City of Goodyear Annual Budget 2012-2013 “ Every experience is a form of exploration. Ansel Adams ” City of Goodyear 2013 ANNUAL BUDGET Submitted to the City Council June 25, 2012 About the Cover: The photograph on the cover “Bridge in Color” was taken by Brittney Perry of Estrella Foothills High School as part of an art project, Goodyear 20:10. Always cognizant of ongoing operating costs increasing the Budget & Research Office, as stewards of public funds, thought it appropriate to publish the FY13 Budget in black and white as a cost savings measure, thus the Ansel Adams theme. Ansel Easton Adams (February 20, 1902 – April 22, 1984), photographer and environmentalist, best known for his black-and-white photographs of the American West, was the inspiration for the FY13 Budget Book Cover. Table of Contents ............................................................................................................................................ i Reader’s Guide ............................................................................................................................................... iii GFOA Presentation Award.............................................................................................................................. iv Introduction Mayor and Council ......................................................................................................................................... 1 City Manager’s Budget Message .................................................................................................................... 7 Goodyear, AZ City Map................................................................................................................................... 12 Table of Organization ...................................................................................................................................... 13 Financial Organization Chart........................................................................................................................... 14 Strategic and Operational Planning ................................................................................................................ 16 Four Focus Priorities ...................................................................................................................................... 17 History & Community Profile ........................................................................................................................... 18 Financial Plan Financial Policies ............................................................................................................................................ 27 Economic Trends ............................................................................................................................................ 30 Revenues ........................................................................................................................................................ 33 Budget Summary Budget Process ............................................................................................................................................... 39 Budget Summary ............................................................................................................................................ 42 FY 13 Operating Budget ................................................................................................................................. 44 Other Funds .................................................................................................................................................... 45 Departmental Budgets Mayor & Council .............................................................................................................................................. 49 City Clerk ......................................................................................................................................................... 52 City Manager ................................................................................................................................................... 57 Legal Services ................................................................................................................................................. 66 Finance............................................................................................................................................................ 71 Information Technology Services .................................................................................................................... 85 Human Resources .......................................................................................................................................... 91 Police Department........................................................................................................................................... 99 Fire .................................................................................................................................................................. 115 Municipal Court ............................................................................................................................................... 126 Development Services .................................................................................................................................... 129 Engineering ..................................................................................................................................................... 140 Environmental Services, Municipal Services, Water Resources .................................................................... 154 Parks ............................................................................................................................................................... 169 Capital Improvement Plan (CIP) CIP Summary .................................................................................................................................................. 180 Revenue Source ............................................................................................................................................. 182 Debt Service .................................................................................................................................................... 188 Five-year CIP .................................................................................................................................................. 191 Project Descriptions ........................................................................................................................................ 193 i Budget Schedules Schedule 1- Sources & Uses .......................................................................................................................... 231 Schedule 2- All Funds Revenue ..................................................................................................................... 233 Schedule 3- Operating Funds Expenditure ..................................................................................................... 238 Schedule 4- Debt Service ............................................................................................................................... 248 Schedule 5- Full Time Authorized Positions ................................................................................................... 250 Schedule 5a- Five Year History Full Time Authorized Positions .................................................................... 261 Schedule 6- FY13 Fund Transfers .................................................................................................................. 262 Schedule 7- Property Taxes............................................................................................................................ 263 Schedule 8- Debt Capacity Analysis ............................................................................................................... 264 Schedule 9- FY13 CIP Projects ...................................................................................................................... 265 Schedule 10- FY13 CIP Carryover ................................................................................................................. 266 Schedule A-Summary Schedule of Estimated Revenues and Expenditures/Expenses................................. 267 Schedule B-Summary of Tax Levy and Tax Rate Information........................................................................ 268 Schedule C-Summary by Fund Type of Revenues Other Than Property Taxes............................................ 269 Schedule D-Summary by Fund Type of Other Financing, Sources/Uses and Interfund Transfers ................ 274 Schedule E-Summary by Department of Expenditures/Expenses within Each Fund Type ........................... 275 Schedule F-Summary by Department of Expenditures/Expenses.................................................................. 276 Appendix Resolution ....................................................................................................................................................... 279 Glossary .......................................................................................................................................................... 281 Profile .............................................................................................................................................................. 287 Acronyms ........................................................................................................................................................ 296 ii READER’S GUIDE Section 1 Introduction 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 from the prior year budget. Section 2 Financial Plan The Financial Plan section provides a financial overview summarizing key financial decisions and financial issues concerning the Budget. Expenditures and revenues are listed 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 are a brief summary of major City funds and a department summary of the 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, property taxes, debt capacity and CIP projects along with detailed State required schedules. Section 7 Appendix This final section is a reference section that contains the Council Resolution adopting the Annual Budget, a demographic profile of the City, a glossary and a list of acronyms used throughout this document. iii The Government Finance Officers Association of the United States and Canada (GFOA) presented an Award for Distinguished Budget Presentation to the City of Goodyear for its fiscal year beginning on July 1, 2011. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan and as a communications medium. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. iv This page intentionally left blank. Goodyear City Council Mayor Georgia Lord Georgia Lord was elected to fill a two-year unexpired term as Mayor of the City of Goodyear in March of 2011. She previously served on the Goodyear City Council from 2005 and as Vice Mayor, from June 2009 through November 2010. Representing Goodyear on both the Maricopa County Association of Governments (MAG) Regional Council and Transportation Policy Committee, Lord also currently serves on the Greater Phoenix Economic Council (GPEC) Board of Directors, League of AZ CitiesExecutive Committee, Luke Forward, and Luke West Valley Council. She is also actively involved in the Luke West Valley Partnership. Mayor Lord previously served as Chair of the GPEC Ambassadors Steering Committee and on the International Leadership Council. She was awarded GPEC’s Certified Ambassador Award in recognition of her promotion and advancement of economic development in greater Phoenix. Lord was Chair of the Goodyear City Center Technical Advisory Committee, which was responsible for crafting Goodyear’s new downtown strategy, and in 2008, was a member of the citizens’ team that brought home the All-America City Award to Goodyear. Her goals are to continue to develop a sustainable downtown in Goodyear, attract new business and clean industries, enhance public safety services, and to keep Goodyear an All-America City. 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 1 German from the State Department Institute for German Language before joining her husband overseas during his diplomatic tour of duty in the U.S. Air Force. A graduate of the 2003 Southwest Valley Citizen Academy, Lord is involved in her community and was previously active on the Board of Directors of the Three Rivers Historical Society, 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. Vice Mayor Joanne Osborne Joanne Osborne was re-elected to her second four-year term in 2011 and through a vote by Council was elected Vice Mayor. She was elected to her first four-year council term in 2007. 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. Joanne also served the City in 2006 as the Citizen Representative on Goodyear's Entry Monument Ad Hoc Committee and in 2005 served on the Litchfield Road Redevelopment Task Force. Councilmember Osborne helped shape the future vision of Goodyear as a member of the Economic Development’s Focus Future II in 2002. She is currently a Flinn-Brown Fellow with the Flinn-Brown Civic Leadership Academy. 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 was recognized as “Citizen of the Year 2010” by the Elks Lodge. She serves on the board of the Southwest Valley Chamber of Commerce and the Homeless Youth Connection. She provides leadership for the YMCA Teen Action Council which was recognized by Westmarc at the Best of the West Awards under the “Leadership of an Organization” category in 2009. As owners of Osborne Jewelers since 1990, 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. 2 Councilmember Joe Pizzillo Joe Pizzillo was elected to his first four year council term in 2009, and through a vote by Council was elected Vice Mayor until June 2011. 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. 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. Pizzillo is very involved with regional issues that affect the West Valley and state. As a board member with the Regional Public Transportation Authority, (RPTA) and the Arizona Municipal Water Users Association (AMWUA), he is strongly engaged in the direction of state transit and water policies. Locally, Joe serves on the Board of Directors of the Southwest Lending Closet and Arizona in Action. He 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. Councilmember Sheri Lauritano Councilmember Sheri M. Lauritano was elected to her first full four-year term in March 2011. She was appointed in March 2010, to complete the term of former Councilmember Rob Antoniak, which ended June 2011. Councilmember 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. Lauritano previously served on the City of Goodyear’s Planning and Zoning Commission and the City Center Committee. She is currently a board member with Arizona in Action. 3 Councilmember Wally Campbell Councilmember Wally Campbell was elected in March 2011, to complete the term of former Vice Mayor Georgia Lord, which ends June, 2013. Councilmember Campbell has served on multiple committees within the City of Goodyear. Wally has been active with community building efforts since she retired after a career in California state government. Her priorities on Council reflect her perspective that she is a representative of the neighborhoods. They include: improving city to citizen communications, developing community connections and attracting industry creating jobs. Wally got her start locally in public service with the City’s Public Safety Citizens Advisory Committee. That rewarding experience led her to pursue other volunteer opportunities to contribute to Goodyear’s unique character and quality of life.           City Representative to the Maricopa County Community Development Advisory Council (CDAC) Founding Member and current President, Friends of the Library, Goodyear Branch Member, Goodyear Centennial Committee GAIN (Getting Arizonans involved in Neighborhoods) Committee Member past 4 years Block Watch Steering Committee Member Fill A Need Volunteer with Goodyear Fire for Mobile Elementary School Member, Maricopa County Area Agency on Aging (AAA) Advisory Council Liaison to North Subdivisions Association Council Liaison to the Mobile Community Volunteers in Police Service Wally and her husband John have lived in Goodyear for 10 years and have four children. She is also a graduate of the Citizen’s Police Academy CERT, and Southwest Valley Citizens Academy. Councilmember Gary Gelzer Councilmember Gary Gelzer has served the City of Goodyear in a variety of ways since becoming a resident in 2000. He’s been actively involved in building a city where residents can enjoy a high quality of life through his work on the General Plan Committee, Citizen Bond Committee, Citizen Tax Committee, the Higher Education Committee, Citizens’ Budget Committee and the Planning and Zoning Commission. As Chair of the Planning and Zoning Commission, Gary was instrumental in ensuring developments met the standards of design and location. Gary’s principles are demonstrated by his civic participation and his goal to engage residents in creating shared responsibility to make Goodyear an attractive hometown for citizens and business. He recognizes that the Council’s duties are to be good stewards of City resources and to work collaboratively to create a community environment that enables City residents to fulfill their personal goals and dreams. 4 His priorities for the next two years are to:  Maintain the city’s capital assets  Lower the food sales tax  Aggressively court small and large businesses to create opportunities for success and expansion  Advocate for smart growth and land use development  Champion investment for expanding multi-modal transportation options for the West Valley  Be a citizen watchdog for public safety professionalism A retired Navy officer and business executive, Gary, who holds a BA in History from Northwestern University, an MBA from Dartmouth College and an MS in Geography from St. Cloud State University is proud of the City’s great spirit and seeks to promote policies that will fill the city with vitality. Councilmember Bill Stipp William (Bill) Stipp was elected to his first four-year council term in 2011. His priorities as a Councilmember include: Strategically lowering taxes through conservative fiscal policies, providing support for small businesses, maintaining our upscale community standards and protecting our neighborhoods with strong public safety agencies. Stipp brings 27 years of experience from Illinois, Massachusetts and Arizona, in local government budgeting, contract mediation and municipal operations to his seat on the council. He retired from the Goodyear Fire Department in 2009 following a disabling line of duty spinal injury. Currently, he is employed as a public safety consultant for a number of organizations and provides training for the US Army’s Homeland Defense Forces. He also is employed by Estrella Mountain Community College as the Fire Science Program Director and instructor. Bill serves as the Chairperson for Goodyear’s Public Safety Retirement Boards and the Goodyear Volunteer Firefighters Pension Board as well as serving as the City’s representative to the Historic Goodyear Neighborhood Alliance and as the Alternate Representative to the Community Development Advisory Council for Maricopa County. He also is a member of the National League of Cities’ Public Safety and Crime Prevention Advisory Committee. He earned his Bachelor’s degree from Southern Illinois University and has achieved the Executive Fire Officer designation from the National Fire Academy. A Goodyear resident since 2001, Bill and his wife of 25 years, Lisa, have two children. 5 This page intentionally left blank. 6 7 8 9 10 11 City of Goodyear NATIONAL 12 STATE MAP City of Goodyear – Table of Organization Citizens of Goodyear Mayor & City Council Michael Simonson Municipal Judge Interim City Manager Brian Dalke Roric Massey City Attorney Interim Deputy City Manager Paul Luizzi Interim Deputy City Manager Mike Svetz City Manager’s Office Interim Director Parks & Recreation Nathan Torres Finance Director Larry Lange Fire Chief Mark Gaillard Communications Manager Shaun Rachau Police Chief Jerry Geier Intergovernmental Programs Manager Romina Khananisho Development Services Director Vacant Interim Public Works Director Jack Friedline Human Resources Director Wynette Reed City Clerk Lynn Mulhall City Engineer David Ramirez Information Technology Services Kathy Fernandez 13 FY13 FINANCIAL ORGANIZATION CHART 14 Total FY 2012/13 Annual Budget $192,000,000 Capital Improvement Projects $31,134,484 Debt Service Contingency $25,144,863 $51,642,992 General Fund General Fund General Fund $4,093,049 $619,500 $16,347,842 HURF Proposed Grants $110,313 General Obligation Bonds $4,507,713 Development Impact Fees $12,178,786 McDowell Rd. Comm. Corridor Imp Dist $3,577,935 Proposed ID/Developer Contribution $32,770,150 Grants Enterprise – Water Enterprise Funds $525,000 $30,000 $5,634,066 Utilities Enterprise - Wastewater $9,022,336 $5,270,385 Stadium Infrastructure Ball Park Stadium $5,700,000 $5,535,264 $2,000,000 Operations One Time Projects & Operations Carryover $77,184,199 $6,893,460 General Fund General Fund $56,472,398 $3,700,000 HURF HURF $3,890,155 $800,000 Enterprise – Water Development Impact Fees $239,130 $4,677,358 Enterprise - Wastewater $3,073,951 Development Impact Fees - Utilities $1,314,330 Sanitation Capital Reserves $5,245,761 $840,000 Stadium $3,824,576 15 City of Goodyear Strategic and Operational Planning The City of Goodyear is focused on providing high quality service to our residents, and continually improving our performance as an organization. Throughout the year, under the leadership of the City Manager, departments review and report on agreed-upon performance measures to assess the efficiency and effectiveness of the services they deliver. Departments update their departmental operating plans to identify desired outcomes, address service delivery objectives and to address Community/Council priorities and organizational goals. Performance measurement helps the city assist the community in understanding city operations, enhances governmental accountability and effectively allocates limited resources to core service activities. Goodyear’s Vision The City of Goodyear will be: • A great place to live, work and raise a family • The biggest “small town” community in the valley, continuing smart growth and affordable housing • A city with healthy lifestyles and commitment to the environment • A growing community that provides quality opportunities and lifestyles • We will be known as: – A destination place for regional shopping – A destination for higher education designed for workforce needs – A place for diverse job opportunities and an inventory of industries – An incubator for entrepreneurs – A hub of arts and culture in the West Valley Goodyear’s Mission The City of Goodyear will provide the finest municipal services and promote a quality environment to enhance our community’s prosperity through citizen and employee participation. We are committed to the stewardship of resources and fulfillment of the public trust. 16 Four Focus Priorities 1. Fiscal and Resource Management Implement and maintain innovative and responsible policies and practices to ensure efficient and transparent fiscal and resource management. 2. Economic Vitality Become the preferred location for diverse, high quality development in order to provide a sustainable community. 3. Sense of Community Develop or enhance gathering places where the community can come together to participate in opportunities of learning as well as recreation. 4. Quality of Life Create a safe environment where all people are provided opportunities for an engaged, healthy and active lifestyle. 17 CITY OF GOODYEAR Goodyear...Who We Were 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. 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. 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, Goodyear’s largest employer. 18 Then, in 1968, the Navy sold the airfield to the City of Phoenix which named it the Phoenix Litchfield Airport. In 1986, it was renamed the Phoenix Goodyear Airport. Today, this 789-acre airport has the third longest runway in the metro Phoenix area and 138,600 annual aircraft operations resulting in more than $40 million in economic impact to the area. Phoenix Goodyear Airport’s 8,500-foot runway accommodates the largest aircraft. It is a major General Aviation airport in the area and ranks #88 in the U.S. 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 which represents about one-third of Goodyear’s population today. Goodyear...Where We Are Strategically located in the southwest portion of the Phoenix, Arizona Metropolitan area, just 17 miles west of downtown Phoenix, Goodyear serves as a front door to the metro area. The City’s close proximity to Phoenix provides residents with all the benefits of America’s sixth largest city – performing arts, museums, professional teams in every major sport – in a quiet, safe but vibrant suburban environment. Goodyear’s ideal position at the leading edge of the West Valley has given it a distinctive advantage in logistics over most cities in the Valley and has helped Goodyear attract many major employers in recent years. Its strategic position on Interstate 10 provides access to Los Angeles on the west, Phoenix and Tucson on the east. Goodyear’s logistical advantage is enhanced by both the Phoenix Goodyear and the Union Pacific Railroad which crosses central Goodyear with nationwide freight rail service. Goodyear…Major Employers - A Business-Friendly City In its current role as a key employment center in the West Valley, Goodyear has journeyed a long way from its founding roots as a farming center for cotton needed to make airplane tires for Goodyear Tire and Rubber Company in World War I and then as home to Goodyear Aerospace. Much of Goodyear’s 19 success can be attributed to workforce accessibility, the availability of large tracts of reasonably priced land, great transportation access, infrastructure that has kept up with growth and the business-friendly attitude of its leaders. For a city with less than 100,000 population, it has a great deal of existing office, industrial and retail space and a 12%-14% vacancy rate which is lower or in line with the rest of the Valley. In addition to more than one million square feet of commercial office space (most of it Class A), Goodyear maintains a strong economic base with more than 6,500,000 square feet of industrial space, housing large and small industries ranging from aerospace to food processing to solar panel manufacturing to distribution centers. The aerospace and avionics industry, led by Lockheed Martin’s half-million-square-foot campus, is centered near the Phoenix Goodyear Airport which houses Aeroturbine’s aircraft maintenance operations and aviation training for Germany’s Lufthansa and England’s Oxford Aviation. Goodyear is an emerging center for sustainable energy in the Valley thanks to one of the world’s largest solar manufacturing companies, Suntech Power Holdings of China, building its first North American facility in our city and Saint-Gobain Solar of France. Employers in Goodyear Lockheed Martin McLane Sunwest West Valley Hospital Amazon.com Cancer Treatment Cntr of America Cavco Industries Macy’s Logistics & Oper. Sub-Zero/Wolf AeroTurbine Dick’s Sporting Goods Kysor Panel Systems Luftansa Airline Training Poore Brothers Rudolfo Bros. Plastering Schoeller Arca Systems Snyders of Hanover Suntech Global Organics, LLC Lorts Manufacturing Oxford Aviation Academy Aerospace Engineering Distribution Health Services Internet Fulfillment Health Services Manufacturing Internet Fulfillment Appliance Manufacturing Aircraft Maintenance Distribution Manufacturing Education, Flight Training Food Manufacturing Construction Plastics Manufacturing Food Manufacturing Solar Manufacturing Manufacturing Furniture Manufacturing Education, Flight Training 500-1000 500-1000 500-1000 250-500 250-500 250-500 250-500 250-500 100-250 100-250 100-250 100-250 100-250 100-250 100-250 100-250 100-250 50-100 50-100 50-100 Source: USWorks, Economic Development During the recession, in most Valley cities the retail vacancy rate climbed or at least maintained. However, Goodyear was different. At the beginning of the recession, Goodyear had more than 2 million square feet of newly completed retail space. As a result, Goodyear’s retail vacancy rate was twice as high as that of other Valley cities. However, during the recession much of that space was absorbed and the retail vacancy rate declined from a high of 25% in 2007 to only 12% in 2012, the same level as the rest of the Valley. 20 Goodyear…Who We Are Demographics & Growth 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 68,000 people which represents just eleven percent of the build-out population. With a mere 2,747 residents in 1980 and 6,258 in 1990, Goodyear’s population has exploded to a population of 65,275 according to the 2010 Census. Goodyear grew 245% between the 2000 and 2010 Census and it is expected to surge to well over 100,000 residents by 2020. The median income of our residents is estimated at $79,226 – one of the highest in the state, the highest in the West Valley, the third highest in the Phoenix metro area, and higher than the Valley’s largest cities including Phoenix, Mesa, Chandler, Glendale, and Scottsdale. Development in the Phoenix area has been moving west for years! 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 suburban city in the country (under 100,000 population) between 2000 and 2006, averaging 16% growth per year during that period, according to Forbes Magazine. According to Sites USA, Goodyear is a fairly young community with an average age of 32.5 years. As a growing community, 77% of residents have lived in Goodyear less than ten years. Additionally, the median household income is $79,226 and the median family income is $85,920. More than 55% in Goodyear have a household income over $75,000. Spending capabilities are excellent for Goodyear households which have a median disposable income of $63,526 and an average household net worth of $555,637. 65,275 $79,226 $85,920 $63,526 $555,637 Population (2010 Census) Median HH Income (Sites USA) Median Family Income (Sites USA) Median Disposable Income (Sites USA) Average Household Net Worth (Sites USA) Sources: Sites USA 2012; US Census 2010 According to the 2012 Citizen Satisfaction Survey, 94% of the residents feel Goodyear is an excellent/good place to live and offers excellent quality of life. Most residents (92%) also feel safe day and night. Even after the long economic downturn and cuts in city government staffing, 94% of residents are satisfied with the level of service the city provides. Goodyear Citizens….. How We Help Goodyear has over 800 dedicated volunteers who tirelessly serve our community. They work at our ballpark during Spring Training, serve as coaches for recreational programs, assist at special events, help as Volunteers in Police Service, work in City offices, and serve on various City committees. Churches, businesses, schools, and civic groups are just a few of the many organizations involved with sharing their time and making a difference in our community. During fiscal year 2011-2012, volunteers saved the City almost $469,500 and $1.5 million over the life of the program. 21 Goodyear….At a Glance 2008 – Won both the “All-America City” and “Most Livable Cities” award. Goodyear was founded in 1917 by Paul Litchfield 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 245% between 2000 and 2010 Census The 2010 Decennial Census data 65,275 (April 1, 2010) Size: 191 square miles annexed (246.6 sq mile planning area) Goodyear is approximately 6-8 miles wide and 37 miles long Average median temperature: 72 degrees F Average annual rainfall: 7.5 inches Average number of sunny days: 320 annually Median age of residents: 32.5 (Sites USA) 2012 Median household income: $79,226 (Sites USA) Educational level of Goodyear heads of household: 66% are college educated with 29% having a college degree (Sites USA) Total 2012-2013 Budget: $192,000,000 Property tax rate for 2012-2013 $1.7750 per hundred dollars of assessed value City sales tax rate: 2.5% (1.2% on single purchase over $5,000); 4% hotels and restaurants 94% of residents surveyed feel that Goodyear is a safe place* *Per January 2012 Citizen Satisfaction Survey 22 Goodyear…How We Play Baseball in Goodyear The Goodyear Ballpark, which opened on February 21, 2009, is located on a 3acre parcel southeast of the future Goodyear City Center. The stadium includes 8,000 stadium seats, 1,500 lawn seats, six suites, and a 500-seat party deck area, for a total seating capacity of 10,300. The Cleveland Indians joined the Arizona Cactus League in 2009 when they moved their Spring Training operations from Florida to Goodyear. Bringing both Ohio Major League baseball teams to Goodyear, the Cincinnati Reds hosted their first Spring Training season at the Goodyear Ballpark in 2010. 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. 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 craft shows, concerts, weddings and other private and public events. Goodyear… How we Educate 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 The City of Goodyear has proactively recruited institutions of higher education. Goodyear welcomed its first private institution of post-secondary education to the community in 2008 – Franklin Pierce University (FPU) from New Hampshire. In June 2009, Franklin Pierce began their Doctor of Physical Therapy Program in Goodyear. FPU - Goodyear’s “hometown University - is expanding by adding additional degree programs and many more students in 2013. As Goodyear continues to grow, higher education will serve as a critical tool in addressing the economic and social vitality of the community. Higher education institutions, including some of the most famous in the world, are located in the West Valley providing residents and employers access to many degree programs: Estrella Mountain Community College, Grand Canyon University, Midwestern University-Glendale and Thunderbird School of Global Management. Other Valleywide 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 personnel, their dependents as well as civilians living in the surrounding communities. 23 K-12 Goodyear residents are served by four elementary school districts (Avondale, Liberty, Litchfield & Mobile), and two high school districts (Agua Fria Union & Buckeye Union). Both high school districts have schools in Goodyear that have earned the highly respected Arizona ranking of “Excelling” based on their student academic performance. All of Goodyear’s comprehensive high schools offer full academic, fine arts and championship athletic programs. With a K-12 student body of more than 10,000 students, special programs abound, including Advanced Placement in elementary up to high school, Accelerated International Baccalaureate Program, Gifted Studies, and Career and Technical Education programs. Additionally, Goodyear’s K-12 system is served by several fine charter schools and academies that give a wide choice of educational opportunities to the children of Goodyear residents. Goodyear…Special Events FAMILY CONCERT SERIES – Two weekly series, offered in the Spring and the Fall MOVIES IN THE BALLPARK – Monthly May – September at the Goodyear Ballpark DRY HEAT COMEDY – Laugh in the Summer BASEBALL SPRING TRAINING – Cleveland Indians and Cincinnati Reds HEART AND SOLE – Run or Walk to compete or just for healthy fun POPS SYMPHONY – A spring music classic sponsored by Goodyear 24 Goodyear…Special Events STAR-SPANGLED FOURTH – Annual Event to celebrate our country’s birth G.A.I.N. – Bringing Neighborhoods together for Fall friendship FIELD OF SCREAMS – Spooky entertainment and family participation WAG & TAG – Families with their dogs at Roscoe Dog Park SKATE FEST – Fall Skateboarding event at the Goodyear Skate Park HOMEPLATE FOR THE HOLIDAYS – Winter holiday fun, with snow in the desert! CITY MARKET – Purchase fresh produce and arts & crafts. First Saturdays – October through May 25 This page intentionally left blank. 26 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. Budget Polices 1. Operating - Ongoing operating costs should be supported by ongoing, stable revenue sources. This protects the City from fluctuating service levels, and avoids crises when one-time revenues are reduced or removed. Some corollaries to this policy: A. Cash Balance should be used only for one-time expenditures such as CIP projects, capital outlay, increasing reserves or contingency funds, and/or paying off outstanding debt. B. Ongoing maintenance costs, such as street resurfacing or swimming pool re-plastering, should be financed through operating revenues, rather than through bonds. C. Fluctuating federal grants should not be used to finance ongoing programs. 2. Revenues from growth or development should be targeted to costs related to development, or invested in improvements that will benefit future residents or make future service provision efficient. While it is tempting to use growth-related revenue to support current operations, doing so can lead to a crisis when the growth rate decreases. This policy implies a commitment to identifying the portions of the City’s revenue stream that result from growth. 3. General Fund appropriations should include a reserved contingency account equal to the first four (4) months operating expenses from the prior fiscal year. 4. General Fund appropriations should also include a reserved contingency account amounting to at least 10% of annual sales tax revenues. This will accrue annually and basically serve as a “revenue stabilization” 27 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 computing the average. 10. Budget Amendment Policies A. Total Fund Appropriation Changes must be approved through City Council Resolution. These amendments must also comply with the City’s Alternative Expenditure Limitation. In order to provide flexibility to respond to unanticipated increases in revenues, 10% of the total operating budget should be set aside as a contingency appropriation (as long as this contingency is backed by available fund reserves). 28 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. 