - - - 1 Neighborhood & Cultural Arts Manager - - - 1 TOTAL - - - 6 * All positions transferred from Community Services GOALS, OBJECTIVES AND PERFORMANCE MEASURES GOAL OBJECTIVE 1ST GOAL AND OBJECTIVE Seek to develop a community more interconnected with City government and between neighborhoods. • Support broad participation in the community through volunteer and promotional efforts such as Getting Arizonans Involved in Neighborhoods. • Promoting awareness of citizen-education activities like Goodyear Citizen’s Police Academy and Southwest Valley Citizen Academy • Support the implementation of Neighborhood Block Watch programs PERFORMANCE INDICATORS FY 08 Description Increased Citizen participation in events such as gain Participation level in Citizen Academies Creation and dissemination of block watch support and information and materials GOAL OBJECTIVE • • • DEPARTMENTAL BUDGETS FY 09 Target Actual n/a n/a n/a n/a n/a n/a Target 10% increase 5% increase 1 /quarter FY 10 Revised Actual n/a n/a n/a n/a n/a n/a Target 15% increase 7.5% increase 2/quarter 2ND GOAL AND OBJECTIVE Encourage, pursue, and enforce compliance with city codes by the citizens and businesses of Goodyear so that planned community standards are maintained. Develop educational programs on city codes to promote voluntary compliance. Utilize City processes to actively mitigate the impacts of vacant or abandoned properties. 105 CITY OF GOODYEAR ANNUAL BUDGET 2010 Police – Community Services (Continued) PERFORMANCE INDICATORS FY 08 Description Timely response and resolution to complaints as shown by average time from complaint to resolution Investigations are fair, relevant and minimally intrusive through minimal citizen complaints Consistent communication of requirements, policies and procedures through education programs and events attended or information distribution DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a 14 Days n/a n/a 10 Days n/a n/a Less than 10% n/a n/a Less than 7.5% n/a n/a 6 n/a n/a 10 106 CITY OF GOODYEAR ANNUAL BUDGET 2010 DEPARTMENTAL OPERATING BUDGET FIRE $10,725,050 BY DIVISION Administrative Services Community Services $606,144 $484,204 Emergency Services Support Services $7,806,863 $1,108,738 Homeland Security Building Inspections $111,485 $607,616 DEPARTMENTAL BUDGETS 107 CITY OF GOODYEAR ANNUAL BUDGET 2010 Fire DEPARTMENT MISSION STATEMENT 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. Fire – Administrative Services DESCRIPTION OF SERVICES The role of the Administrative Services Division is to support front-line service providers by creating an environment for success. We are the link between the department, the Council, and the community. We provide support in the areas of customer service, human resources, information management, fiscal management, policy development, and planning. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 Actual FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget Personnel Services $347,517 $523,235 $591,392 $602,232 $545,204 Contractual Services $103,094 $147,377 $58,205 $49,061 $38,640 $38,541 $42,193 $19,900 $22,227 $22,300 $489,152 $712,805 $669,497 $673,520 $606,144 Commodities TOTAL AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Fire Chief 4 1 1 1 Management Assistant 1 1 1 1 Administrative Services Manager - 1 1 1 Administrative Assistant - 1 1 1 Staff Assistant 3 3 3 3 TOTAL 8 7 7 7 DEPARTMENTAL BUDGETS 108 CITY OF GOODYEAR ANNUAL BUDGET 2010 Fire – Administrative Services (Continued) GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1ST GOAL AND OBJECTIVE GOAL OBJECTIVE • Respond to customer requests for incident reports in a timely manner. • Process 95% of all requests for non-investigative incident reports within 72 hours. PERFORMANCE INDICATORS FY 08 Description % of time incident rpts processed within 72 hours FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 95% 2ND GOAL AND OBJECTIVE GOAL • Manage overtime allocation in accordance with overtime allocation plan. OBJECTIVE • Manage overtime use to 95% of the overtime allocation plan. PERFORMANCE INDICATORS FY 08 Description % of overtime usage compared with allocation plan FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 95% Fire – Community Services DESCRIPTION OF SERVICES The Community Services Division consists of Fire Prevention and Public Education programs. They are responsible for developing and implementing programs and policies that prevent or reduce the impact of fires and other emergencies which threaten lives, property, or the environment. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 Actual Personnel Services FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget $511,713 $698,002 $710,911 $684,661 $472,354 Contractual Services $84,454 $55,871 $14,800 $4,768 $4,500 Commodities $11,200 $8,093 $24,250 $9,001 $7,350 $607,367 $761,966 $749,961 $698,430 $484,204 TOTAL DEPARTMENTAL BUDGETS 109 CITY OF GOODYEAR ANNUAL BUDGET 2010 Fire – Community Services (Continued) AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Fire Marshall 1 1 1 1 Fire Inspector Supervisor - 1 1 1 Fire Inspector 1 - 1 2 3 Plans Examiner 1 2 2 2 Community Education Coordinator 1 1 1 1 TOTAL 3 6 7 8 GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1ST GOAL AND OBJECTIVE GOAL • Respond efficiently to customer requests for fire prevention inspections. OBJECTIVE • Deliver on 5 day fire prevention inspections 100% of the time. PERFORMANCE INDICATORS FY 08 Description % of time meeting 5 day fire prevention inspection FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 100% 2ND GOAL AND OBJECTIVE GOAL • Respond efficiently to customer requests for fire prevention plan review. OBJECTIVE • Deliver on 20 day fire prevention plan review 100% of the time. PERFORMANCE INDICATORS FY 08 Description % of time meeting 20 day fire prevention plan review DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 100% 110 CITY OF GOODYEAR ANNUAL BUDGET 2010 Fire – Community Services (Continued) 3RD GOAL AND OBJECTIVE GOAL OBJECTIVE • Maintain safe buildings for the community and firefighters. • Conduct annual inspections in 80% of commercial/industrial occupancies every year. PERFORMANCE INDICATORS FY 08 Description % of annual occupancy inspections completed FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 80% Fire – Emergency Services DESCRIPTION OF SERVICES The Operations Division responds to various types of situations including fire suppression, emergency medical, transportation-related accidents, hazardous materials incidents, and specialty response. Essential additional activities include providing oversight and direction to departmental training, health/safety, and preincident planning. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 FY 08 FY 09 FY 09 Actual Actual Budget Estimate Personnel Services FY 10 Budget $6,146,082 $7,688,326 $7,166,079 $6,975,188 $7,309,263 Contractual Services $291,107 $354,707 $421,530 $418,469 $463,400 Commodities $120,897 $56,129 $39,825 $39,332 $34,200 $6,558,086 $8,099,162 $7,627,434 $7,432,989 $7,806,863 TOTAL AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Deputy Chief 1 1 1 1 Fire Battalion Chief 5 7 6 7 Firefighter EMT - - 31 42 Firefighter Paramedic - - 17 9 Fire Captain EMT - - 10 6 DEPARTMENTAL BUDGETS 111 CITY OF GOODYEAR ANNUAL BUDGET 2010 Fire – Emergency Services (Continued) AUTHORIZED PERSONNEL (Continued) Position FY 07 FY 08 FY 09 FY 10 Fire Captain Paramedic - - 10 8 Fire Engineer EMT - - 6 7 Fire Engineer Paramedic - - 10 12 TOTAL - - 91 92 GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1ST GOAL AND OBJECTIVE GOAL • Improve emergency response times. OBJECTIVE • Reduce turnout time to 1 minute or less 90% of the time. PERFORMANCE INDICATORS FY 08 Description % of time turnout time is 1 minute or less FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 90% 2ND GOAL AND OBJECTIVE GOAL • Provide timely feedback on performance to division employees. OBJECTIVE • Deliver performance appraisals on time 95% of the time. PERFORMANCE INDICATORS FY 08 Description % of Performance Appraisals turned in prior to due date DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 95% 112 CITY OF GOODYEAR ANNUAL BUDGET 2010 Fire – Emergency Services (Continued) 3RD GOAL AND OBJECTIVE GOAL • Improve emergency response times. OBJECTIVE • Reduce reponse time to 5 minute or less 90% of the time for priority calls. PERFORMANCE INDICATORS FY 08 Description % of time response time is 5 minutes or less FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 90% Fire – Support Services DESCRIPTION OF SERVICES The Logistics Section provides programs, processes, and functional needs to support the department’s mission by managing resources that are productive and responsive toward meeting the daily and long-term needs of the department. The Support Services Division provides quality goods and services to the members of the Goodyear Fire Department in a controlled, expedient manner. We are committed to improve the effectiveness of the department’s logistical resources through research and planning in the areas of protective equipment, new fire apparatus, janitorial supplies, fleet and facility maintenance, and new facility construction. The Training Division provides comprehensive training and professional development programs for all public safety personnel in order to maintain a highly competent and professional work force needed to carry out the mission of the Goodyear Fire Department. