City of Goodyear, Arizona Annual Budget 2010-2011 www.goodyearaz.gov Table Contents Table OfofContents Section 1 Introduction Mayor and Council ....................................................................... 1 City Manager’s Budget Message ................................................. 6 Table of Organization ................................................................. 9 Strategic Planning ........................................................................ 10 Goodyear, Arizona – on the Map ................................................. 11 About Goodyear ........................................................................... 12 Demographics and Growth in Goodyear ...................................... 13 Goodyear-at-Glance ..................................................................... 14 Goodyear’s History ....................................................................... 15 Schools & Education .................................................................... 18 Employment Centers .................................................................... 19 Medical Facilities .......................................................................... 21 Major Employers .......................................................................... 22 Industrial & Office Sties & Buildings ............................................. 23 Goodyear Ballpark........................................................................ 24 Dining, Shopping and Hospitality ................................................. 26 Attractions & Events ..................................................................... 28 Awards & Recognition .................................................................. 31 Section 2 Financial Plan Financial Policies.......................................................................... 35 Financial Policies and Planning ................................................... 38 Revenue Sources ......................................................................... 42 Section 3 Budget Summary Budget Process ............................................................................ 47 Budget Summary.......................................................................... 50 Section 4 Departmental Budgets Mayor & Council ........................................................................... 55 City Clerk ...................................................................................... 59 City Manager ................................................................................ 65 Legal Services .............................................................................. 72 Finance ......................................................................................... 77 Information Technology Services ................................................. 91 Human Resources........................................................................ 98 Police Department .......................................................................105 Fire ..............................................................................................115 Municipal Court ...........................................................................129 Economic Development ..............................................................133 Community Development ............................................................139 Engineering .................................................................................145 Public Works ...............................................................................157 Parks ...........................................................................................188 i City of Goodyear Fiscal Year 2010‐2011 Table of Contents Table of Contents Section 5 Capital Improvement Plan CIP Summary ..............................................................................199 Five-year CIP ..............................................................................200 Sources of Funding for CIP .........................................................201 CIP Review ..................................................................................202 Operating Budget Impacts of the CIP .........................................207 Project Summary for FY 2011-2015............................................210 Project Description by Type ........................................................214 Section 6 Budget Schedules Schedule 1- Sources & Uses ......................................................279 Schedule 2- All Funds Revenue ..................................................280 Schedule 3- Operating Funds Expenditure .................................286 Schedule 4- Debt Service............................................................294 Schedule 5- Full Time Authorized Positions ...............................296 Schedule 5a- Five Year History Full Time Authorized Positions.303 Schedule 6 FY 11 Fund Transfers ..............................................304 Schedule 7 - Property Taxes .......................................................305 Schedule 8 – Debt Capacity Analysis .........................................306 Schedule 9- FY10-11 CIP Projects .............................................307 Schedule A - Summary Schedule of Estimated Revenues and Expenditures/Expenses...........................................................308 Schedule B- Summary of Tax Levy and Tax Rate Information ...309 Schedule C- Summary by Fund Type of Revenues Other Than Property Taxes ...............................................................310 Schedule D- Summary by Fund Type of Other Financing, Sources/Uses and Interfund Transfers FY 2011 .....................311 Schedule E- Summary by Department of Expenditures/Expenses Within Each Fund Type FY 2011 ............................................312 Schedule F- Summary by Department of Expenditures/Expenses ..........................................................313 Section 7 Appendix Resolution 10-1382 .....................................................................315 City Profile ...................................................................................317 Glossary ......................................................................................326 Acronyms ....................................................................................334 ii City of Goodyear Fiscal Year 2010‐2011 Table of Contents Reader’s Guide Section 1 Introduction Reader’s Guide Available in this section, you will find an introduction to the City of Goodyear’s Mayor and Council, their mission, the City’s Strategic Plan and Goals, along with a City overview. Also in this section, you will find the City Manager’s Letter addressing the Mayor and Council, highlighting any significant changes for FY 11 from the prior year budget. Section 2 Financial Plan Section 2 Financial Plan section provides a financial overview summarizing key financial decisions and financial issues concerning the FY 11 Budget. Expenditures and revenues by type and established financial policies are also available in this section. Section 3 Budget Summary The Budget Summary section covers two important items. First, it provides an overview of the budget process. This includes a calendar noting significant milestones within the budget process. A brief summary explaining the development of the base budget, budget reviews and adoption, budget amendments and budget basics are also provided. Second, is a brief summary of major City funds and a department summary of the FY 11 operating budget. Section 4 Departmental Budgets This section provides information on a departmental and divisional level. Such elements as mission statements, descriptions of services, operating budgets, authorized personnel and performance indicators are located in this section along with historical information. Section 5 Capital Improvement Plan (C.I.P.) This area highlights the City’s Capital Improvement Plan. This section contains information on the City’s five year plan, financing and sources of funding, expenditures, impacts and a project summary for the Capital Improvement Plan. Section 6 Budget Schedules These schedules summarize transfers, revenues, expenditures, debt service, authorized positions, transfers, property taxes, debt capacity and CIP project along with detailed State required schedules. Section 7 Appendix This final section is a reference section that contains the Council Resolution adopting the FY 11 Budget, a demographic profile of the City, a glossary and a list of acronyms used throughout this document. iii A brief description of each section of the Annual Budget GFOA Presentation Award iv CITY COUNCIL James Cavanaugh Mayor Georgia Lord Vice Mayor Dick Sousa Councilmember Joanne Osborne Councilmember Frank Cavaliere Councilmember Joe Pizzillo Councilmember Sheri Lauritano Councilmember SENIOR MANAGEMENT John Fischbach City Manager Michael Simonson Presiding Judge Mark Gaillard Interim Deputy City Manager Roric Massey City Attorney Lynn Mulhall City Clerk Brian Dalke Deputy City Manager Larry Lange Finance Director Mark Brown Police Chief Kathleen Fernandez Information & Technology Services Director Paul Luizzi Interim Fire Chief Harvey Krauss Community Development Director Kay Wilkinson Human Resources Director David Ramirez Engineering Director Paula Ilardo Economic Development Director Charles McDowell Public Works Director Mike Svetz Parks & Recreation Director v This page intentionally left blank. Goodyear City Council 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. 1 James Cavanaugh Mayor Term 2009 - 2013 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. 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. Georgia Lord Vice Mayor Term 2009 - 2013 Councilmember 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. 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. 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. Councilmember Dick Sousa Councilmember Sousa was re-elected to a third four-year term as a Councilmember 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. 2 Dick Sousa Councilmember Term 2007 - 2011 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 Councilmember 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 Representative on Goodyear’s Entry Monument Ad Hoc served on the Litchfield Road Redevelopment Task Osborne helped shape the future vision of Goodyear as Development’s Focus Future II in 2002. 2006 as the Citizen Committee and in 2005 Force. Councilmember a member of Economic 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 18 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. 3 Joanne Osborne Councilmember Term 2007 - 2011 Councilmember Frank Cavaliere Councilmember Cavaliere 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 Cavaliere'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 Cavaliere'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. Frank Cavaliere Councilmember Term 2009 - 2013 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 Cavaliere, have been Goodyear residents since 1991. Councilmember 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 cost-effective, 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 two granddaughters named Sophia and Aubrey. 4 Joe Pizzillo Councilmember Term 2009 - 2013 Councilmember Sheri Lauritano Sheri M. Lauritano moved to Goodyear in 1995 and currently lives in Estrella Mountain Ranch with her husband Stephen and her two children Christopher and Victoria. Practicing law since 1994, Lauritano is a former prosecutor with the City of Phoenix and was head of their Domestic Violence Unit. She currently is a partner in the firm of Bain & Lauritano, PLC where she specializes in criminal and family law. Lauritano holds a real estate license with her husband's firm, Arizona Pro Realty. A graduate from the Gonzaga University School of Law, she received her B.A. in Political Science from the University of Arizona. Councilmember Lauritano, who recently served on the City of Goodyear's Planning and Zoning Commission and the City Center Committee, looks forward to serving the citizens of Goodyear. 5 Sheri Lauritano Councilmember Term 2010 - 2011 May 18, 2010 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, 2011 (FY 2010-11). This document is a reflection of the hard work and dedication of City employees who were asked to do more with less while continuing to provide a high level of service that is vital to the quality of life of Goodyear residents. This budget also reflects contributions from our citizens and community leaders, who generously gave their own time and energy to provide input at public hearings and during the Citizen Budget Committee meetings. Policy direction from Council helped to guide this document, which presents a balanced budget and matches the City’s available resources with the needs of a growing community. The budget strives to ensure the City’s fiscal stability, while providing the essential services afforded to all Goodyear citizens. Continued weak economic conditions are the primary driver behind the FY 2010-11 budget. As has been the case for many municipalities during this economic downturn, Goodyear has been forced to balance the needs for City services with a diminished revenue base. During these hard economic times, the city has been working not only to balance the budget, but to also thinking beyond the current recession in order to position the city for future success. Although the city continues to grow, it is at a rate much lower than has been seen since 2008. The weak economy continues to contribute to reduced sales tax collections at both state and local levels, considerable slowing of residential building permits, and prolonged declines in development related revenues. While some aspects of the local economy, such as retail sales tax, seem to be holding steady since last budget year, the city continues to estimate conservatively, as the growth and stability of the economy’s future is unknown. To balance the budget, cost-saving adjustments were enacted, reductions were carried out, plans for alternative services were implemented, reorganizations occurred, and contracts were renegotiated across City departments. These cost-saving measures began during the FY 2008-09 budget year and will continue through this year and into the future, until economic conditions improve. The FY 2010-11 budget totals approximately $255 million, which represents a 32% decrease from the prior year’s budget. 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 2010-11 budget, the CIP represents $25.2 million, with an additional $34.2 million from prior year carryover. The Operating Budget totals $70.8 million, which represents a 2.8% decrease from the FY 2009-10 budget of $73 million. There is $17 million budgeted for grant funding, $24.2 million in debt service requirements, and $78 million for contingency appropriation. Even at a reduced level, the FY 2010-11 budget focuses on preserving the community’s outstanding quality of life. The FY 2010-11 budget incorporates a number of projects and initiatives that range from recreation to public safety. A few examples of these projects include: • Improvements planned for Palmateer Park and Park de Paz, will be funded with a Community Development Block Grant (CDBG) at a cost of $257,029 • Design and construction of a new Telecom 911 Communications Facility, budgeted at $3,857,460, will begin providing for a more adequate, reliable, and better equipped 911 system and call center. 6 In addition to these initiatives, exciting projects are underway within City limits. Two new solar-related manufacturers recently announced their plans to open facilities in Goodyear. These manufacturers include SunTech, which will occupy 120,000 square feet and create 77 jobs in phase one of their development and Tower, which will occupy 450,000 square feet and employ 120 people when it opens. Additionally, the city’s Amazon.com facility expanded this year, adding 300,000 square feet of space to its distribution center. Operating Budget The FY 2010-11 Operating Budget totals $70.8 million, which includes all departmental salaries, commodities, and contractual services. Within the General Fund Operating Budget, there is a projected shortfall of approximately $4 million. This is an ongoing structural deficit, as ongoing revenues are not adequate to meet total ongoing obligations including, debt service and transfers to other funds. In order to balance this $4 million shortfall, the City has gone through a series of significant budget cuts and worked on right-sizing the organization. Reducing expenditures was the first step to balance the FY 2010-11 operating budget. A few of the reductions to employee compensation and benefits in FY 2010-11 include: • No merit or market increases to salaries • Reduce employee benefits: o Suspend longevity pay o Suspend health retirement savings o Suspend vacation buy-out o Suspend criteria based promotion o Suspend tuition reimbursement o Keep reduction to Uniform Allowance (Fire Department) These FY 2010-11 Operating Budget reductions are in addition to those that were put into effect in previous fiscal years and continue today. These continued reductions include: • 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 2010-11 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: • Park & Ride facility operating costs at $60,000 • Increase in health care premiums budget at $400,000 • Increase in utility costs/parks, $300,000 • Elections cost for two elections budgeted at $130,000 • Additional Building Inspector position, $66,000 for salary and related employee benefits • Telephone system operating costs, $60,000 • Purchase of APS streetlights (one-time use) $420,000 • Fleet replacement (one-time use), $1,500,000 • Insurance reserve (one-time use) $500,000 7 The use of one-time funds is also proposed to help close the Operating Budget gap. These one-time funds, totaling approximately $5.2 million, are comprised of sources such as construction sales tax, CIP carryover budgets, transfers from PIC bonds, and unallocated fund balance from FY 2009-10. Capital Improvement Program Highlights Although the FY 2010-11 Capital Improvement Plan (CIP) is significantly less than previous years, it continues to address the growing needs of our community. One of the main reasons for the FY 2010-11 CIP budget being smaller than in previous years is due to the City Center project being deferred. Additionally, the FY 2010-11 CIP program continues to incorporate reductions made during prior fiscal years to address the impacts of the economic downturn. Deferral of projects such as park improvements was necessary due to restraints on operating funding. The FY 2010-11 CIP funds infrastructure and public facilities, including roads, water, sewer and park improvements (grant funded), facilities, public safety projects 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. Emphasis remains on providing high quality infrastructure in the areas of Water Reclamation Facilities (WRF), Public Transit, Streets, and Park Improvements. A number of street improvements, traffic signals and infrastructure upgrades that are necessary to facilitate new development are included in the plan. Additionally, facility and public safety projects are included in the FY 2010-11 CIP program in order to adequately serve the public. I would like to thank the Mayor and Council for their guidance and support throughout the development of the FY 2010-11 budget, as well as the City of Goodyear employees who have contributed with resourcefulness and sacrifice. I would also like to recognize the citizens of Goodyear for their involvement in the public processes; their participation during public hearings and on the Citizen’s Budget Committee helps us to address the community’s highest priorities. Overall, the FY 2010-11 budget reflects maintenance of existing service levels with few enhancements. This year’s budget demonstrates the commitment of our citizens and City Council to address our challenges, while continuing to provide quality services to our residents. Sincerely, John F. Fischbach City Manager 8 TABLE OF ORGANIZATION CITIZENS Mayor & City Council Legal Services Municipal Court City Manager Economic Development Intergovernmental Programs Mgr City Clerk Assistant to City Manager Deputy City Manager Deputy City Manager Fire Finance Police Human Resources Community Development Information Technology Public Works Parks & Recreation Engineering 9 CITY OF GOODYEAR STRATEGIC PLAN & GOALS FOUR CORE BUSINESS AREAS     Building a Sustainable Community Keeping People and Property Safe Adapting to Change Ensuring Public Health FIVE 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. 10 GOODYEAR, ARIZONA – ON THE MAP NATIONAL MAP STATE MAP 11 About Goodyear Population/Demographics – We’re a Growing Community Setting the Pace 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 was the fourth fastest growing city in the country (under 100,000 populations) between 2000 and 2006, averaging 16% growth per year during that period, according to Forbes Magazine. With a mere 2,747 residents in 1980 and 6,258 in 1990, Goodyear's population has exploded to more than 64,600 people in 2010. By 2014, it is expected to grow to 78,908. According to the most recent Citizen Satisfaction Survey, Goodyear has a diverse population with more than 85% of heads of households being college-educated and 56% having college degrees. Goodyear is a young community with 31% of the population between the ages of 35 and 49. As a growing community, 81% of residents have lived in Goodyear less than ten years. It is also family-oriented as 46% of household have children. Additionally, 47% have a household income over $75,000. Median income is $77,606. The survey reports that 85-90% of residents feel Goodyear is a great place to live and offers excellent quality of life. Most residents, 90%, also feel safe day and night. Even in this economic downturn, 92% of residents are satisfied with the level of service the city provides. 12 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 62,000 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 90,000 residents by 2015. The median household income of our residents is estimated at $77,606 - 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 Population Growth – Historical 62,554 Population (Apr-09) 78,908 Population Projection (2014) $77,606 Median HH Income (Est. 2009) $81,868 Average HH Income (Est. 2009) $235,640 Median Home Price, New (4Q08) $160,695 Median Home Price, Resale (4Q08) 1,058,201 Workforce (30 mile radius) POPULATON GROWTH-HISTORICAL 70,000 60,000 50,000 Sources: City of Goodyear Community Development, MAG, Sites USA; Income/Workforce Data: Sites USA; Home Data: ASU Realty Studies 40,000 30,000 20,000 10,000 0 13 Goodyear at a Glance Goodyear was founded in 1917 by Paul Litchfield of the Goodyear Tire & Rubber Company Goodyear was incorporated as a city on November 19, 1946 Goodyear was the fourth fastest growing suburban city under 100,000 population in the U.S. 2000-2006 Goodyear grew at approximately a 16% growth rate each year from 2000-2006 MAG/City of Goodyear Planning Department population estimate: 2010 - 64,600 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. on the north to State Route 238 on the south Average median temperature: 72°F Average annual rainfall: 7.5 inches Average number of sunny days: 320 annually Median age of residents: 35.2 Median household income: $77,606 Educational level of Goodyear heads of household: 85% are college-educated with 56% obtaining college degrees Total 2010-2011 Budget: $256 million Property tax rate for 2010-2011 - $1.42 per hundred dollars of assessed value 14 Goodyear’s History 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 station. The town became a city in 1985. 15 16 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 PhoenixLitchfield Airport. In 1986, it was renamed the Phoenix-Goodyear Airport. 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. The Three Rivers Historical Society works to preserve the heritage of the cities which grew at the confluence of the Salt, Gila and Agua Fria rivers - Goodyear, Avondale, Litchfield Park and Tolleson. 17 Schools & Education Several K-12 schools, as well as local area colleges serve Goodyear residents. 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 In addition, the City of Goodyear has been proactively recruiting public and private institutions of higher education. Goodyear welcomed its first excellent private institution of post-secondary education to the community in 2008 – Franklin Pierce University from New Hampshire. In June 2009, Franklin Pierce began their Doctor of Physical Therapy (DPT) Program in Goodyear. Franklin Pierce’s Goodyear center also offers a series of online undergraduate and graduate programs. An Associate Degree in Nursing will begin in 2010. 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 (part of Maricopa Community College District), Grand Canyon University, Midwestern University-Glendale and Thunderbird School of Global Management. Other valley-wide offerings are Arizona State University, DeVry University, Keller Graduate School of Management, Western International University, CollegeAmerica, and the University of Phoenix each providing a variety of accelerated academic and occupational programs. Additionally, Park University, located on Luke AFB, is a four-year institution that provides reduced tuition to military, their dependents as well as civilians living in the surrounding communities. 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. Additionally, the schools are meeting the AZ Learns standards with the highly respected rankings of performing and highly performing. 18 Employment Centers Jobs - Our #1 Goal 75% of Goodyear residents commute out of city With 75% of Goodyear's workforce commuting out of the city for work, a key City Council goal is to bring jobs into this city and to make Goodyear one of the biggest employment bases in the West Valley. Three major employment corridors are forming now that will have a great influence on this community's future. Airport Gateway Center Located just south of Interstate 10, Airport Gateway will serve as a significant employment center within Goodyear's developing 4,000-acre employment corridor anchored by the Phoenix Goodyear airport. Airport Gateway will stretch south to Lower Buckeye Rd. straddle both sides of Bullard Ave. and be adjacent to the airport. The conceptual master plan for this 1,200-acre corridor includes mixed use development that incorporates a variety of retail, commercial, multi-family and loft residential, flex-office, and industrial uses. Airport Gateway is a unique development in that it represents a collaborative effort between five firms including Cornwell Corporation, Sun MP, Claremont Capital, Kohnen Investments and EJM Development, with their chosen planning firm, SWA Group. Initial construction on the project has already been initiated with the construction of the Venida Business Park by the Cornwell Corporation. The five-building office complex, located on the south side of Van Buren Rd. between Bullard Ave. and Litchfield Rd., incorporates almost 88,000 square feet of flex office space of which the City of Goodyear is leasing three buildings for Police and Fire Administrations and the Municipal Court. 19 Palm Valley 303 Employment Center Suncor is the major landowner in this "Luke Compatible" employment corridor. Palm Valley 303 is a 2,000-acre premier, master planned business park for organizations seeking a true "business home" in the southwestern United States. Strategically located just north of the interchange of Interstate 10 and Loop 303, Palm Valley 303 provides office, retail and industrial land carefully planned to create a true "sense of place" with 19.6 million square feet of office, retail and industrial space. A very attractive spec building of 440,000 square-feet exists at Palm Valley 303 and is ready for immediate occupancy. At final build out, Palm Valley 303 will be a world class will be one of the largest business parks in the southwest at nearly 1,600 acres-with more than 60 proposed buildings ranging in size from 10,000 to 1 million square feet. 801/85 Employment Center It's easy to see where the name of this center came from when you consider that this 1,700-acre employment corridor is bounded by MC 85 to the south and bisected by the future State Route 801. Located just south of the airport, the center lies on both sides of the Union Pacific Railroad. With such access to all these major transportation links, this corridor will be the general industrial area that is appropriate for manufacturing and larger employment facilities. Duke Realty, a major landowner in this job center, is building two much-needed speculative buildings in this general industrial area. 20 Medical Facilities Hospitals The Goodyear trade area is served by the West Valley Hospital and Banner Estrella (Banner) Hospital. Both facilities have seen immediate success and have aggressive expansion plans to meet the growing demands in the west valley. The West Valley Hospital, a member of Abrazo Health Care, now has the world's most advanced surgical technology, the Da-Vinci Prostatectomy. Additionally, in the Palm Valley Medical Campus (PVMC) a 102,500 SF Integrated Medical Services facility opened in 2004. This facility is the first of four planned for the PVMC which will be home to almost 1 million SF of medical facilities at build-out. Cancer Treatment Center of America Cancer Treatment Centers of America has selected Goodyear for its fourth location -- Western Regional Medical Center, serving the United States' western region. The 213,000 SF facility is located on 25 acres of land south of I-10 between Litchfield and Bullard. The Center opened to patients in December 2008, providing state-of-the-art technology, including its trademark sm model of Patient Empowerment Medicine comprehensive, patient-centered cancer treatments. Unique to the development is the surrounding available land for complimentary and bioscience development. 21 Major Employers (non-retail) COMPANY INDUSTRY EMPLOYEES Lockheed Martin McLane Sunwest West Valley Hospital Amazon.com Macy’s Logistics and Operations Cavco Industries Cancer Treatment Centers of America Rudolfo Bros Plastering Inc Snyder’s of Hanover AeroTurbine Kysor Panel Systems Lufthansa Airline Training Center Poore Brothers Lorts Manufacturing Arizona Galvanizing, Inc Global Organics, Llc Oxford Aviation Academy Del Monte Fresh Produce Co Simpson Norton Corp Imsamet Inc Keogh Engineering Inc Ladder Industries Southwest Specialty Foods Aerospace Engineering Distribution Health Services Distribution Distribution Manufacturing Healthcare Services Construction Food Manufacturing Services, Distribution Manufacturing Education, Flight Training Food Manufacturing Manufacturing Manufacturing Manufacturing Education, Flight Training Wholesale Wholesale Manufacturing Services Manufacturing Food Manufacturing 500-1000 500-1000 500-1000 250-500 250-500 250-500 100-250 100-250 100-250 100-250 100-250 100-250 100-250 100-250 50-100 50-100 50-100 50-100 50-100 <50 <50 <50 <50 Source: U.S. Works, City of Goodyear Economic Development 22 Industrial & Office Sites & Buildings Project Location Acres Land Use Contact Airport Commerce Center Litchfield & Lower Buckeye 1 I1 Cutler Com'l Airport Gateway Business Center Litchfield, between Yuma & Van Buren St. 26 I1 Lee & Assoc. Airport Hangar Litchfield & MC85 90k Bullard Commerce Center Bullard & Van Buren 30k sf Flex Industrial RDB Development Camelback 303 Cotton & Camelback 115 Industrial Cushman & Wakefield Canyon Trails Prof. Center Estrella & Roosevelt 60k sf C2 Rencor Citation Business Park North MC85 on Litchfield +/- 56 I2 CBRE Citation Business Park South MC85 on Litchfield 23.5 I2 CBRE City Center Airpark Yuma & Goodyear Blvd. 400+ C2, I1, I2 Grubb & Ellis Claremont Capital Van Buren & Bullard 115 M-HDR, I1 George Reeve Estrella Commerce Park MC85 & Estrella Pkwy 610 I1 Grubb & Ellis Estrella Professional Center Roosevelt & Estrella Pkwy 25k sf C1, PAD Gateway Realty Goodyear Airpark MC 85 at Airport Way 265 C2, I1, I2 CBRE Goodyear Business Center I-10 & Litchfield Road 78k sf I1 Heinonen Assoc. Goodyear Commerce Center Bullard & Van Buren I1 Don Bennett & Assoc. Goodyear Crossing Cotton Lane & MC 85 I2 CBRE Goodyear Financial Center Litchfield & Van Buren Class B Office Mary Manning Goodyear Point Litchfield & Lower Buckeye 153 I1 Lauth Goodyear Palms Plaza Litchfield & I-10 40 C2 Colliers Kohnen Investments Bullard & Yuma 115 C2, I1 George Reeve Palm Valley 303 Camelback at 303 252 C2, I1 CBRE Palm Valley Business Park Litchfield & I-10 107k sf I1 CBRE Palm Valley Office Park III Litchfield & McDowell 60k sf Class A Office Lee & Assoc. Rubbermaid Plant Cotton Ln. & MC 85 743k sf I2 Grubb & Ellis Sarival Crossing Sarival & Elwood 50 I2 CBRE Ten 303 Cotton & Indian School 159 I1 Cushman & Wakefield The Shoppes at Mountain Ranch Estrella & Elliot 40k sf Bade Co. The Views at Estrella Estrella & San Miguel Dr. 32k sf Bade Co. Tourleau at CrossPointe Bullard & Van Buren 30 C2, I1 Cornwell Corp. Venida Business Park 145th & Van Buren 90k sf C2, I1 Cornwell Corp. Woods Corporate Campus Estrella & Lower Buckeye 57 C2 Civica 303 23 Goodyear Ballpark Baseball in Goodyear The Cleveland Indians joined the Arizona Cactus League in 2009 when they moved their Spring Training operations from Florida to Goodyear. The project included both the Goodyear Ballpark - and the Indians' Clubhouse/Player Development Facility & practice fields. Almost 100,000 fans attended Indians Spring Training games in the 2009 season! The Cincinnati Reds hosted their first Spring Training season at the Goodyear Ballpark in 2010. This brought both Ohio Major League baseball teams to Goodyear and Arizona. The Reds Clubhouse and Player Development facility was opened officially on October 16, 2009. The Cactus League Twelve Major League teams conducted Spring Training in the Arizona Cactus League in 2008. That number grew to fourteen teams in 2009 and will reach fifteen teams in 2010. Cactus League play in Arizona started in Tucson in 1946 - the same year that Goodyear was incorporated - with the Cleveland Indians move from Florida. They went back east in 1993; but have now returned - to Goodyear! 24 Goodyear Ballpark The Goodyear Ballpark opened on February 21, 2009 - is located on a 3-acre parcel southeast of the future Goodyear City Center. The stadium includes 8,000 stadium seats, 1,500 berm seats, six suites, and a 500-seat party deck area, for a total seating capacity of 10,300. Just south of the Ballpark, the Goodyear Recreational Sports Complex includes clubhouse/player development facilities and practice fields for each team on site of more than 100 acres. Many of these facilities are available to the City of Goodyear outside of Spring Training season for recreational leagues and special events. Special Events at the Ballpark In addition to Spring Training, the ballpark hosts year-round community events such as youth, amateur, high school and college tournaments, holiday festivals, arts and crafts shows, concerts, weddings and other private and public events. 25 Dining, Shopping and Hospitality SunCor's Palm Valley master-planned mixed-use development brought expanded retail development to the Goodyear area, including a 14-screen cinema. Litchfield Road has become the heart of shopping and dining in Goodyear. Several power centers fill the area as well as many of the major chain restaurants, such as Macaroni Grill, TGI Friday's, Applebee's, Black Angus, Olive Garden, Red Lobster, Chili's, Cracker Barrel, P.F.Chang's, McGrath's and Macayo's. Further retail development is exploding along Estrella Parkway. (PebbleCreek Pkwy north of I-10). At McDowell Road, Goodyear Centerpointe and the Market at Estrella Falls bring over 15 new major retailers plus numerous shops, services and restaurants. Parkway Village is expanding the choices available between I-10 and Van Buren Street, and just to the south, the Goodyear City Center will rise in the near future. The Estrella Marketplace opened in spring 2010 at Elliot Road providing new retail to the Estrella community. Goodyear has become the retail center of the Southwest Valley! Recognizing the affluent demographics in and around Goodyear, Westcor, a major mall developer in the Phoenix metro area, plans to build the Valley's next super regional mall – Estrella Falls - at Bullard Avenue and McDowell Road. 26 Major Retailers located in Goodyear include: Barnes & Noble, Best Buy, BevMo!, Homegoods, TJ Maxx, J.C.Penney, La-Z-Boy, Lowe's, Michael's, Office Max, Party City, Petco, PetSmart, Pier 1, Ross Dress for Less, Shoe Carnival, Sport Chalet, Target, Toys R Us/Babies R Us, Super Target and Ulta, just to name a few. Goodyear's location directly on Interstate 10 has brought several hotels to the area. The City's hospitality industry currently has properties represented by: Best Western, Comfort Inn & Suites, Hampton Inn & Suites, Holiday Inn Hotel & Suites, Holiday Inn Express, Quality Inn, Residence Inn by Marriott, Towne Place Suites by Marriot and Super 8 Motel. Three additional facilities have been announced on McDowell Road adjacent to the planned Estrella Falls Mall. In addition, the 4-star Wigwam Golf Resort & Spa in neighboring Litchfield Park is less than a mile from Goodyear. This luxurious property, which opened to the public in 1929, is an integral part of the history of the West Valley. 27 Attractions in Goodyear and Vicinity Air Show Every two years, Luke Air Force Base - just north of Goodyear - welcomes the public to Luke Days, one of the most diverse air shows in America. At the 2009 show, the U.S. Air Force's Aerial Demonstration Team - the Thunderbirds - provided their special brand of high-flying excitement. There were also many other aerial presentations, numerous aircraft and ground displays, exhibits, and attractions. The next show will be in 2011. County Parks Estrella Mountain Regional Park comprises almost 20,000 acres, most of which is still pristine desert. The developed area of the Park contains 8 major mixed use trails (hiking, mountain biking, and horseback riding) of more than 33 miles, a 9.5 mile competitive track, campgrounds, two baseball fields and a large horse staging area. The Park also boasts the county's only grassy picnic area, a golf course and a professional level rodeo arena. At 30,000 acres the White Tank Mountain Regional Park is the largest in the County system. The Park features extensive campgrounds, eleven major trails and a ten mile competitive track. The barrier-free Waterfall Trail, though only one mile in length, is the most visited trail in the system, featuring trail-side petroglyphs, varied desert scenery and plants and a seasonal waterfall. The Park is located at 13025 N. White Tank Mtn. Rd in Wadell, which is about 10 miles northwest of Goodyear. Open 365 days. Museum The world's largest collection of antique bibles is right here in Goodyear - located in the Grand Lobby of the Hampton Inn and Suites Hotel at 2000 N. Litchfield Rd. The Museum has hundreds of bibles dating back to the 16th and 17th centuries as well as a 900-year-old Biblical Hebrew scroll with original Old Testament scriptures on a giant sheepskin scroll. The Bible Museum is open 24 hours a day, 365 days a year. 28 Performing Arts The West Valley Arts Council sponsors a year-round schedule of performances in all disciplines of the Arts, held at various venues in the West Valley. The organization also champions arts education, particularly focused on initiatives which serve our children such as the Missoula Children's Theater, classes, camps and scholarship programs; and extensive partnering with local school districts. Spas Lavender's Day Spa offers massages, traditional skin, hand and foot care; as well as laser, hydrotherapy and endermology services. They are located at 13000 W. Indian School Rd. in Litchfield Park. Reach them by phone at 623-547-0204 The Red Door Spa boasts five private facial rooms; six massage rooms; four state-of-the-art deluxe wet rooms; four hair stations; four manicure and five pedicure stations; separate men's and women's locker rooms; relaxation rooms; a spa café; a juice and elixir bar and retail boutique. Find them in the Wigwam Resort, 300 Wigwam Blvd., Litchfield Park. Telephone: 623-935-3811 Zoo Zoo and Aquarium Located immediately north of Goodyear in Litchfield Park, the Wildlife World Zoo has Arizona's largest collection of exotic animals with over 2400 individual animals representing more than 400 exotic and endangered species. The state's first Aquarium has now opened at the Zoo - 16501 W. Northern Ave., Litchfield Park. Their phone number is 623-935 WILD 29 Goodyear Special Events City Sponsors Events throughout the Year Family Concert Series Two weekly series, offered in the Spring and the Fall Movies in the Ballpark Monthly May - September at the Goodyear Ballpark Performing Arts Series West Valley Arts Council, sponsored by Goodyear Dry Heat Comedy Nights Laugh in the Summer Seasonal Events Baseball Spring Training Cleveland Indians and Cincinnati Reds Pops Symphony Concert Heart and Sole Run or Walk to compete or just for healthy fun. Star-Spangled Fourth Annual event to celebrate our country's birth A Spring music classic sponsored by Goodyear G.A.I.N. Bringing Neighborhoods together for Fall friendship Field of Screams Spooky entertainment and family participation Skate Fest Fall skateboarding event at the Goodyear Skate Park Wag & Tag Families with their dogs at Roscoe Dog Park - Fall Homeplate for the Holidays Winter holiday fun, with snow the desert! City Market Purchase fresh produce and arts & crafts. First Saturdays - Oct-May 30 Awards & Recognition Goodyear's Fleet and Equipment Management Team Wins Top Awards Government Fleet Magazine named Goodyear's Fleet and Equipment Management Division one of the top 100 fleets in the nation for 2010. The award recognizes the top performing public sector fleets among the 38,000 eligible North American municipalities, counties, states, and federal agencies. The award was presented to Goodyear at the annual Government Fleet Expo and Conference awards ceremony on June 21 in Austin, Texas. Goodyear's Fleet and Equipment Management Division maintains and repairs more than 350 vehicles and apparatus in the City's fleet, manages vehicle and equipment acquisition and disposal, coordinates emissions and environmental regulations compliance, and oversees fleet availability for Police and Fire. All of Goodyear's fleet mechanics are Master ASE service technicians and Emergency Vehicle Technicians. The division was recently awarded the Blue Seal of Excellence by the National Institute for Automotive Excellence and the Police Chief's Citation for Excellence, acknowledging the division's ongoing assistance and management of the Police Department's fleet needs. Finance Department Recognized for Excellence For the second consecutive year, Goodyear's Finance Department earned the prestigious Certificate of Achievement for Excellence in Financial Reporting by the Government Finance Officers Association of the United States and Canada. It is the highest form of recognition in the area of governmental accounting and financial reporting. The award celebrates the City's comprehensive annual financial report, which demonstrated full disclosure and clearly communicated the City's financial story. Goodyear Named All-America City Being named an All-America City in 2008 has put Goodyear in the select company of only 500 cities out of 4,000 nationwide who have tried for this designation over the past 59 years. Only four cities from Arizona have been winners - Phoenix, Mesa, Tempe and, now, Goodyear. Maricopa County and Tucson's Flowing Wells neighborhood have also won. Some cities try multiple times without winning. Goodyear is extremely proud to have won this coveted award on its first try! That says a great deal about how special our community is, the innovative way Goodyear meets challenges and how engaged our citizens are. It is an award for the whole community - our citizens, our businesses, and our City government. It recognizes how all these parts of a community work together to face issues and meet challenges. 31 Goodyear Wins Most Livable City Award Right on the heels of being named an All-America City, Goodyear has also been named one of the five "Most Livable Cities" in America with populations fewer than 100,000 people. For the past 29 years, cities have competed for this very prestigious award, which recognizes mayoral leadership for developing and implementing programs that improve the quality of life in America's cities. Mayor Jim Cavanaugh accepted this honor at the U.S. Conference of Mayors' annual meeting on June 21st for his vision and successful and innovative recruitment efforts to bring universities to Goodyear Fire Station 185 Wins Bronze Award Fire Station 185 Wins Bronze Award Goodyear's newest fire station, Station #185 at 15875 W. Clubhouse Dr., has been recognized as one of the most outstanding stations in the nation. It won a bronze award from Fire Chief® magazine for outstanding architecture and design within fire departments nationwide. This Goodyear station won in the Satellite Station category for its excellent architecture by LEA Architects, LLC. of Phoenix, Ariz. Sanitation Campaign Wins Top Environmental Award Goodyear has earned top environmental awards for its educational campaign introducing and implementing the city's new recycling and automated curbside collection program. Curby the Mascot is the central character in Goodyear's award-winning sanitation campaign, which recently received Valley Forward's Crescordia Award in the environmental educational campaign category. Valley Forward is an organization representing the private and public sectors, promoting cooperative efforts to improve the environment and livability of Valley communities. The Curby campaign was also named the best municipal marketing campaign in the nation in 2007 by 3CMA, a national municipal marketing association. Key elements of the city's five-month campaign included Curby the Mascot, Curby and the Collectors singing group, brochures, featured web pages on Goodyear's website, T-shirts, block parties, fliers, news stories, and articles in the city's newsletter, INFOCUS. 32 Goodyear Wins Two National Marketing Awards Goodyear's Communications Office was awarded the prestigious 2007 President's Award for the nation's "Most Outstanding Marketing Program" by the City-County Communications and Marketing Association (3CMA). This top honor recognized Goodyear's communications group for its outstanding marketing campaign which educated residents about the city's new automated curbside trash and recycling program. The extensive marketing program, designed around a red-headed mascot, Curby, was developed by the Communications Office in cooperation with the Sanitation Division. This same marketing campaign also won the 3CMA Savvy Award for Marketing Government Services, the highest award in this particular marketing category. At 3CMA's annual conference, more than 700 entries were submitted for 10 Savvy categories by cities and counties 33 This page intentionally left blank. 34 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. 35 4. General Fund appropriations should also include a reserved contingency account amounting to at least 10% of annual sales tax revenues. This will accrue annually and basically serve as a “revenue stabilization” account, and protect the city against swings in sales tax revenues, (which is a revenue source sensitive to changes in the economy). 5. Enterprise Funds should be self-sufficient. They should include a sufficient un-appropriated 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. 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. D. Maintain and Sell New General Obligation Bonds only when the combined Property Tax Rate of $1.60 or lower can be achieved. E. Annual levy calculations should be at the maximum amount allowed for the City’s primary property tax. F. Maintain Bond rating of at least Baa1 from Moody’s or Standard and Poor’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 ten percent (10%) 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. 36 10. Budget Amendment Policies A. Total Fund Appropriation Changes must be approved through City Council Resolution. These amendments must also comply with the City’s Alternative Expenditure Limitation. In order to provide flexibility to respond to unanticipated increases in revenues, 10% of the total operating budget should be set aside as a contingency appropriation (as long as this contingency is backed by available fund reserves). B. Uses of contingency appropriations must be specifically approved by the City Council. This may be by Council motion rather than resolution. C. Shifts in appropriations within fund totals may be made only upon approval of the Mayor. Procedures for appropriations transfers and delegation of budget responsibility will be set by the City Manager. 