fiscal year 2014-2015 Contractual Services data analysis Information collection revenue priority indicator budget ongoing Improvement trending Performance forecast data balance methodology measurement Commodities capital Finance research revenue balance tracking mission Commodities personnel Forecast trending Finance Expenditure onetime resource trending bonds studies Improvement CITY OF GOODYEAR Annual Budget analysis Expenditure tracking information Finance data analysis City of Goodyear 2015 ANNUAL BUDGET Submitted to the City Council June 23, 2014 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………………………………………………………………………….………………………………….…………..16 Table of Organization…………………………………………………………………….………………………………………….…………..17 Financial Organization Chart……………………………………………………………….……………………………….………………..18 History and Community Profile………………………………………………………………………………………………………………20 Financial Plan Financial Policies……………………………………………………………………………………………………………….……….………….33 Long Term Financial Plan……………………………………………………………………………………………………………………….37 Budget Summary Budget Process…………………………………………………………………………………………………….……………………….……….45 FY15 Budget Development Process….……………………………………………………………………………………………………48 Budget Amendments…………………………………………………………………………………………………………………………….48 Performance Management Program……………………………………………………………………………………………………..49 City Strategic Action Plan……………………………………………………………………………………………………………………….49 Priority Based Budgeting (PBB)………………………………………………………………………………………………………………52 CityStat Performance Measurement Program……………………………………………………………………………………....52 Budget Basis………………………………………………………………………………………………………………………………………….54 Budget Summary…………………………………………………………………………………………………………………………………..55 FY15 Operating Budget………………………………………………………………………………………………………………………….57 Other Funds…………………………………………………………………………….…………………………………………………………….58 Departmental Budgets Mayor & Council……………………………………….………………………………………………………………….…….…………………63 City Clerk………………………………………………….………………………………………………………….…………….………………….65 City Manager……………………………………………………………….…………………………………………….…….……………………69 Legal Services…………………………………………………………….……………………………….……………………….………………..76 Finance………………………………………………………………………………………………….…………………………………….………..80 Information Technology…………………………………………………………….………………………………….………………………88 Human Resources……………………………………………………………………………………….……………………….………………..93 Police……………………………………………………………………………………….……………………………….…………………….…….98 Fire……………………………………………………………………….……………………………………….……………………………..……..106 Municipal Court………………………………………………………………………………………………….……………………………….113 Development Services……………………………………………………………………………………………….……………….……….117 Engineering………………………………………………………………………………………………………………………….………………124 Public Works…………………………………………………………………………….…………………………………………………….……134 Parks……………………………………………………………………………………………………………………………………….….……….144 i Capital Improvement Program (CIP) CIP Summary………………………………………………………………….……………………………………….…………………………..153 Ten‐year CIP…………………………………………………………………………………………………………………………………………154 Financing the Capital Improvement Program……………………………………………………………………………………….155 Sources of Funding for CIP…………………………………………………………………………………………………………………..156 CIP Review…………………………………………………………………………………………………………………………………………..157 Annual CIP 10 Year Plan Review Process………………………………………………………………………………………………158 Operating Budget Impacts of the CIP…………………………………………………………………………………………………..160 Capital Improvement Program Project Summary…………………………………………………………………………………164 Project Descriptions…………………………………………………………………………………….…………………………….………..166 City Budget Schedules Schedule 1 – Total Sources & Uses…………….……………………………………….……………..………………………………..203 Schedule 2 – All Revenues…….……………………………………………………….…………………………………………………...204 Schedule 3 – Operating Expenditures………….………………………………….………………….……………….………………210 Schedule 3a – Summary of One‐Time Funding FY 2015……………………….………………………………………………218 Schedule 4 – Debt Service………….…………………………………………………………………………….……………….…………222 Schedule 5 – Authorized Positions……….…………………………………………………………………………………….………..223 Schedule 5a – Five Year History Full Time Authorized Positions……….……….……………………..………………….232 Schedule 6 – FY15 Fund Transfers…….……………………………………………………………………………………..………….233 Schedule 7 – Property Taxes………….………………………………………………………………………….………………….……..234 Schedule 8 – Debt Capacity Analysis……….……………………………………………………….………………….………………235 Schedule 9 – FY15 CIP Projects……….…………………………………………………………………….………………………….….236 Schedule 10 – FY15 CIP Carryover………………..………………………………………………………………………………………238 Schedule 11 – Summary of Recommended Supplemental for FY15……………………………………….…….………241 State Budget Schedules Schedule A – Summary Schedule of Estimated Revenues and Expenditures/Expenses…..…………..…….…251 Schedule B – Tax Levy and Tax Rate Information……………………………………………….………………………….…….252 Schedule C – Revenues Other Than Property Taxes……………………………………………………………………..………253 Schedule D – Other Financing, Sources/Uses and Interfund Transfers…..…………………………..…………….….258 Schedule E – Expenditures/Expenses by Fund…………..………………………………………………………………………...259 Schedule F – Expenditures/Expenses by Department……………………………………………….…………………….……260 Schedule G – Full‐Time Employees and Personnel Compensation……………………………………………………….263 Appendix Resolution……………………………………………………………………………………………………………………………………………266 Glossary……………………………………………………………………………………………………………………………………………….268 Profile……………………………………………………………………………………………………………….…………………………………277 Acronyms………………………………………………………………………………………….…………………………………………………286 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 Program (C.I.P.) This area highlights the City’s Capital Improvement Program. This section contains information on the City’s ten year plan, financing and sources of funding, expenditures, impacts and a project summary for the Capital Improvement Plan for FY15. 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, 2013. 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 INTRODUCTION Introduction Goodyear Leadership and Demographics Goodyear City Council Mayor Lord Vice Mayor Pizzillo Councilmember Osborne Councilmember Campbell Councilmember Lauritano Councilmember Stipp Councilmember Hohman 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 serves 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: 190 N. Litchfield Rd. Goodyear, AZ 85338 Phone (623) 882‐7776 Fax (623) 932‐1177 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 and re‐elected as Mayor in 2013. She has served on the Goodyear City Council since 2005 before resigning her position as Vice Mayor 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, Arizona Town Hall alumni, and previously served as Vice Chair of the Arizona Municipal Tax Code Commission. Mayor Lord is currently the Co‐ Chair of the Luke West Valley Council, and is actively involved with the West Valley Partners and the Luke Forward Campaign, which played a key role in bringing the F‐35 Mission to Luke Air Force Base. Mayor Lord is a member and past Chair of the Greater Phoenix Economic Council (GPEC) Ambassadors Steering Committee. She also serves on the GPEC International Leadership Council, the GPEC Board of Directors, and the Resource Development Committee. 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. Mayor Lord, who received her Real Estate certification from Arizona State University, 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, Georgia raised four children and also has five grandchildren. 2 Joe Pizzillo, Vice‐Mayor Term of Office: 2013‐2017 Council Office: 190 N. Litchfield Rd. Goodyear, AZ 85338 Phone (623) 882‐7776 Fax (623) 932‐1177 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. Vice Mayor Pizzillo brings 30 years of 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. Locally, Vice Mayor Pizzillo 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: 2011‐2015 Council Office: 190 N. Litchfield Rd. Goodyear, AZ 85338 Phone (623) 882‐7776 Fax (623) 932‐1177 Email: Joanne.Osborne@goodyearaz.gov Occupation: 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. In July of 2013, she attended and graduated from Harvard University’s “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 Sheri Lauritano, Councilmember Term of Office: 2011‐2015 Council Office: 190 N. Litchfield Rd. Goodyear, AZ 85338 Phone (623) 882‐7776 Fax (623) 932‐1177 Email: Sheri.Lauritano@goodyearaz.gov Occupation: Attorney Councilmember Sheri 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, Sheri is a former prosecutor with the City of Phoenix and was head of their Domestic Violence Unit. She currently is a partner in the firm of Bain & Lauritano, PLC where she specializes in criminal and family law. Councilmember Lauritano holds a real estate license with her husband's firm, Arizona Pro Realty. A graduate from the Gonzaga University School of Law, she received her B.A. in Political Science from the University of Arizona. Councilmember Lauritano previously served on the City of Goodyear’s Planning and Zoning Commission and the City Center Committee. She currently serves as the chairperson of the National League of Cities’ International Council and also sits on the organization’s Public Safety & Crime Prevention Policy and Steering Committee. Locally, she serves on the MAG Regional Domestic Violence Council. 5 Wally Campbell, Councilmember Term of Office: 2013‐2017 Council Office: 190 N. Litchfield Rd. Goodyear, AZ 85338 Phone (623) 882‐7776 Fax (623) 932‐1177 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., Vice President and Secretary of the Friends of the Maricopa District Library, Member, and the Arizona Board of Examiners of Nursing Care Institution Administrators and Assisted Living Facility Managers. Councilmember Campbell 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: 190 N. Litchfield Rd. Goodyear, AZ 85338 Phone (623) 880‐7776 Fax (623) 932‐1177 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 an Adjunct Professor and previously served as the Fire Science Program Director. 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’s Degree from Southern Illinois University, achieved an Executive Fire Officer Designation from the National Fire Academy and is currently pursuing a Masters Degree in Public Administration. 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. Councilmember Hohman has been a professional and resident in the Southwest Valley since 1980. Previous to her election to Council, Councilmember Hohman led the Southwest Valley Chamber of Commerce for twenty‐five years as President/CEO. In this position, she 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, Councilmember Hohman owned two small businesses in Goodyear, including a retail office supply and printing company. Councilmember 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, Tri‐City West Boys and Girls Club and Southwest Lending Closet, among others. Councilmember 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 Citizen’s Transportation Oversight Committee. Councilmember Hohman has a BA degree from Grand Canyon University and a MA degree from Northern Arizona University. She is also a graduate of the Institute of Organization Management. Sharolyn is the mother of two grown children and proud grandmother of three grandsons and one granddaughter. 8 This page intentionally left blank 9 June 23, 2014 Honorable Mayor and City Council, I am pleased to provide you with the City of Goodyear Annual Budget for the fiscal year (FY) 2014‐ 15 and 10‐year Capital Improvement Program (CIP). The budget is balanced, sustainable, and incorporates the priorities and policy direction communicated by the Council over the past eight months of budget discussions. The programs, services, and recommendations are also aligned with the priorities expressed in our recent Citizen Satisfaction Survey. Over the last year, we have continued to see signs of modest growth in our local economy, including rising population figures, growing sales tax and development‐related revenues, and the first increase in the City’s assessed valuation since FY09. Despite the positive signs, the City continues to remain cautiously optimistic and maintains a conservative approach in our projections. This fiscal conservatism regarding growth projections and spending has served us well in the past as we navigated through the recession and thus we maintained this approach as we looked forward into FY15. BUDGET APPROACH The City’s financial policies were the guiding principles in developing the FY15 budget, as they establish the framework for overall fiscal planning and management. Additionally, the Council adopted its first three‐year Strategic Action Plan in 2013 that factored into the budget development and prioritization process. The Council’s four strategic focus areas are reflected throughout the FY15 budget: Fiscal and Resource Management, Economic Vitality, Sense of Community, and Quality of Life. The Council met at its annual retreat in November 2013 to discuss key policy items and initiatives to provide staff with direction to be used in development of the budget. Since then, Council and staff have spent many hours discussing and developing the direction of and recommendations for the FY15 budget. The FY15 budget represents a sensible approach to balancing the City’s budget while positioning the City for long‐term financial stability. In preparing the FY15 budget, staff continued to focus on efficient spending while maintaining our services to the community. Revenue estimates were based on the tax policy direction received from Council at the annual retreat: continuing to maximize the annual primary property tax levy, utilizing an overall floating property tax rate to support debt service requirements, and maintaining the 2.5% general sales tax rate and the 2.0% food for home consumption (grocery) sales tax rate. As a part of the City’s strategic budgeting approach, Budget staff engaged with department directors and staff to discuss trends and opportunities for addressing council priorities and citizen needs. A budget supplemental process linked to the City’s Strategic Action Plan was carried out in the development of the FY15 budget, requiring departments to submit requests for increases 10 for critically‐needed items. After careful review and scrutiny, a number of top priority items were funded, addressing our most pressing challenges and opportunities. The FY15 budget totals $222 million, which represents an 8% increase from the prior year. This increase is primarily due to significant growth in the Capital Improvement Program (CIP) which is budgeted at new funding of $28 million for projects in FY15, as well as $25 million in funding from prior year funding allocations for projects still in progress. The operating portion of the FY15 budget represents approximately $92 million for all funds (general and enterprise funds). The General Fund portion of that operating budget is $62.9 million. There is $25.8 million budgeted for debt service requirements and the contingency (rainy day fund) remains consistent at $16.3 million. Within the budget, $20.8 million has been set as a placeholder for potential improvement districts or grant funding that would allow the City to accept this type of new revenue during the fiscal year, should the opportunity arise and corresponding revenue exist. Finally, $14 million in one‐time budget initiatives renews our funding that was diminished during the recession for items like fleet replacement, information technology reserve, risk reserve, and replacement reserves. This funding will ensure our inventory is up‐to‐date while we develop a comprehensive strategy for replacement and maintenance. BUDGET PRIORITIES Included in the proposed FY15 budget is a focus on supplemental funding for maintenance of our assets. With this budget, we are ensuring that we are prepared to meet the demands of growth through additional staffing recommendations, investment in water/wastewater and streets projects, and advancement of the economic strategic plan recently adopted by the Council. The FY15 budget is one that works within existing resources but also includes modest additions to ensure service levels are maintained and to meet the demands of our growing community. • Growth and Economic Development – The Council recently adopted Focus on Success, the City’s economic development strategic plan that lays out our target industries and opportunities to focus on. Recommendations and priorities will soon be emerging from that study. In FY15 we are moving forward to adopt and implement important guiding documents like our General Plan, Transportation Master Plan, and Parks Master Plan. Also included in this year’s budget is an update to our integrated water master plan that will give us a better look at this most important commodity for our future. • Maximizing/Preserving Assets and Resources – Asset management (i.e. infrastructure and equipment) is a priority for the City as we want to ensure that we are taking care of what we have. During the recession, funding for asset management was reduced and it is now vital that we bring this to the forefront, which the Council has recognized with many policy decisions. This is included in the budget through our pavement management program and supplementals to fund replacement of small and large equipment. We are also allocating funding for a citywide replacement fund, which is a proactive approach to funding maintenance and replacement needs identified by our asset management inventory effort that is currently underway. As part of our financial strategy to address 11 these needs, $5 million is included in the FY15 budget as seed money for the asset management initiative. • Investing in Employees – Employees are our most valuable asset and, under the FY15 budget, represented sworn police and fire employees’ Memorandum of Understanding will be implemented with a 5% salary increase totaling approximately $430,000 in ongoing costs. All non‐represented City employees will receive an average pay increase of 3%, totaling about $648,000 in ongoing costs. • Public Safety – Public safety is one of the City’s most important functions. In FY15, we are addressing some critical needs in both Police and Fire. In FY14 we purchased a building that will serve as the City’s new property and evidence facility which will replace our current space that is beyond capacity and will not meet our long‐term needs. In addition, we are advancing plans for a new Police Patrol facility which we anticipate to be open by the end of calendar year 2016. Our Police Department budget also reflects the addition of two new patrol officers. In Fire, we have made significant strides and continue to focus on operations which includes prevention and education funding, training for investigations, and additional resources for inspections. • Public Amenities – The amenities we offer to our public and the look and feel of our community are what contribute to our excellent quality of life in Goodyear. In the FY15 budget we are recommending investment in parks and pool improvements to ensure these amenities continue to perform at a high level. We are continuing our efforts to address medians that remain unimproved through phased funding for landscaping and irrigation. We are also working to integrate more arts and culture events into our community through funding allocated to those programs. The budget also supports continuation of the many recreation programs and community events that our residents currently enjoy. OPERATING BUDGET The FY15 operating budget totals $92 million which includes all departmental salaries, commodities, and contractual services in the general fund and all enterprise funds. The operating budget is structurally balanced, with ongoing revenue sources planned to cover all ongoing expenditures. Each year, there is always an increased cost of doing business, with additional expenses necessary to cover the price of utilities, gas, water, and personnel items such as healthcare. In the FY15 budget, due to ever‐increasing healthcare costs, both the City and employees will face a more than 11% increase to maintain the City’s current plan structure. The City’s portion totals about $818,000 in ongoing expenses. Over the past several years, the City has kept its full‐time staffing level steady, even as we continued to experience growth. Since our highest full‐time equivalent (FTE) staffing in FY09, 12 Goodyear’s population has increased by 20% while the number of FTEs has decreased by 8%. During the recession, the City focused on keeping up with demands by utilizing existing staff through streamlining business processes, repurposing positions, and employing part‐time, temporary, or contracted staff. As new positions were considered with the FY15 budget, we used a data‐driven approach which included a thorough evaluation of workload trends and performance measure standards as part of the justification and prioritization process. The FY15 budget incorporates 16 new positions to meet the City’s growing demands, bringing our FTE count to the same level as FY10. These positions are critical to our ability to meet the demands of our growing city. LONG‐TERM FINANCIAL PLANNING With the gradually improving economy, Goodyear is beginning to see its property valuations rise. The FY15 budget includes a slight decrease in the overall property tax rate, reducing it from $1.90 per $100 of assessed valuation to $1.87. With increasing assessed valuations and additional growth citywide over the next year, we anticipate we will be able to continue to drop the property tax rate until it eventually reaches the $1.60 rate again. The FY15 property tax levy totals approximately $11.9 million. Currently, the City is making interest‐only payments on its Public Improvement Corporation (PIC) bond debt for the financing of our Spring Training facility. In the event we do not receive our Arizona Sports and Tourism Authority funding in FY19, the City has developed and executed a proactive, long‐term plan to ensure we are prepared for the full principal and interest payments at that time without a detrimental impact to our operations. Each year, the City includes incremental increases to a PIC set aside, building our capacity. In the FY15 budget we are once again including the incremental increase to the PIC set aside in the amount of $680,000, bringing our total capacity to more than $2 million. This funding is used in the FY15 budget for one‐time initiatives. CAPITAL IMPROVEMENT PROGRAM The Capital Improvement Program (CIP) is a financial plan designed to create, support, maintain, and finance Goodyear’s present and future infrastructure needs. It is updated with the budget process each year to incorporate new funding information, revised priorities, and Council decisions. FY15 is the first budget in which the City has moved from a five‐ to a ten‐year CIP plan. This longer‐term planning allows us to correlate our planning efforts with other plans like the recently approved Infrastructure Improvements Plan (IIP) and incorporate potential future bond considerations. The FY15 budget includes a significant increase in our capital projects from the previous year. Funding for new projects in the FY15 budget totals nearly $28 million with another $25 million in carryover associated with projects that were approved in previous budgets and are currently in progress. The increased funding will pay for critical projects in the FY15 budget. Funds come from a variety of sources including development fees, the general fund, contributions from developers, and grants from regional partnering agencies. 13 The City recognizes that water is a precious commodity and vital to the sustainability and growth of our community. Therefore, approximately 40% of the CIP funding in the FY15 budget is for water projects funded either by development fees or developer contribution, including a new well and treatment facility. Another 16% of the CIP is budgeted for wastewater projects. CIP funds will also be used for a new Enterprise Resource Planning (ERP) system, Phase I of a Police operations (patrol) building, median enhancements, traffic signals, fiber projects, and art projects as recommended by the Arts and Culture Commission. Additionally, an allocation will be set aside for a future multi‐generational community center. CONCLUSION Goodyear’s FY15 budget is a product of thorough analysis and collaboration between the City Council, City management, department directors, and staff to identify funding priorities. The preparation of the budget is one of the most important tasks we perform each year and the review and adoption of the budget is also one of the most important policy decisions that you as elected officials make in the best interests of our community. I would like to thank staff for their time and effort, as well as the Council for their guidance and support throughout the development of the FY15 budget. Sincerely, Brian Dalke City Manager 14 This page intentionally left blank 15 City of Goodyear NATIONAL MAP STATE MAP 16 City of Goodyear – Table of Organization Citizens of Goodyear Mayor & City Council Municipal Judge Deputy City Manager City Manager City Manager's Office Police Finance Fire Human Resources 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 17 Total FY15 Annual Budget $222,000,000 FY15 FINANCIAL ORGANIZATION CHART Capital Improvement Projects Total Debt Service Total Contingency Total $25.8 Million $36.9 Million General Fund General Fund General Fund $15.5 Million $1.5 Million $16.3 Million Highway User Revenue Fund (HURF) General Obligation Bonds Proposed Grants $4.8 Million $2.0 Million Non‐Utility Development Impact Fees McDowell Rd. Commercial Corridor Imprvmt District Placeholder – Proposed Improvement District $11.4 Million $3.5 Million $18.6 Million Grants Enterprise ‐ Water $239,000 $5.2 Million Utilities Enterprise ‐ Wastewater $20.6 Million $5.4 Million Stadium Infrastructure Ballpark (Stadium) $5.1 Million $5.4 Million $53.1 Million $370,000 Bonds $262,000 18 One Time Projects & Operations Carryover Total Operations Total $92.0 Million $14.0 Million General Fund General Fund $62.9 Million $12.5 Million HURF Other (Internal Service, Court, CDBG) $6.0 Million $1.1 Million Enterprise ‐ Water Utilities $5.7 Million $410,000 Enterprise ‐ Wastewater $5.1 Million Sanitation $5.8 Million Stadium $4.2 Million Fleet Maintenance $2.3 Million 19 CITY OF GOODYEAR Yesteryear… 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, who named it the Phoenix‐Litchfield Airport. In 1986, it was renamed the Phoenix‐Goodyear Airport. 20 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 Lockheed Martin Corporation. In the 1980’s, 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 Interstate 10. SunCor grew to become one of the Southwest's most prominent developers in the 1990’s and early 2000’s, developing residential communities, golf courses and commercial real estate projects. Housing Even though Goodyear was founded more than 60 years ago, the vast majority of Goodyear's housing stock is less than 10 years old. Goodyear has a planned build‐out of almost 290,000 dwelling units. There are currently 26,000 dwelling units built in Goodyear so there is a lot of growth to come. Goodyear offers excellent residential choices from affordable starter homes to a variety of upscale homes as well as mountainside or equestrian estates. balance of solitude and activity, bordering the Estrella Mountain Regional Park. With Phoenix only minutes away, Estrella offers something for everyone, and it's all in your backyard. Whether it's a morning stroll around the lake, a workout at Starpointe's fitness center, playing with the kids at the community park, or a gathering with neighbors at a community party, Estrella's lifestyle emphasizes what is important to you and your family. All of the available amenities make this community a great place to live. The City is also a Valley leader in master‐planned communities, offering exquisite amenities such as country clubs, community centers, golf courses, walking/jogging paths, lakes and mountain trails. The largest is the extraordinary 20,000‐acre community of Estrella, which offers the perfect 21 Palm Valley, located along Litchfield Road north of Interstate 10, is a thoughtfully planned 9,000 acre community of housing, outdoor recreation, shopping, dining and family activities. Within the development four retail centers offer restaurants and popular stores. Sports enthusiasts will appreciate Palm Valley's championship golf course, mid‐length course, walking trails, and volleyball and basketball courts. Canyon Trails has brought back good old‐fashioned neighborliness with tree‐lined streets, a central park and front porches on many homes. A vast system of walking and biking trails connects the five distinctive neighborhoods and several mini‐parks with the trails converging at a centrally located park. PebbleCreek is a master‐planned community for active adults in a stunning setting with mountain views. In addition to a superb range of housing, PebbleCreek offers world class amenities including 45 holes of championship golf and two beautiful clubhouses with restaurants, fitness centers, pro shops, swimming pools and a tennis/pickleball center. All homes in PebbleCreek are constructed by the developer, Robson Communities Inc. CantaMia is an active adult community that promises to help you continue a life's song well‐ written. CantaMia is designed to live in tune with the beautiful natural surroundings. This innovative new neighborhood offers a distinctive approach to sustainable living. With more than 1,700 home sites available, CantaMia delivers unique and compelling choices to fit both your budget and lifestyle. Vanderbilt Farms is a community of one acre home sites for custom homes, the perfect setting for a balance of suburban and country living. From elaborate master‐planned communities to intimate gated subdivisions, Goodyear provides numerous options for executive housing. Start living your dreams in Goodyear. 22 Goodyear Has It All Goodyear is becoming a hub of development activity in the West Valley. The City’s location on Interstate 10 as well as direct access to rail and air transportation, and an educated and diverse work force make Goodyear an unbeatable location for office or industrial development. By offering long‐term, affordable and reliable water and power supplies, abundant expanses of land where industries can build‐to‐suit, a cost of living below the national average and a wide array of affordable and executive housing, Goodyear has already attracted several large employers. Employment Corridors Goodyear economic development remains strong. There is approximately 1.8 million square feet of industrial development at various points in planning, plan review and construction phases. Likewise, there is 30,000 square feet office space in the planning phase. Three major Employment Corridors capitalize on Goodyear’s unique attributes: Airport Gateway Center The area around the Phoenix Goodyear Airport is already home to a number of aviation‐related industries and Goodyear’s reputation as an aerospace‐aviation hub is strong. Phoenix‐Goodyear Airport showcases economic opportunity in aerospace with companies such as AeroTurbine, Lux Air Jet Centers, Galaxy International, Lockheed‐Martin, Luftansa ATCA, Prime Solutions, CTC Aviation, Spartec Polycast, and more. With the airport’s military reuse status, it makes for an attractive opportunity for a host of aerospace related businesses. Its 8,500 foot runway can accommodate any type of aircraft, thereby making Phoenix‐Goodyear Airport the premier airport in the West Valley. The master plan for the 4,000‐acre employment corridor anchored by the airport includes mixed use development that incorporates a variety of retail, commercial, multi‐family and loft residential, flex‐office, and industrial uses. Office space is currently available. 23 Goodyear Crossing Macy’s‐Bloomingdales and Amazon.com operate regional fulfillment centers in Goodyear. More and more national companies are recognizing the unique benefits of locating in Goodyear. Located just south of the airport, this corridor lies on both sides of the Union Pacific Railroad and Maricopa County highway 85. With such access to all these major transportation links, it will be the general industrial area appropriate for manufacturing and larger employment facilities. Palm Valley 303 Palm Valley 303 is a 2,000‐acre planned business park for organizations seeking a business home in the southwestern United States. Strategically located just north of Interstate 10, Palm Valley 303 provides 19.6 million square feet of carefully planned office, retail and industrial space. Companies operating in the Palm Valley 303 area include Sub‐Zero/Wolf and Dick’s Sporting Goods. Multiple Industries Call Goodyear Home In addition to being a growing center for aviation and distribution, Goodyear’s long history with farming has also attracted several food companies to the city: Poore Brothers, Snyder’s of Hanover, Del Monte Fresh Produce and Southwest Specialty Foods. West Valley Hospital has long represented the healthcare industry in Goodyear, and was joined by Cancer Treatment Centers of America, who opened their new, state‐of‐the‐art, all digital cancer hospital in 2008, providing the highest quality medical, surgical and radiation oncology. Manufacturing also is well represented in the City by Sub‐Zero/Wolf Appliance, Cookson Doors, and CAVCO Industries. It’s not hard to see why Goodyear is the premier location for office/industrial development in the region. 24 Local Demographics 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. By fall of 2014, the Loop 303 and Interstate 10 Interchange project is expected to be open, providing access north of Interstate 10 through Goodyear to Interstate 17. 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 SR 30 reliever highway as an additional east‐west commerce corridor south of MC 85. 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 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 sixth largest city – Performing Arts, Museums, professional teams in every major sport (with Diamondbacks ‐ MLB, Cardinals ‐ NFL, Suns ‐ NBA, and Coyotes ‐ NHL) ‐ in a safe and vibrant urban environment. Chase Field, America West Arena, Symphony Hall, the Herberger, Orpheum and the Dodge theaters, Jobing.com Arena and the University of Phoenix Stadium are only 20 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. Amenities Desert vistas, majestic mountains, master planned communities with lakes, country clubs and golf courses, and an active outdoor lifestyle are keys to attracting residents to Goodyear. With a mere 4,747 residents in 1980 and 6,258 in 1990, Goodyear's population has exploded to a population of 73,832 according to the U.S. Census Bureau and the 2008‐2012 American Community Survey one‐year estimates. Goodyear grew 245% between the 2000 and 2010 Census and it is expected to surge to well over 100,000 residents by 2020. The median income of our residents is estimated at $73,022 ‐ one of the highest in the state. 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 25 city in the country (under 100,000 population) between 2000 and 2006, averaging 16% growth per year during that period, according to Forbes Magazine. The 2008‐2012 American Community Survey found that 29.7% have some college or more, 10.5% have an Associate’s degree, 19.2% have Bachelor’s degree, and 9.1% have a graduate or professional degree. In addition, the most recent Citizen Satisfaction Survey reports that reveals that nearly everyone likes living in Goodyear – 95% of the residents who answered the poll classified Goodyear as a good place to live, 95% would recommend it as a place to live, 91% of the residents are happy with the overall quality of life, the city government, and its services, and 92% feel safe in their neighborhood, citing that in part to strong public safety forces. Also, Goodyear’s fire and emergency services received a 95% and 94% approval rating respectively. Goodyear is a young community with 33.4% of the population between the ages of 20 and 44 in addition to 29.2% of the population which is under 20 years of age. 47.8% of family households are with children under 18 years. Additionally, the median household income is over $73,000 according to the U.S. Census Bureau and the 2008‐ 2012 American Community Survey one‐year estimates. 26 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. Goodyear Ballpark was voted in 2014 the best Spring Training Facility in the Cactus League by USA TODAY readers. 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 extra‐wide 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 non‐ alcoholic 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.” Several major retail corridors crisscross Goodyear as you will see on the map. Key areas are Litchfield Road north and south of Interstate 10, McDowell Road north of Interstate 10, PebbleCreek Parkway north of Interstate 10, Estrella Parkway south of Interstate 10, and Cotton Lane south of Interstate 10. 27 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 executive Palms course and the rolling, grassy, full‐length 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 decision‐ making 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. 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. 28 City Services Goodyear’s excellent Police and Fire departments make the city one of the safest in Arizona. 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 the city, including one in Mobile. 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. 29 The table below lists the largest private (non‐retail) employers in Goodyear: COMPANY INDUSTRY EMPLOYEES West Valley Hospital Health Services 500 – 1,000 Cancer Treatment Centers of America Health Services 500 – 1,000 Macy’s ‐ Bloomingdales Internet Fulfillment 500 – 1,000 Amazon.com Internet Fulfillment 500 – 1,000 Sub‐Zero/Wolf Appliance Manufacturing 250 – 499 McLane Sunwest Food 250 – 499 Cookson Doors Manufacturing 250 – 499 Cavco Industries Manufacturing 250 – 499 Aero Turbine Aviation 250 – 499 Snyder’s of Hanover Food 100 – 249 Schoeller Allibert Manufacturing 100 – 249 Dick’s Sporting Goods Distribution 100 – 249 Palm Valley Rehab Health Services 100 – 249 Lufthansa Airline Training Center Aviation 100 – 249 Poore Brothers Food Food 100 – 249 Lockheed Martin Aerospace 50 – 100 Del Monte Fresh Produce Co. Food 50 – 100 Global Organics, LLC Manufacturing 50 – 100 Kysor Panel Systems Wholesale 75 – 99 Arizona Galvanizing, Inc. Galvanizing 75 – 99 Lux Air Aviation <50 CTC Aviation Group Aviation <50 Galaxy International Aerospace/Aviation <50 Southwest Specialty Foods Food <50 30 Fire Department Police Department Number of Stations Patrol Units 6 Number of Employees 102 Authorized Positions Average Response Time (minutes) EMS Incidents (year) 5:46 Calls for Service (year) 130 93,542 Priority 1 Response time 5,235 Fire Calls (year) 85 4:06 219 Misc. Calls 1,952 City Employees As of July 1, 2014 Full Time 527 Recreation Parks 16 Community Parks 2 Regional Park 1 Park Acreage 204 Playgrounds 17 Ramadas & Picnic Areas 39 Ball Fields 8 Tennis Courts 6 Swimming Pools 1 Splashpad 1 Sports Complex 1 Skate Park 1 Dog Park 2 School Districts in Goodyear 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 3 3,000 Mobile Elementary K‐8 1 16 Agua Fria High 9‐12 3 3,723 Buckeye Union High 9‐12 1 464 31 Streets Utilities Service Providers Electricity Arizona Public Service (APS) Lane Miles of Streets Maintained Garbage Collection Arterial 354 Collector 130 Residential 386 Unpaved TOTAL City of Goodyear Gas Southwest Gas Telephone/Cable/Internet Centurylink Cox Communications 22 Water (North of I‐10) Liberty Water EPCOR 892 Water (South of I‐10) City of Goodyear 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 32 FY20 FY21 FY22 FY23 FY24 FY25 FINANCIAL PLAN Financial Plan Financial Plan Introduction At the City Council’s annual retreat, the City’s Budget Policies are reviewed and discussed with the Council, including a discussion on any changes for the next fiscal year. This is critical, as these policies set the foundation for the development of projections and budget models developed, and influence the ultimate balanced budget that is recommended. These policies adopted for FY15 reflect the City Council’s vision of a growing and vibrant community that provides an outstanding atmosphere for both citizens and the business community. These policies are reflected in elements of the City’s Strategic Action Plan and carry through to the development and monitoring of the capital and operating budgets. They represent fiscally sound financial management practices for both the short and long‐term fiscal sustainability of the city. 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. 33 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. 34 B. C. D. E. F. G. H. Lease/purchase decisions should have the concurrence of the appropriate operating manager. Annual short‐term debt payments should not exceed 5% of annual revenue or 20% of total annual debt. 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. Maintain and sell new General Obligation Bonds only when the combined Property Tax Rate of $1.60 or lower can be achieved. Annual levy calculations should be at the maximum amount allowed for the City’s primary property tax. Maintain Bond rating of at least Baa1 from Moody’s or Standard and Poor’s. Enterprise Funds should finance water and sewer bonds sales where appropriate. 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. 35 B. User fees for all operations will be examined every 3‐5 years to ensure that fees cover direct and indirect cost of service. Rate adjustments for enterprises will be based on five‐year enterprise fund plans. C. Development fees for one time capital expenses attributable to new development will be reviewed every 3‐5 years to ensure that fees match development related expenses. D. Cost analysis should be performed for all services in order to determine if fees collected are covering cost of service. 13. Capital Budget A. A long‐range capital improvement plan should be prepared and updated each year. This plan may include (in years other than the first year of the plan) “unfunded” projects that carry out the City’s strategic and general plans, but it should also include a capital‐ spending plan that identifies projects that can be completed with known funding sources. B. Each department must, when planning capital projects, estimate the impact on the City’s operating budget over the next three to five years. C. Amendments to capital appropriations fall under the same guidelines as changes to the operating budget noted above, with one exception—any project change exceeding $75,000 should receive specific City Council approval. This approval can be by motion rather than resolution, and may accompany a recommendation for award of bid, change order, or other Council action. While this approval is not a strict legal requirement, it serves both to keep the Council informed on capital project activity and funding, and ensures that revisions of project priorities are in line with Council expectations. Monthly status reports will be reviewed by the City Manager and then presented to the City Council. 14. Long Term Financial Plans A. The City will adopt the annual budget in the context of a comprehensive financial plan for the General Fund. Financial plans for other funds may be developed as needed. B. The General Fund long‐term plan will establish assumptions for revenues, expenditures and changes to fund balance over a five‐year horizon. The assumptions will be evaluated each year as part of the budget development process. 