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 Actual FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget Personnel Services $256,249 $393,024 $386,529 $377,177 $382,388 Contractual Services $681,096 $470,119 $514,578 $581,085 $528,050 Commodities $201,986 $208,901 $215,003 $170,240 $198,300 $1,139,331 $1,072,044 $1,116,110 $1,128,502 $1,108,738 TOTAL AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Deputy Chief 1 1 1 1 Fire Battalion Chief - - - 1 Fire Equipment Maintenance Worker III 1 2 1 2 TOTAL 2 3 2 4 DEPARTMENTAL BUDGETS 113 CITY OF GOODYEAR ANNUAL BUDGET 2010 Fire – Support Services (Continued) GOALS, OBJECTIVES AND PERFORMANCE MEASURES GOAL OBJECTIVE • 1ST GOAL AND OBJECTIVE Increase the level of safety, effectiveness, and performance of all members of the department. • Complete 100% of all City and Department required annual training. PERFORMANCE INDICATORS FY 08 Description % of required annual training completed GOAL OBJECTIVE FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 100% • 2ND GOAL AND OBJECTIVE Provide for safer and more effective emergency operations during high-risk incidents. • Complete 90% of all scheduled company and battalion training. PERFORMANCE INDICATORS FY 08 Description % of scheduled company and battalion training completed FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 90% 3RD GOAL AND OBJECTIVE GOAL • Ensure 100% compliance with OSHA respiratory protection standards. OBJECTIVE • Complete 100% of fit testing requirements for all SCBA users. PERFORMANCE INDICATORS FY 08 Description % of SCBA users completing fit testing % of SCBA users receiving annual physicals DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 100% n/a n/a n/a n/a n/a 100% 114 CITY OF GOODYEAR ANNUAL BUDGET 2010 Fire – Homeland Security DESCRIPTION OF SERVICES The Emergency Management Division is responsible for providing mitigation, preparedness, response, recovery, and coordination for small-scale emergencies and disasters, both natural and man-made, to the citizens of Goodyear for the purpose of saving lives and preventing property damage. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 FY 08 FY 09 FY 09 Actual Actual Budget Estimate FY 10 Budget Personnel Services $51,695 $144,099 $104,804 $105,436 $99,633 Contractual Services $10,866 $21,982 $13,202 $10,455 $7,852 $ 218 $ 653 $5,000 $1,932 $4,000 $62,779 $144,099 $123,006 $117,823 $111,485 Commodities TOTAL AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Emergency Management Coordinator 1 1 1 1 TOTAL 1 1 1 1 GOALS, OBJECTIVES AND PERFORMANCE MEASURES GOAL OBJECTIVE • 1ST GOAL AND OBJECTIVE Increase the number of trained citizens who will serve as CERT volunteers to assist in emergency disaster response. • Increase the number of CERT volunteers by 50%. PERFORMANCE INDICATORS FY 08 Description Number of CERT volunteers DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a 27 41 115 CITY OF GOODYEAR ANNUAL BUDGET 2010 Fire – Homeland Security (Continued) GOAL OBJECTIVE • 2ND GOAL AND OBJECTIVE Provide Emergency Management Team with knowledge of the area they may work in during an EOC activation. • Provide EOC Section training for 50% of the Emergency Management Team. PERFORMANCE INDICATORS FY 08 Description % of EMT that receive EOC Section training GOAL OBJECTIVE FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 50% • 3RD GOAL AND OBJECTIVE Ensure the Emergency Operations Center will be activated and functional within a reasonable timeframe. • EOC staff is capable of full activation of EOC within one (1) hour. PERFORMANCE INDICATORS FY 08 Description Time to make EOC functional during activation FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 1 hour Fire – Building Inspections DESCRIPTION OF SERVICES The Building Safety Division is responsible for minimizing casualties and losses of property from fire and hazardous materials by plan review and inspection of buildings and property. We ensure qualtiy construction for the City’s residents by regulating building construction and building occupancy. We enforce the City’s building, electrical, mechanical, plumbing, and zoning ordinances in addition to other applicable state and local laws and ordinances. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 FY 08 FY 09 FY 09 Actual Actual Budget Estimate FY 10 Budget Personnel Services - - - - $569,521 Contractual Services - - - - $32,845 Commodities - - - - $5,250 TOTAL - - - - $607,616 DEPARTMENTAL BUDGETS 116 CITY OF GOODYEAR ANNUAL BUDGET 2010 Fire – Building Inspections (Continued) AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Building Inspector III 2 2 2 2 Building Permit Tech I 2 4 - - Building Inspector I - 2 1 6 Building Permit Tech II 6 5 5 - Building Official - 1 1 1 Plans Examiner 2 3 3 3 Building Permit Tech III 1 1 - - Plans Review Supervisor Building Safety - 1 1 1 Building Inspection Supervisor 1 1 1 1 Administrative Assistant 1 1 1 1 TOTAL 15 21 15 15 GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1ST GOAL AND OBJECTIVE Respond to all submitted tenant improvement plans for review within stated cycle times. GOAL OBJECTIVE Provide 15 day turnaround n 90% of submitted tenant improvement plans. PERFORMANCE INDICATORS FY 08 Description Percent of TI plan reviews completed within 15 days of request DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 90% 117 CITY OF GOODYEAR ANNUAL BUDGET 2010 Fire – Building Inspections (Continued) 2ND GOAL AND OBJECTIVE GOAL • Respond to all solar plans submitted within stated cycle time OBJECTIVE • Provide 5 day turnaround for 90% of solar plans submitted for review. PERFORMANCE INDICATORS FY 08 Description Percent of solar plan reviews completed within 5 days FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 90% 3rd GOAL AND OBJECTIVE GOAL • Provide over-the-counter plan review for minor permits OBJECTIVE • Provide over-the-counter plan review for 100% of the minor gas line permits. PERFORMANCE INDICATORS FY 08 Description Percent of time minor gas line plans reviewed at counter FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 100% 4th GOAL AND OBJECTIVE GOAL • Respond to each inspection requested within time stated OBJECTIVE • Respond to all inspection requests within next business day 100% of the time. PERFORMANCE INDICATORS FY 08 Description Percent of time inspections are provided next business day DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 100% 118 CITY OF GOODYEAR ANNUAL BUDGET 2010 Fire – Building Inspections (Continued) 5th GOAL AND OBJECTIVE GOAL • Reduce number of re-inspections on single family dwellings OBJECTIVE • Reduce re-inspections to 5% of all requested single family inspections. PERFORMANCE INDICATORS FY 08 Description Percent of re-inspections for single family dwellings DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 5% 119 CITY OF GOODYEAR ANNUAL BUDGET 2010 DEPARTMENTAL OPERATING BUDGET MUNICIPAL COURT $1,009,449 DEPARTMENTAL BUDGETS 120 CITY OF GOODYEAR ANNUAL BUDGET 2010 Municipal Court DEPARTMENT MISSION STATEMENT The Municipal Court has jurisdiction over a limited variety of cases. The Municipal Judge presides over misdemeanor crimes and petty offenses committed within the City. That includes all civil traffic, criminal traffic, criminal misdemeanors, juvenile traffic, liquor violations, and City Code. The court has concurrent jurisdiction with the Justice Court on orders of protection, injunctions against harassment, and search warrants. The court also collects bonds, fines, fees, and restitution. The Goodyear Municipal Court is part of the integrated judicial system and serves as the judicial branch of the Goodyear municipal government; and is subject to the administrative authority of the Arizona Superior Court and Arizona Supreme Court FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY07 Actual FY08 Actual FY09 Budget FY09 Estimate FY10 Budget Personnel Services $633,699 $797,489 $840,832 $796,385 $855,755 Contractual Services $145,855 $231,406 $151,763 $219,165 $134,060 $49,094 $30,284 $23,634 $23,717 $19,634 $828,648 $932,224 $1,016,229 $1,039,267 $1,009,449 Commodities TOTAL AUTHORIZED PERSONNEL Position FY07 FY08 FY09 FY10 Court Clerk Interpreter 1 1 1 1 Municipal Court Supervisor 1 1 1 1 Court Administrator 1 1 1 1 Court Specialist III - 3 3 3 Court Specialist II - - 1 - Court Specialist I - - 2 3 Court Clerk I 1 2 - - Court Clerk II 3 1 - - Judge 1 1 1 1 Judicial Enforcement Officer 1 1 1 1 TOTAL 9 11 11 11 DEPARTMENTAL BUDGETS 121 CITY OF GOODYEAR ANNUAL BUDGET 2010 Municipal Court (Continued) GOALS, OBJECTIVES AND PERFORMANCE MEASURES GOAL OBJECTIVE 1ST GOAL AND OBJECTIVE Reduce demand on personnel resources associated with manually entering citation data. Research, develop, and implement an electronic solution for the completion, issuance, and filing of citations in the Goodyear Municipal Court. PERFORMANCE INDICATORS FY08 Description Reduce number of arrest warrants issued for failure to pay FY09 FY10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 15% 2ND GOAL AND OBJECTIVE GOAL OBJECTIVE • Implement a check verification system strategies to increase collection of overdue fines and fees • Eliminate checks returned for non-sufficient funds resulting in greater efficiency and cost savings. PERFORMANCE INDICATORS FY08 Description Reduction of resources to address non sufficient fund checks FY09 FY10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 100% 3RD GOAL AND OBJECTIVE GOAL • Implement a secured wireless connectivity. OBJECTIVE • Suported statewide court automated system for use in the Justice Facility. PERFORMANCE INDICATORS FY08 Description Increase efficiency in court room staff in terms of equipment use DEPARTMENTAL BUDGETS FY09 FY10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 50% 122 CITY OF GOODYEAR ANNUAL BUDGET 2010 DEPARTMENTAL OPERATING BUDGET ECONOMIC DEVELOPMENT $509,030 DEPARTMENTAL BUDGETS 123 CITY OF GOODYEAR ANNUAL BUDGET 2010 Economic Development DEPARTMENT MISSION STATEMENT To expand the economy of the City of Goodyear through the recruitment of capital investment, enhancement of existing businesses, and expansion of developable land and other investment opportunities in order to create and sustain a balanced lifestyle for the community. DESCRIPTION OF SERVICES 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. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 Actual Personnel Services Contractual Services FY 09 Budget FY 09 Estimate FY 10 Budget $308,482 $452,075 $460,165 $477,348 $397,111 $2,170,334 $975,833 $111,769 $505,927 $104,269 $7,560 $12,082 $7,650 $4,756 $7,650 $2,486,376 $1,439,990 $579,584 $988,031 $509,030 Commodities TOTAL FY 08 Actual AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Administrative Assistant 1 1 1 1 Economic Development Director 1 1 1 1 Sr. Office & Industrial Development Manager - 1 1 1 Sr. Retain Development Manager - 1 1 1 Business Advocate 1 1 1 1 Project Manager 2 - - - TOTAL 5 5 5 5 DEPARTMENTAL BUDGETS 124 CITY OF GOODYEAR ANNUAL BUDGET 2010 Economic Development (Continued) GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1ST GOAL AND OBJECTIVE GOAL • Attract quality employment to increase citizens employment opportunities. OBJECTIVE • Create high-wage employment opportunities. PERFORMANCE INDICATORS FY 08 Description Estimated # of jobs created Average wage FY 09 FY 10 Target Actual Target Revised Actual Target 500 905 500 612 612 300 $17.81 $18.11 $18.58 $11.38 $11.38 $18.58 2ND GOAL AND OBJECTIVE GOAL • Attract quality retail, hospitality and resort amenities. OBJECTIVE • Increase sales tax revenue. PERFORMANCE INDICATORS FY 08 Description FY 09 FY 10 Target Actual Target Revised Actual Target Sales tax growth n/a n/a n/a n/a n/a >5% Per capita sales tax n/a n/a n/a n/a n/a >2.5% 3RD GOAL AND OBJECTIVE GOAL OBJECTIVE • Focus on retention and expansion of existing businesses. • Identify business needs and issues and establish strategies to retain and expand the existing business base. PERFORMANCE INDICATORS FY 08 Description Total # Business retention and expention visits Jobs created from existing business expansions DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a 30 25 19 20 n/a n/a n/a n/a 100 100 125 CITY OF GOODYEAR ANNUAL BUDGET 2010 Economic Development (Continued) 4TH GOAL AND OBJECTIVE GOAL • Attract reinvestment in older commercial corridors of the City. OBJECTIVE • Implement the Litchfield Corridor Redevelopment Vision and Action Plan. PERFORMANCE INDICATORS FY 08 Description FY 09 FY 10 Target Actual Target Revised Actual Target $ amount of private investment n/a $120,000 $200,000 n/a n/a $264,491 Sq. foot redeveloped n/a 4,500 15,000 n/a 15,000 19,438 5TH GOAL AND OBJECTIVE • GOAL • OBJECTIVE Leverage partnerships for business development issues and strategic initiatives. Build upon relationships with the local, regional, and state economic development partners and others on business development issues and other regional and state strategic intiatives. PERFORMANCE INDICATORS FY 08 Description FY 09 FY 10 Target Actual Target Revised Actual Target # of committees & boards n/a 10 10 n/a 5 8 # of region & state initiatives participation n/a n/a 5 n/a 3 3 DEPARTMENTAL BUDGETS 126 CITY OF GOODYEAR ANNUAL BUDGET 2010 DEPARTMENTAL OPERATING BUDGET COMMUNITY DEVELOPMENT $1,547,152 BY DIVISION Administration Planning & Zoning Permit Processing $304,938 $702,312 $539,903 DEPARTMENTAL BUDGETS 127 CITY OF GOODYEAR ANNUAL BUDGET 2010 Community Development DEPARTMENT MISSION STATEMENT Through active participation, collaboration and exemplary customer service, the Community Development Department identifies and implements the community's vision for smart growth and quality development. Community Development – Administration DESCRIPTION OF SERVICES Community Development Administration is responsible for the implementation of the General Plan and the administration of City zoning, planning and development policies, coordinates the activities of the divisions within the Department, ensures that activities and programs are consistent with the Department's mission, provides necessary resources and information services support, and provides staff support to the Planning & Zoning Commission, City Council, and Board of Adjustment. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 Actual Personnel Services FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget $207,478 $259,806 $262,536 $255,755 $258,884 Contractual Services $72,893 $111,868 $101,739 $56,425 $34,439 Commodities $12,557 $14,687 $14,910 $8,661 $11,615 $292,928 $386,361 $379,185 $320,841 $304,938 TOTAL AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Community Development Director 1 1 1 1 Administrative Assistant 1 1 1 1 TOTAL 2 2 2 2 DEPARTMENTAL BUDGETS 128 CITY OF GOODYEAR ANNUAL BUDGET 2010 Community Development – Administration GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1ST GOAL AND OBJECTIVE GOAL OBJECTIVE • Provide administrative leadership and ensure that department programs and activities are consistent with the Department's mission. • Ensure that department programs are accomplished within budgetary limitations. PERFORMANCE INDICATORS FY 08 Description Dept. expenditures stay within budgeted amounts. • GOAL • OBJECTIVE FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 100% 2ND GOAL AND OBJECTIVE Provide technical information, guidance and assistance to citizens and developers with professional recommendations on all aspects of land use planning and development in the City. Publish to the website and send email notification of Draft Documents (amendments to ordinances, new policies and procedures, etc.) to the development community for their input prior to presenting to the Planning & Zoning Commission and City Council for adoption. PERFORMANCE INDICATORS FY 08 Description New amendments, policies/procedures posted on web FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 100% • 3RD GOAL AND OBJECTIVE Provide high quality administrative and technical support to the Planning & Zoning Commission, Board of Adjustment, City Council, and other advisory boards. • Produce draft meeting minutes within 72 hours. GOAL OBJECTIVE FY 09 PERFORMANCE INDICATORS FY 08 Description % of time transcribed & posted within 72 hrs. DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 100% 129 CITY OF GOODYEAR ANNUAL BUDGET 2010 Community Development – Planning and Zoning DESCRIPTION OF SERVICES The Planning and Zoning Division is responsible for preparing and implementing various zoning and development-related codes and ordinances, such as the Zoning Ordinance, Subdivision Regulations, Design Guidelines, and General Plan. Specific departmental duties include reviewing and processing General Plan Amendments, rezone applications, variances, subdivision plats, use permits, site plans, and development agreements to ensure compliance with City ordinances. Staff is also actively involved in code enforcement, providing technical support to the City Council, City Staff and others in development plan reviews, analyzing population and socioeconomic data, as well as providing support to the Planning & Zoning Commission and Board of Adjustment. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 FY 08 FY 09 FY 09 Actual Actual Budget Estimate FY 10 Budget Personnel Services $874,158 $1,067,386 $982,275 $946,052 $662,312 Contractual Services $168,519 $90,084 $71,305 $62,757 $33,300 $39,689 $9,581 $10,900 $10,715 $6,700 $1,082,366 $1,167,051 $1,064,480 $1,019,524 $702,312 Commodities TOTAL AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Planning Manager 1 2 2 2 Planner 1 1 1 4 Planner II 4 3 3 - Planner III 1 3 3 3 Senior Planner 1 1 1 1 TOTAL 8 10 10 10 GOALS, OBJECTIVES AND PERFORMANCE MEASURES • GOAL OBJECTIVE • 1ST GOAL AND OBJECTIVE Provide excellent customer service to development applicants and the community at large by timely and accurate responses to requests for service. Provide timely review of development applications within the published application review cycle times. PERFORMANCE INDICATORS Description Meet published review cycle times. DEPARTMENTAL BUDGETS FY 08 Target Actual n/a n/a 130 Target FY 09 Revised Actual FY 10 Target n/a n/a n/a 90% CITY OF GOODYEAR ANNUAL BUDGET 2010 Community Development – Planning and Zoning • GOAL • OBJECTIVE 2ND GOAL AND OBJECTIVE Update the 2003-2013 Goodyear General Plan as needed and implement its key Policies and Recommendations. Prepare and adopt comprehensive amendments to update the Zoning Ordinance and Design Guidelines. Complete data acquisition needed to update all of the required General Plan Elements by the end of FY10. PERFORMANCE INDICATORS FY 08 Description Complete ZO & Design Guidelines by end of FY 10 Data acquisition for GP Elements by end of FY 10 • GOAL • OBJECTIVE FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 100% n/a n/a n/a n/a n/a 100% 3RD GOAL AND OBJECTIVE Maintain current and accurate demographic and development information for the City and make it easily accessible to the public. Prepare and disseminate quarterly population estimates within 15 days of the end of each quarter during FY10; disseminate data to interested parties; and post on City's website. Complete the General Plan annual report and publish to website after City Council approval. PERFORMANCE INDICATORS FY 08 Description FY 09 FY 10 Target Actual Target Revised Actual Target Timely population estimates completed each quarter n/a n/a n/a n/a n/a 100% Annual report completed & published n/a n/a n/a n/a n/a 100% Community Development – Permit Processing DESCRIPTION OF SERVICES The Permit Division serves as the one-stop shop for accepting and processing all development applications, including planning applications, civil engineering plans, building construction plans, and fire protection plans, issuing building permits and scheduling inspections. This Division is also responsible for collecting all fees related to development and maintaining records in accordance with the State rules for records retention. DEPARTMENTAL BUDGETS 131 CITY OF GOODYEAR ANNUAL BUDGET 2010 Community Development – Permit Processing FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 FY 08 FY 09 FY 09 Actual Actual Budget Estimate Personnel Services Contractual Services Commodities TOTAL FY 10 Budget $162,327 $540,682 $748,491 $647,988 $527,653 $14,299 $22,130 $14,500 $7,408 $6,800 $8,463 $4,207 $6,450 $1,432 $5,450 $185,089 $567,019 $769,441 $656,828 $539,903 AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Permit Administrator - 1 1 1 Permit Technician I - - 4 3 Sr. Permit Technician - 1 - 3 Permit Technician II - - 4 3 Permit Technician III - - 2 1 Records Analyst - 1 1 1 TOTAL - 3 12 12 GOALS, OBJECTIVES AND PERFORMANCE MEASURES • GOAL • OBJECTIVE 1ST GOAL AND OBJECTIVE Provide responsive and efficient customer service at the Development Services front counter. Increase the number of permit applications approved over-the-counter by utilizing Development Services Technicians for performing plan review and processing applications. PERFORMANCE INDICATORS FY 08 Description Increase in percentage DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 80% 132 CITY OF GOODYEAR ANNUAL BUDGET 2010 Community Development – Permit Processing 2ND GOAL AND OBJECTIVE GOAL OBJECTIVE • Implement process improvements in order to streamline tasks to better serve the customer. • Approve all new construction for residential construction tract homes within seven days or less. PERFORMANCE INDICATORS FY 08 Description Percentage completed in 7 days OBJECTIVE FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 100% 3RD GOAL AND OBJECTIVE Provide Professional Development Training for the Development Services Technicians. Provide adequate training for the Development Services Technicians to complete the review and approve various minor permits over-the-counter. • GOAL FY 09 • PERFORMANCE INDICATORS FY 08 Description Percentage of Techs achieving certification. FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 100% Building Safety Administration DESCRIPTION OF SERVICES Due to re-organization, the Building Safety Plan Review Section has moved to the Fire Department. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 FY 08 FY 09 FY 09 Actual Actual Budget Estimate Personnel Services FY 10 Budget $119,650 $126,513 $185,469 $183,681 - Contractual Services $41,050 $13,588 $20,001 $11,871 - Commodities $19,801 $3,199 $5,850 $3,267 - $180,501 $143,300 $211,320 $198,819 - TOTAL DEPARTMENTAL BUDGETS 133 CITY OF GOODYEAR ANNUAL BUDGET 2010 Community Development – Building Safety Plan Review DESCRIPTION OF SERVICES Due to re-organization, the Building Safety Plan Review Section has moved to the Fire Department. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 FY 08 FY 09 FY 09 Actual Actual Budget Estimate FY 10 Budget Personnel Services $139,632 $338,857 $368,892 $311,629 - Contractual Services $925,488 $326,931 $82,575 $21,043 - $5,484 $365 $1,500 $ 25 - $1,070,604 $666,153 $452,967 $332,697 - Commodities TOTAL Community Development – Building Safety – Inspections DESCRIPTION OF SERVICES Due to re-organization the Buidling Safety-Inspection Division has moved to the Fire Department. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 FY 08 FY 09 FY 09 Actual Actual Budget Estimate FY 10 Budget Personnel Services $511,389 $670,881 $684,542 $653,803 - Contractual Services $117,970 $151,047 $146,350 $33,320 - $4,164 $40,727 $68,350 $62,347 - $633,523 $862,655 $899,242 $749,470 - Commodities TOTAL DEPARTMENTAL BUDGETS 134 CITY OF GOODYEAR ANNUAL BUDGET 2010 DEPARTMENTAL OPERATING BUDGET ENGINEERING $2,590,284 BY DIVISION Engineering Administration $10,200 $1,413,955 Plan Review Inspections $395,199 $546,059 GIS $224,871 DEPARTMENTAL BUDGETS 135 CITY OF GOODYEAR ANNUAL BUDGET 2010 Engineering DEPARTMENT MISSION STATEMENT The Engineering Department 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, and water, sewer, traffic and drainage master plans. Engineering issues construction permits and easements, assigns street names and addresses. Engineering also provides project management for the City’s Capital Improvements Projects. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 Actual FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget Personnel Services $79,649 $111,001 $115,783 $11,504 - Contractual Services $31,056 $4,252 $8,100 $1,481 $8,100 $4,934 $1,591 $3,600 $ 251 $2,100 $115,639 $116,844 $127,483 $13,236 $10,200 Commodities TOTAL Engineering – Administration DESCRIPTION OF SERVICES Administration coordinates the activities of the divisions within the Department, and provides necessary resources and information services support. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 Actual Personnel Services FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget $725,792 $920,786 $902,568 $983,833 $1,254,405 Contractual Services $66,882 $66,358 $194,546 $110,795 $145,750 Commodities $23,306 $12,832 $17,507 $18,232 $13,800 $815,980 $999,976 $1,114,621 $1,112,860 $1,413,955 TOTAL DEPARTMENTAL BUDGETS 136 CITY OF GOODYEAR ANNUAL BUDGET 2010 Engineering – Administration (Continued) AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Director of Engineering 1 1 1 1 Assistant City Engineer 1 1 1 1 City Engineer 1 1 1 1 Civil Engineer 1 1 1 1 Senior Civil Engineer 1 1 1 1 Real Estate Coordinator 1 1 1 1 Senior Project Manager 1 1 1 1 Project Manager 1 1 1 4 TOTAL 8 8 8 11 GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1ST GOAL AND OBJECTIVE • Provide superior engineering support services during the planning, design and implementation of City Capital Improvement Program projects and private development. • Assure reasonable design schedules are established and consultants complete design projects on time. GOAL OBJECTIVE PERFORMANCE INDICATORS FY 08 Description FY 09 FY 10 Target Actual Target Revised Actual Target Percent of design projects completed/billed n/a n/a n/a n/a n/a 100% Percent of construction projects completed/billed n/a n/a n/a n/a n/a 100% DEPARTMENTAL BUDGETS 137 CITY OF GOODYEAR ANNUAL BUDGET 2010 Engineering – Administration (Continued) 2ND GOAL AND OBJECTIVE GOAL OBJECTIVE • Process invoices from consultants in a timely manner. • Assure that requests for payment by City consultants and contractors are processed within 10 working days of receipt. PERFORMANCE INDICATORS FY 08 Description Percentage of payments processed within 10 working days of receipt by the Department. FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 100% 3RD GOAL AND OBJECTIVE GOAL • Limit increases in construction costs of existing projects. • Assure cost increases on construction projects are within established limits of the original cost estimates through performance of design review on construction drawings prior to the bid process. OBJECTIVE PERFORMANCE INDICATORS FY 08 Description Limit aggregate project change orders to no more than 5% of original contract amount FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a > 5% Engineering – Plan Review DESCRIPTION OF SERVICES The City of Goodyear Engineering Department Plan Review Division is responsible for the construction review process and to assist with production, delivery, and pickup of civil engineering construction plans. DEPARTMENTAL BUDGETS 138 CITY OF GOODYEAR ANNUAL BUDGET 2010 Engineering – Plan Review (Continued) FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 Actual Personnel Services FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget $480,429 $597,309 $590,591 $545,047 $317,967 Contractual Services $20,072 $290,693 $346,928 $164,551 $46,232 Commodities $30,011 $228,308 $67,063 $3,083 $31,000 $530,512 $1,116,310 $1,004,582 $712,681 $395,199 TOTAL AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Plans Supervisor - - - 1 Landscape Technician 1 1 1 1 Plans Examiner 4 5 5 5 TOTAL 5 6 6 7 GOALS, OBJECTIVES AND PERFORMANCE MEASURES GOAL OBJECTIVE: 1ST GOAL AND OBJECTIVE To promote public safety, sustainability and maintainability of the city’s infrastructure through the development plan review process. Review plans for compliance with all applicable subdivision codes and other regulatory requirements and standards. PERFORMANCE INDICATORS FY 08 Description FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 99% n/a n/a n/a n/a n/a 3 # of drawing sheets reviewed n/a n/a n/a n/a n/a 100% Number of residential subdivision submitted n/a n/a n/a n/a n/a 100% Number of residential lots created n/a n/a n/a n/a n/a 100% % plan reviews completed and processed within 20 working days Average number of reviews per project DEPARTMENTAL BUDGETS 139 CITY OF GOODYEAR ANNUAL BUDGET 2010 Engineering – Inspections DESCRIPTION OF SERVICES The Inspections Division is responsible for the building inspection associated with subdivision and site development. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 Actual FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget Personnel Services $158,644 $537,297 $680,948 $563,917 $471,599 Contractual Services $686,118 $333,557 $518,099 $220,693 $51,960 $12,134 $17,141 $22,500 $15,923 $22,500 $856,896 $887,995 $1,221,547 $800,533 $546,059 Commodities TOTAL AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Staff Assistant - - - 1 Administrative Assistant - - - 1 Engineering Permit Technician 2 3 1 1 Construction Inspector - 2 - - Construction Inspector I - - 2 3 Construction Inspection Supervisor 2 1 1 1 Construction Inspector III - - 1 1 Construction Inspector II 4 4 3 2 TOTAL 8 10 8 10 DEPARTMENTAL BUDGETS 140 CITY OF GOODYEAR ANNUAL BUDGET 2010 Engineering – Inspections (Continued) GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1ST GOAL AND OBJECTIVE To maintain public safety and quality of life standards through development plan review and onsite inspections. GOAL OBJECTIVE Ensure development review and onsite inspections meet City standards. PERFORMANCE INDICATORS FY 08 Description FY 09 FY 10 Target Actual Target Revised Actual Target # of development plan review n/a n/a n/a n/a n/a 10 month # of onsite inspections n/a n/a n/a n/a n/a 10 month 2ND GOAL AND OBJECTIVE GOAL Provide quality inspection and material testing services. OBJECTIVE Assure compliance with City standards and code requirements in off-site construction by providing quality inspection and material testing services, thus reducing re-tests to no more than 3% and saving builders and the City time and money. PERFORMANCE INDICATORS FY 08 Description Percentage of construction materials tests requiring a retest FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a < 3% Engineering – GIS DESCRIPTION OF SERVICES The GIS Division is a dynamic team of individuals that provide GIS and mapping services to various City departments, local