City of Goodyear Annual Budget Fiscal Year 2013-2014 City of Goodyear 2014 ANNUAL BUDGET Submitted to the City Council June 24, 2013 This Budget Book is dedicated to the memory of Councilman Gary Gelzer who died in October 2012. Gary, a retired Navy officer and business executive, was a cheerful friend, a fierce debater, and a champion for Goodyear. For more than a decade, he volunteered to serve on several boards and commissions that advised City leaders on everything from open space to aviation. We miss you Gary! Table of Contents ...............................................................................................................................i Reader’s Guide ...................................................................................................................................iii GFOA Presentation Award .................................................................................................................iv Introduction Mayor and Council .............................................................................................................................1 City Manager’s Budget Message........................................................................................................10 Goodyear, AZ City Map ......................................................................................................................14 Table of Organization .........................................................................................................................15 Financial Organization Chart ..............................................................................................................16 Strategic and Operational Planning ...................................................................................................18 Four Focus Priorities ..........................................................................................................................19 History & Community Profile .............................................................................................................21 Financial Plan Financial Policies ................................................................................................................................31 Economic Trends ................................................................................................................................35 Revenues ............................................................................................................................................38 Budget Summary Budget Process...................................................................................................................................45 Budget Summary................................................................................................................................49 FY 14 Operating Budget .....................................................................................................................52 Other Funds .......................................................................................................................................53 Departmental Budgets Mayor & Council ................................................................................................................................57 City Clerk ............................................................................................................................................59 City Manager ......................................................................................................................................63 Legal Services .....................................................................................................................................69 Finance ...............................................................................................................................................73 Information Technology.....................................................................................................................80 Human Resources ..............................................................................................................................85 Police Department .............................................................................................................................90 Fire .....................................................................................................................................................97 Municipal Court .................................................................................................................................103 Development Services .......................................................................................................................106 Engineering ........................................................................................................................................112 Public Works ......................................................................................................................................120 Parks and Recreation .........................................................................................................................129 i Capital Improvement Plan (CIP) CIP Summary ......................................................................................................................................135 Revenue Sources ................................................................................................................................136 CIP Review ..........................................................................................................................................139 Operating Impacts..............................................................................................................................141 Debt Service .......................................................................................................................................142 Five Year CIP .......................................................................................................................................146 Project Descriptions ...........................................................................................................................147 Budget Schedules Schedule 1-Sources & Uses ................................................................................................................200 Schedule 2-All Funds Revenue ...........................................................................................................202 Schedule 3-Operating Funds Expenditure .........................................................................................206 Schedule 4-Debt Service ....................................................................................................................214 Schedule 5-Full Time Authorized Positions .......................................................................................215 Schedule 5a-Five Year History Full Time Authorized Positions .........................................................224 Schedule 6-FY14 Fund Transfers ........................................................................................................225 Schedule 7-Property Taxes ................................................................................................................226 Schedule 8-Debt Capacity Analysis ....................................................................................................227 Schedule 9-FY14 CIP Projects.............................................................................................................228 Schedule 10-FY14 CIP Carryover ........................................................................................................229 Schedule 11-FY14 Recommended Supplementals ............................................................................231 Schedule A-Summary Schedule of Estimated Revenues and Expenditures/Expenses .....................239 Schedule B-Summary of Tax Levy and Tax Rate Information ............................................................240 Schedule C-Summary by Fund Type of Revenues Other Than Property Taxes .................................241 Schedule D-Summary by Fund Type of Other Financing, Sources/Uses and Interfund Transfers ....246 Schedule E-Summary by Department of Expenditures/Expenses within Each Fund Type ...............247 Schedule F-Summary by Department of Expenditures/Expenses .....................................................248 Schedule G-Full-Time Employees and Personnel Compensation ......................................................249 Appendix Resolution ..........................................................................................................................................252 Glossary ..............................................................................................................................................254 Profile .................................................................................................................................................262 Acronyms ...........................................................................................................................................272 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, 2012. 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. v Goodyear City Council FY14 Goodyear operates under the Council-Manager form of government. The City's charter provides for six councilmembers and a mayor, elected at large on a non-partisan ballot. Councilmembers serve four-year staggered terms and the mayor, a four-year term. The Vice-Mayor is elected by the rest of the City Council. 1 Georgia Lord, Mayor Term of Office: 2013-2017 Council Office: Phone (623)882-7776 Fax (623)932-1177 190 N. Litchfield Rd. Goodyear, AZ 85338 Email: Georgia.Lord@goodyearaz.gov Occupation: Retired, Real Estate Sales Trainer Georgia Lord was elected to fill a two-year unexpired term as Mayor of the City of Goodyear in March of 2011. She has served on the Goodyear City Council since 2005 before resigning her position as ViceMayor to run for Mayor. Mayor Lord represents Goodyear on the Maricopa County Association of Governments (MAG) Regional Council, Transportation Policy Committee, and Economic Development Committee. She serves on the WESTMARC Board of Directors and Executive Committee, and the West-MEC Bond Committee. She is also a member of the Arizona Mayor’s Education Roundtable and previously served as Vice Chair of the Arizona Municipal Tax Code Commission. Mayor Lord is actively involved in the Luke West Valley Council, West Valley Partners and the Luke Forward Campaign, which played a key role in bringing the F35 Mission to Luke Air Force Base. She also currently serves on the US Conference of Mayors’ Defense Transition Task Force. Lord serves as current Chair of the Greater Phoenix Economic Council (GPEC) Ambassadors Steering Committee, the GPEC International Leadership Council, and the GPEC Board of Directors. GPEC awarded Mayor Lord the Certified Ambassador Award in recognition of her promotion and advancement of economic development in greater Phoenix. Previously she served as Chair of the Goodyear City Center Technical Advisory Committee which was responsible for crafting Goodyear's new downtown strategy. In 2008, she was a member of the citizens' team that brought home the All-America City Award to Goodyear. Her goals are to continue to develop a sustainable downtown in Goodyear, attract new business and clean industries, enhance public safety services, and to keep Goodyear an All-America City. Lord, who graduated from the Arizona State University School of Real Estate, has extensive experience in real estate sales and as a trainer for a national home builder. Her real estate experience gives her insight into how to create high quality, attractive communities. She also graduated with fluency in German from the State Department Institute for German Language before joining her husband overseas during his diplomatic tour of duty in the U.S. Air Force. A graduate of the 2003 Southwest Valley Citizen Academy, Lord is involved in her community and 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. 2 Joe Pizzillo, Vice-Mayor Term of Office: 2013-2017 Council Office: Phone (623)882-7776 Fax (623)932-1177 190 N. Litchfield Rd. Goodyear, AZ 85338 Email: Joe.Pizzillo@goodyearaz.gov Occupation: Adjunct Professor 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. In 2013, he was re-elected to his second four year council term and tapped to serve as Vice Mayor, once again. 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, he is strongly engaged in the direction of state transit policies. Locally, Joe serves on the Board of Directors of the Southwest Lending Closet. 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. Joe’s son, Nicholas, and his wife Kristen, have blessed him with two granddaughters, Sophia and Aubrey. 3 Joanne Osborne, Councilmember Term of Office: Council Office: Occupation: 2011-2015 Phone (623)882-7776 Fax (623)932-1177 190 N. Litchfield Rd. Goodyear, AZ 85338 Email: Joanne.Osborne@goodyearaz.gov Co-Owner, Osborne Jeweler’s Joanne Osborne was re-elected to her second four-year term in 2011 and through a vote by Council was elected to serve as the City of Goodyear’s Vice Mayor from June 2011 until June 2013. 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. Before she assumed her seat on 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 Economic Development’s Focus Future II in 2002. A graduate of the Southwest Valley Citizen Academy and Flinn Brown Civic Leadership Academy, Joanne also was a member of the first graduating class of Goodyear's Police Citizen Academy. She plans to attend Harvard University this summer to participate in their “Senior Executives in State and Local Government” program. Long active in the community, Councilmember Osborne was recognized as “Citizen of the Year 2010” by the Elks Lodge. Joanne has demonstrated a deep commitment to Goodyear’s youth, heading the YMCA’s Teen Action Council for many years. Under her leadership the program was recognized by Westmarc at the Best of the West Awards under the “Leadership of an Organization” category in 2009. Regionally, Joanne serves Southwest Valley Chamber of Commerce Board of Directors, the Homeless Youth Connection Board of Directors and as the Chairwoman of the Maricopa Association of Government’s Committee on Human Services. Nationally, Joanne sits on the National League of Cities’ Council on Youth, Education and Families and Human Development Steering Committee. 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. 4 Sherri Lauritano, Councilmember Term of Office: 2011-2015 Council Office: Phone (623)882-7776 Fax (623)932-1177 190 N. Litchfield Rd. Goodyear, AZ 85338 Email: Sherri.Lauritano@goodyearaz.gov Occupation: Attorney 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 specialized 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 currently serves on the Public Safety & Crime Prevention Steering Committee for the National League of Cities organization. 5 Wally Campbell, Councilmember Term of Office: 2013-2017 Council Office: Phone (623)882-7776 Fax (623)932-1177 190 N. Litchfield Rd. Goodyear, AZ 85338 Email: Wally.Campbell@goodyearaz.gov Occupation: Retired Councilmember Wally Campbell was elected in March, 2011, to complete the term of former Vice Mayor Georgia Lord, which ended June, 2013. She was reelected in March of 2013 to serve a four year term. 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 the residents of Goodyear. Such as - Board Member, 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; Citizen Corps Council; Member, Maricopa County Area Agency on Aging (AAA) Board of Directors ; Member, Maricopa Elder Abuse Prevention Alliance; Council Liaison to North Subdivisions Association; Council Liaison to the Mobile Community; Volunteers in Police Service; Human Services Advisory Council; Greater Phoenix Economic Council (GPEC) Ambassador; Southwest Chamber of Commerce; Member, Southwest Valley Business/Education Advisory Committee; White Tanks Rotary; Arizona Assistance in Health Care Board of Directors; National League of Cities Transportation and Infrastructure Services Steering Committee; National League of Cities Military Network Committee; Council Subcommittee for Boards, Commissions and Committee Appointments; All Faith Community Services Board of Directors; Director, Goodyear’s Historic Litchfield Station Foundation; Director, Living Solutions for Seniors, Inc. She is also a graduate of the Citizen’s Police Academy, CERT, and Southwest Valley Citizens Academy. Wally and her husband, John, a retired Air Force Officer, have lived in Goodyear for 10 years and have 4 children. 6 Bill Stipp, Councilmember Term of Office: 2011-2015 Council Office: Phone (623)880-7776 Fax (623)932-1177 190 N. Litchfield Rd. Goodyear, AZ 85338 Email: Bill.Stipp@goodyearaz.gov Occupation: Public Safety Consultant Bill Stipp was elected to his first four-year council term in 2011. His priorities as a Councilmember include: Supporting conservative fiscal policies, government efficiency, assisting small businesses, maintaining our up-scale community standards and protecting our neighborhoods with strong public safety agencies. Bill brings 30 years of public sector experience to his seat on the council from Illinois, Massachusetts and Arizona which included work on National, State and Regional committees, contract mediation, municipal operations and public sector budgeting. He retired from the Goodyear Fire Department in 2009 following a disabling line of duty spinal injury. Currently employed as a public sector consultant focusing on operational management, strategic planning and employee development, Bill also contracts with the U.S. Army training their Homeland Response Forces. He is also 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, the Goodyear Volunteer Firefighters Pension Board and the City Council Audit Committee. Regionally, Bill serves on the Arizona Municipal Water Users Association (AMWAU) Board of Directors and works with Mayor Lord on Veterans Affairs issues. Nationally, Bill is a member of the National League of Cities' Crime Prevention and Public Safety Steering and Advisory Committee. He has served on the Council Sub-committee for Boards and Commissions, as the Council Representative to Historic Goodyear Neighborhood Alliance and as the City's alternate to the County's Community Development Advisory Committee (CDAC). Bill earned his Bachelor Degree from Southern Illinois University and has achieved the Executive Fire Officer from the National Fire Academy. A Goodyear resident since 2001, Bill and his wife Lisa of 27 years have two children. 7 Sharolyn Hohman, Councilmember Term of Office: 2013-2017 Council Office: Phone (623)882-7776 Fax (623)932-1177 190 N. Litchfield Rd. Goodyear, AZ 85338 Email: sharolyn.hohman@goodyearaz.gov Occupation: Retired In March of 2013, Sharolyn Hohman was elected to serve a four year term on the Goodyear City Council. Ms. Hohman has been a professional and resident in the Southwest Valley since 1980. Previous to her election to Council, Sharolyn led the Southwest Valley Chamber of Commerce for twenty-five years as President/CEO. In this position, Ms. Hohman had the opportunity to bring her business perspective to Southwest Valley organizations and participate in mitigating impact on quality of life as the area continued to experience unparalleled growth. Before joining the Southwest Valley Chamber of Commerce, Ms. Hohman owned two small businesses in Goodyear, including a retail office supply and printing company. Ms. Hohman has served many area non-profit organizations as a board member and/or officer. For a number of them, she served as a founding member. These organizations include Estrella Toastmasters, Westmarc, Leadership West, TriCity West Boys and Girls Club and Southwest Lending Closet, among others. Ms. Hohman identified fiscal responsibility, transportation, education, and economic development as priorities for Goodyear. She is an acknowledged leader statewide in transportation and until recently was appointed to serve on the Arizona Department of Transportation’s Citizens Transportation Oversight Committee. Sharolyn has a BA degree from Grand Canyon University and a MA degree from Northern Arizona University and is a graduate of Institute of Organization Management. Ms. Hohman is the mother of two grown children and proud grandmother of three grandsons and one granddaughter. 8 This page intentionally left blank. 9 10 11 12 13 City of Goodyear NATIONAL MAP STATE MAP 14 City of Goodyear – Table of Organization Citizens of Goodyear Mayor & City Council Municipal Judge Deputy City Manager Police Fire Human Resources City Manager City Manager's Office Finance Development Services Governmental Relations & Communications City Attorney Deputy City Manager Parks & Recreation Engineering Municipal Services Division City Clerk's Office Environmental Services Division Information Technology Water Resources Division Municipal Court 15 Total FY14 Annual Budget $205,000,000 FY14 FINANCIAL ORGANIZATION CHART Capital Improvement Projects $37,005,279 Debt Service Contingency $25,974,718 $47,857,320 General Fund General Fund General Fund $7,740,983 $1,148,122 $16,347,842 HURF General Obligation Bonds Proposed Grants $370 $4,460,191 $2,046,356 Non- Utility Development Impact Fees $13,974,786 McDowell Rd. Comm. Corridor Imp Dist $3,544,907 Proposed ID/Developer Contribution $29,463,122 Grants Enterprise – Water $368,739 $5,522,663 Utilities Enterprise - Wastewater $7,681,390 $5,753,572 Stadium Infrastructure Ball Park Stadium $5,484,352 $5,545,263 Bonds $1,754,659 16 17 City of Goodyear Strategic and Operational Planning The City Council adopted the 2013-2016 City Strategic Action Plan on April 8, 2013. While departments have had individual strategic plans guiding their activities, this is the first city-wide plan that has been adopted since 2002. This 2013-2016 City Strategic Action plan establishes the city’s vision and mission, and also identifies priority focus areas for strategic initiatives that help us define goals and actions for the next three years. The City strives to deliver outstanding customer service as we carry out day-to-day services such as public safety and keeping our streets, parks and water safe and clean. We also carry out strategic initiatives – those things that are above and beyond the daily delivery of service that help build a great city and provide an excellent quality of life to our citizens. We have limited resources to do our work (financial and staff resources), and that’s why this plan is so important. It helps guide our decisions about how we spend our time and budgets, and ensures that we are all operating on the same page. The priorities incorporate feedback we receive from citizens from our Citizen Satisfaction Survey, as well as input from the City Council regarding items they hear from the community and our stakeholders. The initiatives also include items from department strategic plans, as well as active partnership opportunities. This plan is actively used by the City – many of the items come to the City Council in various work sessions or Council actions for policy discussion, direction or approval. The plan is also discussed each year with the Council to review progress and decide on priorities for the annual plan update. As the plan is adopted, City departments use the document to update their own department strategic plans. These priorities are also a key fundamental factor for development of our annual budget. The City Strategic Action Plan, and the continual evaluation of our goals and priorities, ensures that we are all working together to accomplish what is important to our citizens and partners, and makes Goodyear a prosperous community today and in the future! Goodyear’s Vision The City of Goodyear will be: • • • • A great place to live, work and raise a family A city with healthy lifestyles and commitment to the environment A growing community that provides quality opportunities and lifestyles We will be known as: o A destination place for regional shopping o A destination for higher education designed for workforce needs o A place for diverse job opportunities and an inventory of industries o An incubator for entrepreneurs o A hub of arts and culture in the West Valley 18 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. Four Focus Priorities 1. Fiscal and Resource Management The City of Goodyear will implement innovative and responsible policies and business practices to effectively manage its fiscal and human resources. The City will maintain a stable financial environment that is transparent and that maintains an outstanding quality of life for our citizens. Business practices will be efficient, business friendly, and ensure exceptional customer service to all stakeholders and citizens. Goal 1. Demonstrate fiscal responsibility through establishing financial policies and budgeting practices that accomplish the highest priorities and demonstrates results. Goal 2. Reduce the cost of government through implementing business process and other operational efficiencies. Goal 3. Implement a human capital plan that allows the City to proactively plan for, maximize, and retain top human resources talent. Goal 4. Implement reputable and innovative technology initiatives to support City business processes and encourage private development investment. Goal 5. Create and pursue opportunities for collaboration and regional partnerships to maximize resources and address regional issues. 2. Economic Vitality The City of Goodyear will seek diverse, high quality development, and will foster local jobs through the strategic pursuit of industries including renewable energy, engineering, technology, aerospace, medical, manufacturing, and internet fulfillment. Business investment and sustainability will be fostered through streamlined processes, strategic marketing, and developing ongoing relationships. Goal 1. Streamline the City’s development services to efficiently support local economic development. Goal 2. Establish a long-range planning vision that incorporates citizen and stakeholder input to provide a road map for strategic development and budget planning. Goal 3. Prioritize and invest in strategic infrastructure construction that supports the City’s economic development vision and goals. Goal 4. Focus on strategic economic development pursuits and initiatives that will increase local jobs and create demand for supporting businesses. Goal 5. Foster support and retention of local businesses through ongoing engagement and communication to ensure City policies and priorities encourage their long-term success. Goal 6. Develop a comprehensive approach to encouraging tourism in Goodyear and the West Valley. 19 3. Sense of Community The City of Goodyear will provide programs, gathering places, and events where the community can come together to participate in opportunities of learning and recreation. Sustainable relationships with the community will be cultivated through citizen engagement, outstanding customer service, and clear, accessible communication. Goal 1. Establish an enhanced higher education presence in the City. Goal 2. Create an enhanced connection with neighborhoods throughout the City through focused outreach, strategic utilization of various communication methods, and focusing on outstanding customer service. Goal 3. Evaluate additional community programs and events that bring citizens together to foster a sense of community and culture. 4. Quality of Life The City of Goodyear will implement programs and projects that create a clean, safe, and sustainable environment and that provide citizens with opportunities for an engaged, healthy, and active lifestyle. Goal 1. Identify public safety business process improvements and innovative programs that ensure a safe community. Goal 2. Support initiatives that promote healthy, quality lifestyles for our diverse citizenry. Goal 3. Facilitate partnerships with local schools, district leadership, and youth development programs to ensure quality education opportunities for local youth. Goal 4. Enhance environmentally-conscious initiatives and city codes that support a clean, wellmaintained, sustainable community. 20 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. However, World War II brought a recovery in the early 1940’s when the Litchfield Naval Air Facility and the Goodyear Aircraft Corporation located here, employing as many as 7,500 people at one time. Dirigibles, or “blimps”, were built at the Goodyear Aircraft Corporation. The Litchfield Naval Air Facility was the training base for the Navy Blue Angels aerial demonstration team until 1968. After the war, the Naval Air Facility served as a storage base for thousands of World War II aircraft that were moth balled and salvaged. Then, in 1968, the Navy sold the airfield to the City of Phoenix which named it the Phoenix-Litchfield Airport. In 1986, it was renamed the Phoenix-Goodyear Airport. 21 In 1949, a long history of aerospace and defense programs began in Goodyear when the Goodyear Aerospace Corporation replaced the Goodyear Aircraft facility. That plant was later sold to Loral Defense Systems and eventually evolved by merger and acquisition into the current Lockheed Martin Corp. In the 1980s, the 10,000 acres that remained of the original Goodyear Farms was sold to SunCor which developed much of the land into the Palm Valley master-planned, mixed-use community located north of I-10 in Goodyear. SunCor grew to become one of the Southwest's most prominent developers in the 1990s and early 2000s, developing residential communities, golf courses and commercial-realestate projects. Goodyear…Where We Are Goodyear is ideally positioned as the hub of the West Valley. Its location on Interstate 10 provides access to Los Angeles to the west, Phoenix and Tucson to the east. The nearby Loop 101, Interstate 17 and Interstate 8 open gateways to the whole Phoenix metro area, Flagstaff and San Diego. Long range plans will extend Loop 303 through Goodyear to the south, and include a proposed 801 reliever highway as an additional commerce corridor. Phoenix Goodyear Airport’s 8,500 foot runway accommodates the largest aircraft and is a major General Aviation airport in the area and one of the busiest in the U.S. Already home to a number of aviation related industries it is the anchor for Goodyear’s developing 4,000-acre employment corridor. Crossing 22 central Goodyear, the Union Pacific Railroad, complements the City’s highway accessibility with nationwide freight rail service. The City’s close proximity to Phoenix provides residents with all the benefits of America’s fifth largest city – Performing Arts, Museums, professional teams in every major sport - in a quiet, safe but vibrant suburban environment. America West Arena, Chase Field, Symphony Hall, the Herberger, Orpheum and the Dodge theaters, Jobing.com Arena and the University of Phoenix Stadium are all less than 30 minutes away. Goodyear is the ideal location in the Valley of the Sun to live, to work, and to access all that the Valley has to offer. Goodyear…What We Do 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 65,000 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 2015. The median income of our residents is estimated at $76,523 - 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 State’s largest cities including Phoenix, Tucson, Mesa, Chandler, Glendale, and Scottsdale (2007-2009 ACS*). Development in the Phoenix area is moving west! Since 1998, more than 50% of the Valley's building permits have been in the West Valley with the Southwest Valley leading the development boom. Goodyear is setting the pace among West Valley cities. Goodyear was the fourth fastest growing 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 the most recent Citizen Satisfaction Survey, Goodyear has a diverse population with more than 85 percent of heads of households being college-educated and 56 percent having college degrees. The survey reports that 85-90 percent of residents feel Goodyear is a great place to live and offers excellent quality of life. Most residents also feel safe day and night. Even in this economic downturn, 92 percent of residents are satisfied with the level of service the city provides. Goodyear is a young community with 31 percent of the population between the ages of 35 and 49. As a growing community, 81 percent of residents have lived in Goodyear less than ten years. It is also family-oriented as 46 percent of household have children. Additionally, 47 percent have a household income over $75,000. 23 Life is good in Goodyear, Arizona – Mountain views. Desert vistas. The beauty of our magnificent Sonoran Desert landscape and our majestic Sierra Estrella Mountains. More than 100 miles of bike lanes, 39 miles of mountain hiking and biking trails, 11 area golf courses and hotel pools invite you to enjoy our 330+ days of sunshine. Spring training home to the Cleveland Indians and the Cincinnati Reds, Goodyear is also a hotel, dining and shopping hub. Spectacular master planned communities featuring country clubs, lakes and golf courses. Goodyear is a place with a relaxed, yet refined lifestyle, where you will feel at home right away. Spring training in Goodyear – the ultimate close-up baseball experience. Voted “Best Place to See a Spring Training Game.” Enjoy Arizona’s warm, dry, sunny 70 to 80 degree March days. Take your choice of seating experiences: . Get a tan in comfortable Infield or Outfield Box seats. . Enjoy prime, cushy seats with in-seat service in the shaded Club seating area or in the extrawide Premium Field Box seats in the front two rows from dugout to outfield. . Spread out a blanket on the grassy berm. . Bring the whole family and rent a luxury suite. . Join the party in the Right Field Pavilion where game tickets include unlimited food and nonalcoholic beverages. Dine, Shop, Stay in Goodyear…. Indulge yourself! Excursions for your taste buds and expeditions to satisfy your shopping needs are plentiful in Goodyear. Palm-lined avenues are not only filled with nationally known stores and restaurants that you will recognize, but also house unique local restaurants, shops and boutiques that will satisfy your dining and shopping palate. More than four million square feet of restaurants and shopping centers line our major streets, earning Goodyear its reputation as the “Retail Hub of the Southwest Valley.” 