36 Long Term Financial Plan The City of Goodyear has used long term financial planning as a fundamental guide in its budget process for many years. Whether that planning process was driven by the extraordinarily high growth rates experienced during the early 2000’s, or the slow, steady growth that now characterizes that same development process, City leadership has always looked upon sound financial planning, both long and short term, to guide the City into the future. In recent years, with noticeably slower growth and the commensurate reduction in the availability of resources, the City has had to reevaluate how it goes about providing quality services. The first step in addressing this issue was taken by the City Council, working in conjunction with the executive management team and City staff, and resulted in the development of the City of Goodyear Strategic Action Plan (SAP). Discussions began in 2011 and resulted in the first plan adopted in April 2013 covering a 3‐ year period. This plan identified four strategic priority areas: 1. 2. 3. 4. Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Unlike many strategic plans, the Council focused very much on the “Action” aspect of the plan. As a result, each focus area has specific goals, a delineation of projects and programs to help meet those goals, individuals responsible for overseeing the projects and programs, and a timeline for completion. It is this document that serves as the vision for the community over the coming years with updates provided at the Council’s annual retreat. Financial Trend Analysis At the highest level, resource availability drives what the City can accomplish in a given fiscal year. The City is constantly monitoring revenues throughout the year in order to ensure that trends continue to follow what was predicted at the beginning of the fiscal year. Should there be any major deviations, the City can make adjustments necessary in order to ensure that the budget remains in balance. Monitoring revenues, and the activities that generate them, involves participation by finance and budget staff as well as department staff for those departments that generate significant levels of revenue. In addition, the City works very closely with the State of Arizona, as 22% of the City’s general fund operating revenue is provided by the state. 37 General Fund Revenue Forecast One‐Time and Ongoing 120,000,000 100,000,000 Dollars 80,000,000 60,000,000 40,000,000 20,000,000 ‐ FY12 Actual FY13 Actual FY14 Estimate FY15 Budget FY16 Forecast FY17 Forecast FY18 Forecast FY19 Forecast FY 20 Forecast One‐Time Revenue 4,755,348 7,027,296 8,717,943 6,000,000 6,264,000 6,539,616 6,827,359 7,127,763 7,441,384 Ongoing Revenue 61,292,24 69,115,95 71,682,60 73,216,06 77,755,45 82,576,29 87,696,02 93,133,17 98,907,43 Total GF Revenue 66,047,59 76,143,24 80,400,55 79,216,06 84,019,45 89,115,91 94,523,38 100,260,9 106,348,8 The most significant change for the City as a result of the prolonged economic downturn has been the reduction in one‐time revenues and the activities associated with them. In some ways the City has been fortunate since the types of activities funded by one‐time revenues, such as capital projects and various life cycle maintenance activities, can be phased over longer time frames or temporarily halted. Despite a significant drop in development related revenue beginning in FY07, more recent revenue patterns have been trending upward, in part due to a very large interstate construction project. There has also been some increase in other development related activities, such as a rise in single‐family residential home building, commercial, and industrial development. Despite the increase in growth‐ related activity, the City continues to use conservative projections regarding one‐time development related revenues. For example, FY15 projections for development‐related revenues is based on 85% of the City’s FY13 actuals, numbers that will clearly be exceeded in FY14. This approach accounts for part of the dip in revenues that appears on the included charts (that and a similarly conservative approach in projecting construction sales tax). Projected forward, these revenues are predicted to grow at 4.4% per year over the next five years. Should additional revenues become available they can always be programed for any number of activities such as capital projects or funding of reserve funds that help maintain the City’s fleet and equipment. 38 Despite the significant decline in one‐time revenue, the City has enjoyed relatively strong performance in ongoing revenues. While these revenues did decline at the height of the downturn (FY07 and FY08), the drop in revenues was not nearly as severe as it was for development‐related revenue. In addition, the Council passed a 0.5% local sales tax increase that began generating additional revenues in October 2009. This increase was used to overcome a structural deficit of approximately $4 million. By FY13, the annual increase the City’s revenue stream was an approximately $5 million. Overall, the City continues to see steady growth in local sales tax numbers with year‐to‐date revenues for FY14 more than 7% greater than they were for the same period last year. This number is fairly consistent with the level of growth the City has seen over recent budget cycles. Couple this with a significant increase in state shared revenues as a result of the 2010 Census, and the City is in a strong financial position. The growth assumption for ongoing revenues projections depicted in the included charts was conservatively set at 5%. General Fund Revenue and Expenditure Forecast 110,000,000 100,000,000 Dollars 90,000,000 80,000,000 70,000,000 60,000,000 50,000,000 FY12 Actual FY13 Actual FY14 Estimate* FY15 Budget** FY16 Forecast FY17 Forecast FY18 Forecast FY19 Forecast FY 20 Forecast Total GF Revenues 66,047,595 76,143,248 80,400,550 79,216,061 83,140,864 87,260,323 91,584,101 96,122,342 100,885,693 Total GF Expenditures 58,813,081 58,246,709 67,677,558 73,024,459 74,596,728 78,321,058 82,276,582 86,480,417 90,951,083 Financial Policies The City currently adheres to complex set of financial guidelines approved by Council and written into the annual budget document. These guidelines are reviewed with Council during the annual budget process. Should any of these guidelines not be met, steps are taken to reevaluate the criteria in question and bring the City back into compliance. For FY15, the City is in 100% compliance with the adopted policies. 39 Contingency Funds The City currently employs several contingency accounts each designed for different purposes. The largest fund totals over $16.3 million dollars and is intended to provide emergency funding for a full three months of City operations. The fund currently exceeds that requirement by more than $600,000, as the period for required coverage was reduced from four months of operations to three. Despite that change, the amount set aside was not altered and will remain constant until such time that the operating budget increases enough to warrant an increase. Property Tax Budget Policy 9.D states that the City will maintain and sell new General Obligation Bonds only when a combined City property tax rate of $1.60 or lower can be achieved. Due to dramatic decreases in assessed valuation, in FY13 the City increased its total property tax rate to $1.775 per $100 of assessed valuation and to $1.90 in FY14 to meet debt service obligations. The issuance of new General Obligation debt has been put on hold until such time that a $1.60 rate could cover any new debt service obligations in order to remain in compliance with this policy. Fortunately, citywide valuations increased in FY14 for the first time in four years and are expected to continue to rise as the housing market recovers. This valuation increase allowed a reduction in the property tax rate from $1.90 per $100 of assessed valuation to the budgeted amount for FY15 of $1.87 per $100 of assessed value. Bond Rating The City actively manages it debt portfolio on a regular basis. Debt is rescheduled if doing so provides cost savings. In addition, the City has developed a long‐term plan regarding its Public Improvement Corporation (PIC) debt for the financing of the City’s Spring Training facility. Currently, the City is making interest‐only payments on this debt. In the event project funding reimbursements from the Arizona Sports and Tourism Authority do not begin in FY19 (per current agreements), the City has developed and executed a proactive, long term plan to ensure the City is prepared for the full principal and interest payments at that time without a detrimental impact to operations. Over the last two fiscal years, the City has been building additional budget capacity by setting aside appropriations of $680,000 each year. This set aside reached $2.04 million in the FY15 budget. The reserve will peak in FY19 at $4.76 million, the year in which the first principal payment on the associated debt comes due. Until FY19 when those funds are needed for debt service payments, the funds set aside each year will be used for one‐time initiatives. The City recently received an increase in its bond ratings, and are currently as follows: S&P Moody’s General Obligation AA Aa2 Water & Sewer Revenue Bonds AA‐ A2 McDowell Road Improvement District A A1 Goodyear Public Improvement Corp. AA‐ Aa3 40 Asset Management & Replacement Funds As the City’s financial profile has improved, the City has also begun to increase funding to various equipment and vehicle replacement programs. Initial seed money of $1.2 million dollars appropriated in previous budget cycles for the City’s vehicle rotation program has been increased to $2.0 million in the FY15 budget. Further, efforts are underway to provide a comprehensive list of equipment and vehicles scheduled for replacement in order to determine the City’s true ongoing costs. In the FY15 budget, $5 million in one‐time funding has been budgeted to address the repair and replacement needs identified in the asset management plan. In the coming years, the City hopes to continue to increase reserves until all replacement costs can be fully funded annually. Performance Management Program The City has been working for several years to implement a performance measurement program. Prior to development of the FY15 budget, greater emphasis was placed on identifying and making use of performance measurement data. Some of the results associated with that effort are incorporated into this year’s budget document in departmental narrative sections. However, the measures included represent only a subset of the data currently being tracked by the City. An annual document, separate from the budget document, will ultimately serve as a comprehensive repository of all measures being tracked. In conjunction with the performance measurement program, the City has implemented a Priority Based Budgeting (PBB) program. Consultants were hired and, over the course of several months, departments participated in the development of program‐based budgets. Interdepartmental review teams were assembled and programs were ranked based on the four major focus areas in the City’s Strategic Action Plan, along with several other performance related criteria. The resulting index score for each program was separated into “quartiles” each representing various degrees of support for the four focus areas identified by Council in the Strategic Action Plan. While use of this analytical tool provided by the consultants will expand in coming years, the quartile rankings were used during this year’s budget development as part of the decision‐making process when responding to departmental requests for additional funding. Long Term Planning The City has also aggressively been pursuing updates to various long‐term plans used in guiding the City’s development. They include: Impact Fee Study update, Utility Rate Study (Water & Wastewater Enterprise Funds), General Plan update, Parks Master Plan update, and Transportation Master Plan update. With the passage of new legislation at the state level, the City hired a consultant to help update its impact fees. Far more than a simple revision to the existing fees, changes in state statute required that the City revisit the impact fee categories as well as the projects they fund. Over the course of more than 18 months, staff from numerous departments worked together to review growth assumptions, land use assumptions, and create an Infrastructure Improvements Plan (IIP) that was required to be adopted prior 41 to the development fees. The City’s updated development fees were adopted in May of this year and become effective August 1, 2014. The City recently hired a consultant to review and make recommendations for new rates for both Water & Wastewater Enterprise funds. It has been more than five years since the City’s last utility rate study and, in that time, the City has continued to grow. More importantly, given current growth projections, water demands will eventually exceed the City’s ability to cost effectively pump ground water. As a result, a new component that may need to be incorporated into utility rates will be associated with the cost of building the necessary infrastructure for bringing CAP water to the City. Staff has been working with the consultant to develop an economic model that will be used to analyze the effect of changes in the operating, maintenance, and capital plans under various conditions or “what if” scenarios provided by the City. The utility rate study will be carried out in conjunction with the update to the City’s Integrated Water Master Plan that is included in the FY15 CIP. A citizen Water Planning Committee will play a vital role in reviewing the plan, the City’s future water needs, and the utility rate structure. The City recently developed and adopted its 2025 General Plan. The Goodyear 2025 General Plan provides the basis for all other community planning efforts by setting the community vision and creating a roadmap to achieve that vision. This plan covers a wide range of topics including economic development, sustainability, parks, housing, transportation, and land use. The Goodyear 2025 General Plan will be submitted to voters for ratification during the November 2014 election. The Transportation Master Plan is the City’s plan for maintaining and enhancing its transportation system. The Plan addresses all transportation modes in Goodyear—vehicular, non‐motorized, and transit—and provides the City with direction on specific improvements to enhance the ability of residents and visitors to navigate the community. The Transportation Plan is not a stand‐alone document but is meant to support the City’s General Plan. The Parks, Recreation, Trails, and Open Space Master Plan includes goals, strategies, and actions for staff and elected and appointed decision makers that help to achieve the General Plan Vision and Strategic Plan Initiatives to guide the growth of the City’s park system so that it meets the needs of residents now and in the future. A consultant worked interactively with residents, the Parks Recreation Advisory Committee, and the General Plan Committee to ensure that the plan was comprehensive and the process was coordinated with the General Plan update to ensure that both documents reflected the same goals and focused on key themes. The organizing themes in the Parks Master Plan are: high quality parks and recreation facilities, trail and open space development, promoting healthy lifestyles, long term sustainability, administration “right sized” for now and the future, and partnering to help cover costs. Conclusion Like many communities nationwide, Goodyear has weathered a very difficult economic situation. As a result, the City has made a concerted effort to adjust to the new lower growth rates that seem to 42 characterize the current environment. Over the next five year period the City expects to see that “slower” steady growth pattern continue. In keeping with the City’s financial policies, staff is utilizing more conservative approaches in governing the community through the use of various contingency funds, tying of one‐time revenue to one‐time expenditures, and the refunding of various replacement funds to minimize volatility in the demand for operating resources. The City is also more focused than ever on the efficient use of resources. This has been done through the implementation of various management techniques such as Priority Based Budgeting and Performance Measurement. It can also be seen in the series of more administrative activities such updates to the City’s overarching plans that include the General Plan, Parks Master Plan, and Transportation Master Plan. Lastly, it includes other initiatives such as the implementation of an Enterprise Resource Plan (ERP) that will provide a much needed technological update to the City‐wide computer system and the revamping of the City’s employee compensation program that is now tied to and based on market conditions rather than an automated step process. 43 This page intentionally left blank 44 BUDGET SUMMARY Budget Summary Budget Process The FY15 budget development journey began with eight hours spent at the City Council annual retreat in November 2013, discussing budget and tax policies, economic and revenue forecasts, and also the strategic direction that would lay the foundation for this year’s budget development. At this retreat, policy direction on a number of upcoming key budget items was given to staff by the Council for the FY15 budget process. Key direction provided from this retreat to evaluate as part of the budget included:  Maintaining core services and customer service to continue high citizen satisfaction ratings;  Compiling asset management inventory (infrastructure and equipment) and developing a funding strategy to ensure the City is taking care of what it has;  Focusing on technology in terms of infrastructure to attract business and also as a way to streamline City operations and work as efficiently as possible;  Ensuring that the City is keeping up with growth and public safety needs (as supported by data), including evaluating necessary Police Department facilities; and  Balancing funding in the Capital Improvement Plan (CIP) to ensure quality of life items are balanced with investment in infrastructure (and incorporating items like community parks, public art, median beautification, recreational complex (community center) in the planning). In February 2014, the mid‐year status of the budget was reviewed, evaluating how revenues and expenditures were progressing for the current year, and revisiting the assumptions that were used when the Council provided policy direction at the retreat. This step in the budget process was vital to make sure that as detailed projections and recommendations were developed for FY15, staff was evaluating them under the most current information related to economic conditions and trends. 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. 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 FY15 budget development process, departments began with their base budgets from the previous year. In order to address critical needs, departments were allowed to submit supplemental request for increases to their base budgets (only the third time since FY09 department base budget increases have been considered). 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 examine opportunities to re‐ 45 allocate appropriations to line items requiring additional funding. A successful combination of tightening the belt and funding increases where necessary provided for a balanced approach in development of the FY15 budget. Based on operational needs, items in the current Strategic Action Plan, and direction from the retreat, directors, department staff, the executive team, and the Finance/Budget office worked closely to develop, review and decide on recommendations for expenditures and capital projects for FY15. This included incorporating Priority Based Budgeting quartile results (explained in more detail later in this section), linkages to the focus areas identified in the Strategic Action Plan, as well as department priorities and factoring in the increasing cost of contracts and commodities that support daily operations. On March 3, 2014, the Council reviewed the first draft of the City’s 10 year Capital Improvement Plan (CIP). This draft plan incorporated policy direction from the November retreat, as well as the projects that were encompassed in the City’s Infrastructure Improvements Plan (IIP), which was also updated and adopted in 2014. April work sessions began with a review of the current year base budgets for key departments, using this as the framework for future discussions on recommended additions to the budget. Following this review, a presentation on the revenue projections was covered for all funds on April 21, 2014. This included a detailed discussion on the assumptions used, and also covered current assessed valuation and the proposed property tax levy for FY15. On the same night that revenues were presented, the Human Resources Department presented on proposed personnel costs related to the City’s health care plans and compensation increases in order to receive Council direction. For FY15, increases to the budget were closely scrutinized. Upon justification of a critical need that could not be absorbed within the department’s base budget, an increase or budget supplemental was put forward in the recommended budget to the Council (this could be in the form of adding to the base budget or one‐time funds to address a specific need). Operational increases recommended for this fiscal year 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. In preparation for the work session to review proposed expenditures, staff provided the Council with a detailed packet on proposed supplementals for FY15, including workload indicators for any recommended positions. On April 28, 2014 the Council work session focused on a detailed review of all recommended expenditures for FY15. Each department’s budget was presented and all supplementals (new funding) for the fiscal year were reviewed. 46 Departments evaluated their organizational units to ensure that the City is meeting the needs of the community while still continuing to provide efficient services. Following Council priorities and objectives, and in an ongoing effort to align positions to their greatest effectiveness, the FY15 recommended new expenditures included the addition of 16 new positions, bringing the City’s full time equivalent (FTE) position count to 527. Over the past several years, the City has kept its full‐time staffing level steady, even as it continued to experience growth. Since the City’s highest staffing count in FY 08‐09, Goodyear’s population has increased by 20% while the number of FTEs decreased by 8%. During the recession, the City focused on keeping up with demands by utilizing existing staff through streamlining business processes, repurposing positions, and employing part‐time, temporary, or contracted staff. As new positions were considered with the FY15 budget, a data‐driven approach was used which included a thorough evaluation of workload trends and performance measure standards as part of the justification and prioritization process. These positions are critical to the City’s ability to meet the demands of the growing community. As part of the FY15 budget process, a comprehensive citizen communication strategy was utilized. All Council work sessions and documents are posted on the City’s website and those meetings were able to be viewed live or later on via archive. The City’s InFocus magazine was used during the budget development process to communicate progress, advise the public of upcoming discussions, and relay the date and time of the public budget forum. In addition, the 2014 summer edition of the InFocus will exclusively highlight the budget. The City maintains a Transparency in Government page on the City website that is used to summarize Council discussions at work sessions www.goodyearaz.gov/transparency. During the budget process, the information provided on this page was distributed through social media outlets and the City’s e‐Notify system. This page also included an electronic feedback form where the public could submit questions, comments, or feedback related to the budget. A Public Budget Forum was held on April 30, 2014. This public session allowed interactive participation by the citizenry and other interested stakeholders. No feedback or comments were received at this meeting. At the May 5, 2014 work session which reviewed the proposed FY15 draft budget, a recap of the forum was provided to the City Council. The tentative budget was presented to and adopted by the Council on May 19, 2014. The tentative budget adoption sets the maximum limits for expenditure authority for the upcoming fiscal year. At this stage, notice was also posted for the public hearing on June 23, 2014 when the Council would consider adopting the final budget. All budget schedules were posted to the City’s website, published in the local newspaper, and on file at the local library branch for public review, 47 in compliance with all state laws. The final budget was formally adopted June 23, 2014 with the property tax levy adoption following on July 7, 2014. FY15 Budget Development Process Budget Amendments The 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 Council. The FY15 total budget appropriation amount is $222 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 Council. 48 Performance Management Program The City of Goodyear has established a Performance Management framework, which ties together the various planning, prioritization, and performance measurement efforts that have been established. It is the guidance used to align activities and how the City ensures that goals are consistently being met in an effective and efficient manner. This framework starts with the input, feedback, and comments from citizens, which is translated into policy and strategic direction from the Council. The General Plan, which is developed by a citizen and stakeholder committee and ratified by vote from the citizens, is the roadmap to the vision for the City and provides policies and actions to undertake to realize this vision. The plan outlines long term “visionary” goals in the areas of growth and economic development, developing a socially and physically connected community, parks and open space, art, partnerships and collaboration, and fostering a sustainable economy and community. City Strategic Action Plan The Strategic Action Plan dovetails into the General Plan, as the strategic focus areas, as well as the specific goals, align with the same principles in that document. These priorities are also the foundation for the City’s Priority Based Budgeting result maps. The City’s Strategic Action Plan is an integral part of the Performance Management system, which translates the long‐term General Plan vision into strategic, actionable activities over a three‐year period. It also contemplates feedback from the Citizen Satisfaction Survey, as well as emerging needs and priorities of the community. The City Council adopted the first formal City Strategic Action Plan on April 8, 2013. While departments have had individual strategic plans guiding their activities, this was the first city‐ wide plan that has been adopted since 2002. This plan establishes the City’s vision and mission, and also identifies priority focus areas for strategic initiatives that helps define goals and actions for the next three years. 49 Vision Statement: 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: – A destination place for regional shopping – A destination for higher education designed for workforce needs – A place for diverse job opportunities and an inventory of industries – An incubator for entrepreneurs – A hub of arts and culture in the West Valley Mission Statement: 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 Strategic Focus Areas 1. Fiscal and Resource Management (Governance) 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. 2. Economic Vitality (Includes Transportation, Mobility & Infrastructure) 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, developing ongoing relationships, and encouraging tourism. 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. 4. Quality of Life (Includes Safe Community) The City of Goodyear will implement programs and projects that create a clean, well‐ maintained, safe, and sustainable environment and that provides citizens with opportunities for an engaged, healthy, and active lifestyle. 50 The City strives to deliver outstanding customer service as staff carries out day‐to‐day services such as public safety and keeping streets, parks, and water safe and clean. The City also carries 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 citizens. The City has limited resources (financial and staff resources) and the plan helps to guide decisions about how staff spends its time and budgets. The priorities incorporate feedback received from citizens via the Citizen Satisfaction Survey, as well as input from the Council regarding items brought forward by the community and 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 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 the City’s annual budget. While many initiatives can advance using existing resources, the priorities and existing action items are evaluated during the annual budget development process. In addition, any requests for new funding are evaluated in the context of their relationship to the strategic focus areas and their support of the Priority Based Budgeting key results. The plan is updated and adopted each year as part of the budget process. The Strategic Action Plan focuses mainly on activities outside of the day‐to‐day operational services that the City provides. The tactics included in the Strategic Action Plan are specific and assigned to a lead department and is also used as a mechanism to provide status updates on the progress of activities at regular intervals. From this plan, the goals and action items carry through to the department and individual performance objective levels, with checks and balances like CityStat, the City’s performance measurement program, and citizen surveys to evaluate progress. 51 The Council receives a mid‐year update on the action items in the plan. The annual retreat also focuses on priorities for the following fiscal year, and the plan is updated based on consensus direction and initiatives included in the budget. The City Council adopted the FY15‐17 Strategic Action Plan on June 23, 2014. The full Strategic Action Plan is available on the City’s website (www.goodyearaz.gov/strategicplan). Priority Based Budgeting (PBB) The Center for Priority Based Budgeting is an organization that has created a budgeting model that local governments can use to put traditional “line item” budgets in the context of City programs – how much they cost and how closely they align with defined “key results.” The City’s key results are aligned with the Strategic Action Plan’s four priorities and goals defined within the document. The model that is created assists local governments with:  Allocating scarce resources programs that most closely align with visions and results;  Linking the budget with strategic goals/objectives and performance measures; and,  Leading the organization down a path of maintaining long‐term financial sustainability. The City went through the initial creation of its PBB model using FY14 data. This comprehensive effort defined 1,003 programs that the City provides and provided an approximate cost for each. It also placed programs into “quartiles” that defined how relevant a program is to achieving desired results. These quartiles are based on scoring criteria that includes the City’s priorities, as well as attributes such as demand for the program, cost recovery level, portion of the community served, and reliance on the City to provide the program. The budget process included an evaluation of requests for new funding in the context of the quartile results for the program when considering priority. Next steps in this process will include linking performance measures to Quartile 1 programs (those with the highest relevance to results) and updating the model with FY15 budget information. CityStat Performance Measurement Program After several months of work revamping the City’s performance measurement program, a new framework and reporting strategy was reviewed with the City Council in the spring of 2013. This program was approved and, for FY14, the new CityStat performance measurement program was implemented. Performance measures can provide a number of benefits to the City including:  Supporting a better decision making process by providing managers with information pertaining to services, and programs; 52   Promoting transparency and accountability by equipping policy makers and citizens with information that helps inform what the City does; and, Providing better and more consistent information for allocating scarce resources. This program transforms high level goals into measurable outcomes, provides key workload indicator data that is used to monitor trends and influence decision making on resource allocation, and is used to evaluate progress toward the City’s goals. The program also incorporates nationally‐validated performance measures through the International City/County Manager’s Association (ICMA), allowing staff to measure the City’s performance alongside comparable local and national cities. As part of the facilitation of this program, a cross‐functional team has been established to oversee collection of the data on a quarterly basis, analyze trends, and conduct follow‐up. A comprehensive annual report will be prepared at the conclusion of each fiscal year and reviewed with the Council in advance of discussions about the next fiscal year’s priorities. In hopes of making full use of the information received from the national measures, Goodyear also 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 Goodyear to other cities existing under similar legal, geographic, and climatic conditions, staff hopes to be able to identify meaningful best practices while avoiding some of the complications that often accompany benchmarking programs. Below is a diagram of the comprehensive Performance Management strategy implemented by the City. 53 This comprehensive Performance Management strategy ensures that staff and the Council are all working together to accomplish what is important to citizens and partners and making Goodyear a prosperous community today and in the future! Budget Basis The budget is prepared on an annual basis generally consistent with Generally Accepted Accounting Principles (GAAP). The City’s Governmental Funds consist of the General Fund, Special Revenue Funds, Debt Service Funds, and Capital Project Funds. Governmental fund type budgets are developed using the modified accrual basis of accounting. Under the modified accrual basis, revenues are estimated for the fiscal year that they are accrued. Principal and interest on general long‐term debt is budgeted as expenditures when due, whereas other expenditures are budgeted for based on the timing of receipt of the goods or service. Proprietary Fund Budgets – Water, Wastewater, Sanitation, and Internal Service Funds – are adopted using the full accrual basis of accounting whereby revenue projections are developed recognizing revenues earned in the period. Expenditure estimates are developed for all expenses incurred during the fiscal year. The major differences between the budget and the Comprehensive Annual Financial Report (CAFR) are:  Certain revenues, expenditures and transfers are not included in the budget, but are accrued and reported on the GAAP basis. For example, the increases or decreases in compensated absences are not included for budget purposes but are in the CAFR  Indirect administrative cost allocations to the Enterprise Funds are accounted for as transfers in or out on the budgetary basis, but are recorded as revenues and expenses for the CAFR  New Capital outlays in the Enterprise Funds are presented as expenses in the budget, but recorded as assets in the CAFR  Depreciation expense is not included in the budget, but is an expense in the CAFR  Debt service principal payments in the Enterprise Funds are expenses in the budget, but reported as reduction of long‐term debt liability in the CAFR 54 Budget Summary Millions Like most other communities Total Budget across the country, Goodyear experienced significant $600 $497 reductions in local economic $500 activity during the downturn. $405 $375 These changes in the national $400 economy were characterized $300 $255 most notably by a precipitous $222 $213 $192 $205 decline in the housing sector $200 which began during calendar $100 year 2008. However, over the course of the past couple fiscal $0 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 years the economy has made tentative steps towards a recovery. Unlike prior years, where major indicators such as sales tax and unemployment continued their long downward trend, the City has seen a slow but steady stabilization and slight increase in revenue trends. Recent consistency spurs “cautious optimism” as the City looks to the steadying of the economy and revenue sources. The City continues to maintain a conservative approach in forecasting and projecting annual revenues as staff continues to monitor national and local data. The FY15 budget totals $222 million, which represents an 8% increase from the prior fiscal year budget of $205 million. This can mainly be attributed to an increased Capital Improvement Plan and one‐time funding opportunities, including re‐establishment of a city‐wide replacement fund to address infrastructure and equipment replacement needs, which were severely cut back during the downturn. Total sources of funds for FY15 are estimated at $222 million. General fund operating revenues (which are included as part of the taxes & surcharges category) are projected at $79.2 million; the remainder of the revenues in this category includes the Highway User Revenue Fund, improvement district assessment payments, secondary property tax, and internal service fund revenue. User fees from Enterprise Funds such as Water Resources, Wastewater, and Sanitation account for another $42 Where the Money Comes From Proposed Infrastructure Revenue $18.6 M 8% Enterprise Funds User Fees $42.0 M 19% Grants $2.3 M 1% Fund Balance $52.3 M 24% 55 Development Impact Fees $13.1 M 6% Taxes & Surcharges $93.7 M 42% FY15 All Sources: $222 M million or 19% of the total revenue. Development impact fees are estimated at $13.1 million (including utilities) and will help to fund the Capital Improvement Plan’s growth‐related projects. In terms of expenditures, or where the money goes, the largest single category in the budget is the operating budget, representing 42% of the total. The second largest category is the capital expenditures at $53.1 million or 24% of the total. This amount includes both new FY15 projects and carryover from the previous fiscal year. The contingency Where the Money Goes Potential Funding appropriation totals $16.3 million, Debt Service Placeholder $25.8 M One Time (Improvement which is allocated in case of an 12% Budget District, emergency or unplanned event Initiatives Grants) $14.0 M $20.8 M and is in line with the adopted 6% 9% budget policies. Contingency Projects (Rainy Day Because the City’s budget as Capital (New FY 15 and Fund) adopted is a maximum budget Carryover) $16.3 M $53.1 M 7% appropriation, the City includes a 24% Operations “Potential Funding Placeholder” (Ongoing and in the budget. This represents One Time, All Funds) capacity in the City’s budget to FY15 $92.0 M account for any new revenue Expenditures: $222 M 42% sources such as improvement districts or grants that come in during the course of the fiscal year. These funds are only spent in the event that the City has new revenue coming in. Debt service is $25.8 million or 12% of the total budget and goes to pay for the City’s current obligations, as no new debt is planned for FY15. The FY15 operating budget for all funds is $92 million and represents a 3% increase over the prior year operating budget of $87.5 million. It is important to note that the $92 million operating budget includes $5 million in one‐time funding to address specific operational needs for FY15 only (these funds are not added to department base budgets). The increase in the operating budget is due primarily to one‐time repair and maintenance supplementals and personnel‐related costs such as health insurance, retirement contributions and salary increases, as well as the rising cost of contractual services and commodities that the City purchases for operations. Despite these relatively small increases, the City continues to seek out efficiencies where possible, such as organizational restructuring and consolidation, closely monitoring performance measures, and implementing operational efficiencies 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. 56 Department Summary FY15 OPERATING BUDGET Personnel Services $187,501 Professional & Contractual Services $113,550 Materials & Supplies $3,850 Total $304,901 One‐Time Supplementals $0 $518,530 $81,951 $8,850 $609,331 $155,000 1300‐City Manager's Office $2,319,536 $472,545 $67,034 $2,859,115 $21,000 1400‐Legal Services $1,131,876 $254,025 $18,395 $1,404,296 $0 1600‐Finance $2,580,975 $231,731 $222,527 $3,035,233 $25,000 1700‐Information & Technology $1,938,986 $1,282,230 $70,200 $3,291,416 $50,000 1800‐Human Resources/Risk Mgt $1,069,340 $1,659,044 $17,929 $2,746,313 $3,000 $100,000 $2,406,400 $28,000 $2,534,400 $10,000 2100‐Police $14,119,968 $2,003,153 $593,965 $16,717,086 $579,000 2200‐Fire $11,504,491 $1,224,805 $301,241 $13,030,537 $198,800 $863,349 $125,914 $14,900 $1,004,163 $0 3200 & 3300‐ Development Services $3,302,603 $236,101 $28,710 $3,567,414 $107,100 3400‐Engineering $2,510,942 $90,558 $38,200 $2,639,700 $292,100 4010‐Public Works Administration $350,155 $27,100 $11,400 $388,655 $0 4110‐Fleet (Internal Service Fund) $612,407 $472,500 $924,967 $2,009,874 $7,500 4200‐Public Works/Facilities $600,171 $2,211,189 $46,900 $2,858,260 $280,000 4300‐Parks & Right‐of‐Ways $1,707,762 $1,740,633 $125,850 $3,574,245 $241,700 4400‐Recreation & Aquatics $758,101 $452,481 $162,656 $1,373,238 $87,000 $46,176,692 $15,085,910 $2,685,574 $63,948,176 $2,057,200 $1,521,673 $3,240,139 $165,120 $4,926,932 $1,056,000 $565,615 $5,152,456 $62,149 $5,780,220 $48,965 5100 ‐ Public Works/Water $2,059,778 $2,190,259 $1,207,822 $5,457,859 $222,565 5200‐ Public Works/Wastewater $1,777,916 $1,381,720 $550,628 $3,710,264 $1,426,500 4320 & 4330 ‐ Parks/Ballpark $2,219,582 $1,229,865 $561,333 $4,010,780 $175,000 $98,591 $11,000 $5,000 $114,591 $0 TOTAL ENTERPRISE FUNDS $8,243,155 $13,205,439 $2,552,052 $24,000,646 $2,929,030 GRAND TOTAL ALL FUNDS $54,419,847 $28,291,349 $5,237,626 $87,948,822 $4,986,230 Department 1100‐Mayor & Council 1200‐City Clerk 1900‐Non Departmental 2300‐Municipal Court TOTAL GENERAL FUND 4600 ‐ Engineering Streets (HURF) 4900 ‐ Public Works/Sanitation 2100 Police – Towing Impound Fund 57 Highway User Revenue Fund (HURF) The HURF fund is primarily funded through gasoline and fuel taxes distributed from the State of Arizona. Total FY15 revenues are estimated at $3.7 million, which is essentially the same as prior year revenues estimates. 