and regional land developers and citizens. The GIS Department is responsible for development, evaluation and recommendation of standards and procedures for GIS applications; coordination of user GIS requests and ensuring that all users are aware of GIS data availability and existing future GIS applications; GIS data capture procedures; GIS support to the organization; Ad-hoc GIS data manipulation; GIS data analysis; GIS presentation tasks; production of GIS/CAD related maps; and providing information and assistance to other City departments, the public, consultants and contractors. Promotes and coordinates the use of GIS through all City Departments. DEPARTMENTAL BUDGETS 141 CITY OF GOODYEAR ANNUAL BUDGET 2010 Engineering – GIS (Continued) FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 Actual FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget Personnel Services $235,213 $259,074 $354,113 $224,117 $164,631 Contractual Services $129,530 $112,774 $155,268 $34,004 $51,740 $6,566 $2,877 $16,000 $3,119 $8,500 $371,309 $374,725 $525,381 $261,240 $224,871 Commodities TOTAL AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 GIS Coordinator 1 1 2 1 GIS Technician 1 1 1 1 GIS Analyst 1 1 1 1 Sr. GIS Technician - - - 1 TOTAL 3 3 4 4 GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1ST GOAL AND OBJECTIVE GOAL OBJECTIVE Provide quality customer service for requests for information, maps and presentation materials by achieving 98% or better response rate. Assure compliance with City standards and code requirements while responding to City and Citizen requests. PERFORMANCE INDICATORS FY 08 Description Requests for maps/presentation materials... provided by General Services Staff Requests for data/information... % provided by General Services Staff DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 98% n/a n/a n/a n/a n/a 98% 142 CITY OF GOODYEAR ANNUAL BUDGET 2010 DEPARTMENTAL OPERATING BUDGET PARKS & RECREATION $3,843,768 BY DIVISION Parks Administration Aquatics $2,675,273 $228,416 STADIUM $3,643,014 DEPARTMENTAL BUDGETS 143 Recreation Administration $940,079 CITY OF GOODYEAR ANNUAL BUDGET 2010 Parks DEPARTMENT MISSION STATEMENT The Goodyer Parks and Recreation Department provides exceptional and creative programs, services and facilities while preserving natural and cultural environments. Parks – Administrative DESCRIPTION OF SERVICES Parks Administration is responsible for parkland acquisition, park planning/design, and development. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 FY 08 FY 09 FY 09 Actual Actual Budget Estimate Personnel Services Contractual Services $809,165 $997,922 $1,127,399 $1,260,529 $1,315,301 $1,501,799 $2,110,599 $1,936,059 $1,358,099 $1,244,922 $106,091 $144,094 $134,050 $179,919 $115,050 $2,417,055 $3,252,615 $3,197,508 $2,798,547 $2,675,273 Commodities TOTAL FY 10 Budget AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Parks & Recreation Director - - 1 1 Parks Supervisor 1 - 1 - Parks Foreman 1 1 1 1 Parks Worker I 3 4 - 5 Parks Worker II 8 9 6 7 Parks Worker III 6 7 8 8 Parks Superintendent - 1 - 1 19 22 17 23 TOTAL DEPARTMENTAL BUDGETS 144 CITY OF GOODYEAR ANNUAL BUDGET 2010 Parks – Administrative (Continued) GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1ST GOAL AND OBJECTIVE GOAL • Complete Parks Master Plan and begin development of implementation strategy. • The purpose of the Park Planning activity is to provide planning, analysis, advice, construction, coordination, and direction to facilitate parkland improvements and acquisition in a timely, community-based manner. OBJECTIVE PERFORMANCE INDICATORS FY 08 Description Parks Master plan implemented FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a Y 2ND GOAL AND OBJECTIVE GOAL OBJECTIVE • Acquire and develop parks to meet the recreational and open space needs of Goodyear citizens. • Acquire land for future parks needs. Design, develop, and/or renovate park facilities. PERFORMANCE INDICATORS FY 08 Description FY 09 FY 10 Target Actual Target Revised Actual Target Number of acres acquired for parks n/a n/a n/a n/a n/a 100 Number of parks developed and/or renovated n/a n/a n/a n/a n/a 1 Parks – Aquatics DESCRIPTION OF SERVICES Aquatics Division operates and maintains the Goodyear Pool. The Aquatics Division offers swimming programs, including swimming lessons, dive team and swim team, at the Goodyear Pool. DEPARTMENTAL BUDGETS 145 CITY OF GOODYEAR ANNUAL BUDGET 2010 Parks – Aquatics (Continued) FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 Actual Personnel Services FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget $229,041 $192,909 $257,543 $77,447 $165,489 Contractual Services $37,490 $12,282 $16,470 $17,831 $15,370 Commodities $39,271 $37,491 $72,360 $22,983 $47,557 $305,802 $242,682 $346,373 $118,261 $228,416 TOTAL AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Recreation and Aquatics Coordinator - - - 1 TOTAL - - - 1 GOALS, OBJECTIVES AND PERFORMANCE MEASURES • GOAL OBJECTIVE • 1ST GOAL AND OBJECTIVE Provide citizens with clean and safe aquatic facilities and with a diverse and comprehensive program. Provide water safety education through swim lessons, swim teams, dive teams and certification and training programs. PERFORMANCE INDICATORS FY 08 Description FY 09 FY 10 Target Actual Target Revised Actual Target Overall enrollment success rate on swimming classes n/a n/a n/a n/a n/a 90% Annual Swimming Lesson Attendance n/a n/a n/a n/a n/a 90% Parks – Recreation Administration DESCRIPTION OF SERVICES Recreation Services works as a team in providing a wide variety of quality recreation services and facilities to the community. Recreation is composed of the following units: Administration, Athletics, Aquatics, Out of School Programs, Senior Services, Community Center, Special Events, and Facility Rentals DEPARTMENTAL BUDGETS 146 CITY OF GOODYEAR ANNUAL BUDGET 2010 Parks – Recreation Administration (Continued) FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 Actual FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget Personnel Services $300,549 $527,747 $606,924 $607,503 $588,049 Contractual Services $129,485 $158,307 $183,476 $179,527 $131,476 Commodities $251,073 $262,020 $235,053 $212,695 $220,553 TOTAL $681,107 $948,074 $1,025,453 $999,724 $940,079 AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Parks Superintendent 1 - 1 1 Recreation and Aquatics Programmer 1 1 1 1 Recreation and Aquatics Coordinator 2 3 3 1 Public Arts Specialist - - - 1 Administrative Assistant - - - 1 TOTAL 4 4 5 5 GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1ST GOAL AND OBJECTIVE • Increase the financial effectiveness of the Aquatics and Recreation Program by recovering a greater percentage of operating expenses through grants, fundraising and user fees • Operational Efficiencies GOAL OBJECTIVE PERFORMANCE INDICATORS FY 08 Description FY 09 FY 10 Target Actual Target Revised Actual Target Apply for additional grants n/a n/a n/a n/a n/a 10% Conduct fundraising efforts n/a n/a n/a n/a n/a 3 yr Update user fees n/a n/a n/a n/a n/a 6/10 DEPARTMENTAL BUDGETS 147 CITY OF GOODYEAR ANNUAL BUDGET 2010 Parks – Recreation Administration (Continued) 2ND GOAL AND OBJECTIVE • Increase the number of youth participants in Parks and Recreation programs, summer camps and visitation at facilities, thereby enhancing the opportunities for physical activity levels and life skill development • Participation in programs GOAL OBJECTIVE PERFORMANCE INDICATORS FY 08 Description Increase participation in programs FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a > 5% 3rd GOAL AND OBJECTIVE • Maximize resources through equitable partnerships to leverage facilities and open space development opportunities and achieve efficient and effective operations. • Develop a public/public, public/not-for-profit, and public/profit partnership policies. GOAL OBJECTIVE PERFORMANCE INDICATORS FY 08 Description FY 09 FY 10 Target Actual Target Revised Actual Target Partnership policy is updated in 2010 n/a n/a n/a n/a n/a Y Updated part agreements and equity levels in 2010 n/a n/a n/a n/a n/a Y Parks - Ballpark DESCRIPTION OF SERVICES The Ballpark Division is responsible for the business operations and maintenance of the Goodyear Ballpark and Recreational Complex. The 103 acre site is comprised of a 10,311 seat stadium and related facilities, twelve (12) full-sized baseball fields, four (4) ½ sized baseball fields, two (2) agility fields, four (4) pitching galleries, four (4) batting tunnels, two (2) 43,000 sq. ft. club houses, three (3) multipurpose fields, three (3) paved parking lots as well as surrounding right of ways and common areas. DEPARTMENTAL BUDGETS 148 CITY OF GOODYEAR ANNUAL BUDGET 2010 Parks – Ballpark (Continued) FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 Actual FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget Personnel Services - $167,609 $747,978 $858,227 $2,039,436 Contractual Services - $29,468 $1,434,400 $699,824 $1,265,577 Commodities - $71,642 $356,772 $312,831 $338,000 TOTAL - $268,719 $2,539,150 $1,870,881 $3,643,013 AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Stadium Manager - 1 1 1 Stadium Coordinator - - - 3 Foreman - - - 1 Administrative Assistant - - - 1 Sports Turf Supervisor - 1 1 2 Groundskeeper I - - - 1 Groundskeeper II - 4 - 3 Groundskeeper III - - - 2 Parks Worker I - - 5 6 Parks Worker II - - 6 3 Parks Worker III - - - 1 Grounds Equipment Mechanic - - - 1 TOTAL - 6 13 25 GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1ST GOAL AND OBJECTIVE GOAL • Implement a marketing campaign to attract 150,000 paid attendance OBJECTIVE: • Increase stadium attendance PERFORMANCE INDICATORS FY 08 Description Stadium attendance compared to last year DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a 100,000 150,000 149 CITY OF GOODYEAR ANNUAL BUDGET 2010 Parks – Ballpark (Continued) • GOAL OBJECTIVE • 2ND GOAL AND OBJECTIVE Achieve 100% of budgeted revenue goals in the following areas: o Tickets o Concessions o Novelties o Parking o Advertising o Suite sales