29 FY 2013 - ECONOMIC TRENDS After several years in which the only news was bad news, we finally appear to be in a period where there are signs, and even trends, that indicate that the economy is growing, even if slowly. And while it may be difficult to get many economists to agree as to where we are going, and how fast we may get there, it is safe to say the precipitous declines that characterized the early years of the recession are over. Sales Tax Trends Local Sales Tax Actuals Construction, Non‐Construction, Total Millions The most encouraging news for the City of Goodyear has to be in regards to local sales tax revenue. As the main General Fund revenue source for most cities in Arizona, sales taxes are critical to funding City services and programs. But not all sales taxes are used for the same purpose or generated by the same source. So understanding where revenues come from and what they should be used for is as important as how they are trending. The main distinction in local sales taxes is between Construction sales tax (CS) and Non-Construction sales tax (NCS). We will explore various aspects of both and what changes in each may mean for the City of Goodyear going forward. $50 $40 $30 $20 $10 $0 Total Sales Tax Non‐Construction Construction Non-Construction Sales Tax Trends Local sales taxes for the City of Goodyear are comprised of several categories. Receipts for these categories are supplied by the state on a monthly basis because the City does not collect its own sales tax revenue. The most important distinction applied to these revenues results in a simple dichotomy between Construction Sales tax and Non-Construction Sales tax. The distinction is important as each revenue is earmarked for very different activities. The City of Goodyear hit the high point in total local sales tax receipts in FY06/07 with revenues totaling nearly $46.0m. At that time, 58%, or $26.6m of the total sales tax collected, was NCS tax with an additional 42% or $19.3m coming from construction activity. But these two sales tax types would take very different paths as the decade progressed. The story behind that progression and where it may go from here will have a significant impact on the City in the coming years. The peak discussed above that occurred in FY06/07 was a point in history that had seen the two types of sales tax converging in magnitude. But NCS would begin to decline in FY07/08 coming in at $23.1m, a $3.6m, or 13.5% percent decline in a single year. This was without precedence and represented a significant challenge in continuing to provide basic City services because it is the NCS tax revenue that is used to fund ongoing City services and programs. The decline would continue in FY08/09 when NCS tax would come in at $21.6m, an additional $1.5m, or 6.3% decline. In two years the City lost $5.1m or 18.9% of its NCS tax revenue, a significant impediment to providing City services at historical levels. NCS tax receipts would begin to recover in FY09/10 with the implementation of .5% increase in the local sales tax rate. However the increase did not take effect until October of FY09/10. It did however generate an additional $3.4 million dollars over the 9 months it was in effect. The result was NCS sales tax receipts ($25.5m) that were nearly as high as those in the peak year of FY06/07. By end of FY10/11, the first full year of implementation, the additional amount generated by this tax increased to $4.8m and helped to push NCS tax receipts to a new high at $29.3m, exceeding the previous high by $2.7m or nearly 10%. 30 But what was truly telling was not the increase generated by the higher tax rate but the fact that the base amount of NCS tax collected in FY10/11, excluding monies generated by the new tax rate and CST, increased by $2.1m or 9.3%. For the first time in several years the base amount of sales received by the City was on the increase. This trend has continued into FY11/12, albeit at a slightly slower rate of increase, with base NCS tax revenues up $1.5m or 7.4% through the first 10 months of FY11/12. Construction Sales Tax Trends Construction Sales Tax (CST) is also a local sales tax source. However, because of its potentially volatile nature, and the types of activities that it is generally used to fund, it is considered a one-time revenue source. Therefore, when applying sound financial principles and guidelines, it should be used solely for one-time expenditures. Most often these one-time expenditures are capital in nature. In FY06/07 CST peaked at $19.3m and comprised $41.9% of local sales tax revenue. In each subsequent year CST receipts declined. The largest single year drop occurred in between FY08/09 and FY09/10 when CST declined from $12.8m to $5.3m, a 59%, or $7.4m decline. CST continued to decline through FY10/11 reaching a low of $3.25m. While FY11/12 is not yet complete, it is projected that CST will finish the year at approximately $3.6m, the first year over year increase since FY07/08. It is not unusual that a recovery in the construction sector would lag behind a recovery in NCS tax receipts. After all it is this sector that was hardest hit by the economic downturn and still has a long way to go with vacancy rates remaining high for commercial and residential property. But there has been some improvement in the residential housing sector as vacancies and foreclosure have slowed. Even the City’s single family residential (SFR) permit numbers have been on the rise, particularly in recent months. SFR Permits 3,000 2,500 2,178 2,000 1,500 714 1,000 500 ‐ 504 In addition, the City has been fortunate to have large capital projects involving the I-10 transportation corridor that have generated significant amounts of revenue. The real questions going forward will be; does the slight upward trend in housing continue to develop and what type of baseline activity will we see when the project is completed? One thing is for certain, we have a long way to go before we see numbers like those realized in the middle part of the decade. The good news is that the revenues generated would be used for one-time projects that are far easier to postpone than activities associated with ongoing services. But most economists agree that truly robust growth will be difficult without a strong recovery in the construction sector. 31 But overall the strength of the construction sector remains low, as can clearly be seen by the continued decline in property valuations. Low demand for new construction, tight credit, and high vacancy rates that resulted in the bursting of the real estate bubble have forced down valuations and have created yet another challenge for the City in generating sufficient revenues to cover current debt commitments. For the first time since FY2005 the City increased its total tax rate above $1.60 per $100 of assessed value in order to maintain its tax levy and meet its debt obligations. Millions City of Goodyear Total Valuation $1,200 $1,000 $800 $600 $400 $200 $0 Unemployment Unemployment levels are also still of concern as recovery in the area of job creation remains low. The stubbornness of the unemployment figures is very uncharacteristic for an economic recovery that is as far along as the one we are currently experiencing. Current levels of unemployment are double historical levels with no significant change anticipated any time soon. Unemployment ‐ Arizona and City of Goodyear ‐ 2002‐2011 12.0 10.5 9.5 10.0 R a t e 8.0 6.0 9.2 5.0 7.0 4.0 It is higher levels of employment that will drive 2.0 the economy forward as new wealth is 3.1 generated and the perceived stability of a 0.0 robust economy empowers people to make 2004 2005 2006 2007 2008 2009 2010 2011 long term financial commitments, like home State Goodyear ownership, with confidence. Even purchases of large ticket items, such as automobiles, are still slow. The combinations of higher spending levels on low cost services activities, like dining out and non-durable goods, is in sharp contrast to low levels of durable goods purchases and new home ownership, but make sense in an “status quo” economy with low consumer confidence and perceived instability. Conclusion So after several years of decline, we are actually witnessing an upward trend in some key areas. This is most true in our sales tax receipts, which is good news, given the important role they play in funding basic ongoing municipal services. There are also signs of recovery in the housing area, but changes are recent and minor and it remains to be seen in what direction it will develop and at what rate change will occur. We are still waiting to see significant change in the construction sector, a sector that is critical to robust economic growth. Given current vacancy rates, tight credit, and slow growth in job creation, it is unlikely that the economy will be growing fast enough in the near future to create significant upward pressure in this sector. 32 FY13 Revenues Revenue Forecasting A critical aspect of every budget cycle involves managing City revenues. As soon Council passes a budget, budget staff begins a process that entails monitoring revenues as they are received, estimating where we think they will be at year’s end and projecting them for the next budget year. So how we assess and manage revenues varies depending on where we are in the budget cycle but it is an activity that is ongoing throughout the year. It takes a minimum of three data points to have a trend, so generally we pay increasing attention to variances between budgeted and actual revenues by the end of the first three months of the budget cycle (the 1st Quarter). This first quarter marker is also when we receive our first installment of revenues that come in quarterly, such as franchise fees. This is a critical function in the budget process as large deviations from estimates are best acted upon as soon as possible so that staff can make any adjustments that are necessary to stay within budget without necessitating the use of reserve funds. As we monitor revenues for the current year, staff also begins estimating where we think revenues will be at year’s end. A large part of this process involves meeting monthly with individual departments who are responsible for revenues generated by their activities. Impacted areas include Community Development, Engineering, Fire, Parks, Recreation, Aquatics, Court, Stadium, Water, Wastewater, and Sanitation. Using department knowledge of the programs they provide and statistical analysis that finance provides, estimates are continually updated throughout the year. As the year progresses and we begin nearing the midpoint, projecting revenues for the next fiscal year is added to the list of ongoing activities. Projections for the following year, like estimates for the current year, are once again based upon departmental knowledge and the use of statistical analysis. However, when creating projections the City must also monitor external sources for fluctuations in our revenue stream. This includes potential legislative changes, County Property Tax information, and state shared revenue distributions. The budget cycle is actually a very fluid never ending process. Revenues are a critical part of that process and garner various levels of attention throughout the year in order to aid in putting together a plan that will maximize resource utilization when providing City services and programs. Below are some of the major revenues that we monitor. Total Budgeted Revenues The FY13 estimated revenue sources total $165 million, which represents a 3.7% decrease from FY12 budgeted revenues of $172 million. Despite the overall decrease in budgeted revenue (due to large decreases in appropriations budgeted for Improvement Districts ($10 million reduction)) and Grants ($5 million reduction), the General Fund revenues budgeted for FY13 increased by $6.7 million or 11.0%. State law requires that Cities not exceed the budget limit set by the passage of the tentative budget. As a result, they sometimes budget items, like the improvement district, that may or may not occur during the budget cycle in order to ensure enough capacity to act should the need present itself. City projected revenues are realized from a variety of sources, including sales tax collection, community development, state shared revenues and user fees. 33 FY13 SUMMARY OF REVENUES Imp. District, 28.5% Impact Fees, 4.4% Taxes & Surcharges, 46.2% Utilities, 17.8% Grants, 3.0% Total General Fund Revenues The major sources of FY13 General Fund operating revenue are: local sales tax $37,726,495 (55%), state shared revenues $14,289,373 (20.8%), community development $4,064,100 (5.9%), property tax $7,593,094 (11.1%) {includes $900,000 for PILT}, and other licenses, fees, and charges $5,096,538 (7.4%), all totaling $68,710,000 (this includes construction sales tax). The total is up 11.0% from the FY11 budgeted total of $61,924,990. FY13 General Fund Budgeted Revenue Other (Permits, Lic. Fees), 7.3% Sales Tax, 54.9% The General Fund, as the major source for operational activities, is a critical fund and is generally the largest fund for any Arizona municipality. Fluctuations in the revenues available to this fund have a significant impact on a City’s ability to provide services and programs for its residents. As the chart shows, General Fund revenues have undergone considerable fluctuations in recent years. Even with the 11% increase in projected revenue for the FY13 budget, the City is still far below levels reached in FY08. This is even more incredible given the combined impact of a .5% increase in the local sales tax rate and the adjustment to state shared revenues that occurred as a result of the 2010 Decennial Census. The main reason for this decline resulted from decreases in construction sales tax and development-related revenues. Property Tax, 11.1% State Shared, 20.8% Community Development, 5.5% TOTAL GENERAL FUND OPERATING REVENUE $100 $80 $60 $40 $20 $0 Local Sales Tax Revenues Local Sales Tax – FY13 – $37,726,495 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. TOTAL GENERAL FUND LOCAL SALES TAX REVENUE $50 $40 $30 $20 $10 $0 At local sales tax revenue is a significant portion of the city’s general fund revenue stream. Local sales tax is a fairly complex mix of varying tax rates that are assigned by category to various activities. The larger examples of these categories include construction sales tax, retail sales tax, restaurant & bar tax, and hotel/lodging taxes. The $37.7 million local sales tax figure projected for FY13 is actually a compilation of these types of sales tax categories, with rates that can vary from one category to the next. The ability to assign these rates, and the exemptions or options available to municipalities, is part of the Model City Tax Code. 34 The City’s local sales tax revenue had been declining in recent years, but the trend has turned a corner with local sales taxes rising over the course of the last several budgets. Over the first 10 months of FY12 total local General Fund sales taxes are trending over 10.0% (including construction sales tax) above where they were at this time last year. This increase is the result of combination of factors including significant increases in construction sales tax (in large part due to I-10 road construction), which over the first 10 months of FY12, is running 36.5% above where it was at this time last year. It also includes a large one time Use Tax payment received early in the year. Removing both construction sales tax and the .5% increase in sales tax, City sales tax for the first 10 months of FY12 are trending 7.4% above where they were at this time last year. 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 – FY13 ($5,000,000) Construction sales tax, which was once the single largest source of general fund sales tax revenue, is now second to retail. The last time construction sales tax fell to second was FY2000. This revenue source is generated by the sale of homes and taxes applied to factor inputs used in the construction of commercial and industrial structures. A significant portion of the revenues generated are used to fund major capital projects and one-time expenditures accounted for in a distinct fund. Major capital projects, due to their complexity and size, are often phased and require multi-year funding. CONSTRUCTION SALES TAX REVENUE $25 $20 $15 $10 $5 $0 The chart provides actual construction sales tax revenue from FY03-FY11, estimated revenue for FY12, and projected revenues for FY13. The data shows a decidedly upward trend until FY07, then a sharp decline through FY10, with a leveling off in FY11 and FY12. It appears that the chart is beginning to take on the “U” shaped recovery many analysts predicted very early on in the economic downturn. What remains to be seen is where the trend goes after large one-time projects like the I-10 stack are completed. Planning Fees/Community Development – FY13 – $4,064,100 The planning/community development fee category is comprised of many 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. The chart provides actual community development revenue from FY03-FY11, an estimate for FY12 and a projection for FY13. The data shows a decidedly upward trend until FY06, a precipitous decline through FY09, and a leveling off thereafter. COMMUNITY DEVELOPMENT REVENUE $16 $14 $12 $10 $8 $6 $4 $2 $0 The previous decline in the residential and commercial real estate housing markets seems to have reached its bottom as data over the last several years is quite flat. Based on that trend, and with no significant changes looming based on current economic indicators, projections for revenues in this category for FY13 remain essentially flat. This in spite of the fact that recent monthly single 35 family residential construction permits (SFR) have been coming in at a higher level then we have seen in several years. As with construction sales tax, the question is whether these are just few data points or a medium to long term trend. Primary Property Tax – $6,693,094 PRIMARY PROPERTY TAX REVENUE $8 Millions The City does utilize one significant countercyclical revenue; property taxes. There are two kinds of local property tax; primary and secondary. Secondary property taxes are used to fund debt service payments for voter approved bonds used to construct capital projects. Primary property taxes can be used for any purpose other than the funding of debt service payments. $6 $4 $2 FY13 proj. FY12 est. FY11 FY10 FY09 FY08 FY07 FY06 FY05 FY04 FY03 $0 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. During the FY13 budget process the City Council raised the total property taxes to a combined rate of $1.7750 from the previous year’s rate of $1.6000 per $100 of assessed value. The increase was due to the continued need to pay ongoing debt obligations in the face of declining levies precipitated by dropping property values. In FY13, the Primary Property tax will be $1.1115 per $100 dollars of assessed value. The primary levy generated by this rate will be $6,693,094, a 6.2% increase over the FY12 primary levy of $6,303,781. As the chart indicates, growth in the primary property tax has been steady, mainly due to the Council policy to maximize this tax in light of past state actions resetting local property taxes (seen by bar in FY06) to levels actually charged in a preceding year, thereby reducing the municipalities taxing ability. State Shared Revenue Total State Shared Revenues (total) – $14,289,373 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 large increase beginning in FY12 is the result of the 2010 Decennial Census. The large increase in FY07 was the result of mid decade adjustment performed at the state level. As the chart shows, state shared revenues projected for FY13 are the highest they have been since FY09. 36 STATE SHARED REVENUE $16 $14 $12 $10 $8 $6 $4 $2 $0 State Shared Sales Tax – ($5,458,311) The current state sales tax rate is 6.1% with the addition of the recently passed one cent sales tax increase. Incorporated cities and towns in Arizona receive a portion of the revenue generated by this tax (exclusive of the one cent increase). 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. State Shared Urban Revenue Sharing – ($6,667,096) 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) – ($2,163,966) 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. Miscellaneous Licenses and Fees – $418,738 There are a variety of fees in this category; the largest is CFD related revenue ($400,000). Franchise Fees – $2,535,000 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.). 37 This page intentionally left blank. 38 BUDGET PROCESS Overview The FY13 budget process began with a financial forecast and update presented to the City Council in January 2012. Unlike recent years where substantial adjustments were made to revenue estimates due to the declining economy, this year’s forecast had a more promising outlook. Revenues were holding steady and the economy appeared to be stabilizing. The local economy was experiencing strong retail sales and construction related activity was experiencing a positive trend for the first time in four years. The process continued during monthly City Council work sessions, with staff presenting the FY13 financial plan elements. Due to fiscal constraints, a conservative approach was taken on adding any new costs or programs. Department Directors were asked to submit budget supplemental requests, addressing their “critical needs”. These items included increased costs that could not be absorbed within the current base budget, additional operating costs of recently completed or acquired capital improvements projects, and any potential unfunded mandates or non-discretionary increases. As part of the FY13 budget process, a Citizens Public Budget Forum was held on May 2, 2012. This public session allowed interactive participation by the citizenry and other interested stakeholders. Feedback from this session was provided during budget deliberations to the City Council. Development of the “Base Budget” All city departments prepared line item operating budgets under the Base Budgeting methodology. With this method of budgeting, divisions are allocated a target base expenditure amount to support all ongoing costs for the current fiscal year. For the FY13 budget, all departments were held to the same base budget from the previous year. For the first time in four budget cycles (since FY09), departments were allowed to submit supplemental request for increases to their base budgets. These supplemental budget requests were scrutinized and evaluated by the City’s Executive Management Staff. As funding for the supplemental requests was limited, departments were also required to work within their existing base budgets and re-allocate appropriations to line items requiring additional funding. A successful combination of tightening the belt and funding increases where necessary provided for a balanced approach in development of the FY13 budget. Increases to the Budget For FY13, increases to the budget were closely scrutinized and kept to a minimum. Upon justification of a critical need that could not be absorbed within the departments’ base budget, an increase or budget supplemental was put forward in the recommended budget to the City Council. Operational increases included six unfunded positions were funded, fleet maintenance costs, health insurance costs, contract and maintenance costs for the new public safety wireless radio system, a number of software solutions for improved department efficiencies and one-time funding of capital asset replacement needs. These budget considerations were presented and discussed during the Council budget work sessions and if approved, included in the final budget. Budget Review and Adoption The department budget submittals were reviewed by the City Management team in March 2012. In addition this year, the City Council held a number of informal worksessions with all the departments to closely review operating expenses and program budgets. Following a series of budget presentations at council workshops, the tentative budget was presented to the City Council and adopted May 21, 2012. The tentative budget adoption sets the maximum limits for expenditure authority for the upcoming fiscal 39 year. Public notice for the FY13 budget was published in the local paper and a public hearing held. The final budget was formally adopted June 25, 2012 with the property tax levy adoption following on July 9, 2012. Budget Process Prepare Forecasts Mid-Year Financial Review Update Revenue & Expenditures BUDGET PROCESS Departments Submit Budget Supplementals Requests Adopt Final Budget 6/25/12 Public Hearing Tax Levy – 7/9/2012 Adopt Tentative Budget 05/21/12 Departments Submit Base Budgets Council Work Study Sessions Department Budget Review with Executive Management 2 ITEM DATE Financial Update and Review 1/30/12 Executive Mgmt. Budget Review 2/12 – 3//12 Balance Capital Improvement Program 1/12 – 3/12 City Council Budget Work Sessions Work Session Proposed Budget & Discussion Tentative Budget Adoption 4/12 – 5/12 5/11/12 5/21/12 Final Budget Adoption 6/25/12 Property Tax Levy Adoption 7/9/12 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 the City Council. The FY13 total budget appropriation amount is $192 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. 40 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. 41 BUDGET SUMMARY 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. However, over the course of the past fiscal year the economy has made tentative steps towards a recovery. Unlike prior years, where major indicators such as sales tax and unemployment continued their long downward trend, over the course of FY12 those trends reversed themselves. While the change has not been as strong as with past recoveries, downward trends in economic activity have halted, with some indicators posting consecutive monthly gains for the first time since the recession began. However, the City continues to adjust to what can best be described as the “new normal”. This “new normal” can best be characterized by slow overall growth with virtually non-existent activity in housing and commercial real estate. A decidedly different pattern, particularly in Arizona, then what had preceded it. As the chart to the right indicates, the total size of the City’s budget Debt Service continues to decline, but with some leveling off in 13% the funding for on-going operational expenditures. Operating The FY13 budget totals $192 million, which Contingency 41% represents a 10% decrease from the prior fiscal & Proposed ID year budget of $213 million. This can mainly be 18% attributed to a reduced Capital Improvement Plan and less grant funding opportunities available. Although the local economy remains somewhat Rainy Day Capital & 8% stable, the state and national economy continue to One‐Time struggle in the midst of recovery from the 20% recession. This impacts the Federal funding and also certain state shared revenue sources. FY13 Summary of Uses Figure 1 FY 13 Total Budget $192m The largest single category in the budget is the Operating budget, representing 41% of the total. The second largest category is the Capital and One-time budgeted expenditures at $39 million or 20% of the total. Contingency appropriation totals $51.6 million, and is allocated in case of an emergency or unplanned event. Debt service is $25 million or 13% of the total budget. No new debt is planned for the upcoming FY13. 5 Year Total Budget FY08‐13 $600 $497 42 FY 13 FY12 FY11 FY10 FY09 FY08 Millions The FY13 Operating Budget for all funds is $79 $500 $405 $375 million and represents an 8% increase over the $400 $255 prior year budget of $73 million. This increase is $300 $213 $192 due primarily to personnel-related costs such as $200 health insurance, retirement contributions and $100 salary increases. As well as the rising cost of $0 contractual services and commodities that the city buys for operations. This is the second consecutive year of base budget increases, after several years of declining budgets. This is still well below the peak year of FY08 when the General Fund operating budget was over $90 million. Despite these relatively small increases, the City continues to seek out efficiencies where possible, such as organizational restructuring and consolidation, in order to maintain a balanced budget based on the prior year’s budget baseline. Further, the City’s budget is structurally in balance. It required no use of reserve funds to balance as on-going operating revenues were sufficient to cover on-going operating expenses. Total revenues for FY13 are estimated at $151 million. General Fund operating revenues are projected at $68 million, or 45% of the total revenues. User fees from Enterprise Funds such as, Water Resources, Wastewater and Sanitation account for another $29 million or 19% of the total revenue. A utility rate increase for Water and Wastewater services, combined with steady customer demand, are contributing to expected revenue increases over the prior year’s estimate of $25 million. Development impact fees are estimated at $5.7 million (including utilities) and will help to fund the Capital Improvement Plan’s growth related projects. Highway User Fund (HURF) revenue is budgeted at another $3.7 million, representing slightly more than 2.5% of the total anticipated revenue. Staffing Summary This year, City of Goodyear departments evaluated their organizational units to ensure we are meeting the needs of the community, while continuing to provide efficient services. Following Council priorities and objectives, and in an ongoing effort to align positions to their greatest effectiveness, the City has realigned several departments/divisions. They are as follows: Communications – This division previously reported to the Economic Development Department as Public Information Office. This division will now report directly to the City Manager to focus on all areas of communications, including the city’s website, social media, media relations and citizen communication. Intergovernmental Relations – Neighborhood Services, support for the Mayor and Council Office and Intergovernmental Relations and Grant Coordinating functions were consolidated into one division reporting directly to the City Manager. For FY13 six previously unfunded positions were funded and re-deployed to departments with a high demand for additional service. In addition, a Staff Assistant position from the Public Works department has been re-deployed to the City Attorney’s Office. Positions to be funded in the FY 13 budget include: 1. 2. 3. 4. 5. 6. Assistant to the Mayor Patrol Services Officer – re-deployed from an unfunded Utility Technician position in Public Works Patrol Services Officer - re-deployed from an unfunded Utility Technician position in Public Works Safety Specialist – re-deployed from an unfunded Facilities Foreman position in Public Works Communications Specialist – re-deployed from an unfunded Ballpark Foreman position Emergency Services Battalion Chief Since FY09 the total number of positions has decreased from 598 to 511. The total FTE count of 511 has not increased, however the number of fully funded positions has increased by 6, as listed above. The work duties of many employees have been shifted to provide continual service delivery in core areas. To ensure current positions were accurately categorized and classified, a city-wide job description review project was undertaken as part of the FY13 budget process. The Human Resources Department completed an in-house comprehensive review of all job descriptions and functions within the city to make sure they were in alignment with the new assignments in all areas. In total, 44 positions were reclassified or updated as a result of change in duties or assignments. 43 Department Summary FY 2013 OPERATING BUDGET Personnel Services Department Professional & Contract Services Materials & Supplies Total 1100-Mayor & Council $175,789 $71,050 $3,850 $250,689 1200-City Clerk $499,517 $225,851 $8,950 $734,318 1300-City Manager's Office $2,128,703 $323,437 $59,234 $2,511,374 1400-Legal Services $1,042,385 $256,870 $14,250 $1,313,505 1600-Finance $2,436,465 $218,339 $263,757 $2,918,561 1700-Information & Technology $1,460,955 $1,266,200 $91,100 $2,818,255 1800-Human Resources/Risk Mgt $1,059,917 $1,377,571 $15,068 $2,452,556 $0 $2,331,400 $28,000 $2,359,400 2100-Police $12,412,241 $1,909,402 $531,820 $14,853,463 2200-Fire & Emergency Services $10,897,708 $1,145,012 $367,782 $12,410,502 $781,489 $143,791 $15,902 $941,182 3200 & 3300- Development Services $2,630,037 $291,846 $24,685 $2,946,568 3400-Engineering $2,087,933 $87,950 $63,500 $2,239,383 4010-Public Works/Administration $549,420 $27,100 $11,400 $587,920 4200-Public Works/Building Services $541,404 $2,211,189 $46,900 $2,799,493 $1,306,668 $1,394,421 $114,650 $2,815,739 4400-Recreation & Aquatics $816,135 $457,438 $150,093 $1,423,666 3400-Engineering (HURF) $560,923 $1,349,861 $62,095 $1,972,879 4600-Engineering Streets (HURF) $851,999 $993,777 $71,500 $1,917,276 4900- Public Works/ Sanitation $743,070 $4,442,391 $60,300 $5,245,761 5100-Public Works/ Water $1,768,817 $2,157,366 $751,175 $4,677,358 5200- Public Works/ Wastewater $1,522,193 $1,105,453 $446,305 $3,073,951 4410- Parks/ Stadium $2,033,703 $1,229,540 $561,333 $3,824,576 $95,823 $0 $0 $95,823 $48,403,294 $25,017,255 $3,763,649 $77,184,198 63% 32% 5% 100.0% $585,473 $472,500 $924,967 $1,982,940 $48,988,767 $25,489,755 $4,688,616 $79,167,139 1900-Non Departmental 2300-Municipal Court 4300-Parks 2100 Police – Towing Impound Fund Total Percent Of Total Fleet Services (Internal Service Fund) Total (Schedule 1) 44 Highway User Revenue Fund (HURF) The HURF is primarily funded through gasoline and fuel taxes distributed from the State of Arizona. Total FY13 revenues are estimated at $3.7 million dollars, which is a 12% increase over prior year revenues of $3.2 million. Major expenditures include $1.2 million for street overlay improvements. Personnel costs are budgeted at $1.4 million, representing one of the largest expenditures of the operating budget. This division is responsible for street maintenance, striping and signage, signal and street light maintenance. In accordance with state law, this activity is also supported through a transfer from the General Fund to comply with the “maintenance of effort” statute. For FY13 the transfer amount is $200,000 allocated to operations and $800,000 attributed to the street overlay program. HURF Transfers in One‐Time 17% Transfers in Operating 4% State Shared 79% FY13 All Sources $4,819,514 HURF One‐Time Street Overlay 17% Contractual Svcs. 50% Personnel 30% Commodities Commodities 3% FY13 Expenditures $5,245,761 Sanitation Fund The City’s Sanitation Fund is operated as an enterprise fund and is self sustaining, with revenues generated covering all aspects of the fund’s activities. Projected revenue for FY13 is estimated at $6.1 million and mainly derived from customer user fees (with a small amount in interest). The City contracts with an outside vendor for residential contained trash pick up. Administration (including billing and collections) of the contracted services are provided by City Finance staff. The Sanitation Division does provide uncontained residential bulk trash pick up to residents. This service is included in the monthly residential fee. Sanitation Fund Personnel 14% FY13 Expenditures $4,690,155 45 Commodities Commoditi es 1% Contractual Services 85% Misc. 2% Sanitation Fund User Fees 98% FY13 Revenues $6,153,230 Primary expenditures for this fund are for the contract services paid to the outside vendor of $4.1 million. Additionally, personnel related costs are estimated at $743,070, or 14% of the total budget. Reduction in services levels have been proposed for FY13 reducing to one a month, with the anticipated savings to help offset the increased contract cost with the outside service provider of residential trash pick up. 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 FY13 are estimated at $12 million and are mainly from user fees (with very small amount in interest). A rate study was recently completed and a rate increase was implemented. FY13 will mark the last of the four year planned increases. Major expenditures in this fund include $1.7 million in personnel costs or 37% of the total budget (excluding debt service and capital expenses). Significant growth and increased system demands have prompted recent major capital infrastructure improvements, thereby increasing the debt burden. Water Fund Misc. 3% User Fees 92% Charges for Services 5% FY13 Water Revenue $12m Wastewater Fund The City’s Wastewater Fund is an enterprise fund. Total revenue estimated for FY13 is $10 million. 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 $1.48 million for personnel cost, or 49% of the budget. Contractual services, at $1.1 million or 35% of the total budget, is comprised mainly of expenditures relating to system infrastructure maintenance and utilities. The City’s wastewater operations will be updating their master plan to help ensure adequate system capability will be available now and in the future. WastewaterEffuent Fund Damage Reimb. 0.09% Misc 0.09% Sales 0.85% User Fees 98.96% FY13 Wastewater Revenue $10m 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. Estimated stadium revenues for FY13 total $1.5 million. Operating costs of the Stadium are supported through a transfer from the General Fund of approximately $2.2 million. In addition, the stadium receives funding (excise tax) for the PIC debt service payment of approximately $5 million. Major expenditures in this fund include $2 million in 46 Stadium Fund Transfer From General Fund 59% Non‐ Spring Training 11% Spring Training 30% FY13 Stadium Revenues $1.5m personnel related costs, representing 53% of the total budget. Contractual services are estimated at $1.2 million, including $250,000 set aside for major improvements. This would include significant operational cost for utilities and landscaping of the turf facility. Stadium Fund 15% Personnel 53% FY13 Stadium Expenses $3.8m 47 Comm Commodities Contractual Svcs. 26% Reserve Pmt 6% This page intentionally left blank. 48 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 innovation. FY12 Accomplishments    The cities of Avondale and Goodyear hosted a celebration to commemorate the state’s 100th birthday, the Tale of Two Cities Parade. The City renewed a 5 year Intergovernmental Agreement with the Maricopa County Library District to continue operating the high-performing Goodyear Branch Library through June 2017. Continued participation in local and regional organizations and task forces, including the Maricopa Association of Governments, Greater Phoenix Economic Council, Arizona Municipal Water Users Association, Luke Forward, and Valley Metro’s Regional Public Transportation Authority in order to ensure Goodyear’s position on matters of regional importance are considered. Participation in these groups has also resulted in receipt of State and Federal funding for public safety, transportation, and infrastructure needs. Mayor & Council FY13 Operating Budget $250,689 49 Strategic Goal(s)     Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Program Description Goodyear has a Council-Manager form of government. Our charter provides for six council members and a mayor - all elected at large on a non-partisan ballot. The Mayor and Council serve four-year terms. The Mayor has a two-term limit and Council a three-term limit. Council members serve staggered terms to ensure continuity. 2012-13 Goals    Enhance relationships with the business community to maximize partnerships. Develop relationships with various public and non-profit organizations to enhance services and programs. Enhance citizen communication and outreach to build a stronger sense of community. 2012-13 Objectives    Establish and maintain connections with local business community to maximize partnerships. Identify service initiatives that can benefit the community. Educate, inform and seek input on City services and programs. Program Expenditures Personnel Contractual Commodities Total 50 FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget $135,236 $334,205 $313,912 $313,912 $175,789 $33,275 $31,969 $53,339 $59,050 $71,050 $2,258 $8,838 $3,850 $3,560 $3,850 $376,522 $250,689 $170,769 $375,012 $371,101 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget Executive Assistant 1 1 Assistant to Council 1 1 1 u Personnel Summary Assistant to the Mayor *Positions moved to the City Manager’s Office of Intergovernmental Programs. *u = Unfunded FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target Number of schools participating in partnership related projects. 3 3 4 27 20 Number of Faith Community roundtables annually. 10 10 11 11 11 Number of groups participating in Faith Community Roundtables 15 14 23 23 25 Program Measures 51 City Clerk 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. FY12 Accomplishments  Created new procedures for Council appointed Boards, Commissions, and Committees resulting in a formally adopted process, which streamlined all tasks.  