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 every 3-5 years 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 every 3-5 years 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 $75,000 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. 37 FINANCIAL POLICIES AND PLANNING FY2011 Budget – Background 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. While it appears the rate of decline has slowed, and may have reached bottom based on certain economic indicators, the City continues to adjust to the reduced level of economic activity, particularly in the development sector. As the chart to the right indicates, the total size of the City’s budget continues to decline. The FY11 budget of $255 million represents a 32% decrease from the prior year budget of $375 million. This decline can mainly be attributed to the reduction in capital program spending. 5 Year Operating Budget History FY 07-11 Dollars (millions) The operating budget of $71.9 million for FY11 represents a 2% decrease from the FY10 budget of $73.4 million. While relatively small, it is still a significant reduction given the cumulative effects of reductions during preceding budget cycles. The majority of that reduction has occurred in the personnel category. These reductions reflect vacated positions that remain unfilled and subsequently reduced from the FY 11 budget. In addition, approximately $300,000 was reduced in all funds for materials and supplies. However increases in other expenses, such as health insurance and utilities offset a good portion of the actual budget reductions. Overall the City has managed to hold the budgetary line, while continuing to accommodate the need for additional resources through prudent management of expenditure reductions. $100 $90 $80 $70 $60 $50 $40 $30 $20 $10 $0 BUDGET FY 07 38 BUDGET BUDGET FY 08 FY 09 BUDGET FY 10 BUDGET FY 11 The table below illustrates annual Single Family Residential Permits (SFR), from FY07 through projected FY11. 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 435 SFR permits, a decline of nearly 2,300 permits from the peak of 2006. Numbers did rebound a bit in FY10 with 615 SFR permits issued. However, projections going forward are cautious as some of that increase was likely due to the tax credit offered by the federal government to first time home buyers. Also, the likelihood of further foreclosures, coupled with high vacancy rates, means that strong growth in this area is unlikely in the immediate future. Single Family Residential Permits Number of SFR Permits 3,000 2,500 2,000 1,500 1,342 793 1,000 435 615 650 ACTUAL FY 09 ACTUAL FY 10 EST. FY 11 500 0 ACTUAL FY 07 ACTUAL FY 08 39 FY2011 Budget - Looking Forward Whenever economists begin looking forward, it is generally done with the implicit understanding that no one todate has figured out how to precisely predict the future. As projections venture further into the future, the margin for error rises considerably. This is doubly true in recent years as our economy has undergone one of the worst economic contractions ever, under circumstances no one predicted, thereby negating any clear trends. Analysis applied to the usual suspects, such as sales tax revenue, GDP, consumer confidence, housing starts, and unemployment, have become difficult as so many variables are in play, many of them with very little in the way of precedent. Complicating things further is the instability gripping global financial markets as the economic collapse in the US reverberates around the world creating a cycle of contraction and uncertainty. It is in this context that we must look forward and develop budgets that will meet the needs of our citizens, while being aware of the constraints and responsibilities that current levels of economic uncertainty place upon all levels of government. In Arizona, governments’ ability to fund programs and services is in large part based on growth in sales tax revenue. Unfortunately, in recent years, sales tax revenues have declined dramatically. There were some preliminary signs that the trend might be turning. After 26 consecutive months of year- over- year reductions in state sales tax revenue, April 2010 showed an increase in sales tax collections compared to April 2009, with May 2010 very slightly less than May 2009. While there are technical issues that may overstate the amount of April’s increase, worst case scenario was that sales tax stopped declining, at least temporarily (JLBC, June Monthly Fiscal Highlights, June 2010). Unfortunately, June sales tax revenue was down 5.1% compared to June of 2009 and overall YTD sales tax revenue are down 10.1% compared to FY09 (JLBC, Monthly Fiscal Highlights, July 2010). The scenario gets more complicated as one looks at more detailed information regarding the sales tax. Sales tax itself is comprised of several categories, such as Retail, Restaurant and Bar, Contracting as well as others. So despite some positive news regarding overall sales tax growth rates, almost all major categories are showing declines YTD. For example, Contracting for June 2010 was down 27.2% compared to June 2009 and down 37.5% YTD when compared to the same period in 2009. This should come as no surprise as the decline in Contracting is at the heart of the current economic downturn. And while Contracting would certainly not be considered a leading economic indicator, meaning improvement in this area will likely lag the beginnings of an economic recovery, it is still indicative of the depressed state of a very important economic sector of the Arizona economy. Retail sales tax, another critical category for the Arizona economy, fared better but still declined with June 2010 being down 3.4% compared to the same month in 2009 and down 7.0% YTD compared to last year (JLBC, Monthly Fiscal Highlights, July 2010). Further, this is the third consecutive year of year-over-year sales tax declines, with the cumulative loss over the period at 25.1%. When one considers that Retail Sales and Contracting comprise 30% for total sales tax revenue, it is clear that the impact is significant. In sum, most all major sales tax categories showed negative growth YTD compared to the same period in 2009 (except for a 0.5% increase in the Utilities category). Unemployment, an indicator which also tends to lag initial recovery, has also showed some positives signs. May saw an increase of 3,400 jobs in Arizona, but 9,600 were census related. Removing those federal employees from the number of jobs created translates into a net loss of 6,200 for the month of May. Year- over- year numbers show a decline of 16,600 jobs or a decline in employment of .7%. While this was the slowest rate of decline since February 2008, June had an additional decline of 53,100 jobs or 2.2% fewer jobs than the previous month (JLBC, Monthly Fiscal Highlights, July 2010). Also, the state’s June unemployment rate exceeded the national unemployment rate for the first time since April 2009. The fact that employment levels remain stagnate or declining is in keeping with a recent article in the Wall Street journal reporting a slowing of economic activity despite businesses showing strong profits (Wall Street Journal, August 1, 2010, A1, A4). It appears that companies have ceased rebuilding inventories, which accounted for a significant portion of recent growth in GDP, and are retooling and increasing efficiencies rather than hiring back employees. So it appears that the recovery will need to grow much stronger before we see any significant improvements in employment figures. Housing, and the decline in that sector, has been at the heart of the recent economic downturn and has hit Arizona particularly hard. Ironically, this may be the one area where there appears to be some tangible 40 improvement. The number of foreclosure notices filed (the first step in the foreclosure process) in June were the lowest since April 2008. The number of pending foreclosures (those properties at risk of being sold) declined for the fourth straight month and with June being the first month that the year-over-year change was negative since August 2006 (JLBC, Monthly Fiscal Highlights, July 2010). Additionally, housing prices have been rising. On a year-over-year basis the median resale price of a single family residence in Phoenix metro rose 5.4% to $147,500. The median resale price of a home peaked at $267,000 in June 2006. While this is encouraging, permit data for SFR homes is down 21.2% compared to the same period last year. It appears the current vacant properties are beginning to be absorbed, but at the cost of fewer newer homes being built. The City of Goodyear bucked the trend this year realizing a rise in SFR permits from 540 in FY09 to 615 in FY10. Currently the state forecast for the next several years (FY2010-FY2014) is becoming somewhat less optimistic as the pace of the economic recovery is less vigorous than previously anticipated. Initial estimates of revenue growth in FY12 of 9.6% trending downward to 7.4% in FY14 are being reduced with anticipated growth averaging 5% annually (JLBC, Monthly Fiscal Highlights July 2010). Consumer confidence is also down significantly, which does not bode well for an economy fueled to a large degree by consumption. With so many variables showing inconsistent or negative trends the word on everyone lips should be caution. It is critical that government follow the lead apparently being followed by its private sector counter parts, that is, seek out efficiencies where possible and avoid any additional commitments until a more clear trend indicating recovery develops. 41 Revenues The FY11 estimated sources total $119 million, which represents a 24% decrease from FY10 budgeted revenues of $158 million. The bulk of the reduction is due to the absence of $33 million in stadium bonds, $11million in water/wastewater bonds, $1.5 million in state shared revenue, and $2 million in development fees (with some increase in revenues in FY11 offsetting some of the decrease). 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. FY 11 SUMMARY OF REVENUES Utility User Fees 21% Bonds 2% Development Impact Fees 6% Taxes & Surcharges 57% Grants 14% Total $119 Million The major sources of FY11 general fund operating revenue are: local sales tax $31,635,287 (55.8%), state shared revenues $9,570,095 (16.9%), community development $4,062,992 (7.2%), primary property tax $6,002,998 (10.6%), other licenses, fees, and charges $2,823,459 (5.0%) and franchise fees $2,640,413 (4.7%), all totaling $56,724,974 (this includes construction sales tax). The total is down 5.8% from the FY10 total of $60,213,069. FY 2011 GENERAL FUND BUDGETED REVENUE ESTIMATES Property Tax 11% Other (Permits, Licenses, Fees) 9% State Shared Revenues 17% Community Development 7% Local Revenues Local Sales Tax – FY11 – $31,635,287 (26.4%) 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. Sales Tax 56% TOTAL GENERAL FUND LOCAL SALES TAX REVENUE 50 45 40 35 30 25 20 15 10 5 0 45.9 40.3 $ Millions 37.9 At 26.4% of the total (including construction sales tax), 33.8 32.4 31.6 local sales tax revenue is a significant portion of the 21.8 city’s general fund revenue stream. Local sales tax is a 17.4 14.5 fairly complex mix of varying tax rates that are assigned 12.5 10.4 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 $31.6 million local sales tax figure projected for FY11 is actually a compilation of these types of sales tax Fiscal Year 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. The City’s local sales tax revenue has been declining in recent years but the trend seems to have slowed. 42 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-to-date collections, and annualized monthly comparisons. Construction Sales Tax – FY11 ($3,000,000) CONSTRUCTION SALES TAX REVENUE 25 22.7 20 $ Millions 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 multiyear funding. 17.6 15.0 15.0 15 8.9 10 6.9 4.0 5 6.2 5.2 4.7 3.0 0 The chart immediately right depicts actual construction Fiscal Year sales tax revenue from FY01-FY09 and budgeted revenues for FY10-11. The data shows a decidedly upward trend until FY07 then a sharp decline through FY10 and is projected to decline further in FY11. This revenue source is considered to be the most volatile classification, as it is strongly impacted by changes in the economy. Given the continued lack of activity in the commercial real estate market, the budgeted revenues have been reduced 50% from FY10. Planning Fees/Community Development – FY11 – $4,062,992 (3.4%) Given stagnation in the residential and commercial real estate housing markets, it is logical to assume a decline in this revenue source, particularly as it regards permit fee revenues. However, single family residential construction (SFR) did come in just above FY10 projected numbers, which may signal the beginnings of a recovery, but that is by no means certain. COMMUNITY DEVELOPMENT REVENUES 20 $ Millions The planning fee/community development fee category is comprised of over 20 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, building permits, and engineering permit fees. 14.5 15 13.2 12.1 10.6 8.7 10 6.0 4.7 5 1.3 1.1 4.0 1.3 0 Fiscal Year The chart on the previous page provides actual community development revenue from FY01-FY09 and budgeted revenues for FY10-11. The data shows a decidedly upward trend until FY06 then a steady decline through FY10. Given weak performance in the housing market and lack of any substantive activity in commercial real estate, the budgeted revenues show a 18% decrease from the FY10 estimate. 43 Primary Property Tax – $6,002,998 (5.0%) 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. PROPERTY TAX REVENUES $ Millions Initiation of the use of a primary property tax 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. 10.0 9.0 8.0 7.0 6.0 5.0 4.0 3.0 2.0 1.0 0.0 6.0 4.9 5.3 4.1 3.5 3.4 2.9 1.6 2.9 2.4 2.1 During the FY 11 budget process the City Council voted to lower the total property taxes to a combine rate of $1.42 from the previous year’s rate of $1.60 per $100 of Fiscal Year assessed value. In FY11, the Primary property tax will be $0.7603 per $100 dollars of assessed value. The primary levy generated by this rate will be $6,002,998 a 11 increase over the FY10 primary levy of $5,377,128. As the chart above indicates, growth in the primary property tax has been steady over the past several years. State Shared Revenue Total State Shared Revenues (total) – $9,570,095 (8.0%) 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). The current state sales tax rate is 6.1% with the addition of the recently passed one-half percent sales tax increase. Incorporated cities and towns in Arizona receive a 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 it slows. 44 14.0 11.5 12.0 $ Millions State Shared Sales Tax – ($3,467,007) STATE SHARED REVENUES 12.7 11.0 9.6 10.0 8.0 5.2 6.0 4.0 12.4 4.0 4.2 4.0 4.3 2.4 2.0 0.0 Fiscal Year State Shared Urban Revenue Sharing – ($4,497,364) 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) – ($1,605,726) 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. As a result of continued stagnation in the Arizona economy we are projecting a decline from the FY10 level of state shared revenue $11,031,746 to $9,570,095 in FY11. This equates to a 13.2% decrease in state shared revenues. Miscellaneous Licenses and Fees – $570,371 (0.5%) There are a variety of fees in this category the largest is CFD related revenue ($500,000). TOTAL OPERATING GENERAL FUND REVENUES 89.6 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.). $ Millions Franchise Fees – $3,640,413 (3.0%) 90.0 80.0 70.0 60.0 50.0 40.0 30.0 20.0 10.0 0.0 73.7 68.9 60.2 50.8 Total General Fund Revenues – FY11 – $56,724,974 Fiscal Year The projected total operating general fund revenue of $56,724,974 is down 5.8% from the FY10 budgeted amount of $60,213,069. 45 56.7 This page intentionally left blank. 46 BUDGET PROCESS Overview The fiscal year 2011 budget process began with a financial forecast and update presented to the City Council in October 2009. For the third 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 15% 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 FY11 continued a downward trend resulting in a 6% reduction in general fund operating revenues. To offset this dramatic decrease in revenues, departments were required to submit budget reduction packages of 15% for FY11. As with most communities in Arizona and across the country, the prolonged economic downturn is having a significant impact on community revenues. As a result, many are facing difficult choices when it comes to funding programs and services. Given these fiscal constraints, and the City of Goodyear’s ongoing commitment to provide the highest level of services possible to its citizens, in November 2009 the Goodyear City Council established the Citizens’ Budget Committee (CBC). The group was an all volunteer Committee, selected by a sub-group of the City Council through an application process. The goal in creating the group was to provide additional access for our Citizens into the decision making process so we could ensure that those services deemed most essential to them would be maintained. The group deliberated for several weeks with a total of 12 three-hour meetings held from January 2010 through April 2010 at the City of Goodyear Justice Facility. The group, assisted by a moderator, compiled a list of 27 recommendations. These recommendations were presented to City Council during a regularly scheduled Council meeting on April 26, 2010. Of the 27 recommendations 12 are incorporated into the FY11 budget with an additional 15 undergoing further review in order to determine their potential impact. 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 FY11 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% of their base budgets. This process was particularly important this fiscal year due to the downturn 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 FY11, this process was not undertaken. Departments were required to work within their existing base budgets and re-allocate appropriations to line items requiring additional funding. The upcoming year will continue to be a challenge for departments to utilize resources in efforts to provide effective and efficient services to the citizens of Goodyear. 47 Budget Process Adopt Final Budget Public Hearing Tax Levy 06/14/10 Prepare Forecasts Mid-Year Financial Review Update Revenue & Expenditures Departments Submit Budget Reductions 1) Mid-Year 2) 15% Adopt Tentative Budget 05/24/10 Council Work Study Sessions •Including CBC Recommendations City Council Appoints Citizen Budget Committee Department Budget Review with Executive Management 2 Budget Review and Adoption The department base budget submittals were reviewed by the City Management team in February 2010. Following a series of budget presentations at council workshops the tentative budget was presented to the City Council and adopted May 24, 2010. The tentative budget adoption sets the maximum limits for expenditure authority for the upcoming fiscal year. Public notice for the FY11 budget was published in the local paper and a public hearing held. The final budget was formally adopted June 14, 2010 with the property tax levy adoption following on July 12, 2010. ITEM Work Session Review of Financial Forecast Appointment of Citizen’s Budget Committee Mid-Year Financial Review Citizen’s Committee (CBC) Meetings Executive Mgmt. Budget Review Balance Capital Improvement Program CBC Recommendations to City Council Work Session CBC Recommendations Work Session Present Draft Budget Work Session Proposed Budget & Discussion Tentative Budget Adoption Final Budget Adoption Property Tax Levy Adoption 48 DATE 10/19/09 12/14/09 01/11/10 1/10-4/10 2/10-3/10 3/10-4/10 04/26/10 05/03/10 05/10/10 05/17/10 05/24/10 06/14/10 07/12/10 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 2011 total budget appropriation amount is $255 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 exception 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. . 49 BUDGET SUMMARY The FY11 budget totals $255 million, which represents a 32% decrease from the prior fiscal year budget of $375 million. This can mainly be attributable to a reduced Capital Improvement Plan and further operating budget cuts. Continued sluggish performance in the state and local economies contributed to the need to once again reduce expenditure levels. The largest single category in the budget is Capital and One-Time expenditures at 32% or $81m. This includes CIP carryover funding of $34m. Debt service is $24m or 9% of the total budget. The Operating Budget for all funds is $70m and represents 28% of the total budget. It is 2% decrease from the prior year budget of $72.3 million. 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 continue to be absorbed into the departments’ base budgets through the re-allocation of resources. Total revenues for FY11 are estimated at $119m. General Fund operating revenues are projected at $56.7 million, or 47% of the total revenues. User fees from Enterprise Funds such as, Water Resources, Wastewater and Sanitation account for another $24.7 million or 20% of the total revenue. A rate increase for Water and Wastewater services, combined with steady customer demand, are contributing to expected revenue increases over last year’s estimate of $21.8 million. Development impact fees are estimated at $8.6 million (including utilities) and will help to fund the Capital Improvement Plan’s growth related projects. Expected bond proceeds are $2m, dedicated to water infrastructure. FY 11 SUMMARY OF REVENUES Utility User Fees 20% Development Impact Fees 6% Bonds 2% Taxes & Surcharges 57% Grants 14% Total $119 Million Staffing Summary As a result of the continuing poor economic conditions, the city has been re-evaluating ongong operational costs. Personnel services represents the largest portion (62%) of operating expenses and has been reduced over the last two budget cycles. As a result of this the authorized position count has decreased from 592 to 514 (78 positions) since FY 09. This represents net savings in Personnel Services expenses of $1.5m. All vacancies are evaluated and positions justified before the re-hire process is initiated. Also a number of positions have been redeployed throughout the city, to fill existing vacancies. These positions are evaluated annually to determine the ongoing effectiveness of the assignments. 50 Department Summary FY 2011 OPERATING BUDGET Professional Department Personnel & Contract Materials Services Services & Supplies Total 1100-Mayor & Council $416,462 $49,039 $3,650 $469,151 1200-City Clerk $465,189 $225,701 $11,600 $702,490 $1,396,306 $243,588 $43,350 $1,683,244 $913,709 $154,320 $13,800 $1,081,829 1600-Finance $2,374,159 $220,769 $81,327 $2,676,255 1700-Information & Technology $1,351,566 $1,039,353 $25,589 $2,416,508 1800-Human Resources/Rsk Mgt $1,026,861 $1,148,499 $20,440 $2,195,800 1300-City Manager's Office 1400-Legal Services 1900-Non Departmental $0 $2,800,200 $0 $2,800,200 2100-Police $11,332,204 $1,594,520 $626,285 $13,553,009 2200-Fire & Emergency Services $10,109,500 $1,045,119 $242,800 $11,397,419 2300-Municipal Court $865,256 $134,059 $19,634 $1,018,949 3200-Economic Development $711,171 $209,161 $36,971 $957,303 3300-Community Development $1,000,004 $58,049 $17,285 $1,075,338 3400-Engineering $2,246,748 $100,114 $41,600 $2,388,462 4010-Public Works/Administration $567,717 $69,410 $16,000 $653,127 4200-Public Works/Building Services $464,258 $2,201,279 $39,900 $2,705,437 $1,203,348 $1,329,521 $109,550 $2,642,419 $764,831 $467,588 $134,367 $1,366,786 4600-Public Works/Streets $972,203 $2,400,874 $130,400 $3,503,477 4900-Public Works/Sanitation $712,371 $ 3,807,499 $ 40,350 $4,560,220 $258,548 $4,526,704 4300-Parks 4400-Recreation & Aquatics 5100-Public Works/Water $1,742,977 $2,525,179 5200- Public Works/Wastewater $1,319,911 $1,272,550 $283,000 $2,875,461 4410- Parks/Stadium $1,878,970 $1,207,040 $574,834 $3,660,844 $43,835,721 $24,303,431 $2,771,280 $70,910,432 61.8% 34.3% 3.9% 100.0% $37,148,009 $12,989,789 $1,341,848 $51,479,646 Total Percent Of Total General Fund Special Revenue-Towing Administration Public Works/Streets/HURF Public Works/Sanitation $61,280 $100,500 $142,300 $304,080 $972,203 $2,400,874 $130,400 $3,503,477 $712,371 $3,807,499 $40,350 $4,560,220 Public Works/Water $1,742,977 $2,525,179 $258,548 $4,526,704 Wastewater $1,319,911 $1,272,550 $283,000 $2,875,461 Stadium $1,878,970 $1,207,040 $574,834 $3,660,844 $43,835,721 $24,303,431 $2,771,280 $70,910,432 $584,562 $86,906 $407,700 $1,079,168 Total All Funds Operating 4100-Public Works/Fleet Services -ISF- 51 Streets Fund (Highway User Revenue Fund - HURF) The HURF is primarily funded through gasoline and fuel taxes distributed from the State of Arizona. Total FY 11 revenues are estimated at $2.7 million dollars. As of FY11, the City will no longer receive LTAF (or LTAFII) revenues from the state, as they were “swept” due to state budget revenue shortfalls. Major expenditures include $800K for street overlay improvements. Personnel costs are budgeted at $972K, representing 50% of the operating budget. HIGHWAY USER FUND (HURF) HIGHWAY USER REVENUE FUND (HURF) Revolving Fund 4% Commodities 3% Personnel 27% Contractual Svcs. 66% FY 11 Revenue $2,719,599 FY 11 Expenditures $3,843,477 Sanitation Fund The City’s Sanitation Fund is an enterprise fund. As such, it should be self sustaining, with revenues generated covering all aspects of the fund’s activities. Total revenue for FY 11 are $5.4 million and are mainly derived from customer user fees (with small amount in interest). The City contracts with an outside vendor for residential contained trash pick up. Adminstration of the contract and the services it provides are provide by City Finance staff. The Sanitation Division does provide uncontained residential bulk trash pick to residents twice monthly. This service is included in the monthly residential fee. Primary expenditures for this fund are for the contract services paid to the outside vendor of $3.6 million. Additionally, personnel related costs are estimated at $712k, or 16% of the total budget. SANITATION FUND SANITATION FUND Personnel 16% User Fees 100% Commodities 1% Contractual Svcs. 83% FY 11 Revenue $5,365,539 52 FY 11 Expenditures $4,560,220 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 customers. Total revenues for FY 11 are estimated at $10.3m and are mainly from user fees (with very small amount in interest). A rate study was recently completed and an increase in rates was implemented January 2010. Major expenditures in this fund include $1.7m in personnel costs or 19% of the total budget (excluding debt service). Significant growth and increased system demands have prompted recent major capital infrastructure improvements, thereby increasing the debt burden. WATER FUND WATER FUND Misc. 1% User Fees 99% FY 11 Expenditures $9,282,169 FY 11 Revenues $10,278,700 Wastewater Fund The City’s Wastewater Fund is an enterprise fund. Total revenue estimated for FY11 is $8.9m. Nearly all the revenue is derived from user fees (with a small amount of interest) to support wastewater operations. Significant expenditures for wastewater operations (excluding debt service) include $1.3m for personnel cost, or 47% of the budget. Contractual services, at 47%, is comprised mainly of expenditures relating to system infrastructure maintenance and utilities. The City’s wastewater operations also have an updated master plan that help to ensure adequate system capability will be available now and in the future. WASTEWATER FUND Interest 2% FY 11 Revenues $8,924,223 WASTEWATER FUND Damage Reimb. 2% User Fees 96% FY 11 Expenditures $8,400,209 53 Stadium Fund The City operates two major baseball league training facilities, one each for the Cincinnati Reds and Cleveland Indians along with a main stadium facility. The Stadium Fund is an enterprise fund, however, a subsidy is required from the General Fund to sustain operations. It is hoped that the stadium will aid in encouraging economic development in the surrounding area that will eventually generate sufficient revenues to cover the operating cost of the facility. Estimated stadium revenues for FY11 total $1.7m. In addition, operating costs are subsidized by a transfer from the General Fund of approxiamtley $2m. In addition, the stadium receives funding for a debt service payment of approximately $5m. 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 Misc. 2% Rentals 3% Spring Training 43% Contractual Svcs. 38% Personnel 53% GF Transfer 52% Commodities 9% FY 11 Revenues $3,660,376 FY 11 Expenditures $3,660,376 54 Mayor & 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 innovations.  MAYOR & COUNCIL FY 11 OPERATING BUDGET $469,151 55 Mayor and Council – Council Support DESCRIPTION OF SERVICES 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. FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual Personnel Services Contractual Services Commodities TOTAL FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget $312,625 $112,534 $218,349 $218,349 $416,462 $95,434 $59,563 $68,051 $68,051 $49,039 $3,985 $5,244 $3,650 $3,650 $3,650 $412,044 $177,341 $290,050 $290,050 $469,151 ST 1 GOAL AND OBJECTIVE GOAL: Engage school district involvement. OBJECTIVE: Maintain education partnership by facilitating dialogue between partners, and supporting programs that strengthen academic success and shared resources. PERFORMANCE INDICATORS Description Number of schools participating in partnership-related projects FY 09 FY 10 Target Actual Target Estimate FY 11 Target - - - - 3 56 ND 2 GOAL AND OBJECTIVE GOAL: Promote civic engagement. OBJECTIVE: Measure citizen involvement and satisfaction with services provided by the City and the office of Mayor and Council. PERFORMANCE INDICATORS Target FY 09 Actual Target Estimate FY 11 Target One business day response rate for all citizen issues addressed to Mayor and Council - - - - 100% Number of citizen committees/groups initiated by Council - - - - 2 Description RD 3 FY 10 GOAL AND OBJECTIVE GOAL: Engage community leader involvement. OBJECTIVE: Coordinate opportunities for collaboration, networking and information sharing. PERFORMANCE INDICATORS Description FY 09 FY 10 FY 11 Target Actual Target Estimate Target Number of groups participating on Faith Community Roundtable - - - - 15 Number of Faith Community Roundtables annually - - 3 3 10 57 AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Assistant to the Council - - - 1 Assistant to the Mayor - - - 1 Executive Assistant - - - 1 TOTAL - - - 3 58 CITY CLERK’S OFFICE Mission Statement The mission of the Goodyear City Clerk's Office is to provide our community with multiple support services and awareness of the democratic government process.  FY 10 ACCOMPLISHMENTS Administrative • Administrative Assistant passed the Secretary of State Election Certification exam. City Clerk, Deputy City Clerk and Administrative Assistant are Certified Election Officials. • Deputy City Clerk was awarded the Certified Municipal Clerk designation after participating in a three year certification program requiring education credits and personal and professional development points. • 100% legal compliance with all Council Agenda follow-up (completion of minutes, legal advertising, recordation, proper execution of all contracts and agreements, retention date noted, documents scanned and filed. Records Retention • Cost Savings. An audit of off-site storage, resulting in cost savings, by identifying 350+ boxes two or more years overdue to be destroyed, as well as 161 boxes that had no retention date set, which would have resulted in that department paying storage fees indefinitely. • Completed COOP/COG plan for Office of City Clerk per EOC requirements.  CITY CLERK’S OFFICE FY 11 OPERATING BUDGET $702,490 59 City Clerk’s Office DESCRIPTION OF SERVICES City Clerk – Administrative Services The Office of the City Clerk has a number of roles in the Administration of the City of Goodyear, and provides an important link between the City, its citizens, and other internal and external government bodies. The Office of the City Clerk is the oldest among public servants, and by statute, is responsible for the preparation and preservation of minutes, bylaws, and other records of City business. The City Clerk is responsible for the proper handling of local government elections for the positions of Mayor and Council, as well as for referendums, initiatives, and recalls. Over the years, the role of the Office of the City Clerk has expanded to include the additional responsibility of ensuring that all City proceedings are conducted in accordance with increasingly complex federal and state government legislation. The Office prepares, assembles, and distributes all Council Agendas, fulfills posting requirements, and records City Council actions by preparing notifications and advertisements in compliance with statutory regulations. Additional services provided by the City Clerk’s office are management of all ordinances and resolutions, administering oaths of office, as well as the processing of liquor licenses, public records requests, special event permits, possible quorum posting, open meeting law training, and providing notary services. City Clerk – Records The purpose of the City of Goodyear’s Records Management program is to manage City records so they are accessible and maintained efficiently and cost-effectively, resulting in the City retaining records it is required to keep, identifying and preserving records with permanent value, and disposing of those with no further value in a secure and timely manner. These practices will ensure legal compliance with State and Federal regulations and mandates. FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual FY 09 Actual FY 10 Budget Personnel Services $521,296 $447,347 $464,817 $463,817 $465,189 Contractual Services $101,022 $190,574 $134,793 $61,638 $225,701 $19,179 $11,061 $12,400 $7,500 $11,600 $641,497 $648,982 $612,010 $532,955 $702,490 Commodities TOTAL FY 10 Estimates FY 11 Budget City Clerk – Administrative Services ST 1 GOAL AND OBJECTIVE GOAL: Conduct a fair and impartial primary and general 2011 election. OBJECTIVE: To provide election services to voters, petitioners, City departments, and candidates so they can participate in the election process, from voter registration to canvas of the election and to increase voter participation. 60 PERFORMANCE INDICATORS FY 09 Description Percent of registered voters who vote Process required paperwork by deadline Percentage of Campaign Finance Reports received and uploaded to website by deadline FY 10 Target Estimate FY 11 Target Target Actual 50% 28.21% No Election No Election 50% 100% 100% No Election No Election 100% 100% 100% No Election No Election 100% ND 2 GOAL AND OBJECTIVE GOAL: To administer efficient support to Mayor and Council, Boards, Commissions, and Committees. OBJECTIVE: Provide timely and accurate information and support to City Council, Boards and Commissions, and Committees so they have the resources needed to make decisions and comply with all Arizona Open Meeting Laws. PERFORMANCE INDICATORS FY 09 Description FY 10 Estimate FY 11 Target Target Actual Target Percent of time Agenda is posted to website within 24 hours of meeting 100% 100% 100% 100% 100% Percent of time Minutes are available and approved as submitted 100% 98% 100% 100% 100% not started not started 100% 100% 100% Compliance with AZ Open Meeting Laws RD 3 GOAL AND OBJECTIVE GOAL: Streamline the Special Event Application Process. OBJECTIVE: Develop and implement a Special Event packet including all information and requirements for all city departments. 61 PERFORMANCE INDICATORS FY 09 Target Actual Target Estimate FY 11 Target 3 weeks 21 days 3 weeks 19 days 3 weeks Applicant safisfaction survey returned at level Good and above - - 100% 96% 100% Number of applications processed 50 anticipated 71 71 anticipated 72 75 anticipated Description Turn-around time to process applcation within 21 days FY 10 City Clerk – Records ST 1 GOAL AND OBJECTIVE GOAL: Records Management of the Office of the City Clerk records. OBJECTIVE: Ensure preservation of Office of the City Clerk permanent records as required by State Statute; continue annual maintenance of audited permanent records; continue to audit permanent records from conception to current date for proper preservation; set retention to temporary records and create process for annual review of disposition of records scheduled for destruction; Complete preliminary audit of City Clerk records. PERFORMANCE INDICATORS Description Number of pages microfilmed Cubic Feet of records destroyed per AZ State Retention Schedule Completed summary reports of disposition for every record filed FY 09 Target Actual Target Estimate FY 11 Target 6,000 7,961 6,800 7,000 7,500 35cf 46.8cf 40cf 46cf 50cf Program not developed Program not developed 50% 50% 100% ND 2 FY 10 GOAL AND OBJECTIVE GOAL: Records Management of Citywide records. OBJECTIVE: To provide comprehensive records management consulting and training service to RCOs in other City departments so their records are accessible using appropriate technology; managed legally, economically and effectively; preserved for historical value and disposed of properly according to State Statute. 62 PERFORMANCE INDICATORS FY 09 Description Number of consulting requests received from other depts Target Actual FY 10 Target Estimate Did not track Did not track Did not track Did not track - - Did not track Did not track 50% 59% 55% 59% 1-3 of 10-step deliverables completed % of other departments attending training RD 3 FY 11 Target 50 anticipate d 100% 85% GOAL AND OBJECTIVE GOAL: To provide public records, requested both internally and externally according to State Statute. OBJECTIVE: To provide transparency of City records through timely completion of records requests by the public and city staff, and to provide a higher level of customer service through the innovation of technology by being able to supply more records requests on electronic media (CD, DVD, Email) for ease of accessibility and convenience. PERFORMANCE INDICATORS Description Number of requests processed by Records Div. within 16 business hrs Percentage of ratings at good or above in customer satisfaction questionnaires Percentage of requests provided on electronic media FY 09 FY 10 Target Estimate FY 11 Target Target Actual 400 546 425 410 450 - - 80% 100% 100% 50% 68% 60% 75% 65% AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Administrative Assistant 1 1 1 1 City Clerk 1 1 1 1 Deputy City Clerk 1 1 1 1 Mail and Copy Clerk 1 0 0 0 Records Administrator 0 1 1 1 63 AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Records Analyst I 1 0 0 0 Records Analyst II 1 1 1 1 Senior Mail and Copy Clerk 1 0 0 0 Staff Assistant 1 1 1 1 TOTAL 8 6 6 6 64 CITY MANAGER’S OFFICE 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 the City's five strategic goals.  FY 10 ACCOMPLISHMENTS • Implementation of Council direction to establish a Citizen Budget Committee and incorporate elements into recommended FY 11 budget. • Implementation of User Fee study recommendations for FY 11 increased revenue. • Mid-year expenditure reductions through close ongoing monitoring of revenues and making timely adjustments.  CITY MANAGER’S OFFICE FY 11 OPERATING BUDGET $1,683,244 BY DIVISION Administrative Support Deputy City Manager $989,530 $693,714 65 City Manager's Office - Administrative 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 in accordance with City Council policy direction. The City Manager's Office provides staff support to the City Council; provides oversight and direction to all city departments, and provides support in the areas of grant administration, intergovernmental relations, special project implementation, and strategic planning. FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget Personnel Services $869,083 $688,445 $721,376 $721,376 $722,048 Contractual Services $511,869 $317,817 $257,832 $257,832 $230,282 $20,193 $18,655 $9,000 $9,000 $37,200 $1,401,145 $1,024,917 $988,208 $ 988,208 $989,530 Commodities TOTAL ST 1 GOAL AND OBJECTIVE GOAL: Provide the City Council with timely and complete information and recommendations, enabling them to set policy and guide the City effectively. OBJECTIVE: 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 Description Conduct minimum of 3 work sessions with City Council to obtain input on budget recommendations in preparation for final budget approval in June of each year FY 09 Target Actual Target 3 3 3 66 FY 10 Estimate 6 FY 11 Target 3 ND 2 GOAL AND OBJECTIVE GOAL: Provide timely resolution to citizen inquiries. OBJECTIVE: Review internal process related to managing citizen inquiries to ensure that it is effective. PERFORMANCE INDICATORS FY 09 Description Target Actual Target Estimate FY 11 Target - - 100% 100% 100% - - - - 4 Acknowledge 100% of citizen inquiries and requests for information within 24-hours of receipt Conduct quarterly meetings with department stakeholders to review average number of days open by case type and identify ways to improve process/compliance time RD 3 FY 10 GOAL AND OBJECTIVE GOAL: The City Manager's Office will develop strategies to increase the City's revenue streams. OBJECTIVE: Identify and support potential new revenue opportunities. PERFORMANCE INDICATORS Description Apply for and receive $2 million +/in new grants Twice per year engage senior management in discussion of identifying alternative service delivery methods Target FY 09 Actual Target FY 10 Estimate FY 11 Target $2 mil $1.6 mil $2.5 mil $2.9 mil $2 mil 2 2 2 2 2 67 AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 City Manager 1 1 1 1 Assistant to the City Manager - - - 1 Executive Assistant Supervisor - - - 1 Intergovernmental Program Manager 1 1 1 1 Intergovernmental & Grants Program Coordinator (Prev. Grants Specialist) 1 1 1 1 Community Advocate - - 1 1 Staff Assistant 1 - 1 1 Management Assistant 3 2 1 - Executive Management Assistant 3 2 1 - Executive Assistant 1 3 1 - TOTAL 11 10 8 7 City Manager's Office – Council Support FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual Personnel Services - Contractual Services Commodities FY 09 Actual $238,812 $795 $795 $260,081 FY 10 Estimates $260,081 *FY 11 Budget - $7,566 - - - $62 - - - - TOTAL FY 10 Budget $246,440 $260,081 $260,081 - *Division has been moved to the Mayor & Council Office. AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Assistant to the Council - 1 1 - Assistant to the Mayor - 1 1 - Executive Assistant 1 1 1 - TOTAL 1 3 3 - 68 City Manager's Office - Deputy City Manager DESCRIPTION OF SERVICES There are two Deputy City Managers who each oversee the work of several departments, inform the City Manager regarding program needs, budgetary recommendations, and administer the preparation and presentation of programs for approval by the City Manager and City Council. One Deputy City Manager 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 SUMMARY OF EXPENDITURES FY 08 Actual Personnel Services Contractual Services Commodities TOTAL FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget $520,617 $808,337 $768,286 $768,286 $674,258 $78,150 $24,483 $19,604 $19,604 $13,306 $9,258 $16,460 $10,850 $10,850 $6,150 $608,025 $849,280 $798,740 $798,740 $693,714 ST 1 GOAL AND OBJECTIVE GOAL: Evaluate the organizational structure to ensure the most effective delivery of services. OBJECTIVE: Review department effectiveness and efficiency with Directors to ensure a more effective department organizational structure is in place, develop strategy for any modifications necessary. PERFORMANCE INDICATORS Description Number of Departmental reviews conducted Work with Departments on percentage of Management Assessment (Matrix) recommendations implemented FY 09 FY 10 Target Estimate FY 11 Target Target Actual 2 2 1 3 1 - - 65% 70% 75% 69 ND 2 GOAL AND OBJECTIVE GOAL: Ensure implementation and ongoing monitoring of departmental performance measures, including accountability actions. OBJECTIVE: Conduct a progress review of all departmental performance measures included in the annual budget book. PERFORMANCE INDICATORS FY 09 Description Target Actual - - Quarterly review of departmental performance measures RD 3 FY 10 Target Estimate - - FY 11 Target 4 GOAL AND OBJECTIVE GOAL: As special projects are assigned to the City Manager’s Office, cultivate agreements and business points that provide the City with the best possible return on investment. OBJECTIVE: For each agreement contemplated, conduct a due diligence analysis to include return on investment, economic impact, and financial surety for commitments. PERFORMANCE INDICATORS Description Conduct regular meetings with City Manager to provide status of special projects, related business points and recommended resolution FY 09 Target Actual 30 40 70 FY 10 Target Estimate 30 40 FY 11 Target 30 AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Deputy City Manager 2 2 1 1 Interim Deputy City Manager - - 1 1 Executive Management Assistant - 2 2 2 Executive Assistant 1 1 1 1 Capital Improvement Program Administrator - 1 1 - TOTAL 3 6 6 5 City Manager - Public Information Office FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget* Personnel Services $375,239 $415,355 $408,060 $408,059 - Contractual Services $268,254 $235,692 $136,322 $119,548 - $60,499 $15,269 $33,840 $34,464 - $703,992 $666,316 $578,222 $562,071 - Commodities TOTAL *Division relocated to Economic Development 71 LEGAL SERVICES Mission Statement To be the finest public law office in the course of providing professional and ethical legal representation to the City of Goodyear, and advocating for victim rights and crime prevention while administering justice on behalf of the public, all in furtherance of facilitating Goodyear’s vision, assisting the City in enhancing the quality of life within Goodyear and building trust in the integrity of city government.  FY 10 ACCOMPLISHMENTS • Implementation of department wide case management database to provide tracking of cases and issues, along with giving the department the ability to provide enhanced statistical information when necessary. • Researched and updated all city contract templates to ensure the city remains in compliance with all local, state, and federal law, including the newly enacted American Recovery and Reinvestment Act mandates. • Created and implemented policies and procedures that enable the City to recover costs as they relate to the actual prosecution costs incurred by the Department in DUI collision cases, city code violations, private attorney discovery activities, warrants, and diversion agreements.  LEGAL SERVICES FY 11 OPERATING BUDGET $1,081,829 BY DIVISION City Attorney Civil Division City Prosecutor Criminal Division $667,380 $414,449 72 City Attorney-Legal Services - Civil DESCRIPTION OF SERVICES The City Attorney's Office provides professional, timely and cost-effective legal services to the Mayor, City Manager, City Council, City Departments, Boards and Commissions, as well as 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 involving official city business, 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 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 SUMMARY OF EXPENDITURES FY 08 Actual FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget Personnel Services $522,807 $518,899 $522,180 $525,381 $524,090 Contractual Services $122,334 $155,486 $538,320 $352,772 $137,240 $8,918 $9,064 $6,050 $7,600 $6,050 $654,059 $683,449 $1,066,550 $885,753 $667,380 Commodities TOTAL ST 1 GOAL AND OBJECTIVE GOAL: Communicate effectively as a Division and Department. OBJECTIVE: 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. PERFORMANCE INDICATORS Description Informal internal survey of employee satisfaction FY 09 Target Actual Target 100% 50% 100% 73 FY 10 Estimate 80% FY 11 Target 100% ND 2 GOAL AND OBJECTIVE GOAL: Provide timely customer service. OBJECTIVE: 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 statues. PERFORMANCE INDICATORS FY 09 Description External department survey of customer service Target Actual 100% - RD 3 FY 10 Target Estimate FY 11 Target 100% 100% 80% GOAL AND OBJECTIVE GOAL: Support personal and professional development. OBJECTIVE: 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. PERFORMANCE INDICATORS Description FY 09 FY 10 Estimate FY 11 Target Target Actual Target Attorney's obtain CLEs for licensing 100% 100% 100% 100% 100% All staff attend mandatory city training 100% 100% 100% 75% 100% AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 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 74 City Attorney-Legal Services - Criminal DESCRIPTION OF SERVICES The City Prosecutor’s Office represents the City in the prosecution of criminal misdemeanors that occur in the City of Goodyear in violation of Arizona statutes and the Goodyear City Code along with civil traffic cases filed in the Goodyear Municipal Court with the goal of administering justice in an equitable manner while advocating for victim rights and crime prevention. Additionally, 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 SUMMARY OF EXPENDITURES FY 08 Actual Personnel Services FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget $419,553 $484,731 $479,641 $478,441 $389,619 Contractual Services $16,839 $11,042 $20,050 $13,795 $17,080 Commodities $13,714 $11,726 $7,750 $8,270 $7,750 $450,106 $507,499 $507,441 $500,506 $414,449 TOTAL ST 1 GOAL AND OBJECTIVE GOAL: Communicate Effectively as a Division and Department. OBJECTIVE: 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. PERFORMANCE INDICATORS Description Internal informal survey of staff satisfaction FY 09 Target Actual 100% 40% 75 FY 10 Target Estimate FY 11 Target 100% 100% 60% ND 2 GOAL AND OBJECTIVE GOAL: Provide Timely Customer Service. OBJECTIVE: 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. PERFORMANCE INDICATORS FY 09 Description External department survey of customer service Target Actual 100% - RD 3 FY 10 Target Estimate FY 11 Target 100% 100% 95% GOAL AND OBJECTIVE GOAL: Support Personal and Professional Development. OBJECTIVE: 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. PERFORMANCE INDICATORS Target Actual FY 10 Target Estimate Attorney's obtain CLEs for licensing 100% 100% 100% 100% 100% All staff attend mandatory city training 100% 80% 100% 100% 100% Description FY 09 FY 11 Target AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 City Prosecutor 1 1 1 1 Assistant City Prosecutor 2 2 2 1 Legal Assistant 1 1 1 1 Staff Assistant 1 1 1 1 TOTAL 5 5 5 4 76 FINANCE 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 and capital improvement plan, oversees the procurement process, performs contract administration, 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 business registration licenses and fees and administers the front desk operation of City Hall.  