24 Several major retail corridors crisscross Goodyear as you will see on the map. Key areas are Litchfield Road north and south of I-10, McDowell Road north of I-10, PebbleCreek Parkway north of I-10 and Estrella Parkway south of I-10 and Cotton Lane south of I-10. Outdoor Goodyear… Golf is GREAT! With such spectacular mountain surroundings, it’s not surprising that the Goodyear area plays host to some of the state’s most challenging and dramatic golf courses. Set amid the Sierra Estrella Mountains, the Troon managed Golf Club of Estrella offers spectacular views and several shots over natural desert and wash areas. In sharp contrast, the 18-hole Tres Rios Golf Course at the foot of the Sierra Estrellas is one of the most serene in the metro area with abundant shade trees. Goodyear’s Palm Valley Golf Club hosts two challenging golf courses – the full-length Palms course and the rolling, grassy, executive Lakes course. Pebble Creek’s semipublic courses – Eagles Nest and Tuscany Falls – are two of the area’s finest. On Goodyear’s border are Wigwam Resort’s three challenging championship courses featuring mature, majestic parkland-style trees with water elements throughout. City Government Goodyear has a Council-Manager form of government. The City's charter government provides for six councilmembers and a mayor, elected at large on a non-partisan ballot. Councilmembers serve four-year staggered terms and the mayor, a four-year term. The Vice Mayor is elected by the rest of the City Council. As the local legislative body, the Council adopts ordinances and policies which direct the City government. The City Council also appoints members to all boards and commissions. While city management participates in the development of policies, the City Council is the final decisionmaking authority. As elected officials, their responsibility is to represent the residents. Therefore, citizen participation at all levels is invited and encouraged by the City Council. The Council frequently relies on ad hoc citizen committees or standing boards and commissions to recommend actions on major issues. While the City Council has the responsibility to make the final decision, what the citizen committees recommend is highly valued by this municipal legislative body. The City Manager, who is appointed by the City Council, is responsible for the overall operation and supervision of the government functions within the policy directives of the City Council. 25 As the administrative head of the City government, he is responsible for the appointment and dismissal of all employees, except for the Magistrate and City Attorney who are appointed by City Council. City Services Goodyear’s excellent Police and Fire departments make the city one of the safest in Arizona. The Fire Department operates seven stations throughout the city, including one in Mobile. Station 187 Mobile, AZ The Police Department provides law enforcement, investigates criminal incidents and traffic accidents, provides traffic safety and enforcement and provides crime prevention and community‐oriented policing services through programs such as the Citizen’s Police Academy, the Teen Police Academy, ride‐along programs and school resource officers. Utilities provided by the city include water and wastewater. Municipal services include Fleet Management, Sanitation and Facilities Management. City Business Goodyear is a “business friendly” city. Whether doing business with us or looking to relocate a business here, you’ll find this a city of great opportunity. Goodyear boasts a diverse cross-section of prospering businesses, becoming an emerging employment center in the West Valley and greater Phoenix area with the Phoenix-Goodyear Airport in the heart of the employment corridor. The major private employers represent a balanced mix of aerospace, health care, logistics and manufacturing, including some of the nation’s top employers -- Lockheed Martin, Cancer Treatment Centers of America, Macys.com and Amazon.com. 26 The table below lists the 25 largest private employers in Goodyear: COMPANY INDUSTRY EMPLOYEES Lockheed Martin Aerospace Engineering +1000 West Valley Hospital McLane Sunwest Health Services 500-1000 McLane Sunwest Distribution 250-500 Amazon.com Internet Fulfillment 250-500 Cancer Treatment Centers of America Health Services 250-500 Cavco Industries Manufacturing 250-500 Macy's Logistics and Operations Internet Fulfillment 250-500 Sub-Zero/Wolf Appliance Manufacturing 250-500 AeroTurbine Aircraft Maintenance 100-250 Kysor Panel Systems Manufacturing 100-250 Lufthansa Airline Training Center Education, Flight Training 100-250 Poore Brothers Food Manufacturing 100-250 Rudolfo Bros. Plastering Inc. Construction 100-250 Snyders of Hanover Food Manufacturing 100-250 Arizona Galvanizing Inc. Galvanizing 50-100 Global Organics LLC Manufacturing 50-100 Lorts Manufacturing Furniture Manufacturing 50-100 Oxford Aviation Academy Education, Flight Training 50-100 Del Monte Fresh Produce Co. Wholesale <50 Imsamet Inc. Manufacturing <50 Keogh Engineering Inc. Services <50 Ladder Industries Manufacturing <50 MetoKote Manufacturing <50 Simpson Norton Corp Manufacturing <50 Southwest Specialty Food Food Manufacturing <50 27 Police Department Fire Department Number of Stations 7 Number of Employees 100 Average Response Time (minutes) 5.32 EMS Incidents (year) 4,922 Fire Calls (year) 246 Misc. Calls 1,622 Patrol Units 85 Authorized Positions 127 Calls for Service (year) 93,542 Priority 1 Response time 4:06 City Employees As of July 1, 2013 Recreation Parks Community Parks Regional Park Park Acreage Playgrounds Ramadas & Picnic Areas Ball Fields Tennis Courts Swimming Pools Splashpad Sports Complex Skate Park Dog Park Full Time 16 2 1 204 17 39 8 6 1 1 1 1 2 511 School Districts District School Type # of Schools # of Students Avondale Elementary K-8 5 3,408 Liberty Elementary K-8 2 1,390 Litchfield Elementary K-8 2 1,955 Mobile Elementary K-8 1 16 Agua Fria High 9-12 3 3,723 Buckeye Union High 9-12 1 464 28 Streets Utilities Service Providers Lane miles of streets maintained Electricity Garbage Collection Gas Telephone/Cable/Internet Arterial Rural Arterial Collector Local Unpaved Arizona Public Service (APS) City of Goodyear Southwest Gas Century Link Cox Communications Water (North of I-10) Liberty Water Arizona American City of Goodyear Water (South of I-10) City of Goodyear Water White Tanks, Canada Village AZ Water Co. 177 71 124 332 16 Election Statistics Date Type of Election Registered Voters Votes Cast % of Registered Voters Voting May 21, 2013 General Election 33,262 6,919 21% March 12, 2013 Primary Election 32,852 8,017 24% May 17, 2011 General Election 31,075 7,170 23% March 8, 2011 Primary Election 32,103 9,222 29% DEMOGRAPHICS Population Estimates 160,000 140,000 120,000 100,000 80,000 60,000 40,000 20,000 FY14 FY15 FY16 FY17 FY18 FY19 29 FY20 FY21 FY22 FY23 FY24 FY25 This page intentionally left blank. 30 City of Goodyear Financial Plan Introduction The base for our FY14 operating and capital budgets reflects Council’s vision of a growing community. That base is supported by our organizational goals and focus priorities as reflected in the Mayor’s and City Manager’s budget messages as well as the continuation of fiscally sound financial management practices. Goodyear’s financial plan established 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. 31 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 contingency reserve account equal to the first three (3) months operating expenses from the prior fiscal year. 4. General Fund appropriations should also include a reserved contingency account amounting to at least 10% of annual sales tax revenues. This will accrue annually and basically serve as a “revenue stabilization” account, and protect the city against swings in sales tax revenues, (which is a revenue source sensitive to changes in the economy). 5. Enterprise Funds should be self-sufficient. They should include a sufficient 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. 32 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). 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. 33 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. 34 FY14 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 sometimes 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 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. Non-Construction Sales Tax Trends Local Sales Tax 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 is the difference between Construction Sales tax and Non-Construction Sales tax. The distinction is important as each revenue source is earmarked for very different activities. $50,000,000 $45,000,000 $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 2008 Total Sales Tax 2009 2010 2011 Non-Construction Sales Tax 2012 est. 2013 budget 2014 Construction Sales Tax The City of Goodyear hit the high point in total local sales tax receipts in FY07 with revenues totaling nearly $46.0 million. At that time, 58% or $26.6 million of the total sales tax collected was NCS tax with an additional 42% or $19.3 million 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 FY07 was a point in history that had seen the two types of sales tax converging in magnitude. But NCS would begin to decline in FY08, coming in at $23.1 million, a $3.6 million or 13.5% percent decline in a single year. This represented a significant challenge in continuing to provide basic City services because the NCS tax revenue is used to fund ongoing City services and programs. The decline would continue in FY09 when NCS tax would come in at $21.6 million, an additional $1.5 million or 6.3% decline. In two years the City lost $5.1 million or 18.9% of its NCS tax revenue, a significant impediment to providing City services at historical levels. 35 NCS tax receipts would begin to recover in FY10 with the implementation of 0.5% increase in the local sales tax rate. The increase was not effective until October of FY10 but it did, however, generate an additional $3.4 million dollars over the remaining 9 months of the fiscal year. The result was NCS sales tax receipts ($25.5 million) that were nearly as high as those in the peak year of FY07. By end of FY11, the first full year of implementation, the additional amount generated by this tax increased to $4.8 million and helped to push NCS tax receipts to a new high of $29.3 million, exceeding the previous high by $2.7 million or nearly 10%. 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 FY11, excluding monies generated by the new tax rate and CST, increased by $2.1 million 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 through FY13, albeit at a slightly slower rate. Sales taxes for FY14 are projected at a 3% increase over the prior FY13 budget of $32.9 million. 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 FY07, CST peaked at $19.3 million and comprised 41.9% of local sales tax revenue. In each subsequent year, CST receipts declined. The largest single year drop occurred in between FY09 and FY10 when CST declined from $12.8 million to $5.3 million, a 59% or $7.4 million drop. CST continued to decline through FY11, reaching a low of $3.25 million. FY13 revenue trends show signs of improvement as development activity Single Family Permits continues to increase. Estimates for FY14 are up 20% over prior FY13 of $5.0 million. 3000 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. 2500 2000 1500 1000 500 2736 2679 2178 1342 1238 967 793 504 615 526 630 0 In addition, the City has been fortunate to have large capital projects involving the 303 Loop and I-10 transportation corridor that have generated significant amounts of revenue. 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. 36 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 FY14, the property tax rate will be at $1.90 per $100 of assessed value in order to maintain the tax levy and meet debt obligations. Millions Historical Assessed Valuation $1,200 $1,000 $800 $600 $400 $200 $2007 2008 2009 2010 2011 2012 2013 2014 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. The City of Goodyear unemployment rate is generally lower than the state or national levels. The Economic Development efforts of the City are dedicated to bringing a high quality, diverse employment base, which may have an influence on this local lower rate. Overall, current levels of unemployment are double historical levels; however 2013 is showing signs of improvement. 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. 37 FY14 Revenues Total Budgeted Revenues Total budgeted revenues for FY14 are estimated at $158,130,516 which represents a 4% increase over Total Revenues FY13 budgeted revenues of $151,785,562. This Proposed ID Grants Impact Fees 19% 2% increase is mainly attributable to development 5% Assessments related revenues and construction sales tax. Major 2% revenue sources for the City include Taxes and User Fees 19% Surcharges at $83,192,348 (53%) of the total. User Fees from Enterprise activities at $30,680,527 account for 19%. An estimate of $29,463,122 is also Taxes & included for Proposed Improvement District in the Surcharges 53% FY Total Revenue Sources event the City should have an unforeseen $158,130,516 development opportunity that is funded through outside sources. Development Impact Fees of $8,692,612 (5%), Grants, $2,557,000 (2%) and Assessment District revenues, $3,544,907 (2%) constitute the remainder of total revenue sources. City projected revenues are realized from a variety of sources, including sales tax collection, community development activities, state shared revenues and user fees. Further detailed discussion on each major revenue source is included in the following revenue section. Revenue Forecasting A critical aspect of every budget cycle involves forecasting or projecting all City revenue sources. As soon Council passes a budget, budget staff begins a process that entails monitoring revenues as they are received, estimating year end revenue amounts, and projecting future revenues for the financial forecasts. The assessment and management of revenues varies depending on where we are in the budget cycle, but it is an ongoing activity that undertaken throughout the year. It takes a minimum of three data points to have a trend, so generally attention is given to variances between budgeted and actual revenues by the end of the first three months of the budget cycle (the First Quarter). This first quarter marker is also when the first installment of quarterly revenues, such as franchise fees, are received. 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. 38 As revenues are monitored for the current year activity, staff also begins estimating year end revenue projections. A large part of this process involves meeting monthly with individual departments who are responsible for revenues generated by their activities. Impacted areas include Development Services, 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 sources of the city. Total General Fund Revenues The major sources of FY14 General Fund operating revenue are taxes: local sales tax $40,945,555, property tax $7,012,561, and franchise taxes $2,535,900 – together these three sources account for nearly 70% of the General Fund total revenue. State shared revenues of $15,098,469 (21%) and charges for services $6,667,500 (9%) are the next leading sources. Smaller receipts from licenses, FY 14 General Fund Revenues permits and miscellaneous items comprise the Misc. remainder of general fund revenues. The total is up Investment 0.8% Earnings Charges for 7% from the FY13 budgeted total of $68,710,000. 0.2% Services 9% The General Fund, as the major source for operational activities, is a critical fund and is usually Taxes License&Permits the largest fund for any Arizona municipality. 69% 0.4% Fluctuations in the revenues available to this fund have a significant impact on a City’s ability to provide Total FY 14 General Fund Revenues services and programs for its residents. As the chart $73,210,000 shows, General Fund revenues are slowly increasing, however remain relatively stable in comparison to the pre-recession years. Overall the 7% increase is cautiously optimistic moving forward. State Shared Revenue 21% 39 Local Sales Tax Revenues Local Sales Tax FY14 – $34,045,555 Arizona municipalities 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. 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 $34 million local non-construction sales tax figure projected for FY14 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. 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 FY14 – $6,000,000 Construction sales tax, which was once the single largest source of general fund sales tax revenue, is now second to retail. 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. 40 Construction Sales Tax Revenue $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 2008 2009 2010 2011 2012 Est. 2013 Budget 2014 The chart provides actual construction sales tax revenue from FY08 – FY12, estimated revenue for FY13 and projected revenues for FY14. 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 FY14 – $4,892,000 Development Related Revenue 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. $16 $14 $12 $10 $8 $6 $4 $2 $0 Millions The chart provides actual community development revenue from FY03-FY12, an estimate for FY13 and a projection for FY14. The data shows a decidedly upward trend until FY06, a precipitous decline through FY09, and a leveling off thereafter. 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 FY14 are slightly up from previous FY13. This in spite of the fact that recent monthly single 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 Taxes Primary Property Tax FY14 – $7,012,561 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. 41 $8 $7 $6 $5 $4 $3 $2 $1 $0 Millions Initiation of the use of a primary property tax requires voter approval. The amount of annual increase in the primary property tax levy is limited by the Arizona Constitution to 2% growth plus the value of new construction. Each year, municipalities receive a “Property Tax Worksheet” from the Maricopa County Assessor’s Office providing new primary and secondary property tax valuation figures along with the commensurate levy limits and tax rates. During the FY14 budget process the City Council raised the total property taxes to a combined rate of $1.90 from the previous year’s rate of $1.7750 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 FY14, the Primary Property tax will be $1.1994 per $100 dollars of assessed value. The primary levy generated by this rate will be $7,012,561, a 5% increase over the FY13 primary levy of $6,693,094. 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) – $15,098,469 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 FY14 are the highest they have been since FY09. State Shared Revenues $16 $14 $12 $10 $8 $6 $4 $2 $0 Millions Breakdown of the three main State Shared Revenues: State Shared Sales Tax – ($5,640,254) The current state sales tax rate of 5.6% became effective June 1, 2013 after the sunset of the temporary one cent sales tax increase approved by voters in 2010. 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. 42 State Shared Urban Revenue Sharing – ($7,282,401) Urban revenue sharing, or state income tax as it is sometimes 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) – ($2,175,814) 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 – $424,515 There are a variety of fees in this category; the largest is CFD related revenue ($400,000). Franchise Fees – $2,535,900 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.). 43 This page intentionally left blank. 44 Budget Process Overview The FY14 budget process began with a fall retreat for the City Council and senior management staff. At this retreat, policy direction on a number of upcoming key budget items was given to staff by the city council for the FY 14 budget process. This was followed by a financial forecast and update presented to the City Council in January 2013. 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 good, with strong retail sales and construction related activity experiencing a positive trend for the second straight year. The process continued during monthly City Council work sessions, with staff presenting the FY14 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 FY14 budget process, a Citizens Public Budget Forum was held on May 1, 2013. 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 FY14 budget, all departments were held to the same base budget from the previous year. This was only the second time 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 reallocate 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 FY14 budget. 45 Increases to the Budget For FY14, 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 fleet maintenance costs, health insurance costs, contracted and maintenance costs for the new 911 Public Safety building, a number of software solutions for improved department efficiencies and one-time funding of capital asset replacement needs. No additional positions were funded. The total FTE count remained 511 for FY14. A number of vacant positions were re-allocated to priority needs mainly in the development related areas due to increased demand. Also Information Technology received addition resources for ramping up of the city technology infrastructure and website enhancements. 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 2013. 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 20, 2013. The tentative budget adoption sets the maximum limits for expenditure authority for the upcoming fiscal year. Public notice for the FY14 budget was published in the local paper and a public hearing held. The final budget was formally adopted June 24, 2013 with the property tax levy adoption following on July 8, 2013. Budget Process Budget Process to Date Prepare Forecasts Adopt Final Budget 06/24/13 Mid-Year Financial Review Update Revenue & Expenditures Adopt Tentative Budget 05/20/13 Departments Prepare Base Budget Requests Council Work Study Sessions Department Budget Review with Deputy City Managers 46 ITEM DATE Financial Update and Review 2/4/13 Executive Mgmt. Budget Review 2/13 – 3/13 Balance Capital Improvement Program 3/13 – 4/13 City Council Budget Work Sessions Work Session Proposed Budget & Discussion Tentative Budget Adoption 4/13 – 5/13 5/6/13 5/20/13 Final Budget Adoption 6/24/13 Property Tax Levy Adoption 7/8/13 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 FY14 total budget appropriation amount is $205 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. Performance Measurement Program Overview Over the past several years the City of Goodyear has been developing and instituting a performance measurement program. But, given the recent economic downturn and increased pressure on all levels of government to adjust to slower revenue growth rates, the City decided to reevaluate the program with a particular focus on actionable information and its potential impacts on resource allocation. Energized by strong support from our City Council and City Manager, a good deal of time and energy has gone into reinvigorating the program. The Process Beginning with a request from the Goodyear City Council to transform high level strategic goals into measurable outcomes, City staff was asked to revisit the performance measurement program. Given the importance of the request, the program was assigned to one of our Deputy City Managers for oversight and implementation. A committee was formed representing all major operating and administrative departments, program goals were conveyed by executive management, and a project team was created. Working with committee members, the project team met with every major operating and administrative department to review their performance measurement information. 47 In developing the program the project team used a “Statement of Service Approach” that sought answers to three basic but very important questions: What do we do? Who do we do it for? Why do we do it? This was used to develop departmental mission statements that served as the basis for deciding on the performance indicators chosen for each department. After the program was presented and had been configured in a way that met the approval of the executive management team, project staff made a presentation to the City Council for their approval. The response was overwhelmingly positive and the team was given direction to proceed with the project as presented. ICMA and Valley Benchmarking While all of these internal activities were proceeding, the City also enrolled itself in the International City/County Management Association (ICMA) 101 Performance Measurement Program. Areas of data collection included were: Finance, City Clerk, City Manager, Human Resources, Fire, Engineering, and Development Services. Data was collected and submitted to ICMA and eventually returned to us along with the data from a number of participating cities. In hopes of making full use of the information Goodyear joined the Valley Benchmarking Group, a group of cities located in Maricopa County, Arizona. These cities are also members of the ICMA Performance Measurement Program. By comparing ourselves to other cities existing under similar legal, geographic, and climatic conditions we hope to be able to identify meaningful best practices, while avoiding some of the complications that often accompany benchmarking programs. Conclusion We hope those reading this year’s budget book fully appreciate the thought and effort that went into reinvigorating the City of Goodyear’s Performance Measurement Program and are as excited to see what will result as those who have had a direct hand in its creation. This is a long-term endeavor that will continue to evolve as our city grows. It is our sincere desire to put a structure in place that allows that to happen in a logical and informative fashion. 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 CAFR shows fund expenditures and revenues on both the GAAP basis and budget basis for comparison. 48 Budget Summary In recent years the City of Goodyear has experienced significant reductions in local Total Budget economic activity. These patterns reflect trends in the national economy characterized most notably by a precipitous $600 decline in the housing sector, which began $497 $500 $405 during calendar year 2008. However, over $375 $400 the course of the past fiscal year the $300 $255 $213 $205 $192 $200 economy has made tentative steps towards $100 a recovery. Unlike prior years, where major $0 indicators such as sales tax and Millions 2010 2011 2012 2008 2009 2013 2014 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 in housing and commercial real estate. The FY14 budget totals $205 million, which represents a 6% increase from the prior fiscal year budget of $192 million. This can mainly be attributed to an increased Capital Improvement Plan and onetime funding opportunities for a variety of pent up repair and maintenance needs. Although the local economy remains somewhat stable, the state and national economy continue to struggle in the midst of recovery from the recession. This impacts the Federal funding and also certain state shared revenue sources. The largest single category in the budget is the Operating budget, representing 43% of the total. The second largest category is the capital and one-time budgeted expenditures at $43.7 million or 21% of the total. Contingency appropriation totals $47.8 million, and is allocated in case of an emergency or unplanned event. Debt service is $25.9 million or 13% of the total budget. No new debt is planned for the upcoming FY14. The FY14 Operating Budget for all funds is $87 million and represents a 10% increase over the prior year budget of $79 million. This increase is due primarily to a large number of one-time repair and maintenance supplementals and personnel-related costs such as health insurance, 49 retirement contributions and salary increases, as well as the rising cost of 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. Further, the City’s budget is structurally in balance with on-going operating revenues sufficient to cover on-going operating expenses. Total revenues for FY14 are estimated at $158 million. General Fund operating revenues are projected at $73 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 18% of the total revenue. 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 2.3% of the total anticipated revenue. Where the money comes from… Proposed Infrastructure Revenue 14% Enterprise Funds User Fees 15% Fund Balance 23% Development Impact Fees 4% Grants 1% Total FY 14 Sources $205m (Revenues and Fund Balance) Taxes & Surcharges 43% 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 re-aligned several departments/divisions. For FY14, six funded positions were re-deployed to departments with a high demand for additional service. In addition, a number of part-time or additional staffing dollars were added as one-time approved budget supplements in FY14 budget to address increase demand in the areas of development services and information technology support. 50 Positions re-allocated in the FY14 budget include: Current Positions Re-Allocated Positions IG Program Coordinator Web Developer (IT) Sanitation Worker Police Records Analyst (Public Safety) Sanitation Worker Property & Evidence Custodian (Public Safety) Sanitation Worker Parks Foreman (Parks/Recreation) Sanitation Worker Industrial Pretreatment Coordinator (Utilities) Administrative Assistant Water Resource Planning Advisor (Utilities) Since FY09 the total number of positions has decreased from 598 to 511. The total FTE count of 511 has remained the same as FY13. The work duties of many employees have been shifted to provide continual service delivery in core areas. 51 Department Summary FY14 Operating Budget Professional & Contract Services Personnel Services Department Materials & Supplies Total 1100-Mayor & Council $178,278 $114,550 $3,850 $296,678 1200-City Clerk $501,112 $80,851 $8,950 $590,913 1300-City Manager's Office $2,205,401 $536,545 $143,384 $2,885,330 1400-Legal Services $1,076,073 $253,225 $17,895 $1,347,193 1600-Finance $2,538,539 $306,839 $279,257 $3,124,635 1700-Information & Technology $1,626,372 $1,289,600 $1,082,700 $3,998,672 1800-Human Resources/Risk Mgt $1,107,797 $1,377,351 $14,288 $2,499,436 $0 $2,472,400 $28,000 $2,500,400 2100-Police $13,190,831 $1,904,300 $713,536 $15,808,667 2200-Fire & Emergency Services $11,205,352 $1,156,122 $650,475 $13,011,949 $814,640 $144,293 $15,400 $974,333 3200 & 3300- Development Services $3,290,225 $378,077 $34,710 $3,703,012 3400-Engineering $2,164,841 $84,550 $40,900 $2,290,291 4010-Public Works/Administration $350,156 $0 $0 $350,156 4200-Building Services $600,171 $1,357,217 $133,035 $2,090,423 $1,486,846 $1,389,421 $666,650 $3,542,917 $734,095 $421,938 $150,093 $1,306,126 $1,421,842 $4,261,213 $204,520 $5,887,575 $541,399 $4,737,414 $61,600 $5,340,413 5100-Environmental Svcs./Water $1,977,080 $2,243,659 $1,102,175 $5,322,914 5200-Environmental Svcs./Wastewater $1,760,558 $1,593,633 $1,013,005 $4,367,196 4410-Parks/Stadium $2,060,638 $1,229,540 $811,333 $4,101,511 $95,054 $15,000 $5,000 $115,054 $50,927,300 $27,347,738 $7,180,756 $85,455,794 60% 32% 8% 100% $612,407 $471,500 $925,967 $2,009,874 $51,539,707 $27,819,238 $8,106,723 $87,465,668 1900-Non Departmental 2300-Municipal Court 4300-Parks 4400-Recreation & Aquatics 4600-Engineering Streets (HURF) 4900-Environmental Svcs./Sanitation 2100-Police – Towing Impound Fund Total Percent Of Total Fleet Services (Internal Service Fund) Total 52 Highway User Revenue Fund (HURF) The HURF is primarily funded through gasoline and fuel taxes distributed from the State of Arizona. Total FY14 revenues are estimated at $3.7 million, which is essentially the same as prior year revenues estimates. Major expenditures include $2.25 million for pavement preservation and street overlay improvements. Personnel costs are budgeted at $1.4 million, representing the second 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 FY14, the transfer amount is $2.1 million allocated to operations and the street overlay program. State Shared 62% HURF HURF Transfers in OneTime 37% One-Time Street Overlay 38% Other Revenues 1% Contractual Svcs. 34% Personnel 24% FY13 All Sources $5,907,624 Commodities 4% FY13 Expenditures $5,887,575 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 FY14 is estimated at $6.3 million and mainly derived from customer user fees. 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. Primary expenditures for this fund are for the contract services paid to the outside vendor of $4.7 million. Additionally, personnel related costs are estimated at $541,399, or 10% of the total budget. A reduction in service level during FY13 changed the bulk service 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. 53 Misc. 2% Sanitation Fund Expenditures Sanitation Fund Revenues Personnel 10% Commodities 1% User Fees 98% Contractual Services 89% 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 FY14 are estimated at $12 million and are mainly from user fees and charges for services. A rate study will be underway in FY14, analyzing cost of services for the Water Utility. Major operating expenditures in this fund include $1.9 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 Revenues Misc. 0.3% Charges for Services 11% User Fees 89% Wastewater Fund The City’s Wastewater Fund is an enterprise fund. Total revenue estimated for FY14 is $10.6 million. Nearly all the revenue is derived from user fees to support wastewater operations. Significant expenditures for wastewater operations (excluding debt service) include $1.7 million for personnel cost, or 40% of the budget. Contractual services at $1.5 million or 36% of the total budget are 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. 54 Wastewater Fund Damage Revenues Reimb. Misc 0.1% 0.1% User Fees 99% Effuent Sales 0.8% 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 Nonfor FY14 total $1.6 million. Operating costs of the Spring Stadium are supported through a transfer from Training the General Fund of approximately $2.2 million. 11% In addition, the stadium receives funding (excise Spring tax) for the PIC debt service payment of Training approximately $5 million. Major expenditures in Transfer 30% From this fund include $2 million in personnel related General costs, representing 50% of the total budget. Fund Contractual services are estimated at $1.2 million, 59% including $250,000 set aside for major improvements. This would include significant operational cost for utilities and landscaping of the turf facility. Stadium Fund Sources Stadium Fund Uses Personnel 53% Commodoties 15% Contractual Svcs. 26% Reserve Pmt 6% 55 This page intentionally left blank. 56 City of Goodyear Mayor & Council 2014 Annual Budget $296,678 The Mission of the City Council is to represent and serve our community as responsible stewards of public trust. We envision and shape our future by engaging citizen involvement and fostering City staff innovation. Mayor & Council 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. The City Council is responsible for appointing the City Manager, City Attorney and City Court Judge, as well as Board and Commission members. 