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 FY15, the transfer amount is $2.4 million allocated to operations and the street overlay program. This division is responsible for street maintenance, striping and signage, and signal and street light maintenance. Major expenditures include $800,000 for pavement preservation and street overlay improvements. Personnel costs are budgeted at $1.5 million, representing the second largest expenditures of the HURF fund operating budget. Transfer from General Fund $2.3 M (39%) HURF FY15 All Sources: $6.0 M Commodities $421k 8% Street Overlay $800k 16% Personnel $1.5 M 29% State Shared Revenue $3.7 M (61%) Contractual $3.2 M 55% Other $35k (1%) HURF FY15 Expenditures $6.0 Sanitation Fund The City’s sanitation fund is operated as an enterprise fund and is self‐sustaining, with revenues generated to cover all aspects of the fund’s activities. Projected revenue for FY15 is estimated at $6.7 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 is 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. Additionally, personnel related costs are estimated at $566,000, or 8% of the total budget. 58 Commodities $111 k 2% Other $45,000 (1%) Sanitation FY15 All Sources: $6.7 M Transfers $900k 13% User Fees $6.7 M (99%) Sanitation FY15 Expenditures: $6.7 M Personnel $566k 8% Contractu al $5.2 M 77% Water Fund The water fund also operates as an enterprise fund, where user fees are set to recover the cost of providing water services to customers. Total revenues for FY15 are estimated at $12.7 million and are mainly from user fees and charges for services. A rate study and an update of the Integrated Water Master Plan will be underway in FY15, analyzing cost of services for the water utility. Since the results of those studies and any recommendations for rate adjustments would not go into effect until 2016, and due to the pressing need to address water infrastructure maintenance and replacement needs, the Council has approved a mid‐year adjustment in the City’s water rates which will become effective January 1, 2015. Revenues received from this adjustment would be in addition to what is shown on the pie chart below. Major operating expenditures in the water fund include $2.1 million in personnel costs or 17% of the total budget (excluding debt service and capital expenses). The difference between the sources and the expenditures represents reserve funds that are required per budget policy. 59 Transfers $700k 6% Service Connects & Disconnects $851 k (7%) User Fees $10.6 M (83%) Other $1.3 M (10%) Water FY15 All Sources: $12.7 M Personnel $2.1 M 17% Contractual $2.4 M 20% Debt Service $5.5 M 47% Water FY15 Expenditures: $11.9 M Commodities $1.2 M 10% Wastewater Fund The City’s wastewater fund is an enterprise fund. Total revenue estimated for FY15 is $13.2 million. Nearly all the revenue is derived from user fees to support wastewater operations. Significant expenditures for wastewater operations (excluding debt service) include $2.1 million for personnel costs. The contractual services are budgeted at $2.4 million or 20% of the total budget. This is comprised mainly of expenditures relating to system infrastructure maintenance and operations. The difference between the sources and the expenditures represents reserve funds that are required per budget policy. Other $1.1 M (8%) Transfers $700k 6% Wastewater FY15 All Sources: $13.2 M Debt Service $5.5 M 47% User Fees $12.1 M (92%) Contractual $2.4 M 20% Wastewater FY15 Expenditures: $12.1 M 60 Personnel $2.1 M 17% Commodities $1.2 M 10% Stadium Fund The City operates the Goodyear Ballpark and Recreational Complex, which is the home of the Cincinnati Reds and Cleveland Indians Spring Training. This facility is also operated by the city year‐round and hosts numerous community events and other sporting events/tournaments. Debt Service $5.4 M 57% Personnel $2.2 M 23% Debt Service Transfer from GF $5.3 M (56%) Contractual $1.4 M 14% Stadium FY15 All Sources: $9.6 M Commodities $561k 6% Stadium FY15 Expenditures: $9.6 M Non‐ Spring Training $500k (5%) Spring Training $1.2 M (13%) Operating Transfer from GF $2.5 M (26%) The stadium fund is an enterprise fund; however, a subsidy is required from the general fund to sustain operations. FY15 estimated stadium fund revenues (before the general fund transfer) total $1.7 million. Operating costs of the stadium are supported through the transfer from the general fund of approximately $2.5 million. In addition, the stadium receives funding (excise tax) for the Public Improvement Corporation (PIC) debt service payment of approximately $5.3 million. Expenditures in this fund include $2.2 million in personnel related costs. Contractual services are estimated at $1.4 million, which includes the $250,000 capital replacement fund allocation for major improvements. 61 This page intentionally left blank 62 DEPARTMENTAL BUDGETS Departmental Budgets MAYOR & COUNCIL SUMMARY 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 FY15 Annual Budget $304,901 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. 63 FY14 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 Budget 2012 Actual 2013 Actual 2014 Budget $312,550 $153,359 $178,278 $178,278 $187,501 $60,779 $79,442 $114,550 $114,550 $113,550 $3,491 $3,086 $3,850 $3,850 $3,850 $376,821 $235,887 $296,678 $296,678 $304,901 Personnel Contractual Services Commodities TOTAL 2014 Estimate 2015 Budget 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. 64 CITY CLLERK’S OFFICE O SUMM MARY The City of Goo odyear City C Clerk’s Office strives to o providee timely and qualityy service to t the Citty Counciil, Staff, and a Citizeens, alike.. We provvide fair and a impa artial aw warenesss of thee democratic governmental and processes, and d mainta ain the integrity of our public records r ued preseervation of o the Cityy’s historyy. continu City Clerk's Offfice FY15 Annual Budget $7 764,331 Adminisstrative Serviices R Records Maanagementt Electio ons Descrription The Offfice of the t City Clerk C preepares, asssembless, and disstributes the Counciil agenda packet; records all a Counciil actions;; preparees minutees of meetin ngs; com mpletes all follo ow‐up frrom thee Counciil meetings; coordinates all functionss of Council appoin nted boards, comm missions and f speciaal event applicatiions commiittees; prrocesses all applications for and liccenses; acccepts an nd processses all claims c to the City; administers the oaaths of offfice; pro ovides no otary servvices to internal i a external and custom mers; fulffills legaal public notice posting requirem ments; and adherees to the Open O Meeeting Law w. 65 FY14 Accomplishments • • • Developed a plan to educate staff and citizens on the searching capabilities of the new Legistar System. Completed the first phase of the Comprehensive Records Retention Process by meeting with all of the departments and using a scorecard matrix developed by the Records Division to measure records management compliance both departmentally and citywide. Gave Open Meeting Law Training and provided annual Ethics information to boards, committees and commissions. City Clerk’s Office Operating Budget Expenditures by Category Personnel 2012 Actual 2014 Budget 2014 Estimate 2015 Budget $463,502 $503,079 $501,112 $461,473 $518,530 $33,693 $215,200 $80,851 $75,702 $81,951 $3,779 $8,150 $8,950 $8,000 $8,850 $500,974 *$726,429 $590,913 $545,175 $609,331 Contractual Services Commodities TOTAL 2013 Actual *Additional expenses incurred for cost of Council elections. City Clerk’s Office One‐Time Supplementals 2015 Budget Approved Supplementals $155,000 TOTAL $155,000 *One‐Time funds included in operating budget prior to FY15 Staffing 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 6 6 6 6 6 City Clerk’s Office Related Council Strategic Priority: Fiscal and Resource Management; Sense of Community Goals and Objectives for FY15 • • • • • • • • Establish city‐wide guidelines with Legal Services to streamline the Special Events process Enhance Laserfiche Records Management System and add records management module. Comply with State Statute regarding city‐wide records retention. Create a system to efficiently route special event applications pending approval. Manage General Plan Election Transparency in Government Efficient management of Records Streamline processes 66 PERFORMANCE MEASURE RESULTS NPT = Not previously tracked % of satisfaction questionnaires returned at Good or Above for Records Requests 100% 98% 96% 94% 100% 100% Actual 2013 Target 2014 99% 100% 95% 92% Actual 2012 Trend 2014 Target 2015 # of Annual Open Meeting Law Training Completed (Presentation to Boards, Commissions, and Committees) 20 15 10 12 5 0 NPT NPT NPT Actual 2012 Actual 2013 Target 2014 Trend 2014 15 Target 2015 % of City‐wide compliance with Records and Information Management Guidelines (RIM) 100% 80% 60% 100% 40% 20% 0% 75% 47% NPT NPT Actual 2012 Actual 2013 Target 2014 67 Trend 2014 Target 2015 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 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. 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 cost‐effective 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. 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. 68 CITY MANAGER’S OFFICE SUMMARY 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 FY15 Annual Budget $2,880,115 Administrative Support Deputy City Manager's Office Intergovernmental Relations 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. 69 FY14 Accomplishments • • • • • • • • • One of eight cities in the country selected to participate in Alliance for Innovation’s Spring 2014 Innovation Academy. Participation in the Academy will assist Goodyear in our efforts to further incorporate innovation and efficiencies. Implemented three‐pronged strategy for performance measurement program: International City/County Management Association (ICMA) Center for Performance Management (CPM) 101 national measures, Valley Benchmarking consortium for local in‐depth analysis of ICMA measures, and CityStat – City‐developed department measures (efficiencies and workload indicators.) Priority‐Based Budgeting initiated city‐wide and considered as part of FY 14‐15 budget discussions. Successful selection and began implementation of new ERP system to replace HTE. Established a Growth Committee which is a cross‐functional team of department leadership and key staff working together to ensure a proactive approach to growth of development by private sector (policy analysis and recommendations, workload indicators, trend analysis, consistent message, and customer service). Created a Capital Improvement Program (CIP) steering committee of department directors that were instrumental in tracking and reviewing current projects, recommending modifications of current projects and developing recommendations for new Capital and Infrastructure improvements for annual budget. Grant awards received to leverage City resources, including a $300,000 WaterSMART grant for vadose zone recharge wells, $52,000 from the Gila River Indian Community for our Fire Department to implement Electronic Patient Care Reporting, and a $16,000 grant from the Tohono O’odham Nation to assist our community policing program through the purchase of Segways. The biennial citizen survey of Goodyear residents was completed through the International City/County Management Association (ICMA). The City reaches out to residents through a formal Citizen Survey. This survey assesses aspects of community, life, local government service quality and residents participation in community activities. The results describe the areas where residents themselves believe things are going well and shed light on the areas that could benefit from improvement. This is an effective tool used by elected officials and staff better plan for the future of the community based on residents direct feedback. Implemented new City website; as technology and information changes very rapidly, it is essential that the City website remain a vibrant and valuable source of information for residents. In addition, as new tools and services are available it is important for the City to provide those to residents. The new website allows for a fresh new look, easier navigation, updated information and enhanced customer service for all residents and businesses alike. 70 • Completed audio/visual enhancement project for Goodyear Justice Center to ensure City Council meetings are broadcast in a manner that facilitates effective remote citizen participation. City Manager’s Office Department Budget Expenditures by Category Personnel Contractual Services Commodities TOTAL 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget $1,470,085 $2,128,703 $2,205,401 $2,038,036 $2,319,536 $284,276 $446,121 $536,545 $367,627 $472,545 $14,498 $52,061 $143,384 $141,368 $67,034 $1,768,860 $2,626,885 $2,885,330 $2,547,031 $2,859,115 City Manager’s Office One‐Time Supplementals 2015 Budget Approved Supplementals $21,000 TOTAL $21,000 * One‐Time funds included in operating budget prior to FY15 Staffing City Manager’s Office 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 11 *20 19 19 20 * Additional staff assigned to City Manager’s Office. Related Council Strategic Priority: Fiscal and Resource Management; Economic Vitality; Sense of Community; and Quality of Life. Goals and Objectives for FY15 • • • • • • Develop a team approach throughout the organization that involves all City departments working together toward common goals in planning all projects. Continually evaluate organizational effectiveness and implement reorganizations or business process adjustments to ensure maximum efficiency when conducting City operations. Ensure completion of the General Plan, Transportation Master Plan, Parks Master Plan, the Infrastructure Improvement Plan and the Development Impact Fees. Update the City Strategic Action Plan for FY 15‐17 based on Council retreat policy direction. Continue to create and pursue opportunities for collaboration and regional partnerships to maximize resources and address regional issues, including critical corridor‐specific development planning with the Urban Land Institute, partnering with neighboring cities on community events and resources for our residents. Develop replacement schedules for streets, fleet, technology, and equipment, including a financial strategy and schedule to address identified needs through Asset Management. 71 • • Implement Priority Based Budgeting program as a component for the City’s Performance Management Program; included as an integral part of the Budget and Supplemental process, linked to Performance Measure and Performance Evaluations and used to progress the City Strategic Action Plan. Continue implementation of new ERP system to replace HTE; utilizing a comprehensive approach where employees are engaged and actively involved in the evaluation process. PERFORMANCE MEASURE RESULTS NPT = Not previously tracked # of Social Media Followers 2,000 1,500 1,000 1,500 500 0 NPT NPT Actual 2012 Actual 2013 Target 2014 288 576 Trend 2014 Target 2015 Citizen Satisfaction Survey rating Goodyear Overall as an Excellent or Good Place to Live 100% 80% 60% 40% 94% 20% 94% 95% *N/A 0% Actual 2012 Actual 2013 *N/A Target 2014 *Survey Conducted Every 2 Years 72 Trend 2014 Target 2015 Estimated Number of Legislative Bills Followed 250 200 150 213 100 50 63 63 63 Actual 2012 Actual 2013 Target 2014 75 0 Trend 2014 Target 2015 Department Overview City Manager’s Office Administration 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. City Manager’s Office Administration Budget 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget Personnel $804,139 $406,821 $427,735 $432,363 $463,286 Contractual Services $269,720 $240,305 $97,174 $89,308 $118,174 $10,024 $4,589 $9,900 $8,040 $9,900 $1,083,882 $651,715 $534,809 $529,711 $591,360 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 6 3 3 3 3 Commodities Total Staffing Administrative Support 73 Intergovernmental Relations This division is comprised of intergovernmental relations, Mayor/Council support, neighborhood services and grants management. 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 Budget 2012 Actual Personnel Contractual Services 2013 Actual 2014 Budget $ 651,309 $548,616 $455,815 $546,549 $ 17,754 $217,180 $94,815 $216,180 $ 5,720 $12,350 $7,460 $11,000 $674,783 $778,146 $558,090 $773,729 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 7 6 6 6 Commodities Total Staffing 2012 Actual Intergovernmental Relations 2014 Estimate 2015 Budget 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 Budget Personnel Contractual Services Commodities Total Staffing Deputy City Manager’s Office 2012 Actual 2013 Actual 2014 Budget $665,947 $630,438 $685,055 $587,088 $663,181 $14,557 $44,270 $17,356 $12,970 $17,356 $4,474 $3,500 $3,100 $3,100 $3,100 $684,978 $678,208 $705,511 $603,158 $683,637 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 5 5 5 5 5 74 2014 Estimate 2015 Budget 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 assists with internal communications. 2013 Actual 2014 Budget Personnel $ 440,135 $543,995 $562,770 $646,520 Contractual Services $143,792 $204,835 $170,534 $120,835 $38,252 $118,034 $122,768 $43,034 $ 622,179 $866,864 $856,072 $810,389 Communications Budget 2012 Actual Commodities Total Staffing 2012 Actual 2014 Estimate 2015 Budget 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 5 5 5 6 Communications 75 LEGAL SERVICES DEPARTMENT SUMMARY 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 FY15 Annual Budget $1,404,296 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. 76 FY14 Accomplishments: • • • Facilitated a resolution of site security, clean up and graffiti issues at the Trotter Track with Police and the owners of the property. Negotiated and amended all of the West Goodyear MOU Development Agreements to encourage and promote growth in the West Goodyear area. Created and provided 28 hours of training to the Police and Fire Departments on various areas of concern including search and seizure, fire investigations, professional standards and employment law. Legal Services Department Budget Expenditures by Category 2012 Actual Personnel Contractual Services Commodities TOTAL 2013 Actual 2014 Budget 2014 Estimate 2015 Budget $971,301 $1,032,817 $1,076,073 $1,031,540 $1,131,876 $149,889 $56,709 $253,225 $248,875 $254,025 $14,219 $17,094 $17,895 $17,895 $18,395 $1,135,408 $1,106,620 $1,347,193 $1,298,310 $1,404,296 Staffing Legal Services Department 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 8 9 9 9 9 Related Council Strategic Priority: Fiscal and Resource Management; Quality of Life Goals and Objectives for FY15 • • • • Develop a strategy to provide efficient and effective business practices for internal and external customers. Ensure that City operations comply with all federal, state and local laws. Consistently look for ways to streamline processes to increase efficiencies Maintain highly trained and knowledgeable staff to minimize potential liability. 77 PERFORMANCE MEASURE RESULTS NPT = Not previously tracked Civil Division ‐ Conduct Department Trainings and Provide Legal Updates 30 25 20 15 10 5 0 25 15 NPT NPT Actual 2012 Actual 2013 Target 2014 15 Trend 2014 Target 2015 Civil Division ‐ # of Contracts Reviewed 1,000 800 600 400 803 600 200 0 NPT NPT Actual 2012 Actual 2013 Target 2014 600 Trend 2014 Target 2015 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. 78 2012 Actual 2013 Actual 2014 Budget Personnel $571,159 $635,115 $659,729 $637,571 $706,300 Contractual Services $138,285 $40,320 $231,225 $226,875 $231,225 $8,671 $7,839 $8,150 $8,150 $8,150 $718,115 $683,274 $899,104 $872,596 $945,675 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 4 5 5 5 5 City Attorney Expenditure Commodities Total Staffing City Attorney’s Office 2014 Estimate 2015 Budget 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 Services Commodities Total Staffing City Prosecutor’s Office 2012 Actual 2013 Actual 2014 Budget $400,141 $397,702 $416,344 $393,969 $425,576 $11,603 $16,390 $22,000 $22,000 $22,800 $5,548 $9,255 $9,745 $9,745 $10,245 $417,293 $423,346 $448,089 $425,714 $458,621 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 4 4 4 4 4 79 2014 Estimate 2015 Budget FINANCE DEPARTMENT SUMMARY The City of Goodyear Finance Department will provide outstanding customer service through accurate and timely financial and administrative services. Finance Department $3,060,233 Administration & General Accounting Special Districts & Taxation Budget & Research Customer Service 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 long‐term financial planning, prepares the utility billing notices, collects the water, sewer and sanitation fees, and provides administration of the maturing bonds and interest coupons. Finance also issues and collects sales tax permit licenses and fees. 80 FY14 Accomplishments: • • • • • • Demonstrated compliance with 35 out of 36 budget/financial policies for FY14 budget. Auditors Henry & Horne, LLP, Certified Public Accountants, issued an unqualified (“clean”) opinion on the City of Goodyear’s financial statements for the fiscal year ended June 30, 2013. Worked to develop the Land Use Assumptions and Infrastructure Improvements Plan (IIP) with other departments and consultant which was used in the adoption and implementation of the City’s development fees. Received an upgrade in the City’s General Obligation (GO) Standard & Poor’s bond rating from AA‐ to AA. Saved the City $1.4 million through bond refinancing. 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. Finance Department Budget Expenditures by Category 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget $2,275,122 $2,320,811 $2,538,539 $2,334,701 $2,580,975 Contractual Services $196,367 $162,734 $306,839 $234,240 $231,731 Commodities $189,274 $170,141 $279,257 $201,454 $222,527 $2,660,763 $2,653,686 $3,124,635 $2,770,395 $3,035,233 Personnel TOTAL Finance Department One‐Time Supplementals 2015 Budget Approved Supplementals $25,000 TOTAL $25,000 *One‐Time funds included in operating budget prior to FY15 Staffing Finance Department 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 30 29 29 29 29 81 Related Council Strategic Priority: Fiscal and Resource Management Goals and Objectives for FY15 • • • • • • • • • • • • • • • Establish a performance‐based budget program Develop strategy for building replacement fund balances that meet equipment replacement standards (fleet, equipment, technology) Utility Rate Study (Complete cost of service study for water and wastewater services) Continue to appropriate the annual General Fund set aside in the budget to prepare for increased debt service payments associated with the ballpark PIC bonds until the full obligation is funded until the AZSTA contributions begin Evaluate mechanisms that would support the City’s self‐collection of sales taxes – HB2657 Revise Procurement policies and procedures – Internal and External Bring assessment billing in‐house (D‐FAST) Implement a new Enterprise Resource Program (ERP) that expands and modernizes numerous City business functions (including imaging system) (ITS is the lead on this project) Implement new GASB (Governmental Accounting Standards Boards) standards Implement the completed Development Fee Study, which includes the adopted Infrastructure Improvement Plan (IIP) West Side Procurement Group Evaluate option to foster increased public input related to the annual budget development process Streamline application process (to enhance security of customer data) Complete PCI compliance Establish an end‐user training program to improve workflow efficiencies 82 PERFORMANCE MEASURE RESULTS NPT = Not previously tracked Average Call Hold Time (Minutes) 03:36.0 02:52.8 02:09.6 03:00.0 01:26.4 01:34.8 00:43.2 00:00.0 03:00.0 NPT NPT Actual 2012 Actual 2013 Target 2014 Trend 2014 Target 2015 Standard & Poor's Bond Rating AAA AA+ AA AA‐ A+ A A‐ BBB+ BBB BBB‐ BB+ BB BB‐ B+ B B‐ CCC+ CCC CCC‐ CC C D AA‐ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ AA‐ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ AA‐ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ Rating Tier 2011 2012 2013 83 AA‐ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ AA ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ AA ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ Target 2014 Trend 2014 Target 2015 Moody’s Bond Rating Aaa Aa1 Aa2 Aa3 A1 A2 A3 Baa1 Baa2 Baa3 Ba1 Ba2 Ba3 B1 B2 B3 Caa1 Caa2 Caa3 Ca C Aa2 ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ Aa2 ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ Aa2 ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ Aa2 ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ Aa2 ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ Aa2 ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ ↑ Rating Tier 2011 2012 2013 Target 2014 Trend 2014 Target 2015 % Compliance with Council Financial Policies 100% 98% 96% 94% 100% 92% 90% 100% 95% 92% 92% Actual 2012 Actual 2013 88% Target 2014 84 Trend 2014 Target 2015 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 Expenditures 2012 Actual 2013 Actual Personnel $699,228 $779,722 $876,078 $818,381 $896,510 Contractual Services $ 134,640 $103,720 $145,350 $118,911 $149,350 $17,916 $17,236 $25,000 $11,194 $21,000 Commodities Total Staffing Administration & General Accounting 2014 Budget 2014 Estimate 2015 Budget $851,784 $900,679 $1,046,428 $948,486 $1,066,860 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 9 9 10 10 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. Special Districts & Taxation Expenditures Personnel 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget $299,865 $266,583 $302,299 $268,822 $312,005 $50 $ 462 $8,830 $219 $2,800 $311 $0 $49,607 $49,950 $2,207 $300,227 $267,045 $360,736 $318,991 $317,012 Staffing 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget Special Districts & Taxation 3 3 3 3 3 Contractual Services Commodities Total 85 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 Expenditures Personnel Contractual Services Commodities Total Staffing Budget & Research 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget $490,055 $441,834 $465,825 $436,645 $447,229 $16,833 $10,333 $84,850 $84,536 $12,610 $1,907 $1,909 $4,600 $3,100 $3,200 $508,795 $454,075 $555,275 $524,281 $463,039 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 5 5 4 4 4 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 Expenditures Personnel Contractual Services Commodities Total Staffing Customer Service 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget $491,176 $508,254 $548,674 $485,536 $543,542 $24,134 $20,041 $29,100 $12,656 $29,100 $164,754 $147,486 $193,000 $135,304 $189,670 $680,064 $675,781 $770,774 $633,496 $762,312 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 8 8 8 8 8 86 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 Expenditures Personnel 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget $239,955 $266,861 $289,783 $267,912 $323,972 Contractual Services $3,429 $2,833 $7,075 $1,866 $6,075 Commodities $ 1,389 $1,527 $4,300 $0 $3,700 $244,773 $271,222 $301,158 $269,778 $333,747 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 3 3 3 3 3 Total Staffing Procurement 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 Expenditures 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget Personnel $54,843 $57,557 $55,880 $57,405 $57,717 Contractual Services $17,281 $25,345 $31,634 $16,052 $31,796 $2,997 $1,982 $2,750 $1,906 $2,750 $75,121 $84,884 $90,264 $75,363 $92,263 Commodities Total Staffing Mail Room 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 1 1 1 1 1 87 INFORMATION TECHNOLOGY DEPARTMENT SUMMARY The mission of the Information Technology Department is to provide high quality innovative IT services to the City and to assist departments in improving the quality of interactions with our citizens. Through partnerships with all departments, our knowledgeable and experienced technical staff will help enable and improve business processes with technology. Information Technology Department $3,341,416 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. 88 FY14 Accomplishments: • • • • Developed Performance Evaluation application. Implemented increased SharePoint usage. Electronic plan review (ProjectDox) implemented in Development Services Department. Replaced all City Blackberries with Windows Phones. Information Technology Department Budget Expenditures by Category Personnel Contractual Services Commodities TOTAL 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget $1,340,705 $1,366,826 $1,626,372 $1,491,521 $1,938,986 $992,595 $1,018,670 $1,289,600 $1,117,900 $1,282,230 $17,612 $48,208 $1,082,700 $233,277 $70,200 $2,433,704 $3,998,672 $2,842,698 $3,291,416 $2,350,912 Information Technology One‐Time Supplementals 2015 Budget Approved Supplementals $50,000 TOTAL $50,000 *One‐Time funds included in operating budget prior to FY15 Staffing Information Technology 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 14 14 15 15 18 Related Council Strategic Priority: Fiscal and Resource Management Goals and Objectives for FY15 • • • • • Implement a new Enterprise Resource Planning (ERP) system that expands and modernizes numerous City business functions. Implement improvements to the City’s IT security systems to ensure the availability and integrity of City IT services. Improve the resiliency and functionality of core infrastructure systems. Implement reputable and innovative technology initiatives to support City business processes. Maintain focus on providing outstanding customer service to our citizens to foster positive connection between staff and stakeholders. 89 PERFORMANCE MEASURE RESULTS NPT = Not previously tracked % of Recommended Workstation Security Pattern Updates Applied 100% 98% 96% 94% 99% 100% 100% 98% 95% 92% Actual 2012 Actual 2013 Target 2014 Trend 2014 Target 2015 % of Network Equipment Preventive Maintenance 100% 80% 60% 100% 40% 20% 0% NPT 0% Actual 2012 Actual 2013 Target 2014 0% 25% Trend 2014 Target 2015 % of Projects Completed Within Established Budget 100% 98% 96% 100% 100% 100% 94% 95% 95% 92% Actual 2012 Actual 2013 Target 2014 90 Trend 2014 Target 2015 Mean Time to Resolution (Hours) 100 80 60 85 40 77 48 43 36 Target 2014 Trend 2014 Target 2015 20 0 Actual 2012 Actual 2013 Department Overview Administration The Administrative Division provides Technology Project Management and Network Security to the enterprise, and oversees operations of all three Information Technology Services Divisions. The Division also monitors adherence to technology standards and best practices. Administration Expenditures 2012 Actual 2013 Actual Personnel $323,479 $351,763 $367,928 $277,828 $246,003 Contractual Services $778,160 $791,706 $1,017,800 $919,400 $1,007,930 $4,157 $4,082 $203,117 $203,277 $3,117 $1,105,797 $1,147,552 $1,588,845 $1,400,505 $1,257,050 Commodities Total Staffing Administration 2014 Budget 2014 Estimate 2015 Budget 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 3 3 3 3 2 91 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 Expenditures 2012 Actual 2013 Actual Personnel $408,438 $400,896 $464,763 $525,988 $690,513 Contractual Services $201,954 $213,663 $255,400 $182,700 $248,400 $11,349 $42,692 *$877,083 $27,500 $64,583 $621,741 $657,251 $1,597,246 $736,188 $1,003,496 Commodities Total 2014 Budget 2014 Estimate 2015 Budget *Received one‐time supplemental funding for web content management system and computer replacement. Staffing Technical Support & Services 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 5 5 5 5 7 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 Expenditures Personnel Contractual Services Commodities Total Staffing Application Development 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget $608,788 $614,167 $793,681 $687,705 $1,002,470 $12,480 $13,301 $16,400 $15,800 $25,900 $2,106 $1,433 $2,500 $2,500 $2,500 $623,375 $628,901 $812,581 $706,005 $1,030,870 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 6 6 7 7 9 92 H HUMAN N RESOURCES DEPAR RTMENTT SUMM MARY Human n Resourcces faciliitates a healthy, h productivve, and collabora c ative team environm e ent resullting in reecruitmen nt and rettention off world class c employyees and volunteers who seerve Good dyear citizzens. Hum man Resou urces De epartmen nt $ $2,749,31 13 Hu uman Reso ources A Administra ation Riskk Managem ment Em mployee Devvelopmentt Descrription The Human Re esources Departm ment pro ovides orr facilitattes: fair and oyment services; s legislative compliance; cou unseling and imparttial emplo employyee problem facilitation; peersonnel policy deevelopmeent, guidaance and administr a ration; pay p for perform mance administration, and managgement of o the co ompensation and d classificcation prrogram. The the Departtment alsso coord dinates th he volunteer program; maintains m masterr employyee records; repo orting an nd analyssis of ap pplicant and employyee info ormation;; updatees and maintains records in the payrolll/personn nel system m; managges benefits, and provides recruitm ment servicees. 93 FY14 Accomplishments • • Collaborated with neighboring city to develop a salary survey that would meet the needs of both cities. Make a Difference Day held on October 26th consisted of eight projects and participation of over 200 volunteers. Human Resources Department Budget Expenditures by Category 2012 Actual Personnel Contractual Services Commodities TOTAL 2013 Actual 2014 Budget 2014 Estimate 2015 Budget $955,414 $1,027,360 $1,107,797 $1,040,592 $1,069,340 $1,310,397 $1,848,829 $1,377,351 $1,237,137 $1,659,044 $10,182 $7,814 $14,288 $10,400 $17,929 $2,275,992 $2,884,003 $2,499,436 $2,288,129 $2,746,313 Human Resources One‐Time Supplementals 2015 Budget Approved Supplementals $3,000 TOTAL $3,000 *One‐Time funds included in operating budget prior to FY15 Staffing 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 9 10 10 10 10 Human Resources Department Related Council Strategic Priority: Fiscal and Resource Management Goals and Objectives for FY15 • • • • • • • • Utilize process improvement teams and topic task forces to critically assess operational improvement opportunities and emerging issues. Reduce worker’s compensation claims by implementing comprehensive Standard Operating Procedures. Reduce operating costs by taking employee health insurance to market. Reduce City vehicle accidents by providing enhanced training and innovative solutions. Prepare employees to operate efficiently and effectively by building skills in technical and leadership competencies Increase sharing of City resources internally and with regional partners. Reduce employee medical costs by implementing additional wellness initiatives to enhance current programs offered. Introduce and implement Enterprise Risk Management. 94 • • • • • • • • • • • • • • Establish and implement improved performance evaluation process. Standardize hiring practices to evaluate both technical and leadership competencies. Expand organizational development and outreach efforts for proactive succession planning. Align/prioritize projection of human resources needs with growth estimates and annual budget development. Implement employee retention interviews. Evaluate strategies that will enhance employee engagement and satisfaction. Evaluate the compensation structure for non‐sworn employees. Explore expanded use of interns to support City activities and initiatives. Maintain focus on providing outstanding customer service to our citizens to foster positive connection between staff and stakeholders. Investigate ways for employees to give back to the community by participating in community service. Establish a health and wellness day for citizens. Continue partnership with Arizona in Action to support programs that encourage healthy lifestyles. Partner with Youth Commission to train on communication/leadership Provide opportunities for the community to participate in events that support a clean, safe environment. PERFORMANCE MEASURE RESULTS NPT = Not Previously Tracked Retention Rate of Regular Full‐Time Employees in the Initial 12‐Month Trial Period 100% 80% 60% 40% 88% 82% Actual 2012 Actual 2013 95% 78% 95% 20% 0% Target 2014 95 Trend 2014 Target 2015 # of Working Days Lost Due to Work‐Related Injuries 140 120 100 80 60 40 20 0 115 91 Actual 2012 Actual 2013 81 91 81 Target 2014 Trend 2014 Target 2015 Number of Volunteer Hours Worked 30,000 29,000 28,000 27,000 29,262 27,404 27,500 Actual 2013 Target 2014 26,000 27,500 26,520 25,000 Actual 2012 Trend 2014 Target 2015 Department Overview Human Resources Administration 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. Administration Expenditures 2012 Actual 2013 Actual $609,225 $666,313 $741,000 $728,718 $844,881 Contractual Services $47,763 $62,204 $194,510 $98,210 $727,959 Commodities $10,085 $7,777 $14,288 $10,400 $17,929 $667,073 $736,294 $949,798 $837,328 $1,590,769 Personnel Total 96 2014 Budget 2014 Estimate 2015 Budget Staffing 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 6 7 7 8 8 Administration 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 Expenditures Personnel Contractual Services 2012 Actual Staffing Risk Management 2014 Budget 2014 Estimate 2015 Budget $253,806 $256,145 $251,135 $208,846 $104,692 $1,232,633 $1,744,685 $1,121,841 $1,095,427 $855,400 $97 $37 $0 $0 $0 $1,486,536 $2,000,867 $1,372,976 $1,304,273 $960,092 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 2 2 2 2 1 Commodities Total 2013 Actual 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 Expenditures 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget Personnel $92,383 $104,901 $115,662 $103,028 $119,767 Contractual Services $30,001 $41,940 $61,000 $43,500 $75,685 $0 $0 $0 $0 $0 $122,384 $146,842 $176,662 $146,528 $195,452 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 1 1 1 1 1 Commodities TOTAL Staffing Employee Development 97 POLICE P DEPAR RTMENTT SUMM MARY In parttnership with w the community, we co ontributee to the quality q off life throug gh diligent patrol, commun nity orientted policiing, and enforcem ment of law to maintain the peeace and d protect the t rightss of thosee we servee. Police e D Departme ent $ $17,410,6 677 Adminiistration Towing Adm ministratio on Field ons Operatio Comm munity Serrvice Investigations Specializzed Patroll Telecomm munication ns Descrription The Goodyear Police Departme D ent is a professio onal and progressive hat takess great pride p in providingg excellent customer organizzation th servicee to ourr commu unity. We W provid de manyy protecttive policcing programs resu ulting in n a low w crime rate. Th he Good dyear Po olice Departtment leaads our profession p n with integrity, transpare t ency, and we strive to t be a model m agency in thee law enfforcement commu unity. 98 FY14 Accomplishments: • • • • • • • Successfully utilized interns for the past two semesters providing over 300 hours of intern time. Finalized the update of the department’s policy manual. Participated in West Valley DUI Task Forces, Click it or Ticket seatbelt enforcement campaigns, and the State Fair Public Safety Days to enhance traffic safety and education throughout the community and region. In conjunction with local schools, implemented the school substation program. Based on a national model, the school substation program entails the use of office space in local schools as offices for police officers. It enhances the public safety presence of officers at schools and increases partnership opportunities with school districts. In support of the Police Department’s Strategic Plan Goal to enhance management and leadership training, Lieutenant Santiago Rodriguez was one of four officers selected from Arizona to attend the 256th session of the FBI National Academy in Quantico, Virginia. Deputy Chief Jeff Rogers graduated from the Southern Police Institute Administrative Officers School, and Lieutenant James Hernandez graduated from Northwestern’s Command School. Goodyear Police Department took possession of five newly purchased Victory police motorcycles for the traffic unit. The Victory police motorcycles are one of, if not the safest motorcycles currently manufactured for police work. Goodyear Police Department is proud to be the first Law Enforcement agency in Maricopa County to utilize these “state of the art” Victory Motorcycles. The Victory motorcycles are equipped many advanced safety features designed especially with Law Enforcement in mind. The Goodyear Police Department received a grant from the Tohono O'odham Nation to purchase (2) Segway patrollers. These Segways will enhance interaction with the public during community events. Police Department Budget Expenditures by Category Personnel Contractual Services Commodities TOTAL 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget $11,646,336 $12,191,841 $13,285,885 $12,725,570 $14,218,559 $1,538,975 $1,640,653 $1,919,300 $1,918,301 $2,014,153 $541,868 $564,365 $718,536 $660,536 $598,965 $13,727,180 $14,396,859 $15,923,721 $15,304,407 $16,831,677 Police Department One‐Time Supplementals 2015 Budget Approved Supplementals $579,000 TOTAL $579,000 *One‐Time funds included in operating budget prior to FY15 99 Staffing Police Department 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 128 129 127 127 130 Related Council Strategic Priority: Quality of Life Goals and Objectives for FY15 • • • • • • • • • • • • • • Ensure all department personnel receive yearly AZPOST approved Ethics training course. Identify and/or develop 2 methods of obtaining internal feedback on department leadership. Develop and implement training for leadership on succession planning at every level in the department. Create a Crime and Intelligence Analysis Unit, to provide timely information and data analysis to the Department. The unit will establish Policies and Procedures, educate stakeholders regarding the services provided, provide mechanisms for requesting work and assistance. Enhance the Department’s Compstat program, focusing on information sharing to key divisions, including patrol and investigations. Enhance the Community Services Unit. An important component to Community Policing and Citizen Satisfaction, a Community Services unit staffed with community action teams, neighborhood watch captains and crime prevention specialists will enhance the relationship between the community and the Department. Educate stakeholders through outreach and programs to create and foster mutually beneficial partnerships that address crime prevention and promote community involvement. These programs should include elements from: Neighborhood Watch, Faith‐based partnerships, “Protect your Business” partnerships with financial, commercial and retail institutions, and Citizen Police Academy Alumni. Create a Community Satisfaction survey instrument to assess the perception of crime of in the community and satisfaction with police services. Create a long term training plan aligning operational training with community policing and citizen outreach philosophies. Seek Police Department Accreditation through the Commission on Accreditation of Law Enforcement Agencies (commonly referred to as CALEA) Implement Safety Days/McGruff Safety Talks as a community outreach program. Partner with local school districts to encourage bicycle helmet compliance and conduct other children’s programs. Strategically deploy the two speed measuring radar trailers throughout the City based on input from community members, elected officials and citizens that utilize our trafficways. Conduct a comprehensive staffing analysis for the Traffic Unit to determine if appropriate resources are allocated and determine if additional staff is needed. Implement the “Data Driven Approach to Traffic Safety” model (DDATS), utilizing statistical data, community engagement, and monitoring “hot spot” locations to promote traffic safety and reduce collisions. Review, update, and create if necessary, the Department’s Policy and Procedure Manual. Ensure policies and procedures are in alignments with Human Resource and Legal Services. 