FY 10 ACCOMPLISHMENTS • Received a number of distinguished financial awards, including the Government Finance Officers Association (GFOA) Comprehensive Annual Financial Report (CAFR) Award for the fiscal year ending June 30, 2008, the GFOA Distinguished Budget Presentation Award for the fiscal year beginning July 1, 2008, and recognized by the Universal Public Purchasing Certification Council for being a fully certified agency. • Conducted quarterly budget reviews with all City departments, ensuring that revenues and expenditures are being closely monitored. • Successfully launched the Electronic Funds Transfer (EFT) system, allowing the City’s vendors to process their invoices electronically, via the internet.  77 FINANCE FY 11 OPERATING BUDGET $2,676,255 BY DIVISION General Accounting CFD Administration $1,012,168 $185,284 Budget & Research Office Customer Service $540,729 $572,194 Procurement Office Mail Services $272,983 $92,897 78 Finance - General Accounting DESCRIPTION OF SERVICES The Administration and General Accounting Division of the Finance Department is responsible for providing 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 SUMMARY OF EXPENDITURES FY 08 Actual FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget Personnel Services $810,892 $712,582 $729,800 $700,111 $825,468 Contractual Services $166,346 $126,458 $118,750 $129,335 $125,700 $67,590 $30,190 $87,500 $26,000 $61,000 $1,044,828 $869,230 $936,050 $855,446 $1,012,168 Commodities TOTAL ST 1 GOAL AND OBJECTIVE GOAL: To prepare and provide accurate and timely financial data. OBJECTIVE: Internal controls and financial information available to City management and departments to manage their business and meet their financial reporting needs. PERFORMANCE INDICATORS Description Close the general ledger within 5 days of months end Present an audited annual financial statement to City Council as required by City Charter Receive Comprehensive Annual Financial Report (CAFR) award FY 09 FY 10 Estimate FY 11 Target Target Actual Target 92% 92% 92% 100% 100% December 31 December 31 December 31 December 31 December 31 Receive Award Receive Award Receive Award Receive Award Receive Award 79 ND 2 GOAL AND OBJECTIVE GOAL: To provide outstanding customer service. OBJECTIVE: Process accounts payable activities in a timely fashion. PERFORMANCE INDICATORS FY 09 Description FY 10 Target Estimate FY 11 Target Target Actual Process payments according to terms set by vendors 100% 95% 100% 96% 100% Maximize discount opportuinties through vendor payment options 100% 90% 100% 95% 100% Increase electronic processing of payments - - 30% 25% 75% RD 3 GOAL AND OBJECTIVE GOAL: To provide outstanding customer service to employees. OBJECTIVE: Provide timely payroll for city employees Provide timely accounts payable services for internal customers PERFORMANCE INDICATORS Description Process 26 payrolls annually on time Reduce # of errors for time entry and accounts payable by providing monthly H.T.E. training for employees Average number of calendar days for A/P to review, approve, and pay invoices for departments FY 09 FY 10 Estimate FY 11 Target Target Actual Target 100% 100% 100% 100% 100% Monthly 2 per Month Monthly 2 per Month Monthly 5 5 5 5 5 80 AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Finance Director 1 1 1 1 Controller 1 1 1 1 Management Assistant - 1 1 1 Administrative Assistant 1 1 1 1 Account Clerk 2 1 1 1 Account Specialist - 1 1 1 Sales Tax Auditor - - - 1 Senior Accountant 1 1 1 1 Senior Account Clerk - 2 2 2 Accountant 1 - - - Account Clerk II 1 - - - TOTAL 8 9 9 10 Finance - CFD Administration DESCRIPTION OF SERVICES Community Facilities Districts (CFDs) are 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. Staff from the Community Facilities Districts Division provides various administration services. provide accounting services for each District. Each CFD is charged for these services. They also FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual Personnel Services Contractual Services Commodities TOTAL FY 09 Actual $171,804 FY 10 Budget $174,912 FY 10 Estimates FY 11 Budget $181,869 $181,819 $182,847 $905 - $6,740 $1,373 $2,330 $3 - $1,856 $150 $107 $190,465 $183,342 $185,284 $172,712 $174,912 81 ST 1 GOAL AND OBJECTIVE GOAL: Provide monthly revenue, expenditure, and balance sheet reports to the District Treasurer/Finance Director. OBJECTIVE: Revenue, expenditure, and balance sheet reports will be provided within 2 days after the month-end general ledger closing. PERFORMANCE INDICATORS FY 09 Description Balance sheet reports provided on time Target Actual FY 10 Target Estimate 100% 100% 100% ND 2 100% FY 11 Target 100% GOAL AND OBJECTIVE GOAL: Ensure special assessment billings, due date notice publications, and collections are accomplished in accordance with applicable state statutes. OBJECTIVE: Notices, billings, and delinquencies are processed within their respective timelines. PERFORMANCE INDICATORS Description FY 09 FY 10 Target Estimate FY 11 Target Target Actual Percentage of accounts delinquent at due date (December 1 and June 1) 40% 39.6% 35% 31.6% 30% Percentage of accounts delinquent after due date and by December 20th and June 20th 20% 18.9% 15% 14.2% 10% 82 RD 3 GOAL AND OBJECTIVE GOAL: Prepare and submit the annual budgets for each of the ten CFDs. OBJECTIVE: District Board adopts budgets for each CFD as required by the Arizona Revised Statutes. PERFORMANCE INDICATORS FY 09 Description Adopt annual Budget by June 30th FY 10 FY11 Target Actual Target Estimate Target Yes Yes Yes Yes Yes AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 CFD Administrator 1 1 1 1 CFD Specialist 1 1 1 1 TOTAL 2 2 2 2 Finance - Budget & Research Office 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 SUMMARY OF EXPENDITURES FY 08 Actual Personnel Services FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget $753,921 $582,497 $534,555 $630,904 $553,253 Contractual Services $76,402 $72,616 $15,640 $11,716 $11,941 Commodities $11,984 $4,461 $7,750 $5,150 $7,000 $842,307 $659,574 $557,945 $647,770 $572,194 TOTAL 83 ST 1 GOAL AND OBJECTIVE GOAL: Produce, prepare and submit the annual budget document in accordance with state statutes and GFOA standards. OBJECTIVE: Receive the Certificate of Excellence Distinguished Budget Presentation from GFOA (budget award). PERFORMANCE INDICATORS FY 09 Description FY 10 Target Estimate FY 11 Target Target Actual Prepare annual budget for adoption by the City Council by June 30 Yes Yes Yes Yes Yes Submit budget document to GFOA by September 30 Yes No Yes No Yes Receive GFOA Budget award Yes Yes Yes Yes Yes ND 2 GOAL AND OBJECTIVE GOAL: Continually monitor ongoing financial activites of City departments throughout the fiscal year. OBJECTIVE: Ensure departments do not exceed budgeted appropriations by the end of the fiscal year. PERFORMANCE INDICATORS Target Actual FY 10 Target Estimate Monitor budget expenditures and meet with departments quarterly 100% 100% 100% 100% 100% Projected revenue estimates are within 5% of the actual revenues 5% 16% 5% 14% 5% 100% 88% 100% 88% 100% - - 34 30 30 Description Prepare and distribute financial reports by the 4th week of the following month Ensure compliance with the City’s Financial Policies - # met FY 09 84 FY 11 Target RD 3 GOAL AND OBJECTIVE GOAL: Manage the development of the City's Capital Improvement Program (CIP), provide management reports and facilitate the execution of projects according to plan. Forecast all financial aspects of CIP as it pertains to various debt models. OBJECTIVE: Efficiently plan all capital projects according to funding constraints and support timely delivery of projects through effective planning and decision support. PERFORMANCE INDICATORS Description Facilitate adoption of 5 year fully funded CIP with final annual adoption by June 30 Prepare and distribute monthly report by 4th week of the following month FY 09 FY 10 Target Estimate FY 11 Target Target Actual Yes Yes Yes Yes Yes 100% 100% 100% 100% 100% AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Budget & Research Manager 1 1 1 1 Budget & Fiscal Planning Analyst 1 1 1 1 Budget Analyst - 1 - - Business Registration Coordinator 1 1 1 1 Capital Improvement Program Administrator - - - 1 Contract Analyst - 1 1 1 Management Analyst 2 2 - - Sales Tax Auditor 1 1 1 - Staff Assistant 1 1 1 1 TOTAL 7 9 6 6 85 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 by servicing their accounts and processing all utility payments. The Customer Service Division is also responsible for the front desk operations for City Hall. FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual Personnel Services FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget $382,380 $411,620 $488,325 $498,019 $499,979 Contractual Services $24,379 $20,944 $37,700 $28,278 $34,250 Commodities $21,237 $7,402 $6,500 $4,600 $6,500 $427,996 $439,966 $532,525 $530,897 $540,729 TOTAL ST 1 GOAL AND OBJECTIVE GOAL: Provide professional, efficient, and responsive service to all customers. OBJECTIVE: Provide prompt customer service by answering customer questions and concerns by phone, in person, and in writing. PERFORMANCE INDICATORS Description Respond to customer inquiries within 2 business days FY 09 Target Actual FY 10 Target Estimate 100% 100% 100% 86 100% FY 11 Target 100% ND 2 GOAL AND OBJECTIVE GOAL: To reduce utility billing costs. OBJECTIVE: To encourage the use of online bill pay. PERFORMANCE INDICATORS Description How many people use online bill pay FY 09 Target Actual - - FY 10 Target Estimate - - FY11 Target 10% of total accounts AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Customer Service Supervisor 1 1 1 1 Customer Service Representative 4 4 3 4 Customer Service Advocate - - 2 1 Utility Billing Specialist - - 1 1 Accountant Utility Billing Specialist - 1 - - Senior Account Clerk 1 1 1 1 TOTAL 6 7 8 8 Finance - Procurement Office 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. 87 FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual Personnel Services FY 09 Actual $981 FY 10 Budget FY 10 Estimates FY 11 Budget $250,334 $262,678 $243,761 $262,423 Contractual Services - $30,890 $13,815 $3,380 $8,140 Commodities - $7,804 $2,420 $1,457 $2,420 $289,028 $278,913 $248,598 $272,983 TOTAL $981 ST 1 GOAL: GOAL AND OBJECTIVE To provide outstanding customer service both internally and externally. OBJECTIVE: Process requisitions timely. Process formal and informal solicitations timely. PERFORMANCE INDICATORS Description FY 09 FY 10 Estimate FY 11 Target Target Actual Target Process within 1 business day of receiving the “Ready For Buyer” requisitions over $5,000 - - - - 90% Perform 5 % of formal solicitations, and vendor responses on line utilizing ePro - - - - 5% Perform 10% of informal solicitations, and vendor responses on line utilizing ePro - - - - 10% 88 ND 2 GOAL AND OBJECTIVE GOAL: Maintain a 100% fully certified purchasing department. OBJECTIVE: Receive the NIGP Sterling Award of Excellence in Achievement. PERFORMANCE INDICATORS FY 09 Description Apply for and receive NIGP Sterling Award Target Actual Target Yes Yes Yes RD 3 FY 10 Estimate Yes FY 11 Target Yes GOAL AND OBJECTIVE GOAL: Provide guidance and advice to departments, vendors, and other entities regarding procurement practices and policies. OBJECTIVE: Develop and distribute an Office of Procurement Satisfaction Survey geared toward a specific solicitation. PERFORMANCE INDICATORS Description FY 09 FY 10 Target Estimate FY 11 Target Target Actual Response rate on formal solicitation survey - - - - 100% Response on informal solicitation survey - - - - 30% AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Procurement Manager 1 1 1 1 Procurement Specialist 2 2 2 2 TOTAL 3 3 3 3 89 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 SUMMARY OF EXPENDITURES FY 08 Actual FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget Personnel Services - $85,992 $50,441 $50,365 $50,189 Contractual Services - $29,046 $38,408 $25,843 $38,408 Commodities - $3,032 $4,300 $750 $4,300 TOTAL - $118,070 $93,149 $76,958 $92,897 ST 1 GOAL AND OBJECTIVE GOAL: Provide centralized and decentralized print, copy, bindery, and mail services to support City departments. OBJECTIVE: Provide effective and timely copy center and mail processing services PERFORMANCE INDICATORS Description % of copy requests processed on the same day as requested FY 09 FY 10 FY 11 Target Actual Target Estimate Target 90% 92% 95% 97% 95% AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Mail Copy Clerk - 1 1 1 Senior Mail Copy Clerk - 1 - - TOTAL - 2 1 1 90 INFORMATION TECHNOLOGY Mission Statement To provide reliable technology to meet the business needs of the City supported by quality customer service, now and into the future.  FY 10 ACCOMPLISHMENTS • Implemented new E‐mail system, migrated users from Lotus Notes to new platform. Product name is Microsoft Outlook. • Established new enhanced service; application development. Examples include departmental calendars\websites developed using Sharepoint Services, custom written application integration, Alarms Mgmt & Towing database, budget database, and Fire Department asset management. • Implemented new data backup solution which includes a two‐tiered strategy thereby establishing the foundation for disaster preparedness. Product name is Simpana by Commvault.  INFORMATION TECHNOLOGY FY 11 OPERATING BUDGET $2,416,508 BY DIVISION Administration Technical Support & Services $1,069,526 $936,499 Application Development & Support $410,483 91 Information Technology - Administration DESCRIPTION OF SERVICES The Administrative Division provides oversight for the entire department. The functional areas within this division include security administration and project management. The Administrative Division establishes the strategic direction for secure and sustainable enterprise technology through planning and project management; it is responsible for the City’s entire technology portfolio. FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 FY 09 FY 10 FY 10 Actual Actual Budget Estimates Personnel Services $366,402 $432,972 $463,119 $463,119 $465,423 $38,872 $435,039 $724,861 $619,574 $597,353 $7,606 $4,713 $6,750 $3,650 $6,750 $412,880 $872,724 $1,194,730 $1,086,343 $1,069,526 Contractual Services Commodities TOTAL FY 11 Budget ST 1 GOAL AND OBJECTIVE GOAL: Improve organizational communication. OBJECTIVE: Improve frequency and quality of advance communications as it pertains to technology improvements and outages. PERFORMANCE INDICATORS Description FY 09 FY 10 Target Estimate FY 11 Target Target Actual Percentage of advance notification for all technology improvements and outages 100% 90% 100% 90% 100% Percentage of planned outages completed within prescribed maintenance window(s) 100% 100% 100% 100% 100% 92 ND 2 GOAL AND OBJECTIVE GOAL: Improve network security. OBJECTIVE: Reduce number of workstation vulnerabilities. PERFORMANCE INDICATORS FY 09 Target Actual FY 10 Target Estimate Percentage of workstation security pattern updates annually 100% 100% 100% 100% 100% Percentage of vulnerabilities detected and resolved annually 100% 100% 100% 100% 100% Description RD 3 FY 11 Target GOAL AND OBJECTIVE GOAL: Ensure/sustain compliance OBJECTIVE: Meet or exceed security criteria established by business partners, financial institutions, and/or authoritative governing agencies. PERFORMANCE INDICATORS FY 09 Description Percentage of server, system, and device configurations that meet Arizona DPS, FBI/CJIST, and PCI security compliance standards Target Actual FY 10 Target Estimate 100% 100% 100% TH 4 100% FY 11 Target 100% GOAL AND OBJECTIVE GOAL: Ensure hardware and software sustainability through a periodic technology refresh program. OBJECTIVE: Create, maintain and audit cyclical technology replacement schedule(s). PERFORMANCE INDICATORS Description Percentage of technology replacements completed annually FY 09 Target Actual Target 25% 25% 20% 93 FY 10 Estimate 25% FY 11 Target 20% AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Director of Information and Technology Services 1 1 1 1 Senior ITS Project Manager 1 1 1 - ITS Security Administrator - 1 1 1 Administrative Assistant - 1 1 1 TOTAL 2 4 4 3 Information Technology - Technical Support & Services DESCRIPTION OF SERVICES The Technical Services Division is responsible for design, administration, management, and support for the City’s entire computing infrastructure. This includes telephony, data communications: core networking, Internet connectivity, E-mail, data management (backup and recovery), servers, and workstations, printers, and mobile computing. FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 FY 09 FY 10 FY 10 Actual Actual Budget Estimates FY 11 Budget Personnel Services $432,806 $481,345 $526,181 $526,183 $493,360 Contractual Services $337,727 $366,022 $428,151 $364,974 $426,800 $12,489 $71,057 $7,000 $7,000 $16,339 $783,022 $918,424 $961,332 $898,157 $936,499 Commodities TOTAL ST 1 GOAL AND OBJECTIVE GOAL: Improve data center operational availability. OBJECTIVE: Provide a secured environmentally stable facility with reliable power to support all technology systems. PERFORMANCE INDICATORS Description Percentage of automated preemptive notification of environmental failures Percentage of data center up time FY 09 FY 10 Estimate FY 11 Target Target Actual Target 80% 25% 80% 50% 65% 99.9% 80% 99.9% 90% 99.9% 94 ND 2 GOAL AND OBJECTIVE GOAL: Improve responsiveness. OBJECTIVE: Increase percentage of help desk calls resolved in accordance with service level agreement(s). PERFORMANCE INDICATORS FY 09 Description FY 10 Target Estimate FY 11 Target Target Actual Percentage of calls resolved at first contact (direct call to help desk) 80% 45% 80% 65% 80% Percentage of help desk calls closed within one business day. Industry standard measures are 65% 65% 50% 65% 65% 65% RD 3 GOAL AND OBJECTIVE GOAL: Improve network and system availability and sustainability. OBJECTIVE: Coordinate and track change control activities for planned down time. PERFORMANCE INDICATORS Description FY 09 FY 10 Estimate FY 11 Target Target Actual Target Percentage of uptime/availability of primary systems; hardware and base operating system functionality 99.9% 70% 99.9% 80% 99.9% Percentage of data backups completed and verified daily 100% 70% 100% 80% 100% AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Technical Services Manager 1 1 1 1 Senior Systems Administrator - - - 1 System Administrator 1 1 1 2 IT Technician I 4 4 4 2 Lead IT Specialist 1 1 1 - TOTAL 7 7 7 6 95 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 SUMMARY OF EXPENDITURES FY 08 FY 09 FY 10 FY 10 Actual Actual Budget Estimates FY 11 Budget Personnel Services $473,083 $414,792 $392,415 $392,075 $392,783 Contractual Services $107,037 $8,893 $15,680 $10,953 $15,200 Commodities TOTAL - $9,377 $589,497 $423,685 ST 1 - $2,500 $410,595 $2,500 $403,028 $410,483 GOAL AND OBJECTIVE GOAL: Improve usability. OBJECTIVE: Perform thorough needs analysis and develop comprehensive requirements definition during the planning stage of each application development project. PERFORMANCE INDICATORS FY 09 Description Reduce number of change requests due to incomplete product scope Target Actual Target 10% 10% 10% ND 2 FY 10 Estimate 10% FY 11 Target 10% GOAL AND OBJECTIVE GOAL: Improve application implementation and integration procedures. OBJECTIVE: Adhere to adopted project management methodology. PERFORMANCE INDICATORS Description Percentage of projects managed according to the adopted project management methodology FY 09 Target Actual 10% 10% 96 FY 10 Target Estimate 10% 10% FY 11 Target 10% RD 3 GOAL AND OBJECTIVE GOAL: Provide project management oversight for all technology projects. OBJECTIVE: Execute projects according to established schedule, budget, and scope. PERFORMANCE INDICATORS Description FY 09 FY 10 Estimate FY 11 Target Target Actual Target Percentage of projects completed on time and within established budget 100% 100% 100% 100% 100% Percentage of projects completed as defined within scope of work 100% 100% 100% 100% 100% AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 ITS Application Developer - - 1 2 Application & Business Manager 1 1 - 1 Application & Business Analyst 4 4 3 2 TOTAL 5 5 4 5 97 HUMAN RESOURCES 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.  FY 10 ACCOMPLISHMENTS • Implemented Laserfiche to convert all personnel files to paperless electronic files. Converting personnel files to electronic files improves disaster recovery and business continuity, enhances operational efficiency by reducing response times for records requests, reduces misfiling and document loss, and reduces storage space. All personnel files will be scanned in by December 2010. • Negotiated with the City's Workers' Compensation provider to reduce our budgeted costs going into 20102011 by $215,000. • Implemented two new health care plan designs that allowed the City to reduce their increase expenditures from 22.2% to 7.35%.  HUMAN RESOURCES FY 11 OPERATING BUDGET $2,195,800 BY DIVISION Administration Risk Management $678,791 $1,517,009 98 Human Resources 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 coordinates the volunteer program; maintains records in payroll/personnel system; manages benefits, and provides recruitment services. FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget Personnel Services $638,365 $648,065 $651,895 $651,896 $620,993 Contractual Services $143,426 $144,359 $25,474 $25,708 $37,908 $20,371 $15,287 $20,429 $20,329 $19,890 $802,162 $807,711 $697,798 $697,933 $678,791 Commodities TOTAL ST GOAL: 1 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. OBJECTIVE: Conduct an annual salary survey to monitor our competitive market position. OBJECTIVE: Analyze the survey data and propose the necessary market adjustment to City Management that is needed to bring the City’s compensation plan to 101% of the market as directed by the City Council. OBJECTIVE: Conduct classification reviews as requested by the departments. 99 PERFORMANCE INDICATORS FY 09 Target Actual FY 10 Target Estimate Maintain a competitive market position 101% 97.4% 101% 97.1% 101% Distribute the annual market survey no later than December 31, 2010 100% 100% 100% 100% 100% Provide analysis of survey data to City Management no later than February 15, 2011 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% Description Complete classification reviews within Policy Guideline requirement of 90 days of receipt ND 2 FY 11 Target GOAL AND OBJECTIVE GOAL: Maintain personnel files for the purpose of retaining accurate personnel information as it pertains to employee wages, performance management, professional growth etc. OBJECTIVE: Implement records imaging software and convert all personnel files to electronic files. PERFORMANCE INDICATOR FY 09 Description Target Actual - - Convert personnel files to electronic files by December 31, 2010 RD 3 FY 10 Target Estimate FY 11 Target 100% 100% 75% GOAL AND OBJECTIVE GOAL: Maintain a viable cost effective volunteer program that provides assistance to the various City departments and City sponsored events. OBJECTIVE: The benefits of the volunteer program should outweigh the costs of the program. OBJECTIVE: Ensure the volunteer needs of the departments are being met. 100 PERFORMANCE INDICATORS FY 09 Description Complete an analysis of the cost versus the benefit of the volunteer th program by the 10 of each month FY 11 Target Actual Target 100% 100% 100% 100% 100% - - - - 100% Conduct an annual meeting with the departments to ensure their volunteer needs are being met TH 4 FY 10 Estimate Target GOAL AND OBJECTIVE GOAL: Provide a responsive recruitment service for the City. OBJECTIVE: Open positions promptly to facilitate a speedy recruitment process. PERFORMANCE INDICATORS Description Post all positions within 48 hours of receipt of the requisition FY 09 Target Actual Target 100% 100% 100% FY 10 Estimate 100% FY 11 Target 100% AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Human Resources Director 1 1 1 1 Human Resources Manager 1 1 1 1 Human Resources Analyst 1 1 1 1 Human Resources Specialist 1 3 3 2 Volunteer Coordinator - - 1 1 Administrative Assistant 1 1 - - Recruitment Specialist 2 - - - TOTAL 7 7 7 6 101 Human Resources - Risk Management 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. FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget Personnel Services $276,187 $373,284 $464,566 $464,565 $405,868 Contractual Services $620,513 $851,803 $980,462 $881,535 $1,110,591 $1,602 $522 $550 $550 $550 $898,302 $1,225,609 $1,445,578 $1,346,650 $1,517,009 Commodities TOTAL ST 1 GOAL AND OBJECTIVE GOAL: Maintain market competitive benefits that will attract, motivate, and retain an outstanding and committed workforce to effectively carry out the objectives of the City. OBJECTIVE: Provide benefits that meet the priorities of the employees. OBJECTIVE: Monitor market competitiveness of our benefit package. PERFORMANCE INDICATORS Description Conduct an annual benefit survey of our benchmark cities and provide the results to City Management no later than February 15, 2011 FY 09 Target Actual FY 10 Target Estimate 100% 100% 100% 102 100% FY 11 Target 100% ND 2 GOAL AND OBJECTIVE GOAL: Provide a cost effective alternative for our health care. OBJECTIVE: The City clinic should be cost effective. PERFORMANCE INDICATORS FY 09 Target Actual FY 10 Target Estimate Conduct an annual review of the cost vs. the benefit of the Clinic and present to City Management no later than January 15, 2011 100% 100% 100% 100% 100% The clinic will save 125% of its net cost measured by visits seen at the clinic instead of going for care at a doctor’s office, emergency room or urgent care facility, etc. - - - - 100% Description RD 3 FY 11 Target GOAL AND OBJECTIVE GOAL: Maintain compliance with OSHA and Commercial Drivers License (CDL) mandated programs. OBJECTIVE: Maintain data base that allows us to track OSHA and CDL required training compliance. OBJECTIVE: Maintain CDL files and complete required drug screens. PERFORMANCE INDICATORS Description FY 09 FY 10 Target Estimate FY 11 Target Target Actual 100% 95% 90% 90% 90% Conduct required CDL training on an annual basis 100% 100% 100% 100% 100% Complete required CDL drug screens monthly 100% 100% 100% 100% 100% Monitor Blood Borne Pathogen training to achieve and maintain compliance for each employee during a 12 month time frame 103 AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Risk Manager 1 1 1 1 HR Specialist 1 1 1 1 Safety Training Compliance Specialist 1 1 1 - TOTAL 3 3 3 2 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. Position redeployed due to economic downturn. Division on Hold. FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget Personnel Services $78,155 $95,682 $92,960 $92,959 - Contractual Services $83,900 $81,645 $43,601 $18,501 - Commodities $10,975 $11,542 $750 $750 - $173,030 $188,869 $137,311 $112,210 - TOTAL 104 POLICE 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.  FY 10 ACCOMPLISHMENTS • COMPSTAT Management process has a one year anniversary, and through increased communication and accountability, crime rate reaches a 5 year low. • Successfully integrated Neighborhood Services and Code Compliance into Police Operations. Both Divisions now part of COMPSTAT Management Process. • Process improvements in support and administrative services result in greater accountability for Property and Evidence Management, Procurement Procedures, and Inspections and Audits. Completed full audit on Property and Evidence Management, and implemented new procedures for procurement resulting in overall budget savings.  POLICE FY 11 OPERATING BUDGET $13,553,009 BY DIVISION Administration Towing Administration $11,235,817 $304,080 Telecommunications Community Services $1,602,984 $410,128 105 Police - Administration 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 SUMMARY OF EXPENDITURES FY 08 FY 09 FY 10 FY 10 Actual Actual Budget Estimates FY 11 Budget Personnel Services $9,167,367 $10,279,816 $9,924,514 $9,719,463 $9,622,117 Contractual Services $1,286,213 $1,237,825 $1,066,700 $1,166,710 $1,138,700 $544,186 $456,393 $444,000 $437,950 $475,000 $10,997,766 $11,974,034 $11,435,214 $11,324,123 $11,235,817 Commodities TOTAL ST 1 GOAL AND OBJECTIVE GOAL: Provide emergency services to citizens and visitors in order to maximize the protection of life and property. OBJECTIVE: Prompt and effective response to calls for service. PERFORMANCE INDICATORS Description FY 09 FY 10 Estimate FY 11 Target Target Actual Target Respond to and initiate calls for service 80000 89982 90000 91952 95000 Maintain stated 7 minute goal for response to priority 1 calls for service 90% of the time 90% 91.8% 90% 92.2% 90% Maintain stated 11 minute goal for response to priority 2 calls for service 90% of the time 90% 97.4% 90% 96.2% 90% 106 ND 2 GOAL AND OBJECTIVE GOAL: Maintain a visible police presence to serve as a deterrent to potential crime and contribute to a safe community. OBJECTIVE: Effectively manage patrol operations to maximize directed patrol time and provide enhanced crime prevention. PERFORMANCE INDICATORS FY 09 Description FY 10 Target Estimate FY 11 Target Target Actual Increased visibility and crime deterrence with a 30% directed patrol time 30% 15% 30% 22% 30% Reduced Crime Rate (combined Property and Violent) 47/1000 population 41/1000 population 41/1000 population 35/1000 population 35/1000 population RD 3 GOAL AND OBJECTIVE GOAL: Provide internal services that sustain a quality work force and the effective management of police operations and investigations. OBJECTIVE: Provide police services in a lawful, safe, effective and efficient manner. Utilize active and on-going case management to monitor, evaluate, and prioritize cases. PERFORMANCE INDICATORS Description FY 09 FY 10 Target Estimate FY 11 Target Target Actual Perform proactive audits of police operations annually - - 1/Fiscal Year 1/Fiscal Year 2/Fiscal Year Purge all property within 30 days of disposition - - - - 30 days Manage average caseload per detective as governed by court timeline and protocols - - 20/1 33/1 25/1 107 AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Administrative Assistant 2 2 3 3 Administrative Services Manager - 1 1 1 Assistant to the Police Chief - 1 1 1 Forensic Specialist 1 1 1 1 Intelligence Analyst - 1 1 1 Investigations Specialist 1 1 1 1 Police Chief 1 1 1 1 Police Detective 9 9 9 9 Police Lieutenant 5 5 5 5 Police Commander 1 1 2 2 Police Officer 66 65 67 66 Police Records Specialist 2 1 1 2 Police Sergeant 11 11 12 12 Management Analyst 1 - - - Alarm Coordinator 1 1 - - Crisis Services Coordinator 1 1 1 - 102 102 106 105 TOTAL *Administrative Assistant relocated from the Community Services Division 108 Police - Tow Administration DESCRIPTION OF SERVICES The purpose of the Towing Administration Division (TOW) is to administer police programs in support of A.R.S. 28-3511 which 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 A.R.S. 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. FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual FY 09 Actual Personnel Services - - $43,536 $43,536 $61,280 Contractual Services - - $78,000 $78,000 $100,500 Commodities - - $73,300 $73,300 $142,300 TOTAL - - $194,836 $194,836 $304,080 ST 1 FY 10 Budget FY 10 Estimates FY 11 Budget GOAL AND OBJECTIVE GOAL: Support and administer the Towing Administration Program as defined by A.R.S. 283511. OBJECTIVE: Conduct hearings as defined by statute, providing for the effective enforcement of A.R.S. 28-3511. PERFORMANCE INDICATORS Description FY 09 FY 10 Estimate FY 11 Target Target Actual Target Number of customers served with towing hearings 1,500 1760 2,000 2100 2250 Effective enforcement of 28-3511 as determined by the percentage of tows deemed invalid >2% >2% 0% >2% 0% 109 ND 2 GOAL AND OBJECTIVE GOAL: Enforce the provisions of A.R.S. 28-3511. OBJECTIVE: Enforcement of suspended, cancelled, or revoked privilege to drive traffic laws as well as enforcement of ignition interlock device restrictions. PERFORMANCE INDICATORS Target Actual FY 10 Target Estimate Number of traffic officer self initiated calls for service 4,000 4608 6,000 6200 6000 Number of public education strategies implemented 2 2 4 4 6 Description FY 09 FY 11 Target AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Towing Administrator - - - 1 Traffic Specialist - 1 1 - TOTAL - 1 1 1 110 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 SUMMARY OF EXPENDITURES Personnel Services Contractual Services Commodities TOTAL FY 08 Actual FY 09 Actual FY 10 Budget $1,203,118 $1,256,667 $1,300,080 $1,233,781 $1,272,549 $331,754 $310,328 $351,700 $313,149 $321,450 $76,860 $11,024 $12,785 $8,035 $8,985 $1,611,732 $1,578,019 $1,664,565 $1,554,965 $1,602,984 ST 1 FY 10 Estimates FY 11 Budget GOAL AND OBJECTIVE GOAL: Provide services to the public and support police units in carrying out public safety responsibilities by receiving, processing, and dispatching requests for police services. OBJECTIVE: Effective delivery of services by screening and directing phone calls appropriately. 111 PERFORMANCE INDICATORS FY 09 Description FY 10 Target Estimate FY 11 Target Target Actual Answer 95% of all 911 calls within 10 seconds. - - 7 Seconds 6 Seconds 6 Seconds Dispatch 95% of all priority 1 calls within 60 seconds. - - 85% 90% 95% ND 2 GOAL AND OBJECTIVE GOAL: Provide prompt professional and effective response to emergencies. OBJECTIVE: Achieve an overall 5-minute response time. PERFORMANCE INDICATORS Description Percentage of priority 1 calls entered into the system within one minute FY 09 Target Actual - - FY 10 Target Estimate 85% 90% FY 11 Target 90% AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Telecommunications Operator 12 12 12 13 Telecommunications Supervisor 4 5 4 3 Telecommunications Manager 1 1 1 1 TOTAL 17 18 17 17 112 Police - Community Services DESCRIPTION OF SERVICES The Community Services Division of the Police Department works to maintain and enhance the community through the strengthening of 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 SUMMARY OF EXPENDITURES FY 08 Actual Personnel Services - Contractual Services - Commodities - TOTAL - FY 09 Actual FY 10 Budget $2,986 ST FY 11 Budget $454,686 $454,686 $376,258 - $50,711 $27,531 $33,870 - $13,400 $8,400 $518,797 $490,617 $2,986 1 FY 10 Estimates $410,128 GOAL AND OBJECTIVE GOAL: Seek to develop a community more interconnected with City government and between neighborhoods. OBJECTIVE: Support broad participation in the community through volunteer and promotional efforts such as Getting Arizonans Involved in Neighborhoods (GAIN). Promote 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 Description FY 09 FY 10 Target Estimate FY 11 Target Target Actual Increased Citizen participation in events such as GAIN 10% increase - 15% increase 7.5% 10% Participation level in citizen academies 5% increase - 7.5% increase 5% 7.5% Creation and dissemination of block watch support and information and materials 1/quarter - 2/quarter 2/quarter 2/quarter 113 ND 2 GOAL AND OBJECTIVE GOAL: Encourage, pursue, and enforce compliance with City codes by the citizens and businesses of Goodyear so that planned community standards are maintained. OBJECTIVE: Develop educational programs on City codes to promote voluntary compliance. Utilize City processes to actively mitigate the impacts of vacant or abandoned properties. PERFORMANCE INDICATORS Description FY 09 FY 10 Target Estimate FY 11 Target Target Actual Respond to citizen complaints regarding code violations within 24 hours during business days - - 90% 92% 95% Seek voluntary compliance with citizens found to have code issues - - 90% 90% 90% Proactively inspect each neighborhood twice a month - - 90% 95% 95% AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Administrative Assistant - - 1 - Code Compliance Manager - - 1 1 Code Compliance Officer I - - 2 2 Neighborhood & Cultural Arts Manager - - 1 1 Staff Assistant - - 1 1 TOTAL - - 6 5 114 FIRE 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.  FY 10 ACCOMPLISHMENTS Administrative • Received $522,000 in grant funds. $354,000 from FEMA paid for 75 new portable radios and 20 new mobile radios. The radios will allow us to communicate with other departments/agencies when responding to an incident. $160,000 from AZ Dept. of Homeland Security for the sustainment and enhancement of our CBRNE/HAZMAT program. $8,000 from AZ Dept. of Homeland Security for the Sustainment of our Terrorism Liasion Officers (One Police Officer/One Fire Captain). • IGA with Litchfield Park for Mutual Assistance - Litchfield Park will be able to use our plan reviewers for plans examining if they are unable to take on the workload and vice-versa. • Phillips, a world-wide company who supplies the heart monitors we use on our patients, has chosen Goodyear Fire as it's only fire department in their global advertising campaign for Fire and EMS. Taping was done at Fire Station 185 and Firefighter Tomas Hofer, Acting Fire Chief Paul Luizzi, Captain Justin Swenson, and one of our patients were all interviewed for the video.  115 FY 11 OPERATING BUDGET FIRE $572,489 FY 11 OPERATING BUDGET $11,397,419 BY DIVISION Administrative Services Community Services $437,144 $368,931 Emergency Services Support Services $8,466,588 $1,109,265 Homeland Security/ Emergency Mgmt Building Safety Inspections $177,177 $838,314 116 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 SUMMARY OF EXPENDITURES FY 08 Actual FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget Personnel Services $522,427 $619,991 $545,204 $545,204 $387,702 Contractual Services $147,378 $55,588 $38,640 $27,850 $27,642 $47,007 $86,629 $22,300 $14,700 $21,800 $716,812 $762,208 $606,144 $587,754 $437,144 Commodities TOTAL ST 1 GOAL AND OBJECTIVE GOAL: Committed to protecting the customer in our changing community through proactive and responsive initiatives. OBJECTIVE: Respond to customer requests for incident reports in a timely manner. PERFORMANCE INDICATORS FY 09 Description Target Actual - 90% Process 95% of all requests for non-investigative incident reports within 72 hours ND 2 FY 10 Target Estimate 95% 90% FY 11 Target 95% GOAL AND OBJECTIVE GOAL: Practice frugality when expending public funds and seek opportunities to achieve greater efficiencies through fiscal management. OBJECTIVE: Manage overtime allocation in accordance with overtime allocation plan. 117 PERFORMANCE INDICATORS FY 09 Description Target Actual - - Manage overtime costs at 95% of allocated budget RD 3 FY 10 Target Estimate 95% 106% FY 11 Target 95% GOAL AND OBJECTIVE GOAL: Committed to an accurate, timely, open, and consistent approach to our communication. OBJECTIVE: Provide timely feedback on performance to fire department employees through its performance appraisal process. PERFORMANCE INDICATORS Description Performance appraisals delivered on time FY 09 Target Actual 95% 91% FY 10 Target Estimate 95% 91% FY 11 Target 95% AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Fire Chief 1 1 1 1 Management Assistant 1 1 1 1 Administrative Services Manager 1 1 1 - Administrative Assistant 1 1 1 1 Staff Assistant 3 3 3 2 TOTAL 7 7 7 5 118 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 SUMMARY OF EXPENDITURES FY 08 Actual Personnel Services Contractual Services Commodities TOTAL FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget $696,738 $684,393 $472,354 $472,353 $56,609 $3,864 $4,500 $3,275 $8,094 $10,688 $7,350 $3,500 $950 $761,441 $698,945 $484,204 $479,128 $368,931 ST 1 $367,981 - GOAL AND OBJECTIVE GOAL: Preserve lives and property in our community by providing fire prevention services through education and enforcement. OBJECTIVE: Respond efficiently to customer requests for fire prevention inspections. PERFORMANCE INDICATORS Description Deliver fire prevention inspections within 2 days of request FY 09 Target Actual Target 80% 80% 100% 119 FY 10 Estimate 90% FY 11 Target 100% ND 2 GOAL AND OBJECTIVE GOAL: Preserve lives and property in our community by providing fire prevention services through education and engineering. OBJECTIVE: Respond efficiently to customer requests for fire prevention plan review. PERFORMANCE INDICATORS FY 09 Description Target Actual - - Deliver fire prevention plan review within 20 days of submittal RD 3 FY 10 Target Estimate FY 11 Target 100% 100% 100% GOAL AND OBJECTIVE GOAL: Preserve lives and property in our community by providing fire prevention services through education and enforcement. OBJECTIVE: Maintain safe buildings for the community and firefighters. PERFORMANCE INDICATORS Description Conduct 18-month occupancy inspections in commercial/industrial buildings FY 09 Target Actual - - FY 10 Target Estimate 80% 80% FY 11 Target 80% AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Fire Marshall 1 1 1 1 Fire Inspector Supervisor 1 1 1 1 Fire Inspector I 1 2 3 1 Plans Examiner 2 2 2 1 Community Education Coordinator 1 1 1 - TOTAL 6 7 8 4 120 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 pre-incident planning. FISCAL YEAR SUMMARY OF EXPENDITURES Personnel Services Contractual Services Commodities TOTAL FY 08 Actual FY 09 Actual FY 10 Budget $7,671,406 $6,368,620 $7,309,263 $7,800,000 $7,975,663 $354,708 $454,592 $463,400 $457,481 $458,925 $71,195 $36,287 $34,200 $34,200 $32,000 $8,097,309 $6,859,499 $7,806,863 $8,291,681 $8,466,588 ST 1 FY 10 Estimates FY 11 Budget GOAL AND OBJECTIVE GOAL: Commitment to protecting the customer in our changing community through proactive and responsive initiatives. OBJECTIVE: Provide a quick emergency response. PERFORMANCE INDICATORS Description FY 09 FY 10 FY 11 Target Actual Target Estimate Target Achieve turnout time of 1 minute or less 90% of the time - - 90% 90% 90% Achieve a response time of 5 minutes or less 90% of the time for priority calls - - 90% 90% 90% 121 ND 2 GOAL AND OBJECTIVE GOAL: Provide the highest reasonable level of Health and Safety for our firefighters. OBJECTIVE: Support National Firefighter Safety Initiative #5 –“Develop and implement national standards for training, qualifications, and certifications (including regular recertification) that are equally applicable to all firefighters based on the duties they are expected to perform.” PERFORMANCE INDICATORS Description Complete 90% of all scheduled company and battalion training FY 09 Target Actual - - FY 10 Target Estimate 90% 90% FY 11 Target 100% AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Fire Deputy Chief 1 1 1 1 Fire Battalion Chief 7 6 7 4 Firefighter EMT 42 31 42 34 Firefighter Paramedic - 17 9 16 Fire Captain EMT - 10 6 8 Fire Captain Paramedic - 10 8 13 Fire Engineer Paramedic 18 10 12 13 - 6 7 - 68 91 92 89 Fire Engineer EMT TOTAL 122 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 SUMMARY OF EXPENDITURES FY 08 Actual FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget Personnel Services $392,235 $409,427 $382,388 $382,387 $385,225 Contractual Services $528,956 $595,237 $528,050 $526,031 $546,740 Commodities $212,701 $168,521 $198,300 $198,467 $177,300 $1,133,892 $1,173,185 $1,108,738 $1,106,885 $1,109,265 TOTAL ST 1 GOAL AND OBJECTIVE GOAL: Provide the highest reasonable level of Health and Safety for our firefighters. OBJECTIVE: Support National Firefighter Safety Initiative #2 –“Enhance the personal and organizational accountability for health and safety throughout the fire service.” PERFORMANCE INDICATORS Description FY 09 FY 10 Estimate FY 11 Target Target Actual Target Percentage of SCBA users completing fit testing 100% 100% 100% 100% 100% Percentage of SCBA users receiving annual physicals 100% 100% 100% 100% 100% 123 ND 2 GOAL AND OBJECTIVE GOAL: Seek to achieve accreditation for the Goodyear Fire Department through the Commission on Fire Accreditation International. OBJECTIVE: Support National Firefighter Safety Initiative #1 – “Create a national research agenda and data collection system that relates to the initiatives.” PERFORMANCE INDICATORS Description FY 09 FY 10 Target Estimate FY 11 Target Target Actual Produce 20% of the required accreditation exhibits - - 20% 20% 20% Of the 20% of accreditation exhibits produced, 90% will be entered into the E-file system - - 90% 90% 90% AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Deputy Fire Chief 1 1 1 1 Fire Battalion Chief - - 1 1 Fire Equipment Maintenance Worker III 2 1 2 2 TOTAL 3 2 4 4 124 Fire - Homeland Security/Emergency Mgmt 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 SUMMARY OF EXPENDITURES FY 08 Actual Personnel Services Contractual Services Commodities TOTAL FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget $121,233 $108,358 $99,633 $99,633 $166,125 $21,982 $8,947 $7,852 $4,000 $5,552 $654 $3,173 $4,000 $4,000 $5,500 $143,869 $120,478 $111,485 $107,633 $177,177 ST 1 GOAL AND OBJECTIVE GOAL: Promote active citizen involvement to create a stronger and better community. OBJECTIVE: Increase the number of trained citizens who will serve as part of the Citizen Emergency Response Team (CERT) volunteers to assist the city in emergency disaster response. PERFORMANCE INDICATORS FY 09 Description Target Actual Target - 27 41 Increase the number of CERT volunteers by 50% ND 2 FY 10 Estimate 46 FY 11 Target 50% GOAL AND OBJECTIVE GOAL: Ensure that disaster responding personnel are proficient in their roles and responsibilities. OBJECTIVE: Provide selected city employees with knowledge of the area they may work in during Emergency Operations Center (EOC) activation. 125 PERFORMANCE INDICATORS FY 09 Description Target Actual - - Provide EOC position specific training for 90% of the selected city employees RD 3 FY 10 Target Estimate 90% - FY 11 Target 90% GOAL AND OBJECTIVE GOAL: Provide for the paramount needs of first responders during a disaster. OBJECTIVE: Ensure the Emergency Operations Center will be activated and functional within a reasonable timeframe. PERFORMANCE INDICATORS FY 09 Description Target Actual - - Complete full activation of EOC within 1 hour FY 10 Target Estimate FY 11 Target 1 hour 1 hour - th 4 GOAL AND OBJECTIVE GOAL: Ensure the delivery of public education programs. OBJECTIVE: Provide resources for fire and life safety prevention programs. PERFORMANCE INDICATORS Description Fulfill 95% of approved requests for public education events to schools and other public agencies FY 09 Target Actual Target - - 95% FY 10 Estimate 100% FY 11 Target 95% AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Community Education Coordinator - - - 1 Emergency Management Coordinator 1 1 1 1 TOTAL 1 1 1 2 126 Fire - Building Safety 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 quality 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 SUMMARY OF EXPENDITURES FY 08 Actual FY 09 Actual FY 10 Budget Personnel Services - $4,196 Contractual Services - Commodities TOTAL FY 10 Estimates FY 11 Budget $569,521 $569,521 $826,804 - $32,845 $15,614 $6,260 - - $5,250 $5,250 $5,250 - $4,196 $607,616 $590,385 $838,314 ST 1 GOAL AND OBJECTIVE GOAL: Through a proactive and responsive process, provide outstanding customer service in Plan Review for all tenant projects. OBJECTIVE: Respond to all submitted tenant improvement (TI) plans for review within stated cycle time. PERFORMANCE INDICATORS Description Complete TI plan review within 15 days of submittal 90% of the time FY 09 Target Actual Target 90% 92% 90% 127 FY 10 Estimate 81% FY 11 Target 90% ND 2 GOAL AND OBJECTIVE GOAL: Encourage the use of clean, power-generating technologies through solar energy systems. OBJECTIVE: Respond to all solar plans submitted within stated cycle time. PERFORMANCE INDICATORS FY 09 Description Target Actual Target - - 90% Complete solar plan review within 5 days of submittal 90% of the time RD 3 FY 10 Estimate 95% FY 11 Target 90% GOAL AND OBJECTIVE GOAL: Ensure service delivery to meet the current and future needs of our community. OBJECTIVE: Provide over-the-counter plan review for minor permits. PERFORMANCE INDICATORS FY 09 Description Provide over-the-counter plan review for 100% of the minor gas line permits Target Actual - - FY 10 Target Estimate FY 11 Target 100% 100% - AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Building Inspector III 2 2 2 2 Building Inspector I 2 1 6 2 Building Permit Tech II 5 5 - 1 Building Permit Technician I 4 - - - Building Official 1 1 1 1 Plans Examiner 3 3 3 1 Sr. Permit Technician - - - 1 Plans Review Supervisor Building Safety 1 1 1 1 TOTAL 18 13 13 9 128 MUNICIPAL COURT 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.  