Implemented a "paperless agenda" by purchasing iPads for use by Mayor and Council, resulting in a more efficient and cost-effective process.  Converted all candidate election material to an electronic format, which is now available on a CD. This information was previously distributed in paper form, resulting in cost savings. City Clerk’s Office FY13 Operating Budget $734,318 52 City Clerk’s Office Strategic Goal(s)   Efficiency Partnerships Program Description The office of the City Clerk prepares, assembles, and distributes the Council agenda packet, in hard copy and electronically; fulfills public notice posting requirements; records all Council actions; prepares minutes of meetings; conducts all City elections; coordinates all functions of Council appointed boards, commissions and committees; processes all applications for special event applications and liquor licenses; accepts and processes all claims to the City; administers the oaths of office and loyalty oaths for all personnel; coordinates the publication of all legal notices; provides notary services to internal and external customers. 2012-13 Goals    Administer efficient support to Mayor and Council. Administer efficient support to Boards, Commissions and Committees. Streamline the Special Event Application Process. 2012-13 Objectives    Provide timely and accurate information and support to Boards, Commissions, and Committees so they have the resources needed to make decisions and comply with all Arizona Open Meeting Laws. Provide timely and accurate information and support to City Council so they have the resources needed to make decisions and comply with all Arizona Open Meeting Laws. Develop and implement a Special Event packet including all information and requirements of all city departments. Program Expenditures FY10 Actual FY11 Actual FY12 Budget Personnel $447,156 $442,750 $474,203 $474,203 $499,517 $47,154 $169,042 $79,951 $34,195 $225,851 $7,781 $5,173 $9,850 $7,500 $8,950 $502,091 $616,965 $564,004 $515,898 $734,318 Contractual Commodities Total 53 FY12 Estimate FY13 Budget FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget Administrative Assistant 1 1 1 1 1 City Clerk 1 1 1 1 1 Deputy City Clerk 1 1 1 1 1 Records Administrator 1 1 1 1 1 Records Analyst II 1 1 1 1 1 Staff Assistant 1 1 1 1 1 Personnel Summary FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target Percent of time agenda is posted to website within 24 hours of meeting n/a n/a 100% 100% 100% Percent of time minutes are available and approved as submitted n/a n/a 100% 100% 100% 100% 100% 100% 100% 100% 24 26 21 17 21 91% 100% 100% 100% 73 75 66 75 Program Measures Compliance with AZ Open Meeting Laws Turn-around time to process application within 21 days Applicant satisfaction survey returned at level good and above Number of applications processed 54 72 Record Management Strategic Goal(s)   Efficiency Goal Partnership Program Description The City Clerk is responsible for ongoing management of all records in the City, both paper and electronic, as prescribed by State Statutes and the City Charter; provides training to City staff on retention and disposal of records; remains knowledgeable of all changes in the law as relates to records management; conducts research and fulfills all records requests; processes all ordinances and resolutions; maintains the City Code book both in paper format and electronically; as historian of the City, identifies and protects permanent and historical records. 2012-13 Goals    Records Management of the Office of the City Clerk records. Records Management of Citywide records. To provide public records, requested both internally and externally according to State Statute. 2012-13 Objectives    55 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. 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. 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. FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target 7,000 7,500 18,582 5,934 5,000 Scan permanent records in City Clerk’s possession n/a n/a n/a 85% 100% Begin auditing permanent records in other departments n/a n/a n/a 30% 100% n/a n/a n/a 50% 100% n/a 50 55 56 55 57% 85% 60% 40% 85% 100% 100% 100% 100% 100% 100% 100% 100% 100% 80% 65% 65% 85% 84% 80% Program Measures Number of pages microfilmed Pull records meeting retention from completed summary reports, prepare State destruction reports and properly destroy Number of consulting requests received from other departments Percentage of departments attending training Percentage of requests processed by Records Division within 16 business hrs Percentage of ratings at good or above in customer satisfaction questionnaires Percentage of requests provided on electronic media 56 City Manager’s Office Mission Statement The City Manager’s Office provides 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 strategic goals. FY12 Accomplishments        Strategic Plan - A new council brought new priorities. The City Council conducted meetings last year and a Strategic Plan was created to capture and set goals for their key priority areas which included fiscal and resource management; economic vitality; sense of community; and quality of life. City Partnerships/Shared Services – The City partners with the City of Litchfield Park to provide Fire/EMS services to that community. Developed Balanced Budget - In efforts to combat the fiscal crisis brought on by the economic downturn, a number of successful budgetary strategies have been utilized including reorganization of departments, restructured debt, deferral of maintenance and capital projects, and managed to available resources. Reorganized to create efficiencies - Streamlined constituent services, responding quickly to emerging issues by integrating Mayor & Council support into the Intergovernmental Program Division. Brought the Communications Division under the City Manager’s Office to create efficienceis related to internal and external communications. Merged Economic Development and the Building/Life Safety Division into the new Development Services Department, which will allow all of the major development service functions of the City to be managed under one department. This realignment will improve internal communications, project prioritization and coordination, as wells as the sharing of resources, reduced costs, and increased operational efficiencies, and the streamlined service delivery supports our goal of creating a business friendly environment. Enhance relationships with business community – held Mayor and City Manager business round table to increase outreach to business community. City Manager’s Office FY13 Operating Budget $2,525,374 $14k grant match By Division Administrative Support Deputy City Manager $627,050 $650,894 Intergovernmental Programs Communications $558,596 $674,834 57 City Manager’s Office Strategic Goal(s)     Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Program Description 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, neighborhood services, communications, special project implementation, and strategic planning. 2012-13 Goals    Provide the City Council with timely and complete information and recommendations, enabling them to set policy and guide the City effectively. Finalize the update of the City’s Strategic Plan. Implement the International City/County Manager’s Association performance measures. 2012-13 Objectives  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. FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget Personnel $744,663 $672,556 $647,544 $647,554 $406,821 Contractual $226,384 $247,310 $230,282 $230,004 $213,029 $10,095 $11,736 $7,000 $7,200 $7,200 $981,142 $931,602 $884,826 $884,758 $627,050 Program Expenditures Commodities Total 58 Personnel Summary City Manager FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget 1 1 1 1 1 1 1 1 1 Assistant to the City Manager Management Assistant 1 1 Executive Assistant 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Executive Management Assistant Intergovernmental Program Manager Intergovernmental Program and Grants Coordinator Staff Assistant Community Advocate Program Measures Conduct minimum of 3 work sessions with City Council to obtain input on budget recommendations 59 1 1 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target 8 10 8 Intergovernmental Programs Strategic Goal(s)     Financial and Resource Management Economic Vitality Sense of Community Quality of Life Program Description Intergovernmental Programs tracks the laws being passed by state and federal legislators to ensure these laws are beneficial to the City and its citizens. Serving as the liaison to Luke Air Force Base, the League of Cities and Towns and Maricopa Association of Governments is a primary role of this office. Neighborhood Services works to maintain and enhance the community through the strengthening of neighborhoods, communication, and implementing community programs. This Division also provides support to the Mayor and Council office, including constituent services. 2012-13 Goals  Track and monitor legislation to ensure benefit to community  Seek to develop a community more interconnected with City government and between neighborhoods Provide timely resolution to citizen inquires  Develop strategies to increase the City’s revenue streams  Support & nurture Goodyear’s neighborhoods  Enhance overall Mayor & Council office operations  2012-13 Objectives        Coordinate constituent and neighborhood services with Mayor and Council efforts Establish procedures strengthening ties to legislative and neighborhood issues Identify and support potential new revenue opportunities Engage traditional neighborhoods & HOAs Provide education to HOAs Provide timely resolution to requests for service Engage resident participation in government Program Expenditures Personnel Contractual FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget $240,727 $651,309 $20 $14,025 Commodities Total $9,500 $240,747 *This function previously existed in the Mayor & Council Office. 60 $674,834 Personnel Summary FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget Intergovernmental Program Manager Intergovernmental Program & Grant Coordinator 1 1 Neighborhood Services Manager 1 Staff Assistant 1 Executive Assistant 1 1 Assistant to the Mayor 1 1 Assistant to the Council 1 1 Program Measures FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target Apply for and receive $2 million +/- in new grants Number of community mtgs. facilitated or attended $2 mil Hold 4 HOA seminars per year Number of Volunteer hours $2mil 92 90 80 80 4 4 4 4 1,857 2,000 2,000 2,200 One business day response rate for all citizen issues addressed to Mayor and Council. 100% 100% 100% 100% 100% Acknowledge 100% of citizen inquiries and requests for information within 24-hours of receipt. 100% 100% 100% 100% 100% 2 2 2 2 2 Conduct quarterly meetings with department stakeholders to review average number of days open by case type and identify ways to improve process/compliance time 61 Deputy City Manager’s Office Strategic Goal(s)     Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Program Description There are two Deputy City Managers who each oversee the work of several departments, inform the City Manager regarding program needs, and administer the preparation and presentation of programs for approval by the City Manager and City Council. 2012-13 Goals    Evaluate the organizational structure to ensure the most effective delivery of services. Ensure implementation and ongoing monitoring of departmental performance measures, including accountability actions. 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. 2012-13 Objectives   Review department effectiveness and efficiency with Directors to ensure a more effective department organizational structure is in place, develop strategy for any modifications necessary. For each agreement contemplated, conduct a due diligence analysis to include return on investment, economic impact, and financial surety for commitments. FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget $706,767 $678,175 $674,257 $686,271 $630,438 Contractual $8,704 $9,905 $10,821 $15,206 $14,956 Commodities $4,946 $2,930 $3,450 $ 5,250 $5,500 $720,417 $691,010 $688,528 $706,727 $650,894 Program Expenditures Personnel Total 62 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget Deputy City Manager 2 2 2 2 2 Executive Management Assistant 2 2 2 2 2 Executive Assistant 1 1 1 1 1 CIP Program Administrator 1 1 Management Analyst/Strategic Planning Coordinator 1 Personnel Summary FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target Number of Departmental reviews conducted 1 4 1 Quarterly review of departmental performance measures 4 3 4 Conduct regular meetings with City Manager to provide status of special projects, related business points and recommended resolution 30 25 30 Program Measures 63 Communications Office Strategic Goal(s)   Economic Vitality Sense of Community Program Description The Communications Division plans and directs citywide communications and marketing. This is accomplished through media relations, public outreach campaigns, audio-visual/video productions, and publication production; such as the "InFocus" newsletter along with various brochures and flyers. We provide a user friendly website with over 2,000 pages of information for residents, out-of-town visitors, and employees. Communications also acts as the City media spokesperson, oversees the market research function, and develops and oversees various marketing events for the City and its facilities. 2012-13 Goals    Expand website that delivers valuable and interesting information to keep visitors returning and to attract new visitors. Improve value of positive news coverage of City programs, services and issues. Ensure excellent and timely quality of City’s marketing outreach to its target markets. 2012-13 Objectives    Deliver electronic information that is easy and efficient to navigate in a short timeframe with interactive capabilities. Successfully manage news inquiries and news outreach. Support departments citywide with their graphics, photography and collateral material communication needs. Program Expenditures FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget Personnel $413,180 $440,135 Contractual $116,659 $81,427 $35,037 $37,034 $564,876 $558,596 Commodities Total 64 Personnel Summary FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget Communications Manager 1 1 Public Information Officer 1 Web Master 1 1 Graphics Designer 1 1 Audio Visual Specialist 1 Staff Assistant 1 Program Measures # of new visitors # of pages viewed FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target 375,000 371,419 402,505 400k 2,104,533 2,500,000 2,140,764 2.2m 375 1,000 # of social media followers Total value of positive news $2,458,598 $375,000 # of stories pitched/news releases 366 300 664 800 # of incoming news inquiries managed 557 750 1,279 1,500 # of marketing graphic projects 246 250 255 275 # of newsletter pages written, designed and produced for residents and employees 176 152 152 152 65 $4m 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. FY12 Accomplishments    Successfully negotiated full settlement in significant lawsuits that were pending against the city. Assisted Economic Development with negotiations in several Economic Development projects. Significantly revamped Police Department Policy AP 115 – Discipline, and provided training to all sworn and unsworn employees on same in addition to writing policy and providing training on both the new policy and the law governing Medical Marijuana. Legal Services FY13 Operating Budget $1,313,505 By Division 66 City Attorney Civil Division City Prosecutor Criminal Division $866,007 $447,498 City Attorney Office – Civil Division Strategic Goal(s)   Human Resources Goal Partnerships Program Description 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. 2012-13 Goals    Communicate effectively as a Division and Department. Provide timely customer service. Support personal and professional development. 2012-13 Objectives    67 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. 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. 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 FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget Personnel $539,842 $534,250 $547,646 $547,646 $626,632 Contractual $195,598 $199,681 $355,325 $276,690 $233,325 $6,253 $4,755 $6,050 $5,850 $6,050 $741,693 $738,686 $909,021 $830,186 $866,007 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget City Attorney 1 1 1 1 1 Assistant City Attorney 2 2 2 2 2 Legal Assistant Coordinator 1 1 1 1 1 Program Expenditures Commodities Total Personnel Summary Staff Assistant 1 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target n/a 100% 90% 100% 100% External department survey of customer service 100% 100% 90% 100% 100% Attorneys obtain CLEs for licensing 100% 100% 100% 100% 100% All staff attend mandatory city training 100% 100% 100% 100% 100% Program Measures Attendance at quarterly staff meetings 68 City Prosecutor Office- Criminal Division Strategic Goal(s)  Efficiency Goal  Partnerships Program Description 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. 2012-13 Goals    Communicate effectively as a Division and Department. Provide timely customer service. Support personal and professional development. 2012-13 Objectives    69 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. 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. 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. Program Expenditures Personnel Contractual Commodities Total FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget $318,796 $391,941 $397,753 $397,753 $415,753 $60,012 $12,459 $23,545 $17,020 $23,545 $5,868 $6,223 $8,200 $7,925 $8,200 * $384,676 $410,623 $429,498 $422,698 $447,498 *Previously in Division 2410 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget City Prosecutor 1 1 1 1 1 Assistant City Prosecutor 2 1 1 1 1 Legal Assistant 1 1 1 1 1 Staff Assistant 1 1 1 1 1 Personnel Summary FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target Attendance at quarterly staff meetings 100% 100% 90% 100% 100% External department survey of customer service 100% 100% 90% 100% 100% Attorneys obtain CLEs for licensing 100% 100% 100% 100% 100% All staff attend mandatory city training 100% 100% 100% 100% 100% Program Measures 70 Finance Department Mission Statement The City of Goodyear Finance Department will provide outstanding customer service through timely, efficient, and relevant financial and administrative services. The Finance Department provides timely and accurate financial services for City departments, citizens, and area businesses. Maintains the city's financial records, prepares the annual budget 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 sales tax and is responsible for the front desk operation of City Hall. FY12 Accomplishments    Refinanced portions of the City’s Public Improvement Corporation (PIC) bond and General Obligation (GO) bond debt, saving the City approximately $1.8 million. Began self-managing a portion of the City’s investment portfolio with the guidance of an investment advisor, investing funds outside of the State’s Local Government Investment Pool (LGIP). Yields on the self-managed portfolio are almost three times the yields on the more liquid LGIP investment, resulting in approximately $100,000 additional interest income for the first nine months of FY11-12. Received a number of distinguished financial awards, including the Government Finance Officers Association (GFOA) Certificate of Achievement for Excellence in Financial Reporting (CAFR), the GFOA Distinguished Budget Presentation Award, and recognized by the Universal Public Purchasing Certification Council for being a fully certified agency. Finance Department FY13 Operating Budget $2,918,561 By Division 71 General Accounting Special Districts & Taxation $967,453 $294,992 Budget & Research Utility Billing $522,024 $755,261 Procurement Office Mail Services $290,093 $88,738 Administration & General Accounting Strategic Goal(s)   Fiscal and Resource Management Economic Vitality Program Description 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. 2012-13 Goals    To prepare and provide accurate and timely financial data. To provide outstanding customer service to external customers. To provide outstanding customer service to employees. 2012-13 Objectives  Internal controls and financial information available to City management and departments to manage their business and meet their financial reporting needs.  Process accounts payable activities in a timely fashion.  Provide timely payroll for city employees, and provide timely accounts payable services for internal customers. FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget Personnel $717,379 $797,615 $840,420 $840,020 $770,103 Contractual $126,445 $115,165 $138,350 $153,863 $138,350 Commodities $ 22,124 $21,775 $59,000 $43,908 $59,000 Total $865,948 $934,555 $1,037,770 $1,037,791 $967,453 Program Expenditures 72 Personnel Summary FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget Finance Director 1 1 1 1 1 Controller 1 1 1 1 1 Administrative Assistant 1 1 1 1 1 Senior Accountant 1 1 1 1 1 Senior Account Clerk 2 2 2 2 2 Account Clerk II 1 1 Account Specialist 1 1 1 1 1 Management Assistant 1 1 1 1 Administrative Services Supervisor 1 Account Clerk 1 1 Sales Tax Auditor 1 1 73 1 Program Measures FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target Close the general ledger within 5 days of months end 92% 100% 100% 100% 100% Present audited annual financial statements as required by City Charter to City Council December 31 December 31 December 31 December 31 December 31 Receive Comprehensive Annual Financial Report (CAFR) award Receive Award Receive Award Receive Award Receive Award Receive Award Process payments according to terms set by vendors 95% 100% 96% 100% 100% Maximize discount opportunities through vendor payment options 90% 100% 95% 85% 100% Increase electronic processing of payments - 30% 25% 44% 50% Process 26 payrolls annually on time 100% 100% 100% 100% 100% 5 5 5 5 5 Average number of calendar days for A/P to review, approve, and pay invoices for departments 74 Special Districts and Taxation Strategic Goal(s)    Fiscal and Resource Management Economic Vitality Quality of Life Program Description Community Facilities Districts (CFDs) are special purpose, tax levying public improvement districts of the State of Arizona. CFDs are a mechanism whereby 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. 2012-13 Goals   Provide monthly revenue, expenditure, and balance sheet reports to the District Treasurer/Finance Director. Ensure special assessment billings, due date notice publications, and collections are accomplished in accordance with applicable state statutes. 2012-13 Objectives   Revenue, expenditure, and balance sheet reports will be provided within 2 days after the monthend general ledger closing. Notices, billings, and delinquencies are processed within their respective timelines. Program Expenditures Personnel Contractual Commodities Total 75 FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget $176,470 $171,510 $1,360 $182,847 $185,914 $292,555 $ 100 $ 2,330 $2,330 $ 107 $107 $294,992 $100 $177,930 $171,510 $182,947 $188,351 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget CFD Administrator 1 1 1 1 1 CFD Specialist 1 1 1 1 1 1 1 Personnel Summary Sales Tax Auditor Program Measures Balance sheet reports provided on time Percentage of times each year notices, billings, and delinquencies are processed on time Percentage of accounts delinquent at due date (December 1 and June 1) Percentage of accounts delinquent after due date and by December 20th and June 20th 76 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target 100% 100% 100% 100% 100% 100% 100% 100% 19.6% 35% 17% 35% 9.8% 15% 10% 15% 100% 100% 39.6% 18.9% Budget Research Office Strategic Goal(s)   Fiscal and Resource Management Economic Vitality Program Description 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. 2012-13 Goals    Produce, prepare and submit the annual budget document in accordance with state statutes and GFOA standards Continually monitor ongoing financial activities of City Departments throughout the fiscal year. Manage the development of the City’s 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. 2012-13 Objectives  Receive the Certificate of Excellence Distinguished Budget Presentation from GFOA (budget award).  Ensure Departments do not exceed budgeted appropriations by the end of the fiscal year.  Efficiently plan all capital projects according to funding constraints and support timely delivery of projects through effective planning and decision support. FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget $640,086 $548,593 $561,886 $561,886 $507,574 Contractual $20,011 $11,863 $9,850 $14,380 $9,850 Commodities $ 3,207 $2,301 $4,600 $3,300 $4,600 $663,304 $ 562,757 $576,336 $579,556 $522,024 Program Expenditures Personnel Total 77 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget Budget & Research Manager 1 1 1 1 1 Budget & Financial Planning Analyst 1 1 1 1 1 Budget & Research Analyst 1 1 1 1 1 Business Registration Coordinator 1 1 1 Budget Analyst 1 u Personnel Summary CIP Administrator 1 1 1 1 1 1 1 1 1 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target 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 No No Yes Yes Yes Receive GFOA Budget award Yes Yes Yes Yes Yes 100% 100% 100% 100% 100% 14% 5% 5% 4.50% 5% 88% 100% 100% 100% 100% 100% 100% 83% 100% 100% 250 235 150 92 90 Yes Yes Yes Yes Yes 100% 92% 96% 100% Staff Assistant Program Measures Monitor budget expenditures and meet with departments quarterly Projected Revenue estimates are within 5% of the actual revenues Ensure compliance with City's Financial Policies (% met) Prepare and distribute financial reports by the 4th week of the following month Reduce # of budget adjustments by 5% 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 78 Customer Service Strategic Goal(s)     Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Program Description The Customer Service Division provides billing of the City’s water, wastewater, and sanitation services for residents utilizing a call center environment, servicing accounts and processing all utility payments from both call-in and walk-in customers. The Customer Service Division is also responsible for the front desk operations of City Hall. 2012-13 Goals  Provide professional, efficient, and responsive service to all customers.  Process all financial transactions accurately and promptly.  Improve administrative efficiencies. 2012-13 Objectives  Provide prompt customer service by answering customer questions and concerns by phone, in person, and in writing.  Ensure timely and accurate processing of payments and depositing of revenues.  Encourage the use of online bill pay. Program Expenditures Personnel Contractual Commodities Total 79 FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget $506,239 $482,629 $514,518 $514,518 $533,161 $23,118 $23,097 $35,800 $22,258 $29,100 $5,216 $168,766 $186,300 $184,797 $193,000 $534,573 $674,492 $736,618 $721,573 $755,261 Personnel Summary Customer Service Supervisor Customer Service Representative I Customer Service Representative II FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget 1 1 1 1 1 4 3 /1-u 3 3 3 1 1 1 Senior Account Clerk 1 1 1 1 1 Utility Billing Specialist 1 1 1 1 1 2 1 1 1 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target 100% 100% 100% 100% 100% 244,100 268,434 270,000 241,349 275,000 # of utility applications processed annually 3,800 3,912 4,275 4,339 4,225 # of delinquent letters sent annually 58,500 27,776 28,000 17,822 21,000 Customer Service Advocate Program Measures Respond to customer inquiries within 2 business days # of utility bills processed annually 80 Procurement Strategic Goal(s)   Fiscal and Resource Management Economic Vitality Program Description 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. 2012-13 Goals    Provide outstanding customer service both internally and externally. Maintain a 100% fully certified purchasing department. Provide guidance and advice to departments, vendors, and other entities regarding procurement practices and policies. 2012-13 Objectives    Process formal and informal solicitations timely; process requisitions timely Receive the NIGP Sterling Award of Excellence in Achievement. Develop and distribute an Office of Procurement satisfaction survey geared toward a specific solicitation. FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget $246,876 $241,150 $266,708 $266,708 $278,718 Contractual $3,065 $2,560 $7,075 $4,020 $7,075 Commodities $4,217 $3,142 $4,300 $3,040 $4,300 $254,158 $246,852 $278,083 $273,768 $290,093 Program Expenditures Personnel Total 81 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget Procurement Manager 1 1 1 1 1 Procurement Specialist 2 2 2 2 2 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target - 90% 27,776 17,822 21,000 - 5% 5% 0% 5% - 10% 10% 0% 10% Yes Yes Yes Yes Yes Response rate on formal solicitation survey - 100% 100% 0% 100% Response on informal solicitation survey - 30% 30% 0% 30% Personnel Summary Program Measures Process within 1 business day of receiving the “Ready For Buyer” requisitions over $5,000 Perform 5% of formal solicitations, and vendor responses on line utilizing ePro Perform 10% of informal solicitations, and vendor responses online utilizing ePro Apply for and receive NIGP Sterling Award 82 Mail Room Strategic Goal(s)   Fiscal and Resource Management Economic Vitality Program Description Processes and distributes incoming and outgoing mail, makes copies of paperwork as requested by City departments, and provides assistance as needed. 2012-13 Goals  Provide centralized and decentralized print, copy, bindery, and mail services to support City departments. 2012-13 Objectives  Provide effective and timely copy center and mail processing services. Program Expenditures FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget Personnel $52,299 $51,082 $51,697 $51,697 $54,354 Contractual $22,080 $15,249 $31,634 $14,825 $31,634 $821 $1,585 $2,750 $3,481 $2,750 $75,200 $67,916 $86,081 $70,003 $88,738 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget Mail & Copy Clerk 1 1 1 1 1 Sr. Mail & Copy Clerk 1 u Commodities Total Personnel Summary 83 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target % of copy requests processed on the same day as requested 97% 95% 60% 95% 95% # of pieces of mail processed annually 75,000 75,000 74,972 75,000 75,000 Program Measures 84 Information Technology Department Mission Statement Provide reliable technology to meet the business needs of the City supported by quality customer service, now and into the future. FY12 Accomplishments    Completed ITS primary data center remodel; implemented data center quality air handler, high capacity uninterruptable power supply, raised flooring, relocated all equipment into new space over one weekend thereby eliminating a service outage Designed and implemented paperless agendas for Mayor, Council, City Manager, Legal and Clerk’s staff Implemented formal governance for technology services; completed and published ITS Service Level Agreement, ITS Administrative Guidelines and Standard Operating Procedures Information Technology FY13 Operating Budget $2,818,255 By Division Administration $1,248,857 Application Development & Support $681,470 85 Technical Support & Service $887,928 Administration Strategic Goal(s)    Human Resources Goal Efficiency Goal Partnerships Goal Program Description The Administrative Division provides Technology Project Management and Network Security to the enterprise. Oversee operations of all three Information Technology Services Divisions. The Division also monitors adherence to technology standards and best practices. 2012-13 Goals     Improve organizational communication. Improve network security. Ensure/sustain compliance. Ensure hardware and software sustainability through a periodic technology refresh program. 2012-13 Objectives     Improve frequency and quality of advance communications as it pertains to technology improvements and outages. Reduce number of workstation vulnerabilities. Meet or exceed security criteria established by business partners, financial institutions, and/or authoritative governing agencies. Create, maintain and audit cyclical technology schedule(s). FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget Personnel $439,351 $316,676 $328,934 $328,934 $342,757 Contractual $637,953 $691,337 $902,000 $867,750 $902,000 $5,938 $2,481 $5,600 $4,100 $4,100 $1,083,242 $1,010,494 $1,236,534 $1,200,784 $1,248,857 Program Expenditures Commodities Total 86 Personnel Summary Director of Information and Technology Services Administrative Assistant ITS Security Manager Application & Business Manager Sr. Project Manager Program Measures FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target Percentage of advance notification for all technology improvements and outages Percentage of planned outages completed within prescribed window(s) Percentage of workstation security pattern updates annually 90% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% Percentage of vulnerabilities detected and resolved annually 100% 100% 70% 100% 52% 60% 100% 100% 20% 20% 20% 20% Percentage of server, system, and device configurations that meet Arizona DPS, FBI/CJIST, and PCI security compliance standards Percentage of technology replacements completed annually 87 Technical Support & Services Strategic Goal(s)   Efficiency Goal Growth & Infrastructure Goal Program Description The Technical Services Division provides telephony, desktop, and infrastructure support. Manages enterprise systems including e-mail and data backups. 2012-13 Goals    Improve data center operational availability. Improve responsiveness. Improve network and system availability and sustainability. 2012-13 Objectives    Provide a secured environmentally stable facility with reliable power to support all technology systems. Increase percentage of help desk calls resolved within one business day. Coordinate and track change control activities for planned down time. FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget Personnel $743,348 $376,489 $413,996 $413,996 $452,028 Contractual $235,301 $337,421 $351,400 $278,400 $351,400 $10,101 $20,514 $84,500 $84,500 $84,500 $988,750 $734,424 $849,896 $776,896 $887,928 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget Technical Services Manager 1 1 2 1 1 IT Technician I 4 2 2 2 2 System Administrator 2 1 2 2 2 Program Expenditures Commodities Total Personnel Summary 1 Sr. System Administrator Lead IT Specialist 88 1 Program Measures Percentage of automated preemptive notification of environmental failures Percentage of data center up time Percentage of calls resolved at first contact (direct call to help desk) Percentage of help desk calls closed within one business day. Industry standard measures are 65% Percentage of uptime availability of primary systems; hardware and base operating system functionality Percentage of data backups completed and verified daily 89 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target 50% 65% 65% 65% 90% 90% 99.9% 99.9% 80% 80% 80% 80% 53% 50% 65% 65% 90% 80% 99.9% 99.9% 90% 100% 100% 100% Application and Development & Support Strategic Goal(s)   Efficiency Goal Growth & Infrastructure Goal Program Description 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. 2012-13 Goals    Improve usability. Improve application implementation and integration procedures. Provide project management oversight for all technology projects. 2012-13 Objectives    Perform thorough needs analysis and develop comprehensive requirements definition during the planning stage of each application development project. Adhere to adopted project management methodology. Execute projects according to established schedule, budget, and scope. Program Expenditures Personnel Contractual FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget $425,565 $569,520 $630,631 $630,631 $666,170 $9,466 $11,916 $12,800 $12,800 $12,800 $0 $83 $2,500 $2,500 $2,500 $435,031 $581,519 $645,931 $645,931 $681,470 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget 4 3 3 2 2 1 1 3 3 Commodities Total Personnel Summary Application & Business Analyst Application & Business Manager Application Developer 90 u 1 1 1 Human Resources Department Mission Statement The Human Resources Department will facilitate the delivery of the finest City services to the citizens of Goodyear by providing organizational leadership and quality, impartial human resource services that exceed the expectations of our most valuable asset - Our EMPLOYEES. FY12 Accomplishments  With the implementation of a new safety program in September of 2011, the City’s total accidents are down 15%; OSHA recordable accidents are down 22%; and loss time accidents are down 98%.  The Adopt a Street Program was implemented in 2011. So far eight streets have been adopted.  We’ve passed the $1.6 million of savings to the City since the volunteer program was started in 2007.  Since July 1st of 2011 we have had over 22,000 hours of service at a savings to the City of over $471,000.  All employees were required to attend customer service training. Ninety percent of citizens reported being treated courteously by employees in the Citizen’s Satisfaction Survey. This is up 5% over the prior year’s survey results. Human Resources Department FY13 Operating Budget $2,452,556 By Division Administration $916,047 Employee Development $158,493 91 Risk Management $1,378,016 Human Resources Division Strategic Goal(s)     Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Program Description The Human Resources Department provides or facilitates: fair and impartial employment services; legislative compliance; counseling and employee problem facilitation; personnel policy development, guidance and administration; pay for performance administration, and management of the compensation and classification program. The Department also coordinates the volunteer program; maintains the master employee records; reporting and analysis of applicant and employee information; updates and maintains records in the payroll/personnel system; manages benefits, and provides recruitment services. 2012-13 Goals  Maintain a compensation plan that will attract, motivate, and retain an outstanding and committed workforce to effectively carry out the objectives of the City.  Maintain personnel files for the purpose of retaining accurate personnel information as it pertains to employee wages, performance management, professional growth etc.  Maintain a viable cost effective volunteer program that provides assistance to the various departments and City sponsored events.  Provide a responsive recruitment service for the City. 2012-13 Objectives       Conduct annual salary survey to monitor our competitive market position. 