57 FY13 Accomplishments: • • • Increased participation in local, regional and national organizations and task forces, including the Maricopa Association of Governments, Greater Phoenix Economic Council, Arizona Municipal Water Users Association, West Valley Partners, Luke West Valley Council, Valley Metro’s Regional Public Transportation Authority, WESTMARC, Southwest Valley Chamber of Commerce, National League of Cities and US Conference of Mayors in order to ensure Goodyear’s needs are represented on all local and national issues. Responsiveness and outreach to the citizens has enhanced through numerous programs and services including, Faith Community Roundtable, Small Business Roundtables, Youth Commission, Building Blocks for Better Schools, Reading Challenge, and more. Goodyear Council members were appointed to steering committees and advisory councils for national municipal organizations like the National League of Cities and the US Conference of Mayors. These appointments provided our Mayor and Council the opportunity to work with other city leaders on areas of focus and further develop their knowledge and skills to make better informed policy decisions for the City of Goodyear. Mayor & Council Department Detail Budget Personnel Contractual Commodities TOTAL 2011 Actual $334,205 $31,969 $8,838 $375,012 2012 Actual $313,912 $48,839 $3,850 $366,601 2013 Budget $160,707 $75,899 $3,650 $240,256 2014 Budget $178,278 $114,550 $3,850 $296,678 Note: No budgeted FTE included in the City Council Related Council Strategic Priority: Fiscal and Resource Management Implement and maintain innovative and responsible policies and practices to ensure efficient and transparent fiscal and resource management. Economic Vitality Become the preferred location for diverse, high quality development in order to provide a sustainable community. Sense of Community Develop or enhance gathering places where the community can come together to participate in opportunities as well as recreation. Quality of Life Create a safe environment where all people are provided opportunities for an engaged healthy and active lifestyle. 58 City of Goodyear City Clerk’s Office 2014 Annual Budget $590,913 The City of Goodyear City Clerk’s Office strives to provide timely and quality service to the City Council, Staff, and Citizens, alike. We provide fair and impartial awareness of the democratic governmental processes, and maintain the integrity of our public records and continued preservation of the City’s history. City Clerk Support Services Records Management Elections Description The Office of the City Clerk prepares, assembles, and distributes the Council agenda packet; records all Council actions; prepares minutes of meetings; completes all follow-up from the Council meetings; coordinates all functions of Council appointed boards, commissions and committees; processes all applications for special event applications and licenses; accepts and processes all claims to the City; administers the oaths of office; provides notary services to internal and external customers; fulfills legal public notice posting requirements; and adheres to the Open Meeting Law. 59 FY13 Accomplishments: • Implemented mandatory Records Management Computer Based Training for required employees. Implemented new Legistar agenda management software program to route staff reports, create agendas, and process minutes. Consolidated and streamlined the Boards, Commissions, and Committees appointment process from applications through term expiration. • • City Clerk’s Office Department Detail Budget Expenditures by Category Personnel Contractual Commodities TOTAL 2011 Actual $442,719 $169,042 $5,173 $616,933 2012 Actual 2013 Budget $463,502 $33,693 $3,779 $500,974 $503,079 $215,200 $8,150 *$726,429 2012 Actual 6 2013 Budget 6 2014 Budget $501,112 $80,851 $8,950 $590,913 *Additional expenses incurred for cost of Council elections. Staffing City Clerk’s Office 2011 Actual 6 2014 Budget 6 Related Council Strategic Priority: Fiscal and Resource Management; Sense of Community Goals for FY14 . . . Easily accessible information, that is secure and accurate Provide Open meeting Law training to all Boards, Commissions and Committees An active and involved population Objectives for FY14 . . . Transparency in Government Efficient management of Records Annual Open Meeting Law presentation to all Boards, Commissions and Committees 60 PERFORMANCE MEASURE RESULTS Performance Measure % of satisfaction questionnaires returned at Good or Above for Records Requests* % of satisfaction questionnaires returned at Good or Above for Special Events* % of Public Requests completed within stated goal of two business days % Compliance with all open meeting statutes for posting and advertising Viewing rate of Granicus per month NPT = Not previously tracked FY 2011 Actual FY 2012 Actual FY 2013 Target FY2013 Estimate FY2014 Target 97% 95% 100% 100% 100% 91% 91% 100% 75% 75% 69% 68% 100% 75% 75% NPT NPT 100% 100% 100% 380 275 275 275 300 NPT 35% 35% 35% NPT NPT 100% 100% 100% NPT NPT 100% 100% 100% 534 468 500 500 500 NPT NPT NPT 50 50 NPT NPT 100% 100% 100% % of registered voters who voted % of Annual Open Meeting Law Training Completed (Presentation to Boards, Commissions, and Committees) % of Council Action Requests turned in by deadline for processing # of Public Records Requests processed # of consultation requests (from departments or other Cities) received for information about the records management process % of Departments in compliance with Records Retention guidelines *Questionnaires are emailed after services are completed. Scoring is only for those returned. Department Overview Administrative Services The City Clerk is responsible for the general management of the Office of the City Clerk as prescribed by Arizona State Statutes, Goodyear City Code, and City Charter. This includes all functions of meeting administration; management of by-laws, Charter, Articles of 61 Incorporation, ordinances and referendums; coordinates all functions of Council appointed boards, commissions, and committees; provides Open Meeting Law training; process all applications for special events and liquor licenses; coordinate the publication of all legal notices; provide notary services. Staffing Support Services 2011 Actual 3.5 2012 Actual 3.5 2013 Budget 3.5 2014 Budget 3.5 Records Management The Office of the City Clerk, Records Management Division, as historian, is responsible for managing the department’s records, as well as overseeing the development, organization and maintenance of an ongoing citywide records management program to make certain the City’s records are collected, maintained, destroyed, or archived in a methodical, efficient and costeffective manner to ensure compliance with State Public Records Statutes. The Division also tracks and fulfills all records requests, maintains City code, and provides citywide records management training. Staffing Records Management 2011 Actual 2 2012 Actual 2 2013 Budget 2 2014 Budget 2 Elections The Office of the City Clerk conducts City Elections on a non-partisan basis and Elections are currently conducted at large the third Tuesday in March (primary) and May (general) of odd years. For the past three election cycles, Goodyear has held all-mail elections. The City Clerk’s Office contracts with Maricopa County to print and mail ballots to the registered voters of Goodyear. Candidate packets are prepared for citizens who are interested in running for Council. Voter information is shared with the public via the website, the Infocus, the West Valley View and the Southwest Section of the Arizona Republic. The City Clerk’s Office is an early voting site for citizens who may also come in to obtain a replacement ballot if needed. The City Clerk’s Office is also the filing office for all Candidate Campaign Finance Reports. Staffing Elections 2011 Actual 0.5 2012 Actual 0.5 62 2013 Budget 0.5 2014 Budget 0.5 City of Goodyear City Manager’s Office 2014 Annual Budget $2,885,330 The mission of the City Manager’s Office is to provide organizational leadership, planning, and coordination to City staff and its management team, so the quality of life of citizens is preserved through services and management practices delivered in a supportive environment and according to the City's strategic goals. City Manager's Office Administrative Support Deputy City Manager's Office Intergovernmental Programs Communications Description The City Manager is responsible for assuring that city services are performed in accordance with Council policies and goals and within the capability of the city's resources. The City Manager presents the city budget to the Council and keeps them advised of the city's financial condition and the future needs of the city. The City Manager is responsible for the long-range strategic planning for the organization and the development of recommendations to City Council on a variety of public policy issues. 63 FY13 Accomplishments: • • • • • • • Consolidated Community Development, Economic Development, Building Safety and Code Compliance into one department, Development Services. Performance Measures – Initiated an enhanced program by joining the International City/County Manager’s Association (ICMA) Center for Performance Measures “CPM101” program. Additionally, the City was officially accepted into the Valley Benchmark Program, joining other valley cities to measure and compare performance. Creation and adoption of the City Strategic Action plan, identifying strategic priority areas, goals, and strategic actions for a three-year period. Department Strategic plans were updated to correlate to the City Strategic Action Plan document. Filled key leadership positions in the organization, including Deputy City Managers, Information Technology Director, Development Services Director, Human Resources Director, and Parks & Recreation Director, which supports our efforts to provide cohesive leadership to the organization. Implemented a Growth & Infrastructure Model to proactively plan for water and wastewater needs as the community grows. Combined the Intergovernmental programs and Communications divisions under one manager to enhance both internal and external communications and reduce expenses. Successful negotiation of first Memorandum of Understanding with Police and Fire Departments. City Manager’s Office Department Detail Budget Expenditures by Category Personnel Contractual Commodities TOTAL Staffing City Manager’s Office 2011 Actual 2012 Actual $1,350,731 $257,215 $14,666 $1,622,612 2011 Actual 12 $1,470,085 $284,276 $14,498 $1,768,860 2012 Actual 11 * Additional staff assigned to City Manager’s Office. 64 2013 Budget $2,128,703 $446,121 $52,061 $2,626,885 2013 Budget *20 2014 Budget $2,205,401 $536,545 $143,384 $2,885,330 2014 Budget 19 Related Council Strategic Priority: Fiscal and Resource Management; Economic Vitality; Sense of Community; and Quality of Life. Indicators for Success . . . . . . . Responsible Fiscal Management Responsive Government Employer of Choice Culture Strategic Action Plan An Informed Community Sustainable and Prosperous Community Grants Management PERFORMANCE MEASURE RESULTS NPT = Not previously tracked Performance Measure Moody’s Bond Rating (Finance) Based on new sale of Bonds, if applicable Standard & Poor’s Bond Rating (Finance) - Based on new sale of Bonds, if applicable Initial contact/response submitted from Ask/Find/Do through Goodyear website from staff via email/phone to citizens requests/inquiries within 2 business days Maintain turnover at or below the national average for state and local government % of open-rates on email blasts # of social media followers Website: # of hits to home page Website: # of pages viewed # of jobs created from new and/or expanding businesses Citizen satisfaction survey rating Goodyear overall as an excellent or good place to live (latest reporting 2012) Estimate # of legislative bills followed # of grants applied for FY 2011 Actual FY 2012 Actual FY 2013 Target FY2013 Estimate FY2014 Target Aa2 Aa2 Aa2 Aa2 Aa2 or better AA- AA- AA- AA- AA- or better NPT NPT 90% 90% 90% 4.29% 7.64% 7.50% 6.90% 7.50% NPT NPT 371,419 2,104,533 NPT NPT 402,505 2,140,764 5% 1,000 400,000 2,200,000 19% 1,068 405,000 2,000,000 7% 1,500 400,000 2,000,000 4,218 414 1,000 1,279 1,000 NPT 94% N/A N/A 90% 50-75 50-75 50-75 50-75 50-75 8 8 7 7 20 65 Department Overview City Manager’s Office Administrative Support The City Manager serves as the chief administrative officer of the City and is responsible for ensuring that administrative processes and programs are in place to effectively provide City services according to the City Council’s policy direction. The office provides leadership and coordinates the work of all City departments in conformance with the goals and objectives established by the Mayor and City Council, including overseeing the development of the City’s annual balanced budget. The City Manager’s Office also establishes partnerships with regional communities and stakeholder organizations to create efficiencies and enhance the quality of life in the community. Administrative Support Expenditure Personnel Contractual Commodities Total 2011 Actual $672,556 $247,310 $11,736 $931,602 Staffing Administrative Support 2011 Actual 7 2012 Actual $804,139 $269,720 $10,024 $1,083,882 2012 Actual 6 2013 Budget $406,821 $240,305 $4,589 $651,715 2014 Budget $427,735 $97,174 $9,900 $534,809 2013 Budget *3 2014 Budget 3 * Transferred Mayor/Council support to Intergovernmental Relations (IG) Deputy City Manager’s Office The Deputy City Manager’s Office oversees the work of several assigned departments, informs the City Manager regarding program needs and emerging issues, and administers the preparation and presentation of programs for approval by the City Manager and City Council. The Deputy City Manager’s Office may also serve as executive sponsor for special projects, to include project coordination and direction. Deputy City Manager’s Office Expenditure Personnel Contractual Commodities Total 2011 Actual $678,175 $9,905 $2,930 $691,010 66 2012 Actual $665,947 $14,557 $4,474 $684,978 2013 Budget $630,438 $44,270 $3,500 $678,208 2014 Budget $685,055 $17,356 $3,100 $705,511 Staffing Deputy City Manager’s Office 2011 Actual 5 2012 Actual 5 2013 Budget 5 2014 Budget 5 Intergovernmental Relations and Communications Division This division is comprised of intergovernmental relations, Mayor/Council support, neighborhood services, grants management and communications. This division is responsible for tracking laws being passed by state and federal legislators to ensure these laws are beneficial to the City and its citizens and serving as the liaison to Luke Air Force Base, the League of Cities and Towns and Maricopa Association of Governments; assisting constituents with neighborhood issues or concerns; researching and identifying grant opportunities for departments citywide; informing members of our community with timely information. Intergovernmental Relations Expenditure Personnel Contractual Commodities Total Staffing Intergovernmental Relations 2011 Actual 2012 Actual 2013 Budget $ 651,309 $ 17,754 $ 5,720 $674,783 2014 Budget $548,616 $217,180 $12,350 $778,146 2011 Actual 2012 Actual 2013 Budget 7 2014 Budget 6 Communications Communications 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. Communications Expenditure Personnel Contractual Commodities Total 2011 Actual 2012 Actual 67 2013 Budget $ 440,135 $143,792 $38,252 $622,179 2014 Budget $543,995 $204,835 $118,034 $866,864 Staffing Communications 2011 Actual 2012 Actual 68 2013 Budget 5 2014 Budget 5 City of Goodyear Legal Services 2014 Annual Budget $1,347,193 The Mission of the Legal Services Department is 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. Legal Services City Attorney's Office City Prosecutor Civil Division Criminal Division Description The Legal Services Department encompasses the offices of the City Attorney and the City Prosecutor. The goal of Legal Services is to provide professional, timely, and cost-effective legal advice on all matters involving municipal, state, and federal law, affecting the City of Goodyear. 69 FY13 Accomplishments: • • • • • • Finalized and executed all settlement documents for the ballpark litigation matter. Finalized Northern Solutions development agreement to allow for continued development in Estrella. Significant involvement with several city departments to ensure compliance with SB 1598 through drafting and rewriting of various documents including: inspection procedures and forms; appeal procedures; subdivision and zoning ordinances; Engineering Design Standards; Code revisions; application processes; and administrative processes manuals. Created performance based measurements and modified LawBase software program to track performance. Implemented an Emergency Cost Recovery Program for DUI Collision cases. Implemented cost recovery for discovery requests. Legal Services Department Detail Budget Expenditures by Category Personnel Contractual Commodities TOTAL Staffing Legal Services Department 2011 Actual 2012 Actual $926,191 $212,139 $10,977 $1,149,308 2011 Actual 8 $971,301 $149,889 $14,219 $1,135,408 2012 Actual 8 2013 Budget $1,042,385 $256,870 $14,250 $1,313,505 2014 Budget $1,076,073 $253,225 $17,895 $1,347,193 2013 Budget 9 2014 Budget 9 Related Council Strategic Priority: Fiscal and Resource Management; Quality of Life Goals for FY14 . . . Assure that city operations comply with all federal, state and local laws. Provide efficient and effective business practices for internal and external customers. Maintain highly trained and knowledgeable staff to minimize potential liability. Objectives for FY14 . . . Review preliminary and finalized contracts as to form. Review finalized contracts submitted by department within a timely manner. Provide on-going training to departments on federal, state, and local laws. 70 PERFORMANCE MEASURE RESULTS NPT = Not previously tracked Performance Measure Civil Division - % of finalized contracts reviewed within 7 days after department submittal Criminal Division - Average # of days to return decision on long-form submittals Criminal Division - Average #of days to respond to initial discovery requests Civil Division - Conduct department trainings and provide legal updates Civil Division - % of completed public record responses reviewed by City Attorney within 3 days Civil Division - # of Contracts Reviewed Criminal Division – # of cases received/reviewed for prosecution FY 2011 Actual FY 2012 Actual FY 2013 Target FY2013 Estimate FY2014 Target NPT NPT 95% 95% 95% NPT NPT < 7 days < 7 days < 7 days NPT NPT < 7 days < 7 days < 7 days NPT NPT 15 Trainings 6 Updates 15 Trainings 6 Updates 15 Trainings 6 Updates NPT NPT 95% 95% 95% NPT NPT 579 579 600 1,741 1,644 1,742 1,742 1,800 Department Overview City Attorney – Civil Division 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. 71 City Attorney Expenditure Personnel Contractual Commodities Total 2011 Actual $534,210 $199,681 $4,755 $738,646 2012 Actual $571,159 $138,285 $8,671 $718,115 2013 Budget $626,632 $231,570 $7,805 $866,007 2014 Budget $659,729 $231,225 $8,150 $899,104 Staffing City Attorney’s Office 2011 Actual 4 2012 Actual 4 2013 Budget 5 2014 Budget 5 City Prosecutor – Criminal Division 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. City Prosecutor Expenditure Personnel Contractual Commodities Total 2011 Actual $391,941 $12,459 $ 6,223 $410,623 2012 Actual $400,141 $11,603 $5,548 $417,293 2013 Budget $415,753 $23,545 $8,200 $447,498 2014 Budget $416,344 $22,000 $9,745 $448,089 Staffing City Prosecutor’s Office 2011 Actual 4 2012 Actual 4 2013 Budget 4 2014 Budget 4 72 City of Goodyear Finance Department 2014 Annual Budget $3,124,635 The City of Goodyear Finance Department will provide outstanding customer service through accurate and timely financial and administrative services. Finance General Accounting CFD Budget & Research Utility Billing Procurement Mail Room Description The Finance Department provides timely and accurate financial services for City departments, citizens, and area businesses. Maintains the city’s financial records, prepares the annual budget, oversees the procurement process, performs contract administrations, performs longterm financial planning, prepares the utility billing notices, collects the water, sewer and sanitation fees, and provides administration of the maturing bonds and interest coupons. Finance also issues and collects sales tax permit licenses and fees. 73 FY13 Accomplishments: • • • 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 recognition by the Universal Public Purchasing Certification Council for being a fully certified agency. Implemented the Employee Self-Service website to allow employees online access to paycheck details, history, personal data, and accrual balances and movement of the City toward a paperless payroll system. Developed financing package for the purchase of the Venida complex to allow the City to upgrade and expand the emergency call center and library and to provide the City with ownership of the 85,000 square foot, five building complex, at a cost no higher than the lease payments of three of the five buildings. Finance Department Detail Budget Expenditures by Category Personnel Contractual Commodities TOTAL Staffing Finance Department 2011 Actual 2012 Actual $2,292,579 $167,934 $197,569 $2,658,082 2011 Actual 30 $2,275,122 $196,367 $189,274 $2,660,763 2012 Actual 30 2013 Budget $2,278,197 $147,836 $230,451 $2,656,484 2013 Budget 29 2014 Budget $2,538,539 $306,839 $279,257 $3,124,635 2014 Budget 29 Related Council Strategic Priority: Fiscal and Resource Management Goals for FY14 . . . . Prepare and provide accurate and timely financial data. Provide sound advice for financial planning, monitoring, and reporting. Provide outstanding customer service to external customers. Provide outstanding customer service to employees. Objectives for FY14 . . . 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. Maintain financial wellness. 74 PERFORMANCE MEASURE RESULTS NPT = Not previously tracked Performance Measure # of working days from receipt of purchase requisition under $5,000 to purchase order issuance through the procurement office Close of General Ledger within 5 days of month end. Present audited Financial Statement (CAFR) as required by City Council no later than December 31st Customer Service, Utility Billing call hold time Customer Service, Utility Billing call length Fund balance at 3 months operating expenditures GFOA Distinguished Budget Presentation Award GFOA Certificate of Achievement for Excellence in Financial Reporting Award Moody’s Bond Rating Based on new sale of Bonds, if applicable Standard & Poor’s Bond Rating Based on new sale of Bonds, if applicable % of time financial reports, Trial Balance, Summary of Revenues and Summary of Expenditures, are provided to District Treasurer by the 22nd of the month following the end of each month % compliance with Council Financial Policies % of businesses reviewed annually for sales tax compliance Portfolio Performance / as compared to Merrill Lynch US Treasury 1-3 year index # A/P invoices processed # of Utility bills processed monthly FY 2011 Actual FY 2012 Actual FY 2013 Target FY2013 Estimate FY2014 Target 5 5 5 5 5 100% 100% 100% 100% 100% 12/13 12/05 12/31 12/10 12/31 NPT NPT NPT 1:31 <3:00min NPT NPT NPT 2:17 < 4:00 min Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Aa2 Aa2 Aa2 Aa2 Aa2 or better AA- AA- AA- AA- AA- or better 100% 100% 100% 100% 100% 92% 92% 92% 92% 100% 0.64% 0.70% 1.00% 0.60% 1.00% NPT 0.80% / 0.52% 0.67% / 0.64% 0.67% / 0.64% 0.67% / 0.64% 15,851 22612 16,801 23,327 17,500 24,654 17,726 25,000 17,500 25,000 75 # of applications processed monthly % of accounts that are delinquent each month (9 or more business days past the due date) 457 427 450 454 450 8.47% 7.73% 8.0% 7.87% 8% Department Overview Administration & General Accounting 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. Administration & General Accounting Expenditure Personnel Contractual Commodities Total Staffing Administration & General Accounting 2011 Actual $797,615 $115,165 $21,775 $934,555 2012 Actual $699,228 $ 134,640 $17,916 $851,784 2013 Budget $727,726 $69,742 $26,014 $823,482 2014 Budget $876,078 $145,350 $25,000 $1,046,428 2011 Actual 2012 Actual 2013 Budget 2014 Budget 10 9 9 10 Special Districts & Taxation Community Facilities Districts (CFDs) are special purpose, tax levying public improvement districts of the State of Arizona. CFDs are a mechanism where by developers may request to form either general districts or utilities districts for the purpose of financing public infrastructure and improvements. These projects may include water and sewer facilities; drainage improvements; design and construction of roads, streets and parking; traffic signals; emergency facilities and public buildings; parks; school sites and facilities and enhanced landscaping. 76 Special Districts & Taxation Expenditure Personnel Contractual Commodities Total Staffing Special Districts & Taxation 2011 Actual $171,510 $171,510 2011 Actual 2 2012 Actual $299,865 $50 $311 $300,227 2013 Budget $255,711 $ 462 $87 $256,260 2014 Budget $302,299 $8,830 $49,607 $360,736 2012 Actual 3 2013 Budget 3 2014 Budget 3 Budget & Research 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. Budget & Research Expenditure Personnel Contractual Commodities Total 2011 Actual $548,593 $11,863 $2,301 $562,757 2012 Actual $490,055 $16,833 $1,907 $508,795 2013 Budget $479,700 $9,823 $4,300 $493,823 2014 Budget $465,825 $84,850 $4,600 $555,275 Staffing Budget & Research 2011 Actual 6 2012 Actual 5 2013 Budget 5 2014 Budget 4 77 Customer Service 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. Customer Service Expenditure Personnel Contractual Commodities Total 2011 Actual $482,629 $23,097 $168,766 $674,492 2012 Actual $491,176 $24,134 $164,754 $680,064 2013 Budget $481,988 $29,100 $193,000 $704,088 2014 Budget $548,674 $29,100 $193,000 $770,774 Staffing Customer Service 2011 Actual 8 2012 Actual 8 2013 Budget 8 2014 Budget 8 Procurement 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. Procurement Expenditure Personnel Contractual Commodities Total 2011 Actual $241,150 $2,560 $3,142 $246,852 2012 Actual $239,955 $3,429 $ 1,389 $244,773 2013 Budget $278,718 $7,075 $4,300 $290,093 2014 Budget $289,783 $7,075 $4,300 $301,158 Staffing Procurement 2011 Actual 3 2012 Actual 3 2013 Budget 3 2014 Budget 3 78 Mail Room The Mail Room processes and distributes incoming and outgoing mail, makes copies of paperwork as requested by City departments, and provides assistance as needed. Mail Room Expenditure Personnel Contractual Commodities Total Staffing Mail Room 2011 Actual $51,082 $15,249 $1,585 $67,917 2012 Actual $54,843 $17,281 $2,997 $75,121 2013 Budget $54,354 $31,634 $2,750 $88,738 2014 Budget $55,880 $31,634 $2,750 $90,264 2011 Actual 1 2012 Actual 1 2013 Budget 1 2014 Budget 1 79 City of Goodyear Information Technology Department 2014 Annual Budget $3,998,672 The mission of the Information Technology Department is to provide reliable technology to meet the business needs of the City supported by quality customer service, now and into the future. Information Technology Department Administration Applications Development & Support Technical Support & Services Description Information Technology (IT) develops databases and software applications while also providing technological support to the organization including voice and data networks, hardware and software. 80 FY13 Accomplishments: • • • • • • Upgraded the City’s telecommunications system to a modern platform that improves the City’s communications capabilities. Implemented a new employee self-service application, which allows employees to view, update, and print their personal payroll records. Worked with the Fire Department to implement their new personnel scheduling system. Implemented a new system that is used to publish meeting agendas and minutes as well as helps to organize, store, and retrieve electronic legislative documents. Worked with city staff and vendors to upgrade several different applications used by Purchasing, Engineering, Facilities, the Fire Department, and the Police Department. Enhanced network configurations and capabilities to more securely and reliably deliver Internet facing services. Information Technology Department Detail Budget Expenditures by Category Personnel Contractual Commodities TOTAL 2011 Actual 2012 Actual $1,262,685 $1,040,674 $23,078 $2,326,437 $1,340,705 $992,595 $17,612 $2,350,912 2013 Budget $1,460,955 $986,595 $39,117 $2,486,667 2014 Budget $1,626,372 $1,289,600 $1,082,700 *$3,998,672 *Received one-time supplemental funding for web content management system and computer replacement. Staffing Information Technology Department 2011 Actual 2012 Actual 2013 Budget 2014 Budget 14 14 14 15 Related Council Strategic Priority: Fiscal and Resource Management Goals for FY14 . . . . Information and communications systems that are secure, reliable, user friendly and cost effective. Minimize downtime through timely and skilled problem solving. Ensure hardware sustainability through a periodic technology refresh program. Efficient and effective oversight to technology projects. 81 Objectives for FY14 . . . 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. PERFORMANCE MEASURE RESULTS NPT = Not previously tracked Performance Measure % of recommended workstation security pattern updates applied % of vulnerabilities detected and resolved % of server, system, and device configurations that meet Arizona DPS, FBI/CJIS, and PCI security compliance standards % of network equipment preventive maintenance % of data center up time/availability % of systems that are patched successfully % of changes completed according to plan % of technology (hardware) replacements completed % of projects managed according to the adopted project management methodology % of projects completed within established budget % of projects completed as defined within scope of work Mean time to acknowledgement resolution FY 2011 Actual FY 2012 Actual FY 2013 Target FY2013 Estimate FY2014 Target 100% 95% 100% 100% 100% 100% 100% 100% 100% 100% 70% 70% 90% 100% 100% NPT NPT 100% 25% 100% NPT NPT 100% 100% 99% NPT NPT 100% 80% 100% NPT NPT 100% 75% 100% NPT NPT 100% 80% 75% 100% 50% 95% 95% 95% 100% 100% 95% 100% 95% 100% 75% 95% 100% 95% NPT 85 hrs 64 hrs 64 hrs 48 hrs 82 Department Overview Administration The Administrative Division provides Technology Project Management and Network Security to the enterprise. Oversee operations of all three Information Technology Divisions. The Division also monitors adherence to technology standards and best practices. Administration Expenditure Personnel Contractual Commodities Total Staffing Administration 2011 Actual $316,676 $691,337 $2,481 $1,010,494 2011 Actual 3 2012 Actual $323,479 $778,160 $4,157 $1,105,797 2012 Actual 3 2013 Budget $342,757 $818,600 $2,617 $1,163,974 2013 Budget 3 2014 Budget $367,928 $1,017,800 $203,117 $1,588,845 2014 Budget 3 Technical Support & Service The Technical Services Division provides telephony, desktop, and infrastructure support. The Division also manages enterprise systems including e-mail and data backups. Technical Support & Service Expenditure Personnel Contractual Commodities Total 2011 Actual $376,489 2012 Actual $408,438 2013 Budget $452,028 2014 Budget $464,763 $337,421 $20,514 $734,424 $201,954 $11,349 $621,741 $155,900 $34,000 $641,928 $255,400 *$877,083 $1,597,246 *Received one-time supplemental funding for web content management system and computer replacement. Staffing Technical Support & Services 2011 Actual 5 2012 Actual 5 83 2013 Budget 5 2014 Budget 5 Applications Development & Support 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. Application Support Expenditure Personnel Contractual Commodities Total 2011 Actual $569,520 $11,916 $83 $581,519 2012 Actual $608,788 $12,480 $2,106 $623,375 2013 Budget $666,170 $12,095 $2,500 $680,765 2014 Budget $793,681 $16,400 $2,500 $812,581 Staffing Application Development 2011 Actual 6 2012 Actual 6 2013 Budget 6 2014 Budget 7 84 City of Goodyear Human Resources Department 2014 Annual Budget $2,499,436 Human Resources facilitates a healthy, productive, and collaborative team environment resulting in recruitment and retention of world class employees and volunteers who serve Goodyear citizens. Human Resources Department Human Resources Risk Management Employee Development 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. 85 FY13 Accomplishments: • • • • • • • • Designed and developed a new performance evaluation tool and process for implementation on July 1, 2013. Implemented the new sworn pay structure July 1, 2012 and designed and developed a new pay structure for non-sworn for implementation on July 1, 2013. Successfully managed eight high profile recruitments internally saving the City approximately $100,000 in third party recruitment consulting fees. Established the City’s Safety Team to protect our employees through improved communication, cooperation and encouraging innovation. Additional effort will be made to share training documents and resources to enhance consistency and collaboration with regards to safety procedures, and demonstration of compliance with OSHA safety requirements and the State’s retention program. Negotiated with our Workers' Compensation carrier to provide additional discounts because of our established safety program and favorable trend in losses. This negotiation saved the City $100,000. Successfully conducted a competitive bid process for our healthcare insurance ensuring our employees have a competitive health care coverage at a competitive cost. To help improve citizen satisfaction ratings with how courteous citizens are treated by employees, the Human Resources Department re-tooled the customer service training all employees receive. The new training, “Culture of Service” is based on building and maintaining relationships. The two-hour training is presented in person to all new hires and promoted Goodyear employees. A computer-based training matches the training and is available to all employees in fulfillment of their annual customer service training requirement. Develop the City’s “Human Capital Plan” to approach organizational management through workforce planning, learning and development, organizational development, performance management, and employee relations. Human Resources Department Detail Budget Expenditures by Category Personnel Contractual Commodities TOTAL Staffing Human Resources Department 2011 Actual 2012 Actual $799,015 $1,018,536 $5,244 $1,822,795 $955,414 $1,310,397 $10,182 $2,275,992 2013 Budget $1,056,217 $1,297,577 $9,580 $2,363,374 2014 Budget $1,107,797 $1,377,351 $14,288 $2,499,436 2011 Actual 2012 Actual 2013 Budget 2014 Budget 9 9 10 10 86 Related Council Strategic Priority: Fiscal and Resource Management Goals for FY14 . 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. . Maintain market competitive benefits that will attract, motivate, and retain an outstanding and committed workforce to effectively carry out the objectives of the City. Objectives for FY14 . . . . . . . 