FY 10 ACCOMPLISHMENTS Administrative • Expanded warrant mitigation efforts by implementing a program that utilizes aggressive enforcement tools in-lieu of issuing a warrant in minor criminal traffic cases such as those involving the charge of Driving on a Suspended License. Estimated positive impact of $30,000 to $50,000 associated with increased payment compliance and expense avoidance. • Successfully completed a 12 month home detention pilot project resulting in an annual savings of $120,000 to the City. • The Court received a report indicating 100 percent compliance with dispostion reporting requirements pursuant to an inspection conducted by the Arizona Department of Public Safety.  MUNICIPAL COURT FY 11 OPERATING BUDGET $1,018,949 129 Municipal Court DESCRIPTION OF SERVICES 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 SUMMARY OF EXPENDITURES FY 08 Actual FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget Personnel Services $796,746 $818,596 $855,755 $855,755 $865,256 Contractual Services $234,743 $204,868 $134,060 $134,060 $134,059 $31,314 $90,138 $19,634 $19,634 $19,634 $1,062,803 $1,113,602 $1,009,449 $1,009,449 $1,018,949 Commodities TOTAL ST 1 GOAL AND OBJECTIVE GOAL: Resolve all cases filed in the Goodyear Municipal Court. OBJECTIVE: Maintain a high percentage of cases resolved in relation to the number of cases filed. PERFORMANCE INDICATORS Description Case Resolution Rate FY 09 Target Actual FY 10 Target Estimate 100% 102% 100% 130 104% FY 11 Target 100% ND 2 GOAL AND OBJECTIVE GOAL: Ensure operational efficiency, promote accountability and justification for resources. OBJECTIVE: Promote operational efficiency by analyzing court expenditures regionally and comparing our expenditure per case to a regional average (target). PERFORMANCE INDICATORS FY 09 Description Expenditure Per Case Target Actual Target $78.82 $88.00 $78.82 RD 3 FY 10 Estimate $83.38 FY 11 Target $78.82 GOAL AND OBJECTIVE GOAL: Ensure collections, fine amounts, and related policies in the Court are appropriate, effective, and commensurate with the Judicial Branch as a whole. OBJECTIVE: Promote efficient enforcement operations and appropriate determination of standard fine amounts by comparing our recipted amount per case to a regional average (target). PERFORMANCE INDICATORS Description Receipted Amount Per Case FY 09 Target Actual Target $139.38 $109.67 $139.38 FY 10 Estimate $126.64 FY 11 Target $139.38 AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Court Administrator 1 1 1 1 Municipal Court Supervisor 1 1 1 1 Court Clerk Interpreter 1 1 1 1 Court Specialist III 3 3 3 3 Court Specialist I - 2 3 2 131 AUTHORIZED PERSONNEL (Continued) Position FY 08 FY 09 FY 10 FY 11 Court Clerk I 2 - - - Court Clerk II 1 - - - Judge 1 1 1 1 Judicial Enforcement Officer 1 1 1 1 TOTAL 11 10 11 10 132 ECONOMIC DEVELOPMENT 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.  FY 10 ACCOMPLISHMENTS • Successfully recruited world’s largest solar company out of China, Suntech , to lease 120,000 square feet for their first North American manufacturing facility, making a capital investment of $14 million and bringing a total of 150 employees. • Successfully recruited Tower Automotive out of Detroit to manufacture Suncatcher solar panels in 440,000 square feet of the former Rubbermaid Building, making a capital investment of $32 million and bringing a total of 200 employees. • Supported local businesses in Goodyear by holding a series of four Small Business Seminars that attracted more than 120 attendees, conducting Building Bridges to Business (B3) one-on-one interviews with 11 local businesses, and sponsoring EMCC to do such interviews with 15 Goodyear businesses.  ECONOMIC DEVELOPMENT FY 11 OPERATING BUDGET $957,304 BY DIVISION Administrative Public Information Office $397,487 $559,816 133 Economic Development - Administrative Services 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 SUMMARY OF EXPENDITURES FY 08 Actual FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget Personnel Services $451,663 $491,287 $397,111 $397,109 $294,816 Contractual Services $113,576 $124,464 $104,269 $120,163 $97,321 $12,137 $7,101 $7,650 $7,650 $5,350 $577,376 $622,852 $509,030 $524,922 $397,487 Commodities TOTAL ST 1 GOAL AND OBJECTIVE GOAL: Attract quality employment to increase citizens employment opportunities. OBJECTIVE: Create substantial capital investment in job development within our community by absorbing/developing square footage and attracting high wage jobs. PERFORMANCE INDICATORS Description FY 09 FY 10 Estimate FY 11 Target Target Actual Target 500 612 300 368 400 $18.58 $11.38 $18.58 $18.69 $20.19 Capital Investment - - - $48M $50M Square footage absorbed/developed - - - 580k 440k Estimated # of jobs created Average wage 134 ND 2 GOAL AND OBJECTIVE GOAL: Attract quality retail and other commercial amenities. OBJECTIVE: Increase absorption of previously occupied space and the development of new firstgeneration commercial square footage. PERFORMANCE INDICATORS FY 09 Description FY 10 Target Estimate FY 11 Target Target Actual # of square feet of 1 Generation development absorbed - - - 360k sq. ft. 200k sq. ft. # of square feet of previously occupied space absorbed - - - 105k sq. ft. 100k sq. ft. st RD 3 GOAL AND OBJECTIVE GOAL: Focus on retention and expansion of existing businesses. OBJECTIVE: Identify business needs and issues and establish strategies to retain and expand the existing business base. PERFORMANCE INDICATORS Description FY 09 FY 10 Target Estimate FY 11 Target Target Actual Total # business retention and expansion visits 30 19 20 26 24 Jobs created from existing business expansions and/or retension 50 100 100 900 150 - - - 3 5 Small Business Seminars Offered 135 AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Administrative Assistant 1 1 1 1 Economic Development Manager - - - 1 Sr. Office & Industrial Manager 1 1 1 1 Sr. Retail Development Manager 1 1 1 - Business Advocate 1 1 1 - Economic Development Director 1 1 1 - TOTAL 5 5 5 3 Economic Development - Public Information Office DESCRIPTION OF SERVICES The Communications Division plans and directs electronic and written citywide communications and marketing through media relations, public outreach campaigns, audio-visual/video productions, market research, graphic design and production of news releases, newsletters, brochures, fliers, photos and web pages, including a 2,000-page Internet site and a 350-page Intranet employee site. FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual FY 09 Actual FY 10 Budget FY 10 Estimates Personnel Services - - - - $416,355 Contractual Services - - - - $111,840 Commodities - - - - $31,621 TOTAL - - - - $559,816 *Division relocated from the City Manager’s Office 136 FY 11 Budget ST 1 GOAL AND OBJECTIVE GOAL: Expand website that delivers valuable and interesting information to keep visitors returning and to attract new visitors. OBJECTIVE: Deliver electronic information that is easy and efficient to navigate in a short timeframe with interactive capabilities. PERFORMANCE INDICATORS Target FY 09 Actual Target Estimate FY 11 Target Maintain avg. page views of 3.2 or less - - - 3.08 3.2 Maintain average visit length of 2:30 minutes or less - - - 2:20 2:30 # of interactive pages - - - 99 120 # of pages published - - - 4727 4965 # of new visitors - - - 362,428 373,300 Description ND 2 FY 10 GOAL AND OBJECTIVE GOAL: Improve value of positive news coverage of City programs, services and issues. OBJECTIVE: Successfully manage news inquiries and news outreach. PERFORMANCE INDICATORS Target Actual Target Estimate FY 11 Target Total value of positive news coverage - - - $4,724,592 $4,866,000 # of stories pitched to press and news releases written - - - 235 250 # of incoming news inquiries managed - - - 520 560 Description FY 09 FY 10 137 RD 3 GOAL AND OBJECTIVE GOAL: Ensure excellent and timely quality of City’s marketing outreach to its target markets. OBJECTIVE: Support departments citywide with their graphics, photography and collateral material communication needs. PERFORMANCE INDICATORS Description FY 09 FY 10 Target Estimate FY 11 Target Target Actual # of marketing graphic projects designed and produced for all departments - - - 217 230 # of newsletter pages written, designed and produced for residents and employees - - - 176 176 AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Communications Manager - - - - Public Information Officer - - - 1 Webmaster - - - 1 Graphic Designer - - - 1 Economic Development Director - - - 1 TOTAL - - - 4 138 COMMUNITY DEVELOPMENT 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.  FY 10 ACCOMPLISHMENTS • Adoption of a Major General Plan Amendment to Chapter 3, Circulation Element, which includes the Roadway Functional Classification Plan, for the purpose of changing the roadway classification and/or alignment of certain arterial streets, revising the text to clarify roadway functional classification terminology, and modifying the standards for a Parkway to ensure that the Plan conforms with adopted regional transportation plans and framework studies. • All Development Services Technicians have obtained certification. • Notice of public hearings are now sent to adjoining owners via a U.S. Postal Service automated postcard system which provides the recipient with notice and a map of the proposed change and refers the recipient to the City’s website where more detailed information is posted regarding proposed land use changes. This change has resulted in a cost savings in terms of staff time, paper, envelopes, and postage, while providing the public with the opportunity to access more information prior the normal posting of the meeting agenda.  COMMUNITY DEVELOPMENT FY 11 OPERATING BUDGET $1,075,339 BY DIVISION Administration Planning & Zoning $302,407 $554,902 Development Services Administration $218,029 139 Community Development - Administration DESCRIPTION OF SERVICES The 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 SUMMARY OF EXPENDITURES FY 08 Actual FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget Personnel Services $259,411 $262,520 $258,884 $258,885 $259,533 Contractual Services $114,010 $46,420 $34,439 $30,455 $32,589 $14,748 $7,849 $11,615 $10,888 $10,285 $388,169 $316,789 $304,938 $300,228 $302,407 Commodities TOTAL ST 1 GOAL AND OBJECTIVE GOAL: Provide administrative leadership and ensure that department programs and activities are consistent with the Department's mission. OBJECTIVE: Regularly monitor departmental and employee performance on achieving goals and objectives. PERFORMANCE INDICATORS Target Actual Target Estimate FY 11 Target Performance appraisals completed on time - - 95% 98% 100% Monthly reports submitted by the 15th of each month - - - - 100% Description FY 09 FY 10 140 ND 2 GOAL AND OBJECTIVE GOAL: 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. OBJECTIVE: 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 09 Description Target Actual - - Posted at least 10 business days prior to Commission/Council consideration RD 3 FY 10 Target Estimate FY 11 Target 100% 100% 100% GOAL AND OBJECTIVE GOAL: Provide high quality administrative and technical support to the Planning & Zoning Commission, Board of Adjustment, City Council, and other advisory boards. OBJECTIVE: Produce draft meeting minutes in a manner prescribed by law; distribute Commission packets by Thursday prior to meetings. PERFORMANCE INDICATORS Description FY 09 FY 10 Target Estimate FY11 Target Target Actual Transcribed and posted within 72 hrs. - - 100% 98% 100% Commission packets distributed on time - - 100% 98% 100% AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Community Development Director 1 1 1 1 Administrative Assistant 1 1 1 1 TOTAL 2 2 2 2 141 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 responsible for development plan reviews, analyzing population and socioeconomic data, as well as providing support to the Planning & Zoning commission and Board of Adjustment. FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual Personnel Services Contractual Services Commodities TOTAL FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget $1,065,788 $980,613 $662,312 $662,312 $529,342 $90,084 $41,105 $33,300 $20,623 $20,060 $220,706 $9,776 $6,700 $4,100 $5,500 $1,376,578 $1,031,494 $702,312 $687,035 $554,902 ST 1 GOAL AND OBJECTIVE GOAL: Provide excellent customer service to development applicants and the community at large by timely and accurate response to requests for service. OBJECTIVE: Provide timely review of development applications within the published application review cycle times. PERFORMANCE INDICATORS Description FY 09 FY 10 Estimate FY 11 Target Target Actual Target Meet published review cycle times. - - 90% 60% 90% New construction for residential tract homes approved within 7 days - - 100% 100% 100% Complete records requests within 48 hours. - - 100% 100% 100% 142 ND 2 GOAL AND OBJECTIVE GOAL: Administer community redevelopment and housing services to prevent blight, make public infrastructure improvements and provide services to low and moderate income residents. OBJECTIVE: Leverage CDBG and HOME grants to fund improvement projects and housing programs. PERFORMANCE INDICATORS FY 09 Target Actual Target Actual FY 11 Target Complete & submit an accurate grant application - - - - 100% Program deficiencies identified by annual audit - 2 - 3 0 Description RD 3 FY 10 GOAL AND OBJECTIVE GOAL: Maintain current and accurate demographic and development information for the City and make it easily accessible to the public. OBJECTIVE: Prepare and disseminate quarterly population estimates in a timely manner; post the General Plan Annual Report on the City's website after City Council approval. PERFORMANCE INDICATORS Description FY 09 FY 10 Target Estimate FY 11 Target Target Actual Population estimates completed each quarter within 15 days - - 100% 100% 100% Post Annual Report on line within 5 days of Council approval - - 100% 100% 100% 143 AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Planning Manager 2 2 2 1 Planner 1 1 4 - Planner II 4 3 - 1 Planner III 3 3 3 3 Senior Planner 1 1 1 - TOTAL 11 10 10 5 144 ENGINEERING Mission Statement Engineering promotes the health, safety, and welfare of the community by ensuring that existing and future public infrastructure including roadways, transportation systems, water and sewer utility lines, and storm drain facilities are appropriately planned, designed, and constructed.  FY 10 ACCOMPLISHMENTS • Provided in house design, survey, project management, and inspections services for the Historic Goodyear Waterline Replacement project. This effort allowed the City to save approximately $80,000 in consultant fees. • Completed the implementation of the electronic plan review process to provide paperless reviews for all construction documents related to both City and private infrastructure. • Participated with ADOT’s design team for the SR303/I-10 freeway interchange project to ensure the City’s infrastructure needs for utilities, transportation, and drainage were met during the process. This effort included a value engineering process to reduce the project costs significantly while maintaining quality and functionality of the project.  ENGINEERING FY 11 OPERATING BUDGET $2,388,462 BY DIVISION Administrative Services Plan Review $1,009,464 $325,837 CIP Project Management Inspections $129,459 $513,561 GIS Transportation $193,670 $216,471 145 Engineering - Transportation DESCRIPTION OF SERVICES The Transportation Division is responsible for the safety of the traveling public by ensuring that the traffic signals and traffic signing and striping in the City of Goodyear meet current Federal, State, and Local standards. In addition, the Transportation Division is responsible for maintaining the City’s fiber optic network. FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual Personnel Services FY 09 Actual FY 10 Budget FY 10 Estimates - - $111,003 $8,578 Contractual Services $5,389 $1,359 $8,100 Commodities $1,664 $ 487 $ 2,100 $118,056 $10,424 $10,200 TOTAL ST 1 FY 11 Budget $216,471 $7,023 - - $7,023 $216,471 GOAL AND OBJECTIVE GOAL: Provide high level customer service to Goodyear residents. OBJECTIVE: Following receipt of a resident service request, visit location of concern, and provide timely feedback to resident. PERFORMANCE INDICATORS Description Resident requests evaluated and initial response provided within 3 business days FY 09 Target Actual Target 85% 90% 85% 146 FY 10 Estimate 90% FY 11 Target 85% ND 2 GOAL AND OBJECTIVE GOAL: Increase operations efficiency of the City's traffic signalized intersections. OBJECTIVE: Connect signalized intersections to the Traffic Management Center utitlizing the City’s fiber optic network. PERFORMANCE INDICATORS Description Number of additional traffic signals connected to the City’s fiber optic network FY 09 Target Actual 8 11 FY 10 Target Estimate 3 FY 11 Target 3 3 AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 City Traffic Engineer - - - 1 Assistant City Traffic Engineer - - - 1 TOTAL - - - 2 147 Engineering - Administration DESCRIPTION OF SERVICES Administration coordinates the activities of the divisions within the department and provides project management, real estate, and special projects services. FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual FY 09 Actual FY 10 Budget $919,394 $1,081,809 $1,254,405 $1,254,405 $943,464 Contractual Services $67,603 $90,967 $145,750 $38,459 $40,900 Commodities $13,015 $15,305 $13,800 $6,380 $25,100 $1,000,012 $1,188,081 $1,413,955 $1,299,244 $1,009,464 Personnel Services TOTAL ST 1 FY 10 Estimates FY 11 Budget GOAL AND OBJECTIVE GOAL: Develop and maintain strong internal and external working relations with employees and outside agencies. OBJECTIVE: Provide employee performance feedback and City representation and technical support for external committee proceedings. PERFORMANCE INDICATORS Description FY 09 FY 10 Target Estimate FY 11 Target Target Actual MAG and RPTA committee meetings attended monthly - - - - 10 Prepare and submit employee performance appraisals on time - - 90% 100% 90% 148 ND 2 GOAL AND OBJECTIVE GOAL: Provide exceptional project management and engineering design related services for City CIP projects. OBJECTIVE: Assure timely and cost effective design and management for City CIP projects. PERFORMANCE INDICATORS FY 09 Description FY 10 Target Estimate FY 11 Target Target Actual Limit aggregate project change orders to no more than 10% of original contract amount - - - - 85% Complete project design on or prior to scheduled completion date - - 85% 85% 85% RD 3 GOAL AND OBJECTIVE GOAL Provide high quality real estate services to internal and external customers. OBJECTIVE Process customer requests for real estate transactions and requests for general real estate information efficiently and in a timely manner. PERFORMANCE INDICATORS Description FY 09 FY 10 Target Estimate FY 11 Target Target Actual Process requests for information and minor real estate assignments within 2 business days - - - - 85% For major real estate transaction requests, provide customer a schedule within 2 weeks - - - - 85% 149 AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 City Engineer 1 1 1 1 Assistant City Engineer 1 1 1 1 Administrative Assistant - - 1 1 Real Estate Coordinator 1 1 1 1 Civil Engineer 1 1 1 - Senior Civil Engineer 1 1 1 1 Senior Project Manager 1 1 1 1 Project Manager 1 1 4 2 TOTAL 7 7 11 8 Engineering - Plan Review DESCRIPTION OF SERVICES The City of Goodyear Engineering Department Plan Review Division is responsible for the review and approval of development and construction plans for improvements in the City right-of-ways and site improvements on private property. FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget Personnel Services $596,666 $519,538 $317,967 $317,966 $324,105 Contractual Services $293,488 $138,760 $46,232 $5,050 $1,732 Commodities $269,530 $2,538 $31,000 $7,000 $1,159,684 $660,836 $395,199 $330,016 TOTAL 150 $325,837 ST 1 GOAL AND OBJECTIVE GOAL: Promote public safety and maintainability of the City’s infrastructure and landscaping through the construction plan review process. OBJECTIVE: Review construction plans for compliance with all applicable City codes and design standards, and other regulatory standards. PERFORMANCE INDICATORS FY 09 Description FY 10 Target Estimate FY 11 Target Target Actual Plan reviews completed within the approved review times 85% 94% 85% 98% 85% Projects for which construction plans are approved in 3 reviews or fewer 85% 83% 85% 95% 85% ND 2 GOAL AND OBJECTIVE GOAL: Promote sustainable and manageable development through both long term and short range infrastructure planning. OBJECTIVE: Review developer entitlement plans to ensure conformance to current City plans and studies and compliance with all applicable City codes, design standards, and other regulatory standards. PERFORMANCE INDICATORS Description FY 09 FY 10 Target Estimate FY 11 Target Target Actual Plan reviews completed prior to due date 85% 92% 85% 98% 85% Plan reviews approved in 2 reviews or fewer 85% 86% 85% 89% 85% 151 AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Plans Supervisor - - 1 - Landscape Technician 1 1 1 1 Plans Examiner 5 5 5 3 TOTAL 6 6 7 4 Engineering - Inspections DESCRIPTION OF SERVICES The Inspections Division is responsible for inspecting the construction of infrastructure in the City of Goodyear, to ensure that construction in City right-of-ways and private site improvements meet the requirements of the Engineering Design Standards and Policies Manual and other applicable standards. The Inspections Division also manages warranty repair of City owned infrastructure. FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget Personnel Services $536,424 $583,671 $471,599 $471,600 $478,101 Contractual Services $338,869 $186,867 $51,960 $15,350 $19,960 $17,484 $15,360 $22,500 $8,800 $15,500 $892,777 $785,898 $546,059 $495,750 $513,561 Commodities TOTAL ST 1 GOAL AND OBJECTIVE GOAL: Provide a high level of customer service to internal and external customers. OBJECTIVE: Process temporary traffic control plans and internal service requests within allocated time frames. 152 PERFORMANCE INDICATORS FY 09 Description FY 10 Target Estimate FY 11 Target Target Actual Temporary traffic control plans processed in 3 days - - - - 85% Internal service requests with feedback provided in 3 days - - - - 85% ND 2 GOAL AND OBJECTIVE GOAL: Ensure that infrastructure maintained by the City meets City standards. OBJECTIVE: Provide punch lists to developers in a timely manner prior to the end of the warranty period and require developers to complete the punch list within agreed upon schedule. PERFORMANCE INDICATORS Description FY 09 FY 10 Estimate FY 11 Target Target Actual Target Warranty punch lists provided to developers 1 month prior to the end of the warranty period. - - - - 85% Warranty punch lists completed by contractor within agreed upon schedule. - - - - 85% AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Staff Assistant - - 1 1 Engineering Permit Technician 3 1 1 - Construction Inspector 2 - - 2 Construction Inspector I - 2 3 1 Construction Inspection Supervisor 1 1 1 1 Construction Inspector III - 1 1 1 Construction Inspector II 4 3 2 - TOTAL 10 8 9 6 153 DEPARTMENTAL BUDGET Engineering - GIS DESCRIPTION OF SERVICES The GIS Division is responsible for the promotion, development and coordination of GIS throughout the City. GIS develops and maintains spatial data layers including water, sewer, storm drain, streets, addresses, street names and many others. GIS also creates maps, performs data analysis, and maintains the intranet mapping system. FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget Personnel Services $258,829 $216,506 $164,631 $164,632 $164,948 Contractual Services $112,775 $53,472 $51,740 $39,683 $28,722 $2,877 $4,262 $8,500 $3,300 $374,481 $274,240 $224,871 $207,615 Commodities TOTAL ST 1 $193,670 GOAL AND OBJECTIVE GOAL: Provide quality customer service for requests for information, maps, and presentation material. OBJECTIVE: Accurately assess the needs of the customer, disseminate information, and create maps within allocated time frames. PERFORMANCE INDICATORS Description Requests completed on or prior to due date. FY 09 Target Actual - - City of Goodyear, Arizona FY 10 Target Estimate - Annual Budget 2010-2011 154 - FY 11 Target 85% DEPARTMENTAL BUDGET ND 2 GOAL AND OBJECTIVE GOAL: Maintain high quality and accurate maps and records of City owned factilties. OBJECTIVE: Using existing CAD and GIS tools, update water, sewer, effluent, and storm drain layers within approved timeframes. PERFORMANCE INDICATORS FY 09 Description Target Actual - - Updates completed within 10 business days. FY 10 Target Estimate - - FY 11 Target 85% AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 GIS Coordinator 1 2 1 1 GIS Technician 1 1 1 1 GIS Analyst 1 1 1 - Sr. GIS Technician - - 1 - TOTAL 3 4 4 2 Engineering - Permits DESCRIPTION OF SERVICES The Engineering Permit Division works closely with the Community Development and Building Safety Permit Divisions to serve as the one-stop shop for accepting and processing all civil engineering plans and related development submittals for review and approval. The division is also responsible for collecting fees related to development. FISCAL YEAR SUMMARY OF EXPENDITURES Personnel Services Contractual Services Commodities TOTAL FY 08 Actual FY 09 Actual FY 10 Budget FY 10 Estimates - - - - $119,659 $314 - - - $8,800 $39 - - - $1,000 $353 - - - $129,459 City of Goodyear, Arizona Annual Budget 2010-2011 155 FY 11 Budget DEPARTMENTAL BUDGET ST 1 GOAL AND OBJECTIVE GOAL: Provide a high level of customer service satsifaction at the Development Services front counter. OBJECTIVE: Process construction permits and plan submittals for review within allotted time frames. PERFORMANCE INDICATORS Description FY 09 FY 10 Estimate FY 11 Target Target Actual Target Construction permits logged in or out within 1 business day - - - - 85% Plan reviews logged in or out in less than 1 business day - - - - 85% Dry utility reviews and traffic control permit reviews logged in or out in less than 1 business day - - - - 85% AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Permit Technician II - - - 1 Sr. Permit Technician - - - 1 TOTAL - - - 2 City of Goodyear, Arizona Annual Budget 2010-2011 156 PUBLIC WORKS Mission Statement The Public Works Department provides essential environmental and municipal services to protect public health and safety, support the vitality of the community, and protect the environment.  FY 10 ACCOMPLISHMENTS • Merged Public Works and Water Resources Departments into Public Works Department; consolidated staff and equipment into one facility • Package 5 expansion for Goodyear Water Reclamation Facility • Design of Public Works Corporate Yard and 9-1-1 Center  PUBLIC WORKS FY 11 OPERATING BUDGET $18,824,425 BY FUND General Fund Enterprise Wastewater $11,422,261 $2,875,461 Water $4,526,703 157 PUBLIC WORKS FY 11 OPERATING BUDGET BY DIVISION Public Works Enterprise Wastewater Water $11,422,261 $2,875,461 $4,526,703 Public Works Administration $653,127 Administration Administration $194,904 $908,802 Facilities Collection Systems Water Distribution $2,705,437 $532,760 $803,237 Streets Administration (HURF 101) $338,944 Corgett WWTP Water Production $358,715 $2,427,404 Streets-Streets & Markings (HURF 101) $126,750 Goodyear WRF Water Quality $1,423,360 $150,699 Streets – Highway Streets (HURF 101) $1,801,957 Rainbow Valley WRF Environmental Quality $76,700 $236,562 Streets Sweeper Oper. (HURF 101) $29,900 Rainbow Valley Reclamations $289,022 Streets –Traffic Signal (HURF 101) $996,930 Streets – Traffic (HURF 101) $208,996 Sanitation $4,560,220 158 Fleet $1,079,168 Internal Service Fund Public Works - Public Works Administration DESCRIPTION OF SERVICES The Public Works Administrative Services 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 SUMMARY OF EXPENDITURES FY 08 Actual Personnel Services FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget $775,176 $868,817 $644,342 $644,342 $567,717 Contractual Services $80,370 $21,921 $69,410 $57,460 $69,410 Commodities $15,917 $6,647 $16,000 $12,650 $16,000 $871,463 $897,385 $729,752 $714,452 $653,127 TOTAL ST 1 GOAL AND OBJECTIVE GOAL: Provide timely and effective customer service. OBJECTIVE: Provide prompt response to customer inquiries submitted through GovQA and department email. PERFORMANCE INDICATORS FY 09 Description Target Actual Target - - - Customer inquiries responded to within one business day ND 2 FY 10 Estimate - GOAL AND OBJECTIVE GOAL: Support and encourage personal and professional development. OBJECTIVE: Provide relevant and timely performance feedback to employees. 159 FY 11 Target 100% PERFORMANCE INDICATORS FY 09 Description Target Actual - - Submit performance appraisals on time RD 3 FY 10 Target Estimate - - FY 11 Target 90% GOAL AND OBJECTIVE GOAL: Provide a physically safe working environment. OBJECTIVE: Maintain productivity by limiting the number of accidents resulting in lost work time. PERFORMANCE INDICATORS Description Lost time accidents which result in more than 1 work day off per year FY 09 Target Actual - - FY 10 Target Estimate - FY 11 Target - 0 AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Public Works Director 1 1 1 1 Administrative Assistant 2 3 4 4 Staff Assistant 1 1 2 1 Admin. Services Manager 1 1 1 1 TOTAL 5 6 8 7 Public Works - Fleet and Equipment Management Services DESCRIPTION OF SERVICES The Fleet and Equipment Management Division manages all aspects of maintenance and operations for assigned fleet vehicles and equipment for the City of Goodyear. Provides priority service to Public Safety vehicles (Police and Fire). This includes all regulatory compliance with Fleet operations, fueling, emissions, safety, and maintenance. 160 FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget Personnel Services $566,146 $624,533 $602,922 $602,922 $584,562 Contractual Services $486,764 $341,079 $69,500 $409,026 $86,906 Commodities $874,760 $702,009 $425,106 $686,636 $407,700 $1,927,670 $1,667,621 $1,097,528 $1,698,584 $1,079,168 TOTAL ST 1 GOAL AND OBJECTIVE GOAL: Provide timely and effective customer service. OBJECTIVE: Assure vehicle availability. PERFORMANCE INDICATORS FY 09 Description FY 10 Target Estimate FY 11 Target Target Actual Public Safety vehicle availability - - 90% 92% 90% Non-Public Safety vehicle availability - - 80% 85% 80% ND 2 GOAL AND OBJECTIVE GOAL: Develop an enhanced awareness of fiscal expenditures and cost of service. OBJECTIVE: Maximize time engaged in fleet maintenance activities. PERFORMANCE INDICATORS Description Time spent on fleet-maintenance related activities FY 09 Target Actual Target - - 75% 161 FY 10 Estimate 77% FY 11 Target 75% RD 3 GOAL AND OBJECTIVE GOAL: Effectively communicate as a department. OBJECTIVE: Provide timely reports and billing information. PERFORMANCE INDICATORS FY 09 Description Use reports and billing information completed within 10 days of period closure Target Actual - - FY 10 Target Estimate FY 11 Target 100% 100% 95% AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Service Advisor 1 1 1 1 Mechanic 1 - - - Mechanic II - 1 - 1 Mechanic III 3 3 3 2 Deputy Public Works Director - - - 1 Mechanic Foreman 1 1 1 1 Fleet Management Superintendent - - 1 1 TOTAL 6 6 6 7 Public Works - Facilities Services DESCRIPTION OF SERVICES The Facilities Services 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 and sets up meeting rooms and provide support for special events. 162 FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual Personnel Services Contractual Services FY 10 Budget FY 10 Estimates FY 11 Budget $514,292 $472,856 $488,038 $488,037 $464,258 $1,969,445 $2,135,309 $2,199,778 $2,200,470 $2,201,279 $62,353 $34,530 $41,400 $41,420 $39,900 $2,546,090 $2,642,695 $2,729,216 $2,729,927 $2,705,437 Commodities TOTAL FY 09 Actual ST GOAL: 1 GOAL AND OBJECTIVE Provide timely and effective customer service. OBJECTIVE: Complete and document facilities work orders. PERFORMANCE INDICATORS FY 09 Description FY 10 Target Estimate FY 11 Target Target Actual Work orders submitted through FM1 system - - 100% 83% 100% Assigned work orders completed within 5 calendar days - - - - 86% ND 2 GOAL AND OBJECTIVE GOAL: Identify and formalize our service delivery processes. OBJECTIVE: Ensure all building backflow devices are certified annually and maintain program documentation. 163 PERFORMANCE INDICATORS FY 09 Description Backflow certification compliance rate Target Actual - - FY 10 Target Estimate FY 11 Target 100% 100% 100% AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Interim Facility Management Superintendent - - 1 1 Facilities Maintenance Worker III 2 2 2 1 Facilities Maintenance Worker II 2 3 1 3 Facilities Maintenance Worker 1 - 3 2 Deputy Public Works Director - - 1 - Facilities Maintenance Foreman 1 1 1 - Facilities Maintenance Supervisor 1 - - - Facility Maintenance Superintendent - 1 - - TOTAL 7 7 9 7 Public Works - Highway Streets DESCRIPTION OF SERVICES The Streets Division maintains the paved and unpaved roads within the City limits. Street preservation includes various levels of maintenance from crack sealing, fog sealing, and micro sealing 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 on a three-week rotation. FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual Personnel Services Contractual Services Commodities TOTAL - FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget $2,882 $869,066 $869,066 $763,207 $524,287 $2,002,413 $1,020,450 $1,020,450 $1,020,450 $16,734 $16,797 $21,300 $21,300 $18,300 $541,021 $2,022,092 $1,910,816 $1,910,816 $1,801,957 164 ST 1 GOAL AND OBJECTIVE GOAL: Develop an enhanced awareness of fiscal expenditures and cost of service. OBJECTIVE: Inspect and maintain unpaved roads. PERFORMANCE INDICATORS FY 09 Description FY 10 Target Estimate FY 11 Target Target Actual Maintenance cost per unpaved lane mile - - <$2,500 $2,500 <$2,500 Number of times unpaved roads are graded annually - - - - 4 ND 2 GOAL AND OBJECTIVE GOAL: Develop an enhanced awareness of fiscal expenditures and cost of service. OBJECTIVE: Inspect and maintain paved roads. PERFORMANCE INDICATORS FY 09 Description FY 10 Target Estimate FY 11 Target Target Actual Maintenance cost per paved lane mile - - <$4,200 In development <$4,200 Inspect miles of paved roads annually - - - - 100% Average Pavement Management Index (PMI) - - - - 70 RD 3 GOAL AND OBJECTIVE GOAL: Provide timely and effective customer service. OBJECTIVE: Complete all sweeping routes monthly. 165 PERFORMANCE INDICATORS FY 09 Description Lane miles swept per day per operator Target Actual - - FY 10 Target Estimate 35 35 FY 11 Target 35 AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Streets & Traffic Superintendent 1 1 1 1 Streets Maintenance Worker II 3 3 1 3 Street Maintenance Worker III 1 1 1 1 Streets & Traffic Supervisor - - - 1 Street Maintenance Foreman 1 1 1 1 Equipment Operator 3 3 3 3 Street Maintenance Worker 1 1 4 - TOTAL 10 10 11 10 Public Works - Sweeper Operations DESCRIPTION OF SERVICES The Division maintains roads by performing street sweeping operations on a three-week rotation. FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget Personnel Services - - - - - Contractual Services $17,117 $21,330 - $27,400 $27,500 $5,117 $2,140 - $2,750 $2,400 $22,234 $23,470 - $30,150 $29,900 Commodities TOTAL 166 Public Works - Traffic Signals DESCRIPTION OF SERVICES The Traffic Signals Division provides safe and efficient movement of people and goods; plans and maintains the City's traffic infrastructure, manages sign installation and replacement, and coordinates with schools to improve transportation safety. The division sets up and times traffic signals and maintains fiber optic intersection cameras. FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget - - - - - Personnel Services Contractual Services Commodities TOTAL $1,363,630 $1,430,963 - $1,289,842 $976,830 $33,203 $ 46,825 - $38,900 $20,100 $1,396,833 $1,477,788 - $1,328,742 $996,930 ST 1 GOAL AND OBJECTIVE GOAL: Provide timely and effective customer service. OBJECTIVE: Maintain ongoing traffic flow for safe and efficient operation. PERFORMANCE INDICATORS Description FY 09 FY 10 Target Estimate FY 11 Target Target Actual Calls for signal service responded to within 24 hours of notification - - - - 100% Activated traffic signal equipment functioning properly - - - - 95% City of Goodyear, Arizona Annual Budget 2010-2011 167 ND 2 GOAL AND OBJECTIVE GOAL: Develop an enhanced awareness of fiscal expenditures and cost of service. OBJECTIVE: Maximize time engaged in signal maintenance management. PERFORMANCE INDICATORS Description Time spent on signal-maintenance management FY 09 Target Actual Target - - - FY 10 Estimate - FY 11 Target 75% AUTHORIZED PERSONNEL FY 08 FY 09 FY 10 FY 11 Traffic Operations Worker II 1 1 1 1 Signal Technician I 1 - 2 - Signal Technician II - - - 2 Signal Technician III 1 2 1 1 City Traffic Engineer* 1 1 1 - Assistant City Traffic Engineer* 1 1 1 - Signal Foreman 1 1 1 - TOTAL 6 6 7 4 Position *City Traffic Engineer and Assistant City Traffic Engineer have been transferred to Engineering City of Goodyear, Arizona Annual Budget 2010-2011 168 Public Works - Sanitation Services DESCRIPTION OF SERVICES The Sanitation Services Division performs the essential tasks of bulk collections, mandated sanitary inspections, enhanced recycling through public education and oversight of the contracted residential container refuse/recycling collections. The division also oversees the City's graffiti abatement program in conjunction with guidelines set forth by City Council. The division prepares semi-annual reports for Maricopa County on the residential collection permit. The division also coordinates special events such as the annual Household Hazardous Waste collection event. FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual Personnel Services Contractual Services Commodities TOTAL FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget $861,056 $901,160 $713,858 $697,458 $712,371 $3,720,393 $3,896,723 $3,755,249 $3,460,719 $3,807,499 $128,639 $130,914 $42,600 $87,990 $40,350 $4,710,088 $4,928,797 $4,511,707 $4,246,167 $4,560,220 ST 1 GOAL AND OBJECTIVE GOAL: Provide timely and effective customer service. OBJECTIVE: Timely and convenient disposal of solid waste. PERFORMANCE INDICATORS Description FY 09 FY 10 Target Estimate FY 11 Target Target Actual Average total tons collected per account annually - - <1 ton .58 tons < .75 Average tons of recycling collected per account annually - - < .3 .22 < .3 Diversion rate - - 25% 24.6% 25% Return calls for recycling/bulk/refuse service - - <0.6% <0.5% <0.6% City of Goodyear, Arizona Annual Budget 2010-2011 169 ND 2 GOAL AND OBJECTIVE GOAL: Provide timely and effective customer service. OBJECTIVE: Provide graffiti abatement on public property. PERFORMANCE INDICATORS Description Remove graffiti within 24 hours of notification FY 09 Target Actual Target - - - FY 10 Estimate - FY 11 Target 100% AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Sanitation Superintendent 1 1 - 1 Sanitation Foreman 1 1 1 1 Sanitation Inspector 1 1 1 1 Recycling Coordinator 1 1 1 - Sanitation Worker - 1 - - Sanitation Worker II 8 8 6 6 Sanitation Worker III - 2 1 1 12 15 10 10 TOTAL City of Goodyear, Arizona Annual Budget 2010-2011 170 Public Works - Wastewater Services DESCRIPTION OF SERVICES The Wastewater Services Division is made up of the Collections, Reclamation and Environmental Quality sections. The essential task of the division is to collect and convey domestic and commercial wastewater to one of the three water reclamation facilities for treatment. The complex biological and chemical treatment process produces a Class A+ effluent that is suitable for landscape irrigation, recharge to groundwater, or for construction uses such as dust control. The validation of the treatment process and compliance with state and federal permit requirements is the responsibility of the Environmental Quality section of the division. FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget Personnel Services $(9,010) $150,664 $178,376 $178,376 $105,904 Contractual Services $71,728 $70,827 $89,000 $15,000 $89,000 Commodities $42,848 $7,442 - - - $105,566 $228,933 TOTAL ST 1 $267,376 $193,376 $194,904 GOAL AND OBJECTIVE GOAL: Effectively manage water and wastewater resources OBJECTIVE: Expand reclaimed water distribution system and its use by customers PERFORMANCE INDICATORS Description New reclaimed water customer accounts FY 09 Target Actual - - 171 FY 10 Target Estimate - - FY 11 Target 10 AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Wastewater Services Superintendent - - - 1 Deputy Water Resources Director 1 1 1 - TOTAL 1 1 1 1 172 Public Works - Wastewater Services Collection Systems DESCRIPTION OF SERVICES The Wastewater Services Division ensures environmentally sensitive wastewater collection, treatment, and reuse. Wastewater is treated to a level that can be safely recharged (allowed to percolate down into the water table). Cleaned recharged water has the potential to improve the groundwater quality. The treated effluent (reused wastewater that has been cleaned to a level just under drinking quality) can also be used for industrial and turf-related uses. The division maintains sewer lines and pump stations. FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget Personnel Services $557,758 $410,649 $419,836 $419,837 $320,760 Contractual Services $317,263 $125,463 $172,000 $148,050 $171,000 $42,936 $19,270 $40,000 $ 32,120 $41,000 $917,957 $555,382 $631,836 $600,007 $532,760 Commodities TOTAL ST 1 GOAL AND OBJECTIVE GOAL: Effectively manage water and wastewater resources OBJECTIVE: Maintain wastewater collection system PERFORMANCE INDICATORS Description FY 09 FY 10 Estimate FY 11 Target Target Actual Target Sanitary sewer overflows per year - - 0 0 0 Hot spots cleaned quarterly - - 3 5 3 System miles cleaned annually - - - - 20% Sewer miles smoke tested annually - - 0 0 5 Sewer lift stations inspected annually - - - 100% 100% Pumps maintained to reduce additional repair/replacement cost - - 100% 100% 100% 173 AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Maintenance Mechanic - - - 1 Operations Supervisor - - 1 - Utility Technician - - - 1 Utility Technician II - - 1 2 Sr. Utility Technician - - 1 - TOTAL - - 3 4 174 Public Works - Corgett WRF DESCRIPTION OF SERVICES This section is responsible for treating wastewater for the southern planning area (south of the Gila River) , including maintenance and repair of the City's treatment plant equipment. FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 FY 09 FY 10 FY 10 Actual Actual Budget Estimates - Personnel Services Contractual Services Commodities TOTAL FY 11 Budget $1,395 $179,770 $179,770 $195,715 $146,262 $178,913 $161,500 $143,100 $161,500 $1,990 $1,809 $1,500 $1,500 $1,500 $148,252 $182,117 $342,770 $324,370 $358,715 ST 1 GOAL AND OBJECTIVE GOAL: Effectively manage water and wastewater resources OBJECTIVE: Provide consistent Class B+ effluent that meets all ADEQ regulatory requirements and reuse quality. Maintain proper process control and effective chlorine residual for total fecal destruction. PERFORMANCE INDICATORS Description Compliance with EPA, ADEQ, Maricopa County, and local standards FY 09 Target Actual Target - - 100% FY 10 Estimate 100% FY 11 Target 100% AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Utility Technician - - 1 - Utility Technician II - - 1 2 Sr. Utility Technician - - 1 - Maintenance Mechanic III - - - 1 TOTAL - - 3 3 175 Public Works - Goodyear WRF DESCRIPTION OF SERVICES This section is responsible for treating wastewater for those in the Goodyear Water Reclamation Facility area (south of Interstate 10, north of the Gila River, east of Perryville Road, and west of Dysart Road). This includes maintenance and repair of the City's treatment plant equipment. FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget Personnel Services $816,244 $859,811 $515,859 $515,858 $577,860 Contractual Services $731,144 $688,227 $654,500 $659,300 $652,000 Commodities $261,182 $205,813 $191,000 $184,800 $193,500 $1,808,570 $1,753,851 $1,361,359 $1,359,958 $1,423,360 TOTAL ST 1 GOAL AND OBJECTIVE GOAL: Effectively manage water and wastewater resources. OBJECTIVE: Provide consistent Class A+ effluent that meets all ADEQ regulatory requirements. Maintain proper process control and effective chlorine residual for total fecal destruction. PERFORMANCE INDICATORS Description Compliance with EPA, ADEQ, Maricopa County, and local standards FY 09 Target Actual Target - - 100% 176 FY 10 Estimate 99% FY 11 Target 98% ND 2 GOAL AND OBJECTIVE GOAL: Effectively manage water and wastewater resources. OBJECTIVE: Produce Class B bio-solids quality and reduce disposal costs. Operate facility's two aerobic digesters/centrifuges efficiently. PERFORMANCE INDICATORS Description Polymer usage per ton FY 09 Target Actual - - FY 10 Target Estimate - - FY 11 Target <10 lbs AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Utility Technician II - - - 2 Maintenance Mechanic I - - 1 2 Utility Technician I - - 1 1 Sr. Utility Technician - - 2 1 Maintenance Mechanic II - - 1 - Maintenance Mechanic III - - 1 1 Operations Supervisor – Reclaimed - - 1 1 Environmental Compliance Officer - - 1 - TOTAL - - 8 8 177 Public Works - Rainbow Valley WRF DESCRIPTION OF SERVICES This section is responsible for treating wastewater for the southern planning area (south of the Gila River). This includes maintenance and repair of the City's treatment plant equipment. FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual Personnel Services FY 09 Actual - Contractual Services Commodities TOTAL FY 10 Budget FY 10 Estimates FY 11 Budget $1,301 $163,763 $225,569 $119,672 $182,829 $135,674 $123,350 $143,632 $123,350 $38,988 $32,974 $46,000 $25,300 $46,000 $221,817 $169,949 $333,113 $394,501 $289,022 ST 1 GOAL AND OBJECTIVE GOAL: Effectively manage water and wastewater resources. OBJECTIVE: Provide consistent Class A+ effluent that meets ADEQ regulatory requirements and meets reuse water needs in service areas. Maintain proper process controls and effective Cl2 residual for total fecal destruction. PERFORMANCE INDICATORS Description Compliance with EPA, ADEQ, Maricopa County, and local standards FY 09 Target Actual Target - - 100% 178 FY 10 Estimate 100% FY 11 Target 98% ND 2 GOAL AND OBJECTIVE GOAL: Effectively manage water and wastewater resources. OBJECTIVE: Efficiently treat, process and dispose of facility’s bio-Solids via sludge haul contractor and reduce transfer and disposal costs. Operate the facility’s two aerobic digesters/centrifuges efficiently. PERFORMANCE INDICATORS Description Polymer usage per ton FY 09 Target Actual - - FY 10 Target Estimate - - FY 11 Target <10 lbs AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Utility Technician II - - - 2 Maintenance Mechanic I - - 1 - Utility Technician I - - 1 - Sr. Utility Technician - - 2 - Maintenance Mechanic II - - 1 - Maintenance Mechanic III - - 1 - Operations Supervisor – Reclaimed - - 1 - Environmental Compliance Supervisor - - 1 1 TOTAL - - 8 3 179 Public Works - Water Services DESCRIPTION OF SERVICES The Water Services Division is made up of the Production, Distribution, Conservation and Water Resources Management sections. The essential task of the division is to manage resources in order to produce and deliver excellent water to our customers that will protect public health, support the economy, protect life and property from the threat of fire, and contribute to the overall quality of life. FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual Personnel Services Contractual Services Commodities TOTAL FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget $22,256 $ 136,434 $335,592 $335,592 $337,274 $659,810 $118,433 $388,828 $78,578 $388,828 $43,337 $56,095 $182,700 $47,680 $182,700 $725,403 $310,962 $907,120 $461,850 $908,802 ST 1 GOAL AND OBJECTIVE GOAL: Effectively manage water and wastewater resources. OBJECTIVE: Reduce consumption by highest single family customers. PERFORMANCE INDICATORS Description Reduction of total annual consumption of top 1% of single family customers FY 09 Target Actual - - 180 FY 10 Target Estimate - 11% FY 11 Target 10% ND 2 GOAL AND OBJECTIVE GOAL: Effectively manage water and wastewater resources. OBJECTIVE: Investigate water waste complaints and provide education to customers on water conservation. PERFORMANCE INDICATORS Description Educational visits made within two (2) business days of request FY 09 Target Actual - - FY 10 Target Estimate FY 11 Target 100% 100% 98% AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Deputy Water Resources Director 1 1 1 1 Water Resources Manager 1 1 1 1 Water Conservation Specialist - 1 1 1 TOTAL 2 3 3 3 181 Water Resources - Distribution DESCRIPTION OF SERVICES The Water Distribution Division is responsible for monitoring, maintaining, and repairing the City's water distribution system, to assure efficient delivery of potable water to our customers, and assure adequate pressure and flow for firefighting purposes. The division also reads water meters in support of utility billing operations. FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget Personnel Services $952,814 $1,010,814 $778,914 $781,247 $618,237 Contractual Services $240,989 $233,194 $138,902 $128,512 $138,902 Commodities $545,169 $260,581 $46,098 $165,488 $46,098 $1,738,972 $1,504,589 $963,914 $1,075,247 $803,237 TOTAL ST 1 GOAL AND OBJECTIVE GOAL: Provide quality water services OBJECTIVE: Complete all meter reads weekly per the appropriate cycle. PERFORMANCE INDICATORS Description Valid meter reads FY 09 Target Actual - - 182 FY 10 Target Estimate 99% 99% FY 11 Target 99% ND 2 GOAL AND OBJECTIVE GOAL: Provide quality water services. OBJECTIVE: Inspect and maintain fire hydrants to provide fire protection services to customers. PERFORMANCE INDICATORS FY 09 Description FY 10 Estimate FY 11 Target Target Actual Target Fire hydrants out of service at any given time - - <1% < 1% < 1% Fire hydrants operated and inspected yearly - - - - 100% RD 3 GOAL AND OBJECTIVE GOAL: Develop an enhanced awareness of fiscal expenditures and cost of service. OBJECTIVE: Measure water consumption through City water meters and ensure water meters are functioning and recording accurately. PERFORMANCE INDICATORS Description Number of business days to provide dead meter replacement after notification FY 09 Target Actual - - FY 10 Target Estimate < 20 days 30 days FY 11 Target < 20 days AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Utility Technician - - 8 1 Utility Technician II - - 1 6 Sr. Utility Technician - - 2 2 Operations Supervisor - Distribution - - 1 1 Environment Compliance Officer - - - 1 TOTAL - - 12 11 183 Public Works - Water Production DESCRIPTION OF SERVICES The Water Production Division is responsible for operating and maintaining all wells and reservoir storage. The division treats water as needed (reverse osmosis, arsenic) to provide safe drinking water for customers 24 hours a day, 365 days a year. FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual Personnel Services Contractual Services Commodities TOTAL FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget $626,769 $533,212 $537,382 $546,436 $550,904 $1,896,922 $2,246,321 $1,906,500 $1,764,850 $1,876,500 $181,780 $194,244 $172,000 $202,000 $2,705,471 $2,973,777 $2,615,882 $2,513,286 ST 1 $2,427,404 GOAL AND OBJECTIVE GOAL: Provide dependable quality water services. OBJECTIVE: Maintain a 20% water production capacity buffer above the maximum demand to provide service during peak demand and emergency fire flows and provide for growth and economic development. PERFORMANCE INDICATORS Description Water production capacity above maximum demand FY 09 Target Actual Target - - 20% 184 FY 10 Estimate 13% FY 11 Target 20% ND 2 GOAL AND OBJECTIVE GOAL: Provide quality water services. OBJECTIVE: Preserve production system infrastructure. Clean and inspect a portion of total assets annually. PERFORMANCE INDICATORS Description Storage tanks cleaned and have interior and exterior paint coating conditions inspected FY 09 Target Actual - - FY 10 Target Estimate 33% 33% FY 11 Target 33% AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Utility Technician - - 6 3 Utility Technician II - - - 2 Sr. Utility Technician - - 2 2 Operations Supervisor - - 1 1 TOTAL - - 9 8 185 Public Works - Environmental Quality DESCRIPTION OF SERVICES The Water/Environmental Quality Division is responsible for protecting and enhancing the public health and environment by ensuring safe drinking water and reducing the impact of pollutants discharged to surface and groundwater. The division is responsible for ensuring the drinking water is of the highest quality and meets EPA and governmental standards. The division facilitates the City's industrial pretreatment program, fat/oil/grease (FOG) program, and backflow program. FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual Personnel Services Contractual Services Commodities TOTAL FY 09 Actual FY 10 Budget $221,303 $226,898 $1,795 $983 $183 $235,253 ST FY 11 Budget $236,562 $700 - $227,881 1 $235,252 - - $223,098 FY 10 Estimates - - $235,253 - $235,952 $236,562 GOAL AND OBJECTIVE GOAL: Effectively manage water and wastewater resources. OBJECTIVE: Ensure public health protection through compliance monitoring and reporting requirements. PERFORMANCE INDICATORS Description Adherence to EPA and governmental standards FY 09 Target Actual Target - - 100% 186 FY 10 Estimate 100% FY 11 Target 100% ND 2 GOAL AND OBJECTIVE GOAL: Effectively manage water and wastewater resources. OBJECTIVE: Ensure all backflow devices are certified annually. PERFORMANCE INDICATORS Description Backflow certification compliance rate based on issued permits FY 09 Target Actual - - FY 10 Target Estimate FY 11 Target 100% 100% 98% AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Water Quality Technician III - - 1 1 Environment Compliance Supervisor - 1 1 1 Water Quality Technician II 1 1 1 1 TOTAL 1 2 3 3 187 Parks Mission Statement To enhance the quality of life for all through the stewardship of public land by sustaining exceptional park facilities and quality recreational programs and services.  