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 Council. Conduct classification reviews as requested by the departments. The benefits of the volunteer program should outweigh the costs of the program. Ensure the volunteer needs of the departments are being met. Open positions promptly to facilitate a speedy recruitment process. FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget $642,877 $598,940 $606,171 $606,171 $707,249 Contractual $21,149 $39,616 $42,908 $50,982 $193,730 Commodities $13,217 $5,205 $21,890 $11,800 $15,068 $677,243 $643,761 $ 670,969 $668,953 $916,047 Program Expenditures Personnel Total 92 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget Human Resources Director 1 1 1 1 1 Human Resources Manager 1 1 1 1 1 Personnel Summary Comp & Classification Administrator Human Resources Analyst 1 1 1 1 1 Human Resources Business Partner 2 Human Resources Specialist 3 Administrative Assistant 1 Volunteer Coordinator 2 2 2 1 1 1 1 1 1 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target Maintain a competitive market position 97.1% 101% 98.5% 101% 101% Distribute the annual market survey no later than the end of the calendar year 100% 100% 100% 100% 100% Provide analysis of survey data to City Management no later than February 15 of each year 100% 100% 100% 100% 100% Complete classification reviews within Policy Guideline requirement of 90 days of receipt 100% 100% 100% 100% 100% Conduct an annual meeting with the departments to ensure their volunteer needs are being met. 100% 100% 100% 100% 100% Post all positions within 48 hours of receipt of the requisition 100% 100% 100% 100% 100% Program Measures 93 Risk Management Strategic Goal(s)    Fiscal and Resource Management Economic Vitality Quality of Life Program Description 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. 2012-13 Goals  Maintain market competitive benefits that will attract, motivate, and retain an outstanding and committed workforce to effectively carry out the objectives of the City.  Provide a cost effective alternative for our health care.  Maintain compliance with OSHA and Commercials Drivers License (CDL) mandated programs. 2012-13 Objectives  Provide benefits that meet the priorities of the employees.  Monitor market competitiveness of our benefit package.    The City clinic should be cost effective. Maintain database that allows us to track OSHA and CDL required training compliance. Maintain CDL files and complete required drug screens monthly. FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget Personnel $402,838 $200,075 $201,468 $264,711 $240,175 Contractual $816,251 $978,920 $1,137,380 $1,094,817 $1,137,841 $26 $39 $550 $1,219,115 $1,179,034 $ 1,339,398 $1,359,528 $1,378,016 Program Expenditures Commodities Total 94 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget Risk Management Administrator 1 1 1 1 1 Safety Compliance Coordinator 1 1 1 Benefits Specialist 1 Personnel Summary 1 HR Specialist 1 1 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 90% 95% n/a 95% 95% Conduct required CDL training on an annual basis 100% 100% 100% 100% 100% Complete required CDL drug screens monthly 100% 100% 100% 100% 100% Program Measures Conduct an annual benefit survey of our benchmark cities and provide the results to City Management no later than February 15 of each year Conduct an annual review of the cost vs. the benefit of the Clinic and present to City Management no later than January 15 of each year 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. Monitor Blood Borne Pathogen training to achieve and maintain compliance for each employee during a 12 month time frame 95 Employee Development Division Strategic Goal(s)    Fiscal and Resource Management Sense of Community Quality of Life Program Description The Employee Development Division provides learning opportunities that attract, retain, develop and motivate employees to give their best performance in support of City of Goodyear goals. 2012-13 Goals   Improve employee performance. Earn and maintain the support of internal customers. 2012-13 Objectives     Offer learning initiatives and tools that effectively and efficiently develop employees to give their best performance in support of Goodyear's goals and culture. Establish communication channels with supervisors, managers, directors, deputy city managers, city manager and council to support and enhance the goals of the Employee Development Division. Monitor employee compliance with annual and OSHA-mandated training requirements. Present customer service-related learning opportunites to staff. Program Expenditures FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget Personnel $23,140 $94,898 $94,898 $112,493 Contractual $10,356 $10,000 $14,500 $46,000 $104,898 $109,398 $158,493 Commodities Total 96 $60 $33,556 Personnel Summary Human Resources Organizational Strategy Manager FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget 1 1 1 1 1 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target Learning effectiveness (test scores) positive increase between pre and post test score - 25% 50% 50% Percentage of learning activities relating to at least one of the Goodyear core competencies - 100% 100% 100% Number of employees trained - 100% 100% 100% Employee survey data on management support: number of employee responses indicating they have support from their management to attend learning opportunities - 90% 100% 100% Learning opportunity evaluation survey data on participant satisfaction: number of participants that would recommend the training to someone else. - 100% 92% 100% Number of employees completing annual requirements of Ethics, Harassment Prevention, Bloodborne Pathogens and Customer Service - 95% 98% 100% Citizen satisfaction survey data: number of citizens who rate employees as good or above on "courteousness" - 95% 90% 95% Program Measures 97 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target Reduce number of change requests due to incomplete product scope 10% 10% 10% 10% Percentage of projects managed according to the adopted project management methodology 10% 10% 10% 10% Percentage of projects completed on time and within established budget 100% 100% 100% 100% Percentage of projects completed as defined within scope of work 100% 100% 100% 100% Program Measures 98 Police Department Mission Statement In partnership with the community, we contribute to the quality of life through diligent patrol, community oriented policing, and enforcement of law to maintain the peace and protect the rights of those we serve. FY12 Accomplishments    Opened New Property and Evidence Facility Worked in conjunction with Manager’s Office for successful recruitment of Chief of Police Reorganization of Department for efficiencies and enhanced focus on community policing Police Department FY13 Operating Budget $14,853,463 By Division Administration Community Services $3,275,150 $743,576 Telecommunications Investigations $1,872,984 $1,944,277 Field Operations Specialized Patrol $5,480,187 $1,537,289 Tow Administration $95,823 **Special Revenue Fund (not included in total) 99 Administration Strategic Goal(s)     Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Program Description The Administration Division of the Police Department accounts for the Office of the Chief and Support Services functions. The Office of the Chief leads the department in policy direction, professional standards, special projects, and hiring and recruitment functions. Support Services is responsible for budget and planning, grant writing, administrative services, and records management. Administration also represents portions of the Police Budget that are centrally administered for efficient operations, such as fleet, supplies, and contract costs. 2012-13 Goals  Provide internal services that sustain a quality work force and the effective management of police operations and investigations. 2012-13 Objectives  Provide police services in a lawful, safe, effective and efficient manner. Utilize active and on-going case management to monitor, evaluate, and prioritize cases. FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget Personnel $9,801,578 $9,793,156 $9,622,117 $1,172,110 $1,512,198 Contractual $1,118,861 $1,379,776 $1,196,003 $ 1,289,752 $1,364,252 $393,169 $435,966 $424,200 $469,700 $398,700 $11,313,608 $11,608,898 $11,242,320 $ 2,931,562 $3,275,150 Program Expenditures Commodities Total 100 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget Chief of Police 1 1 1 1 1 Administrative Assistant 2 2 3 3 3 Management Analyst 1 1 1 1 Personnel Summary Administrative Services Manager Support Services Manager 1 Police Records Specialist 1 1 2 1 Investigations Specialist 1 1 1 Forensic Specialist 1 1 1 Assistant to the Chief of Police 1 1 1 1 Crime Intelligence Analyst 1 1 1 1 1 Police Records Clerk II 1 1 1 1 Assistant Police Chief 1 1 Police Commander 1 1 2 Police Lieutenant 5 5 5 1 Police Sergeant 13 13 12 1 9 9 9 1 65 67 66 1 1 u 1 u Police Detective Police Officer Alarm Coordinator Crisis Services Coordinator 101 2 1 Program Measures Perform proactive audits of police operations Purge all property within 30 days of disposition 102 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target 1/Fiscal Year 2/Fiscal Year 2/Fiscal Year 2/Fiscal Year 2/Fiscal Year 100% 100% Towing Administration Strategic Goal(s)   Fiscal and Resource Management Quality of Life Program Description The purpose of the Towing Administration Division is to administer police programs in support of state statute 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. 2012-13 Goals   Support and administer the Towing Administration Program as defined by A.R.S. §28-3511. Enforce the provisions of A.R.S. §28-3511. 2012-13 Objectives   Conduct hearings as defined by statute, providing for the effective enforcement of A.R.S. §28-3511. Enforcement of suspended, cancelled, or revoked privilege to drive traffic laws as well as enforcement of ignition device restrictions. Program Expenditures FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget Personnel $74,761 $88,116 $61,280 $ 92,654 Contractual $ 43,319 $66,033 $60,750 $ 63,625 Commodities $ 23,646 $29,037 $27,650 $ 24,250 $ 141,726 $183,186 $149,680 $180,529 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget 1 1 1 1 1 Total Personnel Summary Towing Administrator 103 $95,823 $95,823 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target Number of customers serviced with towing hearings 2,100 2,250 970 989 950 Effective enforcement of §283511 as determined by the percentage of tows deemed invalid >2% 0% 0% 0% 0% 4 7 6 2 4 Program Measures Number of public education strategies implemented 104 Field Operations Strategic Goal(s)     Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Program Description Field Operations encompasses police patrol and specialty units such as the School Resource Officers and Special Assignments Unit. 2012-13 Goals   Provide emergency services to citizens and visitors in order to maximize the protection of life and property. Maintain a visible police presence to serve as a deterrent to potential crime and contribute to a safe community. 2012-13 Objectives   Prompt and effective response to calls for service. Effectively manage patrol operations to maximize directed patrol time and provide enhanced crime prevention. Program Expenditures FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget Personnel $- $- $- $7,024,088 $5,450,687 Contractual $- $- $- $18,000 $15,500 Commodities $- $- $- $57,750 $14,000 Total $- $- $- $7,099,838 $5,480,187 Personnel Summary Police Evidence Technician FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget - - 1 Police Detective 1 Police Lieutenant 4 2 Police Officer 57 47 Police Sergeant 10 6 105 Program Measures Respond to and initiate calls for service Maintain stated 7 minute goal for response to priority 1 calls for service 90% of the time Maintain stated 11 minute goal for response to priority 2 calls for service 90% of the time Increased visibility and crime deterrence with a 30% directed patrol time 106 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target 73,918 75,000 95% 95% 96% 96% 35% 35% Telecommunications Strategic Goal(s)     Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Program Description The staff of the Telecommunications Division is responsible for all operations regarding 911, nonemergency 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. 2012-13 Goals   Provide services to the public and support police units and other City departments in carrying out public safety responsibilities by receiving, processing, and dispatching requests for police services. Provide prompt professional and effective response to emergencies. 2012-13 Objectives   Effective delivery of services by screening and directing phone calls appropriately. Achieve an overall 5 minute response time. FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget $1,272,264 $1,268,025 $1,272,549 $1,331,082 $1,385,584 $159,038 $163,263 $322,000 $326,650 $478,650 $4,830 $5,564 $6,225 $8,750 $8,750 $1,436,132 $1,436,852 $1,600,774 $1,666,482 $1,872,984 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget Telecommunications Manager 1 1 1 1 1 Telecommunications Supervisor 5 4 3 4 4 Telecommunications Operator 12 12 13 12 12 Program Expenditures Personnel Contractual Commodities Total Personnel Summary 107 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target Answer 95% of all 911 calls within 10 seconds 108,000 112,000 95% 98% 98% Dispatch 95% of all priority 1 calls within 60 seconds 95% 95% 97% 95% 92% Percentage of priority 1 calls entered into the system within one minute 90% 90% 98% 98% 95% Program Measures 108 Community Services Strategic Goal(s)     Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Program Description 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. 2012-13 Goals  Seek to develop a community more interconnected with City government and between neighborhoods.  Encourage, pursue, and enforce compliance with City codes by the citizens and businesses of Goodyear so that planned community standards are maintained. 2012-13 Objectives  Promoting awareness of citizen-education activities like Goodyear Citizen's Police Academy and Southwest Valley Citizen Academy related to the administration of the program.  Develop educational programs on City code to promote voluntary compliance. Utilize City processes to actively mitigate the impacts of vacant or abandoned properties. Program Expenditures Personnel Contractual Commodities Total 109 FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget $428,015 $358,718 $376,258 $463,562 $707,456 $14,039 $15,170 $24,400 $21,350 $26,750 $5,953 $5,852 $4,270 $- $9,370 $ 448,007 $379,740 $404,928 $484,912 $743,576 Personnel Summary FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget Administrative Assistant 1 Code Compliance Manager 1 1 1 1 Code Compliance Officer 2 2 2 2 Staff Assistant 1 1 1 Neighborhood Services Manager 1 1 1 Police Officer 1 2 Police Lieutenant 1 Police Services Assistant 2 Program Measures Creation and dissemination of block watch support and information and materials Respond to citizen complaints regarding code violations within 24 hrs. during business days Seek voluntary compliance with citizens found to have code issues Proactively inspect each neighborhood twice a month 110 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target 2/quarter 2/quarter 2/quarter 2/quarter 3 92% 95% 95% 97% 95% 90% 90% 94% 95% 92% 95% 95% 95% 97% 95% Investigations Strategic Goal(s)     Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Program Description The Investigations Division of the Police Department reviews caseload and subsequently investigates property crimes and crimes against persons, as well as providing crime scene support. 2012-13 Goals  Provide internal services that sustain a quality workforce and the effective management of police operations and investigations. 2012-13 Objectives  Provide police services in a lawful, safe, effective and efficient manner. Utilize active and on-going case management to monitor, evaluate, and prioritize cases. Program Expenditures Personnel Contractual FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget $1,934,101 $1,878,027 $16,270 $19,750 Commodities Total 111 $46,500 $1,953,371 $1,944,277 Personnel Summary FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget Forensic Specialist 1 Property Evidence Supervisor 1 Property Evidence Technician 1 Investigations Specialist 1 1 Police Officer 7 3 Police Sergeant 3 3 Police Lieutenant 1 1 Police Detective 7 8 Crisis Services Coordinator Program Measures Manage average caseload per detective as governed by court timeline and protocols 112 1 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target 25/1 20/1 Specialized Patrol Strategic Goal(s)     Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Program Description The Specialized Patrol Division encompasses those aspects of field operations providing distinct enforcement functions such as Traffic (marked/unmarked patrol units and motorcycle enforcement), four K9 teams, and Street Crimes. Specialized Patrol includes the Training Unit of the Police Department, a unit dedicated to maintaining and enhancing the skills of sworn officers. 2012-13 Goals  Maintain a visible police presence to serve as a deterrent to potential crim and contribute to a safe community. 2012-13 Objectives  Effectively manage patrol operations to maximize directed patrol time and provide enhanced crime prevention. Program Expenditures Personnel Contractual Commodities Total 113 FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget $1,478,289 $4,500 $54,500 $1,537,289 Personnel Summary FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget Police Officer 11 Police Sergeant 3 Police Lieutenant 1 Program Measures Increased visibility and crime deterrence with a 30% directed patrol time 114 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target 35% Fire Department Mission Statement The mission of the City of Goodyear Fire Department is to preserve lives and property in our community by providing services directed at the prevention and control of fires, accidents, and other emergencies, while maintaining the highest standards of professionalism, efficiency, and effectiveness. FY12 Accomplishments    Reviewed and revised 95% of the departments’ standard operating procedures within a three year threshold. Once again, began providing fire protection and emergency medical services to the community of Mobile. Health and Safety section directed changes improving the EMS Quality Control process. In accordance with HIPPA and referenced in Policy 209.315 EMS Documentation, the quality control process includes chain of custody for patient care reports; quality assurance review of care provided; and secured mail bags to transport the sensitive documents. Fire Department FY13 Operating Budget $12,410,502 By Division Administrative Services Fire Prevention $596,469 $329,823 Emergency Services Support Services $9,957,054 $ 1,334,710 Emergency Management $192,446 115 Administrative Services Strategic Goal(s)     Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Program Description The office of the Fire Chief connects the services of the Fire Department to the City’s Senior Staff. Its activities strongly support and uphold the City’s and Fire Department’s mission and values. Community and labor relations and effectiveness of operations are major responsibilities of the office. Additionally, the role of administration 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. 2012-13 Goals   Committed to protecting the customer in our changing community through proactive and responsive initiatives. Committed to an accurate, timely, open, and consistent approach to our communication. 2012-13 Objectives   Respond to customer requests for incident reports in a timely manner. Provide timely feedback on performance to fire department employees through its performance appraisal process. FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget $310,681 $382,731 $395,571 $395,571 $469,623 Contractual $17,024 $13,423 $24,947 $15,506 $34,642 Commodities $17,378 $19,257 $19,476 $19,808 $92,204 $345,083 $415,411 $439,994 $430,885 $596,469 Program Expenditures Personnel Total 116 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget Fire Chief 1 1 1 1 1 Administrative Assistant 1 1 1 1 2 Management Assistant 1 1 1 1 Administrative Services Supervisor 1 1 Staff Assistant 3 2 2 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target Process 95% of all requests for non-investigative incident reports within 72 hours 95% 95% 99% 99% 100% Performance appraisals delivered on time 95% 95% 97% 95% 98% Personnel Summary Program Measures 117 1 2 1 Fire Prevention Strategic Goal(s)     Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Program Description Within the Fire, Building, and Life Safety Division, the Fire Prevention branch handles fire plan reviews, fire code and inspection services for both new and existing businesses. The division also provides fire permit reviews and issues permits for special events, tents and fire prevention contractors. Fire Prevention is also responsible for the investigation of the cause and origin of fires and works closely with the Police Department on suspicious or arson related fires. 2012-13 Goals  Preserve lives and property in our community by providing fire prevention services through education and enforcement. 2012-13 Objectives   Respond efficiently to customer requests for fire prevention inspections. Maintain safe buildings for the community and firefighters. FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget $503,154 $455,802 $476,694 $476,694 $324,373 Contractual $4,217 $700 $0 $0 $4,000 Commodities $2,997 $819 $1,450 $1,200 $1,450 $510,368 $457,321 $478,144 $477,894 $329,823 Program Expenditures Personnel Total 118 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget Plans Examiner 2 2 1 2 Fire Inspector I 2 1 1 Personnel Summary Fire Inspector II 1 1 Fire Inspector III 1 Community Education Coordinator 1 1 Fire Marshall 1 1 1 1 1 Fire Inspector Supervisor 1 1 1 1 1 Program Measures Deliver fire prevention inspections within 10 days of request Conduct 24-month occupancy inspections in commercial/industrial buildings 119 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target 100% 95% 95% 100% 95% 90% 88% 88% 90% 88% Emergency Services Strategic Goals     Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Program Description The Emergency Services Division responds to various types of emergency and non-emergency incidents including fire suppression, emergency medical services (EMS), transportation-related accidents, hazardous materials incidents, and specialty response. Additionally, essential activities include providing oversight and direction to departmental training, health/safety, pre-incident planning; fire prevention, and community education. 2012-13 Goals   Commitment to protecting the customer in our changing community through proactive, efficient, and responsive initiatives. Provide the highest resasonable level of Health and Safety for our firefighters. 2012-13 Objectives   Provide quick emergency response. 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. Program Expenditures Personnel Contractual Commodities Total 120 FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget $8,117,115 $7,855,920 $8,648,043 $8,648,043 $9,502,104 $369,942 $452,700 $387,075 $368,300 $412,075 $40,080 $27,938 $42,875 $39,500 $42,875 $8,527,137 $8,336,558 $9,077,993 $9,055,843 $9,957,054 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget Deputy Fire Chief 1 1 1 1 1 Fire Battalion Chief 5 6 4 4 4 Firefighter 48 51 50 42 47 Fire Captain 20 14 21 23 21 Fire Engineer 16 17 13 17 15 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target n/a 90% 93% 95% 90% n/a 90% 37% 38% 90% n/a 100% 92% 97% 90% Personnel Summary Program Measures Achieve turnout time of 1 minute or less 90% of the time Achieve a response time of 5 minutes or less 90% of the time for priority calls Complete 90% of all scheduled company and battalion training 121 Support Services Division Strategic Goal(s)     Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Program Description The Support Services Division provides the maintenance of equipment frequently used by first responders and is responsible for supplying the stations and trucks with the proper inventory of supplies. It also works toward improving 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. 2012-13 Goals   Provide the highest reasonable level of Health and Safety for our firefighters. Seek to achieve accrediation for the Goodyear Fire Department through the Commission on Fire Accreditation International. 2012-13 Objectives   Support National Firefighter Safety Initiative #2 – Enhance the personal and organizational accountablility for health and safety throughout the fire service. Support National Firefighter Safety Initiative #1 - Create a national research agenda and data collection system that relates to the initiatives. FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget Personnel $391,387 $378,926 $395,975 $395,975 $419,714 Contractual $459,473 $593,079 $601,743 $585,500 $688,743 Commodities $140,441 $176,778 $198,253 $210,000 $226,253 Total $ 991,301 $1,148,783 $1,195,971 $1,191,475 $1,334,710 Program Expenditures 122 Personnel Summary Deputy Chief Fire Battalion Chief Fire Equipment Maintenance Worker II Fire Equipment Maintenance Worker III FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target Percentage of SCBA users completing fit testing 90% 100% 100% 98% 100% Percentage of SCBA users receiving annual physicals 100% 100% 100% 99% 100% Produce 20% of the required accreditation exhibits 100% 20% 0% 0% 20% - 90% 0% 0% 90% Program Measures Of the 20% of accreditation exhibits produced, 90% will be entered into the E-file system 123 Emergency Management Strategic Goal(s)     Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Program Description The Emergency Management team is responsible for providing mitigation, preparedness, response, recovery, and coordination for large-scale emergencies and disasters, both natural and man-made, to the citizens of Goodyear for the purpose of saving lives and preventing property damage. Additionally, Public Education resides within the Emergency Management division and provides presentations to the community on numerous topics, including water safety, helmet safety, smoke alarms and more. They participate in all major city events with displays and information, work with organizations and schools in the area to host safety fairs, and participate in neighborhood activities. They also provide child safety seat inspections. 2012-13 Goals    Promote active citizen involvement to create a stronger and better community. Ensure that disaster responding personnel are proficient in their roles and responsibilities. Ensure the delivery of public education programs. 2012-13 Objectives  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.  Provide selected city employees with knowledge of the area they may work in during the Emergency Operations Center (EOC) activation.  Provide resources for fire and life safety prevention programs. FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget $102,973 $164,259 $173,018 $173,018 $181,894 Contractual $7,302 $6,256 $5,552 $5,552 $5,552 Commodities $3,854 $4,444 $5,000 $4,200 $5,000 $114,129 $174,959 $183,570 $182,770 $192,446 Program Expenditures Personnel Total 124 Personnel Summary Emergency Management Coordinator FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget 1 1 1 1 1 Emergency Manager 1 Community Education Coordinator 1 1 1 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target Increase the number of CERT volunteers by 10% 10% 10% 9% 10% Provide EOC position specific training for 90% of selected City employees 90% 90% 0% 90% Complete full activation of EOC within 1 hour 1 hour 1 hour 1 hour 1 hour Fulfill 95% of approved requests for public education events to schools and other public agencies 95% 95% 81% 95% Program Measures 125 Municipal Court Mission Statement The mission of the Goodyear Municipal Court is to ensure the fair and expedient case processing and adjudication and to preserve the public confidence in the courts through transparency, accessibility, communication and education. Accomplishments    JCEF Grant Application approved by Arizona Supreme Court in the amount of $60,000 with an additional $30,000 for FY12 & FY13. Re-established Judicial Enforcement Officer as a certified Police Officer. Completed an inventory of Council/P&Z/Court Audio Visual system. Inventory includes cost of each item in use. Municipal Court FY13 Operating Budget $941,182 126 Strategic Goal(s)   Fiscal and Resource Management Quality of Life Program Description The Goodyear Municipal Court has Criminal Jurisdiction over Misdemeanor Crimes and Petty Offenses committed within the city limits of Goodyear Arizona. The Court shares Jurisdiction with Justice Courts over violations of State Law committed within the Goodyear City Limits. Types of cases filed in the Goodyear Municipal Court are:    Criminal Traffic (Misdemeanor):  DUI  Hit and Run  Reckless Driving  Driving on Suspended Drivers Licenses  City Ordinance and City Codes Criminal (Misdemeanor):  Domestic Violence  Theft  Assault  City Ordinance and City Codes Civil traffic:  Moving Violations  Non-Moving Violations  Parking (Title 28 and City Ordinance)  Violations of city ordinances and codes The Court also issues Orders of Protection, Injunctions Prohibiting Harassment and Search Warrants. 127 2012-13 Goals    Resolve all cases filed in the Goodyear Municipal Court. Ensure operational efficiency, promote accountability and justification for resources. Ensure collections, fine amounts, and related policies in the Court are appropriate with the Judicial Branch as a whole. 2012-13 Objectives    Maintain a high percentage of cases resolved in relation to the number of cases filed. Promote operational efficiency by analyzing court expenditures regionally and comparing our expenditure per case to a regional average (target). Promote efficient enforcement operations and appropriate determination of standard fine amounts by comparing our receipted amount per case to a regional average (target). FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget Personnel $870,582 $802,006 $804,322 $804,322 $781,489 Contractual $125,743 $116,521 $143,259 $142,766 $143,791 $8,885 $10,885 $16,434 $14,600 $15,902 $1,005,210 $929,412 $964,015 $961,688 $941,182 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget 11 10 10 10 10 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target Case Resolution Rate 104% 98% 112% 109% 100% Expenditure Per Case - $78.82 $80.00 $77.37 $78.82 Receipted Amount Per Case - $139.38 150.00 $168.83 $139.38 Program Expenditures Commodities Total Personnel Summary Total Full-Time Program Measures 128 Development Services Mission Statement Through active participation, collaboration, and exemplary customer service, the Development Services Division identifies and implements the community's vision for smart growth and quality development. We will promote the city’s economic well-being by attracting, and retaining businesses and residents, improving the city’s image and expanding the city’s employment and tax base to build a sustainable community. FY12 Accomplishments       Processed Zoning Text Amendments addressing medical marijuana, temporary signs and temporary uses. Obtained ownership of Kiosk Signs and negotiated new contract with vendor. Processed City Code Amendment addressing Animals at Large. Attracted new companies bringing approximately 415 jobs to Goodyear with capital investments of more than $102,000,000. Implemented highly successful “Shop Goodyear for the Holidays” campaign with 15 times the entries and 17 times the receipt sales ($312,000) versus last year as well as increased sponsors. Created the Development Process Administrator and Business Advocate positions to help facilitate the development process for large and small business to make Goodyear more business friendly. Development Services FY12 Operating Budget $2,946,568 By Division Economic Development Development Services $751,640 $313,565 Planning & Zoning Development Services Administration $587,336 $232,581 Building Safety & Inspections $1,061,446 129 Economic Development Strategic Goal(s)     Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Program Description The Economic Development Division of the Development Services Department at 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. 2012-13 Goals    Attract quality employment to increase citizens employment opportunities. Attract quality retail, hospitality, and resort amenities. Focus on retention and expansion of existing businesses. 2012-13 Objectives    Create substantial capital investment in job development within our community by absorbing/developing square footage and attracting high wage jobs. Increase absorption of previously occupied space and the development of new first generation commercial square footage. Identify business needs and issues and establish strategies to retain and expand existing business base. FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget Personnel $337,522 $285,430 $375,648 $375,648 $612,127 Contractual $137,691 $93,324 $96,763 $96,763 $134,263 $8,885 $3,621 $5,250 $4,458 $5,250 $484,098 $382,375 $477,661 $476,869 $751,640 Program Expenditures Commodities Total 130 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget Ec Dev Director 1 1 1 1 Ec Dev Manager 1 1 1 1 1 1 1 1 1 1 Personnel Summary Marketing & Business Development Administrator Marketing & Communications Specialist 1 Administrative Assistant 1 1 1 1 1 Business Advocate 0 0 0 1 1 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target 300 428 435 390 350 $38,646 $42,142 $39,700 $34,096 $40k Capital Investment $48M $101M $100M $102.1M $65M Industrial Square Feet Absorbed /Developed 580k 745.3k 350k 1,054,719 350k Total # business retention and expansion visits 26 32 40 45 50 Jobs created from existing business expansions 900 115 50 25 50 4 4 5 4 Program Measures Estimated # of jobs created Average Annual Salary Small Business Seminars Offered 131 Development Services Strategic Goal(s)     Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Program Description The Development Services Division 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. 2012-13 Goals  Provide administrative leadership and ensure that department programs and activities are consistent with the Department's mission. 2012-13 Objectives  Regularly monitor departmental and employee performance on achieving goals and objectives. Program Expenditures Personnel Contractual Commodities Total Personnel Summary FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget $270,165 $257,356 $259,533 $199,068 $189,911 $25,289 $15,501 $16,325 $12,292 $115,769 $8,555 $4,180 $5,900 $4,022 $7,885 $304,009 $277,037 $281,758 $215,382 $313,565 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget Development Services Director Community Development Director Development Process Administrator 132 1 1 1 1 1 1 Program Measures Performance appraisals completed on time 133 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target 100% 100% 78% 100% 100% Planning & Zoning Strategic Goal(s)     Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Program Description 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. 2012-13 Goals  Provide excellent customer service to development applicants and the community at large by timely and accurate responses to requests for service.  Administer community development and housing services to prevent blight, make public infrastructure improvements and provide services to low and moderate income residents.  Maintain current and accurate demographic and development information for the City and make it easily accessible to the public. 2012-13 Objectives  Provide timely review of development applications within the published application review cycle times.  Leverage CDBG and HOME grants to fund improvement projects and housing programs.  Prepare and disseminate quarterly population estimates within 15 days of the end of each quarter; disseminate data to interested parties; and post on City's website after City Council approval. Program Expenditures Personnel Contractual Commodities Total 134 FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget $632,532 $532,734 $529,342 $536,896 $561,776 $17,551 $11,851 $15,170 $18,245 $20,760 $3,801 $1,656 $4,100 $3,200 $4,800 $653,884 $546,241 $548,612 $558,341 $587,336 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget Planning Manager 2 2 1 1 1 Sr. Planner 1 1 Planner 1 1 Planner II 3 1 1 1 Planner III 3 2 3 3 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target 59.5% 78% 85% 90% New construction for residential tract homes approved within 7 days 65% 100% 99% 100% Complete records requests within 48 hours 100% 100% 100% 100% Complete and submit an accurate grant application 100% 100% 100% 100% Population estimates completed each quarter within 15 days 100% 100% 94% 100% Post Annual Report on line within 5 days of Council approval 100% 100% 94% 100% Personnel Summary Program Measures Meet published review cycle times 135 4 85% 99% 100% 100% 100% 100% Development Services Administration Strategic Goal     Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Program Description The Development Services Administration Division provides technical support, information, and guidance to property owners, developers and other City Departments on planning and zoning related issues. This Division receives and processes all new development applications (i.e., rezones, plats, use permits, special use permits, general plan amendments, site plans, etc.), maintains all planning & zoning records and responds to records requests, prepares monthly reports, manages the City’s Kiosk Signage Program, and serves as the H.T.E. system administrator for development services. 2012-13 Goals   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. Provide high quality administrative and technical support to the Planning & Zoning Commission, Board of Adjustment, City Council, and other advisory boards. 2012-13 Objectives   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. Produce draft meeting minutes in a manner allowed by law; distribute Commission packets by Thursday prior to meetings. FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget $489,465 $204,760 $211,129 $215,303 $225,681 Contractual $2,540 $1,108 $5,400 $1,475 $5,400 Commodities $4,423 $797 $1,000 $850 $1,500 $496,428 $206,665 $217,529 $217,628 $232,581 Program Expenditures Personnel Total 136 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget Development Services Administrator 1 1 1 1 1 Records Analyst 1 1 1 1 1 1 1 Personnel Summary Development Services Technician Sr. Permit Technician Program Measures Monthly reports submitted by the 15th of each month Agendas and documents posted at least 10 business days prior to Commission/Council consideration 137 1 1 1 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target 100% 60% 100% 100% 100% 98% 100% 100% 100% 100% Building Safety & Inspections Strategic Goal(s)     Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Program Description Building Safety & Inspections Division ensures 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. We also enforce other applicable state and local laws and ordinances. 2012-13 Goals     Through a proactive, efficient, and responsive process, provide outstanding customer services in Plan Review for all tenant projects. Preserve lives and property in our community by providing fire prevention services through education and engineering. Encourage the use of clean, power generating technologies through solar energy systems. Ensure service delivery to meet the current and future needs of our community. 