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 100% 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. Develop the City’s Human Capital Plan. PERFORMANCE MEASURE RESULTS NPT = Not previously tracked Performance Measure Retention rate of regular full time employees in the initial trial period At least 90% rating in Customer Service for 90% of employees # of promotions to opening ratio Annual Employee Survey results at 80% or greater Maintain turnover at or below the national average for state and local government Non-preventable accidents per 100,000 miles driven Preventable accidents per 100,000 miles driven FY 2011 Actual FY 2012 Actual FY 2013 Target FY2013 Estimate FY2014 Target 98% 91% 95% 77% 95% NPT NPT NPT NPT 90% 12:33 28:66 NPT NPT NPT NPT 80% 4.29% 7.64% 7.50% 6.90% 7.50% 2.0 2.0 2.0 2.0 2.0 18 20 18 17 10 87 24:80 Maintain "experience modification rate" at or below 1.0 and contain "loss ratio" below 70% annually Employee survey on competencies at 80% # of working days lost due to workrelated injuries # of Recruitments # of Volunteers Processed # of hours dedicated by HR staff to employee relations issues .99 - Exp Mod; 45.8% loss ratio 1.07 - Exp Mod; 33.2% loss ratio .98 - Exp Mod; <70% loss ratio .98 - Exp Mod; 57% loss ratio .92 Exp Mod; <70% loss ratio NPT NPT NPT NPT 80% 452 91 81 90 81 33 164 66 90 80 95 80 97 NPT NPT NPT NPT Department Overview Human Resources The Division 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. Human Resources Expenditure Personnel Contractual Commodities Total 2011 Actual $598,940 $39,616 $5,205 $643,761 2012 Actual $609,225 $47,763 $10,085 $667,073 2013 Budget $704,249 $87,677 $9,580 $801,506 2014 Budget $741,000 $194,510 $14,288 $949,798 Staffing Human Resources 2011 Actual 6 2012 Actual 6 2013 Budget 7 2014 Budget 7 88 Risk Management 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. This Division is also responsible for the City’s Safety Training Programs and chairs the City’s Central Safety Committee. Risk Management Expenditure Personnel Contractual Commodities Total Staffing Risk Management 2011 Actual $200,075 $978,920 $39 $1,179,034 2011 Actual 2 2012 Actual $253,806 $1,232,633 $97 $1,486,536 2012 Actual 2 2013 Budget $239,475 $1,163,900 $0 $1,403,375 2013 Budget 2 2014 Budget $251,135 $1,121,841 $0 $1,372,976 2014 Budget 2 Employee Development 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. Employee Development Expenditure Personnel Contractual Commodities Total Staffing Employee Development 2011 Actual 2012 Actual $94,898 $10,000 $0 $104,898 2013 Budget $112,493 $46,000 $0 $158,493 2014 Budget $115,662 $61,000 $0 $176,662 2011 Actual 1 2012 Actual 1 2013 Budget 1 2014 Budget 1 89 City of Goodyear Police Department 2014 Annual Budget $15,923,721 In partnership with the community, we contribute to the quality of life through diligent patrol, community oriented policing, and enforcement of law to maintain the peace and protect the rights of those we serve. Police Department Administration Towing Administration Field Operations Investigations Telecommunications Specialized Patrol Department Overview The Goodyear Police Department is a professional and progressive organization that takes great pride in providing excellent customer service to our community. We provide many protective policing programs resulting in a low crime rate. The Goodyear Police Department leads our profession with integrity, transparency, and we strive to be a model agency in the law enforcement community. 90 FY13 Accomplishments: • • Expanded Community Policing Unit and community outreach efforts. Instituted the Police Assistant Program with the hiring and training of two Police Assistants, who are now on the road full time. This is an incredible efficiency for Patrol. • Began, and subsequently expanded due to its success, the Prescription Drug Drop off Program. Police Department Detail Budget Expenditures by Category Personnel Contractual Commodities TOTAL Staffing Police Department 2011 Actual $11,508,015 $1,624,242 $476,419 $13,608,676 2011 Actual 128 2012 Actual 2013 Budget 2014 Budget $11,646,336 $1,538,975 $541,868 $13,727,180 $12,260,049 $1,723,800 $592,550 $14,576,399 $13,285,885 $1,919,300 $718,536 $15,923,721 2012 Actual 128 2013 Budget 129 2014 Budget 127 Related Council Strategic Priority: Quality of Life Goals for FY14 . . . Prompt, professional and effective response to emergencies. A visible police presence serves as a deterrent to potential crime and contributes to a safe community. Accountability to public trust. Objectives for FY14 . . . Lives and property protected from public safety impacts. Feeling of Safety/Department Responsive to Community input. Responsiveness to Public requests for information. 91 PERFORMANCE MEASURE RESULTS NPT = Not previously tracked Performance Measure Average Priority 1 Response Time Average seconds to answer 911 line Average pro-active patrol time per officer Participation at Regional DUI Events (DUI Task Forces and Governor's Office of Highway Safety) Effective enforcement of 28-3511 as determined by the percentage of tows deemed invalid City crime incidence statistics by crime type, as reporting in the FBI’s Monthly Uniform Crime Reporting (Crime Rate) Attendance at Police Chief Advisory Meetings The % of citizens surveyed through the City’s Citizen Satisfaction Survey, who report that they feel safe within their neighborhood. The Police Department will strive to maintain or beat a 90% rating. (Survey Performed in 2007, 2010, 2012) # of Professional Standards Audits/Reviews performed quarterly, outcome noted Calls for service by source Call volume (911 and nonemergency) # of police records requests processed FY 2011 Actual 4 Mins, 26 Sec FY 2012 Actual 4 Mins, 4 Sec FY 2013 Target 7 Mins FY2013 Estimate 4 Mins, 8 Sec FY2014 Target 7 Mins 6 6 6 5 5 33% 35% 35% 29% 30% 6 7 4 4 6 >2% >1% >1% 0 0 32.10 Per 1000 Population (Annual for 2010) 29.86 Per 1000 Population (Annual for 2011) 26.33 Per 1000 Population (Annual for 2012) Equal to or less than 26.33 NPT NPT NPT NPT 30 2007: 96%/93% (Day/Night) 2010: 98%/90% (Day/Night) 2012: 98%/93% (Day/Night) 2012: 98%/93% (Day/Night) 90%/90% 2/Fiscal 2/Fiscal 3/Fiscal 3/Fiscal 4/Fiscal 82,038 74,176 76,000 77,168 77,000 102,903 103,040 105,000 107,580 108,000 2975 3,033 3,200 3,317 3,400 92 Department Overview Administration 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. Administration Expenditure Personnel Contractual Commodities Total Staffing Administration 2011 Actual $9,793,156 $1,379,776 $435,966 $11,608,898 2011 Actual 105 2012 Actual $1,063,559 $1,225,656 $460,668 $2,749,884 2012 Actual 11 2013 Budget $1,577,368 $1,333,250 $464,500 $3,375,118 2013 Budget 13 2014 Budget $1,658,059 $1,320,750 $615,996 $3,594,805 2014 Budget 14 Towing Administration 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 wiith no operator license, enforcement of ignition interlock device restriction, and the enforcement of removal requirements for impaired driving. Towing Administration Expenditure Personnel Contractual Commodities Total 2011 Actual $88,116 $66,033 $29,037 $183,186 2012 Actual $51,280 $39,721 $23,643 $114,644 2013 Budget $65,823 $10,000 $0 $75,823 2014 Budget $95,055 $15,000 $5,000 $115,055 Staffing Towing Administration 2011 Actual 1 2012 Actual 1 2013 Budget 1 2014 Budget 1 93 Field Operations Field Operations encompasses police patrol and specialty units such as the School Resource Officers and Special Assignments Unit. Field Operations Expenditure Personnel Contractual Commodities Total Staffing Field Operations 2011 Actual 2012 Actual $7,059,240 $18,802 $52,606 $7,130,648 2011 Actual 2012 Actual 73 2013 Budget $5,319,266 $15,500 $14,000 $5,348,766 2013 Budget *55 2014 Budget $5,761,759 $15,500 $15,500 $5,792,759 2014 Budget 53 *Moved specialized patrol to separate division Telecommunications The staff of the Telecommunications Division is responsible for all operations regarding 911, non-emergency phones, and the radio system. Through these operations, the operators and supervisors in the division maintain that critical link between the public and our officers in the field. The communications center functions as the first point of contact in most situations, ranging from in progress violent calls and traffic accidents, to noise complaints and general information. Telecommunications Expenditure Personnel Contractual Commodities Total Staffing Telecommunications 2011 Actual $1,268,025 $163,263 $5,564 $1,436,851 2011 Actual 17 2012 Actual $1,310,936 $219,984 $4,922 $1,535,841 2012 Actual 17 94 2013 Budget $1,358,992 $333,550 $6,450 $1,698,992 2013 Budget 17 2014 Budget $1,446,048 $514,050 $8,050 $1,968,148 2014 Budget 17 Community Service The Community Service 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. Community Service Expenditure Personnel Contractual Commodities Total 2011 Actual $358,718 $15,170 $5,852 $379,740 2012 Actual $451,416 $14,478 $1 $465,896 2013 Budget $537,131 $6,000 $3,600 $546,731 2014 Budget $334,419 $26,500 $6,490 $367,409 Staffing Community Service 2011 Actual 5 2012 Actual 6 2013 Budget 8 2014 Budget *3 *Personnel moved to Development Services. Investigations 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. Investigations Expenditure Personnel Contractual Commodities Total Staffing Investigations 2011 Actual 2012 Actual $1,709,905 $20,334 $27 $1,730,267 2011 Actual 2012 Actual 20 *Added additional officers for investigations. 95 2013 Budget $1,836,135 $19,000 $46,500 $1,901,635 2013 Budget 19 2014 Budget $2,310,232 $20,500 $8,500 $2,339,232 2014 Budget *23 Specialized Patrol 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. Specialized Patrol Expenditure Personnel Contractual Commodities Total Staffing Specialized Patrol 2011 Actual 2012 Actual 2011 Actual 2012 Actual 96 2013 Budget $1,565,334 $6,500 $57,500 $1,629,334 2013 Budget 15 2014 Budget $1,680,313 $7,000 $59,000 $1,746,313 2014 Budget 16 City of Goodyear Fire Department 2014 Annual Budget $13,011,949 The mission of the City of Goodyear Fire Department is to preserve lives and property in our community by providing services directed at the prevention and control of fires, accidents, and other emergencies, while maintaining the highest standards of professionalism, efficiency, and effectiveness. Fire Department Administration Fire Prevention Support Services Emergency Management Emergency Services Department Overview The Fire Department provides services directed at the prevention and control of fires, accidents, and other medical emergencies in order to preserve lives and protect the property of the community. The Fire Department currently has six fire stations located throughout Goodyear and also has a trained hazardous materials team. 97 FY13 Accomplishments: • • • • Implemented Telestaff staffing solutions Completed a bid process for the specification and procurement of new apparatus Promoted a Battalion Chief, Captain, and two Engineers Successfully recruited and hired four (4) Firefighters Fire Department Detail Budget Expenditures by Category Personnel Contractual Commodities TOTAL 2011 Actual $10,053,755 $1,080,406 $233,022 $11,367,183 2012 Actual 2013 Budget 2014 Budget $10,766,925 $1,066,149 $288,587 $12,121,660 $10,897,708 $1,131,427 $380,397 $12,409,532 $11,205,352 $1,156,122 $650,475 $13,011,949 2012 Actual 103 2013 Budget 102 2014 Budget 100 *FY 11 & FY12 included Building Safety Staffing Fire Department 2011 Actual 104 Related Council Strategic Priority: Fiscal and Resource Management; Quality of Life Goals for FY14 . . . Prompt, professional and effective response to emergencies Safe community and buildings Minimize loss of life and property through response and prevention Objectives for FY14 . . . . Respond to emergency calls Trained workforce Administrative support and public information Rebuild the Fire Prevention Division by reviewing all processes, policies and procedures as well as expanding the RMS system to accommodate inspection activities. 98 PERFORMANCE MEASURE RESULTS NPT = Not previously tracked Performance Measure Average Priority 1 response time % of citizens rating Goodyear Fire Department as receiving “excellent” customer service # of Fire Corps Volunteers % of high risk Commercial and Industrial Occupancies Inspected annually % of Commercial and Industrial Occupancies receiving violations during annual inspection ISO (Insurance Services Office) Rating for suburban/rural areas Fire Incidents Per 1000 Population (does not include EMS) % of fires contained in room of origin % of fires contained in structure of origin Calls for Fire Service Calls for EMS Service % of mandated training completed #r of Pre K-5 children reached through formal prevention and education programs Ensure that 100% of paramedic ridein charts are turned in for review and invoicing for reimbursement Process 95% of all requests for noninvestigative incident reports with 72 hours FY 2012 Actual FY 2012 Actual FY 2013 Target FY2013 Estimate FY2014 Target 5:34 min 5:29 min 5:46 min 5:46 min 5 NPT NPT 90% 100% 90% 13 15 17 18 18 NPT NPT 100% 60% 100% NPT NPT NPT NPT 10% 4/9 4/9 4/9 4/9 4/9 276.28 238.09 362.94 362.94 316.23 77% 82% 76% 75% 75% 23% 18% 24% 25% 25% 235 271 275 275 275 4,749 5,120 6,000 6,600 6,700 99% 98% 100% 98.50% 100% 10,340 9,025 5,137 5,137 8,000 99% 99.33% 100% 98.96% 100% 95% 99% 100% 100% 100% 99 Department Overview Administrative Services 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. Administrative Services Expenditure Personnel Contractual Commodities Total Staffing Administrative Services Division 2011 Actual $382,731 $13,423 $19,257 $415,411 2012 Actual $422,442 $17,130 $18,336 $457,908 2013 Budget $469,623 $22,610 $83,228 $575,461 2014 Budget $493,728 $21,642 $19,781 $535,151 2011 Actual 2012 Actual 2013 Budget 2014 Budget 5 5 5 5 Fire Prevention The Fire Prevention Division handles fire code and inspection services for existing businesses. Fire Prevention is also responsible for the annual permit program involving high risk occupancies and works closely with the state for completing school and prison inspections. Additionally, fire prevention is responsible for the investigation of the cause and origin of fires and works closely with the Police Department on suspicious or arson related fires. Fire Prevention Expenditure Personnel Contractual Commodities Total 2011 Actual $455,802 $700 $819 $457,321 100 2012 Actual $468,280 $109 $770 $469,159 2013 Budget $324,373 $2,760 $330 $327,463 2014 Budget $128,582 $3,800 $1,450 $133,832 Staffing Fire Prevention Division 2011 Actual 4 2012 Actual 4 2013 Budget 3 2014 Budget *1 *two positions transferred to Building Safety Emergency Services 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, preincident planning; fire prevention, and community education. Emergency Services Expenditure Personnel Contractual Commodities Total Staffing Emergency Services Division 2011 Actual $7,855,920 $452,700 $27,938 $8,336,558 2011 Actual 89 2012 Actual $8,462,670 $368,490 $38,837 $8,869,997 2012 Actual 87 2013 Budget $9,502,104 $431,675 $57,773 $9,991,552 2013 Budget 88 2014 Budget $9,919,533 $472,103 $95,909 $10,487,545 2014 Budget 88 Support Services Division 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. Support Services Expenditure Personnel Contractual Commodities Total 2011 Actual $378,926 $593,079 $176,778 $1,148,783 101 2012 Actual $392,557 $640,775 $222,042 $1,255,375 2013 Budget $419,714 $667,986 $235,066 $1,322,766 2014 Budget $444,609 $652,207 $527,653 $1,624,469 Staffing Support Services Division 2011 Actual 4 2012 Actual 4 2013 Budget 4 2014 Budget 4 Emergency Management 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. Emergency Management Expenditure Personnel Contractual Commodities Total Staffing Emergency Management Division 2011 Actual $164,259 $6,256 $4,444 $174,960 2012 Actual $171,863 $4,588 $4,620 $181,071 2013 Budget $181,894 $6,396 $4,000 $192,290 2014 Budget $218,899 $6,370 $5,682 $230,951 2011 Actual 2012 Actual 2013 Budget 2014 Budget 1 2 2 2 102 City of Goodyear Municipal Court 2014 Annual Budget $974,333 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. Municipal Court 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  Civil traffic: . Moving Violations . Non-Moving Violations . Parking (Title 28 and City Ordinance) . Violations of City Ordinances & City Codes  Criminal (Misdemeanor): . Domestic Violence . Theft . Assault . City Ordinance & City Codes The Court also issues Orders of Protection, Injunctions Prohibiting Harassment and Search Warrants. 103 FY13 Accomplishments: • • • Creation of a court informational pamphlet. Pamphlet includes information on the court’s jurisdiction, what can be done when a civil citation is given, process on criminal procedures, what the court does not do and a phone listing for other governmental agencies. Completion of court website - website includes information on the court’s jurisdiction, what can be done when a civil citation is given, process on criminal procedures, what the court does not do and a phone listing for other governmental agencies. Successful participation in FY13 Gain event. Municipal Court Department Detail Budget Expenditures by Category Personnel Contractual Commodities TOTAL Staffing Municipal Court 2011 Actual 2012 Actual $802,006 $116,521 $10,885 $929,413 2011 Actual 10 $676,748 $99,434 $13,704 $789,886 2012 Actual 10 2013 Budget 2014 Budget $781,489 $141,934 $15,559 $938,982 2013 Budget 9 $814,640 $144,293 $15,400 $974,333 2014 Budget 9 Related Council Strategic Priority: Fiscal and Resource Management; Quality of Life Goals for FY14 . . . 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. Objectives for FY14 . . . 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). 104 PERFORMANCE MEASURE RESULTS NPT = Not previously tracked Performance Measure Civil traffic fillings completed within 90 days Criminal traffic cases resolved within 180 days Criminal misdemeanor cases resolved within 180 days Average days between filing and disposition of orders of protection % of cases disposed as required by case type % of trials scheduled within 90 days of arrest # of cases dismissed or convictions over-turned on appeal due to violations of criminal/civil rules of court The # of DUI cases outside the acceptable date ranges of 120 and 180 days Expenditures per case S/B Revenues per case # of cases processed by FTE (customer service and case processing staff only) # of traffic hearings conducted FY 2011 Actual FY 2012 Actual FY 2013 Target FY2013 Estimate FY2014 Target 98% 99% 100% 98% 100% 88% 93% 100% 98% 100% 96% 92% 100% 98% 100% NPT NPT 365 380 365 94% 95% 100% 98% 100% 100% 100% 100% 100% 100% 0 0 0 0 0 NPT NPT 0 15 0 $78.20 $179.22 $75.19 $137.36 $80.00 $140.00 $76.00 $177.00 $83.00 $145.00 2045 1800 1670 1928 1800 196 160 116 140 130 105 City of Goodyear Development Services Department 2014 Annual Budget $3,703,012 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. Development Services Economic Development Development Services Management Planning & Zoning Building Safety & Inspections Code Enforcement Department Overview The Development Services Department is comprised of five divisions: Economic Development, Management Services, Planning and Zoning, Building Safety and Inspections and Code Enforcement. Development Services is responsible for the preparation, adoption and implementation of the City of Goodyear General Plan. The General Plan provides community goals and development policies to effectively guide and manage the long-term growth of the City. Development Services Staff also prepare and implement various zoning and development ordinances. 106 FY13 Accomplishments: • • • • • Successfully negotiated license agreement with Clear Channel Communications for two digital marquees along I-10 which generated new revenue for the city. Developed a new Administrative Process Manual and completed a substantial update and revision to the Zoning Ordinance and Subdivision Regulations to implement the provisions of SB1598 prior to the required deadline. Cookson Door announced they will hire up to 300 workers after constructing a 160,000 sq. ft. manufacturing plant, Aero-turbine expanded its operations due to contracts with Frontier Airline and Precision Conversions and Macy’s announced it will expand its fulfillment center by 360,000 sq. ft. employing up to another 125 fulltime positions. The Economic Development Division held a “Small Business Summit” on October 9, 2012 the event had 100 guests in attendance. Successful integration of a Front Desk Manager, Plans Examiner Supervisor and Plans Examiner/Fire Marshal to the Building Safety Division, as well as implementing a new Administrative Process Manual and policies/procedures to implement the provisions of SB1598. Development Services Department Detail Budget Expenditures by Category Personnel Contractual Commodities TOTAL 2011 Actual 2012 Actual $1,693,300 $227,667 $40,460 $1,961,427 $1,764,148 $238,962 $60,047 $2,063,157 2013 Budget $2,814,413 $309,916 $16,028 $3,140,357 2014 Budget $3,290,227 $378,077 $34,710 $3,703,014 *Included Building Safety & Inspections and Code Enforcement for consistency. Staffing Development Services Department 2011 Actual 2012 Actual 2013 Budget 2014 Budget 27 27 27 33 Related Council Strategic Priority: Economic Vitality; Sense of Community; Quality of Life Goals for FY14 . . . Attract quality employment to increase citizens employment opportunities. Attract quality retail, hospitality, and resort amenities. Focus on retention and expansion of existing businesses. 107 Objectives for FY14 . . . . Complete final draft of General Plan in advance of citizen vote in September 2014. Create substantial capital investment in job development within our community by absorbing/developing square footage and attracting high wage jobs. Refine development processes that result in outstanding customer service. Increase absorption of previously occupied space and the development of new first generation commercial square footage. PERFORMANCE MEASURE RESULTS NPT = Not previously tracked Performance Measure % of plans reviews completed within published review cycle times % of permits issued within 7 days Complete records requests within 48 hours Complete tenant improvements within 10 days, 90% of the time Deliver Fire System Plan Reviews within 7 days 90% of the time Provide over the counter plan review for 90% of all minor permits Achieve 90% compliance (voluntary) on code enforcement cases Remove graffiti from Public property within 24 hours Remove graffiti from Private Property within 14 days # of jobs created from new and/or expanding businesses # of new prospects/Ec Dev projects Total # of jobs Total # of business interactions through the business retention & expansion Total Capital investment from new and/or expanding businesses # of single family permits # of days to process permits # of inspectors # of sites inspected # of inspections performed # of infractions found during construction FY 2011 Actual FY 2012 Actual FY 2013 Target FY2013 Estimate FY2014 Target 78% 87% 85% 80% 85% 100% 93% 99% 91% 95% 95% 95% 95% 95% 95% 75% 68% 95% 90% 95% 50% 85% 95% 95% 95% 100% 100% 100% 100% 100% 100% 99% 100% 100% 100% 99% 99% 99% 99% 99% 95% 95% 95% 95% 95% 428 414 1,000 1,279 1,000 NPT 17,289 NPT 18,577 35 19,000 43 19,000 45 19,500 NPT 45 100 93 100 $101M $106.8M $100M $383.4M $100M 737 4 4 737 10,789 935 10 5 935 18,929 1080 10 5 1,080 19,000 1020 10 5 1,020 19,000 1200 10 5 1,200 21,000 2188 4270 3800 3800 4200 108 Department Overview Economic Development 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. Economic Development Expenditure Personnel Contractual Commodities Total 2011 Actual $285,430 $93,324 $3,621 $382,375 2012 Actual $361,250 $78,722 $12,433 $452,405 2013 Budget $612,127 $134,263 $5,250 $751,640 2014 Budget $416,534 $188,613 $5,250 $610,397 Staffing Economic Development 2011 Actual 3 2012 Actual 4 2013 Budget 5 2014 Budget 4 Development Services Management The Development Services Management 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. This division also prepares monthly reports, manages the City’s Kiosk Signage Program, and serves as the H.T.E. system administrator for Development Services. Development Services Management Expenditure Personnel Contractual Commodities Total 2011 Actual $257,356 $15,501 $4,180 $277,037 2012 Actual $180,946 $11,886 $3,866 $196,698 2013 Budget $189,911 $123,789 $6,278 $319,978 2014 Budget $583,913 $112,269 $15,385 $711,567 Staffing Development Services 2011 Actual 2 2012 Actual 1 2013 Budget 2 2014 Budget *6 *One Administrative Assistant transferred from Engineering; one division was absorbed into Administration 109 Planning & Zoning 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. 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. Planning & Zoning Expenditure Personnel Contractual Commodities Total 2011 Actual $532,734 $11,851 $1,656 $546,241 2012 Actual $542,693 $13,405 $6,508 $562,606 2013 Budget $561,776 $16,657 $2,850 $581,283 2014 Budget $649,912 $26,035 $4,925 $680,872 Staffing Planning & Zoning 2011 Actual 5 2012 Actual 5 2013 Budget 5 2014 Budget 6 Building Safety & Inspections 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. Building Safety & Inspections Expenditure Personnel Contractual Commodities Total 2011 Actual $816,116 $14,248 $3,786 $834,150 110 2012 Actual $828,590 $7,654 $5,250 $841,494 2013 Budget $1,040,542 $25,190 $0 $1,065,732 2014 Budget $1,391,827 $25,190 $5,250 $1,422,267 Staffing Building Safety & Inspections 2011 Actual 10 2012 Actual 10 2013 Budget 12 2014 Budget 14 Code Compliance Code Compliance's goal is to keep our neighborhoods beautiful. We work to educate citizens on city property code requirements, build relationships, and facilitate mediation when necessary. Primary duties include providing information about City codes for property maintenance, zoning, variances and signage, and encouraging voluntary compliance. Proactive field inspections and response to citizen complaints lead to enforcement through established procedures when voluntary compliance does not occur. Code Compliance Expenditure Personnel Contractual Commodities Total 2011 Actual $358,718 $15,170 $5,852 $379,740 2012 Actual $451,416 $14,478 $1 $465,896 2013 Budget $184,376 $4,617 $150 $189,143 2014 Budget $248,041 $25,970 $3,900 $277,911 Staffing Code Compliance 2011 Actual 3 2012 Actual 3 2013 Budget 3 2014 Budget 3 111 City of Goodyear Engineering Department 2014 Annual Budget $8,177,866 Engineering promotes the health, safety and welface of the community by ensuring that the existing and future public infrastructure including roadways, transportation systems, water and sewer lines, and storm drain facilities are appropriately planned, designed, and constructed. Engineering Department Administration Plan Review Permit Processing Inspections GIS Streets & Markings Highway Streets Sweeper Operations Traffic Signals Traffic Project Management Description The Engineering Department is responsible for the design, review and inspection of the City's capital infrastructure including grading and drainage, water, sewer, storm drains, storm water retention and streets. Engineering reviews site plans, preliminary and final plats, rezoning requests, special use permits, construction drawings, and water, sewer, traffic and drainage master plans. Engineering issues construction permits and easements, assigns street names and addresses and maintains the fiber optic network. Engineering also provides project management for the City's Capital Improvements Projects. Engineering ensures traffic signals, signage, and striping meet federal, state, and local standards. 112 FY13 Accomplishments: • • • Transitioned street light system maintenance from APS to Flouresco through a competitive bidding process saving the City over $100,000 annually. Designed CIP projects utilizing in-house staff expertise saving the City an estimated $200,000 which reduced or provided the City’s local match contribution for several grant funded projects. Provided real estate assistance and expertise during the City’ acquisition of the Venida campus and managed the design and construction of remodeling and tenant improvements in three of the five buildings. Engineering Department Detail Budget Expenditures by Category Personnel Contractual Commodities TOTAL 2011 Actual 2012 Actual $3,061,479 $2,673,048 $129,656 $5,864,183 $2,858,066 $1,944,361 $97,007 $4,899,435 2013 Budget 2014 Budget $3,500,855 $2,118,738 $75,695 *$5,695,288 $3,586,683 $4,345,763 $245,420 *$8,177,866 2013 Budget 37 2014 Budget 37 *FY13 & FY14 includes HURF; reflects funding moved from PW for the street maintenance program. Staffing Engineering Department 2011 Actual 37 2012 Actual 37 Related Council Strategic Priority: Sense of Community; Quality of Life Goals for FY14 . 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. . Provide a high level of customer service to Goodyear businesses, development community and residents. Objectives for FY14 . Assure timely and cost effective design and management for City CIP projects, including the 911 Communication Center, Fleet and Equipment Facility, expansion of the Goodyear Regional Library, and the Goodyear Operations Center. . Process customer requests for real estate transactions and requests for general real estate information efficiently and in a timely manner. . Following receipt of a resident service request, visit location of concern, and provide timely feedback to resident. . Prepare, adopt and implement the Transportation Master Plan. 113 PERFORMANCE MEASURE RESULTS Performance Measure Calls for traffic signal service responded to within 24 hours of notification Permits issued within 3 days Plans reviewed within 20 days of receipt (1st review) Plans reviewed within 15 days of receipt (2nd review) 30 day turnaround time on arterial and residential street sweeping Projects starting on schedule Projects completed on schedule Requests completed on or prior to due date For major real estate transactions, provide customer a schedule within 2 weeks, 90% of the time % of projects not meeting project completion date as a result of compliance issues Plans submitted in compliance within 2 reviews # / % of inspections where no violations found Project change orders do not exceed original contract amount by 10%, 90% of the time. # of plan reviewers # of plans sheets reviewed # of permits issued Value of permits issued ($) # of inspectors # of sites inspected # of inspections performed # of all infractions requiring reinspection which is estimated at 2% of the # of yearly inspections FY 2011 Actual FY 2012 Actual FY 2013 Target FY2013 Estimate FY2014 Target 100% 100% 98% 95% 95% 100% 100% 90% 100% 90% 96% 96% 90% 98% 90% 96% 96% 90% 98% 90% 99% 98% 95% 99% 95% 100% 100% 100% 100% 90% 90% 100% 100% 90% 90% 92% 80% 90% 86% 90% 100% 100% 90% 100% 90% 0 0 10% 0 10% 98% 100% 90% 98% 90% 26,106 99% 24,500 99% 21,600 90% 25,000 99% 27,000 90% 100% 100% 90% 100% 90% 3 5,513 737 411,345 4 559 26,456 3 3,420 521 310,000 4 478 24,745 3 7,527 550 295,000 4 420 24,000 3 3,500 569 645,000 4 516 25,242 3 3,500 600 600,000 4 600 30,000 350 245 245 245 245 114 Department Overview Engineering Administration Administration coordinates the activities of the divisions within the department, and provides project management, real estate, and special projects services. Engineering Administration Expenditure Personnel Contractual Commodities Total 2011 Actual $919,853 $22,471 $17,167 $959,491 Staffing Engineering Administration 2011 Actual 9 2012 Actual $1,062,616 $48,680 $16,381 $1,127,678 2012 Actual 9 2013 Budget $1,095,112 $74,200 $37,500 $1,206,812 2013 Budget 9 2014 Budget $746,093 $38,500 $24,300 $808,893 2014 Budget *6 *New division created, positions transferred Plan Review 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 rightof-ways and site improvements on private property. Plan Review Expenditure Personnel Contractual Commodities Total 2011 Actual $324,627 $170 $0 $324,797 2012 Actual $274,999 $328 $0 $275,327 2013 Budget $344,955 * * $344,955 2014 Budget $468,959 $5,900 $0 $474,859 2012 Actual 4 2013 Budget 4 2014 Budget 5 *Contractual and commodities were budgeted in Administration. Staffing Plan Review 2011 Actual 4 115 Permit Processing 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. Permit Processing Expenditure Personnel Contractual Commodities Total 2011 Actual $66,289 $1,363 $852 $68,504 2012 Actual $49,034 $699 $0 $49,733 2013 Budget $68,960 $0 $0 $68,960 2014 Budget $71,399 $1,050 $0 $72,449 Staffing Permit Processing 2011 Actual 1 2012 Actual 1 2013 Budget 1 2014 Budget 1 Inspections The Inspections Division is responsible for inspecting the construction of infrastructure in the City of Goodyear to ensure that construction of 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. Inspections Expenditure Personnel Contractual Commodities Total 2011 Actual $365,889 $15,638 $10,700 $392,227 2012 Actual $380,138 $13,484 $13,064 $406,686 2013 Budget $403,436 $0 $0 $403,436 2014 Budget $358,646 $12,700 $13,500 $384,846 Staffing Inspections 2011 Actual 6 2012 Actual 6 2013 Budget 5 2014 Budget 4 116 GIS 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. GIS Expenditure Personnel Contractual Commodities Total Staffing GIS 2011 Actual $164,886 $5,536 $0 $170,422 2012 Actual $164,313 $8,843 $0 $173,156 2013 Budget $175,470 $0 $0 $175,470 2014 Budget $166,029 $15,850 $0 $181,879 2011 Actual 2 2012 Actual 2 2013 Budget 2 2014 Budget 2 Project Management The Engineering Project Management Division provides planning for the City’s Capital Improvement Projects. Project Management Expenditure Personnel Contractual Commodities Total Staffing Project Management 2011 Actual 2012 Actual * 2011 Actual * 2013 Budget * 2012 Actual * * 2013 Budget * 2014 Budget $353,715 $10,550 $3,100 $367,365 2014 Budget 3 *New division created Signs & Street Markings (HURF) The Signs & Street Markings 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 117 current Federal, State, and Local standards. In addition, the Transportation Division is responsible for maintaining the City’s fiber optic network. Signs & Street Markings (HURF) Expenditure Personnel Contractual Commodities Total Staffing 2011 Actual 2012 Actual $0 $118,316 $2,664 $120,980 2011 Actual $0 $27,342 $903 $28,245 2012 Actual 2013 Budget $0 $120,750 $4,500 $125,250 2013 Budget Signs & Street Markings (HURF) 2014 Budget $80,735 $168,000 $11,600 $260,335 2014 Budget 1 Streets Highways (HURF) The Streets Highways Division is responsible for maintaining city streets which is comprised of residential, arterials and collectors. Streets Highways (HURF) Expenditure Personnel Contractual Commodities Total 2011 Actual $729,615 $877,216 $10,178 $1,617,008 2012 Actual $708,701 $1,662,297 $7,307 $2,378,305 2013 Budget $851,999 $618,127 $9,100 $1,479,226 2014 Budget $627,800 *$2,594,402 $44,225 $3,266,427 *Reflects increase in pavement preservation program. Staffing Streets (HURF) 2011 Actual 10 2012 Actual 10 2013 Budget 10 2014 Budget 7 Sweeper Operations (HURF) The Sweeper Operations Division is responsible for the maintenance of streets city-wide. Streets (HURF) Expenditure Personnel Contractual Commodities Total 2011 Actual 2012 Actual $0 $30,014 $1,433 $31,447 118 $0 $21,651 $0 $21,651 2013 Budget $0 $30,000 $0 $30,000 2014 Budget $135,758 $74,450 $22,600 $232,808 Staffing Sweeper Operations (HURF) 2011 Actual 2012 Actual 2013 Budget 2014 Budget 2 Traffic Signals (HURF) The Traffic Signal Division ensures traffic signals, signage, and striping meet federal, state, and local standards. Traffic Signals (HURF) Expenditure Personnel Contractual Commodities Total 2011 Actual 2012 Actual $0 $1,385,758 $26,778 $1,412,536 2013 Budget $0 $4 $0 $4 $0 $0 $0 $0 2014 Budget $341,833 $1,398,563 $64,345 $1,804,741 2011 Actual 2012 Actual 2013 Budget 2014 Budget 4 Streets (HURF) Expenditure Personnel Contractual Commodities Total 2011 Actual $277,275 $93 $0 $277,368 2012 Actual $44 $0 $0 $44 2013 Budget 2014 Budget $235,716 $25,798 $61,750 $323,264 Staffing Traffic (HURF) 2011 Actual 4 2012 Actual 2013 Budget Staffing Traffic Signals (HURF) Traffic (HURF) 119 $0 $0 $0 $0 2014 Budget 2 City of Goodyear Public Works 2014 Annual Budget $19,480,973 Public Works provides essential utilities to protect public health and safety, help enhance the economic vitality of the community, and protect the environment. Public Works Administrative Services Fleet (ISF) Facilities Sanitation Water Wastewater Description The Public Works Department is one of the largest departments in the City of Goodyear. The Department manages water and wastewater service for areas of the City south of Interstate 10; water conservation initiatives; trash/bulk collection and recycling; and equipment and facility maintenance. 