FY 10 ACCOMPLISHMENTS • Ballpark - Successfully organized, administrated and implemented Goodyear's inaugural Two Team Spring Training Season in 2010. • Parks - Increase opportunity for private baseball tournament use of Goodyear Community and Falcon Parks through the completion of field renovations performed by Parks Division staff, thereby increasing the opportunity for additional revenues. • Recreation - Implementation of Youth Scholarship Program thereby providing access to City of Goodyear recreation programs for financially challenged youth and families.  PARKS & STADIUM FY 11 OPERATING BUDGET $7,670,048 Parks & Recreation Stadium $3,660,843* $4,009,205 * Includes Funded Reserve for Capital Maintenance Parks - Administration $2,642,419 Recreation – Aquatic Facility $430,836 Recreation Administration $935,950 188 Parks - Administration DESCRIPTION OF SERVICES Parks is responsible for parkland acquisition, park planning/design/development and the management and maintenance of all public lands including parks, right of ways, facility grounds and trees. FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual Personnel Services Contractual Services FY 10 Budget FY 10 Estimates FY 11 Budget $995,867 $1,342,688 $1,315,301 $1,315,301 $1,203,348 $1,950,608 $1,722,423 $1,244,922 $1,366,832 $1,329,521 $145,909 $150,120 $115,050 $102,250 $109,550 $3,092,384 $3,215,231 $2,675,273 $2,784,383 $2,642,419 Commodities TOTAL FY 09 Actual ST 1 GOAL AND OBJECTIVE GOAL: Upgrade, enhance and develop park facilities that supports unique neighborhood identities with strong connectivity to promote community interaction, healthy lifestyles, and enjoyment. OBJECTIVE: Manage and maintain public lands efficiently and effectively. PERFORMANCE INDICATORS FY 09 Description FY 11 Target Actual Target - - - - $10,000 - - - - $.09 Establish Cost per acre maintenance standard for existing parks Establish cost per sq foot maintenance standard for existing ROWs ND 2 FY 10 Estimate Target GOAL AND OBJECTIVE GOAL: Establish a high level of quality through the implementation of consistent standards for development, design and maintenance of park and recreation facilities that provides equity, safety and cleanliness. OBJECTIVE: Implement "green" maintenance methods for parks system to preserve natural resources and reduce costs. 189 PERFORMANCE INDICATORS FY 09 Description FY 10 Target Estimate FY 11 Target Target Actual $8000 reduction in refuse expenses through establishment of Green Waste Program - - - - 30% Implement “Smart Use Water Study” recommendations to reduce irrigation water consumption - - 5% 5% 5% RD 3 GOAL AND OBJECTIVE GOAL: Upgrade, enhance and develop park facilities that supports unique neighborhood identities with strong connectivity to promote community interaction, healthy lifestyles, and enjoyment. OBJECTIVE: Identify and implement alternative resources for management and maintenance of parks system. PERFORMANCE INDICATORS Description Work with Human Resources to increase volunteer man hours for maintenance of parks system FY 09 Target Actual - - FY 10 Target Estimate 500 500 FY11 Target 700 AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Parks & Recreation Director - 1 1 1 Parks Foreman 1 1 1 1 Parks Worker I 4 - 5 5 Parks Worker II 9 6 7 5 Parks Worker III 7 8 8 6 TOTAL 21 16 22 18 190 Stadium DESCRIPTION OF SERVICES The Stadium Division is responsible for the business operations and maintenance of the Goodyear Ballpark and Recreational Complex. The 108 acre site is the Year Round Player Development Home of the Cincinnati Reds and Cleveland Indians and 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. FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual Personnel Services FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget $172,630 $954,696 $2,039,437 $2,039,437 $1,878,970 $30,970 $1,014,012 $1,265,577 $1,227,145 $1,207,040 Commodities $515,863 $552,638 $338,000 $317,433 $324,833 TOTAL $719,463 $2,521,346 $3,643,014 $3,584,015 $3,410,843 Contractual Services ST 1 GOAL AND OBJECTIVE GOAL: Increase Spring Training attendance. OBJECTIVE: Implement a competitive marketing and promotional campaign focused on capturing both local and out of area attendees. PERFORMANCE INDICATORS Description FY 09 FY 10 Estimate FY 11 Target Target Actual Target Increase total attendance at Spring training games to achieve 150,000 - - - - 17% Increase attendance of people who reside outside of Maricopa County to achieve 75,000 - - 55% 40% 50% Number of tickets sold through promotions - - - - 10,000 191 ND 2 GOAL AND OBJECTIVE GOAL: Maximize Spring Training / Non-Spring revenue opportunities. OBJECTIVE: Achieve budgeted revenue goals. PERFORMANCE INDICATORS FY 09 Description FY 10 Target Estimate FY 11 Target Target Actual Increase spring training revenue to achieve a target of $1.5M - - - - 36% Increase non-spring training Revenue to achieve a target of $250,000 - - - - 32% Increase sponsorship revenue to achieve a target of $400,000 - - - - 23% RD 3 GOAL AND OBJECTIVE GOAL: Operate and maintain facility according to Major League Baseball standards. OBJECTIVE: Manage and operate effeciently and effectively, while delivering the highest quality services. PERFORMANCE INDICATORS Description FY 09 FY 10 Estimate FY 11 Target Target Actual Target Utilize volunteer hours to reduce costs - - 8,000 10,000 10,000 hrs Utilize reclaimed water sources to reduce costs - - 50% 50% 60% Overall fan experience ratings (on scale of 1-5 with 5 being best possible rating) - - - - 4.5 192 AUTHORIZED PERSONNEL FY 08 FY 09 FY 10 FY 11 Stadium Manager 1 - 1 1 Stadium Coordinator - - 3 3 Ballpark Coordinator- Bus. Development - - 1 1 Ballpark Coordinator - Ticket Operations - - 1 1 Administrative Assistant - - 1 1 Grounds Equipment Mechanic - - 1 1 Groundskeeper I - - 1 1 Groundskeeper II - - 3 3 Groundskeeper III - - 2 2 Parks Worker I 2 6 9 9 Parks Worker II 2 8 1 1 Ball Park Foreman 1 1 1 - TOTAL 6 15 25 24 Position 193 Recreation - Aquatics Division DESCRIPTION OF SERVICES The Aquatics Division teaches critical life skills through Learn to Swim programs as well as competitive swimming programs. Additionally, the division provides open swim, group outing and private rental opportunities to the community while operating and maintaining a clean, safe swimming environment. FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual Personnel Services FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget $192,908 $132,309 $165,489 $165,489 $165,909 Contractual Services $12,282 $18,894 $15,370 $15,925 $223,620 Commodities $37,493 $31,754 $47,557 $37,880 $41,307 $242,683 $182,957 $228,416 $219,294 $430,836 TOTAL ST 1 GOAL AND OBJECTIVE GOAL: To provide citizens with a diverse and comprehensive learn to swim program. OBJECTIVE: To teach water safety education through swim lessons, swim teams, dive teams and certification and training programs to all age groups with primary focus on children. PERFORMANCE INDICATORS Description FY 09 FY 10 Estimate FY 11 Target Target Actual Target Overall enrollment success rate on swimming classes - - 90% 90% 90% Annual swimming lesson attendance - - 90% 90% 90% Overall customer experience ratings - - - - 4.0 194 ND 2 GOAL AND OBJECTIVE GOAL: Provide citizens with clean and safe aquatic facilities. OBJECTIVE: Reduce number of lifeguard rescues through proper "preventative" lifeguarding policy and procedures. PERFORMANCE INDICATORS FY 09 Description Target Actual - - Reduce number of lifeguard rescues RD 3 FY 10 Target Estimate - FY 11 Target 15 12 GOAL AND OBJECTIVE GOAL: To develop user fees in association with Department Cost Recovery Policy. OBJECTIVE: To increase user fee revenue generated by the Aquatics Division PERFORMANCE INDICATORS Description Recover a percentage of expenses through user fees for programs and services FY 09 Target Actual Target - - - FY 11 Estimate - Target 30% AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Recreation and Aquatics Coordinator - - 1 1 TOTAL - - 1 1 195 Recreation – Sports and Enrichment Programs/Services DESCRIPTION OF SERVICES The Recreation Division enhances the quality of life of Goodyear residents by providing numerous programs and services, inlcluding but not limited to, youth, adult and senior sports programs, enrichment programs, facility rentals, and special events. FISCAL YEAR SUMMARY OF EXPENDITURES FY 08 Actual FY 09 Actual FY 10 Budget FY 10 Estimates FY 11 Budget Personnel Services $527,101 $598,781 $588,049 $583,050 $598,922 Contractual Services $158,928 $163,736 $ 131,476 $128,731 $243,968 Commodities $262,188 $231,759 $220,553 $181,600 $93,060 TOTAL $948,217 $994,276 $940,078 $893,381 $935,950 ST 1 GOAL AND OBJECTIVE GOAL: To develop user fees in association with Department Cost Recovery Policy. OBJECTIVE: To increase user fee revenue generated by the Recreation Division PERFORMANCE INDICATORS Description FY 09 FY 10 Target Estimate FY 11 Target Target Actual Recover a percentage of expenses through user fees for programs and services - - - - 30% Generate alternative Sources of Revenue (sponsorships) to aid in meeting cost recovery percentage - - - - $15,000 196 ND 2 GOAL AND OBJECTIVE GOAL: Increase the number of partcipants in CURRENT Parks and Recreation programs, thereby enhancing the opportunities for physical activity levels and life skill development. OBJECTIVE: Participation in programs PERFORMANCE INDICATORS FY 09 Description FY 10 Target Estimate FY 11 Target Target Actual Increase participation in youth programs - - > 5% 10% 5% Overall customer experience ratings - - - - 4.0 Increase participation in adult art programs - - - - 5% RD 3 GOAL AND OBJECTIVE GOAL: Maximize resources through equitable partnerships to leverage facilities and open development opportunities and achieve efficient and effective operations. OBJECTIVE: Increase out of school programs in partnership with schools. PERFORMANCE INDICATORS Description FY 09 FY 10 Estimate FY 11 Target Target Actual Target Increase Enrollment - participation numbers - - - - 25% Overall customer experience ratings - - - - 4.0 Increase participation in Arts Interact program - - - - 5% 197 AUTHORIZED PERSONNEL Position FY 08 FY 09 FY 10 FY 11 Recreation and Aquatics Coordinator 3 3 3 1 Parks Superintendent - 1 1 1 Recreation & Aquatics Programmer 1 1 1 1 Public Arts Specialist - - 1 1 Administrative Assistant - - 1 1 TOTAL 4 5 7 5 198 CAPITAL IMPROVEMENT PROGRAM SUMMARY Despite grappling with the local impact of the global financial crisis, the City of Goodyear remains committed to our long term vision for a sustainable and vibrant future. With the shrinking of the local and national economy, funding becomes more and more challenging. The Capital Improvement Program (CIP) is the blueprint for investing in the vital infrastructure needed to protect and achieve that future vision. The CIP was created to address the demands of supporting future infrastructure needs. Each year, the City invests significant time and resources to design, construct, repair and replace Goodyear’s facilities and infrastructure. Achieving Goodyear’s vision for a sustainable community requires the investment of tens of millions of dollars. The CIP outlines the City’s plan for achieving the goals, objectives and service delivery levels desired by the Mayor and Council. The purpose of this plan is to forecast and match projected revenues and major capital needs over a five-year period. Capital planning is an important management tool that strengthens the linkages between community infrastructure needs and the financial capacity of the City. WHAT IS A CAPITAL IMPROVEMENT PROGRAM? The City defines capital improvement projects as one-time projects, not maintenance related, having assets of significant value, generally over $50,000, with an expected useful life of at least five years. The CIP is updated annually to ensure that it addresses new and changing priorities within the City. The CIP is a plan. As such, projects are subject to change based on new or shifting service needs, special financing opportunities, emergency needs, or other directives established by the Mayor and Council. Because priorities can change, projects included in outward planning years are not guaranteed for funding. Capital improvement projects may consist of street projects, fire and police stations, water and wastewater treatment plants, parks, recreation facilities, land beautification projects and major equipment purchases. The City expends a great deal of effort reviewing and updating this plan to ensure not only that critical needs are being met, but also that the cost, scope and timing of all of these projects are coordinated. The effective use of the CIP process provides for considerable advance project identification, planning, evaluation, scope definition, design, public discussion, cost estimating, and financial planning. CIP projects are designed to prevent the deterioration of the city’s existing infrastructure and respond to and anticipate the future growth of the city. For Fiscal Year 2011, budgeted capital projects total $ 25,254,788. The program takes into consideration all known capital improvement needs and ties potential revenue sources to those needs. Fund # 001 122 430 126 125 124 123 128 417 416 425 427 313 151 Fund Type General Fund General Gov't Impact Fees Water Revenue Bonds Transportation Impact Fees Police Impact Fees Fire Impact Fees Public Works Impact Fees Reg. Transportation Impact Fees Water Resources Impact Fees Water Impact Fees Sewer Impact Fees Reclaimed Water Impact Fees MAG Grant CDBG Grant $ $ $ $ $ $ $ $ $ $ $ $ $ $ Total - All Revenues $ 25,254,788 199 FY 10-11 5,130,699 825,000 2,000,000 350,000 5,807,460 1,950,000 1,783,700 59,301 1,950,000 1,593,572 1,520,657 1,377,370 650,000 257,029 FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM (CIP) In order to meet the future needs of the community, it is necessary to plan for capital improvements far in advance. The City of Goodyear accomplishes this by preparing a rolling five-year plan. The plan is dynamic and evolves from year to year as we strive to meet the future needs of the City. In preparing the 2011-2015 CIP, projects in the five-year plan have been prioritized based on an analysis of our existing infrastructure inventory, forecast for future service demand and affordability forecasts. Revenues for the CIP are generated from voter-authorized bonds, development impact fees, grants or user fees from municipal utilities. Summaries of projected CIP revenue sources and expenditures by type are provided below. FIVE YEAR PLAN Fund Type General Fund General Gov't Impact Fees Public Works Impact Fees Fire Impact Fees Water Revenue Bonds Transportation Impact Fees Reginal Transportation CDBG Grant MAG Grant Police Impact Fees Water Resources Impact Fees Water Impact Fees Sewer Impact Fees Reclaimed Water Impact Fees FY10-11 5,130,699 825,000 1,783,700 1,950,000 2,000,000 350,000 59,301 257,029 650,000 5,807,460 1,950,000 1,593,572 1,520,657 1,377,370 FY11-12 $ 2,730,000 $ $ $ $ $ 181,050 $ $ $ $ $ 1,870,000 $ 1,000,000 $ 1,720,366 $ 424,214 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 25,254,788 $ 7,925,630 $ 10,900,673 $ $ $ $ $ $ $ $ $ $ $ $ $ $ FY12-13 2,906,627 2,469,986 1,850,000 1,380,311 1,816,491 477,258 $ $ $ $ $ $ $ $ $ $ $ $ $ $ FY13-14 2,148,278 1,072,174 1,800,000 3,111,183 2,658,663 727,043 $ 11,517,341 FY14-15 3,173,093 2,466,072 1,800,000 4,522,436 4,672,025 994,814 TOTAL $ 16,088,697 $ 825,000 $ 1,783,700 $ 1,950,000 $ 2,000,000 $ 6,539,282 $ 59,301 $ 257,029 $ 650,000 $ 5,807,460 $ 9,270,000 $ 11,607,502 $ 12,388,202 $ 4,000,699 $ 17,628,440 $ 73,226,872 $ $ $ $ $ $ $ $ $ $ $ $ $ $ FINANCING THE CAPITAL IMPROVEMENT PROGRAM Funding for capital improvement projects comes from multiple sources. Significant funding is generated through local taxes, user fees, development impact fees, and intergovernmental grants. The availability of these funds is dependent upon the accuracy of economic projections. When economic growth slows, the amount of revenue available for capital improvements is then reduced. As a result, City staff regularly undertakes extensive analysis on construction activity, retail sales figures, state revenues, changes in real estate assessed value, and the overall impact to the Valley. 200 Projects included in the CIP will form the basis for appropriations in the FY11 budget. The first year of the plan is the only year appropriated by the City Council. The remaining four years are for planning purposes and funding is not guaranteed to occur in the year planned. The final decision to fund a project is made by the Council. The City’s capital improvement program has a direct effect on the operating budget. All newly completed projects must be maintained and if bonds were sold to finance the construction, annual debt service payments are required. The City adopted a policy whereby the combined property tax rate should not exceed $1.60. This is a combined rate that includes a primary rate and a secondary rate. The primary rate supports the operating budget and the secondary rate can only be used for debt service. In addition, to operation, maintenance, and debt service, the capital improvement program includes pay-as-you-go projects and grant matches that come directly from the operating budget. SOURCES OF FUNDING FOR CIP Operating Fund Revenues – Most revenues not earmarked for specific uses are collected in the City’s General Fund. This fund is used to support vital government operations. Each year, the City identifies any one-time, non-recurring revenues from this fund that may be used to support capital needs. General Obligations Bonds – General Obligation (G.O.) Bonds require voter approval and finance a variety of public capital projects. These bonds are a common method to raise revenues for large-scale city projects. Revenue Bonds – Revenue bonds can be issued for utility and street operations to support major capital improvements. These bonds are not secured by general taxing authority. Backing comes from specific revenues earmarked for their operations. Bond proceeds to support large water and wastewater utility projects are repaid from utility rate revenue. The City can also use Highway User Revenue Fund (HURF), gas tax revenue allocation, to pay the debt service on street revenue bonds. As with G.O. bonds, revenue bond funded projects can only be done after voter approval through a citywide bond referendum. Grants – Grant funding is a contribution from one government unit or funding source to another. The contribution is usually made to support a specified program, but may be for more general purposes. Development Impact Fees – Development Impact Fees were adopted by the City Council beginning in 1986 which require new development to pay its proportionate share of the costs associated with providing the necessary public infrastructure. These fees provide capital revenues which are needed to meet the necessary service demands placed on the City by new development. The City currently has twelve fee categories. Fee categories include:  General Government – Components for the City Center project, Justice Center, General Government vehicles, Municipal Court vehicles, Information Technology projects, and the development fee study.  Public Works – Components for the Public Works corporate yard, vehicles and equipment, and the development fee study.  Arterial Streets – Components for the arterial street improvements, traffic signals, support vehicles and equipment, and the development fee study.  Regional Transportation – Components for the Cotton Lane Bridge project over the Gila River.  Police – Components for the administration facility, police stations, training facility, vehicles, communications equipment, and the development fee study.  Fire – Components for the administration facility, fire stations, training facility, apparatus and equipment, and the development fee study. 201  Parks and Recreation – Components for community parks, recreation facilities, support vehicles and equipment, and the development fee study.  Libraries – Components for library facilities and the development fee study.  Reclaimed Water – Components for reclaimed water development projects and the development fee study.  Wastewater – Components for treatment projects, collection projects, support vehicle and equipment, and the development fee study.  Water Development – Components for water development projects, support facilities, support vehicles and equipment, and the development fee study.  Water Resources – Components for water resource projects and the development fee study. Developer Contributions – Developers may provide the City with cash or certain assets or services as part of obtaining a right to develop land. Contributions are collected to ensure that infrastructure and community facilities support the needs of our growing community. Improvement District Funds – Improvement Districts are formed by a group of property owners to share in the cost of infrastructure improvements to their property. Bonds are issued to finance these improvements, which are repaid by assessments on affected properties. Improvement District debt is paid for by a special assessment made against affected properties to defray all or part of the cost of a specific capital improvement or service deemed to benefit primarily those properties. Community Facilities Districts – (CFDs) provide a funding mechanism to finance construction, operation, and maintenance of public infrastructure within the boundaries of the community facilities district, and to better enable the City to provide municipal services within the boundaries of the district. The Council has established policy guidelines and application procedures on establishment of CFD’s. The City currently has ten CFDs. CIP REVIEW A CIP Review Committee was established in November, 2006 as part of an annual process for developing and implementing a capital improvement plan. This Committee consists of the CIP Administrator, Deputy City Manager, Budget Manager, Public Works Director, Engineering Director, and IT Manager. The committee is responsible for reviewing and prioritizing capital project requests and creating the draft capital budget and five year capital improvement plan. The five-year capital improvement plan is presented to the Mayor and Council annually for adoption. The capital planning process not only provides an orderly and routine method of proposing the planning and financing of capital improvements, but the process also makes capital expenditures more responsive to community needs by informing and involving the public. By prioritizing projects according to criteria that are grounded in the City’s mission and plans, the CIP process also creates a more understandable and defensible investment decision making process, improves linkages between capital investments, and the City’s long-term vision and goals, and builds citizen confidence by making more efficient use of City resources. Existing projects are reviewed annually. This process also monitors the progress and financial information to identify project status and completion. Determining how and when to schedule projects is a complicated process. It must take into account all of the variables that affect the City’s ability to generate the funds to pay for these projects without jeopardizing its ability to provide routine, ongoing services and one-time or emergency services when needed. 202 FY 11 CAPITAL IMPROVEMENT PROGRAM Wastewater Projects, $1,520,657 Reclaimed Water Projects, $1,377,370 Arts Projects, $79,000 Facility Projects, $5,641,160 Water Projects, $5,464,572 Street Projects, $3,915,000 Parks Projects, $257,029 Technology Projects, $1,500,000 Public Safety, $5,500,000 TOTAL $25,254,788 Schedule 9 - FY10-11 CIP Projects Arts Projects AT0701 430-4310-500-7231 Art Projects Water FY2011 Bonds $79,000 Total Art Projects: $79,000 Facility Projects FA1101 125-3430-500-7230 FA1102 123-3430-500-7230 123-3430-500-2115 FA0301 123-3430-500-7230 Police/Fire 911 Facility Police Impact Fees Public Works Corp.Yard Infra.Design And Construction Public Works Impact Fees, Construction Public Works Impact Fees, Design Public Works Corporate Yard And Truck Wash Public Works Impact Fees Total Facility Projects: $3,857,460 $883,700 $150,000 $750,000 $5,641,160 Street Projects ST0603 001-3430-500-7125 ST0602 001-3430-500-7330 ST1101 126-3430-500-7345 313-3430-500-7345 ST01102 128-1630-500-7540 001-1630-500-7340 SR303 ROW General Fund MC85 Estrella Parkway to Cotton Lane General Fund Traffic Signal System Including ITS Arterial Streets Development Impact Fees MAG Cotton Lane Bridge Repayment Agreement Regional Transportation Development Fees General Fund Total Street Projects: 203 $2,000,000 $165,000 $350,000 $650,000 $59,301 $690,699 $3,915,000 Technology Projects TC1101 122-1710-500-7440 001-1710-500-7440 New City Wide Telephone System Gen. Gov. Development Fees General Fund $825,000 $675.000 Total Technology Projects: $1,500,000 Public Safety TC0401 125-2110-500-7440 124-2110-500-7440 001-2110-500-7440 Police Radio, 800Mhz/RWC Police Development Fees Fire Development Fees General Fund $1,950,000 $1,950,000 $1,600,000 Total Public Safety Projects: $5,500,000 Parks Projects PK1101 151-3430-500-7230 Park Restoration Project CDBG Grant $257,029 Total Park Projects: $257,029 Water Projects WA0510 417-5110-500-7540 WA0701 417-5110-500-7540 WA0522 430-5110-500-7230 416-5110-500-7230 CAP M-1 Chargers (10,742 AC/FT) Water Resources Impact Fees Gila River Indian Lease Agreement (7,000 AC/FT) Water Resources Impact Fees Adaman Water Interconnect Water FY2011 Bonds Water Development Fees Total Water Projects: $200,000 $1,750,000 $1,921,000 $1,593,572 $5,464,572 Wastewater Projects WW0403 425-5210-500-7240 WW0511 425-5210-500-7240 WW1101 425-5210-500-7240 GWRF Capacity Expansion Sewer Impact Fees Upgrade Lift Stations In Collection System Sewer Impact Fees Corgett Capacity Expansion Sewer Impact Fees Total Wastewater Projects: Reclaimed Water Projects WR1001 427-4010-500-7240 Reclaimed System Expansion Reclaimed Water Impact Fees Total Reclaimed Water Projects: TOTAL CIP PROJECTS 204 $1,000,000 $200,000 $320,657 $1,520,657 $1,377,370 $1,377,370 $25,254,788 The CIP brings together needs identified through several capital processes. Master plans, citizen’s requests, safety needs, planned rehabilitation cycles and repair and maintenance schedules are projects that are proposed for funding. The City of Goodyear has implemented several different types of plans to meet the needs of the Community at large. These plans are a vital part in planning for future generations. The following are plans that the City has incorporated to meet those needs. Goodyear General Plan The Goodyear General Plan is mandated by Arizona Revised Statues to be updated at least every ten years. However, continued growth and development pressures may cause the City to revisit the plan more frequently to re-examine policies and implementation procedures. In the interim, major and minor general plan amendments are permitted to maintain viability of the General Plan document as the City’s long-range planning tool. Phoenix-Goodyear Airport Master Plan The Phoenix-Goodyear Airport Master Plan was undertaken to evaluate the airport’s capabilities and role, to forecast future aviation demand, and to plan for the timely development of new expanded facilities that may be required to meet that demand. The ultimate goal of the plan is to provide systematic guidelines for the airport’s overall maintenance, development, and operation that will satisfy aviation demands and be wholly compatible with the environment. Parks, Trails and Open Spaces Master Plan The purpose of the City’s Parks, Trails, and Open Spaces Master Plan is to guide the development and preservation of all the parks, trails, and open spaces through the community. The Plan provides the framework within each new development, rather than merely considering them as afterthoughts of the development process. The citizens of Goodyear and surrounding communities will benefit through the use of the athletic facilities, open spaces, and recreational opportunities that have been envisioned and incorporated into the elements of this type of plan. Employment Corridor Development Plan The Employment Corridor Development Plan will provide a community benefit to Goodyear by:       Creating a collaborative vision for the City’s primary employment center Spurring industrial and commercial interest for continued growth Long-term compatible uses around the Phoenix-Goodyear Airport An integrated, self-supporting, mixed-use employment center Establishing partnerships between public and private sector Placing the airport at the center of the development and working outward with the development will ensure that noise, air space protection, safety zones, zoning, land use decisions, and other issues impacting the area are properly addressed Even though the City has several employment-designated areas within the City limits, the importance is placed on land-use compatibility and desired success, the focus of the employment corridor is within the land area of approximately 4,000 acres. 205 Facilities Master Plan Study The public will benefit from the systematic planning of public buildings in order to ensure that service providers have adequate facilities in which to operate, as well as to provide for the cultural and recreational needs of the residents. The goal of the facilities plan is to ensure that the short-term and long-term needs of the City are met through responsible planning and prioritization of facility projects. The City has several facilities in the master plan, design, or construction phases of the project development. The projects that have been identified in the Capital Improvement Plan (CIP) include: Police/Fire Training Facility, Police/Fire Administration Facility, Public Works Corporate Yard; City Center and Justice Center. Other projects have been discussed including a library and a performing arts center. Intelligent Transportation Systems Strategic Plan The study and strategic plan will provide a framework for future ITS projects and will provide a plan for integrating current and future traffic signals into the planned computerized traffic management system. The system, as developed through the plan, will facilitate real-time monitoring and adjustment to traffic signal timing, as well as for monitoring of traffic during special events and other unusual traffic conditions. This ability will benefit the community through the mitigation of traffic congestion, through shorter delays, and through faster response times to collisions and other negative traffic events. Reuse/Recharge Master Plan Planning for the longevity of the community has included ensuring that the environment is preserved and the resources are maintained. This is evident by the past wastewater planning for both sewer collection and treatment. Further planning has included ensuring that water resources will be available for the future. The Reuse/Recharge Master Plan for the City attempts to complete the water resource cycle by providing a plan to renew wastewater resources in a manner that augments water resources. The focus of the plan is to plan and identify beneficial uses of treated effluent supply that will assist in augmenting and conserving the water supply. The results of this plan will identify the general direction and associated infrastructure that may be required as the community develops to its potential. It serves as a guidance document to ensure that the gradual growth of the community does not restrict the potential of the future to the extent that it can be foreseen today. Integrated Water Master Plan The City of Goodyear has recently embarked upon completion of a comprehensive Integrated Water Master Plan (IWMP) that aligns with the City’s planned development. The plan integrates water, wastewater, and reclaimed infrastructure into a comprehensive plan that will serve as a blueprint for future development. During the development of this updated master plan there have been several developments and other city projects that require additional scope for evaluation and incorporation into the final documents. A comprehensive IWMP will allow ongoing and upcoming projects to be implemented throughout the City in a consistent and efficient manner. The plan and tools associated with the work product allows both planning staff and operations staff to adequately plan for the expansion of the infrastructure necessary to support the growth of Goodyear. The purpose of this plan is to develop comprehensive water, wastewater, and reuse master plans with a coordinated recommendation of the infrastructure improvements necessary to support current and projected growth within the City of Goodyear. The project work addresses a full range of water utility planning issues, including growth, resources, demands, hydraulic modeling and infrastructure and will provide a detailed year by year CIP for water, wastewater and reclaimed infrastructure accommodating existing developer plans, and regulatory requirements over the next five years. 206 Current water use patterns and unit rates were developed using records and dates provided by the City. Future water demands, wastewater flow rates and reclaimed water demands were developed based on build out land uses. The plan will build and calibrate water, wastewater, and reclaimed water system hydraulic models to provide the analytical tools for the systems analysis and infrastructure sizing. It will develop a detailed, phased CIP which will guide the City through the required infrastructure improvements. Brine Management Study - Deep Well Injection The City of Goodyear desires a feasibility study for the siting and installation of a pilot hole/well to assess the viability of deep well injection for disposal of 500 gallons per minute (gpm) of brine from the Bullard water campus reverse osmosis (RO) facility. The City is also looking to define the permitting requirements for implementation of the full-scale program, should the test well prove that deep injection of brine is environmentally, financially, and technically feasible. The purpose of this scope of work is to provide the City of Goodyear with a schedule of activities, estimate of costs, and a schedule to complete the brine injection feasibility study. OPERATING BUDGET IMPACTS OF THE CIP Although the Capital Improvement Program is prepared separate from the operating budget, the two have a direct relationship. Budget appropriations lapse at the end of the fiscal year, however, capital appropriations are re-budgeted (carryover funding) until the project is finished and capitalized. As capital improvements are completed, operating cost considerations for all new CIP projects must be absorbed in the operating budget, to provide on-going services to citizens. Most new capital improvement projects have ongoing expenses for routine maintenance and operation of facilities and equipment including utilities, staffing, repair and maintenance and fuel for heavy equipment upon completion or acquisition. The costs of future operations and maintenance for new CIP projects are estimated based on past expenditures and anticipated increase in materials, labor and other related costs. Operating costs associated with capital projects would include one-time items such as operating equipment and others that are on-going such as: new positions, contract services, utility costs, custodial or landscaping maintenance, office or chemical supplies. There are a number of projects in the CIP that will require substantial operating funds. The following CIP projects could have a significant impact on the operating budget.     New well installations Expansion of a wastewater treatment plant Street/Sanitation Equipment New facilities – police, fire, city buildings CIP projects may or may not include operation and maintenance costs depending on the type and timeline of projects being funded. Operation and maintenance costs may not be required until the second or third year after completion. Below are several expense categories that need to be considered when approving a CIP project.    Staffing – the estimated salary and benefits Supplies/Contracts – professional services; supplies and postage Utilities – based on facility size, hours of operation and types of systems used, number of staff and customers frequenting the facility 207          Building Maintenance – personnel and equipment costs including electrical, plumbing, carpentry, painting, service vehicles, supplies and custodial services Equipment Maintenance – specialized equipment, maintenance and repairs Insurance: Fire and Liability – personnel and property Electrical – maintain security and electronic systems Information Technology – cost of new or replacement equipment Vehicles – purchase cost, annual replacement, repairs and maintenance, and fuel Landscape – maintenance, water rate, right-of-way costs Water – water usage based on prior size and costs Refuse – costs to provide trash services based on use When CIP projects are being considered for approval, a request is submitted on a CIP request form with detailed information about a project. All information included in this form is important in assisting the Committee to determine the priority. The following information should be included on each project submitted for funding.          Project start date Project completion date Location of the project Project manager/owner Brief description Timelines Categories that need funding i.e. land, design, construction, art or furniture, fixtures, and equipment Revenue sources i.e. IGA’s, grants, contribution, bonds etc. Projected accomplishments or benefits in line with Master Plans or City goals Departments shall submit a formal supplemental request to receive funding for the project. Once the CIP request form has been approved by the CIP Committee, it is forwarded to the Budget Division to determine appropriate project numbers, account codes and verify funding sources. These operating costs are carefully considered in deciding which projects move forward in the CIP. This process ensures the city’s operating budget is able to absorb the additional costs. City Council should carefully stagger capital projects so the operating impacts are manageable. CIP projects involving land acquisitions or water rights for future needs increase costs in the operating budget. Maintenance costs such as fencing, security and weed control can increase operating costs without receiving any benefits or revenue from the projects at the time of purchase. Many improvements make a positive contribution to the fiscal well being of the city and therefore help promote the economic development and growth that generates additional operating revenues. These new revenue sources can potentially provide the funding needed to maintain, improve and expand the city’s infrastructure. 