2012-13 Objectives     Respond to all submitted tenant improvement (TI) plans for review within stated cycle time. Respond efficiently to customer requests for fire prevention plan review. Respond to all solar plans submitted within stated cycle time. Provide over-the-counter plan review for minor permits. Program Expenditures Personnel Contractual Commodities Total 138 FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget $655,826 $816,116 $828,590 $858,590 $1,040,542 $10,379 $14,248 $7,654 $4,898 $15,654 $2,497 $3,786 $5,250 $5,040 $5,250 $668,702 $834,150 $841,494 $868,528 $1,061,446 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget Chief Building Official 1 1 1 1 Building Inspector I 1 2 2 2 Personnel Summary Building Inspector II Building Inspector III 2 2 2 2 Plans Examiner 1 2 1 3 Plans Examiner Supervisor 1 1 1 1 Development Services Tech II 1 2 2 Development Services Tech III 1 1 1 Program Measures Complete TI plan review within 15 days of submittal 90% of the time Deliver fire prevention plan review within 15 days of submittal Complete solar plan review within 5 days of submittal 90% of the time Provide over-the-counter plan review for 100% of the minor gas line permits 139 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target 90% 90% 100% 77% 90% 100% 100% 100% 90% 90% 100% 100% 90% 100% 100% 100% 100% 100% Engineering Department 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 lines, and storm drain facilities are appropriately planned, designed and constructed. FY12 Accomplishments      Relocated video detection cameras to end of mast arm to improve performance at two locations. 90% design of the Palmateer Park and Parque de Paz completed. Asphalt mix designs approval saved the city money by utilizing in house skills. Created Hydrant and Valve Maintenance database for Water Distribution Division of Public Works. Completed hot-in-place asphalt recycling of Estrella Parkway from the Gila River bridge to Elliot Road. Engineering Department FY13 Operating Budget $6,129,538 By Division Administration Transportation (HURF) $1,206,812 $1,972,879 Plan Review Engineering Permits $344,955 $68,960 Inspections GIS $403,436 $215,220 Streets (HURF) $1,917,276 140 Engineering – Administration Strategic Goal(s)     Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Program Description Administration coordinates the activities of the divisions within the department, and provides project management, real estate, and special projects services. 2012-2013 Goals  Develop and maintain strong internal and external working relations with employees and outside agencies.  Provide exceptional project management and engineering design related services for City CIP projects.  Provide high quality real estate services to both internal and external customers. 2012-2013 Objectives  Provide employee performance feedback and City representation and technical support for external committee proceedings.  Assure timely and cost effective design and management for City CIP projects.  Process customer requests for real estate transactions and requests for general real estate information efficiently and in a timely manner. Program Expenditures Personnel Contractual Commodities Total 141 FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget $998,935 $919,853 $943,464 $957,646 $1,095,112 $33,494 $22,471 $31,618 $72,250 $74,200 $8,242 $17,167 $19,450 $39,450 $37,500 $1,040,671 $959,491 $994,532 $1,069,346 $1,206,812 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget Director of Engineering 1 1 City Engineer 1 1 1 1 1 Assistant City Engineer 1 1 1 1 1 Administrative Assistant 1 1 1 1 1 Real Estate Coordinator 1 1 1 1 1 Sr. Project Manager 1 2 2 2 2 Project Manager 1 2 2 2 2 Sr. Civil Engineer 1 1 1 1 1 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target MAG and RPTA committee meetings attended monthly - 11 10 11 10 Prepare and submit performance appraisals on time - 100% 95% 90% 100% 100% 90% 100% 90% 100% 90% 100% 90% 96% 90% 95% 90% 100% 90% 100% 90% Personnel Summary Program Measures Limit aggregate project change orders to no more than 10% of original contract amount of the following month (% of time) Complete project design on or prior to scheduled completion date Process requests for information and minor real estate assignments within 2 business days For major real estate transaction requests, provide customer a schedule within 2 weeks 142 - - - Transportation – Traffic (HURF) Strategic Goal(s)    Fiscal and Resource Management Economic Vitality Quality of Life Program Description 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. 2012-13 Goals     Provide a high level of customer service to Goodyear residents. Increase operations efficiency of the City's traffic signalized intersections. Provide timely and effective customer service. Develop an enhanced awareness of fiscal expenditures and cost of service. 2012-13 Objectives  Following receipt of a resident service request, visit location of concern, and provide timely feedback to resident.  Connect signalized intersections to the Traffic Management Center utilizing the City’s fiber optic network.  Maintain ongoing traffic flow for safe and efficient operations.  Maximize time engaged in signal maintenance management. Program Expenditures FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget $213,045 $216,471 Personnel $354,548 $560,923 Contractual $2,622 $1,129 $1,329,417 $1,349,861 Commodities $1,189 $904 $32,095 $62,095 Total $3,811 $215,078 $1,716,060 $1,972,879 143 $216,471 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget City Traffic Engineer 1 1 1 1 Assistant City Traffic Engineer 1 1 1 1 Personnel Summary Signal Technician II – HURF 2 Signal Technician III – HURF 1 Traffic Operation Supervisor – HURF 1 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target 100% 90% 100% 90% 3 4 4 5 Calls for signal service responded to within 24 hours of notification 100% 100% 100% 100% Activated traffic signal equipment is functional 95% 95% 95% 95% Time spent on signal maintenance management 60% 75% 75% 75% Program Measures Resident requests evaluated and initial response provided within 3 business days Number of additional traffic signals connected to the City’s fiber optic network 144 85% 3 Plan Review Strategic Goal(s)     Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Program Description 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. 2012-13 Goals   Promote public safety and maintainability of the City’s infrastructure and landscaping through the construction plan review process. Promote sustainable and manageable development through both long term and short range infrastructure planning. 2012-13 Objectives  Review construction plans for compliance with all applicable City codes and design standards, and other regulatory standards.  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. Program Expenditures Personnel FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget $327,277 $324,627 $329,765 $329,765 $344,955 $327,277 $324,627 $329,765 $329,765 $344,955 Contractual Commodities Total 145 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget Landscape Technician 1 1 1 1 1 Plans Examiner 5 3 3 3 2 Plans Supervisor 1 Civil Engineer 1 1 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target 91% 86% 95% 90% 98% 90% 95% 95% 96% 90% 95% 95% 92% 85% 80% 85% Personnel Summary Program Measures Plan reviews completed within the approved review times Projects for which construction plans are approved in 3 reviews or fewer 85% 85% Plan reviews completed prior to due date 85% Plan reviews approved in 2 reviews or fewer 85% 146 1 Inspections Strategic Goal(s)     Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Program Description 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 and maintenance of City owned infrastructure. 2012-13 Goals   Provide a high level of customer service to internal and external customers. Ensure that infrastructure that will be maintained by the City meets City standards. 2012-13 Objectives   Process temporary traffic control plans and internal service requests within allocated time frames. 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. FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget $448,385 $365,889 $324,105 Contractual $11,067 $15,638 $1,732 Commodities $ 9,022 $10,700 $468,474 $392,227 Program Expenditures Personnel Total 147 $325,837 $490,333 $403,436 $490,333 $403,436 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget Staff Assistant 1 1 1 1 1 Construction Inspector I 2 1 2 Construction Inspector II 3 2 1 3 3 Construction Inspector III 1 1 1 Construction Inspection Supervisor 1 1 1 1 1 Engineering Permit Technician 1 Personnel Summary Program Measures FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target 100% 90% 100% 100% 100% 90% 100% 100% 98% 90% 95% 100% 90% 85% 90% 90% Temporary traffic control plans processed in 3 days - Internal service requests with feedback provided in 3 days - Warranty punch lists provided to developers 1 month prior to the end of the warranty period. Permitted warranty punch lists completed by contractor within agreed upon schedule. 148 - - GIS - Strategic Goal(s)  Economic Vitality > Sense of Community > Quality of Life Program Description 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. 2012-13 Goals   Provide quality customer service for requests for information, maps, and presentation material. Update water, sewer, effluent, and storm drain layers following the approval of construction plans. 2012-13 Objectives   Accurately assess the needs of the customer, disseminate information, and create maps within allocated time frames. Using existing CAD and GIS tools, update layers within approved timeframes. Program Expenditures Personnel Contractual Commodities FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget $172,140 $164,886 $164,948 $167,784 $175,470 $13,138 $5,536 $26,150 $13,750 $13,750 $1,472 Total $186,750 $26,000 $170,422 $191,098 $181,534 $215,220 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget GIS Coordinator 2 1 1 1 1 GIS Technician 2 1 1 1 1 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target ‐ 90% 86% 95% 87% ‐ 87% 86% 95% 87% Personnel Summary Program Measures Requests completed on or prior to due date. Updates completed within 10 business days. 149 Permit Processing Strategic Goal(s)     Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Program Description 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. 2012-13 Goals  Provide a high level of customer service satisfaction at the Development Services front counter. 2012-13 Objectives  Process construction permits and plan submittals for review within allotted time frames. Program Expenditures FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget Personnel $66,289 Contractual $65,695 $68,960 $65,695 $65,695 $68,960 $1,363 Commodities $852 Total Personnel Summary $65,695 $68,504 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget 1 1 Sr. Permit Technician 1 Permit Technician II 1 Development Services Technician III 150 Program Measures FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target 100% 90% 100% 95% 100% 90% 100% 95% 100% 90% 100% 95% Construction permits logged in or out within 1 business day - Plan reviews logged in or out in less than 1 business day - Dry utility reviews and traffic control permit reviews logged in or out in less than 1 business day. 151 - Engineering – Streets & Markings, Highways & Sweeper Operations (HURF) Strategic Goal(s)     Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Program Description 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. 2012-13 Goals  Develop an enhanced awareness of fiscal expenditures and cost of service. 2012-13 Objectives  Inspect and maintain paved and unpaved roads. FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget Personnel $709,119 $729,615 $859,778 $816,217 $851,999 Contractual $788,143 $1,240,890 $2,198,122 $899,075 $993,777 $56,386 $226,443 $71,900 $68,947 $71,500 $1,553,648 $2,196,948 $3,129,800 $1,784,239 $1,917,276 Program Expenditures Commodities Total 152 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget STREETS Streets Maintenance Worker I 1 3 1 1 Streets Maintenance Worker II 3 1 3 3 3 Streets Maintenance Worker III 1 1 1 1 1 1 1 Personnel Summary Streets Supervisor Streets Maintenance Foreman 1 1 1 1 1 Equipment Operator Streets and Traffic Superintendent Deputy Public Works Director 3 3 3 2 2 1 1 1 1 1 1 Traffic Operations Worker 1 TRAFFIC Traffic Operations Worker II 1 Signal Technician III 1 Signal Technician II 2 1 Assistant City Traffic Engineer 1 City Traffic Engineer 1 Traffic Operations Worker 1 Program Measures Time spent on asset maintenance Daily O & M cost per lane mile Percentage of time and material spent on asset maintenance Time spent on residential street sweeping Time spent on arterial street sweeping Average miles swept per hour Time spent on emergency responses 153 1 1 1 2 2 1 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target 82% 85% 85% $515.45 $525 $500 100% 100% 100% 42% 26% 42% 42% 26% 42% 30 20 30 4% 2% 4% Public Works Mission Statement To provide essential environmental and municipal services to protect public health and safety, support the vitality of the community, and protect the environment. FY12 Accomplishments    Fleet and Equipment Management Division awarded the Blue Seal of Excellence from the National Institute for Automotive Service Excellence for second year in a row and awarded 100 Best Fleets for 2012 from Government Fleet magazine for the third year in a row. Implemented cost saving measures. Switched the centrifuge at 157th Avenue Water Reclamation Facility from potable to non-potable water, with an annual water savings of $11,500. Reduced power consumption by 58% on booster pump #5 at Well Site #11 by replacing pump with more energy efficient pump for annual electricity savings of $9,500. Completed hot-in-place asphalt recycling of Estrella Parkway from the Gila River Bridge to Elliot Road. Public Works FY12 Operating Budget $16,384,48 BY DIVISION Public Works Wastewater Water $8,633,174 $3,073,951 $4,677,358 *Fleet $1,982,940 *Internal Service Fund 154 Administrative Services Strategic Goal(s)     Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Program Description The 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. 2012-13 Goals  Provide timely and effective customer service.  Support and encourage personal and professional development. 2012-13 Objectives  Provide prompt response to customer inquires submitted through GOVQA and department email.  Provide relevant and timely performance feedback to employees. Program Expenditures Personnel Contractual Commodities Total Personnel Summary FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget $394,965 $550,446 $567,717 $581,317 $549,420 $10,142 $13,314 $10,284 $15,500 $27,100 $2,593 $9,779 $7,946 $8,700 $11,400 $407,700 $573,539 $585,947 $605,517 $587,920 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget Municipal Services Director Administrative Services Supervisor Administrative Assistant 1 1 1 1 1 1 1 1 1 1 3 4 4 4 4 Staff Assistant 1 1 1 1 155 Program Measures Customer inquiries resolved within 5 days Submit performance appraisals on time 156 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target 85% 86% 88% 81% 85% 90% 98% 97% 97% 97% Fleet and Equipment Management Strategic Goal(s)   Fiscal and Resource Management Quality of Life Program Description 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. 2012-13 Goals  Provide timely and effective customer service.  Develop an enhanced awareness of fiscal expenditures and cost of service.  Effectively communicate as a department. 2012-13 Objectives  Assure vehicle availability.  Maximize time engaged in fleet maintenance activities.  Provide timely reports and billing information. FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget Personnel $563,048 $584,562 $584,563 $577,225 $585,473 Contractual $463,882 $86,906 $486,415 $472,200 $472,500 Commodities $576,651 $407,700 $617,940 $625,873 $924,967 $1,603,581 $1,079,168 $1,668,918 $1,675,298 $1,982,940 Program Expenditures Total FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget Service Advisor 1 1 1 1 1 Mechanic III 3 3 2 3 3 Mechanic Foreman 1 1 1 1 1 Mechanic II 1 1 1 Personnel Summary Fleet Superintendent 157 1 1 1 Program Measures Public Safety vehicle availability Non-Public Safety vehicle availability Time spent on fleet-maintenance related activities Use reports and billing information completed within 10 days of period closure 158 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target 92% 94% 91% 92% 90% 85% 95% 89% 85% 80% 77% 73% 76% 75% 70% 95% 100% 100% 100% 100% Facilities Management Strategic Goal(s)   Fiscal and Resource Management Quality of Life Program Description The Facilities Management Division administers contract 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, preventable, and corrective maintenance for all City facilities, related equipment, and furnishings and sets up meeting rooms and provide support for special events. 2012-13 Goals  Provide timely and effective customer service.  Identify and formalize our service delivery process. 2012-13 Objectives  Complete and document facilities work orders.  Ensure all building backflow desires and certified annually and maintain program documentation. Program Expenditures Personnel Contractual Commodities Total 159 FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget $503,586 $516,500 $464,258 $516,528 $541,404 $2,132,391 $1,920,238 $1,833,301 $2,107,339 $2,211,189 $9,911 $29,586 $25,345 $37,900 $46,900 $2,645,888 $2,466,324 $2,322,904 $2,661,767 $2,799,493 Personnel Summary FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget 1 1 1 1 Deputy Director Facility Superintendent 1 Facility Maintenance Worker I 1 1 3 2 Facility Maintenance Worker II 3 1 3 4 4 Facility Maintenance Worker III 2 2 1 2 2 Facilities Foreman 1 1 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target 98.90% 100% 99% 99% 95.45% 88% 90% 92% 100% 100% 100% 100% Program Measures Work orders submitted through FM1 system. Assigned work orders completed within 5 calendar days Backflow certification compliance rate 160 92% 85% 100% Sanitation Strategic Goal(s)   Fiscal and Resource Management Quality of Life Program Description The Sanitation 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 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. 2012-13 Goals  Provide timely and effective customer service. 2012-13 Objectives  Timely and convenient disposal of solid waste. Program Expenditures Personnel Contractual Commodities Total 161 FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget $707,159 $651,299 $712,371 $ 707,394 $743,070 $3,822,909 $3,969,129 $3,383,024 $3,679,646 $4,442,391 $86,083 $51,354 $46,993 $56,609 $60,300 $4,616,151 $4,671,782 $4,142,388 $4,443,649 $5,245,761 Personnel Summary FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget 1 1 6 6 6 1 1 1 Sanitation Supervisor Sanitation Foreman 1 1 Recycling Coordinator 1 1 Sanitation Worker I 1 Sanitation Worker II 8 Sanitation Worker III 2 Sanitation Superintendent 1 Sanitation Inspector 1 1 1 1 1 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target .005 .002 8 4.06 5 .002 .001 2 1.63 2 24.6% 25% 25% 26% 25% .003 .002 .003 .001 .003 Program Measures Average total pounds collected per account annually Average pounds of recycling collected per account annually Diversion rate Return calls for recycling/bulk/refuse service 162 1 1 6 Water Production, Water Distribution and Water Resources Strategic Goal(s)     Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Program Description The essential function of the Water Resources 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. Water Production 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. Water Distribution 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. 2012-13 Goals  Effectively manage water and wastewater resources.  Provide quality water services.  Develop enhanced awareness of fiscal expenditures and cost of service. 2012-13 Objectives       Reduce consumption by highest single family customers. Minimize costs due to incomplete reporting. Investigate water waste complaints and provide education to customers on water conservation. Complete all meter reads weekly per the appropriate cycle. Inspect and maintain fire hydrants to provide fire protection services to customers. Measure water consumption through City water meters and ensure water meters are functioning and recording accurately. Program Expenditures FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget Personnel $1,808,209 $1,695,334 $1,656,200 $1,664,566 $1,768,817 Contractual $1,601,721 $2,328,664 $2,335,303 $2,232,132 $2,157,366 $395,055 $380,127 $585,805 $587,259 $751,175 $3,804,985 $4,404,125 $4,577,308 $4,483,957 $4,677,358 Commodities Total 163 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget ADMINISTRATION Deputy Public Works Director 1 1 1 1 1 Water Resources Manager 1 1 1 1 1 1 1 Personnel Summary Water Conservation Specialist Water Supervisor 1 DISTRIBUTION Operations Supervisor 1 1 1 Utility Technician 3 6 1 1 Utility Technician II 6 1 6 6 7 Sr. Utility Technician 3 2 2 2 2 1 1 1 1 Water Distribution Supervisor PRODUCTION Operations Supervisor 1 1 1 Utility Technician 5 5 3 Utility Technician II 1 Sr. Utility Technician 2 Water Quality Technician III Water Quality Technician II Environmental Compliance Supervisor 2 2 5 3 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 ENVIRONMENTAL QUALITY 164 Program Measures Reduction of total annual consumption of top 1% of single family customers Submit ADWR and CAGRD reports on time with minimal need for revision. Educational visits made within two (2) business days of request Valid meter reads Fire hydrants out of service at any given time Fire hydrants operated and inspected yearly Number of business days to provide dead meter replacement after verification Water production capacity above maximum demand Storage tanks cleaned and have interior and exterior paint coating conditions inspected Backflow annual certification compliance rate 165 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target - 19.4% 10% 3% 10% - - 98% on time 98% on time 98% on time - 100% 100% 100% 100% 98% 99% 99% 99% .01% .01% .01% .01% 100% 100% 100% <10 days <10 days <30 days 20% 25% 20% 30% 20% 30% 90% 85% 90% 100% <15% 25% 54% 92% Wastewater Services Strategic Goal(s)     Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Program Description 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. 2012- 13 Goals  Effectively manage wastewater services. 2012-13 Objectives  Maintain a 20% wastewater production capicity buffer above the maximum demand to provide service during peak and demand emergenc flows and provide for growth and exonomic development. FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget $1,397,458 $1,452,154 $1,395,730 $1,389,927 $1,522,193 Contractual $973,419 $1,369,984 $1,241,105 $1,409,034 $1,105,453 Commodities $192,798 $272,371 $304,800 $304,366 $446,305 $2,563,675 $3,094,509 $2,941,635 $3,103,327 $3,073,951 Program Expenditures Personnel Total 166 Personnel Summary FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget 1 1 1 1 1 ADMINISTRATION Deputy Director Wastewater Superintendent COLLECTION SYSTEM Operations Supervisor 1 1 Utility Technician 2 3 Utility Technician II 3 Sr. Utility Technician TREATMENT PLANT – CORGETT WWTP Utility Technician 1 2 1 1 3 3 1 1 1 1 1 1 1 1 1 1 Utility Technician II 1 Sr. Utility Technician 1 Maintenance Mechanic 2 1 TREATMENT PLANT - RVWRF Utility Technician II Environmental Compliance Officer Environmental Compliance Supervisor 167 3 2 1 1 1 Program Measures Adherence to EPA and governmental standards Backflow annual certification compliance rate Sanitary sewer overflows per year 2 major hot spots cleaned quarterly System miles cleaned annually (20% of entire system) Sewer miles smoke tested annually Sewer lift stations inspected annually Pumps inspected and maintained annually to reduce additional repair/replacement cost Compliance with EPA, ADEQ, Maricopa County, and local standards Cost of chemicals per thousand gallons treated 168 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target 100% 100% 100% 92% 90% 85% 90% 0 0 0 0 2 2 2 2 27 45 45 45 0 3 3 3 12 12 12 12 3 24 24 24 100% 100% 100% 100% 100% .08 / 1000 gallons Parks and Recreation Department 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. FY12 Accomplishments   Increased Spring Training Attendance by 21%. Completed park field renovations at Falcon Park. Completed a Community Garden in memory of Christian Garcia in partnership with the North subdivision Neighborhood Alliance at Parque De Paz.  Increased girls only sports program participation by 82%. Increased senior trip participation by 25%. Hosted the Summer Feeding program at Loma Linda Community Center.  Goodyear’s history is celebrated in two community art projects completed this year at Palmateer Park and Goodyear Community Park. Parks Department FY13 Operating Budget $8,063,981 By Division 169 Parks Administration Maintenance $2,815,739 $2,739,190 Recreation & Aquatics Stadium $1,423,666 $1,085,386 Parks Administration Strategic Goal(s)     Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Program Description Parks Administration 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. 2012-13 Goals    Upgrade, enhance and develop park facilities that support unique neighborhood identities with strong connectivity to promote community interaction, healthy lifestyles, and enjoyment. 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. Upgrade, enhance and develop park facilities that support unique neighborhood identities with strong connectivity to promote community interaction, healthy lifestyles, and enjoyment. 2012-13 Objectives    Manage and maintain public lands efficiently and effectively. Implement "green" maintenance methods for parks system to preserve natural resources and reduce costs. Identify and implement alternative resources for management and maintenance of parks system. FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget Personnel $1,238,923 $1,215,057 $1,267,304 $1,267,304 $1,306,668 Contractual $1,378,857 $1,254,515 $1,328,421 $1,324,421 $1,394,421 $88,541 $124,014 $110,650 $114,650 $114,650 $2,706,321 $2,593,586 $2,706,375 $2,706,375 $2,815,739 Program Expenditures Commodities Total 170 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget Parks Foreman 1 1 1 Parks Supervisor 1 1 1 Personnel Summary Parks Worker I 4 5 2 4 Parks Worker II 6 7 5 7 4 Parks Worker III 8 8 6 7 6 Parks & Recreation Director 1 1 1 1 1 Right of Way Worker III Program Measures Establish Cost per acre maintenance standard for existing parks Establish cost per sq foot maintenance standard for existing ROWs $8000 reduction in refuse expenses through establishment of Green Waste Program Implement “Smart Use Water Study” recommendations to reduce irrigation water consumption Work with Human Resources to increase volunteer man hours for maintenance of parks system 171 2 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target $8,288 $9,000 $9,000 $10,000 $0.07 $0.10 $0.10 $0.10 $8,413 $9,660 $9,660 $10,000 5% 6% 6% 6% 366 500 500 550 NA NA NA NA NA Parks – Ballpark Maintenance Strategic Goal(s)    Fiscal and Resource Management Sense of Community Quality of Life Program Description The Ballpark Maintenance Division is responsible for the 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 and surrounding right of ways and common areas. 2012-13 Goals  Operate and maintain facility according to Major League Baseball standards. 2012-13 Objectives  Manage and operate efficiently and effectively, while delivering the highest quality services. FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget $1,276,164 $1,265,379 $1,265,379 $ 1,330,957 Contractual $974,317 $892,060 $942,582 $ 908,860 Commodities $229,521 $502,373 $490,373 $ 499,373 $2,480,002 $2,659,812 $2,698,334 $ 2,739,190 Program Expenditures Personnel Total 172 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget Ballpark Supervisor 1 1 1 1 Grounds Equipment Mechanic 1 1 1 1 Groundskeeper I 4 4 4 5 Groundskeeper II 9 9 9 8 Groundskeeper III 3 3 3 3 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target 10,000 6,500 8,000 10,000 4.5 4.74 4.71 4.7 Personnel Summary Program Measures Utilize volunteer hours to reduce costs Overall fan experience ratings (on a scale of 1-5 with 5 being the best possible rating) 173 Parks – Ballpark Operations Strategic Goal(s)    Fiscal and Resource Management Sense of Community Quality of Life Program Description The Ballpark Operations Division is responsible for the business operations of the Goodyear Ballpark and Recreational Complex. The 108 acre site is the Spring Training and Year-round Player Development Home of the Cincinnati Reds and Cleveland Indians and is comprised of a 10,311 seat stadium and related facilities and amenities. Business operations include tickets sales, concessions, sponsorship and corporate sales, marketing as well as event recruitment, development, coordination and facilitation. 2012-13 Goals   Increase Spring Training attendance. Maximize Spring Training / Non-Spring revenue opportunities. 2012-13 Objectives   Implement a competitive marketing and promotional campaign focused on capturing both local and out of area attendees. Achieve budgeted revenue goals. Program Expenditures FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget Personnel $1,946,014 $730,758 $693,462 $664,240 $702,746 Contractual $1,244,603 $284,562 $320,980 $320,180 $320,680 $610,656 $53,620 $66,460 $57,960 $61,960 $3,801,273 $1,068,940 $1,080,902 $1,042,380 $1,085,386 Commodities Total 174 Personnel Summary FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget 1 1 1 1 1 1 1 Administrative Assistant Ballpark Manager 1 1 Sports Turf Supervisor 1 2 Parks Worker I 5 6 9 Parks Worker II 6 3 1 Ballpark Coordinator 3 3 Groundskeeper I 1 1 Groundskeeper II 3 3 Groundskeeper III 2 2 Ballpark Foreman 1 Parks Worker III 1 1 Ballpark Coordinator Bus. Dev. 1 1 2 Ballpark Coordinator Ticket Ops 1 1 1 1 1 Ballpark Supervisor Program Measures Increase total attendance at Spring Training games to achieve 150,000 Increase attendance of people who reside outside of Maricopa County to achieve 75,000 Number of tickets sold through promotions Increase Spring Training Revenue to achieve a target of $1.1M Increase Non-Spring Training Revenue to achieve a target of $250,000 Increase sponsorship revenue to achieve a target of $400,000 175 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target 127,000 150,000 112,794 136,714 150,000 n/a 75,000 69,932 75,192 75,000 n/a 10,000 16,883 24,009 20,000 $1,400,000 $1,100,000 $932,889 $1,100,000 $1,100,000 $170,000 $250,000 $250,000 $265,000 $265,000 $325,000 $400,000 $400,000 $392,000 $400,000 Parks - Recreation Administration Division Strategic Goal(s)     Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Program Description The Recreation Division enhances the quality of life of Goodyear residents by providing numerous programs and services including but not limited to youth, adult and senior sports programs, enrichment programs, facility rentals, and special events. 2012-13 Goals    To develop user fees in association with Department cost recovery policy. Increase the number of youth participants in CURRENT Parks and Recreation programs, thereby enhancing the opportunities for physical activity levels and life skill development. Maximize resources through equitable partnerships to leverage facilities and open development opportunities and achieve efficient and effective operations. 2012-2013 Objectives    To increase user fee revenue generated by the Recreation Division. Participation in programs. Increase out of school programs in partnership with schools. FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget $175,751 $157,597 $173,456 $173,456 $188,671 Contractual $14,765 $239,624 $247,320 $247,070 $247,320 Commodities $28,158 $24,801 $37,731 $37,981 $37,731 $218,674 $422,022 $458,507 $458,507 $473,722 Program Expenditures Personnel Total 176 Personnel Summary Recreation & Aquatics Supervisor Recreation & Aquatics Coordinator Public Arts Specialist Recreation & Aquatics Programmer Program Measures Recover a percentage of expenses through user fees for programs and services Generate alternative Sources of Revenue (sponsorships) to aid in meeting cost recovery percentage Increase participation in youth programs Overall customer experience ratings (on a scale from 1-5 with 5 being the best possible rating) Increase participation in adult art programs Increase enrollment – participation numbers 177 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget 1 1 1 1 1 2 1 1 2 2 1 1 1 1 1 1 1 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target 30% 33% 33% 36% $10,500 $12,000 $12,000 $15,000 8% 5% 5% 5% 4 4 4 4 5% 15% 15% 15% 13% 5% 5% 5% n/a n/a 5% 4.0 n/a 25% Parks & Recreation – Aquatics Strategic Goal(s)     Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Program Description 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. 2012-13 Goals    To provide citizens with a diverse and comprehensive learn to swim program. Provide citizens with clean and safe aquatic facilities. To develop user fees in association with Department Cost Recovery Policy. 2012-13 Objectives    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. Reduce number of lifeguard rescues through proper "preventative" lifeguarding policy and procedures. To increase user fee revenue generated by the Aquatics Division. FY10 FY11 FY12 FY12 FY13 Actual Actual Budget Estimate Budget Personnel $564,129 $589,796 $627,571 $627,571 $627,464 Contractual $107,873 $209,322 $217,818 $201,818 $210,118 Commodities $120,052 $93,680 $104,662 $120,662 $112,362 Total $792,054 $892,798 $950,051 $950,051 $949,944 Program Expenditures 178 Personnel Summary Recreation & Aquatics Coordinator Program Measures Overall enrollment success rate on swimming classes Annual swimming lesson attendance Overall customer experience ratings (on a scale of 1-5 with 5 being the best possible rating) Reduce number of life guard rescues 179 FY09 FY10 FY11 FY12 FY13 Budget Budget Budget Budget Budget 1 1 1 1 1 FY10 FY11 FY12 FY12 FY13 Actual Actual Target Estimate Target 85% 88% 90% 90% 90% 90% 90% 90% 90% 90% 4 4 4 n/a 4 5 3 5 n/a 12 WHAT IS A CAPITAL IMPROVEMENT PROGRAM? The Capital Improvement Program (CIP) is a five year financial plan designed to create, support, maintain and finance Goodyear’s present and future infrastructure needs. The CIP outlines project costs, funding sources and estimated future operating costs associated with each project. The plan is designed to ensure that improvements will be made when and where they are needed and that the City will have the funds to pay for and maintain them. Capital Projects are defined as: (1) one-time projects; (2) not maintenance related; (3) having assets of significant value; (4) generally costs over $50,000; (5) 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 reviewed and updated during each annual planning process. Capital improvement projects may consist of street projects, fire and police facilities, water and wastewater infrastructure and treatment plants, parks and recreation facilities, land beautification projects and major system enhancements. 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 projects are coordinated. The effective use of the CIP process provides for 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 to prepare for anticipate the future growth. For FY13, the capital project budget totals $4,350,895. The program takes into consideration all known capital improvement needs, while utilizing available revenue sources to meet those needs. 180 Fund # Fund Type FY12-13 001 General Fund $ 2,604,800 122 General Government $ 108,650 126 Transportation Impact Fees $ 789,877 121/131 Parks Impact Fees $ 201,000 128/136 Regional Transportation Impact Fees $ 8,000 417/452 Water Resources Impact Fees $ 386,998 416/451 Water Impact Fees $ 24,000 427/471 Sewer Impact Fees $ 155,570 124/132 Fire Impact Fees $ 24,000 125/133 Police Impact Fees $ 24,000 127/135 Library Impact Fees $ 24,000 TOTAL - All Sources $ 4,350,895 5-YEAR CAPITAL IMPROVEMENT PROGRAM By Project Type $12,000,000 Streets $10,000,000 Water $8,000,000 Parks $6,000,000 Technology $4,000,000 Wastewater $2,000,000 Art $‐ FY13 181 FY14 FY15 FY16 FY17 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 five-year plan. The plan is dynamic and updated from year to year as we strive to meet the future needs of the City. In preparing the 2013-2017 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 availability of funding. Revenues for the CIP are generated from voter-authorized bonds, development impact fees, grants or user fees from municipal utilities. The five year summary of projected CIP sources by type is provided below. FIVE YEAR CAPITAL IMPROVEMENT PLAN SOURCES Fund Type FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Total General Fund General Gov’t Impact Fees Transportation Impact Fees Regional Trans. Impact Fees Fire Impact Fees Police Impact Fees Library Impact Fees Parks Impact Fees Water Resources Impact Fees Water Impact Fees Wastewater Impact Fees Other Contributions TOTAL $2,604,800 $108,650 $789,877 $8,000 $24,000 $24,000 $24,000 $201,000 $386,998 $24,000 $155,570 $2,532,351 $811,000 $652,944 $1,961,083 $2,839,980 $2,629,046 $524,917 $675,664 $820,934 $340,220 $500,000 $1,200,000 $1,200,000 $57,820 $3,743,820 $4,500,000 $2,316,319 $11,531,963 $5,000,000 $527,167 $4,863,682 $12,567,260 $919,650 $3,464,336 $8,000 $24,000 $24,000 $24,000 $201,000 $3,627,218 $24,000 $9,655,570 $3,601,306 $34,140,340 $4,350,895 $9,649,980 FINANCING THE CAPITAL IMPROVEMENT PROGRAM Projects included in the CIP will form the basis for appropriations in the FY13 budget. The first year of the plan is the only year appropriated by City Council; it is called the Capital Improvement Plan Budget. The remaining four years serve as a guide for planning purposes and are subject to review on an annual basis. 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 impact 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. In addition to operation, maintenance, and debt service, the capital improvement program includes payas-you-go projects and grant matches that come directly from the operating budget. SOURCES OF FUNDING FOR CIP General Fund Revenues – General Government revenues such as taxes and surcharges that are not earmarked for specific uses are collected in the City’s General Fund. This fund is used to support vital government operations. As established by council policy, each year the City identifies specific one-time, non-recurring revenues from this fund that may be used to support capital needs. 182 General Obligation Bonds – General Obligation (GO) Bonds require voter approval and can be used to finance a variety of public capital projects. These bonds are a common source used to fund large-scale capital projects. Once this type of bond has been issued the debt service payments are funded by the revenue generated from local property taxes that are assessed by the City. 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) and the gas tax revenue allocation to pay debt service on street revenue bonds. 