100 • • Create, enhance, and streamline hiring and recruitment processes through the Hiring, Recruitment, and Selection Unit. Implement on‐line citizen reporting of crime tips and reports in conjunction with Records Management System upgrades. PERFORMANCE MEASURE RESULTS NPT = Not previously tracked Average Priority 1 Response Time (min.) 08:38.4 07:12.0 05:45.6 04:19.2 07:00.0 02:52.8 01:26.4 04:04.0 04:59.0 04:00.4 05:00.0 00:00.0 Actual 2012 Actual 2013 Target 2014 Trend 2014 Target 2015 Average pro‐active patrol time per officer 40% 30% 20% 35% 33% 30% 10% 25% 30% 0% Actual 2012 Actual 2013 Target 2014 101 Trend 2014 Target 2015 Calls for Service by Source 80,000 75,000 70,000 65,000 74,176 72,249 77,000 70,000 60,000 64,903 55,000 Actual 2012 Actual 2013 Target 2014 Trend 2014 Target 2015 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 Expenditures 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget Personnel $1,063,559 $1,652,735 $1,658,059 $1,491,256 $1,814,811 Contractual Services $1,225,656 $1,350,050 $1,320,750 $1,320,750 $1,421,553 $460,668 $495,118 $615,996 $616,996 $501,425 $2,749,884 $3,497,903 $3,594,805 $3,429,002 $3,737,789 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 11 13 14 14 16 Commodities Total Staffing Administration 102 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 Expenditures 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget Personnel $51,280 $63,119 $95,055 $80,055 $98,591 Contractual Services $39,721 $5,710 $15,000 $14,000 $11,000 Commodities $23,643 $1,085 $5,000 $5,000 $5,000 $114,644 $69,914 $115,055 $99,055 $114,591 Total Staffing 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 1 1 1 1 1 Towing Administration Field Operations Field Operations encompasses police patrol and specialty units such as the School Resource Officers and Special Assignments Unit. Field Operations Expenditures Personnel 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget $7,059,240 $5,119,491 $5,761,759 $5,488,738 $6,027,586 Contractual Services $18,802 $10,998 $15,500 $15,500 $15,500 Commodities $52,606 $2,501 $15,500 $15,500 $10,500 $7,130,648 $5,132,989 $5,792,759 $5,519,738 $6,053,586 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 73 *55 53 53 51 Total Staffing Field Operations *Moved specialized patrol to separate division 103 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 Expenditures Personnel Contractual Services Commodities Total Staffing Telecommunications 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget $1,310,936 $1,323,287 $1,446,048 $1,385,482 $1,508,085 $219,984 $241,822 $514,050 $514,050 $512,100 $4,922 $8,455 $8,050 $8,050 $8,050 $1,535,841 $1,573,564 $1,968,148 $1,907,582 $2,028,235 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 17 17 17 17 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 Expenditures Personnel Contractual Services 2012 Actual 2013 Actual $451,416 $475,096 $334,419 $334,537 $482,262 $14,478 $12,376 $26,500 $26,500 $26,500 $1 $4,360 $6,490 $6,490 $6,490 $465,896 $491,832 $367,409 $367,527 $515,252 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 6 8 3 3 4 Commodities Total Staffing Community Service 104 2014 Budget 2014 Estimate 2015 Budget 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 2012 Actual Staffing Investigations 2014 Budget 2014 Estimate 2015 Budget $1,709,905 $1,579,440 $2,310,232 $1,956,698 $2,416,762 $20,334 $12,838 $20,500 $20,500 $20,500 $27 $6,396 $8,500 $8,500 $8,500 $1,730,267 $1,598,675 $2,339,232 $1,985,698 $2,445,762 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 20 19 23 23 25 Commodities Total 2013 Actual 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 2012 Actual Personnel Contractual Commodities Total Staffing Specialized Patrol 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget $1,978,672 $1,680,313 $1,988,804 $1,870,462 $6,859 $7,000 $7,001 $7,000 $46,450 $59,000 $0 $59,000 $2,031,982 $1,746,313 $1,995,805 $1,936,462 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 15 16 16 16 105 FIRE DEPART D TMENT SUMMA S ARY The miission of the t City of o Goodyeear Fire Departme D ent is to preserve p l lives and prroperty in n our com mmunity by provviding serrvices direected at the preven ntion and control of o fires, accidents, a and otheer emergencies, while w mainta aining thee highestt standarrds of prrofessiona alism, effficiency, and effectivveness. Fire Dep partmentt $13 3,229,337 7 Adm ministration Fire Prrevention SSupport S Services Em mergency Maanagementt Em mergency SServices Descrription The Firre Departtment prrovides seervices directed at the preevention and control of fires, acciden nts, and other o medical emergenciess in order to preservve lives and prottect the propertyy of the commun ity. The Fire c Departtment currently haas six firee stations located througho t out Goodyyear and alsso has a trained t haazardous materials team. 106 FY14 Accomplishments: • • • • • • • • • • • • Fire Department has a continued partnership with Franklin Pierce University to deliver and educate firefighters on an injury prevention program. Implemented a learning management solution to track and deliver critical training elements. Evaluated and developed a plan for the Citygate Fire Department Management Audit Hired 4 experienced Firefighters. Implemented Teleconferencing within the fire department Developed a Succession Plan for future leaders within the fire service. Developed and implemented a robust comprehensive labor management process, called the Organizational Collaborative Process (OCP). SWOT analysis on Support Services Division completed. Led efforts to take delivery and put into service of our 2 new fire engines and the mobile Breathing Air Compressor. Worked to update firmware and re‐programming of all portable and mobile radios. Support Services employees also completed the following training: o Forklift Training (certification) o SCBA Facemask Repair training (certification) o Mobile Breather Air compressor o PPE Advanced Cleaning and Inspection training (certification) Developed and implemented a routine communication tool called Fire Chief Forum. Fire Department Budget Expenditures by Category Personnel Contractual Services Commodities TOTAL 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget $10,766,925 $10,795,122 $11,205,352 $10,533,854 $11,504,491 $1,066,149 $1,104,851 $1,156,122 $1,166,569 $1,224,805 $288,587 $290,999 $650,475 $256,154 $301,241 $12,121,660 $12,190,972 $13,011,949 $11,956,577 $13,030,537 *FY 11 & FY12 included Building Safety Fire Department One‐Time Supplementals 2015 Budget Approved Supplementals $198,800 TOTAL $198,800 *One‐Time funds included in operating budget prior to FY15 Staffing Fire Department 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 103 102 100 101 102 107 Related Council Strategic Priority: Fiscal and Resource Management; Quality of Life Goals and Objectives for FY15 • • • • • • Purchase, roll‐out, and implement an electronic patient care reporting system. Complete purchase of 3rd Fire Engine from KME and place into service. Develop a more efficient policy and procedure review process. Improve emergency response times through education and performance measurement. Maintain the highest level of customer service regarding Fire and Life Safety service delivery. Develop public and private collaborative partnerships to maximize effectiveness and use of resources to achieve greater outcomes. Develop a plan to seek accreditation through the Commission on Fire Accreditation International (CFAI) to achieve organizational and professional excellence through continuous quality improvement and enhancement of service delivery for the citizens and the community at large. Continue to develop practices that will lead to community safety and prosperity through continuous education and information of service delivery programs to the public. Develop and implement a Dinner with a Fire Chief concept with Neighborhood services. Develop a plan to send personnel to AZPOST training to further enhance our fire investigation services. Support professional development through training initiatives and skill and certification maintenance. Continue to evaluate effective internal communication methods that are accessible, available, and consistent and clear, which include, but not limited to, technology solutions. Organize and integrate external communication through development and deployment of a comprehensive public information program about the Goodyear Fire Department. • • • • • • • • • Continue to support and develop OCP committee involvement. Continue to develop and support our volunteer programs in the fire department. PERFORMANCE MEASURE RESULTS NPT = Not previously tracked # of Commercial and Industrial Occupancies Inspected 1,200 1,000 800 600 1,000 400 200 0 NPT NPT Actual 2012 Actual 2013 1,000 448 Target 2014 108 Trend 2014 Target 2015 % of Commercial and Industrial Occupancies receiving violations during annual inspection 100% 80% 60% 40% 20% 0% NPT NPT Actual 2012 Actual 2013 60% 56% 50% Target 2014 Trend 2014 Target 2015 Calls for Fire Service 300 250 200 150 271 244 240 223 240 Actual 2012 Actual 2013 Target 2014 Trend 2014 Target 2015 5,275 5,800 Trend 2014 Target 2015 100 50 0 Calls for EMS Service 7,000 6,000 5,000 4,000 3,000 2,000 1,000 0 5,120 5,669 6,200 Actual 2012 Actual 2013 Target 2014 109 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 2012 Actual Personnel 2013 Actual 2014 Budget 2014 Estimate 2015 Budget $422,442 $596,501 $493,728 $521,504 $548,048 Contractual Services $17,130 $34,032 $21,642 $25,974 $22,642 Commodities $18,336 $14,954 $19,781 $13,635 $18,781 $457,908 $645,486 $535,151 $561,113 $589,471 Total Staffing 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget Administrative Services 5 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 Personnel 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget $468,280 $251,740 $128,582 $97,616 $298,624 Contractual Services $109 $5,001 $3,800 $5,165 $21,400 Commodities $770 $1,545 $1,450 $215 $6,250 $469,159 $258,285 $133,832 $102,996 $326,274 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 4 3 *1 2 3 Total Staffing Fire Prevention *two positions transferred to Building Safety 110 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, pre‐incident planning, fire prevention, and community education. 2012 Actual Emergency Services Personnel Contractual Services Commodities Total Emergency Services 2014 Budget 2014 Estimate 2015 Budget $8,462,670 $9,361,893 $9,919,533 $9,306,067 $9,965,603 $368,490 $420,905 $472,103 $510,513 $497,729 $38,837 $45,791 $95,909 $44,800 $53,375 $8,869,997 Staffing 2013 Actual $9,828,588 $10,487,545 $9,861,380 $10,516,707 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 87 88 88 88 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 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget Personnel $392,557 $408,405 $444,609 $409,007 $455,541 Contractual Services $640,775 $639,074 $652,207 $619,576 $672,564 Commodities $222,042 $224,359 $527,653 $194,050 $218,653 $1,255,375 $1,271,838 $1,624,469 $1,222,633 $1,346,758 Total Staffing Support Services 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 4 4 4 4 4 111 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 Personnel 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget $171,863 $176,584 $218,899 $199,660 $236,675 Contractual Services $4,588 $5,840 $6,370 $5,341 $10,470 Commodities $4,620 $4,351 $5,682 $3,454 $4,182 $181,071 $186,775 $230,951 $208,455 $251,327 Staffing 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget Emergency Management 2 2 2 2 2 Total 112 MUNICIPAL COURT SUMMARY 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 $1,004,163 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): Criminal (Misdemeanor) • Domestic Violence • DUI • Theft • Hit and Run • Assault • Reckless Driving • City Ordinance & City Codes • Driving on Suspended Drivers Licenses Civil traffic: • Moving Violations • Non‐Moving Violations • Parking (Title 28 and City Ordinance) • Violations of City Ordinances & City Codes 113 FY14 Accomplishments • • • • • • Applied for and received two Judicial Collection Enhancement Fund Grants. Received a $47,000 grant to assist the City of Goodyear with the upgrade of the current audio/video equipment used for public meetings and court proceedings. Received a $31,000 grant to be used over a three year period to fund a part‐time Court Specialist I position. Secured a seat for a staff member on a 12 member Limited Jurisdiction Code Standardization Workgroup. The workgroup will be tasked to create a list of codes that will be used by all limited jurisdiction courts in the State of Arizona. Collected over $70,000 in default and warrant fees through the Debt Setoff Program (DSO). Provided security service (security guard and use of metal detector) for public meetings held after hours in the Justice Facility. 2012 Actual 2013 Actual $676,748 $770,007 $814,640 $801,823 $863,349 Contractual Services $99,434 $110,705 $144,293 $144,793 $125,914 Commodities $13,704 $17,761 $15,400 $14,900 $14,900 $789,886 $898,473 $974,333 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 10 9 9 9 9 Municipal Court Department Budget 2014 Budget 2014 Estimate 2015 Budget Expenditures by Category Personnel TOTAL Staffing Municipal Court $961,516 $1,004,163 Related Council Strategic Priority: Fiscal and Resource Management; Quality of Life Goals and Objectives for FY15: • • • • • • • • Ensure the Goodyear Municipal Court provides fair, impartial and expedient justice to the citizens of Goodyear. Comply with all federal, state and local laws. Ensure court participates in the Homeless Court and Veterans Stand Down programs that assist homeless and veteran defendants. Keep Court webpage user friendly for citizens to navigate on court procedure’s and forms. Encourage and assist staff in personal development. Complete all Supreme Court mandated educational requirements for every staff member. Maintain Minimum Accounting Standards as set by the Administrative Office of the Courts. Review and update strategic, operational and technological plans. 114 • • Provide key staff members the opportunity and means to participate in the Leadership Program sponsored by the Administrative Office of the Courts. Continue developing procedural manual for each division of the court. Ensure manuals are in compliance with Supreme Court Administrative Orders and all Administrative Office of the Courts mandates. PERFORMANCE MEASURE RESULTS NPT = Not Previously Tracked Civil Traffic Filings Completed Within 90 Days 100% 98% 96% 94% 99% 92% 100% 100% 100% Target 2014 Trend 2014 Target 2015 94% 90% Actual 2012 Actual 2013 Criminal traffic cases resolved within 180 days 100% 95% 90% 100% 100% 100% Target 2014 Trend 2014 Target 2015 93% 90% 85% Actual 2012 Actual 2013 115 Criminal Misdemeanor Cases Resolved Within 180 Days 100% 98% 96% 94% 100% 100% 100% Target 2014 Trend 2014 Target 2015 92% 90% 92% 93% Actual 2012 Actual 2013 88% 116 DEVELOPMENT SERVICES DEPARTMENT SUMMARY 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 $3,674,514 Economic Development Development Services Administration Planning & Zoning Building Safety & Inspections Code Compliance Description The Development Services Department is comprised of five divisions: Economic Development, Development Services Administration, Planning and Zoning, Building Safety and Inspections and Code Compliance. 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. 117 FY14 Accomplishments         Completed over thirty business, community and resident outreach activities and twelve monthly General Plan meetings for completion of a draft 2025 General Plan Update. Completed the approval process for an Environmental Impact Study (EIS). Created a city‐sponsored entrepreneur incubator program. Updated the economic development strategic plan using a consultant driven process and a 20 member Technical advisory committee of key stakeholders and City Council. Worked closely with the Phoenix Goodyear Airport on an MOU for ongoing airport operations and on implementation of the Master Plan to develop the airpark corridor. Expanded the electronic plan review process to Development Services. Participated in a comprehensive economic impact study for year‐round ballpark activities and use as a recruitment tool. Achieved voluntary compliance on code complaints more than 90% of the time. Development Services Department Budget Expenditures by Category Personnel Contractual Services Commodities TOTAL 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget $1,764,148 $2,703,750 $3,290,227 $2,910,582 $3,302,603 $238,962 $280,876 $378,077 $263,306 $236,101 $60,047 $53,783 $34,710 $21,178 $28,710 $2,063,157 $3,038,409 $3,703,014 $3,195,066 $3,567,414 Development Services One‐Time Supplementals 2015 Budget Approved Supplementals $107,100 TOTAL $107,100 *One‐Time funds included in operating budget prior to FY15 Staffing Development Services 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 27 27 33 33 33 Related Council Strategic Priority: Economic Vitality; Sense of Community; Quality of Life Goals and Objectives for FY15    Attract quality employment to increase citizens’ employment opportunities. Attract quality retail, hospitality, and resort amenities. Focus on retention and expansion of existing businesses. 118    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 % of Plans Reviews Completed Within Published Review Cycle Times 100% 80% 60% 40% 87% 69% 85% 88% 85% Target 2014 Trend 2014 Target 2015 20% 0% Actual 2012 Actual 2013 % of Permits Issued Within 7 Days 100% 98% 96% 94% 100% 92% 90% 93% 95% 94% 95% Target 2014 Trend 2014 Target 2015 88% Actual 2012 Actual 2013 119 Remove Graffiti From Public Property Within 24 Hours 100% 98% 96% 100% 99% 99% 99% 94% 95% 92% Actual 2012 Actual 2013 Target 2014 Trend 2014 Target 2015 # of New Prospects/Economic Development Projects 60 50 40 30 20 10 0 53 45 38 45 NPT Actual 2012 Actual 2013 Target 2014 Trend 2014 Target 2015 # of Inspections Performed 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 57,275 56,060 36,729 22,000 21,000 Actual 2012 Actual 2013 Target 2014 120 Trend 2014 Target 2015 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 Expenditures 2012 Actual 2013 Actual $361,250 $345,106 $416,534 $352,284 $445,519 Contractual Services $78,722 $85,034 $188,613 $95,230 $80,751 Commodities $12,433 $15,353 $5,250 $250 $5,250 $452,405 $445,492 $610,397 $447,764 $531,520 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 4 5 4 4 4 Personnel Total Staffing Economic Development 2014 Budget 2014 Estimate 2015 Budget Development Services Administration The Development Services Administration 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 Administration Expenditures Personnel Contractual Services Commodities Total Staffing Development Services 2012 Actual 2013 Actual $180,946 $289,819 $583,913 $511,645 $645,892 $11,886 $81,872 $112,269 $80,469 $77,700 $3,866 $14,374 $15,385 $16,358 $9,385 $196,698 $386,064 $711,567 $608,472 $732,977 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 1 2 6 6 6 121 2014 Budget 2014 Estimate 2015 Budget 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 Expenditures Personnel 2012 Actual 2014 Estimate 2015 Budget $564,869 $649,912 $562,531 $668,446 $13,405 $16,832 $26,035 $55,850 $26,035 $6,508 $2,678 $4,925 $1,500 $4,925 $562,606 $584,380 $680,872 $619,881 $699,406 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 5 5 6 6 6 Commodities Staffing 2014 Budget $542,693 Contractual Services Total 2013 Actual Planning & Zoning 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 Expenditures 2013 Actual 2014 Budget 2014 Estimate 2015 Budget $828,590 $1,169,735 $1,391,827 $1,252,130 $1,289,243 Contractual Services $7,654 $94,256 $25,190 $8,410 $25,645 Commodities $5,250 $19,278 $5,250 $70 $5,250 Personnel 2012 Actual $841,494 $1,283,269 $1,422,267 $1,260,610 $1,320,138 Total Staffing 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget Building Safety & Inspections 10 12 14 14 14 122 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 Expenditures Personnel Contractual Services 2012 Actual Staffing Code Compliance 2014 Budget 2014 Estimate 2015 Budget $451,416 $150,247 $248,041 $231,992 $253,503 $14,478 $2,141 $25,970 $23,064 $25,970 $1 $262 $3,900 $3,000 $3,900 $465,896 $152,650 $277,911 $258,056 $283,373 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 3 3 3 3 3 Commodities Total 2013 Actual 123 ENGINEERING DEPARTMENT SUMMARY 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 $8,914,732 Administration Plan Review Permit Processing Inspections Street Signs & Markings Highway Streets GIS Project Management Sweeper Operations Traffic Signals Traffic 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 124 FY14 Accomplishments     Designed and constructed eleven major projects from the city’s Capital Improvement Plan. Completed the Transportation Master Plan update through technical evaluation and community engagement. Updated the electronic plan review and GIS software for improved customer service and process efficiency. Implemented IGAs with the City of Avondale for inspection services and with MCDOT to exchange street maintenance services. Engineering Department Budget Expenditures by Category 2012 Actual 2013 Actual 2014 Budget Personnel $2,858,066 $3,475,322 $3,586,683 $3,224,109 $4,032,615 Contractual Services $1,944,361 $2,939,231 $4,345,763 $4,228,239 $3,330,697 $97,007 $197,296 $245,420 $124,351 $203,320 $4,899,435 *$6,611,849 *$8,177,866 $7,576,699 $7,566,632 Commodities TOTAL 2014 Estimate 2015 Budget *HURF is included in FY13 going forward; reflects funding moved from PW for the street maintenance program. Engineering One‐Time Supplementals 2015 Budget Approved Supplementals ‐ Engineering $292,100 Approved Supplementals – HURF $1,056,000 TOTAL $1,348,100 *One‐Time funds included in operating budget prior to FY15 Staffing Engineering Department 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 37 37 37 37 40 Related Council Strategic Priority: Sense of Community; Quality of Life Goals and Objectives for FY15     Improve turnaround time for planning and construction plan reviews Utilize LED technology for illuminated street name signs for increased service life and reduced energy consumption Design federally funded fiber and conduit projects with in‐house resources whenever possible as a means to reduce the City’s cash outlay for its local match. Develop pavement management program to establish level of funding for street preservation. 125 PERFORMANCE MEASURE RESULTS NPT = Not Previously Tracked Calls for Traffic Signal Service Responded to Within 24 Hours of Notification 100% 98% 96% 100% 98% 94% 95% 97% 95% 92% Actual 2012 Actual 2013 Target 2014 Trend 2014 Target 2015 Plans Reviewed Within 20 Days of Receipt (1st Review) 100% 95% 90% 96% 97% 95% 90% 90% 85% Actual 2012 Actual 2013 Target 2014 Trend 2014 Target 2015 Plans Reviewed Within 15 Days of Receipt (2nd Review) 100% 95% 90% 96% 94% 94% 90% 90% 85% Actual 2012 Actual 2013 Target 2014 126 Trend 2014 Target 2015 30 Day Turnaround Time on Arterial and Residential Street Sweeping 100% 98% 96% 98% 98% 94% 96% 95% 95% 92% Actual 2012 Actual 2013 Target 2014 Trend 2014 Target 2015 Projects Completed on Schedule 100% 98% 96% 94% 92% 100% 100% 98% 90% 88% 90% 86% 90% 84% Actual 2012 Actual 2013 Target 2014 127 Trend 2014 Target 2015 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 Expenditures Personnel 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget $1,062,616 $1,116,309 $746,093 $844,448 $1,021,407 Contractual Services $48,680 $46,680 $38,500 $27,824 $38,036 Commodities $16,381 $38,163 $24,300 $13,450 $23,300 $1,127,678 $1,201,153 $808,893 $885,722 $1,082,743 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 9 9 *6 6 8 Total Staffing Engineering Administration *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 right‐of‐ways and site improvements on private property. Plan Review Expenditures Personnel 2012 Actual 2014 Budget 2014 Estimate 2015 Budget $274,999 $290,507 $468,959 $339,773 $394,222 $328 $579 $5,900 $154,042 $5,900 $0 $27 $0 $0 $0 $275,327 $291,113 $474,859 $493,815 $400,122 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 4 4 5 5 4 Contractual Services Commodities Total 2013 Actual *Contractual and commodities were budgeted in Administration. Staffing Plan Review 128 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 Expenditures Personnel 2012 Actual Permit Processing 2014 Estimate 2015 Budget $72,277 $71,399 $68,907 $73,804 $699 $0 $1,050 $100 $1,050 $0 $0 $0 $0 $0 $49,733 $72,277 $72,449 $69,007 $74,854 Commodities Staffing 2014 Budget $49,034 Contractual Services Total 2013 Actual 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 1 1 1 1 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 Expenditures Personnel 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget $380,138 $393,262 $358,646 $303,078 $380,591 Contractual Services $13,484 $4,480 $12,700 $12,235 $18,936 Commodities $13,064 $13,494 $13,500 $10,250 $12,300 $406,686 $411,236 $384,846 $325,563 $411,827 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 6 5 4 4 4 Total Staffing Inspections 129 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 Expenditures Personnel 2012 Actual GIS 2014 Estimate 2015 Budget $156,706 $166,029 $163,910 $275,722 $8,843 $8,500 $15,850 $0 $17,550 $0 $9,357 $0 $0 $0 $173,156 $174,564 $181,879 $163,910 $293,272 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 2 2 2 2 3 Commodities Staffing 2014 Budget $164,313 Contractual Services Total 2013 Actual Project Management The Engineering Project Management Division provides planning for the City’s Capital Improvement Projects. Project Management Expenditures 2012 Actual 2013 Actual Personnel Contractual Services Commodities Total Staffing Project Management 2014 Budget 2014 Estimate 2015 Budget $353,715 $295,098 $365,196 $10,550 $6,200 $9,086 $3,100 $0 $2,600 $367,365 $301,298 $376,882 * * 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget * * 3 3 3 *New division created 130 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 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) Expenditures 2012 Actual Personnel Contractual Services Staffing 2014 Budget 2014 Estimate 2015 Budget $0 $0 $80,735 $64,995 $169,934 $27,342 $73,997 $168,000 $176,213 $174,430 $903 $912 $11,600 $8,235 $17,700 $28,245 $74,909 $260,335 $249,443 $362,064 Commodities Total 2013 Actual 2012 Actual 2013 Actual Signs & Street Markings (HURF) 2014 Budget 2014 Estimate 2015 Budget 1 1 2 Streets Highways (HURF) The Streets Highways Division is responsible for maintaining city streets which is comprised of residential, arterials and collectors. Streets Highways (HURF) Expenditures 2012 Actual 2013 Actual Personnel $708,701 $810,737 $627,800 $463,708 $471,786 $1,662,297 $1,378,920 *$2,594,402 $2,375,506 $1,514,799 $44,225 $31,083 $41,225 $2,378,305 $2,199,292 $3,266,427 $2,870,297 $2,027,810 Contractual Services Commodities Total $7,307 $9,636 2014 Budget 2014 Estimate 2015 Budget *Reflects increase in pavement preservation program. Staffing Streets (HURF) 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 10 10 7 7 6 131 Sweeper Operations (HURF) The Sweeper Operations Division is responsible for the maintenance of streets city‐wide. Streets (HURF) Expenditures 2012 Actual Personnel Contractual Services 2014 Budget 2014 Estimate 2015 Budget $0 $0 $135,758 $115,246 $141,883 $21,651 $16,728 $74,450 $97,298 $107,866 $0 $0 $22,600 $23,840 $27,600 $21,651 $16,728 $232,808 $236,384 $277,349 Commodities Total 2013 Actual Staffing 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget Sweeper Operations (HURF) 0 0 2 2 2 Traffic Signals (HURF) The Traffic Signal Division ensures traffic signals, signage, and striping meet federal, state, and local standards. Traffic Signals (HURF) Expenditures 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget Personnel $0 $0 $341,833 $319,734 $487,075 Contractual Services $4 $9,422 $1,398,563 $1,372,887 $1,419,411 Commodities $0 $12 $64,345 $30,639 $67,345 Total $4 $9,434 $1,804,741 $1,723,260 $1,973,831 Staffing Traffic Signals (HURF) 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 0 0 4 4 5 132 Traffic (HURF) Streets (HURF) Expenditures Personnel 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget $44 $0 $235,716 $245,212 $250,995 Contractual Services $0 $0 25,798 $5,934 $23,633 Commodities $0 $0 $61,750 $6,854 $11,250 $44 $0 $323,264 $258,000 $285,878 2014 Budget 2014 Estimate 2015 Budget 2 2 2 Total Staffing 2012 Actual 2013 Actual Traffic (HURF) 133 PUBLLIC WORKS DEEPARTM MENT SU UMMARY Public Works provides p essential utilities to proteect publicc health and safety, help en nhance the t econo omic vita ality of the community, and protect the enviironmentt. Public Workks $2 21,343,84 46 A Administraative Servicess F Fleet (ISF) Faacilities Sanitatio on Water Wasstewater Descrription The Pu ublic Worrks Deparrtment is one of the largesst departm ments in the City off Goodye ear. The Departm ment man nages waater and wastewaater servicee for areaas of the City soutth of Inteerstate 10 0; water conservat c tion initiativves; trassh/bulk collection c n and reecycling; and equ uipment and facilityy mainten nance. 134 FY14 Accomplishments         Upgraded Conference Room 212 air conditioning; increased SEER rating by 40% Replaced four BMW motorcycles for Police with Victory brand units allowing for in‐house maintenance Streamlined SOP/JHA document process for Public Works Safety Program with centralized utilization of Sharepoint Extended parking area lifecycle for Indians Development Complex with preservation treatment Improved operational efficiency of fire apparatus by replacing two units within the Fleet (approximate savings of $2.00 per mile per unit) Implemented monthly review of financial statements and support schedules. The model assists managers with closing out the current fiscal year, preparing for the next, and is linked to repair and replacement plans. Reduced the number of reportable accidents by 50% through participation in City safety program. Collaborated with three neighboring cities to provide a Household Hazardous Waste Event twice annually. The event disposes of approximately 30 tons of hazardous waste annually Public Works Department Detail Budget Expenditures by Category Personnel Contractual Services Commodities TOTAL 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget $5,274,786 $5,312,572 $5,841,768 $5,439,733 $6,088,910 $10,393,366 $10,508,319 $10,403,423 $10,127,071 $10,467,405 $1,868,559 $2,021,302 $3,235,782 $3,350,997 $2,802,001 $17,536,711 $17,842,193 $19,480,973 $18,917,801 $19,358,316 Public Works One‐Time Supplementals 2015 Budget Approved Supplementals $1,985,530 TOTAL $1,985,530 Staffing Public Works 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 72 71 68 68 70 135 Related Council Strategic Priority: Fiscal and Resource Management; Quality of Life Goals and Objectives for FY15                     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 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. Participate in the selection process of hiring a consultant to evaluate current plant bottlenecks, identify areas to increase capacity or make changes, meet with regulators to ensure identified solutions will be acceptable, and provide an accurate rating of the Goodyear Water Reclamation Facility. Annual review and update Safety Program Strategic Plan. Implement FOG (fats, oil, grease) plan. Develop a pretreatment plan that includes local limits and is approved by EPA/ADEQ 136 PERFORMANCE MEASURE RESULTS NPT = Not Previously Tracked Total Direct Operating and Maintenance Cost Per Square Foot of All Maintained Facilities, Excluding Areas Outside of Structure $4.00 $3.80 $3.60 $3.40 $3.20 $3.00 $2.80 $3.80 $3.20 $3.20 Actual 2012 Actual 2013 Target 2014 $3.27 $3.20 Trend 2014 Target 2015 % of Vehicles in Fleet Considered "Low Use" Vehicles (< 300 miles/month) 25% 20% 15% 10% 17% 5% 21% 15% 10% 10% 0% Actual 2012 Actual 2013 Target 2014 Trend 2014 Target 2015 Technician Billable Time (% of Total Hours) 100% 80% 60% 40% 76% 75% 70% Actual 2012 Actual 2013 Target 2014 81% 70% 20% 0% 137 Trend 2014 Target 2015 Monthly Peak Demand in % in Relation to Total Production Capacity 100% 80% 60% 40% 77% 86% Actual 2012 Actual 2013 80% 60% 20% 78% 0% Target 2014 Trend 2014 Target 2015 Wastewater treatment production in % of capacity for Goodyear Water Reclamation Facility 100% 80% 60% 40% 80% 85% 85% 77% 79% Actual 2012 Actual 2013 Target 2014 Trend 2014 Target 2015 20% 0% Recycling Diversion Rate 28% 27% 26% 27% 25% 24% 25% 25% Actual 2012 Actual 2013 26% 26% 23% Target 2014 138 Trend 2014 Target 2015 Reduction in Water Usage (Comparing After & Prior Home Irrigation Checkup) 25% 20% 15% 10% 21% 5% 16% 20% 0% Actual 2012 Actual 2013 Target 2014 *N/A *N/A Trend 2014 Target 2015 *Data is recorded annually at end of Fiscal Year; FY15 Target based on 2014 data Seasonal Portion of Summer Residential Usage Per Household. 120 100 80 60 40 102 97 114 20 0 Actual 2012 Actual 2013 Target 2014 *N/A *N/A Trend 2014 Target 2015 *Data is recorded annually at end of Fiscal Year; FY15 Target based on 2014 data 139 Department Overview MUNICIPAL SERVICES 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. Administrative Services Expenditure Personnel 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget $530,044 $284,085 $350,156 $331,739 $361,294 Contractual Services $6,334 ($888) * $268 * Commodities $8,908 $1,380 * * * $545,287 $284,577 $350,156 $332,007 $361,294 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 7 6 4 4 4 Total *Non‐personnel expenditures split between enterprise funds. Staffing Administrative Services 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 Expenditures Personnel Contractual Services Commodities Total Staffing Facilities Management 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget $511,818 $568,604 $600,171 $594,061 $628,558 $1,868,666 $1,126,162 $1,357,217 $807,912 $1,038,870 $41,047 $55,782 $133,035 $119,094 $58,035 $2,421,532 $1,750,548 $2,090,423 $1,521,067 $1,725,463 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 8 8 8 8 8 140 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. Fleet & Equipment Management Expenditures 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget Personnel $587,925 $504,344 $612,407 $572,778 $695,749 Contractual Services $574,316 $631,271 $471,500 $701,155 $704,100 Commodities $818,205 $890,336 $925,967 $900,126 $923,367 $1,980,445 $2,025,951 $2,009,874 $2,174,059 $2,323,216 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 6 6 6 6 7 Total Staffing Fleet & Equipment Management ENVIRONMENTAL SERVICES 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. 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 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget Personnel $1,379,817 $1,363,252 $1,760,558 $1,545,170 $1,777,916 Contractual $1,338,258 $1,588,145 $1,593,633 $1,636,132 $1,381,720 $317,626 $470,233 $1,013,005 $1,069,771 $550,628 $3,035,701 $3,421,630 $4,367,196 $4,251,073 $3,710,264 Commodities Total 141 Staffing Wastewater 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 19 19 21 21 21 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. Sanitation Expenditures Personnel Contractual Commodities Total 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget $623,169 $498,216 **$541,399 $464,731 $565,615 $4,327,062 $4,528,418 $4,737,414 $4,769,351 $5,152,456 $59,310 $49,328 $61,600 $46,562 $62,149 $5,009,541 $5,075,962 $5,340,413 $5,280,644 $5,780,220 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 9 9 *5 *5 6 *4 positions were unfunded **additional funding for part‐time and overtime Staffing Sanitation *reduced staff due to bulk trash program changing from twice a month collection to once a month collection. WATER RESOURCES 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. 142 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 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget Personnel $1,642,012 $1,914,070 $1,977,080 $1,931,254 $2,059,778 Contractual $2,278,730 $2,635,211 $2,243,659 $2,212,253 $2,190,259 $623,462 $734,243 $1,102,175 $1,215,444 $1,207,822 $4,544,205 $5,283,524 $5,322,914 $5,358,951 $5,457,859 Commodities Total Staffing Water 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 23 23 24 24 24 143 PARKS & RECREATION DEPARTMENT SUMMARY 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 $9,461,963 Parks Administration Right‐of‐Way Administration Aquatics Recreation, Arts & Culture Ballpark Business Operations Ballpark Maintenance Description The Parks and Recreation Department enhances the quality of life and fosters a sense of community for residents through its parks, programs, signature community events and services. The Department operates and maintains 327 acres of public parks, greenbelts and special use‐ areas while providing year‐round recreational opportunities for all ages and abilities. Working with the Parks and Recreation Advisory Commission, the department strives to provide safe parks, promote active lifestyles through diverse programs and produce community events that bring the community together. The Department also operates the Goodyear Ballpark and Recreational Complex which hosts Major League Spring Training as well as an array of public/private events year‐round. The Department also provides Library Services through an agreement with Maricopa County. 144 FY14 Accomplishments:        Completed a Parks, Recreation, Trails and Open Space Master Plan as well as an Arts and Culture Strategic Plan. Opened a new 10,000 sq. ft. Public Library in partnership with Maricopa County. Renovated and installed a new playground at Loma Linda Park through a Community Build Project. Executed a new IGA with the Avondale School District which allows for shared use of facilities. Goodyear Ballpark was named “Best Spring Training Facility” in the Cactus League and 2nd in the country by USA Today. Developed and implemented new maintenance audit tools and processes to improve overall maintenance efficiency and tracking. Set record‐breaking attendance at community events including Star Spangled 4th, Fall Festival celebrating “Getting Arizona Involved in Neighborhoods, Wag and Tag, and Home Plate for the Holidays. Also, coordinated and introduced the inaugural Goodyear Lake Side Music Festival in conjunction with West Valley Arts Council and Newland Communities. Parks & Recreation Department Detail Budget Expenditures by Category 2012 Actual 2013 Actual Personnel $4,052,381 $4,095,180 $4,281,579 $4,135,418 $4,685,445 Contractual Services $3,177,710 $3,801,436 $3,040,899 $3,348,334 $3,422,979 $531,772 $607,321 $1,628,076 $1,609,923 $849,839 $7,761,862 $8,503,937 $8,950,554 $9,093,675 $8,958,263 Commodities TOTAL 2014 Budget 2014 Estimate Parks and Recreation One‐Time Supplementals 2015 Budget 2015 Budget Approved Supplementals $503,700 TOTAL $503,700 Staffing Parks & Recreation Department 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 48 48 49 49 51 145 Related Council Strategic Priority: Sense of Community; Quality of Life Goals and Objectives for FY15:       Continue to seek opportunities to improve and renovate existing parks, facilities and right of ways. Update the Parks and Recreation Strategic Plan to align with goals and strategies of the newly completed Parks, Recreation, Trails and Open Space Master Plan. Continue implementation of the Arts and Culture Strategic Plan. Develop an asset replacement plan for capital assets in the Park System. Complete a tree and plant inventory for Parks, Right of Ways and medians. Complete public Art Project at City Hall. PERFORMANCE MEASURE RESULTS NPT = Not Previously Tracked % of Ratings of Above Average or Excellent on Program Evaluations for Recreation Programs 100% 80% 60% 40% 20% 0% 69% 90% 93% 90% Target 2014 Trend 2014 Target 2015 NPT Actual 2012 Actual 2013 Maintain Satisfaction Levels At or Above (On a 5 Point Scale) for Ballpark Users 5 5 5 5 4.76 4.78 Actual 2012 Actual 2013 4.80 4.80 4.72 5 Target 2014 146 Trend 2014 Target 2015 % of Out of Town Spring Training Attendees 100% 80% 60% 40% 20% 55% 60% 55% 48% Actual 2012 Actual 2013 Target 2014 Trend 2014 60% 0% Target 2015 Perform 3 Cycles of Total Landscape Maintenance in City Developed Right‐of‐Ways Annually 4.00 3.00 2.00 3.00 3.00 Actual 2013 Target 2014 1.00 0.00 2.40 3.00 #N/A Actual 2012 Trend 2014 Target 2015 Ensure Park Conditions are at a 90% Standard of Care Service Level 100% 80% 60% 90% 40% 75% 90% 20% 0% NPT NPT Actual 2012 Actual 2013 Target 2014 147 Trend 2014 Target 2015 Department Overview Parks Administration Parks administration manages and oversees the maintenance and care of 17 parks consisting of 223 acres. The division ensures parks are clean, safe, attractive and functional. Each park is unique in its amenities which include athletic fields, sport courts, picnic areas, open turf, tot lots, swimming pool and splash pad and off leash areas. The division also oversees parkland acquisition, park planning and park renovation. Parks Administration Expenditure 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget Personnel $1,222,256 $1,340,799 $1,486,846 $1,386,948 $1,252,932 Contractual $1,407,677 $1,800,627 $1,389,421 $1,389,421 $820,287 $ 109,603 $171,405 $666,650 $658,650 $83,455 Commodities Total $2,739,535 $3,312,831 $3,542,917 $3,435,019 $2,156,674 Staffing Parks Administration 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 18 18 20 20 16 Right‐of‐Way Administration The Right‐of‐ Ways Administration Division is responsible for the maintenance and care of over 23 million sq. ft city right‐of‐ways and medians. This includes management and oversight of horticultural, arboreal and irrigation programs to ensure proper standard of care in providing clean, safe and attractive city landscaped areas. The Division manages a landscape contract for over six million square feet of right of way, City Hall and Venida Complex Buildings. The Division also oversees and administers the Perryville Inmate Work Program. The division promotes Economic Vitality and a Sense of Community by providing beautification and appeal for the City. Right‐of‐Way Expenditures 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget Personnel * * * * $454,830 Contractual Services * * * * $920,346 Commodities * * * * $42,395 Total * * * * $1,417,571 *Newly formed division for FY15 148 Staffing 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget Right‐of‐Way Administration * * * * 6 *Newly formed division for FY15 Parks & Recreation ‐ Aquatics The Aquatics Division is responsible for the delivery of pool related activities such as swim lessons, swim/dive teams, open swim, and private pool rentals. These programs enhance the Goodyear quality of life by teaching and promoting the healthy and important safety skill of swimming. Additionally, the open swim activity promotes and supports the sense of community for those who participate in the open swim program. Pool maintenance operations such as appropriate water chemistry monitoring, county permitting, and ensuring lifeguarding best practices are followed are also supported by this division. 