208 PROJECT DESCRIPTION BY TYPE FIVE-YEAR CAPITAL IMPROVEMENT PLAN PROJECT SUMMARY FY 2011-2015 Carryover FY09-10 Five-Year FY10-11 FY11-12 FY12-13 FY13-14 FY14-15 Total Art Projects AT0701 Public Art 181,650 79,000 - - 202,000 217,000 498,000 399,400 - - - - - - 180,000 4,643,667 2,325 2,092,037 815,815 951,757 3,857,460 1,033,700 750,000 - - - - - 3,857,460 1,033,700 750,000 - Drainage Projects DG0902 Waterline improvements(CDBG Grant) Facility Projects CP0402 Police Comm. Center (911) FA0301 Public Works Corporate Yard, Infrastructure FA0902 Police Evidence Storage FA 0303Public Works Corporate Yard SD0601 Stadium (443) RL0901 Retail Liner Space SD0701 Stadium Reds (441) SD0801 Stadium Infrastructure ST0511 McDowell Corridor Improvement District Park Projects Park restoration Project (CDBG Grant) 257,029 257,029 Street Projects ST0309 Regional Park and Ride ST0501 Yuma/Litchfield to Estrella Park New Yuma, Estrella to Bullard New Van Buren, 161st to Sarival New Sarival, Van Buren to McDowell New Van Buren, Estrella to 161st Av. ST0508 Traffic Signals (2 per year) New Traffic signal system including ITS (MAG) ST0602 MC85, Estrella Pkway to Cotton Lane Cotton Lane Bridge Deferred payment ST0603 SR303 ROW ST0803 Traffic Signal, Cotton & Camelback ST805 Environmental study, roadway to Sonoran Valley ST1001 Indian School Sarival to Cotton(Cost share sunCor) 4,283,805 948,321 80,063 412,512 327,849 289,336 117,849 1,000,000 165,000 750,000 2,000,000 - 255,000 656,050 2,000,000 - 228,000 3,148,613 2,000,000 - 480,000 1,288,452 1,250,000 - 1,914,665 1,015,000 1,242,500 1,250,000 - 1,914,665 480,000 2,303,452 1,242,500 2,728,000 1,255,000 3,969,663 750,000 6,000,000 - 1,842,757 627,873 104,774 7,629 18,309,419 5,500,000 1,500,000 16,892,189 2,911,050 5,376,613 3,220,452 5,639,165 5,500,000 1,500,000 34,039,469 130,870 2,757 4,276,451 19,464 807,986 379,353 200,000 3,514,572 1,750,000 - 1,000,000 220,000 1,650,000 - 2,175,964 250,000 1,600,000 - 300,000 3,111,183 1,500,000 - 522,436 300,000 4,000,000 1,500,000 - 3,698,400 1,270,000 10,625,755 8,000,000 - 1,000,000 - - - - - - 139,090 7,172,252 427,870 543,216 766,685 250,000 320,657 1,000,000 200,000 1,377,370 - 1,500,000 424,214 220,366 - 1,020,838 477,258 - 300,000 2,058,663 727,043 300,000 4,672,025 994,814 - 620,657 10,251,526 200,000 4,000,699 220,366 300,000 UTILITY TOTALS 15,915,994 8,362,599 5,014,580 5,524,060 8,296,889 11,989,275 39,187,403 COMBINED TOTALS 34,225,413 25,254,788 7,925,630 10,900,673 11,517,341 17,628,440 73,226,872 Technology Projects TC0401 Police Radio, RWC TC0701 ITS Up-Grades TC0702 ITS Data Communication TC0703 CIP Software Up-dates NEW IT Infrastructure/phone system NON-UTILITY TOTALS Water Projects WA0401 Yuma Road & Bullard Avenue WA0508 Water Collection Lines WA0510 CAP M-I Charges (3,531 AC/FT) WA0522 Adaman Water Interconnect WA0524 Well N-Estrella Parkway New Ground Water Replenishment WA0701 Gila River Agreement New RVWRF, Regulatory Compliance Improvements Water Reclamation Projects WR1002 Reclaimed system expantion Wastewater Projects WW0302 Bullard 39" Interceptor WW0307 Corgett, Regulatory Compliance Improvements WW0403 GWRF Capacity Expansion WW0402 Sat Site decommissioning WW0511 Lift Station Upgrade New Reclaimed-reuse D&C system WW0401 W W SCADA combine Water WA305 WW1001 RVWRF Reg. Comp. Improvments 209 210 211 212 213 214 $0 Total: $0 $0 1 Cotton Lane and Gila River $0 $0 Project Location: $0 $0 $750,000 $59,301 $690,699 $750,000 $0 $0 $0 $0 $750,000 5 Year Total $0 $0 $0 This project intent was to improve traffic flow to EMR and areas south of the Gila river. It was a joint project with the county and adjacent land owners. $0 $0 $0 $0 $0 $0 $0 FY2014-15 Project Justification: $750,000 $59,301 $0 $0 $0 $0 $0 FY2013-14 Engineering Department: FY2012-13 Streets Subprogram: Program Name: Non-Utilities Deferred payment to Maricopa County $0 $0 $0 $0 $750,000 $690,699 $0 $0 $0 FY2011-12 $750,000 $0 $0 $750,000 FY2010-11 Total Cost of the project: Project Description: Total Development Fee Regional Transportation General Fund $0 $0 Maintenance Cost: Sources of Funding $0 Operating Cost: Previous $0 ST1102 Project Cost: Account Number: CIP #: Cotton Lane Bridge payment Funded Projects Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear 215 1 Project Location: Project Justification: Project Description: Total Development Fees Transportation General Fund Sources of Funding Total: $165,000 $0 Mc85, from Estrella Pkwy to Cotton Lane $656,050 $0 $656,050 $656,050 $165,000 $165,000 $0 $0 $656,050 FY2011-12 $7,275,599 $0 $0 $165,000 FY2010-11 Total Cost of the project: Expand to 6 lanes (potential cost recovery) $1,805,936 $0 $1,805,936 $1,805,936 $0 Maintenance Cost: $1,805,936 Previous $0 ST0602 Operating Cost: Project Cost: Account Number: CIP #: $3,148,613 $2,241,986 $906,627 $3,148,613 $0 $0 $3,148,613 $0 $0 $0 $0 $0 $0 $0 FY2013-14 Engineering Department: FY2012-13 Streets Subprogram: Program Name: Non-Utilities MC85, Estrella Pkwy to Cotton Lane by MCDOT Funded Projects Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $0 $0 $3,969,663 $2,241,986 $1,727,677 $3,969,663 $0 $0 $0 $0 $3,969,663 5 Year Total $0 $0 $0 FY2014-15 216 1 Project Location: Project Justification: Project Description: Total General Fund Sources of Funding Total: $2,000,000 303 alignment $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $0 $0 $2,000,000 FY2011-12 $12,000,000 $0 $0 $2,000,000 FY2010-11 Total Cost of the project: ROW Preservation & Acquisition $2,000,000 $2,000,000 $6,000,000 $0 Maintenance Cost: $6,000,000 Previous $0 ST0603 Operating Cost: Project Cost: Account Number: CIP #: $2,000,000 $2,000,000 $2,000,000 $0 $0 $2,000,000 $0 $0 $0 $0 $0 $0 FY2013-14 Engineering Department: FY2012-13 Streets Subprogram: Program Name: Non-Utilities SR303 ROW Funded Projects Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $0 $6,000,000 $6,000,000 $6,000,000 $0 $0 $0 $0 $6,000,000 5 Year Total $0 $0 $0 FY2014-15 217 $0 Total: various Project Location: 1 Timing of traffic signals will provide better traffic flow and management. $255,000 Project Justification: $1,000,000 $0 $0 $0 $650,000 $181,050 $350,000 Installation of fiber optic cabling will provide traffic control for the COG $0 $0 $0 $0 $73,950 $765,000 $3,000,000 $0 $255,000 $255,000 $255,000 FY2011-12 $1,255,000 $1,000,000 $1,000,000 $1,000,000 FY2010-11 Total Cost of the project: Project Description: Total Grant Fund (MAG) Development Fees Transportation Streets Grants General Fund $0 $0 Maintenance Cost: Sources of Funding $0 Operating Cost: Previous $0 ST1101 Project Cost: Account Number: CIP #: $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 FY2013-14 Engineering Department: FY2012-13 Streets Subprogram: Program Name: Non-Utilities traffic control system including ITS Funded Projects Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $0 $0 $0 $0 $1,255,000 $650,000 $0 $531,050 $73,950 $3,765,000 $0 $0 $1,255,000 $1,255,000 $1,255,000 5 Year Total $0 $0 $0 FY2014-15 218 Various locations Project Location: 1 This will provide Traffic control and safety as needed due to growth. $0 Project Justification: $0 $0 Purchase and install traffic signal equipment. $206,302 Total $0 $0 $0 $0 $0 $0 $0 $0 FY2011-12 $5,803,302 $0 $0 $0 FY2010-11 Total Cost of the project: Project Description: $206,302 $0 $3,075,302 Development Fees Transportation General Fund Sources of Funding Total: $0 Maintenance Cost: $3,075,302 Previous $0 ST0508 Operating Cost: Project Cost: Account Number: CIP #: $228,000 $228,000 $0 $228,000 $0 $0 $228,000 $1,250,000 $1,000,000 $250,000 $1,250,000 $0 $0 $1,250,000 FY2013-14 Public Works Department: FY2012-13 Streets Subprogram: Program Name: Non-Utilities Traffic Signals (2 per year) Funded Projects Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $1,250,000 $1,000,000 $2,728,000 $2,228,000 $500,000 $2,728,000 $1,250,000 $250,000 $0 $0 $2,728,000 5 Year Total $0 $0 $1,250,000 FY2014-15 219 $0 Total: Van Buren, Estrella to 158th Av. Project Location: 1 Improve traffic flows going East bound on Van Buren Project Justification: $0 Widen Southside of Van Buren, Curb gutter and sidewalks. $0 Total $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 FY2011-12 $1,242,500 $0 $0 $0 FY2010-11 Total Cost of the project: Project Description: $0 Development Fees Transportation General Fund $0 $0 Maintenance Cost: Sources of Funding $0 Operating Cost: Previous $0 100740 Project Cost: Account Number: CIP #: $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 FY2013-14 Engineering Department: FY2012-13 Streets Subprogram: Program Name: Non-Utilities Van Buren Estrella Parkway to Sarival Funded Projects Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $2,257,500 $1,242,500 $2,257,500 $1,242,500 $1,015,000 $1,242,500 $1,242,500 $1,015,000 $0 $0 $1,242,500 5 Year Total $0 $0 $1,242,500 FY2014-15 220 $0 Total: Yuma Road from Estrella to Bullard Wash Project Location: 1 This will help to increase traffic flow. $0 Project Justification: $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 FY2013-14 Engineering Department: FY2012-13 Streets Subprogram: Program Name: Non-Utilities Widen Yuma road from 2 to four lanes in conjunction with the Yuma bridge project. $0 Total $0 $0 $0 $0 $0 $0 $0 $0 FY2011-12 $1,914,665 $0 $0 $0 FY2010-11 Total Cost of the project: Project Description: $0 Development Fees Transportation General Fund $0 $0 Maintenance Cost: Sources of Funding $0 Operating Cost: Previous $0 100750 Project Cost: Account Number: CIP #: Yuma Road improvements Funded Projects Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $1,914,668 $223,578 $1,914,668 $223,578 $1,691,090 $1,914,665 $1,914,665 $1,691,090 $0 $0 $1,914,665 5 Year Total $0 $0 $1,914,665 FY2014-15 221 222 1 Various locations, to be determined Project Location: $79,000 $79,000 $0 $0 $0 $0 $0 $79,000 To provide public art city wide $0 $0 $0 $99,000 $0 $0 $0 FY2011-12 $597,000 $0 $0 $79,000 FY2010-11 Total Cost of the project: Project Justification: Project Description: Total Water Bonds Fy2011 General Fund Sources of Funding Total: $0 Maintenance Cost: $99,000 Previous $0 AT0701 Operating Cost: Project Cost: Account Number: CIP #: $0 $0 $0 $0 $0 $0 $0 $202,000 $0 $202,000 $202,000 $0 $0 $202,000 FY2013-14 Parks and Rec Department: FY2012-13 Art Subprogram: Program Name: Non-Utilities Public Art Project Funded Projects Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $217,000 $0 $498,000 $79,000 $419,000 $498,000 $217,000 $217,000 $0 $0 $498,000 5 Year Total $0 $0 $217,000 FY2014-15 223 Parks & Recreation SubProgram 1 $257,029 Total Source Of Fund $257,029 $257,029 FY2010-11 $257,029 CDBG Grant Park improvements Project Name CDBG Grant Sources Total Use Of Funds PK1101 ProjectID $0 $0 $0 $0 FY2011-12 Non-Utilities $0 $0 $0 $0 FY2012-13 Program Source And Use Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $0 $0 $0 $0 FY2013-14 $0 $0 $0 $0 FY2014-15 $257,029 $257,029 $257,029 $257,029 5 Year Total 224 $0 Total: Palamateer Park Project Location: 1 This will provide a more ADA accessible park environment. Project Justification: $257,029 New playground equipmet and upgrade to ADA code. $0 $0 $0 $0 $257,029 $257,029 $0 $0 $0 FY2011-12 $257,029 $0 $0 $257,029 FY2010-11 Total Cost of the project: Project Description: Total CDBG Grant $0 $0 Maintenance Cost: Sources of Funding $0 Operating Cost: Previous $0 PK1101 Project Cost: Account Number: CIP #: $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 FY2013-14 Engineering Department: FY2012-13 Parks & Recreation Subprogram: Program Name: Non-Utilities CDBG Grant Park improvements Funded Projects Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $0 $257,029 $257,029 $257,029 $0 $0 $0 $0 $257,029 5 Year Total $0 $0 $0 FY2014-15 225 $0 Total: $0 $0 $0 $0 $0 1 The voice mail system the City is on will be end-of-lifed in 2010. We currently do not have anyone with the skill set to manage the current system and training is no longer available. The vendor provided support in case of outages but cannot help us to correct configuration errors and other issues they result in an outage. $1,500,000 $825,000 $675,000 $1,800,000 $60,000 $0 $0 $300,000 $1,500,000 5 Year Total $0 $60,000 $0 Currently the city has disparate system at every city site meaning that while we can dial from site to site with a 4 digt extension the system cannot be managed centrally and are not configure efficiently. The City has hit the maximum capacity of locations that can be added to the current system. New hardware is not available for replacement should we begin to experience hardware failures. $0 $0 $0 $60,000 $0 $60,000 $0 FY2014-15 Project Justification: $1,500,000 $0 $0 $60,000 $0 $60,000 $0 FY2013-14 Information Technology (IT) Department: FY2012-13 Technology Subprogram: Program Name: Non-Utilities Upgrade City's telephone and voice mail systems and provided additional services including teleconferencing, video conferencing, inter grated voice response, music on hold, and enhanced call routing. $0 Total $825,000 $0 $60,000 $1,560,000 $675,000 $0 $60,000 $0 FY2011-12 $1,500,000 $0 $60,000 $1,500,000 FY2010-11 Total Cost of the project: Project Description: $0 Development Fees General Government General Fund $0 $0 Maintenance Cost: Sources of Funding $0 Operating Cost: Previous $0 TC1201 Project Cost: Account Number: CIP #: New City wide phone system Funded Projects Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear 226 $0 Total: 1 Project Description: Total Development Fees Fire Development Fees Police Fire Grants General Fund $0 $0 $0 $0 $1,950,000 $5,500,000 $0 $1,950,000 $0 $322,981 $5,513,814 $1,600,000 $0 $322,981 $0 FY2011-12 $5,500,000 $0 $13,814 $5,500,000 FY2010-11 Total Cost of the project: $0 $0 $0 $0 $0 $594,946 $0 $594,946 $0 $0 $0 $0 $0 $0 $630,253 $0 $630,253 $0 FY2013-14 Police Department: FY2012-13 Police Subprogram: Program Name: Non-Utilities $0 $0 $0 $0 $5,500,000 $0 $1,950,000 $1,950,000 $1,600,000 $7,692,247 $630,253 $0 $0 $2,192,247 $5,500,000 5 Year Total $0 $630,253 $0 FY2014-15 The current radio system was designed to support a city of 20,000 in 1990. The 800 Megahertz radio system is needed to provide service to new areas being developed. The new system will increase the ability to communicate with other agencies. It will also provide encrypted communications.The project location will be city wide. Project includes the communications center, radios and hardware $1,820,000 $0 $1,586,000 $0 $234,000 $0 Maintenance Cost: Sources of Funding $0 Operating Cost: Previous $0 TC0401 Project Cost: Account Number: CIP #: Police Radio Replacement Funded Projects Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear 227 This would be a City wide project Project Location: 2 The current system is over 20 years old and past its useable life cycle. Also the current system has limited coverage; within the Department, only 70% of the City and limited in-building coverage Project Justification: Police Radio Replacement Funded Projects Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear 228 $0 Total: $0 $0 $0 $0 $0 1 The voice mail system the City is on will be end-of-lifed in 2010. We currently do not have anyone with the skill set to manage the current system and training is no longer available. The vendor provided support in case of outages but cannot help us to correct configuration errors and other issues they result in an outage. $1,500,000 $825,000 $675,000 $1,800,000 $60,000 $0 $0 $300,000 $1,500,000 5 Year Total $0 $60,000 $0 Currently the city has disparate system at every city site meaning that while we can dial from site to site with a 4 digt extension the system cannot be managed centrally and are not configure efficiently. The City has hit the maximum capacity of locations that can be added to the current system. New hardware is not available for replacement should we begin to experience hardware failures. $0 $0 $0 $60,000 $0 $60,000 $0 FY2014-15 Project Justification: $1,500,000 $0 $0 $60,000 $0 $60,000 $0 FY2013-14 Information Technology (IT) Department: FY2012-13 Technology Subprogram: Program Name: Non-Utilities Upgrade City's telephone and voice mail systems and provided additional services including teleconferencing, video conferencing, inter grated voice response, music on hold, and enhanced call routing. $0 Total $825,000 $0 $60,000 $1,560,000 $675,000 $0 $60,000 $0 FY2011-12 $1,500,000 $0 $60,000 $1,500,000 FY2010-11 Total Cost of the project: Project Description: $0 Development Fees General Government General Fund $0 $0 Maintenance Cost: Sources of Funding $0 Operating Cost: Previous $0 TC1201 Project Cost: Account Number: CIP #: New City wide phone system Funded Projects Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear 229 Technology TC0401 Police Radio Replacement New City wide phone system Project Name $7,000,000 Total Source Of Fund 1 $2,275,000 $0 $1,950,000 $825,000 $1,950,000 $7,000,000 $5,500,000 $1,500,000 FY2010-11 General Fund Fire Grants Development Fees - Police Development Fees - General Government Development Fees - Fire Sources Total Use Of Funds Technology SubProgram TC1201 ProjectID $0 $0 $0 $0 $0 $0 $0 $0 $0 FY2011-12 Non-Utilities $0 $0 $0 $0 $0 $0 $0 $0 $0 FY2012-13 Program Source And Use Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $0 $0 $0 $0 $0 $0 $0 $0 $0 FY2013-14 $0 $0 $0 $0 $0 $0 $0 $0 $0 FY2014-15 $7,000,000 $2,275,000 $0 $1,950,000 $825,000 $1,950,000 $7,000,000 $5,500,000 $1,500,000 5 Year Total 230 231 Facilities Facilities FA0303a FA0301 $1,033,700 Public Works Corp Yard, Infrastructure 1 Total Source Of Fund $5,641,160 $0 $1,783,700 Development Fees - Public Works General Fund $3,857,460 $5,641,160 $750,000 $3,857,460 Police Communications/911 Facility Public Works Corporate Yard FY2010-11 Project Name Development Fees - Police Sources Total Use Of Funds Facilities SubProgram FA1101 ProjectID $0 $0 $0 $0 $0 $0 $0 $0 FY2011-12 Non-Utilities $0 $0 $0 $0 $0 $0 $0 $0 FY2012-13 Program Source And Use Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $0 $0 $0 $0 $0 $0 $0 $0 FY2013-14 $0 $0 $0 $0 $0 $0 $0 $0 FY2014-15 $5,641,160 $0 $1,783,700 $3,857,460 $5,641,160 $750,000 $1,033,700 $3,857,460 5 Year Total 232 $0 $0 Maintenance Cost: Total: $0 $0 $0 1 Project Location: $3,857,460 $3,857,460 $4,122,460 $53,000 $0 $0 $265,000 $3,857,460 5 Year Total $0 $53,000 $0 The current facilities have reached its limit in size, electrical capacity and HVAC needs. The 911 work stations are at the end of their useful life, the manufacture of the workstations is no longer supporting the workstations. $0 $0 $53,000 $0 $53,000 $0 FY2014-15 Project Justification: $3,857,460 $0 $53,000 $0 $53,000 $0 FY2013-14 Police Department: FY2012-13 Facilities Subprogram: Program Name: Non-Utilities Construct a stand-alone Phase 1 Communications Center that is purpose built and sized to address the needs of the mission and organization. The Facility will be designed with future expansion in mind. This is phase 1 of a the larger Public Safety Administration Complex. $0 Total $0 $53,000 $3,910,460 $3,857,460 $0 $53,000 $0 FY2011-12 $3,857,460 $0 $53,000 $3,857,460 FY2010-11 Total Cost of the project: Project Description: $0 Development Fees Police Sources of Funding $0 Operating Cost: Previous $0 FA1101 Project Cost: Account Number: CIP #: Police Communications/911 Facility Funded Projects Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear 233 $0 1 157 Av. $0 Project Location: $0 $1,033,700 $1,033,700 $1,033,700 $0 $0 $0 $0 $1,033,700 5 Year Total $0 $0 $0 This will provide infrastructure to future facilities and the new Data Comm./911 facility $0 $0 $0 $0 $0 $0 FY2014-15 Project Justification: $1,033,700 $0 $0 $0 $0 $0 FY2013-14 Public Works Department: FY2012-13 Facilities Subprogram: Program Name: Non-Utilities This project will provide needed infrastructure to the Corp. Yard and campus. Infrastructure will include Water, sewer lines and roads. $0 Total $0 $0 $1,033,700 $1,033,700 $0 $0 $0 FY2011-12 $1,783,700 $0 $0 $1,033,700 FY2010-11 Total Cost of the project: Project Description: $0 $750,000 Development Fees Public Works Sources of Funding Total: $0 Maintenance Cost: $750,000 Previous $0 FA0303a Operating Cost: Project Cost: Account Number: CIP #: Public Works Corp Yard, Infrastructure Funded Projects Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear 234 $0 1 157 th av. $0 $0 Project Location: $0 $0 $750,000 $750,000 $0 $825,000 $15,000 $0 $0 $75,000 $750,000 5 Year Total $0 $15,000 $0 This would allow for maximum economy of scale in bulk fuel purchase. Consolation of the fleet will provide efficacy in production and drive miles. $0 $0 $0 $15,000 $0 $15,000 $0 FY2014-15 Project Justification: $750,000 $0 $0 $15,000 $0 $15,000 $0 FY2013-14 Public Works Department: FY2012-13 Facilities Subprogram: Program Name: Non-Utilities Corporate yard, this is a phased project phase 1 to include, fence and pave approximately 5 acres, wash racks and fuel site. $6,024,197 Total $750,000 $0 $15,000 $765,000 $0 $0 $15,000 $0 FY2011-12 $36,774,197 $0 $15,000 $750,000 FY2010-11 Total Cost of the project: Project Description: $6,024,197 $0 $6,024,197 Development Fees Public Works General Fund Sources of Funding Total: $0 Maintenance Cost: $6,024,197 Previous $0 FA0301 Operating Cost: Project Cost: Account Number: CIP #: Public Works Corporate Yard Funded Projects Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear 235 236 Water Water Water WA0510 WA0701 WA0508 $1,950,000 $1,921,000 $5,464,572 Development Fees - Water Resource Water Bonds Fy2011 Total Source Of Fund 1 $1,593,572 Development Fees - Water $5,464,572 $0 $1,750,000 $200,000 $3,514,572 FY2010-11 $0 Water / WW Transmission Lines Lease back GRIC CAP M-I Charges Adaman Water Interconnect Project Name Development Fees - Sewer Sources Total Use Of Funds Water SubProgram WA0522 ProjectID $2,870,000 $0 $1,870,000 $1,000,000 $0 $2,870,000 $1,000,000 $1,650,000 $220,000 $0 FY2011-12 Utilities $4,025,964 $0 $1,850,000 $1,380,311 $795,653 $4,025,964 $2,175,964 $1,600,000 $250,000 $0 FY2012-13 Program Source And Use Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $4,134,760 $0 $1,800,000 $2,334,760 $0 $4,134,760 $0 $1,500,000 $300,000 $2,334,760 FY2013-14 $2,322,436 $0 $1,800,000 $522,436 $0 $2,322,436 $522,436 $1,500,000 $300,000 $0 FY2014-15 $18,817,732 $1,921,000 $9,270,000 $6,831,079 $795,653 $18,817,732 $3,698,400 $8,000,000 $1,270,000 $5,849,332 5 Year Total 237 Previous 1 Project Location: Project Justification: Project Description: Total Development Fees Water Water Bonds Fy2011 Sources of Funding $0 $0 $1,921,000 $3,514,572 $0 $68,000 $3,570,572 $1,593,572 $12,000 $56,000 $0 FY2011-12 $64,849,332 $0 $56,000 $3,514,572 FY2010-11 Total Cost of the project: $0 $0 $0 $0 $0 $0 $0 $2,334,760 $0 $2,334,760 $2,334,760 $0 $0 $2,334,760 FY2013-14 Public Works Department: FY2012-13 Water Subprogram: Program Name: Utilities $0 $0 $5,849,332 $1,921,000 $3,928,332 $6,041,332 $68,000 $0 $24,000 $168,000 $5,849,332 5 Year Total $12,000 $56,000 $0 FY2014-15 Design & construction of transmission line, booster station, storage tank & arsenic treatment for conveyance of water to City of Goodyear. Groundwater wells, treatment, transmission lines, and booster/storage needed to convey 10 mgd of groundwater from the Adaman Mutual Water Company into the COG. $799,000 $0 $799,000 $24,000,000 $0 Maintenance Cost: Total: $0 $24,000,000 WA0522 Operating Cost: Project Cost: Account Number: CIP #: Adaman Water Interconnect Funded Projects Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear 238 $250,000 $300,000 $300,000 1 Project Location: $1,270,000 $1,270,000 $1,270,000 $300,000 $300,000 $0 $0 $1,270,000 5 Year Total $0 $0 $300,000 Contractual obligation. This water is part of the City's 100 year assured water supply needed for growth and economic development as required by Arizona Department of Water Resources (ADWR). $220,000 $300,000 $300,000 $0 $0 $300,000 FY2014-15 Project Justification: $200,000 $250,000 $250,000 $0 $0 $250,000 FY2013-14 Water Resources Department: FY2012-13 Water Subprogram: Program Name: Utilities Existing Central Arizona Project (CAP) municipal & industrial subcontract annual fees. $180,000 Total $220,000 $220,000 $200,000 $200,000 $0 $0 $220,000 FY2011-12 $4,920,189 $0 $0 $200,000 FY2010-11 Total Cost of the project: Project Description: $180,000 $1,663,085 Development Fees Water Resource Sources of Funding Total: $0 Maintenance Cost: $1,663,085 Previous $0 WA0510 Operating Cost: Project Cost: Account Number: CIP #: CAP M-I Charges Funded Projects Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear 239 $1,600,000 $1,500,000 $1,500,000 1 Project Location: $8,000,000 $8,000,000 $8,000,000 $1,500,000 $1,500,000 $0 $0 $8,000,000 5 Year Total $0 $0 $1,500,000 This is required to meet the City's 100 year designation of assured water supply and to support future City growth and economic development. $1,650,000 $1,500,000 $1,500,000 $0 $0 $1,500,000 FY2014-15 Project Justification: $1,750,000 $1,600,000 $1,600,000 $0 $0 $1,600,000 FY2013-14 Water Resources Department: FY2012-13 Water Subprogram: Program Name: Utilities Gila River Indian Contract (GRIC) - 100 year lease on 7,000 acre/ft of CAP water (per year) $2,665,000 Total $1,650,000 $1,650,000 $1,750,000 $1,750,000 $0 $0 $1,650,000 FY2011-12 $10,665,000 $0 $0 $1,750,000 FY2010-11 Total Cost of the project: Project Description: $2,665,000 $2,665,000 Development Fees Water Resource Sources of Funding Total: $0 Maintenance Cost: $2,665,000 Previous $0 WA0701 Operating Cost: Project Cost: Account Number: CIP #: Lease back GRIC Funded Projects Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear 240 $0 $0 $0 $1,500 $522,436 $0 1 Project Location: $3,698,400 $795,653 $2,902,747 $3,702,150 $522,436 $522,436 $3,750 $0 $3,698,400 5 Year Total $0 $0 $522,436 This will allow flexibility to provide infrastructure for new development and economic growth. $2,175,964 $795,653 $1,380,311 $2,178,214 $1,500 $0 $0 FY2014-15 Project Justification: $1,000,000 $0 $0 $0 $1,000,000 $0 $1,000,000 $0 $2,250 $0 $2,175,964 FY2013-14 Public Works Department: FY2012-13 Water Subprogram: Program Name: Utilities Design & install new water & ww transmission lines. Locations will be identified through hydraulic modeling assessment and in accordance with the Integrated Water Master Plan. $0 $0 $0 $2,455,015 $0 $0 $1,000,000 FY2011-12 $13,453,415 $0 $0 $0 FY2010-11 Total Cost of the project: Project Description: Total Development Fees Water Development Fees Sewer Sources of Funding Total: $0 Maintenance Cost: $2,455,015 Previous $0 WA0508 Operating Cost: Project Cost: Account Number: CIP #: Water / WW Transmission Lines Funded Projects Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear 241 242 Waste Water Waste Water Waste Water WW0403 WW0511 WW0809 1 $1,520,657 $0 Wastewater Rev Bond 2009 Total Source Of Fund $0 $1,520,657 $1,520,657 $0 $200,000 Lift Station Upgrade Project WW SCADA $1,000,000 $320,657 FY2010-11 GWRF Capacity Expansion Corgett WRF - Regulatory Compliance Improvements Project Name Wastewater Bonds Development Fees - Sewer Sources Total Use Of Funds Waste Water SubProgram WW0307 ProjectID $1,720,366 $0 $0 $1,720,366 $1,720,366 $220,366 $0 $1,500,000 $0 FY2011-12 Utilities $1,020,838 $0 $0 $1,020,838 $1,020,838 $0 $0 $1,020,838 $0 FY2012-13 Program Source And Use Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $2,358,663 $0 $0 $2,358,663 $2,358,663 $0 $0 $2,058,663 $300,000 FY2013-14 $4,672,025 $0 $0 $4,672,025 $4,672,025 $0 $0 $4,672,025 $0 FY2014-15 $11,292,549 $0 $0 $11,292,549 $11,292,549 $220,366 $200,000 $10,251,526 $620,657 5 Year Total 243 $0 $300,000 $0 1 Project Location: $620,657 $620,657 $620,657 $0 $0 $0 $0 $620,657 5 Year Total $0 $0 $0 Currently the effluent produced at Corgett is discharged into the Corgett Wash and serves no beneficial purpose. These improvements will produce a higher quality effluent which can be put to beneficial use such as irrigation and dust control. $0 $300,000 $300,000 $0 $0 $300,000 FY2014-15 Project Justification: $320,657 $0 $0 $0 $0 $0 FY2013-14 Public Works Department: FY2012-13 Waste Water Subprogram: Program Name: Utilities Regulatory Compliance Improvements in order to deliver higher quality effluent. $750,000 Total $0 $0 $320,657 $320,657 $0 $0 $0 FY2011-12 $2,870,657 $0 $0 $320,657 FY2010-11 Total Cost of the project: Project Description: $750,000 $2,250,000 Development Fees Sewer Sources of Funding Total: $0 Maintenance Cost: $2,250,000 Previous $0 WW0307 Operating Cost: Project Cost: Account Number: CIP #: Corgett WRF - Regulatory Compliance Improvements Funded Projects Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear 244 Previous 1 157th av. Wastewater Treatment Plant $4,672,025 $0 $4,672,025 $10,251,526 $0 $10,251,526 $10,346,526 $4,692,025 Project Location: $2,058,663 $0 $2,058,663 $2,058,663 $25,000 $70,000 $10,251,526 5 Year Total $5,000 $15,000 $4,672,025 Design and construction of Package 6 will provide an addtional 2 milliion gallons per day (MGD) of capacity to meet future growth and economic development within the Central Planning Area. $1,020,838 $0 $1,020,838 $1,095,838 $0 $0 $2,058,663 FY2014-15 Project Justification: $1,500,000 $0 $0 $1,000,000 $1,500,000 $1,000,000 $1,500,000 $1,000,000 $20,000 $55,000 $1,020,838 FY2013-14 Public Works Department: FY2012-13 Waste Water Subprogram: Program Name: Utilities Design & construction for capacity upgrades at the 157th Ave. water reclamation facility (WRF) to meet future growth and economic development. $17,068,492 $16,000,000 $1,068,492 $0 $0 $1,500,000 FY2011-12 $121,283,943 $0 $0 $1,000,000 FY2010-11 Total Cost of the project: Project Description: Total Development Fees Sewer Wastewater Rev Bond 2009 Sources of Funding $66,032,417 $0 Maintenance Cost: Total: $0 $66,032,417 WW0403 Operating Cost: Project Cost: Account Number: CIP #: GWRF Capacity Expansion Funded Projects Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear 245 $0 $0 $0 1 Project Location: $200,000 $200,000 $200,000 $0 $0 $0 $0 $200,000 5 Year Total $0 $0 $0 Upgrades are needed to meet increased flows due to economic development and growth. $0 $0 $0 $0 $0 $0 FY2014-15 Project Justification: $200,000 $0 $0 $0 $0 $0 FY2013-14 Public Works Department: FY2012-13 Waste Water Subprogram: Program Name: Utilities Upgrade lift stations in collection system. The work will include pump upgrades and electrical improvements and the addition of Supervisory Control and Data Acquisition (SCADA). $200,000 Total $0 $0 $200,000 $200,000 $0 $0 $0 FY2011-12 $1,840,000 $0 $0 $200,000 FY2010-11 Total Cost of the project: Project Description: $200,000 $1,340,000 Development Fees Sewer Sources of Funding Total: $0 Maintenance Cost: $1,340,000 Previous $0 WW0511 Operating Cost: Project Cost: Account Number: CIP #: Lift Station Upgrade Project Funded Projects Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear 246 $0 $0 $0 1 Project Location: $200,000 $200,000 $200,000 $0 $0 $0 $0 $200,000 5 Year Total $0 $0 $0 Upgrades are needed to meet increased flows due to economic development and growth. $0 $0 $0 $0 $0 $0 FY2014-15 Project Justification: $200,000 $0 $0 $0 $0 $0 FY2013-14 Public Works Department: FY2012-13 Waste Water Subprogram: Program Name: Utilities Upgrade lift stations in collection system. The work will include pump upgrades and electrical improvements and the addition of Supervisory Control and Data Acquisition (SCADA). $200,000 Total $0 $0 $200,000 $200,000 $0 $0 $0 FY2011-12 $1,840,000 $0 $0 $200,000 FY2010-11 Total Cost of the project: Project Description: $200,000 $1,340,000 Development Fees Sewer Sources of Funding Total: $0 Maintenance Cost: $1,340,000 Previous $0 WW0511 Operating Cost: Project Cost: Account Number: CIP #: Lift Station Upgrade Project Funded Projects Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear 247 1 City wide $0 $0 $0 $220,366 $0 $220,366 $250,366 $0 Project Location: $0 $0 $0 $0 $30,000 $0 $220,366 5 Year Total $0 $0 $0 This will reduce travel time, response time, fuel consumption and labor costs. Implementation of this system will identify issues within the sytem more efficiently allowing staff to prevent any back ups in the system that could cause a Sanitary Sewer Overflow. $0 $0 $0 $10,000 $0 $0 $0 FY2014-15 Project Justification: $220,366 $0 $0 $0 $220,366 $0 $230,366 $10,000 $10,000 $0 $0 FY2013-14 Public Works Department: FY2012-13 Waste Water Subprogram: Program Name: Utilities Provide remote control from a centralized location at the Supervisory Control and Data Acquisition control center (SCADA). $700,000 $700,000 $0 $700,000 $10,000 $0 $220,366 FY2011-12 $920,366 $10,000 $0 $0 FY2010-11 Total Cost of the project: Project Description: Total Development Fees Sewer Wastewater Bonds Sources of Funding Total: $0 Maintenance Cost: $700,000 Previous $0 WW0809 Operating Cost: Project Cost: Account Number: CIP #: WW SCADA Funded Projects Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear 248 Water Reclamation WW1001 1 $1,377,370 Total Source Of Fund $1,377,370 $0 $1,377,370 FY2010-11 $1,377,370 RVWRF Reclaimed System Improvements Project Name Development Fees - Reclaimed Water Sources Total Use Of Funds Water Reclamation SubProgram WR1001 ProjectID $424,214 $424,214 $424,214 $0 $424,214 FY2011-12 Utilities $477,258 $477,258 $477,258 $0 $477,258 FY2012-13 Program Source And Use Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $1,027,043 $1,027,043 $1,027,043 $300,000 $727,043 FY2013-14 $994,814 $994,814 $994,814 $0 $994,814 FY2014-15 $4,300,699 $4,300,699 $4,300,699 $300,000 $4,000,699 5 Year Total 249 $0 $0 Maintenance Cost: Total: $477,258 $727,043 $994,814 1 Project Location: $4,000,699 $4,000,699 $4,000,699 $994,814 $994,814 $0 $0 $4,000,699 5 Year Total $0 $0 $994,814 This water is required to support dust control for construction as part of the City's economic development. Landscaping and irrigation needs will also be met by expanding this system in order to meet the Arizona Department of Water Resources Third Management Plan for water conservation. $424,214 $727,043 $727,043 $0 $0 $727,043 FY2014-15 Project Justification: $1,377,370 $477,258 $477,258 $0 $0 $477,258 FY2013-14 Public Works Department: FY2012-13 Water Reclamation Subprogram: Program Name: Utilities This project will expand the existing non-potable distribution system within the Central Planning Area in accordance with the Integrated Water Master Plan (IWMP) to meet new reclaimed water demands. $0 Total $424,214 $424,214 $1,377,370 $1,377,370 $0 $0 $424,214 FY2011-12 $4,000,699 $0 $0 $1,377,370 FY2010-11 Total Cost of the project: Project Description: $0 Development Fees Reclaimed Water Sources of Funding $0 Operating Cost: Previous $0 WR1001 Project Cost: Account Number: CIP #: Reclaimed System Improvements Funded Projects Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear 250 $0 $0 Maintenance Cost: Total: 1 Project Location: Project Justification: $0 $0 $0 $0 $0 $0 $0 $0 $0 FY2011-12 $300,000 $0 $0 $0 FY2010-11 Total Cost of the project: Rainbow Valley Reclamation Facility $0 Total Project Description: $0 Development Fees Reclaimed Water Sources of Funding $0 Operating Cost: Previous $0 WW1001 Project Cost: Account Number: CIP #: $0 $0 $0 $0 $0 $0 $300,000 $300,000 $300,000 $0 $0 $300,000 FY2013-14 Engineering Department: FY2012-13 Water Reclamation Subprogram: Program Name: Utilities RVWRF Funded Projects Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $0 $300,000 $300,000 $300,000 $0 $0 $0 $0 $300,000 5 Year Total $0 $0 $0 FY2014-15 251 Engineering Department Responsible: $0 $480,000 Estimated Operation and Maintenance Cost: Total Estimated Cost: General Fund 001 1 Project No: Van Buren 161st Av. to portland 100610 $0 Development Fees Transportation 126 Project Name: $0 Fund Name Fund No FY2009-10 This will provide improved safety and traffic flow Justification: $0 $0 FY2010-11 $0 $0 FY2011-12 Source Of Funding Project Type: Widen to four lanes West and East, curb gutter bike lane and sidewalks. Project Description: Project Intents: Van Buren from 161st av. to Portland Project Location: Project Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $0 $0 FY2012-13 $407,826 $72,174 FY2013-14 $0 $0 FY2014-15 252 Engineering Department Responsible: 2 Project No: Project Name: Sarival, Van Buren to McDowell Road 100630 General Fund 001 $0 FY2009-10 $2,303,452 Total Estimated Cost: Fund Name $0 Estimated Operation and Maintenance Cost: Fund No Improve traffic flow both north and south bound. Justification: $0 FY2010-11 $0 FY2011-12 Source Of Funding Project Type: Widen to 4 lanes north and south curb gutter landscape bike lane and sidewalk Project Description: Project Intents: Sarival, Van Buren to McDowell Project Location: Project Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $0 FY2012-13 $1,288,452 FY2013-14 $1,015,000 FY2014-15 253 Engineering Department Responsible: $0 $1,242,500 Estimated Operation and Maintenance Cost: Total Estimated Cost: General Fund 001 3 Project No: Van Buren Estrella Parkway to Sarival 100740 $0 Development Fees Transportation 126 Project Name: $0 Fund Name Fund No FY2009-10 Improve traffic flows going East bound on Van Buren Justification: $0 $0 FY2010-11 $0 $0 FY2011-12 Source Of Funding Project Type: Widen Southside of Van Buren, Curb gutter and sidewalks. Project Description: Project Intents: Van Buren, Estrella to 158th Av. Project Location: Project Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $0 $0 FY2012-13 $0 $0 FY2013-14 $1,015,000 $1,242,500 FY2014-15 254 Engineering Department Responsible: $0 $1,914,665 Estimated Operation and Maintenance Cost: Total Estimated Cost: General Fund 001 4 Project No: Yuma Road improvements 100750 $0 Development Fees Transportation 126 Project Name: $0 Fund Name Fund No FY2009-10 This will help to increase traffic flow. Justification: $0 $0 FY2010-11 $0 $0 FY2011-12 Source Of Funding Project Type: Widen Yuma road from 2 to four lanes in conjunction with the Yuma bridge project. Project Description: Project Intents: Yuma Road from Estrella to Bullard Wash Project Location: Project Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $0 $0 FY2012-13 $0 $0 FY2013-14 $1,691,090 $223,578 FY2014-15 255 Parks and Rec Department Responsible: $0 $597,000 Estimated Operation and Maintenance Cost: Total Estimated Cost: Water Bonds Fy2011 430 5 Project No: Public Art Project AT0701 $0 General Fund 001 Project Name: $0 Fund Name Fund No FY2009-10 To provide public art city wide Justification: Project Description: Project Intents: Various locations, to be determined Project Location: $79,000 $0 FY2010-11 $0 $0 FY2011-12 Source Of Funding Project Type: Project Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $0 $0 FY2012-13 $0 $202,000 FY2013-14 $0 $217,000 FY2014-15 256 Public Works Department Responsible: 6 Project No: Public Works Corporate Yard FA0301 $0 General Fund 001 Project Name: $0 Development Fees Public Works 123 FY2009-10 Fund Name $36,774,197 Total Estimated Cost: Fund No $15,000 $0 $750,000 FY2010-11 $0 $0 FY2011-12 Source Of Funding Project Type: $0 $0 FY2012-13 $0 $0 FY2013-14 This would allow for maximum economy of scale in bulk fuel purchase. Consolation of the fleet will provide efficacy in production and drive miles. Justification: Estimated Operation and Maintenance Cost: Corporate yard, this is a phased project phase 1 to include, fence and pave approximately 5 acres, wash racks and fuel site. Project Description: Project Intents: 157 th av. Project Location: Project Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $0 $0 FY2014-15 257 Public Works Department Responsible: 7 Project No: $0 FY2009-10 Public Works Corp Yard, Infrastructure FA0303a Development Fees Public Works 123 Project Name: Fund Name $1,783,700 Total Estimated Cost: Fund No $0 $1,033,700 FY2010-11 $0 FY2011-12 Source Of Funding Project Type: $0 FY2012-13 This will provide infrastructure to future facilities and the new Data Comm./911 facility Justification: Estimated Operation and Maintenance Cost: This project will provide needed infrastructure to the Corp. Yard and campus. Infrastructure will include Water, sewer lines and roads. Project Description: Project Intents: 157 Av. Project Location: Project Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $0 FY2013-14 $0 FY2014-15 258 8 Project No: Police Communications/911 Facility FA1101 Development Fees Police 125 Project Name: Fund Name $3,857,460 Total Estimated Cost: Fund No $53,000 $0 FY2009-10 $3,857,460 FY2010-11 $0 FY2011-12 Source Of Funding Project Type: $0 FY2012-13 $0 FY2013-14 The current facilities have reached its limit in size, electrical capacity and HVAC needs. The 911 work stations are at the end of their useful life, the manufacture of the workstations is no longer supporting the workstations. Justification: Estimated Operation and Maintenance Cost: Construct a stand-alone Phase 1 Communications Center that is purpose built and sized to address the needs of the mission and organization. The Facility will be designed with future expansion in mind. This is phase 1 of a the larger Public Safety Administration Complex. Police Project Description: Project Intents: Department Responsible: Project Location: Project Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $0 FY2014-15 259 9 Project No: 303 ROW appraisal MS0405 General Fund 001 Project Name: Fund Name $0 Total Estimated Cost: Fund No $0 Estimated Operation and Maintenance Cost: Justification: Project Description: $0 FY2009-10 $30,000 FY2010-11 $0 FY2011-12 Source Of Funding Project Type: $0 FY2012-13 Appraise City of Goodyear property located along the 303. The intent is to sell the property to Maracopa County Flood Control District. Engineering Department Responsible: Project Intents: along the 303 Project Location: Project Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $0 FY2013-14 $0 FY2014-15 260 Engineering Department Responsible: 10 Project No: CDBG Grant Park improvements PK1101 CDBG Grant 151 Project Name: Fund Name $257,029 Total Estimated Cost: Fund No $0 $0 FY2009-10 $257,029 FY2010-11 $0 FY2011-12 Source Of Funding Project Type: This will provide a more ADA accessible park environment. Justification: Estimated Operation and Maintenance Cost: New playground equipmet and upgrade to ADA code. Project Description: Project Intents: Palamateer Park Project Location: Project Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $0 FY2012-13 $0 FY2013-14 $0 FY2014-15 261 Public Works Department Responsible: 11 Project No: Traffic Signals (2 per year) ST0508 $0 General Fund 001 Project Name: $0 Development Fees Transportation 126 FY2009-10 Fund Name $5,803,302 Total Estimated Cost: Fund No $0 $0 $0 FY2010-11 $0 $0 FY2011-12 Source Of Funding Project Type: This will provide Traffic control and safety as needed due to growth. Justification: Estimated Operation and Maintenance Cost: Purchase and install traffic signal equipment. Project Description: Project Intents: Various locations Project Location: Project Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $0 $228,000 FY2012-13 $250,000 $1,000,000 FY2013-14 $250,000 $1,000,000 FY2014-15 262 12 Project No: MC85, Estrella Pkwy to Cotton Lane by MCDOT ST0602 $0 General Fund 001 Project Name: $0 Development Fees Transportation 126 FY2009-10 Fund Name $7,275,599 Total Estimated Cost: Fund No $0 Estimated Operation and Maintenance Cost: Justification: Project Description: Expand to 6 lanes (potential cost recovery) Engineering Department Responsible: Project Intents: Mc85, from Estrella Pkwy to Cotton Lane Project Location: $165,000 $0 FY2010-11 $656,050 $0 FY2011-12 Source Of Funding Project Type: Project Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $906,627 $2,241,986 FY2012-13 $0 $0 FY2013-14 $0 $0 FY2014-15 263 13 Project No: SR303 ROW ST0603 General Fund 001 Project Name: Fund Name $12,000,000 Total Estimated Cost: Fund No $0 Estimated Operation and Maintenance Cost: Justification: Project Description: $0 FY2009-10 ROW Preservation & Acquisition Engineering Department Responsible: Project Intents: 303 alignment Project Location: $2,000,000 FY2010-11 $2,000,000 FY2011-12 Source Of Funding Project Type: Project Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $2,000,000 FY2012-13 $0 FY2013-14 $0 FY2014-15 264 14 Project No: 303 ROW land appraisal ST1003 General Fund 001 Project Name: Fund Name $0 Total Estimated Cost: Fund No $0 $0 FY2009-10 $30,000 $0 FY2011-12 Source Of Funding Project Type: FY2010-11 Provide a value for City of Goodyear owned property Engineering Estimated Operation and Maintenance Cost: Justification: Project Description: Project Intents: Department Responsible: Project Location: Project Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $0 FY2012-13 $0 FY2013-14 $0 FY2014-15 265 Engineering Department Responsible: $0 $0 Grant Fund (MAG) Streets Grants 313 181 15 Project No: traffic control system including ITS ST1101 $0 General Fund 001 Project Name: $0 Development Fees Transportation 126 FY2009-10 Fund Name $1,255,000 Total Estimated Cost: Fund No $2,000,000 $0 $650,000 $0 $350,000 FY2010-11 $0 $0 $73,950 $181,050 FY2011-12 Source Of Funding Project Type: Timing of traffic signals will provide better traffic flow and management. Justification: Estimated Operation and Maintenance Cost: Installation of fiber optic cabling will provide traffic control for the COG Project Description: Project Intents: various Project Location: Project Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $0 $0 $0 $0 FY2012-13 $0 $0 $0 $0 FY2013-14 $0 $0 $0 $0 FY2014-15 266 Engineering Department Responsible: 16 Project No: Cotton Lane Bridge payment ST1102 $0 General Fund 001 Project Name: $0 Development Fee Regional Transportation 128 FY2009-10 Fund Name $750,000 Total Estimated Cost: Fund No $0 $690,699 $59,301 FY2010-11 $0 $0 FY2011-12 Source Of Funding Project Type: $0 $0 FY2012-13 $0 $0 FY2013-14 $0 $0 FY2014-15 This project intent was to improve traffic flow to EMR and areas south of the Gila river. It was a joint project with the county and adjacent land owners. Justification: Estimated Operation and Maintenance Cost: Deferred payment to Maricopa County Project Description: Project Intents: Cotton Lane and Gila River Project Location: Project Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear 267 Police Department Responsible: $0 $0 Fire Grants General Fund 175 001 17 Project No: Police Radio Replacement TC0401 $0 Development Fees Police 125 Project Name: $0 FY2009-10 Fund Name Development Fees - Fire Fund No $5,500,000 Total Estimated Cost: 124 $13,814 $1,600,000 $0 $1,950,000 $1,950,000 FY2010-11 $0 $0 $0 $0 FY2011-12 Source Of Funding Project Type: $0 $0 $0 $0 FY2012-13 $0 $0 $0 $0 FY2013-14 The current system is over 20 years old and past its useable life cycle. Also the current system has limited coverage; within the Department, only 70% of the City and limited in-building coverage Justification: Estimated Operation and Maintenance Cost: The current radio system was designed to support a city of 20,000 in 1990. The 800 Megahertz radio system is needed to provide service to new areas being developed. The new system will increase the ability to communicate with other agencies. It will also provide encrypted communications.The project location will be city wide. Project includes the communications center, radios and hardware Project Description: Project Intents: This would be a City wide project Project Location: Project Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $0 $0 $0 $0 FY2014-15 268 Information Technology (IT) Department Responsible: Currently the city has disparate system at every city site meaning that while we can dial from site to site with a 4 digt extension the system cannot be managed centrally and are not configure efficiently. The City has hit the maximum capacity of locations that can be added to the current system. New hardware is not available for replacement should we begin to experience hardware failures. Justification: 18 Project No: New City wide phone system TC1201 $0 General Fund 001 Project Name: $0 Development Fees General Government 122 FY2009-10 Fund Name $1,500,000 Total Estimated Cost: Fund No $60,000 Estimated Operation and Maintenance Cost: $675,000 $825,000 FY2010-11 $0 $0 FY2011-12 Source Of Funding Project Type: $0 $0 FY2012-13 $0 $0 FY2013-14 The voice mail system the City is on will be end-of-lifed in 2010. We currently do not have anyone with the skill set to manage the current system and training is no longer available. The vendor provided support in case of outages but cannot help us to correct configuration errors and other issues they result in an outage. Upgrade City's telephone and voice mail systems and provided additional services including teleconferencing, video conferencing, inter grated voice response, music on hold, and enhanced call routing. Project Description: Project Intents: city wide Project Location: Project Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $0 $0 FY2014-15 269 19 Project No: Water / WW Transmission Lines WA0508 $0 Development Fees Water 416 Project Name: $0 Development Fees Sewer 425 FY2009-10 Fund Name $13,453,415 Total Estimated Cost: Fund No $0 $0 $0 FY2010-11 $1,000,000 $0 FY2011-12 Source Of Funding Project Type: $1,380,311 $795,653 FY2012-13 This will allow flexibility to provide infrastructure for new development and economic growth. Justification: Estimated Operation and Maintenance Cost: Design & install new water & ww transmission lines. Locations will be identified through hydraulic modeling assessment and in accordance with the Integrated Water Master Plan. Public Works Project Description: Project Intents: Department Responsible: Project Location: Project Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $0 $0 FY2013-14 $522,436 $0 FY2014-15 270 20 Project No: CAP M-I Charges WA0510 Development Fees Water Resource 417 Project Name: Fund Name $4,920,189 Total Estimated Cost: Fund No $0 $0 FY2009-10 $200,000 FY2010-11 $220,000 FY2011-12 Source Of Funding Project Type: $250,000 FY2012-13 $300,000 FY2013-14 Contractual obligation. This water is part of the City's 100 year assured water supply needed for growth and economic development as required by Arizona Department of Water Resources (ADWR). Justification: Estimated Operation and Maintenance Cost: Existing Central Arizona Project (CAP) municipal & industrial subcontract annual fees. Water Resources Project Description: Project Intents: Department Responsible: Project Location: Project Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $300,000 FY2014-15 271 21 Project No: Adaman Water Interconnect WA0522 $0 Water Bonds Fy2011 430 Project Name: $0 Development Fees Water 416 FY2009-10 Fund Name $64,849,332 Total Estimated Cost: Fund No $56,000 $1,921,000 $1,593,572 FY2010-11 $0 $0 FY2011-12 Source Of Funding Project Type: $0 $0 FY2012-13 Design & construction of transmission line, booster station, storage tank & arsenic treatment for conveyance of water to City of Goodyear. Groundwater wells, treatment, transmission lines, and booster/storage needed to convey 10 mgd of groundwater from the Adaman Mutual Water Company into the COG. Public Works Estimated Operation and Maintenance Cost: Justification: Project Description: Project Intents: Department Responsible: Project Location: Project Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $0 $2,334,760 FY2013-14 $0 $0 FY2014-15 272 22 Project No: Lease back GRIC WA0701 Development Fees Water Resource 417 Project Name: Fund Name $10,665,000 Total Estimated Cost: Fund No $0 $0 FY2009-10 $1,750,000 FY2010-11 $1,650,000 FY2011-12 Source Of Funding Project Type: $1,600,000 FY2012-13 $1,500,000 FY2013-14 This is required to meet the City's 100 year designation of assured water supply and to support future City growth and economic development. Justification: Estimated Operation and Maintenance Cost: Gila River Indian Contract (GRIC) - 100 year lease on 7,000 acre/ft of CAP water (per year) Water Resources Project Description: Project Intents: Department Responsible: Project Location: Project Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $1,500,000 FY2014-15 273 23 Project No: Reclaimed System Improvements WR1001 Development Fees Reclaimed Water 427 Project Name: Fund Name $4,000,699 Total Estimated Cost: Fund No $0 $0 FY2009-10 $1,377,370 FY2010-11 $424,214 FY2011-12 Source Of Funding Project Type: $477,258 FY2012-13 $727,043 FY2013-14 This water is required to support dust control for construction as part of the City's economic development. Landscaping and irrigation needs will also be met by expanding this system in order to meet the Arizona Department of Water Resources Third Management Plan for water conservation. Justification: Estimated Operation and Maintenance Cost: This project will expand the existing non-potable distribution system within the Central Planning Area in accordance with the Integrated Water Master Plan (IWMP) to meet new reclaimed water demands. Public Works Project Description: Project Intents: Department Responsible: Project Location: Project Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $994,814 FY2014-15 274 24 Project No: $0 FY2009-10 Corgett WRF - Regulatory Compliance Improvements WW0307 Development Fees Sewer 425 Project Name: Fund Name $2,870,657 Total Estimated Cost: Fund No $0 $320,657 FY2010-11 $0 FY2011-12 Source Of Funding Project Type: $0 FY2012-13 $300,000 FY2013-14 Currently the effluent produced at Corgett is discharged into the Corgett Wash and serves no beneficial purpose. These improvements will produce a higher quality effluent which can be put to beneficial use such as irrigation and dust control. Justification: Estimated Operation and Maintenance Cost: Regulatory Compliance Improvements in order to deliver higher quality effluent. Public Works Project Description: Project Intents: Department Responsible: Project Location: Project Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $0 FY2014-15 275 Public Works Department Responsible: 