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, with the intent of new development paying its’ proportionate share of the costs associated with providing the necessary public infrastructure due to growth. These fees provide capital revenues that are needed to meet the necessary service demands placed on the City by new development. With the recent passage of new legislation, Senate Bill 1525, there have been changes made to the Development Impact Fees. The new legislation went into effect January 1, 2012. Significant changes include:     Several fee categories were discontinued. They are: Public Works fees, General Government fees and Reclaimed Water fees. The Reclaimed Water fee category is now included within the Wastewater Development Fee category. Mandated to update to the City’s Infrastructure Improvement Plan (IIP) by August 1, 2014. Some Development Fees changed in the amount collected per single family residence. Development of land use assumptions which include projections of change in land uses pursuant to the City’s General Plan. The City currently has nine fee categories including: Fee Category Project Type Arterial Streets Components for the arterial street improvements, traffic signals Regional Transportation Components for major bridge crossing over the Gila River. Police Police Stations Fire Fire Stations Parks and Recreation Components for community parks, recreation facilities Libraries Library facilities under 10,000 Square Feet. Wastewater Components for treatment projects, collection projects, and equipment. Water Development Components for water development projects, support facilities, and equipment. Water Resources Components for water resource projects 183 In addition to specific development related projects being funded with impact fees, an impact fee study and development of an Infrastructure Improvement Plan (IIP) will also be funded with impact fees every 2-3 years as deemed necessary by the City. Developer Contributions – Developers may provide the City with funding, 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 or service deemed to benefit primarily those properties. Bonds are issued to finance these improvements, which are repaid by assessments, through taxation on the properties. Improvement District debt is paid for by a special assessment made against the specific 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 CFDs. The City currently has ten CFDs. FY 13 CIP Funding Sources Utility Impact Fees, $566,568 13% General Gov't Impact Fees, $1,179,527 27% General Fund, $2,604,800 , 60% CIP REVIEW The CIP Review Committee meets regularly 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. Requests are 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 request submitted for funding: 184          Project start date Project completion date Location of the project Project Manager/Owner Project description Project Timeline Funding Categories Revenue Sources Projected Accomplishments Funding categories include the following, land, design, construction, art or furniture, fixtures, and equipment. Revenue sources include IGA’s, grants, contribution, bonds, etc. projected accomplishments or benefits may be in line with master plans or city goals. PLANNING PROCESS The capital planning process not only provides an orderly and routine method for 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 in the 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 to monitor their progress. 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. ANNUAL CIP PLANNING PROCESS Prepare Revenue Projection Adopt Final Plan with Annual Budget June 185 CIP Committee Prioritize Projects Create 1st Draft Adopt Tentative Plan May City Management Review Present Draft to Council The CIP brings together projects and needs identified through several capital planning processes such as; Master Plans, the City’s General plan, citizens requests and safety needs. The City of Goodyear will be updating its’ General Plan and several other Master Plans this year to meet the needs of the Community at large. These plans provide the foundation for both short term and long range planning of land use and infrastructure needs. They provide project priorities, timing and implementation strategies. Planning is critical to ensure a sustainable future for the City of Goodyear. Planning efforts such as those encompassed by the city’s General Plan and various master plans provide the city with a important planning tool. Goodyear General Plan The City is required by Arizona Revised Statutes to update the General Plan at least every ten years. The current General Plan was approved in November 2003. Although an update was due by 2013, the State Legislature approved a bill that extends the deadline until July 2015. The Goodyear General Plan 2025 update will be started in September 2012 and is expected to be completed by fall of 2014. This update will not only revisit the elements contained within the current General Plan, but will add a number of new elements which are required now that the city’s population exceeds 50,000. The General Plan is a long-range policy document that expresses a city's development goals, policies, and objectives relative to the distribution of future land uses, both public and private, as well as a number of other topics. Although each element of the plan addresses a different topic, they work together to form a future vision of the community and highlight the goals and policies of the City. Parks Master Plan The purpose of the City’s Parks Master Plan is to guide the development and preservation of all city parks through the community. The community driven 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. Transportation Master Plan The Transportation Master Plan will provide direction and guides the development and delivery of the transportation system. The transportation system includes public streets and public transit. This plan will identify projects, priorities and programs. The public will benefit from the systematic planning of public streets and public transit to ensure that the short-term and long-term needs of the City are met through responsible planning and prioritization of transportation projects. Brine Management Study - Deep Well Injection The City of Goodyear intends to partner with ADEQ and other interested Valley Cities to study the viability of deep well injection for disposal of brine from the Bullard Water Campus Reverse Osmosis (RO) Facility. The City is looking to define the permitting requirements for implementation of the full-scale program, should the study prove that deep well injection of brine is environmentally, financially, and technically feasible. 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 rebudgeted (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 ongoing 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. 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. 186 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 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 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. For additional information on specific projects and overview of program funding, please refer to the Capital Improvement Plan Section of this budget document. 187 DEBT SERVICE Bond financing is primarily used to finance long term capital projects. The City’s debt plan analysis and bonding limits are determined by State statutes, available revenues, ability to pay, and existing outstanding debt. When deciding which debt financing alternative is best in planning for future bond sales and identifying available revenues for servicing principal and interest payments, there are several types of bonds. In the Capital Improvement Plan over the next five years, there are no new bond sales are planned. FY13 Debt Service by Type Improvement District, 14% Utility Revenue Bonds, 10% Public Improvement Corporation (PIC) Bonds, 34% Water Infrastructure Authority (WIFA Loan), 4% FY 13 Total Debt Service $25,144,863 GO Bonds, 38% General Obligation Bonds (GO) All projects funded with General Obligation bonds require voter approval through a city-wide election. GO Bonds are backed by the taxing authority of the City. State law states the total value of General Obligation bonds issued for capital improvement projects for water, wastewater, artificial light, open spaces, parks, playgrounds, and recreational facilities, public safety, law enforcement, fire and emergency services facilities, and streets and transportation facilities cannot exceed 20% of the assessed valuation. The total value of General Obligation bonds issued for all other purposes other than those listed above cannot exceed 6% of the assessed valuation. The City has its general obligation credit reviewed by two national bond rating agencies. In May 2010, the Cities GO bond ratings were upgraded by Standard & Poor and Moody’s. These increases in ratings will generate significant savings for the City of Goodyear in favorable interest rates. GENERAL OBLIGATION BOND RATING (GO) Moody’s Standards 188 Aa2 AA- Revenue Bonds Revenue bonds are used to finance projects that have an identifiable revenue source. Most are used to fund utility projects, backed by user fees of the utility. Revenue bonds also require voter approval, and are limited only by the ability of the revenue source to support the debt service. Like GO bonds, the interest rate is determined by the bond rating. In March 2011, Goodyear’s rating was raised by both rating agencies. REVENUE BOND RATING Moody’s Standards A2 A+ Public Improvement Corporation (PIC) Bond Public Improvement Corporation (PIC) is a non-profit corporation created by the City as a financing mechanism for the purpose of financing the construction or acquisition of City capital improvement projects. PIC bonds are secured by excise tax or other undesignated General fund revenues. These bonds can be issued without a vote of the citizens and without limitation as to interest rate or amount. PUBLIC IMPROVEMENT CORPORATION (PIC) BOND Moody’s Aa3 Improvement District Bonds Improvement District bonds are used to finance infrastructure projects for multiple property owners that have created an Improvement District. The creation of the district requires a majority of the owners within the proposed district to agree on the formation of the district. The debt service is paid by the collection of property assessments levied on the property within the district. IMPROVEMENT DISTRICT BOND RATING Moody’s A1 Water Infrastructure Finance Authority (WIFA) WIFA is a low interest loan provided by the Arizona Clean Water State Revolving Fund. These funds are eligible to fund: water and energy efficiency projects, green infrastructure, construction of wastewater treatment plants, wastewater facilities expansions, water reclamation facilities expansions and construction of district sewer collection systems. 189 DEBT MANAGEMENT BEST PRACTICES      190 Debt will only be used to finance long term capital improvement projects and will not be used to finance reoccurring operating expenses. Debt term should match useful life of the project. All projects funded with GO bonds can only be undertaken after voter authorization through a citywide election. State law states, the total value of GO bonds issued for capital improvement projects for water, wastewater, artificial light, open spaces, parks, playgrounds, and recreational facilities, public safety, law enforcement, fire and emergency services facilities, and streets and transportation facilities cannot exceed 20% of the assessed valuation. The total value of GO bonds issued for all other purposes other than those listed above cannot exceed 6% of the assessed valuation. FIVE YEAR CAPITAL IMPROVEMENT PLAN PROJECT SUMMARY FOR FY2013 - 2017 5 YEAR PLAN NON-UTILITY Art Projects AT0701 Public Art Parks Projects Parks Master Plan Loma Linda Park Design Landscape Improvements Yuma Road Impact Fee Study Impact Fee Study EIS Study Facility Projects Police Communications Center Public Works Corp Yard Design/Construction PW Facility Wash Rack and Fuel Site Street Projects Traffic Signal System Fiber -Pebblecreek, Van Buren to Indian School Fiber - Van Buren Estrella to Cotton Lane Traffic Signal System/ITS Fiber -McDowell/Litchfield to Sarival Traffic Control System Conduit Fiber -Indian School/ Litchfield to 303 I-10/303 I-10/303 Landscape, IGA with ADOT Street Improvements Sidewalk, Centera Desert Edge High School Median Landscaping (various locations) Yuma and Bullard, Intersection Improvements Yuma Sidewalk 165th Ave. to Sarival Transportation Master Plan West Airport Entrance Bullard and Van Buren/Intersection Improvements Sarival, Van Buren to I-10, Street Improvements Indian School Rd. from SR303 to West of Sarival, Van Buren, Estrella to Sarival ST0508 Traffic Signals Indian and Cotton Lane ST0602 MC85, Estrella Pkway to Cotton Lane (IGA) Message Boards, Estrella at Mc85 and McDowell ST0603 SR303 ROW Arterial Streets Support Appurtenances Speed Humps Traffic Control I-10 and 303 Stadium Infrastructure 303 ROW Property Acquisition Bullard I-10 to Van Buren Technology Projects ERP Solution RWC Radio Project ITS Upgrades ITS Data Communications New Phone System NON-UTILITY TOTALS 191 FY 12 Carryover FY12-13 FY13-14 102,352 − FY14-15 66,598 FY15-16 76,000 FY16-17 116,000 50,000 − 250,000 − 190,393 − − 16,044 − − − − − − − − – – – − 121,298 200,000 − 120,000 − − − − − − − − − − − − − − − − − − − 210,000 − − − 30,000 194,862 55,000 − 3,498,040 − 1,593,024 − 1,173,253 − − − 221,994 − − − − − − − − − − − − − − − − 14,731 − − − − − 12,761 5,700,000 15,255 100,000 − − − − − $350,000 − − 258,010 − − − − − 1,755,628 120,000 50,000 − − − − − 4,606,138 534,424 41,857 472,607 18,414,171 153,027 − − − − 3,856,327 − − 109,800 − − − − − − − − − − − − − − − − − − 5 Year Total − 360,000 − − − − 45,000 − − − − − − 52,000 − − − − − − 409,296 − − − − − − − $30,000 − − $220,000 220,000 $1,250,000 − − − − 30,000 − − − − − 1,000,000 − $350,000 $650,000 876,132 $900,000 − − − $539,644 1,499,980 $200,000 $1,000,000 − − $900,000 − 1,400,296 − − − 100,000 − − − − − − − − − − − − − − − − − − − − − − − − 308,598 250,000 – – 200,000 120,000 − − − − 210,000 420,000 60,000 $1,046,973 − − − 3,996,295 − − − − − − − − − − 2,486,000 − − − − − 3,515,644 3,449,980 − 75,000 194,862 107,000 − 519,096 − 30,000 440,000 1,250,000 30,000 350,000 1,000,000 1,000,000 2,034,142 2,039,624 1,200,000 900,000 1,400,296 100,000 1,755,628 120,000 50,000 − − − − 1,200,000 − − − − 17,304,246 UTILITIES Water Projects WA0510 CAP M-I Charges (3,531 AC/FT) WA0522 Adaman Water Interconnect CGARD Recharge New Transmission Lines Water line Litchfield and Mc85 Ground Water Replenishment Wastewater Projects WW0403 GRAF Capacity Expansion Brine Management Reclaimed Water System I-10/303 Landscape Reclaim System Expansion Regulatory Compliance Improvements Scada System Expansion Sat Site #1 GWRF Capacity Expansion 157th Ave. Lift Station Upgrade RVWRF Regulatory Compliance Reclaimed System Expansion Corgett Capacity Expansion UTILITY TOTALS _ _ 1,377,370 12,940 66,307 352,858 751,816 183,631 872,933 106,258 159,514 956,323 1,261,012 8,369,418 COMBINED TOTALS 26,783,589 4,350,895 192 261,627 370,037 − 601,657 227,149 807,986 250,000 250,000 527,167 $90,220 − − − − − − − − − 200,000 200,000 1,100,000 2,316,319 − 3,601,306 1,000,000 1,000,000 2,503,218 − − − − − − − − − − − 131,570 − − − − − − − − − − − − 494,568 − − − − − − − − − − − − − − − − − − − − − − − − − − 112,998 − − − − − − − − − − − 200,000 757,820 300,000 867,387 1,257,820 4,863,682 3,743,820 4,500,000 5,000,000 − − − − − − − − − − − − 8,016,319 6,200,000 9,500,000 − − − − − − − − − − − − 16,836,094 11,531,963 9,649,980 34,140,340 City of Goodyear CIP Projects FY13 - FY17 101510 101820 AT0701 101810 Art, Parks and Technology Legend Art Project 0 0.125 0.25 Miles 193 0.5 Park Project Technology Project                 !                           ! " #  $" %"  &  '   &)    %* +"     " , "  -../   ""  * #  0     1   23&345  #   2-&655&555   (  "  "#  $%#  %&  %# )  -66 7 '! 8  87   25 2-59&345 29--&555 25 25 25 55- 8  '"  25 2::&/;; 26/4&.;/ 25 25 25   )  *   )* - 194 $" %"     -5-4-5 %&   %& ' %# ) %& '( %& ( %&                  !       =  "   &        <        7 "   , &   * +"     7 "   ,  #  0     1   25  #   2.6/&4.9  "#  $%#  %# ) %# )  55- 8  '"    )  *   )* : 195 " > >5;5- %&  %&   25 25 %& ' 233&4.9 %& '( 2;3&555 %& ( 2--3&555 %&  245&555                 !        ,       #          +"     #  0     1   25  #   2655&555  "#  $%#  %&  %# )  :64 7 '! %, 25 26:&555 25 25 25 25 -63 7 '!     25 26:&555 25 25 25 25 :-3 7 '!   25 26:&555 25 25 25 25 :-; 7 '!  " 25 26:&555 25 25 25 25 -6: ' 7 ' 25 26:&555 25 25 25 25 -6;  7  ' 25 26:&555 25 25 25 25 -6-  < 25 26:&555 25 25 25 25 -64  7 ' 25 26:&555 25 25 25 25 -69       25 29&555 25 25 25 25 6 196 %&   %& ' %# ) %& '( %& ( %&                  !        ,        <        +"     #  0     1   25  #   2645&555  "#  $%#  %&  %# )  55- 8  '"  25 2;/&555 25 25 25 25 -6-  < 25 2-;;&555 25 25 25 25   )  *   )* 4 197  <  1  ?-5-9-5 %&   %& ' %# ) %& '( %& ( %&  N Litchfiel dR d N El Mirage Rd City of Goodyear CIP Projects FY13 - FY17 ia W In d nS ch l oo d R Pk e Av N Dysart Rd cre bl e 191370 ek N Cotton Ln W Wigwam Blvd eb NP ST0508 N S ar i v a l N Citrus Rd 101880 wy W Thomas Rd 101360 101500 ST1204 N Estrella Pkwy W Mcdowell Rd 101460 100630 W Van Buren St 101350 N Bullard Ave ST1202 W Mcdow ell R d 10 101930 101840 101470 100610 101420 101480 101850 W 101500 C M S Bullard Ave W W Broadway Rd 85 ST0602 0 85 0.25 0.5 Streets Legend Street Project 1 Miles SC W Vineya ott on y Pk w tre lla Es S Description Van Buren Improvements MC85 Improvements SR303 ROW AC sidewalk, Centera Desert Edge HS Pebblecreek, Van Buren to Indian School, fiber installation Van Buren Estrella to Cotton, Fiber installation McDowell Litchfield to Sarival, Fiber installation Traffic control system Conduit, for future fiber installation Indian school, Litchfield to 303 Fiber I-10/303 Landscape, IGA with ADOT Sidewalk, Centera Desert Edge HS, Safety issue Median Landscaping (various locations) Yuma and Bullard, Intersection improvements including Traffic Signal Yuma Sidewalk 165th to Sarival Transportation Master Plan West Airport Entrance Bullard and Van Buren complete intersection including traffic signal & alignment design Sarival, Van Buren to I-10, street improvements 4 lanes Indian School Rd. from SR303 to West of Sarival, widen to 4 lanes ST0508 Traffic Signals Indian and cotton, 1 additional Message Boards, Estrella at Mc85 and McDowell Message Boards, Estrella at Mc85 and McDowell rd Ave ve 3rd A S 14 Ln 198 Number 100610 ST0602 ST0603 101420 ST1202 101350 101360 ST1204 191370 101460 101420 101470 101480 101610 101840 101850 101930 100630 101880 ST0508 101500 101500 W Indian Springs Rd W Southern Ave Note Estrella to 161st Ave from Estrella to Cotton Cotton Ln and MC85 Yuma and Desert edge HS Pebblecreek, Van Buren to Indian School I-10 303 new stack S El Mirage Rd W Elwood St MC S Dysart Rd ST0603 101420 S Litchfield Rd 101610 S Sarival Ave S Citrus Rd W Yuma Rd Corner of Estrella and Yuma to the Post office. 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cdowell Rd N Estrella Pkwy N Cotton Ln N Sarival Ave 10 N Dysart Rd W M c do well Rd W Van Buren St S 195th Ave W Van Buren St W Thomas Rd N Litchfield Rd N Citrus R d N Perryville Rd W Thomas Rd N Bullard Ave N Pebblecreek Pkwy City of Goodyear CIP Projects FY13 - FY17 W W Elwood St 85 SC W Southern Ave S El Mirage Rd WW0403 S Dysart Rd S Es tre lla Pkwy C M 85 S Bulla rd Ave W Broadway Rd W S Perryville Rd W Broadway Rd W Southern Ave MC S Litchfield Rd S Citrus Rd S Sarival Ave W Yuma Rd ot t W Vi neya rd Ave on S 14 Ln e S 1 95th Ave v 3rd A W Indian Springs Rd Drainage, Wastewater, and Water Reclamation W Elliot Rd 0 0.375 0.75 S Es tre lla Pk wy Miles W Ray Rd 226 1.5 Legend Wastewater Project                 !            " <         A "     "  -4;>7*     '   '"" ,   7 * +"         "   < 3, 7      -      18   "",    7 ,     > * #  0     1   25  #   2.&455&555  "#  $%#  %# ) %# )  :64 7 '! %,   )  *   )* /6 227 8'   #(   5:5/ %&  %&   25 25 %& ' 25 %& '( 25 %& ( 2:&455&555 %&  24&555&555                 !            " <         , >#G,   +"     #  0     1   25  #   2-/-&4;5  "#  $%#  %# ) %# )  :64 7 '! %,   )  *   )* // 228 $ 1   -5-.65 %&  %&   25 2-/-&4;5 %& ' 25 %& '( 25 %& ( 25 %&  25 This page intentionally left blank. 229 This page intentionally left blank. 230 CIty of Goodyear FY 13 Annual Budget Total Sources and Uses Description FUND General Funds (001 - 099) General Fund 001 Impound Fees Fund 009 Total General Fund & Other Special Revenue (101-149) Highway User Revenue Fund (HURF) 101 LTAFI 103 Court Enhancement Fund 115 JCEF Fund 116 Fill-the-GAP 117 Total Special Revenue Development Fees (121-136) non-utilitiy Total Development Fees Grant Control (151 - 199) CDBG Grants (Community Grants) 151 Streets Grants 181 199 Miscellaneous Grants Total Grant Debt Service (201 - 240) Debt Service 201 Total Debt Service Special Assessment Debt (241 - 260) McDowell Rd Comm Corr ID 241 Total Special Assessment Debt Capital Projects (301 - 399) MAG 313 CIP - Dev. Contribution//Proposed 343 Total Capital Projects Enterprise Funds ( 401 - 499) Enterprise - Water 411 Water Reserve Fund 412 CIP - Water 413 FY11 Water Bonds 414 FY10 Water Bonds 415 421 Enterprise-Wastewater 423 CIP - Wastewater Wastewater Bonds 426 ARRA - WIFA Loans 428 Enterprise-Sanitation 431 Stadium Capital 445 Stadium Operating Fund 441 Utility Development Fees Total Enterprise Funds Trust and Agency Funds (501 - 599) Volunteer Firefighters Retirement 521 Total Trust and Agency ISF (601 - 699) 661 Information Technology Fleet Maint. 620 Fleet Reserve 621 Total ISF GRAND TOTAL ALL FUNDS 231 Est. Beg. Fund Balance as of July 1, 2012 Projected Revenues Transfers In Total Sources $ $ $ 20,847,842 $ 40,000 $ 20,887,842 $ 68,710,000 $ 105,000 68,815,000 $ 2,800,000 $ $ 2,800,000 $ 92,357,842 145,000 92,502,842 $ $ $ $ $ $ 111,000 30,000 30,000 10,000 181,000 $ 3,708,514 $ $ 60,000 $ $ 10,000 3,778,514 $ 1,000,000 $ $ $ $ $ 1,000,000 $ 4,819,514 30,000 90,000 10,000 10,000 4,959,514 $ 21,831,407 $ 2,066,174 $ - $ 23,897,581 2,030,000 2,030,000 $ $ 30,000 $ 30,000 $ 2,000,000 2,000,000 $ - $ $ $ $ $ $ 490,000 $ 490,000 $ 4,018,436 4,018,436 $ - $ $ 4,508,436 4,508,436 $ $ - $ $ 3,581,500 3,581,500 $ - $ $ 3,581,500 3,581,500 - $ $ 32,770,150 32,770,150 $ - $ $ $ 32,770,150 32,770,150 12,523,869 $ $ $ 2,314,681 $ 954,000 240,000 50,000 1,000 7,679,149 $ 445,000 770,000 $ $ 883,404 $ 5,700,000 $ 5,271,827 $ 24,309,061 $ 757,943 $ $ $ $ $ 450,000 $ $ $ $ $ $ 7,796,915 $ $ 9,004,858 $ 15,596,493 954,000 240,000 50,000 1,000 18,753,640 445,000 770,000 118,638 7,036,634 5,700,000 9,359,840 9,044,462 68,069,707 $ $ 361,676 361,676 $ - $ $ 361,676 361,676 $ 240,000 $ - $ $ $ 600,000 840,000 $ 68,930,986 $ $ $ $ $ 12,804,858 $ 240,000 600,000 840,000 233,521,406 $ $ $ $ $ $ $ $ $ $ $ 10,624,491 $ 118,638 6,153,230 1,562,925 $ 3,772,635 34,755,788 $ $ $ 151,785,562 $ - CIty of Goodyear FY 13 Annual Budget Total Sources and Uses Operations Capital Improvement Projects One-Time (and operations Long-Term Debt carryover) Contingency $ $ $ 56,376,575 $ 95,823 56,472,398 $ 4,093,049 $ 3,700,000 $ 619,500 $ 4,093,049 $ 3,700,000 $ 619,500 $ $ 3,890,155 $ 110,313 $ 800,000 $ 3,890,155 $ 110,313 $ 800,000 $ - $ $ - 12,178,786 $ 239,130 $ - $ $ - $ $ $ 30,000 30,000 $ $ $ - $ - 4,507,713 4,507,713 $ $ - $ - $ - $ $ $ - $ - $ - $ $ 3,577,935 3,577,935 $ $ - $ - $ - $ - $ 5,634,066 $ $ 5,270,385 $ $ 5,535,264 $ $ $ $ $ 4,677,358 $ $ $ 3,073,951 $ $ $ $ 5,245,761 $ 3,824,576 $ 16,821,646 $ $ - $ 239,181 47,200 856 940,355 444,707 767,286 118,638 5,700,000 6,464,113 $ 14,722,336 $ - $ $ $ $ $ $ $ 1,314,330 1,314,330 $ - $ 16,439,715 $ - $ 240,000 1,982,940 1,982,940 $ 79,167,139 $ 232 $ $ 31,134,484 $ 600,000 840,000 $ 6,893,460 $ $ 25,144,863 $ Total Expenditures 16,347,842 $ $ 16,347,842 $ $ $ $ $ $ $ $ $ $ $ $ $ 2,000,000 $ 2,000,000 $ $ $ $ $ $ $ $ $ 32,770,150 $ 32,770,150 $ $ 225,000 $ $ $ $ $ 300,000 $ $ $ $ $ $ $ $ 525,000 $ $ $ $ $ $ $ $ $ 51,642,992 $ 81,136,966 95,823 81,232,789 4,800,468 4,800,468 12,417,916 2,030,000 2,030,000 4,507,713 4,507,713 3,577,935 3,577,935 32,770,150 32,770,150 10,536,424 239,181 47,200 856 9,584,691 444,707 767,286 118,638 5,245,761 5,700,000 9,359,840 7,778,443 49,823,027 240,000 1,982,940 600,000 2,822,940 193,982,938 Total Uses Transfers Out $ $ 8,796,915 $ $ 8,796,915 $ $ $ $ $ $ $ $ $ - $ $ - $ $ $ $ 2,030,000 2,030,000 $ - $ $ 4,507,713 $ 4,507,713 $ 723 723 $ - $ $ 3,577,935 $ 3,577,935 $ 3,565 3,565 $ - $ $ 32,770,150 $ 32,770,150 $ - $ $ $ 1,200,000 $ $ $ $ $ 700,000 $ $ $ $ 900,000 $ $ $ 1,207,943 $ 4,007,943 $ $ - $ $ $ $ $ $ $ $ $ $ $ 12,804,858 $ 89,933,881 95,823 90,029,704 4,800,468 4,800,468 Estimated Ending Balance June 30, 2013 $ $ $ $ $ $ $ $ $ $ 2,423,961 49,177 2,473,138 19,046 30,000 90,000 10,000 10,000 159,046 12,417,916 $ 11,479,665 11,736,424 239,181 47,200 856 10,284,691 444,707 767,286 118,638 6,145,761 5,700,000 9,359,840 8,986,386 53,830,970 240,000 600,000 840,000 204,804,856 $ $ $ $ - $ $ $ $ $ $ $ $ $ $ $ $ $ $ 3,860,069 954,000 819 2,800 144 8,468,949 293 2,714 890,873 58,076 14,238,737 $ $ 361,676 361,676 $ $ $ $ $ 28,716,550 FY 13 SCHEDULE 2 - ALL REVENUES DESCRIPTION FY 2009 Actuals FY 2010 Actuals FY 2011 Actuals FY 2012 Estimate FY 2013 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 Urban Revenue Sharing Auto Lieu State Shared Sales Tax Total State Revenues Charges for Services General Government Rentals Recreation Fees Aquatics Fees Community Development Public Safety Fines Building Safety Total Charges for Services Investment Earnings Earnings on Investments Total Investment Earnings Miscellaneous Revenue Donations Bank Charges Discounts Taken CFD Refunds & Rebates City Store Other Total Miscellaneous Revenue Total General Fund $ $ $ $ $ $ 4,815,107 12,779,596 22,144,386 2,195,747 41,934,836 $ $ $ $ $ $ 5,291,736 5,365,077 25,715,968 2,233,909 38,606,690 $ $ $ $ $ $ 6,848,929 3,252,326 29,346,296 2,316,820 41,764,371 $ $ $ $ $ $ 7,314,360 3,605,470 31,444,211 2,430,783 44,794,824 $ $ $ $ $ 21,924 70,824 92,748 $ $ $ $ 166,725 5,475 15,925 188,125 $ $ $ $ 212,700 1,250 157,210 371,160 $ $ $ $ 209,473 726 66,165 276,364 215,000 2,000 3,400 220,400 $ 2,239,680 $ 707,980 $ 13,783 $ 186,645 70,000 $ $ $ $ 6,855,644 1,678,823 3,676,853 12,211,320 $ $ $ $ 5,966,583 1,549,573 3,391,361 10,907,517 $ $ $ $ 4,498,039 1,518,419 3,519,229 9,535,687 $ $ $ 5,439,582 2,148,698 5,045,088 12,633,368 6,667,096 2,163,966 5,458,311 14,289,373 $ $ $ $ $ $ $ $ $ 230,870 50,355 306,618 50,421 4,771,321 70,680 584,719 24,054 6,089,038 $ $ $ $ $ $ $ $ $ 711,314 30,864 238,786 49,019 813,370 169,017 753,943 3,128,562 5,894,875 $ $ $ $ $ $ $ $ $ 781,720 28,329 282,437 43,115 905,414 109,965 751,695 3,408,693 6,311,368 $ $ $ $ $ $ $ $ $ 702,346 38,671 264,550 37,940 983,945 224,373 702,614 3,161,005 6,115,444 510,500 42,000 265,500 49,900 769,100 121,000 693,400 3,295,000 5,746,400 $ $ 57,641 57,641 $ $ 37,383 37,383 $ $ 52,019 52,019 $ $ 91,577 91,577 110,500 110,500 $ $ $ $ $ $ $ $ (6) 237 837 1,468,473 4,004 1,121 53,597 1,528,263 $ $ $ $ $ $ $ $ (6,958) 584 874 554,027 8,507 363 23,632 581,029 $ $ $ $ $ $ $ $ 4,389 (556) 671 500,245 11,755 137 13,378 530,019 $ $ $ $ $ $ $ $ 5,500 100 150 500,000 11,473 100 67,218 584,541 6,000 500 750 400,000 3,000 8,488 418,738 $ 64,153,526 $ 56,923,599 $ 58,578,407 $ 64,682,763 68,710,000 $ 3,097,795 - $ - $ - - $ - $ - - $ - $ - - $ 7,593,094 5,000,000 32,726,495 2,535,000 47,854,589 SONORAN VALLEY FUND (003) Charges for Services General Government Investment Earnings Earnings on Investments Total Sonoran Valley Fund $ - $ $ $ $ 3,097,795 $ - $ 170,848 $ 152,740 $ 110,118 $ 107,000 105,000 $ 170,848 $ 152,740 $ 110,118 $ 107,000 105,000 $ 3,261,432 $ $ 3,016,810 10,080 2,660,461 $ 3,209,254 3,708,514 $ $ $ 11,022 91,000 412 $ 3,311,688 IMPOUND FEES FUND (009) Charges for Services Public Safety Total Impound Fees Fund HIGHWAY USER REVENUE FUND (101) Intergovernmental Revenue State Revenue & Grants Advertisment Permit Fees Other/Reimbursements Earnings on Investments Total Highway User Revenue Fund 233 $ 4,755 $ 816 $ 14,650 22,253 188 $ 3,266,187 $ 3,027,706 $ 2,697,552 3,708,514 FY 13 SCHEDULE 2 - ALL REVENUES DESCRIPTION FY 2009 Actuals FY 2010 Actuals FY 2011 Actuals FY 2012 Estimate FY 2013 Budget LOCAL TRANSPORTATION ASSISTANCE FUND (102) Intergovernmental Revenue State Revenue & Grants Earnings on Investments Local Transportation Assistance Fund $ 2,092 $ $ 287,004 - $ $ - $ $ - - $ 2,092 $ 287,004 $ - $ - - $ 890 $ 836 $ - $ - - $ 890 $ 836 $ - $ - - REPLACEMENT FUND (110) Investment Earnings Earnings on Investments Total Replacement Fund Court Enhancement (115) Fees Court Enhancement Fee $ 17,430 $ 71,926 $ 71,663 $ 55,000 60,000 Total Replacement Fund $ 17,430 $ 71,926 $ 71,663 $ 55,000 60,000 Court Fee $ 93,353 $ 18,706 $ 16,894 Total Replacement Fund $ 93,353 $ 18,706 $ 16,894 $ - - Court Fee $ 35,619 $ 7,994 $ 9,064 $ 7,405 10,000 Total Replacement Fund $ 35,619 $ 7,994 $ 9,064 $ 7,405 10,000 $ $ 272,583 32,643 $ 325,392 7,227 $ 258,710 5,332 $ $ 384,483 2,116 456,415 6,022 $264,042 $ 386,599 462,437 JCEF (116) Fees Fill the Gap (117) Fees DEVELOPMENT FEES - PARKS/COMTY FACIL. (131) Development Fees Earnings on Investments Total Development Fees - Comm. Facilitie $305,226 $332,619 DEVELOPMENT FEES - GENERAL GOVERNMENT (122) Development Fees Earnings on Investments $ $ 923,373 7,148 $ $ 666,139 10,865 $ $ 638,435 6,384 $ $ 327,719 2,639 - Total Development Fees - Gen. Govt. $ 930,521 $ 677,004 $ 644,819 $ 330,358 - Development Fees Earnings on Investments $ $ 321,340 19,835 $ $ 241,448 18,534 $ $ 224,603 12,473 $ $ 117,453 4,091 - Total Development Fees - Public Works $ 341,175 $ 259,982 $ 237,076 $ 121,544 - Non-Utility Dev Fees Earnings on Investments $ $ 709,591 $ (878) $ 663,973 1,311 $ $ 453,582 2,576 $ $ 368,981 148 676,160 1,215 Total Development Fees - Fire $ 708,713 $ 665,284 $ 456,158 $ 369,129 677,375 Non-Utility Dev Fees Earnings on Investments $ $ 560,430 25,113 $ $ 416,324 24,408 $ $ 294,285 14,850 $ $ 289,169 4,788 242,636 - Total Development Fees - Police $ 585,543 $ 440,732 $ 309,135 $ 293,957 242,636 $ $ $ 761,540 $ 41,671 $ (566) $ 266,910 298,500 2,886 $ $ $ 338,615 1,804 $ $ 328,888 583 371,384 1,167 802,645 568,296 $ 340,419 $ 329,471 372,551 DEVELOPMENT FEES - PUBLIC WORKS (123) DEVELOPMENT FEES - FIRE (132) DEVELOPMENT FEES - POLICE (133) DEVELOPMENT FEES - ARTERIAL STREETS (134) Development Fees Reimburement Expense Earnings on Investments Total Development Fees - Transportation $ $ DEVELOPMENT FEES - LIBRARY (135) 234 Development Fees Earnings on Investments $ 152,520 $ 8,742 $ (74,807) $ 6,227 $ 169,740 3,436 $ $ 149,019 1,333 232,060 4,126 Total Development Fees - Library $ 161,262 (68,580) $ 173,176 $ 150,352 236,186 $ FY 13 SCHEDULE 2 - ALL REVENUES DESCRIPTION FY 2009 Actuals FY 2010 Actuals FY 2011 Actuals FY 2012 Estimate FY 2013 Budget DEVELOPMENT FEES - REGIONAL TRANSPORTATION (136) Development Fees Earnings on Investments $ Total Development Fees - Transportation $ 35,075 35,075 $ $96,805 6 $ $ 96,295 24 $ $ 138,809 16 74,812 177 $ 96,811 $ 96,319 $ 138,825 74,989 CDBG GRANTS (COMMUNITY GRANTS) (151) $ 265,847 $ 167,801 $ - Total CDBG Grants (Community Grants) $ Federal Grants 265,847 $ 167,801 $ - $ 1,001 $ $ 123,442 Total CDBG Grants (Community Grants) $ 1,001 $ - $ 123,442 $ - - $ - - $ - - $ - - - Housing &Urban Development Grants (152) Transfer from General Fund Federal Grants 0 POLICE GRANTS (171) Federal Grants State Revenue & Grants $ $ 256,957 97,910 $ $ 492,998 - $ $ - Total Police Grants $ 354,867 $ 492,998 $ - $ 324,179 $ 64,612 $ $ $ - FIRE GRANTS (175) Intergovernmental Revenue Federal Grants State Revenue & Grants Other $ 22,206 $ 346,385 $ 64,612 $ - Grants Other $ $ 176,840 69,143 $ $ 758,583 91,042 $ $ 1,942,549 - Total Street Grants $ 245,983 $ 849,625 $ 1,942,549 $ - Federal Grants Grants - FY 11 Carryover State Revenue & Grants (MAG) Local Grants Misc. Proposed Grants $ $ $ - $ - $ - $ - $ - $ - $ - Total Misc. Grants $ - $ - $ - $ - $ 9,118,241 $ 14,899 $ $ $ $ 9,332,149 301 - $ $ $ $ 5,683,886 - $ $ $ $ 4,487,578 500 - 4,018,436 - $ 9,133,140 $ 9,332,450 $ 5,683,886 $ 4,488,078 4,018,436 $ 18,969 $ 3,552,747 $ $ $ 2,207,700 1,382,196 1,450 $ $ $ 2,207,700 1,382,196 1,450 $ 18,969 $3,591,346 $ 3,591,346 Total Fire Grants STREET GRANTS (181) MISCELLANEOUS GRANTS Intergovernmental Revenue 2,000,000 2,000,000 DEBT SERVICE (201) General Revenues Property Taxes Interfund Transfers Interest Proceeds - LT Liabilities Total Debt Service McDowell Improvement District (241) Proposed Improvement District Assessments Interfund Transfers Interest Total McDowell Bonds $ Maricopa Co. Association of Governments (MAG Grants 313) State Revenue & Grants (MAG) $ Total McDowell Improvement District (331) Westcor Improvement District Reimbursement Expense Interest Bond Proceeds Bond Premium Total McDowell 331 235 $ 307 $3,553,054 3,581,500 3,581,500 - $ - $ - $ - $ - $ - $ $ $ $ $ $ - $ $ $ $ $ - - $ - $ - - $ $ $ $ $ 10,135 $ (135,747) $ - $ (125,612) $ 1,259,776 12,628 1,272,404 - $ $ $ - - FY 13 SCHEDULE 2 - ALL REVENUES DESCRIPTION FY 2009 Actuals CIP Developer Contribution /Proposed Improvement District Reimbursement Expense $ Interest $ Proposed ID Transfer from Special Revenue Fund $ Total Develop. Contr. Admin. GO 07/08 20% Bonds (372) Interest Discounts Taken Transfer from Capital Project Fund Bond Proceeds Bond Premium Total GO 07/08 20% Bonds ENTERPRISE - WATER RIGHTS(410) Sale of Water Rights Interest Total Water Auction FY 2010 Actuals 176,706 967 FY 2011 Actuals - $ 357,342 $ - $ - $ 177,673 $ 358,281 $ 654 $ 1,000 32,770,150 $ $ $ $ $ $ (34,283) 250,126 3,963,264 604,500 5,722 4,789,329 $ $ $ $ 316,859 105,000 5,733 427,592 $ $ $ $ $ $ - $ $ $ $ $ $ - - $ $ $ 1,501,556 1,501,556 $ $ $ 4,352,000 1,906 4,353,906 $ $ $ 6,854 6,854 $ $ $ - - $ $ $ $ $ 14,045 165,554 296,841 287,928 764,368 $ $ $ $ $ 15,995 71,292 331,184 207,020 625,491 $ $ $ $ $ 6,190 102,023 359,496 157,534 625,243 $ $ $ $ $ 5,321 95,605 397,563 125,758 624,247 7,955,440 85,897 8,041,337 $ $ $ 9,769,700 88,963 9,858,663 939 654 $ $ FY 2013 Budget 32,770,150 - $ $ $ FY 2012 Estimate 1,000 ENTERPRISE - WATER (411) Charges for Services Returned Checks Penalties Disconnect Notices Meter Reads/Installs Total Charges for Services $ 5,000 100,000 400,000 120,000 625,000 $ 11,403,369 90,000 11,493,369 Utilities Water Cross Connection Fee Total Utilities Miscellaneous Revenue Discounts Taken Other $ $ $ 7,988,629 $ 82,889 $ 8,071,518 $ 8,270,328 $ 86,437 $ 8,356,765 $ $ $ 6,291 97,602 $ $ 5,221 124,469 $ $ 5,438 393,480 $ $ 6,308 418,237 Total Miscellaneous Revenue $ 103,893 $ 129,690 $ 398,918 $ 424,545 Total Enterprise - Water $ 8,939,779 $ 9,111,946 $ 9,065,498 $ 10,907,455 1,818 $ $ (24,954) $ 170,080 $ 4,946 $ 17,128,649 41,519 $ $ $ $ $ 14,240,000 727,042 4,681,414 - $ 150,072 17,171,986 $ 19,648,456 $ $ 1,104,816 1,018,800 $ 940,146 $ 7,500 398,000 $ 405,500 12,523,869 CIP-WATER BONDS Bond Proceeds Investment Earnings Debt Service Fund Transfer Enterprise Fund Other Total CIP - Water $ $ $ $ - - DEVELOPMENT FEES - WATER (451) Development Fees Utility Development Fees Investment Earnings Earnings on Investments Total Development Fees - Water $ 10,804 $ 1,115,620 $ 1,175,520 4,587 771,603 1,280,664 3,254 $ 256 219 $ 1,023,387 $ 943,400 $ 771,859 1,280,883 548,927 636 $ $ $ 476,390 - $ 434,924 744,440 $ DEVELOPMENT FEES - WATER RESOURCES (452) Development Fees Utility Development Fees Investment Earnings Earnings on Investments $ 14,484 $ $ Total Development Fees - Water Resources $ 1,190,004 $ 549,563 $ 476,390 $ 434,924 744,727 $ 2,455,696 $ 18,744,936 $ 21,068,246 $ 1,206,783 2,025,610 $ $ $ $ $ 6,147,545 148,239 218,588 8,127 $ $ $ $ $ 6,958,263 1,589 159,824 16,474 $ $ $ $ $ 8,176,937 7,991 126,877 8,881 8,403 $ $ $ $ $ 9,347,051 74,093 5,000 8,087 10,514,491 10,000 90,000 $ 6,522,499 $ 7,136,150 $ 8,329,089 $ 9,434,231 10,624,491 Total Water CIP - 287 ENTERPRISE - WASTEWATER (421) Utilities Wastewater Utility Damage Reimbursement Effluent Sales Misc Utility Revenue Earnings on Investments Total - Wastewater 236 10,000 FY 13 SCHEDULE 2 - ALL REVENUES DESCRIPTION FY 2009 Actuals FY 2010 Actuals FY 2011 Actuals FY 2012 Estimate FY 2013 Budget CIP-WASTEWATER (428) Charges for Services Reimbursed Expense Bond Proceeds Earnings on Investments Other $ $ 90 - Total CIP - Wastewater $ 90 $ - $ $ $110,114 $4,372,186 1,769 - 118,638 $ $ 605 474,504 $ 111,883 $ 475,109 $ - 118,638 $ $ $ 1,868,701 (2,834) $ - $ $1,431,445 8,202 49,880 $ $ 1,156,579 4,610 $ $ 1,214,328 799 1,743,449 3,576 $ 1,865,867 $ 1,489,527 $ 1,161,189 $ 1,215,127 1,747,025 $ - $ $ 5,710,000 364 $ $ 921 $ - $ 5,710,000 $ - $ $ 483,772 259,936 $ 194,734 $ $ 109,924 1,421 - $ 109,924 - DEVELOPMENT FEES - SEWER (471) Development Fees Utility Development Fees Earnings on Investments Other Total Development Fees - Sewer WASTEWATER BONDS (426) Bond Revenue Bond Proceeds Interest Earnings Total Wastewater Bonds - - DEVELOPMENT FEES - RECLAIMED WATER (427) Development Fees Utility Development Fees Investment Earnings Earnings on Investments $5,607 $ 6,964 Total Development Fees - Reclaimed Wat $ 490,736 $ 265,543 $ 198,999 $4,265 $ - $ - $ - $ $ $ 5,471,743 26,500 5,498,243 $ $ $ 5,637,900 18,400 5,656,300 $ $ $ 5,859,456 3,948 5,863,404 $ $ $ 6,054,933 4,615 6,059,548 $ 6,047,230 6,047,230 $ $ 113,589 113,589 $ $ 122,084 122,084 $ $ 123,928 123,928 $ $ 121,611 121,611 $ 106,000 106,000 $ - $ - $ 5,498,243 $ 5,778,384 $ 5,987,332 $ 6,181,159 6,153,230 $ 871,032 $ 1,130,506 $ 1,054,101 $ 1,054,101 1,151,800 $ $ 134,234 8,107 $ $ 327,598 73,400 $ $ 460,702 3,460 $ 330,000 411,125 $ 1,013,373 $ 1,531,504 $ 1,518,263 $ 1,384,101 1,562,925 $ 118,203,321 $ 134,215,255 $ 123,157,298 $ 108,803,295 151,785,562 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 STADIUM (441) Stadium Sales Non Spring Training Rentals/Events Miscellaneous Total Enterprise - Stadium 237 Schedule 3 - Operating Funds Expenditure Schedule DEPT /DIV FY 2009 ACTUAL DESCRIPTION FY 2010 ACTUAL FY 2011 ACTUAL FY 2012 BUDGET FY 2012 ESTIMATE FY 2013 BUDGET MAYOR AND COUNCIL 1110 Administration Personnel Svcs. Contractual Svcs. Commodities Total Mayor and Council $ $ $ $ 112,534 59,563 5,244 177,341 $ $ $ $ 135,236 33,275 2,258 170,769 $ $ $ $ 334,205 31,969 8,838 375,012 $ $ $ $ 313,913 48,839 3,850 366,602 $ $ $ $ 313,912 49,050 3,560 366,522 $ $ $ $ 175,789 71,050 3,850 250,689 Personnel Svcs. $ 447,347 $ 447,156 Contractual Svcs. $ 190,574 $ 47,154 Commodities $ 11,061 $ 7,781 Total Administration $ 648,982 $ 502,091 FY 11 Includes one-time funding for Primary & General Election ($130,000) Total City Clerk $ 648,982 $ 502,091 $ $ $ $ 442,750 169,042 5,173 616,965 $ $ $ $ 474,202 79,951 9,850 564,003 $ $ $ $ 474,203 34,195 7,500 515,898 $ $ $ $ 499,517 225,851 8,950 734,318 $ 616,965 $ 564,003 $ 515,898 $ 734,318 672,556 247,310 11,736 931,602 $ $ $ $ 647,553 230,282 7,000 884,835 $ $ $ $ 647,554 230,004 7,200 884,758 $ $ $ $ 406,821 213,029 7,200 627,050 $ $ $ $ 651,309 14,025 9,500 674,834 $ $ $ $ 630,438 14 956 14,956 5,500 650,894 $ $ $ $ 440,135 81,427 37,034 558,596 CITY CLERK 1210 Administration CITY MANAGER'S OFFICE 1310 Administration 1320 1330 1350 Personnel Svcs. Contractual Svcs. Commodities Total Administration Intergovernmental Relations Personnel Svcs. Contractual Svcs. Commodities Total Admin Deputy City Manager Personnel Svcs. Contractual Svcs Svcs. Commodities Total DCM Communications Personnel Svcs. Contractual Svcs. Commodities Total PIO $ 688,445 $ 317,817 $ 18,655 $ 1,024,917 $ $ $ $ 744,663 226,384 10,095 981,142 $ $ $ $ $ $ $ $ 238,812 7,566 62 246,440 $ $ 240,727 20 $ 240,747 $ $ $ $ $ $ $ $ 808,337 24 483 24,483 16,460 849,280 $ $ $ $ 706,767 8 704 8,704 4,946 720,417 $ $ $ $ $ $ $ $ 415,355 235,692 15,269 666,316 $ $ $ $ 413,180 116,659 35,037 564,876 $ $ $ $ Total City Manager's Office $ 2,804,511 LEGAL SERVICES 1410 City Attorney - Civil Division Personnel Svcs. $ 518,899 Contractual Svcs. $ 155,486 Commodities $ 9,064 Total City Attorney $ 683,449 *FY 13 includes one-time Outside Council Fees CITY PROSECUTOR 1420 City Prosecutor - Criminal Division Personnel Svcs. Contractual Svcs. Commodities Total City Prosecutor $ Total Legal Services $ 683,449 *moved from 2410 238 678,175 9 905 9,905 2,930 691,010 $ $ $ $ $ 686,271 15 206 15,206 5,250 706,727 - $ $ $ $ $ 686,272 15 206 15,206 5,250 706,728 - $ 2,507,292 $ 1,622,612 $ 1,591,562 $ 1,591,486 $ 2,511,374 $ $ $ $ 539,842 195,598 6,253 741,693 $ $ $ $ 534,250 199,681 4,755 738,686 $ $ $ $ 547,647 130,325 6,050 684,022 $ $ $ $ 547,646 130,325 5,850 683,821 $ $ $ $ 626,632 233,325 6,050 866,007 741,693 $ 391,941 $ 12,459 $ 6,223 $ 410,623 $ 1,149,308 $ $ $ $ $ 397,754 23,545 8,200 429,499 1,113,521 $ $ $ $ $ 397,753 17,200 7,925 422,878 1,106,699 $ $ $ $ $ 415,753 23,545 8,200 447,498 1,313,505 $ $ Schedule 3 - Operating Funds Expenditure Schedule DEPT /DIV DESCRIPTION Total Community Services *Department abolished FY 10 FY 2009 ACTUAL $ 1,209,404 FY 2010 ACTUAL FY 2011 ACTUAL $ - FY 2012 BUDGET FY 2012 ESTIMATE FY 2013 BUDGET FINANCE DEPARTMENT 1610 General Accounting 1620 1630 1640 1650 1660 Personnel Svcs. Contractual Svcs. Commodities Total General Accounting $ $ $ $ 712,582 126,458 30,190 869,230 $ $ $ $ 717,379 126,445 22,124 865,948 $ $ $ $ 797,615 115,165 21,775 934,555 $ $ $ $ 840,420 138,350 59,000 1,037,770 $ $ $ $ 840,420 152,350 43,908 1,036,678 $ $ $ $ 770,103 138,350 59,000 967,453 Personnel Svcs. Contractual Svcs. Commodities Total CFD Administration Budget & Research Office Personnel Svcs. Contractual Svcs. Commodities Total Budget & Research Office Utility Billing Personnel Svcs. Contractual Svcs. Commodities Total Utility Billing Procurement Office Personnel Svcs. Contractual Svcs. Commodities Total Procurement Office Mail Services* Personnel Svcs. Contractual Svcs. Commodities Total Mail Services Total Finance Deparment $ $ $ $ 174,912 174,912 $ $ $ $ 176,470 1,360 100 177,930 $ $ 171,510 - $ 171,510 $ $ $ $ 185,914 2,330 107 188,351 $ $ $ $ 185,914 185,914 $ $ $ $ 292,555 2,330 107 294,992 $ $ $ $ 582,497 72,616 4,461 659,574 $ $ $ $ 640,083 20,011 3,207 663,301 $ $ $ $ 548,593 11,863 2,301 562,757 $ $ $ $ 561,887 9,850 4,600 576,337 $ $ $ $ 561,886 10,850 3,300 576,036 $ $ $ $ 507,574 9,850 4,600 522,024 $ $ $ $ 411,620 20,944 7,402 439,966 $ $ $ $ 506,239 23,118 5,216 534,573 $ $ $ $ 482,629 23,097 168,766 674,492 $ $ $ $ 514,517 35,800 186,300 736,617 $ $ $ $ 514,518 22,258 184,797 721,573 $ $ $ $ 533,161 29,100 193,000 755,261 $ $ $ $ 250,334 30,890 7,804 289 028 289,028 $ $ $ $ 246,876 3,065 4,217 254 158 254,158 $ $ $ $ 241,150 2,560 3,142 246 852 246,852 $ $ $ $ 266,710 7,075 4,300 278 085 278,085 $ $ $ $ 266,708 4,020 3,040 273 768 273,768 $ $ $ $ 278,718 7,075 4,300 290 093 290,093 CFD Administration $ 85,992 $ 29,046 $ 3,032 $ 118,070 $ 2,550,780 $ 52,299 $ 22,080 $ 821 $ 75,200 $ 2,571,110 $ 51,082 $ 15,249 $ 1,585 $ 67,917 $ 2,658,082 $ $ $ $ $ 51,697 31,634 2,750 86,081 2,903,241 $ $ $ $ $ 51,697 14,825 3,481 70,003 2,863,972 $ $ $ $ $ 54,354 31,634 2,750 88,738 2,918,561 $ $ $ $ 432,972 435,039 4,713 872,724 $ 439,351 $ 637,953 $ 5,938 $ 1,083,242 $ 316,676 $ 691,337 $ 2,481 $ 1,010,494 $ $ $ $ 328,934 902,000 5,600 1,236,534 $ $ $ $ 328,934 867,750 4,100 1,200,784 $ $ $ $ 342,757 902,000 4,100 1,248,857 $ $ $ $ 481,345 366,022 71,057 918,424 $ $ $ $ 743,348 235,301 10,110 988,759 $ $ $ $ 376,489 337,421 20,514 734,424 $ $ $ $ 413,996 351,400 84,500 849,896 $ $ $ $ 413,996 278,400 84,500 776,896 $ $ $ $ 452,028 351,400 84,500 887,928 $ 414,792 $ 8,893 $ $ 423,685 $ 2,214,833 $ $ 425,565 9,466 $ 569,520 $ 11,916 $ 83 $ 581,519 $ 2,326,437 $ $ $ $ $ 630,631 12,800 2,500 645,931 2,732,361 $ $ $ $ $ 630,631 12,800 2,500 645,931 2,623,611 $ $ $ $ $ 666,170 12,800 2,500 681,470 2,818,255 INFORMATION TECHNOLOGY 1710 Administration 1720 1730 239 Personnel Svcs. Contractual Svcs. Commodities Total Administration Technical Support & Services Personnel Svcs. Contractual Svcs. Commodities Total Technical Support & Services Application Development & Support Personnel Svcs. Contractual Svcs. Commodities Total Application Development & Support Total Information Technology $ 435,031 $ 2,507,032 Schedule 3 - Operating Funds Expenditure Schedule DEPT /DIV FY 2009 ACTUAL DESCRIPTION FY 2010 ACTUAL FY 2011 ACTUAL FY 2012 BUDGET FY 2012 ESTIMATE FY 2013 BUDGET HUMAN RESOURCES 1810 Administration Personnel Svcs. Contractual Svcs. Commodities Total Administration 1820 1830 1910 $ $ $ $ 648,065 144,359 15,287 807,711 $ $ $ $ 642,877 21,149 13,217 677,243 $ $ $ $ 598,940 39,616 5,205 643,761 $ $ $ $ 606,171 42,908 21,890 670,969 $ $ $ $ 606,171 50,982 11,800 668,953 $ $ $ $ 707,249 193,730 15,068 916,047 $ 200,075 $ 978,920 $ 39 $ 1,179,034 $ $ 204,711 1,221,841 $ 1,426,552 $ $ $ $ 264,711 1,094,817 1,359,528 $ $ $ $ 240,175 1,137,841 1,378,016 $ $ 94,898 10,000 $ $ 1,822,795 $ 523,182 $ $ $ 104,898 2,202,419 2,809,400 $ $ $ $ $ $ 94,898 14,500 109,398 2,137,879 2,692,342 $ $ $ $ $ $ 112,493 46,000 158,493 2,452,556 2,359,400 $ 523,182 $ 2,809,400 $ 2,692,342 $ 2,359,400 1,163,396 1,107,252 408,700 2,679,348 $ $ $ $ 1,512,198 1,364,252 398,700 3,275,150 92,654 $ 63,625 24,250 180,529 $ 95,823 Risk Management Personnel Svcs. Contractual Svcs. Commodities Total Risk Aversion Employee Development Personnel Svcs. Contractual Svcs. Commodities Total Employee Development Total Human Resources Non-Departmental *Total Non-Departmental $ 373,284 $ 851,803 $ 522 $ 1,225,609 $ 402,838 $ 816,251 $ 26 $ 1,219,115 $ 95,682 $ 81,645 $ 11,542 $ 188,869 $ 2,222,189 $ 23,140 $ 10,356 $ 60 $ 33,556 $ 1,929,914 $ $ - - *Does not include one-time funded items POLICE DEPARTMENT 2110 Administration 2120 2130 2140 2150 2160 240 Personnel Svcs. Contractual Svcs. Commodities Total Administration Towing Administration (Fund 009) Personnel Svcs. Contractual Svcs. Commodities Total Administration Field Operations Personnel Svcs. Contractual Svcs. Commodities Total Support Services Telecommunications Personnel Svcs. Contractual Svcs. Commodities Total Community Services Personnel Svcs. Contractual Svcs. Commodities Total Community Services Investigations Personnel Svcs. Contractual Svcs. Commodities Total Investigations $ 10,279,816 $ 1,237,825 $ 456,393 $ 11,974,034 $ 9,801,578 $ 1,118,861 $ 393,169 $ 11,313,608 $ 9,793,156 $ 1,379,776 $ 435,966 $ 11,608,898 $ $ $ $ 1,163,396 1,107,252 408,700 2,679,348 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 92,653 67,500 34,650 194,803 $ $ $ $ $ $ $ $ 7,024,086 18,000 57,750 7,099,836 $ $ $ $ 7,024,088 18,000 57,750 7,099,838 $ $ $ $ 5,450,687 15,500 14,000 5,480,187 $ - - $ 74,761 43,319 23,646 141,726 - $ 88,116 66,033 29,037 183,186 - 95,823 $ 1,256,667 $ 310,328 $ 11,024 $ 1,578,019 $ 1,272,264 $ 159,038 $ 4,830 $ 1,436,132 $ 1,268,025 $ 163,263 $ 5,564 $ 1,436,851 $ $ $ $ 1,331,082 204,650 8,750 1,544,482 $ $ $ $ 1,331,082 204,650 8,750 1,544,482 $ $ $ $ 1,385,584 478,650 8,750 1,872,984 $ $ $ $ $ $ $ $ $ $ $ $ $ $ 463,561 33,100 $ 496,661 $ $ $ $ 463,562 21,350 484,912 $ $ $ $ 707,456 26,750 9,370 743,576 $ $ 1,934,101 19,270 $ $ 1,934,101 16,270 $ 1,953,371 $ 1,950,371 $ $ $ $ 1,878,027 19,750 46,500 1,944,277 $ 2,986 2,986 - $ 428,015 14,039 5,953 448,007 - $ 358,718 15,170 5,852 379,740 - Schedule 3 - Operating Funds Expenditure Schedule DEPT /DIV 2160 FY 2009 ACTUAL DESCRIPTION FY 2010 ACTUAL FY 2011 ACTUAL FY 2012 BUDGET FY 2012 ESTIMATE FY 2013 BUDGET Specialized Patrol Personnel Svcs. Contractual Svcs. Commodities Total Investigations Total Police Department FIRE DEPARTMENT 2210 Administrative Services Personnel Svcs. Contractual Svcs. Commodities Total Administrative Services 2220 Fire Prevention 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 Security/Emergency Mgmt 2260 Building Safety - Inspections Personnel Svcs. Contractual Svcs. Commodities Total Building Safety-Permit Processing $ $ 13,555,039 $ $ 13,339,473 $ $ 13,608,676 $ 13,968,501 $ $ 13,939,480 $ $ $ $ $ 1,478,289 4,500 54,500 1,537,289 14,949,286 $ $ $ $ 619,991 55,588 86,629 762,208 $ $ $ $ 310,681 17,024 17,378 345,083 $ $ $ $ 382,731 13,423 19,257 415,411 $ $ $ $ 395,570 24,947 19,476 439,993 $ $ $ $ 395,571 15,506 19,808 430,885 $ $ $ $ 469,623 34,642 92,204 596,469 $ $ $ $ 684,393 3,864 10,688 698,945 $ $ $ $ 503,154 4,217 2,997 510,368 $ $ $ $ 455,802 700 819 457,321 $ 476,694 $ $ 1,450 478,144 $ $ $ $ 476,694 1,200 477,894 $ $ $ $ 324,373 4,000 1,450 329,823 $ 6,368,620 $ 454,592 $ 36,287 $ 6,859,499 $ 8,117,115 $ 369,942 $ 40,080 $ 8,527,137 $ 7,855,920 $ 452,700 $ 27,938 $ 8,336,558 $ $ $ $ 8,429,043 458,031 31,375 8,918,449 $ $ $ $ 8,429,043 368,300 39,500 8,836,843 $ $ $ $ 9,502,104 412,075 42,875 9,957,054 $ 409,427 $ 595,237 $ 168,521 $ 1,173,185 $ $ $ $ 391,387 459,473 140,441 991,301 $ 378,926 $ 593,079 $ 176,778 $ 1,148,783 $ $ $ $ 395,975 546,240 177,300 1,119,515 $ $ $ $ 395,975 585,500 210,000 1,191,475 $ $ $ $ 419,714 688,743 226,253 1,334,710 $ $ $ $ 108,358 8,947 3,173 120,478 $ $ $ $ 102,973 7,302 3,854 114,129 $ $ $ $ 164,259 6,256 4,444 174,960 $ $ $ $ 173,018 5,552 5,000 183,570 $ $ $ $ 173,018 5,552 4,200 182,770 $ $ $ $ 181,894 5,552 5,000 192,446 $ $ $ $ 4,196 4,196 $ $ $ $ 655,852 10,379 2,497 668,728 $ $ $ $ 816,116 14,248 3,786 834,149 $ $ $ $ 828,590 7,654 5,250 841,494 $ $ $ $ 828,590 4,898 5,040 838,528 Total Fire Department $ 9,618,511 $ 11,156,746 $ 11,367,183 $ 11,981,165 $ 11,958,395 $ 12,410,502 Personnel Svcs. Contractual Svcs. Commodities Total Muncipal Court $ 818,596 $ 204,868 $ 90,138 $ 1,113,602 $ 870,582 $ 125,743 $ 8,885 $ 1,005,210 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 781,489 143,791 15,902 941,182 $ $ $ $ $ $ $ $ * * * $ MUNICIPAL COURT 2310 Administrative CITY PROSECUTOR 2410 Administrative Services Personnel Svcs. Contractual Svcs. Commodities Total City Prosecutor *moved to Legal Services- Division 1420 241 484,731 11,042 11,726 507,499 318,796 60,102 5,868 384,766 802,006 116,521 10,885 929,413 - 804,323 143,259 16,434 964,016 804,322 142,766 14,600 961,688 Schedule 3 - Operating Funds Expenditure Schedule DEPT /DIV DEVELOPMENT SERVICES 3210 Economic Development Personnel Svcs. Contractual Svcs. Commodities Total Economic Development 3220 Public Information Office Personnel Svcs. Contractual Svcs. Commodities Total PIO 3310 Community Development Administration Personnel Svcs. Contractual Svcs. Commodities Total Administration 3320 Planning & Zoning Personnel Svcs. Contractual Svcs. Commodities Total Planning & Zoning 3341 Building Safety-Administration Personnel Svcs. Contractual Svcs. Commodities Total Building Safety Administration 3342 Building Safety Plan Review Personnel Svcs Svcs. Contractual Svcs. Commodities Total Building Safety Plan Review 3343 Development Services Administration Personnel Svcs. Contractual Svcs. Commodities Total Building Safety-Permit Processing 3344 Building Safety - Inspections Personnel Svcs. Contractual Svcs. Commodities Total Building Safety-Permit Processing Total Community Development ENGINEERING 3430 Engineering-Transportation (HURF 101) Personnel Svcs. Contractual Svcs. Commodities Total Engineering 242 FY 2009 ACTUAL DESCRIPTION $ $ $ $ $ $ $ $ $ 491,287 124,464 7,101 622,852 - FY 2010 ACTUAL $ $ $ $ $ 337,522 137,691 8,885 484,098 - FY 2011 ACTUAL FY 2012 BUDGET FY 2012 ESTIMATE FY 2013 BUDGET $ $ $ $ 285,430 93,324 3,621 382,375 $ $ $ $ 375,648 96,763 4,250 476,661 $ $ $ $ 375,648 96,763 4,250 476,661 $ $ $ $ $ $ $ $ 413,020 105,882 30,207 549,109 $ $ $ $ 423,225 106,427 37,034 566,686 $ $ $ $ 423,225 106,427 37,034 566,686 $ $ $ $ 612,127 134,263 5,250 751,640 - 262,520 46,420 7,849 316,789 $ $ $ $ 270,165 25,289 8,555 304,009 $ $ $ $ 257,356 15,501 4,180 277,037 $ $ $ $ 183,068 20,769 7,885 211,722 $ $ $ $ 183,068 12,292 4,022 199,382 $ $ $ $ 189,911 115,769 7,885 313,565 $ 980,613 $ 41,105 $ 9,776 $ 1,031,494 $ $ $ $ 632,532 17,551 3,801 653,884 $ $ $ $ 532,734 11,851 1,656 546,241 $ $ $ $ 536,896 20,760 4,800 562,456 $ $ $ $ 536,896 18,245 3,200 558,341 $ $ $ $ 561,776 20,760 4,800 587,336 $ $ $ $ 197,691 9,870 2,863 210,424 $ $ 8,643 (9) $ 8,634 $ $ $ $ 310,014 310 014 34,386 19 344,419 $ $ $ $ 663,085 6,309 1,609 671,003 $ $ $ $ 489,465 2,540 4,423 496,428 $ $ $ $ 204,760 1,108 797 206,665 $ $ $ $ 215,304 5,400 1,500 222,204 $ $ $ $ 215,303 1,475 850 217,628 $ $ $ $ 225,681 5,400 1,500 232,581 $ 625,762 $ 32,140 $ 59,538 $ 717,440 $ 3,291,569 $ 1,976 $ $ $ $ $ 1,040,542 15,654 5,250 1,061,446 2,946,568 $ $ $ $ 560,923 1,349,861 62,095 1,972,879 $ $ $ $ 8,578 1,359 487 10,424 $ 1,976 $ 1,464,931 $ $ 1,029,942 $ $ 996,382 $ 975,351 $ $ $ $ $ 219,553 $ 219,553 $ $ $ $ 219,553 $ 219,553 2,622 1,189 3,811 213,045 1,129 904 215,079 Schedule 3 - Operating Funds Expenditure Schedule DEPT /DIV 3431 3432 3433 3434 3435 4610 4620 4630 4640 4650 4660 243 Engineering-Administration Personnel Svcs. Contractual Svcs. Commodities Total Engineering-Administration Engineering-Plan Review Personnel Svcs. Contractual Svcs. Commodities Total Engineering-Plan Review Engineering-CIP Project Management Personnel Svcs. Contractual Svcs. Commodities Total Engineering-CIP Project Management Engineering-Inspections Personnel Svcs. Contractual Svcs. Commodities Total Engineering-Inspections Engineering-GIS Personnel Svcs. Contractual Svcs. Commodities Total Engineering-GIS Streets - Administration (HURF 101) Personnel Svcs. Contractual Svcs Svcs. Commodities Total Streets-Administration Streets-Streets & Markings (HURF 101) Personnel Svcs. Contractual Svcs. Commodities Total Streets & Markings Streets-Highway Streets (HURF 101) Personnel Svcs. Contractual Svcs. Commodities Total Highway Street Streets-Sweeper Operations (HURF 101) Personnel Svcs. Contractual Svcs. Commodities Total Sweeper Operations Streets-Traffic Signals (HURF 101) Personnel Svcs. Contractual Svcs. Commodities Total Traffic Signals Streets - Traffic (HURF 101) FY 2009 ACTUAL FY 2010 ACTUAL $ 1,081,809 $ 90,967 $ 15,305 $ 1,188,081 $ 998,935 $ 33,494 $ 8,242 $ 1,040,671 $ $ $ $ 919,853 22,471 17,167 959,491 $ $ $ $ 957,645 72,250 39,450 1,069,345 $ $ $ $ 957,646 72,250 39,450 1,069,346 $ $ $ $ 1,095,112 74,200 37,500 1,206,812 $ $ $ $ $ $ $ $ $ $ $ $ 324,627 170 324,797 $ 329,765 344,955 329,765 329,765 329,765 $ $ $ $ $ $ $ 344,955 $ $ $ $ 66,289 1,363 852 68,504 $ 65,694 $ 65,694 $ $ $ $ 65,695 65,695 $ $ $ $ 68,960 68,960 $ $ $ $ 490,333 490,333 $ $ 403,436 - $ 403,436 167,784 13,750 181,534 $ $ $ $ 175,470 13,750 26,000 215,220 DESCRIPTION $ $ $ $ 519,538 138,760 2,538 660,836 - $ 337,277 1,273 527 339,077 - FY 2011 ACTUAL FY 2012 BUDGET FY 2012 ESTIMATE FY 2013 BUDGET $ $ $ $ 583,671 186,867 15,360 785,898 $ $ $ $ 448,385 11,067 9,022 468,474 $ $ $ $ 365,889 15,638 10,700 392,227 $ 490,333 $ 490,333 $ $ $ $ 216,506 53,472 4,262 274,240 $ $ $ $ 172,140 13,138 1,472 186,750 $ $ $ $ 164,886 5,536 170,422 $ $ 167,784 13,750 $ 181,534 $ $ $ $ $ 1,085,930 $ 295,939 295 939 $ 65,584 $ 1,447,453 $ $ $ $ 158,572 158 572 47,248 205,820 $ $ $ 215,345 215 345 58,980 274,325 $ $ $ 232,472 232 472 55,000 287,472 $ $ $ $ 166,451 166 451 48,945 215,396 $ $ $ $ 224,900 224 900 57,900 282,800 $ $ $ $ $ $ $ 39,594 1,320 40,914 $ $ $ 118,316 2,664 120,980 $ $ $ 120,750 4,800 125,550 $ $ $ 63,637 4,210 67,847 $ $ $ 120,750 4,500 125,250 177,972 1,255 179,227 $ 2,882 $ 2,002,413 $ 16,797 $ 2,022,092 $ 709,119 $ 574,247 $ 7,818 $ 1,291,184 $ 729,615 $ 877,216 $ 10,178 $ 1,617,008 $ $ $ $ 859,778 618,500 12,100 1,490,378 $ $ $ $ 763,207 618,500 5,769 1,387,476 $ $ $ $ 851,999 618,127 9,100 1,479,226 $ $ $ $ $ $ $ $ $ $ 26,400 $ 26,400 $ $ $ 19,769 404 20,173 $ $ $ 30,000 30,000 $ $ $ $ 273,756 1,308,556 16,850 1,599,162 $ $ $ 1,318,325 14,152 1,332,477 $ $ $ $ - 21,330 2,140 23,470 $ 1,430,963 $ 46,825 $ 1,477,788 15,730 862 16,592 $ 1,369,953 $ 14,998 $ 1,384,951 30,014 1,433 31,447 $ 1,385,758 $ 26,778 $ 1,412,536 Schedule 3 - Operating Funds Expenditure Schedule DEPT /DIV DESCRIPTION Personnel Svcs. Contractual Svcs. Commodities Total Traffic Total Engineering PARKS AND RECREATION 4310 Parks-Administration Personnel Svcs. Contractual Svcs. Commodities Total Parks-Administration 4410 Recreation-Aquatic Facility Personnel Svcs. Contractual Svcs. Commodities Total Recreation-Aquatics Facility 4420 Recreation-Administration Personnel Svcs. Contractual Svcs. Commodities Total Recreation-Administration 4320 Stadium Personnel Svcs. Contractual Svcs. Commodities 4330 FY 2009 ACTUAL $ 4,035 $ 273,955 $ 174,521 $ 452,511 $ 8,522,020 FY 2010 ACTUAL $ 496,018 $ 370 FY 2011 ACTUAL $ 277,275 $ 93 $ 496,388 $ 5,474,632 $ 277,368 $ 5,864,183 $ $ 5,885,186 $ $ 5,379,595 $ $ 6,129,538 $ 1,342,688 $ 1,722,423 $ 150,120 $ 3,215,231 $ 1,238,923 $ 1,378,857 $ 88,541 $ 2,706,321 $ 1,215,057 $ 1,254,515 $ 124,014 $ 2,593,586 $ $ $ $ 1,267,303 1,328,421 110,650 2,706,374 $ $ $ $ 1,267,304 1,324,421 114,650 2,706,375 $ $ $ $ 1,306,668 1,394,421 114,650 2,815,739 $ $ $ $ 132,309 18,894 31,754 182,957 $ $ $ $ 175,751 14,765 28,158 218,674 $ $ $ $ 157,597 239,624 24,801 422,021 $ $ $ $ 173,456 245,320 39,731 458,507 $ $ $ $ 173,456 247,070 37,981 458,507 $ $ $ $ 188,671 247,320 37,731 473,722 $ $ $ $ 598,781 163,736 231,759 994,276 $ $ $ $ 564,129 107,873 120,052 792,054 $ $ $ $ 589,796 209,322 93,680 892,797 $ $ $ $ 627,571 217,818 101,662 947,051 $ $ $ $ 627,571 201,818 115,662 945,051 $ $ $ $ 627,464 210,118 112,362 949,944 $ 1,946,014 $ 1,244,603 $ 610,656 $ 3,801,273 $ 730,758 $ 284,562 $ 53,620 $ 1,068,941 $ $ $ $ 758,017 320,980 66,460 1,145,457 $ $ $ $ 664,240 320,180 57,960 1,042,380 $ $ $ $ 702,746 320,680 61,960 1,085,386 $ $ 1,276,164 $ 974,317 $ 229,521 $ 2,480,001 $ $ $ $ 1,200,823 892,060 252,373 2,345,256 $ $ $ $ 1,200,823 892,060 252,373 2,345,256 $ $ $ $ 1,330,957 908,860 499,373 2,739,190 $ 954,696 $ 1,014,012 $ 552,638 $ 2,521,346 Total Stadium Administration Stadium Maintenance Personnel Svcs. Contractual Svcs. Commodities Total Stadium Maintenance $ * FY13 includes funded reserve for capital maintenance - - FY 2012 BUDGET FY 2012 ESTIMATE $ - FY 2013 BUDGET $ $ - Total Parks & Recreation $ 6,913,810 $ 7,518,322 $ 7,457,347 $ 7,602,645 $ 7,497,569 $ 8,063,981 Personnel Svcs. Contractual Svcs. Commodities Total Administration $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 581,316 24,100 14,400 619,816 $ $ $ $ 581,317 15,500 8,700 605,517 $ $ $ $ 549,420 27,100 11,400 587,920 Municipal Services 4010 Administration 244 868,817 21,921 6,647 897,385 394,965 10,142 2,593 407,700 550,446 13,314 9,779 573,539 Schedule 3 - Operating Funds Expenditure Schedule DEPT /DIV 4210 4910 FY 2009 ACTUAL FY 2010 ACTUAL FY 2011 ACTUAL Personnel Svcs. Contractual Svcs. Commodities Total Building Services $ 472,856 $ 2,135,309 $ 34,530 $ 2,642,695 $ 503,586 $ 2,132,391 $ 9,911 $ 2,645,888 $ 516,500 $ 1,920,238 $ 29,586 $ 2,466,324 $ $ $ $ 516,528 2,218,439 39,650 2,774,617 $ $ $ $ 516,528 2,107,339 37,900 2,661,767 $ $ $ $ 541,404 2,211,189 46,900 2,799,493 Personnel Svcs. Contractual Svcs. Commodities Total Sanitation Total Public Works - Other Funds $ 901,160 $ 3,896,723 $ 130,914 $ 4,928,797 $ 8,468,877 $ 707,159 $ 3,822,909 $ 86,083 $ 4,616,151 $ 7,669,739 $ 651,299 $ 3,969,129 $ 51,354 $ 4,671,782 $ 7,711,646 $ $ $ $ $ 710,905 3,820,999 51,850 4,583,754 7,978,187 $ $ $ $ $ 707,394 3,879,646 56,609 4,643,649 7,910,933 $ $ $ $ $ 743,070 4,442,391 60,300 5,245,761 8,633,174 Personnel Svcs. Contractual Svcs. Commodities Total Administration $ $ $ $ $ $ $ $ $ $ 141,229 68,767 $ $ 150,104 65,500 $ 209,996 $ 215,604 $ $ $ $ 150,104 65,500 215,604 $ $ $ $ 156,441 67,500 223,941 DESCRIPTION FY 2012 BUDGET FY 2012 ESTIMATE FY 2013 BUDGET Facilities Sanitation ENTERPRISE-WASTEWATER 421-5210 Administration 245 150,664 70,827 7,442 228,933 191,101 57,592 35,873 284,566 Schedule 3 - Operating Funds Expenditure Schedule DEPT /DIV 421-5220 FY 2011 ACTUAL FY 2012 BUDGET FY 2012 ESTIMATE FY 2013 BUDGET $ $ $ $ 410,649 125,463 19,270 555,382 $ $ $ $ 302,947 81,860 26,468 411,275 $ $ $ $ 298,282 162,825 29,281 490,388 $ $ $ $ 436,513 159,000 37,000 632,513 $ $ $ $ 308,557 159,000 30,650 498,207 $ $ $ $ 345,827 126,700 60,000 532,527 Reuse Personnel Svcs. Contractual Svcs. Commodities Total Reuse 5230 Wastewater SAT Site Personnel Svcs. Contractual Svcs. Commodities Total SAT Site 421-5251 Corgett WWTP Personnel Svcs. Contractual Svcs. Commodities Total Corgett WWTP 421-5252 Goodyear WRF Personnel Svcs. Contractual Svcs. Commodities Total Goodyear WRF 421-5253 Rainbow Valley WRF Personnel Svcs. Contractual Svcs Svcs. Commodities Total Rainbow Valley WRF 421-5254 Environmental Quality Personnel Svcs. Contractual Svcs. Commodities Total Rainbow Valley Reclamations Total Wastewater ENTERPRISE-WATER 410-5010 Enterprise -Water Management Admin. Personnel Svcs. Contractual Svcs. Commodities Total Administration Total Water Mgmt. Admin. WATER 411-5110 Administration Personnel Svcs. Contractual Svcs. Commodities Total Administration 246 FY 2010 ACTUAL Collection Systems Personnel Svcs. Contractual Svcs. Commodities Total Collections 421-5240 FY 2009 ACTUAL DESCRIPTION $ $ $ - $ $ $ - $ $ $ - $ $ $ - $ $ $ - $ $ $ - $ 775 $ 229 $ 775 $ 229 $ - $ - $ - $ - $ $ $ $ 1,395 178,913 1,809 182,117 $ $ $ $ 205,170 113,842 2,638 321,650 $ $ $ $ 214,375 134,391 2,316 351,082 $ $ $ $ 199,856 116,400 1,600 317,856 $ $ $ $ 199,856 116,400 1,600 317,856 $ $ $ $ 222,742 106,900 14,850 344,492 $ 859,811 $ 688,227 $ 205,813 $ 1,753,851 $ 565,588 $ 548,686 $ 114,036 $ 1,228,310 $ 548,209 $ 773,550 $ 217,027 $ 1,538,786 $ $ $ $ 539,444 668,000 223,000 1,430,444 $ $ $ $ 539,444 803,285 223,000 1,565,729 $ $ $ $ 574,333 601,900 303,525 1,479,758 $ $ $ $ $ $ $ $ $ $ 99,035 104,343 104 343 1,524 204,902 $ $ $ $ 61,819 89,700 89 700 2,000 153,519 $ $ $ $ 61,819 89,700 89 700 1,666 153,185 $ $ $ $ 120,199 60 853 60,853 29,780 210,832 $ 99,540 $ 126,109 $ 23,147 $ 248,796 $ 3,043,951 $ $ $ $ $ 98,348 142,505 41,200 282,053 3,031,989 $ $ $ $ $ 98,348 141,699 38,050 278,097 3,028,678 $ $ $ $ $ 102,651 141,600 38,150 282,401 3,073,951 $ $ $ $ 229,630 409,400 54,475 693,505 $ $ $ $ 229,630 370,050 25,925 625,605 $ $ $ $ 265,829 430,250 36,475 732,554 87,356 87 356 1,646 89,002 $ 1,301 $ 135,674 $ 32,974 $ 169,949 $ 2,980,009 53,428 53 428 948 54,376 $ 132,652 $ 119,481 $ 13,016 $ 265,149 $ 2,565,555 666,379 505,059 133,071 $ 1,304,509 $ $ 1,304,509 $ 47,862 188,399 73,313 309,574 309,574 $ $ $ $ 8,280 - 136,434 118,433 56,095 310,962 $ 338,025 111,201 55,492 504,718 $ $ $ $ 320,506 278,727 15,896 615,129 $ Schedule 3 - Operating Funds Expenditure Schedule DEPT /DIV 411-5120 411-5130 FY 2009 ACTUAL DESCRIPTION FY 2010 ACTUAL FY 2011 ACTUAL FY 2012 BUDGET FY 2013 BUDGET Water Distribution Personnel Svcs. Contractual Svcs. Commodities Total Water Distribution $ 1,010,814 $ 233,194 $ 260,581 $ 1,504,589 $ $ $ $ 668,906 92,643 136,340 897,889 $ 661,011 $ 363,933 $ 186,134 $ 1,211,077 $ $ $ $ 695,975 30,000 284,800 1,010,775 $ $ $ $ 695,975 30,000 284,800 1,010,775 $ $ $ $ 744,235 42,000 268,200 1,054,435 Personnel Svcs. Contractual Svcs. Commodities Total Water Production $ 533,212 $ 2,246,321 $ 194,244 $ 2,973,777 $ 574,380 $ 1,334,715 $ 184,922 $ 2,094,017 $ 578,560 $ 1,602,686 $ 154,179 $ 2,335,424 $ $ $ $ 570,800 1,773,803 218,280 2,562,883 $ $ $ $ 570,800 1,705,170 218,200 2,494,170 $ $ $ $ 612,284 1,563,716 424,000 2,600,000 83,823 17,164 100,987 $ $ $ 62,458 18,301 80,759 $ $ $ 83,318 23,918 107,236 $ $ $ $ 142,425 122,100 28,250 292,775 $ $ $ $ 134,978 117,500 23,500 275,978 $ $ $ $ 146,469 121,400 22,500 290,369 $ $ 226,898 983 $ $ 226,898 704 $ 135,257 $ 4,559,938 $ 71,251,118 $ $ 4,406,528 $ 69,956,626 $ 4,677,358 77,184,198 577,725 472,200 625,873 1 675 798 1,675,798 561,225 472,200 625,873 1 659 298 1,659,298 $ $ $ $ 585,473 472,500 924,967 1 982 940 1,982,940 $ 71,615,924 $ 79,167,138 Water Production 411-5140 Water Quality 411-5150 Personnel Svcs. Contractual Svcs. Commodities Total Water Quality Environmental Quality Personnel Svcs. Contractual Svcs. Commodities Total Environmental Quality Internal Service Funds 4110 Fleet and Equipment Management* Personnel Svcs. Contractual Svcs. Commodities T t l Fl Total Fleett Grand Total All Funds $ $ $ $ $ 227,881 $ 227,602 $ 135,257 $ Total Water $ 5,118,196 $ 3,804,985 $ 4,404,123 $ Total Operating Departments $ 76,703,723 $ 65,623,834 $ 66,510,856 $ 247 FY 2012 ESTIMATE $ 624,533 $ 341,079 $ 702,009 $ 1 1,667,621 667 621 $ 563,048 $ 463,882 $ 576,651 $ 1 1,603,581 603 581 $ 558,365 $ 414,777 $ 725,474 $ 1 1,698,616 698 616 $ $ $ $ $78,371,344 $67,227,415 $68,209,472 $ 72,926,916 $ $ $ $ - FY 13 DEBT SERVICE Schedule 4 Original Issue* General Obligation Bonds FY2013 Principal Interest Outstanding as of 6/30/12 GO Ref 2012 $ $ - GO Ref 2010 $ 4,610,000 $ 4,610,000 $ GO 2010 Bld. U.S. $ 5,815,000 $ 5,815,000 GO Ref 2009 $ 5,580,000 $ GO 2008 $ 44,540,000 GO 2007 $ GO 2005 $ 2,187,650 - $ 204,169 $ 204,169 $ - $ 224,929 $ 224,929 5,580,000 $ - $ 285,738 $ 285,738 $ 40,950,000 $ 1,075,000 $ 1,968,500 $ 3,043,500 36,750,000 $ 29,625,000 $ 1,575,000 $ 1,382,469 $ 2,957,469 $ 29,260,000 $ 19,985,000 $ 2,030,000 $ 767,834 $ 2,797,834 GO 2003 $ 10,800,000 $ 6,625,000 $ GO 2002 $ 11,060,000 $ 4,905,000 $ $118,095,000 2002 2009 Original Issue* $12,399,511 $7,334,907 Outstanding as of 6/30/12 $7,672,438 $4,884,649 Total WIFA $19,734,418 $12,557,087 Original Issue* $3,335,000 $325,000 $14,950,000 $15,480,000 Outstanding as of 6/30/12 $1,492,004 $325,000 $14,950,000 $15,480,000 $34,090,000 $32,247,004 Original Issue* $47,165,000 Outstanding as of 6/30/12 $44,900,000 $47,165,000 $44,900,000 Ref 1999 Ref 2009 2010 2011 Total W&S 2008 Total McD. 248 1,775,000 Total Requirement 412,650 $148,415,000 $ Contract Payments $ Total G.O. - Insurance Costs - $ - $ $6,455,000 - Insurance Costs $2,292,938 $0 Contract Payments $0 Insurance Costs $1,854,894 McDowell Improvement District FY2013 Principal Interest $1,285,000 $2,292,938 $1,285,000 $0 $383,035 Water & Sewer Refunding FY2013 Principal Interest $245,000 $230,000 $0 $21,938 $0 $827,044 $275,000 $775,912 $520,000 $ $5,246,289 WIFA FY2013 Principal Interest $663,239 $285,342 $289,707 $97,693 $952,946 $ Insurance Costs Contract Payments $1,335,981 Total Requirement $475,000 $21,938 $827,044 $1,050,913 $0 Contract Payments $11,701,289 Total Requirement $948,581 $387,400 $0 $0 - $2,374,895 Total Requirement $3,577,935 $3,577,935 FY 13 DEBT SERVICE Schedule 4 2007 PIC (A) Original Issue* $67,850,000 $67,850,000 Outstanding as of 6/30/12 $67,850,000 $67,850,000 PIC2007A (Stadium) FY2013 Principal Interest $0 $2,210,000 $0 $2,210,000 Insurance Costs Contract Payments Total Requirement $2,210,000 $2,210,000 Insurance Costs Contract Payments Total Requirement $619,500 PIC2007B (GADA) 2007 PIC (B) 2007 PIC (C) 2008 Series 2008 PIC Original Issue* $3,165,000 Outstanding as of 6/30/12 $1,160,000 $3,165,000 $1,160,000 Original Issue* $3,250,000 Outstanding as of 6/30/12 $2,605,000 $3,250,000 $2,605,000 Original Issue* $34,450,000 $34,450,000 Original Issue* 2011 Ref. Series 2011 PIC FY 12 Grand Total 249 $0 $0 FY2013 Principal Interest $590,000 $29,500 $590,000 $29,500 PIC2007C (City Hall) FY2013 Principal Interest $0 $0 $0 $619,500 Insurance Costs Outstanding as of 6/30/12 $0 $0 $0 Total Requirement $0 $0 $0 PIC Series 2008 (MLB Spring Training Facility) FY2013 Outstanding Insurance as of 6/30/12 Principal Interest Costs $34,450,000 $0 $2,092,038 $34,450,000 Contract Payments Contract Payments $2,092,038 PIC Series A&B Refunding FY2013 Principal Interest $0 $1,233,225 $0 $1,233,225 Original Outstanding Principal Interest $358,119,418 $313,864,091 $9,802,946 $15,341,919 Total Requirement $2,092,038 $2,092,038 Insurance Costs Contract Payments Total Requirement $1,233,225 $1,233,225 Total $0 $0 $25,144,863 Schedule 5 - Authorized Positions Dept Div Name Position Title Mayor & Council 1110 Mayor & Council FY09 FY12 0 0 1 1 1 3 1 1 u 2 1 1 1 1 1 1 6 1 1 1 1 1 1 6 1 1 1 1 1 1 6 1 1 1 1 1 1 6 1 1 1 1 1 1 6 1 1 1 1 1 1 1 1 1 1 1 1 u 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Executive Assistant Assistant to the Mayor City Clerk Administrative Assistant Deputy City Clerk Records Analyst II Staff Assistant Records Administrator Total City Manager's Office 1310- City Manager's Office City Manager Assistant to the City Manager Management Assistant Executive Assistant Executive Management Assistant Intergovernmental Program Manager Intergovernmental Program & Grants Coordinator Staff Assistant Community Advocate FY13 FY11 Assistant to the Council Total City Clerk 1210 City Clerk Change in Position FY10 1 -1 -1 -1 0 -1 -1 -1 1320 - Intergovernmental Programs Executive Assistant Assistant to the Council Assistant to the Mayor Intergovernmental Programs & Grants Coordinator Intergovernmental Programs Manager 1 1 1 1 1 1 +1 +1 +1 +1 +1 +1 +1 2 1 1 1 2 2 1 2 2 2 1 2 1 2 1 2 1 2 1 1 1 1 1 1 1 1 20 20 Neighborhood Services Manager Staff Assistant 1 1 1 1 1 1 1 1330 - Deputy City Manager's Office Deputy City Manager Capital Improvement Program Administrator Management Analyst/Strategic Planning Coordinator Executive Assistant Executive Management Assistant 1350 - Communications Communications Manager Webmaster Audio Visiual Specialist Public Information Officer Graphic Designer Staff Assistant Total 250 12 11 +1 +1 +1 1 1 1 +1 +1 0 1 1 20 Schedule 5 - Authorized Positions Dept Div Name Position Title Legal Services 1410 - Civil - City Attorney's Office City Attorney Assistant City Attorney Legal Services Coordinator FY09 FY10 FY11 FY12 1 2 1 1 2 1 1 2 1 1 2 1 Staff Assistant Change in Position FY13 +1 1 2 1 1 1420 - Criminal - City Prosecutor's Office City Prosecutor Assistant City Prosecutor Legal Assistant Staff Assistant Total Community Services - 15 1510 - Administration Administrative Assistant 1 2 1 1 9 1 2 1 1 9 1 1 1 1 8 1 1 1 1 8 0 1 1 1 1 9 0 0 1 1520 - Intergovernmental Programs Director 1 u 1530 - Constituent Services Customer Service Advocate Community Advocate 2 1 1540 - Code Compliance Code Compliance Manager Code Compliance Officer I 1 2 1550 - Neighborhood Services Neighborhood & Volunteer Manager Staff Assistant Neighborhood & Volunteer Specialist Public Arts Specialist 1 1 1 1 u 1560 - Volunteer Services Volunteer Coordinator Total 1 13 0 0 0 1 1 1 1 2 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 2 1 1 1 1 2 1 1 1 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Finance 1610 - General Accounting Finance Director Controller Administrative Assistant Senior Accountant Senior Account Clerk Account Clerk II Account Specialist Administrative Services Supervisor Account Clerk Sales Tax Auditor -1 1620 - Special Districts & Taxation CFD Administrator CFD Specialist Sales Tax Auditor 251 1 1 1 1 +1 1 1 1 Schedule 5 - Authorized Positions Dept Div Name Position Title 1630 - Budget & Research Budget & Research Manager Budget & Financial Planning Analyst Staff Assistant Sales Tax Auditor Business Registration Coordinator Budget Analyst Change in Position FY13 FY09 FY10 FY11 FY12 1 1 1 1 1 1 1 1 1 1 1 u 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 3 1 3 1 3 2 1 1 1 1 1 1 1 1 1 1 1 1 1 2 1 2 1 2 1 2 1 2 1 1 30 1 u 29 1 1 1 30 30 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 4 1 1 1 4 2 2 2 1 1 2 2 -1 1 2 1 +1 1 0 2 1 3 14 Capitol Improvement Program Administrator 1 Budget & Research Analyst 1 1 1 -1 1640 - Utility Billing Customer Service Supervisor Customer Service Representative I 1 4 Customer Service Representative I Senior Account Clerk Utility Billing Specialist 1 1 Customer Service Representative II Customer Service Advocate 1 3 u 1 1 1650 - Procurement Procurement Manager Procurement Specialist 1660 - Mail Services Mail and Copy Clerk Sr. Mail & Copy Clerk Total 0 29 Information Technology 1710 - Administration Director of Information and Technology Services Administrative Assistant Sr. Project Manager ITS Security Administrator Application & Business Manager 1 1 1720 - Technical Support & Services Technical Services Manager IT Technician I System Administrator Lead IT Specialist 1 Sr. System Administrator 1730 - Application Development & Support Application & Business Analyst Application & Business Manager 4 1 Application Developer Total 252 16 3 u 1 15 3 1 14 2 1 3 14 Schedule 5 - Authorized Positions Dept Div Name Position Title FY09 FY10 FY11 FY12 1 1 1 3 1 1 1 1 3 1 1 1 2 1 1 1 2 1 u 1 1 Change in Position FY13 Human Resources 1810 - Administration Human Resources Director Human Resources Analyst Comp & Class Administrator HR Specialist Administrative Assistant Volunteer Coordinator Staff Assistant Human Resources Business Partner 1 -1 -1 +1 1 1 1 1 +2 2 1820 - Risk Aversion Risk Management Administrator Benefits Specialist Safety Compliance Coordinator 1 1 1 1 1 1 1 1 1 1 -1 +1 1 0 1 10 -1 +1 +1 +1 +1 1 3 1 1 1 1 1 1 1 1 HR Specialist 1830 - Employee Development Human Resources Organizational Strategy Manage Total 1 11 1 11 1 9 1 9 1 2 1 1 1 5 65 11 9 1 1 1 1 1 1 1 1 1 2 1 1 1 5 67 13 9 1 u u 1 3 1 2 2 5 66 12 9 1 1 3 1 1 2 1 1 1 1 u u 1 1 1 Police 2110 - Administration Chief of Police Administrative Assistant SupportServices Manager Police Records Specialist Police Commander Police Lieutenant Police Officer Police Sergeant Police Detective Investigations Specialist Crisis Services Coordinator Alarm Coordinator Judicial Enforcement Officer Forensic Specialist Assistant to the Chief of Police Crime Intelligence Analyst Police Records Clerk II Police Records Clerk II Police Officer 1 1 1 1 1 +1 Assistant Police Chief 1 2120 - Towing Administration 1 Towing Administrator 1 1 1 2130 - Field Operations 1 1 4 57 10 Police Evidence Technician Police Detective Police Lieutenant Police Officer Police Sergeant -1 -1 -1 -1 -4 2 47 6 2140 - Telecommunication Telecommunications Manager Telecommunications Supervisor Telecommunications Operator 253 1 5 12 1 4 12 1 3 13 1 4 12 1 4 12 Schedule 5 - Authorized Positions Dept Div Name Position Title 2150 - Community Services FY09 Administrative Assistant Code Compliance Manager Code Compliance Officer I Staff Assistant Neighborhood Services Manager FY10 FY11 FY12 1 1 2 1 1 1 2 1 1 1 2 1 1 1 Police Officer Police Lieutenant Police Services Officer Change in Position FY13 1 2 -1 -1 +1 +1 +2 2 1 2 2160 - Support Services 1 1 7 3 1 7 Forensic Specialist Investigations Specialist Police Officer Police Sergeant Police Lieutenant Police Detective Crisis Services Coordinator Police Evidence Technician Property Evidence Supervisor -1 +1 +1 +1 +1 1 3 3 1 8 1 1 1 11 3 1 129 -4 2180 - Specialized Patrol 123 129 128 128 +11 +3 +1 0 Management Assistant Staff Assistant 1 1 1 3 1 1 1 2 1 1 1 2 +1 -1 -1 Staff Assistant Administrative Services Supervisor 1 1 1 1 2 u 1 2 2 1 2 1 1 1 1 1 1 1 1 1 u -2 1 5 48 20 16 Police Officer Police Sergeant Police Lieutenant Total Fire 2210 - Administration Fire Chief Administrative Assistant +1 1 2 1 1 2220 - Fire Prevention Plans Examiner Fire Inspector I Fire Inspector III Fire Inspector II Community Education Coordinator Fire Marshall Fire Inspector Supervisor Fire Inspector I 2 -2 1 1 1 1 1 1 1 1 1 6 51 14 17 u u-2 1 4 50 21 13 1 4 42 23 17 +1 +4 -2 -2 u -1 2 1 1 1 1 1 1 1 1 -1 -1 2230 - Emergency Services Fire Deputy Chief Fire Battalion Chief Firefighter Fire Captain Fire Engineer Fire Battalion Chief Firefighter 1 5 46 21 15 2240 - Support Services Fire Equipment Maintenance Worker III Fire Equipment Maintenance Worker II Deputy Chief Fire Battalion Chief Fire Equipment Maintenance Worker Fire Equipment Maintenance Worker 1 1 1 1 1 1 +1 +1 1 1 1 1 2250 - Emergency Management Emergency Management Coordinator 1 1 1 1 106 1 104 1 103 Emergency Manager Community Education Coordinator Total 254 110 -1 +1 0 1 1 102 Schedule 5 - Authorized Positions Dept Div Name Position Title FY09 FY10 FY11 FY12 1 1 2 1 1 2 u 1 1 2 1 1 10 3 1 1 1 10 3 1 1 1 10 2 3 1 1 1 10 1 1 1 1 1 1 u 1 1 1 1 1 Change in Position FY13 Municipal Court 2310 - Court Court Administrator Court Interpreter Court Specialist I Court Specialist I Court Specialist II Court Specialist III Court Supervisor Judge Judicial Enforcement Officer Total 1 3 1 1 1 1 +1 -1 -1 0 3 2 1 1 9 Development Services Administration 3210- Ec Dev Administrative Assistant Business Advocate Sr. Office & Industrial Development Manager Sr. Retail Development Manager Economic Development Manager 1 1 1 1 1 Development Process Administrator Marketing and Business Development Administrator Marketing and Communication Specialist +1 -1 1 1 1 -1 +1 +1 1 1 3220 - Public Information Office Economic Development Director Public Information Officer Webmaster Graphic Designer 1 1 1 1 1 1 1 1 1 1 1 -1 -1 -1 -1 3310 - Administration Development Services Director Administrative Assistant 1 1 1 1 1 +1 Development Process Administrator 1 3320 - Planning & Zoning Planning Manager Planner Planner II Planner III Sr. Planner Planner III Planner 255 2 1 3 3 1 2 1 2 1 u u-3 1 1 1 3 1 3 1 -1 +1 4 Schedule 5 - Authorized Positions Change in Position FY13 Dept Div Name Position Title 3343 - Development Services Administration FY09 FY10 FY11 FY12 Records Analyst II Sr. Permit Technician 1 1 1 2 1 1 2 2 1 3 1 u-3 2 u 1 1 1 1 1 1 1 1 1 1 2 1 1 1 1 u -5 u u u-2 2 2 1 2 1 2 2 Permit Administrator Building Safety Permit Technician I Building Safety Permit Technican II Building Safety Permit Technican III Engineering Permit Technician I Planning Technician II Planning Technician I Bulding Permit Supervisor Engineering Permit Technician II 1 Development Services Administrator Development Services Technician III 3344 - Building Inspections Building Inspector III Building Inspector I Building Official Plans Examiner Plans Review Supervisor Building Safety Building Inspector I Building Inspection Supervisor Administrative Assistant Plans Examiner +2 1 3 1 1 1 Permit Technician II Sr. Permit Tech 27 2 2 1 27 1 1 1 1 Building Inspector II Development Services Tech II Development Services Technician III Total 1 1 1 44 26 0 2 2 1 27 +2 +1 +1 1 1 2 1 1 +1 1 1 1 1 2 2 Engineering Services 3430 - Traffic Engineering City Traffic Engineer Assistant City Traffic Engineer Signal Technician II - HURF Fund Signal Technician III - HURF Fund Streets Supervisor - HURF Fund 3431 - Administration Director of Engineering City Engineer Assistant City Engineer Administrative Assistant Real Estate Coordinator Sr. Project Manager Project Manager Project Manager Project Coordinator Sr. Civil Engineer 1 1 1 1 1 1 1 1 1 1 1 1 3 u 1 1 1 1 1 2 1 1 1 1 2 1 1 1 1 1 Plans Examiner 1 5 1 3 1 3 Plans Examiner Plans Review Engineer Plans Supervisor Civil Engineer 1 3 u-2 1 1 u 1 1 3432 - Plan Review Landscape Technician -1 1 2 +1 1 3433 - Permit Processing Sr. Permit Technician Permit Technician II Development Services Technician III 256 1 1 1 1 Schedule 5 - Authorized Positions Dept Div Name Position Title 3434 - Inspections Change in Position FY13 FY09 FY10 FY11 FY12 Staff Assistant Administrative Assistant 1 1 1 Construction Inspector II Construction Inspection Supervisor 3 1 2 1 1 2 1 1 u-2 u 1 1 1 2 3 1 1 1 1 1 1 u u 23 1 1 1 1 1 1 24 23 1 3 1 1 1 4 1 1 1 4 1 1 1 u 3 1 1 1 1 2 1 3 1 3 1 1 1 1 1 1 3 2 1 3 1 2 1 2 3 1 4 2 u 4 2 1 1 1 Construction Inspector I Construction Inspector I Engineering Permit Technician Construction Inspection III 1 1 GIS Coordinator 2 1 1 1 3 -1 3435 - GIS GIS Technician GIS Analyst Sr. GIS Technician Total 29 0 27 Public Works 4010 - Administration Public Works Director Administrative Assistant Staff Assistant Administrative Services Supervisor City Traffic Engineer Traffic Engineer II Deputy Public Works Director Project Manager Project Manager Staff Assistant 1 3 1 1 1 1 3 1 4 -1 1 1 u 4110 - Fleet Services Service Advisor Mechanic 1 Mechanic III Mechanic Foreman Equipment Management Supervisor 3 1 1 Fleet Superintendent Mechanic II 1 4210 - Building Services Facilities Maintenance Worker I Facilities Maintenance Worker II Facilities Maintenance Worker III Facilities Foreman Facilities Maintenance Supervisor Facility Superintendent Deputy Public Works Director Facility Superintendent Project Manager Facilities Maintenance Worker III -1 1 1 1 1 1 3 1 1 1 2 1 1 3 1 u u u 4630 - Streets Streets Maintenance Worker I Streets Maintenance Worker II Street Maintenance Worker III Streets Supervisor Street Maintenance Foreman Equipment Operator Streets and Traffic Superintendent Deputy Public Works Director Deputy Public Works Director Traffic Operations Worker 257 1 3 1 3 1 1 1 3 1 1 3 1 1 u 3 1 1 1 3 1 -1 1 2 1 +1 1 Schedule 5 - Authorized Positions Dept Div Name Position Title 4660 - Traffic Traffic Operations Worker II Signal Technician III Signal Technician II Traffic Operations Foreman FY09 1 1 2 1 Signal Technician Assistant