2012 Actual 2013 Actual 2014 Budget Personnel $163,242 $152,636 $201,157 $201,157 $205,741 Contractual Services $235,731 $302,839 $247,320 $242,075 $242,075 $23,965 $34,371 $37,731 $35,550 $35,550 $422,938 $489,845 $486,208 $478,782 $483,366 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 1 1 1 1 1 Aquatics Expenditures Commodities Total Staffing Aquatics 2014 Estimate 2015 Budget Recreation, Arts & Culture The Recreation Division is responsible for the delivery of programs and services that positively impact the quality of life and enhance a sense of community for the citizens of Goodyear. Programs such as youth and adult sports, senior activities, community special events, special interest classes, and private facility rentals are coordinated out of this division. The Arts and Culture Program strives to provide arts opportunities through the promotion and organization of public and community art projects, exhibitions, festivals, performing arts special events, arts education, and fine arts. The arts program supports economic vitality by enhancing the appeal of Goodyear to private business. 149 2012 Actual 2013 Actual 2014 Budget Personnel $622,730 $514,317 $532,938 $532,938 $552,360 Contractual Services $179,185 $202,895 $174,618 $175,300 $210,406 Commodities $120,285 $119,372 $112,362 $119,106 $127,106 $922,200 $836,584 $819,918 $827,344 $889,872 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 4 4 4 4 4 Recreation Expenditures Total Staffing Recreation Administration 2014 Estimate 2015 Budget 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 Year‐round 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. Ballpark Business Operations Expenditures 2012 Actual 2013 Actual Personnel $735,223 $661,760 $718,029 $580,312 $773,119 Contractual Services $338,553 $356,860 $320,680 $305,655 $320,680 $35,365 $71,389 $61,960 $61,960 $61,960 Commodities Total 2014 Budget $1,109,140 $1,090,008 $1,100,669 2014 Estimate 2015 Budget $947,927 $1,155,759 Staffing 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget Ballpark Business Operations 6 6 6 6 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. 150 Ballpark Maintenance Expenditures 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2014 Budget Personnel $1,308,931 $1,425,668 $1,342,609 $1,434,063 $1,446,463 Contractual Services $1,016,564 $1,138,216 $908,860 $1,235,883 $909,185 $242,554 $210,784 $749,373 $734,657 $499,373 Commodities Total $2,568,049 $2,774,669 $3,000,842 $3,404,603 $2,855,021 Staffing Ballpark Maintenance 2012 Actual 2013 Actual 2014 Budget 2014 Estimate 2015 Budget 18 18 18 18 18 151 This page intentionally left blank 152 CAPITAL IMPROVEMENT PROGRAM Capital Improvement Program TheCapitalImprovementProgram(CIP)  TheCapitalImprovementProgram(CIP)isatenyearfinancialplandesignedtocreate,support,maintain andfinanceGoodyear’spresentandfutureinfrastructureneeds.TheCIPoutlinesprojectcosts,funding sources and estimated future operating costs associated with each project. The plan is designed to ensurethatimprovementswillbemadewhenandwheretheyareneededandthattheCitywillhave thefundstopayforandmaintainthem.TheCIPispreparedeachyearforthefollowing(9)years.The CIPisupdatedtoincorporatenewfundinginformation,revisedpriorities,andCouncildecisionsduring thefirstyearofthecycle.  CapitalProjectsaredefinedas:(1)onetimeprojects;(2)notmaintenancerelated;(3)havingassetsof significantvalue;(4)generallyover$50,000;(5)withanexpectedusefullifeofatleastfiveyears.The CIPisupdatedannuallytoensurethatitaddressesnewandchangingprioritieswithintheCity.TheCIPis aplan.Assuch,projectsaresubjecttochangebasedonneworshiftingserviceneeds,specialfinancing 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,landbeautificationprojectsandmajorsystemenhancements.  TheCityexpendsagreatdealofeffortreviewingandupdatingthisplantoensurenotonlythatcritical needsarebeingmet,butalsothatthecost,scope,andtimingofprojectsarecoordinated.Theeffective useoftheCIPprocessprovidesforprojectidentification,planning,evaluation,scopedefinition,design, public discussion, cost estimating, and financial planning. CIP projects are designed to prevent the deteriorationoftheCity’sexistinginfrastructureandrespondtoandanticipatethefuturegrowth.  ThetotalFY1524planisadoptedbyCouncilaspartoftheFY1415Budget.Thetotalforthe10year plan is $372.6 million.  The Adopted FY1415 Capital Improvement Program budget is $27,988,716; consisting of $12.1 million in NonUtility Capital Improvements and $15.8 million in Utility Capital Improvements. The program takes into consideration all known capital improvement needs, while utilizingavailablerevenuesourcestothoseneeds. FundType GeneralFund GeneralGovt.ImpactFees ParksImpactFees FY15 $9,354,263 $226,808 $743,600 TransportationImpactFees Water/WWEnterpriseFund $1,664,151 $284,000 WaterDev.ImpactFees $6,222,663 SewerImpactFees $4,641,231 ReclaimedWaterImpactFees PoliceImpactFees OtherContributions TOTAL $720,000 $200,000 $3,932,000 $27,988,716 153  TenYearCapitalImprovementProgram(CIP)  Inordertomeetthefutureneedsofthecommunity,itisnecessarytoplanforcapitalimprovementsfar inadvance.TheCityofGoodyearaccomplishesthisbypreparingatenyearplan.Theplanisdynamic andupdatedfromyeartoyearaswestrivetomeetthefutureneedsoftheCity.  InpreparingtheFY201524CIP,projectsinthetenyearplanhavebeenprioritizedbasedonananalysis ofourexistinginfrastructureinventory,forecastforfutureservicedemandandavailabilityoffunding. RevenuesfortheCIParegeneratedfromvoterauthorizedbonds,developmentimpactfees,onetime generalfunds,grantsoruserfeesfrommunicipalutilities.  NonUtilityCapitalImprovementProgram The NonUtility Capital Improvement Program provides for improvements and/or construction of the City’s street system; parks and recreational facilities; libraries; police and fire protection facilities and equipment; other City owned facilities and economic incentives.  Development impact fees, onetime General Funds and General Obligation Bonds are the primary funding mechanism for these capital improvements. UtilityCapitalImprovementProgram The Capital Improvement Program for the utility departments consists of improvements to and/or construction of water and wastewater systems.  These projects are funded primarily with developmentimpactfees,enterpriserevenuesandtheissuanceofdebtsuchasbonds.   154  CapitalBudgetProcess The FY201415 CIP budget was developed according to the same schedule as the City’s operating budget.  The foundation of the annual CIP is development impact fees, general funds and general obligations bonds. The development of the CIP includes the update of a citywide needs inventory; citizen input meetings; analysis of financial and implementation capacity; City Council workshops and amendments;andpublichearings.  FinancingtheCapitalImprovementProgram  ProjectsincludedintheCIPwillformthebasisforappropriationsintheFY15budget.Thefirstyearof theplanistheonlyyearappropriatedbyCityCouncil;itiscalledtheCapitalBudget.Theremainingnine yearsserveasaguideforplanningpurposesandaresubjecttoreviewonanannualbasis.Fundingis notguaranteedtooccurintheyearplanned.ThefinaldecisiontofundaprojectismadebytheCouncil.  The City’s capital improvement program has a direct effect on the operating budget. All newly completedprojectsmustbemaintainedandifbondsweresoldtofinancetheconstruction,annualdebt service payments are required. In addition to operation, maintenance, and debt service, the capital improvementprogramincludespayasyougoprojectsandgrantmatchesthatcomedirectlyfromthe operatingbudget.  CIPTENYEARPLANFUNDINGSOURCES FundType GeneralFund PoliceImpactFees Gen.Govt.ImpactFees Park&Rec.ImpactFees FireImpactFees StreetsImpactFees Water/WWEnt.Fund WaterDev.ImpactFees SewerImpactFees ReclWaterImpactFees Developer Contributions GOBonds EnterpriseBonds TOTAL FY15 FY16 FY17 FY18 FY1924 $9,354,263 $3,407,264 $5,661,758 $5,271,864 $18,585,438 $200,000 $2,320,139 $1,020,000  $5,888,685 $226,808     $743,600 $415,350 $457,950 $511,200 $12,470,900    $4,660,500 $6,177,185 $1,664,151 $7,536,233 $3,518,015 $3,607,549 $22,801,254 $284,000 $284,000 $284,000 $284,000 $1,704,000 $6,222,663 $4,455,228 $5,812,602 $20,134,636 $69,926,950 $4,641,231 $4,618,281 $2,779,921 $8,656,971 $36,444,391 $720,000     $3,932,000      $27,988,716 $23,036,495   ThetenyearCIPtotals$372,619,076.   155     $25,000,000 $17,110,721   $42,823,375 $19,534,246 $68,126,720 $233,932,899 Enterprise Bonds 11% Enterprise Revenue Fund 1% 10‐Year Plan Funding Sources General Obligation (GO) Bonds 11% Developer Contribution 1% Development Fees 64% General Fund 12% 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. 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. The updated Infrastructure Improvement Plan (IIP) as adopted by Council, is effective August 1, 2014, as mandated by SB1525. 156   TheCitycurrentlyhassixDevelopmentImpactFeecategories.Theyinclude:  ƒ Streets – Components for the arterial street improvements, regional transportation improvements,trafficsignals,andthedevelopmentfeestudy. ƒ Police–PoliceStationsandthedevelopmentfeestudy. ƒ Fire–FireStationsandthedevelopmentfeestudy. ƒ ParksandRecreation–Componentsforcommunityparks,andthedevelopmentfeestudy. ƒ Wastewater–Componentsfortreatmentprojects,collectionprojects,andequipment,andthe developmentfeestudy. ƒ Water–Componentsforwaterdevelopmentandwaterresourceprojects,supportfacilities,and equipment,andthedevelopmentfeestudy. DeveloperContributions–DevelopersmayprovidetheCitywithcash,certainassets,orservicesaspart of obtaining a right to develop land. Contributions are collected to ensure that infrastructure and communityfacilitiessupporttheneedsofourgrowingcommunity.  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 paidforbyaspecialassessmentmadeagainstaffectedpropertiestodefrayallorpartofthecostofa specificcapitalimprovementorservicedeemedtobenefitprimarilythoseproperties.  CommunityFacilitiesDistricts–(CFDs)provideafundingmechanismtofinanceconstruction,operation, andmaintenanceofpublicinfrastructurewithintheboundariesofthecommunityfacilitiesdistrict,and tobetterenabletheCitytoprovidemunicipalserviceswithintheboundariesofthedistrict.TheCouncil has established policy guidelines and application procedures on establishment of CFDs. The City currentlyhastenCFDs.  CIPReview  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 Deputy City Manager, Executive Management Assistant, Budget Manager, Finance Director, Budget & Research Analyst, Assistant City Attorney, Grants Administrator, Parks & Recreation Director, Engineering Director, Development Services Director, Environmental Services Division Manager, Municipal Services Division Manager,WaterResourcesManager,andITManager.Thecommitteeisresponsibleforreviewingand prioritizing capital project requests and creating the draft capital budget and tenyear capital improvement plan. The tenyear capital improvement plan is presented to the Mayor and Council annuallyforadoption.  RequestsaresubmittedonaCIPrequestformwithdetailedinformationaboutaproject.Allinformation included in this form is important in assisting the Committee to determine the priority. The following informationshouldbeincludedoneachprojectsubmittedforfunding.  157  ƒ ƒ ƒ ƒ ƒ ƒ ƒ ƒ ƒ Projectstartdate Projectcompletiondate Locationoftheproject Projectmanager/owner Briefdescription Timelines Categories that need funding i.e. land, design, construction, art or furniture, fixtures, andequipment Revenuesourcesi.e.IGA’s,grants,contribution,bonds,etc. ProjectedaccomplishmentsorbenefitsinlinewithMasterPlansorCitygoals  Thecapitalplanningprocessnotonlyprovidesanorderlyandroutinemethodforplanningandfinancing of capital improvements, but the process also makes capital expenditures more responsive to communityneedsbyinformingandinvolvingthepublic.Byprioritizingprojectsaccordingtocriteriathat aregroundedintheCity’smissionandplans,theCIPprocessalsocreatesamoreunderstandableand defensibleinvestmentinthedecisionmakingprocess,improveslinkagesbetweencapitalinvestments, andtheCity’slongtermvisionandgoals,andbuildscitizenconfidencebymakingmoreefficientuseof Cityresources.Existingprojectsarereviewedannuallytomonitortheirprogress.Determininghowand whentoscheduleprojectsisacomplicatedprocess.Itmusttakeintoaccountallofthevariablesthat affecttheCity’sabilitytogeneratethefundstopayfortheseprojectswithoutjeopardizingitsabilityto provideroutine,ongoingservicesandonetimeoremergencyserviceswhenneeded.      CIPCommittee PrepareRevenue PrioritizeProjects Projection  Create1stDraft    AdoptFinalPlan AdoptTenative withBudget,June Plan,May      AnnualCIP10YearPlanReviewProcess CityManagement Review PresentDraftto Council  TheCIPbringstogetherprojectsandneedsidentifiedthroughseveralcapitalplanningprocesses.Master plans, citizen’s requests, safety needs, planned rehabilitation cycles and repair and maintenance schedulesareprojectsthatareproposedforfunding.   158 TheCityofGoodyeariscurrentlyupdatingtheCity’sGeneralPlanandseveralMasterPlanstomeetthe 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 implementationstrategies.PlanningiscriticaltoensureasustainablefuturefortheCityofGoodyear.   Planningeffortssuchasthoseencompassedbythecity’sGeneralPlanandvariousmasterplansprovide thecitywithanimportantplanningtool.  GoodyearGeneralPlan  TheCityisrequiredbyArizonaRevisedStatuestoupdatetheGeneralPlanatleasteverytenyears.The currentGeneralPlanwasapprovedinNovember2003.Althoughanupdatewasdueby2013,theState LegislatureapprovedabillthatextendsthedeadlineuntilJuly2015.TheGoodyearGeneralPlan2025 updatestartedinSeptember2012andisexpectedtobecompletedbyfallof2014.Thisupdatewillnot only revisit the elements contained within the current General Plan, but will add a number of new elementswhicharerequirednowthatthecity’spopulationexceeds50,000.TheGeneralPlanisalong rangepolicydocumentthatexpressesacity'sdevelopmentgoals,policies,andobjectivesrelativetothe distributionoffuturelanduses,bothpublicandprivate,aswellasanumberofothertopics.Although eachelementoftheplanaddressesadifferenttopic,theyworktogethertoformafuturevisionofthe communityandhighlightthegoalsandpoliciesoftheCity.  ParksandRecreationMasterPlan  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 frameworkwithineachnewdevelopment,ratherthanmerelyconsideringthemasafterthoughtsofthe developmentprocess.ThecitizensofGoodyearandsurroundingcommunitieswillbenefitthroughthe useoftheathleticfacilities,openspaces,andrecreationalopportunitiesthathavebeenenvisionedand incorporatedintotheelementsofthistypeofplan.  TransportationMasterPlan  Thetransportationmasterplanwillprovidedirectionandguidesthedevelopmentanddeliveryofthe transportationsystem.Thetransportationsystemincludespublicstreetsandpublictransit.Thisplanwill identifyprojects,prioritiesandprograms.Thepublicwillbenefitfromthesystematicplanningofpublic streetsandpublictransittoensurethattheshorttermandlongtermneedsoftheCityaremetthrough responsibleplanningandprioritizationoftransportationprojects.  BrineManagementStudyDeepWellInjection  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 thepermitting requirements for implementation of the full scaleprogram,shouldthestudyprovethatdeepwellinjectionofbrineisenvironmentally,financially, andtechnicallyfeasible.  159  IntegratedWaterMasterPlan  The proposed Integrated Master Plan will update, replace, and expound upon the City's 2007 Water MasterPlan,related2013IntegratedMasterPlanupdates,and2013hydrolicwatermodelingdata/2020 AssuredWaterSupplyanalysis.ThepurposeoftheIntegratedUtilityMasterPlanistoprovideaunified planningeffortthataddressesalloftheCity'swater,wastewaterandreusewatersystemsto:1)address recentdevelopmentchangesthathaveaffectedshortandlongtermdemandprojections,2)providethe guidancefortheorderlyexpansionforalloftheCity'swatersystems,and3)addresshowtomaintain the reliability of the existing infrastructure. Technical memoranda will be prepared for each section includingwaterresources,watersystem,wastewatersystem,andreclaimedwatersystem.Inaddition totheMasterPlanreport,theCityisseekingamasterplanningtoolthatstayscurrent,canbeevaluated atanytime,andprovidescenariosandanalysisspecifiedbycitystaff.Ideally,thedatawillbehoused withinasequeldatabaseserverwherebyitisintegratedintotheCItygeographicalinformationsystem (GIS)forspatialandtemporalanalysisanddisplays.  OperatingBudgetImpactsoftheCIP  Although the Capital Improvement Program is prepared separate from the operating budget, the two have a direct relationship. Budget appropriations lapse at the end of the fiscal year, however, capital appropriations are rebudgeted (carryover funding) until the project is finished and capitalized. As capital improvements are completed, operating cost considerations for all new CIP projects must be absorbed in the operating budget, to provide ongoing services to citizens. Most new capital improvement projects have ongoing expenses for routine maintenance and operation of facilities and equipmentincludingutilities,staffing,repairandmaintenanceandfuelforheavyequipment.Thecosts offutureoperationsandmaintenancefornewCIPprojectsareestimatedbasedonpastexpenditures andanticipatedincreaseinmaterials,laborandotherrelatedcosts.  Operating costs associated with capital projects would include onetime items such as operating equipmentandothersthatareongoingsuchas:newpositions,contractservices,utilitycosts,custodial orlandscapingmaintenance,officeorchemicalsupplies.  ThereareanumberofprojectsintheCIPthatwillrequiresubstantialoperatingfunds.ThefollowingCIP projectscouldhaveasignificantimpactontheoperatingbudget.  ƒ Newwellinstallations ƒ Expansionofawastewatertreatmentplant ƒ Street/SanitationEquipment ƒ Newfacilities–police,fire,citybuildings  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 secondorthirdyearaftercompletion.Belowareseveralexpensecategoriesthatneedtobeconsidered whenapprovingaCIPproject.   160  ƒ ƒ ƒ ƒ ƒ ƒ ƒ ƒ ƒ ƒ ƒ ƒ Staffing–theestimatedsalaryandbenefits Supplies/Contracts–professionalservices;suppliesandpostage Utilities–basedonfacilitysize,hoursofoperationandtypesofsystemsused,number ofstaffandcustomersfrequentingthefacility Building Maintenance – personnel and equipment costs including electrical, plumbing, carpentry,painting,servicevehicles,suppliesandcustodialservices EquipmentMaintenance–specializedequipment,maintenanceandrepairs Insurance:FireandLiability–personnelandproperty Electrical–maintainsecurityandelectronicsystemsInformation Technology–costofneworreplacementequipment Vehicles–purchasecost,annualreplacement,repairsandmaintenance,andfuel Landscape–maintenance,waterrate,rightofwaycosts Water–waterusagebasedonpriorsizeandcosts Refuse–coststoprovidetrashservicesbasedonuse    TheseoperatingcostsarecarefullyconsideredindecidingwhichprojectsmoveforwardintheCIP.This process ensures the city’s operating budget is able to absorb the additional costs. City Council should carefullystaggercapitalprojectssotheoperatingimpactsaremanageable.  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 withoutreceivinganybenefitsorrevenuefromtheprojectsatthetimeofpurchase.Manyimprovements makeapositivecontributiontothefiscalwellbeingofthecityandthereforehelppromotetheeconomic developmentandgrowththatgeneratesadditionaloperatingrevenues.Thesenewrevenuesourcescan potentiallyprovidethefundingneededtomaintain,improveandexpandthecity’sinfrastructure.  Bondfinancingisprimarilyusedtofinancelongtermcapitalprojects.TheCity’sdebtplananalysisand 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 salesandidentifyingavailablerevenuesforservicingprincipalandinterestpayments,thereareseveral typesofbonds.IntheCapitalImprovementPlanoverthenextfiveyears,therearenonewbondsales planned.  GeneralObligationBonds(GO)  AllprojectsfundedwithGeneralObligationbondsrequirevoterapprovalthroughacitywideelection. GOBondsarebackedbythetaxingauthorityoftheCity.  StatelawstatesthetotalvalueofGeneralObligationbondsissuedforcapitalimprovementprojectsfor water, wastewater, artificial light, open spaces, parks, playgrounds, and recreational facilities, public safety,lawenforcement,fireandemergencyservicesfacilities,andstreetsandtransportationfacilities cannotexceed20%oftheassessedvaluation.ThetotalvalueofGeneralObligationbondsissuedforall otherpurposesotherthanthoselistedabovecannotexceed6%oftheassessedvaluation.   161   TheCityhasitsgeneralobligationcreditreviewedby2nationalbondratingagencies.InFebruary2014, theCitiesGObondratingswereupgradedbyStandard&Poor.Theseincreasesinratingswillgenerate significantsavingsfortheCityofGoodyearinfavorableinterestrates.          RevenueBonds  GENERALOBLIGATIONBONDRATING(GO)  Moody’s Aa2 Standards AA Revenuebondsareusedtofinanceprojectsthathaveanidentifiablerevenuesource.Mostareusedto fundutilityprojects,backedbyuserfeesoftheutility.Revenuebondsalsorequirevoterapproval,and are limited only by the ability of the revenue source to support the debt service. Like GO bonds, the interestrateisdeterminedbythebondrating.InMarch2014,Goodyear’sratingwasraisedbyStandard &Poor. REVENUEBONDRATING  Moody’s A2 Standards AA    PublicImprovementCorporation(PIC)Bond  Public Improvement Corporation (PIC) is a nonprofit 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 bondscanbeissuedwithoutavoteofthecitizensandwithoutlimitationastointerestrateoramount. PUBLICIMPROVEMENTCORPORATION(PIC)BOND  Moody’s Aa3 Standards AA      162  ImprovementDistrictBonds  Improvement District bonds are used to finance infrastructure projects for multiple property owners thathavecreatedanImprovementDistrict.Thecreationofthedistrictrequiresamajorityoftheowners 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. In February 2014, Goodyear’sratingwasraisedbyStandard&Poor.        IMPROVEMENTDISTRICTBONDRATING  Moody’s A1 Standards A   WaterInfrastructureFinanceAuthority(WIFA)  WIFAisalowinterestloanprovidedbytheArizonaCleanWaterStateRevolvingFund.Thesefundsare eligibletofund:waterandenergyefficiencyprojects,greeninfrastructure,constructionofwastewater treatment plants, wastewater facilities expansions, water reclamation facilities expansions and constructionofdistrictsewercollectionsystems.  DEBTMANAGEMENTBESTPRACTICES  x Debt will only be used to finance long term capital improvement projects and will not be used to financereoccurringoperatingexpenses. x Debttermshouldmatchusefullifeoftheproject. x All projects funded with GO bonds can only be undertaken after voter authorization through a citywideelection. x State law states, the total value of GO bonds issued for capital improvement projects for water, wastewater,artificiallight,openspaces,parks,playgrounds,andrecreationalfacilities,publicsafety, 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 purposesotherthanthoselistedabovecannotexceed6%oftheassessedvaluation.   163 CAPITAL IMPROVEMENT PROGRAM PROJECT SUMMARY Project No. Project Type FY15 FY16 FY17 FY18 FY19 - 24 Total Estimated Funding Non-Utility Art Projects Art Projects Subtotal Art Projects Parks Projects Median Improvements to unimproved areas (4 identified areas) (Phase I) Newland Reimbursement EMR Park Park Improvements Lighting Improvements Loma Linda Park Improvements Community Recreation Center (Multi-Gen) Playground equipment Irrigation Improvements (Parks Rights of Way) Phase II Improvements to medians, rights of way and park landscaping Various Locations (Phase II) Community Park #1 Master Plan Central Goodyear 30 acre Park (Community Park #1) Subtotal Parks Projects Facility & Technology Projects ERP Solution Police Building (operations) Police Apparatus City Hall Fire Station Harrison & Citrus Fire Apparatus Fire Station Willis & Rainbow Valley Rd. Subtotal Facility & Technology Projects Streets Projects Fiber Project: Loop 303 (Camelback and Indian School) Newland Reimbursement Cotton Lane Bridge Traffic Signals: Indian School & Cotton Bullard Ave & VanBuren Intersection Improvements Fiber Project: Van Buren Street, Estrella Pkwy to Cotton Lane Sarival Ave: I-10 to Van Buren St Van Buren St. @ Litchfield Road Van Buren: Estrella to Sarival (design incl intersection) Pavement Management Program Yuma Rd. @ Bullard Ave. (intersection Improvements) Sarival Ave. Jefferson St. to Yuma Rd West Airport Enterance Citrus Rd: McDowell Rd to Van Buren St Fiber Project: Yuma (Estrella to Cotton) and Cotton (Yuma to Canyon Trails Blvd/Lilac St) Citrus & Van Buren St. McDowell Rd @ Citrus Rd. Indian School Rd @ Cotton Lane McDowell Rd: Citrus to Loop 303 3 signlization EMR along Estrella Parkway Traffic Signals Yuma Cotton Lane to Sarival Indian School: Loop 303 to west of Sarival Rd. (imp to 4 lanes) Willis Road: Callistoga to Rainbow Valley Van Buren St. Citrus Rd to Cotton Ln. Yuma Road Bridge @ Bullard Wash MC85 @ Estrella Pkwy Subtotal Streets Projects Subtotal Non-Utility $60,000 $60,000 $381,500 $362,100 $250,000 $1,021,071 $ $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $360,000 $360,000 $415,350 $250,000 $450,000 $457,950 $511,200 $250,000 $2,687,358 $2,042,142 $4,753,601 $480,000 $463,000 $381,500 $4,433,958 $750,000 $450,000 $250,000 $9,880,000 $480,000 $463,000 $824,275 $262,500 $9,521,042 $18,991,776 $824,275 $262,500 $9,521,042 $27,696,275 1,361,428 $ $250,000 701,758 $2,014,671 $2,476,778 $1,409,708 $4,500,000 $3,950,000 $3,070,139 $750,000 $270,000 $2,803,342 $25,000,000 $4,020,000 $640,500 $4,808,685 $1,080,000 $17,110,721 $8,450,000 $3,070,139 $1,020,000 $29,660,500 $2,157,185 $4,020,000 $29,176,591 $63,291 $400,860 $1,200,000 $459,810 $506,970 $565,920 $707,400 $350,000 185,836 2,712,123 2,364,300 2,000,000 $650,000 $ $ $ $ $1,800,000 $3,000,000 $1,289,145 $1,721,900 $1,000,000 $2,810,156 $724,855 $8,511,562 $2,316,774 $1,760,126 $109,566 $109 566 $491,899 $1,656,900 $1,729,700 $4,945,922 $1,200,000 $1,664,151 $8,072,069 $8,168,015 $6,527,271 $2,193,000 $1,983,500 $3,926,000 $960,807 $1,000,000 $1,639,000 $34,505,816 $12,188,822 $13,678,986 $10,657,723 $39,051,113 $83,034,183 164 $600,000 $600,000 $4,500,000 $12,578,824 $1,350,000 $42,110,721 $4,020,000 $2,797,685 $4,020,000 $71,377,230 $63,291 $2,640,960 $1,200,000 $1,000,000 $185,836 $4,512,123 $2,364,300 $2,000,000 $14,321,718 $2,014,000 $1,721,900 $1,000,000 $4,076,900 $109,566 $109 566 $491,899 $1,656,900 $1,729,700 $4,945,922 $1,200,000 $0 $2,193,000 $1,983,500 $3,926,000 $960,807 $1,000,000 $1,639,000 $58,937,322 $158,610,827 CAPITAL IMPROVEMENT PROGRAM PROJECT SUMMARY Project Type Project No. FY15 Utility Water Projects Well & Treatment facility (Developer Contribution) $3,932,000 CAP Subcontract Capital Charges WA0510 $284,000 Intergrated Water Master Plan $720,000 EPCOR Install of 36" transmission line from EPCOR to West Goodyear (5MGD) (CAP Water) Well #3 2 MGD Well #3 Arsenic Treatment 1.5 MGD Lower Buckeye & Cotton Site 12 Booster 9 MGD $2,078,000 Citrus & Harrison - Silva Site Booster 6MGD Citrus & Harrison Silva Site Reservoir 2MG (same as West Goodyear 2MG Storage and Booster) Citrus Harrison - Silva Site Booster 2 MG Well #4 2 MGD Well #4 Arsenic Treatment 2 MGD Site 18 Reservoir 2.0 MGD Well #5 2 MGD Well #5 Arsenic Treatment 2 MGD Van Buren Citrus to 175th (West Goodyear Dev. Agreement) $89,816 Van Buren Citrus to RID (West Goodyear Dev. Agreement) $132,963 Yuma Citrus to 183rd (West Goodyear Dev. Agreement) $89,286 Yuma 183rd to Perryville (West Goodyear Dev. Agreement) $89,286 Durango 185th to Citrus (West Goodyear Dev. Agreement) $96,586 Perryville Yuma to W Amber (West Goodyear Dev. Agreement) $136,392 Citrus Broadway to 175th & Elwood (West Goodyear Dev. Agreement) $166,323 Lower Buckeye & Cotton Site 12 Booster 4 MGD EPCOR 2nd Transmission Line & WTP (6.7 MD) Full Capacity RO Facility Southern Solutions Brine Beds Transmission Mains Cotton Lane "20 Transmission Main Rainbow Valley & Site 13 Booster Southern Solution Well #1 Southern Solution Well #2 Southern Solution Well #3 Site 13 storage tank 12" Brine Line Estrella Parkway Transmission Main Cotton Ln to Site 13 Southern Solution Raw Water Storage tank Southern Solution (development & Design) Waterman Facilities Site Plan Site 13 Offsite Rainbow Valley R i b V ll pump (2500 gpm)) Waterman - complete above design Southern Solution Raw Water Tank Parallel main to park building Newland Zone 3 Reimbursement $3,029,910 Transfer To Debt Svc (WIFA) #1 $314,101 Subtotal Water Projects $11,158,663 Wastewater Projects 183rd Ave & Yuma IIP $187,305 Citrus/Lower Buckeye Line IIP $142,907 Corgett RF Expansion IIP Durango Line IIP $69,216 E Lower Buckeye Line IIP $116,376 Effluent Injection Wells IIP GWRF Expansion IIP $2,000,000 Las Brisas (West Goodyear D.A.) IIP $270,940 Lower Buckeye Line (West Goodyear D.A.) IIP $217,468 N. Citrus (Las Palmas) (West Goodyear D.A.) IIP $187,305 N. Citrus Line (West Goodyear D.A.) IIP $187,305 Newland Reimbursement IIP $523,940 S. Citrus Line (West Goodyear D.A.) IIP $141,259 S. Citrus Line (West Goodyear D.A.) IIP $147,210 Transfer to Wastewater Fund (debt service) IIP $450,000 Subtotal Wastewater Subtotal Utility Total Funding FY16 FY17 $284,000 FY18 FY19 - 24 $1,750,000 $1,750,000 $1,750,000 $1,750,000 $1,500,022 $1,275,928 $1,052,189 $720,000 $500,000 $433,162 $277,084 $270,000 $200,000 $200 000 $150,000 $150,000 $125,000 $2,000,000 $1,696,980 $114,454,325 $3,932,000 $2,840,000 $720,000 $16,027,319 $1,293,000 $4,300,000 $2,078,000 $1,778,000 $4,060,000 $889,000 $1,293,000 $4,920,000 $1,500,000 $1,293,000 $4,920,000 $449,080 $664,815 $446,430 $446,430 $482,930 $681,960 $831,615 $1,810,000 $46,966,000 $7,635,514 $4,718,934 $4,685,295 $1,900,000 $1,750,000 $1,750,000 $1,750,000 $1,750,000 $1,500,022 $1,275,928 $1,052,189 $720,000 $500,000 $433,162 $277,084 $270,000 $200,000 $200 000 $150,000 $150,000 $125,000 $16,761,100 $2,890,647 $156,867,454 $187,305 $142,907 $6,200,000 $69,216 $116,376 $500,000 $20,600,000 $270,940 $217,468 $187,305 $187,305 $4,777,100 $141,259 $147,210 $2,700,000 $936,527 $714,533 $6,200,000 $346,079 $581,880 $1,000,000 $29,800,000 $1,354,698 $1,087,342 $936,527 $936,527 $7,304,340 $706,295 $736,049 $4,500,000 $284,000 $284,000 $1,704,000 $1,000,000 $7,051,754 $7,975,565 $1,293,000 $4,300,000 $1,778,000 $4,060,000 $889,000 $1,293,000 $4,920,000 $1,500,000 $89,816 $132,963 $89,286 $89,286 $96,586 $136,392 $166,323 $89,816 $132,963 $89,286 $89,286 $96,586 $136,392 $166,323 $89,816 $132,963 $89,286 $89,286 $96,586 $136,392 $166,323 $1,293,000 $4,920,000 $89,816 $132,963 $89,286 $89,286 $96,586 $136,392 $166,323 $1,810,000 $46,966,000 $7,635,514 $4,718,934 $4,685,295 1900000 $3,340,670 $313,906 $4,739,228 $3,729,120 $282,830 $6,096,602 $4,661,400 $282,830 $20,418,636 $187,305 $142,907 $187,305 $142,907 $187,305 $142,907 $69,216 $116,376 $500,000 $1,400,000 $270,940 $217,468 $187,305 $187,305 $600,990 $141,259 $147,210 $450,000 $69,216 $116,376 $69,216 $116,376 $270,940 $217,468 $187,305 $187,305 $662,630 $141,259 $147,210 $450,000 $5,800,000 $270,940 $217,468 $187,305 $187,305 $739,680 $141,259 $147,210 $450,000 Total Estimated Funding $4,641,231 $4,618,281 $2,779,921 $8,656,971 $36,444,391 $57,140,797 $15,799,894 $9,357,509 $8,876,523 $29,075,607 $150,898,716 $214,008,251 $27,988,716 $23,036,495 $19,534,246 $68,126,720 $233,932,899 $372,619,078 165 City of Goodyear CIP Projects FY 2015 W Wigwam Blvd N Dysart Rd N Citrus Rd W Indian School Rd N in Virg N Bullard Ave k Pkwy ree lec bb Pe W ia Ave W Thomas Rd N Litchfield Rd 10 N Estrella Pkwy N Cotton Ln N Sarival Ave W Mcdowell Rd W Mcdowell Rd W Van Buren St AT0701 W E lwoo d S t W MC 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 Miles wy W Indian Sprin gs Rd s tr ella Pk Number Description AT 1 AT0701 Public Art, City Wide (City Hall) SE C W Vineya Ln M on W o tt 85 SC W Southern Ave 166 0.9 FY201524CAPITALIMPROVEMENTPROGRAM PROJECTDESCRIPTION Project# ProjectName AT0701 ArtProjects Type Arts UsefulLife Category Arts StrategicAction# SenseofCommunity ProjectStatus OngoingProject Department Parks&Recreation Contact ArtsCoordinator Priority Description TotalProjectCost: $600,000 ArtprojectswillbeidentifiedinconjunctionwithArts&CultureCommissionandtheArts&CultureStrategicPlan. Justification AllocationforPublicArtprojectsrelatedto%forArtOrdinance. Expenditures Acct# Acct# Total FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 TOTAL $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $600,000 FundingSources Acct# Acct# Total FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 TOTAL $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $600,000 BudgetImpact/Other 167 City of Goodyear CIP Projects FY 2015 N Dysart Rd N Litchfield Rd 10 N Bullard Ave N Estrella Pkwy N Cotton Ln N Sarival Ave W Mcdowell Rd W Van Buren St PK1402 PK1501 PK1401 Bullard Wash W Elwood St W MC S Litchfield Rd S Sarival Ave W Yuma Rd 85 S Dysart Rd S Bullard Ave W Broadway Rd on ott SC CIP Projects Project Type y S Es tre lla P kw Legend Park Project ve 3rd A S 14 Ln W Vineya rd Ave Parks 0 0.175 0.35 W Indian Spring s Rd 0.7 Miles Number PK 1 PK1401 PK 2 PK1402 PK 3 PK1501 168 Description Park Improvements, Master Plan Implementation, City Wide (City Hall) Median Improvements to unimproved areas Van Buren Median from 146th to Bullard Wash Recreation Complex (TBD) FY201524CAPITALIMPROVEMENTPROGRAM PROJECTDESCRIPTION Project# ProjectName PK1401 ParksImprovements Type Parks Category Parks&Recreation StrategicAction# SenseofCommunity ProjectStatus OngoingProject Department Parks&Recreation Contact ParksDirector Priority 2 Description Parkimprovements TotalProjectCost: $750,000 Justification FundingfortheconstructionandadditionofimprovementsatcityparksforprojectsrecommendedbytheParksImprovementMasterPlan. Expenditures 0014310500.7230 FY15 $250,000 FY16 $250,000 Total $250,000 $250,000 FundingSources GeneralFund FY15 $250,000 FY16 $250,000 Total $250,000 $250,000 FY17 FY18 $250,000 FY19 FY20 FY21 FY22 FY23 FY24 $250,000 FY17 FY18 $250,000 TOTAL $750,000 $750,000 FY19 FY20 $250,000 FY21 FY22 FY23 FY24 TOTAL $750,000 $750,000 BudgetImpact/Other 169 FY201524CAPITALIMPROVEMENTPROGRAM PROJECTDESCRIPTION Project# ProjectName Type Category StrategicAction# ProjectStatus PK1402 MedianImprovements Parks Department Parks&Recreation Parks&Recreation Contact ParksDirector SenseofCommunity Priority 3 OngoingProject Description TotalProjectCost: $381,500 MedianImprovementstounimprovedareas;10VanBurenmedianfrom146thtoBullardWash;2)BullardAvemedianfromYumatoturnbyBallpark;3)Estrella parkwayVineyardtoStarTower;4)PebbleCreekmedianfromVirginiatoAPSsubstation Justification ThisprojectenhancestheoverallappearanceoftheCity. Expenditures 0014310500.7230 Total FundingSources ParksImpactFees Total FY15 $381,500 FY16 $381,500 FY15 $381,500 $381,500 FY17 $0 FY16 FY18 $0 FY17 $0 FY19 $0 FY18 $0 FY20 $0 FY19 $0 FY21 $0 FY20 $0 BudgetImpact/Other 170 FY22 $0 FY21 $0 FY23 $0 FY22 $0 FY24 $0 FY23 $0 TOTAL $381,500 $0 FY24 $0 $381,500 TOTAL $381,500 $0 $381,500 FY201524CAPITALIMPROVEMENTPROGRAM PROJECTDESCRIPTION Project# ProjectName Type Category StrategicAction# ProjectStatus PK1501 RecreationComplex Facility Parks&Recreation SenseofCommunity Newproject Department Parks&Recreation Contact ParksDirector Priority Description TotalProjectCost: $9,880,000 30,000squarefootRecreationComplexBuildingwithindoorgym,weight/fitnessroomandclassrooms Justification GoodyearcurrentlyhasonecommunitycenterinLomaLindapark.TheYMCAonLitchfieldRoadmeetssomecommunityneeds,butdoesnothaveagym.ThisprojectwouldcreateaRecreation ComplextomeettheneedsofthediversecitizenryofGoodyearandprovideneededclassroomspaceforGoodyearresidentrecreationandleisure programs.ARecreationComplexisidentifiedintheParks&RecreationMasterPlan. Expenditures FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 TOTAL 440431050072.30 $1,021,071 $1,361,428 $ 701,758 $2,042,142 $3,382,499 $8,508,898 001431050072.30 $1,326,445 $44,657 $1,371,102 Total $1,021,071 $1,361,428 $701,758 $2,042,142 $3,382,499 $0 $0 $0 $0 $0 $9,880,000 FundingSources Ballparksetaside(GF) GeneralFund Total FY15 FY16 $1,021,071 $1,361,428 $1,021,071 $1,361,428 FY17 $ 701,758 $701,758 FY18 $2,042,142 $2,042,142 FY19 $3,382,499 $3,382,499 FY20 $1,326,445 $0 BudgetImpact/Other Ongoingstaffingcostsareestimatedtobe$470,000;maintenancecostsareestimatedat$257,600annually. 171 FY21 $44,657 $0 FY22 FY23 $0 FY24 $0 TOTAL $8,508,898 $1,371,102 $0 $9,880,000 City of Goodyear CIP Projects FY 2015 W inia Ave Virg 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 FA1404 TC1301 W Elwood St W MC S Litchfield Rd S Sarival Ave W Yuma Rd 85 S Dysart Rd S Bullard Ave W Broadway Rd SC ott on Legend Facility & Technology Project Type S 14 Ln W Vineya CIP Projects rd Ave Pk 0 0.175 0.35 S 172 0.7 Miles Description Police Building (TBD - City Hall) Business Solutions Replacement , Enterprise Resource Planning, City Hall W Indian Springs Rd Es tre lla Number FA 1 FA1404 TC 1 TC1301 ve 3rd A wy Facility Project FY201524CAPITALIMPROVEMENTPROGRAM PROJECTDESCRIPTION Project# ProjectName Type Category StrategicAction# ProjectStatus FA1404 PoliceOperationsbuilding Facility Department PD PoliceDepartment Contact PoliceChief QualityofLife Priority 1 NewProject Description TotalProjectCost: $12,578,821 PatrolOperationsBuildingtocontainfacilities/roomsforprisonerprocessingwithprebooking,AFIS/fingerprintingandholding(includingsightandsoundseparationofadult andjuvenilesuspects).Buildingincludessuspectandwitnessinterviewrooms,evidenceandproperty,forensicsLab,specializedpatrolfunctions,multilaneindoor firingrange,quartermastersupply,officesforpatrol. Justification ThecurrentpatroloperationsfunctionsarescatteredamongmultipleolderbuildingslimitingthePoliceDepartment'sabilitytorespondtogrowingneedssuchassecure holdingforjuveniles,securingprocessingofprisoners,andthesafetyofofficersutilitizingthesquadroom.Onepatroloperationsbuildingwillmaximizetheefficiency ofpoliceoperations/increaseinteractivitybetweendivisionsandprovidenecessaryspecialityfacilitiesforevidenceprocessing,adultandjuvenileholding,aswellas modernandsecureareaforpatrolofficers. Expenditures FY20 FY21 FY22 FY23 FY24 TOTAL FY15 FY16 FY17 FY18 FY19 1452110500.74.35 145 2110 500.74.35 $750,000 $2,704,736 $669,116 $223,047 $1,211,783 $5,558,682 0012110500.74.35 $3,950,000 $3,070,139 $7,020,139 Total $0 $0 $750,000 $0 $0 $2,704,736 $669,116 $223,047 $1,211,783 $0 $12,578,821 FundingSources PoliceImpactFees GeneralFund Total FY15 $3,950,000 $0 FY16 3070139 $0 FY17 $750,000 $750,000 FY18 FY19 $0 FY20 $2,704,736 $0 $2,704,736 BudgetImpact/Other 173 FY21 $669,116 $669,116 FY22 FY23 $223,047 $1,211,783 $223,047 $1,211,783 FY24 TOTAL $5,558,682 $7,020,139 $0 $12,578,821 FY201524CAPITALIMPROVEMENTPROGRAM PROJECTDESCRIPTION Project# ProjectName Type Category StrategicAction# ProjectStatus TC1301 ERP Technology Department ITS Technology Contact ITDirector Fiscal&ResourceManagement Priority 1 Ongoingproject Description TotalProjectCost: $4,500,000 Upgrade/replacethecurrentBusinessSolution,H.T.E.andotherappsusedforAcctgandBudget,UtilityBilling,Payroll,Purchasing,Planning&Engineering,Building Permits,BusinessLicenseandCodeEnforcement.Alsoincludesvendorsolicitation,electronictimesheets,andHumanResourcesInformationSystem. Justification Moreproductive/efficientbusinessprocessresultinginimprovedcityfiscalandresourcemanagement. Expenditures 122174050074.35 0011740500.74.35 Total $4,500,000 $0 FundingSources GeneralFund FY15 $4,500,000 Total $4,500,000 FY15 FY16 FY17 $0 FY16 FY18 $0 FY17 $0 FY19 $0 FY18 $0 FY20 $0 FY19 $0 BudgetImpact/Other AnnualO&Mcostwillbe$500,000. 