Increase revenue PERFORMANCE INDICATORS FY 08 Description FY 09 FY 10 Target Actual Target Revised Actual Target Achieve Revenue goals n/a n/a n/a n/a n/a 100% Increase revenue compared to previous year n/a n/a 1.1 mm n/a 1.6 mm 15% GOAL: OBJECTIVE: • 3rd GOAL AND OBJECTIVE Achieve overall customer satisfaction ratings of 4.4 or higher on a 1-5 rating scale • Provide excellent customer service PERFORMANCE INDICATORS FY 08 Description Increase customer satisfaction DEPARTMENTAL BUDGETS FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 4.4 150 CITY OF GOODYEAR ANNUAL BUDGET 2010 DEPARTMENTAL OPERATING BUDGET PUBLIC WORKS & WATER RESOURCES $19,833,899 PUBLIC WORKS $11,947,878 WATER RESOURCES $7,886,021 BY DIVISION BY DIVISION WATER WASTEWATER Administration $729,752 Streets & Markings $127,150 Administration $907,120 Administration $267,376 Fleet $1,097,528 Highway Streets $1,910,816 Distribution $963,914 Collection System $631,836 Building Services $2,729,216 Traffic $571,465 Production $2,615,882 Corgett WWTP $342,770 Streets $270,244 Sanitation $4,511,707 Water Quality $150,698 Goodyear WWTP $1,361,359 Environmental Quality Rainbow Valley $76,700 $235,253 Environmental Quality $333,113 DEPARTMENTAL BUDGETS 151 CITY OF GOODYEAR ANNUAL BUDGET 2010 Public Works & Water Resources DEPARTMENT MISSION STATEMENT The Public Works and Water Resources Department is one of the largest departments in the City of Goodyear. Its responsibilities include water and wastewater service for areas of the City south of Interstate 10; trash/bulk collection and recycling; storm water drainage; street maintenance and repair; transportation; and equipment and facility maintenance. Public Works & Water Resources Administration DESCRIPTION OF SERVICES The Public Works and Water Resources Administration team is dedicated to maintaining the City’s infrastructure, providing customer service to our citizens, and working with multiple agencies and stakeholders to develop cost-effective, innovative processes that aid in the delivery of essential resources and services that enhance the quality of life for Goodyear citizens and visitors. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 Actual FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget Personnel Services $802,796 $774,923 $1,159,324 $889,875 $644,342 Contractual Services $182,092 $77,804 $112,410 $38,421 $69,410 $14,022 $11,040 $16,000 $7,761 $16,000 $998,910 $863,767 $1,287,734 $936,057 $729,752 Commodities TOTAL AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Public Works Director 1 1 1 1 Administrative Assistant 2 2 3 4 Staff Assistant 1 1 1 2 Admin. Services Manager 1 1 1 1 TOTAL 5 5 6 8 DEPARTMENTAL BUDGETS 152 CITY OF GOODYEAR ANNUAL BUDGET 2010 Public Works & Water Resources – Administration (Continued) GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1ST GOAL AND OBJECTIVE GOAL Payroll proficiency OBJECTIVE Process payroll accurately and efficiently. PERFORMANCE INDICATORS FY 08 Description FY 09 FY 10 Target Actual Target Revised Actual Target < 3% errors annually n/a n/a n/a n/a n/a <3% Late no more than once annually n/a n/a n/a n/a n/a >2 Public Works & Water Resources Fleet Services DESCRIPTION OF SERVICES The Fleet Division manages all aspects of maintenance and operations for assigned fleet vehicles and equipment for the City of Goodyear. This includes all regulatory compliance with Fleet operations, fueling, emissions, safety and maintenance. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 Actual FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget Personnel Services $444,611 $567,101 $601,800 $595,483 $602,922 Contractual Services $425,494 $519,375 $68,100 $479,997 $69,500 Commodities $694,554 $856,755 $228,506 $770,733 $425,106 $1,564,659 $1,943,231 $898,406 $1,846,213 $1,097,528 TOTAL AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Deputy Public Works Director - - - - Service Advisor - 1 1 1 DEPARTMENTAL BUDGETS 153 CITY OF GOODYEAR ANNUAL BUDGET 2010 Water Resources & Public Works – Fleet Services (Continued) AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Mechanic 1 1 - - Mechanic II - - 1 - Mechanic III 5 3 3 3 Mechanic Foreman - 1 1 1 Equipment Management Supervisor 1 1 1 - Fleet Management Superintendent - - - 1 TOTAL 7 7 7 6 GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1ST GOAL AND OBJECTIVE GOAL • Assure vehicle availability. OBJECTIVE • Keep vehicles in service. PERFORMANCE INDICATORS FY 08 Description FY 09 FY 10 Target Actual Target Revised Actual Target Public Safety vehicle availability at 90% n/a n/a n/a n/a n/a 90% Non-Public Safety vehicle availability at 80% n/a n/a n/a n/a n/a 80% DEPARTMENTAL BUDGETS 154 CITY OF GOODYEAR ANNUAL BUDGET 2010 Water Resources & Public Works – Fleet Services (Continued) 2ND GOAL AND OBJECTIVE GOAL • Staff efficiency. OBJECTIVE • Keep "task completion rating" below industry standard for time frame allowed. PERFORMANCE INDICATORS FY 08 Description 75% completeion below published industry standard. FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 75% 3RD GOAL AND OBJECTIVE GOAL • Staff productivity. OBJECTIVE • Manage chargeable hours of shop staff. PERFORMANCE INDICATORS FY 08 Description Min. 70% billable ratio per mechanic per 12-months FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 70% Public Works & Water Resources Facilities Management DESCRIPTION OF SERVICES The Facilities Management Division administers contracted services for building modifications, major mechanical and/or electrical component installations, and general building maintenance, as necessary, to provide excellent service to City staff and citizens. The Division also oversees contracted services for custodial maintenance, security systems, and specialty items, such as elevator maintenance. Staff provides routine, preventive, and corrective maintenance for all City facilities, related equipment, and furnishings. DEPARTMENTAL BUDGETS 155 CITY OF GOODYEAR ANNUAL BUDGET 2010 Water Resources & Public Works – Facilities Management (Continued) FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 Actual Personnel Services Contractual Services FY 09 Budget FY 09 Estimate FY 10 Budget $436,219 $515,256 $478,368 $464,072 $488,038 $1,714,289 $1,962,969 $2,314,328 $1,832,880 $2,199,778 $137,457 $59,526 $58,600 $32,875 $41,400 $2,287,965 $2,537,751 $2,851,296 $2,329,827 $2,729,216 Commodities TOTAL FY 08 Actual AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Deputy Public Works Director - - - 1 Building Maintenance Supervisor 1 - - - Facilities Electrician 1 - - - Facilities Foreman 1 1 - - Facilities Maintenance Foreman - - 1 1 Acting Facilities Maintenance Superintendent - - - 1 Facilities Maintenance Superintendent - - 1 - Facilities Maintenance Supervisor - 1 - - Facilities Maintenance Worker - - - 3 Facilities Maintenance Worker I - 1 - - Facilities Maintenance Worker II 2 2 3 1 Facilities Maintenance Worker III 2 2 2 2 TOTAL 7 7 7 9 DEPARTMENTAL BUDGETS 156 CITY OF GOODYEAR ANNUAL BUDGET 2010 Water Resources & Public Works – Facilities Management (Continued) GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1ST GOAL AND OBJECTIVE GOAL • Workorder completion. OBJECTIVE: • Workorder is documented for accountability including all time and materials. PERFORMANCE INDICATORS FY 08 Description 100% of workorders documented on form FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 100% 2ND GOAL AND OBJECTIVE GOAL OBJECTIVE • Backflow program. • Ensure all building backflow devices are certified annually and maintain program documentation. PERFORMANCE INDICATORS FY 08 Description 100% annual compliance FY 09 FY 10 Target Actual Target Revised Actual Target n/a n/a n/a n/a n/a 100% 3RD GOAL AND OBJECTIVE GOAL • Generator program. • Ensure all building generator devices are certified annually. Manage monthly run tests. Manage annual load bank/transfer switch. Manage all program documentation. OBJECTIVE PERFORMANCE INDICATORS Description 100% annual compliance DEPARTMENTAL BUDGETS FY 08 Target Actual n/a n/a 157 Target FY 09 Revised Actual FY 10 Target n/a n/a n/a 100% CITY OF GOODYEAR ANNUAL BUDGET 2010 Public Works & Water Resources Administration (HURF 101) FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 Actual FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget Personnel Services $871,932 $1,026,686 $1,109,936 $1,047,733 $ Contractual Services $140,030 $379,608 $361,694 $184,299 $184,544 $55,924 $83,942 $94,800 $68,192 $85,700 $1,067,886 $1,490,236 $1,566,430 $1,300,224 $270,244 Commodities TOTAL Public Works & Water Resources Streets & Markings (HURF 101) FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 Actual Personnel Services Contractual Services Commodities TOTAL FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget $ $ $ $ $ $119,598 $77,324 $ $55,869 $123,000 $4,428 $2,880 $139,300 $1,673 $4,150 $124,026 $80,204 $139,300 $57,542 $127,150 Water Resources & Public Works Highway Streets (HURF 101) DESCRIPTION OF SERVICES The Streets Division maintains the paved and unpaved road within the jurisdiction of the City. Street preservation includes various levels of maintenance from crack sealing, fog seal and micro seal to mill and overlay. The Division monitors the construction projects performed by contractors for the City. The Division also maintains roads by performing street sweeping operations ona 3-week rotation. FISCAL YEAR 2010 SUMMARY OF EXPENDITURES FY 07 Actual Personnel Services Contractual Services FY 09 Budget FY 09 Estimate FY 10 Budget $ 64 $ $ $ $869,066 $2,169,850 $529,247 $ $527,111 $1,020,450 $23,530 $16,734 $2,290,484 $11,476 $21,300 $2,193,444 $555,981 $2,290,484 $538,587 $1,910,816 Commodities TOTAL FY 08 Actual DEPARTMENTAL BUDGETS 158 CITY OF GOODYEAR ANNUAL BUDGET 2010 Water Resources & Public Works - Highway Streets (HURF 101) (Continued) AUTHORIZED PERSONNEL Position FY 07 FY 08 FY 09 FY 10 Deputy Public Works Director - 1 2 1 Street Maintenance Worker 1 1 1 4 Street Maintenance Worker II 3 3 3 1 Street Maintenance Worker III 1 1 1 1 Equipment Operator 2 3 3 3 Street Superintendent 1 1 1 1 Street Maintenance Foreman 1 1 1 1 TOTAL 9 10 10 12 GOALS, OBJECTIVES AND PERFORMANCE MEASURES 1ST GOAL AND OBJECTIVE GOAL • Rehabilitation of unpaved lane miles OBJECTIVE • Establish cost per unpaved lane mile and inspect unpaved roads monthly PERFORMANCE INDICATORS FY 08 Description FY 09 FY 10 Target Actual Target Revised Actual Target <$2,500 per lane mile n/a n/a n/a n/a n/a <$2,500 Grade $ 16,675,260 10,885,972 10,885,972 1,571,428 $ 4,217,860 $ 16,675,260 4,217,860 4,217,860 4,267,475 4,267,475 $ 8,189,925 INTERFUND TRANSFERS 2010 IN * Includes Expenditure/Expense Adjustments Approved in current year from Schedule E. ** Includes actual amounts as of the date the proposed budget was prepared, adjusted for estimated activity for the remainder of the fiscal year. *** Amounts in this column represent Fund Balance/Net Asset amounts except for amounts invested in capital assets, net of related debt, and reserved/restricted amounts established as offsets to assets presented for informational purposes (i.e., prepaids, inventory, etc.). The city/town does not levy property taxes and does not have special assessment districts for which property taxes are levied. Therefore, Schedule B has been omitted. 