25 Project No: GWRF Capacity Expansion WW0403 $0 Wastewater Rev Bond 2009 428 Project Name: $0 Development Fees Sewer 425 FY2009-10 Fund Name $121,283,943 Total Estimated Cost: Fund No $0 $0 $1,000,000 FY2010-11 $0 $1,500,000 FY2011-12 Source Of Funding Project Type: $0 $1,020,838 FY2012-13 $0 $2,058,663 FY2013-14 Design and construction of Package 6 will provide an addtional 2 milliion gallons per day (MGD) of capacity to meet future growth and economic development within the Central Planning Area. Justification: Estimated Operation and Maintenance Cost: Design & construction for capacity upgrades at the 157th Ave. water reclamation facility (WRF) to meet future growth and economic development. Project Description: Project Intents: 157th av. Wastewater Treatment Plant Project Location: Project Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $0 $4,672,025 FY2014-15 276 26 Project No: Lift Station Upgrade Project WW0511 Development Fees Sewer 425 Project Name: Fund Name $1,840,000 Total Estimated Cost: Fund No $0 $0 FY2009-10 $200,000 FY2010-11 $0 FY2011-12 Source Of Funding Project Type: $0 FY2012-13 Upgrades are needed to meet increased flows due to economic development and growth. Justification: Estimated Operation and Maintenance Cost: Upgrade lift stations in collection system. The work will include pump upgrades and electrical improvements and the addition of Supervisory Control and Data Acquisition (SCADA). Public Works Project Description: Project Intents: Department Responsible: Project Location: Project Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $0 FY2013-14 $0 FY2014-15 277 Public Works Department Responsible: 27 Project No: WW SCADA WW0809 $0 Wastewater Bonds 426 Project Name: $0 Development Fees Sewer 425 FY2009-10 Fund Name $920,366 Total Estimated Cost: Fund No $10,000 $0 $0 FY2010-11 $0 $220,366 FY2011-12 Source Of Funding Project Type: $0 $0 FY2012-13 $0 $0 FY2013-14 This will reduce travel time, response time, fuel consumption and labor costs. Implementation of this system will identify issues within the sytem more efficiently allowing staff to prevent any back ups in the system that could cause a Sanitary Sewer Overflow. Justification: Estimated Operation and Maintenance Cost: Provide remote control from a centralized location at the Supervisory Control and Data Acquisition control center (SCADA). Project Description: Project Intents: City wide Project Location: Project Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $0 $0 FY2014-15 278 28 Project No: RVWRF WW1001 Development Fees Reclaimed Water 427 Project Name: Fund Name $300,000 Total Estimated Cost: Fund No $0 Estimated Operation and Maintenance Cost: Justification: Project Description: $0 FY2009-10 Engineering Department Responsible: Project Intents: Rainbow Valley Reclamation Facility Project Location: $0 FY2010-11 $0 FY2011-12 Source Of Funding Project Type: Project Description Report 2010/11-2014/15 Capital Improvement Program City of Goodyear $0 FY2012-13 $300,000 FY2013-14 $0 FY2014-15 279 24,712,170 5,259,098 4,526,703 1,066,311 $1,066,311 Ending Fund Balance Restricted - Funded Depreciation Restricted Reserve Funds Unrestricted Funds - 26,098,541 2,000,000 420,000 2,200,000 - 16,347,842 5,130,699 Capital Expenditures Capital Improvements Plan Special Projects& Proposed Improvement District Improvement District Contingency/Unreserved Fund Balance Grants - Non-CIP Grants - CIP CIP Carryover Developer Reimbusement Funded Depreciation One Time Prior Year Carryover Reimbursements to Developers (Impact Fees) Total: Capital Expenditures Available Funds FY 08/09 Debt Service Transfers- Debt Svc (out) Net from Capital 2,200,000 5,200,000 - 25,920 - 17,207,190 12,910,762 3,389,399 907,029 17,207,190 12,910,762 4,296,428 150,000 77,372 0 450,000 4,218,860 2,908,168 7,127,028 - - 3,547,700 3,547,700 - 1,524,733 1,524,733 1,524,733 - 2,200,000 - 34,225,421 61,209,427 97,634,848 61,209,427 17,805,953 10,775,461 3,869,244 3,470,765 4,755,441 1,454,084 5,543,572 1,759,769 2,000,000 4,596,827 3,000,000 36,425,421 - 1,742,977 2,525,178 258,548 9,785,801 Fund Capital Revenues Property Taxes Grants Non-Cap Grants - CIP CIP Bond Sales Developer Contributions Bond and Loan Funds (Special Project) Development Impact Fee Revenues ID Assessments Transfers - In Total: Capital Source 1,524,733 - Fees 3,959,098 3,547,700 - CIP Fund 21,964,852 450,000 - CIP (4,228,463) 77,372 - District Net From Operations (Base) 1,200,000 (1,122,628) Fund Water Beginning Fund Balance (estimated) (124,080) (124,080) 3,843,477 972,203 2,340,874 130,400 400,000 2,720,849 User Fund Non-Utility Development 1,300,000 930,725 8,666,288 304,080 61,280 100,500 142,300 - 180,000 Special Revenue/Grants Highway FY 11 Sources & Uses McDowell McDowell Improvement Improvement 3,100,000 2,268,550 Debt Service Transfers From General Fund (out) Transfer Water to Water Administration (out) Transfer from Enterprise Fund to General Fund (o 2,100,000 51,456,424 37,148,009 10,866,567 1,341,848 53,724,974 53,724,974 Fund Available Funds Operational Expenditures Personnel Services Professional & Contract Services Materials & Supplies Revolving Fund & Special Projects (LTAF) Reimbursements to Developers (Sales Tax) Total:Expenditures Operating Revenues Total: Revenues SOURCES and USES General Debt Service 5,906,674 5,524,748 1,454,084 2,898,027 1,463,692 7,513,469 3,898,204 800,000 2,875,461 1,319,911 1,272,550 283,000 7,573,665 Fund Sewer Total: 204,235 364,663 (160,428) 1,000,000 4,560,220 712,371 3,807,499 40,350 5,399,792 Fund Sanitation $250,000 500,000 250,000 (5,312,944) 5,202,538 110,406 0 5,812,944 7,466,288 (1,653,344) 3,410,844 1,878,970 1,207,040 324,834 1,757,500 Fund Stadium 101,249,835 3,000,000 7,127,028 12,910,762 4,296,428 2,000,000 61,209,427 7,092,705 2,200,000 125,114,471 25,254,788 61,319,833 1,524,733 16,347,842 12,910,762 3,389,399 34,225,421 2,000,000 420,000 2,200,000 43,305,731 23,249,288 8,016,335 (2,721,900) 28,440,918 250,000 1,316,311 255,000,000 9,234,647 930,725 43,835,721 22,120,208 2,521,280 400,000 2,100,000 70,977,209 81,142,581 Total Schedule 2 - All Funds Revenue FY 2008 ACTUALS DESCRIPTION FY 2009 ACTUALS FY 2010 ESTIMATE FY 2011 BUDGET GENERAL FUND General Revenues Property Taxes (Primary) Construction Sales Tax General Sales Tax Franchise Taxes Use Tax/PILT Total Charges for General Revenues Licenses & Permits Business Licenses Business License Fee Nonbusiness Lic & Permits Total Licenses & Permits Development Fees Development Agreements Intergovernmental Revenue State Shared Sales Tax Urban Revenue Sharing Auto Lieu Total State Revenues Charges for Services General Government Rentals Recreation Fees Aquatics Fees Community Development Public Safety Fines Misc. Total Charges for Services Investment Earnings Earnings on Investments Rents & Royalties Total Investment Earnings Miscellaneous Revenue Donations Bank Charges Industrial Authority Reimbursement Discounts Taken CFD Refunds Sale/Resale Items Penalty Fees Other Total Miscellaneous Revenue Total General Fund $ $ $ $ $ $ 4,125,850 17,687,449 23,108,620 2,071,378 46,993,296 $ $ $ $ $ $ 4,815,107 12,778,459 22,065,654 2,195,747 41,854,967 $ $ $ $ $ $ 5,487,734 6,003,900 26,198,542 2,588,375 204,240 40,482,791 $ $ $ $ $ $ 6,002,998 3,000,000 27,735,287 2,640,143 900,000 40,278,428 $ $ $ $ 42,360 57,630 99,989 $ $ $ $ 21,924 70,824 92,748 $ $ $ $ 163,768 29,376 193,144 $ $ $ $ 165,000 15,801 57,000 237,801 $ 3,579,812 $ 2,239,680 $ 1,304,437 $ - $ $ $ $ 4,247,158 6,503,558 1,854,435 12,605,151 $ $ $ $ 3,676,853 6,855,644 1,678,823 12,211,320 $ $ $ $ 3,461,961 5,966,405 1,603,380 11,031,746 $ $ $ $ 3,467,005 4,497,364 1,605,726 9,570,095 $ $ $ $ $ $ $ $ $ 3,985,547 58,739 305,823 37,065 12,178,959 74,057 743,765 17,383,956 $ $ $ $ $ $ $ $ $ 230,870 50,355 306,618 50,421 4,771,321 70,680 584,719 24,054 6,089,038 $ $ $ $ $ $ $ $ $ 751,060 45,739 245,674 39,115 4,965,498 66,691 745,368 6,859,145 $ $ $ $ $ $ $ $ $ 150,360 51,384 210,200 74,589 4,062,992 67,000 757,087 450,000 5,823,612 $ $ $ 996,060 996,060 $ $ $ 57,641 57,641 $ $ $ 228,993 228,993 $ $ $ 244,667 244,667 $ $ $ $ $ $ $ $ $ $ 2,882 (1,471) 282 4,726 1,817 873,948 882,184 $ $ $ $ $ $ $ $ $ $ (6) 237 837 4,004 1,121 1,522,070 1,528,263 $ $ $ $ $ $ $ $ $ $ 79 30,553 305 617,533 648,470 $ $ $ $ $ $ $ $ $ $ 500,000 70,371 570,371 $ 82,540,449 $ 64,073,657 $ 60,748,726 $ 56,724,974 $ $ $ 3,295,648 3,425 $ $ $ 2,798,581 2,500 $ $ $ - $ $ $ - $ 3,299,073 $ 2,801,081 $ - $ - $ 136,650 $ 169,613 $ 170,000 $ 180,000 $ 136,650 $ 169,613 170,000 $ 180,000 SONORAN VALLEY FUND (003) Charges for Services General Government Investment Earnings Earnings on Investments Total Sonoran Valley Fund IMPOUND FEES FUND (009) Charges for Services Public Safety Total Impound Fees Fund 280 $ Schedule 2 - All Funds Revenue FY 2008 ACTUALS DESCRIPTION FY 2009 ACTUALS FY 2010 ESTIMATE FY 2011 BUDGET HIGHWAY USER REVENUE FUND (101 &103) Intergovernmental Revenue State Revenue & Grants Earnings on Investments $ $ 3,173,351 16,652 $ $ 3,120,860 1,637 $ $ 2,755,435 1,322 $ 2,719,599 1,000 $ 3,190,003 $ 3,122,497 $ 2,756,757 $ 2,720,599 $ $ - $ $ 230,299 $ - $ 312,000 - $ $ - $ - $ 230,299 $ 312,000 $ - $ 24,104 $ 890 $ 963 $ - $ 24,104 $ 890 $ 963 $ - Court Enhancement Fee $ - $ 17,430 $ 72,179 $ 75,000 Total Replacement Fund $ - $ 17,430 $ 72,179 $ 75,000 Fees $ - $ 93,353 $ 18,852 $ 19,440 Total Replacement Fund $ - $ 93,353 $ 18,852 $ 19,440 $ - $ 35 35,619 619 $ 25,000 25 000 $ 7 7,580 580 $ - $ 35,619 $ 25,000 $ 7,580 $ $602,506 64,439 $ $ 272,583 32,643 $ 621,767 - $ 363,353 40,568 Total Highway User Revenue Fund LOCAL TRANSPORTATION ASSISTANCE FUND (102) Intergovernmental Revenue State Revenue & Grants Earnings on Investments Local Transportation Assistance Fund REPLACEMENT FUND (110) Investment Earnings Earnings on Investments Total Replacement Fund Court Enhancement (115) Fees JCEF (116) Fees Fill the Gap (117) Facilities Comm nit Facilities Community Total Replacement Fund DEVELOPMENT FEES - PARKS/COMTY FACIL. (121) Development Fees Earnings on Investments Total Development Fees - Comm. Facilities $666,945 $305,226 $621,767 $403,921 DEVELOPMENT FEES - GENERAL GOVERNMENT (122) Development Fees Earnings on Investments $ $ 1,718,405 185,993 $ $ 923,373 7,148 $ $ 572,923 - $ $ 710,991 22,877 Total Development Fees - Gen. Govt. $ 1,904,398 $ 930,521 $ 572,923 $ 733,868 Development Fees Earnings on Investments $ $ 1,099,446 194,443 $ $ 321,340 19,835 $ $ 569,362 20,782 $ $ 251,075 86,271 Total Development Fees - Public Works $ 1,293,889 $ 341,175 $ 590,144 $ 337,346 Transfers from General Fund Non-Utility Dev Fees Earnings on Investments $ $ $ 325,447 1,178,523 6,857 $ $ $ - $ 709,591 $ (878) $ 567,205 - $ $ $ 990,854 21,059 Total Development Fees - Fire $ 1,510,827 $ 708,713 567,205 $ 1,011,913 DEVELOPMENT FEES - PUBLIC WORKS (123) DEVELOPMENT FEES - FIRE (124) 281 $ Schedule 2 - All Funds Revenue FY 2008 ACTUALS DESCRIPTION FY 2009 ACTUALS FY 2010 ESTIMATE FY 2011 BUDGET DEVELOPMENT FEES - POLICE (125) Development Fees Non-Utility Dev Fees Earnings on Investments $ $ $ 1,990,052 263,147 $ $ $ 560,430 25,113 $ $ $ 724,582 - $ $ $ 423,515 52,362 Total Development Fees - Police $ 2,253,199 $ 585,543 $ 724,582 $ 475,877 Development Fees Reimburement Expense Earnings on Investments $ $ $ 2,504,066 75,075 66,065 $ $ $ 761,540 $ 41,671 $ (566) $ 991,832 - $ $ $ 444,965 13,267 Total Development Fees - Transportation $ 2,645,206 $ 802,645 $ 991,832 $ 458,232 Development Fees Earnings on Investments $ $ 394,222 106,651 $ $ 152,520 8,742 $ $ 326,766 9,500 $ $ 233,734 16,233 Total Development Fees - Library $ 500,873 $ 161,262 $ 336,266 $ 249,967 Development Fees Earnings on Investments $ $ - $ $ 35,075 - $ $34,097 - $ $ 130,316 18,481 Total Development Fees - Transportation $ - $ 35,075 $ 34,097 $ 148,797 DEVELOPMENT FEES - ARTERIAL STREETS (126) DEVELOPMENT FEES - LIBRARY (127) DEVELOPMENT FEES - REGIONAL TRANSPORTATION (128) CDBG GRANTS (COMMUNITY GRANTS) (151) Federal Grants $ - $ 265,847 $ 275,334 $ 257,029 Total CDBG Grants (Community Grants) $ - $ 265,847 $ 275,334 $ 257,029 Transfer from General Fund Federal Grants $ $ 42,145 $ $ 1,001 - $ $ - $ $ - Total CDBG Grants (Community Grants) $ 42,145 $ 1,001 $ - $ - Federal Grants State Revenue & Grants $ $ 112,332 270,379 $ $ 256,957 $ 97,910 $ 457,000 - $ $ 910,762 - Total Police Grants $ 382,711 $ 354,867 $ 457,000 $ 910,762 $ $ $ 447,469 15,204 $ $ $ 64,122 $ - $ 101,719 $ - $ $ $ - $ 462,673 $ 165,841 $ - $ - Grants Other $ $ 340,855 70,857 $ $ 176,840 $ 69,143 $ 862,366 $ $ 3,389,399 650,000 Total Street Grants $ 411,712 $ 245,983 $ 862,366 $ 4,039,399 $ $ $ $ - $ $ $ $ - $ $ $ $ 916,944 $ $ $ $ 12,000,000 $ - $ - $ 916,944 $ 12,000,000 HUD (152) POLICE GRANTS (171) FIRE GRANTS (175) Intergovernmental Revenue Federal Grants State Revenue & Grants Other Total Fire Grants STREET GRANTS (181) MISCELLANEOUS GRANTS (199) Intergovernmental Revenue Federal Grants Grants - FY 10 Carryover State Revenue & Grants Misc. Proposed Grants Total Misc. Grants 282 Schedule 2 - All Funds Revenue FY 2008 ACTUALS DESCRIPTION FY 2009 ACTUALS FY 2010 ESTIMATE FY 2011 BUDGET DEBT SERVICE (201) General Revenues Property Taxes Interfund Transfers Interest Proceeds - LT Liabilities Total Debt Service $ $ $ $ 6,517,935 1,073,898 61,802 3,252,554 $ $ $ $ 9,118,241 14,899 - $ $ $ $ 9,328,722 - $ $ $ $ 7,127,028 - $ 10,906,189 $ 9,133,140 $ 9,328,722 $ 7,127,028 $ $ $ 3,886,199 - $ $ $ 18,969 - $ $ $ - $ $ $ - MCDOWELL IMPROVEMENT DISTRCT (241) Proposed Improvement District Interest Transfers from CIP Bond Proceeds Total McDowell Bonds $3,886,199 $18,969 $0 $0 FUND 311 Developer Reimbursements Interest Transfer From Capital Project Fund GO Bonds City Center Interim Financing $ $ $ $ $ (366,581) 3,459 - $ $ $ $ $ - $ $ $ $ $ - $ $ $ $ $ - Total 311 $ (363,122) $ - $ - $ - MCDOWELL IMPROVEMENT DISTRICT Westcor Improvement District Reimbursement Expense Interest Bond Proceeds Bond Premium $ $ $ $ $ (3,371,940) 85,037 859,512 47,165,000 1,772,153 $ $ $ $ $ 10,135 (135,747) - $ $ $ $ $ - $ $ $ $ $ - Total McDowell 331 $ 46,509,762 $ (125,612) $ - $ - Interest Transfer from General Fund Transfer from Capital Project Fund Contributed Capital $ $ $ $ 53,724 6,015 - $ $ $ $ 8 (8) - $ $ $ $ - $ $ $ $ - Total 342 $ 59,739 $ - $ - $ - Reimbursement Expense Interest Transfer from General Fund $ $ $ 4,836 2,290,745 $ $ $ 176,706 967 - $ $ $ - $ $ $ - Total Develop. Contr. Admin. $ 2,295,581 $ 177,673 $ - $ - $ $ 72,373 - $ $ 3,149 - $ $ - $ $ - $ 72,373 $ 3,149 $ - $ - CIP FIRE (342) CIP DEVELOPMENT CONTRIBUTION ADMIN (343) COUNTY ROAD MONEY (362) Interest Transfre from Capital Project Fund Total County Road Money GO 06/07 20% BONDS (371) Interest Discounts Taken Transfer from Capital Project Fund Bond Proceeds Bond Premium $ $ $ $ $ (79,720) 2,331,127 - $ $ $ $ $ 4,693 - $ $ $ $ $ - $ $ $ $ $ - Total GO 06/07 20% Bonds $ 2,251,407 $ 4,693 $ - $ - 283 Schedule 2 - All Funds Revenue FY 2008 ACTUALS DESCRIPTION FY 2009 ACTUALS FY 2010 ESTIMATE FY 2011 BUDGET GO 07/08 20% BONDS (372) Interest Discounts Taken Transfer from Capital Project Fund Bond Proceeds Bond Premium $ $ $ $ $ 35,525 8,745,000 100,701 $ $ $ $ $ (34,283) 250,126 3,963,264 604,500 5,722 $ $ $ $ $ - $ $ $ $ $ - Total GO 07/08 20% Bonds $ 8,881,226 $ 4,789,329 $ - $ - Transfer Enterprise fund $ 1,723,159 $ 1,501,556 $ - $ - Total Water Admin 410 $ 1,723,159 $ 1,501,556 $ - $ - $ $ 11,254 11,254 $ $ 14,045 14,045 $ $ 13,700 13,700 $ $ 14,500 14,500 $ $ $ 8,745,937 $ 79,212 $ 8,825,149 $ 8,821,841 $ 58,311 $ 8,880,152 $ 9,786,787 $ 70,000 $ 9,856,787 $ 9,946,423 193,453 10,139,876 $ $ $ 3,750 88,212 91,962 $ $ $ 6,291 13,644 19,935 $ $ $ 3,500 7,500 11,000 $ $ $ 4,324 120,000 124,324 $ 8,928,365 $ 8,914,132 $ 9,881,487 $ 10,278,700 $ $ 29,799 $ $ - $ (24,954) $ 15,248,357 10,419 $ $ 2,000,000 - $ 29,799 , $ ((24,954) , ) $ 15,258,776 , , $ 2,000,000 , , $ $ $ 1,183,998 $ - $ 40,652 $ 1,104,816 $ - $ 10,804 $ 816,834 $ - $ 52,686 $ 1,677,667 8,737 $ 1,224,650 1,115,620 869,520 $ 1,686,404 Development Fees Utility Development Fees Investment Earnings Earnings on Investments $ $ $ 2,509,494 $ - $ 73,452 $ 1,175,520 $ - $ 14,484 $ 1,720,528 $ - $ - $ 870,411 43,103 Total Development Fees - Water Resources $ 2,582,946 $ 1,190,004 $ 1,720,528 $ 913,514 $ 3,837,395 $ 2,280,670 $ 17,848,824 $ 4,599,918 Wastewater Utility Damage Reimbursement Misc Utility Revenue Total Utilities Investment Earnings Earnings on Investments $ $ $ $ 6,244,742 69,641 (74,588) 6,239,795 $ $ $ $ 5,962,152 11 5,962,163 $ $ $ $ 6,477,500 155,634 6,633,134 $ $ $ $ 8,392,602 156,017 225,645 8,774,264 $ 61,147 $ 10,128 $ 2,500 $ 149,959 Total - Wastewater $ 6,300,942 $ 5,972,291 $ 6,635,634 $ 8,924,223 WATER ADMIN (410) ENTERPRISE - WATER (411) Charges for Services General Government Total Charges for Services Utilities Water Misc Utility Revenue Total Utilities Miscellaneous Revenue Discounts Taken Other Total Miscellaneous Revenue Total Enterprise - Water CIP-WATER BONDS (413) Proposed Bonds Investment Earnings Total CIP - Water DEVELOPMENT FEES - WATER (416) Development Fees Utility Development Fees Investment Earnings Earnings on Investments Total Development Fees - Water $ $ DEVELOPMENT FEES - WATER RESOURCES (417) Total Water CIP ENTERPRISE - WASTEWATER (421) Utilities 284 Schedule 2 - All Funds Revenue FY 2008 ACTUALS DESCRIPTION FY 2009 ACTUALS FY 2010 ESTIMATE FY 2011 BUDGET CIP-WASTEWATER (423) Charges for Services General Government Investment Earnings Earnings on Investments $ Total CIP - Wastewater $ $ (631,177) $ 163,100 - $370,887 $ - $ 90 $ 181,857 $ - (468,077) $ 90 $ 552,744 $ - 1,868,701 1,868,701 $ $1,649,133 1,649,133 $ $ 1,899,726 1,899,726 DEVELOPMENT FEES - SEWER (425) Development Fees Utility Development Fees Total Utility Development Fees Investment Earnings Earnings on Investments Total Development Fees - Sewer $ $3,064,070 3,064,070 $ $ (2,834) $ - $ 3,527 $ 1,649,133 $ 1,903,253 - $ - $ - - $ - $ - 483,772 733,392 $ 287,251 $ 6,964 $5,255 1,091,127 $ 490,736 $ 738,647 $ 303,361 $ - $ - $ - $ - $ $ $ 5,145,872 50 5,145,922 $ $ $ 5,598,926 26,500 5,625,426 $ $ $ 5,300,500 5,300,500 $ $ $ 5,365,539 57,721 5,423,260 $ $ 7,800 7,800 $ $ 4,077 4,077 $ $ 300 300 $ $ 86,892 86,892 $ 237,150 $ $ 3,301,220 $ 1,865,867 $ - $ $ - $ $1,072,095 $ $ 19,032 $ WASTEWATER BONDS (426) Bond Revenue WIFA Loan Total Wastewater Bonds DEVELOPMENT FEES - RECLAIMED WATER (427) Development Fees Utility Development Fees Investment Earnings Earnings on Investments Total Development Fees - Reclaimed Water $16,110 ENTERPRISE - SANITATION (431) Intergovernmental Revenue State Revenue & Grants Utilities Sanitation Misc Utility Revenue Total Utilities Miscellaneous Revenue Other Total Miscellaneous Revenue Other Financing Sources Interfund Transfers Total Enterprise - Sanitation $ - $ - $ - $ - $ 5,145,922 $ 5,625,426 $ 5,300,800 $ 5,510,152 $ - $ 879,987 $ 737,000 $ 1,587,500 $ $ - $ $ 135,162 $ (1,776) $ 65,000 45,000 $ $ 100,000 70,000 $ - $ 1,013,373 $ 847,000 $ 1,757,500 $ - $ - $ 33,000,000 $ - $ - $ - $ 33,000,000 $ - STADIUM (441) Stadium (367.XX) Sales Non Stadium (368.X) Rentals Miscellaneous Total Enterprise - Stadium STADIUM BONDS (443) Bond Revenue Bond Proceeds Total Stadium Bonds Grand Total $ 205,624,263 285 $ 117,527,527 $ 157,752,571 $ 121,158,839 Schedule 3 - Operating Funds Expenditure Schedule DEPT /DIV FY 2007 ACTUAL DESCRIPTION FY 2008 ACTUAL FY 2010 BUDGET FY 2009 ACTUAL FY 2010 ESTIMATE FY 2011 BUDGET MAYOR AND COUNCIL 1110 Administrative Personnel Svcs. Contractual Svcs. Commodities $ $ $ 179,846 108,327 6,360 $ $ $ 312,625 95,434 3,985 $ $ $ 112,534 59,563 5,244 $ $ $ 218,349 68,051 3,650 $ $ $ 218,349 68,051 3,650 $ $ $ 416,462 49,039 3,650 Total Mayor and Council $ 294,533 $ 412,044 $ 177,341 $ 290,050 $ 290,050 $ 469,151 Personnel Svcs. $ 463,310 $ 521,296 $ 447,347 Contractual Svcs. $ 204,032 $ 101,022 $ 190,574 Commodities $ 17,732 $ 19,179 $ 11,061 Total Administration $ 685,074 $ 641,497 $ 648,982 FY 11 Includes one-time funding for Primary & General Election ($130,000) $ $ $ $ 464,817 134,793 12,400 612,010 $ $ $ $ 463,818 61,638 7,500 532,956 $ $ $ $ 465,189 225,701 11,600 702,490 CITY CLERK 1210 1240 Administrative Mail Services Personnel Svcs. Contractual Svcs. Commodities Total Mail Services $ $ $ $ 106,514 35,494 35 142,043 $ $ $ $ 105,359 27,823 2,023 135,205 $ $ $ $ - $ $ $ $ - $ $ $ $ - $ $ $ $ - Total City Clerk $ 827,117 $ 776,702 $ 648,982 $ 612,010 $ 532,956 $ 702,490 Personnel Svcs. Contractual Svcs. Commodities Total Administration $ $ $ $ 560,419 356,707 25,170 942,296 $ $ $ $ 869,083 511,869 20,193 1,401,145 $ $ $ $ 688,445 317,817 18,655 1,024,917 $ $ $ $ 721,376 257,832 9,000 988,208 $ $ $ $ 721,376 257,832 9,000 988,208 $ $ $ $ 722,048 230,282 37,200 989,530 Personnel Svcs. Contractual Svcs. C Commodities diti Total Admin $ $ $ $ 238 4,334 1 1,345 345 5,917 $ $ $ $ 795 795 $ $ $ $ 238,812 7,566 62 246,440 $ $ $ $ 260,081 260,081 $ $ $ $ 260,081 260,081 $ $ $ $ $ $ $ $ 498,627 33,189 10,647 542,463 $ $ $ $ 520,617 78,150 9,258 608,025 $ $ $ $ 808,337 24,483 16,460 849,280 $ $ $ $ 768,286 19,604 10,850 798,740 $ $ $ $ 768,286 19,604 10,850 798,740 $ $ $ $ $ $ $ $ 300,723 212,581 42,425 555,729 $ $ $ $ 375,239 268,254 60,499 703,992 $ $ $ $ 415,355 235,692 15,269 666,316 $ $ $ $ 408,060 136,322 33,840 578,222 $ $ $ $ 408,059 119,548 34,464 562,071 $ $ $ $ - 3,391,744 3,391,744 $ $ $ $ 2,891,744 2,891,744 $ $ $ $ - $ $ $ $ - CITY MANAGER'S OFFICE 1310 Administrative 1320 1330 Deputy City Manager Personnel Svcs. Contractual Svcs. Commodities Total DCM 1350 674,258 13,306 6,150 693,714 Public Information Officer Personnel Svcs. Contractual Svcs. Commodities Total PIO 1360 - Non-Departmental Personnel Svcs. Contractual Svcs. Commodities Total Non-Departmental $ $ $ $ - $ $ $ $ - $ $ $ $ - $ $ $ $ Personnel Svcs. Contractual Svcs. Commodities Total Employee Development $ $ $ $ 642 44,293 44,935 $ $ $ $ 4,932 16,197 21,129 $ $ $ $ 17,558 17,558 $ $ $ $ Total City Mgr's Office $ 2,091,340 $ 2,735,086 $ 2,804,511 $ 6,016,995 $ 5,500,845 $ 1,683,244 518,899 155,486 9,064 683,449 $ $ $ $ 522,180 538,320 6,050 1,066,550 $ $ $ $ 525,381 352,772 7,600 885,753 $ $ $ $ 524,090 137,240 6,050 667,380 *moved to 1900 1390 Employee Development/Events - $ $ $ $ - LEGAL SERViCES 1410 City Attorney - Civil Division Personnel Svcs. $ 488,687 $ 522,807 $ Contractual Svcs. $ 103,873 $ 122,334 $ Commodities $ 8,090 $ 8,918 $ Total City Attorney $ 600,650 $ 654,059 $ *FY 11Does not include one-time Outside Council Fees ($400,000) 286 Schedule 3 - Operating Funds Expenditure Schedule DEPT /DIV FY 2007 ACTUAL DESCRIPTION FY 2008 ACTUAL FY 2010 BUDGET FY 2009 ACTUAL FY 2010 ESTIMATE FY 2011 BUDGET CITY PROSECUTOR 1420 City Prosecutor - Criminal Division Personnel Svcs. Contractual Svcs. Commodities Total City Prosecutor $ $ $ $ - $ $ $ $ - $ $ $ $ - $ $ $ $ - Total Legal Services $ 600,650 $ 654,059 $ 683,449 $ $ $ $ $ 216,108 245,419 40,144 501,671 $ $ $ $ 94,203 202,828 35,161 332,192 $ $ $ $ 82,635 173,202 26,222 282,059 $ $ $ $ - $ $ $ $ - $ $ $ $ - $ $ $ $ 192,962 18,103 268 211,333 $ $ $ $ 174,557 7,064 181,621 $ $ $ $ 117,686 2,046 119,732 $ $ $ $ - $ $ $ $ - $ $ $ $ - $ $ $ $ 80,099 2,723 82,822 $ $ $ $ 200,571 8,274 208,845 $ $ $ $ 193,940 2,988 196,928 $ $ $ $ - $ $ $ $ - $ $ $ $ - $ $ $ $ 162,525 8,320 17,804 188,649 $ $ $ $ 219,543 13,683 1,057 234,283 $ $ $ $ 246,447 10,028 441 256,916 $ $ $ $ - $ $ $ $ - $ $ $ $ - Personnel Svcs. Contractual Svcs. Commodities Total Neighborhood Svcs $ $ $ $ 150,977 20,504 8,536 180,017 $ $ $ $ 283,388 32,320 5,567 321,275 $ $ $ $ 242,861 32,816 403 276,080 $ $ $ $ - $ $ $ $ - $ $ $ $ - Personnel Svcs. Contractual Svcs. Commodities Total $ $ $ $ - $ $ $ $ 294 294 $ $ $ $ 72,260 3,945 1,484 77,689 $ $ $ $ - $ $ $ $ - $ $ $ $ - $ 1,356 $ 1,000 $ - $ - $ - $ - Total Community Services $ *Department abolished FY 10 1,165,848 $ 1,279,510 $ 1,209,404 $ - $ - $ - $ $ $ $ 651,131 200,714 37,758 889,603 $ $ $ $ 810,892 166,346 67,590 1,044,828 $ $ $ $ 712,582 126,458 30,190 869,230 $ $ $ $ 729,800 118,750 87,500 936,050 $ $ $ $ 700,111 129,335 26,000 855,446 $ $ $ $ 825,468 125,700 61,000 1,012,168 $ $ $ $ 157,748 864 2,923 161,535 $ $ $ $ 171,804 905 3 172,712 $ $ $ $ 174,912 174,912 $ $ $ $ 181,869 6,740 1,856 190,465 $ $ $ $ 181,819 1,373 150 183,342 $ $ $ $ 182,847 2,330 107 185,284 $ $ $ $ 599,329 35,188 11,563 646,080 $ $ $ $ 753,921 76,402 11,984 842,307 $ $ $ $ 582,497 72,616 4,461 659,574 $ $ $ $ 534,555 15,640 7,750 557,945 $ $ $ $ 630,904 11,716 5,150 647,770 $ $ $ $ 553,253 11,941 7,000 572,194 $ $ $ $ 326,478 47,821 17,874 392,173 $ $ $ $ 382,380 24,379 21,237 427,996 $ $ $ $ 411,620 20,944 7,402 439,966 $ $ $ $ 488,325 37,700 6,500 532,525 $ $ $ $ 498,019 28,278 4,600 530,897 $ $ $ $ 499,979 34,250 6,500 540,729 1,066,550 $ $ $ $ $ 885,753 $ $ $ $ 389,619 17,080 7,750 414,449 $ 1,081,829 *moved from 2410 COMMUNITY SERVICES 1510 Administration Personnel Svcs. Contractual Svcs. Commodities Total Admin 1520 Intergovernmental Programs Personnel Svcs. Contractual Svcs. Commodities Total Intergov Programs 1530 Constituent Services Personnel Svcs. Contractual Svcs. Commodities Total Constituent Svcs 1540 Code Compliance Personnel Svcs. Contractual Svcs. Commodities Total Code Compliance 1560 Neighborhood Services 1570 1590 Special Events Contractual Svcs. FINANCE DEPARTMENT 1610 General Accounting Personnel Svcs. Contractual Svcs. Commodities Total General Accounting 1620 CFD Administration Personnel Svcs. Contractual Svcs. Commodities Total CFD Administration 1630 Budget & Research Office Personnel Svcs. Contractual Svcs. Commodities Total Budget & Research 1640 Utility Billing Personnel Svcs. Contractual Svcs. Commodities Total Utility Billing 287 Schedule 3 - Operating Funds Expenditure Schedule DEPT /DIV 1650 FY 2008 ACTUAL FY 2010 BUDGET FY 2009 ACTUAL FY 2010 ESTIMATE FY 2011 BUDGET Procurement Office Personnel Svcs. Contractual Svcs. Commodities Total Procurement Office 1660 FY 2007 ACTUAL DESCRIPTION $ $ $ $ - $ $ $ $ 981 981 $ $ $ $ 250,334 30,890 7,804 289,028 $ $ $ $ 262,678 13,815 2,420 278,913 $ $ $ $ 243,761 3,380 1,457 248,598 $ $ $ $ 262,423 8,140 2,420 272,983 $ $ $ $ - $ $ $ $ - $ $ $ $ 85,992 29,046 3,032 118,070 $ $ $ $ 50,441 38,408 4,300 93,149 $ $ $ $ 50,365 25,843 750 76,958 $ $ $ $ 50,189 38,408 4,300 92,897 $ 2,550,780 $ 2,589,047 $ 2,543,011 $ 2,676,255 Mail Services* Personnel Svcs. Contractual Svcs. Commodities Total Mail Services Total Finance Dept $ 2,089,391 $ 2,488,824 * Prior to 2008, Mail Services was included in City Clerks Budget INFORMATION TECHNOLOGY 1710 Administration Personnel Svcs. Contractual Svcs. Commodities Total Administration 1720 $ $ $ $ 278,206 103,306 5,935 387,447 $ $ $ $ 366,402 38,872 7,606 412,880 $ $ $ $ 432,972 435,039 4,713 872,724 $ $ $ $ 463,119 724,861 6,750 1,194,730 $ $ $ $ 463,119 619,574 3,650 1,086,343 $ $ $ $ 465,423 597,353 6,750 1,069,526 $ $ $ $ 283,559 279,211 6,095 568,865 $ $ $ $ 432,806 337,727 12,489 783,022 $ $ $ $ 481,345 366,022 71,057 918,424 $ $ $ $ 526,181 428,151 7,000 961,332 $ $ $ $ 526,183 364,974 7,000 898,157 $ $ $ $ 493,360 426,800 16,339 936,499 Personnel Svcs. Contractual Svcs. Commodities Total App Dev & Support $ $ $ $ 339,989 145,839 829 486,657 $ $ $ $ 473,083 107,037 9,377 589,497 $ $ $ $ 414,792 8,893 423,685 $ $ $ $ 392,415 15,680 2,500 410,595 $ $ $ $ 392,075 10,953 403,028 $ $ $ $ 392,783 15,200 2,500 410,483 Total Information Tech. $ 1,442,969 $ 1,785,399 $ 2,214,833 $ 2,566,657 $ 2,387,528 $ 2,416,508 $ $ $ $ 645,077 204,988 34,493 884,558 $ $ $ $ 638,365 143,426 20,371 802,162 $ $ $ $ 648,065 144,359 15,287 807,711 $ $ $ $ 651,895 25,474 20,429 697,798 $ $ $ $ 651,896 25,708 20,329 697,933 $ $ $ $ 620,993 37,908 19,890 678,791 $ $ $ $ 191,768 858,072 6,580 1,056,420 $ $ $ $ 276,187 620,513 1,602 898,302 $ $ $ $ 373,284 851,803 522 1,225,609 $ $ $ $ 464,566 980,462 550 1,445,578 $ $ $ $ 464,565 881,535 550 1,346,650 $ $ $ $ 405,868 1,110,591 550 1,517,009 $ $ $ $ 78,155 83,900 10,975 173,030 $ $ $ $ 95,682 81,645 11,542 188,869 $ $ $ $ 92,960 43,601 750 137,311 $ $ $ $ 92,959 18,501 750 112,210 $ $ $ $ $ 1,873,494 $ 2,222,189 $ 2,280,687 $ 2,156,793 $ $ 2,195,800 2,800,200 $ 2,800,200 Technical Support & Services Personnel Svcs. Contractual Svcs. Commodities Total Tech. Support & Svcs 1730 Application Development & Support HUMAN RESOURCES 1810 Administration Personnel Svcs. Contractual Svcs. Commodities Total Administration 1820 Risk Management Personnel Svcs. Contractual Svcs. Commodities Total Risk Aversion 1830 1910 Employee Development Personnel Svcs. Contractual Svcs. Commodities Total Employee Dev/Events $ $ $ $ Total Human Resources $ 1,940,978 Non-Departmental Total Non-Departmental $ - $ - $ - $ - $ - - POLICE DEPARTMENT 2110 Administration Personnel Svcs. Contractual Svcs. Commodities Total Administration 2120 7,175,265 987,598 418,090 8,580,953 $ 9,167,367 $ 1,286,213 $ 544,186 $ 10,997,766 $ 10,279,816 $ 1,237,825 $ 456,393 $ 11,974,034 $ 9,924,514 $ 1,066,700 $ 444,000 $ 11,435,214 $ 9,719,463 $ 1,166,710 $ 437,950 $ 11,324,123 $ 9,622,117 $ 1,138,700 $ 475,000 $ 11,235,817 $ $ $ $ $ $ $ $ $ $ $ $ 43,536 78,000 73,300 194,836 $ $ $ $ 43,536 78,000 73,300 194,836 $ $ $ $ 61,280 100,500 142,300 304,080 $ $ $ $ 1,300,080 351,700 12,785 1,664,565 $ $ $ $ 1,233,781 313,149 8,035 1,554,965 $ $ $ $ 1,272,549 321,450 8,985 1,602,984 Towing Administration Personnel Svcs. Contractual Svcs. Commodities Total Administration 2140 $ $ $ $ $ $ $ $ - - - Telecommunications Personnel Svcs. Contractual Svcs. Commodities Total Telecommunications $ $ $ $ 1,051,702 226,693 39,945 1,318,340 $ $ $ $ 1,203,118 331,754 76,860 1,611,732 288 $ $ $ $ 1,256,667 310,328 11,024 1,578,019 Schedule 3 - Operating Funds Expenditure Schedule DEPT /DIV 2150 FY 2007 ACTUAL DESCRIPTION FY 2008 ACTUAL FY 2010 BUDGET FY 2009 ACTUAL FY 2010 ESTIMATE FY 2011 BUDGET Community Services Personnel Svcs. Contractual Svcs. Commodities Total Community Services $ $ $ $ - Total Police Department $ 9,899,293 $ $ $ $ $ $ $ $ - $ $ $ $ 2,986 2,986 $ $ $ $ 454,686 50,711 13,400 518,797 $ $ $ $ 454,686 27,531 8,400 490,617 $ $ $ $ 376,258 33,870 410,128 $ 12,609,498 $ 13,555,039 $ 13,813,412 $ 13,564,541 $ 13,553,009 302,728 101,456 33,051 437,235 $ $ $ $ 522,427 147,378 47,007 716,812 $ $ $ $ 619,991 55,588 86,629 762,208 $ $ $ $ 545,204 38,640 22,300 606,144 $ $ $ $ 545,204 27,850 14,700 587,754 $ $ $ $ 387,702 27,642 21,800 437,144 $ $ $ $ 511,713 83,963 6,093 601,769 $ $ $ $ 696,738 56,609 8,094 761,441 $ $ $ $ 684,393 3,864 10,688 698,945 $ $ $ $ 472,354 4,500 7,350 484,204 $ $ $ $ 472,353 3,275 3,500 479,128 $ $ $ $ 367,981 950 368,931 $ $ $ $ 6,141,569 280,320 70,488 6,492,377 $ $ $ $ 7,671,406 354,708 71,195 8,097,309 $ $ $ $ 6,368,620 454,592 36,287 6,859,499 $ $ $ $ 7,309,263 463,400 34,200 7,806,863 $ $ $ $ 7,800,000 457,481 34,200 8,291,681 $ $ $ $ 7,975,663 458,925 32,000 8,466,588 $ $ $ $ 256,249 672,116 166,454 1,094,819 $ $ $ $ 392,235 528,956 212,701 1,133,892 $ $ $ $ 409,427 595,237 168,521 1,173,185 $ $ $ $ 382,388 528,050 198,300 1,108,738 $ $ $ $ 382,387 526,031 198,467 1,106,885 $ $ $ $ 385,225 546,740 177,300 1,109,265 51,695 10,866 218 62 779 62,779 $ $ $ $ 121,233 21,982 654 143 869 143,869 $ $ $ $ 108,358 8,947 3,173 120 478 120,478 $ $ $ $ 99,633 7,852 4,000 111 485 111,485 $ $ $ $ 99,633 4,000 4,000 107 633 107,633 $ $ $ $ 166,125 5,552 5,500 177 177 177,177 - $ $ $ $ $ $ $ $ 4,196 4,196 $ $ $ $ 569,521 32,845 5,250 607,616 $ $ $ $ 569,521 15,614 5,250 590,385 $ $ $ $ 826,804 6,260 5,250 838,314 $ 10,853,323 $ 9,618,511 FIRE DEPARTMENT 2210 Administrative Services Personnel Svcs. Contractual Svcs. Commodities Total Administrative Services 2220 Community Services Personnel Svcs. Contractual Svcs. Commodities Total Community Services 2230 Emergency Services Personnel Svcs. Contractual Svcs. Commodities Total Emergency Services 2240 Support Services Personnel Svcs. Contractual Svcs. Commodities Total Support Services 2250 Homeland Security/Emergency Mgmt Personnel Svcs. $ Contractual Svcs. $ Commodities $ Total Homeland Sec/Emergen $ 2260 Building Safety - Inspections Personnel Svcs. Contractual Svcs. Commodities Total Bldg Safety-Permit Proc $ $ $ $ - Total Fire Department $ 8,688,979 Personnel Svcs. Contractual Svcs. Commodities $ $ $ 633,699 145,855 40,362 $ $ $ 796,746 234,743 31,314 $ $ $ Total Muncipal Court $ 819,916 $ 1,062,803 Personnel Svcs. Contractual Svcs. Commodities $ $ $ 235,381 18,652 10,191 $ $ $ Total City Prosecutor $ 264,224 $ $ $ $ 308,482 102,575 7,560 418,617 $ 10,725,050 $ 11,163,466 $ 11,397,419 818,596 204,868 90,138 $ $ $ 855,755 134,060 19,634 $ $ $ 855,755 134,060 19,634 $ $ $ 865,256 134,059 19,634 $ 1,113,602 $ 1,009,449 $ 1,009,449 $ 1,018,949 419,553 16,839 13,714 $ $ $ 484,731 11,042 11,726 $ $ $ 479,641 20,050 7,750 $ $ $ 478,441 13,795 8,270 $ $ $ - $ 450,106 $ 507,499 $ 507,441 $ 500,506 $ - $ $ $ $ 451,663 113,576 12,137 577,376 $ $ $ $ 491,287 124,464 7,101 622,852 $ $ $ $ 397,111 104,269 7,650 509,030 $ $ $ $ 397,109 120,163 7,650 524,922 $ $ $ $ MUNICIPAL COURT 2310 Administrative CITY PROSECUTOR 2410 Administrative Services ECONOMIC DEVELOPMENT 3210 Administrative Personnel Svcs. Contractual Svcs. Commodities Total Economic Dev 289 294,816 97,321 5,350 397,487 Schedule 3 - Operating Funds Expenditure Schedule DEPT /DIV 3220 FY 2007 ACTUAL DESCRIPTION FY 2008 ACTUAL FY 2010 BUDGET FY 2009 ACTUAL FY 2010 ESTIMATE FY 2011 BUDGET Public Information Office Personnel Svcs. Contractual Svcs. Commodities Total PIO $ $ $ $ - $ $ $ $ - $ $ $ $ - $ $ $ $ - $ $ $ $ - $ $ $ $ 416,355 111,840 31,621 559,816 Total Economic Dev $ 418,617 $ 577,376 $ 622,852 $ 509,030 $ 524,922 $ 957,304 $ $ $ $ 207,478 72,893 12,557 292,928 $ $ $ $ 259,411 114,010 14,748 388,169 $ $ $ $ 262,520 46,420 7,849 316,789 $ $ $ $ 258,884 34,439 11,615 304,938 $ $ $ $ 258,885 30,455 10,888 300,228 $ $ $ $ 259,533 32,589 10,285 302,407 $ $ $ $ 874,158 148,695 9,291 1,032,144 $ $ $ $ 1,065,788 90,084 220,706 1,376,578 $ $ $ $ 980,613 41,105 9,776 1,031,494 $ $ $ $ 662,312 33,300 6,700 702,312 $ $ $ $ 662,312 20,623 4,100 687,035 $ $ $ $ 529,342 20,060 5,500 554,902 $ $ $ $ 162,327 14,299 5,896 182,522 $ $ $ $ 540,074 22,131 3,803 566,008 $ $ $ $ 663,085 6,309 1,609 671,003 $ $ $ $ 527,653 6,800 5,450 539,903 $ $ $ $ 527,653 4,702 5,000 537,355 $ $ $ $ 211,129 5,400 1,500 218,029 Personnel Svcs. Contractual Svcs. Commodities Total Bldg Safety-Inspections $ $ $ $ 511,389 117,970 2,881 632,240 $ $ $ $ 669,793 158,596 41,213 869,602 $ $ $ $ 625,762 32,140 59,538 717,440 $ $ $ $ Total Community Dev $ 3,401,928 $ 4,010,418 $ 3,291,569 $ 1,547,153 $ 1,524,618 $ 1,075,339 $ $ $ $ 79,649 31,056 4,934 115,639 $ $ $ $ 111,003 5,389 1,664 118,056 $ $ $ $ 8,578 1,359 487 10,424 $ $ $ $ 8,100 2,100 10,200 $ $ $ $ 7,023 7,023 $ $ $ $ 216,471 216,471 $ $ $ $ 725,792 66,882 23,306 815,980 $ $ $ $ 919,394 67,603 13,015 1,000,012 $ $ $ $ 1,081,809 90,967 15,305 1,188,081 $ $ $ $ 1,254,405 145,750 13,800 1,413,955 $ $ $ $ 1,254,405 38,459 6,380 1,299,244 $ $ $ $ 943,464 40,900 25,100 1,009,464 $ $ $ $ 480,429 19,682 4,722 504,833 $ $ $ $ 596,666 293,488 269,530 1,159,684 $ $ $ $ 519,538 138,760 2,538 660,836 $ $ $ $ 317,967 46,232 31,000 395,199 $ $ $ $ 317,966 5,050 7,000 330,016 $ $ $ $ 324,105 1,732 325,837 222,389 1,349 223,738 $ $ $ $ 314 39 353 $ $ $ $ $ $ $ $ 119,659 8,800 1,000 129,459 $ $ $ $ 158,644 686,118 7,666 852,428 $ $ $ $ 536,424 338,869 17,484 892,777 $ $ $ $ 583,671 186,867 15,360 785,898 $ $ $ $ 471,599 51,960 22,500 546,059 $ $ $ $ 471,600 15,350 8,800 495,750 $ $ $ $ 478,101 19,960 15,500 513,561 Personnel Svcs. Contractual Svcs. Commodities Total Engineering-GIS $ $ $ $ 235,213 129,530 3,593 368,336 $ $ $ $ 258,829 112,775 2,877 374,481 $ $ $ $ 216,506 53,472 4,262 274,240 $ $ $ $ 164,631 51,740 8,500 224,871 $ $ $ $ 164,632 39,683 3,300 207,615 $ $ $ $ 164,948 28,722 193,670 Total Engineering $ 2,880,954 $ 3,545,363 $ 2,919,479 $ 2,590,284 $ 2,339,648 $ 2,388,462 COMMUNITY DEVELOPMENT 3310 Administration Personnel Svcs. Contractual Svcs. Commodities Total Administration 3320 Planning & Zoning Personnel Svcs. Contractual Svcs. Commodities Total Planning & Zoning 3343 Development Services Admin Personnel Svcs. Contractual Svcs. Commodities Total Dev Svcs Admin 3344 Building Safety - Inspections - $ $ $ $ - $ $ $ $ - ENGINEERING 3430 Engineering Transportation Engineering-Transportation Personnel Svcs. Contractual Svcs. Commodities Total Engineering 3431 Engineering-Administration Personnel Svcs. Contractual Svcs. Commodities Total Engineering-Admin 3432 Engineering-Plan Review Personnel Svcs. Contractual Svcs. Commodities Total Eng-Plan Review 3433 Engineering-CIP Project Management Personnel Svcs. $ Contractual Svcs. $ Commodities Total Eng-Permit Processing $ 3434 $ $ $ $ - $ $ $ $ - Engineering-Inspections Personnel Svcs. Contractual Svcs. Commodities Total Eng-Inspections 3435 - Engineering-GIS 290 Schedule 3 - Operating Funds Expenditure Schedule DEPT /DIV FY 2007 ACTUAL DESCRIPTION FY 2008 ACTUAL FY 2010 BUDGET FY 2009 ACTUAL FY 2010 ESTIMATE FY 2011 BUDGET PARKS AND RECREATION 4310 Parks-Administration Personnel Svcs. Contractual Svcs. Commodities Total Parks-Administration 4410 $ $ $ $ 809,165 1,489,019 198,850 2,497,034 $ $ $ $ 995,867 1,950,608 145,909 3,092,384 $ $ $ $ 1,342,688 1,722,423 150,120 3,215,231 $ $ $ $ 1,315,301 1,244,922 115,050 2,675,273 $ $ $ $ 1,315,301 1,366,832 102,250 2,784,383 $ $ $ $ 1,203,348 1,329,521 109,550 2,642,419 $ $ $ $ 229,186 37,490 39,128 305,804 $ $ $ $ 192,908 12,282 37,493 242,683 $ $ $ $ 132,309 18,894 31,754 182,957 $ $ $ $ 165,489 15,370 47,557 228,416 $ $ $ $ 165,489 15,925 37,880 219,294 $ $ $ $ 165,909 223,620 41,307 430,836 Personnel Svcs. Contractual Svcs. Commodities Total Rec-Administration $ $ $ $ 300,549 124,508 211,765 636,822 $ $ $ $ 527,101 158,928 262,188 948,217 $ $ $ $ 598,781 163,736 231,759 994,276 $ $ $ $ 588,049 131,476 220,553 940,078 $ $ $ $ 583,050 128,731 181,600 893,381 $ $ $ $ 598,922 243,968 93,060 935,950 Total Parks & Recreation $ 3,439,660 $ 4,283,284 $ 4,392,464 $ 3,843,767 $ 3,897,058 $ 4,009,205 $ $ $ $ 802,796 132,094 14,448 949,338 $ $ $ $ 775,176 80,370 15,917 871,463 $ $ $ $ 868,817 21,921 6,647 897,385 $ $ $ $ 644,342 69,410 16,000 729,752 $ $ $ $ 644,342 57,460 12,650 714,452 $ $ $ $ 567,717 69,410 16,000 653,127 $ $ $ $ 436,219 1,433,139 80,388 1,949,746 $ $ $ $ 514,292 1,969,445 62,353 2,546,090 $ $ $ $ 472,856 2,135,309 34,530 2,642,695 $ $ $ $ 488,038 2,199,778 41,400 2,729,216 $ $ $ $ 488,037 2,200,470 41,420 2,729,927 $ $ $ $ 464,258 2,201,279 39,900 2,705,437 $ $ $ $ 28,885 28 885 600 29,485 $ $ $ $ 1,987 1 987 1,987 $ $ $ $ $ $ $ $ 871,932 140,030 55,923 1,067,885 $ $ $ $ 1,024,154 408,217 85,804 1,518,175 $ $ $ $ 1,085,930 295,939 65,584 1,447,453 $ $ $ $ 184,544 85,700 270,244 $ $ $ $ 186,778 86,450 273,228 $ $ $ $ 253,244 85,700 338,944 $ $ $ $ 119,598 4,429 124,027 $ $ $ $ 77,324 2,881 80,205 $ $ $ $ 177,972 1,255 179,227 $ $ $ $ 123,000 4,150 127,150 $ $ $ $ 123,000 4,150 127,150 $ $ $ $ 122,850 3,900 126,750 $ $ $ $ 64 2,169,849 23,530 2,193,443 $ $ $ $ 524,287 16,734 541,021 $ $ $ $ 2,882 2,002,413 16,797 2,022,092 $ $ $ $ 869,066 1,020,450 21,300 1,910,816 $ $ $ $ 869,066 1,020,450 21,300 1,910,816 $ $ $ $ 763,207 1,020,450 18,300 1,801,957 5,175 2,604 7,779 $ $ $ $ 17,117 5,117 22,234 $ $ $ $ 21,330 2,140 23,470 $ $ $ $ - $ $ $ $ 27,400 2,750 30,150 $ $ $ $ 27,500 2,400 29,900 Personnel Svcs. $ 268 $ Contractual Svcs. $ 1,136,473 $ 1,363,630 Commodities $ 79,655 $ 33,203 $ 1,216,396 $ 1,396,833 Total Traffic Signals Does not include street light one-time purchase ($420,000) $ $ $ $ 1,430,963 46,825 1,477,788 $ $ $ $ - $ $ $ $ 1,289,842 38,900 1,328,742 $ $ $ $ 976,830 20,100 996,930 $ $ $ $ 4,035 273,955 174,521 452,511 $ $ $ $ $ $ $ $ 571,465 30,415 601,880 $ $ $ $ 208,996 208,996 Recreation-Aquatic Facility Personnel Svcs. Contractual Svcs. Commodities Total Rec-Aquatics Facility 4420 Recreation-Administration PUBLIC WORKS 4010 Public Works-Administration Personnel Svcs. Contractual Svcs. Commodities Total Administration 4210 Facilities Personnel Svcs. Contractual Svcs. Commodities Total Building Services 4220 City Hall Building Personnel Svcs. Contractual Svcs Svcs. Commodities Total City Hall Building 4610 4660 - $ $ $ $ - Streets-Sweeper Operations (HURF 101) Personnel Svcs. Contractual Svcs. Commodities Total Sweeper Operations 4650 $ $ $ $ Streets-Highway Streets (HURF 101) Personnel Svcs. Contractual Svcs. Commodities Total Highway Street 4640 - Streets-Streets & Markings (HURF 101) Personnel Svcs. Contractual Svcs. Commodities Total Streets & Markings 4630 $ $ $ $ Streets - Administration (HURF 101) Personnel Svcs. Contractual Svcs. Commodities Total Streets-Administration 4620 - $ $ $ $ Streets-Traffic Signals (HURF 101) Streets - Traffic (HURF 101) Personnel Svcs. Contractual Svcs. Commodities Total Traffic $ $ $ $ 125,153 125,153 $ $ $ $ 368,256 368,256 291 571,465 571,465 Schedule 3 - Operating Funds Expenditure Schedule DEPT /DIV 4910 FY 2007 ACTUAL DESCRIPTION FY 2008 ACTUAL FY 2010 BUDGET FY 2009 ACTUAL FY 2010 ESTIMATE FY 2011 BUDGET Sanitation Personnel Svcs. Contractual Svcs. Commodities Total Sanitation Total Public Works - Other Funds $ $ $ $ 835,758 3,320,976 99,688 4,256,422 $ $ $ $ 861,056 3,720,393 128,639 4,710,088 $ $ $ $ 901,160 3,896,723 130,914 4,928,797 $ $ $ $ 713,858 3,755,249 42,600 4,511,707 $ $ $ $ 697,458 3,460,719 87,990 4,246,167 $ $ $ $ 712,371 3,807,499 40,350 4,560,220 $ 11,919,674 $ 12,056,352 $ 14,071,418 $ 10,850,350 $ 11,962,512 $ 11,422,261 $ $ $ $ (13,776) 43,312 11,966 41,502 $ $ $ $ (9,010) 71,728 42,848 105,566 $ $ $ $ 150,664 70,827 7,442 228,933 $ $ $ $ 178,376 89,000 267,376 $ $ $ $ 178,376 15,000 193,376 $ $ $ $ 105,904 89,000 194,904 $ $ $ $ 409,161 93,618 27,341 530,120 $ $ $ $ 557,758 317,263 42,936 917,957 $ $ $ $ 410,649 125,463 19,270 555,382 $ $ $ $ 419,836 172,000 40,000 631,836 $ $ $ $ 419,837 148,050 32,120 600,007 $ $ $ $ 320,760 171,000 41,000 532,760 $ $ $ $ 245,762 245,762 $ $ $ $ 142,281 1,826 144,107 $ $ $ $ - $ $ $ $ - $ $ $ $ - $ $ $ $ - $ $ $ $ 43,811 43,811 $ $ $ $ 4,003 4,003 $ $ $ $ 775 775 $ $ $ $ - $ $ $ $ - $ $ $ $ - $ $ $ $ 20,021 20,021 $ $ $ $ - $ $ $ $ - $ $ $ $ - $ $ $ $ - $ $ $ $ - $ $ $ $ 245,762 10,187 255,949 $ $ $ $ 146,262 1,990 148,252 $ $ $ $ 1,395 178,913 1,809 182,117 $ $ $ $ 179,770 161,500 1,500 342,770 $ $ $ $ $ 632,332 517,882 41,950 1,192,164 $ $ $ $ 816,244 731,144 261,182 1,808,570 $ $ $ $ 859,811 688,227 205,813 1,753,851 $ $ $ $ 515,859 654,500 191,000 1,361,359 $ $ $ $ $ $ $ $ 35,845 4,365 40,210 $ $ $ 7,609 $ 87,356 1,646 89,002 $ $ $ $ 75,700 1,000 76,700 $ $ $ $ 176,156 308,953 485,109 $ $ $ $ 182,829 38,988 221,817 $ $ $ $ 1,301 135,674 32,974 169,949 $ $ $ $ $ 2,854,648 $ 3,357,881 $ 2,980,009 $ $ $ $ $ 770,039 421,478 30,502 1,222,019 $ $ $ $ 891,465 743,236 50,677 1,685,378 $ 666,379 505,059 133,071 1,304,509 $ $ $ $ Total Ent Water Mgmt $ 1,222,019 $ 1,685,378 $ 1,304,509 $ 38,058 64,842 23,852 126,752 $ $ $ $ 22,256 659,810 43,337 725,403 ENTERPRISE-WASTEWATER 421-5210 Administration Personnel Svcs. Contractual Svcs. Commodities Total Administration 421-5220 Collection Systems Personnel Svcs. Contractual Svcs. Commodities Total Collections 421-5240 Reuse Personnel Svcs. Contractual Svcs. Commodities Total Reuse 5230 Wastewater SAT Site Personnel Svcs. Contractual Svcs. Commodities Total SAT Site 5240 Wastewater Reuse Personnel Svcs. Contractual Svcs. Commodities Total Wastewater Reuse 421-5251 Corgett WWTP Personnel Svcs. Contractual Svcs. Commodities Total Corgett WWTP $ $ $ $ 195,715 161,500 1,500 358,715 515,858 659,300 184,800 1,359,958 $ $ $ $ 577,860 652,000 193,500 1,423,360 $ $ $ $ 76,064 1,100 77,164 $ $ $ $ 75,700 1,000 76,700 163,763 123,350 46,000 333,113 $ $ $ $ 225,569 143,632 25,300 394,501 $ $ $ $ 119,672 123,350 46,000 289,022 3,013,154 $ 2,949,376 $ 2,875,461 - $ $ $ 148,405 32,580 180,985 $ $ $ $ - - $ 180,985 $ - $ $ $ $ 335,592 78,578 47,680 461,850 $ $ $ $ $ 179,770 143,100 1,500 324,370 421-5252 Goodyear WRF Personnel Svcs. Contractual Svcs. Commodities Total Goodyear WRF 421-5253 Rainbow Valley WRF Personnel Svcs. Contractual Svcs. Commodities Total Rainbow Valley WRF - 5717 $ 1,892 $ 421-5254 Rainbow Valley Reclamations Personnel Svcs. Contractual Svcs. Commodities Total Rainbow Valley Reclam Total Wastewater ENTERPRISE-WATER 410-5010 Enterprise -Water Management Admin. Personnel Svcs. Contractual Svcs. Commodities Total Administration WATER 411-5110 Administration Personnel Svcs. Contractual Svcs. Commodities Total Administration $ $ $ $ 292 $ 136,434 118,433 56,095 310,962 $ 335,592 388,828 182,700 907,120 337,274 388,828 182,700 908,802 Schedule 3 - Operating Funds Expenditure Schedule DEPT /DIV FY 2007 ACTUAL DESCRIPTION FY 2008 ACTUAL FY 2010 BUDGET FY 2009 ACTUAL FY 2010 ESTIMATE FY 2011 BUDGET 411-5120 Water Distribution Personnel Svcs. Contractual Svcs. Commodities Total Water Distribution $ $ $ $ 868,346 443,919 718,822 2,031,087 $ $ $ $ 952,814 240,989 545,169 1,738,972 $ $ $ $ 1,010,814 233,194 260,581 1,504,589 $ $ $ $ 778,914 138,902 46,098 963,914 $ $ $ $ 781,247 128,512 165,488 1,075,247 $ $ $ $ 618,237 138,902 46,098 803,237 $ $ $ $ 507,007 2,402,022 41,924 2,950,953 $ $ $ $ 626,769 1,896,922 181,780 2,705,471 $ $ $ $ 533,212 2,246,321 194,244 2,973,777 $ $ $ $ 537,382 1,906,500 172,000 2,615,882 $ $ $ $ 546,436 1,764,850 202,000 2,513,286 $ $ $ $ 550,904 1,876,500 2,427,404 $ $ $ $ 206 70,043 61,843 132,092 $ $ $ $ 96,483 13,666 110,149 $ $ $ $ 83,823 17,164 100,987 $ $ $ $ 120,948 29,750 150,698 $ $ $ $ 104,170 27,600 131,770 $ $ $ $ 120,949 29,750 150,699 $ $ $ $ 219,164 7,512 43 226,719 $ $ $ $ 221,303 1,795 183 223,098 $ $ $ $ 226,898 983 227,881 $ $ $ $ 235,253 235,253 $ $ $ $ 235,252 700 235,952 $ $ $ $ 236,562 236,562 $ 5,467,603 $ 5,503,093 $ 5,118,196 $ 4,872,867 $ 4,418,105 $ 4,526,703 172,630 30,970 515,863 $ $ $ 954,696 1,014,012 552,638 $ $ $ 2,039,437 1,265,577 338,000 $ $ $ 2,039,437 1,227,145 317,433 $ $ $ $ 1,878,970 1,207,040 324,833 250,000 719,463 $ 2,521,346 $ 3,643,014 $ 3,584,015 $ 3,660,843 411-5130 Water Production Personnel Svcs. Contractual Svcs. Commodities Total Water Production 411-5140 Water Quality Personnel Svcs. Contractual Svcs. Commodities Total Water Quality 411-5150 Environmental Quality Personnel Svcs. Contractual Svcs. Commodities Total Environmental Quality Total Water 4320 Stadium Personnel Svcs. $ $ Contractual Svcs. $ $ Commodities $ $ * includes funded reserve for capital maintenance Total Stadium 003 $ - $ $ $ $ - $ $ $ - $ $ $ 1,215,893 1,413,300 169,400 $ $ $ - T t lS Total Sonoran Valley V ll $ - $ - $ 2 2,798,593 798 593 $ - Sonoran Valley Personnel Svcs. Contractual Svcs. Commodities Total Operating Departments $59,342,473 $69,754,568 $74,812,662 Grand Total All Funds - $ $ $ - $ - $ - $71,735,151 $70,910,432 $ $ $ $ $ $ $ $ $ 28,813,436 Internal Service Funds 4110 Fleet and Equipment Management* Personnel Svcs. Contractual Svcs. Commodities Total Fleet $72,346,967 $ $ $ $ $ $ $ 444,611 425,494 694,554 1,564,659 $60,907,132 $ $ $ $ 566,146 486,764 874,760 1,927,670 $71,682,238 293 $ $ $ $ 624,533 341,079 702,009 1,667,621 $76,480,283 $ $ $ $ 602,922 69,500 425,106 1,097,528 $73,444,495 602,922 409,026 686,636 1,698,584 $73,433,735 584,562 86,906 407,700 1,079,168 $71,989,600 City of Goodyear FY 11 Debt Service Requirements Schedule 4 General Obligation Bonds FY2011 Outstanding as of 7/1/10 Principal Interest Original Issue Total Requirement GO 2010 $ 5,815,000 $ 5,815,000 $ - $ 346,046 $ 346,046 GO 2009 $ 5,580,000 $ 5,580,000 $ - $ 285,738 $ 285,738 GO 2008 $ 44,540,000 $ 42,925,000 $ 950,000 $ 2,087,000 $ 3,037,000 GO 2007 $ 36,750,000 $ 32,900,000 $ 1,450,000 $ 1,514,438 $ 2,964,438 GO 2005 $ 29,260,000 $ 23,780,000 $ 1,870,000 $ 938,334 $ 2,808,334 GO 2003 $ 10,800,000 $ 8,425,000 $ 875,000 $ 313,018 $ 1,188,018 GO 2002 $ 11,060,000 $ 6,590,000 $ 825,000 $ 262,062 $ 1,087,062 Total G.O. 2002 2009 Total WIFA Ref 1999 Ref 2009 2010 Total W&S 2008 Total McD. 2007 PIC (A) $143,805,000 $126,015,000 Original Issue $12,339,551 $8,000,000 Outstanding as of 7/1/10 $8,284,980 $7,670,746 $20,339,551 $15,955,726 Original Issue $3,335,000 $325,000 $14,950,000 $18,610,000 Original Issue $47,165,000 $47,165,000 Original Issue $67,850,000 $67,850,000 $5,970,000 $5,746,636 $0 WIFA FY2011 Insurance Principal Interest Costs $612,542 $336,038 $335,839 $153,414 $948,381 $489,452 $0 Water & Sewer Refunding FY2011 Outstanding Insurance as of 7/1/10 Principal Interest Costs $2,276,500 $275,000 $210,000 $325,000 $0 $21,938 $14,950,000 $0 $827,044 $17,551,500 $275,000 $1,058,982 $0 McDowell Improvement District FY2011 Outstanding Insurance as of 7/1/10 Principal Interest Costs $46,060,000 $1,160,000 $2,387,700 $46,060,000 $1,160,000 Contract Payments $0 Contract Payments $0 Contract Payments $2,387,700 PIC2007A (Stadium) Outstanding FY2011 Insurance as of 7/1/10 Principal Interest Costs $67,850,000 $0 $3,110,500 $67,850,000 $0 $3,110,500 294 $0 $11,716,636 Total Requirement $948,580 $489,253 $1,437,833 Total Requirement $485,000 $21,938 $827,044 $1,333,982 Total Requirement $3,547,700 $3,547,700 Contract Payments Total Requirement $3,110,500 $3,110,500 City of Goodyear FY 11 Debt Service Requirements Schedule 4 PIC2007B (GADA) 2007 PIC (B) 2007 PIC (C) 2008 Series 2008 PIC FY2009 Grand Total Original Issue $3,165,000 Outstanding as of 7/1/10 $1,705,000 $3,165,000 $1,705,000 Original Issue $3,250,000 $3,250,000 Original Issue $34,450,000 $34,450,000 FY2011 Insurance Principal Interest Costs $545,000 $74,100 $545,000 $74,100 $200,000 $0 Original Outstanding Principal Interest $312,387,226 $9,098,381 $15,081,632 Total Requirement $322,224 $322,224 Contract Payments $2,092,038 $338,634,551 295 Contract Payments $122,224 PIC Series 2008 (MLB Spring Training Facility) FY2011 Outstanding Insurance as of 7/1/10 Principal Interest Costs $34,450,000 $0 $2,092,038 $34,450,000 Total Requirement $619,100 $619,100 PIC2007C (City Hall) FY2011 Outstanding Insurance as of 7/1/10 Principal Interest Costs $2,800,000 $200,000 $122,224 $2,800,000 Contract Payments Total Requirement $2,092,038 $2,092,038 Total $0 $0 $24,180,013 Schedule 5 - Authorized Fulltime Positions Dept/Div Council Support - 1110 Position Title Assistant to the Mayor Assistant to the Council Executive Assistant Total Council Support City Clerk - 1210 City Clerk Deputy City Clerk Records Administrator Administrative Assistant Records Analyst II Staff Assistant Total City Clerk Number of Funded Positions 1 1 1 3 1 1 1 1 1 1 6 City Manager's Office Administration - 1310 City Manager Executive Assistant Supervisor Staff Assistant Assistant to the City Manager Intergovernmental Program & Grants Coordinator Community Advocate Intergovernment Program Manager Total Administration 1 1 1 1 1 1 1 7 Deputy City Manager Interim Deputy City Manager Executive Management Assistant Executive Assistant Total Deputy City Manager 1 1 2 1 5 12 Deputy City Manager - 1330 Total City Manager's Office Legal Services City Attorney - 1410 Assistant City Attorney Legal Services Coordinator City Attorney Total City Attorney 2 1 1 4 City Prosecutor Assistant City Prosecutor Staff Assistant Legal Assistant Total City Prosecutor 1 1 1 1 4 8 City Prosecutor - 1420 Total Legal Services Finance General Accounting - 1610 Finance Director Controller Account Clerk Management Assistant Sales Tax Auditor Senior Account Clerk Senior Accountant Account Specialist Aministrative Assistant Total General Accounting 1 1 1 1 1 2 1 1 1 10 CFD Administrator CFD Specialist Total CFD 1 1 2 CFD - 1620 296 Number of Unfunded Positions Schedule 5 - Authorized Fulltime Positions Dept/Div Budget & Research - 1630 Number of Funded Positions Position Title Budget & Research Manager Budget & Financial Planning Analyst Business Registration Coordinator Capitol Improvement Program Administrator Contract Analyst Staff Assistant Total Budget & Research 1 1 1 1 1 1 6 Customer Service Supervisor Customer Service Representative Customer Service Advocate Total Customer Service 1 4 1 1 1 8 Procurement Manager Procurment Specialist Total Procurement 1 2 3 Mail and Copy Clerk Total Mail Serivces 1 1 30 Number of Unfunded Positions Customer Service - 1640 Utility Billing Specialist Senior Account Clerk Procurement - 1650 Mail Services - 1660 Total Finance Information & Technology Administration - 1710 Director of Information and Technology Services Sr. Project Manager 1 1 ITS Security Administrator Administrative Assistant Total Administration 1 1 4 Technical Services Manager IT Technician I System Administrator Sr. System Administrator y Total Technical Support & Services 1 2 2 1 6 IT S Application Developer Application & Business Manager Application & Business Analyst Total Application and Development Support 1 Technical Support & Services - 1720 Application and Development Support - 1730 Total Information & Technology 3 4 14 Human Resources Administration - 1810 Human Resources Manager HR Specialist Human Resources Director Human Resources Analyst Volunteer Coordinator Total Administration 1 2 1 1 1 6 Risk Manager HR Specialist Total Risk Aversion 1 1 2 Risk Aversion - 1820 Employee Development - 1830 Employee Development Manager Total Human Resources 297 1 9 0 Schedule 5 - Authorized Fulltime Positions Dept/Div Police Administration - 2110 Number of Funded Positions Position Title Administrative Assistant Administrative Services Manager Assistant to the Police Chief Forensic Specialist Intelligence Analyst Investigations Specialist Police Chief Police Detective Police Lieutenant Police Commander Police Officer Police Records Specialist Police Sergeant Total Administration 3 1 1 1 1 1 1 9 5 2 66 2 12 105 Towing Administration - 2120 Towing Administrator Total Towing Administration 1 1 Telecommunications Manager Telecommunications Supervisor Telecommunications Operator Total Telecomm. 