174 $0 FY20 $0 FY21 $0 FY22 $0 FY21 FY23 $0 FY22 $0 FY24 $0 $0 $4,500,000 $0 $4,500,000 $0 FY23 FY24 $0 TOTAL TOTAL $4,500,000 $0 $0 $4,500,000 City of Goodyear CIP Projects FY 2015 ST1402 W Wigwam Blvd N Dysart Rd W Indian School Rd N Citrus Rd d N Litchfie ld R W Camelback Rd N N Bullard Ave k Pkwy ree lec bb Pe W inia Ave Virg W Thomas Rd 10 N Estrella Pkwy ST1403 W Mcdowell Rd N Sarival Ave N Cotton Ln W Mcdowell Rd W Van Buren St W CIP Projects Project Type 175 Number ST 3 ST1402 ST 6 ST1403 Streets 0 0.2 0.4 0.8 Miles W Broadway Rd Description Indian School, Litchfield to 303 fiber installation I-10/303 Landscape, IGA with ADOT S Bullard Ave S Estrella Pkwy Street Project 85 S Dysart Rd Legend W Elwood St MC S Litchfield Rd S Sarival Ave S Cotton Ln S Citrus Rd W Yuma Rd FY201524CAPITALIMPROVEMENTPROGRAM PROJECTDESCRIPTION Project# ProjectName Type Category StrategicAction# ProjectStatus ST1402 FiberProject:Loop303(Camelback&IndianSchool) Streets Department Engineering Engineering Contact ProjectManager QualityofLife Priority 1 NewProject Description TotalProjectCost: Installfiberopticcableandrelatedtrafficmanagementequipment $63,291 Justification TimingwithMAGmatchingfundswilldeterminescopeofproject Expenditures 1473431500.72.30 Total FundingSources TransportationImpact Total FY15 $63,291 FY16 $63,291 FY15 $63,291 $63,291 FY17 $0 FY16 FY18 $0 FY17 $0 FY19 $0 FY18 $0 FY20 $0 FY19 $0 176 $0 FY20 $0 BudgetImpact/Other FY21 FY22 $0 FY21 $0 FY23 $0 FY22 $0 $0 FY24 TOTAL $63,291 $0 $0 $63,291 $0 FY24 TOTAL $63,291 $0 $0 $63,291 FY23 $0 FY201524CAPITALIMPROVEMENTPROGRAM PROJECTDESCRIPTION Project# ProjectName Type Category StrategicAction# ProjectStatus ST1403 TrafficSignals:IndianSchool&CottonLane Streets Department Engineering Engineering Contact ProjectManager QualityofLife Priority 1 NewProject Description Signalization TotalProjectCost: $1,200,000 Justification Projectidentifiedintheprior5yrCIP,andisbeingcarriedforwardasnecessarytosupportgrowth. Expenditures 146343150073.45 Total FundingSources TransportationFees Total FY15 $1,200,000 FY16 $1,200,000 FY15 $1,200,000 $1,200,000 FY17 $0 FY16 FY18 $0 FY17 $0 FY19 $0 FY18 $0 FY20 $0 FY19 $0 BudgetImpact/Other 177 $0 FY20 $0 FY21 $0 FY22 $0 FY21 FY23 $0 FY22 $0 TOTAL $1,200,000 $0 $0 $1,200,000 FY24 TOTAL $1,200,000 $0 $0 $1,200,000 $0 FY23 $0 FY24 $0 City of Goodyear CIP Projects FY 2015 W N Dysart Rd W Thomas Rd inia Ave Virg N Litchfield Rd N Bullard Ave WA1510 N Estrella Pkwy WA1504 10 N Cotton Ln N Citrus Rd N Perryville Rd W Mcdowell Rd W Van Buren St WA1501 WA1503 WA1508 WA1505 WA1506 WA1507 WA1502 W E l wo o d S t W MC S Litchfield Rd S Citrus Rd S Sarival Ave W Yuma Rd 85 WA1509 WA1401 SC W Southern Ave S Dysart Rd S Bullard Ave S Perryville Rd W Broadway Rd rd Ave W ve 3rd A S 14 n M C L on 85 o tt W Vineya wy Legend Water 0 0.25 0.5 Miles Number Description WA1510 Adaman Water Well (Developer Contribution) Sarival and I-10 str e SE W Elliot Rd W Indian Springs R d Water Project lla Pk Project Type WA 4 WA1401 CAP Water purchase, 157th Av. WA1501 Intergrated Water Master Plan (City Hall) WA1502 Lower Buckeye & Cotton Site 12 Booster 9 MGD WA1503 Van Buren Citrus to 175th WA1504 WA1505 WA1506 Van Buren Citrus to RID Yuma Citrus to 183rd Yuma 183rd to Perryville WA1507 Durango 185th to Citrus WA1508 Perryville Yuma to W Amber WA1509 Citrus Broadway:175th & Elwood 178 1 FY201524CAPITALIMPROVEMENTPROGRAM PROJECTDESCRIPTION Project# ProjectName Type Category StrategicAction# ProjectStatus Water Water QualityofLife NewProject FY15 Well&TreatmentFacility Department WaterDevelopment Contact WaterEnvironmentalServicesManager Priority 1 Description TotalProjectCost: $3,932,000 AddingawellandtreatmentfacilityaspartoftheNorthernSolutionsDevelopmentAgreementwithNNP. Justification PursuanttoaDevelopmentAgreementwithNewlandCONCX122096 Expenditures 001343050072.30 Total FundingSources GenFund(DevContribution) Total FY15 $3,932,000 FY16 $3,932,000 FY15 $3,932,000 $3,932,000 FY17 FY18 $0 FY16 $0 FY17 $0 FY19 FY18 $0 FY20 $0 FY19 $0 179 $0 FY20 $0 BudgetImpact/Other FY21 FY22 $0 FY21 $0 FY23 $0 FY22 $0 $0 FY24 TOTAL $3,932,000 $0 $0 $3,932,000 $0 FY24 TOTAL $3,932,000 $0 $0 $3,932,000 FY23 $0 FY201524CAPITALIMPROVEMENTPROGRAM PROJECTDESCRIPTION Project# ProjectName Type Category StrategicAction# ProjectStatus WA0510 CAPSubcontractCapitalCharges Water Department WaterDepartment Water Contact WaterResourcesManager QualityofLife Priority 1 NewProject Description PurchaseCAPwater TotalProjectCost: $2,840,000 Justification Longtermwaterpurchase Expenditures 4115110500.72.40 Total FundingSources WaterEntCIPFunds Total FY15 $284,000 $284,000 FY15 $284,000 $284,000 FY16 $284,000 $284,000 FY16 $284,000 $284,000 FY17 $284,000 $284,000 FY17 $284,000 $284,000 FY18 $284,000 $284,000 FY18 $284,000 $284,000 FY19 $284,000 $284,000 FY19 $284,000 $284,000 BudgetImpact/Other 180 FY20 $284,000 $284,000 FY20 $284,000 $284,000 FY21 $284,000 $284,000 FY21 $284,000 $284,000 FY22 $284,000 FY23 FY24 TOTAL $284,000 $284,000 $2,840,000 $0 $284,000 $284,000 $284,000 $2,840,000 FY22 $284,000 FY23 FY24 TOTAL $284,000 $284,000 $2,840,000 $0 $284,000 $284,000 $284,000 $2,840,000 FY201524CAPITALIMPROVEMENTPROGRAM PROJECTDESCRIPTION Project# ProjectName Type Category StrategicAction# ProjectStatus WR15 IntegratedWaterMasterPlan Water Department WaterDepartment Water Contact WaterResourcesManager QualityofLife Priority 1 NewProject Description TotalProjectCost: MasterplanforWater,Wastewater,ReclaimedWaterandWaterResources $720,000 Justification MasterPlantoprovideanalysisontheCity'slongtermwaterneedsandapproachestoprovideinasustainable,costeffectivemanner. Expenditures 4275010500.72.40 Total FundingSources WaterResources Total FY15 $720,000 FY16 $720,000 FY15 $720,000 $720,000 FY17 $0 FY16 FY18 $0 FY17 $0 FY19 $0 FY18 $0 FY20 $0 FY19 $0 181 $0 FY20 $0 BudgetImpact/Other FY21 FY22 $0 FY21 $0 FY23 $0 FY22 $0 FY24 $0 FY23 $0 TOTAL $720,000 $0 $0 $720,000 FY24 $0 TOTAL $720,000 $0 $0 $720,000 FY201524CAPITALIMPROVEMENTPROGRAM PROJECTDESCRIPTION Project# ProjectName Type Category StrategicAction# ProjectStatus WA15 LowerBuckeye&Cotton(Site12)Booster9MGD Water Department WaterDepartment Water Contact WaterResourcesManager QualityofLife Priority 1 NewProject Description TotalProjectCost: $2,078,000 Justification Ensurewatersupply Expenditures 4535110500.72.40 Total FundingSources WaterDevFees Total FY15 $2,078,000 FY16 $2,078,000 FY15 $2,078,000 $2,078,000 FY17 $0 FY16 FY18 $0 FY17 $0 FY19 $0 FY18 $0 FY20 $0 FY19 $0 182 $0 FY20 $0 BudgetImpact/Other FY21 FY22 $0 FY21 $0 FY23 $0 FY22 $0 FY24 $0 FY23 $0 TOTAL $2,078,000 $0 $0 $2,078,000 FY24 $0 TOTAL $2,078,000 $0 $0 $2,078,000 FY201524CAPITALIMPROVEMENTPROGRAM PROJECTDESCRIPTION Project# ProjectName Type Category StrategicAction# ProjectStatus WA15 VanBurenCitrusto175th(WestGoodyearDevAgreement) Water Department WaterDepartment Water Contact WaterResourcesManager QualityofLife Priority 1 NewProject Description TotalProjectCost: $449,080 Justification Ensurewatersupply Expenditures 4535110500.72.40 Total FundingSources WaterDevFees Total FY15 $89,816 $89,816 FY15 $89,816 $89,816 FY16 $89,816 $89,816 FY16 $89,816 $89,816 FY17 $89,816 $89,816 FY17 $89,816 $89,816 FY18 $89,816 $89,816 FY18 $89,816 $89,816 FY19 $89,816 FY20 $89,816 FY19 $89,816 $89,816 BudgetImpact/Other 183 FY21 $0 FY20 FY22 $0 FY21 $0 FY23 $0 FY22 $0 $0 FY23 $0 FY24 TOTAL $449,080 $0 $0 $449,080 FY24 TOTAL $4,900,000 $5,349,080 $0 $0 $4,900,000 $5,349,080 FY201524CAPITALIMPROVEMENTPROGRAM PROJECTDESCRIPTION Project# ProjectName Type Category StrategicAction# ProjectStatus WA15 VanBurenCitrustoRID(WestGoodyearDevAgreement) Water Department WaterDepartment Water Contact WaterResourcesManager QualityofLife Priority 1 NewProject Description TotalProjectCost: $664,815 Justification Ensurewatersupply Expenditures 4535110500.72.40 Total FundingSources WaterDevFees Total FY15 $132,963 $132,963 FY15 $132,963 $132,963 FY16 $132,963 $132,963 FY16 $132,963 $132,963 FY17 $132,963 $132,963 FY17 $132,963 $132,963 FY18 $132,963 $132,963 FY18 $132,963 $132,963 FY19 $132,963 FY20 $132,963 FY19 $132,963 $132,963 BudgetImpact/Other 184 FY21 $0 FY20 FY22 $0 FY21 $0 FY23 $0 FY22 $0 TOTAL $664,815 $0 $0 $664,815 FY24 TOTAL $664,815 $0 $0 $664,815 $0 FY23 $0 FY24 $0 FY201524CAPITALIMPROVEMENTPROGRAM PROJECTDESCRIPTION Project# ProjectName Type Category StrategicAction# ProjectStatus WA15 YumaCitrusto183rd(WestGoodyearDevAgreement) Water Department WaterDepartment Water Contact WaterResourcesManager QualityofLife Priority 1 NewProject Description TotalProjectCost: $449,430 Justification Ensurewatersupply Expenditures 4535110500.72.40 Total FundingSources WaterDevFees Total FY15 $89,886 $89,886 FY15 $89,886 $89,886 FY16 $89,886 $89,886 FY16 $89,886 $89,886 FY17 $89,886 $89,886 FY17 $89,886 $89,886 FY18 $89,886 $89,886 FY18 $89,886 $89,886 FY19 $89,886 FY20 $89,886 FY19 $89,886 $89,886 BudgetImpact/Other 185 FY21 $0 FY20 FY22 $0 FY21 $0 FY23 $0 FY22 $0 TOTAL $449,430 $0 $0 $449,430 FY24 TOTAL $449,430 $0 $0 $449,430 $0 FY23 $0 FY24 $0 FY201524CAPITALIMPROVEMENTPROGRAM PROJECTDESCRIPTION Project# ProjectName Type Category StrategicAction# ProjectStatus WA15 Yuma183rdtoPerryville(WestGoodyearDevAgreement) Water Department WaterDepartment Water Contact WaterResourcesManager QualityofLife Priority 1 NewProject Description WaterLines TotalProjectCost: $449,430 Justification Ensurewatersupply Expenditures 4535110500.72.40 Total FundingSources WaterDevFees Total FY15 $89,886 $89,886 FY15 $89,886 $89,886 FY16 $89,886 $89,886 FY16 $89,886 $89,886 FY17 $89,886 $89,886 FY17 $89,886 $89,886 FY18 $89,886 $89,886 FY18 $89,886 $89,886 FY19 $89,886 FY20 $89,886 FY19 $89,886 $89,886 BudgetImpact/Other 186 FY21 $0 FY20 FY22 $0 FY21 $0 FY23 $0 FY22 $0 TOTAL $449,430 $0 $0 $449,430 FY24 TOTAL $449,430 $0 $0 $449,430 $0 FY23 $0 FY24 $0 FY201524CAPITALIMPROVEMENTPROGRAM PROJECTDESCRIPTION Project# ProjectName Type Category StrategicAction# ProjectStatus WA15 Durango185thtoCitrus(WestGoodyearDevAgreement) Water Department WaterDepartment Water Contact WaterResourcesManager QualityofLife Priority 1 NewProject Description TotalProjectCost: $482,930 Justification Ensurewatersupply Expenditures 4535110500.72.40 Total FundingSources WaterDevFees Total FY15 $96,586 $96,586 FY15 $96,586 $96,586 FY16 $96,586 $96,586 FY16 $96,586 $96,586 FY17 $96,586 $96,586 FY17 $96,586 $96,586 FY18 $96,586 $96,586 FY18 $96,586 $96,586 FY19 $96,586 FY20 $96,586 FY19 $96,586 $96,586 BudgetImpact/Other 187 FY21 $0 FY20 FY22 $0 FY21 $0 FY23 $0 FY22 $0 TOTAL $482,930 $0 $0 $482,930 FY24 TOTAL $482,930 $0 $0 $482,930 $0 FY23 $0 FY24 $0 FY201524CAPITALIMPROVEMENTPROGRAM PROJECTDESCRIPTION Project# ProjectName Type Category StrategicAction# ProjectStatus WA15 PerryvilleYumatoWAmber(WestGoodyearDevAgreement) Water Department WaterDepartment Water Contact WaterResourcesManager QualityofLife Priority 1 NewProject Description TotalProjectCost: $681,960 Justification Ensurewatersupply Expenditures 4535110500.72.40 Total FundingSources WaterDevFees Total FY15 $136,392 $136,392 FY15 $136,392 $136,392 FY16 $136,392 $136,392 FY16 $136,392 $136,392 FY17 $136,392 $136,392 FY17 $136,392 $136,392 FY18 $136,392 $136,392 FY18 $136,392 $136,392 FY19 $136,392 FY20 $136,392 FY19 $136,392 $136,392 BudgetImpact/Other 188 FY21 $0 FY20 FY22 $0 FY21 $0 FY23 $0 FY22 $0 TOTAL $681,960 $0 $0 $681,960 FY24 TOTAL $681,960 $0 $0 $681,960 $0 FY23 $0 FY24 $0 FY201524CAPITALIMPROVEMENTPROGRAM PROJECTDESCRIPTION Project# ProjectName Type Category StrategicAction# ProjectStatus WA15 CitrusBroadwayto175th&Elwood(WestGoodyearDevAg) Water Department WaterDepartment Water Contact WaterResourcesManager QualityofLife Priority 1 NewProject Description TotalProjectCost: $831,615 Justification Ensurewatersupply Expenditures 4535110500.72.40 Total FundingSources WaterDevFees Total FY15 $166,323 $166,323 FY15 $166,323 $166,323 FY16 $166,323 $166,323 FY16 $166,323 $166,323 FY17 $166,323 $166,323 FY17 $166,323 $166,323 FY18 $166,323 $166,323 FY18 $166,323 $166,323 FY19 $166,323 FY20 $166,323 FY19 $166,323 $166,323 BudgetImpact/Other 189 FY21 $0 FY20 FY22 $0 FY21 $0 FY23 $0 FY22 $0 TOTAL $831,615 $0 $0 $831,615 FY24 TOTAL $831,615 $0 $0 $831,615 $0 FY23 $0 FY24 $0 W inia Ave Virg N Litchfield Rd N Bullard Ave WW1508 N Estrella Pkwy WW1507 10 N Sarival Ave W Mcdowell Rd N Cotton Ln N Perryville Rd N Citrus Rd City of Goodyear CIP Projects FY 2015 W Van Buren St WW1501 S Sarival Ave WW1504 S Citrus Rd WW1503 W Yuma Rd WW1506 WW1502 W WW1509 S Bullard Ave W Broadway Rd WW1505 M C 85 WW1302 SC W Southern Ave 85 W Elwood St W S Perryville Rd WW1510 MC S Litchfield Rd W Lower Buckeye Rd Ln on ott W Vineya rd Ave ve 3rd A S 14 Wastewater Legend 0 SE str e lla P kw y Wastewater Project W Elliot Rd 190 0.25 0.5 1 Miles W Indian Springs Rd Number Description WW1501 183rd Ave & Yuma WW1502 Citrus/Lower Buckeye Line WW1503 Durango Line WW1504 E Lower Buckeye Line WW1302 GWRF Expansion WA1505 Las Brisas WW1506 Lower Buckeye Line WW1507 N. Citrus (Las Palmas) WW1508 N. Citrus Line WW1509 S. Citrus Line WW1510 S. Citrus Line FY201524CAPITALIMPROVEMENTPROGRAM PROJECTDESCRIPTION Project# ProjectName Type Category StrategicAction# ProjectStatus WW15 183rdAve&Yuma Wastewater WastewaterLines QualityofLife NewProject Department WaterDepartment Contact EnvironmentalServicesManager Priority 1 Description Wastewatercollectionlines TotalProjectCost: $936,525 Justification Projectidentifiedinthe10yrInfrastructureImprovementPlanasnecessarytosupportgrowth. Expenditures 4725210500.72.40 Total FundingSources WaterDevFees Total FY15 $187,305 $187,305 FY15 $187,305 $187,305 FY16 $187,305 $187,305 FY16 $187,305 $187,305 FY17 $187,305 $187,305 FY17 $187,305 $187,305 FY18 $187,305 $187,305 FY18 $187,305 $187,305 FY19 $187,305 FY20 $187,305 FY19 $187,305 $187,305 BudgetImpact/Other 191 FY21 $0 FY20 $0 FY22 $0 FY21 $0 $0 FY23 $0 FY22 $0 $0 TOTAL $936,525 $0 $0 $936,525 FY24 $0 TOTAL $936,525 $0 $0 $936,525 $0 FY23 $0 $0 FY24 $0 FY201524CAPITALIMPROVEMENTPROGRAM PROJECTDESCRIPTION Project# ProjectName Type Category StrategicAction# ProjectStatus WW15 CitrusLowerBuckeyeLine Wastewater Department WaterDepartment WastewaterLines Contact EnvironmentalServicesManager QualityofLife Priority 1 NewProject Description Wastewatercollectionlines TotalProjectCost: $758,933 Justification Projectidentifiedinthe10yrInfrastructureImprovementPlanasnecessarytosupportgrowth. Expenditures 4725210500.72.40 Total FundingSources WaterDevFees Total FY15 $187,305 $187,305 FY15 $187,305 $187,305 FY16 $142,907 $142,907 FY16 $142,907 $142,907 FY17 $142,907 $142,907 FY17 $142,907 $142,907 FY18 $142,907 $142,907 FY18 $142,907 $142,907 FY19 $142,907 FY20 $142,907 FY19 $142,907 $142,907 BudgetImpact/Other 192 FY21 $0 FY20 $0 FY22 $0 FY21 $0 $0 FY23 $0 FY22 $0 $0 TOTAL $758,933 $0 $0 $758,933 FY24 $0 TOTAL $758,933 $0 $0 $758,933 $0 FY23 $0 $0 FY24 $0 FY201524CAPITALIMPROVEMENTPROGRAM PROJECTDESCRIPTION Project# ProjectName Type Category StrategicAction# ProjectStatus WW15 DurangoLine Wastewater WastewaterLines QualityofLife NewProject Department WaterDepartment Contact EnvironmentalServicesManager Priority 1 Description Wastewatercollectionlines TotalProjectCost: $346,080 Justification Projectidentifiedinthe10yrInfrastructureImprovementPlanasnecessarytosupportgrowth. Expenditures 4725210500.72.40 Total FundingSources WaterDevFees Total FY15 $69,216 $69,216 FY15 $69,216 $69,216 FY16 $69,216 $69,216 FY16 $69,216 $69,216 FY17 $69,216 $69,216 FY17 $69,216 $69,216 FY18 $69,216 $69,216 FY18 $69,216 $69,216 FY19 $69,216 FY20 $69,216 FY19 $69,216 $69,216 BudgetImpact/Other 193 FY21 $0 FY20 $0 FY22 $0 FY21 $0 $0 FY23 $0 FY22 $0 $0 TOTAL $346,080 $0 $0 $346,080 FY24 $0 TOTAL $346,080 $0 $0 $346,080 $0 FY23 $0 $0 FY24 $0 FY201524CAPITALIMPROVEMENTPROGRAM PROJECTDESCRIPTION Project# ProjectName Type Category StrategicAction# ProjectStatus WW15 ELowerBuckeyeLine Wastewater WastewaterLines QualityofLife NewProject Department WaterDepartment Contact EnvironmentalServicesManager Priority 1 Description Wastewatercollectionlines TotalProjectCost: $581,880 Justification Projectidentifiedinthe10yrInfrastructureImprovementPlanasnecessarytosupportgrowth. Expenditures 4725210500.72.40 Total FundingSources WaterDevFees Total FY15 $116,376 $116,376 FY15 $116,376 $116,376 FY16 $116,376 $116,376 FY16 $116,376 $116,376 FY17 $116,376 $116,376 FY17 $116,376 $116,376 FY18 $116,376 $116,376 FY18 $116,376 $116,376 FY19 $116,376 FY20 $116,376 FY19 $116,376 $116,376 BudgetImpact/Other 194 FY21 $0 FY20 $0 FY22 $0 FY21 $0 $0 FY23 $0 FY22 $0 $0 TOTAL $581,880 $0 $0 $581,880 FY24 $0 TOTAL $581,880 $0 $0 $581,880 $0 FY23 $0 $0 FY24 $0 FY201524CAPITALIMPROVEMENTPROGRAM PROJECTDESCRIPTION Project# ProjectName Type Category StrategicAction# ProjectStatus WW15 GWRFExpansion Wastewater WastewaterLines QualityofLife NewProject Department WaterDepartment Contact EnvironmentalServicesManager Priority 1 Description Wastewatercollectionlines TotalProjectCost: $29,800,000 Justification Projectidentifiedinthe10yrInfrastructureImprovementPlanasnecessarytosupportgrowth. Expenditures 4725210500.72.40 Total FundingSources WaterDevFees Total FY15 $2,000,000 FY16 $1,400,000 FY17 $2,000,000 $1,400,000 FY15 $2,000,000 FY16 $1,400,000 $2,000,000 $1,400,000 FY18 $5,800,000 FY19 $0 $5,800,000 FY17 $0 FY18 $5,800,000 FY20 $0 FY19 $0 $0 $5,800,000 BudgetImpact/Other 195 FY22 FY23 FY24 TOTAL $8,352,154 $7,141,728 $5,106,118 $29,800,000 $0 $0 $8,352,154 $7,141,728 $5,106,118 $29,800,000 FY21 $0 FY22 FY23 FY24 TOTAL $8,352,154 $7,141,728 $5,106,118 $29,800,000 $0 $0 $8,352,154 $7,141,728 $5,106,118 $29,800,000 $0 FY20 $0 $0 FY21 $0 FY201524CAPITALIMPROVEMENTPROGRAM PROJECTDESCRIPTION Project# ProjectName Type Category StrategicAction# ProjectStatus WW15 LasBrisas(WestGoodyearD.A.) Wastewater Department WaterDepartment WastewaterLines Contact EnvironmentalServicesManager QualityofLife Priority 1 NewProject Description Wastewatercollectionlines TotalProjectCost: $1,354,700 Justification Projectidentifiedinthe10yrInfrastructureImprovementPlanasnecessarytosupportgrowth. Expenditures 4725210500.72.40 Total FundingSources WaterDevFees Total FY15 $270,940 $270,940 FY15 $270,940 $270,940 FY16 $270,940 $270,940 FY16 $270,940 $270,940 FY17 $270,940 $270,940 FY17 $270,940 $270,940 FY18 $270,940 $270,940 FY18 $270,940 $270,940 FY19 $270,940 FY20 $270,940 FY19 $270,940 $270,940 BudgetImpact/Other 196 FY21 $0 FY20 $0 FY22 $0 FY21 $0 $0 FY23 $0 FY22 $0 $0 TOTAL $1,354,700 $0 $0 $1,354,700 FY24 $0 TOTAL $1,354,700 $0 $0 $1,354,700 $0 FY23 $0 $0 FY24 $0 FY201524CAPITALIMPROVEMENTPROGRAM PROJECTDESCRIPTION Project# ProjectName Type Category StrategicAction# ProjectStatus WW15 LowerBuckeyeLine(WestGoodyearD.A.) Wastewater Department WaterDepartment WastewaterLines Contact EnvironmentalServicesManager QualityofLife Priority 1 NewProject Description Wastewatercollectionlines TotalProjectCost: $1,087,340 Justification Projectidentifiedinthe10yrInfrastructureImprovementPlanasnecessarytosupportgrowth. Expenditures 4725210500.72.40 Total FundingSources WaterDevFees Total FY15 $217,468 $217,468 FY15 $217,468 $217,468 FY16 $217,468 $217,468 FY16 $217,468 $217,468 FY17 $217,468 $217,468 FY17 $217,468 $217,468 FY18 $217,468 $217,468 FY18 $217,468 $217,468 FY19 $217,468 FY20 $217,468 FY19 $217,468 $217,468 BudgetImpact/Other 197 FY21 $0 FY20 $0 FY22 $0 FY21 $0 $0 FY23 $0 FY22 $0 $0 TOTAL $1,087,340 $0 $0 $1,087,340 FY24 $0 TOTAL $1,087,340 $0 $0 $1,087,340 $0 FY23 $0 $0 FY24 $0 FY201524CAPITALIMPROVEMENTPROGRAM PROJECTDESCRIPTION Project# ProjectName Type Category StrategicAction# ProjectStatus WW15 NorthCitrus(LasPalmas)Line(WestGoodyearD.A.) Wastewater Department WaterDepartment WastewaterLines Contact EnvironmentalServicesManager QualityofLife Priority 1 NewProject Description Wastewatercollectionlines TotalProjectCost: $936,525 Justification Projectidentifiedinthe10yrInfrastructureImprovementPlanasnecessarytosupportgrowth. Expenditures 4725210500.72.40 Total FundingSources WaterDevFees Total FY15 $187,305 $187,305 FY15 $187,305 $187,305 FY16 $187,305 $187,305 FY16 $187,305 $187,305 FY17 $187,305 $187,305 FY17 $187,305 $187,305 FY18 $187,305 $187,305 FY18 $187,305 $187,305 FY19 $187,305 FY20 $187,305 FY19 $187,305 $187,305 BudgetImpact/Other 198 FY21 $0 FY20 $0 FY22 $0 FY21 $0 $0 FY23 $0 FY22 $0 $0 TOTAL $936,525 $0 $0 $936,525 FY24 $0 TOTAL $936,525 $0 $0 $936,525 $0 FY23 $0 $0 FY24 $0 FY201524CAPITALIMPROVEMENTPROGRAM PROJECTDESCRIPTION Project# ProjectName Type Category StrategicAction# ProjectStatus WW15 NorthCitrusLine(LasPalmas)(WestGoodyearD.A.) Wastewater Department WaterDepartment WastewaterLines Contact EnvironmentalServicesManager QualityofLife Priority 1 NewProject Description Wastewatercollectionlines TotalProjectCost: $936,525 Justification Projectidentifiedinthe10yrInfrastructureImprovementPlanasnecessarytosupportgrowth. Expenditures 4725210500.72.40 Total FundingSources WaterDevFees Total FY15 $187,305 $187,305 FY15 $187,305 $187,305 FY16 $187,305 $187,305 FY16 $187,305 $187,305 FY17 $187,305 $187,305 FY17 $187,305 $187,305 FY18 $187,305 $187,305 FY18 $187,305 $187,305 FY19 $187,305 FY20 $187,305 FY19 $187,305 $187,305 BudgetImpact/Other 199 FY21 $0 FY20 $0 FY22 $0 FY21 $0 $0 FY23 $0 FY22 $0 $0 TOTAL $936,525 $0 $0 $936,525 FY24 $0 TOTAL $936,525 $0 $0 $936,525 $0 FY23 $0 $0 FY24 $0 FY201524CAPITALIMPROVEMENTPROGRAM PROJECTDESCRIPTION Project# ProjectName Type Category StrategicAction# ProjectStatus WW15 S.CitrusLine(LasPalmas)(WestGoodyearD.A.) Wastewater Department WaterDepartment WastewaterLines Contact EnvironmentalServicesManager QualityofLife Priority 1 NewProject Description Wastewatercollectionlines TotalProjectCost: $706,295 Justification Projectidentifiedinthe10yrInfrastructureImprovementPlanasnecessarytosupportgrowth. Expenditures 4725210500.72.40 Total FundingSources WaterDevFees Total FY15 $141,259 $141,259 FY15 $141,259 $141,259 FY16 $141,259 $141,259 FY16 $141,259 $141,259 FY17 $141,259 $141,259 FY17 $141,259 $141,259 FY18 $141,259 $141,259 FY18 $141,259 $141,259 FY19 $141,259 FY20 $141,259 FY19 $141,259 $141,259 BudgetImpact/Other 200 FY21 $0 FY20 $0 FY22 $0 FY21 $0 $0 FY23 $0 FY22 $0 $0 TOTAL $706,295 $0 $0 $706,295 FY24 $0 TOTAL $706,295 $0 $0 $706,295 $0 FY23 $0 $0 FY24 $0 FY201524CAPITALIMPROVEMENTPROGRAM PROJECTDESCRIPTION Project# ProjectName Type Category StrategicAction# ProjectStatus WW15 S.CitrusLine(LasPalmas)(WestGoodyearD.A.) Wastewater Department WaterDepartment Wastewater Contact EnvironmentalServicesManager QualityofLife Priority 1 NewProject Description Wastewatercollectionlines TotalProjectCost: $736,050 Justification Projectidentifiedinthe10yrInfrastructureImprovementPlanasnecessarytosupportgrowth. Expenditures 4725210500.72.40 Total FundingSources WaterDevFees Total FY15 $147,210 $147,210 FY15 $147,210 $147,210 FY16 $147,210 $147,210 FY16 $147,210 $147,210 FY17 $147,210 $147,210 FY17 $147,210 $147,210 FY18 $147,210 $147,210 FY18 $147,210 $147,210 FY19 $147,210 FY20 $147,210 FY19 $147,210 $147,210 BudgetImpact/Other 201 FY21 $0 FY20 $0 FY22 $0 FY21 $0 $0 FY23 $0 FY22 $0 $0 TOTAL $736,050 $0 $0 $736,050 FY24 $0 TOTAL $736,050 $0 $0 $736,050 $0 FY23 $0 $0 FY24 $0 This page intentionally left blank 202 City Budget Schedules CITY BUDGET SCHEDULES FY 14-15 Annual Budget Total Sources and Uses SCHEDULE 1 EXPENDITURES REVENUES Description FUND Est. Beg. Fund Balance as of July 1, 2014 Projected Revenues Transfers In Total Sources Operations (ongoing + operating one time) Capital Improvement Projects (new + carryover) General Funds (001 - 099) General Fund Impound Fees Fund Total General Fund & Other Special Revenue (101-149) Highway User Revenue Fund (HURF) LTAFII LTAFI Park and Ride Marquee Court Enhancement Fund JCEF Fund Fill-the-GAP Total Special Revenue 001 009 101 102 103 105 115 116 117 Total Development Fees (non-utility) Grant Control (151 - 199) CDBG Grants (Community Grants) Miscellaneous Grants Total Grant Debt Service (201 - 240) Debt Service Total Debt Service One-Time Initiatives + Operations One Time Carryover Long-Term Debt Contingency $ $ $ 38,794,228 237,830 39,032,058 $ $ $ 79,216,061 120,000 79,336,061 $ $ $ 2,800,000 2,800,000 $ $ $ 120,810,289 357,830 121,168,119 $ $ $ 62,827,845 114,591 62,942,436 $ 15,519,788 $ 12,545,886 $ 1,474,422 $ 16,347,842 $ 15,519,788 $ 12,545,886 $ 1,474,422 $ 16,347,842 $ $ $ $ $ $ $ $ 266,635 627,257 81,627 104,758 72,143 1,152,420 $ $ $ $ $ $ $ $ 3,750,086 100,000 60,000 15,000 7,000 3,932,086 $ $ $ $ $ $ $ $ 2,233,216 2,233,216 $ $ $ $ $ $ $ $ 5,983,302 266,635 727,257 141,627 119,758 79,143 7,317,722 $ $ $ $ $ $ $ $ 5,982,932 5,982,932 $ $ $ $ $ $ $ $ 370 370 $ $ $ $ $ $ $ $ 141,627 119,758 79,143 340,528 $ $ $ $ $ $ $ $ - $ $ $ $ $ $ $ $ $ 12,689,256 $ 4,435,455 $ 847,128 $ 17,971,838 $ $ 11,364,482 $ $ - $ - - GRAND TOTAL ALL FUNDS Transfers Out $ 108,715,783 $ 114,591 $ 108,830,374 $ 11,558,300 $ 11,558,300 - $ $ $ $ $ $ $ $ 5,983,302 141,627 119,758 79,143 6,323,830 $ $ $ $ $ $ $ $ - $ 11,364,482 $ 539,070 2,000,000 2,539,070 4,833,133 4,833,133 Estimated Ending Balance June 30, 2015 Total Uses $ 120,274,082 $ 114,591 $ 120,388,673 $ $ $ 536,207 243,239 779,446 - $ $ $ $ $ $ $ $ 5,983,302 141,627 119,758 79,143 6,323,830 $ $ $ $ $ $ $ $ 266,635 727,257 993,892 - $ 11,364,482 $ 6,607,356 $ $ $ - $ $ $ $ 539,070 2,000,000 2,539,070 $ $ $ $ $ - $ $ 4,833,133 4,833,133 $ $ 142,234 142,234 151 199 $ $ $ 239,070 239,070 $ $ $ 300,000 2,000,000 2,300,000 $ $ $ - $ $ $ 539,070 2,000,000 2,539,070 $ $ $ - $ $ $ 201 $ $ 447,949 447,949 $ $ 4,527,418 4,527,418 $ $ - $ $ 4,975,367 4,975,367 $ $ - $ $ - $ $ - $ $ 4,833,133 4,833,133 $ $ - $ $ $ $ $ $ $ 241 $ $ 44,736 44,736 $ $ 3,541,932 3,541,932 $ $ - $ $ 3,586,668 3,586,668 $ $ - $ $ - $ $ - $ $ 3,544,907 3,544,907 $ $ - $ $ 3,544,907 3,544,907 $ $ - $ $ 3,544,907 3,544,907 $ $ 41,761 41,761 361 375 $ $ $ 261,606 261,606 $ $ $ 18,619,059 18,619,059 $ $ $ - $ $ $ 18,619,059 261,606 18,880,665 $ $ $ - $ $ $ 261,606 261,606 $ $ $ - $ $ $ $ $ $ 18,619,059 261,606 18,880,665 $ $ $ - $ $ $ 18,619,059 261,606 18,880,665 $ $ $ - 410 411 412 421 422 423 426 431 440 441 445 $ $ $ $ $ $ $ $ $ $ $ $ $ 4,031,768 3,145,861 59,883 7,020,206 111,402 198,851 1,544,497 1,179,687 5,083,110 7,570,811 29,946,075 $ $ $ $ $ $ $ $ $ $ $ $ $ 11,952,330 12,819,885 6,815,482 1,742,926 8,694,920 42,025,543 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 4,031,768 15,932,480 59,883 20,290,091 111,402 198,851 8,359,979 1,179,687 9,639,439 5,083,110 16,847,174 81,733,863 $ $ $ $ $ $ 5,680,424 5,136,764 - $ $ $ $ $ $ 5,829,185 4,185,780 20,832,153 $ $ $ $ $ $ $ $ $ $ $ $ $ 3,932,000 341,822 143,604 97,610 618,639 5,083,110 15,514,182 25,730,968 $ $ $ $ $ $ $ $ $ $ $ $ $ 3,932,000 11,283,977 11,012,908 97,610 618,639 5,829,185 9,548,043 5,083,110 15,514,182 62,919,655 $ $ $ $ $ $ $ $ $ 700,000 1,200,000 900,000 - $ $ $ 1,284,289 4,084,289 $ $ $ $ $ $ $ $ $ $ $ $ $ 3,932,000 11,983,977 12,212,908 97,610 618,639 6,729,185 9,548,043 5,083,110 16,798,471 67,003,944 $ $ $ $ $ $ $ $ $ $ $ $ $ 521 $ $ 460,879 460,879 $ $ 620 621 $ $ $ 1,602,751 1,602,751 $ $ $ $ 85,876,800 $ 239,070 239,070 $ $ $ 300,000 300,000 $ $ $ - $ $ $ 2,000,000 2,000,000 $ Special Assessment Debt (241 - 260) McDowell Rd Comm Corr ID Total Special Assessment Debt Capital Projects (301 - 399) CIP - Proposed Improvement District Venida Business Park Total Capital Projects Enterprise Funds ( 401 - 499) Enterprise-Water Infrastructure Enterprise - Water Water Reserve Fund Enterprise-Wastewater Sewer Reserve Fund CIP - Wastewater Wastewater Bonds Enterprise-Sanitation Stadium Capital Stadium Operating Fund Stadium-Infrastructure Utility Development Fees Total Enterprise Funds Trust and Agency Funds (501 - 599) Volunteer Firefighters Retirement Total Trust and Agency ISF (601 - 699) Fleet Maint. Fleet Reserve Total ISF Total Expenditures - 834,289 450,000 7,896,513 581,444 9,762,245 $ $ - $ $ 460,879 460,879 $ $ 2,330,716 2,330,716 $ $ $ - $ $ $ 2,330,716 1,602,751 3,933,467 $ $ $ 161,048,270 $ $ 262,567,659 $ 15,642,589 - $ $ - $ $ 2,330,716 2,330,716 $ $ $ - $ $ $ 92,088,237 $ $ 53,116,284 85,000 324,900 409,900 - - $ $ $ 18,619,059 18,619,059 $ $ $ $ $ $ 5,176,731 5,407,640 - $ $ $ $ $ $ - $ $ $ $ $ $ 5,362,263 15,946,634 $ $ $ $ $ $ - $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ - $ $ - $ $ 433,169 433,169 $ $ $ - $ $ $ - $ $ $ 14,029,483 $ 25,799,095 $ 36,966,901 - - - $ $ - $ $ 2,330,716 433,169 2,763,885 $ $ $ - $ $ $ $ 222,000,000 $ 15,642,589 - 0 0 99,768 3,948,503 59,883 8,077,183 111,402 101,240 (618,639) 1,630,794 1,179,687 91,396 0 48,703 14,729,919 $ $ 460,879 460,879 2,330,716 433,169 2,763,885 $ $ $ 1,169,582 1,169,582 $ 237,642,589 $ 24,925,070 203 FY 15 SCHEDULE 2 - ALL REVENUES FY 2011 Actuals DESCRIPTION FY 2012 Actuals FY 2013 Actuals FY 2014 Estimate FY 2015 Budget GENERAL FUND General Revenues Property Taxes (Primary) Construction Sales Tax General Sales Tax Franchise Taxes Use Tax/PILT Total Charges for General Revenues Licenses & Permits Business Licenses Business License Fee Nonbusiness Lic & Permits Total Licenses & Permits Development Fees Development Agreements Intergovernmental Revenue Urban Revenue Sharing Auto Lieu State Shared Sales Tax Total State Revenues Charges for Services General Government Rentals Recreation Fees Aquatics Fees Community Development Public Safety Fines Building Safety Total Charges for Services Investment Earnings Earnings on Investments Total Investment Earnings Miscellaneous Revenue Donations Bank Charges Discounts Taken CFD Refunds & Rebates City Store Other Total Miscellaneous Revenue Total General Fund $ $ $ $ $ $ 5,948,929 3,252,326 29,346,296 2,316,820 900,000 41,764,371 $ $ $ $ $ $ 6,222,277 4,755,348 31,145,964 2,460,519 900,000 45,484,108 $ $ 6,519,053 7,027,296 32,912,597 2,529,456 900,000 49,888,402 $ 209,025 4,250 60,596 273,871 $ $ $ $ 212,700 1,250 157,210 371,160 $ $ $ $ 262,341 52,705 315,046 $ 13,783 $ 261,867 424,694 476,884 160,000 $ $ $ $ 4,498,039 1,518,419 3,519,229 9,535,687 $ $ $ 5,509,260 2,183,537 5,099,895 12,792,692 $ 6,667,701 2,184,380 5,342,879 14,194,960 $ 7,282,416 2,147,609 5,652,378 15,082,403 $ 7,901,479 2,308,065 5,898,143 16,107,687 $ $ $ $ $ $ $ $ $ 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 $ 1,364,510 767,679 264,411 39,717 1,442,945 620,121 777,363 5,187,720 10,464,466 $ 808,144 312,814 329,738 53,389 1,615,476 400,155 694,302 4,904,950 9,118,968 $ 605,500 323,000 301,500 53,000 1,226,248 25,000 705,850 4,404,899 7,644,997 $ $ 52,019 52,019 $ $ 123,222 123,222 $ 405,434 405,434 $ 123,476 123,476 $ 115,500 115,500 $ $ $ $ $ $ $ $ 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 $ 6,532 (62) 298 478,246 110,138 48,074 643,226 $ 407 500 500 400,000 99 25,443 426,949 $ 5,000 500 500 400,000 50,100 5,250 461,350 $ 80,400,549 $ 79,216,061 76,295,053 $ $ 6,912,409 8,717,943 35,782,861 2,593,087 900,000 54,906,300 $ 209,367 1,800 54,402 265,569 $ $ $ 7,481,367 6,000,000 36,893,406 2,678,104 900,000 53,952,877 273,650 $ 500,000 773,650 $ 58,578,407 $ 66,117,770 $ 110,118 $ 111,205 $ 110,118 $ 111,205 2,660,461 $ 3,269,285 3,575,158 3,718,164 3,715,086 $ $ $ 9,185 167,551 407 5,100 60,121 717 15,000 25,000 800 10,000 25,000 $ 14,650 22,253 188 $ 2,697,552 $ 3,446,427 $ $ - $ $ $ - $ IMPOUND FEES FUND (009) Charges for Services Public Safety Total Impound Fees Fund 127,484 $ 127,484 150,000 $ 150,000 120,000 $ 120,000 HIGHWAY USER REVENUE FUND (101) Intergovernmental Revenue State Revenue & Grants Advertisement Permit Fees Other/Reimbursements Earnings on Investments Total Highway User Revenue Fund $ 3,641,096 $ 3,758,964 $ 3,750,086 LOCAL TRANSPORTATION ASSISTANCE FUND (102) Intergovernmental Revenue State Revenue & Grants Earnings on Investments LTAF II - 94,777 - $ 94,777 $ - $ 204 - FY 15 SCHEDULE 2 - ALL REVENUES FY 2011 Actuals DESCRIPTION FY 2012 Actuals FY 2013 Actuals FY 2014 Estimate FY 2015 Budget LOCAL TRANSPORTATION ASSISTANCE FUND (103) Intergovernmental Revenue State Revenue & Grants Earnings on Investments $ $ - $ $ $ - $ $ $ - $ $ - 542,375 647 100,000 - 100,000 - $ - $ - 543,022 100,000 100,000 $ - $ - $ - $ - Court Enhancement Fee $ 71,663 $ 55,000 Total Replacement Fund $ 71,663 $ 55,000 Court Fee $ 16,894 $ 50,718 Total Replacement Fund $ 16,894 $ 50,718 Court Fee $ 9,064 $ 7,045 Total Replacement Fund $ 9,064 $ 7,045 Development Fees Earnings on Investments $ $ 638,435 6,384 $ $ 243,747 3,573 Total Development Fees - Gen. Govt. $ 644,819 $ 247,320 Development Fees Earnings on Investments $ $ 224,603 12,473 $ $ 87,376 25,167 Total Development Fees - Public Works $ 237,076 $ 112,543 $ 258,710 5,332 $ $ 442,204 12,366 22,019 673 $454,570 $22,692 1,894 13 LTAF I - 191,951 28 - $ 191,979 $ - $ - Park & Ride Marquee Revenue (105) Intergovernmental Revenue Restricted Sign Revenue Earnings on Investments LTAF REPLACEMENT FUND (110) Investment Earnings Earnings on Investments Total Replacement Fund $ - $ - $ - Court Enhancement (115) Fees 39,212 $ 39,212 56,000 $ 56,000 60,000 $ 60,000 JCEF (116) Fees 15,396 $ 15,396 16,000 $ 16,000 15,000 $ 15,000 Fill the Gap (117) Fees 6,876 $ 6,876 7,000 $ 7,000 7,000 $ 7,000 DEVELOPMENT FEES - GENERAL GOVERNMENT (122) (4,636) 5,595 $ 959 $ - $ - DEVELOPMENT FEES - PUBLIC WORKS (123) 3,632 6,501 $ 10,133 $ - $ - DEVELOPMENT FEES - PARKS/COMTY FACIL. (121) Development Fees Earnings on Investments $264,042 Total Development Fees - Comm. Facilities - 635,684 800 $0 $636,484 DEVELOPMENT FEES - FIRE (124) Non-Utility Dev Fees Earnings on Investments $ $ 453,582 2,576 $ $ 541,000 2,053 Total Development Fees - Fire $ 456,158 $ 543,053 Non-Utility Dev Fees Earnings on Investments $ $ 294,285 14,850 $ $ 304,383 30,877 Total Development Fees - Police $ 309,135 $ 335,260 $ 1,907 $ 690,884 3,000 - $ 693,884 DEVELOPMENT FEES - POLICE (125) (8,096) 8,490 $ 394 6,000 $ 6,000 572,321 700 $ 205 573,021 FY 15 SCHEDULE 2 - ALL REVENUES FY 2011 Actuals DESCRIPTION FY 2012 Actuals FY 2013 Actuals FY 2014 Estimate FY 2015 Budget DEVELOPMENT FEES - ARTERIAL STREETS (126) Development Fees Reimbursement Expense Earnings on Investments $ $ $ 338,615 1,804 $ $ 238,831 3,887 Total Development Fees - Transportation $ 340,419 $ 242,718 Development Fees Earnings on Investments $ $ 169,740 3,436 $ $ 144,616 1,333 Total Development Fees - Library $ 173,176 $ 145,949 Development Fees Earnings on Investments $ $ 96,295 24 $ $ 132,454 9 Total Development Fees - Transportation $ 96,319 $ 132,463 4,494 103,270 2,696 $ 110,460 5,000 50,000 $ 55,000 2,531,166 900 $ 2,532,066 DEVELOPMENT FEES - LIBRARY (127) (2,340) 3,271 $ 931 2,000 $ 2,000 $ - DEVELOPMENT FEES - REGIONAL TRANSPORTATION (128) 201 $ 201 - - $ - $ - $ - $ - $ - $ - $ - $ - Parks & Recreation (131) Development Fees Earnings on Investments $ - Parks & Recreation (131) $ - $ - $ 546,355 573,673 875 1,000 547,230 $ 574,673 Fire (132) Development Fees Earnings on Investments $ - Fire (132) $ - $ - $ 811,191 867,974 1,449 1,500 812,640 $ 869,474 Police (133) Development Fees Earnings on Investments $ - Police (133) $ - Earnings on Investments $ - Transportation (134) $ - $ - $ 316,189 325,675 778 800 316,967 $ 326,475 Transportation (134) Development Fees $ - $ 530,843 546,768 735 800 531,578 $ 547,568 Library (135) Development Fees Earnings on Investments $ - Library (135) $ - $ - $ 122,406 100,400 15 10 122,421 $ 100,410 Regional Transportation (136) Development Fees 125,633 Earnings on Investments $ - Regional Transportation (134) $ - 163,323 $ - $ 125,633 $ CDBG GRANTS (COMMUNITY GRANTS) (151) 163,323 - Federal Grants $ - Total CDBG Grants (Community Grants) $ - Federal Grants $ 123,442 Total CDBG Grants (Community Grants) $ 123,442 238,290 $ - $ 238,290 $ 300,000 - $ 300,000 Housing &Urban Development Grants (152) 4,307 $ - $ 4,307 $ - $ 206 - FY 15 SCHEDULE 2 - ALL REVENUES FY 2011 Actuals DESCRIPTION FY 2012 Actuals FY 2013 Actuals FY 2014 Estimate FY 2015 Budget CDBG GRANTS (COMMUNITY GRANTS) (154) Federal Grants $ - Total CDBG Grants (Community Grants) $ - Federal Grants $ 123,442 Total CDBG Grants (Community Grants) $ 123,442 Misc. Proposed Grants $ - Total Misc. Grants $ 45,000 $ - $ 45,000 $ - $ - Housing &Urban Development Grants (155) 11,340 11,340 16,375 $ 16,375 - $ - $ $ - - $ - $ $ $ 5,683,886 - $ $ 4,360,327 90 $ 5,683,886 $ 4,360,417 $ 3,866,203 $ 4,098,175 $ 4,527,418 $ $ $ 2,207,700 1,382,196 1,450 $ $ $ 2,207,700 1,382,196 1,450 $ $ $ 3,544,206 20,190 $ $ $ 3,544,906 - $ $ $ 3,541,932 - MISCELLANEOUS GRANTS (199) Intergovernmental Revenue - - $ 2,000,000 - $ 2,000,000 DEBT SERVICE (201) General Revenues Property Taxes Interest Total Debt Service 3,866,203 - 4,098,175 - 4,527,418 - McDowell Improvement District (241) Proposed Improvement District Assessments Interfund Transfers Interest Total McDowell Bonds McDowell Improvement District (331) Reimbursement Expense Interest Total McDowell 331 CIP Proposed Improvement District (361) Interest Proposed ID Transfer from Special Revenue Fund Total Develop. Contr. Admin. (361) GO 07/08 20% Bonds (372) Transfer from Capital Project Fund Bond Proceeds Bond Premium Total GO 07/08 20% Bonds Venida Business Park (375) Proceeds Interest Total Water Auction ENTERPRISE - WATER RIGHTS(410) Sale of Water Rights Managed Accounts Total Water Auction $3,591,346 $3,591,346 $ $ - $ $ $ - $ $ 654 $ - $ - $ - $ 654 $ $ $ $ $ - $ $ $ $ - $ $ $ 6,854 6,854 $ $ $ - $ $ $ 6,854 6,854 $ $ $ - $ $ $ $ $ $ 6,190 102,023 356,415 359,496 157,534 981,658 $ $ $ $ $ $ $3,564,396 - $3,544,906 - $ - $ - $ - - - $ - $ - $3,541,932 18,619,059 - $ - $ - $ 10,500,000 7,046 10,507,046 $ 2,008,522 2,750 2,011,272 $ 6,771 109,706 368,739 395,172 285,890 1,166,278 $ - 18,619,059 - - $ - - $ - $ 9,000 9,000 $ 7,108 110,849 367,223 403,323 321,920 1,210,423 $ - $ - $ 8,000 104,000 360,000 400,000 300,000 1,172,000 ENTERPRISE - WATER (411) Charges for Services Returned Checks Penalties Connection Fees Disconnect Notices Meter Reads/Installs Total Charges for Services 4,955 99,936 332,665 370,098 193,607 1,001,261 207 FY 15 SCHEDULE 2 - ALL REVENUES FY 2011 Actuals DESCRIPTION FY 2012 Actuals FY 2013 Actuals FY 2014 Estimate FY 2015 Budget Utilities Water Cross Connection Fee Total Utilities Miscellaneous Revenue Discounts Taken Other $ $ $ 7,955,440 85,897 8,041,337 $ $ $ 9,498,052 87,192 9,585,244 $ $ 5,438 37,065 $ $ 6,412 50,725 Total Miscellaneous Revenue $ 42,503 $ 57,137 $ 385,304 $ 424,438 $ 65,900 Total Enterprise - Water $ 9,065,498 $ 10,643,642 $ 11,866,563 $ 11,912,387 $ 11,952,330 $ $ $ $ $ 14,240,000 727,042 4,681,414 - $ 19,648,456 $ - $ 10,226,942 88,039 10,314,981 $ 6,902 378,402 10,187,243 90,283 10,277,526 $ 6,300 418,138 10,623,430 91,000 10,714,430 7,000 58,900 CIP-WATER BONDS (413) Bond Proceeds Investment Earnings Debt Service Fund Transfer Enterprise Fund Other Total CIP - Water $ - $ 3,145 1,000 186,073 34,085 189,218 $ 35,085 FY11 Water Bonds (414) Bond Proceeds FY11 CIP - Water Bonds - - 94,666 - 94,666 - - CIP-WATER BONDS (415) Bond Proceeds - Water Bonds 929,283 274,727 34,019 - - DEVELOPMENT FEES - WATER (451) Development Fees Utility Development Fees Investment Earnings Earnings on Investments 940,146 $ 1,035,666 1,549,403 1,704,343 6,580,502 3,254 $ 2,103 2,426 2,600 1,500 $ 943,400 $ 1,037,769 Development Fees Utility Development Fees Earnings on Investments $ $ 476,390 - $ $ 520,160 241 862,313 2,233 1,077,891 2,600 - Total Development Fees - Water Resources $ 476,390 $ 520,401 864,546 1,080,491 - $ 21,997,529 $ 1,832,897 $ $ $ $ $ 8,176,937 7,991 126,877 8,881 8,403 $ $ $ $ $ 9,417,549 208,650 56,788 11,899 $ 8,329,089 $ 9,694,886 $ - $ $ 605 474,504 $ 475,109 Total Development Fees - Water $ $ 1,551,829 $ 1,706,943 $ 6,582,002 DEVELOPMENT FEES - WATER RESOURCES (452) Total Water CIP $ 2,734,278 $ 2,822,520 $ 6,582,002 ENTERPRISE - WASTEWATER (421) Utilities Wastewater Utility Damage Reimbursement Effluent Sales Misc Utility Revenue Earnings on Investments Total - Wastewater 10,875,072 364,624 74,189 73,429 2,842 $ 11,390,156 12,177,582 83,558 5,876 12,671,885 10,000 130,000 8,000 $ 12,267,016 $ 12,819,885 CIP-WASTEWATER (428) Charges for Services Reimbursed Expense Bond Proceeds (WIFA) Earnings on Investments Other Total CIP - Wastewater $ - $ - $ - - $ 208 - FY 15 SCHEDULE 2 - ALL REVENUES FY 2011 Actuals DESCRIPTION FY 2012 Actuals FY 2013 Actuals FY 2014 Estimate FY 2015 Budget DEVELOPMENT FEES - SEWER (471) Development Fees Utility Development Fees Earnings on Investments Other Total Development Fees - Sewer $ $ 1,156,579 4,610 $ $ 2,015,766 8,588 $ 1,161,189 $ 2,024,354 $ $ 921 $ 921 $ - $ 194,734 $ 81,485 $4,265 $ 1,813 $ 198,999 $ 83,298 $ - $ $ $ 5,859,456 3,948 5,863,404 $ $ $ $ $ 123,928 123,928 $ 2,209,787 3,376 $ 2,213,163 2,253,983 2,000 2,109,918 3,000 $ 2,255,983 $ 2,112,918 $ 280,000 $ - WASTEWATER BONDS (426) Bond Revenue Bond Proceeds Interest Earnings Total Wastewater Bonds 258 $ 258 DEVELOPMENT FEES - RECLAIMED WATER (427) Development Fees Utility Development Fees Investment Earnings Earnings on Investments Total Develop. Fees - Reclaimed Water (564) 5,500 2,610 $ 2,046 6,029,592 2,679 6,032,271 $ $ 5,987,332 $ - $ 5,500 $ - $ 6,276,690 5,058 6,281,748 $ 6,509,577 2,780 6,512,357 $ 6,696,123 73,837 6,769,960 104,297 104,297 $ 106,250 106,250 $ 40,297 40,297 $ 45,522 45,522 $ 6,136,568 $ 6,387,998 $ 6,552,654 $ 6,815,482 1,054,101 $ 1,325,815 1,132,363 1,191,800 1,298,826 $ $ 460,702 3,460 $ 478,271 609,246 3,145 444,100 3,200 444,100 $ 1,518,263 $ 1,804,086 ENTERPRISE - SANITATION (431) Intergovernmental Revenue State Revenue & Grants Utilities Sanitation Misc Utility Revenue Total Utilities Miscellaneous Revenue Other Total Miscellaneous Revenue Total Enterprise - Sanitation STADIUM (441) Stadium Sales Non Spring Training Rentals/Events Miscellaneous Total Enterprise - Stadium $ 1,744,754 $ 1,639,100 $ 1,742,926 Fleet Maintenance (ISF) Departmental Charges $ 122,275,249 $ 112,173,536 $ 140,146,111 2,009,873 2,330,716 $ 134,546,925 $ 161,048,270 209 FY 15 SCHEDULE 3 OPERATING EXPENDITURES‐ ALL FUNDS FY 2010 ACTUAL FY 2011 ACTUAL FY 2012 ACTUAL FY 2013 ACTUAL FY 2014 ESTIMATE FY 2015 BUDGET DESCRIPTION DEPT/DIV MAYOR AND COUNCIL 1110 Administration Personnel Svcs. Contractual Svcs. Commodities Total Mayor and Council $ $ $ $ 135,236 33,275 2,258 170,769 $ $ $ $ 334,205 31,969 8,838 375,012 $ $ $ $ 312,550 60,779 3,491 376,821 $ $ $ $ 153,359 79,442 3,086 235,887 $ $ $ $ 178,278 114,550 3,850 296,678 $ $ $ $ 187,501 113,550 3,850 304,901 CITY CLERK 1210 Administration Personnel Svcs. Contractual Svcs. Commodities Total City Clerk $ $ $ $ 447,156 47,154 7,781 502,091 $ $ $ $ 442,750 169,042 5,173 616,965 $ $ $ $ 463,502 33,693 3,779 500,974 $ $ $ $ 474,021 190,826 6,599 671,445 $ $ $ $ 461,473 75,702 8,000 545,175 $ $ $ $ 518,530 81,951 8,850 609,331 $ $ $ $ 744,663 226,384 10,095 981,142 $ $ $ $ 672,556 247,310 11,736 931,602 $ 804,139 $ 269,720 $ 10,024 $ 1,083,882 $ $ $ $ 435,124 245,432 6,412 686,968 $ $ $ $ 432,363 89,308 8,040 529,711 $ $ $ $ 463,286 118,174 9,900 591,360 $ $ $ 240,727 $ 20 $ $ 240,747 $ $ $ $ $ $ 583,414 16,503 1,288 601,205 $ $ $ $ 455,815 94,815 7,460 558,090 $ $ $ $ 546,549 216,180 11,000 773,729 $ $ $ $ 706,767 8,704 4,946 720,417 $ $ $ $ 620,380 46,236 3,609 670,225 $ $ $ $ 587,088 12,970 3,100 603,158 $ $ $ $ 663,181 17,356 3,100 683,637 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,622,612 $ 1,768,860 $ $ $ $ $ 451,950 130,507 41,433 623,890 2,582,287 $ $ $ $ $ 562,770 170,534 122,768 856,072 2,547,031 $ $ $ $ 534,250 199,681 4,755 738,686 $ $ $ $ 571,159 138,285 8,671 718,115 $ $ $ $ 635,115 40,320 7,839 683,274 $ $ $ $ 637,571 226,875 8,150 872,596 $ $ $ $ 706,300 231,225 8,150 945,675 $ $ $ $ 391,941 12,459 6,223 410,623 $ $ $ $ 400,141 11,603 5,548 417,293 $ $ $ $ 397,702 16,390 9,255 423,346 $ $ $ $ 393,969 22,000 9,745 425,714 $ $ $ $ 425,576 22,800 10,245 458,621 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 $ 413,180 $ 116,659 $ 35,037 $ 564,876 $ 2,507,182 LEGAL SERVICES 1410 City Attorney ‐ Civil Division Personnel Svcs. $ Contractual Svcs. $ Commodities $ Total City Attorney $ *FY 13 includes one‐time Outside Council Fees 1420 City Prosecutor ‐ Criminal Division Personnel Svcs. Contractual Svcs. Commodities Total City Prosecutor $ *moved from 2410 Total Legal Services $ FINANCE DEPARTMENT 1610 General Accounting Personnel Svcs. Contractual Svcs. Commodities Total General Accounting 1620 CFD Administration Personnel Svcs. Contractual Svcs. Commodities Total CFD Administration 539,842 195,598 6,253 741,693 ‐ ‐ ‐ ‐ ‐ $678,175 $9,905 $2,930 $691,010 ‐ $665,947 $14,557 $4,474 $684,978 741,693 $ 1,149,308 $ 1,135,408 $ $ $ $ $ 717,379 126,445 22,124 865,948 $ $ $ $ $ $ $ $ 176,470 $ 1,360 $ 100 177,930 $ 797,615 115,165 21,775 934,555 1,106,620 $ $ 646,520 $ 120,835 $ 43,034 $ 810,389 $ 2,859,115 1,298,310 $ 1,404,296 $ $ $ $ 699,228 134,640 17,916 851,784 $ $ $ $ 779,722 103,720 17,236 900,679 $ $ $ $ 818,381 118,911 11,194 948,486 $ 896,510 $ 149,350 $ 21,000 $ 1,066,860 171,510 $ ‐ $ $ 171,510 $ 299,865 50 311 300,227 $ $ $ $ 266,583 462 ‐ 267,045 $ $ $ $ 268,822 219 49,950 318,991 $ $ $ $ 312,005 2,800 2,207 317,012 210 FY 15 SCHEDULE 3 OPERATING EXPENDITURES‐ ALL FUNDS DESCRIPTION DEPT/DIV 1630 Budget & Research Office Personnel Svcs. Contractual Svcs. Commodities Total Budget & Research Office 1640 Customer Service Personnel Svcs. Contractual Svcs. Commodities Total Utility Billing 1650 Procurement Office Personnel Svcs. Contractual Svcs. Commodities Total Procurement Office 1660 Mail Services Personnel Svcs. Contractual Svcs. Commodities Total Mail Services Total Finance Deparment INFORMATION TECHNOLOGY 1710 Administration Personnel Svcs. Contractual Svcs. Commodities Total Administration 1720 Technical Support & Services Personnel Svcs. Contractual Svcs. Commodities Total Technical Support & Services 1730 Application Development & Support Personnel Svcs. Contractual Svcs. Commodities Total Application Development & 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 1830 Employee Development Personnel Svcs. Contractual Svcs. Commodities Total Employee Development Total Human Resources 1910 Non‐Departmental *Total Non‐Departmental *Does not include one‐time funded items FY 2010 ACTUAL FY 2011 ACTUAL FY 2012 ACTUAL FY 2013 ACTUAL FY 2014 ESTIMATE FY 2015 BUDGET $ $ $ $ 640,083 20,011 3,207 663,301 $ $ $ $ 548,593 11,863 2,301 562,757 $ $ $ $ 490,055 16,833 1,907 508,795 $ $ $ $ 441,834 10,333 1,909 454,075 $ $ $ $ 436,645 84,536 3,100 524,281 $ $ $ $ 447,229 12,610 3,200 463,039 $ $ $ $ 506,239 23,118 5,216 534,573 $ $ $ $ 482,629 23,097 168,766 674,492 $ $ $ $ 491,176 24,134 164,754 680,064 $ $ $ $ 508,254 20,041 147,486 675,781 $ $ $ $ 485,536 12,656 135,304 633,496 $ $ $ $ 543,542 29,100 189,670 762,312 $ $ $ $ 246,876 3,065 4,217 254,158 $ $ $ $ 241,150 2,560 3,142 246,852 $ $ $ $ 239,955 3,429 1,389 244,773 $ $ $ $ 266,861 2,833 1,527 271,222 $ $ $ $ 267,912 1,866 ‐ 269,778 $ $ $ $ 323,972 6,075 3,700 333,747 $ 52,299 $ 22,080 $ 821 $ 75,200 $ 2,571,110 $ 51,082 $ 15,249 $ 1,585 $ 67,917 $ 2,658,082 $ 54,843 $ 17,281 $ 2,997 $ 75,121 $ 2,660,763 $ $ $ $ $ 57,557 25,345 1,982 84,884 2,653,686 $ $ $ $ $ 57,405 16,052 1,906 75,363 2,770,395 $ 57,717 $ 31,796 $ 2,750 $ 92,263 $ 3,035,233 $ 439,351 $ 637,953 $ 5,938 $ 1,083,242 $ 316,676 $ 691,337 $ 2,481 $ 1,010,494 $ 323,479 $ 778,160 $ 4,157 $ 1,105,797 $ $ $ $ 351,763 791,706 4,082 1,147,552 $ $ $ $ 277,828 919,400 203,277 1,400,505 $ 246,003 $ 1,007,930 $ 3,117 $ 1,257,050 $376,489 $337,421 $20,514 $734,424 $408,438 $201,954 $11,349 $621,741 $ $ $ $ 400,896 213,663 42,692 657,251 $ $ $ $ 525,988 182,700 27,500 736,188 $ 690,513 $ 248,400 $ 64,583 $ 1,003,496 425,565 $ 569,520 9,466 $ 11,916 $ 83 $ 435,031 $ 581,519 $ 2,507,032 $ 2,326,437 $ 608,788 $ 12,480 $ 2,106 $ 623,375 $ 2,350,912 $ $ $ $ $ 614,167 13,301 1,433 628,901 2,433,704 $ $ $ $ $ 687,705 15,800 2,500 706,005 2,842,698 $ 1,002,470 $ 25,900 $ 2,500 $ 1,030,870 $ 3,291,416 $ $ $ $ $ $ $ $ $ $ $ $ 666,313 62,204 7,777 736,294 $ $ $ $ 728,718 98,210 10,400 837,328 $ 844,881 $ 727,959 $ 17,929 $ 1,590,769 $ 253,806 $ $ 1,232,633 $ $ 97 $ $ 1,486,536 $ 256,145 1,744,685 37 2,000,867 $ $ $ $ 208,846 1,095,427 ‐ 1,304,273 $ $ $ $ $ 92,383 $ 30,001 $ ‐ $ 122,384 $ 2,275,992 104,901 41,940 ‐ 146,842 2,884,003 $ $ $ $ $ 103,028 43,500 ‐ 146,528 2,288,129 $ 119,767 75,685 $ $ ‐ $ 195,452 $ 2,746,313 $ $ $ $ 743,348 235,301 10,110 988,759 $ $ 642,877 21,149 13,217 677,243 $ 402,838 $ 816,251 $ 26 $ 1,219,115 $ $ $ $ 598,940 39,616 5,205 643,761 $ 200,075 $ 978,920 $ 39 $ 1,179,034 $ 23,140 $ 10,356 $ 60 $ 33,556 $ ‐ $ 1,929,914 $ 1,822,795 $ ‐ $ $ 609,225 47,763 10,085 667,073 $ $ $ $ $ 523,182 $ 3,146,310 $ 523,182 $ 3,146,310 $ 2,302,989 $ 2,302,989 $ 104,692 855,400 ‐ 960,092 2,307,400 $ 2,534,400 2,307,400 $ 2,534,400 211 FY 15 SCHEDULE 3 OPERATING EXPENDITURES‐ ALL FUNDS DESCRIPTION DEPT/DIV 