12. TOTAL ALL FUNDS 11. Internal Service Funds 10. Total Enterprise Funds 8. Enterprise Funds Available 9 Less: Designation for Future 9. Debt Retirement 7. Permanent Funds 6. Capital Projects Funds 5. Total Debt Service Funds 3. Debt Service Funds Available 4. Less: Designation for Future Debt Retirement 2. Special Revenue Funds 1. General Fund FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES* 2009 CITY/TOWN OF _Goodyear_____________________ Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2010 $ 171,518,784 31,184,870 31,184,870 8,351,722 2,851,549 2,851,549 28,505,366 $ 100,625,277 TOTAL FINANCIAL RESOURCES AVAILABLE 2010 $ $ 376,097,528 1,097,528 72,535,809 72,535,809 194,167,280 8,699,966 8,699,966 16,840,389 82,756,556 BUDGETED EXPENDITURES/ EXPENSES 2010 City of Goodyear Summary of Tax Levy and Tax Rate Information Fiscal Year 2010 2009 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) 2010 $ 4,907,985 2. Amount received from primary property taxation in the current year in excess of the sum of that year's maximum allowable primary property tax levy. $ A.R.S. §42-17102(A)(18) 0 $ 5,487,734 $ 5,377,128 3. Property tax levy amounts A. Primary property taxes $ B. Secondary property taxes 4,907,985 9,328,722 C. Total property tax levy amounts $ 14,236,707 $ 4,907,985 $ 4,907,985 $ 9,513,026 $ 14,890,154 4. Property taxes collected* A. Primary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total primary property taxes B. Secondary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total secondary property taxes $ 9,328,722 0 9,328,722 C. Total property taxes collected $ 14,236,707 5. Property tax rates A. City/Town tax rate (1) Primary property tax rate (2) Secondary property tax rate (3) Total city/town tax rate 0.6678 0.9322 1.6000 0.6320 0.9680 1.6000 B. Special assessment district tax rates Secondary property tax rates - As of the date the proposed budget was prepared, the 0 special assessment districts for which secondary city/town was operating property taxes are levied. For information pertaining to these special assessment districts and their tax rates, please contact the city/town. * Includes actual property taxes collected as of the date the proposed budget was prepared, plus estimated property tax collections for the remainder of the fiscal year. 248 City of Goodyear Summary by Fund Type of Revenues Other Than Property Taxes FY 2010 ESTIMATED REVENUES FY 09 Budget SOURCE OF REVENUES ACTUAL REVENUES* FY 09 Est. ESTIMATED REVENUES FY 10 Budget GENERAL FUND Local taxes Local Taxes State Shared Revenues Licenses and Permits Fines and Forfeits Building and Zoning Fees Charges for services Miscellaneous Police Impound Fees Sonoran Valley Reimbursement $ Total General Fund $ 38,962,886 $ 12,730,201 98,406 695,707 11,610,053 399,261 4,323,501 116,219 2,792,081 37,973,686 $ 12,730,201 120,120 718,567 4,700,000 485,372 3,738,669 71,728,315 $ 63,258,696 $ 2,792,081 32,246,904 11,083,566 281,700 790,424 6,000,000 490,563 3,692,178 140,000 0 54,725,335 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. SPECIAL REVENUE FUNDS Highway User Revenue Fund State Gasoline Tax $ 3,355,375 $ 3,329,774 $ 2,802,805 Total Highway User Revenue Fund $ 3,355,375 $ 3,329,774 $ 2,802,805 $ 416,315 $ 359,981 $ 263,156 Total Local Transportation Assistance Fund $ 416,315 $ 359,981 $ 263,156 275,334 $ 1,207,000 862,366 $ 475,334 $ 1,207,000 862,366 6,197,193 # 8,741,893 $ 600,000 1,400,837 3,389,399 6,609,764 12,000,000 $ 57,073 $ $ $ 57,073 $ 0 $ 0 Total Special Revenue Funds $ 12,570,656 $ 6,034,455 $ 15,065,961 Local Transportation Assistance Fund State Revenue and Grants Grants CDBG Grants Police and Fire Grants Street Grants Miscellaneous Grants Replacement Fund Earnings on Investments $ 2,344,700 $ * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 249 DEBT SERVICE FUNDS Proceeds $ 14,236,707 $ 14,215,223 $ 0 $ 14,236,707 $ 14,215,223 $ 0 $ 36,020,162 $ $ 60,073,108 $ 36,020,162 $ 0 $ 60,073,108 Total Debt Service Funds $ 50,256,869 $ 14,215,223 $ 60,073,108 $ 4,408,534 4,977,828 107,000,000 3,500,307 4,851,415 Improvement District Bond Proceeds CAPITAL PROJECTS FUNDS Bond and Loan Funds Non-Utility Development Fees Utility Development Fees $ 2,095,860 $ 4,408,534 4,977,828 $ 11,482,222 $ 9,386,362 $ 115,351,722 Total Capital Projects Funds $ 11,482,222 $ 9,386,362 $ 115,351,722 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. PERMANENT FUNDS Volunteer Firefighter Retirement $ 0 $ 1,027 $ 0 $ 0 $ 1,027 $ 0 Total Permanent Funds $ 0 $ 1,027 $ 0 $ 10,372,480 $ 15,292,763 10,419 9,881,487 $ 15,292,763 10,419 9,785,801 3,000,000 0 $ 25,675,662 $ 25,184,669 $ 12,785,801 $ 186,491 $ 13,415,000 7,780,156 184,357 $ 7,188,378 0 8,000,000 7,573,665 21,381,647 $ 7,372,735 $ ENTERPRISE FUNDS Water Water User Fees Water Bond Proceeds Interest Sewer Interest Sewer Bond Proceeds Sewer User Fees $ 250 15,573,665 Sanitation Sanitation User Fees $ 5,268,429 $ 5,300,800 $ 5,399,792 $ 5,268,429 $ 5,300,800 $ 5,399,792 $ 847,000 $ 33,000,000 847,000 $ 33,000,000 1,757,500 $ 33,847,000 $ 33,847,000 $ 1,757,500 Total Enterprise Funds $ 86,172,738 $ 71,705,204 $ 35,516,758 Stadium Stadium Bond Proceeds * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. INTERNAL SERVICE FUNDS $ $ $ $ 0 $ 0 $ 0 Total Internal Service Funds $ 0 $ 0 $ 0 TOTAL ALL FUNDS $ 232,210,800 $ 164,600,967 $ 280,732,884 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 251 CITY/TOWN OF _Goodyear_____________________ Summary by Fund Type of Other Financing Sources/ and Interfund Transfers Fiscal Year 2010 OTHER FINANCING 2010 SOURCES FUND GENERAL FUND General Fund $ Total General Fund SPECIAL REVENUE FUNDS Highway User Fund Total Special Revenue Funds DEBT SERVICE FUNDS Proposed 2010 Bonds Proceeds Proposed 2010 Improvement District Property Taxes Total Debt Service Funds CAPITAL PROJECTS FUNDS Proposed Interim Finaning - City Center Total Capital Projects Funds ENTERPRISE FUNDS WIFA Loan Financing Proposed Water/Sewer Revenue Bonds Utilitiy GO Debt Stadium Fund Stadium Bonds Water/Wastewater Fund Sanitation Fund Total Enterprise Funds $ INTERFUND TRANSFERS 2010 IN $ 0 $ $ 0 $ $ 4,217,860 $ 8,189,925 $ 4,217,860 $ 8,189,925 $ 1,571,428 $ 1,571,428 $ $ 0 $ 0 $ $ 40,000,000 60,073,108 $ 40,000,000 60,073,108 $ 0 $ 4,267,475 $ 100,073,108 $ 100,073,108 $ $ 67,000,000 $ 67,000,000 $ $ 67,000,000 $ 67,000,000 $ $ 8,000,000 3,000,000 $ 8,000,000 3,000,000 $ 0 $ 4,267,475 $ 0 $ 0 $ 4,267,475 2,135,514 4,482,983 $ 11,000,000 $ 11,000,000 $ 10,885,972 $ 3,292,860 925,000 4,217,860 INTERNAL SERVICE FUNDS $ $ $ $ Total Internal Service Funds $ 0 $ 0 $ 0 $ 0 TOTAL ALL FUNDS $ 178,073,108 $ 178,073,108 $ 16,675,260 $ 16,675,260 252 City of Goodyear Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2010 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2009 FUND/DEPARTMENT GENERAL FUND Mayor and Council $ City Clerk City Manager's Office Non-Departmental Attorney Community Services Finance IT Human Resources Police Fire Court Parks & Recreation Economic Development Community Development Engineering Public Works Debt Svc Carryover and One-time Capital Contingency Capital Improvement Projects Sonoran Valley Total General Fund $ SPECIAL REVENUE FUNDS HURF Grants 387,533 710,045 3,117,672 ACTUAL EXPENDITURES/ EXPENSES* 2009 $ $ 177,545 600,196 2,344,607 1,187,018 1,402,555 2,701,404 2,036,301 2,444,601 13,349,534 10,286,008 1,016,229 1,121,222 1,502,735 3,607,373 1,915,491 2,377,961 12,947,367 10,051,265 1,039,268 579,584 3,776,635 3,993,614 8,708,364 988,031 3,278,179 2,900,549 7,182,415 20,000,000 0 2,798,593 78,495,690 $ $ 2,369,375 54,403,579 BUDGETED EXPENDITURES/ EXPENSES 2010 $ 290,050 612,010 2,625,252 3,391,744 1,573,991 0 2,589,046 2,566,658 2,280,687 13,813,413 10,725,050 1,009,449 3,843,767 509,030 1,547,152 2,590,284 3,458,969 918,725 2,167,898 16,900,000 9,343,381 $ 82,756,556 $ 6,012,976 2,154,622 $ $ 3,481,278 2,000,000 $ 4,840,389 12,000,000 Total Special Revenue Funds $ 8,167,598 $ $ 5,481,278 $ 16,840,389 $ 5,118,804 3,581,162 DEBT SERVICE FUNDS GO Debt Service Impr. Dist. Debt Service $ $ $ Total Debt Service Funds $ CAPITAL PROJECTS FUNDS Non- Utilitiy Dev Fees CIP Carryover $ 0 $ $ 0 $ 8,699,966 16,574,759 18,914,971 $ $ 3,724,267 16,500,000 $ 12,850,492 15,384,702 253 Proposed Improv. District Capital Projects - Bonds Interim Project Funding -City Center McDowell Rd. Imprv District Total Capital Projects Funds $ 36,020,162 0 26,974,013 21,000,000 98,483,905 $ $ 41,224,267 58,932,086 40,000,000 67,000,000 $ 194,167,280 PERMANENT FUNDS $ $ $ $ Total Permanent Funds $ 0 $ $ 0 $ 0 ENTERPRISE FUNDS Stadium $ Stadium Bonds Water/Sewer Funds Utility Dev. Fee CIP - Water CIP - Wastewater Sanitation Total Enterprise Funds $ 72,225,900 33,000,000 19,279,485 1,136,320 21,510,046 31,404,452 4,947,259 183,503,462 $ $ 1,870,881 20,480,782 13,495,640 1,136,320 16,562,504 19,321,279 4,228,555 77,095,961 $ 3,643,014 12,519,218 17,032,157 17,799,000 4,947,542 12,083,173 4,511,705 72,535,809 INTERNAL SERVICE FUNDS Fleet $ $ 898,406 $ 1,846,213 1,097,528 Total Internal Service Funds $ 898,406 $ $ 1,846,213 $ 1,097,528 TOTAL ALL FUNDS $ 369,549,061 $ $ 180,051,298 $ 376,097,528 * Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. 