City Traffic Engineer City Traffic Engineer Traffic Operations Worker FY10 FY11 FY12 Change in Position 1 1 1 2 1 1 2 -1 -1 -2 FY13 1 2 1 1 1 4910 - Sanitation 1 1 1 6 6 6 Sanitation Supervisor Sanitation Foreman Recycling Coordinator Sanitation Worker I Sanitation Worker II Sanitation Worker III Sanitation Superintendent Total Sanitation Inspector Sanitation Worker Sanitation Worker II *2 frozen positions pending changes in service level 1 1 1 8 2 1 1 56 1 1 1 6 u u 1 u u-2 47 1 1 1 1 1 1 44 44 39 1 1 1 1 1 1 1 1 1 Water 5110 - Administration Water Resources Manager Administrative Assistant Water Management Director Project Manager Staff Assistant Water Conservation Specialist Deputy Public Works Director 1 2 1 1 1 1 1 Water Conservation Specialist Water Supervisor -1 +1 Instrumentation & Control Technician -1 +1 +1 1 1 1 1 5120 - Distribution Utility Technician Utility Technician II Operations Supervisor Sr. Utility Technician 3 6 1 3 Operations Superintendent Superintendent Utility Technician Environmental Compliance Supervisor 6 1 1 2 1 6 1 2 1 6 u 2 -1 +1 -1 -1 1 u -1 7 1 1 u-3 1 Water Distribution Supervisor Utility Technician II 1 5130 - Production Utility Technician II Sr. Utility Technician Operations Supervisor Utility Technician Utility Technician 1 2 1 5 2 1 5 u-3 2 2 1 3 5 2 1 1 1 1 25 1 1 -2 +2 3 2 1 2 5140 - Environmental Quality Water Quality Technician III Water Quality Technician II Environmental Compliance Supervisor Total 258 1 1 1 33 1 1 1 25 23 1 1 0 23 Schedule 5 - Authorized Positions Dept Div Name Position Title FY09 FY10 1 1 FY11 FY12 1 1 Change in Position FY13 Wastewater 5210 - Administration Operations Superintendent Deputy Director Wastewater Superintendent 1 5220 - Collection System Utility Technician I Operations Supervisor Sr. Utility Technician Utility Technician II 2 1 1 3 3 1 1 2 +1 1 3 1 3 1 1 1 1 1 1 1 1 1 1 1 1 2 1 2 1 2 1 1 u 1 1 1 1 Maintenance Mechanic 1 5251 - Treatment Plant Corgett WWTP Utility Technician I Utility Technician II 1 1 Maintenance Mechanic Sr. Utility Technician 1 2 1 5252 - Treatment Plant Goodyear WRF Maintenance Mechanic I Maintenance Mechanic II Maintenance Mechanic III Utility Technician I Utility Technician II Sr. Utility Technician Environmental ComplianceOfficer Operations Supervisor Reclamation 1 1 1 6 2 3 1 1 1 1 2 1 u 1 Utility Technician I 2 1 1 5253 - Treatment Plant RVWRF 1 Utility Technician 2 Utility Technician II +1 1 1 5254 - Treatment Plant RVWRF 3 Utility Technician II Environmental Compliance Officer Environmental Compliance Supervisor Total 259 23 19 1 19 2 -2 1 19 0 1 19 Schedule 5 - Authorized Positions Dept Div Name Position Title FY12 Change in Position FY13 5 5 6 1 2 7 7 +2 -3 -1 1 4 4 6 1 1 FY09 FY10 FY11 1 1 1 1 4 7 8 u 1 u Parks 4310 - Administration Parks Foreman Parks Supervisor Parks Worker I Parks Worker II Parks Worker III 6 8 Sports Turf Manager Parks & Recreation Director Parks Superintendent 1 1 +2 Right of Way Worker III 2 4320 - Ballpark Operations Administrative Assistant Ballpark Manager Sports Turf Supervisor Parks Worker I Parks Worker II Ballpark Coordinator Grounds Equipment Mechanic 1 1 5 6 Groundskeeper I Groundskeeper II Grounsdkeeper III Ballpark Foreman Parks Worker III Ballpark Coordinator- Bus. Development Ballpark Coordinator - Ticket Operations Ballpark Supervisor 1 1 2 6 3 3 1 1 3 2 1 1 1 1 9 1 3 1 1 3 2 u 1 1 1 1 1 1 1 -1 1 1 1 +1 2 1 1 u 1 1 4 9 3 +2 3 1 1 5 8 4330 - Ballpark Maintenance Ballpark Foreman Ballpark Supervisor Grounds Equipment Mechanic Groundskeeper I Groundskeeper II Grounsdkeeper III +1 -1 -3 4410 - Acquatics Recreation and Aquatics Coordinator 1 1 1 1 1 2 1 1 1 1 1 1 52 527 65 592 1 1 1 1 1 48 511 3 514 2 1 1 1 2 1 1 1 4420 - Recreation Recreation and Aquatics Coordinator Recreation and Acquatics Superintendent Public Arts Specialist Administrative Assistant Recreations and Aquatics Programmer Total FUNDED POSITION COUNT FTE UNFUNDED POSITION COUNT TOTAL POSITION COUNT FTE 260 1 35 568 568 48 505 6 511 0 0 48 511 511 Schedule 5a - Five Year History Full Time Authorized Positions Department/Program Mayor & Council Manager's Office Clerk Human Resources Attorney Community Services ITS Finance Administration Percent Of Total Econ Development Comm Development Building Safety Engineering Planning & Devel Svcs Percent Of Total Court Prosecutor Police*** Telecomm Fire Public Safety Percent Of Total Aquatics/Recreation Parks Stadium Parks Percent Of Total Public Works Admin Fleet Services Building Services Streets Sanitation * Public Works Percent Of Total Water Sewer Water Resources Percent Of Total Positions Authorized - not funded Total City FY 08-09 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% FY 11-12 FY 12-13 3 12 6 9 4 2 11 6 9 4 - - 14 30 78 15.18% 14 30 76 14.87% 14 29 84 16.44% 5 24 7 10 8 9 29 32 24 23 10 5 105 18 110 248 43.66% 5 17 13 35 6.16% 12 7 7 15 15 56 9.86% 33 23 56 9.86% 568 61 10.30% 11 5 116 17 127 276 46.62% 6 23 25 54 9.12% 7 7 10 19 14 57 9.63% 31 20 41 7.98% 40 7.83% 10 4 111 17 113 10 4 111 17 113 255 49.61% 6 18 25 49 9.53% 7 7 7 14 10 45 8.75% 25 18 5 10 12 27 54 10.57% 9 4 112 17 102 255 49.90% 244 47.75% 6 18 24 6 18 24 48 9.39% 48 9.39% 7 6 8 14 9 6 6 8 10 9 44 8.61% 39 7.63% 23 19 51 8.61% 43 8.37% 42 8.22% 65* 592 3 514 6 511 *(included in dept totals FY 10 only) 20 6 10 5 - 5 39 73 12.85% - 23 19 42 8.22% 511 2 Sanitation positions were frozen in mid April 261 City of Goodyear FY 13 Fund Transfers Schedule 6 Transfer To Water Resources General Fund Wastewater Stadium Debt Service Highway User Fund (HURF) Totals From $ General Fund 7,796,914 $ 1,000,000 $ 8,796,914 Water Resources $ 1,200,000 $ 1,200,000 Wastewater $ 700,000 $ 700,000 Sanitation $ 900,000 $ 900,000 Stadium $ - Utility Development Impact Fees TOTAL 262 $ 2,800,000 $ $ 757,943 $ 450,000 $ 757,943 $ 450,000 $ 7,796,914 $ - $ 1,000,000 $ - 12,804,857 SCHEDULE - 7 - Property Taxes DESCRIPTION FY 2008 BUDGET FY 2009 BUDGET FY 2010 BUDGET FY 2011 BUDGET FY 2012 BUDGET FY 2013 BUDGET $569,933,791 $4,172,485 0.7321 $734,948,385 $4,907,985 0.6678 $850,811,475 $5,379,681 0.6323 $789,556,527 $6,002,998 0.7603 $667,349,262 $6,303,781 0.9446 $602,167,739 $6,693,094 1.1115 $1,000,721,049 $982,750,592 $9,328,722 $9,510,077 0.9322 0.9677 $848,758,886 $5,627,272 0.6630 $673,001,828 $4,410,854 0.6554 $605,642,183 $4,018,436 0.6635 $11,630,270 1.4233 $10,714,635 1.6000 $10,711,530 1.7750 Primary Property Tax Primary Valuation Primary Levy Rate Secondary Property Tax Secondary Valuation Secondary Levy Secondary Rate $764,237,139 $6,632,814 0.8679 Combined Property Tax Levy Combined Property Tax Rate $10,805,299 1.6000 Truth in Taxation Primary property tax levy FY12: $ 6,303,781 Value of new construction FY13 $ 23,675,672 Net assessed value less new construction FY13: $ 578,492,067 Total Net assessed valuation FY13: $ 602,167,739 Truth in Taxation Rate $ 1.0897 Max. Levy that can be imposed without Truth in Taxation FY13 $ 6,561,773 Max. Levy Allowed by law Requires Truth in Taxation $ 6,693,094 Levy Amount Requiring Truth in Taxation $ 131,321 Maximum Allowable Tax Rate $ 1.1115 263 $14,236,707 1.6000 $14,889,758 1.6000 Schedule 8 Debt Capacity Analysis (Arizona Constitutional Limit) As Of June 30, 2012 FY 12/13 Secondary Assessed Valuation (AV) $ 602,167,739 Debt Limit 6% Of Assessed Valuation (1) $ 36,130,064 Bonds Outstanding At June 30, 2012 $ 265,000 Excess Available At June 30, 2012 $ 35,865,064 Debt Limit 20% Of Assessed Valuation (2) $ 120,433,548 Bonds Outstanding At June 30, 2012 $ 118,095,000 $ 2,338,548 Excess Available At June 30, 2012 (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 to this category. 264 Schedule 9 - FY12-13 CIP Projects Parks Projects PK1301 121-4310-500-2105 001-4310-500-2105 Street Projects ST0603 001-3430-500-7125 Parks City Wide Master Plan Parks Development Impact Fees General Fund SR303 ROW General Fund ST1301 I-10/303 Landscape General Fund ST1204 Traffic Control system conduit I-10 303 Interchange Arterial Streets Development Impact Fees General Fund Sarival, Van Buren to I-10 Design General Fund 001-3430-500-7345 134-3430-500-7345 001-3430-500-7345 ST1302 001-3430-500-7345 ST0805 001-3310-500-2215 ST1306 001-3430-500-7420 134-3430-500-7420 $177,000 $73,000 $1,755,628 $109,800 $135,677 $59,185 $258,010 Sonoran Valley Road EIS General Fund $120,000 Streets Support Appurtenances General Fund Arterial Streets Development Impact Fees ST1307 001-3430-500-7345 ST1202 134-3430-500-7345 ST1303 134-3430-500-7345 ST1304 134-3430-500-7345 ST1305 134-3430-500-2105 001-3430-500-2105 $34,800 $85,200 Traffic Control Speed Cushions General Fund Traffic Signal system fiber from; Pebblecreek, Van Buren to Indian Sch. Arterial Streets Development Impact Fees $210,000 Indian School, Litchfield to SR303 Arterial Streets Development Impact Fees $55,000 McDowell, Litchfield to Sarival Arterial Streets Development Impact Fees $30,000 Transportation Master Plan Arterial Streets Development Impact Fees General Fund $250,000 $100,000 Up-Grade City's ERP Solution General Government Impact Fees General Fund $108,650 $44,377 $50,000 IT Projects TC1301 122-1740-500-7435 001-1740-500-7435 Impact Fee Study FS1301 133-3310-500-2175 132-3310-500-2175 134-3310-500-2175 136-3310-500-2175 131-3310-500-2175 127-3310-500-2175 452-3310-500-2175 451-3310-500-2175 471-3310-500-2175 Water Projects WA0510 452-5110-500-7540 WA1301 452-5110-500-7540 New Impact Fee Study Police Development Fees Fire Development Fees Arterial Streets Development Fees Regional Transportation Development Fees Parks Development Fees Library Development fees Water Resource Fee Water Development Fee Sewer Development Fee $24,000 $24,000 $24,000 $8,000 $24,000 $24,000 $24,000 $24,000 $24,000 CAP M-1 Chargers (10,742 AC/FT) Water Resources Impact Fees $250,000 CGARD recharge Water Resources Impact Fees $112,998 Brine Management Sewer Development Fee $131,570 Waste Water WW1301 471-3310-500-2175 TOTAL 265 CIP PROJECTS $ 4,350,895 FY 13 CIP Carryover Schedule 10 Project Number TC0702 TC0701 TC0701 TC0702 TC1101 TC0401 TC0401 TC0401 ST0805 PK1201 ST1003 ST0508 ST1204 AT0701 PK1202 ST0508 Project Description ITS Data Communication ITS Up-Grades ITS Up-Grades ITS Data Communication New City Telephone System Install & Purchase Equipt Install & Purchase Equipt Install & Purchase Equipt Roadway to Sonoran Valley Loma Linda Park Design Appraisal Property303 ROW Traffic Signals 2 per yr Traffic Control 1-10-303 Art Projects Landscape Imp. Yuma Rd Traffic Signals 2 per yr ST0805 Roadway to Sonoran Valley TC0702 TC0702 TC1101 ITS Data Communication ITS Data Communication New City Telephone System FA1102 FA1201 PW Corp Yard Des & Const PW Facility Wash Rack,Fue TC0401 Install & Purchase Equipt TC0401 TC0401 FA1101 Install & Purchase Equipt Install & Purchase Equipt Police/Fire 911 Facility ST1101 ST1203 ST0508 Traffic Signal System Bullard 1-10/Estrella Pkw Traffic Signals 2 per yr PK1201 Loma Linda Park Design WA0522 WA0522 WA0522 ADAMAN WATER INTERCONNECT ADAMAN WATER INTERCONNECT ADAMAN WATER INTERCONNECT AT0701 Art Projects WA0522 ADAMAN WATER INTERCONNECT WA0508 WA1101 WA0522 WA0510 New Transmission Lines Litchfield & Mc85 Wtr Ln ADAMAN WATER INTERCONNECT CAP M-I Charges WA0510 WA0527 CAP M-I Charges Groundwater Replenishment WW1101 Corgett Capacity Expansio WW0511 WW0307 WW0402 WW0401 Lift Station Upgrade Regulatory Complian Impro SAT Site #1 SCADA System WW0307 WW0401 WW0403 WW0511 WW1001 WW1101 WW0403 WW0403 Regulatory Complian Impro SCADA System GWRF Capacity Expansion Lift Station Upgrade RVWRF-Reg Comp Improv Corgett Capacity Expansio GWRF Capacity Expansion GWRF Capacity Expansion AT0701 WW0403 WW0401 Art Projects GWRF Capacity Expansion SCADA System WR1201 WR1202 WR1001 WW1002 I-10/303 Landscape Reclai Reclaim system Expansion Reclaimed Water System Reclaimed System Expan WW0403 WW0403 WW0403 GWRF Capacity Expansion GWRF Capacity Expansion GWRF Capacity Expansion SD1201 Stadium Infrastructure Account Number 001-1740-500.22-15 001-1740-500.61-23 001-1740-500.74-35 001-1740-500.74-40 001-1740-500.74-40 001-2140-500.22-15 001-2210-500.74-40 001-2250-500.74-40 001-3310-500.22-15 001-3430-500.21-15 001-3430-500.21-75 001-3430-500.73-45 001-3430-500.73-45 001-4310-500.21-24 001-4310-500.73-32 001-4610-500.73-45 Total 101-3310-500.22-15 Total 122-1710-500.22-15 122-1710-500.74-40 122-1710-500.74-40 Total 123-3430-500.72-30 123-3430-500.72-30 Total 124-2110-500.74-40 Total 125-2110-500.74-40 125-2140-500.74-40 125-3430-500.72-30 Total 126-3430-500.73-45 126-3430-500.73-45 126-4610-500.73-45 Total 199-3430-500.21-15 Total 413-5110-500.21-15 413-5110-500.74-13 413-5110-500.74-14 Total 414-5110-500.21-24 Total 415-5110-500.72-40 Total 416-3430-500.75-40 416-3431-500.74-13 416-5110-500.72-30 416-5110-500.75-41 Total 417-5110-500.75-40 417-5110-500.75-40 Total 421-5210-500.72-40 Total 423-5210-500.21-15 423-5210-500.72-40 423-5210-500.73-20 423-5210-500.74-12 Total 425-5210-500.72-40 425-5210-500.72-40 425-5210-500.72-40 425-5210-500.72-40 425-5210-500.72-40 425-5210-500.72-40 425-5210-500.74-14 425-5252-500.72-40 Total 426-5210-500.21-24 426-5210-500.72-40 426-5210-500.74-16 Total 427-3430-500.73-32 427-3430-500.73-40 427-4010-500.72-40 427-5210-500.72-40 Total 428-5210-500.10-01 428-5210-500.21-09 428-5210-500.21-15 Total 445-3430-500.73-30 Total Total CIP Carryover 266 Carryover Amount 10,553 37,916 496,508 12,083 8,217 116,102 551,090 12,458 10,985 160,393 15,255 9,261 12,761 16,002 16,044 2,621 1,488,249 110,313 110,313 6,750 12,471 464,390 483,611 1,593,024 1,173,253 2,766,277 747,829 747,829 3,177,617 1,042 3,498,040 6,676,699 221,994 100,000 2,849 324,843 30,000 30,000 45,392 62,338 131,451 239,181 47,200 47,200 856 856 601,657 227,149 130,000 2,757 961,563 258,870 807,986 1,066,856 940,355 940,355 21,656 166,608 183,631 72,812 444,707 186,250 29,005 21,863 84,602 159,514 320,657 649,999 4,296 1,456,186 39,150 78,137 649,999 767,286 12,940 66,307 1,377,370 956,323 2,412,940 46,071 46,648 25,919 118,638 5,700,000 5,700,000 26,783,589 Goodyear Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2013 FUND 1. General Fund ADOPTED BUDGETED EXPENDITURES/ EXPENSES* 2012 ACTUAL EXPENDITURES/ EXPENSES ** 2012 $ $ 2. Special Revenue Funds 3. Debt Service Funds Available 4. Less: Amounts for Future Debt Retirement 5. Total Debt Service Funds 6. Capital Projects Funds 80,519,725 61,506,888 OTHER FINANCING 2013 SOURCES $ $ INTERFUND TRANSFERS 2013 IN $ 2,800,000 $ 8,796,914 1,000,000 10. Total Enterprise Funds 11. Internal Service Funds $ BUDGETED EXPENDITURES/ EXPENSES 2013 $ 83,705,928 $ 82,072,789 9,926,400 1,013,198 10,977,950 6,830,468 7,861,677 490,000 3,581,500 4,071,500 8,085,651 7,337,475 7,861,677 490,000 3,581,500 4,071,500 8,085,651 66,415,544 7,365,383 21,861,407 5,957,447 59,381,061 45,188,066 32,770,150 1,207,943 361,676 8. Enterprise Funds Available 9. Less: Amounts for Future Debt Retirement TOTAL FINANCIAL RESOURCES AVAILABLE 2013 7,337,475 7. Permanent Funds 12. TOTAL ALL FUNDS ESTIMATED FUND REVENUES BALANCE/ OTHER THAN NET PROPERTY TAX PROPERTY ASSETS*** REVENUES TAXES 2013 2013 July 1, 2012** Primary: 6,693,094 $ 62,121,906 $ 20,887,842 $ Secondary: 4,018,436 181,000 5,778,514 361,676 48,785,709 34,936,194 24,309,061 30,864,515 9,004,857 2,800,000 61,378,433 49,823,026 48,785,709 34,936,194 24,309,061 30,864,515 9,004,857 2,800,000 61,378,433 49,823,026 1,690,945 1,675,798 840,000 840,000 1,982,940 114,359,138 $ 68,930,986 214,675,798 $ $ 10,711,530 $ 108,303,882 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 $ 32,770,150 $ $ 12,804,857 $ 12,804,857 2012 2013 $ 214,675,798 $ 193,982,940 (1,675,798) (1,982,940) 213,000,000 192,000,000 47,345,962 39,949,721 $ 165,654,038 $ 152,050,279 $ 295,600,663 $ 311,679,827 The city/town does not levy property taxes and does not have special assessment districts for which property taxes are levied. Therefore, Schedule B has been omitted. * Includes Expenditure/Expense Adjustments Approved in 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 not in spendable form (e.g., prepaids and inventories) or legally or contractually required to be maintained intact (e.g., principal of a permanent fund). 267 SCHEDULE A $ 220,716,548 $ 193,982,940 Goodyear Summary of Tax Levy and Tax Rate Information Fiscal Year 2013 2012 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) $ 2013 6,303,781 $ 6,693,094 6,303,781 $ 6,693,094 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 4,410,854 $ 10,714,635 $ 6,303,781 $ 6,303,781 4,018,436 $ 10,711,530 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 $ C. Total property taxes collected $ $ 6,303,781 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 0.9446 0.6554 1.6000 1.1115 0.6635 1.7750 B. Special assessment district tax rates Secondary property tax rates - As of the date the proposed budget was prepared, the 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. 268 SCHEDULE B Goodyear Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2013 ESTIMATED REVENUES 2012 SOURCE OF REVENUES ACTUAL REVENUES* 2012 ESTIMATED REVENUES 2013 GENERAL FUND Local taxes Construction Sales Tax General Sales Tax Franchise Taxes $ 3,000,000 30,649,884 2,434,609 3,605,470 31,444,211 2,430,783 5,000,000 32,726,495 2,535,000 155,000 56,000 209,473 66,891 215,000 5,400 Intergovernmental State Shared Sales Urban Revenue Sharing Auto Lieu 4,938,471 5,509,486 2,201,261 5,045,088 5,439,582 2,148,698 5,458,311 6,667,096 2,163,966 Charges for services Gen Gov't Rentals Recreation Community Development Public Safety Building Safety Misc. 563,500 22,600 317,094 646,690 2,378,800 382,624 671,750 702,346 38,671 302,491 983,945 2,804,618 356,387 980,918 510,500 42,000 315,400 769,100 2,915,000 380,000 609,738 726,440 702,615 693,400 67,000 106,218 110,500 900,000 900,000 900,000 110,000 107,000 105,000 Licenses and permits Business Licenses Non-business licenses Fines and forfeits Court Fines Interest on investments Interest In-lieu property taxes Utility In-lieu Contributions Voluntary contributions Miscellaneous Police Impound Fees Total General Fund $ 55,731,209 $ 58,375,405 $ 62,121,906 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 269 SCHEDULE C Page 1 of 5 Goodyear Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2013 ESTIMATED REVENUES 2012 SOURCE OF REVENUES ACTUAL REVENUES* 2012 ESTIMATED REVENUES 2013 SPECIAL REVENUE FUNDS HURF Court Enhancement Fees JCEF Fill the Gap $ $ GRANTS CDBG Misc. $ 3,286,634 72,000 17,000 10,000 3,385,634 $ $ 3,200,000 55,000 15,600 7,405 3,278,005 3,708,514 60,000 $ 10,000 3,778,514 $ 200,000 10,000,000 10,200,000 $ $ 2,350,000 2,350,000 $ 2,000,000 2,000,000 Total Special Revenue Funds $ 13,585,634 $ 5,628,005 $ 5,778,514 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 270 SCHEDULE C Page 2 of 5 Goodyear Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2013 ESTIMATED REVENUES 2012 SOURCE OF REVENUES ACTUAL REVENUES* 2012 ESTIMATED REVENUES 2013 DEBT SERVICE FUNDS McDowell Rd. Improvement District Proposed Improvement District $ $ 3,591,346 $ 3,550,594 55,000,000 58,550,594 3,581,500 $ 3,591,346 $ 3,581,500 Total Debt Service Funds $ 58,550,594 $ 3,591,346 $ 3,581,500 2,467,646 3,392,481 $ 1,229,594 627,748 CAPITAL PROJECTS FUNDS Non-Utility Development Fees Utility Development Fees Bonds Stadium Reserve Infrastructure Improvements WIFA $ 2,066,174 3,772,635 5,700,000 $ 11,560,127 $ 1,857,342 $ 118,638 5,957,447 Total Capital Projects Funds $ 11,560,127 $ 1,857,342 $ 5,957,447 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 271 SCHEDULE C Page 3 of 5 Goodyear Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2013 ESTIMATED REVENUES 2012 SOURCE OF REVENUES ACTUAL REVENUES* 2012 ESTIMATED REVENUES 2013 PERMANENT FUNDS $ $ $ $ $ $ Total Permanent Funds $ $ $ ENTERPRISE FUNDS Water Wastewater Sanitation Stadium $ $ $ 10,032,397 9,571,974 6,314,254 1,562,925 27,481,550 $ 10,907,455 9,434,231 6,181,159 1,576,800 28,099,645 $ 12,523,869 10,624,491 6,153,230 1,562,925 30,864,515 Total Enterprise Funds $ 27,481,550 $ 28,099,645 $ 30,864,515 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 272 SCHEDULE C Page 4 of 5 Goodyear Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2013 ESTIMATED REVENUES 2012 SOURCE OF REVENUES ACTUAL REVENUES* 2012 ESTIMATED REVENUES 2013 INTERNAL SERVICE FUNDS $ $ $ $ $ $ Total Internal Service Funds $ $ $ TOTAL ALL FUNDS $ 166,909,114 $ 97,551,743 $ 108,303,882 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 273 SCHEDULE C Page 5 of 5 Goodyear Summary by Fund Type of Other Financing Sources/ and Interfund Transfers Fiscal Year 2013 OTHER FINANCING 2013 SOURCES FUND GENERAL FUND Stadium HURF Water Resources Wastewater Sanitation $ $ INTERFUND TRANSFERS 2013 IN $ $ 7,796,914 1,000,000 $ 8,796,914 $ $ 1,200,000 700,000 900,000 2,800,000 $ $ $ 1,000,000 $ Total Special Revenue Funds $ $ $ 1,000,000 $ $ $ $ $ Total Debt Service Funds $ $ $ $ $ $ $ 1,207,943 $ $ $ 1,207,943 $ $ $ $ Total Permanent Funds $ $ $ $ $ $ Total General Fund $ SPECIAL REVENUE FUNDS HURF DEBT SERVICE FUNDS CAPITAL PROJECTS FUNDS Utility Development Fees Proposed Improvement Districts $ 32,770,150 Total Capital Projects Funds $ 32,770,150 PERMANENT FUNDS ENTERPRISE FUNDS Water $ Water Resources Wastewater Sanitation Stadium Total Enterprise Funds $ 757,943 $ 1,200,000 700,000 900,000 450,000 7,796,914 9,004,857 $ $ $ $ $ $ $ Total Internal Service Funds $ $ $ $ $ $ 2,800,000 INTERNAL SERVICE FUNDS TOTAL ALL FUNDS $ 274 32,770,150 SCHEDULE D 12,804,857 $ 12,804,857 Goodyear Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2013 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2012 FUND/DEPARTMENT EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2012 ACTUAL EXPENDITURES/ EXPENSES* 2012 BUDGETED EXPENDITURES/ EXPENSES 2013 6,426,406 7,630,505 27,108,559 4,114,932 4,165,579 3,267,284 926,425 3,621,248 61,506,888 7,169,286 8,189,372 29,362,417 4,239,405 4,124,505 3,387,413 619,500 3,700,000 16,347,842 4,093,049 840,000 82,072,789 206,980 (715,009) (508,029) $ 1,013,198 1,013,198 4,800,468 2,030,000 6,830,468 (524,202) 4,311,583 3,550,094 (524,202) $ 7,861,677 GENERAL FUND Administration $ Administrative 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 $ 6,445,088 7,838,022 26,913,682 4,111,932 4,395,953 3,394,433 926,425 3,621,248 16,347,842 5,733,950 $ 79,728,575 $ SPECIAL REVENUE FUNDS HURF $ Grants Total Special Revenue Funds $ 4,864,869 5,569,560 10,434,429 $ 4,311,583 3,550,094 $ 7,861,677 $ 14,707,847 851,197 49,300,500 1,556,000 $ 66,415,544 $ $ $ $ $ $ Total Permanent Funds $ $ $ $ DEBT SERVICE FUNDS GO Debt Service Impr. Dist. Debt Service $ Total Debt Service Funds $ CAPITAL PROJECTS FUNDS $ Non-Utility Dev Fees CIP Carry over Proposed Improv Dist MAG McDowell Rd Improv Dist Total Capital Projects Funds $ (925,937) 256,090 1,037,515 36,184 32,056 (13,778) 369,020 4,245,950 $ 791,150 $ 4,507,713 3,577,938 $ 4,958,186 851,197 12,417,916 32,770,150 - 1,556,000 7,365,383 8,085,651 $ 45,188,066 PERMANENT FUNDS ENTERPRISE FUNDS Stadium $ Stadium Reserve/Infrastructure Impro Stadium Debt Water/Sewer Funds Utility Dev Fee CIP - Water CIP - Wastewater Wate/Wastewater Bonds ARRA - WIFA loans Sanitation Total Enterprise Funds $ INTERNAL SERVICE FUNDS Fleet 3,490,713 5,700,000 5,366,288 16,592,195 8,906,922 448,042 431,127 2,342,411 698,323 4,583,754 $ 48,559,775 $ $ 1,675,798 Total Internal Service Funds $ TOTAL ALL FUNDS $ 1,675,798 214,675,798 47,743 3,221,792 5,366,288 15,602,366 2,242,091 448,042 431,127 2,342,411 698,323 4,583,754 178,191 225,934 $ 15,147 $ $ 15,147 3,824,576 5,700,000 5,535,263 20,121,115 7,778,443 239,181 444,707 815,342 118,638 5,245,761 34,936,194 $ 1,675,798 $ $ 1,675,798 114,359,138 49,823,026 1,982,940 $ $ 1,982,940 193,982,940 * Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. 275 SCHEDULE E Goodyear Summary by Department of Expenditures/Expenses Fiscal Year 2013 DEPARTMENT/FUND Mayor & Council General Fund $ Department Total $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES * BUDGETED EXPENDITURES/ EXPENSES 2012 2012 2012 2013 366,602 366,602 $ $ 2,466 2,466 $ 350,268 350,268 $ 250,689 250,689 City Clerk General Fund $ Department Total $ 564,003 564,003 $ 1,099 1,099 $ 462,559 462,559 $ 734,318 734,318 City Manager's Office General Fund $ Department Total $ 1,591,562 1,591,562 $ 5,175 5,175 $ 1,591,562 1,591,562 $ 2,511,374 2,511,374 Non-Departmental General Fund Prior Year Carryover Grants Contingency $ $ $ $ 2,809,400 (934,677) 2,416,973 5,569,560 16,347,842 (715,009) 1,013,198 Department Total $ 24,726,802 $ (1,649,686) 3,430,171 Legal Services General Fund $ Department Total $ 1,113,520 1,113,520 $ Finance General Fund Dev Imipact Fees Capital Improvement Projects Proposed Improvement Districts Debt Service Special Improvement Districts Department Total 1,099 1,099 $ 1,089,169 1,089,169 (521,406) $ 24,437,242 $ 1,313,505 1,313,505 2,512,741 2,160,479 4,093,049 2,500,000 19,550,384 3,550,094 34,366,747 $ 2,918,561 4,945,388 4,093,049 32,770,150 10,662,472 3,577,938 58,967,558 $ $ $ $ $ $ $ 2,903,241 5,330,457 9,355,378 50,856,500 19,550,384 3,550,094 91,546,054 $ Information Technology General Fund $ Prior Year Carryover Department Total $ 2,732,362 88,750 2,821,112 $ 1,096 $ 2,087,288 88,750 2,176,038 $ 2,818,255 240,000 3,058,255 Human Resources General Fund $ Department Total $ 2,202,418 2,202,418 $ 251,099 251,099 $ 2,202,418 2,202,418 $ 2,452,556 2,452,556 Police Department General Fund Towing Administration - 009 Dev Fees Grants Department Total $ $ $ $ $ 2,796 4,609,400 1,450,000 2,030,000 16,347,842 (524,202) 1,096 13,773,699 194,803 7,427,390 552,217 21,395,892 $ $ 552,217 Fire Department General Fund $ Dev Fees Department Total $ 11,981,164 1,950,000 13,931,164 $ Municipal Court General Fund $ Department Total $ 964,016 964,016 Development Services General Fund $ Department Total $ 2,039,729 2,039,729 Engineering General Fund HURF HURF Capital Projects Department Total $ $ $ $ 2,356,224 Parks & Recreations General Fund Stadium Infrastructure Reserve Stadium Operating Department Total $ $ $ $ 4,111,933 5,700,000 3,490,713 13,302,646 $ $ $ $ $ $ 3,394,434 4,918,869 Public Works General Fund HURF Fleet Water Resources Wastewater Capital Projects Water/Sewer Bonds Dev Fees Sanitation ARRA - WIFA Loans Grants Department Total 2,356,224 13,043,775 122,264 1,756,471 14,853,463 95,823 6,700,699 $ $ 14,922,510 $ $ 21,649,985 420,553 $ 11,469,673 1,041,236 12,510,909 $ 13,471,949 771,829 14,243,778 $ 64,745 64,745 $ 763,619 763,619 $ 941,182 941,182 $ $ 9,469 9,469 $ $ 1,809,328 1,809,328 $ $ 1,885,122 1,885,122 $ 2,239,383 1,972,879 110,313 4,322,575 $ 4,239,405 5,700,000 3,824,580 13,763,985 420,553 22,587 $ 22,587 $ 2,289,127 $ 2,289,127 36,184 3,785,904 47,743 83,927 $ 3,221,792 7,007,696 (13,778) 206,980 15,147 17,391 160,800 369,020 $ 4,559,938 3,031,989 879,169 2,342,411 8,906,922 4,583,754 698,323 762,447 34,078,256 $ Department Total $ 213,000,000 $ 755,560 2,893,804 4,577,464 3,387,413 2,717,276 600,000 4,902,358 3,373,951 2,439,585 10,904,451 7,778,443 5,245,761 118,638 $ 3,887,723 2,680,257 879,169 2,342,411 3,480,580 4,547,353 698,323 762,447 26,749,531 $ 41,467,876 $ 111,721,652 $ 192,000,000 * Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. 276 SCHEDULE F This page intentionally left blank. 277 This page intentionally left blank. 278 279 280 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. 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. 281 CIP (CAPITAL IMPROVEMENT PLAN OR PROGRAM) A long-range study or plan of financial wants, needs, expected revenues and policy intentions. CIP is defined capital expenditures/projects, in general, as the purchase or construction of long-lived, high-cost, tangible assets. “Long-lived” implies a useful life in excess of one year. “High-cost” means that the project costs are substantial. “Tangible” assets exclude contractual services except those that are necessary for putting a tangible asset into service. COMMUNITY FACILITIES DISTRICTS (CFD) CFDs are special purpose public improvement districts. By utilizing a variety of public funding options such as bonds, special assessments, taxes and user fees, CFDs provide a mechanism to finance public infrastructure, the operation and maintenance of public infrastructure, and enhanced municipal services in qualifying areas. CONTINGENCY FUND A budgetary reserve set aside for emergency or unanticipated expenses and/or revenue shortfalls. The City Council must approve all contingency expenditures. CONTRACTUAL SERVICES Services such as rentals, insurance, maintenance, etc. that are purchased by the City. DEBT SERVICE The cost of paying principal and interest on borrowed money according to a predetermined payment schedule. DEBT SERVICE FUND (SEE REVENUE FUNDS) DEPARTMENT The basic organizational unit of government which is functionally unique in its delivery of services. DEPRECIATION Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy or obsolescence. DEVELOPMENT-RELATED FEES Those fees and charges generated by building, development and growth in a community. Included are building and street permits, development review fees, and zoning, platting and subdivision fees. DIVISION An organized unit within a department. ENCUMBRANCE The commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for a specified future expenditure. ENTERPRISE FUND (SEE REVENUE FUNDS) EXPENDITURE LIMITATION The Arizona State Legislature imposed a constitutional amendment which limits the annual expenditures of all municipalities. The limit is set by the Economic Estimates Commission based on population growth and inflation. EXPENDITURE/EXPENSE This term refers to the outflow of funds paid for an asset obtained, or goods and services obtained. FEES Fees are charges for specific services. 282 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 (GENERALLY ACCEPTED ACCOUNTING PRINCIPLES) A standard established by the Accounting Practices Board of the American Institute of Certified Public Accountants. These rules, conventions, and procedures define accepted accounting practices. GENERAL FUND (SEE REVENUE FUNDS) GOVERNMENT FINANCE OFFICERS ASSOCIATION (GFOA) BUDGET PRESENTATION AWARD The GFOA Budget Presentation Awards Program is an international awards program for governmental budgeting. Its purpose is to encourage exemplary budgeting practices and to provide peer recognition for government finance officers preparing budget documents. Award criteria includes coverage of four areas of interest: policy orientation, financial planning, operational focus and effective communications. GRANT A contribution by a government or other organization to support a particular function. Grants may be classified as either operational or capital, depending upon the grantee. HIGHWAY USER REVENUE FUND This revenue source consists of state taxes collected on gasoline, vehicle licenses and a number of other additional transportation related fees. These funds must be used for street and highway purposes. IMPROVEMENT DISTRICTS Improvement districts are formed consisting of property owners desiring improvements to their property. Bonds are issued to finance these improvements, which are repaid by assessments on affected property. Improvement District debt is paid for by a compulsory levy (special assessment) made against certain properties to defray all or part of the cost of a specific capital improvement or service deemed to benefit primarily those properties. INFRASTRUCTURE Facilities on which the continuance and growth of a community depend such as roads, water lines, sewers, public buildings, parks, airports, et cetera. 283 INTERNAL SERVICE FUND (SEE REVENUE FUNDS) MODIFIED ACCRUAL METHOD OF ACCOUNTING Based on revenues being recognized in the period when they become available and measurable (known). To be used to pay expenditures are incurred, regardless of when the receipt or payment of cash takes place. OPERATING BUDGET The operating budget is the plan for current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing, acquisition, spending, and service delivery activities of a government are controlled. The use of annual operating budgets is required by law in Arizona. ORDINANCE An ordinance is a formal legislative enactment by the governing body of a municipality. If it is not in conflict with any higher form of law, such as a state statute or a constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies PAY-AS-YOU-GO CAPITAL IMPROVEMENT PROJECTS Pay-as-you-go capital improvement projects are capital projects whose funding source is derived from City revenue sources other than through the sale of voter-approved bonds. PERFORMANCE (MEASURES) INDICATORS Performance Indicators are quantifiable measurements, agreed to beforehand, that reflect the critical success factors of an organization. Whatever performance Indicators are selected, they must reflect the organization's goals, they must be key to its success and they must be quantifiable (measurable). Performance Indicators usually are long-term considerations. The definition of what they are and how they are measured do not change often. The goals for a particular performance indicator may change as the organization's goals change, or as it gets closer to achieving a goal. PRIMARY PROPERTY TAX Primary property taxes are levied for the purpose of funding general government operations. Annual increases are limited to 2% of the previous year’s maximum allowable primary property tax levy plus allowances for new construction and annexation of new property and tort litigation settlements. PROPERTY TAX Property tax is based according to value of property and is used as the source of moneys to pay general obligation debt (secondary property tax) and to support the general fund (primary property tax). PROPRIETARY FUNDS Funds that focus on the determination of operating income, changes in net assets (or cost recovery), financial position, and cash flows. There are two different types of proprietary funds: enterprise funds and internal service funds. See these two definitions under revenue funds. RESERVE Reserve is an account which records a portion of the fund balance which must be segregated for some future use and which is, therefore, not available for further appropriation or expenditure. REVENUE FUNDS Income collected by municipalities for public use. Capital Fund: 284 Fund used to accumulate the revenues and expenditures for the acquisition or repair and replacement of the capital assets in a municipality. In general, capital assets refer to buildings, equipment, infrastructure, arenas, trucks, graders, roads, water/sewer systems and the like. Debt Service Fund: Fund established for the cash required over a given period for the repayment of interest and principal on a debt. Enterprise Fund: A governmental accounting fund in which the services provided, such as water or sewer or sanitation, are financed and operated similarly to those of a private business. The rate schedules for those services are established to ensure that user revenues are adequate to meet necessary expenditures. General Fund: The largest fund within the City, the General Fund accounts for most of the financial resources of the government that are not accounted for in other funds. General fund revenues include primary property taxes, licenses and permits, local taxes, and service charges. General fund services include police, fire, finance, information systems, administration, courts, attorneys, and parks and recreation. Internal Service Fund: Finance and account for the operations of agencies that provide services to other agencies, institutions, or other governmental units on a cost-reimbursed basis. Special Assessment Fund: A compulsory levy made against certain properties to defray all or part of the cost of a specific capital improvement or service deemed to benefit primarily those properties. Trust Fund: A trust fund consists of resources received and held by the government unit as trustee, to be expended or invested in accordance with the conditions of the trust. SALES TAX Sales Tax - Tax based on a percentage of the selling price of goods and services. State and local governments assess sales tax and decide what percentage to charge. The retail buyer pays the sales tax to the retailer, who passes it on to the sales tax collection agency of the government. SECONDARY PROPERTY TAX Secondary Property Tax - Secondary property taxes are levied for the purpose of funding the principal, interest, and redemption charges on general obligation bonds of the City. The amount of this tax is determined by the annual debt service requirements on the City’s general obligation bonds. SPECIAL ASSESSMENT FUND (SEE REVENUE FUNDS) 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. 285 TAX RATE The tax rate is the amount of tax levied for each $100 of assessed valuation. TAXES Taxes are compulsory charges levied by a government for the purpose of financing services performed for common benefit. This term does not include specific charges made against particular persons or property for current or permanent benefits such as special assessments. Neither does the term include charges for services rendered only to those paying such charges, such as water service. TRANSFERS Transfers are the authorized exchanges of cash or other resources between funds. TRUST FUND (SEE REVENUE FUNDS) USER CHARGES The payment of a fee for direct receipt of a public service by the party who benefits from the service. WASTEWATER RECLAMATION It is a process by which water used in houses and businesses goes down the drain and becomes wastewater, which is then cleaned using biological and chemical processes so the water can be returned to the environment safely to augment the natural systems from which they came. 286 287 288 289 290 291 292 293 294 295 Acronyms ADOT AMWC ASE Arizona Department of Transportation Adaman Mutual Water Company National Institute for Automotive Service Excellence CAFR Comprehensive Annual Financial Report CAP Central Arizona Project CDBG Community Development Block Grant CERT Community Emergency Response Team CFD Community Facilities District CIP Capital Improvement Program CMAQ Congestion Mitigation and Air Quality Improvement Program COOP/COG Continuity of Operations/Continuity of Government CPA Central Planning Area CPM Corrugate Metal Pipe CBRNE Chemical, Biological, Radiological, Nuclear, & High Yield Explosives DIF Development Impact Fees DIP Ductile Iron Pipe DUI Driving Under the Influence EMR Estrella Mountain Ranch EQ Environmental Quality FTE Full Time Employee FY Fiscal Year GAAP General Accepted Accounting Principles GAIN Getting Arizona Involved in Neighborhoods GFOA Government Finance Officers Association GIS Geographic Information System GO General Obligation (bonds) GPA General Plan Amendment GPM Gallons per Minute GRIC Gila River Indian Community GWRF Goodyear Wastewater Reclamation Facility HHW Household Hazardous Waste HOA Home Owners Association HURF Highway User Revenue Fund I-10 Interstate 10 IGA Intergovernmental Agreement ITS Information Technology Services IWMP Integrated Water master Plan LMS Learning Management System LPSCO Litchfield Park Service Company LTAF Local Transportation Assistance Funds MAG Maricopa Association of Governments MC-85 Maricopa County 85 MCDOT Maricopa County Department of Transportation MGD Million Gallons per Day M-I Municipal & Industrial O&M Operations and Maintenance PDS Professional Development Series 295 PIC PM PW RFP RFQ RID RO ROW RWC SAT SCADA SDC SFR SPA SR303 SSO UIW VLT WCMP WIFA WRD WRF WS WWS WWTP Public Improvement Corporation Bond Project Management Public Works Request for Proposals Request for Qualifications Roosevelt Irrigation District Reverse Osmosis Right of Way Regional Wireless Cooperation 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 Infrastructure Finance Authority Water Resources Department Water Reclamation Facility Water Services Wastewater Services Wastewater Treatment Plant