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 Fire Prevention 2220 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 Security/Emergency Mgmt FY 2010 ACTUAL FY 2011 ACTUAL FY 2012 ACTUAL FY 2013 ACTUAL $ 9,801,578 $ 9,793,156 $ 1,118,861 $ 1,379,776 $ 393,169 $ 435,966 $ 11,313,608 $ 11,608,898 $ 1,063,559 $ $ 1,225,656 $ $ 460,668 $ $ 2,749,884 $ $ $ $ $ $ $ $ $ FY 2014 ESTIMATE FY 2015 BUDGET 1,652,735 1,350,050 495,118 3,497,903 $ $ $ $ 1,491,256 1,320,750 616,996 3,429,002 $ $ $ $ 63,119 5,710 1,085 69,914 $ $ $ $ 80,055 14,000 5,000 99,055 $ 7,059,240 $ $ 18,802 $ $ 52,606 $ $ 7,130,648 $ 5,119,491 10,998 2,501 5,132,989 $ $ $ $ 5,488,738 15,500 15,500 5,519,738 $ 6,027,586 $ 15,500 $ 10,500 $ 6,053,586 $ 1,272,264 $ 1,268,025 $ 159,038 $ 163,263 $ 4,830 $ 5,564 $ 1,436,132 $ 1,436,851 $ 1,310,936 $ $ 219,984 $ $ 4,922 $ $ 1,535,841 $ 1,323,287 241,822 8,455 1,573,564 $ $ $ $ 1,385,482 514,050 8,050 1,907,582 $ 1,508,085 $ 512,100 $ 8,050 $ 2,028,235 $ $ $ $ $ $ $ $ $ $ $ $ 475,096 12,376 4,360 491,832 $ $ $ $ 334,537 26,500 6,490 367,527 $ 1,709,905 $ $ 20,334 $ $ 27 $ $ 1,730,267 $ 1,579,440 12,838 6,396 1,598,675 $ $ $ $ 1,956,698 20,500 8,500 1,985,698 $ 2,416,762 $ 20,500 $ 8,500 $ 2,445,762 $ 1,978,672 $ 6,859 $ 46,450 $ 2,031,982 $ ‐ $ ‐ $ ‐ $ 13,339,473 $ 13,608,676 $ 13,727,180 $ 14,396,859 $ $ $ $ $ 1,988,804 7,001 ‐ 1,995,805 15,304,407 $ 1,870,462 $ 7,000 $ 59,000 $ 1,936,462 $ 16,831,677 $ $ $ $ 310,681 17,024 17,378 345,083 $ $ $ $ 382,731 13,423 19,257 415,411 $ $ $ $ 422,442 17,130 18,336 457,908 $ $ $ $ 596,501 34,032 14,954 645,486 $ $ $ $ 521,504 25,974 13,635 561,113 $ $ $ $ 548,048 22,642 18,781 589,471 $ $ $ $ 503,154 4,217 2,997 510,368 $ $ $ $ 455,802 700 819 457,321 $ $ $ $ 468,280 109 770 469,159 $ $ $ $ 251,740 5,001 1,545 258,285 $ $ $ $ 97,616 5,165 215 102,996 $ $ $ $ 298,624 21,400 6,250 326,274 $ 8,117,115 $ 7,855,920 $ 369,942 $ 452,700 $ 40,080 $ 27,938 $ 8,527,137 $ 8,336,558 $ 8,462,670 $ $ 368,490 $ $ 38,837 $ $ 8,869,997 $ 9,361,893 420,905 45,791 9,828,588 $ $ $ $ 9,306,067 510,513 44,800 9,861,380 $ 9,965,603 $ 497,729 $ 53,375 $ 10,516,707 $ $ $ $ 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 $ $ $ $ 408,405 639,074 224,359 1,271,838 $ $ $ $ 409,007 619,576 194,050 1,222,633 $ 455,541 $ 672,564 $ 218,653 $ 1,346,758 $ $ $ $ 102,973 7,302 3,854 114,129 $ $ $ $ $ $ $ $ $ $ $ $ 176,584 5,840 4,351 186,775 $ $ $ $ 199,660 5,341 3,454 208,455 $ $ 74,761 43,319 23,646 141,726 ‐ 428,015 14,039 5,953 448,007 ‐ $ $ $ $ $ $ $ $ $ $ 88,116 66,033 29,037 183,186 ‐ 358,718 15,170 5,852 379,740 ‐ 164,259 6,256 4,444 174,960 51,280 39,721 23,643 114,644 451,416 14,478 1 465,896 171,863 4,588 4,620 181,071 $ 1,814,811 $ 1,421,553 $ 501,425 $ 3,737,789 $ $ $ $ $ $ $ $ $ $ $ $ 98,591 11,000 5,000 114,591 482,262 26,500 6,490 515,252 236,675 10,470 4,182 251,327 212 FY 15 SCHEDULE 3 OPERATING EXPENDITURES‐ ALL FUNDS DESCRIPTION DEPT/DIV 2260 Building Safety ‐ Inspections Personnel Svcs. Contractual Svcs. Commodities Total Building Safety‐Permit Processing Total Fire Department FY 2010 ACTUAL FY 2011 ACTUAL $ 655,852 $ 10,379 $ 2,497 $ 668,728 $ 11,156,746 $ 816,116 $ 14,248 $ 3,786 $ 834,149 $ 11,367,183 $ 849,113 $ 35,057 $ 3,980 $ 888,151 $ 12,121,660 $ 12,190,972 $ MUNICIPAL COURT 2310 Administrative Personnel Svcs. Contractual Svcs. Commodities Total Muncipal Court $ 870,582 $ 125,743 $ 8,885 $ 1,005,210 $ $ $ $ $ $ $ $ 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 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 Processing 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 $ $ $ $ $ 337,522 137,691 8,885 484,098 ‐ 802,006 116,521 10,885 929,413 FY 2012 ACTUAL $285,430 $93,324 $3,621 $382,375 676,748 99,434 13,704 789,886 FY 2013 ACTUAL $ $ $ $ $361,250 $78,722 $12,433 $452,405 $ $ $ $ 413,020 105,882 30,207 549,109 $ $ $ $ 477,116 134,493 35,460 647,069 770,007 110,705 17,761 898,473 FY 2014 ESTIMATE $ $ $ $ $345,106 $85,034 $15,353 $445,492 FY 2015 BUDGET 11,956,577 $ 13,030,537 801,823 144,793 14,900 961,516 $ 863,349 $ 125,914 $ 14,900 $ 1,004,163 $352,284 $95,230 $250 $447,764 $ $ $ $ 445,519 80,751 5,250 531,520 $ $ $ $ 270,165 25,289 8,555 304,009 $ $ $ $ 257,356 15,501 4,180 277,037 $ $ $ $ 180,946 11,886 3,866 196,698 $ $ $ $ 289,819 81,872 14,374 386,064 $ $ $ $ 511,645 80,469 16,358 608,472 $ $ $ $ 645,892 77,700 9,385 732,977 $ $ $ $ 632,532 17,551 3,801 653,884 $ $ $ $ 532,734 11,851 1,656 546,241 $ $ $ $ 542,693 13,405 6,508 562,606 $ $ $ $ 564,869 16,832 2,678 584,380 $ $ $ $ 562,531 55,850 1,500 619,881 $ $ $ $ 668,446 26,035 4,925 699,406 $ $ 8,643 (9) $ 8,634 $ $ $ $ 489,465 2,540 4,423 496,428 $ $ $ $ 204,760 1,108 797 206,665 $ $ $ $ 202,142 456 1,781 204,379 $ $ $ $ 183,974 742 $ 1,839 186,554 $ $ 1,976 $ 1,976 $ 283 283 $ $ $ $ 1,169,735 94,256 19,278 1,283,269 $ $ $ $ 1,252,130 8,410 70 1,260,610 $ 1,289,243 $ 25,645 $ 5,250 $ 1,320,138 $ $ $ $ ‐ $ ‐ $ ‐ $ $ 1,949,029 $ 1,961,427 $ 2,063,157 $ 150,247 2,141 262 152,650 3,038,409 $ $ $ $ $ 231,992 23,064 3,000 258,056 3,195,066 $ 253,503 $ 25,970 $ 3,900 $ 283,373 $ 3,567,414 ‐ $ ‐ 213 FY 15 SCHEDULE 3 OPERATING EXPENDITURES‐ ALL FUNDS DESCRIPTION DEPT/DIV 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 3436 Project Management Personnel Svcs. Contractual Svcs. Commodities Total Project Management Total Engineering (General Fund) PARKS AND RECREATION 4310 Parks‐Administration Personnel Svcs. Contractual Svcs. Commodities Total Parks‐Administration 4340 4410 4420 Right‐of‐Ways Personnel Svcs. Contractual Svcs. Commodities Total Parks‐Administration Recreation‐Aquatic Facility Personnel Svcs. Contractual Svcs. Commodities Total Recreation‐Aquatics Facility Recreation‐Administration Personnel Svcs. Contractual Svcs. Commodities Total Recreation‐Administration Total Parks & Recreation FY 2010 ACTUAL $ $ $ FY 2011 ACTUAL $ 2,622 $ 1,189 $ 3,811 $ 213,045 1,129 904 215,079 FY 2012 ACTUAL $ $ $ $ 218,266 1,144 1,149 220,559 FY 2013 ACTUAL $ $ $ $ $ 998,935 $ 33,494 $ 8,242 $ 1,040,671 $ $919,853 $1,062,616 $22,471 $48,680 $17,167 $16,381 959,491 $ 1,127,678 $ $ $ $ $ 337,277 1,273 527 $ 339,077 $ $324,627 $170 ‐ $ 324,797 $ ‐ $66,289 $1,363 $852 68,504 $ $ $ FY 2014 ESTIMATE FY 2015 BUDGET 635,524 1,274,557 59,118 1,969,199 $1,116,309 $46,680 $38,163 1,201,153 $ $844,448 $27,824 $13,450 885,722 $ 1,021,407 $ 38,036 $ 23,300 $ 1,082,743 $274,999 $328 ‐ 275,327 $ $290,507 $579 $27 $ 291,113 $ $339,773 $154,042 ‐ 493,815 $ $ $ $ 394,222 5,900 ‐ 400,122 $49,034 $699 $0 49,733 $ $72,277 $0 $0 72,277 $ $68,907 $100 $0 69,007 $ $ $ $ 73,804 1,050 ‐ 74,854 $ $ $ $ 448,385 11,067 9,022 468,474 $ $ $ $ 365,889 15,638 10,700 392,227 $ $ $ $ 380,138 13,484 13,064 406,686 $ $ $ $ 393,262 4,480 13,494 411,236 $ $303,078 $12,235 $10,250 325,563 $ $ $ $ 380,591 18,936 12,300 411,827 $ $ $ $ 172,140 13,138 1,472 186,750 $ $ $ $ 164,886 5,536 ‐ 170,422 $ $ $ $ 164,313 8,843 ‐ 173,156 $ $ $ $ 156,706 8,500 9,357 174,564 $ $ $ $ 163,910 ‐ ‐ 163,910 $ $ $ $ 275,722 17,550 ‐ 293,272 $ $ $ $ 4,119,541 $ 295,098 6,200 ‐ 301,298 2,239,315 $ 365,196 $ 9,086 $ 2,600 $ 376,882 $ 2,639,700 1,340,799 1,800,627 171,405 3,312,831 1,386,948 1,389,421 658,650 3,435,019 $ 1,252,932 $ 820,287 $ 83,455 $ 2,156,674 $ ‐ $ ‐ $ ‐ $ 2,038,783 $ 2,130,519 $ 2,253,138 $ $ 5,864,183 $ 4,899,435 $ 1,238,923 $ 1,215,057 $ 1,378,857 $ 1,254,515 $ 88,541 $ 124,014 $ 2,706,321 $ 2,593,586 $ 1,222,256 $ $ 1,407,677 $ $ 109,603 $ $ 2,739,535 $ $ $ $ $ $ 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 $ 454,830 $ 920,346 $ 42,395 $ 1,417,571 $ $ $ $ 157,597 239,624 24,801 422,021 $ 589,796 $ 209,322 $ 93,680 $ 892,797 $ 3,908,405 $ $ $ $ 163,242 235,731 23,965 422,938 $ $ $ $ 152,636 302,839 34,371 489,845 $ $ $ $ 201,157 242,075 35,550 478,782 $ 622,730 $ 179,185 $ 120,285 $ 922,200 $ 4,084,673 $ $ $ $ $ 514,317 202,895 119,372 836,584 4,639,260 $ $ $ $ $ 532,938 175,300 119,106 827,344 4,741,145 $ $ $ $ 205,741 242,075 35,550 483,366 $ 552,360 $ 210,406 $ 127,106 $ 889,872 $ 4,947,483 214 FY 15 SCHEDULE 3 OPERATING EXPENDITURES‐ ALL FUNDS DESCRIPTION DEPT/DIV MUNICIPAL SERVICES 4010 Administration Personnel Svcs. Contractual Svcs. Commodities Total Administration 4210 Facilities Management Personnel Svcs. Contractual Svcs. Commodities Total Facilities Management Total Municipal Services ‐ (General Fund) TOTAL ‐ GENERAL FUND ENGINEERING (HURF) 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 4660 Streets ‐ Traffic (HURF 101) Personnel Svcs. Contractual Svcs. Commodities Total Traffic Total Engineering (HURF) 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. 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 ACTUAL 530,044 6,334 8,908 545,287 FY 2014 ESTIMATE $ $ $ $ 284,085 (888) 1,380 284,577 $ $ $ $ 331,739 268 ‐ 332,007 $ 503,586 $ 516,500 $ 511,818 $ $ 2,132,391 $ 1,920,238 $ 1,868,666 $ $ 9,911 $ 29,586 $ 41,047 $ $ 2,645,888 $ 2,466,324 $ 2,421,532 $ $ 7,669,739 $ 3,039,863 $ 2,966,818 $ 568,604 1,126,162 55,782 1,750,548 2,035,125 $ $ $ $ $ 594,061 807,912 119,094 1,521,067 1,853,074 $ 51,805,820 $ 48,039,879 $ 52,222,553 $ 56,189,262 $ FY 2015 BUDGET $ $ $ $ 361,294 ‐ ‐ 361,294 $ 628,558 $ 1,038,870 $ 58,035 $ 1,725,463 $ 2,086,757 55,146,916 $ 60,892,736 $ $ $ $ ‐ 158,572 $ 47,248 $ 205,820 $ 215,345 $ 58,980 $ 274,325 $ 159,844 $ 58,203 $ 218,048 $ 125,368 66,577 191,945 $ $ $ $ 39,594 1,320 40,914 $ $118,316 $2,664 120,980 $ $27,342 $903 28,245 $ $ $73,997 $ $912 $ 74,909 $ 64,995 176,213 8,235 249,443 $ 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 $ $810,737 $1,378,920 $9,636 2,199,292 $ $463,708 $2,375,506 $31,083 2,870,297 ‐ $ $ $ $ $ ‐ 169,934 174,430 17,700 362,064 $ 471,786 $ 1,514,799 $ 41,225 $ 2,027,810 $30,014 $1,433 31,447 $ $21,651 $16,728 21,651 $ 16,728 $ $115,246 $97,298 $23,840 236,384 $ 1,369,953 $1,385,758 $ 14,998 $26,778 $ 1,384,951 $ 1,412,536 $ $4 $9,422 $12 9,434 $ $319,734 $1,372,887 $30,639 1,723,260 $ 487,075 $ 1,419,411 $ 67,345 $ 1,973,831 $ 2,492,308 $ $245,212 $5,934 $6,854 258,000 5,337,384 $ 250,995 $ 23,633 $ 11,250 $ 285,878 $ 4,926,932 $ $ $ 15,730 862 16,592 $ 4 $ $44 $0 $0 $ 496,388 $ 277,368 $ 44 $ 3,435,849 $ 3,733,664 $ 2,646,297 $ $ $ 496,018 370 $277,275 $93 $0 $0 $0 $ $ $ $ 141,883 107,866 27,600 277,349 $ $ $ $ 191,101 $ 57,592 $ 35,873 284,566 $ 141,229 $ 68,767 $ $ 209,996 $ 119,381 $ 70,000 $ ‐ 189,381 $ 105,365 $ 72,955 $ $ 178,320 $ 151,480 249,816 11,678 412,974 $ $ $ $ 214,038 81,407 10,300 305,745 $ $ $ $ 302,947 81,860 26,468 411,275 $ $ $ $ 298,282 162,825 29,281 490,388 $ $ $ $ 303,510 163,748 29,942 497,200 $ $ $ $ 311,709 164,173 51,786 527,668 $ $ $ $ 359,529 228,150 151,900 739,579 $ $ $ $ 463,604 253,840 118,293 835,737 $ $ $ $ 205,170 113,842 2,638 321,650 $ $ $ $ 214,375 134,391 2,316 351,082 $ $ $ $ 212,465 133,247 6,689 352,401 $ $ $ $ 231,497 203,720 27,305 462,522 $ $ $ $ 217,358 171,743 245,256 634,357 $ $ $ $ 238,177 180,470 54,500 473,147 $ 565,588 $ 321,658 $ 324,818 548,209 $ 521,266 $ 469,624 $ 215 FY 15 SCHEDULE 3 OPERATING EXPENDITURES‐ ALL FUNDS DESCRIPTION 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 Valley Reclamations 4910 Sanitation Personnel Svcs. Contractual Svcs. Commodities Total Sanitation Total Environmental Services DEPT/DIV ENTERPRISE‐WATER 410‐5010 Enterprise ‐Water Management Admin. Personnel Svcs. Contractual Svcs. Commodities Total Water Mngment Administration WATER 411‐5110 Administration Personnel Svcs. Contractual Svcs. Commodities Total Administration 411‐5120 Water Distribution Personnel Svcs. Contractual Svcs. Commodities Total Water Distribution 411‐5130 Water Production Personnel Svcs. Contractual Svcs. Commodities Capital Outlay Total Water Production 411‐5140 Water Quality Personnel Svcs. Contractual Svcs. Commodities Total Water Quality 411‐5150 Water Resources Personnel Svcs. Contractual Svcs. Commodities Total Water Resources Total Water BALLPARK 4320 Ballpark Operations Personnel Svcs. Contractual Svcs. Commodities Total Ballpark Operations FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATE BUDGET $ 548,686 $ 773,550 $ 765,956 $ 910,559 $ 717,849 $ 616,000 $ 114,036 $ 217,027 $ 245,436 $ 320,048 $ 411,449 $ 294,405 $ 1,228,310 $ 1,538,786 $ 1,532,657 $ 1,700,231 $ 1,450,956 $ 1,235,223 99,035 104,343 1,524 204,902 $ $ $ $ 126,811 92,258 1,668 220,737 $ $ $ $ 146,126 63,465 21,800 231,391 $ $ $ $ 219,726 121,058 187,716 528,500 $ $ $ $ 269,154 108,703 40,080 417,937 99,540 126,109 23,147 248,796 $ $ $ $ 96,383 113,050 33,891 243,324 $ $ $ $ 98,932 173,272 49,295 321,499 $ $ $ $ 275,419 147,516 61,772 484,707 $ $ $ $ 268,125 141,300 33,050 442,475 $ 707,159 $ 651,299 $ 623,169 $ $ 3,822,909 $ 3,969,129 $ 4,327,062 $ $ 86,083 $ 51,354 $ 59,310 $ $ 4,616,151 $ 4,671,782 $ 5,009,541 $ $ 2,565,326 $ 7,715,733 $ 8,045,242 $ 498,216 4,528,418 49,328 5,075,962 8,497,592 $ $ $ $ $ 464,731 4,769,351 46,562 5,280,644 9,531,717 $ $ $ $ $ $ $ $ 53,428 $ 948 $ 54,376 $ 132,652 119,481 13,016 265,149 $ $ $ $ $ $ $ $ 47,862 188,399 73,313 309,574 $ $ $ $ ‐ 8,280 ‐ 8,280 $ $ $ $ $ 338,025 111,201 55,492 504,718 $ $ $ $ $ $ $ $ 668,906 92,643 136,340 897,889 $ 661,011 $ 363,933 $ 186,134 $ 1,211,077 320,506 278,727 15,896 615,129 $ $ $ $ $ 565,615 $ 5,152,456 $ 62,149 $ 5,780,220 $ 9,490,484 ‐ 274,864 351,480 17,101 643,445 $ $ $ $ 329,962 604,538 33,587 968,087 $ $ $ $ 278,901 253,538 26,151 558,590 $ 676,481 $ 51,578 $ 428,324 $ 1,156,382 $ $ $ $ 657,250 97,558 276,168 1,030,975 $ $ $ $ 667,155 205,700 392,018 1,264,873 $ 722,498 $ 221,940 $ 510,822 $ 1,455,260 $ 574,380 $ 578,560 $ 556,306 $ $ 1,334,715 $ 1,602,686 $ 1,800,251 $ $ 184,922 $ 154,179 $ 162,030 $ $ $ 2,094,017 $ 2,335,424 $ 2,518,588 $ 578,608 1,762,270 333,651 66,693 2,741,222 $ $ $ $ $ 578,901 1,235,684 509,000 245,000 2,568,585 $ 666,123 $ 1,385,500 $ 594,000 $ 35,000 $ 2,680,623 $ $ $ $ 142,784 69,244 17,868 229,896 $ $ $ $ 65,674 92,961 22,700 181,335 $ $ $ $ 227,602 $ 135,257 $ ‐ $ $ 4,114,559 $ 4,412,403 $ 4,544,205 $ 205,467 101,602 6,276 313,345 5,283,524 $ $ $ $ $ 340,623 424,370 20,575 785,568 5,358,951 $ 364,144 $ 275,379 $ 23,675 $ 663,198 $ 5,457,859 $ 1,946,014 $ 730,758 $ 1,244,603 $ 284,562 $ 610,656 $ 53,620 $ 3,801,273 $ 1,068,941 661,760 356,860 71,389 1,090,008 $ $ $ $ 580,312 305,655 61,960 947,927 $ 773,119 $ 320,680 $ 61,960 $ 1,155,759 $ $ $ 62,458 $ 18,301 $ 80,759 $ $ 83,318 $ 23,918 $ 107,236 $ $ $ 226,898 $ 704 135,257 $ $ 134,362 75,422 16,007 225,790 ‐ ‐ $ 735,223 $ 338,553 $ 35,365 $ 1,109,140 $ $ $ $ $ $ $ $ $ $ $ $ 236,577 211,000 21,825 469,402 70,436 96,440 22,500 189,376 216 FY 15 SCHEDULE 3 OPERATING EXPENDITURES‐ ALL FUNDS FY 2010 ACTUAL DESCRIPTION DEPT/DIV 4330 Ballpark Maintenance Personnel Svcs. Contractual Svcs. Commodities* Total Ballpark Maintenance $ ‐ *Includes funded reserve for capital maintenance Total Ballpark $ 3,801,273 FLEET (INTERNAL SERVICE FUND) 4110 Fleet and Equipment Management* Personnel Svcs. $ 563,048 Contractual Svcs. $ 463,882 Commodities $ 576,651 $ 1,603,581 Total Fleet GRAND TOTAL ALL FUNDS FY 2011 ACTUAL FY 2012 ACTUAL $ 1,276,164 $ 1,308,931 $ 974,317 $ 1,016,564 $ 229,521 $ 242,554 $ 2,480,001 $ 2,568,049 FY 2013 ACTUAL $ $ $ $ 1,425,668 1,138,216 210,784 2,774,669 FY 2014 ESTIMATE $ $ $ $ 1,434,063 1,235,883 734,657 3,404,603 FY 2015 BUDGET $ 1,446,463 $ 909,185 $ 499,373 $ 2,855,021 $ 3,548,942 $ 3,677,190 $ 3,864,678 $ 4,352,530 $ 4,010,780 $558,365 $587,925 $414,777 $574,316 $725,474 $818,205 $ 1,698,616 $ 1,980,445 $ $504,344 $631,271 $890,336 2,025,951 $ $572,778 $701,155 $900,126 2,174,059 $ 67,326,408 $ 69,149,236 $ 73,115,932 $ 78,353,315 $ $ 695,749 $ 704,100 $ 923,367 $ 2,323,216 81,901,557 $ 87,102,007 217 City of Goodyear Scheduled 3a: Summary of One-Time Funding FY 2015 Operating Supplementals Dept Div Supp No Supp Name General Fund City Clerk 12 10 252 2015 Primary & General Election (per Charter) Total - City Clerk City Manager ASU Marvin Andrews Fellowship Field Internship 13 10 220 Total - City Manager Finance Procurement Specialist (PT Temp) 16 50 191 Total - Finance Information & Technology Services Technician 1 17 20 186 Total - Information Technology Human Resources L & D Learning Management System (set up) 18 30 241 Total - Human Resources Non-Departmental Innovation Program Funding 19 10 245 Total - Non-Departmental Police Forensic Specialist 21 10 193 Police Police Officers (2 FTEs - equipment) 21 10 196 Police Security and Refurbishment of Patrol Ops/Lobby 21 10 204 Police Tenant Imp/ FF&E for Property & Evidence Facility 21 10 205 Police Replacement Vests, Helmets, Rifles for SWAT Team 21 10 208 Total - Police Fire Replacement Funds for PPE (Turnout Gear) 22 40 199 Fire Thermal Imaging Cameras 22 30 200 Fire Wildland Fire Shelters 22 30 202 Fire Type III Traffic Safety Vests 22 30 214 Fire Reserve Replacement Hose and Equipment 22 40 216 Fire Replacement Mattresses/Other General Supplies 22 40 217 Fire Fire Prevention Training 22 20 229 Fire Fire Investigations Support (Training/Equipment) 22 20 231 Total - Fire Development Services General Plan 30 4 Building Safety Scanner 33 43 29 Development Services ICC Conference 33 10 33 Development Services Front Counter - Redesign 33 10 170 One-Time Cost $155,000 $155,000 $21,000 $21,000 $25,000 $25,000 $50,000 $50,000 $3,000 $3,000 $10,000 $10,000 $15,000 $119,000 $45,000 $380,000 $20,000 $579,000 $53,200 $75,000 $15,900 $9,600 $21,600 $5,000 $12,000 $6,500 $198,800 $51,000 $15,000 $2,400 $10,000 218 City of Goodyear Scheduled 3a: Summary of One-Time Funding FY 2015 Operating Supplementals Dept Div Supp Name Supp No Development Services 33 20 171 Development Services 33 20 172 Development Services 33 20 173 Total - Development Services Engineering 34 35 187 Engineering 34 32 239 Engineering 34 32 240 Engineering 34 34 244 Engineering One-Time Cost Internship - Planning Division $12,500 AutoCAD/ArcGIS $11,200 Electronic Plan Review Training GIS Analyst $5,000 $107,100 $6,000 Plan Review Overtime $50,000 Plans Examiner - Temporary Employee $63,300 Engineering Inspector (Temp Employee) $72,800 CIP Proj Mgmt Assist (Temp) Total - Engineering Fleet Services Fleet Mechanic I (FTE) Supplies 41 10 174 Total - Fleet Building Services Facilities Master Plan for 20 Year Forecast 42 10 175 Building Services City Hall Complex Signage Package 42 10 246 Total - Building Services Parks Right of Way Worker III (Perryville Inmate Crew) 43 10 78 Parks Lighting Repair and Maintenance 43 10 82 Parks Minor Equipment 43 10 84 Parks Fencing and Railing 43 10 90 Parks Parks Tree and Shrub Replacement 43 10 91 Parks Parks Irrigation Improvements 43 10 95 Parks City Hall Softscape Enhancements 43 10 247 Recreation Goodyear Pool Improvements 44 10 168 Total - Parks and Recreation (not incl Ballpark) SUBTOTAL: GENERAL FUND ONE TIME $100,000 $292,100 $7,500 $7,500 $250,000 $30,000 $280,000 $66,700 $45,000 $9,000 $36,000 $25,000 $50,000 $10,000 $87,000 $328,700 $2,057,200 219 City of Goodyear Scheduled 3a: Summary of One-Time Funding FY 2015 Operating Supplementals Dept Div Supp Name Supp No One-Time Cost HURF Streets 46 20 Streets 46 50 Streets 46 30 Streets 46 50 Streets 46 50 Total - Streets 1 Traffic Operations Worker III & Sign Truck 3 Traffic Signal Technician III $117,750 76 Pavement Management Program $800,000 152 Retrofit Illuminated Street Name Signs 153 Wiring and Conduit Replacement SUBTOTAL: HURF ONE TIME $87,750 $12,500 $38,000 $1,056,000 $1,056,000 STADIUM Parks 43 30 Parks 43 30 Parks Total - Stadium 148 Increased Cost for Utilities (Ballpark) 149 Ballpark Equipment Replacement $50,000 $125,000 $175,000 SUBTOTAL: STADIUM ONE TIME $175,000 Sanitation Sanitation 49 10 Total - Sanitation 157 Grapple Tractor #559 Replacement SUBTOTAL: SANITATION ONE TIME $48,965 $48,965 $48,965 Water Water Resources Department 51 30 46 Water Resources Department 51 30 63 Water Resources Department 51 20 73 Water Resources Department 51 20 123 Water Resources Department 51 10 179 Total - Water Construct Block Wall at Well Site 19 $30,000 Vehicle #278 Replacement $23,615 New/Replacement Water Meters $52,950 Water Distribution Main Repair/Replacement $66,000 Water Conservation Landscape Partnership Pilot SUBTOTAL: WATER ONE TIME $50,000 $222,565 $222,565 220 City of Goodyear Scheduled 3a: Summary of One-Time Funding FY 2015 Operating Supplementals Dept Div Supp Name Supp No One-Time Cost Wastewater Wastewater 52 20 Wastewater 52 20 Wastewater 52 52 Wastewater 52 51 Wastewater 52 53 Wastewater 52 52 Wastewater 52 52 Wastewater 52 51 Wastewater 52 53 Wastewater 52 52 Wastewater 52 52 Wastewater 52 53 Wastewater 52 52 Wastewater 52 51 Total - Wastewater 12 Portable Standby Generator $38,500 13 Lift Station Redirection (Palo Verde/Van Buren) $75,000 19 Maintenance shop office $85,000 20 Clarifier Pump Station at Corgett WRF $75,000 23 Second Influent Screen at Rainbow Valley WRF $60,000 24 Centrifuge for Solids Processing $280,000 27 Blower Replacement at GWRF $110,000 100 South Digester Lid Replacement -Corgett WRF $75,000 102 PLC / SCADA System Replacement $225,000 104 Vehicle #219 Replacement $30,000 105 John Deere Gator #26 & #27 Replacement $18,000 143 Rainbow Valley WRF Ongoing O&M $105,000 144 Goodyear WRF Ongoing O&M $125,000 145 Corgett Water Reclamation Facility Ongoing O&M $125,000 $1,426,500 SUBTOTAL: WASTEWATER ONE TIME $1,426,500 TOTAL: ONE TIME OPERATING SUPPLEMENTALS $4,986,230 One Time Budget Initiatives (New One-Time Funds) Economic Development Job Credits Information Technology Reserve Risk Reserve Fleet Replacement Replacement Funding (Asset Management) City Management Contingency SUBTOTAL: ONE TIME BUDGET INITIATIVES $ $ $ $ $ $ $ 265,395 300,000 350,000 2,000,000 5,000,000 250,000 8,165,395 TOTAL ONE TIME FUNDING FY 15 $ 13,151,625 221 FY 15 DEBT SERVICE Schedule 4 Original Issue* Outstanding as of 6/30/14 FY2015 Principal FY2015 Interest Total Requirement General Obligation Bonds GO Ref 2014 $ 15,865,000 $ 15,785,000 $ 2,240,000 $ 315,700 $ 2,555,700 GO Ref 2012 $ 11,530,000 $ 7,760,000 $ 2,095,000 $ 261,850 $ 2,356,850 GO Ref 2010 $ 4,610,000 $ 4,610,000 $ - $ 204,168 $ 204,168 GO 2010 Bld. U.S. $ 5,815,000 $ 5,815,000 $ - $ 346,046 $ 346,046 GO Ref 2009 $ 5,580,000 $ 5,580,000 $ - $ 285,736 $ 285,736 GO 2008 $ 44,540,000 $ 38,775,000 $ $ 1,838,000 $ 3,013,000 GO 2007 Total G.O. $ 36,750,000 $ $124,690,000 1,175,000 26,700,000 $ $105,025,000 1,725,000 $ $7,235,000 WIFA $5,684,284 $4,358,576 $10,042,860 $715,415 $258,989 $974,404 2002 2009 Total WIFA $12,399,511 $8,000,000 $20,399,511 Ref 1999 Ref 2009 2010 2011 Total W&S $3,335,000 $325,000 $14,950,000 $15,480,000 $34,090,000 Water & Sewer Refunding $755,000 $220,000 $325,000 $0 $14,950,000 $0 $14,850,000 $290,000 $30,880,000 $510,000 2008 Total McD. $47,165,000 $47,165,000 McDowell Improvement District $41,035,000 $1,425,000 $41,035,000 $1,425,000 1,239,312 $ $4,490,812 2,964,312 $11,725,812 $231,190 $ $87,152 $ $318,342 946,605 346,141 $1,292,746 $280,000 $21,938 $827,044 $759,964 $1,888,946 $ $ $ $ 500,000 21,938 827,044 1,049,964 $2,398,946 $2,116,932 $ $2,116,932 3,541,932 $3,541,932 PIC2007 2007 PIC (A) Stadium Total PIC 2007 2008 Series 2008 PIC 2011 Refunding A&B $67,850,000 $44,200,000 $0 $2,210,000 $ 2,210,000 $67,850,000 $44,200,000 $0 $2,210,000 $2,210,000 PIC Series 2008 (MLB Spring Training Facility) $34,450,000 $32,950,000 $0 $2,017,038 $ 2,017,038 $34,450,000 $2,017,038 $2,017,038 $1,231,526 $ $1,231,526 1,461,526 $1,461,526 $32,727 $ $198,106 $ $230,833 126,850 1,021,272 $1,148,122 $26,810,000 $26,810,000 $32,950,000 $0 PIC Series A&B Refunding $25,210,000 $230,000 $25,210,000 $230,000 PIC 2012 Series A&B 2012 PIC 2012 PIC A Venida & 911 2012 PIC B Venida Series 2012 PIC Grand Total $1,110,000 $ $9,390,000 $10,500,000 $365,954,511 974,700 $8,192,675 $9,167,375 $298,510,235 $94,123 $823,166 $917,289 $11,291,693 $14,504,429 $25,796,122 222 Schedule 5 - Authorized Positions Dept Div Name Position Title Mayor & Council 1110 Mayor & Council FY10 FY11 FY12 FY13 FY14 0 1 1 1 3 1 1 u 2 0 0 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 Records Administrator Records Analyst II Staff Assistant Total City Manager's Office 1310- City Manager's Office 1 1 1 1 6 Assistant to the City Manager City Manager Community Advocate Executive Assistant Executive Management Assistant Intergovernmental Program Manager Intergovernmental Program & Grants Coordinator Management Assistant Staff Assistant 1 1 1 1 1 1 u 1 1 1 1 1 6 1 1 1 1 6 1 1 1 1 6 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 1 1 1 1 FY15 0 -1 +2 City Clerk Specialist Deputy City Clerk Change in Position 1 2 1 1 1 -1 6 +1 1 1 1 -1 1320 - Intergovernmental Relations Assistant to the Council Assistant to the Mayor Executive Assistant 1 1 1 Grants Administrator Intergovernmental Programs & Grants Coordinator Intergovernmental Programs Manager Management Assistant 1 1 Neighborhood Services Manager Staff Assistant +1 -1 1 1 1 1 1 1 1 1 2 1 2 2 1 2 1330 - Deputy City Manager's Office Capital Improvement Program Administrator Deputy City Manager Executive Assistant Executive Management Assistant 1 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 Manager Governmental Relations and Communications Manager Staff Assistant Webmaster 1 1 1 1 1 1 1 1 20 19 Digital Communications Administrator Total 19 12 11 +1 +1 -1 1 1 1 1 1 -1 +1 1 20 223 Schedule 5 - Authorized Positions Dept Div Name Position Title FY10 FY11 FY12 FY13 FY14 2 1 2 1 2 1 2 1 2 1 1 1 1 1 1 1 1 Change in Position FY15 Legal Services 1410 - Civil - City Attorney's Office Assistant City Attorney City Attorney +1 Legal Assistant Legal Services Coordinator Staff Assistant 2 1 1 1 -1 1420 - Criminal - City Prosecutor's Office Assistant City Prosecutor City Prosecutor Legal Assistant Staff Assistant Total 2 1 1 1 9 1 1 1 1 8 1 1 1 1 8 1 1 1 1 9 1 1 1 1 9 1 1 1 1 9 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 2 1 1 1 1 1 2 1 2 1 2 1 1 2 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 +2 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 1 1 1 1 Finance 1610 - General Accounting Accountant Administrative Assistant Administrative Services Supervisor Account Clerk Account Clerk II Account Specialist Finance Director Controller 1 1 1 1 Sales Tax Auditor Senior Accountant Senior Account Clerk Staff Assistant 1620 - Special Districts & Taxation CFD Administrator CFD Specialist Sales Tax Auditor 1630 - Budget & Research Budget & Financial Planning Analyst Budget & Research Analyst Budget & Research Manager Business Registration Coordinator Capital Improvement Program Administrator Sales Tax Auditor Staff Assistant 1 1 3 1 1640 - Customer Service Customer Service Advocate Customer Service Representative I 2 3 Customer Service Representative II Customer Service Supervisor Senior Account Clerk Utility Billing Specialist 1 3 1 1 1 1 1650 - Procurement Procurement Manager Procurement Officer Procurement Specialist +1 -1 1 1 1 2 2 2 2 2 1 29 1 30 1 30 1 29 1 29 1 29 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 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 -1 224 Schedule 5 - Authorized Positions Dept Div Name Position Title FY10 FY11 FY12 FY13 FY14 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 Change in Position FY15 1720 - Technical Support & Services Infrastructure Administrator IT Technician I IT Technician II Security & Infrastructure Manager Sr. Infrastructure Administrator Sr. System Administrator System Administrator Technical Services Manager +2 -1 +1 +1 +2 -1 -1 -1 2 1 1 1 2 1730 - Application Development & Support Application & Business Analyst Application & Business Manager Application Developer 3 u 1 3 1 ITS Web Developer 1 Webmaster ITS Business Analyst - Public Works ITS Business Analyst - ERP Total 15 14 14 1 1 1 1 1 1 1 1 1 14 15 1 1 1 1 1 2 1 +1 -1 +1 +1 2 1 3 1 1 1 18 Human Resources 1810 - Administration Administrative Assistant Comp & Class Administrator Human Resources Analyst Human Resources Director 3 u 2 2 1 2 1 1 1 1 1 1 1 1 1 1 Human Resources Business Partner HR Specialist Staff Assistant +1 +1 Total Compensation Administrator Volunteer Coordinator 1 -1 1 3 1 1 1 1820 - Risk Aversion Benefits Specialist 1 HR Specialist Risk Management Administrator 1 1 1 1 1 Risk and Safety Administrator Safety Compliance Coordinator 1 -1 +1 -1 1 1830 - Employee Development Human Resources Organizational Strategy Manager Total 1 11 1 9 1 9 1 10 1 10 1 10 2 1 1 1 3 1 1 1 3 1 1 1 3 2 2 1 1 1 1 1 1 1 1 Police 2110 - Administration Administrative Assistant Assistant to the Chief of Police Chief of Police Crime Intelligence Analyst Deputy Chief of Police Forensic Specialist Investigations Specialist 1 1 1 2 +1 +1 +1 +1 1 1 1 1 1 1 1 1 1 1 1 4 57 10 2 47 6 4 41 6 2 PIO Police Records Clerk II Police Records Specialist Police Commander Police Lieutenant Police Officer Police Sergeant Police Detective 1 1 1 5 67 13 9 1 1 2 2 2 5 66 12 9 1 1 1 1 1 1 1 2 1 1 1 1 Records Analyst Support Services Manager 1 -1 +1 +1 -1 1 1 1 2 1 1 2 2 1 -1 1 2120 - Towing Administration Towing Administrator 1 2130 - Field Operations Police Evidence Technician Police Detective Police Lieutenant Police Officer Police Sergeant Police Assistant -1 -2 +1 3 39 7 2 225 Schedule 5 - Authorized Positions Dept Div Name Position Title FY10 FY11 FY12 FY13 FY14 1 4 12 1 3 13 1 4 12 1 4 12 1 4 12 1 1 2 1 1 1 2 1 1 1 2 1 1 1 1 2 Change in Position FY15 2140 - Telecommunication Telecommunications Manager Telecommunications Supervisor Telecommunications Operator 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 2 1 2 2 1 1 1 1 1 3 3 1 8 1 1 7 2 1 8 1 1 1 11 3 1 129 12 3 1 127 1 2 1 2 1 1 1 1 +1 2 2 2160 - Investigations Crime Intelligence Analyst Crisis Services Coordinator 1 1 7 3 1 7 Investigations Specialist Forensic Specialist Police Officer Police Sergeant Police Lieutenant Police Detective Property Evidence Technician Property Evidence Supervisor Property Officer +1 1 1 1 +3 +1 10 3 1 5 1 1 1 -3 2180 - Specialized Patrol Police Officer Police Sergeant Police Lieutenant Total Fire 2210 - Administration Fire Chief Administrative Assistant Management Assistant Staff Assistant Administrative Services Supervisor 129 128 128 1 1 1 2 1 1 1 1 2 1 1 1 2 2 1 2 1 1 12 3 1 130 -1 +1 1 1 1 1 1 2220 - Fire Prevention Plans Examiner Fire Captain Fire Inspector I 1 Fire Inspector III Fire Inspector II Community Education Coordinator Fire Marshall Fire Inspector Supervisor 1 1 +1 1 -1 +2 2 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 1 5 42 23 17 1 5 42 23 17 2 1 1 1 1 1 1 1 1 1 1 1 1 2 1 1 2 1 1 2 1 1 1 106 1 104 1 103 1 1 102 1 1 100 1 1 102 1 1 2 1 1 2 1 1 1 1 1 1 1 1 2 3 3 2230 - Emergency Services Deputy Fire Chief Fire Battalion Chief Firefighter Fire Captain Fire Engineer 2240 - Support Services Fire Equipment Maintenance Worker III Fire Equipment Maintenance Worker II Deputy Fire Chief Fire Battalion Chief Fire Equipment Maintenance Worker 2250 - Emergency Management Emergency Management Coordinator Emergency Manager Community Education Coordinator Total Municipal Court 2310 - Court Court Administrator Court Interpreter Court Specialist I Court Specialist II 3 226 Schedule 5 - Authorized Positions Dept Div Name Position Title Court Specialist III Court Supervisor Judge Judicial Enforcement Officer Total Change in Position FY10 FY11 FY12 FY13 FY14 3 1 1 1 10 3 1 1 1 10 3 1 1 1 10 2 1 1 2 1 1 FY15 2 1 1 9 9 9 1 u 1 1 1 1 1 1 -1 -1 1 1 1 1 1 1 2 1 1 1 -1 +2 -1 +1 +1 1 1 Development Services Administration 3210- Ec Dev Administrative Assistant Business Advocate Development Process Administrator Economic Development Manager Economic Development Project Manager Marketing and Business Development Administrator Marketing and Communication Specialist Marketing Coordinator Project Manager - Small Business Sr. Office & Industrial Development Manager Sr. Retail Development Manager 1 1 1 1 1 1 1 1 1 1 1 1 3220 - Public Information Office Economic Development Director Graphic Designer Public Information Officer Webmaster 3310 - Administration Administrative Assistant 1 1 1 Development Process Administrator Development Services Administrator Development Services Director 1 1 1 1 1 1 1 1 1 -1 +1 +1 Deputy Development Services Director Management Assistant 1 1 Records Analyst Staff Assistant 1 1 1 1 1 -1 3320 - Planning & Zoning Architecture Planner Planner Planning Manager Sr. Planner 1 1 -1 3 1 +1 +1 1 1 2 1 1 2 1 1 1 3 1 1 3 1 4 1 1 1 1 1 1 1 1 1 1 1 1 2 2 1 2 1 Planner II Planner III +1 1 Development Services Technician III 2 2 1 4 1 3343 - Development Services Administration Records Analyst II Development Services Administrator Development Services Technician III 3344 - Building Safety Building Inspection Supervisor Building Inspector I Building Inspector II Building Inspector III Chief Building Official Development Services Tech II Development Services Technician III 2 2 1 2 1 2 2 1 2 1 1 Fire Marshall Permit Technician II Plans Examiner Plans Review Supervisor Building Safety 2 2 1 3 1 1 Sr. Permit Tech 1 2 1 1 1 1 -1 -1 +1 -1 3 1 4 1 4 1 27 2 1 33 2 1 33 3345 - Code Compliance Code Compliance Officer I Code Compliance Officer II Total 26 27 27 227 Schedule 5 - Authorized Positions Dept Div Name Position Title FY10 FY11 FY12 FY13 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 1 1 1 FY14 Change in Position FY15 +1 +1 2 1 1 1 1 Engineering Services 3430 - Traffic Engineering City Traffic Engineer Assistant City Traffic Engineer Signal Technician II - HURF Fund Signal Technician III - HURF Fund Streets Supervisor - HURF Fund 3431 - Administration Administrative Assistant Assistant City Engineer City Engineer Director of Engineering 1 1 1 2 1 1 Plans Examiner II Project Manager Real Estate Coordinator Sr. Civil Engineer Sr. Project Manager 3 1 1 1 2 1 1 1 1 1 1 2 2 1 1 2 1 3 1 3 1 1 2 1 1 1 1 1 1 3432 - Plan Review Civil Engineer Landscape Technician Plans Examiner Plans Examiner Plans Supervisor 1 1 3 u-2 u Sr. Civil Engineer 3 -1 2 1 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 Administrative Assistant Construction Inspector I Construction Inspector I Construction Inspector II Construction Inspection III Construction Inspection Supervisor Engineering Permit Technician Staff Assistant 1 1 u-2 2 1 1 u 1 2 3 -1 +1 1 3435 - GIS GIS Analyst GIS Coordinator GIS Technician Sr. GIS Technician u 1 1 u 1 1 +1 1 1 1 2 1 2 1 3436 - Project Management Project Manager Sr Project Manager 4620 - Signs & Street Markings 1 Traffic Operations Worker II +1 1 1 1 +1 2 4 1 -1 1 -1 Traffic Operations Worker III 4630 - Streets 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 1 u 3 1 3 1 1 Streets Supervisor Streets and Traffic Superintendent Traffic Operations Worker 1 3 1 3 1 1 1 2 1 1 3 1 1 1 2 1 1 3 1 1 1 4 4640 - Sweeper Operations Equipment Operator 2 2 228 Schedule 5 - Authorized Positions Dept Div Name Position Title FY10 FY11 FY12 FY13 FY14 Change in Position FY15 4650 - Traffic Signals 1 2 Signal Technician III Signal Technician II Streets and Traffic Superintendent 1 Streets Supervisor Traffic Operations Foreman +1 -1 +1 1 2 1 1 4660 - Traffic Assistant City Traffic Engineer City Traffic Engineer Signal Technician 1 1 2 Signal Technician II Signal Technician III Traffic Operations Worker 1 1 Total 2 1 1 1 1 1 1 41 38 37 37 37 40 3 1 4 1 4 1 4 1 2 1 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 Traffic Operations Worker II Traffic Operations Foreman 2 1 1 1 Environmental & Municipal Services 4010 - Administration Administrative Assistant Administrative Services Supervisor Management Assistant Public Works Director Staff Assistant 4110 - Fleet Services Fleet Management Superintendent 1 +1 Mechanic I Mechanic II Mechanic III Mechanic Foreman Service Advisor 3 1 1 1 2 1 1 3 1 1 3 1 1 1 1 1 1 3 1 1 3 1 1 1 1 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 u 2 3 1 1 1 1 1 1 1 4 2 1 4 2 1 3 2 1 1 3 2 1 1 1 1 1 1 1 1 6 29 1 1 6 30 1 1 1 6 30 6 29 2 23 1 1 1 1 2 25 1 1 1 1 1 1 1 1 1 1 4910 - Sanitation Recycling Coordinator Sanitation Foreman Sanitation Inspector Sanitation Supervisor Sanitation Superintendent u Sanitation Worker I Sanitation Worker II Total +1 Water 5110 - Administration Deputy Public Works Director Environmental Services Manager Instrumentation & Control Technician Water Conservation Specialist Water Resources Manager Water Supervisor Water Superintendent 1 1 1 1 1 1 1 1 1 229 Schedule 5 - Authorized Positions Dept Div Name Position Title FY10 Change in Position FY11 FY12 FY13 FY14 FY15 1 1 2 u 2 1 1 1 1 6 6 1 7 1 6 1 1 1 2 2 3 1 2 5 1 2 3 2 1 2 4 1 1 1 1 1 1 1 1 1 1 1 1 5120 - Distribution Environmental Compliance Supervisor Operations Supervisor Sr. Utility Technician Superintendent Utility Technician Utility Technician Utility Technician II 1 2 1 6 u-3 1 Water Distribution Supervisor Water Quality Tech II 1 +3 -3 3 3 1 1 +1 -1 -1 +1 2 1 3 2 5130 - Production Operations Supervisor Sr. Utility Technician 1 2 Utility Technician II Utility Technician Utility Technician 5 u-3 5140 - Environmental Quality Environmental Compliance Supervisor Water Quality Technician III Water Quality Technician II 1 1 1 1 1 1 5150 - Water Resources Water Conservation Specialist Water Resources Manager Water Resources Planning Advisor Water Specialist Total 25 25 23 23 1 24 1 1 1 1 1 1 1 3 1 3 +1 -1 24 Wastewater 5210 - Administration Deputy Director 1 Wastewater Superintendent 1 5220 - Collection System Utility Technician I Operations Supervisor Sr. Utility Technician 3 1 1 2 1 1 Utility Technician II Maintenance Mechanic 1 3 +1 +1 -1 2 1 1 2 5251 - Treatment Plant Corgett WWTP 1 Maintenance Mechanic 1 Maintenance Mechanic II Sr. Utility Technician Utility Technician I Utility Technician II 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 2 2 2 1 1 1 2 1 1 2 1 1 1 1 2 1 19 19 19 1 1 1 21 1 1 1 21 2 1 1 1 -1 +1 -1 1 1 5252 - Treatment Plant Goodyear WRF Industrial Pretreatment Coordinator +1 Instrumentation & Control Technician Maintenance Mechanic I Maintenance Mechanic II Maintenance Mechanic III Operations Supervisor Reclamation Sr. Utility Technician Utility Technician I 1 1 1 1 1 2 Utility Technician II 2 1 1 1 1 2 1 1 1 -1 1 5253 - Treatment Plant RVWRF Utility Technician 2 Utility Technician II Maintenance Mechanic III 5254 - Treatment Plant RVWRF Environmental Compliance Officer Environmental Compliance Supervisor Water Quality Tech III 3 Industrial Pretreatment Coordinator Total 19 230 Schedule 5 - Authorized Positions Dept Div Name Position Title FY10 FY11 1 1 4 7 8 1 u 5 5 6 1 FY12 Change in Position FY13 FY14 FY15 +1 1 -1 1 4 4 6 1 2 1 3 5 6 1 1 1 3 5 4 1 2 2 -2 1 2 +1 1 -1 Parks 4310 - Administration Management Assistant Parks Foreman Parks Supervisor Parks Worker I Parks Worker II Parks Worker III Parks & Recreation Director Parks Superintendent 1 2 7 7 1 Right of Way Worker III Sports Turf Manager -2 u 4320 - Ballpark Operations Administrative Assistant Ballpark Coordinator 1 3 1 1 1 1 1 1 1 3 1 1 u 1 1 1 1 1 1 Ballpark Coordinator- Bus. Development Ballpark Coordinator - Ticket Operations Ballpark Foreman 2 1 +1 Ballpark General Manager Ballpark Manager Ballpark Supervisor Deputy Director of Parks & Rec Groundskeeper I Groundskeeper II Groundskeeper III Grounds Equipment Mechanic Parks Worker I Parks Worker II Parks Worker III Sports Turf Supervisor 1 3 2 1 6 3 1 2 1 1 1 3 1 1 -1 1 3 2 1 9 1 4330 - Ballpark Maintenance u 1 1 4 9 3 Ballpark Foreman Ballpark Supervisor Grounds Equipment Mechanic Groundskeeper I Groundskeeper II Groundskeeper III 3 1 1 5 8 3 1 1 8 5 3 1 1 8 5 4340 - Right of Ways +1 +2 +3 Parks Foreman Parks Worker III Right of Way Worker III 1 2 3 4410 - Aquatics Recreation and Aquatics Coordinator 1 1 1 1 Recreation Supervisor 1 1 1 1 1 1 2 2 4420 - Recreation Administrative Assistant 1 1 1 1 1 1 1 1 52 1 1 1 1 48 1 2 1 1 2 1 48 48 49 51 526 65 591 511 3 514 505 6 511 511 511 527 511 511 527 Arts & Culture Coordinator 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 231 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 10-11 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% 7 10 8 9 24 14 23 14 55 10.70% 10 4 111 17 113 255 49.61% 6 18 25 49 9.53% 7 7 7 10 31 6.03% 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 43 8.37% 42 8.22% 3 514 6 511 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 FY 14-15 19 6 10 5 15 29 84 16.44% 20 6 10 5 18 29 88 16.70% 4 15 14 21 16 70 13.70% 4 15 14 25 15 73 13.85% 9 4 110 17 100 240 46.97% 9 4 113 17 102 245 46.49% 5 20 24 5 22 24 49 9.59% 51 9.68% 4 6 8 5 4 7 8 6 23 4.50% 25 4.74% 24 21 24 21 42 8.22% 45 8.81% 45 8.54% 511 511 527 232 City of Goodyear FY 15 Fund Transfers Schedule 6 Transfer To Transfer From Water Resources General Fund Wastewater General Fund Water Resources Wastewater Sanitation Stadium Utility Dev Impact Fees $ $ $ $ $ 700,000 1,200,000 900,000 - $ $ $ $ 834,289 $ $ $ 450,000 TOTAL $ 2,800,000 $ 834,289 $ 450,000 $ - $ $ - Stadium $ $ $ $ $ $ 7,896,513 7,896,513 Dev Impact Fees Debt Service Highway User Fund (HURF) Totals $ $ $ $ $ $ - $ $ $ $ $ $ 1,428,571 - $ $ $ $ $ $ 2,233,216 - $ $ $ $ $ $ 11,558,300 700,000 1,200,000 900,000 1,284,289 $ - $ 1,428,571 $ 2,233,216 $ 15,642,589 233 FY 15 SCHEDULE - 7 - Property Taxes DESCRIPTION FY 2010 BUDGET FY 2011 BUDGET FY 2012 BUDGET FY 2013 BUDGET FY 2014 BUDGET FY 2015 BUDGET Primary Property Tax Primary Valuation Primary Levy Rate $850,811,475 $5,377,128 0.6320 $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 $627,861,343 $7,431,367 1.1836 Secondary Valuation Secondary Levy Secondary Rate $982,856,423 $9,513,026 0.9680 $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 $659,588,897 $4,527,418 0.6864 Combined Property Tax Levy Combined Property Tax Rate $14,890,154 1.6000 $11,630,270 1.4233 $10,714,635 1.6000 $10,711,530 1.7750 $11,147,912 1.9000 $11,958,785 1.8700 Secondary Property Tax Truth in Taxation Primary property tax levy FY14: $ 7,012,561 Value of new construction FY15 $ 23,556,819 Net assessed value less new construction FY15: $ 604,304,524 Total Net assessed valuation FY15: $ 627,861,343 Truth in Taxation Rate $ 1.1604 Max. Levy that can be imposed without Truth in Taxation FY15 $ 7,285,923 Max. Levy Allowed by law Requires Truth in Taxation $ 7,431,367 Levy Amount Requiring Truth in Taxation $ 145,444 Maximum Allowable Tax Rate $ 1.1836 234 FY 15 Schedule 8 Debt Capacity Analysis (Arizona Constitutional Limit) As Of June 30, 2014 FY 14/15 Secondary Assessed Valuation (AV) $ 659,588,897 Debt Limit 6% Of Assessed Valuation (1) $ 39,575,334 Bonds Outstanding At June 30, 2014 $ 235,000 Excess Available At June 30, 2014 $ 39,340,334 Debt Limit 20% Of Assessed Valuation (2) $ 131,917,779 Bonds Outstanding At June 30, 2014 $ 104,790,000 $ 27,127,779 Excess Available At June 30, 2014 (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. 