254 CITY/TOWN OF _Goodyear_____________________ Summary by Department of Expenditures/Expenses Fiscal Year 2010 DEPARTMENT/FUND Mayor and Council General Fund City Clerk: General Fund City Manager's Office General Fund $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES * BUDGETED EXPENDITURES/ EXPENSES 2009 2009 2009 2010 387,533 387,533 $ 0 $ 177,545 $ 177,545 290,050 290,050 710,045 710,045 0 600,196 600,196 612,010 612,010 3,117,672 3,117,672 0 2,344,607 2,344,607 2,625,252 2,625,252 0 0 0 3,391,744 3,391,744 1,187,018 , , 1,187,018 0 1,121,222 1,121,222 , , 1,573,991 1,573,991 , , 0 1,502,735 383,000 1,885,735 0 Non-Departmental General Fund Attorney/Prosecutor General Fund Community Services General Fund Grants Finance General Fund Dev Impact Fees Capital Improvement Projects Proposed Improvement District Debt Service Special Improvement District 1,402,555 383,000 1,785,555 14,694,020 10,239,477 30,887,714 40,000,000 18,782,134 26,401,887 141,005,232 0 0 0 10,285,814 6,143,686 25,717,118 18,782,134 4,401,887 65,330,639 2,589,046 8,519,767 4,172,785 60,037,085 22,142,811 97,461,494 IT General Fund 2,036,301 1,915,491 2,566,658 2,566,658 Human Resources General Fund 2,444,601 2,444,601 2,377,961 2,377,961 2,280,687 2,280,687 13,349,534 1,010,000 1,750,000 16,109,534 12,947,367 450,000 1,750,000 15,147,367 13,813,413 3,497,555 676,000 17,986,968 10,051,265 Police General Fund Dev Fees Grants Fire General Fund Dev Fees Court General Fund 0 10,286,008 10,286,008 0 10,051,265 10,725,050 963,755 11,688,805 1,016,229 1,016,229 0 1,039,268 1,039,268 1,009,449 1,009,449 255 CITY/TOWN OF _Goodyear_____________________ Summary by Department of Expenditures/Expenses Fiscal Year 2010 DEPARTMENT/FUND Economic Development General Fund Community Development General Fund Parks & Recreation General Stadium Engineering General Fund Capital Improvement Projects Public Works General Fund HURF Water Resources Operating Fund Capital Projects Dev. Fees Department Total $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES * BUDGETED EXPENDITURES/ EXPENSES 2009 2009 2009 2010 579,584 579,584 3,776,635 3,776,635 72,225,900 72,225,900 3,993,614 15,603,523 19,597,137 8,708,364 6,012,976 14,721,340 19,279,485 28,663,359 2,465,967 50,408,811 0 680,753,969 $ 988,031 988,031 509,030 509,030 0 3,278,179 3,278,179 1,547,152 1,547,152 0 68,614,605 68,614,605 3,843,767 16,162,232 20,005,999 0 2,900,549 10,142,290 13,042,839 2,590,284 161,886,145 164,476,429 0 7,182,415 3,481,278 10,663,693 7,302,736 4,840,389 12,143,125 0 0 13,495,640 24,363,855 2,465,967 40,325,462 17,032,157 11,000,000 6,799,000 34,831,157 475,892,719 $ 375,000,000 0 256 $ CITY/TOWN OF _Goodyear_____________________ Summary by Department of Expenditures/Expenses Fiscal Year 2010 DEPARTMENT/FUND List Department: General Fund List other funds ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES * BUDGETED EXPENDITURES/ EXPENSES 2009 2009 2009 2010 $ Department Total $ $ 0 $ 0 $ $ $ 0 $ $ $ $ 0 $ 0 List Department: General Fund List other funds $ Department Total $ * $ 0 $ 0 Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. 257 0 CITY OF GOODYEAR ANNUAL BUDGET 2010 This page intentionally left blank SCHEDULES 258 CITY OF GOODYEAR APPENDIX ANNUAL BUDGET 2010 259 CITY OF GOODYEAR APPENDIX ANNUAL BUDGET 2010 260 CITY OF GOODYEAR APPENDIX ANNUAL BUDGET 2010 261 CITY OF GOODYEAR APPENDIX ANNUAL BUDGET 2010 262 CITY OF GOODYEAR APPENDIX ANNUAL BUDGET 2010 263 CITY OF GOODYEAR APPENDIX ANNUAL BUDGET 2010 264 CITY OF GOODYEAR APPENDIX ANNUAL BUDGET 2010 265 CITY OF GOODYEAR APPENDIX ANNUAL BUDGET 2010 266 CITY OF GOODYEAR APPENDIX ANNUAL BUDGET 2010 267 CITY OF GOODYEAR APPENDIX ANNUAL BUDGET 2010 268 CITY OF GOODYEAR APPENDIX ANNUAL BUDGET 2010 269 CITY OF GOODYEAR ANNUAL BUDGET 2010 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 A method of accounting whereby income and expense items are recognized and recorded when income is earned and expense is incurred, regardless of when cash is actually received or paid 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. BALANCED BUDGET A balanced budget occurs when the total sum of money a government collects in a year is equal to the amount it spends on goods, services, and debt interest. BUDGETING PROCESS Steps by which governments create and approve a budget. demonstrated in the format of a calendar. Goodyear’s budgeting process is 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 & sewer lines, and parks. CAPITAL FUND (SEE REVENUE FUNDS) CAPITAL OUTLAY Fixed assets which have a value of $5,000 or more and have a useful economic life of more than one year. APPENDIX 270 CITY OF GOODYEAR ANNUAL BUDGET 2010 CIP (CAPITAL IMPROVEMENT PLAN OR PROGRAM) A long-range study or plan of financial wants, needs, expected revenues and policy intentions. CIP is defined capital expenditures/projects, in general, as the purchase or construction of long-lived, high-cost, tangible assets. “Long-lived” implies a useful life in excess of one year. “High-cost” means that the project costs are substantial. “Tangible” assets exclude contractual services except those that are necessary for putting a tangible asset into service. 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. 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. APPENDIX 271 CITY OF GOODYEAR ANNUAL BUDGET 2010 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. 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 A 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. APPENDIX 272 CITY OF GOODYEAR ANNUAL BUDGET 2010 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 ACRUAL 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. 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 voter-approved bonds. PERFORMANCE (MEASURES) INDICATORS Performance Indicators are quantifiable measurements, agreed to beforehand, that reflect the critical success factors of an organization. Whatever performance Indicators are selected, they must reflect the organization's goals, they must be key to its success and they must be quantifiable (measurable). Performance Indicators usually are long-term considerations. The definition of what they are and how they are measured do not change often. The goals for a particular performance Indicator may change as the organization's goals change, or as it gets closer to achieving a goal. 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. APPENDIX 273 CITY OF GOODYEAR ANNUAL BUDGET 2010 REVENUE FUNDS Income collected by municipalities for public use. 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. Debt Service Fund: Fund established for the cash required over a given period for the repayment of interest and principal on a debt. 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. 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. Internal Service Fund: Finance and account for the operations of agencies that provide services to other agencies, institutions, or other governmental units on a cost- reimbursed basis. 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. 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. SALES TAX 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. SECONDARY PROPERTY TAX 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) APPENDIX 274 CITY OF GOODYEAR ANNUAL BUDGET 2010 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. SUPPLEMENTAL REQUEST A Request by the departments to increase their base budget. 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. APPENDIX 275 CITY OF GOODYEAR ANNUAL BUDGET 2010 ACRONYMS ADA ADOT AMWC CAFR CAP CDBG CERT CFD CIP CMAQ CPA CPM DIF DIP DUI EMR EQ FTE FY GAAP GAIN GFOA GIS GO GPA GPM GRIC GWRF HHW HOA HURF I-10 IGA ITS LMS LPSCO LTAF MAG MC-85 MCDOT MGD M-I O&M APPENDIX Americans with Disabilities Act Arizona Department of Transportation Adaman Mutual Water Company Comprehensive Annual Financial Report Central Arizona Project Community Development Block Grant Community Emergency Response Team Community Facilities District Capital Improvement Program Congestion Mitigation and Air Quality Improvement Program Central Planning Area Corrugate Metal Pipe Development Impact Fees Ductile Iron Pipe Driving Under the Influence Estrella Mountain Ranch Environmental Quality Full Time Employee Fiscal Year General Accepted Accounting Principles Getting Arizona Involved in Neighborhoods Government Finance Officers Association Geographic Information System General Obligation (bonds) General Plan Amendment Gallons per Minute Gila River indian Community Goodyear Wastewater Reclamation Facility Household Hazardous Waste Home Owners Association Highway User Revenue Fund Interstate 10 Intergovernmental Agreement Information Technology Services Learning Management System Litchfield Park Service Company Local Transportation Assitance Funds Maricopa Association of Governments Maricopa County 85 Maricopa County Department of Transportation Million Gallons per Day Municipal & Industrial Operations and Maintenance 276 CITY OF GOODYEAR ANNUAL BUDGET 2010 ACRONYMS (Continued) PDS PM PW RFP RFQ RID RO ROW SAT SCADA SFR SPA SR303 SSO UIW VLT WCMP WRD WRF WS WWS WWTP APPENDIX Professional Development Series Project Management Public Works Request for Proposals Request for Qualifications Roosevelt Irrigation District Reverse Osmosis Right of Way Soil Aquifer Treatment Supervisory Control and Data Acquisition Single Family Residential Southern Planning Area State Route 303 Sanitary Sewer Overflows University of the Incarnate Word Vehicle License Tax Watercourse Master Plan Water Resources Department Water Reclamation Facility Water Services Wastewater Services Wastewater Treatment Plant 277