1 3 13 17 Telecomm. 2140 Community Services - 2150 Code Compliance Manager Code Compliance Officer I Staff Assistant Neighborhood & Cultural Arts Manager Total Community Services Total Police 1 2 1 1 5 128 Fire Administration - 2210 Interim Fire Chief Management g Assistant Administrative Assistant Staff Assistant Total Administration 1 1 1 2 5 Fire Marshall Fire Inspector Supervisor Fire Inspector I Plans Examiner Total Community Services 1 1 1 1 4 ACTING FIRE DEPUTY CHIEF Acting Fire Battalion Chief Fire Battalion Chief Firefighter EMT Firefighter Paramedic Fire Captain EMT Fire Captain Paramedic Fire Engineer Paramedic Total Operations 1 1 3 34 16 8 13 13 89 Deputy Chief Fire Battalion Chief Fire Equipment Maintenance Worker III Total Spport Services 1 1 2 4 Emergency Management Coordinator Community Education Coordinator Total Homeland Security 1 1 2 Community Services - 2220 Emergency Services - 2230 Support Services - 2240 Homeland Security - 2250 298 Number of Unfunded Positions Schedule 5 - Authorized Fulltime Positions Dept/Div Building Inspections - 2260 Number of Funded Positions Position Title Building Inspector III Building Inspector I Building Permit Tech II Building Official Plans Examiner Sr. Permit Technician Plans Review Supervisor Building Safety Total Building Safety 2 2 1 1 2 1 1 10 Total Fire 114 Total Municipal Court 1 1 1 3 2 1 1 10 Municipal Court - 2310 Court Clerk Interpreter Municipal Court Supervisor Court Administrator Court Specialist III Court Specialist I Judge Judicial Enforcement Officer Economic Development - 3210 Administrative Assistant Economic Development Manager Sr. Office & Industrial Development Manager Total Economic Development 1 1 1 3 Economic Development Director Public Information Officer Webmaster Graphic Designer Total Public Information Office 1 1 1 1 4 Public Information Office - 3220 Total Economic Development p 7 Community Development Administration - 3310 Community Development Director Administrative Assistant Total Administration 1 1 2 Planning Manager Planner II Planner III Total Planning & Zoning 1 1 3 5 Development Services Specialist Sr. Permit Technician Records Analyst II Total Permit Processinging 1 1 1 3 Planning & Zoning - 3320 Development Services Administration - 3343 Total Community Development 10 Engineering Services Transportation -3430 City Traffic Engineer Assistant City Traffic Engineer Total Transportation 299 1 1 2 Number of Unfunded Positions Schedule 5 - Authorized Fulltime Positions Dept/Div Administration - 3431 Number of Funded Positions Position Title Assistant City Engineer Administrative Assistant City Engineer Sr. Civil Engineer Real Estate Coordinator Senior Project Manager Project Manager Total Administration 1 1 1 1 1 1 2 8 Landscape Technician Plans Examiner Total Plan Review 1 3 4 Sr. Permit Technician Permit Technician II Total Permit Processing 1 1 2 Staff Assistant Construction Inspector Construction Inspection Supervisor Construction Inspector III Construction Inspector I Total Inspections 1 2 1 1 1 6 GIS Coordinator GIS Technician Total GIS 1 1 2 Number of Unfunded Positions Plan Review - 3432 Permit Processing - 3433 Inspections - 3434 GIS - 3435 Total Engineering 24 Public Works Administration - 4010 Public Works Director Administrative Assistant Staff Assistant Ad i Services Admin. S i Manager M Total Administration 1 4 1 1 7 Service Advisor Mechanic II Mechanic III Mechanic Foreman Fleet Management Superintendent Total Fleet 1 1 2 1 1 6 Interim Facility Management Superintendent Facilities Maintenance Worker III Facilities Maintenance Worker II Facilities Maintenance Worker Total Facilities 1 1 3 2 7 Streets and Traffic Superintendent Streets Maintenance Worker II Street Maintenance Worker III Streets & Traffic Supervisor Street Maintenance Foreman Equipment Operator Total Streets 1 3 1 1 1 3 10 Signal Technician Traffic Operations Worker II Signal Technician III Signal Technician II Total Streets - Traffic 1 1 2 4 Fleet - 4110 Facilities - 4210 Streets - 4630 Streets - Traffic - 4660 300 1 1 Schedule 5 - Authorized Fulltime Positions Dept/Div Position Title Number of Funded Positions Number of Unfunded Positions 1 1 1 1 6 10 44 1 Sanitation - 4910 Sanitation Superintendent Sanitation Foreman Sanitation Inspector Sanitation Worker Sanitation Worker II Total Sanitation Total Public Works Water Administration - 5110 Deputy Water Resources Director Water Resources Manager Water Conservation Specialist Total Administration 1 1 1 3 Utility Technician Utility Technician II Sr. Utility Technician Operations Supervisor - Distribution Environment Compliance Supervisor Total Distribution 1 6 2 1 1 11 Utility Technician Utility Technician II Sr. Utility Technician Operations Supervisor Total Production 3 2 2 1 8 Acting Water Quality Technician III Environment Compliance Supervisor Acting Water Quality Technician II Total Environmental Quality Total Water 1 1 1 3 25 Wastewater Superintendent Total Administration 1 1 Utility Technician Utility Technician II Maintenance Mechanic Total Collection System 1 2 1 4 Maintenance Mechanic III Utility Technician II Maintenance Mechanic I Maintenance Mechanic III Utility Technician II Utility Technician I Operations Supervisor - Recl Sr. Utility Technician Utility Technician II Environmental Compliance Supervisor Total Treatment Plant Total Wastewater 1 2 2 1 2 1 1 1 2 1 14 19 Distribution - 5120 Production - 5130 Environmental Quality - 5150 Wastewater Administration - 5210 Collection System - 5220 Treatment Plant Corgett WWTP - 5251 Treatment Plant Goodyear WRF- 5252 Treatment Plant Rainbow Valley - 5253 Treatment Plant RVWRF- 5254 Total Public Works / Water Resources Parks Administration - 4310 Parks & Recreation Director Parks Foreman Parks Worker I Parks Worker II Parks Worker III Total Administration 301 1 1 1 44 1 1 1 5 5 6 18 0 Schedule 5 - Authorized Fulltime Positions Dept/Div Number of Funded Positions Position Title Number of Unfunded Positions Stadium - 4320 Stadium Manager Stadium Coordinator Ballpark Coordinator- Bus. Development Ballpark Coordinator - Ticket Operations Grounds Equipment Mechanic Groundskeeper I Groundskeeper II Grounsdkeeper III Administrative Assistant Parks Worker I Parks Worker II Ballpark Foreman Total Ballpark 1 3 1 1 1 1 3 2 1 9 1 24 1 Recreation and Aquatics Coordinator Total Acquatics 1 1 0 Recreation and Aquatics Coordinator Parks Superintendent Recreation & Aquatics Programmer Public Arts Specialist Administrative Assistant Total Recreation 1 1 1 1 1 5 0 Total Parks & Recreation 48 1 TOTAL CITY 511 3 1 Acquatics - 4410 Recreation - 4420 302 Schedule 5a - Five Year History Full Time Authorized Positions Department/Program FY 06-07 FY 07-08 FY 08-09 Mayor & Council* 2 2 Manager's Office*** 16 19 Clerk** 8 8 Human Resources 10 11 Attorney 4 4 Community Services 11 13 ITS 13 15 Finance 25 28 Administration 89 100 Percent Of Total 18.90% 17.86% * Mayor and Council staff now budgeted in City Manager's Office. ** Mailroom staff moved to finance. *** Public Information Office moved to Economic Development Econ Development Comm Development Engineering Planning & Devel Svcs Percent Of Total 5 31 26 62 13.16% 5 37 32 74 13.21% FY 09-10 FY 10-11 - - 20 6 11 4 13 16 30 100 17.61% 21 6 12 4 2 16 32 93 15.71% 14 30 78 15.18% 5 39 29 73 12.85% 5 24 32 61 10.30% 7 10 24 41 7.98% Court 7 10 10 11 Prosecutor 3 5 5 5 Police*** 84 104 105 116 Telecomm 17 17 18 17 Fire 86 107 110 127 Public Safety 197 243 248 276 Percent Of Total 41.83% 43.39% 43.66% 46.62% *** Police FTE number does not include 6 positions authorized in FY09 and funded by existing unfilled positions. Aquatics/Recreation Parks Stadium Parks Percent Of Total 4 19 5 29 3 12 6 9 4 - 10 4 111 17 113 255 49.61% - - 23 4.88% 34 6.07% 5 17 13 35 6.16% 6 23 25 54 9.12% 6 18 25 49 9.53% Public Works Admin Fleet Services Building Services Streets Sanitation Public Works Percent Of Total 10 7 7 14 13 51 10.83% 11 7 7 16 14 55 9.82% 12 7 7 15 15 56 9.86% 7 7 10 19 14 57 9.63% 7 7 7 14 10 45 8.75% Water Sewer Water Resources Percent Of Total 30 19 49 10.40% 31 23 54 9.64% 33 23 56 9.86% 31 20 51 8.61% 25 18 43 8.37% ^Positions Authorized - not funded Total City 3 471 560 ^Facilities Maintenace Worker III Ball Park Operations Supervisor Utility Technician 303 568 592 514 304 5,300,000 2,200,000 $ $ $ Stadium 1,000,000 TOTAL $ Sanitation 800,000 $ $ Wastewater 1,300,000 Debt Service $ General Fund Water Resources General Fund From Transfer To 1,454,084 1,454,084 Water Resources $ $ 1,454,084 1,454,084 Wastewater $ $ $ 7,466,288 - 7,466,288 Stadium City of Goodyear FY 11 Fund Transfers Schedule 6 $ - Debt Service $ $ 1,200,000 1,200,000 Highway User Fund (HURF) $ $ $ $ $ $ $ 16,874,456 2,908,168 2,200,000 1,000,000 800,000 1,300,000 8,666,288 Totals SCHEDULE - 7 - Property Taxes DESCRIPTION FY 2007 BUDGET FY 2008 BUDGET FY 2009 BUDGET FY 2010 BUDGET FY 2011 BUDGET $448,211,802 $3,561,043 0.7945 $569,933,791 $4,172,485 0.7321 $734,948,385 $4,907,985 0.6678 $850,811,475 $5,377,128 0.6320 $789,556,527 $6,002,998 0.7603 $494,913,013 $3,954,850 0.7991 $764,237,139 $6,632,814 0.8679 $1,000,721,049 $982,750,592 $9,328,722 $9,513,026 0.9322 0.9680 $848,758,886 $5,627,028 0.6630 $7,515,893 1.5936 $10,805,299 1.6000 Primary Property Tax Primary Valuation Primary Levy Rate Secondary Property Tax Secondary Valuation Secondary Levy Secondary Rate Combined Property Tax Levy Combined Property Tax Rate Truth in Taxation Primary property tax levy FY10: $ 5,377,128 Value of new construction FY11 $ 53,370,904 Net assessed value minus new construction FY11: $ 736,185,623 Total Net assessed valuation FY11: $ 789,556,527 Max. Rate that can be imposed without Truth in Taxation FY11 $ 0.7304 Max. Levy that can be imposed without Truth in Taxation FY11 $ 5,766,951 Max. Levy Allowed by law Requires Truth in Taxation $ 6,002,998 Levy Amount Requiring Truth in Taxation $ 236,047 Truth in Taxation tax rate $ 0.7603 305 $14,236,707 1.6000 $14,890,154 1.6000 $11,630,026 1.4233 Schedule 8 Debt Capacity Analysis (Arizona Constitutional Limit) As Of June 30, 2010 FY 09/10 Secondary Assessed Valuation (AV) $ 982,856,423 Debt Limit 6% Of Assessed Valuation (1) $ 58,971,385 Bonds Outstanding At June 30, 2010 $ 295,000 Excess Available At June 30, 2010 $ 58,676,385 Debt Limit 20% Of Assessed Valuation (2) $ 196,571,285 Bonds Outstanding At June 30, 2010 $ 129,645,000 $ 66,926,285 Excess Available At June 30, 2010 (1) The Arizona Constitution states that for general municipal purposes a municipality cannot incur a debt exceeding 6% of the assessed valuation of taxable property. Projects include municipal buildings, water, artificial light, sewers, and the acquisition and development of land for open space preserves, parks, playgrounds, and recreational facilities. (2) Additional bonds amounting to 20% of the assessed valuation of taxable property can be issued for supplying such services as streets, water, artificial light, sewers, and for the acquisition and development of land for open space preserves, parks, playgrounds, and recreational facilities. In FY06 projects involving public safety, law enforcement, fire and emergency service facilities, streets, and transportation facilities were added tothis category. 306 Schedule 9 - FY 10-11 CIP Projects Facility Projects FA1101 125-3430-500-72.30 FA1102 123-3430-500-7230 123-3430-500-2115 FA0301 123-3430-500-7230 Arts Projects AT0701 415-4310-500-7231 Street Projects ST0603 001-3430-500-7125 ST0602 001-3430-500-7330 ST1101 126-3430-500-7345 313-3430-500-7345 ST1102 128-1630-500-7540 001-1630-500-7340 Technology Projects TC0401 125-2110-500-7440 124-2110-500-7440 001-2110-500-7440 TC1101 122-1710-500-7440 001-1710-500-7440 Parks Projects PK1101 151-3430-500-7230 Water Projects WA0510 417-5110-500-7540 WA0701 417-5110-500-7540 WA0522 415-5110-500-7230 416-5110-500-7230 Wastewater Projects Police/Fire 911 Facility Police Impact Fees Public Works Corp.Yard Infra.Design and Construction Public Works Impact Fees, construction Public Works Impact Fees, Design Public Works Corporate Yard and truck wash Public Works Impact Fees Art Projects Water FY2011 Bonds SR303 ROW General Fund MC85 Estrella Parkway to Cotton Lane General Fund Traffic Signal system including ITS Arterial Streets Development Impact Fees MAG Cotton Lane Bridge Repayment Agreement Regional Transportation Development Fees General Fund Police Radio, 800Mhz/RWC Police Development Fees Fire Development Fees General Fund New City wide Telephone system Gen. Gov. Development Fees General Fund Park Restoration Project CDBG Grant CAP M-1 Chargers (10,742 AC/FT) Water Resources Impact Fees Gila River Indian lease agreement (7,000 AC/FT) Water Resources Impact Fees Adaman Water Interconnect Water FY2011 Bonds Water Development Fees WW0403 GWRF Capacity Expansion Sewer Impact Fees WW0511 Upgrade lift stations in collection system 425-5210-500-7240 Sewer Impact Fees WW1101 Corgett capacity expansion 425-5210-500-7240 Sewer Impact Fees Reclaimed water Projects WR1001 Reclaimed system expantion 427-4010-500-7240 Reclaimed Water Impact Fees TOTAL CIP PROJECTS: 425-5210-500-7240 307 $3,857,460 $883,700 $150,000 $750,000 $79,000 $2,000,000 $165,000 $350,000 $650,000 $59,301 $690,699 $1,950,000 $1,950,000 $1,600,000 $825,000 $675,000 $257,029 $200,000 $1,750,000 $1,921,000 $1,593,572 $1,000,000 $200,000 $320,657 $1,377,370 $25,254,788 308 $ 121,271,529 12. TOTAL ALL FUN $ 376,097,528 12,474,959 12,474,959 36,425,421 450,000 450,000 $ 101,355,630 $ $ 13,130,026 26,470,575 26,470,575 10,261,520 18,574,742 50,721,976 $ 106,028,813 $ ESTIMATED REVENUES OTHER THAN PROPERTY TAXES 2011 63,720,509 2,000,000 2,000,000 61,720,509 61,720,509 $ $ 63,720,509 2,000,000 2,000,000 61,720,509 61,720,509 2010 2011 $ 376,097,528 $ 256,079,168 (1,097,528) (1,079,168) 375,000,000 255,000,000 281,860,444 131,337,737 $ 93,139,556 $ 123,662,263 $ 210,294,801 $ 277,557,857 $ $ OTHER FINANCING 2011 SOURCES $ $ 16,874,456 10,374,456 10,374,456 1,200,000 5,300,000 $ $ 16,874,456 5,300,000 5,300,000 2,908,168 2,908,168 8,666,288 INTERFUND TRANSFERS 2011 IN 44,019,990 44,019,990 46,686,941 (2,458,168) (2,458,168) 51,613,940 80,651,766 $ 220,514,469 $ * 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.). 1,079,168 39,907,993 39,907,993 107,485,242 7,766,560 7,766,560 21,050,667 78,789,538 $ 256,079,168 $ TOTAL BUDGETED FINANCIAL EXPENDITURE RESOURCES S/ AVAILABLE EXPENSES 2011 2011 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. EXPENDITURE LIMITATION COMPARISON 1. Budgeted expenditures/expenses 2. Add/subtract: estimated net reconciling items 3. Budgeted expenditures/expenses adjusted for reconciling items 4. Less: estimated exclusions 5. Amount subject to the expenditure limitation 6. EEC or voter-approved alternative expenditure limitation 1,698,584 1,097,528 18,575,031 194,167,280 24,516,881 8,699,966 8,699,966 72,535,809 8,699,966 8,699,966 24,516,881 6,271,966 16,840,389 61,509,101 72,535,809 8. Enterprise Fund 9. Designation for Future Debt Enterprise 10. Funds Internal 11. Service Funds 2. Special Revenue Funds 3. Available 4. Designation for Future Debt Total Debt 5. Service Funds Capital 6. Projects Funds Permanent 7. Funds $ 1. General Fund 82,756,556 $ FUND PROPERTY TAX REVENUES 2011 Primary: 6,002,998 27,293,080 $ Secondary: 7,127,028 24,712,170 ADOPTED ACTUAL FUND BUDGETED BALANCE/ EXPENDITURE EXPENDITURE S/ NET S/ EXPENSES* EXPENSES ** ASSETS*** 2010 2010 July 1, 2010** CITY/TOWN OF _Goodyear_____________________ Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2011 City of Goodyear Summary of Tax Levy and Tax Rate Information Fiscal Year 2011 2010 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) $ 2011 5,487,734 $ 6,002,998 5,377,128 $ 6,002,998 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) 3. Property tax levy amounts A. Primary property taxes $ B. Secondary property taxes C. Total property tax levy amounts 9,513,026 $ 14,890,154 $ 5,377,128 $ 5,377,128 7,127,028 $ 13,130,026 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 $ 9,513,026 $ 9,513,026 C. Total property taxes collected $ 14,890,154 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 0.6320 0.9680 1.6000 0.7603 0.6630 1.4233 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. 4/08 SCHEDULE B 309 CITY/TOWN OF _Goodyear_____________________ Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2011 ESTIMATED REVENUES 2010 SOURCE OF REVENUES ACTUAL REVENUES* 2010 ESTIMATED REVENUES 2011 GENERAL FUND Local Taxes State Shared Revenues Licenses and Permits Fines and Forfeitures Building and Zoning Fees Charges for Services Misc $ Total General Fund 32,246,904 11,083,566 281,700 790,424 6,000,000 490,563 3,692,178 Total Grants $ 34,275,430 9,570,095 237,801 757,087 4,062,992 1,760,620 57,951 55,260,992 50,721,976 2,802,805 263,156 140,000 2,755,435 312,000 170,000 2,719,599 3,205,961 3,237,435 2,899,599 600,000 1,400,837 3,389,399 6,609,764 12,000,000 275,334 457,000 862,366 916,944 2,511,644 257,029 910,762 4,039,399 10,467,953 15,675,143 1,494,472 5,103,201 6,597,673 3,819,921 6,441,599 10,261,520 Total Special Revenues DEBT SERVICE FUNDS Improvement Districts 34,995,057 11,031,746 193,144 745,368 4,965,498 1,893,647 1,436,532 54,585,335 SPECIAL REVENUE FUNDS Highway User Revenue Fund LTAF Police Impound Fees (Towing Administrations) Grants CDBG Grant Police and Fire Grants Street Grants Misc. Grants $ 180,000 60,073,108 CAPITAL PROJECTS FUND Bond and Loan Funds Non-Utility Development Fees Utility Development Fees Total Capital Projects Funds 107,000,000 3,500,307 4,851,415 115,351,722 ENTERPRISE FUNDS Water User Fees Water Bond Proceeds Interest Total Water 9,785,801 3,000,000 9,881,487 10,278,700 2,000,000 12,785,801 9,881,487 12,278,700 Sewer Bond Proceeds Sewer User Fees Sanitation User Fees Stadium - 8,000,000 7,573,665 5,399,792 1,757,500 6,000,000 6,635,634 5,300,800 847,000 8,924,223 5,510,152 1,757,500 35,516,758 28,664,921 28,470,575 Total Enterprise Funds TOTAL ALL FUNDS $ 4/08 280,732,884 SCHEDULE C 310 $ 96,272,665 $ 108,028,813 Page 1 of 1 CITY/TOWN OF _Goodyear_____________________ Summary by Fund Type of Other Financing Sources/ and Interfund Transfers Fiscal Year 2011 OTHER FINANCING 2011 SOURCES FUND GENERAL FUND General Fund INTERFUND TRANSFERS 2011 IN $ Total General Fund $ $ $ $ $ 5,300,000 5,300,000 $ $ SPECIAL REVENUE FUNDS $ Highway User Fund Total Special Revenue Funds $ $ $ $ $ 1,200,000 1,200,000 $ $ 8,666,288 8,666,288 DEBT SERVICE FUNDS $ Proposed 2010 Improvement District Property Taxes Total Debt Service Funds $ ENTERPRISE FUNDS Proposed Water/Sewer Revenue Bonds $ 61,720,509 $ $ 61,720,509 $ $ 2,000,000 $ $ 61,720,509 61,720,509 $ 2,000,000 Stadium Fund Stadium Bonds Water/Wastewater Funds Sanitation Fund 4/08 2,100,000 5,366,288 2,908,168 2,908,168 2,908,168 2,200,000 2,100,000 1,000,000 Total Enterprise Funds $ 2,000,000 $ 2,000,000 $ 10,374,456 $ 5,300,000 TOTAL ALL FUNDS $ 63,720,509 $ 63,720,509 $ 16,874,456 $ 16,874,456 SCHEDULE D 311 City of Goodyear Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2011 FUND/DEPARTMENT GENERAL FUND Administration Adminstrative Services Public Safety Parks & Recreation Development Services Public Works Debt Svc Carryover and One-time Capital Contingency Capital Improvement Projects Funded Depreciation Total General Fund $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2010 6,919,056 9,010,382 25,547,912 3,843,767 4,646,466 3,458,969 918,725 2,167,898 16,900,000 9,343,381 ACTUAL EXPENDITURES/ EXPENSES* 2010 BUDGETED EXPENDITURES/ EXPENSES 2011 6,323,850 8,473,591 25,656,967 3,897,058 4,389,188 3,444,379 918,725 867,898 5,655,085 8,370,392 25,969,143 4,009,205 4,397,883 3,358,564 930,725 2,620,000 16,347,842 5,130,699 2,000,000 78,789,538 7,537,445 82,756,556 $ $ 61,509,101 $ SPECIAL REVENUE FUNDS HURF $ Grants Total Special Revenue Funds $ 4,840,389 12,000,000 16,840,389 $ $ 4,271,966 2,000,000 6,271,966 $ DEBT SERVICE FUNDS GO Debt Service $ Impr. Dist. Debt Service Total Debt Service Funds $ 5,118,804 3,581,162 8,699,966 $ $ 5,118,804 3,581,162 8,699,966 $ $ $ $ $ $ $ CAPITAL PROJECTS FUNDS Non- Utilitiy Dev Fees $ CIP Carryover Proposed Improv. District Capital Projects - Bonds Interim Project Funding -City Center McDowell Rd. Imprv District Total Capital Projects Funds $ 12,850,492 15,384,702 58,932,086 40,000,000 67,000,000 $ $ 2,075,031 16,500,000 $ 194,167,280 $ $ 18,575,031 $ ENTERPRISE FUNDS Stadium $ Stadium Debt Water/Sewer Funds Utility Dev. Fee CIP - Water CIP - Wastewater Sanitation Total Enterprise Funds $ 3,643,014 12,519,218 17,032,157 17,799,000 4,947,542 12,083,173 4,511,705 72,535,809 $ $ 3,584,015 9,319,218 7,367,481 $ INTERNAL SERVICE FUNDS Fleet Total Internal Service Funds $ TOTAL ALL FUNDS $ $ $ 1,097,528 1,097,528 376,097,528 4,246,167 24,516,881 3,843,477 17,207,190 21,050,667 4,218,860 3,547,700 7,766,560 10,775,461 34,225,413 60,959,635 1,524,733 107,485,242 $ 4,021,250 5,202,538 7,402,189 8,441,599 4,755,441 5,524,756 4,560,220 39,907,993 $ $ 1,079,168 256,079,168 1,698,584 $ $ $ $ 1,698,584 121,271,529 * 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 4/08 SCHEDULE E 312 CITY/TOWN OF _Goodyear_____________________ Summary by Department of Expenditures/Expenses Fiscal Year 2011 DEPARTMENT/FUND Mayor and Council General Fund City Clerk: General Fund City Manager's Office General Fund Non-Departmental General Fund Prior Year Carryover Grants Contingency Attorney/Prosecutor General Fund Prior Year Carryover Finance General Fund Dev Impact Fees Capital Improvement Projects Proposed Improvement District Debt Service Special Improvement District IT General Fund Prior Year Carryover Human Resources General Fund Police General Fund Towing Administration -009 Dev Fees Grants Fire General Fund Dev Fees Court General Fund $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES * BUDGETED EXPENDITURES/ EXPENSES 2010 2010 2010 2011 290,050 290,050 $ $ $ 469,151 469,151 612,010 612,010 532,956 532,956 702,490 702,490 2,625,252 2,625,252 2,609,100 2,609,100 1,683,244 1,683,244 2,800,200 500,000 2,727,481 16,347,842 22,375,523 3,391,744 (605,895) 2,785,849 3,391,744 (605,895) 2,785,849 1,573,991 1,386,259 1,573,991 1,386,259 2,589,046 8,519,767 4,172,785 60,037,085 22,142,811 2,543,011 1,494,472 2,366,849 22,142,811 97,461,494 28,547,143 2,566,658 2,387,528 2,566,658 2,387,528 2,416,508 1,300,000 3,716,508 2,280,687 2,280,687 2,156,793 2,156,793 2,195,800 2,195,800 13,813,413 13,369,705 194,836 576,000 676,000 14,816,541 13,552,775 907,029 5,807,460 551,000 11,163,466 551,000 11,163,466 11,397,419 1,950,000 13,347,419 1,009,449 1,009,449 1,018,949 1,018,949 3,497,555 676,000 17,986,968 10,725,050 963,755 11,688,805 1,009,449 1,009,449 Economic Development 5/10 290,050 290,050 SCHEDULE F 313 1,081,829 275,000 1,356,829 2,676,255 3,018,001 5,130,699 60,037,085 24,180,013 5,072,433 100,114,486 20,267,264 CITY/TOWN OF _Goodyear_____________________ Summary by Department of Expenditures/Expenses Fiscal Year 2011 DEPARTMENT/FUND General Fund Community Development General Fund Parks & Recreation General Stadium -Operating Stadium- Capital Engineering General Fund 5/10 ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES * BUDGETED EXPENDITURES/ EXPENSES 2010 2010 2010 2011 509,030 509,030 524,922 524,922 957,304 957,304 1,547,152 1,547,152 1,524,618 1,524,618 1,075,339 1,075,339 3,897,058 3,584,015 9,319,218 16,800,291 4,009,205 3,660,843 2,339,648 2,365,240 3,843,767 3,643,014 12,519,218 20,005,999 54,895 54,895 2,590,284 SCHEDULE F 314 7,670,048 315 316 COMPLETE PROFILE 1990 - 2000 Census, 2009 Estimates with 2014 Projections Calculated using Proportional Block Groups Lat/Lon: 33.38603/-112.3867 April 2010 Goodyear, Arizona Population Estimated Population (2009) Census Population (1990) Census Population (2000) Projected Population (2014) Forecasted Population (2009) 61,643 7,810 20,309 78,908 111,458 16.0% 22.6% 28.0% Historical Annual Change (1990-2000) Historical Annual Change (2000-2009) Projected Annual Change (2014-2009) 12,499 41,334 17,265 Est. Population Density (2009) Trade Area Size 576.65 psm 106.90 sq mi Households Estimated Households (2009) Census Households (1990) Census Households (2000) Projected Households (2014) Forecasted Households (2009) 19,152 1,859 6,607 23,022 35,806 Historical Annual Change (1990-2000) Projected Annual Change (2000 (2000-2014) 2014) 4,748 16,416 16 416 25.5% 17 7% 17.7% Average Household Income Est. Average Household Income (2009) Census Average Hhld Income (1990) Census Average Hhld Income (2000) Proj. Average Household Income (2014) $80,817 $37,610 $67,798 $85,051 Historical Annual Change (1990-2000) Projected Annual Change (2000-2014) $30,189 $17,252 8.0% 1.8% Median Household Income Est. Median Household Income (2009) Census Median Hhld Income (1990) Census Median Hhld Income (2000) Proj. Median Household Income (2014) $77,606 $35,935 $56,599 $83,227 Historical Annual Change (1990-2000) Projected Annual Change (2000-2014) $20,664 $26,628 5.8% 3.4% Per Capita Income Est. Per Capita Income (2009) Census Per Capita Income (1990) Census Per Capita Income (2000) Proj. Per Capita Income (2014) $25,279 $8,953 $21,847 $24,946 Historical Annual Change (1990-2000) Projected Annual Change (2000-2014) $12,894 $3,099 Other Income Est. Median Disposable Income (2009) Proj. Median Disposable Income (2014) $62,161 $66,027 Est. Average Household Net Worth (2009) $622,643 317 14.4% 1.0% This report was produced using data from private and government sources deeme ed to be reliable. The information herein is provided without representation or warranty. 85338 & 85395 Zipcodes COMPLETE PROFILE 1990 - 2000 Census, 2009 Estimates with 2014 Projections Calculated using Proportional Block Groups Lat/Lon: 33.38603/-112.3867 April 2010 Goodyear, Arizona Household Income Distribution (2009) 853 1,004 1,464 2,607 3,902 4,367 2,402 1,188 681 196 488 4.5% 5.2% 7.6% 13.6% 20.4% 22.8% 12.5% 6.2% 3.6% 1.0% 2.5% 16,599 14,197 9,830 86.7% 74.1% 51.3% Total Population White Black or African American American Indian & Alaska Native Asian Hawiian & Pacific Islander Other Race Two or More Races 61,643 48,976 3,544 687 1,493 102 5,099 1,742 79.5% 5.7% 1.1% 2.4% 0.2% 8.3% 2.8% Not Hispanic or Latino Population 45,031 38,686 3,051 546 1,256 85 480 927 73.1% 85.9% 6.8% 1.2% 2.8% 0.2% 1.1% 2.1% 16,612 10,290 493 141 237 17 4,619 815 26.9% 61.9% 3.0% 0.8% 1.4% 0.1% 27.8% 4.9% 5,612 2,198 15,843 4,466 55,741 23,167 2,268 18,701 71.9% 28.1% 78.0% 22.0% 70.6% 29.4% 10.3% 29.9% HH Income $200,000 or More HH Income $150,000 to 199,999 HH Income $125,000 to 149,999 HH Income $100,000 to 124,999 HH Income $75,000 to 99,999 HH Income $50,000 to 74,999 HH Income $35,000 to 49,999 HH Income $25,000 to 34,999 HH Income $15,000 to 24,999 HH Income $10,000 to 14,999 HH Income $0 to 9,999 HH Income $35,000+ HH Income $50,000+ HH Income $75,000+ Race & Ethnicity (2009) Non Hispanic: White Non Hispanic: Black or African American Non Hispanic: Amer Indian & AK Native Non Hispanic: Asian Non Hispanic: Hawiian & Pacific Islander Non Hispanic: Other Race Non Hispanic: Two or More Races Hispanic or Latino Population Hispanic: White Hispanic: Black or African American Hispanic: American Indian & Alaska Native Hispanic: Asian Hispanic: Hawiian & Pacific Islander Hispanic: Other Race Hispanic: Two or More Races Not of Hispanic Origin Population (1990) Hispanic Origin Population (1990) Not Hispanic or Latino Population (2000) Hispanic or Latino Population (2000) Not Hispanic or Latino Population 5yr (2014) Hispanic or Latino Population 5yr (2014) Historical Annual Change (1990-2000) Projected Annual Change (2000-2014) 318 This report was produced using data from private and government sources deeme ed to be reliable. The information herein is provided without representation or warranty. 85338 & 85395 Zipcodes COMPLETE PROFILE 1990 - 2000 Census, 2009 Estimates with 2014 Projections Calculated using Proportional Block Groups Lat/Lon: 33.38603/-112.3867 April 2010 Goodyear, Arizona Age Distribution (2009) Total Population 61,643 4,671 4,563 4,400 3,673 3,392 4,189 4,979 4,792 4,653 4,621 4,357 3,962 3,567 2,557 1,343 894 573 457 Age 0 to 4 yrs Age 5 to 9 yrs Age 10 to 14 yrs Age 15 to 19 yrs Age 20 to 24 yrs Age 25 to 29 yrs Age 30 to 34 yrs Age 35 to 39 yrs Age 40 to 44 yrs Age 45 to 49 yrs Age 50 to 54 yrs Age 55 to 59 yrs Age 60 to 64 yrs Age 65 to 69 yrs Age 70 to 74 yrs Age 75 to 79 yrs Age 80 to 84 yrs Age 85 yrs rs plus pl s 7.6% 7.4% 7.1% 6.0% 5.5% 6.8% 8.1% 7.8% 7.5% 7.5% 7.1% 6.4% 5.8% 4.1% 2.2% 1.4% 0.9% 0 7% 0.7% 35.3 yrs 17,306 28.1% 38,513 62.5% 5,824 9.4% Median Age Age 19 yrs or less Age 20 to 64 years Age 65 years Plus Female Age Distribution (2009) Female Population 30,177 2,226 2,239 2,131 1,733 1,587 2,004 2,472 2,328 2,187 2,299 2,240 2,037 1,772 1,256 619 472 282 292 Age 0 to 4 yrs Age 5 to 9 yrs Age 10 to 14 yrs Age 15 to 19 yrs Age 20 to 24 yrs Age 25 to 29 yrs Age 30 to 34 yrs Age 35 to 39 yrs Age 40 to 44 yrs Age 45 to 49 yrs Age 50 to 54 yrs Age 55 to 59 yrs Age 60 to 64 yrs Age 65 to 69 yrs Age 70 to 74 yrs Age 75 to 79 yrs Age 80 to 84 yrs Age 85 yrs plus 49.0% 7.4% 7.4% 7.1% 5.7% 5.3% 6.6% 8.2% 7.7% 7.2% 7.6% 7.4% 6.7% 5.9% 4.2% 2.1% 1.6% 0.9% 1.0% 35.6 yrs 8,329 27.6% 18,926 62.7% 2,921 9.7% Female Median Age Age 19 yrs or less Age 20 to 64 years Age 65 years Plus 319 This report was produced using data from private and government sources deeme ed to be reliable. The information herein is provided without representation or warranty. 85338 & 85395 Zipcodes COMPLETE PROFILE 1990 - 2000 Census, 2009 Estimates with 2014 Projections Calculated using Proportional Block Groups Lat/Lon: 33.38603/-112.3867 April 2010 Goodyear, Arizona Male Age Distribution (2009) Male Population 31,466 2,445 2,323 2,268 1,940 1,805 2,185 2,507 2,464 2,466 2,323 2,117 1,925 1,794 1,301 724 421 291 165 Age 0 to 4 yrs Age 5 to 9 yrs Age 10 to 14 yrs Age 15 to 19 yrs Age 20 to 24 yrs Age 25 to 29 yrs Age 30 to 34 yrs Age 35 to 39 yrs Age 40 to 44 yrs Age 45 to 49 yrs Age 50 to 54 yrs Age 55 to 59 yrs Age 60 to 64 yrs Age 65 to 69 yrs Age 70 to 74 yrs Age 75 to 79 yrs Age 80 to 84 yrs Age 85 yrs rs plus pl s 51.0% 7.8% 7.4% 7.2% 6.2% 5.7% 6.9% 8.0% 7.8% 7.8% 7.4% 6.7% 6.1% 5.7% 4.1% 2.3% 1.3% 0.9% 0 5% 0.5% 35.1 yrs 8,977 28.5% 19,586 62.2% 2,903 9.2% Male Median Age Age 19 yrs or less Age 20 to 64 years Age 65 years Plus Males per 100 Females (2009) Overall Comparison Age 0 to 4 yrs Age 5 to 9 yrs Age 10 to 14 yrs Age 15 to 19 yrs Age 20 to 24 yrs Age 25 to 29 yrs Age 30 to 34 yrs Age 35 to 39 yrs Age 40 to 44 yrs Age 45 to 49 yrs Age 50 to 54 yrs Age 55 to 59 yrs Age 60 to 64 yrs Age 65 to 69 yrs Age 70 to 74 yrs Age 75 to 79 yrs Age 80 to 84 yrs Age 85 yrs plus Age 19 yrs or less Age 20 to 39 yrs Age 40 to 64 yrs Age 65 years Plus 320 104 110 104 106 112 114 109 101 106 113 101 94 95 101 104 117 89 103 57 52.3% 50.9% 51.6% 52.8% 53.2% 52.2% 50.4% 51.4% 53.0% 50.3% 48.6% 48.6% 50.3% 50.9% 53.9% 47.2% 50.8% 36.1% 108 107 101 99 51.9% 51.6% 50.2% 49.8% This report was produced using data from private and government sources deeme ed to be reliable. The information herein is provided without representation or warranty. 85338 & 85395 Zipcodes COMPLETE PROFILE 1990 - 2000 Census, 2009 Estimates with 2014 Projections Calculated using Proportional Block Groups Lat/Lon: 33.38603/-112.3867 April 2010 Goodyear, Arizona Household Type (2009) Total Households Households with Children Average Household Size Est. Household Density 19,152 7,242 37.8% 3.10 179.16 psm Population Family Population Non-Family Population Group Qtrs 53,926 5,425 2,292 87.5% 8.8% 3.7% 14,908 12,708 2,199 7,192 5,605 1,587 7,715 7,103 613 3.62 $87 113 $87,113 $82,145 77.8% 85.2% 14.8% 48.2% 77.9% 22.1% 51.8% 92.1% 7.9% 4,244 50 4,195 3,185 1,606 1,580 1,009 1.28 22.2% 1.2% 98.8% 75.1% 50.4% 49.6% 23.8% Family Households Married Couple Hhlds Other Family Hhlds Family Households With Children Married Couple With Children Other Family Hhlds With Children Family Households No Children Married Couple No Children Other Family Households No Children Average Family Household Size Average Family Income Median Family Income Non-Family Households Non-Family Hhlds With Children Non-Family Hhld No Children N-F Hhld Lone Person No Children Lone Male Householder Lone Female Householder N-F Hhld 2+ Persons No Children Average Non-Family Hhld Size Marital Status (2009) (15 Years or Older) Never Married Now Married Previously Married 47,821 10,612 30,101 7,108 2,751 1,209 3,148 22.2% 62.9% 14.9% 38.7% 17.0% 44.3% Adult Population (25 Years or Older) Elementary (0 to 8) Some High School (9 to 11) High School Graduate (12) Some College (13 to 16) Associate Degree Only Bachelor Degree Only Graduate Degree 40,944 1,833 2,637 12,082 10,415 3,569 7,015 3,393 4.5% 6.4% 29.5% 25.4% 8.7% 17.1% 8.3% Any College + (Some College or higher) College Degree + (Bachelor Degree or higher) 24,392 10,408 59.6% 25.4% Separated Widowed Divorced Educational Attainment (2009) 321 This report was produced using data from private and government sources deeme ed to be reliable. The information herein is provided without representation or warranty. 85338 & 85395 Zipcodes COMPLETE PROFILE 1990 - 2000 Census, 2009 Estimates with 2014 Projections Calculated using Proportional Block Groups Lat/Lon: 33.38603/-112.3867 April 2010 Goodyear, Arizona Housing (2009) Total Housing Units Housing Units, Occupied Housing Units, Vacant 21,544 19,152 16,640 2,512 2,392 88.9% 86.9% 13.1% 10.0% Total Housing Units (2000) Historical Annual Change (2000-2009) 7,207 14,337 22.1% 19,152 3,185 5,509 2,159 4,587 2,230 825 656 16.6% 28.8% 11.3% 23.9% 11.6% 4.3% 3.4% 19,152 8,646 5,762 2,759 817 1,168 45.1% 30.1% 14.4% 4.3% 6.1% Housing Units, Owner-Occupied Housing Units, Renter-Occupied Household Size (2009) Total Households 1 Person Household 2 Person Households 3 Person Households 4 Person Households 5 Person Households 6 Person Households 7+ Person Households Household Stability (2009) Total Households In current residence < 1 year In current residence 1-2 years In current residence 3-5 years In current residence 6-10 years In current residence > 10 years 0.06099755 45.1% 0.4514273 10.4% 1.8 yrs Turnover (% Annual Residential Turnover) Stability (% In Current Residence 5+ Years) Median Years in Residence Household Vehicles (2009) Total Vehicles Available Household: 0 Vehicles Available Household: 1 Vehicles Available Household: 2 Vehicles Available Household: 3+ Vehicles Available Average Per Household 38,193 440 2.3% 5,623 29.4% 8,980 46.9% 4,109 21.5% 2.0 Vehicles 34,230 89.6% 2.1 Vehicles 3,963 10.4% 1.6 Vehicles Owner Occupied Hhlds Vehicles Average Per Owner Household Renter Occupied Hhlds Vehicles Average Per Renter Household Travel Time (2000) Worker Base (16 Years or Older) Travel to Work in 14 Minutes or Less Travel to Work in 15 to 29 Minutes Travel to Work in 30 to 59 Minutes Travel to Work in 60 Minutes or More Work at Home 8,578 1,956 2,381 3,450 500 291 22.8% 27.8% 40.2% 5.8% 3.4% 27.1 mins Average Travel Time to Work 322 This report was produced using data from private and government sources deeme med to be reliable. The information herein is provided without representation or warranty. 85338 & 85395 Zipcodes COMPLETE PROFILE 1990 - 2000 Census, 2009 Estimates with 2014 Projections Calculated using Proportional Block Groups Lat/Lon: 33.38603/-112.3867 April 2010 Goodyear, Arizona Transportation To Work (2000) Work Base Drive to Work Alone Drive to Work in Carpool Travel to Work - Public Transportation Drive to Work on Motorcycle Bicycle to Work Walk to Work Other Means Work at Home 8,578 6,537 1,364 21 26 58 166 115 291 76.2% 15.9% 0.2% 0.3% 0.7% 1.9% 1.3% 3.4% Total Number of Businesses Total Number of Employees Company Headqtrs: Businesses Company Headqtrs: Employees 1,153 17,393 2 62 0.2% 0.4% Employee Population per Business Residential Population per Business Est. Adj. Daytime Demographics (Age16+) 15.1 to 1 53.5 to 1 35,057 Daytime Demos (2009) Labor Force (2009) Labor: Population Age 16+ Unemployment Rate Labor Force Total: Males Male civilian employed Male civilian unemployed Males in Armed Forces Males not in labor force Labor Force Total: Females Female civilian employed Female civilian unemployed Females in Armed Forces Females not in labor force Employment Force Change (2000-2009) Male Change (2000-2009) Female Change (2000-2009) 47,160 23983.446 23,983 16,445 1,096 296 6,146 23,177 12,719 675 35 9,748 3.8% 50.9% 68.6% 4.6% 1.2% 25.6% 49.1% 54.9% 2.9% 0.2% 42.1% 20,788 11,775 9,013 248.2% 252.1% 243.2% 8,377 4,670 3,707 1,368 1,240 1,229 2,574 98 769 1,098 0.13113421 5182.14838 55.8% 44.2% 16.3% 14.8% 14.7% 30.7% 1.2% 9.2% 13.1% 61.9% 38.1% Occupation (2000) Occupation: Population Age 16+ Occupation Total: Males Occupation Total: Females Mgmt, Business, & Financial Operations Professional and Related Service Sales and Office Farming, Fishing, & Forestry Construction, Extraction, & Maintenance Production, Transport, & Material Moving White Collar Blue Collar 323 This report was produced using data from private and government sources deeme med to be reliable. The information herein is provided without representation or warranty. 85338 & 85395 Zipcodes COMPLETE PROFILE 1990 - 2000 Census, 2009 Estimates with 2014 Projections Calculated using Proportional Block Groups Lat/Lon: 33.38603/-112.3867 April 2010 Goodyear, Arizona Units In Structure (2000) Total Units 1 Detached Unit 1 Attached Unit 2 Units 3 to 4 Units 5 to 9 Units 10 to 19 Units 20 to 49 Units 50 or more Units Mobile Home or Trailer Other Structure 7,207 5,968 145 31 144 147 96 41 124 482 28 82.8% 2.0% 0.4% 2.0% 2.0% 1.3% 0.6% 1.7% 6.7% 0.4% 1,289 3,271 712 502 654 275 248 181 74 17.9% 45.4% 9.9% 7.0% 9.1% 3.8% 3.4% 2.5% 1.0% Homes Built By Year (2000) Homes Built 1999 to 2000 Homes Built 1995 to 1998 Homes Built 1990 to 1994 Homes Built 1980 to 1989 Homes Built 1970 to 1979 Homes Built 1960 to 1969 Homes Built 1950 to 1959 Homes Built 1940 to 1949 Homes Built Before 1939 9.5 yrs Median Age of Homes Home Values (2000) Owner Specified Housing Units 5,040 5 6 2 37 223 290 661 701 783 845 687 297 227 148 28 49 23 10 19 $156,698 $706 Home Values $1,000,000 or More Home Values $750,000 to $999,999 Home Values $500,000 to $749,999 Home Values $400,000 to $499,999 Home Values $300,000 to $399,999 Home Values $250,000 to $299,999 Home Values $200,000 to $249,999 Home Values $175,000 to $199,999 Home Values $150,000 to $174,999 Home Values $125,000 to $149,999 Home Values $100,000 to $124,999 Home Values $90,000 to $99,999 Home Values $80,000 to $89,999 Home Values $70,000 to $79,999 Home Values $60,000 to $69,999 Home Values $50,000 to $59,999 Home Values $35,000 to $49,999 Home Values $25,000 to $34,999 Home Values $10,000 to $24,999 Home Values $0 to $9,999 Owner Occupied Median Home Value Renter Occupied Median Rent 324 0.1% 0.1% 0.7% 4.4% 5.8% 13.1% 13.9% 15.5% 16.8% 13.6% 5.9% 4.5% 2.9% 0.6% 1.0% 0.5% 0.2% 0.4% - This report was produced using data from private and government sources deeme med to be reliable. The information herein is provided without representation or warranty. 85338 & 85395 Zipcodes COMPLETE PROFILE 1990 - 2000 Census, 2009 Estimates with 2014 Projections Calculated using Proportional Block Groups Lat/Lon: 33.38603/-112.3867 April 2010 Goodyear, Arizona Consumer Expenditure (Annual Total) Total Household Expenditure (2009) Total Non-Retail Expenditures (2009) Total Retail Expenditures (2009) $1.17 B $677 M $491 M Apparel (2009) Contributions (2009) Education (2009) Entertainment (2009) Food And Beverages (2009) Furnishings And Equipment (2009) Gifts (2009) Health Care (2009) Household Operations (2009) Miscellaneous Expenses (2009) Personal Care (2009) Personal Insurance (2009) Reading (2009) Shelter (2009) Tobacco (2009) Transportation (2009) Utilities (2009) $56.1 M $44.2 M $29.1 M $66.1 M $176 M $53.3 M $31.4 M $68.3 M $43.6 M $19.0 M $16.9 M $12.3 M $3.81 M $226 M $6.97 M $236 M $78.7 M Consumer Expenditure (per Household per Month) Total Household Expenditure (2009) Total Non-Retail Expenditures (2009) Total Retail Expenditures (2009) Apparel (2009) Contributions (2009) Education (2009) Entertainment (2009) Food And Beverages (2009) Furnishings And Equipment (2009) Gifts (2009) Health Care (2009) Household Operations (2009) Miscellaneous Expenses (2009) Personal Care (2009) Personal Insurance (2009) Reading (2009) Shelter (2009) Tobacco (2009) Transportation (2009) Utilities (2009) 325 $5,082 $2,946 $2,136 58.0% 42.0% $244 $192 $127 $287 $767 $232 $136 $297 $190 $83 $73 $54 $17 $982 $30 4.8% 3.8% 2.5% 5.7% 15.1% 4.6% 2.7% 5.8% 3.7% 1.6% 1.4% 1.1% 0.3% 19.3% 0.6% $1,028 20.2% $342 6.7% This report was produced using data from private and government sources deem med to be reliable. The information herein is provided without representation or warranty. 85338 & 85395 Zipcodes 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. Goodyear’s budgeting process is demonstrated in the format of a calendar. BUILDING PERMIT A document authorizing the holder to construct a building of a particular kind on a particular lot issued by the municipality. CAPITAL BUDGET The appropriation of bonds or operating revenue for improvements to city facilities, including buildings, streets, water & sewer lines, and parks. 326 Glossary of Terms 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. 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. 327 Glossary of Terms ENCUMBRANCE The commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for a specified future expenditure. ENTERPRISE FUND (SEE REVENUE FUNDS) EXPENDITURE LIMITATION The Arizona State Legislature imposed a constitutional amendment which limits the annual expenditures of all municipalities. The limit is set by the Economic Estimates Commission based on population growth and inflation. EXPENDITURE/EXPENSE This term refers to the outflow of funds paid for an asset obtained, or goods and services obtained. FEES Fees are charges for specific services. FISCAL POLICY A government’s policies with respect to revenues, spending, and debt management as these relate to government services, programs and capital investment. Fiscal policy provides an agreed-upon set of principles for the planning and programming of government budgets and their funding. FISCAL YEAR A twelve-month period designated as the operating year for accounting and budgeting purposes in an organization. The City of Goodyear has specified July 1 to June 30 as its fiscal year. FUND A set of interrelated accounts to record revenues and expenditures associated with a specific purpose. Eight commonly used fund types in public accounting are the general fund, specific revenue funds, debt service funds, capital project funds, enterprise funds, trust and agency funds, internal service funds, and special assessment funds. FUND BALANCE Fund balance is the excess of assets over liabilities and reserves and is therefore known as surplus funds. FUND SUMMARY A fund summary, as reflected in the budget document, is a combined statement of revenues, expenditures, and changes in fund balance for the prior year’s actual, adopted, and estimated budgets, and the current years adopted budgets. 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) 328 Glossary of Terms 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. 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. 329 Glossary Of Terms 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. 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. 330 Glossary Of Terms REVENUE FUNDS 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 costreimbursed 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. 331 Glossary Of Terms 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) 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) 332 Glossary Of Terms 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. 333 Glossary Of Terms ADA ADOT AMWC ASE CAFR CAP CDBG CERT CFD CIP CMAQ COOP/COG CPA CPM CBRNE 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 Americans with Disabilities Act Arizona Department of Transportation Adaman Mutual Water Company National Institute for Automotive Service Excellence 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 Continuity of Operations/Continuity of Government Central Planning Area Corrugate Metal Pipe Chemical, Biological, Radiological, Nuclear, & High Yield Explosives 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 Assistance Funds Maricopa Association of Governments Maricopa County 85 Maricopa County Department of Transportation Million Gallons per Day Municipal & Industrial Operations and Maintenance 334 Acronyms PDS PM PW RFP RFQ RID RO ROW SAT SCADA SDC SFR SPA SR303 SSO UIW VLT WCMP WRD WRF WS WWS WWTP 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 Southern Departure Corridor 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 335 Acronyms This page intentionally left blank. 336