120 FY13 Accomplishments: • • • • • • • • • • • Assisted with the purchase of Venida Business Complex and began providing facility services (landscaping, maintenance, security, etc.) at new buildings. Worked with City management to design and begin construction of new Fleet service center, as well as fueling station and wash bays, at Goodyear Operations Center. Coordinated with Procurement and Fire to specify new Fire Pumper Apparatus through Fleet Replacement Program. Facility improvements are underway at Corgett Water Reclamation Facility to produce Class A+ effluent 100% of the time. Entered into a partnership for Regional Household Hazardous Waste events with Avondale, Litchfield Park, and Tolleson. Hosted one event in Goodyear in November and participated in another event in Avondale in April. Hired an in-house Instrument Control Technician, who can make needed programming and repairs on SCADA system, saving contractual funds and increasing efficiency and responsiveness. Public Works Department reorganization allowed for the hiring of a Water Resources Manager. Developed and obtained an exemption from the Arizona Department of Water Resources (ADWR) and the Central Arizona Groundwater Replenishment District (CAGRD) that allows the City to use remediated groundwater for beneficial uses without having to replenish this water supply. The City now has access to more than 4,100 acre-feet or (1.34 billion gallons) of water that may be provided at no cost to the City and no replenishment fees or requirements. Obtained authorization for use of the former SAT site for temporary use for recharging the City’s effluent supplies while a permanent solution is being developed and implemented. There will be a cost savings of over $1,000,000 to the City by preserving water storage credits. The City has ordered its first Central Arizona Project water since 2008 that will be used to meet the annual replenishment obligations of pumping groundwater and ensure the City’s long term storage credit bank account remains robust for future use. Updated the Integrated Water Master Plan to reflect necessary capital improvements (20142024) Public Works Department Detail Budget Expenditures by Category Personnel Contractual Commodities TOTAL Staffing Public Works 2011 Actual $5,372,613 $10,024,385 $1,469,617 $16,866,615 2011 Actual 74 121 2012 Actual 2013 Budget 2014 Budget $5,274,786 $10,393,366 $1,868,559 $17,536,711 $5,710,377 $10,415,999 $2,241,047 $18,367,423 $5,841,768 $10,403,423 $3,235,782 $19,480,973 2012 Actual 72 2013 Budget 71 2014 Budget 68 Related Council Strategic Priority: Fiscal and Resource Management; Quality of Life Goals for FY14 . . . . . . . Appropriate and comfortable working environment for staff Efficient and effective management of city facilities and fleet Identify and formalize our service delivery process Maintain the longevity of fleet assets Provide timely and effective customer service Provide reliable and economical collection service Develop an enhanced awareness of fiscal expenditures and cost of service Objectives for FY14 . . . . . . . . . Assure vehicle availability Maintain the buildings Maximize time engaged in fleet maintenance activities Provide timely reports and billing information Complete and document facilities work orders Provide prompt response to customer inquiries submitted through GOVQA and department email. Proper collection and treatment of water. Reliable water source for life safety. Sustainable community. PERFORMANCE MEASURE RESULTS NPT = Not previously tracked Performance Measure Total expenditures for residential refuse collection, inc any paid to contractors Cost per thousand gallons of wastewater treated for chemicals: ratio of millions of gallons of wastewater treated to cost of chemicals FY 2011 Actual FY 2012 Actual FY 2013 Target FY2013 Estimate FY2014 Target $3,964,786 $4,343,864 $4,161,842 $4,211,180 $4,445,290 $ 0.00000015 $ 0.00000017 $ 0.00000015 $ 0.00000015 $ 0.00000015 122 % of missed or returned collections of total contained (refuse and recycling) and uncontained (bulk) collections Peak Demand in % in relation to total production capacity WW-Treatment production in % of capacity-Goodyear WRF Sewer overflow rate: ratio of # of sanitary sewer overflows per 100 miles of collection piping Water distribution system integrity: # of water main breaks per 100 miles of distribution piping Recycling diversion rate: ratio of tons of recycling collected to tons of refuse collected Return rate of water: ratio of million gallons of total water produced/delivered/treated to million gallons of effluent water produced at reclamation facilities Tons of bulk trash collected # of residential refuse collection accounts # of meters installed mgd of water produced mgd of waste water treated % of water production not delivered to customers or not reported as used (reported in March for prior calendar year) 0.013% 0.010% 0.008% 0.010% 0.008% 90.48% 77.03% 77.03% 78.38% 80.41% 77.19% 79.52% 81.58% 83.36% 85.48% 0 0 0 0.88 0 0.965 3.859 1 0.965 1 25% 25% 24.80% 25% 25.50% 54.0% 50.6% 53.2% 53.2% 52.3% 2,702 3,021 2,736 3,000 3,075 21,651 22,333 23,344 23,500 23,929 278 2,525 1,362 354 2,763 1,397 502 3,023 1,433 500 2,856 1,464 638 3,124 1,501 6.17% 7.2% <7% <10% <10% 123 Seasonal portion of summer residential usage per household. Normalized for weather (computed in September only) # of wells drilled Capacity of new wells and additional well capacity % of facility users that rate the quality of Facilities service as excellent or good, rather than poor or fair Fleet availability rate public safety/non-public safety Preventive maintenance compliance by department (completed in month scheduled) Total direct operating and maintenance cost per square foot of all maintained facilities, excluding areas outside of structure, by type Operating cost per mile (including fuel cost per mile), by vehicle type % of vehicles in fleet considered "low use" vehicles (< 300 miles/month) Ratio of total hours spent on preventive maintenance to total maintenance or repair hours Technician billable time (% of total hours) # of Units in Fleet Average Age of Fleet # of Buildings owned/maintained # of work ordered received 115gpdh unnormalized 102gpdh unnormalized 115gpdh unnormalized CY13 116 gpdh unnormalized CY13 CY target 113.5 gpdh 1 1 0 0 1 1.728 MGD .72 MGD 0 0 1.0 MGD 92% 94% 96% 94% 98% 92% 93% 90% 94% 95% 59% 60% 60% 60% 70% $3.20 $3.20 $3.20 $3.20 $3.80 0.74 0.71 0.75 0.78 $0.70 18% 17% 10% 21% 10% 60/40 63/37 60/40 60/40 60/40 75% 76% 70% 70% 70% 287 NPT 309 NPT 351 NPT 355 6 YEARS 36 36 40 40 42 2,501 3,649 3,250 3,108 3,500 124 Department Overview Administrative Services The Administrative Services team and division managers are 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. Administration Services Expenditure Personnel Contractual Commodities Total 2011 Actual $550,446 $13,314 $9,779 $573,539 2012 Actual $530,044 $6,334 $8,908 $545,287 2013 Budget $549,420 $27,100 $11,400 $587,920 2014 Budget $350,156 * * $350,156 2012 Actual 7 2013 Budget 6 2014 Budget 4 *Non-personnel expenditures split between enterprise funds. Staffing Administrative Services 2011 Actual 7 Fleet and Equipment Management 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 & Fire). This includes all regulatory compliance with Fleet operations, fueling, emissions, safety, and maintenance. Municipal Services – Fleet & Equipment Management Expenditure Personnel Contractual Commodities Total Staffing Fleet & Equipment Management 2011 Actual $558,365 $414,777 $725,474 $1,698,616 2012 Actual $587,925 $574,316 $818,205 $1,980,445 2013 Budget $585,473 $472,500 $924,967 $1,982,940 2014 Budget $612,407 $471,500 $925,967 $2,009,874 2011 Actual 2012 Actual 2013 Budget 2014 Budget 6 6 6 6 125 Facilities Management 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 contract services for custodial maintenance, security systems, and speciality 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. Facilities Management Expenditure Personnel Contractual Commodities Total Staffing Facilities Management 2011 Actual $516,500 $1,920,238 $29,586 $2,466,324 2011 Actual 7 2012 Actual $511,818 $1,868,666 $41,047 $2,421,532 2012 Actual 8 2013 Budget $541,404 $2,211,189 $46,900 $2,799,493 2013 Budget 8 2014 Budget $600,171 $1,357,217 $133,035 $2,090,423 2014 Budget 8 Sanitation The Sanitation Division performs the essential tasks of bulk collections, mandated sanitary inspections, enhanced recycling through public educations 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. Environmental Services – Sanitation Expenditure Personnel Contractual Commodities Total 2011 Actual $651,299 $3,969,129 $51,354 $4,671,782 2012 Actual $623,169 $4,327,062 $59,310 $5,009,541 2013 Budget *$475,521 $4,450,286 $55,022 $4,980,829 2014 Budget **$541,399 $4,737,414 $61,600 $5,340,413 *4 positions were unfunded **additional funding for part-time and overtime Staffing Sanitation 2011 Actual 10 2012 Actual 9 2013 Budget 9 *Reduced staff due to bulk trash program changing from twice a month collection to once a month collection. 126 2014 Budget *5 Water Program The essential function of the Water Services 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. The mission of the Water Resources Division is to ensure safe, adequate, sustainable, and affordable water supplies are available to all existing, current committed, and future projected residential, commercial, and industrial developments and ensure that water supplies are used in the most efficient and sustainable ways. Water Program Expenditure Personnel Contractual Commodities Total Staffing Water 2011 Actual $1,695,334 $2,328,664 $380,127 $4,404,125 2011 Actual 25 2012 Actual $1,656,200 $2,335,303 $585,805 $4,577,308 2012 Actual 23 2013 Budget $1,768,817 $2,157,366 $751,175 $4,677,358 2013 Budget 23 2014 Budget $1,977,080 $2,243,659 $1,102,175 $5,322,914 2014 Budget 25 Wastewater Program 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. 127 The Water/Environmental Quality Division is responsible for protecting and enhancing the public health and environment by ensuring safe drinking water and reducing the impact of pollutants discharged to surface and groundwater. The division is responsible for ensuring the drinking water is of the highest quality and meets EPA and governmental standards. The division facilitates the City's industrial pretreatment program, fat/oil/grease (FOG) program, and backflow program. Wastewater Expenditure Personnel Contractual Commodities Total Staffing Wastewater 2011 Actual $1,452,154 $1,369,984 $272,371 $3,094,509 2011 Actual 19 2012 Actual $1,395,730 $1,241,105 $304,800 $2,941,635 2012 Actual 19 128 2013 Budget $1,522,193 $1,105,453 $446,305 $3,073,951 2013 Budget 19 2014 Budget $1,760,558 $1,593,633 $1,013,005 $4,367,196 2014 Budget 20 City of Goodyear Parks & Recreation Department 2014 Annual Budget $8,950,554 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. Parks & Recreation Department Parks Administration Recreation, Aquatics, Arts & Culture Ballpark Business Operations & Maintenance Description The Parks & Recreation Department includes park development and park maintenance; aquatics, sports, and recreation programming; arts and culture; business operations and maintenance of a Spring Training baseball facility and accompanying practice fields; and implementation of outdoor conservation programs. Parks & Recreation oversees contract negotiations with private sector service providers, and intergovernmental agreements with school districts and other government entities as well as provides coordination for the year round use of the Goodyear Ball Park for community events, tourneys, etc. Parks & Recreation is currently formulating and implementing the Park Master Plan, which includes plans for Open Spaces and Trails. 129 FY13 Accomplishments: • • • • • • • • Increased Spring Training Attendance and Spring Training Gross Revenue by 6%. Set record for total attendance for the season of 145,697, and single game attendance record of 11,023 (Indians/Giants). Designed and launched new Ballpark website www.goodyearbp.com. Awarded Phoenix New Times “Best of Phoenix – Best Place to see a Spring Training Game” twice in the past four years; 2010 and 2012. Held the inaugural D-Backs Fan Fest with over 400 in attendance. Increased Senior Activity participation by 18%. Increased Little League participation overall by 10%. Increased the Challenger Little League Division by 55%. Partnered with Goodyear Little League to acquire two electronic scoreboards. Held the inaugural Chalk Art in the Park event, where 15 professionals and 150 attendees created colorful chalk paintings of various subject matters. Joined the IN FLUX temporary public art series, where local artist Mary Shindell printed images of local flora and fauna on vinyl, then applied the images to the interior of vacant storefront windows. Plexiglass clouds and flowers were suspended behind the vinyl to add dimension and texture. Completed park renovations at Parque de Paz and Palmateer Park. Completed and upgraded the Community Garden at Parque de Paz. Installed new floor surface for splash pad at Goodyear Community Park. Formed Parks and Recreation Advisory Commission. Developed and implemented the Parks and Recreation Department Safety Strategic Plan and Safety Committee. Amended agreement with Maricopa County Library District to expand library operations. Parks & Recreation Department Detail Budget Expenditures by Category Personnel Contractual Commodities TOTAL Staffing Parks & Recreation Department 2011 Actual 2012 Actual $3,969,372 $2,962,339 $525,635 $7,457,347 $4,052,381 $3,177,710 $531,772 $7,761,862 2013 Budget $4,156,506 $3,081,399 $826,076 $8,063,981 2014 Budget $4,281,579 $3,040,899 $1,628,076 $8,950,554 2011 Actual 2012 Actual 2013 Budget 2014 Budget 48 48 48 49 130 Related Council Strategic Priority: Sense of Community; Quality of Life Goals for FY14 . 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. Objectives for FY14 . 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. . Prepare and implement the Parks Master Plan. PERFORMANCE MEASURE RESULTS NPT = Not previously tracked Performance Measure Parks Acreage Per Capita (Per 1000 Population) % of ratings above average or excellent on program evaluations for Recreation Programs Maintain satisfaction levels at or above (on a 5 pt scale) for Ballpark users % increase in participation at YMCA pool use days % Increase in girls' sports participation % Increase in participation in youth activities Maintain Sponsor renewal rate Spring Training revenue increase Non-Spring Training revenue increase FY 2011 Actual FY 2012 Actual FY 2013 Target FY2013 Estimate FY2014 Target 0.03 0.03 0.03 0.03 0.03 NPT NPT 90% 90% 90% 4.7 4.8 4.5 4.6 4.6 NPT NPT 25% 35% 30% NPT NPT 25% 25% 25% NPT NPT 12% 15% 15% 60% -14% 59% 22% 75% 5% 78% 6% 75% 5% 10% 15% 15% 15% 20% 131 % of out of town Spring Training attendees # of attendees during Spring Training season Perform annual maintenance schedule on right of ways Ensure standard of care accuracy for parks Capacity of programs offered 55% 55% 55% 55% 55% 112,943 136,000 140,000 147,000 153,000 NPT NPT 3 3 3 NPT NPT 90% 90% 90% NPT NPT NPT NPT 70% Department Overview Parks Administration 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. Parks Administration Expenditure Personnel Contractual Commodities Total Staffing Parks Administration 2011 Actual $1,215,057 $1,254,515 $ 124,014 $2,593,586 2011 Actual 18 2012 Actual $1,222,256 $1,407,677 $ 109,603 $2,739,535 2012 Actual 18 2013 Budget $1,306,668 $1,394,421 $114,650 $2,815,739 2013 Budget 18 2014 Budget $1,486,846 $1,389,421 $666,650 $3,542,917 2014 Budget 20 Parks & Recreation - Aquatics 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. 132 Aquatics Expenditure Personnel Contractual Commodities Total Staffing Aquatics 2011 Actual $157,597 $239,624 $24,801 $422,021 2012 Actual $163,242 $235,731 $23,965 $422,938 2013 Budget $188,671 $247,320 $37,731 $473,722 2014 Budget $201,157 $247,320 $37,731 $486,208 2011 Actual 1 2012 Actual 1 2013 Budget 1 2014 Budget 1 Recreation, Arts & Culture 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. The Arts and Culture Program integrates public art community-wide, while also developing programs that stimulate cultural and art participation, awareness and opportunities for all ages within the community. Recreation Expenditure Personnel Contractual Commodities Total 2011 Actual $589,796 $209,322 $93,680 $892,797 2012 Actual $622,730 $179,185 $120,285 $922,200 2013 Budget $627,464 $210,118 $112,362 $949,944 2014 Budget $532,938 $174,618 $112,362 $819,918 Staffing Recreation Administration 2011 Actual 4 2012 Actual 4 2013 Budget 4 2014 Budget 4 Ballpark Business Operations The Ballpark Business Operations Division is responsible for the business operations of the Goodyear Ballpark and Recreational Complex. The 108 acre site is the Spring Training and Yearround Player Development Home of the Cleveland Indians and Cincinnati Reds and is comprised of a 10,311 seat stadium and related facilities and amenities. Business operations include tickets sales, concessions, sponsorship and corporate sales, and marketing, as well as event recruitment, development, coordination and facilitation. 133 Ballpark Business Operations Expenditure Personnel Contractual Commodities Total Staffing Ballpark Business Operations 2011 Actual $730,758 $284,562 $53,620 $1,068,941 2011 Actual 6 2012 Actual $735,223 $338,553 $35,365 $1,109,140 2012 Actual 6 2013 Budget $702,746 $320,680 $61,960 $1,085,386 2013 Budget 6 2014 Budget $718,029 $320,680 $61,960 $1,100,669 2014 Budget 6 Ballpark Maintenance The Ballpark Maintenance Division is responsible for the maintenance of the Goodyear Ballpark and Recreational Complex. The 108 acre site is the Spring Training and Year-round Player Development Home of the Cleveland Indians and Cincinnati Reds, 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. Ballpark Maintenance Expenditure Personnel Contractual Commodities Total Staffing Ballpark Maintenance 2011 Actual $1,276,164 $974,317 $229,521 $2,480,001 2011 Actual 18 2012 Actual $1,308,931 $1,016,564 $242,554 $2,568,049 2012 Actual 18 134 2013 Budget $1,330,957 $908,860 $499,373 $2,739,190 2013 Budget 18 2014 Budget $1,342,609 $908,860 $749,373 $3,000,842 2014 Budget 18 Five Year 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 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 respond to and anticipate the future growth. For Fiscal Year 2014, budgeted capital projects total $12,423,220. The program takes into consideration all known capital improvement needs, while utilizing available revenue sources to those needs. Fund # Fund Type FY13-14 001 General Fund $ 6,082,589 122 General Government $ 811,000 126 Transportation Impact Fees $ 1,034,132 123 Public Works Impact Fees $ 2,729,499 151 CDBG Grant $ 350,000 411 Water Operating $ 600,000 452 Water Resources Impact Fees $ 260,000 471 Sewer Impact Fees $ 450,000 125 Police Impact Fees $ 106,000 127 Library Impact Fees $ 24,000 $ 12,423,220 TOTAL - All Revenues 135 Five Year Capital Improvement Program (CIP) $14,000,000 Total CIP by Project Type FY14-FY18 $12,000,000 Arts $10,000,000 Parks Facitilies/Technologies $8,000,000 Streets $6,000,000 Water $4,000,000 Wastewater $2,000,000 $FY14 FY15 FY16 FY17 FY18 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 2014-2018 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. Summaries of projected CIP revenue sources and expenditures by type are provided below. CIP Five Year Plan Revenue Sources Fund Type General Fund Gen. Govt. Impact Fees Park & Rec. Impact Fees Public Works Impact Fees Transportation Impact Fees CDBG Grant Water /WW Enterprise Fund Water Dev. Impact Fees Water Res. Impact Fees Sewer Impact Fees Police Impact Fees Other Contributions TOTAL FY14 $ 6,082,589 $ 811,000 $ 2,729,499 $ 1,034,132 $ 350,000 $ 600,000 $ $ $ 260,000 450,000 106,000 FY15 $ 2,151,083 $ 584,917 FY16 $ 2,865,389 FY17 $ 3,729,819 $ FY18 2,404,319 $ 250,000 $ 250,000 $ 742,560 $ 556,966 $ 1,757,134 $ 284,000 $ 4,500,000 $ 242,866 $ 284,000 $ 5,000,000 $ $ 1,500,000 284,000 $ 10,306,778 $ 10,249,245 $ 900,255 $ 5,576,000 $ $ 284,000 500,000 $ 4,000,000 $12,423,220 $13,096,000 136 $ 4,995,285 Financing the Capital Improvement Program FY14 CIP Funding Sources Other Contributions 3% Utility Impact Fees 11% General Fund 48% Non- Utility Impact Fees 38% Projects included in the CIP will form the basis for appropriations in the FY14 budget. The first year of the plan is the only year appropriated by City Council; it is called the Capital 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 effect on the operating budget. All newly completed projects must be maintained and if bonds were sold to finance the construction, annual debt service payments are required. In addition to operation, maintenance, and debt service, the capital improvement program includes pay-as-you-go projects and grant matches that come directly from the operating budget. Sources of Funding for CIP Operating Fund Revenues – Most revenues not earmarked for specific uses are collected in the City’s General Fund. This fund is used to support vital government operations. Each year, the City identifies any one-time, non-recurring revenues from this fund that may be used to support capital needs. General Obligation Bonds – General Obligation (GO) Bonds require voter approval and finance a variety of public capital projects. These bonds are a common method used to raise revenues for large-scale city projects. Revenue Bonds – Revenue bonds can be issued for utility and street operations to support major capital improvements. These bonds are not secured by general taxing authority. Backing comes from specific revenues earmarked for their operations. Bond proceeds to support large water and wastewater utility projects are repaid from utility rate revenue. The City can also use Highway User Revenue Fund (HURF) and the gas tax revenue allocation to pay debt service on street revenue bonds. 137 Grants – Grant funding is a contribution from one government unit or funding source to another. The contribution is usually made to support a specified program, but may be for more general purposes. Development Impact Fees – Development Impact Fees were adopted by the City Council beginning in 1986, which required new development to pay its proportionate share of the costs associated with providing the necessary public infrastructure. These fees provide capital revenues that are needed to meet the necessary service demands placed on the City by new development. Currently we are updating the City of Goodyear’s Infrastructure Improvement Plan (IIP) by August 1, 2014. As mandated by SB1525. The City currently has nine Development Impact Fee categories. Fee categories include:          Arterial Streets – Components for the arterial street improvements, traffic signals, and the development fee study. Regional Transportation – Components for the Cotton Lane Bridge project over the Gila River. Police – Police Stations and the development fee study. Fire – Fire Stations and the development fee study. Parks and Recreation – Components for community parks, recreation facilities, and the development fee study. Libraries – library facilities over 10,000 SF and the development fee study. Wastewater – Components for treatment projects, collection projects, and equipment, and the development fee study. Water Development – Components for water development projects, support facilities, and equipment, and the development fee study. Water Resources – Components for water resource projects and the development fee study. Developer Contributions – Developers may provide the City with cash, certain assets, or services as part of obtaining a right to develop land. Contributions are collected to ensure that infrastructure and community facilities support the needs of our growing community. Improvement District Funds – Improvement Districts are formed by a group of property owners to share in the cost of infrastructure improvements to their property. Bonds are issued to finance these improvements, which are repaid by assessments on affected properties. Improvement District debt is paid for by a special assessment made against affected properties to defray all or part of the cost of a specific capital improvement or service deemed to benefit primarily those properties. Community Facilities Districts – (CFDs) provide a funding mechanism to finance construction, operation, and maintenance of public infrastructure within the boundaries of the community facilities district, and to better enable the City to provide municipal services within the boundaries of the district. The Council has established policy guidelines and application procedures on establishment of CFDs. The City currently has ten CFDs. 138 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 submitted for funding.          Project start date Project completion date Location of the project Project manager/owner Brief description Timelines Categories that need funding i.e. land, design, construction, art or furniture, fixtures, and equipment Revenue sources i.e. IGA’s, grants, contribution, bonds, etc. Projected accomplishments or benefits in line with Master Plans or City goals 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. 139 Annual CIP Five Year Plan Review Process Prepare Revenue Projection CIP Committee Prioritize Projects Create 1st Draft City Management Review Adopt Final Plan with Budget, June Adopt Tenative Plan, May Present Draft to Council The CIP brings together projects and needs identified through several capital planning processes. Master plans, citizen’s requests, safety needs, planned rehabilitation cycles and repair and maintenance schedules are projects that are proposed for funding. The CIP brings together projects and needs identified through several capital planning processes. Master plan, The General plan, citizens requests and safety needs. The City of Goodyear will be updating the City’s General Plan and several Master Plans 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 Statues 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 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 longrange 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. 140 Parks and Recreation Master Plan The purpose of the City’s Parks and Recreation 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 fullscale 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 re-budgeted (carryover funding) until the project is finished and capitalized. As capital improvements are completed, operating cost considerations for all new CIP projects must be absorbed in the operating budget, to provide on-going services to citizens. Most new capital improvement projects have ongoing expenses for routine maintenance and operation of facilities and equipment including utilities, staffing, repair and maintenance and fuel for heavy equipment. The costs of future operations and maintenance for new CIP projects are estimated based on past expenditures and anticipated increase in materials, labor and other related costs. Operating costs associated with capital projects would include one-time items such as operating equipment and others that are on-going such as: new positions, contract services, utility costs, custodial or landscaping maintenance, office or chemical supplies. There are a number of projects in the CIP that will require substantial operating funds. The following CIP projects could have a significant impact on the operating budget.  New well installations  Expansion of a wastewater treatment plant  Street/Sanitation Equipment  New facilities – police, fire, city buildings 141 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. 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 when planning 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 planned. 142 FY14 Debt Service by Type Improvement District, 14% PIC Bonds, 26% Revenue Bonds, 9% WIFA Loan, 6% FY 14 Total Debt Service $25,974,717 GO Bonds, 46% 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 2 national bond rating agencies. In May 2013, 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 143 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 Standards Aa3 AA- 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 A3 Standards BBB 144 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. Debt Management Best Practices • 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. 145 City of Goodyear FY 14-18 Capital Improvement Plan Project Summary PROJECT TYPE FY 14 FY 15 FY 16 FY 17 FY 18 Total NON-UTILITY Art Projects AT0701PublicArt MonumentSignslocationsTBD SubtotalArtsProjects ParksProjects ParksImprovments,MasterPlanImplementation NewIrrigationWaterline,RemediatedwaterfromBullardWashtoBall Park. ElRioDesignGuidelinesandDevelopmentRegulations(IGA) SubtotalParksProjects Facility&TechnologyProjects ConstructNewFleetFacility Facilitysignage PoliceImpoundYard BusinessSolutionsReplacement,EnterpriseResourcePlanning SubtotalFacility&TechnologyProjects StreetProjects TrafficSignalsystemincludingITS VanBurenEstrellatoCotton,fiberinstallation McDowellLitchfieldtoSarival,fiberinstallation IndianSchool,Litchfieldto303fiberinstallation Yuma,EstrellatoCottonandCotton,YumatoLilacconduit/fiber Loop303atCamelbackandIndianSchoolconduitandfiber I10/303 I10/303Landscape,IGAwithADOT StreetImprovements GoodyearBvd.NorthWestQuad.Designandconstruction Elwood,connectEstrellaandSarival Sidewalk,CenteraDesertEdgeHS MedianLandscaping(variouslocations) YumaandBullard,Intersectionimprv.includingTrafficSignal YumaSidewalk165thtoSarival WestAirportEntrance BullardandVanBurenIntersectionImprov/TrafficSignal&Alignment Design Sarival,VanBurentoI10,StreetImprovements4lanes IndianSchoolRd.fromSR303toWestofSarivalwidento4lanes VanBuren,EstrellatoSarivalwidento4lanes ST0508TrafficSignalsIndianandCottonLn. ST0602MC85,EstrellaPkwytoCottonLn,IGA/MaricopaCounty MessageBoards,EstrellaatMc85andMcDowell McDowellandDysartIintersectionImprovements Sarival,YumatoMC85completefourlanes EstrellaParkwayandVineyardIntersectionImprovements CitrusandVanBurenIntersectionImprovements SubtotalStreets&TrafficProjects  NONUTILITYTOTALS $ 66,598 $ 76,000 $ 116,000 $ 50,000 $ 40,000 $ 106,598 $ 76,000 $ 116,000 $ 50,000 $50,000 $ 358,598 $ 40,000 $50,000 $ 398,598 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $250,000 $616,426 $ 50,000 $ 916,426 $ 250,000 $ 250,000 $ 250,000 $616,426 $ 50,000 $250,000 $1,916,426 $2,729,499 $175,000 $ 106,000 $1,046,973 $4,057,472 $  $  $ $ 60,000 $ 360,000 $ 45,000 $ 52,000 $ 60,000 $ 60,000 $ 28,291 $ $1,250,000 $2,729,499 $175,000 $ 106,000 $1,046,973 $4,057,472 $ 420,000 $ 45,000 $ 52,000 $106,966 $ 166,966 $ 88,291 $ 409,296 $ 409,296 $2,500,000 $ 350,000 $2,500,000 $ 350,000 $ 30,000 $ 440,000 $1,250,000 $ 30,000 $1,000,000 $ 30,000 $ 220,000 $ 220,000 $1,250,000 $ 30,000 $1,000,000 $350,000 $650,000 $ 326,132 $ 840,000 $ 511,353 $ 224,799 $ 500,000 $ 200,000 $1,000,000 $ 900,000 $ 450,000 $1,400,296 $ 100,000 $ 900,000 $450,000 $5,682,724 $2,410,000 $2,000,000 $ 750,000 $ 137,580 $354,319 $3,399,644 $4,422,379 $2,911,285 $10,763,220 $2,736,000 $3,765,644 $4,722,379 $3,211,285 $1,000,000 $1,902,284 $ 500,000 $1,200,000 $1,800,000 $1,400,296 $ 100,000 $ 900,000 $2,000,000 $ 750,000 $ 491,899 $18,826,032 $25,198,528 UTILITY WaterProjects WaterResource WA0510CAPSubcontractCapitalCharges Purchase2,000AcreFt.NIACAPwater,U.SBureauofReclamation CapacityowershipatnonGoodyearWaterTreatmentFacility CAPWaterpurchase WaterInfrastructure WA0522AdamanWaterWell(DeveloperContribution) Site18Reservoir2.0mgd Stormdrain/WaterlinesHistoricGoodyear(CDBGGrant) WestGoodyear2mgStorageandBooster SubtotalWaterProjects WastewaterProjects WW0403GRAFCapacityExpansion Effluentrechargesysteminjectionwells WasteWaterLine RIDEffluentwaterline SubtotalWastewaterProjects $ 260,000 $ 284,000 $ 284,000 $ 284,000 $2,576,000 $3,000,000 $ 600,000 $4,000,000 $284,000 $1,396,000 $2,576,000 $3,000,000 $ 600,000 $4,000,000 $1,500,000 $ 350,000 $1,757,134 $ 242,866 $2,000,000 $2,041,134 $ 526,866 $1,784,000 $15,422,000 $1,500,000 $ 350,000 $1,210,000 $9,860,000 $4,500,000 $5,000,000 $ 350,000 $ 100,000 $ 450,000 $ 500,000 $4,500,000 $5,000,000 UTILITYTOTALS $1,660,000 $10,360,000 $6,541,134 $5,526,866 $1,784,000 $25,872,000 TOTALCIPALLPROJECTS $12,423,220 $13,096,000 $10,306,778 $10,249,245 $4,995,285 $51,070,528 $ 500,000 146 $ $9,500,000 $ 500,000 $ 350,000 $ 100,000 $10,450,000 City of Goodyear CIP Projects FY14 - FY18 W Wigwam Blvd N Pebblecreek Pkwy N Bullard Ave N Dysart Rd N Citrus Rd W Indian Scho ol Rd W Thomas Rd N Litchfield Rd N Estrella Pkwy N Cotton Ln N Sarival Ave W Mcdowell Rd W Mcdowell Rd 10 W Van Buren St AT0701 AT1401 W W Elwood St M C S Litchfield Rd S Citrus Rd S Sarival Ave W Yuma Rd 85 S Dysart Rd S Bullard Ave W Broadway Rd Legend rd Ave S 14 Project Type ve 3 rd A CIP Projects Art Project Art 0 0.225 0.45 0.9 Miles kw y W Indian Sprin gs Rd s tr ell aP Number Description AT0701 Public Art, City Wide (City Hall) AT1401 Monument Signs, locations TBD, (City Hall) SE C W Vineya Ln M on W ott 85 SC W Southern Ave 147 148   #     #! $ #! $   4   ( -   $  ( '.'  ' (  ) *' $ %" $ %" #! $ # # #! $   3 %   ( # # $ %" # # $ %"   -./.0  ' (  ) *'$     + , # # # #   *   % +  (      # $ # $ # $ # # # $ # $ # $ # $ # # # $   ! 1   ! (     , #!(  #!)!( ) 2              ( *  &  ' ,    %# # #      #     )!( *  '( $   ! "!  #!  $ %& # $ # $ # $ # # # $  !" # "$ %" # "$ %" # "$ %" # # # "$ %"     149   3   '   2 $   '      ' +  %  & -    $       #$ * +& # # # #$ #$ # # #   ./ # # #$   +    $ ,  '      # # # # # # # # # # # #   ! 0   '    ( -* '  )' ) 1          '   ' ( ) * & & # # # # #     #  )*' (+   ( !&' #   ! "    # $% # # # # # #  !" #$ #$ #$ # # #$     City of Goodyear CIP Projects FY14 - FY18 10 N Dysart Rd N Litchfield Rd N Bullard Ave N Estrella Pkwy N Cotton Ln N Sarival Ave W Mcdowell Rd W Van Buren St PK1401 S Sarival Ave W Yuma Rd W W Elwood St MC S Litchfield Rd PK1402 85 ott SC on PK1403 W Vineya rd Ave wy CIP Projects Project Type lla Pk Legend Park Project tre Es ve 3rd A S 14 Ln S S Dysart Rd S Bullard Ave W Broadway Rd Parks 0 0.175 0.35 W Indian Spring s Rd 0.7 Miles Number PK1401 PK1402 PK1403 150 Discription Parks Improvments, Master Plan Implementation, City Wide (City Hall) New Irrigation Water line, Remediated water from Bullard Wash to Ball Park. El Rio Design Guidelines and Development Regulations (IGA) 151 7. 7'  2   4   ( # $ # + ' (4  ', # $ # # $ # $ # # # $ # $ # $ # # $ # # # $   ! 1   ! (    1 ;    , #!(  #!)!( ) 2     3 %   ( # $ # # $ # $ # $ # $ # # # $   -/./ # # # $   *   % +  (  ..' 4'   */  2    ,     * ( .'  5 , # *       1  ! "! /5  !!           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"!  #!  $ %& # $ # $ # $ # # # $     City of Goodyear CIP Projects FY14 - FY18 N Dysart Rd 10 N Litchfield Rd N Bullard Ave N Estrella Pkwy N Cotton Ln N Sarival Ave W Mcdowell Rd W Van Buren St TC1301 FA1401 W W Elwood St MC S Litchfield Rd S Sarival Ave W Yuma Rd 85 W Broadway Rd FA1402 S Dysart Rd S Bullard Ave FA1301 ott SC on Legend Facility & Technology Ln W Vineya CIP Projects rd Ave S 14 Project Type S Es tre lla Pk Number FA1301 FA1401 FA1402 TC1301 154 Description ve 3rd A wy Facility Project 0 0.175 0.35 0.7 Miles Construct New Fleet Facility, 157 Waste Water Treatment Plan Facility signage, Venida Police Impound Yard, 157th Av. W Indian Springs Rd Business Solutions Replacement , Enterprise Resource Planning, City Hall 155 ) / 0 4 4 )   .   !/ 5,   3 %   (   4   ( #$!%$%% 3 4 *   )  0 %,  # *  # # # $ #$! $%%% #$!%$%% # # $ #   -/0/00 # #$  #$!%$%%   *   % +  (      # # # $ # # $ # # # # $ # # $ #   !  7 1  ! 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(    * +  #$ , #!(  #!)!( ) 2   =  ,     !   ) 1' /  ). *  / '  %% '   .  ( ', E ' /  : 8 6$ ;  / )    ). ' 0 '  '  . /$ D; +4.  6)., # *       ( # # 3.   &  &. &  ' ,    %# # #       #     #  )!( *     '( $   ! "!  #!  $ %& #$ $%! #"$ # $%! #$ $%! # # #$ $%!     City of Goodyear CIP Projects FY14 - FY18 ST1402 W Indian School Rd N Dysart Rd W Wigwam Blvd N N Citrus Rd ST 17 eek Pkwy lecr bb Pe ST 9 W Thomas Rd ST1410 ST1409 N 119th Ave ST1407 d N Litchfie ld ST 5 N El Mirage Rd R W Camelback Rd ST 20 ST1403 ST1406 ST 16 WM cdo w N Bullard Ave ST 23 10 N Estrella Pkwy N Cotton Ln N Sarival Ave W Mcdowell Rd W Van Buren St ST 1 el l R d W Van B uren S t ST 13 ST1404 ST 4 ST 11 ST 10 ST 21 ST 8 ST 12 Legend ST1405 W Elwood St W ST1409 85 CIP MC Projects Project Type S Litchfield Rd S Sarival Ave S Citrus Rd W Yum a R d ST 4 Streets 0 0.275 0.55 Street Project Number ST 1 ST1410 ST1402 ST 4 ST 5 ST1403 ST1404 ST1405 ST 8 ST 9 ST 10 ST 11 ST 12 ST 13 ST1406 ST1407 ST 16 ST 17 ST1408 ST1409 ST 20 ST 21 ST 22 ST 23 Miles Description W Broadway Rd Indian School, Litchfield to 303 fiber installation Yuma, Estrella to Cotton and Cotton, Yuma to Lilac conduit/fiber Loop 303 at Camelback to Indian School conduit and fiber I-10/303 Landscape, IGA with ADOT Goodyear Bvd. North West Quad. Design and construction Elwood, connect Estrella and Sarival Sidewalk, Centera Desert Edge HS W Southern Ave Median Landscaping (various locations) Yuma and Bullard, Intersection imprv. including Traffic Signal Yuma Sidewalk 165th to Sarival wy Pk lla str e West Airport Entrance Bullard and Van Buren IntersectionImprov/Traffic Signal & Alignment Design ve 3 rd A 159 S El Mirage Rd d Ave McDowell, Litchfield to Sarival, fiber installation S 14 Ln W Vineyar SE C M on W ot t 85 SC ST 22 Van Buren, Estrella to Cotton, fiber installation S Dysart Rd S Bullard Ave ST1408 Sarival, Van Buren to I-10, Street Improvements 4 lanes Indian School Rd. from SR303 to West of Sarival widen to 4 lanes Van Buren, Estrella to Sarival widen to 4 lanes ST0508 Traffic Signals and WIndian Ind ia n Cotton SprinLn. gsvarrious Rd locations ST0602 MC85, Estrella Pkwy to Cotton Ln, IGA/Maricopa County Message Boards, Estrella at Mc85 and McDowell McDowell and Dysart Iintersection Improvements Sarival, Yuma to MC85 complete four lanes Estrella Parkway and Vineyard Intersection Improvements Citrus and Van Buren Intersection Improvements 1.1 160   4   (   3 %   ( # # #$ # $ #% $ #$ # # # # #$   -// # # #   *   % +  (      -  8 4. :  6   / * ' .'  4) '  44 4* #$$ #$ #"$ #$$ # # #$$ # # # # # # #   ! 6##  ! 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"!  #!  $ %& # # # # # # #  !" #$ #"$ % # !$! #$ # # #$     City of Goodyear CIP Projects FY14 - FY18 N Dysart Rd W Wigwam Blvd Av N Citrus Rd N S a ri v al W Indian School Rd N Pebblecreek Pkwy N Perryville Rd o Way rrad Ve N Bullard Ave e N W Thomas Rd W Thomas Rd W Van Buren St WA 5 W Mcdow N Litchfield Rd N Estrella Pkwy N Cotton Ln N 195th Ave W Mcdowell Rd WA 6 ell R d 10 W Van Buren St WA1402 W W Elwood St WA 3 WA0510 WA1401 WA 2 85 W Broadway Rd S Bullard Ave S Perryville Rd W Broadway Rd MC S Dysart Rd S Tuthill Rd WA 8 S Litchfield Rd S Estrella Pkwy S Citrus Rd S Sarival Ave W Yuma Rd SC W Southern Ave W Vineya rd Ave C S 207th Ave ve 3 rd A W S 195th Ave M S 14 Ln 85 on S Airport Rd ott W Southern Ave W India n Springs Rd W Beloat Rd SE s tre W Elliot Rd lla P kwy Legend CIP Projects W N arram ore Rd Project Type Water 0 0.325 0.65 Water Project W Arlington Rd S Ra b in ow y lle Va S Tuthill Rd W Ray Rd Rd Number WA0510 WA 2 WA 3 WA1401 WA 5 WA 6 WA1402 WA 8 184 1.3 Miles Discription CAP Subcontract Capital Charges, 157th av. Purchase 2,000 Acre-Ft. NIA CAP water, U.S Bureau of Reclamation, 157th Av. Capacity owership at non Goodyear Water Treatment Facility, 157th Av. CAP Water purchase, 157th Av. Adaman Water Well (Developer Contribution) Sarival and I-10 Site 18 Reservoir 2.0 mgd, Citrus an Van Buren Stormdrain/Waterlines Historic Goodyear (CDBG Grant) West Goodyear 2mg Storage and Booster 185   1   )   0 &   )      ) ,  %  & -    &$       # $ # # # # # $ # # #   . # # #   ,    &   )      # # # # # # # # # # # #   !      " )      -+ $")  $"*") /          '  $  ( ( )*+ + ,  # # # # #     #  *"+)     !() %   !" #"  $"  % &' # # # # # #  !" # $ # $ # # # #     186   5   (   4 &   (      ( , " %&' '      &%       # $ 2 '*3  . 1 . )  ++   0 # # # # $ # $ # # #   /01 # # # $   , "!  & -  (  # # # # # # # # # # # #   ! 2%%   (    .  + %(  %*( 3 "             (  )*  +) , -  ,.+* /*0 # # # # #     #  *+( .)   ) !#'(   ! "# $  % !  & # # # # # #  !" # $ # $ # $ # # # $     187   4   (   3 %   (      ( *  : 4' ,    %#       ?>5 # # # # #     #  )!( 7     '( $ *   % +  ( # #$ ! $ #$ ! $ #$ ! $ # # # # #$ ! $   -/.9/ # # #        # # # # # # # # # # # #   ! 7     ! (    7  , #!(  #!)!( 2      "7 /     ! "!  #!  $ %& # # # # # #  !" #$ ! $ #$ ! $ #$ ! $ # # #$ ! $     188   2   *   1    *      *  # % &'     &       # # # # #     #  +,*     $)* ' # #$$ #$$ #$$ # # # # #$$   .// # # #    #   -  *      # # # # # # # # # # # #   !       *      , &*  &+* 0 #         !" #$ %  &  ' ( # # # # # #  !" #$$ #$$ #$$ # # #$$     189   4   (   3 %   (      ( +  & ' -    %#       # #$$ #$$ #$%%$ # # #$ # !$ #$$   /00 # # #   +    % ,  (      # # # # # #      ( -* #( # # # # # #   ! *   1  #)( 2        # # # # # #  !" 3   ($ 2/ 0  )1 4 ( (' )  *   +& *,- '  ). / 0' 0 /  ' & 1 ,2* '- 0 #$$. # # # # #     #  )*( .    !'( $   ! "  #  $ %& #$$ #$$ #$%%$ #$ # !$ #$$     190   4   (   3 %   ( # # # # # # #     ! ( , #!( # # # # # #   !  7 1  #!)!( 2   2 ' 8 .BF G  8 6  A, &3B # # # # # # # #   -/./ # # #   *   % +  (      ,  "    6 " A7 '    -' ' + 1 4 8 2 8  3B ; A, & # *       ( # # # 3.   1  ,    %#       #     #  )!( 79     '( $   ! "!  #!  $ %& #$ $ #$ $ #$ "$ #!$ # !$ #$ $  !" #$ $ #$ $ #$ "$ #!$ # !$ #$ $     191   4   )   3 '   ) # ' +(*   -% # # # # # # # #   /00 #$! !$ #$! !$ #$! !$ # # #$! !$ # # #$" #$" #$" #$"   ! 1  % )      , %)  %+%) 2 #          # # #   - #"  ' .  )     ( )    *  ' +(* , # - #      ) # # # %&   '      '       #     #  +%,) *!   * "$()   !" #$% &%  % "  ' # # # # # #  !" #$$ #$$ #$$ # # #$$     192 #"$ #"$ #"$ #"$ #"$ # # #"$   4   (    ( , / *     4 / )<  )  ' *  ) '' 4 */ ' . '.  9' () 5H 3 . 4 1  ; A531;B, #"$ #"$ #"$ # # #"$  !"   3 %   ( # $ #"$ #"$ # # #"$   ! 7     ! (    7  , #!(  #!)!( 2   :0   5H  A5B .  I '  (    4, #"$ *  #"$ #"$ # $ # $ # # #"$   -/09/ # # # $   *   % +  (      5 +#        ( #"$ # # 3.   1  ; ,    %#       #     #  )!( 70     '( $   ! "!  #!  $ %& #$% $ #$% $ #$% $ # # #$% $     City of Goodyear CIP Projects FY14 - FY18 W Wigwam Blvd W Thomas Rd N Litchfield Rd N Estrella Pkwy N Sarival Ave N Cotton Ln N 195th Ave W Mcdowell Rd W Van Buren St WM N Avondale Blvd N 119th Ave N Pebblecreek Pkwy W Thomas Rd N Perryville Rd N Bullard Ave N Dysart Rd N Citrus Rd W Indian School Rd cdo w ell R d 10 S Avondale Blvd W Van Buren St W W Elwood St W Broadway Rd MC S Litchfield Rd S Citrus Rd S Sarival Ave W Yuma Rd 85 SC W Southern Ave S Dysart Rd WW 2 S Estrella Pkwy S Perryville Rd WW1402 WW1401 S Bullard Ave W Broadway Rd WW 1 v 3rd A M C W S 195th Ave S 14 Ln 85 on S El Mirage Rd ott W Southern Ave W Vi neya rd Ave e W Indian Springs Rd W Elliot Rd Legend S Estrella Pkwy CIP Projects W Narramore Rd W Arlington Rd Project Type 0 Wastewater Project Number WW 1 WW 2 WW1401 WW1402 W Ray Rd S w bo in Ra y lle Va S Tuthill Rd Wastewater Rd 193 0.35 0.7 1.4 Miles Description WGRAF Capacity Expansion, 157th Ave. Effluent recharge system injection wells, TBD, 157th Ave. Waste Water Line, 157th Ave. RID Effluent water line, 157th Ave. 194 #$ $ # $$ # $$ # # # # # #   4   ( 3 '  4  2  * '  ''   .    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( # # # %&   '( .    $       #     #  *"+(    ) '( %!  ! !" #"  $!"  % & # # # # # #  !" # $ # $ # $! #$! #$ # $     196      )   5 &   ) # $ # # # # $ # $ # # #   012 # # # $   -    & .  )      # # # # # #  !0  **  # # # # # #   ! ,   3  " )       /, $")  $"+") 4         )  * (   +& ,  -  ,(  -      +. / # -       ) # # # %&   '( /    &$       #     #  +",)    * !() %   !" #"  $"  % &' # # # # # #  !" # $ # $ # $ # # # $     197      )   3    ) #$ # # # #$ #$ # # #   01 # # #$   - "   .  ) . ,)%        # # # # # # # # # # # #   ! %%  # )       /, %#)  %#+#) 2        )   &   ( *+   + ,)%   - # -       ) # # # %&   '( /    %       #     #  +#,)    * "() &  !" # $#  %# " & ' # # # # # #  !" #$ #$ #$ # # #$     This page intentionally left blank. 198 This page intentionally left blank. 199 CIty of Goodyear FY 14 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 LTAFII 102 LTAFI 103 Park and Ride Marquee 105 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 Miscellaneous Grants 199 Total Grant Debt Service (201 - 240) Debt Service 201 Total Debt Service Special Assessment Debt (241 McDowell Rd Comm Corr ID 241 Total Special Assessment Debt Capital Projects (301 - 399) CIP - Proposed Improvement District 361 City Center Infrastructure 375 Total Capital Projects Enterprise Funds ( 401 - 499) Enterprise-Water Infrastucture 410 Enterprise - Water 411 Water Reserve Fund 412 FY11 Water Bonds 414 Enterprise-Wastewater 421 Sewer Reserve Fund 422 CIP - Wastewater 423 Wastewater Bonds 426 Enterprise-Sanitation 431 Stadium Operating Fund 441 Stadium-Infrastructure 445 Utility Development Fees Total Enterprise Funds Trust and Agency Funds (501 - 599) Volunteer Firefighters Retirement 521 Total Trust and Agency ISF (601 - 699) Fleet Maint. 620 Fleet Reserve 621 Total ISF Total ARRA GRAND TOTAL ALL FUNDS Est. Beg. Fund Balance as of July 1, 2013 Projected Revenues Transfers In Total Sources $ $ $ 24,347,842 184,788 24,532,630 $ $ $ 73,210,000 120,000 73,330,000 $ 2,800,000 $ 2,800,000 $ $ $ $ $ $ $ $ 400 94,777 191,951 550,250 30,000 91,276 66,722 1,025,376 $ 3,717,124 $ 2,190,500 $ $ $ $ $ 100,000 60,000 40,000 7,000 3,924,124 $ 2,190,500 $ 16,506,072 $ 3,781,448 $ $ $ $ 18,739 46,356 65,095 $ $ $ 350,000 2,000,000 2,350,000 $ $ 400,000 400,000 $ $ $ $ 45,110 45,110 $ $ 1,754,659 1,754,659 $ $ $ $ $ $ $ $ $ $ $ $ $ 4,023,098 2,164,692 59,680 22,822 6,887,370 110,962 349,379 1,163,030 1,131,381 5,484,352 5,882,368 27,279,134 $ $ 441,300 441,300 $ $ 72,049,376 $ $ $ 100,357,842 304,788 100,662,630 $ $ $ $ $ $ $ $ 5,908,024 94,777 191,951 650,250 90,000 131,276 73,722 7,140,000 - $ 20,287,520 $ - $ $ $ 368,739 2,046,356 2,415,095 4,135,351 4,135,351 $ - $ $ 4,535,351 4,535,351 $ $ 3,544,907 3,544,907 $ - $ $ 3,590,017 3,590,017 $ 29,463,122 $ 29,463,122 $ - $ $ $ 29,463,122 1,754,659 31,217,781 $ 12,019,480 $ 834,289 $ 10,624,491 $ 450,000 $ $ 6,398,656 1,637,900 $ 8,008,874 $ $ 4,911,164 35,591,691 $ 9,293,163 $ $ $ $ $ $ $ $ $ $ $ $ $ 4,023,098 15,018,461 59,680 22,822 17,961,861 110,962 349,379 1,163,030 7,530,037 9,646,774 5,484,352 10,793,532 72,163,988 - $ $ 441,300 441,300 - $ $ $ 2,009,873 2,009,873 $ 244,463,555 $ - $ $ 2,009,873 $ 2,009,873 $ $ 158,130,516 $ 200 14,283,663 CIty of Goodyear FY 14 Annual Budget Total Sources and Uses Operations Capital Improvement Projects One-Time (and operations carryover) Long-Term Debt Contingency $ $ $ 60,321,131 115,055 60,436,186 $ 7,740,983 $ 4,162,000 $ 1,148,122 $ 16,347,842 $ 7,740,983 $ 4,162,000 $ 1,148,122 $ 16,347,842 $ 5,887,575 $ 370 $ 370 $ $ 13,974,786 $ $ 368,739 $ $ $ - 5,887,575 - $ - $ $ - $ $ - $ - $ $ $ $ $ $ $ $ $ 368,739 425,849 $ - $ - $ - $ - - $ - $ - $ $ 4,460,191 4,460,191 $ - - $ - $ $ 3,544,907 3,544,907 $ - $ - $ - 5,322,911 $ 652,823 $ 5,522,663 4,367,196 $ $ 22,822 350,000 $ 5,753,572 $ $ 278,099 1,163,030 $ 5,545,263 $ $ $ 5,484,352 5,214,616 13,165,742 $ 16,821,498 5,340,413 4,101,511 19,132,031 - $ $ 2,009,873 $ 2,009,873 $ $ 87,465,665 $ 2,046,356 2,046,356 $ 1,754,659 1,754,659 - $ $ - 37,005,279 $ $ $ $ $ 2,109,170 2,109,170 - 6,697,019 $ $ $ - 25,974,718 $ 29,463,122 $ 29,463,122 $ - $ - $ $ 201 47,857,320 Total Expenditures $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 89,720,078 115,055 89,835,133 5,887,945 5,887,945 14,400,635 368,739 2,046,356 2,415,095 4,460,191 4,460,191 3,544,907 3,544,907 29,463,122 1,754,659 31,217,781 11,498,397 22,822 10,470,768 278,099 1,163,030 5,340,413 9,646,774 5,484,352 7,323,786 51,228,441 2,009,873 2,009,873 $ 205,000,000 Transfers Out $ 10,199,374 $ 10,199,374 Total Uses Estimated Ending Balance June 30, 2014 $ - $ 99,919,452 $ 115,055 $ 100,034,507 $ $ 5,887,945 $ $ $ $ $ $ $ 5,887,945 $ $ 14,400,635 $ $ 368,739 $ 2,046,356 $ 2,415,095 $ - $ $ 4,460,191 4,460,191 $ $ 75,160 75,160 $ - $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 3,544,907 3,544,907 29,463,122 1,754,659 31,217,781 12,698,397 22,822 11,170,768 278,099 1,163,030 6,240,413 9,646,774 5,484,352 8,608,075 55,312,730 2,009,873 2,009,873 - $ $ 45,110 45,110 $ $ - $ - $ - $ - $ 1,200,000 $ 700,000 $ 900,000 $ $ 1,284,289 4,084,289 $ $ $ - 14,283,663 $ 219,283,663 $ $ $ $ $ $ $ $ $ $ $ $ 438,390 189,733 628,123 20,079 94,777 191,951 650,250 90,000 131,276 73,722 1,252,055 $ 5,886,885 $ $ $ - $0 $ $ $ $ $ $ $ $ $ $ $ $ $ 4,023,098 2,320,064 59,680 6,791,093 110,962 71,280 1,289,624 2,185,457 16,851,258 $ $ 441,300 441,300 $ $ $ $ $ 25,179,891 FY 14 SCHEDULE 2 - ALL REVENUES DESCRIPTION FY 2010 Actuals FY 2011 Actuals FY 2012 Actuals FY 2013 Estimate FY 2014 Budget GENERAL FUND General Revenues Property Taxes (Primary) Construction Sales Tax General Sales Tax Franchise Taxes Use Tax/PILT Total Charges for General Revenues $ $ $ $ $ $ 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 $ $ $ $ $ $ 6,222,277 4,755,348 31,145,964 2,460,519 900,000 45,484,108 $ 6,693,094 6,500,000 33,049,826 2,535,900 900,000 49,678,820 $ 7,012,561 6,000,000 34,045,555 2,535,900 900,000 50,494,016 $ $ $ $ 166,725 5,475 15,925 188,125 $ $ $ $ 212,700 1,250 157,210 371,160 $ $ $ $ 262,341 52,705 315,046 215,000 2,000 8,150 225,150 238,000 2,000 10,000 250,000 $ 707,980 $ 13,783 $ 261,867 90,000 150,000 $ $ $ $ 5,966,583 1,549,573 3,391,361 10,907,517 $ $ $ $ 4,498,039 1,518,419 3,519,229 9,535,687 $ $ $ 5,509,260 2,183,537 5,099,895 12,792,692 6,667,096 2,000,000 5,458,311 14,125,407 7,282,401 2,175,814 5,640,254 15,098,469 $ $ $ $ $ $ $ $ $ 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 $ $ $ $ $ $ $ $ $ 685,478 41,772 276,412 45,803 809,218 344,103 704,598 3,684,141 6,591,525 712,000 80,000 253,500 49,900 930,000 202,000 742,396 3,770,000 6,739,796 712,000 40,000 289,000 49,900 940,000 182,000 684,600 3,770,000 6,667,500 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 $ $ 37,383 37,383 $ $ 52,019 52,019 $ $ 123,222 123,222 125,500 125,500 125,500 125,500 $ $ $ $ $ $ $ $ (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 $ $ $ $ $ $ $ $ 7,500 244 464,511 11,490 59 65,506 549,310 7,500 500 500 400,000 7,100 13,000 428,600 7,500 500 500 400,000 5,000 11,015 424,515 Total General Fund $ $ 66,117,770 71,413,273 73,210,000 56,923,599 $ 58,578,407 $ $ IMPOUND FEES FUND (009) Charges for Services Public Safety Total Impound Fees Fund $ 152,740 $ 110,118 $ 111,205 123,300 120,000 $ 152,740 $ 110,118 $ 111,205 123,300 120,000 $ $ 3,016,810 10,080 2,660,461 $ 3,269,285 3,673,514 3,682,124 $ $ $ 9,185 167,551 407 6,000 58,000 800 10,000 25,000 3,446,427 3,738,314 3,717,124 HIGHWAY USER REVENUE FUND (101) Intergovernmental Revenue State Revenue & Grants Advertisement Permit Fees Other/Reimbursements Earnings on Investments Total Highway User Revenue Fund $ 816 $ 14,650 22,253 188 $ 3,027,706 $ 2,697,552 $ $ $ 287,004 - $ $ - $ $ - 96,750 - - $ 287,004 $ - $ - 96,750 - $ - $ $ - $ $ - 191,951 10 - $ - $ - $ - 191,961 - $ - $ $ - $ $ - 533,500 373 100,000 - $ - $ - $ - 533,873 100,000 LOCAL TRANSPORTATION ASSISTANCE FUND (102) Intergovernmental Revenue State Revenue & Grants Earnings on Investments LTAF II LOCAL TRANSPORTATION ASSISTANCE FUND (103) Intergovernmental Revenue State Revenue & Grants Earnings on Investments LTAF I Park & Ride Marquee Revenue Intergovernmental Revenue Restricted Sign Revenue Earnings on Investments LTAF 202 FY 14 SCHEDULE 2 - ALL REVENUES DESCRIPTION FY 2010 Actuals FY 2011 Actuals FY 2012 Actuals FY 2013 Estimate FY 2014 Budget REPLACEMENT FUND (110) Investment Earnings Earnings on Investments Total Replacement Fund $ 836 $ - $ - - - $ 836 $ - $ - - - Court Enhancement (115) Fees Court Enhancement Fee $ 71,926 $ 71,663 $ 55,000 60,000 60,000 Total Replacement Fund $ 71,926 $ 71,663 $ 55,000 60,000 60,000 JCEF (116) Fees Court Fee $ 18,706 $ 16,894 $ 50,718 40,000 40,000 Total Replacement Fund $ 18,706 $ 16,894 $ 50,718 40,000 40,000 Fill the Gap (117) Fees Court Fee $ 7,994 $ 9,064 $ 7,045 6,800 7,000 Total Replacement Fund $ 7,994 $ 9,064 $ 7,045 6,800 7,000 Development Fees Earnings on Investments $ $ 666,139 10,865 $ $ 638,435 6,384 $ $ 243,747 3,573 6,800 - Total Development Fees - Gen. Govt. $ 677,004 $ 644,819 $ 247,320 6,800 - Development Fees Earnings on Investments $ $ 241,448 18,534 $ $ 224,603 12,473 $ $ 87,376 25,167 16,080 - Total Development Fees - Public Works $ 259,982 $ 237,076 $ 112,543 16,080 - $ 325,392 7,227 $ 258,710 5,332 $ $ 442,204 12,366 537,954 900 872,511 805 $264,042 $ 454,570 538,854 873,316 DEVELOPMENT FEES - GENERAL GOVERNMENT DEVELOPMENT FEES - PUBLIC WORKS DEVELOPMENT FEES - PARKS/COMTY FACIL. Development Fees Earnings on Investments Total Development Fees - Comm. Facilities $332,619 DEVELOPMENT FEES - FIRE Non-Utility Dev Fees Earnings on Investments $ $ 663,973 1,311 $ $ 453,582 2,576 $ $ 541,000 2,053 657,040 1,455 1,326,874 3,094 Total Development Fees - Fire $ 665,284 $ 456,158 $ 543,053 658,495 1,329,968 Non-Utility Dev Fees Earnings on Investments $ $ 416,324 24,408 $ $ 294,285 14,850 $ $ 304,383 30,877 269,236 7,585 429,596 666 Total Development Fees - Police $ 440,732 $ 309,135 $ 335,260 276,821 430,262 Development Fees Reimbursement Expense Earnings on Investments $ $ $ 266,910 298,500 2,886 $ $ $ 338,615 1,804 $ $ 238,831 3,887 430,285 634 543,868 917 Total Development Fees - Transportation $ 568,296 $ 340,419 $ 242,718 430,919 544,785 Development Fees Earnings on Investments $ $ (74,807) $ 6,227 $ 169,740 3,436 $ $ 144,616 1,333 122,534 374 417,380 480 Total Development Fees - Library $ (68,580) $ 173,176 $ 145,949 122,908 417,860 Development Fees Earnings on Investments $ $96,805 6 $ $ 96,295 24 $ $ 132,454 9 117,254 - 185,068 189 Total Development Fees - Transportation $ 96,811 $ 96,319 $ 132,463 117,254 185,257 DEVELOPMENT FEES - POLICE DEVELOPMENT FEES - ARTERIAL STREETS DEVELOPMENT FEES - LIBRARY DEVELOPMENT FEES - REGIONAL TRANSPORTATION CDBG GRANTS (COMMUNITY GRANTS) (151) Federal Grants $ 167,801 $ - Total CDBG Grants (Community Grants) $ 167,801 $ - $ 123,442 $ - $ 123,442 Federal Grants $ 492,998 $ - Total Police Grants $ 492,998 $ - 238,290 350,000 238,290 350,000 $ - $ - - - $ - - - Housing &Urban Development Grants (152) Federal Grants Total CDBG Grants (Community Grants) POLICE GRANTS (171) 203 FY 14 SCHEDULE 2 - ALL REVENUES DESCRIPTION FY 2010 Actuals FY 2011 Actuals FY 2012 Actuals FY 2013 Estimate FY 2014 Budget FIRE GRANTS (175) Intergovernmental Revenue Federal Grants $ 64,612 $ - $ 64,612 $ - $ Grants Other $ $ 758,583 91,042 $ $ 1,942,549 - $ Total Street Grants $ 849,625 $ 1,942,549 $ Misc. Proposed Grants $ - $ - Total Misc. Grants $ - $ - $ $ $ 9,332,149 301 $ $ 5,683,886 - $ $ $ 9,332,450 $ 5,683,886 $ 3,552,747 $ $ $ Total Fire Grants - - - 2,219,317 - - 2,219,317 - - STREET GRANTS (181) MISCELLANEOUS GRANTS Intergovernmental Revenue 2,000,000 2,000,000 2,000,000 2,000,000 4,360,327 90 4,018,436 - 4,135,351 - $ 4,360,417 4,018,436 4,135,351 2,207,700 1,382,196 1,450 $ $ $ 2,207,700 1,382,196 1,450 $3,591,346 $ 3,591,346 - DEBT SERVICE (201) General Revenues Property Taxes Interest Total Debt Service McDowell Improvement District (241) Proposed Improvement District Assessments Interfund Transfers Interest $ Total McDowell Bonds McDowell Improvement District (331) Reimbursement Expense Interest Total McDowell 331 307 $3,553,054 $ $ $ 2,431,718 - $ $ $ 2,431,718 3,544,906 3,544,906 $ $ 1,259,776 12,628 $ $ - $ $ - - - $ 1,272,404 $ - $ - - - 939 $ 654 $ - - CIP Developer Contribution /Proposed Improvement District Interest $ Proposed ID Transfer from Special Revenue Fund $ 357,342 $ - $ - - 29,463,122 - $ 358,281 $ 654 $ - - 29,463,122 $ $ $ $ 316,859 105,000 5,733 427,592 $ $ $ $ - $ $ $ $ - - - $ $ $ 4,352,000 1,906 4,353,906 $ $ $ 6,854 6,854 $ $ $ - 2,744 2,744 - $ $ 15,995 71,292 $ $ $ 331,184 207,020 625,491 $ $ $ $ $ $ 6,190 102,023 356,415 359,496 157,534 981,658 $ $ $ $ $ $ 4,955 99,936 332,665 370,098 193,607 1,001,261 $ $ $ 8,270,328 86,437 8,356,765 $ $ $ 7,955,440 85,897 8,041,337 $ $ $ 9,498,052 87,192 9,585,244 $ $ 5,221 124,469 $ $ 5,438 37,065 $ $ 6,412 50,725 Total Miscellaneous Revenue $ 129,690 $ 42,503 $ 57,137 Total Enterprise - Water $ 9,111,946 $ 9,065,498 $ 10,643,642 Total Develop. Contr. Admin. GO 07/08 20% Bonds (372) 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 ENTERPRISE - WATER (411) Charges for Services Returned Checks Penalties Connection Fees Disconnect Notices Meter Reads/Installs Total Charges for Services $ 8,000 100,000 359,000 400,000 200,000 1,067,000 $ 10,011,929 90,000 10,101,929 $ 5,000 104,000 346,430 400,000 400,000 1,255,430 $ 10,634,800 91,000 10,725,800 Utilities Water Cross Connection Fee Total Utilities Miscellaneous Revenue Discounts Taken Other 204 7,500 29,000 $ 36,500 11,205,429 7,650 30,600 $ 38,250 12,019,480 FY 14 SCHEDULE 2 - ALL REVENUES DESCRIPTION FY 2010 Actuals FY 2011 Actuals FY 2012 Actuals FY 2013 Estimate FY 2014 Budget CIP-WATER BONDS Bond Proceeds Investment Earnings Debt Service Fund Transfer Enterprise Fund Other Total CIP - Water $ $ 1,818 17,128,649 41,519 $ $ $ $ $ 14,240,000 727,042 4,681,414 - $ $ $ 17,171,986 $ 19,648,456 $ 1,018,800 $ 940,146 $ - - - DEVELOPMENT FEES - WATER (451) Development Fees Utility Development Fees Investment Earnings Earnings on Investments Total Development Fees - Water 4,587 1,035,666 1,447,955 1,412,950 3,254 $ 2,103 1,623 631 $ 1,023,387 $ 943,400 $ 1,037,769 1,449,578 1,413,581 $ 548,927 636 $ $ 476,390 - $ $ 520,160 241 814,000 1,004 811,475 287 DEVELOPMENT FEES - WATER RESOURCES (452) Development Fees Utility Development Fees Earnings on Investments Total Development Fees - Water Resources $ 549,563 $ 476,390 $ 520,401 815,004 811,762 $ 18,744,936 $ 21,068,246 $ 1,558,170 2,264,582 2,225,343 $ $ $ $ $ 6,958,263 1,589 159,824 16,474 $ $ $ $ $ 8,176,937 7,991 126,877 8,881 8,403 $ $ $ $ $ 9,417,549 208,650 56,788 11,899 10,414,491 10,000 90,000 10,514,491 10,000 90,000 10,000 10,000 $ 7,136,150 $ 8,329,089 $ 9,694,886 10,524,491 10,624,491 Charges for Services Reimbursed Expense Bond Proceeds (WIFA) Earnings on Investments Other $ - $ $ $110,114 $4,372,186 1,769 - $ $ 605 474,504 Total CIP - Wastewater $ 111,883 $ 475,109 $ - $ $ $1,431,445 8,202 49,880 $ $ 1,156,579 4,610 $ $ 2,015,766 8,588 2,112,720 5,303 2,685,617 205 $ 1,489,527 $ 1,161,189 $ 2,024,354 2,118,023 2,685,822 $ $ 5,710,000 364 $ $ 921 $ 5,710,000 $ - $ - 259,936 $ 194,734 $ 81,485 Total Water CIP ENTERPRISE - WASTEWATER (421) Utilities Wastewater Utility Damage Reimbursement Effluent Sales Misc Utility Revenue Earnings on Investments Total - Wastewater CIP-WASTEWATER (428) - - - - 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 Total Development Fees - Reclaimed Water $5,607 $4,265 $ 1,813 $ 265,543 $ 198,999 $ 83,298 (564) $ 500 - (64) $ - ENTERPRISE - SANITATION (431) Utilities Sanitation Misc Utility Revenue Total Utilities Miscellaneous Revenue Other Total Miscellaneous Revenue $ $ $ 5,637,900 18,400 5,656,300 $ $ $ 5,859,456 3,948 5,863,404 $ $ $ 6,029,592 2,679 6,032,271 $ 6,047,230 4,150 6,051,380 $ 6,289,119 1,837 6,290,956 $ $ 122,084 122,084 $ $ 123,928 123,928 $ $ 104,297 104,297 $ 106,000 106,000 $ 107,700 107,700 Total Enterprise - Sanitation $ 5,778,384 $ 5,987,332 $ 6,136,568 6,157,380 6,398,656 $ 1,130,506 $ 1,054,101 $ 1,325,815 1,151,800 1,191,800 $ $ 327,598 73,400 $ $ 460,702 3,460 $ 478,271 411,125 446,100 $ 1,531,504 $ 1,518,263 $ 1,804,086 1,562,925 1,637,900 $ 134,215,255 $ 123,157,298 $ 114,118,126 STADIUM (441) Stadium Sales Non Spring Training Rentals/Events Miscellaneous Total Enterprise - Stadium Fleet Maintenance (ISF) Departmental Charges 1,982,940 205 $ 122,153,461 2,009,873 $ 158,130,516 FY 14 SCHEDULE 3 OPERATING EXPENDITURES- ALL FUNDS DEPT/DIV DESCRIPTION MAYOR AND COUNCIL 1110 Administration Personnel Svcs. Contractual Svcs. Commodities Total Mayor and Council CITY CLERK 1210 Administration Personnel Svcs. Contractual Svcs. Commodities Total City Clerk CITY MANAGER'S OFFICE 1310 Administration Personnel Svcs. Contractual Svcs. Commodities Total Administration 1320 Intergovernmental Relations Personnel Svcs. Contractual Svcs. Commodities Total Intergov 1330 Deputy City Manager Personnel Svcs. Contractual Svcs. Commodities Total DCM 1350 Communications Personnel Svcs. Contractual Svcs. Commodities Total Communications Total City Manager's Office FY 2010 ACTUAL FY 2012 ACTUAL FY 2013 ESTIMATE FY 2014 BUDGET $ $ $ $ 135,236 $ 33,275 $ 2,258 $ 170,769 $ 334,205 $ 31,969 $ 8,838 $ 375,012 $ 312,550 $ 60,779 $ 3,491 $ 376,821 $ 160,707 $ 75,899 $ 3,650 $ 240,256 $ 178,278 114,550 3,850 296,678 $ $ $ $ 447,156 $ 47,154 $ 7,781 $ 502,091 $ 442,750 $ 169,042 $ 5,173 $ 616,965 $ 463,502 $ 33,693 $ 3,779 $ 500,974 $ 503,079 $ 215,200 $ 8,150 $ 726,429 $ 501,112 80,851 8,950 590,913 $ $ $ $ 744,663 226,384 10,095 981,142 672,556 247,310 11,736 931,602 $ $ $ 240,727 $ 20 $ $ 240,747 $ $ $ $ $ 706,767 8,704 4,946 720,417 $ $ $ $ $ 413,180 116,659 35,037 564,876 2,507,182 LEGAL SERVICES 1410 City Attorney - Civil Division Personnel Svcs. $ 539,842 Contractual Svcs. $ 195,598 Commodities $ 6,253 Total City Attorney $ 741,693 *FY 13 includes one-time Outside Council Fees 1420 City Prosecutor - Criminal Division Personnel Svcs. Contractual Svcs. Commodities Total City Prosecutor $ Total Legal Services $ 741,693 *moved from 2410 FINANCE DEPARTMENT 1610 General Accounting Personnel Svcs. Contractual Svcs. Commodities Total General Accounting FY 2011 ACTUAL $ $ $ $ 717,379 126,445 22,124 865,948 206 $ $ $ $ - $ 804,139 $ 269,720 $ 10,024 $ 1,083,882 $ $ $ $ 406,821 240,305 4,589 651,715 $ $ $ $ 427,735 97,174 9,900 534,809 $ $ $ $ $ 651,309 17,754 5,720 674,783 $ $ $ $ 548,616 217,180 12,350 778,146 $ $ $ $ 630,438 44,270 3,500 678,208 $ $ $ $ 685,055 17,356 3,100 705,511 440,135 143,792 38,252 622,179 2,626,885 $ $ $ $ $ 543,995 204,835 118,034 866,864 2,885,330 $678,175 $9,905 $2,930 $691,010 $665,947 $14,557 $4,474 $684,978 $ $ $ $ $ 1,622,612 $ $ 1,768,860 $ $ $ $ $ $ $ $ $ $ $ $ $ 571,159 138,285 8,671 718,115 $ $ $ $ 626,632 231,570 7,805 866,007 $ $ $ $ 659,729 231,225 8,150 899,104 $ 391,941 $ 12,459 $ 6,223 $ 410,623 $ 1,149,308 $ 400,141 $ 11,603 $ 5,548 $ 417,293 $ 1,135,408 $ $ $ $ $ 415,753 23,545 8,200 447,498 1,313,505 $ $ $ $ $ 416,344 22,000 9,745 448,089 1,347,193 $ $ $ $ $ $ $ $ $ $ $ $ 727,726 69,742 26,014 823,482 $ $ $ $ 876,078 145,350 25,000 1,046,428 534,250 199,681 4,755 738,686 797,615 115,165 21,775 934,555 699,228 134,640 17,916 851,784 FY 14 SCHEDULE 3 OPERATING EXPENDITURES- ALL FUNDS FY 2010 FY 2011 ACTUAL ACTUAL DEPT/DIV DESCRIPTION 1620 CFD Administration Personnel Svcs. $ 176,470 $ 171,510 Contractual Svcs. $ 1,360 $ Commodities $ 100 Total CFD Administration $ 177,930 $ 171,510 1630 Budget & Research Office Personnel Svcs. $ 640,083 $ 548,593 Contractual Svcs. $ 20,011 $ 11,863 Commodities $ 3,207 $ 2,301 Total Budget & Research Office $ 663,301 $ 562,757 1640 Customer Service Personnel Svcs. $ 506,239 $ 482,629 Contractual Svcs. $ 23,118 $ 23,097 Commodities $ 5,216 $ 168,766 Total Utility Billing $ 534,573 $ 674,492 1650 Procurement Office Personnel Svcs. $ 246,876 $ 241,150 Contractual Svcs. $ 3,065 $ 2,560 $ 4,217 $ 3,142 Commodities Total Procurement Office $ 254,158 $ 246,852 1660 Mail Services* Personnel Svcs. $ 52,299 $ 51,082 Contractual Svcs. $ 22,080 $ 15,249 Commodities $ 821 $ 1,585 Total Mail Services $ 75,200 $ 67,917 Total Finance Department $ 2,571,110 $ 2,658,082 * Prior to 2008, Mail Services was included in City Clerks Budget INFORMATION TECHNOLOGY 1710 Administration Personnel Svcs. Contractual Svcs. Commodities Total Administration 1720 Technical Support & Services Personnel Svcs. Contractual Svcs. Commodities Total Technical Support & Svcs 1730 Application Development & Support Personnel Svcs. Contractual Svcs. Commodities Total Application Dev & Support Total Information Technology HUMAN RESOURCES 1810 Administration Personnel Svcs. Contractual Svcs. Commodities Total Administration 1820 Risk Management Personnel Svcs. Contractual Svcs. Commodities Total Risk Aversion $ $ $ $ 439,351 637,953 5,938 1,083,242 $ $ $ $ 743,348 235,301 10,110 988,759 $ $ $ $ $ 316,676 $ 691,337 $ 2,481 $ 1,010,494 642,877 21,149 13,217 677,243 $ $ $ $ 402,838 816,251 26 1,219,115 207 $ $ $ $ 598,940 39,616 5,205 643,761 $ 200,075 $ 978,920 $ 39 $ 1,179,034 FY 2013 ESTIMATE FY 2014 BUDGET $ $ $ $ 299,865 50 311 300,227 $ $ $ $ 255,711 462 87 256,260 $ $ $ $ 302,299 8,830 49,607 360,736 $ $ $ $ 490,055 16,833 1,907 508,795 $ $ $ $ 479,700 9,823 4,300 493,823 $ $ $ $ 465,825 84,850 4,600 555,275 $ $ $ $ 491,176 24,134 164,754 680,064 $ $ $ $ 481,988 29,100 193,000 704,088 $ $ $ $ 548,674 29,100 193,000 770,774 $ $ $ $ 239,955 3,429 1,389 244,773 $ $ $ $ 278,718 7,075 4,300 290,093 $ $ $ $ 289,783 7,075 4,300 301,158 $ 54,843 $ 17,281 $ 2,997 $ 75,121 $ 2,660,763 $ $ $ $ $ 54,354 31,634 2,750 88,738 2,656,484 $ $ $ $ $ 55,880 31,634 2,750 90,264 3,124,635 $ 323,479 $ 778,160 $ 4,157 $ 1,105,797 $ $ $ $ 342,757 818,600 2,617 1,163,974 $ $ $ $ 367,928 1,017,800 203,117 1,588,845 $ $ $ $ 452,028 155,900 34,000 641,928 $ $ $ $ 464,763 255,400 877,083 1,597,246 $ 608,788 $ 12,480 $ 2,106 $ 623,375 $ 2,350,912 $ $ $ $ $ 666,170 12,095 2,500 680,765 2,486,667 $ $ $ $ $ 793,681 16,400 2,500 812,581 3,998,672 $ $ $ $ $ $ $ $ 704,249 87,677 9,580 801,506 $ $ $ $ 741,000 194,510 14,288 949,798 239,475 $ 1,163,900 $ 251,135 1,121,841 1,403,375 $ 1,372,976 $376,489 $337,421 $20,514 $734,424 425,565 $ 569,520 9,466 $ 11,916 $ 83 435,031 $ 581,519 2,507,032 $ 2,326,437 $ $ $ $ FY 2012 ACTUAL $408,438 $201,954 $11,349 $621,741 609,225 47,763 10,085 667,073 $ 253,806 $ $ 1,232,633 $ $ 97 $ 1,486,536 $ FY 14 SCHEDULE 3 OPERATING EXPENDITURES- ALL FUNDS DEPT/DIV DESCRIPTION 1830 Employee Development Personnel Svcs. Contractual Svcs. Commodities Total Employee Development Total Human Resources 1910 FY 2010 ACTUAL $ $ $ $ $ Non-Departmental *Total Non-Departmental $ *Does not include one-time funded items POLICE DEPARTMENT 2110 Administration Personnel Svcs. Contractual Svcs. Commodities Total Administration 2120 Towing Administration (Fund 009) Personnel Svcs. Contractual Svcs. Commodities Total Towing Administration 2130 Field Operations Personnel Svcs. Contractual Svcs. Commodities Total Field Operations 2140 Telecommunications Personnel Svcs. Contractual Svcs. Commodities Total Telecommunications 2150 Community Service Personnel Svcs. Contractual Svcs. Commodities Total Community Service 2160 Investigations Personnel Svcs. Contractual Svcs. Commodities Total Investigations 2180 Specialized Patrol Personnel Svcs. Contractual Svcs. Commodities Total Specialized Patrol Total Police Department FIRE DEPARTMENT 2210 Administrative Services Personnel Svcs. Contractual Svcs. Commodities Total Administrative Services FY 2011 ACTUAL 23,140 10,356 60 33,556 $ 1,929,914 $ 1,822,795 - $ $ FY 2012 ACTUAL 112,493 $ 46,000 $ 115,662 61,000 158,493 $ 2,363,374 $ 176,662 2,499,436 523,182 $ 3,146,310 $ 523,182 $ 3,146,310 $ 2,359,400 $ 2,359,400 $ 2,500,400 2,500,400 1,577,368 1,333,250 464,500 3,375,118 $ $ $ $ 1,658,059 1,320,750 615,996 3,594,805 65,823 $ 10,000 $ $ 75,823 $ 95,055 15,000 5,000 115,055 $ 9,793,156 $ 1,063,559 $ 1,379,776 $ 1,225,656 $ 435,966 $ 460,668 $ 11,608,898 $ 2,749,884 $ $ $ $ $ $ $ $ $ - $ $ $ $ 1,272,264 159,038 4,830 1,436,132 $ $ $ $ 428,015 14,039 5,953 448,007 $ - $ 88,116 66,033 29,037 183,186 - $ $ $ $ $ $ $ $ 51,280 $ 39,721 $ 23,643 114,644 $ $ 7,059,240 $ $ 18,802 $ $ 52,606 $ $ 7,130,648 $ 5,319,266 15,500 14,000 5,348,766 $ $ $ $ 5,761,759 15,500 15,500 5,792,759 $ 1,268,025 $ 1,310,936 $ 163,263 $ 219,984 $ 5,564 $ 4,922 $ 1,436,851 $ 1,535,841 $ $ $ $ 1,358,992 333,550 6,450 1,698,992 $ $ $ $ 1,446,048 514,050 8,050 1,968,148 $ $ $ $ $ $ $ $ 537,131 6,000 3,600 546,731 $ $ $ $ 334,419 26,500 6,490 367,409 $ 1,709,905 $ $ 20,334 $ $ 27 $ $ 1,730,267 $ 1,836,135 19,000 46,500 1,901,635 $ $ $ $ 2,310,232 20,500 8,500 2,339,232 $ $ $ $ $ 1,680,313 7,000 59,000 1,746,313 15,923,721 $ $ $ $ 493,728 21,642 19,781 535,151 $ 358,718 15,170 5,852 379,740 - $ $ $ $ 451,416 14,478 1 465,896 $ $ 13,339,473 $ $ 13,608,676 $ $ 13,727,180 $ 1,565,334 $ 6,500 $ 57,500 $ 1,629,334 $ 14,576,399 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 310,681 17,024 17,378 345,083 208 FY 2014 BUDGET $ 92,383 $ $ 30,001 $ $ $ 122,384 $ $ 2,275,992 $ $ 9,801,578 $ 1,118,861 $ 393,169 $ 11,313,608 74,761 43,319 23,646 141,726 FY 2013 ESTIMATE 382,731 13,423 19,257 415,411 422,442 17,130 18,336 457,908 469,623 22,610 83,228 575,461 FY 14 SCHEDULE 3 OPERATING EXPENDITURES- ALL FUNDS DEPT/DIV DESCRIPTION 2220 Fire Prevention Personnel Svcs. Contractual Svcs. Commodities Total Fire Prevention 2230 Emergency Services Personnel Svcs. Contractual Svcs. Commodities Total Emergency Services 2240 Support Services Personnel Svcs. Contractual Svcs. Commodities Total Support Services 2250 Homeland Security/Emergency Mgmt Personnel Svcs. Contractual Svcs. Commodities Total Homeland Sec/Emer. Mgmt 2260 Building Safety - Inspections Personnel Svcs. Contractual Svcs. Commodities Total Building Safety-Permit Proc. Total Fire Department MUNICIPAL COURT 2310 Administrative Personnel Svcs. Contractual Svcs. Commodities Total Municipal Court FY 2010 ACTUAL $ $ $ $ 503,154 4,217 2,997 510,368 $ $ $ $ 8,117,115 369,942 40,080 8,527,137 $ $ $ $ $ $ $ $ CITY PROSECUTOR 2410 Administrative Services Personnel Svcs. $ Contractual Svcs. $ Commodities $ Total City Prosecutor $ *moved to Legal Services- Division 1420 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 Development Services Management Personnel Svcs. $ Contractual Svcs. $ Commodities $ Total Dev Services Admin $ $ $ $ $ FY 2014 BUDGET 324,373 2,760 330 327,463 $ $ $ $ 128,582 3,800 1,450 133,832 $ 7,855,920 $ 8,462,670 $ 452,700 $ 368,490 $ 27,938 $ 38,837 $ 8,336,558 $ 8,869,997 $ $ $ $ 9,502,104 431,675 57,773 9,991,552 $ $ $ $ 9,919,533 472,103 95,909 10,487,545 391,387 459,473 140,441 991,301 $ 378,926 $ 593,079 $ 176,778 $ 1,148,783 $ 392,557 $ 640,775 $ 222,042 $ 1,255,375 $ $ $ $ 419,714 667,986 235,066 1,322,766 $ $ $ $ 444,609 652,207 527,653 