235 FY15 SCHEDULE 9 - CAPITAL IMPROVEMENT PROGRAM Account Number Project Number Project Name/Funding Source FY 15 Amount Art Projects AT0701 001-4310-500-2124 Public Art General Fund Art Projects $60,000 $60,000 Parks Projects PK1401 001-4310-500-7230 PK1402 001-3431-500-7230 PK1501 Parks Improvements General Fund $250,000 Median Improvements to unimproved areas (4 identified areas Phase I) General Fund $381,500 Recreation Complex 440-4310-500-7230 Ball Park set aside 131-4310-451.29.10 Park Impact Fees Parks Projects $1,021,071 Newland Reimbursment Foothills Park $362,100 $2,014,671 Facility & Technology Projects FA1404 Police Building 145-3431-500-7230 Police Impact Fees 001-3431-500-7230 General Fund TC1301 001-1710-500-2175 122-1710-500-2175 Business Solutions Replacement , Enterprise Resource Planning General Fund General Government Impact Fees Facility & Technology Projects $200,000 $3,750,000 $4,273,192 $226,808 $8,450,000 Streets Projects ST1402 134-3431-500-7230 134-4630-431-2910 ST1403 134-3431-500-7230 Fiber Project: Loop 303 Camelback and Indian School Arterial Streets Development Impact Fees Newland Reimbursement Cotton Lane Bridge Arterial Streets Development Impact Fees Traffic Signals; Indian School & Cotton Ln. Arterial Streets Development Impact Fees Streets Projects $63,291 $400,860 $1,200,000 $1,664,151 Water Projects WA1510 Well & Treatment 343-5110-500-72.40 Developer Contribution WA1401 411-5010-500-7240 WR1501 427-5210-500-2215 WA1502 453-5110-500-7412 WA1503 453-5110-500-7240 WA1504 453-5110-500.7240 WA1505 453-5110-500-7240 WA1506 453-5110-500-7240 WA1507 453-5110-500-7240 CAP Subcontract Capital Charges Water Enterprise Funds Intergrated Water Master Plan Reclaimed Water Impact Fees Lower Buckeye & Cotton (Site 12) Booster 9 MGD Water Impact Fees Van Buren Citrus to 175th (West Goodyear Dev. Agreement) Water Impact Fees Van Buren Citrus to RID (West Goodyear Dev. Agreement) Water Impact Fees Yuma Citrus to 183rd (West Goodyear Dev. Agreement) Water Impact Fees Yuma 183rd to Perryville (West Goodyear Dev. Agreement) Water Impact Fees Durango 185th to Citrus (West Goodyear Dev. Agreement) Water Impact Fees $3,932,000 $284,000 $720,000 $2,078,000 $89,816 $132,963 $89,286 $89,286 $96,586 236 WA1508 453-5110-500-7240 WA1509 453-5110-500-7240 451-5110-441-2910 451-9610-441-9050 Perryville Yuma to W Amber (West Goodyear Dev. Agreement) Water Impact Fees Citrus Broadway:175th & Elwood (West Goodyear Dev. Agreement) Water Impact Fees Newland Zone 3 Reimbursement Water Impact Fees Transfer To Debt Svc (WIFA) #1 Water Impact Fees Water Projects $136,392 $166,323 $3,029,910 $314,101 $11,158,663 Wastewater WW1501 472-5210-500-7240 WW1502 472-5210-500-7240 WW1503 472-5210-500-7240 WW1504 472-5210-500-7240 WW1302 472-5210-500-2215 WW1505 472-5210-500-7240 WW1506 472-5210-500-7240 WW1507 472-5210-500-7240 WW1508 472-5210-500-7240 WW1509 472-5210-500-7240 WW1510 472-5210-500-7240 471-5210-442-2910 471-9610-441-9050 TOTAL FY 15 CIP PROJECTS 183rd Ave & Yuma Wastewater Impact Fees Citrus/Lower Buckeye Line Wastewater Impact Fees Durango Line Wastewater Impact Fees E Lower Buckeye Line Wastewater Impact Fees GWRF Expansion Wastewater Impact Fees Las Brisas (West Goodyear D.A.) Wastewater Impact Fees Lower Buckeye Line (West Goodyear D.A.) Wastewater Impact Fees N. Citrus (Las Palmas) (West Goodyear D.A.) Wastewater Impact Fees N. Citrus Line (West Goodyear D.A.) Wastewater Impact Fees S. Citrus Line (West Goodyear D.A.) Wastewater Impact Fees S. Citrus Line (West Goodyear D.A.) Wastewater Impact Fees Newland Reimbursement Wastewater Impact Fees Transfer to Wastewater Fund (debt service) Wastewater Impact Fees Wastewater Projects $187,305 $142,907 $69,216 $116,376 $2,000,000 $270,940 $217,468 $187,305 $187,305 $141,259 $147,210 $523,940 $450,000 $4,641,231 $27,988,716 237 FY 15 Schedule 10 Capital Improvement Plan Carryover By Funding Source Project Number Project Description Account Number Carryover Amount TC1301 Up-Grade City's ERP Solut TC1301 Up-Grade City's ERP Solut TC0401 Install & Purchase Equipt TC0401 Install & Purchase Equipt ST0805 Roadway to Sonoran Valley PK1201 Loma Linda Park Design ST1301 I-10/303 ST1302 Sarival,VanBuren,I10 ST1307 Traffic Control Speed Bum PK1403 El Rio Design Guide (IGA) FA1401 Facility Signage FA1403 PD Evidence Facility FA1403 PD Evidence Facility PK1402 Remediated Water Line ST1403 I-10/303 Landscape, IGA ST1404 Goodyear Blvd NW Quad Imp ST1405 Elwood-Con Estrella&Sarvi ST1407 Ind Sch Rd S303 to W Sarv AT1401 Monument Signs FA1101 Police/Fire 911 Facility AT0701 Art Projects PK1401 Parks Impr-Master Plan Implementation General Fund Total 001-1710-500.21-75 001-1740-500.74-35 001-2140-500.22-15 001-2210-500.74-40 001-3310-500.22-15 001-3430-500.21-15 001-3430-500.73-45 001-3430-500.73-45 001-3430-500.73-45 001-3431-500.21-15 001-3431-500.72-30 001-2110-500.72-10 001-2110-500.72-10 001-3431-500.72-30 001-3431-500.72-30 001-3431-500.72-30 001-3431-500.72-30 001-3431-500.72-30 001-3431-500.72-31 001-3431-500.74-40 001-4310-500.21-24 001-4310-500.72-30 ST0805 Roadway to Sonoran Valley HURF Fund Total 101-3310-500.22-15 TC1301 Up-Grade City's ERP Solut TC1301 Up-Grade City's ERP Solut General Government Impact Fee Fund Total 122-1710-500.21-75 122-1740-500.74-35 FA1301 Equip Mgmt Fleet Facility FA1102 PW Corp Yard Des & Const FA1201 PW Facility Wash Rack,Fuel FA1301 Equip Mgmt Fleet Facility Public Works Impact Fee Fund Total 123-3430-500.21-15 123-3430-500.72-30 123-3430-500.72-30 123-3431-500.72-30 FA1101 Police/Fire 911 Facility TC0401 Install & Purchase Equipt TC0401 Install & Purchase Equipt FA1101 Police/Fire 911 Facility Police Impact Fee Fund Total 125-2110-500.74-40 125-2110-500.74-40 125-2140-500.74-40 125-3430-500.72-30 ST1101 Traffic Signal System ST1412 Perryville Road Interchge Transportation Impact Fee Fund Total 126-3430-500.73-45 126-3430-500.73-45 $235,973.00 $474,409.00 $9,361.93 $241,128.00 $156,625.17 $22,017.00 $51,874.11 $87,087.25 $50,000.00 $50,000.00 $175,000.00 $600,000.00 $332,000.00 $574,201.37 $409,296.00 $2,168,000.00 $100,000.00 $145,000.00 $40,000.00 $75,000.00 $81,350.00 $87,202.51 $6,165,525.34 $370.00 $370.00 $701,586.00 $8,650.00 $710,236.00 $65,402.56 $869,974.37 $968,991.98 $2,607,813.56 $4,512,182.47 $162,937.11 $347,392.25 $1,042.00 $262,652.02 $774,023.38 $220,505.00 $8,005.00 $228,510.00 238 FS1301 Impact Fee Study FA135A Library Build out Library Impact Fee Fund Total 127-3310-500.21-75 127-3431-500.72-30 FS1301 Impact Fee Study Parks & Recreation Impact Fee Fund Total 131-3310-500.21-75 FS1301 Impact Fee Study Fire Impact Fee Fund Total 132-3310-500.21-75 FS1301 Impact Fee Study Police Impact Fee Fund Total 133-3310-500.21-75 FS1301 Impact Fee Study ST1305 Transportation Master Plan ST1202 Traffic Signal Fiber ST1302 Sarival,VanBuren,I10 ST1303 Indian Sch, Litch to 303 ST1304 Environmental-Fiber Optic ST1305 Transportation Master Pla ST1402 Indian Sch Rd/Litch Fiber ST1504 Van Buren/Estrella/Cotton ST1306 Streets Support Appurtenance ST1405 Elwood-Con Estrella&Sarival ST1406 Sarival, Van Buren-I-10 ST1407 Ind Sch Rd S303 to W Sarival ST1409 Message Boards, MC85&McDowell ST1410 McDowell/Litcf Sarv Fiber Transportation Impact Fee Fund Total 134-3310-500.21-75 134-3430-500.21-05 134-3430-500.73-45 134-3430-500.73-45 134-3430-500.73-45 134-3430-500.73-45 134-3430-500.21-05 134-3431-500.72-30 134-3430-500.73-45 134-3430-500.74-20 134-3431-500.72-30 134-3431-500.72-30 134-3431-500.72-30 134-3431-500.72-30 134-3431-500.72-30 FS1301 Impact Fee Study Regional Transportation Impact Fee Fund Total 136-3310-500.21-75 WA1402 Storm Drain/Water His Goody Grant Fund Total 153-3431-500.74-13 FA1101 Police/Fire 911 Facility FA135D EcDev. Bldg. Safety build FA135E Fire Remodel after FP FA1404 PD Operations Master Plan Venida Business Park Fund Total 375-3431-500.72-30 375-3431-500.72-30 375-3431-500.72-30 375-3431-500.72-30 AT0701 Art Projects WA1403 WELL 19 PROPERTY Enterprise Water Fund Total 411-5110-500.21-24 411-5130-500.71-20 WW1101 Corgett Capacity Expansion Enterprise Wastewater Fund Total 421-5210-500.72-40 WW0402 SAT Site #1 CIP Wastewater Fund Total 423-5210-500.73-20 WW1302 GWRF 2 MGD Expansion Design Wastewater Impact Fee Fund Total 425-5210-500.21-15 WW1302 GWRF 2 MGD Expansion Design AT0701 Art Projects WW1101 Corgett Capacity Expansion WW0401 SCADA System Wastewater Bonds Fee Fund Total 426-5210-500.21-15 426-5210-500.21-24 426-5210-500.72-30 426-5210-500.74-16 WR1201 I-10/303 Landscape Reclaim WR1401 Recharge system WR1401 Recharge system WR1401 Recharge system Reclaimed Water Impact Fee Fund Total 427-3430-500.73-32 427-3430-500.73-40 427-4010-500.72-40 427-5210-500.72-40 SD1201 Stadium Infrastructure Stadium Infrastructure Fund Total 445-3430-500.73-30 FS1301 451-3310-500.21-75 Impact Fee Study $9,160.23 $417,783.38 $426,943.61 $9,160.23 $9,160.23 $9,160.23 $9,160.23 $9,160.23 $9,160.23 $10,000.25 $173,138.17 $144,997.57 $232,132.00 $70,628.00 $48,485.06 $449.58 $52,000.00 $127,524.00 $4,760.41 $250,000.00 $232,132.00 $355,000.00 $100,000.00 $45,000.00 $1,846,247.04 $4,300.11 $4,300.11 $239,070.00 $239,070.00 $7,859.25 $5,453.59 $173,292.83 $75,000.00 $261,605.67 $22,822.00 $35,000.00 $57,822.00 $143,604.18 $143,604.18 $97,610.49 $97,610.49 $614,609.10 $614,609.10 $68,148.00 $39,150.00 $38,498.79 $472,842.22 $618,639.01 $12,940.00 $66,307.00 $1,377,370.00 $885,356.25 $2,341,973.25 $5,083,110.00 $5,083,110.00 $9,160.23 239 WA0508 New Transmission Lines Water Development Fee Fund Total 451-3430-500.75-40 FS1301 Impact Fee Study WA1301 CGARD Recharge Water Resources Impact Fee Fund Total 452-3310-500.21-75 452-5110-500.75-40 FS1301 Impact Fee Study WW1301 Brine Management WW1402 RID Effluent Water Line Wastewater Impact Fee Fund Total 471-3310-500.21-75 471-3310-500.21-75 471-5210-500.72-30 Grand Total $601,657.00 $610,817.23 $9,160.23 $112,998.00 $122,158.23 $9,160.23 $131,570.00 $100,000.00 $240,730.23 $25,127,568.03 240 City of Goodyear Schedule 11 Summary of Recommended Supplemental for FY 2015 General Fund Dept Div Supp No Dept Priority Supp Name One-Time Cost Ongoing Costs Total Cost City Clerk 12 10 252 0 2015 Primary & General Election (per Charter) $155,000 $0 $155,000 190 2 Printing, Binding and Postage (InFocus) $0 $12,000 $12,000 220 1 ASU Marvin Andrews Fellowship Field Internship $21,000 $0 $21,000 228 1 Digital Communications Administrator (FTE) $0 $105,500 $105,500 154 0 Postage Increase $0 $500 $500 162 0 Lodging $0 $500 $500 20 189 0 Dues & Memberships Increase $0 $300 $300 50 191 1 Procurement Specialist (PT Temp Funds) $25,000 $0 $25,000 3 ITS Business Analyst-Public Works (FTE) $0 $100,000 $100,000 1 ITS Business Analyst-ERP (FTE) $0 $100,000 $100,000 2 Infrastructure Administrator (FTE) $0 $100,000 $100,000 $50,000 $0 $50,000 $3,000 $29,685 $32,685 City Manager 13 50 City Manager 13 10 City Manager 13 50 City Attorney 14 20 City Attorney 14 20 City Attorney 14 Finance 16 Information & Technology Services 17 30 75 Information & Technology Services 17 30 125 Information & Technology Services 17 20 185 Information & Technology Services 17 20 186 4 Technician 1 (Temp contract) 241 0 L & D Learning Management System 251 0 Wellness Clinic Increased Cost $0 $180,000 $180,000 253 0 Insurance Broker Contract $0 $75,000 $75,000 Human Resources 18 30 Human Resources 18 10 Human Resources 18 20 Non-Departmental 241 City of Goodyear Schedule 11 Summary of Recommended Supplemental for FY 2015 General Fund Dept 19 Div Supp No Dept Priority Supp Name One-Time Cost Ongoing Costs Total Cost 10 245 1 Innovation Funding $10,000 $0 $10,000 10 193 1 Forensic Specialist (FTE) $15,000 $61,834 $76,834 10 196 3 Police Officers (2 FTEs) $119,000 $165,800 $284,800 80 201 5 Overtime Funding $0 $100,000 $100,000 10 203 6 County Booking Fee Increase $0 $50,000 $50,000 10 204 7 Security and Refurbishment of Patrol Ops/Lobby $45,000 $0 $45,000 10 205 8 Tenant Imp/ FF&E for Property & Evidence Facility $380,000 $0 $380,000 10 207 10 APR Masks and Filters $0 $12,525 $12,525 10 208 11 Replacement Vests, Helmets, Rifles for SWAT Team $20,000 $0 $20,000 10 249 0 MCSO Contract Increased Cost (Sonoran Valley) $0 $34,585 $34,585 40 199 0 Replacement Funds for PPE (Turnout Gear) $53,200 $0 $53,200 30 200 0 Thermal Imaging Cameras $75,000 $0 $75,000 30 202 0 Wildland Fire Shelters $15,900 $0 $15,900 30 214 0 Type III Traffic Safety Vests $9,600 $0 $9,600 40 216 0 Reserve Replacement Hose and Equipment $21,600 $0 $21,600 40 217 0 Replacement Mattresses/Other General Supplies $5,000 $0 $5,000 Police 21 Police 21 Police 21 Police 21 Police 21 Police 21 Police 21 Police 21 Police 21 Fire 22 Fire 22 Fire 22 Fire 22 Fire 22 Fire 22 242 City of Goodyear Schedule 11 Summary of Recommended Supplemental for FY 2015 General Fund Dept Div Supp No Dept Priority Supp Name One-Time Cost Ongoing Costs Total Cost Fire 22 50 222 0 Increase in Part Time Community Education Funds $0 $36,000 $36,000 20 223 0 Fire Inspector II (FTE) $0 $62,000 $62,000 30 226 0 Phoenix CAD Agreement $0 $15,626 $15,626 20 229 3 Fire Prevention Training $12,000 $16,600 $28,600 20 231 0 Fire Investigations Support (Training/Equipment) $6,500 $5,800 $12,300 50 232 0 IGA with Maricopa County Department of Emergency $0 $4,100 $4,100 30 233 0 Medical Director Contract $0 $10,000 $10,000 10 250 0 Constant Staffing (Memorandum of Understanding) $0 $70,000 $70,000 $51,000 $0 $51,000 $15,000 $0 $15,000 $2,400 $0 $2,400 $0 $30,000 $30,000 Fire 22 Fire 22 Fire 22 Fire 22 Fire 22 Fire 22 Fire 22 30 4 1 General Plan Building Safety 33 43 29 12 Scanner Development Services 33 10 33 6 Building Safety Training (ICC Conference) 34 4 Development Services Marketing Materials Development Services 33 10 Development Services 33 10 170 7 Front Counter - Redesign $10,000 $0 $10,000 171 3 Intern - Planning Division $12,500 $0 $12,500 172 8 AutoCAD/ArcGIS $11,200 $0 $11,200 Development Services 33 20 Development Services 33 20 Development Services 243 City of Goodyear Schedule 11 Summary of Recommended Supplemental for FY 2015 General Fund Dept 33 Div 20 Supp No Dept Priority Supp Name 173 5 Electronic Plan Review Training 234 0 Inspector (FTE) 187 1 GIS Analyst (FTE) 239 One-Time Cost Ongoing Costs Total Cost $5,000 $0 $5,000 $0 $58,286 $58,286 $6,000 $80,826 $86,826 3 Plan Review Overtime $50,000 $0 $50,000 240 6 Plans Examiner (Temp Employee) $63,300 $0 $63,300 244 5 Engineering Inspector (Temp Employee) $72,800 $0 $72,800 248 1 Real Estate Assistant (Temp PT) $0 $35,000 $35,000 254 0 Capital Improvement Project Mgmt Temp Assistance $100,000 $0 $100,000 164 2 Citywide Vehicle Parts $0 $150,000 $150,000 165 3 Vehicle Repairs Labor $0 $80,000 $80,000 174 1 Fleet Mechanic I (FTE) $7,500 $78,158 $85,658 175 3 Facilities Master Plan for 20 Year Forecast $250,000 $0 $250,000 176 1 Operational Costs for New Goodyear Branch Library $0 $74,680 $74,680 10 246 4 City Hall Complex Signage Package $30,000 $0 $30,000 10 78 1 Right of Way Worker III FTE (Pryvlle Inmate Crew) $66,700 $101,227 $167,927 10 82 3 Lighting Repair and Maintenance $45,000 $25,000 $70,000 Building Safety 33 44 Engineering 34 35 Engineering 34 32 Engineering 34 32 Engineering 34 34 Engineering 34 31 Engineering 34 36 Fleet Services 41 10 Fleet Services 41 10 Fleet Services 41 10 Building Services 42 10 Building Services 42 10 Building Services 42 Parks 43 Parks 43 244 City of Goodyear Schedule 11 Summary of Recommended Supplemental for FY 2015 General Fund Dept Div Supp No Dept Priority Supp Name One-Time Cost Ongoing Costs Total Cost Parks 43 10 83 5 Utilities (Parks/Rights of Way) $0 $91,000 $91,000 10 84 6 Minor Equipment $9,000 $5,000 $14,000 10 87 8 Lake Pond and Pump Maintenance $0 $10,000 $10,000 10 90 9 Fencing and Railing $36,000 $0 $36,000 10 91 0 Parks Tree and Shrub Replacement $25,000 $0 $25,000 10 95 $50,000 $0 $50,000 10 96 $0 $12,000 $12,000 30 148 1 Increased Cost for Utilities (Ballpark) $50,000 $0 $50,000 30 149 2 Ballpark Equipment Replacement $125,000 $0 $125,000 30 184 2 Overtime Pay (Ballpark) $0 $14,000 $14,000 10 219 1 Management Assistant (FTE) $0 $100,478 $100,478 10 247 0 City Hall Softscape Enhancements $10,000 $0 $10,000 168 0 Goodyear Pool Improvements $87,000 $0 $87,000 188 0 After School Recreation Program-Pilot $0 $13,000 $13,000 194 0 Art and Culture Strategic Plan Implementation $0 $50,000 $50,000 Parks 43 Parks 43 Parks 43 Parks 43 Parks 43 10 Parks Irrigation Improvements Parks 43 0 Mariposa Cntrct Expansion (40 ac SW crner Ind Sch) Parks 43 Parks 43 Parks 43 Parks 43 Parks 43 Recreation 44 10 Recreation 44 20 Recreation 44 20 Streets 245 City of Goodyear Schedule 11 Summary of Recommended Supplemental for FY 2015 General Fund Dept 46 Div Supp No Dept Priority Supp Name 20 1 2 Traffic Operations Worker III (FTE) & Sign Truck 50 3 1 Traffic Signal Technician III (FTE) and lift truck 50 55 3 Street Light Electricity 30 76 7 Pavement Management Program 50 151 4 Traffic Signal Electricity 50 152 50 153 One-Time Cost Ongoing Costs Total Cost $87,750 $85,132 $172,882 $117,750 $89,711 $207,461 $0 $70,000 $70,000 $800,000 $0 $800,000 $0 $28,000 $28,000 9 Retrofit Illuminated Street Name Signs $12,500 $0 $12,500 8 Wiring and Conduit Replacement $38,000 $0 $38,000 $3,288,200 $2,629,853 Streets 46 Streets 46 Streets 46 Streets 46 Streets 46 Streets 46 Totals: $5,918,053 246 City of Goodyear Schedule 11 Summary of Recommended Supplemental for FY 2015 Sanitation Dept Div Supp No Dept Priority Supp Name One-Time Cost Ongoing Costs Total Cost Sanitation 49 10 155 5 Sanitation Worker I (FTE) 157 4 Grapple Tractor #559 Replacement 160 1 Residential Garbage Service (Waste Mgmt Contract) $0 $47,534 $47,534 $48,965 $0 $48,965 $0 $345,872 $345,872 $48,965 $393,406 Sanitation 49 10 Sanitation 49 10 Totals: $442,371 247 City of Goodyear Schedule 11 Summary of Recommended Supplemental for FY 2015 Wastewater Dept Div Supp No Dept Priority Supp Name One-Time Cost Ongoing Costs Total Cost Wastewater 52 20 12 19 Portable Standby Generator $38,500 $0 $38,500 Wastewater 52 20 13 8 Lift Station Redirection (Palo Verde/Van Buren) $75,000 $0 $75,000 19 9 Maintenance shop office $85,000 $0 $85,000 Wastewater 52 52 Wastewater 52 51 20 14 Clarifier Pump Station at Corgett WRF $75,000 $0 $75,000 23 17 Second Influent Screen at Rainbow Valley WRF $60,000 $0 $60,000 24 10 Centrifuge for Solids Processing $280,000 $0 $280,000 27 11 Blower Replacement at GWRF $110,000 $0 $110,000 $75,000 $0 $75,000 $225,000 $0 $225,000 Wastewater 52 53 Wastewater 52 52 Wastewater 52 52 Wastewater 52 51 100 13 South Digester Lid Replacement -Corgett WRF Wastewater 52 53 102 1 PLC / SCADA System Replacement Wastewater 52 52 104 15 Vehicle #219 Replacement $30,000 $0 $30,000 105 16 John Deere Gator #26 & #27 Replacement $18,000 $0 $18,000 Wastewater 52 52 Wastewater 52 53 143 4 Rainbow Valley WRF Ongoing O&M $105,000 $0 $105,000 144 3 Goodyear WRF Ongoing O&M $125,000 $0 $125,000 145 2 Corgett Water Reclamation Facility Ongoing O&M $125,000 $0 $125,000 $1,426,500 $0 Wastewater 52 52 Wastewater 52 51 Totals: $1,426,500 248 City of Goodyear Schedule 11 Summary of Recommended Supplemental for FY 2015 Water Resources Department Dept Div Supp No Dept Priority Supp Name One-Time Cost Ongoing Costs Total Cost Water Resources Department 51 30 46 4 Construct Block Wall at Well Site 19 $30,000 $0 $30,000 9 Vehicle #278 Replacement $23,615 $0 $23,615 6 New/Replacement Water Meters $52,950 $109,103 $162,053 8 Water Distribution Main Repair/Replacement $66,000 $0 $66,000 3 Water Conservation Landscape Partnership Pilot $50,000 $0 $50,000 $222,565 $109,103 Water Resources Department 51 30 63 Water Resources Department 51 20 73 Water Resources Department 51 20 123 Water Resources Department 51 10 179 Totals: $331,668 249 City of Goodyear Schedule 11 Summary of Recommended Supplemental for FY 2015 One-Time Cost Grand Total: $4,986,230 Ongoing Costs $3,132,362 Total Cost $8,118,592 250 State Budget Schedules STATE BUDGET SCHEDULES CITY OF GOODYEAR, ARIZIONA Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2015 FUND 1. General Fund ADOPTED BUDGETED EXPENDITURES/ EXPENSES* 2014 $ 89,241,412 2. Special Revenue Funds 4. Less: Amounts for Future Debt Retirement 5. Total Debt Service Funds 6. Capital Projects Funds 7. Permanent Funds OTHER FINANCING 2015 SOURCES $ $ INTERFUND TRANSFERS 2015 IN $ 2,800,000 $ 11,558,300 TOTAL FINANCIAL RESOURCES AVAILABLE 2015 $ 109,489,819 BUDGETED EXPENDITURES/ EXPENSES 2015 $ 108,715,783 12,776,609 8,977,491 8,865,817 8,121,129 447,949 3,541,932 2,233,216 6,223,097 8,378,040 8,865,817 8,121,129 447,949 3,541,932 2,233,216 6,223,097 8,378,040 50,913,197 15,657,109 12,950,862 13,130,375 44,700,296 51,558,688 8,731,004 3. Debt Service Funds Available ESTIMATED FUND REVENUES BALANCE/ OTHER THAN ACTUAL NET PROPERTY TAX PROPERTY EXPENDITURES/ POSITION*** REVENUES TAXES EXPENSES** 2014 2015 2015 July 1, 2014** Primary: 7,431,367 $ $ 56,295,038 $ 39,032,058 $ 71,784,694 Secondary: 4,527,418 6,509,991 1,897,105 6,352,086 18,619,059 4,458,745 8. Enterprise Funds Available 9. Less: Amounts for Future Debt Retirement 10. Total Enterprise Funds 11. Internal Service Funds 433,169 38,529,955 19,243,198 29,946,075 33,330,623 10,609,373 4,084,289 69,801,782 41,606,113 38,529,955 19,243,198 29,946,075 33,330,623 10,609,373 4,084,289 69,801,782 41,606,113 2,009,874 2,174,059 1,602,751 2,330,716 3,933,467 2,330,716 108,000,524 $ 85,876,800 12. TOTAL ALL FUNDS $ 202,750,004 $ $ 11,958,785 $ 130,470,426 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 $ 18,619,059 $ $ 2014 202,750,004 $ 202,750,004 $ $ 202,750,004 324,861,363 $ 15,642,589 $ 15,642,589 $ 246,925,070 $ 222,000,000 2015 222,000,000 222,000,000 $ $ 222,000,000 336,976,889 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). 4/13 SCHEDULE A 251 CITY OF GOODYEAR, ARIZIONA Tax Levy and Tax Rate Information Fiscal Year 2015 2014 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) $ 2015 7,012,561 $ 7,431,367 $ $ 7,012,561 4,135,351 11,147,912 7,431,367 4,527,418 11,958,785 $ 6,872,310 $ 6,872,310 $ 3,969,937 $ $ 3,969,937 10,842,247 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 $ 5. Property tax rates A. City/Town tax rate (1) Primary property tax rate 1.1994 1.1836 (2) Secondary property tax rate 0.7006 0.6864 (3) Total city/town tax rate 1.9000 1.8700 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. 4/13 SCHEDULE B 252 CITY OF GOODYEAR, ARIZIONA Revenues Other Than Property Taxes Fiscal Year 2015 ESTIMATED REVENUES 2014 SOURCE OF REVENUES ACTUAL REVENUES* 2014 ESTIMATED REVENUES 2015 GENERAL FUND Local taxes Construction Sales Franchise Delinquent Payments $ Licenses and permits Business Non-Business License 8,717,943 35,782,861 2,593,087 $ 6,232,210 26,525,164 1,422,092 $ 6,000,000 36,893,406 2,678,104 50,000 211,167 54,402 201,225 14,500 273,650 500,000 Intergovernmental Urban Revenue Sharing Auto Lieu State Shared Sales Tax 7,282,416 2,147,609 5,652,378 5,455,749 1,727,822 4,195,355 7,901,479 2,308,065 5,898,143 Charges for services General Government Rentals Recreation and Aquatics Community Development Public Safety Building Safety 808,144 312,814 383,127 1,615,476 400,155 4,904,950 859,642 234,123 289,405 2,125,892 242,918 3,575,741 605,500 323,000 354,500 1,226,248 25,000 4,404,899 Fines and forfeits Fines 694,302 594,736 705,850 Interest on investments Earnings on Investment 123,476 102,515 115,500 In-lieu property taxes Utility Levy 900,000 900,000 Contributions Voluntary contributions Miscellaneous Development Fees Miscellaneous 476,884 426,949 Total General Fund $ 73,488,140 420,519 923,987 $ 55,143,595 160,000 461,350 $ 71,784,694 * 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. 4/13 SCHEDULE C 253 CITY OF GOODYEAR, ARIZIONA Revenues Other Than Property Taxes Fiscal Year 2015 ESTIMATED REVENUES 2014 SOURCE OF REVENUES ACTUAL REVENUES* 2014 ESTIMATED REVENUES 2015 SPECIAL REVENUE FUNDS Impound HURF LTAF I LTAF II Park & Ride Court Enhancement JCEF Fill the Gap Grants Misc. $ $ 150,000 3,758,964 100,000 56,000 16,000 7,000 16,375 4,104,339 Total Special Revenue Funds $ 4,104,339 $ $ $ $ $ 112,774 2,695,661 99.00 96,750 84,236 37,489 11,449 5,417 16,375 3,060,250 $ 120,000 3,750,086 100,000 60,000 15,000 7,000 300,000 2,000,000 6,352,086 $ 3,060,250 $ 6,352,086 $ $ $ $ $ $ $ $ $ $ $ * 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. 4/13 SCHEDULE C 254 CITY OF GOODYEAR, ARIZIONA Revenues Other Than Property Taxes Fiscal Year 2015 ESTIMATED REVENUES 2014 SOURCE OF REVENUES ACTUAL REVENUES* 2014 ESTIMATED REVENUES 2015 DEBT SERVICE FUNDS Debt Service McDowell Improvement District Water Bonds Wastewater Bonds $ $ $ 4,098,175 3,544,906 35,085 280,000 7,958,166 $ 2,448,441 2,467,773 34,085 279,794 5,230,093 Total Debt Service Funds $ $ $ 3,541,932 7,958,166 $ 5,230,093 $ 3,541,932 $ 2,644,923 5,048,918 $ 1,873,430 3,061,447 $ 4,435,455 8,694,920 $ 7,693,841 $ 4,934,877 $ 13,130,375 3,541,932 $ CAPITAL PROJECTS FUNDS Non-Utility (Development Fees) Utility (development Fees) CIP Proposed ID $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Total Capital Projects Funds $ 7,693,841 $ 4,934,877 $ 13,130,375 * 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. 4/13 SCHEDULE C 255 CITY OF GOODYEAR, ARIZIONA Revenues Other Than Property Taxes Fiscal Year 2015 ESTIMATED REVENUES 2014 SOURCE OF REVENUES ACTUAL REVENUES* 2014 ESTIMATED REVENUES 2015 PERMANENT FUNDS $ $ $ $ $ $ Total Permanent Funds $ $ $ ENTERPRISE FUNDS Water Wastewater Sanitation Stadium $ $ 11,921,387 12,267,016 6,552,654 1,639,100 32,380,157 $ $ 9,210,956 9,225,227 4,976,244 1,639,100 25,051,527 $ $ $ $ $ $ $ $ Total Enterprise Funds $ 32,380,157 $ 25,051,527 $ 11,952,330 12,819,885 6,815,482 1,742,926 33,330,623 33,330,623 * 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. 4/13 SCHEDULE C 256 CITY OF GOODYEAR, ARIZIONA Revenues Other Than Property Taxes Fiscal Year 2015 ESTIMATED REVENUES 2014 SOURCE OF REVENUES ACTUAL REVENUES* 2014 ESTIMATED REVENUES 2015 INTERNAL SERVICE FUNDS Fleet $ 2,009,873 $ 1,585,053 $ 2,330,716 $ 2,009,873 $ 1,585,053 $ 2,330,716 Total Internal Service Funds $ 2,009,873 $ 1,585,053 $ 2,330,716 TOTAL ALL FUNDS $ 127,634,516 $ 95,005,395 $ 130,470,426 * 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. 4/13 SCHEDULE C 257 CITY OF GOODYEAR, ARIZIONA Other Financing Sources/ and Interfund Transfers Fiscal Year 2015 OTHER FINANCING 2015 SOURCES FUND GENERAL FUND Stadium $ HURF Development Impact Fees Water Wastewater Sanitation Total General Fund $ $ INTERFUND TRANSFERS 2015 IN $ 700,000 1,200,000 900,000 2,800,000 $ 7,896,513 2,233,216 1,428,571 $ 11,558,300 $ $ $ $ $ $ Total Special Revenue Funds $ $ $ $ $ $ $ 2,233,216 $ Total Debt Service Funds $ $ $ 2,233,216 $ SPECIAL REVENUE FUNDS DEBT SERVICE FUNDS HURF CAPITAL PROJECTS FUNDS Proposed Improvement District $ 18,619,059 $ $ $ Total Capital Projects Funds $ 18,619,059 $ $ $ $ $ $ $ Total Permanent Funds $ $ $ $ $ $ 834,289 450,000 1,428,571 7,896,513 $ $ $ 10,609,373 $ $ $ $ Total Internal Service Funds $ $ $ $ $ PERMANENT FUNDS ENTERPRISE FUNDS Water $ Wastewater Utility Impact Fees Stadium Sanitation Total Enterprise Funds $ 700,000 1,200,000 1,284,289 900,000 4,084,289 INTERNAL SERVICE FUNDS TOTAL ALL FUNDS $ 4/13 18,619,059 SCHEDULE D $ 15,642,589 $ 15,642,589 258 CITY OF GOODYEAR, ARIZIONA Expenditures/Expenses by Fund Fiscal Year 2015 FUND/DEPARTMENT GENERAL FUND Administrative Services $ Support Services Public Safety Development Servcies PW GF Parks & Recreation Debt Service - GF (9510) Contingency - GF Carryover/Capital Projects Total General Fund $ SPECIAL REVENUE FUNDS Court Enhancement JCEF Towing Fill Gap HURF LTAF II Officer Safety Grants Grants - Contingency 12,756,847 10,394,506 29,158,589 12,218,616 2,440,579 5,254,978 1,148,122 16,347,842 $ 89,720,079 $ 482,979 183,000 (478,667) $ 61,000 47,000 11,085 115,055 5,887,945 $ Total Debt Service Funds $ CAPITAL PROJECTS FUNDS $ Non-Utility Impact Fees Utility Impact Fees CIP Contingency CIP Venida CIP - Water - 423 CIP - Stadium 445 CIP - Wastewater Bonds - 426 Total Capital Projects Funds $ ENTERPRISE FUNDS Water Wastwewater Sanitation Stadium Total Enterprise Funds $ BUDGETED EXPENDITURES/ EXPENSES 2015 ACTUAL EXPENDITURES/ EXPENSES* 2014 7,956,110 7,901,222 27,260,984 5,434,381 1,853,074 4,741,145 1,148,122 $ 56,295,038 $ 59,000 46,000 110,000 8,902,206 9,150,962 30,525,423 6,606,314 2,366,757 5,276,183 1,474,422 16,347,842 28,065,674 108,715,783 141,627 119,758 114,591 79,143 5,983,302 368,739 2,046,356 46,479 80,000 27,607 905,001 (865,263) 5,337,384 80,000 27,607 850,000 8,418,095 312,909 6,509,991 8,977,491 4,460,192 3,544,907 116,030 4,833,133 3,544,907 539,070 2,000,000 4,460,192 3,544,907 1,163,030 22,822 (302,312) (22,822) 9,190,951 (325,134) 8,121,129 8,378,040 14,400,636 6,701,858 29,463,122 1,754,658 278,099 5,484,352 (687,915) (224,524) (5,977,968) (184,468) (21,656) (72,997) 1,440,000 6,700,000 58,082,725 (7,169,528) 15,657,109 11,364,482 15,514,182 18,619,059 261,606 97,610 5,083,110 618,639 51,558,688 PERMANENT FUNDS Fleet Reserve - 621 Stadium Reserve - 440 Risk Reserve - 630 IT Reserve - 661 Total Permanent Funds $ INTERNAL SERVICE FUNDS Fleet (2,080,000) $ 24,963 1,015,454 (105,063) $ Total Special Revenue Funds $ DEBT SERVICE FUNDS Secondary Property Tax - 201 McDowell Imp District - 241 Water Bonds - 426 Water Bonds - 414 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2014 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2014 1,754,658 278,099 5,484,352 2,388,942 96,804 935,000 1,037,999 4,458,745 11,498,397 11,092,696 5,340,413 9,646,774 849,554 60,961 37,578,280 $ 2,009,874 Total Internal Service Funds $ TOTAL ALL FUNDS $ 2,009,874 205,000,004 $ 433,169 433,169 41,160 5,358,951 4,251,073 5,280,644 4,352,530 14,874,155 11,354,730 5,829,185 9,548,043 951,675 19,243,198 41,606,113 2,174,059 2,330,716 (2,250,000) $ 2,174,059 108,000,524 $ 2,330,716 222,000,000 * Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. 4/13 SCHEDULE E 259 CITY OF GOODYEAR, ARIZIONA Expenditures/Expenses by Department Fiscal Year 2015 DEPARTMENT/FUND City Council General Fund ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2014 2014 2014 2015 $ 296,678 $ $ 296,678 $ 304,901 Department Total $ 296,678 $ $ 296,678 $ 304,901 $ 590,913 $ $ 545,175 $ 764,331 Department Total $ 590,913 $ $ 545,175 $ 764,331 $ 2,885,330 $ 4,800 $ 2,547,031 $ 3,011,115 Department Total $ 2,885,330 $ 4,800 $ 2,547,031 $ 3,011,115 $ 1,347,193 $ 170,000 $ 1,298,310 $ 1,404,296 Department Total $ 1,347,193 $ 170,000 $ 1,298,310 $ 1,404,296 $ 3,124,635 $ (6,500) $ 2,770,395 $ 3,095,233 Department Total $ 3,124,635 $ (6,500) $ 2,770,395 $ 3,095,233 4,234,645 $ 6,500 $ 1,037,999 (286,168) (50,096) 708,235 $ 2,842,698 $ 10,461,480 2,842,698 $ 11,746,958 75,059 935,000 1,010,059 $ 2,288,129 $ 2,764,313 $ 2,288,129 $ 2,764,313 $ 2,307,400 $ 11,851,799 (4,800) (2,254,800) $ 2,307,400 $ 500,000 12,351,799 $ 15,246,024 58,383 $ 22,244,382 114,591 82,859 634,749 $ 15,304,407 $ 23,076,581 130,456 $ (75,000) 364,165 11,956,577 $ 13,529,337 419,621 11,956,577 $ 173,293 9,160 13,711,790 City Clerk General Fund City Manager General Fund Legal General Fund Finance General Fund IT General Fund $ IT Replacement Reserve 661 Impact Fees Capital Department Total $ 1,245,431 535,790 6,015,866 $ $ 2,499,436 $ $ 2,499,436 $ General Government (1910)_ Miscellaneous $ Reserves (IT, Risk, Fleet) Special Projects Contingency Department Total $ 3,700,400 2,250,000 212,000 500,000 6,662,400 $ 15,808,666 115,055 21,847 1,350,708 $ 17,296,276 $ 13,011,948 316,128 $ HR General Fund Risk Management 630 Police General Fund $ Towing Capital - Venida Impact Fees Grants Department Total $ Fire General Fund $ GF - Capital Capital - Venida Fire Impact Fees Department Total $ 4/13 13,328,076 1,285,478 (2,250,000) $ $ 40,000 11,085 919,998 27,607 297,666 1,296,356 SCHEDULE F $ 260 Court General Fund $ Court Enhancement JCEF Fill The Gap Department Total $ Development Services Economic Development $ Development Services - GF Development Services - Capital Develop Services - Impact Fees Develop Services - Grants Department Total $ Engineering/Streets Operating $ Capital Capital Carryover LTAF II Grants Capital - 451 Capital - 375 Capital - 445 Capital - Impact Fees HURF - Operating HURF - Impact Fees Department Total $ Parks & Recreation Parks - GF Parks - Capital - GF Parks - Impact Fees Stadium Stadium/Parks Capital (440) Stadium Reserve Recreation & Aquatics - GF Park Capital Carryover $ 974,333 $ 1,004,163 141,627 119,758 79,143 1,344,691 108,000 $ 961,516 $ 610,397 3,092,617 292,323 $ (73,423) $ (22,533) 240,467 447,764 2,747,302 $ 3,995,337 $ 144,511 $ 3,195,066 $ 539,070 4,555,854 2,290,291 6,136,926 $ 166,643 $ (355,208) 2,239,315 $ 5,943,057 571,520 3,283,185 162,079 370 80,000 368,739 1,754,658 5,484,352 11,960,820 5,890,196 205,004 34,090,986 3,542,917 405,935 272,600 4,101,511 $ $ (184,468) (72,997) (305,388) 43,858 (51,755) (679,315) $ 489,509 970 157,168 224,160 $ PW General Fund - Admin $ Development Fees - Admin General Fund - Facilities Department Total $ 350,156 1,377,370 2,090,423 3,817,949 List Department: Fleet Fleet Ops $ Fleet reserve Department Total $ 2,009,874 List Department: Wastewater WW Operating WW - Dev Reimburse 4,367,196 1,315,970 964,611 3,743,208 5,982,932 2,239,315 $ 15,669,567 3,435,019 $ 6,001,787 1,179,704 4,185,780 5,083,110 1,306,126 1,460,238 $ 4,741,145 $ 17,910,619 $ $ 332,007 $ $ $ 1,521,067 1,853,074 $ 361,294 4,512,182 2,180,463 7,053,939 5,322,911 1,291,777 652,823 7,267,511 $ 96,804 (7,500) 3,500 9,629,089 4/13 $ $ Department Total $ $ 961,516 974,333 1,306,126 List Department: Water Water Ops $ Water - Impact fees Water/Admin/Capital Water CIP Carryover Water - Devep. Contr. (343) Department Total $ $ 61,000 47,000 1,406,436 (25,579) (556,882) $ 2,009,874 823,975 5,358,951 $ 5,358,951 6,107,246 7,675,638 $ 3,932,000 17,714,884 $ 2,330,716 433,169 2,763,885 2,388,942 $ 2,388,942 305,704 SCHEDULE F $ 4,251,073 5,461,664 261 WW CIP WW CIP Carryover WW/Admin/Impact Fees WW Bonds Department Total $ 1,250,027 (266,399) 1,899,447 1,163,030 9,995,670 $ (242,257) (302,312) (505,264) $ 4,251,073 $ 7,838,544 618,639 14,160,062 List Department: Sanitation Sanitation Operating $ Department Total $ 5,340,413 5,340,413 $ $ 5,280,644 5,280,644 $ 5,829,185 5,829,185 List Department: Non-Departmental (9510) General (001-9510) Contingency (199) Debt Service Finance - McDowell ID Contingency Water Bonds Wastewater Bonds Stadium Bonds Contingency 361 $ Department Total $ 4/13 1,148,122 2,046,356 4,460,192 3,544,907 16,347,842 5,522,663 5,753,572 5,545,263 29,463,122 73,832,039 241,215 183,000 (865,263) 2,307,400 1,474,422 2,000,000 4,833,133 3,544,907 16,347,842 5,176,731 5,407,640 5,362,263 18,619,059 (5,977,968) (183,000) $ (6,843,231) $ SCHEDULE F 2,307,400 $ 62,765,997 262 CITY OF GOODYEAR, ARIZIONA Full-Time Employees and Personnel Compensation Fiscal Year 2015 FUND GENERAL FUND SPECIAL REVENUE FUNDS Towing HURF Total Special Revenue Funds Full-Time Equivalent (FTE) 2015 Employee Salaries and Hourly Costs 2015 Retirement Costs 2015 Total Estimated Personnel Compensation 2015 Other Benefit Costs 2015 Healthcare Costs 2015 427 $ 28,377,144 $ 3,985,812 $ 5,566,469 $ 7,205,814 = $ 45,135,239 1 17 $ 44,860 994,570 $ 5,052 112,413 $ 12,841 218,293 $ 35,838 151,994 = $ 98,591 1,477,270 18 $ 1,039,430 $ 117,465 $ 231,134 $ 187,832 = $ 1,575,861 DEBT SERVICE FUNDS Total Debt Service Funds $ $ $ $ = $ $ $ $ $ = $ $ $ $ $ = $ $ $ $ $ = $ $ $ $ $ = $ $ $ $ $ = $ CAPITAL PROJECTS FUNDS Total Capital Projects Funds PERMANENT FUNDS Total Permanent Funds ENTERPRISE FUNDS Water Wastewater Sanitation Stadium Fleet (ISF) Total Enterprise Funds 24 21 6 24 7 82 $ TOTAL ALL FUNDS 527 4/13 $ $ 1,369,768 1,159,873 369,171 1,186,342 464,560 4,549,714 $ $ 154,265 130,406 41,910 133,607 49,313 509,501 $ 33,966,288 $ 4,612,778 SCHEDULE G $ $ 299,618 286,777 81,325 308,178 96,306 1,072,204 = $ $ 236,127 200,860 131,936 591,455 85,570 1,245,948 = $ 2,059,778 1,777,916 624,342 2,219,582 695,749 7,377,367 $ 6,869,807 $ 8,639,594 = $ 54,088,467 263 This page intentionally left blank 264 Appendix APPENDIX This page intentionally left blank 265 266 267 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. 268 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 long‐ lived, high‐cost, tangible assets. “Long‐lived” implies a useful life in excess of one year. “High‐ cost” means that the project costs are substantial. “Tangible” assets exclude contractual services except those that are necessary for putting a tangible asset into service. COMMUNITY FACILITIES DISTRICTS (CFD) CFDs are special purpose public improvement districts. By utilizing a variety of public funding options such as bonds, special assessments, taxes and user fees, CFDs provide a mechanism to finance public infrastructure, the operation and maintenance of public infrastructure, and enhanced municipal services in qualifying areas. CONTINGENCY FUND A budgetary reserve set aside for emergency or unanticipated expenses and/or revenue shortfalls. The City Council must approve all contingency expenditures. CONTRACTUAL SERVICES Services such as rentals, insurance, maintenance, etc. that are purchased by the City. DEBT SERVICE The cost of paying principal and interest on borrowed money according to a predetermined payment schedule. DEBT SERVICE FUND (SEE REVENUE FUNDS) DEPARTMENT The basic organizational unit of government which is functionally unique in its delivery of services. 269 DEPRECIATION Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy or obsolescence. DEVELOPMENT‐RELATED FEES Those fees and charges generated by building, development and growth in a community. Included are building and street permits, development review fees, and zoning, platting and subdivision fees. DIVISION An organized unit within a department. ENCUMBRANCE The commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for a specified future expenditure. ENTERPRISE FUND (SEE REVENUE FUNDS) EXPENDITURE LIMITATION The Arizona State Legislature imposed a constitutional amendment which limits the annual expenditures of all municipalities. The limit is set by the Economic Estimates Commission based on population growth and inflation. EXPENDITURE/EXPENSE This term refers to the outflow of funds paid for an asset obtained, or goods and services obtained. FEES Fees are charges for specific services. 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. 270 FUND A set of interrelated accounts to record revenues and expenditures associated with a specific purpose. Eight commonly used fund types in public accounting are the general fund, specific revenue funds, debt service funds, capital project funds, enterprise funds, trust and agency funds, internal service funds, and special assessment funds. FUND BALANCE Fund balance is the excess of assets over liabilities and reserves and is therefore known as surplus funds. FUND SUMMARY A fund summary, as reflected in the budget document, is a combined statement of revenues, expenditures, and changes in fund balance for the prior year’s actual, adopted, and estimated budgets, and the current years adopted budgets. GAAP (GENERAL ACCEPTED ACCOUNTING PRINCIPLES) A standard established by the Accounting Practices Board of the American Institute of Certified Public Accountants. These rules, conventions, and procedures define accepted accounting practices. GENERAL FUND (SEE REVENUE FUNDS) GOVERNMENT FINANCE OFFICERS ASSOCIATION (GFOA) BUDGET PRESENTATION AWARD The GFOA Budget Presentation Awards Program is an international awards program for governmental budgeting. Its purpose is to encourage exemplary budgeting practices and to provide peer recognition for government finance officers preparing budget documents. Award criteria 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. 271 IMPROVEMENT DISTRICTS Improvement districts are formed consisting of property owners desiring improvements to their property. Bonds are issued to finance these improvements, which are repaid by assessments on affected property. Improvement District debt is paid for by a compulsory levy (special assessment) made against certain properties to defray all or part of the cost of a specific capital improvement or service deemed to benefit primarily those properties. INFRASTRUCTURE Facilities on which the continuance and growth of a community depend such as roads, water lines, sewers, public buildings, parks, airports, et cetera. INTERNAL SERVICE FUND (SEE REVENUE FUNDS) MODIFIED ACRUAL METHOD OF ACCOUNTING Based on revenues being recognized in the period when they become available and measurable (known). To be used to pay expenditures are incurred, regardless of when the receipt or payment of cash takes place. OPERATING BUDGET The operating budget is the plan for current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing, acquisition, spending, and service delivery activities of a government are controlled. The use of annual operating budgets is required by law in Arizona. ORDINANCE An ordinance is a formal legislative enactment by the governing body of a municipality. If it is not in conflict with any higher form of law, such as a state statute or a constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies. 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. 272 PRIMARY PROPERTY TAX Primary property taxes are levied for the purpose of funding general government operations. Annual increases are limited to 2% of the previous year’s maximum allowable primary property tax levy plus allowances for new construction and annexation of new property and tort litigation settlements. PROPERTY TAX Property tax is based according to value of property and is used as the source of moneys to pay general obligation debt (secondary property tax) and to support the general fund (primary property tax). PROPRIETARY FUNDS Funds that focus on the determination of operating income, changes in net assets (or cost recovery), financial position, and cash flows. There are two different types of proprietary funds: enterprise funds and internal service funds. See these two definitions under revenue funds. RESERVE Reserve is an account which records a portion of the fund balance which must be segregated for some future use and which is, therefore, not available for further appropriation or expenditure. REVENUE FUNDS Income collected by municipalities for public use. Capital Fund: Fund used to accumulate the revenues and expenditures for the acquisition or repair and replacement of the capital assets in a municipality. In general, capital assets refer to buildings, equipment, infrastructure, arenas, trucks, graders, roads, water/sewer systems and the like. 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. 273 General Fund: Internal Service 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. Finance and account for the operations of agencies that provide services to other agencies, institutions, or other governmental units on a cost‐ reimbursed basis. Special Assessment Fund: A compulsory levy made against certain properties to defray all or part of the cost of a specific capital improvement or service deemed to benefit primarily those properties. Trust Fund: A trust fund consists of resources received and held by the government unit as trustee, to be expended or invested in accordance with the conditions of the trust. SALES TAX 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. 274 STEWARDSHIP OF RESOURCES In general, stewardship is responsibility for taking good care of resources. SUPPLEMENTAL REQUEST A Request by the departments to increase their base budget. TAX LEVY The total amount to be raised by general property taxes for purposes specified in the Tax Levy Ordinance. TAX RATE The tax rate is the amount of tax levied for each $100 of assessed valuation. TAXES Taxes are compulsory charges levied by a government for the purpose of financing services performed for common benefit. This term does not include specific charges made against particular persons or property for current or permanent benefits such as special assessments. Neither does the term include charges for services rendered only to those paying such charges, such as water service. TRANSFERS Transfers are the authorized exchanges of cash or other resources between funds. TRUST FUND (SEE REVENUE FUNDS) USER CHARGES The payment of a fee for direct receipt of a public service by the party who benefits from the service. WASTEWATER RECLAMATION It is a process by which water used in houses and businesses goes down the drain and becomes wastewater, which is then cleaned using biological and chemical processes so the water can be returned to the environment safely to augment the natural systems from which they came. 275 City of Goodyear 276 277 278 279 280 281 282 283 284 285 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 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 286 Maricopa Association of Governments 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 City of Goodyear | 190 N. Litchfield Road | Goodyear, Arizona 85338 www.goodyearaz.gov | 623-932-3910