1,624,469 102,973 7,302 3,854 114,129 $ $ $ $ $ $ $ $ $ $ $ $ 181,894 6,396 4,000 192,290 $ $ $ $ 218,899 6,370 5,682 230,951 $ 849,113 $ 35,057 $ 3,980 $ 888,151 $ $ 12,121,660 $ 12,409,532 $ $ 13,011,948 814,640 144,293 15,400 974,333 $ 816,116 $ 14,248 $ 3,786 $ 834,149 $ 11,367,183 870,582 $ 125,743 $ 8,885 $ 1,005,210 $ 318,796 * 60,102 * 5,868 * 384,766 $ 337,522 137,691 8,885 484,098 270,165 25,289 8,555 304,009 209 164,259 6,256 4,444 174,960 $ $ $ $ FY 2013 ESTIMATE $ $ $ $ - 455,802 700 819 457,321 FY 2012 ACTUAL 468,280 109 770 469,159 $ 655,852 $ 10,379 $ 2,497 $ 668,728 $ 11,156,746 $ $ $ $ FY 2011 ACTUAL 171,863 4,588 4,620 181,071 802,006 $ 116,521 $ 10,885 $ 929,413 $ 676,748 $ 99,434 $ 13,704 $ 789,886 $ 781,489 $ 141,934 $ 15,559 $ 938,982 $ - - - $ $285,430 $93,324 $3,621 $382,375 $ $361,250 $78,722 $12,433 $452,405 $ $612,127 $134,263 $5,250 $751,640 $ $ $ $ 413,020 105,882 30,207 549,109 $ $ $ $ 477,116 134,493 35,460 647,069 $ $ $ $ $ 257,356 15,501 4,180 277,037 $ $ $ $ 180,946 11,886 3,866 196,698 $ $ $ $ 189,911 123,789 6,278 319,978 - $416,534 $188,613 $5,250 $610,397 $ $ $ $ $ 583,913 112,269 15,385 711,567 FY 14 SCHEDULE 3 OPERATING EXPENDITURES- ALL FUNDS DEPT/DIV DESCRIPTION 3320 Planning & Zoning Personnel Svcs. Contractual Svcs. Commodities Total Planning & Zoning 3341 Building Safety-Administration Personnel Svcs. Contractual Svcs. Commodities Total Building Safety Admin 3343 Building Safety - Permit Processing Personnel Svcs. Contractual Svcs. Commodities Total Building Safety-Permit Proc. 3344 Building Safety & Inspections Personnel Svcs. Contractual Svcs. Commodities Total Building Safety & Inspec 3345 Code Compliance Personnel Svcs. Contractual Svcs. Commodities Total Code Compliance Total Development Services ENGINEERING 3430 Engineering-Transportation (HURF 101) Personnel Svcs. Contractual Svcs. Commodities Total Engineering 3431 Administration Personnel Svcs. Contractual Svcs. Commodities Total Administration 3432 Plan Review Personnel Svcs. Contractual Svcs. Commodities Plan Review 3433 Permit Processing Personnel Svcs. Contractual Svcs. Commodities Total Permit Processing 3434 Inspections Personnel Svcs. Contractual Svcs. Commodities Total Inspections 3435 GIS Personnel Svcs. Contractual Svcs. Commodities Total GIS FY 2010 ACTUAL $ $ $ $ 632,532 17,551 3,801 653,884 FY 2011 ACTUAL $ $ $ $ $ $ 8,643 (9) $ 8,634 $ $ $ $ $ 489,465 2,540 4,423 496,428 $ 1,976 $ 1,976 $ $ $ 1,949,029 $ $ $ $ 532,734 11,851 1,656 546,241 204,760 1,108 797 206,665 - $ $ 1,961,427 $ $ $ $ $ 542,693 13,405 6,508 562,606 $ $ $ $ 561,776 16,657 2,850 581,283 FY 2014 BUDGET $ $ $ $ 649,912 26,035 4,925 680,872 $ - $ - $ $ $ $ 225,681 5,400 1,500 232,581 $ - $ $ $ 1,040,542 $ 25,190 $ $ 1,065,732 $ 1,391,827 25,190 5,250 1,422,267 $ $ 2,063,157 $ $ $ $ $ 184,376 4,617 150 189,143 3,140,357 248,041 25,970 3,900 277,911 3,703,014 $ $ $ $ $ $ $ $ 560,923 1,349,861 62,095 1,972,879 $ $ $ $ $ $ - FY 2013 ESTIMATE 202,142 456 1,781 204,379 - $ 2,622 $ 1,189 $ 3,811 $ $ $ $ $ 998,935 33,494 8,242 1,040,671 $ $ $ $ $ 337,277 1,273 527 339,077 $ $324,627 $170 $0 324,797 $ $274,999 $328 $0 275,327 $ $344,955 $468,959 $5,900 344,955 $ 474,859 $49,034 $699 $0 49,733 $ $68,960 $71,399 $1,050 - $66,289 $1,363 $852 68,504 $ 68,960 $ 72,449 $ 218,266 1,144 1,149 220,559 $ $ $ $ $ $ $ $ $ 213,045 1,129 904 215,079 FY 2012 ACTUAL $919,853 $1,062,616 $22,471 $48,680 $17,167 $16,381 959,491 $ 1,127,678 $ $1,095,112 1,095,112 $ $746,093 $38,500 $24,300 808,893 $ $ $ $ 448,385 11,067 9,022 468,474 $ $ $ $ 365,889 15,638 10,700 392,227 $ $ $ $ 380,138 $ 13,484 13,064 406,686 $ 403,436 403,436 $ $358,646 $12,700 $13,500 384,846 $ $ $ $ 172,140 13,138 1,472 186,750 $ $ $ $ 164,886 5,536 170,422 $ $ $ $ 164,313 $ 8,843 173,156 $ 175,470 $ $ 166,029 15,850 175,470 $ 181,879 210 FY 14 SCHEDULE 3 OPERATING EXPENDITURES- ALL FUNDS DEPT/DIV DESCRIPTION 3436 Project Management Personnel Svcs. Contractual Svcs. Commodities Total Project Management Total Engineering (General Fund) 4610 Streets - Administration (HURF 101) Personnel Svcs. Contractual Svcs. Commodities Total Streets-Administration 4620 Streets-Streets & Markings (HURF 101) Personnel Svcs. Contractual Svcs. Commodities Total Streets & Markings 4630 Streets-Highway Streets (HURF 101) Personnel Svcs. Contractual Svcs. Commodities Total Highway Street 4640 Streets-Sweeper Operations (HURF 101) Personnel Svcs. Contractual Svcs. Commodities Total Sweeper Operations 4650 Streets-Traffic Signals (HURF 101) Personnel Svcs. Contractual Svcs. Commodities Total Traffic Signals Streets - Traffic (HURF 101) Personnel Svcs. Contractual Svcs. Commodities Total Traffic Total Engineering (HURF) 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 Total Parks & Recreation FY 2010 ACTUAL $ $ 2,038,783 FY 2011 ACTUAL $ $ 2,130,519 FY 2012 ACTUAL FY 2013 ESTIMATE $ $ 2,253,138 $ $ 4,060,812 FY 2014 BUDGET $ $ $ $ $ 353,715 10,550 3,100 367,365 2,290,291 $ $ $ $ 158,572 $ 47,248 $ 205,820 $ 215,345 $ 58,980 $ 274,325 $ 159,844 58,203 218,048 $ - $ $ $ 39,594 1,320 40,914 $ $118,316 $2,664 120,980 $ $27,342 $903 28,245 $ $120,750 $4,500 125,250 $ $80,735 $168,000 $11,600 260,335 709,119 $729,615 $708,701 574,247 $877,216 $1,662,297 7,818 $10,178 $7,307 1,291,184 $ 1,617,008 $ 2,378,305 $ $851,999 $618,127 $9,100 1,479,226 $ $627,800 $2,594,402 $44,225 3,266,427 $ $ $ $ $ $ $ $ $ $ 15,730 862 16,592 $ $ $30,014 $1,433 31,447 $ $21,651 $30,000 21,651 $ 30,000 $ 1,369,953 $1,385,758 14,998 $26,778 1,384,951 $ 1,412,536 $ $4 4 $ - - $135,758 $74,450 $22,600 232,808 $ $341,833 $1,398,563 $64,345 1,804,741 4660 $ $ 496,018 370 $ $ 496,388 $ 277,368 $ 44 $ 3,435,849 $ 3,733,664 $ 2,646,297 $ $ 5,864,183 $ 4,899,435 1,634,476 $ $ $235,716 $25,798 $61,750 323,264 5,887,575 $ $ $ $ 1,238,923 1,378,857 88,541 2,706,321 $ $ $ $ 175,751 14,765 28,158 218,674 $ $ $ $ $ 564,129 107,873 120,052 792,054 3,717,049 211 $277,275 $93 $44 $0 $ 1,215,057 $ 1,222,256 $ 1,254,515 $ 1,407,677 $ 124,014 $ 109,603 $ 2,593,586 $ 2,739,535 $ $ $ $ 1,306,668 1,394,421 114,650 2,815,739 $ $ $ $ 1,486,846 1,389,421 666,650 3,542,917 $ $ $ $ 163,242 235,731 23,965 422,938 $ $ $ $ 188,671 247,320 37,731 473,722 $ $ $ $ 201,157 247,320 37,731 486,208 $ 622,730 $ 179,185 $ 120,285 $ 922,200 $ 4,084,673 $ $ $ $ $ 627,464 210,118 112,362 949,944 4,239,405 $ $ $ $ $ 532,938 174,618 112,362 819,918 4,849,043 157,597 239,624 24,801 422,021 $ 589,796 $ 209,322 $ 93,680 $ 892,797 $ 3,908,405 $ $ $ $ FY 14 SCHEDULE 3 OPERATING EXPENDITURES- ALL FUNDS DEPT/DIV DESCRIPTION MUNICIPAL SERVICES 4010 Administration Personnel Svcs. Contractual Svcs. Commodities Total Administration 4210 Facilities Management Personnel Svcs. Contractual Svcs. Commodities Total Facilities Management 4910 Sanitation Personnel Svcs. Contractual Svcs. Commodities Total Sanitation Total Muni Svcs - Other Funds ENVIRONMENTAL SERVICES 421-5210 Administration Personnel Svcs. Contractual Svcs. Commodities Total Administration 421-5220 Collection Systems Personnel Svcs. Contractual Svcs. Commodities Total Collections 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. Commodities Total Rainbow Valley WRF 421-5254 Environmental Quality Personnel Svcs. Contractual Svcs. Commodities Total Rainbow Vly Reclamations Total Wastewater ENTERPRISE-WATER 410-5010 Enterprise -Water Management Admin. Personnel Svcs. Contractual Svcs. Commodities Total Water Mgmt Admin FY 2010 ACTUAL $ $ $ $ 394,965 10,142 2,593 407,700 $ $ $ $ $ $ $ $ $ FY 2011 ACTUAL $ $ $ $ 550,446 13,314 9,779 573,539 FY 2012 ACTUAL $ $ $ $ FY 2013 ESTIMATE FY 2014 BUDGET 530,044 6,334 8,908 545,287 $ $ $ $ 300,950 $ 300 611 301,861 $ 350,156 503,586 2,132,391 9,911 2,645,888 $ 516,500 $ 511,818 $ 1,920,238 $ 1,868,666 $ 29,586 $ 41,047 $ 2,466,324 $ 2,421,532 $ $ $ $ 535,694 1,153,532 49,352 1,738,578 $ $ $ $ 600,171 1,357,217 133,035 2,090,423 707,159 3,822,909 86,083 4,616,151 7,669,739 $ 651,299 $ 623,169 $ 3,969,129 $ 4,327,062 $ 51,354 $ 59,310 $ 4,671,782 $ 5,009,541 $ 7,711,646 $ 7,976,359 $ $ $ $ $ 475,521 4,450,286 55,022 4,980,829 7,021,268 $ $ $ $ $ 541,399 4,737,414 61,600 5,340,413 7,780,992 350,156 $ $ $ $ 191,101 $ 57,592 $ 35,873 284,566 $ 141,229 $ 68,767 $ $ 209,996 $ 119,381 $ 70,000 $ 189,381 $ 109,100 $ 62,768 $ $ 171,868 $ 205,932 280,680 9,050 495,662 $ $ $ $ 302,947 81,860 26,468 411,275 $ $ $ $ 298,282 162,825 29,281 490,388 $ $ $ $ 303,510 163,748 29,942 497,200 $ $ $ $ 318,206 155,652 61,900 535,758 $ $ $ $ 352,092 208,500 150,250 710,842 $ $ $ $ 205,170 113,842 2,638 321,650 $ $ $ $ 214,375 134,391 2,316 351,082 $ $ $ $ 212,465 133,247 6,689 352,401 $ $ $ $ 200,206 140,528 21,934 362,668 $ $ $ $ 315,074 195,050 221,750 731,874 $ $ $ $ 565,588 548,686 114,036 1,228,310 $ 521,266 $ 765,956 $ 245,436 $ 1,532,657 $ $ $ $ 500,548 694,372 310,150 1,505,070 $ $ $ $ 342,892 634,350 386,525 1,363,767 $ $ $ $ 126,811 92,258 1,668 220,737 $ $ $ $ 94,592 70,134 30,360 195,086 $ $ $ $ 269,449 126,703 182,380 578,532 $ 96,383 $ 113,050 $ 33,891 $ 243,324 $ 3,035,701 $ $ $ $ $ 94,072 381,259 39,080 514,411 3,284,861 $ $ $ $ $ 275,119 148,350 63,050 486,519 4,367,196 $ $ $ $ 548,209 $ 773,550 $ 217,027 $ 1,538,786 $ 53,428 $ 948 $ 54,376 $ $ $ $ $ $ 132,652 119,481 13,016 265,149 2,565,326 $ $ $ $ 47,862 188,399 73,313 309,574 212 99,035 104,343 1,524 204,902 $ 99,540 $ 126,109 $ 23,147 $ 248,796 $ 3,043,951 $ $ $ $ 8,280 8,280 $ - $ - $ - FY 14 SCHEDULE 3 OPERATING EXPENDITURES- ALL FUNDS FY 2010 ACTUAL DEPT/DIV DESCRIPTION WATER 411-5110 Administration Personnel Svcs. $ 338,025 $ Contractual Svcs. $ 111,201 $ Commodities $ 55,492 $ Total Administration $ 504,718 $ 411-5120 Water Distribution Personnel Svcs. $ 668,906 $ Contractual Svcs. $ 92,643 $ Commodities $ 136,340 $ Total Water Distribution $ 897,889 $ 411-5130 Water Production Personnel Svcs. $ 574,380 $ Contractual Svcs. $ 1,334,715 $ Commodities $ 184,922 $ Capital Outlay Total Water Production $ 2,094,017 $ 411-5140 Water Quality Personnel Svcs. Contractual Svcs. $ 62,458 $ Commodities $ 18,301 $ Total Water Quality $ 80,759 $ 411-5150 Water Resources Personnel Svcs. $ 226,898 $ Contractual Svcs. $ 704 Commodities Total Water Resources $ 227,602 $ Total Water $ 4,114,559 $ 4320 Stadium Personnel Svcs. $ 1,946,014 $ Contractual Svcs. $ 1,244,603 $ Commodities $ 610,656 $ Total Stadium Administration $ 3,801,273 $ 4330 Stadium Maintenance Personnel Svcs. $ Contractual Svcs. $ Commodities $ Total Stadium Maintenance $ $ * FY13 includes funded reserve for capital maintenance Total Stadium Internal Service Funds 4110 Fleet and Equipment Management* Personnel Svcs. Contractual Svcs. Commodities Total Fleet Grand Total All Funds FY 2011 ACTUAL 320,506 278,727 15,896 615,129 661,011 363,933 186,134 1,211,077 FY 2012 ACTUAL $ $ $ $ FY 2013 ESTIMATE 274,864 351,480 17,101 643,445 $ $ $ $ 304,422 284,180 30,047 618,649 $ $ $ $ 219,743 286,737 28,650 535,130 $ 676,481 $ 51,578 $ 428,324 $ 1,156,382 $ $ $ $ 634,092 72,740 263,457 970,289 $ $ $ $ 700,255 213,093 266,400 1,179,748 559,704 $ 1,701,144 $ 401,036 $ $ 2,661,884 $ 642,235 1,246,500 519,000 245,000 2,652,735 135,814 $ 106,540 $ $ 242,354 $ 74,221 106,400 22,500 203,121 578,560 $ 556,306 $ 1,602,686 $ 1,800,251 $ 154,179 $ 162,030 $ 2,335,424 $ 2,518,588 $ $ 83,318 $ 23,918 $ 107,236 $ 134,362 $ 75,422 $ 16,007 225,790 $ 135,257 $ $ - 135,257 $ 4,412,403 $ 4,544,205 $ $ $ $ $ 169,218 158,980 5,625 333,823 4,826,999 $ $ $ $ $ 340,623 390,929 20,625 752,177 5,322,911 730,758 284,562 53,620 1,068,941 $ 735,223 $ 338,553 $ 35,365 $ 1,109,140 $ $ $ $ 702,746 320,680 61,960 1,085,386 $ $ $ $ 718,029 320,680 61,960 1,100,669 1,276,164 974,317 229,521 2,480,001 $ 1,308,931 $ $ 1,016,564 $ $ 242,554 $ $ 2,568,049 $ 1,330,957 908,860 499,373 2,739,190 $ $ $ $ 1,342,609 908,860 749,373 3,000,842 $ 3,677,190 3,824,576 $ 4,101,511 $ 3,801,273 $ 3,548,942 $ $ $ $ 563,048 463,882 576,651 1,603,581 $558,365 $587,925 $414,777 $574,316 $725,474 $818,205 $ 1,698,616 $ 1,980,445 $ $ 67,711,174 213 FY 2014 BUDGET $ 69,149,236 $ 73,115,932 $ $468,852 $636,431 $933,365 2,038,648 $ $ 76,769,315 $ $612,407 $471,500 $925,967 2,009,874 87,465,666 FY 14 DEBT SERVICE Schedule 4 Original Issue* Outstanding as of 6/30/13 FY2014 Principal FY2014 Interest Insurance Costs Contract Payments Total Requirement General Obligation Bonds GO Ref 2012 $ 11,530,000 $ 9,755,000 $ 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 $ Total G.O. 2002 2009 Total WIFA Ref 1999 Ref 2009 2010 2011 Total W&S 2008 Total McD. $ 341,650 $ 2,336,650 - $ 204,169 $ 204,169 $ - $ 346,045 $ 346,045 5,580,000 $ - $ 285,738 $ 285,738 $ 39,875,000 $ 1,100,000 $ 1,904,000 $ 3,004,000 36,750,000 $ 28,350,000 $ 1,650,000 $ 1,313,563 $ 2,963,563 29,260,000 $ 17,955,000 $ 2,090,000 $ $138,085,000 $111,940,000 $12,399,511 $8,000,000 $6,371,812 $6,642,945 $20,399,511 $13,014,757 $3,335,000 $325,000 $14,950,000 $15,480,000 $985,000 $325,000 $14,950,000 $15,130,000 $34,090,000 $31,390,000 $47,165,000 $42,390,000 $47,165,000 $42,390,000 1,995,000 $6,835,000 696,784 $ $5,091,949 WIFA $690,140 $356,395 $1,046,535 $0 $0 $258,441 $132,859 $ $ $391,300 $0 $0 Water & Sewer Refunding $230,000 $245,000 $0 $21,938 $0 $827,044 $280,000 $767,663 $510,000 $0 $0 McDowell Improvement District $1,355,000 $2,189,906 $1,355,000 948,581 489,254 $1,437,835 $ $ $ $ $1,861,645 2,786,784 $11,926,949 475,000 21,938 827,044 1,047,663 $2,371,645 $ $2,189,906 3,544,906 $3,544,906 PIC2007 2007 PIC (A) Stadium Total PIC 2007 2008 Series 2008 PIC 2011 Refunding Series 2011 PIC 2012 PIC Series 2012 PIC Grand Total $67,850,000 $44,200,000 $0 $2,210,000 $67,850,000 $44,200,000 $0 $2,210,000 $34,450,000 PIC Series 2008 (MLB Spring Training Facility) $32,950,000 $0 $2,017,038 $34,450,000 $32,950,000 $26,810,000 $26,810,000 $26,810,000 $26,810,000 $10,490,000 $10,061,467 $10,490,000 $10,061,467 $379,339,511 $312,756,224 $0 $ $0 $0 $0 $0 PIC Series A&B Refunding $85,000 $1,233,225 $85,000 $894,091 $ 214 1,318,225 $1,318,225 $ $254,030 $15,249,093 2,017,038 $2,017,038 $1,233,225 PIC 2012 Series A&B $894,091 $254,030 $10,725,626 $2,210,000 $ $2,017,038 2,210,000 1,148,121 $1,148,121 $0 $0 $25,974,719 Schedule 5 - Authorized Positions Dept Div Name Position Title Mayor & Council 1110 Mayor & Council FY11 FY12 FY13 0 1 1 1 3 1 1 u 2 0 0 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 1 1 1 1 1 1 1 1 1 1 1 1 Assistant to the Council Executive Assistant Assistant to the Mayor Total City Clerk 1210 City Clerk Administrative Assistant City Clerk Deputy City Clerk Records Administrator Records Analyst II Staff Assistant Total City Manager's Office 1310- City Manager's Office Assistant to the City Manager 1 1 1 1 1 1 u 1 City Manager Community Advocate Executive Assistant Executive Management Assistant Intergovernmental Program Manager Intergovernmental Program & Grants Coordinator Management Assistant Staff Assistant Change in Position FY10 1 1 1 1 FY14 1320 - Intergovernmental Programs 1 1 1 Assistant to the Council Assistant to the Mayor Executive Assistant Intergovernmental Programs & Grants Coordinator Intergovernmental Programs Manager Management Assistant 1 1 Neighborhood Services Manager Staff Assistant -1 +1 1 1 -1 1330 - Deputy City Manager's Office 1 2 1 2 Capital Improvement Program Administrator Deputy City Manager Executive Assistant Executive Management Assistant 2 1 2 2 1 2 2 1 2 2 1 2 Management Analyst/Strategic Planning Coordinator 1350 - Communications 1 1 1 Graphic Designer Media Communications Specialist 1 1 Public Information Officer 1 Audio Visual Specialist Communications Manager Governmental Relations and Communications Manager Staff Assistant Webmaster Total Legal Services 1410 - Civil - City Attorney's Office Assistant City Attorney City Attorney Legal Services Coordinator 1 1 20 -1 -1 +1 +1 +1 -1 1 1 1 1 1 20 12 11 2 1 1 2 1 1 2 1 1 2 1 1 1 2 1 1 1 2 1 1 1 1 1 1 1 1 1 Staff Assistant -1 1 19 1420 - Criminal - City Prosecutor's Office Assistant City Prosecutor City Prosecutor 215 Schedule 5 - Authorized Positions Dept Div Name Position Title Legal Assistant Staff Assistant Total FY10 FY11 FY12 FY13 1 1 9 1 1 8 1 1 8 1 1 9 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 1 1 1 1 1 2 1 1 1 Change in Position FY14 1 1 9 Finance 1610 - General Accounting +1 Accountant Administrative Assistant Administrative Services Supervisor Account Clerk 1 1 1 1 Account Clerk II Account Specialist Finance Director Controller Sales Tax Auditor 1 2 Senior Accountant Senior Account Clerk -1 1 1 1 2 +1 Staff Assistant 1 1 1 1 1 2 1 1620 - Special Districts & Taxation CFD Administrator CFD Specialist 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 3 1 1 1 1 1 3 1 1 1 1 1 3 1 1 1 1 1 3 1 1 1 1 1 2 1 2 1 2 1 2 1 2 1 29 1 30 1 30 1 29 1 29 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Sales Tax Auditor 1630 - Budget & Research Budget & Financial Planning Analyst Budget & Research Analyst Budget & Research Manager Business Registration Coordinator Capitol Improvement Program Administrator 1 1 Sales Tax Auditor Staff Assistant -1 1640 - Customer Service 2 3 Customer Service Advocate Customer Service Representative I Customer Service Representative II Customer Service Supervisor Senior Account Clerk Utility Billing Specialist 1650 - Procurement Procurement Manager Procurement Specialist 1660 - Mail Services Mail and Copy Clerk Total Information Technology 1710 - Administration Administrative Assistant Application & Business Manager Director of Information and Technology Services ITS Security Administrator Sr. Project Manager +1 Webmaster 1 1720 - Technical Support & Services IT Technician I 4 2 2 2 2 2 1 1 1 2 2 1 1 1 1 1 1 1 2 1 3 2 1 3 2 1 3 Lead IT Specialist Sr. System Administrator System Administrator Technical Services Manager 1730 - Application Development & Support 3 u 1 Application & Business Analyst Application & Business Manager Application Developer 216 3 1 Schedule 5 - Authorized Positions Dept Div Name Position Title Total FY10 FY11 FY12 FY13 Change in Position FY14 15 14 14 14 +1 15 1 1 1 1 1 1 1 1 1 3 u 1 2 1 Human Resources 1810 - Administration 1 1 1 1 2 1 2 1 1 2 1 1 1 1 Administrative Assistant Comp & Class Administrator Human Resources Analyst Human Resources Director Human Resources Business Partner HR Specialist Staff Assistant Volunteer Coordinator 1820 - Risk Aversion 1 Benefits Specialist 1 1 1 1 1 1 11 1 9 1 9 1 10 1 10 2 1 1 1 1 1 3 1 1 1 1 1 3 1 1 1 3 1 1 2 1 1 2 1 1 1 1 1 1 Risk Management Administrator Safety Compliance Coordinator 1 1 1 HR Specialist 1830 - Employee Development Human Resources Organizational Strategy Manager Total Police 2110 - Administration Administrative Assistant Assistant to the Chief of Police Chief of Police Crime Intelligence Analyst Forensic Specialist Investigations Specialist -1 1 1 1 1 +1 PIO Police Records Clerk II Police Records Specialist Police Commander Police Lieutenant Police Officer Police Sergeant Police Detective 1 1 1 2 1 1 1 5 67 13 9 2 2 5 66 12 9 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 4 57 10 2 47 6 -1 +1 Records Analyst Support Services Manager 2 2120 - Towing Administration Towing Administrator 2130 - Field Operations Police Evidence Technician Police Detective Police Lieutenant Police Officer Police Sergeant +2 -6 +2 Police Service Assistant 4 41 6 2 2140 - Telecommunication Telecommunications Manager Telecommunications Supervisor Telecommunications Operator 1 4 12 1 3 13 1 4 12 1 4 12 1 1 2 1 1 1 2 1 1 1 2 1 1 1 1 2 1 4 12 2150 - Community Services Administrative Assistant Code Compliance Manager Code Compliance Officer I Staff Assistant Neighborhood Services Manager Police Officer Police Lieutenant Police Services Officer 217 2 1 2 -1 -2 2 1 -2 Schedule 5 - Authorized Positions Dept Div Name Position Title FY10 FY11 FY12 FY13 Change in Position FY14 2160 - Investigations 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 3 3 1 8 1 1 1 +4 -1 +1 Property Evidence Custodian 1 7 2 1 8 1 1 1 1 2180 - Specialized Patrol Police Officer Police Sergeant Police Lieutenant Total 129 128 128 1 1 1 2 1 1 1 1 2 1 1 1 2 2 1 1 1 2 11 3 1 129 +1 -2 12 3 1 127 Fire 2210 - Administration Fire Chief Administrative Assistant Management Assistant Staff Assistant Administrative Services Supervisor 1 2 1 2 1 1 1 1 2220 - Fire Prevention Plans Examiner Fire Inspector I 1 1 +1 -1 -1 -1 Fire Inspector III Fire Inspector II Community Education Coordinator Fire Marshall Fire Inspector Supervisor 1 1 1 1 1 1 1 1 1 1 6 51 14 17 1 4 50 21 13 1 4 42 23 17 1 5 46 21 15 2 1 1 1 1 1 1 1 1 1 1 1 1 1 106 1 104 1 1 2 1 1 2 3 1 1 1 10 3 1 1 1 10 1 2230 - Emergency Services Fire Deputy Chief Fire Battalion Chief Firefighter Fire Captain Fire Engineer -4 +2 +2 1 5 42 23 17 2240 - Support Services Fire Equipment Maintenance Worker III Fire Equipment Maintenance Worker II Deputy Chief Fire Battalion Chief 1 1 1 1 1 1 1 1 1 103 1 1 102 1 1 100 1 1 1 1 1 1 2 3 1 1 1 10 3 2 1 1 3 2 1 1 9 9 Fire Equipment Maintenance Worker Fire Equipment Maintenance Worker 2250 - Emergency Management Emergency Management Coordinator Emergency Manager Community Education Coordinator Total -2 Municipal Court 2310 - Court Court Administrator Court Interpreter Court Specialist I Court Specialist II Court Specialist III Court Supervisor Judge Judicial Enforcement Officer Total 218 Schedule 5 - Authorized Positions Dept Div Name Position Title Change in Position FY10 FY11 FY12 FY13 FY14 1 u 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Development Services Administration 3210- Ec Dev Administrative Assistant Business Advocate Development Process Administrator Economic Development Manager Marketing and Business Development Administrator Marketing and Communication Specialist Sr. Office & Industrial Development Manager Sr. Retail Development Manager -1 3220 - Public Information Office Economic Development Director Graphic Designer Public Information Officer Webmaster 3310 - Administration 1 Administrative Assistant 1 +1 +1 +1 1 1 1 1 1 1 +1 1 1 Development Process Administrator +1 Development Services Administrator 1 Development Services Director 1 1 1 Records Analyst Staff Assistant 3320 - Planning & Zoning Development Services Technician III 1 Planner 1 3 1 1 3 1 4 1 1 3 1 u-3 2 u 1 1 1 1 1 -1 1 1 1 1 1 -1 -1 1 2 2 1 2 1 2 2 1 2 1 2 2 1 2 1 Planner II 2 2 1 Planner III Planning Manager Sr. Planner 4 1 3343 - Development Services Administration Records Analyst II Sr. Permit Technician Permit Administrator Building Safety Permit Technician I Building Safety Permit Technician II Building Safety Permit Technician III Development Services Administrator Development Services Technician III 3344 - Building Inspections Building Inspector I Building Inspector II Building Inspector III Building Official Development Services Tech II Development Services Technician III Fire Marshall Permit Technician II 1 1 Plans Examiner Plans Review Supervisor Building Safety Sr. Permit Tech 1 2 1 1 1 1 3 1 +1 -1 +1 2 2 1 3 1 +1 4 1 2 1 33 3345 - Code Compliance 27 27 27 +2 +1 +6 1 1 1 1 1 1 2 1 -1 -1 -2 -1 Code Compliance Officer I Code Compliance Officer II Total 26 Engineering Services 3430 - Traffic Engineering City Traffic Engineer Assistant City Traffic Engineer Signal Technician II - HURF Fund Signal Technician III - HURF Fund 219 Schedule 5 - Authorized Positions Dept Div Name Position Title FY10 FY11 FY12 Streets Supervisor - HURF Fund FY13 Change in Position 1 -1 FY14 3431 - Administration Administrative Assistant 1 1 1 3 1 1 1 Assistant City Engineer City Engineer Director of Engineering Project Manager Real Estate Coordinator Sr. Civil Engineer Sr. Project Manager 1 1 1 1 1 1 1 1 1 +1 2 1 1 1 1 1 1 2 2 1 1 2 -2 1 3 1 3 1 1 2 2 1 1 1 -1 -1 1 3432 - Plan Review 1 1 3 u-2 u Civil Engineer Landscape Technician Plans Examiner Plans Examiner Plans Supervisor Sr. Civil Engineer 1 -1 +1 3 +1 1 3433 - Permit Processing 1 1 Sr. Permit Technician Permit Technician II 1 1 1 1 1 1 3 1 1 3 1 3 1 1 1 1 1 1 1 1 1 1 Development Services Technician III 3434 - Inspections 1 1 u-2 2 1 1 u 1 Administrative Assistant Construction Inspector I Construction Inspector I Construction Inspector II Construction Inspection III Construction Inspection Supervisor Engineering Permit Technician Staff Assistant 2 -1 3435 - GIS u 1 1 u GIS Analyst GIS Coordinator GIS Technician Sr. GIS Technician 1 1 3436 - Project Management Project Manager Sr Project Manager +2 +1 2 1 +1 1 4620 - Signs & Street Markings Traffic Operations Worker II 4630 - Streets 1 u 3 1 3 1 1 Deputy Public Works Director Deputy Public Works Director Equipment Operator Street Maintenance Foreman Streets Maintenance Worker I Streets Maintenance Worker II Street Maintenance Worker III Streets Supervisor 1 Streets and Traffic Superintendent Traffic Operations Worker 3 1 3 1 1 1 2 1 1 3 1 1 1 2 1 1 3 1 1 1 -2 1 -1 +1 4 1 1 -1 4640 - Sweeper Operations Equipment Operator +2 2 +1 +2 +1 1 2 1 +1 +1 1 1 4650 - Traffic Signals Signal Technician III Signal Technician II Streets Supervisor 4660 - Traffic 1 1 2 Assistant City Traffic Engineer City Traffic Engineer Signal Technician 220 Schedule 5 - Authorized Positions Dept Div Name Position Title FY10 Signal Technician II 1 1 Signal Technician III Traffic Operations Worker Total FY12 2 1 2 1 FY13 Change in Position FY14 1 1 1 41 38 37 37 3 1 4 1 4 1 4 1 1 1 1 1 1 1 1 1 1 1 2 1 1 1 1 1 3 1 1 3 1 1 3 1 1 1 1 Traffic Operations Worker II Traffic Operations Foreman FY11 37 Environmental & Municipal Services 4010 - Administration Administrative Assistant Administrative Services Supervisor Management Assistant Public Works Director Staff Assistant -2 +1 -1 2 1 1 4110 - Fleet Services Fleet Superintendent Mechanic II 3 1 1 Mechanic III Mechanic Foreman Service Advisor 4210 - Building Services Deputy Public Works Director Facility & Fleet Manager Facilities Foreman Facilities Maintenance Worker I Facilities Maintenance Worker II Facilities Maintenance Worker III Facility Superintendent 1 3 1 2 1 2 3 1 1 1 1 1 1 1 -1 +1 1 u +3 -2 -1 4 2 1 4 2 1 1 1 1 6 29 1 1 6 30 1 1 1 6 30 6 29 -4 -6 1 1 1 1 -1 +1 3 2 1 1 4910 - Sanitation Recycling Coordinator Sanitation Foreman Sanitation Inspector Sanitation Supervisor u Sanitation Superintendent Sanitation Worker I Sanitation Worker II Total 1 1 1 2 23 Water 5110 - Administration Deputy Public Works Director Environmental Services Manager Instrumentation & Control Technician 1 1 Water Conservation Specialist Water Resources Manager 1 1 1 1 1 1 1 Water Supervisor Water Superintendent 1 1 -1 -1 +1 1 5120 - Distribution Environmental Compliance Supervisor 1 2 1 6 u-3 1 Operations Supervisor Sr. Utility Technician Superintendent Utility Technician Utility Technician Utility Technician II 1 1 2 u 2 1 1 6 6 1 Water Distribution Supervisor 1 7 1 Water Quality Tech II 1 -1 +1 6 1 1 +1 -1 1 2 4 1 5130 - Production 1 2 Operations Supervisor Sr. Utility Technician Utility Technician II 5 Utility Technician 221 1 2 2 3 1 2 5 1 2 3 2 Schedule 5 - Authorized Positions Dept Div Name Position Title FY10 FY11 FY12 FY13 1 1 1 1 1 1 1 Change in Position FY14 u-3 Utility Technician 5140 - Environmental Quality 1 1 1 Environmental Compliance Supervisor Water Quality Technician III Water Quality Technician II 1 1 5150 - Water Resources Water Conservation Specialist Water Resources Manager Water Specialist Total 25 +1 +1 +1 +2 1 1 1 25 25 23 23 1 1 1 1 1 1 1 3 1 3 1 3 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 2 1 1 1 1 2 19 1 19 1 2 7 7 1 1 4 4 6 1 Wastewater 5210 - Administration 1 Deputy Director Wastewater Superintendent 5220 - Collection System 3 1 1 Utility Technician I Operations Supervisor Sr. Utility Technician 2 1 1 Utility Technician II Maintenance Mechanic 5251 - Treatment Plant Corgett WWTP 1 Maintenance Mechanic 1 1 1 Sr. Utility Technician Utility Technician I Utility Technician II 2 5252 - Treatment Plant Goodyear WRF +1 Industrial Pretreatment Coordinator 1 1 1 1 1 2 Maintenance Mechanic I Maintenance Mechanic II Maintenance Mechanic III Operations Supervisor Reclamation Sr. Utility Technician Utility Technician I Utility Technician II 2 1 1 1 1 2 1 1 1 1 1 -1 2 5253 - Treatment Plant RVWRF Utility Technician 2 Utility Technician II +1 2 1 5254 - Treatment Plant RVWRF Environmental Compliance Officer 1 Environmental Compliance Supervisor Utility Technician II Total 3 19 19 1 1 1 +1 20 +2 2 1 3 5 6 1 Parks 4310 - Administration Parks Foreman Parks Supervisor 4 7 8 1 u Parks Worker I Parks Worker II Parks Worker III Parks & Recreation Director Parks Superintendent 5 5 6 1 Right of Way Worker III -1 +1 2 2 1 1 2 u Sports Turf Manager 4320 - Ballpark Operations 1 3 Administrative Assistant Ballpark Coordinator Ballpark Coordinator- Bus. Development Ballpark Coordinator - Ticket Operations 1 1 Ballpark Foreman Ballpark Manager 222 1 3 1 1 u 1 1 1 1 1 2 1 -2 1 1 +1 1 Schedule 5 - Authorized Positions Dept Div Name Position Title FY10 FY11 Ballpark Supervisor FY12 FY13 1 1 Deputy Director of Parks & Rec 1 3 2 1 6 3 1 2 Groundskeeper I Groundskeeper II Groundskeeper III Grounds Equipment Mechanic Parks Worker I Parks Worker II Parks Worker III Sports Turf Supervisor Change in Position FY14 +1 1 1 1 3 2 1 9 1 4330 - Ballpark Maintenance Ballpark Foreman Ballpark Supervisor Grounds Equipment Mechanic Groundskeeper I Groundskeeper II Groundskeeper III u 1 1 4 9 3 3 1 1 5 8 1 1 3 1 1 8 5 4410 - Aquatics 1 Recreation and Aquatics Coordinator 1 Recreation Supervisor -1 +1 1 4420 - Recreation 1 Administrative Assistant 1 1 1 Arts & Culture Coordinator 1 1 1 1 52 527 65 592 Public Arts Specialist Recreation and Aquatics Coordinator Recreation and Aquatics Superintendent Recreations and Aquatics Programmer Total FUNDED POSITION COUNT FTE UNFUNDED POSITION COUNT TOTAL POSITION COUNT FTE 223 1 1 1 1 48 511 3 514 1 2 1 1 2 1 48 505 6 511 48 511 511 +1 -1 1 1 2 -1 +1 0 49 511 511 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 Engineering - Streets Planning & Devel Svcs Percent Of Total Court Prosecutor Police*** Telecomm Fire Public Safety Percent Of Total Aquatics/Recreation Parks Stadium Parks Percent Of Total Environ & Municipal Svcs Admin Fleet Services Building Services Sanitation * Environ & Municipal Svcs Percent Of Total Water Wastewater Water / Wastewater Percent Of Total Positions Authorized - not funded Total City FY 09-10 FY 10-11 21 6 12 4 2 16 32 93 15.71% FY 11-12 3 12 6 9 4 14 30 78 15.18% FY 12-13 2 11 6 9 4 14 30 76 14.87% 5 24 7 10 8 9 32 19 24 14 23 14 80 13.51% 55 10.70% 11 5 116 17 127 10 4 111 17 113 276 46.62% 255 49.61% 6 23 25 6 18 25 54 9.12% 49 9.53% 7 7 10 14 7 7 7 10 38 6.42% 31 6.03% 31 20 25 18 54 10.57% 10 4 111 17 113 255 49.90% 6 18 24 48 9.39% 7 6 8 9 30 5.87% 23 19 51 8.61% 43 8.37% 42 8.22% 65* 592 3 514 6 511 224 FY 13-14 20 6 10 5 14 29 84 16.44% 5 10 12 27 10 64 12.52% 9 4 112 17 102 244 47.75% 6 18 24 48 9.39% 6 6 8 9 29 5.68% 23 19 19 6 10 5 15 29 84 16.44% 4 15 14 21 16 70 13.70% 9 4 110 17 100 240 46.97% 5 20 24 49 9.59% 4 6 8 5 23 4.50% 24 21 42 8.22% 45 8.81% 511 511 City of Goodyear FY 14 Fund Transfers Schedule 6 Transfer To Water Resources General Fund Wastewater Stadium Debt Service Highway User Fund (HURF) Totals From $ General Fund 8,008,874 $ 2,190,500 $ 10,199,374 225 Water Resources $ 1,200,000 $ 1,200,000 Wastewater $ 700,000 $ 700,000 Sanitation $ 900,000 $ 900,000 Stadium $ - Utility Development Impact Fees TOTAL $ 2,800,000 $ $ 834,289 $ 450,000 $ 834,289 $ 450,000 $ 8,008,874 $ - $ 2,190,500 $ - 14,283,663 FY 14 SCHEDULE - 7 - Property Taxes DESCRIPTION FY 2009 BUDGET FY 2010 BUDGET FY 2011 BUDGET FY 2012 BUDGET FY 2013 BUDGET FY 2014 BUDGET $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 $584,672,368 $7,012,561 1.1994 $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 $590,258,652 $4,135,351 0.7006 $11,630,270 1.4233 $10,714,635 1.6000 $10,711,530 1.7750 $11,147,912 1.9000 Primary Property Tax Primary Valuation Primary Levy Rate Secondary Property Tax Secondary Valuation Secondary Levy Secondary Rate Combined Property Tax Levy Combined Property Tax Rate $14,236,707 1.6000 $14,889,758 1.6000 Truth in Taxation Primary property tax levy FY13: $ 6,693,094 Value of new construction FY14 $ 15,477,875 Net assessed value less new construction FY14: $ 569,194,493 Total Net assessed valuation FY14: $ 584,672,368 Truth in Taxation Rate $ 1.1759 Max. Levy that can be imposed without Truth in Taxation FY14 $ 6,875,163 Max. Levy Allowed by law Requires Truth in Taxation $ 7,012,561 Levy Amount Requiring Truth in Taxation $ 137,398 Maximum Allowable Tax Rate $ 1.1994 226 FY 14 Schedule 8 Debt Capacity Analysis (Arizona Constitutional Limit) As Of June 30, 2013 FY 13/14 Secondary Assessed Valuation (AV) $ 590,258,652 Debt Limit 6% Of Assessed Valuation (1) $ 35,415,519 Bonds Outstanding At June 30, 2013 $ 250,000 Excess Available At June 30, 2013 $ 35,165,519 Debt Limit 20% Of Assessed Valuation (2) $ 118,051,730 Bonds Outstanding At June 30, 2013 $ 101,935,000 $ 16,116,730 Excess Available At June 30, 2013 (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. 227 FY 14 Schedule 9 Account Number Art Projects CAPITAL IMPROVEMENT PROGRAM Project Number AT0701 Public Art General Fund AT1401 Monument Signs General Fund 001-4310-500-2124 001-3431-500-7231 FY 14 Amount Project Name/Funding Source $ 66,598 $ Art Projects $ 40,000 106,598 $ 250,000 $ 616,426 $ Parks Projects $ 50,000 916,426 $ 2,729,499 $ 175,000 $ 106,000 $ $ Facility & Technology Projects $ 235,973 811,000 4,057,472 Parks Projects PK1401 001-4310-500-7230 Parks Improvements, Master Plan Implementation General Fund PK1402 001-3431-500-7230 Water Line- Remediated Water to Ball Park General Fund PK1403 001-3431-500-2115 El Rio Design Guidelines and Development Regulations (IGA) General Fund Facility & Technology Projects FA1301 123-3431-500-7230 Construct New Fleet Facility Public Works Impact Fees FA1401 Facility Signage FA1402 General Fund Police Impound Yard Police Impact Fees TC1301 Business Solutions Replacement , Enterprise Resource Planning 001-3431-500-7230 125-3431-500-7230 001-1710-500-2175 122-1710-500-2175 General Fund General Government Impact Fees Streets Projects ST1410 134-3431-500-7230 ST1402 134-3431-500-7230 ST1403 001-3431-500-7230 ST1404 001-3431-500-7230 ST1405 001-3431-500-7230 134-3431-500-7230 ST1406 001-3431-500-7230 134-3431-500-7230 ST1407 001-3431-500-7230 134-3431-500-7230 ST1408 001-3431-500-7230 ST1409 134-3431-500-7230 McDowell/ Litchfield to Sarival Rd., Fiber Installation Arterial Streets Development Impact Fees Indian School Rd./Litchfield to 303 Fiber Installation Arterial Streets Development Impact Fees I-10/303 Landscape, IGA with ADOT General Fund Goodyear Bvd. North West Quadrant Improvements General Fund Elwood - Connect Estrella and Sarival rRd. General Fund Arterial Streets Development Impact Fees Sarival, Van Buren to I-10, Street Improvements 4 lanes General Fund Arterial Streets Development Impact Fees Indian School Rd. from SR303 to West of Sarival General Fund Arterial Streets Development Impact Fees ST0602 MC85, Estrella Pkwy to Cotton Ln, IGA/Maricopa County General Fund Message Boards, Estrella at Mc85 and McDowell Arterial Streets Development Impact Fees Streets Projects $ 45,000 $ 52,000 $ 409,296 $ 2,500,000 $ $ 100,000 250,000 $ $ 94,000 232,132 $ $ 145,000 355,000 $ 1,400,296 $ $ 100,000 5,682,724 $ 260,000 $ 600,000 $ Water Projects $ 350,000 1,210,000 $ 350,000 $ Wastewater $ 100,000 450,000 $ 12,423,220 Water Projects WA0510 452-5010-500-7240 CAP Subcontract Capital Charges Water Resource Development Impact Fees WA1401 411-5010-500-7240 WA1402 151-3431-500-7230 CAP Water Purchase Water Enterprise Funds Storm Drain/Waterlines Historic Goodyear CDBG Grant Funding Wastewater WW1401 421-5210-500-7230 WW1402 471-5210-500-7230 Wastewater Line Wastewater Enterprise Funds RID Effluent water line Sewer Development Impact Fees TOTAL FY 14 CIP PROJECTS 228 FY 14 Schedule 10 Capital Improvement Plan Carryover By Funding Source Project Number TC0702 TC0701 TC0701 TC1301 TC0702 TC1101 ST0508 TC0401 TC0401 ST0805 ST1305 PK1201 ST1003 ST1204 ST1301 ST1302 ST1307 ST1306 PK1301 AT0701 PK1202 ST0508 Project Description FA1301 FA1102 FA1201 001-1740-500.22-15 001-1740-500.61-23 001-1740-500.74-35 001-1740-500.74-35 001-1740-500.74-40 001-1740-500.74-40 001-2130-500.10-30 001-2140-500.22-15 001-2210-500.74-40 001-3310-500.22-15 001-3430-500.21-05 001-3430-500.21-15 001-3430-500.21-75 001-3430-500.73-45 001-3430-500.73-45 001-3430-500.73-45 001-3430-500.73-45 001-3430-500.74-20 001-4310-500.21-05 001-4310-500.21-24 001-4310-500.73-32 001-4610-500.73-45 General Fund Total Roadway to Sonoran Valley 101-3310-500.22-15 HURF Total ITS Data Communication 122-1710-500.22-15 ITS Data Communication 122-1710-500.74-40 New City Telephone System 122-1710-500.74-40 Up-Grade City's ERP Solution 122-1740-500.74-35 General Government Development FeesTotal Equip Mgmt Fleet Facility 123-3430-500.21-15 Public Works Corp. Yard 123-3430-500.72-30 Public Works Facility- Wash Rack & Fuel Site 123-3430-500.72-30 TC0401 TC0401 FA1101 Install & Purchase Equipment Install & Purchase Equipment Police/Fire 911 Facility ST1101 ST1203 ST0508 Traffic Signal System Bullard 1-10/Estrella Pkw Traffic Signals FS1301 FA135A Impact Fee Study Library Improvements FS1301 Impact Fee Study TC0401 FS1301 Install & Purchase Equipment Impact Fee Study FS1301 Impact Fee Study FS1301 ST1305 ST1202 ST1204 ST1303 ST1304 ST1306 Impact Fee Study Transportation Master Plan Traffic Signal Fiber Traffic Control I-10/303 Indian School - Litchfield Rd. to 303 McDowell Rd. , Litchfield to Sarival Streets Support Appurtenance ST0805 TC0702 TC0702 TC1101 TC1301 Carryover Account Number ITS Data Communication ITS Up-Grades ITS Up-Grades Up-Grade City's ERP Solution ITS Data Communication New City Telephone System Traffic Signals Install & Purchase Equipment Install & Purchase Equipment Roadway to Sonoran Valley Transportation Master Plan Loma Linda Park Design 303 ROW Acquisition Traffic Control I10-303 I-10/303 Street Improvements Sarival,VanBuren to I-10 Improvements Traffic Control Speed Bumps Streets Support Appurtenance Parks City Wide Master Plan Art Projects Landscape Improvments- Yuma Rd Traffic Signals Public Works Development Fees Total 125-2110-500.74-40 125-2140-500.74-40 125-3430-500.72-30 Police Development Fees Total 126-3430-500.73-45 126-3430-500.73-45 126-4610-500.73-45 Traffic Development Fees Total 127-3310-500.21-75 127-3431-500.72-30 Library Development Fees Total 131-3310-500.21-75 Parks Development Fees Total 132-2110-500.74-40 132-3310-500.21-75 Fire Development Fees Total 133-3310-500.21-75 Police Development Fees Total 134-3310-500.21-75 134-3430-500.21-05 134-3430-500.73-45 134-3430-500.73-45 134-3430-500.73-45 134-3430-500.73-45 134-3430-500.74-20 229 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 10,553 3,068 459,651 44,377 9,924 8,217 12,002 9,845 316,128 85,764 84,565 27,393 3,155 39,185 109,800 258,010 50,000 34,800 73,000 15,032 1,305 2,621 1,658,394 370 370 6,750 12,471 306,560 108,650 434,431 250,000 1,549,616 1,095,438 2,895,053 1,349,658 1,042 2,466,308 3,817,008 220,505 100,000 2,849 323,354 9,214 973,833 983,047 9,214 9,214 8 9,214 9,221 9,214 9,214 9,214 250,000 210,000 135,677 55,000 18,708 85,200 FY 14 Schedule 10 Capital Improvement Plan Carryover By Funding Source Project Number ST0508 Project Description Traffic Signals 2 per yr 134-4610-500.73-45 Sewer Development Fees Total $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 48,906 812,706 907 907 18,739 18,739 1,597,000 116,603 6,055 25,000 10,000 1,754,659 52,823 52,823 22,822 22,822 2,757 2,757 621,928 621,928 21,656 183,631 72,812 278,099 671,862 29,005 84,602 157,655 943,124 68,148 39,150 405,733 649,999 1,163,030 12,940 66,307 1,377,370 956,323 2,412,940 5,484,352 5,484,352 9,214 601,657 610,871 9,214 112,998 122,212 9,214 131,570 140,784 Grand Total $ 24,582,057 FA1101 FA135C FA135D FA135E FA135F Traffic Development Fees Total Impact Fee Study 136-3310-500.21-75 Regional Transportation Development Fees Total Park Restoration Project 151-3430-500.72-30 CDBG Grant Police/Fire 911 Facility 375-3431-500.72-30 Franklin Pierce Facility Improvements 375-3431-500.72-30 Development Services Building Improvements 375-3431-500.72-30 Fire Administration Facility Remodel 375-3431-500.72-30 Police Administration Facility Remodel 375-3431-500.72-30 WA1302 Purchase CAP Water AT0701 Art Projects WA0510 CAP M-I Charges WW1101 Corgett Capacity Expansion WW0511 WW0402 WW0401 Lift Station Upgrade SAT Site #1 SCADA System WW1302 WW0401 WW0511 WW1001 GWRF 2 MGD Expansion Design SCADA System Lift Station Upgrade RVWRF-Regulatory Compliance WW1302 AT0701 WW1101 WW0401 GWRF 2 MGD Expansion Design Art Projects Corgett Capacity Expansion SCADA System WR1201 WR1202 WR1001 WW1002 I-10/303 Landscape Reclaimation Reclaim System Expansion Reclaimed Water System Reclaimed System Expansion SD1201 Stadium Infrastructure FS1301 WA0508 Impact Fee Study New Transmission Lines FS1301 WA1301 Impact Fee Study CGARD Recharge FS1301 WW1301 Impact Fee Study Brine Management Study FS1301 PK1101 Carryover Account Number Bond Funds 411-5110-500.75-40 Water Enterprise 414-5110-500.21-24 Water Bond 416-5110-500.75-41 Water Development Fees Total 421-5210-500.72-40 Wastewater Enterprise 423-5210-500.21-15 423-5210-500.73-20 423-5210-500.74-12 Waswater Bond 425-5210-500.21-15 425-5210-500.72-40 425-5210-500.72-40 Improvements 425-5210-500.72-40 Sewer Deveopment Fees Total 426-5210-500.21-15 426-5210-500.21-24 426-5210-500.72-30 426-5210-500.74-16 Wastewater Bond 427-3430-500.73-32 427-3430-500.73-40 427-4010-500.72-40 427-5210-500.72-40 Reclaimed Development Fees Total 445-3430-500.73-30 451-3310-500.21-75 451-3430-500.75-40 Water Development Fees Total 452-3310-500.21-75 452-5110-500.75-40 Water Resource Development Fees 471-3310-500.21-75 471-3310-500.21-75 230 City of Goodyear Schedule 11 Summary of Recommended Supplemental for FY 2014 General Fund Dept Div Supp No Dept Priority Supp Name One-Time Cost Ongoing Costs Total Cost Mayor and Council 11 10 110 1 Professional Conference Attendance $0 $43,500 $43,500 67 1 Dues/Memberships $0 $10,000 $10,000 71 1 City Council Retreat Facilitation Services $0 $9,000 $9,000 78 1 AV Equipment $81,000 $0 $81,000 $0 $70,000 $70,000 $1,000 $0 $1,000 $30,000 $0 $30,000 $1,350 $0 $1,350 City Manager 13 10 City Manager 13 10 City Manager 13 50 City Manager 13 20 121 1 Lobbyist Services 127 3 Training & Development 156 1 Goodyear Website Design Consultant 158 0 Computer Supplies & Computer Equipment 50 162 0 Contract Services Communications $60,000 $0 $60,000 20 16 2 D-FAST Software (CFD special assessment software) $49,500 $6,500 $56,000 30 161 0 Consulting Services/Priority Based Budgeting $75,000 $0 $75,000 $800,000 $0 $800,000 $10,000 $5,000 $15,000 $0 $100,000 $100,000 $200,000 $0 $200,000 City Manager 13 20 231 City Manager 13 50 City Manager 13 20 City Manager 13 Finance 16 Finance 16 Information & Technology Services 17 20 4 0 Hardware Replacement Information & Technology Services 17 10 13 0 PCI Compliance Information & Technology Services 17 30 63 0 Web Developer Information & Technology Services 17 10 Human Resources 66 0 Web Content Management System City of Goodyear Schedule 11 Summary of Recommended Supplemental for FY 2014 General Fund Dept 18 Div 30 Supp No Dept Priority Supp Name 73 1 Developing Leader training 167 0 Tale of Two Cities Parade 10 170 0 Economic Development Aviation project 10 112 1 Increase Fuel Costs 30 115 2 Increase Overtime Funds 10 120 3 Police Impound Yard 40 123 10 128 10 147 10 Records Analyst 60 148 11 Property and Evidence Custodian 10 153 15 New World Systems Upgrades 10 163 30 81 1 Emergency Services Agreement 30 86 4 Medi-Redi Controlled Temperature Security Device 40 88 5 OP12- 2012 APX7500 Radio (New) 30 90 6 Increase to annual budget amount for EMS supplies One-Time Cost Ongoing Costs Total Cost $15,000 $0 $15,000 $0 $30,000 $30,000 $131,000 $0 $131,000 $0 $63,000 $63,000 $100,000 $0 $100,000 $76,296 $0 $76,296 4 O&M Costs for new Telecommunications Facility $0 $29,400 $29,400 5 Increase in County Booking Fees $0 $100,000 $100,000 $6,500 $75,000 $81,500 $0 $75,000 $75,000 $75,000 $0 $75,000 $10,000 $0 $10,000 $0 $24,028 $24,028 $42,534 $1,000 $43,534 $8,000 $0 $8,000 $0 $10,500 $10,500 Non-Departmental 19 10 Non-Departmental 19 Police 21 Police 21 Police 21 Police 232 21 Police 21 Police 21 Police 21 Police 21 Police 21 0 Facility Improvements- Evidence Storage Fire 22 Fire 22 Fire 22 Fire 22 City of Goodyear Schedule 11 Summary of Recommended Supplemental for FY 2014 General Fund Dept Div Supp No Dept Priority Supp Name One-Time Cost Ongoing Costs Total Cost Fire 22 40 105 13 SCBA/Breathing Air Compressor Replacement $300,000 $0 $300,000 50 109 16 Part time Community Education Specialists $31,500 $0 $31,500 3 Economic Development Marketing $40,000 $0 $40,000 0 Economic Development Strategic Plan $10,000 $0 $10,000 0 License Plate Study $10,000 $0 $10,000 $8,000 $0 $8,000 $72,570 $0 $72,570 $0 $26,000 $26,000 $0 $17,178 $17,178 $40,000 $0 $40,000 $6,000 $0 $6,000 $72,000 $0 $72,000 $7,500 $0 $7,500 5 Inspector Overtime $0 $20,000 $20,000 2 On-Call, Standby, and Overtime Funding $0 $25,000 $25,000 Fire 22 Economic Development 32 10 9 Economic Development 32 10 10 Economic Development 32 10 155 Economic Development 32 10 164 0 ULI Study 233 Building Safety 33 44 6 1 Temporary Inspector - Existing Development Services 33 10 8 10 Credit Card Services Building Safety 33 45 55 0 Code Compliance Additional Funds 56 4 Inspector - Temp New Position 65 6 Seminars & Conferences 83 0 General Plan Update 96 0 Planning and Zoning Division Travel Development Services 33 10 Development Services 33 10 Development Services 33 10 Development Services 33 10 Engineering 34 34 133 Building Services 42 10 Building Services 75 City of Goodyear Schedule 11 Summary of Recommended Supplemental for FY 2014 General Fund Dept 42 Div Supp No Dept Priority Supp Name One-Time Cost Ongoing Costs Total Cost 10 80 3 Facility Improvements $75,000 $0 $75,000 10 93 8 Parks Sidewalk Improvements $90,000 $0 $90,000 10 95 2 Plant/Tree Replacement $100,000 $0 $100,000 10 97 1 Parks Equipment Replacement $260,000 $0 $260,000 30 99 2 Ballpark Equipment Replacement $250,000 $0 $250,000 10 100 7 Equipment to Outfit Irrigation Maintenance Truck $12,000 $0 $12,000 10 114 3 Park Ammenities Replacement $75,000 $0 $75,000 10 134 9 Equipment Trailer $15,000 $0 $15,000 10 139 6 Irrigation Pump Repair $15,000 $0 $15,000 10 142 5 Parks Foreman Position $0 $55,000 $55,000 60 98 $50,500 $7,000 $57,500 30 103 7 Pavement Preservation $1,050,000 $0 $1,050,000 50 122 9 Retrofit Illuminated Street Name Signs $0 $25,000 $25,000 50 126 8 Wiring and Conduit Replacement Parks 43 Parks 43 Parks 43 Parks 43 Parks 43 Parks 234 43 Parks 43 Parks 43 Parks 43 Streets 46 5 Computer/Traffic Signal Management Software Streets 46 Streets 46 Streets 46 Totals: $0 $56,000 $4,362,250 $883,106 $56,000 $5,245,356 City of Goodyear Schedule 11 Summary of Recommended Supplemental for FY 2014 Sanitation Dept Div Supp No Dept Priority Supp Name One-Time Cost Ongoing Costs Total Cost Sanitation 49 10 40 1 Residential Garbage Line Item Increase Totals: $0 $296,323 $0 $296,323 $296,323 $296,323 235 City of Goodyear Schedule 11 Summary of Recommended Supplemental for FY 2014 Wastewater Dept Div Supp No Dept Priority Supp Name One-Time Cost Ongoing Costs Total Cost Wastewater 52 10 21 6 Groundwater Savings Facility Permit Fee with RID $40,000 $0 $40,000 23 5 SAT Site Recommissioning ADWR Permit Fee $65,000 $0 $65,000 29 1 Wastewater Collection Ongoing O&M $0 $175,000 $175,000 32 12 Laboratory Services Line Item Increase $7,050 $0 $7,050 Wastewater 52 10 Wastewater 52 20 Wastewater 52 54 Wastewater 52 51 44 2 Corgett Water Reclamation Facility Ongoing O&M $105,000 $55,650 $160,650 45 3 Goodyear Water Reclamation Facility Ongoing O&M $140,000 $52,000 $192,000 46 4 Rainbow Valley WRF Ongoing O&M $115,000 $32,350 $147,350 47 7 Process Air Blower Replacement $105,000 $0 $105,000 48 9 Step Screen Replacement $50,000 $0 $50,000 $30,000 $76,155 $106,155 $657,050 $391,155 Wastewater 52 52 236 Wastewater 52 53 Wastewater 52 51 Wastewater 52 53 Wastewater 52 54 64 10 Industrial Pretreatment Coordinator Totals: $1,048,205 City of Goodyear Schedule 11 Summary of Recommended Supplemental for FY 2014 Water Resources Department Dept Div Supp No Dept Priority Supp Name One-Time Cost Ongoing Costs Total Cost Water Resources Department 51 50 18 1 Annual Groundwater Withdrawal Fees to ADWR $0 $10,000 $10,000 3 Central Arizona Replenishment Obligation $0 $50,000 $50,000 $15,000 $0 $15,000 $0 $162,293 $162,293 $200,000 $0 $200,000 $0 $100,000 $100,000 $100,000 $0 $100,000 $315,000 $322,293 Water Resources Department 51 50 20 Water Resources Department 51 50 26 2 ADWR Well Spacing and Well Impact Analysis Water Resources Department 51 20 28 5 Water Distribution Ongoing O&M Water Resources Department 51 10 160 1 Utilities Rate Study Water Resources Department 51 50 168 4 Water Resources Planning Advisor 237 Water Resources Department 51 50 169 0 Designation of Assured Water Supplies Renewal Totals: $637,293 City of Goodyear Schedule 11 Summary of Recommended Supplemental for FY 2014 One-Time Cost Grand Total: $5,334,300 Ongoing Costs $1,892,877 Total Cost $7,227,177 238 CITY OF GOODYEAR Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2014 FUND 1. General Fund ADOPTED BUDGETED EXPENDITURES/ EXPENSES* 2013 ACTUAL EXPENDITURES/ EXPENSES** 2013 $ $ 83,302,191 61,393,636 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 ESTIMATED FUND REVENUES BALANCE/ OTHER THAN NET PROPERTY TAX PROPERTY POSITION*** REVENUES TAXES 2014 2014 July 1, 2013** Primary: 7,012,561 $ 66,317,439 $ 24,532,630 $ Secondary: 4,135,351 17,550,187 6,274,124 OTHER FINANCING 2014 SOURCES $ $ TOTAL FINANCIAL RESOURCES AVAILABLE 2014 INTERFUND TRANSFERS 2014 IN $ 2,800,000 $ 10,199,374 $ $ 89,835,133 6,918,678 5,192,669 30,150,162 8,303,040 8,085,651 8,085,651 45,110 3,544,906 3,590,016 8,005,097 8,085,651 8,085,651 45,110 3,544,906 3,590,016 8,005,097 40,393,425 23,230,178 1,754,649 8,692,612 39,910,383 45,618,416 7. Permanent Funds 2,190,500 90,463,256 BUDGETED EXPENDITURES/ EXPENSES 2014 29,463,122 441,300 8. Enterprise Funds Available 239 9. Less: Amounts for Future Debt Retirement 10. Total Enterprise Funds 11. Internal Service Funds 49,437,393 43,051,151 27,279,134 30,680,527 9,293,163 4,084,289 63,168,535 51,228,440 49,437,393 43,051,151 27,279,134 30,680,527 9,293,163 4,084,289 63,168,535 51,228,440 1,982,940 1,982,940 2,009,873 2,009,874 2,009,873 12. TOTAL ALL FUNDS $ 190,120,278 $ 142,936,225 $ 71,603,010 $ 11,147,912 $ 117,519,481 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 $ 29,463,122 $ $ 14,283,663 2013 $ 190,120,278 2014 $ 205,000,000 190,120,278 205,000,000 $ 190,120,278 $ 311,679,827 $ 205,000,000 $ 324,861,363 $ 14,283,663 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 Position amounts except for amounts not in spendable form (e.g., prepaids and inventories) or legally or contractually required to be maintained intact (e.g., principal of a permanent fund). SCHEDULE A $ 229,292,225 $ 205,000,000 CITY OF GOODYEAR Tax Levy and Tax Rate Information Fiscal Year 2014 2013 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) $ 2014 6,693,094 $ 7,012,561 $ $ 6,693,094 4,018,436 10,711,530 7,012,561 4,135,351 11,147,912 $ 6,693,094 $ 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. 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 $ $ $ $ 6,693,094 5. Property tax rates A. City/Town tax rate (1) Primary property tax rate 1.1115 1.1994 (2) Secondary property tax rate 0.6635 0.7006 (3) Total city/town tax rate 1.7750 1.9000 B. Special assessment district tax rates Secondary property tax rates - As of the date the proposed budget was prepared, the city/town was operating special assessment districts for which secondary 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. SCHEDULE B 240 CITY OF GOODYEAR Revenues Other Than Property Taxes Fiscal Year 2014 ESTIMATED REVENUES 2013 SOURCE OF REVENUES ACTUAL REVENUES* 2013 ESTIMATED REVENUES 2014 GENERAL FUND Local taxes Construction Sales Tax General Sales Tax Franchise Taxes $ 5,000,000 32,726,495 2,535,000 $ 6,500,000 33,049,826 2,535,900 $ 6,000,000 34,045,555 2,535,900 Licenses and permits Business Licenses Non-Business Licenses 215,000 5,400 215,000 10,150 238,000 12,000 Intergovernmental State Shared Sales Tax Urban Revenue Auto Lieu 5,458,311 6,667,096 2,163,966 5,458,311 6,667,096 2,000,000 5,640,254 7,282,401 2,175,814 Charges for services General Gov't Rentals Recreation Community Development Public Safety Building Safety Misc. 510,500 42,000 315,400 769,100 2,915,000 380,000 609,738 712,000 80,000 303,400 930,000 202,000 3,770,000 395,300 712,000 40,000 338,900 940,000 182,000 3,770,000 574,515 Fines and forfeits Court Fines 693,400 742,396 684,600 Interest on investments Interest Earnings 110,500 125,500 125,500 In-lieu property taxes Utility In-lieu 900,000 900,000 900,000 105,000 123,300 120,000 Contributions Voluntary contributions Miscellaneous Police Impound Fees Total General Fund $ 62,121,906 $ 64,720,179 $ 66,317,439 * 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. SCHEDULE C 241 CITY OF GOODYEAR Revenues Other Than Property Taxes Fiscal Year 2014 ESTIMATED REVENUES 2013 SOURCE OF REVENUES ACTUAL REVENUES* 2013 ESTIMATED REVENUES 2014 SPECIAL REVENUE FUNDS Highway User Fund Revenues Court Enhancement Fees JCEF LTAF Fill-the -Gap Marquee Sign Revenue $ Grants Community Development Block Grant Misc. $ 3,708,514 60,000 $ 10,000 3,783,314 60,000 40,000 288,701 13,800 533,873 $ 2,000,000 $ 5,778,514 7,000 100,000 350,000 2,000,000 2,000,000 $ 3,717,124 60,000 40,000 $ $ Total Special Revenue Funds $ $ $ 6,719,688 $ 6,274,124 * 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. SCHEDULE C 242 CITY OF GOODYEAR Revenues Other Than Property Taxes Fiscal Year 2014 ESTIMATED REVENUES 2013 SOURCE OF REVENUES ACTUAL REVENUES* 2013 ESTIMATED REVENUES 2014 DEBT SERVICE FUNDS McDowell Rd. Improvement District Proposed Improvement District $ 3,581,500 $ 2,431,718 $ 3,544,906 $ 3,581,500 $ 2,431,718 $ 3,544,906 Total Debt Service Funds $ 3,581,500 $ 2,431,718 $ 3,544,906 $ 2,066,174 3,772,635 118,638 $ 2,168,131 4,382,541 $ 3,781,448 4,911,164 Total Capital Projects Funds $ 5,957,447 $ 6,550,672 $ 8,692,612 CAPITAL PROJECTS FUNDS Non- Utility Development Fees Utility Development Fees WIFA * 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. SCHEDULE C 243 CITY OF GOODYEAR Revenues Other Than Property Taxes Fiscal Year 2014 ESTIMATED REVENUES 2013 SOURCE OF REVENUES ACTUAL REVENUES* 2013 ESTIMATED REVENUES 2014 PERMANENT FUNDS $ $ $ $ $ $ Total Permanent Funds $ $ $ ENTERPRISE FUNDS Water Wastewater Sanitation Stadium $ 12,523,869 10,624,491 6,153,230 1,562,925 $ 11,205,429 10,524,491 6,157,380 1,562,925 $ 12,019,480 10,624,491 6,398,656 1,637,900 Total Enterprise Funds $ 30,864,515 $ 29,450,225 $ 30,680,527 * 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. SCHEDULE C 244 CITY OF GOODYEAR Revenues Other Than Property Taxes Fiscal Year 2014 ESTIMATED REVENUES 2013 SOURCE OF REVENUES ACTUAL REVENUES* 2013 ESTIMATED REVENUES 2014 INTERNAL SERVICE FUNDS Fleet Maintenance $ $ $ $ $ $ Total Internal Service Funds $ $ $ 2,009,874 $ 117,519,482 TOTAL ALL FUNDS $ 108,303,882 $ 109,872,482 2,009,874 * 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. SCHEDULE C 245 CITY OF GOODYEAR Other Financing Sources/ and Interfund Transfers Fiscal Year 2014 OTHER FINANCING 2014 SOURCES FUND GENERAL FUND Stadium HURF Water Resources Wastewater Sanitation $ $ INTERFUND TRANSFERS 2014 IN $ $ 8,008,874 2,190,500 $ 10,199,374 $ $ 1,200,000 700,000 900,000 2,800,000 $ $ $ 2,190,500 $ Total Special Revenue Funds $ $ $ 2,190,500 $ $ $ $ $ Total Debt Service Funds $ $ $ $ Total General Fund $ SPECIAL REVENUE FUNDS HURF DEBT SERVICE FUNDS CAPITAL PROJECTS FUNDS Proposed Improv. Districts $ 29,463,122 $ $ $ Total Capital Projects Funds $ 29,463,122 $ $ $ $ $ $ $ Total Permanent Funds $ $ $ $ $ $ PERMANENT FUNDS ENTERPRISE FUNDS Water $ Wastewater Sanitation Stadium Utility Dev. Impact Fees Total Enterprise Funds $ 834,289 450,000 $ 1,200,000 700,000 900,000 8,008,874 $ $ 9,293,163 $ $ $ $ $ Total Internal Service Funds $ $ $ $ $ $ 1,284,289 4,084,289 INTERNAL SERVICE FUNDS TOTAL ALL FUNDS $ 29,463,122 SCHEDULE D 246 14,283,663 $ 14,283,663 CITY OF GOODYEAR Expenditures/Expenses by Fund Fiscal Year 2014 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2013 FUND/DEPARTMENT GENERAL FUND Administration Support Services Public Safety Parks/Recreation Development Services Public Works Contingency Capital Improvement Projects Debt Service Other/One-Time $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2013 ACTUAL EXPENDITURES/ EXPENSES* 2013 7,169,286 8,189,372 29,362,417 4,239,405 4,124,505 3,387,413 16,347,842 4,093,049 619,500 4,540,000 $ $ 6,094,447 12,123,143 28,935,669 4,849,043 5,993,305 2,440,579 16,347,842 7,740,983 1,148,122 4,162,000 82,072,789 $ 1,229,402 $ 61,393,636 $ 89,835,133 SPECIAL REVENUE FUNDS HURF $ Grants Court Enhancement(grant contingency) 4,800,468 2,030,000 $ 88,210 $ 4,792,669 400,000 $ 5,887,945 2,368,739 46,356 Total Special Revenue Funds $ 6,830,468 $ 88,210 $ 5,192,669 $ 8,303,040 $ 4,507,713 3,577,938 $ $ 4,507,713 3,577,938 $ 4,460,191 3,544,906 Total Debt Service Funds $ 8,085,651 $ $ 8,085,651 $ 8,005,097 12,417,916 $ 12,873,849 10,356,329 $ 32,770,150 45,188,066 $ 4,181,308 $ 10,356,329 (19,332,278) (4,794,641) $ 23,230,178 $ 14,400,635 1,754,659 29,463,122 45,618,416 $ $ $ $ Total Permanent Funds $ $ $ $ Total General Fund $ DEBT SERVICE FUNDS GO Debt Service Improvement Dist. Debt CAPITAL PROJECTS FUNDS Non -Utility Dev. Impact Fees $ Capital Projects Fund Proposed Imprv. District Total Capital Projects Funds $ 128,500 $ 959,333 (449,698) 568,521 220,980 (842,318) 5,735,429 7,370,435 27,894,296 4,197,011 4,124,505 2,629,327 BUDGETED EXPENDITURES/ EXPENSES 2014 4,093,049 1,263,584 4,086,000 644,084 PERMANENT FUNDS ENTERPRISE FUNDS Water /Wastewater Wastewater Water/Wastewater - CIP Utility Dev. Impact Fees Stadium Stadium CIP Sanitation Developer Reimbursements $ 20,121,115 $ 1,617,868 7,778,443 9,359,839 5,700,000 5,245,761 Total Enterprise Funds $ 1,688,447 $ 20,803,506 $ 10,845,574 10,120,768 2,467,285 5,214,616 9,646,263 5,484,352 5,340,412 2,109,170 1,132,508 6,491,995 9,359,839 (2,144,080) 70,000 5,263,303 49,823,026 $ (385,633) $ 43,051,151 $ 51,228,440 $ 1,982,940 $ $ 1,982,940 $ 2,009,874 Total Internal Service Funds $ TOTAL ALL FUNDS $ 1,982,940 193,982,940 $ $ $ (3,862,662) $ 1,982,940 142,936,225 $ $ 2,009,874 205,000,000 INTERNAL SERVICE FUNDS Fleet Services * 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. SCHEDULE E 247 CITY OF GOODYEAR Expenditures/Expenses by Department Fiscal Year 2014 ADOPTED BUDGETED EXPENDITURES/ EXPENSES DEPARTMENT/FUND Mayor/Council General Fund EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2013 ACTUAL EXPENDITURES/ EXPENSES* 2013 BUDGETED EXPENDITURES/ EXPENSES 2013 2014 $ 250,689 $ $ 240,256 $ 296,678 Department Total $ 250,689 $ $ 240,256 $ 296,678 City Clerk General Fund List other funds Department Total $ City Manager's General Fund Department Total $ Non-Departmental General Fund Grants Contingency Department Total $ Legal Services General Fund Department Total $ Finance General Fund Development Impact Fees CIP Debt Service Proposed Improv. District Improvement Dist Department Total $ Information Technology General Fund Prior Year Carryover Department Total $ Human Resources General Fund Department Total $ Police General Fund Towing Fund Development Fees Department Total $ Fire General Fund Development Fees Department Total $ Municipal Court General Fund Court Enhancement(grant contingency) Department Total $ Development Services General Fund Department Total $ Engineering General Fund HURF CIP Department Total $ Parks General Fund Development Reimbursements Stadium Infrastructure- CIP Stadium Fund Department Total $ Public Works General Fund HURF Fleet Maintenance Capital Projects Utility Bonds WaterOperating Fund CIP Dev. Impact Fees Debt Service Developer Reimbursement Wastewater Operating Fund CIP/Utility Bonds WIFA Debt Service Developer Reimbursement Sanitation Operating Fund Department Total $ 734,318 734,318 726,429 $ $ 2,511,374 2,511,374 6,059,400 2,030,000 16,347,842 24,437,242 128,500 $ $ 128,500 2,918,561 4,945,388 4,093,049 10,662,472 32,770,150 3,577,938 58,967,558 $ 2,359,400 (2,062,260) $ 2,359,400 $ (2,062,260) $ 2,452,556 (4,003,528) $ $ $ 959,333 $ $ 959,333 2,239,383 1,972,879 110,313 4,322,575 $ $ 1,347,193 $ 14,496 $ $ 63,000 9,153,220 29,463,122 $ $ 460,617 $ 583,260 50,000 3,387,413 2,717,276 600,000 $ 3,140,357 $ 474,735 2,499,436 15,923,721 $ 15,923,721 13,011,948 $ 13,011,948 974,333 46,356 $ 1,020,689 3,703,014 $ 3,703,014 4,060,812 2,140,470 (146,479) 6,054,803 $ 2,290,291 5,887,575 24,265,386 32,443,252 4,239,405 #VALUE! $ 3,998,672 2,499,436 3,140,357 765 266,235 (223,698) 43,302 $ 401,024 1,034,284 938,982 41,740,977 3,998,672 938,982 460,617 $ 12,409,532 1,347,193 3,124,635 12,409,532 63,000 $ 2,363,374 14,576,399 14,496 $ 2,486,667 (269,155) $ 4,239,405 5,700,000 3,824,580 13,763,985 $ 6,662,400 2,000,000 16,347,842 25,010,242 2,363,374 14,576,399 1,885,122 1,885,122 35,707,988 (269,155) 941,182 941,182 2,885,330 2,486,667 13,471,949 771,829 14,243,778 $ 2,656,484 7,038,541 14,706,407 11,306,556 4,071,308 10,613,358 644,084 (19,332,278) $ 1,313,505 590,913 2,885,330 1,313,505 2,452,556 14,853,463 95,823 6,700,699 21,649,985 2,626,885 (2,062,260) 2,818,255 240,000 3,058,255 $ 2,626,885 1,313,505 1,313,505 726,429 590,913 4,849,043 #VALUE! $ 2,040,439 5,484,352 9,646,774 19,980,169 2,440,579 2,009,874 4,902,358 2,439,585 7,778,443 390,234 (1,866,458) 4,826,999 573,127 5,322,911 1,025,645 995,840 5,522,663 893,200 3,373,951 10,904,451 118,638 1,061,749 1,036,843 3,284,861 7,579,514 4,367,196 1,441,129 4,218,776 5,753,572 1,215,970 5,245,761 70,000 4,980,829 5,340,413 41,467,876 $ 1,167,103 SCHEDULE F 248 $ 23,285,769 $ 40,547,768 CITY OF GOODYEAR Full-Time Employees and Personnel Compensation Fiscal Year 2014 FUND GENERAL FUND Full-Time Equivalent (FTE) 2014 Employee Salaries and Hourly Costs 2014 Retirement Costs 2014 Total Estimated Personnel Compensation 2014 Other Benefit Costs 2014 Healthcare Costs 2014 415 $ 27,768,917 $ 3,843,833 $ 5,177,065 $ 2,948,251 = $ 39,738,066 16 $ 946,280 $ 106,537 $ 196,520 $ 93,843 = $ 1,343,180 16 $ 946,280 $ 106,537 $ 196,520 $ 93,843 = $ 1,343,180 SPECIAL REVENUE FUNDS Total Special Revenue Funds DEBT SERVICE FUNDS Total Debt Service Funds 249 $ $ $ $ = $ $ $ $ $ = $ $ $ $ $ = $ $ $ $ $ = $ $ $ $ $ = $ $ $ $ $ = $ CAPITAL PROJECTS FUNDS Total Capital Projects Funds PERMANENT FUNDS Total Permanent Funds ENTERPRISE FUNDS 74 6 $ 3,939,326 415,980 $ 443,795 43,319 $ 921,186 79,836 $ 425,605 40,071 = $ 5,729,912 579,206 Total Enterprise Funds 80 $ 4,355,306 $ 487,114 $ 1,001,022 $ 465,676 = $ 6,309,118 TOTAL ALL FUNDS 511 $ 33,070,503 $ 4,437,484 $ 6,374,607 $ 3,507,770 = $ 47,390,364 FLEET (ISF) SCHEDULE G This page intentionally left blank. 250 This page intentionally left blank. 251 252 253 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. 254 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. 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 longlived, high-cost, tangible assets. “Long-lived” implies a useful life in excess of one year. “Highcost” 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. 255 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. 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. 256 FUND BALANCE Fund balance is the excess of assets over liabilities and reserves and is therefore known as surplus funds. FUND SUMMARY A fund summary, as reflected in the budget document, is a combined statement of revenues, expenditures, and changes in fund balance for the prior year’s actual, adopted, and estimated budgets, and the current years adopted budgets. GAAP (GENERAL ACCEPTED ACCOUNTING PRINCIPLES) A standard established by the Accounting Practices Board of the American Institute of Certified Public Accountants. These rules, conventions, and procedures define accepted accounting practices. GENERAL FUND (SEE REVENUE FUNDS) GOVERNMENT FINANCE OFFICERS ASSOCIATION (GFOA) BUDGET PRESENTATION AWARD The GFOA Budget Presentation Awards Program is an international awards program for governmental budgeting. Its purpose is to encourage exemplary budgeting practices and to provide peer recognition for government finance officers preparing budget documents. Award criteria include 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. 257 INTERNAL SERVICE FUND (SEE REVENUE FUNDS) MODIFIED ACRUAL METHOD OF ACCOUNTING Based on revenues being recognized in the period when they become available and measurable (known). To be used to pay expenditures are incurred, regardless of when the receipt or payment of cash takes place. OPERATING BUDGET The operating budget is the plan for current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing, acquisition, spending, and service delivery activities of a government are controlled. The use of annual operating budgets is required by law in Arizona. ORDINANCE An ordinance is a formal legislative enactment by the governing body of a municipality. If it is not in conflict with any higher form of law, such as a state statute or a constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies. PAY-AS-YOU-GO CAPITAL IMPROVEMENT PROJECTS Pay-as-you-go capital improvement projects are capital projects whose funding source is derived from City revenue sources other than through the sale of voter-approved bonds. PERFORMANCE (MEASURES) INDICATORS Performance Indicators are quantifiable measurements, agreed to beforehand, that reflect the critical success factors of an organization. Whatever performance Indicators are selected, they must reflect the organization's goals, they must be key to its success and they must be quantifiable (measurable). Performance Indicators usually are long-term considerations. The definition of what they are and how they are measured do not change often. The goals for a particular performance indicator may change as the organization's goals change, or as it gets closer to achieving a goal. PRIMARY PROPERTY TAX Primary property taxes are levied for the purpose of funding general government operations. Annual increases are limited to 2% of the previous year’s maximum allowable primary property tax levy plus allowances for new construction and annexation of new property and tort litigation settlements. PROPERTY TAX Property tax is based according to value of property and is used as the source of moneys to pay general obligation debt (secondary property tax) and to support the general fund (primary property tax). 258 PROPRIETARY FUNDS Funds that focus on the determination of operating income, changes in net assets (or cost recovery), financial position, and cash flows. There are two different types of proprietary funds: enterprise funds and internal service funds. See these two definitions under revenue funds. RESERVE Reserve is an account which records a portion of the fund balance which must be segregated for some future use and which is, therefore, not available for further appropriation or expenditure. REVENUE FUNDS Income collected by municipalities for public use. Capital Fund: Fund used to accumulate the revenues and expenditures for the acquisition or repair and replacement of the capital assets in a municipality. In general, capital assets refer to buildings, equipment, infrastructure, arenas, trucks, graders, roads, water/sewer systems and the like. Debt Service Fund: Fund established for the cash required over a given period for the repayment of interest and principal on a debt. Enterprise Fund: A governmental accounting fund in which the services provided, such as water or sewer or sanitation, are financed and operated similarly to those of a private business. The rate schedules for those services are established to ensure that user revenues are adequate to meet necessary expenditures. General Fund: The largest fund within the City, the General Fund accounts for most of the financial resources of the government that are not accounted for in other funds. General fund revenues include primary property taxes, licenses and permits, local taxes, and service charges. General fund services include police, fire, finance, information systems, administration, courts, attorneys, and parks and recreation. Internal Service Fund: Finance and account for the operations of agencies that provide services to other agencies, institutions, or other governmental units on a costreimbursed basis. Special Assessment Fund: A compulsory levy made against certain properties to defray all or part of the cost of a specific capital improvement or service deemed to benefit primarily those properties. 259 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 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 taxes are levied for the purpose of funding the principal, interest, and redemption charges on general obligation bonds of the City. The amount of this tax is determined by the annual debt service requirements on the City’s general obligation bonds. SPECIAL ASSESSMENT FUND (SEE REVENUE FUNDS) STATE-SHARED REVENUES Revenues including state income tax, sales tax, and motor vehicle registration fees. In accordance with longstanding agreements, these revenues are collected by the State of Arizona and distributed to cities and towns on a population-based formula. The State also allocates a portion of gas tax revenues and lottery proceeds to cities which is used to fund city road & transportation projects. STEWARDSHIP OF RESOURCES In general, stewardship is responsibility for taking good care of resources. SUPPLEMENTAL REQUEST A Request by the departments to increase their base budget. TAX LEVY The total amount to be raised by general property taxes for purposes specified in the Tax Levy Ordinance. TAX RATE The tax rate is the amount of tax levied for each $100 of assessed valuation. TAXES Taxes are compulsory charges levied by a government for the purpose of financing services performed for common benefit. This term does not include specific charges made against particular persons or property for current or permanent benefits such as special assessments. Neither does the term include charges for services rendered only to those paying such charges, such as water service. 260 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. 261 City of Goodyear 262 263 264 265 266 267 268 269 270 271 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 MCDOT MGD M-I O&M PDS 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 272 Maricopa County 85 Maricopa County Department of Transportation Million Gallons per Day Municipal & Industrial Operations and Maintenance Professional Development Series 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